MARI COPACOUNTY A d o p t e d Bu d g e t Ma r i c opaCount y•Li br a r y•S t a di um Fl oodCont r ol•S pe c i a lDi s t r i c t s Credits Board of Supervisors Denny Barney, District 1, Chairman Steve Chucri, District 2 Bill Gates, District 3 Clint Hickman, District 4 Steve Gallardo, District 5 County Manager Joy Rich Budget Director Cynthia A. Goelz Deputy Budget Director Brian G. Hushek Budget Administrator Tina Allen Budget Office 301 W. Jefferson Street 10th Floor Phoenix, Arizona 85003-2143 Phone (602) 506-7280 www.maricopa.gov/budget Maricopa County Mission Statement The Mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe environment. Strategic Priorities  SAFE COMMUNITIES – Maricopa County will support safe communities and neighborhoods by providing access to a timely, integrated, and cost effective smart justice system.  REGIONAL SERVICES - Maricopa County will provide best-in-class regional services, both mandated and of concern to citizens, while coordinating with municipalities, other local jurisdictions, and community-based entities to consolidate services and avoid duplication, when applicable.  GOVERNMENT OPERATIONS - Maricopa County will deploy an effective and efficient infrastructure to implement streamlined policies and procedures to improve delivery of services and promote a healthy workplace and a fully engaged workforce.  GROWTH AND ECONOMIC DEVELOPMENT - Maricopa County will be innovative in leveraging its resources, adaptive in its regulatory policies and practices, and proactive in its public relations to attract, promote, and support the growth of business enterprises to produce a vibrant and balanced regional economy.  FISCAL STRENGTH AND RESPONSIBILITY - Maricopa County will continue to efficiently manage County resources and engage in effective fiscal planning with integrity and transparency to promote financial stability and economic prosperity for Maricopa County residents. Adopted by the Maricopa County Board of Supervisors, May 5, 2014 Maricopa County FY 2018 Adopted Budget Table of Contents Table of Contents Maricopa County Motions Motions Executive Summary 1 2 Transmittal Letter Transmittal Letter Budget Development Process Summary of Changes Revenue Outlook Highlighted Revenues Expenditure Uses Justice and Public Safety Health Care Issues Education, Culture and Recreation and Other Services Transportation Technology Infrastructure and Capital Improvement Employee Compensation and Benefits Conclusion County Profile Introduction History Climate and Topography Population Local Economy and Business Environment Educational Opportunities Transportation Infrastructure Cultural and Recreational Amenities County Government Judicial Branch 3 3 4 5 6 7 8 9 9 10 11 11 12 13 13 14 14 15 17 17 17 18 22 Citizens’ Budget Brief Citizens’ Budget Brief 25 Budget at a Glance Introduction The Budget as a Policy Document The Budget as a Financial Plan 33 33 36 i Maricopa County FY 2018 Adopted Budget Table of Contents The Budget as an Operations Guide The Budget as a Communications Device 39 40 Strategic Direction Strategic Business Planning Philosophy and Cycle Countywide Strategic Plan 2015-2018 Mission Vision Core Values Strategic Priorities and Goals Safe Communities Regional Services Government Operations Growth and Economic Development Fiscal Strength and Responsibility Budget Policies and Process Policies and Their Budgetary Impact Managing for Results Policy Budgeting and Accountability Policy Annual Budget Guidelines and Priorities Summary of Significant Accounting Policies Reporting Entity Housing Authority of Maricopa County Maricopa County Flood Control District Maricopa County Library District Maricopa County Public Finance Corporation Maricopa County Special Assessment Districts Maricopa County Stadium District Maricopa County Street Lighting Districts Related Organization Basis of Financial Statement Presentation Basis of Accounting Cash and Investments Inventories Property Tax Calendar Capital Assets Investment Income Compensated Absences Basis of Budgeting and Budgetary Control Budgets of Blended Component Units The Budget Process ii 43 43 43 43 44 44 46 48 49 50 52 53 53 54 54 54 54 55 55 55 55 56 56 56 56 56 58 58 59 59 59 60 60 60 62 63 Maricopa County FY 2018 Adopted Budget Table of Contents Fiscal Year 2018 Budget Process Fiscal Year 2019 Budget Process Programmatic Budgeting 64 65 65 Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type 67 Sources and Uses of Funds 69 Reconciliation of Budget Changes 70 Major and Non-major Fund Budget Summary Schedules 73 Consolidated Revenues and Other Sources by Fund Type / Department 75 Consolidated Revenues and Other Sources by Department and Fund Type 79 Consolidated Revenues and Other Sources by Category 80 Revenue Sources and Variance Commentary 84 Basis for Estimating Revenue 84 Taxes 84 Licenses and Permits 88 Intergovernmental Revenues 89 Charges for Services 92 Fines and Forfeits 94 Miscellaneous Revenue 95 Other Financing Sources 96 Fund Balance Summary and Variance Commentary 97 Classification of Fund Balances 97 Estimating Fund Balances 97 Negative Fund Balances 97 Change in Fund Balances 98 Consolidated Sources, Uses and Fund Balance by Fund 99 Structural Balance 100 Consolidated Operating Sources, Uses and Structural Balance by Fund 101 Expenditure Limitation 104 Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit 105 Consolidated Expenditures and Other Uses by Fund Type / Department 120 Consolidated Expenditures and Other Uses by Department and Fund Type 124 Consolidated Expenditures and Other Uses by Category and Fund Type 125 Non Departmental Expenditure Summary – Operating 134 Non Departmental Expenditure Summary – Non Recurring 137 Economic Development 139 Agricultural Extension 139 Health Care Programs Summary 139 Fund Transfers In 140 Fund Transfers Out 142 iii Maricopa County FY 2018 Adopted Budget Table of Contents Eliminations Personnel Personnel Summary by Department and Fund Personnel Summary by Market Range Title Mandates Introduction Summary Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 144 144 146 151 163 164 166 166 167 167 168 168 Financial Forecast Overview Forecast Drivers Forecast Assumptions Forecast Uncertainty General Fund (F100) Detention Fund (F255) Transportation Fund (F232) 169 169 170 170 171 176 179 Department Budget Summaries Adult Probation Air Quality Animal Care and Control Assessor Assistant County Manager – 940 Assistant County Manager – 950 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 Budget Call Center Clerk of the Board Clerk of the Superior Court Constables Correctional Health Services 181 183 185 187 189 190 192 193 194 195 196 197 199 201 203 205 207 iv Maricopa County FY 2018 Adopted Budget Table of Contents County Attorney County Manager County School Superintendent Deputy County Manager – 930 Elections Emergency Management Employee Benefits Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Resources Human Services Integrated Criminal Justice Information System Internal Audit Justice Courts Juvenile Probation Medical Examiner Parks and Recreation Planning and Development Procurement Services Public Defense System Public Fiduciary Public Health Real Estate Recorder Risk Management Sheriff Superior Court Transportation Treasurer Waste Resources and Recycling 209 211 213 215 216 218 220 223 225 228 230 232 234 237 240 242 244 246 249 251 253 255 257 260 262 266 267 269 271 273 276 279 281 Capital Improvement Program Executive Summary Capital Improvement Program Definition Facility Capital Improvement Program Technology Capital Improvement Program Transportation Capital Improvement Program Five Year CIP Budget 283 284 284 285 285 286 v Maricopa County FY 2018 Adopted Budget Table of Contents Fiscal Year 2018 CIP Budget Operating Budget Impacts Facility Project Detail Parks & Recreation Project Detail Technology Project Detail Transportation Project Detail 288 292 293 301 318 328 Debt Service Debt Management Plan Financing Alternatives Rating Agency Analysis Debt Obligations by Type Debt Policies 347 348 351 354 359 Attachment Budgeting for Results Guidelines and Priorities Budgeting and Accountability Policy Managing for Results Policy Policy for Administering Grants Budget Calendar Fund Descriptions Revenue Source Codes Expenditure Object Codes Statutory Requirements Arizona State Auditor General Forms 363 365 375 377 385 386 395 396 397 402 Glossary Glossary 421 Acronyms Acronyms 427 Acknowledgements Acknowledgements 429 vi Maricopa County FY 2018 Adopted Budget Table of Contents Flood Control District Motion Motion F-1 Transmittal Letter Transmittal Letter F-3 Mission, Vision, Strategic Goals Mission, Vision, Strategic Goals F-5 Summary Summary Consolidated Sources, Uses and Fund Balance by Fund Type Appropriated Expenditures and Other Uses by Fund and Appropriation Group Sources and Uses of Funds Sources and Uses by Activity Sources and Uses by Category Sources and Uses by Fund and Appropriation Unit Group Fund Transfers In Fund Transfers Out Staffing by Activity Staffing by Market Range Title Staffing by Fund Budget Highlights Programs and Activities Revenue Sources and Variance Commentary Flood Control Grants Fund (989) Fund Balance Summary Flood Control Capital Projects Fund (990) Fund Balance Summary Flood Control Fund (991) Fund Balance Summary Appropriated Budget Reconciliations Capital Improvement Program Capital Improvement Program Summary Project Detail Sources and Uses by Project Strategic Business Planning (SBP) for All Projects Common Flood Control CIP Acronyms Flood Control District Primary Capital Improvement Program Flood Control District Small Projects Assistance Program Flood Control District Floodprone Property Acquisition Program vii F-6 F-6 F-7 F-8 F-9 F-10 F-11 F-12 F-12 F-13 F-14 F-15 F-15 F-15 F-23 F-27 F-28 F-28 F-29 F-33 F-33 F-34 F-34 F-36 F-36 F-37 F-46 F-49 Maricopa County FY 2018 Adopted Budget Table of Contents Library District Motion Motion L-1 Transmittal Letter Transmittal Letter L-3 Mission, Vision, Strategic Goals Mission and Strategic Goals L-5 Summary Summary Consolidated Sources, Uses and Fund Balance by Fund Type Appropriated Expenditures and Other Uses by Fund and Appropriation Group Sources and Uses of Funds Sources and Uses by Activity Sources and Uses by Category Sources and Uses by Fund and Appropriation Unit Group Fund Transfers In Fund Transfers Out Staffing by Activity Staffing by Market Range Title Staffing by Fund Budget Highlights Programs and Activities Revenue Sources and Variance Commentary Appropriated Budget Reconciliations Library District Grants Fund (242) Fund Balance Summary Library District Fund (244) Fund Balance Summary Library District Capital Improvement (465) Fund Balance Summary viii L-6 L-6 L-7 L-8 L-9 L-9 L-10 L-11 L-11 L-12 L-12 L-12 L-12 L-13 L-14 L-18 L-19 L-21 L-22 Maricopa County FY 2018 Adopted Budget Table of Contents Stadium District Motion Motion S-1 Transmittal Letter Transmittal Letter S-3 Mission, Vision, Strategic Goals Mission, Vision, Strategic Goals S-5 Summary Summary Consolidated Sources, Uses and Fund Balance by Fund Type Appropriated Expenditures and Other Uses by Fund and Appropriation Unit Group Sources and Uses of Funds Sources and Uses by Activity Sources and Uses by Category Sources and Uses by Fund and Appropriation Unit Group Fund Transfers In Fund Transfers Out Staffing by Activity Staffing by Market Range Title Staffing by Fund Budget Highlights Programs and Activities Revenue Sources and Variance Commentary Fund Balance Summary and Variance Commentary Appropriated Budget Reconciliations Debt Service Programs and Activities S-6 S-7 S-8 S-9 S-9 S-10 S-11 S-12 S-12 S-12 S-13 S-13 S-14 S-15 S-16 S-19 S-25 Improvement Districts Motion Direct Assessment Special Districts Street Lighting Improvement Districts I-1 I-2 I-3 ix Maricopa County FY 2018 Adopted Budget Table of Contents x Maricopa County FY 2018 Adopted Budget Motions Motions Budget Adoption 1) Pursuant to A.R.S. §§42-17101 and 42-17105, adopt the FY 2018 Maricopa County Budget in the amount of $2,490,087,419, by total appropriation for each department, fund and appropriation unit group listed in the attached schedules. This amount represents a reduction of $4,246,386 from the Tentative Budget of $2,494,333,805; also 2) Adopt the Five Year Capital Improvement Plan for Fiscal Years 2018-2022; also 3) Approve the attached Executive Summary. 1 Maricopa County FY 2018 Adopted Budget Executive Summary Executive Summary Notwithstanding the Budgeting and Accountability Policy, approve the following: a) Adult Probation, Juvenile Probation and S uperior Court are collectively known as the Judicial Branch, and considered as one appropriation. Any and al l appropriations within the Judicial Branch can be transferred between any and all Judicial Branch departments by fund and appropriation unit group, as requested and app roved by the Presiding Judge of the Superior Court, without any further Board approval. b) Contract Counsel, Legal Advocate, Legal Defender, Public Advocate and Public Defender are known as the Public Defense System, and are considered as one appropriation. Any and al l appropriations within the Public Defense System can be transferred between any and all Public Defense System departments by fund and appropriation unit group, as requested and approved by the County Manager, without any further Board approval. c) The budgets for Operating Major Maintenance Projects will be appropriated at the department, fund and appropriation unit category rather than department, fund and appropriation unit group. d) The Facilities Management Department is authorized to transfer unused Operating Major Maintenance funding to the reserve in the Capital Improvement Program. e) Authorize the Budget Office to review the change in participation in the DROP program and make necessary adjustments to the Maricopa County Sheriff’s department budget on a quarterly basis. Pursuant to A.R.S. §11-275, the Board of Supervisors authorizes the transfer of any monies received in the General Obligation - Debt Service Fund (312) to be reported in the General Fund (100). Approval of the FY 2018 Budget includes the allocations for Economic Development Agencies, Non-Profit Organizations and Agricultural Extension as specified in the Adopted Budget Package and any amendments put forward at the time of budget adoption. 2 Maricopa County FY 2018 Adopted Budget Transmittal Letter Transmittal Letter To: Denny Barney, Chairman, District 1 Steve Chucri, Supervisor, District 2 Bill Gates, Supervisor, District 3 Clint Hickman, Supervisor, District 4 Steve Gallardo, Supervisor, District 5 The FY 2018 recommended budget of $2,494,333,805 aligns with the Board of Supervisors priorities of exceptional customer service and creating a lean and efficient government. This budget continues the fiscal restraint the Board has embraced for many years. T he spending plan is based on fiscally responsible policies of structural balance and adequate reserves, which should lessen the impact of any unforeseen economic shocks. Under Chairman Denny Barney’s leadership, elected officials, the judicial branch and County management were challenged to strategically align their existing resources to achieve their mission in an efficient, cost effective manner. This has resulted in many departments re-prioritizing existing funds and re-engineering processes to address critical needs. However, demands, particularly in the area of criminal justice, continue to increase and require expanded resource allocations to keep our community safe and to provide necessary services to the citizens of Maricopa County. Budget Development Process The Board of Supervisors identified the following priorities in their strategic plan approved in May of 2014: Safe Communities Regional Services Growth and Economic Development Government Operations Fiscal Strength and Responsibility These strategic priorities guide the annual budget development process. The budget presented provides the resources to support these priorities and further the associated goals. In addition, the Board annually adopts guidelines to direct the budget process. The FY 2018 Budget Guidelines and Priorities were approved on January 4, 2017. These guidelines provided direction to County departments to prepare their FY 2018 budget requests and advised the framework used by County management to evaluate the requests and formulate the recommended budget. The FY 2018 guidelines included: • • • • • • • • Develop a sustainable budget that advances the County’s mission and strategic goals Property tax rate will remain unchanged Human Resources to develop a targeted employee compensation strategy All departments must submit within their baseline No requests for funding of new or expanded programs in the General and Detention funds Selected departments will complete a zero-based budget New capital or technology requests will be reviewed after reserve decisions are made Increases will be evaluated for their impact on the County’s Expenditure Limitation Since FY 2015, the County has been utilizing a Zero-Based Budget (ZBB) process to take an in-depth look at departmental budgets on a rotating basis. The departments that submitted a ZBB request in FY 2018 are: Air Quality, Assistant County Manager (940), Assistant County Manager (950), Deputy County Manager, Equipment Services, Planning and Development and Transportation. The process allowed these departments to discuss their needs and resulted in resetting their baseline to align with their current priorities and service demands. It is anticipated that all departments will undergo a ZBB over a six-year cycle. 3 Maricopa County FY 2018 Adopted Budget Transmittal Letter Assumptions In developing the budget, maintaining structural balance is a key assumption. This principle requires recurring revenues to meet or exceed recurring expenditures over the economic cycle. Thus, any additional resources allocated to meet operational service demands are supported by a continuing source of funds. The Most Likely forecast scenario was used in developing estimates for the major revenue sources of State-Shared Sales Tax, State-Shared Vehicle License Tax and Jail Excise Tax. Reserves and contingencies, based on hi storical utilization and an anal ysis of potential risks, are built into the budget to mitigate the impact of a revenue downturn or unanticipated expenditures. Challenges and Risks Recent reports from the census bureau identified Maricopa County as the fastest growing county in the nation. Developing a fiscally conservative and sustainable budget that supports exceptional customer service with a lean and efficient government presents a challenge because demands for service increase when population grows. C riminal justice workloads continue to rise, resulting in increased operating costs as well as increased needs for facilities and other infrastructure to support operations. This unrelenting growth has required the infusion of $30.3 million of additional General Fund support for detention operations. Although we have been in a period of economic expansion for almost 95 months, the growth rate of our revenue sources has not mirrored that of previous expansions. In addition, Prop 117 limits the growth of the assessed values on pr operty, which in turn limits the growth of property tax revenue. E conomic factors, such as job growth and unemployment, have been steadily improving, albeit at a pace which lags that of previous post-recession time periods. Another unknown factor that could influence growth in the economy is the effect of policy changes at the Federal level. It is too early to tell how these changes might influence the economic cycle. As mentioned earlier, the budget is based on the Most Likely revenue forecast, which assumes a 50% chance of meeting revenue projections. If there is a shock to the economy, revenue expectations may not be met. In order to prepare for a possible recession, reserves were included in the budget that can be accessed to stabilize the budget. Reserve funds are viewed as just one tool that would be available to weather an economic downturn. The County continues to be required to fund costs not directly within its control. In FY 2018, State shifts represent 1.1% of the operating budget; that is in addition to the $245 million in other mandated payments to the State, for a combined total of almost 14% of the operating budget. Also increasing is the County’s contribution to the various retirement plans for its employees. These costs will grow more than $8 million in FY 2018. The unfunded liabilities in these plans, as well as court decisions related to the plans, will likely result in increased costs in years to come. As the needs for service and the associated costs increase, the County must balance that growth against the Expenditure Limitation. In recent years, the County has employed a variety of strategies to ensure it stays within the constitutionally established limit, including the issuance of debt to finance capital projects. However, many of the solutions have been short-term in nature and therefore, we need to continue to work towards a permanent solution for this issue. Summary of Changes The total appropriation for the FY 2018 Recommended budget is $2,494,333,805. This is an increase over the FY 2017 revised budget of $132.8 million or 5.6%. The operating budget grew by 4.3%. Operating increases are primarily due t o increases in state mandated health care programs ($12.7 million), retirement costs ($8.3 million), pay for performance increases ($17.1 million) and telecommunication, radio and risk management charges ($2.9 million). Other increases are primarily for criminal justice issues including $12.4 million in operating dollars for the Sheriff’s Office, and $4 million for Correctional Health, Adult Probation and Juvenile Probation. 4 Maricopa County FY 2018 Adopted Budget Transmittal Letter Additionally, the County’s Transportation operational cost increased over $9 million. Some of the growth in operational expenses is offset by increased revenue from grants and intergovernmental agreements. (in Millions) FY 2017 Revised FY 2018 Recomm Total Operating $1,828.1 $1,907.2 $79.1 4.3% 533.4 587.1 53.7 10.1% Total County $2,361.5 $2,494.3 $132.8 5.6% GF Operating $1,253.0 $1,308.9 $55.9 4.5% 153.3 149.7 (3.6) -2.3% $1,406.3 $1,458.6 $52.3 3.7% Total Non Recurring GF Non Recurring Total General Fund Increase/ % (Decrease) Change The impact of the Arizona Minimum Wage and Paid Time Off Initiative (Proposition 206) is being felt through the $4.8 million dollar increase beyond the anticipated baseline growth of $5.4 million for Maricopa County’s share of the Arizona Long Term Care program. Maricopa County’s mandated payment is $165,477,400. This is a $10.3 million increase over FY 2017. The non recurring budget is growing by $53.7 million in all funds. The majority of the increase is for capital improvement investments including the Intake/Transfer/Release (ITR) Jail facility budgeted at $82.3 million in FY 2018 and the Madison Street facility adaptation budgeted at $37.5 million. An additional $8.8 million was added to the Enterprise Technology department for one-time technology needs and the MCSO budget includes $4.1 million in spending for onetime IT costs and other law enforcement expenses. Revenue Outlook The graph to the right shows the overall revenue picture for Maricopa County. The top three revenues are property taxes, including penalties and interest (21.59%), State Shared Sales Tax (21.41%), and fund balance (14.60%), which are the one-time funds utilized for one-time expenses. Fourth is a category that is made up of many individual revenue sources: permits, patient revenue, fees, fines, and charges (10.90%). The f ifth and sixth largest categories are grants and intergovernmental agreements with governmental entities (8.46%) and the State Shared Vehicle License Tax (6.73%). These are followed by the local Jail Excise Tax (6.34%) which is utilized for funding of adult and juvenile detention facilities. The last two revenues are Highway User Revenue Funds (4.49%) and miscellaneous and interest (5.48%). 5 Maricopa County FY 2018 Adopted Budget Transmittal Letter The biggest reduction is in the Miscellaneous & Interest category because FY 2017 included one-time proceeds from financing that will not be received in FY 2018. The largest increase was Fund Balance (36.98%), and is due to the utilization of cash to pay for large capital improvement projects such as the ITR. Revenue 2017 Revised 2018 Rec % Change Property Taxes, Penalties and Interest 507,667,062 538,567,494 6.09% State Shared Sales Tax 516,863,039 533,940,557 3.30% Fund Balances 265,859,981 364,181,028 36.98% Permits, Patient Revenue, Fees Fines & Charges 263,106,561 271,942,797 3.36% Other Intergovernmental & Grants 199,280,447 210,950,275 5.86% State Shared Vehicle License Taxes 160,725,038 167,811,377 4.41% Sales Taxes 149,670,043 158,237,746 5.72% Miscellaneous & Interest 192,207,221 136,784,648 -28.83% Highway User Revenues 106,154,321 111,917,883 5.43% Budgeted Total Revenue 2,361,533,713 2,494,333,805 5.62% Highlighted Revenues The major revenues of interest for Maricopa County are the Property Tax, State Shared Sales Tax, and Jail Excise Tax. The Property Tax and State Shared Sales Tax make up over 40% of all County revenues and are the primary sources of General Fund revenue. The Jail Excise Tax is a major source of revenue to support public safety related costs. Maricopa County’s property tax revenues are the product of two factors, the assessed valuation of all properties in the county and the property tax rate. For FY 2018, the rate is proposed to be flat at $1.4009; thus, the increase of $29.6 million in the proposed property tax levy from $506 million in FY 2017 to $535 million in FY 2018 is completely due t o the increase in assessed valuation from the addition of new construction and appreciation of existing property. This growth translated to a $2.116 billion increase in assessed value. State statute constrains the growth of the primary property tax levy. The maximum amount the levy can grow is 2% above the prior year’s maximum, plus new construction. Maricopa County’s maximum levy for FY 2018 i s $684,096,821. The FY 2018 levy in the recommended budget is only 78% of the maximum allowable levy. State Shared Sales Tax is the County’s other major revenue source. It is extremely sensitive to the economy. As can be seen in the graph to the left, revenues decreased during the recession and have been growing slowly as the economy recovers. For FY 2018, the County is forecasting 3.4% growth over the FY 2017 forecast. 6 Maricopa County FY 2018 Adopted Budget Transmittal Letter Finally, the Jail Excise Tax is a local tax approved by voters in 1998 for use in building and oper ating the adult and juvenile detention facilities. This sales tax is a 1/5 of a cent tax and will expire in FY 2027. Revenue growth has been slow for this tax in recent years and the County expects that same rate of growth around 4% to continue. As a result of this sluggish growth, the Jail Excise Tax has not been able to generate enough revenue to cover all of the Detention Fund’s expenses and the County has had to transfer funds from the General Fund in order to maintain structural balance. Expenditure Uses The largest category of expenditures is criminal justice and public safety. It comprises 53.46% of the County’s expenditures. A number of departments and o ffices are part of the public safety category including: Adult Probation, Clerk of the Superior Court, Constables, County Attorney, Emergency Management, Justice Courts, Juvenile Probation, Planning and Development, Public Defense Services, Public Fiduciary, Sheriff, and Superior Court. In addition to the operational costs, this category includes many of the capital projects in the FY 2018 budget, such as the Madison Street Adaptive Reuse Project that will house the County Attorney’s Office, the Intake/Transfer/Release Jail for the Sheriff’s Office, improvements to the Superior Court facilities and new offices for the Adult Probation department. More on the specifics of justice and law enforcement can be found later in this document. The second largest category is health, welfare, and sanitation, which is 21.28% of the total expenditures. This category is made up of Air Quality, Animal Care and Control, Correctional Health, Environmental Services, Health Care Programs, Human Services, Medical Examiner, Public Health, and Waste Resources and R ecycling. The largest portion of this category are payments made to the State of Arizona for the Arizona Health Care Cost Containment System (AHCCCS), Arizona Long Term Care System (ALTCS) and other state programs, all of which are discussed more fully in a subsequent section. The category of “other” (14.39%) includes the Assessor, Recorder, Elections, Treasurer, the Board of Supervisors and County Administration. This is followed by the category of highways and streets (8.43%) that provide County roadways in the unincorporated portions of the County. The Superintendent of Schools Office, referred to as Maricopa County Educational Services Agency (MCESA), falls in the education (1.59%) category. Fi nally, culture and recreation (0.85%) is the Parks and Recreation department. 7 Maricopa County FY 2018 Adopted Budget Transmittal Letter Justice and Public Safety Almost 54% of the County’s budget is allocated to Public Safety related activities. Public Safety is comprised of various components including the prosecution, defense, the court system, probation, law enforcement, and detention. Due to its importance to the community, budgets for criminal justice related services are a focus of the budget each year. Caseloads in Adult Probation continue to rise. Additional staff is needed to handle the increase in the volume and demand for services. The FY 2018 budget includes staff to address the caseload increases in the areas of Sex Offender, Domestic Violence, Standard Probation, Prison Re-Entry, Intensive Probation, and Pretrial Electronic Monitoring, along with support staff for these areas. The department’s operating budget increase associated with the 24 new positions is $1,294,056, with an addi tional $416,541 for annualization. In the upcoming year, a study will be performed to review and evaluate the caseload sizes and staffing ratios of adult probation services. In the event that the ratio analysis and/or caseloads growth merits an increase to staffing levels, there is additional funding in a Justice System Contingency that may be accessed, with Board approval. Juvenile Probation caseloads have been declining. The budget calls for a reduction of 10 positions in the area of probation. In juvenile detention, average daily population has been hovering around 155 juveniles, the same as FY 2016. This population was as high as 440 in FY 2006. This decline may be due to the efforts to focus on de tention alternatives as well as new standards for evidence-based practices to reduce recidivism. The detention budget is increasing in FY 2018 due to the cost associated with retirement and the overtime that is incurred due to vacant positions. In FY 2018, the Superior Court operating budget includes increases for Courtroom Equipment Maintenance ($98,589) and Jury Management System Maintenance ($149,000). The Superior Court also received $1.7 million for the Superior Court Case Management System, along with $178,434 for positions to develop requirements for the integration of the Case Management System with the Juvenile Division. The Clerk of the Superior Court provides court-related records management and financial services for the justice system. While their FY 2018 operating budget is not increasing, their budget includes $1.6 million to complete their Restitution, Fines and Reimbursements System. The Maricopa County Sheriff’s Office (MCSO) is responsible for law enforcement in the unincorporated areas in the County, in contracted cities and throughout Maricopa County as needed. In addition, the Sheriff’s Office is responsible for running one of the nation’s largest jail systems. The FY 2018 recommended operating budget is a 5.04% increase in the General Fund and a 2.28% increase in the Detention Fund. These increases are driven by the changes in the retirement costs of over $5.3 million, as well as overtime and related personnel costs of $3.8 million. In 2007, the Melendres v. Arpaio lawsuit was filed. In May 2013, the court issued the Findings of Fact and Conclusions of Law and found that MCSO operations violated the rights of the class under the Fourth and Fourteenth Amendments. In October 2013, the United State District Court for the District of Arizona issued a Judgment Order that stated the requirements that MCSO must follow in order to comply with the court’s ruling. The initial order included required MCSO to make changes in staffing, supervision and training as well as other areas. It also provided for a Court Appointed Monitor. In July 2016, the Court issued a Second Supplemental Permanent Injunction/Judgement Order. This order identified additional operational changes for MCSO. In addition, the order also provided for a Court Appointed Investigative Authority and a Court Appointed Disciplinary Authority. The County is incurring costs in order to comply with these orders. In FY 2018, the total operating costs at MCSO associated with compliance with these orders will be $19,721,258. This is about 7.1% more than in FY 2017. The growth is mainly the result of increases in retirement rates, overtime and offset by budgeted vacancy savings. Additionally, there is $6,462,712 related to the court monitor, and the 8 Maricopa County FY 2018 Adopted Budget Transmittal Letter investigative and di sciplinary authorities in the budget. This brings the total budget associated for compliance in this case to more than $26 million in FY 2018. Health Care Issues Health, Welfare and Sanitation accounts for 21.28% of Maricopa County’s budget. It continues to be one of the largest components of the County budget, but is the area least under the County’s control. Most of these costly programs are managed by the State of Arizona, and County funding is required by State law. These programs include acute and long-term health care for the poor as well as behavioral health care. Maricopa County is mandated to contribute to the State’s behavioral health programs through a court order (Arnold v. Sarn). The total estimated amount for FY 2018 is $60.4 million, which is a $2.6 million increase over FY 2017 based on estimated costs for population growth and medical treatment cost increases. One of the largest impacts on our health care costs for FY 2018 is a $165 million payment to the Arizona Long Term Care System which grew $10.3 million (7% increase). Half of this increase is attributed to the anticipated impact of Proposition 206 (Minimum Wage) on the contracted services provided by the state for long-term care services. Another area of growth in the health care category is the Office of the Medical Examiner (OME). The OME provides decedent medical examinations and completes death investigations for individuals dying under statutorily defined circumstances. The Office’s role includes providing accurate and timely information to families, the public, law enforcement and others of investigative results to enhance public safety and the public health of the community. Since 2016, the OME has had provisional accreditation from the National Association of Medical Examiner’s (NAME) and has been working towards permanent accreditation. Due to increases in the caseload, the OME is not able to meet the NAME medical examiner caseload standard. To address this, the OME will add two Medical Examiner positions in FY 2018 in order to help achieve full NAME accreditation. Staffing will also be augmented for a Deputy Chief Toxicologist in order to have a second Certified Toxicologist as suggested by NAME. The addition of this position should shorten the amount of time to certify lab results and ultimately aid in the issuance of ME reports. The FY 2018 operating budget includes $46,000 in additional laboratory testing funding as well as $60,000 for increased Transport Services due to the increased caseload. The combination of these changes results in an operating increase is $570,524, a 5.28% increase over baseline. A non-recurring appropriation was established for outside lab services to alleviate the backlog of cases in addition to funding of $139,680 to complete their Case Management System. Education, Culture and Recreation and Other Services Maricopa County Educational Service Agency (MCESA) is the educational arm of Maricopa County government. The agency, overseen by the Superintendent of Schools, provides services to school districts, teachers, and students throughout Maricopa County. MCESA is in the third year of a pilot program, Youth Education Engagement Services (YEES), which was approved by the Board on October 12, 2015. The YEES Program was developed to connect youth, caring adults, and the school community. The Program has three approved services: Educational Intervention, Education Liaison, and Education Capacity Building. In FY 2018, $252,858 in non recurring detention funds will be combined with grant resources to complete the pilot. The Parks and Recreation department operating budget is increasing primarily for telecommunication and risk management charges assessed for services it receives. The budget does include a substantial investment in Parks capital projects that will be discussed in the Capital Improvement section. In the area of other services, there are several investments in technology that are included in the budget. The Enterprise Technology department will receive $2.5 million in funding to support its cyber security efforts as well as keep current with software. The continuation of two major systems upgrades is included 9 Maricopa County FY 2018 Adopted Budget Transmittal Letter in the recommended budget, one for the Treasurer’s Office and the other for the Assessor. Both are highlighted in the Technology Infrastructure section. In addition, the Assessor’s Office is receiving one-time funding of $191,000 for their Legal Class Verification Program. This program requires the Assessor to look for property owners that have rental properties, second homes or multiple properties that are classified as Legal Class 3. Class 3 properties are eligible for Property Tax State Aid Credit of up to $600 per property, and these incorrectly classified properties should not be receiving this credit. For FY 2018, the $191,000 will cover costs of outsourcing document preparation, printing and processing while internal staff will focus on ownership research, address verification and data integrity. The Assessor’s Office is estimating that the County General Fund will receive an additional $1 million in civil penalty revenue as a result of this program. The Recorder’s Office General Fund expenditure budget is increasing by $2.4 million or 102.3% to $4.75 million. This increase is mainly due to 33 positions moving from the Elections Department to the Recorder’s Office. The move is taking place in order to align the Recorder’s Office and Elections Department according to the organizational model implemented by the newly elected Recorder. Onetime funding of $88,500 is being recommended for a compliance audit position to assist the department in compliance with federal and state mandates. As a result of the positions moving to the Recorder’s Office, the Elections Department General Fund expenditure budget is decreasing by $2.49 million or 27% to $6.74 million. The budget also includes an increase of $53,500 for the cost of three new positions for four months to assist with the elections cycle. In addition, the department will re-purpose a position and r educe overtime to allow it to add 2 other election-related positions. Transportation The Transportation Department’s operating budget for FY 2018 is $72,123,947, an increase of 13.58% over the FY 2017 revised budget. The increase is comprised mainly of two programs, $7,392,280 for roadway management and maintenance and $1,750,000 for bridge preservation maintenance projects and drainage feasibility studies. The Road Management System identified additional surface treatments that should be completed in order to maintain the County-owned roadways at a high level of service. The roadway maintenance projects include: road/shoulder aggregate plating, drainage culvert cleaning/improvements, dust palliative projects, median maintenance, shoulder brush clearing and maintenance safety improvements/upgrades (such as ADA ramps, pavement markings, roadway friction course surfaces for roadway curves, fencing, cattle guard, and guardrail components). Bridge improvements are needed on MCDOT bridges to improve overall conditions of major and minor bridge components and protect the bridge components from the elements and environmental conditions. Feasibility studies are also needed in order to assess and resolve drainage issues. To support these additional costs, the Transportation revenue budget is also increasing to $125,011,185, or 5.23% over the FY 2017 revised budget. State Shared Highway User Revenue funds are increasing by $5,763,562 and State Shared Vehicle License Tax revenues by $333,857. 10 Maricopa County FY 2018 Adopted Budget Transmittal Letter Technology Infrastructure and Capital Improvement The County’s Capital Improvement Program (CIP) is found in eight distinct capital funds: Transportation Capital Projects (234), Intergovernmental Capital Projects (422), County Improvement (440), County Improvement COP Series 2016 (441), General Fund County Improvement (445), Detention Capital Projects (455), Technology Capital Improvement (460), and Detention Technology Improvement (461). There are a total of 115 projects for FY 2018: 8 technology projects, 8 facilities projects, 18 park projects, and 81 transportation projects. Technology projects consist of a Computer Aided Mass Appraisal system for the Assessor’s Office, IT Infrastructure Refresh Phase II, IT Enterprise Data Center, public radio system, Enterprise Resources Planning System for Budget, Finance, and Procurement, the Treasurer Technology System Upgrade, Correctional Health’s Electronic Medical Records system, and a Jail Management Information System. All of these technology projects are modernizing and upda ting the County’s infrastructure, communication, security systems, pro-active system monitoring, and essential business tools. New facilities projects consist of a new Adult Probation building at the Southeast Campus in Mesa, East Court improvements for the building out of the 6th floor to updated courtrooms, expansion of two Adult Probation locations, Black Canyon and Southport, and expansion of the Animal Care Durango Facility. Continuing projects include the Intake/Transfer/Release Jail and the Madison Street Jail Adaptive Reuse Project, which will house the County Attorney’s Office. Over $5 million is being invested in the County’s Parks with funding for various parks, along with further development of the Maricopa Regional Trail System, the Hassayampa River Preserve, and the Vulture Mountain Recreation Area. Employee Compensation and Benefits Employees are our most valuable resource. They are the key to carrying out the County’s mandates and delivering exceptional customer service. About 60% of the operating budget is devoted to employee compensation and benefits. That investment is increasing in FY 2018 due to an increase in the cost of retirement, specifically for Public Safety Personnel Retirement System (PSPRS), Probation Officer Retirement Plan (PORP), and the Correctional Officers Retirement Plan (CORP). These plans, along with the Elected Official Retirement Plan (EORP) have significant unfunded liabilities and correcting that situation will result in a continued drain on our resources. The chart to the right reflects in the rates and funding issues for these retirement plans. The County’s contribution to the Employee Benefits trust for healthcare benefits will remain flat in FY 2018. This is after 2 years of increases to those contributions. The budget allows for Pay for Performance to reward staff based on their performance. Recognizing staff’s contribution to achieving the County’s mission and rewarding exceptional customer service are key to retaining and attracting a quality workforce. It is through our talented and dedicated employees that the County will have continued success in delivering excellence to its customers and citizens. 11 Maricopa County FY 2018 Adopted Budget Transmittal Letter Conclusion The budget as recommended is a sustainable and responsible plan to support the needs of Maricopa County. It includes operational resources as well as funding for the infrastructure necessary to provide services to our customers and c itizens. It provides the means to reward top performers so we can continue to achieve the results expected by our constituency. As with any plan, the budget will need to be monitored to measure performance against the assumptions and can be adj usted if necessary to respond to unanticipated issues. This budget was the result of a collaborative process with Chairman Barney, the Board members, our elected officials, Judicial Branch, and County leadership. I appreciate the cooperation from all those involved in making requests that align with the needs of the community we serve. This allowed us to present a structurally balanced budget that supports our staff and our citizens. Sincerely, Joy Rich County Manager On May 22, 2017, the Board of Supervisors approved the FY 2018 Tentative Budget in the amount of $2,494,333,805. On June 19, 2017, the Board of Supervisors approved the FY 2018 Budget in the amount of $2,490,087,419. This amount represented a reduction of $4,246,386 from the Tentative Budget, as well as shifts within expenditure categories of uses. On August 21, 2017, the Board of Supervisors approved the FY 2018 Tax Levy and Rates. 12 Maricopa County FY 2018 Adopted Budget County Profile Maricopa County Profile Introduction Maricopa County, Arizona is the nation’s fourth largest county in terms of population, estimated to be approximately 4.243 million as of 2016, according to the U.S. Census Bureau. Twenty-five cities and t owns are located in Maricopa County. Its largest city, Phoenix, is the County seat and S tate capital. Measuring 137 miles east to west and 102 miles north to south, Maricopa County covers more than 9,200 total square miles, making it the 14th largest county in land area in the continental United States, and larger than seven states. Individuals and corporations make up 30% of total land ownership, with the remainder publicly owned. Of the 70% of land owned by public entities, 53% is controlled by federal agencies including the Bureau of Land Management (BLM), U.S. Forest Service, and U .S. Department of Defense; 11% by the State; and 5% by Indian communities. The remaining 2% is controlled by various entities including Maricopa County. History Maricopa County was established as a county on February 14, 1871, by the Legislative Assembly of the Territory of Arizona from parts of Yavapai and Pima Counties. Maricopa County was named in honor of the Xalychidom Piipaash people, who inhabited the area as early as 1775. The word “Maricopa” is derived from the Pima (a neighboring tribe) word for the Xalychidom Piipaash people. The County’s current geographical boundaries were set in 1881 and have not changed since. Little is known about the history of the area prior to the first European settlers in the late 1800s. What is known is that the Hohokam (“the people who have gone”) band of Native Americans inhabited the area probably between 300 and 1400 AD. The Hohokam used the Salt River Valley to create an extensive system of farms and permanent settlements. It is believed that these Native Americans left the area due to a period of severe drought around 1400 AD. From the time the Hohokam left through the late 1800s, the area was intermittently occupied by several bands of Native Americans, including the Apache, Maricopa, Gila River and Pima tribes, who lived a much more migratory lifestyle than the Hohokam. The first European settlement in the County was Wickenburg, a mining settlement which became the catalyst for further settlement. The remains of the extensive irrigation systems left behind by the Hohokam led the early settlers to experiment with agricultural production, using the Salt and Gila 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. 13 Maricopa County FY 2018 Adopted Budget County Profile The history of the County over the next 140 years has been mostly marked by rapid population increase, driven initially by the mining, agriculture and livestock industries. Arizona achieved Statehood on February 14, 1912, providing greater integration of Arizona into the national infrastructure and further incentives to settle in Maricopa County. Then, as now, Maricopa County was already the most populated area within Arizona. This was followed by the development of several major military installations and training facilities which were initially constructed due to the good flying weather provided by the desert climate. Many of the significant population in-migrations in recent times have been spurred on by the low cost of living, economic growth, wonderful climate and easy access to other major metropolitan areas. As the population began to grow, so did the diversity of the economy and the reasons for further migration to the area. The climate, strong economy, educational opportunities, and beautiful desert environment are just a few of the reasons why Maricopa County continues to have one o f the fastest growing populations in the United States. According to the United States Census Bureau, the County has grown from 3,817,117 in 2010 to an estimated 4,242,997 in 2016, a 10.9 percent increase. Climate and Topography Maricopa County is known world-wide for its unique climate and topography. Situated in the Sonoran Desert, Maricopa County encompasses the majority of the Valley of the Sun and is home to many unique species of animals, insects and flora including cactus wren, peccary (javelina), scorpion, saguaro, ocotillo, palo verde, sotol (desert spoon), and many more. The climate is highly sought after as a destination during winter, spring and fall months due to pleasant temperatures and very mild weather patterns. The summer months in the County are some of the hottest in the United States, with daily temperatures often reaching over 100°F, usually for 100+ days of the year. The humidity level is typically low during the summer months, which significantly tempers the extreme heat. One of the more unique aspects of Maricopa’s climate is the annual monsoon which brings in very heavy rains beginning in mid-summer and continuing through early fall. This meteorological singularity is caused by a change in the typical winter wind that comes from the west to northwest. The shift occurs when moist winds begin to circulate to the area from the Pacific Ocean and the Gulf of California. This shift in wind and moisture content creates tremendous and sudden monsoon thunderstorms, dust devils and haboobs (dust walls) throughout Maricopa County. Population According to the U.S. Census Bureau, in 2016, 61% of the state’s population lives in Maricopa County. By comparison, Maricopa County has a population density of 461 persons per square mile, whereas the State of Arizona has a density of 61 persons per square mile, and the United States has a density of 92 persons per square mile. Since 1990 Maricopa County’s population has grown 99.8%, from 2,124,091 in 1990 to 4,242,997 in 2016. The most recent data on demographics, from 2015, shows that much of the growth has come from minority populations. In 1990, 77% of the population was white. In 2015, that number was down to 60%. All minorities have grown from only 23% of the population in 1990, to 40% in 2015. The most growth was in the Hispanic population which has more than doubled. 14 Maricopa County FY 2018 Adopted Budget County Profile Like the rest of the nation, Maricopa County’s population is aging. According to the U.S. Census Bureau, the median age of Maricopa County’s residents is 35.6 years, an increase from 26.7 years in 1960. A common misconception about Arizona is that the population has an unusually high number of senior citizens, but the population in the County is actually 2 years younger than the national median age of 37.6 years. Local Economy and Business Environment The unique aspects of Maricopa County’s population, climate and government policies have laid the foundation for a vibrant economy and a supportive business environment. Maricopa County has also been among Fiscal Year 2016-17 Nonfarm Wage & Salary Employment the first local government entities in (Percent Distribution) Arizona to take a l eadership role in the Source: U.S. Bureau of Labor Statistics and the Arizona Office of Employment and Population Statistics diversifying of the economic base. United Maricopa Aggressive and strategic economic States County Arizona NAICS Category development activities have already Total Nonfarm 100% 100% 100% occurred and will continue into the future. Construction & Mining 5.5% 5.4% 5.1% The key to this involvement being Natural Resources and Mining 0.4% 0.5% successful in the longer term is twofold. Construction 5.0% 4.7% First, the economic development Manufacturing 6.1% 5.9% 8.5% programming has been designed to be Trade, Transportation, and Utilities 19.7% 19.1% 18.9% strategic and emphasize the utilization of Information 1.8% 1.6% 1.9% incentives that yield a net benefit to the Financial Activities 9.2% 7.5% 5.8% community as a whole. This implies Professional and Business Services 17.5% 15.4% 14.0% designing projects that yield a pos itive Educational and Health Services 15.0% 15.2% 15.7% return on t he County investment. Leisure and Hospitality 11.0% 11.5% 10.8% Second, the County is also taking a Other Services 3.2% 3.2% 3.9% 11.2% 15.1% 15.3% leading role in partnering with other Government government entities in the State. Thus Data through February 2017 **NOTE: As of March 2005, DES no longer breaks out mining from construction in Maricopa County far, this has included participating with local economic development organizations, partnering with local municipalities within the County, and blending resources with the State of Arizona. 15 Maricopa County FY 2018 Adopted Budget County Profile Maricopa County Top 10 Employers Company Banner Health State of Arizona Walmart County of Maricopa Frys Food Stores Wells Fargo Arizona State University Intel Corporation City of Phoenix Honeywell # of Employees 25,518 24,551 15,656 12,959 12,730 12,634 12,503 11,328 11,107 9,502 Carlisle Companies Incorporated, a $3.5 billion global manufacturer and Fortune 1000 company, has relocated its Corporate Headquarters to Phoenix in 2016. Galvanize, a technology education company that trains students in software development and data science, opened its doors on Feb ruary 20, 2017 and brought 220 partner members from 48 companies into the downtown Phoenix area. In partnership with the City of Phoenix, Galvanize will train more than 100 software developers, with Allstate already committing to hiring 100-150 eligible graduates of the program. Basic business input needs continue to be addressed at a high level of competency. The Source: 2015 Maricopa Association of Governments Employment Data large population and vibrant business profile has led to high demand for water and electricity, which are provided through several notable companies and government organizations including the Salt River Project, Arizona Power Service, the Central Arizona Project, and various smaller municipal and private utility providers. This utility infrastructure continues to facilitate the transformation of the desert valley into the vibrant economy within Maricopa County that exists today. The other critical aspects of transportation and educational systems have provided the needed support and training for the continuously developing economy within the County. Relying upon this basic infrastructure, the County has a full-service economy that provides large markets in retail, health care, research, customer service, entertainment, financial and banking, wholesale trade, agriculture, arts and culture, construction, manufacturing, light industry, distribution, and recreation and leisure services. Principal employers in Maricopa County are Banner Health, the State of Arizona, Wal-Mart, the City of Phoenix, Maricopa County, Fry’s Food Stores, Intel and Bank of America. Maricopa County’s quality of life, cost of living, skilled workforce, good universities and favorable business climate contribute to the improvement of its economy. Maricopa County’s economic base continues to evolve and become more diverse. The reliance on tourism and construction is decreasing as other industries grow. The International Genomics Consortium and the Translational Genomics Research Institute (TGEN) are evidence of Maricopa County’s leadership in bioscience, providing a base of expertise and knowledge that enhances the area’s ability to develop and attract bioscience-related companies. In addition, the Arizona State University-Capital Center and University of Arizona Biomedical campuses in Phoenix enhances downtown and the businesses located there. 16 Maricopa County FY 2018 Adopted Budget County Profile Educational Opportunities Maricopa County is home to first-class primary and secondary institutions as well as world-renowned university level educational opportunities. The Arizona State University System has multiple institutions in the County, including Arizona State University (ASU) and a joint biomedical campus downtown between ASU, the University of Arizona (UofA) and Northern Arizona University (NAU). Several community and t echnical colleges provide both general education and more specialized education in trades throughout the valley. The national headquarters of the University of Phoenix and i ts parent company, Apollo Education Group, are also located in Maricopa County. Together these companies employ over 3,800 staff and more than 1,000 faculty in Arizona. Although these large and well known institutions form the largest sources of education within the County, the County is home to many more universities, colleges, and schools that provide technical, vocational, executive, job-specific and interdisciplinary studies and research programs. Grand Canyon University (GCU), a premier private Christian university, is changing the landscape of the West Valley with major construction projects on campus and student enrollment that has grown from 900 in 2008 to 17,500 in 2016. Transportation Infrastructure Maricopa County is well positioned for easy access throughout Arizona, the United States and the world through a very well-structured road system and ample air traffic facilities. The County has three Interstate Highways (I-8, I-10, and I-17) and many major highways that connect Phoenix to all other major metropolitan areas in the intermountain west as well as coastal regions. Many freeway loops (Highways 101, 202, and 303) also circle the metropolitan area, providing improved access throughout the County. Phoenix Sky Harbor International Airport is ranked in the top ten busiest airports in the United States. On a typical day more than 1,200 aircraft and 120,000 passengers arrive and depart. The Phoenix-Mesa Gateway Airport is currently being used as a support airport to Sky Harbor, and is home to many flight training schools, major shipping providers, ASU Polytechnic Campus and also has regular passenger flights to several destinations. Valley Metro RPTA (Regional Public Transit Authority) is a non-profit organization, responsible for coordination of all public transportation needs throughout the metro area, currently providing local and express commuter bus services, dial-a-ride services for disabled and elderly patrons, as well as coordination services for carpools and vanpools. Valley Metro RPTA is also responsible for construction, implementation and maintenance of the METRO light rail services connecting Mesa, Tempe and Phoenix with a 20-mile route which opened for service on December 27, 2008. In 2016, average daily ridership was 184,528 for all services, and 42,671 for light rail. In March 2016, the METRO light rail service was expanded to reach the Northwest Valley. The additional 3.2 miles of service on 19th Avenue is anticipated to serve an additional 5,000 daily riders. The PHX Sky Train® is a free service connecting travelers from the 44th St/Washington light rail station to all terminals at the Phoenix Sky Harbor Airport. The PHX Sky Train® operates 24-hours a day, 365 day a year and runs every three to four minutes. 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 A rizona Ballet, as well as historical and art museums including the Phoenix Art Museum and Heard Museum. Numerous convention centers and 17 Maricopa County FY 2018 Adopted Budget County Profile auditorium facilities carry national and international performances, ranging from Broadway musicals, to contemporary rock concerts, to world-class orchestras. Nationally recognized theatres such as the Orpheum, Herberger and several publicly owned theatres provide high-quality entertainment. Outdoor recreation is also readily available with hundreds of miles of horse-back riding trails, hiking trails, biking trails for road and mountain bikes, rock climbing facilities, regional and municipal parks, and national forests and monuments. Numerous reservoirs are easily accessible for fishing, boating, kayaking, sailing, and swimming activities. The Salt River cuts directly through the metropolitan area providing additional water activities including river floating through the Tonto National Forest and water activities such as sculling and kayaking along Tempe Town Lake. For botanists and wildlife lovers, the Phoenix Zoo and Desert Botanical Gardens provide a close-up view of many local and foreign species of flora and animal life. Maricopa County operates one of the most extensive regional park systems in the United States at over 120,000 acres. The valley is also replete with other special events and specialty entertainment venues, including movie theaters, theme parks, fairs, horse shows, car shows, luxury auctions, holiday events, cultural festivals, many special interest conventions and numerous professional sports venues. Maricopa County has also played host to a number of major sporting events including the Fiesta Bowl, Copa America, Final Four, and Super Bowl. Professional sports teams include the Arizona Cardinals (National Football League), Arizona Diamondbacks (Major League Baseball), the Arizona Coyotes (National Hockey League), the Phoenix Mercury (Women’s National Basketball Association), and the Phoenix Suns (National Basketball Association). Maricopa County is home to many other professional sports and events including golf, thoroughbred horse and greyhound racing, car and boat racing, and minor league baseball. Several spring training baseball parks are located within the boundaries of Maricopa County, providing facilities for the Major League spring training games for Arizona’s Cactus League and housing minor league training facilities for 15 Major League teams. The City of Glendale is home to the University of Phoenix Football Stadium. The area is world famous for golfing and golf tournaments such as the Waste Management (WM) Phoenix Open, and NASCAR racing is conducted at Phoenix International Raceway. Sports fans can also enjoy a variety of inter-collegiate athletics on ASU’s Tempe campus and at several local community colleges. County Government Maricopa County is the second largest local government in Arizona by budgeted expenditures, behind the City of Phoenix. The County has over 14,500 full-time budgeted positions for the County and Districts who serve the public in such areas as public health, flood control, law enforcement, libraries, parks and recreation, courts, transportation, animal care and control, economic and community development, and elections. The County serves both incorporated and unincorporated areas. For the unincorporated areas, the County provides some services similar to those provided by municipalities in incorporated areas, such as law enforcement, development planning, code enforcement, libraries, and parks and recreation. 18 Maricopa County FY 2018 Adopted Budget County Profile The County’s governing body is the Board of Supervisors, who appoint a County Manager who oversees many County functions and is responsible for administration. However, a number of key functions are the constitutional purview of independently elected officials. The judicial branch is also independent, and the Superior Court is legally defined as a State function even though it effectively operates within County government. The County organization reflects the constitutional separation of powers and the unique constitutional and statutory provisions that establish county government in Arizona. 19 Maricopa County FY 2018 Adopted Budget County Profile County Organization Chart Integrated Criminal Justice Information Systems (ICJIS) Maricopa County Citizens County Attorney Sheriff Superior Court Clerk of the Court Integrated Criminal Justice Information Systems 20 Public Defense Services Maricopa County FY 2018 Adopted Budget County Profile Board of Supervisors Steve Chucri, District 2; Bill Gates, District 3; Chairman Denny Barney, District 1; Steve Gallardo, District 5, Clint Hickman, District 4 Maricopa County government is a subdivision of the Arizona State government. T he Board of Supervisors is the governing body for the County. Each member represents one of five county districts, which are divided geographically and by population to include a mix of urban and rural constituencies. Supervisors are elected to four-year terms and are not term-limited. The Board of Supervisors is also the Board of Directors for the Flood Control, Library, and Stadium Districts, and serves as the Board of Equalization and the Planning and Zoning Commission. The Board elects a new chairman annually, and appoints a Clerk, County Auditor, and County Manager. The County Manager is responsible for the administration of the County. The Board holds statutory and formal meetings that generally are scheduled twice each month. Informal meetings are also held on a regular basis preceding the formal meetings. Although the adopted schedule can change, meetings are posted at least 24 hou rs in advance, in compliance with Arizona’s Open Meeting Law. Citizens are encouraged to attend. All meetings are videotaped and aired on local government access channels throughout Maricopa County. 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, Clerk of the Superior Court, County Attorney, Recorder, Sheriff, Superintendent of Schools, Treasurer, Constables and Justices of the Peace. The Judicial Branch, headed by a Presiding Judge, includes the Superior Court, and the departments of Adult and Juvenile Probation. Assessor: Paul D. Petersen Clerk of the Superior Court: Michael K. Jeanes County Attorney: Bill Montgomery Recorder: Adrian Fontes Sheriff: Paul Penzone Superintendent of Schools: Steve Watson Treasurer: Royce Flora 21 Maricopa County FY 2018 Adopted Budget County Profile Constables There are 26 elected Constables in Maricopa County. Constables shall attend the courts of Justices of the Peace within their precincts when required, and within their counties execute, serve and return all processes and notices directed or delivered to them by a Justice of the Peace. A Constable is an elected officer of the County and must live in the precinct to which elected. Constables stand for election every four years. Constable Alfredo Gamez Carolyn Lane Michael Branham Kenneth Sumner James Rich, Jr. Doug Clark Doug Middleton Ken Allen Maria Ligocki-Russell Scott Blake Phil Freestone Billy Joe Spurlock Brandon Schmoll Precinct Agua Fria Arcadia Biltmore Arrowhead Country Meadow Desert Ridge Downtown Dreamy Draw East Mesa Encanto Hassayampa Highland Ironwood Kyrene Constable Lennie McCloskey Frank Canez David Lester J. Richard Coplan Ed Malles Brent McCleve Kevin Jones Stephen Allen Mahogany Cherry-Kennedy Gary Johnson Rudy SantaCruz Brandon Giles Mark Sinclair Precinct Manistee Maryvale McDowell Mountain Moon Valley North Mesa North Valley San Marcos San Tan South Mountain University Lakes West McDowell West Mesa White Tank 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 22 Maricopa County FY 2018 Adopted Budget County Profile Judges of the Superior Court The Superior Court is comprised of 98 Judges and 61 Commissioners. Under the Judicial Merit Selection System, Judges are appointed by the Governor from a list selected by a J udicial Merit Selection Committee. Once appointed, Judges must stand for retention every four years. During local elections voters must decide, in addition to voting for local politicians or officials, which judges should retain their position by a simple yes-no vote. The Court also uses volunteer judges on an as-needed basis called judges pro tempore, who are attorneys in good standing with the Arizona Bar. Judge Dept Adleman, Jay Criminal Anderson, Aimee Civil Anderson, Arthur Juvenile Astrowsky, Brad Criminal Bachus, Alison Juvenile Bailey, Cynthia Family Barton, Janet Presiding Bergin, Dawn Civil Blair, Michael Family Blomo, James Criminal Brain, Mark Criminal Brnovich, Susan Civil Brodman, Roger Civil Brotherton Jr., William Juvenile Bustamonte, Lori Family Campagnolo, Theodore Family Coffey, Rodrick Family Cohen, Bruce Juvenile Cohen, Suzanne Family Como, Gregory Criminal Contes, Connie Civil Cooper, Katherine Family Coury, Christopher Criminal Crawford, Janice Juvenile Culbertson, Kristin Family Cunanan, David Criminal Ditsworth, John Juvenile Driggs, Adam Family Duncan, Sally Juvenile Fenzel, Alfred Criminal Fink, Dean Criminal Fish, Geoffrey Family Fisk, Ronda Criminal Judge Flores, Lisa Foster Jr., George Fox, Dewain Garcia, Jeanne Gass, David Gates, Pamela Gentry, Jo Lynn Gerlach, Douglas Gordon, Michael Granville, Warren Green, Jennifer Hannah Jr., John Harrison, Cari Hegyi, Hugh Herrod, Michael Hopkins, Stephen Kemp, Michael Kiley, Daniel Klein, Andrew Korbin-Steiner, Ronee Kreamer, Joseph Lang, Todd LeMaire, Kerstin Mahoney, Margaret Martin, Daniel McCoy, Scott McNally, Colleen Mead, Kathleen Mikitish, Joseph Minder, Scott Moskowitz, Frank Mroz, Rosa 23 Dept Juvenile Criminal Family Juvenile Civil Criminal Juvenile Criminal Criminal Criminal Family Civil Juvenile Civil Criminal Family Criminal Civil Probate Family Family Family Civil Civil Civil Juvenile Juvenile Family Criminal Family Family Civil Judge Mullins, Karen Myers, Samuel O’Connor, Karen Oberbillig, Robert Otis, Erin Padilla, Jose Palmer, David Pineda, Susanna Polk, Jay Rea, John Reckart, Laura Reinstein, Peter Rogers, Joshua Rueter, Jeffrey Ryan, Timothy Ryan-Touhill, Jennifer Sanders, Teresa Sinclair, Joan Smith, James Starr, Patricia Stephens, Sherry Sukenic, Howard Svoboda, Pamela Talamante, David Thomason, Timothy Thompson, Peter Udall, David Viola, Danielle Warner, Randall Welty, Joseph Whitehead, Chuck Whitten, Christopher Dept Civil Criminal Juvenile Juvenile Criminal Criminal Juvenile Criminal Probate Criminal Family Criminal Civil Family Juvenile Family Civil Criminal Family LCA Civil Family Family Civil Family Criminal Civil Criminal Civil Juvenile Family Tax/Civil Maricopa County FY 2018 Adopted Budget County Profile 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. Presiding Judge Superior Court Presiding Associate Presiding Criminal Civil Probate/Mental Health Judicial Officer Hon. J. Barton Hon. J. Welty Hon. S. Myers Hon. R. Warner Hon. A. Klein Presiding Judge Family Court Juvenile Tax Southeast Northwest Northeast Judicial Officer Hon. S. Cohen Hon. C. McNally Hon. C. Whitten Hon. J. Green Hon. K. Mead Hon. J. Kreamer Justice of the Peace Donald Watts Andy Gastelum Michael Reagan Andrew Hettinger Cecil Ash Gerald Williams Keith Frankel Sam Goodman Cody Williams Tyler Kissell Rachel Torres Carrillo Fred Arnett David Osterfeld Precinct Manistee Maryvale McDowell Mountain Moon Valley North Mesa North Valley San Marcos San Tan South Mountain University Lakes West McDowell West Mesa White Tank Justices of the Peace Justice of the Peace Precinct Joe “Pep” Guzman Agua Fria Leonore Driggs Arcadia Biltmore Craig Wismer Arrowhead Anna Huberman County Meadows Cathy Riggs Desert Ridge Enrique Medina Ochoa Downtown Frank Conti Jr Dreamy Draw Keith Russell, Presiding Judge East Mesa C. Steven McMurry Encanto Miles Keegan Hassayampa Steven Urie Highland Joe B Getzwiller Ironwood John McComish Kyrene 24 Maricopa County FY 2018 Adopted Budget Citizens’ Budget Brief 2018 Citizens’ Budget Brief 25 Maricopa County FY 2018 Adopted Budget Citizens’ Budget Brief 2018 Introduction Constitutional Officials WELCOME Welcome to the Citizens’ Budget Brief for Maricopa County’s Fiscal Year 2018 Budget. The County takes fiscal transparency seriously, and this document provides citizens with a way to review how their resources are allocated within their county government. ABOUT MARICOPA COUNTY 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. However, the Board of Supervisors still sets the expenditure authority for each elected officials’ department through the annual budget process. The other elected officials are pictured and listed below: Board of Supervisors Maricopa County is a subdivision of the Arizona State government. The Board of Supervisors is the governing body for the County. Each member represents one of the five 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. CONSTITUTIONAL ELECTED OFFICIALS (From upper left to right) County Assessor: Paul D. Peterson County Attorney: Bill Montgomery Clerk of the Superior Court: Michael K. Jeanes Presiding Judge of the Superior Court: Janet Barton Presiding Justice of the Peace: Keith Russell Recorder: Adrian Fontes Sheriff: Paul Penzone School Superintendent: Steve Watson Treasurer: Royce T. Flora BOARD OF SUPERVISORS (From left to right) District 2: Steve Chucri District 3: Bill Gates District 1: Chairman, Denny Barney District 5: Steve Gallardo District 4: Clint Hickman 26 Maricopa County FY 2018 Adopted Budget Citizens’ Budget Brief 2018 Budget Background ECONOMIC INFLUENCES The Fiscal Year 2018 Budget runs from July 1, 2017 until June 30, 2018. ABOUT THE BUDGET Economic factors have an influence on the budget by affecting revenue growth and service demands. Population Budget Philosophy Maricopa County develops and maintains a structurally balanced budget, which means that recurring revenues meet or exceed recurring expenses over the economic cycle. Therefore, the County does not use one-time resources as a funding source for on-going operations. Budget Guidelines Each year the Board of Supervisors establishes budget guidelines to provide direction to the Constitutional Officers, County Manager, Budget Office, and departments. This year the guidelines included: • Property tax rate will remain unchanged • No department requests over baseline • Reserves must be set aside Unemployment Strategic Priorities The County has established a set of strategic priorities and goals that influence how resources are allocated in the budget. • Fiscal Strength and Responsibility • Safe Communities • Growth and Economic Development • Regional Services • Government Operations Single Family Residential Permits 27 Maricopa County FY 2018 Adopted Budget Citizens’ Budget Brief 2018 Budget Overview FY18 Total Expenditures by Category COUNTY TOTALS Total budgeted revenue and expenditures for FY18 are $2,490,087,419, an increase of $134,079,443 from FY17. Personnel is the county’s largest category of expenditures. FY18 Total Revenue by Source PERSONNEL FY18 Total Expenditures by Activity Public Safety is the largest activity and includes the Sheriff, Probation, County Attorney, Courts, etc. 28 Total budgeted FTE’s have decreased by 136 positions from FY17 adopted to FY18. This is due to the elimination of positions in Protective Services that were replaced by private contractors, and grant funded positions not receiving funding. Maricopa County FY 2018 Adopted Budget Citizens’ Budget Brief 2018 GENERAL FUND The General Fund is the county’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in other funds. Property Taxes PRIMARY PROPERTY TAX OVERVIEW The tax rate for FY18 remained flat at $1.4009. Maricopa County’s primary property tax levy is $535,870,745 for FY18, an increase of $29,648,603. The increase in property tax revenue is due to growth in the assessed valuation of properties and new construction. Maricopa County prides itself on being a good steward of citizens’ tax dollars. State statue limits the amount of property tax revenue the county can levy every year. The graph below shows that Maricopa County has remained well under that maximum levy for the last 8 years. For FY18, the maximum levy is $684 million. Fiscal Year General Fund Budget Overview GF Budget Yr-Over-Yr Change % Change 2009 1,431,161,094 2010 1,274,013,084 (157,148,010) -10.98% 2011 1,373,769,565 99,756,481 7.83% 2012 1,283,872,849 (89,896,716) -6.54% 2013 1,281,919,431 (1,953,418) -0.15% 2014 1,288,546,966 6,627,535 0.52% 2015 1,253,626,194 (34,920,772) -2.71% 2016 1,274,904,388 21,278,194 1.70% 2017 1,406,003,835 131,099,447 10.28% 2018 1,458,686,531 52,682,696 3.75% 29 Maricopa County FY 2018 Adopted Budget UNDERSTAND TAX BILL YOUR Citizens’ Budget Brief 2018 PROPERTY The example below is a simplification of the property taxation process. In order to review an actual bill, all taxing jurisdictions would need to be included, as well as applicable circuit breakers, homeowner rebates, and the 1% limit on the limited-property tax (LPV) for class three (primary residential) properties. 30 Maricopa County FY 2018 Adopted Budget Department Budgets The table to the right is a comparison of all department budgets and FTE’s from FY17 revised to FY18 adopted. The tables below highlight the top five largest departments by budget and FTE count. Citizens’ Budget Brief 2018 Total Department 1 Budget Department Adult Probation Air Quality FY17 FY18 % FY17 Change FTE's Personnel FY18 FTE's % Change 103,745,094 105,909,367 2% 1,176 1,200 2% 18,775,365 21,633,388 15% 144 143 -1% 6% Animal Care and Control 16,793,043 16,211,715 -3% 175 185 Assessor 24,404,617 24,604,445 1% 310 310 0% 2,465,697 1,927,528 -22% 18 16 -11% -19% Budget Call Center 1,745,152 1,585,796 -9% 27 22 44,573,094 45,611,085 2% 689 695 1% 3,368,393 3,348,847 -1% 37 37 0% Contract Counsel 54,421,610 51,483,790 -5% 33 33 0% Correctional Health 68,864,472 69,098,092 0% 481 486 1% 104,734,403 103,700,981 -1% 1,014 1,022 1% County School Superintendent 30,877,428 39,543,976 28% 137 121 -12% Elections 23,904,011 6,740,707 -72% 57 28 -51% 2,232,152 4,721,586 112% 16 36 125% 3% Clerk of the Superior Court Constables County Attorney Emergency Management Employee Benefits and Health 182,433,716 181,878,761 0% 36 37 Enterprise Technology 55,186,858 68,091,349 23% 214 215 1% Environmental Services 24,872,237 25,560,631 3% 278 279 0% Equipment Services 17,861,193 23,960,529 34% 54 54 0% Facilities Management 72,571,576 73,257,773 1% 219 169 -23% Finance General Administration2 2,906,344 3,900,879 34% 40 37 -8% 11,858,150 11,487,678 -3% 119 113 -5% 4,559,459 8,083,137 77% 47 47 0% 60,112,773 53,772,706 -11% 359 358 0% Integrated Crim Justice Info 1,697,008 1,700,328 0% 6 6 0% Internal Audit 1,924,489 2,252,016 17% 19 18 -6% Human Resources Human Services Justice Courts 26,135,271 25,788,457 -1% 340 340 0% Juvenile Probation 59,650,948 60,237,493 1% 669 659 -1% Legal Advocate 12,283,911 12,593,622 3% 123 123 0% Legal Defender 13,807,835 14,170,824 3% 135 135 0% Medical Examiner 10,707,379 11,696,982 9% 97 100 3% Parks and Recreation 13,698,128 11,726,574 -14% 82 82 0% Planning and Development 10,002,053 10,003,554 0% 88 88 0% Procurement Services 3,309,416 2,503,913 -24% 27 27 0% Public Advocate 9,454,607 9,526,644 1% 94 94 0% Public Defender 43,650,992 44,322,775 2% 471 474 1% Public Fiduciary 3,905,571 3,929,288 1% 48 48 0% 62,303,991 64,268,911 3% 621 618 0% 6,912,426 9,576,748 39% 54 87 61% 33,338,997 34,364,359 3% 32 33 2% 364,427,376 374,050,627 3% 3,828 3,811 0% Public Health Recorder Risk Management Sheriff Superior Court 106,348,909 105,526,927 -1% 1,263 1,260 0% Transportation 176,516,958 210,195,330 19% 425 423 0% Treasurer 6,302,359 6,448,944 2% 61 64 5% Waste Resources and Recycling 9,159,022 9,091,282 -1% 22 22 0% 1 Does not include Non Departmental; only departments with FTE's included. General Administration includes: the Board of Supervisors, the Clerk of the Board, County Management, and Real Estate. 2 31 Maricopa County FY 2018 Adopted Budget Citizens’ Budget Brief 2018 Capital Improvement Program Contact Us MARICOPA COUNTY BUDGET QUESTIONS 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. 32 Maricopa County FY 2018 Adopted Budget Budget At A Glance Budget at a Glance Introduction For 24 years, Maricopa County’s Office of Management and Budget has received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation award. This award is presented to government entities that meet certain criteria in the presentation of their budgets. This “Budget at a Glance” section is designed to provide the layperson with a broad view of the contents included in the Maricopa County budget, its processes, issues, and anticipated results. Document sections are cited in order to guide the reader to more in-depth information and explanation of Maricopa County’s operating budget and capital improvement program. The Budget as a Policy Document Organization-wide Financial and Programmatic Policies and Goals Maricopa County’s long-term organization-wide goals and policies are referenced in the County Manager’s Transmittal Letter, the Budget Policies and Process section under Policies & Their Budgetary Impact, the Strategic Direction section, the Capital Improvement Program, the Financial Forecast, and the Department Budget Summary section while the actual policies are included in the Attachments section. The County’s policies apply to financial matters as well as programmatic (service delivery) concerns over a multi-year time frame. One example is the Managing for Results Policy: Managing for Results Policy: All Maricopa County departments will participate in the Maricopa County Managing for Results system and shall comply with this policy. This policy establishes a framework that integrates planning, budgeting, reporting, evaluating and decision making for all Maricopa County departments and agencies. This framework is called Managing for Results, a management system that establishes the requirements to fulfill the County’s Mission and Vision of accountability to its citizens. 33 Maricopa County FY 2018 Adopted Budget Budget At A Glance Short-term Financial and Operational Policies That Guide Budget Development Maricopa County financial and operational policies guide the development of the budget for the upcoming year. These policies provide the tools for building a structurally-balanced budget, ensuring that the County delivers results as stewards of public funds. These policies deal with a wide range of matters such as appropriated budgets and levels of budgetary control, budget development, budgetary reserves, tax reduction, internal charges, and indirect cost allocations. T hese policies are referenced in the Transmittal Letter, the Budget Policies and Process section under Policies and Their Budgetary Impact, the Capital Improvement Program, the Department Budget Summary section under mission, goals, issues and mandates, while the actual policies are included in the Attachments section. The primary policy that reflects the financial and operational development of the budget for the upcoming year is: Budgeting and Accountability Policy: The purpose of the Budgeting and Accountability Policy is to direct development and management of Board approved budgets for appointed, elected, and judicial branch Departments, as well as Special Districts and to ensure accountability and compliance with the law. This policy promotes financial stability while providing Departments with flexibility in managing their allocated resources. Goals and Objectives of Organizational Units Maricopa County’s organizational units consist of 55 departments, each of which has a strategic business plan that integrates planning with budgeting and performance measurement. In support of the Board of Supervisors Strategic Priorities and Goals, every department has a mission, strategic goals, programs, activities, and services. Some departments have long-term results-oriented strategic goals (descriptions of anticipated accomplishments or results as opposed to descriptions of functions and activities). For example, the Elections Department has a goal that “ By June, 2018, 75% of total votes cast will be done by mail.” This goal describes long-term anticipated results. Through the budget process, departments also set annual targets for their performance measures, which address results, output, demand and efficiency. Departments’ short-term objectives are linked to the County’s strategic goals. Through the strategic business planning process, every department is required to have goals that are linked to the County’s strategic goals. This information may be found in the Expanded Budget Reports which are linked at the end of each department’s Department Budget Summary section under department mission, vision, goals, performance measures, and mandates. The following examples show the relationship of department goals to the Maricopa County strategic priorities and strategic goals, and a strategic plan sample of the mission, several goals and key results measures for the Maricopa County Management and B udget Department. Maricopa County Strategic Priorities/Goals: • Safe Communities o By end of FY 2018, public safety is enhanced by reducing the number of adult probationers convicted of a new felony offense to 8% or lower. o By end of FY 2018, the overall rate of juvenile recidivism is 20% or less. o By end of FY 2017, 90% of Cradles to Crayons youth with petitions filed have permanency established within 365 days of the petition filing. o By the end of FY 2016, for moderate to high risk Seriously Mentally Ill (SMI) offenders, decrease the recidivism rate by at least 5 percentage points by providing them with continuity of appropriate treatment and services during and after incarceration. Continue to reduce the recidivism rates for moderate to high risk SMI offenders through 2020 in amounts based upon results achieved in 2016. 34 Maricopa County FY 2018 Adopted Budget Budget At A Glance Adult Probation Mission Statement: The mission of the Maricopa County Adult Probation Department is to provide assistance and adult pretrial and probation services to neighborhoods, courts, offenders and victims so that they experience enhanced safety and well-being. Adult Probation Strategic Goals (connected to Safe Communities): • By the end of FY 2020, Maricopa County Adult Probation Department (MCAPD) will enhance public safety by achieving the following benchmark: o Increase successful completions in Pretrial Supervision to 75% or higher. • By the end of FY 2020, MCAPD customers (neighborhoods, courts, offenders, and victims) will benefit from improved case processing by achieving the following benchmark: o Increase community restitution work hours completed to 52% or higher. 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 that they can live in revitalized, restored and safer neighborhoods. Intensive Probation Activity: The purpose of the Intensive Probation Activity is to provide community supervision and enc ourage pro-social 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. Budget Priorities and Issues The Transmittal Letter articulates budget priorities and issues for all funds, including significant priority changes from the prior fiscal year, and the factors that led to those changes. These priorities and issues are highlighted by headings in the Transmittal Letter, which include: Budget Development Process, Summary of Changes, Revenue Outlook, Highlighted Revenues, Expenditure Uses, Justice and Public Safety, Health Care Issues, Education, Culture and Recreation and Other Services, Transportation, Technology Infrastructure and Capital Improvement, and Employee Compensation and Benefits. 35 Maricopa County FY 2018 Adopted Budget Budget At A Glance Adopted budget priorities are provided in the Budget Policies and Process section and the Attachments section. The Budget as a Financial Plan Fund Structure and Appropriations Except for the General Fund, funds are used to account for revenues and expenditures dedicated to a particular purpose. According to the GFOA’s Governmental Accounting, Auditing, and Financial Reporting document, all funds can be categorized into fund types that are grouped into two broad classifications: governmental funds and proprietary funds. The County may use other fund types, but they are not relevant to the budget. Governmental Funds include the following fund types: The General Fund is the chief operating fund of the County and i s used to account for all financial resources except for those required to be accounted for in another fund. The General Fund is considered a Major Fund for budgeting. Special Revenue Funds are revenues that are raised for a specific purpose. They are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. However, these funds are not used for major capital projects. Special Revenue Funds include the Detention Fund, which is a Major Fund for budgeting. Capital Projects Funds are used to separate funds for capital acquisition and construction from operating funds. This helps avoid distortions in operating trend information that can arise when capital and operating funds are mixed. Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-term principal and interest. The only Proprietary Funds currently used in Maricopa County are Internal Service Funds, which are used to report any activity that provides goods or services to other funds, departments, or agencies of the primary government on a cost-reimbursement basis. These funds are typically used for centralized services. Narratives describing each fund are included in the Attachments section entitled Fund Descriptions. An overview of Maricopa County’s fund structure, including the basis for budgeting and accounting, a history of all funds appropriated by Maricopa County and descriptions of all funds, may be found in the Budget Policies and Process, Budget Summary Schedules and Attachments sections. All funds subject to appropriation are described in the Budget Policies and Process section. Examples follow of appropriated funds, with their descriptions. 210 Waste Management: Established by the Board of Supervisors to segregate this activity from the General Fund. This fund accounts for a fixed fee from Waste Management Corporation plus a percentage based on t he tonnages of refuse dumped. E xpenditures are used for economic development in Mobile and other unincorporated areas of the County. 234 Transportation Capital Project: Transportation Capital Projects was set up administratively as a capital project fund to track capital project activity of the County Transportation Department. Funding is provided by a reimbursement transfer from the Transportation Fund that derives its funding from the State Highway User’s Tax. 36 Maricopa County FY 2018 Adopted Budget 264 Budget At A Glance Superior Court Fill the Gap: Superior Court Fill the Gap was set up as indicated by A.R.S §412421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases in the Superior Court, including the Office of the Clerk of the Superior Court, and Justice Courts. A complete listing of funds and descriptions is included in the Attachments section. Revenues, Expenditures, and Other Financing Sources and Uses The Budget Summary Schedules section provides a single consolidated overview of all resources and expenditures budgeted for all funds, as well as summaries of all major revenues and expenditures by fund, type, category, object and department. Maricopa County’s budget is annual, not biennial. Therefore, summaries of revenues and other resources, and of expenditures are provided for a threeyear time span, including the prior year actual, current year adopted and revised budgets, current year forecast, and “Adopted” upcoming budget year. Major Revenue Sources, Trends, and Underlying Assumptions The major revenue sources for all funds are identified below and f urther described in detail, including charts and tables, in the Budget Summary Schedules section. For major tax-based revenues, economicforecasting models are applied. A sample of the major assumptions underlying the primary property tax levy for the budget year is provided in the Revenue Sources and Variance Commentary section, including the basis for the estimate and associated trends. Revenue trends for the upcoming budget are discussed for each of the major revenue sources and enhanced with graphics. A n example is provided to the right for the Jail Excise Tax, with full detail, including charts and tables, from the Revenue Sources and Variance Commentary section. The only special sales tax in Maricopa County at this time is the Jail Excise Tax. The Jail Excise Tax is levied at a rate of 0.2% on all taxable purchases in Maricopa County. In November 1998, Maricopa County voters approved the Jail Excise Tax to fund construction and operation of adult and juvenile detention facilities. Tax authority began in January 1999 and was to expire after nine years or collections of $900 million. The $900 million was reached in FY 2007. In November 2002, Maricopa County voters approved an extension of the Jail Excise Tax for an additional twenty years after the expiration of the original tax. Annual growth was in decline from FY 2007 through FY 2010 due to the financial recession. In FY 2011, positive year-over-year growth resumed, demonstrating signs of recovery. The increase in FY 2014 revenues were partially due to a one-time payment correcting prior years. FY 2017 collections are forecasted to be on the order of 3.9% growth and the Most Likely revenue forecast projects an average of 3.6% growth through FY 2023. Fund Balances Jail Excise Tax Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 * ** *** *** *** *** *** Annual Collections 116,878,703 107,094,679 112,451,802 118,052,954 124,595,909 133,929,832 140,492,833 146,246,549 151,976,934 158,237,746 162,668,403 167,385,787 173,411,675 181,215,200 189,188,669 Growth Rate -15.4% -8.4% 5.0% 5.0% 5.5% 7.5% 4.9% 4.1% 3.9% 4.1% 2.8% 2.9% 3.6% 4.5% 4.4% * Forecast ** Budget ***Source Elliott D. Pollack & Co. Forecast (Most Likely ) All fund balances potentially available for appropriation (including those funds carrying a zero balance) along with beginning and ending fund balances and variance commentary may be found in the Budget Summary section under Fund Balance Summary and Variance Commentary. Schedules are provided 37 Maricopa County FY 2018 Adopted Budget Budget At A Glance that list the estimated beginning fund balances, projected Sources and Uses for the upcoming fiscal year, and the resulting estimated fund balances at the end of the upcoming fiscal year, classified based on GASB 54 fund balance classifications. Narratives describing each fund are included in the Attachments section entitled Fund Descriptions. The Capital Budget The Capital Improvement Program (CIP) section specifically includes the Capital Improvement Program, budgeted capital project expenditures, a s pecific listing by fund of all capital projects for which appropriations are made, and a brief description of each major capital project. The CIP section includes buildings, infrastructure and technology projects. The following is an example: Adobe Boundary Fencing Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Adobe Dam Regional Park 3 Parks & Recreation None June 2018 Project Purpose Statement This project will install new fencing to replace old, broken, and missing boundary and frontage fencing, preventing criminal trespass and unauthorized access to the Adobe Dam Recreation Area. Regional Services Project Description This project is needed to help re-establish physical boundaries for Adobe Dam Recreational Area. Urban development in the immediate area surrounding Adobe Dam Recreation Area is creating additional pressure on the current frontage and perimeter boundary resulting in unauthorized access and resource damage to the area. This project replaces fencing to secure the facility and prevent additional damage. Funding/Cost Summary Adobe Boundary Fencing $ Project Total $ 445 - General Fund County Improvement Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 112,000 $ 112,000 $ Year 2 FY 2019 Year 3 FY 2020 - $ $ - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 112,000 $ 112,000 $ Total Project 112,000 112,000 Operating Cost Summary There will be no operational costs associated with this project. Associated Impacts of Capital Spending Capital spending is necessary to ensure that County departments have adequate facilities, infrastructure and technology in place to provide mandated services to the public. The Capital Improvement Program section describes if, and to what extent, capital improvements will affect Maricopa County’s current and future operating budget. The focus is on reasonably quantifiable additional costs and savings (direct and indirect), and other service impacts that result from capital project spending. Future operating costs related to new facilities constructed or acquired through the CIP are carefully considered before project commitments are made. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be 38 Maricopa County FY 2018 Adopted Budget Budget At A Glance sufficient to support associated future operating costs. Operating costs associated with new facilities are budgeted by the user department. Estimated operating costs, as well as anticipated savings in lease costs and operating costs of facilities to be replaced, are factored into the County’s Financial Forecast. Debt Service Maricopa County is committed to borrowing funds only when necessary and appropriate, and borrowing them in a transparent and responsible manner. A description of Maricopa County’s debt service policies, financial information regarding current debt obligations, including the relationship between current debt levels and legal debt limits, and the effects of existing debt levels on current and future operations is contained in the Debt Service section. The Budget as an Operations Guide Organizational Structure Maricopa County is organized by department. Key programs carried out by each department are summarized in the Department Budget Summary section and more detailed information is available online for each department. Performance Measurement Managing for Results provides the tools necessary to determine and apply objective methods that measure progress toward accomplishing the County’s mission and strategic priorities, as well as department strategic goals and performance targets. The County-wide goal, priorities and progress are discussed in the Strategic Direction section of this document. Progress towards the goals is reported annually, with many measures coming directly from individual agency strategic plans. Managing for Results also provides the tools for departments to establish strategic plans, outlining the goals of the agency and aligning the goals to the County-wide strategic priorities. Through the Planning for Results process in the Managing for Results cycle, department strategic plans establish performance measures that measure the results experienced by the customer as well as outputs, demands and efficiencies. The measures are tied to the services delivered and the goals of the agency. See the Department Budget Summary section for each department’s mission statement, vision (optional), goals summary, program budget and key program measures. At the end of each departmental section is a link to a more detailed departmental report that will provide progress on the goals and additional performance metrics. Organizational Chart The County’s organization chart can be found in the County Profile section. Personnel A key element in position control is the historical tracking of funded positions and their full-time equivalent (FTE) status. A trend view of FTE levels puts into perspective the prior year’s staff funding decisions and associated service level funding. FTEs reflect the hours budgeted for part-time positions converted to an equivalent number of full-time positions (based on a standard of 40 hours per week). Within each department, positions may be budgeted from a variety of funding sources. The General Fund covers the bulk of Personal Services. Significant changes in staffing levels from the prior year, including variance explanations, and FTE’s by Market Range Title are provided at the end of the Budget Summary Schedules section. 39 Maricopa County FY 2018 Adopted Budget Budget At A Glance The Budget as a Communications Device Summary information, including an overview of significant budgetary issues, trends, and resource choices, is integrated within the Transmittal Letter. S ummary information designed to provide the layperson with a b road view of the contents included in the Maricopa County budget, its processes, issues, and anticipated results is presented in the Budget at a Glance section. Complete budget summary data, trends and variance commentary, along with an overview of Maricopa County’s fund structure, may be found in the Budget Policies and Process, Budget Summary Schedules, Capital Improvement Program, and Financial Forecast sections. The FY 2018 Citizens’ Budget Brief is included to provide residents of Maricopa County an overview of the budget process. This document is a summary of the FY 2018 Adopted Budget with the intent to engage residents in the budget process by increasing transparency and comprehension of the budget. This document is succinct so it can be used separately as a tool to disseminate at community budget discussions and foster interest in the budget process. Other Planning Processes The Maricopa County budget process is closely tied to the Managing for Results system that integrates strategic planning with budgeting and performance measurement (see the Strategic Direction section for details behind this successful planning process). The combination of the budgeting and strategic planning processes, particularly in terms of budgeting to achieve desired results, is referred to as Budgeting for Results. The Budgeting and Accountability Policy provides for the control of the budget at the department level. Detail regarding Maricopa County’s other planning processes and their effects upon the budget, including those mentioned above, (i.e., Managing for Results Policy and the Budgeting and Accountability Policy), along with the Policy for Administering Grants and the Capital Improvement Program processes may be found in the Budget Policies and Process, Strategic Direction, Capital Improvement Program and the Attachments sections. Budget Processes A full description of the process for preparing, reviewing and adopting the budget for the coming fiscal year is provided in the Budget Policies and Process section, including the procedures for amending the budget after adoption. This budget document is also available on the Internet at www.maricopa.gov/Budget/BudgetDocument.aspx. The capital budget process is described in the Capital Improvement Program section. A direct relationship exists between Maricopa County’s capital and operating budgets. Operating cost estimates are the anticipated annual costs to operate facilities and improvements upon completion or acquisition. Completed capital projects may require additional operating budget resources for upkeep, maintenance, security and other costs associated with additional acreage, mileage or square footage. There are two budget calendars included in this document. There is a Budget Process Timeline that provides a general guideline for developing the budget and supplements the budget process narrative in the Budget Policies and Process section. The actual Budget Calendar used for developing and adopting the budget may be found in the Attachments section. Communicating with Charts and Graphs Charts, tables and graphs are used throughout the budget document to highlight financial and statistical information. Detailed narrative interpretation is provided when the messages conveyed by the charts and graphs are not self-evident. Charts, tables and graphics are integrated with narratives to illustrate essential information throughout this budget document, particularly when communicating policy 40 Maricopa County FY 2018 Adopted Budget Budget At A Glance information, as well as trends and impacts upon the budget. The County Profile, Revenue Sources and Variance Commentary, and Mandates 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. Revenue and expenditure information is cross-classified into other formats, which may be found in the Budget Summary Schedules section. Some of these formats include the cross-classification by major revenue classifications across funds, by major objects of expenditure across departments, and by funds across departments. Table of Contents A Table of Contents is provided at the beginning of this document. It is very comprehensive for a document of this size and allows the reader to locate information quickly. On the web, it has dynamic page links for easy access to the various sections. Glossary A glossary is provided at the back of the budget document. The glossary defines technical terms related to finance and accounting as well as terms related to Maricopa County. The glossary is written in simple language, specifically for the non-technical reader. Several examples follow: Activity: A set of services with a c ommon purpose that produces Outputs and R esults for customers. Capital Outlay: Expenditure from a department’s operating budget for the acquisition of, or addition to, a fixed asset. A fixed asset is an item that costs $5,000 or more and has a useful life of at least one year. Fixed assets with costs over $5,000 should be budgeted and itemized in the capital object codes (900 series). Truth in Taxation (TNT): As real estate values rise year over year, so does the taxable value of the property. Unless there is a commensurate reduction in the tax rate, the amount of property taxes will also increase. The purpose of truth in taxation (TNT) is to prevent this type of tax increase. It also serves to make elected officials aware of such a tax increase and allows the public to be notified of the increase and communicate with their elected leaders. Acronyms Acronyms used in this document are defined in the Glossary section, with examples below. CAFR: Comprehensive Annual Financial Report PCR: Post-Conviction Relief The County and Community It Serves Statistical and supplemental data that describes Maricopa County and the community it serves, including other pertinent background information related to the services provided, may be found in the County Profile section. This section also provides statistical information that defines the community such as population, composition of population and land area. 41 Maricopa County FY 2018 Adopted Budget Budget At A Glance Supplemental and other pertinent information regarding Maricopa County and the local community and economy (e.g., major industries, employment, building permits issued, healthcare services provided, and maps) can be found in both the County Profile and Financial Forecast sections. The Budget Document This document is formatted and p rinted to enhance understanding for the reader. P age formats are consistent, each showing the current section of the document in the header, the page number at the bottom, and the department name at the top of each page in the Department Budget Summary section. Large bold headings identify what is being presented, and the use of “(continued)” on the top of pages is added when deemed essential and when related information is split between pages. Although this document is large, as is the County it represents, the information presented is vital to a full understanding of Maricopa County, its budget, budget processes, mandates, impacts, and the community it serves. The level of detail presented in this document was requested by the management, Elected Officials, and the residents of Maricopa County. Charts and graphs are provided throughout the document with sufficient information to be easily understood by the casual reader. Changes in type sizes and styles are avoided in this document. The entire document utilizes consistent type styles and sizes for headings, body text and graphics, the use of which adds to the overall presentation and comprehension of the data provided. See the County Profile, Revenue Sources and Variance Commentary, and Mandates sections to view the areas containing the most charts and graphs. 42 Maricopa County FY 2018 Adopted Budget Strategic Direction Strategic Direction Strategic Business Planning Philosophy and Cycle The County is committed to providing high-quality services to its customers and ensuring that the most critical needs of the community are being met with measurable results. The County integrates planning, budgeting, reporting, evaluating, and dec ision making for all Maricopa County departments and agencies. This strategic process provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. Maricopa County is meeting the challenges of shifting demand for services and difficult economic times with a careful allocation of funding to meet public service needs. Departments update strategic business plans (SBP) as needed and include strategic and operational elements. S trategically, issues and po tential issues from external sources are identified which will affect the department in a three to five year horizon. Goals that mitigate the risks are built in response to the issues. Operationally, business objectives representing the tasks needed to achieve the goals can be included in the SBP. The activities and per formance measures associated with the activities link in to the fiscal year. I n keeping with the budget development cycle, all changes to SBPs that affect these elements are completed and approved prior to the start of the budget preparation cycle. Every activity will have a set of four performance measures that focus on the end service recipient (customer): Demand – what is requested; Output – what is provided; Result – the quality of the service provided; Expenditure Ratio – a trend measure of cost to service provision. Departments may include as many of these measures as needed and may also include inward facing measures (indices, workload, populations, etc.). Countywide Strategic Plan 2015-2018 The Board of Supervisors’ Countywide Strategic Plan is meant to guide County government actions to address current and future needs in Maricopa County. I t sets direction for County government regarding its roles and responsibilities, and Maricopa County government officials use it to help guide decision-making. During the winter of FY 2014, the Board of Supervisors collaborated with the Elected Officials of Maricopa County to consider an update to the 2011-2015 Maricopa County Strategic Plan. The body of Elected Officials recognized value in streamlining the County’s priorities from 10 down to 5, and narrowing the focus and attention on county-wide strategic goals from 29 to 14. Each priority area has several goals to achieve the Board of Supervisor’s vision for the community. On May 5, 2014, the Board of Supervisors officially adopted the following strategic plan and it was updated in March 2015. Mission The mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe environment. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. 43 Maricopa County FY 2018 Adopted Budget Strategic Direction Core Values • • • • • • • Public Interest First; Open and Honest; Accountable; Measure Results; Relentless Improvement; Communicate and Collaborate; and All People Realize Their Full Potential. Strategic Priorities and Goals Strategic Priority: SAFE COMMUNITIES - Maricopa County will support safe communities and neighborhoods by providing access to a timely, integrated, and cost-effective smart justice system. Strategic Goal: By end of FY 2018, public safety is enhanced by reducing the number of adult probationers convicted of a new felony offense to 8% or lower. Strategic Goal: By end of FY 2018, the overall rate of juvenile recidivism is 20% or less. Strategic Goal: By end of FY 2017, 90% of Cradle to Crayons youth with petitions filed have permanency established within 365 days of the petition filing. Strategic Goal: By the end of FY 2016, for moderate to high risk Seriously Mentally Ill (SMI) offenders, decrease the recidivism rate by at least 5 percentage points by providing them with continuity of appropriate treatment and services during and after incarceration. Continue to reduce the recidivism rates for moderate to high risk SMI offenders through 2020 in amounts based upon results achieved in 2016. County Indicators: Violent Crime Rate • Property Crime Rate • Average length of pre-trial stay in County jail Number of persons with mental health issues (Rule 11 finding) Strategic Priority: REGIONAL SERVICES - Maricopa County will provide best-in-class regional services, both mandated and of concern to citizens, while coordinating with municipalities, other local jurisdictions, and community-based entities to consolidate services and avoid duplication, when applicable. Strategic Goal: By end of CY 2018, 100% of all air quality monitors are in compliance with federal health standards. Strategic Goal: By end of FY 2018, 85% or more of citizens indicating satisfaction with the amount of and access to open space, parks and recreation land in Maricopa County. Strategic Goal: By end of FY 2018, 4-5 year olds in Head Start increase their school readiness by 60% (on average in the year of their participation in Head Start--based on the State’s assessment tool). County Indicators: Coverage levels of immunizations (MMR & Tdap) • Public Health Accreditation 44 Maricopa County FY 2018 Adopted Budget Strategic Direction Strategic Priority: GOVERNMENT OPERATIONS - Maricopa County will deploy an effective and efficient infrastructure to implement streamlined policies and procedures to improve delivery of services and promote a healthy workplace and a fully engaged workforce. Strategic Goal: By end of FY 2018, 80% or more of County residents indicate trust in County government. Strategic Goal: PLACEHOLDER - By end of FY 2018, Maricopa County’s Employee Engagement Score (a widely used measure indicating the strength of the workforce) increases x% from the baseline established in FY 2015. Strategic Goal: Maricopa County will improve turnaround times and response times through the use of electronic filings: a. 7.5% increase in electronic recordings through the Recorder’s Office by the end of FY 2018 b 28% increase in electronic filings through the Clerk of the Superior Court end of FY 2018. c. By the end of 2018, the Treasurer’s Office will increase the number of parcels enrolled to receive paperless statements to 10%, a percentage that will be reviewed following a study to be completed by the end of FY 2016. County Indicators: Citizen Satisfaction with County Performance and County Communication • Voluntary Employee Turnover Rate Strategic Priority: GROWTH AND ECONOMIC DEVELOPMENT - Maricopa County will be innovative in leveraging its resources, adaptive in its regulatory policies and practices, and proactive in its public relations to attract, promote, and support the growth of business enterprises to produce a vibrant and balanced regional economy. Strategic Goal: By 2018, 90% of regulated entities indicate they are satisfied or more than satisfied with their interactions with Maricopa County’s regulating agencies (as measured by customer satisfaction surveys). Strategic Goal: By 2018, 80% of participants completing workforce development training who obtain a job and remain employed after 6 months. County Indicators: High School Graduation Rate • Employment Levels • Median Home Values • County Per Capita Income as a percent of US Strategic Priority: FISCAL STRENGTH AND RESPONSIBILITY - Maricopa County will continue to efficiently manage County resources and engage in effective fiscal planning with integrity and transparency to promote financial stability and economic prosperity for Maricopa County residents. Strategic Goal: By the end of FY 2018, 100% of all County funds will obtain structural balance. Strategic Goal: By the end of FY 2019, Maricopa County’s General Fund Operating reserves will equal two months of operating expenditures. County Indicators: Percent of General Fund expenditures going to the State through required contributions and unfunded mandates 45 Maricopa County FY 2018 Adopted Budget Strategic Direction 46 Maricopa County FY 2018 Adopted Budget Strategic Direction 47 Maricopa County FY 2018 Adopted Budget Strategic Direction 48 Maricopa County FY 2018 Adopted Budget Strategic Direction 49 Maricopa County FY 2018 Adopted Budget Strategic Direction 50 Maricopa County FY 2018 Adopted Budget Strategic Direction 51 Maricopa County FY 2018 Adopted Budget Strategic Direction 52 Maricopa County FY 2018 Adopted Budget Budget Policies and Process Budget Policies and Process Policies and Their Budgetary Impact Maricopa County has achieved and m aintained financial stability by developing and implementing a series of budget and financial policies that guide fiscal management and budgetary decisions. These policies address a number of issues, including budget development, the degree of budgetary control, reserves, tax reduction, and managing for results. These policies, approved by the Board of Supervisors, incorporate “best practices” in the field of state and l ocal government budgeting and financial management, and are aligned with Maricopa County’s Strategic Planning system. All policies are updated as necessary to comply with changes in legislation and business practices. Following is an overview of the key policies, specifically addressing each policy’s applicability to the budget process. The full text of each policy is located in the Attachments section. Managing for Results Policy The Managing for Results Policy establishes a framework that integrates planning, budgeting, reporting, evaluating and dec ision making for all Maricopa County departments. Managing for Results is a management system that establishes the requirements to fulfill the County’s Mission and V ision of accountability to its citizens. The policy is promulgated as part of the annual County budget process under the authority of the Board. Key provisions: • “Managing for Results” means that the entire organization, its management system, its employees and its organizational culture (beliefs, behavior and language) are focused on achieving results for the customer. Managing for Results provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. • All Departments will participate in the Managing for Results system and shall comply with the policy. • The County Manager will develop and present a Countywide strategic plan to the Board. • The mission, strategic goals, services, results and performance measures for a department are set forth in strategic business plans. D epartments will participate in the annual Planning for Results process by developing and submitting strategic business plans for review as part of the budget process with required elements and in the prescribed format. • All managers will work with assigned employees to establish performance plans that align with department strategic business plans. • The Budget Office and the Department of Finance will develop and maintain a financial structure aligned with the Managing for Results system. • The Budget Office will review department strategic business plans and performance measures as a basis for funding recommendations. • Departments will report on their family of performance measures for budget and planning purposes quarterly, according to the annual budget calendar. • The Board directs all managers to use performance information to manage activities effectively and efficiently. Managers will consider performance information in making policy and program decisions. 53 Maricopa County FY 2018 Adopted Budget Budget Policies and Process Budgeting and Accountability Policy The purpose of the Budgeting and Accountability Policy is to direct development and management of Board approved budgets for appointed, elected and judicial branch departments as well as Special Districts and to ensure accountability and compliance with the law. This policy promotes financial stability while providing departments with flexibility in managing their allocated resources. Key provisions: • Each year, the Board will establish priorities and guidelines for budget development and will adopt Appropriated Budgets for all Departments. • The County determines the expected General Fund operating revenue for the upcoming Fiscal Year and the budget guidelines that ensure that operating expenditures do not exceed expected revenue over the economic cycle. • A Structurally Balanced Budget is required throughout the budget development and implementation process. The County operating standard is that expected revenues will at all times equal on-going expenditures over the economic cycle. • The County uses a Lump Sum Budgeting method where Departments are allocated an Appropriated Budget at the start of each Fiscal Year. Departments are expected to manage their allocated funds according to their needs for the full Fiscal Year. Revisions to Appropriated Budgets are allowed only with Board approval. • The Board appropriates the budget at the Department, Fund and Appropriation Unit Group level, unless specifically noted. • The Board segregates a portion of the General Fund resources for budget stabilization which will be sufficient to minimize cash flow borrowing. It may also be us ed for future year Capital Improvement Program (CIP) and technology expenses and/or appropriated for contingencies in the current Fiscal Year. • The Board maintains the property tax levy to provide sufficient levels of service for the County’s Operating Fund, Library District, Flood Control District and Debt Service Fund. Annual Budget Guidelines and Priorities In addition to the standing policies outlined above, at the beginning of the budget process each year, the Board of Supervisors adopts specific guidelines and pr iorities for the upcoming fiscal year. This document provides policy direction to the Budget Office and departments to develop a s tructurally balanced budget that carries out the County’s mission and strategic goals within available resources. The Guidelines and P riorities typically provide direction on pr operty taxes, employee compensation, formulation of budget baselines, requests for additional funding, and the Capital Improvement Program. The Guidelines and Priorities are addressed in the County Manager’s Transmittal Letter, and their full text is included in the Attachments section. 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. 54 Maricopa County FY 2018 Adopted Budget Budget Policies and Process Component units are legally separate entities for which the County is considered financially accountable. Blended component units, although legally separate entities, are in substance part of the County’s operations. Therefore, data from these units is combined with data of the primary government. Discretely presented component units, on the other hand, are reported in a s eparate column in the combined financial statements to emphasize they are legally separate from the County. The County does not report any discretely presented component units. Each blended component unit discussed below has a June 30 year-end. The reporting entity comprises the primary government, Housing Authority of Maricopa County, Maricopa County Flood Control District, Maricopa County Library District, Maricopa County Public Finance Corporation, Maricopa County Special Assessment Districts, Maricopa County Stadium District, and Maricopa County Street Lighting Districts. The blended component units are as follows: Housing Authority of Maricopa County On July 1, 2003, the Housing Authority of Maricopa County became a legally separate entity pursuant to A.R.S. §36-1404. The Housing Authority provides efficient and affordable rental housing to low income households of Maricopa County. On December 13, 2010, the Maricopa County Board of Supervisors adopted a resolution, pursuant to Arizona Revised Statutes (A.R.S.) §36-1404, for the Housing Authority of Maricopa County (Authority). Although the Authority is still considered a l egally separate entity pursuant to A.R.S.§36-1404, as a result of this resolution, the Maricopa County Board of Supervisors now serves as the Authority’s Board of Commissioners and is able to significantly influence the programs, projects, activities and level of services provided by the Authority. Therefore, effective December 13, 2010, the Authority is considered a blended component unit of the County. Housing Authority of Maricopa County 8910 N. 78th Avenue, Building D Peoria, Arizona 85345 www.maricopahousing.org Maricopa County Flood Control District The Maricopa County Flood Control District is a legally separate, tax-levying entity pursuant to A.R.S. §48-3602 that provides flood control facilities and regulates floodplains and drainage to prevent flooding of property in Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Flood Control District, it is able to influence the programs, projects, activities, and level of services provided by the District significantly; therefore, the District is considered a blended component unit of the County. Maricopa County Library District The Maricopa County Library District is a legally separate, tax-levying entity pursuant to A.R.S. §48-3901 that provides and m aintains library services for the residents of Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Library District, it is able to influence the programs, projects, activities, and level of services provided by the District significantly; therefore, the District is considered a blended component unit of the County. Maricopa County Public Finance Corporation Maricopa County Public Finance Corporation is a nonprofit corporation created by the Maricopa County Board of Supervisors that exists primarily to assist the County in the acquisition, construction, and improvement of County facilities, including real property and personal property. The Board of Directors of the Public Finance Corporation is subject to the approval of the County Board of Supervisors and the corporation exists primarily for the benefit of the County; therefore, the Corporation is considered a blended component unit of the County. The corporation has issued certificates of participation, lease revenue bonds, and lease trust certificates that evidence undivided proportionate interests in rent 55 Maricopa County FY 2018 Adopted Budget Budget Policies and Process payments to be made under the lease agreements, with an option to purchase, between Maricopa County and the Corporation. Since this debt is in substance the County’s obligation, these liabilities and resulting assets are reported on the County’s financial statements. Maricopa County Special Assessment Districts The Special Assessment Districts are legally separate entities that provide improvements to various properties within the County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Maricopa County Special Assessment Districts, it is able to influence the activities and level of services provided by the Districts significantly; therefore, the Districts are considered a blended component unit of the County. Maricopa County Stadium District The Maricopa County Stadium District is a legally separate entity that provides regional leadership and fiscal resources to assure the presence of Major League Baseball in Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Stadium District, it is able to influence the programs, projects, activities, and level of services provided by the District significantly; therefore, the District is considered a blended component unit of the County. Maricopa County Street Lighting Districts The Street Lighting Districts are legally separate entities that provide street lighting in areas of the County that are not under local city jurisdictions. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Maricopa County Street Lighting Districts, the Districts are considered a blended component unit of the County. Related Organization The Industrial Development Authority of Maricopa County (Authority) is a legally separate entity that was created to assist in the financing of commercial and industrial enterprises: safe, sanitary, and affordable housing, and healthcare facilities. The Authority fulfills its function through the issuance of tax-exempt or taxable revenue bonds. The County Board of Supervisors appoints the Authority’s Board of Directors. The Authority’s operations are completely separate from the County, and the County is not financially accountable for the Authority. Therefore, the financial activities of the Authority have not been included in the County’s financial statements. Basis of Financial Statement Presentation The basic financial statements include both government-wide statements and fund financial statements. The government-wide statements focus on the County as a whole, while the fund financial statements focus on major funds. Each presentation provides valuable information that can be analyzed and compared between years and between governments to enhance the usefulness of the information. Government-wide financial statements provide information about the primary government (the County) and its component units. The statements include a statement of net assets and a statement of activities. These statements report the financial activities of the overall government, except for fiduciary activities. They also distinguish between the governmental and business-type activities of the County and between the County and its discretely presented component unit. Governmental activities generally are financed through taxes and intergovernmental revenues. Business-type activities are financed in whole or in part by fees charged to external parties. The statement of activities presents a comparison between direct expenses and program revenues for each function of the County’s governmental activities and segment of its business-type activities. Direct expenses are those that are specifically associated with a program or function and, therefore, are clearly identifiable to a particular function. The County allocates indirect expenses to programs or functions. Program revenues include: 56 Maricopa County FY 2018 Adopted Budget Budget Policies and Process • Charges to customers or applicants for goods, services, or privileges provided, • Operating grants and contributions, and • Capital grants and contributions, including special assessments. Revenues that are not classified as program revenues, including internally dedicated resources, unrestricted grant revenues, and all County levied taxes or taxes not levied by the County that are not restricted to a specific program, are reported as general revenues. Generally, the effect of inter-fund activity has been eliminated from the government-wide financial statements to minimize the double counting of internal activities. However, charges for inter-fund services provided and used are not eliminated if doing so would distort the direct costs and program revenues reported by the departments concerned. Fund financial statements provide information about the County’s funds, including fiduciary funds and blended component units. Separate statements are presented for the governmental, proprietary, and fiduciary fund categories. The emphasis of fund financial statements is on major governmental and enterprise funds, each displayed in a separate column. All remaining governmental and enterprise funds are aggregated and reported as non-major funds. Fiduciary funds are aggregated and reported by fund type. Proprietary fund revenues and expenses are classified as either operating or non-operating. Operating revenues and expenses generally result from transactions associated with the fund’s principal activity. Accordingly, revenues, such as user charges and net patient service revenues, in which each party receives and gives up essentially equal values, are reported as operating revenues. Non-operating revenues, such as subsidies and investment income, result from transactions in which the parties do not exchange equal values. Revenues generated by ancillary activities are also reported as non-operating revenues. Operating expenses include the cost of services, administrative expenses, and depreciation on capital assets. Other expenses, such as interest expense, are considered non-operating expenses. The County reports the following major governmental funds for financial reporting: The General Fund – is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. The Detention Operations Fund – was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998. These propositions authorized a temporary 1/5 of one-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. On November 5, 2002, the voters approved the extension of the 1/5 of one-cent sales tax in the General Election. The extension begins in the month following the expiration of the original tax and may continue for not more than twenty years after the date the tax collection begins. The Detention Operations Fund accounts for the jail tax revenue and transfers from the General Fund for maintenance of effort and jail operations expenditures. The Detention Operations Fund transfers monies to the Detention Capital Fund for the construction of the jail facilities. The amount to be transferred to the Detention Capital Fund for any given year is determined through the budget planning process and tied to the jail tax collection projection and construction schedules. The County Improvement Debt Fund – accounts for the debt service on the Lease Revenue Bonds, Certificates of Participation, and other long-term obligations. Funding is provided by transfers from the General Fund and special revenue funds. The General Fund County Improvements Fund – was established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the 57 Maricopa County FY 2018 Adopted Budget Budget Policies and Process Board of Supervisors for debt service. None of the funds has been pledged for debt service and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. The County Improvement Fund – accounts for capital projects funded through the issuance of Certificates of Participation, Series 2015. The Detention Capital Projects Fund – accounts for construction associated with the 1/5 of one-cent sales tax approved by the voters in the General Election on November 3, 1998 and extended by the voters on November 5, 2002. Funding is provided by transfers from the Detention Operations Fund for the construction of adult and juvenile facilities The County also reports the following fund types: The internal service funds – account for automotive maintenance and service, telecommunications services, printing and d uplicating services, insurance services, self-insured employee benefits, and warehouse services provided to County departments or to other governments on a cost reimbursement basis. The investment trust fund – accounts for pooled assets held and invested by the County Treasurer on behalf of other governmental entities. The agency fund – accounts for assets held by the County as an agent for other governments and individuals. Basis of Accounting The government-wide, proprietary fund and fiduciary fund financial statements are presented using the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Property taxes are recognized as revenue in the year for which they are levied. Grants and donations are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met. Governmental funds in the fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The County considers all revenues reported in the governmental funds to be available if the revenues are collected within 60 day s 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. Cash and Investments For purposes of its statements of cash flows, the County considers only those liquid investments with a maturity of three months or less, at the time when they are purchased, to be cash equivalents. 58 Maricopa County FY 2018 Adopted Budget Budget Policies and Process 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 a t year-end are shown on t he balance sheet as an asset, for informational purposes only, and are offset by a fund balance reserve to indicate that they do not constitute “available spendable resources.” These inventories are stated at weighted-average cost. Inventories of the proprietary funds are recorded as assets when purchased and as expenses when consumed. The amount shown on the statement of net assets for the enterprise funds is valued at cost using the first-in, first-out method. The amount shown on the statement of net assets for the internal service funds is valued at cost using the moving-average method. Property Tax Calendar The County levies real property taxes and commercial personal property taxes, on or before the third Monday in August, that become due and payable in two equal installments. The first installment is due on the first day of October and becomes delinquent after the first business day of November. The second installment is due on the first day of March of the next year and becomes delinquent after the first business day of May. During the year, the County also levies mobile home personal property taxes that are due the second Monday of the month following receipt of the tax notice and become delinquent 30 days later. Capital Assets Capital assets, which include property, plant, equipment, and infrastructure assets (e.g., roads, bridges, sidewalks, and similar items), are reported in the government-wide statements and the proprietary funds. Capital assets are defined as assets with an initial, individual cost of more than $5,000. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at estimated fair market value at the date of donation. 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 e quipment of the primary government and the discretely presented component unit are depreciated using the straight-line method over the following estimated useful lives: TYPE OF ASSETS ESTIMATED USEFUL LIFE (IN YEARS) PRIMARY GOVERNMENT Buildings 20 - 50 Infrastructure 25 – 50 Autos and trucks 3 - 10 Other equipment 3 - 20 All infrastructure assets are reported on the government-wide financial statements. Infrastructure maintained by the County Department of Transportation consists of roadways, bridges and related assets. These assets will not be depreciated as they are maintained using the modified approach. Under the modified approach, the County’s roadway and bridge systems are being preserved at a specified condition level established by the County. The Flood Control District accounts for the County’s remaining infrastructure assets consisting of drainage systems, dams, flood channels and canals. 59 Maricopa County FY 2018 Adopted Budget Budget Policies and Process For the Department of Transportation’s infrastructure assets owned prior to fiscal year 2002, the County estimated their historical cost. The fair market value for right-of-way assets was estimated based on current regional land acquisitions and deflated by the trended growth rate, as determined by the County assessed valuation from the State of Arizona Department of Revenue Abstract of the Assessment Roll for vacant land, agriculture and government property not including legally exempt land. The fair market value for roadway system assets was estimated based on current construction costs and deflated using the Price Trends for Federal-Aid Highway Construction, published by the U.S. Department of Transportation, Federal Highway Administration, Office of Program Administration and Office of Infrastructure. Flood Control District infrastructure assets are accounted for using the straight-line depreciation method with a useful life between 25 and 50 years. For infrastructure assets owned prior to fiscal year 2002, the County used internal records, maintained by the department, to estimate Flood Control’s historical cost for these assets. Investment Income Investment income is composed of interest, dividends, and net changes in the fair market value of applicable investments. Compensated Absences Compensated absences consist of vacation leave and a c alculated amount of sick leave earned by employees based on services already rendered. Employees may accumulate up to 320 hours of vacation leave, but any vacation hours in excess of the maximum amount that are unused at calendar year-end convert to sick leave. Upon termination of employment, all unused vacation benefits are paid to employees. Accordingly, vacation benefits are accrued as a liability in the financial statements. Employees may accumulate an unlimited number of sick leave hours. Generally, sick leave benefits provide for ordinary sick pay and are cumulative but are forfeited upon termination of employment. Because sick leave benefits do not vest with employees, a liability for sick leave benefits is not accrued in the financial statements. However, upon retirement, County employees with accumulated sick leave in excess of 1,000 hours are entitled to a $10,000 nontaxable investment in a Post Employment Health Plan (PEHP) established pursuant to Internal Revenue Code §501(c)(9). Compensated absences are substantially paid within one year from fiscal year-end and, therefore, are reported as a current liability on the government-wide financial statements. Basis of Budgeting and Budgetary Control Arizona law (A.R.S. §42-17105) requires the County to prepare and adopt an annual balanced budget for the General, Special Revenue, Debt Service, Enterprise and Capital Projects Funds. In addition, Maricopa County prepares budgets for its Internal Service Funds. Arizona law further requires that no expenditure shall be made or liability incurred that exceeds the amounts budgeted except as provided by law. Appropriation levels are established by department, fund and appropriation unit group (operating vs. nonrecurring, including projects), and lapse annually. During the year, budget transfers from the contingency account to a department’s budget require approval by the Board of Supervisors. The budget is appropriated by fund and appropriation unit category for the three departments of the Judicial Branch and the five departments of the Public Defense System, as noted in the Executive Summary. Budgeted amounts are reported as originally adopted or as adjusted by authorization from the Board of Supervisors. 60 Maricopa County FY 2018 Adopted Budget Budget Policies and Process The County budgets for Governmental Fund types and Internal Service Funds on a basis consistent with the County’s financial reporting and generally accepted accounting principles (GAAP), with the exception of capital lease transactions, which are budgeted as expenditures. Under this method, revenues are recognized when measurable and available. The County considers all revenues reported in the governmental funds to be available if the revenues are collected within 60 day s after year-end. Expenditures are recorded when the related fund liability is incurred, except for principal and interest on general long-term debt, claims and judgments and compensated absences, which are recognized as expenditures to the extent they are due and payable. General capital asset acquisitions are reported as expenditures in governmental funds. Proceeds of general long-term debt and acquisitions under capital lease agreements are reported as other financing sources. In addition, for proprietary funds, the County budgets capital outlay expenditures instead of depreciation. Furthermore, the County provides budget schedules by Major and Non-major Fund appropriations. Major funds are considered for budgeting purposes as funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 pe rcent of corresponding totals for all governmental funds. Below is a matrix of the department-fund budgets for major and non-major funds. Schedules for revenue and expenditure budgets by major and non-major fund categories are presented in the Budget Summary Schedules and the definitions are provided in the Glossary section. FY 2018 DEPARTMENT/FUND MATRIX DEPARTMENT 010 - BOARD OF SUPERVISORS DIST 1 020 - BOARD OF SUPERVISORS DIST 2 030 - BOARD OF SUPERVISORS DIST 3 040 - BOARD OF SUPERVISORS DIST 4 050 - BOARD OF SUPERVISORS DIST 5 060 - CLERK OF THE BOARD 110 - ADULT PROBATION 120 - ASSESSOR 140 - CALL CENTER 150 - EMERGENCY MANAGEMENT 160 - CLERK OF THE SUPERIOR COURT 180 - FINANCE 190 - COUNTY ATTORNEY 200 - COUNTY MANAGER 210 - ELECTIONS 220 - HUMAN SERVICES 230 - INTERNAL AUDIT 240 - JUSTICE COURTS 250 - CONSTABLES 260 - CORRECTIONAL HEALTH 270 - JUVENILE PROBATION 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 340 - PUBLIC FIDUCIARY 360 - RECORDER 370 - SCHOOL SUPERINTENDENT 390 - EMPLOYEE BENEFITS AND HEALTH GENERAL* X X X X X X X X X X X X X X X X X X X X X X X X X X X X DETENTION OPERATIONS* DEBT NON MAJOR SERVICE SPECIAL REVENUE X X X X X X X CAPITAL PROJECTS INTERNAL SERVICE X X X X X X X X X X X X 61 X ELIMINATIONS Maricopa County FY 2018 Adopted Budget Budget Policies and Process FY 2018 DEPARTMENT/FUND MATRIX CONTINUED DEPARTMENT 410 - ENTERPRISE TECHNOLOGY 420 - INTEGRATED CRIM JUSTICE INFO 430 - TREASURER 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 490 - BUDGET OFFICE 500 - SHERIFF 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 560 - CONTRACT COUNSEL 570 - PUBLIC ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 700 - FACILITIES MANAGEMENT 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 800 - SUPERIOR COURT 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 940 - ASSISTANT COUNTY MANAGER 940 950 - ASSISTANT COUNTY MANAGER 950 980 - ELIMINATIONS COUNTY ALL DEPARTMENTS * MAJOR FUND GENERAL* DETENTION OPERATIONS* X X X X X X X X X X X X X X X X X NON MAJOR DEBT SPECIAL SERVICE REVENUE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Budgets of Blended Component Units X X X X X X The budgets for several blended component units, including the Flood Control District, Library District, Stadium District, Special Assessment Districts and Street Lighting Improvement Districts are included in a separate section of this document. The Public Finance Corporation is excluded from this document, as are one discretely presented component unit (Housing Authority) and one related organization (Industrial Development Authority). Activity associated with the Accommodation Schools and Sports Authority is not included in the County budget, as the Board of Supervisors does not adopt the budgets for these entities. The Sheriff Warehouse Fund is also not included in the budget, as it is an Internal Service Fund that serves only one department, the Sheriff. 62 Maricopa County FY 2018 Adopted Budget Budget Policies and Process 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 Financial Forecasting Planning Budget Guidelines & Priorities Budget Preparation Budget Review & Analysis Budget Adoption Tentative Adoption Final Adoption Property Tax Levy Adoption Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun (for current Fiscal Year) The process may not exactly follow the general calendar in some years. Each year, certain circumstances, such as delays in the State of Arizona’s budget approval process or the swearing in of newly elected Board members in January, may affect and alter specific dates. The annual budget calendar is provided in the Attachments section of this document. Financial Forecasting The Budget Office updates the County’s five-year financial forecast on a quarterly basis throughout the fiscal year for several funds, including the General and Detention Funds. The five-year forecast provides a conservative estimate of the County’s fiscal condition given realistic economic trends, current Board policies, and existing laws. T he 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 decisionmaking process as the budget is prepared, reviewed, and adopted. The current five-year forecast is presented in the Financial Forecast section of this document. Strategic Plans The Board of Supervisors adopts a Countywide strategic plan, which was last updated in May 2014. In addition, each department has a strategic business plan identifying goals and performance metrics for their programs and activities. The County strategic plan is presented in the Strategic Direction section of this document, while department plans are presented in the Department Budgets — Expanded section. Budget Guidelines and Priorities The five-year financial forecast and the County’s strategic plan set the stage for adoption of budget guidelines and priorities for the upcoming fiscal year. The Board of Supervisors adopted the guidelines and priorities in early January. Current Guidelines and Priorities are discussed in the Transmittal Letter, and presented in their entirety in the Attachments section. Budget Preparation Upon adoption of the budget guidelines and priorities, the Budget Office prepares budget baselines and detailed instructions for departments. Departments then prepare their budget requests from December 63 Maricopa County FY 2018 Adopted Budget Budget Policies and Process through February and submit them to the Budget Office. Departments that manage capital improvement projects prepare and submit capital project budgets as part of a five-year Capital Improvement Program. Budget Review and Analysis Elected officials and the Judicial Branch have the opportunity to present their requested budgets to the Board of Supervisors early in the process. During February and M arch, the Budget Office 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 Assistant County Manager, the Budget Office prepares budget recommendations for each department. In March, County leadership reviews budget recommendations with elected officials and the Presiding Judge, and negotiates budget agreements with them. In April, the Budget Office finalizes a consolidated Recommended Budget for presentation to the Board of Supervisors, which is presented to the Board in May. Budget Adoption Tentative Adoption The Board of Supervisors adopts a Tentative Budget in May. The Board may choose to change the Recommended Budget, or adopt it as presented. Once adopted, the total amount of budgeted expenditures from local funds may not be increased. Tentative Adoption opens a statutorily prescribed period for public review and comment on the budget. The budget and notice of subsequent public hearings must be published once a week for at least two consecutive weeks after Tentative Adoption in the County’s official newspaper or in a newspaper of general circulation. Public budget presentations may also be held during this period to elicit citizen feedback. Final Adoption In June, the Board of Supervisors holds a publ ic hearing on the Final Adoption of the budget. The Tentative Budget is usually changed to reflect policy decisions by the Board, as well as any technical changes brought forward by the Budget Office. Property Tax Levy Adoption According to A.R.S. §42-17151, the Board of Supervisors meets on or before the third Monday in August to adopt property tax levies and rates. Refer to the Budget Calendar in the Attachments section for the property tax adoption date. Fiscal Year 2018 Budget Process Revenue collections were monitored closely, and the major revenues were forecasted quarterly. Department budget baselines and instructions for FY 2018 were developed and issued in December 2016. The FY 2018 Budget Guidelines and Priorities were adopted by the Board of Supervisors on January 4, 2017. Departments began to submit their budget requests to the Budget Office from early January to late February. The Budget Office reviewed and analyzed department budget requests from early January through late March. The Chairman of the Board of Supervisors negotiated budget recommendations with elected officials and the Presiding Judge, beginning in late March. The FY 2018 Recommended Budget was presented to the Board of Supervisors on May 22, 2017 and was adopted the same day. Final Adoption of the budget occurred on June 19, 2017. Property Tax levies and rates were adopted on August 21, 2017. 64 Maricopa County FY 2018 Adopted Budget Budget Policies and Process This process aligns with the Statutory Requirements, which can be found in the Attachments section of this document. If mid-year adjustments need to be m ade after the budget is adopted, the statutory requirements that govern this process are followed as outlined in the Budget Adjustment Process section below. Budget Adjustment Process After final budget adoption, departments requesting a mid-year adjustment to their appropriated budgets must do so in a written request that must be approved by the Board of Supervisors. According to A.R.S. §42-17106, the Board of Supervisors may transfer monies between budget items if the monies are available, if the transfer is in the public interest and based on a demonstrated need, and if the transfer does not result in a violation of the County’s constitutional property tax levy and expenditure limitations. Once approved, budget adjustments are entered in the detailed budget and reflected in budget and accounting reports. Fiscal Year 2019 Budget Process The FY 2019 budget process is anticipated to mirror that of a normal budget process timeline, as indicated in the Annual Budget Process section. Programmatic Budgeting Budgeting on a programmatic basis in Maricopa County is defined by the Managing for Results process. Managing for Results required a shift in the focus of budgeting and monitoring from the object of expenditure (salaries, supplies, etc.) to the purpose of expenditures (prosecuting crimes, issuing permits, etc.). • Services are defined in Managing for Results as the deliverables or products that the customer receives. Services are expressed as nouns, not verbs, thus are defined in terms of what the customer actually receives from the County rather than in terms of what the department “does.” • Services are grouped into Activities, which are defined as a s et of Services with a c ommon purpose or result that produces Outputs and R esults 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. 65 Maricopa County FY 2018 Adopted Budget Budget Policies and Process 66 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type Beginning Fund Balance $ General Fund 134,647,118 Special Revenue Funds Debt Service Funds $ 162,468,255 $ $ 158,237,746 $ 25,800,329 Capital Project Funds $ 831,077,868 Internal Service Funds $ 29,040,951 Subtotal $ 1,183,034,521 $ $ $ Eliminations - Total $ 1,183,034,521 Sources of Funds Operating 6010 Property Tax 6050 Tax Penalties & Interest 6060 Sales Tax $ 6100 6150 6151 6152 Licenses & Permits Grants Grants - State Grants - Other 6200 6201 6202 6210 Intergovernmental Intergovernmental - State Intergovernmental - Other PILT 6211 6212 6250 6260 6300 PILT - Federal PILT - City GPLET State Shared Sales Tax State Shared Highway User Revenue State Shared Vehicle License 6340 6341 6342 Intergov Charges For Services Intergov Charges For Services - State Intergov Charges For Services - District 6343 6350 Intergov Charges For Services - Other Charges For Services 6351 6352 6360 Insurance Charges For Services Other Charges For Services Internal Service Fund Charges 6370 Fines And Forfeits 6380 6450 6500 Patient Services Revenue Interest Income Miscellaneous 6502 6503 Sale of Asset Unclaimed/Abandoned Property 6504 6505 Donations/Contributions Other Miscellaneous 6510 6800 Gain On Fixed Assets Transfers In 531,047,908 7,519,586 - 92,999 50,000 249,287 10,622,182 1,976,167 8,712,602 5,215,609 - - - - 2,069,166 8,762,602 5,464,896 10,622,182 - 2,069,166 8,762,602 5,464,896 10,622,182 3,011,264 356,448 533,940,557 156,707,940 111,917,883 11,103,437 - - - 3,011,264 356,448 533,940,557 111,917,883 167,811,377 - 3,011,264 356,448 533,940,557 111,917,883 167,811,377 3,154,774 328,257 560,425 1,276,827 3,511,091 32,002 - - 1,815,889 4,431,601 3,839,348 2,408,316 - 4,431,601 3,839,348 2,408,316 17,269,953 17,123,376 24,774,144 24,635,490 - - 2,336,234 - 44,380,331 41,758,866 - 44,380,331 41,758,866 9,945,209 - 49,843,432 - - - 10,746,561 14,277,582 - - 6,988 2,400,000 1,902,142 2,772,209 870,726 4,255,425 - - - - - - 1,179,737 446,621 250,000 215,799,653 19,959,846 $ $ 757,973 $ - 8,007 10,309,311 15,094,618 $ 1,324,039,413 19,959,846 - 703,857 200,000 4,777,300 - Total Sources 531,047,908 7,519,586 158,237,746 43,094,416 131,222,198 22,550,647 8,921,410 $ $ $ - 845,534,283 6450 Interest Income 6500 Miscellaneous - 43,094,416 131,222,198 22,550,647 8,921,410 - 6502 Sale of Asset 6520 Proceeds From Financing 6800 Transfers In Total Non Recurring Sources 531,047,908 7,519,586 158,237,746 - $ 6342 Intergov Charges For Services - District 6343 Intergov Charges For Services - Other 6352 Other Charges For Services - - $ 1,308,944,795 6201 Intergovernmental - State 6340 Intergov Charges For Services $ - - 6151 Grants - State 6152 Grants - Other - 41,751,645 131,222,198 22,550,647 8,921,410 564,702 Non Recurring 6150 Grants $ 1,342,771 - 296 1,170 Total Operating Sources - - 34,319 - $ 750,000 5,886,659 8,332,808 $ 853,867,091 21,183,032 $ $ 11,520,765 $ 9,735,564 - $ $ 124,766,689 67 (204,966,835) 31,562,867 58,639,436 - 25,024,143 - 25,024,143 2,779,197 3,530,922 6,590,567 - 2,779,197 3,530,922 6,590,567 - 296 1,170 - 296 1,170 - 1,179,737 1,011,323 - 1,179,737 1,011,323 - 250,000 256,942,531 260,196 433,000 $ 104,806,843 104,806,843 31,562,867 58,639,436 204,966,835 - 21,183,032 - - 31,562,867 (1,149,205) 204,966,835 240,225,816 - (256,942,531) 250,000 - $ 2,435,847,772 $ (461,909,366) $ 1,973,938,406 $ $ 12,278,738 - $ 12,278,738 - 703,857 200,000 - 703,857 200,000 - 4,777,300 9,735,564 - 4,777,300 9,735,564 - 8,007 34,319 - 8,007 34,319 - 750,200 5,886,659 116,765,000 373,073,396 524,213,040 - 750,200 5,886,659 116,765,000 151,139,644 $ 200 116,765,000 252,733,626 390,755,155 $ 5,223,616 5,223,616 $ 411,938,187 $ 245,449,432 - $ $ 2,960,060,812 (373,073,396) $ (373,073,396) $ $ (834,982,762) $ 2,125,078,050 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type (continued) General Fund Special Revenue Funds Debt Service Funds $ $ Capital Project Funds Internal Service Funds Subtotal Eliminations Total Use of Funds Operating Personnel $ 577,657,861 518,397,045 Supplies 13,391,338 45,097,172 Services Capital 457,353,520 5,400,322 216,968,383 6,783,455 255,141,754 Transfers Out Total Operating Uses Non Recurring Personnel 1,800,777 $ - $ 1,308,944,795 $ 789,046,832 $ $ $ 3,359,674 $ 11,967,133 18,399,600 18,399,600 - - $ $ $ 1,111,785,386 $ - $ 1,111,785,386 11,454,146 69,942,656 (4,972,694) 64,969,962 221,205,039 40,000 895,526,942 30,623,377 (199,994,141) - 695,532,801 30,623,377 $ 15,730,480 - 4,328,773 $ 248,429,665 $ 175,321 256,942,531 (256,942,531) - $ 2,364,820,892 $ (461,909,366) $ 1,902,911,526 $ $ 19,830,901 - $ 19,830,901 Supplies 830,879 2,681,568 - 270,769 527,888 4,311,104 - 4,311,104 Services 47,379,498 23,915,330 - 11,764,260 366,225 83,425,313 - 83,425,313 Capital Transfers Out 9,984,284 79,579,942 8,263,818 75,550,537 346,998,495 217,766,779 826,300 - 479,608,575 373,073,396 (373,073,396) 479,608,575 - 960,249,289 $ (373,073,396) $ 587,175,893 Total Non Recurring Uses 149,741,736 $ 113,770,927 $ 113,711,816 $ 581,129,076 $ 1,895,734 $ 1,458,686,531 $ 902,817,759 $ 132,111,416 $ 581,129,076 $ 250,325,399 Structural Balance $ - $ 56,487,451 $ 1,560,246 $ 21,183,032 $ (8,203,849) $ Ending Fund Balance $ - $ 113,517,587 $ 18,455,602 $ 661,886,979 $ 24,164,984 Restricted $ - $ 97,019,704 $ 18,455,602 $ 200,895,981 $ 25,309,427 Committed Unassigned $ - $ 18,858,953 $ - $ 460,990,998 2,860,950 $ - $ (2,361,070) $ - $ Total Uses $ 113,535,678 176,138 68 - $ $ $ $ 3,325,070,181 $ (834,982,762) $ 2,490,087,419 71,026,880 $ - $ 818,025,152 $ - $ 818,025,152 $ 341,680,714 $ - $ 482,710,901 $ - $ $ 341,680,714 482,710,901 (6,366,463) $ - $ (4,005,393) $ $ 71,026,880 (6,366,463) Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Sources and Uses of Funds 69 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes Special Revenue General FY 2017 Adopted Budget $1,406,003,835 Operating Adjustments: Base Adjustments: Base Adjustments: OperatinBase ABase AMelendres 2nd Permanent Injunction $ Base Adjustments Total $ Grants, Donations and Intergovernmental Agreements Total $ $896,597,135 $131,781,210 Internal Service Capital Projects Debt Service $414,405,222 Eliminations - $ (4,700,420) $ - $ - $ - $ 4,700,420 $ - - $ (4,700,420) $ - $ - $ - $ 4,700,420 $ - Other Operating Total $ 142,970 4,947 $ 11,877,907 $ 15,000 $ $ - $ $ - $ $ - $ $ $ 147,917 $ 7,192,487 $ - $ - $ - $ Capital Improvement Program Total $ Grants, Donations and Intergovernmental Agreements Total $ Information and Communications Technology Total $ $ 19,254,816 $ - $ (13,629,816) $ - $ 177,148 $ $ - $ $ - $ Operating Adjustments Total Total $248,743,798 ($741,523,224) $2,356,007,976 $ 12,020,877 (19,947) $ 4,680,473 $ 12,020,877 Non Recurring Adjustments: Other Non Recurring Total $ Non Recurring Adjustments Total FY 2017 Revised Budget $ 177,148 $1,406,328,900 1,991,020 - - $ $ $ $ (6,859,239) $ 7,371,913 $ $ $ $ - $ (1,230,750) $ $ (512,674) $ $ 14,386,597 7,371,913 $ (12,399,066) $ - $ $918,176,219 70 $ $139,153,123 1,230,750 - (5,625,000) $ $402,006,156 (7,368,424) $ 2,168,168 2,168,168 $248,743,798 ($744,211,175) $2,370,197,021 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) Special Revenue General FY 2017 Revised Budget $1,406,328,900 Debt Service $918,176,219 Capital Projects Internal Service $139,153,123 $402,006,156 $248,743,798 Elim inations Total ($744,211,175) $2,370,197,021 Operating ManAHCCCS Contribution ALTCS Contribution Arnold v. Sarn IGA (228,100) - - - - - (228,100) 10,303,900 - - - - - 10,303,900 2,645,583 Mandated Health Care Total Payment for AZ State Dept of Revenue Payment for AZ State Juvenile Corrections Other Mandated State Payments - - - - - - - - - - (47,528) - - - - - (47,528) 4,777,300 - - - - - 4,777,300 - - - - - 12,721,383 4,729,772 Oth Jail Excise Tax Maintenance of Effort 2,055,116 - - - - (2,055,116) Jail Excise Tax MOE Above Base 4,122,634 - - - - (4,122,634) - - - - Other Mandated and Related Costs Personnel Additions and Related Costs Personnel Reductions Em Retirement Contributions 6,177,750 666,446 865,612 - - (328,687) - - - 5,141,791 Market and Other Compensation Adjustments Pay for Performance Contingency Overtime Pay Adjustment Contingency Justice System Contingency Contingencies - (6,177,750) 145,614 - 1,619,692 - - (328,687) 8,386,192 3,244,401 - - - - 312,392 - - 200,666 - 530,942 11,993,040 5,125,163 - - - - 17,118,203 2,960,883 - - - - 4,392,235 401,894 - - (96,533) - - - 50,466 Employee Compensation and Benefits 4,729,772 17,884 1,431,352 Personnel Vacancy Savings 2,645,583 12,721,383 18,972,292 12,910,345 249,747 - 7,909,243 (9,269,676) - - - - 1,897,697 987,514 - - - - - - - - 9,806,940 Debt Service Debt Service (8,282,162) - - - - 5,046,600 5,046,600 - - - - - - 355,827 32,132,384 (1,360,433) 2,885,211 1,524,778 5,046,600 5,046,600 Base Telecom Adjustment 1,084,394 832,380 - - 102,400 - 2,019,174 Central Service Cost Allocation (718,776) 613,700 - - 208,419 - 103,343 - - - - 612,334 - 612,334 - - 1,283 - 480,199 Increased Risk Management Claims Activity Radio Charges Adjustment 560,837 Risk Management Adjustment 165,810 Internal and Central Service Charges Vehicle Replacement 1,092,265 Courtroom Equipment Annual Maintenance Jury Management Annual Maintenance Treasures ULTIS System Mainteance 61,132 14,052 14,052 Data Center Leases Microsoft Enterprise License Agreement IT Operating Costs Reallocations of Costs Between Funds Reallocations of Costs Between Funds 120,131 120,131 - - - 98,589 - - - 149,000 156,114 - - - - - - - - - 249,103 - 156,114 249,103 - - - - - 704,274 - - - - - 704,274 (483,600) - - - - - (483,600) - - - - - 568,905 - - - - - 568,905 1,540,390 - - - - - 1,540,390 2,890,119 - - - 249,103 - 3,139,222 (4,753,037) - - - - (4,753,037) 188,412 (4,753,037) (267,921) Fund Transfers 4,947 4,947 - 188,412 Fund Transfers 40,000 40,000 392,139 3,607,189 - Grants and IGA's - - - Grants Intergovernmental Agreements - 40,563 964,999 - 146,130 Hosting & Maintenance for 3x ERPS - 98,589 10,317 Cyber Security Tools Data Center Colocation - 149,000 Increased Technology Services for Replacement Softw Maj Content Management Maint 185,766 1,549,925 61,132 Vehicle Replacement (81,921) (267,921) (28,629) (28,629) 405,303 405,303 (405,303) (405,303) - - - - - - - - - - - - - - 10,317 146,130 188,412 (4,564,625) 296,550 - 296,550 - - - - - - - - - - 60,000 OME Transport Services 60,000 - - - - - OMELab Services 46,000 - - - - - 46,000 - - - - (1,583,966) 200,000 Inmate Programs Positions and Related Costs Landfill Closure Maintenance Marshall & Swift Search Engine Electric Fogger(s) 200,000 11,122 75,000 Transportation Maintenance Projects Total Other Base Adjustments Operating Adjustments Total - - - - - - - - - - - - - - - 75,000 - - (8,764) 480,562 1,380,077 9,142,280 Fee Program Revenue Volume Increases and Decreases Other Base Adjustments (1,583,966) (1,249,996) 9,142,280 908,279 (1,376,322) (857,874) 7,090,271 55,919,573 8,095,462 11,122 - - - - 5,046,600 71 - 989,679 980,915 2,484,764 - (1,636,639) 480,562 7,693,874 (5,395,691) 66,150,708 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) Special Revenue General Debt Service Capital Projects Internal Service Elim inations Total Non Recurring Oth Primary and General Elections (12,104,659) Primary and General Elections Contingency Justice System Contingency Contingencies Superior Court Business Analyst Positions (12,104,659) Grants Grants and IGA's - - - - 3,498,088 - - - - - - - - - - - - - 6,956,504 3,498,088 9,704,592 750,000 10,454,592 - - - - - 178,434 - - - - 175,289 - 175,289 88,523 - - - 604,945 - 693,468 - 166,669 - - - - 166,669 - (123) - - - - - - 266,957 166,546 780,234 - (70,561) (1,026,449) - - - - (106,587) (76,054) - - - - - - - - (177,148) (1,102,503) Debt Service - 6,687,000 (282,655) - - - Capital Lease Debt Service for DLRP - 169,060 (169,060) - - - - - - Debt Service Facility CIP and Major Maintenance (12,104,659) (12,104,659) 178,434 Retirement Contributions Intergovernmental Agreements - 750,000 Em Other Employee Salary Adjustments Employee Compensation and Benefits - 6,206,504 IT Division Manager Personnel Additions and Related Costs - 100,000 6,856,060 (451,715) (1,097,010) (182,641) (1,279,651) 6,404,345 6,404,345 - 36,497,855 - - Parking Lot Renovation(s) - 430,000 - - - - 430,000 Renovation(s) - 3,024,862 - - - - 3,024,862 Transportation CIP (13,629,816) (123) 1,213,737 - Capital Improvement and Major Maint. 100,000 Software/Upgrade(s) - Tec Active Directory Implementation 3,000,000 CGI Project Budget Adjustment - PC and Laptop Replacement - Maj Advantage 3x Hosting & Maint Contract Negot Cyber Security Tools Superior Court Case Management Other Technology Projects - 2,140,750 60,012,731 96,510,586 - - - - 60,012,731 86,435,632 - - 472,500 - 2,613,250 - - - - - 3,000,000 - - (1,230,750) - - (162,534) - - (219,445) - 1,038,052 (56,911) 1,230,750 - 1,038,052 - - - - 159,000 - - - - - 159,000 1,700,000 - - - - - 1,700,000 (3,306,690) Non Recurring IT (10,174,954) 22,968,039 2,590,362 NonAir Conditioner Replacement(s) 2,490,135 4,573,974 (4,257,161) (4,257,161) (12,871,543) (14,264,827) (1,204,547) (732,047) 1,230,750 (19,149,806) (10,858,949) - 108,000 - - - - 108,000 - - - - 136,000 - 136,000 Non-Capital Equipment - 268,500 - - 45,000 - 313,500 Oil Tank Upgrade(s) - - - - 36,000 - Fuel Tank Upgrade(s) 36,000 Radio Replacement 445,000 - - - 66,000 - IT Storage 800,000 - - - - - 800,000 Mobile Data Computers 1,200,000 - - - - - 1,200,000 Security Incident and Event Management 1,425,983 - - - - - 1,425,983 750,000 - - - - - 750,000 - 250,000 - - - - 250,000 Servers Personal Protection Equipment Tasers 312,800 Non Recurring Equipment 4,933,783 607,200 1,233,700 - - - - - - 283,000 - 511,000 920,000 6,450,483 Inmate Programs Supplies and Services - 83,130 - - - - 83,130 Jail Enhancements - 2,000,000 - - - - 2,000,000 665,000 Air Quality Programs - 665,000 - - - - ASU Environmental Projects / Partnership - 150,000 - - - - Department Request FY17 Carryforward of unspent WM - 110,000 - - - - Fireplace Retrofit(s) - 500,000 - - - - 500,000 325,643 - - - - - 325,643 - 958,210 - - - - 958,210 - - - - - - (123,300) (539,500) - Homelessness Coordination Landfill Settlement Project(s) Legal Class Verification 191,000 Non Recurring Expenditure Carryforward (2,289,528) (3,602,160) 150,000 110,000 191,000 (6,554,488) YEES Program - 650,881 - - - - 650,881 Use of Fund Balance for Operating Costs - 1,593,068 - - - - 1,593,068 Other One-Time Costs 5,963,262 Total One-Time Costs 4,190,377 (5,464,056) - (2,355,927) - (123,300) (854,850) (1,394,350) (16,612,930) (16,612,930) Law Library/West Court Improv Adj - (375,000) - - - 375,000 Sale of HURF Land to County for ITRJ - (5,250,000) - - - 5,250,000 - - - - Risk Management Transfer (617,901) (16,968,574) (16,296,130) - 617,901 - Law Library Repair Fund Transfer - (225,000) - - - 225,000 - Transfer Law Funds to Repair Fund - (1,650,474) - - - 1,650,474 - Transfer Waste Mgmt Funds to Parks Donation - (185,000) - - - 185,000 - - (78,297,091) - One-time Fund Transfer Non Recurring Transfers One-Time Vehicle Replacement Non Recurring Vehicle Replacement Non Recurring Adjustments Total FY 2018 Adopted Budget (1,074,317) (1,692,218) (8,625,900) (8,625,900) (3,561,942) $1,458,686,531 (17,805,191) (25,490,665) (658,241) (658,241) (23,453,922) $902,817,759 176,138 176,138 97,000,461 97,000,461 (7,555,569) - (7,555,569) - (12,088,307) 179,122,920 $132,111,416 $581,129,076 72 (69,993,716) 160,000 160,000 (903,163) $250,325,399 - (85,375,896) ($834,982,762) (16,679,710) (16,679,710) 53,739,690 $2,490,087,419 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules Object/Source 6000 Taxes 6100 Licenses & Permits 6200 Intergovernmental 6300 Charges For Services 6400 Fines and Forfeits 6500 Miscellaneous 6900 Other Financing Sources Total Sources 7000 8000 8100 8800 9100 Personal Services Supplies Services Other Financing Uses Capital Outlay Total Uses Object/Source 6000 Taxes 6100 Licenses & Permits 6200 Intergovernmental 6300 Charges For Services 6400 Fines and Forfeits 6500 Miscellaneous 6900 Other Financing Sources Total Sources 7000 8000 8100 8800 9100 Personal Services Supplies Services Other Financing Uses Capital Outlay Total Uses All Funds FY 2016 Actual $ $ $ $ 627,524,665 44,450,573 948,010,286 195,162,858 24,793,434 20,706,014 13,463,747 1,874,111,577 All Funds FY 2017 Adopted $ All Funds FY 2017 Revised $ $ 657,337,105 41,861,236 981,464,718 193,368,269 23,826,888 13,047,688 179,242,091 2,090,147,995 1,022,460,237 $ 79,707,434 664,125,354 (664,734) 172,059,259 1,937,687,550 $ 1,088,311,713 68,782,805 773,206,223 425,707,235 2,356,007,976 $ $ $ All Funds FY 2018 Adopted 657,337,105 41,811,236 992,131,153 197,960,318 23,826,888 12,003,249 180,704,990 2,105,774,939 $ 1,084,875,344 73,407,816 791,545,934 412,548,704 2,362,377,798 $ $ $ 696,805,240 43,094,416 1,024,610,525 199,577,852 25,024,143 18,950,874 117,015,000 2,125,078,050 1,131,616,287 69,281,066 778,958,114 510,231,952 2,490,087,419 General Fund FY 2016 Actual $ 481,278,116 2,664,234 666,744,341 48,238,386 11,761,462 10,282,298 10,367,752 $ 1,231,336,589 General Fund FY 2017 Adopted $ 507,667,062 2,329,936 684,785,236 44,740,325 10,372,054 4,904,000 17,261,059 $ 1,272,059,672 General Fund FY 2017 Revised $ 507,667,062 2,329,936 681,105,795 48,730,401 10,372,054 4,913,483 17,266,006 $ 1,272,384,737 General Fund FY 2018 Adopted $ 538,567,494 1,342,771 709,807,977 48,396,989 10,746,561 4,868,310 10,309,311 $ 1,324,039,413 $ $ $ $ $ 517,523,816 20,663,925 403,730,330 232,465,428 11,749,009 1,186,132,508 $ 549,934,564 15,658,021 489,911,219 343,497,979 7,002,052 1,406,003,835 73 $ 552,280,936 16,848,025 488,536,839 340,130,983 8,532,117 1,406,328,900 $ 589,624,994 14,222,217 504,733,018 334,721,696 15,384,606 1,458,686,531 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules (continued) Object/Source 6000 Taxes 6100 Licenses & Permits 6200 Intergovernmental 6300 Charges For Services 6400 Fines and Forfeits 6500 Miscellaneous 6900 Other Financing Sources Total Sources 7000 8000 8100 8800 9100 Personal Services Supplies Services Other Financing Uses Capital Outlay Total Uses Object/Source 6000 Taxes 6100 Licenses & Permits 6200 Intergovernmental 6300 Charges For Services 6400 Fines and Forfeits 6500 Miscellaneous 6900 Other Financing Sources Total Sources 7000 8000 8100 8800 9100 Personal Services Supplies Services Other Financing Uses Capital Outlay Total Uses Detention Operations FY 2016 Actual $ $ $ $ 146,246,549 $ $ $ $ 149,670,043 Detention Operations FY 2017 Revised $ 149,670,043 25,849,541 400,000 25,728,605 400,000 25,728,605 1,548,641 191,632,330 365,277,061 814,150 215,559,037 392,171,835 814,150 210,858,617 387,471,415 288,012,344 21,680,311 53,178,030 1,338,665 2,571,840 366,781,190 Non Major Funds FY 2016 Actual $ Detention Operations FY 2017 Adopted $ $ 305,442,428 23,121,887 86,685,819 9,962,412 1,315,716 426,528,262 $ Non Major Funds FY 2017 Adopted $ $ $ 299,936,541 24,930,375 85,677,851 9,967,359 1,315,716 421,827,842 Non Major Funds FY 2017 Revised Detention Operations FY 2018 Adopted $ 158,237,746 $ 221,000 21,376,786 785,000 215,769,653 396,390,185 $ $ 308,711,512 25,165,479 65,927,906 28,666,279 1,222,673 429,693,849 Non Major Funds FY 2018 Adopted - $ 41,786,339 281,265,945 121,074,931 13,031,972 8,875,075 (188,536,335) 277,497,927 $ - $ 39,531,300 296,279,482 122,899,339 13,454,834 7,329,538 (53,578,005) 425,916,488 $ - $ 39,481,300 310,625,358 123,501,312 13,454,834 6,275,616 (47,419,633) 445,918,787 $ 41,751,645 314,581,548 129,804,077 14,277,582 13,297,564 (109,063,964) 404,648,452 216,924,077 $ 37,363,198 207,216,994 (234,468,827) 157,738,410 384,773,852 $ 232,934,721 $ 30,002,897 196,609,185 (353,460,391) 417,389,467 523,475,879 $ 232,657,867 $ 31,629,416 217,331,244 (350,098,342) 402,700,871 534,221,056 $ 233,279,781 29,893,370 208,297,190 (363,387,975) 493,624,673 601,707,039 74 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department All Funds Adult Probation $ FY 2016 Actual 15,659,308 $ FY 2017 Adopted 15,551,394 $ FY 2017 Revised 15,667,712 $ FY 2017 Forecast 14,471,720 $ FY 2018 Adopted 15,184,491 Revised to Adopted $ Variance (483,221) Air Quality Animal Care and Control Assessor Assistant County Manager 940 15,491,391 13,843,529 213,189 - 16,223,338 13,649,714 180,000 - 16,223,338 13,649,714 180,000 - 16,586,421 13,653,440 183,442 - 17,742,794 14,795,449 180,000 492,252 Assistant County Manager 950 Clerk of the Superior Court Constables Contract Counsel Correctional Health 1,062,924 20,216,281 1,568,385 58,196 17,246 68,459 16,248,753 1,630,200 7,000 912,544 16,528,502 1,700,761 7,000 902,639 17,344,570 1,612,110 73,258 75,569 849,000 16,977,267 1,630,200 346,377 (63,544) -6.96% 448,765 2.72% (70,561) -4.15% 339,377 4848.24% County Attorney County Manager County School Superintendent Elections 12,274,560 1,351,220 22,523,452 8,157,592 13,136,834 327,055 26,408,324 4,173,461 13,997,875 1,746,217 26,414,865 4,173,461 14,400,067 1,615,161 20,679,552 10,028,924 13,919,248 35,187,853 1,853,410 (78,627) -0.56% (1,746,217) -100.00% 8,772,988 33.21% (2,320,051) -55.59% (473,906,634) 1,548,057 (695,331,430) 1,725,737 (698,004,381) 1,887,882 (657,263,904) 1,810,755 (787,706,004) 1,733,585 (89,701,623) (154,297) 12.85% -8.17% 169,113,663 18,439,334 19,745,265 187,353,539 22,198,153 19,472,620 187,736,954 22,198,153 19,575,294 185,275,339 21,598,472 20,501,714 186,433,268 23,980,310 20,316,895 (1,303,686) 1,782,157 741,601 -0.69% 8.03% 3.79% Eliminations County Emergency Management Employee Benefits and Health Enterprise Technology Environmental Services 1,519,456 1,145,735 492,252 % -3.08% 9.37% 8.39% - 15,013,293 16,854,693 Facilities Management 522,747 466,341 16,854,693 466,341 16,092,805 322,273 16,993,774 - Finance Human Resources 357,172 62,117 285,000 55,000 285,000 55,000 306,247 60,331 485,000 55,600 57,048,902 21,988,495 57,729,065 21,104,680 57,729,065 21,104,680 57,620,629 21,082,181 51,186,151 21,084,682 (6,542,914) (19,998) -11.33% -0.09% Juvenile Probation Legal Advocate Legal Defender 6,572,269 34,900 123,591 6,714,778 20,627 120,740 6,831,469 20,627 120,740 6,197,650 24,298 127,351 6,717,797 16,099 109,455 (113,672) (4,528) (11,285) -1.66% -21.95% -9.35% Medical Examiner Non Departmental 420,627 1,605,103,225 394,581 2,010,439,418 405,218 2,006,909,900 454,035 1,863,759,806 465,000 2,120,312,620 8,728,027 12,562,171 1,638,400 9,416,055 8,010,200 1,500,834 9,601,055 8,010,200 1,500,834 10,152,216 9,385,045 798,522 8,810,513 9,924,115 949,570 Equipment Services Human Services Justice Courts Parks and Recreation Planning and Development Procurement Services Protective Services 183,049 - - - 139,081 0.83% (466,341) -100.00% 200,000 600 59,782 113,402,720 (790,542) 1,913,915 (551,264) - - 70.18% 1.09% 14.75% 5.65% -8.23% 23.89% -36.73% - Public Advocate Public Defender Public Fiduciary Public Health Real Estate 1,444,381 1,101,630 48,989,419 - 1,302,142 1,200,871 49,522,794 - 1,302,142 1,200,871 49,527,794 - 1,224,783 1,421,507 48,996,478 - 1,268,687 1,200,871 51,743,093 250,400 (33,455) 2,215,299 Recorder 13,216,429 11,726,087 11,726,087 14,680,592 12,741,087 1,015,000 8.66% 21,021,385 62,413,059 19,259,298 123,204,761 45,387 24,088,690 62,742,050 17,366,426 140,738,090 344,341 24,088,690 62,991,607 19,500,087 146,164,144 344,341 22,120,889 61,180,649 18,919,142 149,577,321 353,091 26,142,105 59,819,055 18,056,126 146,860,514 344,341 2,053,415 (3,172,552) (1,443,961) 696,370 - 8.52% -5.04% -7.40% 0.48% - 5,679,885 $ 1,874,111,577 4,981,341 $ 2,090,147,995 5,181,341 $ 2,096,517,817 5,625,000 $ 1,994,032,090 5,625,000 $ 2,125,078,050 Risk Management Sheriff Superior Court Transportation Treasurer Waste Resources and Recycling All Departments 75 250,400 $ 443,659 28,560,233 -2.57% 4.47% - 8.56% 1.36% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) General Fund Air Quality Assessor Assistant County Manager 940 Clerk of the Superior Court Constables Contract Counsel County Attorney County Manager County School Superintendent Elections Emergency Management Enterprise Technology Environmental Services Facilities Management Finance Human Resources Justice Courts Juvenile Probation Legal Advocate Legal Defender Medical Examiner Non Departmental Procurement Services Protective Services Public Advocate Public Defender Public Fiduciary Real Estate Recorder Sheriff Superior Court Treasurer Waste Resources and Recycling Total $ FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Actual Adopted Revised Forecast Adopted 32,896 213,189 11,976,498 1,568,385 58,196 61,313 977 119,246 7,611,862 220,132 23,103 522,747 357,172 62,117 14,303,772 4,956 13,250 412,842 1,163,619,552 983,201 183,049 37,481 1,101,630 9,657,816 15,523,864 2,355,319 45,387 266,637 $ 1,231,336,589 $ - 180,000 8,400,000 1,630,200 62,079 600 117,000 3,766,711 561,827 22,221 466,341 285,000 55,000 13,702,070 15,550 385,730 1,214,580,781 761,000 32,385 1,200,871 7,933,398 15,435,908 2,200,000 40,000 225,000 $ 1,272,059,672 $ - 180,000 8,400,000 1,700,761 62,079 600 117,000 3,766,711 561,827 22,221 466,341 285,000 55,000 13,702,070 15,550 385,730 1,214,585,728 761,000 32,385 1,200,871 7,933,398 15,685,465 2,200,000 40,000 225,000 $ 1,272,384,737 76 $ 3,420 183,442 9,152,170 1,612,110 73,258 63,585 117,000 9,940,269 561,915 26,385 322,273 306,247 60,331 13,547,813 8,148 1,777 404,503 1,223,332,219 776,778 19,480 1,421,507 10,813,279 15,372,461 1,639,942 48,750 225,000 $ 1,290,034,062 $ Revised to Adopted Variance % - 180,000 492,252 9,072,000 1,630,200 57,115 117,000 1,853,410 9,600 347,293 22,221 285,000 55,600 13,548,613 9,900 415,000 1,266,487,206 761,000 1,200,871 250,400 8,933,398 15,846,334 2,200,000 40,000 225,000 $ 1,324,039,413 $ $ - - 492,252 672,000 8.00% (70,561) -4.15% (4,964) -8.00% (600) -100.00% (1,913,301) -50.80% 9,600 (214,534) -38.19% (466,341) -100.00% 600 1.09% (153,457) -1.12% (5,650) -36.33% 29,270 7.59% 51,901,478 4.27% (32,385) -100.00% 250,400 1,000,000 12.60% 160,869 1.03% 51,654,676 4.06% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2016 Special Revenue Fund Adult Probation $ Actual 15,659,308 $ FY 2017 FY 2017 FY 2017 FY 2018 Adopted 15,551,394 Revised 15,667,712 Forecast 14,471,720 Adopted 15,184,491 $ $ $ $ Revised to Adopted Variance % (483,221) -3.08% 15,458,495 13,843,529 16,223,338 13,649,714 16,223,338 13,649,714 16,583,001 13,653,440 17,742,794 14,795,449 1,062,924 8,239,783 68,459 7,848,753 912,544 8,128,502 902,639 8,192,400 849,000 7,905,267 Correctional Health County Attorney 17,246 12,213,247 7,000 13,074,755 7,000 13,935,796 75,569 14,336,482 346,377 13,862,133 339,377 4848.24% (73,663) -0.53% County Manager County School Superintendent 1,350,243 22,404,206 326,455 26,291,324 1,745,617 26,297,865 1,615,161 20,562,552 35,070,853 (1,745,617) -100.00% 8,772,988 33.36% Air Quality Animal Care and Control Assistant County Manager 950 Clerk of the Superior Court 1,519,456 1,145,735 (63,544) (223,235) -6.96% -2.75% 545,730 406,750 406,750 88,655 1,548,057 7,683,294 1,725,737 7,891,088 1,887,882 8,274,503 1,810,755 7,602,146 1,723,985 7,941,302 (163,897) (333,201) -8.68% -4.03% Environmental Services Finance 19,722,162 - 19,450,399 - 19,553,073 - 20,475,329 - 20,294,674 200,000 741,601 200,000 3.79% - Human Services Justice Courts 57,048,902 7,684,723 57,729,065 7,402,610 57,729,065 7,402,610 57,620,629 7,534,368 51,186,151 7,536,069 (6,542,914) 133,459 -11.33% 1.80% Juvenile Probation Legal Advocate Legal Defender Medical Examiner Non Departmental Parks and Recreation Planning and Development Public Defender Public Health 6,567,313 21,650 123,591 7,785 339,375,491 8,728,027 12,562,171 1,406,900 48,989,419 6,699,228 20,627 120,740 8,851 367,911,509 9,416,055 8,010,200 1,269,757 49,522,794 6,815,919 20,627 120,740 19,488 363,146,294 9,601,055 8,010,200 1,269,757 49,527,794 6,189,502 22,521 127,351 49,532 353,831,288 10,152,216 9,385,045 1,205,303 48,996,478 6,707,897 16,099 109,455 50,000 385,653,625 8,810,513 9,924,115 1,268,687 51,743,093 (108,022) (4,528) (11,285) 30,512 22,507,331 (790,542) 1,913,915 (1,070) 2,215,299 -1.58% -21.95% -9.35% 156.57% 6.20% -8.23% 23.89% -0.08% 4.47% Recorder Sheriff Superior Court Transportation Treasurer Waste Resources and Recycling Total $ 3,558,613 46,889,195 16,903,979 117,349,924 5,413,248 792,379,155 $ 3,792,689 47,306,142 15,166,426 122,652,556 304,341 4,756,341 824,605,097 $ 3,792,689 47,306,142 17,300,087 128,078,610 304,341 4,956,341 832,092,055 $ 3,867,313 45,808,188 17,279,200 135,015,236 304,341 5,400,000 823,158,360 $ 3,807,689 43,972,721 15,856,126 125,604,185 304,341 5,400,000 853,867,091 $ 15,000 (3,333,421) (1,443,961) (2,474,425) 443,659 21,775,036 0.40% -7.05% -8.35% -1.93% 8.95% 2.62% $ $ FY 2016 Actual 54,469,698 54,469,698 $ $ FY 2017 Adopted 140,192,040 140,192,040 $ $ FY 2017 Revised 140,192,040 140,192,040 FY 2017 Forecast $ 172,692,070 $ 172,692,070 $ $ FY 2018 Adopted 124,766,689 124,766,689 Revised to Adopted Variance % $ (15,425,351) -11.00% $ (15,425,351) -11.00% FY 2017 Revised 288,985,838 64,277,328 353,263,166 FY 2017 Forecast $ 113,904,229 60,753,879 $ 174,658,108 FY 2018 Adopted 343,405,100 68,533,087 411,938,187 Revised to Adopted Variance % 54,419,262 18.83% 4,255,759 6.62% 58,675,021 16.61% Elections Emergency Management Employee Benefits and Health Debt Service Fund Non Departmental Total Capital Projects Fund Non Departmental Transportation $ Total $ FY 2016 Actual 47,638,484 76,258,020 123,896,504 $ $ FY 2017 Adopted 287,755,088 64,277,328 352,032,416 $ $ 77 - 9.37% 8.39% $ $ (406,750) -100.00% $ $ Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) Internal Service Fund Employee Benefits and Health Enterprise Technology $ Equipment Services Procurement Services FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Revised to Adopted Actual Adopted Revised Forecast Adopted Variance 161,430,369 18,219,202 $ Total Elimination $ Total TOTAL ALL FUNDS 179,462,451 21,636,326 $ 177,673,193 21,036,557 $ 178,491,966 23,633,017 16,854,693 16,854,693 16,092,805 16,993,774 655,199 739,834 739,834 21,744 188,570 216,339,448 24,088,690 $ 242,781,994 24,088,690 $ 242,781,994 22,120,889 $ 236,945,188 $ 139,081 (551,264) 26,142,105 $ 245,449,432 (970,485) 1,996,691 $ % -0.54% 9.23% 0.83% -74.51% 2,053,415 8.52% 2,667,438 1.10% FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Revised to Adopted Actual Adopted Revised Forecast Adopted Variance (473,906,634) (70,403,183) Eliminations County Transportation $ 15,013,293 21,021,385 Risk Management 179,462,451 21,636,326 (695,331,430) (46,191,794) (698,004,381) (46,191,794) (657,263,904) (46,191,794) (787,706,004) (47,276,758) $ (544,309,817) $ (741,523,224) $ (744,196,175) $ (703,455,698) $ (834,982,762) $ $ 1,874,111,577 $ 2,090,147,995 $ 2,096,517,817 78 $ 1,994,032,090 $ 2,125,078,050 $ % (89,701,623) (1,084,964) 12.85% 2.35% (90,786,587) 12.20% 28,560,233 1.36% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Department and Fund Type General Fund Adult Probation Air Quality Animal Care and Control $ - Special Revenue Fund $ - 15,184,491 17,742,794 Debt Service Fund $ 14,795,449 $ - Internal Service Fund $ - Subtotal $ 15,184,491 17,742,794 Elimination $ - Total $ 15,184,491 - - - 14,795,449 - 17,742,794 14,795,449 - - - 180,000 492,252 - 180,000 492,252 Assessor Assistant County Manager 940 180,000 492,252 Assistant County Manager 950 Clerk of the Superior Court Constables 9,072,000 1,630,200 849,000 7,905,267 - - - - 849,000 16,977,267 1,630,200 - 849,000 16,977,267 1,630,200 57,115 346,377 13,862,133 - - - 346,377 13,919,248 - 346,377 13,919,248 County Manager County School Superintendent 117,000 35,070,853 - - - 35,187,853 - 35,187,853 Elections Eliminations County Emergency Management Employee Benefits and Health Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Resources Human Services Justice Courts Juvenile Probation Legal Advocate Legal Defender Medical Examiner Non Departmental Parks and Recreation Planning and Development Procurement Services 1,853,410 9,600 347,293 22,221 285,000 55,600 13,548,613 9,900 415,000 1,266,487,206 761,000 1,723,985 7,941,302 20,294,674 200,000 51,186,151 7,536,069 6,707,897 16,099 109,455 50,000 385,653,625 8,810,513 9,924,115 - 1,200,871 250,400 8,933,398 15,846,334 2,200,000 1,268,687 51,743,093 3,807,689 43,972,721 15,856,126 Contract Counsel Correctional Health County Attorney Public Advocate Public Defender Public Fiduciary Public Health Real Estate Recorder Risk Management Sheriff Superior Court Transportation - - Capital Projects Fund - Treasurer 40,000 Waste Resources and Recycling 225,000 Total $ 1,324,039,413 124,766,689 - 125,604,185 $ 304,341 5,400,000 853,867,091 343,405,100 - - $ 124,766,689 178,491,966 23,633,017 16,993,774 188,570 26,142,105 - 68,533,087 $ 79 411,938,187 - $ 245,449,432 1,853,410 1,733,585 186,433,268 23,980,310 20,316,895 16,993,774 485,000 55,600 51,186,151 21,084,682 6,717,797 16,099 109,455 465,000 2,120,312,620 8,810,513 9,924,115 949,570 1,268,687 1,200,871 51,743,093 250,400 12,741,087 26,142,105 59,819,055 18,056,126 (787,706,004) - 194,137,272 (47,276,758) 344,341 5,625,000 $ 2,960,060,812 1,853,410 (787,706,004) 1,733,585 186,433,268 23,980,310 20,316,895 16,993,774 485,000 55,600 51,186,151 21,084,682 6,717,797 16,099 109,455 465,000 2,120,312,620 8,810,513 9,924,115 949,570 1,268,687 1,200,871 51,743,093 250,400 12,741,087 26,142,105 59,819,055 18,056,126 146,860,514 344,341 5,625,000 $ (834,982,762) $ 2,125,078,050 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2016 Actual All Funds 6010 6050 Property Tax Tax Penalties & Interest 6060 6100 Sales Tax Licenses & Permits 6150 6151 $ 470,260,858 11,017,258 FY 2017 Adopted $ FY 2017 Revised 500,147,476 7,519,586 $ 500,147,476 7,519,586 FY 2017 Forecast $ 500,147,476 9,393,807 FY 2018 Adopted $ 531,047,908 7,519,586 Revised to Adopted Variance % $ 30,900,432 - 6.18% 0.00% 5.72% 3.07% 146,246,549 44,450,573 149,670,043 41,861,236 149,670,043 41,811,236 151,976,934 42,383,993 158,237,746 43,094,416 8,567,703 1,283,180 Grants Grants - State 71,210,167 68,730,666 165,379,945 - 159,873,056 11,147,619 143,452,816 14,506,969 143,500,936 23,254,504 (16,372,120) 12,106,885 6152 6200 Grants - Other Intergovernmental 14,349,436 22,665 18,682,458 31,541 3,749,021 6,093,346 2,130,809 9,121,410 2,069,166 6201 6202 Intergovernmental - State Intergovernmental - Other 8,145,685 14,098,426 7,104,003 4,559,375 6,379,631 7,303,653 13,539,902 5,464,896 6,435,899 905,521 90.60% 19.86% 6210 6211 PILT PILT - Federal 10,197,178 3,285,655 13,659,917 - 13,659,917 - 10,235,526 3,011,264 10,622,182 3,011,264 (3,037,735) 3,011,264 -22.24% - 6212 6250 PILT - City GPLET State Shared Sales Tax 1,033,547 497,359,100 516,863,039 516,863,039 1,079,834 516,460,545 356,448 533,940,557 356,448 17,077,518 3.30% 6260 6300 State Shared Highway User Revenue State Shared Vehicle License 102,652,222 156,925,539 106,154,321 160,725,038 106,154,321 160,725,038 106,729,660 162,801,654 111,917,883 167,811,377 5,763,562 7,086,339 5.43% 4.41% 6340 6341 6342 6343 6350 6351 6352 6360 6370 6380 6450 6500 6501 6502 Intergov Charges For Services Intergov Charges For Services - State Intergov Charges For Services - District Intergov Charges For Services - Other Charges For Services Insurance Charges For Services Other Charges For Services Internal Service FundCharges Fines And Forfeits Patient Services Revenue Interest Income Miscellaneous Building & Equipment Rentals Sale of Asset 200,004 4,196,287 2,211,071 51,739,108 36,555,549 29,298,512 67,587,201 453,334 24,793,434 2,921,792 8,395,312 64,893 344,744 67,162,938 - 18,930,188 4,590,734 867,485 47,141,095 52,787,491 28,596,699 42,087,000 23,826,888 2,467,745 4,490,532 7,331,536 537 10,496,614 8,828,758 2,211,837 49,095,356 43,584,235 31,122,369 55,481,668 24,765,319 2,842,022 5,308,458 10,565,345 51,483 239,548 14,167,165 3,839,348 2,416,323 44,380,331 41,758,866 31,562,867 58,673,755 25,024,143 2,779,197 4,281,122 12,477,226 296 (4,763,023) (751,386) 1,548,838 (2,760,764) (11,028,625) 2,966,168 16,586,755 1,197,255 311,452 (209,410) 5,145,690 (241) 6503 6504 Unclaimed/Abandoned Property Donations/Contributions 659,025 544 314,960 1,170 1,179,737 6505 Other Miscellaneous Total Revenues 6510 Gain On Fixed Assets 6520 6800 6900 Proceeds From Financing Transfers In Inventory Total Other Financing Sources Total Sources - 123,737,586 23,826,888 2,467,745 4,514,231 8,533,457 - 756,152 - 9,089,869 28819.22% (1,679,855) -44.81% 11,144,913 $ 1,860,647,830 $ 1,910,905,904 483,500 $ 1,917,275,726 869,594 $ 1,929,866,027 1,011,323 $ 2,008,063,050 $ $ $ $ $ 563,899 $ 250,000 $ 116,765,000 - $ 63,603,499 (1,335) 64,166,063 $ 242,108 13,886,373 (664,734) $ 13,463,747 $ 1,874,111,577 250,000 178,992,091 - $ 179,242,091 $ 2,090,147,995 80 250,000 178,992,091 - $ 179,242,091 $ 2,096,517,817 $ 1,994,032,090 -10.24% 108.61% -25.16% -16.37% 178.54% -5.86% -20.89% 10.37% 39.41% 5.02% 12.62% -4.66% 70.19% -44.88% 1,170 520,712 79.01% 527,823 90,787,324 109.17% 4.74% - 117,015,000 $ (62,227,091) (62,227,091) $ 2,125,078,050 $ 28,560,233 0.00% -34.77% -34.72% 1.36% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2016 Actual General Fund $ 6010 Property Tax 6050 Tax Penalties & Interest 6100 Licenses & Permits 6150 Grants FY 2017 Adopted 470,260,858 $ $ 500,147,476 $ FY 2018 Adopted 500,147,476 $ Revised to Adopted Variance % 531,047,908 $ 30,900,432 7,519,586 9,393,807 7,519,586 2,664,234 12,541 2,329,936 - 2,329,936 70,561 1,395,908 - 1,342,771 - (987,165) (70,561) -42.37% -100.00% 4,306,822 556,820 20,731 1,250 92,999 (463,821) -83.30% 86,545 553,820 4,827,300 249,287 4,827,300 249,287 - - 10,197,178 13,659,917 0.00% 10,235,526 10,622,182 (3,037,735) -22.24% 6211 PILT - Federal 3,285,655 - - 3,011,264 3,011,264 3,011,264 - 6212 PILT - City GPLET 1,033,547 - - 1,079,834 356,448 356,448 6210 PILT 13,659,917 - 6.18% 7,519,586 2,972,618 5,642,623 6201 Intergovernmental - State 6202 Intergovernmental - Other 500,147,476 FY 2017 Forecast 11,017,258 - 6152 Grants - Other 6200 Intergovernmental FY 2017 Revised - 6250 State Shared Sales Tax 497,359,100 516,863,039 516,863,039 516,460,545 533,940,557 17,077,518 6300 State Shared Vehicle License 146,241,079 149,955,458 149,955,458 151,767,415 156,707,940 6,752,482 18,632,123 3,159,024 3,194,058 3,154,774 (4,250) -0.13% - 6340 Intergov Charges For Services 3.30% 4.50% 514,699 - - 1,499,782 499,778 5,275,083 533,218 328,257 568,432 (1,171,525) 68,654 -78.11% 13.74% 6343 Intergov Charges For Services - Other 17,585,991 - 17,633,056 19,282,374 17,269,953 (363,103) -2.06% 6350 Charges For Services 17,126,830 - 17,582,488 16,712,975 17,123,376 (459,112) 6352 Other Charges For Services 13,003,390 26,101,214 8,349,285 12,035,148 9,945,209 1,595,924 19.11% 6370 Fines And Forfeits 11,761,462 10,372,054 10,372,054 10,766,341 10,746,561 374,507 3.61% 7,476 4,815,195 6,988 2,400,000 6,988 2,400,000 7,478 3,122,266 6,988 2,400,000 2,504,000 2,254,906 7,032,945 1,902,142 6341 Intergov Charges For Services - State 6342 Intergov Charges For Services - District 6380 Patient Services Revenue 6450 Interest Income - 6500 Miscellaneous 6501 Building & Equipment Rentals 8,071 - - - (352,764) - - -2.61% -15.64% - 6502 Sale of Asset 6503 Unclaimed/Abandoned Property 6505 Other Miscellaneous Total Revenue 303,021 5,156,011 $ 1,220,968,837 $ 1,254,798,613 537 258,040 $ 1,255,118,731 149,767 544 501,738 $ 1,272,768,056 296 1,170 564,702 $ 1,313,730,102 $ (241) 1,170 306,662 58,611,371 -44.88% 118.84% 4.67% 6520 Proceeds From Financing $ 3,669,709 $ 5,156,400 $ 5,156,400 $ 5,156,400 $ $ (5,156,400) -100.00% $ 6,698,043 10,367,752 $ 12,104,659 17,261,059 $ 12,109,606 17,266,006 $ 12,109,606 17,266,006 10,309,311 10,309,311 $ (1,800,295) (6,956,695) -14.87% -40.29% $ 1,324,039,413 $ 51,654,676 6800 Transfers In Total Other Financing Sources Total Sources $ 1,231,336,589 $ 1,272,059,672 $ 1,272,384,737 81 $ 1,290,034,062 $ - 4.06% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) Special Revenue Fund 6060 Sales Tax $ FY 2016 Actual 146,246,549 $ FY 2017 Adopted 149,670,043 $ FY 2017 Revised 149,670,043 FY 2017 Forecast $ 151,976,934 $ FY 2018 Adopted 158,237,746 Revised to Adopted $ Variance 8,567,703 % 5.72% 6100 Licenses & Permits 41,786,339 39,531,300 39,481,300 40,988,085 41,751,645 2,270,345 6150 Grants 66,316,844 157,666,325 152,088,875 133,316,800 131,980,171 (20,108,704) -13.22% 6151 Grants - State 67,938,542 11,147,619 14,506,969 23,254,504 12,106,885 108.61% 6152 Grants - Other 6200 Intergovernmental 14,349,436 22,665 31,541 3,192,201 6,072,615 2,129,559 9,121,410 1,976,167 7,104,003 4,559,375 6,293,086 6,749,833 8,712,602 5,215,609 1,608,599 656,234 22.64% 14.39% 5,763,562 333,857 5.43% 3.10% 14,375,636 5,173,067 8,455,803 6201 Intergovernmental - State 6202 Intergovernmental - Other 6250 State Shared Sales Tax 6260 State Shared Highway User Revenue 6300 State Shared Vehicle License 6340 Intergov Charges For Services - 102,652,222 10,684,460 106,154,321 10,769,580 106,154,321 10,769,580 106,729,660 11,034,239 111,917,883 11,103,437 118,933 33,496,842 3,681,588 6341 Intergov Charges For Services - State - 6342 Intergov Charges For Services - District 5.75% 9,089,869 28819.22% (1,216,034) -38.09% 3,875,405 1,551,223 1,276,827 - 3,090,952 3,553,675 3,511,091 (2,598,578) 420,139 13.59% - 15,832 17,002 32,002 16,170 102.13% 6343 Intergov Charges For Services - Other 6350 Charges For Services 6352 Other Charges For Services 30,184,708 18,709,071 55,814,643 69,039,673 26,698,701 35,205,003 33,737,715 28,181,381 26,871,260 43,674,643 24,774,144 24,635,490 49,877,751 6370 Fines And Forfeits 13,031,972 13,454,834 13,454,834 13,998,978 14,277,582 822,748 6.11% 2,914,316 2,739,600 2,460,757 1,589,093 2,460,757 1,588,393 2,834,544 1,829,818 2,772,209 1,620,726 311,452 32,333 12.66% 2.04% 5,996,457 5,043,630 3,043,197 10,142,084 5,098,454 101.09% 6380 Patient Services Revenue 6450 Interest Income - 6500 Miscellaneous 6501 Building & Equipment Rentals 6502 Sale of Asset 6504 Donations/Contributions 56,822 - 26,902 756,152 - 5,147,662 6505 Other Miscellaneous 6510 Gain On Fixed Assets 6520 Proceeds From Financing $ 242,108 2,007,876 599,058,280 $ 193,320,875 Total Other Financing Sources $ 193,320,875 Total Sources $ 792,379,155 Total Revenue 6800 Transfers In 6900 Inventory 6343 Intergov Charges For Services - Other 6450 Interest Income $ - $ $ 214,434,796 $ 214,434,796 $ 824,605,097 6500 Miscellaneous Total Revenue $ 6520 Proceeds From Financing 6800 Transfers In Total Other Financing Sources $ Total Sources 1,463,242 $ 53,006,456 53,006,456 $ 54,469,698 $ 89,781 314,960 $ $ 140,192,040 221,161 98.09% 446,621 $ $ $ $ 215,872,050 $ 205,604,258 $ 215,799,653 $ 215,872,050 $ (1,335) 205,602,923 $ 215,799,653 $ 832,092,055 $ 823,158,360 853,867,091 $ $ 140,192,040 140,192,040 79.01% 250,000 638,067,438 FY 2017 Forecast - - 520,712 367,856 FY 2017 Revised $ - $ $ $ 140,192,040 140,192,040 $ 140,192,040 82 4,312 40,030 $ (5,715,440) 21,847,433 -100.00% 3.55% $ (72,397) -0.03% $ (72,397) -0.03% FY 2018 Adopted 35,718 $ $ 44,460,000 128,192,040 172,652,040 $ 172,692,070 21,775,036 2.62% Revised to Adopted Variance % - $ - 1,179,737 563,899 10,865,440 617,555,437 $ -7.21% -30.02% 47.84% - 225,460 $ - 250,000 5,715,440 616,220,005 FY 2017 Adopted 1,371,504 91,738 - 659,025 250,000 5,715,440 610,170,301 FY 2016 Actual Debt Service Fund - (1,924,557) (10,569,513) 16,140,036 -67.05% - $ $ $ $ 124,766,689 124,766,689 $ 124,766,689 - - - - $ (15,425,351) (15,425,351) -11.00% -11.00% $ (15,425,351) -11.00% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2016 Actual Capital Projects Fund $ 6150 Grants FY 2017 Adopted 4,880,782 $ FY 2017 Revised 7,713,620 $ FY 2017 Forecast 7,713,620 $ FY 2018 Adopted 10,136,016 $ Revised to Adopted Variance % 11,520,765 6151 Grants - State 6340 Intergov Charges For Services 792,124 - 10,371,914 10,371,914 5,162,085 9,735,564 6343 Intergov Charges For Services - Other 6450 Interest Income 966,008 399,559 200 200 74,355 200 8,047 7,046,520 18,085,734 18,085,734 1,633 15,374,089 21,256,529 6500 Miscellaneous 6505 Other Miscellaneous Total Revenue $ 6520 Proceeds From Financing 6800 Transfers In Total Other Financing Sources $ Total Sources $ 8,208,788 108,641,196 116,849,984 $ 123,896,504 $ $ $ 168,120,251 165,826,431 333,946,682 $ 352,032,416 FY 2016 Actual Internal Service Fund 6340 Intergov Charges For Services $ 6342 Intergov Charges For Services - District 6343 Intergov Charges For Services - Other 6350 Charges For Services 6351 Insurance Charges For Services 81,071 $ 6504 Donations/Contributions 6505 Other Miscellaneous Total Revenue $ 6800 Transfers In Total Other Financing Sources $ $ Total Sources $ $ $ 168,120,251 167,057,181 335,177,432 $ 3,121,659 156,162,360 159,284,019 $ 353,263,166 $ 174,658,108 FY 2017 Revised $ 116,765,000 273,916,658 390,681,658 $ (51,355,251) 106,859,477 55,504,226 $ 411,938,187 $ 58,675,021 FY 2017 Forecast FY 2018 Adopted 16.61% Revised to Adopted Variance % -100.00% 416.06% -16.84% 719,648 29,298,512 - 28,596,699 31,122,369 31,562,867 2,966,168 10.37% 28,596,699 205,447,397 205,447,397 (228,123) 199,987,434 (1,149,205) 204,966,835 (1,149,205) (480,562) -0.23% 524,938 33,000 - 501,939 33,000 - (241,743) 400,000 - -48.16% 1212.12% - 246,301 483,258 51,483 - $ 239,264,093 $ $ $ 3,517,901 3,517,901 $ $ $ 242,781,994 $ $ -30.55% 63.97% 16.56% 1,464,014 (473,104) 239,264,093 589,248 17.53% (1,523,845) 216,339,448 $ $ 0.00% 1,815,889 2,336,234 - 1,523,845 $ 3,170,795 -6.14% 1,661,617 1,631,601 - $ $ - 49.36% 351,875 2,809,338 833,193 216,339,448 4,662,059 $ (636,350) - 14,821 6502 Sale of Asset $ 3,807,145 2,211,071 1,630,897 349,220 - 6450 Interest Income 6500 Miscellaneous 6501 Building & Equipment Rentals $ FY 2017 Adopted (1,230,832) 182,431,847 6352 Other Charges For Services 6360 Internal Service FundCharges $ $ $ 3,517,901 3,517,901 $ $ 242,781,994 $ $ 260,196 433,000 - 235,545,188 - - $ 240,225,816 1,400,000 1,400,000 $ $ 236,945,188 $ - - $ 961,723 0.40% 5,223,616 5,223,616 $ $ 1,705,715 1,705,715 48.49% 48.49% 245,449,432 $ 2,667,438 1.10% Elimination 6360 Internal Service FundCharges Total Revenue Revised to Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Actual Adopted Revised Forecast Adopted Variance % $ (181,978,513) $ (205,447,397) $ (205,447,397) $ (199,987,434) $ (204,966,835) $ 480,562 -0.23% $ (181,978,513) $ (205,447,397) $ (205,447,397) $ (199,987,434) $ (204,966,835) $ 480,562 -0.23% 6800 Transfers In Total Other Financing Sources $ (362,331,304) $ (536,075,827) $ (538,748,778) $ (503,468,264) $ (630,015,927) $ $ (362,331,304) $ (536,075,827) $ (538,748,778) $ (503,468,264) $ (630,015,927) $ (91,267,149) (91,267,149) 16.94% 16.94% Total Sources $ (544,309,817) $ (741,523,224) $ (744,196,175) $ (703,455,698) $ (834,982,762) $ (90,786,587) 12.20% 83 Maricopa County FY 2018 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, and Miscellaneous. Basis for Estimating Revenue For major tax-based revenues, economic forecasting models are applied and the resulting Most Likely forecast scenario is the basis for the budget of those revenue sources in FY 2018. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2018. Taxes Property Taxes Property taxes are imposed on both real and personal property. Primary property taxes finance the County’s general operations through its General Fund. The table to the right contains information on historical property tax levies. Primary property taxes are used to support general operations, whereas secondary property taxes fund voter-approved general obligation bonds and special overrides. As a result of Proposition 117 passed by the voters in 2012, beginning in tax year 2015 (Fiscal Year 2016), the limited primary value (LPV) has been the sole assessed valuation used for all property taxes. The LPV will be the lesser of the full cash value of the property or 5% greater than the previous year’s LPV, whichever is less. At the present time, Maricopa County levies only primary property taxes. The County’s last general obligation bonds were paid in full in FY 2004, and no County secondary taxes have been levied since that time. Property Tax Levies Primary General Fund Fiscal Year 2009 463,492,311 2010 492,230,736 2011 492,224,342 2012 477,571,468 2013 425,111,491 2014 409,775,397 2015 442,762,977 2016 471,193,529 2017 506,222,142 2018* 535,870,745 *Budget Note: Excludes Payments in Lieu of Taxes The Board of Supervisors must adopt the property tax levies for all taxing jurisdictions within the County on or before the third Monday in August for the fiscal year that begins on the previous July 1. Property taxes are paid in arrears in two installments, due October 1 and March 1. Increases in both assessed values and tax levies for primary property tax purposes are limited by the Arizona Constitution. If the primary property tax levy is at the limit, it may increase by only 2% per year on property taxed in the prior year. The schedule on the next page lists Maricopa County primary net assessed values and t ax rates for FY 2018 and the previous nine fiscal years. E stimated assessed values and maximum allowable tax rates are also displayed for the following five years. The FY 2018 primary rate is budgeted at $1.4009 per $100 of assessed value, which is the same as FY 2017, and less than the maximum rate of $1.7884. The Maricopa County Board of Supervisors adopts the property tax rates for each fiscal year and is not required to adopt the maximum rate. FY 2018 net assessed values are increasing by 6% or $2.1 billion when compared to FY 2017. However, the net assessed valuations for FY 2018 are still $11.4 billion lower than the peak in FY 2010. 84 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Net Assessed Values and Tax Rates Primary Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 * ** ** ** ** ** Net Assessed Value (Thousands) 44,881,603 49,675,117 46,842,819 38,492,098 34,263,842 31,996,205 33,519,795 34,623,670 36,135,494 38,251,891 40,541,564 42,725,027 45,336,676 47,986,741 50,739,854 Primary Tax Rate (per $100 N.A.V.) 1.0327 0.9909 1.0508 1.2407 1.2407 1.2807 1.3209 1.3609 1.4009 1.4009 1.7462 1.7136 1.6814 1.6554 1.6298 * Budget **Maximum Rates, Forecasted NAV Source Elliott D. Pollack & Co. 85 The Recommended Budget assumes the Board of Supervisors will adopt a primary tax rate of $1.4009, resulting in a tax levy of $535.9 million, rather than levy the maximum amount allowable ($684.1 million). This will result in an average property tax bill of $181.24 for the median residential home in Maricopa County, valued at $129,376 (limited property value). The chart below illustrates that as the housing market rebounds, assessed values will increase and consequently, the constitutionally allowable tax rate will decrease. Conversely, as noted in FY 2012 through 2014, when the housing market worsens, assessed values decrease and the tax rate would need t o increase to levy a similar amount of taxes. Maricopa County FY 2018 Adopted Budget Budget Summary Schedules The growth of the property tax base is determined by the appreciation level of existing assessed properties and the amount of new construction. The chart below depicts the source of the growth in the assessed valuation, existing property or new construction. As can be seen in the chart, up to 2010 the County saw large growth in new construction and existing property. Then due to the recession, existing property values plummeted and new construction dropped. Since 2015, the County has seen slow growth in new construction and existing properties, and this trend is forecasted for the future. FY 2018 ADOPTED ESTIMATES OF PROPERTY TAX LEVIES AND RATES Net Assessed Value Description MARICOPA COUNTY PRIMARY: FY 2017-18 Adopted FY 2016-17 Adopted FY 2017-18 Adopted Variance 38,251,891,249 36,135,494,474 2,116,396,775 SRP Eff. Ass. Val. Total w/SRP 758,239,862 734,685,173 23,554,689 39,010,131,111 36,870,179,647 2,139,951,464 Additional Levy of 1-cent Rate Tax Rate 3,901,013 3,687,018 213,995 1.4009 1.4009 0.0000 Tax Levy 535,870,745 506,222,142 29,648,603 SRP PILT 10,622,182 10,292,205 329,977 Total Levy & SRP PILT 546,492,927 516,514,347 29,978,580 In FY 2018, the County has budgeted property tax collections at 99.1%, an increase from previous years where the collection rate was budgeted at 98.8%, because the collection rate has been trending higher. This has resulted in the County being able to budget $1.6 million more in property tax revenue than under the old collection rate. Property Tax Collection Analysis Maricopa County Primary Estimated Levy Amount Collections $ 535,870,745 $ 531,047,908 $ 535,870,745 $ 529,440,296 Variance $ 1,607,612 FY 2017-18 Collection Comment Rate 99.1% New collection rate. 98.8% Previous collection rate. Additional budgeted revenue. 86 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules FY 2018 PRIMARY PROPERTY TAX LEVY vs. LEVY LIMIT FY 2018 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 684,096,821 1.7884 FY 2018 Primary Levy (excluding SRP) Primary Tax Rate (per $100 Assessed Value) $ 535,870,745 1.4009 Amount Under Limit: $ 148,226,076 0.3875 21.7% FY 2018 PRIMARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" TOTAL LEVY FY 2018 "Truth-in-Taxation" Primary Levy $ 517,662,844 "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) 1.3533 FY 2018 Primary Levy Primary Tax Rate (per $100 Assessed Value) $ 535,870,745 1.4009 Amount Under/(Over) "Truth-in-Taxation" Levy $ (18,207,901) (0.0476) FY 2018 Median Residential Limited Property Value $ "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ $ -3.5% 129,376 175.08 181.24 (6.16) -3.5% PRIMARY PROPERTY TAX LEVY FY 2018 vs. FY 2017 TAX BILL IMPACT ON MEDIAN HOME FY 2017: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2018 Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) $ $ $ $ 87 121,100 1.4009 169.65 129,376 1.4009 181.24 (11.59) -6.8% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Tax Penalties and Interest Tax Penalties & Interest Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 * 2018 ** Annual Collections 17,842,932 24,102,458 25,014,288 25,175,993 18,464,949 13,568,502 11,835,775 11,017,258 9,393,807 7,519,586 Growth Rate 27.3% 35.1% 3.8% 0.6% -26.7% -26.5% -12.8% -6.9% -14.7% -20.0% The County Treasurer collects penalties and interest on repayment of delinquent property taxes. Proceeds are deposited in the General Fund. Collections fluctuate and are difficult to accurately forecast, so it is prudent to budget this revenue conservatively. FY 2016 collections continued the trend of reduced receipts since FY 2012, averaging 6.9% lower collections year-over-year. For FY 2017, revenues forecasts were reduced based on pending legislation, which proposed a significant reduction in the allowable penalty interest. Although this legislation did not pass, and revenues are slightly ahead of the budget, we are maintaining the conservative approach for the FY 2018 budget. Jail Excise Tax The only special sales tax in Maricopa County at this time is the Jail Excise Tax. The Jail Excise Tax is levied at a rate of 0.2% on all taxable purchases in Maricopa County. * Forecast ** Budget In November 1998, Maricopa County voters approved the Jail Excise Tax to fund construction and operation of adult and juvenile detention facilities. Tax authority began in January 1999 and was to expire after nine years or collections of $900 million. The $900 million was reached in FY 2007. In November 2002, Maricopa County voters approved an extension of the Jail Excise Tax for an additional twenty years after the expiration of the original tax. Annual growth was in decline from FY 2009 through FY 2010 due to the financial recession. In FY 2011, positive year-over-year growth resumed, demonstrating signs of recovery. The increase in FY 2014 revenues were partially due to a one-time payment correcting prior years. FY 2017 collections are forecasted to be on the order of 4% growth and the Most Likely revenue forecast projects an average of 3.7% growth through FY 2023. Licenses and Permits Jail Excise Tax Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 * ** *** *** *** *** *** Annual Collections 116,878,703 107,094,679 112,451,802 118,052,954 124,595,909 133,929,832 140,492,833 146,246,549 151,976,934 158,237,746 162,668,403 167,385,787 173,411,675 181,215,200 189,188,669 Growth Rate -15.4% -8.4% 5.0% 5.0% 5.5% 7.5% 4.9% 4.1% 3.9% 4.1% 2.8% 2.9% 3.6% 4.5% 4.4% * Forecast Maricopa County collects revenue from a v ariety of ** Budget licenses and permits that are issued by various County ***Source Elliott D. Pollack & Co. Forecast (Most Likely ) departments. Rates for licenses and permits are approved by the Board of Supervisors, unless otherwise set forth in State statute. The revenue generated from licenses and permits is generally used to offset the cost of issuance. Examples of licenses and permits include building permits, marriage licenses, dog licenses, and environmental health permits. Listed in the chart on the next page are the actual license and permit revenues recorded for the last eight fiscal years, along with the budgeted revenues for FY 2018. Special Revenue Fund licenses and permits revenue is expected to increase in FY 2018, but General Fund license and permit revenues are expected to decrease in FY 2018 over the current forecast based on information from departments that collect this revenue. 88 Maricopa County FY 2018 Adopted Budget Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Budget Summary Schedules Licenses & Permits Revenues Special General Revenue Total Fund Funds 2,303,516 34,824,035 37,127,551 2,779,039 32,539,247 35,318,286 2,330,508 35,486,437 37,816,945 1,913,679 36,272,999 38,186,678 2,363,458 37,869,389 40,232,847 2,745,683 37,703,970 40,449,653 2,192,729 40,192,205 42,384,934 2,664,234 41,786,339 44,450,573 * 1,395,908 40,988,085 42,383,993 ** 1,342,771 41,751,645 43,094,416 *Forecast **Budget The largest component is license fees paid by cable television companies for operation in unincorporated areas. This has been deposited exclusively into the General Fund in the past, but starting in FY 2017, a portion of those funds are being deposited in the Transportation Fund, a Special Revenue Fund. Licenses and Permits General Fund Department Non Departmental Clerk of Superior Court Sheriff Total FY 2017 FY 2018 Forecast Budget Description $ 679,200 $ 681,528 Cable Television Franchise Fees, Liquor Licenses 579,743 579,743 Marriage Licenses 136,965 81,500 Pawnshop & Peddler's Licenses $ 1,395,908 $ 1,342,771 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 c ertain payments required by intergovernmental agreements (IGA’s). Intergovernmental revenues come from a v ariety of sources, including the Federal government, local cities, and the State of Arizona. Included in the intergovernmental classification are grant revenues that typically carry restrictions on how they may be expended. The following schedule lists the actual intergovernmental and grant revenues recorded for the last eight fiscal years, forecasted collections for FY 2017, and the amounts budgeted for FY 2018. Intergovernmental Revenues General Fund Special Revenue Funds 2009 2010 2011 2012 2013 2014 2015 2016 2017 * 535,999,337 500,275,584 514,511,445 530,821,945 554,591,989 592,086,030 629,393,454 666,744,341 683,216,930 225,480,770 248,569,777 240,326,296 241,497,932 247,578,042 257,116,230 260,771,161 275,593,039 286,832,761 - 674,870 6,160,540 16,845,284 16,697,782 35,321,297 20,772,806 15,079,346 5,672,906 10,136,016 - 762,154,977 755,005,901 771,683,025 789,017,659 837,491,328 869,975,066 905,243,961 948,010,286 980,185,707 2018 ** 709,807,977 303,281,783 - 11,520,765 - 1,024,610,525 Fiscal Year Capital Projects Funds Debt Service Internal Service Funds Total *Forecast **Budget Payments in Lieu of Taxes Payments in Lieu of Taxes Payments in lieu of taxes are collected FY 2017 FY 2018 from the Salt River Project (SRP), the Forecast Budget Federal Government, and from Salt River Project $ 10,235,526 $ 10,622,182 municipalities. SRP estimates their net Federal Bureau of Land Management 3,011,264 3,011,264 assessed value and makes payments in Cities 1,079,834 356,448 lieu of property taxes to each taxing $ 14,326,624 $ 13,989,894 jurisdiction based on the property tax rates. The table to the right identifies the amounts by payer. The cities are budgeted more conservatively than may be necessary, but these dollars can fluctuate. 89 Maricopa County FY 2018 Adopted Budget State Shared Sales Taxes Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 State Shared Sales Tax Annual Growth Rate Collections 394,920,582 -14.3% 366,285,237 -7.3% 385,487,679 5.2% 400,453,542 3.9% 418,642,152 4.5% 447,541,943 6.9% 476,452,380 6.5% 497,359,100 4.4% * 516,460,545 3.8% ** 533,940,557 3.4% *** 550,090,792 3.0% *** 565,493,334 2.8% *** 585,285,601 3.5% *** 611,623,453 4.5% *** 638,534,885 4.4% *Forecast **Budget ***Source Elliott D. Pollack & Co. Budget Summary Schedules Maricopa County does not have legal authority to levy a generalpurpose sales tax. However, the County does receive a portion of the State of Arizona's Transaction Privilege Tax collections, which is deposited in the General Fund. Listed to the left are the actual State Shared Sales Tax collections for the last eight fiscal years, estimates for FY 2017, the budget for FY 2018 and forecasted amounts for the next five years. State Shared Sales Tax experienced the same jump in FY 2014 as the Jail Excise Tax due to a prior year correction and continued to be above 6% in FY 2015. However, growth in retail spending has slowed and is projected to continue into FY 2018 at a v ery moderate pace, budgeted at 3.4% growth over the current forecast. Sustained annual growth rates are predicted based on the Most Likely Forecast scenario from the County’s contracted economist. 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 State Shared Highway User Revenues the following proportions: 50 percent to the State Highway Fund, Fiscal Annual Growth 30 percent to cities and towns and 20 percent to counties. Year Collections Rate Highway user revenues distributed to the counties are allocated based upon fuel sales and estimated consumption as well as population. Maricopa County Highway User Revenue Funds (HURF) are deposited in the Transportation Operations Fund. Listed on the chart to the right are the actual collections of the highway user revenues for the last eight fiscal years, forecasted totals for FY 2017, and the budget for FY 2018. 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 90,419,237 84,950,511 85,975,735 78,928,601 86,815,139 89,630,001 97,931,743 102,652,222 106,729,660 111,917,883 -12.0% -6.0% 1.2% -8.2% 10.0% 3.2% 9.3% 4.8% 4.0% 4.9% In FY 2009, the State of Arizona diverted Highway User Revenue * from the distribution base to fund its Department of Public Safety ** (DPS). That diversion resulted in over $5 million less in HURF *Forecast revenue for Maricopa County. In FY 2012, they increased the **Budget amount by more than $3 million and diverted an addi tional amount for the Motor Vehicle Division (MVD) of the Arizona Department of Transportation (ADOT). That resulted in an additional decrease in funds for Maricopa County of almost $7 million. In FY 2013, the Arizona Legislature removed the appropriation for MVD funding from the Highway User Revenue Fund, resulting in a distribution increase of approximately $5.6 million. The removal of the MVD appropriation accounts for the majority of the growth of 10% in that year. In 2015, the Arizona Legislature made further changes for the FY 2016 budget which continued the diversion of HURF monies to DPS at an increased level, but also included a provision to restore $30 million that bypasses the State Highway Fund. As a result of those changes HURF revenue grew at a steady pace in 2016, 2017, and that is expected to continue in FY 2018. 90 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules State Shared Vehicle License Taxes State Shared Vehicle License Tax Fiscal General Growth Year Fund Rate 2009 126,036,362 -9.5% 2010 116,405,328 -7.6% 2011 113,649,012 -2.4% 2012 113,363,659 -0.3% 2013 118,202,383 4.3% 2014 126,137,174 6.7% 2015 135,043,056 7.1% 2016 146,241,079 8.3% 2017 * 151,767,415 3.8% 2018 ** 156,707,940 3.3% 2019 *** 161,722,594 3.2% 2020 *** 167,221,162 3.4% 2021 *** 173,073,903 3.5% 2022 *** 179,131,490 3.5% 2023 *** 185,401,092 3.5% 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 t he volume of new car sales and the number of new residents moving to Maricopa County. VLT revenue is shared with counties and cities, and a portion is also deposited in the Highway User Revenue Fund (HURF), which is also shared with local governments. *Forecast **Budget ***Source Elliott D. Pollack & Co. (Most Likely) The table above shows actual and forecasted vehicle license tax collections from FY 2009 to FY 2023. As noted in the graph, FY 2017 revenue continues its pattern of monthly volatility in annual growth rates over the prior year, same month. However, the FY 2017 av erage growth is positive and ex pected to continue slowly due to economic recovery resulting from modest increases in population figures and new car purchases. Other Intergovernmental Revenue Other Intergovernmental Revenues include a variety of payments from other jurisdictions, usually as required by Intergovernmental Agreements (IGAs) with the County. The following schedule shows detail of General Fund Other Intergovernmental Revenue. Revenue is projected to be greater in FY 2018 because of a one-time payment from the State of Arizona to help with maintenance of essential services. Other Intergovernmental Revenue General Fund Department Contract Counsel FY 2017 Forecast $ 73,258 Elections 13,287 Enterprise GIS 553,820 Education Service - Juvenile Probation 1,250 Non Departmental Total $ FY 2018 Budget $ - Description Reimbursements Reclassified as an Intergovernmental charge for service and recorded in this new line item 339,286 Aerial Photography Cost Reimbursements from Participating Government Entities 50,000 Garnishment Processing Revenues 641,615 3,000 Fort McDowell, Yavapai Nation and U.S. Marshal Detention Holding Fee 4,777,300 One-time distribution from the State for maintenance of essential services $ 5,169,586 91 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Charges for Services Charges for Services are a b road category of program revenues that include charges to customers, applicants, or other governments who purchase, use, or directly benefit from goods and services provided by the County. 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 eight fiscal years, forecasted revenue for FY 2017 and the budget amount for FY 2018 for: • • • • Intergovernmental Charges for Service Internal Service Charges Patient Service Charges Other Charges for Service The increase in the General Fund for FY 2017 is almost completely due to the contributions from the cities for the November 2016 elections. Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 * 2018 ** General Fund 43,642,013 40,657,924 40,745,732 40,081,935 42,389,389 39,288,121 41,300,301 48,238,386 57,040,334 48,396,989 Special Revenue Funds 135,371,562 129,930,765 149,482,999 137,678,743 108,826,203 106,269,860 109,860,984 111,423,259 106,683,728 106,879,514 Charges for Service Debt Capital Service Projects Fund Funds 2,652,765 17,874,757 2,630,623 17,548,959 2,640,840 19,037,127 2,044,982 4,700,587 3,345,545 9,680,068 2,081,428 5,051,219 716,706 1,397,464 1,371,504 966,008 5,162,085 9,735,564 Internal Service Funds 201,910,980 188,964,926 193,579,637 189,393,283 196,181,587 198,987,186 199,284,052 215,142,214 234,764,146 239,532,620 Eliminations (161,737,799) (133,025,426) (139,567,488) (151,120,029) (159,652,960) (174,874,416) (166,129,757) (181,978,513) (199,987,434) (204,966,835) Total 239,714,278 246,707,771 265,918,847 222,779,501 200,769,832 176,803,398 186,429,750 195,162,858 203,662,859 199,577,852 * Forecast ** Budget Intergovernmental Charges for Services Revenues in this category account for payments as well as the sale of goods and services to outside governments or Districts. Examples include charges to cities and towns for housing jail inmates. Detail of General Fund Intergovernmental Charges for Service is shown in the following table on the next page. 92 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Intergovernmental Charges for Service General Fund FY 2018 Budget FY 2017 Forecast Department Elections $ Medical Examiner 9,904,124 $ 3,064 Non Departmental 2,807,656 Non Departmental 375,331 Assistant County Manager - 940 - Enterprise Technology 8,007 Sheriff Superior Court Total $ 14,617,041 569,510 28,284,733 $ Description 1,840,002 Charges to state and local governments for elections - IGA with Florida Attorney General for Services 3,154,774 District Central Service Reimbursements - Industrial Development Authority Reimbursements 492,252 Industrial Development Authority Reimbursements 8,007 VMware Monitoring and Support to the Stadium and Flood Control Districts 15,211,834 Patrol Services Provided to Cities and Towns and to the Stadium and Flood Control Districts 614,547 Arizona Lengthy Trial Revenue, Municipal Court Juror Fees, Interpreter Fees 21,321,416 Patient Charges In the General Fund, patient charges are received by the residual long-term care program. Special Revenue fund patient charges include amounts received by Public Health and by the Sheriff’s Office for services provided by Correctional Health Services. Internal Service Charges Internal Service Charges are payments between County departments. Rates are established during the budget process. Internal service fee rates are intended to recover from the appropriate user the full cost of the services provided. Internal service charges are usually recorded in the Internal Service Funds. In FY 2018, internal service charges are budgeted to increase primarily due to the increase in charges for technology infrastructure. Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017* 2018 ** Patient Services Revenue Special General Revenue Fund Funds 15,947 1,055,877 28,834 1,288,958 14,129 1,743,447 6,996 1,593,088 7,485 1,598,385 7,300 2,150,660 7,634 2,870,286 7,476 2,914,316 7,478 2,834,544 6,988 2,772,209 Total 1,071,824 1,317,792 1,757,576 1,600,084 1,605,870 2,157,960 2,877,920 2,921,792 2,842,022 2,779,197 *Forecast ** Budget Internal Service Charges FY 2017 FY 2018 Forecast Budget Employee Benefits and Health $ 145,345,155 $ 146,512,734 Enterprise Technology 20,990,427 23,545,017 Equipment Services 13,788,195 14,676,495 Procurement Services 21,744 Risk Management 19,841,913 20,232,589 Total $ 199,987,434 $ 204,966,835 Other Charges for Services The schedule on the next page lists Maricopa County’s Other Charges for Service in the General Fund for FY 2017 and FY 2018. FY 2018 collections of Other Charges for Service are estimated to be slightly less than the FY 2017 Forecast. This is the result of conservative forecasting and moving some revenues out of the “Other Charges for Service” category. 93 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Other Charges for Service Summary General Fund FY 2017 FY 2018 Description Forecast Budget $ 6,211,137 $ 6,211,647 Filing Fees, Passports and Indigent Defense Revenue Department Clerk of the Superior Court Constables 1,591,379 County Attorney 57,704 Education Services 117,000 Elections 1,682 Facilities Management 36,767 Finance 306,247 Human Resources 60,331 Justice Courts 4,449,000 Juvenile Probation 2,215 Medical Examiner 401,439 Non Departmental 1,662,984 Public Defender 19,480 Public Fiduciary 1,421,507 Recorder 10,538,166 Sheriff 555,396 Superior Court 1,067,364 Treasurer 48,750 Waste Resources and Recycling 199,575 Total 1,630,200 Constable Fees 51,815 Charges to Housing Authority 67,000 Garnishment & Support Processing Fees 400 Certifications - Homeless Campus Protective Services Fee 285,000 Collections Fee 55,000 Garnishments, Copies, Parking and Lost Bus Card Fees 4,450,000 Defensive Driving Fees, Civil Trial Jury Fees and Other Miscellaneous Court Fees 2,200 Miscellaneous Charges and Restitution 415,000 Cremation Certificate Fees and Transport Fees 1,651,408 Tax Sale Fees and Sheriff Fees - Reimbursement for Legal Services 1,200,871 Fiduciary Fees and Probate Fees 8,680,001 Document Recording Fees 553,000 Other Tax Sales Fees and Various Civil Fees 1,583,522 Family Court Filings, Civil Trial Jury Fees and Attorney Fees Paid By Parents 40,000 Miscellaneous Charges 191,521 Transfer Stations $ 28,748,123 $ 27,068,585 Fines and Forfeits Through statutory and enforcement authority, Maricopa County collects various fines such as civil traffic citations and court fines. The largest source of General Fund fine and forfeit revenue is the Justice Courts. Budgeted fine revenue for FY 2018 is slightly above forecasted collections for FY 2017 in the special revenue funds, but lower in the General Fund. Court fine and fee revenues have been steadily declining since the high period of FY 2009 due to deferrals and fee waivers granted to individuals whom the court deems are unable to pay. Environmental Services has seen a reduction in food service permits and consequently the associated fines. Department Air Quality Clerk of the Superior Court Elections Environmental Services Justice Courts Sheriff Superior Court Fiscal Year 2009 Fines & Forfeits Special General Revenue Fund Funds 16,370,071 20,196,311 2010 15,408,833 18,938,132 34,346,965 2011 14,356,767 18,950,986 33,307,753 2012 2013 2014 12,151,054 12,374,331 11,779,634 18,090,680 17,675,017 16,472,333 30,241,734 30,049,348 28,251,967 2015 10,863,122 13,651,333 24,514,455 2016 11,761,462 13,031,972 24,793,434 2017 * 10,766,341 13,998,978 24,765,319 2018 ** 10,746,561 14,277,582 25,024,143 Total 36,566,382 * Forecast ** Budget Fines and Forfeits Summary General Fund FY 2018 FY 2017 Description Budget Forecast $ 3,420 $ Travel Reduction Enforcement Assessment 2,210,610 2,210,610 Superior Court Fines 11,940 7,000 Campaign Finance Penalty Fees 26,385 22,221 Code Enforcement Fines 8,506,613 8,506,613 Civil Traffic, Misdemeanor Criminal Adjudication, Small Civil Cases 5,992 Civil Sanctions and Traffic Fines 1,381 117 Juror Fines Total $ 10,766,341 $ 10,746,561 94 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Miscellaneous Revenue Maricopa County classifies miscellaneous revenues as any revenues that do not fall within a more specific revenue category. Examples of miscellaneous revenues include sales of copies, interest earnings, building rental, insurance recoveries, map sales, and equipment rental as well as sales of fixed assets. Listed below are the combined miscellaneous revenues and interest earnings recorded for the last eight fiscal years, forecasted amounts for FY 2017, plus the budget for FY 2018. Miscellaneous revenues are recorded in all fund types. Fiscal Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 * 2018 ** General Fund 15,056,656 13,651,212 14,357,522 15,242,487 14,406,727 8,667,004 11,180,164 10,282,298 10,806,716 4,867,140 Special Revenue Funds 28,310,635 20,099,288 7,837,262 7,675,012 6,815,847 5,898,146 7,827,701 8,727,138 5,645,612 13,389,168 Miscellaneous Revenue Debt Capital Service Projects Funds Funds 658,513 15,144,274 276,414 5,769,517 31,862 (1,016,103) 5,234 650,549 93,726 1,314,671 74,540 358,982 43,748 69,650 91,738 407,606 40,030 75,988 200 Internal Service Funds 3,881,287 1,805,553 3,226,545 1,198,400 1,557,999 9,146,596 1,250,777 1,197,234 781,042 693,196 Total 63,051,365 41,601,984 24,437,088 24,771,682 24,188,970 24,145,268 20,372,040 20,706,014 17,349,388 18,949,704 * Forecast ** Budget General Fund miscellaneous revenues include interest income, building rental income, public record copy fees, and bad check fees. FY 2018 is less than the FY 2017 forecast because 2017 included a one-time rebate from the state of $4.9 million for Juvenile Corrections payments in Non Departmental. Miscellaneous Revenue General Fund Department FY 2017 Forecast Assessor $ Clerk of the Superior Court 183,442 FY 2018 Budget $ 150,680 County Attorney 5,300 Fees from Private Defense for Discovery Information 9,236 88 285,506 592,200 4,683 Legal Advocate Non Departmental 6,008 9,600 600 592,000 4,700 1,777 8,437,697 Procurement 761,000 Purchase Card Rebates - Recorder 250,400 Lease Revenue 275,113 Sheriff 57,067 Superior Court Water Resources and Recycling 1,163 25,425 Total $ 10,806,716 Sale of Copies and Maps Parking Meter Revenue Sale of Computer Equipment Lease Revenue Bus Card Replacement Sale of Copies Insurance Reimbursements/Restitution Reimbursement 2,700,012 Interest, Loss Reimbursement, Fire District, Reimbursement, Tax Deed Sales 776,778 Real Estate 180,000 Sale of Maps, Copies, Data, etc. 70,000 Sale of Copies and Bad Check Fees, Interest 5,861 Elections Emergency Management Enterprise Technology Facilities Management Human Resources Justice Courts Juvenile Probation Description 253,397 Micrographics and Photocopy Sales and Postage - Sale of Copies and Reimbursement for ID Cards and Impound Fees 644 Sale of Copies 33,479 Lease Revenue, Scrap Metal Proceeds $ 4,867,140 95 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Other Financing Sources Other Financing Sources include Proceeds of Financing (debt) and Fund Transfers In. Proceeds of Financing In FY 2015, the County entered into a lease purchase agreement for the desktop, laptop and server replacements. Additionally, on April 8, 2015, the Board adopted a resolution authorizing the issuance of certificates of participation (COPs) for the financing of pending capital projects. I n the current recommendation, $116,765,000 in revenues are budgeted for Proceeds of Financing in FY 2018. This is for the Madison Street Jail Adaptive Reuse Project. Please refer to the Debt Service section of this document for a discussion of Maricopa County’s debt policies and the Capital Improvement Program section for additional information on the uses of the proceeds of financing. Fund Transfers In A schedule of Fund Transfers is provided later in this section. There is an on-going transfer from the General Fund to the Detention Fund for the statutorily required Maintenance of Effort payment. In addition, in FY 2018 an additional transfer of $32 million is budgeted from the General Fund to the Detention fund to maintain structural balance in that fund; however the actual transfer will only be the amount actually required to maintain the structural balance at year end. The General and Detention Funds also provide one-time transfers to the Capital Projects funds to fund the County’s modified payas-you-go capital program. 96 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Fund Balance Summary and Variance Commentary The following schedule lists estimated beginning fund balances, estimated sources and uses for the upcoming fiscal year, along with resulting estimated fund balances at the end of the upcoming fiscal year. “Beginning fund balance” represents resources accumulated within each fund as of the start of the fiscal year, based on actual and projected revenues and expenditures for prior fiscal years. Presentation of fund balances has been adjusted in accordance with Statement 54 of the Government Accounting Standards Board (GASB). Classification of Fund Balances For budgeting purposes, fund balances exclude any amounts defined as “non-spendable,” such as fixed assets. Ending fund balances are classified as “restricted,” “committed,” or “unassigned” as appropriate; there are no budgeted fund balances that are considered “assigned.” “Restricted” fund balances are subject to externally enforceable legal restrictions; for Maricopa County, examples include special revenue funds established by State statute and grant funds. “Committed” fund balances are constrained by limitations that the County imposes upon itself at its highest level of decision making (i.e., the Board of Supervisors); examples include certain special revenue and capital projects funds established by the Board for specific purposes. Fo r the General Fund, any remaining amount that is not restricted or committed is “unassigned,” but for other funds, only a negative ending balance would be categorized in this way. Estimating Fund Balances The process for estimating all beginning fund balances for the upcoming fiscal year begins with audited actual fund balance information as of the end of the prior fiscal year, as presented in the Maricopa County Comprehensive Annual Financial Report (CAFR). The only exception is the Risk Management Trust Fund (675), in which the actuarially-estimated amount of long-term liabilities is added bac k into the beginning fund balance. This provides a more realistic portrayal of resources available in this fund for budgeting purposes. Beginning balances for the upcoming fiscal year are estimated by taking the audited ending balance for the prior fiscal year, adding the forecasted sources for the current fiscal year, and subtracting the forecasted uses for the current fiscal year. Negative Fund Balances Negative beginning fund balances are reported for a number of grant funds due to GASB financial reporting requirements that disallow the inclusion of revenues received more than 60 days following the end of the fiscal year. The Department of Finance and the Budget Office work with affected departments to improve their financial reporting practices, and to ensure that annual expenditures remain within authorized grant awards and that any reimbursements due are received in a timely manner. In addition to the grant funds, the following funds are also projected to have a deficit fund balance at the end of FY 2018: Superior Court Fill the Gap Fund (264) At the end of the fiscal year, the Superior Court is required by the Administrative Office of the Court (AOC) to transfer out the excess revenue over expenditures in Fund 264 back to Fund 701 to be processed by the Finance and Treasurer Staff until approval is received from the AOC to spend it in the new fiscal year. As a result, the remaining transactions of accrual entries results with a negative fund balance at the beginning of the fiscal year. Offsetting revenue will be recorded in a subsequent period. 97 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Emergency Management (215) The Emergency Management Fund receives some grant revenue, which is received as a reimbursement and results in a deficit balance at the close of the fiscal year. Risk Management Fund (675) The Risk Management Fund is budgeted to have a negative fund balance at the end of FY 2018 due to the anticipated expenditure of large, non-routine claims in the coming year. Contingency has been set aside in the Non Departmental budget to provide resources if and when the claims settle. Change in Fund Balances Policies and guidelines require that on-going County operations are funded with on-going revenues. Fund balances are uses for one-time and capital expenditures. Most changes to the ending fund balances are a result of one-time expenditures. The General and Detention Operations (255) funds (*) will show a c hange in fund balance from the beginning balance to the ending balance due to the transfer of resources in excess of uses to the County’s Capital Improvement funds to provide funding for identified and future capital and technological improvements. Grant funds reflect a change in the fund balance primarily because of the timing of the grant receipts. The majority of the County’s grants do not receive funds in advance from their grantors. Expenditures are submitted to the grantors for reimbursement at the close of the accounting period. Receipts not received within 60 days of the close of the fiscal year are not considered revenue for the year billed, thus influencing the grant fund balances. The Emergency Management (215) fund (**) is similar to a grant fund as it relates to its revenue. The Debt Service funds show a change in fund balance as the balances are used to pay off existing debt. All capital project funds balances are changing more than 10%. These funds are part of the County’s modified “pay-as-you-go” capital funding policy. Resources and funds are transferred as needed to fully fund all programs identified in the County’s Capital Improvement Program. Please refer to the Capital Improvement section of this document for more discussion. Other funds with changes to their fund balance in excess of 10% are identified with a superscript “1” following their name in the schedule below. Per County policy and guidelines, the change in these fund balances is a result of one-time expenditures. 98 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Fund 100 - General Subtotal General Fund Beginning Fund Balance $ 134,647,118 Total Sources $ 1,324,039,413 Total Uses $ 1,458,686,531 $ Restricted - $ 134,647,118 $ 1,324,039,413 $ 1,458,686,531 $ - $ 1,660,665 $ $ $ Ending Spendable Fund Balance: Committed Assigned Unassigned $ $ $ $ - $ - $ - $ - $ - $ - Special Revenue Non Grant Funds 201 - Adult Probation Fees 1 1 203 - Sheriff Donations 204 - Justice Court Judicial Enhancement 205 - Court Document Retrieval 206 - Officer Safety Equipment 1 207 - Palo Verde 1 208 - Judicial Enhancement 1 209 - Public Defender Training 210 - Waste Management 1 212 - Sheriff RICO 213 - County Attorney RICO 1 214 - Sheriff Jail Enhancement 215 - Emergency Management** 218 - Clerk of Court Fill The Gap 1 220 - Diversion 221 - County Attorney Fill the Gap 1 225 - Spur Cross Ranch Conservation 226 - Planning and Development Fees 228 - Juvenile Probation Special Fee 1 229 - Juvenile Restitution 1 232 - Transportation Operations 235 - Del Webb 1 236 - Recorders Surcharge 239 - Parks Souvenir 240 - Lake Pleasant Recreation Services 241 - Parks Enhancement 243 - Parks Donations 1 1 1 245 - Justice Courts Special Revenue 252 - Inmate Services 254 - Inmate Health Services 255 - Detention Operations* 1 1 256 - Probate Fees 257 - Conciliation Court Fees 1 258 - Sheriff Towing and Impound 1 259 - Superior Court Special Revenue 261 - Law Library Fees 1 262 - Public Defender Fill the Gap 263 - Legal Defender Fill the Gap 264 - Superior Court Fill the Gap 265 - Public Health Fees 1 266 - Check Enforcement Program 267 - Criminal Justice Enhancement1 12,672,199 13,472,199 860,665 247,986 62,014 220,000 90,000 - - - 1,704,171 920,344 254,523 737,183 1,053,207 52,000 737,183 1,053,207 302,000 1,704,171 920,344 4,523 - - - 750,719 3,657,903 704,721 1,399,000 725,234 2,749,000 730,206 2,307,903 - - - 201,002 429,358 285,490 65,000 472,028 494,352 14,464 6 - - - 63,467 3,090,525 2,666,936 1,750,000 2,185,173 1,482,444 1,750,000 2,185,173 3,482,444 63,467 3,090,525 666,936 - - - (91,773) 1,372 767,057 1,019,264 1,905,898 1,718,186 1,033,941 1,905,898 2,485,243 1,372 - - - 145,390 205,834 1,529,368 272,132 1,529,368 397,132 145,390 80,834 - - - 8,853,384 985,839 9,924,115 2,412,699 9,135,322 2,669,777 728,761 - - 9,642,177 - (106,450) - 30,740 1,430 7,430 24,740 - - - 42,562,704 931,885 125,011,185 3,807,689 125,011,185 4,743,134 42,562,704 - - - (3,560) 25,090 695,123 1,290,690 459,235 396,183 2,848,028 5,240,317 30,293 396,182 3,543,151 6,068,654 323,570 25,091 462,353 165,958 - - - 1,619,273 7,734,573 687,136 6,798,886 9,596,352 369,950 6,798,886 9,596,352 585,888 1,619,273 7,734,573 471,198 - - - 33,303,664 396,390,185 429,693,849 - - - - 93,167 392,000 467,000 18,167 - - - 650,929 177,290 1,755,169 1,583,362 186,746 4,932,280 1,583,362 356,746 5,172,280 650,929 7,290 1,515,169 - - - 2,067,995 92,594 1,225,447 843,871 1,225,447 936,465 2,067,995 - - - - 1,223 (61,420) 6,560,026 70,746 495,520 66,362 2,202,900 6,793,302 50,200 1,294,408 66,362 2,202,900 7,043,302 120,946 1,547,794 1,223 6,310,026 242,134 - - (61,420) - 268 - Victim Compensation Restitution 999,833 199,800 199,800 999,833 - - - 269 - Victim Compensation Interest 270 - Child Support Enhancement 806,791 974,710 10,500 31,000 22,752 20,000 794,539 985,710 - - - 101,480 637,500 677,500 61,480 - - - 54,018 2,000 49,000 7,018 - - - 1,473,188 2,570,690 2,655,000 1,388,878 - - - 271 - Expedited Child Support 1 273 - Victim Location1 274 - Clerk of the Court EDMS 275 - Juvenile Probation Diversion1 276 - Spousal Maintenance Enforcement Enhancement 1 280 - Superior Court Building Repair 282 - Domestic Relations Mediation Education 290 - Waste Tire 453,807 180,000 383,265 250,542 - - - 122,211 108,000 108,000 122,211 - - - 195,000 124,757 3,370,939 193,550 5,400,000 195,000 193,550 4,952,726 124,757 3,818,213 - - - 99 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) Beginning Fund Balance Fund 1 504 - Air Quality Fees 506 - Environmental Services Environmental Health 572 - Animal Control License/Shelter 1 574 - Animal Control Field Operations 1 669 - Small School Service 741 - Taxpayer Information 780 - School Transportation 782 - School Communication1 790 - Educational Supplemental Program 1 Subtotal Non Grant Funds $ Grant Funds 211 - Adult Probation Grants 216 - Clerk of the Court Grants $ Total Sources Total Uses 11,826,527 10,081,357 12,339,789 20,227,476 15,111,346 21,092,057 9,054,970 - 809,978 1,690,978 147,807 425,596 252,502 11,045,516 3,749,933 109,551 304,341 600,000 11,377,828 4,074,933 109,551 304,341 600,000 477,666 1,365,978 147,807 425,596 252,502 889,889 764,727 163,324,149 $ 667,681 495,594 670,164,390 1,380,347 869,653 718,667,035 177,223 390,668 96,133,981 (58,299) $ - 2,512,292 1,442,472 $ $ 2,512,292 1,442,472 217 - CDBG Housing Trust 219 - County Attorney Grants 222 - Human Services Grants 223 - Transportation Grants 224 - Medical Examiner Grants 227 - Juvenile Probation Grants 230 - Parks and Recreation Grants 233 - Public Defender Grants (137,759) 153,849 (577) 410,226 19,838 (8,385) 10,343,521 6,874,498 40,842,630 593,000 50,000 4,113,768 23,560 198,518 10,343,521 6,924,498 40,842,630 593,000 50,000 4,113,768 23,560 198,518 238 - Superior Court Grants 249 - Non-Departmental Grants 251 - Sheriff Grants (82,304) (704) (489,033) 4,082,087 11,880,226 8,847,429 4,082,087 11,880,226 8,847,429 339,377 5,403,005 67,198 52,891,093 33,198,027 183,702,701 $ - 9,216,776 - $ $ 153,849 410,226 19,838 - $ $ 268,563 33,247 885,723 Subtotal Special Revenue $ 162,468,255 $ 853,867,091 $ 902,817,759 $ 97,019,704 $ $ $ $ 669,815 17,785,787 18,455,602 $ $ 124,294,130 7,817,286 132,111,416 $ $ 124,123,130 643,559 124,766,689 $ Subtotal Debt Service $ 840,815 24,959,514 25,800,329 $ 100,994,204 $ 68,533,087 $ 131,756,231 $ 37,771,060 $ 320 - County Improvement Debt 321 - County Improvement Debt 2 234 - Transportation Capital Project1 422 - Intergovernmental Capital Projects 1 268,563 (15,938) (1,346,641) 33,247 398,023 (855,894) $ $ Ending Spendable Fund Balance: Committed Assigned 339,377 5,403,005 67,198 52,891,093 33,596,050 184,150,724 292 - Correctional Health Grants 503 - Air Quality Grants 505 - Environmental Services Grants 532 - Public Health Grants 573 - Animal Control Grants 715 - School Grants Subtotal Grant Funds $ 108,568 3,852,567 (1,800,000) 1 440 - County Improvement 441 - County Improvement 441 1 445 - General Fund County Improvements 455 - Detention Capital Projects 1 460 - Technology Capital Improvement1 461 - Detention Tech Cap Improvement1 Subtotal Capital Projects $ $ 654 - Equipment Services 1 673 - Reprographics 1 675 - Risk Management1 681 - Telecommunications 1 685 - Benefits Trust 686 - Benefits Trust-Agency Subtotal Internal Services $ 900 - Eliminations Restricted $ Subtotal Eliminations $ - $ $ (171,430) (58,299) - - - (187,759) (577) (8,385) - - (82,304) (704) (489,033) - $ - $ (15,938) (1,346,641) (2,189,640) $ - $ (2,361,070) - $ - $ - $ - $ 18,858,953 $ $ - - - 90,900,796 116,765,000 67,909,071 37,000,000 - 26,844,292 77,965,000 - - - 301,308,357 - - 54,872,672 - - 80,139,695 82,291,000 146,555,808 $ 2,364,856 411,938,187 3,268,162 $ (188,570) 16,993,774 188,570 Total All Funds $ 1,183,034,521 - 677 76,347,961 - - - 30,960,450 26,065,837 $ $ - 108,091 305,100,091 4,216,861 1,271,377 20,472,505 616 29,040,951 $ - $ - 200 213,955,471 175,362,643 33,504,324 831,077,868 $ 18,858,953 Unassigned - 26,142,105 23,633,017 163,210,956 15,281,010 245,449,432 $ $ $ 35,369,180 581,129,076 17,826,129 34,364,359 24,479,251 158,374,650 15,281,010 250,325,399 162,624,921 $ $ $ $ (834,982,762) $ (834,982,762) $ $ (834,982,762) $ (834,982,762) $ $ 2,125,078,050 $ 2,490,087,419 $ 500,000 200,895,981 25,308,811 616 25,309,427 341,680,714 $ $ $ $ $ $ 460,990,998 2,435,807 425,143 2,860,950 482,710,901 $ $ - $ $ $ - $ $ $ - $ $ $ - $ (4,005,393) (4,005,393) (6,366,463) Structural Balance The Budget Guidelines and Priorities adopted by the Board, require the budget to be structurally balanced, meaning that recurring expenditures are fully supported by recurring revenues over the economic cycle. This FY 2018 budget follows this key guideline in nearly all funds. However, the budgets 100 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules for a few funds are not structurally balanced, often for technical reasons. The following is an explanation by fund of each instance of structural deficit: Animal Control License Shelter (572) The Animal Control License Shelter Fund (572) is not structurally balanced for FY 2018 due to the increasing costs associated with the care of animals in the shelter. These costs include but are not limited to pharmaceuticals, extended stay for surgeries or other treatments and miscellaneous expenses associated with increasing pet adoptions. Although the revenue in this fund is collected primarily from dog licensing and is budgeted to increase, it is not enough to cover the shelter expenditures. The Department is exploring options for increasing fees and reducing expenses to bring the budget back into structural balance. Risk Management (675) The Risk Management Fund structural imbalance is due to the anticipated expenditure of large, nonroutine claims in the coming year. Contingency has been set aside in the Non Departmental budget to provide resources if and when the claims settle. Consolidated Operating Sources, Uses and Structural Balance by Fund Fund 100 - General TOTAL FOR GENERAL FUND: 201 - Adult Probation Fees Sources Operating Uses Operating $ 1,308,944,795 $ 1,308,944,795 $ 1,308,944,795 $ 1,308,944,795 $ $ $ $ $ 12,672,199 12,672,199 Structural Balance - 203 - Sheriff Donations 204 - Justice Court Judicial Enhancement 205 - Court Document Retrieval 206 - Officer Safety Equipment 62,014 737,183 1,053,207 52,000 60,000 737,183 1,053,207 52,000 2,014 - 207 - Palo Verde 208 - Judicial Enhancement 209 - Public Defender Training 212 - Sheriff RICO 213 - County Attorney RICO 214 - Sheriff Jail Enhancement 215 - Emergency Management 218 - Clerk of Court Fill The Gap 704,721 1,399,000 285,490 1,750,000 2,185,173 1,482,444 944,264 1,905,898 704,721 1,399,000 285,490 1,750,000 2,185,173 1,482,444 944,264 1,905,898 - 220 - Diversion 221 - County Attorney Fill the Gap 1,718,186 1,529,368 1,718,186 1,529,368 - 225 - Spur Cross Ranch Conservation 226 - Planning and Development Fees 228 - Juvenile Probation Special Fee 229 - Juvenile Restitution 272,132 9,924,115 2,412,699 1,430 272,132 8,456,606 2,412,699 1,430 101 1,467,509 - Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) Sources Operating Fund 232 - Transportation Operations 235 - Del Webb 236 - Recorders Surcharge Uses Operating Structural Balance 125,011,185 3,807,689 72,123,947 3,740,646 52,887,238 67,043 396,183 2,848,028 5,240,317 30,293 6,798,886 396,182 2,848,028 5,240,230 25,404 6,798,886 1 9,596,352 369,950 395,640,185 392,000 1,583,362 186,746 9,596,352 369,950 395,640,185 392,000 1,583,362 186,746 - 259 - Superior Court Special Revenue 4,932,280 4,932,280 - 261 - Law Library Fees 262 - Public Defender Fill the Gap 263 - Legal Defender Fill the Gap 264 - Superior Court Fill the Gap 1,225,447 809,552 66,362 2,202,900 1,225,447 807,679 66,362 2,202,900 1,873 - 265 - Public Health Fees 266 - Check Enforcement Program 6,793,302 50,200 6,793,302 50,200 - 267 - Criminal Justice Enhancement 268 - Victim Compensation Restitution 269 - Victim Compensation Interest 1,294,408 199,800 10,500 1,294,408 199,800 10,500 - 31,000 637,500 2,000 637,500 - 2,570,690 180,000 108,000 2,570,690 180,000 108,000 193,550 5,400,000 12,339,789 20,227,476 11,045,516 3,749,933 109,551 304,341 193,550 4,952,726 11,193,314 19,480,116 11,362,828 3,749,933 109,551 304,341 600,000 667,681 495,594 600,000 667,681 495,594 239 - Parks Souvenir 240 - Lake Pleasant Recreation Services 241 - Parks Enhancement 243 - Parks Donations 245 - Justice Courts Special Revenue 252 - Inmate Services 254 - Inmate Health Services 255 - Detention Operations 256 - Probate Fees 257 - Conciliation Court Fees 258 - Sheriff Towing and Impound 270 - Child Support Enhancement 271 - Expedited Child Support 273 - Victim Location 274 - Clerk of the Court EDMS 275 - Juvenile Probation Diversion 276 - Spousal Maintenance Enforcement Enhancement 282 - Domestic Relations Mediation Education 290 - Waste Tire 504 - Air Quality Fees 506 - Environmental Services Environmental Health 572 - Animal Control License/Shelter 574 - Animal Control Field Operations 669 - Small School Service 741 - Taxpayer Information 780 - School Transportation 782 - School Communication 790 - Educational Supplemental Program 795 - Educational Supplemental Program TOTAL FOR SPECIAL REVENUE FUND: $ 669,240,071 102 $ 612,752,620 87 4,889 - 31,000 2,000 447,274 1,146,475 747,360 (317,312) - $ 56,487,451 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) Sources Operating Fund 211 - Adult Probation Grants 216 - Clerk of the Court Grants 217 - CDBG Housing Trust $ 2,512,292 1,442,472 10,343,521 219 - County Attorney Grants 222 - Human Services Grants 223 - Transportation Grants 224 - Medical Examiner Grants 227 - Juvenile Probation Grants Uses Operating $ 2,512,292 1,442,472 10,343,521 Structural Balance $ - 6,800,061 40,842,630 50,000 4,113,768 6,800,061 40,842,630 50,000 4,113,768 - 230 - Parks and Recreation Grants 233 - Public Defender Grants 238 - Superior Court Grants 249 - Non-Departmental Grants 251 - Sheriff Grants 292 - Correctional Health Grants 23,560 198,518 4,082,087 5,858,567 8,847,429 339,377 23,560 198,518 4,082,087 5,858,567 8,847,429 339,377 - 503 - Air Quality Grants 5,403,005 5,403,005 - 67,198 52,171,700 33,198,027 67,198 52,171,700 33,198,027 - 505 - Environmental Services Grants 532 - Public Health Grants 573 - Animal Control Grants 715 - School Grants TOTAL FOR SPECIAL REVENUE FUND-GRANT: $ 176,294,212 $ 176,294,212 $ 320 - County Improvement Debt 321 - County Improvement Debt 2 TOTAL FOR DEBT SERVICE FUND: $ 19,540,198 419,648 19,959,846 $ 18,399,600 18,399,600 $ 234 - Transportation Capital Project 445 - General Fund County Improvements $ 8,955,532 $ 455 - Detention Capital Projects 460 - Technology Capital Improvement TOTAL FOR CAPITAL PROJECTS FUND: $ 587,500 11,640,000 21,183,032 $ $ - $ 900 - Eliminations $ (461,909,366) $ (461,909,366) $ $ (461,909,366) $ (461,909,366) $ TOTAL FUNDS : $ 1,973,938,406 103 $ 16,976,629 34,364,359 23,633,017 158,174,650 15,281,010 248,429,665 $ $ TOTAL FOR ELIMINATION: $ - $ 654 - Equipment Services 673 - Reprographics 675 - Risk Management 681 - Telecommunications 685 - Benefits Trust 686 - Benefits Trust-Agency TOTAL FOR INTERNAL SERVICE FUND: $ 16,976,629 21,124,204 23,633,017 163,210,956 15,281,010 240,225,816 $ $ 1,902,911,526 $ $ $ 1,140,598 419,648 1,560,246 8,955,532 587,500 11,640,000 21,183,032 (13,240,155) 5,036,306 (8,203,849) 71,026,880 Maricopa County FY 2018 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 1980, with base adjustments approved by County voters or by the Legislature as functions are transferred to or from the County. The Commission makes annual adjustments to reflect changes in population and in inflation, as measured by the Gross Domestic Product Price Deflator. Expenditures from “local revenues” are subject to limitation. Generally, local revenues include taxes, fees, and fines assessed by the County, but exclude revenues from intergovernmental payments, grants, proceeds of debt, and interest earnings. Maricopa County’s expenditures subject to limitation are certified by the State Auditor General, and published in an annual Expenditure Limitation Report. When actual expenditures subject to limitation are less than the limitation, the excess capacity can be carried forward to future fiscal years. For this reason, actual expenditures are reported as $1 less than the limitation. Expenditure Limitation FY 2018 Expenditure Limitation $ 1,326,363,336 FY 2018 Expenditures Subject to Limitation $ 1,326,363,335 Expenditures (Over)/Under Limitation $ 104 1 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group FY 2017 Adopted FY 2017 Revised Revised vs. Adopted FY 2018 Adopted JUDICIAL D110 ADULT PROBATION 100 GENERAL Non Recurring Non Project Operating All Appropriations 201 ADULT PROBATION FEES Non Recurring Non Project Operating All Appropriations 211 ADULT PROBATION GRANTS Operating All Appropriations 255 DETENTION OPERATIONS Non Recurring Non Project Operating All Appropriations $ $ $ $ 820,000 12,743,611 13,563,611 $ $ $ $ 54,000 52,087,521 52,141,521 820,000 12,743,611 13,563,611 $ $ $ $ 54,000 54,898,535 54,952,535 800,000 12,672,199 13,472,199 $ $ 2,807,783 2,807,783 $ $ 2,924,101 2,924,101 $ $ 2,512,292 2,512,292 $ 27,000 34,545,666 34,572,666 101,968,190 $ 27,000 35,088,861 35,115,861 103,745,094 $ 162,000 34,810,341 34,972,341 105,909,367 $ D110 Total $ D240 JUSTICE COURTS 100 GENERAL Non Recurring Non Project Operating All Appropriations 204 JUSTICE COURT JUDICIAL ENHANCEMENT Operating All Appropriations 237 JUSTICE COURTS PHOTO ENFORCEMENT Non Recurring Non Project All Appropriations 245 JUSTICE COURTS SPECIAL REVENUE Non Recurring Non Project Operating All Appropriations D240 Total D270 JUVENILE PROBATION 100 GENERAL Operating All Appropriations 227 JUVENILE PROBATION GRANTS Operating All Appropriations 228 JUVENILE PROBATION SPECIAL FEE Non Recurring Non Project Operating All Appropriations 229 JUVENILE RESTITUTION Non Recurring Non Project Operating All Appropriations 255 DETENTION OPERATIONS Operating All Appropriations 54,000 50,970,130 51,024,130 $ $ 500,327 17,812,231 18,312,558 $ $ $ $ 500,327 18,124,108 18,624,435 $ $ $ $ $ $ 737,183 737,183 $ $ 737,183 737,183 $ $ $ $ 9,000 9,000 $ $ 9,000 9,000 $ $ $ 100,000 6,664,653 6,764,653 25,823,394 $ 100,000 6,664,653 6,764,653 26,135,271 $ $ $ $ $ $ $ 18,252,388 18,252,388 737,183 737,183 6,798,886 6,798,886 25,788,457 $ 135,000 (278,520) (143,520) 2,164,273 $ $ - $ $ - $ $ $ $ $ (500,327) 128,280 (372,047) (9,000) (9,000) 185,721 185,721 17,611,596 17,611,596 $ $ 3,811,356 3,811,356 $ $ 3,928,047 3,928,047 $ $ 4,113,768 4,113,768 $ 410,888 2,669,777 3,080,665 $ 410,888 2,669,777 3,080,665 $ $ $ 6,007 4,000 10,007 $ $ 6,007 4,000 10,007 $ $ 34,219,259 34,219,259 $ $ 34,674,620 34,674,620 $ $ 105 (411,809) (411,809) $ $ 257,078 $ 2,412,699 2,669,777 $ 6,000 $ 1,430 7,430 $ 35,451,657 $ 35,451,657 $ $ $ $ - $ $ 42,584 42,584 17,569,012 17,569,012 $ $ - (20,000) (71,412) (91,412) $ $ $ $ $ $ $ $ 17,154,428 17,154,428 $ $ - 2,811,014 2,811,014 (100,000) 134,233 34,233 (346,814) $ $ $ $ - - (153,810) (257,078) (410,888) (7) (2,570) (2,577) 777,037 777,037 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted 275 JUVENILE PROBATION DIVERSION Non Recurring Non Project Operating All Appropriations $ $ D270 Total $ 174,502 214,095 388,597 58,664,312 D800 SUPERIOR COURT 100 GENERAL Disaster Rec Equipment $ 337,000 Disaster Recovery Equip Oper 97,933 Non Recurring Non Project 3,000 Operating 81,854,793 Sup Court Case Mgmt System 1,899,500 Sup Ct For The Record Equip 1,500,000 All Appropriations $ 85,692,226 208 JUDICIAL ENHANCEMENT Operating $ 499,000 All Appropriations $ 499,000 238 SUPERIOR COURT GRANTS Operating $ 3,432,507 All Appropriations $ 3,432,507 256 PROBATE FEES Non Recurring Non Project $ 50,000 Operating 392,000 All Appropriations $ 442,000 257 CONCILIATION COURT FEES Operating $ 1,583,362 All Appropriations $ 1,583,362 259 SUPERIOR COURT SPECIAL REVENUE Non Recurring Non Project $ 246,371 Operating 4,881,783 All Appropriations $ 5,128,154 261 LAW LIBRARY FEES Non Recurring Non Project $ Operating 1,165,971 All Appropriations $ 1,165,971 264 SUPERIOR COURT FILL THE GAP Non Recurring Non Project $ Operating 2,202,900 All Appropriations $ 2,202,900 271 EXPEDITED CHILD SUPPORT Non Recurring Non Project $ Operating 677,500 All Appropriations $ 677,500 276 SPOUSAL MAINTENANCE ENFORCEMENT ENHANCEMENT Operating $ 108,000 All Appropriations $ 108,000 280 SUPERIOR COURT BUILDING REPAIR Non Recurring Non Project $ 1,650,474 All Appropriations $ 1,650,474 282 DOMESTIC RELATIONS MEDIATION EDUCATION Operating $ 200,600 All Appropriations $ 200,600 D800 Total $ 102,782,694 Total Judicial $ 289,238,590 106 FY 2017 Revised $ $ $ $ $ 174,502 214,095 388,597 59,650,948 337,000 97,933 3,000 82,875,654 1,899,500 1,500,000 86,713,087 $ $ $ $ $ $ $ 499,000 499,000 $ $ $ $ 5,159,653 5,159,653 $ $ $ $ $ 50,000 392,000 442,000 $ $ $ 1,583,362 1,583,362 $ $ $ 246,371 4,881,783 5,128,154 $ 225,000 1,165,971 1,390,971 $ 30,755 2,009,415 2,040,170 $ $ $ 677,500 677,500 $ $ $ 108,000 108,000 $ $ $ $ 2,406,412 2,406,412 $ $ $ $ $ $ 200,600 200,600 106,348,909 295,880,222 $ $ $ $ $ $ $ $ $ $ Revised vs. Adopted FY 2018 Adopted $ $ $ 203,265 180,000 383,265 60,237,493 100,621 178,434 87,141,746 1,700,000 89,120,801 499,000 499,000 - $ $ $ - $ $ - $ $ 4,082,087 $ 4,082,087 $ 75,000 $ 392,000 467,000 $ 1,583,362 $ 1,583,362 $ 240,000 $ 4,932,280 5,172,280 $ $ 1,225,447 1,225,447 $ $ 2,202,900 2,202,900 $ 40,000 $ 637,500 677,500 $ 108,000 $ 108,000 $ 195,000 $ 195,000 $ 193,550 $ 193,550 $ 105,526,927 $ 297,462,244 $ 28,763 (34,095) (5,332) 586,545 (337,000) 2,688 175,434 4,266,092 (199,500) (1,500,000) 2,407,714 (1,077,566) (1,077,566) 25,000 25,000 (6,371) 50,497 44,126 (225,000) 59,476 (165,524) (30,755) 193,485 162,730 40,000 (40,000) (2,211,412) (2,211,412) (7,050) (7,050) (821,982) 1,582,022 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted FY 2017 Revised Revised vs. Adopted FY 2018 Adopted ELECTED D010 BOARD OF SUPERVISORS DIST 1 100 GENERAL Operating All Appropriations D020 BOARD OF SUPERVISORS DIST 2 100 GENERAL Operating All Appropriations D030 BOARD OF SUPERVISORS DIST 3 100 GENERAL Operating All Appropriations D040 BOARD OF SUPERVISORS DIST 4 100 GENERAL Operating All Appropriations D050 BOARD OF SUPERVISORS DIST 5 100 GENERAL Operating All Appropriations D120 ASSESSOR 100 GENERAL Legal Class Verification Operating All Appropriations D140 CALL CENTER 100 GENERAL Operating All Appropriations D160 CLERK OF THE SUPERIOR COURT 100 GENERAL COSC Rfr System Replacement Operating All Appropriations 205 COURT DOCUMENT RETRIEVAL Non Recurring Non Project Operating All Appropriations 208 JUDICIAL ENHANCEMENT Non Recurring Non Project Operating All Appropriations 216 CLERK OF THE COURT GRANTS Operating All Appropriations 218 CLERK OF COURT FILL THE GAP Non Recurring Non Project Operating All Appropriations $ $ D010 Total $ 376,999 376,999 376,999 $ $ D020 Total $ 376,999 376,999 376,999 $ $ D030 Total $ 376,999 376,999 376,999 $ $ D040 Total $ 376,999 376,999 376,999 $ $ D050 Total $ $ 376,999 376,999 376,999 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ D120 Total $ 24,026,441 24,026,441 24,026,441 $ $ D140 Total $ $ $ $ $ $ $ 382,871 382,871 382,871 382,871 382,871 382,871 382,871 382,871 382,871 382,871 382,871 382,871 382,871 382,871 382,871 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 383,892 383,892 383,892 383,892 383,892 383,892 383,892 383,892 383,892 383,892 383,892 383,892 383,892 383,892 383,892 $ $ $ 24,404,617 24,404,617 24,404,617 $ $ 191,000 24,413,445 24,604,445 24,604,445 1,719,187 1,719,187 1,719,187 $ $ $ 1,745,152 1,745,152 1,745,152 $ $ $ 1,585,796 1,585,796 1,585,796 1,565,727 33,626,550 35,192,277 $ 1,494,541 34,131,403 35,625,944 $ 1,600,000 34,635,508 36,235,508 159,993 1,034,000 1,193,993 602,000 900,000 1,502,000 $ $ 1,446,855 1,446,855 $ $ 1,905,898 1,905,898 107 $ $ $ $ $ 159,993 1,034,000 1,193,993 602,000 900,000 1,502,000 $ $ 1,693,126 1,693,126 $ $ 83,655 1,939,376 2,023,031 $ $ $ $ $ 1,053,207 1,053,207 1,350,000 900,000 2,250,000 $ $ 1,442,472 1,442,472 $ $ 1,905,898 1,905,898 - $ $ $ 1,021 1,021 1,021 $ $ $ 1,021 1,021 1,021 $ $ $ 1,021 1,021 1,021 $ $ $ 1,021 1,021 1,021 $ $ $ 1,021 1,021 1,021 $ 191,000 8,828 199,828 199,828 - - - - - $ $ $ $ $ $ $ - $ $ - $ $ - (159,356) (159,356) (159,356) 105,459 504,105 609,564 (159,993) 19,207 (140,786) 748,000 748,000 $ $ (250,654) (250,654) $ $ (83,655) (33,478) (117,133) - Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted 270 CHILD SUPPORT ENHANCEMENT Non Recurring Non Project All Appropriations 273 VICTIM LOCATION Non Recurring Non Project All Appropriations 274 CLERK OF THE COURT EDMS Non Recurring Non Project Operating All Appropriations 20,000 20,000 $ $ 20,000 20,000 $ $ $ $ 15,000 15,000 $ $ 15,000 15,000 $ $ $ 2,500,000 2,500,000 43,776,023 $ $ $ $ 2,500,000 2,500,000 44,573,094 $ $ 87,639,468 87,639,468 $ $ 89,055,447 89,055,447 $ $ $ 1,879,086 1,879,086 $ 250,000 1,879,086 2,129,086 $ 6,490,942 6,490,942 $ 250,000 7,085,355 7,335,355 $ $ $ 758,656 1,713,350 2,472,006 $ $ 758,656 1,713,350 2,472,006 $ $ 1,494,911 1,494,911 $ $ 1,494,911 1,494,911 $ $ $ 53,038 72,302 125,340 $ 53,038 72,302 125,340 $ $ $ $ $ $ $ $ $ $ 262,633 1,239,649 1,502,282 $ 164,759 164,759 $ 19,756 19,756 101,788,550 $ $ $ 1,913,301 9,164,929 12,104,659 23,182,889 $ $ $ 406,750 406,750 23,589,639 $ $ $ $ $ $ $ 108 $ $ $ $ Revised vs. Adopted FY 2018 Adopted $ $ $ D160 Total $ D190 COUNTY ATTORNEY 100 GENERAL Operating All Appropriations 213 COUNTY ATTORNEY RICO Non Recurring Non Project Operating All Appropriations 219 COUNTY ATTORNEY GRANTS Non Recurring Non Project Operating All Appropriations 220 DIVERSION Non Recurring Non Project Operating All Appropriations 221 COUNTY ATTORNEY FILL THE GAP Operating All Appropriations 266 CHECK ENFORCEMENT PROGRAM Non Recurring Non Project Operating All Appropriations 267 CRIMINAL JUSTICE ENHANCEMENT Non Recurring Non Project Operating All Appropriations 268 VICTIM COMPENSATION RESTITUTION Non Recurring Non Project Operating All Appropriations 269 VICTIM COMPENSATION INTEREST Non Recurring Non Project Operating All Appropriations D190 Total D210 ELECTIONS 100 GENERAL Non Recurring Non Project Operating Pri Gen Elec Cycle Spending All Appropriations 248 ELECTIONS GRANTS Operating All Appropriations D210 Total FY 2017 Revised $ $ $ $ $ $ 262,633 1,256,277 1,518,910 $ 418,833 164,759 583,592 $ 19,756 19,756 104,734,403 $ $ $ $ $ $ $ 1,913,301 9,229,301 12,354,659 23,497,261 $ $ $ 406,750 406,750 23,904,011 $ $ $ $ 20,000 20,000 - $ $ 49,000 $ 49,000 $ 84,310 $ 2,570,690 2,655,000 $ 45,611,085 $ 88,685,407 $ 88,685,407 $ $ 2,185,173 2,185,173 $ 124,437 $ 6,800,061 6,924,498 $ 767,057 $ 1,718,186 2,485,243 $ 1,529,368 $ 1,529,368 $ 70,746 $ 50,200 120,946 $ 253,386 $ 1,294,408 1,547,794 $ $ 199,800 199,800 $ 12,252 $ 10,500 22,752 $ 103,700,981 $ $ 6,740,707 6,740,707 $ $ $ 6,740,707 $ 34,000 34,000 84,310 70,690 155,000 1,037,991 (370,040) (370,040) (250,000) 306,087 56,087 (125,563) (285,294) (410,857) 8,401 4,836 13,237 34,457 34,457 17,708 (22,102) (4,394) (9,247) 38,131 28,884 (418,833) 35,041 (383,792) 12,252 (9,256) 2,996 (1,033,422) (1,913,301) (2,488,594) (12,354,659) (16,756,554) (406,750) (406,750) (17,163,304) Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted D250 CONSTABLES 100 GENERAL Non Recurring Non Project Operating All Appropriations $ 3,242,537 3,242,537 3,242,537 $ $ 2,322,447 2,322,447 $ 2,345,337 2,345,337 $ 774,400 3,792,689 4,567,089 6,889,536 $ 774,400 3,792,689 4,567,089 6,912,426 $ D360 Total D370 COUNTY SCHOOL SUPERINTENDENT 100 GENERAL Garnishment System Upgrade Operating All Appropriations 255 DETENTION OPERATIONS Non Recurring Non Project All Appropriations 669 SMALL SCHOOL SERVICE Operating All Appropriations 715 SCHOOL GRANTS Non Recurring Non Project Operating All Appropriations 780 SCHOOL TRANSPORTATION Operating All Appropriations 782 SCHOOL COMMUNICATION Non Recurring Non Project Operating All Appropriations 790 EDUCATIONAL SUPPLEMENTAL PROGRAM Non Recurring Non Project Operating All Appropriations 795 EDUCATIONAL SUPPLEMENTAL PROGRAM Non Recurring Non Project Operating All Appropriations D370 Total D430 TREASURER 100 GENERAL Non Recurring Non Project Operating Treasurer Printing & Postage All Appropriations 741 TAXPAYER INFORMATION Operating All Appropriations D430 Total $ $ 260,000 2,722,933 2,982,933 $ $ 260,000 2,747,082 3,007,082 $ $ 679,906 679,906 $ $ 679,906 679,906 $ $ $ $ 109,551 109,551 $ $ 109,551 109,551 $ $ $ $ $ 24,501,039 24,501,039 $ $ 24,494,498 24,494,498 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ $ 582,065 521,000 1,103,065 $ 582,065 521,000 1,103,065 $ $ $ $ $ $ $ $ $ - $ $ $ $ $ $ $ $ $ $ 310,510 566,275 876,785 30,846,738 $ $ $ 35,000 4,973,573 899,140 5,907,713 $ $ $ 304,341 304,341 6,212,054 $ $ $ 109 - $ $ $ $ $ $ $ $ $ $ 310,510 566,275 876,785 30,877,428 $ $ $ 35,000 5,063,878 899,140 5,998,018 $ $ $ 304,341 304,341 6,302,359 $ $ $ $ $ Revised vs. Adopted FY 2018 Adopted 70,561 3,297,832 3,368,393 3,368,393 $ D250 Total $ D360 RECORDER 100 GENERAL Non Recurring Non Project Operating All Appropriations 236 RECORDERS SURCHARGE Non Recurring Non Project Operating All Appropriations FY 2017 Revised $ $ $ 3,348,847 3,348,847 3,348,847 - $ $ $ 88,523 $ 4,745,091 4,833,614 $ 1,002,488 $ 3,740,646 4,743,134 $ 9,576,748 $ $ 2,735,517 2,735,517 $ 252,858 $ 252,858 $ 109,551 $ 109,551 $ 398,023 $ 33,198,027 33,596,050 $ 600,000 $ 600,000 $ 712,666 $ 667,681 1,380,347 $ 374,059 $ 495,594 869,653 $ $ $ 39,543,976 $ $ 5,245,463 899,140 6,144,603 $ 304,341 $ 304,341 $ 6,448,944 $ (70,561) 51,015 (19,546) (19,546) 88,523 2,399,754 2,488,277 228,088 (52,043) 176,045 2,664,322 (260,000) (11,565) (271,565) (427,048) (427,048) 398,023 8,696,988 9,095,011 130,601 146,681 277,282 374,059 495,594 869,653 (310,510) (566,275) (876,785) 8,666,548 (35,000) 181,585 146,585 146,585 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted D500 SHERIFF 100 GENERAL Compliance - Non Recurring Compliance - Operating Non Recurring Non Project Operating All Appropriations 203 SHERIFF DONATIONS Non Recurring Non Project Operating All Appropriations 206 OFFICER SAFETY EQUIPMENT Non Recurring Non Project Operating All Appropriations 212 SHERIFF RICO Operating All Appropriations 214 SHERIFF JAIL ENHANCEMENT Non Recurring Non Project Operating All Appropriations 251 SHERIFF GRANTS Operating All Appropriations 252 INMATE SERVICES Non Recurring Non Project Operating All Appropriations 254 INMATE HEALTH SERVICES Non Recurring Non Project Operating All Appropriations 255 DETENTION OPERATIONS Non Recurring Non Project Operating All Appropriations 258 SHERIFF TOWING AND IMPOUND Non Recurring Non Project Operating All Appropriations $ $ 10,239,881 99,443,516 109,683,397 $ 33,969 33,969 $ $ 300,000 52,000 352,000 $ FY 2017 Revised $ $ $ $ $ $ 1,739,363 18,429,542 106,587 98,485,005 118,760,497 33,969 33,969 300,000 52,000 352,000 $ $ $ $ $ $ $ $ 1,750,000 1,750,000 $ $ 1,750,000 1,750,000 $ $ $ $ $ 694,619 1,482,444 2,177,063 $ $ 450,000 1,482,444 1,932,444 $ $ 7,624,572 7,624,572 $ $ 7,624,572 7,624,572 $ $ $ 6,750,000 9,596,352 16,346,352 $ 6,750,000 9,596,352 16,346,352 $ 106,620 369,950 476,570 $ 216,679,824 216,679,824 $ 15,429 211,100 226,529 364,427,376 613,163,614 $ $ $ 106,620 369,950 476,570 $ 218,619,446 218,619,446 $ 15,429 211,100 226,529 357,045,279 601,020,979 $ $ $ $ $ $ D500 Total $ Total Elected $ $ $ $ $ $ $ Revised vs. Adopted FY 2018 Adopted $ $ $ $ $ $ $ 19,721,258 3,507,800 102,626,261 125,855,319 160,000 60,000 220,000 250,000 52,000 302,000 1,750,000 1,750,000 - $ $ - $ $ - $ $ - $ $ 2,000,000 $ 1,482,444 3,482,444 $ 8,847,429 $ 8,847,429 $ $ 9,596,352 9,596,352 $ 215,938 $ 369,950 585,888 $ 607,200 $ 222,447,249 223,054,449 $ 170,000 $ 186,746 356,746 $ 374,050,627 $ 617,131,616 $ (1,739,363) 1,291,716 3,401,213 4,141,256 7,094,822 160,000 26,031 186,031 (50,000) (50,000) 1,305,381 1,305,381 1,222,857 1,222,857 (6,750,000) (6,750,000) 109,318 109,318 607,200 5,767,425 6,374,625 154,571 (24,354) 130,217 9,623,251 3,968,002 APPOINTED D060 CLERK OF THE BOARD 100 GENERAL Board of Equalization Expenses BOS Discretionary Charges Operating SIRE Hyland Conversion All Appropriations $ $ D060 Total $ 1,245,373 213,619 1,458,992 1,458,992 110 $ $ $ 1,264,401 213,619 1,478,020 1,478,020 $ $ $ 130,000 2,500 1,266,762 213,619 1,612,881 1,612,881 - $ $ $ 130,000 2,500 2,361 134,861 134,861 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted D150 EMERGENCY MANAGEMENT 100 GENERAL Operating All Appropriations 207 PALO VERDE Non Recurring Non Project Operating All Appropriations 215 EMERGENCY MANAGEMENT Non Recurring Non Project Operating All Appropriations 255 DETENTION OPERATIONS Operating All Appropriations D180 FINANCE 100 GENERAL Operating Single Audit All Appropriations 249 NON-DEPARTMENTAL GRANTS Non Recurring Non Project All Appropriations D200 COUNTY MANAGER 100 GENERAL Operating All Appropriations 249 NON-DEPARTMENTAL GRANTS Non Recurring Non Project All Appropriations D220 HUMAN SERVICES 100 GENERAL Non Recurring Non Project Operating All Appropriations 217 CDBG HOUSING TRUST Operating All Appropriations 222 HUMAN SERVICES GRANTS Operating All Appropriations D230 INTERNAL AUDIT 100 GENERAL Operating Outside Audit Firms All Appropriations D260 CORRECTIONAL HEALTH 100 GENERAL Operating All Appropriations FY 2017 Revised $ $ 253,651 253,651 $ $ 259,006 259,006 $ $ 2,913,470 2,913,470 $ 85,264 706,722 791,986 $ 85,264 706,722 791,986 $ 20,513 704,721 725,234 $ $ $ $ $ D150 Total $ $ $ 67,162 951,853 1,019,015 2,064,652 2,855,401 2,855,401 $ $ $ $ $ $ $ $ 152,162 1,028,998 1,181,160 2,232,152 2,906,344 2,906,344 $ $ $ $ $ $ $ $ 89,677 944,264 1,033,941 48,941 48,941 4,721,586 3,475,879 225,000 3,700,879 $ $ D180 Total $ 2,855,401 $ $ $ 2,906,344 $ $ $ 200,000 200,000 3,900,879 $ $ 2,648,433 2,648,433 $ $ 2,677,972 2,677,972 $ $ 4,209,961 4,209,961 $ $ D200 Total $ 326,455 326,455 2,974,888 $ $ $ 1,745,617 1,745,617 4,423,589 $ $ $ 4,209,961 $ 122,796 2,260,912 2,383,708 $ 122,796 2,260,912 2,383,708 $ 325,643 2,260,912 2,586,555 $ $ $ $ 6,231,776 6,231,776 $ 6,231,776 6,231,776 $ 10,343,521 10,343,521 $ $ D220 Total $ 51,497,289 51,497,289 60,112,773 $ $ $ 51,497,289 51,497,289 60,112,773 $ $ $ 40,842,630 40,842,630 53,772,706 $ $ $ $ 1,924,489 1,924,489 1,924,489 $ $ D230 Total $ 1,888,018 1,888,018 1,888,018 $ $ 3,522,248 3,522,248 $ $ 3,542,152 3,542,152 $ $ 111 Revised vs. Adopted FY 2018 Adopted $ $ - - $ $ $ $ - $ $ - - 2,654,464 2,654,464 (64,751) (2,001) (66,752) (62,485) (84,734) (147,219) $ $ $ 48,941 48,941 2,489,434 $ 569,535 225,000 794,535 $ - $ $ $ $ $ $ $ $ $ $ - - $ $ $ $ 1,928,016 $ 324,000 2,252,016 $ 2,252,016 $ 3,720,143 $ 3,720,143 $ 200,000 200,000 994,535 1,531,989 1,531,989 (1,745,617) (1,745,617) (213,628) 202,847 202,847 4,111,745 4,111,745 (10,654,659) (10,654,659) (6,340,067) 3,527 324,000 327,527 327,527 177,991 177,991 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted 255 DETENTION OPERATIONS CHS Graves Judgment Operating Iron Mountain Records Projects Operating All Appropriations 292 CORRECTIONAL HEALTH GRANTS Operating All Appropriations D290 MEDICAL EXAMINER 100 GENERAL Non Recurring Non Project OME Case Management OME Case Records Operating All Appropriations 224 MEDICAL EXAMINER GRANTS Operating All Appropriations $ $ 3,780,639 112,473 60,587,412 64,480,524 FY 2017 Revised $ $ 3,803,917 112,473 61,405,930 65,322,320 $ $ $ $ D260 Total $ 68,002,772 $ $ $ 68,864,472 $ $ $ $ $ $ 232,800 131,509 10,323,582 10,687,891 $ $ 232,800 131,509 10,033,874 10,398,183 $ $ D290 Total $ 8,851 8,851 10,407,034 $ $ $ 19,488 19,488 10,707,379 $ $ $ 50,000 874,325 350,000 1,274,325 $ 50,000 874,325 312,919 1,237,244 $ 163,075 272,132 435,207 $ $ $ 34,696 34,696 $ $ $ D300 PARKS AND RECREATION 100 GENERAL Non Recurring Non Project Operating Parks Restrooms Upgrades All Appropriations 225 SPUR CROSS RANCH CONSERVATION Non Recurring Non Project Operating All Appropriations 230 PARKS AND RECREATION GRANTS Non Recurring Non Project Operating All Appropriations 239 PARKS SOUVENIR Operating All Appropriations 240 LAKE PLEASANT RECREATION SERVICES Non Recurring Non Project Operating All Appropriations 241 PARKS ENHANCEMENT Non Recurring Non Project Operating Parks Restrooms Upgrades All Appropriations 243 PARKS DONATIONS Daisy Mountain And Trails Non Recurring Non Project Operating All Appropriations D300 Total $ $ $ $ $ $ $ $ $ $ $ 34,696 34,696 396,182 396,182 $ $ 396,182 396,182 $ $ 1,264,809 2,640,393 3,905,202 $ 1,264,809 2,640,393 3,905,202 $ 1,775,340 4,893,687 342,000 7,011,027 $ 1,775,340 4,893,687 342,000 7,011,027 $ 185,000 468,166 25,404 678,570 13,698,128 $ $ $ $ 163,075 272,132 435,207 $ $ $ 468,166 25,404 493,570 13,550,209 112 $ $ $ $ $ $ Revised vs. Adopted FY 2018 Adopted $ $ $ $ $ $ 3,803,917 69,690 61,164,965 65,038,572 339,377 339,377 69,098,092 - $ $ - $ $ $ 100,000 $ 139,680 11,407,302 11,646,982 $ 50,000 $ 50,000 $ 11,696,982 $ 50,000 $ 874,325 50,000 974,325 $ 125,000 $ 272,132 397,132 $ $ 23,560 23,560 $ 396,182 $ 396,182 $ 695,123 $ 2,848,028 3,543,151 $ 828,424 $ 5,240,230 6,068,654 $ 110,000 $ 188,166 25,404 323,570 $ 11,726,574 $ (42,783) (240,965) (283,748) 339,377 339,377 233,620 100,000 (93,120) (131,509) 1,083,720 959,091 30,512 30,512 989,603 (262,919) (262,919) (38,075) (38,075) (34,696) 23,560 (11,136) (569,686) 207,635 (362,051) (946,916) 346,543 (342,000) (942,373) (75,000) (280,000) (355,000) (1,971,554) Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted D310 HUMAN RESOURCES 100 GENERAL Bus Cards Human Resources System Ops Job Analysis Consultant Learning Management One Time Bus Card Replacement Operating Recognition Program Tuition Reimbursement All Appropriations D340 PUBLIC FIDUCIARY 100 GENERAL Operating All Appropriations D390 EMPLOYEE BENEFITS AND HEALTH 100 GENERAL Operating All Appropriations 532 PUBLIC HEALTH GRANTS Operating All Appropriations 685 BENEFITS TRUST Non Recurring Non Project Operating All Appropriations 686 BENEFITS TRUST-AGENCY Operating All Appropriations $ $ D310 Total $ $ $ D340 Total $ 3,857,641 3,857,641 3,857,641 $ $ $ $ $ $ 202,427 25,500 4,331,532 4,559,459 4,559,459 3,905,571 3,905,571 3,905,571 $ $ $ $ $ $ 1,620 2,478,995 45,930 11,500 4,535,092 10,000 1,000,000 8,083,137 8,083,137 3,929,288 3,929,288 3,929,288 276,946 276,946 $ $ 283,762 283,762 $ $ 281,799 281,799 $ $ 7,891,088 7,891,088 $ $ 8,274,503 8,274,503 $ $ 7,941,302 7,941,302 $ 500,400 158,452,761 158,953,161 $ 500,400 158,452,761 158,953,161 $ 200,000 158,174,650 158,374,650 $ $ D390 Total $ $ $ $ $ 14,922,290 14,922,290 182,043,485 $ $ $ 14,922,290 14,922,290 182,433,716 $ $ $ 15,281,010 15,281,010 181,878,761 280,000 985,629 259,000 2,116,703 100,000 2,797,017 14,992,342 1,335,475 10,632,051 33,498,217 $ 281,588 985,629 259,677 841,575 257,828 1,528,190 14,992,342 1,335,475 10,862,650 31,344,954 $ 241,250 361,588 1,974,244 154,807 6,491,318 1,055,254 17,437,469 3,000,000 1,046,059 10,849,078 42,611,067 $ $ $ $ 984,584 984,584 $ $ 1,001,031 1,001,031 $ $ $ 1,204,547 21,636,326 22,840,873 57,323,674 $ 1,204,547 21,636,326 22,840,873 55,186,858 $ $ $ 113 $ $ Revised vs. Adopted FY 2018 Adopted $ $ $ D410 ENTERPRISE TECHNOLOGY 100 GENERAL Advantage 2x Hosting Charges Content Management System Web Cyber Security - Major Maint Cyber Security NRNP Desktop-Laptop Replacement Enterprise Data Networking Entprise Data Cntr Systems Facilities Major Maintenance Operating Information Technology Maintenance Operating Microsoft Active Directory Non Recurring Non Project Operating All Appropriations 255 DETENTION OPERATIONS Operating All Appropriations 681 TELECOMMUNICATIONS Non Recurring Non Project Operating All Appropriations D410 Total 202,910 10,000 4,262,723 4,475,633 4,475,633 FY 2017 Revised $ $ 1,001,031 1,001,031 - $ $ $ - - - - $ $ $ 23,717 23,717 23,717 $ $ (1,963) (1,963) $ $ (333,201) (333,201) $ (300,400) (278,111) (578,511) $ - $ $ $ $ $ - 1,620 2,478,995 (156,497) (25,500) 11,500 203,560 10,000 1,000,000 3,523,678 3,523,678 $ $ 846,234 $ 23,633,017 24,479,251 $ 68,091,349 $ 358,720 358,720 (554,955) (281,588) (744,379) 101,911 1,132,669 (103,021) 6,491,318 (472,936) 2,445,127 3,000,000 (289,416) (13,572) 11,266,113 (358,313) 1,996,691 1,638,378 12,904,491 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted D420 INTEGRATED CRIM JUSTICE INFO 255 DETENTION OPERATIONS Operating All Appropriations $ $ D420 Total $ D440 PLANNING AND DEVELOPMENT 100 GENERAL Operating All Appropriations 226 PLANNING AND DEVELOPMENT FEES Non Recurring Non Project Operating All Appropriations D440 Total D470 NON DEPARTMENTAL 100 GENERAL Compliance - Non Recurring Compliance - Operating Non Recurring Non Project Operating All Appropriations 210 WASTE MANAGEMENT Non Recurring Non Project All Appropriations 249 NON-DEPARTMENTAL GRANTS Non Recurring Non Project Operating All Appropriations 255 DETENTION OPERATIONS CHS Graves Judgment Non Recurring Non Recurring Non Project Operating All Appropriations 320 COUNTY IMPROVEMENT DEBT Non Recurring Non Project Operating All Appropriations 321 COUNTY IMPROVEMENT DEBT 2 Desktop-Laptop Replacement Non Recurring Non Project VM Ware Non-Recurring All Appropriations 422 INTERGOVERNMENTAL CAPITAL PROJECTS Vulture Mountain All Appropriations 440 COUNTY IMPROVEMENT COP SERIES 2015 Computer Aided Mass Appraisal County Telephone System Enterprise Data Ctnr Ct Enterprise Res Planning System Infrastructure Refresh Ph I Infrastructure Refresh Ph II Jail Kitchen Equipment Jail Mgmt Information System Non Recurring Non Project Radio System 1,674,309 1,674,309 1,674,309 FY 2017 Revised $ $ $ 1,697,008 1,697,008 1,697,008 $ $ $ $ $ 868,232 868,232 $ $ 868,232 868,232 $ $ $ 532,127 8,001,694 8,533,821 9,402,053 $ 1,132,127 8,001,694 9,133,821 10,002,053 $ $ $ $ $ $ $ $ $ $ $ 3,023,124 119,536,371 536,740,433 659,299,928 $ 1,350,000 5,023,124 118,780,832 519,348,945 644,502,901 $ $ 688,762 688,762 $ $ 679,632 679,632 $ $ $ 2,908,912 13,112,063 16,020,975 $ 12,864,619 13,047,268 25,911,887 $ 400,000 35,128,710 9,218,583 44,747,293 $ 106,615,480 13,353,000 119,968,480 $ $ $ 2,926,394 7,555,569 1,330,767 11,812,730 $ $ $ $ $ $ $ $ $ $ $ $ 400,000 35,128,710 4,532,336 40,061,046 $ 113,302,480 13,353,000 126,655,480 $ $ $ 3,095,454 7,555,569 1,330,767 11,981,790 123,300 123,300 $ $ 123,835 123,835 $ $ 7,677,886 5,392,330 4,983,247 6,453,753 73,586 4,558,781 300,000 8,893,241 35,241,579 $ 7,633,361 2,172,196 2,783,767 7,483,135 332,703 2,517,387 137,879 11,044,559 28,431,242 $ 114 $ $ Revised vs. Adopted FY 2018 Adopted $ $ $ 1,700,328 1,700,328 1,700,328 868,232 868,232 - - $ $ $ $ $ 678,716 $ 8,456,606 9,135,322 $ 10,003,554 $ 2,439,588 $ 5,023,124 118,888,330 547,951,287 674,302,329 $ 494,352 $ 494,352 $ 5,821,659 $ 5,009,567 10,831,226 $ 357,198 $ 32,604,718 7,628,995 40,590,911 $ 105,894,530 $ 18,399,600 124,294,130 $ 3,611,307 $ 2,875,212 1,330,767 7,817,286 $ 108,091 $ 108,091 $ 5,304,395 $ 632,114 3,311,927 13,747,927 9,639,172 31,973,536 3,320 3,320 3,320 (453,411) 454,912 1,501 1,501 1,089,588 107,498 28,602,342 29,799,428 (185,280) (185,280) (7,042,960) (8,037,701) (15,080,661) (42,802) (2,523,992) 3,096,659 529,865 (7,407,950) 5,046,600 (2,361,350) 515,853 (4,680,357) (4,164,504) (15,744) (15,744) (2,328,966) (2,172,196) (2,151,653) (4,171,208) (332,703) (2,517,387) (137,879) 2,703,368 9,639,172 3,542,294 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted 2,663,250 21,150,541 97,388,194 Sheriff Nice Vision Sheriff's Office Standards Bureau Renovations Southwest Justice Courts All Appropriations $ 441 COUNTY IMPROVEMENT 441 COP SERIES 2016 Madison Street Jail ADAP Phase $ 17,600,000 All Appropriations $ 17,600,000 445 GENERAL FUND COUNTY IMPROVEMENTS Adobe Boundary Fence $ Adult Probation Black Canyon 3,000,000 Adult Probation Mesa Building Adult Probation Southport 3,000,000 Animal Care Expansion Durango Buckeye Hills Range Electric 1,751,294 Chambers Building 1,590,787 East Court Improvements 7,000,000 Estrella Ramada Renovations Estrella Turf Improvements Estrella Water System Replacement Hassayampa 1,000,000 Hassayampa Elec/Septic/Water Lake Boundary Fencing Lake Playground at Discovery Center Lake Ramada Renovations Maricopa Regional Trail System 532,889 McDowell Restroom at Four Peaks Nav Aide Boathouse Construction Non Recurring Non Project 18,104,659 Parks Restrooms Upgrades Project Reserve 377,978 Reserve Sheriff HQ Project 452,148 Vulture Day-Use Campground Construction Vulture Day-Use Design/Engineering Vulture Mountain 217,751 West Court Improvements 385,000 White Tank Willow Campground Improvements All Appropriations $ 37,412,506 455 DETENTION CAPITAL PROJECTS Intake Transfer Release Jail $ 31,000,000 All Appropriations $ 31,000,000 460 TECHNOLOGY CAPITAL IMPROVEMENT BIX Room Byte Info Exchange $ 2,785,275 Desktop-Laptop Replacement 2,959,125 Infrastructure Refresh Ph II 2,452,744 Non Recurring Non Project 99,375,000 Treasurer Tech System Upgrade 18,751,162 All Appropriations $ 126,323,306 461 DETENTION TECHNOLOGY CAPITAL IMPROVEMENT CHS Electronic Medical Record $ 887,527 Desktop-Laptop Replacement 162,534 Non Recurring Non Project 3,286,659 All Appropriations $ 4,336,720 D470 Total $ 1,166,722,194 115 $ FY 2017 Revised 2,575,789 21,708,913 86,820,931 $ 3,300,000 67,909,071 $ $ 17,600,000 17,600,000 $ $ 37,000,000 37,000,000 $ 3,000,000 3,000,000 1,751,294 1,791,430 6,147,429 1,000,000 576,845 18,479,659 377,978 377,953 217,751 18,564 36,738,903 $ 112,000 2,950,000 1,500,000 2,950,000 2,500,000 9,447,429 580,000 470,000 300,000 835,294 250,000 638,400 600,000 150,480 675,811 550,000 300,000 49,473,530 342,000 4,200,000 342,000 175,000 217,751 580,000 80,139,695 $ $ $ $ 29,174,541 29,174,541 $ $ 82,291,000 82,291,000 $ 1,154,530 2,959,125 2,452,744 99,375,000 19,875,571 125,816,970 $ 6,742,662 123,659,008 16,154,138 146,555,808 $ $ 2,060,587 162,534 3,286,659 $ 5,509,780 $ 1,151,577,696 Revised vs. Adopted (2,575,789) 3,300,000 (21,708,913) $ (18,911,860) FY 2018 Adopted $ $ 374,111 34,995,069 $ 35,369,180 $ 1,307,703,079 - - $ $ 19,400,000 19,400,000 $ $ 112,000 (50,000) 1,500,000 (50,000) 2,500,000 (1,751,294) (1,791,430) 3,300,000 580,000 470,000 300,000 (164,706) 250,000 638,400 600,000 150,480 98,966 550,000 300,000 30,993,871 342,000 (377,978) 4,200,000 (377,953) 342,000 175,000 (18,564) 580,000 43,400,792 $ $ 53,116,459 53,116,459 $ (1,154,530) (2,959,125) 4,289,918 24,284,008 (3,721,433) 20,738,838 - - $ - $ $ $ (1,686,476) (162,534) 31,708,410 29,859,400 156,125,383 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted D490 BUDGET 100 GENERAL Operating All Appropriations D520 PUBLIC DEFENDER 100 GENERAL Operating All Appropriations 209 PUBLIC DEFENDER TRAINING Non Recurring Non Project Operating All Appropriations 233 PUBLIC DEFENDER GRANTS Operating All Appropriations 262 PUBLIC DEFENDER FILL THE GAP Operating PDS Case Management System All Appropriations D540 LEGAL DEFENDER 100 GENERAL Operating All Appropriations 209 PUBLIC DEFENDER TRAINING Non Recurring Non Project Operating All Appropriations 263 LEGAL DEFENDER FILL THE GAP Operating All Appropriations D550 LEGAL ADVOCATE 100 GENERAL Operating All Appropriations 209 PUBLIC DEFENDER TRAINING Non Recurring Non Project Operating All Appropriations D560 CONTRACT COUNSEL 100 GENERAL Capital Post Conviction Relief Backlog Non Recurring Non Project Operating All Appropriations D570 PUBLIC ADVOCATE 100 GENERAL Operating All Appropriations $ $ D490 Total $ 2,431,156 2,431,156 2,431,156 FY 2017 Revised $ $ $ 2,465,697 2,465,697 2,465,697 $ $ $ $ $ 41,570,118 41,570,118 $ $ 42,277,571 42,277,571 $ $ $ $ $ 66,702 271,108 337,810 $ $ 66,702 271,108 337,810 $ $ 222,141 222,141 $ $ 222,141 222,141 $ $ $ $ $ $ 775,462 38,008 813,470 43,650,992 $ $ D520 Total $ 775,462 38,008 813,470 42,943,539 $ $ 13,436,322 13,436,322 $ $ 13,672,096 13,672,096 $ $ $ $ $ 14,999 54,378 69,377 $ $ 14,999 54,378 69,377 $ $ $ D540 Total $ 66,362 66,362 13,572,061 $ $ $ 66,362 66,362 13,807,835 $ $ $ $ $ 12,046,888 12,046,888 $ $ 12,248,897 12,248,897 $ $ $ 14,387 20,627 35,014 12,081,902 $ 14,387 20,627 35,014 12,283,911 $ $ $ $ 2,721,380 51,700,230 54,421,610 54,421,610 $ $ D560 Total $ 2,828,092 51,658,915 54,487,007 54,487,007 $ $ $ $ D570 Total $ 9,297,577 9,297,577 9,297,577 $ $ $ 9,454,607 9,454,607 9,454,607 $ $ $ $ D550 Total $ $ 116 $ $ Revised vs. Adopted FY 2018 Adopted $ $ $ $ $ 1,927,528 1,927,528 1,927,528 42,851,483 42,851,483 - - $ $ $ $ $ 110,011 $ 226,298 336,309 $ 198,518 $ 198,518 $ 807,679 $ 128,786 936,465 $ 44,322,775 $ 13,996,656 $ 13,996,656 $ 64,713 $ 43,093 107,806 $ 66,362 $ 66,362 $ 14,170,824 $ 12,565,709 $ 12,565,709 $ 11,814 $ 16,099 27,913 $ 12,593,622 $ 1,289,869 $ 50,193,921 51,483,790 $ 51,483,790 $ 9,526,644 $ 9,526,644 $ 9,526,644 $ (538,169) (538,169) (538,169) 573,912 573,912 43,309 (44,810) (1,501) (23,623) (23,623) 32,217 90,778 122,995 671,783 324,560 324,560 49,714 (11,285) 38,429 362,989 316,812 316,812 (2,573) (4,528) (7,101) 309,711 1,289,869 (2,721,380) (1,506,309) (2,937,820) (2,937,820) 72,037 72,037 72,037 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted D640 TRANSPORTATION 100 GENERAL Operating All Appropriations 223 TRANSPORTATION GRANTS MAG ALCP Projects Non Recurring Non Project All Appropriations 232 TRANSPORTATION OPERATIONS Non Recurring Non Project Operating All Appropriations 234 TRANSPORTATION CAPITAL PROJECT Bridge Preservation Capacity County Arterials Dust Mitigation Intelligent Trans Syst ITS MAG ALCP Projects Partnership Support Pavement Preservation Right Of Way Safety Projects System Preservation and Reconstruction Traffic Improvements Transportation System Management All Appropriations 900 ELIMINATIONS Non Recurring Non Project All Appropriations D640 Total D670 WASTE RESOURCES AND RECYCLING 100 GENERAL Operating All Appropriations 290 WASTE TIRE Operating All Appropriations D670 Total D700 FACILITIES MANAGEMENT 100 GENERAL East Court Elevator Renovations Facilities Major Maintenance Operating Non Recurring Non Project Operating All Appropriations 255 DETENTION OPERATIONS Facilities Major Maintenance Operating Non Recurring Non Project Operating All Appropriations D700 Total D730 PROCUREMENT SERVICES 100 GENERAL Operating All Appropriations $ $ - $ 320,000 320,000 $ $ $ $ $ FY 2017 Revised 58,489,784 63,501,718 121,991,502 90,000 23,305,233 6,243,887 4,067,000 26,194,639 2,045,000 11,384,319 250,000 18,585,000 8,056,118 100,221,196 $ $ $ $ $ $ $ $ 76,054 420,000 496,054 58,489,784 63,501,718 121,991,502 21,001,500 5,381,000 23,096,696 16,785,000 33,957,000 100,221,196 $ $ 111,672 111,672 $ 593,000 593,000 $ $ $ $ $ $ $ $ (46,191,794) $ (46,191,794) $ 176,340,904 $ (46,191,794) $ (46,191,794) $ 176,516,958 $ $ $ 4,186,564 4,186,564 $ $ 4,207,411 4,207,411 $ $ $ $ $ 4,751,611 4,751,611 8,938,175 $ $ $ 4,951,611 4,951,611 9,159,022 $ $ $ $ 7,877,906 139,321 38,098,140 46,115,367 $ 7,877,906 139,321 38,377,191 46,394,418 $ $ $ $ $ 6,726,998 25,052 19,387,545 26,139,595 72,254,962 $ $ 2,438,032 2,438,032 117 $ $ Revised vs. Adopted FY 2018 Adopted $ $ $ 6,726,998 25,052 19,425,108 26,177,158 72,571,576 $ $ $ $ $ 2,482,132 2,482,132 $ $ 52,887,238 72,123,947 125,011,185 36,685,100 7,293,800 26,028,500 19,096,031 42,652,800 131,756,231 - $ $ $ $ - $ $ - $ $ - (47,276,758) $ (47,276,758) $ 210,195,330 $ 4,138,556 $ 4,138,556 $ 4,952,726 $ 4,952,726 $ 9,091,282 $ 3,500,000 7,877,906 21,723 35,745,942 47,145,571 6,726,998 19,385,204 26,112,202 73,257,773 - $ $ - $ $ $ 2,503,913 $ 2,503,913 $ 111,672 111,672 (76,054) 173,000 96,946 (5,602,546) 8,622,229 3,019,683 15,683,600 1,912,800 2,931,804 2,311,031 8,695,800 31,535,035 (1,084,964) (1,084,964) 33,678,372 (68,855) (68,855) 1,115 1,115 (67,740) 3,500,000 (117,598) (2,631,249) 751,153 (25,052) (39,904) (64,956) 686,197 21,781 21,781 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted 673 REPROGRAPHICS Non Recurring Non Project Operating All Appropriations D740 EQUIPMENT SERVICES 100 GENERAL Non Recurring Non Project Operating All Appropriations 255 DETENTION OPERATIONS Operating All Appropriations 654 EQUIPMENT SERVICES Non Recurring Non Project Operating All Appropriations D750 RISK MANAGEMENT 675 RISK MANAGEMENT Operating All Appropriations $ $ D730 Total $ 87,450 739,834 827,284 3,265,316 $ - $ $ $ $ FY 2017 Revised - $ $ $ $ $ $ $ 87,450 739,834 827,284 3,309,416 - $ $ $ $ $ 2,503,913 450,000 4,634,400 5,084,400 $ $ 1,050,000 1,050,000 $ $ $ 849,500 16,976,629 17,826,129 23,960,529 $ D740 Total $ 1,006,500 16,854,693 17,861,193 17,861,193 $ $ 1,006,500 16,854,693 17,861,193 17,861,193 $ $ D750 Total $ 33,338,997 33,338,997 33,338,997 $ $ $ 33,338,997 33,338,997 33,338,997 $ $ $ 34,364,359 34,364,359 34,364,359 $ $ 758,954 758,954 $ $ 758,954 758,954 $ $ 758,954 758,954 $ 38,806 11,936,923 11,975,729 $ 38,806 11,936,923 11,975,729 $ 15,000 11,362,828 11,377,828 D790 ANIMAL CARE AND CONTROL 100 GENERAL Operating All Appropriations 572 ANIMAL CONTROL LICENSE/SHELTER Non Recurring Non Project Operating All Appropriations 574 ANIMAL CONTROL FIELD OPERATIONS Non Recurring Non Project Operating All Appropriations D790 Total D850 AIR QUALITY 100 GENERAL Air Qual Monitoring Equip NRNP Air Qual Monitoring Equip Oper Operating All Appropriations 503 AIR QUALITY GRANTS Operating All Appropriations 504 AIR QUALITY FEES Non Recurring Non Project Operating All Appropriations D850 Total D860 PUBLIC HEALTH 100 GENERAL Operating All Appropriations $ $ $ $ $ $ 325,000 3,733,360 4,058,360 16,793,043 308,080 810,957 1,119,037 $ $ $ $ $ $ $ 325,000 3,733,360 4,058,360 16,793,043 308,080 810,957 1,119,037 $ $ $ $ $ $ 325,000 3,749,933 4,074,933 16,211,715 308,080 810,957 1,119,037 $ $ 4,128,306 4,128,306 $ $ 4,128,306 4,128,306 $ $ 5,403,005 5,403,005 $ 2,413,236 11,114,786 13,528,022 18,775,365 $ 2,413,236 11,114,786 13,528,022 18,775,365 $ 3,918,032 11,193,314 15,111,346 21,633,388 $ $ $ $ 11,878,845 11,878,845 118 $ $ $ $ Revised vs. Adopted FY 2018 Adopted 12,094,552 12,094,552 $ $ $ $ 12,275,818 12,275,818 - $ $ $ - $ - - $ 450,000 4,634,400 5,084,400 $ $ 1,050,000 1,050,000 $ (157,000) 121,936 (35,064) 6,099,336 $ $ $ $ $ $ $ $ $ - $ $ $ - $ $ - - - (87,450) (739,834) (827,284) (805,503) 1,025,362 1,025,362 1,025,362 (23,806) (574,095) (597,901) 16,573 16,573 (581,328) (308,080) 308,080 - $ $ 1,274,699 1,274,699 $ $ $ 1,504,796 78,528 1,583,324 2,858,023 $ $ 181,266 181,266 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Appropriation Unit Group (continued) FY 2017 Adopted 265 PUBLIC HEALTH FEES Non Recurring Non Project Operating All Appropriations 532 PUBLIC HEALTH GRANTS Non Recurring Non Project Operating All Appropriations $ $ $ $ D860 Total $ 510,592 6,638,299 7,148,891 42,884,495 42,884,495 61,912,231 D880 ENVIRONMENTAL SERVICES 100 GENERAL Non Recurring Non Project $ 485,587 Operating 4,152,458 Vector Control Foggers All Appropriations $ 4,638,045 505 ENVIRONMENTAL SERVICES GRANTS Operating $ 67,198 All Appropriations $ 67,198 506 ENVIRONMENTAL SERVICES ENVIRONMENTAL HEALTH Non Recurring Non Project $ 949,243 Operating 19,166,315 All Appropriations $ 20,115,558 D880 Total $ 24,820,801 D920 DEPUTY COUNTY MANAGER 920 100 GENERAL Operating $ 1,473,270 All Appropriations $ 1,473,270 D920 Total $ 1,473,270 D940 ASSISTANT COUNTY MANAGER 940 100 GENERAL Operating $ 295,088 All Appropriations $ 295,088 D940 Total $ 295,088 D950 ASSISTANT COUNTY MANAGER 950 100 GENERAL Non Recurring Non Project $ 469,107 Operating 435,276 All Appropriations $ 904,383 249 NON-DEPARTMENTAL GRANTS Operating $ 68,459 All Appropriations $ 68,459 255 DETENTION OPERATIONS Operating $ 410,680 All Appropriations $ 410,680 D950 Total $ 1,383,522 Total Appointed 2,161,079,837 ELIMINATIONS D980 ELIMINATIONS COUNTY 900 ELIMINATIONS Non Recurring Non Project Operating All Appropriations $ $ D980 Total $ Total Eliminations $ (234,137,282) (461,194,148) (695,331,430) (695,331,430) (695,331,430) TOTAL MARICOPA COUNTY $ 2,356,007,976 119 FY 2017 Revised $ $ $ $ $ $ $ 572,208 6,638,299 7,210,507 114,437 42,884,495 42,998,932 62,303,991 485,587 4,203,894 4,689,481 $ $ $ $ $ $ $ $ $ 67,198 67,198 $ $ $ $ $ $ 949,243 19,166,315 20,115,558 24,872,237 $ $ $ $ $ 1,503,174 1,503,174 1,503,174 $ $ $ $ $ $ 301,337 301,337 301,337 $ $ $ $ $ $ 469,107 436,956 906,063 $ $ 912,544 912,544 $ $ $ $ $ 419,068 419,068 2,237,675 2,151,338,343 $ $ $ $ $ $ $ (241,505,706) (456,498,675) (698,004,381) (698,004,381) (698,004,381) $ 2,362,377,798 Revised vs. Adopted FY 2018 Adopted $ $ $ $ $ 250,000 6,793,302 7,043,302 719,393 44,230,398 44,949,791 64,268,911 189,932 4,136,444 75,000 4,401,376 67,198 67,198 - $ $ - $ $ $ - $ $ - (322,208) 155,003 (167,205) 604,956 1,345,903 1,950,859 1,964,920 (295,655) (67,450) 75,000 (288,105) $ $ 1,611,941 $ 19,480,116 21,092,057 $ 25,560,631 $ $ $ $ 693,334 $ 693,334 $ 693,334 $ 381,645 $ 1,400,838 1,782,483 $ 849,000 $ 849,000 $ 420,559 $ 420,559 $ 3,052,042 $ 2,363,199,563 1,491 1,491 814,367 211,861,220 (325,796,638) $ (461,909,366) (787,706,004) $ (787,706,004) $ (787,706,004) $ (84,290,932) (5,410,691) (89,701,623) (89,701,623) (89,701,623) $ 2,490,087,419 $ 662,698 313,801 976,499 688,394 (1,503,174) (1,503,174) (1,503,174) 391,997 391,997 391,997 (87,462) 963,882 876,420 (63,544) (63,544) 127,709,621 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department All Funds Adult Probation $ FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Actual Adopted Revised Forecast Adopted 96,083,192 $ 101,968,190 $ 103,745,094 $ 101,491,492 $ Revised to Adopted Variance % 105,909,367 Air Quality Animal Care and Control 16,146,593 15,798,815 18,775,365 16,793,043 18,775,365 16,793,043 18,128,302 14,739,357 21,633,388 16,211,715 Assessor $ 2,164,273 2.09% 2,858,023 (581,328) 15.22% -3.46% 23,689,488 24,026,441 24,404,617 23,802,700 24,604,445 199,828 0.82% Assistant County Manager 940 203,715 295,088 301,337 189,759 693,334 391,997 130.09% Assistant County Manager 950 1,568,166 1,383,522 2,237,675 1,743,025 3,052,042 814,367 36.39% Assistant County Manager 960 Board of Supervisors Dist 1 (87) 342,467 376,999 382,871 367,841 383,892 - - 1,021 0.27% Board of Supervisors Dist 2 369,293 376,999 382,871 381,570 383,892 1,021 0.27% Board of Supervisors Dist 3 Board of Supervisors Dist 4 366,337 363,833 376,999 376,999 382,871 382,871 372,876 377,179 383,892 383,892 1,021 1,021 0.27% 0.27% Board of Supervisors Dist 5 Budget Call Center Clerk of the Board Clerk of the Superior Court Constables Contract Counsel Correctional Health County Attorney County Manager County School Superintendent Deputy County Manager 920 Deputy County Manager 930 Elections Eliminations County Emergency Management Employee Benefits and Health Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Resources Human Services Integrated Crim Justice Info Internal Audit Justice Courts Juvenile Probation Legal Advocate 370,208 376,999 382,871 381,738 383,892 2,037,368 2,431,156 2,465,697 2,031,635 1,927,528 1,597,112 1,145,558 40,373,154 2,942,044 45,435,224 64,578,737 98,129,138 4,084,014 25,652,515 1,346,281 (12) 17,716,453 (473,906,634) 1,748,367 173,270,320 54,986,306 22,946,521 15,207,127 61,748,935 2,581,882 4,066,948 61,251,541 1,640,148 1,842,656 24,954,440 56,083,154 11,826,617 Legal Defender 13,268,209 Medical Examiner 8,756,593 Non Departmental 690,444,692 Parks and Recreation 10,297,834 Planning and Development 9,698,140 Procurement Services 3,141,550 Protective Services 3,973,786 Public Advocate 9,106,937 Public Defender 41,826,176 Public Fiduciary 3,227,832 Public Health 59,822,488 Real Estate Recorder 6,908,282 Risk Management 35,362,224 Sheriff 342,343,745 Superior Court 104,758,761 Transportation 101,161,570 Treasurer 5,058,430 Waste Resources and Recycling 7,942,367 Total $ 1,937,687,550 1,719,187 1,458,992 43,776,023 3,242,537 54,487,007 68,002,772 101,788,550 2,974,888 30,846,738 1,473,270 23,589,639 (695,331,430) 2,064,652 182,043,485 57,323,674 24,820,801 17,861,193 72,254,962 2,855,401 4,475,633 60,112,773 1,674,309 1,888,018 25,823,394 58,664,312 12,081,902 13,572,061 10,407,034 1,166,722,194 13,550,209 9,402,053 3,265,316 9,297,577 42,943,539 3,857,641 61,912,231 6,889,536 33,338,997 357,045,279 102,782,694 176,340,904 6,212,054 8,938,175 $ 2,356,007,976 1,745,152 1,478,020 44,573,094 3,368,393 54,421,610 68,864,472 104,734,403 4,423,589 30,877,428 1,503,174 23,904,011 (698,004,381) 2,232,152 182,433,716 55,186,858 24,872,237 17,861,193 72,571,576 2,906,344 4,559,459 60,112,773 1,697,008 1,924,489 26,135,271 59,650,948 12,283,911 13,807,835 10,707,379 1,151,577,696 13,698,128 10,002,053 3,309,416 9,454,607 43,650,992 3,905,571 62,303,991 6,912,426 33,338,997 364,427,376 106,348,909 176,516,958 6,302,359 9,159,022 $ 2,362,377,798 120 1,741,034 1,253,435 42,451,764 3,272,241 47,571,161 65,684,611 104,131,370 4,166,608 22,038,425 1,317,084 22,421,158 (657,263,904) 2,146,663 178,550,643 51,657,767 24,679,150 16,322,480 71,489,519 2,812,343 4,475,064 56,571,413 1,680,038 1,901,982 25,506,603 58,137,315 12,325,241 13,926,143 10,447,142 933,547,902 12,894,853 9,246,789 2,802,134 9,402,572 43,367,916 3,868,560 60,897,093 6,511,304 32,314,223 352,481,691 105,281,150 126,898,314 6,172,198 8,916,512 $ 2,070,025,178 1,021 (538,169) 1,585,796 (159,356) -9.13% 134,861 9.12% 1,037,991 2.33% (19,546) -0.58% (2,937,820) -5.40% 233,620 0.34% (1,033,422) -0.99% (213,628) -4.83% 8,666,548 28.07% (1,503,174) -100.00% (17,163,304) -71.80% (89,701,623) 12.85% 2,489,434 111.53% (554,955) -0.30% 12,904,491 23.38% 688,394 2.77% 6,099,336 34.15% 686,197 0.95% 994,535 34.22% 3,523,678 77.28% (6,340,067) -10.55% 3,320 0.20% 327,527 17.02% (346,814) -1.33% 586,545 0.98% 309,711 2.52% 1,612,881 45,611,085 3,348,847 51,483,790 69,098,092 103,700,981 4,209,961 39,543,976 6,740,707 (787,706,004) 4,721,586 181,878,761 68,091,349 25,560,631 23,960,529 73,257,773 3,900,879 8,083,137 53,772,706 1,700,328 2,252,016 25,788,457 60,237,493 12,593,622 14,170,824 11,696,982 1,307,703,079 11,726,574 10,003,554 2,503,913 9,526,644 44,322,775 3,929,288 64,268,911 9,576,748 34,364,359 374,050,627 105,526,927 210,195,330 6,448,944 9,091,282 $ 2,490,087,419 0.27% -21.83% $ 362,989 989,603 156,125,383 (1,971,554) 1,501 (805,503) 72,037 671,783 23,717 1,964,920 2,664,322 1,025,362 9,623,251 (821,982) 33,678,372 146,585 (67,740) 127,709,621 2.63% 9.24% 13.56% -14.39% 0.02% -24.34% 0.76% 1.54% 0.61% 3.15% 38.54% 3.08% 2.64% -0.77% 19.08% 2.33% -0.74% 5.41% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) General Fund Adult Probation Air Quality Animal Care and Control Assessor Assistant County Manager 940 Assistant County Manager 950 Board of Supervisors Dist 1 Board of Supervisors Dist 2 Board of Supervisors Dist 3 Board of Supervisors Dist 4 Board of Supervisors Dist 5 Budget Call Center Clerk of the Board Clerk of the Superior Court Constables Contract Counsel Correctional Health County Attorney County Manager County School Superintendent Deputy County Manager 920 Elections Emergency Management Employee Benefits and Health Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Resources Human Services Internal Audit Justice Courts Juvenile Probation Legal Advocate Legal Defender Medical Examiner Non Departmental $ FY 2016 Actual 48,161,691 1,215,539 758,954 23,689,488 203,715 387,996 342,467 369,293 366,337 363,833 370,208 2,037,368 1,597,112 1,145,558 33,116,683 2,942,044 45,435,224 3,209,327 85,205,122 2,465,438 2,649,845 1,346,281 17,170,724 224,707 181,805 34,691,470 4,086,843 37,923,271 2,581,882 4,066,948 2,355,372 1,842,656 18,148,697 16,693,029 11,810,152 13,179,945 8,748,186 472,173,313 Parks and Recreation 935,563 Planning and Development 868,232 Procurement Services 2,445,336 Protective Services 3,945,268 Public Advocate 9,106,937 Public Defender 40,390,723 Public Fiduciary 3,227,832 Public Health 11,536,203 Real Estate Recorder 1,932,797 Sheriff 111,534,507 Superior Court 88,800,687 Transportation Treasurer 5,058,430 Waste Resources and Recycling 3,091,470 Total $ 1,186,132,508 $ FY 2017 Adopted 51,024,130 1,119,037 758,954 24,026,441 295,088 904,383 376,999 376,999 376,999 376,999 376,999 2,431,156 1,719,187 1,458,992 35,192,277 3,242,537 54,487,007 3,522,248 87,639,468 2,648,433 2,982,933 1,473,270 23,182,889 253,651 276,946 33,498,217 4,638,045 46,115,367 2,855,401 4,475,633 2,383,708 1,888,018 18,312,558 17,154,428 12,046,888 13,436,322 10,398,183 659,299,928 1,274,325 868,232 2,438,032 9,297,577 41,570,118 3,857,641 11,878,845 2,322,447 109,683,397 85,692,226 5,907,713 4,186,564 $ 1,406,003,835 $ FY 2017 Revised 52,141,521 1,119,037 758,954 24,404,617 301,337 906,063 382,871 382,871 382,871 382,871 382,871 2,465,697 1,745,152 1,478,020 35,625,944 3,368,393 54,421,610 3,542,152 89,055,447 2,677,972 3,007,082 1,503,174 23,497,261 259,006 283,762 31,344,954 4,689,481 46,394,418 2,906,344 4,559,459 2,383,708 1,924,489 18,624,435 17,569,012 12,248,897 13,672,096 10,687,891 644,502,901 1,237,244 868,232 2,482,132 9,454,607 42,277,571 3,905,571 12,094,552 2,345,337 118,760,497 86,713,087 5,998,018 4,207,411 $ 1,406,328,900 121 $ FY 2017 Forecast 51,299,972 1,119,037 758,954 23,802,700 189,759 423,356 367,841 381,570 372,876 377,179 381,738 2,031,635 1,741,034 1,253,435 34,412,832 3,272,241 47,571,161 3,466,240 88,887,198 2,551,447 2,458,252 1,317,084 22,421,158 257,711 272,840 29,013,519 4,554,285 45,684,843 2,812,343 4,475,064 2,370,120 1,901,982 18,357,467 16,501,170 12,293,154 13,800,697 10,397,654 564,179,415 1,187,244 868,232 2,472,154 9,402,572 42,124,638 3,868,560 11,531,368 2,115,256 115,515,622 86,522,188 5,903,743 4,184,755 $ 1,303,427,295 $ FY 2018 Adopted 54,952,535 1,119,037 758,954 24,604,445 693,334 1,782,483 383,892 383,892 383,892 383,892 383,892 1,927,528 1,585,796 1,612,881 36,235,508 3,348,847 51,483,790 3,720,143 88,685,407 4,209,961 2,735,517 6,740,707 2,913,470 281,799 42,611,067 4,401,376 5,084,400 47,145,571 3,700,879 8,083,137 2,586,555 2,252,016 18,252,388 17,611,596 12,565,709 13,996,656 11,646,982 674,302,329 974,325 868,232 2,503,913 9,526,644 42,851,483 3,929,288 12,275,818 4,833,614 125,855,319 89,120,801 111,672 6,144,603 4,138,556 $ 1,458,686,531 $ $ Revised to Adopted Variance % 2,811,014 5.39% 199,828 0.82% 391,997 130.09% 876,420 96.73% 1,021 0.27% 1,021 0.27% 1,021 0.27% 1,021 0.27% 1,021 0.27% (538,169) -21.83% (159,356) -9.13% 134,861 9.12% 609,564 1.71% (19,546) -0.58% (2,937,820) -5.40% 177,991 5.02% (370,040) -0.42% 1,531,989 57.21% (271,565) -9.03% (1,503,174) -100.00% (16,756,554) -71.31% 2,654,464 1024.87% (1,963) -0.69% 11,266,113 35.94% (288,105) -6.14% 5,084,400 751,153 1.62% 794,535 27.34% 3,523,678 77.28% 202,847 8.51% 327,527 17.02% (372,047) -2.00% 42,584 0.24% 316,812 2.59% 324,560 2.37% 959,091 8.97% 29,799,428 4.62% (262,919) -21.25% 0.00% 21,781 0.88% 72,037 0.76% 573,912 1.36% 23,717 0.61% 181,266 1.50% 2,488,277 106.09% 7,094,822 5.97% 2,407,714 2.78% 111,672 146,585 2.44% (68,855) -1.64% 52,357,631 3.72% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) Special Revenue Fund $ Adult Probation Air Quality FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Actual Adopted Revised Forecast Adopted 47,921,501 14,931,054 $ 50,944,060 17,656,328 $ 51,603,573 17,656,328 $ 50,191,520 17,009,265 $ 50,956,832 20,514,351 Revised to Adopted Variance $ % (646,741) 2,858,023 -1.25% 16.19% Animal Care and Control Assistant County Manager 950 15,039,861 1,180,170 16,034,089 479,139 16,034,089 1,331,612 13,980,403 1,319,669 15,452,761 1,269,559 (581,328) (62,053) -3.63% -4.66% Assistant County Manager 960 Clerk of the Superior Court Correctional Health (87) 7,256,471 61,369,410 8,583,746 64,480,524 8,947,150 65,322,320 8,038,932 62,218,371 9,375,577 65,377,949 428,427 55,629 4.79% 0.09% County Attorney County Manager 12,924,016 1,618,576 14,149,082 326,455 15,678,956 1,745,617 15,244,172 1,615,161 15,015,574 - (663,382) (1,745,617) -4.23% -100.00% County School Superintendent Deputy County Manager 930 Elections 23,002,670 (12) 545,729 27,863,805 406,750 27,870,346 406,750 19,580,173 - 36,808,459 - 8,938,113 (406,750) 32.07% -100.00% Emergency Management Employee Benefits and Health 1,523,660 7,273,950 1,811,001 7,891,088 1,973,146 8,274,503 1,888,952 7,602,146 1,808,116 7,941,302 (165,030) (333,201) -8.36% -4.03% Enterprise Technology Environmental Services Equipment Services 932,782 18,859,678 - 984,584 20,182,756 - 1,001,031 20,182,756 - 996,026 20,124,865 - 1,001,031 21,159,255 1,050,000 Facilities Management Finance 23,825,664 - 26,139,595 - 26,177,158 - 25,804,676 - 26,112,202 200,000 (64,956) 200,000 -0.25% - Human Services Integrated Crim Justice Info Justice Courts Juvenile Probation Legal Advocate 58,896,169 1,640,148 6,805,743 39,390,125 16,465 57,729,065 1,674,309 7,510,836 41,509,884 35,014 57,729,065 1,697,008 7,510,836 42,081,936 35,014 54,201,293 1,680,038 7,149,136 41,636,145 32,087 51,186,151 1,700,328 7,536,069 42,625,897 27,913 (6,542,914) 3,320 25,233 543,961 (7,101) -11.33% 0.20% 0.34% 1.29% -20.28% 88,264 8,407 2,216,387 9,362,271 8,829,908 28,518 1,435,453 48,286,285 4,975,485 230,809,238 15,958,074 127,594,148 $ 135,739 8,851 61,457,030 12,275,884 8,533,821 1,373,421 50,033,386 4,567,089 247,361,882 17,090,468 122,311,502 304,341 4,751,611 896,597,135 $ 135,739 19,488 66,652,565 12,460,884 9,133,821 1,373,421 50,209,439 4,567,089 245,666,879 19,635,822 122,487,556 304,341 4,951,611 910,857,849 $ 125,446 49,488 11,418,512 11,707,609 8,378,557 1,243,278 49,365,725 4,396,048 236,966,069 18,758,962 119,515,999 268,455 4,731,757 817,238,935 $ 174,168 50,000 51,916,489 10,752,249 9,135,322 1,471,292 51,993,093 4,743,134 248,195,308 16,406,126 125,604,185 304,341 4,952,726 902,817,759 $ 38,429 30,512 (14,736,076) (1,708,635) 1,501 97,871 1,783,654 176,045 2,528,429 (3,229,696) 3,116,629 1,115 (8,040,090) 28.31% 156.57% -22.11% -13.71% 0.02% 7.13% 3.55% 3.85% 1.03% -16.45% 2.54% 0.00% 0.02% -0.88% $ $ FY 2017 Adopted 131,781,210 131,781,210 $ $ FY 2017 Revised 138,637,270 138,637,270 $ $ FY 2017 Forecast 166,588,797 166,588,797 $ $ FY 2018 Adopted 132,111,416 132,111,416 $ $ Revised to Adopted Variance % (6,525,854) -4.71% (6,525,854) -4.71% Legal Defender Medical Examiner Non Departmental Parks and Recreation Planning and Development Protective Services Public Defender Public Health Recorder Sheriff Superior Court Transportation Treasurer Waste Resources and Recycling Total $ Debt Service Fund Non Departmental Total $ $ Capital Projects Fund Non Departmental FY 2016 Actual 51,221,374 51,221,374 FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Actual Adopted Revised Forecast Adopted $ 164,833,618 $ 43,970,605 208,804,223 Transportation Total 4,850,897 799,397,078 $ 314,184,026 $ 100,221,196 414,405,222 $ 301,784,960 $ 100,221,196 402,006,156 122 $ 191,361,178 $ 53,574,109 244,935,287 $ 449,372,845 $ 131,756,231 581,129,076 976,499 1,050,000 0.00% 4.84% - Revised to Adopted Variance % $ 147,587,885 48.90% $ 31,535,035 179,122,920 31.47% 44.56% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) Internal Service Fund Employee Benefits and Health $ FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Actual 165,814,565 Adopted 173,875,451 Revised 173,875,451 Forecast 170,675,657 Adopted 173,655,660 $ 19,362,054 15,207,127 Enterprise Technology Equipment Services Procurement Services Risk Management Total Elimination Eliminations County Transportation Total $ $ 22,840,873 17,861,193 $ 22,840,873 17,861,193 21,648,222 16,322,480 696,214 827,284 827,284 329,980 35,362,224 236,442,184 33,338,997 248,743,798 33,338,997 248,743,798 32,314,223 241,290,562 $ $ $ $ Revised to Adopted $ 24,479,251 17,826,129 $ 34,364,359 250,325,399 FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Actual Adopted Revised Forecast Adopted $ $ (473,906,634) $ (695,331,430) $ (698,004,381) $ (657,263,904) $ (787,706,004) $ (70,403,183) (46,191,794) (46,191,794) (46,191,794) (47,276,758) $ (544,309,817) $ (741,523,224) $ (744,196,175) $ (703,455,698) $ (834,982,762) $ 123 Variance (219,791) % -0.13% 1,638,378 (35,064) 7.17% -0.20% (827,284) -100.00% 1,025,362 1,581,601 3.08% 0.64% Revised to Adopted Variance (89,701,623) (1,084,964) (90,786,587) % 12.85% 2.35% 12.20% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department and Fund Type General Fund Adult Probation Air Quality Animal Care and Control Assessor $ 54,952,535 50,956,832 $ Capital Projects Fund - $ - Internal Service Fund $ - Subtotal $ Elimination 105,909,367 $ - Total $ 105,909,367 20,514,351 - - - 21,633,388 - 21,633,388 758,954 24,604,445 15,452,761 - - - - 16,211,715 24,604,445 - 16,211,715 24,604,445 Assistant County Manager 940 693,334 1,782,483 Assistant County Manager 960 $ Debt Service Fund 1,119,037 Assistant County Manager 950 Board of Supervisors Dist 1 Board of Supervisors Dist 2 Special Revenue Fund 1,269,559 383,892 383,892 - - - 693,334 - 693,334 - - - 3,052,042 - 3,052,042 - - - - - - - - 383,892 383,892 - 383,892 383,892 Board of Supervisors Dist 3 383,892 - - - - 383,892 - 383,892 Board of Supervisors Dist 4 383,892 - - - - 383,892 - 383,892 Board of Supervisors Dist 5 Budget Call Center Clerk of the Board 383,892 - - - - 383,892 - 383,892 1,927,528 1,585,796 - - - - 1,927,528 1,585,796 - 1,927,528 1,585,796 - - - - 1,612,881 - 1,612,881 - - - 45,611,085 3,348,847 51,483,790 - 45,611,085 3,348,847 51,483,790 1,612,881 36,235,508 3,348,847 51,483,790 9,375,577 - 3,720,143 88,685,407 4,209,961 2,735,517 6,740,707 2,913,470 281,799 42,611,067 4,401,376 5,084,400 47,145,571 3,700,879 8,083,137 2,586,555 2,252,016 18,252,388 17,611,596 12,565,709 13,996,656 11,646,982 674,302,329 974,325 868,232 2,503,913 9,526,644 42,851,483 65,377,949 15,015,574 36,808,459 1,808,116 7,941,302 1,001,031 21,159,255 1,050,000 26,112,202 200,000 51,186,151 1,700,328 7,536,069 42,625,897 27,913 174,168 50,000 51,916,489 10,752,249 9,135,322 1,471,292 3,929,288 12,275,818 4,833,614 - 51,993,093 4,743,134 - Sheriff 125,855,319 Superior Court 89,120,801 Transportation 111,672 Treasurer 6,144,603 Waste Resources and Recycling 4,138,556 Total $ 1,458,686,531 248,195,308 16,406,126 125,604,185 304,341 4,952,726 902,817,759 Clerk of the Superior Court Constables Contract Counsel Correctional Health County Attorney County Manager County School Superintendent Deputy County Manager 920 Deputy County Manager 930 Elections Eliminations County Emergency Management Employee Benefits and Health Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Resources Human Services Integrated Crim Justice Info Internal Audit Justice Courts Juvenile Probation Legal Advocate Legal Defender Medical Examiner Non Departmental Parks and Recreation Planning and Development Procurement Services Public Advocate Public Defender Public Fiduciary Public Health Real Estate Recorder Risk Management $ 132,111,416 - 449,372,845 - - $ - 132,111,416 $ 124 131,756,231 581,129,076 $ 173,655,660 24,479,251 17,826,129 - 69,098,092 103,700,981 4,209,961 39,543,976 6,740,707 4,721,586 181,878,761 68,091,349 25,560,631 23,960,529 73,257,773 3,900,879 8,083,137 53,772,706 1,700,328 2,252,016 25,788,457 60,237,493 12,593,622 14,170,824 11,696,982 1,307,703,079 11,726,574 10,003,554 2,503,913 9,526,644 44,322,775 34,364,359 3,929,288 64,268,911 9,576,748 34,364,359 250,325,399 374,050,627 105,526,927 257,472,088 6,448,944 9,091,282 $ 3,325,070,181 (787,706,004) - 69,098,092 103,700,981 4,209,961 39,543,976 6,740,707 (787,706,004) 4,721,586 181,878,761 68,091,349 25,560,631 23,960,529 73,257,773 3,900,879 8,083,137 53,772,706 1,700,328 2,252,016 25,788,457 60,237,493 12,593,622 14,170,824 11,696,982 1,307,703,079 11,726,574 10,003,554 2,503,913 9,526,644 44,322,775 3,929,288 64,268,911 9,576,748 34,364,359 374,050,627 105,526,927 (47,276,758) 210,195,330 6,448,944 9,091,282 $ (834,982,762) $ 2,490,087,419 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type All Funds $ 7010 Regular Pay FY 2016 FY 2017 FY 2017 Actual 693,327,689 Adopted 724,957,676 Revised 727,797,515 Forecast $ 710,981,160 $ $ FY 2017 $ FY 2018 Revised to Adopted Adopted 743,081,010 Variance 15,283,495 $ % 2.10% 7050 Temporary Pay 7100 Overtime 3,593,407 19,478,631 6,160,479 18,951,122 6,647,478 19,733,354 6,105,856 23,383,270 5,334,316 21,290,701 (1,313,162) 1,557,347 -19.75% 7.89% 7500 Fringe Benefits 7501 Taxes 11,100 51,746,548 331,126,561 - 47,848 58,477,936 25,881 54,858,193 57,032,023 (47,848) -100.00% (1,445,913) -2.47% 115,424,278 127,343,476 - 110,905,780 152,506,562 114,930,441 146,060,456 147,835,508 151,064,499 36,929,728 (1,442,063) 33.30% -0.95% 7504 Workers Comp 7505 Unemployment 6,212,704 618,655 - 7,132,824 63,769 5,251,689 443,969 4,237,654 453,457 (2,895,170) 389,688 -40.59% 611.09% 7506 Subsidy Plan 7508 Post Employement Health Program 1,333,293 - - 158,511 360,000 1,035,754 582,769 645,339 562,148 7509 Student Loan Repayment 7900 Other Personal Services 5,741,413 1,239,377 5,562,798 1,288,850 3,104,183 2,069,138 726,365 7502 Retirement 7503 Medical (116,434,480) 7950 Personal Services Allocations (119,566,445) - 7951 Taxes Allocation Out 7952 Retirement Allocation Out 7953 Medical Allocation Out Total Personnel $ 1,022,460,237 8010 Supplies $ 8011 8012 8013 8014 8015 8016 8017 8020 8030 8040 8050 8060 Auto Supplies Janitorial Supplies Safety Apparel & Supplies Food Supplies Environmental Supplies Technology Supplies Repairs And Maintenance Supplies Health Care Supplies Fuel Non-Capital Equipment Supplies-Allocations Out Supplies-Allocations In Total Supplies $ 8100 8101 8102 8103 8104 8105 8110 8111 8112 8113 8114 8115 8116 8117 8118 8120 8121 8122 8123 8124 8125 8126 8127 Legal Services Courtroom Services Fees Legal Examinations Fees Legal Reports & Depositions Fees Jury Fees Investigation & Mitigation Fees Health Care Services Dental Services Therapy Services Pharmacy Radiology/Lab Services Transportation Services Short-Term Disability Claims IBNR Veterinarian Services Other Services Financial & Consulting Services Real Estate & Construction Services Technology Services Personnel & Training Services Insurance Services Claims Services Publication & Document Management Services $ 18,263,459 - - 66.95% -86.94% - (5,449,273) (7,146,522) (6,546,520) (6,189,695) (11,600,038) (10,749,942) 2,274,962 514,587 (402,130) -26.88% -4.25% 3.89% (89,567,171) 10,306,431 (94,478,549) 7,377,067 (82,373,334) 6,006,633 7,193,837 (4,299,798) -8.03% -41.72% 10,869,890 9,466,274 5,714,853 5,357,189 11,279,834 10,489,414 409,944 1,023,140 3.77% 10.81% $ 1,088,311,713 84,804,900 $ 1,085,586,982 91,298,401 $ 1,064,179,117 80,421,257 $ 1,131,616,287 $ (4,383,643) 46,029,305 -5.17% 4.24% $ $ $ $ 115,891,965 - 869,917 1,192,174 5,364,693 9,399,947 80,590 7,442,616 5,597,051 10,066,781 5,523,825 15,658,826 (5,178,071) 5,425,626 79,707,434 $ 49,769,603 6,693,618 2,966,166 1,837,141 3,125,218 3,972,441 7,197,957 9,663,191 3,916,442 24,174,470 1,852,037 893,623 2,073,881 719,312 130,866,439 4,667,009 1,594,559 4,250,029 7,355,038 13,869,338 15,339,622 5,601,537 - 829,761 (4,836,433) 307.13% 56.15% (8,464,657) (12,114,625) (10,347,812) - 7962 Retirement Allocation In 7963 Medical Allocation In - - 114,063,523 - 7954 Salary Allocation Out 7960 Personal Services Allocation In 7961 Taxes Allocation In 7964 Salary Allocation In 10,790,355 486,828 202,148 $ 46,567,375 11,452,979 6,383,473 4,555,836 (6,001,930) 5,825,072 68,782,805 $ 73,475,943 42,406,999 261,469,820 - 125 $ 28,118,474 2,960,647 969,420 3,371,504 8,626,445 17,736 4,140,208 985,339 11,028,800 6,131,617 6,051,598 (5,993,270) 5,850,733 72,259,251 $ 56,262,226 5,001,918 2,757,155 2,273,104 3,163,394 5,690,337 41,681,634 1,607,834 300,619 62,993 13,773 237,642 236,547,139 2,803,819 100,000 17,268,998 870,513 5,923,651 17,593,462 5,514,066 $ 18,789,549 $ (4,631,841) -16.47% 2,984,616 742,064 4,655,868 7,044,074 20,475 6,957,475 1,366,221 11,194,999 6,583,094 4,627,232 (6,721,123) 6,683,489 64,928,033 $ 23,486,633 4,589,237 1,313,436 5,059,552 8,810,208 140,080 4,276,897 388,958 11,386,240 5,873,130 3,988,324 (6,330,673) 6,299,044 69,281,066 $ 1,628,590 344,016 1,688,048 183,763 122,344 136,689 (596,381) 357,440 (258,487) (2,063,274) (337,403) 448,311 (2,978,185) 55.01% 35.49% 50.07% 2.13% 689.81% 3.30% -60.53% 3.24% -4.22% -34.09% 5.63% 7.66% -4.12% 49,377,888 $ 6,097,011 3,374,096 1,840,022 2,704,225 4,684,171 (2,204,386) 4,536,460 1,780,791 23,436,461 1,406,682 1,352,235 2,227,374 (2,199,996) 71,158 96,749,423 3,098,698 5,168,074 15,593,227 5,526,305 9,763,184 32,208,230 1,842,449 52,188,585 $ 6,197,547 3,875,901 1,926,169 3,013,699 4,016,071 (1,433,529) 4,253,536 3,178,272 24,634,884 1,528,089 1,095,656 2,247,711 3 299,352 177,375,334 5,432,814 6,008,000 18,137,342 2,528,507 8,908,066 34,972,705 2,143,096 (4,073,641) 1,195,629 1,118,746 (346,935) (149,695) (1,674,266) (43,115,163) 4,253,536 1,570,438 24,334,265 1,465,096 1,081,883 2,247,711 3 61,710 (59,171,805) 2,628,995 5,908,000 868,344 1,657,994 2,984,415 17,379,243 (3,370,970) -7.24% 23.90% 40.58% -15.26% -4.73% -29.42% -103.44% 97.67% 8094.72% 2325.81% 7855.10% 25.97% -25.01% 93.76% 5908.00% 5.03% 190.46% 50.38% 98.78% -61.13% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2016 Actual 15,065,180 All Funds 8200 Rent And Operating Leases FY 2017 FY 2017 FY 2017 FY 2018 Adopted 20,812,876 Revised 17,546,249 Forecast 16,300,407 Adopted 16,066,595 Revised to Adopted Variance % (1,479,654) -8.43% 8201 Automobile Lease/Rent 8202 Special Function Lease/Rent 1,262,767 415,084 - 1,411,310 63,000 1,701,804 384,486 1,821,339 307,500 410,029 244,500 29.05% 388.10% 8203 Equipment Lease/Rent 3,266,152 - 855,869 1,613,326 2,299,977 1,444,108 168.73% 63,696,104 76,088,583 68,425,021 34,186 64,515,623 347,423 81,007,205 347,423 12,582,184 18.39% 8300 Intergovernmental Payments 237,663,002 249,339,360 249,721,298 251,279,909 269,252,583 19,531,285 7.82% 8304 Intergov Equip Svcs Payments 8390 Internal Service Fund Charges 16,957,126 - (27,406,244) 3,189,078 66,311 27,472,555 -100.24% 8391 Risk Management ISF Charge 13,009,477 - 11,429,813 (6,055,680) 13,809 437,668 - 6,482,993 167,849 (411,915) 89,510 4,586,410 221,474 (2,148,065) 5,350 8210 Bank Service Fees 8250 Repairs And Maintenance 8392 CSCA 8393 Reprographics ISF Charge 8,201,031 (46,405,019) 8394 Equipment Services ISF Charge 8395 Internal Service Charges (4,872,264) 1,115,273 8410 Travel - 8411 Travel - Conference 8412 Travel - Education 990,855 1,073,528 (930,430) -46.43% 894,438 184,759 1,091,895 87,326 586,186 78,149 115.91% 851.57% 1,478,886 4,994,423 957,676 738,093 32,587,647 Total Services $ 9100 Capital Land Costs 9150 Capital Building & Improvements $ 7,070,053 24,576,706 $ (7,846,482) -171.08% (154,074) -69.57% 505,709 9,177 8421 Conference Registration 8430 Postage/Freight/Shipping (6,820,079) 7,603,278 664,125,354 $ (3,260,072) 67,400 2,003,958 4,931,109 5,263,664 Inventory Cost of Goods Sold Services Allocations Out Services Allocations In (6,482,993) -100.00% (152,683) -90.96% - 3,662,041 1,827,064 8710 8711 8720 8730 (16,094,665) -140.81% 15,166 - 8413 Travel - Other 8420 Education And Training 8450 Support And Care Of Persons 8451 Indigent Burial 8500 Utilities (4,664,852) 2,472,966 2,667,792 2,472,701 (265) -0.01% 6,634,512 3,793,974 1,791,547 6,938,075 2,701,745 1,174,335 5,704,053 3,670,445 1,640,963 4,829,478 (123,529) (150,584) (2,108,597) -3.26% -8.41% -30.39% 1,524,925 36,324,214 1,425,606 334,915 36,454,845 4,201,359 667,610 36,002,878 2,981,582 236,296 35,312,616 1,555,976 (98,619) (1,142,229) 109.14% -29.45% -3.13% (75,000) (1,786,016) 2,139,389 (15,380,503) 17.52% 22.41% -1.94% (4,338,496) 67,804,241 -23.46% 56.94% (10,152,990) 9,959,472 773,206,223 $ 75,000 (10,192,990) 9,546,516 794,338,617 $ 21,229,051 131,415,965 18,491,587 119,074,367 $ $ (110,319) 46 (9,362,679) 8,807,924 653,456,597 $ 10,096,179 32,552,389 $ (11,979,006) 11,685,905 778,958,114 $ 14,153,091 186,878,608 $ 9200 Capital Equipment 9300 Capital Vehicles 51,675,079 10,135,358 55,392,156 12,232,847 45,969,739 13,287,783 25,097,603 12,306,735 54,329,416 13,323,571 8,359,677 35,788 18.19% 0.27% 9400 Capital Infrastructure 9500 Debt Service 9510 Debt Service - Interest 27,937,488 36,665,337 12,539,197 73,646,006 131,791,210 - 74,722,202 138,647,270 - 40,571,320 161,908,857 4,497,906 109,209,500 132,337,766 - 34,487,298 (6,309,504) - 46.15% -4.55% - 1,357,782 9520 Debt Service - Other Total Capital $ 172,059,259 Total Expenditures $ 1,938,352,284 8800 Transfers Out - 102,259 9550 Capital Allocations 9560 Capital Allocations In $ $ 425,707,235 $ 2,356,007,976 (664,734) $ Total Uses $ 1,937,687,550 - - $ 2,356,007,976 126 187,034 (543,228) 543,228 (543,228) 543,228 - (253,344) 496,752 (511,119) 511,119 $ 410,192,948 $ 2,362,377,798 $ 287,461,431 $ 2,070,025,178 $ 510,231,952 $ 2,490,087,419 $ $ $ $ $ $ - $ 2,362,377,798 - $ 2,070,025,178 - $ 2,490,087,419 $ - - 32,109 (32,109) -5.91% -5.91% 100,039,004 127,709,621 24.39% 5.41% 127,709,621 5.41% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) General Fund 7010 Regular Pay 7050 Temporary Pay 7100 Overtime 7500 Fringe Benefits 7501 Taxes 7502 Retirement 7503 Medical 7504 Workers Comp 7505 Unemployment 7506 Subsidy Plan 7508 Post Employment Health Program 7509 Student Loan Repayment 7900 Other Personal Services 7950 Personal Services Allocations 7951 Taxes Allocation Out 7952 Retirement Allocation Out 7953 7954 7960 Medical Allocation Out Salary Allocation Out Personal Services Allocation In 7961 7962 7963 7964 Taxes Allocation In Retirement Allocation In Medical Allocation In Salary Allocation In $ Total Personnel $ 8010 8011 Supplies Auto Supplies 8012 8013 8014 8015 8016 8017 8020 8030 8040 Janitorial Supplies Safety Apparel & Supplies Food Supplies Environmental Supplies Technology Supplies Repairs And Maintenance Supplies Health Care Supplies Fuel Non-Capital Equipment 8050 8060 Supplies-Allocations Out Supplies-Allocations In Total Supplies 8100 8101 8102 8103 8104 8105 8110 Legal Services Courtroom Services Fees Legal Examinations Fees Legal Reports & Depositions Fees Jury Fees Investigation & Mitigation Fees Health Care Services 8111 8112 8114 8115 8118 8120 Dental Services Therapy Services Radiology/Lab Services Transportation Services Veterinarian Services Other Services $ FY 2016 Actual 400,466,477 $ 2,250,446 8,061,014 94,846 28,998,852 73,578,764 68,973,631 2,506,562 349,613 923,740 2,747,646 (84,376,434) - FY 2017 Adopted 421,441,865 $ 3,286,139 8,033,227 189,480,277 3,158,570 (91,599,595) - FY 2017 FY 2017 Revised Forecast 423,376,163 $ 414,216,151 $ 3,245,126 3,754,103 9,673,198 9,861,564 35,700 19,333 33,527,053 31,261,593 69,910,876 73,291,708 82,505,948 79,562,841 4,012,305 2,549,634 46,510 220,250 137,973 732,236 180,000 450,000 1,239,377 1,282,861 1,168,722 522,802 (5,914,829) (3,607,903) (9,485,349) (5,564,786) FY 2018 Adopted 433,440,680 $ 2,349,147 8,696,720 32,271,340 98,160,222 82,622,240 1,601,584 255,658 509,301 330,000 2,059,616 (142,715) (4,784,524) (9,628,390) (8,668,753) (62,634,429) 12,948,659 16,134,081 (7,958,340) (68,875,745) 517,523,816 549,934,564 1,900,318 1,165,519 1,197,222 12,168,941 553,256,688 7,129,043 73,752 $ $ 13,061,409 - (4,979,347) (76,176,942) - $ $ 11,224,024 19,100 - $ $ 1,318,380 877,056 1,071,360 10,737,687 541,400,581 7,785,420 21,939 - $ $ 764,692 1,176,421 1,274,612 9,971,572 589,624,994 8,408,036 17,253 32,896 2,035,310 90,518 28,151 4,175,921 1,838,430 1,423,527 2,790,033 3,868,114 1,380,525 2,965,913 1,840,956 1,443,600 11,900 640,365 1,370,278 3,015,902 2,481,196 11,397 1,790,298 66,354 20,475 2,956,005 428,090 1,161,946 1,010,447 2,507,619 2,081 2,142,466 44,213 35,000 1,646,491 132,615 1,472,617 2,707,791 1,136,906 (3,469,859) 648,089 (4,175,611) 584,829 (4,175,611) 602,745 (4,355,633) 716,177 (3,972,804) 449,552 $ $ Revised to Adopted Variance % 10,064,517 2.38% (895,979) -27.61% (976,478) -10.09% (35,700) -100.00% (1,255,713) -3.75% 28,249,346 40.41% 116,292 0.14% (2,410,721) -60.08% 209,148 449.68% 371,328 269.13% 150,000 83.33% 820,239 66.18% (1,311,437) -112.21% 1,130,305 -19.11% (143,041) 1.51% (710,413) 6,241,316 8.93% -9.06% (1,135,626) 10,902 77,390 (2,197,369) 36,368,306 -59.76% 0.94% 6.46% -18.06% 6.57% (2,815,988) (1,847) -25.09% -9.67% 2,081 698,866 32,313 35,000 1,006,126 132,615 102,339 (308,111) (1,344,290) 48.41% 271.54% 157.12% 7.47% -10.22% -54.18% 202,807 (153,193) -4.86% -25.42% $ 20,663,925 $ 15,658,021 $ 16,633,499 $ 14,120,534 $ 14,222,217 $ (2,411,282) -14.50% $ 47,773,276 6,054,329 2,966,166 1,803,641 3,109,399 3,543,828 3,074,935 $ 66,597,192 4,027,096 $ 51,644,348 4,904,889 2,782,155 2,261,104 2,728,708 4,044,095 3,886,620 $ 45,526,167 5,686,600 3,374,096 1,783,661 2,570,597 2,886,676 3,045,775 $ 48,664,751 5,793,774 3,875,901 1,883,169 2,600,000 3,219,812 2,734,931 $ (2,979,597) 888,885 1,093,746 (377,935) (128,708) (824,283) (1,151,689) -5.77% 18.12% 39.31% -16.71% -4.72% -20.38% -29.63% 130,504 94,583 21,456 26,994,784 94,679,812 127 118,200 1,328 237,642 79,982,587 104,580 168,278 401,409 68,838 30,125,469 112,000 233,500 432,700 294,552 78,696,181 (6,200) -5.25% 232,172 17482.83% 432,700 56,910 23.95% (1,286,406) -1.61% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2016 Actual General Fund (continued) 8121 8122 8123 8124 8125 8126 8127 8200 8201 8202 8203 8210 8250 8300 8390 8391 8392 8393 8394 Financial & Consulting Services Real Estate & Construction Services Technology Services Personnel & Training Services Insurance Services Claims Services Publication & Document Management Services Rent And Operating Leases Automobile Lease/Rent Special Function Lease/Rent Equipment Lease/Rent Bank Service Fees Repairs And Maintenance Intergovernmental Payments Internal Service Fund Charges Risk Management ISF Charge CSCA Reprographics ISF Charge Equipment Services ISF Charge 8395 8410 8411 8412 8413 8420 8421 8430 8450 8451 8500 8710 8720 8730 Internal Service Charges Travel Travel - Conference Travel - Education Travel - Other Education And Training Conference Registration Postage/Freight/Shipping Support And Care Of Persons Indigent Burial Utilities Inventory Services Allocations Out Services Allocations In Total Services 9100 9150 9200 9300 9400 9500 9520 9550 9560 8800 2,493,663 2,619 3,194,491 1,113,648 71,445 4,435,643 9,085,596 419,073 41,325 1,194,217 32,619,556 230,437,115 10,789,787 7,279,487 (14,995,444) 208,540 3,200,978 $ $ Capital Land Costs Capital Building & Improvements Capital Equipment FY 2017 Revised FY 2017 Forecast FY 2018 Adopted 11,559,601 41,426,179 242,811,084 - 1,906,797 7,415,300 327,377 79,550 4,633,593 11,063,059 102,200 63,000 444,982 37,216,162 242,647,334 1,277,164 6,104,020 149,576 1,761,312 7,037,913 1,844,256 110,824 6,231 1,080,644 10,082,995 393,790 69,566 995,766 241 33,337,989 246,755,169 13,983,864 7,490,194 (14,576,418) 101,443 2,860,461 10,732,048 1,236,581 74,051 1,000 1,717,738 9,631,555 442,200 27,700 1,653,098 5,200 41,534,086 259,433,106 14,792,711 8,774,524 (15,329,523) 4,500 4,854,244 4,350 407,429 341,733 15,514 1,552,937 1,546,410 430,609 4,875,689 330,900 231,150 11,602,346 (65,105) (6,262,684) 2,443,858 428,527,305 $ 3,125,451 67,400 457,268 515,241 29,587 1,523,034 1,862,419 508,304 4,107,296 451,744 236,296 11,599,475 (8,747,822) 2,865,018 504,733,018 $ - 327,349 369,897 1,697,585 961,510 604,486 4,272,721 349,149 187,045 10,336,985 (4,158,430) 1,623,393 403,730,330 $ 365,000 3,507 6,769,280 FY 2017 Adopted $ 3,487,909 10,788,144 2,522,998 2,464,208 5,695,396 643,035 11,778,491 (7,467,698) 2,385,681 489,911,219 $ 50,000 2,428,168 $ 4,954,321 10,000 (527,799) 87,362 7,002,052 $ 36,073 412,499 321,175 1,859,161 1,905,147 635,057 5,659,474 643,033 11,947,688 (7,467,698) 2,347,135 487,808,443 $ 50,000 2,970,797 5,941,757 10,000 (527,799) 87,362 8,532,117 $ Total Capital $ 4,597,499 2,015 11,708 11,749,009 Total Expenditures $ 953,667,080 $ 1,062,505,856 $ 1,066,230,747 232,465,428 343,497,979 $ 1,186,132,508 $ 1,406,003,835 Capital Vehicles Capital Infrastructure Debt Service Debt Service - Other Capital Allocations Capital Allocations In Transfers Out Total Uses $ 128 $ $ - $ Revised to Adopted Variance % 2,971,959 50,000 10,588,197 5,585,409 5,000 (237,915) 86,366 8,410,819 $ 5,170,400 (511,119) 87,128 15,384,606 $ 992,459,239 $ 1,123,964,835 340,098,153 310,968,056 334,721,696 $ 1,406,328,900 $ 1,303,427,295 $ 1,458,686,531 $ $ 953,664 3,316,748 909,204 (5,499) 1,000 (2,915,855) (1,431,504) 340,000 (35,300) 1,208,116 5,200 4,317,924 16,785,772 13,515,547 2,670,504 (15,329,523) (145,076) 50.01% 44.73% 277.72% -6.91% -62.93% -12.94% 332.68% -56.03% 271.50% 11.60% 6.92% 1058.25% 43.75% -96.99% (362,458) 31,327 44,769 194,066 29,587 (336,127) (42,728) (126,753) (1,552,178) (191,289) 236,296 (348,213) (1,280,124) 517,883 16,924,575 -10.39% 86.84% 10.85% 60.42% -18.08% -2.24% -19.96% -27.43% -29.75% -2.91% 17.14% 22.06% 3.47% 7,617,400 256.41% (771,357) (10,000) 16,680 (234) 6,852,489 -12.98% -100.00% -3.16% -0.27% 80.31% 57,734,088 (5,376,457) $ 52,357,631 5.41% -1.58% 3.72% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2016 Actual Special Revenue Fund $ 283,729,995 1,299,509 11,048,532 7010 7050 7100 Regular Pay Temporary Pay Overtime 7500 7501 7502 Fringe Benefits Taxes Retirement (83,817) 22,041,614 40,753,739 7503 7504 7505 Medical Workers Comp Unemployment 56,827,838 3,679,241 264,746 7506 7508 7509 7900 Subsidy Plan Post Employment Health Program Student Loan Repayment Other Personal Services 7950 7951 7952 7953 7954 7960 7961 7962 7963 7964 8010 8011 8012 8013 8014 8015 8016 8017 8020 8030 8040 8050 8060 8100 8101 8103 8104 8105 8110 FY 2017 Adopted $ FY 2017 Revised 294,058,519 2,800,157 10,602,895 $ 137,938,907 - FY 2017 Forecast 295,247,095 3,370,240 9,745,156 $ 287,500,499 2,290,423 13,199,044 68,175,010 3,095,506 9,024 64,758,772 2,698,416 222,301 66,429,901 2,533,262 191,577 (1,745,109) (562,244) 182,553 -2.56% -18.16% 2022.97% 136,038 232,148 9,522 864,562 115,500 52,148 9,522 (3,349,812) 562.37% 28.97% -79.49% (1,402,987) (1,968,360) (2,077,925) 1,134,653 642,616 294,242 -44.71% -24.61% -12.40% (31,290,118) - (27,767,949) - (2,537,640) (2,610,976) (2,372,167) (1,836,708) (1,575,124) (1,559,173) Salary Allocation Out Personal Services Allocation In Taxes Allocation In Retirement Allocation In Medical Allocation In Salary Allocation In 93,160,841 484,749,569 92,874,429 518,119,794 Legal Services Courtroom Services Fees Legal Reports & Depositions Fees Jury Fees Investigation & Mitigation Fees Health Care Services $ 1.15% -12.61% 26.28% -100.00% -1.32% 21.15% Personal Services Allocations Taxes Allocation Out Retirement Allocation Out Medical Allocation Out $ 3,384,049 (425,117) 2,560,915 (12,148) (320,242) 8,446,718 292,900 132,769 5,989 2,582,985 $ $ 23,943,555 48,390,637 20,538 180,000 4,214,374 Supplies Auto Supplies Janitorial Supplies Safety Apparel & Supplies Food Supplies Environmental Supplies Technology Supplies Repairs And Maintenance Supplies Health Care Supplies Fuel Non-Capital Equipment Supplies-Allocations Out Supplies-Allocations In Total Supplies 298,631,144 2,945,123 12,306,071 6,548 22,905,191 40,563,497 7,612,836 $ $ Revised to Adopted Variance % 12,148 24,263,797 39,943,919 387,915 2,929,534 Total Personnel FY 2018 Adopted $ (20,532,053) 6,681,775 9,246,324 7,814,221 68,616,598 512,582,889 $ (18,243,221) 3,952,840 4,468,501 3,900,368 75,956,914 502,223,731 $ (19,710,297) 4,969,126 9,683,031 8,785,937 66,864,654 521,756,719 $ 821,756 (1,712,649) 436,707 971,716 (1,751,944) 9,173,830 -4.00% -25.63% 4.72% 12.44% -2.55% 1.79% 9,599,468 $ 75,535 1,156,351 3,289,065 9,308,163 52,373 2,180,093 499,641 8,643,254 2,053,530 2,631,818 (1,708,212) 4,736,469 42,517,548 $ 28,679,448 $ 10,072,454 2,910,085 2,495,908 (1,826,319) 5,225,103 47,556,679 $ 14,367,283 $ 33,772 960,920 1,814,573 8,614,545 17,736 3,327,396 230,839 9,610,676 2,710,844 3,347,930 (1,817,659) 5,261,570 48,480,425 $ 10,148,452 $ 2,314 728,631 2,793,137 6,977,720 3,895,025 370,262 10,033,053 2,459,540 1,981,975 (2,365,490) 5,960,032 42,984,651 $ 14,591,527 $ 10,589 1,311,355 2,489,960 8,765,995 105,080 1,532,137 256,343 9,913,623 2,717,341 2,612,230 (2,357,869) 5,830,429 47,778,740 $ 224,244 (23,183) 350,435 675,387 151,450 87,344 (1,795,259) 25,504 302,947 6,497 (735,700) (540,210) 568,859 (701,685) 1.56% -68.65% 36.47% 37.22% 1.76% 492.47% -53.95% 11.05% 3.15% 0.24% -21.97% 29.72% 10.81% -1.45% 130,611 367,008 8,522 15,819 316,872 19,386,335 2,890,026 26,290,717 659,153 97,029 12,000 434,686 1,591,242 25,735,069 153,266 109,411 23,064 133,628 1,711,495 19,809,962 522,834 152,773 23,000 413,699 761,259 22,481,477 (136,319) 55,744 11,000 (20,987) (829,983) (3,253,592) -20.68% 57.45% 91.67% -4.83% -52.16% -12.64% $ $ $ $ $ 8111 Dental Services 434,739 - 482,895 51,036 8112 8113 Therapy Services Pharmacy 2,557,148 22,321 - 1,573,109 300,619 1,676,211 1,829 3,066,272 - 1,493,163 (300,619) 94.92% -100.00% 8114 8115 8118 Radiology/Lab Services Transportation Services Veterinarian Services 1,225,554 872,167 - - 61,665 13,773 - 1,238,404 950,826 2,320 1,294,589 662,956 4,800 1,232,924 649,183 4,800 1999.39% 4713.45% - 8120 8121 Other Services Financial & Consulting Services 131,145,438 752,022 59,632,370 958,016 89,989,946 1,215,423 (41,155,492) 463,401 55,576,068 1,571,421 117,603,641 - 129 - $ 51,036 - -31.38% 61.62% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2016 Actual 558,324 1,025,961 6,180,635 20,763 3,381 1,148,836 5,628,108 843,694 373,759 2,038,937 27,661,464 7,058,328 6,060,190 5,680,636 Special Revenue Fund (continued) 8122 Real Estate & Construction Services 8123 Technology Services 8124 Personnel & Training Services 8125 Insurance Services 8126 Claims Services 8127 Publication & Document Management Services 8200 Rent And Operating Leases 8201 Automobile Lease/Rent 8202 Special Function Lease/Rent 8203 Equipment Lease/Rent 8210 Bank Service Fees 8250 Repairs And Maintenance 8300 Intergovernmental Payments 8304 Intergov Equip Svcs Payments 8390 Internal Service Fund Charges 8391 Risk Management ISF Charge 8392 8393 8394 8395 8410 8411 8412 8413 8420 8421 8430 8450 8451 8500 8710 8711 8720 8730 11,255,841 226,829 4,928,340 139,391 745,376 1,868,620 823,197 850,408 686,661 608,527 551,048 13,011,184 (2,561,649) 5,419,486 CSCA Reprographics ISF Charge Equipment Services ISF Charge Internal Service Charges Travel Travel - Conference Travel - Education Travel - Other Education And Training Conference Registration Postage/Freight/Shipping Support And Care Of Persons Indigent Burial Utilities Inventory Cost of Goods Sold Services Allocations Out Services Allocations In Total Services 9150 9200 9300 9400 9500 9550 9560 8800 FY 2017 Adopted $ 185,320,860 $ $ $ $ $ Total Capital $ 1,508,122 5,024,919 5,168,022 90,551 11,791,614 Total Expenditures $ 724,379,591 Capital Building & Improvements Capital Equipment Capital Vehicles Capital Infrastructure Debt Service Capital Allocations Capital Allocations In 75,017,487 Transfers Out Total Uses $ 799,397,078 FY 2017 Revised 9,053,409 28,593,959 5,931,063 - 3,851,336 476,236 17,382 2,833 102,396 6,411,660 1,309,110 280,401 25,112,856 5,666,751 21,323,783 5,059,112 29,566,531 2,338,524 2,706,302 904,753 881,890 15,448,311 (2,545,292) 7,327,012 2,109,477 14,761 931,197 193,416 1,547,480 265,892 8,677 511,788 1,729,001 1,142,801 1,253,827 972,331 145,157 15,427,770 75,000 (2,585,292) 6,952,602 246,990,846 $ 1,352,449 $ 2,934,527 7,278,526 112,347 (15,429) 455,866 12,118,286 $ 824,785,605 $ 71,811,530 $ 896,597,135 130 262,685,546 FY 2017 Forecast 214,670 3,911,904 3,132,287 1,344,321 143,238 624,606 6,092,622 1,308,014 314,920 546,778 33,945 27,143,426 4,048,280 10,025,765 6,185,450 10,309,385 5,311 3,613,851 1,000 583,206 536,552 168,874 1,070,893 1,140,719 740,726 790,314 3,870,459 436,460 14,385,369 (45,214) 46 (2,999,995) 6,097,946 $ 4,013,749 $ 3,037,453 7,278,526 112,347 (15,429) 455,866 14,882,512 $ 838,631,372 $ 72,226,477 $ 910,857,849 FY 2018 Adopted 9,000 7,403,294 1,226,926 1,236,654 3,632 412,358 6,146,459 1,379,139 279,800 561,755 342,223 34,200,154 9,461,477 8,400,480 6,598,273 192,659,825 11,267,929 10,666 3,297,278 616,260 570,654 57,739 885,630 1,631,175 1,131,659 687,879 2,529,838 14,439,384 (3,231,184) 8,687,118 9,158,452 (4,095) 2,366,081 (193,416) (931,220) 304,762 49,062 373,842 (97,826) (11,142) (565,948) 1,557,507 (145,157) (988,386) (75,000) (645,892) 1,734,516 434.16% -27.74% 254.09% -100.00% -60.18% 114.62% 565.43% 73.05% -5.66% -0.97% -45.14% 160.18% -100.00% -6.41% -100.00% 24.98% 24.95% $ 240,883,713 $ (21,801,833) -8.30% 2,806,944 $ 2,373,891 6,701,326 984,720 (15,429) 410,386 13,261,838 $ 1,370,366 5,061,257 7,689,171 100,000 402,488 $ -65.86% 66.63% 5.64% -10.99% -100.00% -6.99% 1.11% 751,130,045 $ 66,108,890 $ Revised to Adopted Variance % 9,000 3,551,958 92.23% 750,690 157.63% 1,219,272 7014.57% 799 28.20% 309,962 302.71% (265,201) -4.14% 70,029 5.35% 279,800 281,354 100.34% 342,223 9,087,298 36.19% 3,794,726 66.96% (12,923,303) -60.61% 1,539,161 30.42% 817,238,935 423,991 15,047,273 $ (2,643,383) 2,023,804 410,645 (12,347) 402,488 15,429 (31,875) 164,761 825,466,445 $ (13,164,927) -1.57% 5,124,837 7.10% (8,040,090) -0.88% 77,351,314 $ 902,817,759 $ Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) Debt Service Fund 9200 Capital Equipment FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Actual Adopted Revised Forecast Adopted $ - $ - $ $ $ $ 131,935,278 % - (6,701,992) - 9510 Debt Service - Interest 12,539,197 - - 4,497,906 - - - 9520 Debt Service - Other 1,355,767 - - 187,034 - - - -4.83% Total Debt Service $ 50,560,301 $ 131,781,210 $ 138,637,270 $ 166,588,797 $ 131,935,278 $ (6,701,992) -4.83% Total Expenditures $ 50,560,301 $ 131,781,210 $ 138,637,270 $ 166,588,797 $ 131,935,278 $ (6,701,992) -4.83% 661,073 Transfers Out Total Uses $ 51,221,374 $ FY 2016 Actual Capital Projects Fund $ 7010 7100 7500 Regular Pay Overtime Fringe Benefits 7501 7502 7960 7961 7962 7963 7964 Taxes Retirement Personal Services Allocation In Taxes Allocation In Retirement Allocation In Medical Allocation In Salary Allocation In 8010 8012 8014 8016 8017 8040 8060 161,903,857 - 36,665,337 8800 138,637,270 - Debt Service 9500 131,781,210 - Revised to Adopted Variance Total Personnel $ Supplies Janitorial Supplies Food Supplies Technology Supplies Repairs And Maintenance Supplies Non-Capital Equipment Supplies-Allocations In Total Supplies $ $ $ 131,781,210 $ FY 2017 Adopted - 6,518,583 6,518,583 1,090,976 715 964,943 3,641 9,021,435 11,081,710 8,879 39,630,635 5,567 44,113 1,290 60,755 8,539 235,291 3,455 263,605 - $ $ $ $ $ 138,637,270 $ FY 2017 Revised - 5,042,052 5,042,052 2,050 2,050 14,086,615 40,000 - $ $ $ $ $ 166,588,797 176,138 $ FY 2017 Forecast - 1,615,169 294,223 292,113 2,592,350 4,793,855 16,050 16,050 17,026,222 5,935,162 40,000 - $ $ $ $ $ 4,814 368 553 2,009,726 230,235 237,346 3,391,247 5,874,289 247,579 10,337 131 258,047 3,278,087 105,000 4,893,404 4,623,356 428,297 6,496 512,611 23,124 132,111,416 176,138 $ FY 2018 Adopted $ $ $ $ $ (6,525,854) -4.71% Revised to Adopted Variance % - 250,897 386,422 392,704 3,298,750 4,328,773 270,769 270,769 5,836,680 5,924,000 - $ $ $ $ $ - - (1,364,272) 92,199 100,591 706,400 (465,082) -84.47% 31.34% 34.44% 27.25% -9.70% (16,050) 270,769 254,719 -100.00% 1587.03% (11,189,542) 5,924,000 (5,935,162) (40,000) - -65.72% -100.00% -100.00% - 8100 8120 8121 8122 8123 8124 8127 8200 8203 8250 8390 Legal Services Other Services Financial & Consulting Services Real Estate & Construction Services Technology Services Personnel & Training Services Publication & Document Management Services Rent And Operating Leases Equipment Lease/Rent Repairs And Maintenance Internal Service Fund Charges 8392 8413 8420 CSCA Travel - Other Education And Training 36,892 432 - - 8,215 - - - - 8421 8430 8500 Conference Registration Postage/Freight/Shipping Utilities 7,026 5,570 18,805 - - 9,021 - - - 8730 Services Allocations In Total Services 9100 9150 9200 Capital Land Costs Capital Building & Improvements Capital Equipment 9300 9400 Capital Vehicles Capital Infrastructure 8800 $ $ 21,624 40,352,478 6,705,053 23,065,077 39,621,252 $ $ 27,937,488 14,126,615 21,229,051 130,013,516 49,691,961 $ $ 73,533,659 23,001,384 18,491,587 115,010,618 39,623,989 $ $ 67,500 74,609,855 13,887,611 10,096,179 29,745,445 19,112,542 $ $ 39,569,856 3,580 11,764,260 14,153,091 185,458,242 38,277,662 $ $ 109,109,500 3,580 (11,237,124) -48.85% (4,338,496) 70,447,624 (1,346,327) -23.46% 61.25% -3.40% (67,500) 34,499,645 -100.00% 46.24% Total Capital $ 97,328,870 $ 274,468,187 $ 247,803,549 $ 98,524,022 $ 346,998,495 $ 99,194,946 40.03% Total Expenditures $ 155,281,641 $ 293,638,904 $ 275,614,838 $ 118,543,969 $ 363,362,297 $ 87,747,459 31.84% 91,375,461 72.30% 179,122,920 44.56% 53,522,582 Transfers Out Total Uses $ 208,804,223 120,766,318 $ 414,405,222 131 126,391,318 $ 402,006,156 126,391,318 $ 244,935,287 217,766,779 $ 581,129,076 $ Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2016 Actual Internal Service Fund 7010 7050 7100 7500 7501 7502 7503 7504 7505 7506 7900 Regular Pay Temporary Pay Overtime Fringe Benefits Taxes Retirement Medical Workers Comp Unemployment Subsidy Plan Other Personal Services 7950 7951 7952 7953 7954 7960 7961 7962 7963 7964 Personal Services Allocations Taxes Allocation Out Retirement Allocation Out Medical Allocation Out Salary Allocation Out Personal Services Allocation In Taxes Allocation In Retirement Allocation In Medical Allocation In Salary Allocation In $ Total Personnel 8010 8011 8012 8013 Supplies Auto Supplies Janitorial Supplies Safety Apparel & Supplies 8014 8015 8016 8017 8030 8040 8060 Food Supplies Environmental Supplies Technology Supplies Repairs And Maintenance Supplies Fuel Non-Capital Equipment Supplies-Allocations In Total Supplies 8100 8101 8103 8104 8105 8110 8111 8112 8113 8114 8116 Legal Services Courtroom Services Fees Legal Reports & Depositions Fees Jury Fees Investigation & Mitigation Fees Health Care Services Dental Services Therapy Services Pharmacy Radiology/Lab Services Short-Term Disability Claims 8117 8120 8121 8122 8123 8124 8125 8126 IBNR Other Services Financial & Consulting Services Real Estate & Construction Services Technology Services Personnel & Training Services Insurance Services Claims Services $ $ $ $ 9,131,217 43,452 369,085 71 706,082 1,091,775 1,542,007 26,901 4,296 21,638 64,233 FY 2017 Adopted $ (767,928) 1,435,440 13,668,269 $ 443,972 720,630 2,927 40,318 551 66 121,659 3,255,339 4,759,013 137,459 41,068 9,523,002 1,856,837 272,281 24,978 111,741 115,764,522 9,228,452 1,228,790 24,152,149 531,900 2,073,881 719,312 8,664,952 596,358 989,503 28,287 13,777,130 15,336,241 $ $ $ 9,457,292 74,183 315,000 3,707,377 18,949 FY 2017 Revised $ (198,901) 1,841,403 15,215,303 $ 4,824,468 6,919,699 218,972 15,140 11,978,279 3,988,725 161,394,055 35,099,752 - 132 $ $ $ 9,397,290 67,856 315,000 688,952 1,073,041 1,848,704 26,011 8,235 179,702 FY 2017 Forecast FY 2018 Adopted $ 9,259,696 $ 61,330 322,662 691,041 1,074,683 1,738,843 3,639 1,418 10,618 (1,604) (11,653) (17,492) (17,370) (152,380) 107,922 161,950 160,818 1,410,713 15,247,299 $ (4,662) (6,612) (8,000) (58,386) 96,121 139,061 148,115 1,212,553 14,680,516 $ 947,449 3,657,775 69,231 105,897 6,817,095 222,472 15,140 11,835,059 3,933,725 55,000 161,394,055 11,666,734 145,000 60,000 2,000 65,000 5,826,719 17,590,629 $ $ $ 608,098 2,960,363 2,036 72,433 106,445 567,869 6,237,527 127,301 7,149 10,689,221 3,698,455 301,000 33,297 86,000 120,285,032 4,053,565 23,434,632 2,227,374 (2,199,996) 3,713,497 274,370 60,000 20,054 121,465 8,308,039 32,058,761 $ $ $ 11,009,186 40,046 287,910 817,128 1,284,649 2,012,358 102,808 6,222 4,518 Revised to Adopted Variance % $ 1,611,896 (27,810) (27,090) 128,176 211,608 163,654 76,797 (2,013) (175,184) 17.15% -40.98% -8.60% 18.60% 19.72% 8.85% 295.25% -24.44% -97.49% (2,184) (3,288) (3,264) (28,608) 21,918 33,960 36,161 286,281 15,905,801 $ 9,469 14,204 14,106 123,772 (86,004) (127,990) (124,657) (1,124,432) 658,502 -81.26% -81.20% -81.21% -81.23% -79.69% -79.03% -77.51% -79.71% 4.32% (460,379) 903,620 357,895 -48.59% 24.70% 516.96% 721,603 (1,396,403) 16,716 3,923 146,975 681.42% -20.48% 7.51% 25.91% 1.24% (932,725) 251,000 20,000 487,070 4,561,395 427,126 827,500 5,420,692 239,188 19,063 11,982,034 3,001,000 251,000 20,000 $ $ $ 35,000 119,862,797 4,202,500 24,634,884 2,247,711 (20,000) (41,531,258) 4,202,500 24,634,884 2,247,711 -23.71% -36.36% -25.73% - 3 2,852,527 1,356,930 75,000 2,000 65,000 7,597,361 34,968,073 3 (8,814,207) 1,211,930 15,000 1,770,642 17,377,444 -75.55% 835.81% 25.00% 30.39% 98.79% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) Internal Service Fund (continued) 8127 8200 8203 Equipment Lease/Rent Repairs And Maintenance FY 2017 FY 2017 FY 2017 FY 2018 Actual Adopted Revised Forecast Adopted 8,519 116,185 Publication & Document Management Services Rent And Operating Leases 8250 FY 2016 199,866 29,543 166,077 107,802 - 3,151,479 6,028,445 597,213 137,199 124,790 Revised to Adopted Variance 13,000 288,581 % (153,077) 180,779 -92.17% 167.70% 94,214 64,286 85,124 (9,090) -9.65% 5,618,462 3,521,597 5,272,965 (345,497) -6.15% -40.05% 8300 Intergovernmental Payments 167,559 597,213 476,460 358,000 (239,213) 8390 Internal Service Fund Charges 107,149 - 361,067 146,752 418,137 57,070 15.81% 8391 8392 Risk Management ISF Charge CSCA 49,354 3,753,412 - 230,006 3,912,038 110,589 3,855,118 194,940 4,061,594 (35,066) 149,556 -15.25% 3.82% 8393 Reprographics ISF Charge 2,299 - 4,500 4,500 - (4,500) -100.00% 8394 Equipment Services ISF Charge 71,713 - 18,500 47,615 21,000 2,500 8395 Internal Service Charges 168 - - - - - 8410 8411 Travel Travel - Conference - - 220 16,153 6,000 6,000 - 8412 Travel - Education 8413 Travel - Other 8420 8421 8430 8500 Education And Training Conference Registration Postage/Freight/Shipping Utilities 8720 8730 Services Allocations Out Services Allocations In Total Services 9200 9300 9400 $ 8800 - - - - - - - 58,944 69,587 69,587 35,747 64,037 (5,550) -7.98% 41,925 16,966 29,471 9,220,673 93,154 162,926 1,000 34,363 14,616 3,000 38,050 176,851 1,000 34,303 13,925 (60) 8.55% 0.00% -0.17% 9,273,757 130,189 221,571,264 173,213 140,000 (116,590) 247,324 1.90% -100.00% -47.24% 0.11% 19.20% 156.68% 34,363 371 13.51% (100,000) 538,775 212,621,448 $ 9,097,412 (140,000) 246,779 221,212,716 $ 9,100,544 (140,000) 246,779 221,323,940 $ 10,006,142 (100,000) 266,120 215,244,870 $ $ $ $ 639,211 20,000 16,744 675,955 $ $ 337,500 337,500 $ $ 337,500 337,500 $ Total Capital $ 259,628 369,837 629,465 Total Expenditures $ 236,442,184 $ 248,743,798 $ 248,743,798 $ 241,290,562 $ 250,325,399 $ 1,581,601 0.64% Total Uses $ 236,442,184 $ 248,743,798 $ 248,743,798 $ 241,290,562 $ 250,325,399 $ 1,581,601 0.64% Total Supplies $ $ FY 2016 Actual (4,078,751) $ (4,078,751) $ Total Services $ (131,027,835) $ (149,304,869) $ (149,304,869) $ (145,345,155) $ (146,512,734) $ (49,730,304) (20,990,427) (23,545,017) (19,841,913) (20,232,589) (21,744) (10,663,775) (9,703,801) (46,871,927) (49,730,304) $ (177,899,762) $ (199,035,173) $ (199,035,173) $ (196,863,014) $ (199,994,141) $ Total Expenditures $ (181,978,513) $ (205,447,397) $ (205,447,397) $ (199,987,434) $ (204,966,835) $ Capital Equipment Capital Vehicles Capital Infrastructure Elimination 8030 Fuel 8110 8390 8391 8393 8394 8395 $ 4,503,365 Health Care Services Internal Service Fund Charges Risk Management ISF Charge Reprographics ISF Charge Equipment Services ISF Charge Internal Service Charges Transfers Out Total Uses FY 2017 Adopted (6,412,224) $ (6,412,224) $ FY 2017 Revised (6,412,224) $ (6,412,224) $ $ $ 402,300 464,000 866,300 $ 64,800 464,000 528,800 FY 2017 Forecast (3,124,420) $ (3,124,420) $ FY 2018 Adopted (4,972,694) $ (4,972,694) $ Revised to Adopted Variance % 1,439,530 -22.45% 1,439,530 -22.45% 2,792,135 26,185,287 (20,232,589) (9,703,801) (958,968) 480,562 -1.87% -52.65% 0.48% -0.23% $ (362,331,304) $ (536,075,827) $ (538,748,778) $ (503,468,264) $ (630,015,927) $ (91,267,149) 16.94% $ (544,309,817) $ (741,523,224) $ (744,196,175) $ (703,455,698) $ (834,982,762) $ (90,786,587) 12.20% 133 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating FY 2017 Adopted Description Operating General Fund (100) 4711 - Contingency General Fund Operating Contingency Adult Probation Contingency for Annualization Adult Probation Contingency for FY 2017 Annualize Election Positions Annualize Judicial Salary Increases Compensation Issues Court Translators and Interpreters DROP Retirement Contingency Justice System Contingency Retirement Issues Pay for Performance Personnel Savings Not Met $ FY 2017 Revised 12,392,684 1,216,470 341,055 991,747 13,091,442 1,000,000 5,000,000 34,033,398 $ $ Sub Total $ 58,290 5,280 130,000 1,620 149,696 225,000 4,142,301 10,000 121,503 1,000,000 181,682,790 32,609,533 3,023,124 45,000 10,000 4,543,321 66,079 227,823,537 4713 - Infrastructure/CIP General (100) to GF County Imp (445) for Projects General (100) to GF County Imp (445) for MM Reserves General (100) to GF County Imp (445) for Election Reserves General (100) to GF County Imp (445) for Equip Replacement Sub Total $ 5,998,855 1,000,000 7,205,119 14,203,974 Sub Total $ 4712 - Other Programs Anthem Sheriff Sub Station Board NW Regional Service Charges Board of Equalization Bus Cards Community Engagement/Consultants County Single Audit Court Translators and Interpreters Economic Development/FTZ Consulting Improvement District International Genomics Consortium Jail Excise Maint of Effort Jail Excise Maint of Effort Above Base MCSO Court Order (MEL0) Real Estate Evaluation Acquisition and Divestiture Service Pins and Awards Vehicle Replacement Transfer to 321 for Vehicle Financing 4714 - Central Service Costs CSCA Revenue Human Resources System Operations Storm Water Permit Fees $ $ Sub Total $ 4715 - Technology Projects Transfer Out (OET MM Project Reserve) 4716 - Debt Service/Capital Lease Admin Fee Arbitrage Transfer to Fund 320 FY 2017 Forecast 10,201,504 1,216,470 341,055 965,765 2,617,536 1,000,000 5,000,000 21,342,330 $ $ $ 58,290 5,280 130,000 1,620 149,696 225,000 4,142,301 10,000 121,503 1,000,000 181,682,790 27,909,113 5,023,124 45,000 10,000 4,543,321 66,079 225,123,117 $ 5,998,855 1,000,000 7,205,119 14,203,974 $ (14,610,747) $ 2,478,995 7,500 (12,124,252) $ FY 2018 Adopted 200,000 200,000 $ $ $ 59,262 5,280 93,794 1,620 20,007 225,000 4,176,674 5,000 121,503 1,000,000 181,682,790 17,674,033 3,964,749 40,000 7,500 4,093,321 66,079 213,236,612 $ 1,221,621 1,000,000 7,205,119 9,426,740 $ (14,610,747) $ 2,478,995 7,500 (12,124,252) $ $ $ $ $ (14,576,418) $ 2,446,737 7,500 (12,122,181) $ Revised to Adopted Variance % 13,300,000 211,531 105,140 295,704 3,278,534 1,000,000 500,000 1,897,697 8,116,342 11,993,040 40,697,988 $ 149,696 1,000,000 183,737,906 32,031,747 5,023,124 221,942,473 $ $ $ (58,290) (5,280) (130,000) (1,620) (225,000) (4,142,301) (10,000) (121,503) 2,055,116 4,122,634 (45,000) (10,000) (4,543,321) (66,079) (3,180,644) $ (5,998,855) -100.00% 750,413 (5,248,442) -36.95% (15,329,523) $ 7,500 (15,322,023) $ (718,776) 4.92% (2,478,995) -100.00% 0.00% (3,197,771) 26.37% 1,000,000 7,205,119 750,413 8,955,532 $ 11,640,000 $ 11,640,000 $ 11,640,000 $ 11,640,000 $ $ 10,000 10,000 13,353,000 13,373,000 $ 10,000 10,000 13,353,000 13,373,000 $ 6,500 5,000 1,353,000 1,364,500 $ 18,399,600 18,399,600 $ Sub Total $ $ 134 $ $ 3,098,496 30.37% (1,004,939) -82.61% (341,055) -100.00% 105,140 (670,061.00) 660,998 25.25% 500,000 1,897,697 8,116,342 11,993,040 (5,000,000) -100.00% 19,355,658 90.69% $ - -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% 1.13% 14.77% -100.00% -100.00% -100.00% -100.00% -1.41% 0.00% (10,000) -100.00% (10,000) -100.00% 5,046,600 37.79% 5,026,600 37.59% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating (continued) Description 4719 - Outside Legal Counsel Billing Outside Counsel FY 2017 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted Revised to Adopted Variance % $ 5,809,610 $ 5,809,610 $ 4,272,432 $ 5,809,610 $ - - $ $ $ 73,770 218,806 4,770 51,323 50,000 398,669 $ $ 73,235 216,379 4,620 50,754 50,000 394,988 $ $ 73,770 218,806 4,770 51,323 50,000 398,669 $ Sub Total $ 73,770 218,806 4,770 51,323 50,000 398,669 $ - - $ 187,601 $ 187,601 $ 187,601 $ 192,871 $ 5,270 - $ $ $ 27,273 27,273 $ $ 1,908 299,545 27,273 328,726 $ $ 2,500 324,000 27,273 353,773 $ Sub Total $ 2,500 324,000 27,273 353,773 $ (2,500) -100.00% (324,000) -100.00% (326,500) -92.29% $ 1,000,000 $ 1,000,000 $ 902,724 $ - $ (1,000,000) -100.00% $ $ $ 222,431 573,675 146,805 942,911 $ $ 222,431 573,675 146,805 942,911 $ Sub Total $ 222,431 573,675 146,805 942,911 4776 - Cooperative Extension $ 230,000 $ 230,000 $ 4777 - DOR Mandated Contributions $ 4,030,498 $ 4,030,498 4778 - Juvenile Corrections Mandated Contributions $ 1,946,828 $ 4782 - Industrial Development Authority $ 332,390 4783 - AHCCCS Contribution $ 4784 - ALTCS Contribution 4721 - Dues and Memberships Arizona Association of Counties County Supervisors Association Government Finance Officers Association Maricopa Association of Government National Association of Counties 4722 - Taxes and Assessments City of Phoenix Downtown Municipal Service District 4724 - Miscellaneous Services Board of Supervisors Discretionary Internal Audit Luke Air Force Consulting 4726 - Tuition Reimbursement 4774 - Non Profit Support/State Shifts Greater Phoenix Convention and Visitors Bureau Greater Phoenix Economic Council Phoenix Chamber of Commerce $ $ 222,431 629,808 146,805 999,044 $ 56,133 56,133 - 230,000 $ 230,000 $ - - $ 3,982,970 $ 3,982,970 $ (47,528) -1.18% 1,946,828 $ 6,724,128 $ 6,724,128 $ $ 332,390 $ 376,360 $ 19,011,200 $ 19,011,200 $ 19,011,204 $ $ 155,173,500 $ 155,173,500 $ 155,173,500 4785 - Arnold v. Sarn $ 52,911,663 $ 52,911,663 $ 4786 - General Mental Health $ 3,366,705 $ 3,366,705 4787 - Community Based Non SMI Treatment $ 1,489,871 $ 4788 - Mental Health Testimony $ 700,000 4789 - Mental Health Service of Process $ 4791 - County Residual Long Term Care 245.39% $ (332,390) -100.00% 18,783,100 $ (228,100) $ 165,477,400 $ 10,303,900 6.64% 52,911,661 $ 55,557,246 $ 2,645,583 5.00% $ 3,366,708 $ 3,366,705 $ - - 1,489,871 $ 1,489,872 $ 1,489,871 $ - - $ 700,000 $ 675,000 $ 700,000 $ - - 90,000 $ 90,000 $ 65,000 $ 90,000 $ - - $ 213,471 $ 213,471 $ 85,000 $ 206,744 $ (6,727) -3.15% 4792 - SVP Commitment Payments $ 2,345,000 $ 2,345,000 $ 2,199,954 $ 2,345,000 $ - - 4793 - Tuberculosis Services $ 280,210 $ 280,210 $ 280,210 $ 280,210 $ - - Total General Fund $ 539,763,557 $ 524,372,069 $ 477,346,620 $ 552,974,411 $ 135 - 4,777,300 28,602,342 -1.20% 5.45% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating (continued) Description Non Departmental Grants (249) Unassigned $ Total Non Departmental Grants $ FY 2017 Adopted FY 2017 Revised FY 2017 Forecast Revised to Adopted FY 2018 Adopted Variance % 13,112,063 13,112,063 $ $ 13,047,268 13,047,268 $ $ - $ $ 5,009,567 5,009,567 $ $ (8,037,701) (8,037,701) 206,198 834,756 5,866,320 723,809 7,631,083 $ 206,198 834,756 1,180,073 723,809 2,944,836 $ - $ 205,010 1,711,323 5,125,162 7,041,495 $ (206,198) -100.00% (629,746) -75.44% (1,180,073) -100.00% 987,514 136.43% 5,125,162 4,096,659 139.11% $ $ 985,948 14,052 1,000,000 $ Sub Total $ 985,948 14,052 1,000,000 4713 - Infrastructure/CIP Detention (255) to Det. Capital Projects (455) for MM Reserves $ 587,500 $ Total Detention Fund $ 9,218,583 $ Total Operating All Funds $ Detention Fund (255) 4711 - Contingency Adult Probation Contingency for FY 2017 Adult Probation Contingency for Annualization Compensation Issues Criminal Justice Contingency Pay for Performance $ Sub Total $ 4712 - Other Programs Vehicle Replacement Transfer to 321 for Vehicle Financing County Improvement Debt Fund (320) $ $ $ $ $ $ 985,948 14,052 1,000,000 $ 587,500 $ 587,500 $ 587,500 $ $ 4,532,336 $ 1,587,500 $ 7,628,995 $ 3,096,659 68.32% 13,353,000 $ 13,353,000 $ 1,353,000 $ 18,399,600 $ 5,046,600 37.79% 575,447,203 $ 555,304,673 $ 480,287,120 $ 584,012,573 $ 28,707,900 5.17% 136 $ - $ $ -61.60% -61.60% $ (985,948) -100.00% (14,052) -100.00% (1,000,000) -100.00% - 0.00% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Non Recurring Description Non Recurring General Fund (100) 4711 - Contingency Unreserved and General Contingency Clerk of the Court RFR System Justice System Contingency Pending Litigation Personnel Savings Not Met Retirement Issues 4712 - Other Programs Adult Probation Fleet Study Implementation Adult Probation Caseload Ratio Study Board of Health Fee Waiver MCSO Court Order - Melendres Transfer to Reprographic Services Transfer to 321 for Vehicle Financing Transfer to Risk Management (675) FY 2017 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted $ 26,696,423 1,500,000 81,000 4,350,000 Sub Total $ 32,627,423 $ 250,000 9,075,900 3,517,901 Sub Total $ 12,843,801 4713 - Infrastructure/CIP General (100) to GF Co Imp (445) for Cash Flow $ 17,587,025 General (100) to GF Co Imp (445) for Projects General (100) to Det Capital Projects (455) for Projects 23,048,734 General (100) to GF Co Imp (445) for Election Reserves Pickup 5,046,955 General (100) to GF Co Imp (445) for Equip Replacement Sub Total $ 45,682,714 $ 24,142,322 1,500,000 81,000 4,350,000 $ 30,073,322 $ $ 26,696,423 1,858,000 5,000,000 6,400,472 $ 39,954,895 $ $ 250,000 102,674 1,350,000 9,075,900 3,517,901 $ 14,296,475 $ 216,000 69,844 710,412 9,075,900 1,400,000 $ 11,472,156 $ $ 350,000 1,439,588 188,570 5,017,901 6,996,059 $ $ 17,587,025 23,048,734 5,046,955 $ 45,682,714 $ 17,587,025 23,048,734 5,046,955 $ 45,682,714 $ 9,656,694 48,063,435 4,777,300 $ 62,497,429 $ $ $ $ - Revised to Adopted Variance $ $ % 2,554,101 10.58% (1,500,000) -100.00% 1,777,000 2193.83% (4,350,000) -100.00% 5,000,000 6,400,472 9,881,573 32.86% (250,000) 350,000.00 (102,674) 89,588.00 188,570 (9,075,900) 1,500,000 (7,300,416) -100.00% -100.00% -100.00% 42.64% -51.06% $ (7,930,331) 48,063,435 (23,048,734) (5,046,955) 4,777,300 $ 16,814,715 -45.09% -100.00% -100.00% 36.81% $ 4715 - Technology Projects NeoGov $ 342,090 General (100) to Technology Capital Imp (460) for Projects 28,040,343 Sub Total $ 28,382,433 342,090 29,271,093 $ 29,613,183 342,090 29,271,093 $ 29,613,183 11,868,035 $ 11,868,035 $ (342,090) $ (17,403,058) $ (17,745,148) -100.00% -59.45% -59.92% 4742 - Judgments Judgments $ - $ $ 64,742 $ - $ (465,138) -100.00% 4776 - Cooperative Extension Cooperative Extension $ - $ $ - $ 11,500 $ 11,500 1,197,086 Total General Fund $ 119,536,371 Waste Management Fund (210) 4751 - District 1 4752 - District 2 4753 - District 3 4754 - District 4 4755 - District 5 $ - $ 120,130,832 $ 86,832,795 $ 121,327,918 $ $ 100,351 186,891 230,960 121,393 40,037 679,632 $ $ $ $ 97,615 184,155 46,974 126,157 39,451 494,352 1.00% Total Waste Management Fund $ $ $ 2,908,912 2,908,912 $ 12,864,619 $ 12,864,619 $ $ - $ $ 5,821,659 5,821,659 $ $ (7,042,960) (7,042,960) -54.75% -54.75% $ 24,417,939 243,000 800,000 Sub Total $ 25,460,939 $ 24,417,939 243,000 800,000 $ 25,460,939 $ - $ 4,417,939 108,000 4,525,939 $ (20,000,000) (135,000) (800,000) $ (20,935,000) -81.91% -55.56% -100.00% -82.22% Total Non-Departmental Grants 137 $ $ $ 18,750 18,750 200,000 11,250 16,600 265,350 - 99,968 186,508 240,872 121,010 40,404 688,762 Non-Departmental Grants (249) Unassigned Detention Fund (255) 4711 - Contingency Unreserved Contingency Criminal Justice Contingency CHS Medication Contingency 465,138 $ $ (2,736) (2,736) (183,986) 4,764 (586) (185,280) -2.73% -1.46% -79.66% 3.92% -1.46% -27.26% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Non Recurring (continued) Description 4712 - Other Programs Adult Probation Fleet Study Implementation Graves vs. Arpaio PC/Laptop Replacement Transfer to 321 for Vehicle Financing $ Sub Total $ 4713 - Infrastructure/CIP Det (255) to Det Capital Projects (455) for Cash Flow Det (255) to Det Capital Projects (455) for Projects $ Sub Total $ 4716 - Debt Payments PC/Laptop Replacement transfer to 321 $ FY 2017 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted 250,000 400,000 56,911 1,718,241 2,425,152 $ 7,642,619 7,642,619 $ - $ $ $ 250,000 400,000 56,911 1,718,241 2,425,152 $ 7,642,619 7,642,619 $ - $ $ $ Revised to Adopted Variance 162,000 42,802 1,718,241 1,923,043 $ 357,198 56,911 414,109 $ 7,642,619 7,642,619 $ 22,353,567 5,509,308 $ 27,862,875 $ $ - $ $ (250,000) (42,802) (1,718,241) (2,011,043) % -100.00% -10.70% -100.00% -82.92% $ 14,710,948 5,509,308 20,220,256 192.49% 264.57% 158,993 $ 158,993 0.00% Total Detention Fund $ 35,528,710 $ 35,528,710 $ 9,565,662 $ 32,961,916 $ (2,566,794) -7.22% County Improvement Debt Fund (320) $ 106,615,480 $ 113,302,480 $ 157,762,512 $ 105,894,530 $ (7,407,950) -6.54% Capital Lease Debt Service #2 (321) $ 11,812,730 $ 11,981,790 $ 7,473,285 $ 7,817,286 $ (4,164,504) -34.76% Intergovernmental Capital Projects (422) $ $ $ 15,744 $ 108,091 $ (15,744) -12.71% County Improvement Fund (440) $ 97,388,194 $ 86,820,931 $ 33,010,975 $ 67,909,071 $ (18,911,860) -21.78% County Improvement Fund (441) $ 17,600,000 $ 17,600,000 $ 1,800,000 $ 37,000,000 $ 110.23% General Fund County Improvements (445) General Fund County Improvement Projects $ 19,307,847 GF Co Imp (445) to SC Bldg Fund (280) for Law Library GF Co Imp (445) to General (100) for Elections 12,104,659 GF Co Imp (445) to General (100) for FMD MM GF Co Imp (445) to Co Imp Debt Service (320) 6,000,000 Total General Fund County Improvements Fund $ 37,412,506 $ 18,259,244 375,000 12,104,659 6,000,000 $ 36,738,903 $ 4,425,057 375,000 12,104,659 6,000,000 $ 22,904,716 $ 38,682,709 3,500,000 37,956,986 $ 80,139,695 $ Detention Capital Projects (455) $ 31,000,000 $ 29,174,541 $ 10,177,801 $ 82,291,000 $ Technology Capital Improvements (460) Tech Cap Imp (460) to Co Improvement Debt (320) $ 26,948,306 Transfer to County Improvement Debt Service Fund 99,375,000 Total Technology Capital Improvements $ 126,323,306 $ 26,441,970 99,375,000 $ 125,816,970 $ 18,941,273 99,375,000 $ 118,316,273 $ 92,020,218 54,535,590 $ 146,555,808 $ 65,578,248 (44,839,410) $ 20,738,838 248.01% -45.12% 16.48% $ $ $ 374,111 12,090,356 20,411,152 2,493,561 $ 35,369,180 $ -81.84% -100.00% -100.00% -21.44% 541.93% $ 723,690,506 $ 127,417,483 Detention Technology Capital Improvements (461) Detention Technology Capital Improvement Projects $ Desktop/Laptop Replacement Det Tech Capital Imp (461) to Det (255) Det Tech Capital Imp (461) to Co Imp Debt (320) for Debt Det Tech Capital Imp (461) to Co Imp (440) for Projects Det Tech Capital Imp (461) to Det Capital Projects (455) Total Detention Technology Capital Improvements $ 123,300 887,527 162,534 112,473 3,174,186 4,336,720 Total Non-Recurring All Funds $ 591,274,991 138 $ 123,835 2,060,587 162,534 112,473 3,174,186 5,509,780 $ 596,273,023 $ 1,686,476 162,534 112,473 3,174,186 5,135,669 $ 453,260,782 19,400,000 20,423,465 (375,000) (12,104,659) 3,500,000 31,956,986 $ 43,400,792 53,116,459 (1,686,476) (162,534) (112,473) 12,090,356.00 20,411,152.00 (680,625) $ 29,859,400 111.85% -100.00% -100.00% 532.62% 118.13% 182.06% 21.37% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Economic Development A.R.S. §11-254 authorizes the Maricopa County Board of Supervisors to appropriate up to a maximum of $1.5 million for contributions to non-profit organizations for economic development activities. The table below identifies the organizations receiving funding under this statute. Agency Supported Program Greater Phoenix Economic Council Industry Prospecting and Regional Promotion Greater Phoenix Convention & Visitors Bureau Convention & Tourism Destination Marketing Greater Phoenix Chamber of Commerce Phoenix Forward Initiative Economic Development Funding $ $ FY 2017 Revised 573,675 $ 222,431 146,805 942,911 $ FY 2017 Forecast 573,675 $ 222,431 146,805 942,911 $ FY 2018 Adopted 629,808 222,431 146,805 999,044 In addition, A.R.S. §11-254.04 allows the Maricopa County Board of Supervisors to appropriate and spend public monies for and in connection with economic development activities as identified in the following table. Agency Supported FY 2017 Revised Program International Genomics Consortium* To put Maricopa County in the Forefront of the Bio-Industry Economic Development Related Funding $ $ FY 2017 Forecast 1,000,000 $ 1,000,000 $ FY 2018 Adopted 1,000,000 $ 1,000,000 $ 1,000,000 1,000,000 *5 year agreement for $1,000,000 per year beginning in FY2018 Agricultural Extension A.R.S. §3-126 authorizes the Board of Supervisors to appropriate funds based on a request submitted to them by the Agricultural Extension Board for extension work that will benefit Maricopa County. Agency Supported FY 2017 Revised Program University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding $ $ FY 2017 Forecast 230,000 $ 230,000 $ FY 2018 Adopted 230,000 $ 230,000 $ 241,500 241,500 Health Care Programs Summary FY 2017 Adopted Description FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Revised vs. Adopted Variance % Operating General Fund State Healthcare Contributions: SMI Mental Health (Arnold v. Sarn ) $ General Mental Health Community Based Non SMI Treatment Subtotal Arnold v. Sarn IGA $ 52,911,663 $ 3,366,705 1,489,871 57,768,239 $ 52,911,663 $ 3,366,705 1,489,871 57,768,239 $ 52,911,661 $ 3,366,708 1,489,872 57,768,241 $ 55,557,246 $ 3,366,705 1,489,871 60,413,822 $ 2,645,583 2,645,583 5.00% 0.00% 0.00% 4.58% Subtotal State Contribution $ 19,011,200 $ 155,173,500 174,184,700 $ 19,011,200 $ 155,173,500 174,184,700 $ 19,011,204 $ 155,173,500 174,184,704 $ 18,783,100 $ 165,477,400 184,260,500 $ (228,100) 10,303,900 10,075,800 -1.20% 6.64% 5.78% Other Mental Health: Mental Health Testimony $ Mental Health Service of Process SVP Commitment Payments Subtotal Other Mental Health $ 700,000 $ 90,000 2,345,000 3,135,000 $ 700,000 $ 90,000 2,345,000 3,135,000 $ 675,000 $ 65,000 2,199,954 2,939,954 $ 700,000 $ 90,000 2,345,000 3,135,000 $ AHCCCS Acute Care ALTCS $ - County Residual Long Term Care $ 213,471 $ 213,471 $ 85,000 $ 212,014 $ Tuberculosis Services $ 280,210 $ 280,210 $ 280,210 $ 280,210 $ - 0.00% $ 235,581,620 $ 235,581,620 $ 235,258,109 $ 248,301,546 $ 12,719,926 5.40% Total 139 (1,457) 0.00% 0.00% 0.00% 0.00% -0.68% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Fund Transfers In Fund/Appropriation Group General Fund FY 2017 Adopted Transfer Description FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Operating $ - $ 4,947 $ 4,947 $ - Operating Total $ - $ 4,947 $ 4,947 $ - $ - $ - $ - $ Detention (255) to General (100) for Vehicle Purchases Non Recurring General (100) to Capital Lease Debt Service (321) - GF Co Improvement (445) to General (100) for Long Term MM - 12,104,659 GF County Improvement (445) to General (100) for Elections 12,104,659 - Tech Cap Imp (460) to General (100) for Long Term MM 12,104,659 - 158,993 3,500,000 - - 6,650,318 Non Recurring Total $ 12,104,659 $ 12,104,659 $ 12,104,659 $ 10,309,311 General Fund $ 12,104,659 $ 12,109,606 $ 12,109,606 $ 10,309,311 32,609,533 $ 27,909,113 $ 17,674,033 $ 100 - General Fund Special Revenue Fund Operating 255 - Detention Operations 265 - Public Health Fees General (100) to Det (255) for Jail Maint of Effort Above Base $ 181,682,790 181,682,790 32,031,747 General (100) to Detention (255) for Jail Maint of Effort 181,682,790 183,737,906 General (100) to Public Hlth Fees (265) for Vital Rgstrn 30,000 30,000 30,118 30,000 Operating Total $ 214,322,323 $ 209,621,903 $ 199,386,941 $ 215,799,653 $ $ $ Non Recurring $ 243 - Parks Donations Daisy Mountain And Trails 255 - Detention Operations Detention Tech Capital Imp (461) to Detention (255) 506 - Env Services Env Health General (100) to Env Srcvs (506) for Brd of Health Fee Waivers 280 - Superior Court Building Repair 232 - Transportation Operations 112,473 185,000 185,000 - 112,473 112,473 - - 102,674 69,844 - GF County Impr (445) and SC Bldg Repair (280) Law Library - 375,000 375,000 - Law Library (261) to SC Bldg Repair (280) for Law Library - 225,000 225,000 - Non Recurring - 5,250,000 5,250,000 Non Recurring Total $ 112,473 Special Revenue Fund $ 214,434,796 $ 6,250,147 $ 6,217,317 $ - $ 215,872,050 $ 205,604,258 $ 215,799,653 $ $ $ Debt Service Fund Operating 320 - County Improvement Debt Animal Care Field Ops (574) to Co Improve Debt Src (320) $ Animal Care Lic Shltr (572) to Co Improve Debt Src (320) 321 - County Improvement Debt 2 Debt Service for VMWare Licensing Dept to Debt Service (321) Financing for Vehicles to Capital Lease Debt Service (321) 320 - County Improvement Debt Operating Transfer to County Improvement Debt (320) 106,492 106,492 106,492 106,532 1,033,683 1,033,683 1,033,683 1,034,066 419,648 419,648 419,648 419,648 80,131 80,131 80,131 13,353,000 13,353,000 1,353,000 18,399,600 Operating Total $ 14,992,954 $ 14,992,954 $ 2,992,954 $ $ 1,335,475 $ 1,335,475 $ 1,335,475 $ 19,959,846 Non Recurring 321 - County Improvement Debt 2 Debt Src for VMWare Licensing Dept to Debt Src (321) NR 1,718,241 Detention (255) to Capital Lease Debt Service (321) - 1,718,241 - 1,718,241 - 8,007 215,904 12,090,356 320 - County Improvement Debt Detention Tech Cap Imp (461) to Co Improve Debt (320) 321 - County Improvement Debt 2 General (100) to Capital Lease Debt Service (321) 9,075,900 9,075,900 9,075,900 320 - County Improvement Debt GF Co Improvement (445) to Co Improve Debt Service (320) 6,000,000 6,000,000 6,000,000 321 - County Improvement Debt 2 Parks Enhancement (241) to Capital Lease Debt Service (321) 618,061 618,061 618,061 - Parks Lake (240) to Capital Lease Debt Service (321) 385,176 385,176 385,176 - 31,238 31,238 31,238 99,375,000 99,375,000 99,375,000 Parks Spur Cross (225) To Capital Lease Debt Service (321) 320 - County Improvement Debt Tech Capital Improvement (460) to Co Improvement Debt (320) 321 - County Improvement Debt 2 Transportation (232) to Capital Lease Debt Service (321) 54,535,590 6,659,995 6,659,995 6,659,995 Non Recurring Total $ 125,199,086 $ 125,199,086 $ 125,199,086 $ 104,806,843 140,192,040 128,192,040 124,766,689 Debt Service Fund 140 37,956,986 140,192,040 - Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) Fund/Appropriation Group FY 2017 Adopted Transfer Description FY 2017 Forecast FY 2017 Revised FY 2018 Adopted Capital Projects Fund Operating $ 455 - Detention Capital Projects Detention (255) to Detention Capital Projects (455) 445 - General Fund County Improvements General (100) to GF Co Improvement (445) for Election Reserves General (100) to GF County Improvement (445) for MM Reserves 460 - Technology Capital Improvement General (100) to Tech Capital Imp (460) for Tech MM Reserves 445 - General Fund County Improvements General (100) to GF County Improvement (445) for Equip Repl 587,500 $ 7,205,119 587,500 $ 7,205,119 587,500 7,205,119 1,000,000 1,000,000 1,000,000 1,000,000 11,640,000 11,640,000 11,640,000 - Operating Total $ $ 11,640,000 - 5,998,855 General (100) to GF County Improvement (445) for Projects 587,500 7,205,119 26,431,474 - 5,998,855 $ 26,431,474 750,413 1,221,621 $ 21,654,240 $ 21,183,032 Non Recurring $ - $ - $ - $ 16,514 455 - Detention Capital Projects Co Imp COP Series 2015 (440) to Det Cap Projects (455) 461 - Det Tech Capital Improve Co Imp COP Series 2015 (440) to Det Tech Cap Imp (461) - - - 2,364,856 445 - General Fund Co Improve Co Imp COP Series 2015 (440) to GF Co Improve (445) - - - 4,700,000 460 - Technology Capital Improvement Co Imp COP Series 2015 (440) to Tech Cap Imp (460) - - - 2,557,802 455 - Detention Capital Projects Detention Tech Cap Imp (461) to Detention Cap Projects (455) 440 - Co Improve COP Series 2015 Det Tech Cap Improve (461) to Co Imp COP Series 2015 (440) 455 - Detention Capital Projects Det (255) to Det Capital Projects (455) for Projects 3,174,186 - General (100) to Detention Capital Projects (455) for Projects 445 - General Fund County Improvements 3,174,186 General (100) to GF County Imp (445) for Add'l Election Revenue - 2,493,561 - 7,642,619 7,642,619 7,642,619 23,048,734 23,048,734 23,048,734 1,913,301 1,913,301 1,913,301 - General (100) to GF County Improvement (445) for Equip Rep 3,174,186 - 20,411,152 27,862,875 - - 4,777,300 General (100) to GF County Improvement (445) for Projects 17,587,025 17,587,025 17,587,025 57,720,129 460 - Technology Capital Improvement General (100) to Technology Capital Imp (460) for Projects 28,040,343 29,271,093 29,271,093 11,868,035 445 - General Fund County Improvements General (100) to GF Co Improve (445) for Elctn Rsrvs Pickup 5,046,955 5,046,955 5,046,955 440 - Co Improve COP Series 2015 GF Co Improve (445) to Co Imp COP Series 2015 (440) 445 - General Fund County Improvements GF County Impr (445) and SC Bldg Repair (280) Law Library 461 - Det Tech Capital Improve Inmate Src (252) to Dntnt Tech Cap Improv (461) for Jail Sec 455 - Detention Capital Projects Inmate Srcs (252) to Det Capital Projects (455) for ITR 440 - Co Improve COP Series 2015 Tech Cap Improve (460) to Co Imp COP Series 2015 (440) 234 - Transportation Capital Project Transportation (232) to Transportation Capital (234) - - - - 750,000 750,000 6,000,000 6,000,000 - - - 8,016,544 - 195,000 632,413 - - - - - 62,473,100 46,191,794 46,191,794 46,191,794 47,276,758 Non Recurring Total $ 139,394,957 $ 140,625,707 $ 134,508,120 $ 252,733,626 167,057,181 156,162,360 273,916,658 Capital Projects Fund 165,826,431 Internal Service Fund Non Recurring $ 654 - Equipment Services Debt Svc (321) to Dept for Refund/Reverse 673 - Reprographics General (100) to Reprographics (673) 675 - Risk Management General (100) to Risk Trust (675) for Contingency - $ - - $ - 3,517,901 - $ - 3,517,901 17,145 188,570 1,400,000 5,017,901 Non Recurring Total $ 3,517,901 $ 3,517,901 $ 1,400,000 $ 5,223,616 Internal Service Fund $ 3,517,901 $ 3,517,901 $ 1,400,000 $ 5,223,616 Elimination 900 - Eliminations $ (255,746,751) $ (251,051,278) $ (224,039,082) $ (256,942,531) Operating (280,329,076) Non Recurring (287,697,500) (279,429,182) (373,073,396) Eliminations Total $ (536,075,827) $ (538,748,778) $ (503,468,264) $ (630,015,927) ALL FUNDS TOTAL $ 141 - $ - $ - $ - Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Fund Transfers Out Fund/Appropriation Group General Fund FY 2017 Adopted Transfer Description FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Operating Debt Service for VMWare Licensing Dept to Debt Service (321) $ 346,969 $ 346,969 $ 346,969 $ 346,969 66,079 66,079 66,079 32,609,533 27,909,113 17,674,033 32,031,747 General (100) to GF Co Improvement (445) for Election Reserves 7,205,119 7,205,119 7,205,119 7,205,119 General (100) to GF County Improvement (445) for MM Reserves 1,000,000 1,000,000 1,000,000 1,000,000 11,640,000 11,640,000 11,640,000 11,640,000 181,682,790 181,682,790 181,682,790 183,737,906 5,998,855 5,998,855 1,221,621 Financing for Vehicles to Capital Lease Debt Service (321) General (100) to Dtntn (255) for Jail Maint of Effort Above Base General (100) to Tech Capital Imp (460) for Tech MM Reserves General (100) to Detention (255) for Jail Maint of Effort General (100) to GF County Improvement (445) for Projects - General (100) to GF County Improvement (445) for Equip Repl - - - - 750,413 30,000 30,000 30,118 30,000 Operating Transfer to County Improvement Debt (320) Operating Total 13,353,000 13,353,000 1,353,000 18,399,600 $ 253,932,345 $ 249,231,925 $ Debt Src for VMWare Licensing Dept to Debt Src (321) NR $ $ $ General (100) to Public Hlth Fees (265) for Vital Rgstrn 222,219,729 $ 255,141,754 1,335,475 $ 8,007 Non Recurring 1,335,475 1,335,475 23,048,734 23,048,734 23,048,734 - General (100) to GF County Imp (445) for Add'l Election Revenue 1,913,301 1,913,301 1,913,301 - General (100) to Capital Lease Debt Service (321) 9,075,900 9,075,900 9,075,900 General (100) to Detention Capital Projects (455) for Projects - General (100) to GF County Improvement (445) for Equip Rep - 17,587,025 General (100) to GF County Improvement (445) for Projects 17,587,025 - General (100) to Reprographics (673) General (100) to Risk Trust (675) for Contingency General (100) to Technology Capital Imp (460) for Projects Genl (100) to GF Co Improve (445) for Elctn Rsrvs Pickup Non Recurring Total $ 100 - General Fund 4,777,300 17,587,025 - 57,720,129 - 188,570 3,517,901 3,517,901 1,400,000 5,017,901 28,040,343 29,271,093 29,271,093 11,868,035 102,674 69,844 - 5,046,955 5,046,955 - - Genl (100) to Env Srcvs (506) for Brd of Health Fee Waivers - - 5,046,955 89,565,634 General Fund $ 343,497,979 90,899,058 $ 88,748,327 $ 79,579,942 $ 340,130,983 $ $ 310,968,056 $ 334,721,696 Special Revenue Fund-Grant Operating 222 - Human Services Grants $ 6,602 $ 6,602 $ 6,602 $ 6,602 Special Revenue Fund - Grant $ 6,602 $ 6,602 $ 6,602 $ 6,602 106,492 $ 106,492 $ 106,492 $ Debt Service for VMWare Licensing Dept to Debt Service (321) Special Revenue Fund Operating 574 - Animal Control Field Operations Animal Care Field Ops (574) to Co Improve Debt Src (320) 572 - Animal Control License/Shelter Animal Care Lic Shltr (572) to Co Improve Debt Src (320) $ 1,033,683 1,033,683 1,033,683 106,532 1,034,066 215 - Emergency Management Debt Service for VMWare Licensing Dept to Debt Service (321) 845 845 845 845 226 - Planning and Development Fees Debt Service for VMWare Licensing Dept to Debt Service (321) 5,070 5,070 5,070 5,070 232 - Transportation Operations Debt Service for VMWare Licensing Dept to Debt Service (321) 34,389 34,389 34,389 34,389 504 - Air Quality Fees Debt Service for VMWare Licensing Dept to Debt Service (321) 8,450 8,450 8,450 8,450 506 - Env Services Env Health Debt Service for VMWare Licensing Dept to Debt Service (321) 17,323 17,323 17,323 17,323 255 - Detention Operations Detention (255) to Detention Capital Projects (455) 587,500 587,500 255 - Detention Operations Detention (255) to General (100) for Vehicle Purchases 255 - Detention Operations Financing for Vehicles to Capital Lease Debt Service (321) Operating Total $ 142 587,500 587,500 - 4,947 4,947 14,052 14,052 14,052 1,807,804 $ 1,812,751 $ 1,812,751 $ 1,794,175 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Appropriation Group Non Recurring FY 2017 Adopted Transfer Description $ 255 - Detention Operations Detention (255) to Capital Lease Debt Service (321) 255 - Detention Operations Dtntn (255) to Dtntn Capital Projects (455) for Projects 280 - Superior Court Building Repair GF County Impr (445) and SC Bldg Repair (280) Law Library 252 - Inmate Services Inmate Src (252) to Dntnt Tech Cap Improv (461) for Jail Sec 252 - Inmate Services Inmate Srcs (252) to Dtntn Capital Projects (455) for ITR 261 - Law Library Fees Law Library (261) to SC Bldg Repair (280) for Law Library 241 - Parks Enhancement Parks Enhancement (241) to Capital Lease Debt Service (321) 240 - Lake Pleasant Rec Services Parks Lake (240) to Capital Lease Debt Service (321) 225 - Spur Cross Ranch Conservation Parks Spur Cross (225) To Capital Lease Debt Service (321) 232 - Transportation Operations Transportation (232) to Capital Lease Debt Service (321) 232 - Transportation Operations Transportation (232) to Transportation Capital (234) 210 - Waste Management Waste Mgmt 210 To Parks Donation 243 1,718,241 FY 2017 Revised $ 7,642,619 1,718,241 FY 2017 Forecast $ 7,642,619 - 750,000 6,000,000 6,000,000 - 1,718,241 $ 7,642,619 - 750,000 FY 2018 Adopted 215,904 27,862,875 - 195,000 632,413 - - - 225,000 225,000 - 618,061 618,061 618,061 - 385,176 385,176 385,176 - 31,238 31,238 31,238 - 6,659,995 6,659,995 6,659,995 46,191,794 46,191,794 46,191,794 - 185,000 47,276,758 185,000 - Non Recurring Total $ 69,997,124 $ 70,407,124 $ 64,289,537 $ 75,550,537 Special Revenue Fund $ 71,804,928 $ 72,219,875 $ 66,102,288 $ 77,344,712 Debt Service Fund 321 - County Improvement Debt 2 Debt Svc (321) to Dept for Refund/Revers - - - 17,145 General (100) to Capital Lease Debt Service (321) - - - 158,993 Non Recurring Debt Service Fund $ - $ - $ - $ $ - $ - $ - $ 176,138 Capital Projects Fund 440 - Co Improve COP Series 2015 461 - Det Tech Capital Improvement Co Imp COP Series 2015 (440) to Det Cap Projects (455) - - - 2,364,856 Co Imp COP Series 2015 (440) to GF Co Improve (445) - - - 4,700,000 Co Imp COP Series 2015 (440) to Tech Cap Imp (460) - - - 2,557,802 Detention Tech Cap Imp (461) to Co Improve Debt (320) - - - 12,090,356 Detention Tech Cap Imp (461) to Detention Cap Projects (455) Detention Tech Capital Imp (461) to Detention (255) 445 - General Fund Co Improve 16,514 Co Imp COP Series 2015 (440) to Det Tech Cap Imp (461) GF Co Improvement (445) to Co Improve Debt Service (320) 3,174,186 3,174,186 3,174,186 112,473 112,473 112,473 6,000,000 6,000,000 6,000,000 GF Co Improvement (445) to General (100) for Long Term MM - GF County Impr (445) and SC Bldg Repair (280) Law Library - - 12,104,659 GF County Improvement (445) to General (100) for Elections 2,493,561 37,956,986 - 3,500,000 375,000 375,000 - 12,104,659 12,104,659 - 5,250,000 5,250,000 455 - Detention Capital Projects Intake Transfer Release Jail - 445 - General Fund Co Improve GF Co Improve (445) to Co Imp COP Series 2015 (440) - - - 8,016,544 460 - Technology Capital Improve Tech Cap Improve (460) to Co Imp COP Series 2015 (440) - - - 62,473,100 461 - Det Tech Capital Improve Det Tech Cap Improve (461) to Co Imp COP Series 2015 (440) - - - 20,411,152 460 - Tech Capital Improve Tech Cap Imp (460) to General (100) for Long Term MM - - - 99,375,000 99,375,000 Capital Projects Fund $ 120,766,318 $ 126,391,318 Tech Cap Imp (460) to Co Improvement Debt (320) Non Recurring 6,650,318 99,375,000 $ 126,391,318 54,535,590 $ 217,766,779 Elimination 900 - Eliminations $ (255,746,751) $ (251,051,278) $ Operating (280,329,076) Non Recurring (287,697,500) $ (536,075,827) $ (538,748,778) $ ALL FUNDS TOTAL $ 143 - $ - $ (224,039,082) $ (256,942,531) (279,429,182) (373,073,396) (503,468,264) $ (630,015,927) - $ - Maricopa County FY 2018 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 Equipment Services fund to various County departments. Departments pay County Equipment Services for fuel, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The fleet shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of purchasing the county fuel. 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: Description FY 2016 Actual FY 2017 Adopted FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Transfers In 6 Operating Non Recurring 6 $ (220,872,887) $ (255,746,751) $ (251,051,278) $ (123,367,688) $ (256,942,531) (141,458,417) (280,329,076) (287,697,500) (76,347,790) (373,073,396) Total for Transfers In $ (362,331,304) $ (536,075,827) $ (538,748,778) $ (199,715,478) $ (630,015,927) Internal Service Fund Charges 6 Operating $ (181,978,513) $ (205,447,397) $ (205,447,397) $ (115,334,089) $ (204,966,835) 6 Total for Internal Service Fund Charges $ (181,978,513) $ (205,447,397) $ (205,447,397) $ (115,334,089) $ (204,966,835) Total Eliminations $ (544,309,817) $ (741,523,224) $ (744,196,175) $ (315,049,567) $ (834,982,762) Personnel Year-over-year, the total number of positions in the Maricopa County Budget for FY 2018 Adopted has changed by less than one FTE over the FY 2017 Revised budget for Full-Time Equivalent (FTE) position counts. The tables that follow highlight the changes in FTE’s by department and fund as well as by Market Range Title. Significant variances in departments of either 10% or more or 10 FTE’s or more are discussed below. T he department section of this document also discusses specific variances at the department level. Adult Probation (110) The Adult Probation Department is increasing by 24 positions (2%) over FY 2017 Revised. The General Fund (100) is increasing by 13 FTE across Sex Offender (4), Standard Probation (2), Domestic Violence (2) and support staff (5). The Detention Fund (255) is increasing by 11 FTE across Prison Re-Entry (4), Intensive Probation (6) and Pretrial Electronic Monitoring (1). The creation of these positions is to assist with growing caseloads to appropriately staff each unit. Animal Care & Control (790) Animal Care and Control is increasing staff in total by 10.5 FTE (6%) from FY 2017 Revised to FY 2018 Adopted. Animal Care Technician FTE positions were created to provide shelter support and improve quality of service as a result of the termination of an agreement with an outside vendor to provide care for and assistance with the adoption of animals. Assistant County Manager (D950) The Assistant County Manager – D950 had a n et increase of 4 FTE (40%) due to the addition of 5 positions for the newly added Justice Translation and Transcription Services as well as the deletion of a Program Manager position. 144 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Budget (490) The Budget Office is decreasing by 2 Budget Analyst – Senior FTE (-11.1%) during the budget development cycle and is consolidating the department assignments. Call Center (140) The Call Center has a net decrease of 5 FTE (-18.5%), due to the movement of 9 FTE to the Clerk of Superior Court, 2 FTE were double bunked (Director and Management Analyst), and 2 FTE were added as temporary positions. County School Superintendent (370) The County School Superintendent has a net decrease of 16.0 FTE (-11.6%) due to loss of grant funds (-18 FTE) offset by a one FTE increase in the General Fund for a legislative analyst and a one FTE increase in School Communications for a Program Coordinator. Emergency Management (150) The Emergency Management Department is increasing by 20 FTE (125%), due to the movement of the Protective Services function from Facilities Management to the Emergency Management Department. Elections (210) The Elections Department has a net decrease of 29 FTE (-50.9%), due to 34 FTE being moved to the Recorder’s Office and adding 1 Ballot Liaison, 2 Data Entry Clerks, 1 Satellite Voting Lead and 1 Special Elections Board Lead. Facilities Management (700) Facilities Management is decreasing by 50 FTE (-22.8%), due to Protective Services (20 FTE) moving to Emergency Management and Real Estate (30 FTE) becoming their own department. Juvenile Probation (270) The Juvenile Probation General Fund (100) is decreasing by 10 FTE (-1.5%) due t o the deletion of positions vacant since June of 2015. These deletions will help offset the increase in Personnel costs due to an increase in retirement contributions. Real Estate (780) Real Estate has an i ncrease of 30 FTE (100%) due to the movement of positions from Facilities Management to this newly created department in FY 2018. Recorder (360) The Recorder’s Office has a net increase of 33 FTE (61.1%), due to 34 FTE moving from the Elections Department and the inactivation of 1 F TE from the Community Outreach Recorder’s Office (CORO) activity. Sheriff’s Office (500) The Sheriff’s Office inactivated 17.0 FTE (-0.4%) in the Inmate Services Fund after the ALPHA/Mosaic program was transferred to Correctional Health. 145 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund Department/Fund FY 2016 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted Revised vs Adopted Variance Var % 010 Board of Supervisors Dist 1 100 General 3. 00 3. 00 3. 00 3. 00 3.00 3.00 3.00 3.00 3. 00 3. 00 3. 00 3. 00 3.00 3.00 3.00 3.00 2. 75 3. 00 3. 00 3. 00 2.75 3.00 3.00 3.00 2. 88 2. 88 2. 88 2. 88 2.88 2.88 2.88 2.88 3. 00 3. 00 3. 00 3. 00 3.00 3.00 3.00 3.00 060 Clerk of the Board 100 General 13. 00 13. 00 13. 00 13. 00 Department Total 13.00 13.00 13.00 13.00 - 0.0% 776. 00 792. 00 784. 00 805. 00 13. 00 1.6% 1. 50 1. 50 1. 50 1. 50 - 0.0% 24. 75 24. 00 24. 00 24. 00 - 0.0% 255 Detention Operations 341. 00 358. 00 354. 00 369. 00 11. 00 3.1% Department Total 1,143.25 1,175.50 1,163.50 1,199.50 24.00 2.0% 315. 43 310. 43 312. 43 309. 93 ( 0.50) -0.2% 315.43 310.43 312.43 309.93 (.50) -0.2% 27. 00 27. 00 27. 00 22. 00 ( 5.00) -18.5% 27.00 27.00 27.00 22.00 (5.00) -18.5% 100 General 2. 00 2. 00 2. 00 22. 75 20. 75 1037.5% 207 Palo Verde 6. 00 6. 00 6. 00 5. 00 ( 1.00) -16.7% 215 Emergency Management 8. 50 8. 00 8. 00 8. 25 0. 25 3.1% 16.50 16.00 16.00 36.00 20.00 125.0% 558. 50 567. 00 567. 50 573. 50 6. 50 1.1% 25. 00 22. 00 22. 00 22. 00 - 0.0% 1. 00 8. 00 2. 00 8. 00 - 218 Clerk of Court Fill The Gap 47. 00 47. 00 47. 00 46. 50 274 Clerk of the Court EDMS 48. 00 45. 00 45. 00 45. 00 - 0.0% 679.50 689.00 683.50 695.00 6.00 0.9% 39. 00 40. 00 38. 00 37. 00 ( 3.00) -7.5% 39.00 40.00 38.00 37.00 (3.00) -7.5% Department Total 020 Board of Supervisors Dist 2 100 General Department Total 030 Board of Supervisors Dist 3 100 General Department Total 040 Board of Supervisors Dist 4 100 General Department Total 050 Board of Supervisors Dist 5 100 General Department Total - 0.0% - - 0.0% 0.0% - 0.0% 0.0% - 0.0% 0.0% - 0.0% 0.0% - 0.0% 0.0% 110 Adult Probation 100 General 201 Adult Probation Fees 211 Adult Probation Grants 120 Assessor 100 General Department Total 140 Call Center 100 General Department Total 150 Emergency Management Department Total 160 Clerk of the Superior Court 100 General 205 Court Document Retrieval 208 Judicial Enhancement Department Total ( 0.50) 0.0% -1.1% 180 Finance 100 General Department Total 146 Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) Department/Fund FY 2016 Adopted FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Revised vs Adopted Variance Var % 190 County Attorney 100 General 849. 48 877. 73 875. 73 886. 23 8. 50 1.0% 219 County Attorney Grants 59. 00 62. 00 62. 00 62. 00 - 0.0% 220 Diversion 29. 00 29. 00 29. 00 29. 00 - 0.0% 221 County Attorney Fill the Gap 25. 00 24. 00 24. 00 24. 00 - 0.0% 266 Check Enforcement Program 2. 00 2. 00 2. 00 2. 00 - 0.0% 20. 00 19. 00 19. 00 19. 00 - 0.0% 984.48 1,013.73 1,011.73 1,022.23 8.50 0.8% 18. 00 21. 00 17. 00 21. 00 - 0.0% 18.00 21.00 17.00 21.00 - 0.0% 52. 00 57. 00 52. 00 28. 00 ( 29.00) -50.9% 52.00 57.00 52.00 28.00 (29.00) -50.9% 100 General 1. 00 15. 00 15. 00 15. 00 - 0.0% 217 CDBG Housing Trust 5. 00 5. 25 5. 00 6. 00 0. 75 14.3% 392. 50 338. 75 337. 00 337. 00 ( 1.75) -0.5% 398.50 359.00 357.00 358.00 (1.00) -0.3% 17. 75 19. 01 17. 75 17. 95 ( 1.06) -5.6% 17.75 19.01 17.75 17.95 (1.06) -5.6% 332. 50 337. 00 337. 00 337. 00 - 0.0% 4. 00 3. 00 3. 00 3. 00 - 336.50 340.00 340.00 340.00 36. 00 37. 00 37. 00 37. 00 36.00 37.00 37.00 37.00 267 Criminal Justice Enhancement Department Total 200 County Manager 100 General Department Total 210 Elections 100 General Department Total 220 Human Services 222 Human Services Grants Department Total 230 Internal Audit 100 General Department Total 240 Justice Courts 100 General 204 Justice Court Judicial Enhancement Department Total 0.0% - 0.0% 250 Contables 100 General Department Total - 0.0% - 0.0% 260 Correctional Health 100 General 15. 50 16. 00 16. 00 16. 00 - 0.0% 255 Detention Operations 459. 50 464. 95 467. 75 469. 95 5. 00 1.1% Department Total 475.00 480.95 483.75 485.95 5.00 1.0% 273. 00 260. 00 260. 00 250. 00 ( 10.00) -3.8% 53. 00 39. 00 39. 00 39. 00 - 373. 10 365. 60 365. 60 365. 60 - 0.0% 4. 00 4. 00 4. 00 4. 00 - 0.0% 703.10 668.60 668.60 658.60 (10.00) -1.5% 87. 50 97. 00 96. 00 100. 00 3. 00 3.1% 87.50 97.00 96.00 100.00 3.00 3.1% 270 Juvenile Probation 100 General 227 Juvenile Probation Grants 255 Detention Operations 275 Juvenile Probation Diversion Department Total 0.0% 290 Medical Examiner 100 General Department Total 300 Parks and Recreation 100 General 225 Spur Cross Ranch Conservation 239 Parks Souvenir - - - 3. 50 3. 50 N/A 2. 00 2. 00 2. 00 1. 58 ( 0.42) -21.0% 2. 00 240 Lake Pleasant Recreation Services 27. 00 241 Parks Enhancement 46. 75 Department Total 77.75 - 0. 68 0. 68 N/A 29. 00 27. 00 ( 2.00) -6.9% 50.5 50.5 48.74 -1.76 -3.5% 81.50 81.50 81.50 - 0.0% 29. 00 147 - Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) Department/Fund FY 2016 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted Revised vs Adopted Variance Var % 310 Human Resources 100 General 46. 00 47. 00 46. 00 47. 00 46.00 47.00 46.00 47.00 43. 80 48. 00 48. 00 48. 00 43.80 48.00 48.00 48.00 - 0.0% 100 General 29. 00 28. 00 29. 00 61. 00 33. 00 117.9% 236 Recorders Surcharge 27. 00 26. 00 28. 00 26. 00 - 0.0% Department Total 56.00 54.00 57.00 87.00 33.00 61.1% 24. 00 22. 00 24. 00 23. 00 1. 00 4.5% 8. 00 8. 00 8. 00 - 0.0% Department Total - 0.0% - 0.0% 340 Public Fiduciary 100 General Department Total - 0.0% 360 Recorder 370 Education Service 100 General 255 Detention Operations 669 Small School Service 715 School Grants 782 School Communication 1. 00 1. 00 1. 00 1. 00 105. 50 87. 49 85. 49 69. 49 6. 00 11. 00 10. 00 - 0.0% ( 18.00) -20.6% 9.1% 12. 00 1. 00 790 Educational Supplemental Program - - - 8. 00 8. 00 N/A 795 Educational Supplemental Program 8. 00 8. 00 8. 00 - ( 8.00) -100.0% 144.50 137.49 136.49 (16.00) -11.6% Department Total 121.49 390 Employee Benefits and Health 100 General 532 Public Health Grants 615 Wellness 618 Benefits Administration Department Total 4. 00 3. 00 3. 00 3. 00 - 11. 00 10. 50 11. 50 11. 50 1. 00 0.0% 9.5% 6. 00 6. 00 6. 00 6. 00 - 0.0% 17. 50 16. 00 16. 00 16. 00 - 0.0% 38.50 35.50 36.50 36.50 1.00 2.8% 410 Enterprise Technology 100 General 159. 00 157. 50 158. 50 137. 33 ( 20.17) -12.8% 681 Telecommunications 57. 00 56. 00 55. 00 77. 66 21. 66 38.7% Department Total 216.00 213.50 213.50 214.99 1.49 0.7% 6. 00 6. 00 6. 00 6. 00 - 0.0% 6.00 6.00 6.00 6.00 - 0.0% 55. 00 61. 00 64. 00 64. 00 3. 00 4.9% 55.00 61.00 64.00 64.00 3.00 4.9% 80. 00 87. 60 83. 60 87. 60 - 0.0% 80.00 87.60 83.60 87.60 - 0.0% 19. 00 18. 00 18. 00 16. 00 ( 2.00) -11.1% 19.00 18.00 18.00 16.00 (2.00) -11.1% 1, 174.75 1, 221.60 1, 221.60 1, 221.60 - 0.0% 27. 00 24. 00 24. 00 24. 00 - 134. 00 126. 00 126. 00 108. 00 ( 18.00) 2, 533.00 2, 454.00 2, 455.00 2, 455.00 1. 00 0.0% 2. 00 2. 00 2. 00 2. 00 - 0.0% 3,870.75 3,827.60 3,828.60 3,810.60 420 Integrated Crim Justice Info 255 Detention Operations Department Total 430 Treasurer 100 General Department Total 440 Planning and Development 226 Planning and Development Fees Department Total 490 Budget Office 100 General Department Total 500 Sheriff 100 General 251 Sheriff Grants 252 Inmate Services 255 Detention Operations 258 Sheriff Towing and Impound Department Total 148 (17.00) 0.0% -14.3% -0.4% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) Department/Fund FY 2016 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted Revised vs Adopted Variance Var % PDS Public Defense System 100 General 792. 77 842. 34 837. 04 844. 59 209 Public Defender Training 3. 00 3. 00 3. 00 3. 00 - 0.0% 233 Public Defender Grants 2. 00 1. 54 1. 54 2. 29 0. 75 48.7% 262 Public Defender Fill the Gap Department Total 2. 25 0.3% 9. 00 9. 00 9. 00 9. 00 - 0.0% 806.77 855.88 850.58 858.88 3.00 0.4% 416. 00 425. 00 423. 00 423. 00 ( 2.00) -0.5% 416.00 425.00 423.00 423.00 (2.00) -0.5% 20. 00 20. 00 20. 00 20. 00 - 0.0% 2. 00 2. 00 2. 00 2. 00 - 22.00 22.00 22.00 22.00 - 0.0% -27.3% 640 Transportation 232 Transportation Operations Department Total 670 Waste Resources and Recycling 100 General 290 Waste Tire Department Total 0.0% 700 Facilities Management 100 General 165. 00 187. 00 218. 00 136. 00 ( 51.00) 255 Detention Operations 32. 00 32. 00 32. 00 33. 00 1. 00 3.1% Department Total 197.00 219.00 250.00 169.00 (50.00) -22.8% 720 Protective Services 100 General Department Total 73. 50 - - - - 73.50 - - - 30. 50 26. 50 27. 50 26. 50 N/A - N/A 730 Procurement Services 100 General 673 Reprographics - 0.0% 9. 00 - 2. 00 - 39.50 26.50 29.50 26.50 654 Equipment Services 54. 00 54. 00 59. 00 54. 00 Department Total 54.00 54.00 59.00 54.00 - 0.0% 30. 75 32. 25 31. 75 32. 75 0. 50 1.6% 30.75 32.25 31.75 32.75 .50 1.6% - - - Department Total - N/A - 0.0% 740 Equipment Services - 0.0% 750 Risk Management 675 Risk Management Department Total 780 Real Estate 100 General 30. 00 30. 00 N/A - - - 30.00 30.00 N/A 572 Animal Control License/Shelter 119. 00 126. 50 131. 00 134. 92 8. 42 6.7% 574 Animal Control Field Operations 50. 00 48. 00 48. 00 50. 08 2. 08 4.3% 169.00 174.50 179.00 185.00 10.50 6.0% ( 1.00) -0.1% Department Total 790 Animal Care and Control Department Total 800 Superior Court 100 General 1, 177.60 1, 188.10 1, 187.10 1, 187.10 208 Judicial Enhancement 6. 00 6. 00 6. 00 6. 00 238 Superior Court Grants 26. 00 34. 00 33. 00 32. 00 ( 2.00) 0.0% -5.9% 256 Probate Fees 1. 00 - - - - N/A 261 Law Library Fees 3. 00 3. 00 3. 00 3. 00 - 0.0% 264 Superior Court Fill the Gap Department Total 30. 00 32. 00 32. 00 32. 00 1,243.60 1,263.10 1,261.10 1,260.10 - 0.0% (3.00) -0.2% 850 Air Quality 503 Air Quality Grants 504 Air Quality Fees Department Total 21. 00 14. 75 14. 00 14. 75 124. 12 128. 90 128. 65 127. 90 ( 1.00) -0.8% 145.12 143.65 142.65 142.65 (1.00) -0.7% 149 - 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) Department/Fund FY 2016 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted Revised vs Adopted Variance Var % 860 Public Health 100 General 145. 25 144. 25 144. 25 145. 25 1. 00 0.7% 60. 00 63. 00 63. 00 62. 00 ( 1.00) -1.6% 532 Public Health Grants 427. 75 413. 50 414. 50 410. 50 ( 3.00) -0.7% Department Total 633.00 620.75 621.75 617.75 (3.00) -0.5% 265 Public Health Fees 880 Environmental Services 100 General 46. 00 45. 00 45. 00 45. 00 - 0.0% 242. 00 233. 00 234. 00 234. 00 1. 00 0.4% 288.00 278.00 279.00 279.00 1.00 0.4% 12. 00 10. 00 12. 00 12.00 10.00 12.00 - 16. 00 15. 00 15. 00 15. 00 16.00 15.00 15.00 15.00 5. 00 5. 00 5. 00 5. 00 5.00 5.00 5.00 5.00 - 0.0% 100 General 3. 00 5. 00 4. 00 9. 00 4. 00 80.0% 249 Non-Departmental Grants 1. 00 1. 00 1. 00 1. 00 - 0.0% 255 Detention Operations 4. 00 4. 00 4. 00 4. 00 - 0.0% 8.00 10.00 9.00 14.00 4.00 40.0% - - - - 506 Environmental Services Environmental Health Department Total 920 Deputy Counter Manager 920 100 General Fund Department Total - ( 10.00) -100.0% (10.00) (100.0%) 930 Deputy County Manager 930 226 Planning and Development Fees Department Total - 0.0% - 0.0% 940 Assistant County manager 940 100 General Department Total - 0.0% 950 Assistant County Manager 950 Department Total 960 Assistant County Manager 960 572 Animal Control License Shelter Department Total County 2. 00 2.00 - - - 14,171.65 14,150.91 14,158.65 14,151.33 150 N/A - 0.42 N/A 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title Market Range Title Accountant Accounting Specialist Accounting Specialist Supv Admin & Operations Mgr Admin/Operations Specialist Administrative Assistant Administrative Manager Administrative Services Manager Administrative Staff Supv Administrative Supervisor Administrator Air Instrument Technician Air Instrument Technician Sr Air Instrument Technician Supv Air Quality Division Manager Air Quality Enforcement Spec Air Quality Eng Supv Air Quality Engineer Air Quality Managing Supv Air Quality Operations Supervisor Air Quality Planner Air Quality Planner Senior Air Quality Planning Supv Air Quality Policy Advisor Air Quality Specialist Air Quality Specialist Senior Air Quality Specialist Supv Animal Care & Control Manager Animal Care Supervisor Animal Care Technician Animal Care Technician Lead Animal Control Officer Animal Control Officer Lead Animal Control Sergeant Animal Control Supervisor Animal Health Supervisor Animal Health Technician Animal Health Technician Lead Applications Development Mgr Applications Development Supv Appraiser Appraiser Assistant Chief Appraiser Chief Appraiser Manager Appraiser Senior Appraiser Supervisor Appraiser Trainee Assistant County Manager Assistant Medical Director Atmospheric Science Pro Attorney Attorney - Civil Practice Mgr Attorney - Senior Counsel Attorney - Sr Law Researcher Auditor Appraiser Auditor Appraiser Supervisor Bailiff FY 2016 Adopted 48.50 87.00 1.00 1.00 189.99 9.00 4.00 36.00 53.00 11.00 2.00 3.00 2.00 2.00 1.00 7.75 2.00 1.00 30.38 9.00 7.00 2.00 2.00 41.00 3.00 32.00 3.00 2.00 1.00 13.00 1.00 16.00 4.00 78.00 2.00 8.00 16.00 18.00 26.00 3.00 1.00 1.00 754.75 5.00 14.00 7.00 5.00 1.00 120.60 FY 2017 Revised 51.00 86.00 1.00 213.00 12.00 5.00 24.00 48.00 12.00 9.00 3.00 2.00 3.00 2.00 2.00 3.00 1.00 2.75 4.00 3.00 1.00 29.40 11.00 7.00 3.00 4.00 42.00 8.00 31.00 3.00 2.00 1.00 16.00 1.00 12.00 8.00 79.00 4.00 15.00 21.00 18.00 2.00 1.00 1.00 773.73 5.00 15.00 9.00 5.00 1.00 124.00 151 FY 2017 Forecast 50.50 85.00 1.00 218.00 11.00 5.00 24.00 50.00 12.00 9.00 3.00 2.00 3.00 2.00 2.00 3.00 1.00 2.75 4.00 3.00 1.00 29.40 11.00 7.00 3.00 4.00 41.00 7.00 31.00 3.00 2.00 1.00 16.00 1.00 12.00 8.00 82.00 1.00 4.00 15.00 20.00 16.00 2.00 1.00 1.00 773.93 5.00 15.00 7.00 5.00 1.00 124.00 FY 2018 Adopted 47.50 86.00 1.00 205.00 1.00 12.00 5.00 24.00 47.00 13.00 9.00 3.00 2.00 3.00 2.00 2.00 3.00 1.00 2.75 4.00 3.00 1.00 29.40 11.00 7.00 3.00 3.00 51.26 7.00 30.00 3.00 2.00 1.00 18.00 1.00 12.00 8.00 81.50 4.00 15.00 20.00 16.00 2.00 1.00 1.00 776.22 5.00 15.00 7.00 5.00 1.00 124.00 Revised vs Adopted Variance Var % (3.50) -6.9% 0.0% 0.0% N/A (8.00) -3.8% 1.00 N/A 0.0% 0.0% 0.0% (1.00) -2.1% 1.00 8.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -25.0% 9.26 22.0% (1.00) -12.5% (1.00) -3.2% N/A 0.0% 0.0% 0.0% 2.00 12.5% 0.0% 0.0% 0.0% 2.50 3.2% N/A N/A 0.0% 0.0% (1.00) -4.8% (2.00) -11.1% 0.0% 0.0% 0.0% 2.49 0.3% 0.0% 0.0% (2.00) -22.2% 0.0% 0.0% 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Bd of Supvr's Chief of Staff Benefits Specialist - County Benefits Vendor Relations Mgr Budget Administrator Budget Analyst Budget Analyst Senior Budget Supervisor Business/Systems Analyst Business/Systems Analyst-Sr/Ld Call Center Supervisor Call Ctr Representative Call Ctr Representative Lead CASA Coordinator Chaplain Chemical Applications Tech Chief Appraiser - Assessor Chief Deputy - Assessor Chief Deputy - Clerk of Court Chief Deputy - County Attorney Chief Deputy - Recorder Chief Deputy - Schools Chief Deputy - Sheriff Chief Deputy - Treasurer Chief Informatn Security Ofcr Chief Medical Examiner Chief Technology Officer Chief Veterinarian CHS Legal Services Manager Claims Adjuster Claims Adjuster Lead Claims Adjuster Senior Clerk of Board Assistant Clerk of Board Specialist Clerk of Board Supervisor Co Pol/Compliance/PrgAdvoc Dir Code Enforcement Officer Collections Supervisor Collector Communicable Disease Investigator Communicable Disease Invstr Sr Communicable Disease Supervisor Communications Department Ofcr Communications Manager-County Communications Officer Sr-Cnty Communications Officer Supervisor Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Communicatns Mgr-Crim Justice Community Development Coord Community Justice Coordinator Compensation Analyst Computer Forensic Specialist Computer Operator Computer Operator - Sr/Ld Conference Officer Construction Maintenance Supv Counseling Supervisor Counselor FY 2016 Adopted 5.00 3.00 1.00 1.00 8.00 3.00 3.00 37.00 26.00 2.00 18.00 4.00 6.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 4.00 1.00 1.00 2.00 1.00 5.00 3.00 19.00 28.00 6.00 1.00 1.00 26.00 5.00 4.00 4.00 3.00 3.00 11.00 5.00 13.00 9.00 2.00 34.00 FY 2017 Revised 5.00 2.00 1.00 1.00 9.00 2.00 3.00 43.48 32.00 2.00 17.00 4.00 11.00 4.00 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 4.00 1.00 1.00 2.00 1.00 5.00 3.00 20.00 4.00 2.00 1.00 1.00 34.00 9.00 4.00 4.00 6.00 3.00 3.00 5.00 1.00 13.00 9.00 3.00 27.00 152 FY 2017 Forecast 5.00 2.00 1.00 1.00 9.00 2.00 3.00 42.48 33.00 2.00 17.00 4.00 11.00 4.00 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 4.00 1.00 1.00 2.00 1.00 5.00 3.00 20.00 4.00 2.00 1.00 1.00 28.00 7.00 4.00 4.00 6.00 3.00 3.00 6.00 1.00 13.00 9.00 3.00 27.00 FY 2018 Adopted 5.00 2.00 1.00 1.00 9.00 3.00 43.48 31.00 2.00 17.00 4.00 11.00 4.00 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 4.00 1.00 1.00 2.00 5.00 3.00 20.00 6.00 2.00 1.00 1.00 33.74 8.00 4.00 4.00 6.00 3.00 3.00 6.00 1.00 13.00 9.00 3.00 23.00 Revised vs Adopted Variance Var % 0.0% 0.0% 0.0% 0.0% 0.0% (2.00) -100.0% 0.0% 0.0% (1.00) -3.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% (1.00) -100.0% 0.0% 0.0% 0.0% N/A 2.00 50.0% N/A 0.0% 0.0% 0.0% N/A (0.26) -0.8% (1.00) -11.1% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 20.0% 0.0% 0.0% 0.0% 0.0% (4.00) -14.8% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title County Attorney Special Asst County Manager County Mgr's Chief of Staff County Mgr's Special Assistant County Privacy Officer Court Commissioner Court Conciliator Court Interpreter Court Interpreter Manager Court Interpreter Supervisor Court Probate Investigator Court Probate Investigator Sr Court Reporter Court Reporter Lead Court Reporter Manager Courtoom Clerk Senior/Lead Courtroom Clerk Courtroom Services Supervisor Crew Leader Crime Scene Specialist Crime Scene Specialist Senior Crime Scene Supervisor Criminal Intelligence Analyst Criminal Intelligence Supv Custodial Manager Custodial Supervisor Custodian Data Architect Database Administrator Database Administrator - Senior/Lead Database Administrator - Sr/Ld Database Report Writer Analyst Dental Assistant Dental Hygienist Dentist Dentist (Chief) Department Facilities Planner Deputy Administrator - BOS Deputy Chief Medical Examiner Deputy Constable Deputy County Manager Deputy Director - Air Quality Deputy Director - Animal C & C Deputy Director - Budget Deputy Director - Clk of Board Deputy Director - Clk of Court Deputy Director - Elections Deputy Director - Env Svcs Deputy Director - Finance Deputy Director - Human Res Deputy Director - Justice Courts Deputy Director - Lgl Defense Deputy Director - MaterialsMgt Deputy Director - OET/Adv Svcs Deputy Director - OET/Infrastr Deputy Director - Plng & Devel Deputy Director - Probation Deputy Director - Public Hlth FY 2016 Adopted 4.00 1.00 1.00 61.00 14.00 34.00 3.00 6.00 50.50 1.00 1.00 220.00 15.00 15.00 30.00 4.00 9.00 1.00 5.00 35.00 2.00 8.00 1.00 11.00 5.00 1.00 2.00 1.00 3.00 4.63 1.00 8.00 2.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 6.50 1.00 FY 2017 Revised 4.00 1.00 1.00 1.00 1.00 62.00 25.00 33.00 2.00 3.00 6.00 1.00 50.50 1.00 1.00 10.00 214.50 15.00 15.00 7.00 3.00 3.00 7.00 1.00 1.00 6.00 34.00 2.00 7.00 11.00 2.00 3.00 1.00 1.00 1.00 3.00 4.88 1.00 8.00 2.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 6.50 1.00 153 FY 2017 Forecast 4.00 1.00 1.00 1.00 62.00 25.00 33.00 2.00 3.00 6.00 1.00 50.50 1.00 1.00 10.00 215.00 15.00 15.00 7.00 3.00 3.00 7.00 1.00 5.00 35.00 2.00 8.00 11.00 4.00 3.00 1.00 1.00 1.00 3.00 4.88 1.00 8.00 2.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 6.50 1.00 FY 2018 Adopted 4.00 1.00 1.00 62.00 25.00 33.00 2.00 3.00 6.00 1.00 50.50 1.00 1.00 10.00 213.50 15.00 15.00 7.00 3.00 3.00 8.00 1.00 5.00 35.00 2.00 7.00 10.49 3.00 3.00 1.00 1.00 1.00 3.00 4.88 1.00 8.00 1.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 6.50 1.00 Revised vs Adopted Variance Var % 0.0% 0.0% (1.00) -100.0% 0.0% (1.00) -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -0.5% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 14.3% -100.0% (1.00) 0.0% (1.00) -16.7% 1.00 2.9% 0.0% 0.0% N/A (0.51) -4.6% 1.00 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -50.0% 0.0% 0.0% 1.00 100.0% 0.0% 0.0% N/A 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Deputy Director - Risk Mgmt Deputy Director - Superior Crt 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 Development Svcs Technician Ld Development Svcs Technician Sr Dietetic Technician Dietitian Dietitian Lead Dietitian Principal Dietitian Supervisor Dietitian/Nutritionist Director - Air Quality Director - Animal Care & Ctrl Director - Budget Director - Bus Strats/HC Prgms Director - Clerk of the Board Director - Communications Director - Correctional Health Director - Elections Director - Emergency Mgt Director - Environmental Svcs Director - Equipment Services Director - Facilities Mgt Director - Finance Director - GIS Director - Govt Relations Director - Human Resources Director - Human Services Director - Internal Audit Director - Justice Courts Director - Legal Defense Director - Materials Mgt Director - Medical Examiner Director - Parks & Recreation Director - Plng & Development Director - Probation Director - Protective Services Director - Public Defense Svcs Director - Public Fiduciary Director - Public Health Director - Risk Management Director - STAR Call Center Director - Superior Court Director - Transportation Dispatcher Duty Plant Operator Economic Development Officer Education Manager - Detention Education Program Aide Education Svc Assistant Supt FY 2016 Adopted 1.00 7.00 26.00 1,977.00 220.10 13.00 71.00 208.00 7.00 91.93 35.35 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 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 8.00 4.00 2.00 5.50 3.00 FY 2017 Revised 1.00 8.00 26.00 1,895.00 217.60 13.00 70.00 215.00 5.00 8.00 70.53 17.00 29.50 46.00 31.25 5.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 4.00 1.00 2.00 3.00 154 FY 2017 Forecast 1.00 8.00 26.00 1,896.00 217.60 13.00 70.00 214.00 5.00 8.00 70.53 15.00 29.50 28.00 31.25 5.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 4.00 2.00 3.00 FY 2018 Adopted 1.00 8.00 26.00 1,893.00 217.60 13.00 70.00 216.00 5.00 8.00 70.53 16.00 29.50 46.00 31.25 5.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 8.00 4.00 1.00 2.00 3.00 Revised vs Adopted Variance Var % 0.0% 0.0% 0.0% (2.00) -0.1% 0.0% 0.0% 0.0% 1.00 0.5% 0.0% 0.0% 0.0% (1.00) -5.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (1.00) N/A 0.0% 0.0% 0.0% 0.0% (1.00) -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 1.00 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Finance Coord Finance Mgr Peer Evaluator Program Coord Program Manager Education Svc Education Svc Education Svc Education Svc Education Svc Educator Educator - Detention Educator Assistant Educator Bachelor's Educator Coordinator Educator Supervisor-Detention Elected Electrician Electronic Technician Electronic Technician Senior Emergency Communication Mgr Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Emergency Services Planner Emergency Services Planner Sr Emergency Svcs Planning Supv Employee Records Specialist Employee Records Supervisor Employee Relations Analyst-Cty Engineer Engineer - Air Quality Engineer Associate Senior Engineer Senior Engineering Associate Engineering Drainage Manager Engineering Manager Engineering Specialist Engineering Supervisor Engineering Support Branch Mgr Engineering Technician Enterprise Architect Environmental Enforcement Spec Environmental Spec Trainee Environmental Specialist Environmental Specialist Sr Environmental Specialist Supv Environmental Specialist Trainee Environmental Svcs Div Mgr Environmental Svcs Mnging Supv Environmental Svcs Operations Supv Epidemiologist Epidemiologist Principal Epidemiologist Senior Epidemiology Analyst Epidemiology Manager Epidemiology Supervisor Equipment Operator Equipment Svcs Administrator Ergonomist - County Exec Assistant to Director Exec Asst to Elected Official Exec Asst to Executive Officer FY 2016 Adopted 1.00 1.00 44.00 16.50 28.00 39.00 27.00 35.00 65.00 32.00 2.00 38.00 12.00 2.00 8.00 1.00 7.00 35.00 6.00 10.50 1.00 2.00 2.50 1.00 4.00 42.00 3.00 32.00 1.00 5.00 18.00 10.00 2.00 22.00 9.00 5.00 1.00 125.00 28.00 15.00 3.00 7.00 14.00 1.00 5.00 4.00 1.00 2.00 68.00 1.00 2.00 17.00 10.00 5.00 FY 2017 Revised 1.00 1.00 35.00 18.00 29.00 57.00 24.00 32.00 6.00 33.00 4.00 38.00 12.00 1.00 9.00 1.00 7.00 35.00 6.00 10.00 1.00 2.00 2.00 1.00 4.00 39.00 3.00 3.00 31.00 1.00 5.00 22.00 10.00 4.00 18.00 10.00 5.00 16.00 123.00 3.00 27.00 3.00 7.00 15.00 1.00 8.00 4.00 1.00 2.00 67.00 1.00 2.00 18.00 10.00 3.00 155 FY 2017 Forecast 1.00 1.00 35.00 17.00 27.00 57.00 24.00 32.00 6.00 33.00 4.00 38.00 12.00 1.00 9.00 1.00 7.00 35.00 6.00 10.00 1.00 2.00 2.00 1.00 4.00 41.00 1.00 32.00 1.00 5.00 23.00 10.00 4.00 18.00 9.00 5.00 16.00 123.00 3.00 27.00 3.00 7.00 17.00 1.00 6.00 5.00 1.00 2.00 67.00 1.00 2.00 18.00 9.00 4.00 FY 2018 Adopted 1.00 1.00 24.00 17.00 29.00 55.00 23.00 32.00 8.00 33.00 4.00 38.00 12.00 1.00 11.00 1.00 7.00 35.00 6.00 10.00 1.00 2.00 2.00 1.00 4.00 40.00 3.00 2.00 31.00 1.00 4.00 22.00 10.00 3.00 17.00 10.00 5.00 16.00 123.00 3.00 27.00 3.00 7.00 14.00 1.00 8.00 5.00 1.00 2.00 68.00 1.00 2.00 18.00 10.00 3.00 Revised vs Adopted Variance Var % 0.0% 0.0% (11.00) -31.4% (1.00) -5.6% 0.0% (2.00) -3.5% (1.00) -4.2% 0.0% 2.00 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 22.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 2.6% N/A 0.0% (1.00) -33.3% 0.0% 0.0% (1.00) -20.0% 0.0% 0.0% (1.00) -25.0% (1.00) -5.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% N/A (1.00) -6.7% 0.0% 0.0% 1.00 25.0% 0.0% 0.0% 1.00 1.5% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Executive Assistant Facil Cap Proj & Plng Div Dir Facil Capital Project Div Mgr Facil Capital Project Mgr Facil Capital Project Mgr Sr Facil Contract Service Monitor Facil Lg Capital Project Exec Facil Opts & Maint Div Mgr Facilities Planner Facilities Planning Div Mgr Facilities Project Manager Facilities Project Manager Supervisor Family Court Case Manager Fiduciary Fiduciary Benefits Specialist Fiduciary Senior Fiduciary Supervisor Field Operations Supervisor Finan Compliance Admin - Cnty Finan/Business Analyst -County Finance Manager Finance Manager - County Finance Manager - Large Finance Manager - Sheriff Finance Supervisor - County Finance Support Supervisor Finance/Business Analyst Fingerprint Analyst Fingerprint and Record Manager Fingerprint Manager Fingerprint Supervisor Fingerprint Technician Fleet Automotive Technician Fleet Heavy Equipment Technician Fleet Maintenance Manager Fleet Management Supervisor Fleet Parts Specialist Fleet Technician Supervisor Food Services Assistant Mgr Food Services Manager Food Services Shift Supervisor Food Services Supervisor Food Services Worker Forensic Anthropologist Forensic Chemist Forensic Chemist Senior Forensic Chemist Supervisor Forensic Odontologist Forensic Services Supervisor Forensic Technician Forensic Technician Senior General Laborer General Maintenance Worker GIS Programmer/Analyst GIS Programmer/Analyst - Sr/Ld GIS Technician Grant/Contract Admin Supervisor Grant/Contract Admin Supv FY 2016 Adopted 3.00 1.00 1.00 6.00 8.00 4.00 1.00 2.00 5.00 1.00 5.00 1.00 23.80 2.00 5.00 17.00 1.00 19.00 10.75 4.00 12.00 1.00 4.00 13.00 29.00 16.00 3.00 14.00 17.00 13.00 3.00 2.00 1.00 13.00 12.00 2.00 39.00 0.75 7.00 1.00 1.00 0.75 1.00 9.00 42.00 49.00 17.00 3.00 25.50 1.00 2.00 FY 2017 Revised 1.00 1.00 9.00 8.00 4.00 1.00 2.00 5.00 1.00 4.00 6.00 24.00 2.00 3.00 5.00 14.00 18.00 9.50 4.00 13.00 1.00 5.00 13.00 27.00 16.00 1.00 1.00 2.00 14.00 1.00 1.00 3.00 1.00 2.00 13.00 2.00 45.00 0.75 7.00 1.00 1.00 0.75 1.00 10.00 1.00 37.00 48.00 14.00 6.00 27.50 2.00 156 FY 2017 Forecast 1.00 1.00 9.00 8.00 4.00 1.00 2.00 5.00 1.00 4.00 6.00 24.00 2.00 3.00 5.00 14.00 18.00 8.50 4.00 14.00 1.00 5.00 14.00 28.00 16.00 1.00 1.00 2.00 14.00 1.00 1.00 3.00 1.00 2.00 13.00 2.00 45.00 0.75 7.00 1.00 1.00 0.75 1.00 10.00 1.00 36.00 48.00 14.00 6.00 27.50 2.00 FY 2018 Adopted 1.00 1.00 9.00 8.00 4.00 1.00 2.00 5.00 1.00 4.00 6.00 24.00 2.00 3.00 5.00 14.00 15.00 8.50 4.00 14.00 1.00 5.00 14.00 25.00 16.00 1.00 1.00 2.00 14.00 1.00 1.00 3.00 1.00 2.00 13.00 2.00 45.00 0.75 7.00 1.00 2.00 0.75 1.00 10.00 1.00 36.00 48.00 14.00 6.00 27.50 2.00 Revised vs Adopted Variance Var % N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A (3.00) -16.7% (1.00) -10.5% 0.0% 1.00 7.7% 0.0% 0.0% 1.00 7.7% (2.00) -7.4% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 100.0% 0.0% 0.0% 0.0% 0.0% (1.00) -2.7% 0.0% 0.0% 0.0% 0.0% N/A 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Grant/Contract Administrator Grant-Contract Administrator Head Start Family Support Spec Head Start Professnl Dev Coach Head Start Teacher (Bachelors) Health Educator Health Educator Supervisor Health Services Aide Heavy Equipment Operator Heavy Equipment Operator Sr Help Desk Coordinator Help Desk Coordinator - Sr/Ld Highway/Flood Operations Supt HST Analyst Human Resources Analyst Human Resources Associate Human Resources Manager Human Resources Manager - RDSA Human Resources Manager -Large Human Resources Mngr - County Human Resources Mngr - Courts Human Resources Specialist Human Resources Support Supv Human Resources Supv - County Human Services Program Admin HVAC Technician HVAC Technician Senior Infection Control Specialist Infection Control Supervisor Inmate Class Spec Supv Inmate Classification Spec Inspection Division Manager Inspection Supervisor Inspector Instrumentation Technician Air Intern Internal Audit Manager Internal Audit Supervisor Internal Audit Supv-Specializd Internal Auditor Internal Auditor Senior Internal Auditor Sr-Specializd Interpreter Services Manager Interpretive Ranger Invest. Task Force Cmdr - MCAO Investigations Supv - Defense Investigations Supv - MCAO Investigator - Defense Investigator - MCAO Investigator Chief - MCAO IT Consultant IT Division Manager IT Operations Manager IT PMO Manager IT Program Manager IT Project Manager IT Security Analyst IT Security Analyst Sr/Ld FY 2016 Adopted 16.00 2.00 2.00 52.00 12.00 104.00 25.00 4.00 23.00 10.00 3.00 3.00 31.00 14.00 11.00 1.00 2.00 5.00 23.00 3.00 4.00 5.00 17.00 2.00 1.00 7.00 30.00 12.00 1.50 3.00 2.00 2.50 5.00 6.25 1.00 11.00 1.00 5.00 5.00 43.00 47.00 1.00 11.50 15.00 3.00 3.00 15.00 10.00 4.00 5.00 FY 2017 Revised 15.00 21.00 4.00 22.00 38.00 11.00 50.00 27.00 4.00 29.00 12.00 3.00 3.00 33.00 18.00 11.00 1.00 4.00 5.00 28.00 3.00 4.00 6.00 19.00 2.00 22.00 2.00 8.00 42.00 2.00 7.00 35.00 5.00 2.51 1.00 1.00 1.00 7.75 6.75 FY 2017 Forecast 15.00 21.00 4.00 22.00 40.00 10.00 67.00 27.00 4.00 29.00 13.00 3.00 3.00 32.00 16.00 11.00 1.00 4.00 5.00 28.00 3.00 4.00 6.00 19.00 2.00 21.00 2.00 8.00 42.00 2.00 7.00 32.00 5.50 3.00 1.00 1.00 1.50 6.50 5.75 FY 2018 Adopted 15.00 21.00 4.00 22.00 40.00 11.00 50.00 27.00 4.00 29.00 12.00 3.00 3.00 33.00 17.00 11.00 1.00 4.00 5.00 27.00 3.00 4.00 6.00 19.00 2.00 19.00 2.00 8.00 42.00 2.00 7.00 35.00 5.00 2.70 1.00 1.00 2.00 6.50 5.75 1.00 5.00 5.00 44.00 48.00 1.00 11.00 14.00 3.00 3.00 17.00 11.00 4.00 5.00 1.00 5.00 5.00 44.00 48.00 1.00 11.00 14.00 2.00 3.00 15.00 11.00 4.00 5.00 1.00 5.00 5.00 45.00 48.00 1.00 10.00 14.00 2.00 3.00 15.00 11.00 4.00 5.00 157 Revised vs Adopted Variance Var % 0.0% N/A 0.0% 0.0% 0.0% 2.00 5.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -5.6% 0.0% 0.0% 0.0% 0.0% N/A (1.00) -3.6% 0.0% 0.0% 0.0% 0.0% 0.0% (3.00) -13.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.19 7.6% 0.0% 0.0% 1.00 100.0% (1.25) -16.1% (1.00) -14.8% N/A N/A 0.0% 0.0% 0.0% 1.00 2.3% 0.0% 0.0% (1.00) -9.1% 0.0% (1.00) -33.3% 0.0% (2.00) -11.8% 0.0% 0.0% 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title IT Senior Manager IT Services Supervisor Judicial Assistant Judicial Assistant Senior/Lead Justice Of The Peace Justice System Administrator Justice System Clerk Justice System Clerk Associate Justice System Clerk Lead Justice System Clerk Senior Justice System Clerk Supv Justice System Manager Laboratory Histotechnician Laboratory Manager Laboratory Supervisor Laboratory Technician Laboratory Technologist Laundry Manager Laundry Worker Lead Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Officer Law Enforcement Sergeant Legal Assistant Legal Assistant Supervisor Legal Management Assistant Legal Order Server Legal Services Manager Legal Support Specialist Legal Support Supervisor Legislative Analyst Legislative Analyst - County Librarian Library Clerk Library Paraprofessional Library Small Branch Manager Licensed Practical Nurse Locksmith Management Analyst Management Assistant Managing for Results Facilitator Materials Testing Supervisor Materials Testing Technician Mechanic - Automotive Mechanic - Automotive Lead Mechanic - Aviation Mechanic - Heavy Equip Lead Mechanic - Heavy Equipment Mechanic Supervisor Mechanic Supervisor - Aviation Med Death Investigations Mgr Media Specialist Medical Assistant Medical Director Medical Examiner Medical Records Manager Medication Admin Coordinator Medicolegal Death Invest Supv FY 2016 Adopted 10.00 12.00 165.00 4.00 26.00 15.00 493.00 404.00 90.00 199.00 111.00 19.00 1.00 2.00 5.00 6.25 1.00 4.00 23.00 37.00 588.00 127.00 158.00 17.00 7.00 5.00 7.00 207.00 49.00 4.00 2.00 4.00 1.50 5.00 2.00 82.50 5.00 83.25 16.00 1.00 1.00 5.00 2.00 2.00 2.00 1.00 1.00 15.00 82.25 2.00 10.00 2.00 1.00 - FY 2017 Revised 11.00 11.00 166.00 4.00 26.00 14.00 510.00 385.00 87.00 223.00 108.00 24.00 2.00 1.00 2.00 5.00 7.25 1.00 4.00 21.00 41.00 570.10 146.00 151.00 23.00 7.00 5.00 6.00 209.00 50.00 3.00 1.00 2.00 1.00 5.00 2.00 85.00 7.00 103.25 34.49 1.00 5.00 18.00 2.00 13.00 4.00 1.00 1.00 15.00 93.00 2.00 13.00 1.00 1.00 3.00 158 FY 2017 Forecast 11.00 11.00 165.00 4.00 26.00 14.00 507.00 381.00 86.00 221.00 110.00 23.00 2.00 1.00 2.00 5.00 7.25 1.00 4.00 21.00 41.00 574.10 147.00 152.00 23.00 7.00 5.00 6.00 209.00 50.00 2.00 1.00 4.00 1.00 5.00 2.00 85.00 7.00 99.25 31.49 1.00 5.00 18.00 2.00 2.00 2.00 13.00 5.00 1.00 1.00 15.00 92.00 2.00 13.00 2.00 1.00 3.00 FY 2018 Adopted 11.00 11.00 165.00 4.00 26.00 14.00 507.00 394.00 86.00 223.00 110.00 23.00 2.00 1.00 2.00 5.00 7.25 1.00 4.00 21.00 41.00 574.10 144.00 154.00 23.00 7.00 5.00 6.00 209.00 50.00 2.00 1.00 4.00 1.00 5.00 2.00 85.00 7.00 100.25 31.49 1.00 5.00 18.00 2.00 13.00 4.00 1.00 1.00 14.00 93.00 2.00 15.00 1.00 1.00 3.00 Revised vs Adopted Variance Var % 0.0% 0.0% (1.00) -0.6% 0.0% 0.0% 0.0% (3.00) -0.6% 9.00 2.3% (1.00) -1.1% 0.0% 2.00 1.9% (1.00) -4.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.00 0.7% (2.00) -1.4% 2.0% 3.00 0.0% 0.0% 0.0% 0.0% (0.00) 0.0% 0.0% (1.00) -33.3% 0.0% 2.00 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% (3.00) -2.9% (3.00) -8.7% N/A 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% (1.00) -6.7% 0.0% 0.0% 2.00 15.4% 0.0% 0.0% 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Medicolegal Death Investig Sr Medicolegal Death Investigator Medicolegal Death Investigator Supv Mental Health Director Mental Health Director - Juv Mental Health Professional Mental Health Professional Spv Mental Health Professional Trn Mitigation Spec - Capital Supv Mitigation Specialist Mitigation Specialist -Capital Mitigation Specialist Supv Network Engineer Network Engineer - Sr/Ld Nurse Nurse - Public Health Nurse Practitioner Nurse Practitioner - Psych Nurse Practitioner-Public Hlth Nurse Public Health Lead Nursing Administrator Nursing Director Nursing Manager Nursing Supervisor Office Assistant Office Assistant Specialized Ombudsman Operations Supervisor - PW Operations Support Analyst Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor Park Interpretive Ranger Parks Manager Parks Specialist Parks Superintendent Parks Supervisor Parks Supervisor-Lake Pleasant Payroll Specialist - County Payroll Specialist Lead-County Payroll/Time and Labor Spec PC/LAN Technician PC/LAN Technician - Senior/Lead PC/LAN Technician Sr/Ld Pharmacist Pharmacy Supervisor Pharmacy Technician Photographer Photographer Supervisor Physical Therapist Physician Physician Assistant Physician Assistant - Psych Physician Assistant- Pub Hlth Pilot Planner Planner Senior Planning Division Manager FY 2016 Adopted 3.00 1.00 2.00 41.00 9.00 16.00 21.00 2.00 1.00 4.00 6.00 131.75 53.30 8.00 3.00 5.00 2.00 1.00 8.00 11.00 191.10 355.25 3.00 3.00 30.00 4.00 27.50 31.00 2.00 2.00 2.00 7.00 1.00 3.00 1.00 2.00 40.00 21.00 2.00 1.00 1.50 1.00 1.00 10.00 13.00 1.00 5.50 3.00 8.00 3.00 1.00 FY 2017 Revised 2.00 19.00 1.00 1.00 2.00 36.00 9.00 11.00 2.00 17.00 25.00 1.00 4.00 6.00 130.50 49.40 8.00 3.00 5.00 1.00 2.00 1.00 9.00 12.00 148.10 299.25 3.00 7.00 2.00 21.00 35.00 12.00 2.00 2.00 2.00 8.00 1.00 3.00 1.00 2.00 41.00 25.00 1.00 1.00 1.00 2.00 1.00 1.00 8.45 13.00 5.00 5.50 3.00 10.00 3.00 - 159 FY 2017 Forecast 2.00 19.00 1.00 1.00 2.00 40.00 9.00 7.00 2.00 17.00 22.00 1.00 4.00 6.00 130.50 49.40 8.00 3.00 4.00 1.00 2.00 1.00 9.00 12.00 158.10 299.75 3.00 7.00 2.00 20.00 34.00 12.00 2.00 2.00 2.00 8.00 1.00 3.00 1.00 2.00 42.00 25.00 2.00 1.00 2.00 1.00 1.00 8.25 15.00 5.00 5.50 3.00 9.00 3.00 - FY 2018 Adopted 2.00 20.00 1.00 1.00 2.00 39.00 10.00 9.00 2.00 19.00 25.00 1.00 4.00 6.00 132.50 49.40 8.00 3.00 5.00 1.00 2.00 1.00 9.00 12.00 152.10 306.77 3.00 1.00 8.00 2.00 19.00 37.00 12.00 2.00 2.00 2.00 8.00 1.00 3.00 1.00 2.00 40.00 24.00 2.00 1.00 2.00 1.00 1.00 8.45 13.00 5.00 5.50 3.00 9.00 3.00 - Revised vs Adopted Variance Var % 0.0% 1.00 5.3% 0.0% 0.0% 0.0% 3.00 8.3% 1.00 11.1% (2.00) -18.2% 0.0% 2.00 11.8% 0.0% 0.0% 0.0% 0.0% 2.00 1.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.00 2.7% 7.52 2.5% 0.0% 1.00 N/A 1.00 14.3% 0.0% (2.00) -9.5% 2.00 5.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -2.4% N/A (1.00) -4.0% 1.00 100.0% (1.00) -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -10.0% 0.0% N/A Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Planning Supervisor Plans Examiner Plans Examiner Manager Plans Examiner Supervisor Plumber Polygraph Examiner Polygraph Examiner Supervisor Presentence Screener Preventive Maintenance Tech Probation Assistant Probation Dispatcher Probation Dispatcher Supv Probation Manager Probation Officer Probation Officer Supervisor Procurement Officer - County Procurement Officer - Dept Procurement Officer Ld -County Procurement Specialist Procurement Supervisor - Dept Procurement Supervisor -County Program Coordinator Program Manager - County Programmer/Analyst Programmer/Analyst - Senior/Lead Programmer/Analyst - Sr/Ld Project Manager Property & Evidence Custodian Psychiatrist Psychologist Psychometrist Public Health OPR Manager Public Health Policy Consultnt Public Health Program Admin Public Works Chief Appraiser Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Radiologic Technologist RDSA Ombudsman Real Estate Chief Officer Real Estate Manager - County Real Property Manager Real Property Specialist Real Property Specialist Sr Real Property Supervisor Recruiter Regression Modeler Regression Modeler Supervisor Reprographic Supervisor Reprographic Technician Research Director Risk Environmental Analyst Sr Risk Management Manager Risk Management Supervisor Risk Mgmt Supervisor Road Technician Safety Specialist Security Asst Division Mgr FY 2016 Adopted 4.00 5.00 1.00 1.00 12.00 5.00 1.00 49.00 3.00 43.75 21.00 3.00 16.00 890.00 136.00 11.00 2.00 1.00 29.00 4.00 2.00 66.00 1.00 31.00 2.00 45.00 4.00 6.00 11.50 13.50 1.00 1.00 1.00 4.00 1.00 4.00 4.00 3.50 1.00 1.00 12.00 3.00 4.00 6.00 2.00 1.00 6.00 3.00 1.00 1.00 44.00 8.00 1.00 FY 2017 Revised 4.00 5.00 1.00 1.00 13.00 5.00 1.00 49.00 2.00 41.00 21.00 3.00 17.00 892.00 137.00 9.00 4.00 1.00 26.00 4.00 2.00 71.00 1.00 29.00 48.00 1.00 9.00 10.50 12.00 1.00 1.00 4.00 1.00 5.00 4.00 4.00 2.00 1.00 1.00 1.00 10.00 2.00 4.00 4.00 6.00 2.00 5.00 2.00 4.00 44.00 9.00 2.00 160 FY 2017 Forecast 4.00 5.00 1.00 1.00 13.00 4.00 1.00 49.00 2.00 41.00 21.00 3.00 17.00 885.00 137.00 10.00 4.00 1.00 26.00 4.00 2.00 71.00 1.00 29.00 52.00 1.00 8.00 10.50 12.00 1.00 1.00 4.00 1.00 5.00 4.00 4.00 1.00 1.00 1.00 11.00 1.00 4.00 4.00 6.00 2.00 2.00 5.00 2.00 4.00 44.00 9.00 2.00 FY 2018 Adopted 4.00 5.00 1.00 1.00 13.00 4.00 1.00 49.00 2.00 41.00 21.00 3.00 17.00 893.64 142.36 9.00 4.00 1.00 26.00 4.00 2.00 72.00 29.00 50.00 2.00 9.00 10.50 12.00 1.00 1.00 4.00 1.00 4.00 4.00 4.00 2.00 1.00 1.00 1.00 11.00 1.00 4.00 4.00 6.00 2.00 6.00 2.00 4.00 44.00 9.00 2.00 Revised vs Adopted Variance Var % 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.64 0.2% 5.36 3.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 1.4% (1.00) -100.0% 0.0% N/A 2.00 4.2% 1.00 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (1.00) -20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 10.0% (1.00) -50.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 1.00 20.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Security Division Manager Security Inspector Security Officer Security Officer Manager Security Officer Supervisor Sheriff's Deputy Chief Admin Sheriff's Executive Chief Sheriff's Executive Chief Admn Sheriff's Inmate Prog/Svcs Mgr Social Worker Social Worker Supervisor Software Architect Software Sys Engineer - Sr/Ld Special Projects Manager Strat Procuremnt Consltnt-Cnty Superior Court Judge Surveillance Officer Survey Aide Survey Manager Survey Party Chief Survey Technician System Administrator System Administrator - Sr/Ld Systems Admin & Analysis Mgr Systems Admin & Analysis Supv Systems Administrator - Senior/Lead Technical Program Supv Technical Support Manager Technical Support Mgr Telecomm Engineer Telecomm Engineer - Sr/Ld Telecomm Prgrmr/Analyst Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Technician Telecommunications Tech-Sr/Ld Title Examiner Trades Generalist Trades Specialist Trades Supervisor Traffic Signal Supervisor Traffic Signal Technician Trainer Training Officer Training Supervisor Transportation Division Mgr Treasurer Manager Treasurer Supervisor Treasurer's Portfolio Manager Vector Control Supervisor Veterinarian Veterinarian Senior Vital Records Manager Vital Records Managing Supv Vital Records Specialist Vital Records Specialst Lead Vital Records Supervisor Warehouse/Inventory Spec Lead FY 2016 Adopted 1.00 2.00 191.50 6.00 16.00 1.00 184.00 25.00 6.00 1.00 16.50 0.50 98.00 125.00 2.00 1.00 5.00 4.00 17.00 23.00 8.00 2.00 1.00 1.00 5.00 1.00 6.00 3.00 1.00 6.00 2.00 11.00 11.00 25.00 41.00 16.00 13.00 1.00 9.00 23.00 8.00 2.00 1.00 5.00 2.00 1.00 27.00 4.00 1.00 2.00 2.00 3.00 FY 2017 Revised 1.00 15.00 135.00 4.00 14.00 1.00 1.00 1.00 2.00 148.00 17.00 9.00 1.00 22.50 0.50 98.00 127.00 2.00 1.00 5.00 5.00 26.00 22.00 7.00 2.00 4.00 6.00 2.00 1.00 9.00 10.00 8.00 42.00 10.00 13.00 1.00 7.00 21.00 11.00 5.00 1.00 5.00 2.00 1.00 3.00 6.00 1.00 1.00 2.00 27.00 3.00 7.00 3.00 161 FY 2017 Forecast 1.00 15.00 165.00 5.00 14.00 1.00 1.00 1.00 2.00 148.00 17.00 9.00 2.00 23.50 0.50 98.00 124.00 2.00 1.00 5.00 5.00 26.00 21.00 7.00 2.00 4.00 6.00 2.00 1.00 9.00 10.00 8.00 43.00 10.00 13.00 1.00 7.00 22.00 11.00 5.00 1.00 5.00 2.00 1.00 3.00 6.00 1.00 1.00 2.00 27.00 3.00 7.00 3.00 FY 2018 Adopted 1.00 15.00 135.00 4.00 14.00 1.00 1.00 2.00 143.00 17.00 9.00 2.00 22.50 0.50 98.00 129.00 2.00 1.00 5.00 5.00 27.00 22.00 7.00 2.00 4.00 10.00 4.00 2.00 9.00 10.00 8.00 42.00 10.00 13.00 1.00 7.00 22.00 11.00 5.00 2.00 5.00 2.00 1.00 3.00 6.00 1.00 1.00 2.00 27.00 3.00 7.00 3.00 Revised vs Adopted Variance Var % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) -100.0% 0.0% 0.0% (5.00) -3.4% 0.0% 0.0% 1.00 100.0% 0.0% 0.0% 0.0% 2.00 1.6% 0.0% 0.0% 0.0% 0.0% 1.00 3.8% 0.0% 0.0% 0.0% N/A N/A 0.0% N/A 4.00 66.7% 2.00 100.0% 1.00 100.0% 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 4.8% 0.0% 0.0% 1.00 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County FY 2018 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) Market Range Title Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer - Senior/Lead Web Designer/Developer - Sr/Ld Wed Designer/Developed - Senior Wellness Manager Workforce Development Coord Workforce Development Manager Workforce Development Spec Workforce Development Supv Workforce Development Trainer FY 2016 Adopted 44.00 4.00 9.00 1.00 5.00 1.00 1.00 12.00 3.00 42.00 7.00 11.00 14,171.65 FY 2017 Revised 44.00 4.00 10.00 5.00 11.00 3.00 39.00 8.00 9.00 14,150.91 162 FY 2017 Forecast 44.00 4.00 10.00 5.00 11.00 3.00 39.00 7.00 9.00 14,158.65 FY 2018 Adopted 44.00 4.00 10.00 5.00 11.00 3.00 39.00 7.00 9.00 14,151.33 Revised vs Adopted Variance Var % 0.0% 0.0% 0.0% N/A 0.0% N/A N/A 0.0% 0.0% 0.0% (1.00) -12.5% 0.0% 0.42 0.0% Maricopa County FY 2018 Adopted Budget Mandates Mandates Introduction Approximately 94.4% of the services provided by Maricopa County government are mandated or provide administrative support for mandated services. Mandated services drive Maricopa County’s strategic planning process, operating policies and financial structure. Mandates are functions or services that are required by the Federal or State government via statute, court order or constitutional provision. Mandates are often not directly funded by either the State or the Federal government. As such, they comprise the portion of the County budget over which the Board of Supervisors has limited discretion. The Board cannot eliminate funding for a mandated service, but in many cases can reduce the cost of mandated services through efficiency and/or reducing the level of service within the scope of the applicable legal requirements. Mandated State Payments are mandated expenditures, which are required contributions, mainly to health care programs, that are managed and directed by the State of Arizona. Ongoing State contributions include the payments to the Arizona Long Term Care System (ALTCS) of $165.5 million, the Arizona Health Care Cost Containment System (AHCCCS) of $18.8 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $60.4 million and $2.3 million to pay for Sexually Violent Persons (SVP) at the Arizona State Hospital. The growth in mandated state payments is driven by Arizona Long-Term Care System (ALTCS) and Arnold v. Sarn which increased respectively by $10.3 million and $2.6 million. In FY 2016, the State of Arizona implemented required payments for the Annual Youth Confinement Cost Sharing and the collections services provided by the Department of Revenue. This increased our mandated state payments by $10.7 million annually. Mandated State Payments ALTCS Contribution Arnold v Sarn AHCCCS Contribution State Contribution to Dept of Revenue State Contribution to Youth Confinement SVP Commitment Payments Total FY 2017 FY 2018 $155,173,500 57, 768,239 19, 011,200 3, 982,970 6, 724,128 2, 345,000 $165,477,400 60, 413,822 18, 783,100 3, 982,970 6, 724,128 2, 345,000 $245,005,037 $257,726,420 % Chg 6.64% 4.58% -1.20% 0.00% 0.00% 0.00% 5.19% Administrative mandates, as used in this document, refer to essential support functions for mandated services, without which the mandated services could not be provided. Non-Mandated services are categorized as either Essential Services in Lieu of Mandates or Discretionary Services. Essential Services in Lieu of Mandates are services that are provided which are not specifically mandated, but are considered sound business decisions and are crucial elements toward providing the necessary public services so Maricopa County residents maintain a healthy and safe community and if not provided would result in increased mandated expenditures. Discretionary Services are services that do not fall into the other aforementioned categories. Individual mandated programs and administrative mandates, including their associated costs, are provided in summary in the Department Budget Summary section of this document, and in greater detail in the expanded departmental reports found at the County Budget website. Please refer to the table of contents to find information on specific departments. 163 Maricopa County FY 2018 Adopted Budget Mandates Summary The FY 2018 Adopted budget of $2,490,087,419 is an increase of $134,079,443 from the FY 2017 Adopted budget. There are very minor changes in the composition of mandated service categories and functional areas between FY 2017 and FY 2018. In this section, expenditures are categorized into the functional areas of Education, Culture and Recreation, General Government, Highways and S treets, Health, Welfare and Sanitation, or Public Safety, so that readers have a broad sense of the types of services provided. As illustrated in the table below, over $1.8 billion (73.8%) of Maricopa County’s budget directly supports mandated payments and services. Of the remaining budget, $512.9 million (20.6%) is associated with administrative mandates. Only $142.4 million or 5.6% of the County’s budgeted expenditures are for non-mandated services, with 0.4% spent on essential services in lieu of mandates and 5.2% on discretionary services. Summary of FY 2018 Mandated Expenditures Category Mandated % of Budget Mandated State Payments % of Budget Administrative Mandates % of Budget Public Safety Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation $ 1,110,006,822 190,442,646 143,432,129 93,765,396 39,400,630 - 44.6% $ 7.6% 5.8% 3.8% 1.6% 0.0% 6,724,128 247,019,322 3,982,970 - 0.3% $ 0.0% 9.9% 0.2% 0.0% 0.0% 197,678,865 19,718,295 39,033,043 256,301,849 173,348 - 7.9% 0.8% 1.6% 10.3% 0.0% 0.0% Totals $ 1,577,047,623 63.4% $ 257,726,420 10.4% $ 512,905,400 20.6% Summary of FY 2018 Non-Mandated Expenditures Category Essential Services in Lieu of % of Budget Mandates Discretionary Services % of Budget Public Safety Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation $ 6,481,988 4,090,021 - 0.2% $ 0.0% 0.2% 0.0% 0.0% 0.0% 11,824,031 97,323,701 1,530,944 21,157,291 0.4% 0.0% 3.9% 0.1% 0.0% 0.8% Totals $ 10,572,009 0.4% $ 131,835,967 5.2% The tables above reflect the distribution of mandated and non-mandated expenditures by functional area. Public Safety comprises the largest portion of the budget, followed by Health, Welfare and Sanitation. The charts on the following page illustrate the year-over-year distribution of the overall mandated and non-mandated expenditures by category. Discussion of the variances between the categories follows. 164 Maricopa County FY 2018 Adopted Budget Mandates 165 Maricopa County FY 2018 Adopted Budget Mandates Public Safety Public Safety expenditures provide for the safety of Maricopa County residents while protecting their constitutional rights through due process in the courts. Maricopa County funds prosecutors, defenders, courts, jails and law enforcement. The departments that carry out these functions include the Sheriff, County Attorney, Superior Court, Justice Courts, Adult Probation, Juvenile Probation, Correctional Health Services, Emergency Management, Planning and Development, Public Defense Services, Clerk of the Superior Court, and Constables. Public Safety mandates are over $1.3 billion or approximately 52.8% of the County’s total budget. Less than 1% of the County’s budgeted expenditures are for non-mandated Public Safety activities. The table below illustrates the distribution of Public Safety expenditures for FY 2018. Public Safety FY 2017 Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services Total FY 2018 $ 1, 047,046,280 $ 1, 110,006,822 6,724,128 6,724,128 180,001,231 197,678,865 7,237,910 6,481,988 10,966,944 11,824,031 $ 1,251,976,493 $ 1,332,715,834 % Chg 6.01% 0.00% 9.82% -10.44% 7.82% 6.45% There is a significant investment in the FY 2018 budget for new infrastructure for public safety, including the Intake, Transfer, Release Jail at Durango, the Madison Street Adaptive Reuse Project which will house the County Attorney’s Office, as well as improvements for Adult Probation facilities. Additionally, pay for performance increased the salaries for all county employees, including the significant number of public safety personnel. The reduction of essential services in lieu of mandates is primarily due to the reduction in Juvenile Probation Teen Court. Mandated payments to the State of Arizona in this category are for the Annual Youth Confinement Cost Sharing Fee (A.R.S. §41-2382.A). Health, Welfare and Sanitation Maricopa County is responsible for funding and/or providing a br oad range of health, human services and environmental services. The Public Health Department provides a variety of mandated health care services such as testing and treatment for communicable diseases, immunizations, and lab and pharmacy services. This department is also responsible for aggregating and reporting disease and health statistics, and maintaining birth and death records. Expenditures for the Medical Examiner’s Office, which provides medico-legal investigations, are also included in this category. The Air Quality and Environmental Services departments enforce standards related to air pollution, water contamination, and food handling, and provide preventative health services such as mosquito abatement and trip reduction coordination. The Animal Care and Control Department provides enforcement, shelter, licensing and animal adoption services. The Waste Resources and Recycling Department is responsible for solid waste collection and tire recycling. 166 Maricopa County FY 2018 Adopted Budget Mandates The FY 2018 budget includes over $101.4 million for non-mandated Health, Welfare and Sanitation services. Non-mandated services in this area are primarily grant-funded, and include community development and Head Start, workforce development programs delivered by the Human Services Department, as well as tobacco cessation and nutrition programs under Public Health. A significant amount of funding for these services is from federal intergovernmental payments. Therefore, changes in federal budget appropriations or the reemergence of budget sequester reductions increases uncertainty concerning future funding levels. In addition to the $247 million for mandated state payments, mandated expenditures for Health, Welfare and Sanitation activities total $143.4 million or 5.8% of the County’s overall expenditures. The increase in administrative mandates is attributable in part to the construction of a new Animal Care & Control facility, as well as the increased costs for the Accela Case Management System in Public Health and additional vehicles. The increase in essential services in lieu of mandates is growth in the Public Health Preparedness and Response grant. The distribution of mandated versus non-mandated services within the category of Health, Welfare and Sanitation in the FY 2018 budgets is shown in the table below. Health, Welfare & Sanitation FY 2017 Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services Total $ $ FY 2018 % Chg 140, 684,187 $ 234,297,939 143, 432,129 247,019,322 1.95% 5.43% 33,839,809 3,234,051 102,238,661 514,294,647 $ 39,033,043 4,090,021 97,323,701 530,898,216 15.35% 26.47% -4.81% 3.23% Highways and Streets Maricopa County receives a share of the State Highway User Revenue Fund (HURF) to use for transportation purposes. The Department of Transportation is responsible for designing, constructing, and maintaining roads and bridges, coordinating traffic information, and providing emergency and event control services. All of the activities in the category of Highways and Streets are mandated. The expenditures for these mandates total $210.2 million, or 8.4% of the County’s total expenditures. Highways & Streets FY 2017 Mandated Administrative Mandates Total $ $ 156, 868,585 $ 15,973,413 172,841,998 $ FY 2018 190, 442,646 19,718,295 210,160,941 % Chg 21.40% 23.44% 21.59% General Government General Government includes a broad range of mandated services. Property tax collection, property assessment, elections, document recording, revenue and ex penditure accountability, and legal representation make up the majority of these services. This category also includes budgeted contingencies. Of the $355.6 million budgeted for General Government expenditures, 99.6% are mandated, either directly or administratively. The table below illustrates the mandated versus non-mandated expenditures in FY 2018. 167 Maricopa County FY 2018 Adopted Budget Mandates General Government Mandated Mandated State Payments Administrative Mandates Discretionary Services Total $ FY 2017 97, 930,688 $ FY 2018 93, 765,396 $ 3,982,970 269,427,087 285,722 371,626,467 $ 3,982,970 256,301,849 1,530,944 355,581,159 % Chg -4.25% 0.00% -4.87% 435.82% -4.32% General Government mandated and administrative mandated expenditures decreased by $17.3 million primarily due the winding down of the radio system project and enterprise resource planning system. Discretionary services have increased due to the reclassification of certain economic development programs to discretionary. Mandated payments to the State of Arizona in this category are for the funding of the Department of Revenue pursuant to the Laws 2017, Chapter 312, SB1531. Culture and Recreation The quality of life in Maricopa County is enhanced by the Cultural and Recreational services offered by the park facilities and extensive trail system operated by the County. Maricopa County provides interpretive programs, community service opportunities, and facilities that can be rented for special uses. Archery ranges, ball fields, equestrian facilities, trails, competitive tracks, camping and picnicking facilities, and special events are also provided by the Parks and Recreation Department. None of the activities in the category of Culture and Recreation are mandated. Less than 1% of the County’s total budget is spent in this functional area. The table below reflects the FY 2018 expenditures for Culture and Recreation. The increase for FY 2018 is related to several capital investment projects that were approved for funding in the FY 2018 budget, such as ramada, turf and water system improvements at Estrella Park and restroom improvements at McDowell Mountain Regional Park, along with many others that are detailed in the Capital Improvement Program section. Culture & Recreation Discretionary Services Total $ $ FY 2017 14,389,674 $ 14,389,674 $ FY 2018 21,157,291 21,157,291 % Chg 47.03% 47.03% Education The Maricopa County School Superintendent 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. S ervices are also provided to private and hom e-based schools. The Maricopa County School Superintendent is the only department within the Education category. Expenditures for Education activities total $39.6 million, about 1.6% of the County’s total expenditures. These have increased slightly due to anticipated grant expenditures in the Educational Innovation activity. Education Mandated Administrative Mandates Total $ $ FY 2017 FY 2018 30, 539,423 $ 339,274 30,878,697 $ 39, 400,630 173,348 39,573,978 168 % Chg 29.02% -48.91% 28.16% Maricopa County FY 2018 Adopted Budget Financial Forecast Financial Forecast Overview The five-year financial forecast is a key element of Maricopa County’s fiscal management strategy. It is used by County Management and t he Board of Supervisors in considering the impact of policy and service delivery changes in future economic cycles. The forecast is developed for the County’s tax supported operating funds using a combination of revenue estimates from the County’s economic consultant, external impacts of economic and dem ographic trends, current policies, direction by the Board of Supervisors, and existing laws. These are known as “Forecast Drivers” and “Forecast Assumptions” and are explained in sections below. Refer to the Capital Improvement Plan section for capital planning. The five-year forecast is presented for the following major County operating funds: • General Fund • Detention Fund • Transportation Fund Forecast Drivers Forecast drivers are broad external factors that generally impact the demand for service and c ost of service. The main forecast drivers used in this forecast were population growth and inflation. These drivers were used to forecast expenditure increases in personnel, supplies, services, and capital over five years; and increases in the County’s smaller revenue sources. Population and inflation growth are estimated by the County’s contract economist, and their figures are explained below. Due to record job losses and the real estate slowdown, population growth slowed from historically high rates of the mid-1990s and m id-2000s of 3-4%, and appr oached near-zero growth in 2010. Annual population growth is expected to steadily increase from 1.9% in FY 2018 to 2.1% by FY 2022. This new trend in population growth for Maricopa County is nearly half of what was realized in previous decades and is expected to result in a slower economic recovery than in previous downturns. Despite lower than average population growth rates, the County’s population is projected to reach 4.6 million in FY 2022. 169 Maricopa County FY 2018 Adopted Budget Financial Forecast Inflationary pressures continue to drive up the cost of service delivery for Maricopa County. The annual percentage increase in the Consumer Price Index (CPI) is forecasted to be 2.2% in FY 2018 and slightly increase to 2.5% by FY 2022. Forecast Assumptions Forecast Assumptions are specific decisions that staff made on expectations for particular items in the forecast based on expert knowledge, Board of Supervisor direction, policies, and existing laws. • The FY 2018 property tax rate is $1.4009. The forecast models a flat tax rate of $1.4009 through FY 2022. • Major revenue sources (sales tax, VLT, jail tax, HURF and property tax net assessed values) will increase based on the most likely scenario provided by the County’s contract economist in the July 2017 forecast. • No changes in the rates of fees and c harges, unless already approved by the Board of Supervisors or the State Legislature. • There will be no further revenue reductions or cost shifts from the State of Arizona. While such developments continue to be a possibility, they are impossible to predict. • When the Detention Fund does not receive sufficient operating revenue to cover operating expenditures and remain in structural balance, the General Fund w ill transfer the operating revenue necessary to regain structural balance. • Mandated State Contributions will increase or decrease based on t he consumer price index, gross domestic price (GDP) price deflator, population growth, or other factors as provided by the County’s economist. Forecast Uncertainty The estimates provided in this five-year forecast should be treated as models of what could occur given a certain set of circumstances as there are multiple factors which can significantly increase or lower revenue and expenditure forecasts. The data modeled in this analysis is built upon simple constructs and lacks the complexity of socio-political reality. Furthermore, when estimates are projected multiple 170 Maricopa County FY 2018 Adopted Budget Financial Forecast years into the future, the probability of accuracy is greatly diminished with each additional year forecasted. The fan chart below depicts the variability in forecasting multiple years into the future. The change in annual growth rates for each of the three scenarios provided by the County’s contracted economist (Optimistic, Most Likely and Pessimistic) incrementally diverge and by FY 2022, estimates of sales tax revenue differ by $46 million, from $638 to $592 million. The five-year forecast model is a useful tool in examining the potential impact of policy choices while explicitly considering revenue and expenditure expectations in context of historic trends and economic projections. General Fund (F100) The General Fund i s Maricopa County’s primary operating fund that accounts for all of the County’s financial resources except for those required to be accounted for in another fund. Structural Balance (F100) The General Fund i s forecasted to be out of structural balance in FY 2020 and FY 2021, as can be seen in the graph and five year forecast table below. Although that is what is forecasted, the County would not allow that to actually occur and actions would be taken to secure a structural balance either through budget reductions, revenue increases, or other corrective actions. One of the major hindrances to the General Fund maintaining structural balance in the forecast is the fund transfer that the General Fund has to make to the Detention Fund in order for that fund to maintain structural balance. In FY 2018 that transfer is $32 million, but is estimated to increase to $66 million in FY 2022. 171 Maricopa County FY 2018 Adopted Budget Financial Forecast General Fund Structural Balance 6.0 4.2 Dollars (Millions) 4.0 2.0 0.0 0.0 0.3 (2.0) (4.0) (3.4) (6.0) (5.1) (8.0) (10.0) 2018 2019 Structural Balance 2020 2021 Ending Fund Balance 2022 Revenue Forecast Methodology (F100) The General Fund c ontains a variety of operating revenues sources including: Property Taxes, Tax Penalties & Interest, Licenses & Permits, Intergovernmental, Payments in Lieu of Taxes, State Shared Sales Tax, State Shared Vehicle Licenses Tax (VLT), Charges for Services, Fines & Forfeits, Interest Earnings, and M iscellaneous. Non-recurring revenue is analyzed and a ppropriated on a y ear-to-year basis, and the forecast does not assume there will be non -recurring revenue in the future. The forecasting methodologies and assumptions for each of the operating revenues are explained below. Property Taxes: Property taxes are the County’s second largest revenue source (not including tax penalties and interest) in FY 2018. Property taxes are levied by taking the County’s net assessed value (NAV) multiplied by a tax rate and divided by 100. In the budget the County also factors in a collection rate for those property taxes. Property tax revenue growth is limited in two ways. The first is through a property tax levy limit in the Arizona Constitution. This limit sets a ceiling on the amount of property tax a local government can collect that grows by 2% every year. Maricopa County currently levies under the limit. The second is through legislation that was passed by the State of Arizona, called Proposition 117. Proposition 117 caps the year-over-year growth of the assessed valuation of existing properties to the lesser of the growth in the full cash value or 5%. This limits property tax growth to 5%, unless there is new construction that adds to the assessed valuation. To forecast property tax revenues the County has to take into account the two sides of the property tax equation, the tax rate and the assessed value of properties. Based on direction from the Board of Supervisors, staff assumed the tax rate would remain flat at $1.4009 from FY 2018 to FY 2022. So, all growth in property tax revenues is assumed to come naturally through growth in the assessed values of current properties and new construction. Estimates from the County’s contracted economist have the assessed valuation growing 6%, 5.4%, 6.1%, and 5.8% from FY 2019- FY 2022. Property Tax Penalties and Interest: Penalties & Interest is forecasted based on the estimated growth in Net Assessed Value from the County’s contract economist. Licenses and Permits: The sources of license and permit revenue are forecasted to grow based on the growth in CPI and population. Other Intergovernmental Revenue: Other Intergovernmental revenue is forecasted to grow based on the growth in CPI and population. 172 Maricopa County FY 2018 Adopted Budget Financial Forecast Payments in Lieu of Taxes (PILT): PILT is forecasted based on the estimated growth in Net Assessed Value from the County’s contract economist. State Shared Sales Taxes: After unprecedented record declines from FY 2008 to FY 2010, year-overyear collections improved in FY 2011 and have increased year-after-year thereafter (See Revenue Sources and Variance Commentary). State Shared Sales Taxes are forecasted to increase by an average of 3.4% in FY 2018 through FY 2022 due to sustained economic recovery. The forecast for State Shared Sales Taxes is based off of estimates from the County’s contract economist. State Shared Vehicle License Taxes (VLT): Growth in VLT is dependent on sales of new vehicles and importation of vehicles from out of state by new residents. VLT is forecasted using estimates from the County’s contract economist. Intergovernmental Charges: Intergovernmental Charges are forecasted to grow based on the growth in CPI and population. Charges for Services: Major sources of charges for services are recording fees, court fees, and tax sale fees. The forecast assumes an annual increase based on population growth rates. Fines and Forfeits: General Fund fine and forfeit revenue is primarily from Justice Court traffic fines. The forecast assumes growth based on CPI and population growth rates. Interest Earnings: Interest earnings are forecasted to decline through 2022 as the fund balance is reduced. Miscellaneous Revenue: Major sources of miscellaneous revenue include Justice Court fees for copies and other miscellaneous services, Recorder fees for micrographics, and Assessor map and copy fees. The forecast assumes increases based on CPI and population growth. Expenditure Forecast Methodology (F100) General Fund expenditures include personnel, supplies, services, and capital; but there are also some unique expenditures that include Mandated State Contributions, Detention Fund Maintenance of Effort Transfer, Above Base Maintenance of Effort Transfer to the Detention Fund, Other Financing Uses, and Contingency. Non-recurring expenditures are not forecasted past FY 2018. The forecasting methodologies for the operating expenditures are explained below. Personal Services, Supplies, Services, Capital, and Contingency: These five expenditures were forecasted to grow based on the growth in CPI and population estimated by the County’s contract economist. 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, contributions to State behavioral health programs as required by the Arnold v. Sarn judgment, cost-sharing for Sexually Violent Persons (SVP), contributions to the State Department of Revenue, and contributions to the State Juvenile Corrections Department. The ALTCS contributions are forecasted based on estimates of ALTCS growth rates. The AHCCCS Acute Care State Match contributions reduction is based upon t he statutory formula of one-half the GDP Price Deflator, decreasing annually. SVP payments are forecasted at CPI and popul ation rates and Arnold v. Sarn is estimated to grow by 5% annually. General Mental Health and community based non-SMI treatment, subcomponents of Arnold v. Sarn, are estimated to be flat from the FY 2018 estimate. The Department of Revenue and Juvenile Corrections Department contributions are estimated to remain flat through FY 2022. 173 Maricopa County FY 2018 Adopted Budget Financial Forecast Detention Fund (Jail Tax) Maintenance of Effort: The mandated General Fund contribution to the Detention Fund is projected to continue at the required statutory rate which is based on the change to the GDP Price Deflator. Detention Fund Transfer: Also known as the Above Base Maintenance of Effort. The General Fund is forecasted to transfer out $32 million to the Detention Fund in FY 2018 in order to cover the shortfall in annual revenue collections from FY 2018. This transfer is necessary for the Detention Fund to maintain structural balance. This contributes to a structural imbalance for the General Fund in FY 2018 through FY 2021. The transfer is forecasted based on the structural imbalance of the Detention Fund. Other Financing Uses: Other Financing Uses expenditures are forecasted flat for the next four years. 174 Maricopa County FY 2018 Adopted Budget Financial Forecast Five Year Forecast Table GENERAL FUND (100) Beginning Fund Balance Sources of Funds Recurring: Prop. Taxes Tax Penalties & Interest Licenses & Permits Other Intergovernmental Payments in Lieu of Taxes State Shared Sales Tax State Shared VLT Intergovernmental Charges Other Charges for Services Fines & Forfeits Interest Earnings Miscellaneous Revenue Total Recurring Sources Net Growth Rate Non-Recurring: Other Revenue Proceeds from Financing Transfers In Total Non-Recurring Sources Total Sources Uses of Funds Recurring: Personal Services Supplies Services Capital Mandated State Contributions Detention Fund Maintenance of Effort Transfer to Detention Fund Other Financing Uses Contigency Total Recurring Uses Net Growth Rate Non-Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses Total Uses Structural Balance Ending Fund Balance $ $ 1 2 3 4 5 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 134,647,118 3.3% $ - 3.0% $ 250,016 2.8% $ (4,829,028) $ 3.5% (8,230,445) 4.5% 531,047,908 7,519,586 1,342,771 392,286 13,989,894 533,940,557 156,707,940 21,313,409 27,075,573 10,746,561 2,400,000 2,468,310 $ 1,308,944,795 4.5% $ 562,835,250 7,969,692 1,401,853 409,547 14,827,298 550,060,435 162,170,443 22,251,199 28,266,898 11,219,410 2,000,000 2,576,916 $ 1,365,988,939 4.4% $ 593,148,093 8,398,918 1,464,936 427,976 15,625,858 565,462,127 167,684,238 23,252,503 29,538,909 11,724,283 1,800,000 2,692,877 $ 1,421,220,718 4.0% $ 629,405,400 8,912,318 1,532,323 447,663 16,581,018 585,253,301 173,553,186 24,322,118 30,897,698 12,263,600 1,600,000 2,816,749 $ 1,487,585,376 4.7% $ $ 4,785,307 10,309,311 $ 15,094,618 $ 1,324,039,413 $ $ $ 1,365,988,939 $ $ $ 1,421,220,718 $ $ $ 1,487,585,376 $ $ $ 1,561,401,827 $ 577,657,861 13,391,338 186,327,100 5,400,322 257,726,420 183,737,906 32,031,747 39,372,101 13,300,000 $ 1,308,944,795 4.5% $ 603,074,807 13,980,557 194,525,492 5,637,936 267,166,639 187,596,402 40,499,789 39,372,101 13,885,200 $ 1,365,738,923 4.3% $ 630,213,173 14,609,682 203,279,140 5,891,643 277,156,909 192,098,716 49,168,364 39,372,101 14,510,034 $ 1,426,299,762 4.4% $ 659,202,979 15,281,727 212,629,980 6,162,659 288,139,580 196,709,085 58,311,186 39,372,101 15,177,496 $ 1,490,986,793 4.5% $ $ $ $ $ $ 11,967,133 830,879 47,379,498 9,984,284 79,579,942 $ 149,741,736 $ 1,458,686,531 $ $ 1,365,738,923 $ $ 1,426,299,762 $ $ $ $ $ $ - - 250,016 250,016 175 - - $ $ 1,490,986,793 (5,079,044) $ (4,829,028) $ 666,196,041 9,433,270 1,602,810 468,256 17,550,228 611,589,700 179,627,548 25,440,936 32,318,993 12,827,726 1,400,000 2,946,320 $ 1,561,401,827 5.0% 689,526,316 15,984,687 222,410,959 6,446,141 299,643,072 201,430,103 66,463,938 39,372,101 15,875,660 $ 1,557,152,977 4.4% - $ $ 1,557,152,977 (3,401,417) $ (8,230,445) $ 4,248,849 (3,981,595) Maricopa County FY 2018 Adopted Budget Financial Forecast Detention Fund (F255) The Detention Fund is used to pay for costs related to the County’s jails, certain detention alternatives, and receives special sales tax revenue that can only be spent on this purpose. Structural Balance (F255) The Detention Fund is structurally balanced in the five year forecast due to a transfer from the General Fund that is equal to the fund’s structural imbalance, resulting in ending fund balances of exactly zero every year. The charts below show the forecasted structural balance and ending fund balance with and without the General Fund Above Base Maintenance of Effort Transfer. (255) Structural Balance in 5 Year Forecast Dollars (Millions) 1.0 0.8 0.6 0.4 0.2 0.0 2018 2019 2020 2021 2022 Fiscal Year Structural Balance Ending Fund Balance (255) Structural Balance with No Above Base Transfer 0.0 Dollars (Millions) (50.0) (32.0) (40.5) (49.2) (58.3) (66.5) 2019 2020 2021 2022 (100.0) (150.0) (200.0) (250.0) (300.0) 2018 Fiscal Year Structural Balance Ending Fund Balance 176 Maricopa County FY 2018 Adopted Budget Financial Forecast Revenue Forecast Methodology (F255) Detention Fund r evenues include a s pecial Jail Sales Tax, Jail Per Diem & Other Charges, Intergovernmental Grants, Miscellaneous, and t wo transfers from the General Fund. Non-recurring revenue is analyzed and appropriated on a year-to-year basis, and the forecast does not assume there will be non-recurring revenue in the future. The forecasting methodologies and assumptions for each of the operating revenues are explained below. Jail Excise Tax: The Jail Excise Tax growth is forecasted using estimates from the County’s contracted economist. This tax is expected to grow 3.6%, 3.4%, 3.3%, 3.6%, and 4.5% from FY 2018 – FY 2022. Other Intergovernmental/Grants and Miscellaneous: Intergovernmental/Grant revenue and Miscellaneous revenue are forecasted to be flat. Jail Per Diem & Other Charges: This revenue is primarily from municipal jurisdictions that arrest an individual and pay the County for the costs associated with housing the individual while they await trial and sentencing. The factors which influence this revenue source are the number of arrests by municipalities and amount of time an individual waits until trial. Additionally, the increased effort to reduce jail population through diversion programs, both by the County and the municipalities, is having an impact on both these costs and their reimbursements. Because of the complexity and the efforts to decrease jail population, the revenue is forecasted as flat. Transfers In: The Detention Fund receives two transfers from the General Fund. The first transfer, the Maintenance of Effort transfer from the General Fund, is required by statute. T his is increased annually based on the GDP price deflator forecast. The second transfer, the Above Base Maintenance of Effort, is forecasted to cover the exact amount that the Detention Fund is structurally imbalanced, in order to maintain structural balance. Expenditure Forecast Methodology (F255) Detention Fund expenditures include personnel, supplies, services, capital, and other financing uses. Non-recurring expenditures are not forecasted past FY 2018. The forecasting methodologies for the operating expenditures are explained below. Personal Services, Supplies, Services, and Capital: These five expenditures were forecasted to grow based on the growth in CPI and population estimated by the County’s contract economist. Other Financing Uses: Other Financing Uses expenditures are forecasted flat for the next four years. 177 Maricopa County FY 2018 Adopted Budget Financial Forecast Five Year Forecast Table DETENTION FUND (255) 1 2 3 4 5 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $ 33,303,664 $ - $ - $ - $ - $ 158,237,746 228,000 21,369,786 35,000 183,737,906 32,031,747 $ 395,640,185 1.4% $ 163,293,526 228,000 21,369,786 35,000 187,596,402 40,499,789 $ 413,022,503 4.4% $ 168,682,212 228,000 21,369,786 35,000 192,098,716 49,168,364 $ 431,582,078 4.5% $ 174,754,772 228,000 21,369,786 35,000 196,709,085 58,311,186 $ 451,407,829 4.6% $ 182,618,737 228,000 21,369,786 35,000 201,430,103 66,463,938 $ 472,145,564 4.6% $ 750,000 $ 750,000 $ 396,390,185 $ $ $ 413,022,503 $ $ $ 431,582,078 $ $ $ 451,407,829 $ $ $ 472,145,564 $ 308,474,849 24,542,084 60,975,079 1,060,673 587,500 $ 395,640,185 1.4% $ 322,047,742 25,621,936 63,657,982 1,107,343 587,500 $ 413,022,503 4.4% $ 336,539,891 26,774,923 66,522,592 1,157,173 587,500 $ 431,582,078 4.5% $ 352,020,726 28,006,569 69,582,631 1,210,403 587,500 $ 451,407,829 4.6% $ 368,213,679 29,294,871 72,783,432 1,266,082 587,500 $ 472,145,564 4.6% $ $ $ $ $ Beginning Fund Balance Sources of Funds Recurring: Jail Excise Tax Other Intergovernmental/Grants Jail Per Diem & Other Charges Miscellaneous General Fund Maintenance of Effort Above Base Maintenance of Effort Total Recurring Sources Net Growth Rate Non-Recurring: Interest Earnings Total Non-Recurring Sources Total Sources Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Other Financing Uses Total Recurring Uses Net Growth Rate Non-Recurring Uses: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses Total Uses 236,663 623,395 4,952,827 162,000 28,078,779 $ 34,053,664 $ 429,693,849 $ $ 413,022,503 $ $ 431,582,078 $ $ 451,407,829 $ $ 472,145,564 Structural Balance Ending Fund Balance $ $ $ $ $ $ $ $ $ $ - - - 178 - - - - - - Maricopa County FY 2018 Adopted Budget Financial Forecast Transportation Fund (F232) The Transportation Fund is used to pay for costs related to the County’s road system, and receives special revenue from the state that can only be spent on this purpose. Structural Balance (F232) The Transportation Fund is structurally balanced in the five year forecast and includes a c onsistent minimum fund balance of $20 million and a transfer to the Transportation Capital Improvement Fund for future projects. Transportation Fund Structural Balance 70.0 Dollars (Millions) 60.0 50.0 40.0 30.0 20.0 10.0 0.0 2018 2019 2020 2021 2022 Fiscal Year Structural Balance Ending Fund Balance Revenue Forecast Methodology (F232) Transportation Fund Revenues include Licenses and Permits, State Shared Highway User Revenue, State Shared Vehicle License Taxes, Intergovernmental Charges for Services, Interest Earnings, Miscellaneous Revenue, and Gain on Fixed Assets. Non-recurring revenue is analyzed and appropriated on a y ear-to-year basis, and t he forecast does not assume there will be non -recurring revenue in the future. The forecasting methodologies and assumptions for each of the operating revenues are explained below. Licenses and Permits: Licenses and P ermits are forecasted to grow based on t he growth in population estimated by the County’s contract economist. Highway User Revenue Funds (HURF): HURF continues to be subject to reductions by the State of Arizona, which diverted funds to support their Department of Public Safety (DPS) and M otor Vehicle Division (MVD). In FY 2014, highway user revenue increased significantly as a r esult of the state eliminating the revenue shift to MVD. I n FY 2015, the State Legislature returned an additional $30 million of diverted HURF revenue back to the revenue distribution model. It is estimated that $4 million of these reversion funds were distributed to Maricopa County in FY 2015. Growth expectations for FY 2017 to FY 2021 are expected to remain steady and increase by an average of 3.9% annually if there are no subsequent changes to the HURF distribution model. State Shared Vehicle License Taxes (VLT): See General Fund R evenue section of the Financial Forecast. VLT is collected in both the General and Transportation Funds. 179 Maricopa County FY 2018 Adopted Budget Financial Forecast Intergovernmental Charges for Service: Intergovernmental Charges for Service are forecasted using the growth in the CPI estimated by the County’s contract economist. Interest Earnings, Miscellaneous Revenue, and Gain on Fixed Assets: These three revenue sources are held flat in the forecast. Expenditure Forecast Methodology (F232) Transportation Fund expenditures include personnel, supplies, services, capital, other financing uses, non-recurring capital, and non-recurring transfer to capital projects. The forecasting methodologies for the operating and non-recurring expenditures are explained below. Personal Services, Supplies, Services, and Capital: These five expenditures were forecasted to grow based on the growth in CPI and population estimated by the County’s contract economist. Other Financing Uses and Non Recurring Capital: These two are forecasted to remain flat. Non-Recurring Transfer to Capital Projects: This transfer goes to the Transportation Capital Fund, and it forecasted using the surplus structural balance minus a m inimum fund balance in the Transportation Fund of $20 million. Five Year Forecast Table TRANSPORTATION FUND (232) Beginning Fund Balance Sources of Funds Recurring: Licenses and Permits State Shared Highway User Rev. State Shared Vehicle License Taxes Intergovernmental Charges for Service Interest Earnings Miscellaneous Revenue Gain on Fixed Assets Total Recurring Sources Net Growth Rate Non-Recurring: Proceeds from Financing Total Non-Recurring Sources Total Sources Uses of Funds Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Recurring Uses Net Growth Rate Non-Recurring: Supplies Services Capital Transfer to Capital Projects Total Non-Recurring Uses Total Uses Structural Balance Ending Fund Balance 1 2 3 4 5 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $ 42,562,704 $ 42,562,704 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 995,000 111,917,883 11,103,437 13,300 500,000 231,565 250,000 125,011,185 5.2% $ 1,013,905 117,803,158 11,458,747 13,633 500,000 231,565 250,000 131,271,007 5.0% $ 1,034,183 122,551,773 11,848,344 13,973 500,000 231,565 250,000 136,429,839 3.9% $ 1,055,901 127,490,332 12,263,036 14,323 500,000 231,565 250,000 141,805,157 3.9% $ 1,078,075 132,626,434 12,692,243 14,681 500,000 231,565 250,000 147,392,998 3.9% $ $ $ $ 125,011,185 $ $ $ 30,764,434 6,425,076 30,985,948 3,914,100 34,389 72,123,947 13.6% $ $ $ $ 156,148 4,003,809 1,450,523 47,276,758 52,887,238 125,011,185 $ $ 52,887,238 42,562,704 $ $ 131,271,007 $ $ $ 32,118,069 6,707,779 32,349,330 4,086,320 34,389 75,295,888 4.4% $ $ $ $ 1,450,523 77,087,301 78,537,824 153,833,711 $ $ 55,975,120 20,000,000 $ 180 136,429,839 $ $ $ 33,563,382 7,009,629 33,805,050 4,270,205 34,389 78,682,655 4.5% $ $ $ $ 1,450,523 56,296,661 57,747,184 136,429,839 $ $ 57,747,184 20,000,000 $ 141,805,157 $ $ $ 147,392,998 35,107,298 7,332,072 35,360,082 4,466,634 34,389 82,300,475 4.6% $ $ $ $ 1,450,523 58,054,159 59,504,682 141,805,157 $ $ 1,450,523 59,857,759 61,308,282 147,392,998 $ $ 59,504,682 20,000,000 $ $ 61,308,282 20,000,000 $ $ 36,722,233 7,669,348 36,986,646 4,672,099 34,389 86,084,715 4.6% Department Budget Summary Adult Probation Maricopa County FY 2018 Adopted Budget Adult Probation 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. Strategic Goals Safe Communities By the end of FY 2020, Maricopa County Adult Probation Department (MCAPD) will enhance public safety by increasing success completions in Pretrial Supervision to 75% or higher: Status: The Adult Probation Department is working toward the goal of 75% and is currently at 63.3% successful completions in Pretrial Supervision. The department will continue to work to meet its goal of 75% or higher. Safe Communities By the end of FY 2020, MCAPD customers (neighborhoods, courts, offenders, and victims) will benefit from improved case processing by increasing community restitution work hours completed to 52% or higher Status: Community work service hours completed during the reporting period is currently at 62.47% for FY 2017, exceeding the goal of 52%. Budget Highlights • • • • Increase General Fund by $645,000 due to the addition of 13 staff across Sex Offender, Standard Probation & support staff. Increase General Fund by $775,000 due to increased retirement contributions. Increase the Detention Fund by $650,000 for the addition of 11 s taff across Prison Re-Entry, Intensive Probation and Pretrial Electronic Monitoring. Increase Detention Fund by $427,000 due to increase in retirement contributions. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RFines and Forfeits RMiscellaneous EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 2,550,542 2,773,301 2,574,946 2,321,492 10,233,666 9,987,611 9,420,764 10,244,849 2,863,652 2,900,000 2,466,938 2,614,350 11,448 6,800 9,072 3,800 Total Sources $ 15,659,308 $ 15,667,712 $ 14,471,720 $ 15,184,491 86,437,854 92,224,826 91,074,312 94,165,876 1,587,451 1,478,107 1,578,489 1,756,529 7,889,838 9,526,161 8,175,038 9,620,962 168,049 316,000 663,653 366,000 Total Uses $ 96,083,192 $ 103,545,094 $ 101,491,492 $ 105,909,367 Total Regular FTE 1162.50. 1175.50. 1163.50. 1199.50. 181 Department Budget Summary Adult Probation Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Behavioral Change Community Justice General Overhead Behavioral Change Community Justice General Overhead Indirect Support Information Technology FY 2017 FY 2017 FY 2018 FY 2016 Revised Forecast Adopted Actual 2,453,923 2,846,267 2,266,195 2,468,790 10,388,219 10,010,645 9,461,355 10,210,672 2,817,166 2,810,800 2,744,170 2,505,029 Total Sources $ 15,659,308 $ 15,667,712 $ 14,471,720 $ 15,184,491 24,925,000 26,212,129 25,418,924 26,559,663 64,411,019 69,547,032 67,694,866 71,746,215 1,776,166 2,810,512 2,664,293 2,027,887 3,209,863 3,169,849 3,565,245 3,787,726 1,761,144 1,805,572 2,148,164 1,787,876 Total Uses $ 96,083,192 $ 103,545,094 $ 101,491,492 $ 105,909,367 Key Program Measures FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted The purpose of the Assessment and Behavioral Change Program* is to provide assessment, treatment and education services to offenders so that they can experience positive behavioral change. Percent of defendants who successfully complete release 74.3% 62.6% 63.3% 62.6% conditions during the reporting period. Average number of defendants ordered to be supervised 2, 793 3, 207 3, 207 3, 410 by Pretrial Services during the reporting period. 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. 55.8% 54.1% 54.1% 53.8% Percent of IPS probationers who successfully exit IPS and are not revoked to prison or jail during the reporting period. Total number of IPS probationers discharged from IPS 1, 177 1, 284 1, 284 1, 300 during the reporting period. * Mandated Additional detail on the Adult Probation budget 182 Department Budget Summary Air Quality Maricopa County FY 2018 Adopted Budget Air Quality Mission The mission of the Air Quality Department is to improve the air of Maricopa County so customers, residents and visitors can live, work, and play in a healthy environment. Strategic Goals Safe Communities By 2020, Maricopa County residents and visitors will experience cleaner air, as evidenced by decreases in the average annual concentrations of air contaminants over 2015 levels. Status: For Fiscal Year 2016, PM2.5 (smoke) was reduced 3%, PM10 (dust) reduced 5% and Ozone reduced 1%. Safe Communities By 2020, Maricopa County residents and visitors will experience cleaner air, as evidenced by increasing compliance rates with general permit requirements from 79% to 85%. Status: This is a new goal for Fiscal Year 2018. Department Specific By 2020, Maricopa County residents and visitors will experience increased knowledge of air quality issues and steps they can take to help improve air quality, as evidenced by an increase in air quality messaging and campaign impressions by 20%. Status: This is a new goal for Fiscal Year 2018. Budget Highlights • • • A shift of resources from Indirect Support to Air Quality Program in the amount of $3,362,487. Appropriate General Fund one-time funding in the amount of $308,080 to replace non-functioning or end-of-useful life air monitoring equipment. Increase Fines and Forfeits revenue by $500,000, decrease License and Permits revenue by $224,725 and decrease Other Charges for Services revenue by $19,272 in the Air Quality Fee Fund. 183 Department Budget Summary Air Quality Maricopa County FY 2018 Adopted Budget Sources and Uses by Category Budget Object RLicenses & Permits RIntergovernmental RCharges For Services RFines and Forfeits RMiscellaneous EPersonal Services ESupplies EServices EOther Financing Uses ECapital Outlay FY 2016 FY 2017 Actual Revised 11,590,412 11,212,000 2,854,189 4,139,552 457,125 464,742 401,364 355,000 188,301 52,044 Total Sources $ 15,491,391 $ 16,223,338 $ 10,723,669 11,369,707 684,369 595,158 3,816,349 5,811,318 8,450 8,450 913,756 990,732 Total Uses $ 16,146,593 $ 18,775,365 $ 143.65. 143.65. Total Regular FTE FY 2018 FY 2017 Adopted Forecast 10,926,836 10,987,275 4,140,093 5,403,005 507,315 445,470 894,178 855,000 117,999 52,044 16,586,421 $ 17,742,794 11,178,264 11,652,327 516,937 583,791 5,448,204 8,348,832 8,450 8,450 976,447 1,039,988 18,128,302 $ 21,633,388 142.65. 142.65. Sources and Uses by Program Program Air Quality General Overhead Indirect Support Air Quality General Overhead Indirect Support Information Technology FY 2016 FY 2017 Actual Revised 14,839,768 15,255,695 5,069 32,040 646,554 935,603 Total Sources $ 15,491,391 $ 16,223,338 $ 8,187,442 10,022,043 884,842 663,910 7,074,309 8,080,962 8,450 Total Uses $ 16,146,593 $ 18,775,365 $ FY 2017 FY 2018 Forecast Adopted 15,655,034 17,690,750 (304,094) 32,040 1,235,481 20,004 16,586,421 $ 17,742,794 9,417,744 16,178,782 605,579 727,681 8,096,529 4,718,475 8,450 8,450 18,128,302 $ 21,633,388 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Air Quality Program* is to provide air pollution information and regulatory services to industry, other governmental agencies, and the general public so they can effectively contribute to the attainment of the national ambient air quality standards. Percent of inspections provided where the facility is in compliance at the time of the inspection. N/A N/A N/A 92.0% Number of inspections provided. N/A N/A N/A 16, 500 * Mandated Additional detail on the Air Quality budget 184 Department Budget Summary Animal Care and Control Maricopa County FY 2018 Adopted Budget Animal Care and Control Mission The mission of the Animal Care and Control Department is to promote and protect the health, safety and welfare of people and pets in Maricopa County so that citizens can be free from nuisances, diseases and other dangers caused by animals. Strategic Goals The Animal Care and Control Strategic Business Plan is under review. New goals will be provided in FY 2019 that will consider stakeholder recommendations while facilitating the Board of Supervisor’s approved strategies. Budget Highlights • • • Increase License and Permit revenue by $567,648 in the Animal Control License/Shelter Fund. Increase Intergovernmental Charges for Services revenue by $275,219 in the Animal Control Field Operations Fund. Appropriate one-time funding in the amount of $340,000 for truck replacements, washer and dryer. Sources and Uses by Category Budget Object RLicenses & Permits RIntergovernmental RCharges For Services RFines and Forfeits RMiscellaneous EPersonal Services ESupplies EServices EOther Financing Uses ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 7,858,112 8,123,805 8,037,116 8,055,713 80,753 33,247 4,778,271 4,742,719 5,204,754 5,437,806 1,537 3,700 2,756 4,500 1,124,856 779,490 375,567 1,297,430 Total Sources $ 13,843,529 $ 13,649,714 $ 13,653,440 $ 14,795,449 9,144,990 9,839,439 9,357,357 9,954,857 1,142,594 1,296,117 1,123,870 1,172,542 4,365,498 4,177,312 3,142,708 3,603,718 1,139,867 1,140,175 1,140,175 1,140,598 5,866 340,000 (24,753) 340,000 Total Uses $ 15,798,815 $ 16,793,043 $ 14,739,357 $ 16,211,715 Total Regular FTE 179.00. 174.50. 179.00. 185.00. 185 Department Budget Summary Animal Care and Control Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Animal Control Community Outreach General Overhead Indirect Support Pet Adoption Pet Licensing Animal Control Community Outreach General Overhead Indirect Support Information Technology Pet Adoption Pet Licensing FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 3,338,915 3,474,714 3,749,933 3,749,933 623,315 232,000 25,223 (13,407) 7,000 39,652 2,000 1,875,165 1,870,260 1,756,935 3,025,868 8,019,541 8,065,740 8,081,697 8,017,648 Total Sources $ 13,843,529 $ 13,649,714 $ 13,653,440 $ 14,795,449 2,911,759 3,148,335 2,856,795 3,060,228 1,261,280 184,048 796,198 1,186,789 1,537,988 1,439,125 2,023,599 2,096,415 1,346,634 1,692,040 2,433,368 178,452 252,105 5,125 229,023 6,009,806 6,802,543 6,387,924 6,926,463 2,154,314 3,521,390 1,562,150 1,539,034 Total Uses $ 15,798,815 $ 16,793,043 $ 14,739,357 $ 16,211,715 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Animal Control Program* is to provide animal control services to licensed dogs and fulfill contractual obligations to jurisdictions so they can ensure citizens can be free of animal-related health and safety dangers as well as the dangers associated with irresponsible pet ownership. Percent of cases resolved within the time limitations of the contract 100.0% 100.0% 100.0% 100.0% obligation. Number of cases closed. 34, 000 34, 000 34, 000 34, 000 The purpose of the Community Outreach Program is to provide low-cost medical and animal care services to the people of Maricopa County so they can experience a decrease in animal overpopulation, an increase in life-long relationships with their pets, and an i ncreased knowledge of the benefits of the human/animal bond. Percent of increase/decrease in pet intake in Maricopa County. Pet intake in previous year. 4.4% 4.4% 4.4% 4.4% 36, 778 36, 778 36, 778 36, 778 The purpose of the Pet Adoption Program is to provide healthy and treatable/manageable animals to the people of Maricopa County so they can benefit from a reduction in euthanasia of sheltered animals and the creation of life-long human/animal bonds. Percent of adoptions with no returns. 99.9% 99.9% 99.9% 99.9% Number of adoptions completed with no returns. 23, 890 23, 890 23, 890 23, 890 The purpose of the Pet Licensing Program* is to provide licensing services to the people of Maricopa County so they can benefit from the control of the spread of rabies and can recover lost pets. Percent of dogs licensed in Maricopa County. 52.2% 52.2% 52.2% 52.2% Number of dog licenses issued. 470, 000 470, 000 470, 000 470, 000 *Mandated Additional detail on the Animal Care and Control budget 186 Department Budget Summary Assessor Maricopa County FY 2018 Adopted Budget Assessor Mission The Mission of the Maricopa County Assessor’s Office is to provide property assessment services to Maricopa County property owners, and to efficiently and effectively administer all laws and regulations for Maricopa County property owners so they can be assured that all ad valorem properties are fairly and equitably valued. Strategic Goals Growth and Economic Development By March 1st of each year (2015-2020) for Real Property, and by August 31st of each year (2015-2020) for Business Personal Property, 100 percent of properties within Maricopa County will be fairly and equitably valued. Status: As of March 1, 2017, 100 percent of properties within Maricopa County were fairly and equitably valued. As of August 31, 2016, 100 percent of Business Personal Properties were fairly and equitably valued. Budget Highlights • One-time funding for Legal Class Verification Program of $191,000. Sources and Uses by Category Budget Object RMiscellaneous EPersonal Services ESupplies EServices EOther Financing Uses ECapital Outlay FY 2017 FY 2016 Revised Actual 213,189 180,000 Total Sources $ 213,189 $ 180,000 $ 19,248,716 19,696,059 340,161 386,399 3,964,502 4,314,429 7,730 7,730 128,379 Total Uses $ 23,689,488 $ 24,404,617 $ Total Regular FTE 310.43. 310.43. 187 FY 2017 FY 2018 Forecast Adopted 183,442 180,000 183,442 $ 180,000 19,417,107 19,738,685 331,632 198,060 4,030,997 4,659,970 7,730 7,730 15,234 23,802,700 $ 24,604,445 312.43. 309.93. Department Budget Summary Assessor Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Property Assessment General Overhead Indirect Support Information Technology Property Assessment FY 2016 Actual 213,189 Total Sources $ 213,189 $ 533,317 1,514,076 3,205,887 18,436,208 Total Uses $ 23,689,488 $ FY 2017 Revised 180,000 180,000 $ 633,074 1,522,843 3,082,614 19,166,086 24,404,617 $ FY 2017 Forecast 183,442 183,442 $ 631,983 1,402,405 3,009,825 18,758,487 23,802,700 $ FY 2018 Adopted 180,000 180,000 623,661 1,499,239 3,460,952 19,020,593 24,604,445 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Property Assessment Program* is to provide property assessments to Maricopa County property owners so they can be fairly and equitably taxed. Percent of property assessments provided. 100% 100% 100% 100% Total number of property assessments provided. 1,698,000 * Mandated Additional detail on the County Assessor’s Office budget 188 1,698,000 1,652,858 1,646,846 Department Budget Summary Assistant County Manager - 940 Maricopa County FY 2018 Adopted Budget Assistant County Manager - 940 Mission The mission of the Assistant County Manager is to provide regional leadership and fiscally responsible, necessary public services to residents so they can enjoy living in a healthy and safe environment. Strategic Goals The Assistant County Manager Department provides leadership and oversight to the various departments under its purview. D irect service activities which have performance measures are not utilized in this department. The results of departmental efforts can be demonstrated in the performance measures of the various departments. Budget Highlights • • Increase budget by $492,252 due to reallocation of revenue and expenses from Non Departmental for the Industrial Development Authority overseen by Assistant County Manager – 940. Increased charges to Industrial Development Authority, allowing for $99,289 to be reallocated from Assistant County Manager – 940 to the Department of Finance. Sources and Uses by Category Budget Object RCharges For Services EPersonal Services ESupplies EServices FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 492,252 Total Sources $ $ $ $ 492,252 189,217 275,370 178,923 676,476 1,027 6,293 (729) 1,507 13,471 19,674 11,565 15,351 Total Uses $ 203,715 $ 301,337 $ 189,759 $ 693,334 Total Regular FTE 5.00. 5.00. 5.00. 5.00. Sources and Uses by Program Program Financial Management Financial Management General Overhead Indirect Support FY 2016 Actual Total Sources $ 3,170 200,546 Total Uses $ 203,715 FY 2017 FY 2017 FY 2018 Revised Forecast Adopted 492,252 $ $ $ 492,252 331,706 270,674 492,252 3,235 2,627 2,269 (33,604) (83,542) 198,813 $ 301,337 $ 189,759 $ 693,334 Additional detail on Assistant County Manager – 940 budget 189 Department Budget Summary Assistant County Manager - 950 Maricopa County FY 2018 Adopted Budget Assistant County Manager - 950 Mission The mission of the Assistant County Manager is to provide regional leadership and fiscally responsible, necessary public services to residents so they can enjoy living in a healthy and safe environment. Strategic Goals The Assistant County Manager Department provides leadership and oversight to the various departments under its purview. D irect service activities which have performance measures are not utilized in this department. The results of departmental efforts can be demonstrated in the performance measures of the various departments. Budget Highlights • • • Increase budget by $940,017 due to reallocation of court interpreter services from Non Departmental to include the addition of five positions. Decrease budget by $99,224 by eliminating a project manager position. Increase budget by $120,041 for the reallocation of Health Care Services Administrator from Deputy County Manager – 920 to Assistant County Manager – 950. Sources and Uses by Category Budget Object RIntergovernmental RMiscellaneous EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 1,062,159 912,544 902,544 849,000 765 95 Total Sources $ 1,062,924 $ 912,544 $ 902,639 $ 849,000 739,854 832,912 688,561 1,287,848 8,688 49,667 51,196 23,319 819,624 1,355,096 193,268 1,740,875 810,000 Total Uses $ 1,568,166 $ 2,237,675 $ 1,743,025 $ 3,052,042 Total Regular FTE 9.00. 10.00. 9.00. 14.00. 190 Department Budget Summary Assistant County Manager - 950 Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 Actual Program 796,929 Justice System Planning and Information General Overhead 265,995 Total Sources $ 1,062,924 Justice System Planning and Information 1,157,441 General Overhead 13,173 Indirect Support 397,552 Total Uses $ 1,568,166 FY 2017 Revised 912,544 $ 912,544 1,775,635 33,127 428,913 $ 2,237,675 FY 2018 Adopted 849,000 $ 849,000 2,546,659 138,853 366,530 $ 3,052,042 FY 2017 Forecast 871,238 31,401 $ 902,639 1,374,592 11,735 356,698 $ 1,743,025 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Justice System Planning and Information program is to provide system analysis and statistical reports, grant revenues, and consultations to Maricopa County departments, federal, state, and local agencies, and community-based organizations so they can support data-driven decision-making and implementation of evidence-based strategies. Percent of submitted grant applications awarded 50.0% 100.0% 100.0% 100.0% Number of submitted grant applications awarded 2 Additional detail on the Assistant County Manager – 950 budget 191 1 1 1 Department Budget Summary Board of Supervisors, District 1 Maricopa County FY 2018 Adopted Budget Board of Supervisors, District 1 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. Strategic Goals The Board of Supervisor’s Strategic Goals are contained in the Maricopa County Strategic Plan FY 20152018. Budget Highlights • • Increase Internal Service Charges by $1,001 for the impact of the changes in the base level telecommunication charges. Increase Internal Service Charges by $20 for the impact of the changes in risk management charges. Uses by Category Budget Object Personal Services Supplies Services FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 335,387 358,816 358,068 358,988 972 5,608 1,890 6,134 6,108 18,447 7,883 18,770 Total Uses $ 342,467 $ 382,871 $ 367,841 $ 383,892 Total Regular FTE 3.00. 3.00. 3.00. 3.00. Uses by Program Program General Overhead Indirect Support FY 2016 Actual 113,042 229,425 Total Uses $ 342,467 FY 2017 Revised 117,372 265,499 $ 382,871 Additional detail on the Board of Supervisors, District 1 budget 192 FY 2017 Forecast 116,985 250,856 $ 367,841 FY 2018 Adopted 116,761 267,131 $ 383,892 Department Budget Summary Board of Supervisors, District 2 Maricopa County FY 2018 Adopted Budget Board of Supervisors, District 2 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. Strategic Goals The Board of Supervisor’s Strategic Goals are contained in the Maricopa County Strategic Plan FY 20152018. Budget Highlights • • Increase Internal Service Charges by $1,001 for the impact of the changes in the base level telecommunication charges. Increase Internal Service Charges by $20 for the impact of the changes in risk management charges. Uses by Category Budget Object Personal Services Supplies Services FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 366,619 375,521 374,956 375,378 151 1,988 500 1,658 2,523 5,362 6,114 6,856 Total Uses $ 369,293 $ 382,871 $ 381,570 $ 383,892 3.00. 3.00. 3.00. 3.00. Total Regular FTE Uses by Program Program General Overhead Indirect Support FY 2016 Actual 112,074 257,219 Total Uses $ 369,293 FY 2017 Revised 116,496 266,375 $ 382,871 Additional detail on the Board of Supervisors, District 2 budget 193 FY 2017 Forecast 116,413 265,157 $ 381,570 FY 2018 Adopted 117,308 266,584 $ 383,892 Department Budget Summary Board of Supervisors, District 3 Maricopa County FY 2018 Adopted Budget Board of Supervisors, District 3 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. Strategic Goals The Board of Supervisor’s Strategic Goals are contained in the Maricopa County Strategic Plan FY 20152018. Budget Highlights • • Increase Internal Service Charges by $1,001 for the impact of the changes in the base level telecommunication charges. Increase Internal Service Charges by $20 for the impact of the changes in risk management charges. Uses by Category Budget Object EPersonal Services ESupplies EServices FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 357,270 357,840 346,156 337,677 934 20,244 4,054 17,228 8,133 4,787 22,666 28,987 Total Uses $ 366,337 $ 382,871 $ 372,876 $ 383,892 3.00. 3.00. 3.00. 3.00. Total Regular FTE Uses by Program Program General Overhead Indirect Support FY 2016 Actual 113,520 252,817 Total Uses $ 366,337 FY 2017 Revised 117,528 265,343 $ 382,871 Additional detail on the Board of Supervisors, District 3 budget 194 FY 2017 Forecast 118,169 254,707 $ 372,876 FY 2018 Adopted 116,942 266,950 $ 383,892 Department Budget Summary Board of Supervisors, District 4 Maricopa County FY 2018 Adopted Budget Board of Supervisors, District 4 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. Strategic Goals The Board of Supervisor’s Strategic Goals are contained in the Maricopa County Strategic Plan FY 20152018. Budget Highlights • • Increase Internal Service Charges by $1,001 for the impact of the changes in the base level telecommunication charges. Increase Internal Service Charges by $20 for the impact of the changes in risk management charges. Uses by Category Budget Object Personal Services Supplies Services FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 358,859 368,045 368,211 367,900 1,689 1,433 330 1,400 3,285 13,393 8,638 14,592 Total Uses $ 363,833 $ 382,871 $ 377,179 $ 383,892 3.00. 3.00. 3.00. 3.00. Total Regular FTE Uses by Program Program General Overhead Indirect Support FY 2016 Actual 111,710 252,123 Total Uses $ 363,833 FY 2017 Revised 116,329 266,542 $ 382,871 Additional detail on the Board of Supervisors, District 4 budget 195 FY 2017 Forecast 116,241 260,938 $ 377,179 FY 2018 Adopted 117,340 266,552 $ 383,892 Department Budget Summary Board of Supervisors, District 5 Maricopa County FY 2018 Adopted Budget Board of Supervisors, District 5 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. Strategic Goals The Board of Supervisor’s Strategic Goals are contained in the Maricopa County Strategic Plan FY 20152018. Budget Highlights • • Increase Internal Service Charges by $1,001 for the impact of the changes in the base level telecommunication charges. Increase Internal Service Charges by $20 for the impact of the changes in risk management charges. Uses by Category Budget Object EPersonal Services ESupplies EServices FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 355,869 357,059 359,574 363,075 6,285 9,706 14,973 10,485 8,054 16,106 7,191 10,332 Total Uses $ 370,208 $ 382,871 $ 381,738 $ 383,892 2.88. 2.88. 2.88. Total Regular FTE 2.88. Uses by Program Program General Overhead Indirect Support FY 2016 Actual 112,038 258,170 Total Uses $ 370,208 FY 2017 Revised 120,828 262,043 $ 382,871 Additional detail on the Board of Supervisors, District 5 budget 196 FY 2017 Forecast 118,223 263,515 $ 381,738 FY 2018 Adopted 118,032 265,860 $ 383,892 Department Budget Summary Budget Maricopa County FY 2018 Adopted Budget Budget Mission The mission of the Budget Office is to provide a sustainable, structurally balanced budget to the Board of Supervisors and County Manager so they can achieve the County’s mission within available resources. Strategic Goals Fiscal Strength and Responsibility By June 30, 2019 Maricopa County will keep growth of operational expenditures subject to the expenditure limit under the growth of the expenditure limit. Fiscal Strength and Responsibility By the end of 2022, Maricopa County’s General Fund Operating reserves will equal two months of the prior year’s operating expenditures. Status: The expenditure limit continues to be a challenge for Maricopa County. In an effort to meet this goal, the county has financed several large capital projects in FY 2017. The operational expenditures will be at or below the limit in FY 2018. Status: For FY 2018, the budgeted operating reserves of $208,812,884 is at two months of the adopted FY 2017 General Fund Operating expense of $1,252,877,305. Budget Highlights • • • Delete Deputy Director and create Director position; delete two Budget Analyst – Senior positions. Decrease expenditures by $422,765 due to reallocation of funding to Department of Finance. Decrease expenditures by $16,535 due to reallocation of funding to County Manager’s Office. Sources and Uses by Category Budget Object Personal Services Supplies Services FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 1,827,289 2,148,129 1,886,091 1,650,490 784 39,744 6,219 10,000 209,295 277,824 139,325 267,038 Total Uses $ 2,037,368 $ 2,465,697 $ 2,031,635 $ 1,927,528 Total Regular FTE 18.00 18.00 18.00 16.00 Sources and Uses by Program Program General Overhead Indirect Support Planning and Budgeting FY 2016 Actual 13,506 159,193 1,864,669 Total Uses $ 2,037,368 197 FY 2017 Revised 22,130 270,676 2,172,891 $ 2,465,697 FY 2017 Forecast 19,715 109,606 1,902,314 $ 2,031,635 FY 2018 Adopted 25,104 280,252 1,622,172 $ 1,927,528 Department Budget Summary Budget Maricopa County FY 2018 Adopted Budget Key Program Measures FY 2016 Actual Measure Description FY 2017 FY 2017 FY 2018 Revised Forecast Adopted The purpose of the Planning and Budgeting Program* is to provide planning, performance management, and budgeting services to the Board of Supervisors, Departments, and Districts so they can plan the provision of services to the residents of Maricopa County, provide those services in a financially effective manner, and be accountable for transparently Percent of appropriated budgets with expenditures within budget at the end of the fiscal year. * Mandated Additional detail on the Budget Office budget 198 99.4% 100.0% 99.7% 100.0% Department Budget Summary Call Center Maricopa County FY 2018 Adopted Budget Call Center Mission The mission of the Call Center is to provide information with accuracy and c ourtesy to callers of the Treasurer, Assessor, Recorder, and the Elections offices so they can conduct their business with the County confidently and conveniently. Strategic Goals Department Specific By June, 2019, 95% of a selected monthly and random sample of 100 real time calls will be scored at a 90% level or higher based on a grading and weighting system that considers proper greeting, accuracy, completeness and politeness. Status: The Department currently samples random real time calls as noted and have a consolidated average of 96.75%. Department Specific By June, 2019, 60% of calls will be answered within 30 seconds. Status: The Department currently answers 62.75% of calls within 30 seconds. Budget Highlights • • Increase Internal Service Charges by $207,199 for the impact of the changes in the base level telecommunication charges. Nine PCN’s at a cost of $366,643 were transferred to the Clerk of Superior Court. Sources and Uses by Category Budget Object EPersonal Services ESupplies EServices FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 1,503,745 1,579,082 1,576,237 1,183,291 6,560 8,664 114,589 5,069 86,807 157,406 50,208 397,436 Total Uses $ 1,597,112 $ 1,745,152 $ 1,741,034 $ 1,585,796 Total Regular FTE 27.00. 27.00. 22.00. 27.00. Sources and Uses by Program Program Call Center General Overhead FY 2016 Actual 1,593,164 3,948 Total Uses $ 1,597,112 199 FY 2017 Revised 1,613,481 131,671 $ 1,745,152 FY 2017 Forecast 1,683,516 57,518 $ 1,741,034 FY 2018 Adopted 1,246,838 338,958 $ 1,585,796 Department Budget Summary Call Center Maricopa County FY 2018 Adopted Budget Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Call Center* is to provide an immediate information bridge to 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. Percent of calls answered within 30 seconds. 43.2% 60.0% 60.4% 60.4% Number of calls answered within 30 seconds. 363, 330 * Mandated Additional detail on the Call Center budget 200 612, 988 363, 330 376, 550 Department Budget Summary Clerk of the Board Maricopa County FY 2018 Adopted Budget Clerk of the Board Mission The mission of the Office of the Clerk of the Board is to provide statutory and policy-related services and official record keeping for the Board of Supervisors, other County Agencies, Special Districts, and the general public, so they can make informed decisions and conduct business affairs. Strategic Goals Regional Services By 2020, hold training session with Special District managers and/or secretaries of 90 percent of Special Taxing Districts in Maricopa County to educate them regarding Open Meeting Laws, Annual Report and Budget requirements, Election deadlines and procedures, and Disclosure Notice requirements. Status: The Special Taxing Districts Resource Manual has been complete and distributed to all Special Districts. The Clerk’s Special Taxing District Coordinator will continue training of the individual Boards. Government Operations By 2020, provide Internet search capabilities and access to 100 percent of all public Board of Supervisors' approved meeting minutes and Public Disclosure Notices. Status: All Board of Supervisors’ meeting agendas, approved meeting minutes since January 2011 and the Public Disclosure Notices are available and searchable via the Internet. Conversion of the remaining Board of Supervisors’ Agendas and Minutes to the enterprise Electronic Document Management System (EDMS), OnBase, will commence in FY 2018. Budget Highlights • • • Reallocate $130,000 for the Board of Equalization from Non Departmental to Clerk of the Board. Reallocate $2,500 for Board of Supervisors Discretionary Charges from Non Departmental to Clerk of the Board. Carryforward $213,619 for the Sire Hyland Conversion project. Sources and Uses by Category Budget Object Personal Services Supplies Services FY 2016 FY 2017 FY 2017 Actual Revised Forecast 970,027 1,030,316 1,038,238 11,274 14,753 10,176 164,257 432,951 205,021 Total Uses $ 1,145,558 $ 1,478,020 $ 1,253,435 Total Regular FTE 13.00. 13.00. 13.00. 201 FY 2018 Adopted 1,029,338 17,121 566,422 $ 1,612,881 13.00. Department Budget Summary Clerk of the Board Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 Actual Program Application Processes Boards and Commissions General Overhead Indirect Support Information Services Meeting Management Special Districts Total Uses $ 33,615 11,007 57,475 192,324 224,355 542,732 84,050 1,145,558 FY 2017 Revised $ 33,684 10,797 72,573 209,652 291,939 776,328 83,047 1,478,020 FY 2017 Forecast $ FY 2018 Adopted 35,433 11,204 71,970 209,167 236,651 602,505 86,505 1,253,435 $ 34,892 11,113 76,146 322,518 203,992 878,189 86,031 1,612,881 Key Program Results FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted The purpose of the Application Processes Program* is to provide application processing and assistance for statutorily mandated procedures to applicants and/or requestors so they can conduct or maintain community related activities including: fireworks permits, franchises, and liquor licenses. Percent of applications processed by the next formal meeting date. 100.0% 100.0% 100.0% 100.0% Number of applications processed. 118 124 124 124 The purpose of the Boards and Commissions Administration Program is to provide central coordination of Boards and Commissions functions and appointments to the Board of Supervisors so they can make timely appointments for community service in order to receive community input. 100.0% 100.0% 100.0% 100.0% Percent of Notice of monthly Vacancy Reports sent to Board of Supervisor District offices by the 5th of each month. Number of monthly Notice of Vacancy reports sent to Board of 72 60 60 60 Supervisor District Offices. The purpose of the Information Services Program* is to provide Board of Supervisors' and Board of Countywide Districts' recorded document management services to Maricopa County Departments and the people of Maricopa County so they can have access to the Board’s actions and conduct their respective business. Percent of record and information requests processed within three 100.0% 99.8% 99.8% 99.8% business days. Number of record and information requests processed. 3, 080 1, 995 1, 995 1, 995 The purpose of the Meeting Management Program* is to provide statutory meeting administration to the Board of Supervisors and Countywide District Board of Directors so they can hold meetings in compliance with the Open Meeting Laws. Percent of Board of Supervisors' and Countywide Districts' meetings 100.0% 100.0% 100.0% 100.0% held in compliance with the Open Meeting Laws. Number of Boart of Supervisors' and Countywide Districts' meeting 173 172 172 172 held. The purpose of the Special Districts Program* is to provide consultation and administrative services to citizens and Special Districts, including Fire and Irrigation Water Delivery Districts so they can conduct special district functions. Percent of requests for information related to administration of Special Districts completed within three business days. Number of requests for information related to special district administrative services completed. * Mandated Additional detail on the Clerk of the Board budget 202 100.0% 357 100.0% 320 100.0% 320 100.0% 320 Department Budget Summary Clerk of the Superior Court Maricopa County FY 2018 Adopted Budget Clerk of the Superior Court Mission The mission of the Clerk of the Superior Court is to provide progressive and efficient court-related records management and financial services for the justice system, the legal community, and public so they can have fair and timely access to accurate court records and services. Strategic Goals Safe Communities By December 31, 2017, all paper records eligible for the Electronic Court Record (ECR), both active and inactive, will be accessible as the official court record for all users of those records, to provide improved security, management, access, and long term retention of Superior Court records. Status: The Clerk of the Superior Court Strategic Goals will be reviewed during the FY19 strategic business plan process. Budget Highlights • • • Increase General Fund by $366,640 due to a reallocation from the STAR Call Center. Carry forward $1,600,000 for Restitution, Fines & Reimbursements (RFR) project in the General Fund. Appropriate One-time funding of $1,350,000 in Judicial Enhancement Fund for technology projects. Sources and Uses by Category Budget Object RLicenses & Permits RIntergovernmental RCharges For Services RFines and Forfeits RMiscellaneous EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 Actual Revised 599,866 550,056 1,461,602 1,693,126 15,649,373 12,427,022 2,378,894 1,781,098 126,546 77,200 Total Sources $ 20,216,281 $ 16,528,502 $ 35,271,729 38,963,413 764,602 916,858 3,242,360 4,122,249 1,094,463 570,574 Total Uses $ 40,373,154 $ 44,573,094 $ Total Regular FTE 686.00. 689.00. 203 FY 2017 FY 2018 Forecast Adopted 579,743 579,743 1,693,126 1,442,472 12,703,578 12,671,214 2,210,610 2,210,610 157,513 73,228 17,344,570 $ 16,977,267 37,788,647 38,553,162 851,851 1,484,867 3,781,266 5,258,056 30,000 315,000 42,451,764 $ 45,611,085 683.50. 695.00. Department Budget Summary Clerk of the Superior Court Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 FY 2017 Actual Revised Program Court Clerk Fiduciary Services 9,743,194 8,052,821 Court Records 7,189,164 7,068,630 General Overhead (53,566) Indirect Support 1,276,042 Information Technology 170,404 150,000 Public Records 1,891,043 1,257,051 Total Sources $ 20,216,281 $ 16,528,502 $ Court Clerk Fiduciary Services 2,674,727 2,629,750 Court Records 24,551,674 27,427,493 General Overhead 676,565 819,612 Indirect Support 4,248,220 4,600,596 Information Technology 5,509,971 6,540,020 Public Records 2,711,997 2,555,623 Total Uses $ 40,373,154 $ 44,573,094 $ FY 2017 FY 2018 Forecast Adopted 8,749,591 8,188,815 7,083,308 7,351,714 (201,631) 234,457 150,000 1,478,845 1,286,738 17,344,570 $ 16,977,267 2,903,024 3,006,791 26,136,030 26,488,435 806,138 964,577 4,285,716 5,149,873 5,908,610 7,566,213 2,412,246 2,435,196 42,451,764 $ 45,611,085 Program Measures FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted 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. Percent of new cases established within stated 99.7% 98.7% 98.7% 98.7% timeframes. Number of new cases established. 150, 499 150, 099 152, 387 152, 370 The purpose of the Court Clerk Fiduciary Services Program* is to provide payment receipting, checks and financial account records related to Superior Court cases to litigants, crime victims and government entities so they can have timely access to financial obligation information and funds due to them. Percent of financial records available within established 99.6% 99.8% 99.8% 99.8% timeframes. Number of financial record orders processed. 201, 835 199, 662 199, 662 199, 662 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. Percent of applications processed the same day as 100.0% 100.0% 100.0% 100.0% requested by the applicant. Number of applications processed. 76, 856 83, 706 83, 706 83, 706 * Mandated Additional detail on the Clerk of the Superior Court budget 204 Department Budget Summary Constables Maricopa County FY 2018 Adopted Budget Constables 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 Strategic Goals Department Specific By June 2014, the Constables will generate revenue at a level of at least 100% of their operating costs on an annual basis. Status: Fiscal Year 2017 forecasted revenue is only 87.4% of forecasted operating expenditures. This goal will be updated during the FY 2019 strategic plan process. Budget Highlights • Increase salary and benefits by $99,614 for second term pay increases for re-elected Constables. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 12,541 70,561 20,731 1,555,844 1,630,200 1,591,379 1,630,200 Total Sources $ 1,568,385 $ 1,700,761 $ 1,612,110 $ 1,630,200 2,730,925 3,031,522 2,999,654 3,065,768 46,037 128,449 38,863 47,349 144,080 208,422 233,724 235,730 21,002 Total Uses $ 2,942,044 $ 3,368,393 $ 3,272,241 $ 3,348,847 Total Regular FTE 36.00. 37.00. 37.00. 37.00. Sources and Uses by Program Program Service of Process General Overhead Service of Process FY 2016 Actual 1,568,385 Total Sources $ 1,568,385 51,720 2,890,324 Total Uses $ 2,942,044 205 FY 2017 Revised 1,700,761 $ 1,700,761 143,737 3,224,656 $ 3,368,393 FY 2017 Forecast 1,612,110 $ 1,612,110 127,859 3,144,382 $ 3,272,241 FY 2018 Adopted 1,630,200 $ 1,630,200 141,264 3,207,583 $ 3,348,847 Department Budget Summary Constables Maricopa County FY 2018 Adopted Budget Key Program Measures FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted 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. Percent of fines collected within 30 days. N/A 25.0% 24.8% 25.0% Number of outstanding fines collected. * Mandated N/A Additional detail on the Constables budget 206 141 141 141 Department Budget Summary Correctional Health Services Maricopa County FY 2018 Adopted Budget Correctional Health Services Mission The mission of the Correctional Health Services Department (CHS) is to provide cost-effective, medically necessary, evidence based, integrated health care services and restoration to competency services to patients in the County jails so they can proceed through the judicial process. Strategic Goals Safe Communities By June, 2020, the at risk Seriously Mentally Ill (SMI) offenders recidivism rate will decrease by 1%-5% depending on the ascending risk category as based on data provided by the Smart Justice Committee. Status: In April 2016, CHS Intake began a program with Adult Probation and a community agency to identify low risk, SMI individuals for early diversion resulting in 7 to 26 SMI individuals per month being released within 24 hours of booking. Department Specific By June, 2019, 100% of patients placed on suicide monitoring at Intake will be evaluated by a provider credentialed for integrated care in medical and mental health records. Status: Currently, three out of six providers (50% of goal) are credentialed for medical and mental health training. CHS will revisit/revise this goal in the future due to the inability of Nurse Practitioners to obtain a psychiatrist certification. Budget Highlights • Correctional Health received $348,944 in Grant funds for a Hepatitis C Screening Program. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RMiscellaneous EPersonal Services ESupplies EServices FY 2016 FY 2017 Actual Revised 12,197 7,000 5,049 Total Sources $ 17,246 $ 7,000 $ 41,227,068 43,846,917 6,417,913 7,175,303 16,933,756 17,842,252 Total Uses $ 64,578,737 $ 68,864,472 $ 487.50. 480.95. Total Regular FTE 207 FY 2017 FY 2018 Forecast Adopted 339,377 75,569 7,000 75,569 $ 346,377 40,942,184 42,279,192 7,199,656 8,050,936 17,542,771 18,767,964 65,684,611 $ 69,098,092 483.75. 485.95. Department Budget Summary Correctional Health Services Maricopa County FY 2018 Adopted Budget Source and Uses by Program FY 2016 Actual 17,246 Total Sources $ 17,246 EGeneral Overhead 1,740,560 Indirect Support 1,308,214 Information Technology 960,541 Inpatient 10,586,671 Outpatient 42,121,392 Restoration To Competency 3,203,692 Support Services 4,657,667 Total Uses $ 64,578,737 Program RInformation Technology Outpatient Support Services FY 2017 Revised 7,000 $ 7,000 1,716,294 1,393,098 1,097,987 11,895,518 43,935,424 3,536,136 5,290,015 $ 68,864,472 FY 2017 Forecast 40,000 35,569 $ 75,569 1,757,037 1,660,763 1,082,622 10,680,805 41,937,998 3,463,731 5,101,655 $ 65,684,611 FY 2018 Adopted 339,377 7,000 $ 346,377 1,531,053 1,752,532 1,315,571 10,963,837 45,039,590 3,716,019 4,779,490 $ 69,098,092 Key Program Results Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 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. Percent of patients discharged within 16 calendar days. 87.5% 86.0% 86.7% 87.5% Number of patients discharged. 1, 507 1, 548 1, 593 1, 600 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. Percent of patients triaged within 24 hours. 98.1% 98.2% 98.3% 98.5% Number of health service requests triaged within 24 hours. 107, 259 107, 104 107, 092 107, 832 The purpose of the Support Services Program* is to provide support and useful data to providers and patients so they can provide/receive information to help provide quality and continuous care. Percent of complete medical records provided to external requestors. 100.0% 100.0% 100.0% 100.0% Number of complete medical records provided to external requestors. 3, 268 3, 252 3, 326 3, 330 The purpose of the Restoration to Competency and Evaluation 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. Percent of internal Rule 11 evaluations performed within 30 days. 33.1% 30.0% 30.6% 30.0% Number of Rule 11 competency evaluations completed. 804 480 480 480 * Mandated Additional detail on Correctional Health Services budget 208 Department Budget Summary County Attorney Maricopa County FY 2018 Adopted Budget County Attorney 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. Budget Highlights • The County Attorney’s Office submitted their FY 2018 budget $367,388 below baseline. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RFines and Forfeits RMiscellaneous EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 7,074,444 8,591,297 8,593,508 8,167,556 1,398,351 1,550,365 1,506,134 1,579,883 3,728,949 3,803,517 4,264,761 4,122,387 72,816 53,561 35,664 49,422 Total Sources $ 12,274,560 $ 13,998,740 $ 14,400,067 $ 13,919,248 82,022,774 84,517,643 85,700,178 86,144,246 1,534,817 2,159,935 1,957,106 1,648,009 13,898,465 18,057,690 16,285,386 15,848,726 673,082 188,700 60,000 Total Uses $ 98,129,138 $ 104,735,268 $ 104,131,370 $ 103,700,981 Total Regular FTE 1,001.25. 1,013.73. 1,011.73. 1,022.23. Sources and Uses by Program FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Program Civil Legal Services 55,583 55,579 57,704 51,815 Community and Victim Outreach 4,035,044 3,991,609 4,584,850 4,160,496 General Overhead 1,046,854 (353,455) Indirect Support 5,730 6,500 5,861 5,300 Prosecution 7,131,349 9,945,052 10,105,107 9,701,637 Total Sources $ 12,274,560 $ 13,998,740 $ 14,400,067 $ 13,919,248 Civil Legal Services 8,489,806 8,941,922 8,852,934 8,914,660 Community and Victim Outreach 3,221,277 3,775,223 4,104,102 3,355,328 General Overhead 2,312,490 2,314,517 1,465,159 2,392,291 Indirect Support 6,459,042 7,236,458 6,582,752 7,411,694 Information Technology 4,305,771 4,369,090 5,016,475 3,652,449 Juvenile 3,888,963 4,042,344 4,018,423 4,075,421 Prosecution 69,451,789 74,055,714 74,091,525 73,899,138 Total Uses $ 98,129,138 $ 104,735,268 $ 104,131,370 $ 103,700,981 209 Department Budget Summary County Attorney Maricopa County FY 2018 Adopted Budget Key Program Results Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Community/Victim Outreach Program* is to provide legal support and information to victims and their families, law enforcement agencies, civic organizations, schools, and residents of Maricopa County so they can work in partnership with MCAO to provide a safe community. Number of victims indicating they were satisfied or very satisfied on a 1, 893 1, 893 2, 740 1, 893 victim satisfaction survey. Number of victims receiving services. 42, 318 42, 318 61, 156 61, 156 The purpose of the Prosecution Program* is to provide comprehensive felony, misdemeanor, delinquency and incorrigibility prosecution in the adult and juvenile courts to the people of Maricopa County so they can be assured that justice has been served and offenders are held accountable for their criminal delinquent acts. Number of initial felony screenings resulting in charges being filed. 21, 865 30, 620 21, 865 21, 865 Number of felony screenings submitted. 34, 448 55, 456 34, 448 34, 448 *Mandated Additional detail on the County Attorney’s Office budget 210 Maricopa County FY 2018 Adopted Budget Department Budget Summary County Manager County Manager Mission The mission of the County Manager's Office is to present clear leadership and direction to County departments so that they may responsibly and efficiently deliver the highest quality services to the people of Maricopa County. Vision To be a leader and model for local jurisdictions through continuous improvement in service delivery, transparency, and responsible stewardship of all County resources. Strategic Goals The County Manager's Strategic Goals are contained in the Maricopa County Strategic Plan FY 20152018. Budget Highlights • • Reallocation of expenditure authority and FTE from various County departments to the County Manager in the amount of $1,486,520 for Human Resources Transformation, expansion of the Ombudsman Program, and the creation of the Continuous Improvement Program. Reallocation of expenditure authority from the County Manager to Finance for Tribal Gaming in the amount of $202,500. Sources and Uses by Category Budget Object Intergovernmental Miscellaneous Personal Services Supplies Services FY 2016 Actual 1,350,243 977 Total Sources $ 1,351,220 1,869,351 32,634 2,182,029 Total Uses $ 4,084,014 Total Regular FTE 19.00 211 FY 2017 Revised 1,745,617 600 $ 1,746,217 1,899,636 47,566 2,476,387 $ 4,423,589 21.00 FY 2017 Forecast 1,615,161 $ 1,615,161 1,906,431 61,070 2,199,107 $ 4,166,608 17.00 FY 2018 Adopted $ 2,360,077 159,040 1,690,844 $ 4,209,961 21.00 Department Budget Summary County Manager Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Commute Options General Overhead Indirect Support Commute Options General Overhead Govt Relations and Comm Indirect Support Information Technology FY 2016 Actual 977 1,350,243 Total Sources $ 1,351,220 57,449 1,646,968 1,575,938 803,659 Total Uses $ 4,084,014 FY 2017 Revised 1,745,617 600 $ 1,746,217 1,787,113 1,949,609 686,867 $ 4,423,589 FY 2017 Forecast 1,615,161 $ 1,615,161 1,655,132 1,721,181 790,295 $ 4,166,608 FY 2018 Adopted $ 68,386 1,957,700 1,711,830 472,045 $ 4,209,961 FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Key Program Measures Measure Description The purpose of the Government Relations and Communications Program is to provide communications and information services to Maricopa County employees, leadership, and the general public so they can be informed of and maximize the positive impact on County finances and operations. Percent of state bills impacting the County whose outcome is favorable to the County. N/A Number of state legislative bills introduced during Legislative Session. N/A Additional information on the County Manager’s budget 212 52.6% 52.6% 52.6% 1,400 1,400 1,400 Department Budget Summary County School Superintendent Maricopa County FY 2018 Adopted Budget County School Superintendent Mission The mission of the County School Superintendent’s Office is to provide support for innovation and excellence in educational services through alliances to school districts and charter schools throughout Maricopa County so they can ensure that all children and youth will succeed. Strategic Goals An update regarding goal progress is not available. A new County Superintendent of Schools was elected in November 2016 and the new administration is currently assessing the alignment of its priorities with the existing Strategic Goals and plan. Budget Highlights • • • • Carryforward $252,585 in the Detention Fund (255) for the YEES Program. Increase the School Grant Fund (715) Operating revenues and expenditures by $8,703,529 due to Teacher Incentive Fund Grants. Increase the Grant Fund (715) Non Recurring by $398,023 for use of Forest Fees to fund the YEES program. Increase the School Communication Fund (782) Operating revenue and expenditures by $146,681 due to increased support of school districts. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RMiscellaneous ROther Financing Sources EPersonal Services ESupplies EServices EOther Financing Uses FY 2016 FY 2017 FY 2018 FY 2017 Actual Forecast Adopted Revised 20,827,514 25,997,473 20,071,253 34,519,872 1,482,305 417,392 607,970 667,976 5,514 329 5 208,119 Total Sources $ 22,523,452 $ 26,414,865 $ 20,679,552 $ 35,187,853 10,023,609 11,171,359 10,368,286 10,958,959 352,870 602,479 434,996 715,314 15,269,875 19,097,429 11,228,982 27,863,542 6,161 6,161 6,161 6,161 Total Uses $ 25,652,515 $ 30,877,428 $ 22,038,425 $ 39,543,976 Total Regular FTE 132.00. 137.49. 136.49. 121.49. 213 Department Budget Summary County School Superintendent Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Economic Management Educational Innovation Executive Leadership General Overhead Indirect Support Economic Management Educational Innovation Executive Leadership General Overhead Indirect Support FY 2016 FY 2017 Actual Revised 1,816,792 908,814 22,338,815 24,802,998 17,738 673,650 (1,649,893) 29,403 Total Sources $ 22,523,452 $ 26,414,865 8,590,961 3,023,750 15,110,810 25,686,939 1,918,565 2,018,486 43,368 148,253 (11,189) Total Uses $ 25,652,515 $ 30,877,428 FY 2017 FY 2018 Forecast Adopted 1,416,636 2,072,150 21,436,575 33,115,703 115,845 1 (2,289,504) (1) $ 20,679,552 $ 35,187,853 7,600,583 5,193,261 12,083,688 31,845,344 2,274,389 2,368,186 97,936 137,185 (18,171) $ 22,038,425 $ 39,543,976 Key Program Measures FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted The purpose of the Educational Innovation Program is to provide professional development, research, grant development/management, data analysis, instruction, communication and advocacy to school district employees so they can increase student academic achievement progress and success. Percent change of students with one year's academic growth. 100.0% 100.0% 100.0% 100.0% Number of educational professional development sessions 752 400 400 400 The purpose of the Economic Management Program* is to provide consulting, grant and finance management, professional development, customer support, technology support and advocacy to school district employees so they can increase fiscal prudence in their operations to enhance student learning. Percent of districts in compliance. N/A 100.0% 100.0% 100.0% Number of fiscal professional development sessions N/A 35 10 10 The purpose of the Executive Leadership Program* is to provide communication, advocacy, elections, governing board support, customer support, and legislative consultation to school district employees and citizens so they can increase public satisfaction in education and student learning. Percent of citizens rating satisfaction as good or better. N/A 73.0% 85.0% 90.0% Number of board training sessions provided. N/A 5 5 5 * Mandated Additional detail on the County School Superintendent’s Office budget 214 Department Budget Summary Deputy County Manager - 930 Maricopa County FY 2018 Adopted Budget Deputy County Manager – 930 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. Budget Highlights • • Increase Personnel Savings by $35,568, from 0% to 3.22%. Increase Internal Service Charges by $785 for changes in the base level telecommunication charges and $40,433 for Central Service Cost Allocation. Sources and Uses by Category Budget Object EPersonal Services ESupplies EServices FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted (3,753) 8,630 (40,302) 37 (7,879) 3,704 (751) 40,302 Total Uses $ (12) $ $ $ Total Regular FTE 15.00. 15.00. 15.00. 15.00. Sources and Uses by Program Program General Overhead Indirect Support FY 2017 FY 2016 Revised Actual 39,445 (39,457) Total Uses $ (12) $ - FY 2017 FY 2018 Forecast Adopted 39,241 115,628 (39,241) (115,628) $ $ - The organizational management function for the Deputy County Manager (DCM) is structurally located in the Planning and Development Fees Fund (226). The administrative costs net to zero over the course of the year as the budget is ultimately allocated to the respective Departments under the DCM’s leadership. The total cost for this agency which is allocated out is $1,676,067. Additional detail on Deputy County Manager – 930 budget 215 Department Budget Summary Elections Maricopa County FY 2018 Adopted Budget Elections 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. Strategic Goals Regional Services By June 2018, there will be a 5% reduction in negative post-election contacts (indicating satisfaction with access and ability to vote). Status: The department currently is running less than 5% negative post-election contacts. Regional Services By June, 2018, 75% of total votes cast will be done by mail. Status: Primary and General Elections in last two fiscal years have had over 80% ballot casting done by early voting. Budget Highlights • • • • • • • • • • Increase personnel by $53,453 for 1 Ballot Liaison and 2 Data Entry Clerks for 4 months. Increase personnel by $35,314 for 1 Satellite Voting Lead, 1 Special Election Boards Lead for 4 months. Decrease in personnel by $70,228 through the elimination of a C ommunity Outreach Staff position. Decrease overtime by $35,314 due to increase of personnel. Increase personnel by $70,228 for annualized funding for Satellite Voting Lead and Special Elections Board Lead in FY19. Increase funding by $193,691 due to reallocation for administrative support from the Recorder’s Office. Decrease in personnel by $1,322,785 through movement of Voter Registration Activity to Recorder’s Office. Decrease in personnel by $436,827 through movement of Community Outreach Activity to the Recorder’s Office. Decrease in personnel by $398,748 through movement of GIS Activity to the Recorder’s Office. Decrease in personnel by $504,885 through movement of Administrative Support Staff to the Recorder’s Office. 216 Department Budget Summary Elections Maricopa County FY 2018 Adopted Budget Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RFines and Forfeits RMiscellaneous EPersonal Services ESupplies EServices EOther Financing Uses FY 2016 Actual 8,125,951 12,295 6,980 12,366 $ 8,157,592 4,133,569 706,347 12,876,537 FY 2017 FY 2017 FY 2018 Revised Forecast Adopted 405,750 101,758 3,750,205 9,905,806 1,840,402 12,000 11,940 7,000 5,506 9,420 6,008 Total Sources $ 4,173,461 $ 10,028,924 $ 1,853,410 5,564,626 5,945,324 1,748,274 632,169 733,001 282,770 15,423,087 13,829,532 4,709,663 1,913,301 1,913,301 Total Uses $ 17,716,453 $ 23,533,183 $ 22,421,158 $ 6,740,707 Total Regular FTE 57.00. 52.00. 28.00. 52.00. Sources and Uses by Program Program Elections Processing General Overhead Indirect Support Pre Election Processing Elections Processing General Overhead Indirect Support Pre Election Processing FY 2016 Actual 7,602,977 543,801 10,814 Total Sources $ 8,157,592 $ 15,004,685 93,301 1,130,450 1,488,017 Total Uses $ 17,716,453 $ FY 2017 FY 2017 Revised Forecast 4,161,254 9,902,715 88,471 2 12,205 37,738 4,173,461 $ 10,028,924 19,929,091 19,074,639 172,222 158,493 1,151,165 1,416,298 2,280,705 1,771,728 23,533,183 $ 22,421,158 FY 2018 Adopted 1,846,102 4 7,304 $ 1,853,410 5,376,936 143,792 546,368 673,611 $ 6,740,707 Key Program Measures FY 2016 Actual Measure Description FY 2017 FY 2017 FY 2018 Revised Forecast Adopted The purpose of the Pre-Election Processing Program* is to provide voter registration and candidate filing services to eligible citizens, who maintain residency in the County so they can readily participate in the electoral process. Percent of tallies transmitted within timeliness standards. 100% 100% 100% 100% Number of election tallies transmitted. 49, 812 875, 000 680, 000 600, 000 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. Voter Turnout (as percentage of total voters). 35.1% 71.4% 44.7% 44.7% Number of voters receiving ballots. 2, 501,211 * Mandated Additional detail on the Elections budget 217 1,750,000 1,675,000 750, 000 Department Budget Summary Emergency Management Maricopa County FY 2018 Adopted Budget Emergency Management Mission The mission of Emergency Management is to provide planning, emergency management response and coordination, continuity of government and community-wide education to the people of Maricopa County so they can live safer and experience minimal loss to property and the environment in the event of a major emergency. Strategic Goals Safe Communities By December 2020, Emergency Management will be able to communicate to 60% of the whole community within 15 minutes as evidenced by an 80% success rate in activating available channels through exercise or real event. Status: As of January 2017, 24.29% of calls made in an emergency notification test were answered. Emergency Management continues to register more phone numbers and educate the public. Safe Communities By June 2020, Emergency Management will coordinate 100% completion of Emergency Support Functions (ESF) based plans for cities/towns as evidenced by a 65% success rate through exercise or real event activation of those plans. Status: Emergency Management is on target to meet this goal by the 2020 deadline. As of January 2017, 14 of 25 plans have been converted to ESF format (56%); 3 of those since July 2016. Budget Highlights • • Increase Operating Expenditures by $2,701,044 for the Reallocation of D700 Security Services to D150 for Administration Costs and Security Services. One time funding in the amount of $35,190 was appropriated for OET Information Technology non-recurring costs. Sources and Uses by Category Budget Object Intergovernmental Charges For Services Miscellaneous Personal Services Supplies Services Other Financing Uses Capital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 1,357,953 1,699,498 1,584,492 1,587,763 184,612 219,188 224,010 133,969 5,492 2,253 11,853 Total Sources $ 1,548,057 $ 1,918,686 $ 1,810,755 $ 1,733,585 1,266,204 1,439,340 1,371,876 2,666,621 98,289 122,554 69,953 140,327 383,029 639,003 675,993 1,909,833 845 845 845 845 61,214 27,996 3,960 Total Uses $ 1,748,367 $ 2,262,956 $ 2,146,663 $ 4,721,586 Total Regular FTE 16.00. 16.00. 16.00. 36.00. 218 Department Budget Summary Emergency Management Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program RGeneral Overhead Preparedness Security Services EGeneral Overhead Preparedness Response and Recovery Security Services FY 2016 FY 2017 Actual Revised (107,571) 1,655,628 1,918,686 Total Sources $ 1,548,057 $ 1,887,882 111,519 153,202 1,575,883 2,076,540 60,965 33,214 Total Uses $ 1,748,367 $ 2,262,956 FY 2017 Forecast 319,222 1,491,533 $ 1,810,755 112,551 1,977,445 56,667 $ 2,146,663 FY 2018 Adopted 1,723,985 9,600 $ 1,733,585 249,088 1,800,378 43,764 2,628,356 $ 4,721,586 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Preparedness Program* is to provide plans, exercises, training, and information to communities, organizations, and individuals so they can respond to and survive the effects of disasters. Percent of items evaluated in Palo Verde Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) 100.0% 100.0% 100.0% 100.0% standards. Number of evaluated items that meet or exceed 16 16 16 16 standards. The purpose of the Response and Recovery Program* is to provide a coordinated disaster response capability to the people of Maricopa County so they can protect their lives and property and allow them to recover from a disaster. Percent of emergency notifications made within 15 100.0% 92.6% 100.0% 100.0% minutes of decision. Number of emergency notifications made within 15 86 50 70 60 minutes of decision. The purpose of the Security Services Program is to provide security, parking, and transportation services to the public, Maricopa County elected officials, departments, employees, visitors, and jurors so they can conduct County and Court business and receive County services in a safe and secure environment. Percent of safety and security issues responded to. 100.0% 100.0% 100.0% 100.0% Number of incidents reported on County properties that were responsed to by Security Services. *Mandated Additional detail on the Emergency Management budget 219 13, 251 7, 200 6, 298 7, 200 Department Budget Summary Employee Benefits Maricopa County FY 2018 Adopted Budget Employee Benefits Mission The mission of Employee Benefits and Health is to provide benefits, health and wellness services to employees and the public so they can live and work well. Strategic Goals Fiscal Strength and Responsibility By FY 2020, total premiums for County-sponsored medical benefits will be no more than 90% of the thresholds established for the Federal excise tax on highcost health plans ($10,200 for employee-only coverage and $27,500 for employee plus family coverage). Status: The department is on track for achieving this goal. Medical benefit premiums will not increase in FY 2018 and the percentage will remain at the current 71.9%. Budget Highlights • • • • • The fixed benefit rate remained flat from FY 2017 to FY 2018. Increase one time expenditures by $200,000 for consulting, audits and implementation of a new benefits administration system, and replacement of large fitness equipment. New contract with OptumRx will substantially reduce the amounts paid for prescriptions by the Coinsurance Prescription Plan. Decrease Ryan White grant revenues by $333,201 based on anticipated funding. Decrease fully insured voluntary benefits programs by $471,790 due to enrollment. Sources and Uses by Category Budget Object Intergovernmental Charges For Services Miscellaneous Personal Services Supplies Services FY 2018 FY 2016 FY 2017 FY 2017 Adopted Actual Revised Forecast 7,683,294 8,274,503 7,602,146 7,941,302 161,267,885 179,356,413 177,573,207 178,400,670 162,484 106,038 99,986 91,296 Total Sources $ 169,113,663 $ 187,736,954 $ 185,275,339 $ 186,433,268 2,684,636 3,062,530 2,667,589 3,081,510 34,472 105,309 55,736 52,016 170,551,212 179,265,877 175,827,318 178,745,235 Total Uses $ 173,270,320 $ 182,433,716 $ 178,550,643 $ 181,878,761 Total Regular FTE 38.00. 35.50. 36.50. 36.50. 220 Department Budget Summary Employee Benefits Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 Actual Program Emp Benefits and W ellness 723,211 Employee Health and W ellness 421,111 Employee Health Benefits 144,226,612 Indirect Support 4,889,766 Ryan White HIV AIDS Part A 7,683,294 Voluntary and Other Benefits 11,169,669 Total Sources $ 169,113,663 Benefits and W ellness Support 471,927 Emp Benefits and W ellness 1,836,221 Employee Health and W ellness 951,025 Employee Health Benefits 150,026,922 General Overhead 267,248 Indirect Support 2,094,246 Ryan White HIV AIDS Part A 7,273,950 Voluntary and Other Benefits 10,348,781 Total Uses $ 173,270,320 221 FY 2017 Revised 736,218 161,990,589 4,567,389 8,274,503 12,168,255 $ 187,736,954 555,774 2,591,349 155,540,955 291,466 2,631,414 8,274,503 12,548,255 $ 182,433,716 FY 2017 Forecast 759,569 154,068,555 10,384,704 7,602,146 12,460,365 $ 185,275,339 506,894 2,426,644 152,848,534 292,397 2,370,118 7,602,146 12,503,910 $ 178,550,643 FY 2018 Adopted 763,222 155,580,138 10,452,141 7,941,302 11,696,465 $ 186,433,268 551,163 2,425,118 155,601,498 528,259 2,533,538 7,792,720 12,446,465 $ 181,878,761 Department Budget Summary Employee Benefits Maricopa County FY 2018 Adopted Budget Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Benefits and Wellness Support Program is to provide administrative and customer support services to participants and departments so they can effectively utilize benefits and wellness services. Number of responses to benefits customer service 17, 617 18, 583 18, 583 17, 369 inquiries. The purpose of the Employee Health Benefits Program* is to provide health insurance benefit services to eligible employees and their dependents so they can have access to effective and affordable health care. Average number of members receiving medical insurance 27, 494 27, 383 27, 383 27, 396 coverage. The purpose of the Employee Health and Wellness Program is to provide healthy worksite environments, health risk awareness, and opportunities for health risk reduction to employees so they can keep themselves healthy and productive. Percent of eligible employees who completed a biometric N/A 80.6% 75.7% 75.6% screening and health assessment. Number of employees who are eligible to complete both a N/A 11, 656 11, 454 11, 453 biometric screening and health assessment. The purpose of the Ryan White HIV/AIDS – Part A Program is to provide a continuum of care containing a mix of core medical services and essential support services to eligible people living with HIV/AIDS so they can achieve optimal health, well-being and self-determination. N/A 71.0% 71.0% 71.0% Percent of clients with suppressed viral load. N/A 1, 125 1, 125 1, 125 Average number of eligible clients. The purpose of the Voluntary and Other Benefits Program is to provide life, short-term disability and other optional benefit services to eligible employees so they can protect their financial security and benefit from group savings. Average number of employees who receive basic life, additional life, accidental death and dismemberment, child life, and spousal life insurance coverage. * Mandated Additional detail on the Employee Benefits budget 222 12, 978 12, 953 12, 953 12, 866 Department Budget Summary Enterprise Technology Maricopa County FY 2018 Adopted Budget Enterprise Technology Mission The mission of the Office of Enterprise Technology (OET) is to provide proven, innovative, and costeffective technology solutions to County departments so they can transform their operations to best serve their customers and citizens. Strategic Goals Department Specific By January 2019, OET will leverage previous technology infrastructure investments, including increased bandwidth, improved network routing, improved wireless infrastructure, identity and access management, unified communications, and information security, to further enhance access to County services and to lower cost of operations by 2-4%. Status: In FY 2017 OET realized a 2.96% reduction in its General Fund Operating budget and a 45. 87% reduction in capital project budget from FY 2016. OET increased its network reliability from 92.36% in FY 2015 to 99.75% in FY 2017. Department Specific By May 2019, OET will complete the implementation of all phases of its Service Management System (SMS) Initiative to improve the timeliness and quality of service as compared with FY 2016 measurements (collected during FY 2016). Status: OET added request and incident management functionality to the SMS in FY 2017. First contact resolution through the Service Desk is 31.2%, average answer time was reduced by 12 seconds from FY 2016 to FY 2017, and the number of service requests totaled 47,175 for FY 2017 compared to 30,180 in FY 2016. Budget Highlights • • Increase expenditures for major maintenance by $1,917,511 for content management, cyber security, data center maintenance, and Microsoft Enterprise Licensing Agreement. Increase new one time funding by $11,922,535 for cyber security tools and s oftware, data networking refresh, Microsoft Active Directory, and additional radio positions and related costs. 223 Department Budget Summary Enterprise Technology Maricopa County FY 2018 Adopted Budget Sources and Uses by Category Budget Object Intergovernmental Charges For Services Miscellaneous Personal Services Supplies Services Other Financing Uses Capital Outlay FY 2016 FY 2017 Actual Revised 220,132 553,820 18,161,822 21,648,332 57,380 (3,999) Total Sources $ 18,439,334 $ 22,198,153 $ 13,708,907 14,888,865 3,657,150 779,779 32,692,519 38,182,739 1,390,007 1,335,475 3,537,723 Total Uses $ 54,986,306 $ 55,186,858 $ Total Regular FTE 212.50. 213.50. FY 2017 FY 2018 Forecast Adopted 553,820 339,286 21,046,465 23,622,024 (1,813) 19,000 21,598,472 $ 23,980,310 14,696,992 15,096,333 661,441 854,726 33,906,165 45,055,665 1,335,475 8,007 1,057,694 7,076,618 51,657,767 $ 68,091,349 213.50. 214.99. Sources and Uses by Program FY 2016 Actual Program General Overhead 15,510 Indirect Support 4,125 Information Technology 212,125 Info Technology Infrastructure 18,207,574 Total Sources $ 18,439,334 $ General Overhead 1,605,247 Indirect Support 3,680,524 Information Technology 1,509,852 Info Technology Infrastructure 42,385,292 Info Technology Management 5,805,391 Total Uses $ 54,986,306 $ FY 2017 FY 2017 Revised Forecast (12,999) (13,367) 9,000 3,944 553,820 553,820 21,648,332 21,054,075 22,198,153 $ 21,598,472 $ 1,711,696 1,502,841 3,153,811 3,003,053 894,291 653,584 41,669,926 39,022,591 7,757,134 7,475,698 55,186,858 $ 51,657,767 $ FY 2018 Adopted 10,000 9,000 339,286 23,622,024 23,980,310 1,539,954 3,416,882 665,854 54,109,049 8,359,610 68,091,349 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Information Technology Infrastructure (Telecommunications) Program is to provide a common integrated, robust, electronic platform to County departments, participating jurisdictions and the public so they can conveniently and dependably conduct business regardless of location. Percent of time external systems (Internet) access is 99.7% 100.0% 100.0% 100.0% available. Number of hours external systems (Internet) access is 8, 632 8, 448 8, 448 8, 448 available. The purpose of the Information Technology Management Program is to provide IT management, leadership and services to client departments so they can obtain maximum benefit from the IT resource. Percent of Production Support service requests resolved. Number of closed Production Support service requests. Additional detail on the Enterprise Technology budget 224 98.2% 3, 306 97.6% 3, 416 97.5% 3, 412 97.6% 3, 416 Department Budget Summary Environmental Services Maricopa County FY 2018 Adopted Budget Environmental Services 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. Strategic Goals Safe Communities By June 30, 2022, 75% of citizen’s requests for vector control services will be addressed in one business day. Status: Vector Control has addressed citizen's requests for services in one business day 75.74% of the time. Department Specific By June 30, 2022, 90% of all applications for plan review and new businesses will be received and processed electronically. Status: Currently, 31% of all plan reviews and new business is processed electronically. Water & Waste Division has targeted an FY 2018 implementation date. 100% of Environmental Health applications are in electronic format. Department Specific By June 30, 2022, 90% of all permit renewals will be conducted electronically through an on-line payment system. Status: Currently, 23.07% of permit renewals have been conducted electronically, an increase of 9.24% from last year. 28% of all revenue is received online, an increase of 8% from last year. Budget Highlights • • • Increase General Fund Personnel Savings by $75,262, from 4.31% to 8%. Increase Environmental Services Fee Fund Personnel Savings by $400,061, from 7.69% to 11%. Appropriate one-time funding in the amount of $1,611,941 for system tools, large bed copy/scanner, desktop/laptop/printer refresh, Accela support, GIS Automation Tool License, storage increase and fifteen replacement vehicles. 225 Department Budget Summary Environmental Services Maricopa County FY 2018 Adopted Budget Sources and Uses by Category FY 2016 FY 2017 Actual Revised Budget Object RLicenses & Permits 15,059,179 15,286,543 RIntergovernmental 33,426 67,198 RCharges For Services 4,142,677 3,782,381 RFines and Forfeits 244,260 249,733 RMiscellaneous 170,642 86,765 ROther Financing Sources 95,081 102,674 Total Sources $ 19,745,265 $ 19,575,294 $ EPersonal Services 18,397,325 18,959,846 ESupplies 901,037 1,498,713 EServices 3,345,010 3,347,802 EOther Financing Uses 17,323 17,323 ECapital Outlay 285,826 1,048,553 Total Uses $ 22,946,521 $ 24,872,237 $ Total Regular FTE 280.00. 278.00. FY 2017 FY 2018 Forecast Adopted 15,957,648 15,848,392 67,198 67,198 4,094,628 4,071,335 243,876 243,205 68,520 86,765 69,844 20,501,714 $ 20,316,895 19,357,259 19,168,686 1,216,306 1,423,106 3,101,032 4,108,840 17,323 17,323 987,230 842,676 24,679,150 $ 25,560,631 279.00. 279.00. Sources and Uses by Program FY 2016 FY 2017 Actual Revised Program Environmental Enforcement 244,260 249,733 Environmental Health Services 13,197,297 13,221,729 General Overhead 50,436 42,000 Indirect Support Water and W aste Management 6,253,272 6,061,832 Total Sources $ 19,745,265 $ 19,575,294 $ 1,218,360 1,403,630 Environmental Enforcement Environmental Health Services 10,121,623 10,619,785 General Overhead 1,505,767 1,116,018 Indirect Support 1,758,203 2,058,788 Information Technology 1,260,776 1,825,254 Vector Control 3,009,505 3,484,228 Water and W aste Management 4,072,287 4,364,534 Total Uses $ 22,946,521 $ 24,872,237 $ 226 FY 2017 FY 2018 Forecast Adopted 243,876 243,205 13,805,189 13,667,692 47,223 42,000 37,083 6,405,426 6,326,915 20,501,714 $ 20,316,895 1,305,861 1,405,720 10,832,273 9,116,536 1,193,894 1,190,029 2,171,523 3,649,234 1,667,777 2,770,157 3,338,737 2,976,140 4,169,085 4,452,815 24,679,150 $ 25,560,631 Department Budget Summary Environmental Services Maricopa County FY 2018 Adopted Budget Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 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 noncompliance issues and/or an environmental problem solution. Percent of enforcement actions processed within 10 calendar days. N/A 98.5% 96.5% 96.3% Number of enforcement actions processed. N/A 1, 000 1, 072 1, 072 The purpose of the Environmental Health Program* is to provide environmental health review, investigative, permitting and licensing services to regulated facilities and the general population so they can operate their business in compliance with the Maricopa County Environmental Health code and to ensure a safe and healthy environment for our community. N/A 94.3% 88.9% 88.9% Percent of environmental health plan reviews completed with 30 business days. Number of environmental health plan reviews completed. N/A 1, 500 1, 796 1, 796 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. Percent of initial complaints investigated in 1 business day. N/A N/A 78.0% 78.0% Number of complaints investigated. N/A N/A 9, 620 9, 620 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. Percent of facilities and vehicles receiving the required number of operating inspections. Sum of the number of public water systems, wastewater treatment facilities, waste transport vehicles and related facilities, and public/semi-public swimming pool operating inspections required. *Mandated Additional detail on the Environmental Services budget 227 N/A 81.9% 98.4% 100.0% N/A 36, 000 35, 768 35, 178 Department Budget Summary Equipment Services Maricopa County FY 2018 Adopted Budget Equipment Services Mission The mission of the Equipment Services Department is to provide fleet services to departments of Maricopa County so they can have transportation and equipment in support of the community. Strategic Goals Department Specific By June 2022, 91% of vehicles will be returned to operational status within 24 or fewer hours. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Department Specific By June 2022, maintain a County fleet average readiness rate of 98% or above. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Budget Highlights • • • • Supplemental request of $250,000 for light and heavy duty technician increased pay. One-time funding of $450,000 for replacement vehicles. Increase Personnel Savings from 3.29% to 3.50%. Increase General Fund and Detention Fund Vehicle Replacement funding by $4,634,400 and $1,050,000 respectively. Sources and Uses by Category FY 2016 FY 2017 Actual Revised Budget Object RCharges For Services 14,886,532 16,821,793 RMiscellaneous 126,761 32,900 ROther Financing Sources Total Sources $ 15,013,293 $ 16,854,693 $ EPersonal Services 3,718,422 3,998,528 ESupplies 8,851,907 10,860,561 2,203,318 2,664,604 EServices ECapital Outlay 433,480 337,500 Total Uses $ 15,207,127 $ 17,861,193 $ Total Regular FTE 54.00. 54.00. 228 FY 2017 FY 2018 Forecast Adopted 15,959,948 16,943,729 132,857 32,900 17,145 16,092,805 $ 16,993,774 3,790,418 4,266,292 9,953,605 10,911,476 2,253,817 2,407,361 324,640 6,375,400 16,322,480 $ 23,960,529 59.00. 54.00. Department Budget Summary Equipment Services Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Fleet Management General Overhead Indirect Support Fleet Management General Overhead Indirect Support FY 2016 FY 2017 Actual Revised 14,996,360 16,845,793 16,933 8,900 Total Sources $ 15,013,293 $ 16,854,693 $ 13,477,917 15,218,085 747,715 923,268 981,495 1,719,840 Total Uses $ 15,207,127 $ 17,861,193 $ FY 2018 FY 2017 Adopted Forecast 16,083,123 16,967,729 5,977 17,145 3,705 8,900 16,092,805 $ 16,993,774 14,343,645 15,096,121 925,593 7,235,872 1,053,242 1,628,536 16,322,480 $ 23,960,529 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 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. Percent of preventative maintenance services provided within the scheduled time frame. Number of preventative maintenance services provided. * Mandated Additional detail on the Equipment Services budget 229 87.1% 96.3% 96.3% 96.3% 5,167 6,960 6,960 6,960 Department Budget Summary Facilities Management Maricopa County FY 2018 Adopted Budget Facilities Management Mission The mission of Facilities Management is to provide and maintain fiscally efficient, operationally safe, and aesthetically appropriate facilities to the citizens and e mployees of Maricopa County so they can do business in an efficient and safe environment. Strategic Goals Government Operations By June 30, 2021, Facilities Management will meet the increasing demands for facility improvements by completing 100% of projects on schedule and within established budget parameters. Status: The Facilities Management Department has continued to achieve this goal by completing 90% on schedule and within established budgets. Safe Communities By June 30, 2021, Facilities Management will enhance safety for Maricopa County residents and visitors by responding to 100% of all critical maintenance tasks that directly impact the immediate safety of Maricopa County employees and visitors within an average of 24 hours, and complete 90% of those tasks within an average of 10 days. Status: There were 3325 emergency work orders received and completed as of February 9, 2017. The Operations and Maintenance maintenance system shows an average response time of 5.3 hours and a completion time of 9.42 hours which is well within the established measure of a 24 hour response time. Budget Highlights • • • • Decrease operating expenditures by $2,701,044 for the Reallocation of Facilities Management Security Services to Emergency Management for Administration Costs and Security Services. Increase operating expenditures by $45,000 for the Allocation of Real Estate Divestiture. Decrease operating expenditures by $100,000 for the Reallocation of Facilities Management to County Manager. Increase one-time funding by $3,521,723 for OET Information Technology non-recurring costs and East Court Elevator Renovations. Sources and Uses by Category Budget Object Charges For Services Miscellaneous Personal Services Supplies Services Other Financing Uses Capital Outlay FY 2016 FY 2017 Actual Revised 225,541 522,747 240,800 Total Sources $ 522,747 $ 466,341 $ 12,196,387 16,383,797 2,300,796 1,836,541 46,876,612 54,214,335 10,140 10,140 365,000 126,763 Total Uses $ 61,748,935 $ 72,571,576 $ Total Regular FTE 196.00. 219.00. 230 FY 2017 FY 2018 Forecast Adopted 36,767 285,506 322,273 $ 15,995,066 13,307,222 1,860,014 1,860,612 53,529,494 58,009,561 10,140 10,140 94,805 70,238 71,489,519 $ 73,257,773 250.00. 169.00. Department Budget Summary Facilities Management Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 Actual Program Facilities Operation and Maint 2,788 Indirect Support 519,959 Security Services Total Sources $ 522,747 $ Capital Facilities Development 38,114,274 Facilities Operation and Maint 20,022,643 General Overhead 1,097,212 Indirect Support 2,156,638 Information Technology 358,168 Security Services Total Uses $ 61,748,935 $ FY 2017 Revised 231,200 235,141 466,341 $ 19,660,585 45,055,808 1,201,797 2,236,078 661,175 3,756,133 72,571,576 $ FY 2017 Forecast 1,950 273,513 46,810 322,273 $ 18,407,381 44,715,830 1,227,470 2,159,040 357,296 4,622,502 71,489,519 $ FY 2018 Adopted 23,519,501 45,427,350 1,221,869 2,382,039 707,014 73,257,773 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Facilities Operations & Maintenance Program is to provide facilities, buildings, and grounds operations and maintenance services to Maricopa County departments so they can work and conduct business in a clean, functional environment. Percent of facilities contract janitorial inspections that 99.3% 100.0% 99.9% 100.0% received a passing rating for cleanliness. Number of facilities contract janitorial inspections that 2, 543 2, 600 2, 591 2, 600 received a passing rating for cleanliness. The purpose of the Capital Facilities Development Program is to provide consultant, general contractor, and vendor oversight of new vertical construction projects and renovations to Maricopa County departments so they can have facilities that are unencumbered by construction defects or legal claims. Percent of construction projects completed void of N/A 75.9% 75.9% 96.6% warranty claims for defective workmanship. Number of construction projects void of warranty claims N/A 110 110 140 for defective workmanship. Additional detail on the Facilities Management budget 231 Department Budget Summary Finance Maricopa County FY 2018 Adopted Budget Finance 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. Strategic Goals Fiscal Strength and Responsibility By 2021, when financing is identified as the appropriate funding mechanism for new Board-approved capital projects, the department of Finance will identify and obtain appropriate financing at a rate in line with Maricopa County’s AAA bond rating. Status: This is a new goal for FY 2017 and data will be available in FY 2018. Fiscal Strength and Responsibility By June 30, 2021, 90% of users will be satisfied with the ease of use, including speed of invoice payment processing as related to the CGI Accounts Payable Workflow. Status: No information is currently available, implementation date was July, 1, 2016. Budget Highlights • • • • Increase budget by $20,000 due to reallocation of Debt Administration/Arbitrage from Non Departmental to Finance. Increase budget by $99,289 due to reallocation of funding from the Assistant County Manager940. Increase budget by $425,265 due to reallocation of funding from the Budget Office for the creation of the Enterprise Resource team and other collaborative efforts. Increase revenue and expenditures by $200,000 due to reallocation of Tribal Gaming Grants from County Manager’s Office. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services EPersonal Services ESupplies EServices FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 200,000 357,172 285,000 306,247 285,000 Total Sources $ 357,172 $ 285,000 $ 306,247 $ 485,000 2,384,748 2,680,595 2,622,642 3,032,148 47,098 37,900 31,028 36,233 150,036 187,849 158,673 832,498 Total Uses $ 2,581,882 $ 2,906,344 $ 2,812,343 $ 3,900,879 Total Regular FTE 39.00. 40.00. 38.00. 37.00. 232 Department Budget Summary Finance Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Collections General Overhead Collections Financial Management General Overhead Indirect Support FY 2016 Actual 357,172 Total Sources $ 357,172 343,272 457,154 40,293 1,741,163 Total Uses $ 2,581,882 FY 2017 Revised 285,000 $ 285,000 340,254 2,165,847 49,052 351,191 $ 2,906,344 FY 2017 Forecast 306,247 $ 306,247 331,745 2,146,298 50,595 283,705 $ 2,812,343 FY 2018 Adopted 285,000 200,000 $ 485,000 353,975 2,876,497 274,033 396,374 $ 3,900,879 Key Program Results FY 2016 Actual Measure Description FY 2017 FY 2017 FY 2018 Revised Forecast Adopted The purpose of the Collections Program* is to provide collections services to the court, government agencies, victims, and interested parties so they can hold the responsible parties accountable and the appropriate parties can realize financial restitution. Number of accounts to County Collections Unit per Fiscal Year. 3, 855 14, 740 14, 603 17, 200 Number of accounts to that are paying that are internal to County 9, 044 9, 044 9, 044 Collections Unit (CCU). The purpose of the Financial Management and Reporting Program* is to provide timely equipment capital and technology project funding, financial reports, and financial systems and report training to departments and County Management so they can manage projects and County resources. Number of new capital project debt issuances. 1 1 1 Number of new capital reject debt issuances with rates in line with Maricopa County's AAA bond rating. * Mandated Additional detail on the Finance budget 233 - 1 1 1 Department Budget Summary Human Resources Maricopa County FY 2018 Adopted Budget Human Resources Mission The mission of Human Resources is to provide strategic human resources leadership, administrative, and operational services, to and in partnership with, Maricopa County leaders, current, and prospective employees, so they can individually and c ollectively contribute to a high-performing, fully-engaged workforce that fulfills the County's mission. Strategic Goals Government Operations By 2022, the voluntary turnover rate for fully accomplished (or equivalent) employees will be at or below 10%. Status: Human Resources is on target to meet this goal by the 2022 deadline. In FY16, the voluntary turnover rate trended slightly over 10% but is currently trending downward. C entral HR is in the process of completing several market studies to address critical retention areas. Additionally, the County continues to explore funding options to remain a competitive employer. Budget Highlights • • • • Increase budget by $10,000 due to reallocation of Employee Recognition Program from Non Departmental to Human Resources from Non Departmental. Increase budget by $2,478,995 for reallocation of Human Resource Operating System from Non Departmental. Increase budget by $1,000,000 for reallocation of tuition reimbursement from Non Departmental. Increase Non Recurring by $11,500 for one-time Bus Card replacement. Sources and Uses by Category Budget Object RCharges For Services RMiscellaneous EPersonal Services ESupplies EServices FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 62,117 55,000 60,331 55,000 600 Total Sources $ 62,117.00 $ 55,000.00 $ 60,331.00 $ 55,600.00 3,296,503 3,415,116 3,525,416 3,596,414 48,350 47,659 58,528 59,159 722,095 1,096,684 891,120 4,427,564 Total Uses $ 4,066,948 $ 4,559,459 $ 4,475,064 $ 8,083,137 Total Regular FTE 46.00. 47.00. 46.00. 47.00. 234 Department Budget Summary Human Resources Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 Actual Program Indirect Support Payroll and Records Mgmt 62,117 Total Sources $ 62,117 Employee and Management Rlt 1,091,635 Employee Compensation 651,331 Employment Services 673,763 General Overhead 59,571 Indirect Support 326,149 Information Technology Payroll and Records Mgmt 1,204,890 59,609 Total Uses $ 4,066,948 235 FY 2017 Revised 55,000 $ 55,000 1,291,036 737,343 765,883 60,438 338,259 1,287,302 79,198 $ 4,559,459 FY 2017 Forecast 60,331 $ 60,331 1,383,258 666,135 737,351 71,245 386,605 1,157,045 73,425 $ 4,475,064 FY 2018 Adopted 600 55,000 $ 55,600 2,337,706 579,725 811,737 93,780 549,522 2,478,995 1,155,317 76,355 $ 8,083,137 Department Budget Summary Human Resources Maricopa County FY 2018 Adopted Budget Key Program Results FY 2016 Actual Measure Description FY 2017 FY 2017 FY 2018 Revised Forecast Adopted The purpose of the Diversity and Inclusion Program* is to provide diversity training, education & information services to Maricopa County employees so they can work collaboratively, cooperatively and productively in an environment that respects the different cultures, backgrounds, beliefs and abilities of the citizens we serve. Number of diversity and inclusion classes requested. 44 40 40 40 Number of participants who indicate that their knowledge, 74 190 190 190 understanding and/or awareness increased. The purpose of Employee and Management Relations Program* is to provide organizational development services, competency-based training, and strategic interventions to all County departments so they can retain a productive and professional workforce. Number of unemployment claim responses provided. 397 568 568 568 Number of complaints that warrant investigation. 14 16 16 16 The purpose of Employment Services Program* is to provide professional recruitment and career advancement consulting services to Maricopa County departments and their employees so they can interview, select and retain qualified and diverse workforce. Number of qualified candidates referred to departments. 54, 287 38, 143 37, 500 37, 500 Number of customers reporting satisfied or very satisfied with the 126 128 128 128 quality of candidates referred to departments by the Employment Services Division. The purpose of Payroll & Records Management Program* is to provide centralized payroll and records management services to County departments and employees so they can have accurately maintained records and be pai d accurately. Number of paychecks required. 371, 909 370, 256 370, 256 370, 256 Number of paychecks accurately processed. 371, 428 370, 256 370, 256 370, 256 The purpose of Employment Compensation Program* is to provide strategic compensation services to the Board of Supervisors and Maricopa County departments so they can recruit and retain a qualified workforce, incentivize employees to provide the best possible customer service to the citizens of Maricopa County, and have the tools necessary to comply with state and federal laws pertaining to compensation for employees. Number of critical recruitment and retention salary adjustments 132 112 112 112 reviewed. Number of surveyed employees voluntarily terminating employment 216 216 216 216 with Maricopa County because of pay. * Mandated Additional detail on the Human Resources budget 236 Department Budget Summary Human Services Maricopa County FY 2018 Adopted Budget Human Services Mission The mission of the Human Services Department is to provide and coordinate essential support and social services to vulnerable populations so they can have enhanced economic, education, and social opportunities and to strengthen communities. Strategic Goals Department Specific By the end of FY 2018, 85% of clients will be satisfied or very satisfied with services received as measured by responses in the Annual Customer Satisfaction Survey. Status: The Human Services Department (HSD) is implementing a new Customer Satisfaction Survey in FY 2017. It is expected that annual results will be available at the end of FY 2018. Department Specific By the end of FY 2018, Maricopa County Human Services Department will provide greater opportunities for low-income individuals and families by increasing a variety of funding sources, including private and in-kind resources, by 10%. Status: This goal was accomplished in FY 2015. The Department continues to obtain new grant funding to serve the vulnerable populations of Maricopa County. Budget Highlights • Increase General Fund Non Recurring by $325,643 for three years of funding for homelessness coordination. Sources and Uses by Category Budget Object RIntergovernmental RMiscellaneous EPersonal Services ESupplies EServices EOther Financing Uses ECapital Outlay FY 2017 FY 2017 FY 2018 Revised Forecast Adopted 55,370,530 57,702,576 57,625,048 51,157,815 1,678,372 26,489 (4,419) 28,336 Total Sources $ 57,048,902 $ 57,729,065 $ 57,620,629 $ 51,186,151 20,048,147 23,323,437 19,474,459 21,917,300 2,148,940 1,227,170 1,020,798 850,909 38,445,830 35,531,564 35,833,292 30,997,895 6,602 6,602 6,602 6,602 602,022 24,000 236,262 Total Uses $ 61,251,541 $ 60,112,773 $ 56,571,413 $ 53,772,706 Total Regular FTE 452.50. 359.00. 357.00. 358.00. FY 2016 Actual 237 Department Budget Summary Human Services Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Child Dev and Early Childhd Ed Community Development Community Services General Overhead Indirect Support Information Technology Workforce Development Total Sources Child Dev and Early Childhd Ed Community Development Community Services General Overhead Indirect Support Information Technology Workforce Development Total Uses FY 2016 Actual 24,720,141 9,515,798 6,366,688 5,702,830 3,771,314 6,972,131 $57,048,902 25,664,254 10,709,109 8,771,112 2,222,074 805,617 363,758 12,715,617 $61,251,541 238 FY 2017 Revised 24,635,120 11,147,274 6,405,831 4,703,324 13,837,516 $60,729,065 24,635,122 11,147,274 8,769,967 2,545,082 1,696,399 481,413 13,837,516 $63,112,773 FY 2017 Forecast 16,625,484 7,794,688 6,483,882 3,412,491 4,937,528 483,397 17,883,159 $57,620,629 16,625,484 7,794,688 8,838,178 2,546,629 2,399,878 483,397 17,883,159 $56,571,413 FY 2018 Adopted 13,563,046 12,547,262 6,730,333 3,989,452 14,356,058 $51,186,151 13,563,046 12,547,262 9,316,888 2,496,351 1,089,812 403,289 14,356,058 $53,772,706 Department Budget Summary Human Services Maricopa County FY 2018 Adopted Budget Key Program Measures FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted The purpose of the Community Development Program is to provide community development improvements, affordable housing investment, homeless assistance through shelter operations and housing, and energy-efficient housing opportunities to Maricopa County residents, Maricopa Urban County communities (10 cities/towns and unincorporated Maricopa County), Consortium members (8 towns/cities and Maricopa Urban County), and nonprofit agencies so they can empower low-, moderate-, and middle-income residents to develop viable communities, preserve and expand suitable housing, and stabilize neighborhoods. Percent of CDBG-funded public infrastructure projects 18.8% 75.0% 75.0% 75.0% completed. Number of eligible public infrastructure projects completed 3 6 6 6 with CDBG funds. The purpose of the Community Services Program is to provide administrative coordination of community services to a network of neighborhood-based organizations so they can provide social and economic assistance to address the basic needs of low-income and below-poverty families. Percent of households in Housing Authority of Maricopa 35.3% 75.0% 75.0% 75.0% County (HAMC) properties receiving case management services that reach at least a "5/Safe" on the HSD SelfSufficiency Matrix Income or Employment domain. Number of households in HMAC properites that received 91 60 60 60 Famil Self-Sufficiency case management services. The purpose of the Child Development and Early Childhood Education Program is to provide child development and early childhood education services to children 0-5 with the greatest need (based on Head Start standards) and their families so they can achieve school readiness and family stability. Percent of 4-5 year old children who are considered school 81.9% 90.9% 90.9% 90.9% ready according to the program's assessment system at the end of the school year. Total number of families enrolled in the program. 9,218 5,000 5,000 5,000 Key Program Measures Continued FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted The purpose of the Workforce Development Program is to provide quality career guidance, career development, work skills and technical training along with other resources to job seekers, youth, and the incumbent workforce so they can gain the competitive edge through employment opportunities. Percent of customers enrolled in Workforce Innovation and N/A 85.0% 85.0% 85.0% Opportunity Act program that entered employment. Number of customers enrolled in Workforce Innovation and N/A 2,400 2,400 2,400 Opportunity Act program. * Mandated Additional detail on the Human Services budget 239 Maricopa County FY 2018 Adopted Budget Department Budget Summary Integrated Criminal Justice Information System Integrated Criminal Justice Information System Mission The mission of Integrated Criminal Justice Information System (ICJIS) is to provide automated systems and information technology expertise that promotes efficient sharing of criminal justice information to criminal justice agencies and ot her County agencies so they can efficiently protect public and o fficer safety. Strategic Goals Department Specific By July 2019, ICJIS infrastructure, processes, and staff expertise will be used to expand electronic data exchanges so that at least 20% of all data integration will involve non-criminal justice county department data. Status: As of January 2017, ICJIS is working with stakeholders and especially the Office of Enterprise Technology and the Budget Office to assess any opportunities to create data exchanges for non-criminal justice departments. Department Specific By July 2017, ICJIS will be able to support 100% of the continuously increasing number of required operational transactions and data exchanges and provide appropriate and necessary monitoring, alerts, notification, change management and post mortem analysis to ICJIS users on existing data exchanges. Status: ICJIS has increased the level of monitoring and alerting for electronic data exchanges. ICJIS stakeholder agencies are involved in prioritizing data exchanges that are monitored and are also cooperating in the methods for alerting key staff. Budget Highlights • • Increase Internal Service Charges by $6,067 for the impact of the changes in the base level telecommunication charges. Decrease Internal Service Charges by $1,052 for the impact of the changes in risk management charges. Sources and Uses by Category Budget Object Personal Services Supplies Services FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 959,716 974,225 952,244 954,207 78,315 15,139 7,233 28,416 602,117 707,644 720,561 717,705 Total Uses $ 1,640,148 $ 1,697,008 $ 1,680,038 $ 1,700,328 Total Regular FTE 6.00. 6.00. 6.00. 6.00. 240 Department Budget Summary Integrated Criminal Justice Information System Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program EElectronic Data Excahnge General Overhead Indirect Support FY 2016 Actual 1,584,442 46,622 9,084 Total Uses $ 1,640,148 FY 2017 Revised 1,629,496 53,570 13,942 $ 1,697,008 FY 2017 Forecast 1,649,789 24,439 5,810 $ 1,680,038 FY 2018 Adopted 1,641,743 58,585 $ 1,700,328 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Electronic Data Exchange Program is to provide reliable online electronic information to criminal justice stakeholders so they can have timely, accurate, and complete information to efficiently make decisions to protect public and officer safety. Percent of time electronic data exchanges are available online. Amount of time (minutes) in which electronic data exchanges are available online. 99.98% 99.50% 97.7% 99.7% 22, 658,224 22, 299,940 23, 940,381 24, 618,628 Additional detail on the Integrated Criminal Justice Information System budget 241 Department Budget Summary Internal Audit Maricopa County FY 2018 Adopted Budget Internal Audit Mission The mission of Internal Audit is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Strategic Goals By September 2020, Internal Audit will maintain a 100% customer satisfaction Fiscal Strength and rating from our primary customers, the Board of Supervisors, so they can Responsibility ensure Maricopa County government is accountable to its citizens. Status: Internal Audit received a 100% customer satisfaction rating in FY 2016. The Department is on track to maintain 100% in FY 2017. By September 2021, Internal Audit will maintain a 100% completion rate on the Fiscal Strength and Board of Supervisors' approved Audit Plan and report this information to the Responsibility Board so they can ensure Maricopa County government is accountable to its citizens. Status: Internal Audit maintained a 100% completion rate in FY 2016. The Department is on track to maintain 100% in FY 2017. Budget Highlights • The Outside Audit Firms appropriation was reallocated from Non Departmental to Internal Audit. Sources and Uses by Category Budget Object EPersonal Services ESupplies EServices FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 1,744,038 1,850,846 1,827,741 1,845,986 4,306 4,543 8,324 14,375 94,312 69,100 65,917 391,655 Total Uses $ 1,842,656 $ 1,924,489 $ 1,901,982 $ 2,252,016 Total Regular FTE 17.75. 19.01. 17.75. 17.95. Sources and Uses by Program Program EGeneral Overhead Indirect Support Internal Audit Services FY 2016 Actual 15,077 151,196 1,676,383 Total Uses $ 1,842,656 242 FY 2017 Revised 22,091 151,123 1,751,275 $ 1,924,489 FY 2017 Forecast 21,106 153,055 1,727,821 $ 1,901,982 FY 2018 Adopted 24,788 129,741 2,097,487 $ 2,252,016 Department Budget Summary Internal Audit Maricopa County FY 2018 Adopted Budget Key Program Results Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Internal Audit Services Program is to provide objective information on the County's system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County systems. Percent of audit reports completed within 180 days after fiscal yearend. Number of audit reports completed. * Mandated Additional detail on the Internal Audit budget 243 100.0% 26 100.0% 20 100.0% 20 100.0% 21 Department Budget Summary Justice Courts Maricopa County FY 2018 Adopted Budget Justice Courts Mission The Mission of the Justice Courts is to provide professional judicial services to court users so they can obtain timely and economical justice within their community. Strategic Goals Safe Communities By June 30, 2018, the Justice Courts will expand public access to the court system by electronic filing and other electronic case processing improvements which will be 100% available in all 26 Justice Courts. Status: Phase Two is estimated to begin in FY 2019 which will include electronic processing of criminal traffic and misdemeanor cases. Web based electronic filing is being developed for at least two case types, with the goal to include all case types. Safe Communities By June 30, 2018, the Justice Courts will provide timely, fair and impartial justice in case processing by resolving 98% of all court cases in compliance with established standards. Status: For FY 2017, court case filings have been down approximately 5% from the prior year. Case clearance rates for FY 2017 in the Justice Courts often exceed 100% (terminations divided by new filings), with an overall clearance rate of 97.8% through the first half of the fiscal year. Budget Highlights • • Increase the General Fund by $78,155 for Internal Service Charges. Increase Other Supplies and Services and Revenue in the Justice Court Special Revenue Fund (245) Operating by $134,233. Sources and Uses by Category Budget Object Charges For Services Fines and Forfeits Miscellaneous Personal Services Supplies Services FY 2017 FY 2017 FY 2018 Revised Forecast Adopted 11,361,115 11,162,974 11,244,753 11,245,253 10,068,617 9,288,401 9,235,729 9,238,396 558,763 653,305 601,699 601,033 Total Sources $ 21,988,495 $ 21,104,680 $ 21,082,181 $ 21,084,682 21,336,218 22,746,222 22,421,912 22,636,587 1,104,475 624,681 555,147 666,277 2,513,747 2,764,368 2,529,544 2,485,593 Total Uses $ 24,954,440 $ 26,135,271 $ 25,506,603 $ 25,788,457 Total Regular FTE 338.00. 340.00. 340.00. 340.00. FY 2016 Actual 244 Department Budget Summary Justice Courts Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Civil and Tax Justice Criminal Justice General Overhead Indirect Support Civil and Tax Justice Criminal Justice General Overhead Indirect Support Information Technology FY 2016 Actual 11,961,980 10,014,366 12,149 Total Sources $ 21,988,495 16,835,197 4,190,632 387,078 1,750,184 1,791,349 Total Uses $ 24,954,440 FY 2017 Revised 11,057,882 10,038,224 7,800 774 $ 21,104,680 17,705,770 4,557,260 565,500 2,115,976 1,190,765 $ 26,135,271 FY 2017 Forecast 11,660,520 9,412,162 9,499 $ 21,082,181 17,198,237 4,549,286 551,247 2,014,897 1,192,936 $ 25,506,603 FY 2018 Adopted 10,954,670 10,120,979 9,033 $ 21,084,682 13,687,091 3,911,324 4,516,981 2,003,792 1,669,269 $ 25,788,457 Key Program Measures FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted The purpose of the Civil Justice Program* is to resolve civil cases for litigants so that they are afforded timely and just legal resolutions. Percent of Civil Traffic cases resolved in 90 days. 97.7% 93.6% 93.6% 93.6% Number of Civil Traffic cases resolved. 116,483 111,099 111,099 111,099 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. Percent of Criminal Traffic cases resolved within 180 days. 78.1% 80.0% 78.3% 80.0% Number of Criminal Traffic cases resolved. 36,272 35,420 35,420 35,420 * Mandated Additional detail on the Justice Courts budget 245 Department Budget Summary Juvenile Probation Maricopa County FY 2018 Adopted Budget Juvenile Probation Mission The Mission of the Juvenile Probation Department is to provide access to evidence-based early intervention, supervision, treatment and secure care to youth and families so they can learn accountability and responsibility, and community safety is enhanced. Strategic Goals The Juvenile Probation Strategic Goals will be reviewed during the next strategic business plan process. Budget Highlights • • • Increase the General Fund by $295,467 due to an increase in retirement contributions, offset by a decrease in personnel of $328,687 from the deletion of 10 vacant positions. Increase the Detention Fund by $317,479 due to increased retirement rates. Increase the Detention Fund by $490,502 due to increased overtime related costs. Sources and Uses by Category FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Budget Object RIntergovernmental 3,347,282 3,928,587 3,595,075 4,114,308 RCharges For Services 433,639 461,571 293,780 404,791 RFines and Forfeits 2,771,333 2,415,647 2,291,926 2,180,864 RMiscellaneous 20,015 25,664 16,869 17,834 Other Financing Sources 15,000 Total Sources $ 6,572,269 $ 6,846,469 $ 6,197,650 $ 6,717,797 EPersonal Services 51,865,663 53,394,198 53,274,631 54,490,146 ESupplies 1,458,829 1,153,180 1,017,429 1,252,147 EServices 2,758,662 4,331,070 3,839,875 4,495,200 Other Financing Sources 15,000 ECapital Outlay 280,000 5,380 Total Uses $ 56,083,154 $ 59,173,448 $ 58,137,315 $ 60,237,493 Total Regular FTE 669.60. 668.60. 668.60. 658.60. 246 Department Budget Summary Juvenile Probation Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Community Supervision General Overhead Indirect Support Juvenile Court Diversion Juvenile Crime Prevention Juvenile Detention Juvenile Treatment Community Supervision General Overhead Indirect Support Information Technology Juvenile Court Diversion Juvenile Crime Prevention Juvenile Detention Juvenile Treatment FY 2016 Actual 244,791 2,633,145 4,956 2,301,342 467,593 349,852 570,590 Total Sources $ 6,572,269 $ 12,946,589 1,465,503 3,675,180 659,456 3,373,188 940,958 30,570,079 2,452,201 Total Uses $ 56,083,154 $ FY 2017 FY 2017 Revised Forecast 1,011,488 486,268 2,430,626 2,515,302 7,550 4,818 2,198,417 2,135,886 322,681 153,666 304,800 240,043 570,907 661,667 6,846,469 $ 6,197,650 $ 12,763,276 12,798,909 1,471,394 1,485,647 4,480,872 4,179,189 1,004,573 991,521 3,710,714 3,361,435 987,434 926,944 32,097,267 31,864,858 2,657,918 2,528,812 59,173,448 $ 58,137,315 $ FY 2018 Adopted 1,108,115 2,192,748 4,700 2,116,646 322,681 252,000 720,907 6,717,797 13,445,107 1,461,826 4,711,259 1,007,966 3,065,280 951,797 33,051,341 2,542,917 60,237,493 Key Program Measures FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted 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. Percent of Detention Alternative participants who do not 90.8% 89.5% 89.5% 89.5% receive a subsequent referral for delinquency while participating in a detention alternative. Number of juveniles receiving alternatives to detention 2, 461 2, 304 2, 304 2, 304 during the quarter. The purpose of the Juvenile Court Diversion Program is to provide structured formal court diversion opportunities to justice involved youth with diversion eligible offenses so they can complete consequences without formal court involvement. Percent of juveniles that completed Diversion 74.9% 72.7% 72.7% 72.7% successfully. Number of juveniles that completed Diversion during the 5, 562 5, 000 5, 000 5, 000 reporting period. The purpose of the Juvenile Crime Prevention Program is to provide crime prevention programs and educational opportunities to youth in Maricopa County so they can increase knowledge about the law and reduce their risk of formal court involvement. Percent of youth who attended law related education that 99.3% 100.0% 100.0% 100.0% report an increased awareness of the legal system (survey results). Number of Law Related Education Hours delivered. 710 754 754 754 247 Department Budget Summary Juvenile Probation Maricopa County FY 2018 Adopted Budget Key Program Measures Continued FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Continued Actual Revised Forecast Adopted The purpose of the Community Supervision Program* is to provide appropriate levels of community supervision to adjudicated juveniles who have been placed on probation so they can become law abiding members of the community. Percent of juveniles who did not reoffend with a new 86.8% 87.9% 87.9% 87.5% delinquent referral within the quarter while supervised under Standard Supervision. Total juveniles supervised on Standard Supervision during 8, 846 8, 043 8, 043 8, 125 the quarter. 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. Percent of youth who did not reoffend with a new 98.7% 98.9% 98.9% 98.9% delinquent referral within the quarter. Number of Youth supervised while placed in Out of Home 844 895 895 895 therapeutic treatment and aftercare during the quarter. * Mandated Additional detail on the Juvenile Probation budget 248 Department Budget Summary Medical Examiner Maricopa County FY 2018 Adopted Budget Medical Examiner Mission The Mission of the Medical Examiner is to provide professional medicolegal death investigations of individuals dying under statutorily defined circumstances, the results of which are communicated independently to relevant agencies, industries, and members of the public so they can receive accurate, timely, and effective communications that enhance the public’s safety and health. Strategic Goals Government Operations By June 30, 2018, the Office of the Medical Examiner will ensure that 100% of all forensic practitioners in the department have certification and licensure. Status: Ten of the eleven filled Medical Examiners are certified in Forensic Pathology. The Forensic Anthropologist and Odonatologists are certified and licensed. The Department received provisional accreditation from the National Association of Medical Examiners (NAME). Government Operations By June 30, 2018, the Office of the Medical Examiner will issue 90% of Medical Examiner Reports within 90 calendar days. Status: The Medical Examiner’s Office is currently completing 63.7% of reports within 90 days. The Department anticipates improvement as they recruit and hire Medical Examiner positions received in FY 2017 and FY 2018. Budget Highlights • • • • The personnel budget increased by $412,310 for two additional Medical Examiners and a Deputy Chief Toxicologist. Lab services increased by $46,000. The transport services outside contract increased by $60,000. Funding was appropriated in the amount of $100,000 for an outside lab pilot program. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RMiscellaneous EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 7,785 19,488 49,488 50,000 412,842 385,730 404,503 415,000 44 Total Sources $ 420,627 $ 405,218 $ 454,035 $ 465,000 7,408,779 8,818,358 8,830,016 9,622,516 445,177 465,109 372,776 525,299 825,521 1,059,603 1,019,721 1,378,487 77,116 364,309 224,629 170,680 Total Uses $ 8,756,593 $ 10,707,379 $ 10,447,142 $ 11,696,982 100.00. Total Regular FTE 89.50. 97.00. 96.00. 249 Department Budget Summary Medical Examiner Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program General Overhead Medical Examiners General Overhead Indirect Support Information Technology Medical Examiners FY 2017 FY 2016 Revised Actual (1,808) 422,435 405,218 Total Sources $ 420,627 $ 405,218 248,513 313,499 458,359 507,509 417,879 8,049,721 9,468,492 Total Uses $ 8,756,593 $ 10,707,379 FY 2017 Forecast 44 453,991 $ 454,035 303,972 494,691 224,629 9,423,850 $ 10,447,142 FY 2018 Adopted 465,000 $ 465,000 365,713 597,099 193,250 10,540,920 $ 11,696,982 Key Program Results Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Medical Examiners Program* is to provide professional medicolegal death investigations of individuals dying under statutorily defined circumstances, the results of which are communicated independently to relevant agencies, industries, and members of the public so they can receive accurate, timely, and effective communications that enhance the public's safety and health. Percent of case reports completed (available for public release) within 90 days. Number of medical examinations completed. * Mandated Additional detail on the Medical Examiner budget 250 72.4% 62.9% 62.9% 65.0% 4, 301 4, 634 4, 634 4, 704 Department Budget Summary Parks and Recreation Maricopa County FY 2018 Adopted Budget Parks and Recreation Mission The mission of the Parks and Recreation Department is to provide through responsible stewardship, the highest quality parks, trails, programs, services, and experiences to energize visitors so they can become life-long users and advocates. Strategic Goals By FY 2020, decrease unplanned downtime of Maricopa County park facilities Safe Communities and other visitor amenities by 10 percent over FY 2015. Status: Parks continues to focus on preventative maintenance and continues funding major repair/remodel projects to address aging amenities and infrastructure in order to remain on track to meet this goal. Department Specific By the end of FY 2020, increase the number of park users by 10% over FY 2015 to expose more of the regional population to nature and inspire an appreciation for the Sonoran Desert and natural open spaces. Status: Comparing September to December from 2015 and 2016, Parks is demonstrating an average 5% increase in attendance and with a new visitor tracking procedure the department is on track to reach this goal by FY 2020. Budget Highlights • • Increase operating revenues by $415,657 across entire department. Increase one time funding by $2,018,713 for repairs, maintenance, and upgrades of multiple parks, facilities, and trails. Sources and Uses by Category FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Budget Object Intergovernmental 1,435 48,828 23,560 Charges For Services 6,390,645 6,011,356 6,860,537 8,341,197 Fines and Forfeits 2,076 4,943 658 Miscellaneous 2,333,871 2,378,557 2,135,994 445,756 Other Financing Sources 1,206,199 1,106,199 Total Sources $ 8,728,027 $ 9,601,055 $ 10,152,216 $ 8,810,513 Personal Services 5,032,024 5,234,854 5,208,609 5,522,861 Supplies 704,228 1,105,108 1,046,579 976,436 Services 3,913,769 4,462,703 4,272,153 3,467,910 Other Financing Uses 1,034,475 1,034,475 Capital Outlay 647,813 1,860,988 1,333,037 1,759,367 Total Uses $ 10,297,834 $ 13,698,128 $ 12,894,853 $ 11,726,574 Total Regular FTE 76.75. 81.50. 81.50. 81.50. 251 Department Budget Summary Parks and Recreation Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Program General Overhead 24,339 29,102 64,374 24,997 Indirect Support 57 163 113 Park Education and Recreation 8,411,880 8,597,675 9,162,363 8,436,456 Park Support 291,751 974,115 925,366 349,060 Total Sources $ 8,728,027 $ 9,601,055 $ 10,152,216 $ 8,810,513 General Overhead 1,116,176 930,432 955,685 998,277 Indirect Support 577,355 660,620 671,663 880,965 Information Technology 92,875 283,937 168,513 173,152 Park Education and Recreation 3,654,465 4,732,570 4,681,083 3,986,977 Park Support 4,856,963 7,090,569 6,417,909 5,687,203 Total Uses $ 10,297,834 $ 13,698,128 $ 12,894,853 $ 11,726,574 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Park Education and Recreation Program is to provide natural and cultural resource interpretation and unique recreation facilities and opportunities to individuals and groups so they can appreciate and enjoy the natural and cultural environment and have a healthy and exhilarating outdoor experience. Percent change in interpretive programs provided over 94.5% 100.0% 84.5% 108.5% previous year. Number of interpretive programs provided. 3, 557 3, 763 3, 007 3, 264 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. Percent of all major health and safety maintenance 83.7% 89.6% 100.0% 100.0% projects completed. Number of major health and safety projects completed. 72 267 60 120 Additional detail on the Parks and Recreation budget 252 Department Budget Summary Planning and Development Maricopa County FY 2018 Adopted Budget Planning and Development Mission The mission of the Planning and D evelopment Department is to provide planning and dev elopment services in a safe and timely fashion to constituents of unincorporated Maricopa County so they can responsibly develop and enjoy real property. Strategic Goals Regional Services By July 1, 2018, 85% of applications' turnaround time will be at 2010 levels. Regional Services By July 1, 2018, an electronic plan review system will be implemented, allowing the citizens of Maricopa County to submit building, zoning and drainage plans electronically for review. Status: The applications’ turnaround time reduction plan is in progress and work continues on implementing business practices and strategies in an effort to reduce review timeframes. Status: Phase I of the electronic plan review system was implemented in early March 2017, with the full implementation to be completed by July 2018. Budget Highlights • • • Increase License and Permits revenue by $1,913,915 in the Planning and Development Fee Fund. Increase Personnel Savings by $55,678, from 4.5% to 5.5%. Appropriate one-time funding in the amount of $678,716 for information technology projects, six replacement trucks, one new additional vehicle and front counter renovations. Sources and Uses by Category Budget Object RLicenses & Permits RCharges For Services RFines and Forfeits RMiscellaneous EPersonal Services ESupplies EServices EOther Financing Uses ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 6,242,723 3,923,952 4,667,322 4,865,265 6,242,748 4,031,300 4,606,525 4,997,850 15,150 18,948 58,700 15,000 61,550 36,000 52,498 46,000 Total Sources $ 12,562,171 $ 8,010,200 $ 9,385,045 $ 9,924,115 6,500,997 6,848,419 7,003,892 7,012,972 257,871 268,266 242,722 134,570 2,776,023 2,616,749 1,731,556 2,620,150 5,070 5,070 5,070 5,070 158,179 263,549 263,549 230,792 Total Uses $ 9,698,140 $ 10,002,053 $ 9,246,789 $ 10,003,554 Total Regular FTE 84.00. 87.60. 83.60. 87.60. 253 Department Budget Summary Planning and Development Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Indirect Support One Stop Shop General Overhead Indirect Support One Stop Shop FY 2016 FY 2017 Actual Revised 66,300 40,500 12,495,871 7,969,700 Total Sources $ 12,562,171 $ 8,010,200 707,102 557,104 2,130,367 2,329,971 6,860,671 7,114,978 Total Uses $ 9,698,140 $ 10,002,053 FY 2017 FY 2018 Forecast Adopted 57,398 49,750 9,327,647 9,874,365 $ 9,385,045 $ 9,924,115 557,604 599,193 1,993,234 2,691,514 6,695,951 6,712,847 $ 9,246,789 $ 10,003,554 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 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. N/A 90.4% 84.4% 87.0% Percent of customers who receive service within 30 minutes. Number of customers requesting service at the One Stop N/A 10, 040 10, 645 16, 000 Shop Counter. * Mandated Additional detail on the Planning and Development budget 254 Department Budget Summary Procurement Services Maricopa County FY 2018 Adopted Budget Procurement Services Mission The mission of Procurement Services is to provide innovative, cost-effective, and quality services to County Agencies through a strategic and systematic approach to procurement so they can get the right product at the right time at the right price. Strategic Goals Department Specific By FY 2018, achieve an annual customer satisfaction score of 90% or greater as measured through the annual customer satisfaction survey issued by Procurement Services. Status: The Department has been di ligently working to rebrand themselves as a strategic partner and a gency resource. They will reevaluate during the FY 2019 Strategic Business Plan update process. Budget Highlights • • • • The Printing Services activity was discontinued in FY 2017 and t he Reprographics shop was closed. T his resulted in the decrease of $739,834 in operating revenue and expenses for the Office of Procurement Services as well as a reduction in 9.4 FTE. The negative ending fund balance in the Reprographics fund will be compensated by a N on Recurring revenue transfer from the General Fund in the amount of $188,750. Increase General Fund by $14,148 for the loss of allocation to Fund 673 for personnel. Three FTE positions dedicated to the Enterprise Resource Planning project are also eliminated in FY 2018 as that project has concluded. Sources and Uses by Category FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 655,199 739,834 21,744 983,201 761,000 776,778 761,000 188,570 Total Sources $ 1,638,400 $ 1,500,834 $ 798,522 $ 949,570 2,677,618 2,608,039 2,401,344 2,192,345 154,002 210,233 78,804 86,000 309,930 491,144 321,986 225,568 Total Uses $ 3,141,550 $ 3,309,416 $ 2,802,134 $ 2,503,913 Total Regular FTE 38.90. 26.50. 29.50. 26.50. Budget Object Charges For Services Miscellaneous Other Financing Sources Personal Services Supplies Services 255 Department Budget Summary Procurement Services Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program RPrinting Services Program Procurement Services EGeneral Overhead Indirect Support Printing Services Program Procurement Services Records Management FY 2016 Actual 655,199 983,201 Total Sources $ 1,638,400 106,439 175,146 618,627 2,188,518 52,820 Total Uses $ 3,141,550 FY 2017 Revised 739,834 761,000 $ 1,500,834 102,557 239,895 570,344 2,341,125 55,495 $ 3,309,416 FY 2017 Forecast 21,744 776,778 $ 798,522 64,969 119,487 305,452 2,257,205 55,021 $ 2,802,134 FY 2018 Adopted 188,570 761,000 $ 949,570 51,327 90,698 2,309,181 52,707 $ 2,503,913 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Procurement Services Program is to provide procurement services to County departments so they can continue to provide mission critical services to the general public. Percent of respondents indicating "very satisfied" or 63.6% 70.8% 70.8% 71.0% "satisfied" on the Procurement Customer Satisfaction Survey. Number of respondents indicating "very satisfied" or 89 17 17 20 "satisfied" on the Procurement Customer Satisfaction Survey The purpose of the Records Management Program is to provide guidance and direction to County agencies so they can serve the information needs of Maricopa County residents in compliance with state statute. Percent of requests for service fulfilled within 7 days. Number of requests for services. 62.5% 400 Additional detail on the Procurement Services budget 256 70.0% 500 70.0% 500 75.0% 450 Department Budget Summary Public Defense System Maricopa County FY 2018 Adopted Budget Public Defense System Mission The mission of the Public Defense System (PDS) is to furnish quality legal representation to indigent individuals assigned to us by the court so they will be pr ovided the benefit of the protection of their fundamental legal rights, as guaranteed to everyone. Strategic Goals Safe Communities By July 2019, 100% of capital trial and capital post-conviction relief cases that do not have representation conflicts will be assigned to staffed offices, thereby capitalizing on the management controls inherent in those offices and ultimately resulting in improved quality control for clients and improved cost control for citizens. Status: Three cases have been assigned to the Office of Contract Counsel YTD in FY 2017 due to capacity limitations in the staffed offices. Cases assigned to PDS that require treatment as capital have increased notably this year. Safe Communities By July 2019, 80% or more of all clients in non-capital and non-dependency cases will be represented by attorneys in the staffed offices (in the areas in which the various offices practice), thereby capitalizing on the management controls inherent in those offices and ultimately resulting in improved quality control for clients and improved cost control for citizens. Status: Public Defense System currently projects that this goal will be met in FY 2017. However, the growth anticipated for FY 2018 may not be possible (or even financially beneficial) to handle in a staffed office. Safe Communities By July 2019, 25% or more of all dependency matters (one child and one parent) will be represented by attorneys in the staffed offices (in the areas in which the various offices practice), thereby capitalizing on the management controls inherent in those offices and ultimately resulting in improved quality control for clients and improved cost control for citizens. Status: Public Defense System currently projects that this goal will be met in FY 2017. However, the growth anticipated for FY 2017 may not be possible (or even financially beneficial) to handle in a staffed office. Budget Highlights • • • Budget includes seven new positions for case growth totaling $521,322. Increase Internal Service Charges in Fund 100 by $125,215 for the impact of the changes in base telecommunication charges. Increase Internal Service Charges in Fund 100 by $12,170 for the impact of the changes in risk management charges. 257 Department Budget Summary Public Defense System Maricopa County FY 2018 Adopted Budget Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RMiscellaneous EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 622,619 544,624 569,554 468,468 1,007,746 875,255 862,350 910,233 30,703 23,630 17,786 15,540 Total Sources $ 1,661,068 $ 1,443,509 $ 1,449,690 $ 1,394,241 71,312,517 74,606,595 74,406,133 75,384,370 939,541 688,188 447,611 472,485 48,580,180 58,324,172 51,739,289 56,240,800 630,925 Total Uses $ 121,463,163 $ 133,618,955 $ 126,593,033 $ 132,097,655 831.78. 855.88. 850.58. 858.88. Total Regular FTE Sources and Uses by Program and Activity FY 2016 FY 2017 Actual Revised Program Adult Criminal Representation 1,140,004 1,063,965 General Overhead (11,294) Indirect Support 400,863 378,498 Information Technology 131,495 1,046 Total Sources $ 1,661,068 $ 1,443,509 Adult Civil Representation 4,059,789 4,594,465 Adult Criminal Representation 75,638,851 80,984,014 General Overhead 1,981,801 2,352,981 Indigent Rep Support Svcs 1,575,806 1,800,685 Indirect Support 8,772,235 9,845,445 Information Technology 634,002 671,629 Juvenile Representation 28,800,679 33,369,736 Total Uses $ 121,463,163 $ 133,618,955 258 FY 2017 Forecast 1,112,277 336,367 1,046 $ 1,449,690 4,742,953 77,253,537 2,432,339 1,317,855 9,211,579 421,383 31,213,387 $ 126,593,033 FY 2018 Adopted 1,074,432 285,490 34,319 $ 1,394,241 5,424,110 81,335,972 2,464,008 1,322,127 9,954,003 569,437 31,027,998 $ 132,097,655 Department Budget Summary Public Defense System Maricopa County FY 2018 Adopted Budget Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 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. Percent of Adult Guardian Ad Litem cases in which court rules in conformity with position advocated. 99.1% 98.9% 98.9% 98.3% Number of Adult Guardian Ad Litem court rulings. 1,301 1,434 1,434 1,506 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. Percent of capital cases with disposition less than capital. Number of capital cases resolved to conclusion. 83.3% 89.3% 89.3% 86.5% 18 28 28 37 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. Percent of juvenile probation cases with disposition other than sentenced to Arizona Department of Juvenile Corrections. 71.7% 71.3% 71.3% 71.9% Number of juvenile probation cases resolved to 1,095 1,016 1,016 988 conclusion. * Mandated Additional detail on the Public Defense System budget 259 Department Budget Summary Public Fiduciary Maricopa County FY 2018 Adopted Budget Public Fiduciary 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 well-being are protected. Strategic Goals Department Specific By July 2019, 80% of appointed estate administration and guardianship administration cases will be stabilized within 18 months to ensure vulnerable persons’ estates and well-beings are protected. Status: Currently the department is on target to achieve approximately 94.4%, based on the first half of FY 2017. Department Specific By July 2019, 90% of guardianship intake referral investigations will be completed within 90 days of written referral to ensure vulnerable persons’ estates and well beings are protected. Status: Currently the department is on target to achieve approximately 62.2%, based on the first half of FY 2017. Budget Highlights • • • Personnel reductions of $12,354 due to reduction of overtime and standby pay. Increase Internal Services Charges by $9,774 for the impact of changes in base telecommunication charges. Increase Internal Services Charges by $13,906 for the impact of changes in risk management charges. Sources and Uses by Category Budget Object RCharges For Services EPersonal Services ESupplies EServices FY 2017 FY 2016 FY 2017 FY 2018 Forecast Actual Revised Adopted 1,101,630 1,200,871 1,421,507 1,200,871 Total Sources $ 1,101,630 $ 1,200,871 $ 1,421,507 $ 1,200,871 2,618,070 3,407,658 3,326,282 3,395,816 82,564 26,882 21,432 10,524 527,198 471,031 520,846 522,948 Total Uses $ 3,227,832 $ 3,905,571 $ 3,868,560 $ 3,929,288 Total Regular FTE 48.00. 48.00. 48.00. 48.00. 260 Department Budget Summary Public Fiduciary Maricopa County FY 2018 Adopted Budget Sources and Uses by Program and Activity Program Burial Services Fiduciary Services Burial Services Fiduciary Services General Overhead Indirect Support FY 2016 Actual 40,038 1,061,592 Total Sources $ 1,101,630 274,264 2,235,554 215,730 502,284 Total Uses $ 3,227,832 FY 2017 Revised 61,816 1,139,055 $ 1,200,871 300,545 2,919,064 226,553 459,409 $ 3,905,571 FY 2017 Forecast 46,057 1,375,450 $ 1,421,507 333,095 2,807,485 230,244 497,736 $ 3,868,560 FY 2018 Adopted 74,213 1,126,658 $ 1,200,871 341,677 2,909,077 250,340 428,194 $ 3,929,288 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the County Indigent Decedent Services Program* is to provide cost-effective burials or cremations to qualified indigent decedents so they can receive proper interment/cremation in a timely manner. Percentage of determinations for Indigent Burial/Cremation Service eligibility completed Within five business days of 88.1% 80.5% 99.7% 90.0% the referral application submission. Number of determinations for eligibility completed during 631 627 732 761 the time period. 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. Percentage of estate administration cases stabilized or 93.8% 88.2% 97.6% 97.6% closed within 18 months of referral. Number of estate administration cases stabilized or 292 204 252 252 closed. * Mandated Additional detail on the Public Fiduciary budget 261 Department Budget Summary Public Health Maricopa County FY 2018 Adopted Budget Public Health Mission The mission of the Department of Public Health is to provide leadership, resources, and services to Maricopa County residents and visitors so they can enjoy protection and promotion of their health. Strategic Goals Regional Services By June, 2018, obtain accreditation from the Public Health Accreditation Board. Status: MCDPH achieved full accreditation from PHAB on May 25, 2016. Budget Highlights • • Increase the Public Health Fee Fund (265) by $185,644 due to a decrease in personnel savings offset partially by a reduction in supplies and services resulting in a net increase of $155,003. The fund will receive additional revenue allowing the fund to main structural balance. Increase the Public Health Grant Fund (532) revenue and expenditures by $1,345,903 due to heightened grant funding. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RMiscellaneous ROther Financing Sources Total Sources EPersonal Services ESupplies EServices EOther Financing Uses ECapital Outlay Total Uses Total Regular FTE FY 2016 Actual 41,518,814 7,400,158 37,940 32,507 $48,989,419 38,170,069 4,269,132 17,246,622 32,507 104,158 $59,822,488 625.20 262 FY 2017 Revised 47,164,049 7,470,180 41,119 30,000 $54,705,348 43,281,172 4,578,701 19,585,672 30,000 6,000 $67,481,545 620.75 FY 2017 Forecast 41,878,649 7,060,874 26,837 30,118 $48,996,478 40,512,121 4,219,571 16,009,628 30,118 125,655 $60,897,093 621.75 FY 2018 Adopted 44,385,291 7,297,802 30,000 30,000 $51,743,093 42,196,294 3,950,136 18,081,392 30,000 11,089 $64,268,911 617.75 Department Budget Summary Public Health Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Clinic Support Services Court Compliance and Security Epi and Gen Disease Surveill Family Health General Overhead Healthcare For Homeless Immunization Services Indirect Support Infectious Disease Control Performance Improvement Promoting Healthy Lifestyles Pub Hlth Preparedness Response Ryan White Part A Services Tobacco Use Prevention Vital Registration Total Sources Behavioral Health Care Continuity Clinic Support Services Epi and Gen Disease Surveill Family Health General Overhead Healthcare For Homeless Immunization Services Indirect Support Infectious Disease Control Information Technology Performance Improvement Promoting Healthy Lifestyles Pub Hlth Preparedness Response Ryan White Part A Services Tobacco Use Prevention Vital Registration Total Uses FY 2016 Actual 84,269 191,887 9,249,919 (1,638,415) 3,086,679 2,232,253 4,736,384 3,563,977 404,934 14,809,353 2,611,388 1,579,328 3,435,204 4,642,259 $48,989,419 76,961 1,398,782 3,648,368 9,668,148 2,558,938 3,026,797 3,432,764 3,247,795 7,514,148 122,857 358,256 13,850,914 1,763,419 1,532,032 3,248,565 4,373,744 $59,822,488 263 FY 2017 Revised 203,949 1,143,962 10,214,862 30,000 3,880,454 3,318,356 871,760 4,578,922 363,460 15,849,814 3,867,027 2,259,870 3,924,909 4,198,003 $54,705,348 94,309 1,610,591 3,974,442 11,106,788 2,756,595 3,880,454 4,358,172 (656,332) 8,341,128 136,165 544,893 16,599,231 3,867,027 2,259,870 3,924,909 4,683,303 $67,481,545 FY 2017 Forecast 74,204 674,549 8,216,132 26,837 2,614,135 3,442,102 4,935,693 3,829,277 268,208 13,405,457 2,202,319 1,538,707 3,305,267 4,463,591 $48,996,478 88,207 956,118 3,450,574 9,389,691 2,909,095 2,614,135 4,673,232 3,572,259 7,390,185 79,848 411,859 13,679,192 2,202,319 1,538,707 3,305,267 4,636,405 $60,897,093 FY 2018 Adopted 103,909 1,377,864 8,747,042 30,000 3,128,541 3,040,958 5,860,492 3,823,959 309,806 12,605,704 2,641,357 1,294,558 4,078,903 4,700,000 $51,743,093 95,980 1,469,840 4,050,013 9,761,361 3,132,625 3,128,541 4,036,853 4,029,897 7,601,491 248,185 489,559 13,304,408 2,641,357 1,294,558 4,078,903 4,905,340 $64,268,911 Department Budget Summary Public Health Maricopa County FY 2018 Adopted Budget Key Program Measures FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted 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. 100.0% 100.0% 100.0% 100.0% Percent of disease reports completed within the appropriate time frame. Number of reports provided. 1,992 1,869 1,869 1,832 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. Percent of registrations provided with a wait time of 10 minutes 0.0% 87.0% 87.0% 87.0% or less. Number of registrations provided. 24,360 27,785 27,785 27,785 The purpose of the Childhood Immunizations Program* is to provide immunizations and education to eligible children and immunization providers so they can avoid the contracting and spreading of vaccine-preventable diseases among themselves or their clients. Percent of children 2-5 in child care who are up to date with 85.4% 90.0% 90.0% 90.0% immunizations. Number of immunizations provided. 113,016 120,400 120,400 126,522 The purpose of the Infectious Disease Control Program* is to provide identification, screening, treatment and education to clients with or suspected with identifiable communicable diseases so they can be disease free and avoid spreading them to uninfected individuals. Percent of patients newly diagnosed with latent TB infection 0.0% 52.3% 52.3% 56.3% who are contacts to an AFB smear-positive case and who complete treatment. Number of patients newly diagnosed with latent TB infection 31 31 32 who are contacts to an AFB smear-positive case and who start treatment. 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. Percent of inspected facilities in compliance. 72.3% 64.7% 64.7% 65.7% Number of inspections completed. 1,325 1,248 1,248 1,242 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. Percent of birth and death certificate copies provided within two 60.1% 62.0% 62.0% 61.8% working days. Number of certified copies of birth and death certificates 330,800 312,650 312,650 317,895 provided. 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. Percent of children needing sealants who receive them. 66.4% 57.9% 57.9% 61.6% Number of eligible children receiving sealants. 4,120 4,020 4,020 4,549 264 Department Budget Summary Public Health Maricopa County FY 2018 Adopted Budget Key Program Measures Continued FY 2016 Actual Measure Description FY 2017 Revised FY 2017 Forecast FY 2018 Adopted 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. Percent of patients with symptoms of a STD who received 0.0% 17.0% 17.0% 17.0% treatment for the STD. Number of clinic encounters. 11,695 11,695 11,355 The purpose of the Performance Improvement Program is to provide technical assistance to Maricopa County Department of Public Health program managers so they can increase program effectiveness as evidenced by successfully gaining accreditation. Percent of programs completing accreditation prerequisites. 100.0% 100.0% 100.0% 100.0% Number of technical assistance sessions provided. 11 10 10 10 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. Percent of clients who received nutrition education. 0.0% 30.0% 30.0% 30.0% Number of client encounters. 717,354 715,000 715,000 655,392 The purpose of the Public Health Preparedness and Response Program* is to provide preparedness plans, training, exercises and education to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Percent of exercise evaluations rated as good or excellent. 97.7% 100.0% 100.0% 100.0% Number of people trained. 1,844 1,970 1,970 1,844 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. Percent of clients enrolled for the entire plan year who had an initial or periodic exam in the plan year. Number of Ryan White clients receiving dental insurance. * Mandated Additional detail on the Public Health budget 265 92.2% 92.2% 92.2% 93.0% 1,166 850 850 850 Department Budget Summary Real Estate Maricopa County FY 2018 Adopted Budget Real Estate Mission The mission of Real Estate has not been es tablished as this is a new department for FY 2018. The department will complete a strategic plan in FY 2018. Strategic Goals Strategic Goals for Real Estate have not been established as this is a new department for FY 2018. The department will complete a strategic plan in FY 2018. Budget Highlights • Real Estate is a new department for FY 2018 and is 100% allocated out to other departments. Total expenditures of $2,757,501 net to zero each year. Sources and Uses by Category Budget Object Miscellaneous Personal Services Supplies Services FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 250,400 Total Sources $ $ $ $ 250,400 Total Uses $ $ $ $ 0.00. 0.00. 0.00. 30.00. Total Regular FTE Sources and Uses by Program Program RIndirect Support EIndirect Support FY 2016 Actual Total Sources $ Total Uses $ - FY 2017 Revised $ $ - FY 2017 Forecast $ $ - FY 2018 Adopted 250,400 $ 250,400 $ - Key Program Measures Program measures for Real Estate have not been established as this is a new department for FY 2018. The department will complete a strategic plan in FY 2018. The organizational management function for the Real Estate Department is structurally located in Facilities Management Fund (100). The administrative costs net to zero over the course of the year as the budget is ultimately allocated to The Flood Control District and Facilities Management. The total cost for this agency which is allocated out is $2,757,501. Additional detail on the Real Estate budget 266 Department Budget Summary Recorder Maricopa County FY 2018 Adopted Budget Recorder Mission The mission of the Recorder’s Office is to maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording for the public so that any member of the public can readily access the information to conduct their personal and business activities with the assurance that, where appropriate, privacy will be protected and that their transactions were executed in accordance with the law. Strategic Goals Regional Services By December 2020, 20% of the Recorder services that are available on the kiosk will be from other County departments. Status: The Recorder’s Office currently has eight operating kiosks in libraries across the valley. T hese kiosks are available for use by Air Quality and E nvironmental Services, which at this time are collaborating on technical issues with the Office of Enterprise Technology. Budget Highlights • • • • • Increase funding by $193,691 due to reallocation of Administrative Support Staff to the Elections Office. Increase in personnel by $1,322,785 through movement of Voter Registration Activity to Recorder’s Office. Increase in personnel by $436,827 through movement of Community Outreach Activity to the Recorder’s Office. Increase in personnel by $398,748 through movement of GIS Activity to the Recorder’s Office. Increase in personnel by $504,885 through movement of Administrative Support Staff to the Recorder’s Office. Sources and Uses by Category FY 2016 Actual Budget Object RCharges For Services 12,891,167 RMiscellaneous 325,262 ROther Financing Sources Total Sources $ 13,216,429 $ EPersonal Services 3,923,948 ESupplies 1,136,714 EServices 1,308,694 ECapital Outlay 538,926 Total Uses $ 6,908,282 $ Total Regular FTE 57.00. 267 FY 2017 FY 2017 Revised Forecast 11,460,690 14,399,857 265,397 280,735 1,462,899 13,188,986 $ 14,680,592 $ 3,978,808 4,029,369 1,012,285 696,913 1,496,333 1,626,259 2,290,387 158,763 8,777,813 $ 6,511,304 $ 54.00. 57.00. FY 2018 Adopted 12,472,690 268,397 12,741,087 6,501,402 69,811 2,003,047 1,002,488 9,576,748 87.00. Department Budget Summary Recorder Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program Information Technology Recorder Elections Processing General Overhead Indirect Support Information Technology Pre Election Processing Recorder FY 2017 FY 2016 FY 2017 FY 2018 Revised Actual Forecast Adopted 3,558,613 5,255,589 3,867,313 3,807,690 9,657,816 7,933,397 10,813,279 8,933,397 Total Sources $ 13,216,429 $ 13,188,986 $ 14,680,592 $ 12,741,087 1,070,670 361,606 442,140 463,969 467,176 858,681 802,683 984,342 1,884,113 4,556,690 6,112,654 3,989,884 3,997,043 1,142,933 1,131,305 1,420,336 1,073,109 1,014,813 Total Uses $ 6,908,282 $ 8,777,813 $ 6,511,304 $ 9,576,748 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Recorder's Program* is to maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording for the public so that any member of the public can readily access the information to conduct their personal and business activities with the assurance that, where appropriate, privacy will be protected and their transactions were executed in accordance with the law. Percent of documents prepared for delivery within timeliness 100.0% 100.0% 100.0% 100.0% Number of documents prepared within timeliness standards. 154, 217 147, 651 120, 000 120, 000 * Mandated Additional detail on the County Recorder’s Office budget 268 Department Budget Summary Risk Management Maricopa County FY 2018 Adopted Budget Risk Management Mission The mission of Risk Management is to provide safety and l oss control programs, insurance, environmental and claims management services to the Board of Supervisors, Maricopa County departments, Districts, and Trust Members so they can reduce or eliminate loss. Strategic Goals Fiscal Strength and Responsibility By 2020, the Cost of Risk will be 2.0% or less of County expenditures. Department Specific The OSHA injury incident rate 3 year average for FY 2017 was 3.70. By 2020, the injury incident rate 3 year average will continue to be held below 4.00 based on industry standard calculation. Status: At the end of FY 2016, the cost of risk was 1.25%. Status: Not all County departments have reported their volunteer hours but they stay relatively consistent from year to year. A computation factor beyond the Safety Division’s control is the total county employee exposure hours, which is not fully accounted for regarding salaried employees. Budget Highlights • • • • • Increase Internal Service Charges and Miscellaneous revenues by $553,415, due to increased risk charges to departments. Increase Non Recurring Transfers In by $1,500,000 for the impact of claims exceeding departmental revenue. Funding will only be t ransferred from the General Fund to the Risk Management Fund on an as-needed basis. Increase Technology Services by $249,103 to replace critical software. Increase Personal Services by $57,980 to create a new Recycling Program position. Increase Risk Management Claims by $612,334, for higher claim volumes. Sources and Uses by Category FY 2016 FY 2017 Actual Revised Budget Object RCharges For Services 20,170,776 20,170,789 RMiscellaneous 850,609 400,000 ROther Financing Sources 3,517,901 Total Sources $ 21,021,385 $ 24,088,690 $ EPersonal Services 2,616,190 2,919,432 ESupplies 91,493 262,977 EServices 32,624,817 30,156,588 ECapital Outlay 29,724 Total Uses $ 35,362,224 $ 33,338,997 $ Total Regular FTE 32.25. 32.25. 269 FY 2017 FY 2018 Forecast Adopted 20,170,789 20,574,204 550,100 550,000 1,400,000 5,017,901 22,120,889 $ 26,142,105 2,865,610 2,974,679 270,272 526,500 29,158,341 30,823,180 20,000 40,000 32,314,223 $ 34,364,359 31.75. 32.75. Department Budget Summary Risk Management Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 FY 2017 Actual Revised Program Claims 19,221,827 20,739,747 Environmental Management 1,640,856 2,948,943 Indirect Support 158,702 400,000 Insurance and Coverage Total Sources $ 21,021,385 $ 24,088,690 $ Claims 1,122,233 19,299,674 Environmental Management 25,388,632 4,224,094 General Overhead 1,731,832 1,846,280 Indirect Support 848,215 877,208 Information Technology 38,669 96,497 Insurance and Coverage 5,479,857 5,980,517 Safety Management 752,786 1,014,727 Total Uses $ 35,362,224 $ 33,338,997 $ FY 2017 FY 2018 Forecast Adopted 19,000,649 23,075,655 2,957,780 2,916,450 151,787 150,000 10,673 22,120,889 $ 26,142,105 18,688,050 19,755,912 3,878,644 4,483,340 1,831,910 1,926,593 906,343 1,002,286 96,191 349,300 5,878,236 5,858,126 1,032,785 988,802 32,312,159 $ 34,364,359 Key Program Results Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Claims Management Program is to provide claims services to Maricopa County departments, districts, and Risk Trust members so they can reduce or manage the cost of claims and expenses. Percent of General Liability Claims Closed 61.6% 70.8% 70.8% 80.9% Number of General Liability Claims Closed 459 460 460 465 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. Percent of EL Claims Closed in the Fiscal Year 0.0% 33.3% 33.3% 0.0% Number of EL Claims Closed - 1 1 - The purpose of the Insurance and Coverages Program is to provide Administration of the Self-Insured Insurance Coverages Program to Maricopa County departments, districts, and Risk Trust members so they can protect assets through appropriate risk transfer, and risk retention. Percent of insurance policies purchased/renewed prior to 100.0% 100.0% 100.0% 100.0% effective date Number of insurance policies required/requested 23 24 24 24 The purpose of the Safety Management Program* is to provide innovatively developed safety programs to assist in meeting strategic goals of risk mitigation, loss reduction and compliance utilizing a variety of proven safety strategies reducing negative outcomes and increasing productivity to Maricopa County departments, districts and Risk Trust members so they can mitigate exposures and minimize preventable injuries/accidents. % of County employees not injured 97.6% 96.9% 96.9% 92.6% Number of county employees not injured 15, 832 12, 861 12, 861 12, 861 * Mandated Additional detail on the Risk Management budget 270 Department Budget Summary Sheriff Maricopa County FY 2018 Adopted Budget Sheriff Mission The mission of the Maricopa County Sheriff’s Office is to provide law enforcement, detention and crime prevention services to and in cooperation with the community so they can be safe and secure. Strategic Goals Department Specific By 2019, reduce Sheriff's Office voluntary turnover of Detention Officers by 2% from FY 2015 Detention voluntary turnover rate of 7.4% Status: An update regarding goal process is not presently available. A new Sheriff was elected in November 2016 and the new administration is currently assessing the alignment of its priorities with the existing Strategic Goals and plan. Department Specific By 2019, complete a prioritized sworn master plan that addresses space and infrastructure at patrol district sub-stations and other law enforcement activity support buildings. Status: An update regarding goal process is not presently available. A new Sheriff was elected in November 2016 and the new administration is currently assessing the alignment of its priorities with the existing Strategic Goals and plan. Budget Highlights • • • Increase retirement benefits by $3,801,602 in the General Fund and $2,056,470 in the Detention Fund due to the impact of the retirement contribution rate change. Increase overtime by $1,257,569 in the General Fund and $2,470,381 in the Detention Fund. Appropriate one-time funding for IT Storage, Mobile Data Computers, Servers and Tasers. Sources and Uses by Category Budget Object Licenses & Permits Intergovernmental Charges For Services Fines and Forfeits Miscellaneous Personal Services Supplies Services Other Financing Uses Capital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 74,000 103,059 136,965 81,500 7,638,372 8,405,076 7,663,458 8,886,222 51,391,524 51,135,788 49,921,673 46,964,846 2,306,976 2,992,000 3,081,117 3,532,214 1,002,187 355,684 377,436 354,273 Total Sources $ 62,413,059 $ 62,991,607 $ 61,180,649 $ 59,819,055 289,429,894 296,655,921 300,601,955 311,639,085 21,209,115 26,353,815 19,190,830 24,115,878 26,450,867 30,868,627 28,623,776 31,743,466 329,238 7,077,885 960,298 322,938 4,924,631 3,561,128 3,104,832 6,229,260 Total Uses $ 342,343,745 $ 364,517,376 $ 352,481,691 $ 374,050,627 Total Regular FTE 3874.60. 3827.60. 3828.60. 3810.60. 271 Department Budget Summary Sheriff Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 Actual Program Court Compliance and Security 693,221 Custody Management 38,884,382 Enf and Det Operation Resource 537,597 Enforcement 20,892,618 General Overhead 807,254 Indirect Support 597,987 Total Sources $ 62,413,059 Court Compliance and Security 26,297,735 Custody Management 160,486,462 Enf and Det Operation Resource 19,887,860 Enforcement 95,501,965 Facilities Operation and Maint 2,729,465 General Overhead 13,014,140 Indirect Support 15,065,431 Information Technology 9,360,687 Total Uses $ 342,343,745 FY 2017 Revised 818,246 38,882,466 406,776 22,879,857 4,262 $ 62,991,607 27,451,564 161,710,908 21,973,601 99,245,081 12,639,755 30,764,249 10,732,218 $ 364,517,376 FY 2017 Forecast 780,877 37,592,690 399,192 22,288,344 111,182 8,364 $ 61,180,649 26,791,187 160,924,944 19,918,775 99,538,138 409,758 12,752,628 22,688,560 9,457,701 $ 352,481,691 FY 2018 Adopted 800,820 34,102,055 514,997 24,363,682 37,501 $ 59,819,055 29,336,491 167,433,024 23,564,172 107,727,702 14,263,631 20,604,854 11,120,753 $ 374,050,627 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Court Compliance and Security Program* is to provide security in the courts, service of the court orders and documents, and transportation for extradited prisoners and inmates to the courts so they can receive the necessary support to continue with the judicial process. Percent of court transports where there are no incidents. Number of inmates transported to court. 99.7% 96.7% 96.2% 96.2% 129, 599 129, 720 128, 448 128, 106 The purpose of the Custody Management Program* is to provide a safe and secure detention environment to inmates assigned to Sheriff's custody so they can be safely, properly, and expeditiously processed through the system. Percent of inmates assigned to housing or released within 24 hours. 100.4% 100.0% 100.0% 100.0% Number of inmates assigned to housing or released. 97, 005 97, 024 97, 024 94, 516 The purpose of the Enforcement and Detention Operating Resources Program* is to provide comprehensive support services to Law Enforcement and Custody so they can meet goals and objectives efficiently and in compliance with legal standards by a qualified and productive workforce. Percent of academy participants that graduate. 91.3% 91.3% 91.3% 89.4% Total number of academy participants (detention and sworn). 241 241 241 246 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. Percent of Priority 1 calls repsonded to within 5 minutes or less. 49.4% 50.8% 49.2% 47.4% Number of Priority 1 calls repsonded to. 2, 924 3, 124 3, 023 2, 935 * Mandated Additional detail on the County Sheriff’s Office budget 272 Department Budget Summary Superior Court Maricopa County FY 2018 Adopted Budget Superior Court Mission The mission of the Superior Court is to provide equal justice under law to litigants, defendants, victims, and the public so that they can resolve disputes. Strategic Goals The Superior Court Strategic Goals will be reviewed during the next strategic business plan process. Budget Highlights • • Increase General Fund by $248,000 due to impact of equipment and software maintenance changes. Appropriate one-time funding for 2 Business Analysts equaling $178,000 and continued development of the Superior Court Case Management System (ICISng) in the amount of $1,700,000. Sources and Uses by Category FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Budget Object RIntergovernmental 1,519,497 3,508,965 3,233,714 2,611,293 RCharges For Services 15,568,119 15,341,911 15,029,116 15,390,725 RFines and Forfeits 1,996 1,901 2,130 617 RMiscellaneous 106,593 47,310 54,182 53,491 ROther Financing Sources 2,063,093 600,000 600,000 Total Sources $ 19,259,298 $ 19,500,087 $ 18,919,142 $ 18,056,126 EPersonal Services 84,855,115 86,503,655 85,058,656 89,988,862 ESupplies 3,833,672 4,441,701 3,947,794 2,012,869 EServices 13,888,456 13,435,141 14,153,978 13,330,196 EOther Financing Uses 2,063,093 225,000 225,000 195,000 ECapital Outlay 118,425 2,443,412 1,895,722 Total Uses $ 104,758,761 $ 107,048,909 $ 105,281,150 $ 105,526,927 Total Regular FTE 1253.10. 1263.10. 1261.10. 1260.10. 273 Department Budget Summary Superior Court Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Program Civil and Tax Justice 2,824,143 2,711,988 2,753,816 2,702,000 Court Operations Support 2,489,599 2,288,059 2,233,569 2,384,560 Criminal Justice 2,965,697 2,815,249 2,809,132 3,034,652 Family Adjudication 5,294,766 5,212,384 4,866,658 4,987,737 General Overhead (277,981) 3,226 175,681 Indirect Support 2,100,096 600,410 603,563 3,636 Information Technology 2,036,100 2,126,119 2,125,155 1,976,491 Juvenile Justice 1,406,489 3,349,652 2,941,925 2,571,850 Probate Mental Health Court 420,389 393,000 409,643 395,200 Total Sources $ 19,259,298 $ 19,500,087 $ 18,919,142 $ 18,056,126 Civil and Tax Justice 9,362,786 9,370,728 9,623,632 8,961,919 Court Operations Support 21,090,892 15,694,957 13,741,922 18,553,796 Criminal Justice 23,450,252 23,355,761 22,687,017 23,541,053 Family Adjudication 15,380,793 15,495,529 15,723,327 15,901,372 General Overhead 1,825,999 2,376,662 2,188,219 2,421,905 Indirect Support 7,258,320 10,194,520 9,884,402 8,585,416 Information Technology 9,483,174 11,386,752 11,509,375 9,024,247 Juvenile Justice 12,535,594 14,788,689 15,499,072 14,119,241 Probate Mental Health Court 4,370,951 4,385,311 4,424,184 4,417,978 Total Uses $ 104,758,761 $ 107,048,909 $ 105,281,150 $ 105,526,927 Key Program Results FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Actual Revised Forecast Adopted The purpose of the Civil and Tax Justice Program* is to provide resolutions in civil and tax cases to litigants so they can have fair and timely justice. Percent of Civil cases resolved within 18 months. 91.6% 90.6% 90.6% 90.9% Number of Civil cases resolved. 30, 398 28, 799 28, 799 28, 799 The purpose of the Court Operations Support Program* is to provide ancillary support services to defendants, justice partners, and the public so they can receive timely and just resolutions. Percent of people screened without incident. 98.1% 98.2% 98.2% 98.2% Number of people screened. 3,174,078 3,134,395 3,134,395 3,134,395 The purpose of the Criminal Justice Program* is to provide felony cases to defendants, victims, and the public so they can have timely and just legal resolutions. Percent of General Felony cases resolved within 180 69.1% 71.3% 71.3% 71.3% days. Number of General Felony cases resolved. 28, 408 28, 840 28, 840 28, 840 The purpose of the Family Adjudication Program* is to provide resolved pre-decree and post-decree cases to litigants so they can have timely and just legal resolutions. Percent of Pre-Decree Family Court cases resolved within 95.6% 95.8% 95.8% 95.8% 12 months. Number of Pre-Decree Family Court cases resolved. 35, 655 36, 501 36, 501 36, 501 274 Department Budget Summary Superior Court Maricopa County FY 2018 Adopted Budget FY 2016 FY 2017 FY 2017 FY 2018 Measure Description Continued Actual Revised Forecast Adopted The purpose of the Juvenile Justice Program* is to provide adjudicated dependency and delinquency matters to juveniles so they can have timely and just legal resolutions. Percent of preliminary protective hearings held within 7 88.4% 82.6% 82.6% 82.6% business days after removal from home. Number of preliminary protective hearings. 4, 102 6, 156 6, 156 6, 156 The purpose of the Probate and Mental Health Court Program* is to provide resolved probate and mental health cases to litigants so they can have timely and just legal resolutions. Percent of probate cases in compliance with case88.5% 93.1% 93.1% 93.1% processing standards. Number of probate cases. 24, 893 23, 500 23, 500 23, 500 * Mandated Additional details on the Superior Court budget 275 Department Budget Summary Transportation Maricopa County FY 2018 Adopted Budget Transportation Mission The mission of Maricopa County Department of Transportation (MCDOT) is to provide transportation infrastructure and related services to the people within Maricopa County so they can live, work, conduct business, and travel in a safe and clean environment. Strategic Goals Regional Services By June 30, 2022, 20% of Maricopa County intersections will be equipped with connected vehicle technology from a 2015 level of 7%. Status: MCDOT underwent a strategic planning session over the summer of 2015. This is a new goal and as a result there is no information to report at this time. Regional Services By June 30, 2022, 90% of smartphone users will utilize personal mobile technology to increase travel efficiency and safety decisions, from a 2015 level of 67%. Status: MCDOT underwent a strategic planning session over the summer of 2015. This is a new goal and as a result there is no information to report at this time. Regional Services By June 30, 2022, the percent increase in travel time will be equal to or less than the percent increase in average daily traffic volumes on identified corridors. Status: MCDOT underwent a strategic planning session over the summer of 2015. This is a new goal and as a result there is no information to report at this time. Budget Highlights • • • • Increase of $1,000,000 for bridge preservation maintenance projects. Increase of $750,000 for scoping projects on drainage studies. Increase of $7,392,280 for roadway maintenance projects. Increase General Fund operating expenditures of $111,672 for the allocation of Improvement District funding. 276 Department Budget Summary Transportation Maricopa County FY 2018 Adopted Budget Sources and Uses by Category FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Budget Object RLicenses & Permits 1,035,913 935,000 1,399,163 995,000 RIntergovernmental 118,806,200 125,133,575 127,536,121 135,135,085 RCharges For Services 977,623 10,384,114 5,174,785 9,748,864 RMiscellaneous 845,296 671,455 864,688 731,565 ROther Financing Sources 1,539,729 9,040,000 14,602,564 250,000 Total Sources $ 123,204,761 $ 146,164,144 $ 149,577,321 $ 146,860,514 EPersonal Services 29,890,758 31,586,499 30,083,437 33,545,487 ESupplies 4,911,335 6,171,602 5,636,246 6,581,474 EServices 28,124,240 37,556,622 33,613,453 41,514,857 EOther Financing Uses 34,389 6,694,384 6,694,384 34,389 ECapital Outlay 38,200,848 94,507,851 50,870,794 128,519,123 Total Uses $ 101,161,570 $ 176,516,958 $ 126,898,314 $ 210,195,330 Total Regular FTE 421.00. 425.00. 423.00. 423.00. Sources and Uses by Program FY 2016 FY 2017 Actual Revised Program Build Roads and Struct 5,880,599 Engineer Roads and Structures 830,769 General Overhead 114,104,862 122,679,701 Indirect Support 357,046 369,355 Information Technology 1,300 Roadway Maintenance 1,703,798 3,830,000 Traffic Management 327,687 413,254 Transportation System 18,870,534 Total Sources $ 123,204,761 $ 146,164,144 Build Roads and Struct (23,338,828) Engineer Roads and Structures 3,028,841 General Overhead 75,518,382 5,276,368 Indirect Support 4,669,890 7,982,803 Information Technology 2,846,945 2,983,985 Roadway Maintenance 32,436,007 43,028,788 Traffic Management 4,571,745 6,454,762 Transportation Planning 1,428,588 Transportation System 110,790,252 Total Uses $ 101,161,570 $ 176,516,958 277 FY 2017 Forecast 123,448,547 686,005 9,445,293 294,198 15,703,278 $ 149,577,321 5,328,197 6,445,006 3,000,309 43,112,784 5,689,163 63,322,855 $ 126,898,314 FY 2018 Adopted 123,521,320 364,565 310,000 618,300 22,046,329 $ 146,860,514 5,214,504 11,258,845 3,571,580 39,799,359 5,351,078 144,999,964 $ 210,195,330 Department Budget Summary Transportation Maricopa County FY 2018 Adopted Budget Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted The purpose of the Transportation System Program* is to provide a transportation system to the public so they can travel in a safe and reliable manner. Percent of maintenance work orders resolved in expected time frame per standards. Number of maintenance work orders resolved. * Mandated Additional detail on the Transportation budget 278 N/A N/A 100.0% 10,000 100.0% 10,000 100.0% 10,000 Department Budget Summary Treasurer Maricopa County FY 2018 Adopted Budget Treasurer Mission The Mission of the Treasurer is to provide receipt and safekeeping of all taxes collected upon real and personal property of the county, all public monies arising from any source or accruing under the provisions of law to the county, all money belonging to the state or to the county until disbursed according to law; to keep an account of the receipt and expenditure of such money as required by law; and, to compile and maintain reports of separate funds and appropriations showing whole receipts and expenditures to county residents and to county agencies, school districts and other sub-political jurisdictions, as mandated by state and federal law, so they can receive public services and agencies and school districts can fund their operations. Strategic Goals Regional Services By June 30, 2020, the Treasurer’s Office will reduce by mail and in office payment transactions by 15% by increasing awareness of electric payment options. Status: FY 2016 online payments grew by 4.4% while in office payments dropped by 6.6%. The Treasurer’s Office is expected to achieve its Strategic Goals by FY 2020. Regional Services By June 30, 2018, the Treasurer’s Office will increase the number of parcels enrolled to receive paperless statements to 10%, a percentage that will be reviewed following a study to be completed by the end of FY 2016. Status: The Treasurer’s Office rolled out a paperless billing initiative during the September 2017 tax bill mailing. So far, the program has over 20,000 participants signed up to receive paperless bills. Budget Highlights • • Increase Internal Service Charges by $27,498 for base telecommunication charges. Decrease Internal Service Charges by $243 for risk management charges. Sources and Uses by Category Budget Object RCharges For Services RMiscellaneous EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 FY 2017 Actual Revised Forecast 45,387 40,000 48,750 304,341 304,341 Total Sources $ 45,387 $ 344,341 $ 353,091 4,680,815 4,651,750 4,516,026 16,501 26,977 28,547 358,477 1,623,632 1,627,625 2,637 Total Uses $ 5,058,430 $ 6,302,359 $ 6,172,198 Total Regular FTE 55.00. 61.00. 64.00. 279 FY 2018 Adopted 40,000 304,341 $ 344,341 4,648,383 26,977 1,773,584 $ 6,448,944 64.00. Department Budget Summary Treasurer Maricopa County FY 2018 Adopted Budget Sources and Uses by Program FY 2016 FY 2017 Actual Revised Program Property Tax 45,387 344,341 Total Sources $ 45,387 $ 344,341 Accounting and Investments 819,916 362,789 General Overhead 226,213 245,876 Indirect Support 300,847 281,961 Property Tax 3,711,483 5,411,733 Treasurer Outreach (29) Total Uses $ 5,058,430 $ 6,302,359 FY 2017 Forecast 353,091 $ 353,091 149,882 240,423 321,909 5,459,984 $ 6,172,198 FY 2018 Adopted 344,341 $ 344,341 837,979 274,042 325,982 5,010,941 $ 6,448,944 Key Program Measures FY 2017 Measure FY 2016 FY 2017 FY 2017 Forecast Description Actual Revised Adopted The purpose of the Accounting and Investments Program* is to provide accounting and investment services to the state, county, school districts, other political subdivisions, and cities and towns so they can have the operational resources necessary to conduct their business. Percentage of monies on hand (liquidity ratio). N/A 0.5% 4.2% 8.9% Amount of monies on hand (liquidity ratio). N/A 40,000,000 68,015,514 103,500,000 The purpose of the Property Tax Program is to provide property tax information and collections to Maricopa County property owners and other interested parties so they can mange their tax payments timely and their accounts are current and correct. Percent of current-year levy collected. 97% 97% 97% 97% Amount of current-year levy collected. 4,095,000,000 $4,095,000,000 $4,095,000,000 $4,095,000,000 *Mandated Additional detail on the County Treasurer’s Office budget 280 Department Budget Summary Waste Resources and Recycling Maricopa County FY 2018 Adopted Budget Waste Resources and Recycling Mission The Mission of Waste Resources and Recycling is to provide an economical and environmentally sound waste management program by making waste collection and tire recycling facilities accessible to County residents so they can safely manage waste materials, recycle products and protect the public’s health and environment. Strategic Goals Department Specific By 2018, 50% of the total annual tons of green waste brought to Maricopa County transfer station facilities will be processed on site for utilization as landfill erosion control. Status: Waste Resources and Recycling (WRR) currently recycles approximately 47% of all recyclable materials brought in to our six transfer stations, including green waste. WRR has utilized green waste for erosion control at five of the ten closed landfills. Department Specific By 2020, 50% of the closed Maricopa County Landfills will have enhanced landfill erosion protection using recycled green waste. Status: Waste Resources and Recycling has completed a six-inch erosion protection layer utilizing recycled green waste at two of the ten closed landfills under County care. An additional three landfills have begun installing the recycled green waste erosion, with completion scheduled for FY 2018. Budget Highlights • • • Increase Intergovernmental – State revenue by $643,659 in Waste Tire Fund. Increase Waste Tire Fund General Services by $200,000 to cover overhead costs. Increase Personnel Savings by $43,390, from 0% to 5%. Sources and Uses by Category Budget Object RIntergovernmental RCharges For Services RMiscellaneous EPersonal Services ESupplies EServices ECapital Outlay FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 5,173,067 5,281,559 5,139,516 5,184,469 456,336 367,035 450,429 398,412 50,482 42,747 35,055 42,119 Total Sources $ 5,679,885 $ 5,691,341 $ 5,625,000 $ 5,625,000 1,282,900 1,415,011 1,361,786 1,352,883 151,555 227,161 158,129 151,125 6,420,328 8,026,850 7,396,597 7,587,274 87,584 Total Uses $ 7,942,367 $ 9,669,022 $ 8,916,512 $ 9,091,282 Total Regular FTE 22.00. 22.00. 22.00. 22.00. 281 Department Budget Summary Waste Resources and Recycling Maricopa County FY 2018 Adopted Budget Sources and Uses by Program Program General Overhead Solid Waste Management General Overhead Indirect Support Solid Waste Management FY 2016 Actual 9,026 5,670,859 Total Sources $ 5,679,885 1,041,600 358,042 6,542,725 Total Uses $ 7,942,367 FY 2017 Revised 8,044 5,683,297 $ 5,691,341 2,278,585 385,818 7,004,619 $ 9,669,022 FY 2017 Forecast 9,630 5,615,370 $ 5,625,000 2,267,482 324,486 6,324,544 $ 8,916,512 FY 2018 Adopted 8,640 5,616,360 $ 5,625,000 2,255,440 324,123 6,511,719 $ 9,091,282 Key Program Measures Measure Description FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 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. Percent of waste tons collected that was recycled. 46.6% 43.1% 72.6% 46.5% Number of waste tons collected. 4, 063 4, 244 3, 294 4, 064 * Mandated Additional detail on the Waste Resources and Recycling budget 282 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Capital Improvement Program Executive Summary The Capital Improvement Program (CIP) is a p lan that identifies capital improvement projects to be completed over the next five fiscal years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. Therefore, capital projects are budgeted separately from the operating budget in a series of capital project funds. The CIP helps the County manage capital expenditures to meet the following County strategic priorities. Safe Communities Maricopa County will support safe communities and neighborhoods by providing access to a timely, integrated, and cost effective smart justice system. Regional Services Maricopa County will provide best in class regional services, both mandated and of concern to citizens, while coordinating with municipalities, other jurisdictions, and communities-based entities to consolidate services and avoid duplication, when applicable. Government Operations Maricopa County will deploy an ef fective infrastructure to implement streamlined policies and p rocedures to improve delivery of services and promote a healthy workplace and a fully engaged workforce. Growth and Economic Development Maricopa County will be innovative in leveraging its resources, adaptive in its regulatory policies and practices, and proactive in its public relations to attract, promote, and support the growth of business enterprises to produce a vibrant and balanced regional economy. Fiscal Strength and Responsibility Maricopa County will continue to efficiently manage County resources and engage in effective fiscal planning with integrity and transparency to promote financial stability and economic prosperity for Maricopa County residents. 283 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Capital Improvement Program Definition A Capital Improvement Program (CIP) project is defined as a major, non-recurring project that includes one or more of the following: 1. Any acquisition of, or improvement of, land for a public purpose. 2. Any construction of a new facility (e.g., a public building, parking lot, road, or bridge etc.), or an addition to, or extension of, such a facility. 3. A nonrecurring rehabilitation that increases the service potential of the building (i.e., something which is infrequent and would not be considered annual or other recurrent maintenance) or major repair of all or a part of a building, its grounds, or a facility. 4. Any planning, feasibility, engineering, or design study related to an individual capital improvement project or to a program that is implemented through individual capital improvement projects. The most common examples include the purchase of land and buildings as well as construction of buildings, roads, and bridges. Sources of funding for Capital Improvement Projects may include voterapproved bonds, voter-authorized taxes, other forms of long-term financing such as Certificates of Participation (COPs), operating funds, contributions from other public and private entities, and grants. The County’s CIP is divided into three parts: Facility CIP, Technology CIP and Transportation CIP. The Facility CIP includes typical land and building improvements as described above. The Technology CIP includes the major technology projects that substantially impact the way the County does business. Project codes allow the County to segregate all costs associated with a project which then allows Finance to appropriately capitalize the expenses. T he Transportation CIP, more commonly known as the Transportation Improvement Program (TIP), includes projects that are associated with roads and bridges. The County groups similar individual projects into “bins” which is the level at which the Board of Supervisors approves funding. The bin system allows the Department to shift resources between individual projects providing for a more efficient operation. Facility Capital Improvement Program During FY 2015, the Board adopted a modified policy (A1920) establishing a structured, yet streamlined review and appr oval process for Capital Improvement Program project requests. This policy requires each department to submit to the Facilities Management Department (FMD) their requests for potential projects that may be undertaken during the next five-year period, regardless of the source of funds or building delivery method. The process begins with the requesting Department submitting to FMD a completed Project Request Form available on the FMD home page. FMD then works collaboratively with the requesting Department to provide a complete needs assessment, scope document, conceptual solution, and cost estimate. The requesting Department is required to provide a t horough Business Plan inclusive of a Return-onInvestment analysis, if applicable. As part of the annual budget preparation, the Budget Office will set a date wherein all Project Requests for the upcoming planning period will be hea rd and reviewed individually. Those present for the presentation include senior representatives from the offices of FMD, Budget and County Administration. The requesting Department is also encouraged to attend so as to speak to the needs and merits of the proposed project along with the ability to directly answer any questions. The modified policy has resulted in Project Requests which are comprehensive in scope, more realistic in estimate, and based upon sound economic principles. It also ensures that projects are congruent with Countywide, long-term goals and initiatives. 284 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Technology Capital Improvement Program Technology related capital projects are requested based on the demands for maintaining and improving service levels for the services provided by the Office of Enterprise Technology (OET), which includes major enterprise services that support the operation and maintenance of the County’s enterprise network, enterprise data centers, desktop computing, telecommunications, and public safety radio. OET manages its CIP through a di sciplined qualification process that includes the development of a comprehensive project proposal. The project proposal identifies the overall value of the project, including Return on Investment, and outlines key factors for consideration, including: • • • • • Anticipated Business Outcomes Customer Service Improvement Identified Risk factors Alignment to the County’s Strategic Plan Alignment with Technology Standards Each proposal is scored on these criteria within OET’s Project Portfolio Management software and presented to the Chief Information Officer (CIO) for final approval. The CIO presents priority projects to County Management and the Budget Office through budget briefings as part of the County’s annual budget process. Transportation Capital Improvement Program The Maricopa County Department of Transportation (MCDOT) employs an objective planning procedure for evaluating and ranking potential projects for inclusion in its five-year Transportation Improvement Program (TIP). This procedure includes using equally weighted, objective criteria to score and rank potential projects. The ranking criteria used by the MCDOT for future roadway improvements include: • • • • • • Safety (crash history), pavement conditions, and current sufficiency levels of roadways Land use, regional travel usage, and environmental factors Current and future traffic volumes compared to the physical capacity of the roadway A cost/benefit analysis that measures reductions in delay due to improvements Joint sponsorship of the project and the actual commitment of funds by partnering agencies Bonus points for intelligent transportation systems, alternative modes and env ironmental enhancements Separate ranking systems exist for evaluating potential bridges, channel upgrades, bicycle, pedestrian, and other multi–modal improvements. The Maricopa County Board of Supervisors (BOS) annually approves the TIP. TIP funding is approved at the bin level, which are groupings of similar projects. Each bin has a reserve to provide funding for additional scoping studies or for projects that were not completed as planned by the end of the prior fiscal year. This annual approval authorizes expenditures by MCDOT for making transportation improvements to roadways and bridges, acquiring rights-of-way, developing Intelligent Transportation Systems (ITS) and conducting future studies of County roadways. MCDOT staff, representatives from cities and towns, and the public recommend projects for inclusion in the TIP. MCDOT then internally prepares its recommendations for future roadway improvements. Funding from all available sources is then matched against the proposed projects. MCDOT typically considers the highest rated projects first and subsequently recommends improvements based on the rankings, potential financial partners, and available budget. The recommended projects are then submitted to the Transportation Advisory Board for their review and input. 285 Maricopa County FY 2018 Adopted Budget Capital Improvement Program MCDOT funds the TIP through several resources. The primary source is the County’s distribution from the State of Arizona Highway User Revenue Fund (HURF). By state law the County must spend these funds only on transportation–related items. In addition, the County occasionally receives funds from several federal agencies, such as the Federal Highway Administration (FHWA), the Maricopa Association of Governments (MAG), and the Federal Emergency Management Administration (FEMA). Other funding sources arise through partnerships with local jurisdictions, federal, state agencies, or private corporations. The Transportation priorities for the next five years are to continue the established plan: • • • • • Complete significant regional projects as planned. Maintain the existing system through increased emphasis on pavement preservation. Reduce congestion through intersection improvements and the use of Intelligent Transportation Systems to improve traffic flow. Reduce dust pollution by continuing to pave system dirt roads. Start new significant regional projects as funding allows. A significant portion of the FY 2018 Transportation Improvement Program (TIP) expenditures planned over the next five years will be for projects from the Arterial Street Life Cycle Program (ALCP) of the Maricopa Association of Governments (MAG) Regional Transportation Plan (RTP). Five Year CIP Budget The CIP spans a five-year period beginning with Fiscal Year 2018 and ending Fiscal Year 2022. The total anticipated cost for projects presented in the Five Year FY 2018 CIP is $1,001,170,211. This does not include dollars set aside in Project Reserve for future capital projects. Capital Improvement Program FY 2018 through FY 2022 All Funds $1,001,170,211 $500 $400 $359,162,297* $304,983,747 $300 $200 $131,910,848 $118,047,017 $87,066,302 $100 $0 FY2018 FY2019 FY2020 FY2021 FY2022 *Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are included in Department, Fund, Appropriation Group schedules. 286 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Five Year Capital Improvement Program Distinction by Fund $1,001,170,211 County Improvement Fund - Detention Fund $21,342,587 2.13% Detention Technology Improvement Fund $374,111 0.04% Technology Capital Improvement Fund $24,507,097 2.45% County Improvement Fund - General Fund $63,258,900 6.32% Detention Fund, $168,996,740 , 16.88% Intergovernmental Capital Projects Fund, $108,091 , 0.01% County Improvement Fund 441, $114,200,000 , 11.41% General Fund County Improvement Fund, $40,617,165 , 4.06% Transportation Capital Fund, $567,765,520 , 56.71% It should be noted that over the five-year period, the cost of a project and its estimated completion date could vary from the initial plan due to changes in Board priorities, greater-than-anticipated costs, unforeseen events, and/or changes in funding assumptions. The following table highlights significant changes from the FY 2017 Capital Improvement Program. The FY 2017 Adopted budget has been restated to exclude project reserves set aside for future capital projects, consistent with the FY 2018 plan. FY 2018 Capital Improvement Program Five Year Total By Fund CIP Allocation by Fund Adopted FY 2017 Through FY 2021 Adopted FY 2018 Through FY 2022 Increase/ (Decrease) General Fund 440 County Improvement Fund - General Fund $ 441 County Improvement 441 445 General Fund County Improvement 460 Technology Capital Improvement Subtotal General Fund $ 116,812,398 $ 116,000,000 19,273,464 36,261,935 288,347,797 $ 63,258,900 $ 114,200,000 40,617,165 24,507,097 242,583,162 $ (53,553,498) (1,800,000) 21,343,701 (11,754,838) (45,764,635) Special Revenue 234 Transportation Capital Project $ 422 Intergovernmental Capital Projects 440 County Improvement Fund - Detention Fund 455 Detention Capital Projects 461 Detention Technology Improvement Subtotal Special Revenue $ 517,204,917 $ 123,300 21,759,827 181,000,000 887,527 720,975,571 $ 567,765,520 $ 108,091 21,342,587 168,996,740 374,111 758,587,049 $ 50,560,603 (15,209) (417,240) (12,003,260) (513,416) 37,611,478 Total Maricopa County $ 1,009,323,368 $ 1,001,170,211 $ (8,153,157) 287 Maricopa County FY 2018 Adopted Budget Capital Improvement Program FY 2018 CIP Budget The largest portion of expenditures for the County’s five-year Capital Improvement Program is in Public Safety at 52.52% with the Intake Transfer and Release Jail (ITR) being the largest project. Highway and Streets makes up the second largest portion of the Capital Improvement Program at 36.68%. The remaining 10.80% encompasses funding for Culture and Recreation and Other. Categories of Capital Projects - FY 2018 $359,162,297* Other** 8.95% Culture & Recreation 1.85% Highways & Streets 36.68% Public Safety 52.52% *Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are in Department, Fund, Appropriation Group schedules. **Computer Aided Mass Appraisal System, Enterprise Data Center, Enterprise Resource Planning System, Remote Sites Infrastructure Refresh, and Treasurer Technology System Upgrade. 461 DETENTION TECH IMPROVEMENT Fund Source of Capital Projects - FY 2018 $359,162,297* 455 DETENTION CAPITAL PROJECTS 422 INTERGOVERNMENTAL CAPITAL PROJECTS 440 COUNTY IMPROVEMENT FUND GENERAL FUND 441 COUNTY IMPROVEMENT FUND GENERAL FUND 445 GENERAL FUND COUNTY IMPROVEMENT 440 COUNTY IMPROVEMENT FUND DETENTION FUND 460 TECHNOLOGY CAPITAL IMPROVEMENT 234 TRANSPORTATION CAPITAL PROJECT *Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are in Department, Fund, Appropriation Group schedules. The capital projects budget is Year 1 o f the Five-Year Capital Improvement Program. The FY 2018 Maricopa County Capital Improvement Program budget is $359 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 2017 expenditures are shown in the table below. 288 Maricopa County FY 2018 Adopted Budget Capital Improvement Program FY 2017 Adopted Fund FY 2017 Revised FY 2017 Forecasted FY 2018 Adopted General Fund 440 County Improvement Fund - General Fund $ 441 County Improvement Fund - General Fund 445 General Fund County Improvement 460 Technology Capital Improvement Subtotal General Fund $ 85,531,703 $ 17,600,000 18,929,869 23,989,181 146,050,753 $ 71,831,954 $ 17,600,000 18,256,266 23,482,845 131,171,065 $ 29,773,368 $ 1,800,000 4,425,057 15,982,148 51,980,573 $ 44,521,972 37,000,000 26,466,165 22,896,800 130,884,937 Special Revenue 234 Transportation Capital Project $ 422 Intergovernmental Capital Projects 440 County Improvement Fund - Detention Fund 455 Detention Capital Projects 461 Detention Technology Improvement Subtotal Special Revenue $ 100,221,196 $ 123,300 11,856,491 31,000,000 887,527 144,088,514 $ 100,221,196 $ 123,835 13,758,227 29,174,541 2,060,587 145,338,386 $ 35,723,513 $ 15,744 3,237,606 10,177,801 1,686,476 50,841,140 $ 131,756,231 108,091 13,747,927 82,291,000 374,111 228,277,360 Total Maricopa County $ 290,139,267 $ 276,509,451 $ 102,821,713 $ 359, 162,297* *Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are in Department, Fund, Appropriation Group schedules. Past levels of CIP spending are presented for comparison purposes to the FY 2018 budgeted CIP and future CIP levels. It may appear that our CIP program is slowing, however the future years do not include new projects, only the future planned expenditures of FY 2018 current projects. Capital Improvement Program Comparison FY 2013 - FY 2022 All Funds $400 $359,162,297* $350 $304,983,747 $300 Axis Title $250 $200 $177,925,236 $161,376,381 $150 $147,666,213 $163,013,656 $131,910,848 $102,821,713 $118,047,017 $100 $87,066,302 $50 $- FY 2013 Actuals FY 2014 Actuals FY 2015 Actuals FY 2016 Actuals FY 2017 Forecast FY 2018 Adopted FY 2019 Future FY 2020 Future FY 2021 Future FY 2022 Future Axis Title * Does not include Non Recurring Non Project costs such as fund transfers or Desktop/Laptop Replacement costs. Those are included in Department, Fund, Appropriation Group schedules. The FY 2018 CIP budget includes 106 projects totaling $359,162,297. This is $69 million, or 23.8%, more than FY 2017, for the 8 CIP funds: Transportation Capital Project (234), Intergovernmental Capital Projects (422), County Improvement Fund (440), County Improvement 441 (441) General Fund County 289 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Improvement (445), Detention Capital Project Fund (455), General Fund Technology Improvement (460), and Detention Fund Technology Improvement (461). 234 TRANSPORTATION CAPITAL PROJECT Previous Actuals Capacity $ 16,337,961 Dust Mitigation 1,286,257 MAG ALCP Projects 73,278,287 System Preservation and Reconstruction 3,374,866 Transportation System Management 9,450,007 Fund 234 Total: $ 103,727,378 Projected FY 2017 $ 11,697,986 655,745 4,612,788 6,113,743 12,643,251 $ 35,723,513 Year 1 FY 2018 $ 36,685,100 7,293,800 26,028,500 19,096,031 42,652,800 $ 131,756,231 Year 2 FY 2019 $ 16,850,474 3,589,467 37,645,781 19,239,253 21,679,264 $ 99,004,239 Year 3 FY 2020 $ 38,819,337 2,823,119 62,297,751 10,021,709 17,929,815 $ 131,891,731 Year 4 FY 2021 $ 8,854,496 2,893,555 83,995,560 19,342,990 2,960,416 $ 118,047,017 Year 5 FY 2022 $ 19,960,000 8,250,000 12,738,571 25,250,000 20,867,731 $ 87,066,302 5-Year Total $ 121,169,407 24,849,941 222,706,163 92,949,983 106,090,026 $ 567,765,520 422 INTERGOVERNMENTAL Previous CAP PROJ Actuals Maricopa Regional Trail System $ 996,937 Vulture Mountain Study 55,464 TOTAL FUND 422 $ 1,052,401 Projected FY 2017 $ 15,744 $ 15,744 Year 1 FY 2018 Year 2 FY 2019 Year 3 FY 2020 Year 4 FY 2021 Year 5 FY 2022 5-Year Total $ 440 COUNTY Previous IMPROVEMENT FUND Actuals Computer Aided Mass Appraisal $ 9,364,385 County Telephone System 14,707,906 Enterprise Data Center 17,060,229 Enterprise Resource Planning Sys 18,860,100 Infrastructure Refresh Phase 1 7,192,760 Infrastructure Refresh Phase 2 24,802,809 Jail Mgmt Information System 3,099,676 Jail Kitchen Equipment 162,122 Jail Security System Upgrade 5,874,437 Professional Standards Bureau Public Safety Radio System 42,488,377 Southwest Justice Courts 8,291,085 TOTAL PROJECTS 440 $ 151,903,886 Projected FY 2017 $ 2,328,966 2,172,196 563,869 3,417,908 1,880,071 2,905,308 121,365 210,933 5,701,474 13,708,884 $ 33,010,974 Year 1 FY 2018 $ 5,304,395 632,114 3,311,927 13,747,927 3,300,000 31,973,536 $ 58,269,899 Year 2 FY 2019 $ 7,197,848 4,275,543 14,839,080 $ 26,312,471 441 COUNTY Previous IMPROVEMENT 441 Actuals Madison Street Jail Adaptation $ TOTAL PROJECTS 441 $ - Projected FY 2017 $ 1,800,000 $ 1,800,000 Year 1 FY 2018 $ 37,000,000 $ 37,000,000 Year 2 FY 2019 $ 77,200,000 $ 77,200,000 445 GENERAL FUND Previous CTY IMPROV Actuals Adobe Boundary Fence $ Adult Probation-Black Canyon Fac Adult Probation-Mesa Building Adult Probation-Southport Fac Animal Care Expansion Durango Buckeye Hills Range Electric Chambers Building 2,160,766 East Court Improvements 13,257,937 Estrella Ramada Renovations Estrella Turf Improvements Estrella Water System Replacement Hassayampa Hassayampa Elec/Septic/Water Lake Boundary Fencing Lake Playground At Discovery Ctr Lake Ramada Renovations Maricopa Regional Trail System 4,079,560 McDowell Restroom At Four Peaks Nav Aide Boathouse Construction Parks Restrooms Upgrades Sheriff HQ Project 32,733,517 Southwest Justice Courts 620,246 Vulture Day - Use Campground Construction Vulture Day - Use Design/Engineering Vulture Mountain 57,249 West Court Improvements 550,618 White Tank Willow CG Const TOTAL PROJECTS 445 $ 53,459,893 Projected FY 2017 $ 50,000 50,000 90,000 1,661,430 2,000,000 164,706 244,629 145,728 18,564 $ 4,425,057 Year 1 FY 2018 $ 112,000 2,950,000 1,500,000 2,950,000 2,500,000 9,447,429 580,000 470,000 300,000 835,294 250,000 638,400 600,000 150,480 675,811 550,000 300,000 342,000 342,000 175,000 217,751 580,000 $ 26,466,165 Year 2 FY 2019 14,151,000 $ 14,151,000 $ TOTAL FUND 445 $ 53,459,893 $ $ 4,425,057 $ 4,200,000 $ 30,666,165 $ 19,661,294 $ 33,812,294 Project Reserve 445 $ 108,091 108,091 $ - $ $ 290 $ - $ $ Year 3 FY 2020 $ $ $ $ $ Year 4 FY 2021 - $ $ Year 3 FY 2020 - $ $ - $ $ $ $ - $ 33,416,593 $ 33,416,593 $ $ $ 108,091 108,091 $ $ - Total Project $ 24,195,594 16,880,102 18,256,212 25,589,935 7,192,760 26,682,880 24,047,571 283,487 6,085,370 3,300,000 95,002,467 21,999,969 $ 269,516,347 - 5-Year Total $ 114,200,000 $ 114,200,000 Total Project $ 116,000,000 $ 116,000,000 - 5-Year Total $ 112,000 2,950,000 15,651,000 2,950,000 2,500,000 9,447,429 580,000 470,000 300,000 835,294 250,000 638,400 600,000 150,480 675,811 550,000 300,000 342,000 342,000 175,000 217,751 580,000 $ 40,617,165 Total Project $ 112,000 3,000,000 15,651,000 3,000,000 2,500,000 90,000 3,822,196 24,705,366 580,000 470,000 300,000 1,000,000 250,000 638,400 600,000 150,480 5,000,000 550,000 300,000 342,000 32,879,245 620,246 342,000 175,000 275,000 569,182 580,000 $ 98,502,115 $ 291,357,357 $ 331,974,522 $ 291,357,357 $ 389,859,472 Year 5 FY 2022 - $ Total Project 996,937 179,299 1,176,236 5-Year Total $ 12,502,243 632,114 3,311,927 18,042,587 3,300,000 46,812,616 $ 84,601,487 Year 5 FY 2022 Year 4 FY 2021 $ - $ Year 5 FY 2022 - $ Year 3 FY 2020 $ $ Year 4 FY 2021 19,117 19,117 $ $ - $ Total Project $ 149,205,354 26,791,943 300,597,238 102,438,592 128,183,284 $ 707,216,411 $ 234,079,470 $ 234,079,470 Maricopa County FY 2018 Adopted Budget Capital Improvement Program FY 2018 CIP Budget (continued) Previous Actuals 455 DETENTION CAPITAL PROJECTS Intake Transfer Release Jail $ 5,825,458 Sheriff HQ Project 30,000,000 TOTAL PROJECTS 455 $ 35,825,458 Projected FY 2017 $ 10,177,801 $ 10,177,801 Year 1 FY 2018 $ 82,291,000 $ 82,291,000 Year 2 FY 2019 $ 86,705,740 $ 86,705,740 $ TOTAL FUND 455 $ 35,825,458 $ $ 10,177,801 $ $ 82,291,000 $ $ 86,705,740 Project Reserve 455 Previous Actuals 460 TECHNOLOGY CAP IMPROVEMENT BIX Room Byte Info Exchange $ 3,344,926 Computer Aided Mass Appraisal 692,132 County Telephone System 12,206,104 Enterprise Data Center 25,493,531 Enterprise Resource Planning Sys 4,132,672 Infrastructure Refresh Phase 1 4,733,947 Infrastructure Refresh Phase 2 32,860,060 Public Safety Radio System 36,348,757 Refresh Remote Sites Phase 3 Refresh Remote Sites Phase 4 Treasurer Tech System Upgrade 3,439,277 TOTAL PROJECTS 460 $ 123,251,406 Projected FY 2017 721,958 876,301 14,383,889 $ 15,982,148 Year 1 FY 2018 Year 3 FY 2020 $ Year 4 FY 2021 $ - $ $ Year 2 FY 2019 $ $ - $ $ - $ 75,919,181 $ 75,919,181 $ $ $ - $ $ - $ 43,570,185 $ 43,570,185 Year 3 FY 2020 1,576,443 5,166,219 16,154,138 $ 22,896,800 $ 1,610,297 1,610,297 $ $ - $ TOTAL FUND 460 $ 123,251,406 $ $ 15,982,148 $ $ 22,896,800 $ 9,692,190 $ 11,302,487 $ $ - Previous Actuals 461 DETENTION TECH CAP IMPROVEMENT CHS Electronic Health Records $ 6,178,220 Jail Mgmt Information System 1,070,364 Jail Security System Upgrade 22,249,778 TOTAL PROJECTS 461 $ 29,498,362 Projected FY 2017 $ 1,686,476 $ 1,686,476 Year 1 FY 2018 $ 374,111 $ 374,111 Year 2 FY 2019 $ $ TOTAL FUND 461 $ 29,498,362 $ $ 1,686,476 $ $ $ $ Project Reserve 461 374,111 $ Year 3 FY 2020 - 500,000 500,000 $ $ Year 4 FY 2021 $ $ Year 5 FY 2022 - $ Project Reserve 460 $ $ $ $ - $ 5-Year Total $ 168,996,740 $ 168,996,740 Total Project $ 184,999,999 30,000,000 $ 214,999,999 $ 75,919,181 $ 244,915,921 $ 75,919,181 $ 290,919,180 5-Year Total 1,576,443 5,166,219 17,764,435 $ 24,507,097 Total Project 4,066,884 692,132 12,206,104 25,493,531 4,132,672 4,733,947 32,860,060 36,348,757 2,452,744 5,166,219 35,587,600 $ 163,740,650 $ 53,262,375 $ 77,769,472 $ 53,262,375 $ 217,003,025 Total Project $ 8,238,807 1,070,364 22,249,778 $ 31,558,949 $ 500,000 $ 32,058,949 Year 5 FY 2022 - $ Year 4 FY 2021 - - $ Year 5 FY 2022 $ - $ $ - $ - $ 5-Year Total 374,111 374,111 $ $ - $ $ 500,000 874,111 $ $ $ The following schedule includes projects funded from multiple funds that are listed in the above schedules. Multiple Funded Capital Projects Computer Aided Mass Appraisal County Telephone System Enterprise Data Center Enterprise Resource Planning Sys Infrastructure Refresh Phase 1 Infrastructure Refresh Phase 2 Jail Mgmt Information System Jail Security System Upgrade Professional Standards Bureau Public Safety Radio System Southwest Justice Courts Previous Actuals Projected FY 2017 Year 1 FY 2018 Year 2 FY 2019 $ 10,056,517 $ 2,328,966 $ 5,304,395 7,197,848 26,914,010 2,172,196 42,553,760 563,869 632,114 22,992,772 3,417,908 3,311,927 11,926,707 57,662,869 1,880,071 4,170,040 2,905,308 13,747,927 4,275,543 28,124,215 210,933 3,300,000 78,837,134 5,701,474 31,973,536 14,839,080 8,911,331 13,708,884 Total Projects 440 $ 292,149,355 $32,889,609 $ 58,269,899 $ 26,312,471 $ 291 Year 3 FY 2020 19,117 19,117 $ Year 4 FY 2021 Year 5 FY 2022 - $ 5-Year Total - Total Project $ 12,502,243 $ 24,887,726 29,086,206 632,114 43,749,743 3,311,927 29,722,607 11,926,707 59,542,940 18,042,587 25,117,935 28,335,148 3,300,000 3,300,000 46,812,616 131,351,224 22,620,215 $ 84,601,487 $ 409,640,451 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Operating Budget Impacts A direct relationship exists between Maricopa County’s capital and operating budgets. Operating cost estimates are the anticipated annual costs to operate capital improvements upon completion or acquisition. Completed capital projects generally require additional operating budget resources for upkeep, maintenance, security, and other costs associated with additional acreage, mileage, or space. Future operating costs related to new capital improvements or acquisitions through the CIP are carefully considered before project commitments are made. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be sufficient to support associated future operating costs. Operating costs associated with new facilities are budgeted by the user department in conjunction with the partnering department such as Facilities Management and Enterprise Technology. Estimated operating costs, as well as anticipated savings in lease costs and operating costs are factored into the County’s ten-year financial forecast. Operating costs vary for each project. They are presented here in one table to review in total, and then separately in the project detail section. Projects that are not included in this table either have no operating impacts or have further explanation in their reports. Operating Budget Impact Maricopa Regional Trail System CHS Electronic Health Records Computer Aided Mass Appraisal Enterprise Data Center Enterprise Resource Planning System Jail Management Information System Public Safety Radio System Treasurer Technology System Upgrade Year 1 Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 $ $ 461,040 $ 214,771 $ 461,040 $ 214,771 644,780 644,780 644,780 644,780 644,780 613,875 638,400 4,256,130 4,408,936 4,569,348 4,737,852 4,914,875 2,651,261 2,794,241 2,794,241 2,794,291 2,794,291 50,000 720,651 1,180,916 1,217,727 1,376,968 248,081 255,447 263,033 270,844 278,887 18,537 259,678 1,566,168 1,613,153 1,661,547 TOTAL $ 7,868,789 $ 9,544,773 $ 11,233,257 $ 12,353,562 $ 12,524,519 292 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Facility Project Detail Adult Probation – Black Canyon Facility Expansion Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 2445 West Indianola Avenue – Phoenix 5 Facilities Management Adult Probation August 2018 Project Purpose Statement Safe Communities A Master Plan was conducted in 2015 for Adult Probation. The Master Plan revealed the existing building has deficient space for current operations and staff. This includes deficient space for interview rooms, security/lobby, workstations, and parking. The Adult Probation Black Canyon Facility Expansion project provides appropriate space for these operations and staff. Project Description The Adult Probation Black Canyon Facility Expansion project consists of the construction of a new 10,000 square feet single-story expansion adjoining the existing building on the west side and 40 ne w parking spaces. Funding/Cost Summary Adult Probation Black Canyon Facility Previous Actuals 445 - General Fund County Improvements $ Project Total $ - Projected Year 1 FY 2017 FY 2018 $ 50,000 $ 2,950,000 $ $ 50,000 $ 2,950,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ Operating costs have not yet been determined for this project. 293 - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 2,950,000 $ 2,950,000 $ Total Project 3,000,000 3,000,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Adult Probation – Mesa Service Center Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Mesa 1 Facilities Management Adult Probation To Be Determined Project Purpose Statement In 2015, the APD Master Plan was updated and based upon the findings, the current facility provides 7,385 square feet less than is required for the operations of APD assigned to the facility. Due to the deficit, APD is also not currently locating the correct number of staff at the facility. With additional space, numerous staff would be relocated immediately, which is an example of how space deficiency is impacting Department operations. The current security screening area size creates serious threats to staff safety and the safety of those in the lobby due to the volume at this office. Safe Communities Project Description The proposed project consists of constructing a new 44,700 SF single-story building with dedicated public and staff parking on vacant parcel and ad joining parking lot serving the existing Southeast Regional campus. The infrastructure would replace the existing Mesa Adult Probation Service Center. Funding/Cost Summary Adult Probation Mesa Service Center $ Project Total $ 445 - General Fund County Improvements Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 1,500,000 $ 1,500,000 $ Year 2 Year 3 FY 2019 FY 2020 14,151,000 $ 14,151,000 $ - Operating Cost Summary Operating costs have not yet been determined for this project. 294 $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 15,651,000 $ 15,651,000 $ Total Project 15,651,000 15,651,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Adult Probation – Southport Facility Expansion Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 3535 South 7th Street – Phoenix 5 Facilities Management Adult Probation June 2018 Project Purpose Statement A Master Plan was conducted in 2015 for Adult Probation. The Master Plan revealed the existing building has deficient space for current operations and staff. This includes deficient space for interview rooms, security/lobby, and workstations. The Adult Probation Southport Facility Expansion project provides appropriate space for these operations and staff. Safe Communities Project Description The Adult Probation - Southport project consists of the construction of a new 10,000 square feet singlestory expansion adjoining the existing building on the east side. Funding/Cost Summary Adult Probation Southport Facility $ Project Total $ 445 - General Fund County Improvements Previous Actuals - $ $ Projected Year 1 FY 2017 FY 2018 50,000 $ 2,950,000 $ 50,000 $ 2,950,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ Operating costs have not yet been determined for this project. 295 - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 2,950,000 $ 2,950,000 $ Total Project 3,000,000 3,000,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Animal Care & Control – West Valley Care Center Expansion (Durango) Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 2500 S 27th Avenue, Phoenix 5 Facilities Management Animal Care & Control/ MCSO June 2020 Project Purpose Statement Safe Communities The expansion of the Maricopa County Animal Care & Control - West Valley Care Center will provide operational cost savings and efficiencies from a consolidated single facility at Durango. Project Description The West Valley Animal Care & Control Expansion project consists of the construction of a 60,000+/square feet building expansion. Expansion will be south of the existing facility with site opportunities for neighboring but independent MASH and SWAT K9 facilities. FY 2018 funding includes design fees for programming, budgeting, and permit documents only. Construction and land development costs are not included. Funding/Cost Summary Animal Care Expansion Durango Previous Actuals 445 - General Fund County Improvements $ Project Total $ - Projected FY 2017 $ $ - Year 1 FY 2018 $ 2,500,000 $ $ 2,500,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ Operating costs have not yet been determined for this project. 296 - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 2,500,000 $ 2,500,000 $ Total Project 2,500,000 2,500,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program East Court Building Improvements Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 101 West Jefferson Street – Phoenix 5 Facilities Management None To Be Determined Project Purpose Statement Maricopa County completed a comprehensive Courts Master Plan in FY 2014, which identified the current and future needs of the County’s Court system. The Courts Master Plan identified that the addition of four Superior Court rooms to the 9th floor would be the most cost effective way to process the backlog of dependency court cases as mandated by the State of Arizona. The new court rooms allow the caseloads that are now handled in the Old Courthouse to move to more efficient facilities. Government Operations The Plan also identified that the shell space on the sixth floor of the East Court Building was a suitable location for three new Superior Court courtrooms because of its close proximity to various Superior Court Rooms in the Downtown Phoenix area. The new courtrooms will allow the court and county to be prepared to meet the future demands of agencies and citizens of Maricopa County for court services. Project Description The East Court Building Improvement Project will consist of two specific floors for FY 2018. The construction of four new Superior Court rooms on the 9th floor and the renovation of the existing 6th floor to provide three courtrooms with supporting judicial spaces. Funding/Cost Summary East Court Improvements $ Project Total $ 445 - General Fund County Improvements Previous Projected Year 1 Actuals FY 2017 FY 2018 13,257,937 $ 2,000,000 $ 9,447,429 $ 13,257,937 $ 2,000,000 $ 9,447,429 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 9,447,429 $ 9,447,429 $ Total Project 24,705,366 24,705,366 The addition of four new court rooms will not have any additional operational impact to the Facilities Operations and Maintenance budget. Funding is already included in the operating budget for the staff that will occupy this space. 297 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Intake Transfer and Release Jail Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 3000 West Lower Buckeye Road – Phoenix 5 Facilities Management Sheriff’s Office June 2019 Project Purpose Statement The Intake, Transfer, and Release Jail Project will provide additional beds and reduce the time to process intakes currently being experienced at the 4th Avenue Jail. The project is expected to reduce transportation costs and eliminate the high cost of maintaining the existing Durango Jail. The project is consistent with the Jail Master Plan completed in 2014. Safe Communities Project Description The Intake, Transfer, and Release Jail Facility (ITR) includes the construction of a new jail and partial demolition of the old Durango Jail Facility at the Durango Campus. The facility will improve intake requirements and meet Court mandated times. The facility also offers a flexible open plan that serves short-term needs of the intake process without additional transfers and relocations that add time and cost to processing. The facility also serves the needs of pre-sentencing. Funding/Cost Summary Intake Transfer and Release Jail 455 - Detention Capital Projects $ Project Total $ Previous Projected Year 1 Actuals FY 2017 FY 2018 5,825,458 $ 10,177,801 $ 82,291,000 $ 5,825,458 $ 10,177,801 $ 82,291,000 $ Year 2 Year 3 FY 2019 FY 2020 86,705,740 $ 86,705,740 $ - Operating Cost Summary $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 168,996,740 $ 168,996,740 $ Total Project 184,999,999 184,999,999 Facility operating costs have not been determined. The Sheriff’s Office has determined that the staffing/personnel costs will be cost neutral to the County. 298 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Madison Street Jail Adaptive Reuse Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 225 West Madison Street – Phoenix 5 Facilities Management None June 2019 Project Purpose Statement A feasibility study was completed on the Madison Street Jail in 2016. The Madison Street jail was constructed in 1984 and abandoned as a jail facility in 2004. The building is located adjacent to all of the downtown Superior Court facilities as well as the Fourth Avenue Jail. The goal of repurposing the vacated detention facility into an o ffice building is to reduce the amount of space the County’s leases for departmental operations. Safe Communities Project Description The Madison Street Jail Adaptive Reuse Project will consist of the demolition and conversion of detention cells into perimeter offices with administrative open office areas in the inner core. The infrastructure will be a build out of 278,775 square feet of office improvements. The repurposed facility will house the Maricopa County Attorney's Office who currently reside in the Administration Building and other leased locations. Also included is the construction and improvements to the surface parking west of the Maricopa County Facilities Management building. Fundi ng continues this project which began in FY 2017. Funding/Cost Summary Madison Street Jail Adaptive Reuse 441 - County Improvement $ Project Total $ Previous Actuals - $ $ Projected Year 1 FY 2017 FY 2018 1,800,000 $ 37,000,000 $ 1,800,000 $ 37,000,000 $ Year 2 Year 3 FY 2019 FY 2020 77,200,000 $ 77,200,000 $ - Operating Cost Summary $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 114,200,000 $ 114,200,000 $ Total Project 116,000,000 116,000,000 Facility operating costs have not yet been determined for this project. Funding is already included in the operating budget for the staff that will occupy this space. 299 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Professional Standards Bureau Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: 1st Ave and Jefferson Facilities Management None June 2018 Project Purpose Statement Per a C ourt ruling issued in July 2016 t o the Maricopa County Sheriff’s Office (MCSO), the Professional Standards Bureau (PSB) that presently resides within the MCSO Headquarters must be relocated to a neutral-site location that allows uninhibited public access to submit reported incidents, concerns and questions about the operations of MCSO. Safe Communities Project Description Based on t he existing MCSO-PSB with increased staffing projections factored in, the relocation will require the provision of: fifty-seven private offices for law enforcement and detention officers; two large conference rooms; five dedicated interview rooms; five video-viewing rooms with technology; one soundproof hearing room; one polygraph room; a public lobby/reception space and general support storage / work space. A 15,000 NSF space is therefore anticipated with parking estimated for 65 employees. The renovation of the recently-vacated Superior Court Law Library at East Courts Building (consisting of 4,470 NSF on the First floor and an additional 15,638 NSF on the Second floor) would capitalize on an independent, east exterior entry and allow the separation of the PSB staff and visitors from the neighboring Court functions. The First floor additionally has storefront facades on the North and East elevations, which offers the public transparency implied in the aforementioned Court ruling. Funding/Cost Summary Professional Standards Bureau 440 - County Improvement Fund Previous Actuals $ Project Total $ - Projected FY 2017 $ $ - Year 1 FY 2018 $ 3,300,000 $ $ 3,300,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 3,300,000 $ 3,300,000 $ Total Project 3,300,000 3,300,000 Facility operating costs have not yet been determined for this project. Funding is already included in the operating budget for the staff that will occupy this space. 300 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Parks & Recreation Project Detail Adobe Boundary Fencing Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Adobe Dam Regional Park 3 Parks & Recreation None June 2018 Project Purpose Statement This project will install new fencing to replace old, broken, and missing boundary and frontage fencing, preventing criminal trespass and unauthorized access to the Adobe Dam Recreation Area. Regional Services Project Description This project is needed to help re-establish physical boundaries for Adobe Dam Recreational Area. Urban development in the immediate area surrounding Adobe Dam Recreation Area is creating additional pressure on the current frontage and perimeter boundary resulting in unauthorized access and resource damage to the area. This project replaces fencing to secure the facility and prevent additional damage. Funding/Cost Summary Adobe Boundary Fencing $ Project Total $ 445 - General Fund County Improvement Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 112,000 $ 112,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 301 - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 112,000 $ 112,000 $ Total Project 112,000 112,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Estrella Ramada Renovations Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Estrella Mountain Regional Park 5 Parks & Recreation None June 2018 Project Purpose Statement Regional Services This project will consist of the design and construction for needed building and electrical upgrades for the picnic ramadas and day use areas at Estrella Mountain Regional Park. Project Description The day use ramadas at Estrella Mountain Regional Park have aged significantly and are no longer able to be repaired. The existing electrical system is old and outdated; parts are no longer able to be found, and the electrical system is becoming inoperable. This impacts the safety and comfort of our customers; ramada facilities no l onger have electricity and dependable lighting. Further, customers are also damaging our facilities in an effort to try and make the electrical system work, leaving exposed wires and damaging electrical outlets. Funding/Cost Summary Estrella Ramada Renovations Previous Actuals 445 - General Fund County Improvement $ Project Total $ - Projected FY 2017 $ $ - Year 1 FY 2018 $ 580,000 $ $ 580,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 302 - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 580,000 $ 580,000 $ Total Project 580,000 580,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Estrella Turf, Phase II Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Estrella Mountain Regional Park 5 Parks & Recreation None June 2018 Project Purpose Statement Regional Services This project continues turf renovations that were started in FY 2017. In FY 2018, additional turf reduction, irrigation system renovation, tree planting, decomposed granite installation, and connectivity in the park turf area will continue. Project Description This project is needed to reduce operating costs and i ncrease customer satisfaction with Estrella Mountain Regional Park. The current turf area is difficult to maintain due to size and challenges with the outdated and unrepairable irrigation system. This project will create a more sustainable and maintainable turf area, utilizing less water and requiring less time to maintain and mow. Also, converting the turf to native landscape with decomposed granite improves the aesthetics and compliments the work previously done to bring guests and visitors back into the park. Funding/Cost Summary Estrella Turf Phase II Previous Actuals 445 - General Fund County Improvement $ Project Total $ - Projected FY 2017 $ $ - Year 1 FY 2018 $ 470,000 $ $ 470,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 303 - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 470,000 $ 470,000 $ Total Project 470,000 470,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Estrella Water System Replacement Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Estrella Mountain Regional Park 5 Parks & Recreation None June 2018 Project Purpose Statement This project replaces damaged and poor ly functioning sections of the water conveyance system at Estrella Mountain Regional Park. Regional Services Project Description The project is needed to replace old, outdated water delivery infrastructure at Estrella Mountain Regional Park. This system is the oldest in the park system and finding parts to repair the system has become a challenge. Improvements to the system will increase customer satisfaction, ensuring a working and reliable water conveyance system at the park. Funding/Cost Summary Estrella Water System Replacement $ Project Total $ 445 - General Fund County Improvement Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 300,000 $ 300,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 304 - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 300,000 $ 300,000 $ Total Project 300,000 300,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Hassayampa River Preserve Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Wickenburg 4 Parks & Recreation None To Be Determined Project Purpose Statement Regional Services Hassayampa River Preserve Unit of Vulture Mountain Cooperative Recreation Area was approved by the Maricopa County Board of Supervisors in 2013. Vulture Mountain Cooperative Recreation Area will provide the Department with management oversight for Hassayampa Day Use (Phase 1 of the Vulture Mountains Recreation Area Master Plan) and Vulture Mountain Recreation Area as the newest addition to the Maricopa County Park System. Hassayampa Day Use was previously managed by the Nature Conservancy and has donated the land and buildings to Maricopa County Parks and Recreation. This area will become the park headquarters location for the entire Vulture Mountain Cooperative Recreation Area. Project Description Non recurring funding requested to do design, engineering, and installation work to bring the Hassayampa property up to current Maricopa County standards. Items required include, but are not limited to, an ADA accessible restroom, electrical and septic upgrades to meet current code/permitting standards, installation of IT/phone infrastructure, parking improvements, host sites, and installation of a water storage tank and water system improvements. Funding/Cost Summary Previous Actuals 445 - General Fund County Improvement $ Project Total $ - Hassayampa Projected Year 1 FY 2017 FY 2018 $ 164,706 $ 835,294 $ $ 164,706 $ 835,294 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 835,294 $ 835,294 $ Total Project 1,000,000 1,000,000 Funding is already included in the Parks and Recreation’s operating budget for the staff that will occupy this space and other facility operational expenses. 305 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Hassayampa Electrical, Septic and Water Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Hassayampa River Preserve 4 Parks & Recreation None June 2018 Project Purpose Statement Regional Services Hassayampa River Preserve section of Vulture Mountain Cooperative Recreation Area: This project will provide the design, engineering, and installation to update utilities on the the Hassayampa property, acquired by Parks in April, 2017, up to current Maricopa County standards. This funding is a continuation of monies received in FY 2017 to continue work to bring electrical, septic, and water improvements to the property. Project Description Hassayapma River Preserve is a historic property, recently acquired by Maricopa Parks and Recreation. Upgrades are needed for the existing water, electrical, and septic systems to ensure current standards and improve capabilities as visitor attendance and facility usage increases. Funding/Cost Summary Hassayampa Electrical, Septic and Water Previous Actuals 445 - General Fund County Improvement $ Project Total $ - Projected FY 2017 $ $ - Year 1 FY 2018 $ 250,000 $ $ 250,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 306 - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 250,000 $ 250,000 $ Total Project 250,000 250,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Lake Pleasant Boundary Fencing Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Lake Pleasant Regional Park 4 Parks & Recreation None June 2018 Project Purpose Statement This project will consist of the design and installation of boundary fencing on the northern boundaries of Lake Pleasant Regional Park. Regional Services Project Description The northern area of Lake Pleasant is a combination of land managed by Maricopa County Parks and Recreation, Bureau of Land Management, Bureau of Reclamation, Yavapai County, and others. There is currently no fencing or other boundary identification in place and illegal use of the land is creating environmental damage to the sensitive Sonoran Desert in the form of illegal dumping, illegal trails, shooting at cactus and other plants, stealing of cactus and other plants, and general disruption of wildlife. Installation of fencing is one w ay to help establish boundaries and al so direct some of the usage to designated areas that have been developed for the public's use. Fencing creates distinct boundaries that identify land ownership and inform the public that an area is protected and rules and regulation apply to land use. Funding/Cost Summary Lake Pleasant Boundary Fencing $ Project Total $ 445 - General Fund County Improvement Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 638,400 $ 638,400 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 307 - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 638,400 $ 638,400 $ Total Project 638,400 638,400 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Lake Pleasant Discovery Center Playground Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Lake Pleasant Regional Park 4 Parks & Recreation None June 2018 Project Purpose Statement Regional Services This project will design and construct a covered playground facility at the Discovery Center area at Lake Pleasant Regional Park. The project includes planning and construction of a covered playground that will complement the natural environment at Lake Pleasant and be constructed and inspected to meet all national playground safety guidelines. Project Description Lake Pleasant Discovery Center is a popul ar destination at Lake Pleasant Regional Park. Newly remodeled in 2016, the Discovery Center is an educational and recreational destination for visitors at Lake Pleasant, including those who are staying at Roadrunner Campground, a short trail hike from the Discovery Center. The playground will offer another shaded area for families to enjoy the beautiful Lake Pleasant views and provide a place for children to play. Funding/Cost Summary Lake Playground at Discovery Center Previous Actuals 445 - General Fund County Improvement $ Project Total $ - Projected FY 2017 $ $ - Year 1 FY 2018 $ 600,000 $ $ 600,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 308 - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 600,000 $ 600,000 $ Total Project 600,000 600,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Lake Pleasant Ramada Renovations Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Lake Pleasant Regional Park 4 Parks & Recreation None June 2018 Project Purpose Statement This project will renovate existing day-use ramadas at Lake Pleasant Regional Park. The components of the project include evaluation of current facilities, design, plans, details, and s pecifications to remodel and pai nt existing ramadas at the park. In addition, the project will improve landscaping around the ramadas, replace damaged grills, and tables, and replace existing lighting to make the ramadas more energy efficient. Regional Services Project Description Lake Pleasant Regional Park is a very popular day use area for picnicking, hiking, cyclists, and water sports. Ramada facilities are heavily used and showing signs of wear and tear due to age and overall use. Completion of this project will improve customer satisfaction with the facility by providing shaded areas with picnic tables and seating to have a picnic or gathering while enjoying the various recreational aspects of Lake Pleasant. Funding/Cost Summary Lake Pleasant Ramada Renovations $ Project Total $ 445 - General Fund County Improvement Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 150,480 $ 150,480 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 309 - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 150,480 $ 150,480 $ Total Project 150,480 150,480 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Maricopa Regional Trail System Project Location: County Districts: Managing Department: Project Partner(s): Scheduled Completion Date: Various All Parks & Recreation Maricopa Trail & Park Foundation Estimated June 2018 Project Purpose Statement Regional Services The purpose of the Maricopa Trail project is to provide an ac cessible outdoor recreational experience for the people who live and work locally, so they may travel along the trail as a pa thway to the Parks. In addition it will provide open s pace corridors to protect natural and cultural resources from commercial development. The Maricopa Trail program will design and build a regional trail to connect the Maricopa County Parks with a shared use, non-motorized linear park experience. It will link communities and assist them in becoming more livable by creating open space corridors to protect natural and cultural resources. Project Description The Regional Trail System Plan was adopted by the Board of Supervisors in 2004. In 2007, 8.8 miles of trail was built to link Spur Cross Ranch and Cave Creek Regional Park. Another 8 miles of trail was built east of Anthem along Rodger Creek to connect to Cave Creek Park in 2008. In 2009, the County connected Lake Pleasant to Anthem at I-17. Parks completed the trail connecting Lake Pleasant to Anthem at I-17 and also built trailheads at Lake Pleasant, 7th Street and Linda Lane, and on the Flood Control District McMicken Dam in 2011. Parks also built one m ile of trail on t he west end o f South Mountain Park. In 2012, Parks provided a connection from White Tank Mountain Park to McMicken Dam and outfall components connecting Queen Creek and Sonoqui Wash. In 2013, Parks completed 12.4 miles of trail in Tempe and the Town of Guadalupe. Parks also began work with the US Corps of Engineers to design a trailhead at Tres Rios and 115th Avenue. In 2014, Parks completed an additional 12 miles of trail and completed a total of 221.5 miles by the end of FY 2015. In FY 2016, Parks completed 14.1 miles of new trail in Segment 12 between Happy Valley Pkwy and Lake Pleasant, on Segment 35 between Estrella Mountain Park White Tank Mountain Park and a connecting trail inside Estrella Mountain Park. An additional 18.5 miles of existing trail was completed in other jurisdictions through IGAs. This brings the completed trail miles to 254.1. At the conclusion of FY 2017, 53.8 miles of trail will be added, (6.57 in previous years IGA’s) bringing the total mileage to 301.33. In FY 2018, the final 1.55 miles will be added to complete the main loop of the Maricopa Trail for a grand total of 302.88 miles. Funding/Cost Summary Maricopa Regional Trail System Projected Year 1 Previous FY 2017 FY 2018 Actuals 996,937 $ $ $ 445 - General Fund County Improvement 4,079,560 244,629 675,811 Project Total $ 5,076,497 $ 244,629 $ 675,811 $ 422 - Intergovernmental Capital Projects Year 3 FY 2020 Year 2 FY 2019 $ - $ - $ Year 4 FY 2021 $ - $ Operating Cost Summary Year 1 FY 2018 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ - Year 2 FY 2019 Year 3 FY 2020 $ 147,990 $ 1,500 172,176 139,374 $ 461,040 $ 147,990 $ 2,500 48,000 16,281 214,771 $ 310 Year 4 FY 2021 147,990 $ 1,500 172,176 139,374 461,040 $ Year 5 FY 2022 147,990 2,500 48,000 16,281 214,771 Year 5 FY 2022 $ $ 5-Year Total - $ $ $ 675,811 675,811 $ Total Project 996,937 5,000,000 5,996,937 Maricopa County FY 2018 Adopted Budget Capital Improvement Program McDowell Four Peaks Restroom Facility Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: McDowell Mountain Regional Park 3 Parks & Recreation None June 2018 Project Purpose Statement This project will plan and c onstruct a fully functional restroom facility in the Four Peaks Staging area at McDowell Mountain Regional Park. The components of the project include, but are not limited to: Regional Services 1. Provide plans, details, and specifications to construct a four fixture park … restroom building; 2. Complete engineering and feasibility including wet and d ry utilities and septic ….percolation testing; 3. Obtain all Maricopa County and ADEQ permitting prior to construction; 4. Construct restroom to Maricopa County PRD details and specifications; 5. Construct septic system with double chamber tank and multiple clean outs in ….septic field; and 6. Provide complete as built drawing records at end of project. Project Description Four Peaks Staging Area is a popular destination within McDowell Mountain Regional Park. In addition to normal day use and equestrian activities, it is also an area where bike races, running and other events are held. Park visitors are currently required to leave this area and drive to restroom facilities in other sections of the park, use chemical toilets (only out for events and races), or use the desert environment. This restroom facility is needed to reduce desert impacts from waste and related trash from being left in the area and will also increase customer satisfaction by providing convenient and eas ily accessible bathroom facilities in a heavily used section of the park. Funding/Cost Summary McDowell Four Peaks Restroom Facility $ Project Total $ 445 - General Fund County Improvement Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 550,000 $ 550,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 311 - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 550,000 $ 550,000 $ Total Project 550,000 550,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Navigational Aide Boathouse Construction Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Lake Pleasant Regional Park 4 Parks & Recreation None June 2018 Project Purpose Statement Regional Services This project is to build a boat docking and storage house for the buoys, related supplies, and boat storage facility to Lake Pleasant water vehicles and r elated equipment. The boat house will have two covered slips, dry storage, and space for storage of various navigational aids and supplies. Project Description Lake Pleasant Regional Park functions as a storage reservoir for the Central Arizona Project. Lake levels fluctuate greatly requiring regular navigational marker placement (buoys) and m ovement. The Navigational Aide staff require daily access to Lake Pleasant. This facility will provide a secured on-water facility where they can house boats, buoys, and supplies to more efficiently access the lake to complete this important safety function. Funding/Cost Summary Navigational Aide Boathouse Construction Previous Actuals 445 - General Fund County Improvement $ Project Total $ - Projected FY 2017 $ $ - Year 1 FY 2018 $ 300,000 $ $ 300,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 312 - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 300,000 $ 300,000 $ Total Project 300,000 300,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Parks Restroom Renovations Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Lake Pleasant Regional Park 4 Parks & Recreation None June 2018 Project Purpose Statement Regional Services This project will evaluate, plan, permit and remodel five bathrooms in day-use areas of Lake Pleasant Regional Park. The project will include specifications to replace plumbing and electrical fixtures, replace toilet partitions, abrasive blast calcium and hard water deposits, and clean inside and outside of bathrooms. This project will also paint the interior and exterior of bathrooms. Project Description Lake Pleasant Regional Park is a very popular day use area for picnicking, hiking, cyclists, and water sports. The bathroom facilities are heavily used and showing signs of wear and tear due to age and overall use. Completion of this project will improve customer satisfaction with the facility by providing clean and easily maintained restrooms that are in good repair with working fixtures. Funding/Cost Summary Parks Restroom Renovations Previous Actuals 445 - General Fund County Improvement $ Project Total $ - Projected FY 2017 $ $ - Year 1 FY 2018 $ 342,000 $ $ 342,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 313 - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 342,000 $ 342,000 $ Total Project 342,000 342,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Vulture Mountain Campground Design Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Vulture Mountain Co-Op Rec Area 4 Parks and Recreation To Be Determined June 2018 Project Purpose Statement Vulture Mountain Day Use and Camping: Approved by the Board of Supervisors in 2013, Vulture Mountain Cooperative Recreation Area will provide the Department with management oversight for Hassayampa Day Use and V ulture Mountain Recreation Area as the newest addition to the Maricopa County Park System. This project will begin the design and engineering for campground amenities to provide residents and visitors of Maricopa County access to recreational and open space opportunities. Regional Services Project Description This funding will allow the department to being design of the day use and campground, conduct any required environmental or cultural studies needed, and provide engineering plans for electrical and water infrastructure to enhance the customer experience. The day use and campgrounds, when built, will also provide a revenue source for the Department, reducing our general fund dependence. Funding/Cost Summary Vulture Mountain Campground Design $ Project Total $ 445 - General Fund County Improvement Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 342,000 $ 342,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 314 - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 342,000 $ 342,000 $ Total Project 342,000 342,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Vulture Mountain Day – Use Design Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Vulture Mountain Co-Op Rec Area 4 Parks and Recreation To Be Determined June 2018 Project Purpose Statement Vulture Mountain Day Use and Camping: Approved by the Board of Supervisors in 2013, Vulture Mountain Cooperative Recreation Area will provide the Department with management oversight for Hassayampa Day Use and V ulture Mountain Recreation Area as the newest addition to the Maricopa County Park System. This project will begin the design and engineering for day use amenities (ramadas, trail heads, restrooms, etc.) to provide residents and visitors of Maricopa County access to recreational and open space opportunities. Regional Services Project Description This funding will allow the department to being design of the day use and campground, conduct any required environmental or cultural studies needed, and provide engineering plans for electrical and water infrastructure to enhance the customer experience. The day use and campgrounds, when built, will also provide a revenue source for the Department, reducing our general fund dependence. Funding/Cost Summary Vulture Mountain Day - Use Design $ Project Total $ 445 - General Fund County Improvement Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 175,000 $ 175,000 $ Year 2 FY 2019 Operating Cost Summary Year 3 FY 2020 - $ $ There will be no operational costs associated with this project. 315 - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 175,000 $ 175,000 $ Total Project 175,000 175,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Vulture Mountain Study Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Wickenburg 4 Parks and Recreation Bureau of Land Management To Be Determined Project Purpose Statement Regional Services The purpose of the Vulture Mountain Cooperative Recreation Area project is to move forward with acquiring and managing the area as a county-managed park for both residents and visitors so they will have natural open space preserved into the future. The area is currently being managed under BLM’s multiple use philosophy which allows, mining, cattle grazing, off-highway vehicle use and a wide variety of other recreational uses in a relatively unsupervised manner. As the County continues to grow in and around the Wickenburg area, more active management will be required to preserve the integrity of the area. Protecting the area as a County-managed recreation area will allow for greater management of the site resulting in more controlled use of the area and gr eater visitor and r esident satisfaction. Maricopa County Parks and BLM have been working with the Town of Wickenburg to assure quality of life and economic benefits provided by the area will be enhanced through park development and management, while preserving the unique western flavor of the community. Project Description In January 2012, the Board of Supervisors approved Maricopa County Parks and Recreation’s (Parks) Vulture Mountain’s Cooperative Recreation Area Master Plan. This is a multi-year and phased response to the public’s desire for additional access to park lands. When complete, this will add approximately 71,000 acres to the MCPRD system. Bureau of Land Management (BLM) requires an area master plan to be completed for the area prior to any patent action and Parks submitted land patent applications to BLM in mid-2012 to secure the areas needed for trailheads and campsites. The next step is for BLM to complete a Notice of Realty Action so that Parks can resume work on a required Environmental Assessment for these areas. The funding currently available in F422 is to acquire permits and rights to develop a trail crossing under BNSF Railroad, allowing users entry into the Vulture Mountain Recreation Area. Funding/Cost Summary Previous Projected Year 1 Actuals FY 2017 FY 2018 55,464 $ 15,744 $ 108,091 $ 445 - General Fund County Improvement 57,249 217,751 Project Total $ 112,713 $ 15,744 $ 325,842 $ Vulture Mountain Study 422 - Intergovernmental Capital Projects Year 2 FY 2019 $ Operating Cost Summary Year 3 FY 2020 - $ $ - Year 4 FY 2021 $ - $ Year 5 FY 2022 $ $ - $ $ 5-Year Total 108,091 $ 217,751 325,842 $ Total Project 179,299 275,000 454,299 This phase of the project consists of a study to gather information for park development. Operational impacts cannot be determined until the project moves forward. 316 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Willow Campground Improvements Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: White Tank Mountain Regional Park 4 Parks and Recreation Bureau of Land Management June 2018 Project Purpose Statement This project will design and construct new tent camping sites at Willow Day Use Area, providing expansion of camping services at White Tank Mountain Regional Park. Regional Services Project Description Willow Day Use Area at White Tank Regional Park is an area that is continually requested for group and tent camping. By creating tent sites, the area can be better utilized to provide small youth groups and individual campers the opportunity for primitive camping in a safe and structured environment. T he current designated campground at White Tank is heavily used by RV's and similar vehicles, rarely having a vacancy to allow for tent camping during the months of October to April. Willow Day Use area would provide additional opportunities to camp for those who do not own an RV. Willow Day Use area has an existing bathroom facility and plenty of room to build individual tent camping sites. Funding/Cost Summary Willow Campground Improvements $ Project Total $ 445 - General Fund County Improvement Previous Actuals - Projected FY 2017 $ $ - Year 1 FY 2018 $ $ Year 2 FY 2019 580,000 $ 580,000 $ Operating Cost Summary Operational impacts are TBD. 317 Year 3 FY 2020 - $ $ Year 4 FY 2021 - $ $ - Year 5 FY 2022 $ $ 5-Year Total - $ $ 580,000 $ 580,000 $ Total Project 580,000 580,000 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Technology Project Detail CHS Electronic Health Records Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: System-wide Correctional Health Services Enterprise Technology June 2018 Project Purpose Statement Ancillary products, services, and interfaces will provide: Enhanced quality of care, access and management of data, accuracy of management of data efficiency of processes, compliance with various law suits and accreditation and enhance continuity of care within the jail setting as well as throughout the community. Safe Communities Project Description Purchase and implement various ancillary products, services, and interfaces for the Electronic Health Record (EHR) System. Products include Health Needs Request System, Biometrics, Kiosk's, Vital Machines, and Telemed Video Conferencing. Interfaces include Scheduled Court Events, Radiology, Pharmaceuticals, ICIJIS, Labs, Continuity of Care Documents (multiple locations), Inmate Fund Canteen System, Biometrics, State Health exchange(s), Police Departments, Re-Entry Programs, Arizona Health Care Cost Containment System (AHCCCS), Maricopa County Adult Probation, and Health Needs Request. Hardware includes laptops, tablets, and miscellaneous hardware to access the EHR system. As the EHR system increases in size (data) and the SQL servers age, the additional purchase of storage and SQL servers. Miscellaneous types of services include back scanning documents into the EHR system, enhancements to the EHR system, and electronic faxing from the EHR system to various off-site facilities, ongoing various as necessary. Funding/Cost Summary CHS Electronic Health Records $ Project Total $ 461 - Detention Tech Capital Improvement Previous Projected Year 1 Actuals FY 2017 FY 2018 6,178,220 $ 1,686,476 $ 374,111 $ 6,178,220 $ 1,686,476 $ 374,111 $ Year 2 FY 2019 Year 3 FY 2020 - $ $ - $ $ Year 4 FY 2021 - Operating Cost Summary Year 1 FY 2018 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ 267,191 $ 37,589 240,000 100,000 644,780 $ Year 2 FY 2019 267,191 $ 37,589 240,000 100,000 644,780 $ Year 3 FY 2020 267,191 $ 37,589 240,000 100,000 644,780 $ 318 Year 4 FY 2021 267,191 $ 37,589 240,000 100,000 644,780 $ Year 5 FY 2022 267,191 37,589 240,000 100,000 644,780 Year 5 FY 2022 $ $ - $ $ 5-Year Total 374,111 $ 374,111 $ Total Project 8,238,807 8,238,807 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Computer Aided Mass Appraisal Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: 111 South Third Avenue – Phoenix Enterprise Technology None January 2020 Project Purpose Statement The Assessor’s current homegrown Computer Aided Mass Appraisal (CAMA) system was built in the early 1990’s utilizing client/server architecture with an unsupported Oracle forms front-end (user interface). Incremental changes have been made to the system over the years and the system has mushroomed into many processes and functions that are not supporting the Assessor’s Office business functions effectively. U sers have to navigate through a multitude of screens to accomplish business functions that would normally take a few clicks. Data integrity issues are prevalent and c urrent data architecture doesn’t lend itself to robust integration with other Assessor systems like Marshall & Swift, Apex, etc. Government Operations Project Description The MARS Project is a Windows-based computer-aided mass appraisal (CAMA) software project. The software elements included are designed for real estate valuation including cost and comparison sales, data maintenance, sales analysis, reporting and query, image display, personal property valuation, and income capitalization. This software will be implemented to support the maintenance and enhancement of real and pe rsonal property records to effectively administer all laws and r egulations for Maricopa County property owners so that all ad valorem property is fairly and equitably valued. Funding/Cost Summary Previous Actuals Computer Aided Mass Appraisal Projected FY 2017 Year 1 FY 2018 Year 2 FY 2019 Year 3 FY 2020 Year 4 FY 2021 $ 9,364,385 $ 2,328,966 $ 5,304,395 $ 7,197,848 $ - Project Total $ 692,132 10,056,517 $ 2,328,966 $ 5,304,395 $ 7,197,848 $ - 440 County Improvement Fund 460 Technology Capital Improvement Fund $ - $ - Operating Cost Summary Year 1 FY 2018 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ - Year 2 FY 2019 $ $ - Year 3 FY 2020 $ $ 319 - Year 4 FY 2021 $ $ $ 613,875 613,875 $ Year 5 FY 2022 638,400 638,400 Year 5 FY 2022 5-Year Total $ - $ - Total Project $ 12,502,243 $ 24,195,594 $ 12,502,243 $ 692,132 24,887,726 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Enterprise Data Center Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Phoenix Enterprise Technology None December 2017 Project Purpose Statement Government Operations Data centers within the County, which are the critical foundation of the County’s ability to provide essential IT services to departments and citizens, including public safety departments, do not meet acceptable standards for an enterprise operation of the County’s size. Moreover, the current environment creates unacceptable risk of failure and is costly to maintain or improve, as detailed in the Data Center Colocation study commissioned by OET and developed by a nationally recognized vendor. Project Description The Data Center is the critical foundation of the County’s ability to provide essential IT services to departments and c itizens. It is a computer room fundamentally designed to be s ecure, reliable, and resilient to failures, thus earning the name “data center.” Very few IT systems outside of companies like Google are designed to survive a dat a center outage without significant downtime and data loss; Maricopa County systems are no exception. Many County departmental computer rooms are woefully out of date, exposing the County to significant risk and are uneconomical to maintain or improve. The Data Center Co-location project will allow County departments to move technology into a co-located, dedicated, and purpose built data center as opposed to housing equipment within employee/customer related buildings. The plan also includes the implementation of a robust Optical Network System (ONS) capable of providing fiber network connectivity to the co-located facility. This project will provide a strong foundation for the future of County IT. Funding/Cost Summary Enterprise Data Center Previous Projected Year 1 Actuals FY 2017 FY 2018 17,060,229 $ 563,869 $ 632,114 $ 460 Technology Capital Improvement 25,493,531 Project Total $ 42,553,760 $ 563,869 $ 632,114 $ 440 County Improvement Fund Year 2 FY 2019 $ Year 3 FY 2020 - $ - $ Year 4 FY 2021 $ $ Operating Cost Summary Year 1 FY 2018 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2019 Year 3 FY 2020 $ Year 4 FY 2021 Year 5 FY 2022 $ $ $ $ 4,256,130 4,408,936 4,569,348 4,737,852 4,914,875 Total $ 4,256,130 $ 4,408,936 $ 4,569,348 $ 4,737,852 $ 4,914,875 320 Year 5 FY 2022 $ $ - $ $ 5-Year Total 632,114 $ 632,114 $ Total Project 18,256,212 25,493,531 43,749,743 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Enterprise Resource Planning System Project Location: Managing Department: Project/Community Partner(s): Phoenix Enterprise Technology Department of Finance, Budget Office, and Office of Procurement Services December 2017 Scheduled Completion Date: Project Purpose Statement Government Operations The County’s current budget, financial, and procurement systems are not fully integrated and are a mix of custom developed software and commercial off-the-shelf applications. The new Enterprise Resource Planning (ERP) system will modernize and transform the County’s budgeting, financial, and procurement systems, including integration with the existing human resource management system, to improve the timeliness and accuracy of critical information sharing necessary to provide transparency for staff and leadership. Project Description The scope of the (ERP) system includes Performance Budgeting, Financials, and Procurement. The system will be implemented in three phases: Envision, Create, and Achieve. The Envision Phase develops a comprehensive implementation blueprint – determining exactly how the system will be implemented for Maricopa County. CGI and County staff will prototype business requirements using the actual ERP software. Based on prototyping results, CGI will develop a fit-gap analysis and i mplementation road-map. The Envision Phase started in November 2013 and was completed in July 2014. The Create Phase includes configuring the ERP software; developing software needed for data conversion, interfaces and reports; and developing training and change management materials. The Create Phase began in July 2014 and will be completed in January 2016. The Achieve Phase integrates all system components built in the Create Phase and prepares the County for full-scale cut-over and system implementation. S everal key activities include user training and acceptance testing. The County went live on the new ERP system in July 2016. The Achieve Phase began in February 2016 and was completed in September 2016, with post implementation support through 2017. Funding/Cost Summary Enterprise Resource Planning System Previous Projected Year 1 Actuals FY 2017 FY 2018 440 County Improvement Fund $ 18,860,100 $ 3,417,908 $ 3,311,927 $ 460 Technology Capital Improvement 4,132,672 Project Total $ 22,992,772 $ 3,417,908 $ 3,311,927 $ Year 2 FY 2019 Year 3 FY 2020 - $ $ - Year 4 FY 2021 $ $ - Operating Cost Summary Year 1 FY 2018 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ 2,651,261 Total $ 2,651,261 Year 2 FY 2019 $ 2,794,241 $ 2,794,241 Year 3 FY 2020 $ 2,794,241 $ 2,794,241 321 Year 4 FY 2021 $ 2,794,291 $ 2,794,291 Year 5 FY 2022 $ 2,794,291 $ 2,794,291 Year 5 FY 2022 $ $ - $ $ 5-Year Total 3,311,927 $ 3,311,927 $ Total Project 25,589,935 4,132,672 29,722,607 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Jail Management Information System Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: County Jail Facilities – Phoenix Sheriff’s Office None June 2018 Project Purpose Statement Safe Communities The purpose of the Jail Management Information System Program is to ensure the accurate and reliable management of the classification and movement of defendants and inmates at the jail facilities so that staff and inmates’ activities can be safe and monitored. Project Description The Jail Management Information System project was approved by the Board in January 2013. The project funds the design phase and consultant work to allow for the selection of a replacement automation system for the management and classification of in-custody defendants and inmates by the Maricopa County Sheriff’s Office. Funding/Cost Summary Jail Management Information System Previous Projected Year 1 Actuals FY 2017 FY 2018 3,099,676 $ 2,905,308 $ 13,747,927 $ 1,070,364 461 - Detention Tech Capital Improvement Fund Project Total $ 4,170,034 $ 2,905,308 $ 13,747,927 $ 440 - County Improvement Fund $ Year 3 Year 4 Year 2 FY 2020 FY 2021 FY 2019 4,275,543 $ 19,117 $ 4,275,543 $ 19,117 $ - Operating Cost Summary Year 1 FY 2018 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ 50,000 50,000 Year 2 FY 2019 $ $ 720,651 720,651 Year 3 FY 2020 $ $ 1,180,916 1,180,916 322 Year 4 FY 2021 $ $ 1,217,727 1,217,727 Year 5 FY 2022 $ $ 1,376,968 1,376,968 Year 5 FY 2022 $ $ - $ $ 5-Year Total 18,042,587 $ 18,042,587 $ Total Project 24,047,571 1,070,364 25,117,929 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Public Safety Radio System Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Various locations around the County Enterprise Technology None December 2018 Project Purpose Statement Safe Communities The County's current Radio System does not meet portable radio coverage requirements and many active components of the system are no longer serviceable by the manufacturer. The proposed system will provide greater interoperability with other Public Safety agencies throughout the region. In addition, the project will also replace all portable and mobile radios on the system today (approximately 7,000) with state-of-the-art open architected radios that will afford greater interoperability by all end-users. Project Description The Radio System Project will upgrade and expand the County owned Public Safety Radio infrastructure and upgrade/replace the user mobile and portable radio fleet. The project will replace the current Public Safety Radio System that has been operational since 1995. Funding/Cost Summary Public Safety Radio System Previous Projected Year 1 Actuals FY 2017 FY 2018 42,488,377 $ 5,701,474 $ 31,973,536 $ 460 Technology Capital Improvement 36,348,757 Project Total $ 78,837,134 $ 5,701,474 $ 31,973,536 $ 440 County Improvement Fund $ Year 2 Year 3 FY 2019 FY 2020 14,839,080 $ 14,839,080 $ - Year 4 FY 2021 $ $ Operating Cost Summary Year 1 FY 2018 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2019 Year 3 FY 2020 $ Year 4 FY 2021 Year 5 FY 2022 $ $ $ $ 248,081 255,447 263,033 270,844 278,887 Total $ 248,081 $ 255,447 $ 263,033 $ 270,844 $ 278,887 323 Year 5 FY 2022 $ $ - $ $ 5-Year Total 46,812,616 $ 46,812,616 $ Total Project 95,002,467 36,348,757 131,351,224 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Refresh Remote Sites Phase 3 Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Many Sites throughout Maricopa County Enterprise Technology None June 2018 Project Purpose Statement Government Operations The County’s current network infrastructure at the Remote Site Locations does not meet the Office of Enterprise Technology and industry minimum standards to ensure a reliable, secure, and supportable infrastructure required for the County to do business and serve the citizens. Project Description A reliable network is essential to ensuring all County employees have access to the business applications and systems they utilize each day to carry out their responsibilities in serving the public. The outcomes for this project include: 1) Cable pathways and conduits that provide the ability to expand the network; 2) Telecom rooms that have adequate or better power, cooling, security, and monitoring requirements; 3) Cabling bandwidth that meets or exceeds the demands for video, voice, and data networking services; 4) Comprehensive network gear that is built with redundancy, 5) Secure WiFi services; 6) A network that is architected and supported by industry subject matter experts to operate in an ‘always on – always connected’ fashion – 24/7; and 7) Improved security of equipment and the data contained within the equipment. Remote Site Locations: Phase 3 of the project will focus on the rest of the locations without the SL100 phone system and is scheduled to begin in FY 2017. Funding/Cost Summary Refresh Remote Sites Phase 3 Previous Actuals 460 Technology Capital Improvement $ Project Total $ - Projected Year 1 FY 2017 FY 2018 $ 876,301 $ 1,576,443 $ $ 876,301 $ 1,576,443 $ Year 2 FY 2019 Operating Cost Summary Not Applicable. 324 Year 3 FY 2020 - $ $ - Year 4 FY 2021 $ $ - Year 5 FY 2022 $ $ - $ $ 5-Year Total 1,576,443 $ 1,576,443 $ Total Project 2,452,744 2,452,744 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Refresh Remote Sites Phase 4 Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Many Sites throughout Maricopa County Enterprise Technology None June 2018 Project Purpose Statement The County’s current network infrastructure at County remote sites, which are defined as buildings outside of the Durango Campus, Southeast Campus, and Downtown Campus, do not meet OET and industry minimum standards to ensure a reliable, secure, and supportable infrastructure, which creates significant risk of service outage affecting the delivery of County services. Government Operations The network equipment at the identified remote sites for Phase II has reached endof-life and therefore creates unnecessary risk of failure, which would disrupt County operations at the site. Inaction would result in: • Network outages/downtime and can adversely affect the way customers conduct ...business; • Inability to replace defective parts or broken parts on ou tdated network……… ...equipment; • Premature network equipment failure due to inadequate cooling; and • Increased maintenance costs due to aged equipment support requirements. Project Description A reliable network is essential to ensuring all County employees have access to the business applications and systems they utilize each day to carry out their responsibilities in serving the public. This Remote Sites Network Refresh project is focused on the 89 buildings within the Maricopa County region having a Zone 2&3 presence and is designed to improve network service delivery. The outcomes for this project include: 1) Cable pathways and conduits that provide the ability to expand the network, 2) Telecom rooms that have adequate or better power, cooling, security, and monitoring requirements, 3) Cabling bandwidth that meets or exceeds the demands for video, voice, and data networking services, 4) Comprehensive network gear that is built with redundancy, 5) Secure WiFi services, 6) A network that is architected and supported by industry subject matter experts to operate in an ‘always on – always connected’ fashion – 24/7, and 7 ) Improve security of equipment and, more importantly, the data contained within the equipment. Funding/Cost Summary Refresh Remote Sites Phase 4 460 Technology Capital Improvement $ Project Total $ Previous Actuals - $ $ Projected FY 2017 - $ $ Year 1 FY 2018 5,166,219 $ 5,166,219 $ Year 2 FY 2019 Operating Cost Summary Not Applicable. 325 Year 3 FY 2020 - $ $ - $ $ Year 4 FY 2021 - Year 5 FY 2022 $ $ - $ $ 5-Year Total 5,166,219 $ 5,166,219 $ Total Project 5,166,219 5,166,219 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Treasurer Technology System Upgrade Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Phoenix Maricopa County Treasurer None June 2019 Project Purpose Statement Government Operations The Treasurer's current property tax administration, banking, investment management, and accounting systems is based on an outdated, aged technology. The system has been maintained and enhanced by Treasurer’s Information Services Division personnel using a combination of older and newer technologies. However, it is difficult to leverage new technologies that facilitate efficiencies and business process reengineering. Additionally, the system is used to meet over 400 statutory requirements of the Treasurer’s Office which are complex and require a new system to meet them. The system has been patched and extended countless times over the last two and a half decades in response to changes (i.e. legislative, interfaces, legal compliance, and functional enhancements) and i s increasingly difficult to maintain. Further, the system platform based on the OpenVMS operating system is neither mainstream nor common and presents numerous internal and external support challenges. A ll of these factors render the current Treasurer Information System (TIS) inadequate for continued long-term use both strategically and operationally. T he various ad hoc systems created in Excel and A ccess to address the system’s inadequacies further create a myriad of shadow/ancillary systems that complicate the user’s ability to receive, record, safeguard, invest and disburse cash. Maintaining these ancillary systems, as well as relying on numerous databases and spreadsheets, requires a substantial amount of the staff’s time and loss of efficiency. A new system is required to ensure the Treasurer’s Office continues to meets its statutory obligations, can continue to serve taxpayers and the numerous stakeholders, and modernize and transform its principal duties of receiving, recording, safeguarding, investing, and disbursing cash. Fi nally, the management of up to $10.5 billion could be at risk if we do not proceed to replace the outdated system. Project Description The Treasurer’s Office is seeking a system/solution to replace the TIS, a 26-year old system written primarily in COBOL and based on Oracle’s Rdb database system. The Treasurer’s Office utilizes the current TIS in carrying out responsibilities to manage cash for County departments, school districts, and special districts in serving as the ex officio tax collector and collector of property taxes for distribution to the State, County, cities/towns, community college districts, school districts and special districts. The system is the critical component allowing the Treasurer’s Office to fulfill its principal duties of receiving, recording, safeguarding, investing, and disbursing cash of these entities. The objectives of the replacement are to: • • Replace the existing TIS system and incorporate the functionality of the various ancillary systems that were developed to address deficiencies as appropriate; Enhance the existing TIS functionality by making the existing capabilities more user-friendly and ensuring the replacement TIS is flexible enough to facilitate receiving, recording, safeguarding, investing, and disbursing cash as future statutory, regulatory and business requirements evolve; 326 Maricopa County FY 2018 Adopted Budget • • • Capital Improvement Program Convert data from existing TIS and ancillary systems to the replacement TIS; Train users and system administrators on the use and maintenance of the replacement TIS; and Obtain a stable, secure, scalable, maintainable and flexible solution that can accommodate growth and facilitate modifications necessary to meet changes in programs and mandates. Funding/Cost Summary Treasurer Technology System Upgrade Previous Projected Year 1 Actuals FY 2017 FY 2018 460 - Technology Capital Improvement 3,439,277 14,383,889 16,154,138 TOTAL PROJECTS 460 $ 3,439,277 $ 14,383,889 $ 16,154,138 $ Year 2 Year 3 FY 2019 FY 2020 1,610,297 1,610,297 $ - $ Year 4 FY 2021 Operating Cost Summary Year 1 FY 2018 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ Year 2 FY 2019 Year 3 FY 2020 Year 4 FY 2021 Year 5 FY 2022 $ $ $ $ 18,537 259,678 1,566,168 1,613,153 1,661,547 18,537 $ 259,678 $ 1,566,168 $ 1,613,153 $ 1,661,547 327 - $ Year 5 FY 2022 - $ 5-Year Total 17,764,435 17,764,435 $ Total Project 35,587,600 35,587,600 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Transportation Project Detail Capacity Enhancement Projects Managing Department: Project Partner(s): Transportation City of Peoria – T248, T251, T554, T568, T571, Town of Queen Creek – T430, T538, T554, TBD - T509, T520 Scheduled Completion Dates: Improvement District Scheduled Completion T248 - Deer Valley 117th Ave to 109th Ave 4 4th Quarter FY 2021 T251 - Riggs Rd Ellsworth to Crismon 1 1st Quarter FY 2019 T406 - Riggs Rd Power to Hawes 1 4th Quarter FY 2019 T429 - Riggs Rd Recker to Power 1 4th Quarter FY 2018 T430 - Rittenhouse Bridge at Queen Creek Wash 1 4th Quarter FY 2020 T452 - Patton Rd west of 257th Ave 4 1st Quarter FY 2018 T495 - Lower Buckeye 71st Ave to 67th Ave 5 4th Quarter FY 2020 T496 - Signal Butte Apache to University 2 4th Quarter FY 2020 T509 - Dynamite 44th St to 45th St 3 3rd Quarter FY 2020 T520 - Camelback at Beardsley Canal 4 3rd Quarter FY 2020 T538 - Riggs Rd Crismon to Meridian 1 4th Quarter FY2019 T540 - Power Rd at Olney 2 4th Quarter FY 2018 T554 - Pinnacle Pk 99th Ave to 91st Ave 4 4th Quarter FY 2018 T561 - Olive Ave SR 303 to Sarival Ave 4 4th Quarter FY 2021 T562 - Olive Ave Sarival Ave to Reems Rd 4 4th Quarter FY 2022 T563 - Rio Verde Dr 136th St to 152nd St 2 4th Quarter FY 2018 T568 - Happy Valley Rd Loop 303 to the Agua Fria Bridge 4 4th Quarter FY 2018 T571 - Litchfield Rd Northern Pkwy to Peoria 4 4th Quarter FY 2018 Purpose Statement: The purpose of the Capacity Enhancement Projects is to add additional travel lanes to existing roads or construct new roadways and bridges so citizens will have a more reliable commute. Project Descriptions: T003 - Special Projects 328 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Special Projects is a reserve fund for projects selected by the Transportation Advisory Board to assist other agencies so that urgent projects can be funded that otherwise would not qualify through the normal review and authorization process. The County will contribute up to $1.5M annually to Special Projects T248 - Deer Valley 117th Ave to 109th Ave The project will extend Deer Valley Rd across the Agua Fria River from 109th Ave to El Mirage Rd. It will connect Williams Rd at 117th Ave to Deer Valley Rd at 109th Ave. The project will construct two bridges, and two miles of five-Lane new pavement. A total of $2,750,000 is budgeted for FY 2018 to continue design and acquire right-of-way. Construction is planned to begin in the FY 2020. T251 - Riggs Rd Ellsworth to Crismon The purpose of this project is to build an interim roadway with two travel lanes and a center turn lane. A total of $4,475,000 is budgeted in FY 2018 to construct the project. T406 - Riggs Rd Power to Hawes This segment of Riggs Rd will be expanded to have three travel lanes in each direction, a dual center turning lane, paved shoulders, signal improvements, drainage improvements and alignment improvements. Construction is planned to start in FY 2018 with $6,205,000 budgeted to complete rightof-way acquisition, utility relocation and environmental clearance prior to starting construction. T429 - Riggs Rd Recker to Power This segment of Riggs Rd will be expanded to have two travel lanes in each direction, a dual center turning lane, paved shoulders, drainage improvements and alignment improvements. A total of $2,808,000 is budgeted in FY 2018 to complete construction. T430 - Rittenhouse Bridge at Queen Creek Wash This project will replace the existing two lane bridge with a four lane box culvert on Rittenhouse Rd over Queen Creek Wash along with widening segments of Rittenhouse to match the already widened Rittenhouse Rd on the north leg. A total of $20,000 is budgeted in FY 2018 to complete design. Construction is planned to start in FY 2019 after Riggs Rd construction to Meridian is complete. T452 - Patton Rd west of 257th Ave This project is to make channel improvements downstream of Patton Rd to eliminate the roadway ponding. A total of $10,000 is budgeted in FY 2018 to complete construction and close the project. T495 - Lower Buckeye 71st Ave to 67th Ave The purpose of this Project is to widen Lower Buckeye Rd to a four-lane arterial roadway with center turn lane to match the roadway to the east within the City of Phoenix so travelers will have a safer commute. A total of $310,000 is budgeted in FY 2018 to start design. T496 - Signal Butte Rd Apache to University The purpose of this Project is to widen Signal Butte Rd to a four-lane arterial roadway to eliminate its scalloped street status. A total of $295,000 is budgeted in FY 2018 to start design. T509 - Dynamite 44th St to 45th St This project will make downstream channel improvements to help alleviate the sediment buildup. A total of $131,000 is budgeted for FY 2018 to make the recommended downstream improvements. T520 - Camelback at Beardsley Canal 329 Maricopa County FY 2018 Adopted Budget Capital Improvement Program This project will bridge the Beardsley Canal to alleviate congestion caused by local school traffic. A total of $265,000 is budgeted for FY 2018 to continue design, right-of-way acquisition and utility relocation. Construction is planned for FY 2020. T538 - Riggs Rd Crismon to Meridian The purpose of this project is to build an interim roadway with two travel lanes and a center turn lane; make improvements to the Riggs/Rittenhouse intersection; and then taper to align with the existing two lane Combs Rd in Pinal County. The Town of Queen Creek is the lead on this project. The County will complete the design, right-of-way acquisition and utility relocation within Maricopa County. The Town of Queen Creek is responsible for all costs in Pinal County. A total $8,255,000 is budgeted in FY 2018 to complete design, right-of-way acquisition and utility relocation. T540 - Power Rd at Olney The purpose of this project is to widen Power Rd at Olney to eliminate scalloped street situation so travelers will have a safer commute. A total of $243,000 is budgeted in FY 2018 to complete construction. T554 - Pinnacle Pk 99th Ave to 91st Ave The City of Peoria plans to improve Pinnacle Peak Rd from 99th Ave to 91st Ave in two phases to a fivelane arterial road with a raised median and upgrade the traffic signal at the intersection of Pinnacle Peak and 91st Ave. The County will contribute $2,997,000 towards the project in exchange for the City's annexation of the County's portion of the project. T561 - Olive Ave SR 303 to Sarival Ave This project will improve Olive Ave to a five-lane arterial road with a center turn lane. C onstruction is planned to start in FY 2019 with $1,750,000 budgeted in FY 2018 for design, right-of-way acquisition, utility relocation and environmental clearance. T562 - Olive Ave Sarival Ave to Reems Rd This project will improve Olive Ave to a five-lane arterial road with a center turn lane. C onstruction is planned to start in FY 2020 with $1,380,000 budgeted in FY 2018 for design, utility relocation and environmental clearance. T563 - Rio Verde Dr 136th St to 152nd St This scoping study will identify the necessary improvements and the cost to widen this section of Rio Verde drive so travelers will have a safer less congested commute. A total of $215,000 is budgeted in FY 2018 to complete the study. T568 - Happy Valley Rd Loop 303 to the Agua Fria Bridge The City of Peoria plans to improve Happy Valley Rd from the Loop to Lake Pleasant Pkwy to a six-lane arterial road with bike lanes. The County will contribute $2,568,000 towards the project in exchange for the City's annexation of the County's portion of the project. T571 - Litchfield Rd Northern Pkwy to Peoria Ave This scoping study will identify what improvements will be needed and t he cost to widen Litchfield Rd from Northern Pkwy to Peoria Ave to improve traffic flow and increase safety for travelers. A total of $70,000 is budgeted in FY 2018 to complete the study. CAPY - Capacity Project Reserve Project reserve funding that will be used for new projects and / or change orders for existing projects. 330 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Funding/Cost Summary Uses by Project CAPY - Capacity T003 - Special Projects T248 - Deer Valley El Mirage To Lk P T251 - Riggs Ellsworth To Meridian T406 - Riggs Rd Power to Hawes T429 - Riggs Rd Recker to Power T430 - Rittenhouse Bridge at QC Wash T452 - Patton Rd West Of 257th Ave T495 - Lower Buckeye 71st to 67th Ave T496 - Signal Butte Apache to University T509 - Dynamite 44th St to 45th St T520 - Camelback at Beardsley Canal T538 - RIGGS RD CRISMON TO MERIDIAN T540 - POWER RD AT OLNEY AVE T554 - PINNACLE PK 99TH AVE TO 91ST AVE T568 - Happy Valley Loop 303 t o Agua Fria River T570 - MERIDAN RD RIGGS IGA T571 - LITCHFIELD RD N P KWY TO PEORIA Previous Actuals 3,085,921 2,561,443 2,773,242 1,024,183 5,475,056 563,544 220,709 173,264 203,783 73,981 103,691 19,382 59,762 $ 16,337,961 Projected FY 2017 350,000 261,605 383,411 4,688,618 5,335,389 41,399 48,600 756 1,066 3,969 266,644 294,771 9,635 35 88 12,000 $ 11,697,986 Year 1 ..FY 2018 6,347,600 940,500 2,750,000 4,475,000 6,205,000 2,808,000 20,000 10,000 310,000 295,000 131,000 265,000 8,255,000 243,000 2,997,000 263,000 300,000 70,000 $ 36,685,100 Year 2 FY 2019 1,964,474 600,000 5,008,000 1,259,000 1,063,000 1,000,000 720,000 2,931,000 2,305,000 $ 16,850,474 Operating Cost Summary Year 3 FY 2020 13,812,337 19,040,000 1,214,000 2,128,000 1,230,000 1,395,000 $ 38,819,337 Year 4 FY 2021 2,682,496 6,172,000 $ 8,854,496 Year 5 5 - Year Total FY 2022 Total Project 19,960,000 44,766,907 44,766,907 940,500 4,376,421 28,562,000 31,385,048 4,475,000 7,631,653 11,213,000 16,925,801 2,808,000 13,618,445 2,493,000 3,097,943 10,000 279,309 3,501,000 3,675,020 2,525,000 2,729,849 131,000 208,950 2,380,000 2,750,335 11,186,000 11,500,153 243,000 312,397 2,997,000 2,997,035 2,568,000 2,568,088 300,000 300,000 70,000 82,000 $ 19,960,000 $ 121,169,407 $ 149,205,354 Capacity Enhancement is a new grouping of projects following a reorganization of the Transportation Capital Improvement Plan. 331 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Dust Mitigation Projects Managing Department: Transportation Project Partner(s): T491 - Parks and Recreation Department Scheduled Completion Dates: Improvement District Scheduled Completion T408 - Palm Lane Drainage 2 4th Quarter FY 2018 T453 - Rockaway Hills 255th-251st Ave 4 1st Quarter FY 2018 T456 - New River Area Phase 2 3 4th Quarter FY 2018 T457 - Carefree Highway Area 3 4th Quarter FY 2018 T458 - Laveen Area 5 4th Quarter FY 2018 T491 - Vulture Mountain Rec Area Rds 4 4th Quarter FY 2018 T508 - Narramore at Waterman Wash 5 TBD T523 - 10th St from Desert Hills Estates Dr to Tanya 1 4th Quarter FY 2018 T556 - Pinnacle Vista Dr 40th to 46th St 3 4th Quarter FY 2018 Purpose Statement: The purpose of the Dust Mitigation Projects is to pave dirt roads with the goal of reducing fugitive dust and improving public health. Project Descriptions: T408 - Palm Lane Drainage This project will install a storm drain on Palm Lane to mitigate flooding to increase safety for residents in the area and reduce maintenance costs for the County. A total of $1,905,000 budgeted in FY 2018 for construction. T453 - Rockaway Hills 255th Ave to 251st Ave This project will pave Rockaway Hills from 255th to 251st Ave so travelers will have a healthier route to travel. A total of $10,000 budgeted in FY 2018 for construction closeout. T456 - New River Area Phase 2 This project will pave 3rd Ave from Honda Bow Rd to 1500 feet north of Cavalry Rd; and, 7th Ave from Honda Bow Rd to 1000 feet north of Cavalry Rd so travelers will have a healthier route to travel. A total of $1,220,000 is budgeted in FY 2018 for construction. T457 - Carefree Highway Area This project will pave 10th St from Dove Valley to Paint Your Wagon Tr and Dove Valley from 10th St to 12th St so travelers will have a healthier route to travel. A total of $1,417,000 is budgeted in FY 2018 for construction. T458 - Laveen Area 332 Maricopa County FY 2018 Adopted Budget Capital Improvement Program This project will pave 31st Ave from Olney to McNeil; Olney Ave from 33rd Ave to 31st Ave; and, 45th Ave from Estrella Dr to Gumina Ave so travelers will have a healthier route to travel. A total of $1,275,000 budgeted in FY 2018 for construction. T491 - Vulture Mountain Rec Area Rds This project will design the interior roads for the Vulture Mountain Recreation Area as part of a long term project to develop the park. A total of $190,000 is budgeted in FY 2018 to complete design the interior park roads. T508 - Narramore at Waterman Wash This scoping study will explore feasible options to provide an all-weather crossing and to reduce maintenance costs resulting from debris cleanup after storm events. A total of $66,000 budgeted in FY 2017 to complete the study. T523 - 10th St from Desert Hills Estates Dr to Tanya This project will pave 10th St from south of Desert Hills Estate Dr to Tanya Rd so travelers will have a healthier route to travel. A total of $410,000 budgeted in FY 2018 for construction. T556 - Pinnacle Vista Dr 40th St to 46th St This project will pave Pinnacle Vista Dr from 40th Street to 46th Street so travelers will have a healthier route to travel. A total of $60,000 budgeted in FY 2018 for design. DMIT - Dust Mitigation Project Reserve Project reserve funding that will be used for new projects and / or change orders for existing projects. Funding/Cost Summary Uses by Project DMIT - Dust Mitigation T408 - Palm Lane Drainage T453 - Rockaway Hills 255th to 251st Ave T456 - New River Area Phase 2 T457 - Carefree Hwy Area T458 - Laveen Area T491 - Vulture Mountain Recarea Roads T508 - Narramore at Waterman Wash T523 - 10th St Desert Hills to Tanya T556 - Pinnacle Vista Dr 40th to 46th St Previous Actuals 167,784 277,331 236,866 137,553 158,355 167,077 102,327 38,964 $ 1,286,257 Projected FY 2017 110,866 17,942 125,356 38,976 235,327 63,334 185 308 63,451 $ 655,745 Year 1 ..FY 2018 750,800 1,905,000 10,000 1,220,000 1,417,000 1,275,000 190,000 66,000 410,000 50,000 $ 7,293,800 Year 2 FY 2019 2,699,467 340,000 550,000 $ 3,589,467 Operating Cost Summary Year 3 FY 2020 2,823,119 $ 2,823,119 Year 4 FY 2021 2,893,555 $ 2,893,555 Year 5 FY 2022 8,250,000 $ 8,250,000 5 - Year Total 17,416,941 2,245,000 10,000 1,220,000 1,417,000 1,275,000 190,000 66,000 410,000 600,000 $ 24,849,941 Total Project 17,416,941 2,523,650 305,273 1,582,222 1,593,529 1,668,682 420,411 168,512 449,272 663,451 $ 26,791,943 Dust Mitigation is a new grouping of projects following a reorganization of the Transportation Capital Improvement Plan. 333 Maricopa County FY 2018 Adopted Budget Capital Improvement Program MAG / ALCP Projects Managing Department: Project Partner(s): Transportation Maricopa Association of Governments (MAG), the Cities of El Mirage, Glendale, and Peoria, the Maricopa County Flood Control District – T195, MAG, Salt River Pima Maricopa Indian Community, City of Mesa – T339, MAG, Salt River Pima Maricopa Indian Community – T342, MAG, the Cities of El Mirage, Glendale, and Peoria, the Maricopa County Flood Control District – T347, T372, T427, T498, T499, T500, T501, T543, T573, MAG, City of El Mirage – T367, MAG, City of Chandler – T486 Scheduled Completion Dates: Improvement District Scheduled Completion T195 - Northern Pkwy Phase I Landscaping 4 TBD T339 - Gilbert Rd Bridge at the Salt River 2 4th Quarter FY 2021 T342 - McKellips Rd SR 101 to Alma School 2 4th Quarter FY 2021 T347 - Northern Pkwy Dysart to 111th Ave 4 4th Quarter FY 2019 T367 - El Mirage Northern to Peoria 4 4th Quarter FY 2019 T372 - Northern Pkwy Northern at Loop 101 4 4th Quarter FY 2020 T427 - Northern Pkwy Dysart Overpass 4 4th Quarter FY 2020 T486 - 111th Ave to Grand Right-of-way 4 3rd Quarter FY 2022 T498 - Northern Pkwy El Mirage Alternate Access 4 4th Quarter FY 2021 T499 - Northern Pkwy El Mirage Overpass 4 1st Quarter FY 2022 T500 - Northern Pkwy Agua Fria to 111th Ave 4 1st Quarter FY 2024 T501 - Northern Pkwy 111th Ave to 107th Ave 4 4th Quarter FY 2024 T543 - Northern Pkwy Storm Drain 4 1st Quarter FY 2022 T573 - Northern Pkwy Loop 101 to Grand Scoping Study 4 3rd Quarter FY 2019 Purpose Statement: The purpose of the MAG / ALCP Projects is to implement arterial street projects in the MAG Regional Transportation Plan funded by a combination of funding sources and partner contributions. Project Descriptions: T195 - Northern Pkwy Phase I Landscaping 334 Maricopa County FY 2018 Adopted Budget Capital Improvement Program The first phase of the 12.5 mile Northern Pkwy project from Sarival to Dysart has been completed and includes landscaping of the right-of-way. The one outstanding issue is the acquisition of one parcel which is in condemnation. The issue is expected to be resolved in FY 2018. A total of $3,505,000 is budgeted in FY 2018 to complete the project. T339 - Gilbert Rd Bridge at the Salt River A new four-lane bridge will replace the existing two-lane bridge with a raised roadway approaches to provide an all-weather crossing. The project is partially funded from the Regional Transportation Plan. A total of $1,065,000 is budgeted in FY 2018 to begin design. Construction is planned to start in FY 2020. T342 - McKellips Rd SR 101 to Alma School This project will make safety improvements to McKellips Rd to include bike lanes, curb, gutter, sidewalk, and raised median between Loop 101 and 92nd Street. A total of $415,000 is budgeted in FY 2018 to begin the design. Construction is planned for FY 2021. T347 - Northern Pkwy Dysart to 111th Ave This project will widen Northern Pkwy to four lanes in partnership with the Maricopa Association of Governments and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. A total of $9,340,000 is budgeted for FY 2018 to complete design and right-of-way acquisition and then start construction. T367 - El Mirage Northern to Peoria The purpose of this project is to design the widening of El Mirage from Northern to 1500 feet south of Peoria from two to four lanes with a dual left turn lane in the middle so travelers will have a safer route to travel. A total of $6,747,000 is budgeted in FY 2018 to start construction. T372 - Northern Pkwy Northern at Loop 101 This is one of four projects in the second phase of the 20 year multi-phased project in partnership with the Maricopa Association of Governments and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. It will widen Northern Ave from 99th Ave to Loop 101 east ramps to six lanes with additional left and right turn lanes at Loop 101. The sloped bridge abutments under the Loop 101 will be reconstructed to vertical walls to provide the extra lanes. A total of $900,000 is budgeted in FY 2018 for design and to start utility relocation. T427 - Northern Pkwy Dysart Overpass The Dysart overpass is one of four projects in the second phase of the 20 year multi-phased project in partnership with the Maricopa Association of Governments and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. Northern Ave will be widened initially to four lanes with additional lanes at major intersections. Construction of the overpass is planned for FY 2020. The overpass will be constructed to the ultimate six lane width with wide shoulders to accommodate future expansion but striped to have two travel lanes in each direction consistent with initial construction of the other portions of the 20 year multi–phased project. A total of $879,000 is budgeted in FY 2018 for design. T486 - 111th Ave to Grand Right-of-way The 111th Ave to Grand Right-of-way project is to acquire any additional needed right-of-way for the 20 year multi-phased Northern Pkwy project in partnership with the Maricopa Association of Governments and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. A total of $14,200,000 is budgeted in FY 2021 and 2022 to acquire right-of-way for the final phases of the program as needed. 335 Maricopa County FY 2018 Adopted Budget Capital Improvement Program T498 - Northern Pkwy El Mirage Alternate Access This is one o f nine projects in the third phase of the 20 y ear multi-phased Northern Pkwy project in partnership with the Maricopa Association of Governments and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. This project will construct a new east/west roadway along the Butler Dr alignment between Dysart Rd and the 127th Ave alignment and a new north/south roadway along the 129th Ave alignment between the new Butler Dr and Northern Pkwy. The design of this project is planned to start in FY 2019 with construction planned for FY 2021. T499 - Northern Pkwy El Mirage Overpass The El Mirage Overpass is one of nine projects in the third phase of the 20 year multi-phased Northern Pkwy project in partnership with the Maricopa Association of Governments and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. Northern Ave will be widened initially to four lanes with additional lanes at major intersections. Construction of the overpass is planned to start in FY 2020. T he overpass will be c onstructed to the ultimate six lane width with wide shoulders to accommodate future expansion but striped to have two travel lanes in each direction consistent with initial construction of the other portions of the 20 year multi–phased project. A total of $535,000 is budgeted in FY 2018 to start design. T500 - Northern Pkwy Agua Fria to 111th Ave This Phase 4 project will widen Northern Pkwy from four lanes to six lanes. The design is planned to start in FY 2022 with construction following in FY 2023 or FY 2024. T501 - Northern Pkwy 111th Ave to 107th Ave This Phase 4 project will widen Northern Pkwy from four lanes to six lanes. The design is planned to start in FY 2022. Some right-of-way is anticipated to be required followed by construction in FY 2023 and 2024. T543 - Northern Pkwy Storm Drain This project is to construct a storm drain that will collect storm water and convey it to the Agua Fria River for portions of both El Mirage Rd and Northern Pkwy. A total of $15,000 is budgeted in FY 2018 to complete the project. T573 - Northern Pkwy Loop 101 to Grand Scoping Study This Scoping Assessment study is to determine the improvements required and their cost for the section of Northern Pkwy from Loop 101 to Grand Ave. A total of $625,000 is budget for this three mile study in FY 2018 which is expected to be completed in FY 2019. ALCP - MAG / ALCP Project Reserve Project reserve funding that will be used for new projects and / or change orders for existing projects. 336 Maricopa County FY 2018 Adopted Budget Funding/Cost Summary Sources by Project ALCP - MAG ALCP Projects T339 - Gilbert Road Bridge T342 - McKellips Rd I10 to Alma Schl T347 - Northern Parkway Phase II T367 - El Mirage Northern to Peoria T372 - Northern Pkwy Northern at L101 T427 - Dysart Ave Overpass T486 - Northern Ph 2 ROW Protection T498 - NPKWY EL MIRAGE ALT ACC T499 - NPKWY EL MIRAGE OVERPASS T500 - NPKWY AQUA FRIA TO 111TH T501 - NPKWY 111TH TO 107TH T502 - PKWY 107TH TO 99TH T573 - NO PKWY LOOP TO GRAND Uses by Project ALCP - MAG ALCP Projects T195 - Northern Ave SR 303 To Grand T339 - Gilbert Road Bridge T342 - McKellips Rd I10 to Alma Schl T347 - Northern Parkway Phase II T367 - El Mirage Northern to Peoria T372 - Northern Pkwy Northern at L101 T427 - Dysart Ave Overpass T486 - Northern Ph 2 ROW Protection T498 - NPKWY EL MIRAGE ALT ACC T499 - NPKWY EL MIRAGE OVERPASS T500 - NPKWY AQUA FRIA TO 111TH T501 - NPKWY 111TH TO 107TH T543 - Northern Pkwy Storm Drain T573 - NO PKWY LOOP TO GRAND Capital Improvement Program Previous Actuals 1,465 294,433 10,876,851 1,623,144 $ 12,795,893 Projected FY 2017 480,000 3,630,648 1,289,000 $ 5,399,648 Year 1 ..FY 2018 565,800 1,400,000 7,541,247 4,218,900 447,150 783,000 943,000 $ 15,899,097 $ Previous Actuals 51,787,416 1,658,970 518,728 16,237,260 2,790,264 258,105 33 9,705 17,806 $ 73,278,287 Projected FY 2017 4,246 967,025 67,222 1,190,698 1,267,980 25,124 182 1,090,311 $ 4,612,788 Year 1 ..FY 2018 2,536,500 3,505,000 1,065,000 416,000 9,340,000 6,747,000 900,000 879,000 15,000 625,000 $ 26,028,500 Year 2 FY 2019 2,842,273 70,000 1,625,000 25,160,000 2,399,000 3,800,000 650,000 389,508 535,000 175,000 $ 37,645,781 Year 2 FY 2019 Operating Cost Summary 840,000 27,076,120 1,640,800 3,583,000 500,000 248,156 2,166,247 141,450 36,195,773 Year 4 FY 2021 Year 3 FY 2020 $ 9,795,000 1,000,000 7,265,000 17,705,000 500,000 2,166,247 38,431,247 Year 3 FY 2020 3,467,751 27,175,000 2,270,000 7,734,000 10,526,000 650,000 5,000 10,470,000 $ 62,297,751 $ 17,715,000 5,496,000 19,059,000 3,779,000 2,666,753 2,166,247 228,429 911,943 1,048,000 53,070,372 Year 4 FY 2021 24,833,274 28,580,000 5,463,000 4,100,000 2,884,286 18,135,000 $ 83,995,560 Year 5 FY 2022 $ 13,027,000 2,166,247 3,112,289 18,305,536 5 - Year Total Total Project 565,800 565,800 41,937,000 42,418,465 7,336,000 7,630,433 34,617,367 49,124,866 5,859,700 8,771,844 11,295,150 11,295,150 37,547,000 37,547,000 4,779,000 4,779,000 2,914,909 2,914,909 6,498,741 6,498,741 2,394,676 2,394,676 4,024,232 4,024,232 1,048,000 1,048,000 1,084,450 1,084,450 $ 161,902,025 $ 180,097,566 Year 5 5 - Year Total FY 2022 Total Project 11,040,000 44,719,798 44,719,798 3,505,000 55,296,662 56,890,000 59,515,995 9,774,000 10,359,950 34,500,000 51,927,958 9,146,000 13,204,244 12,434,000 12,717,229 11,405,000 11,405,033 5,400,000 5,409,887 3,278,794 3,278,794 29,140,000 29,140,000 360,714 360,714 360,714 1,337,857 1,337,857 1,337,857 15,000 1,123,117 800,000 800,000 $ 12,738,571 $ 222,706,163 $ 300,597,238 MAG / ALCP is a new grouping of projects following a reorganization of the Transportation Capital Improvement Plan. 337 Maricopa County FY 2018 Adopted Budget Capital Improvement Program System Preservation and Reconstruction Projects Managing Department: Transportation Project Partner(s): Maricopa Association of Governments (MAG) – T338, Scheduled Completion Dates: Improvement District Scheduled Completion T338 - Miller Rd I-10 to 1 mile north 4 2nd Quarter FY 2019 T348 - Bush Highway Asphalt Rubber Overlay 2 4th Quarter FY 2018 T549 - Palo Verde Rd Bridge at RID 4 4th Quarter FY 2019 T557 - Broadway Rd Bridges at Tempe Canal 1 4th Quarter FY 2018 T558 - New River and NW Arterials Overlays 4 4th Quarter FY 2018 T564 - South Arterials M & R Overlays 2 4th Quarter FY 2018 T565 - 2018 NE Arterials Mill and Overlay 2 4th Quarter FY 2018 T566 - 2018 Local and Collectors Rehab 4 4th Quarter FY 2018 T567 - Baseline Salome Hwy to SR 85 4 4th Quarter FY 2018 Purpose Statement: The purpose of the System Preservation and Reconstruction Projects is to extend the useful life of the roadway system. Project Descriptions: T338 - Miller Rd I-10 to 1 mile north This project will pave Miller Rd from I-10 to one mile north to reduce dust for the traffic going to and from the Arizona Army National Guard and Army Reserve facility. A total of $105,000 is budget in FY 2018 to complete the design and acquire right-of-way. T348 - Bush Highway Asphalt Rubber Overlay This 15.4 mile long project will overlay the existing pavement and make other improvements to improve safety. It will begin near the City of Mesa city limits and extend to 1200 feet south of SR 87. In addition it will pave approximately 500 feet of Usery Pass Rd and Goldfield Rd. Other improvements include replacing an existing fence with a concrete barrier, upgrading existing guardrails and replacing an existing drainage pipe with two 24 inch pipes to reduce roadway flooding. The project was planned to be completed in phases over three years due to limitations on construction from nesting bald eagles and heavy summer traffic. Phases 1, 3 and 4 are complete. Phase 2 will complete the project. A total of $2,999,000 is budgeted in FY 2018 to construct Phase 2 of the project. T549 - Palo Verde Rd Bridge at RID This project will replace the bridge over the Roosevelt Irrigation District canal which is failing. A total of $191,731 is budget in FY 2018 to complete the scoping study. Construction is planned for FY 2019. T557 - Broadway Rd Bridges at Tempe Canal This scoping study will determine the cost to replace the two bridges on Broadway over the Tempe canal. A total of $120,000 is budgeted to complete the scoping study. 338 Maricopa County FY 2018 Adopted Budget Capital Improvement Program T558 - New River and NW Arterials Overlays This project will mill and overlay 16.4 miles of roads with rubberized asphalt concrete: 27th Ave from Cloud to Desert Hills and New River Rd to Photo View; New River Rd from I-17 to Desert Hills Dr; and, 211th Ave from Dove Valley to SR 74. A total of $3.689.000 is budget in FY 2018 for construction. T564 - South Arterials M & R Overlays This project will mill and overlay 12.65 miles of arterial roads: Van Buren St from 299th Ave to Sun Valley Pkwy; Broadway Rd from 59th Ave to approx. 1/3 mile east; Rainbow Valley Rd from Ray Rd to Elliot Rd; Southern Ave from 107th Ave to 99th Ave and 50th Ave to 47th Ave; Tuthill Rd from Pecos Rd to Ray Rd; Broadway Rd from Dean Rd to Perryville Rd; and, Palo Verde Rd from Baseline Rd to RID Canal. A total of $2,916,000 is budgeted in FY 2018 to pave the roads. T565 - 2018 NE Arterials Mill and Overlay This project will mill and overlay 3.1 miles of roads with rubberized asphalt concrete: Germann Rd from Sossaman Rd to 204th St; Warner Rd from 80th St to approx. 1/10 mile east of Hawes Rd; and Warner Rd from SR 202 to Ellsworth Rd. A total of $805,000 is budgeted in FY 2018 to pave these roads. T566 - 2018 Local and Collectors Rehab This project will rehabilitate 8.5 miles of roads: 96th St from Broadway north to the end of road; Adobe Rd from Higley Rd to 66th Way; Adobe Rd from Ellsworth to Crismon Rd; Pueblo Ave from 96th St to 98th St; 102nd St from Wood Ave to Apache Trail; Jones Ave from CAP Canal to 0.1 miles east of 102nd St; Wood Ave from Crismon to 102nd St; 94th Pl from Quarterline Rd to Des Moines St; 94th Way from Cisco Rd to Des Moines St; 95th Circle from Quarterline Rd south; 95th Pl from University to Des Moines St; 95th St from Cisco Rd to Des Moines St; Casper Circle from 95th Pl to end; Cisco Rd from 94th Way to 95th Pl; 92nd Pl from Quarterline to Duncan St; 93rd St from Quarterline north to end of road; Dennis St from Ellsworth to 92nd Pl; Dover St from 92nd Pl to 93rd St; Duncan St from 92nd Pl Des Moines St; Quarterline Rd from 92nd Pl to 94th Pl; Des Moines St from Adobe Rd to Duncan St; Aaron Circle from Cicero St South; Cicero St from 95th Pl to 96th St; Adobe Rd from Ellsworth to 0.2 miles west; Via De Palmas from McQueen Rd to 122nd St; and in the west valley; Compressor Rd from start of road to Agua Caliente Extension; Fremont Rd from Liberty School to Jackrabbit Trail; Liberty School Rd from MC85 to Fremont Rd; and, Lower Buckeye Rd from 127th Ave to 123rd Dr. A total of $4,118,000 is budgeted to rehabilitate these roads. T567 - Baseline Salome Hwy to SR 85 This project will mill and replace with hot in-place recycled pavement 8.3 miles of Baseline Rd from Salome Highway to just west of MC 85. A total of $2,100,000 is budgeted to pave the road. SPAR - System Preservation and Reconstruction Reserve Project reserve funding that will be used for new projects and / or change orders for existing projects. 339 Maricopa County FY 2018 Adopted Budget Funding/Cost Summary Previous Actuals SPAR - System Preservation T338 - Miller Rd I10 to 1 Mi N I10 285,553 T348 - Bush Hwy Asphalt Rubber Ovrly 3,089,147 T477 - Pavement Preservation Projects 166 T549 - Palo Verde Rd Bridge at RID T557 - BROADWAY RD BRIDGES AT TEMPLE CA T558 - NEW RIVER AND NW ARTERIALS OVERL T564 - SOUTH ARTERIALS OVERLAYS T565 - 2018 NE Arterials Mill and Overlay T566 - 2018 Local and Collectors Rehab T567 - Baseline Salome Hwy to SR85 $ 3,374,866 Uses by Project Capital Improvement Program Projected FY 2017 113,276 5,693,576 21,573 66,965 126,130 5,785 28,823 17,350 23,445 16,820 $ 6,113,743 Year 1 ..FY 2018 2,052,300 105,000 2,999,000 191,731 120,000 3,689,000 2,916,000 805,000 4,118,000 2,100,000 $ 19,096,031 Year 2 FY 2019 8,600,253 1,439,000 7,525,000 1,675,000 $ 19,239,253 Operating Cost Summary Year 3 FY 2020 4,021,709 6,000,000 $ 10,021,709 Year 4 FY 2021 7,342,990 12,000,000 $ 19,342,990 Year 5 FY 2022 13,250,000 12,000,000 $ 25,250,000 5 - Year Total Total Project 35,267,252 35,267,252 1,544,000 1,942,829 2,999,000 11,781,723 37,525,000 37,546,739 1,866,731 1,933,696 120,000 246,130 3,689,000 3,694,785 2,916,000 2,944,823 805,000 822,350 4,118,000 4,141,445 2,100,000 2,116,820 $ 92,949,983 $ 102,438,592 Capacity Enhancement is a new grouping of projects following a reorganization of the Transportation Capital Improvement Plan. 340 Maricopa County FY 2018 Adopted Budget Capital Improvement Program Transportation System Management Projects Managing Department: Project Partner(s): Transportation City of Phoenix – T345, T465, T511, T513, T533; ADOT, Cities of Surprise, Peoria, Glendale, Phoenix and Scottsdale – T447; Cities of Surprise and Peoria, Flood Control District – T510; Cities of Surprise and Peoria, Flood Control District – T510; City of Tempe – T552; Private Developer – T553; City of Scottsdale, Town of Carefree – T569; Pinal County, Town of Queen Creek – T570 Scheduled Completion Dates: Improvement District Scheduled Completion T008 - Property Management Prior Year Projects All Ongoing T011 - Right-of-way infill on the County Rd System All Ongoing T345 - MC 85 95th to 75th Ave 5 4th Quarter FY 2019 T365 - Traffic Calming All Ongoing T412 - Eagle Eye Rd at Tiger Wash 4 1st Quarter FY 2018 2, 3, 4 4th Quarter FY 2018 T464 - 51st Ave Bus Pullouts 3 3rd Quarter FY 2018 T465 - Broadway 51st Ave to 7th St 5 N/A T447 - Bell Rd Adaptive Signals T466 - Fiber Optics Installation on Indian School, McDowell and Daisy Mountain Rds 2, 3, 4 2nd Quarter FY 2018 T467 - Fiber Optics Installation on Riggs Rd 1 1st Quarter FY 2018 T487 - Yuma at Jackrabbit Trail 5 4th Quarter FY 2018 T490 - Lower Buckeye at 107th Ave 5 3rd Quarter FY 2018 T493 - MC 85 Baseline to Cotton Ln 5 2nd Quarter FY 2018 T497 - Olive Ave: Citrus to Cotton Ln 4 4th Quarter FY 2020 T510 - Union Hills at 115th Ave 4 4th Quarter FY 2018 T511 - MC 85 107th to 95th Ave 5 4th Quarter FY 2019 T513 - 35TH Ave Carver to Elliot 5 TBD T533 - Broadway Rd at 75th Ave 5 TBD T534 - MC 85 at Rainbow Rd 4 4th Quarter 2019 T537 - Salome at Wintersburg Signal Upgrade 4 1st Quarter 2019 T539 - Power Rd at Elliot Rd 2 4th Quarter 2018 341 Maricopa County FY 2018 Adopted Budget Capital Improvement Program T548 - MC 85 Liberty School to Cotton Ln 4 4th Quarter FY 2019 T550 - Traffic Signal Detection Upgrade 4 4th Quarter 2018 T551 - Skunk Creek Crossings Circle Mountain to 19th Ave 3 1st Quarter 2018 T552 - Mary St Storm Drain 1 4th Quarter 2018 T553 - MC 85 at 79th Ave Traffic Signal 5 TBD T559 - U S 80 at Rainbow Wash 5 1st Quarter FY 2019 T560 - U S 80 at Butterfield Wash 5 2nd Quarter 2019 T569 - Carefree Hwy 56th St to 60th St IGA 3 TBD T570 - Meridian Rd Empire to s/o Riggs TBD T572 - MC 85 at Verrado Way 4 4th Quarter 2018 Purpose Statement: The purpose of the Transportation System Management Projects is to allow the system to function more efficiently by installing new traffic signals, improving intersections, adding turning lanes, and using technology to improve traffic flow thereby increasing capacity and reducing travel time. Transportation System Management also includes necessary system improvements such as acquisition of right-of-way and participation in other agency projects. Project Descriptions: T008 - Property Management Prior Year Projects Excess land occurs from situations where it is more cost effective to purchase the entire parcel rather than a portion of the parcel, thus avoiding costly litigation and severance damage claim. This property must be maintained and when appropriate later sold. The estimated annual cost is $50,000. T011 - Right-of-way infill on the County Rd System Right-of-way infill is a reserve fund for the purchase of property on existing roads where, after research, the county does not have title. The FY 2018 budget is $150,000 to acquire right-of-way when identified. T345 - MC 85 95th Ave to 75th Ave This project will create a constant roadway profile from 95th Ave to 75th Ave by adding a dual center turning lane where currently missing, improving the 83rd and 91st Ave intersections plus milling and replacing the asphalt from 95th Ave to 75th Ave so the traveling public will have a safer commute. A total of $21,030,000 is budgeted in FY 2018 to complete right-of-way acquisition and utility relocation and to begin construction. T365 - Traffic Calming This project will install speed humps and other traffic calming solutions at yet to be selected locations to improve safety. A total of $200,000 is budgeted in 2018 to design and install traffic calming devices. T412 - Eagle Eye Rd at Tiger Wash This scoping study is to identify feasible solutions to prevent roadway flooding at Tiger Wash to reduce maintenance costs at the crossing, improve safety and reduce detours so the travelling public will have a safer commute. A total of $10,000 is budgeted in FY 2010 to complete the study. 342 Maricopa County FY 2018 Adopted Budget Capital Improvement Program T447 - Bell Rd Adaptive Signals The purpose of this project is to install a signal timing system to enable signal timing to systematically respond to the varying traffic conditions along Bell Rd between Cotton Lane and 114th Ave; 99th Ave and 73rd Ave; 35th Ave and 19th Ave as well as along Frank Lloyd Wright Blvd. between Scottsdale Rd and Thompson Peak Pkwy so that commuters will have a faster and safer commute. A total of $1,116,000 is budgeted in FY 2018 for construction. T464 - 51st Ave Bus Pullouts This project will improve safety along 51st Ave by constructing four bus pull-out bays at two locations (one in each direction) on the Gila River Indian Community. One set of bus pull-out bays will be located near Tashquinth Dr and the other set near Judum Street. A total of $228,000 budgeted in FY 2018 for construction. The Gila River Indian Community contributed a $100,000 toward the project costs. T465 - Broadway 51st Ave to 7th St The City of Phoenix is widening Broadway Rd. Portions of the project are in unincorporated Maricopa County. The County will provide assistance to acquire right-of-way in the unincorporated Maricopa County area if needed. All expenses will reimbursed by the City of Phoenix. T466 - Fiber Optics Installation on Indian School, McDowell and Daisy Mountain Rds This project will install the last mile fiber optic cable needed along Indian School Rd west of Loop 101 to 99th Ave to connect traffic signals at 99th Ave and Loop 101, integrate McDowell Rd MCDOT fiber with ADOT’s fiber optic cable at Loop 101 and will connect MCDOT signals along Daisy Mountain Rd to the north terminus of the ADOT Freeway Management System on I-17. A total of $104,000 is budgeted in FY 2018 to complete Construction. T467 - Fiber Optics Installation on Riggs Rd This project will install fiber optic cable connections primarily along Riggs Rd between South Sun Lakes Blvd. and Arizona Ave. so that commuters will experience less delays and safer commute. Also fiber optic connections will be provided along Alma School Rd between Chandler Heights Blvd and Riggs Rd to integrate with the Regional Community Network System and MCDOT Traffic Management Center. A total of $15,000 is budgeted in FY 2018 to complete construction and close the project. T487 - Yuma at Jackrabbit Trail This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a s afer commute. A total of $2,236,000 is budgeted in FY 2018 for construction. T490 - Lower Buckeye at 107th Ave This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $624,000 budgeted in FY 2018 for construction. T493 - MC 85 Baseline to Cotton Ln This project will restripe MC 85 t o provide passing lanes, left turn lanes at major intersections plus continuous two-way turning lanes and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a s afer commute. A total of $1,055,000 is budgeted in FY 2018 for construction. 343 Maricopa County FY 2018 Adopted Budget Capital Improvement Program T497 - Olive Ave: Citrus to Cotton Ln Widen Olive Ave from the current two lanes to four lanes with a center turn lane. A total of $3,400,000 is budgeted in FY 2018 to complete right-of-way acquisition and utility relocation. Construction is planned to start in FY 2019. T510 - Union Hills at 115th Ave The County will contribute $367,000 to the Flood Control District's project with the Cities of Peoria and Surprise to alleviate flooding along Union Hills. T511 - MC 85 107th Ave to 95th Ave This project will create a constant roadway profile from 107th Ave to 95th Ave by adding a dual center turning lane where currently missing, improving the 107th Ave intersection plus milling and replacing the asphalt from 107th Ave to 95th Ave so the traveling public will have a safer commute. A total of $3,835,000 is budgeted in FY 2018 t o complete right-of-way acquisition and ut ility relocation. Construction is planned to begin in FY 2019. T513 - 35TH Ave Carver to Elliot A scoping study was conducted to determine the improvements need o n this section of 35th Ave to resolve site distance and alignment issues. A developer has indicated an intent to develop the adjacent property causing the project to be on hold until the developer provides his plans. A total of $1,000 is budget in FY 2018 for staff coordination with the developer. T533 - Broadway Rd at 75th Ave This scoping study will determine the cost to install traffic signals at the intersection of Broadway Rd and 75th Ave so travelers will have a s afer route to travel. Construction is not currently planned and i s dependent on the total project cost, acquiring funding partners and availability of funds. A total of $1,000 is budgeted in FY 2018 for staff coordination with the City of Phoenix. T534 - MC 85 at Rainbow Rd This project will install traffic signals at the intersection of MC 85 and Rainbow Rd so travelers will have a safer route to travel. A total of $63,000 is budgeted in FY 2018 to complete the design plans. Construction is planned for FY 2019. T537 - Salome at Wintersburg Signal Upgrade This project will replace obsolete traffic signals at the intersection of Salome Highway and Wintersburg Rd so travelers will have a safer route to travel. A total of $1,216,000 is budgeted in FY 2018 for construction. T539 - Power Rd at Elliot Rd This project will replace obsolete traffic signals at the intersection of Power Rd and Elliot Rd to improve safety for the travelling public. A total of $480,000 is budgeted in FY 2018 for construction. T548 - MC 85 Liberty School to Cotton Ln This project will restripe the roadway to provide passing lanes and upgrade signage so that commuters will have a safer commute. Additionally guardrail will be added and drainage structures will be extended outside the clear zone. A total of $396,000 is budgeted in FY 2018 to complete the design, acquire rightof-way and begin utility relocation. Construction is planned for FY 2019. 344 Maricopa County FY 2018 Adopted Budget Capital Improvement Program T550 - Traffic Signal Detection Upgrade This project will replace obsolete traffic equipment at 16 intersections so travelers will have a s afer commute. The equipment to be installed includes signal controllers, loop detectors and video detectors. A total of $730,000 is budgeted in FY 2018 to complete the installation. T551 - Skunk Creek Crossings Circle Mountain to 19th Ave This scoping study will determine the cost to provide better access and resolve maintenance issues with four crossings along Skunk Creek. The four crossings are at 19th Ave and Irvine Rd, Desert Hills at 15th Ave, Honda Bow at 7th Ave, and Circle Mountain at 7th Ave. A total of $27,000 is budgeted in FY 2018 to complete the scoping study. T552 - Mary St Storm Drain This project will install a storm drain along Mary St. The drain will filter surface drainage for contaminates. The system is planned to connect to the City of Tempe storm water system. A total of $350,000 is budgeted in FY 2018 for construction. T553 - MC 85 at 79th Ave Traffic Signal This project will install traffic signals at the intersection to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $275,000 is budgeted in FY 2018 for construction. T559 - U S 80 at Rainbow Wash This project will provide permanent protection from storm water runoff on the downstream side of the low flow crossing at Rainbow Wash so the traveling public will have a safer commute. A total of $568,000 is budgeted in FY 2018 for construction. T560 - U S 80 at Butterfield Wash This project will provide permanent protection from storm water runoff on the downstream side of the low flow crossing at Butterfield Wash so the traveling public will have a safer commute. A total of $145,000 is budgeted in FY 2018 to complete the design and start construction. T569 - Carefree Hwy 56th St to 60th St IGA This City of Scottsdale and Town of Carefree project will widen Carefree Highway from 56th Street to 60th Street and 56 th Street between Oleson Rd and Seven Palms Rd so travelers will have a s afer commute. In exchange for annexation of the roadway the County will contribute $500,000 toward the project. T570 - Meridian Rd Empire to s/o Riggs This Pinal County and Town of Queen Creek project will widen Meridian Rd from 300 feet north of Empire to 1/4 mile south of Riggs so travelers will have a safer commute. The County will contribute $300,000 toward the project. T572 - MC 85 at Verrado Way This scoping study will determine the cost to install traffic signals at the intersection of MC 85 and Verrado Way so travelers will have a safer route to travel. Construction is not currently planned and is dependent on the total project cost, acquiring funding partners and availability of funds. A total of $94,000 is budgeted in FY 2018 to complete the scoping study. 345 Maricopa County FY 2018 Adopted Budget Capital Improvement Program TMAN - Transportation System Management Project Reserve Project reserve funding that will be used for new projects and / or change orders for existing projects. Funding/Cost Summary Previous Actuals T008 - Prop Mgmt Prior Years Project 156,493 T011 - Row In Fill Road Inventory Sys 1,053,022 T345 - MC85 at 83rd Ctr Turn Ln Exp 4,373,744 T365 - Traffic Calming 409,021 T412 - Eagle Eye Rd at Tiger Wash 375,199 T447 - Intelligent Trans Syst ITS 354,901 T464 - 51st Ave Bus Pullouts 44,536 T466 - Fiber Install Ind Sch McD Mtn 248,188 T467 - Riggs Rd ITS 278,526 T487 - Yuma At Jackrabbit Trail 259,645 T490 - Lower Buckeye at 107th Ave 140,969 T493 - MC 85 Baseline to Cotton Lane 370,799 T497 - Olive Ave Citrus to Cotton Ln 858,301 T510 - Union Hills at 115th Ave T511 - MC 85 107th Ave to 91St Ave 411,087 T534 - MC 85 AT RAINBOW RD 54,461 T537 - SALOME AT WINTERSBURG SIGNAL 47,063 T539 - POWER RD AT ELLIOT RD 14,052 T548 - MC85 Jackrabbit to Cotton Ln T550 - TRAFFIC SIGNAL DETECTION UPGRADE T551 - SKUNK CREEK CROSSINGS CIRCLE MTN T552 - MARY ST STORM DRAIN T553 - MC85 79th Ave Traffic Signal T559 - US80 AT RAINBOW WASH T560 - US80 AT BUTTERFIELD WASH T569 - CAREFREE HWY 56TH TO 60TH IGA T572 - MC85 AT VERRADO WAY TMAN - Transportation System Management $ 9,450,007 Uses by Project Projected FY 2017 25,349 100,766 2,760,101 83,014 7,404 1,112,279 27,267 272,244 672,625 485,646 116,485 7,956 2,746,563 3,135,559 53,337 100,550 32,381 324,594 66,494 273,227 51,377 137,157 5,783 19,093 26,000 $ 12,643,251 Year 1 ..FY 2018 50,000 150,000 21,015,000 200,000 10,000 1,116,000 228,000 104,000 15,000 2,236,000 624,000 1,055,000 3,400,000 367,000 3,835,000 63,000 1,216,000 480,000 396,000 730,000 28,000 350,000 275,000 568,000 145,000 500,000 94,000 3,402,800 $ 42,652,800 Year 2 FY 2019 50,000 200,000 5,700,000 200,000 2,000 8,330,000 1,465,000 647,000 3,379,000 347,000 1,359,264 $ 21,679,264 Operating Cost Summary Year 3 FY 2020 50,000 200,000 200,000 240,000 16,205,000 1,034,815 $ 17,929,815 Year 4 FY 2021 50,000 200,000 200,000 2,510,416 $ 2,960,416 Year 5 5 - Year Total FY 2022 Total Project 50,000 250,000 431,842 200,000 950,000 2,103,788 26,715,000 33,848,845 200,000 1,000,000 1,492,035 10,000 392,603 1,116,000 2,583,180 228,000 299,803 104,000 624,432 15,000 966,151 2,236,000 2,981,291 626,000 883,454 1,055,000 1,433,755 11,970,000 15,574,864 367,000 367,000 21,505,000 25,051,646 710,000 817,798 1,216,000 1,363,613 480,000 526,433 3,775,000 4,099,594 730,000 796,494 28,000 301,227 350,000 401,377 275,000 412,157 568,000 573,783 492,000 511,093 500,000 500,000 94,000 120,000 20,417,731 28,725,026 28,725,026 $ 20,867,731 $ 106,090,026 $ 128,183,284 Capacity Enhancement is a new grouping of projects following a reorganization of the Transportation Capital Improvement Plan. 346 Maricopa County FY 2018 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 t he operating budget. A debt plan should attain an app ropriate balance between establishing limits on the debt program and providing sufficient flexibility to enable the County to respond to unforeseen circumstances and new opportunities that may benefit the County. This document is not intended to review the County’s total financial position. It is a study of the County’s current debt position, as growth in the County could result in an increased need for capital financing. Revenues, as well as needs, should drive the County’s debt issuance program. Decisions regarding the use of debt will be based in part on the long-term needs of the County and the amount of equity (cash) dedicated in a given fiscal year to capital outlay. A disciplined, systematic approach to debt management should allow the County to enhance its credit ratings, while at the same time meet the growing demands of the County’s capital projects. The information contained herein reflects the current debt status of Maricopa County for the fiscal year ended June 30, 2016. 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, 2016, that can be obt ained at: http://www.maricopa.gov/Archive.aspx?AMID=67 Current Debt Situation It is recognized that all debt, regardless of the source of revenue pledged for repayment, represents some sort of cost to taxpayers or ratepayers. Therefore, all types of County debt/obligations are considered herein. While lease-secured and certificates of participation obligations may not be debt under strict legal definitions, they still require future appropriations and are a fixed charge. These lease payments and other non-bonded obligations are added by most security analysts when calculating an issuer’s debt ratios. Debt Issuance History The County has used debt financing for many years to finance capital projects. The following chart illustrates the amount of debt as well as categories of outstanding debt for the past five fiscal years. 347 Maricopa County FY 2018 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona For the year ending June 30 Year Ending June 30 2012 2013 2014 2015 2016 Governmental activities: Bonds, loans, and other payables: General obligation bonds $ Lease revenue bonds - $ - $ - $ - $ - 130,815,000 120,350,000 108,975,000 97,135,000 $54,755,000 - - - 185,580,000 185,580,000 44, 727 22, 913 8, 329,091 17,981,211 Certificates of participation Special assessment debt with governmental commitment (1) 80, 050 Capital leases Total Governmental activities 64, 679 - 49, 465 - - $ 130,895,050 $ 120,414,679 $ 109,024,465 $ 291,088,818 $ 258,339,124 Business-type activities: (1) (2) Capital leases, loans, and other payables: Capital Leases $ Loans payable - Other long-term debt Total Business-type activities $ 2, 787,917 $ 2,787,917 - $ 3, 609,943 4,910,226 $ 3, 667,473 1, 300,283 $ 1,792,280 6,373,931 $ 4, 071,132 914, 178 $ 1,792,280 3, 989,532 569, 111 $ 6,432,523 1,734,060 602, 404 $ 6,325,996 Notes: (1) Does not represent an obligation of the County. (2) Beginning in fiscal 2014, the Housing Authority presentation changed from a special revenue fund to a major proprietary fund (enterprise fund). The fiscal year 2012 and 2013 long-term liability amounts were adjusted as a result of the change in presentation and for corrections of prior periods. Financing Alternatives The County should evaluate all potential funding sources before considering which method of financing may be the most appropriate. There are many sources of funding, depending on the type of debt to be incurred and the length of time for repayment. Sources of funding may include: current revenues and fund balances; intergovernmental grants from federal, state or other sources; state revolving funds or loan pools; private sector contributions through impact fees or public/private partnerships; and debt financing. Pay-As-You-Go Financing This method means that capital projects are paid for from the government’s current revenue base. The County does not issue bonds and does not have to repay the borrowings over time. There are several advantages to this method. For example, pay-as-you-go financing will save the amount of interest which otherwise would be paid on bonds issued to finance the program. The government is not encumbered by as much debt service when economic conditions deteriorate due to normal business cycles. Since the use of current revenues can be adjusted in a given budget year, pay-as-you-go financing can provide greater budgetary flexibility than does a debt issue. The jurisdiction’s long-term debt capacity is preserved for the future. Finally, lower debt ratios may have a positive effect upon the jurisdiction’s credit rating. 348 Maricopa County FY 2018 Adopted Budget Debt Service Relying on current revenues to finance capital improvements also presents several disadvantages. Exclusive reliance upon pay-as-you-go funds for capital improvements means that existing residents are obliged to pay for improvements that will benefit new residents who relocate to the area. If the jurisdiction is forced to finance the improvements within a single budget, the large capital outlay required for some projects may result in an onerous tax burden. The County must be careful to ensure that the use of current revenues for capital projects does not diminish its availability to respond to emergencies and ongoing mandated services. Grants Government grants stem from a variety of sources, but the majority of grant revenues for capital projects come from federal and state governments. Grants often require a County matching contribution. Most grants require an application from the County, identifying specific improvements or equipment that will be purchased with the grant money. Short-Term Borrowing (Notes) Short-term financing is defined as debt maturing not later than one year after the date of its issuance. There are basically three reasons for using short-term debt: • A vehicle to deal with temporary cash flow difficulties. This situation arises when cash receipts do not follow the same pattern as cash outlays. • To handle unexpected costs resulting from natural emergencies or other significant unexpected events. • In anticipation of issuing a l ong-term bond for capital financing. T his form of financing offers an opportunity to borrow for short periods until the true, final costs of a project are known. Tax Anticipation Notes (TANs) are notes issued in anticipation of the collection of taxes, as referenced in the Arizona Revised Statutes (A.R.S.), Title 35, Chapter 3, Article 3.1. They provide operating funds to meet regular payroll and other operating expenses. D uring the fiscal year when tax payments are received, sufficient sums are used to retire the note. The timing of the note sale, the note’s due date, and repayment of funds are all components of cash flow and cash management analysis. Lines and Letters of Credit – Where their use is judged by the Chief Financial Officer to be prudent and advantageous to the County, the County has the power to enter into agreements with commercial banks or other financial entities for purposes of acquiring lines or letters of credit. The Board of Supervisors must approve any agreement with financial institutions for the acquisition of lines or letters of credit. General Obligation Bonds Bond security is the taxing power of the state or local government, as referenced in the A.R.S., Title 35, Chapter 3, Article 3, for new general obligation bonds and Title 35, Chapter 3, Article 4 for refunding bonds. An issuer selling a general obligation bond secured by its full faith and credit attaches to that issue its broadest pledge. This makes the security of these bonds very high. The full faith and credit backing of a general obligation bond includes the pledge of all general revenues, unless specifically limited, as well as, the legal means to raise tax rates to cover debt service. The public entity is authorized to levy property taxes or to draw from other unrestricted revenue streams such as sales or income taxes to pay the bond’s principal and interest. Interest rates on these bonds are generally the lowest of any public securities due to this superior security. Prior to issuance, Arizona general obligation bonds must have a majority vote approval from the residents of the County. 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 self349 Maricopa County FY 2018 Adopted Budget Debt Service supporting through user fees or other special revenues (i.e. excise taxes, rents or fees). The general taxing powers of the jurisdiction are not pledged. The debt created through the issuance of revenue bonds is to be repaid by the earnings from the operations of a revenue producing enterprise, from special taxes, or from contract leases or rental agreements. County revenue bonds do not burden the constitutional or statutory debt limitation placed on the County because they are not backed by the full faith and credit of the issuer. The underlying security is the revenue stream pledged to pay the bond principal and interest. Capital Leases (Lease-Purchase Obligations) This financing technique provides long-term financing through a l ease (with a mandatory purchase provision). Lease-purchase agreements use non-appropriation clauses to avoid being classified as longterm debt, which might be subject to State legal restrictions. This clause allows the government to terminate the lease without penalty. Security for lease-purchase financing is the lease payments made by the County and, where legally permitted, also the asset being financed. Certificates of Participation (COP) Certificates of Participation represent proportionate interests in semiannual lease payments. Participation in the lease is sold in the capital markets. The County’s obligation to make lease payments is subject to annual appropriations made by the County for that purpose. Rating agencies typically give Certificate of Participation issues a grade below that of general obligation bonds. A.R.S., Title 11, Chapter 2, Article 4, §11-251, Paragraph 46, provides for a maximum repayment term of twenty five years for the purchase or improvement of real property. Lease Trust Certificates Lease Trust Certificates financing provides long-term financing through a lease (with a mandatory purchase provision). This method does not constitute indebtedness under a state or local government’s constitutional debt limit and does not require voter approval. In a lease-purchase transaction, the asset being financed can include new capital asset needs or assets under existing lease agreements. Installment Purchase Agreements Same as a lease purchase agreement with the exception that the County takes title to the property up front. Special Assessment Bonds Special Assessment Bonds are issued to districts that are within a legally designated geographic area located within the County, which through the consent of the affected property owners pay for basic infrastructure and public improvements to the area through a supplemental assessment. This financing approach achieves the objective of tying the repayment of debt to those property owners who most directly benefit from the improvements financed. Debt Limit The Arizona Constitution, Article 9, Section 8, states that a County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. All general obligation bonds must be approved by voters regardless of amount issued up to the six percent limit. The County may issue non-general obligation bonds without voter 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 table on the next page represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 350 Maricopa County FY 2018 Adopted Budget Debt Service 2015-16 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2015-16 Limited Property Value $ 15% of Limited Property Value 34,623,670,323 5,193,550,548 Less: GO Bonded Debt Outstanding - Plus: GO Debt Service Fund Balance - Unused Fifteen Percent Borrowing Capacity $ 5,193,550,548 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 Ratings Services, and Fitch Ratings are the three major rating agencies that rate municipal debt. These rating agencies have provided a rating assessment of credit worthiness for Maricopa County. There are seven primary factors that comprise their ratings: • • • • • • • Institutional framework – legal and practical environment of local government Economy – stability of trends in local income and total market value per capita Management – financial and operational decisions, policies and practices, leadership Budgetary flexibility – available fund balance, ability to raise revenues or reduce expenditures Budgetary performance – current fiscal balance of general fund and total governmental funds Liquidity – availability of cash and cash equivalents Debt and contingent liabilities – debt ratios, debt policies, pension obligations, long-term planning Each of the rating agencies has their own method of assigning a rating on the ability and willingness of a borrower to repay in full and on time. Issuers must pay a fee for the opportunity to have one or more rating agencies rate existing and proposed debt issuance. The chart on the next page outlines how the ratings reflect creditworthiness, ranging from very strong securities to speculative and default situations. 351 Maricopa County FY 2018 Adopted Budget Debt Service Examples of the rating systems are: RATING AGENCIES BOND RATINGS Explanation of corporate/municipal bond ratings Fitch Moody’s Standard & Poor’s Premium quality High quality Medium quality AAA AA A Aaa Aa A AAA AA A Medium grade, lower quality Predominantly speculative Speculative, low grade BBB BB B Baa Ba B BBB BB B Poor to default Highest speculation Lowest quality, no interest CCC CC C Caa Ca C CCC CC C In default, in arrears Questionable value DDD DD D DDD DD D Fitch and Standard & Poor’s may use “+” or “-” to modify ratings while Moody’s may use numerical modifiers such as 1 (highest), 2, or 3. History of Maricopa County’s Debt Rating In February 2017, Fitch Ratings affirmed the County’s general obligation bond rating at 'AAA', the highest level rating possible for general obligation bonds and affirmed the ‘AA+’ rating for the County’s Certificates of Participation, Series 2015. Citing the County’s strong operating performance enabled by expenditure flexibility and strong growth prospects, Fitch Ratings views Maricopa County's rating outlook as stable. Fitch Ratings – February 2017 In June 2015, Fitch Ratings affirmed the County’s general obligation bond rating (implied) at 'AAA', the highest level rating possible for general obligation bonds, and affirmed its 'AA+' rating for the County’s lease revenue bonds. Fitch Ratings issued its ‘AA+’ rating for the County’s Certificates of Participation, Series 2015. Citing the County’s management’s strong and historically prudent fiscal practices, that include conservative revenue estimates and multiyear financial/economic forecasting as a key contributor to these results, Fitch Ratings views Maricopa County's rating outlook as stable. S&P Ratings – June 2015 In June 2015, Moody's Investors Service assigned its Aa1 rating to the Maricopa County, Certificates of Participation, Series 2015. At the same time, Moody's has affirmed Maricopa's previously issued lease revenue bonds Aa1 and also affirms the County's Aaa Issuer Rating. With its strong credit characteristics and well-managed financial operations, Moody’s views Maricopa County’s rating outlook as stable. Moody’s Investor Services – June 2015 Additional information on Maricopa County's bond ratings and the bond rating recalibration can be viewed on the Department of Finance webpage: https://www.maricopa.gov/902/Bond-Rating. 352 Maricopa County FY 2018 Adopted Budget Debt Service The following illustrates the County’s various debt ratings. Date Rating Date Rating Standard & Date Rating Type of Debt Fitch Assigned Moody's Assigned Poor's Assigned General Obligation AAA (1) 2/2/2017 Aaa (1) 6/1/2015 AAA (1) 6/3/2015 C.O.P. AA+ (1) 2/2/2017 Aa1 6/1/2015 AA+ 6/3/2015 AA+ 6/1/2015 Aa1 (1) 6/1/2015 AA+ (1) 6/3/2015 Lease Revenue (1) Bond rating is “Affirmed” Ratio Analysis Rating analysts compare direct net debt to the population in order to measure the size or magnitude of the County’s debt. This ratio is referred to as the Direct Net Debt Per Capita Ratio. The same ratio is applied to all debt within the County which includes School Districts, Cities and Towns, and Special Districts. This ratio is referred to as the Overall Net Debt Per Capita Ratio. The taxable value of the County is a measure of the County’s wealth. It also reflects the capacity of the County’s ability to service current and future debt. The ratio of Direct Net Debt as a percentage of Full Value (FV) Property is the comparison of direct net debt to the County's taxable value. The same ratio is applied to all debt within the County and is referred to as the Overall Net Debt as a percentage of Full Value Property. The Full Value Property Per Capita ratio represents the per capita value of taxable property in the County. An explanation of how each ratio is calculated is included in the notes adjacent to the following tables. There are an infinite number of ratios, which could be calculated to measure the County’s debt burden. The following analysis focuses on commonly used ratios instead of creating customized ones. The ratios calculated are for governmental activities and do not include business-type activities. The source of repayment is from either the secondary tax levy or by appropriation from the general fund for debt service payments. Debt for which there is a source of repayment, i.e. pledged revenues for car rental service charge, has been excluded. 353 Maricopa County FY 2018 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA GOVERNMENTAL ACTIVITES Lease Revenue Bonds Audited Audited Projected Projected 6/30/2015 6/30/2016 6/30/2017 6/30/2018 $ 97, 135,000 Certificate of Participation Capital leases Direct Net Debt 8, 329,091 $ Overlapping Debt (1) Overall Net Debt 291,044,091 $ 7,804,652,172 $ 8,095,696,263 Population Estimate (2) Full Value of Taxable Property (3) $ 185, 580,000 $ 4, 076,438 $ 339,536,633 $ Direct Net Debt Per Capita $ 71$ Overall Net Debt Per Capita $ 54, 755,000 $ 51,095,000 $ 47, 250,000 185, 580,000 185,580,000 94, 955,000 17, 981,211 8, 540,830 1, 564,071 258,316,211 $ 245,215,830 $ 7,899,891,537 7,935,015,673 8,158,207,748 $ 8,180,231,503 4, 137,076 4, 233,286 403,013,955 143,769,071 8,013,401,012 $ 8,157,170,083 4, 315,627 $ 443,207,235 $ 62$ 58$ 475,077,340 Ratios (4) 986 1, $ 972 1, $ 932 1, $ 33 890 1, Direct Net Debt as % of FV Property 0.086% 0.064% 0.055% 0.030% Overall Net Debt as % of FV Property 2.384% 2.024% 1.846% 1.717% 104, 696 $ 110, 083 FV Property Per Capita $ 83, 292 $ 97, 415 $ Notes: (1) Projected overlapping debt for 2017 and 2018 was based on a three year average of general obligation Bonds for Cities, Towns, School Districts and Special Assessment Districts. Source: http://www.aztreasury.gov/bid-reports/ (2) Projections for 2017 and 2018 population are based on estimates provided by the Arizona Department of Administration. Source: https://population.az.gov/ (3) Full Cash Value Taxable Property Estimate was provided by Maricopa County Assessor’s Office (in thousands of dollars). (4) Summary of Debt Ratios: • Direct Net Debt per capita = Direct Net Debt/Population • Overall Net Debt per capita = Overall Net Debt/Population • Direct Net Debt as a percentage of Full Value (FV) Property = Direct Net Debt/FV Property • Overall Net Debt as a percentage of FV Property = Overall Net Debt/FV Property • FV property per capita = FV Property/Population Debt Obligations by Type General Obligation Bonds Long-term General Obligation Bonds shall be issued to finance significant capital improvements for purposes set forth by voters in bond elections. Interest rates on these bonds are generally the lowest of any public securities. Prior to issuance, Arizona GO Bonds must have a majority vote approval from the residents of the County. 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 and Juvenile Treatment and Detention Facilities, Law Enforcement and Public Safety, Regional Park Improvements, Environmental Protection, Sanitary Landfill, Public Health Facilities, Infrastructure, Communication Improvements, etc. 354 Maricopa County FY 2018 Adopted Budget Debt Service Lease Revenue Bonds On May 23, 2007, the Maricopa County Public Finance Corporation issued $108,100,000 of Lease Revenue Bonds to pay for the acquisition, construction, and renovation of the Durango Animal Care and Control Facility and various court facilities. U nder the terms of the bond indentures, the Corporation received the proceeds to construct and purchase these assets and the County will make lease payments to extinguish the debt. Lease payments will equal the aggregate amount of principal and interest due at that date. Upon the final lease payment, the title to the assets will transfer to the County. The County’s obligation to make lease payments will be subject to and dependent upon annual appropriations being made by the County. Bonds maturing on and a fter 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 June 22, 2016, the Maricopa County Public Finance Corporation extinguished a portion of the Lease Revenue Bonds, 2007A, in the amount of $29,910,000. The County placed the cash in an irrevocable trust to refund the bonds which were called for redemption on July 22, 2016. The following illustrates the outstanding Maricopa County Lease Revenue Bonds. DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2016 Total Debt Service Year Ending June 30 Principal 2017 $ 3,660,000 $ 3,077,399 2018 3,845,000 2,309,193 6,154,193 2019 4,040,000 2,112,068 6,152,068 2020 4,240,000 1,926,268 6,166,268 2021 4,410,000 1,731,218 6,141,218 2022-26 25,405,000 5,250,427 30,655,427 2027-28 9,155,000 368,080 9,523,080 $54,755,000 $16,774,653 $ 71,529,653 Total Interest Certificates of Participation $ 6,737,399 On June 25, 2015, Maricopa County issued $185,580,000 of Certificates of Participation to pay for the acquisition of capital equipment and various capital projects. Some of the larger projects include: Public Radio System, Technology Infrastructure Refresh, Southwest Justice Courts, Enterprise Resource Planning System, and the Enterprise Data Center. The 2015 Certificates were executed and delivered under a trust agreement, dated June 1, 2015. Certificates of participation represent proportionate interests in semiannual lease payments. The County’s obligation to make lease payments is subject to annual appropriations made by the County for that purpose. The certificates have interest rates ranging from 3.0 to 5.0 percent, payable semiannually on January 1 and July 1 each year through 2018. 355 Maricopa County FY 2018 Adopted Budget Debt Service The following illustrates the outstanding Maricopa County Certificates of Participation. DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2016 Year Ending June 30 2017 Principal $ Total Debt Service Interest - $ 8, 579,000 $ 8, 579,000 2018 90, 625,000 6, 413,375 97, 038,375 2019 94, 955,000 2, 123,875 97, 078,875 Total $ 185,580,000 $ 17, 116,250 $ 202,696,250 Capital Leases The County has entered into various lease-purchase agreements, which are non-cancellable, for the acquisition of the software and accessories and vehicles totaling $17,981,211. These lease purchase agreements require the County to pay all maintenance costs. At the time of the final principal and interest payments, title to the leased equipment transfers to the County. These leases are contingent on budgetary appropriations each fiscal year. The assets are capitalized at a total principal cost. The following table illustrates the debt service for the outstanding County’s capital leases. DEBT SERVICE REQUIREMENTS TO MATURITY Capital Leases - Maricopa County, Arizona As of June 30, 2016 Year Ending Governmental June 30 Activities 2017 774,799 9, 2018 125,295 7, 2019 281,093 1, 2020 322, 894 Total minimum lease payments 18, 504,081 Amount representing interest 522,870) ( Present value of net minimum lease payments $ 17, 981,211 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 contains regulations for public notification through posting of the property, publication in the local newspaper, and the setup of a protest period. 356 Maricopa County FY 2018 Adopted Budget Debt Service Once the Board of Supervisors approves the awarding of the bid, construction follows. S ince the residents pay for these improvements, an assessment is levied against each property owner. Depending on the type of improvement, some assessments are carried on the property tax roll, while others are collected through the County Improvement District Office. If the property owners are unable to prepay the improvement assessment within 30 days after the completion of the work, bonds are sold for the balance of the construction amount. The bonds are collateralized by properties within the District. The receivable is held by the Improvement District, and billed on a semi-annual basis. In cases of a delinquent payment of an assessment, the lien including penalty and interest may be sold at a public auction. If there is no purchaser for the lien, the District (not the County) will assume, as a general obligation, the amount of the assessment and interest accruing thereon. The following table illustrates the outstanding principal amount by issue for the special assessment district bonds. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE Special Assessment Districts Maricopa County, Arizona As of June 30, 2016 Bond Issue Amount Queen Creek Water K-91 $ Plymouth Street K-109 017 1, 21, 895 Total $ 22, 912 Housing Authority of Maricopa County Loans Payable The Housing Authority of Maricopa County’s Component Unit, Maricopa Revitalization Partnership, L.L.C., has a promissory note payable to Community Service of Arizona, Inc. The note bears an interest rate of 0.50% and is collateralized by investment in real estate. The balance on this note shall be paid at the earlier of the date of sale of the property; breach of covenant, condition or restriction; or 15 years after the date of the project completion. At June 30, 2016, the balance on this note was $570,000. The Housing Authority of Maricopa County’s Component Unit, Rose Terrace Development Partnership Phase II, L.L.C., has a promissory note payable to Mutual of Omaha Bank. The note bears an interest rate of 5.5% and is collateralized by investment in real estate. Monthly principal and interest payments of $2,814 will continue through February 2020, at which time a balloon payment of $328,340 is due. At June 30, 2016, the balance on this note was $383,398. On December 21, 2012, the Housing Authority of Maricopa County’s Component Unit, Rose Terrace Development Partnership, L.L.C., entered into a promissory note payable with First Bank. The note bears interest at 4.75% through January 1, 2018, and then increases to the greater of 6.00% or the 5-year Treasury Rate plus 3%. Monthly installments of principal and interest of $13,793 are payable through January 1, 2018, at which point the note will be amortized for the balance through the maturity date of October 1, 2022. At June 30, 2016, the balance on this note was $2,500,549. On March 4, 2014, the Housing Authority of Maricopa County entered into a repayment agreement with the U.S. Department of Housing and Urban Development (HUD) totaling $115,524 to repay misused program funds as determined by the 2010 HUD Limited Management and Financial Review. The agreement bears no interest and calls for equal annual payments of $11,552 from non-federal resources beginning June 30, 2014, and ending June 30, 2023. At June 30, 2016, the balance on this note was $80,865. The Housing Authority of Maricopa County entered into a repayment agreement with the HUD totaling $468,781 to repay misused program funds, as determined by a HUD Quality Assurance Division review, which was finalized in 2015. The agreement bears no interest and calls for equal annual payments of 357 Maricopa County FY 2018 Adopted Budget Debt Service $18,751 from non-federal resources beginning January 1, 2016 and ending January 1, 2041. At June 30, 2016, the balance on this note was $454,720. The following table illustrates the debt service requirements to maturity for Housing Authority loans payable. DEBT SERVICE REQUIREMENTS Housing Authority Loans Payable Maricopa County, Arizona As of June 30, 2016 Year Ending June 30 Principal 2017 $ 90, 476 2018 93, 905 2019 657, 546 2020 90, 302 2021 406, 469 2022-26 2, 383,623 2027-31 93, 755 2032-36 93, 755 2037-41 79, 701 Total $ 3,989,532 Housing Authority of Maricopa County Capital Leases Obligation The Housing Authority of Maricopa County entered into a long-term lease commitment for equipment that has been accounted for as a capital lease. The lease obligation is part of a U.S. Department of Housing and Urban Development approved Energy Performance Contract (EPC) that provides for continued Public Housing funding and certain incentives for increasing energy efficiency of Public Housing Units. The assets are currently reported as Building Improvements with a carrying value of $1,612,501. At June 30, 2016, the balance on this obligation is $1,734,060. Annual debt service requirements for Housing Authority capital lease obligations are as follows: DEBT SERVICE REQUIREMENTS Housing Authority Capital Leases Maricopa County, Arizona As of June 30, 2016 Year Ending June 30 2017 Principal $ 64, 897 Total Debt Service Interest $ 64,130 $ 129, 027 2018 71, 986 61,730 133, 716 2019 79, 506 59,068 138, 574 2020 87, 480 56,127 143, 607 2021 95, 930 52,892 148, 822 2022-26 624, 836 204,325 829, 161 2027-30 709, 425 67,989 777, 414 Total $ 1,734,060 $ 358 566,261 $ 2,300,321 Maricopa County FY 2018 Adopted Budget Debt Service Short-Term Borrowing On July 1, 2015, the County maintained a $35,000,000 municipal revolving line of credit with qualified interest rate of 61% and non-qualified interest rate of 66% of the bank’s prime rate which had a maturity date of June 30, 2016. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2016, the County had not borrowed against the line of credit. The municipal revolving line of credit was renewed to June 30, 2017. On July 1, 2015, the County maintained a $15,151,706 irrevocable standby letter of credit issued to the Industrial Commission of Arizona for unfunded workers’ compensation claims. On December 31, 2015, the letter of credit was increased to $15,705,634. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2016, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to June 30, 2017. Debt Policies Regularly updated debt policies can be an important tool to ensure the use of the County’s resources to meet its financial commitments to provide needed services to the citizens of Maricopa County and to maintain sound financial practices. Administration of Policy The County Manager is the Chief Executive of the County. With the exception of those responsibilities specifically assigned by state statute to the Chief Financial Officer, the County Manager is ultimately responsible for the approval of any form of County borrowing. The Chief Financial Officer coordinates the administration and issuance of debt, as designated by the County Manager. The Chief Financial Officer is also responsible for attestation of disclosure and other bond related documents. References to the “County Manager or his designee” in bond documents are hereinafter assumed to assign the Chief Financial Officer as the “designee” for administration of this policy. Use of Debt Financing Debt financing includes General Obligation Bonds, Revenue Bonds, Certificates of Participation, Lease/Purchase agreements, and other obligations permitted to be issued or incurred under Arizona law. Method of Sale Debt issues of the County may be sold by competitive, negotiated, or private placement sale methods unless otherwise limited by state law. The selected method of sale will be the option which is expected to result in the lowest cost and most favorable terms given the financial structure used, market conditions, and prior experience. Competitive Sale The County will use the competitive sale method unless there are compelling reasons which indicate that a negotiated sale or private placement would have a more favorable result due to prevailing conditions in the market, a financing structure which requires special pre-marketing efforts, or factors are present that are expected to result in an i nsufficient number of competitive bids. Advantages of using a competitive sale is that the issuer is getting the lowest net interest cost on that day and all parties are given an equal opportunity, but timing is very inflexible. Negotiated Sale When determined appropriate, the County may elect to sell its debt obligations through a negotiated sale. Such determination may be made on an issue by issue basis, for a series of issues, or for part or all of a 359 Maricopa County FY 2018 Adopted Budget Debt Service specific financing program. Negotiated underwriting may be considered upon recommendation of the Chief Financial Officer. Advantages of a negotiated sale is that timing is extremely flexible, the size of the issue can be easily changed at last minute and the issuer has influence over the underwriter selection and bond distribution. Use of Bond Insurance This is an insurance policy purchased by an issuer or an underwriter for either an entire issue or specific maturities. It will guarantee the payment of principal and interest, which in turn provides a higher credit rating and thus a lower borrowing cost for an issuer. The present value of the estimated debt service savings from insurance should be at least equal to or greater than the insurance premium when insurance is purchased directly by the County. The bond insurance company will usually be chosen based on an estimate of the greatest net present value insurance benefit (present value of debt service savings less insurance premium). Arbitrage Liability Management Arbitrage is defined as the practice of simultaneously buying and selling an item in different markets in order to profit from a spread in prices or yields resulting from market conditions. Arbitrage profits are made by selling tax-exempt bonds and investing the proceeds in higher-yielding taxable securities, when referencing municipal bonds. Municipal issuers are allowed to make arbitrage profits under certain restricted conditions. The sale of tax-exempt bonds primarily for the purpose for making arbitrage profits is prohibited by Section 103(c) of the Internal Revenue Code. The Debt Management Division of the Department of Finance shall establish a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This will include tracking investment earnings on bond proceeds, using outside experts to assist in calculating rebate payments, preparing returns, and making payments in a timely manner in order to preserve the tax exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants will be monitored to ensure that all covenants are met. The County will structure its financing in such a way as to reduce or eliminate future arbitrage rebate liability, wherever feasible. Selection of Professional Services The Chief Financial Officer shall be responsible for establishing a solicitation and selection process for securing professional services that are required to develop and implement the County’s debt program. Goals of the solicitation and s election process shall include encouraging participation from qualified service providers, both local and national, and securing services at competitive prices. Bond Counsel Bond Counsel renders opinions on t he validity, enforceability and t ax exempt status of the debt and related legal matters, and to prepare the necessary resolutions, agreements and other documents. Financial Advisor The Financial Advisor advises on the structuring of obligations to be issued, 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. 360 Maricopa County FY 2018 Adopted Budget Debt Service Other professional services will be retained, when required, including managing underwriters, credit agencies, escrow agents, trustees, printers, and others. These services will be procured when in the best interest of the County by a competitive selection process. Continuing Disclosure of County Financial Information Annual financial statements and other pertinent credit information, including the Comprehensive Annual Financial Report (CAFR), will be provided by the County upon request. All material that has a pertinent bearing on County finances will be provided to the agencies that maintain a rating on County securities. A copy of the CAFR can be obtained from the Maricopa County web page at: http://www.maricopa.gov/Archive.aspx?AMID=67. The Chief Financial Officer shall be responsible for providing ongoing disclosure information to established national information repositories and for maintaining compliance with disclosure standards dictated by state and national regulatory bodies. Copies of official statements for are available through the following recognized municipal repository: Electronic Municipal Market Access (“EMMA”) c/o Municipal Securities Rulemaking Board 1900 Duke Street, Suite 600 Alexandria, VA 22314 Phone: (703) 797-6600 Fax: (703) 797-6700 http://www.dataport.emma.msrb.org Email: emmaonline@msrb.org The Securities and Exchange Commission released final “continuing disclosure” rules (the “Rules”) for municipal bond issues on July 1, 2009, (amended existing Rule 15c2-12). The Rules, which in general were effective on July 3, 1995, impact nearly every issuer of municipal securities. The stated purpose of the Rules is to deter fraud and m anipulation 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 i ssuer has undertaken to provide to the public information repositories on a continuing basis both annual financial information and notices of specified material events affecting the issuer or its securities. This is applicable unless an exemption applies. The County intends to fully comply with the “continuing disclosure” rules. Maturity Structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. The structure of debt issued by the County should be to provide for either level principal or level debt service. Except in select instances, deferring the repayment of principal should be avoided. Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. The Chief Financial Officer shall be responsible for maintaining relationships with the rating agencies that currently assign ratings to the County’s various debt obligations. The County will maintain a line of communication with the rating agencies informing them of major financial events in the County as they occur. Full disclosure of operations will be made to the bond rating agencies. County staff, with the assistance of the financial advisor and bond counsel, will prepare the necessary materials for presentation to the rating agencies. A personal meeting with representatives of the rating agencies will be scheduled every few years or whenever a major project is initiated. 361 Maricopa County FY 2018 Adopted Budget Debt Service 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. 362 Maricopa County FY 2018 Adopted Budget Attachments Attachments Budget Guidelines and Priorities Approved by the Board of Supervisors on January 4, 2017. The purpose of these guidelines and priorities is to provide direction from the Board of Supervisors to the County Manager, Office of Management and Budget and all departments so that they can develop a sustainable, structurally-balanced budget that achieves the County’s mission and strategic goals as set forth in the Maricopa County Strategic Plan within available resources. Property Taxes It is anticipated the primary property tax rate will remain unchanged for FY 2018. Other Major Revenue Source Assumptions The base budget will assume the forecast values from the County’s economic consultants for StateShared Sales tax, State-Shared Vehicle License tax, and Jail Excise Tax revenues. Employee Compensation Human Resources is directed to develop a targeted employee compensation strategy which may include pay for performance, and a focus on retention and service delivery. Any compensation strategy will be contingent on an evaluation of economic conditions and funding challenges, including additional burdens or cost shifts from the State of Arizona. Budget Requests 1) Base budget requests for all departments and funds should allocate resources to fulfill departmental mandates and should be prepared within baseline amounts equal to the current budget plus authorized adjustments. The Office of Management and Budget is directed to review and/or adjust budget baselines for the following: a) The annualized impact of FY 2017 budget issues or mid-year adjustments. b) The annualized impact of other items (including intergovernmental agreements) that were approved by the Board of Supervisors, so long as the impact was disclosed at the time of Board approval. c) Items required by State law, such as judges’ and elected officials’ salary increases and mandated contributions to AHCCCS, ALTCS, Juvenile Corrections, the Department of Revenue and other programs. d) Unique considerations as directed by the Board of Supervisors or technical adjustments as required. 2) All departments must submit their General Fund and Detention Fund base expenditure budget requests within their baseline budget. No funding will be available for new or expanded programs in the General or Detention Funds. Budgeted revenue in any fund may exceed baseline amounts if justified by projections. Special Revenue Fund budget requests may exceed baselines, provided revenue projections are sufficient to retain structural balance. If the current revenue baseline in a Special Revenue fund cannot be met, departments must reduce both base expenditures and revenue by an amount sufficient to restore structural balance. 3) Departments participating in the Zero-Based Budget process will complete budget requests utilizing the instructions provided by the Office of Management and Budget. Items (1) and (2) above do not apply to ZBB requests. 363 Maricopa County FY 2018 Adopted Budget Attachments 4) All budget submissions will be anal yzed by the Office of Management and Budget for budget reductions. User Fees Per the Budgeting and Accountability Policy, user fees are to be reviewed annually in conjunction with the budget development process. Existing user fees will be re-evaluated and necessary changes should be presented to the Board of Supervisors. New user fees should be brought forward to the Board of Supervisors for consideration. Contingency, Reserves and Fund Balances OMB is directed to provide a recommendation for the reserved and unreserved levels of operating contingency in the General Fund. In accordance with the Board of Supervisors’ strategic goals regarding structural balance and reserves, fund balances will first be used to maintain reserves equal to two-months of prior year operating expenditures in the General and Detention funds. A decision on reserve levels will be made prior to allocation of General or Detention fund balances for any other purpose. No requests for new non-recurring, one-time General or Detention funds will be entertained. In accordance with the Board of Supervisors’ strategic goal regarding structural balance, requests to use Special Revenue fund balances should be limited to either building reserves or one-time, non-recurring expenditures and should not be used to offset an operating deficit. Any use of fund balances and other non-recurring sources to support an operating budget deficit must be specifically approved by the Board of Supervisors. Expenditure Limitation Increases to expenditures will be evaluated for their impact to the County’s Expenditure Limitation as outlined in the Arizona Constitution Article 9 Section 20 and Arizona Revised Statute 41-563. To mitigate the impact of expenditure increases on the expenditure limitation, financing will be considered where there is an established, conservative repayment plan. Capital Improvement Program No funding will be available for new capital improvement projects until reserve decisions have been made by the Board of Supervisors. Requests for Facilities Capital Improvement or Information Technology projects will be reviewed using a process defined by the Facilities Management Department or the Office of Enterprise Technology. P rojects prioritized as part of this review process will be f orwarded for consideration by the Board for funding within available resources. The Transportation Department will work with the Office of Management and Budget to develop an updated Transportation Capital Improvement Program budget for FY 2018 that, within available nonrecurring resources, meets the strategic goal of developing, identifying funding, and beginning to implement a long-range plan for addressing HURF funded projects and transportation infrastructure needs. 364 Maricopa County FY 2018 Adopted Budget Attachments Budgeting and Accountability Policy Approved by the Board of Supervisors on May 4, 2016. I. PURPOSE To direct development and management of Board approved budgets for appointed, elected and judicial branch Departments as well as Special Districts and to ensure accountability and compliance with the law. This policy promotes financial stability while providing Departments with flexibility in managing their allocated resources. II. AUTHORITY A.R.S. §42-17101 requires the County to prepare a s chedule of estimated expenditures and revenues each year, i.e., an annual budget. A.R.S. §42-17106 specifies that the County and its Special Districts may not incur expenditures in excess of the amounts appropriated by the Board of Supervisors (Board) in the annual budget. III. DEFINITIONS A. Appropriated Budget: A budget adopted by the Board pursuant to statute that authorizes expending funds or incurring obligations for a specific purpose. B. Appropriation Level: The detail to which a budget is appropriated by the Board, such as department and fund, project, or activity level, etc. Appropriation levels are defined annually by the Board during budget development. C. Assigned Fund Balance: Fund balance which reflects a government’s intended use of resources. D. Board of Supervisors/Board of Directors (Board): For the purpose of this Policy, “Board” refers to the Maricopa County Board of Supervisors and the Board of Directors of its respective Special Districts. E. Carryforward: Allocated funds for a specific non-recurring project not spent during the Fiscal Year in which they were approved. Carryforward is not allowed from one Fiscal Year to another without Board approval and proper reconciliation. F. Central Service Cost: The overhead cost associated with internal services that cannot readily be broken down by Departmental use (e.g., Finance, Procurement, Facilities Management services). G. Central Service Costs Allocation (CSCA): An allocation of Central Service Departments’ Costs to all Funds through a c onsistent allocation methodology in proportion to the service or benefit received. The Department of Finance (DOF) will annually prepare the CSCA plan. H. Committed Fund Balance: Fund balance whose use is constrained by limitations imposed by the Board of Supervisors. I. Department/Special Districts (Department): For the purpose of this Policy, “Department” refers to any division of the County including elected and judicial branch offices and Special Districts. J. Detailed Budget: The Appropriated Budget calendarized by month, function, organizational unit, program/activity/service, object/source and position as defined annually by the Office of Management and Budget (OMB). 365 Maricopa County FY 2018 Adopted Budget Attachments K. Detention Fund: A Special Revenue Fund approved and funded by a voter initiative that can only be used for Detention related operational and capital expenses. L. Discretionary Internal Service Cost: An amount billed to one Department by another Department for internal services provided based on use. M. Fiscal Year: The budgeting period used by the County that runs from July 1 through June 30. N. Fully Funded Position: An authorized position that is fully funded by on-going operational revenues of the County, whether General Fund, Special Revenue Funds or Grant Revenues. O. Function: The classification of expenditures and revenues according to their appropriation level including whether they are recurring or non-recurring. P. Fund Balance: The difference between fund assets and fund liabilities. For the purpose of this Policy, Fund Balance refers to cash balance. Q. General Contingency: An allocation the Board may appropriate for unidentified and/or unquantified expenses that are later identified and quantified during the Fiscal Year. R. General Fund: The fund associated with County financial resources that is the primary operating fund. S. Indirect Costs: A cost to a Department for administrative overhead that is not readily assignable to the objective specifically benefited. T. Internal Service Cost: An amount associated with a specific service provided by one Department for another. U. Internal Service Department: A Department that provides services primarily to other County Departments, e.g., Equipment Services, Telecommunications, Reprographics. V. Line Item Budget: A budget appropriated at a more restrictive level such as object code, organization, program or activity. Line item budgets are monitored at the more restrictive appropriated level and may include the review of all invoices, payments and journal vouchers. W. Lump Sum Budget: A budget appropriated at the highest level (Dept, Fund and Function); departments may manage expenditures at the highest level and m ay move funding between activities, organizations and object codes. X. Non Departmental: A special Department code utilized for budgeting revenues and expenditures of specific Board approved items that are not related to a specific department. Non Departmental budgets will be established and maintained in the General Fund, the Detention Fund, and any other fund with applicable revenues and expenditures. Y. Non-Discretionary Internal Service: A service that costs a flat fee per Fiscal Year to deliver regardless of the number of uses or users; this is also referred to as a base level service. Z. Non-General Fund: A fund that is restricted to specifically identified uses. AA. On-going Revenues: Revenues from economic activity that are generally consistent and estimable. BB. One-time Revenues: Revenues that are derived from a singular event, such as the sale of property, or an economic anomaly. 366 Maricopa County FY 2018 Adopted Budget Attachments CC. Owning Department: The Department that owns the asset. DD. Reserves: A portion of the General Fund carried from one Fiscal Year to the next to maintain a balanced budget in case of unanticipated expenditures and/or revenue shortfalls. EE. Restricted Fund Balance: A fund balance which is subject to externally enforceable legal restrictions. FF. Special Revenue Fund: A fund that is used to account for the proceeds of specific revenue sources that are restricted or committed to expenditures for specified purposes. GG. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of revenue over the economic cycle. HH. Unassigned Fund Balance: Fund balance which is not restricted, committed, assigned, and/or any negative fund balance. II. Zero Based Budget (ZBB): A process in which the baseline of each budget is zero until expenditures are justified. IV. BUDGET PRINCIPLES A. Each year, the Board will establish priorities and guidelines for budget development and will adopt Appropriated Budgets for all Departments. B. The County determines the expected General Fund operating revenue for the upcoming Fiscal Year and the budget guidelines that ensure that operating expenditures do not exceed expected revenue over the economic cycle. C. A Structurally Balanced Budget is required throughout the budget development and implementation process. The County operating standard is that expected revenues will at all times equal on-going expenditures over the economic cycle. D. The County uses a Lump Sum Budgeting method where Departments are allocated an Appropriated Budget at the start of each Fiscal Year. Departments are expected to manage their allocated funds according to their needs for the full Fiscal Year. Revisions to Appropriated Budgets are allowed only with Board approval. E. The Board appropriates the budget at the Department, Fund and Function level, unless specifically noted. F. The Board segregates a portion of the General Fund resources for budget stabilization which will be sufficient to minimize cash flow borrowing. It may also be used for future year Capital Improvement Program (CIP) and technology expenses and/or appropriated for contingencies in the current Fiscal Year. G. The Board maintains the property tax levy to provide sufficient levels of service for the County’s Operating Fund, Library District, Flood Control District and Debt Service Fund. H. The stages of budget development are as follows: 1. Baseline Budget: the budget provided to Departments or a modified Zero Based Budget is the starting point for budget development. 2. Requested Budget: the budget that Departments submit to OMB and the Board for review. 367 Maricopa County FY 2018 Adopted Budget Attachments 3. Recommended Budget: the Requested Budget adjusted based on OMB analysis and Board guidance. 4. Adopted Budget: the final budget approved by the Board prior to the start of the Fiscal Year; this is the initial Appropriated Budget. 5. Revised Budget: the Adopted Budget inclusive of approved changes during the Fiscal Year; this is also referred to as the Appropriated Budget. V. ANNUAL BUDGET GUIDELINES A. Departments will follow this policy, the annually published guidelines approved by the Board and the instructions provided by OMB in preparing budget requests. B. Restricted Use Funding Sources 1. Grants and Special Revenue Funds will be used wherever possible for direct programmatic costs and appropriate indirect and Central Service Costs. Departments will report to the Board non-appropriated funding sources available to support their operations and programs. Investigatory or security issues will be addressed individually. 2. Grant, donation or intergovernmental agreement (IGA) revenues must be supported by an itemized list of each revenue source. Current Fiscal Year funding levels can be used for the next Fiscal Year budgeting for recurring grants and IGAs, but may not include an increase from the current Fiscal Year. 3. Where appropriate, services and programs will be supported by user fees. Fees should be developed based on c urrent market conditions and on full cost recovery including Indirect Costs. Fees and fee revenue will be r eviewed annually in conjunction with the budget development process. Additional revenue from proposed fee increases may not be budgeted until fees have been approved by the Board. C. Position Funding 1. Positions must be fully funded at all times. In order to create new positions, Departments must first verify on-going, full-year funding. If a position loses funding, it shall be inactivated. 2. Departments will demonstrate that positions are fully funded during the budget development process and continue to demonstrate the funding in the forecast process throughout the year and into future Fiscal Years’ operational budgets. 3. Personal service budgets shall include an allowance for salary and benefit savings based on an analysis of trends, prior years’ turnover rates and recent market adjustment implementations. D. Capital Improvement Program (CIP) Budget 1. Each year the Board will develop and approve a five-year CIP budget. Project requests for inclusion in the CIP will include the on-going operating costs associated with the project and may include a contingency allocation in the amount of 10% of the total project cost or $1,000,000, whichever is less. 2. Capital Improvement requests are submitted utilizing the process outlined by the Facilities Management Department. 368 Maricopa County FY 2018 Adopted Budget Attachments 3. Capital improvements will not be budgeted unless specifically approved by the Board. 4. The Board must approve changes to project appropriations, to five-year CIP’s or to other project plans. E. Major Maintenance 1. The annual operating budget should provide for the adequate and prioritized maintenance of facilities and major equipment from current revenues. 2. Major Maintenance requests are submitted utilizing the process outlined by the Facilities Management Department. 3. Major maintenance projects for General and Detention Fund facilities will be budgeted in the Facilities Management Department budget. Major maintenance projects for NonGeneral Fund and Non-Detention Fund facilities will be budg eted in the Owning Department budgets. The annual budget should provide for the adequate and prioritized replacement and maintenance of County wide technology software and hardware. F. Non Departmental Budget 1. Non Departmental revenue: General revenues that are not related to specific programs, activities or departments will be budg eted and reported in Non Departmental. Such revenues include, but are not limited to, the following: a. b. c. d. e. Property Taxes State Shared Sales Taxes State Shared Vehicle License Taxes Jail Excise Taxes Payments in Lieu of Taxes 2. Non Departmental expenditures: General expenditures that benefit the County as a whole, are not specific to a single department, are best managed outside of a specific department and are budgeted in Non Departmental. These expenditures include, but are not limited to, the following: a. b. c. d. e. f. g. General Debt Service Taxes and Assessments Board-approved Special Projects or Initiatives Major Technology Projects Facilities Major Maintenance Capital Improvement Projects Vehicle & Equipment Replacement for the General and Detention Funds 369 Maricopa County FY 2018 Adopted Budget Attachments 3. Non Departmental contingency appropriations: The purpose of a contingency appropriation is to maintain a reserve of expenditure authority from which specific amounts can be transferred to other appropriated budgets after adoption of the annual budget to cover emergency or critical items. a. Contingency appropriations may be established within Non Departmental for the General Fund, Detention Fund, and other funds as appropriate. b. Contingency appropriations may be established for Non-Recurring appropriations as well as for operating appropriation purposes. c. Contingency appropriations may be undesignated for future general purposes or they may be reserved by line item for specific anticipated issues. d. The Board of Supervisors must approve all transfers from contingency appropriations. 4. Administration of Non Departmental budget: Non Departmental budgets will be administered by the Office of Management and Budget under the direction of the County Manager and the Deputy County Manager. The Deputy County Manager or designee must authorize all expenditures prior to incurring obligations or making payments. Procedures will be established for setting adequate appropriations for the following items: a. b. c. d. e. f. Vehicle and Equipment Replacement Desk Top/Lap Top Replacement Outside Legal Counsel Billings Economic Development Programs Staffing Studies and Market Pay Contingencies Capital and Technology Improvement Programs G. Vehicle Replacement 1. Vehicle replacement for General and Detention Fund vehicles will be budgeted in the Non Departmental budget. Vehicle replacement for all non-General and non-Detention Fund vehicles will be budgeted in Owning Department budgets. 2. Equipment Services prepares a needs assessment to determine which vehicles require replacement for upcoming Fiscal Years. 3. Vehicle replacement will be funded only for the current equivalent equipment class, make, model and e quipment extras. Upgrades are not funded under the vehicle replacement budget. If a D epartment determines upgrades are necessary, the Department has two options: (a) pay for the upgrades from the Department’s current operating budget; or (b) request upgrades and additions during the development of the Department’s budget. 4. If the full cost of replacement is lower than originally estimated, the savings will revert to the appropriate fund. Cost overruns will be abs orbed by the appropriate vehicle replacement budget. 5. OMB must approve all charges to the vehicle replacement budget. 370 Maricopa County FY 2018 Adopted Budget VI. Attachments BUDGET DEVELOPMENT BY STAGE A. Baseline Budgets 1. Departments are required to participate in the strategic planning process. Strategic plans and performance measures, along with direction from the Board, will be the primary basis for funding decisions. 2. The Board and OMB set a baseline budget for each operating, appropriated, and nongrant funded budget. 3. Departments are either given a baseline budget or are directed to build a budget using a modified Zero Based Budget model or another alternative model. 4. Appropriated Budgets are not guaranteed from one Fiscal Year to the next. B. Requested Budgets 1. Departments shall submit Requested Budgets for review and analysis by OMB. 2. Departments shall verify funding for all purchase requisitions, contracts and agreements. Departments shall not recommend approval of any agreements that commit the County to expenditures for which future funding is not identified. 3. All budget requests shall be s ubmitted at a de tailed level as defined in OMB’s annual instructions. C. Recommended Budgets 1. The Recommended Budget is the budget OMB submits to the Board for action after reviewing and revising Department requested budgets based on the Board and County Manager directives. D. Adopted Budget 1. The Adopted Budget is the final budget approved by the Board prior to the start of the Fiscal Year and is the initial Appropriated Budget. E. Appropriated Budgets 1. The Appropriated Budget is the Adopted budget plus any amendments/adjustments approved by the Board throughout the Fiscal Year. F. Budget Development Constraints 1. Internal Service Departments will develop fees and charges based on recovery of actual costs for the services they provide. Non-discretionary internal services will be charged at the department/fund level. Discretionary Internal Service Costs are the responsibility of the requesting Department. 371 Maricopa County FY 2018 Adopted Budget Attachments 2. Where allowable, grant and S pecial Revenue Funds will pay the applicable Central Service Cost Allocation (CSCA) charges unless the Board approves a variance. CSCA charges for Non-General and Detention Fund Departments, except grant and Internal Service Departments, will be based on a full-cost allocation. Grant and Internal Service Department CSCA charges will be determined in accordance with 2 CFR Part 225 (OMB Circular A-87). VII. BUDGET/MAINTENANCE A. General Statements 1. Departments shall maintain detailed revenue and expenditure budgets. 2. Detailed budgets shall equal Appropriated Budgets. 3. Departments have the flexibility to incur expenditures that vary from their Detailed Budgets as long as Departments comply with their Appropriated Budget and absorb unanticipated spending increases. 4. Directors and program managers must review new, unfunded or under-funded program mandates from the state and federal government, determine the fiscal impact to their Appropriated Budgets and identify funding solutions. All non-recurring funding, e.g., CIP funding, will undergo a reconciliation process at year-end and the Carryforward budget will be adjusted by the Board. 5. Reconciliation of non-recurring expenses, including projects, will occur annually at the end of the Fiscal Year and must be adjusted and approved by the Board as soon as possible after the third close of the Fiscal Year but no later than October 31st of each calendar year. B. Revised Budget: 1. The Board may require Departments to wait until the end of the Fiscal Year before acting on Department requests for increases or contingency transfers to Appropriated Budgets. 2. During the Fiscal Year Appropriated Budgets may only be changed with Board approval. 3. OMB will ensure that all Detailed Budgets equal the Appropriated Budget, including any revisions made to the Appropriated Budget during the Fiscal Year. 4. Departments may not exceed their annual Appropriated Budgets. 5. Any Department with a negative year-to-date expenditure, negative year-end OMB forecast, or negative revenue variance in the General Fund, Detention Fund, or any fund that requires General Fund subsidies, must provide a written explanation and corrective action plan to the Department of Finance (DOF) and OMB. OMB will help the Department refine its corrective action plan based on the Department’s need and current situation. Departments shall be r equired to reduce expenditures to offset any shortfall in their budgeted revenue. If there is a significant risk that a Department will exceed its annual appropriation, the Board may place the Department on a Line Item Budget. 372 Maricopa County FY 2018 Adopted Budget Attachments 6. If, at the end of the Fiscal Year, a Department exceeds its Appropriated Budget or creates financial liabilities for the County, the Department will prepare a corrective action plan that it will present to the Board. a. DOF will prepare and submit to the Board a comprehensive report of all audited actual expenditures and expenditures relative to the Department’s appropriated budgets. b. OMB will review the Department’s expenditures to identify the causes of the overrun. i. The Department will work with OMB to present its findings and a recommended corrective action plan to the Board for action. ii. The corrective action plan may include but will not be limited to placing the Department on a Line Item Budget. C. Forecasting 1. Forecasting is a process of reviewing actual expenditures and revenue values and estimating the remaining Fiscal Year’s expenditures and revenues. 2. Departments and OMB will forecast all elements of the budget based on OMB’s requirements. 3. Each month a Department’s expenditures and revenues shall be monitored and reported in order to determine the estimated fund balances and availability of funding for one-time needs. D. Budget Maintenance Constraints 1. Appropriated Budgets supported by grants, donations or IGAs must be amended by the Board if expenditures are forecasted to exceed the appropriation level. Proposed amendments must be supported by an updated reconciliation of all revenue sources that demonstrates the proposed amendment is fully funded. 2. Appropriated Budgets must be reduced if revenue is forecasted to be significantly less than the current budget. VIII. FUND BALANCE A. Fund Balances will be es timated and included in the annual budget. Fund Balances may be appropriated for the following specific uses: 1. Acquisition of fixed assets 2. Retirement of outstanding debt 3. Fiscal stabilization by offsetting operating revenue shortfalls due to economic downturns, with adjustments to restore the structural balance of the budget over the economic cycle. B. One-time revenues from the sale of real property, less amounts for contingent liabilities such as environmental clean-up, will be set aside for capital improvements or to retire debt used to finance capital improvements. 373 Maricopa County FY 2018 Adopted Budget Attachments C. In cases where an expenditure can be funded by more than one component of the Fund Balance, funding will be used in the following order: 1. 2. 3. 4. First, expenditures will draw on unassigned Fund Balances Second, expenditures will draw on assigned Fund Balances (if applicable) Third, expenditures will draw on committed Fund Balances Fourth, expenditures will draw on restricted Fund Balances D. Fund Balances may be utilized after an expenditure limitation carry forward analysis is completed with the Department of Finance. 374 Maricopa County FY 2018 Adopted Budget Attachments Managing for Results Policy Approved by the Board of Supervisors on September 18, 2000. A. PURPOSE This policy establishes a framework that integrates planning, budgeting, reporting, evaluating and decision making for all Maricopa County departments and a gencies. 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 A. Planning for Results 1. Each department/agency will develop and submit to the Office of Management and Budget a department/agency strategic plan as part of the budget process. 2. All strategic plans will be developed and presented to the Office of Management and Budget in required format as outlined in the Managing for Results Resource Guide. All strategic plans will be submitted according to the annual budget calendar. 3. All managers will work with assigned employees to establish performance plans that align with department/agency strategic plans. Performance plans will be developed in accordance with Performance Management policy #A1802. 375 Maricopa County FY 2018 Adopted Budget Attachments 4. 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. B. Budgeting for Results 1. The Office of Management and Budget and the Department of Finance will develop and maintain a financial structure aligned with the Managing for Results system. 2. The Board of Supervisors directs the Office of Management and Budget to review department/agency strategic plans and performance measures as a basis for making funding recommendations. C. Reporting Results 1. Departments/Agencies will report quarterly to the Office of Management and Budget on their family of measures for budget and planning purposes according to the annual budget calendar. 2. The Office of Management and Budget will prepare and distribute a summary of measures D. Evaluating Results 1. Internal Audit will review and report on strategic plans and performance measures. E. Decision Making and Accountability 1. The Board of Supervisors directs all Management to use performance information to manage activities effectively and efficiently. 2. Management will consider performance information in making policy and program decisions. 376 Maricopa County FY 2018 Adopted Budget Attachments Policy for Administering Grants Latest revisions approved by the Board of Supervisors on May 6, 2009. 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 Fede ral, 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. 377 Maricopa County FY 2018 Adopted Budget Attachments 1. The Board of Supervisors or Board of Directors must formally accept all grant awards prior to any funds being expended. 2. Departments/Special Districts will consistently negotiate grant agreements to meet County or Special District goals and policies. This includes conducting a cost/benefit study to determine the appropriateness of Maricopa County or Special District pursuing a particular grant. 3. Departments/Special Districts will negotiate for advance funding financial arrangements first and only accept reimbursement funding as the final option. 4. Departments/Special Districts will clearly define any matching requirements required by Maricopa County or Special District during the application process. 5. To minimize interest expense to Maricopa County, Departments/Special Districts will try and negotiate a reimbursement schedule that is in alignment with this policy. Departments/Special Districts will closely monitor their expenditures and claim reimbursement whenever expenses exceed $100,000, or on a monthly basis. 6. Maricopa County or Special District will utilize the County financial system to track, monitor and report all grant financial activity. All grant activity must be closed out within 150 days of the grant end date. 7. Departments/Special Districts are required to charge indirect costs on all grants unless prohibited by the grant contract, law, County Board of Supervisors approval or Special District Board of Directors approval. ♦ Indirect costs will always be included (applied for) in the financial section of the grant application. ♦ Indirect costs will be recovered at the maximum allowed by the Grantor or as defined on the Indirect Cost Plan that is approved by the Department of Finance. 8. Departments/Special Districts do not have the authority to negotiate a l ower 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 378 Maricopa County FY 2018 Adopted Budget Attachments a) Departments/Special Districts are not required to obtain Board of Supervisors/Board of Directors approval prior to submitting an application for grant funding provided the grant meets the following requirements: 1. There is no matching requirement of funds; 2. Indirect costs are fully recoverable; and 3. There is no future or ongoing contributions required after the grant period ends. In addition, the Director of the Department or Special District shall certify that the grant being applied for meets the above requirements. Departments that wish to apply for grants that do NOT meet one or more of the above requirements must obtain Board of Supervisors/Board of Directors approval prior to submission of the application. b) Departments/Special Districts are required to obtain the approval of the Board of Supervisors/Board of Directors prior to submitting an application for grant funding for any type of deviation from this policy including full indirect cost recovery. The information on the agenda must be clear and describe the nature of the deviation(s). It must also be clearly noted the intent or non-intent to apply for further grants from this particular grantor of this nature. After this grant has been reviewed and ac cepted 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 t he 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. 379 Maricopa County FY 2018 Adopted Budget Attachments 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 ac cepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance of the grant. Subsequent grants from a new Grantor Agency will be transmitted to the Board of Supervisors for review and acceptance. 3. Funding To improve cash management practices, it is the County and Special Districts’ preference to receive funding on an advance basis instead of a reimbursement basis. Therefore, every effort is to be made by Departments/Special Districts to obtain advance funding from the Grantor Agency. This is especially critical for one-time grant funded programs where the County or Special District is advancing funds to nonprofit subcontractors. The Department/Special District may be requested by the Office of Management and Budget (OMB) to present the cost/benefits of accepting a grant versus not accepting a particular grant. The cost/benefit analysis must take into account if the grant-funded services are mandated and comply with the MFR Budgeting format. 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 r eported 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. 380 Maricopa County FY 2018 Adopted Budget Attachments 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 Countywide 2 CFR Part 225 (OMB Circular A-87) plan with Maricopa County’s cognizant agency, United States Department of Housing and Urban Development (HUD). The Department of Health and Human Services is Maricopa County’s assigned cognizant agency regarding audit issues. b) Whenever permitted by the Grantor Agency, grants requiring County or Special District matching funds may utilize County Overhead (A-87) as a last option. All other opportunities must be exhausted to meet the in-kind match before utilizing County Overhead (A-87). If the required match exceeds the amount of in-kind and/or County Overhead (A-87) or Overhead is not an allowable expense by the Grantor Agency the Department must inform the Board of Supervisors/Board of Directors of the exception and estimate the relative financial in-kind impact. c) Departmental Indirect Cost Allocation Plan(s). The County’s 2 C FR Part 225 (OMB Circular A-87) indirect costs plans are used as a means of equitably recovering indirect costs from both federal and non-federal grant programs. All departments/Special Districts receiving grant funds can submit a written request to the Department of Finance to prepare a Departmental 2 CFR Part 225 (OMB Circular A-87) Indirect Cost Allocation Plan. In some cases the grantor may limit the recovery of indirect costs to a percentage less than the combined Departmental and County-wide 2 CFR Part 225 (OMB Circular A-87) indirect rate. In these cases, the Departmental 2 CFR Part 225 (OMB Circular A-87) rate shall be satisfied first. Any remaining funds will then be applied to the County-wide 2 CFR Part 225 (OMB Circular A-87) rate. County Departments Providing Grant Services to Outside Entities Maricopa County Departments that are allowed to perform grant financial services for entities outside of the County and are not considered to be sub-recipients may recover indirect costs and/or user charges for the administration of grants. If these outside entities are allowed by their grantors to recover indirect costs and/or charge a user fee to reimburse Maricopa County for services rendered, the monies must be deposited back to the funding source where the support services were initially provided. For example, a General Fund Department being reimbursed for grant management activities shall remit the reimbursement back to the General Fund. Specific accounting information and ex amples 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. 381 Maricopa County FY 2018 Adopted Budget Attachments Departments/Special Districts are to utilize the Technology Financing Program unless the grant specifically does not provide for this type of activity. As an example, a grant that is Board approved for two (2) years would not allow for the purchase of computers under the Technology Financing Program as the Technology Financing Program is a 36-month program. To ensure effective asset management and tracking, all computer-related items must be tagged with an asset number by the Technology Finance Program Coordinator and recorded in an asset database. This information is utilized for the projection of asset replacement purposes. Departments in the Judicial Branch of Maricopa County will consult with the Chief Information Officer prior to any purchases under the Judicial Procurement Code to determine whether the purchase will require compatibility and supportability of the County computing and network infrastructure. 7. Department of Finance Responsibility While each Department/Special District has staff assigned to monitor and report the financial activities of grants, the Department of Finance will provide general and technical oversight and monitoring of all grant funds. At a minimum, the Department of Finance will: a) Review and approve grant agenda items when they comply with County policy and the County Grant Manual. b) Establish a Board approved grant on the County financial system when all supporting documentation is provided. c) Prepare and provide to the Departments/Special Districts a monthly grant report (Fund Balance Report). This report will include inception to date financial activity for each individual grant. This report will be us ed to ensure the effective management and maintenance of grant activity. d) Monitor that grant expenditures do not exceed grant awards. e) Review individual grant balances, utilizing the Fund Balance Report, on a quarterly basis to identify departments that are not requesting reimbursement from the Grantor Agency on a timely basis. Departments/Special Districts that are not regularly claiming reimbursements will be contacted by the Department of Finance. f) Communicate with the Office of Management and Budget regarding fund balance and/or deficit issues. g) Initiate the preparation of the Indirect Cost Allocation Plan by providing a copy of the current plan, detailed listing of expenditures and other supporting data. Provide support, guidance and direction to Departments/Special Districts to assist them in the preparation of their Indirect Cost Allocation Plan. h) Review Fund Balance Report for closed Grants to determine compliance with fund balance/deficits. i) Review and recommend approval of proposed Grant applications Department/Special District is not in full compliance with Grant policy. 382 when Maricopa County FY 2018 Adopted Budget Attachments 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 r ecommend approval of Department’s/Special District’s proposed grant budget. c) Review and recommend approval of adjustments to Department’s/Special District’s grant budget as necessary. d) Review and take action as necessary to correct any deficit in Grant Funded Budgets. e) Review and take action as necessary to minimize lost interest earnings to the General Fund due to negative cash positions in Grant funds. f) Review and t ake action as necessary regarding departmental indirect cost rate plans. Ensure maximum reimbursement of all allowable indirect costs. g) Consistent with Board policy, review departments spending to ensure that Grant Funds are used before General Fund dollars, and for Special Districts, to ensure that Grant Funds are used before other Special District revenues. h) Review and recommend approval of proposed Grant applications Department/Special District is not in full compliance with Grant policy. when 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 neg ative balance (un-reimbursable expense). The Department/Special District must develop a pl an 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. 383 Maricopa County FY 2018 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 Additional financial policies, which do not directly impact the budget process may be found at http://www.maricopa.gov/Finance/policies.aspx 384 Maricopa County FY 2018 Adopted Budget Attachments Budget Calendar 10/24/2016 Budget system available to Internal Service Fund Departments. 12/14/2016 Budget system available to all Departments. Budget memo issued with layouts and submission requirements. 1/4/2017 Board of Supervisors approves Budgeting for Results Guidelines and Priorities. 1/9/2017 Department Budget Memo Issued with Internal Service Charges, Central Service and Variable Benefits Information. 1/9/2017 Elected Official and Judicial Branch budget presentations to the Board of Supervisors. 1/11/2017 Elected Official and Judicial Branch budget presentations to the Board of Supervisors. 1/18/2017 Elected Official and Judicial Branch budget presentations to the Board of Supervisors. 1/13/2017 Zero-Based Budgets due. 2/10/2017 Assessed Values and Levy Limits reported by Assessor. February Departments submit budget requests. 3/15/2017 Departments submit CIP budgets. April 6-May 1 Budget Office consolidates budget recommendations; prepares budget documents. 5/22/2017 FY 2018 Recommended Budget presentation. 5/22/2017 Adoption of the FY 2018 Tentative Budget June 1 and June 8 Publication of Tentative Budget and Truth in Taxation Notice. 6/19/2017 Final Adoption of FY 2018 Budget. 8/21/2017 Adoption of the FY 2018 Property Tax Levy 385 Maricopa County FY 2018 Adopted Budget Attachments Fund Descriptions 100 General Fund: The General Fund i s the County’s primary operating fund. I t accounts for all financial resources of the general government, except those required to be ac counted for in another fund. 201 Adult Probation Fees: Collects the fees assessed to persons placed on probation in the Superior Court per A.R.S. §13-901. Monies collected are used to supplement County General Fund appropriations for the compensation costs of probation officers who provide pre-sentence investigations (A.R.S. §12-267). 203 Sheriff Donations: Accounts for donations made in support of programs and activities of the Sheriff’s Office. 204 Justice Court Judicial Enhancement: Revenues consist of fees and surcharges collected under the authority of A.R.S. §22-281; and time payment fees collected under authority of A.R.S. §12116; 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. §12-284.01. 206 Officer Safety Equipment: Accounts for the assessments that are received by the County for investigations or issued citations pursuant to A.R.S. §12-116.04. The monies in the fund should be used to supplement, not supplant, monies available for officer safety equipment. 207 Palo Verde: Palo Verde receives an annual allocation from the State of Arizona. Expenditures are utilized for nuclear disaster training. 208 Judicial Enhancement: Revenues consist of fees and surcharges collected under authority of A.R.S. §12-284.03 and time payment fees collected under authority of A.R.S. §12-116. In addition, revenues are received from the State Judicial Enhancement Fund established by A.R.S. §12-113. E xpenditures are used to improve, maintain and enhanc e 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 t he tonnages of refuse dumped. E xpenditures 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. 386 Maricopa County FY 2018 Adopted Budget Attachments 213 County Attorney RICO: Accounts for the funds provided by the sale of confiscated property. Operated by the County Attorney, RICO consists of all the activity of the Anti-Racketeering Program. 214 Sheriff Jail Enhancement: Per A.R.S. §41-2401, the Arizona State Department of Corrections allocates criminal justice enhancement funds to County Sheriffs for the purpose of enhancing County Jail facilities and operations. 215 Emergency Management: Emergency Management activity consists of disaster planning and training. 216 Clerk of the Court Grants: Accounts for the grant funds that are utilized for the improvement of court automation systems, child support enforcement and the processing of criminal history dispositions. 217 CDBG Housing Trust: Accounts for the grant funds that are utilized to expand the supply of 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 do mestic violence cases and the enhancement of anti-gang enforcement efforts to deter, investigate, prosecute or adjudicate gang offenders. V ictim assistance is provided to include transportation, payment of emergency expenses, education programs and training to children’s advocates. 220 Diversion: A.R.S. §11-361 establishes the ability of counties to offer special supervision programs for non-violent offenders in order to divert them from incarceration. Funds are used to provide alternatives to criminal prosecution to appropriate offenders so that they can receive drug rehabilitation services without the cost of prosecution. 221 County Attorney Fill the Gap: County Attorney Fill the GAP was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases by county attorneys. 222 Human Services Grants: Accounts for the grant funds that are utilized for community action services designed to help the disadvantaged achieve self-sufficiency and family stability. 223 Transportation Grants: Transportation Grants was set up to account for all Grant activity administered by the County Transportation Department. 224 Medical Examiner Grant: Accounts for the grant funds that are utilized to support the County’s anti-bioterrorism efforts. 225 Spur Cross Ranch Conservation: To account for the money collected from a Town- imposed ½% transaction privilege tax for the operation of the County Park. 226 Planning and Development Fees: Performs mandated community planning functions. Funding is provided mainly through license and impact fees. 227 Juvenile Probation Grants: Accounts for the grant funds that are utilized for the child nutrition program, family counseling and safe schools program. 387 Maricopa County FY 2018 Adopted Budget Attachments 228 Juvenile Probation Special Fee: This fund was established by A.R.S. §12-268 to account for juvenile probation fees collected and used for the purpose of supplementing County General Fund appropriations for the compensation of personnel of the Juvenile Court. 229 Juvenile Restitution: Pursuant to A.R.S. §8-346, the fund was established for the payment of restitution in juvenile delinquency proceedings. This fund consists of state and local appropriations, gifts, devices and donations from any public or private source. 230 Parks and Recreation Grants: Accounts for the grant funds that are utilized for state lake improvements, park restoration and the construction and maintenance of hiking trails. 232 Transportation Operations: Plans and i mplements an environmentally balanced multi-model transportation system. Operations are funded primarily through highway user taxes. 233 Public Defender Grants: Accounts for grant funds that are utilized for public defender training and to increase the processing of drug cases. 234 Transportation Capital Project: Transportation Capital Projects was set up administratively as a capital project fund to track capital project activity of the County Transportation Department. Funding is provided by a reimbursement transfer from the Transportation Fund that derives its funding from the State Highway User’s Tax. 235 Del Webb: A special revenue fund to account for revenue received from the Del Webb Anthem community that is restricted to expenditure for development services (the implementation and enforcement of the development master plan) and recreational services (trail system and library) supporting that community. 236 Recorders Surcharge: Accounts for the collection of a special recording surcharge, not to exceed $4, to be used to defray the cost of converting the County Recorder’s document storage and retrieval system to micrographics or computer automation as established by A.R.S. §11475.01. 237 Justice Courts Photo Enforcement: Established by the Board of Supervisors on November 4,2009 (Agenda Item C-24-10-001-M-00) to account for Justice Courts fee revenue and operating expenditures associated with photo radar traffic enforcement. 238 Superior Court Grants: Grant funds are used for drug enforcement accounting, court-appointed special advocates and case-processing assistance. 239 Parks Souvenir: Accounts for sales proceeds of sundry items at the Maricopa County Parks. 240 Lake Pleasant Recreation Services: Provides the public with positive leisure opportunities in a safe, accessible, and e fficient manner through quality development and programming while conserving and protecting unique and environmentally sensitive areas. 241 Parks Enhancement Fund: Accounts for park and r ecreation revenues and ex penditures associated with enhancing parks and recreation programs pursuant to A.R.S. §11-941. 243 Parks Donations: Accounts for donations and contributions activities provided for by citizens or groups. 245 Justice Courts Special Revenue: Established for the purpose of defraying expenses of justice court services by providing improvements in court technology, operations and facilities to enable the courts to respond quickly to changing statutory and case processing needs. Operations are funded by a user’s charge to be added to the Defensive Driving School Diversion Fee as of March 1, 1998. 248 Elections Grant: Elections Grant was set up to account for all grant activity administered by the Elections Department. 388 Maricopa County FY 2018 Adopted Budget Attachments 249 Non Departmental Grant: Non Departmental Grants was set up to account for all nondepartment specific grant activity. 251 Sheriff Grants: Accounts for grant and intergovernmental funds that support and enhance Sheriff Office activities. 252 Inmate Services: Accounts for the funds that are held in trust for the benefit and welfare of the inmates, established under A.R.S. §31-121. The majority of revenues are derived from sales of food and sundries to the inmates. 254 Inmate Health Services: Accounts for the co-payments received from inmates for self-initiated health service pursuant to A.R.S. §31-161 and A.R.S. §31-162. 255 Detention Operations: Established under the authority of proposition 400 and 401, which were passed in the General Election of November 3, 1998 and extended in the General Election of November 5, 2002. These propositions authorized a temporary 1/5 cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. This fund accounts for revenue received as a result of these propositions, as well as, other resources with purposes consistent with A.R.S. §42-6109.01. 256 Probate Fees: Administers the monies received by the Clerk of the Superior Court pursuant to A.R.S. §14-5314 and A.R.S. §14-5414 to preserve, audit, and safeguard the estates and wards for whom the court has a fiduciary responsibility. 257 Conciliation Court Fees: Accounts for monies collected under A.R.S. §25-311.01 related to the dissolution of marriages. The funds collected are used by the Domestic Violence Shelter fund and the Child Abuse Prevention and Treatment fund. 258 Sheriff Towing and Impound: This is a dedicate fund for vehicle impoundment revenues and expenditures. Revenues for this fund originate from the recovery of administrative charges relating to tows and impounds that are performed by the Office. 259 Superior Court Special Revenue: Accounts for monies received under an intergovernmental agreement with the Department of Economic Security to conduct Title IV-D child support enforcement enhancements. 261 Law Library Fees: Established by A.R.S. §12-305 to account for a portion of the fees collected by the Clerk of the Superior Court to be used for the purchase of books for the county law library. 262 Public Defender Fill the Gap: Public Defender Fill the Gap was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender and contract indigent defense counsel in each county. 263 Legal Defender Fill the Gap: Legal Defender Fill the Gap was set up as indicated by A.R.S. §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 c ontract 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. 389 Maricopa County FY 2018 Adopted Budget Attachments 265 Public Health Fees: Accounts for public health programs that are self-supported by Vital Health fees and pharmacy operations. 266 Check Enforcement Program: Accounts for fees that are collected pursuant to A.R.S. §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. §131802, §13-1807, §13-2002 or §13-2310, whether by final judgment, settlement or otherwise. The monies in the fund shall be used for the investigation, prosecution and deferred prosecution of theft, forgery and fraud. 267 Criminal Justice Enhancement: The Criminal Justice Enhancement fund accounts for monies that are allocated to county attorneys from the Arizona State Criminal Justice Enhancement fund (A.R.S. §41-2401). The funds are to be used for the purpose of enhancing prosecutorial efforts. 268 Victim Compensation Restitution: Established to administer funding provided from the State Victim Compensation and Assistance fund (A.R.S. §41-2407) and from prisoner supervision fees under A.R.S. §31-418. Fund is used for establishing, maintaining and supporting programs that compensate and assist victims of crime. 269 Victim Compensation Interest: Established as authorized by A.R.S. §11-538 consisting of monies that are distributed pursuant to A.R.S. §12-286 (75 percent of the interest earned on restitution monies that are received in trust). The County Attorney shall use monies in the fund to assist eligible victims of crime with medical, counseling and funeral expenses and lost wages. 270 Child Support Enhancement: Accounts for funds received from a federal incentive award that is utilized for the enhancement of child support collections through efficient operation of the IV-D program. 271 Expedited Child Support: Accounts for the funds that are utilized to establish, maintain and enhance programs designed to expedite the processing of petitions filed and enforce the resultant court orders. R evenues 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 p ro 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. 390 Maricopa County FY 2018 Adopted Budget Attachments 277 Emancipation Administrative Costs: Emancipation Administration Fund was established by A.R.S. §12-2456. The fund consists of filing fee for a petition for emancipation of minor pursuant to A.R.S. §12-284, subsection J. 281 Children’s Issues Education: Accounts for the funds that are utilized for educational programs regarding the impact that divorce, the restructuring of families and judicial involvement have on children pursuant to A.R.S. §25-354. Revenues that are received from the Clerk’s educational program fees supplement any state or county appropriations. 282 Domestic Relations Mediation Education: Accounts for the funds that are utilized to establish, maintain and enhanc e 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 Capital Lease Debt Service: The Capital Lease Debt Service Fund accounts for the debt service on capital leases. 422 Intergovernmental Capital Projects: Intergovernmental Capital Projects account for capital project spending predominantly funded from General Fund revenues. 440 County Improvement COP Series 2015: The County Improvement Fund has been established to fund capital projects through the issuance of Certificates of Participation, Series 2015. 441 County Improvement 441 COP Series 2016: The County Improvement 441 Fund ha s been established to fund capital projects through the issuance of Certificates of Participation, Series 2016. 445 General Fund County Improvements: The General Fund County Improvement Fund has been established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service, and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 455 Detention Capital Projects: Accounts for the proceeds associated with the 1/5 of one-cent sales tax approved by voters in the General Election on November 3, 1998 and extended by voters in the General Election on November 5, 2002. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds have been pledged for debt service. 460 Technology Capital Improvement: Established by the Board of Supervisors with adoption of the FY 2011 budget to account for General Fund and other resources committed for technology improvement projects. 461 Detention Technology Capital Improvement: Accounts for Information Technology (IT) projects associated with the 1/5 of one-cent sales tax approved by voters in the General Election 391 Maricopa County FY 2018 Adopted Budget Attachments on November 3, 1998 and extended by voters in the General Election on November 5, 2002. Fund assets may be used to pay directly for IT projects, transferred, or appropriated by the Board of Supervisors for debt service or other purposes consistent with A.R.S. §42-6109.01. None of the funds have been pledged for debt service. 503 Air Quality Grant: Air Quality Grants was set up to account for all Grant activity administered by the County Air Quality Department 504 Air Quality Fees: Air Quality works to protect the environment and public health through control, preservation, and improvement of the County’s air quality. Permit revenue is the funding source. 505 Environmental Services Grant: Environmental Services Grants was set up to account for all Grant activity administered by the County Environmental Services Department. 506 Environmental Services Environmental Health: Environmental Services – Health Fund was established to account for activities related to the protection of food and water supplies consumed by residents. Funding is provided by fees collected from Health Inspections and the sale of Health Permits. 532 Public Health Grants: Protects, improves and preserves the physical, mental and social wellbeing and the environment of the entire population of Maricopa County, with a special responsibility to serve those most vulnerable. Federal and State grants fund operations. 572 Animal Control License/Shelter: Animal Control reduces the incidences of animal-inflicted injuries and reduces the risk of exposure to rabies through enforcement of dog-licensing laws, leash laws, capture and impoundment of stray dogs, public education, adoption or humane disposal of excess animals. Licenses and fees are the primary funding source. 573 Animal Control Grants: Animal Control Grants was set up to account for all Grant activity administered by Animal Control. 574 Animal Control Field Operation: Animal Control Field Services was set up i n FY2002-03 to segregate field services, which are an optional County service, from Animal Control Pound Activities which are required by Arizona State Statute. 581 Solid Waste Grants: Solid Waste Grants accounts for all Grant activity administered to Solid Waste. 601 CMG Medical: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option HMO insurance plan. 604 OAP Medical: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option open access insurance plan. 606 Choice Fund H.S.A.: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured Health Savings Account insurance plan. 607 FI Dental PPO: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully-insured dental plan. 608 Coinsurance Pharmacy: This fund collects employee and employer contributions for payment of the employees’ pharmacy premiums for the self-insured coinsurance pharmacy plan. 611 60 Percent STD: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 60% of the employee’s salary. 392 Maricopa County FY 2018 Adopted Budget Attachments 612 50 Percent STD: This fund collects employee contributions for payment of the employees’ short -term disability benefits for the self-insured short-term disability plan which provides benefits at 50% of the employee’s salary. 613 40 Percent STD: This fund collects employee contributions for payment of the employees’ shortterm disability benefits for the self-insured short-term disability plan which provides benefits at 40% of the employee’s salary. 614 Behavioral Health: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured behavioral health insurance plan. 615 Wellness: This fund collects employer contributions for payment of the employees’ wellness program expenditures for the self-insured wellness program. 618 Benefit Administration: This fund collects employer contributions for payment of the benefits administration expenditures for the self-insured benefits program. 619 Onsite Pharmacy Clinic: This fund records the sales and costs of all transactions passing through the County Owned Onsite Pharmacy in the County Administration Building. 620 Benefits Eliminations Fund: This fund is used in the consolidation of the Benefits Trust funds to offset transactions between funds in the Trust. 621 Flex Spending Health: This fund collects employee and employer contributions for payment of expenditures for the medical flexible spending benefit program. 622 Flex Spending Dependent Care: This fund collects employee and employer contributions for payment of expenditures for the dependent care flexible spending benefit program. 623 Vision: This fund collects employee and employer contributions for payment of the employees’ vision premiums for individuals also participating in medical benefits for the self-insured vision plan. 625 FI Prepaid Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully insured prepaid dental plan. 626 FI Life and AD and D: This fund collects employee and employer contributions for payment of the employees’ life insurance premiums for the fully insured life insurance plan. 627 Supplemental Life: This fund collects employee contributions for payment of the employees’ supplemental life insurance premiums for the fully insured supplemental life insurance plan. 628 Employee Assistance (EAP): This fund collects employer contributions for payment of the employee assistance program expenditures for the self-insured EAP program. 629 SI Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the self-insured dental plan. 630 Dependent Life: This fund collects employee contributions for payment of the employees’ dependent life insurance premiums for the fully-insured dependent life benefit plan. 631 Voluntary Benefits: This fund collects employee contributions for payment of the employees’ voluntary insurance premiums for the fully-insured voluntary insurance benefit plan. 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 m aintaining 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. 393 Maricopa County FY 2018 Adopted Budget Attachments 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 w orkers’ compensation work together to avert risk and conserve the human and financial resources of Maricopa County. 681 Telecommunications: This fund provides cost effective voice, data, and radio communications to County employees. 715 School Grant: Accounts for all grant activity administered by the Superintendent of Schools. 741 Taxpayer Information: Consist of monies collected from the public records copy surcharge imposed under A.R.S. §11-496, the tax-lien-processing fee imposed pursuant to A.R.S. §4218116, $50 of each judgment-deed fee collected pursuant to A.R.S. §42-18205, interest earned from the elderly assistance fund pursuant to A.R.S. §42-17401 and the community facilities district special-assessment fee imposed pursuant to A.R.S. §48-721. The County Treasurer shall administer the fund and spend monies in the fund only to defray the cost of converting or upgrading an automated public information system. 780 School Transportation: Accounts for reimbursement for mileage costs to parents of specialneeds students. 782 School Communication: Accounts for management of centralized billings paid by Superintendent of Schools for multiple school districts. 790 Educational Supplemental Program: Accounts for federal indirect fees charged to school districts. 900 Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For additional information refer to the Budget Summary Schedule section, Elimination Summary. 394 Maricopa County FY 2018 Adopted Budget Attachments Revenue Source Codes Revenue Source 6010 6050 6060 6061 6100 6150 6151 6152 6200 6201 6202 6210 6211 6212 6250 6260 6300 6340 6341 6342 6343 6350 6351 6352 6360 6370 6380 6420 6450 6500 6501 6502 6503 6504 6505 6510 6520 6530 6800 Revenue Source Name Property Tax Tax Penalties & Interest Jail Tax Car Rental Surcharge Licenses & Permits Grants-Federal Grants-State Grants-Other Intergovernmental-Federal Intergovernmental-State Intergovernmental-Other PILT-Salt River Project PILT-Federal PILT-City State Shared Sales Tax State Shared Highway User Revenue State Shared Vehicle License Intergov Charges For Services-Federal Intergov Charges For Services-State Intergov Charges For Services-District Intergov Charges For Services-Other Judicial Charges For Services Insurance Charges For Services Other Charges For Services Internal Service Fund Charges Fines & Forfeits Patient Services Revenue Special Assessments Interest Income Miscellaneous Building & Equipment Sales Sale of Assets Unclaimed/Abandoned Property Donations/Contributions Other Miscellaneous Gain On Fixed Assets Bond Proceeds Capital Lease Agreements Transfers In 395 Maricopa County FY 2018 Adopted Budget Attachments Expenditure Object Codes Object Code 7010 7050 7100 7500 7501 7502 7503 7504 7505 7506 7507 7508 7509 7900 7950 7951 7952 7953 7954 7960 7961 7962 7963 7964 8000 8010 8011 8012 8013 8014 8015 8016 8017 8020 8030 8040 8050 8060 8100 8101 8102 8103 8104 8105 8110 8111 8112 8113 8114 8115 8116 8117 8118 8119 Object Code Name Regular Pay Temporary Pay Overtime Fringe Benefits Taxes Retirement Medical Workers Comp Unemployment Subsidy Plan Life Insurance Post Employement Health Program Student Loan Repayment Other Personal Services Personal Services Allocations Taxes Allocation Out Retirement Allocation Out Medical Allocation Out Salary Allocation Out Personal Services Allocation In Taxes Allocation In Retirement Allocation In Medical Allocation In Salary Allocation In Supplies Supplies Auto Supplies Janitorial Supplies Safety Apparel & Supplies Food Supplies Environmental Supplies Technology Supplies Repairs And Maintenance Supplies Health Care Supplies Fuel Non-Capital Equipment Supplies-Allocations Out Supplies-Allocations In Legal Services Courtroom Services Fees Legal Examinations Fees Legal Reports & Depositions Fees Jury Fees Investigation & Mitigation Fees Health Care Services Dental Services Therapy Services Pharmacy Radiology/Lab Services Transportation Services Short-Term Disability Claims IBNR Veterinarian Services Bad Debt Expense Object Code 8120 8121 8122 8123 8124 8125 8126 8127 8200 8201 8202 8203 8210 8250 8300 8301 8302 8303 8304 8305 8390 8391 8392 8393 8394 8395 8410 8411 8412 8413 8420 8421 8430 8450 8451 8500 8550 8610 8650 8710 8711 8720 8730 8800 8900 9100 9150 9200 9300 9400 9500 9510 9520 9550 9560 396 Object Code Name Other Services Financial & Consulting Services Real Estate & Construction Services Technology Services Personnel & Training Services Insurance Services Claims Services Publication & Document Management Services Rent And Operating Leases Automobile Lease/Rent Special Function Lease/Rent Equipment Lease/Rent Bank Service Fees Repairs And Maintenance Intergovernmental Payments Intergov Risk Payments Intergov CSCA Payments Intergov Reprographics Payments Intergov Equip Svcs Payments Intergov Telecom Payments Internal Service Fund Charges Risk Management ISF Charge CSCA Reprographics ISF Charge Equipment Services ISF Charge Internal Service Charges Travel Travel - Conference Travel - Education Travel - Other Education And Training Conference Registration Postage/Freight/Shipping Support And Care Of Persons Indigent Burial Utilities Interest Expense Gain/Loss on Fixed Assets Depreciation Inventory Cost of Goods Sold Services Allocations Out Services Allocations In Transfers Out Loss on Fixed Assets Capital Land Costs Capital Building & Improvements Capital Equipment Capital Vehicles Capital Infrastructure Debt Service Debt Service - Interest Debt Service - Other Capital Allocations Capital Allocations In Maricopa County FY 2018 Adopted Budget Attachments Statutory Requirements The following sections of the Arizona Revised Statutes are relevant to Maricopa County’s budget and budget process: §42-17101. Annual county and municipal financial statement and estimate of expenses On or before the third Monday in July each year the governing body of each county and incorporated city or town shall prepare: 1. A full and complete statement of the political subdivision's financial affairs for the preceding fiscal year. 2. An estimate of the different amounts that will be required to meet the political subdivision's public expense for the current fiscal year entered in the minutes of the governing body and containing the items prescribed by section 42-17102. 3. A summary schedule of estimated expenditures and revenues that shall be: (a) Entered in the minutes of the governing body. (b) Prepared according to forms supplied by the auditor general. §42-17102. Contents of estimate of expenses A. The annual estimate of expenses of each county, city and town shall include: 1. An estimate of the amount of money required for each item of expenditure necessary for county, city or town purposes. (a) Beginning in fiscal year 2013-14, the estimated number of full-time employees. (b) Beginning in fiscal year 2013-14, the total estimated personnel compensation which shall separately include the employee salaries and employee related expenses for retirement and health care costs. 2. The amounts necessary to pay the interest and principal of outstanding bonds. 3. The items and amounts of each special levy provided by law. 4. An amount for unanticipated contingencies or emergencies. 5. A statement of the receipts for the preceding fiscal year from sources other than direct property taxes. 6. The amounts that are estimated to be received during the current fiscal year from sources other than direct property taxes and voluntary contributions. 7. The amounts that were actually levied and the amounts that were actually collected for county, city or town purposes on the primary and secondary property tax rolls of the preceding fiscal year. 8. The amounts that were collected through primary property taxes and secondary property taxes levied for the years before the preceding fiscal year. 9. The amount that is proposed to be raised by direct property taxation for the current fiscal year for the general fund, bonds, special assessments and district levies. 10. The separate amounts to be raised by primary property tax levies and by secondary property tax levies for the current fiscal year. 11. The amount of voluntary contributions estimated to be received pursuant to section 48-242, based on the information transmitted to the governing body by the department of revenue. 12. The maximum amount that can be raised by primary property tax levies by the county, city or town pursuant to article 2 of this chapter for the current fiscal year. 13. The amount that the county, city or town proposes to raise by secondary property tax levies and the additional amounts, if any, that the county, city or town will levy pursuant to the authority given to the governing body by the voters at an election called pursuant to article 5 of this chapter. 14. The property tax rate for county, city or town purposes for the preceding fiscal year for the primary property tax and the secondary property tax. 397 Maricopa County FY 2018 Adopted Budget Attachments 15. The estimated property tax rate for county, city or town purposes for the current fiscal year for the primary property tax and the secondary property tax. 16. The expenditure limitation for the preceding fiscal year and the total amount that was proposed to be spent for the preceding fiscal year. 17. The total expenditure limitation for the current fiscal year. 18. The amount of monies received from primary property taxation in the preceding fiscal year in excess of the maximum allowable amount as computed pursuant to article 2 of this chapter. B. The estimate shall be fully itemized according to forms supplied by the auditor general showing under separate headings: 1. The amounts that are estimated as required for each department, public office or official. 2. A complete disclosure and statement of the contemplated expenditures for the current fiscal year, showing the amount proposed to be spent from each fund and the total amount of proposed public expense. C. The total of amounts proposed in the estimates to be spent shall not exceed the expenditure limitation established for the county, city or town. §42-17103. Publication of estimates of expenses and notice of public hearing and special meeting A. The governing body of each county, city or town shall publish the estimates of revenues and expenses, or a summary of the estimates of revenues and expenses, and a notice of a public hearing of the governing body to hear taxpayers and make tax levies at designated times and places. The summary shall set forth the total estimated revenues and expenditures by fund type, truth in taxation calculations and primary and secondary property tax levies for all districts. A complete copy of the estimates of revenues and expenses shall be made available at the city, town or county libraries and city, town or county administrative offices and shall be posted in a prominent location on the official websites, or on a website of an association of cities and towns for cities and towns that do not have official websites, no later than seven business days after the estimates of revenues and expenses are initially presented before the governing body. A complete copy of the budget finally adopted under section 42-17105 shall be posted in a prominent location on the official websites no later than seven business days after final adoption. B. Beginning with fiscal year 2011-2012, both the estimates of revenues and expenses initially presented before the governing body and the budget finally adopted under section 42-17105 shall be retained and accessible in a prominent location on the official websites, or on a website of an association of cities and towns for cities and towns that do not have official websites, for at least sixty months. C. The summary of estimates and notice, together with the library addresses and websites where the complete copy of estimates may be found, shall be published once a week for at least two consecutive weeks after the estimates are tentatively adopted in the official newspaper of the county, city or town, if there is one, and, if not, in a newspaper of general circulation in the county, city or town. D. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the notice under this section with the truth in taxation notice. §42-17104. Hearing and special meeting on expenditures and tax levy A. The governing body of each county, city or town shall hold a public hearing and special meeting on or before the fourteenth day before the day on which it levies taxes as stated in the notice under section 42-17103. Any taxpayer may appear and be heard in favor of or against any proposed expenditure or tax levy. B. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the hearing under this section with the truth in taxation hearing. 398 Maricopa County FY 2018 Adopted Budget Attachments §42-17105. Adoption of budget A. After the hearing on estimates under section 42 17104 i s concluded, the governing body shall convene in a special meeting and finally determine and adopt estimates of proposed expenditures for the purposes stated in the published proposal. B. The adopted estimates constitute the budget of the county, city or town for the current fiscal year. C. The total amounts that are proposed to be spent in the budget shall not exceed the total of amounts that were proposed for expenditure in the published estimates. §42-17106. Expenditures limited to budgeted purposes; transfer of monies A. Except as provided in subsection B, a county, city or town shall not: 1. Spend money for a purpose that is not included in its budget. 2. Spend money or incur or create a debt, obligation or liability in a fiscal year in excess of the amount stated for each purpose in the finally adopted budget for that year, except as provided by law, regardless of whether the county, city or town has received at any time, or has on hand, monies or revenue in excess of the amount required to meet expenditures, debts, obligations and liabilities that are incurred under the budget. B. A governing body may transfer monies between budget items if all of the following apply: 1. The monies are available. 2. The transfer is in the public interest and based on a demonstrated need. 3. The transfer does not result in a violation of the limitations prescribed in article IX, sections 19 and 20, Constitution of Arizona. 4. A majority of the members of the governing body votes affirmatively on the transfer at a public meeting. §42-17107. Truth in taxation notice and hearing; roll call vote on tax increase; definition A. On or before February 10 of the tax year, the county assessor shall transmit and certify to the property tax oversight commission and to the governing body of the county, city or town the total net primary assessed values that are required to compute the levy limit prescribed by section 42-17051. If the proposed primary property tax levy, excluding amounts that are attributable to new construction, is greater than the amount levied by the county, city or town in the preceding tax year in the county, city or town: 1. The governing body shall publish a notice that meets the following requirements: (a) The notice shall be published twice in a newspaper of general circulation in the county, city or town. The first publication shall be at least fourteen but not more than twenty days before the date of the hearing. The second publication shall be at least seven but not more than ten days before the date of the hearing. (b) The notice shall be published in a location other than the classified or legal advertising section of the newspaper in which it is published. (c) The notice shall be at least one-fourth page in size and shall be surrounded by a solid black border at least one-eighth inch in width. (d) The notice shall be in the following form, with the "truth in taxation hearing notice of tax increase" headline in at least eighteen point type: Truth in Taxation Hearing Notice of Tax Increase In compliance with section 42-17107, Arizona Revised Statutes, __________ (name of county, city or town) is notifying its property taxpayers of __________'s (name of county, city or town) intention to raise its primary property taxes over last 399 Maricopa County FY 2018 Adopted Budget Attachments year's level. __________ (name of county, city or town) is proposing an increase in primary property taxes of $__________ or _____%. For example, the proposed tax increase will cause __________'s (name of county, city or town) primary property taxes on a $100,000 home to increase from $__________ (total taxes that would be owed without the proposed tax increase) to $__________ (total proposed taxes including the tax increase). This proposed increase is exclusive of increased primary property taxes received from new construction. The increase is also exclusive of any changes that may occur from property tax levies for voter approved bonded indebtedness or budget and tax overrides. All interested citizens are invited to attend the public hearing on the tax increase that is scheduled to be held __________ (date and time) at __________ (location). 2. In lieu of publishing the truth in taxation notice, the governing body may mail the truth in taxation notice prescribed by paragraph 1, subdivision (d) to all registered voters in the county, city or town at least ten but not more than twenty days before the date of the hearing on the estimates pursuant to section 42-17104. 3. In addition to publishing the truth in taxation notice under paragraph 1 or mailing the notice under paragraph 2, the governing body shall issue a press release containing the truth in taxation notice. 4. The governing body shall consider a motion to levy the increased property taxes by roll call vote. 5. Within three days after the hearing, the governing body shall mail a copy of the truth in taxation notice, a statement of its publication or mailing and the result of the governing body's vote under paragraph 4 to the property tax oversight commission. 6. The governing body shall hold the truth in taxation hearing on or before the adoption of the county, city or town budget under section 42-17105. B. If the governing body fails to comply with the requirements of this section, the governing body shall not fix, levy or assess an amount of primary property taxes that exceeds the preceding year's amount, except for amounts attributable to new construction. C. For the purposes of this section, "amount attributable to new construction" means the net assessed valuation of property added to the tax roll since the previous year multiplied by a property tax rate computed by dividing the primary property tax levy of the county, city or town in the preceding year by the estimate of the total net assessed valuation of the county, city or town for the current year, excluding the net assessed valuation attributable to new construction. §42-17151. County, municipal, community college and school tax levy A. On or before the third Monday in August each year the governing body of each county, city, town, community college district and school district shall: 1. Fix, levy and as sess the amount to be raised from primary property taxation and s econdary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year. 2. Designate the amounts to be levied for each purpose appearing in the adopted budget. 3. Fix and determine a primary property tax rate and a secondary property tax rate, each rounded to four decimal places on each one hundred dollars of taxable property shown by the finally equalized valuations of property, less exemptions, that appear on the tax rolls for the fiscal year and that when extended on those valuations will produce, in the aggregate, the entire amount to be raised by direct taxation for that year. B. The governing body of a county, city, town or community college district shall not fix, levy or assess an amount of primary property taxes in excess of the amount permitted by section 42-17051, subsection A, paragraph 7 or section 42-17005 as determined by the property tax oversight commission. 400 Maricopa County FY 2018 Adopted Budget Attachments C. The governing board of a common school district, a high school district or a unified school district shall not fix, levy or assess a primary property tax rate higher than the current year's rate if the district meets both of the following criteria, as determined by the property tax oversight commission: 1. The total primary property taxes levied for all taxing jurisdictions on at least one-half of the residential property of the district exceed the limitation described in section 15-972, subsection E. 2. The school district primary property tax rate exceeds one hundred fifty per cent of the applicable qualifying tax rate pursuant to section 41-1276. D. No later than December 31, the property tax oversight commission shall notify those school districts that meet the criteria described in subsection C of this section and the county school superintendents and boards of supervisors of the counties in which the school districts are located. E. Within three days after the final levies are determined for a county, city, town or community college district, the chief county fiscal officer shall notify the property tax oversight commission of the amount of the primary property tax levied. F. Pursuant to section 15-465.01, subsection E, an accommodation school governing board shall not levy a primary or secondary property tax. The property tax oversight commission shall consider any amount of property tax levied by a county in support of an accommodation school to be part of the county's primary levy for the purposes of determining the county's compliance with subsection B of this section. 401 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms MARICOPA COUNTY Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2018 FUNDS S c h Fiscal Year General Fund Special Revenue Fund Debt Service Fund Capital Projects Fund Internal Service Eliminations Funds Available Total All Funds 2017 Adopted/Adjusted Budgeted Expenditures/Expenses* E 1,066,197,917 903,417,751 142,343,083 357,119,492 248,743,798 (214,751,324) 2,503,070,717 2017 Actual Expenditures/Expenses** E 992,459,239 811,946,980 170,294,610 179,461,199 241,290,562 (199,987,434) 2,195,465,156 2018 Fund Balance/Net Position at July 1*** 134,647,118 212,651,063 29,879,388 884,814,493 29,040,951 2018 Primary Property Tax Levy**** B 2018 Secondary Property Tax Levy**** B 2018 Estimated Revenues Other than Property Taxes C 2018 Other Financing Sources D 2018 Other Financing (Uses) D 2018 Interfund Transfers In D 10,309,311 215,799,653 124,766,689 336,916,368 2018 Interfund Transfers (Out) D 334,721,696 140,351,024 176,138 217,766,779 2018 Reduction for Amounts Not Available: LESS: Amounts for Future Debt Retirement 2018 Total Financial Resources Available 2018 Budgeted Expenditures/Expenses 531,047,908 82,715,664 782,682,194 652,102,906 82,715,664 3,703,179 22,035,729 250,000 * **** 240,225,816 (214,402,500) 116,765,000 E 1,486,347,324 117,015,000 5,223,616 (693,015,637) (693,015,637) 23,050,514 23,050,514 1,123,964,835 1,023,168,262 135,122,604 1,142,764,811 274,490,383 (214,402,500) 3,485,108,395 1,123,964,835 890,344,611 135,638,457 422,365,297 250,325,399 (214,402,500) 2,608,236,099 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation ** *** 1,291,033,013 531,047,908 $ $ $ 2017 2,503,070,717 $ (304,388,896) 2,198,681,821 908,673,069 1,290,008,752 $ 1,290,008,753 $ 2018 2,608,236,099 (290,405,278) 2,317,830,821 990,712,405 1,327,118,416 1,326,363,336 Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). Anticipated Property Tax Collections at 99.1% of the Levy. The levy for the General Fund is $535,870,745, Flood Control District is $62,198,813 and Library District is $21,268,052. Schedule A 402 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) MARICOPA COUNTY Tax Levy and Tax Rate Information Fiscal Year 2018 2017 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2018 655,823,089 $ 684,096,821 $ 506,222,142 $ 535,870,745 Flood Control District Library District $ 58,463,580 20,091,335 $ 62,198,813 21,268,052 Total secondary property taxes C. Total property tax levy amounts $ $ 78,554,915 584,777,057 $ $ 83,466,865 619,337,610 $ 491,035,478 9,111,998 500,147,476 $ 521,489,046 9,558,862 531,047,908 76,198,268 1,413,988 77,612,256 577,759,732 $ 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) $ 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected ** $ $ $ $ 5. Property tax rates A. County tax rate (1) Primary property tax rate (2) Secondary property tax rate Flood Control District Library District (3) Total county tax rate B. Special assessment district tax rates Secondary property tax rates $ $ $ 81,226,782 1,488,882 82,715,664 613,763,572 1.4009 1.4009 0.1792 0.0556 0.1792 0.0556 1.6357 1.6357 * 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 2018 based on prior years' collection trends, rather than on the actual levy amount. Each year, between 2 and 3% of levied taxes go unpaid. While a portion (approximately 2%) are paid in the following tax year, approximately 1% are never paid, or are not levied due to resolutions which actually reduce assessed value amounts. Levy for the General Fund is $535,870,745, Flood Control District is $62,198,813 and Library District is $21,268,052. Schedule B 403 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) MARICOPA COUNTY Revenues Other Than Property Taxes Fiscal Year 2018 SOURCE OF REVENUES GENERAL FUND Taxes Tax Penalties & Interest PILT-City PILT-Federal PILT-Salt River Project State Shared Sales Tax State Shared Vehicle License ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2017 2017 2018 7,519,586 13,659,917 516,863,039 149,955,458 9,393,807 1,079,834 3,011,264 10,235,526 516,460,545 151,767,415 7,519,586 356,448 3,011,264 10,622,182 533,940,557 156,707,940 2,329,936 1,395,908 1,342,771 20,731 1,250 553,820 86,545 92,999 249,287 4,827,300 Licenses and permits Licenses & Permits Intergovernmental Grants-Federal Grants-Other Intergovernmental-Federal Intergovernmental-Other Intergovernmental-State 70,561 556,820 Charges for services Intergov Charges For Services-District Intergov Charges For Services-Federal Intergov Charges For Services-Other Intergov Charges For Services-State Judicial Charges For Services Patient Services Revenue Other Charges For Services 499,778 3,159,024 17,633,056 1,499,782 17,582,488 6,988 8,349,285 533,218 3,194,058 19,282,374 5,275,083 16,712,975 7,478 12,035,148 568,432 3,154,774 17,269,953 328,257 17,123,376 6,988 9,945,209 Fines and forfeits Fines & Forfeits 10,372,054 10,766,341 10,746,561 2,400,000 3,122,266 2,400,000 2,254,906 258,040 537 7,032,945 501,738 149,767 544 1,902,142 564,702 296 1,170 Investments Interest Income Miscellaneous Miscellaneous Other Miscellaneous Sale of Assets Unclaimed/Abandoned Property Total General Fund $ 754,971,255 $ 772,620,580 $ 782,682,194 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget Schedule C 404 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) SOURCE OF REVENUES SPECIAL REVENUE FUNDS List Fund: Transportation Operations Transportation Grants Detention Operations Flood Control Flood Control Grants Adult Probation Fees Adult Probation Grants Air Quality Fees Air Quality Grants Animal Control Field Operations Animal Control Grants Animal Control License/Shelter Ballpark Operations Cactus League Operations Check Enforcement Program Children's Issues Education Child Support Enhancement Clerk of Court Fill The Gap Clerk of the Court EDMS Clerk of the Court Grants Conciliation Court Fees Correctional Health Grants County Attorney Fill the Gap County Attorney Grants County Attorney RICO Court Document Retrieval Criminal Justice Enhancement Diversion Domestic Relations Mediation Education Educational Supplemental Program Elections Grants Emancipation Administration Emergency Management Environmental Services Environmental Health Environmental Services Grants Expedited Child Support CDBG Housing Trust Human Services Grants Inmate Health Services Inmate Services Judicial Enhancement Justice Court Judicial Enhancement Justice Courts Photo Enforcement Justice Courts Special Revenue ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2017 2017 2018 118,542,556 496,054 176,612,798 3,175,422 105,000 12,743,611 2,924,101 12,083,786 4,139,552 3,474,714 10,175,000 4,831,504 1,333,391 72,302 60,000 1,939,376 2,500,000 1,693,126 1,583,362 1,494,911 7,335,355 1,879,086 1,034,000 1,256,277 1,713,350 200,600 566,275 406,750 1,181,160 19,383,201 67,198 677,500 6,231,776 51,497,289 369,950 9,596,352 1,399,000 737,183 774 6,664,653 Schedule C (continued) 405 120,038,817 373,855 178,277,944 29,997,194 72,500 11,799,247 2,672,473 12,443,449 4,139,552 3,749,933 33,247 9,870,260 5,135,500 1,336,298 121,730 35 32,398 1,938,551 2,573,118 1,693,126 1,519,361 124,761,185 593,000 180,620,532 765,940 12,672,199 2,512,292 12,339,789 5,403,005 3,749,933 11,045,516 4,900,275 1,075,068 50,200 31,000 1,905,898 2,570,690 1,442,472 1,583,362 339,377 1,529,368 6,874,498 2,185,173 1,053,207 1,294,408 1,718,186 193,550 495,594 1,448,178 7,335,355 1,879,086 1,053,207 1,256,277 2,100,000 193,783 498,181 88,655 335 1,104,033 20,338,287 67,198 637,501 6,546,324 51,074,305 373,418 9,653,977 1,399,000 734,982 1,019,264 20,227,476 67,198 637,500 10,343,521 40,842,630 369,950 9,596,352 1,399,000 737,183 6,799,386 6,798,886 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) SOURCE OF REVENUES Juvenile Probation Diversion Juvenile Probation Grants Juvenile Probation Special Fee Juvenile Restitution Lake Pleasant Recreation Services Law Library Fees Legal Defender Fill the Gap Library District Library District Grants Medical Examiner Grants Non-Departmental Grants Officer Safety Equipment Palo Verde Parks and Recreation Grants Parks Donations Parks Enhancement Parks Souvenir Planning and Development Fees Probate Fees Public Defender Fill the Gap Public Defender Grants Public Defender Training Public Health Fees Public Health Grants Recorders Surcharge School Communication School Grants School Transportation Sheriff Donations Sheriff Grants Sheriff Jail Enhancement Sheriff RICO Sheriff Towing and Impound Small School Service Spousal Maintenance Enforcement Enhancemen Spur Cross Ranch Conservation Superior Court Building Repair Superior Court Fill the Gap Superior Court Grants Superior Court Special Revenue Taxpayer Information Victim Compensation Interest Victim Compensation Restitution Victim Location Waste Management Waste Tire Total _____________________ $ Total Special Revenue Funds $ ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2017 2017 2018 214,095 3,928,047 2,669,777 4,000 2,742,031 1,188,774 66,362 6,426,211 411,428 19,488 4,460,795 52,000 706,722 2,009,415 5,159,653 4,881,783 304,341 19,756 164,759 2,000 65,000 4,956,341 626,537,521 $ 180,091 3,594,537 2,412,699 2,175 2,883,726 1,223,069 66,362 6,374,231 410,428 49,532 2,517,800 49,506 706,722 48,828 33,307 5,403,364 385,681 9,385,045 393,138 776,508 197,195 315,110 6,607,665 49,960,841 3,867,313 557,681 18,846,934 549,761 66,774 7,353,997 1,393,832 1,604,167 172,820 109,995 107,544 291,111 3,563 2,009,415 5,159,653 4,932,803 304,341 6,579 189,277 2,000 145,073 5,400,000 649,452,249 626,537,521 $ 649,452,249 25,404 4,959,106 396,183 8,010,200 392,000 776,508 222,141 346,113 6,608,299 51,163,998 3,792,689 521,000 24,501,039 600,000 33,969 7,624,572 1,482,444 1,750,000 211,100 109,551 108,000 272,132 Schedule C (continued) 406 180,000 4,113,768 2,412,699 1,430 2,848,028 1,225,447 66,362 7,411,669 132,516 50,000 11,880,226 52,000 704,721 23,560 30,293 5,240,317 396,183 9,924,115 392,000 843,871 198,518 285,490 6,763,302 52,891,093 3,807,689 667,681 33,198,027 600,000 62,014 8,847,429 1,482,444 1,750,000 186,746 109,551 108,000 272,132 $ 2,202,900 4,082,087 4,932,280 304,341 10,500 199,800 2,000 65,000 5,400,000 652,102,906 $ 652,102,906 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) SOURCE OF REVENUES DEBT SERVICE FUNDS ESTIMATED REVENUES ACTUAL REVENUES* ESTIMATED REVENUES 2017 2017 2018 County Improvement Debt County Improvement Debt 2 Stadium District Debt Service Total Debt Service Funds $ 3,705,813 3,705,813 $ 5,533 34,497 3,706,131 3,746,161 $ 14,562,085 737,649 74,052 303 764,976 13,874 40,941,212 57,094,151 $ 162,494,795 15,178,398 16,092,805 21,744 20,720,889 21,036,557 235,545,188 $ 3,703,179 3,703,179 CAPITAL PROJECTS FUNDS Transportation Capital Project Detention Capital Projects County Improvement COP Series 2015 Intergovernmental Capital Projects Long Term Project Reserve Library District Capital Improvement Flood Control Capital Projects Total Capital Projects Funds $ 18,085,534 200 750,200 40,938,500 59,774,434 21,256,329 200 750,200 29,000 $ 22,035,729 INTERNAL SERVICE Benefits Trust Benefits Trust-Agency Equipment Services Reprographics Risk Management Telecommunications Total Internal Service Funds $ 164,540,161 14,922,290 16,854,693 739,834 20,570,789 21,636,326 239,264,093 163,210,956 15,281,010 16,976,629 $ 21,124,204 23,633,017 240,225,816 ELIMINATIONS Eliminations Total Eliminations Funds $ TOTAL ALL FUNDS $ (214,751,324) (214,751,324) $ 1,469,501,792 $ (199,987,434) (199,987,434) $ 1,518,470,895 $ (214,402,500) (214,402,500) 1,486,347,324 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget Schedule C (continued) 407 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) MARICOPA COUNTY Other Financing Sources/ and Interfund Transfers Fiscal Year 2018 FUND OTHER FINANCING 2018 SOURCES GENERAL FUND Assessor $ Education Service Enterprise Technology Facilities Management Non Departmental Public Health Sheriff Total General Fund $ INTERFUND TRANSFERS 2018 IN 10,309,311 $ $ 10,309,311 7,730 6,161 8,007 10,140 334,336,720 30,000 322,938 $ 334,721,696 SPECIAL REVENUE FUNDS Air Quality $ Animal Care and Control Emergency Management Environmental Services Facilities Management Flood Control District Human Services Library District Non Departmental Parks and Recreation Planning and Development Public Health Sheriff Stadium District Superior Court Transportation Total Special Revenue Funds $ 250,000 250,000 $ $ 215,799,653 4,064,819 195,000 47,311,147 $ 140,351,024 DEBT SERVICE FUNDS Non Departmental $ Total Debt Service Funds $ $ 124,766,689 $ 124,766,689 $ 8,450 1,140,598 845 17,323 58,934,891 6,602 215,769,653 28,666,279 5,070 30,000 CAPITAL PROJECTS FUNDS Flood Control District $ Library District Non Departmental 116,765,000 Stadium District Transportation Total Capital Projects Funds $ 116,765,000 $ INTERNAL SERVICE Equipment Services $ Procurement Services Risk Management Total Internal Service Funds $ ELIMINATIONS Flood Control District $ Library District Stadium District Transportation Eliminations County Total Eliminations Funds $ 58,934,891 226,639,900 4,064,819 47,276,758 $ 336,916,368 217,766,779 $ 217,766,779 $ $ 17,145 188,570 5,017,901 5,223,616 $ $ (58,934,891) (58,934,891) $ (4,064,819) (47,276,758) (582,739,169) $ (693,015,637) (4,064,819) (47,276,758) (582,739,169) $ (693,015,637) TOTAL ALL FUNDS $ 117,015,000 $ Schedule D 408 176,138 176,138 - $ - $ $ - Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) MARICOPA COUNTY Expenditures/Expenses by Fund Fiscal Year 2018 FUND/DEPARTMENT GENERAL FUND Adult Probation Air Quality Animal Care and Control Assessor Assistant County Manager 940 Assistant County Manager 950 Board of Supervisors Dist 1 Board of Supervisors Dist 2 Board of Supervisors Dist 3 Board of Supervisors Dist 4 Board of Supervisors Dist 5 Budget Call Center Clerk of the Board Clerk of the Superior Court Constables Contract Counsel Correctional Health County Attorney County Manager Deputy County Manager 920 Education Service Elections Emergency Management Employee Benefits and Health Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Resources Human Services Internal Audit Justice Courts Juvenile Probation Legal Advocate Legal Defender Medical Examiner * Non Departmental Parks and Recreation Planning and Development Procurement Services Public Advocate Public Defender Public Fiduciary Public Health Recorder Sheriff Superior Court Transportation Treasurer Waste Resources and Recycling Total General Fund $ * Includes Contingency of $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 51,024,130 1,119,037 758,954 24,018,711 295,088 904,383 376,999 376,999 376,999 376,999 376,999 2,431,156 1,719,187 1,458,992 35,192,277 3,242,537 54,487,007 3,522,248 87,639,468 2,648,433 1,473,270 2,976,772 21,269,588 253,651 276,946 32,162,742 4,638,045 1,117,391 378,176 6,249 1,680 5,872 5,872 5,872 5,872 5,872 34,541 25,965 19,028 433,667 125,856 (65,397) 19,904 1,415,979 29,539 29,904 24,149 314,372 5,355 6,816 (2,153,263) 51,436 46,105,227 2,855,401 4,475,633 2,383,708 1,888,018 18,312,558 17,154,428 12,046,888 13,436,322 10,398,183 319,427,694 1,274,325 868,232 2,438,032 9,297,577 41,570,118 3,857,641 11,848,845 2,322,447 109,360,459 85,692,226 5,907,713 4,186,564 1,062,505,856 39,089,107 279,051 50,943 83,826 44,100 157,030 707,453 47,930 215,707 22,890 9,077,100 1,020,861 $ Schedule E 409 BUDGETED EXPENDITURES/ EXPENSES 2018 51,299,972 1,119,037 758,954 23,794,970 189,759 423,356 367,841 381,570 372,876 377,179 381,738 2,031,635 1,741,034 1,253,435 34,412,832 3,272,241 47,571,161 3,466,240 88,887,198 2,551,447 1,317,084 2,452,091 20,507,857 257,711 272,840 27,678,044 4,554,285 54,952,535 1,119,037 758,954 24,596,715 693,334 1,782,483 383,892 383,892 383,892 383,892 383,892 1,927,528 1,585,796 1,612,881 36,235,508 3,348,847 51,483,790 3,720,143 88,685,407 4,209,961 45,674,703 2,812,343 4,475,064 2,370,120 1,901,982 18,357,467 16,501,170 12,293,154 13,800,697 10,397,654 256,837,222 1,187,244 868,232 2,472,154 9,402,572 42,124,638 3,868,560 11,501,250 2,115,256 115,192,684 86,522,188 36,471 311,877 414,584 202,009 235,774 289,708 (11,430,031) (37,081) 90,305 20,847 3,692,061 34,376,656 ACTUAL EXPENDITURES/ EXPENSES* 2017 $ 5,903,743 4,184,755 992,459,239 $ 2,729,356 6,740,707 2,913,470 281,799 42,603,060 4,401,376 5,084,400 47,135,431 3,700,879 8,083,137 2,586,555 2,252,016 18,252,388 17,611,596 12,565,709 13,996,656 11,646,982 339,965,609 974,325 868,232 2,503,913 9,526,644 42,851,483 3,929,288 12,245,818 4,833,614 125,532,381 89,120,801 111,672 6,144,603 4,138,556 1,123,964,835 39,996,423 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) FUND/DEPARTMENT SPECIAL REVENUE FUNDS Adult Probation Air Quality Animal Care and Control Assistant County Manager 950 Clerk of the Superior Court Correctional Health County Attorney County Manager Education Service Elections Emergency Management Employee Benefits and Health Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Flood Control District Human Services Integrated Crim Justice Info Justice Courts Juvenile Probation Legal Advocate Legal Defender Library District Medical Examiner * Non Departmental Parks and Recreation Planning and Development Public Defender Public Health Recorder Sheriff Stadium District Superior Court Transportation Treasurer Waste Resources and Recycling Total Special Revenue Funds $ * Includes Contingency of $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 50,944,060 17,647,878 14,893,914 479,139 8,583,746 64,480,524 14,149,082 326,455 27,863,805 406,750 1,810,156 7,891,088 984,584 20,165,433 659,513 ACTUAL EXPENDITURES/ EXPENSES* 2017 BUDGETED EXPENDITURES/ EXPENSES 2018 50,191,520 17,000,815 12,840,228 1,319,669 8,038,932 62,218,371 15,244,172 1,615,161 19,580,173 50,956,832 20,505,901 14,312,163 1,269,559 9,375,577 65,377,949 15,015,574 162,145 383,415 16,447 1,888,107 7,602,146 996,026 20,107,542 26,139,595 37,563 25,804,676 32,500,393 57,722,463 1,674,309 7,510,836 41,509,884 35,014 135,739 26,283,450 8,851 51,494,618 11,241,409 8,528,751 1,373,421 50,033,386 4,567,089 240,611,882 2,876,085 17,090,468 69,425,324 304,341 4,751,611 886,445,533 24,417,939 2,327,166 30,977,408 54,194,691 1,680,038 7,149,136 41,636,145 32,087 125,446 26,492,217 49,488 1,271,100 10,673,134 8,373,487 1,243,278 49,365,725 4,396,048 236,328,709 3,347,310 18,533,962 66,629,821 268,455 4,731,757 811,946,980 1,807,271 7,941,302 1,001,031 21,141,932 1,050,000 26,112,202 200,000 33,674,109 51,179,549 1,700,328 7,536,069 42,625,897 27,913 174,168 28,620,825 50,000 23,250,210 10,752,249 9,130,252 1,471,292 51,993,093 4,743,134 248,195,308 2,583,232 16,211,126 78,293,038 304,341 4,952,726 890,344,611 4,417,939 852,473 363,404 841,796 1,529,874 1,419,162 6,541 22,699 572,052 299,285 10,637 5,010,535 185,000 600,000 176,053 (1,699,950) 500,000 2,320,354 176,054 200,000 16,972,218 24,417,939 $ Schedule E (continued) 410 $ 36,808,459 $ Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) FUND/DEPARTMENT DEBT SERVICE FUNDS Non Departmental Stadium District Total Debt Service Funds CAPITAL PROJECTS FUNDS Flood Control District Non Departmental Stadium District Transportation Total Capital Projects Funds INTERNAL SERVICE Employee Benefits and Health Enterprise Technology Equipment Services Procurement Services Risk Management Total Internal Service Funds ELIMINATIONS Eliminations County Eliminations County and Dist Total Eliminations Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 ACTUAL EXPENDITURES/ EXPENSES* 2017 BUDGETED EXPENDITURES/ EXPENSES 2018 $ 131,781,210 3,705,813 135,487,023 6,856,060 0 6,856,060 $ 166,588,797 3,705,813 170,294,610 $ 131,935,278 3,703,179 135,638,457 $ 77,446,654 193,417,708 4,058,000 100,221,196 375,143,558 (18,024,066) $ 56,859,230 64,969,860 4,058,000 53,574,109 179,461,199 $ 55,000,000 231,606,066 4,003,000 131,756,231 422,365,297 $ 173,875,451 22,840,873 17,861,193 827,284 33,338,997 248,743,798 $ 170,675,657 21,648,222 16,322,480 329,980 32,314,223 241,290,562 $ TOTAL ALL FUNDS $ * $ (18,024,066) $ $ (205,447,397) (9,303,927) (214,751,324) $ 2,493,574,444 173,655,660 24,479,251 17,826,129 $ (199,987,434) $ $ 9,496,273 $ (199,987,434) $ 2,195,465,156 $ 34,364,359 250,325,399 (204,966,835) (9,435,665) (214,402,500) 2,608,236,099 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. Schedule E (continued) 411 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) MARICOPA COUNTY Expenditures/Expenses by Department Fiscal Year 2018 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 ACTUAL EXPENDITURES/ EXPENSES* 2017 BUDGETED EXPENDITURES/ EXPENSES 2018 $ 13,563,611 2,807,783 34,572,666 51,024,130 101,968,190 116,318 543,195 1,117,391 1,776,904 $ 13,159,195 2,672,473 34,359,852 51,299,972 101,491,492 $ 13,472,199 2,512,292 34,972,341 54,952,535 105,909,367 $ 13,519,572 4,128,306 1,119,037 18,766,915 $ 13,226,727 3,774,088 1,119,037 18,119,852 $ 15,102,896 5,403,005 1,119,037 21,624,938 DEPARTMENT/FUND Adult Probation Adult Probation Fees Adult Probation Grants Detention Operations General $ Department Total Air Quality Air Quality Fees Air Quality Grants General Department Total Animal Care and Control Animal Control Field Operations Animal Control Grants Animal Control License/Shelter General Department Total $ $ 3,951,868 3,264,606 3,968,401 $ 10,942,046 758,954 15,652,868 $ $ 9,575,622 758,954 13,599,182 $ 10,343,762 758,954 15,071,117 Department Total $ 24,018,711 24,018,711 $ 378,176 378,176 $ 23,794,970 23,794,970 $ 24,596,715 24,596,715 Assistant County Manager 940 General Department Total $ 295,088 295,088 $ 6,249 6,249 $ 189,759 189,759 $ 693,334 693,334 Assistant County Manager 950 Detention Operations General Non-Departmental Grants Department Total $ 410,680 904,383 68,459 1,383,522 $ 854,153 $ 417,125 423,356 902,544 1,743,025 $ 420,559 1,782,483 849,000 3,052,042 Board of Supervisors Dist 1 General Department Total $ 376,999 376,999 $ 5,872 5,872 $ 367,841 367,841 $ 383,892 383,892 Board of Supervisors Dist 2 General Department Total $ 376,999 376,999 $ 5,872 5,872 $ 381,570 381,570 $ 383,892 383,892 Board of Supervisors Dist 3 General Department Total $ 376,999 376,999 $ 5,872 5,872 $ 372,876 372,876 $ 383,892 383,892 Board of Supervisors Dist 4 General Department Total $ 376,999 376,999 $ 5,872 5,872 $ 377,179 377,179 $ 383,892 383,892 Assessor General 8,388 1,680 Schedule F 412 844,085 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) DEPARTMENT/FUND Board of Supervisors Dist 5 General Department Total ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 BUDGETED EXPENDITURES/ EXPENSES 2018 ACTUAL EXPENDITURES/ EXPENSES* 2017 $ 376,999 376,999 $ 5,872 5,872 $ 381,738 381,738 $ 383,892 383,892 Department Total $ 2,431,156 2,431,156 $ 34,541 34,541 $ 2,031,635 2,031,635 $ 1,927,528 1,927,528 Department Total $ 1,719,187 1,719,187 $ 25,965 25,965 $ 1,741,034 1,741,034 $ 1,585,796 1,585,796 Department Total $ 1,458,992 1,458,992 $ 19,028 19,028 $ 1,253,435 1,253,435 $ 1,612,881 1,612,881 $ 20,000 1,905,898 2,500,000 1,446,855 1,193,993 35,192,277 15,000 1,502,000 43,776,023 $ 797,071 $ 20,000 2,022,206 2,345,358 1,693,126 700,000 34,412,832 10,887 1,247,355 42,451,764 $ 20,000 1,905,898 2,655,000 1,442,472 1,053,207 36,235,508 49,000 2,250,000 45,611,085 Department Total $ 3,242,537 3,242,537 $ 125,856 125,856 $ 3,272,241 3,272,241 $ 3,348,847 3,348,847 Department Total $ 54,487,007 54,487,007 $ (65,397) (65,397) $ 47,571,161 47,571,161 $ 51,483,790 51,483,790 $ 64,480,524 3,522,248 68,002,772 $ 841,796 19,904 861,700 $ 62,218,371 3,466,240 65,684,611 $ 339,377 65,038,572 3,720,143 69,098,092 $ 125,340 1,494,911 6,490,942 1,879,086 1,502,282 2,472,006 87,639,468 19,756 164,759 101,788,550 $ 115,468 1,479,078 7,329,028 2,096,537 1,346,682 2,282,232 88,887,198 12,598 582,549 104,131,370 $ 120,946 1,529,368 6,924,498 2,185,173 1,547,794 2,485,243 88,685,407 22,752 199,800 103,700,981 Budget General Call Center General Clerk of the Board General 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 Victim Location Judicial Enhancement Department Total Constables General Contract Counsel General Correctional Health Correctional Health Grants Detention Operations General Department Total County Attorney Check Enforcement Program County Attorney Fill the Gap County Attorney Grants County Attorney RICO Criminal Justice Enhancement Diversion General Victim Compensation Interest Victim Compensation Restitution Department Total 117,133 246,271 433,667 844,413 250,000 16,628 1,415,979 $ 418,833 2,945,853 Schedule F (continued) 413 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 ACTUAL EXPENDITURES/ EXPENSES* 2017 BUDGETED EXPENDITURES/ EXPENSES 2018 $ 2,551,447 1,615,161 4,166,608 4,209,961 $ 29,539 1,419,162 1,448,701 $ $ 29,904 29,904 $ 1,317,084 1,317,084 $ $ 252,858 869,653 2,729,356 1,380,347 33,596,050 600,000 109,551 39,537,815 $ 6,740,707 6,740,707 $ 48,941 1,033,096 2,913,470 725,234 4,720,741 $ 158,374,650 15,281,010 281,799 7,941,302 181,878,761 $ 1,001,031 42,603,060 24,479,251 68,083,342 $ 21,074,734 67,198 4,401,376 25,543,308 County Manager General Non-Departmental Grants Department Total $ 2,648,433 326,455 2,974,888 Deputy County Manager 920 General Department Total $ 1,473,270 1,473,270 $ 679,906 876,785 2,976,772 1,103,065 24,494,498 600,000 109,551 30,840,577 $ 30,690 $ 427,048 750,865 2,452,091 1,139,746 16,605,162 549,791 107,561 22,032,264 $ 406,750 21,269,588 21,676,338 $ 314,372 314,372 $ 20,507,857 20,507,857 $ 1,018,170 253,651 791,986 2,063,807 $ 1,103,188 257,711 784,919 2,145,818 $ 158,953,161 14,922,290 276,946 7,891,088 182,043,485 $ 155,497,875 15,177,782 272,840 7,602,146 178,550,643 $ 984,584 32,162,742 22,840,873 55,988,199 (2,136,816) $ 996,026 27,678,044 21,648,222 50,322,292 Environmental Services Environmental Services Environmental Health Environmental Services Grants General Department Total $ 20,098,235 67,198 4,638,045 24,803,478 51,436 51,436 20,040,344 67,198 4,554,285 24,661,827 Education Service Detention Operations Educational Supplemental Program General School Communication School Grants School Transportation Small School Service Department Total Elections Elections Grants General Department Total Emergency Management Detention Operations Emergency Management General Palo Verde Department Total Employee Benefits and Health Benefits Trust Benefits Trust-Agency General Public Health Grants Department Total Enterprise Technology Detention Operations General Telecommunications Department Total 24,149 6,541 162,145 5,355 $ 167,500 6,816 383,415 390,231 $ 16,447 (2,153,263) $ $ Schedule F (continued) 414 $ 4,209,961 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 DEPARTMENT/FUND Equipment Services Detention Operations Equipment Services General EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 ACTUAL EXPENDITURES/ EXPENSES* 2017 17,861,193 Department Total Facilities Management Detention Operations General Department Total Finance General Non Departmental Grants Department Total $ 17,861,193 $ 26,139,595 46,105,227 72,244,822 $ 2,855,401 $ $ $ 4,475,633 4,475,633 $ Human Services CDBG Housing Trust General Human Services Grants Department Total $ 6,231,776 2,383,708 51,490,687 60,106,171 $ Integrated Crim Justice Info Detention Operations Department Total $ 1,674,309 1,674,309 $ $ 1,888,018 1,888,018 $ $ 18,312,558 737,183 9,000 6,764,653 25,823,394 $ 34,219,259 17,154,428 388,597 3,811,356 3,080,665 10,007 58,664,312 Internal Audit General Department Total Justice Courts General Justice Ct Jud Enhancement Justice Cts Photo Enforcement Justice Cts Special Revenue Department Total Juvenile Probation Detention Operations General Juvenile Probation Diversion Juvenile Probation Grants Juvenile Probation Special Fee Juvenile Restitution Department Total $ 50,943 16,322,480 $ 25,804,676 45,674,703 71,479,379 $ 26,112,202 47,135,431 73,247,633 $ 3,700,879 200,000 3,900,879 2,812,343 $ 2,812,343 108,069 2,327,166 $ 30,965,865 56,859,230 11,543 87,836,638 $ 88,674,109 83,826 83,826 $ 4,475,064 4,475,064 $ 8,083,137 8,083,137 $ 6,131,776 2,370,120 48,062,915 56,564,811 $ 10,343,521 2,586,555 40,836,028 53,766,104 22,699 22,699 $ 1,680,038 1,680,038 $ 1,700,328 1,700,328 36,471 36,471 $ 1,901,982 1,901,982 $ 2,252,016 2,252,016 2,219,097 311,877 $ 311,877 $ 6,648,826 25,506,603 $ 34,562,339 16,501,170 388,597 3,594,537 3,080,665 10,007 58,137,315 116,691 $ 986,636 33,674,109 55,000,000 18,357,467 500,310 455,361 414,584 Schedule F (continued) 415 $ 50,943 32,495,393 77,446,654 5,000 109,947,047 Department Total 37,563 279,051 316,614 $ 2,855,401 Human Resources General $ 1,050,000 17,826,129 5,084,400 23,960,529 16,322,480 $ Flood Control District Flood Control Flood Control Capital Projects Flood Control Grants Department Total BUDGETED EXPENDITURES/ EXPENSES 2018 18,252,388 737,183 $ 6,798,886 25,788,457 $ 35,451,657 17,611,596 383,265 4,113,768 2,669,777 7,430 60,237,493 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 202,009 $ 12,046,888 35,014 12,081,902 $ 13,436,322 66,362 69,377 13,572,061 $ 26,276,450 7,000 26,283,450 $ 10,398,183 8,851 10,407,034 $ 17,600,000 97,388,194 119,968,480 11,812,730 31,000,000 34,784,881 1,050,061 319,427,694 19,307,847 123,300 16,020,975 26,948,306 688,762 696,121,230 $ 1,274,325 3,520,026 34,696 493,570 6,392,966 396,182 403,969 12,515,734 $ 868,232 8,528,751 9,396,983 DEPARTMENT/FUND Legal Advocate General Public Defender Training Department Total Legal Defender General Legal Defender Fill the Gap Public Defender Training Department Total Library District Library District Library District Grants Department Total Medical Examiner General Medical Examiner Grants Department Total Non Departmental Co Improve 441 COP 2016 Co Improve COP 2015 County Improvement Debt County Improvement Debt 2 Detention Capital Projects Detention Operations Detention Tech Capital Improve General General Fund Co Improve Intergov Capital Projects Non-Departmental Grants Technology Capital Improve Waste Management Department Total Parks and Recreation Env Services Env Health General Lake Pleasant Rec Services Parks and Recreation Grants Parks Donations Parks Enhancement Parks Souvenir Spur Cross Ranch Conservation Department Total Planning and Development Del Webb General Planning and Development Fees Department Total $ 202,009 BUDGETED EXPENDITURES/ EXPENSES 2018 $ 12,293,154 32,087 12,325,241 $ 12,565,709 27,913 12,593,622 $ 13,800,697 67,745 57,701 13,926,143 $ 13,996,656 66,362 107,806 14,170,824 $ 26,200,129 292,088 26,492,217 $ 28,488,309 132,516 28,620,825 $ 10,397,654 49,488 10,447,142 $ 11,646,982 50,000 11,696,982 $ 37,000,000 58,269,899 124,294,130 7,641,148 82,291,000 11,924,632 374,111 339,965,609 30,666,165 108,091 10,831,226 22,896,800 494,352 726,757,163 $ 974,325 3,543,151 23,560 323,570 6,068,654 396,182 397,132 11,726,574 $ 868,232 9,130,252 9,998,484 235,774 $ 235,774 $ 299,285 299,285 $ 289,708 10,637 300,345 $ (10,567,263) 6,687,000 169,060 (7,075,459) (4,686,247) 1,173,060 (11,430,031) (1,048,603) 535 9,890,912 (506,336) (194,130) (17,587,502) $ (37,081) $ 147,919 $ 600,000 600,000 1,800,000 33,010,975 159,115,512 7,473,285 4,927,801 1,190,750 1,849,010 256,837,222 4,425,057 15,744 18,941,273 80,350 489,666,979 $ 1,187,244 3,276,581 28,990 364,702 6,255,519 385,681 361,661 11,860,378 $ 868,232 8,373,487 9,241,719 185,000 Schedule F (continued) 416 ACTUAL EXPENDITURES/ EXPENSES* 2017 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) DEPARTMENT/FUND Procurement Services General Reprographics Department Total $ Public Advocate General ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 2,438,032 827,284 3,265,316 44,100 $ 44,100 9,297,577 157,030 $ 9,297,577 $ 41,570,118 813,470 222,141 337,810 42,943,539 $ $ 3,857,641 3,857,641 $ 11,848,845 7,148,891 42,884,495 61,882,231 Department Total $ 2,322,447 4,567,089 6,889,536 $ Department Total $ 33,338,997 33,338,997 $ $ 218,619,446 109,360,459 476,570 9,596,352 352,000 33,969 7,624,572 1,932,444 1,750,000 226,529 349,972,341 $ 1,578,826 1,297,259 4,058,000 3,705,813 10,639,898 Department Total Public Defender General Public Defender Fill the Gap Public Defender Grants Public Defender Training Department Total Public Fiduciary General Department Total Public Health General Public Health Fees Public Health Grants Department Total Recorder General Recorders Surcharge Risk Management Risk Management Sheriff Detention Operations General Inmate Health Services Inmate Services Officer Safety Equipment Sheriff Donations Sheriff Grants Sheriff Jail Enhancement Sheriff RICO Sheriff Towing and Impound Department Total Stadium District Ballpark Operations Cactus League Operations Long Term Project Reserve Stadium District Debt Service Department Total $ 157,030 BUDGETED EXPENDITURES/ EXPENSES 2018 2,472,154 329,980 2,802,134 2,503,913 9,402,572 707,453 $ 47,930 47,930 $ 215,707 61,616 114,437 391,760 $ 42,124,638 746,310 199,192 297,776 43,367,916 $ 42,851,483 936,465 198,518 336,309 44,322,775 $ 3,868,560 3,868,560 $ 3,929,288 3,929,288 $ 11,501,250 7,007,030 42,358,695 60,866,975 $ 12,245,818 7,043,302 44,949,791 64,238,911 $ 2,115,256 4,396,048 6,511,304 $ 4,833,614 4,743,134 9,576,748 $ 32,314,223 32,314,223 $ 34,364,359 34,364,359 $ 215,017,342 115,192,684 441,295 9,596,352 249,506 33,969 7,353,997 1,843,832 1,604,167 188,249 351,521,393 $ 223,054,449 125,532,381 585,888 9,596,352 302,000 220,000 8,847,429 3,482,444 1,750,000 356,746 373,727,689 $ 2,055,034 1,292,276 4,058,000 3,705,813 11,111,123 $ 1,544,068 1,039,164 4,003,000 3,703,179 10,289,411 (1,944,569) 9,077,100 244,619 7,377,150 500,000 $ 500,000 9,526,644 9,526,644 22,890 $ 2,503,913 $ 707,453 22,890 $ 9,402,572 $ Schedule F (continued) 417 $ ACTUAL EXPENDITURES/ EXPENSES* 2017 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2017 DEPARTMENT/FUND Superior Court Conciliation Court Fees Domestic Rel Mediation Education Expedited Child Support General Judicial Enhancement Law Library Fees Probate Fees Spousal Maint Enforce Enhance Superior Court Building Repair Superior Court Fill the Gap Superior Court Grants Superior Court Special Revenue Department Total ACTUAL EXPENDITURES/ EXPENSES* 2017 BUDGETED EXPENDITURES/ EXPENSES 2018 1,583,362 193,550 677,500 89,120,801 499,000 1,225,447 467,000 108,000 $ 1,560,510 200,598 670,916 86,522,188 499,000 703,695 442,000 107,996 2,211,459 2,040,170 5,159,653 4,937,965 105,056,150 $ 53,574,109 219,971 66,409,850 120,203,930 $ 5,903,743 268,455 6,172,198 $ 4,184,755 4,731,757 8,916,512 $ 1,583,362 200,600 677,500 85,692,226 499,000 1,165,971 442,000 108,000 1,650,474 2,202,900 3,432,507 5,128,154 102,782,694 $ 100,221,196 320,000 69,105,324 169,646,520 $ 5,907,713 304,341 6,212,054 $ 4,186,564 4,751,611 8,938,175 Department Total $ (205,447,397) (205,447,397) $ $ (199,987,434) (199,987,434) $ (204,966,835) (204,966,835) Department Total $ (9,303,927) (9,303,927) $ $ $ (9,435,665) (9,435,665) Transportation General Transportation Capital Project Transportation Grants Transportation Operations Department Total Treasurer General Taxpayer Information Department Total Waste Resources and Recycling General Waste Tire Department Total Eliminations County Eliminations Eliminations County and Dist Eliminations TOTAL ALL DEPARTMENTS * EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2017 2,493,574,444 1,020,861 755,938 (162,730) 1,727,146 $ 3,341,215 176,054 $ 176,054 90,305 $ 90,305 $ 20,847 200,000 220,847 9,496,273 2,195,465,156 $ 2,202,900 4,082,087 5,172,280 105,331,927 $ 111,672 131,756,231 593,000 77,700,038 210,160,941 $ 6,144,603 304,341 6,448,944 $ 4,138,556 4,952,726 9,091,282 2,608,236,099 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. Schedule F (continued) 418 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) MARICOPA COUNTY Full-Time Employees and Personnel Compensation Fiscal Year 2018 FUND GENERAL FUND Regular Staff Temporary Staff SPECIAL REVENUE FUNDS Regular Staff 201 - Adult Probation Fees 204 - Justice Court Judicial Enhancement 205 - Court Document Retrieval 207 - Palo Verde 208 - Judicial Enhancement 209 - Public Defender Training 211 - Adult Probation Grants 215 - Emergency Management 216 - Clerk of the Court Grants 217 - CDBG Housing Trust 218 - Clerk of Court Fill The Gap 219 - County Attorney Grants 220 - Diversion 221 - County Attorney Fill the Gap 222 - Human Services Grants 225 - Spur Cross Ranch Conservation 226 - Planning and Development Fees 227 - Juvnile Probation Grants 228 - Juvneile Probation Special Revenue Fee 232 - Transportation Operations 233 - Public Defender Grants 236 - Recorders Surcharge 238 - Superior Court Grants 239 - Parks Souvenir 240 - Lake Pleasant Recreation Services 241 - Parks Enhancement 242 - Library District Grants 244 - Library District 245 - Justice Courts Special Revenue 249 - Non Departmental Grants 250 - Cactus League Operations 251 - Sheriff Grants 252 - Inmate Services 253 - Ballpark Operationg 254 - Inmate Health Services 255 - Detention Operations 256 - Probate Fees 257 - Conciliation Court Fees 258 - Sheriff Towing and Impound 259 - Superior Court Special Revenue 261 - Law Library Fees 262 - Public Defender Fill the Gap 263 - Legal Defender Fill the Gap 264 - Superior Court Fill the Gap 265 - Public Health Fees 266 - Check Enforcement Program 267 - Criminal Justice Enhancement 271 - Expedited Child Support 273 - Victim Location 274 - Clerk of the Court EDMS 275 - Juvenile Probation Diversion 276 - Spousal Maintenance Enforcement Enhancement 282 - Domestic Relations Mediation Education 290 - Waste Tire 503 - Air Quality Grants 504 - Air Quality Fees 505 - Environmental Services Grants 506 - Environmental Services Environmental Health 532 - Public Health Grants 572 - Animal Control License/Shelter 574 - Animal Control Field Operations 669 - Small School Service 715 - School Grants 782 - School Communication 790 - Educational Supplemental Program 991 - Flood Control Employee Salaries and Hourly Costs 2018 Full-Time Equivalent (FTE) 2018 Retirement Costs 2018 7,950.63 7,587.99 362.64 $ 391,732,112 389,383,580 2,348,532 1.50 3.00 22.00 6.00 14.00 3.00 24.00 8.00 6.00 46.50 62.00 29.00 24.00 337.00 1.00 102.60 39.00 423.00 2.80 26.00 32.00 22.00 58.50 1.00 166.73 1.00 24.00 108.00 4.50 3,710.55 2.00 3.00 9.00 $ 8,521,679 $ 187,337 673,575 342,815 673,870 142,968 1,087,554 501,527 1,105,027 429,339 1,179,122 2,556,694 1,641,411 1,022,911 13,752,936 136,955 4,332,756 1,971,862 1,735,989 21,707,774 149,684 1,928,247 2,291,388 30,757 1,122,446 2,191,301 47,098 7,998,178 4,115,473 34,826 10,894 2,392,971 4,127,679 302,436 171,363 211,588,327 300,298 1,051,068 91,499 3,442,883 166,539 563,272 50,838 1,512,498 3,002,524 79,273 1,081,133 458,561 37,539 1,564,105 258,525 82,739 148,280 57,883 2,432,466 5,476,361 21,624 11,484,275 18,791,090 4,586,807 1,551,610 67,933 5,302,898 686,744 540,907 11,360,346 32.00 62.00 2.00 19.00 45.00 4.00 2.00 14.75 127.90 234.00 422.00 137.00 48.00 1.00 69.49 12.00 8.00 188.00 $ Schedule G 419 89,697,727 89,697,727 - Healthcare Costs 2018 $ 1,777,004 $ 21,546 77,465 51,027 77,167 16,440 144,048 56,494 126,857 49,374 135,695 330,998 214,545 117,648 1,572,047 37,590 479,786 408,052 405,180 2,386,426 17,225 220,804 261,485 3,535 115,133 251,750 5,415 907,999 467,381 3,808 1,249 1,165,130 578,227 34,749 19,704 36,845,847 34,474 120,662 37,786 395,239 19,146 64,781 5,839 237,759 345,355 9,111 160,381 52,642 4,310 179,887 60,343 9,498 17,023 6,649 279,182 637,954 2,482 1,328,582 2,369,789 475,481 151,291 7,772 609,800 79,034 62,188 1,196,881 77,254,059 77,254,059 - Total Estimated Personnel Compensation 2018 Other Benefit Costs 2018 $ 980,879 $ 34,197 219,443 123,463 159,586 34,202 213,788 87,808 125,973 68,405 442,558 596,756 322,282 273,576 3,375,759 25,392 988,192 389,120 395,805 4,650,404 18,599 292,324 466,867 7,750 288,985 544,055 11,399 1,852,393 883,411 8,776 1,140 194,179 1,046,428 44,878 34,200 41,622,377 34,234 119,821 22,798 392,487 34,197 101,565 5,796 364,768 753,515 22,798 221,853 52,275 4,279 447,848 43,616 9,432 16,904 22,798 354,715 1,263,464 11,427 2,448,716 4,631,131 1,403,721 492,016 11,399 813,362 114,606 82,985 2,048,392 30,941,096 30,761,433 179,663 $ 651,912 $ 17,811 52,741 31,844 53,457 10,943 86,512 36,860 84,535 37,193 100,112 195,308 129,575 86,378 1,143,222 13,130 303,704 150,891 132,803 1,939,358 13,010 148,548 188,509 2,484 99,866 224,761 3,604 661,957 314,821 2,530 755 207,279 380,922 22,239 13,104 18,300,521 22,972 80,406 8,054 263,376 12,738 44,077 3,889 86,796 230,759 6,064 84,427 35,079 2,872 133,511 19,780 6,329 11,343 4,427 191,495 450,278 1,660 954,779 1,581,982 382,140 152,837 5,370 406,808 55,053 41,135 849,006 589,624,994 587,096,799 2,528,195 11,931,474 260,891 1,023,224 549,149 964,080 204,553 1,531,902 682,689 1,442,392 584,311 1,857,487 3,679,756 2,307,813 1,500,513 19,843,964 213,067 6,104,438 2,919,925 2,669,777 30,683,962 198,518 2,589,923 3,208,249 44,526 1,626,430 3,211,867 67,516 11,420,527 5,781,086 49,940 14,038 3,959,559 6,133,256 404,302 238,371 308,357,072 391,978 1,371,957 160,137 4,493,985 232,620 773,695 66,362 2,201,821 4,332,153 117,246 1,547,794 598,557 49,000 2,325,351 382,264 107,998 193,550 91,757 3,257,858 7,828,057 37,193 16,216,352 27,373,992 6,848,149 2,347,754 92,474 7,132,868 935,437 727,215 15,454,625 Maricopa County FY 2018 Adopted Budget Attachments Auditor General Forms (Continued) Employee Salaries and Hourly Costs 2018 Full-Time Equivalent (FTE) 2018 FUND Temporary Staff 204 - Justice Court Judicial Enhancement 208 - Judical Enhancement 211 - Adult Probation Grants 218 - Clerk of Court Fill The Gap 221 - County Attorney Fill the Gap 225 - Spur Cross Ranch Conservation 232 - Transportation Operations 238 - Superior Court Grants 239 - Parks Souvenir 240 - Lake Pleasant Recreation Services 241 - Parks Enhancement 244 - Library District 253 - Ballpark Operationg 255 - Detention Operations 265 - Public Health Fees 503 - Air Quality Grants 504 - Air Quality Fees 505 - Environmental Services Grants 532 - Public Health Grants 715 - School Grants 782 - School Communication 991 - Flood Control Total Special Revenue Funds 10.00 6.00 5.50 0.50 1.00 2.50 1.38 1.36 1.36 4.87 55.72 0.60 7.50 1.00 0.50 4.00 0.98 31.40 1.00 0.50 2.95 6,891.44 $ DEBT SERVICE FUNDS Retirement Costs 2018 Healthcare Costs 2018 150,259 159,726 262,677 19,836 26,619 97 74,753 155,377 30,450 39,051 26,258 1,276,262 329,252 27,980 14,162 120,269 6,428 1,463,542 25,857 12,530 74,046 382,755,118 $ 4,295,431 378,459,687 $ - 58,346,151 $ 58,346,151 $ Total Estimated Personnel Compensation 2018 Other Benefit Costs 2018 77,172,267 $ 77,172,267 $ 8,052 12,219 20,095 1,517 2,036 7 5,719 11,886 2,329 2,987 2,009 97,634 25,188 2,140 1,083 9,201 492 111,961 1,978 959 5,665 32,297,798 $ 325,157 31,972,641 $ 158,311 171,945 282,772 21,353 28,655 104 80,472 167,263 32,779 42,038 28,267 1,373,896 354,440 30,120 15,245 129,470 6,920 1,575,503 27,835 13,489 79,711 550,571,334 4,620,588 545,950,746 - 235,493 $ 108,452 12,131 30,346 206,640 593,062 $ 233,864 $ 111,606 17,100 30,134 205,200 597,904 $ 156,926 $ 65,664 8,085 20,222 137,700 388,597 $ 2,677,731 1,163,014 142,990 345,038 1,800,000 6,128,773 - - Total Debt Service Funds - $ CAPITAL PROJECTS FUNDS 234 - Transportation Capital Project 440 - County Improvement 445 - General Fund County Improvements 460 - Technology Capital Improvement 990 - Flood Control Capital Projects Total Capital Projects Funds - $ $ 2,051,448 $ 877,292 105,674 264,336 1,250,460 4,549,210 $ Total Permanent Funds - $ - $ - $ - $ - $ - Total Enterprise Funds - $ - $ - $ - $ - $ - 6.00 16.00 54.00 32.75 65.00 $ 347,474 $ 1,035,321 3,011,682 2,176,459 4,987,625 39,955 $ 119,029 327,216 250,186 579,371 64,973 $ 194,896 612,559 384,543 788,284 26,971 $ 80,335 314,835 163,491 357,487 479,373 1,429,581 4,266,292 2,974,679 6,712,767 21,114 18,932 11,598,607 $ 1,315,757 $ 2,045,255 $ 1,615 1,448 946,182 $ 22,729 20,380 15,905,801 790,635,047 $ 783,951,038 6,684,009 149,952,697 $ 149,952,697 - 157,069,485 $ 157,069,485 - 64,573,673 $ 64,065,790 507,883 1,162,230,902 1,155,039,010 7,191,892 PERMANENT FUNDS ENTERPRISE FUNDS INTERNAL SERVICE FUND Regular Staff 615 - Wellness 618 - Benefits Administration 654 - Equipment Services 675 - Risk Management 681 - Technology Infrastructure Temporary Staff 618 - Benefit Administration 681 - Technology Infrastructure Total Internal Service Fund 2.00 0.49 176.24 TOTAL ALL FUNDS Regular Staff Temporary Staff 15,018.31 14,512.56 505.75 $ $ Salaries/Hourly includes OT and are net of budgeted vacancy savings Retirement Costs include ASRS LTC Regular FTE count is exclusive of positions that expire before the end of FY 2018 Retirement is net of budgeted vacancy savings Healthcare is net of budgeted vacancy savings Other Benefits includes FICA/Medicare/Workers Comp/Unemployment Comp and is net of budgeted vacancy savings Schedule G (continued) 420 Maricopa County FY 2018 Adopted Budget Glossary Glossary Activity: A set of services with a common purpose that produces Outputs and Results for customers. Accrual: Expense or revenue record for anticipated cash expenditure or receipt in a future reporting period. Adopted: The Adopted budget (plan) scenario is the budget as formally adopted by Board of Supervisors for each Fiscal Year (July 1st through June 30th). AHCCCS: Arizona Health Care Cost Containment System. AHCCCS is Arizona’s Medicaid program. ALTCS: The Arizona Long Term Care System (ALTCS) offers an ar ray of services including: acute medical, nursing facility, behavioral health, in-home, assisted living facility and c ase management services to residents of Arizona in need of ongoing services at a nursing facility level of care. Appropriation: The dollar amount set by the Board pursuant to statute that authorizes expending funds or incurring obligations for a specific purpose. Arbitrage: The practice of simultaneously buying and selling an i tem in different markets in order to profit from a spread in prices or yields resulting from market conditions. Assigned Fund Balance: The portion of fund balance that reflects a government’s intended use of resources. Balanced Budget: An annual budget in which expenditures or uses do not exceed available resources. Current year spending as well as future spending obligations must be taken into account. Base Level Internal Service Charge: A base-level, fixed charge that is required by all agencies for normal business operations that cannot be c ontrolled 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 depar tmental realignments, which are approved by the Maricopa County Board of Supervisors and annualized costs for previously funded budget issues (initiatives). A department’s base budget request must be within the budget threshold provided. Baseline: An established level of previous or current performance that could be u sed to set improvement goals and provide a comparison for assessing future progress. Baseline Budget: A dollar amount used as a starting point for a department’s budget. Benchmarking: A process of collecting information on internal or external standards, processes, and/or best practices, evaluating why they are successful and applying what is learned. Bond: A fixed obligation to pay that is issued by a government entity to investors. Bonds are used to raise cash for operational or infrastructure projects. Budget: A set of interlinked plans that quantitatively describe an entity’s projected future operations. 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. 421 Maricopa County FY 2018 Adopted Budget Glossary 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 i ndividual capital improvement project or to a program that is implemented through individual capital improvement projects. Capital Outlay: Expenditure from a department operating budget for the acquisition of, or addition to, a fixed asset. A fixed asset is an item that costs $5,000 or more and has a useful life of at least one year. Fixed assets with costs over $5,000 should be budgeted and itemized in the capital object codes (900 series). Capital Projects Fund: A fund established to account for the proceeds of bond i ssues and o ther financial resources for the acquisition, construction or reconstruction of major capital facilities. Carryover Funding: An amount budgeted for FY 2018 to pay for an expenditure budgeted for FY 2017 for which an obligation has been incurred that cannot be paid by June 30, 2017. 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 s ecuritizing lease payments to investors by dividing the lease payments into fractionalized interests or shares for individual sale to investors. A formal certificate represents each share, much like a bond. However, unlike bonds, COPs are typically subject to annual appropriation and do not represent a “debt” of the issuer or other lessor, but rather a proportionate interest in a flow of lease payments that are pledged to a trust. Committed Fund Balance: Resources whose use is constrained by limitations that the government imposes upon itself at its highest level of decision making and that remain binding unless removed in the same manner. Debt Service Fund: A fund used to account for the accumulation of resources for and pay ment of general long-term debt principal and i nterest 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 num ber. Examples include, number of residents requesting job training or number of building inspection applications received. Department: An organizational unit headed by a director or elected official. In terms of financial structure, departments can have multiple funding sources, (i.e., general fund, special revenue, etc.) that are based on specified uses. The combinations of the various funds are consolidated at the department level. Depreciation: The systematic reduction in the recorded cost of a fixed asset. The net effect of depreciation is the gradual decline in the reported carrying amount of fixed assets on the balance sheet. 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. 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). 422 Maricopa County FY 2018 Adopted Budget Glossary Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For example, interdepartmental charges are made to various County departments from the Reprographics (print shop) fund. Departments pay the print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. Environmental Assessment: An analysis of the internal and external trends and issues that will have a major impact on the department and its customers over the next two to five years. The environmental assessment is based on data-based information and r easoned professional judgment that describes changes anticipated both from inside and outside the department. Family of Measures: A set of the four categories of performance measures that are used to measure the performance of an activity. The categories of measure are result, output, demand, and efficiency. Financial Accounting Standards Board (FASB): This private, non-profit organization is responsible for determining uniform standards for treatment of accounting items, referred to commonly as the Generally Accepted Accounting Principles (GAAP). Forecast: The Forecast scenario is an es timate of actual revenues, expenditures and per formance 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 hour s per week equates to 0.5 FTE; four half-time positions, each paid for 20 hou rs per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within the group. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Fund Transfers: Transferring monies between funds is a tool for maintaining a structurally balanced budget. Fund Balance/Equity: An amount composed of accumulated excess or deficiency of revenues less expenditures in a fund. This is measured at the beginning or end of a fiscal year. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Fund: A fund accounting for all financial resources of the County, except those required to be accounted for in other funds, that serves as the County’s primary operating fund. General Obligation (GO) Bond: General Obligation Bonds are sold to raise funding for capital expenditures. General Obligation Bonds must be approved by a majority of Maricopa County residents. Funding for repayment would be provided by the County’s secondary debt service property tax levy. Governmental Fund: The funds used to account for most typical governmental functions. The acquisition, use, and balances of the governmental entity’s expendable financial resources and the related current liabilities are accounted for through the five types of governmental funds: General, Special Revenue, Debt Service, Capital Projects and Permanent Funds. 423 Maricopa County FY 2018 Adopted Budget Glossary 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 di rectly assigned to one s ervice. The central service cost allocation is an ex ample of the allocation of indirect costs. Input: A volume of resources used to provide an activity. Inputs are typically stated in terms of dollars or hours, but are sometimes stated in terms of people or material resources. Internal Service Charge: A cost billed to one County department by another County department for base level or discretionary services provided. Internal Service Fund (ISF): A proprietary fund that may be used to report any activity that provides goods or services to other departments on a cost-reimbursement basis. Issue Statement: A summary statement of an issue and t rend that will have a m ajor impact on the department’s customers over the subsequent two to five years. Issue statements include what that impact will be to the customers. They are the products of the environmental assessment phase in strategic planning. Key Result Measure: Key Result Measures for each Program comprise at least one Result Measure from each of the Activities within the Program so that a set of result measures is created that relates to the results portion of the Program Purpose Statement. Major Fund: Fund whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds. In the FY 2018 Budget, the General Fund and Detention Funds are considered Major Funds. Major Maintenance: The periodic need to repair and r ework 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 w ater 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. 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 per formance measurement are aligned in a unified, cyclical process with five components that support the process: Planning for Results, Budgeting for Results, Delivering Services, Analyzing and Reporting Results, and Evaluating and Improving Results. Mission: A clear, concise statement of purpose for the entire County or department. The mission focuses on the broad, yet distinct, results the County or department will achieve for its customers. Nonmajor Fund: Funds which are not major funds. Object Code: Identifies the expenditure type (e.g., fuel, maintenance, rent, and supplies). Output Measure: A performance measure that measures the number of units produced or delivered to the customer. Examples include number of participants enrolled in job training courses or number of building inspections completed. 424 Maricopa County FY 2018 Adopted Budget Glossary Position Control Number (PCN): A position control number is assigned to a position once the Budget Office 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 e ffectiveness. Performance measures should relate directly to objectives and allow for measurement of the same thing over a period of time. (See Family of Measures) Personal Services: A category of expenditures within the budget that includes salaries, benefits, temporary help, special pay, overtime, salary adjustments, and personnel allocations out/in. Personal Services Allocation – Out/In: An object code (795 or 796) used to record payroll expenditures that will be charged/credited to a department for work performed on a special assignment basis. The department providing the personal services will record the expenditure as a credit, and the receiving department will record the expenditure as a debit. Personnel Savings: A savings normally realized when positions are vacant or employees are paid at a lower rate than was budgeted. Position: A single specific instance of a job class, whether occupied or vacant, involving duties requiring the services of one person. A position may be full or part-time as reflected in the FTE value. Program: A set of activities that have a c ommon purpose that produces results for customers. Programs are described in clear, results-oriented terms in a P rogram Purpose Statement and are aligned with the department’s Mission and Goals. Restatement: An adjustment in historical revenue or expenditure information to present it in the current format. An example would be to restate revenue and expenditure information following reorganization. Restricted Fund Balance: Resources that are subject to externally enforceable legal restrictions. Result Measure: A performance measure that measures the impact or benefit that customers experience as a c onsequence of receiving a de partment’s services, stated as a per centage 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 pr ogram, 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 s upported by relevant performance measures. Revised: The Revised budget is the Adopted budget 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 a chieved 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 425 Maricopa County FY 2018 Adopted Budget Glossary to department staff, corporate decision makers, the Maricopa County Board of Supervisors, and the public about how the department is organized to deliver results to its customers and what results the department is accountable for achieving. The plan provides the opportunity for all department staff to see how they contribute at all levels in the organization. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of funding over the economic cycle. Supplies: A category of expenditures within the budget for all standard costs of daily operations, including such items as office supplies, rent, contractual services, and travel. Trend: A documented recurrence of a measurable event or circumstance over time that is increasing, decreasing or even staying the same. The size of the number of occurrences often determines whether the recurrences constitute a trend. If the number of recurrences is very small, such as number of floods in a year, it may take a number of years to document a trend in one direction or another. Conversely, a large number of events or occurrences, such as the number of court cases of a particular type, may reveal a trend within months or a few years. Truth-in-Taxation (TNT): As real estate values rise year over year, so does the taxable value of the property. Unless there is a commensurate reduction in the tax rate, the amount of property taxes will also increase. The purpose of truth-in-taxation (TNT) is to prevent this type of tax increase. It also serves to make elected officials aware of such a tax increase and allows the public to be notified of the increase and communicate with their elected leaders. Unassigned Fund Balance: Net resources in excess of what is classified as restricted, committed or assigned fund balance. Zero-Based Budgeting (ZBB): A process used for detailing an overall budget and individual budgeted items rather than dealing only with proposed changes from a previous budget. 426 Maricopa County FY 2018 Adopted Budget Acronyms Acronyms ADP: Average Daily Population APD: Adult Probation Department AHCCCS: Arizona Health Care Cost Containment System ALTCS: Arizona Long Term Care System A.R.S.: Arizona Revised Statues ASRS: Arizona State Retirement System BLM: Bureau of Land Management BOS: (Maricopa County) Board of Supervisors CAFR: Comprehensive Annual Financial Report CAMA: Computer Aided Mass Appraisal CHS: Correctional Health Services CIP: Capital Improvement Program COPs: Certificates of Participation C2C: Cradle to Crayons DPS: Department of Public Safety EHR: Electronic Health Record FASB: Financial Accounting Standards Board FCV: Full Cash Value FEMA: Federal Emergency Management Administration FHWA: Federal Highway Administration FTE: Full Time Equivalent FY: Fiscal Year GAAP: Generally Accepted Accounting Principles GASB: Governmental Accounting Standards Board GDP: Gross Domestic Product GFOA: Government Finance Officers Association GO: General Obligation HURF: Highway User Revenue Fund IBNR: Incurred But Not Reported ICR: Issuer Credit Rating IGA: Intergovernmental Agreement ISF: Internal Service Fund IT: Information Technology 427 Maricopa County FY 2018 Adopted Budget Acronyms LPV: Limited Primary Value MAG: Maricopa Association of Governments MCAO: Maricopa County Attorney’s Office MCDOT: Maricopa County Department of Transportation MCSO: Maricopa County Sheriff’s Office MfR: Managing for Results MMC: Maricopa Medical Center MMCS: Maricopa Managed Care System MVD: Motor Vehicle Department OET: Office of Enterprise Technology PCR: Post-Conviction Relief PDS: Public Defense System PCN: Position Control Number SMI: Seriously Mentally Ill SRP: Salt River Project STD: Short-Term Disability SVP: Sexually Violent Persons S&P: Standard & Poor’s RPTA: Regional Public Transit Authority RTP: Regional Transportation Plan TIP: Transportation Improvement Program TNT: Truth-in-Taxation TPT: Transaction Privilege Tax VLT: Vehicle License Taxes ZBB: Zero-Based Budgeting 428 Maricopa County FY 2018 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2018 Maricopa County Budget Document was made possible with the help of many dedicated individuals. Most importantly, we thank the Board of Supervisors and the County Manager for providing the policy guidance and leadership that is the backbone of the budget process. Thanks must also be given to the Elected Officials, the Deputy County Manager, Assistant County Managers and Department Directors for their cooperation during this past year. This document could not have been produced without the conscientious and creative efforts of the budget staff of the Budget Office whose members include: Tina Allen, Samantha Carter, Kirstin Chernin, Lauren Cochran, Jordan Dale, Ida Flaherty, Ron Forster, Cindy Goelz, Bridgette Hernandez, Brian Hushek, Alice Kirk, Mitch Kolf, Gerald Lehr, Kimberly Tolbert, Jon Vandevoort and Jeff Wickman. In addition, thank you to the following Enterprise Resource Planning team members who were instrumental in providing the system support and reports needed to produce this document: Angie Flick, Zachary Wolfe and Amanda Zibell. 429 Maricopa County FY 2018 Adopted Budget Acknowledgements 430 Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control District Motion Approve the Flood Control District Fiscal Year 2018 Budget in the amount of $88,674,109 by total appropriation for each fund and appropriation unit group for the Flood Control District. F-1 Maricopa County FY 2018 Adopted Budget Flood Control District F-2 Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control District Transmittal Letter To: Denny Barney, Chairman, District 1 Steve Chucri, District 2 Steve Gallardo, District 5 Bill Gates, District 3 Clint Hickman, District 4 The FY 2018 expenditure budget for the Flood Control District is $88,674,109, a decrease of $21,272,938 over the FY 2017 Revised Budget. Based on the Five-Year Capital plan, the FY 2018 capital project expenditures are budgeted at $55,000,000. Two major dam rehabilitation projects, in which the District partnered with the Natural Resource Conservation Service (NRCS), are expected to be completed in early FY 2018. The FY 2018 budget has been developed with a tax rate that will remain flat at a rate of $0.1792 per $100 dollars of net assessed value. The Flood Control District Tax Levy will be $62,198,813 for FY 2018. In FY 2018, the Flood Control District has budgeted revenue of $62,404,964, which is $39,475,975 (39%) less than FY 2017, due to the reduction in NRCS and partnership revenue. The Flood Control District Capital Improvement Program budget reflects strong activity in the construction phase of major infrastructure projects, which are geographically distributed to benefit all five County Supervisory Districts. In all, the Flood Control District has 39 scheduled projects totaling $256.5 million in the five-year Capital Improvement Program. This includes $15.4 million in the Small Projects Assistance Program. I wish to offer my appreciation to the Board of Directors for their support and guidance during the budget development process. I believe this budget is sustainable, responsible, and aligns with the District’s mission. Sincerely, Joy Rich Maricopa County Manager On June 19, 2017, the Maricopa County Flood Control District Board of Directors adopted the FY 2018 Budget totaling $88,674,109. This amount represents an i ncrease of $163,167 from the Tentative Adopted Budget. On August 21, 2017, the Maricopa County Board of Supervisors approved the FY 2018 Tax Levy and Rate. F-3 Maricopa County FY 2018 Adopted Budget Flood Control District New River Rechannelization Cave Creek at Sweetwater F-4 Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control District Analysis by Jon Vandevoort, Budget Analyst Mission The mission of the Maricopa County Flood Control District (FCD) is to provide regional flood hazard identification, regulation, remediation an education to Maricopa County residents so they can reduce the risk of injury, death, and property damage from flooding, while still enjoying the natural and beneficial values served by floodplains. Vision The Flood Control District vision is for the residents of Maricopa County and future generations to have the maximum level of protection from the effects of flooding through fiscally responsible flood control actions and multi-use facilities that complement and enhance the beauty of our desert environment. Strategic Goals Department Specific By 2022, the District will evaluate all new structures and 50% of the 83 existing District structures for potential water conservation measures and implement such water conservation measures on at least 5 of the new or existing structures. Status: Currently incorporating water conservation techniques on several new projects currently in design. Government Operations By 2022, the District will achieve a 50% reduction in water usage on FCD landscaping from 7,500,000 gallons of water in 2014, thus reducing the overall water usage. Status: Coordinating with facilities to understand current irrigation water use, maintenance costs and roof runoff capture opportunities. Regional Services By 2022, The District will have reduced the risk of loss of life or property due to storm water flooding for 94% of the 2030 projected population of the County, an increase from 84% of the projected population. Status: Multiple inspections set for FY 2018 to identify repair work on non-dam structures. Meetings held with NRCS, FEMA and l ocal communities to discuss partnerships. F-5 Maricopa County FY 2018 Adopted Budget Flood Control District Summary Consolidated Sources, Uses and Fund Balance by Fund Type Beginning Fund Balance Special Revenue Fund Capital Projects Fund $ 36,630,366 $ $ 61,639,024 $ 33,165,334 Subtotal Eliminations Total $ 69,795,700 $ - $ 69,795,700 $ 61,639,024 $ - $ 61,639,024 Sources of Funds Operating Taxes - Licenses & Permits 195,000 - 195,000 - 195,000 Intergovernmental Miscellaneous 206,196 364,744 - 206,196 364,744 - 206,196 364,744 Total Operating Sources $ Non Recurring Other Financing Sources $ Total Non Recurring Sources $ Total Sources $ 62,404,964 - $ - $ 62,404,964 $ - $ 62,404,964 $ $ 58,934,891 58,934,891 $ $ 58,934,891 58,934,891 $ (58,934,891) $ $ (58,934,891) $ - 62,404,964 $ 58,934,891 $ 121,339,855 $ (58,934,891) $ 62,404,964 15,534,336 1,357,605 $ $ $ 15,534,336 1,357,605 Uses of Funds Operating Personal Services Supplies $ Services 13,896,047 Capital Outlay Total Operating Uses $ 1,469,000 32,256,988 Non Recurring Personal Services $ Services Other Financing Uses Capital Outlay Total Non Recurring Uses $ Total Uses $ 1,417,121 58,934,891 60,352,012 92,609,000 $ Structural Balance $ 30,147,976 $ Ending Fund Balance Restricted $ 6,426,330 $ - $ $ $ 1,800,000 53,200,000 55,000,000 55,000,000 - 37,100,225 F-6 15,534,336 1,357,605 13,896,047 $ 1,469,000 32,256,988 $ - $ $ - 13,896,047 $ 1,469,000 32,256,988 1,800,000 1,417,121 58,934,891 53,200,000 $ 115,352,012 $ 147,609,000 $ $ (58,934,891) $ (58,934,891) $ $ (58,934,891) $ 1,800,000 1,417,121 53,200,000 56,417,121 88,674,109 $ 30,147,976 $ - $ 30,147,976 $ 43,526,555 $ - $ 43,526,555 Maricopa County FY 2018 Adopted Budget Flood Control District Appropriated Expenditures and Other Uses by Fund and Appropriation Group FY 2017 Adopted FY 2017 Revised FY 2018 Adopted Revised vs. Adopted FLOOD CONTROL DISTRICT D690 FLOOD CONTROL DISTRICT 900 ELIMINATIONS Non Recurring Non Project All Appropriations $ (25,408,677) $ (25,408,677) $ (58,934,891) $ (33,526,214) $ (25,408,677) $ (25,408,677) $ (58,934,891) $ (33,526,214) 989 FLOOD CONTROL GRANTS Non Recurring Non Project All Appropriations $ $ 5,000 5,000 $ $ 113,069 113,069 $ $ $ 75,664,404 1,782,250 77,446,654 $ 75,664,404 1,782,250 77,446,654 $ 25,408,677 32,495,393 $ 57,904,070 $ 109,947,047 $ 109,947,047 $ 26,704,821 33,418,346 $ 60,123,167 $ 112,274,213 $ 112,274,213 $ - $ $ (113,069) (113,069) 990 FLOOD CONTROL CAPITAL PROJECTS Flood Control CIP Small Project Assistance Prgm All Appropriations 991 FLOOD CONTROL Non Recurring Non Project Operating All Appropriations D690 Total Total Flood Control District $ $ F-7 $ $ $ $ $ 51,744,000 3,256,000 55,000,000 $ (23,920,404) 1,473,750 $ (22,446,654) 60,352,012 32,256,988 92,609,000 88,674,109 88,674,109 $ 33,647,191 (1,161,358) $ 32,485,833 $ (23,600,104) $ (23,600,104) Maricopa County FY 2018 Adopted Budget Flood Control District Sources and Uses of Funds F-8 Maricopa County FY 2018 Adopted Budget Flood Control District Sources and Uses by Activity Activity RFCMP - Floodplain Regulation Complnce FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted Revised vs Adopted Variance Variance % - 3,000 3,000 - (3,000) FLDP - Floodplain Delineation 30,477 - - - - FREV - Floodplain Permitting 199,480 154,600 226,209 FWRN - Flood Warning 141,943 97,618 73,975 49,377,595 58,029,113 53,123,435 15,000 34,937 - (15,000) -100.0% GGOV - General Government GISA - GIS Application Dev and Supp HAZD - Flood Control Capital Projects - 165,000 61,970,220 10,400 (97,618) 3,941,107 -100.0% 0.0 6.7% -100.0% 6.8% 28,234,929 40,938,500 40,941,212 - (40,938,500) -100.0% MAIN - Flood Ctrl Structure Maint 337,037 2,044,097 1,321,144 - (2,044,097) -100.0% PLNG - Flood Hazard Planning 526,351 214,382 176,830 - (214,382) -100.0% RECO - Records Management 25,983 RWAY - Real Estate Services 1,433,739 383,629 - SPPT - Operations Support 196,728 R Total Sources $ 80,504,262 EBDFS - Budget and Financial Services 518,336 101,000 $ 101,980,939 27,790,730 265,744 - 0.0% (117,885) -30.7% 137,808 4,000 (97,000) $ 123,829,280 $ 62,404,964 $ (39,575,975) -96.0% -38.8% 785,747 616,634 442,440 (343,307) -43.7% 849,610 1,034,318 882,985 817,393 (216,925) -21.0% 1,667,648 1,340,900 1,378,582 1,476,127 135,227 10.1% 1,745 22,362 49,300 91,267 68,905 308.1% FACI - Facilities Management 637,711 794,748 600,832 566,272 (228,476) -28.7% FCMP - Floodplain Regulation Complnce 237,187 422,299 315,265 317,076 (105,223) -24.9% BUAS - Business Application Dev Supp CSCA - Central Service Cost Alloc EDAY - Flood Cntrl Public Information FCSR - Flood Customer Service FLDP - Floodplain Delineation FREV - Floodplain Permitting 470,745 186,629 194,093 183,281 (3,348) -1.8% 1,780,757 2,321,066 1,610,412 1,302,519 (1,018,547) -43.9% 988,181 1,029,383 979,827 699,694 (329,689) -32.0% 1,157,614 1,345,841 1,348,351 1,147,797 (198,044) -14.7% GISA - GIS Application Dev and Supp 891,219 1,252,368 1,046,643 1,213,906 (38,462) -3.1% HAZD - Flood Control Capital Projects 52,917,878 78,649,277 58,041,770 56,309,903 (22,339,374) -28.4% 102,333 83,652 34,894 118,622 FWRN - Flood Warning HRAC - Human Resources INFR - Infrastructure MAIN - Flood Ctrl Structure Maint MASM - Flood Safety Education 34,970 41.8% 247,790 325,444 363,932 367,818 42,374 13.0% 10,638,062 13,094,258 11,473,007 13,723,239 628,981 4.8% 120,932 318,740 197,217 335,490 16,750 5.3% ODIR - Executive Management 1,332,972 1,216,865 1,337,500 1,656,483 439,618 36.1% PLNG - Flood Hazard Planning (236,513) -4.6% 4,413,615 5,142,797 4,450,329 4,906,284 PROC - Procurement 211,178 229,807 225,051 230,913 1,106 0.5% RCOM - Regulation Compliance 102,862 603,009 504,975 645,485 42,476 7.0% RECO - Records Management 162,751 135,655 122,471 135,761 106 0.1% RISK - Risk Premiums 226,932 242,181 248,355 261,836 19,655 8.1% RMGT - Risk Management 12,792 16,720 15,679 6,000 (10,720) -64.1% RWAY - Real Estate Services 461,544 629,181 1,035,507 743,536 114,355 18.2% SPPT - Operations Support 578,280 730,656 569,633 625,774 (104,882) -14.4% TSPT - Technology Support E 403,347 Total Uses $ 81,134,021 320,310 193,394 349,193 28,883 $ 112,274,213 $ 87,836,638 $ 88,674,109 $ (23,600,104) 9.0% -21.0% F-9 Maricopa County FY 2018 Adopted Budget Flood Control District Sources and Uses by Category Budget Object RTaxes RLicenses & Permits RIntergovernmental RInterest Income RMiscellaneous RTransfers In EPersonal Services ESupplies EOther Services ELeases and Rentals ETravel and Transportation EUtilities ETransfers Out ECapital Outlay FY 2016 Actual FY 2017 Revised 48,988,131 57,762,017 FY 2017 Forecast 52,818,374 FY 2018 Adopted 61,639,024 Revised vs Adopted Variance 3,877,007 6.7% 269,856 184,600 284,427 195,000 29,297,645 43,464,693 42,686,859 206,196 209,108 65,000 99,363 125,000 60,000 92.3% 1,739,522 504,629 27,940,257 239,744 (264,885) -52.5% - - - - 10,400 Variance % (43,258,497) - 0.0% Total Sources $ 80,504,262 $ 101,980,939 15,929,503 16,895,384 16,780,983 17,334,336 438,952 1,313,974 1,747,440 1,347,145 1,357,605 (389,835) -22.3% 10,143,684 14,122,504 10,735,660 12,168,146 (1,954,358) -13.8% 1,900,206 2,129,895 1,338,208 2,633,306 73,842 193,440 128,178 186,516 312,451 205,200 290,255 325,200 51,460,361 Total Uses $ 81,134,021 76,980,350 $ 123,829,280 $ 62,404,964 $ (39,575,975) 5.6% -99.5% - 54,669,000 (6,924) 120,000 - 2.6% 23.6% -3.6% 58.5% 0.0% (22,311,350) -29.0% $ 112,274,213 $ 87,836,638 $ 88,674,109 $ (23,600,104) -21.0% F - 10 57,216,209 - 503,411 -38.8% Maricopa County FY 2018 Adopted Budget Flood Control District Sources and Uses by Fund and Appropriation Unit Group FY 2016 FY 2017 FY 2017 Fund / Appropriation Unit Group Actual Revised Forecast 900 - Eliminations R N RNP - Non Recurring Non Project (34,195,616) (25,408,677) (25,408,677) Fund 900 Total Sources (34,195,616) (25,408,677) (25,408,677) 989 - Flood Control Grants R O PER - Operating (8,068) R N RNP - Non Recurring Non Project 521,291 105,000 72,500 Fund 989 Total Sources 513,223 105,000 72,500 990 - Flood Control Capital Projects R N RNP - Non Recurring Non Project 34,195,616 25,408,677 25,408,677 R F CIP - Flood Control CIP 28,234,929 40,938,500 40,941,212 Fund 990 Total Sources 62,430,545 66,347,177 66,349,889 991 - Flood Control R O PER - Operating 51,756,110 59,641,295 81,519,424 R N RNP - Non Recurring Non Project 1,296,144 1,296,144 Fund 991 Total Sources 51,756,110 60,937,439 82,815,568 Total Sources $ 80,504,262 $ 101,980,939 $ 123,829,280 $ 900 - Eliminations E N RNP - Non Recurring Non Project (34,195,616) (25,408,677) (25,408,677) Fund 900 Total Uses (34,195,616) (25,408,677) (25,408,677) 989 - Flood Control Grants E O PER - Operating E N RNP - Non Recurring Non Project 598,124 113,069 11,543 Fund 989 Total Uses 598,124 113,069 11,543 990 - Flood Control Capital Projects E O PER - Operating E F 699 - Small Project Assistance Prgm 2,968,265 1,782,250 1,742,953 E F CIP - Flood Control CIP 48,320,028 75,309,404 54,758,517 E F 700 - Flood Control CIP 836,173 355,000 357,760 Fund 990 Total Uses 52,124,466 77,446,654 56,859,230 991 - Flood Control E O PER - Operating 28,411,431 33,418,346 29,669,721 E N RNP - Non Recurring Non Project 34,195,616 26,704,821 26,704,821 Fund 991 Total Uses 62,607,047 60,123,167 56,374,542 Total Uses $ 81,134,021 $ 112,274,213 $ 87,836,638 $ F - 11 FY 2018 Revised vs Adopted Adopted Variance (58,934,891) (58,934,891) (33,526,214) (33,526,214) 131.9% 131.9% (105,000) (105,000) 0.0% -100.0% -100.0% 33,526,214 (40,938,500) (7,412,286) 131.9% -100.0% -11.2% 62,404,964 2,763,669 (1,296,144) 62,404,964 1,467,525 62,404,964 $ (39,575,975) 4.63% -100.00% 2.4% -38.8% 58,934,891 58,934,891 (58,934,891) (58,934,891) Variance % (33,526,214) (33,526,214) 131.9% 131.9% (113,069) (113,069) 0.0% -100.0% -100.0% 1,473,750 (23,565,404) (355,000) (22,446,654) 0.0% 82.7% -31.3% -100.0% -29.0% 32,256,988 (1,161,358) 60,352,012 33,647,191 92,609,000 32,485,833 88,674,109 $ (23,600,104) -3.5% 126.0% 54.0% -21.0% 3,256,000 51,744,000 55,000,000 Maricopa County FY 2018 Adopted Budget Flood Control District Fund Transfers In FY 2017 Adopted Fund / Appropriation Unit / Transfer FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Capital Projects $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 Non-Recurring $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 990 - Flood Control Capital Projects $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 Total Before Eliminations $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 Non-Recurring Eliminations Non-Recurring All Funds $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 $ (25,408,677) $ (25,408,677) $ (25,408,677) $ (58,934,891) $ (25,408,677) $ (25,408,677) $ (25,408,677) $ (58,934,891) $ - $ - $ - $ - Fund Transfers Out FY 2017 Adopted Fund / Appropriation Unit / Transfer FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Special Revenue $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 Non-Recurring $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 991 - Flood Control $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 Total Before Eliminations $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 Non-Recurring Eliminations Non-Recurring All Funds $ 25,408,677 $ 25,408,677 $ 25,408,677 $ 58,934,891 $ (25,408,677) $ (25,408,677) $ (25,408,677) $ (58,934,891) $ (25,408,677) $ (25,408,677) $ (25,408,677) $ (58,934,891) $ - F - 12 $ - $ - $ - Maricopa County FY 2018 Adopted Budget Flood Control District Staffing by Activity Activity Budget and Financial Services Executive Management Facilities Management Flood Cntrl Public Information Flood Control Capital Projects Flood Ctrl Structure Maint Flood Customer Service Flood Hazard Planning Flood Safety Education Flood Warning Floodplain Delineation Floodplain Permitting Floodplain Regulation Complnce Operations Support Procurement Records Management Regulation Compliance Department Total FY 2016 Adopted 7. 00 6. 00 1. 00 1. 00 17. 00 86. 50 8. 00 15. 00 1. 00 9. 00 11. 00 7. 00 4. 00 6. 00 4. 00 2. 00 1. 00 186.50 FY 2017 Revised 7. 00 6. 50 1. 00 1. 00 17. 00 89. 00 3. 00 16. 00 1. 00 9. 00 8. 00 8. 00 4. 00 5. 00 3. 00 2. 00 6. 00 186.50 F - 13 FY 2017 Forecast 7. 00 5. 50 1. 00 1. 00 17. 00 89. 00 3. 00 16. 50 1. 00 9. 00 8. 00 8. 00 4. 00 6. 00 3. 00 2. 00 5. 00 186.00 FY 2018 Adopted 7. 00 5. 50 1. 00 1. 00 18. 00 89. 00 3. 00 16. 50 1. 00 9. 00 8. 00 7. 00 4. 00 7. 00 3. 00 2. 00 6. 00 188.00 Revised vs Adopted Variance Var % 0.0% ( 1.00) -15.4% 0.0% 0.0% 1. 00 5.9% 0.0% 0.0% 0. 50 3.1% 0.0% 0.0% 0.0% ( 1.00) -12.5% 0.0% 2. 00 40.0% 0.0% 0.0% 0.0% 1.50 0.8% Maricopa County FY 2018 Adopted Budget Flood Control District Staffing by Market Range Title Market Range Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Atmospheric Science Pro Chemical Applications Tech Communications Department Ofcr Communicatn Ofcr/Govt Liaison Construction Maintenance Supv Crew Leader Deputy Director - Flood Cntrl Development Services Supervisor Development Svcs Technician Development Svcs Technician Ld Development Svcs Technician Sr Director - Flood Control Dist Engineer Engineer Associate Senior Engineer Senior Engineering Associate Engineering Manager Engineering Specialist Engineering Supervisor Engineering Support Branch Mgr Engineering Technician Equipment Operator Exec Assistant to Director Field Operations Supervisor Finance Manager - Large Finance Support Supervisor Finance/Business Analyst Fleet Automotive Technician General Maintenance Worker GIS Programmer/Analyst Heavy Equipment Operator Heavy Equipment Operator Sr Highway/Flood Operations Supt Inspection Supervisor Inspector Instrumentation Tech-Water Landscape Architect Management Analyst Management Assistant Mechanic - Automotive Media Specialist Office Assistant Office Assistant Specialized Operations Supervisor - PW Operations/Program Manager Planner Planner Associate Planner Senior Planning Supervisor Procurement Officer - Dept Procurement Specialist Reprographic Technician Software Sys Engineer Special Projects Manager Survey Technician Technical Program Supv Title Examiner Trades Generalist Vector Control Supervisor FY 2016 Adopted 2. 2. 5. 1. 1. 1. 00 00 00 00 00 00 - 2. 1. 5. 1. 1. 00 00 00 00 00 1. 00 30. 50 16. 00 4. 00 1. 00 8. 00 1. 00 4. 00 4. 00 1. 00 7. 00 1. 00 1. 00 1. 00 1. 00 10. 00 1. 00 7. 00 4. 00 2. 00 12. 00 4. 00 3. 00 1. 00 1. 00 5. 00 1. 00 1. 00 1. 00 1. 00 3. 00 1. 00 2. 00 1. 00 5. 00 10. 00 5. 00 FY 2017 Revised 2. 00 3. 00 6. 00 1. 00 1. 00 5. 00 1. 00 5. 00 1. 00 3. 00 2. 00 1. 00 1. 00 29. 00 3. 00 4. 00 7. 00 2. 50 1. 00 8. 00 2. 00 3. 00 4. 00 1. 00 6. 00 1. 00 1. 00 1. 00 10. 00 7. 00 4. 00 1. 00 2. 00 12. 00 1. 00 1. 00 1. 00 1. 00 1. 00 3. 00 1. 00 1. 00 1. 00 3. 00 1. 00 2. 00 2. 00 1. 00 2. 00 1. 00 2. 00 2. 00 1. 00 11. 00 1. 00 F - 14 FY 2017 Forecast 2. 00 2. 00 7. 00 1. 00 1. 00 5. 00 1. 00 5. 00 1. 00 3. 00 2. 00 1. 00 1. 00 30. 50 2. 00 4. 00 8. 00 3. 50 1. 00 8. 00 2. 00 3. 00 4. 00 1. 00 6. 00 1. 00 1. 00 1. 00 10. 00 7. 00 4. 00 1. 00 2. 00 12. 00 1. 00 1. 00 1. 00 1. 00 1. 00 3. 00 1. 00 1. 00 1. 00 3. 00 2. 00 1. 00 2. 00 1. 00 2. 00 2. 00 1. 00 11. 00 1. 00 FY 2018 Adopted 2. 00 2. 00 7. 00 1. 00 1. 00 5. 00 1. 00 5. 00 1. 00 3. 00 2. 00 1. 00 1. 00 30. 50 2. 00 4. 00 8. 00 3. 50 1. 00 8. 00 2. 00 4. 00 4. 00 1. 00 6. 00 1. 00 1. 00 1. 00 10. 00 7. 00 4. 00 1. 00 2. 00 12. 00 1. 00 1. 00 1. 00 1. 00 1. 00 4. 00 1. 00 1. 00 1. 00 3. 00 2. 00 1. 00 2. 00 1. 00 2. 00 2. 00 1. 00 11. 00 1. 00 Revised vs Adopted Variance Var % 0.0% ( 1.00) -33.3% 1. 00 16.7% N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 1. 50 5.2% ( 1.00) -33.3% 0.0% 1. 00 14.3% 1. 00 40.0% 0.0% 0.0% 0.0% 1. 00 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 1. 00 33.3% 0.0% 0.0% 0.0% 0.0% ( 1.00) -100.0% ( 2.00) -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% Maricopa County FY 2018 Adopted Budget Flood Control District Staffing by Market Range Title (continued) Market Range Water Instrument Tech Supv Water Instrument Technician Department Total FY 2016 Adopted 1. 00 186.50 FY 2017 Revised 1. 00 4. 00 186.50 FY 2017 Forecast 1. 00 4. 00 186.00 FY 2018 Adopted 1. 00 4. 00 188.00 Revised to Adopted Variance Var % 0.0% 0.0% 1.50 0.8% Staffing by Fund Fund 991 Flood Control FY 2016 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted Revised vs Adopted Variance Var % 186. 50 186. 50 186. 00 188. 00 1. 50 0.8% 186.50 186.50 186.00 188.00 1.50 0.8% Department Total Budget Highlights Flood Control Capital Projects Fund (990) • Increase of $3,256,000 in expenditures for a Capital Improvement adjustment in Small Project Assistance Program. • Increase of $51,744,000 in expenditures for a Capital Improvement Program adjustment. • A transfer of $58,934,891 into the Capital Projects fund. Flood Control Fund (991) Operating • Increase of $28,344 in expenditures for base telecommunications. • Increase of $181,393 in expenditures for Central Service Cost Allocation. • Increase of $4,100 in expenditures for other supplies and services. • Increase of $14,030 in expenditures for radio charges. • Increase of $19,655 in expenditures for risk management. • Increase Personnel Savings by $473,293. • Decrease of $12,634 in expenditures for net changes to other personnel. • Decrease of $194,485 in revenue for other charges for services. • Increase of $4,100 in revenue for payments in lieu. • Increase of $3,877,007 in revenue for property taxes. Flood Control Fund (991) Non Recurring Non Project • Increase of $1,253,954 in expenditures for delayed maintenance projects. • Transfer of $58,934,891 to Capital Projects Fund. • Increase of $163,167 in expenditures for other non recurring. Programs and Activities Flood Hazard Regulation Program The purpose of the Flood Hazard Regulation Program is to provide advisory information and enforcement services to the public with property within floodplains so they can avoid causing adverse impacts to surrounding property, and use their property safely and in compliance with applicable state and federal laws F - 15 Maricopa County FY 2018 Adopted Budget Flood Control District Activities that comprise this program include: • Floodplain Permitting • Floodplain Regulation Compliance Floodplain Permitting Activity The purpose of the Floodplain Permitting Activity is to provide clearance and permitting services to the permit applicant so they can make changes needed to their plans or 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. Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Rev vs Adopted Variance Var % Result Percent of floodplain use permits completed within 90 days of submittal to the District. 94.8% 94.8% 94.8% 94.8% - 0.0% Result Percent of map change first reviews completed within 90 days of submittal to the District. 88.2% 88.2% 88.2% 88.2% - 0.0% Output Output Demand Demand Expenditure Ratio Number of floodplain use permit applications reviewed. Number of map change reviews completed. Number of floodplain use permit applications submitted. Number of map change reviews requested. Total expenditure per map change review. $ 517 17 517 17 58, 128.29 $ 517 17 517 17 60, 551.94 $ 517 17 517 17 57, 636.88 $ 517 17 517 17 41, 158.47 $ ( 19,393.47) 0.0% 0.0% 0.0% 0.0% -32.0% Revenue TOTAL SOURCES $ 199, 480 $ 154, 600 $ 226, 209 $ 165, 000 $ 10, 400 6.7% TOTAL USES $ 988, 181 $ 1, 029,383 $ 979, 827 $ 699, 694 $ ( 329,689) -32.0% Expenditure Activity Narrative: The Flood Control District now serves 14 communities with floodplain management. Two of which have been acquired in the last couple of years. Additionally, the communities have rebounded quicker from the recession due to increased development. The decrease in expenditures in FY 2018 is due to the consolidation of the Engineering Division and Floodplain Division. Floodplain Regulation Compliance Activity The purpose of the Floodplain Regulation Compliance Activity is to provide inspection and enforcement services to property owners so they can develop their property without adversely affecting 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. F - 16 Maricopa County FY 2018 Adopted Budget Flood Control District Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Rev vs Adopted Variance Var % Result Percent of floodplain complaints investigated within 30 days of receipt. 100.0% 100.0% 100.0% 95.1% (4.9%) (4.9%) Result Percent of floodplain use permit inspections completed within one day of request. 98.2% 98.2% 98.2% 95.1% (3.1%) (3.2%) Output Output Demand Demand Expenditure Ratio Number of floodplain complaints investigated. Number of floodplain use permit inspections completed. Number of floodplain complaints. Number of floodplain use permits requiring inspection. Total expenditure per floodplain use permit inspection $ completed. 53 53 53 55 4, 475.23 $ 53 53 53 55 7, 967.91 $ 53 53 53 55 5, 948.40 $ 58 61 58 61 5, 197.97 $ 5 8 5 6 ( 2,769.94) 9.4% 15.1% 9.4% 10.9% (34.8%) 3, 000 $ 3, 000 $ $ ( 3,000) (100.0%) $ ( 105,223) (24.9%) Revenue TOTAL SOURCES $ TOTAL USES $ - $ - Expenditure 237, 187 $ 422, 299 $ 315, 265 $ 317, 076 Activity Narrative: The demand and output in FY 2018 is higher due to anticipated increases in construction activity. 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. Activities that comprise the program include: • Flood Control Customer Service • Flood Control Public Information • Flood Safety Education • Flood Warning Flood Control Customer Service Activity The purpose of the Flood Control 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: Administrative mandate. Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Result Percent of floodplain management & services customers surveyed who were satisfied with the service/information that they received. Output Rev vs Adopted Variance Var % N/A N/A N/A N/A N/A N/A Number of floodplain management & services customer information requests completed. 89 89 89 97 8 9.0% Demand Number of floodplain management & services customer information requests received. 89 89 89 97 8 9.0% Expenditure Ratio Total activity expenditure per citizen information request response provided. $ 5, 289.27 $ 2, 096.96 $ 2, 180.82 $ 1, 889.49 $ ( 207.46) -9.9% TOTAL USES $ 470, 745 $ 186, 629 $ 194, 093 $ 183, 281 $ ( 3,348) -1.8% Expenditure Activity Narrative: The District is no longer conducting surveys therefore the result measure for FY 2018 is not applicable. F - 17 Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control Public Information Activity The purpose of the Flood Control 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 Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Rev vs Adopted Variance Var % Result Percent of affected residents surveyed who report that the printed or electronic materials they received were useful to understand the subject project or study. Output Output Output Demand Demand Number of public meetings held. Number of printed materials produced. Number of website hits received. Number of public meetings required. Number of printed materials (including brochures, advertisements and newsletters) needed. Expenditure Ratio Total activity expenditure per affected resident that utilized the District website. $ 0. 01 $ 0. 14 $ 0. 31 $ 0. 58 $ 0. 44 308.1% TOTAL USES $ 1, 745 $ 22, 362 $ 49, 300 $ 91, 267 $ 68, 905 308.1% N/A N/A N/A N/A N/A N/A 19 22 157,597 19 22 19 22 157,597 6 50 19 22 157,597 6 50 19 22 157,597 6 50 - 0.0% 0.0% 0.0% 0.0% 0.0% Expenditure Activity Narrative: Current Administration has discontinued all surveys. The District has begun an advertising campaign engaging various methods including social media to increase traffic to their website. Expenditures will increase as a result. A second Public Information position is budgeted in this activity which accounts for increased expenditures. 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: Administrative mandate Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Result Rev vs Adopted Variance Var % Output Percent of residents and visitors surveyed that understand media messages and/or civic presentations about the risks of floods and flood hazards. Number of school and civic presentations completed. N/A N/A N/A N/A N/A N/A Demand Number of school and civic presentations requested. 5 5 5 5 - 0.0% 5 5 5 5 - Expenditure Ratio Expenditure Total expenditure per school and civic presentation. $ 24, 186.40 $ 63, 748.00 $ 39, 443.40 $ 67, 098.00 $ 3, 350.00 5.3% TOTAL USES $ 120, 932 $ 318, 740 $ 197, 217 $ 335, 490 $ 16, 750 5.3% 0.0% Activity Narrative: The Flood Control District no longer conducts the survey, but continues to present at schools and at civic events. 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. F - 18 Maricopa County FY 2018 Adopted Budget Flood Control District 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. Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Result Percent of days during which reliable weather, water level and stream flow information was available. Result Percent of needed flood response plans that were completed or updated and distributed to agencies. Output Rev vs Adopted Variance Var % 98.7% 98.6% 98.6% 98.6% - 0.0% N/A 100.0% 100.0% 100.0% - 0.0% Number of sensor-days during which District ALERT system sensors are operational. 259,557 270,100 270,100 276,853 6,753 2.5% Output Demand Number of flood response plans completed. Number of sensor-days during which ALERT system sensors are needed. 1 1 1 1 1 1 1 - 0.0% 0.0% Demand Expenditure Ratio Number of flood response plans requested. Total activity expenditure per operational ALERT sensor- $ day. 1 4. 46 $ 1 4. 98 $ 1 4. 99 $ 1 4. 15 $ ( 0.84) 0.0% -16.8% $ ( 97,618) -100.0% $ ( 198,044) -14.7% Revenue TOTAL SOURCES $ 141, 943 $ 97, 618 $ 73, 975 $ TOTAL USES $ 1, 157,614 $ 1, 345,841 $ 1, 348,351 $ - Expenditure 1, 147,797 Activity Narrative: The decrease in expenditures is due to an increase in efficiencies with new weather stations. 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 Activities that comprise this program include: • Flood Hazard Planning • Floodplain Delineation 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 s urvey and r eport of flood control problems and facilities. F - 19 Maricopa County FY 2018 Adopted Budget Flood Control District Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Rev vs Adopted Variance Var % Result Percent of watershed square miles studied that provide residents with the information necessary to mitigate flood and erosion hazards. 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Output Number of population in areas where Area Drainage Master Studies or Plans were completed this fiscal year. 364,344 364,344 364,344 656,273 291,929 80.1% Output Cumulative square miles of Area Drainage Master Studies or Plans completed through the end of this fiscal year. 3,678 3,678 3,678 3,879 201 5.5% Output Number of linear miles of watercourse where Watercourse Master Plans were completed this fiscal year. - - - - - 0.0% Output Number of square miles of new Area Drainage Master Studies or Plans completed this fiscal year. 85 85 85 201 116 136.5% Output Number of square miles of updated Area Drainage Master Studies or Plans completed this fiscal year. 17 17 17 47 30 176.5% Demand Number of population in areas identified for Area Drainage Master Studies or Plans. 3,917,447 3,917,447 3,917,447 3,917,447 - 0.0% Demand Total number of square miles identified for Area Drainage Master Studies or Plans. 8,271 8,271 8,271 7,870 (401) -4.8% Demand Number of linear miles of watercourse identified for Watercourse Master Plans. 211 211 211 211 - 0.0% Expenditure Ratio Total activity expenditure per number of population in areas where Area Drainage Master Studies or Plans were completed this fiscal year. $ 12. 11 $ 14. 12 $ 12. 21 $ TOTAL SOURCES $ 526, 351 $ 214, 382 $ 176, 830 $ TOTAL USES $ 4, 413,615 $ 5, 142,797 $ 4, 450,329 $ 7. 48 $ ( 6.64) -47.0% - $ ( 214,382) -100.0% $ ( 236,513) -4.6% Revenue Expenditure 4, 906,284 Activity Narrative: Demand and Output is driven by changes in population, land development, emergent flooding issues, and technological improvements. Population density varies with each project, causing fluctuations in the number of residents that will benefit. These variable parameters in combination with the duration of individual studies can vary and typically require multiple years to complete which will then cause fluctuations in the Output from year to year. Population density varies with each project causing fluctuations in the number of residents and associated benefits. The District will not complete any Watercourse Master Plans in FY 2018. The Area Drainage Master Studies (ADMS’s) that are currently underway and scheduled for the next year are within the more urban areas of Ahwatukee Foothills, Lower Indian Bend Wash, Middle Indian Bend Wash, East Fork Cave Creek, Paradise Valley/Scottsdale/Phoenix Shea Corridor, North Mesa, South Phoenix/Laveen, Tempe and v arious Design Concept Reports (DCR’s). The decrease in revenue is a result of a decrease in anticipated grant activity. 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. F - 20 Maricopa County FY 2018 Adopted Budget Flood Control District Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Rev vs Adopted Variance Var % Result Output Percent of linear miles of floodplains delineated. Linear miles of floodplains currently under delineation study. 1.0% 198 1.0% 198 1.0% 198 0.3% 15 (0.8%) (183) (75.8%) -92.4% Output Output Linear miles of floodplain delineated this fiscal year. Number of cumulative linear miles of floodplains delineated through the end of the fiscal year. 62 4,109 62 4,109 62 4,109 15 4,112 (47) 3 -75.8% 0.1% Demand Total number of linear miles of floodplains requiring delineation. 5,985 5,985 5,985 5,985 - 0.0% Expenditure Ratio Total activity expenditure per linear mile of floodplain delineated this fiscal year. $ 28, 908.39 $ TOTAL SOURCES $ 30, 477 $ TOTAL USES $ 1, 780,757 $ 37, 436.55 $ 25, 974.39 $ 86, 834.60 $ 49, 398.05 132.0% Revenue - $ - $ - $ - 0.0% Expenditure 2, 321,066 $ 1, 610,412 $ 1, 302,519 $ ( 1,018,547) -43.9% Activity Narrative: The number of new linear miles to be completed in FY 2018 has been reduced. Due to the size and complexity of the delineations there will be less linear miles completed. 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. Activities that comprise this program include: • Flood Control Capital Projects • Flood Control Structure Maintenance 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. F - 21 Maricopa County FY 2018 Adopted Budget Flood Control District Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Rev vs Adopted Variance Var % Result 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. 100.0% 100.0% 100.0% 0.3% (99.7%) (99.7%) Result Percent of capital projects completed this fiscal year having multi-purpose features. 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Result Percent of qualifying Small Project Assistance Program projects approved for District funding this fiscal year. 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Result Percent of District dams identified by the Arizona Department of Water Resources with no dam safety deficiencies. 77.3% 77.3% 77.3% 81.8% 4.5% 5.9% Output Output Number of capital projects completed this fiscal year. Number of Small Project Assistance Program projects approved for District funding this fiscal year. 1 16 1 16 1 16 1 13 Output Number of dam rehabilitation project milestones completed this fiscal year to ensure physical protection from flooding. 3 7 7 Demand Number of qualifying Small Project Assistance Program projects requested this fiscal year. 16 16 Demand Number of dam rehabilitation project milestones identified for completion this fiscal year to ensure physical protection from flooding. 6 Demand Number of square miles of area benefited by projects in current five-year Capital Improvement Program. 592 Expenditure Ratio (3) 0.0% -18.8% 5 (2) -28.6% 16 13 (3) -18.8% 3 3 5 2 66.7% 592 592 579 (13) -2.2% Total activity expenditure per capital project completed this fiscal year. $ 52, 917,878 $ 78, 649,277 $ 58, 041,770 $ 56, 309,903 $ (22,339,374) -28.4% TOTAL SOURCES $ 28, 234,929 $ 40, 938,500 $ 40, 941,212 $ $ (40,938,500) -100.0% TOTAL USES $ 52, 917,878 $ 78, 649,277 $ 58, 041,770 $ 56, 309,903 $ (22,339,374) -28.4% Revenue - Expenditure Activity Narrative: The number of projects completed varies from year to year, depending on budget, schedule, partner interest and other factors. The number of projects approved varies from year to year depending on customer demand and available funding. The number of Small Project Assistance projects requested is dependent on c ommunity needs and those projects requested. The variability of the expenditure ratio is directly related to the ultimate overall cost of projects in the benefited areas. 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 for 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; 45-1423 gives power to Maricopa County to cooperate with the federal government in flood control projects; 483608 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. F - 22 Maricopa County FY 2018 Adopted Budget Flood Control District Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Rev vs Adopted Variance Var % Result Percent of critical maintenance Priority 1 (P1) work orders completed within 14 calendar days. 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Result Percent of Priority 1 (P1A) work orders completed within 90 calendar days. 100.0% 103.2% 103.2% 106.7% 3.4% 3.3% Result Percent of District dams for which assessments were completed this fiscal year. 100.0% 100.0% 100.0% N/A N/A N/A Output Number of critical maintenance Priority 1 (P1) Work Orders completed. 39 34 34 32 (2) -5.9% Output Output Demand Expenditure Ratio Number of work orders completed. Number of Priority 1 (P1A) work orders completed. Number of work order requests submitted. Total activity expenditure per work order completed. $ (1) (2) 738. 51 -0.1% -3.2% 4.9% TOTAL SOURCES $ $ ( 2,044,097) -100.0% TOTAL USES $ 10, 638,062 $ 13, 094,258 $ 11, 473,007 $ 13, 723,239 $ 982 76 934 10, 833.06 $ 873 62 928 14, 999.15 $ 873 62 928 13, 142.05 $ 2, 044,097 1, 321,144 872 60 928 15, 737.66 $ Revenue 337, 037 $ $ $ - Expenditure 628, 981 4.8% Activity Narrative: The District owns, operates and maintains 83 flood control structures including 22 dams/flood retarding structures totaling 64 miles in length, 150 miles of channels and levees, 250 acres of basins, and 40 acres of general flood hazard mitigation property. Flood control structures require regular inspections and maintenance to function as designed and provide the maximum flood protection. This maintenance is performed by the staff of the District’s Operations & Maintenance (O&M) Division. This year the District is adding the Loop 303 project to the maintenance program. This structure is 4.5 miles in length. The District’s most significant structures are approaching their design life and maintenance costs will continue to increase on a long-term basis to extend the life of these structures. Revenue Sources and Variance Commentary Property Taxes Beginning in FY 2016 for Tax Year 2015, the Flood Control District secondary property tax no longer assesses property valuation based on full cash value, but instead on limited property value and has a growth cap of 5% on property taxed in the prior year. This change in property tax collections is due to a voter approved Proposition 117 that was approved in 2012. Previously, secondary net assessed values of real and personal property had no constitutional limitation on growth. The Flood Control District Board of Directors chose to impose growth limitations similar to those imposed on the primary levy resulting in a 2% cap annual growth on property taxed in the prior year. The Board of Supervisors must adopt the Flood Control District’s property tax levy on or before the third Monday in August for the fiscal year that begins on the Flood Control District Tax Levy Net previous July 1. Real property taxes are paid in arrears Tax Rate Assessed in two installments, due October 1 and March 1. The schedule at right lists the District’s secondary net assessed values, tax rates, and secondary property tax levies for the last nine fiscal years, plus the assessed values and the tax rates for FY 2018. The Flood Control District’s property tax rate for FY 2018 will remain flat at $0.1792 per $100 net assessed value. F - 23 Fiscal Year Value (Thousands) (per $100 N.A.V.) Tax Levy 2009 54,751,263 0.1367 74,674,333 2010 54,862,329 0.1367 74,996,804 2011 45,681,391 0.1489 68,019,592 2012 35,056,838 0.1780 62,401,172 2013 30,665,493 0.1780 54,584,578 2014 28,622,833 0.1392 39,842,985 2015 31,339,191 0.1392 43,660,332 2016 31,100,587 0.1592 49,512,136 2017 32,624,765 0.1792 58,463,580 2018 34,709,159 0.1792 62,198,813 Maricopa County FY 2018 Adopted Budget Flood Control District Net Assessed Value vs. Tax Rate 50 40 30 20 10 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $0.2000 $0.1800 $0.1600 $0.1400 $0.1200 $0.1000 $0.0800 $0.0600 $0.0400 $0.0200 $- Tax Rate NAV ($ Billions) 60 Fiscal Year The FY 2018 budget includes a secondary property tax levy (excluding Salt River Project) of $62,198,813, an increase of $3,735,233 from the FY 2017 Adopted Levy. FY 2018 PRELIMINARY ESTIMATES OF PROPERTY TAX LEVIES AND RATES MARICOPA COUNTY, FLOOD CONTROL DISTRICT DISTRICT Net Assessed Value Description FY 2017-18 Preliminary FY 2016-17 Adopted FY 2017-18 Preliminary Variance $ $ SRP Eff. Ass. Val. 34,709,158,781 $ 32,624,765,419 2,084,393,362 $ 115,064,647 $ 112,776,850 2,287,797 $ Total w/SRP Additional Levy of 1-cent Rate 34,824,223,428 $ 32,737,542,269 2,086,681,159 $ 3,482,422 $ 3,273,754 208,668 $ Tax Rate 0.1792 $ 0.1792 $ Tax Levy 62,198,813 $ 58,463,580 3,735,233 $ SRP PILT Total Levy & SRP PILT 206,196 $ 202,096 4,100 $ Levy Limit FY 2018 FLOOD CONTROL DISTRICT SECONDARY PROPERTY TAX LEVY vs. SELF-IMPOSED LEVY LIMIT FY 2018 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 100,344,178 0.2891 FY 2018 Secondary Levy (excluding SRP) Secondary Tax Rate (per $100 Assessed Value) $ 62,198,813 0.1792 Amount Under Limit: $ 38,145,365 0.1099 F - 24 38.0% 62,405,009 58,665,676 3,739,333 Maricopa County FY 2018 Adopted Budget Flood Control District FY 2018 FLOOD CONTROL DISTRICT SECONDARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" TOTAL LEVY FY 2018 "Truth-in-Taxation" Secondary Levy $ 59,283,243 "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) 0.1708 FY 2018 Secondary Levy Secondary Tax Rate (per $100 Assessed Value) $ 62,198,813 0.1792 Amount Under/(Over) "Truth-in-Taxation" Levy $ FY 2018 Median Residential Limited Property Value $ "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ (2,915,570) (0.0084) $ -4.9% 129,376 22.10 23.18 (1.08) -4.9% FLOOD CONTROL DISTRICT SECONDARY PROPERTY TAX LEVY FY 2018 vs. FY 2017 TAX BILL IMPACT ON MEDIAN HOME FY 2017: Median Residential Full Cash Property Value Secondary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2018: Median Residential Limited Property Value Secondary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) $ $ $ $ $ 121,100 0.1792 21.70 129,376 0.1792 23.18 (1.48) -6.8% Property tax revenue is budgeted in FY 2018 based on prior years' collection trends, rather than on the actual levy amount. The chart below illustrates the estimated collection for FY 2018. Property Tax Collection Analysis Flood Control District FY 2018 Estimated Collections Levy Amount $ 62,198,813 $ F - 25 61,639,024 Rate 99.1% Maricopa County FY 2018 Adopted Budget Flood Control District Licenses and Permits The Flood Control District collects revenue from customers for drainage plans, plan site reviews, and licenses. Rates for licenses and permits are approved by the Board of Directors, unless otherwise set forth in statute. The revenue generated from licenses and permits is used to offset the cost of issuing the permits. The chart to the right shows the FY 2016 actual, the FY 2017 forecast and the FY 2018 budget revenue for this category. FY 2017 revenue was higher than the FY 2018 forecasted budget because the complexity of the requested permits has dropped. Intergovernmental Revenues Intergovernmental revenues are received by the Flood Control District from other government or public entities, and include payments in lieu of taxes, grants, and payments required by intergovernmental agreements (IGA’s). Intergovernmental revenues come from a variety of sources, including the Federal government, local cities and the State of Arizona. Included in the intergovernmental classification are grant revenues that typically carry restrictions on how they may be expended. Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Salt River Project (SRP) and the federal government. Although it is a public entity, SRP estimates its net assessed value and makes payments in lieu of property taxes to each taxing jurisdiction based on its property tax rates. The table to SRP the right reflects historical payments and the projected FY 2018 payments in Payments in lieu of taxes. The increase in revenue is reflective of SRP’s increase in Lieu of Taxes Fiscal Year estimated net assessed value. Other Intergovernmental Revenue Other Intergovernmental Revenue includes a variety of payments from other jurisdictions, usually as required by IGA’s with the District. The District’s FY 2018 budget includes $206,196. Miscellaneous Revenue The Flood Control District classifies miscellaneous revenues as any revenues that do not fall within a more specific revenue category. Examples of miscellaneous revenues include sale of copies, interest earnings, building rental, insurance recoveries, land sales, map sales and equipment rental as well as sales of fixed assets, and bond proceeds. FY 2017 forecasted revenues were higher than budgeted due to land sales. The FY 2018 budget does not account for any land sales. F - 26 2009 2010 2011 2012 2013 2014 2015 2016 2017* 2018** * Forecast ** Budget 135,796 144,249 156,110 186,613 192,535 151,252 152,712 183,856 205,698 206,196 Maricopa County FY 2018 Adopted Budget Flood Control District Other Financing Sources In the Flood Control District, Other Financing Sources are comprised solely of Fund Transfers In. Fund Transfers In The Flood Control District transfers fund balances from the operating to the capital fund throughout the year in order to support the District’s Capital Improvement Program. Flood Control Grants Fund (989) Fund Balance Summary Actual Adopted FY 2016 Beginning Spendable Fund Balance $ Sources Operating 84,901 $ (8,068) Non-Recurring Total Sources: FY 2017 513,223 $ - 521,291 $ 2,418 5,000 Forecast Adopted FY 2017 FY 2017 FY 2018 2,418 $ 105,000 $ $ 72,500 60,957 - 72,500 105,000 $ - - 5,000 $ Revised $ - Uses Operating - Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ - $ - Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance - 598,124 $ 598,124 - 5,000 $ 5,000 $ - $ $ - $ $ 2,418 2,418 $ (8,068) $ $ F - 27 $ - 11,543 113,069 - $ 11,543 $ - - $ - $ - - $ - $ - 60,957 60,957 $ 60,957 60,957 113,069 (5,651) $ (5,651) $ $ Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control Capital Projects Fund (990) Fund Balance Summary Beginning Spendable Fund Balance $ Actual Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 13,233,234 Sources Operating 18,246,085 - Non-Recurring Total Sources: $ 18,246,085 - 62,430,545 $ $ 62,430,545 66,347,177 23,539,311 66,347,177 33,029,970 - 66,349,889 66,347,177 $ $ - - 66,347,177 $ $ $ 66,349,889 58,934,891 $ 58,934,891 Uses Operating - Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance - 52,124,466 $ $ 52,124,466 - 77,446,654 $ 77,446,654 $ 77,446,654 - 56,859,230 77,446,654 $ 56,859,230 55,000,000 $ 55,000,000 $ - $ - $ - $ - (2) $ - $ - $ - $ - - 23,539,311 23,539,311 $ $ 7,146,608 7,146,608 $ $ 7,146,608 7,146,608 $ $ 33,029,970 33,029,970 $ $ 36,964,861 36,964,861 Flood Control Fund (991) Fund Balance Summary Beginning Spendable Fund Balance $ Sources Operating Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 20,979,321 $ 51,756,110 Non-Recurring Total Sources: Actual 6,347,003 58,718,342 $ Uses Operating Non-Recurring $ - 51,756,110 $ 58,718,342 $ 6,347,003 $ 10,128,383 59,641,295 81,519,424 1,296,144 1,296,144 60,937,439 $ 82,815,568 28,411,431 32,495,393 33,418,346 29,669,721 34,195,616 25,408,677 26,704,821 26,704,821 $ 36,569,409 62,404,964 - $ 62,404,964 32,256,988 60,352,012 Total Uses: $ 62,607,047 $ 57,904,070 $ 60,123,167 $ 56,374,542 $ 92,609,000 Structural Balance $ 23,344,679 $ 26,222,949 $ 26,222,949 $ 51,849,703 $ 30,147,976 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance $ $ (1) $ 10,128,383 10,128,383 $ $ 7,161,275 7,161,275 F - 28 $ $ $ 7,161,275 7,161,275 $ $ $ 36,569,409 36,569,409 $ $ $ 6,365,373 6,365,373 Maricopa County FY 2018 Adopted Budget Flood Control District Appropriated Budget Reconciliations Flood Control Capital Projects Fund (990) Flood Control CIP Expenditure Revenue FY 2017 Adopted Budget $75,344,404 $40,938,500 Capital Improvement Program: Capital Improvement Program: Adjustment to FY17 Capital Improvement Program Budget ($35,000) Capital Improvement Program Total ($35,000) Capital Improvement Program Total ($35,000) FY 2017 Revised Budget $75,309,404 $40,938,500 Capital Improvement Program: Capital Improvement Program: Adjustment to FY17 Capital Improvement Program Budget $35,000 Capital Improvement Program Adjustment Capital Improvement Program Total Capital Improvement Program Total FY 2018 Baseline Budget ($75,344,404) ($40,938,500) ($75,309,404) ($40,938,500) ($75,309,404) ($40,938,500) $0 $0 Capital Improvement Program: Capital Improvement Program: Capital Improvement Program Adjustment $51,744,000 Capital Improvement Program Total $51,744,000 Capital Improvement Program Total $51,744,000 FY 2018 Adopted Budget Percent Change From Baseline F - 29 $51,744,000 $0 NA NA Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control Capital Projects Fund (990) (continued) Small Project Assistance Prgm Expenditure Revenue FY 2017 Adopted Budget $1,782,250 $0 FY 2017 Revised Budget $1,782,250 $0 Capital Improvement Program: Capital Improvement Program: Capital Improvement Program Adjustment ($1,782,250) Capital Improvement Program Total ($1,782,250) Capital Improvement Program Total ($1,782,250) FY 2018 Baseline Budget $0 $0 Capital Improvement Program: Capital Improvement Program: Capital Improvement Program Adjustment $3,256,000 Capital Improvement Program Total $3,256,000 Capital Improvement Program Total $3,256,000 FY 2018 Adopted Budget $3,256,000 $0 Percent Change From Baseline NA NA Non Recurring Non Project Expenditure Revenue FY 2017 Adopted Budget $0 $25,408,677 FY 2017 Revised Budget $0 $25,408,677 Capital Improvement Program: Capital Improvement Program: Transfer to Capital Projects Fund ($25,408,677) Capital Improvement Program Total ($25,408,677) Capital Improvement Program Total ($25,408,677) FY 2018 Baseline Budget $0 $0 Capital Improvement Program: Capital Improvement Program: Transfer to Capital Projects Fund $58,934,891 Capital Improvement Program Total $58,934,891 Capital Improvement Program Total $58,934,891 FY 2018 Adopted Budget $0 $58,934,891 Percent Change From Baseline NA NA F - 30 Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control Fund (991) Operating Expenditure Revenue FY 2017 Adopted Budget $32,495,393 $58,718,342 $922,953 $922,953 $922,953 $922,953 Non Recurring: Agenda Item Non Recurring: DEMA Disaster Assistance Award C-69-17-009-G-00 Non Recurring Total Non Recurring Total FY 2017 Revised Budget $922,953 $922,953 $33,418,346 $59,641,295 ($922,953) ($922,953) ($922,953) ($922,953) ($922,953) ($922,953) $32,495,393 $58,718,342 Non Recurring: Agenda Item Non Recurring: DEMA Disaster Assistance Award C-69-17-009-G-00 Non Recurring Total Non Recurring Total FY 2018 Baseline Budget Base Adjustments: Base Adjustments: Base Telecom Adjustment $28,344 Central Service Cost Allocation $181,393 Other Supplies and Services $4,100 Radio Charges Adjustment $14,030 Risk Management Adjustment $19,655 Base Adjustments Total $247,522 Base Adjustments Total $247,522 Employee Compensation and Benefits: Employee Salary Adjustments: Net Change to Other Personnel ($12,634) Personnel Savings ($473,293) Employee Salary Adjustments Total ($485,927) Employee Compensation and Benefits Total ($485,927) General Revenues: General Revenues: Other Charges for Services ($194,485) Payments in Lieu $4,100 Property Taxes $3,877,007 General Revenues Total $3,686,622 General Revenues Total $3,686,622 FY 2018 Adopted Budget Percent Change From Baseline F - 31 $32,256,988 $62,404,964 -0.73% 6.28% Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control Fund (991) (continued) Non Recurring Non Project Expenditure Revenue FY 2017 Adopted Budget $25,408,677 $0 $1,296,144 $1,296,144 $1,296,144 $1,296,144 Non Recurring: Agenda Item Non Recurring: DEMA Disaster Assistance Award C-69-17-009-G-00 Non Recurring Total Non Recurring Total FY 2017 Revised Budget $1,296,144 $1,296,144 $26,704,821 $1,296,144 Capital Improvement Program: Capital Improvement Program: Transfer to Capital Projects Fund ($25,408,677) Capital Improvement Program Total ($25,408,677) Capital Improvement Program Total ($25,408,677) Non Recurring: Agenda Item Non Recurring: DEMA Disaster Assistance Award C-69-17-009-G-00 Non Recurring Total Non Recurring Total FY 2018 Baseline Budget ($1,296,144) ($1,296,144) ($1,296,144) ($1,296,144) ($1,296,144) ($1,296,144) $0 $0 Capital Improvement Program: Capital Improvement Program: Delayed Maintenance Projects $1,253,954 Transfer to Capital Projects Fund $58,934,891 Capital Improvement Program Total $60,188,845 Capital Improvement Program Total $60,188,845 FY 2018 Tentative Budget Percent Change From Baseline $60,188,845 $0 NA NA Non Recurring: Non Recurring: Other Non Recurring $163,167 Non Recurring Total $163,167 Non Recurring Total $163,167 FY 2018 Adopted Budget Percent Change From Baseline F - 32 $60,352,012 $0 NA NA Maricopa County FY 2018 Adopted Budget Flood Control District Capital Improvement Program Summary The Flood Control District primarily mitigates existing regional flood hazards through its five-year Capital Improvement Program (CIP) – the revolving five-year plan for accomplishing capital projects. The CIP drives design and construction of new infrastructure in concert with the District’s planning activities and al so addresses modification and replacement of existing infrastructure. The District maintains its five-year CIP as mandated by A.R.S. Title 48 in accordance with District Resolution 2010R008, which specifies the Board’s financial management directives for the District. Since 1993, proposed capital projects have been reviewed for merit by the District’s annual CIP Prioritization Procedure, although project recommendations resulting from this process are contingent upon ultimate project adoption through Resolutions by the District’s Board of Directors. The CIP Prioritization Procedure solicits and evaluates project requests from the District’s client communities and other local agencies, generally resulting from completed drainage planning studies. The evaluation procedure allocates points based on: • Project Description • Funding Commitment and Agency Priority • Flood Control/Drainage Master Plan Element • Flooding Threat • Level of Protection • Area Protected • Ancillary Benefits • Level of Partnership Participation • Operations and Maintenance Costs to the District The process promotes a balanced approach to the evaluation of proposed projects, identifying and supporting flood control and regional drainage projects that not only provide long-term protection to individuals and pr operty from flash floods and seasonal flooding, but that also promotes community development, protects natural habitats and maintains watercourse flow paths. The procedure favors projects that involve cost-sharing partnerships, allowing the District to best leverage limited financial resources, and allows the District to limit future structural maintenance responsibilities to projects that are multi-jurisdictional, regional or involve main watercourses. F - 33 Maricopa County FY 2018 Adopted Budget Flood Control District Project Detail A total of 2 capital project bins are budgeted for FY 2018, and recommended to the Board by the Flood Control District. The projects are as follows: 990 - Flood Control Capital Projects Flood Control CIP Small Project Assistance Prgm Previous Actuals $421,292,043 5,536,296 Total CIP Program $426,828,339 Projected FY 2017 $ 55,694,507 1,742,953 Year 1 FY 2018 $ 51,744,000 3,256,000 $57,437,460 Year 2 FY 2019 $ 36,430,000 3,070,000 $55,000,000 Year 3 FY 2020 $ 42,960,000 3,040,000 $39,500,000 $46,000,000 Year 5 FY 2022 $ 63,970,000 3,030,000 Year 4 FY 2021 $ 45,970,000 3,030,000 $49,000,000 $67,000,000 5-Year Total $241,074,000 15,426,000 Total Project $718,060,550 22,705,249 $256,500,000 $740,765,799 Sources and Uses by Project Year 1 Year 2 Year 3 Year 4 Year 5 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 5 - Year Total 990 - Flood Control Capital Projects Total Project Revenues 022A - 0220132 Central Chandler Drng $ 420D - 4200431 Oak St Basin and St Dr - $ - $ - - - 685,000 $ 735,000 $ 1,814,500 - $ - 735,000 $ 2,499,500 735,000 2,499,500 450G - 4500731 115th Union Hills Dr - 474,000 474,000 2,369,000 899,000 4,216,000 4,216,000 470L - 4701630 Luke AFB Flood Mitig - - - 4,175,000 1,525,000 5,700,000 5,700,000 620G - 6200334 Bethany 79th To 59th - - - 1,816,500 3,233,500 5,050,000 5,050,000 FCIP - Flood Control CIP - - - 250,000 7,544,500 7,794,500 7,794,500 Revenues Total: $ - $ 474,000 $ 1,159,000 F - 34 $ 11,160,000 $ 13,202,000 $ 25,995,000 $ 25,995,000 Maricopa County FY 2018 Adopted Budget Flood Control District Sources and Uses by Project (continued) Year 2 FY 2019 Year 1 FY 2018 990 - Flood Control Capital Projects Year 3 FY 2020 Year 4 FY 2021 Year 5 FY 2022 5 - Year Total Total Project Expenditures 022A - 0220132 Central Chandler Drng $ - $ 20,000 $ 20,000 $ 1,580,000 $ 12,000 $ 1,632,000 $ 1,632,000 109A - 109 02 30 Agua Fria Levee imp - 6,000 20,000 12,000 12,000 $50,000 $50,000 121B - 1210333 Chandler Heights Basin - 4,000 4,000 6,000 6,000 $20,000 $20,000 365,000 6,514,000 6,414,000 2,000 - $13,295,000 $13,295,000 201A - 2010131 White Tanks 4 Outlet 201B - 2010231 White Tanks 4 Rehab 517,000 22,000 5,000 - - $544,000 $544,000 1,955,000 18,662,000 20,740,000 4,890,000 13,508,000 $59,755,000 $59,755,000 10,000 20,000 1,120,000 1,240,000 10,690,000 $13,080,000 $13,080,000 - 50,000 820,000 2,300,000 10,000 $3,180,000 $3,180,000 1,822,000 10,000 - 7,550,000 2,530,000 $11,912,000 $11,912,000 85,000 - - - - $85,000 $85,000 211A - 2110331 Downtown Buckeye - 10,000 10,000 2,000 2,000 $24,000 $24,000 211B - 2110530 Buckeye Watson System - 2,000 2,000 2,000 2,000 $8,000 $8,000 1,825,000 525,000 2,613,000 22,000 - $4,985,000 $4,985,000 202B - 2020231 McMicken Dam Project 204A - 2040130 McMicken Dam Out Impr 205A - 2050130 Guadalupe FRS Rehab 207A - 2070131 Buckeye 1 Rehab 208A - 2080130 BUCKEYE FRS NO 2 MANHOLE IMPROVEMENTS 265A - 2650130 Granite Reef Wash 310A - 3100130 PVR Rehabilitation 12,646,000 125,000 30,000 30,000 - $12,831,000 $12,831,000 310C - POWERLINE FROM VINEYARD 14,442,000 245,000 10,000 - - $14,697,000 $14,697,000 - 30,000 50,000 2,100,000 - $2,180,000 $2,180,000 330A - 3300130 Harquahala Erosion 331A - 3310130 Saddleback FRS Mod 341A - 3410130 SUNNYCOVE FRS COLLECTION SYSTEM IMPROVEMENTS 350B - 3500130 Cave Buttes Dam Mod - 20,000 20,000 20,000 2,780,000 $2,840,000 $2,840,000 70,000 - - - - $70,000 $70,000 $8,726,000 700,000 833,000 7,183,000 10,000 - $8,726,000 361A - 3610130 Skunk Creek at I17 - 10,000 215,000 10,000 - $235,000 $235,000 370A - 3700130 New River Dam Outlet - 10,000 20,000 1,140,000 - $1,170,000 $1,170,000 420D - 4200431 Oak St Basin and St Dr - 10,000 1,471,000 3,829,000 - $5,310,000 $5,310,000 420E - 4200531 Ellsworth McKellips - 2,000 2,000 2,000 2,000 $8,000 $8,000 450G - 4500731 115th Union Hills Dr 5,026,000 20,000 10,000 10,000 2,739,000 $7,805,000 $7,805,000 470D - 4701331 Bullard Wash Ph II - 10,000 20,000 2,000 2,000 $34,000 $34,000 470H - 4701531 Northern Pkwy Ph I - 5,100,000 10,000 2,000 - $5,112,000 $5,112,000 470L - 4701630 Luke AFB Flood Mitig - 85,000 40,000 8,650,000 3,156,000 $11,931,000 $11,931,000 565B - 5650432 DRCC Avondale - 20,000 20,000 5,000 - $45,000 $45,000 $10,541,000 8,592,000 1,939,000 5,000 5,000 - $10,541,000 565D - 5650435 VnBrn Chnl 99th to AFR 565C - 5650433 DRCC Elwood 75 To 107 - 2,000 2,000 4,000 4,000 $12,000 $12,000 620G - 6200334 Bethany 79th To 59th - 40,000 30,000 3,791,000 6,677,000 $10,538,000 $10,538,000 625L - 6250232 Arcadia Dr Strm Dran - 2,000 2,000 2,000 2,000 $8,000 $8,000 698A - 6981030 EMF Maint Rd Imp - 2,000 2,000 2,000 2,000 $8,000 $8,000 69D1 - 6991730 9054 S. CALLE SAHUARO 122,000 - - - - $122,000 $122,000 69D8 - 6991637 SHERWOOD HGTS DB 173,000 - - - - $173,000 $173,000 F699 - Small Project Assistance Prgm 2,961,000 3,070,000 3,040,000 3,030,000 3,030,000 $15,131,000 $15,131,000 FCIP - Flood Control CIP 1,774,000 80,000 50,000 6,750,000 19,834,000 $28,488,000 $28,488,000 FCPR - Project Reserves Flood 1,915,000 2,000,000 2,000,000 2,000,000 2,000,000 $9,915,000 Expenditures Total: $ 55,000,000 $ 39,500,000 $ 46,000,000 F - 35 $ 49,000,000 $ 67,000,000 $ 256,500,000 $9,915,000 $ 256,500,000 Maricopa County FY 2018 Adopted Budget Flood Control District Strategic Business Planning (SBP) for All Projects Purpose Statement: The purpose of the Flood Hazard Remediation program is to provide flood hazard protection through structural and non-structural solutions to the public so that they can live with minimal risk of loss of life or property due to flooding. Strategic Goals: By June 30, 2018, the District will address realized local structural flooding issues by participating in 100% of qualifying Small Projects Program submittals. Strategic Plan Program Supported: • Flood Hazard Remediation Strategic Activities Supported: • Flood Control Capital Projects Common Flood Control CIP Acronyms ACDC – Arizona Canal Diversion Channel ADMP – Area Drainage Master Plan ADMS – Area Drainage Master Study ADOT – Arizona Department of Transportation ADWR – Arizona Department of Water Resources SPAP – Small Projects Assistance Program CFS – Cubic Feet per Second FPAP – Floodprone Property Assistance Program FRS – Flood Retarding Structure IGA – Intergovernmental Agreement MCDOT – Maricopa County Department of Transportation NRCS – Natural Resource Conservation Service Buckeye Wash F - 36 Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control District Primary Capital Improvement Program Managing Department: Project Partners: Scheduled Completion Dates: Flood Control District See Project Descriptions District Scheduled Completion Central Chandler Storm Drain Improvements 1 FY 2022 Loma Vista Corridor Drainage Improvements 1 FY 2023 Western Highline Canal Drainage 1 FY 2023 Agua Fria River Levee Safety Mitigation 4 FY 2028 South Phoenix/Laveen Drainage Improvement Project 5 FY 2033 Berneil Channel Modifications 2 FY 2025 Chandler Heights Detention Basin 1 FY 2033 1,2 FY 2033 Reata Pass Drainage 2 FY 2022 Rawhide Wash Drainage 2 FY 2024 White Tanks FRS No.4 Outlet 4 FY 2021 White Tanks FRS No.4 Rehabilitation 4 FY 2020 McMicken Dam Rehabilitation 4 FY 2026 McMicken Dam Outlet Channel 4 FY 2022 Guadalupe FRS Rehabilitation 1,5 FY 2021 Buckeye FRS No.1 Rehabilitation 4 FY 2022 Buckeye FRS No. 2 Manhole 4 FY 2018 Downtown Buckeye Regional Basin and Storm Drain 4 FY 2033 Watson Drainage System 4 FY 2033 Granite Reef Wash Drainage Mitigation Project 2 FY 2021 PVR Rehabilitation/Replacement 1 FY 2026 Powerline Channel and FRS Decommission 1 FY 2026 Harquahala FRS Erosion Mitigation 4 FY 2021 Saddleback FRS Modifications 5 FY 2025 Sunnycove FRS Seepage Collection System Improvements 4 FY 2018 Cave Buttes Dam Modifications 3 FY 2023 I-17/Skunk Creek Land Rights Acquisition and Access Improvements 3 FY 2021 New River Dam Outlet Improvements 4 FY 2021 Oak Street Detention Basin and Storm Drain 2 FY 2021 Ellsworth Road & McKellips Road Drainage Improvements 2 FY 2033 Pecos Road Drainage Improvements 2 FY 2026 115th Avenue/Union Hills Drive Drainage Improvements Bullard Wash Phase II 4 4 FY 2022 FY 2033 Improvement East Maricopa Floodway Low Flow Channel F - 37 Maricopa County FY 2018 Adopted Budget Flood Control District District Scheduled Completion Northern Parkway Drainage 4 FY 2020 Luke Air Force Base Flood Mitigation Improvements 4 FY 2022 Sonoqui Wash Channelization Phase II (Chandler Heights to Riggs) 1 FY 2027 Durango Regional Conveyance Channel (Broadway Rd./Southern Ave.) 5 FY 2024 5 FY 2019 5 FY 2033 5 FY 2022 Downtown Phoenix Drainage System 5 FY 2018 Arcadia Drainage Improvements Phase III 2 FY 2033 Circle K Park Detention Basin 5 FY 2024 Ashbrook Wash Improvements 2 FY 2017 1, 2 FY 2025 Improvement Durango Regional Conveyance Channel Van Buren Street Channel - 99th (75th Avenue/107th Avenue) Avenue to Agua Fria River Bethany Home Road Storm Drain (79th Avenue to 67th Avenue) East Maricopa Floodway Maintenance Road Paving Purpose Statement: The Primary Capital Improvement Program typically funds projects that have been recommended by the District’s Capital Improvement Program Prioritization Procedure, reducing flooding hazards to Maricopa County residents through construction of new facilities and i mprovements to existing flood control facilities. Project Descriptions: Central Chandler Storm Drain Improvements (022A) Project Partner: City of Chandler Project involves installation of 15 catch basins, Ivanhoe Drain slope realignment, and new storm drain construction to eliminate all discharges into Chandler Drain. Project corrects flooding problem in flat downtown area, removes connection to SRP tailwater drainage system and improves measures associated with MS4 Phase II permit. Loma Vista Corridor Drainage Improvements (TBD) Project Partner: City of Tempe Mitigate flooding of 21 homes in the area during the 100-year storm event by constructing a series of storm drains in Loma Vista, Alameda and Los Feliz Drives with an outfall into an expanded detention basin at the NW corner of McClintock High school. Western Highline Canal Drainage (TBD) Project Partneter: City of Tempe Construct box culverts, storm drains, and nine existing structure rehabilitations to convey storm water from street flooding areas to Ken McDonald Golf Course. Provides protection to 70 homes, 12 multifamily structures and two commercial structures. Project also provides protection to the transportation corridor. F - 38 Maricopa County FY 2018 Adopted Budget Flood Control District Agua Fria River Levee Safety Mitigation (109A) Project Partner: City of Avondale Provide safety and fall protection by installing pipe rail along Agua Fria levees between Buckeye Road and McDowell Road. South Phoenix/Laveen Drainage Improvement Project (TBD) Project Partner: City of Phoenix Project includes constructing multiple regional detention basins and storm drains, which are generally bound by 7th Avenue, Olney Avenue, 19th Avenue and South Mountain Avenue. Study update is underway. Berneil Channel Modifications (TBD) Project Partner: Town of Paradise Valley Channel improvements are needed to increase channel capacity to convey a 10-year to 100-year rain event. Rittenhouse Basin (121A) Project Partner: Town of Gilbert Construction of the basin and f lood control features is complete, and the project is operated and maintained by the Town of Gilbert. The project remains active as the District will contribute limited funding to aesthetically-enhance the site in the future. Chandler Heights Detention Basin (121B) Project Partner: Town of Gilbert Construction of the detention basin is being accomplished in phases. The first two phases of construction have been completed. Future phases of construction will involve excavation of an additional 3 million cubic yards of material, and will be accomplished as District funding becomes available. Material may also be removed through the dirt auction process. East Maricopa Floodway Low Flow Channel (TBD) Project Partner: N/A Due to the topography of the area, the East Mesa Floodway (EMF) has a pa rticularly shallow slope. Combined with the EMF’s earthen bottom, this causes nuisance ponding along much of the structure. In addition to causing mosquito control issues, this creates maintenance difficulties, as maintenance equipment is unable to function in the saturated channel bottom. The District is attempting to address these issues through comparatively minor maintenance modifications. Reata Pass Drainage (TBD) Project Partners: City of Scottsdale The City of Scottsdale is the lead for this project and the project is a high priority for the City. It is anticipated that the project will consist of some kind of channelization of Reata Pass Wash. The City will coordinate their design with the District, and the City has indicated that they will request cost share funding for construction of the project. Rawhide Wash Drainage (TBD) Project Partners: City of Scottsdale This project is to reduce the Rawhide Wash flood risk by directing storm water flows to stay within the wash by either a conveyance alternative or a conveyance with basin alternative. Rawhide Wash was F - 39 Maricopa County FY 2018 Adopted Budget Flood Control District identified in the Pinnacle Peak West ADMS as a high-priority area for potential flood mitigation measures. Currently there are more than 800 homes, businesses and other structures in this area. White Tanks FRS No. 4 Outlet (201A) Project Partner: N/A Construction will involve an outlet pipe from the White Tanks FRS No.4 to the Loop 303 Outfall channel that ultimately discharges to the Gila River. White Tanks FRS No. 4 Rehabilitation (201B) Project Partner: Natural Resources Conservation Service Rehabilitation will mitigate existing dam deficiencies and ex tend the functional life of the structure. Construction will be completed in two phases, the first of which is complete. Phase two of the work began construction in FY 2016 which includes removing the left auxiliary spillway by extending the left abutment of the dam to the north, widening the right auxiliary spillway to accommodate the removal of the left spillway and re-grading the flood pool. McMicken Dam Rehabilitation (202B) Project Partner: U.S. Army Corps of Engineers The ability of the McMicken Dam Project to maintain the current level of flood protection for the benefit of the public in an increasingly urbanized environment is in question due to significant concerns regarding aging infrastructure, land subsidence, earth fissuring, urbanization encroachment and current dam safety standards. These dam safety issues have led the District to determine that an overall rehabilitation or replacement of the dam is required. Alternatives include a modified dam section, floodways, outlet and spillways which will provide a minimum of 100-year flood protection. Project is being completed through five (5) separate construction phases. McMicken Dam Outlet Channel (204A) Project Partner: N/A The primary goal of the project is to reconstruct the Outlet Channel so as to mitigate current deficiencies, lower risk, and meet District requirements for flood protection, for the 100-year flood. Guadalupe FRS Rehabilitation (205A) Project Partner: Natural Resources Conservation Service Dam rehabilitation work will include the replacement of the intake structure, installation of filter diaphragm around principal spillway, slip line existing principal spillway through dam and s lip line the existing principal spillway downstream of the dam. Buckeye FRS No. 1 Rehabilitation (207A) Project Partner: Natural Resources Conservation Service The dam has experienced considerable transverse cracking since being constructed in the 70's. Arizona Department of Water Resources (ADWR) has identified the transverse cracking in Buckeye FRS No.1 as a dam safety deficiency requiring corrective action. The District completed Phase I Assessments of the dam, and has requested NRCS federal cost share assistance under Public Law 106-472 for a rehabilitation project to address dam safety concerns and to maintain flood control benefits to downstream properties for the next 100 years. The selected alternative consists of dam rehabilitation. Construction will be accomplished in two phases and Phase 2A is currently in construction. F - 40 Maricopa County FY 2018 Adopted Budget Flood Control District Buckeye FRS No. 2 Manhole (208A) Project Partner: N/A The manhole will be constructed at the location of a known pipe defect. The pipe defect will be removed during installation of the manhole, thereby improving dam safety, reducing long term pipe degradation, and reducing the risk of a potential pipe failure. During a 5-year periodic video inspection of the Buckeye FRS #2 principal outlet pipe, a pipe defect (exposed rebar) was observed near the approximate midpoint of the pipe. The Buckeye FRS #2 principal outlet is over 2,200 feet long and drains the FRS into Buckeye Floodway #2. The original design did not include any manholes along this extended length of pipe. This project will improve maintenance and inspection access. Downtown Buckeye Regional Basin and Storm Drain Project (211A) Project Partner: City of Buckeye The project will relieve historic downtown Buckeye of frequent flooding by implementing storm drains, channels, retention basins, and an outlet infrastructure that will mitigate flood damages to residential, commercial, and industrial properties, government buildings, and schools, while increasing traffic safety and improving the community's flood insurance program rating. Watson Drainage System (211B) Project Partner: City of Buckeye Project includes several branches of channels, culverts and detention basins spanning more than 10 miles, draining from the Roosevelt Irrigation District canal on the north to the Gila River on the south. The project will be implemented in phases. The District will be responsible for final design and construction of the downstream portion that provides the outfall from the north side of the Union Pacific Railroad to the Gila River. Buckeye will implement the upstream portions through future development and capital projects. Granite Reef Wash Drainage Mitigation Project (265A) Project Partner: City of Scottsdale The project will construct infrastructure to intercept storm water flows from the Granite Reef Watershed and convey them to the Salt River. Project also eliminates a 100-year flood hazard affecting at least 1,200 property owners within Scottsdale alone. In addition to mitigating flooding in the immediate residential area, the project would reduce flood flows to the Salt River Pima-Maricopa Indian Community’s (SRPMIC’s) undeveloped Section Twelve, at the junction of State Route 101 Loop and State Route 202. PVR FRS Rehabilitation/Replacement (310A) Project Partner: Natural Resources Conservation Service The ADWR recently reclassified the PVR FRS’s as high hazard potential, medium size structures. The District prepared a Final Failure Mode Analysis (FFMA) Report for the Structures Assessment Program Phase I in July 2002 that identified defects in the structures due to the age of the structures, proximity to fissures, subsidence of the area and cracking caused by drying shrinkage. Project pre-design is complete. Powerline FRS and Vineyard FRS Phase 2 and 3 are under design. The selected alternative involves rehabilitating Vineyard Road FRS, converting Rittenhouse FRS to a levee and replacing the Powerline FRS with a system of channels. Phase I of Vineyard is currently under construction. Total project completion including Rittenhouse is scheduled for 2026. Powerline Channel and FRS Decommisioning (310C) Project Partner: Natural Resources Conservation Service The ADWR recently reclassified the PVR FRSs as high hazard potential, medium size structures. The District prepared a Final Failure Mode Analysis Report, Structures Assessment Program Phase I (FFMA), F - 41 Maricopa County FY 2018 Adopted Budget Flood Control District in July 2002, that identified defects in the structures due to the age of the structures, proximity to fissures, subsidence of the area and c racking caused by drying shrinkage. Project pre-design is complete. Powerline FRS is under design. The selected alternative involves replacing the Powerline FRS with a system of channels. Harquahala FRS Erosion Mitigation (330A) Project Partner: N/A Harquahala FRS has exposed earthen slopes that will be s ubject to long-term erosion. This project provides comprehensive rock mulch and hydroseed treatments for the slopes that will reduce this hazard and increase the dam’s life. Project schedule will depend upon District funding availability. Saddleback FRS Modifications (331A) Project Partner: Natural Resource Conservation Service (NRCS) Saddleback FRS has experienced the formation of numerous erosion holes and longitudinal cracking along the entire length of centerline of the dam crest. The issue cannot be addr essed by normal maintenance work and has developed into a dam safety issue which is continuing to worsen over time. The District has identified a need t o modify the central material zone of the dam known as the central filter and to reduce erosion through the placement of rock mulch. Sunnycove FRS Seepage Collection System Improvements (341A) Project Partner: N/A This project will isolate the existing seepage pipes from the bubbler structure and individually extend them downstream to where they will be discharged into an existing roadside v-ditch. A weir concrete box structure will also be constructed to allow FCD to collect, quantify and monitor seepage water during future impoundment events. A flaw was identified at the Sunnycove FRS during the Juley 2015 rain event in which flood water reversed flow from the bubbler structure into the seepage collection system within the dam core during the time when there was high dam impoundment and a high head inside the bubble tructure. Cave Buttes Dam Modifications (350B) Project Partner: U.S. Army Corps of Engineers A substantial flood event in 1993 resulted in a significant impoundment of water behind the dam, and seepage occurred along the dam’s left abutment. To prevent deterioration of embankment material from recurring seepage, the District pursued an analysis and investigation of the issue. This investigation has indicated that permanent modification to the dam is required. Modifications will consist of two major features. The first planned improvement (Phase I) will be a drainage tunnel gated outlet and channel, which will decrease the time it takes for the water collected behind the dam to drain. The second planned improvement (Phase II) will be a system to collect water that has seeped through the dam and foundation. I-17/Skunk Creek Land Rights Acquisition and Access Improvements (361A) Project Partner: N/A District staff has identified the need to secure additional land rights to improve access for routine inspections, repairs & maintenance activities of Skunk Creek in the vicinity of Interstate 17. New River Dam Outlet Improvements (370A) Project Partner: N/A Erosion related to the dam’s outlet channel will potentially impact District maintenance access, and has caused outlet flow restrictions and resultant stagnant impoundments contrary to design specifications. District engineering efforts have identified that these conditions require corrective action, including improvements to the Dam’s outlet channel. F - 42 Maricopa County FY 2018 Adopted Budget Flood Control District Oak Street Detention Basin and Storm Drain (420D) Project Partner: City of Mesa The Oak Street Detention Basin and Storm Drain involves construction of a detention basin at Oak Street and Hawes Road, and storm drains east along Oak Street and north along Hawes Road. The project will provide protection in conjunction with drainage infrastructure constructed by the Hermosa Vista/Hawes Road and McDowell Road projects. Ellsworth Road and McKellips Road Drainage Improvements (420E) Project Partner: City of Mesa The Ellsworth Road and McKellips Road project will include construction of a detention basin at Ellsworth Road and McKellips Road, an interceptor drain east along McKellips Road, and an outlet generally along 94th Street. The basin rights-of-way are in place, owned by the City of Mesa. The project will provide protection to local, previously-developed subdivisions, where historic flooding has been noted. 115th Avenue/Union Hills Drive Drainage Improvements (450G) Project Partner: MCDOT, City of Peoria and City of Surprise The area downstream of 107th Avenue and Union Hills Drive has historically experienced flooding, particularly in the City of Surprise’s Coyote Lakes subdivision. Existing drainage systems along Union Hills Drive are considered inadequate. The proposed project will include a combination of open channels and basins, along with utilization of existing drainage features, to relieve flooding in the area. The project will be constructed in three phases. Phase I final design and construction documents are complete. Bullard Wash Phase II (470D) Project Partner: City of Goodyear The project will channelize the floodplain north of the Phoenix-Goodyear Airport. It will reduce the floodplain width, and protect the Phoenix-Goodyear Airport and nearby development from flooding. This storm water would otherwise collect in streets, farm fields, and residential and commercial areas. Phase I of the Bullard Wash Improvements Project has been completed and included construction of an earthen and gabion basket-lined channel from the Gila River to Lower Buckeye Road. Phase II will be implemented as funds become available and includes an earthen/greenbelt channel along the Bullard Wash alignment, which is located between Estrella Parkway and Bullard Avenue from Lower Buckeye Road to Interstate 10. Northern Parkway Drainage (470H) Project Partner: City of Goodyear, MCDOT and ADOT This project involves the construction of a new channel, storm drain and basins along the new alignment of Northern Parkway from Dysart Road to 111th Avenue. The channel will intercept offsite storm water flows and convey this runoff to the Agua Fria River. Luke Air Force Base Flood Mitigation Improvements (470L) Project Partner: Luke Air Force Base The project includes rehabilitating and improving the existing storm drain system to collect and convey 100-year flows from sensitive areas on the base to the improved channel system containing those flows within the channel system and provide a connection to the existing regional outfall. Sonoqui Wash Channelization (Chandler Heights to Crismon) (480C) Project Partners: Town of Queen Creek and MCDOT The project involves the channelization of an existing wash from Chandler Heights Road to Riggs Road along the existing alignment, and the east branch from Hawes Road to Crismon Road along Riggs F - 43 Maricopa County FY 2018 Adopted Budget Flood Control District Road. The total length of the project is approximately 3.5 miles. The channel will be earth-lined with rock slope protection with 4:1 to 8:1 side slopes and a 50-foot bottom width. The project will include multi-use components such as equestrian and pedestrian trails. Phase IIB (Ellsworth Road to Crismon Road) construction will occur in the future by the Town of Queen Creek and the project remains active so District construction management can occur when the next phase is implemented. The project is anticipated to remove the existing floodplain extending from Chandler Heights Road to Riggs Road, which includes 71 acres of land and 68 properties. Queen Creek operates and maintains the facility. Sonoqui Wash Channelization (Main Branch) (480E) Project Partner: N/A Phase III is being constructed in an additional two phases in which the first was completed in May 2012. Main Branch Phase IIIA1 from Riggs Road to Empire Boulevard and Phase IIIA2 from Empire Blvd to Hunt Highway in Pinal County construction were completed in October 2013. The West Branch Phase IIIB construction is now complete. The proposed channel will be designed to collect and convey the 100-year flow, remove 345 acres and 217 homes from the floodplain, and provide protection to roads and other infrastructure. Durango Regional Conveyance Channel (Broadway Rd./Southern Ave.) (565B) Project Partner: City of Avondale This phase of the DRCC will construct a regional channel and basin in the vicinity of the Salt River Project Buckeye Feeder Canal to intercept storm water flows and provide an outfall to the Agua Fria River. The project would reduce flooding hazards and provide a 100-year outfall in the Durango drainage area. Durango Regional Conveyance Channel (75th Avenue to 107th Avenue) (565C) Project Partner: City of Phoenix This phase of the project constructs the portion of the recommended plan located between 75th Avenue and 107th Avenue, one-half mile north of the Broadway Road alignment. The channel was partially constructed as a series of linear retention basins by developers through efforts coordinated by the City of Phoenix. The project will include constructing basins along the channel alignment and box culverts connecting the linear basins. Upon completion, the basins and culverts will serve to drain the area to the downstream channel in the City of Avondale. Van Buren Street Channel – 99th Avenue to Agua Fria River (565D) Project Partner: City of Avondale The Van Buren Street Channel will be designed to provide a drainage system along Van Buren Street carrying storm water west of 99th Avenue to the Agua Fria River. The channel project will improve storm water drainage in the Avondale City Center at Avondale Boulevard (115th Avenue) and Van Buren Street, and solve other crucial drainage issues for current and future development along Van Buren Street. When completed, the channel will provide flood hazard protection up to the 10-year storm event (10% chance of occurring in a year). Bethany Home Road Storm Drain (79th Avenue to 59th Avenue) (620G) Project Partner: City of Glendale The project consists of a 10-year storm drain on Bethany Home Road that ultimately conveys flows to the New River through the Bethany Home Outfall Channel. The storm drain will collect and convey sheet flow that has historically flooded the Maryvale neighborhood in the city of Glendale. F - 44 Maricopa County FY 2018 Adopted Budget Flood Control District Downtown Phoenix Drainage System (Phase I) (625J) Project Partner: City of Phoenix This project will deliver a 10-year level of protection for the downtown area. The project’s involves the installation of storm drains and other various drainage features, generally along 1st Avenue, from Van Buren Street to Hadley Street; along Jefferson Street from 19th Avenue to 3rd Avenue; and in the vicinity of Fillmore Street and 3rd Avenue. Project construction is complete but remains active to complete the final archeological reporting requirements. Arcadia Drainage Improvements Phase III (625L) Project Partner: City of Phoenix This third phase of the Arcadia Area Improvement project will include construction of interceptor storm drains, primarily in Arcadia Drive. Drains will provide the outlet from Camelback Road to the Old Cross Cut Canal. Circle K Park Detention Basin (TBD) Project Partner: City of Phoenix The project will construct a 35 ac-ft detention basin and will provide storage for a 10-year event. Properties and structures downstream will be benefited. Ashbrook Wash Improvements (670A) Project Partner: Town of Fountain Hills The Ashbrook Wash Improvement Project is expected to include replacing two culvert crossings (at Bayfield Drive and Saguaro Boulevard), as well as cleaning and channelizing Ashbrook Wash as necessary to ensure it can safely convey flood flows. Once completed, properties adjacent to Ashbrook Wash between Bayfield Drive and Del Cambre Avenue will be protected from flooding caused by 100year flows through the wash, or flows that have a one percent chance of occurring in any given year. The design and construction are being coordinated with the Saguaro Boulevard Reconstruction Project. Project is currently under construction and is scheduled for completion in FY 2020. East Maricopa Floodway Maintenance Road Paving (698A) Project Partner: N/A Flood control facilities operated and maintained by the District were commonly built in the past with unpaved dirt maintenance roads. District maintenance activities require the use of these roads, potentially adversely impacting air quality. This project includes chip-seal improvements to the unpaved East Maricopa Floodway (EMF) maintenance roads. Auxiliary Budget Line (FCIP) Project Partner: N/A Several District projects did not have accounting lines at the time of this document’s preparation and were placed under this function code. F - 45 Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control District Small Projects Assistance Program Managing Department: Project Partners: Scheduled Completion Dates: Flood Control District See Project Descriptions District Scheduled Completion 9054 S. Calle Sahuaro 5 FY 2018 Sherwood Heights Detention Basin 2 FY 2018 9004 S. and 9006 S. Avenida del Yaqui 5 FY 2018 Skyview Drainage 2 FY 2018 Gilbert and Hackamore Drainage 2 FY 2018 Firefly and Broadway Road Drainage 2 FY 2018 Maple and Main Street Drainage 2 FY 2018 Lazona Road and Broadway Road 2 FY 2018 3 FY 2018 Improvement 52nd Street and Turquoise Avenue Grovers Avenue at 53rd Place and 55th Place 3 FY 2018 Almeria Area Drainage Improvement Project 5 FY 2018 47th Avenue and Waltann Lane 4 FY 2018 1346 E. Flower Street 3 FY 2018 Cheery Lynn Storm Drain 2 FY 2018 Purpose Statement: The Small Projects Assistance Program provides limited District funding for local drainage improvements that reduce flood flows where realized property flooding has historically occurred. Project Descriptions: Unallocated Small Project Assistance Program Projects (F699) Project Partner: N/A Using objective criteria, the Small Project Assistance Program evaluates new projects annually. This line item provides funding for future (indeterminate) projects. In accordance with Flood Control District of Maricopa County (District) Resolution 2009R003A, the District prioritizes and funds potential local flood control capital projects through its annual Small Project Assistance Program. The Small Project Assistance Program has three purposes: • • • Facilitate the mitigation of flood hazards that are local in nature but pose a risk to the citizens and property of Maricopa County. Using consistent, published criteria, objectively evaluate submitted local flood control capital projects requested by municipalities. Allow for the rapid implementation of recommended local flood control capital projects with minimal administrative delay. F - 46 Maricopa County FY 2018 Adopted Budget Flood Control District 9054 S. Calle Sahuaro (69D1) Project Partner: Town of Guadalupe Construct a concrete lined channel or add storm drain (approximately 150'), 2-3 catch basins and an additional 650' of storm drain. Sherwood Heights Detention Basin (69D8) Project Partner: City of Scottsdale Construct detention basin, inlet and outlet works. 9004 S. and 9006 S Avenida del Yaqui Project Partner: Town of Guadalupe Project will install street grate to collect the captured runoff in a manhole connected to new 36" stormwater pipe for discharge into a 48" storm drain currently under design. Skyview Drainage Project Partner: City of Mesa Project will expand the basin capacity of flows that arrive on a City of Mesa owned basin to capture flows and convey them to the basin. Gilbert and Hackamore Drainage Project Partner: City of Mesa Project will extend storm drain into Hackamore to capture flows before it floods adjacent resident. Firefly and Broadway Road Drainage Project Partner: City of Mesa This project will mitigate any backwater affects that have occurred due to poor drainage conveyance. Maple and Main Street Drainage Project Partner: City of Mesa Project will capture overflow from adjacent basins that overtop into City of right-of-way and flood adjacent properties. Lazona Road and Broadway Road Project Partner: City of Mesa Project will extend storm drain down Broadway Road and into Lazona Road. 52nd Street and Turqoise Avenue Project Partner: City of Phoenix Project will construct small retention basin, remove traffic calming device to alleviate flooding concerns in vicinity. Grovers Avenue at 53rd Place and 55th Place Project Partner: City of Phoenix Project will construct new storm drain system along Michelle Drive and Grovers Avenue. Almeria Area Drainage Improvement Project Project Partner: City of Phoenix Project will design and construct Storm Drain along Almeria Road (41st St. to 41st Pl.) and along 41st Pl. (McDowell Rd. to Almeria Rd.). F - 47 Maricopa County FY 2018 Adopted Budget Flood Control District 47th Avenue and Waltann Lane Project Partner: City of Phoenix The project will design and construct a new storm drain along 49th Avenue between Greenway Road and Tierra Buena Ln. 1346 E. Flower Street Project Partner: City of Phoenix The project will construct new storm drain system to collect and convey storm water away from flooding area. Cheery Lynn Storm Drain Project Partner: City of Scottsdale Project will construct a storm drain and curb inlets. F - 48 Maricopa County FY 2018 Adopted Budget Flood Control District Flood Control District Floodprone Property Acquisition Program Managing Department: Project Description: Project Descriptions: Flood Control District See Project Description Unallocated Floodprone Acquisition Program (F700) Project Partner: N/A In many areas development took place prior to floodplain mapping, and as floodplains were delineated, residents learned their homes were within regulatory floodplains. The Floodprone Property Assistance Program (FPAP) involves the voluntary sale to the Flood Control District of properties in flood hazard areas where structural flood control solutions are infeasible or impractical. Program applicants are scored and ranked under objective criteria. Existing structures on purchased properties are demolished and removed; property may be preserved as open space, sold, or leased for uses compatible with adjacent properties and floodplain regulations. F - 49 Maricopa County FY 2018 Adopted Budget Flood Control District F - 50 Maricopa County FY 2018 Adopted Budget Library District Library District Motion Approve the Library District FY 2018 B udget in the amount of $28,620,825 by total appropriation for each fund and appropriation unit group for the Library District, listed in the attached schedules. L-1 Maricopa County FY 2018 Adopted Budget Library District L-2 Maricopa County FY 2018 Adopted Budget Library District Library District Transmittal Letter To: Denny Barney, Chairman, District 1 Steve Chucri, District 2 Steve Gallardo, District 5 Bill Gates, District 3 Clint Hickman, District 4 The FY 2018 expenditure budget for the Library District is $28,620,825, an increase of $2,038,090 over the FY 2017 R evised Budget. Li brary Assistance Program costs, increased demand for digital materials, the upgrade of information technology equipment, and p roviding services for the City of Goodyear have all contributed to this increase. The FY 2018 budget has been developed with a t ax rate that will remain flat at a rate of $0.0556 per $100 of assessed value. The Library District Tax Levy will be $21,268,052 for FY 2018. The Library District has budgeted revenue of $28,649,825, which is $1,961,947 (6.8%) more than FY 2017. This includes additional revenue of $774,200 from the City of Goodyear for operating the library in their community. The Summer Reading Program continues to improve in numbers and s oftware enhancements are delivering a l iteracy experience that facilitates a more interesting and enjoyable learning experience for at-risk children. Access to digital materials has remained a focus as demand increases exponentially. The Maricopa County Library District (MCLD) has responded with additional digital resources such as coding clubs and other innovative learning programs for all ages that resulted in the receipt of six 2016 NACO Awards. MCLD continues to provide vital access to information and technology, empowering people to thrive in the digital age. I wish to offer my appreciation to the Board of Directors for their support and guidance during the budget development process. I believe this budget is sustainable, responsible and al igns with the District’s mission. Sincerely, Joy Rich Maricopa County Manager On June 19, 2017, the Maricopa County Library District Board of Directors adopted the FY 2018 Budget totaling $28,620,825. T his amount represented no c hange from the Tentative Adopted Budget. On August 21, 2017, the Maricopa County Board of Directors approved the FY 2018 Tax Levy and Rate. L-3 Maricopa County FY 2018 Adopted Budget Library District Food for Fines Program Chairman Barney Chairman Barney at Southeast Regional Library Veterans Heritage Project MCLD Informational Fair L-4 Maricopa County FY 2018 Adopted Budget Library District Library District Analysis by Jon Vandevoort, Budget Analyst Mission The mission of the Maricopa County Library District is to provide access to reading, exploring and discovering for all so they can be lifelong learners. Strategic Goals Department Specific By June 30, 2020, 88% of customers surveyed will report that the library’s collections and services meet their needs, up from a 2015 baseline of 84%. Status: The April 2016 survey had an 84.5% result. MLCD is on track to meet this goal by 2020. Government Operations By June 30, 2020, 90% of first and s econd grade participants in the summer reading program will retain or increase reading and comprehension skills over the summer, based on a 2015 baseline of 87%. Status: Assessment is ongoing in partnership with MCESA to determine baseline. L-5 Maricopa County FY 2018 Adopted Budget Library District Summary Consolidated Sources, Uses and Fund Balance by Fund Type Special Revenue Fund Capital Projects Fund $ 2,016,652 $ $ 21,076,640 421,581 $ Charges For Services Fines and Forfeits Miscellaneous Total Operating Sources $ 6,418,773 519,645 51,670 28,488,309 Non Recurring Intergovernmental $ Miscellaneous Other Financing Sources Total Non Recurring Sources $ 132,516 132,516 Total Sources $ Beginning Fund Balance 11,680,479 Subtotal Eliminations Total $ 13,697,131 $ - $ 13,697,131 $ 21,076,640 421,581 $ - $ 21,076,640 421,581 Sources of Funds Operating Taxes Intergovernmental $ 29,000 29,000 $ - 28,620,825 $ Uses of Funds Operating Personal Services $ Supplies Services Capital Outlay Total Operating Uses $ 12,794,423 10,108,161 5,445,725 140,000 28,488,309 $ Non Recurring Personal Services $ Supplies Services Other Financing Uses Total Non Recurring Uses $ Total Uses $ 67,516 40,000 25,000 132,516 28,620,825 $ Structural Balance $ Ending Fund Balance Restricted $ - 2,016,652 $ $ $ 132,516 132,516 29,000 $ - $ $ $ $ - $ $ - $ $ $ $ 28,649,825 $ - $ 28,649,825 12,794,423 10,108,161 5,445,725 140,000 28,488,309 $ - $ 12,794,423 10,108,161 5,445,725 140,000 28,488,309 $ $ $ - $ $ $ 67,516 40,000 25,000 132,516 28,620,825 $ $ 67,516 40,000 25,000 132,516 28,620,825 29,000 $ 29,000 $ - $ 29,000 11,709,479 $ 13,726,131 $ - $ 13,726,131 L-6 $ $ 6,418,773 519,645 80,670 28,517,309 132,516 132,516 $ $ - - $ $ 6,418,773 519,645 80,670 28,517,309 $ Maricopa County FY 2018 Adopted Budget Library District Appropriated Expenditures and Other Uses by Fund and Appropiation Unit Group FY 2017 Revised FY 2017 Adopted FY 2018 Adopted Revised vs. Adopted LIBRARY DISTRICT D650 LIBRARY DISTRICT 242 LIBRARY DISTRICT GRANTS Non Recurring Non Project All Appropriations 244 LIBRARY DISTRICT Non Recurring Non Project Operating All Appropriations 900 ELIMINATIONS Non Recurring Non Project All Appropriations $ $ 7,000 7,000 $ $ 306,285 306,285 $ $ 132,516 132,516 $ $ $ 2,020,441 26,274,950 28,295,391 $ 2,020,441 26,274,950 28,295,391 $ $ $ 28,488,309 28,488,309 (2,018,941) $ (2,018,941) 26,582,735 $ 26,582,735 $ 28,620,825 28,620,825 $ $ D650 Total $ Total Library District $ $ (2,018,941) $ (2,018,941) 26,283,450 $ 26,283,450 $ L-7 $ $ $ $ 173,769 173,769 2,020,441 (2,213,359) (192,918) (2,018,941) (2,018,941) (2,038,090) (2,038,090) Maricopa County FY 2018 Adopted Budget Library District Sources and Uses of Funds L-8 Maricopa County FY 2018 Adopted Budget Library District Sources and Uses by Activity Activity RGGOV - General Government MAPC - Mat Access Progs and Outreach FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 19,711,644 20,258,724 20,368,959 21,527,221 1,268,497 6.3% 6,655,204 6,404,154 6,359,400 7,093,604 689,450 10.8% 4,000 1,961,947 16.0% 7.4% 205,117 14.3% SPPT - Operations Support 44,055 25,000 20,423 29,000 R Total Sources $ 26,410,903 $ 26,687,878 $ 26,748,782 $ 28,649,825 ECSCA - Central Service Cost Alloc 1,181,576 1,432,014 1,432,012 1,637,131 GGOV - General Government 4,030,498 MAPC - Mat Access Progs and Outreach MPOS - Elected and Statutory officials MUNI - Support for Municipalities 14,995,663 SPPT - Operations Support TSPT - Technology Support E 15,960,498 14,892,581 $ - Variance % - 16,937,342 0.0% 976,844 6.1% 178,532 182,148 181,790 188,688 6,540 3.6% 4,263,885 4,685,684 6,037,638 5,610,270 924,586 19.7% POOL - Pooled Costs RISK - Risk Premiums - Revised vs Adopted Variance - - - - 0.0% 107,640 - 85,813 50,057 78,748 (7,065) -8.2% 1,022,466 1,311,198 1,278,747 1,289,676 (21,522) -1.6% 2,209,078 2,925,380 2,619,392 2,878,970 Total Uses $ 27,989,338 $ 26,582,735 $ 26,492,217 $ 28,620,825 (46,410) 2,038,090 -1.6% 7.7% $ Sources and Uses by Category Budget Object RTaxes RIntergovernmental RCharges For Services RFines and Forfeits FY 2016 Actual FY 2017 Revised 19,230,198 19,850,239 FY 2017 Forecast 19,950,249 Revised vs Adopted FY 2018 Adopted Variance 21,076,640 473,478 819,913 824,339 554,097 4,820,232 5,257,330 5,284,712 6,418,773 1,226,401 (265,816) 1,161,443 Variance % 6.2% -32.4% 22.1% 700,404 662,047 604,868 519,645 (142,402) -21.5% RInterest Income 77,023 25,000 34,297 58,000 33,000 132.0% RMiscellaneous 444,834 73,349 50,317 22,670 (50,679) -69.1% RTransfers In 664,734 - - - - Total Sources $ 26,410,903 $ 26,687,878 $ 26,748,782 $ 28,649,825 EPersonal Services $ 0.0% 1,961,947 7.4% 10,840,213 12,153,768 12,067,325 12,861,939 708,171 5.8% ESupplies 8,604,962 8,416,185 8,679,942 10,148,161 1,731,976 20.6% EOther Services 6,006,511 4,272,648 4,585,525 3,875,602 ELeases and Rentals 1,130,656 876,983 570,317 915,376 38,393 4.4% 94,509 146,496 48,201 150,110 3,614 2.5% EUtilities 535,023 576,655 430,907 529,637 (47,018) -8.2% ETransfers Out 664,734 - 0.0% ECapital Outlay 112,730 - 0.0% ETravel and Transportation 140,000 110,000 140,000 Total Uses $ 27,989,338 $ 26,582,735 $ 26,492,217 $ 28,620,825 L-9 (397,046) $ 2,038,090 -9.3% 7.7% Maricopa County FY 2018 Adopted Budget Library District Sources and Uses by Fund and Appropriation Unit Group FY 2016 Fund / Appropriation Unit Group Actual 242 - Library District Grants R O PER - Operating 30,612 R N RNP - Non Recurring Non Project 25,000 Fund 242 Total Sources 55,612 244 - Library District R O PER - Operating R N RNP - Non Recurring Non Project Fund 244 Total Sources 244 - Library District Operating R O PER - Operating 21,260,789 R N RNP - Non Recurring Non Project 14,445 Fund 244 Total Sources 21,275,234 246 - Library District Intergovernmental R O PER - Operating 4,382,355 Fund 246 Total Sources 4,382,355 465 - Library District Capital Improvement R O PER - Operating 4,360 R N RNP - Non Recurring Non Project 693,342 Fund 465 Total Sources 697,702 900 - Eliminations R N RNP - Non Recurring Non Project Fund 900 Total Sources Total Sources $ 26,410,903 $ 242 - Library District Grants E O PER - Operating E N RNP - Non Recurring Non Project 55,611 Fund 242 Total Uses 55,611 244 - Library District E O PER - Operating E N RNP - Non Recurring Non Project Fund 244 Total Uses 244 - Library District Operating E O PER - Operating 18,907,653 E N RNP - Non Recurring Non Project 4,293,746 Fund 244 Total Uses 23,201,399 246 - Library District Intergovernmental E O PER - Operating 4,316,397 E N RNP - Non Recurring Non Project 415,931 Fund 246 Total Uses 4,732,328 900 - Eliminations E N RNP - Non Recurring Non Project Fund 900 Total Uses Total Uses $ 27,989,338 $ FY 2017 FY 2017 FY 2018 Revised Forecast Adopted 411,428 411,428 26,274,950 1,500 26,276,450 2,018,941 2,018,941 (9,075) 419,503 410,428 14,553,871 14,553,871 11,769,109 1,500 11,770,609 13,874 2,018,941 2,032,815 132,516 132,516 26,274,950 2,020,441 28,295,391 - 28,488,309 28,488,309 - (26,274,950) (1,500) (26,276,450) - - 29,000 29,000 $ -100.0% -100.0% -100.0% 0.0% 0.0% -100.0% -100.0% 7.4% 6,381,039 6,381,039 26,772,430 26,772,430 26,772,430 26,772,430 19,817,590 2,020,441 21,838,031 1,715,879 1,715,879 (24,559,071) (2,020,441) (26,579,512) - $ 0.0% 0.0% 0.0% 2,018,941 2,018,941 1,961,947 (173,769) (173,769) - 0.0% -67.8% -67.8% 0.0% -100.0% -98.6% 132,516 132,516 - Variance % 29,000 (2,018,941) (1,989,941) 292,088 292,088 (2,018,941) (2,018,941) (2,018,941) (2,018,941) 26,582,735 $ 26,492,217 $ 28,620,825 L - 10 (278,912) (278,912) 28,488,309 28,488,309 (2,018,941) (2,018,941) (2,018,941) (2,018,941) 26,687,878 $ 26,748,782 $ 28,649,825 306,285 306,285 Revised vs Adopted Variance 2,018,941 2,018,941 2,038,090 0.0% -56.7% -56.7% 0.0% 0.0% 0.0% -93.5% -100.0% -93.9% 0.0% 0.0% 0.0% -100.0% -100.0% 7.7% Maricopa County FY 2018 Adopted Budget Library District Fund Transfers In FY 2017 Adopted Fund / Appropriation Unit / Transfer FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Capital Projects $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - Non-Recurring $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - 465 - Library District Capital Improvement $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - Total Before Eliminations $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - $ (2,018,941) $ (2,018,941) $ (2,018,941) $ - $ (2,018,941) $ (2,018,941) $ (2,018,941) $ - Non-Recurring Eliminations Non-Recurring All Funds $ - $ - $ - $ - Fund Transfers Out FY 2017 Adopted Fund / Appropriation Unit / Transfer FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Special Revenue $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - Non-Recurring $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - 244 - Library District Operating $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - Total Before Eliminations $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - $ 2,018,941 $ 2,018,941 $ 2,018,941 $ - $ (2,018,941) $ (2,018,941) $ (2,018,941) $ - $ (2,018,941) $ (2,018,941) $ (2,018,941) $ - Non-Recurring Eliminations Non-Recurring All Funds $ - L - 11 $ - $ - $ - Maricopa County FY 2018 Adopted Budget Library District Staffing by Activity Activity Elected and Statutory officials Mat Access Progs and Outreach Operations Support Support for Municipalities Technology Support Department Total FY 2016 Adopted 1. 00 135. 61 11. 45 2. 67 13. 00 163.73 FY 2017 Revised 1. 00 138. 01 11. 95 2. 77 13. 00 166.73 FY 2017 Forecast 1. 00 137. 67 11. 95 3. 11 13. 00 166.73 FY 2018 Adopted 1. 00 138. 63 11. 90 3. 20 13. 00 167.73 Revised vs Adopted Variance Var % 0.0% 0. 62 0.4% ( 0.05) -0.4% 0. 43 15.5% 0.0% 1.00 0.6% FY 2017 Revised 1. 2. 1. 1. 1. FY 2017 Forecast 1. 2. 1. 1. 1. FY 2018 Adopted 1. 2. 1. 1. 1. Revised vs Adopted Variance Var % 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 1. 00 3.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 0.6% Staffing by Market Range Title Market Range Accountant Accounting Specialist Administrative Supervisor Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Database Administrator Department Facilities Planner Deputy Director - Library Director - Library Executive Assistant Finance Manager Finance Support Supervisor Human Resources Analyst Human Resources Associate Human Resources Manager Human Resources Specialist IT Division Manager IT Services Supervisor Librarian Library Administrator Library Branch Services Supv Library Clerk Library Large Branch Manager Library Page Library Paraprofessional Library Region Manager Library Services Manager Library Small Branch Manager Library Support Services Supv Management Analyst Media Specialist Network Engineer PC/LAN Technician System Administrator Trades Generalist Web Designer/Developer Web Designer/Developer - Sr/Ld Department Total FY 2016 Adopted 1. 00 2. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 30. 00 3. 00 48. 49 11. 00 1. 24 20. 00 7. 00 9. 00 5. 00 1. 00 1. 00 1. 00 6. 00 1. 00 2. 00 1. 00 1. 00 163.73 00 00 00 00 00 - 00 00 00 00 00 - 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 33. 00 2. 00 4. 00 49. 49 9. 00 1. 24 18. 00 5. 00 4. 00 5. 00 6. 00 1. 00 1. 00 1. 00 6. 00 2. 00 2. 00 1. 00 1. 00 166.73 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 33. 00 2. 00 4. 00 49. 49 9. 00 1. 24 18. 00 5. 00 4. 00 5. 00 6. 00 1. 00 1. 00 1. 00 6. 00 2. 00 2. 00 1. 00 1. 00 166.73 00 00 00 00 00 - 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 1. 00 34. 00 2. 00 4. 00 49. 49 9. 00 1. 24 18. 00 5. 00 4. 00 5. 00 6. 00 1. 00 1. 00 1. 00 6. 00 2. 00 2. 00 1. 00 1. 00 167.73 Staffing by Fund Fund 242 Library District Grants 244 Library District Department Total FY 2016 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted 116. 73 1. 00 1. 00 1. 00 47. 00 165. 73 165. 73 163.73 166.73 166.73 0.0% 166. 73 1. 00 0.6% 167.73 1.00 0.6% Library District Grants Fund (242) Non Recurring Non Project Increase of $132,516 in expenditures and revenue for a grant reconciliation. L - 12 Var % - Budget Highlights • Revised vs Adopted Variance Maricopa County FY 2018 Adopted Budget Library District Library District Fund (244) Operating • • • • • • • • Increase of $205,117 in expenditures for Central Service Cost Allocation. Increase of $145,365 in expenditures for other supplies and services. Decrease of $7,065 in expenditures for risk management charges. Increase of $201,273 in expenditures for Personnel Savings. Decrease of $190,516 in revenue for program volume decreases. Increase of $1,226,401 in revenue for property taxes. Increase of $13,096 in revenue for payments in lieu. Increase of $1,164,378 in revenue for other intergovernmental agreements. Library District Capital Improvement (465) Operating • Increase of $29,000 in revenue for a fund transfer. Programs and Activites Public Library Service Program The purpose of the Public Library Service Program is to provide resources, activities and s killed assistance to our customers so they can meet their needs, interests and goals. Activities that comprise this program include: • Public Library Services Public Library Services Activity The purpose of the Public Library Services Activity is to provide skilled assistance/referral, information literacy training, resources and activities to our customers so they can get the information they want in a timely manner and that they may find enjoyment, personal development and cultural enrichment. Mandates: Discretionary services. Measure Measure FY 2016 FY 2017 FY 2017 FY 2018 Type Description Actual Revised Forecast Adopted Rev vs Adopted Variance Var % Result Percent of customers who rate overall library services as excellent. 57.0% 55.0% 55.0% 58.0% 58.0% 58.0% Result Percent of customers who report that the library's collection of books and other materials meets their needs. 84.5% 86.0% 86.0% 86.0% 86.0% 86.0% Result Percent of customers who report they are satisfied with the range of library programs and activities offered. 93% 93.8% 93.8% 93.8% 93.8% 93.8% Output Output Output Output Demand Demand Expenditure Ratio Number of items circulated. Number of programs and activities provided. Number of digital materials accessed. Number of website visits. Number of items requested to be circulated. Number of digital materials requested to be accessed. Total expenditure per item circulated. 7, 121,689 6, 745 1, 536,000 3, 271,794 7, 121,689 1, 536,000 $ 2. 11 7, 700,000 6, 500 1, 400,000 3, 800,000 7, 700,000 1, 400,000 $ 2. 07 7, 700,000 6, 500 1, 400,000 3, 800,000 7, 700,000 1, 400,000 $ 1. 93 6, 900,000 7, 000 2, 200,000 3, 500,000 6, 900,000 2, 200,000 $ 2. 45 ( 800,000) 500 800, 000 ( 300,000) ( 800,000) 800, 000 0. 38 6, 900,000 7, 000 2, 200,000 3, 500,000 6, 900,000 2, 200,000 18.4% Expenditure Ratio Total expenditure per digital material accessed. $ ( 3.70) -32.5% 9. 76 $ 11. 40 $ 10. 64 $ $ 7. 70 $ Revenue TOTAL SOURCES $ 6, 655,204 $ 6, 404,154 $ 6, 359,400 $ 7, 093,604 $ 689, 450 10.8% TOTAL USES $ 14, 995,663 $ 15, 960,498 $ 14, 892,581 $ 16, 937,342 $ 976, 844 6.1% Expenditure Activity Narrative: The Demand for digital access is growing significantly as new materials become available. L - 13 Maricopa County FY 2018 Adopted Budget Library District Revenue Sources and Variance Commentary Property Taxes Beginning in FY 2016 for Tax Year 2015, the Library District secondary property tax no longer assess property valuation based on full cash value, but instead on limited property value and will have a growth cap of 5% on property taxed in the prior year. This change in property tax collections is due to a voter approved Proposition 117 that was approved in 2012. Library District Tax Levy Previously, secondary net assessed values of real and Net personal property had no constitutional limitation on Assessed Tax Rate growth. The Library District Board of Directors chose to Value (per $100 N.A.V.) Tax Levy impose growth limitations similar to those imposed on Fiscal Year (Thousands) 2018 38,251,891 0.0556 21,268,052 the primary levy resulting in a 2% cap annual growth on 2017 36,135,494 0.0556 20,091,335 property taxed in the prior year. The schedule at right lists the secondary net assessed values, tax rates, and secondary property tax levies for the last nine fiscal years, plus the assessed values and tax rates for FY 2018. The tax levy will increase from FY 2017 to FY 2018. The Library District’s property tax rate for FY 2018 will remain flat at $0.0556 per $100 net assessed value. 2016 34,623,670 0.0556 19,250,761 2015 35,079,647 0.0556 19,504,284 2014 32,229,007 0.0438 14,116,305 2013 34,400,456 0.0492 16,925,024 2012 38,760,297 0.0492 19,070,066 2011 49,707,952 0.0412 20,479,676 2010 57,984,052 0.0353 20,468,370 2009 58,303,635 0.0353 20,581,183 The Board of Directors must adopt the Library District’s property tax levy on or before the third Monday in August for the fiscal year that begins on the previous July 1. Real property taxes are paid in arrears in two installments, due October 1 and March 1. 70 $0.0600 60 $0.0500 50 $0.0400 40 $0.0300 30 $0.0200 20 Tax Rate NAV ($ Billions) Net Assessed Value vs. Tax Rate $0.0100 10 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 $- Fiscal Year The FY 2018 budget includes a secondary property tax levy (excluding Salt River Project) of $21,268,052, an increase of $1,176,717 from the FY 2017 Adopted Levy. FY 2018 ADOPTED PROPERTY TAX LEVY AND RATES MARICOPA COUNTY LIBRARY DISTRICT Net Assessed Value Description LIBRARY DISTRICT: FY 2017-18 Adopted FY 2016-17 Adopted FY 2017-18 Variance $ $ SRP Eff. Ass. Val. 38,251,891,249 $ 36,135,494,474 2,116,396,775 $ 758,239,862 $ 734,685,173 23,554,689 $ Total w/SRP Additional Levy of 1-cent Rate 39,010,131,111 $ 36,870,179,647 2,139,951,464 $ L - 14 3,901,013 $ 3,687,018 213,995 $ Tax Rate 0.0556 $ 0.0556 $ Tax Levy 21,268,052 $ 20,091,335 1,176,717 $ SRP PILT 421,581 $ 408,485 13,096 $ Total Levy & SRP PILT 21,689,633 20,499,820 1,189,813 Maricopa County FY 2018 Adopted Budget Library District Levy Limit FY 2018 LIBRARY DISTRICT SECONDARY PROPERTY TAX LEVY vs. SELF-IMPOSED LEVY LIMIT FY 2018 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 29,415,704 0.0769 FY 2018 Secondary Levy (excluding SRP) Secondary Tax Rate (per $100 Assessed Value) $ 21,268,052 0.0556 Amount Under Limit: $ 8,147,652 0.0213 27.7% FY 2018 LIBRARY DISTRICT SECONDARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" TOTAL LEVY FY 2018 "Truth-in-Taxation" Secondary Levy $ 20,541,266 "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) 0.0537 FY 2018 Secondary Levy Secondary Tax Rate (per $100 Assessed Value) $ 21,268,052 0.0556 Amount Under/(Over) "Truth-in-Taxation" Levy $ (726,786) (0.0019) FY 2018 Median Residential Limited Property Value $ 129,376 "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ L - 15 $ 6.95 7.19 (0.24) -3.5% -3.5% Maricopa County FY 2018 Adopted Budget Library District LIBRARY DISTRICT SECONDARY PROPERTY TAX LEVY FY 2018 vs. FY 2017 TAX BILL IMPACT ON MEDIAN HOME FY 2017: Median Residential Full Cash Property Value Secondary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2018: Median Residential Limited Property Value Secondary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) $ $ $ $ 121,100 0.0556 6.73 129,376 0.0556 7.19 $ (0.46) -6.8% Property tax revenue is budgeted in FY 2018 based on prior years' collection trends, rather than on the actual levy amount. The chart below illustrates the estimated collection for FY 2018. Property Tax Collection Analysis Library District FY 2018 Estimated Levy Amount Collections $ 21,268,052 $ 21,076,640 Intergovernmental Revenues Intergovernmental Revenues are amounts received by the Library District from other government or public entities, and i nclude payments in lieu of taxes, grants, and pay ments required by intergovernmental agreements, (IGAs). Intergovernmental Revenues come from a v ariety of sources including the Federal government, local cities and t he State of Arizona. Included in the intergovernmental classification are grant revenues that typically carry restrictions on how they may be expended. Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Salt River Project (SRP) and the Federal government. Although it is a public entity, SRP estimates its net assessed value and makes payments in lieu of property taxes to each taxing jurisdiction based on its property tax rates. L - 16 Rate 99.1% Fiscal SRP Payments Year in Lieu of Taxes 2009 195,719 2010 226,942 2011 269,405 2012 327,394 2013 329,011 2014 296,957 2015 377,686 2016 421,585 2017* 408,485 2018** 421,581 * Forecast ** Budget Maricopa County FY 2018 Adopted Budget Library District Intergovernmental Charges for Service Intergovernmental Charges for Service include a variety of payments from other jurisdictions, usually as required by Intergovernmental Agreements (IGAs) with the District. The table on the next page shows the projected and budgeted intergovernmental revenue, by jurisdiction. Intergovernmental Charges for Service FY 2017 Gilbert, Perry Branch Library $ 3,205,100 Surprise/Hollyhock $ 62,700 Deer Valley Unified School Dist (lease & library services) $ 1,840,300 Gilbert, Southeast Regional Library $ 22,600 City of Goodyear Libray $ TOTAL $ 5,130,700 Fines and Forfeits The District collects fines according to the rates approved by the Board of Directors. The chart to the right illustrates the fines collected from FY 2016, the anticipated amount for FY 2017 and the budget for FY 2018. The Food for Fines program decreased revenue significantly from FY 2016 to FY 2017. Miscellaneous Revenue The Library District classifies miscellaneous revenues as any revenues that do not fall within a more specific revenue category. Examples of miscellaneous revenues include vending receipts, sales of copies, interest earnings, building rental, and donations. Revenues are significantly less than those budgeted for FY 2016 due to a decrease in donations. L - 17 FY 2018 $ 3,448,784 $ 72,988 $ 1,973,844 $ 25,262 $ 774,200 $ 5,520,878 Maricopa County FY 2018 Adopted Budget Library District Appropriated Budget Reconciliations Library District Grants Fund (242) Non Recurring Non Project FY 2017 Adopted Budget Expenditure Revenue $7,000 $7,000 Grants, Donations and Intergovernmental Agreements: Agenda Item Grants: AzLAPR Grant in Aid FY 2017 C-65-17-009-M-00 $25,000 $25,000 Bequest from Duncan Trust C-65-17-002-M-00 $274,285 $379,428 $299,285 $404,428 $299,285 $404,428 $306,285 $411,428 Grants Total Grants, Donations and Intergovernmental Agreements Total FY 2017 Revised Budget Grants, Donations and Intergovernmental Agreements: Agenda Item Grants: AzLAPR Grant in Aid FY 2017 C-65-17-009-M-00 ($25,000) ($25,000) Bequest from Duncan Trust C-65-17-002-M-00 ($274,285) ($379,428) ($6,000) ($6,000) Grant Reconciliation NA Thinking Money Program Grant C-65-16-023-M-00 Grants Total Grants, Donations and Intergovernmental Agreements Total FY 2018 Baseline Budget ($1,000) ($1,000) ($306,285) ($411,428) ($306,285) ($411,428) $0 $0 $132,516 $132,516 $132,516 $132,516 Grants, Donations and Intergovernmental Agreements: Agenda Item Grants: Grant Reconciliation NA Grants Total Grants, Donations and Intergovernmental Agreements Total FY 2018 Adopted Budget Percent Change From Baseline L - 18 $132,516 $132,516 $132,516 $132,516 NA NA Maricopa County FY 2018 Adopted Budget Library District Library District Grants Fund (242) Fund Balance Summary Beginning Spendable Fund Balance $ Actual Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 - $ - $ - $ - $ 118,340 Sources Operating 30,612 - Non-Recurring 25,000 7,000 Total Sources: $ 55,612 $ 7,000 (9,075) $ 411,428 - 419,503 411,428 $ 410,428 132,516 $ 132,516 Uses Operating Non-Recurring - - 55,611 7,000 $ Total Uses: $ 55,611 $ 7,000 $ Structural Balance $ 30,612 $ - $ - $ Accounting Adjustments $ (1) $ - $ - $ $ - $ Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance $ $ - $ L - 19 $ 306,285 105,143 105,143 - 292,088 306,285 $ $ 292,088 132,516 $ (9,075) $ 118,340 118,340 $ $ $ 132,516 118,340 118,340 Maricopa County FY 2018 Adopted Budget Library District Library Distrct Fund (244) Operating Expenditure Revenue FY 2017 Adopted Budget $26,274,950 $26,274,950 FY 2017 Revised Budget $26,274,950 $26,274,950 FY 2018 Baseline Budget $26,274,950 $26,274,950 $0 Base Adjustments: Agenda Item Base Adjustments: Request Over or Under Target NA $2,071,215 Central Service Cost Allocation NA $205,117 Other Supplies and Services NA $145,365 Risk Management Adjustment NA ($7,065) Base Adjustments Total Base Adjustments Total $2,414,632 $0 $2,414,632 $0 Employee Compensation and Benefits: Agenda Item Employee Salary Adjustments: Personnel Savings NA Employee Salary Adjustments Total ($201,273) ($201,273) Employee Compensation and Benefits Total ($201,273) Fees and Other Revenues: Agenda Item Fees and Other Revenues: Program Revenue Volume Increases and Decreases NA Fees and Other Revenues Total ($190,516) - Fees and Other Revenues Total ($190,516) ($190,516) General Revenues: Agenda Item General Revenues: Property Taxes NA $1,226,401 Payments in Lieu NA $13,096 General Revenues Total - General Revenues Total $1,239,497 $1,239,497 Grants, Donations and Intergovernmental Agreements: Agenda Item Intergovernmental Agreements: Other IGA NA Intergovernmental Agreements Total $1,164,378 - Grants, Donations and Intergovernmental Agreements Total $1,164,378 $1,164,378 FY 2018 Adopted Budget Percent Change From Baseline L - 20 $28,488,309 $28,488,309 8.42% 8.42% Maricopa County FY 2018 Adopted Budget Library District Library District Fund (244) Fund Balance Summary Beginning Spendable Fund Balance $ Sources Operating Non-Recurring Total Sources: $ Actual Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 6,068,976 $ 2,018,941 $ 2,018,941 $ 3,792,902 25,643,144 26,274,950 26,274,950 26,322,980 14,445 1,500 1,500 1,500 25,657,589 $ 26,276,450 $ 26,276,450 $ 26,324,480 $ 1,898,312 28,488,309 - $ 28,488,309 Uses Operating Non-Recurring 23,224,050 26,274,950 26,274,950 26,198,629 4,709,677 2,020,441 2,020,441 2,020,441 28,219,070 $ - $ 124,351 $ - $ - $ - $ - $ $ $ 1,898,312 $ $1,898,312 $ 27,933,727 $ Structural Balance $ 2,419,094 $ - $ Accounting Adjustments $ 64 $ - 3,792,902 $ $3,792,902 $ $ - $ Total Uses: Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance 28,295,391 28,488,309 $ 28,295,391 28,488,309 1,898,312 $1,898,312 Library District Capital Improvement Fund (465) Operating Expenditure Revenue FY 2017 Adopted Budget $0 $0 FY 2017 Revised Budget $0 $0 FY 2018 Baseline Budget $0 $0 Non Recurring: Agenda Item Non Recurring: Fund Transfer NA Non Recurring Total $29,000 - $29,000 FY 2018 Adopted Budget $0 $29,000 Percent Change From Baseline NA NA Non Recurring Total $29,000 L - 21 Maricopa County FY 2018 Adopted Budget Library District Library District Capital Improvement (465) Fund Balance Summary Beginning Spendable Fund Balance $ Actual Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 8,949,963 $ 9,223,770 $ 9,223,770 $ 9,647,664 $ 11,680,479 Sources Operating 4,360 Non-Recurring Total Sources: - 693,342 $ 697,702 $ 2,018,941 13,874 - 2,018,941 $ 2,018,941 29,000 2,018,941 2,018,941 $ 2,032,815 $ 29,000 Uses Operating - - - - Non-Recurring - - - - - Total Uses: $ - $ - $ - $ - $ - Structural Balance $ 4,360 $ - $ - $ 13,874 $ 29,000 Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance $ $ 9,647,664 9,647,664 $ $ 11,242,711 11,242,711 L - 22 $ $ 11,242,711 11,242,711 $ $ 11,680,479 11,680,479 $ $ 11,709,479 11,709,479 Maricopa County FY 2018 Adopted Budget Stadium District Stadium District Motion Approve the Stadium District Fiscal Year 2018 Budget in the amount of $10,289,411 by total appropriation for each fund and appropriation unit group for the Stadium District. S-1 Maricopa County FY 2018 Adopted Budget Stadium District S-2 Maricopa County FY 2018 Adopted Budget Stadium District Stadium District Transmittal Letter To: Denny Barney, Chairman, District 1 Steve Chucri, District 2 Steve Gallardo, District 5 Bill Gates, District 3 Clint Hickman, District 4 The FY 2018 expenditure budget for the Stadium District is $10,289,411, a decrease of $850,487 over the FY 2017 R evised Budget. Chase Field is now entering its 20th season of baseball. The District completed Phase VI of the Concrete and Structural Repair project in FY 2017. Phase VII is budgeted at $2,500,000. The Concrete and Structural project will be an ongoing, multi-year effort based on objective findings from the Facility Assessment Study (conducted every two years) and annual observation and investigation. On August 1, 2012, the District issued Revenue Refunding Bonds, Series 2012 in the amount of $25,140,000 (par value) with an interest rate of 2.28%. The District paid $3,405,000 towards the FY 2016 outstanding balance of $12,685,000, leaving a balance of $9,280,000 for FY 2017. The District will pay $3,480,000 towards principal in FY 2018, leaving a balance of $5,800,000. The Bonds are scheduled to be pai d off in June 2019. Car Rental Surcharge Revenue $5,400,000 $5,200,000 $5,000,000 $4,800,000 $4,600,000 $4,400,000 FY 2014 Actual FY 2015 Actual FY 2016 Actual FY 2017 Forecast FY 2018 Adopted In FY 2016, $1,156,679 of excess car rental surcharge revenue was remitted to the Arizona Sports and Tourism Authority (AZSTA). It is expected that excess car rental surcharge revenue will continue to be available for remittance to AZSTA in FY 2017 and 2018. The FY 2018 Stadium District has budgeted revenue of $10,428,722, which is $192,186 (2%) less than FY 2017. I wish to offer my appreciation to the Board of Directors for their support and guidance during the budget development process. I believe this budget is sustainable, responsible, and aligns with the District’s mission. Sincerely, Joy Rich Maricopa County Manager On June 19, 2017, the Stadium District Board of Directors adopted the FY 2018 Budget totaling $10,289,411. There was no change in total expenditures from the Tentative Adopted Budget. S-3 Maricopa County FY 2018 Adopted Budget Stadium District S-4 Maricopa County FY 2018 Adopted Budget Stadium District Stadium District Analysis by Kimberly D. Tolbert, Budget Analyst Summary Mission The mission of the Maricopa County Stadium District is to provide fiscal resources and asset management for the community and visitors to Maricopa County so they can attend Major League Baseball games and other entertainment events in state-of-the-art, well-maintained facilities. Vision Citizens serving citizens by working collaboratively, efficiently, and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Department Specific By June 2018, completion of preventive maintenance will increase by 5% from 80% to 85% of items that are scheduled for the Stadium to maintain the facility for the safety and convenience of the attendees. Status: The routine maintenance items completed on schedule during FY 2017 was 75%. FY 2016 completed the fiscal year at 94%. It is anticipated that the routine maintenance items to be completed for the current fiscal year will come in at approximately 85%. Department Specific By June 2018, the number of District events held at the ballpark will increase by 3% from 148 to 152 non-baseball events. Status: There were 148 non-baseball events held at the ballpark during FY 2016. This represented a 31% increase over the baseline amount of 113 non -baseball events. It is anticipated that the number of non-baseball events for the current fiscal year will be 148 or greater. Department Specific By June, 2018, in accordance with the Booking Manager Contract, the District will see facility revenue at $650,000 for non-baseball events to continue to provide financial resources to fund future capital needs of the stadium and capital improvements to remain a facility that can accommodate future world class national and international sports or championship events. Status: Revenue for FY 2016 was $728,224, which includes a revenue sharing amount of $78,224 over guaranteed payment amount of $650,000. S-5 Maricopa County FY 2018 Adopted Budget Stadium District Consolidated Sources, Uses and Fund Balance by Fund Type Special Revenue Fund Debt Service Fund Capital Projects Fund Beginning Fund Balance $ 11,535,790 $ 4,079,059 $ Sources of Funds Operating Taxes $ 1,061,068 $ 3,702,813 $ Licenses & Permits Charges For Services Miscellaneous 3,722,313 1,157,962 34,000 Other Financing Sources 5,975,343 366 Total Operating Sources $ Non Recurring Other Financing Sources Total Non Recurring Sources $ $ Total Sources $ 5,975,343 $ $ 418,340 5,572 2,154,987 1,564,819 4,143,718 $ Uses of Funds Operating Personal Services Supplies Services Other Financing Uses Capital Outlay Total Operating Uses Non Recurring Supplies Services $ $ Other Financing Uses - 2,458 1,875 $ $ $ $ $ Total Non Recurring Uses $ 2,500,000 2,504,333 $ Total Uses $ 6,648,051 $ $ 1,831,625 $ $ 10,863,082 $ Structural Balance 3,703,179 8,890,812 - Subtotal Eliminations Total $ 24,505,661 $ - $ 24,505,661 $ 4,763,881 $ - $ 4,763,881 750,200 3,722,313 1,157,962 784,566 - 3,722,313 1,157,962 784,566 10,428,722 $ 1,564,819 2,315,019 $ 1,564,819 11,993,541 $ (1,564,819) (1,564,819) $ $ $ 2,500,000 2,500,000 $ $ 2,500,000 2,500,000 $ $ (2,500,000) $ (2,500,000) $ 3,703,179 $ 4,815,019 $ 14,493,541 $ (4,064,819) $ 10,428,722 11,595 3,691,584 3,703,179 $ 3,000 3,000 $ 418,340 5,572 2,169,582 1,564,819 3,691,584 7,849,897 $ $ (1,564,819) (1,564,819) $ 418,340 5,572 2,169,582 3,691,584 6,285,078 2,458 4,001,875 $ - $ 2,458 4,001,875 - 3,703,179 - $ $ 4,000,000 $ $ $ - $ 4,000,000 $ 2,500,000 6,504,333 $ (2,500,000) (2,500,000) $ 4,004,333 $ 4,003,000 $ 14,354,230 $ (4,064,819) $ 10,289,411 $ 2,312,019 $ 4,143,644 $ - $ 4,143,644 $ 9,702,831 $ 24,644,972 $ - $ 24,644,972 Ending Fund Balance Restricted 4,079,059 S-6 Maricopa County FY 2018 Adopted Budget Stadium District Appropriated Expenditures and Other Uses by Fund and Appropriation Unit Group FY 2017 Adopted D680 STADIUM DISTRICT 250 CACTUS LEAGUE OPERATIONS Operating All Appropriations 253 BALLPARK OPERATIONS Non Recurring Non Project Operating All Appropriations 370 STADIUM DISTRICT DEBT SERVICE Operating All Appropriations 450 LONG TERM PROJECT RESERVE Non Recurring Non Project Operating All Appropriations 900 ELIMINATIONS Non Recurring Non Project Operating All Appropriations D680 Total Total Stadium District FY 2017 Revised FY 2018 Adopted Revised vs. Adopted $ $ 1,297,259 1,297,259 $ $ 1,297,259 1,297,259 $ $ 1,039,164 1,039,164 $ $ (258,095) (258,095) $ $ $ 2,504,333 3,104,554 5,608,887 $ $ 3,058,639 3,096,830 6,155,469 $ $ 2,558,639 3,096,830 5,655,469 $ (554,306) 7,724 (546,582) $ $ 3,705,813 3,705,813 $ $ 3,705,813 3,705,813 $ $ 3,703,179 3,703,179 $ $ (2,634) (2,634) $ 4,055,000 3,000 4,058,000 $ 4,055,000 3,000 4,058,000 $ 4,000,000 3,000 4,003,000 $ (55,000) (55,000) (2,555,000) (1,521,643) (4,076,643) 10,639,898 10,639,898 $ (2,555,000) (1,521,643) (4,076,643) 11,139,898 11,139,898 $ (2,500,000) (1,564,819) (4,064,819) 10,289,411 10,289,411 $ $ $ $ $ $ S-7 $ $ $ $ $ $ $ $ $ $ $ $ 55,000 (43,176) 11,824 (850,487) (850,487) Maricopa County FY 2018 Adopted Budget Stadium District Sources and Uses of Funds Sources of Funds $10,428,722 S ales Taxes $ 4,763,881 46% M iscellaneous & Interest $ 784,566 7% P ermits, P atient Rev enue, F ees F ines & C harges $ 4,880,275 47% Uses of Funds $10,289,411 S tadium District $ 10,008,623 97% Indirect S upport $ 229,563 2% Information Technology $ 8,678 0% G eneral O v erhead $ 42,547 1% S-8 Maricopa County FY 2018 Adopted Budget Stadium District Sources and Uses by Activity Activity RCACT - Cactus League Support FY 2016 FY 2017 FY 2017 FY 2018 Actual Revised Forecast Adopted 4,773,053 5,025,204 5,025,522 4,764,247 62,992 34,100 38,007 34,100 GGOV - General Government STOP - Stadium Operations 5,771,720 5,561,604 5,879,376 5,630,375 R Total Sources $ 10,607,765 $ 10,620,908 $ 10,942,905 $ 10,428,722 EBDFS - Budget and Financial Services 56,751 52,065 54,597 79,067 CACT - Cactus League Support Revised vs Adopted Variance (260,957) $ Variance % -5.19% 0.00% 68,771 (192,186) 1.24% -1.81% 27,002 51.86% (260,957) -5.22% 4,869,910 4,997,468 4,992,485 4,736,511 79,504 33,713 34,503 41,516 7,803 23.15% - - - - - 0.00% HRAC - Human Resources 50,660 49,651 44,493 31,892 (17,759) ODIR - Executive Management 87,428 82,487 72,288 87,247 4,760 5.77% 2,135 1,648 2,399 6,662 5,014 304.25% 900 882 879 1,031 149 62,612 50,348 50,933 24,695 (25,653) -50.95% 5,650,971 5,863,692 5,852,562 5,272,112 (591,580) -10.09% 3,068 7,944 5,984 8,678 Total Uses $ 10,863,939 $ 11,139,898 $ 11,111,123 $ 10,289,411 734 (850,487) 9.24% -7.63% CSCA - Central Service Cost Alloc GGOV - General Government PROC - Procurement RISK - Risk Premiums SPPT - Operations Support STOP - Stadium Operations TSPT - Technology Support E $ -35.77% 16.89% Sources and Uses by Category Budget Object FY 2016 Actual FY 2017 Revised FY 2017 Forecast Revised vs Adopted FY 2018 Adopted Variance Variance % RTaxes 4,772,595 5,024,859 5,025,304 4,763,881 (260,978) RLicenses & Permits 3,542,133 3,574,876 3,688,978 3,722,313 147,437 4.12% RCharges For Services 1,443,852 1,236,628 1,425,526 1,157,962 (78,666) -6.36% RInterest Income 63,797 34,445 38,273 34,466 RMiscellaneous 785,388 750,100 764,824 750,100 RTransfers In - - - - Total Sources $ 10,607,765 $ 10,620,908 $ 10,942,905 $ 10,428,722 EPersonal Services ESupplies 408,771 444,985 377,742 21 $ 418,340 -5.19% 0.06% 0.00% N/A (192,186) -1.81% (26,645) -5.99% 1,382 9,353 6,578 8,030 (1,323) -14.15% EOther Services 2,503,249 2,886,831 2,962,556 2,156,107 (730,724) -25.31% ELeases and Rentals 4,254,888 4,090,286 4,063,395 4,008,350 (81,936) -2.00% 5,588 13,350 6,198 7,000 (6,350) -47.57% 33 875 436 - (875) -100.00% ETravel and Transportation EUtilities ETransfers Out - - - - - N/A ECapital Outlay - - - - - N/A EDebt Service 3,690,028 3,694,218 3,694,218 3,691,584 Total Uses $ 10,863,939 $ 11,139,898 $ 11,111,123 $ 10,289,411 S-9 $ (2,634) -0.07% (850,487) -7.63% Maricopa County FY 2018 Adopted Budget Stadium District Sources and Uses by Fund and Appropriation Unit Group FY 2016 FY 2017 FY 2017 FY 2018 Revised vs Adopted Fund / Appropriation Unit Group Actual Revised Forecast Adopted Variance 250 - Cactus League Operations R O PER - Operating 1,304,426 1,333,391 1,336,298 1,075,068 (258,323) Fund 250 Total Sources 1,304,426 1,333,391 1,336,298 1,075,068 (258,323) 253 - Ballpark Operations R O PER - Operating 5,022,493 4,831,504 5,135,500 4,900,275 68,771 Fund 253 Total Sources 5,022,493 4,831,504 5,135,500 4,900,275 68,771 370 - Stadium District Debt Service R O PER - Operating 3,495,099 3,705,813 3,706,131 3,703,179 (2,634) Fund 370 Total Sources 3,495,099 3,705,813 3,706,131 3,703,179 (2,634) 450 - Long Term Project Reserve R O PER - Operating 2,281,127 2,386,021 2,286,619 2,315,019 (71,002) R N RNP - Non Recurring Non Project 2,500,000 2,555,000 2,555,000 2,500,000 (55,000) Fund 450 Total Sources 4,781,127 4,941,021 4,841,619 4,815,019 (126,002) 900 - Eliminations R O PER - Operating (1,495,380) (1,635,821) (1,521,643) (1,564,819) 71,002 (2,500,000) (2,555,000) (2,555,000) (2,500,000) 55,000 R N RNP - Non Recurring Non Project Fund 900 Total Sources (3,995,380) (4,190,821) (4,076,643) (4,064,819) 126,002 Total Sources $ 10,607,765 $ 10,620,908 $ 10,942,905 $ 10,428,722 $ (192,186) 250 - Cactus League Operations E O PER - Operating 1,185,780 1,297,259 1,292,276 1,039,164 (258,095) Fund 250 Total Uses 1,185,780 1,297,259 1,292,276 1,039,164 (258,095) 253 - Ballpark Operations E O PER - Operating 3,246,230 3,211,008 3,073,038 3,104,554 (106,454) E N RNP - Non Recurring Non Project 2,500,000 3,058,639 3,058,639 2,504,333 (554,306) Fund 253 Total Uses 5,746,230 6,269,647 6,131,677 5,608,887 (660,760) 370 - Stadium District Debt Service E O PER - Operating 3,691,378 3,705,813 3,705,813 3,703,179 (2,634) Fund 370 Total Uses 3,691,378 3,705,813 3,705,813 3,703,179 (2,634) 450 - Long Term Project Reserve E O PER - Operating 2,500 3,000 3,000 3,000 E N RNP - Non Recurring Non Project 4,233,431 4,055,000 4,055,000 4,000,000 (55,000) Fund 450 Total Uses 4,235,931 4,058,000 4,058,000 4,003,000 (55,000) 900 - Eliminations E O PER - Operating (1,495,380) (1,635,821) (1,521,643) (1,564,819) 71,002 E N RNP - Non Recurring Non Project (2,500,000) (2,555,000) (2,555,000) (2,500,000) 55,000 Fund 900 Total Uses (3,995,380) (4,190,821) (4,076,643) (4,064,819) 126,002 Total Uses $ 10,863,939 $ 11,139,898 $ 11,111,123 $ 10,289,411 $ (850,487) S - 10 Variance % -19.37% -19.37% 1.42% 1.42% -0.07% -0.07% -2.98% -2.15% -2.55% -4.34% -2.15% -3.01% -1.81% -19.90% -19.90% -3.32% -18.12% -10.54% -0.07% -0.07% 0.00% -1.36% -1.36% -4.34% -2.15% -3.01% -7.63% Maricopa County FY 2018 Adopted Budget Stadium District Fund Transfers In FY 2017 Adopted Fund / Appropriation Unit / Transfer FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Capital Projects $ 4,076,643 $ 4,076,643 $ 4,076,643 $ 4,064,819 Operating Non-Recurring $ $ 1,521,643 $ 2,555,000 $ 1,521,643 $ 2,555,000 $ 1,521,643 $ 2,555,000 $ 1,564,819 2,500,000 450 - Long Term Project Reserve Operating Non-Recurring $ $ $ 4,076,643 $ 1,521,643 $ 2,555,000 $ 4,076,643 $ 1,521,643 $ 2,555,000 $ 4,076,643 $ 1,521,643 $ 2,555,000 $ 4,064,819 1,564,819 2,500,000 Total Before Eliminations $ 4,076,643 $ 4,076,643 $ 4,076,643 $ 4,064,819 $ $ 1,521,643 $ 2,555,000 $ 1,521,643 $ 2,555,000 $ 1,521,643 $ 2,555,000 $ 1,564,819 2,500,000 $ (4,076,643) $ (4,076,643) $ (4,076,643) $ (4,064,819) $ $ (1,521,643) $ (2,555,000) $ (1,521,643) $ (2,555,000) $ (1,521,643) $ (2,555,000) $ (1,564,819) (2,500,000) Operating Non-Recurring Eliminations Operating Non-Recurring All Funds $ - S - 11 $ - $ - $ - Maricopa County FY 2018 Adopted Budget Stadium District Fund Transfers Out FY 2017 Adopted Fund / Appropriation Unit / Transfer FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Special Revenue $ 4,076,643 $ 4,076,643 $ 4,076,643 $ 4,064,819 Operating Non-Recurring $ $ 1,521,643 $ 2,555,000 $ 1,521,643 $ 2,555,000 $ 1,521,643 $ 2,555,000 $ 1,564,819 2,500,000 253 - Ballpark Oerations Operating Non-Recurring $ $ $ 4,076,643 $ 1,521,643 $ 2,555,000 $ 4,076,643 $ 1,521,643 $ 2,555,000 $ 4,076,643 $ 1,521,643 $ 2,555,000 $ 4,064,819 1,564,819 2,500,000 Total Before Eliminations $ 4,076,643 $ 4,076,643 $ 4,076,643 $ 4,064,819 $ $ 1,521,643 $ 2,555,000 $ 1,521,643 $ 2,555,000 $ 1,521,643 $ 2,555,000 $ 1,564,819 2,500,000 $ (4,076,643) $ (4,076,643) $ (4,076,643) $ (4,064,819) $ $ (1,521,643) $ (2,555,000) $ (1,521,643) $ (2,555,000) $ (1,521,643) $ (2,555,000) $ (1,564,819) (2,500,000) Operating Non-Recurring Eliminations Operating Non-Recurring All Funds $ - $ - $ - $ - Staffing by Activity Activity Budget and Financial Services Cactus League Support Executive Management Human Resources Operations Support Procurement Stadium Operations Department Total FY 2016 Adopted 0. 70 0. 50 0. 55 0. 85 0. 05 2. 35 5.00 FY 2017 Revised 0. 70 0. 50 0. 55 0. 85 0. 05 2. 35 5.00 FY 2017 Forecast 0. 70 0. 50 0. 55 0. 85 0. 05 2. 35 5.00 FY 2018 Adopted 0. 0. 0. 0. 0. 0. 2. 85 10 45 25 15 05 65 4.50 Revised vs Adopted Variance Var % 0. 15 21.4% 0. 10 N/A ( 0.05) -10.0% ( 0.30) -54.5% ( 0.70) -82.4% 0.0% 0. 30 12.8% (.50) -10.0% FY 2017 Revised 1. 00 1. 00 1. 00 1. 00 1. 00 5.00 FY 2017 Forecast 1. 00 1. 00 1. 00 1. 00 1. 00 5.00 FY 2018 Adopted 1. 00 1. 00 1. 00 0. 50 1. 00 4.50 Revised vs Adopted Variance Var % 0.0% N/A 0.0% 0.0% ( 0.50) -50.0% 0.0% (.50) -10.0% Staffing by Market Range Title Market Range Director - Stadium District Executive Assistant Facil Capital Project Mgr Finance/Business Analyst Management Assistant Office Assistant Department Total FY 2016 Adopted 1. 1. 1. 1. 00 00 00 00 1. 00 5.00 S - 12 Maricopa County FY 2018 Adopted Budget Stadium District Staffing by Fund Fund FY 2016 FY 2017 FY 2017 FY 2018 Adopted Revised Forecast Adopted 250 Cactus League Operations 253 Ballpark Operations Department Total Revised vs Adopted Variance Var % - - - 0. 10 0. 10 N/A 5. 00 5. 00 5. 00 4. 40 ( 0.60) -12.0% 5.00 5.00 5.00 4.50 (.50) -10.0% Budget Highlights Cactus League Operations Fund (250) Operating • • Increase Internal Service Charges by $228 for the impact of the changes in central service cost allocation. Decrease revenue and expenditure by $258,323 for under baseline budget submission. Ballpark Operations Fund (253) Operating • • • Increase Internal Service Charges by $7,575 for the impact of the changes in central service cost allocation. Increase Internal Service Charges by $149 for the impact of the changes in risk management charges. Increase Revenue by $68,771 for the impact of additional payments from the Arizona Diamondbacks in compliance with multiple agreements and changes in other charges for services. Ballpark Operations Fund (253) Non Recurring Non Project • • Increase Transfer Out by $2,500,000 to the Long Term Project Reserve Fund (450) Non Recurring Non Project for major maintenance concrete repairs. Increase Supplies-Allocation In by $4,333 for RDSA for System Tools, Desktop and GIS ETL Automation Tool Licensing. Stadium District Debt Service (370) Operating • • Decrease Revenue by $2,634 for the impact of changes in Car Rental Surcharge in FY 2018. Decrease Debt Service expenditures by $2,634 in FY 2018. Long Term Project Reserve Fund (450) Operating • Increase Transfer In revenue by $43,176. Long Term Project Reserve Fund (450) Non Recurring Non Project • • Increase Transfer In by $2,500,000 from Ballpark Operations Fund ( 253) Non Recurring Non Project. Increase expenditures by $4,000,000 for Phase VII of the Concrete and Structural Repair project. Eliminations Fund (900) Operating • Decrease revenue and expenditures by $43,176 to eliminate transfers between Ballpark Operations Fund (253) and Long Term Project Reserve Fund (450). Eliminations Fund (900) Non Recurring Non Project • Decrease revenue and expenditures by $2,500,000 to eliminate transfers between Ballpark Operations Fund (253) and Long Term Project Reserve Fund (450). S - 13 Maricopa County FY 2018 Adopted Budget Stadium District Programs and Activities Stadium District Program The purpose of the Stadium District Program is to provide facilities and events to communities, residents and visitors so they can enjoy the benefits of baseball games and other events. Activities that comprise this program include: • • Cactus League Support Stadium Operations Cactus League Support Activity The purpose of the Cactus League Activity is to provide spring training facilities to Maricopa County communities so they can enjoy the economic benefit resulting from games and events. Mandates: Mandated by A.R.S 48-4204 which states, “From the taxes and surcharges levied pursuant to article 2 of this chapter for use with respect to major league baseball spring training, the district may acquire land and construct, finance, furnish, maintain, improve, operate, market and promote the use of existing or proposed major league baseball spring training facilities or stadiums and other structures, utilities, roads, parking areas or buildings necessary for full use of the training facilities or stadiums for sports and other purposes and do all things necessary or convenient to accomplish those purposes. The board shall require that any project undertaken by the district include financial participation from the county or municipality in which the project is located, from a private party or from any combination of these entities which equals or exceeds one-half of the amount to be ex pended or distributed by the district…” Measure Type Result Output Demand Expenditure Ratio Measure Description Percent change in economic benefit from Cactus League over prior year. FY 2016 Actual Number of existing spring training facilities in Maricopa County for the current Fiscal Year. Number of existing and planned spring training facilities for the current Fiscal Year. FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Rev vs Adopted Variance Var % 5.0% 5.0% 5.0% 5.0% 0.0% 0.0% 10 10 10 10 - 0.0% 10 10 10 10 - 0.0% Cost per existing spring training facility in Maricopa County for the current fiscal year. $ 486,991.00 $ 499,746.80 $ 499,248.50 $ 473,651.10 $ (26,095.70) -5.5% TOTAL SOURCES $ 4,773,053 $ 5,025,204 $ 5,025,522 $ 4,764,247 $ (260,957) -5.5% TOTAL USES $ 4,869,910 $ 4,997,468 $ 4,992,485 $ 4,736,511 $ (260,957) -5.5% Revenue Expenditure Activity Narrative: The annual cost per spring training facility decreased in FY 2018 due to an increase in excess Car Rental Surcharge that was remitted to the Arizona Sports and Tourism Authority (AZSTA). The payment to AZSTA in FY 2017, in accordance with the intergovernmental agreement was $829,503. The debt service payment increased due to the net effect of an increase in principal and decrease in interest payments. Revenue collected for the Car Rental Surcharge is expected to be less in FY 2018 based on trend analysis. Stadium Operations Activity The purpose of the Stadium Operations Activity is to provide Stadium events, capital improvement projects and a well-maintained facility to attendees so they can attend and enjoy events in an up-to-date well maintained facility. Mandates: Mandated by A.R.S 48-4204 which states, “From the taxes and surcharges levied pursuant to article 2 of this chapter for use with respect to major league baseball spring training, the district may acquire land and construct, finance, furnish, maintain, improve, operate, market and promote the use of S - 14 Maricopa County FY 2018 Adopted Budget Stadium District existing or proposed major league baseball spring training facilities or stadiums and other structures, utilities, roads, parking areas or buildings necessary for full use of the training facilities or stadiums for sports and other purposes and do all things necessary or convenient to accomplish those purposes. The board shall require that any project undertaken by the district include financial participation from the county or municipality in which the project is located, from a private party or from any combination of these entities which equals or exceeds one-half of the amount to be ex pended or distributed by the district…” Measure Type Result Measure Description Percent of routine maintenance items completed on schedule during current Fiscal Year. Result Percent of event attendees reporting that they are satisfied with facility during the current Fiscal Year. Output Demand Expenditure Ratio FY 2016 Actual Number of attendees at all events for the current Fiscal Year. Number of expected attendees at events for the current Fiscal Year. FY 2017 Revised FY 2017 Forecast FY 2018 Adopted Rev vs Adopted Variance Var % 71.8% 85.0% 71.8% 100.0% 15.0% 15.0% 74.1% 77.4% 74.1% 83.7% 6.3% 7.5% 1,990,949 2,134,378 1,990,949 2,134,378 - 0.0% 2,209,626 2,137,378 2,209,626 2,280,400 143,022 6.3% Cost per attendee for the current Fiscal Year. $ 2.84 $ 2.75 $ 2.94 $ 2.47 $ TOTAL SOURCES $ 5,771,720 $ 5,561,604 $ 5,879,375 $ 5,630,375 $ 68,771 TOTAL USES $ 5,650,971 $ 5,863,692 $ 5,852,562 $ 5,272,112 $ (591,580) (0.28) -11.2% Revenue 1.2% Expenditure -11.2% Activity Narrative: It is estimated that there will be an increase in routine maintenance items completed on time. The number of expected attendees at events for the current fiscal year is predicted to increase. The results of the survey that was conducted in 2016 by the Arizona Diamondbacks showed that customer satisfaction slightly decreased from 77.4% to 74.1%. FY 2018 License and Permit revenue increased due to additional payments from the Arizona Diamondbacks in compliance with multiple agreements. A reduction in one-time Attorney and Legal Fees results in a reduction in expenditures. Revenue Sources and Variance Commentary Special Sales Tax Stadium District Car Rental The Car Rental Surcharge established by A.R.S. §48-4234 is used to Surcharge repay Stadium District Revenue Bonds for Chase Field or the Cactus Annual Fiscal Growth League and to fund Cactus League operations. A ny net revenue is Collections Year Rate transferred to the Arizona Sports and Tourism Authority (AZSTA) 2008-09 5,304,565 -13.5% according to an intergovernmental agreement. Pursuant to A.R.S. §482009-10 4,668,705 -12.0% 4234, the District may set the car rental surcharge at $2.50 for each 2010-11 4,989,933 6.9% lease or rental of a motor vehicle, licensed for hire for less than one year 2011-12 5,192,003 4.0% and designed to carry fewer than 15 passengers, regardless of whether 2012-13 5,217,452 0.5% such vehicle is licensed in the State of Arizona. The District Board of 2013-14 5,394,707 3.4% Directors initially levied a c ar rental surcharge at a rate of $1.50 2014-15 4,915,704 -8.9% 4,772,596 -2.9% beginning in January 1992. The District Board of Directors increased 2015-16 2016-17* 5,025,277 5.3% the surcharge to $2.50, the maximum amount permitted by Statute, in 2017-18** 4,763,881 -5.2% January 1993. Licenses and Permits * Forecasted ** Recommended The Stadium District receives revenue for naming rights, intellectual property rights and commissions on suite rental which it classifies as License and Permit revenue. In addition, there are receipts under agreement with the Arizona Diamondbacks baseball organization that fall into this category. S - 15 Maricopa County FY 2018 Adopted Budget Stadium District Other Charges for Service The Stadium District classifies revenues from the booking manager for events, parking charges, and reimbursements for security services as Other Charges for Service. The Stadium District also receives a fee from Northwind related to the utilization of the District’s cooling system which is included as Other Charges for Service. Miscellaneous Revenue The Stadium District classifies Miscellaneous Revenues as any revenues that do not fall within a more specific revenue category. Examples of Miscellaneous revenues include certain receipts from the agreements with the Arizona Diamondbacks baseball organization and interest earnings. Other Financing Sources Other Financing Sources are solely comprised of Fund Transfers In. Fund Transfers Revenue is transferred between the Stadium District funds to provide resources for operations and capital improvements. Under an intergovernmental agreement with the Arizona Sports and Tourism Authority (AZSTA), the District transfers any remaining revenue after debt payments, required reserves, and operations from the Stadium District Debt Service Fund (370) to the Cactus League Operations Fund (250). The remaining revenue is then sent to the AZSTA to be used for Cactus League purposes. Additionally each year, half the net revenue from the Ballpark Operations Fund (253) is transferred to the Long Term Project Reserve Fund (450). These transfers are made as required under the agreements with the baseball team. The funds are utilized to maintain and improve the facility. In addition, transfers from the Stadium District Ballpark Operations Fund (253) to the Stadium District Debt Service Fund (370) will be m ade for repayment of loans used for projects and renovations. For further detail on Fund Transfers, refer to the Fund Transfer section earlier in this document. Fund Balance Summary and Variance Commentary Fund Balance Summary The following schedule lists the estimated beginning fund balances, projected revenues and expenditures for the upcoming fiscal year, as well as resulting estimated fund balances at the end of FY 2018. “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. S - 16 Maricopa County FY 2018 Adopted Budget Stadium District Cactus League Operations (250) Fund Balance Summary Actual Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Beginning Spendable Fund Balance $ 4,640,699 $ 4,679,582 $ 4,679,582 $ Sources Operating Total Sources: $ 1,304,426 1,304,426 $ 1,333,391 1,333,391 $ 1,333,391 1,333,391 $ Uses Operating 1,185,780 1,297,259 4,759,344 $ 4,803,366 $ 1,075,068 1,075,068 1,336,298 1,336,298 1,292,276 1,297,259 1,039,164 Total Uses: $ 1,185,780 $ 1,297,259 $ 1,297,259 $ 1,292,276 $ 1,039,164 Structural Balance $ 118,646 $ 36,132 $ 36,132 $ 44,022 $ 35,904 Accounting Adjustments $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance $ $ (1) $ 4,759,344 4,759,344 $ $ 4,715,714 4,715,714 $ $ 4,715,714 4,715,714 $ $ 4,803,366 4,803,366 $ $ 4,839,270 4,839,270 Ballpark Operations (253) Fund Balance Summary Beginning Spendable Fund Balance $ Sources Operating Total Sources: Actual Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 8,452,339 $ 5,022,493 $ Uses Operating Non-Recurring 5,022,493 7,665,550 $ 4,831,504 $ 4,831,504 7,665,550 $ 4,831,504 $ 5,135,500 4,831,504 $ 7,728,601 $ 5,135,500 3,246,230 3,096,830 3,211,008 3,073,038 2,500,000 2,558,639 3,058,639 3,058,639 6,732,424 4,900,275 $ 4,900,275 3,104,554 2,504,333 Total Uses: $ 5,746,230 $ 5,655,469 $ 6,269,647 $ 6,131,677 $ 5,608,887 Structural Balance $ 1,776,263 $ 1,734,674 $ 1,620,496 $ 2,062,462 $ 1,795,721 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance $ $ (1) $ 7,728,601 7,728,601 $ $ 6,841,585 6,841,585 S - 17 $ $ $ 6,227,407 6,227,407 $ $ $ 6,732,424 6,732,424 $ $ $ 6,023,812 6,023,812 Maricopa County FY 2018 Adopted Budget Stadium District Stadium District Debt Service (370) Fund Balance Summary Actual Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 Beginning Spendable Fund Balance $ 4,275,019 $ 4,275,051 $ 4,275,051 $ Sources Operating Total Sources: $ 3,495,099 3,495,099 $ 3,705,813 3,705,813 $ 3,705,813 3,705,813 $ Uses Operating 3,691,378 $ Structural Balance $ Accounting Adjustments $ 1 $ $ 4,078,741 4,078,741 $ Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance $ 3,691,378 3,705,813 Total Uses: $ 3,705,813 (196,279) $ $ 3,705,813 $ 4,079,059 $ 3,703,179 3,703,179 3,706,131 3,706,131 3,705,813 3,705,813 $ 4,078,741 3,703,179 $ 3,705,813 $ 3,703,179 - $ - $ 318 $ - - $ - $ - $ - 4,275,051 4,275,051 $ $ 4,275,051 4,275,051 $ $ 4,079,059 4,079,059 $ $ 4,079,059 4,079,059 Long Term Project Reserve (450) Fund Balance Summary Beginning Spendable Fund Balance $ Sources Operating Non-Recurring Total Sources: $ Uses Operating Non-Recurring Actual Adopted Revised Forecast Adopted FY 2016 FY 2017 FY 2017 FY 2017 FY 2018 7,561,995 $ 7,995,979 $ 7,995,979 $ 8,107,193 2,281,127 2,271,843 2,386,021 2,286,619 2,500,000 2,555,000 2,555,000 2,555,000 4,781,127 $ 4,826,843 $ 4,941,021 $ 4,841,619 $ 8,890,812 2,315,019 2,500,000 $ 4,815,019 2,500 3,000 3,000 3,000 3,000 4,233,431 4,055,000 4,055,000 4,055,000 4,000,000 Total Uses: $ 4,235,931 $ 4,058,000 $ 4,058,000 $ 4,058,000 $ 4,003,000 Structural Balance $ 2,278,627 $ 2,268,843 $ 2,383,021 $ 2,283,619 $ 2,312,019 Accounting Adjustments $ 2 $ $ 8,107,193 8,107,193 $ Ending Spendable Fund Balance: Restricted Committed Assigned Unassigned Total Ending Spendable Fund Balance $ $ 8,764,822 8,764,822 S - 18 $ $ $ 8,879,000 8,879,000 $ $ $ 8,890,812 8,890,812 $ $ $ 9,702,831 9,702,831 Maricopa County FY 2018 Adopted Budget Stadium District Appropriated Budget Reconciliations Cactus League Operations Fund (250) Operating Expenditure Revenue FY 2017 Adopted Budget $1,297,259 $1,333,391 FY 2017 Revised Budget $1,297,259 $1,333,391 FY 2018 Baseline Budget $1,297,259 $1,333,391 Base Adjustments: Base Adjustments: Agenda Item Central Service Cost Allocation NA $228 Request Over or Under Target NA ($258,323) Base Adjustments Total ($258,095) Base Adjustments Total ($258,095) Fees and Other Revenues: Fees and Other Revenues: Agenda Item Program Revenue Volume Increases and Decreases NA Fees and Other Revenues Total Fees and Other Revenues Total FY 2018 Adopted Budget Percent Change From Baseline S - 19 $0 ($258,323) $0 ($258,323) $0 ($258,323) $1,039,164 $1,075,068 -19.9% -19.37% Maricopa County FY 2018 Adopted Budget Stadium District Ballpark Operations Fund (253) Operating FY 2017 Adopted Budget Base Adjustments: Base Adjustments: Expenditure Revenue $3,096,830 $4,831,504 Agenda Item FY17 Budget Adjustment for Stadium District C-68-17-006-M-00 Base Adjustments Total $114,178 $114,178 Base Adjustments Total $114,178 FY 2017 Revised Budget $3,211,008 Base Adjustments: Base Adjustments: $4,831,504 Agenda Item FY17 Budget Adjustment for Stadium District C-68-17-006-M-00 Base Adjustments Total ($114,178) ($114,178) Base Adjustments Total ($114,178) FY 2018 Baseline Budget $3,096,830 Base Adjustments: Base Adjustments: $4,831,504 Agenda Item Central Service Cost Allocation NA Risk Management Adjustment NA Base Adjustments Total $7,575 $149 $7,724 Base Adjustments Total $7,724 Fees and Other Revenues: Fees and Other Revenues: Agenda Item Program Revenue Volume Increases and Decreases NA Fees and Other Revenues Total $68,771 - $68,771 $3,104,554 $4,900,275 0.25% 1.42% Fees and Other Revenues Total $68,771 FY 2018 Adopted Budget Percent Change From Baseline S - 20 Maricopa County FY 2018 Adopted Budget Stadium District Ballpark Operations Fund (253) (continued) Non Recurring Non Project Expenditure FY 2017 Adopted Budget $2,558,639 Non Recurring: Non Recurring: Agenda Item Stadium District Budget Adjustment for Legal Fees C-68-17-005-M-00 Non Recurring Total $500,000 $500,000 Non Recurring Total $500,000 FY 2017 Revised Budget $3,058,639 Information and Communications Technology: Technology Non-Project: Agenda Item Other IT Non Recurring NA Technology Non-Project Total ($3,639) ($3,639) Information and Communications Technology Total ($3,639) Non Recurring: Non Recurring: Agenda Item Other Non Recurring NA Stadium District Budget Adjustment for Legal Fees C-68-17-005-M-00 Non Recurring Total ($2,555,000) ($500,000) ($3,055,000) Non Recurring Total ($3,055,000) FY 2018 Baseline Budget $0 Base Adjustments: Base Adjustments: Agenda Item Stadium Operating Fund Transfer to or from Debt Service NA Base Adjustments Total $2,500,000 $2,500,000 Base Adjustments Total $2,500,000 Reallocations: Reallocations: Agenda Item Allocation of Overhead NA Reallocations Total $4,333 $4,333 Reallocations Total $4,333 FY 2018 Adopted Budget $2,504,333 S - 21 Revenue Maricopa County FY 2018 Adopted Budget Stadium District Stadium District Debt Service Fund (370) Operating Expenditure Revenue FY 2017 Adopted Budget $3,705,813 $3,705,813 FY 2017 Revised Budget $3,705,813 $3,705,813 FY 2018 Baseline Budget $3,705,813 $3,705,813 Base Adjustments: Base Adjustments: Agenda Item Debt Service NA Base Adjustments Total ($2,634) ($2,634) Base Adjustments Total ($2,634) Fees and Other Revenues: Fees and Other Revenues: Agenda Item Program Revenue Volume Increases and Decreases NA Fees and Other Revenues Total ($2,634) - ($2,634) $3,703,179 $3,703,179 -0.07% -0.07% Expenditure Revenue $3,000 $2,271,843 Fees and Other Revenues Total ($2,634) FY 2018 Adopted Budget Percent Change From Baseline Long Term Project Reserve Fund (450) Operating FY 2017 Adopted Budget Base Adjustments: Base Adjustments: Agenda Item FY17 Budget Adjustment for Stadium District C-68-17-006-M-00 $114,178 Base Adjustments Total $114,178 Base Adjustments Total $114,178 FY 2017 Revised Budget $3,000 Base Adjustments: Base Adjustments: $2,386,021 Agenda Item FY17 Budget Adjustment for Stadium District C-68-17-006-M-00 ($114,178) Base Adjustments Total ($114,178) Base Adjustments Total ($114,178) FY 2018 Baseline Budget $3,000 Fees and Other Revenues: Fees and Other Revenues: $2,271,843 Agenda Item Program Revenue Volume Increases and Decreases NA $43,176 Fees and Other Revenues Total $43,176 Fees and Other Revenues Total $43,176 FY 2018 Adopted Budget Percent Change From Baseline S - 22 $3,000 $2,315,019 0% 1.9% Maricopa County FY 2018 Adopted Budget Stadium District Long Term Project Reserve Fund (450) (continued) Non Recurring Non Project Expenditure Revenue FY 2017 Adopted Budget $4,055,000 $2,555,000 FY 2017 Revised Budget $4,055,000 $2,555,000 ($4,055,000) ($2,555,000) ($4,055,000) ($2,555,000) ($4,055,000) ($2,555,000) $0 $0 $4,000,000 $2,500,000 $4,000,000 $2,500,000 Non Recurring: Non Recurring: Agenda Item Other Non Recurring NA Non Recurring Total Non Recurring Total FY 2018 Baseline Budget Non Recurring: Non Recurring: Agenda Item Other Non Recurring NA Non Recurring Total Non Recurring Total FY 2018 Adopted Budget S - 23 $4,000,000 $2,500,000 $4,000,000 $2,500,000 Maricopa County FY 2018 Adopted Budget Stadium District Eliminations Fund (900) Operating Expenditure Revenue FY 2017 Adopted Budget ($1,521,643) ($1,521,643) ($114,178) ($114,178) ($114,178) ($114,178) Base Adjustments: Base Adjustments: Agenda Item FY17 Budget Adjustment for Stadium District C-68-17-006-M-00 Base Adjustments Total Base Adjustments Total FY 2017 Revised Budget Base Adjustments: Base Adjustments: ($114,178) ($114,178) ($1,635,821) ($1,635,821) $114,178 $114,178 $114,178 $114,178 Agenda Item FY17 Budget Adjustment for Stadium District C-68-17-006-M-00 Base Adjustments Total Base Adjustments Total FY 2018 Baseline Budget Base Adjustments: Base Adjustments: $114,178 $114,178 ($1,521,643) ($1,521,643) ($43,176) ($43,176) ($43,176) ($43,176) Agenda Item Request Over or Under Target NA Base Adjustments Total Base Adjustments Total FY 2018 Adopted Budget Percent Change From Baseline ($43,176) ($43,176) ($1,564,819) ($1,564,819) 2.84% 2.84% Non Recurring Non Project Expenditure Revenue FY 2017 Adopted Budget ($2,555,000) ($2,555,000) FY 2017 Revised Budget ($2,555,000) ($2,555,000) $2,555,000 $2,555,000 $2,555,000 $2,555,000 $2,555,000 $2,555,000 $0 $0 ($2,500,000) ($2,500,000) ($2,500,000) ($2,500,000) Non Recurring: Non Recurring: Agenda Item Other Non Recurring NA Non Recurring Total Non Recurring Total FY 2018 Baseline Budget Non Recurring: Non Recurring: Agenda Item Other Non Recurring NA Non Recurring Total Non Recurring Total FY 2018 Adopted Budget S - 24 ($2,500,000) ($2,500,000) ($2,500,000) ($2,500,000) Maricopa County FY 2018 Adopted Budget Stadium District Debt Service The Stadium District was formed through action of the Maricopa County Board of Supervisors in September 1991 pursuant to A.R.S., Title 48, Chapter 26. The Stadium District has two purposes: • To oversee the operation and maintenance of Chase Field, a Major League Baseball stadium, and; • Enhance and promote Major League Baseball spring training in the County through the development of new, and the improvement of existing, baseball training facilities. To accomplish these purposes, the Stadium District possesses the statutory authority to issue special obligation bonds to provide financial assistance for the development and improvement of baseball training facilities located within the County. Debt Issuance History The Stadium District has used debt financing for many years to finance capital projects. The following chart illustrates the amount of debt, as well as categories of outstanding debt for the fiscal year ended June 30, 2016. LONG-TERM LIABILITIES All Categories of Debt Maricopa County Stadium District As of June 30, 2016 Year Ending June 30 2012 2013 2014 2015 2016 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: Stadium District revenue bonds $ $ 6,906,857 Stadium District loans payable Total governmental activities 30,945,000 $ 37,851,857 $ 22,440,000 $ 19,260,000 $ 16,010,000 5,706,857 - - 28,146,857 $ 19,260,000 $ 16,010,000 $ 12,685,000 - $ 12,685,000 Stadium District 2012 Revenue Refunding Bonds are special obligations of the District, which were privately placed and not subject to bond rating. The bonds are payable solely from pledged revenues, consisting of car rental surcharges levied and collected by the District pursuant to A.R.S., Title 48, Chapter 26, Article 2, §48-4234. The bonds do not constitute a debt or a pledge of the faith or credit of Maricopa County, the State of Arizona, or any other political subdivision. The payment of the bonds is enforceable solely out of the pledged revenues, and no owner shall have any right to compel any exercise of taxing power of the District, except for surcharges. The Stadium District has pledged future auto rental surcharge revenues to repay the Revenue Refunding Bonds of $12,685,000. Proceeds from the bond issuance provided financing to refund previously issued bonded debt for the construction of Cactus League facilities. The bond is payable through 2019. The following table illustrates the existing debt service for the outstanding Stadium District Revenue Bonds. S - 25 Maricopa County FY 2018 Adopted Budget Stadium District DEBT SERVICE REQUIREMENTS TO MATURITY Stadium District Revenue Bonds Maricopa County, Arizona As of June 30, 2016 Year Ending June 30 2017 Principal $ Interest 3,405,000 $ 289,218 Total Debt Service $ 3,694,218 2018 3, 480,000 211,584 3,691,584 2019 Total 5, 800,000 12,685,000 132,240 633,042 5,932,240 $ 13,318,042 $ $ S - 26 Maricopa County FY 2018 Adopted Budget Improvement Districts Improvement Districts Motion Pursuant to ARS §48-954, approve the Fiscal Year 2018 Budgets for the County Improvement Districts per the FY 2018 Budget Schedules entitled “Direct Assessment Special Districts” and “Street Lighting Improvement Districts.” I-1 Maricopa County FY 2018 Adopted Budget Improvement Districts Direct Assessment Special Districts Dist. # K-91 District Name Queen Creek Water Improv Levy Purpose Bond Interest Bond redemption K-109 Plymouth Street Estimated Expenditures FY 2017 FY 2017 Budget FY 2018 Budget Request FY 2018 Direct Assessment Less Available Funds 73 16.6 8.6 0 9 1,017 516.8 352.7 0 353 1,090 533.4 361.3 0 362 Bond Interest 1,440 1,751.6 272.0 0 272 Bond redemption 7,298 13,623.8 6,812.0 0 6,812 8,738 15,375.4 7,084.0 0 7,084 28795 Circle City Community Park General 13,800 13,800 13,800 0 13,800 28529 Estrella Dells General 100,000 100,000 100,000 0 100,000 28793 Queen Creek Water Improv General Subtotal Total $ 10,900 10,900 10,900 0 10,900 124,700 124,700 124,700 0 124,700 134,528 $ 140,609 $ 132,145 $ I-2 - $ 132,146 Maricopa County FY 2018 Adopted Budget Improvement Districts Street Lighting Improvement Districts MARICOPA COUNTY STREET LIGHTING IMPROVEMENT DISTRICT LEVIES SECONDARY ROLL FISCAL YEAR 2018 Dist # 13001 13003 13005 13010 13051 13056 13057 13059 13069 13070 13072 13075 13078 13079 13103 13107 13109 13121 13122 13128 13132 13147 13169 13176 13177 13178 13184 13188 13191 13203 13210 13219 13220 13221 13223 13226 13228 13247 13248 13263 Description Sun City 38B Sunrise Unit 5 Ph 2 Golden West 2 Empire Gardens 2 Towne Meadows The Vineyards of Mesa Clark Acres Country Meadows 9 Sun Lakes 09 Camelot Golf Club Est. 1 Desert Sands Golf & CC 3 Litchfield Park 19 Sunrise Meadows 1 Estate Ranchos Desert Foothills Est 5 Desert Foothills Est 6 Apache Wells Mobile P 3A Desert Sands Golf & CC 4 Sun Lakes 07 Litchfield Park 17 Valencia Village Superstition View #1 Sun Lakes 22 Villa Royale Coronado Acres Sun Lakes 10 Hopeville Sun Lakes 21 Dreamland Villa-19 Sun Lakes 19 Crestview Manor Sun Lakes 12 Sun Lakes 14 Sun Lakes 16 &16A Sun Lakes 18 Sun Lakes 11 & 11A Crimson Cove Sun City 57 Apache Wells Mobile P 3B Sun City 10 FY 2017 Budget 3,666 3,979 12,938 1,594 13,240 14,255 637 23,908 3,663 6,375 8,548 7,481 318 1,448 5,612 7,760 4,516 13,459 5,159 5,591 7,863 4,390 6,462 956 637 11,162 2,303 16,743 1,254 8,441 1,254 11,456 9,400 14,309 20,432 2,056 2,822 15,039 4,781 34,485 Estimated FY 2018 Budget 3,647 3,965 12,941 1,594 13,251 14,258 638 23,816 3,664 6,376 8,550 7,456 319 1,449 5,613 7,762 4,516 13,461 5,161 5,569 7,804 4,391 6,464 956 638 11,164 2,282 16,747 1,255 8,444 1,255 11,458 9,402 14,312 20,438 2,056 2,823 14,992 4,782 34,397 I-3 Estimated Tax Levy 3,982 4,143 13,688 1,731 7,415 14,782 38 24,004 4,062 6,635 9,163 7,618 320 1,392 5,854 7,931 3,260 13,929 5,670 5,552 8,231 4,548 6,819 1,012 664 11,854 3,245 17,985 1,352 8,607 13 11,941 9,632 15,494 21,412 2,166 2,871 15,680 4,970 35,017 Tax Year 2017 Net Assessed Value 698,569 1,319,972 2,101,811 249,860 8,137,120 1,960,187 379,729 1,830,377 881,785 2,245,826 1,125,469 1,981,999 1,743,816 610,435 1,691,304 1,827,632 652,447 2,141,384 1,248,233 967,331 1,113,003 522,393 4,134,132 861,510 252,284 4,194,961 152,239 6,210,219 388,768 2,962,540 130,654 3,395,646 2,841,926 4,256,634 5,022,761 1,364,873 251,170 2,080,720 1,057,954 4,585,352 Estimated FY 2018 Tax Rate 0.5700 0.3139 0.6512 0.6928 0.0911 0.7541 0.0100 1.3114 0.4607 0.2954 0.8141 0.3844 0.0184 0.2280 0.3461 0.4339 0.4997 0.6505 0.4542 0.5740 0.7395 0.8706 0.1649 0.1175 0.2632 0.2826 2.1315 0.2896 0.3478 0.2905 0.0099 0.3517 0.3389 0.3640 0.4263 0.1587 1.1431 0.7536 0.4698 0.7637 Maricopa County FY 2018 Adopted Budget Improvement Districts Street Lighting Improvement Districts (continued) Dist # 13264 13268 13271 13281 13287 13288 13290 13291 13298 13303 13310 13311 13312 13315 13316 13325 13326 13329 13330 13331 13335 13343 13346 13348 13349 13351 13352 13354 13356 13357 13358 13359 13361 13362 13363 13364 13371 13372 13374 13375 13376 13383 13386 13392 13393 13394 Description Sun Lakes 03A Sun Lakes 08 Mesquite Trails Sun City 10A Empire Gardens 3 Empire Gardens 4 Sun Lakes 15 Sun City 50A Sun City West Sun Lakes 17 Casa Mia 2A Pomeroy Estates Rio Vista West 2 Apache Wells Mobile P 6 Sun City 44 Queen Creek Plaza Rio Vista West Desert Saguaro Estates 1 Sun City 45 Sun City 46 Casa Mia 2B Knott Manor Circle City Desert Saguaro Estates 2 Sun City 47 Sun City 38 Mesa East Sun City 49 Desert Sands Golf & CC 6 Desert Sands Golf & CC 7 Sun City 38A Velda Rose Estates East 5 Sun Lakes 04 Sun Lakes 05 Sun Lakes 06 Sun City 48 Oasis Verde Sun City 15D Sun City 51 Sun City 52 Sun City 50 Sun City West Expansion I Litchfield Park 18 Sun City 41 Sun City 53 Sun City 54 FY 2017 Budget 4,199 5,060 5,548 32,703 1,594 1,863 8,812 5,129 1,047,023 16,450 3,188 3,506 430 4,143 25,809 3,251 7,771 5,958 20,462 13,669 3,825 2,893 4,273 2,509 29,739 3,894 30,940 32,316 3,825 6,375 3,965 5,331 9,429 18,500 15,022 23,891 10,552 6,542 20,290 18,945 12,742 182,103 6,433 15,498 44,736 27,735 Estimated FY 2018 Budget 4,201 5,061 5,549 32,619 1,594 1,864 8,814 5,110 1,042,989 16,453 3,188 3,507 430 4,144 25,746 3,252 7,774 5,959 20,414 13,635 3,826 2,894 4,255 2,509 29,678 3,884 30,946 32,233 3,826 6,376 3,952 5,332 9,431 18,504 15,026 23,819 10,554 6,516 20,236 18,896 12,707 181,415 6,410 15,434 44,621 27,659 I-4 Estimated Tax Levy 2,339 5,419 5,825 33,741 1,648 1,913 9,373 5,546 1,073,762 17,269 3,234 3,587 140 4,493 26,642 3,486 8,389 6,384 21,396 14,290 3,856 2,950 4,515 2,567 30,618 3,982 32,263 33,451 3,796 6,795 4,055 3,001 9,950 19,162 15,749 25,717 10,672 6,904 21,138 19,865 13,094 188,665 7,002 15,945 47,787 28,991 Tax Year 2017 Net Assessed Value 607,785 805,774 641,233 3,830,918 265,758 278,850 3,094,773 475,754 229,336,136 4,223,813 328,700 690,911 191,016 1,123,868 3,171,401 239,364 432,112 510,622 2,724,923 1,888,693 550,041 188,471 479,983 418,503 3,632,908 364,159 3,872,255 4,255,856 772,995 900,288 318,905 617,884 2,993,238 3,469,086 3,479,389 3,757,504 1,195,554 678,922 2,615,991 2,904,324 1,934,437 40,348,245 1,392,487 1,934,653 7,833,936 4,558,662 Estimated FY 2018 Tax Rate 0.3848 0.6725 0.9084 0.8808 0.6201 0.6860 0.3029 1.1657 0.4682 0.4088 0.9839 0.5192 0.0733 0.3998 0.8401 1.4564 1.9414 1.2502 0.7852 0.7566 0.7010 1.5652 0.9407 0.6134 0.8428 1.0935 0.8332 0.7860 0.4911 0.7548 1.2715 0.4857 0.3324 0.5524 0.4526 0.6844 0.8926 1.0169 0.8080 0.6840 0.6769 0.4676 0.5028 0.8242 0.6100 0.6360 Maricopa County FY 2018 Adopted Budget Improvement Districts Street Lighting Improvement Districts (continued) Dist # 13395 13396 13397 13401 13402 13404 13417 13418 13419 13420 13421 13422 13423 13424 13432 13433 13434 13437 13438 13439 13440 13441 13444 13446 13447 13448 13450 13451 13452 13453 13454 13455 13456 13459 13460 13463 13465 13485 13486 13487 13488 13490 13492 13494 13495 13496 Description Sun City 55 Desert Skies 2 Sun City 56 Sun City 33 Rancho Del Sol 2 Sun City 17E F&G Western Ranchettes AZ Skies Mobile Est E2 Sun City 35 Az Skies Mobil Estates Sun City 28A Velda Rose Estates East 3 Velda Rose Estates East 4 Linda Vista Sun City 17H Sun Lakes 01 Sun Lakes 02 Granite Reef Vista Park Sun City 34 Sun City 34A Sun City 35A Sun City 36 Velda Rose Estates East 2 Apache Wells Mobil P 1&2 Apache Cntry Club Est. 5 Apache Wells Mobile P 4B Casa Mia Desert Skies Dreamland Villa 16 Dreamland Villa 17 Linda Vista 2 Lucy T. Homesites 2 Luke Field Homes McAfee Mobile Manor Rancho Grande Tres Sun Lakes 03 Western Ranchettes 2 Sun City 32A Sun City 31A Sun City 39 Sun City 40 Brentwood Acres Desert Sands Golf & CC 8 Sun City 37 Sun City 42 Sun City 43 FY 2017 Budget 28,085 3,210 6,460 32,902 1,091 13,383 936 4,703 40,233 5,958 3,636 2,221 2,195 4,804 5,286 9,407 9,923 1,329 5,572 27,127 25,522 8,451 3,554 22,084 6,375 1,992 9,679 2,550 15,988 4,969 4,850 4,280 11,502 2,591 10,677 15,193 936 26,998 37,286 14,790 8,680 964 6,693 23,389 12,640 28,680 Estimated FY 2018 Budget 28,008 3,211 6,442 32,821 1,092 13,342 936 4,704 40,143 5,959 3,626 2,221 2,195 4,805 5,263 9,409 9,925 1,329 5,560 27,052 25,464 8,425 3,555 22,089 6,376 1,992 9,681 2,550 15,991 4,970 4,852 4,281 11,460 2,592 10,680 15,197 936 26,925 37,210 14,741 8,651 965 6,695 23,333 12,594 28,608 I-5 Estimated Tax Levy 29,296 3,335 6,905 33,726 891 13,626 1,186 4,922 41,973 6,409 3,794 1,579 2,358 4,925 5,656 9,898 10,534 360 6,089 28,488 26,385 8,479 2,727 23,284 6,716 1,668 9,864 2,650 16,907 4,854 4,986 4,453 12,552 2,166 10,768 16,025 921 26,321 38,967 15,206 9,022 533 6,877 24,293 13,984 30,189 Tax Year 2017 Net Assessed Value 3,903,895 478,443 958,637 4,413,860 1,701,941 2,117,769 809,027 321,319 5,202,473 582,550 569,949 300,703 223,742 464,118 792,848 1,753,494 1,756,586 223,344 880,394 3,853,276 3,552,321 3,049,310 368,634 6,294,416 1,639,689 286,044 775,858 315,950 2,303,538 737,221 451,998 441,275 743,349 485,573 1,364,898 2,501,799 785,797 3,887,838 4,628,921 3,297,654 1,743,840 344,441 1,031,188 3,668,090 1,468,294 3,345,398 Estimated FY 2018 Tax Rate 0.7504 0.6971 0.7203 0.7641 0.0524 0.6434 0.1466 1.5318 0.8068 1.1002 0.6657 0.5251 1.0539 1.0612 0.7134 0.5645 0.5997 0.1612 0.6916 0.7393 0.7428 0.2781 0.7398 0.3699 0.4096 0.5831 1.2714 0.8387 0.7340 0.6584 1.1031 1.0091 1.6886 0.4461 0.7889 0.6405 0.1172 0.6770 0.8418 0.4611 0.5174 0.1547 0.6669 0.6623 0.9524 0.9024 Maricopa County FY 2018 Adopted Budget Improvement Districts Street Lighting Improvement Districts (continued) Dist # 13499 13510 13801 13802 13810 13812 13813 13816 13817 13820 13821 13825 13827 13830 13836 13837 13838 13839 13840 13844 13848 13849 13850 13851 13853 13855 13859 13862 13863 13864 13865 13868 13869 13870 13872 13874 13875 13876 13879 13882 13884 13885 13886 13888 13890 13896 Description Sun City 28B Camelot Golf Club Est. 2 Scottsdale Estates 01 Scottsdale Highlands 1 Melville 1 Scottsdale Estates 04 Scottsdale Highlands 2 Scottsdale Estates 02 Cavalier Hidden Village Scottsdale Estates 03 Mesa Country Club Park Scottsdale Estates 05 Trail West Dreamland Villa Scottsdale Cntry Acres Cox Heights 1 Cox Heights 2 Dreamland Villa 02 Esquire Villa 1 Scottsdale Estates 07 Scottsdale Estates 06 Scottsdale Estates 08 Scottsdale Estates 09 Cox Hghts 3 & Scot Est 12 Glenmar Dreamland Villa 03 Town & Country Scottsdale Country Place at Chandler Scottsdale Highlands 4 Trail West 2 Scottsdale Estates 16 J & O Frontier Place McCormick Estates 1 Dreamland Villa 04 Hallcraft 1 Hallcraft 2 Hallcraft 3 Apache Cntry Club Est. 1 Scottsdale Cntry Acres 2 Mereway Manor Cox Heights 7 Cox Heights 6 Cox Heights 4 Dreamland Villa 05 Scottsdale Highlands 5 FY 2017 Budget 4,234 5,441 1,789 766 2,470 5,247 852 2,214 2,175 682 2,810 4,462 4,582 682 2,845 1,618 1,533 4,304 4,076 8,287 4,684 4,903 3,066 1,959 3,917 3,136 7,526 937 10,148 563 852 2,640 1,107 2,428 3,139 11,327 6,926 4,769 11,793 2,686 2,214 766 511 1,873 9,093 682 Estimated FY 2018 Budget 4,223 5,442 1,790 767 2,472 5,251 852 2,216 2,176 682 2,812 4,463 4,586 682 2,845 1,619 1,534 4,307 4,077 8,289 4,687 4,906 3,068 1,960 3,920 3,136 7,527 938 10,152 563 852 2,642 1,108 2,429 3,139 11,335 6,931 4,773 11,795 2,688 2,216 767 511 1,875 9,095 682 I-6 Estimated Tax Levy 4,532 5,737 207 121 216 554 110 248 250 540 395 4,643 548 98 3,106 218 172 380 4,283 8,785 476 2,026 355 185 479 3,249 7,969 428 10,433 270 128 235 120 2,663 2,913 1,256 751 1,072 12,377 327 742 67 54 217 9,847 60 Tax Year 2017 Net Assessed Value 425,274 1,512,673 2,065,442 1,209,412 2,156,142 5,544,016 1,104,035 2,484,344 2,502,517 5,397,738 3,950,811 632,897 5,483,609 978,750 350,461 2,180,396 1,719,729 3,795,672 1,353,072 816,520 4,755,743 5,015,055 3,554,311 1,850,427 4,788,408 370,061 947,664 843,209 2,186,453 657,540 1,279,729 2,350,606 1,200,905 232,269 475,306 12,559,690 7,513,630 10,716,365 2,610,323 3,274,691 2,204,620 666,259 539,067 2,173,118 1,102,363 603,493 Estimated FY 2018 Tax Rate 1.0657 0.3793 0.0100 0.0100 0.0100 0.0100 0.0100 0.0100 0.0100 0.0100 0.0100 0.7336 0.0100 0.0100 0.8863 0.0100 0.0100 0.0100 0.3165 1.0759 0.0100 0.0404 0.0100 0.0100 0.0100 0.8780 0.8409 0.0508 0.4772 0.0411 0.0100 0.0100 0.0100 1.1465 0.6129 0.0100 0.0100 0.0100 0.4742 0.0100 0.0337 0.0101 0.0100 0.0100 0.8933 0.0099 Maricopa County FY 2018 Adopted Budget Improvement Districts Street Lighting Improvement Districts (continued) Dist # 13901 13908 13909 13911 13912 13916 13917 13919 13921 13922 13923 13924 13925 13926 13927 13928 13929 13930 13931 13932 13933 13934 13935 13936 13937 13938 13939 13940 13941 13942 13943 13944 13950 13951 13952 13953 13954 13955 13962 13964 13965 13966 13967 13968 13969 13970 Description Velda Rose Estates 1 Apache Cntry Club Est. 3 Dreamland Villa 06 Velda Rose Estates 2 Velda Rose Estates 3 Sun City 06 Sun City 05 Dreamland Villa 07 Dreamland Villa 08 Velda Rose Cntry Club Add Sun City 06C Sun City 06D Sun City 06G Sun City 07 Sun City 08 Sun City 09 Velda Rose Estates 4 Dreamland Villa 09 Sun City 11 Sun City 12 Sun City 15 Sun City 17 Sun City 01 Velda Rose Gardens Dreamland Villa 10 Sun City 15B Sun City 18 & 18A Sun City 17A Sun City 17B & 17C Sun City 19 & 20 Dreamland Villa 11 Sun City 23 Sun City 21 & 21A Dreamland Villa 12 Sun City 11A Sun City 15C Sun City 22 & 22A Apache Wells Mobile P 5 Velda Rose Estates East Sun City 14 Sun City 22B Sun City 25 Sun City 25A Sun City 27 Sun City 30 Sun City 16 FY 2017 Budget 2,352 17,849 6,421 2,822 3,136 46,969 20,655 10,034 6,929 4,028 38,243 33,284 16,412 14,885 18,163 14,595 4,443 9,720 59,276 45,300 5,302 5,779 406,415 6,078 9,093 7,313 45,725 3,189 11,468 51,462 13,170 29,084 46,351 10,975 15,733 16,775 40,778 4,167 5,644 7,811 12,749 53,941 28,952 14,693 54,192 24,526 Estimated FY 2018 Budget 2,352 17,852 6,422 2,823 3,136 46,777 20,598 10,036 6,930 4,029 38,143 33,191 16,368 14,848 18,117 14,560 4,443 9,722 59,096 45,157 5,285 5,757 405,398 6,080 9,095 7,285 45,612 3,180 11,432 51,260 13,172 29,005 46,240 10,977 15,694 16,723 40,679 4,168 5,645 7,787 12,715 53,800 28,879 14,660 54,058 24,426 I-7 Estimated Tax Levy 1,862 18,751 6,770 3,010 3,355 48,894 21,307 10,516 7,439 4,189 40,004 34,888 16,774 15,293 18,803 15,499 3,236 10,445 59,862 45,563 5,510 5,905 423,695 6,331 9,712 7,555 47,080 3,311 12,249 52,576 13,949 30,339 48,613 11,303 16,733 18,939 41,637 4,293 6,128 8,481 11,088 56,312 30,212 15,052 56,440 25,206 Tax Year 2017 Net Assessed Value 229,595 3,809,766 962,216 285,160 566,210 5,297,167 2,586,706 1,383,212 1,086,923 336,481 4,841,807 3,691,347 2,031,691 1,979,774 2,178,075 1,526,675 501,450 1,326,341 7,482,244 4,517,254 578,351 623,654 30,364,918 643,180 1,239,656 813,690 5,652,949 415,238 1,447,673 6,337,092 1,751,550 3,209,212 5,212,650 1,421,826 1,361,983 3,230,469 3,612,091 717,813 557,209 1,236,993 2,442,470 7,520,103 3,768,228 2,067,248 6,437,920 7,444,221 Estimated FY 2018 Tax Rate 0.8110 0.4922 0.7036 1.0555 0.5925 0.9230 0.8237 0.7603 0.6844 1.2449 0.8262 0.9451 0.8256 0.7725 0.8633 1.0152 0.6453 0.7875 0.8001 1.0086 0.9527 0.9468 1.3953 0.9843 0.7834 0.9285 0.8328 0.7974 0.8461 0.8297 0.7964 0.9454 0.9326 0.7950 1.2286 0.5863 1.1527 0.5981 1.0998 0.6856 0.4540 0.7488 0.8018 0.7281 0.8767 0.3386 Maricopa County FY 2018 Adopted Budget Improvement Districts Street Lighting Improvement Districts (continued) Dist # 13972 13973 13974 13978 13985 13986 13989 13990 13991 13992 13993 13994 13995 13999 23076 23137 23145 23176 23189 23254 23255 23324 23344 23352 23353 23360 23375 23399 23452 23502 23567 23568 23572 23574 23578 23579 23580 23594 23595 23596 23697 23831 Description Apache Wells Mobile P 3 Dreamland Villa 14 Apache Wells Mobile P 4 Apache Wells Mobile P 4A Sun City 24 Sun City 26 Sun City 26A Sun City 31 Suburban Ranchettes Sun City 24B Sun City 28 Sun City 32 Dreamland Villa 15 Sun City 24C Pinnacle Ranch at 83rd Ave Country Meadows 10 Litchfield Vista Views II Crystal Manor Anthem I Cloud Creek Ranch Citrus Point SCW Expansion 17 Dreaming Summit 1,2a,2b Sun Lakes Unit 41 Wigwam Creek N.Ph.1 Dreaming Summit 3 RUSSELL RANCH PH 1 Wigwam Creek South Litchfield Vista Views IIIA&B Dos Rios Units 1&2 White Tank Foothills Capistrano North&South Wigwam Creek N 2&2b Coldwater Ranch Cortessa Crossriver SanTan Vista Unit III Rancho Cabrillo Jackrabbit Estates Sundero Arroyo Norte Unit 4 SLID Arroyo Norte Unit 5, 6 & 7 13435 Az Skies Mobile Est. W 2 23104 Litchfield Vista Views FY 2017 Budget 13,068 21,355 9,562 4,143 11,314 26,571 22,728 20,964 2,268 10,809 4,790 21,610 13,842 7,353 3,809 18,332 2,771 10,831 780,189 1,679 8,029 106,841 53,348 2,195 16,774 25,223 4,746 58,502 1,447 5,123 32,247 6,324 35,913 20,900 84,587 17,901 4,782 32,830 4,590 734 4,846 0 Estimated FY 2018 Budget 13,070 21,359 9,564 4,144 11,283 26,517 22,673 20,921 2,269 10,772 4,776 21,568 13,845 7,338 3,797 18,262 2,761 10,833 783,953 1,680 7,954 106,749 52,899 2,195 16,629 25,021 4,714 57,996 1,434 5,080 31,957 6,265 35,612 19,505 83,783 17,751 4,784 38,686 4,552 728 4,806 4,603 5,606,502 5,605,644 3,124 2,471 3,920 2,460 I-8 Estimated Tax Levy 13,773 22,255 10,233 4,345 11,800 27,263 24,171 21,674 1,736 11,120 5,048 22,743 14,679 4,800 3,865 18,523 2,816 11,041 814,266 1,849 8,031 110,199 42,070 2,406 16,804 24,960 4,723 59,425 1,440 5,031 31,423 6,500 36,047 24,477 84,081 17,647 4,915 43,482 4,627 733 4,689 4,932 3,192 2,253 Tax Year 2017 Net Assessed Value 3,655,364 3,269,982 3,127,941 1,136,085 1,841,478 4,006,126 2,472,014 2,616,706 1,515,739 3,358,016 619,437 2,717,718 2,066,246 1,498,533 1,558,837 2,581,631 1,461,765 1,198,577 126,441,313 550,997 2,476,592 22,686,441 15,637,168 858,254 3,988,617 9,211,579 3,661,729 20,602,575 2,257,575 5,411,450 11,076,091 2,003,249 9,449,202 7,414,514 25,622,361 19,259,465 5,077,765 5,128,243 7,126,969 1,311,457 2,209,719 2,207,497 2017 Square Footage 313,262 1,369,683 Estimated FY 2018 Tax Rate 0.3768 0.6806 0.3271 0.3825 0.6408 0.6805 0.9778 0.8283 0.1145 0.3311 0.8149 0.8368 0.7104 0.3203 0.2479 0.7175 0.1926 0.9212 0.6440 0.3356 0.3243 0.4857 0.2690 0.2803 0.4213 0.2710 0.1290 0.2884 0.0638 0.0930 0.2837 0.3245 0.3815 0.3301 0.3282 0.0916 0.0968 0.8479 0.0649 0.0559 0.2122 0