Our Mission: To receive, safeguard, and disburse County funds

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1 Carla de la Pava, Treasurer 2100 CLARENDON BLVD., SUITE 201, ARLINGTON, VA Our Mission: To receive, safeguard, and disburse County funds In order that society can conduct itself in a civilized manner, that the ends of justice can be served, and that government can ensure the provision of services to its citizenry, it is the mission of the Treasurer s Office, as defined by the Constitution of Virginia, to receive or collect state and local taxes and other revenues; to safeguard the funds; and to disburse the funds in accord with the dictates of the local governing body. Proposed Budget - General Fund Expenditures Public Safety 11% Non-Departmental, Regionals, Metro 9% Environmental Services 7% Human Services 11% Community Services 5% Planning & Development 2% Debt, Capital 6% Courts & Constitutionals 6% Treasurer 0.6% Management & Administration 4% Schools 39% Net Tax Support: 73% Federal/State Support: 7% Other: 20% book 183 web 324

2 DEPARTMENT BUDGET SUMMARY LINES OF BUSINESS SIGNIFICANT BUDGET CHANGES The proposed expenditure budget for the Treasurer s Office is $6,741,379, a four percent increase from the adopted budget. The proposed budget reflects: Personnel increases due to employee step increases, an increase in the County s cost for employee health insurance, and increases due to reclassification of positions identified to be substantially below comparative pay studies, offset by adjustments to retirement contributions based on current actuarial projections. Non-personnel increases due to adjustments to the annual expense for maintenance and replacement of County vehicles ($674). Revenues decrease due to a decrease in delinquent court fine collections ($145,000), decreased ipark fees ($45,700), and a transfer of DMV select revenue to the Commissioner of Revenue s Office ($22,000), partially offset by an increase in administrative compliance fees ($75,000), and returned check fees ($10,000). The DMV Select is now solely operated by the Commissioner s Office. Grant revenues increase due to an increase in State Compensation Board reimbursements ($14,829), partially offset by the State s cut in Aid to Localities ($11,903). The County Manager has included $11,903 to offset the State s cut in Aid to Localities, which appears as a reduction in revenues in the financial summary below. To balance the biennial state budget, the State reduced Aid to Localities by $30 million each year for and with the passage of HB 5010 in the fall. Arlington County s share of this $30 million cut is $733,390, which is reflected in the proposed budget. State reductions have significantly affected local law enforcement aid, compensation board reimbursements to Constitutional Offices, court services and jail funding, and social service programs. book 184 web 325

3 DEPARTMENT BUDGET SUMMARY DEPARTMENT FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $5,680,080 $5,806,320 $6,070,736 5% Non-Personnel 743, , ,643 - Total Expenditures 6,423,281 6,476,289 6,741,379 4% Fees 1,359,265 1,462,200 1,334,500-9% Grants 480, , ,411 1% Total Revenues 1,839,698 1,938,685 1,813,911-6% Net Tax Support $4,583,583 $4,537,604 $4,927,468 9% Permanent FTEs Temporary FTEs Total Authorized FTEs book 185 web 326

4 ADMINISTRATION AND SPECIAL PROJECTS DIVISION ADMINISTRATION AND SPECIAL PROJECTS PROGRAM MISSION To ensure optimal use of available resources and high-quality service by providing functional officewide administrative and systems support in areas including personnel management; detailed statistical analyses; preparation and monitoring of County and State budgets; information system analysis, design, and support; and special projects assigned by the Treasurer. Administration Provides administrative support to the Treasurer. Performs and coordinates all office personnel functions. Oversees state and local legislative activities. Conducts statistical analyses and assists the Treasurer with projects necessary for reporting, presenting, and disseminating public information. Special Projects and Information Systems Performs both ongoing and special one-time projects. Designs office forms, tax bills, and other distribution materials. Prepares and monitors both County and State annual budgets. Designs and maintains the Treasurer s website. Performs information systems analysis, design, testing, documentation, and programming. SIGNIFICANT BUDGET CHANGES Personnel decreases due to lower salaries resulting from the appointment and election of a new Treasurer and adjustments to retirement contributions based on current actuarial projections, offset by employee step increases, an increase in the County s cost for employee health insurance, and increases due to reclassification of positions identified to be substantially below comparative pay studies. Non-personnel increases due to adjustments to the annual expense for maintenance and replacement of County vehicles ($674). Revenues decrease due to decreased ipark fees ($45,700) and a transfer of DMV select revenue to the Commissioner of Revenue s Office ($22,000), partially offset by an increase in returned check fees ($10,000). Grant revenues increase due to an increase in State Compensation Board reimbursements ($14,829), partially offset by the State s cut in Aid to Localities ($11,903). The County Manager has included $11,903 to offset the State s cut in Aid to Localities, which appears as a reduction in revenues in the financial summary below. To balance the biennial state budget, the State reduced Aid to Localities by $30 million each year for and with the passage of HB 5010 in the fall. Arlington County s share of this $30 million cut is $733,390, which is reflected in the proposed budget. State reductions have significantly affected local law enforcement aid, compensation board reimbursements to Constitutional Offices, court services and jail funding, and social service programs. web 327

5 ADMINISTRATION AND SPECIAL PROJECTS DIVISION ADMINISTRATION AND SPECIAL PROJECTS PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed '15 to '16 Personnel $1,007,500 $983,432 $977,375-1% Non-Personnel 395, , ,366 - Total Expenditures 1,402,519 1,146,124 1,140,741 - Fees 222, , ,500-22% Grants 480, , ,411 1% Total Revenues 702, , ,911-7% Net Tax Support $699,785 $402,439 $451,830 12% Permanent FTEs Temporary FTEs Total Authorized FTEs web 328

6 ACCOUNTING AND TREASURY MANAGEMENT DIVISION ACCOUNTING AND TREASURY MANAGEMENT PROGRAM MISSION To safeguard, manage, and account for all revenues and bond proceeds received for the County Government and Public Schools, ensuring the security, proper stewardship, and availability of these funds to meet County and Public School expenditure requirements. To provide and manage banking services for the County Government and Public Schools. Accounting Prepares and enters data that accurately reflect revenue activity for the general fund and special purpose funds. Reports and remits funds received on behalf of the Commonwealth (e.g. estimated state income tax payments and transient occupancy tax) and reports abandoned property to the Commonwealth. Ensures the integrity of transactions entered into the general and subsidiary ledgers. Monitors established control procedures. Completes bank reconciliations. Develops policies and procedures to ensure that internal controls and the security of County funds are maintained. Treasury Management Monitors the receipt of funds. Forecasts cash flow requirements. Selects banking services and maintains banking relationships. Manages the investment portfolio for the County and seeks to match projected cash flow requirements with investment maturities. Manages the County s arbitrage program. Prepares the Treasurer s reports to the County Finance Board. SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases, an increase in the County s cost for employee health insurance, and increases due to reclassification of positions identified to be substantially below comparative pay studies, offset by adjustments to retirement contributions based on current actuarial projections. web 329

7 ACCOUNTING AND TREASURY MANAGEMENT DIVISION ACCOUNTING AND TREASURY MANAGEMENT PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed '15 to '16 Personnel $1,233,452 $1,175,250 $1,232,335 5% Non-Personnel 3,600 8,388 8,388 - Total Expenditures 1,237,052 1,183,638 1,240,723 5% Total Revenues Net Tax Support $1,237,052 $1,183,638 $1,240,723 5% Permanent FTEs Temporary FTEs Total Authorized FTEs PERFORMANCE MEASURES Critical Measures Bank reconciliation within accounting close date Investment performance to ensure earnings over 90 day T-bill rate 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Supporting Measures Cash flow actual to forecast 90% 90% 90% 90% 90% 90% Meet or exceed the Department of Management and Finance monthly closing schedule 100% 100% 100% 100% 100% 100% Number of audit exceptions in the annual state funds audit report Number of significant audit (outside) exceptions included in the final audit report attributable to the Treasurer s office Investment performance relative to the 90-day T-bill rate is highly dependent on actions by the Board of Governors of the Federal Reserve, as well as other unanticipated trends in broader economic markets, and is therefore difficult to predict with complete accuracy. web 330

8 OPERATIONS DIVISION OPERATIONS PROGRAM MISSION To manage, accurately and efficiently, all revenue transactions, and issue various County licenses. Also, to maximize customer convenience through efficient face-to-face, telephone and written customer service, by accurately and efficiently managing billing, decal programs, dog licensing, and other programs and providing electronic and other alternative methods of payment. The Operations Division is comprised of two sections: Customer Service and Management Information and Billing. Customer Service Processes all directly-remitted County revenue and provides the associated face-to-face customer service required to help customers understand their obligations and resolve problems. Processes payments received by other County departments and agencies. Transmits payment files for nightly posting to the accounts receivable files. Provides frontline County services, by among other activities, issuing County vehicle decals and dog licenses, and accepting applications and payments for residential zone parking permits. Provides support for the Arlington County on-line payment portal (CAPP) including telephone, , and face-to-face customer service. Creates and maintains customer accounts to include address maintenance, account consolidation, and real estate tax account set up. Coordinate with vendor to ensure optimum functionality of CAPP. Management Information and Billing Maintains the accounts receivable files for all County taxes, and adjusts those accounts to assess and abate late payment penalties, resolve payment posting problems, and process customer refunds. Reconciles the accounts receivable files to the County s general ledger. Performs and coordinates updates to handle real estate tax exemptions and deferrals, new construction tax billing, and other real estate issues. Coordinates with other County agencies and outside vendors to produce timely and accurate tax bills. Manages programs for processing payments though lockbox services and alternative customer payment options. SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases, an increase in the County s cost for employee health insurance, and increases due to reclassification of positions identified to be substantially below comparative pay studies, offset by adjustments to retirement contributions based on current actuarial projections. web 331

9 OPERATIONS DIVISION OPERATIONS PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $1,392,144 $1,572,109 $1,650,248 5% Non-Personnel 154, , ,915 - Total Expenditures 1,546,533 1,849,024 1,927,163 4% Total Revenues Net Tax Support $1,546,533 $1,849,024 $1,927,163 4% Permanent FTEs Temporary FTEs Total Authorized FTEs PERFORMANCE MEASURES Customer Service Section Critical Measures Average number of days to process and mail dog licenses (days) Average number of days to process and mail vehicle decals Supporting Measures Average time a taxpayer waits for assistance at a counter (minutes) Decal issuance 157, , , , , ,000 Decal revenue $4,913,198 $4,931,030 $4,971,835 $4,981,832 $5,000,000 $5,000,000 Dog license revenue $51,553 $66,188 $62,118 $62,789 $65,000 $65,000 Dog license sales (accounts) 2,949 3,856 3,451 3,570 3,700 3,700 Percent of change of address transactions completed 100% 100% 100% 100% 100% 100% accurately and within established timeframe Percent of decals processed within 7 days 98% 98% 98% 98% 98% 98% Percent of dog licenses processed within 4 days 98% 100% 100% 100% 100% 100% Percent of incoming mail processed within one business 100% 100% 100% 100% 100% 100% day web 332

10 OPERATIONS DIVISION OPERATIONS Management Information and Billing Section Critical Measures Taxpayers receive accurate billing information within 30 days of the due date Time to mail taxpayer refunds on overpaid accounts (days) 100% 100% 100% 100% 100% 100% Supporting Measures Average response time for real estate tax inquiries (days) Number of accounts billed 249, , , , , ,000 Number of automated payments processed (bank account debit or credit card) 33,057 34,085 36,592 38,454 40,000 42,000 Number of fleet vehicles billed through the Fleet payment program 6,975 6,871 7,649 7,745 8,000 8,000 Number of manual adjustments to tax accounts 789 3,330 3,093 2,861 2,900 2,700 Number of tax bills processed through the real estate mass payment program (mortgage company tax services) 73,228 72,712 71,927 72,396 72,000 72,000 Number of transactions processed through the online payment portal (e-check and credit card) 164, , , , , ,000 Number of transactions processed through the wholesale & retail lockbox system 267, , , , , ,000 Percent of mortgage company/tax service mass mailings processed within established timeframes 100% 100% 100% 100% 100% 100% web 333

11 COMPLIANCE AND LITIGATION DIVISION COMPLIANCE PROGRAM MISSION To reduce the debt owed to the County. The Compliance and Litigation Division s responsibility is to ensure the equitable distribution of the tax burden over the County s private and business population through the prompt and efficient collection of County taxes, court fines, and other revenues. The Division is comprised of four functional areas: Collections, Liens, Enforcement, and Litigation. Collections Collects overdue debt through a variety of methods, including distress warrants for seizure of vehicles or other property; liens against wages, bank accounts, or rents; seizure of state income tax refunds; warrants against funds owed to the debtor by the County; and motions for judgment through the appropriate court. Liens Uses information acquired by collectors and gained through its own efforts to issue liens on wages, bank accounts, rents, and commercial accounts receivable. Submits delinquent accounts to the Virginia Department of Taxation s set-off debt program. Collects overdue parking tickets and other department and agencies debts for the County and for Reagan National Airport. Enforcement Finalizes the efforts of the Collection and Lien Sections by performing on-site visits to enforce liens and immediately take possession or impound physical assets and currency. Liquidates assets by holding public auctions or other appropriate legal methods. Litigation Files and litigates all claims in Bankruptcy Court. Pursues uncollected accounts through Motions for Judgment in General District Court. Tracks, pursues, and responds to inquiries on judgments. Targets delinquent real estate for sale. Answers legal questions and interprets statutes and regulations. Works with the Treasurers Association of Virginia to reform and enhance tax collection tools and other laws affecting treasurers. revised 03/17/2015 web 334

12 COMPLIANCE AND LITIGATION DIVISION COMPLIANCE SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases, an increase in the County s cost for employee health insurance, and increases due to reclassification of positions identified to be substantially below comparative pay studies, offset by adjustments to retirement contributions based on current actuarial projections. Revenues decrease due to lower delinquent court fine collections ($145,000), offset by an increase in administrative compliance fees ($75,000). PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $2,046,984 $2,075,529 $2,210,778 7% Non-Personnel 190, , ,974 - Total Expenditures 2,237,177 2,297,503 2,432,752 6% Fees 1,136,964 1,195,000 1,125,000-6% Grants Total Revenues 1,136,964 1,195,000 1,125,000-6% Net Tax Support $1,100,213 $1,102,503 $1,307,752 19% Permanent FTEs Temporary FTEs Total Authorized FTEs PERFORMANCE MEASURES Compliance Division Critical Measures Delinquent clearances: total clearances $26,832,948 $32,817,961 $33,172,317 $35,520,548 $36,361,640 $37,419,425 web 335

13 COMPLIANCE AND LITIGATION DIVISION COMPLIANCE Supporting Measures Administrative collection fees Compliance: total clearances/ FTEs Delinquent clearances: business license Delinquent clearances: other debt Delinquent clearances: other taxes Delinquent clearances: parking tickets Delinquent clearances: personal property Delinquent clearances: real estate Delinquent clearances: courts $576,819 $643,940 $771,902 $1,136,907 $1,674,508 $1,841,959 $1,233,699 $1,508,872 $1,525,164 $1,480,023 $1,474,519 $1,517,414 $2,438,874 $6,207,995 $4,445,492 $6,001,296 $4,500,000 $4,500,000 $236,625 $957,971 $401,971 $802,658 $597,566 $593,775 $740,111 $1,656,664 $2,024,712 $2,512,233 $2,666,343 $2,829,906 $5,225,958 $5,966,828 $4,472,641 $3,954,861 $3,352,621 $3,101,829 $11,787,863 $12,355,114 $12,825,118 $13,216,652 $13,243,990 $13,271,384 $6,403,517 $5,673,389 $7,202,010 $6,393,760 $6,465,238 $6,537,516 N/A N/A $1,028,471 $1,502,181 $2,000,000 $2,500,000 Beginning in, total clearances includes administrative collection fees in addition to all delinquent clearances. In, administrative collection fees increased due to the commissions earned for collection of delinquent court debt. was the first full year of delinquent court collections. Beginning in, the calculation for total clearances per FTEs includes 0.66 temporary FTEs. Delinquent clearances for business licenses included several high dollar clearances in, which do not occur every year. Delinquent clearances for other debt is highly variable and is dependent on debt assigned to the Treasurer's Office by other County departments. The Treasurer's Office dedicated additional resources to the collection of delinquent meals taxes beginning in, resulting in increased collections of other taxes. Delinquent clearances for parking tickets are variable and dependent upon the number of parking tickets issued. In, the delinquent clearances for real estate were higher than normal due to judicial tax sales. In, the Treasurer took over collection of delinquent fines, costs, and restitution owed to Arlington and Falls Church courts. web 336

14 COMPLIANCE AND LITIGATION DIVISION COMPLIANCE Litigation Critical Measures Total litigation recoveries $858,490 $1,292,065 $1,258,275 $871,839 $716,164 $588,286 Supporting Measures Dollar value of delinquent real estate taxes owed to the County Percent of claims filed within established timeframes Percent of customer inquiries on judgments satisfied/fulfilled within established timeframes $441,648 $324,503 $247,196 $218,779 $173,107 $136, % 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Total litigation recoveries began to decline in and continue to decrease in the and estimates, as the Treasurer s Office has eliminated the original backlog of delinquencies, and as a result, there are fewer cases eligible for court action. web 337

15 TEN-YEAR HISTORY EXPENDITURE, REVENUE, NET TAX SUPPORT, AND FULL-TIME EQUIVALENT TRENDS $7,000 EXP (000s) REV (000s) NTS (000s) FTEs 200 $6,000 $5, $4,000 $3, $2, $1, $0 FY 2007 FY 2008 FY 2009 FY 2010 s s Adopted Budget 0 Proposed Budget EXP (000s) $5,515 $5,931 $5,925 $6,300 $5,761 $5,943 $6,068 $6,423 $6,476 $6,741 REV (000s) $927 $1,017 $1,015 $1,136 $1,425 $1,430 $1,512 $1,840 $1,939 $1,814 NTS (000s) $4,588 $4,914 $4,910 $5,164 $4,336 $4,513 $4,556 $4,583 $4,537 $4,927 FTEs web 338

16 TEN-YEAR HISTORY Fiscal Year Description FTEs FY 2007 No significant changes. FY 2008 No significant changes. FY 2009 No significant changes. FY 2010 Eliminated an Administrative Assistant IV position ($44,641, 1.0 FTE) in the Operations Division. Added funding for an overstrength position ($79,841) in the Administration and Special Projects Division. Decreased personnel expenses by $164,182 in anticipation of higher staff turnover during FY 2010 and elimination of temporary position (0.4). (1.0) (0.4) Eliminated a Treasury Specialist position ($78,814, 1.0 FTE) in the Compliance Division. Reduced the non-personnel budget for unclassified services ($1,000), consultants ($1,500), county publications ($2,000) and wearing apparel ($1,792). (1.0) Transfer of 1.0 FTE to the Department of Technology Services for support of the ACE system. (1.0) No significant changes. Added two limited-term collector positions ($119,426), non-personnel and consultant expenses ($25,950), and revenue ($445,376) to enable the Treasurer s office to collect over $15.0 million in overdue Circuit Court and General District Court debt. The positions will be eliminated when the fees generated from court collections do not fully offset the costs associated with program. Held Management Specialist position vacant for six months ($57,926). Increased grant funds due to a partial restoration of cuts in local aid from the State ($21,135) and an increase in State Compensation Board reimbursements ($13,666). 2.0 Increased fee revenues due to increased compliance collections ($250,000), a change in the methodology of court collections ($99,624), additional dog licensing fee revenue ($10,000), and ipark device fee revenue ($1,200). Increased grant funds due to an increase in State Compensation Board reimbursements ($7,290). web 339

17 TEN-YEAR HISTORY Fiscal Year Description Added 0.66 FTEs to the Compliance division in order to convert three enforcement agents form contractors to part-time employees. FTEs web 340

Our Mission: To receive, safeguard, and disburse County funds. FY 2015 Proposed Budget - General Fund Expenditures

Francis X. O Leary, Treasurer 2100 CLARENDON BLVD., SUITE 201, ARLINGTON, VA 22201 Our Mission: To receive, safeguard, and disburse County funds 703-228-3255 treasurer@arlingtonva.us In order that society