About Us

The Office of Management and Budget (OMB) was created on July 1, 1993, in order to institute greater financial controls at Maricopa County.

OMB ORGANIZATION CHART
In order to view the OMB Organization Chart, click above.

Vision &  Mission Statement

Department Vision
Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent.

Department Mission
The mission of the Office of Management and Budget (OMB) is to develop and maintain a sustainable, structurally-balanced budget for the Board of Supervisors and County Manager so that they can achieve the County’s mission within available resources.

Department Goals

• Support the Board of Supervisor’s goal to continue to strive to reduce the overall property tax rate.
• Maricopa County will seek to eliminate all mandated fixed contributions to the State in exchange for reductions in State funding of County programs with the goal of reducing such contributions to 15% or less of total General Fund expenditures by Fiscal Year 2009-10.
• As part of the budget, by July 2007, develop, identify funding, and begin implementing a long-range plan for addressing the County’s capital infrastructure needs in a manner consistent with the County’s interests in strengthening its financial position.
• By January 2008, adopt and implement a competitive total compensation package and a workforce development plan to enhance recruitment, retention, and advancement that results in improved customer service to Maricopa County citizens.
• By December 2006, increase accountability to the public for results-oriented government by fully implementing the Managing for Results and performance-based budgeting initiatives.
• By July 2010, complete a review of county programs to delete non-essential services and improve the performance of other programs.
  

• The rise in property values in Maricopa County and the resulting increases in overall property tax bills could lead to voter initiatives and referendums on tax rates that could affect the ability of the County to deliver necessary services and maintain a structurally balanced budget.
• The large proportion of the County budget that is dedicated to mandated fixed payments to the State hinders OMB’s ability to successfully manage the County’s long-term fiscal needs.
• The lack of a dedicated CIP funding source will challenge the County’s ability to build, maintain and operate the facilities necessary to meet the anticipated growth in demand for services without compromising the strength of County’s fiscal position.
• Inconsistent and sometimes conflicting policies and procedures for handling pay-for-performance, market adjustments, and overall compensation practices hinders OMB from effectively administering the compensation program in a manner that is viewed by departments as fair, equitable and linked with Managing for Results.
• Shortcomings in the County’s efforts to fully determine the direct costs of delivering programs and services, properly allocate indirect costs, and regularly update fee schedules limits OMB’s ability to effectively budget for results.
• The lack of necessary budgeting, accounting, and analytical skills by some departmental finance/budget staff affects OMB’s ability to timely and efficiently meet its budget development and budget maintenance responsibilities.
• Inconsistencies and a lack of standardization in the provision of administrative and support services (IT, HR, Procurement, etc.) by departments hinders OMB’s ability to effectively control costs and does not leverage resources to realize their full benefit for the County.
• The lack of well-defined criteria and requirements for the application, selection and acceptance of grants results in County departments administering grants that do not align with strategic priorities, pose financial risk, and expose the County to the potential for unanticipated costs and charges.
  

OMB Strategic Plan