2008 BUDGET. Hennepin County Minnesota. As approved on December 18, 2007 by the. Hennepin County Board of Commissioners

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1 Hennepin County Minnesota As approved on December 18, 2007 by the Hennepin County Board of Commissioners Mike Opat, 1 st District Mark Stenglein, 2 nd District Gail Dorfman, 3 rd District Peter McLaughlin, 4 th District Randy Johnson, Chair, 5 th District Linda Koblick, 6 th District Penny Steele, 7 th District Hennepin County Administrator Richard P. Johnson

2 HENNEPIN COUNTY MISSION/VISION STATEMENT MISSION The mission of Hennepin County is to enhance the health, safety and quality of life of our residents and communities in a respectful, efficient and fiscally responsible way. VISION We envision a future where residents are healthy and successful and where our communities are safe and vibrant. We will strive to meet and exceed expectations by engaging people and communities in developing innovative solutions to challenges. We will be a diverse, learning organization. We will partner with others to enhance the quality of life in Hennepin County and the region. People are: OVERARCHING GOALS Healthy. People are healthy, have access to quality health care and live in a clean environment. Protected and Safe. People are safe from harm through prevention, early intervention and treatment services, and through enhanced public safety. Self-reliant. People achieve success with the support of essential services, have access to affordable housing and opportunities for life-long learning. Assured Due Process. People are assured equal protection of the laws through an adversarial and respectful system designed to assure fairness and reliability in the ascertainment of liability, guilt and innocence. Mobile. People and goods move easily and safely throughout the county and the region, via an integrated system of transportation. By putting the customer first, every Hennepin County employee will work every day to achieve our mission, vision and goals. We will strive to improve our services through proactive, innovative public stewardship.

3 Hennepin County Administration Richard P. Johnson, County Administrator A2303 Government Center 300 South Sixth Street Minneapolis, Minnesota FAX: TDD: January 2, 2008 Hennepin County Board of Commissioners 2400 Government Center Minneapolis, Minnesota Honorable Board Members, I am pleased to present to you the approved 2008 Hennepin County budget and to discuss some of the 2007 results and on-going efforts. The 2008 Hennepin County budget totals $1,631,490,501 and includes a net property tax levy of $602,238,784. Excluding adjustments to the 2007 budget that we made to account for the Ballpark capital financing, this is an overall budget increase of 8.68 percent and a 6.55 percent increase in the net property tax levy over 2007 levels. THE ENVIRONMENT Hennepin County continues to grow and the demand for our services continues to increase. Our residents expect high-quality services, and we are committed to delivering them, in as cost-effective manner as possible. The cost of providing our services is increasing and our revenues must increase in order to keep pace. The challenge for us is to continue to provide quality services in an environment of increased skepticism of government and more constricted resources while still being able to meet high expectations for our performance capabilities. Over the past several years, Hennepin County has experienced numerous program and funding changes at the state and federal levels. Having the federal and state governments balance their budgets at the expense of local governments has a long history. Additionally, state and federal mandates handed down to the county without including funding to help complete the tasks they require also continue to impact county resources. Put simply, the county can no longer depend on the state and federal governments to provide sufficient funding to pay for the services we provide. During 2003 and 2004 we were forced to reduce or eliminate certain county programs and services. Subsequently, we have tried to add back some of the human services and public safety programs that we reduced, but the reality is that more and more we must rely on property taxes to provide services and programs for our residents. This is not just a one-year issue. I expect this trend will continue well into the future. THE 2008 HENNEPIN COUNTY BUDGET The approved 2008 Hennepin County budget totals $1,631,490,501. Exclusive of Ballpark financing adjustments to the 2007 budget, the 2008 budget is $130.2 million, or 8.68 percent higher than the 2007 budget of $1,501,250,278. It should be noted that $26.8 million of the budget increase is the result of the merger of the Minneapolis Public Library with the Hennepin County Library. The approved net property tax levy for 2008 totals $602,238,785, a 6.55 percent increase over the 2007 level of $565,197,459. Based on our estimates, the county government's portion of 2008 property An Equal Opportunity Employer Recycled Paper 1

4 taxes on median-value homes will increase. In Minneapolis, the $214,000 median-valued home will have an estimated $54 property tax increase, or 8.78% from 2007 while the $270,000 median-value suburban home will see an estimated $22 increase, or 2.29 percent. The following are some of the areas where additional resources have been allocated in the 2008 budget: Assumption of the costs associated with the merger of the Minneapolis Public Library and County Library systems with financing provided by Minneapolis in accordance with the merger agreement. Absorbing cost shifts from the State of Minnesota. Additional resources for bridge inspections. Backfilling some human services revenue losses. Salary adjustments for county staff and a 12+ percent increase in health insurance premiums, although we are looking at alternatives to help keep premium costs down. Cost increases for uncompensated care at Hennepin County Medical Center. Increased spending for information technology projects, including the replacement of the 20-year-old accounting and human resource systems and the 25-year~old property tax system and further updating of the county's website. The approved budget reflects an effort to maintain essential services and identify and respond to new needs. However, the budget also assumes reductions in some programs and services, especially in discretionary Human Services programs that are supported by property taxes. This will mean reductions in contract services and staff in Human Services. However, we do not foresee employee layoffs, as we plan to deal with staffing reductions through attrition. REFOCUSING OUR EFFORTS As mentioned above, increasingly the funding mechanism for new and existing programs and services is the county property tax, primarily because of decreased or slow growth of state and federal funding. This situation has necessitated looking at all our lines of business to identify property tax supported, non-mandated services that might be able to be reduced. This is especially the case in the Human Services area, since that is where the levels of intergovernmental funding shortages are felt the most. While much of what the Human Services and Public Health Department (HSPHD) does is required by law, in developing the 2008 budget, HSPHD took a close look at non-mandated services and programs to see what could be reduced without adversely affecting the county's mission to enhance the health, safety and quality of life of our residents. Difficult choices have been made in the 2008 budget, including reductions to programs that are important, but which do not reach the highest level of our funding priorities. Reductions include some assessment, case management and clinical services, as well as cuts to some broad-based, community supports that help to develop and improve the health and wellbeing of Hennepin County. Some of these cuts affect preventive services, and will likely have short-term and long-term consequences for the clients that are served by the affected programs. If we could, it would be desirable to devote more resources to prevention on the front end, rather than dealing with client problems later on. However, it is getting more and more difficult to do that in this era of restricted resources. Such programmatic reductions are difficult to make because many current programs have good outcomes, but the reality is that we no longer have the ability to fund them all. County governments in Minnesota are unique creatures of the State. We are in the An Equal Opportunity Employer Recycled Paper 2

5 consequence business. We operate a jail, a workhouse, juvenile detention center and county home school for individuals who are arrested for, or convicted of, illegal or inappropriate acts. We provide child protection services to vulnerable children. We have medical facilities for people who are physically injured or do not feel well. We have mental health clinics to assist individuals who need those services. We have chemical health services for individuals who have addiction and other chemical dependency issues. We provide a broad range of developmental disability services. We assist veterans who have served us so well by helping them find the services and support they need. All of these services are after the fact-as a consequence of the actions of clients in most instances-and, in many cases, at little or no cost to the individual being served. From an investment perspective, putting more and more money in consequences, while necessary and mandated, does not result in a positive return on investment. We need to manage our resources more effectively in order to meet the mandated requirements while still preserving an investment in prevention. To do this, we must: Evaluate service delivery, focusing on what supports the county's mission and has outcomes that help us achieve that mission. Refocus our efforts on essential county programs and services including health, human services, public safety, transportation, environmental stewardship, libraries, and licensing and real estate services. Continue to improve our services through innovation. Increase our agility by focusing more on customers and less on process. Leverage technology to improve our operations. Engage our employees. Engage our customers and clients. And, improve our accountability. A good example of refocusing is in emergency preparedness. The collapse of the 1-35W bridge is an example of the need to be prepared for all kinds of emergencies. Hennepin County's response to the bridge collapse was superb. The emergency put county employees from several areas on the front lines in responding to the disaster. Staff from Emergency Preparedness, the Sheriff's Office, Medical Examiner's Office, Transportation, Property Services, Public Affairs, Emergency Medical Services and Hennepin County Medical Center were all vital to the response. This was Hennepin County government at its finest. However, the coordinated response did not happen by accident. Our Emergency Preparedness Division works with first responders from across the county and the metropolitan region to ensure that we are prepared to meet the needs of our residents in the event of such an emergency. As the collapse of the 1-35W bridge showed us, prior preparations are the key to success in responding to any emergency. In order to refocus service delivery to their clients, the Human Services and Public Health Department's mobile worker project is equipping 1,400 front-line staff with laptop and tablet computers. Coupled with the new Electronic Case File, this mobile technology is making critical information readily available to all staff that need it, when they need it, wherever they serve clients. And, it enables a worker to serve more clients. Another initiative of HSPHD is Project Delta, a department-wide case management re-engineering effort. The goal is to create and implement a cohesive case-management system that improves.services to clients and makes better use of county and state resources. In addition, the resources of the Strategic Initiatives and Community Engagement Department have been refocused back to research and planning efforts and the department renamed as the Research, Planning and Development department. An Equal Opportunity Employer Recycled Paper 3

6 Another area where we are refocusing is in the capital area where proposed projects threaten to exhaust our debt capacity. The 2008 budget proposes some alternative financing mechanisms to alleviate the situation, but, in the end, we need to focus our efforts on those projects that are most important to our core mission. In the short run at least, we cannot solve all the problems facing us, and we need to carefully use our limited bonding capacity in the most prudent manner possible. ACCOMPLISHMENTS/NEW INITIATIVES Despite our current budget constraints, there are a lot of good things happening throughout the county. By all measurements, Hennepin County continues to be very successful in meeting the needs of our residents and providing a broad range of services. In the financial area, the county has maintained its triple-a credit rating-the best possible-for 31 years in a row. Our top rating reflects strong county management and our overall sound financial condition. Hennepin County is one of only 22 counties-out of the 3,100 counties in the United States-with a triple A rating from all three rating agencies. Effective January 1, 2008, the Minneapolis Public Library and formerly suburban-only Hennepin County Library systems have been merged. The county library system has increased from 26 libraries to 41. Work continues on all of the practical aspects of implementing the merger. This is a complex proposition, involving different human resources and compensation systems, different technology and software, and different book classification systems. But the merger is worth the wait. The result will be improved access, increased hours of operation and overall, the provision of quality library services countywide. It should be noted that, while the capital improvement program anticipates the replacement and relocation of the Webber Park and Walker libraries, in general, the capital needs of the 15 former Minneapolis libraries are not currently reflected in the 2008 capital budget. As planning and implementation of the merger takes place, the capital needs of the former Minneapolis libraries will necessitate amendments to the capital program as appropriate. The county has begun implementation of "Heading Home Hennepin: The to-year Plan to End Homelessness in Hennepin County". During 2007, the county accepted a $6.5 million state grant to help fund housing support services for people who have experienced long-term homelessness. The county has also appropriated funding in the capital budget to implement the plan and we have requested state bond funds to assist in this important effort. During 2007, the county issued the first set of sales tax supported revenue bonds related to the financing of a new ballpark for the Minnesota Twins. During 2008, additional bonds will be issued for the project to complete the county's $350 million commitment to the Ballpark. Construction has begun on the project, with the county partnering with the Twins and the Minnesota Ballpark Authority to implement the project. The new ballpark in downtown Minneapolis is scheduled to open for the 2010 season-the Twins' 50 th season in Minnesota. The first phase of the Criminal Justice Integration Project was implemented in mid For the first time, the available information pertaining to 12 criminal justice systems for 9 agencies processing 650,000 cases per year is integrated. This integration will provide the backbone to improve information sharing and improved public safety in the County. Then there are the superb day-to-day operations of Public Works, the Sheriff's Office, Human Services and Public Health and other county departments. The Transportation Department, for instance, responded admirably during the two heavy snowstorms last March-rapidly clearing the roads to ensure that our residents could get to work, to school and to other destinations. Environmental Services has come up with a new twist on recycling efforts. We are now An Equal Opportunity Employer Recycled Paper 4

7 recycling food waste, otherwise known as "organics". Organics are now being collected from schools, businesses-even households -in some cases-and being recycled into compost. Hennepin County and the City of Minneapolis have begun using an E-85 fueling station at the Minneapolis Currie Public Works Facility. E-85 consists of up to 85 percent ethanol which means that use of this fuel reduces dependence on foreign oil imports while supporting Minnesota farmers whose corn is used to make ethanol. The county currently has 110 E-85 vehicles in its fleet and plans are to convert 35 full-size sedans to this alternative fuel beginning in the 2008 replacement cycle. Our capital improvements program continues to expand, subject to careful analysis and prioritization of capital requests. And, although we must find alternative ways to finance some of our capital projects other than general obligation bonds, one result of the expanding capital program will be that our debt service requirements will increase into the future. Major capital projects in the next few years include new libraries in Plymouth, Maple Grove and Brooklyn Park, and a proposed replacement for the Lowry Avenue Bridge over the Mississippi River connecting North and Northeast Minneapolis. The county has made the Lowry Avenue Bridge our number-one state bonding request for 2008, with $24.2 million requested. In view of the 1-35W bridge collapse, hopefully the Minnesota Legislature will act favorably on this request. We are also seeking bridge replacement funds from the federal government. As is the case for the 2007 budget, the 2008 budget does not include the activities of Hennepin Healthcare System, Inc.-the new public subsidiary corporation that officially began operating Hennepin County Medical Center (HCMC) and its clinics on January 1, The board of directors of Hennepin Healthcare System has significant operational control of the day-to-day activities at HCMC, but the County Board has control over the safety-net mission and major budget decisions. Consequently, the county. still has a major financial responsibility involving HCMC, including the cost _of uncompensated care, which continues to rise. In addition, the county continues to own the hospital facility and is committed to providing $100 million in general obligation bonding support for the expansion of HCMC outpatient and inpatient clinics. Also in the health area, planning is underway for the new Family and Service Center in North Minneapolis on the NorthPoint Health and Wellness Center campus as part of the County/University of Minnesota Partnership. This project will include health and human services, probation, the University Child and Family Center and perhaps even a YMCA, and should be in the design stage in CONCLUSION In conclusion, I want to assure you that we will manage the county's financial situation through strong stewardship of tax dollars and decision-making with a focus on results-both this year and in the years ahead. Our biggest asset for success is our employees. They have addressed many past challenges and it is my expectation that they will continue to do so in 2008 and beyond. Thanks to you - members of the County Board - for providing critical leadership on many of the initiatives included in the 2008 budget. I would also like to thank the Office of Budget and Finance and all county departments for making tough choices related to the 2008 budget. Respectfully submitted, ;let Richard P. John on County Administrator An Equal Opportunity Employer Recycled Paper 5

8 HENNEPIN COUNTY, MINNESOTA Hennepin County Profile Government Hennepin County is governed by a sevenmember Board of Commissioners elected by district for staggered four-year terms. The County Attorney and Sheriff are also elected officials. County Commissioners are responsible, among other things, for authorizing resolutions, adopting the annual budget, appointing committees and hiring the County Administrator. The County Administrator is responsible for carrying out the policies and resolutions of the Board of Commissioners, for overseeing the day-today operations of the county, and for appointing the heads of the county's departments. Hennepin County is the largest local government in Minnesota and has been rated among the best managed large counties by studies from Syracuse University and Governing magazine. The county has received high marks for governmental structure, integration of social services, superior debt management, technology training and innovative partnerships. Additionally, the county is one of approximately 20 counties nationwide to receive a triple-a credit rating, the highest possible, from all three national rating agencies. Hennepin has maintained this rating since Minneapolis!! St. Paul Duluth! Rochester! Hennepin County Commissioner Districts Greenfield Rockford Independence Maple Plain Hassan Hanover Corcoran Loretto Medina Rogers 7 Dayton Maple Grove Plymouth Eden Prairie Champlin Brooklyn Park Osseo Brooklyn Center Crystal New Hope Robbinsdale Richfield Bloomington St. Anthony Medicine Long Lake Lake Golden 2 Minnetrista Orono Wayzata Valley St. Louis Spring Minneapolis Minnetonka Woodland Park Park Beach Deephaven Mound Hopkins St. Tonka Minnetonka 3 4 Bonifacius Bay Greenwood Shorewood Excelsior 6 Edina Elected Officials 1 st District: Mike Opat 2 nd District: Mark Stenglein 3 rd District: Gail Dorfman 4 th District: Peter McLaughlin 5 th District: Randy Johnson 6 th District: Linda Koblick 7 th District: Penny Steele County Attorney: Michael Freeman County Sheriff: Richard Stanek Fort Snelling Geography Hennepin County was established by the territorial legislature of Minnesota in 1852, six years before Minnesota became a state. The county is located within the Twin Cities Metropolitan Area. The upper Mississippi flows through Minneapolis and defines the northwestern boundary of the county. Minneapolis, the most populous city in Minnesota, is one of 46 municipalities within the county. The county encompasses 611 square miles with 200 lakes larger than 10 acres and numerous parks and trails providing recreational opportunities and community amenities to residents

9 HENNEPIN COUNTY, MINNESOTA Demographics With an estimated population of 1.1 million people, Hennepin County is the largest county in Minnesota. The county has added new residents over the last 15 years and population projections forecast more growth. One-third of the county s population (369,051) lives in Minneapolis with the remaining 753,042 residing in suburban Hennepin County. Outer ring suburbs are growing at the fastest rate. Number of People Year Population Households ,070, , ,074, , ,081, , ,089, , ,116, , ,122, , ,120, , ,119, , ,119, , ,119, , ,122, ,794 (in thousands) 1,130 1,120 1,110 1,100 1,090 1,080 1,070 1,060 1,050 1,040 Hennepin County Population Year More than one-fifth (22 percent) of the state s population live in Hennepin County. Hennepin is one of the most racially and ethnically diverse communities in the state with more than 246,000 residents identifying themselves as non-white or Latino. More than 39 percent of the state s non-white population and over 40 percent of the state s foreign-born population lives in Hennepin County. Over the last ten years the county has seen especially large increases in people from Africa and Latin America. Hennepin County remains one of the wealthiest counties in Minnesota with an average per capita income of $33,700 and median family income of $77,000 compared to a statewide median family income of $67,000. Despite the economic successes of most Hennepin County residents, approximately 11.2 percent of the population over 125,000 people had income during 2006 at or below the poverty line. An even greater percentage of children, 16 percent, were in families with incomes at or below poverty. Approximately 25.1 percent of single female headed households with children under 18 years of age earned income at or below the poverty line. One of the contributors to economic success in the region is the highly educated workforce. High school graduation rates continue to be above 92 percent for Hennepin County residents. Additionally, 41.7 percent of all residents have attained a bachelor s degree or higher. These results vary however, among location and socioeconomic status. Year K-12 School Enrollment g School Graduates (25 & older) Degrees or Higher (25 & older) , % 38.4% , % 40.3% , % 41.0% , % 43.1% , % 42.2% , % 43.6% , % 41.7% 7

10 HENNEPIN COUNTY, MINNESOTA Business Climate Hennepin County is home to many of Minnesota s largest employers including Target Corporation, Allina Health System, UnitedHealth Group, University of Minnesota, Cargill, Best Buy Company, SuperValu Inc., US Bank and General Mills. Six of the top ten revenue generating public companies and seven of the top ten fastestgrowing small companies in the state for 2007 are headquartered in the county. Along with a strong employer base, Hennepin County residents form a welleducated and professional workforce. The leading occupations include: management and professional (44 percent), sales and office (27 percent), service (14 percent) with all other occupations comprising 15 percent. The leading industries in the county include: educational, health and social service (20 percent), professional and scientific (15 percent), manufacturing (13 percent), finance, insurance and real estate (11 percent) with all other industries comprising 49 percent. Hennepin County s unemployment rate is traditionally below national and state rates. However in 2006, the average unemployment rate within the county was 5.5 percent, slightly above the state rate of 5.2 percent, but below the national rate of 6.2 percent. Unemployment Rate Year Average Labor Force Average Unemployment Rate , % , % , % , % , % , % , % , % , % , % , % 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 1996 Hennepin County, Minnesota and U.S. Unemployment Rate US Minnesota Hennepin County Source: + US Census Bureau, 2006 American Community Survey + Twin Cities Business Journal 8

11 HENNEPIN COUNTY, MINNESOTA Hennepin County Results Planning for Results Hennepin Results is a strategic management framework representing an ongoing cycle of continuous improvement. The framework involves planning and budgeting for results, delivering services, measuring the results of those services, collecting and analyzing measurement data. Departments then report and use what has been learned to improve services leading to better outcomes for residents, customers, clients, and taxpayers. Hennepin County departments use this framework to develop overarching goals, key results, strategic objectives, and performance measures that contribute to the county s overarching goals, key results, and strategic objectives. This process provides the basis for measuring progress and performance, as well as, development of the annual budget. Lines of business and departments use the Balanced Scorecard to measure and report performance. Strategic Direction Hennepin County is a mission driven organization focused on results and the customer. The Mission, Vision, and Overarching Goal statements define the Strategic Direction. The county s strategy for achieving the overarching goals is defined by Key Results, or strategic priorities, for each of the overarching goals that provide direction for the county as a whole. Business line and department Overarching goals and Key Results align with those of the county. The Countywide Strategy Map The countywide strategy map defines organizational objectives that lines of business and departments use in creating their strategic and annual plans to improve outcomes for clients, customers, residents and taxpayers, and contribute to the Key Results and Overarching Goals of Hennepin County. Accomplishment of the countywide goals, key results, and strategic objectives is measured through the work of the departments. The Hennepin County Strategy Map is presented on the following page. 9

12 HENNEPIN COUNTY, MINNESOTA 10

13 HENNEPIN COUNTY, MINNESOTA Budgeting for Results In 2003, Hennepin County began the use of the Balanced Scorecard as a planning tool to tie budgets and decisions to results. Lines of business, departments, and in some cases divisions develop budgets focused on achieving strategic objectives and key results using performance data to guide resource allocation decisions. Each department provides their mission, overarching goals, key results and balanced scorecard metrics as part of their budget submission, demonstrating alignment to the countywide strategy map, key results, and overarching goals. This is supported by performance measures for each of the four perspectives of the Balanced Scorecard (Customer, Financial, Internal Process, and Learning & Growth). The county conducts a biennial Community Indicator Report and Citizen Survey to assess quality of life in Hennepin County and the effectiveness of county services. Individual departments conduct customer satisfaction surveys on an ongoing basis to determine effectiveness of programs and satisfaction. Performance Measurement The Balanced Scorecard was integrated into the Hennepin Results Strategic Management Framework in The Balanced Scorecard is a strategic management, performance measurement, and communications tool used to create a framework for measuring progress and performance from four perspectives: Customers, Finance, Internal Processes and Learning & Growth. As part of the planning process, county departments develop individual strategy maps identifying measurable strategic objectives to accomplish their key results and overarching goals. Performance measures are identified to assess results and effectiveness. Managing for Results County leaders use the strategic management process to make decisions that align the organization s activities and provide Hennepin County with opportunities to continually improve our services. County Administration, lines of business, departments and divisions are using performance measurement data to inform planning, day-to-day decision making, and budgeting. In 2008, departments are integrating their balanced scorecards into the countywide business intelligence performance measurement system. This web-based system provides readily available data to directors, managers, and supervisors to use in managing for results, data-driven decision-making, planning and budgeting at all levels of county government. Reporting Business line leaders began reporting progress on results to the County Board in 2006 describing their overarching goals, key results, and service strategies using the Balanced Scorecard. This web-based performance measurement system facilitates ongoing, up-to-date reporting of progress and performance across all levels of the county government. 11

14 HENNEPIN COUNTY, MINNESOTA The 2008 Hennepin County Budget Process Preparation of the annual budget begins more than ten months prior to the start of the fiscal/calendar year with the distribution in February of the five-year capital improvement program (CIP) instructions to departments. In April, the Office of Budget and Finance (OBF) distributes the operating budget instructions. These instructions provide guidelines and parameters from County Administration/Executive Team to departments in the preparation of their 2008 operating budget requests. The schedule on page 14 identifies key stages in the formulation of the operating and capital budgets. Within that context, the following principles guided the preparation of the 2008 budget: Maintain the financial health of the county in time of uncertain federal and state fiscal policy. Assure that the county s financial status is sufficiently flexible to withstand the environmental uncertainties; Refocus our efforts on essential county programs and services; Further develop our management systems to enhance and improve decision-making; Lower the cost structure with more efficient processes and managed competition; and, Improve revenues. In early April, the County Administrator issued budget guidelines, directing most departments to submit budgets with property tax increases of no greater than 2.5 percent over the 2007 adjusted budget and to prepare prioritized funding reductions equivalent to 3 percent of the requested level. The terms of the county s labor agreements expired at the end of 2007 and had not yet been determined for 2008 at the time budget instructions were distributed. For purposes of initial budgeting, departments were instructed to absorb the cost of salary adjustments and increases in health insurance within the 2.5 percent increase in their property tax. Departments submitted budget requests to OBF on June 25, During July and early August, department staff met with County Administration and OBF to clarify and resolve areas of concern. Truth-in- Taxation statutes established in 1989 by the State of Minnesota require that a proposed budget and maximum tax levy be approved by September 15th every year. On August 30th, the County Administrator recommended a maximum levy of $604.6 million (excluding state tax relief), which was an increase of 6.98 percent over 2007 to the Hennepin County Board of Commissioners. The County Board approved the maximum levy recommended by the County Administrator. On September 25, 2007, the County Administrator presented a proposed budget which incorporated the primary principles previously outlined, within the context of the current state of the economy and the County Board s mission and vision statements and the five overarching goals established by the County Board. During October and November, the County Board held a series of public hearings in which Hennepin County citizens, contracted providers, taxpayers and clients were given 12

15 HENNEPIN COUNTY, MINNESOTA the opportunity to testify on the proposed budget. The Truth-in-Taxation statutes require that the county send out proposed property tax notices to all taxpayers in November based on the maximum proposed levy set by the County Board in September. In addition, the statutes require that the county publish notification of a Truth-in-Taxation public hearing to be held on the first Thursday in December, which provides a final public forum for comment prior to the County Board adopting the budget. The Board held its Truth-in-Taxation public hearing at 5:30 PM on December 7, On December 18th, the Board adopted the 2008 budget by resolution, authorizing appropriations and establishing staffing complements for County departments. Hennepin Healthcare System In July 2006 the County Board created Hennepin Healthcare System, Inc. (HHS) as a public subsidiary corporation of Hennepin County and named the members of the first HHS board. In November 2006 the County Board approved an Operating and Funding Agreement with HHS under which HHS assumed responsibility for operating Hennepin County Medical Center (HCMC) effective January 1, The HHS board members have extensive experience in healthcare, business, urban community development, workforce development, and philanthropy. The change in governance at HCMC is designed to give the organization the autonomy and flexibility it needs to compete in a rapidly and ever-changing healthcare industry. As a result of the change in governance, beginning with the 2007 budget, the HCMC budget will no longer be included in the Hennepin County budget. Ballpark for Minnesota Twins The 2006 Minnesota Legislature authorized Hennepin County to impose a 0.15 percent sales tax and issue debt to finance the public s contribution to a new ballpark for the Minnesota Twins, as well as infrastructure related thereto. During 2007, the county issued $150 million in First Lien Sales Tax Revenue Bonds as part of the county s contribution. Subsequent debt will be issued in 2008 to complete the county s $350 million commitment. All bond proceeds from the sale of the ballpark bonds are turned over to the Minnesota Ballpark Authority, the public owner and operator of the new ballpark. As a result, the 2008 county budget only includes funding for the debt service relating to the ballpark bonds and a small amount of sales tax revenues relating to increased library hours and youth activities, pursuant to the legislation authorizing the ballpark. Library Consolidation In 2007, legislation enabling the consolidation of the Minneapolis Public and Hennepin County library systems was signed into law. The legislation was a joint initiative of the Minneapolis Public Library Board, the City of Minneapolis, the Hennepin County Library Board and Hennepin County, all four of which recommended consolidating the two library systems pursuant to a set of guiding principles. On January 1, 2008, the Minneapolis Public system merged with the Hennepin County Library System, resulting in a system of 41 libraries. 13

16 HENNEPIN COUNTY, MINNESOTA HENNEPIN COUNTY PROCESS CALENDAR Current Capital Related Fiscal Year 2008 Operating Budget Improvement Program Activities January 2007 Fiscal Year begins February Capital Budget Instructions Distributed March Departmental Preliminary Capital Project Requests submitted to Property Services 4th Quarter 2006 FTE Tracking Reports & Recap of FY 2006 Financials Completed & Distributed April 2008 Operating Budget Instructions & Targets Distributed 1st Quarter 2007 FTE Tracking Reports Completed & Distributed May Departments develop 2008 Budget Requests consistent with Property Tax Targets and other Budget Guidelines; and prepare five-year financial projections. Capital project descriptions & cost estimates returned to departments; Departments finalized capital project requests; and Departments meet with County Administration regarding CIP June 2008 Department Budget Requests due July August September County Administration & Budget Office review and discuss with departments budget requests County Board Briefing on 2008 budget & tax levy; County Board adopts maximum proposed property tax levy for 2008; and County Administrator presents Proposed 2008 Budget Capital Budgeting Task Force (CBTF) meets with Departments to review capital improvement program requests CBTF finalizes its recommended CIP; The County Administrator finalizes the proposed CIP 2nd Quarter 2007 FTE Tracking Reports & 2nd Quarter Financials/Year-end Projections Completed & Distributed October November Beginning in October, the County Board holds a series of public hearings to review and discuss proposed 2008 operating and capital budgets, and proposed fee schedule revisions The County Board holds public hearings to consider amendments to the proposed 2008 operating and capital budgets Truth-in-Taxation notices mailed to all property owners; and Truth-in-Taxation Public Hearing 3rd Quarter 2007 FTE Tracking Reports & 3rd Quarter Financials/Year-end Projections Completed & Distributed December County Board approves a final 2008 property tax levy and adopts a 2008 Operating and Capital Budget; and Budget Office finalizes property tax levy certifications and reporting to State agencies Fiscal Year ends 14

17 HENNEPIN COUNTY, MINNESOTA Budget/Financial Planning Processes The annual budget process incorporates several short and long-term planning processes. The foundation of the proposed budget are the five overarching goals first established by the County Board in 1999, found on page 10 of this document. The five-year Capital Improvement Program (CIP), which includes the 2008 Capital Budget as the first year of the program, is another example of an annual planning process that the county conducts. The CIP is reviewed and amended each year with the assistance of the Capital Budgeting Task Force (CBTF), an eleven member advisory board of citizens appointed by the Hennepin County Board of Commissioners. Specific details of the county s capital projects and the CBTF s Report are contained within a separate document, 2008 CAPITAL BUDGET AND CAPITAL IMPROVEMENT PROGRAM. An itemized list of the authorized 2008 capital projects and their authorized appropriations are contained in Section VIII of this document. Since 1994, Hennepin County has been surveying county residents to better understand the issues they are concerned about and their experiences with the county. Between 1994 and 2000, Hennepin County s questions were asked as part of a metropolitanwide survey. In 2002, Hennepin County started conducting its own biennial survey in order to better focus on the needs and concerns of Hennepin County residents. The 2006 Citizen Survey reflects an added interest in customer service, asking residents to judge their county customer service experiences. In addition to informing county strategy, the Citizen s Survey, in conjunction with the Community Indicator reports work together to provide county decision-makers, stakeholders and community members with an improved understanding of the problems residents face and the conditions of the county. Hennepin County is using the Balanced Scorecard (BSC) as a planning tool to tie budgets and decisions to results. Related to the BSC and the budget process, is the Enterprise Business Intelligence (BI) and Reporting software used to gather, store, analyze and provide access to data. The BI system provides the county with reporting and analysis capabilities across multiple systems. This data supports decisionmaking and provides information for consistent, accurate reporting of results to managers, policy makers and the people of Hennepin County. The Business Intelligence suite includes Metrics Manager, a balanced scorecard module providing a common framework to display balanced scorecard information and show the relationship to the county's overall goals. The county is beginning the process of finding a replacement for its legacy financial, human resources and procurement systems. The project, know as APEX, will transform human resources, payroll, finance and procurement business processes and systems. APEX will prospectively have a major impact on the budgeting process. The Office of Budget and Finance prepares quarterly financial reports at the fund and departmental level to increase participation and accountability throughout county government. 15

18 HENNEPIN COUNTY, MINNESOTA These reports provide the County Board and County Administrator critical financial information needed for sound fiscal management decision making as the fiscal year progresses. The Quarterly Full-time Equivalent (FTE) Tracking Reports are prepared in conjunction with the quarterly financial reports and compare Board Authorized Permanent FTEs to Actual Permanent FTEs and Total Hours Worked (FTEs) (includes actual permanent, nonpermanent and overtime/compensatory time hours worked) at the department level. The following chart is an example of the information provided and reflects countywide staffing from December 2002 through December In addition to these formalized planning processes, the county has incorporated a number of other short-term or ad-hoc planning groups to study and make recommendations on a variety of discussion issues. Early in 2007, the Hennepin County Board of Commissioners recognized the impact of mortgage foreclosures in Hennepin County. The board responded in the short term by providing foreclosure prevention counseling to prevent foreclosures whenever possible. In addition, a resolution was introduced calling on subprime mortgage lenders and servicers for properties in Hennepin County to voluntarily agree to a three-month moratorium of foreclosures. In recognition of the need for a broader, multi-faceted response to the mortgage foreclosure crisis, the board established a Hennepin County Foreclosure Task force to define the scope of the mortgage foreclosure crisis in Hennepin County and identify remedies and appropriate mitigation responses that address the issues raised. Countywide -- Total Hours Worked 7,700 7,500 FTEs 7,300 7,100 6,900 6,700 Dec-02 Mar-03 Jun-03 Sep-03 Dec-03 Mar-04 Jun-04 Sep-04 Dec-04 Mar-05 Jun-05 Sep-05 Dec-05 Mar-06 Jun-06 Sep-06 Dec-06 Mar-07 Jun-07 Sep-07 Dec-07 Month Board Authorized Permanent FTEs Total Hours Worked (FTE) 16

19 HENNEPIN COUNTY, MINNESOTA BUDGET POLICIES, PROCEDURES AND ORGANIZATIONAL STRUCTURE BUDGET POLICIES AND PROCEDURES The annual budget of the county includes all operations over which the County Board has appropriation responsibility, and includes units that are shown in the organization chart on page I-29 of this document. The County Administrator is appointed by the Board of County Commissioners and is responsible for administration of the county, including all of its financial activities. Hennepin County policies regarding the preparation and adoption of the annual budget are contained within: 1. Minnesota Statutes; 2. Hennepin County Administrative Manual; 3. Hennepin County Financial Constitution or the county s financial management policies; and, 4. Debt Management Policies. The following are key portions of those policies. The full text of the Financial Constitution and Debt Management Policies and outcomes, where appropriate, are included in the Financial/Debt Policies Tab (page FD-1 to FD-11). Refer to the Glossary, located on the Glossary Tab beginning with page G-4, for definition of key terms. The county will adopt a balanced budget in accordance with Minnesota Statutes 383B.111 et seq. in which appropriations will not exceed the total of the estimated fund revenues and the available prior year's revenue, after applying the General and Human Services Fund Reserve Policy (See Financial /Debt Policies, page FD-5, Section G4 in the Appendix). The County Board adopted a balanced budget for 2008 on December 18, The county will attempt to finance current expenditures with current revenues. It is not the county's policy to use fund balances to finance ongoing operations, except on an emergency or short-term basis; or unless fund balances are adequate to permit drawdowns, consistent with fund policies (page FD-5, Sections G3 and G4). Fund balance is budgeted in 2008, consistent with past practice, but because of conservative revenue and expenditure projections, fund balance is rarely used in the General Fund. Approval of the annual budget shall constitute appropriations of specific amounts to funds, departments, and programs as shown in the County Board budget resolution and shall constitute to each fund the levy of required tax. Appropriations lapse at the end of each fiscal year unless they are for a capital project or carried forward to the next year where permitted by generally accepted accounting principles (GAAP). The approved budget is appropriated at the departmental level and allocated to low-level programs. Departments are responsible for containing expenditures within the departmental allocation. Departments are required to notify the Director of Budget and Finance whenever it appears that major account totals will be exceeded for a low-level program. 17

20 HENNEPIN COUNTY, MINNESOTA The approved budget establishes an authorized number of full-time equivalent positions for each department. However, department directors may reallocate staff among programs during the budget year, subject to overall departmental budget limits. Whenever user charges and fees are determined to be appropriate and the direct benefits are identifiable, the county will establish and revise annually all user charges and fees at a level related to the cost of providing the service, or as otherwise legally allowable. The County Board approved the schedule of fees for 2008 as a part of the 2008 operating budget. Changes to the approved budget can be made only by action of the County Board, through either a supplemental appropriation or an appropriation transfer. (See Budget Adjustments). The county will annually adopt a capital budget and five-year capital improvement and expenditure plan in accordance with M.S. 383B.111 et. seq. and M.S The County Board adopted the 2008 capital budget and CIP on December 18, The county, through its capital and operating budgets, will provide for the adequate maintenance, replacement and improvement of the county s physical assets in order to protect the county's capital investment and to minimize future maintenance and replacement costs. The Facility Preservation and Upgrades Project has received favorable mention by rating agencies, the Minnesota Legislative Auditor and others because of its systematic evaluation of facility deficiencies and appropriate funding of needed repairs. The county will attempt at all times to maintain the Distinguished Budget Presentation Award of the Government Finance Officers Association. The county did receive the Award for its 2007 budget presentation. BUDGET ADJUSTMENTS The 2007 budget shown in this document represents adjusted totals through June 5, Departments may initiate requests for changes to authorized budget appropriations and numbers of full-time equivalent staff because of substantial fluctuations in workload, the need for additional services, or the receipt of revenues designated for special projects. The departmental request is submitted to the County Administrator for review, and is forwarded with recommendations to the County Board for formal approval. Appropriation adjustments fall into two categories: Supplemental appropriations are additions to the budget resulting from monies accruing to the county that were unanticipated at the time of budget adoption. Normally a supplemental appropriation will result in an increase to both the revenue and expenditure budget. Appropriations transfers involve a transfer of monies among funds or departments. The spending authority is transferred from one department or fund to another, but the total county budget does not change. 18

21 HENNEPIN COUNTY, MINNESOTA BUDGET AND FINANCIAL REPORTING BASIS AND ORGANIZATIONAL RELATIONSHIPS The 2008 Hennepin County budget is compiled, presented and approved on a basis consistent with generally accepted accounting principles (GAAP) using three formats: I. Fund; II. Program; and, III. Department/Office. I. Fund: To meet statutory requirements and to establish tax capacity rates and levies. A fund is a fiscal and accounting entity with a self-balancing set of accounts. These accounts record cash and other financial resources, together with all related liabilities and residual equities or balances, and changes. The entity is segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Funds are classified into three broad categories: Governmental (general, capital improvements, debt, and special revenue), Proprietary (Enterprise and Internal Service), and Fiduciary (Agency). Pursuant to GAAP, the basis for the budgets for the various funds differs depending on the nature of the fund. Governmental Funds: are used to account for most tax-supported activities. The budgets for these activities are based on the modified accrual basis of accounting. General Fund: (also know as the County Revenue Fund) is the chief operating fund and is used to account for revenues and expenditures necessary to carry out basic governmental activities. Capital Improvements Fund: is used to account for the construction costs of highways, roads and bridges, building construction and capital improvement projects. Debt Service Fund: is used to account for the accumulation of resources for and the payment of general long-term debt principal and interest. Ballpark Debt Service Fund: is used to account for the accumulation of resources for and the payment of long-term debt principal and interest related to bonds issued for purposes of construction of the Twins Ballpark. Special Revenue Funds: within the Governmental Fund category are used to account for the proceeds of specific revenue sources (other than expendable trusts or major capital projects) that are legally restricted to expenditures for specific purposes. Human Services Fund: is used to account for economic assistance; adult, children and family services; training and employment assistance; public health; and veterans services. Library Fund: is used to account for public library services. Ballpark Sales Tax Fund: is used to account for the inflows of cash from taxpayers to the trustee, and transfers to the Ballpark Debt Service fund. Because of the use of the trustee, these will be artificial entries designed to show items handled by the trustee. 19

22 HENNEPIN COUNTY, MINNESOTA Proprietary Funds: The budgets for enterprise and internal service funds are based on the accrual basis of accounting. Glen Lake Golf Course Fund: is used to account for the operation of the Glen Lake Golf Course. Enterprise Funds: are a type of proprietary fund used to account for activities that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges or where the governing body has decided that periodic determination of net income is appropriate for accountability purposes. Medical Center Fund: was used to account for the operations of Hennepin County Medical Center (HCMC) and was eliminated in Health care for the indigent is now budgeted and accounted for in the General Fund. Metropolitan Health Plan Fund: is used to account for the management of the county's health maintenance organization, which provides capitated health services to certain human service clients and other groups. Solid Waste Fund: is used to account for the operation and capital projects of the solid waste system including the resource recovery facilities, transfer stations, and recycling and household hazardous waste programs. Radio Communications Fund: is used to account for the Sheriff s radio system, related maintenance activities, and may be leased to participating entities. Internal Service Funds: are used to account for the financing of goods or services provided by one department/agency to another, or to other governmental units, on a costreimbursement basis. Energy Center Fund: is used to account for the costs of operating the Energy Center which provides heat and air conditioning primarily to county-owned facilities. Central Services Fund: is used to account for receiving and distribution, mail handling, printing, paper recycling, surplus furnishings and equipment services. Information Technology Fund: is used to account for the costs of data processing services provided to county departments. Self Insurance Fund: is used to account for workers compensation and the building and contents deductible reserve. Central Mobile Equipment Division Fund: is used to account for the costs of operating a maintenance facility for automotive and other equipment used by departments. Other Employment Benefits Fund: is used to account for the costs of retiree health insurance and compensated absences. Business Services Office Fund: is used to account for medical billing and other services provided by the Business Services Office primarily to county-owned medical service providers. 20

23 HENNEPIN COUNTY, MINNESOTA Fiduciary Funds: The only fiduciary fund maintained by Hennepin County is the Agency Fund which is used to account for assets held by the county as an agent for individuals, private organizations, other governmental units, and/or other funds. Such assets are: property taxes collected on behalf of other governments and not yet distributed; Suburban Regional Park District funds; and funds held as agent for various parties. The Agency Fund is not a budgeted fund. Fund summaries may be found on pages I- 33 through I-51. The Glossary contains a description of funds and can be found on page G-4 through G-13. II. Program: To provide the basis for policy direction and controls over program-related activities. The Hennepin County Budget is organized on the basis of the seven major programs the county operates. Those programs are: Public Works: construction, operation and maintenance of public works facilities, including county-owned highways and bridges. Public Safety: law enforcement, prosecution, legal defense for the indigent, and corrections programs. Health: medical care for the indigent; public health, education and research; and death investigation. Libraries: operation of the library system. Human Services: provide social services, economic assistance, training and employment and community health services. General Government: provides general government support, taxpayer and assessing services. Capital Improvements: accounts for county resources allocated to fund county building, facility modifications and highway construction projects. See page I-28 for the budget summarized by program. III. Department/Office: Establishes staffing authorization and appropriation levels. Operational responsibility for budgets is at the departmental level and they are responsible for containing expenditures within the departmental allocation. Department heads may reallocate staff among programs during the budget year, subject to overall departmental budget limits. See page I-29 for the organizational structure of the county, and page I-30 for the personnel comparison by department. 21

24 HENNEPIN COUNTY, MINNESOTA Budget Document Guide In this edition of the budget and financial plan, the department pages do not reflect a uniform format. Not all departments are at the same stage in the Balanced Scorecard process. The Balanced Scorecard (BSC) is a management and measurement tool used to support ongoing results-based decision making, planning and budgeting at all levels of the county. The BSC is an organizing framework that will help us to align our efforts and resources with the county's overarching goals. We will use the data we gather through the BSC to continuously improve our services and increase our efficiency. The BSC will allow us to create results-based budgets at the countywide and departmental level. By focusing on results we can make informed budget choices and tap the contributions of public and private sector partners to improve specific conditions in the lives of county residents. This book is divided into eleven sections. The first two sections contain introductory and summary (Section I) information. Sections II through VIII are devoted to major program areas. Each of the sections in this book are tab-indexed for convenience. The back of each tab page contains a table of contents for the section. The pages in Sections II through VIII are color coded to indicate department and program hierarchy. The color coding system is as follows: Tan Pages - Green Pages - White Pages - Contain summary data from the Business Line/Major Program, the highest level of the budget structure. The seven major programs in Hennepin County are Public Works, Public Safety, Health, Libraries, Human Services, General Government and Capital Improvements. Contain aggregate data from the Department/Office, the second level of the budget structure. For departments with only one program, this will be the lowest level of detail for that department. Contain aggregate data from the Division, the third level of the budget structure. Not all departments are organized into divisions. The following pages provide definitions and a sample of an activity page. 22

25 Business Line/Major Program Mission Statement A concise description of the Line of Business/Major Program's purpose. Description and Goals These pages include information on the county's 7 Lines of Business/Major Programs. A description summarizing the Line of Business/Major Program. Budget by Department 2006 Actual 2007 Budget 2008 Budget Departments within the Business Line/Major Program. Actual 2006 Revenue by Category Budgeted 2007 Revenue by Category Budgeted 2008 Revenue by Category Total $ - $ - $ - Budgeted Positions (FTE) by Department 2006 Budget 2007 Budget 2008 Budget Departments within the Business Line/Major Program Authorized FTEs 2007 Authorized FTEs 2008 Authorized FTEs Budgeted Positions Hennepin County Business Line BUDGET SUMMARY 23

26 Department Name Major Program Fund Department Mission Statement These pages include information on departments. A concise description of the department. Overarching Goals Long-term goals describing the highest level of benefit; change in the status, behavior or condition of residents and their quality of life. Key Results Specific outcomes for the department/division that lead to achievement of its overarching goals in the long-term. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal Actual 2006 Budgeted 2007 Budgeted 2008 State Revenue by Revenue by Revenue by Local Category Category Category Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services Actual 2006 Budgeted 2007 Budgeted 2008 Commodities Expenditures Expenditures by Expenditures by Services by Category Category Category Public Aid/Assistance Furniture & Equipment Other Charges Total $ - $ - $ - Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Authorized Authorized Authorized FTEs FTEs FTEs Major Program Department Name BUDGET SUMMARY 24

27 Division Name Center Number: XXXXXX Division Mission Statement These pages include information on divisions. A concise description of the division. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal Actual 2006 Budgeted 2007 Budgeted 2008 State Revenue by Revenue by Revenue by Local Category Category Category Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services Actual 2006 Budgeted 2007 Commodities Budgeted 2008 Expenditures Expenditures Services Expenditures by by Category by Category Public Aid/Assistance Category Furniture & Equipment Other Charges Total $ - $ - $ - Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget 2006 Authorized FTEs 2007 Authorized FTEs 2008 Authorized FTEs Comments Total Select Major Program Select Department Division Name BUDGET/FTE 25

28 Department Major Program Fund Department Strategic Objectives These pages include a department's strategic objectives and performance measures developed via the Balanced Scorecard. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Finance Measures: Internal Process Measures: Learning & Growth Measures: Major Program Department OBJECTIVES/MEASURES 26

29 Select Department Division Center Number: xxxxxx Division Description & Goals These pages include department or division descriptions and goals. Results & Accomplishments 2006 Actual 2007 Est Est. Other Results, Accomplishments & Highlights Select Major Program Select Department Division DESCRIPTION/RESULTS 27

30 Hennepin County (000000) Hennepin County Mission Statement The mission of Hennepin County is to enhance the health, safety and quality of life of our residents and communities in a respectful, efficient and fiscally responsible way. Description and Goals We envision a future where residents are healthy and successful and where our communities are safe and vibrant. We strive to meet and exceed expectations by engaging people and communities in developing innovative solutions to challenges. We will be a diverse, learning organization. We will partner with others to enhance the quality of life in Hennepin County and the region. Overarching Goals Our residents are: Healthy - People are healthy, have access to quality health care and live in a clean environment. Protected and Safe - People are safe from harm through prevention, early intervention and treatment services, and through enhanced public safety. Self-Reliant - People achieve success with the support of essential services, have access to affordable housing and opportunities for life-long learning. Assured Due Process - People are assured equal protection of the laws through adversarial and respectful system designed to assure fairness and reliability in the ascertainment of liability, guilt and innocence. Mobile - People and goods move easily and safely throughout the county and the region, via an integrated system of transportation. Budget by Program 2006 Actual 2007 Budget 2008 Budget Public Works $ 119,780,340 $ 118,051,568 $ 121,611,143 Public Safety 220,626, ,499, ,795,772 Health 141,813, ,276, ,602,368 Libraries 39,263,046 40,899,662 66,759,555 Human Services 493,933, ,482, ,259,715 General Government 156,100, ,383, ,261,948 Capital Improvements $ 122,872,253 $ 196,657,093 $ 164,200,000 Total $ 1,294,389,773 $ 1,501,250,278 $ 1,631,490,501 Budgeted Positions (FTE) by Program 2006 Budget 2007 Budget 2008 Budget Public Works Public Safety 2, , ,301.3 Health Libraries Human Services 2, , ,862.4 General Government , ,147.3 Capital Improvements Budgeted Positions 7, , ,826.5 Hennepin County Countywide BUDGET SUMMARY I-1

31 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY HIGHLIGHTS APPROVED BUDGET EXPENDITURES Countywide budgeted 2008 appropriations, total $1,631,490,501. Exclusive of Ballpark financing adjustments to the 2007 budget, the 2008 budget is $130.2 million, or 8.7 percent, over the 2007 adjusted budget. The appropriations include both operating and capital improvement expenditures. On January 1, 2008, the Minneapolis Public Library system was consolidated with the Hennepin County Library system. The merger of the Minneapolis Public Library accounts for $26.8 million of the budget increase. The majority of Hennepin County expenditures are for Human Services and General Government programs. These two programs combined account for approximately 50 percent of total county spending in The following table compares budgeted expenditures in the county s major programs from 2007 to Following the table is an overview of significant changes in the major programs. Sections II - VIII provide details on revenues and expenditures by major program including a descriptive summary of the important changes in program expenditures for MAJOR PROGRAM 2007 Adjusted Amount* % of Total 2008 Budget Amount % of Total Increase/ (Decrease) % Increase/ (Decrease) Public Works $118,051, % $121,611, % $3,559, % Public Safety 236,499, % 249,795, % $13,296, % Health 190,276, % 219,602, % $29,325, % Libraries 40,899, % 66,759, % $25,859, % Human Services 517,482, % 530,259, % $12,776, % General Government 201,383, % 279,261, % $77,878, % Capital Improvements 196,657, % 164,200, % ($32,457,093) -16.5% TOTAL COUNTY BUDGET $1,501,250, % $1,631,490, % $130,240, % $100,000, Expenditure Changes $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 ($20,000,000) ($40,000,000) Public Works Public Safety Health Libraries Human General Services Government Major Program Capital Improvements I-2

32 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Public Works The Public Works program includes the following departments: Public Works Administration (includes emergency preparedness activities) Housing, Community Works & Transit Public Works Management Support Transportation Environmental Services, and Glen Lake Golf Course. The 2008 Public Works Program budget is $121.6 million, an increase of $3.6 million from the adjusted 2007 budget. This change reflects increased costs for employee wages and benefits for all departments and increases in the Lead Abatement and Housing Grant programs. In 2008, the Public Works program will operate with full-time equivalent (FTE) positions. This is an increase of 2.0 FTEs from the 2007 adjusted level. One position will provide program administration and compliance activities for the Housing and Redevelopment Authority (HRA) and affordable housing efforts and one position will provide support for the Director and coordinate the Metro Transitways Development Board. Public Safety The Public Safety program is comprised of the following county departments, elected officials and state-run departments: Office of the County Attorney (elected countywide) County Court Functions Law Library (statutory Board of Trustees) Public Defender (state operated) Office of the Sheriff (elected countywide), and Department of Community Corrections and Rehabilitation (director responsible to County Board and Bench). The Public Safety Program budget for 2008 increased 5.6 percent ($13.3 million) over the 2007 adjusted budget of $236.5 million. For 2008, the Property Tax for Public Safety increased 4.2 percent ($7.8 million) with the main driver pertaining to the salary and benefits adjustments along with additional 21.9 full-time equivalents (FTE) over the 2007 adjusted budget of 2, Of the 21.9 additional FTEs, 15.9 FTE can be attributed to the additional correctional officers in Adult Correctional Facility and grants for the Department of Community Corrections and Rehabilitation while the County Attorney s Office experienced an increase of 14.5 FTEs over the original 2007 budget. 10 of the 14.5 FTEs were for support staff while 4.5 were for attorneys and paralegals for The Sheriff s Office incurred an increase of 4.0 FTEs which will be allocated to the Crime Lab and Finance Division. Over the past five years, the inmate population at the Jail has increased steadily from a monthly average of 581 inmates in 2003 to 759 in This growth has required the Sheriff s Office to increase the usage of overtime and temporary FTEs in I-3

33 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY order to meet the increased inmate population. In 2007, a study was completed in the jail to review determinates that support the continual growth with the results to be released in As of January 1, 2008, the Department of Community Corrections and Rehabilitation (DOCCR) changed their name from Department of Community Corrections (DOCC) and has developed a new organizational structure and strategic philosophy. In the 2008 budget, the DOCCR reflects a 6.8 percent ($7.0 million) expenditure increase over the 2007 adjusted budget. The drivers behind the increase are tied to the adjustment in salary and benefits along with additional FTEs. The DOCCR also reflects an increase in the federal and state revenue categories. The federal increase is due to the Justice Assistance Grant while the state revenues are for the Community Corrections Act Subsidy, Boarding of State Prisoners, along with Department of Natural Resources Cabin Program for the Sentencing to Service program. Health The Health program includes: NorthPoint Health and Wellness Center Medical Examiner Metropolitan Health Plan (MHP), and Uncompensated Care and SARS The total 2008 budget for departments in the Health program increased 15.4 percent from Most of the increase is due to increased expenditures by MHP as a result of anticipated growth in program enrollment. MHP s expenditures are funded with patient care revenue and are not funded with property tax revenue. Expenditures for the Medical Examiner and NorthPoint Health and Wellness Center are higher for 2008 as a result of work on new computer systems. NorthPoint is in the process of implementing a new electronic health record system. The Medical Examiner will be acquiring and implementing a new case management system. Amounts are budgeted in the Uncompensated Care and SARS center to cover the cost of uncompensated care payments to Hennepin County Medical Center (HCMC) and Hennepin Faculty Associates, the physician group for HCMC. Those amounts are increasing in 2008 because of growth in the number of patients receiving uncompensated care and the increased cost of providing that care. The Health program will operate with 5.6 fewer authorized FTEs than in MHP is adding 11.5 FTEs in response to program expansion. However, the MHP Business Services Office is in a transition period in 2008, prior to termination in Its FTE authorization is zero for 2008 compared to 18.0 for 2007, as some of the FTEs have been transferred to the Human Services and Public Health Department and other work is now being done by contract. Total FTEs at NorthPoint Health and Wellness Center are increasing by 0.9 FTE due to the addition of a dental assistant to help with increased patient volume. Library On January 1, 2008, the Minneapolis Public Library system comprised of 15 locations was consolidated with the Hennepin County Library system resulting in a countywide system encompassing 41 libraries, an elibrary, a bookmobile service and many other outreach programs. The Library consistently ranks in the top 10 library systems among those serving populations of more than 50,000 in the nation. I-4

34 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY As of December 31, 2007, the suburban Hennepin County Library s collection was comprised of about 2.0 million books, magazines, newspapers, CDs, DVDs, and other materials. The Minneapolis Library system contained approximately 3.2 million materials including an extensive archival collection prior to the consolidation. The resulting consolidated library now has a combined collection of over 5.2 million materials to serve all residents of Hennepin County. The Library department s budget for 2008 is $66.8 million; a 63 percent increase over the adjusted 2007 budget with 85 percent of the increase funded through City of Minneapolis revenues. The budget is funded with $40.7 million (61 percent) suburban property taxes, $21.9 million (33 percent) with City of Minneapolis revenues and $4.2 million (6 percent) with other revenues. The total suburban property tax component represents a $1.9 million increase over the 2007 amount. On a percentage basis, suburban property taxes now comprise a smaller share of the total budget due to the addition of the Minneapolis Public Library system and the associated revenue. In 2007, suburban property taxes comprised 95 percent of the total library budget however in 2008 suburban property taxes comprise a 61 percent share. Along with the tax receipt revenues, the City of Minneapolis agreed to provide transition funding ($7.8 million) to provide support for operating expenses and to open three previously shuttered libraries ($445,000) Roosevelt, Webber Park and Southeast on a limited basis. The transition and shuttered funding support will phase out over a period of 10 and 8 years, respectively. The City will continue to retire the outstanding debt on the new Central Library in downtown Minneapolis, but the county will assume responsibility for the operation and retirement of the debt associated with the parking ramp under the Central Library. Human Services The Human Services program includes Administrative and Support Services and the following 16 human service areas: Adult Behavioral Health Aging and Disability Services Child Protection Child Support Children, Youth and Families Children s Mental Health Community Early Intervention & Prevention Eligibility Support Front Door Housing and Homeless Initiatives Out of Home Placement Public Health Protection Resource Development Social Service Licensing Veterans Service Work Supports The 2008 budget for the Human Services program is $530.3 million, a $12.8 million increase from the 2007 adjusted budget of $517.5 million. The 2008 program budget includes increases for staff salaries and benefits, additional payments to the State of Minnesota for local share contributions, reductions of staff positions and the reduction or elimination of several contracted services. The program will operate with 2,862.4 FTEs, a decrease of 76.4 FTEs when compared to The budgeted reduction in FTEs is to be achieved through attrition; employee layoffs are not foreseen. The net reduction in FTEs includes the transfer of 6.0 staff from the county s Research, I-5

35 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Planning & Development Department, and the addition of 8.0 FTEs for the take over of mental health clinic scheduling, medical records and billing functions. General Government The General Government departments include: The County Board County Administration Assessor Budget and Finance Human Resources Internal Audit Information Technology Property Services Public Affairs Research, Planning & Development Taxpayer Services General County Purposes, and Debt Retirement The 2008 budget for General Government (excluding debt retirement) increased $24.9 million (18.8 percent) in total expenditures and $6.2 million (6.9 percent) in county property tax support from the 2007 adjusted budget. The significant increase in expense is due to Taxpayer Services project Direct Access to Records and Taxation (DART), the replacement of the county s 20-year-old accounting and human services system and operating expenses in property services due to the library merger with the City of Minneapolis. desk, project management, and enterprise computing, operations, and network services. Capital Improvements The 2008 capital budget totals $164.2 million, a decrease of $32.5 million (16.5 percent) from the 2007 adjusted budget. The most significant reason for the 2008 capital budget decrease relates to changes in the manner in which capital projects for the Hennepin County Medical Center (HCMC) are budgeted. Projects financed entirely from hospital revenues are budgeted through Hennepin Healthcare System, Inc., whereas projects requiring long-term debt financing, in whole or in part, are budgeted by the county. For 2008, $30.7 million is budgeted for HCMC capital versus $67.4 million in Nevertheless, the 2008 capital budget does continue the county s commitment to a new Family Medical Center to replace the current inadequate facility. Additional funding is provided for HCMC s In-patient Bed Expansion project and new Out-patient Clinic facility at the Medical Center. In addition to the Health area, the 2008 capital budget includes additional funding for the proposed $90.0 million North Minneapolis Family and Service Center that is being developed with the University of Minnesota. This project may include leasing substantial space to the University for family-oriented clinical and service-delivery initiatives. General Government s FTEs for the 2008 budget total 1, This is an increase of 92.5 positions (8.8 percent) from the 2007 compliment of 1, Property Services is adding 59.0 FTEs due to the library merger with the City of Minneapolis. The replacement of the county s 20-year-old accounting and human services system, the APEX project, is adding 18.0 positions in Enterprise Information Technology added 8.0 FTEs in the areas of the service I-6

36 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY 2006 BUDGET Capital Budget Expenditures by Program 90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 - Public Works Public Safety Health Libraries Human Services General Government The 2008 capital budget also includes funding to maintain the county s infrastructure, including $56.8 million in funding for road and bridge improvements and $32.2 million in facility modifications and preservation projects. The 2008 capital budget also includes $23.4 million in funding for Housing, Community Works & Transit projects, including $5.5 million to continue the county s affordable housing and homelessness initiatives to assist in addressing the growing housing need throughout the county. An additional $20 million is being budgeted for Community Works projects which relate to improvements to infrastructure and natural systems in order to revitalize stagnant urban neighborhoods and stimulate additions to the tax base. systems were merged, thereby expanding the county system to 41 libraries. Future capital programming will address the capital needs of the former Minneapolis libraries, although the capital plan does anticipate relocation and expansion of the Webber Park and Walker Minneapolis libraries. An additional $11.5 million in funding is also provided in 2008 for Library projects, most of which will fund continuation of projects leading to new libraries in Maple Grove, Plymouth and Brooklyn Park. In addition, an initial $1.1 million is budgeted in 2008 to begin planning and design for a new Excelsior Library. It should be noted that, on January 1, 2008, the Minneapolis Public Library and Hennepin County Library I-7

37 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY APPROVED BUDGET REVENUES Budgeted 2008 revenues total $1,631,490,501. Excluding Ballpark financing adjustments to the 2007 Budget, this is an overall increase of $130,240,223 or an 8.7% increase. The following table shows budgeted revenues in 2007 and Market Value Credit Aid is a state aid that reduces residential property taxes based on the Limited Market Value of the property and is not known until final values and taxes are calculated after the beginning of the. REVENUE SOURCE 2007 Adjusted Amount* % of Total 2008 Budget Amount % of Total Increase/ (Decrease) % Change Current Property Tax $554,218, % $590,590, % 36,371, % Federal 184,809, % 181,355, % -3,454, % State 176,250, % 194,497, % 18,246, % Fees and Services 308,910, % 338,145, % 29,234, % Other 277,060, % 326,902, % 49,841, % TOTAL COUNTY BUDGET $ 1,501,250, % $ 1,631,490, % $ 130,240, % *Includes supplemental appropriations; excludes adjustments for the Ballpark capital financing and the change in composition of the county s revenues. Within each major program section (e.g. Public Works, Health, Libraries, etc.) is a descriptive summary of the revenues specific to the program. fiscal year. The county s tax levy is reduced by the amount of state aid due County homeowners when final taxes are determined. Accordingly, the initial 2008 budget includes this state aid as part of the property tax levy. For the purposes of this table, the 2007 property tax amount includes market value credit aid to provide comparability between years Budgeted Revenues Other 20% Property Taxes 36% Fees & Services 21% State 12% Federal 11% Total Revenues $1.63 Billion I-8

38 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Revenue Changes 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000, ,000,000 Current Property Tax Federal State Fees and Services Other Property Taxes Tax Base Minnesota s property tax system is generally considered to be one of the most complex in the country. Estimated Market Values (EMV) are set by county or local assessors. State law assigns ratios based on property type such as residential, commercial/industrial which determine how those property values are converted to arrive at Tax Capacity. The ratios assign weights, based on property type residential, commercial/industrial, etc. In addition, a number of state programs, such as Limited Market Value (limits placed on increases in homeowners taxable value), Tax Increment Financing (TIF a redevelopment financing tool), Metropolitan Fiscal Disparities Program (tax-base sharing between the seven-county metropolitan jurisdictions), all affect the final tax incidence. Estimated Market Value (EMV) Estimated Market Value represents the selling price of a property, given a willing buyer and seller. EMV in Hennepin County continues to show growth from $140.3 billion for taxes payable 2007 to $148.2 billion for 2008, an increase of 5.6 percent. In total property values in Minneapolis and the suburbs continued to show increases over the prior year at 4.2 percent and 6.1 percent, respectively, although these growth rates are slower than in previous years. Minneapolis residential growth rate has slowed significantly from a rate of 6.6 percent in to 2.7 percent in Similarly, suburban residential growth rates slowed to 4.7 percent compared to 9.4 percent growth rate in Values in the Commercial/Industrial sector continue to rebound in the suburbs, increasing to 13.5 percent compared to 12.2 percent in Countywide Commercial/Industrial increased slightly reporting a 12.5 percent growth rate from a 12.0 percent growth rate in I-9

39 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Change in Estimated Market Value 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% -5.0% All Property Residential Apartment Commercial/Industrial Other Approximately 74 percent of the county s property value lies in suburban Hennepin County, 26 percent in the City of Minneapolis. Residential property makes up the majority of the property value in both Minneapolis (68.7 percent) and suburban Hennepin County (75.4 percent). Apartment properties are more prevalent in Minneapolis (8.9 percent) compared to the suburbs (4.7 percent). There is also more Commercial/ Industrial property in Minneapolis (21.3 percent) than in the suburbs (18.3 percent) Estimated Market Value Hennepin County (in millions) Pay 2007 Pay 2008 % Percent Change Property Type Suburbs Suburbs Total Apartment 4, , % 4.47% Residential 79, , % 4.70% Comm./Ind. 17, , % 13.46% Other/Personal 1, , % 3.08% Total 103, , % 6.15% Pay 2007 Pay 2008 % Percent Change Property Type Minneapolis Minneapolis Total Apartment 3, , % 3.21% Residential 25, , % 2.66% Comm./Ind. 7, , % 10.26% Other/Personal % -3.31% Total 37, , % 4.16% COUNTYWIDE Pay 2007 Pay 2008 % Percent Change Property Type County County Total Apartment 8, , % 3.96% Residential 104, , % 4.19% Comm./Ind. 25, , % 12.51% Other/Personal 2, , % 1.80% Total 140, , % 5.63% I-10

40 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Tax Capacity Tax Capacity is the county s tax base, after the state-determined tax classification rates are applied to estimated market value, and act as one of the major determinants of tax incidence, or which properties bear the burden of the property tax levy. For example, residential properties valued under $500,000 convert to tax capacity at a rate of 1.0 percent of estimated market value, while commercial properties convert Tax Increment Financing (TIF) districts, which are determined by city governments, exclude portions of the tax base to finance redevelopment efforts. In 2007, approximately million in taxes was used to pay for improvements in TIF districts and unavailable to support county and school programs. These programs increase the tax burden on all other properties. After adjusting for Fiscal Disparities contribution and TIF, the 2008 Estimated Tax Net Tax Property % of Total Market Value Capacity Capacity Residential 73.8% 61.6% 69.1% Commercial/Industrial 19.0% 31.0% 22.6% Apartment 5.7% 5.8% 6.5% Other/Personal 1.5% 1.6% 1.8% Total 100% 100% 100% at a rate of 1.5 percent of EMV in excess of $150,000. This changes the distribution of the tax burden between property types. On a countywide basis, residential property makes up 74 percent of the EMV, but after the conversion to (unadjusted) tax capacity, makes up 62 percent of tax capacity. Similarly, commercial/industrial property makes up 19 percent of the countywide EMV, but its share of tax capacity grows to 30.9 percent. There are three other state programs which further shift the tax burden between property types and are set by jurisdictions other than Hennepin County. The Metropolitan Fiscal Disparities Program was created by the state legislature and shares growth in the commercial-industrial tax base in the 7-county metropolitan area. Under this program in 2007, $39.0 million in taxes paid by Hennepin County residents is used to support services in other counties. tax burden shifts back onto residential, apartment and other properties. Limited Market Value (LMV) for residential properties was enacted by the legislature for taxes payable 1994 and provided limits on the amount of new value that would convert to tax capacity and be subject to taxation. This created a dual set of market values EMV (value determined by the assessor) and LMV (value subject to taxation) and led to a significant amount of residential value being excluded from the tax base. For taxes payable in 2008, approximately $2.1 billion falls under the LMV provision in Hennepin County. LMV is now being phased out, effective for taxes payable in Hennepin County s property tax levy per million dollars of estimated market value increased slightly from $3,906 in 2007 to $3,961 in I-11

41 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Hennepin County Property Tax Levy of Estimated Market Value (per million dollars) $5,500 $5,290 $5,000 $4,500 $4,695 $4,394 $4,232 $4,000 $4,001 $3,906 $3,961 $3,500 $3, Tax Levy Process The process for establishing and certifying the property tax levy is prescribed by Minnesota State Statutes After the county has determined its property tax requirements for the budget year, the budget requirement is increased by a factor to compensate for delinquent and uncollectible taxes and refunds of prior-year taxes. The collection factor for 2008 is 98 percent and therefore, and additional 2 percent is applied to the property tax requirement of County funds (except in the case of debt service funds where the collection factor is regulated by law) to produce the amount of property tax to be levied. Property Tax Levy Statutory Requirements (MN Statute ) Statutory County Action Requirement Adopt Maximum Property Tax Levy Prior to September 15, 2007 Mail Notice of Proposed Taxes Between November 10-24, 2007 Hold "Truth-in- Taxation" Public Hearing on First Thursday in December after 5pm Certify Final Tax Levy to County Auditor by December 20, 2007 Certify Levy to State Department of Revenue by December 31, 2007 Maximum Levy Adopted September 4, 2007 Resolution No R1 Approximately 400,000 parcel-specific notices were mailed beginning November 10, "Truth-in-Taxation" meeting held at 5:30 PM on December 6, Approved by County Board on December 18, 2007 (Resolution No S1R2). Certified on December 19, Certified Mail to Dept of Revenue on December 20, I-12

42 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY The property tax levy is divided by the net tax capacity of all real and personal property in the county to determine the tax capacity rate. This rate is applied against the adjusted tax capacity of real and personal property in Hennepin County. For taxes payable 2008, the adjusted tax capacity of taxable property in Hennepin County is estimated to be $1.6 billion, an 8.24 percent increase over taxes payable The increase in tax capacity comes as a result of the increase in the countywide estimated market value (5.63 percent) and to the relatively higher increase in commercial/industrial property, which coverts to tax capacity at a higher rate than other properties. A summary table of the property tax requirement and related tax levy and tax capacity rates follows. The second table reflects an "average" homeowner's property taxes payable to support Hennepin County government in 2007 and 2008 calculated on the limited market value (LMV) of the "median" in both Minneapolis and suburban Hennepin County. These amounts do not include taxes levied by other taxing districts. The tax rate calculations include adjustments for projected CPA and are net of the estimate for the Market Value Credit Aid, based on the home s limited market value. PROPERTY TAXES [1] TAX CAPACITY RATE ESTIMATED Required Levied Minneapolis Suburban 2007 $554,680,815 $565,197, % % 2008 $590,590,705 $602,238, % % Over (Under) 2007 $35,909,890 $37,041,325 (.910%) (1.38%) [1] Includes Market Value Credit Aid. COUNTY TAX IMPACT ON HOMEOWNERS SUBURBAN HENNEPIN COUNTY MINNEAPOLIS "Median" LMV "Median" LMV Change Change Limited Market Value $192,700 $209,000 $16,300 $261,200 $269,900 $8,700 Tax Capacity $1,927 $2,090 $163 $2,612 $2,699 $87 County Share of Tax $616 $670 $54 $967 $989 $22 I-13

43 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Federal Revenues Federal revenue sources total $181.4 million for 2008, a decrease of $3.5 million from adjusted Federal funding in the 2008 budget accounts for approximately 11.1 percent of the overall county revenue totals. The Human Services program accounts for $154.8 million (85.3 percent) of all the federal revenues anticipated by Hennepin County in Revenue from the federal government consists of reimbursements for the administrative costs of health, human services, economic assistance and employment and training programs. Budgeted Federal revenue in other county programs is minimal. The 2008 capital improvements program includes $11.0 million in federal highway aid for road improvements. Public Works receives $9.9 million for Housing, Community Works and Transit programs. Revenue received as patient fees for service from Federal programs at the NorthPoint Health and Wellness Center and Metropolitan Health Plan are budgeted as fee and service revenue. Human Services also anticipates fee and service revenue from federal sources. In Public Safety, the county receives $4.1 million in federal funds targeted for specific purposes, such as federal reimbursements for child support collection, child protection, Justice Assistance Grant, and the breakfast and lunch programs at the Juvenile Detention Center and County Home School Budgeted Federal Revenues Human Service 86% Public Safety 2% Public Works 6% Gen Govt 0% Capital Improv. 6% I-14

44 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY State Revenues from the State of Minnesota are estimated at $194.5 million, or 11.9 percent of all county revenues for 2008, excluding health maintenance organization fees from state sources. In general, state monies are used to fund activities and services for: human services programs, financial assistance and employment and training programs ($89.9 million); highway construction and maintenance projects ($30.6 million); Community Corrections and Rehabilitation ($20.4 million); and partial reimbursement for the costs of the Office of the Public Defender ($8.3 million). Typically the state funding is based on criteria such as caseloads, statewide funding formulas, approved plans, and particular service requirements. The State of Minnesota provides property tax relief aids to Minnesota counties. The County Program Aid is a general purpose aid that is calculated on three components, County Need Aid, County Tax Base Equalization Aid, and County Transition Aid. The County Program Aid for 2008 is $30.1 million, down slightly from $30.5 million in This aid is distributed as general property tax relief allocated proportionately to all funds based upon its percent of the total budgeted property tax. Beginning for taxes payable 2002, the Legislature created the Taxable Market Value Homestead Credit Aid. This state aid is intended to provide owners of lower-valued homes a break from shifts in the property tax laws intended to benefit owners of commercial and apartment properties. This aid paid to the taxing jurisdictions, is based on the value of a home and is calculated after property tax levies are certified. The amount of the relief decreases as the value of a home increases no tax relief is provided to owners of homes valued over $413,700. Taxing jurisdictions share in the aid based on their percentage of the net tax capacitybased tax rate. The aid for an individual homeowner is subtracted from the total tax bill they receive, with the state paying the aid directly to the taxing district Budgeted State Revenues Human Service 60% Public Safety 18% Public Works 6% Library 1% Capital Improv. 15% I-15

45 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Fees and Services User fees are established charges borne by those individuals that utilize specific government services and activities. This source of revenue provides an equitable, proportional method to fund governmental services without charging the general population. Minnesota Statutes 383B.118 authorizes counties to establish a fee or charge for a service, after holding a public hearing, based upon the costs of providing such services. The new and revised fee schedules were authorized by the County Board and incorporated into the 2008 budget resolution approved on December 18, Total fee revenues generated from fees charged for services are estimated at $338.1 million for This represents 20.7 percent of the total county revenue budget. Hennepin County provides a wide range of services for which fees are charged. The most significant portion of this revenue ($175.6 million, or 51.9 percent of all fees and services) is generated by reimbursement/ payment from third party payers and state and federal reimbursement for patient fees and services provided by NorthPoint Health and Wellness Center and Metropolitan Health Plan (MHP). Another major source of fee revenue is the environmental management program which collects fees for services associated with management of solid waste. In 2008, $70.7 million has been budgeted as revenue from tipping fees, ordinances, and solid waste fees. The Human Services Program will receive an estimated $47.6 million in fees for services provided in The majority of this revenue is accounted in case management and other services for specialized populations (developmentally disabled, vulnerable adults, children at-risk, etc.) and is reimbursed by federal/state Medical Assistance (MA) funding at preestablished rates for units of service. The Public Safety Program departments project $17.0 million in fee revenue, the largest share of which is from the Adult Detention Division and Adult Corrections Facilities ($5.7 million) for jail processing and boarding and of prisoners. Each department or office also provides individual services for which fees are charged and/or fines assessed, such as Probation Supervision and Home Monitoring from the Department of Community Corrections & Rehabilitation or 800 MHz Radio Communications leasing. The General Government Program has budgeted fee revenue of approximately $28.0 million. The majority of the revenue is generated by the County s Taxpayer Services Department, which comprises approximately $24 million of the overall total. Taxpayer Services revenues include charges for vital records (i.e. birth and death certificates) and public records for the recording of abstract and torrens properties. Fees and Services 2006 Actual Budget (in millions) $360.0 $340.0 $320.0 $300.0 $288.6 $308.9 $338.1 $280.0 $ Actual 2007 Adjusted Budget 2008 Budget I-16

46 HENNEPIN COUNTY, MINNESOTA BUDGET SUMMARY Other Revenues A wide variety of other revenues totaling $326.9 million make up 20 percent of total revenue in Other revenues include miscellaneous taxes, intergovernmental (i.e. participation of municipalities in county road & bridge projects), interest income, bond proceeds, fines and forfeitures, licenses and permits, interdepartmental payments and budgeted use of fund balance. The largest source of other revenue for 2008 is revenue generated through the sale of general obligation (GO) bonds to finance authorized road and bridge projects and facility projects within the 2008 capital budget. The 2008 capital improvement budget includes $102.5 million in general obligation bond revenues, compared to $124.7 million in Budgeted use of fund balance in the amount of $90.9 million represents 27.8 percent of the other revenue category. Budgeting of prior year revenue reflects the county s fiscal management practice of maximizing all sources of revenues while simultaneously monitoring revenues and expenditures within the current year to ensure that, while fund balance is used to develop the budget, it is seldom used. Fund balance is used as a source of funding in 2008 for the Debt Retirement ($45.1 million) and County Revenue ($45.7 million) funds. In the Debt Retirement fund, most of the fund balance being used is provided through a crossover refunding in Budgeted use of fund balance in 2008 in the County Revenue fund is up $13 million (40 percent) from This increase will provide funding for the replacement of the county s 20-year-old accounting and human resource systems, and designated funds for specific document recording process improvements in Taxpayer Services. These funds will be used as the fund continues to have an adequate fund balance. The county s budget for investment income in 2008 is $21.7 million, compared to $18.5 million in This reflects an expectation that our investment portfolio will have a slightly higher yield as a result of some restructuring, and that cash balances in 2008 will be comparable to The remaining other revenue is comprised mainly of indirect cost allocation revenue to the County Revenue Fund ($11 million) based upon the county s indirect cost allocation plan, interfund transfers, commodity/surplus sales, and changes in net assets in the enterprise funds. In mid-2007, the county issued $150 million of sales tax revenue bonds as the first part of its commitment to the new Twins stadium being built by the Minnesota Ballpark Authority. In 2008, the county will issue bonds for the remainder of its total $350 million commitment. Because of the distribution of the financing over two years, the 2008 debt service amount supported by sales tax revenues of $23.0 million will be larger than 2007 which was $4.0 million. Use of Fund Balance 30% Misc. Revenues 16% 2008 Budgeted Other Revenues Interest on Investments 7% Lic/ Permits 2% Bldg. Rent 3% Sales Tax Revenue 8% Bond Proceeds 34% I-17

47 COMPUTATION OF LEVIES BY FUND PROPERTY GROSS INCOME FROM TAX COLLECTION PROPERTY TOTAL BUDGET OTHER SOURCES REQUIREMENT RATE TAX LEVY County Revenue $518,250,663 $226,900,189 $291,350, % $297,296,402 Human Services 530,259, ,138, ,121, % 239,919,505 Metropolitan Health Plan 157,621, ,621, Solid Waste Enterprise Fund 69,483,161 68,922, , % 572,500 Library - Suburban 66,759,555 26,039,955 40,719, % 41,550,612 Glen Lake Golf Course 1,133,359 1,133, Radio Communications 1,957,937 1,957, Total Operating $1,345,465,719 $777,713,480 $567,752,239 $579,339,019 Debt Retirement - Countywide. 82,673,984 40,584,316 42,089, % 42,089,668 Debt Retirement - Suburban 16,150,798 8,290,466 7,860, % 7,860,332 Ballpark Debt Retirement 23,000,000 23,000,000 Capital Improvements 164,200, ,196,346 3,003, % 3,064,953 Total Non-Operating $286,024,782 $233,071,128 $52,953,654 $53,014,953 GRAND TOTAL $1,631,490,501 $1,010,784,608 $620,705,893 $632,353,972 Less County Program Aid ($30,115,188) ($30,115,188) County Property Tax Levy $590,590,705 $602,238,784 I-18

48 TAX CAPACITY/TAX CAPACITY RATES 2006 ACTUAL 2007 BUDGET ESTIMATED MARKET VALUE Minneapolis Suburban TOTAL ESTIMATED MARKET VALUE NET TAX CAPACITY Minneapolis Suburban TOTAL NET TAX CAPACITY $31,090,167,800 $37,096,565,800 $38,641,276,800 86,023,891, ,200,930, ,551,270,000 $117,114,059,300 $140,297,495,800 $148,192,546,800 $295,462,012 $374,841,727 $410,535, ,456,710 1,105,871,333 1,192,261,639 $1,193,918,722 $1,480,713,060 $1,602,797,286 TAX CAPACITY RATE (OPERATING) MINNEAPOLIS SUBURBS MINNEAPOLIS SUBURBS MINNEAPOLIS SUBURBS County Revenue % % % % % % Human Services % % % % % % Medical Center 1.632% 1.632% 0.000% 0.000% 0.000% 0.000% Solid Waste Enterprise (SWEF) 0.036% 0.036% 0.034% 0.034% 0.034% 0.034% Library-Suburban 0.000% 3.948% 0.000% 3.488% 0.000% 3.378% TOTAL OPERATING RATE % % % % % % TAX CAPACITY RATE (NON-OPER.) Countywide Debt Retirement 2.816% 2.816% 2.555% 2.555% 2.492% 2.492% Suburban Debt Retirement 0.000% 0.948% 0.000% 0.752% 0.000% 0.638% Capital Improvements 0.127% 0.127% 0.185% 0.185% 0.182% 0.182% TOTAL NON-OPERATING RATE 2.943% 3.891% 2.740% 3.492% 2.674% 3.311% TOTAL TAX CAPACITY RATE % % % % % % Tax capacity and tax capacity rates shown are prior to final determination of tax capacity and disparity reduction aid and assume full payment of certified state County Program Aid (CPA). The rates also reflect initial contributions and distributions of the fiscal disparities program. I-19

49 I-20

50 Summary of Expenditures and Revenues I. Governmental Funds By Fund and Program (Page 1 of 2) Governmental County Human Capital Debt Ballpark Debt Funds Revenue Sources Revenue Services Library Improvement Retirement Retirement Subtotal APPROVED BUDGETED EXPENDITURES Public Works $ 50,994,623 $ 50,994,623 Public Safety 247,837, ,837,835 Health 61,981,039 61,981,039 Libraries 66,759,555 66,759,555 Human Services 530,259, ,259,715 General Government 157,437,166 98,824,782 23,000, ,261,948 Capital Improvements 164,200, ,200,000 Total Expenditures $518,250,663 $530,259,715 $66,759,555 $164,200,000 $98,824,782 $23,000,000 $1,401,294,715 APPROVED BUDGETED REVENUES Current Property Tax $277,041,638 $223,844,405 $38,789,886 $2,857,726 $47,523,258 $590,056,913 Nonproperty Tax 4,089,053 4,089,053 Federal 15,509, ,757,677 11,088, ,355,240 State 58,548, ,285,336 2,425,278 26,500,928 2,426, ,187,173 Other Governmental 2,096, ,000 21,884,001 7,668,000 32,468,101 Interest on Investments 20,000,000 20,000,000 Fees and Services 55,476,704 47,672, , ,117,955 Fines and Forfeitures 40,000 1,560,100 1,600,100 Licensing and Permits 5,414,790 1,010,000 6,424,790 Bond Proceeds 102,458, ,458,000 Other 34,309, ,000 1,131,336 13,627,346 3,731,482 23,000,000 76,669,261 (Increase)/Decrease in Net Assets - Budgeted Use of Fund 45,724,829 45,143,300 Balance 90,868,129 Total Available $518,250,663 $530,259,715 $66,759,555 $164,200,000 $98,824,782 $23,000,000 $ 1,401,294,715 Revenues Total Revenue $518,250,663 $530,259,715 $66,759,555 $164,200,000 $98,824,782 $23,000,000 $1,401,294,715 I-21

51 Summary of Expenditures and Revenues II. Enterprise Funds By Fund and Program (Page 2 of 2) Governmental Metropolitan Solid Waste Glen Lake Radio & Enterprise Revenue Sources Health Plan Enterprise Golf Course Comm. Funds Totals APPROVED BUDGET EXPENDITURES Public Works $69,483,161 $1,133,359 $121,611,143 Public Safety 1,957, ,795,772 Health 157,621, ,602,368 Libraries 66,759,555 Human Services 530,259,715 General Government 279,261,948 Capital Improvements 164,200,000 Total Expenditures $157,621,329 $69,483,161 $1,133,359 $1,957,937 $1,631,490,501 APPROVED BUDGETED REVENUES Current Property Tax $533,792 $590,590,705 Nonproperty Tax 310,000 4,399,053 Federal 181,355,240 State 3,310, ,497,431 Other Governmental 32,468,101 Interest on Investments 468,382 1,212,000 21,680,382 Fees and Services 160,190,786 70,708,256 1,133,359 1,994, ,145,028 Fines and Forfeitures 8,000 1,608,100 Licensing and Permits 741,000 7,165,790 Bond Proceeds 102,458,000 Other 4,015,660 80,684,921 (Incr)/Decr to Working (3,037,839) (11,355,805) (36,735) (14,430,379) Capital Budgeted Use of Fund 90,868,129 Balance Total Available Revenues $157,621,329 $69,483,161 $1,133,359 $1,957,937 $ 1,631,490,501 Total Revenue $157,621,329 $69,483,161 $1,133,359 $1,957,937 $1,631,490,501 I-22

52 2008 Estimated Revenues By Fund I. Governmental Funds (Page 1 of 2) County Human Capital Debt Ballpark Debt Governmental Revenue Sources Revenue Services Library Improvement Retirement Retirement Subtotals Property Taxes Current Collections $291,350,474 $235,121,115 $40,719,600 $3,003,654 $49,950,000 $620,144,843 Less Program Aid (14,308,836) (11,276,710) (1,929,714) (145,928) (2,426,742) (30,087,930) Total Property Taxes 277,041, ,844,405 38,789,886 2,857,726 47,523, ,056,913 Nonproperty taxes 4,089,053 4,089,053 Total - All Taxes 281,130, ,844,405 38,789,886 2,857,726 47,523, ,145,966 Intergovernmental-Federal Highway Aids 11,088,000 11,088,000 Human Services 154,757, ,757,677 Other 15,509, ,509,563 Total Federal 15,509, ,757,677 11,088, ,355,240 Intergovernmental-State County Program Aid 14,308,836 11,276,710 1,929, ,928 2,426,742 30,087,930 New County Prog Aid Highway Participation 9,363,265 21,250,000 30,613,265 Community Corrections 19,467,849 19,467,849 Community Health 2,076,000 2,076,000 Human Services 87,932,626 87,932,626 Public Defender 8,348,141 8,348,141 Other 7,060, ,564 5,105, ,661,362 Total State 58,548, ,285,336 2,425,278 26,500,928 2,426, ,187,173 Intergovernmental-Local 2,096, ,000 21,884,001 7,668,000 32,468,101 Intergovernmental Total 76,154, ,863,013 24,309,279 45,256,928 2,426, ,010,514 Fees & Services 55,476,704 47,672, , ,117,955 Fines & Forfeitures 40,000 1,560,100 1,600,100 Other Revenue Interest on Investments 20,000, ,000,000 Licensing & Permits 5,414,790 1,010,000 6,424,790 Bond Proceeds 102,458, ,458,000 Commodity/Other Sales 2,265, ,000 2,475,800 Indirect Cost Allocation 11,017,785 11,017,785 Sales Tax Revenue 23,000,000 23,000,000 Miscellaneous 21,025, , ,336 13,627,346 3,731,482 40,175,676 Total Other Revenue 59,723,887 1,880,000 1,131, ,085,346 3,731,482 23,000, ,552,051 Total Current Revenue 472,525, ,259,715 66,759, ,200,000 53,681,482 23,000,000 1,310,426,586 Decrease/(Increse) Net Assets 0 Budgeted Use of Fund Balance 45,724,829 45,143,300 90,868,129 TOTAL BUDGETED REVENUES $518,250,663 $530,259,715 $66,759,555 $164,200,000 $98,824,782 $23,000,000 $1,401,294,715 TOTAL REVENUE $ 518,250,663 $ 530,259,715 $ 66,759,555 $ 164,200,000 $ 98,824,782 $ 23,000,000 $ 1,401,294,715 I-23

53 2008 Estimated Revenues By Fund II. Enterprise Funds (Page 2 of 2) Metropolitan Solid Waste Glen Lake Radio Governmental & Revenue Sources Health Plan Enterprise Golf Course Communications Enterprise Totals Property Taxes Current Collections $561,050 $620,705,893 Less Program Aid (27,258) (30,115,188) Total Property Taxes 533, ,590,705 Nonproperty taxes 310,000 4,399,053 Total - All Taxes 843, ,989,758 Intergovernmental-Federal Highway Aids 11,088,000 Human Services 154,757,677 Other 15,509,563 Total Federal 181,355,240 Intergovernmental-State County Program Aid 27,258 30,115,188 New County Prog Aid 0 Highway Participation 30,613,265 Community Corrections 19,467,849 Community Health 2,076,000 Human Services 87,932,626 Public Defender 8,348,141 Other 3,283,000 15,944,362 Total State 3,310, ,497,431 Intergovernmental-Local 32,468,101 Intergovernmental Total 3,310, ,320,772 Fees & Services 160,190,786 70,708,256 1,133,359 1,994, ,145,028 Fines & Forfeitures 8,000 1,608,100 Other Revenue Interest on Investments 468,382 1,212,000 21,680,382 Licensing & Permits 741,000 7,165,790 Bond Proceeds 102,458,000 Commodity/Other Sales 2,475,800 Indirect Cost Allocation 11,017,785 Sales Tax Revenue 23,000,000 Miscellaneous 4,015,660 44,191,336 Total Other Revenue 468,382 5,968, ,989,093 Total Current Revenue 160,659,168 80,838,966 1,133,359 1,994,672 1,555,052,751 Decrease (Increase) Net Assets (3,037,839) (11,355,805) (36,735) (14,430,379) Budgeted Use of Fund Balance 90,868,129 TOTAL BUDGETED REVENUES $157,621,329 $69,483,161 $1,133,359 $1,957,937 $1,631,490,501 TOTAL REVENUE $ 157,621,329 $ 69,483,161 $ 1,133,359 $ 1,957,937 $ 1,631,490,501 I-24

54 $600 SOURCES OF REVENUE $500 $400 in Millions $300 $200 $100 $0 Property Tax Federal State Fees and Services Other Sources 2006 Actual 2007 Budget 2008 Budget I-25

55 SOURCES OF REVENUE 2006 Actual 2007 Budget 2008 Budget Current Property Tax $520,162,774 $554,218,725 $590,590,705 Taxes - Other 417,001 4,553,612 4,399,053 Federal 179,790, ,809, ,355,240 State 183,330, ,250, ,497,431 Local 10,132,826 16,241,014 32,468,101 Interest on Investments 33,691,849 18,542,567 21,680,382 Fees and Services 288,667, ,910, ,145,028 Fines and Forfeitures 1,284,641 1,362,500 1,608,100 Licensing and Permits 5,958,906 7,381,511 7,165,790 Bond Proceeds 103,747, ,721, ,458,000 Other 28,716,513 67,799,014 80,684,921 Subtotal - Current Revenue $1,355,900,715 $1,464,790,599 $1,555,052,751 Decrease (increase) in Net Assets (4,316,720) (9,879,546) (14,430,379) Use of Fund Balance 3,811,678 46,339,225 90,868,129 TOTAL AVAILABLE REVENUES $1,355,395,673 $1,501,250,278 $1,631,490,501 TOTAL REVENUE $1,355,395,673 $1,501,250,278 $1,631,490,501 I-26

56 EXPENDITURES BY MAJOR PROGRAM $600 $500 $400 in Millions $300 $200 $100 $0 Public Works Public Safety Health Libraries General Government Human Services Capital Improvements 2006 Actual 2007 Budget 2008 Budget I-27

57 EXPENDITURES AND FTE SUMMARY MAJOR PROGRAM 2006 ACTUAL 2007 BUDGET ACTUAL FTE BUDGET FTE BUDGET FTE Public Works $ 119,780, $ 118,051, $ 121,611, Public Safety 220,626,910 2, ,499,431 2, ,795,772 2,301.3 Health 141,813, ,276, ,602, Libraries 39,263, ,899, ,759, Human Services 493,933,223 2, ,482,748 2, ,259,715 2,862.4 General Government 156,100, ,383,225 1, ,261,948 1,147.3 Capital Improvements 122,872, ,657, ,200, Total $1,294,389,773 7,380.9 $ 1,501,250,278 7,549.1 $1,631,490,501 7,826.5 I-28

58 Judges State Board of Public Defense Trustees of the Law Library State of Minnesota Hennepin County, Minnesota Hennepin County Board/ Welfare Board County Administrator Richard P. Johnson Budget and Finance David Lawless Criminal Justice Coordinating Committee Deputy County Administrator Vacant County Assessor Thomas May Assistant County Administrator Human Services and Public Health Daniel Engstrom Human Services and Public Health Areas Assistant County Administrator Public Works Marthand Nookala Environmental Services Carl Michand Assistant County Administrator Criminal Justice Gothriel LaFleur Joint Committee Community Corrections I-29 Human Resources Rafael Viscasillas Intergovernmental Relations Mary Beth Davidson Internal Audit Karen Marquardt Human Resources Board Library Board Audit Committee Information Technology Toni Jelinek Library Amy Ryan Medical Examiner Andrew Baker William Brumfield Rex Holzemer Deborah Huskins Todd Monson Milton Schoen Suzanne Zuidema Housing, Community Works and Transit Philip Eckhert Public Works Management Support Maurice Gieske Transportation James Grube Community Corrections and Rehabilitation Tom Merkel Medical Center Systems Lynn Abrahamsen Metropolitan Health Plan David Johnson District Court Administration Mark Thompson Office of the County Attorney Michael O. Freeman Office of the Public Defender Leonardo Castro Labor Relations William Peters Property Services Judith Hollander Taxpayer Services Jill Alverson NorthPoint Health and Wellness Center Stella Whitney-West (Acting) Office of the Sheriff Richard Stanek Public Affairs Carolyn Marinan Research, Planning and Development Kristine Martin Examiner of Titles Division Edward Bock Purchasing and Contract Services Div. Alanna Tyler Law Library Anne Grande Elected Policy

59 HENNEPIN COUNTY, MINNESOTA AUTHORIZED STAFFING PERSONNEL COMPARISON BY DEPARTMENT FULL-TIME EQUIVALENTS (FTEs) Chg PROGRAM / DEPARTMENT YEAR END BUDGET BUDGET PUBLIC WORKS Public Works Administration Housing,Community Works & Transit Public Works Mgmt. Support * (4.0) Transportation (9.0) Environmental Services Glen Lake Golf Course TOTAL PUBLIC SAFETY County Attorney Court Functions Staying with the County Law Library Public Defender (2.5) County Sheriff Community Corrections & Rehabilitation 1, , , Radio Communications TOTAL 2, , , HEALTH NorthPoint Metropolitan Health Plan (MHP) Medical Examiner Business Services Office (18.0) TOTAL (5.6) LIBRARIES TOTAL HUMAN SERVICES TOTAL 2, , ,862.4 (76.4) GENERAL GOVERNMENT Commissioners County Administration (2.0) Assessor Budget and Finance Research, Planning and Development (4.0) Information Technology* Property Services Taxpayer Services Human Resources Public Affairs (0.5) Internal Audit General County Purposes Debt Retirement Self Insurance* TOTAL , , GRAND TOTAL 7, , , *Includes Internal Service Fund FTE's. I-30

60 EXPENDITURES BY FUND $600 $500 $400 in Millions $300 $200 $100 $0 Library Solid Waste Enterprise Metropolitan Health Plan Ballpark Debt Human Services County Revenue Glen Lake Golf Course Debt Retirement Capital Improvements Radio Communications 2006 Actual 2007 Budget 2008 Budget I-31

61 ED FUNDS Capital And Debt Funds Capital Improvement 18% Other Funds Solid Waste Enterprise Glen Lake Golf Course Radio Communications 4% County Revenue (General Fund) Public Works Public Safety Health General Government 32% Metropolitan Health Plan Fund (MHP) 10% Library Fund Suburban Libraries 4% Human Services Fund Human Services 32% I-32

62 COUNTY REVENUE FUND SUMMARY Basis of Accounting: Modified Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $396,303,544 $468,789,610 $518,250,663 SOURCE OF REVENUE Property Taxes Current Collections $238,617,763 $272,618,780 $291,350,474 Less Program Aid (11,289,632) (22,193,204) (14,308,836) Less Market Value Homestead Credit (7,341,308) - - Total Property Taxes $219,986,823 $250,425,576 $277,041,638 Nonproperty Taxes Mortgage Registry/Deed Tax $1,399,923 $1,100,000 $1,100,000 Other 1,654,064 3,003,612 2,989,053 Total Nonproperty Taxes $3,053,987 $4,103,612 $4,089,053 Total Taxes $223,040,810 $254,529,188 $281,130,691 Intergovernmental Federal $18,902,904 $13,415,135 $15,509,563 State - County Program Aid $ 11,289,632 $ 22,193,204 $ 14,308,836 State - Market Value Homestead Credit 7,341, State - Highway Maintenance 9,015,851 9,183,533 9,363,265 State - Community Corrections 18,653,953 17,869,145 19,467,849 State - Public Defender 7,800,000 8,192,000 8,348,141 State - Other 5,404,114 5,481,469 7,060,798 Total State $ 59,504,858 $ 62,919,351 $ 58,548,889 Other $ 2,670,436 $ 2,620,514 $ 2,096,100 Total Intergovernmental $ 81,078,198 $ 78,955,000 $ 76,154,552 Investment Income $ 28,339,722 $ 17,000,000 $ 20,000,000 I-33

63 COUNTY REVENUE FUND SUMMARY (Page 2 of 2) ACTUAL BUDGET BUDGET Fees & Services Service Center Fees & Passports 2,932,972 3,269,274 4,230,315 North Point Patient Reimbursements 14,210,825 14,250,605 15,381,135 Assessor - Services Provided To 1,351,721 1,417,100 1,677,100 Boarding of Prisoners 5,634,905 2,055,842 2,568,021 Transportation - Engineering Services 1,757,463 2,615,100 3,062,821 Law Library 1,009, ,000 1,000,000 Public Records Fees 11,696,843 10,897,250 12,058,714 Sheriff Fees 3,296,668 2,711,634 3,627,708 Other Fees & Service Charges 9,321,243 13,466,016 11,870,890 Total Fees & Services $51,212,089 $51,672,821 $55,476,704 Total Fines & Forfeitures $76,862 $37,500 $40,000 Licenses & Permits Drivers Licenses $1,193,007 $1,689,185 $1,500,092 Vital Certificates 1,069,645 1,621,859 1,508,137 Motor Vehicle Licenses 1,583,023 1,983,102 1,974,196 Other Licenses & Permits 450, , ,365 Total Licenses & Permits $4,296,492 $5,724,011 $5,414,790 Other Revenue Commodity, Concession & Miscellaneous $1,385,255 $1,715,500 $2,265,800 Indirect Cost Allocation 10,121,908 10,000,000 11,017,785 Miscellaneous 18,053,568 16,555,590 21,025,512 Total Other Revenue $ 29,560,731 $ 28,271,090 $ 34,309,097 Total Current Revenue $417,604,904 $436,189,610 $472,525,834 Actual/Budgeted Use of Fund Balance $0 $32,600,000 $45,724,829 TOTAL BUDGETED REVENUES $417,604,904 $468,789,610 $518,250,663 UNREALIZED INVESTMENT GAINS/LOSSES* $8,430,701 $11,789,456 *Estimated as of 4th quarter Amount included in Investment Income for Actual Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information I-34

64 I-35

65 COUNTY REVENUE FUND EXPENDITURES AND FTE SUMMARY MAJOR PROGRAM/DEPARTMENT ACTUAL FTE BUDGET FTE BUDGET FTE PUBLIC WORKS Public Works $ 48,158, $ 47,584, $ 50,994, PUBLIC SAFETY County Attorney 34,279, ,347, ,694, County Court Functions 2,995, ,162, ,300, Law Library 1,490, ,692, ,729, Public Defender 14,173, ,123, ,780, Sheriff 69,720, ,096, ,337, Community Corrections & Rehab. 96,583,169 1, ,039,755 1, ,996,155 1,025.2 Subtotal 219,242,099 2, ,462,798 2, ,837,835 2,301.3 HEALTH NorthPoint 20,824, ,259, ,142, Medical Examiner 2,960, ,214, ,738, Uncompensated Care/SARS ,700, ,100, Subtotal 23,784, ,174, ,981, GENERAL GOVERNMENT Commissioners 2,197, ,423, ,656, County Administration 5,737, ,609, ,240, Assessor 3,101, ,327, ,684, Budget & Finance 3,192, ,633, ,687, Research, Planning & Development 1,226, ,997, ,331, Information Technology 14,450, ,431, ,695, Property Services 30,336, ,095, ,792, Taxpayer Services 26,336, ,257, ,329, Human Resources 7,142, ,443, ,799, Public Affairs 1,922, ,060, ,202, Internal Audit 1,333, ,503, ,639, General County Purposes 8,140, ,785, ,378, Subtotal 105,117, ,568, ,437,166 1,010.8 GRAND TOTAL $396,303,544 3,583.4 $468,789,610 3,696.2 $518,250,663 3,810.5 I-36

66 HUMAN SERVICES FUND SUMMARY Basis of Accounting: Modified Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $493,933,223 $517,482,748 $530,259,715 SOURCE OF REVENUE Property Taxes Current Collections $210,263,905 $222,826,024 $235,121,115 Less Program Aid (2,987,346) (6,241,426) (11,276,710) Less Market Value Homestead Credit (6,787,729) 0 0 Total Property Taxes $200,488,830 $216,584,598 $223,844,405 Nonproperty Taxes Other Taxes $127,523 $0 $0 Intergovernmental Federal - Administrative Grants $ 19,883,573 $ 20,428,160 $ 19,963,000 Federal - Title XX - Human Services Grants 7,711,554 7,711,000 7,711,000 Federal - Day Care 33,686,723 49,001,550 33,960,000 Federal - Title IVE - Foster Care 5,659,023 8,590,000 8,238,000 Federal - Grants for Training & Employment 14,014,525 19,033,735 18,195,000 programs Federal - General 16,921,376 $ 15,179,720 $ 17,395,516 Federal - Title IVD - Child Support 15,165,418 15,271,429 16,252,990 Federal - Refugee Assistance Federal - Medical Assistance Admin. 6,061,568 7,200,000 7,594,584 Federal - Food Stamp Administration 9,302,976 9,744,000 11,572,252 Federal - TANF Administration 3,977,467 4,990,000 4,814,735 Federal-Community Health 5,916,338 6,294,871 6,970,600 Federal Incentive - Child Support 2,196,262 2,290,000 2,090,000 Total Federal $ 140,496,803 $165,734,465 $ 154,757,677 I-37

67 HUMAN SERVICES FUND SUMMARY (Page 2 of 3) ACTUAL BUDGET BUDGET State - Grants for Human Services $ 23,974,868 $ 27,311,354 $ 30,713,826 State - Program Aid 2,987,346 6,241,426 11,276,710 State - Market Value Homestead Credit 6,787, State - Children and Community Svcs Grant 15,885,437 16,233,000 16,233,000 State - Grants for Training and Employment 9,552,572 7,879,842 7,834,800 programs State - Day Care 22,378,507 17,485,850 26,271,000 State - Administrative 2,006,105 2,157,558 4,834,000 State - General Assistance 1,870 3,000 3,000 State - Community Health 2,077,077 2,076,000 2,076,000 State - Medical Assistance/Medicare 1,857,532 3,000,000 2,043,000 State - Minnesota Supplemental Aid State - Emergency Assistance Total - State $87,509,306 $82,388,030 $101,285,336 Local Grants 832, , ,000 Interest Income $0 $0 $0 Fees & Services Patient Fees $ 3,988,208 $ 4,156,400 $ 3,065,500 Medicaid/GAMC/Targeted Case Management 39,199,423 33,679,100 35,118,929 Medicare 104,209 94, ,500 Other Services 9,835,457 11,052,555 9,370,368 Total - Fees & Services $ 53,127,297 $48,982,055 $47,672,297 I-38

68 HUMAN SERVICES FUND SUMMARY (Page 3 of 3) ACTUAL BUDGET BUDGET Health Licenses $920,492 $950,500 $1,010,000 Other Revenue Miscellaneous - Other 3,705,003 1,949, ,000 Interfund Revenues 2,914, Total - Other Revenue $6,619,072 $1,949,600 $870,000 Total Current Revenue $490,121,545 $517,482,748 $530,259,715 Actual/Budgeted Use of Fund Balance TOTAL BUDGETED REVENUES $3,811,678 $0 $0 $493,933,223 $517,482,748 $530,259,715 Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information I-39

69 METROPOLITAN HEALTH PLAN FUND SUMMARY Basis of Accounting: Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $118,028,796 $136,102,001 $157,621,329 SOURCE OF REVENUE Fees & Services Medical Assistance 62,861,252 68,182,997 82,287,710 General Assistance 23,251,979 26,888,557 18,809,400 Minnesota Care 6,328,023 7,886,230 11,081,200 Medicare Revenue 19,830,672 33,225,654 48,225,476 Administrative Services Revenue 2,412,416 2,428, ,901 Miscellaneous Revenue 458,089 (424,290) (472,901) Total - Fees & Services 115,142, ,187, ,190,786 Other Revenue Investment Income 480, , ,382 (Increase)/Decrease in Net Assets 2,406,197 (2,499,070) (3,037,839) TOTAL BUDGETED REVENUES $117,609,427 $136,102,001 $157,621,329 UNREALIZED INVESTMENT GAINS/(LOSSES)* $419,369 $331,131 TOTAL REVENUE $118,028,796 $136,433,132 * Estimated as of 4th quarter Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information. I-40

70 SOLID WASTE ENTERPRISE FUND SUMMARY Basis of Accounting: Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $70,672,536 $69,358,280 $69,483,161 SOURCE OF REVENUE Property Taxes Current Collections 449, , ,050 Less Program Aid (6,678) (6,399) (27,258) Less Market Value Homestead Credit (14,495) 0 0 Total Property Taxes 428, , ,792 Nonproperty Taxes 390, , ,000 Intergovernmental Revenue State and Local Grants 3,021,409 3,113,000 3,283,000 State Program Aid 6,678 6,399 27,258 State-Market Value Homestead Credit 14, Total Intergovernmental 3,042,582 3,119,399 3,310,258 Investment Income 1,865,727 1,129,000 1,212,000 Fees & Services Solid Waste Tipping Fees 21,367,499 21,945,700 22,587,408 Solid Waste Mgmt Fees-Hauler Collected 12,603,527 12,125,000 12,700,000 Solid Waste Mgmt Fees-County Collected 19,654,698 20,900,000 22,652,000 Other Fees and Services 12,282,548 11,944,346 12,768,848 Total Fees & Services 65,908,272 66,915,046 70,708,256 Licenses & Permits Solid/Hazardous Waste Licenses 741, , ,000 Fines & Penalties Solid Waste and Other Fines 12,430 25,000 8,000 Other Revenue/Transfers 4,083,511 3,909,660 4,015,660 (Increase)/Decrease in Net Assets * (5,801,216) (7,380,476) (11,355,805) TOTAL BUDGETED REVENUES $70,672,536 $69,358,280 $69,483,161 UNREALIZED INVESTMENT GAINS/(LOSSES)** 692, ,068 *Change in net assets is prior to adjustment for debt retirement payment for the Hennepin Energy Resource Corporation (HERC). **Estimated as of 4th Quarter See pp I-49 and I-50 for Operating Fund Balance Information I-41

71 LIBRARY FUND SUMMARY Basis of Accounting: Modified Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $39,263,046 $40,899,662 $66,759,555 SOURCE OF REVENUE Property Taxes Current Collections 37,648,730 38,830,098 40,719,600 Less Program Aid (1,011,667) (1,504,417) (1,929,714) Less Market Value Homestead Credit (1,171,596) 0 0 Total Property Taxes 35,465,467 37,325,681 38,789,886 Intergovernmental Revenue State - County Program Aid 1,011,667 1,504,417 1,929,714 Market Value Homestead Credit 1,171, State Grants 233, , ,564 Local Grants ,884,001 Total Intergovernmental 2,416,951 1,719,050 24,309,279 Fees & Services Other Services 8,974 7, ,954 Fines & Forfeitures Book Fines 1,195,349 1,300,000 1,560,100 Other Revenue Book Sales 133, , ,000 Concessions 198, , ,000 Miscellaneous 324, , ,336 Total Other Revenue 657, ,731 1,131,336 Total Current Revenue 39,743,977 40,899,662 66,759,555 Budgeted/Actual Use of Fund Balance TOTAL BUDGETED REVENUES $39,743,977 $40,899,662 $66,759,555 Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information I-42

72 GLEN LAKE GOLF COURSE FUND SUMMARY Basis of Accounting: Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $902,148 $1,109,186 $1,133,359 SOURCE OF REVENUE Fees & Services 949,001 1,109,186 1,133,359 Total Current Revenue 949,001 1,109,186 1,133,359 (Increase)/Decrease in Net Assets (46,853) 0 0 TOTAL BUDGETED REVENUES $902,148 $1,109,186 $1,133,359 Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information. I-43

73 RADIO COMMUNICATIONS FUND SUMMARY Basis of Accounting: Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $1,384,811 $2,036,633 $1,957,937 SOURCE OF REVENUE Fees & Services 2,319,707 2,036,633 1,994,672 Total Current Revenue 2,319,707 2,036,633 1,994,672 (Increase)/Decrease in Net Assets (874,848) 0 (36,735) Other Revenues/Transfers (60,048) TOTAL BUDGETED REVENUES $1,384,811 $2,036,633 $1,957,937 Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information I-44

74 CAPITAL IMPROVEMENTS FUND SUMMARY Basis of Accounting: Modified Accrual ACTUAL BUDGET* BUDGET TOTAL EXPENDITURES Library $2,002,840 $12,042,000 $11,485,000 Capital Improvement Funds 120,869, ,615, ,715,000 TOTAL EXPENDITURES $122,872,253 $196,657,093 $164,200,000 SOURCE OF REVENUE Property Taxes Current Collections 17,092,659 3,193,000 3,003,654 Less Program Aid (15,022,509) (6,808) (145,928) Less Market Value Homestead Credit (67,845) 0 0 Total Property Taxes 2,002,305 3,186,192 2,857,726 Nonproperty Taxes 1, Intergovernmental Revenue Federal-Highway Aids 12,807,689 1,132,000 11,088,000 Federal-Other 7,582,654 4,528,000 0 State-Program Aid 15,022,509 6, ,928 State-Market Value Homestead Credit 67, State-General 3,170, ,105,000 State-Highway and Bridge Aids 27,369,856 25,511,000 21,250,000 Other-Transp. Revolving Loan Fund Other-Local 6,630,167 12,727,000 7,668,000 Total Intergovernmental 72,651,436 43,904,808 45,256,928 Investment Income 1,908, Fees & Services Other Revenue Bond Proceeds* 53,585, ,721, ,458,000 Other* (14,763,009) 24,845,093 13,627,346 Total Other Revenue 38,821, ,566, ,085,346 Total Current Revenue 115,385, ,657, ,200,000 TOTAL BUDGETED REVENUES $115,385,446 $196,657,093 $164,200,000 *For comparability, 2007 Budget information adjusted to remove one-time-only Ballpark financing totaling $375 million ($350 million, Bond Proceeds; $25 million Other). Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information. I-45

75 DEBT RETIREMENT FUND SUMMARY Basis of Accounting: Modified Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $50,982,556 $64,815,065 $98,824,782 SOURCE OF REVENUE Property Taxes Current Collections 43,835,554 46,800,000 49,950,000 Less Program Aid (609,312) (586,973) (2,426,742) Less Market Value Homestead Credit (1,404,478) 0 0 Total Property Taxes 41,821,763 46,213,027 47,523,258 Nonproperty Taxes 25, Intergovernmental State - Program Aid 609, ,973 2,426,742 State - Market Value Homestead Credit 1,404, Total Intergovernmental 2,013, ,973 2,426,742 Other Revenue Interest on Investments 1,097, Bond Proceeds* 50,162, Other Revenues 2,619,020 4,275,840 3,731,482 53,879,237 4,275,840 3,731,482 Total Current Revenue 97,739,831 51,075,840 53,681,482 Actual/Budgeted Use of Fund Balance* 0 13,739,225 45,143,300 TOTAL BUDGETED REVENUES $97,739,831 $64,815,065 $98,824,782 *The main source of fund balance in 2007 and 2008 is the 2006A crossover refunding transaction which shows as bond proceeds in Both 2007 and 2008 also include about $3 million in normal fund balance. Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information. I-46

76 BALLPARK DEBT SERVICE FUND SUMMARY Basis of Accounting: Modified Accrual ACTUAL BUDGET BUDGET TOTAL EXPENDITURES $4,000,000 $23,000,000 SOURCE OF REVENUE Property Taxes Current Collections Less Program Aid Less Market Value Homestead Credit Total Property Taxes Nonproperty Taxes Intergovernmental State - Program Aid State - Market Value Homestead Credit Total Intergovernmental Sales Tax Revenue 4,000,000 23,000,000 Total Current Revenue 4,000,000 23,000,000 Actual/Budgeted Use of Fund Balance TOTAL BUDGETED REVENUES $4,000,000 $23,000,000 Note: See pp I-49 and I-50 for combined Operating and Capital Fund Balance Information I-47

77 I-48

78 Summary of Operating Fund Balances (Page 1 of 2) County Human Capital Debt Ballpark Debt Governmental Revenue Services Library Improvements Retirement Retirement Funds Subtotal 2006 Actual Beginning Fund Balance/Fund Equity/1 $ 170,213,147 $ 94,385,231 $ 13,293,146 $ 3,218,387 $ 5,633,596 $ - $ 286,743,507 Revenues 409,174, ,121,545 39,743, ,385,446 97,739, ,152,165,003 Expenditures 396,303, ,933,223 39,263, ,872,253 50,982, ,103,354,622 Revenues Over (Under) Expenditures 12,870,659 (3,811,678) 480,931 (7,486,807) 46,757, ,810,381 Investments- Unrealized gains/(losses) 8,430, ,430,701 Other Uses/Transfers (20,350,617) (20,350,617) Ending Balance $ 171,163,890 $ 90,573,553 $ 13,774,077 $ (4,268,420) $ 52,390,871 $ - $ 323,633,972 Reserved Balance/Invested in Capital Assets 22,847,946 1,410, , ,692,401 52,390, ,182,418 Unreserved Balance/Unrestricted Net Assets 148,315,944 89,162,943 12,933,487 (117,960,821) ,451, Budget Beginning Balance $ 171,163,890 $ 90,573,553 $ 13,774,077 $ (4,268,420) $ 52,390,871 $ - $ 323,633,972 Revenues 436,189, ,482,748 40,899, ,657,093 51,075,840 4,000,000 1,246,304,953 Expenditures 468,789, ,482,748 40,899, ,657,093 64,815,065 4,000,000 1,292,644,178 Revenues Over (Under) Expenditures (32,600,000) (13,739,225) 0 (46,339,225) Investments - Unrealized gains/(losses)/2 11,789, ,789,456 Ending Balance - Reserved and Unreserved $ 150,353,346 $ 90,573,553 $ 13,774,077 $ (4,268,420) $ 38,651,646 $ - $ 289,084, Budget Beginning Balance $ 150,353,346 $ 90,573,553 $ 13,774,077 $ (4,268,420) $ 38,651,646 $ - $ 289,084,203 Revenues 472,525, ,259,715 66,759, ,200,000 53,681,482 23,000,000 1,310,426,586 Expenditures 518,250, ,259,715 66,759, ,200,000 98,824,782 23,000,000 1,401,294,715 Revenues Over (Under) Expenditures (45,724,829) (45,143,300) 0 (90,868,129) Budgeted Transfers In/(Out) Ending Balance - Reserved and Unreserved/3 $ 104,628,517 $ 90,573,553 $ 13,774,077 $ (4,268,420) $ (6,491,654) $ - $ 198,216,074 I-49

79 Summary of Operating Fund Balances (Page 2 of 2). Metropolitan Solid Glen Lake Radio Governmental & Health Plan Waste Golf Course Communications Enterprise Funds Total 2006 Actual Beginning Fund Balance/Fund Equity/1 $ 15,184,342 $ 83,676,334 $ 515,206 $ 6,529,739 $ 392,649,128 Revenues 115,622,599 75,781, ,001 2,259,659 1,346,777,397 Expenditures 118,028,796 70,672, ,148 1,431,811 1,294,389,913 Revenues Over (Under) Expenditures (2,406,197) 5,108,599 46, ,848 52,387,484 Investments- Unrealized gains/(losses) 419, ,613 9,542,683 Other Uses/Transfers (20,350,617) Ending Balance $ 13,197,514 $ 89,477,546 $ 562,059 $ 7,357,587 $ 434,228,678 Reserved Balance/Invested in Capital Assets 5,287,518 48,791, ,055 3,283, ,890,809 Unreserved Balance/Unrestricted Net Assets 7,909,996 40,686, ,004 4,074, ,337, Budget Beginning Balance $ 13,197,514 $ 89,477,546 $ 562,059 $ 7,357,587 $ 434,228,678 Revenues 138,601,071 75,932,688 1,109,186 1,793,337 1,463,741,235 Expenditures 136,102,001 69,358,280 1,109,186 1,793,337 1,501,006,982 Revenues Over (Under) Expenditures 2,499,070 6,574, (37,265,747) Investments - Unrealized gains/(losses)/2 331, ,068 12,926,655 Ending Balance - Reserved and Unreserved $ 16,027,715 $ 96,858,022 $ 562,059 $ 7,357,587 $ 409,889, Budget Beginning Balance/4 $ 16,027,715 $ 96,858,022 $ 562,059 $ 7,357,587 $ 409,889,586 Revenues 160,659,168 80,838,966 1,133,359 2,036,633 1,555,094,712 Expenditures 157,621,329 69,483,161 1,133,359 2,036,633 1,631,569,197 Revenues Over (Under) Expenditures 3,037,839 11,355, (76,474,485) Budgeted Transfers In/(Out) Ending Balance - Reserved and Unreserved $ 19,065,554 $ 108,213,827 $ 562,059 $ 7,357,587 $ 333,415, For governmental funds, beginning balance includes reserved and unreserved balances. For enterprise funds, beginning balance includes reserved and unreserved retained earnings. 2. Unrealized gains/losses for 2007 are estimated as fourth quarter The negative unreserved balance in the Capital Improvement fund reflects long-term encumbrances for capital projects where financing is timed to match actual project costs. The negative balance in the Debt Retirement Fund is tied to 2006 crossover refunding amounts held by Trustee, but not showing up in the fund balance. 4. Medical Center operations were transferred to Hennepin Healthcare System Inc. which is a public subsidiary corporation of the County with its own budget. I-50

80 INTERNAL SERVICE FUND SUMMARIES Basis of Accounting: Accrual ACTUAL BUDGET BUDGET FUND: Central Services Program Expenditures $ 7,131,568 $ 6,734,685 $ 6,977,667 Charges for Services $ 7,096,212 $ 6,734,685 $ 6,977,667 Net Assets (Increase)/Decrease 35, Total Available Revenues $ 7,131,568 $ 6,734,685 $ 6,977,667 Total Net Assets-Beginning, as Restated $ 3,182,450 $ 3,147,094 $ 3,147,094 Change in Net Assets (35,356) 0 0 Total Net Assets-Ending $ 3,147,094 $ 3,147,094 $ 3,147,094 FUND: Central Mobile Equipment (CMED) Program Expenditures $ 9,710,261 $ 10,521,400 $ 11,149,277 Charges for Services $ 9,519,766 $ 10,521,400 $ 11,149,277 Net Assets (Increase)/Decrease 190, Total Available Revenues $ 9,710,261 $ 10,521,400 $ 11,149,277 Total Net Assets-Beginning, as Restated $ 18,550,703 $ 19,046,719 $ 19,046,719 Change in Assets 496, Total Net Assets-Ending $ 19,046,719 $ 19,046,719 $ 19,046,719 FUND: Energy Center Program Expenditures $ 8,558,922 $ 11,801,184 $ 12,003,959 Charges for Services $ 10,075,277 $ 11,801,184 $ 12,003,959 Net Assets (Increase)/Decrease (1,516,355) 0 0 Total Available Revenues $ 8,558,922 $ 11,801,184 $ 12,003,959 Total Net Assets-Beginning, as Restated $ 2,731,754 $ 3,593,016 $ 3,593,016 Change in Assets 861, Total Net Assets-Ending $ 3,593,016 $ 3,593,016 $ 3,593,016 FUND: Information Technology Program Expenditures $ 35,014,584 $ 34,784,010 $ 41,743,588 Charges for Services $ 35,029,534 $ 34,784,010 $ 41,743,588 Net Assets (Increase)/Decrease (14,950) 0 0 Total Available Revenues $ 35,014,584 $ 34,784,010 $ 41,743,588 Total Net Assets-Beginning, as Restated $ 39,165,408 $ 41,693,138 $ 41,693,138 Change in Net Assets 2,527, Total Net Assets-Ending $ 41,693,138 $ 41,693,138 $ 41,693,138 I-51

81 INTERNAL SERVICE FUND SUMMARIES FUND: Business Services Office ACTUAL BUDGET BUDGET Program Expenditures $ 5,883,137 $ 6,216,372 $ 4,149,463 Charges for Services (includes transfers in) $ 6,702,782 $ 6,216,372 $4,149,463 Net Assets (Increase)/Decrease (819,645) 0 0 Total Available Revenues $ 5,883,137 $ 6,216,372 $ 4,149,463 Net Assets - Beginning $ 3,172,465 $ 3,992,110 $ 3,992,110 Change in Net Assets 819, Total Net Assets - Ending $ 3,992,110 $ 3,992,110 $ 3,992,110 FUND: Self Insurance Fund Program Expenditures $ 4,861,307 $ 4,800,000 $ 5,177,056 Charges for Services $ 4,046,113 $ 4,800,000 $ 5,177,056 Net Assets (Increase)/Decrease 815, Total Available Revenues $ 4,861,307 $ 4,800,000 $ 5,177,056 Net Assets - Beginning $ 9,795,612 $ 8,980,418 $ 8,980,418 Change in Net Assets (815,194) 0 0 Total Net Assets - Ending $ 8,980,418 $ 8,980,418 $ 8,980,418 FUND: Other Employee Benefits Page 2 of 2 Program Expenditures $ 13,037,724 $ 12,000,000 $ 15,000,000 Charges for Services $ 6,924,402 $ 12,000,000 $ 12,000,000 Net Assets (Increase)/Decrease 6,113, Total Available Revenues $ 13,037,724 $12,000,000 $ 12,000,000 Net Assets - Beginning, as Restated $ (13,357,827) $ (24,457,727) $ (24,457,727) Change in Net Assets (11,099,900) 0 0 Total Net Assets - Ending $ (24,457,727) $ (24,457,727) $ (24,457,727) I-52

82 Public Works (100000) Public Works Mission Statement To support the county's overarching goals to ensure that people are healthy, protected and safe, self-reliant and mobile. Public Works Description and Goals Public Works strives to ensure the environment is enhanced and preserved for the future; neighborhoods are strong and vibrant with quality affordable housing; economic opportunities and transit to support a self-sufficient population; the best transportation network to move people and goods; energy is used responsibly and the sources are dependable; residents and communities are involved in planning and assessment of services and in identification of issues and outcomes; and an emergency preparedness capability is coordinated among the county and local governments. Budget by Department 2006 Actual 2007 Budget 2008 Budget Public Works Administration $ 1,600,926 $ 1,305,690 $ 1,494,219 Housing, Community Works & Transit 12,792,000 11,392,668 13,965,439 Public Works Management Support 2,891,615 3,230,366 3,337,569 Transportation 30,874,255 31,655,378 32,197,396 Environmental Services 70,672,543 69,358,280 69,483,161 Glen Lake Golf Course 949,001 1,109,186 1,133,359 Total $ 119,780,340 $ 118,051,568 $ 121,611,143 Budgeted Positions (FTE) by Department 2006 Budget 2007 Budget 2008 Budget Public Works Administration Housing, Community Works & Transit Public Works Management Support Transportation Environmental Services Glen Lake Golf Course Budgeted Positions Hennepin County Public Works BUDGET SUMMARY II-1

83 HENNEPIN COUNTY, MINNESOTA PUBLIC WORKS MULTIPLE FUNDS PUBLIC WORKS PROGRAM BUDGET HIGHLIGHTS The Public Works Program budget for 2008 is $121.6 million, an increase of 3.0% when compared with the 2007 adjusted budget of $118.1 million. Property tax support for this program is increasing by $1.3 million or 5.4%. The increase in property tax reflects an increase in 2.0 FTE, rising fuel and bituminous overlay costs and increasing personal services and benefits costs. Public Works Full-time Equivalents (FTEs) Actual 2007 Adjusted 2008 budget The Public Works Program will operate with full-time equivalent (FTE) employees in 2008, 2.0 FTEs more than the 2007 adjusted budget. One FTE will provide support for the Director and coordinate the Metro Transitways Development Board and one FTE will provide program administration and compliance activities for the Housing and Redevelopment Authority (HRA), and affordable housing efforts. Public Works Departments are also responsible for managing $23.2 million of internal service fund programs and $83.2 million in capital projects. The Public Works Program includes the Housing, Community Works & Transit (HCWT), Public Works Management Support, Transportation, and Environmental Services departments. Public Works Administration provides upper management direction and coordination for all operations within Public Works and is responsible for planning and coordinating a countywide emergency management program. The 2008 budget for Public Works Administration is $1.5 million. Property tax support is $771,070, an increase of 16% over the 2007 adjusted budget. Revenue consists of property tax (51.6%), federal and state grants (31.4%), and reimbursements for work performed for other funds, including the Hennepin County Regional Railroad Authority (17%). Public Works Administration will operate with 15.0 FTE positions in 2008, an increase of 2.0 FTEs from the 2007 adjusted budget. In 2008, 2.0 payroll staff employees were transferred to Public Works Administration from the Public Works Management Support Department. The 2008 budget for the Housing, Community Works & Transit Department (HCWT) is $14 million, which is 22.6% higher than the 2007 adjusted budget of $11.4 million. The net increase II-2

84 of $2.6 million includes personal services and benefits costs as a result of a transfer of 9.0 FTEs from the Transportation Department, 1.0 FTE from Environmental Services Department, and the addition of 2.0 FTEs. The department will operate with 48.0 FTE positions in 2008, an increase of 12.0 FTEs from the 2007 adjusted budget. Property tax support for this program in 2008 is $2.7 million, an increase of $1.2 million over the 2007 adjusted budget. Revenue for the department consists of property tax (19.3%), grants (72%) and other (8.7%). This department also provides the staff and manages the programs of the Hennepin County Regional Railroad Authority (2008 budget of $36.8 million) and the Hennepin County Housing and Redevelopment Authority (2008 budget of $9.2 million). The 2008 budget for the Public Works Management Support Department is $3.3 million, a 3.3% increase over the 2007 adjusted budget. Property tax support is $2.1 million, a 1.2% decrease from the 2007 adjusted budget. Revenue for the department consists of property tax (62.8%) and other (37.2%). The department will operate with 66.5 FTE positions in 2008, a decrease of 2.0 FTEs from the adjusted budget for The 2.0 FTE reduction reflects the transfer of 2.0 FTEs to Public Works Administration for the consolidation of Payroll and Human Resources functions. The department provides accounting support through accounts payable, accounts receivable, general ledger and other financial services, supports 370 personal computers at twelve separate sites, maintains a warehouse with over 2,900 commodities. In addition, the Public Works Management Support Department manages the Central Mobile Equipment Division (2008 budget of $11.1 million) with 1,088 vehicle/equipment units. The 2008 budget for the Transportation Department is $32.2 million, which is 1.7% higher than the 2007 adjusted budget of $31.7 million. The 2008 budget reflects a less than one percent decrease in property tax support from the 2007 adjusted budget. Revenue for the department consists of property tax (59.2%), state aid (38.9%) and other (1.9%). The department will operate with FTE positions in In 2008, 9.0 FTEs were transferred from the Transportation Department to Housing Community Works & Transit (HCWT) which reduced the property tax requirement from The Transportation Department is responsible for the maintenance of the county road system consisting of 1,988 lane miles of roads, 140 bridges and 756 signalized intersections and will manage a $56.8 million highway capital improvement program in The bituminous overlay program is projected at a level of 70 lane miles in 2008, and the concrete repair program is funded at $300,000. In addition, the department is responsible for snow and ice control on the county road system, contracting with the City of Minneapolis for county roads within the downtown core. The 2008 budget for the Environmental Services Department is $69.5 million with property tax support of $561,050, a 14.5 % increase when compared with the 2007 adjusted budget. Revenue for the department consists of property tax (0.8%), fees and services, and other (99.2%). The Environmental Services Department will operate with 60.0 FTE positions in 2008, a decrease of 1.0 FTE from the 2007 adjusted budget. In 2008, one Senior Engineering position was transferred to Housing, Community Works & Transit. The Environmental Services Department directs the county s land and water conservation, commercial hazardous waste licensing and inspection, contaminated lands cleanup, household hazardous waste and solid waste programs. In addition, the department manages the operations of the Hennepin County Energy Center (2008 budget of $12.0 million), which provides steam and chilled water to six county buildings and seven non-county customers. II-3

85 HENNEPIN COUNTY, MINNESOTA PUBLIC WORKS MULTIPLE FUNDS PUBLIC WORKS PROGRAM APPROVED BUDGET REVENUES Budgeted 2008 revenue totals $121.6 million, a 3% increase over the 2007 adjusted budget of $118.1 million. The following table is a summary comparing major budgeted revenues in 2007 and 2008, and showing the amount of increase and decrease. REVENUE SOURCE 2007 Adjusted Amount % of Total 2008 Budget Amount % of Total Increase/ (Decrease) % Increase/ (Decrease) Current Property Taxes $23,908, % $25,194, % $1,285, % Federal 9,453, % 10,542, % $1,088, % State/Local 15,003, % 15,850, % $846, % Fees and Services 67,255, % 71,063, % $3,807, % Other 2,429, % -1,039, % ($3,469,058) % TOTAL PUBLIC WORKS $118,051, % $121,611, % $3,559, % Property Tax Revenues In 2008, property tax comprises 20.7% of the Public Works Program s total estimated revenues. Property tax revenue for 2008 has been increased by $1,285,949 (a 5.4% increase compared to 2007). The increase in property tax reflects an increase in 2.0 FTE, rising fuel and construction costs and increasing personal services and benefits costs. Non-Property Tax Revenues The Public Works Program relies primarily on revenue from fees and services, property tax and state aids to finance its budget. These three components make up the majority of its revenue sources. Some of the major sources of non-property tax revenue and the relative impact on the county s 2008 budget are: Federal Revenue Federal revenue sources of $10.5 million consist mainly of federal grants for Housing, Community Works & Transit programs. The federal portion of the 2008 budget is 8.7% of the total Public Works Program revenue, up from 8% in The net increase of $1.1 million primarily reflects an increase in HOME Investment Partnership Program and Lead Program revenues. State/Local Revenue Revenue from the State of Minnesota is estimated at $15.9 million and consists primarily of $11.3 million in County State Aid Highway funding and $3.1 million in state recycling and conservation grants. State revenue is used primarily to offset the Transportation Department s county road maintenance costs. State and local revenue makes up 13% of the total Public Works Program revenue for This compares to 12.7% in II-4

86 Fees and Services Revenue Revenue from fees and services is estimated at $71.1 million for Fees & Services accounts for approximately 58.4% of the Public Works Program s total funding and represents the most significant category of revenue. This category of revenue consists of solid waste and hazardous waste management fees for services, and utility/transportation permit fees. The $3.8 million increase over 2007 is primarily due to increases in solid waste tipping fees and the increase in revenue related to Ordinance 18 - Solid Waste Management Fee. Other Revenue The Other revenue for 2008 consists mainly of revenue generated by the Environmental Response Fund and other modest sources such as the gravel tax. Other revenues are shown as a negative amount, as the Solid Waste Enterprise Fund is projecting positive net income for 2008, which for accounting purposes is shown as an offset against revenue Public Works Revenues $70,000,000 $67.3 $71.1 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $23.9 $15 $2.4 $9.5 $25.2 $15.8 $-1.0 $10.5 $10,000,000 $0 ($10,000,000) Fees & Services Property Tax State Other Federal II-5

87 Public Works Administration (110000) Public Works County Revenue Fund Department Mission Statement To provide leadership and guidance for the Public Works business line to ensure Hennepin County is a place where the natural and human environments support and sustain one another in the present and are preserved for the future, where safe, affordable housing and accessible transportation choices ensure that everyone may live, work and enjoy life. Overarching Goals To strengthen the economic vitality and quality of life in Hennepin County through environmental stewardship, support of strong, healthy and safe communities, wise investments in economic development and affordable housing, and provision of accessible transportation choices. Key Results Protect our natural environment and preserve it for the future; support strong, vibrant neighborhoods and communities; ensure transportation is safe and convenient for all; provide a variety of accessible transportation and transit options; and communities and residents are ready to respond to emergencies. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 876,232 $ 330,080 $ 378,353 State 67,669 91,337 90,122 Local Fees and Services All Other Revenues 207, , ,674 Total $ 1,151,549 $ 641,187 $ 723,149 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 914,782 $ 1,076,753 $ 1,229,143 Commodities 7,930 9,925 11,663 Services 629, , ,646 Public Aid/Assistance Furniture & Equipment 2, Other Charges 46,506 49,159 54,767 Total $ 1,600,926 $ 1,305,690 $ 1,494,219 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Works Public Works Administration (110000) BUDGET SUMMARY II-6

88 Public Works Administration (110000) Public Works County Revenue Fund Department Strategic Objectives Public Works Services are Effective, Accessible, Consistent and Efficient; Ensure Financial Stewardship; Assess Results, Redesign and Improve Processes; Build a Knowledgeable Workforce Committed to Customer Service Performance Measures 2006 Actual 2007 Est Est. Customer Measures: % increase in number of externally initiated contacts and requests for information.08% 1.0% 1.3% Finance Measures: % of total revenue utilized (fees, grants, leverged dollars) per dollar of property tax 83.9% 84.2% 85% Internal Process Measures: % of total department-owned performance measures updated quarterly with new data 32.3% 48% 70% Learning & Growth Measures: % of increase in diversity of permanent staff within Public Works % of turnover of permanent staff occurring within 18 months or less from date of hire 26.2% 28.8% 30.4% 44% 46% 43% Public Works Public Works Administration (110000) OBJECTIVES/MEASURES II-7

89 Public Works Administration (110000) Administration Division Center Number: Division Mission Statement To provide leadership and guidance for the Public Works business line to ensure Hennepin County is a place where the natural and human environments support and sustain one another in the present and are preserved for the future, where safe, afforable housing and accessible transportation choices ensure that everyone may live, work and enjoy life. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 207, , ,674 Total $ 207,649 $ 219,770 $ 254,674 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 314,868 $ 413,933 $ 529,778 Commodities 3,375 2,050 4,236 Services 48,387 45,990 48,697 Public Aid/Assistance Furniture & Equipment 2, Other Charges 15,040 28,257 28,257 Total $ 383,947 $ 490,230 $ 610,968 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Assistant County Administrator Administrative Assistant Administrative Secretary Principal Office Specialist Office Specialist III Total Comments Payroll staff (2.0 FTE) were transferred to Public Works Administration from Management Support. Public Works Public Works Administration (110000) Administration Division BUDGET/FTE II-8

90 Public Works Administration Administration Division Center Number: Division Description & Goals The Administration Division provides leadership and guidance for the Public Works business line, ensuring Public Works activities are effective, supported and aligned with the mission, overarching goals and key results. Results & Accomplishments 2006 Actual 2007 Est Est. Not Applicable Other Results, Accomplishments & Highlights Public Works Public Works Administration Administration Division DESCRIPTION/RESULTS II-9

91 Public Works Administration (110000) Emergency Preparedness Center Number: Division Mission Statement To plan for and coordinate a countywide program of emergency management that will save lives and protect property in the event of a man-made or natural disaster. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 876,232 $ 330,080 $ 378,353 State 67,669 91,337 90,122 Local Fees and Services All Other Revenues Total $ 943,901 $ 421,417 $ 468,475 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 599,914 $ 662,820 $ 699,365 Commodities 4,555 7,875 7,427 Services 581, , ,949 Public Aid/Assistance Furniture & Equipment Other Charges 31,465 20,902 26,510 Total $ 1,216,979 $ 815,460 $ 883,251 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administrative Manager Administrative Supervisor Emergency Preparedness Coordinator Office Specialist III Comments Total Public Works Public Works Administration (110000) Emergency Preparedness BUDGET/FTE II-10

92 Public Works Administration Emergency Preparedness Center Number: Division Description & Goals Emergency Preparedness Division (EPD) develops plans and programs to maintain a state of readiness to meet natural, man-made, and techologically based disasters on a local, countywide and regional basis. EPD coordinates with other members of the UASI program to develop and implement prevention, planning, and response strategies for WMD and terrorism related disasters. The goal is to save lives and protect property by enhancing public safety through a strong EP program at the county and local levels. Results & Accomplishments 2006 Actual 2007 Est Est. Customer - Coordinate emergency management with all customers 80% satisfied 90% satisfied Coordinate Training & Exercises/Meet Federal Training Requirements/2nd exercises - County jurisdictions Local Plans Administered Training Activities Coordinated Regional Exercises Coordinated Local Exercises Coordinated Financial - Effectively manage budget - Budget overspent/underspent Grants Administered Internal process - To prevent, plan for and respond to disasters - number of disasters responded to UASI Strategy Approved Complete COOP for Hennepin County/Complete IDP for each staff under even even /9 1/9 1/9 Other Results, Accomplishments & Highlights In 2007, the EPD worked very closely with County Administration and Hennepin County Public Health. The work focused on the preparation and planning for the possibility of a world pandemic centered around avian influenza. The county completed a Business Continuity Plan that included a countywide Pandemic Flu plan. The Urban Area Security Initiative (UASI) program continued and one of the results was the development of a Regional Tactical Interoperable Communication Plan. The plan was tested in a exercise at the Mall of America in Bloomington. The federal evaluation results came out in early Hennepin County was given a perfect score on the plan and exercise. Other initiatives included the continuing administration of federal Homeland Security grants and the developing and testing of a new reception center for the Radiological Emergency Preparedness program. The overall level of preparedness in Hennepin County continues to improve. Public Works Public Works Administration Emergency Preparedness DESCRIPTION/RESULTS II-11

93 II-12

94 Housing, Community Works & Transit (116000) Public Works County Revenue Fund Department Mission Statement The mission of Housing, Community Works and Transit is to build and strengthen communities by developing quality, affordable housing and creating healthy built environments that provide transportation choices and community connections, attract investment and create jobs. Overarching Goals 1. Provide the best transportation network to move people and goods to sustain our communities and environment. 2. Hennepin County neighborhoods are strong and vibrant with quality and affordable housing supporting selfsufficient populations. 3. Strengthen the long-term value of neighborhoods and communities through strategic and public investment. Key Results 1. Transportation options are available 2. The transportation system is planned, constructed and operated efficiently 3. Quality of life around transportation corridors improves 4. Housing conditions and values improve 5. Residents live in standard housing at an affordable cost 6. Neighborhood improvement efforts involve a broad base of residents and public, private and communitybased organizations resulting in diverse neighborhoods and communities 7. County policies retain and attract business investment that creates jobs Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 10,354,251 $ 8,857,204 $ 9,901,522 State 64,504 8,000 10,000 Local 68,344 50, ,000 Fees and Services 36,105 31,980 46,306 All Other Revenues 853, ,341 1,168,072 Total $ 11,376,343 $ 9,857,525 $ 11,275,900 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,850,867 $ 3,277,918 $ 4,361,558 Commodities 21,612 10,300 40,025 Services 9,607,961 8,006,650 9,456,546 Public Aid/Assistance Furniture & Equipment 19,995 5,000 - Other Charges 291,565 92, ,310 Total $ 12,792,000 $ 11,392,668 $ 13,965,439 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Works Housing, Community Works & Transit (116000) BUDGET SUMMARY II-13

95 Housing, Community Works & Transit (116000) Public Works County Revenue Fund Department Strategic Objectives Customer 1. Respond to Customer Needs; 2.Communicate Effectively; 3. Deliver Product 4. Provide Value Added Service Financial 1. Increase Financial Self-reliance; 2. Leverage Financial Investments; 3. Maximize Funding Sources; 4. Manage Expenses Internal Processes 1. Promote Partnerships; 2. Create Additional Tools; 3. Use Technology Effectively; 4. Enhance Programs Learning and Growth 1. Retain Knowledgeable and Well Trained Staff; 2. Maintain a Positive Work Environment; 3. Foster Professional Development 4. Increase Staff Skills Level Performance Measures 2006 Actual 2007 Est Est. Customer Measures: County Investment along corridors (66th St, Hiawatha, Midtown, Bottineau, SouthWest, Central and Lowry) Number of Housing Units funded for paint inspections and risk assessments Housing Units with Lead Hazard Reduction Completed $2,719,000 $5,412,000 $9,200, Finance Measures: The level of public / private investment spurred by public investment. CDBG/HOME; AHIF and TOD $114.42/ $1 spent $115/ $1 spent /$1 spent Percentage of budget variance for expenditures. Value of investments to businesses through Hennepin County participation & sponsorship (finance programs) 3.88% 3% 3% NA $3,100,000 $6,000,000 Internal Process Measures: Average cost per square foot (County as Tenant/ County as Landlord) $14.27/ $16.07 $15.54/ $16.02 $15.77/ $16.39 Percentage of total funding from outside sources Learning & Growth Measures: % of HCWT employees reporting a work environment in which all are respected, valued, and welcomed. % of HCWT employees reporting commitment to the mission of the county. % of employees with completed IDPs NA 71.4% 80% NA 100% 100% NA 34.6% 65% Public Works Housing, Community Works & Transit (116000) OBJECTIVES/MEASURES II-14

96 Housing, Community Works & Transit (116000) Housing, Community Works & Transit Center Number: Division Mission Statement The mission of Housing, Community Works and Transit is to build and strengthen communities by developing quality, affordable housing and creating healthy built environments that provide transportation choices and community connections, attract investment and create jobs. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 3,884,673 $ 4,330,207 $ 4,623,318 State 64,504 8,000 10,000 Local 67,534 50, ,000 Fees and Services 36,105 31,980 46,306 All Other Revenues 94, ,341 1,168,072 Total $ 4,147,135 $ 5,330,528 $ 5,997,696 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,851,250 $ 3,277,918 $ 4,361,558 Commodities 21,612 10,300 40,025 Services 3,163,794 3,479,653 4,178,342 Public Aid/Assistance Furniture & Equipment 19,995 5,000 - Other Charges 285,673 92, ,310 Total $ 6,342,324 $ 6,865,671 $ 8,687,235 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Department Director Division Managers Professionals Support Staff Grant Funded Professionals Right of Way Comments Total Public Works Housing, Community Works & Transit (116000) Housing, Community Works & Transit BUDGET/FTE II-15

97 Housing, Community Works & Transit Housing, Community Works & Transit Center Number: Division Description & Goals Hennepin County is a vibrant community with a diverse, growing economy where all people enjoy safe and affordable housing and have access to jobs, community services and neighborhood amenities supported by transportation choices. Results & Accomplishments 2006 Actual 2007 Est Est. Number of AHIF Units 1st Time Home Buyers: Number of Buyers 1st Time Home Buyers: Mortgage dollars County Investment Along Corridors Hiawatha Corridor Southwest Corridor Bottineau Number of housing units funded for paint inspections and risk assessments % of HCWT employees reporting commitment to the mission of the county $13,372,000 $10,215,000 $10,215,000 $2,719,000 $5,412,000 $9,200,000 Preliminary Engineering Planning Planning Final Design/ Construction Alternatives Analysis Planning Completed DEIS Alternatives Analysis NA Other Results, Accomplishments & Highlights Public Works Housing, Community Works & Transit Housing, Community Works & Transit DESCRIPTION/RESULTS II-16

98 Housing, Community Works & Transit (116000) Housing Grant Programs Center Number: Division Mission Statement The mission of the Housing Grant Programs is to create, provide and preserve affordable housing on a longterm basis for very low and low income families and individuals, homeless families and individuals and persons with special needs. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 6,469,579 $ 4,526,997 $ 5,278,204 State Local 1, Fees and Services All Other Revenues Total $ 6,471,546 $ 4,526,997 $ 5,278,204 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services 6,444,168 4,526,997 5,278,204 Public Aid/Assistance Furniture & Equipment Other Charges 5, Total $ 6,450,061 $ 4,526,997 $ 5,278,204 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Comments Total Public Works Housing, Community Works & Transit (116000) Housing Grant Programs BUDGET/FTE II-17

99 Housing, Community Works & Transit Housing Grant Programs Center Number: Division Description & Goals The mission of the Housing Grant Programs is to create, provide and preserve affordable housing on a long-term basis for very low and low income families and individuals, homeless families and individuals and persons with special needs. Results & Accomplishments 2006 Actual 2007 Est Est. New Rental Units for Small Families; Large Families and the Elderly (age 62 and older) Assistance to Existing Homeowners - Housing Rehabilitation and Physically Disabled Assistance First-Time Homebuyers: Homeownership Assistance New Housing Units for Homeless New Units for Special needs - Non-Homeless (Frail Elderly, Chemically Dependent, Mentally Ill, etc.) The number of people served through Family Services (Child Care, Tenant Advocacy, Emergency Assist) The number of people served through Senior Services (Home Maintenance & Chores, Financial Assistance) The number of people served through Youth Services (Recreational, Criminal Justice, Runaway, At-risk) Neighborhood Revitalization: Acquisition for Rehab / Clearance Transportation Services- Riders: Seniors, Disabled, and Low-Income ,157 3,157 3,157 15,500 9,035 9, ,260 1, Other Results, Accomplishments & Highlights Public Works Housing, Community Works & Transit Housing Grant Programs DESCRIPTION/RESULTS II-18

100 II-19

101 Public Works Management Support (113000) Public Works Multiple Funds Department Mission Statement In partnership with the departments served, support the county and Public Works mission and vision by providing support services that are timely, effective and efficient. Overarching Goals Support the goals of Public Works and other County departments. Key Results Timely and accurate financial services; County vehicles are appropriate and economical; technology is maximized and the productivity is enhanced. Safe work environment. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 73,745 $ 62,344 $ 64,513 State Local Fees and Services All Other Revenues 996,807 1,044,650 1,175,672 Total $ 1,070,552 $ 1,106,994 $ 1,240,185 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,522,109 $ 2,902,006 $ 2,999,236 Commodities 17,699 19,490 17,025 Services 185, , ,869 Public Aid/Assistance Furniture & Equipment Other Charges 166,376 43,000 45,439 Total $ 2,891,615 $ 3,230,366 $ 3,337,569 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Works Public Works Management Support (113000) BUDGET SUMMARY II-20

102 Public Works Management Support (113000) Public Works Multiple Funds Department Strategic Objectives Customer: Maximize the value of support services provided. Finance: Manage the department resources responsibly; Maintain the financial health of the internal service funds. Internal Process: Improve the efficiency and effectiveness of services; Match priorities with PW departments' goals. Learning & Growth: Develop staff to meet the future mission and vision of the county; Develop staff knowledge of customers' needs. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Revenue collected - Days outstanding Vehicles are economical - maintenance & fuel $/mi intermediate auto Employee injury/illness minimized - # of first report of injury Finance Measures: Department budget as a % of PW budget Accounts Receivable billings Accounts Payable invoices processed Internal Process Measures: Warehouse personal services costs as % value of inventory transactions 2.35% 2.50% 2.50% 2,645 2,650 2,650 7,076 6,500 6, % 4.00% 4.00% Learning & Growth Measures: Training hours per employee Public Works Public Works Management Support (113000) OBJECTIVES/MEASURES II-21

103 Public Works Management Support (113000) Financial Management & Accounting Center Number: Division Mission Statement To provide Public Works departments, other county staff and external customers with the accounting, financial services and warehouse services that support the mission of the Public Works departments. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 73,745 $ 62,344 $ 64,513 State Local Fees and Services All Other Revenues 595, , ,422 Total $ 669,189 $ 632,552 $ 774,935 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,417,887 $ 1,676,931 $ 1,844,753 Commodities 7,766 10,450 10,750 Services 81,892 96,181 99,664 Public Aid/Assistance Furniture & Equipment Other Charges 157,021 13,250 13,135 Total $ 1,664,566 $ 1,796,812 $ 1,968,302 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Division Manager Accountant Support Staff Warehouse Supervisor Warehouse Stockworker Total Comments In January of 2007, a Support Staff FTE was reclassified to an Accountant. Two Warehouse stockworkers are being transferred from the Central Mobile Equipment Division budget in There is no impact on the property tax with this transfer. Public Works Public Works Management Support (113000) Financial Management & Accounting BUDGET/FTE II-22

104 Public Works Management Support Financial Management & Accounting Center Number: Division Description & Goals By collaborating with other Public Works departments, Financial Management & Accounting division provides analytical information to management staff for decision making. In addition, warehouse purchases and commodity storage are managed for the Public Works department. The goal is to maintain effective systems, controls and procedures to ensure that information used internally and disclosed externally is reliable and timely. Staff continue to improve operating effectiveness. Results & Accomplishments 2006 Actual 2007 Est Est. Revenue collected - days outstanding Department operates within budget FTEs per million of budget for departments supported Personal Services costs as a % of budget of departments supported Warehouse personal services costs as a % of the value of inventory transactions. Transactions processed per direct FTE: Accounts receivable billings Accounts payable invoices processed Hauler waste tickets processed Journal vouchers processed Training hours per employee % 0.00% 0.00% %.85%.90% 3.60% 4.00% 4.00% 2,645 2,650 2,650 7,076 6,500 6, , , ,000 12,036 11,500 11, Other Results, Accomplishments & Highlights Personal Services costs as a percent of budget of departments supported increased for 2008 due to two employees being added to the warehouse from CMED. Public Works Public Works Management Support Financial Management & Accounting DESCRIPTION/RESULTS II-23

105 Public Works Management Support (113000) Support Services Center Number: Division Mission Statement In partnership with the department served, support the county and Public Works mission and vision by providing support services that are timely, effective and efficient. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 401, , ,250 Total $ 401,363 $ 474,442 $ 465,250 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,103,841 $ 1,225,075 $ 1,154,483 Commodities 9,931 9,040 6,275 Services 103, , ,205 Public Aid/Assistance Furniture & Equipment Other Charges 9,242 29,750 32,304 Total $ 1,226,669 $ 1,433,554 $ 1,369,267 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Department Director IT Manager IT Professional IT Technical Industrial Hygienist Office Clerical Total Comments Two Office Clerical FTEs are being transferred to the Public Works Administration budget in There is no impact on the property tax. The division budget support pages reflect a transfer of $111,522 in expenses and $34,378 in revenue to Public Works Administration budget in Public Works Public Works Management Support (113000) Support Services BUDGET/FTE II-24

106 Public Works Management Support Support Services Center Number: Division Description & Goals Maximize the value of support services provided. Manage departmental expenses responsibly. Improve efficiency and effectiveness of services. Match priorities with departments' goals. Develop staff to meet the future mission and vision of the county. Results & Accomplishments 2006 Actual 2007 Est Est. Percentage of total Public Works operating budget expended for technology 1.5% 1% 1% Operating units within budget -% variance -8.43% 0% 0% Budget as percentage of Public Works budget Number or employee First Reports of Injury filed Department management meetings attended Number of special interest group (GIS, Imaging, etc.) attended (Target 20) Number of technical proposals initiated or recommended (Target 6) Number of new projects completed (Target 8) Average training hours per employee (Target 24) Percentage of staff having development plans.9% 1% 1% % 100% 100% Other Results, Accomplishments & Highlights Support Services continues to support the balanced scorecard and business intelligence efforts to ensure the most effective use of these tools within the business line. Support Services staff have actively participated in a number of countywide committees. Public Works Public Works Management Support Support Services DESCRIPTION/RESULTS II-25

107 Public Works Management Support (113000) Central Mobile Equipment Division Center Number: Division Mission Statement The Central Mobile Equipment Division mission is to provide vehicles and equipment appropriate to the task, economical, reliable, safe and environmentally responsible. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 16,019 15,000 15,000 All Other Revenues 10,190,258 10,506,400 11,134,277 Total $ 10,206,277 $ 10,521,400 $ 11,149,277 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,770,845 $ 2,185,084 $ 2,134,912 Commodities 2,782,026 2,697,400 3,246,400 Services 909, ,116 1,113,052 Public Aid/Assistance Furniture & Equipment Other Charges 4,247,399 4,668,800 4,654,913 Total $ 9,710,257 $ 10,521,400 $ 11,149,277 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administrative Manager Equipment Management Specialist Equipment Technician Office clerical Total Comments Two Equipment Technicians were transferred to the warehouse budget. There is no impact on the property tax. Public Works Public Works Management Support (113000) Central Mobile Equipment Division BUDGET/FTE II-26

108 Public Works Management Support Central Mobile Equipment Division Center Number: Division Description & Goals The Central Mobile Equipment Division provides fleet services for all Hennepin County departments. Our internal service rental program provides our customers with vehicles and equipment in a cost effective manner. County costs are controlled through timely replacement of vehicles and equipment. Vehicles are appropriate to the need, economical, reliable, safe and environmentally responsible. Maintenance services are timely and efficient. Results & Accomplishments 2006 Actual 2007 Est Est. Vehicles are economical-maintenance and Fuel $/mile Intermediate automobile Pickup truck ton Police sedan Percentage of new units delivered to users as specified Division operates within budget - % variance Revenue equals expense (Rev/Exp%) Replacement schedule is accurate - % of initial cost recovered at disposition Training hours per employee % 25% 25% Other Results, Accomplishments & Highlights The division operates as an internal service fund. Increase in fuel costs resulted in 2006 budget variance of 2.9% Public Works Public Works Management Support Central Mobile Equipment Division DESCRIPTION/RESULTS II-27

109 II-28

110 Transportation (140000) Public Works County Revenue Fund Department Mission Statement To support, sustain and enhance the economic vitality and quality of life within Hennepin County by developing and maintaining a safe, efficient, balanced and environmentally sound county transportation system. Overarching Goals To provide the best transportation network to move people and goods to sustain our communities and environment. Key Results 1. Provide safe transportation facilities. 2. Enhance mobility. 3. Maintain system to protect investment. 4. Deliver system improvements. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 1,083 $ - $ - State 11,453,498 11,129,480 11,346,481 Local 446, ,103 1,168,705 Fees and Services 2,079, , ,765 All Other Revenues 666, , ,053 Total $ 14,646,982 $ 12,459,960 $ 13,122,004 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 16,576,376 $ 17,958,414 $ 17,947,586 Commodities 4,531,942 4,607,276 4,602,122 Services 9,145,327 8,579,415 9,189,153 Public Aid/Assistance Furniture & Equipment 469, , ,208 Other Charges 151, , ,327 Total $ 30,874,255 $ 31,655,378 $ 32,197,396 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Works Transportation (140000) BUDGET SUMMARY II-29

111 Transportation (140000) Public Works County Revenue Fund Department Strategic Objectives Customer: Transportation system is balanced, effective and efficient Finance: Exercise financial stewardship Internal Process: Programs are effective and delivered efficiently Learning & Growth: Attract, develop, and retain knowledgeable, motivated and agile staff Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Percent of bridges with a sufficency rating < 50 System annual crash rate Present Serviceability Rating (portion rated good or better) 10% 8% 8% % 48.5 Finance Measures: Operating Budget (million) Capital Improvement Program Funding (million) Internal Process Measures: Engineering costs as a percent of actual capital project cost 17.9% 18% 18% Learning & Growth Measures: Employees retained (more than three years of service) Dollars available per employee for career development and training Percent of employees attaining the 24 hour training goal 98.9% 100% 100% % 90% 90% Public Works Transportation (140000) OBJECTIVES/MEASURES II-30

112 II-31

113 Transportation (140000) Administration Center Number: Division Mission Statement To assure the effective delivery of transportation and related services in accordance with County Board policy and governing statutes. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ 51 $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 344,641 $ 351,319 $ 373,323 Commodities 2,461 2,256 3,512 Services 37,810 36,517 33,572 Public Aid/Assistance Furniture & Equipment Other Charges 24,466 25,837 20,100 Total $ 409,378 $ 415,929 $ 430,507 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Transportation Department Director Senior Administrative Assistant Principal Office Specialist Office Specialist I/II Total Comments The division is responsible for communicating the goals of the Public Works Strategic Business Line throughout the department and for coordinating the department's diverse activities to achieve those goals. Administration is also responsible for analysis of federal and state legislation and for recommending courses of action to Public Works Administration. Public Works Transportation (140000) Administration BUDGET/FTE II-32

114 Transportation (140000) Planning Center Number: Division Mission Statement To plan and coordinate the development of the county highway system to efficiently provide safe, convenient and economical movement of people and goods on the county roadway system. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,022,976 $ 1,099,411 $ 1,153,503 Commodities 4,393 4,940 5,750 Services 89, ,701 68,271 Public Aid/Assistance Furniture & Equipment 160,360 85,500 98,500 Other Charges 5,774 6,959 7,000 Total $ 1,283,015 $ 1,300,511 $ 1,333,024 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administrative Engineer Senior Professional Engineer Professional Engineer Principal Engineering Technician Senior Engineering Technician Engineering Technician, and Assistant ET Entrance Permit Coordinator, and OS III Total Comments Public Works Transportation (140000) Planning BUDGET/FTE II-33

115 Transportation Planning Center Number: Division Description & Goals Transportation Planning has responsibility in the areas of County Highway System Planning, System Information and Mapping, Administrative Support, Project Development and Funding and Programming Administration. Results & Accomplishments 2006 Actual 2007 Est Est. County Aid To Municipalities Under 5000 Population Turning Movement Studies Traffic Counts: Major Count Stations 48 Hour Count Stations Other Traffic Studies / Surveys Traffic Crash Records Verified Crash Diagrams Produced Review Plats Abutting County Roadways Entrance Permits Reviewed Multi-modal Accommodation - Bike Gaps Closed Bike Trails Constructed 159,698 98,500 98, ,239 13,900 10, % 57% 58% Other Results, Accomplishments & Highlights The division conducts numerous activities as part of its planning responsibilities including administration of the State Aid Program; project programming and development of the Capital Improvement Program; federal project applications; production and distribution of certain transportation information for the public and the department; system and corridor studies; plat reviews, and access management; revocation / designation of county highways; municipal coordination; Mn/DOT coordination; bicycle system planning; system inventory and data; traffic flow map production; various in-house maps for items such as speed zones, railroad crossings, etc.; crash information; evaluation of safety improvements; traffic and crash analysis including various traffic studies; legislative reviews; County Aid to Municipalities; participation in various technical and professional committees; and production of the combined Hennepin County Highway and Bicycle Map. Public Works Transportation Planning DESCRIPTION/RESULTS II-34

116 Transportation (140000) Design Center Number: Division Mission Statement To prepare plans, specifications, cost estimates, agreements, environmental reports, and other necessary documents and data for road, bridge and traffic signal projects to implement the Capital Improvement Program; and to inspect and inventory existing bridges and structures on the county's highway system to ensure the safety and welfare of the traveling public. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 583,426 1,212,000 1,108,044 Local 7, , ,305 Fees and Services All Other Revenues Total $ 590,985 $ 1,467,120 $ 1,417,349 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,840,510 $ 3,008,946 $ 2,822,244 Commodities 20,364 15,400 15,400 Services 231, , ,750 Public Aid/Assistance Furniture & Equipment Other Charges 11,300 16,120 18,325 Total $ 3,103,996 $ 3,337,895 $ 3,350,719 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Adminstrative Engineer Engineer Graduate Engineer Supervising Engineering Technician Engineering Technician Duplicating Machine Operator Office Specialist III Total Comments Public Works Transportation (140000) Design BUDGET/FTE II-35

117 Transportation Design Center Number: Division Description & Goals The Roadway Design units prepare layouts, sketches, preliminary cost estimates, mapping, environmental studies, final roadway plans, cost estimates, and coordinate the review of municipal and consultant plans. The Specifications Agreements and Special Reports unit prepares construction specifications, contract documents, and agreement documents for assigned projects. Results & Accomplishments 2006 Actual 2007 Est Est. Preliminary Layouts Final Plans Bridges and Misc. Structures Interconnect Systems (* Traffic/ITS Division) Bridges and other Structures Inspected - Annually Bridges and other Structures Inspected - Biennially Traffic Control Systems (* Traffic/ITS Division) Municipal Plans Coordinated Specifications Agreements Water Resource and Environmental Permits * * * * Other Results, Accomplishments & Highlights The Bridge and Inspection unit prepares bridge and structure plans, construction specifications and cost estimates for assigned projects. Bridge and structure inspections are preformed on county highways, city streets and other roadways. Engineering services are provided to Property Services, Environmental Services, and the Housing, Community Works and Transit departments consisting of plan preparation, structural evaluation, and miscellaneous designs. Public Works Transportation Design DESCRIPTION/RESULTS II-36

118 Transportation (140000) Construction Center Number Division Mission Statement The mission of the Construction Division is to provide contract administration for the county's Transportation Capital Improvement Program in a manner that ensures the proper execution of contracts and assures quality workmanship and materials: reflecting resourceful, innovative and ethical values to ensure the citizens affected by the projects are treated with sensitivity and respect. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 52, , ,647 Local 464, , ,300 Fees and Services All Other Revenues 586, Total $ 1,104,125 $ 1,147,980 $ 1,532,947 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 3,291,037 $ 3,262,150 $ 3,656,700 Commodities 57,052 51,277 53,400 Services 326, , ,519 Public Aid/Assistance Furniture & Equipment ,400 Other Charges 30,386 39,884 24,355 Total $ 3,705,393 $ 3,668,397 $ 4,116,374 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administrative Engineer Senior Professional Engineer Office Specialist Administrative Supervisor Principal & Senior Engineering Technicians Eng. Tech. & Assist. Eng. Tech Operating Technicians Total Comments Public Works Transportation (140000) Construction BUDGET/FTE II-37

119 Transportation Construction Center Number Division Description & Goals The Construction Division provides the contract administration for the county's Transportation Capital Improvement Program. The division documents quantities and pays the contractor through a system of payment vouchers. The division assures quality construction by inspecting the work of the contractor to ensure that the work is performed according to the plans and specifications. Material testing and construction staking is also performed by the division. Results & Accomplishments 2006 Actual 2007 Est Est. Environmental Awareness: % of aggregates and bituminous materials containing recycled components 78% 70% 70% Total value of construction projects under contract $100,293,526 $145,678,000 $132,419,706 Total number of construction projects under contract Average value of construction projects under contract Expenditures on projects administered by the Construction Division Construction budget on contract administration, construction survey, road/bridge inspection Construction budget on location and soils surveys Construction budget on work for other divisions Contract Administration Costs: Expressed as a percentage Training hours - average per employee $8,357,794 $8,569,294 $8,273,232 $38,901,810 $40,000,000 $41,000,000 $3,619,979 $3,555,000 $4,001,300 $57,884 $75,000 $77,000 $27,530 $38,000 $38, % 7.3% 7.1% 56 Hours 24 Hours 24 Hours Other Results, Accomplishments & Highlights The division adds value to the contract by guiding the adjacent property owners and businesses through the impacts of the road/bridge construction process, coordinating the construction/reconstruction of the public utilities affected by the road construction project and by the ethical manner in which the Transportation Capital Improvement contracts are administered. The division is also responsible for obtaining Hennepin County's State Aid allotment from the Minnesota Department of Transportation for County State Aid Transportation System construction. Public Works Transportation Construction DESCRIPTION/RESULTS II-38

120 Transportation (140000) Right of Way Center Number: Division Mission Statement To acquire real property necessary for the Transportation Capital Improvement Program. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 734,386 $ 831,961 $ - Commodities 2,957 2,600 - Services 32,170 36,340 - Public Aid/Assistance Furniture & Equipment Other Charges 9,945 11,200 - Total $ 779,458 $ 882,101 $ - Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administrative Manager Right of Way Supervisor Right of Way Agent Principal Engineering Technician Engineering Technician Office Specialist III Total Comments In 2008, the Right of Way Division of the Transportation Department transferred to the Housing, Community Works and Transit Department. Public Works Transportation (140000) Right of Way BUDGET/FTE II-39

121 Transportation Right of Way Center Number: Division Description & Goals The Right of Way Division acquires all right-of-way for county road projects through purchases of land and/or permanent easements. The division also acquires temporary easements required during road construction. Results & Accomplishments 2006 Actual 2007 Est Est. Number of right-of-way parcels acquired Expenditures for right-of-way purchase $4,850,000 $10,000,000 Other Results, Accomplishments & Highlights The Right of Way Division is responsible for the acquisition of all right-of-way for county highways. The division is in the midst of an acquisition program consisting of approximately 270 parcels in support of transportation projects in Responsibilities also include relocation assistance services and building demolition when required. For two previously completed projects, the division will be working to complete a three-year plan to transfer approximately 1,200 parcels on Trunk Highways 62 and 169 to the Minnesota Department of Transportation. Public Works Transportation Right of Way DESCRIPTION/RESULTS II-40

122 Transportation (140000) Traffic Center Number Division Mission Statement The mission of the Traffic Division is to plan, develop, design, operate, and maintain traffic control devices and markings for the county road system in a manner that ensures safe, efficient, and convenient use of the system for the traveling public and to implement strategies that optimize the Traffic and Arterial Management System. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State - - 1,938,248 Local ,950 Fees and Services ,765 All Other Revenues ,500 Total $ - $ - $ 2,334,463 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ 2,462,144 Commodities ,495 Services - - 1,675,577 Public Aid/Assistance Furniture & Equipment ,625 Other Charges ,350 Total $ - $ - $ 4,839,191 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Engineer Road & Bridge Office and Support Staff Road & Bridge Field Manager Road & Bridge Equipment Operator Traffic Operations & Permits Manager Sign Shop, Signal Shop, and Permits Staff Total Comments Beginning in 2008, Traffic Operations were tranferred from the Road and Bridge Division of Transporation. Public Works Transportation (140000) Traffic BUDGET/FTE II-41

123 Transportation Traffic Center Number Division Description & Goals The Traffic Division performs routine and extra-ordinary maintenance on county traffic control devices and markings to provide for safe and convenient traffic movement. Design, installation and maintenance of traffic signals, signs, and pavement markings provide guidance and control of trafffic. (Continued below) Results & Accomplishments 2006 Actual 2007 Est Est. Centerline Miles Painted Pavement Messages Installed-Replaced 773 7, , ,600 Signals Maintained by County Forces for Hennepin County and Municipalities Hennepin County Signals Maintained by Minneapolis Coordinated Signal Systems Utility Checks Performed Utility Permits Issued Transportation Permits Issued Portion of Adopt-A-Highway Segments Adopted Signs Installed/Repaired , ,569 1,479 1,475 93% 95% 95% 2,580 3,000 3,000 Other Results, Accomplishments & Highlights Division Description & Goals continued Electronic monitors and signal coordination systems continue to increase the efficient movement of traffic. The Adopt-A-Highway program uses volunteer groups to pick up litter. Operation of the transportation, utility, and entrance permit systems aid in protection of the roadway system. Related work is performed for other departments and divisions. Public Works Transportation Traffic DESCRIPTION/RESULTS II-42

124 Transportation (140000) Road and Bridge Operations Center Number Division Mission Statement To operate and maintain the county road and bridge system in a manner that ensures safe and convenient use of the system by the traveling public and to implement strategies that optimize the service life of the system. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 1,083 $ - $ - State 9,015,851 9,183,533 7,537,542 Local 2,880,757 46,950 39,150 Fees and Services 387, ,765 - All Other Revenues 665, , ,553 Total $ 12,950,820 $ 9,844,860 $ 7,837,245 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 8,342,826 $ 9,404,627 $ 7,479,672 Commodities 4,444,715 4,530,803 3,874,565 Services 8,427,097 7,690,342 6,575,464 Public Aid/Assistance Furniture & Equipment 309, , ,683 Other Charges 69, ,949 80,197 Total $ 21,593,010 $ 21,950,545 $ 18,127,581 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Engineers Road & Bridge Office and Support Staff Road & Bridge Field Managers Road & Bridge Equipment Operators Traffic Operations & Permits Managers Sign Shop, Signal Shop, and Permits Staff Total Comments The decrease in staffing reflects the transfer of traffic operations to the newly created Traffic Division of Transportation. Public Works Transportation (140000) Road and Bridge Operations BUDGET/FTE II-43

125 Transportation Road and Bridge Operations Center Number Division Description & Goals The Road and Bridge Operations Division performs routine and extra-ordinary maintenance on county roads and bridges. Surface patching, drainage maintenance and improvement, bituminous overlay, and bituminous crack sealing programs are used to maximize the useful life of the roadway system. Prompt snow and ice control measures assure safe travel during the winter season. Roadsides are maintained to control diseased trees and vegetation. (Continued below) Results & Accomplishments 2006 Actual 2007 Est Est. Present Serviceability Rating (PSR) (portion of roadway system rated good or better) 49.4% 49.5% 49.0% Bituminous Overlay - Lane Miles Concrete Pavement Repair $ $300, $300,000 Snow and Ice Control Lane Miles Urban Service Level Rural Service Level 1, , , Lane Miles Plowed By Others TOTAL Lane Miles Plowed 1, , ,944.9 Lane Miles Of Bituminous Crack Sealing Completed Concrete Curb Replaced/Repaired - Linear Feet Portion of snowplow routes completed prior to rush hour (5:30 AM Urban - 6:00AM Rural). 2,149 2,100 2, % 40.0% 50.0% Other Results, Accomplishments & Highlights Division Description & Goals continued Assistance is provided to the Adopt-A-Highway program to pick up litter. Work is also performed for other departments and divisions. Related work is performed for other departments and divisions. Public Works Transportation Road and Bridge Operations DESCRIPTION/RESULTS II-44

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127 Environmental Services(180000) Public Works Solid Waste Enterprise Fund Department Mission Statement To preserve and enhance the county's environment for future generations through responsible management of waste and natural resources and promotion of environmental stewardship. Overarching Goals 1) Hennepin County is free from environmental contamination. 2) Waste generated in Hennepin County will be minimized and reduced, recycled or properly managed. 3) Hennepin County will provide environmental education and outreach that motivates environmentally responsible behavior within our community to ensure Hennepin County is free from environmental contamination and waste generated in Hennepin County will be minimized and reduced, recycled or properly managed. Key Results 1) The amount and extent of land contamination in Hennepin County will be reduced. 2) Water Quality in area lakes shall be rated "good" by Lake Report Cards. 3) The county shall promote strategies to reduce the number of days when the Air Quality Index exceeds 50. 4) All segments of the waste stream will be properly managed. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 63,025 $ 204,000 $ 198,000 State 2,947,556 2,909,000 3,085,000 Local 32, ,000 - Fees and Services 65,908,272 66,915,046 70,708,256 All Other Revenues 7,094,274 (1,259,816) (5,069,145) Total $ 76,045,127 $ 68,868,230 $ 68,922,111 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 4,183,001 $ 4,567,080 $ 4,839,596 Commodities 155, , ,410 Services 51,207,185 55,126,673 55,321,361 Public Aid/Assistance Furniture & Equipment Other Charges 15,127,137 9,488,047 9,145,794 Total $ 70,672,543 $ 69,358,280 $ 69,483,161 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Works Environmental Services(180000) BUDGET SUMMARY II-46

128 Environmental Services(180000) Public Works Multiple Funds Department Strategic Objectives 1) Hennepin County is free from environmental contamination. 2) Waste generated in Hennepin County will be minimized and reduced, recycled or properly managed. 3) Hennepin County will provide environmental education and outreach that motivates environmentally responsible behavior within our community to ensure Hennepin County is free from environmental contamination and waste generated in Hennepin County will be minimized and reduced, recycled or properly managed. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Number of Participants using HHW/Problem Material Programs Percentage of routine inspections completed within designated timeframe 94, , , % 100% 100% Finance Measures: Year end ratio of revenues to expenditures "Current Ratio" of working capital in Solid Waste Enterprise Fund 1.16 to to to Internal Process Measures: Total tons of consumer electronics processed Total tons of MSW delivered for processing 2,266 2,600 2, Learning & Growth Measures: Percentange of training hours completed by staff that are directly related to DES strategic objectives Percentage of staff meeting or exceeding department training standard 90% 90% 90% 83% 85% 85% Public Works Environmental Services(180000) OBJECTIVES/MEASURES II-47

129 Environmental Services(180000) Environmental Services Center Number: Division Mission Statement To preserve and enhance the county's environment for future preservations through responsible management of waste and natural resources and promotion of environmental stewardship. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 63,025 $ 204,000 $ 198,000 State 2,947,556 2,909,000 3,085,000 Local 32, ,000 - Fees and Services 65,908,272 66,915,046 70,708,256 All Other Revenues 7,094,274 (1,259,816) (5,069,145) Total $ 76,045,127 $ 68,868,230 $ 68,922,111 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 4,183,001 $ 4,567,080 $ 4,839,596 Commodities 155, , ,410 Services 51,207,185 55,126,673 55,321,361 Public Aid/Assistance Furniture & Equipment Other Charges 15,127,137 9,488,047 9,145,794 Total $ 70,672,543 $ 69,358,280 $ 69,483,161 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Director Professional Clerical Support Comments Environmental Services operates as a solid waste enterprise fund. Total Public Works Environmental Services(180000) Environmental Services BUDGET/FTE II-48

130 Environmental Services(180000) Environmental Services Center Number: Division Description & Goals The Department of Environmental Services directs the county's environmental protection, recycling, household hazardous waste, water resources and solid waste management programs. The areas of responsibility are divided into three divisions Environmental Protection, Solid Waste and Administration. Results & Accomplishments 2006 Actual 2007 Est Est. Tons of Waste Received at Hennepin Facilities Tons of Waste Processed at HERC Tons of Waste Processed at ERRRF Residential Recycling Tons In-House Recycling Tons Number of Participants in HHW/Problem Material Programs Tons of Consumer Electronic Collected Number of Wells Sealed Hazardous Waste Generators Licensed Inspections of Hazardous Waste Generators Environmental Response Fund Grants 579, , , , , , , , , , , ,000 1,227 1,300 1,300 96, , ,000 2,266 2,600 2, ,743 4,750 4,750 1,281 1,000 1, Other Results, Accomplishments & Highlights Amended Hazardous Waste Ordinance Number Seven. Expansion of the Natural Resources Inventory of Critical Habitat program. Public Works Environmental Services(180000) Environmental Services DESCRIPTION/RESULTS II-49

131 Environmental Services(180000) HC Energy Center (HCEC) (Internal Service Fund) Center Number: Division Mission Statement To preserve and enhance the county's environment for future preservations through responsible management of waste and natural resources and promotion of environmental stewardship. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 10,075,276 11,801,184 12,003,959 Total $ 10,075,276 $ 11,801,184 $ 12,003,959 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 935,083 $ 1,117,442 $ 182,438 Commodities 5,034,428 7,252,512 6,848,004 Services 1,710,057 1,740,922 3,385,996 Public Aid/Assistance Furniture & Equipment Other Charges 1,534,453 1,690,308 1,587,521 Total $ 9,214,021 $ 11,801,184 $ 12,003,959 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Director Professional Clerical Support Total Comments Hennepin County Energy Center (HCEC) operates as an internal service fund. Public Works Environmental Services(180000) HC Energy Center (HCEC) (Internal Service Fund) BUDGET/FTE II-50

132 Environmental Services HC Energy Center (HCEC) (Internal Service Fund) Center Number: Division Description & Goals HCEC supplies steam, chilled water, electrical distribution and other utilities to county and private sector customers. The unit sets operating policies and procedures, manages contracts, sets rates, meets regulatory requirements and manages maintenance and capital projects. Goals: supply reliable and economical heating and cooling utilities and operate the plant in a safe and environmentally sound manner. Results & Accomplishments 2006 Actual 2007 Est Est. Service is Uninterrupted HCEC Environmental Permits - (violations) Injuries Minimized - (incidents) HCEC Operates within Budget - % variance Boiler Efficiency Chiller Efficiency - Energy Use - lbs. steam ton/hr % of Production Sold to Customers Labor Cost per lbs. of Steam - ($/lb) Labor Cost per Ton - hr of chilled water ($/ton/hr) Training Hours per Employee <1% <1% <1% Yes Yes Yes 77.56% 77.11% % 89.5% 89.5% Other Results, Accomplishments & Highlights Continued work to improve operating efficiency and plant reliability. Public Works Environmental Services HC Energy Center (HCEC) (Internal Service Fund) DESCRIPTION/RESULTS II-51

133 II-52

134 Glen Lake Golf Course (111900) Public Works Glen Lake Golf Course Enterprise Fund Department Mission Statement The mission of Glen Lake Golf Course is to operate in a manner that provides the greatest amount of community benefit. Department Description and Goals The Glen Lake Golf Course is a Hennepin County owned recreational facility operated by the Three Rivers Park District. The facility provides a nine-hole executive course and driving range. There are golf lessons available and fee discounts are offered to seniors and to juniors 17 years of age and younger. The facility is selfsupporting through fees charged for services provides. Results, Accomplishments and Highlights During 2007, there were 31,150 rounds of golf played and 43,430 range tokens used. These numbers are slightly lower than 2006 when there were 31,500 rounds played and 44,200 range tokens used. There were 201 playable days in In 2005, the Glen Lake Golf Course was designated as a First Tee Facility by the World Golf Foundation, resulting in a three-year grant from the foundation, as well as reduced costs for certain materials ultized by the golf course. For 2008, the Glen Lake Golf Course expects $20,000 from the grant. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 949,001 1,109,186 1,133,359 Total $ 949,001 $ 1,109,186 $ 1,133,359 Budget by Expenditure Category 2006 Budget 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services Public Aid/Assistance Furniture & Equipment Other Charges 949,001 1,109,186 1,133,359 Total $ 949,001 $ 1,109,186 $ 1,133,359 Position Summary (FTE) 2006 Actual 2007 Budget 2008 Budget Budgeted Positions Public Works Glen Lake Golf Course (111900) BUDGET SUMMARY II-53

135 Public Safety (200000) Public Safety Mission Statement To protect life and property, protect the rights of citizens, and rehabilitate offenders. The program furthers the county's Mission and Vision statement, and directly addresses two Overarching Goals: (1) Protected and Safe. People are safe from harm through prevention, early intervention and treatment services, and through enhanced public safety. (2) Assured Due Process. People are assured equal protection of the laws through an adversarial and respectful system designed to assure fairness and reliability in the ascertainment of liability, guilt and innocence. Public Safety Description and Goals This major program is composed of the functions of law enforcement, prosecution, legal defense for the indigent, and corrections programs. The county departments contributing to this major program are the County Attorney's Office, Law Library, Public Defender's Office, County Court Functions, Sheriff's Office, Community Corrections and Rehabilitation and Radio Communications. Budget by Department 2006 Actual 2007 Budget 2008 Budget County Attorney $ 34,279,340 $ 36,347,599 $ 38,694,572 County Court Functions 2,995,603 3,162,600 3,300,000 Law Library 1,490,462 1,692,680 1,729,300 Public Defender 14,173,248 15,123,885 14,780,026 Sheriff 69,720,277 76,096,279 80,337,782 Community Corrections and Rehabilitation 96,583, ,039, ,996,155 Radio Communications (800 MHz Radio Lease Program) 1,384,811 2,036,633 1,957,937 Total $ 220,626,910 $ 236,499,431 $ 249,795,772 Budgeted Positions (FTE) by Department 2006 Budget 2007 Budget 2008 Budget County Attorney County Court Functions Law Library Public Defender Sheriff Community Corrections and Rehabilitation 1, , ,025.2 Radio Communications (800 MHz Radio Lease Program) Budgeted Positions 2, , ,301.3 Hennepin County Public Safety BUDGET SUMMARY III-1

136 HENNEPIN COUNTY, MINNESOTA PUBLIC SAFETY MULTIPLE FUNDS PUBLIC SAFETY PROGRAM BUDGET HIGHLIGHTS The operating 2008 budget for the Public Safety Program has incurred an increase of 5.6% ($13.3 million) over the 2007 adjusted budget of $236.5 million. The property tax share for Public Safety has incurred an increase of 4.2% ($7.8 million) with the main driver pertaining to the salary and benefits adjustments along with additional 21.9 full-time equivalents (FTEs) over the 2007 adjusted budget of 2, Sheriff s Office Of the $191.8 million in property tax necessary to fund the 2008 Public Safety Programs, 36.5% ($69.9 million) is utilized for this department which is an increase of 4.9% ($3.3 million) over the 2007 adjusted budget. The majority of the increase can also be attributed to the adjustments for salary and benefits, 4.0 new FTEs and other public safety purposes. The 4.0 FTEs will be allocated by the following, 2.0 to the Crime Lab to respond to the increasing demand for DNA processing while the other 2.0 are for the Finance Division to address the increasing workload along with facilitating the implementation of APEX and Softcode software. The Sheriff s Office has also incurred an increase in their revenue by 10.2% over the 2007 adjusted budget. The drivers are boarding fee along with the civil service fee. The Jail Prisoner Boarding Per Diem Fee increased from $ to $ which follows the formula for the Criminal Justice Coordinating Committee which has been adjusted to reflect the actual increase in expenses. While the Civil Fees went from $35.00 to $70.00 to allow clients to use debit/credit cards and reduce the number of refund checks that are issued. Over the past several years, the jail inmate population has increased steadily since The monthly inmate average has gone from 581 in 2003 to 759 in This growth has required the Sheriff s Office to increase the usage of overtime and temporary FTEs in order to meet the increase inmate population. In 2007, a study was completed in the jail to review determinates that support the continual growth with the results to be released in III-2

137 Sheriff's Office Jail Inmate Population Inmate Census (monthly avg) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2003 Average = 581 Inmates Average = 604 Inmates 2005 Average = 672 Inmates 2006 Average = 756 Inmates 2007 Average = 759 Inmates Department of Community Correction and Rehabilitation In 2008, the Department of Community Corrections (DOCC) has under gone not only a name change but also a strategic and organizational transition. As of January 1 st, 2008, it will be known as the Department of Community Corrections and Rehabilitation (DOCCR). Of the $191.8 million in property tax necessary to fund the 2008 Public Safety Programs, 40.1% ($76.9 million) is utilized for this department which is an increase of 3.3% ($2.4 million) over the 2007 adjusted budget. The majority of the increase can also be attributed to the adjustments for salary and benefits along with additional FTEs. Out of the 21.9 growth of FTEs for the 2008 Public Safety budget, 15.9 can be attributed to the additional correctional officers for the Adult Correctional Facility, Evidence Based Practices, and grants. The revenue for the department reflects an increase in the Federal and State categories. The Federal increase is due to the Justice Assistance Grant which is used to fund the activities of the Minneapolis Anti-Violence Initiative and eight other municipalities in Hennepin County. The State revenue increase is comprised of a favorable legislative action on the Community Corrections Act Subsidy, Boarding of State Prisoners, along with Department of Natural Resources Cabin Program for the Sentencing to Service program. In 2008, there will be an implementation of a Juvenile Case Management system ($1.0 million) and the Offender Management system ($1.5 million). III-3

138 The Department of Community Corrections and Rehabilitation continues to focus its resources on Evidence Based Practices (EBP). At the foundation of EBP are those methods of offender management that have been scientifically proven to be effective in reducing recidivism and offender risk. The identification of interventions with good research support and realignment of the necessary organizational infrastructure are fundamental to EBP. In order to obtain these results, the department implemented a team that consists of 1 EBP manager and 2 trainers. County Attorney Of the $191.8 million in property tax necessary to fund the 2008 Public Safety Programs, 18.2% ($34.9 million) is utilized for this department which is an increase of 7.3% ($2.4 million) over the 2007 adjusted budget. The driver behind this increase is due to the adjustments in salary and benefits along with additional FTEs. When compared to the 2007 original budget, this office has increased by 14.5 FTEs. Of these additional FTEs, 10 were for support staff that were added in 2007 while 4.5 were for attorneys and paralegals for These positions will be utilized by managing the challenges of the increased criminal and civil workload demands along with the Minneapolis Public Library merger with Hennepin County. Law Library This department s budget will be relatively flat from 2007 to Even though there will be a slight increase in revenues due to the Law Library Board of Trustees approval of the increase in the annual Subscriber fee ($55.00 to $60.00), this gain will be offset by the increases in salary and benefits for existing staff. Overall, maintenance of the projected flat status will be by controlling cost along with implementing other cost control measures. III-4

139 HENNEPIN COUNTY, MINNESOTA PUBLIC SAFETY MULTIPLE FUNDS PUBLIC SAFETY PROGRAM APPROVED BUDGET REVENUE The 2008 Public Safety program accounts for 47.2% of the expenditures in the County Revenue Fund (also referred to as the General Fund), and 100.0% of the 800 MegaHertz (MHz) Radio Communications Enterprise Fund. The budgeted 2008 revenues for the Public Safety Program total $249.8 million, a 5.6% increase over the 2007 adjusted budget of $236.5 million Adjusted % of 2008 Budgeted % of Increase/ % Increase/ Revenue Source Amount Total Amount Total (Decrease) (Decrease) Current Property Taxes 184,091, % 191,845, % 7,754, % Federal 3,291, % 4,146, % 854, % State 28,448, % 31,674, % 3,225, % Local 2,274, % 1,599, % (675,564) (29.7%) Fees and Services 15,277, % 17,070, % 1,793, % Other 3,115, % 3,459, % 343, % TOTAL PUBLIC SAFETY 236,499, % 249,795, % 13,296, % Non-Property Tax Revenues Federal The 2008 budgeted federal revenues are estimated at $4.1 million for 2008, which is an increase of 26.0% ($854.7 thousand) over the 2007 adjusted budget. Of the $4.1 million in budgeted revenue, the County Attorney s Office 54.4% ($2.3 million) and the Department of Community Corrections and Rehabilitation (DOCCR) accounts for 44.8% ($1.9 million). Estimates of federal funding are made by the departments in the Public Safety Program based on previous history or new initiatives and is comprised of administrative reimbursements as well as block grant and other grant funding. The County Attorney s Office has budgeted $2.3 million in federal administrative reimbursements for These dollars represent a working relationship between the Human Services and Public Health Department (HSPHD) and the County Attorney s Office for administrative reimbursements for child support collection, child protection and welfare fraud activities and services that they provide. The DOCCR has budgeted $1.0 million for the Justice Assistance Grant which is used to fund the activities of the Minneapolis Anti-Violence Initiative (MAVI) and the eight municipalities in Hennepin County, $250,000 from the Department of Justice for reduction of substance abuse, along with $263,800 for the reimbursement for breakfast and lunch programs at the Juvenile Detention Center and County Home School. State The 2008 revenues from the State of Minnesota are estimated at $31.7 million for 2008, which is an increase of 11.3% ($3.2 million) over the 2007 adjusted budget. Of the $31.7 million in budgeted revenue, The Minnesota Department of Community Corrections accounts for 64.5% ($20.4 million), the Public Defender s Office 26.4% ($8.3 million), and the Sheriff s Office 8.7% ($2.7 million). III-5

140 The DOCCR is expecting $15.2 million for a state-wide funding formula which includes the Community Corrections Act (CCA) Subsidy and Probation Officer Caseload Reduction. Another $4.4 million for the boarding of state prisoners, along with Department of Natural Resources Cabin Program for the Sentencing to Service program, Intensive Supervised Release, and Sex Offender Probation Officers funding, which is largely used to fund increased staffing for probation services. The revenue received for the Public Defender s Office only provides partial funding to the county for this office. In order to balance their budget in 2008, Hennepin County will provide additional funding of $6.4 million in property tax, which is a decrease of 7.21% ($500 thousand) from the 2007 adjusted property tax requirement. Hennepin County remains the only county in Minnesota not receiving full funding for public defense services from the State of Minnesota. The Sheriff s Office includes a $1.8 million for the Police and Fire Pension contribution while the balance is comprised of state grants for various programs (including Homeland Security) and law enforcement training. Local Grants Local grant revenue for 2008 is estimated at $1.6 million, which is a decrease of 29.7% ($675,564) over the 2007 adjusted. As a whole, the Local Grant revenue is only 0.6% of the total 2008 Public Safety revenues of $249.8 million. The revenues in this category come from other governmental entities (municipalities) and/or non-governmental organizations for specific purposes. One of the largest contributors is the Sentence to Service (STS) program in the DOCCR for $1.3 million. Fees and Services The 2008 revenues for Fees and Services are estimated at $17.1 million, which is an increase of 11.7% ($1.8 million) over the 2007 adjusted budget and account for approximately 6.8% of the total 2008 Public Safety revenue budget of $249.8 million. Of the $17.1 million budgeted, the DOCCR accounts for 44.6% ($7.6 million), the Sheriff s Office 36.3% ($6.2 million), 800 MegaHertz (MHz) Radio Communication Enterprise Fund 11.7% ($2.0 million) and the Law Library 7.3% ($1.2 million). The largest contributor in this category stems from charges to other jurisdictions or individuals for jail processing, boarding, or monitoring while the growth can be attributed to the increased usage for services along with a fee increase. For example, in the ACF the DOCCR is estimating $3.1 million in jail processing, boarding and monitoring fees while the Sheriff s Office is anticipating $2.6 million. The DOCCR is also expecting $1.6 million for Probation Supervision, $625 thousand in the Productive Day Program which charges businesses for services performed by Adult Corrections Facility inmates, and $375 thousand for the One-Day DWI Program Fees for first time offenders. Where as the Sheriff s Office is also estimating $1.9 million for civil court (Sales Fees, Civil Process Service Fees, and Redemption Fees) along with $300 thousand for Communications and $450 thousand for Court Security. The 800 MegaHertz (MHz) Radio Communications Enterprise Fund will generate an estimated $2.0 million in revenue for The revenue is generated by an annual operating rate, which is a fee that is charged to its radio users (which includes county departments and dependent police, fire, and emergency services within the county) to cover the maintenance and depreciation costs of the radios. III-6

141 Of the $1.2 million the Law Library anticipates in revenue for fees, a $1.0 million will derive from the Civil Court Fee, Misdemeanor Fee, or a Conciliation Court Fee where as the balance of $250 thousand will be from a Subscriber Fee that is charged to private firms and copies. Other Revenues The 2008 revenues for Other are estimated at $3.5 million, which is an increase of 11.0% ($344 thousand) over the 2007 adjusted budget and account for approximately 1.4% of the total 2008 Public Safety revenue budget of $249.8 million. Of the $3.5 million budgeted, the County Attorney s Office 36.7% ($1.3 million), the Sheriff s Office is 41.7% ($1.4 million), and DOCCR accounts for 22.1% ($764 thousand). A wide range of revenue is included in this category, including interdepartmental transfers, canteen/concessions and charges (such as the County Attorney s civil billings to the enterprise funds for the services they provide), fines, forfeiture funds, collection fees and the sales of commodities (radio communications) and concessions. Reserved revenue, per Government Accounting Standards Board (GASB) Statement No. 33, also is included as Other Revenue. GASB 33 changed the revenue recognition standards, requiring that multi-year grants be recognized in the year of receipt. Reserve balances have been established for various federal and state grants Public Safety Program Revenues Property Taxes 77.8% Other 1.3% Fees & Services 6.1% Intergovernmental 14.6% Total Revenues $236.4 Million 2008 Public Safety Program Revenues Property Taxes 76.8% Other 1.4% Fees & Services 6.5% Intergovernmental 15.0% Total Revenues $249.7 Million III-7

142 Hennepin County Attorney's Office (210000) Public Safety County Revenue Fund Department Mission Statement The mission of the County Attorney's Office is to serve justice while protecting the rights and safety of the people of Hennepin County. Overarching Goals 1. Aggressive prosecution of violent and career criminals, with special emphasis on gangs. 2. Build strong connections with local communities, community groups, neighborhoods and schools, in support of crime prevention and criminal prosecution. 3. Focus on the prosecution of mortgage fraud and identity theft. 4. Provide top quality and efficient legal services to county departments. Key Results 1. The aggressive prosecution of violent offenders is a top priority; in 2007, we secured 53 homicide convictions. Minneapolis violent crime rates dropped 13% and homicides dropped 21% from The top priority of keeping predatory sex offenders off the streets whether by criminal prosecution or civil commitment has resulted in 84 petitions filed and 53 commitment orders secured since December 2003, with many cases still pending in court. 3. In 2007, the Complex Crime Unit charged eight major mortgage fraud cases with several cases still under investigation. 4. The Civil Division represented the county in the largest land condemnation case in the history of Minnesota, the Twins stadium case, resulting in a successful settlement. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 2,169,352 $ 2,075,538 $ 2,254,307 State 221, , ,996 Local 186, , ,000 Fees and Services 8,696 38,000 20,000 All Other Revenues 1,186,184 1,361,665 1,269,576 Total $ 3,772,401 $ 3,868,658 $ 3,834,879 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 30,388,649 $ 32,248,530 $ 34,594,902 Commodities 298, , ,312 Services 3,417,358 3,648,771 3,641,915 Public Aid/Assistance Furniture & Equipment (18,786) - - Other Charges 193, , ,443 Total $ 34,279,340 $ 36,347,599 $ 38,694,572 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Safety Hennepin County Attorney's Office (210000) BUDGET SUMMARY III-8

143 Hennepin County Attorney's Office (210000) Public Safety County Revenue Fund Department Strategic Objectives Customer: Engage and inform citizens and communities Finance: Manage costs while delivering quality services Internal Process: Optimize the use of technology Learning and Growth: Hire, train and retain diverse and talented employees Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Establish and publish initiatives, goals and results Annually Annually Annually Provide top quality, efficient legal services to county departments Finance Measures: Financial value of complex crime cases charged Enterprise Fund billing $5.2 M $17.7 M $17 M $891,013 $859,070 $926,376 Internal Process Measures: Improve case processing systems for better results measurements and workload management Learning & Growth Measures: 57% of the attorneys in the office are women and 17% of attorneys are persons of color Development of a diversity action plan to enhance cultural competencies for recruitment, hiring, and evaluation Quarterly CLE programs Public Safety Hennepin County Attorney's Office (210000) OBJECTIVES/MEASURES III-9

144 Hennepin County Attorney's Office (210000) Criminal Divisions Center Number: Division Mission Statement The mission of the County Attorney's Office is to serve justice while protecting the rights and safety of the people of Hennepin County. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 107,189 $ 120,000 $ 135,000 State 221, , ,996 Local 186, , ,000 Fees and Services - 11,000 10,000 All Other Revenues 281, , ,200 Total $ 796,662 $ 1,098,495 $ 779,196 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 17,161,869 $ 18,240,136 $ 19,505,275 Commodities 142, , ,606 Services 2,823,528 3,030,362 3,008,307 Public Aid/Assistance Furniture & Equipment 3, Other Charges 92,818 74,595 69,745 Total $ 20,223,621 $ 21,458,463 $ 22,732,933 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Managing Attorney Attorney Paraprofessional Clerical Professional Comments Total Public Safety Hennepin County Attorney's Office (210000) Criminal Divisions BUDGET/FTE III-10

145 Hennepin County Attorney's Office Criminal Divisions Center Number: Division Description & Goals The County Attorney and staff, representing the State, prosecute persons charged with felonies. The criminal divisions include Adult Prosecution, Juvenile Prosecution, the Gang Unit, Community Prosecution, and the Victim/Witness Program. Results & Accomplishments 2006 Actual 2007 Est Est. Criminal Cases Reviewed Criminal Cases Charged Criminal Trials/Contested Hearings Days in Trial/Contested Hearings Numbers of Witnesses subpoenaed 19,465 19,844 19,844 13,310 13,133 13, ,420 1,584 1,584 23,595 28,032 28,032 Other Results, Accomplishments & Highlights Together with police and local communities, the County Attorney's Office (HCAO) continues to focus on the aggressive prosecution of violent and career criminals. In 2007, the HCAO secured 53 homicide convictions. One of the convictions resulted in life without release on six counts of murder, four counts of attempted murder and two counts of drive by shooting in connection with the senseless death of an innocent 16-year-old boy and the wounding of a 38-year-old woman, both of whom were targeted by a Bloods gang member and presumed to be members of two rival gangs. The County Attorney's Office is committed to prosecuting complex financial crimes and large-scale thefts including mortgage fraud cases that have increased dramatically and resulted in significant numbers of foreclosures across the county. In 2007, theft and racketeering charges were filed in a $4.9 million mortgage fraud case against a local mortgage company that involved 24 homes, most of which are located in North Minneapolis and have gone into foreclosure. Public Safety Hennepin County Attorney's Office Criminal Divisions DESCRIPTION/RESULTS III-11

146 Hennepin County Attorney's Office (210000) Civil Divisions and Administration Center Number: Division Mission Statement The mission of the County Attorney's Office is to serve justice while protecting the rights and safety of the people of Hennepin County. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 2,062,163 $ 1,955,538 $ 2,119,307 State Local Fees and Services 8,696 27,000 10,000 All Other Revenues 904, , ,376 Total $ 2,975,739 $ 2,770,163 $ 3,055,683 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 13,226,778 $ 14,008,394 $ 15,089,627 Commodities 156, , ,706 Services 593, , ,608 Public Aid/Assistance Furniture & Equipment (21,843) - - Other Charges 100, , ,698 Total $ 14,055,721 $ 14,889,136 $ 15,961,639 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Managing Attorney Attorney Paraprofessional Clerical Professional Technical Administrative Total Comments Public Safety Hennepin County Attorney's Office (210000) Civil Divisions and Administration BUDGET/FTE III-12

147 Hennepin County Attorney's Office Civil Divisions and Administration Center Number: Division Description & Goals The County Attorney and staff in the Civil Divisions provide legal representation to all county departments, child protection, child support enforcement, and handle commitment petitions. The Administration Division provides executive direction and coordination for policy and office-wide functions such as payroll, human resources, information services, accounting and budgeting. Results & Accomplishments 2006 Actual 2007 Est Est. Consulting on major issues such as data practices, contracts and employment law 7,776 7,985 7,985 Consultations for children in need of protection or services (CHIPS) and permanency hearings 1,185 1,350 1,350 Commitment petitions including incompetency to stand trial or not guilty by reason of mental illness 1,303 1, Trials associated with commitments 940 1,100 1,150 Child Support Enforcement total court appearances 11,028 12,000 12,000 Other Results, Accomplishments & Highlights The County Attorney's Office continues to provide excellent legal service to Hennepin County. Civil Division attorneys helped with several County Board initiated transactions in 2007, including handling the merger of the Minneapolis Public Library and Hennepin County Library systems, the Twins Ballpark condemnation litigation, commercial development projects of the Hennepin County Regional Rail authority, and information technology contracts. The County Attorney's Office remains focused on keeping predatory sex offenders off the streets. Civil commitment is an important legal tool for institutionalizing sex offenders based on their future risk of dangerous sexual behavior and their need for treatment. In December of 2003, the Minnesota Department of Corrections made a mass referral of Level 3 sex offenders for possible civil commitment. Since that time, the HCAO has filed 84 petitions and secured 53 commitment orders, with many cases still pending. Public Safety Hennepin County Attorney's Office Civil Divisions and Administration DESCRIPTION/RESULTS III-13

148 III-14

149 County Court Functions (240100) Public Safety County Revenue Fund Department Mission Statement Provide administrative oversight and funding for certain District Court functions that remained with the county following the State takeover of the District Court on July 1, Overarching Goals The State takeover of the Fourth Judicial District occurred on July 1, In accordance with Minnesota Statute Subd. 4b(b), certain functions that were overseen by the District Court remained with the county following takeover. The County Court Functions include the following contract services: Mental Health Court representation and temporary hospital confinement, Family/Juvenile Court representation, Probate Court representation and guardians/conservators, and Housing Court representation. Key Results The 2008 budget is comprised of: (1) $1,048,165 for Mental Health Court legal representation; (2) $1,061,835 for the temporary hospital confinement of Mental Health Court clients; (3) $510,000 for Probate Court appointed legal representation; (4) $320,000 for Probate Court appointed conservators and guardians; (5) $300,000 for Family/Juvenile Court appointed legal representation; and (6) $60,000 for Housing Court appointed legal representation. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services 2,995,603 3,162,600 3,300,000 Public Aid/Assistance Furniture & Equipment Other Charges Total $ 2,995,603 $ 3,162,600 $ 3,300,000 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Safety County Court Functions (240100) BUDGET SUMMARY III-15

150 Law Library (250000) Public Safety County Revenue Fund Department Mission Statement To provide legal information service pursuant to Minnesota Statutes Chapter 134A to the judges, government officials, practicing attorneys and citizens of Hennepin County. Overarching Goals (1) Citizens will have access either directly or through counsel to the legal information they need in order to have meaningful access to the courts. (2) Judicial officers will have access to the legal information they need in order to render informed decisions on matters brought before them. (3) Government officials will have access to the print and online resources they need to efficiently and cost-effectively perform their duties. Key Results (1) A print collection of legal materials that are either not available online, are too expensive to access online, or are too time-consuming to access online. (2) Reference assistance from professional law librarians. (3) Free inhouse access to subscription databases that provide subject and key word searching of case law and statutes. (4) A web site and an intranet site that include access to the library's catalog and indexes, pathfinders and links to other relevant web sites. (5) Training sessions. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 1,237,123 1,215,000 1,245,000 All Other Revenues 15,020 23,100 19,300 Total $ 1,252,143 $ 1,238,100 $ 1,264,300 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 574,731 $ 628,430 $ 658,700 Commodities 9,524 8,500 8,000 Services 172, , ,600 Public Aid/Assistance Furniture & Equipment 713, , ,000 Other Charges 20,447 23,000 23,000 Total $ 1,490,462 $ 1,692,680 $ 1,729,300 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Law Library Director Law Librarians Senior Management Information Specialist Associate Librarians Office Specialists/Clerks Budgeted Positions Public Safety Law Library (250000) BUDGET SUMMARY III-16

151 Law Library (250000) Public Safety County Revenue Fund Department Strategic Objectives Customer - Provide convenient access to legal information in the most appropriate format. Finance - Maintain a balance of funding sources that reflects the library's user groups: the bench, the bar, government officials and the general public. Internal Process - Provide resources in the most efficient and cost effective format available, index them to facilitate self-service, and provide professional assistance. Learning & Growth - Provide staff training in new technology and customer service; provide user training on basic legal research and on searching online databases. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Number of reference and informational questions answered Number of hits on electronic resources accessed remotely (catalog, web site, intranet site, online indexes) Number of searches on in-house databases 10,650 20,000 20, , , ,000 56,579 60,000 60,000 Finance Measures: Percent of budget supported by property tax Percent of budget supported by court fees & user fees Funds transferred from print to online resources Internal Process Measures: Number of items delivered remotely, saving users a trip to the library Number of print volumes removed from the collection Number of index records created to facilitate self-service access to resources $30,000 $10,000 $20,000 4,627 5,000 5,000 2,107 2,000 3, Learning & Growth Measures: Number of staff training sessions attended Number of users trained Number of documents retrieved for used by county staff for work-related projects Public Safety Law Library (250000) OBJECTIVES/MEASURES III-17

152 Law Library (250000) Public Safety Department Description & Goals The Law Library provides legal information to the judges, government officials, attorneys and citizens of Hennepin County. Its goals are to assist users in their efforts to use the legal system effectively, to use new technology to improve service, and to provide research and document delivery service to County employees for work-related projects. Results & Accomplishments 2006 Actual 2007 Est Est. Numbers of items circulated Reference & informational questions answered Online catalog, web site, intranet site & online index searches Westlaw searches Westlaw offline transmission lines Lexis connect time in hours Government Information Service requests 28,555 20,000 25,000 10,650 11,000 11, , , ,000 56,579 60,000 60,000 4,669,956 5,000,000 4,000, Other Results, Accomplishments & Highlights Public Safety Law Library (250000) DESCRIPTION/RESULTS III-18

153 Public Defender (260000) Public Safety County Revenue Fund Department Mission Statement To provide the highest quality representation to indigent clients in the protection and exercise of their legal rights, thereby safeguarding those rights for each member of the community. Overarching Goals (1) Each client will be fully informed as to legal rights and options and will receive fair and respectful treatment by the justice system; (2) Clients will have all legal services delivered in an integrated fashion; (3) Each client will be able to make meaningful decisions and choices, and the office will be equipped to help effect those decisions and choices; and (4) Neither the process nor outcome will depend on the client's income, race or country of origin. Key Results (1) Attorneys and support staff will take the time and effort necessary to fully inform all clients of their legal situation and options; (2) Client service will be delivered in a team approach; (3) All attorneys and support staff will be fully trained during the initial stages of their employment and continuing as appropriate throughout; and (4) Caseloads will be reduced to within national recognized standards for competent legal representation. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 7,800,000 8,192,000 8,348,141 Local Fees and Services All Other Revenues Total $ 7,800,053 $ 8,192,000 $ 8,348,141 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 12,296,771 $ 13,074,064 $ 12,875,393 Commodities 104,760 90, ,397 Services 1,682,170 1,898,073 1,651,586 Public Aid/Assistance Furniture & Equipment 9,990 22,600 65,000 Other Charges 79,557 39,100 63,650 Total $ 14,173,248 $ 15,123,885 $ 14,780,026 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Attorney (Principal, Senior, Attorney) Principal Administrative Assistant Social Work Supervisor/Legal Disposition Advisors Investigative (Supervisor & Investigators) Information Technology (Supervisor/Specialists/Analyst) Paralegal/Legal Secretary Office Support (Supervisor/Assistant/Specialists) Budgeted Positions Public Safety Public Defender (260000) BUDGET SUMMARY III-19

154 Public Defender (260000) Public Safety County Revenue Fund Department Strategic Objectives Customer: Clients will be satisfied with the legal representation received from the department. Finance: The department will attain funding from the appropriate entities and will achieve funding equity with other justice stakeholders. Internal Process: The department will continue to cooperate with other justice stakeholders in achieving efficiencies without losing the benefits of an adversarial system. Learning & Growth: The department will maintain and expand its training program. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: % of clients surveyed reporting satisfaction with service provided Average attorney caseload as % of national standard 66% 75% 75% 200% 200% 200% Finance Measures: % of State budgeted revenue actually received 100% 100% Internal Process Measures: % of staff engaged in mobile computing efforts % of progress made on implementing 3-year contract for development of in-house case management software 15% 30% 15% 50% Learning & Growth Measures: % of minorities among new hires % of staff participating in annual office-wide meeting and training 50% 28% 35% 65% 68% 75% Public Safety Public Defender (260000) OBJECTIVES/MEASURES III-20

155 Public Defender (260000) Public Safety Center Number: Department Description & Goals According to Gideon v. Wainwright, an indigent defendant is entitled to assistance of counsel in a criminal trial. The Supreme Court has further established right to counsel in any case where the accused may be imprisoned if found guilty. Juveniles also are entitled to the same legal rights as adults. The Public Defender's Office is entrusted with these responsibilities for the majority of criminal cases in court, and also has assumed responsibilities for bringing child protection and a limited number of adult appeals. Results & Accomplishments 2006 Actual 2007 Actual 2008 Est. Cases Opened: Murder Felony Gross Misdemeanor Misdemeanor Juvenile Delinquency Juvenile Welfare (Children in Need of Protective Services/CHIPS) Probation Violation Extradition Other Total Cases Opened ,485 5,554 5,554 4,498 4,188 4,188 19,527 18,661 18,661 4,824 4,743 4,743 3,745 2,317 2,317 12,227 9,121 9, ,842 45,099 45,099 Other Results, Accomplishments & Highlights Public Safety Public Defender (260000) DESCRIPTION/RESULTS III-21

156 Hennepin County Sheriff's Office (270000) Public Safety County Revenue Fund Department Mission Statement "Dedicated to increasing public safety through leadership, integrity and strong partnerships." Overarching Goals Minnesota Statutes provide that the Sheriff is the Chief Law Enforcement Officer of the county, empowered to use all resources necessary "to keep and preserve the peace of the county." Minnesota Statutes specifically confer upon the Sheriff the mandate to perform critical public safety functions: 1) Safe and secure operation of the county jail; 2) Operation of the Public Safety Communications System; 3) Enforcement on the county's waters (i.e., search, rescue and buoying); 4) Execution of all civil processes brought to the Sheriff (e.g., foreclosure, redemption, levy, garnishment, eviction and other executions of judgment); 5) Security for the 4th Judicial District Court; 5) Transport for individuals under the court's jurisdiction; and 6) Pursuit and apprehension of all felons. Key Results The jail booked 41,593 inmates, an increase of 10.5 %; inmate populations increased by 12.2%; the average daily count was 754; a total of 9,418 overtime hours were used due to understaffing. Communications expanded PSAP services and advanced the Computer Aided Dispatch replacement project. The Civil and Finance Divisions conducted a record number of foreclosures from 1681 in 2005 to 3042 in Court Security escorted 46,524 prisoners (up 12%), attended 321 juries, and made 2,259 arrests. The Narcotics Division opened 469 cases, arrested 401 suspects and seized controlled substances with a street value of $25.8 million. Volunteers logged over 12,000 hours with Water Patrol and Emergency Services deputies, assisting in every community in the county. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 298,591 $ 486,198 $ 35,000 State 3,338,850 2,747,639 2,743,357 Local 589, ,000 - Fees and Services 5,117,346 4,227,476 6,195,729 All Other Revenues 1,448,383 1,388,425 1,443,022 Total $ 10,792,482 $ 9,449,738 $ 10,417,108 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 58,721,222 $ 63,306,112 $ 66,344,843 Commodities 3,213,292 3,340,695 4,010,446 Services 6,827,735 8,498,895 8,794,292 Public Aid/Assistance Furniture & Equipment 230, , ,935 Other Charges 727, , ,266 Total $ 69,720,277 $ 76,096,279 $ 80,337,782 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Safety Hennepin County Sheriff's Office (270000) BUDGET SUMMARY III-22

157 Hennepin County Sheriff's Office (270000) Public Safety County Revenue Fund Department Strategic Objectives Customer: The Sheriff's Office provides services directly to residents, law enforcement and criminal justice partners, and other departments in Hennepin County. Our goal is to enhance public safety by building on our partnerships, increasing patrol services and capabilities, upgrading technology and increasing resident access. Finance: The Sheriff is maximizing resources by investing in key technology upgrades and information sharing, improving jail staffing ratios, and an initiative to shift civil process fees to the users of our services. Internal Process: The Sheriff delegates responsibility and authority through a management structure: Finance, Internal Affairs and Administrative Services provide best practices, policy review, compliance, coordination, discipline, and self-regulation. Learning & Growth: The Sheriff invests in the men and women in the agency by cultivating leadership, diversity and advancement; recognizing achievements; maintaining licensing and certifications; and providing training in the skills, equipment and information necessary to perform their duties competently and professionally. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Number of Telephone Calls Received Number of Civil Processes Served Number of Warrants Satisfied Finance Measures: Financial Value of Civil Process Transactions processed by Civil and Finance Street Value of illegal substances seized and removed from circulation 632, , , % 92.5% 92.5% 40,639 42,000 44,000 $83,674,406 $125,000,000 $125,000,000 $ 27,264,516 $28,000,000 $27,000,000 Internal Process Measures: Adult Detention Division intake and booking processing time, average per inmate (hours:minutes) Jail Meals Served Number of Persons Processed into Jail Learning & Growth Measures: Total Hours of training and learning opportunities provided to Sheriff's Office Personnel Number of training hours provided to outside agencies provided by Sheriff's Office Personnel Number of Volunteer Hours provided by residents and coordinated by Sheriff's Office Personnel 3:25 3:20 3:20 930, ,725 1,003,245 41,593 42,840 45,196 64,328 66,500 68,000 2,774 2,600 2,600 16,152.5 Public Safety Hennepin County Sheriff's Office (270000) OBJECTIVES/MEASURES III-23

158 Hennepin County Sheriff's Office (270000) Finance Division Center Number: Division Mission Statement To develop and manage the Sheriff's Office Annual Budget and Capital Improvement Plan; to provide accounting support and reporting for all Sheriff's Office financial activities in accordance with generally accepted accounting principals. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ 837 $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 568,184 $ 586,914 $ 679,450 Commodities 1,177 8,500 5,000 Services 24,624 31,750 33,162 Public Aid/Assistance Furniture & Equipment Other Charges Total $ 594,617 $ 627,914 $ 718,512 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Inspector Senior Administrative Manager Accountants Support Staff Real Estate Specialist Total Comments In 2007, the Finance Division was restructured to accommodate the addition of a new bureau in the agency. The Inspector position was moved into the position of the Inspector of Investigations Bureau, and the Senior Administrative Manager was added. The other positions in the division, especially the accounting level positions, should be adjusted accordingly. The request to add 2 new positions (Accountant and Principal Account Clerk) will improve the overall strength of the division, by addressing the overwhelming workload issues, allowing for cross-training, improving communications throughout the organization, ensuring best practices, facilitating customization and implementation of upgrades in accounting systems (APEX and Softcode), and allowing the agency to centralize the coordination and development of additional sources of revenues through grants and contracts. The Real Estate Specialist was added in May, Public Safety Hennepin County Sheriff's Office (270000) Finance Division BUDGET/FTE III-24

159 Hennepin County Sheriff's Office Finance Division Center Number: Division Description & Goals Development and management of the Annual Budget and Capital Improvement Plan, in addition to providing accounting support for the processing of financial transactions, internal controls, maintenance of financial records, cash management, and purchasing and billing, are the primary functions of this division. The division also conducts the redemption of real estate and other assets as a result of foreclosure or judgment. Results & Accomplishments 2006 Actual 2007 Est Est. Value of Civil Financial Transactions Processed Number of Checks Issued from the Civil Process Trust Account Mortgage Foreclosure Sales Number of Certificates of Redemption Issued Number of Invoices Processed $83,674,406 $125,000,000 $135,000,000 11,650 12,000 1,000 3,042 6,084 6, ,500 7,000 7,500 Other Results, Accomplishments & Highlights Initiated electronic transfers in banking. Made foreclosure information electronic and available to the public via the HCSO website. Successfully passed legislative changes for the process of redemption. Initiated scanning of records management. Public Safety Hennepin County Sheriff's Office Finance Division DESCRIPTION/RESULTS III-25

160 Hennepin County Sheriff's Office (270000) Water Patrol Unit Center Number: Division Mission Statement The mission of the Hennepin County Sheriff s Water Patrol is to fulfill the statutory duties of the Office of the Sheriff associated with the use of public and private waters. To provide public safety to users of public waterways 365 days-a-year; investigate incidents on both public and private water; promote boat and water safety and snowmobile safety education to citizens of Hennepin County; and to maximize the efficient use of available resources in providing these services. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 30,000 $ 30,000 $ 35,000 State 113, , ,857 Local Fees and Services All Other Revenues Total $ 143,838 $ 143,232 $ 148,857 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 743,293 $ 690,424 $ 729,576 Commodities 17,419 23,680 19,078 Services 332, , ,995 Public Aid/Assistance Furniture & Equipment 17, Other Charges Total $ 1,111,421 $ 1,090,831 $ 1,135,429 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sheriff's Lieutenant Sheriff's Sergeant Sheriff's Deputy Office Specialist III Facility Maintenance Worker Total Comments Overtime is a very fluid line item and can change drastically due to water emergencies, search and recovery efforts, court appearances, etc. Public Safety Hennepin County Sheriff's Office (270000) Water Patrol Unit BUDGET/FTE III-26

161 Hennepin County Attorney's Office Water Patrol Unit Center Number: Division Description & Goals The Water Patrol Unit maintains a program of search, rescue, buoying or marking, patrol, removal of hazards to navigation, and inspection of watercraft for rent, lease, or hire. During winter, snowmobile patrols are provided on lakes/trails to respond to complaints and enforce rules. Trained volunteers assist in these activities. Water Patrol investigates all watercraft accidents and drownings. Results & Accomplishments 2006 Actual 2007 Est Est. Thefts / Burglaries / Vandalism / Misc. Criminal Attempt to Locate People/Property; Found/Recovered Property Watercraft Accidents / Fatalities Snowmobile & ATV Accidents / Fatalities Water Related Accidents (Near drownings, etc.) Medicals Other Fatalities and Drownings Accident and Fatality Assists (& Deceased Persons) Misc. Details: Inspections, Aid to Citizens; Disturbances; Outside Lectures/Details Enforcement: Citations / Written & Verbal Warnings ,483 1,448 1,465 2,682 2,299 2,490 Other Results, Accomplishments & Highlights In 2006, four cold water and ice rescue classes have been taught to fire fighters. In July 2006, Deputy Vnuk was promoted to Sergeant and was assigned to the Uniformed Patrol Division. BWI arrests were up 36% from the summer of Reported watercraft accidents decreased 10% from The Sheriff's Water Patrol conducted four youth snowmobile classes in 2006, instructing approximately 120 youth on the laws of snowmobiling in the State of Minnesota. On August 15, 2006, located drowning victim in the St. Croix River, using Side Scan Sonar unit for Pierce County, WI Sheriff's Office. Public Safety Hennepin County Attorney's Office Water Patrol Unit DESCRIPTION/RESULTS III-27

162 Hennepin County Sheriff's Office (270000) Patrol Unit Center Number: Division Mission Statement The mission of the Hennepin County Sheriff s Patrol Unit is to fulfill the statutory duties of the Office of the Sheriff. To keep and preserve the peace of the county ; provide public safety to citizens and visitors; respond to emergencies and calls for assistance; investigate incidents and criminal acts; promote community policing, crime prevention, and public safety education; and to maximize the efficient use of available resources in providing these services. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 28, Local Fees and Services 244, , ,145 All Other Revenues 8,059-13,300 Total $ 281,358 $ 141,134 $ 169,445 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 3,203,083 $ 3,142,901 $ 3,302,976 Commodities 44,816 37,472 40,830 Services 621, , ,237 Public Aid/Assistance Furniture & Equipment Other Charges 2,409 3,610 3,830 Total $ 3,871,760 $ 3,868,062 $ 4,080,873 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Captain Lieutenant Sergeant Deputy Sheriff Support Staff Total Comments Overtime is a very fluid line item that can change drastically due to special details, court appearances, criminal investigations, major incidents, unforeseen staffing shortages, etc. In 2008, costs incurred by the Patrol Unit, Transport Unit, and Emergency Squad Unit under Office Supplies- General and Printing-Central will be consolidated under the Patrol Unit budget. Public Safety Hennepin County Sheriff's Office (270000) Patrol Unit BUDGET/FTE III-28

163 Hennepin County Sheriff's Office Patrol Unit Center Number: Division Description & Goals The Patrol Unit provides 24-hour-a-day coverage as the primary law enforcement agency for the City of Greenfield, the City of Medicine Lake, Fort Snelling, the City of Hanover, the City of Rockford, the County Home School, and Hassan Township. The unit also provides patrol coverage throughout the entire county as well as specialized services such as commercial vehicle enforcement, Patrol K-9 services, DARE programs, crime prevention programs, school resource officers, and community policing. Results & Accomplishments 2006 Actual 2007 Est Est. Number of Responses to Criminal Offenses Part 1 - Rape, Robbery, Burglary, Theft, etc. Part 2 - Narcotics, Fleeing, Weapon Offenses, etc. Part 3 - Missing Persons, Abandoned Vehicles, Found Property, etc. Part 4 - Accidents, Medicals, Fires, etc. Part 5 - Disturbances, Suspicious Activity, Building Checks, etc. Total Traffic Activity (Citations, Written Warnings, Verbal Warnings ,688 1,582 1,635 20,602 21,039 20,820 19,347 18,449 18,897 Other Results, Accomplishments & Highlights In 2006, the Patrol Unit handled approximately 32,149 CAD events throughout the county. These events included: Providing supplemental patrol coverage to a number of local law enforcement agencies throughout the county. Assisting local, state, and federal law enforcement agencies with four dignitary protection details. Assisting state and local law enforcement agencies with a number of traffic enforcement details such as Nightcap, Safe & Sober, Speed Management, Underage Alcohol Enforcement Grant, etc. Conducting 360 commercial vehicle inspections resulting in 2,718 violations and 166 vehicles placed out of service for safety defects. Providing two full-time deputies to work as School Resource Officers in several Rockford and Elk River (Rogers) School District schools. Providing 337 K-9 assists to Law Enforcement Agencies throughout the county. The team also provided 21 K-9 demonstrations throughout the county. Assisted Airport PD with orange threat level due to London bombing and thwarted aircraft bombing attempts. Assist City of Rogers for several days after devastating tornado went through the city. Public Safety Hennepin County Sheriff's Office Patrol Unit DESCRIPTION/RESULTS III-29

164 Hennepin County Sheriff's Office (270000) Emergency Squad Unit Center Number: Division Mission Statement The mission of the Hennepin County Sheriff s Office Emergency Squad is to fulfill the statutory duties of the Office of the Sheriff. To keep and preserve the peace of the county, provide public safety to citizens and visitors; respond to emergencies and calls for assistance; provide search and rescue for lost persons; provide search and dragging for drown bodies; promote public safety education; and to maximize the efficient use of available resources in providing these services. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 26,139 $ 140,987 $ 139,651 Commodities 15,396 20,510 26,426 Services 122, , ,008 Public Aid/Assistance Furniture & Equipment Other Charges 1,171 1,565 1,530 Total $ 165,274 $ 311,086 $ 318,615 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sergeant Support Staff Total Comments This Overtime-Regular line item reflects overtime costs for 5-6 licensed deputies from the Underwater Recovery Team to train and respond to Water Emergencies/Dive Details. The Surgical & Medical-General request reflects a $1,675 (63%) increase when compared to This is due, in part, to the need for the Warrant Unit to update their first aid kits. In 2008, the Emergency Squad Unit plans on updating 5 of the 13 kits in the Warrant Unit. The Non-Cap Furnishings & Equipment line item reflects funding for misc. equipment related to the Underwater Recovery Team. This request also reflects the need to purchase five AEDs for the Patrol Unit to replace AEDs that need to be updated to meet current American Heart Association CPR standards. This request reflects a $4,700 (87%) increase when compared to The Rental-Other-General request reflects 700 MHz data modem rental rates and oxygen tank rental fees for oxygen tanks used in the Sheriff s Office first aid kits. This request reflects a $4,000 (132%) increase when compared to III-30

165 Hennepin County Sheriff's Office Emergency Squad Unit Center Number: Division Description & Goals The Emergency Squad Unit consists of specially trained volunteers who assist the citizens of Hennepin County by assisting stranded motorists, providing first aid to the injured and sick, assisting in search and rescue operations, performing underwater body recovery, providing crowd and traffic control, assisting at community events, providing assistance at significant incidents/disaster scenes, and supporting the operation of the Patrol Division. Results & Accomplishments 2006 Actual 2007 Est Est. Number of Volunteers Volunteer Hours ,289 8,465 7,877 Law Enforcement Assists Medicals Motorist Assists PI Accidents Stalled Vehicle Checks Other Assists TOTAL 1,265 1,270 1, ,503 2,557 2,530 Other Results, Accomplishments & Highlights Training: Command Post Technical Deployment This training has consistently taken place every other month. The training consists of aligning the Command Post, FEMA trailer, ESU TOC and the Communications truck in a set order and then providing power to each vehicle from the generator trailer and phone, network and coaxial lines from the Command Post. Recruitment is a critical issue. Finding quality candidates who are willing to make the hourly commitment to the Emergency Squad has been difficult and I do not foresee it changing in the near future. Public Safety Hennepin County Sheriff's Office Emergency Squad Unit DESCRIPTION/RESULTS III-31

166 Hennepin County Sheriff's Office (270000) Transport Unit Center Number: Division Mission Statement The mission of the Hennepin County Sheriff s Transport Unit is to safely and securely transport those persons under their care and custody to court, institutions, and other locations so ordered by the judicial system. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 47,634 40,000 40,000 All Other Revenues Total $ 47,634 $ 40,000 $ 40,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,128,691 $ 1,216,375 $ 1,299,397 Commodities 17,148 15,005 12,745 Services 235, , ,665 Public Aid/Assistance Furniture & Equipment 6, Other Charges 6,174 7,875 8,010 Total $ 1,393,671 $ 1,527,436 $ 1,599,817 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sergeant Deputy Sheriff Support Staff Total Comments The Overtime-Regular line item request reflects what the Transport Unit needs to support daily operations. Transport Unit overtime expenditures in 2006 were $29,923. Due to the unpredictable scheduling of prisoner/patient court appearances, overtime funding is needed to fulfill the unit s mandated duties. These figures are based on the labor agreement and do not reflect the potential adjustments that may result from negotiation of the labor agreements with the various labor bargaining units. Public Safety Hennepin County Sheriff's Office (270000) Transport Unit BUDGET/FTE III-32

167 Hennepin County Sheriff's Office Transport Unit Center Number: Division Description & Goals The Transport Unit is responsible for the safe and secure transport of prisoners and mental health patients placed in our care and custody to facilities throughout the state of Minnesota. The vast majority of these transports are performed under court order as directed by District Court and Probate/Mental Health Court. Results & Accomplishments 2006 Actual 2007 Est Est. Persons Transported Prisoners Patients TOTAL 11,096 10,179 10,637 3,889 4,029 3,659 14,985 14,208 14,596 Total Mileage Mileage per Person Transported 327, , , Patients Apprehended Summons Served ,661 1,755 1,708 Other Results, Accomplishments & Highlights In 2006, the unit successfully transported 14,985 inmates and patients, of which 98% (or 14,658) were mandated by Hennepin County Courts, without any major incidents, and also transported 2,636 individuals on Hennepin County warrants from around the state. The unit provided assistance to the Patrol Division and Edina Police Department for a Mass Arrest Protest at the Alliant-Tech Corporation. The unit also provided services to the University of Minnesota during sporting events. The unit also assisted the Patrol Unit with several dignitary motorcade protection details. Public Safety Hennepin County Sheriff's Office Transport Unit DESCRIPTION/RESULTS III-33

168 Hennepin County Sheriff's Office (270000) Detective Operations Center Number: Division Mission Statement To reduce criminal activity in Hennepin County. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State - 80, ,000 Local 572, ,000 - Fees and Services ,955 All Other Revenues 119,789 77, ,000 Total $ 692,144 $ 757,500 $ 908,955 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,280,941 $ 2,510,806 $ 3,069,605 Commodities 51,080 46,900 60,200 Services 307, , ,938 Public Aid/Assistance Furniture & Equipment 36,461-47,500 Other Charges 2,730 5,000 5,500 Total $ 2,679,093 $ 2,885,116 $ 3,602,743 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Captain Lieutenant Sergeant Detective Deputy Senior Support Services Supervisor Legal Secretary Total Comments Public Safety Hennepin County Sheriff's Office (270000) Detective Operations BUDGET/FTE III-34

169 Hennepin County Sheriff's Office Detective Operations Center Number: Division Description & Goals Detectives investigate criminal activity throughout the county - both pro-actively and reactively. They gather evidence, apprehend suspects, provide testimony, and disseminate intelligence data within the law enforcement community. The Detective Unit provides investigative services to Rogers, Corcoran, Dayton, and Osseo, and for all unincorporated areas, and those areas covered by Sheriff's Patrol and Water Patrol Units. The unit also provides investigative service to Hennepin County Government Center, and associated buildings. Results & Accomplishments 2006 Actual 2007 Est Est. Cases Investigated Cases Opened Cases Cleared Cases Cleared Ratio Property Recovered Arrests Charges 5,233 5,500 6,000 4,476 5,000 5,500 3,758 4,500 5,000 84% 85% 85% $538,482 $550,000 $600, Other Results, Accomplishments & Highlights The Detective Unit has conducted over 30 officer involved shooting investigations for over 10 communities in the county in the past five years. In addition, the unit has conducted dozens of conflict of interest investigations for a variety of agencies, helping to ensure a non-biased investigation is conducted in cases involving public employees. In 2007, the Sheriff's Office initiated two important initiatives via the Detective Unit - the Hennepin County Violent Offender Task Force (VOTF) and the Hennepin County Criminal Information Sharing and Analysis Unit (CISA). Both units have been successful in their missions, and have improved public safety by attacking violent crime through aggressive collaboration with a variety of law enforcement partners. Public Safety Hennepin County Sheriff's Office Detective Operations DESCRIPTION/RESULTS III-35

170 Hennepin County Sheriff's Office (270000) Crime Laboratory Unit Center Number: Division Mission Statement To assist in the investigation of crimes by providing technical crime scene processing in order to identify, collect and preserve evidence while maintaining integrity at all times; and to conduct scientific analysis of evidence in a timely and proficient manner for all law enforcement agencies requesting our services. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 130, All Other Revenues 1, Total $ 132,215 $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,890,246 $ 2,047,325 $ 2,264,053 Commodities 118,824 90, ,000 Services 207, , ,348 Public Aid/Assistance Furniture & Equipment 4,826 4,500 4,500 Other Charges 7,967 6,750 9,450 Total $ 2,228,885 $ 2,397,448 $ 2,714,351 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sheriff's Lieutenant Sheriff's Sergeant Sheriff's Criminalist (forensic biologist) Crime Lab Technician Computer Forensic Examiner Graphic Artist (forensic photographer) Support (evid. specialist, OSIIIs) Total Comments The Crime Lab will add two forensic scientists in 2008 to respond to the increasing demand for processing DNA evidence. Public Safety Hennepin County Sheriff's Office (270000) Crime Laboratory Unit BUDGET/FTE III-36

171 Hennepin County Sheriff's Office Crime Laboratory Unit Center Number: Division Description & Goals To maximize evidence collection/storage, documentation, forensic examination and scientific comparative analysis in solving crimes; to upload DNA, fingerprint and firearm data to national databases; to identify persons; to furnish expert court testimony. Services are provided to all law enforcement agencies in Hennepin County as well as other metro area agencies as requested. Results & Accomplishments 2006 Actual 2007 Est Est. Death investigations Assault/criminal sexual conduct Robberies Biology/DNA cases Firearm examination Ballistics information network entries Burglaries Thefts Fire/arson investigations Fingerprint comparisons Total cases-sheriff and other agencies ,208 40,000 40,000 2,738 2,800 2,800 Other Results, Accomplishments & Highlights Standard color photos - 70,127 were converted from print film format to digital; computer generated images - 4,399. Applied for and awarded three NIJ Forensic Science Improvement Act Grants totaling over $266,000; 55 DNA "hits" in database in 2006, 2007 "hit" rate even higher. Public Safety Hennepin County Sheriff's Office Crime Laboratory Unit DESCRIPTION/RESULTS III-37

172 Hennepin County Sheriff's Office (270000) Narcotics Enforcement Center Number: Division Mission Statement To be leaders in the controlled substance investigation arena. To produce quality controlled substance enforcement services to the public. To maintain continued support and partnership with other law enforcement agencies. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 160, , ,500 Local Fees and Services 3, All Other Revenues 130, , ,000 Total $ 294,078 $ 389,500 $ 359,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,823,429 $ 1,967,200 $ 2,003,946 Commodities 104,907 69,123 92,410 Services 247, , ,695 Public Aid/Assistance Furniture & Equipment 36,990-10,000 Other Charges 9,957 8,536 9,036 Total $ 2,222,295 $ 2,344,761 $ 2,442,087 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Lieutenant Detectives' Deputies Support Staff Senior Accountant Total Comments Two of the 15 Deputy positions are temporary positions at the "Minnesota Gang Strike Force". Public Safety Hennepin County Sheriff's Office (270000) Narcotics Enforcement BUDGET/FTE III-38

173 Hennepin County Sheriff's Office Narcotics Enforcement Center Number: Division Description & Goals The Narcotics Unit has the responsibility for the enforcement of laws relative to the sale, use and possession of illegal substances throughout Hennepin County and beyond. The unit responds to requests for assistance to all police departments within the county and works jointly with many local, state and federal agencies to investigate, apprehend and prosecute individuals and organizations involved in controlled substance violations, with a focus on mid-to-high level dealers. Results & Accomplishments 2006 Actual 2007 Est Est. Cases initiated and/or assigned Arrests for narcotics Search warrants executed Firearms seized Street value of illegal drugs seized Value of cash and property seized Public instruction $25,877,964 $28,000,000 $27,000,000 $1,180,065 $2,500,000 $2,000, hours 115 hours 120 hours Other Results, Accomplishments & Highlights The Narcotics Unit participates in six individual task forces. These task forces include the DEA DTF, Minnesota Gang Strike Force, Hennepin/Minneapolis DTF, Northwest Metro DTF, Southwest Hennepin DTF and the West Metro DTF. Hennepin County Sheriff's Office is in charge of two of these task forces and supply nine FTEs to task forces. The unit also has two drug detection K-9s that are both based in the downtown unit. They assist with many requests from throughout the county and other agencies when needed. The unit is on pace to surpass the 2006 total for value of cash and property seized and value of drugs seized. As of April 1, 2007, the total for value of cash and property seized has already exceeded the 2006 total of $1,180,065. Public Safety Hennepin County Sheriff's Office Narcotics Enforcement DESCRIPTION/RESULTS III-39

174 Hennepin County Sheriff's Office (270000) Communications Center Number: Division Mission Statement The Mission of the Hennepin County Sheriff's Communication Division is to effectively serve as a Public Safety Answering Point for the citizens of Hennepin County by receiving their calls for service, initiating, in a timely fashion, an appropriate response from a public safety agency. To provide a continuing communication link for responding public safety providers by maintaining the radio communications infrastructure and to provide the users of the radio system with technical support. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 509, , ,000 Local Fees and Services 313, , ,708 All Other Revenues 663, , ,257 Total $ 1,486,647 $ 1,486,867 $ 1,396,965 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 5,920,696 $ 6,519,386 $ 6,658,380 Commodities 87, , ,837 Services 1,163,556 1,455,390 1,539,067 Public Aid/Assistance Furniture & Equipment 62,297-5,840 Other Charges 241, , ,177 Total $ 7,476,047 $ 8,387,703 $ 8,689,301 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Captain / Lieutenant / Sergeant / Deputy Radio Engineering Staff Radio Communications Technical Staff Telecommunications Staff Information Technology Staff Support Staff Comments Total Public Works Hennepin County Sheriff's Office (270000) Communications BUDGET/FTE III-40

175 Hennepin County Sheriff's Office Communications Center Number: Division Description & Goals Statute authorizes the sheriff to establish and maintain a radio communications system for public safety purposes. It is the responsibility of this division to receive requests for public safety services and relay them to the appropriate agency. The division provides for communications systems for all county departments and other public safety agencies. Technicians perform installation and maintenance of communications equipment for the Sheriff, Public Works, Medical Center, Emergency Preparedness, Administration, Three Rivers Park District, and other local agencies. Results & Accomplishments 2006 Actual 2007 Est Est. Mobile Data Computer 800 MHz Portables 800 MHZ mobile radios and base radios Total units maintained Telephone Transactions Radio Transactions Police Events Fire Events Medical Events Departments dispatched - Police / Fire ,952 4,120 4,560 2,007 2,028 2,528 6,318 6,587 7, , , ,117 1,145,516 1,168,426 1, , , ,070 11,086 11,301 11,400 18,353 19,270 19, / / / 19 Other Results, Accomplishments & Highlights The Communications Division continues to work on the new CAD/Mobile software implementation. This system is behind schedule but implementation should be complete in the fall of The Sheriff's Office has been working with Hennepin County Property Services on a study to replace the current Sheriff's Communications building. This is a $53 million dollar capital project that is hoped will receive final County Board approval sometime in We are also continuing the build out of the 700 MHz region wide data radio system. This is funded by capital money as well as federal grants. Public Safety Hennepin County Sheriff's Office Communications DESCRIPTION/RESULTS III-41

176 Hennepin County Sheriff's Office (270000) Adult Detention Division Center Number: Division Mission Statement The mission of the Hennepin County Sheriff s Office Adult Detention Division is to safely and securely confine, in a manner which recognizes individual dignity and rights, persons lawfully charged with a criminal offense pending formal release from custody. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ 100,000 $ - State 4, Local Fees and Services 2,328,830 2,055,842 2,568,021 All Other Revenues 392, , ,000 Total $ 2,726,117 $ 2,509,842 $ 3,002,021 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 24,975,314 $ 27,547,697 $ 28,592,358 Commodities 2,246,869 2,578,745 2,765,223 Services 1,345,624 1,930,899 1,953,807 Public Aid/Assistance Furniture & Equipment 12,114 26,500 27,095 Other Charges 8,992 23,123 21,646 Total $ 28,588,913 $ 32,106,964 $ 33,360,129 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Detention Capt. / Lieut. / Sergeant / Deputy Licensed Lieutenant / Sergeant / Deputy Identification and Records Staff Food and Laundry Staff Property Staff Detention Technicians Support Staff Total Comments Public Safety Hennepin County Sheriff's Office (270000) Adult Detention Division BUDGET/FTE III-42

177 Hennepin County Sheriff's Office Adult Detention Division Center Number: Division Description & Goals The jail is the largest pre-trial adult detention facility in the state and houses inmates until they are sentenced or released by the courts. In addition to housing local offenders, the jail accepts inmates wanted by other counties and states. The jail provides food, bedding and recreational facilities for inmates. Medical treatment is provided by medical staff from Hennepin County Medical Center or, if necessary, by treatment at HCMC itself. Guard service is provided by jail staff for prisoners undergoing treatment at HCMC. Results & Accomplishments 2006 Actual 2007 Est Est. Total Bookings Average Intake Processing Times (Hour:Minute) Average Length of Stay in Days Total Prisoner Days Average Daily Morning Count Meals Served Volunteer Hours for Inmate Programs Inmate Visitation (Professional and Social) Inmates Referred to Medical Services Inmates Released Inmate Infirmary Bed Days 41,593 42,840 45,196 3:25 3:20 3: , , , , ,725 1,003,245 1,876 1,950 1,950 53,455 56,662 58,361 21,569 22,705 23,954 41,480 42,810 45, ,050 1,081 Other Results, Accomplishments & Highlights Public Safety Hennepin County Sheriff's Office Adult Detention Division DESCRIPTION/RESULTS III-43

178 Hennepin County Sheriff's Office (270000) Court Services Division - Civil Unit Center Number: Division Mission Statement The mission of the Hennepin County Sheriff's Office Civil Unit is to ensure the proper execution of civil process through diligent effort, while maintaining high standards of professionalism, integrity and public trust. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 1,380,337 1,200,000 1,950,000 All Other Revenues Total $ 1,380,492 $ 1,200,000 $ 1,950,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,795,916 $ 1,919,496 $ 2,018,575 Commodities 25,558 28,500 27,550 Services 335, , ,287 Public Aid/Assistance Furniture & Equipment 2, Other Charges 2,439 2,150 2,735 Total $ 2,162,052 $ 2,272,131 $ 2,439,147 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sheriff Supervisors Sheriff Licensed Deputies Sheriff OSIII Total Comments Civil fees will be adjusted and increased in 2008 to a flat fee of $ In 2008, the Civil Process Accounting (CPA) System will be replaced by Softcode. The cost of Softcode will be funded by a budget request of $171,575 and a previous encumbrance of $100,000. Public Safety Hennepin County Sheriff's Office (270000) Court Services Division - Civil Unit BUDGET/FTE III-44

179 Hennepin County Sheriff's Office Court Services Division - Civil Unit Center Number: Division Description & Goals The Civil Unit deputies process legal papers that are brought to the sheriff for service by private attorneys, the judiciary, the public and government agencies. Services include return or process with certificates of service and billing unless prohibited by statute. The unit also executes civil process orders from the court which can include seizure and sale of assets to satisfy money judgments. The unit handles all mortgage foreclosure sales from service and sale through redemption. Our goal is to promptly serve and execute all legal processes received by the unit. Results & Accomplishments 2006 Actual 2007 Est Est. Revenue generated Processes received Paper served by defined category: Personally served Legal not found & Requested return Multiple service Moved new address unknown No such address & Unknown at address By copy & By copy business Unable to get response Total papers served Percent of successful services $1,380,337 $1,400,000 $1,400,000 27,800 28,500 29,000 13,793 14,931 15, ,606 2,124 2,160 1, ,531 6,027 6,129 1,366 1,338 1,361 24,430 26,370 26, % 92.5% 92.5% Other Results, Accomplishments & Highlights Public Safety Hennepin County Sheriff's Office Court Services Division - Civil Unit DESCRIPTION/RESULTS III-45

180 Hennepin County Sheriff's Office (270000) Warrants Unit Center Number: Division Mission Statement The Hennepin County Sheriff s Warrant Unit receives records, manages and serves arrest warrants, arrest orders, and other court orders issued by Hennepin County District Court, as well as those warrants and orders issued in other jurisdictions for persons located in Hennepin County. Through the extradition process, the Warrant Unit returns those persons wanted in Hennepin County that have been apprehended by law enforcement agencies throughout the United States. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local 16, Fees and Services ,400 All Other Revenues 19,070 15,000 - Total $ 36,027 $ 15,000 $ 14,400 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,611,557 $ 2,829,266 $ 2,852,933 Commodities 34,727 32,765 47,125 Services 308, , ,575 Public Aid/Assistance Furniture & Equipment 2,970 6,000 36,000 Other Charges 150, , ,725 Total $ 3,108,576 $ 3,392,092 $ 3,519,358 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Lieutenant Sergeant Deputy Clerical Supervisor Warrant Clerk Total Comments The 20-employee Warrant Unit clerical staff provides coverage 24-hours-a-day, 365-days-a-year. The 20 deputies, three sergeants, and one lieutenant provide warrant service from 0700 hours to 2230 hours, Monday through Friday. The Warrant Unit also has one deputy assigned to the Minnesota Fugitive Task Force that is overseen by members of the Federal Bureau of Investigation. This position is a valuable tool for Hennepin County and it's investigative duties. Beginning May 1, 2006 through December 31, 2006 one sergeant and two deputies from the Warrant Unit were assigned full-time to assist in the planning, implementation and operation of a multi-jurisdictional initiative. This initiative, known as the Downtown Minneapolis Safe Zone Collaborative, built an effective partnership between four independent law enforcement agencies, private security agencies and the downtown Minneapolis business community. Public Safety Hennepin County Sheriff's Office (270000) Warrants Unit BUDGET/FTE III-46

181 Hennepin County Sheriff's Office Warrants Unit Center Number: Division Description & Goals The Warrant Unit receives, records and serves all warrants, commitments, and court orders issued by the Hennepin County District Court. In addition, warrants are received and served for other Minnesota counties and out-of-state police agencies. Warrant Unit personnel also return persons who have been apprehended by law enforcement agencies throughout the United States to this jurisdiction for court action. The Warrant Unit is also a multi-tasking unit helping in details such as: Dignitary Details, Safe Zone, Probation home visit security and Homeland Security details. Results & Accomplishments 2006 Actual 2007 Est Est. Warrants Received Warrants Satisfied Trips Out of County Mileage Overtime (hours) Monies Received Telephone Called Received Extradition Cases Total Warrants on File 40,250 42,500 44,000 40,639 42,000 44, , , ,000 5,056 5,000 5,000 $2,822,110 $3,000,000 $3,250, , , , ,014 20,000 20,000 Other Results, Accomplishments & Highlights In 2006, the Warrant Unit removed 268 children from families where the children were in harms way. In these removals the children are either taken to St. Joe s children s home in South Minneapolis or the Hennepin County Juvenile Detention Center to await court proceedings. The Minnesota Violent Crime/Fugitive Task Force (MVC/FTF) opened and worked 152 Hennepin County warrant cases in 2006 and also numerous cases referred by other law enforcement agencies from Minnesota and other states in the United States. The Minnesota Violent Crime/Fugitive Task Force cleared 150 cases, 125 persons arrested by the MVC/FTF and 25 persons located and arrested for a total of 150 persons arrested. During 2006, the Warrant Unit made 11,032 service attempts and was in all the communities within Hennepin County except Medicine Lake, Greenwood, and Woodland. Public Safety Hennepin County Sheriff's Office Warrants Unit DESCRIPTION/RESULTS III-47

182 Hennepin County Sheriff's Office (270000) Court Security Center Number: Division Mission Statement The Hennepin County Sheriff's Court Security Unit, as part of the Criminal Justice System, provides security to members of the judiciary, court officials, county employees, witnesses, jurors, defendants, clients, and the general public while they are engaged in business within county facilities, maintains decorum within the courtroom and ensures the safe, peaceful and effective operation of the court. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 595, , ,000 All Other Revenues 48,422 8,965 8,965 Total $ 644,211 $ 458,965 $ 458,965 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 6,134,222 $ 6,694,527 $ 6,897,729 Commodities 87,805 86,995 86,995 Services 193, , ,939 Public Aid/Assistance Furniture & Equipment 13, Other Charges 4,593 2,910 2,910 Total $ 6,434,070 $ 7,020,366 $ 7,265,573 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Captain Lieutenant Sergeant Deputy Sheriff Support Staff Comments Total Select Major Program Hennepin County Sheriff's Office (270000) Court Security BUDGET/FTE III-48

183 Hennepin County Sheriff's Office Court Security Center Number: Division Description & Goals The Court Security Unit's mission is stated in Minnesota Statute and consists of providing personal protection for judges, jurors and other court personnel when they are in courthouse facilities, maintaining secure custody of defendants appearing in court and enforcing rules of decorum in courtrooms. Results & Accomplishments 2006 Actual 2007 Est Est. Persons Escorted to Court Felony Court 19,659 30,338 20,881 Misdemeanor Court Division 1 - Government Center Division 2 - Brookdale Division 3 - Ridgedale Division 4 - Southdale Juvenile Court Total In-custody Persons Escorted Juries Attended 16,517 16,517 16,517 2,158 2,173 2,185 1,591 1,600 1,620 1,683 1,700 1,710 4,516 4,530 4,550 46,124 46,858 47, Other Results, Accomplishments & Highlights In 2006, the Court Security Unit participated in planning processes for remodeling and expansion of the A-Level Government Center Control Room, Juvenile Justice Center Control Room and holding area for juvenile in-custody defendants. Within the next year this will result in a new alarm system, enhanced video monitoring and updated electronics for Division 1 Court. Holding space will increase by 30% in the Juvenile Justice Center and the control room at that facility will be relocated. Public Safety Hennepin County Sheriff's Office Court Security DESCRIPTION/RESULTS III-49

184 III-50

185 Hennepin County Sheriff's Office (270000) Administration Center Number: Division Mission Statement To research, plan, coordinate, and direct all activities and functions of the Hennepin County Sheriff's Office. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 1,840,313 1,800,000 1,800,000 Local Fees and Services All Other Revenues Total $ 1,840,708 $ 1,800,000 $ 1,800,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,327,188 $ 1,379,090 $ 1,586,525 Commodities 22,596 33,656 21,056 Services 184, , ,570 Public Aid/Assistance Furniture & Equipment 1,326-65,000 Other Charges 91, , ,030 Total $ 1,626,534 $ 1,856,539 $ 2,016,181 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sheriff Chief Deputy Sheriff Inspector Lieutenant / Sergeant Principal Admin Assistant Support Staff Total Comments Through the Administration Division, the Sheriff directs all functions, activities and policies of the agency. The Sheriff, Chief Deputy, and Inspectors' primary responsibilities are researching, planning and implementing countywide law enforcement policies and procedures, developing the annual budget, and maintaining positive relationships with the public, courts, media, and other law enforcement agencies, and elected or appointed officials. Public Safety Hennepin County Sheriff's Office (270000) Administration BUDGET/FTE III-51

186 Hennepin County Sheriff's Office (270000) Employee Development Unit Center Number: Division Mission Statement The mission of the Employee Development Unit is to ensure that members of the Hennepin County Sheriff's Office can provide consistent, high-quality response to the law enforcement needs of the county. The Employee Development Unit supports all divisions of the Sheriff's Office by providing training, research and planning and health and safety support. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 112,867 90, ,000 Local Fees and Services All Other Revenues 56, Total $ 169,417 $ 90,000 $ 100,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 685,451 $ 775,697 $ 1,154,264 Commodities 68,450 14, ,721 Services 228, , ,074 Public Aid/Assistance Furniture & Equipment Other Charges 189, , ,200 Total $ 1,171,363 $ 1,147,097 $ 2,060,259 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sheriff's Captain Sheriff's Lieutenant Sheriff's Sergeant Sheriff's Deputy Administrative Assistant Senior Principal Office Specialist Office Specialist III Total Comments The most significant change for the Employee Development Unit in 2008 is the reassignment of three personnel to the unit; a Sheriff s Captain, a Sheriff s Lieutenant and an Administrative Assistant Senior. These positions were moved to the Employee Development Unit due to the restructuring of the HCSO associated with the election of a new Sheriff. These additional positions and the costs associated with them have caused a significant increase in the Employee Development Unit s personal services expenditures. The Employee Development Budget for 2008 also includes $350,000 for equipment and training costs and $239,052 in Personal Services associated with the Republican National Convention. See budget page for Center Number Public Safety Hennepin County Sheriff's Office (270000) Employee Development Unit BUDGET/FTE III-52

187 Hennepin County Sheriff's Office Employee Development Unit Center Number: Division Description & Goals The Employee Development Unit is responsible for maintaining statutorily-mandated training standards and other training programs, conducting research and development projects and managing the Office Health and Safety program. Our training duties and responsibilities include facilitating and presenting Smith Driver Training, Basic Emergency Care Training, First Responder Training, In-Service Training, Taser User Training, Police Reserve Training and the Citizen Law Enforcement Academy. Results & Accomplishments 2006 Actual 2007 Est Est. Number of training hours directly provided by the Hennepin County Sheriff's Office 46,951 48,500 50,000 Number of training hours received by Hennepin County Sheriff's Office personnel. 64,328 66,500 68,000 Number of law enforcement personnel trained in firearms operations Number of Sheriff's Office personnel trained in Taser Operations Number of training hours provided to outside agencies by the Hennepin County Sheriff's Office 2,774 2,600 2,600 Other Results, Accomplishments & Highlights Some of the Employee Development Unit s accomplishments in 2006 and year-to-date in 2007 include: Development of a Taser User program. This included policy development and training over 320 Sheriff's Office personnel in the proper use of the Taser X26. Continuing to manage the court ordered American Body Armor Zylon bullet-resistant vest recall and replacement. Coordinating and facilitating the 35th and 36th sessions of the Hennepin County Police Reserve School. Coordinating and facilitating the 20th and 21st sessions of the HCSO Citizen Law Enforcement Academy. Providing Active Shooter training to several local police agencies. Implementation of electronic, on-line scheduling for office training sessions. Relocation of the Employee Development Unit office to the Public Safety Facility. Development of an under-barrel flash light training program. Assisted Sheriff s Administration during the transition to a new Sheriff. Public Safety Hennepin County Sheriff's Office Employee Development Unit DESCRIPTION/RESULTS III-53

188 Hennepin County Sheriff's Office (270000) Administrative Services Division - Personnel Unit Center Number: Division Mission Statement To recruit, background investigate, select, manage and retain our most important resource, the employees and volunteers of the Hennepin Count Sheriff's Office. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 66,927 61,500 62,500 All Other Revenues 2,332-5,500 Total $ 69,259 $ 61,500 $ 68,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 952,101 $ 988,333 $ 988,028 Commodities 106,388 55,900 19,300 Services 192, , ,420 Public Aid/Assistance Furniture & Equipment Other Charges 1,846 1,000 2,050 Total $ 1,253,263 $ 1,207,153 $ 1,270,798 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sheriff Lieutenant Sheriff Sergeant Sheriff Deputy Office Specialist, Principal Administrative Assistant Comments Total Public Safety Hennepin County Sheriff's Office (270000) Administrative Services Division - Personnel Unit BUDGET/FTE III-54

189 Hennepin County Sheriff's Office Administrative Services Division - Personnel Unit Center Number: Division Description & Goals To recruit candidates for all positions within the Sheriff's Office who possess the qualities and high standards required; to conduct comprehensive background investigations using the latest technology; to select candidates who meet the high standards of the Sheriff's Office; to manage personnel issues in a professional manner and serve as a resource and facilitator for the employees of the Sheriff's Office; to retain employees by offering meaningful employment opportunities. Results & Accomplishments 2006 Actual 2007 Est Est. Number of background investigations initiated Number of background investigation hours Number of employees hired Number of gun permit applications investigated ,263 9,500 9, ,592 1,700 3,000 Other Results, Accomplishments & Highlights We've made progress streamlining background checks on individuals contracting with our ITS unit as well and the cleaning staff working in different buildings around the county. In consultation with the Human Resources Department, we rewrote our interview questions for Detention Deputy, Detention Sergeant, Deputy Sheriff, Sheriff's Sergeant and Sheriff's Lieutenant. We have completed a formal protocol for responding to emergencies during the strength and agility testing. Public Safety Hennepin County Sheriff's Office Administrative Services Division - Personnel Unit DESCRIPTION/RESULTS III-55

190 Hennepin County Sheriff's Office (270000) Information Technology Services Center Number: Division Mission Statement To support and assist the Sheriff's Office at operational and management levels through analysis and evaluation of business programs and practices, technology investigation and investment and information systems development, maintenance and enhancement. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,400,462 $ 1,383,240 $ 1,472,440 Commodities 20,887 5,800 7,150 Services 619, , ,503 Public Aid/Assistance Furniture & Equipment - 35,000 30,000 Other Charges 1,433 3,900 3,475 Total $ 2,042,679 $ 2,231,170 $ 2,302,568 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Information Technology Manager Information Technology Supervisor Information Technology Specialist Comments Total Public Safety Hennepin County Sheriff's Office (270000) Information Technology Services BUDGET/FTE III-56

191 Hennepin County Sheriff's Office (270000) RNC Planning Center Number: Division Mission Statement "To protect the American process of electing a president." Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services Public Aid/Assistance Furniture & Equipment Other Charges Total $ - $ - $ - Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Total Comments The Hennepin County Sheriff's Office is a member of the Republican National Convention (RNC) Steering Committee formed on May 8, 2007; this organization will work to coordinate the activities of the affected law enforcement agencies, including training, estimating staffing levels, equipment needs, training schedules, and financial impacts. Also in May, several members of the Sheriff's Office completed specialized Protective Detail training from the U.S. Secret Service. The responsibility of the Sheriff's Office has included the cost of personnel in 2007, and will include costs throughout The Sheriff is actively pursuing federal funding for all of the costs related to the convention, yet even if funds are available, they are not likely to cover all of the necssary expenses, nor are they likely to be reimbused until The Employee Development Budget (Center Number ) includes $350,000 for equipment and training costs and $239,052 for Personal Services are associated with the RNC. Public Safety Hennepin County Sheriff's Office (270000) RNC Planning BUDGET/FTE III-57

192 Hennepin County Sheriff's Office (270000) Homeland Security Unit Center Number: Division Mission Statement To Protect the Citizens of Hennepin County from Domestic and International Terrorism through Leadership, Planning, Prevention Strategies and Coordinated Training. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 366,423 $ 377,827 $ 393,364 Commodities 28,980 39,600 56,950 Services 58,302 69,044 67,485 Public Aid/Assistance Furniture & Equipment Other Charges 3,182 1,262 5,762 Total $ 456,887 $ 487,733 $ 523,561 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Captain Lieutenant Sergeant Support Staff Comments Total Public Safety Hennepin County Sheriff's Office (270000) Homeland Security Unit BUDGET/FTE III-58

193 Hennepin County Sheriff's Office Homeland Security Unit Center Number: Division Description & Goals The Special Operations Division includes the Homeland Security Unit, the Emergency Services Unit and the WMD Tactical Response Team. The division and its units response to emergencies needing tactical assistance. The division coordinates any special events that cross divisional and/or unit lines. Division goals: See 2008 Budget Proposal. Results & Accomplishments 2006 Actual 2007 Est Est. Asst St of MN/health depts with development/ prep for Operation Snowball III - full scale functional exercise Partnered with HC Emergency Preparedness & LDL Technologies to develop a continuity of operations plan Continued to help support and develop the Minnesota Joint Analysis Center ( MN-JAC ) Integrated the Emergency Services Unit into the new Special Operations Division The Sheriff's Office participated in and supported the Regional Type III Incident Management Team Added members to both the Emergency Services Unit and the WMD Tactical Response Team Identified and evaluated equipment technologies that enhanced the capabilities of the Sheriff's Office Other Results, Accomplishments & Highlights Public Safety Hennepin County Sheriff's Office Homeland Security Unit DESCRIPTION/RESULTS III-59

194 Hennepin County Sheriff's Office (270000) Internal Affairs Center Number: Division Mission Statement To ensure the integrity of the Sheriff's Office with a system of internal reviews whereby objectivity, fairness, and justice are assured through intensive impartial investigations. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 319,194 $ 341,008 $ 241,593 Commodities 6,036 8,300 5,850 Services 24,809 28,641 30,517 Public Aid/Assistance Furniture & Equipment Other Charges Total $ 350,263 $ 378,479 $ 278,480 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Lieutenant Sergeant Support Staff Comments Total Public Safety Hennepin County Sheriff's Office (270000) Internal Affairs BUDGET/FTE III-60

195 Hennepin County Sheriff's Office Internal Affairs Center Number: Division Description & Goals The unit investigates allegations of misconduct against Sheriff's Office employees and volunteers initiated by the public or any member of the office. It responds to public inquiries and criticism in an effort to resolve concerns either directly or through referral to supervisory personnel in a "customer service" function. Information obtained through inquiries or investigations is analyzed to detect problem employee behavior and problematic policy or procedure. Results & Accomplishments 2006 Actual 2007 Est Est. Formal Investigations Inquiries Other Results, Accomplishments & Highlights On March 18, 2007, Lieutenant Chris Omodt was reassigned to the Investigative Unit and sent to the Minnesota Financial Crimes Task Force in Columbia Heights, MN. On July 18, 2007, the Internal Affairs Unit is tentatively scheduled to move back to its permanent location in Room 2 of City Hall. Public Safety Hennepin County Sheriff's Office Internal Affairs DESCRIPTION/RESULTS III-61

196 Hennepin County Sheriff's Office (270000) Grants and Special Revenues Center Number: Division Mission Statement Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 268,591 $ 356,198 $ - State 569, Local Fees and Services 5, All Other Revenues 4, Total $ 847,500 $ 356,198 $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 568,698 $ 247,613 $ - Commodities 106,251 34,340 - Services 73, ,745 - Public Aid/Assistance Furniture & Equipment 33,500 48,500 - Other Charges Total $ 782,633 $ 556,198 $ - Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Comments Total Public Safety Hennepin County Sheriff's Office (270000) Grants and Special Revenues BUDGET/FTE III-62

197 Community Corrections & Rehabilitation (280000) Public Safety County Revenue Fund Department Mission Statement The Department of Community Corrections & Rehabilitation's mission is Community Safety, Community Restoration and Offender Change. Overarching Goals 1. Reduce offender risk by addressing their criminogenic needs and reintegrating the offender into the community. 2. Repair harm caused by offenders to the community in general and crime victims in particular. 3. Operate in a cost-effective, responsive manner. Key Results 1. Client recidivism is reduced. 2. Crime victims and the community receive restitution and reparative services. 3. Institutions are safe and secure. 4. Department results are as efficient as possible, while maintaining and improving effectiveness and security. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 860,092 $ 729,925 $ 1,857,022 State 18,551,588 17,995,131 20,441,849 Local 952,728 1,395,000 1,449,000 Fees and Services 7,687,489 7,220,650 7,615,400 All Other Revenues 304, , ,355 Total $ 28,356,230 $ 27,623,116 $ 32,127,626 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 76,354,397 $ 80,059,200 $ 85,059,810 Commodities 5,069,951 4,638,550 6,151,855 Services 14,232,107 16,857,604 17,136,566 Public Aid/Assistance Furniture & Equipment 577,989 89, ,623 Other Charges 348, , ,301 Total $ 96,583,169 $ 102,039,755 $ 108,996,155 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions 1, , ,025.2 Public Safety Community Corrections & Rehabilitation (280000) BUDGET SUMMARY III-63

198 Community Corrections & Rehabilitation (280000) Public Safety County Revenue Fund Department Strategic Objectives Customer: Reduce client recidivism. Finance: Operate efficiently; collect restitution, fees, and financial obligations. Internal Process: Work with clients in the community; address criminogenic needs of high risk clients; provide reparative services to the community. Learning & Growth: Develop and use technology effectively; ensure staff fully trained in best practices; recruit and retain a diverse, effective workforce. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Percent of Adult clients under supervision at the beginning of quarter w/new conviction during that quarter Percent of Juvenile clients under supervision at the beginning of quarter w/new conviction during that quarter 5.7% Unavail. To Be Determined To Be Determined To Be Determined To Be Determined Finance Measures: Amount of Restitution Paid to Victims (Adult & Juvenile) $2,911,763 $2,700,000 $2,700,000 Internal Process Measures: Sentencing to Service/STS hours of work completed 242, ,000 Learning & Growth Measures: Percent of staff who are non-white and/or of Hispanic ethnicity Percent of staff with a late performance review outstanding 17.5% 18.0% 18.0% 23.8% 17.0% 15.0% Public Safety Community Corrections & Rehabilitation (280000) OBJECTIVES/MEASURES III-64

199 Community Corrections & Rehabilitation (280000) Administration Center Number: Division Mission Statement To provide executive direction and coordination for all operations in the Department of Community Corrections & Rehabilitation. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 3,834,706 14,147,941 15,259,944 Local Fees and Services All Other Revenues Total $ 3,834,746 $ 14,147,941 $ 15,259,944 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 655,270 $ 662,046 $ 981,054 Commodities 38,113 6,200 8,408 Services 83, , ,000 Public Aid/Assistance Furniture & Equipment 445,059 2,000 2,000 Other Charges 83,944 99, ,215 Total $ 1,306,384 $ 921,156 $ 1,255,677 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Department Director Deputy Department Director Corrections Administrator Corrections Area Directors Evidence-Based Practices/EBP Manager Senior Administrative Assistant Total Comments For 2008, the department has been reorganized as the Department of Community Corrections & Rehabilitation. As part of the reorganization, several positions have been reallocated to revised job classes (Corrections Area Manager) within the division, as well as several positions having been reallocated from other divisions to Administration, including the Evidence-based Practices Manager and 2008 revenues shown above are general revenues to the department that are not tied to a specific programs; such as the state Community Corrections Act (CCA) subsidy and Probation Officer Caseload Reduction funding. The actual 2006 revenues primarily account for the Probation Officer Caseload Reduction funding; the actual 2006 CCA subsidy has been allocated to the divisions based upon the approved spending plan. The 2007 CCA subsidy totals $10.6 million. The 2007 legislative session approved an increase in this funding for 2008; the 2008 award totals $11.3 million. Similarly, the 2007 legislative session increased the Probation Officer Caseload funding for 2008 by $384,000 (total 2008 funding is $3.9 million). Public Safety Community Corrections & Rehabilitation (280000) Administration BUDGET/FTE III-65

200 Community Corrections & Rehabilitation Administration Center Number: Division Description & Goals The department is responsible to the County Administrator for all matters involving administration and operations, including personnel and budget. The department works with the Joint Committee on Community Corrections Services, which is comprised of four members of the Hennepin County Board of Commissioners and four Judges from the Hennepin County Courts. This committee addresses matters involving overall programs and policies for correctional services in Hennepin County. Results & Accomplishments 2006 Actual 2007 Est Est. See programmatic divisions for detail Other Results, Accomplishments & Highlights Effective with the 2008 budget, the Department of Community Corrections & Rehabilitation (previously Community Corrections) reorganized a number of functions and activities within the department under four Corrections Area Directors: Adult Services, Juvenile Services, Organizational Change Management, and Administration. As part of setting direction for the Department, a strategic planning process is being initiated, reaching out to a variety of stakeholders (staff, managers and offenders). In addition, the department is furthering its commitment to evidence-based practices (EBP); that is, methods of offender management that have been proven to be effective in reducing recidivism and offender risk. For 2008, a position has been reallocated within the department as an EBP manager to provide emphasis and coordinate departmental EBP activities. It should also be noted that the General Support Services Division includes two new positions for 2008 to be assigned to the department's evidence-based practices training. Public Safety Community Corrections & Rehabilitation Administration DESCRIPTION/RESULTS III-66

201 Community Corrections & Rehabilitation (280000) General Support Services Center Number: Division Mission Statement To provide general administrative support for the Department of Community Corrections & Rehabilitation, and to provide resources to support and implement the department's evidence-based practices. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ 100,000 State 28,965 61,986 - Local ,000 Fees and Services - 150,000 51,400 All Other Revenues - - 1,950 Total $ 28,965 $ 211,986 $ 303,350 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 913,829 $ 906,784 $ 881,101 Commodities 38,295 15, ,574 Services 76, , ,813 Public Aid/Assistance Furniture & Equipment 12, Other Charges 34,933 22,994 38,037 Total $ 1,076,339 $ 1,340,165 $ 1,749,525 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sr. Administrative Manager Principal Planning Analyst Sr. Human Resources Representative Accountant Support Staff Correction Program Manager Sr. Administrative Assistant Total Comments 2007/2008 Staffing Changes: (1) 1.0 Principal Planning Analyst is being reallocated to County Administration for 2008; (2) 1.0 Principal Planning Analyst has been re-classified as a Corrections Program Manager; and (3) 2.0 Sr. Administrative Assistants are being included in the department's 2007 request, with these new positions being assigned to the department's evidence-based practices training. The General Support Services budget also includes the grant funding activities of the Juvenile Detention Alternative Initiatives/JDAI (federal grant that will fund community-based efforts to involve families, faith-based organizations, nonprofit organizations, and community leaders in providing safe and secure alternatives to juvenile incarceration), the Workforce Development Grant, and the Juvenile Justice foundation grant (funding will be used to develop policy and procedures to reduce re-offense through a range of community-based programs, improve aftercare and reentry, and maximize youth, family and community participation). Public Safety Community Corrections & Rehabilitation (280000) General Support Services BUDGET/FTE III-67

202 Community Corrections & Rehabilitation General Support Services Center Number: Division Description & Goals General Support Services' functional areas of responsibility include budgeting and financial management, payroll/accounts payable, strategic planning and policy development, department-wide training including evidence-based practices, labor relations and human resources management, support for policy boards and administration of the Minnesota Community Corrections Act. Results & Accomplishments 2006 Actual 2007 Est Est. Correctional Service Fee Collections $1,380,333 $1,200,000 $1,600,000 Other Results, Accomplishments & Highlights The department is furthering its commitment to evidence-based practices (EBP); that is, methods of offender management that have been proven to be effective in reducing recidivism and offender risk. The General Support Services Division includes two new positions for 2008 to be assigned to the department's evidence-based practices training. The correctional services fee is paid by offenders who are placed on probation supervision, or who are being released from prison to supervised release. The increase for 2008 primarily reflects an authorized revised fee schedule. Public Safety Community Corrections & Rehabilitation General Support Services DESCRIPTION/RESULTS III-68

203 Community Corrections & Rehabilitation (280000) Organizational Change Management Center Number: Division Mission Statement To support the information needs of the department by researching trends in correctional service delivery, evaluating program effectiveness and developing/implementing technology solutions that improve the overall efficiency and effectiveness of the department; and to provide contracted prevention and rehabilitation services in order to increase the effectiveness of the correctional system and to provide additional sentencing alternatives for Hennepin County clients. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 126, Local Fees and Services All Other Revenues Total $ 127,013 $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,794,599 $ 2,716,447 $ 3,417,111 Commodities 5,308 6,227 11,800 Services 1,693,686 1,963,542 2,349,114 Public Aid/Assistance Furniture & Equipment 21, Other Charges ,369 Total $ 4,515,142 $ 4,687,016 $ 5,789,394 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Information Technology Manager Planning Analysts/Admin Asst/Accountant Information Technology Supervisors IT Specialists (includes Sr. & Principals) Information Technology Operations Analyst Admin Manager/Correctional Program Mgr Principal Office Specialist Total Comments As part of the 2008 reorganization, the Organizational Change Management Division consolidates into one division the following three activities: Research & Systems Technology (21.0 FTEs; departmental IT functions/activities); Policy, Planning and Evaluation (4.0 FTEs); Innovation and Operational Change (1.8 FTEs); and Intergovernmental Relations, Contracts and Grants (3.0 FTEs). The budget and staffing for the Intergovernmental Relations, Contracts and Grants was previously organized as part of General Support Services. The increase of 3.8 FTEs for 2008, reflect transfers from other divisions within the department as part of the reorganization. As part of setting direction for the department, a strategic planning process is being initiated by this division, reaching out to a variety of stakeholders (staff, managers and offenders). Contract Services is continuing to work at rectifying the disparities in federal health benefits for offenders, and modifying the application process for incarcerated offenders to become eligible for state/federal medical benefits following release from incarceration. Public Safety Community Corrections & Rehabilitation (280000) Organizational Change Management BUDGET/FTE III-69

204 Community Corrections & Rehabilitation Organizational Change Management Center Number: Division Description & Goals This division uses efficient and creative application of technology to realize the department's vision of Community Safety, Community Restoration and Offender Change by: working with units to define business needs; researching, developing and implementing technology solutions and reporting mechanisms; and using data to improve programs. This program also funds and manages contracts with corrections programs which serve as alternatives to state or local incarceration. Results & Accomplishments 2006 Actual 2007 Est Est. Research & Systems Technology/RS&T: Average monthly hardware & software troubleshooting requests N/A RS&T: Average monthly security requests for ID change control and network share/file permissions N/A RS&T: Supported Technology Devices N/A 2,220 2,331 RS&T: Supported Work Sites RS&T: Workers with mobile computing devices RS&T: Mobile computing devices RS&T: Average monthly requests for inter-departmental applications RS&T: Average monthly project requests for research measures Contracts: Adult Residential Services - Number of clients admitted Contracts: Adult Residential Services -Number of client days Sex Offender Treatment - Number of clients served N/A N/A N/A N/A N/A ,740 10,000 9, Other Results, Accomplishments & Highlights 1) planned activities include: Implement a Project Portfolio Process to improve the department's management of its IT investments, Assist departmental divisions movement to mobile computing technologies, Implement the Offender Management System at the ACF, Procure and implement a new Information Management System for the three juvenile divisions, Research the validity of assessment tools including the Domestic Violence Screening Instrument and the Youth Level of Service Inventory, Complete recidivism study for persons held at the Adult Correctional Facility in ) On-going continued participation in countywide technology committees and initiatives including: the development of enterprise architecture and project management processes; Criminal Justice information integration, the Technology Steering Committee and LAN/Network Service Group; and, IT Forensics Investigation. 3)On-going DOCCR intranet website activities include training and dissemination of information/resources specifically for DOCCR staff. Public Safety Community Corrections & Rehabilitation Organizational Change Management DESCRIPTION/RESULTS III-70

205 Community Corrections & Rehabilitation (280000) Initiatives Center Number: Division Mission Statement These initiatives explore various innovative early intervention approaches to working with offenders who are involved in the justice system, and their families. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 119, Local Fees and Services All Other Revenues Total $ 119,624 $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 36,596 $ - $ - Commodities Services 911, ,891 - Public Aid/Assistance Furniture & Equipment 1, Other Charges 5, Total $ 955,922 $ 529,891 $ - Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Corrections Unit Supervisor Probation Officer Social Worker Total Comments initiatives include: Peer Youth Jury program; Families in Dysfunctional Systems (FINDS) program, in which mentors work with selected families involved in the criminal justice system; Black Elites Program (academic mentoring); Bren Road (an alternative school with an extended day program), Educational Advocacy; and Return to Success (addresses reentry issues faced by juveniles coming out of an out-of-home placement). For 2008, $100,000 is being transferred to County Administration. In addition, $50,000 is being reallocated to General Support Services to continue the Juvenile Detention Alternatives Initiative (JDAI), which was previously funded with state and foundation grants. The approved budget eliminated the balance of the 2008 funding. The Bren Road program, an alternative school with an extended day treatment program, ended in the fall of This division staffing associated with this program were transferred to Juvenile Probation. Public Safety Community Corrections & Rehabilitation (280000) Initiatives BUDGET/FTE III-71

206 Community Corrections & Rehabilitation Initiatives Center Number: Division Description & Goals The Initiatives program provides for piloting and operating innovative early intervention projects targeted at youth and adults who are in the corrections system. Results & Accomplishments 2006 Actual 2007 Est Est. Other Results, Accomplishments & Highlights For 2008, a portion of the previous funding for this program has been reallocated to other units, with the balance eliminated. Public Safety Community Corrections & Rehabilitation Initiatives DESCRIPTION/RESULTS III-72

207 Community Corrections & Rehabilitation (280000) County Home School (CHS) Center Number: Division Mission Statement As a juvenile correctional treatment program we strive: to provide for public safety by assuring custody and effecting proper control of committed youth; to provide for staff and committed youths' safety by structuring a safe, humane, living environment; to provide treatment programming which directly addresses committed youths' legal behaviors to minimize or eliminate repetition of these behaviors. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 147,155 $ 142,000 $ 135,000 State 1,542, Local 15,000-7,500 Fees and Services 639, , ,800 All Other Revenues 7, Total $ 2,351,398 $ 380,750 $ 579,800 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 10,067,151 $ 10,143,433 $ 10,500,974 Commodities 1,003,986 1,007,950 1,033,200 Services 1,361,525 1,355,887 1,441,650 Public Aid/Assistance Furniture & Equipment 29,351-30,000 Other Charges 44,155 49,100 50,100 Total $ 12,506,168 $ 12,556,370 $ 13,055,924 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Managers Correctional Institutional Sups/Corr. Sup Juv. Corr. Officers/Recreational Therapists Social Workers/Sr. Psychologist Nursing staff/other Professionals Support Staff Facility/Kitchen/Stock Clerks Total Comments The 2008 budget for the County Home School includes the addition of a Sr. Psychologist position, to provide testing, assessment, and recommendation for placement. Also, the County Home School has included an additional $30,000 (Furniture & Equipment expenditure category), which will primarily be used to accommodate the purchase of seven desktop personal computers (one for each cottage). These desktop computers will provide permanent staff located at each cottage with the ability to access s and electronic notifications. In addition, the computers will be integrated with the new juvenile case management anticipated to go live late this year. The revenue received by the County Home School is primarily comprised of Federal/State reimbursements for school breakfast and lunches, and boarding of resident charges. Public Safety Community Corrections & Rehabilitation (280000) County Home School (CHS) BUDGET/FTE III-73

208 Community Corrections & Rehabilitation County Home School (CHS) Center Number: Division Description & Goals CHS is a juvenile residential treatment program for court-ordered juveniles between the ages of 13 and 19. CHS uses Evidence Based Practices and the Intensive Aftercare Program Model to provide assessment, individualized treatment and continuous involvement with families and support in natural communities, with a structured and supervised community reintegration process. Programs include: Adolescent Male and Female Treatment, Community Service Short-Term, and Juvenile Sex Offender. Results & Accomplishments 2006 Actual 2007 Est Est. Escapes per 1,000 bed days On Grounds Off Grounds % of residents with restitution orders paying restitution Amount of restitution paid Total number of commitments Total Bed Days Number of residents served (reduction in commitments, bed days and residents for 2006 is because of moving BETA program to JDC) % 58% 60% $31,373 $32,000 $33, ,955 38,000 40, Other Results, Accomplishments & Highlights Despite working with high-risk residents, there are few escapes from the grounds of the CHS facility. This accomplishment can be attributed to the high quality of staff/resident relationships, good boundaries with residents, role modeling and an overall understanding from all staff that security and treatment are equally important and that all staff have an important role. Through a new program, "Taste of HTC", students attended the Hennepin Technical College (HTC) campus and took part in simulated college classes. These included culinary arts and small engine on the Eden Prairie campus; and auto body, welding, and machine shop on the Brooklyn Park campus. A new behavioral management plan was developed and implemented following five norms: Respect for laws, safety and security; respect for self; others; property; work, education and the treatment process. Response to norm violations includes logical consequences such as restorative practices; apology; restitution; medication and others. Public Safety Community Corrections & Rehabilitation County Home School (CHS) DESCRIPTION/RESULTS III-74

209 Community Corrections & Rehabilitation (280000) Juvenile Detention Center (JDC) Center Number: Division Mission Statement To operate a safe, secure detention facility for juveniles while they await court disposition and/or placement. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 122,305 $ 138,880 $ 128,800 State 1,354,581-7,245 Local Fees and Services All Other Revenues Total $ 1,477,097 $ 139,090 $ 136,045 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 9,059,539 $ 9,597,553 $ 10,019,931 Commodities 753, , ,140 Services 619, , ,735 Public Aid/Assistance Furniture & Equipment 1,708 6,000 - Other Charges 8,102 15,400 12,925 Total $ 10,442,327 $ 11,087,392 $ 11,516,731 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Managers Corr. Inst Supervisors/Corr. Supervisors Nursing staff/other professionals Juvenile Correctional Officers Case Management Assistants IT Analyst/Sr Admin Asst./Clerical Support Food Service Workers Total Comments The revenue received by the Juvenile Detention Center is primarily comprised of Federal/State reimbursements for school breakfast and lunches, and boarding of resident charges. Public Safety Community Corrections & Rehabilitation (280000) Juvenile Detention Center (JDC) BUDGET/FTE III-75

210 Community Corrections & Rehabilitation Juvenile Detention Center Center Number: Division Description & Goals Juvenile offenders are housed awaiting court disposition or placement. The detention housing modules have a capacity of 87. In addition, a short term consequence program (BETA) is operated with a capacity of 16 youth; and an electronic monitoring program provides for the confinement of selected juveniles at home. All programs are directed toward the safe, humane, healthy, and secure confinement of juvenile offenders. Results & Accomplishments 2006 Actual 2007 Est Est. Escapes per 1,000 bed days Reported assaults per 1,000 bed days Violation rate for juveniles on electronic home monitoring Percent of juveniles injured while on intense observation status/suicide watch Total juveniles admitted Total bed days Average length of stay Average daily population Electronic Home Monitoring days % 24% 24% ,656 4,700 4,700 34,352 35,000 35, ,901 21,000 21,000 Other Results, Accomplishments & Highlights JDC utilizes the following Guiding Principles to guide our mission: We exist to improve the lives of children and families by eliciting offender change, which in turn will improve public safety. Children and families shall know that we are treating them fairly, honestly and respectfully. We shall do no harm. We shall create cooperative and productive relationships. As leaders, we shall promote the core values of compassion, safety, and effective programming. In 2005, JDC set a goal to reduce referrals in preparation of the new DOC Umbrella Rule. In 2006, JDC revised all policies and procedures to comply with the New DOC Umbrella rule. This was a major endeavor that the division was very successful at, judged by the results of the 2006 DOC inspection. JDC implemented the "Thinking for Change" cognitive program with six trained facilitators who conducted 36 classes during the initial trial period. JDC also implemented the "Incentives Program" to reward residents for positive behavior. Public Safety Community Corrections & Rehabilitation Juvenile Detention Center DESCRIPTION/RESULTS III-76

211 Community Corrections & Rehabilitation (280000) Juvenile Probation Center Number: Division Mission Statement In cooperation with the community, Juvenile Probation will protect public safety by reducing the incidence and impact of delinquency by youth on probation, while being responsive to their welfare and needs. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ 323,540 $ 250,000 State 2,007, , ,179 Local Fees and Services 375, All Other Revenues Total $ 2,383,472 $ 456,719 $ 383,179 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 11,082,879 $ 11,410,133 $ 11,564,837 Commodities 106,541 87, ,500 Services 2,447,610 3,059,273 2,807,139 Public Aid/Assistance Furniture & Equipment 7,688 19,561 7,881 Other Charges 55,978 66,710 65,395 Total $ 13,700,695 $ 14,642,954 $ 14,552,752 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Managers Correctional Unit Supervisors Probation Officer Series Other Professionals Case Management Assistants Clerical Support Staff Total Comments Staffing Changes: (1) The Bren Road program, an alternative school with an extended day treatment program, ended in 2007; a Corrections Unit Supervisor (CUS) and Probation Officer (PO) positions were reassigned from the Initiatives Division to Juvenile Probation. (2) The 2007 Legislature appropriated supplemental PO Caseload/Workload funding resulting in a PO FTE being added for (3) The Fetal Alcohol Spectrum Disorders (FASD) grant ended in 2007, resulting in the reduction of an Admin. Assistant, a Sr. Social Worker and 2.0 Social Worker grant positions. (4) A Prog. Manager was reallocated to the Organizational Change Management division. (5) A CUS was reallocated to Administration to create the department's Evidence Based Practices (EBP) Manager. (6) 1.5 Grant FTEs were added as part of federal EBP Substance Abuse Grant (Resolution no ). (7) A Career PO was reclassified to a CUS, to develop and initiate the Education Advocacy Unit. (8) In order to meet programming needs, a Case Management Assistant was reallocated to Legal Services Specialist, and a Sr. Pysch. Social Worker was reallocated as a CUS. Public Safety Community Corrections & Rehabilitation (280000) Juvenile Probation BUDGET/FTE III-77

212 Community Corrections & Rehabilitation Juvenile Probation Center Number: Division Description & Goals Juvenile Probation stakeholders include the court, clients and their families and the community. Juvenile Probation staff prepare pre-hearing investigations, providing the court with information to assist in making dispositional orders. Probation staff complete risk assessments and develop case plans for clients in placement and under supervision in the community. Probation staff network with law enforcement, neighborhood residents, schools and other community agencies. Results & Accomplishments 2006 Actual 2007 Est Est. Restitution: % of juvenile clients leaving our supervision who have paid restitution in full Total investigations ordered Individual, Intensive Aftercare, EJJ and Neighborhood probation supervision cases (year-end) Other cases: Sole Sanction, Minimum, Truancy, Restitution Only and Restorative Justice (year-end) Note: The above does not include Sentencing to Service 55% 60% 60% ,386 1,400 1,400 1,627 1,650 1,650 Other Results, Accomplishments & Highlights Juvenile Probation has the majority of its staff in the community. The "Southside Garage" celebrated its third anniversary in the Powderhorn neighborhood. A new suburban site in Brooklyn Center opened in February of Neighborhood Probation Officers occupy several smaller satellite offices in North, South and Northeast Minneapolis. Juvenile Probation is engaged in a number of initiatives to address serious offenders, gang and weapons offenses and violations including: gun offense disposition guidelines and a redesign of our Gun Offender Program. Juvenile Probation developed and implemented a Low Level Offender Program and an Educational Advocacy initiative. An Evidence Based Practices approach focuses our resources and interventions more strategically targeting those offenders most likely to re-offend while also working with community based providers to serve our Low Level Offenders and truants. Public Safety Community Corrections & Rehabilitation Juvenile Probation DESCRIPTION/RESULTS III-78

213 Community Corrections & Rehabilitation (280000) State Juvenile Placements (Red Wing) Center Number: Division Mission Statement This program is the budget entity for the payment by the county to the State of Minnesota for those Hennepin County juveniles who are placed in the state juvenile correctional facility in Red Wing, MN. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 178, Local Fees and Services 6,932 7,900 7,500 All Other Revenues Total $ 185,321 $ 7,900 $ 7,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services 1,400,825 1,432,000 1,850,000 Public Aid/Assistance Furniture & Equipment Other Charges Total $ 1,400,825 $ 1,432,000 $ 1,850,000 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Total Comments Over the last two years, the Department of Community Corrections & Rehabilitation has seen significant increases in the number of juveniles being placed at the state juvenile correctional facility in Red Wing, MN. The increase correlates with the number of serious offenders coming through the juvenile corrections system. This state facility is the most appropriate placement for an increasing number of juvenile clients. For 2008, the department is budgeting $1.85 million for juvenile placements at this state facility, which is an increase of $418,000 over the 2007 budget. Public Safety Community Corrections & Rehabilitation (280000) State Juvenile Placements (Red Wing) BUDGET/FTE III-79

214 Community Corrections & Rehabilitation State Juvenile Placements (Red Wing) Center Number: Division Description & Goals This program is the budget entity for payment by the county to the State of Minnesota for those Hennepin County juveniles who are placed in the state juvenile correctional facility in Red Wing, MN. The county also operates a residential program for juveniles, the County Home School, which is a separate program in this department's budget. Costs for other correctional out-of-home placements are included in the Human Services and Public Health department's budget. Results & Accomplishments 2006 Actual 2007 Est Est. Number of juveniles served Number of bed-days Per Diem Rate Average no. of Placements/Day ,575 15,500 16,100 $ $ $ Other Results, Accomplishments & Highlights Public Safety Community Corrections & Rehabilitation State Juvenile Placements (Red Wing) DESCRIPTION/RESULTS III-80

215 Community Corrections & Rehabilitation (280000) Adult Corrections Facility (ACF) Center Number: Division Mission Statement To maintain a safe, secure, and efficient facility, promoting offender change. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 37,678 $ - $ 11,000 State 2,556, , ,000 Local Fees and Services 5,107,509 5,364,500 4,868,700 All Other Revenues 87, , ,805 Total $ 7,789,438 $ 5,891,600 $ 6,431,505 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 14,011,431 $ 14,557,261 $ 15,213,336 Commodities 2,497,102 2,079,182 2,845,559 Services 2,352,507 4,015,522 2,729,161 Public Aid/Assistance Furniture & Equipment 17,561 15, ,725 Other Charges 76, ,450 99,500 Total $ 18,954,967 $ 20,769,415 $ 21,035,281 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Managers Corr. Unit Supervisors, Sr. Corr. Supervisors Correctional Officers, Sr. Corr. Officers Professional Staff Nursing Staff Clerical Support Staff Facilities & Kitchen Staff Total Comments Resolution no (5/15/2007) authorized a 2007 contingency transfer of $1.5 million for the purchase and implementation of the ACF offender management system to replace the functionally of the Subject in Process (SIP) which is being decommissioned. It is anticipated that the new offender management system will be fully implemented mid-year The 2008 budget includes 5.5 new positions: 3.0 Correctional Officers, 1.0 Institutional Nurse, 0.5 Medical Assistant, and 1.0 Case Management Assistant. The additional Correctional Officer FTEs for 2008 are necessary to meet the increased security needs resulting from offender population growth, changes in offender characteristics, and mandated services. The 2008 budget also reallocated several positions to better meet the staffing and programming needs of the ACF: (1) a Facility Maintenance Operating Engineer was reallocated to an Electrician; (2) a Facility Maintenance Operating Engineer was reallocated to a Case Management Assistant; and (3) a half-time Office Specialist III was reallocated as a half-time Certified Medical Assistant. Public Safety Community Corrections & Rehabilitation (280000) Adult Corrections Facility (ACF) BUDGET/FTE III-81

216 Community Corrections & Rehabilitation Adult Corrections Facility (ACF) Center Number: Division Description & Goals The ACF is a medium security facility housing convicted offenders. Approximately 35% are felony commitments, while the remainder have been convicted of a misdemeanor or gross misdemeanor. Housing units include a Men's Section, Women's Section, and Work/Study Release. Some offenders are also confined at home under the Electronic Home Monitoring unit's supervision. The Productive Day program provides work training and positive work experiences for residents. Results & Accomplishments 2006 Actual 2007 Est Est. Escapes per 1,000 bed days Reported assaults per 1,000 bed days Percent of residents working Total hours worked by residents Reparations paid by residents (child support, restitution, fines, probation fees) Fees for service paid by residents Percent successfully completing Work Release Percent successfully completing Home Monitoring Total days served Total number of admits Home monitoring days (included in days served above) % 68% 60% 87,287 90,000 50,000 $225,866 $280,000 $220,000 $570,014 $510, ,000 88% 87% 88% 93% 93% 93% 293, , ,000 8,563 7,400 7,900 72,148 60,000 71,000 Other Results, Accomplishments & Highlights In 2006, 91 residents received their general education degree (GED) and Chemical Health staff completed 1,090 Rule 25 evaluations (i.e. chemical dependency assessments). Additionally, there were 210 Telesis graduates (chemical health treatment program), and 64 Cognitive Skills class graduates. ACF staff and community resource participants moved forward into implementation of 'Productive Day II', with the ACF facilitating the community transition of residents in concert with community service providers. In 2007, the ACF implemented activities related to a Mental Health Discharge Grant awarded in This re-entry project is designed to identify persons struggling with mental health issues at the ACF and to provide resources to address their needs post-acf release. Preliminary results indicate that this re-entry project is an effective way to transition the mentally ill offender back into the community. While multiple facility preservation projects continue, early 2007 saw the essential completion of the Men's Cellblock Locks project and Phase I of Work Release renovation. Public Safety Community Corrections & Rehabilitation Adult Corrections Facility (ACF) DESCRIPTION/RESULTS III-82

217 Community Corrections & Rehabilitation (280000) Family Court Services (FCS) Center Number: Division Mission Statement To assist Family Court in resolving contested custody and visitation matters; and provide services which empower families, enhance parent-child relationships, and minimize the harmful effects of family change on children. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 86,039 89,000 90,000 All Other Revenues 1,398 10,000 7,000 Total $ 87,437 $ 99,000 $ 97,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,562,697 $ 2,730,435 $ 2,959,428 Commodities 8,943 9,700 29,200 Services 99, , ,927 Public Aid/Assistance Furniture & Equipment 1, Other Charges 1,588 1,550 1,450 Total $ 2,674,602 $ 2,930,256 $ 3,110,005 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Division Manager Corrections Unit Supervisors Probation Officer Series Other Professional Staff IT Specialist Support Services Supervisor OSIII Total Comments The 2008 budget added a new Correctional Unit Supervisor. Public Safety Community Corrections & Rehabilitation (280000) Family Court Services (FCS) BUDGET/FTE III-83

218 Community Corrections & Rehabilitation Family Court Services (FCS) Center Number: Division Description & Goals Early Neutral Evaluations and mediation services are provided to families to assist them in resolving child custody and visitation issues. In addition, custody studies and recommendations are prepared to assist the Family Court in reaching decisions. Referrals are made to other agencies for counseling, third party visitation supervision and parent education. The division additionally provides education and training for the community, state courts, and public and private agencies. Results & Accomplishments 2006 Actual 2007 Est Est. Custody studies/mediations Visitation studies/mediations Other services Total families referred by court order Percent of times the court adopts staff's recommendations Percent of mediation cases where clients reach full agreement Percent of mediation cases where clients reach partial agreement Decrease the number of custody evaluations referred for service Increase the number of Early Neutral Evaluations referred 1,083 1,052 1, ,612 1,591 1,595 82% 85% 85% 54% 50% 50% 12% 12% 12% Other Results, Accomplishments & Highlights Family Court Services continues to experience significant success in its Early Neutral Evaluation (ENE) program. In calendar year 2006, the division experienced a 21% increase in ENE referrals. Of the cases referred 59% resulted in full agreements between the parties, 10% resulted in partial agreements and 5% of these cases were resolved by the Court prior to the evaluations. In total 74% of the cases resulted in either total or partial resolution of all child custody matters. In calendar year 2007, Family Court Services and the Family Court Bench continues its collaborative effort to develop new forms of dispute resolution. A working committee has been established that includes equal parts of judicial officers and Family Court Services staff to work towards further reductions in custody evaluations and improving services to all our clients and business partners. Public Safety Community Corrections & Rehabilitation Family Court Services (FCS) DESCRIPTION/RESULTS III-84

219 Community Corrections & Rehabilitation (280000) Sentencing to Service (STS) Center Number: Division Mission Statement To provide a structured work option within the county's justice system that is responsive to the need for offender accountability and compensates victims and communities for the harm done by juvenile and adult offenders. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 290,434 64, ,000 Local 929,718 1,395,000 1,291,500 Fees and Services - 171, ,000 All Other Revenues 205, Total $ 1,426,106 $ 1,630,000 $ 2,101,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,747,541 $ 3,085,644 $ 3,385,814 Commodities 162, , ,100 Services 690, , ,379 Public Aid/Assistance Furniture & Equipment 3,451-3,500 Other Charges 3, Total $ 3,607,009 $ 3,876,586 $ 4,844,793 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Corrections Division Manager Corrections Unit Supervisor STS Supervisor Case Mgmt. Asst./Comm. Corr. Specialist STS Crew Leader IT Specialist/Sr. Admin. Asst Carpenter Foremen Total Comments Note regarding staffing: The STS Homes Program currently employs 7.0 Carpenter Foremen via a contract with the trades union; these positions are contract employees rather than permanent county employees. The department has previously been authorized for up to 5.0 Carpenter Foremen FTEs, however, most of these positions have been reallocated to other positions within the division. In 2007, 2.5 Carpenter Foremen FTEs were reallocated to a 1.0 STS Supervisor, a 1.0 STS Crewleader and a 0.5 Community Corrections Specialist; in 2008, 1.0 Carpenter Foreman is reallocated to a Sr. Administrative Assistant. The 2008 budget includes $429,000 for a new State Department of Natural Resources (DNR) camper cabin program, whereby the STS Homes Program will utilize state funding for materials and crews to construct camper cabins for various state park sites. In addition, there is a memorandum of understanding (Resolution no ) between STS and Taxpayer Services for the STS Homes Program to construct and rehabilitate residential housing on tax-forfeited properties. Public Safety Community Corrections & Rehabilitation (280000) Sentencing to Service (STS) BUDGET/FTE III-85

220 Community Corrections & Rehabilitation Sentencing to Service (STS) Center Number: Division Description & Goals Carefully selected non-violent juvenile and adult offenders are assigned to closely supervised work crews to work on a wide range of community improvement projects. The work crew assignment can be: 1) an alternative to paying a fine or restitution for those offenders who have the financial resources to do so; 2) an alternative to serving jail time; 3) a sole sanction condition of probation; or 4) a response to the offender's failure to comply with the terms and conditions of their probation. Results & Accomplishments 2006 Actual 2007 Est Est. Number of adult offenders completing STS obligation Number of hours worked by adult offenders Number of juvenile offenders completing STS obligation Number of hours worked by juvenile offenders Number of juveniles completing Community Service obligation Number of hours worked by juveniles on Community Service Number of adults completing Community Service obligation Number of hours worked by adults on Community Service 7,256 6,000 7, , , ,000 4,054 5,000 4,200 56,232 60,000 60, ,883 9,000 5,500 1,435 1,400 1,400 37,219 36,000 36,000 Other Results, Accomplishments & Highlights In addition to the general STS and Community Service programs for adults and juveniles, the STS Division operates the Library Plus Program for youth, Paid Work Program for youth, Youth Mentor Program, and the STS Homes Program. The STS Homes program presently operates seven crews from four State facilities and the county's Adult Corrections Facility. This seven month construction training program offers a unique re-entry opportunity to a select group of offenders in their last seven to eighteen months of State prison time. Public Safety Community Corrections & Rehabilitation Sentencing to Service (STS) DESCRIPTION/RESULTS III-86

221 Community Corrections & Rehabilitation (280000) Adult Field Services (AFS) Center Number: / Division Mission Statement To work with courts and neighborhoods to promote public safety and community restoration by holding offenders accountable and providing opportunities for offender change through assessment and supervision. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 552,954 $ 125,505 $ 1,232,222 State 6,511,558 3,212,025 3,519,481 Local 8, Fees and Services 1,472,090 1,200,000 1,975,000 All Other Revenues 1, , ,100 Total $ 8,545,612 $ 4,658,130 $ 6,827,803 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 22,422,867 $ 24,249,464 $ 26,136,224 Commodities 454, , ,374 Services 2,494,992 2,470,613 3,624,648 Public Aid/Assistance Furniture & Equipment 35,412 46,484 42,517 Other Charges 34,707 37,139 22,310 Total $ 25,442,790 $ 27,266,554 $ 30,236,073 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Managers Corrections Unit Supervisors Probation Officers/Comm Corr Specialists Case Mgmt Assistants/Spec Prog Couns Other Professionals Clerical Support Staff/Clerical Supervisors Total Comments 2006 federal revenues include $523,677 in Justice Assistance Grant revenues which were passed through to Hennepin County municipalities in early This grant is used to fund increased Drug Court staffing/services as well as staffing for the Minneapolis Anti-Violence Initiative (MAVI) coordinator and MAVI probation officer overtime. The 2008 budget authorizes additional staffing: (1) 3.5 Probation Officers with the 2007 Legislature's supplemental PO Caseload/Workload funding; (2) 1.0 Community Correction Specialist to perform UA services and DNA collections; (3) a Corrections Unit Supervisor FTE increased from 0.6 to 1.0; (4) a grant Corrections Specialist to perform activities under the federal DWI Court Ignition Interlock program grant; (5) 3.0 grant Probation Officers to provide services under the Minnesota Comprehensive Offender Re-entry (MCORP) grant. Also, 1.8 (1.0 Principal Planning Analyst; 0.8 Sr. Administrative Assistant) were transferred to Organizational Change Management, and the reallocation of a Sr. Administrative Assistant to Administration. Public Safety Community Corrections & Rehabilitation (280000) Adult Field Services (AFS) BUDGET/FTE III-87

222 Community Corrections & Rehabilitation Adult Field Services (AFS) Center Number: Division Description & Goals Adult Probation provides the Court with evaluation of defendants booked into the jail, supervision of defendants placed on conditional release, and pre-sentence investigations. At sentencing, offenders are classified and assigned to the appropriate level of probation supervision. Probation officers provide direct services and outside referrals aimed at establishing responsible behavior. Clients may also have victim restitution and community service obligations ordered at sentencing. Results & Accomplishments 2006 Actual 2007 Est Est. Percent of adult clients leaving our supervision who have paid restitution in full 61% 50% 50% Percent of clients who made at least one restitution payment 61% 75% 75% Total restitution collected Percent of Fugitive Apprehension warrants cleared by arrest Total pre-trial assessments $2,731,306 $2,500,000 $2,500, % 72% 72% 21,331 19,349 20,340 Total conditional release referrals Total misdemeanor investigation referrals Total felony pre-sentence investigations Total active cases on hand as of December 31* Note: Figures include all active 4th Judicial District probation, inter/intrastate, supervised release and administrative probation status cases at the misdemeanor, gross misdemeanor and felony levels. 3,552 3,802 3,920 23,155 24,060 24,780 9,962 9,691 9,830 26,792 27,000 28,428 Other Results, Accomplishments & Highlights Evidenced Based Practices (EBP): In early 2006, the Adult Field Services Division began a significant planning process with the Adult Corrections Facility to implement EBP throughout adult corrections. A workplan was put into place, and six subcommittees were established to work on various aspects of EBP: Assessment, case management, communications, training, human resources and engaging communities. Corrections Information System (CORRIS): Information technology staff worked in partnership with AFS to complete the re-engineering and modernization of the division's subject management system. The CORRIS team received a department "Innovative Ideas Award" for this highly successful, cooperative venture. Chemical Health Task Force: A major court and corrections planning initiative took place in 2006 that resulted in the redesign of how Hennepin County sentences and manages drug and alcohol abuse issues with criminal justice defendants. Minnesota Court Information System (MNCIS): This new court data system replaces the Subject In Process (SIP) system in July, Public Safety Community Corrections & Rehabilitation Adult Field Services (AFS) DESCRIPTION/RESULTS III-88

223 800 MHz Radio Lease Program (290000) Public Safety 800 MHz Radio Enterprise Fund Department Mission Statement To provide for the purchase and maintenance of radio equipment associated with the 800 MHz Radio System. Overarching Goals The 800 MHz Radio Lease Program operates as an enterprise fund, with the revenues received by the program covering the maintenance and depreciation costs of the 800 MHz digital radios and use of the Minnesota Regional Public Service Communications System. Radio users include county departments and dependent police, fire and emergency medical service agencies in Hennepin County. Key Results Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 2,319,707 2,036,634 1,994,672 All Other Revenues Total $ 2,319,707 $ 2,036,634 $ 1,994,672 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities 141,933 20,000 58,000 Services 414,733 1,238,266 1,043,024 Public Aid/Assistance Furniture & Equipment Other Charges 828, , ,913 Total $ 1,384,811 $ 2,036,633 $ 1,957,937 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Public Safety 800 MHz Radio Lease Program (290000) BUDGET SUMMARY III-89

224 HEALTH (300000) Health Mission Statement To maintain and improve the physical well-being of all County residents by reducing the number of illnesses and disabilities, or by decreasing their severity. Health Description & Goals The departments involved in the delivery of health services include NorthPoint Health and Wellness Center, Metropolitan Health Plan, and the Medical Examiner. In addition, health-related costs are included in the Uncompensated Care and SARS grouping included below. The overarching goal of the health program is decreased health disparities between populations and better health status for all residents of Hennepin County, contributing to a better quality of life for individuals, families, and communities. Budget by Department 2006 Actual 2007 Budget 2008 Budget NorthPoint Health and Wellness Center $ 20,824,444 $ 23,259,998 $ 26,142,933 Metropolitan Health Plan 118,028, ,102, ,621,329 Medical Examiner 2,960,508 3,214,552 3,738,106 Uncompensated Care and SARS - 27,700,000 32,100,000 Internal Service Fund: Business Services Office 5,883,137 6,216,372 4,149,463 Totals do not include internal service fund. Total $ 141,813,748 $ 190,276,551 $ 219,602,368 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget NorthPoint Health and Wellness Center Metropolitan Health Plan Medical Examiner Uncompensated Care and SARS Internal Service Fund: Business Services Office FTE totals include internal service fund. Total Hennepin County Health BUDGET SUMMARY IV-1

225 HENNEPIN COUNTY, MINNESOTA HEALTH MULTIPLE FUNDS HEALTH PROGRAM BUDGET HIGHLIGHTS The Health program budget for 2008 is $219,602,368 which is 15.4% higher than the 2007 budget. The program will operate with authorized FTE positions in 2008, or 5.6 less positions than authorized in Metropolitan Health Plan (MHP) makes up the major portion of the Health program budget. MHP operates as a separate enterprise fund and does not receive any property tax support. The other two departments in the Health Program are NorthPoint Health and Wellness Center and the Medical Examiner, both of which are included in the County Revenue Fund. In addition, a new center, Uncompensated Care and SARS, was created in the County Revenue Fund in 2007 to track other healthcare costs. MHP, Hennepin County s health maintenance organization (HMO), continues to maintain its historical patient base of General Assistance and Medical Assistance clients. In recent years, MHP has entered into the Minnesota Care, Minnesota Senior Health Options, and Medicare Risk markets. The MHP budget is increasing by 15.8% to $157.6 million. This increase reflects expected increases in enrollment in its Private Fee for Service Medicare Advantage program and its Prepaid Medical Assistance Plan program. To staff the program expansion, MHP is planning to add 11.5 FTEs in 2008, an increase of 5.8%. NorthPoint Health and Wellness Center is a freestanding comprehensive ambulatory health care clinic. Its services include family practice, internal medicine, pediatrics, obstetrics and gynecology, orthopedics, radiology, laboratory, optometry, and pharmacy. In addition, NorthPoint offers a full range of dental care, nutrition services, and social services including individual and family care. In 2008, medical, mental health, and dental visits are expected to increase by 12% to 72,200. NorthPoint s budgeted expenditures for 2008 are $26.1 million, 12% more than the 2007 budget. Aside from increases in salary and benefit costs, much of the increase in expenditures is related to the ongoing implementation of a new electronic health record system and the purchase of a new electronic pharmacy system. Total FTEs at NorthPoint are increasing by 0.9 FTE, less than 1%. The Medical Examiner is responsible for investigation of all known or suspected homicides, suicides, accidental deaths, drug related deaths, medically unattended deaths, and deaths which might constitute a threat to the public health and safety. Expenditures are increasing 16.3% to $3.7 million for 2008, and property tax support is increasing 17.2% from the 2007 level. The primary reason for the growth in expenditures is the acquisition of a new case management system. Total FTEs are unchanged from The Uncompensated Care and SARS center was created in 2007 to track other County health care costs. A total of $32.1 million in expenditures has been budgeted for 2008, which reflects an increase of 15.9%. The bulk of that amount is for payments to Hennepin County Medical Center (HCMC) for uncompensated care provided by HCMC. In years before 2007, when HCMC was included in the County budget, the County provided property tax support to HCMC to help cover that cost. A smaller part of the budget is for payment to Hennepin Faculty Associates (HFA) to partially compensate HFA for uncompensated care which HFA staff provides at HCMC. The remaining portion of the center s 2008 budget is for payments to IV-2

226 HCMC for forensic examinations conducted by the Sexual Assault Resource Services (SARS) staff at HCMC. The County is mandated by Minnesota law to pay the reasonable costs of forensic examinations for victims of sexual assaults which occur in the County. HCMC was included in the Health program through The chart below, which shows Health program expenditures for , excludes HCMC expenditures for 2006 to facilitate the presentation. HEALTH PROGRAM EXPENDITURES BY DEPARTMENT $180.0 $160.0 $157.6 Department Budgets (in Millions) $140.0 $120.0 $100.0 $80.0 $60.0 $40.0 $20.0 $0.0 $140.4 $136.1 $27.7 $23.3 $19.1 $26.1 $3.1 $3.2 $ $32.1 NorthPoint MHP Medical Examiner Uncompensated Care IV-3

227 HENNEPIN COUNTY, MINNESOTA HEALTH MULTIPLE FUNDS HEALTH PROGRAM APPROVED BUDGET REVENUES Budgeted 2008 revenues total $219,602,368, a 15.4% increase from the 2007 adjusted budget. The following table is a summary comparing major budgeted revenues in 2007 and REVENUE SOURCE 2007 Adjusted Amount % of Total 2008 Budget Amount % of Total Increase/ (Decrease) % Increase/ (Decrease) Current Property Tax $ 38,233, % $ 43,343, % $ 5,110, % Federal 900, % 892, % (8,000) -0.9% State/Local 475, % 633, % 157, % Fees and Services 152,310, % 175,560, % 23,249, % Other (1,642,574) -0.9% (827,016) -0.4% 815,558) 49.7% HEALTH BUDGET $ 190,276, % $ 219,602, % $ 29,325, % Property Tax Revenues In 2008, current property taxes comprise 19.8% of the Health program s total estimated revenues compared to 20.1% in Total property taxes are increasing by $5.1 million, or 13.4%. Most of the increase is due to $4.3 million in additional payments to Hennepin County Medical Center for uncompensated care in response to the increasing gap between payments from federal and state sources and the cost of delivering healthcare. The Medical Examiner s case management system project accounts for $500,000 of the increase. The remainder of the increase is funding various items including growth in salary and benefit costs. Non-Property Tax Revenues The Health program relies to a large extent on non-property tax revenues to finance its budget. In 2008 revenues from fees and services represent almost 80% of total revenues. Some of the major sources of non-property tax revenues and their relative impact on the County's 2008 budget are: Federal Federal sources consist of federal grants for health care programs at NorthPoint Health and Wellness Center. Although the federal grants are a very small percentage of the total Health program revenue, a large portion of the fees and services revenue, discussed below, is from federal sources. State/Local Revenues from the State of Minnesota and local sources are estimated at $633,000 and make up 0.3% of total Health program revenue for The amounts are grants to fund new programs at NorthPoint. In addition, a major portion of the fees and services revenue, discussed below, is from state sources. IV-4

228 Fees and Services Revenues from fees charged for services are estimated to be over $175 million for Fee revenue is now almost 80% of the Health program's total revenues. Nearly all of this revenue comes through payments from third party payors and state and federal reimbursement for services provided by NorthPoint and Metropolitan Health Plan (MHP), the County-managed health maintenance organization. These revenue amounts are departmental estimates based on historical data, current reimbursement rates, and expected changes in patient volume. Other Revenues Other revenues are shown as a negative amount, as MHP is projecting positive net income for 2008, which for accounting purposes is shown as an offset against revenue Health Program Revenues Fees/Services/Other 79.1% Federal/State/Local 0.8% Property Tax 20.1% TOTAL REVENUES $190.3 MILLION 2008 Health Program Revenues Fees/Services/Other 79.5% Federal/State/Local 0.7% Property Tax 19.8% TOTAL REVENUES $219.6 MILLION IV-5

229 NorthPoint Health and Wellness Center (313000) Health County Revenue Fund Department Mission Statement NorthPoint Health and Wellness Center is a customer-centered, primary care, community health clinic dedicated to eliminating health disparities and improving health outcomes by effectively delivering medical, dental, and community health services in a culturally-competent manner. Overarching Goals To reduce health disparities and improve the overall physical, dental, and mental health of this community throughout our clients' life cycle. Key Results 1. Expand access to care through establishing expanded hours, same day access, electronic medical records, specialty clinics, increased senior services, and increased adolescent services. 2. Reduce low birth weight among newborns. 3. Primary care patients will be current (up-to-date) in their immunizations. 4. Improve the percentage of adolescents receiving counseling for prevention of sexually transmitted infections (STI) and for pregnancy prevention. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 998,327 $ 900,000 $ 892,000 State 43, , ,000 Local 33, , ,000 Fees and Services 14,349,435 14,400,942 15,536,135 All Other Revenues 17, Total $ 15,442,938 $ 15,776,235 $ 17,061,135 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 12,942,130 $ 15,326,026 $ 16,206,318 Commodities 1,929,588 2,190,548 2,195,300 Services 5,454,738 5,202,369 6,891,950 Public Aid/Assistance Furniture & Equipment 166,513 30, ,000 Other Charges 331, , ,365 Total $ 20,824,444 $ 23,259,998 $ 26,142,933 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Administrators Medical, Dental, and Other Professionals Medical & Dental Support Office Support Services Skilled Craft & Service Maintenance Budgeted Positions Health NorthPoint Health and Wellness Center (313000) BUDGET SUMMARY IV-6

230 NorthPoint Health and Wellness Center (313000) Health County Revenue Fund Department Strategic Objectives Customer: Improve health outcomes and maintain high customer satisfaction. Finance: Assure sound resource management. Internal Process: Provide a comprehensive, integrated, and streamlined health/human services delivery system. Learning & Growth: Create a culturally competent and customer focused environment. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: 1. Develop strategic plan addressing comm. violence 2. Two-year old patients will have current immunizations 3. Improve % of adolescents screened for Chlamydia 4. Improve % of patients with controlled hypertension 5. Percentage of patients rating overall customer satisfaction as excellent or very good In progress 93% 83% 60% In progress 97% 87% 85% Completed 99% 90% 90% 96% 98% 99% Finance Measures: NorthPoint develops implementation plan for electronic medical records system In progress Plan complete 9/30/07 Completed and installed Internal Process Measures: Project Support department is integrated into current Mental Health division In progress Completed 12/31/07 Completed Learning & Growth Measures: NorthPoint develops a plan for a joint initiative with the University of Minnesota to improve academic achievement In progress In progress Completed Health NorthPoint Health and Wellness Center (313000) OBJECTIVES/MEASURES IV-7

231 NorthPoint Health and Wellness Center (313000) Health Center Number: Department Description & Goals NorthPoint Health and Wellness Center is a freestanding, comprehensive, ambulatory health care facility. It strives to provide the highest quality care possible, focusing on minimizing and eliminating barriers to accessing heath care, establishing itself as a leader in the community, reducing health disparities, and providing culturally appropriate services to meet the needs of its patients in a fiscally responsible manner. Results & Accomplishments 2006 Actual 2007 Est Est. Medical, Mental Health & Dental visits Laboratory tests Radiology procedures Pharmacy prescriptions NorthPoint Human Services delivered 56,710 64,299 72,222 58,843 65,904 72,000 3,666 4,156 4,500 85,913 92,851 98,000 35,848 40,314 42,000 Other Results, Accomplishments & Highlights This budget reflects the anticipated growth resulting from the addition of more dental exam suites, dental hygienist suites, and medical exam suites. The 2007 and 2008 budgets include Project Support which had been included in Community Corrections in previous years. Health NorthPoint Health and Wellness Center (313000) DESCRIPTION/RESULTS IV-8

232 Metropolitan Health Plan (312030) Health Metropolitan Health Plan Fund Department Mission Statement Helping people improve their health through personal service. Vision Statement: To become a leader in eliminating health care disparities. Overarching Goals 1. Mobile - Members move easily and safely throughout the county and the region. 2. Healthy - Members are healthy and have access to quality health care. 3. Self-Reliant - Members achieve success with the support of our health care services. 4. Protected & Safe - The health of vulnerable populations is protected, and members are safe. 5. Assured Due Process - Members are treated fairly, respectfully; have equal access to health services. Key Results 1. Safe and appropriate transportation to health care appointments. 2. Decreased health disparities and improved health status. 3. Increased self-reliance in appropriate use of health care services. 4. Protection of the health of vulnerable populations, improved public health and safety. 5. Fair and respectful treatment; equal access to health services; confidence in quality of services. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 115,142, ,798, ,913,286 All Other Revenues 899,537 (1,696,574) (2,291,957) Total $ 116,041,968 $ 136,102,001 $ 157,621,329 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 13,147,418 $ 16,498,781 $ 17,789,756 Commodities 12,266,559 15,742,405 13,737,315 Services 89,178, ,935, ,928,191 Public Aid/Assistance Furniture & Equipment Other Charges 3,436,230 1,925,331 5,166,067 Total $ 118,028,796 $ 136,102,001 $ 157,621,329 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Officials/Administrators Professionals Technical/Paraprofessionals Administrative Support Budgeted Positions Health Metropolitan Health Plan (312030) BUDGET SUMMARY IV-9

233 Metropolitan Health Plan (312030) Health Metropolitan Health Plan Fund Department Strategic Objectives Customer: Improve the health of our community; increase membership; increase network; improve external communication; manage external relationships; and promote MHP strengths. Finance: Maximize value to the community; maintain financial stability; manage costs and utilization; maximize revenue; diversify products and services; and compete for market share. Internal Process: Improve internal communication; take ownership; leverage technology; manage regulatory environment and compliance; clarify mission/vision statements and strategic plan; and train staff on new tools. Learning & Growth: Attract, motivate, and retain staff; capitalize on our size; promote teamwork; develop management and leadership skills; promote diversity; and encourage innovation. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Increase member retention in all MHP products as a percentage over prior period Improve customer access in call center to less than 120 seconds of wait time -6.1% 4.5% 21.0% 67.0% 70.0% 75.0% Finance Measures: Medical loss ratio Administrative cost ratio % 16.0% 17.0% Internal Process Measures: MHP percent claims processed electronically MHP clean claims paid within 30 days 63.0% 72.0% 77.0% 98.3% 99.5% 99.5% Learning & Growth Measures: Percent core competency attained regarding compliance Performance evaluations completed on time 95.0% 100.0% 100.0% 79.0% 90.0% 90.0% Health Metropolitan Health Plan (312030) OBJECTIVES/MEASURES IV-10

234 Metropolitan Health Plan (312030) Health Center Number: Department Description & Goals Metropolitan Health Plan (MHP) is a not-for-profit, state certified health maintenance organization. MHP serves Medical Assistance (Medicaid), General Assistance Medical Care, MinnesotaCare, and Medicare/Medicaid (Minnesota Senior Health Options) participants residing in Hennepin, Anoka, Carver, Mower, Polk, and Scott counties. Funding for these services is provided through a contract with the Minnesota Department of Human Services. Results & Accomplishments 2006 Actual 2007 Est Est. Implementation of CCMS disease monitoring for individuals diagnosed with diabetes or asthma 80.0% 90.0% 100.0% (Process of tracking patient care and providing a treatment plan to reduce the cost of care) Ongoing analysis of Outreach survey results sent to MHP's Latino population (To determine what additional services MHP could provide related to health education) 98.0% 100.0% 100.0% Percent well-care for newly enrolled children 32.5% 35.0% 40.0% MHP continues to pursue new lines of business to increase the number of people it serves and to generate revenues: - Cornerstone Solutions (membership base) - Medicare Advantage Product (membership base) ,150 Other Results, Accomplishments & Highlights MHP has developed special programs to serve members of Minnesota public programs, such as the CARS (Children are Riding Safely) car seat program, Interpretive Services, Cell Phone program, Transportation program, and many more. MHP understands the needs of low-income people and strives to help people improve their health through personal service. Health Metropolitan Health Plan (312030) DESCRIPTION/RESULTS IV-11

235 Medical Examiner (314000) Health County Revenue Fund Department Mission Statement To determine and certify the cause and manner of death in all cases within the jurisdiction of the Medical Examiner; to review and approve prospective cremations; and also to elucidate the health, safety and quality of life in Hennepin County. Overarching Goals 1. Meet the information needs of customers. 2. Manage resources effectively. 3. Manage casework effectively. 4. Sustain department-wide engagement in medical educational activities. 5. Retain and develop professional investigative staff. Key Results 1. Release reports, answer subpoenas, approve cremations per authorized request. 2. Manage expenditures at or under budget. 3. Minimize number of cases pending cause/manner of death and incomplete autopsy reports at two months following acceptance of case. 4. Accommodate educational experience for medical students, residents, and fellows. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 110, , ,000 All Other Revenues 45,099 54,000 54,000 Total $ 155,849 $ 165,000 $ 165,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,475,251 $ 2,704,800 $ 2,714,375 Commodities 32,658 34,500 36,226 Services 435, , ,277 Public Aid/Assistance Furniture & Equipment - 1,000 - Other Charges 16,804 20,100 20,228 Total $ 2,960,508 $ 3,214,552 $ 3,738,106 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Physicians Administrative Investigative Clerical Budgeted Positions Health Medical Examiner (314000) BUDGET SUMMARY IV-12

236 Medical Examiner (314000) Health County Revenue Fund Department Strategic Objectives 1. Meet the information needs of customers. 2. Manage resources effectively. 3. Manage casework effectively. 4. Sustain department-wide engagement in medical educational activities. 5. Retain and develop professional investigative staff. 6. Assist families by facilitating tissue donation. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Year to Date Reports with ME data released Year to Date Subpoenas Answered Year to Date Organ/Tissue/Eye Donations 1,900 2,000 2, Finance Measures: Expenditures on/under budget Toxicology Expense per Accepted Case Under Under On $ $ $ Internal Process Measures: Number of autopsies performed Number of cases pending cause/manner of death at two months Number of autopsy reports incomplete at two months Learning & Growth Measures: On-site student weeks of forensic training provided (Medical student, Resident Physician, Forensic Fellow) % of Professional Investigative Staff Credentialed by American Board of Medicolegal Death Investigators % 60% 70% Health Medical Examiner (314000) OBJECTIVES/MEASURES IV-13

237 Medical Examiner (314000) Health Center Number: Department Description & Goals The Medical Examiner (ME) is responsible for investigation of all known or suspected homicides, suicides, accidental deaths, drug related deaths, medically unattended deaths, and deaths which might constitute a threat to the public health and safety. The office is also required to investigate the deaths of all persons dying in Hennepin County who are to be cremated. Results & Accomplishments 2006 Actual 2007 Est Est. Cases Reported Cases Accepted Natural Deaths Accidental Deaths Traffic Accidents Suicides Homicides Undetermined Unclassified 3,560 3,500 3,500 1,335 1,295 1, Other Results, Accomplishments & Highlights 2006 ended with a record 3,560 reported cases and a record 747 autopsies; Continual updating of mass disaster plan included influenza planning; Provided administrative organization to the state Coroners' and Medical Examiners' Assn., including the annual 2-day conference; Continued education of medical students, pathology residents, and forensic pathology fellows per our relationship with the University of Minnesota; Provided didactic lectures and "hands-on" experience to metropolitan law enforcement officers through our partnership with the Bureau of Criminal Apprehension; implemented use of digital radiology in autopsy suite with HCMC's aid, saving time and film costs; With our partners, Hamline University and the American Academy of Forensic Sciences organized and taught a 3-day curriculum for more than 40 high school and middle school science teachers, helping them use forensic science to augment their regular science classes and pique interest in science; Chief Medical Examiner elected to Chair of Pathology/Biology section of the AAFS, and appointed to Board of Directors of National Association of Medical Examiners. Health Medical Examiner (314000) DESCRIPTION/RESULTS IV-14

238 Uncompensated Care and SARS (317000) Health County Revenue Fund Department Mission Statement This center was created to track costs related to two types of payments: 1) payments to Hennepin County Medical Center (HCMC) and Hennepin Faculty Associates (HFA) for uncompensated care provided at HCMC, and 2) payments to HCMC for examinations made by the Sexual Assault Resource Service (SARS) program at HCMC. Overarching Goals The payments to HCMC for uncompensated care are based on an agreement between the County and Hennepin Healthcare System, Inc., a public subsidiary corporation of the County which assumed responsibility for operating HCMC on January 1, The payments to HFA are made to partially compensate HFA for the cost of uncompensated care which HFA staff provides at HCMC. The County is required by Minnesota Statutes section to pay for forensic examinations of sexual assault victims. Key Results The term "uncompensated care" refers to services provided to low-income individuals who have no health insurance or who have high insurance co-pays or deductibles. Beginning in 2007, the County pays HCMC directly for uncompensated care. Before 2007, the County provided property tax support to HCMC to help cover that cost. Before 2007, uncompensated care payments to HFA were included in the Human Services and Public Health department budget while SARS payments were included in the General County Purposes budget. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services 27,700,000 32,100,000 Public Aid/Assistance Furniture & Equipment Other Charges Total $ - $ 27,700,000 $ 32,100,000 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Health Uncompensated Care and SARS (317000) BUDGET SUMMARY IV-15

239 Business Services Office Health Business Services Office Fund Department Mission Statement County Board Resolution established the Business Services Office (BSO) fund as of January 1, The purpose of the BSO is to assist medical service providers in capturing revenue, improving client access to care, and increasing efficiency of operations. Overarching Goals The BSO offers medical service providers six distinct services: credentialing (tracking and documentation), front office services (scheduling, determining eligibility, managing visits, providing referrals), medical billing, service coding, electronic medical records, and clinical practice consulting. The BSO is currently providing services to mental heath centers operated by the County Human Services and Public Health department. Key Results In June 2007, the County Board decided to follow County Administration's recommendation to move the mental health centers from the BSO electronic health record (EHR) system to the Epic EHR operated by the Hennepin County Medical Center. That action will consolidate all of the County patient health records under a single EHR system, Epic. It is anticipated that the transition will occur over a period of several years. When the transition is completed, the Business Services Office will be terminated. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 712,277 $ - $ - State Local Fees and Services 40, , ,249 All Other Revenues Total $ 752,782 $ 742,000 $ 396,249 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 527,958 $ 1,251,859 $ 445,295 Commodities 12,908 66,180 9,072 Services 3,080,708 1,615,064 2,374,130 Public Aid/Assistance Furniture & Equipment Other Charges 2,261,563 3,283,269 1,320,966 Total $ 5,883,137 $ 6,216,372 $ 4,149,463 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Professionals Technical / Paraprofessionals Administrative Support Budgeted Positions Health Business Services Office BUDGET SUMMARY IV-16

240 Libraries (400000) Libraries Mission Statement Hennepin County Library (HCL) promotes full and equal access to information and ideas, the love of reading, the joy of learning, and engagement with the arts, sciences and humanities. Libraries Description and Goals The Hennepin County Library (HCL) staff, board, and community envision a future where all individuals and families are eager and engaged lifelong learners. Budget by Department 2006 Actual 2007 Budget 2008 Budget Libraries $ 39,263,046 $ 40,899,662 $ 66,759,555 Total $ 39,263,046 $ 40,899,662 $ 66,759,555 Budgeted Positions (FTE) by Department 2006 Budget 2007 Budget 2008 Budget Libraries Budgeted Positions Hennepin County Libraries BUDGET SUMMARY V-1

241 HENNEPIN COUNTY, MINNESOTA LIBRARIES LIBRARY FUND LIBRARY PROGRAM BUDGET HIGHLIGHTS On January 1, 2008, the Minneapolis Public Library system was consolidated with the Hennepin County Library system. The Library Department s budget for 2008 is $66.8 million; a 63% increase over the adjusted 2007 budget with 85% of the increase funded through City of Minneapolis revenues. The total 2008 operating budget is funded with $40.7 million (61%) suburban property taxes; $21.9 million (33%) with City of Minneapolis revenues and $4.2 million (6%) with other revenues. The consolidated Libraries Program will operate with a total of full-time equivalent (FTE) positions in The Hennepin County Library (HCL) system provides services to the entire county through 41 libraries, the Hennepin elibrary, a bookmobile service, deposit collections at nursing homes and correctional facilities, mail services to the homebound residents and extensive outreach services. Of note, the Library consistently ranks among the top libraries in the country. The Library is committed to serving as one of Hennepin County s advocates in lifelong learning. From Baby Storytime to Medicare information sessions, from author talks to multicultural arts and science programs, the Library offers a wide range of free programming to meet the interests of Hennepin County children and adults. In addition, programs were presented by the Minnesota Board on Aging to help customers determine what Long Term Care options are available to enable them to possibly stay in their homes. As of December 31, 2007, the suburban Hennepin County Library s collection was comprised of about 2.0 million books, magazines, newspapers, CDs, DVDs, and other materials. The Minneapolis Library system contained approximately 3.2 million materials including an extensive archival collection prior to the consolidation. The resulting consolidated library now has a combined collection of over 5.2 million materials to serve all the residents of Hennepin County. Note: The following paragraphs and charts reflect 2007 performance measures, and therefore, do not include Minneapolis Public Library statistics. In 2007, the Library lent nearly 13 million items. As the primary library resource to 762,000 people in suburban Hennepin County, that translates to over 17 items checked out per suburban county resident more than double the national average. 65,861 new library cards were issued and customers placed over 3 million reserves. Over 152,000 customers attended library programs at suburban HCL. Of those, more than 100,000 customers attended literacybased programs. Over 13 million visits were made to websites of the Library system during 2007, and website visits continue to increase significantly each year. More than 80% of these website visits were made from outside of the library from homes or offices. The use of wireless Internet access in all libraries continues to be a very popular feature. Hennepin County Library offers a wide variety of online subscription databases, and more than 590,000 customers accessed them in E-books and downloadable audio books are also attracting new customers. In 2007, programs and services were expanded for three populations in suburban Hennepin County. TTYL, a popular term among teens, translates to Teens, Technology, Youth, and Learning at the library a successful after school homework helper tutoring program for teens. V-2

242 Teens learn new gaming technologies and get help with their school assignments. Libraries have historically helped new immigrants transition to life in the U.S. A new African Web page was developed to address the 85% increase in African immigrants to Minnesota in the last six years. HCL also offered a Spanish speaking children s book celebration, El dia de los ninos/el dia de los libros. To address the growing population of 55+ citizens, Hennepin County Library kicked off 55+; Age Well, Live Smart, an array of programs, services, and a web page, including digital photo classes, senior surf days, and book clubs. The percentage of people 65 years and older continues to climb. Collection formats will need to respond to the physical changes experienced by this group. Health care costs for the county and employees continue to increase, and must be accommodated in future budgets. Increased usage of facilities. Customers are using libraries more than ever to access technology and the collection. The libraries are open more hours, necessitating increased staffing, maintenance, and utility usage. All of which present operating budget challenges. Library Growth: Book and A/V Checkouts Use of Electronic Subscription Databases 13,500, ,000 13,000,000 12,500,000 12,000,000 11,500,000 11,000,000 10,500,000 10,000, , , , , , , Public Homepage Visits New Cardholders 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000, ,000 75,000 70,000 65,000 60,000 55,000 50, V-3

243 HENNEPIN COUNTY, MINNESOTA LIBRARIES LIBRARY FUND LIBRARY PROGRAM APPROVED BUDGET REVENUES Budgeted 2008 revenues for the Library total $66,759,555; a 63% increase over the 2007 adjusted budget of $40,899,662 with 85% of the increase funded through City of Minneapolis revenues. The total 2008 operating budget is funded with $40.7 million (61%) suburban property taxes, $21.9 million (33%) with City of Minneapolis revenues and $4.2 million (6%) with other revenues. The following table is a summary by major revenue category comparing the 2007 adjusted budget to the 2008 budget; showing the increases and decreases. REVENUE SOURCE 2007 Adjusted Amount % of Total 2008 Budget Amount % of Total Increase/ (Decrease) % Increase/ (Decrease) Suburban Property Taxes $38,830, % $40,719, % $1,889, % State 214, % 495, % $280, % City of Minneapolis 0 0.0% 21,884, % $21,884,001 N/A Other Intergovenmental 0 0.0% 0 0.0% $0 0.0% Fees and Services 7, % 968, % $961, % Fines and Forfeits 1,300, % 1,560, % $260, % Other 547, % 1,131, % $583, % TOTAL LIBRARY $40,899, % $66,759, % $25,859, % Suburban Property Taxes Suburban property taxes are estimated at $40.7 million for 2008 which is a $1.9 million increase over the 2007 adjusted amount of $38.8 million. The $1.9 million increase in suburban property taxes includes funds for a general wage increase and increases in health insurance costs. On a percentage basis, suburban property taxes now comprise a smaller share of the total budget due to the addition of the Minneapolis Public Library system and the associated revenue. In the 2007 adjusted budget, suburban property taxes comprised 94.9% of the total library budget; however in 2008, suburban property taxes comprise a 61.0% share. The 2007 adjusted and 2008 budgeted property tax figures shown in the table are prior to any reduction for the State s Market Value Credit Aid (MVCA) in order to be comparable. The MVCA is calculated after the property tax levy is set and acts as an offset to the levy. The MVCA for the 2007 adjusted budget was approximately $1.5 million. The amount is yet to be determined for taxes payable in State Revenues from the State of Minnesota for 2008 are estimated at $500 thousand and make up 0.7% of total Library revenue for This compares to $200 thousand in 2007 or 0.5% of total revenue. Minneapolis Revenue Under the state s Truth-in-Taxation laws, local governments must approve their maximum levies by September 15 in the year preceding the levy. Because the merger of the Minneapolis and Hennepin systems was still uncertain, the City of Minneapolis included the property tax levy for the Library in its maximum levy ($13.9 million), with the intent to transfer those funds to the V-4

244 county in the event that the merger took place. For taxes payable in 2009, that levy will be spread countywide. Along with the tax receipts, the City of Minneapolis agreed to provide transition funding ($7.8 million) to provide support for operating expenses and to open three previously shuttered libraries ($445,000) Roosevelt, Webber Park and Southeast on a limited basis. The transition and shuttered funding support will phase out over a period of ten and eight years, respectively. The city will continue to retire the outstanding debt on the new Central Library in downtown Minneapolis, but the county will assume responsibility for the operation and retirement of the parking ramp debt. As a part of its capital improvement program, the City of Minneapolis had approved referendum and capital bond funding for a variety of Library projects. The city will transfer a total of $18,065,000 in capital improvement funds to the county for those projects based on a schedule included in the financing agreement. Fees and Services Revenues from fees and services are estimated at $1.0 million in 2008, a substantial increase over the 2007 adjusted budget. This is due to the inclusion of the Central Library s parking ramp to the Library Fund. In addition, there are new enterprise revenues (INFORM and events) in the Minneapolis system. Fines and Forfeits Revenues from fines and forfeits are estimated at $1.6 million in 2008, an increase of $300,000 over the 2007 adjusted budget. Overdue book fines make up most of the revenue in this category. Other Revenues A wide variety of other revenues totaling $1.1 million make up 1.7% of total revenue in 2008, which is double the amount in the 2007 adjusted budget. Other revenues include commissions/royalties from the Novelist program, patron use of the Best Sellers program, book sales and miscellaneous concessions. V-5

245 Libraries (410000) Libraries Library Fund Department Mission Statement Hennepin County Library promotes full and equal access to information and ideas, the love of reading, the joy of learning, and engagement with the arts, sciences, and humanities. On January 1, 2008 the Minneapolis Public Library system was consolidated with the Hennepin County Library system. The system will be guided by an expanded Library Board which will be tasked with merging the policies of the two systems. Overarching Goals People of Hennepin County are: Self Reliant, Life Long Learners, Literate, Assured Equal Access The 2006, 2007 and Projected 2008 Performance Measures, Accomplishments and Highlights are based on historical and projected data for the suburban system. Key Results Life Long Learners: People of all ages are engaged learners who experience the love of reading, and joy of learning using the Library's broad print and electronic collection. Self Reliant: People achieve life success by relying on libraries as a resource for their information needs through a diverse collection, technology, classes, programs, resources in person, in the community and online. Literate: Children's early literacy, teen and adult reading, writing, technology and information literacy supported through the Library's cultural programs and collection designed to reach all ages. Assured Equal Access: People are welcomed to libraries as gathering places, cultural anchors and resources for a lifetime. Services are enriched through volunteers, partnerships, and collaborations. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 733, , ,564 Local ,884,001 Fees and Services 8,974 7, ,954 All Other Revenues 1,852,591 1,847,731 2,691,436 Total $ 2,595,253 $ 2,069,564 $ 26,039,955 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 26,537,793 $ 28,223,033 $ 43,804,731 Commodities 614, , ,770 Services 6,171,308 6,582,589 14,350,845 Public Aid/Assistance Furniture & Equipment - Collection 5,796,333 5,344,813 7,361,273 Other Charges 143, , ,936 Total $ 39,263,046 $ 40,899,662 $ 66,759,555 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Libraries Libraries (410000) BUDGET SUMMARY V-6

246 Libraries (410000) Libraries Library Fund Department Strategic Objectives Customer: Satisfy customers with their library experiences by providing services and facilities that respond to the changing and growing suburban population, leading in technology, engaging seniors, children, teens and families and serving as a gathering place for the community. Finance: Leverage public funds by increasing revenue and stakeholder support and being a judicious steward of the public's financial investment. Internal Process: Allocate resources to meet community needs using Framework for the Future Core Principles, build partnerships that contribute to the county and Library goals, improve service delivery and design and construct facilities that are flexible and sustainable. Learning & Growth: Provide opportunities for staff and volunteer training, development, and growth; promote an environment that attracts and retains diverse, qualified staff and volunteers; create an environment that encourages, generates, and rewards innovation and integrates Hennepin County competencies into all staff performance. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Number of circulated items Books and AV checked out per suburban resident Visits to Library Website (local and remote) 13,030,711 13,500,000 14,000, ,031,764 12,000,000 14,000,000 Finance Measures: Energy use in Library buildings (thermal units) Dollars saved per HC resident through borrowing Library materials Dollars raised for library collection initiatives 136, , ,910 $224 $225 $230 $46,016 $50,000 $60,000 Internal Process Measures: Number of partnerships that advance the 8 principles Volunteer hours supplementing service Number of IT requests implemented that originated from customers NA ,868 50,000 52, Learning & Growth Measures: Number of training hours attended by staff and volunteers Percent of diverse staff as self-reported on the employee application Number of bilingual staff 9,695 10,000 12, % 9.5% 10.5% Libraries Libraries (410000) OBJECTIVES/MEASURES V-7

247 Libraries (410000) Director's Office Center Number: Division Mission Statement To advise Hennepin County Administration, the Hennepin County Board of Commissioners, and the Hennepin County Library Board on library policy, and provide direction for the Library and Library Foundation of Hennepin County. Implement the Library's mission, vision, and overarching goals by fostering positive customer experiences through effective building design, customer-centered library services, collections, electronic access and resources, and programs and classes. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Revenue is not budgeted in Divisions. - Local Please see Department Revenue section. - Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 329,133 $ 361,430 $ 797,280 Commodities ,800 Services 7,020 7,930 83,127 Public Aid/Assistance Furniture & Equipment - Collection ,700 Other Charges 11,570 68,400 18,500 Total $ 348,376 $ 438,260 $ 1,046,407 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sr. Department Director Library Deputy Director Pr Librarian Sr Administrative Assistant Administrative Assistant Unfunded Positions Total Comments Library Director's Office 2008 budget includes $250,000 HCL Foundation and HCL Friends expenditures, and $150,000 MPL grant expenditures. Libraries Libraries (410000) Director's Office BUDGET/FTE V-8

248 Libraries Director's Office Center Number: Division Description & Goals To advise County Administration, the County Board of Commissioners, and the Library Board on library policy. Responsible for the administration of the Library Foundation and the Administrative Council. Implements the Library's mission, vision, and overarching goals. Evaluates the program performance of library divisions responsible for public service, technical services, community relations, support services and collection development. Develops short and long range HCL goals. Results & Accomplishments 2006 Actual 2007 Est Est. Percentage of positive comments received from our web site. (Customer) 70.3% 72% 75% Dollars saved per HC resident through borrowing Library materials. (Financial) $224 $225 $230 Dollars raised for library collection initiatives. (Financial) Number of Action Plan Initiatives for customers met by all divisions. (Internal Process) Number of partnerships that advance the 8 principles. (Internal Process) Number of changes made as a result of Customer feedback from focus groups. (Internal Process) Number of training hours attended by staff and volunteers. (Learning & Growth) Percent of diverse staff as self-reported on the employee application. (Learning & Growth) $46,016 $50,000 $60,000 NA NA NA ,695 10,000 12, % 9.5% 10.5% Other Results, Accomplishments & Highlights Continue implementation of the Balanced Scorecard. Implement Framework for the Future. Implement the long range Capital Building Plan. Work with the Hennepin County Board of Commissioners, Library Board and Administrative Council to set and implement organizational priorities. Foster success of the Library Foundation of Hennepin County by leveraging public resources with Library Foundation contributions. Accomplish Hennepin County Library's overarching goals -- that people of Hennepin County are self reliant, life-long learners, literate, and assured equal access. Libraries Libraries Director's Office DESCRIPTION/RESULTS V-9

249 Libraries (410000) Operations Center Number: Division Mission Statement To support the Library Department's needs in accounting, budget preparation, spending control, delivery, material procurement, management information, and human services. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Revenue is not budgeted in Divisions. - Local Please see Department Revenue section. - Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,796,915 $ 1,884,807 $ 2,690,002 Commodities 306, , ,750 Services 1,224,242 1,339,582 4,712,817 Public Aid/Assistance Furniture & Equipment 7,223 10,000 28,360 Other Charges 97,272 83, ,900 Total $ 3,431,764 $ 3,622,739 $ 8,023,829 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Division and Section Managers Supervisors Sr Librarian, Sr Planning Analyst Paraprofessionals, section support Accounting and payroll support staff Building maintenance support Supply and delivery support Total Comments Building maintenance and support of the 26 suburban and 15 city libraries will be under the direction of the Property Services Department. The department will bill the Library system for those services and in turn, the payments to Property Services will appear as interfund revenue. Libraries Libraries (410000) Operations BUDGET/FTE V-10

250 Libraries Operations Center Number: Division Description & Goals To support the Library Department's financial, building, and human resource requirements. Budget and Finance is responsible for budget preparation and fiscal control. Operations and Procurement is responsible for purchasing supplies and equipment, deliveries and mail. Human Resources staff provide system-wide human resource administration. Beginning in 2008, the Property Services Department will assume building operation/maintenance for both the suburban and city library facilities. Results & Accomplishments 2006 Actual 2007 Est Est. Energy use in Library buildings (therm units) (Financial) Number of bicycle locks used (%) (Internal Process) 136, , ,610 NA Other Results, Accomplishments & Highlights 2007-Upgrade projects at Westonka and Brooklyn Park libraries were completed. The build-out of space and consolidation for the Library's bookmobile service was completed. In 2008, Operations will: Continue planning for the expansion of the new Plymouth Library and new Maple Grove and Brooklyn Park and Southdale libraries. Perform major upgrades at the Champlin, Minnetonka, and Osseo libraries. Maintain and operate the facilities, as well as the bookmobile service. With Property Services -- conduct an initial assessment of the Minneapolis Library facilities. Continue to assess and integrate city library operations with the suburban system. Address HCL's overarching goals--that people of Hennepin County are Self-Reliant, Life-Long Learners, Literate, and Assured Equal Access. Libraries Libraries Operations DESCRIPTION/RESULTS V-11

251 Libraries (410000) External Relations and Partnerships Center Number: Division Mission Statement Implement the Library's mission, vision, and overarching goals by increasing public awareness and customer support for the value of libraries and its important role in the community's quality of life; and cultivate individual, community and business support to leverage and enhance the impact of library resources, programs and services to the community. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Revenue is not budgeted in Divisions. - Local Please see Department Revenue section. - Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,450,833 $ 1,619,204 $ 2,757,611 Commodities 22,860 16,575 81,560 Services 185, , ,004 Public Aid/Assistance Furniture & Equipment Other Charges 9,372 11,800 16,870 Total $ 1,668,746 $ 1,855,469 $ 3,163,045 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Library Division Manager Section Managers Writers and Graphic Artists Librarians Case Management Assistants Adm, Readmobile and Outreach support Comments Total Libraries Libraries (410000) External Relations and Partnerships BUDGET/FTE V-12

252 Libraries External Relations and Partnerships Center Number: Division Description & Goals Build support for the library in the community and among key supporters and prospective businesses, nonprofit and philanthropic partners including the Library Foundation and Friends of the Library, to foster volunteerism, increase financial contributions, expand programming and cultural partnerships, and build collaborations and sponsorships to leverage customer communications, enhance programs and outreach services and access to lifelong learning for all county residents. Results & Accomplishments 2006 Actual 2007 Est Est. Number of book clubs and author talks in events and classes publication (Customer) NA Number of programs targeted to seniors (Customer) Programs related to literacy and school readiness New community partners for multi-cultural community outreach Number of volunteer hours supplementing service Friends donations and Library Foundation grant contributions Customer communications guides and e-newsletters distribution New community and business partners, collaborators and sponsors for system programming, prom./events Number of individual volunteers ,868 54,000 56, , , , ,000 93,000 95, ,200 1,500 Other Results, Accomplishments & Highlights In 2007, services for age 55+ and seniors expanded to include a series of programs focusing on life planning, health, long term care, technology and intergenerational activities -- working with foundation, community and business partners. The 55+ Age Well, Life Smart initiative was recognized in the spring of 2007 with a national award for excellence. The At Home service provides a library experience for home-bound and seniors' residents with limited mobility and access. This service was recognized with a National Acts of Caring Award, citing excellent outreach and use of volunteers in delivery of services. A new after-school initiative opened at Augsburg Park Library in Richfield and Brookdale Library in Brooklyn Center in fall of Homework help, technology and educational programs were held for middle and high school students, and eductional enrichment activities for K-5. Customer communications improved with streamlined program guides for adults/seniors and kids/teens. The result was more effective promotion of library programs and stronger participation. Libraries External Relations and Partnerships DESCRIPTION/RESULTS V-13

253 Libraries (410000) Resource Services Center Number: Division Mission Statement Implement the Library's mission, vision, and overarching goals by supplying a wide array of electronic services to people of all ages. Provide IT infrastructure, a full service Web, and collections to meet Hennepin County residents needs for full and equal access to information and ideas, the love of reading, the joy of learning and engagement with the arts, sciences and humanities. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Revenue is not budgeted in Divisions. - Local Please see Department Revenue section. - Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 4,448,666 $ 4,801,543 $ 9,585,572 Commodities 231, , ,700 Services 1,471,646 1,617,291 2,761,411 Public Aid/Assistance Furniture & Equipment - Collection 5,773,309 5,318,813 7,212,213 Other Charges 11,350 23,735 72,900 Total $ 11,936,241 $ 11,958,182 $ 19,984,796 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Division and Section Managers IT Specialists Librarians and Associate Librarians Support Staff Supervisors Sr. Planning Analyst Support Staff, Stock Clerk Comments Total Libraries Libraries (410000) Resource Services BUDGET/FTE V-14

254 Libraries Resource Services Center Number: Division Description & Goals Develop and manage the materials collection an a secure, responsive, wide-area network connecting 26 libraries with workstations and servers for staff and public; a primary business system and library applications of circulation, the public catalog, cataloging acquisitions, serials control and various interfaced systems such as patron self check and free wireless access. In 2008, 15 additional libraries will join the network as the city libraries enter the Hennepin system. Results & Accomplishments 2006 Actual 2007 Est Est. Visits to Library Website (local and remote) (Customer) Number of libraries which computer usage between 3PM and 7PM is above 85% (Customer) Number of IT requests implemented that originated from customers. (Internal Process) % of Circulation using Express Check-out. (Internal Process) Centrally ordered titles New print centrally processed Centrally reprocessed items Vouchers produced with invoices Titles cataloged 10,031,764 12,000,000 14,000,000 NA % 80% 85% 43,593 44,800 44, , , ,000 10,000 10,000 10,000 7,116 6,000 6,500 43,593 50,000 55,000 Other Results, Accomplishments & Highlights During 2007, the Resource Services Division achieved significant accomplishments. On the Website, hclib.org, the new readers advisory community, BookSpace, was launched and was awarded a Technology Solutions Award by the PTI; Powersearch was added to the website allowing customers to search across all databases, a redesigned KidLinks was launched and online credit card payment provided. Seamless links from Hennepin County Library's home page to Minneapolis's were developed as part of the Library merger. A high-speed Internet connection between suburban and city libraries; a single Staff Intranet and integrated Outlook systems were established. The largest project was the Horizon Acquisitions implementation. A new PC Reservation system was implemented for the public along with software to support services to Teens after school. The public Internet wireless service was upgraded. A comprehensive network and systems event management system, a public key infrastructure to secure data, server virtualization, automated authority services and other initiatives assured quality customer service. Libraries Libraries Resource Services DESCRIPTION/RESULTS V-15

255 Libraries (410000) Library Services Center Number: Division Mission Statement Library Services division implements the Library's mission, vision and overarching goals and supports the Framework for the Future by providing outstanding customer service to the community. Services are provided by well trained and engaged staff who are focused on the customer, outreach to the community, buildings that serve as gathering places and an emphasis on self-reliance, early literacy, school success and lifelong learning. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Revenue is not budgeted in Divisions. - Local Please see Department Revenue section. - Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 18,512,251 $ 19,556,049 $ 27,974,266 Commodities 53,222 25,000 42,960 Services 3,282,719 3,409,896 6,486,486 Public Aid/Assistance Furniture & Equipment 15,801 16,000 15,000 Other Charges 13,954 18,067 22,766 Total $ 21,877,947 $ 23,025,012 $ 34,541,478 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Library Division Mgr and Coord. Librarians Librarian Managers, PrAdmAsst Librarians and Associate Librarians Support Staff Supervisors, SrPlanAn Customer computer and office support Circulation desk and shelving support Comments Total Libraries Libraries (410000) Library Services BUDGET/FTE V-16

256 Libraries Library Services Center Number: Division Description & Goals Prior to 2008, the Library Services Division was comprised of the services and staff in all 26 libraries and 46 communities in suburban Hennepin County. The division now includes staff and services in 41 branch libraries throughout the entire county. The division also includes the Center for Innovation and Design and the Library's Capital Projects Office. Hennepin County Library is an extroverted organization whose overarching goals are lifelong learning, literacy, self-reliance and assured equal access. Results & Accomplishments 2006 Actual 2007 Est Est. Number of circulated items (Customer) Books and AV checked out per suburban resident (Customer) Attendance at PLT training classes (Percent of registration capacity) (Customer) Attendance at literacy based programs (Customer) Number of bilingual staff (Learning & Growth) New customers registered Information questions answered 13,030,711 13,500,000 14,000, % 93% 95% 116, , , ,901 77,718 83, , , ,000 Other Results, Accomplishments & Highlights Planning for the new Plymouth, Maple Grove, Brooklyn Park, Excelsior and Webber Park Libraries. Focus on Literacy and Cultural programming. Emerging technology training camps for staff. Customer focused projects including collection marketing, gathering places, workflow efficiencies, customer service point and community involvement. Implementation of positive work environments plans. Development of the Center for Innovation and Design and the Library's Capital Projects Office. Libraries Libraries Library Services DESCRIPTION/RESULTS V-17

257 Human Services (500000) Human Services Mission Statement The mission of the Hennepin County Human Services and Public Health Department is to strengthen individuals, families and communities by increasing safety and stability, promoting self-reliance and livable income, and improving the health of our communities. Human Services Overarching Goals The overarching goals are to protect children and vulnerable adults, support communities and families in raising children who develop to their fullest potential, assure that all people's basic needs are met and build healthy communities and self-reliant individuals. Budget by Service Area 2006 Actual 2007 Budget 2008 Budget Adult Behavioral Health $ 54,248,332 $ 58,947,666 $ 63,870,096 Aging and Disability Services 51,384,912 49,945,996 50,810,768 Administrative and Support Services 59,077,601 68,397,666 72,012,244 Child Protection 42,993,209 41,915,616 42,222,517 Child Support 18,530,998 20,005,538 20,352,629 Children, Youth and Families 23,941,626 23,674,835 24,912,320 Children's Mental Health 9,506,408 12,253,901 12,176,800 Early Intervention and Prevention 1,904,402 1,963,701 2,101,231 Eligibility Supports 38,456,593 43,187,263 43,941,262 Front Door 9,055,956 9,341,375 10,372,670 Housing and Homeless Initiatives 8,473,072 8,880,944 11,321,558 Out of Home Placement 59,518,383 54,423,491 54,427,500 Public Health Protection 19,232,491 16,256,902 18,245,370 Resource Development 9,089,910 7,446,240 8,408,640 Social Service Licensing 5,153,580 5,401,829 5,524,500 Veterans' Service 301, , ,717 Work Supports 83,064,223 95,039,380 89,050,893 Total $ 493,933,223 $ 517,482,748 $ 530,259,715 Budgeted Positions (FTE) by Service Area 2006 Budget 2007 Budget 2008 Budget Adult Behavioral Health Aging and Disability Services Administrative and Support Services Child Protection Child Support Children, Youth and Families Children's Mental Health Community Early Intervention and Prevention Eligibility Supports Front Door Housing and Homeless Initiatives Out of Home Placement Public Health Protection Resource Development Social Service Licensing Veterans' Service Work Supports Budgeted Positions 2, , ,862.4 Hennepin County Human Services BUDGET SUMMARY VI-1

258 HENNEPIN COUNTY, MINNESOTA HUMAN SERVICES HUMAN SERVICES FUND HUMAN SERVICES PROGRAM BUDGET HIGHLIGHTS The Human Services Program 2008 budget is $530.3 million, an increase of 2.5% from the adjusted 2007 budget of $517.5 million. The budget includes increases for staff salaries and benefits, additional payments to the State of Minnesota for local share contributions, reductions of staff positions and the reduction or elimination of several contracted services. Property tax support for the program is $235.1 million, an increase of 5.5% ($12.3 million) from a year ago. As has been the case for several years, property tax support continues to grow as state and federal funding decreases. Human Services Fund Budget and Property Tax Support Total Budget $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $0 33.4% 36.4% 37.7% 39.7% 43.1% 44.3% Adjusted 2008 Property Tax Non Property Tax Revenues The realities of increasing demand for services and declining revenues continue as challenges in the 2008 Human Services Program budget. Demand for services is growing and the type of services needed is changing, reflecting a growing and changing community. Mandated Day Training and Habilitation (DT&H) funding was increased in the 2008 budget to reflect the growing number of individuals eligible for DT&H services. Day Training and Habilitation is a supportive service to people with developmental disabilities that provides persons with help to develop and maintain life skills, gain job skills and receive support for employment, and participate in community life. Changes in state policy continue to shift costs to the county. The local share of care for mentally ill persons committed to state Regional Treatment Centers (RTCs) increased in the 2008 budget due to a change in state law. An additional $850,000 and three staff were added for implementation of services and infrastructure of an integrated care initiative. Cornerstone Solutions Integrated Care Initiative is the result of a partnership formed between the Human Services and Public Health Department (HSPHD) and Metropolitan Health Plan (MHP) to develop and implement a new model of service delivery for people with disabilities that combines physical health, mental health and social services. VI-2

259 During the year, the HSPHD Adult Mental Health Center will transition from the MHP Business Services Office (Practis) billing system to the EPIC billing system. Approximately $1.7 million of the budgeted increase is for the purchase of software, the transfer of 5.0 staff from the MHP Business Services Office and the addition of 3.0 new staff for the conversion to the EPIC system. The budget also includes the transfer of contracts and staffing from the county s Research, Planning and Development Department. Approximately $1.3 million of School Success contracts and 6.0 FTEs were transferred from Research, Planning and Development to HSPHD. The program will operate with 2,862.4 FTEs, a decrease of 76.4 FTEs when compared with the 2007 adjusted budget of 2,938.8 FTEs. The budgeted reduction in FTEs is to be achieved through attrition; employee layoffs are not foreseen. The net reduction in FTEs includes the transfer of 6.0 staff from the county s Research, Planning and Development Department for School Success Initiatives and, the addition of 8.0 FTEs for the take over of mental health clinic scheduling, medical records, and billing functions. Human Services Program Staffing 2005 to , , , , , , , , Actual 2006 Actual 2007 Adjusted 2008 Budget Full-time Equivalents (FTEs) Human Services work continues to be guided by the following 10 priority strategies: Develop self-reliant youth and young adults through an integrated, coordinated Children s Agenda; Create a continuum of coordinated services and supports to address homelessness; Implement managed care approaches to service delivery; Use eligibility for public assistance to improve lives; Expand community-based involvement and service delivery across Hennepin County; Expand primary prevention; Increase the county s ability to respond to public health emergencies; Improve client access to needed services; Provide high-quality customer service; and Ensure accountability to achieve results. VI-3

260 Efforts to support these strategies include: The Metro Long Term Homeless Initiative, a seven county collaborative providing a regional network of services for households that have experienced long-term homelessness. In 2007, a total of 174 households-representing 371 families, single adults and youth were enrolled in the program. Of these, 122 households obtained permanent housing, meeting the 2007 goal of 70%. Identifying and prioritizing essential services within each Human Service program. This information will identify how Human Services programs will deliver services differently should there be a pandemic influenza outbreak or other emergency. A workforce management process has also been approved. This plan outlines how Human Services staff would be redeployed to meet essential service needs in the event that up to 60% of current staff are not able to report to work. For many years, the Eligibility Supports area of the Human Services Program has had a unit of workers onsite at the Hennepin County Medical Center (HCMC) to process applications for MN Health Care programs. A recent partnership to redesign health care application services to HCMC patients has been successful. VI-4

261 HENNEPIN COUNTY, MINNESOTA 2008 BUDGET HUMAN SERVICES HUMAN SERVICES FUND HUMAN SERVICES PROGRAM APPROVED BUDGET REVENUES Budgeted 2008 revenues for the Human Services Program total $530,259,715, an increase of 2.5% from the 2007 adjusted budget of $517,482,748. The following table is a summary comparing revenue by major category in 2007 and 2008, and showing the amount and percentage of increase and decrease. REVENUE SOURCE 2007 Adjusted Amount % of Total 2008 Budget Amount % of Total Increase/ (Decrease) % Increase/ (Decrease) Current Property Taxes $222,826, % $235,121, % $12,295, % Federal 165,734, % 154,757, % (10,976,788) -6.6% State 76,146, % 90,008, % 13,862, % Local 893, % 820, % (73,500) -8.2% Fees and Services 48,982, % 47,672, % (1,309,758) -2.7% Licenses and Permits 950, % 1,010, % 59, % Other 1,949, % 870, % (1,079,600) -55.4% TOTAL HUMAN SERVICES $517,482, % $530,259, % $12,776, % Property Tax Revenues County property tax support totals $235.1 million for 2008, an increase of $12.3 million from the 2007 adjusted budget. Property tax support continues to increase as a percentage of the overall program budget, accounting for 44.3% of total revenues for the Human Services Program, up from 43% in Although the Human Services Program relies on non-property tax revenues for a major portion of its funding, in recent years property tax support has steadily increased to offset federal and state revenue losses. $250 Human Services Program Revenues $200 (in millions) $150 $100 $50 $0 Property Tax Federal State/Local Fees and Services Other Sources VI-5

262 Federal Revenues Federal revenues consist primarily of reimbursements for the administrative costs of Human Services programs including, financial, medical, and training and employment programs. The reimbursements are based upon the county's costs as well as federal rates. Federal revenue sources are budgeted at $154.8 million, a decrease of $10.9 million when compared to the 2007 adjusted budget. The federal portion of the 2008 revenue budget accounts for approximately 29.2% of the Human Services Program revenue, down from 32% in The net 2.8% decrease from 2007 includes changes to the Federal Allocation of Childcare Program funding and a reduction in federal reimbursement for child care assistance services. Budgeted 2008 Minnesota Family Investment Program (MFIP) childcare revenue was reduced to reflect a decline in MFIP cases. County child support and collections programs earn Federal Financial Participation and Federal Performance Incentives to help support child enforcement programs. In 2008, the department anticipates receiving approximately $16.3 million in Federal Title IV-D administrative reimbursement and $2 million in performance incentives. The program will also receive approximately $24 million in federal reimbursement for the administrative costs of the Temporary Assistance for Needy Families (TANF), food stamp and medical assistance programs. The TANF program is administered within Minnesota as the Minnesota Family Investment Program, or MFIP. State Revenues State monies are used to fund human services programs, training and employment programs, and financial and medical assistance programs. In 2008, revenues from the State make up 16.9% of total Human Services Program revenue. In 2008, revenues from the State of Minnesota to Hennepin County are estimated at $90 million, an increase of $13.9 million when compared to the 2007 adjusted budget of $76.1 million. State childcare funding is budgeted at $26.3 million, an increase of approximately $8.8 million when compared to the 2007 adjusted budget of $17.5 million. The increase results from changes to State allocation of childcare program funding. Local Grants Local grant revenue comes from private parties, nonprofit institutions, local governments, and private foundations. Local grants at $820,000 in 2008 account for less than 1% of total budget. Fees and Services Revenues from fees charged for services are estimated at $47.7 million for Fee revenue accounts for 9.0% of the Human Services Program revenue. A major portion of fee revenue is payments from third party payors and state and federal reimbursements for patient fees and services. Other Revenues Other revenues account for less than 1% of total Human Services Program revenue. Licenses, permits and interdepartmental payments account for the majority of revenues in this category. VI-6

263 VI-7

264 Human Services and Public Health (500000) Human Services Human Services Fund Department Mission Statement The mission of the Hennepin County Human Services and Public Health Department is to strengthen individuals, families and communities by increasing safety and stability, promoting self-reliance and livable income, and improving the health of our communities. Overarching Goals The overarching goals are to protect children and vulnerable adults, support communities and families in raising children who develop to their fullest potential, assure that all people's basic needs are met and build healthy communities and self-reliant individuals. Key Results 1. Expanded the innovative "Joint Community-Police Partnership" program whose mission is to train suburban police officers to better understand immigrant residents of their cities. 2. Reduced uncompensated care costs at the Hennepin County Medical Center (HCMC). 3. Provided immediate crisis counseling to people who were on or near the I35-W bridge collapse. 4. Hennepin County Veterans' Service, worked at reintegrating Iraqi Combat Veterans back into the community. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 140,496,802 $ 165,734,465 $ 154,757,677 State 77,734,231 76,146,604 90,008,626 Local 832, , ,000 Fees and Services 53,127,297 48,982,055 47,672,297 All Other Revenues 7,539,558 2,900,100 1,880,000 Total $ 279,730,111 $ 294,656,724 $ 295,138,600 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 199,947,471 $ 212,664,373 $ 220,474,287 Commodities 2,373,932 2,590,224 2,450,358 Services 35,767,166 37,758,254 39,634,695 Public Aid/Assistance 242,915, ,765, ,724,277 Furniture & Equipment 235, , ,300 Other Charges 12,693,635 11,378,483 12,699,798 Total $ 493,933,223 $ 517,482,748 $ 530,259,715 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions 2, , ,862.4 Human Services Human Services and Public Health (500000) BUDGET SUMMARY VI-8

265 Human Services and Public Health (500000) Human Services Human Services Fund Department Strategic Objectives Customer: 1. Improve outcomes for residents, consumers, clients and taxpayers. Finance: 1. Ensure sound stewardship and management of public resources. Internal Process: 1. Improve client access to services. 2. Deliver effective and high-quality services. 3. Inform current and potential customers about services. Learning & Growth: 1. Ensure a competent, committed, and engaged workforce. 2. Hire, retain, and develop an adaptive and diverse workforce. 3. Provide competency-based training. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Percent of substantiated child maltreatment reports with secondary occurrence within 12 months. Percent of households served by Family Homelessness Prevention and Assistance Program. Percent of MFIP participants who are still working 180 days after obtaining a job. Finance Measures: 12.2% 6.1% 7.5% 89% 98% 98% 90% 86% 86% Property tax as percent of total budget. 41% 43% 44% Internal Process Measures: Percent who are satisfied with effectiveness of the service intervention and improved situation. Percent of respondents who are satisfied with the quality of services with respect to language/literacy. Percent of respondents who report overall satisfaction with services. Learning & Growth Measures: Percent of employees who have received a rating of fully capable or higher on their annual performance review. Percent of HSPHD employees that report "I have the skills I need to use the technology available to me at work." 85% 84% 85% 90% 90% 90% 75% 75% 85% 97% 98% 98% 84% 85% 85% Human Services Human Services and Public Health (500000) OBJECTIVES/MEASURES VI-9

266 Human Services and Public Health (500000) Adult Behavioral Health Center Number: Service Area Mission Statement To increase the time that seriously mentally ill, chemically dependent, and maltreated vulnerable adults are able to live safely and successfully in the community by intervening early and providing ongoing community support. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 14,159,360 $ 13,248,000 $ 13,243,000 State 10,697,439 12,669,882 14,897,726 Local 66,866 60,000 60,000 Fees and Services 3,633,080 4,468,155 4,645,179 All Other Revenues 306, ,500 (166,100) Total $ 28,863,529 $ 30,730,537 $ 32,679,805 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 17,975,951 $ 19,853,137 $ 21,613,090 Commodities 176, , ,400 Services 1,605,754 1,673,179 2,179,919 Public Aid/Assistance 33,922,386 36,710,650 39,269,687 Furniture & Equipment Other Charges 568, , ,000 Total $ 54,248,332 $ 58,947,666 $ 63,870,096 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Chemical Health Program Support Nursing Planning Analyst Psychologist and Physicians Social Worker Total Comments Human Services Human Services and Public Health (500000) Adult Behavioral Health BUDGET/FTE VI-10

267 Human Services and Public Health Adult Behavioral Health Center Number: Service Area Description & Goals Adult Behavioral Health (ABH) helps clients live safely and independently in the community. ABH provides a range of therapeutic, rehabilitative, and protective services to people age 18 and over who have a serious mental illness, a problem with substance abuse, or both. ABH also serves maltreated vulnerable adults and adults adjudicated dangerous to the public due to mental illness. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 77% 85% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 96% 95% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 92% 95% 90% % of respondents who report they are satisfied with the outcome of their services. 90% 94% 85% % of respondents who report the county does a good job of informing them about obtaining services. 89% 89% 85% % of discharges with some form of health coverage as applied to case management clients. 94% 98% 95% # of Vocational Services Program clients in supported employment for a minimum of 10 hrs./wk. 24/qtr 18/qtr 20/qtr % of Project Child Program completers with a drug-free birth. 77% 77% 80% % of discharges in a living situation appropriate to level of functioning as applied to case mgmt clients. 79% 81% 80% % of adult substantiated or inconclusive maltreatment findings in which maltreatment is stopped or reduced. 99% 100% 100% Other Results, Accomplishments & Highlights 1. Divert Placements from Anoka-Metro Regional Treatment Center (RTC). 2. Develop Intentional Communities. 3. Implement Consumer Satisfaction Assessment. Human Services Human Services and Public Health Adult Behavioral Health DESCRIPTION/RESULTS VI-11

268 Human Services and Public Health (500000) Aging and Disability Services Center Number: Service Area Mission Statement Promoting choice and independence for seniors and persons with disabilities. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 1,490,744 $ 1,559,000 $ 1,809,000 State 2,603,900 3,544,340 4,410,300 Local 36, Fees and Services 17,931,880 17,117,500 13,275,750 All Other Revenues 19, ,000 Total $ 22,081,648 $ 22,220,840 $ 19,633,050 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 24,722,259 $ 25,815,104 $ 24,834,960 Commodities 137, , ,000 Services 1,266,040 1,895,524 1,947,107 Public Aid/Assistance 24,347,738 21,087,310 22,956,045 Furniture & Equipment Other Charges 911, , ,656 Total $ 51,384,912 $ 49,945,996 $ 50,810,768 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Nursing Planning Analyst Social Worker Comments Total Human Services Human Services and Public Health (500000) Aging and Disability Services BUDGET/FTE VI-12

269 Human Services and Public Health Aging and Disability Services Center Number: Service Area Description & Goals Aging and Disability Services helps seniors and persons with disabilities access available home and community-based services and possible funding sources. These services prevent or delay institutional care and allow clients to remain in their homes longer. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 97% 97% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 90% 89% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 99% 99% 90% % of respondents who report they are satisfied with the outcome of their services. 93% 98% 85% % of respondents who report the county does a good job of informing them about obtaining services. 90% 94% 85% % of respondents reporting favorably on selfdetermination items. 85% 87% 85% % of respondents reporting favorably on community involvement items. 77% 75% 75% % of respondents reporting favorably on safety items. 90% 93% 95% % of respondents reporting favorably on stability items. 79% 83% 85% Other Results, Accomplishments & Highlights 1. Assure Timely Access. 2. Develop Nursing Home Connections. 3. Assisted in the development of the MinnesotaHelp Network. Human Services Human Services and Public Health Aging and Disability Services DESCRIPTION/RESULTS VI-13

270 Administrative and Support Services Human Services Human Services Fund Service Area Mission Statement Administrative and Support Sevices upholds the HSPHD mission by: supporting the development of a skilled, diverse workforce; ensuring consistent application of county and service area personnel policies; providing contracting services that are consistent. Overarching Goals Administrative and Support Services supports the overarching goals of HSPHD by: managing the department hiring processes and administrative policies; facilitating the delivery of county services to Limited English proficient populations; development, negotiation and finalizing contracts; financial management of the department; technology development and operations; and helping county decision makers and department staff access data and analyze policy options. Key Results 1) 4,981 Consumer Input Surveys administered 2) 1,134 contract action and monitoring activities 3) Ratio of total revenue received to total cost of collection $156:1 4) 98% of Helpdesk calls responded to within 2 hours Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 10,873,943 $ 11,465,600 $ 12,156,194 State 107, , ,500 Local Fees and Services 4,089,149 4,212,000 4,440,000 All Other Revenues 3,269,912 1,367,000 1,068,000 Total $ 18,340,154 $ 17,157,600 $ 17,815,694 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 38,305,818 $ 43,017,582 $ 44,436,495 Commodities 569, , ,650 Services 15,797,420 19,611,934 21,951,661 Public Aid/Assistance 2,526,100 2,955,000 2,476,138 Furniture & Equipment 148, , ,000 Other Charges 1,729,661 1,720,900 1,984,300 Total $ 59,077,597 $ 68,397,666 $ 72,012,244 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Human Services Administrative and Support Services BUDGET SUMMARY VI-14

271 Administrative and Support Services Human Services Human Services Fund Service Area Description & Goals The department internal support services includes: Administrative Services supports the department through a variety of functions including staff development, work safety, administrative policies, and department communications. It also provides administrative oversight of the Office of Multi-cultural Services, Data Sharing System, and HSPHD support staff. Contract Administration develops, negotiates, and finalizes contracts in conjunction with the service areas within HSPHD. They process contracts for board or administration approval and monitor them for compliance. Financial Analysis and Accounting provides day-to-day financial management of the department. It also coordinates all external audits, works with the county's Internal Audit on all reviews of department operations, and supports the Contract Administration service area by performing financial reviews and audits of select vendors. Information Technology and Records Management is responsible for technology development and operations, as well as management of client records and the department's document imaging operation. Office of Director provides upper management direction and coordination of all actvities in HSPHD. Planning, Policy and Quality Assurance helps county decision makers and department staff access and use data, analyze policy options, monitor quality, promote improvement, and contribute to internal and external cross-jurisdictional projects. VI-15

272 Human Services and Public Health (500000) Administrative Services Center Number: Service Area Mission Statement Administrative Services will support the HSPHD mission by: supporting the development of a skilled, diverse workforce; providing a safe and efficient work environment; ensuring consistent application of county and department personnel policies; creating a communications and data sharing infrastructure; facilitating the delivery of county services to our diverse Limited English Proficiency populations in an efficient, effective and culturally sensitive manner; and by providing quality support staff services in all areas. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 4,979,978 $ 5,325,000 $ 5,638,700 State 57,000 57,000 95,500 Local Fees and Services 665, , ,000 All Other Revenues 731,425 1,024, ,500 Total $ 6,433,876 $ 7,106,000 $ 7,402,700 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 14,382,594 $ 16,446,032 $ 17,066,245 Commodities 350, , ,200 Services 1,349,186 1,606,059 1,460,839 Public Aid/Assistance 189, , ,000 Furniture & Equipment Other Charges 838, , ,600 Total $ 17,111,106 $ 19,637,491 $ 20,103,884 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Office Spec & Planning Analysts Social Worker Support Services Comments Total Human Services Human Services and Public Health (500000) Administrative Services BUDGET/FTE VI-16

273 Human Services and Public Health Administrative Services Center Number: Service Area Description & Goals Administrative Services (ASA) supports the department through a variety of functions including staff development, work safety, administrative policies, and department communications. It also provides administrative oversight of the Office of Multi-Cultural Services, Data Sharing System, and HSPHD support staff. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 84% N/A 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 60% N/A 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 98% N/A 90% % of respondents who report they are satisfied with the outcome of their services. 96% N/A 85% % of respondents who report the county does a good job of informing them about obtaining services. 87% N/A 85% % of HSPHD employees that report "I have the skills I need to use the technology available to me at work." 84% 85% 85% % of HSPHD employees that have a current performance review not greater than one-year old. N/A 92% 92% % of ASA employees having received a rating of fully capable or higher on their annual performance review. N/A 98% 98% % of ASA employees that report "I have given recognition or praise to someone for doing a good job." N/A 85% 85% % of ASA employees report "In the last 6 months, my supervisor spoke to me about my progress." N/A 72% 72% Other Results, Accomplishments & Highlights 1. Implement Hennepin Service Corps. 2. Improve Workforce Planning and Employee Engagement Action Plans. 3. Facilitate North Region Services Plan. Human Services Human Services and Public Health Administrative Services DESCRIPTION/RESULTS VI-17

274 Human Services and Public Health (500000) Contract Administration Center Number: Service Area Mission Statement Maintain an effective and efficient human service delivery system by providing contracting services to HSPHD consistent with the department vision and county purchasing policies. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 474,712 $ 498,500 $ 530,000 State 6,000 6,000 6,000 Local Fees and Services 63,422 65,000 70,000 All Other Revenues 3,046 5,000 (18,000) Total $ 547,180 $ 574,500 $ 588,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,084,566 $ 2,200,800 $ 2,205,000 Commodities 8,960 8,800 7,300 Services 48,134 78,200 74,000 Public Aid/Assistance Furniture & Equipment Other Charges 65,253 72,400 78,200 Total $ 2,206,913 $ 2,360,200 $ 2,364,500 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Planning Analyst Comments Total Human Services Human Services and Public Health (500000) Contract Administration BUDGET/FTE VI-18

275 Human Services and Public Health Contract Administration Center Number: Service Area Description & Goals Contract Administration (CA) develops, negotiates, and finalizes contracts in conjunction with the service areas within HSPHD. They process contracts for board or administration approval and monitor them for compliance. Results & Accomplishments 2006 Actual 2007 Est Est. % of CA customers who report they are satisfied with the quality of CA services. N/A 83% 85% % of CA customers who believe a good or adequate job is taken to obtain services. N/A 92% 85% # of contracts. % of contracts with Application Review Team/Contract Underwriting Panel (ART/CUP) review. 1,250 (est.) 1,134 1, % 100% 100% Other Results, Accomplishments & Highlights 1. Broaden Electronic Process. 2. Strengthen Provider Monitoring System. Human Services Human Services and Public Health Contract Administration DESCRIPTION/RESULTS VI-19

276 Human Services and Public Health (500000) Financial Analysis & Accounting Center Number: Service Area Mission Statement The mission of Financial Analysis and Accounting is to advocate sound fiscal policies, assure the effective and efficient use of resources, implement appropriate measures to safeguard assets, and support positive client outcomes. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 1,864,837 $ 1,960,200 $ 2,083,000 State 21,000 21,000 21,000 Local Fees and Services 3,018,382 3,096,000 3,330,000 All Other Revenues 208,319 40,000 5,500 Total $ 5,112,538 $ 5,117,200 $ 5,439,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 7,051,028 $ 8,157,550 $ 7,610,250 Commodities 33,209 37,000 39,000 Services 253, , ,536 Public Aid/Assistance 2,336,519 2,515,000 1,986,000 Furniture & Equipment Other Charges 295, , ,200 Total $ 9,969,567 $ 11,405,686 $ 10,440,986 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Accounting Administration Program Support Office Spec Planning Analyst Comments Total Human Services Human Services and Public Health (500000) Financial Analysis & Accounting BUDGET/FTE VI-20

277 Human Services and Public Health Financial Analysis & Accounting Center Number: Service Area Description & Goals Financial Analysis and Accounting (FA&A) provides day-to-day financial management for the department. It also coordinates all external audits, works with the county's Internal Audit on all reviews of department operations, and supports the Contract Administration service area by performing financial reviews and audits of select vendors. Results & Accomplishments 2006 Actual 2007 Est Est. % of regularly scheduled financial updates to Executive Committee that were completed. 100% 100% 100% % of services areas under their authorized expenditure budget. (quarterly measure) 84% 64% 64% % of services areas meeting their revenue budget. (quarterly measure) 37% 32% 32% Ratio of revenue to Accounts Receivable division expense. $196:$1 $156:$1 $156:$1 Ratio of payments to Accounts Payable division expense. $119:$1 $106:$1 $106:$1 Other Results, Accomplishments & Highlights 1. Implement New Financial Systems. 2. Provide Training on Revenue Reporting. Human Services Human Services and Public Health Financial Analysis & Accounting DESCRIPTION/RESULTS VI-21

278 Human Services and Public Health (500000) IT & Records Management Center Number: Service Area Mission Statement Information Technology and Records Management makes it possible for HSPHD staff to use information technology in pursuit of Hennepin County s vision of healthy and successful residents in safe and vibrant communities. Those who are responsible for IT planning, development and support are attentive to the needs of department staff and to the communities we serve. Through systematic and creative application of technology, HSPHD service areas are more integrated, better informed, more customer-focused, and more effective. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 3,264,523 $ 3,369,600 $ 3,572,494 State 20,150 26,000 26,000 Local Fees and Services 302, , ,000 All Other Revenues 974,431 20,000 (37,500) Total $ 4,562,049 $ 3,726,600 $ 3,860,994 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 11,461,944 $ 13,127,900 $ 13,554,000 Commodities 164, , ,150 Services 13,835,722 15,261,949 18,329,651 Public Aid/Assistance Furniture & Equipment 148, , ,000 Other Charges 391, , ,600 Total $ 26,002,182 $ 29,377,799 $ 33,001,401 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support IT Specialist Office Spec Planning Analyst Social Worker Support Services Total Comments Human Services Human Services and Public Health (500000) IT & Records Management BUDGET/FTE VI-22

279 Human Services and Public Health IT & Records Management Center Number: Service Area Description & Goals Information Technology and Records Management (ITRM) is responsible for technology development and operations, as well as management of client records and HSPHD's document imaging operations. Results & Accomplishments 2006 Actual 2007 Est Est. Average monthly uptime of major department systems. % of monthly HelpDesk calls responded to within 2 hours. Average % of monthly Central Imaging Unit (CIU) incoming U.S. mail handled within one business day. Average cost per image. Average % of monthly documents indexed by the CIU that do not require re-indexing. 100% 99% 99% 98% 98% 98% 91% N/A N/A $0.24 $0.24 $ % 99.7% 98% Other Results, Accomplishments & Highlights 1. Implement Electronic Case File (ECF). 2. Devise and Implement Mobile Worker Project. 3. Expand Business Intelligence. Human Services Human Services and Public Health IT & Records Management DESCRIPTION/RESULTS VI-23

280 Human Services and Public Health (500000) Office of the Director Center Number: Service Area Mission Statement Office of Director provides upper management direction and coordination of all activities in HSPHD. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 1,350, , ,000 Total $ 1,350,867 $ 275,000 $ 250,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,369,863 $ 1,359,300 $ 1,420,000 Commodities 6,993 8,000 7,000 Services 273,027 2,013,590 1,384,135 Public Aid/Assistance - 135, ,138 Furniture & Equipment Other Charges 83,822 60,600 73,300 Total $ 1,733,705 $ 3,576,490 $ 3,184,573 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Area Director Area Manager Planning Analyst Comments Total Human Services Human Services and Public Health (500000) Office of the Director BUDGET/FTE VI-24

281 Human Services and Public Health (500000) Planning, Policy, and Quality/Assurance Center Number: Service Area Mission Statement The Planning, Policy and Quality Assurance (PPQA) service area contributes to the achievement of the HSPHD mission by coordinating policy and strategic planning efforts, overseeing and supporting outcome, process and stakeholder input evaluation and measurement, and managing quality assurance, corporate compliance, and consumer appeals activities. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 289,893 $ 312,300 $ 332,000 State 3,000 3,000 3,000 Local Fees and Services 38,927 40,000 40,000 All Other Revenues 1,824 3,000 (100,500) Total $ 333,644 $ 358,300 $ 274,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,955,823 $ 1,726,000 $ 2,581,000 Commodities 5,718 8,300 9,000 Services 37, , ,500 Public Aid/Assistance Furniture & Equipment Other Charges 54,696 50,700 62,400 Total $ 2,054,124 $ 2,040,000 $ 2,916,900 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support IT Specialist Planning Analyst Social Worker Comments Total Human Services Human Services and Public Health (500000) Planning, Policy, and Quality/Assurance BUDGET/FTE VI-25

282 Human Services and Public Health Planning, Policy, and Quality/Assurance Center Number: Service Area Description & Goals The Planning, Policy and Quality Assurance (PPQA) service area helps county decision makers and department staff access and use data, analyze policy options, monitor quality, promote improvement, and contribute to internal and external cross-jurisdictional projects. Results & Accomplishments 2006 Actual 2007 Est Est. Number of consumer input surveys administered. Number of contracted provider locations voluntarily administering customer surveys. Number of operated services locations voluntarily administering customer surveys. Number of employee input surveys administered and response rate. 4,559 4,981 6, ,946 (66%) 1,545 (69%) 70% Other Results, Accomplishments & Highlights 1. Process and Review Child Protection Findings and Public Assistance Reconsiderations. 2. Assess Availability of Culturally Competent, Sensitive, and Accessible Services. Human Services Human Services and Public Health Planning, Policy, and Quality/Assurance DESCRIPTION/RESULTS VI-26

283 Human Services and Public Health (500000) Child Protection Center Number: Service Area Mission Statement To ensure the safety and stability of children who are at risk or who have been abused and/or neglected through the strengthening of families and communities and the effective and ethical use of resources. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 5,035,790 $ 4,545,000 $ 5,492,000 State 5,127,568 5,050,000 5,289,000 Local Fees and Services 14,371,661 9,487,000 12,120,000 All Other Revenues 132,380 77,500 (174,900) Total $ 24,667,399 $ 19,159,500 $ 22,726,100 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 27,946,492 $ 28,316,791 $ 27,956,150 Commodities 135, , ,468 Services 2,108,783 1,757,300 2,156,030 Public Aid/Assistance 11,803,270 10,760,025 10,881,437 Furniture & Equipment Other Charges 999, ,000 1,101,432 Total $ 42,993,209 $ 41,915,616 $ 42,222,517 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Planning Analyst Psychologist Social Worker Comments Total Human Services Human Services and Public Health (500000) Child Protection BUDGET/FTE VI-27

284 Human Services and Public Health Child Protection Center Number: Service Area Description & Goals Child Protection receives and investigates allegations of child maltreatment (abuse or neglect) and, if needed, provides ongoing child protection services. Families that are at high risk for child maltreatment may receive services from three programs: Child Protection Upfront Services, Child Protection Permanency or Child Protection Indian Child Welfare Act. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 86% 84% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 94% 96% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 85% 84% 90% % of respondents who report they are satisfied with the outcome of their services. 82% 87% 85% % of respondents who report the county does a good job of informing them about obtaining services. 80% 82% 85% % of substantiated child maltreatment reports with secondary occurrence within 12 months. 12.2% 6.1% 7.5% % of substantiated child maltreatment reports with secondary occurrence within 6 months. 7.3% 5.0% 6.1% Other Results, Accomplishments & Highlights 1. Developed and Implemented Staff Training Agenda. 2. Implemented Strategic Faith-Based Initiative. 3. Assessed Child Protection Configuration. Human Services Human Services and Public Health Child Protection DESCRIPTION/RESULTS VI-28

285 Human Services and Public Health (500000) Child Support Center Number: Service Area Mission Statement To enhance the well-being of children by assuring that assistance in obtaining support, including financial and medical, is available to children through locating parents, establishing paternity, establishing support obligations, and monitoring and enforcing those obligations. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 15,004,274 $ 15,418,029 $ 16,047,990 State 1,094,352 1,144,095 1,029,000 Local Fees and Services 39,225 20,000 20,000 All Other Revenues 54,717 35,000 17,000 Total $ 16,192,568 $ 16,617,124 $ 17,113,990 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 16,207,278 $ 17,516,400 $ 17,760,000 Commodities 73,497 76,000 77,000 Services 1,566,618 1,704,238 1,785,529 Public Aid/Assistance Furniture & Equipment Other Charges 683, , ,100 Total $ 18,530,999 $ 20,005,538 $ 20,352,629 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Child Support/Collection Program Support Planning Analyst Comments Total Human Services Human Services and Public Health (500000) Child Support BUDGET/FTE VI-29

286 Human Services and Public Health Child Support Center Number: Service Area Description & Goals Child Support serves children in Hennepin County, the State of Minnesota and throughout the nation by establishing paternity, establishing and enforcing child support orders, and collecting child support that is due. Child Support also establishes and enforces medical support and child care support for children. The Child Support program is federally mandated to serve families of all income levels. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 80% 80% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 92% 90% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 84% 97% 90% % of respondents who report they are satisfied with the outcome of their services. 75% 95% 85% % of respondents who report the county does a good job of informing them how to obtain services. 79% 83% 85% % of cases with current support due and disbursed. % of children in open IV-D cases, born out of wedlock, with paternity established. % of cases open, with a court order established. 69% 69% 69% 92% 93% 90% 80% 80% 80% Other Results, Accomplishments & Highlights 1. Implemented Child Support Guidelines. 2. Prepared for the Federal Deficit Reduction Act. 3. Implemented Electronic Case File (ECF). Human Services Human Services and Public Health Child Support DESCRIPTION/RESULTS VI-30

287 Human Services and Public Health (500000) Children, Youth and Families Center Number: Service Area Mission Statement To assist clients and families to stabilize and improve their health, safety and social-emotional well-being through early intervention services provided by community based, multidisciplinary teams working in partnership with community agencies. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 2,911,819 $ 3,686,000 $ 3,829,533 State 3,134,791 3,372,500 3,451,000 Local 537, , ,000 Fees and Services 933, ,000 1,117,000 All Other Revenues 61,069 3,000 (120,500) Total $ 7,577,895 $ 8,395,000 $ 8,879,033 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 9,586,754 $ 9,468,890 $ 10,445,686 Commodities 235, , ,250 Services 1,601,320 1,546,733 1,495,916 Public Aid/Assistance 12,175,772 12,079,602 12,397,368 Furniture & Equipment - 2,000 - Other Charges 341, , ,100 Total $ 23,941,626 $ 23,674,835 $ 24,912,320 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Nursing Planning Analyst Social Worker Comments Total Human Services Human Services and Public Health (500000) Children, Youth and Families BUDGET/FTE VI-31

288 Human Services and Public Health Children, Youth and Families Center Number: Service Area Description & Goals Children, Youth and Families (CYF) provides early intervention services to clients and families who are at risk of developing more serious problems related to their health, safety and social-emotional well-being. Early Childhood Services focus on a variety of developmental needs. Youth Services focus on school attendance, skills training, juvenile delinquency prevention, and health for children ages 6 to 18. Family Services focus on prevention, education and support. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 94% 95% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 98% 98% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 99% 98% 90% % of respondents who report they are satisfied with the outcome of their services. 97% 95% 85% % of respondents who report the county does a good job of informing them how to obtain services. 97% 95% 85% % of postpartum women on WIC who initiate breastfeeding after giving birth. 75% 77% 75% # of children undergoing Birth to Three Developmental Screening in Minneapolis % of Adolescent Parent Program participants who delay future pregnancy. 86% 88% 90% Other Results, Accomplishments & Highlights 1. Worked with Community and County Partners to address Educational Neglect, Truancy, Curfew, and Low-Level Juvenile Offenses. 2. Integrated Services into the Community. 3. Worked to Reduce the Incidence of Child Abuse and Neglect. Human Services Human Services and Public Health Children, Youth and Families DESCRIPTION/RESULTS VI-32

289 Human Services and Public Health (500000) Children's Mental Health Center Number: Service Area Mission Statement The mission of the Children's Mental Health service area is to develop, manage and deliver, in a responsive and responsible manner, a continuum of services that provide access to appropriate and effective mental health resources for children, youth and families in Hennepin County. The Children s Mental Health area works actively to improve such services by participating in the development of a quality comprehensive mental health system. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 1,020,492 $ 771,000 $ 2,076,000 State 3,475,585 3,597,620 2,414,000 Local Fees and Services 1,981,055 3,072,700 1,550,000 All Other Revenues - - (126,500) Total $ 6,477,132 $ 7,441,320 $ 5,913,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 3,973,869 $ 4,857,401 $ 4,921,600 Commodities 21,127 18,000 19,000 Services 322, , ,300 Public Aid/Assistance 5,016,336 6,635,300 6,745,000 Furniture & Equipment Other Charges 172, , ,900 Total $ 9,506,408 $ 12,253,901 $ 12,176,800 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Manager Planning Analyst Psychologist Social Worker Comments Total Human Services Human Services and Public Health (500000) Children's Mental Health BUDGET/FTE VI-33

290 Human Services and Public Health Children's Mental Health Center Number: Service Area Description & Goals Children's Mental Health develops, manages and delivers a continuum of services that provide access to appropriate and effective mental health resources for children, youth and families in Hennepin County. It also acts as the fiscal agent for Local Collaborative Time Studies (LCTS) earnings and is the lead partner for the Children's Mental Health Collaborative. Most services end at age 18; however, children diagnosed with Severe Emotional Disturbance (SED) who continue school may be served until age 22. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. N/A N/A 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. N/A N/A 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. N/A N/A 90% % of respondents who report they are satisfied with the outcome of their services. N/A N/A 85% % of respondents who report that their child received the right services to meet their needs. 58% 56% 75% % of respondents who report the county does a good job of informing them about obtaining services. N/A N/A 85% % of respondents who report their child is better at handling daily life as a result of the services received. N/A 69% 69% % of respondents who report their child is better in school and/or work as a result of the services received. N/A 68% 69% % of respondents who report their child is better with family/friends as a result of the services received. N/A 68% 69% Other Results, Accomplishments & Highlights 1. Improved Access to Children's Mental Health Services. 2. Improved Quality of Children's Mental Health Services. 3. Improved Accountability of Children's Mental Health Services. Human Services Human Services and Public Health Children's Mental Health DESCRIPTION/RESULTS VI-34

291 Human Services and Public Health (500000) Community Early Intervention & Prevention Center Number: Service Area Mission Statement The mission of Community Early Intervention and Prevention is to champion healthy lifestyles and environments, and address health disparities. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 8,500 $ 41,000 $ - State 1,064,114 1,035,800 1,036,000 Local - 45,000 - Fees and Services 44,211 17,000 85,000 All Other Revenues (11,500) Total $ 1,117,013 $ 1,138,800 $ 1,109,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,470,670 $ 1,556,501 $ 1,675,131 Commodities 69,072 27,300 49,700 Services 290, , ,400 Public Aid/Assistance Furniture & Equipment Other Charges 73,666 62,700 83,000 Total $ 1,904,403 $ 1,963,701 $ 2,101,231 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Community Health Program Spec Program Support Planning Analyst Comments Total Human Services Human Services and Public Health (500000) Community Early Intervention & Prevention BUDGET/FTE VI-35

292 Human Services and Public Health Community Early Intervention & Prevention Center Number: Service Area Description & Goals Community Early Intervention and Prevention (CEIP) works with community organizations, schools, businesses, and cities in Hennepin County to promote health and to reduce chronic diseases such as diabetes, cancer, heart disease, and obesity. CEIP collaborates with organizations that share the vision of creating healthy places for residents to live, learn, work, and play. CEIP also provides resources for developing policies and programs that promote health. Results & Accomplishments 2006 Actual 2007 Est Est. # of professional participants in trainings/forums/conferences. (06 estimate & 07 budget) 4,000 4,500 4,500 # of school districts receiving technical assistance and program resources for physical activity and nutrition policies and programs. (06 estimate) # of worksites receiving technical assistance and program resources. (06 estimate) Other Results, Accomplishments & Highlights 1. Undertake Community Design Project. 2. Promoted the Work Program. 3. Promoted School Health Resources. Human Services Human Services and Public Health Community Early Intervention & Prevention DESCRIPTION/RESULTS VI-36

293 Human Services and Public Health (500000) Eligibility Supports Center Number: Service Area Mission Statement To provide assistance and financial support in a responsive and dignified manner in order to support people s efforts to better their lives. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 13,527,416 $ 15,833,500 $ 16,641,077 State 3,403,540 3,302,450 2,552,000 Local 30, Fees and Services 3,830,453 3,825,000 3,874,868 All Other Revenues 681, ,000 Total $ 21,472,478 $ 22,960,950 $ 23,228,945 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 25,082,399 $ 26,520,450 $ 29,325,128 Commodities 203, , ,000 Services 3,844,946 4,490,513 3,420,234 Public Aid/Assistance 8,246,785 10,944,500 9,822,000 Furniture & Equipment Other Charges 1,079,389 1,102,600 1,246,900 Total $ 38,456,593 $ 43,187,263 $ 43,941,262 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Accountant Supervisor Program Support Office Spec Planning Analyst Comments Total Human Services Human Services and Public Health (500000) Eligibility Supports BUDGET/FTE VI-37

294 Human Services and Public Health Eligibility Supports Center Number: Service Area Description & Goals Eligibility Supports (ES) administers federal and state programs to aid persons in need of financial or health care assistance. Programs include: Minnesota Family Investment Program (MFIP), General Assistance (GA), Minnesota Supplemental Aid (MSA), Minnesota Health Care Programs, and Food Support. In addition, ES administers a number of emergency assistance programs intended to prevent homelessness by resolving housing crises and providing temporary shelter for the homeless. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 44% 47% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 89% 89% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 79% 81% 90% % of respondents who report they are satisfied with the outcome of their services. 83% 82% 85% % of respondents who report the county does a good job of informing them how to obtain services. 73% 75% 85% % of Health Care clients with an application process > 60 days. 28% 24% N/A % of Cash Applications processed > 45 days. 13% 11% N/A % of reinstatements of all Cash Applications processed. Food Support Accuracy Rate. 38% 37% N/A 92.8% 92.4% N/A Other Results, Accomplishments & Highlights 1. Developed integrated service delivery models for complex and specialized health care cases. 2. Implemented new quality assurance and corrective actions to decrease error rates. 3. Expanded Triage for Non-Citizens pilot porgram, resulting in increased eligibility and case accuracy for these more complex cases. Human Services Human Services and Public Health Eligibility Supports DESCRIPTION/RESULTS VI-38

295 Human Services and Public Health (500000) Front Door Center Number: Service Area Mission Statement To provide a comprehensive and coordinated approach to serving the multiple needs of individuals and families and to establish the initial direction for the services and programs that should be coordinated to best meet the identified needs of each client. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 675,188 $ 704,000 $ 710,000 State 108, , ,000 Local Fees and Services 27,600-72,000 All Other Revenues 70,653 - (34,500) Total $ 881,512 $ 912,000 $ 876,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 8,316,500 $ 8,567,825 $ 8,885,320 Commodities 41,543 43,000 37,000 Services 304, , ,350 Public Aid/Assistance 43,295 60, ,000 Furniture & Equipment Other Charges 349, , ,000 Total $ 9,055,955 $ 9,341,375 $ 10,372,670 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Office Spec Planning Analyst Social Worker Comments Total Human Services Human Services and Public Health (500000) Front Door BUDGET/FTE VI-39

296 Human Services and Public Health Front Door Center Number: Service Area Description & Goals The Human Service Program provides general information and assistance to the public on a broad range of social services and consolidates several program intakes to assure consumers are quickly connected to the level of service that best meets their need. In addition, the Business Support Program is a resource for our business partners and county staff, providing access to financial and administrative assistance needed to obtain and maintain supports for children and adults seeking services. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. N/A N/A 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. N/A N/A 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. N/A N/A 90% % of respondents who report they are satisfied with the outcome of their services. N/A N/A 85% % of respondents who report the county does a good job of informing them how to obtain services. N/A N/A 85% Progress is made to meet identified needs on the Front Door plan for 80% of applicable areas. 91% 81% 81% Over 80% of cases closed at the Front Door will not reopen to a more intensive service level within 6 months. 92% 90% 90% % of Front Door clients whose living situation is appropriate to level of functioning. 82% 86% 86% Other Results, Accomplishments & Highlights 1. Performed Social Security Advocacy and Billing. 2. Expanded Mental Health Court Screening. 3. Implemented Community Alternatives to Regional Treatment (CART). Human Services Human Services and Public Health Front Door DESCRIPTION/RESULTS VI-40

297 Human Services and Public Health (500000) Housing and Homeless Initiatives Center Number: Service Area Mission Statement The Housing and Homeless Initiatives service area works to develop and maintain affordable housing options and supports for HSPHD target populations. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 852,328 $ 975,000 $ 975,000 State 3,974,850 3,692,000 5,605,500 Local Fees and Services All Other Revenues 875,000 - (11,500) Total $ 5,702,178 $ 4,667,000 $ 6,569,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,317,671 $ 1,325,700 $ 1,566,858 Commodities 1,266 4,000 6,000 Services 75,035 65,200 78,100 Public Aid/Assistance 7,071,591 7,473,644 9,618,500 Furniture & Equipment Other Charges 7,509 12,400 52,100 Total $ 8,473,072 $ 8,880,944 $ 11,321,558 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Planning Analyst Social Worker Comments Total Human Services Human Services and Public Health (500000) Housing and Homeless Initiatives BUDGET/FTE VI-41

298 Human Services and Public Health Housing and Homeless Initiatives Center Number: Service Area Description & Goals The work of the Housing and Homeless Initiatives service area is organized around two major housing priorities: 1. Conservation-to preserve and assure existing affordable housing by strategically allocating supports and resources to individuals and families at risk for housing disruption or homelessness. 2. Development-to create new housing and services that add to the existing inventory of affordable housing. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 85% 88% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 95% 100% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 89% 88% 90% % of respondents who report they are satisfied with the outcome of their services. 90% 96% 85% % of respondents who report the county does a good job of informing them how to obtain services. 77% 83% 85% % of tenant-based subsidies allocated to Hennepin residents per year. 100% 100% 100% % of clients discharged from the Traditional Housing Program obtain permanent housing. 50% 41% 41% % of long-term homeless clients served through Hearth Connection & Housing First Programs. N/A 87% 87% % of families participating in Project Connect. % of households served by Family Homelessness Prevention and Assistance Program. % of previously homeless households served by the Rapid Exit Program. Other Results, Accomplishments & Highlights 1. Implemented Housing First Initiative. 2. Expanded Efforts to End Homelessness. 3. Developed Housing Data System/Contracting for Outcomes. 80% 95% 95% 89% 98% 98% 96% 93% 93% Human Services Human Services and Public Health Housing and Homeless Initiatives DESCRIPTION/RESULTS VI-42

299 Human Services and Public Health (500000) Out of Home Placement Center Number: Service Area Mission Statement To promote the safety and stability of abused, neglected, emotionally disturbed, and delinquent children through the efficient use of out-of-home placement and community-based resources. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 11,982,693 $ 14,913,000 $ 13,761,000 State 12,966,064 13,311,000 13,311,000 Local Fees and Services 2,809,133 2,675,000 2,800,000 All Other Revenues ,000 Total $ 27,758,390 $ 30,899,000 $ 29,918,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,735,830 $ 1,368,316 $ 1,236,000 Commodities 5,326 5,300 4,000 Services 74,777 42,600 37,000 Public Aid/Assistance 57,638,366 52,950,475 53,093,000 Furniture & Equipment Other Charges 64,085 56,800 57,500 Total $ 59,518,384 $ 54,423,491 $ 54,427,500 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Manager Planning Analyst Social Worker Comments Total Human Services Human Services and Public Health (500000) Out of Home Placement BUDGET/FTE VI-43

300 Human Services and Public Health Out of Home Placement Center Number: Service Area Description & Goals Out of Home Placement (OHP) includes staff from both HSPHD and Hennepin County's Department of Community Corrections and Rehabilitation. OHP is responsible for the coordination, management, and analysis of the out-of-home placement system across departments for all Hennepin County youth in Residential Treatment Centers and group home settings. The primary functions of OHP include administrative oversight of the out-of-home screening process, authorizations, reviews, data/analysis and contract/financial management. Results & Accomplishments 2006 Actual 2007 Est Est. % of children who re-entered foster care or placement within 12 months of a prior placement episode. 17.0% 16.3% 16% % of children who were re-united with their parents or caretakers in less than 12 months from the time 87.7% 87.2% 87% of the latest removal from home. % of all children who exited care to a finalized adoption within 24 months. 43% 52% 52% % of children who had no more than two placement settings within 12 months. 75.1% 82.2% 82% Other Results, Accomplishments & Highlights 1. Standardized Screening Practices across HSPHD and DOCC. 2. Used data to develop policies related to expectations of provider performance. 3. Recommended policy change to require the use of the County Home School (CHS) for placement of all adjudicated delinquent youth who meet CHS criteria. Human Services Human Services and Public Health Out of Home Placement DESCRIPTION/RESULTS VI-44

301 Human Services and Public Health (500000) Public Health Protection Center Number: Service Area Mission Statement To protect the health of the public from illness and injuries associated with infectious diseases and environmental conditions (naturally occurring or man-made such as in a public health emergency or bioterrorist event) and to acquire and use data to support public health decision-making. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 8,546,880 $ 7,841,820 $ 9,031,400 State 1,222,512 1,016,832 1,155,600 Local 162, , ,000 Fees and Services 2,710,924 2,866,700 2,983,500 All Other Revenues 1,036, ,500 1,085,000 Total $ 13,678,728 $ 12,887,852 $ 14,413,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 9,454,443 $ 10,168,642 $ 11,011,220 Commodities 630, , ,090 Services 4,998,711 1,662,711 1,724,890 Public Aid/Assistance 3,702,792 3,404,500 4,536,500 Furniture & Equipment 86, ,800 51,300 Other Charges 359, , ,370 Total $ 19,232,491 $ 16,256,902 $ 18,245,370 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Nursing Office Spec Planning Analyst Social Worker Comments Total Human Services Human Services and Public Health (500000) Public Health Protection BUDGET/FTE VI-45

302 Human Services and Public Health Public Health Protection Center Number: Service Area Description & Goals Public Health Protection (PHP) protects the public from illnesses and injuries associated with infectious diseases and environmental conditions including naturally occurring or man-made public health threats and emergencies. It acquires and uses data to support public health decision-making and accomplishes its work through: Surveillance, Investigations, Prevention and Implementation. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. N/A N/A 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. N/A N/A 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. N/A N/A 90% % of respondents who report they are satisfied with the outcome of their services. N/A N/A 85% % of respondents who report the county does a good job of informing them how to obtain services. N/A N/A 85% % of Baby Tracks babies with up-to-date vaccinations. % of Ryan White-funded service users who have completed a visit with their primary care provider within the previous six months. 88% 92% 92% 65% 85% 85% % of code 3 ambulance responses under 10:59 minutes. 94% N/A 94% Other Results, Accomplishments & Highlights 1. Develop Emergency Response Plan. 2. Merge Public Health Clinics. 3. Analyze SHAPE Data. Human Services Human Services and Public Health Public Health Protection DESCRIPTION/RESULTS VI-46

303 Human Services and Public Health (500000) Resource Development Center Number: Service Area Mission Statement To increase the effectiveness of human service delivery and the economic vitality of the region by connecting community and government resources. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 2,414,762 $ 1,387,771 $ 2,396,733 State 2,212,584 2,645,533 2,360,000 Local - 12,000 - Fees and Services 5,732 68,000 25,000 All Other Revenues 800,521 - (92,000) Total $ 5,433,599 $ 4,113,304 $ 4,689,733 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,529,820 $ 2,611,100 $ 2,568,000 Commodities 17,365 12,000 12,000 Services 480, , ,500 Public Aid/Assistance 1,153, ,900 1,302,400 Furniture & Equipment Other Charges 4,908,739 3,629,840 4,075,740 Total $ 9,089,910 $ 7,446,240 $ 8,408,640 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Nursing Planning Analyst Psychologist Social Worker Comments Total Human Services Human Services and Public Health (500000) Resource Development BUDGET/FTE VI-47

304 Human Services and Public Health Resource Development Center Number: Service Area Description & Goals Resource Development (RD) is made up of five programs that embrace a philosophy of community engagement and service delivery: Community Enterprises and Administration, Community Outreach, Street Case Management, Workforce and Economic Development, and Volunteer and Community Partnership. Results & Accomplishments 2006 Actual 2007 Est Est. Dollar value of volunteer services. (2007 YTD estimate) # of volunteers and interns participating in the HC Volunteer Programs Network. $292,934 $313,000 $313, N/A N/A Other Results, Accomplishments & Highlights 1. Expand Southside Community Directed Services Project (SSCDSP). 2. Expand Joint Community Police Project (JCPP). 3. Develop Omniciye Project. Human Services Human Services and Public Health Resource Development DESCRIPTION/RESULTS VI-48

305 Human Services and Public Health (500000) Social Service Licensing Center Number: Service Area Mission Statement To support community safety and stability for clients, and provide safe, affordable child care, through the provision of child and adult foster care and licensed and legally unlicensed child care homes. The purpose of Social Service Licensing is to recruit, license, monitor, train, and maintain child and adult foster homes, and child care homes for children and vulnerable adults. All licensing is per Minnesota statutes. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 135, , ,000 All Other Revenues 3,256 2,000 (6,500) Total $ 139,088 $ 173,000 $ 157,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 4,496,209 $ 4,763,929 $ 4,868,600 Commodities 16,139 21,600 19,000 Services 473, , ,500 Public Aid/Assistance Furniture & Equipment Other Charges 167, , ,400 Total $ 5,153,581 $ 5,401,829 $ 5,524,500 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Manager Office Spec Social Worker Comments Total Human Services Human Services and Public Health (500000) Social Service Licensing BUDGET/FTE VI-49

306 Human Services and Public Health Social Service Licensing Center Number: Service Area Description & Goals According to state rule and statutes, Social Service Licensing (SSL) manages the licensing of adult and child foster care homes; home-based child care facilities; and registered, legally unlicensed homes. Results & Accomplishments 2006 Actual 2007 Est Est. % of licensed family-based child care providers with substantiated child protection complaints. 0.7% N/A 0.7% Substantiated licensing complaints as a percent of family-based child care providers. 3.6% N/A 3.6% Substantiated neglect and abuse complaints against Child Protection Facility Reports 40% N/A 40% as a percent of complaints assigned for investigation. % of complaints assigned for investigation to Child Care Licensing Staff that are found to have occurred. 49% N/A 45% Child Foster Care Recruitment Grant (CFCRG) net revenue over staff costs. $117,020 $70,212 $70,212 # of CFCRG grant category applications over base/targets received # of CFCRG grant category applications over base/target licensed # of hours of CFCRG qualified foster family training over base Other Results, Accomplishments & Highlights 1. Target Foster Home Recruitment. 2. Expand PC Tablet Use. 3. Implement Training for Foster and Child Care Homes. Human Services Human Services and Public Health Social Service Licensing DESCRIPTION/RESULTS VI-50

307 Human Services and Public Health (500000) Veterans' Service Center Number: Service Area Mission Statement To secure federal and state medical and financial benefits for county veterans and to help them achieve safety, stability and self-reliance. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 6,468 $ 9,400 $ 10,000 State 5, Local Fees and Services All Other Revenues Total $ 12,068 $ 9,400 $ 10,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 271,423 $ 348,405 $ 455,617 Commodities 1,865 2,900 2,800 Services 13,149 26,800 24,900 Public Aid/Assistance Furniture & Equipment Other Charges 15,090 22,300 25,400 Total $ 301,527 $ 400,405 $ 508,717 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Veterans Service Rep Comments Total Human Services Human Services and Public Health (500000) Veterans' Service BUDGET/FTE VI-51

308 Human Services and Public Health Veterans' Service Center Number: Service Area Description & Goals Veterans' Service (VS) helps to secure federal and state medical and financial benefits for county veterans, with an emphasis on serving homeless, elderly, disabled, and recently discharged war veterans and their families. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 95% 100% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 100% 100% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 100% 100% 90% % of respondents who report they are satisfied with the outcome of their services. 100% 95% 85% % of respondents who report the county does a good job of informing them how to obtain services. 100% 96% 85% % of MN National Guard troops returning from Iraq that are enrolled in VA Health Care N/A 100% 100% % of county homeless veterans served at MN StandDown who receive follow-ups within 1 year. 53% 47% 50% % of veterans awarded VA compensation,va pension, and state veterans assistance. 89% 92% N/A Other Results, Accomplishments & Highlights 1. Assist Iraqi Veterans. 2. Implement Project Independence. 3. Conduct Homeless Outreach. Human Services Human Services and Public Health Veterans' Service DESCRIPTION/RESULTS VI-52

309 Human Services and Public Health (500000) Work Supports Center Number: Service Area Mission Statement To provide employment opportunities, training and supportive services to job seekers, with a emphasis on unemployed, underemployed, and economically disadvantaged residents of Hennepin County. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 51,986,144 $ 73,336,345 $ 56,578,750 State 26,536,111 21,443,552 32,217,000 Local Fees and Services 584, , ,000 All Other Revenues 228, , ,000 Total $ 79,334,734 $ 95,173,497 $ 89,404,750 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 6,554,085 $ 6,588,200 $ 6,914,432 Commodities 37,992 66,000 29,000 Services 942,708 1,209, ,359 Public Aid/Assistance 75,267,777 86,905,708 80,936,202 Furniture & Equipment Other Charges 261, , ,900 Total $ 83,064,223 $ 95,039,380 $ 89,050,893 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administration Program Support Planning Analyst Psychologist Social Worker Comments Total Human Services Human Services and Public Health (500000) Work Supports BUDGET/FTE VI-53

310 Human Services and Public Health Work Supports Center Number: Service Area Description & Goals The Work Supports (WS) Service Area provides programs, client support services, and funding to individuals required to participate in work-related activities as a condition of receiving public assistance. Programs include the Minnesota Family Investment Program (MFIP), Food Support Employment & Training (FSET), Diversionary Work Program (DWP), and Family Stabilization Services (FSS). These supports help participants to obtain or retain suitable employment and move to economic independence. Results & Accomplishments 2006 Actual 2007 Est Est. % of respondents who report they are satisfied with access to services with respect to wait times. 71% 88% 85% % of respondents who report they are satisfied with access to services with respect to language/literacy. 94% 93% 90% % of respondents reporting satisfaction with services regarding respectful and courteous treatment. 88% 93% 90% % of respondents who report they are satisfied with the outcome of their services. 85% 93% 85% % of respondents who report the county does a good job of informing them how to obtain services. 85% 93% 85% % of MFIP Employment Services participants who are currently employed. 44% 43% 43% % of MFIP participants leaving MFIP Cash Assistance (CA) because of employment. 24% 25% 25% % of MFIP participants who are still working 180 days after obtaining a job. 90% 86% 86% % of MFIP participants working 30 hours or more a week or off of MFIP CA 3 years after enrollment. 67% 68% 68% % of DWP participants who terminated in month 4 and do not go on to MFIP in month 5. 63% 44% 44% Other Results, Accomplishments & Highlights 1. Increase Diversionary Work Program (DWP). 2. Reduce Basic Sliding Fee Child Care Assistance Wait List. 3. Increase Minnesota Family Investment Program (MFIP) Work Activities. Human Services Human Services and Public Health Work Supports DESCRIPTION/RESULTS VI-54

311 General Government (600000) General Government Mission Statement To provide legislative direction, administrative support, and general services for the efficient operation of county business and the effective management of county programs. General Government Description and Goals The County Board of Commissioners determines county policy. Administrative responsibility is delegated to the County Administrator. The remaining program departments in General Government result from statutory requirements or provide necessary management service functions. The General Government departments further the county's vision statement as well as the accompanying overarching goals by directing, administering, planning, facilitating, assisting and coordinating the services and activities provided by all county departments. The General Government departments include activities in the County Revenue Fund, the Debt Retirement Fund and Internal Services Funds. Budget by Department 2006 Actual 2007 Budget 2008 Budget Commissioners $ 2,197,308 $ 2,423,669 $ 2,656,263 County Administration 5,737,367 5,609,355 4,240,425 County Assessor 3,101,061 3,327,022 3,684,984 Budget and Finance 3,192,121 3,633,308 3,687,490 Research, Planning & Development 1,226,251 5,997,095 5,331,625 Information Technology (County Revenue Portion Only) Property Services Taxpayer Services Human Resources Public Affairs Internal Audit General County Purposes Debt Retirement Ballpark Debt Service 14,450,549 19,431,968 19,695,115 30,336,767 33,095,445 38,792,408 26,336,812 28,257,662 37,329,285 7,142,381 7,443,068 7,799,434 1,922,716 2,060,781 2,202,338 1,333,741 1,503,569 1,639,158 8,140,623 19,785,218 30,378,641 50,982,556 64,815,065 98,824,782-4,000,000 23,000,000 Total $ 156,100,253 $ 201,383,225 $ 279,261,948 Budgeted Positions (FTE) by Department 2006 Budget 2007 Budget 2008 Budget Commissioners County Administration County Assessor Budget and Finance Research, Planning & Development Information Technology (Includes IT Internal Service Funds) Property Services Taxpayer Services Human Resources Public Affairs Internal Audit General County Purposes Debt Retirement Ballpark Debt Service Self Insurance (Internal Service Fund) Budgeted Positions , ,147.3 Hennepin County General Government BUDGET SUMMARY

312 HENNEPIN COUNTY, MINNESOTA GENERAL GOVERNMENT MULTIPLE FUNDS GENERAL GOVERNMENT PROGRAM BUDGET HIGHLIGHTS The General Government Program includes the county s administrative staff functions, along with the budgets for debt service and contingency. The mission of the departments in General Government is to provide direction, administrative support, and general services for the efficient operation of county business and the effective management of county programs. General Government departments include the Board of Commissioners, County Administration, County Assessor, Budget and Finance, Research, Planning & Development, Information Technology (including both the county revenue fund operations as well as the internal services fund operations), Property Services, Taxpayer Services, Human Resources, Public Affairs, Internal Audit, General County Purposes, the Self-Insurance Internal Services Fund, the Debt Retirement Fund, and the Ballpark Debt Retirement Fund. Note that County Administration includes Intergovernmental Relations, Labor Relations, and the Criminal Justice Coordinating Committee, while General County Purposes includes the Examiner of Titles, the Municipal Building Commission and Purchasing and Contract Services General Government Budgeted Positions 1, , , , , , , Full-time Equivalents (FTEs) The General Government Program 2008 budget (excluding debt retirement) is $157.4 million, an increase of $24.9 million (18.8%) from the 2007 adjusted budget of $132.6 million. The program will operate with 1,147.3 full-time equivalent (FTE) positions in 2008, a net increase of 93.0 FTE positions from the 2007 adjusted budget. Note that a narrative discussion regarding Debt Retirement is provided in a separate section of this document. See pp. VII-78 to VII-81. The 2008 General Government Program budget supports six major themes including customer service, community engagement, preparing our employees for now and the future, investment in critical infrastructure, management systems and performance management, and maintaining the financial health of the county. Highlights addressing these themes in the General Government budget follow. VII-2

313 Organizational Changes: Research, Planning & Development An organizational change occurred during The Strategic Initiatives and Community Engagement Department has been renamed to Research, Planning & Development and reorganized to strengthen research, planning and development. As part of this strategy, the Business Intelligence Program, previously part of County Administration, will report to Research, Planning & Development. The operations of the School Success program which include community coordinators, education success contracts and youth development operations and contracts will move to the Human Services and Public Health Department with continued emphasis on cross-system initiatives. The resulting 2008 budget for Research, Planning & Development is $5.3 million with a total compliment of 24.0 FTEs. APEX APEX is a multi-year, countywide business and technology project with a $9.5 million budget in The objective of this project is to replace the county's 20-year-old FARS financial system and Payroll/Personnel system with industry best practices embedded in new technologies resulting in a foundation for future technology and business initiatives is the second year of this initiative and will be supported by 25.0 FTEs; a 12.0 FTE increase over Property Services The 2008 Property Services budget totals $38.8 million, with an authorized staffing complement of FTEs. The 2008 budget includes an additional 65.0 FTEs and $5.7 million in expenditures over the 2007 budget. Along with increases in staff costs and six new positions, the integration of the Minneapolis Public Library System is prominent to the overall budget increase of 17.2%. Resolution no , the consolidation of the Minneapolis Public and Hennepin County library systems, included an additional 59.0 FTEs and $3.0 million of operational costs. Other major initiatives include the McGee Building Public Defender Relocation project increasing the need for $860,000 of rental expense. Other key results and priorities for 2008 include the development and implementation of facilitybased energy policies and programs with the addition of an Energy Coordinator position; the hiring of a Project Architect to facilitate numerous building and space alternatives; firming up the Information Desk & Reception staff and other administrative staff; and, several strategies to enhance customer service, maintain fiscal responsibility, improve internal processes, and promoting learning and growth opportunities. Information Technology (IT) The county s IT department includes the County Revenue Fund operations ($19.7 million and FTEs), the IT Operations Internal Services Fund ($41.7 million and FTEs) and the Central Services Internal Services Fund ($6.9 million and 26.0 FTEs). In total, the 2008 authorized staffing complement for IT is FTEs, an increase of 8.0 FTEs, and the operating costs increased $7.5 million or 12.2 percent. Most of the increase is in the IT Operational budget due to a $2.7 million transfer into the Wireless Enterprise Pooled Minutes Plan for the 2008 budget. This is the result of consolidating countywide wireless expenses, resulting in an overall decrease to Hennepin County's wireless expenses of $561,000 annually. The 2008 personal services budget is increasing by $1.4 million representing an additional 8.0 FTEs. The increased FTE compliment include 3.0 FTEs for the Enterprise Services desk, a project manager, a change management position, 2.0 FTEs to support Enterprise Computing and Operations and additional support staff for Network Services. VII-3

314 In 2008, the IT Department will continue to implement changes recommended in the Information Technology Strategic Plan developed in Specific initiatives for 2008 include: enhancing Enterprise Risk Management services, deployment of a unified messaging system, increasing bandwidth, adding wired and wireless connectivity to at least six new locations, implementation of a new County Board resolution tracking system, continued rollout of Enterprise Help Desk support and expansion of Desktop Deployment services. Through key initiatives that are driven by county lines of business, the IT Department is transforming itself into a technology service provider to the Hennepin County enterprise. Taxpayer Services The Taxpayer Services Department is comprised of nine divisions: Survey, Public Records, Service Centers, Elections, Property Tax, Geographic Information Services (GIS), Administrative Services, Direct Access to Records and Taxation (DART), and Information Technology Services. The department s overall 2008 budget totals $37.3 million with FTEs. This is a budget increase of $9.1 million over the 2007 budget of $28.2 million, a 32% increase. The increase of 5 FTEs is the net result of fully complimenting 13 FTEs dedicated to the DART project. Many positions were reallocated from Taxpayer Services Information Technology Division. The $9.3 million DART budget for 2008 is funded entirely by technology and unallocated fees collected with document recordings. The 2008 budget also includes major software and hardware expenses for replacing the Property Information System (PINS). MN Statute requires the County Recorder to report compliance with statutory document recording deadlines for the previous year with their requested budget submissions. For 2007, the statute requires 60% of documents to be recorded within 15 days. The Public Records Division has been exceeding this requirement, recording 99% of all documents within 11 days. The Service Centers Division provides a variety of motor vehicle, driver s license, passport, birth, death, and marriage certificates, and other state and local registration services and licensing functions to citizens of Hennepin County. There are seven locations throughout the county including Ridgedale, Southdale, Eden Prairie, Maple Grove, Brookdale, Midtown and downtown Minneapolis. Currently, the centers provide over 40 services, and continue to experience a growing volume in the number of transactions performed (see chart below). 1,100,000 1,000,000 Service Centers - Total Number of Transactions 918,726 1,034,200 1,075, , , , , , Actual 2007 Estimate 2008 Estimate VII-4

315 HENNEPIN COUNTY, MINNESOTA GENERAL GOVERNMENT MULTIPLE FUNDS GENERAL GOVERNMENT PROGRAM APPROVED BUDGET REVENUES General Government departments and activities make up more than 30% of the county s General Fund and 100% of Debt Service Fund revenues and expenditures. The table below compares major budgeted revenue in 2007 and 2008 for the departments within General Government. General Government s budgeted 2008 revenues total $279,261,948 a 38.7% increase of $77,878,723 from the 2007 adjusted budget of $201,383,225. The major increase is represented in the Other category which includes debt service and use of fund balance. There are several major initiatives that are being funded in 2008 such as the replacement of the county s 20-year-old accounting and human resource systems, the 25-year-old property tax system, and further updating of the county s website Adjusted % of Total 2008 Budget Amount % of Total Increase/ (Decrease) % Increase/ (Decrease) REVENUE SOURCE Amount Property Taxes $136,441, % $145,798, % $9,357, % Other Taxes 2,000, % 2,000, % $0 0.0% Federal 123, % 126, % $3, % State/Local 41, % 43, % $2, % Fees and Services 26,369, % 28,453, % $2,084, % Other 36,408, % 102,839, % $66,431, % TOTAL GENERAL GOV $201,383, % $279,261, % $77,878, % Current Property Taxes General Government is comprised largely of policy, administrative, and support services departments funded primarily through property tax assessments. There is limited availability for outside resources to fund the activities and functions of these departments other than Property Tax, Debt or Use of Fund Balance. As shown in the table above, property taxes finance 52.2% of the 2008 General Government Program. Other Taxes Other Taxes include the county s General Fund proportionate share (3.0%) of fees collected by the Taxpayer Services Department for two services: mortgage registrations and deed registrations. Based on the projected volume of mortgage transactions, Taxpayer Services anticipates $900,000 from the deed registration fee and $1,100,000 from the mortgage registration fee. Federal Federal revenue in 2008 is from the US Department of Justice Juvenile Accountability Block Grant (JABG) administered through the Criminal Justice Coordinating Committee (CJCC). State/Local The 2008 State/Local revenue of $43,545 is a portion of The Criminal Justice Coordinating Committee expenditures due from the City of Minneapolis. VII-5

316 Fees and Services There is $28.4 million of revenue budgeted in 2008 from fees charged for services, accounting for 10.2% of General Government s total revenues. Taxpayer Services, the Assessor s Office, and Information Technology generate fees for the services they provide. Taxpayer Services estimates $24.0 million will be generated in 2008 from service center activities, public records and its other divisions. These fees account for 85.7 percent of all General Government fee and service revenues. Specific 2008 Taxpayer Services revenue includes: $7.0 million in fees for recording torrens and abstract certificates is reserved by state statute for specific document recording process improvements and technologies meant to improve customer service and decrease the time needed to record real estate documents. Taxpayer Services has a new division, Direct Access to Records and Taxation (DART) to manage the majority of these new technologies. $5.0 million from the county s seven service centers for motor vehicle, drivers, and business licenses. $4.6 million from County Recorder fees for recording torrens and abstract certificates. $4.2 million from the county s seven service centers. Over $4.0 million is revenue generated from the sale of passports, passport photographs, and postage for special handling. $2.5 million in other Taxpayer Services fees including revenue collections for preparing property tax data records/files and fees for requested services and activities performed by the Property Tax Division (special assessments, delinquent tax publications, etc.). $0.4 million through various Surveyor fees, including charges to other governmental jurisdictions to partially reimburse the Surveyor for updating and maintaining digital imagery. The County Assessor generates most of its revenues by charging jurisdictions for assessment services to recover costs. The 2008 County Assessor budget includes $1.7 million in revenues for assessments provided to 25 jurisdictions within the county. The Hennepin County Information Technology Department s (IT) 2008 budget includes fee revenues of $2.2 million. This revenue is primarily generated by the systems and programming charges to county departments for the services provided by IT, with the balance generated by services provided to non-county customers (including the State of Minnesota District Court). Other Revenues Other revenues, totaling $102.9 million, make up 36.8% of General Government s 2008 revenue. This is a significant budget increase of $66.5 million over the 2007 budget of $36.4 million, representing an increase of 182.6%. This increase is due to funds available for debt service, the use of fund balance, and sales tax revenue for the following initiatives: $30 million in debt service (Note that $42 million of outstanding debt will be paid in 2008 with the 2006A crossover refunding bond sale proceeds which are currently held in escrow). $7.5 million in Use of Fund Balance to replace the county s 20-year-old accounting and human resource system. $5 million in Use of Reserve/Designated Fund Balance for new technologies reserved by state statute for specific document recording process improvements and technologies in Taxpayer Services. $19 million in sales tax revenue generated for ballpark debt retirement. VII-6

317 A significant portion, $9.5 million, of Property Services $11.6 million 2008 budget in other revenue is from building charges, which include billings to non-county Revenue Fund departments (e.g. Human Services, enterprise departments) and non-county agencies (e.g. State of Minnesota) for the space their programs occupy in county facilities. In 2008, this budget increased by $3.0 million from the 2007 adjusted budget of $8.2 million as a result of the Hennepin County Library merger with City of Minneapolis. Additional revenue comes from employee contract and public parking, vending machine operations, security services (including those provided to the Municipal Building Commission) and engineering services to the Hennepin County Energy Center. Additional other revenues in General Government are generated by Public Affairs for broadcasting public meetings and providing services to other departments, Information Technology for administrative and overhead costs, Budget and Finance for investment services fees, Intergovernmental Relations for contract lobbying activities and for the Municipal Building Commission from sales of steam/energy, rent charges, and services that are provided to noncity and non-county customers General Government Revenue Other 18% Property Taxes 68% Fees and Services 13% State/Local 0% Other Taxes 1% Federal 0% Total Revenues $201.3 Million 2008 General Government Revenue Other 37% Property Taxes 52% Fees and Services 10% State/Local 0% Federal 0% Other Taxes 1% Total Revenues $279.2 Million VII-7

318 Commissioners (680000) General Government County Revenue Fund Department Mission Statement The mission of Hennepin County is to enhance the health, safety and quality of life of our residents and communities in a respectful, efficient and fiscally responsible way. Resolution no A Adopted May 7, Vision Statement We envision a future where residents are healthy and successful and where our communities are safe and vibrant. We will strive to meet and exceed expectations by engaging people and communities in developing innovative solutions to challenges. We will be a diverse, learning organization. We will partner with others to enhance the quality of life in Hennepin County and the region. Resolution A Adopted May 7, Description The county operates under the board of commissioners-administrator form of government. Policy making and legislative authority are vested in the Board of Commissioners which consists of seven members. Their legislative powers are conferred on them by general state statutes which apply to county governments and special statutes applying to Hennepin County (M.S. 383B). The board is elected to four-year overlapping terms on a non-partisan basis. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 600 Total $ 600 $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,953,434 $ 2,077,348 $ 2,311,263 Commodities 21,984 28,600 29,000 Services 163, , ,000 Public Aid/Assistance Furniture & Equipment Other Charges 57,931 96,071 96,000 Total $ 2,197,308 $ 2,423,669 $ 2,656,263 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Elected Officials Board Staff Clerk to the Board Budgeted Positions General Government Commissioners (680000) BUDGET SUMMARY

319 County Administration (610000) General Government County Revenue Fund Department Mission Statement The mission of Hennepin County Administration is to implement County Board policies and state statutes, to promote county interests with other governmental agencies, and to provide direction to departments to achieve the county's overarching goals. Department Description and Goals The County Board of Commissioners determines county policy. Administrative responsibility is delegated to the County Administrator. The other General Government departments result from statutory requirements or provide necessary management service functions. The departments further the county's vision statement as well as the accompanying overarching goals by directing, administering, planning, facilitating, assisting and coordinating the services and activities provided by all county departments. General Government departments include activities in the County Revenue Fund, the Debt Retirement Fund and Internal Services Funds. Results, Accomplishments and Highlights Federal revenues appearing in County Administration are passed through the Criminal Justice Coordinating Committee (CJCC) from the federal Juvenile Accountability Block Grant (JABG). Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 148,734 $ 123,846 $ 126,846 State Local 30,000 41,000 43,545 Fees and Services All Other Revenues 128, , ,000 Total $ 306,734 $ 292,846 $ 412,391 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,872,105 $ 2,333,292 $ 2,129,229 Commodities 26,374 1,225,756 20,556 Services 3,709,933 1,818,924 2,031,394 Public Aid/Assistance Furniture & Equipment 10, ,553 3,000 Other Charges 118, ,830 56,246 Total $ 5,737,367 $ 5,609,355 $ 4,240,425 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget County Administrator Deputy County Administrator Professional Staff Support Staff Budgeted Positions General Government County Administration (610000) BUDGET SUMMARY

320 County Assessor (674000) General Government County Revenue Fund Department Mission Statement The mission of the Hennepin County Assessor's Office is to serve the taxpayers of Hennepin County by valuing and classifying real property in an accurate and equitable manner as prescribed by the statutes of the State of Minnesota. Overarching Goals 1) Provide for and oversee that valuations are accurate and uniform throughout Hennepin County and defensible in Minnesota Tax court. 2) Provide for and oversee that classifications are uniformly administered throughout Hennepin County. 3) Engage taxpayers in the assessment/appeal process by providing information through Internet, publications, surveys and educational opportunities. 4) Manage departmental resources, including revenues from providing assessment services to contract cities. Key Results 1) Property valuations that are uniform for each municipality in Hennepin County and reflective of market conditions. 2) Statutory compliance and uniform assessment practices. 3) Stable tax base with uniform distribution of tax levies. 4) Informative and understandable assessment practices that engages taxpayers in the process. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 1,351,721 1,417,100 1,677,100 All Other Revenues 250 5,000 5,000 Total $ 1,351,971 $ 1,422,100 $ 1,682,100 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,823,989 $ 3,047,272 $ 3,355,184 Commodities 10,845 12,400 15,900 Services 243, , ,050 Public Aid/Assistance Furniture & Equipment 2,423 4,000 2,500 Other Charges 20,785 23,800 26,350 Total $ 3,101,061 $ 3,327,022 $ 3,684,984 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget County Assessor Assistant County Assessor Appraisers Assessment Technicians Senior Information Technology Specialist Clerical Budgeted Positions General Government County Assessor (674000) BUDGET SUMMARY

321 County Assessor (674000) General Government County Revenue Fund Department Strategic Objectives Customer: Well informed and engaged taxpayers/customers. Provide information about assessments and the process via Internet, publications, surveys and an understandable and accessible appeal process. Respond to taxpayers' questions in a timely and competent manner. Use the appeal process to solve problems and to serve and educate property owners. Support county initiatives by providing property related and tax expertise to departments and government agencies. Finance: Effectively manage departmental resources. Maintain revenues by providing assessment services to cities under contract. Recover 100% of costs associated with contract services. Provide for a strong, stable tax base that is defensible in Minnesota tax court. Internal Process: Provide accurate and uniform assessments throughout Hennepin County. Modify and automate valuation functions and use technology to improve assessment quality and uniformity as measured by statistical tests. Learning & Growth: Recruit and retain qualified and knowledgeable staff. Support and participate in the development of educational opportunities through professional organizations. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Results of customers satisfaction survey/pamphlet. Number of hits on the internet site. # Local Board Appeals 98% 99% 100% 6,407,912 7,924,707 8,300, Finance Measures: Cost per parcel under contract Time per appraisal for contract parcels (hours) # Parcels under Contract $16.50 $16.75 $ ,963 68,174 69,000 Internal Process Measures: Sale ratio studies of suburban median ratio (residential) Suburban residential coefficient of dispersion. Total number of tax court petitions filed. Learning & Growth Measures: Percentage of appraisal staff with Accredited or Senior Accredited licensure 95.7% 95.8% 95.0% % 48.0% 52.0% General Government County Assessor (674000) OBJECTIVES/MEASURES

322 County Assessor (674000) General Government Center Number: Department Description & Goals The Assessor analyzes and compares sales with the estimated market value to facilitate assessments. Detailed instructions, assistance in the field, and computer assisted assessments aid appraisers with complex properties and achieving statutory compliance. The Assessor contracts with other county jurisdictions to provide assessment services, including: re-appraisals, new construction appraisals, analysis of property not inspected, and administration of classification systems. Results & Accomplishments 2006 Actual 2007 Est Est. Number of Parcels (including Minneapolis) 408, , ,000 Number of Parcels (excluding Minneapolis) 285, , ,000 Number of Parcels under contract 68,174 78,967 80,000 Cost Per Parcel under contract $18.38 $19.57 $19.00 Number of New Construction Parcels under Contract 3,787 3,480 4,500 Percent of Contract Appraisal Cost Recovered 100% 100% 100% Number of Classification Abatements Received 1,741 1,658 1,700 Total Number of Valuation Abatements Total Number of Co. Board of Equalization Appeals Other Results, Accomplishments & Highlights There are 23 jurisdictions contracting with Hennepin County for local assessment services in 2006, up from 19 in In 2004, the cities of Greenfield, Rogers and Hopkins, as well as the Township of Hassan, elected to contract with Hennepin County; and the City of Greenwood requested services for The Assessor's Office continues to invest in technology and automation to improve operations and efficiencies. The office has increased use of digital ortho arial photography, expanded its use of GIS, migrated from desktop to laptop PCs, used PDAs and began piloting slate technology. The office is also focusing on customer service and seeking customer feedback and suggestions. The Assessor's Office designed an internship program for St. Cloud State University's Real Estate Majors. This program has been a valuable resource to help meet physical inspection requirements. General Government County Assessor (674000) DESCRIPTION/RESULTS

323 Office of Budget and Finance (650000) General Government County Revenue Fund Department Mission Statement To ensure that the financial health, working capital, and financial and credit conditions of Hennepin County are sound. To support countywide and business line strategic objectives through effective financial systems, consultation, analysis and reporting. Department Description and Goals The Office of Budget and Finance is responsible for the review and preparation of the annual operating and capital budgets, revenue and expenditure forecasting, legislative analysis, investments, debt and lease financings, credit reviews, general financial analysis, financial reporting, operation of the general accounting and payroll systems, and risk management services. These processes and disciplines support the prudent financial policies, strategies and decisions necessary to maintain a healthy financial condition. Results, Accomplishments and Highlights Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ 1 State Local Fees and Services 510, , ,400 All Other Revenues 11,471 10,000 10,000 Total $ 522,228 $ 490,400 $ 419,401 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,737,829 $ 3,032,058 $ 3,205,640 Commodities 66,055 27,200 27,200 Services 367, , ,750 Public Aid/Assistance Furniture & Equipment 1, Other Charges 19,362 49,600 48,900 Total $ 3,192,121 $ 3,633,308 $ 3,687,490 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Director Professionals Information Technology Accountants/Account Clerks Office Specialists Budgeted Positions General Government Office of Budget and Finance (650000) BUDGET SUMMARY

324 Research, Planning & Development (660000) General Government County Revenue Fund Department Mission Statement As a general government department, Research, Planning & Development's (RPD) mission is to provide research, planning and evaluation support for county-wide efforts under the direction of County Administration. Overarching Goals RPD provides strategic planning and leadership for countywide initiatives; conducts research and analysis to support countywide priorities; and disseminates relevant information to advance the county mission. RPD seeks to produce data to foster evidence-based practices, data driven public policy and cost-effective, sustainable solutions. Key Results Develop and refine a broad-based research and planning agenda that includes: (1) research support for crossdepartmental activities and programs e.g. OMNICIYE redesign project, County Attorney s Education Neglect Intervention Program, and the Juvenile Detention Alternatives Initiative; (2) planning and coordination of community indicator and census data, and the county Citizen s Survey; (3) research, planning and leadership for the countywide education and homelessness public policy initiatives; and (4) countywide grants coordination and Business Intelligence/Balanced Score Card project management. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 935,359 $ 2,695,555 $ 2,608,179 Commodities 32,349 46,000 28,100 Services 216,746 3,213,390 2,631,861 Public Aid/Assistance Furniture & Equipment 10,866-11,000 Other Charges 30,931 42,150 52,485 Total $ 1,226,251 $ 5,997,095 $ 5,331,625 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Director Professional Staff Office Specialists Budgeted Positions General Government Research, Planning & Development (660000) BUDGET SUMMARY

325 Information Technology (630000) General Government Multiple Funds Department Mission Statement The Information Technology Department delivers products and services that meet the service delivery and integration needs of county departments and their partners and provides information and communication solutions that advance both tactical and strategic business needs. The county's technology needs are met with an effective and efficient infrastructure, emerging technologies, and associated services. Overarching Goals 1. The county is a leader at providing the right technology at the right time for business lines to meet their business objectives. 2. Hennepin County's mobile workforce is supported with tools and the technology infrastructure for anytime, anywhere access needs. 3. Hennepin County is able to conduct business electronically across departments and with their external business partners. 4. Hennepin County is able to function in an uninterrupted and reliable computing environment. Key Results 1. Provide a flexible infrastructure for new technologies. 2. Install and support technologies necessary for anytime, anywhere access. 3. Enable re-engineering, point of service automation, and data sharing. 4. Ensure a safe, secure, and recoverable computing environment. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 500, Local Fees and Services 2,308,250 2,455,719 2,235,015 All Other Revenues 898,360 1,695,332 1,657,203 Total $ 3,706,610 $ 4,151,051 $ 3,892,218 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 11,080,333 $ 13,818,803 $ 14,194,938 Commodities 65,515 27,500 29,300 Services 3,226,611 5,451,809 5,259,872 Public Aid/Assistance Furniture & Equipment 13,915 21,000 41,430 Other Charges 64, , ,575 Total $ 14,450,549 $ 19,431,968 $ 19,695,115 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions Comment: Budget by Major Revenue Category and Budget by Expenditure Category reflects County Revenue Fund only; the totals do not include the Internal Service Funds. The Position Summary totals do include both the County Revenue Fund and the Internal Service Funds. General Government Information Technology (630000) BUDGET SUMMARY VII-15

326 Information Technology (630000) General Government Multiple Funds Department Strategic Objectives Customer: (1) Improve value to our customers. (2) Improve collaboration with our customers. (3) Improve customer awareness of and access to our services. Finance: (1) Manage financial resources. Internal Process: (1) Deliver infrastructure to meet changing needs. (2) Provide secure and recoverable technical infrastructure. Learning & Growth: (1) Develop and evaluate employees in support of direction and goals. (2) Improve succession planning. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Avg point of service customer satisfaction IT customer suggestions accepted satisfied satisfied satisfied Finance Measures: IT expense variance IT revenue variance IT budget variance ($1,397,726) 0 0 $2,487, $3,884, Internal Process Measures: Security threats stopped IT resources on priority projects IT service availability 96.69% 90% 98% 60% 45% 45% 99.97% 99.86% 99.86% Learning & Growth Measures: On time performance reviews Employee improvement ideas 95% 100% 100% General Government Information Technology (630000) OBJECTIVES/MEASURES VII-16

327 Information Technology (630000) Development/CIO/Enterprise Risk Mgmt Center Number: Division Mission Statement IT Development Division is dedicated to the delivery of information solutions that advance the tactical and strategic business objectives of customers. We specialize in solutions that address both enterprise and department needs. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 500, Local Fees and Services 2,308,250 2,455,719 2,235,015 All Other Revenues 898,360 1,695,332 1,657,203 Total $ 3,706,610 $ 4,151,051 $ 3,892,218 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 11,080,333 $ 13,818,803 $ 14,194,938 Commodities 65,515 27,500 29,300 Services 3,226,611 5,451,809 5,259,872 Public Aid/Assistance Furniture & Equipment 13,915 21,000 41,430 Other Charges 64, , ,575 Total $ 14,450,549 $ 19,431,968 $ 19,695,115 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Chief Information Officer Deputy Information Officer/ CTO IT Division Manager IT Managers/Supervisors Information Technology Specialists Support Comments Total General Government Information Technology (630000) Development/CIO/Enterprise Risk Mgmt BUDGET/FTE VII-17

328 Information Technology Development/CIO/Enterprise Risk Mgmt Center Number: Division Description & Goals During the next several years, the division will deliver technology services that bind together and streamline the information flows between county departments and their external partners. While redirecting a portion of its resources to this new direction, the division will continue to design, develop, and support information technology solutions that improve the delivery of services in county departments. Results & Accomplishments 2006 Actual 2007 Est Est. % of actual vs. budgeted revenue Percentage hours spent on external projects Percentage hours spent on high priority projects 84% 100% 100% 84% 65% 65% 60% 50% 50% Other Results, Accomplishments & Highlights The Enterprise Risk Management division's accomplishments related to specific initiatives that include: - Creation of a Risk Architecture as it relates to vulnerability and penetration testing. - Formalization of applicable compliance requirements for Hennepin County. - Development of documentation to initiate the Policy Framework project. - Engagement of team to plan for IT Disaster Recovery. Enterprise Applications Services division has the following accomplishments: - Created electronic data exchanges for use between criminal justice and law enforcement agencies throughout Hennepin County. - Business Intelligence team focused on establishment of repeatable processes for data merger and data aggregation. Enterprise Project Management Office was established in 2006, and has performed a 60-day assessment and developed a 3-year strategy. General Government Information Technology Development/CIO/Enterprise Risk Mgmt DESCRIPTION/RESULTS VII-18

329 Information Technology (630000) Operations Center Number: Division Mission Statement IT Operations Division is dedicated to the delivery and integration of information technology products and services that meet the business needs of county departments and their service partners by providing the infrastructure, emerging technologies, and associated services. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ 890,744 $ - $ - State Local Fees and Services 36,651,571 34,784,010 41,743,588 All Other Revenues Total $ 37,542,315 $ 34,784,010 $ 41,743,588 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 9,042,457 $ 10,688,172 $ 12,047,890 Commodities 549, , ,135 Services 16,095,028 13,900,305 18,777,435 Public Aid/Assistance Furniture & Equipment Other Charges 9,327,531 9,997,533 10,577,127 Total $ 35,014,583 $ 34,784,010 $ 41,743,588 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Division Head Managers/Supervisors IT Specialists/Programmers Operations Analysts Support Comments Total General Government Information Technology (630000) Operations BUDGET/FTE VII-19

330 Information Technology Operations Center Number: Division Description & Goals IT Operations' infrastructure and technology services are critical elements in providing effective and efficient services throughout the County. As we continuously improve these services to keep pace with changing county needs, we will provide business value to our customers by focusing our efforts to: 1) Help our customers exploit the web to meet their business objectives 2) Create an environment that is secure and recoverable from cyber-attack and other disasters 3) Support the workforce with anytime, anywhere access 4) Provide our customers with collaboration tools. Results & Accomplishments 2006 Actual 2007 Est Est. Central Process Hours Disk Storage Space (megabyte days) Tape Storage Space (gigabyte days) IMS Transactions Network attached devices at year end Percent computer availability VOIP Telephone Lines Telecommuters 5,906 2,750 2, ,678, ,000, ,000,000 4,830,211 3,300,000 2,000,000 69,994,614 40,000,000 27,000,000 13,925 13,372 13, % 99.86% 99.86% 6,900 6,038 9, Other Results, Accomplishments & Highlights *Voice over IP (VoIP) will be deployed to 9,000 telephone lines by end of *Delivered video conferencing capabilities to the desktop by leveraging the VoIP architecture. *A new tool BMC Remedy, supporting automation of these best practices has been implemented and is in use countywide, replacing the unsupported Tivoli product. *ESD has taken on Single Point of Contact support for our first new customer (Public Works) as of April 30 with additional migrations planned for the balance of *Implemented virtual Windows servers to reduce data center requirements for power, cooling, floor space, while reducing the amount of time required to provision new Windows servers. *Implemented data mirroring between the Government Center Data Center and Washington Avenue Data Center for enhanced business continuance and disaster recovery. Established a second Internet Service Provider at WADC, providing increased bandwidth and fail-over redundancy. *Completed a major upgrade to Government Center Data Center's electrical, cooling, and power reliability. General Government Information Technology Operations DESCRIPTION/RESULTS VII-20

331 Information Technology (630000) Central Services Center Number: Division Mission Statement To support county departments with cost effective services including mail handling, document production, receiving and distribution, and disposal of surplus property. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 1,705,749 1,775,950 1,334,618 All Other Revenues 5,390,463 4,958,735 5,643,049 Total $ 7,096,212 $ 6,734,685 $ 6,977,667 Budget by Expenditure Category 2006 Budget 2007 Budget 2008 Budget Personal Services $ 1,625,282 $ 1,570,740 $ 1,692,706 Commodities 434, , ,000 Services 4,711,371 4,414,400 4,601,800 Public Aid/Assistance Furniture & Equipment Other Charges 360, , ,161 Total $ 7,131,571 $ 6,734,685 $ 6,977,667 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Central Services Manager Supervisors/Managers Production Publishing System Operators Stock Clerks Drivers Mail Clerks Principal Office Specialists Total Comments Select Major Program Information Technology (630000) Central Services BUDGET/FTE VII-21

332 Information Technology Central Services Center Number: Division Description & Goals Central Services, operating as an internal services fund, provides support to county departments through several units: 1. Mail Center - handles incoming and outgoing U.S. Mail and interoffice mail. 2. Document Production - handles printed materials using a mix of internal and external resources. 3. Receiving & Distribution - receives and distributes materials with the Government Center and to outlying county facilities. 4. Surplus Property - disposes of surplus equipment for departments. Results & Accomplishments 2006 Actual 2007 Est Est. Mail Services: Outgoing Mail (pieces) Mail Services: Outgoing Mail sorted by Zip Code Mail Services: Outgoing Mail folded/inserted Document Prod: Electronic Impressions Document Prod: Color Impressions Receiving & Distribution: Parcels Delivered 4,770,209 4,500,000 4,700,000 3,428,513 3,420,000 3,945,000 2,117,046 2,520,000 2,745,000 31,238,251 30,000,000 30,000, , , ,000 7,275 7,100 6,500 Other Results, Accomplishments & Highlights * Central Services successfully printed, folded/inserted and mailed 350,000 Truth in Taxation (TNT) and Property Tax Statements in * Central Services continues to improve its use of SmartTrack to improve customer delivery. This is a parcel tracking system that tracks the path of the package from entry in the building until final delivery to customer. * Continue to collaborate with customers to increase our presorted mail. In 2006, we presorted 72% of the mail with a goal of 83% in * Printed 31 million electronic impressions and 400,000 color impressions in General Government Information Technology Central Services DESCRIPTION/RESULTS VII-22

333

334 Property Services (616000) General Government County Revenue Fund Department Mission Statement Property Services provides a full range of facility services. The department: identifies and articulates capital needs and provides facility development assistance; plans, designs new buildings and modifies existing facilities to meet current and future county program needs; operates and maintains buildings; protects the employees and users of county services and facilities and safeguards county property; provides leadership, direction and consultation to address workplace safety and environmental needs in county facilities. Overarching Goals 1. All departments have the appropriate facilities in which to deliver their missions. 2. Security and safety of county staff and the public is balanced with accessibility to services. Key Results 1. County buildings are operated and maintained well. 2. Clients are consistently satisfied with project outcomes - as well as the process of getting there. 3. County employees understand and act on their responsibility in creating a safe work environment. 4. Property Services is a valuable resource for clients in helping them prepare for the capital budget process. 5. Project information (including project status and cost) is current, accurate and readily available to our clients. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 365, Local Fees and Services All Other Revenues 7,751,909 8,252,037 11,589,977 Total $ 8,116,934 $ 8,252,037 $ 11,589,977 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 10,894,755 $ 13,210,649 $ 17,451,684 Commodities 1,057,108 1,088,370 1,218,648 Services 18,033,961 18,341,037 19,647,251 Public Aid/Assistance Furniture & Equipment 16,976 24,000 18,000 Other Charges 333, , ,825 Total $ 30,336,767 $ 33,095,445 $ 38,792,408 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Dept Dir Accountant, Office Specialist, IT Specialist Proj Architect, Asst Architect, Engineer, Proj Mgr Fac Supv, Bldg Mgr, Env Svc, Fac Maint, Electrician Security Supervisor/Officer/Dispatcher/Mgr Sr. Admin. Asst/Admin. Manager Budgeted Positions General Government Property Services (616000) BUDGET SUMMARY

335 Property Services (616000) General Government County Revenue Fund Department Strategic Objectives Customer: Customer has easy access to appropriate and helpful information. Customers and staff experience a safe, security and appropriatlely designed environment. Customers and staff view Property Services as a valued partner in both planning and setting policy across the county. Resources: Sustainable approaches are applied to buildings, technologies and practices to assure high performance. A combination of technologies, practices and policies are utilized to assure energy conservation within county facilities. Internal Processes: Data is consolidated and information flows freely. Property Services responds quickly and with agility when presented with key initiatives. Property Services has efficient operations. Property Services works in partnership with departments to assure opportunities for utilization of diverse and varied contracts. Learning & Growth: a culture exists where a value is placed on timely, accurate, clearly understood and audience appropriate information. The Leadership Team serves as a role model. Employees are fully prepared to meet the needs of customers. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Results of security-related customer survey Number of personal safety seminars NA NA NA Finance Measures: Cost to operate buiding per square foot (BOMA - Private Sector Benchmark for $6.65) Energy Cost Per Square Foot $4.53/ft. $4.80/ft. $4.93/ft. $1.81/ft. $2.00/ft. $2.08/ft. Internal Process Measures: Number of security related calls and incidents in all county buildings Number of weapons collected as a result of screening 19,487 14,200 14,200 8,027 7,100 7,100 Learning & Growth Measures: Performance reviews completed on time 70.6% 75% 80% General Government Property Services (616000) OBJECTIVES/MEASURES

336 Property Services (616000) General Government Center Number: Department Description & Goals The Property Services Department: - Plans facilities to meet current and future county program needs. - Designs new buildings and makes changes to existing buildings to meet current program needs. - Operates and maintains buildings occupied by county staff and serving county clients. - Protects employees and users of county services and facilities and safeguards county property. Results & Accomplishments 2006 Actual 2007 Est Est. Total Gross Square Feet Owned/Managed Total Useable Square Feet Leased/Managed 4,397,921 4,400,000 4,400, , , ,000 Capital Projects Capital Projects Completed in a Year Operating Projects Operating Projects Completed NA NA NA NA OSHA Incident Rate (number of injuries and/or illness per 100 workers) OSHA Dart Rate (days away from work/restricted work activity/job transfer is a measure of the severity) # of Ergonomic Workstation Evaluations Other Results, Accomplishments & Highlights In 2007, the following capital projects were completed: NorthPoint Health & Wellness Center Remodeling, MHP Office Relocation, Eden Prairie Library Phase 2 Readmobile, Government Center (HCGC) Fire Alarm System Replacement, 1800 Chicago Window Replacement, Public Health Clinic Relocation, Southdale District Court Service Center Expansion, Health Services Building (HSB) Space Relocation, and HCGC A-Level Space Modifications. In 2007 and/or 2008, programming, planning and schematic design work for the following projects was completed or continues: Maple Grove, Plymouth and Brooklyn Park Libraries; New 911/Emergency Communications Facility; North Minneapolis Family Service Center; Emergency Operations Center; HCGC A-17 Space Modifications; Armory/Century Plaza Redevelopment Study; Century Plaza Relocation; Environmental Services Building Relocation; Crime Lab Remodeling/Expansion; HSB-10 Public Defender Occupancy; HCGC Remodeling on A-23 and C-23 for Research, Planning & Development, County Administration and Department of Community Corrections and Rehabilitation; and HCGC C11 and C12 remodeling. General Government Property Services (616000) DESCRIPTION/RESULTS

337 Taxpayer Services Department (671000) General Government County Revenue Fund Department Mission Statement To administer, supervise and maintain records of the activities of the Surveyor, Office of Public Records, Service Centers, Election and Voter Registration, property tax collection and distribution, GIS Coordinator, Administrative Services and IT Services for the Taxpayer Services Department. Overarching Goals 1) Maintain records on real estate boundaries, as specified by Minnesota Statutes, and to facilitate the availability and use of that information by the public. 2) Maintain records on real estate ownership and status, as specified by Minnesota Statutes, and facilitate the availability and use of that information by the public 3) Assist public in obtaining licenses and vital statistics. 4) Administer and supervise county elections, absentee voting and voter registration system. 5) Provide for the equitable countywide collection and distribution of property taxes. 6) Supervise the creation, maintenance and dissemination of GIS data. 7) Provide administrative and supervisory support services to department's divisions. 8) Provide IT support to divisions within the department. Key Results 1) Determine the legal boundaries of land parcels and provide surveying services. 2) Provide protection for and public notice of legal documents required by Statutes; create and update computerized land title certificates; and provide security through imaging all permanent records.3) Assist the public in obtaining various licenses and vital statistics. 4) Supervise and record the results of county elections; administer absentee voting; and maintain accurate and accessible voter registration system. 5) Provide equitable collection and distribution of property taxes. 6) Provide GIS data and support services to Hennepin County departments and outside agencies. 7) Provide administrative support services to department divisions. 8) Provide IT support and maintenance of public record services. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 19,410,572 22,015,324 24,032,754 All Other Revenues 7,511,292 2,350,296 9,281,988 Total $ 26,921,864 $ 24,365,620 $ 33,314,742 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 16,772,278 $ 20,716,825 $ 22,016,739 Commodities 435, , ,800 Services 8,609,634 6,580,746 14,131,161 Public Aid/Assistance Furniture & Equipment 147,302 45,712 59,750 Other Charges 372, , ,835 Total $ 26,336,812 $ 28,257,662 $ 37,329,285 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions General Government Taxpayer Services Department (671000) BUDGET SUMMARY VII-27

338 Taxpayer Services Department (671000) General Government County Revenue Fund Department Strategic Objectives Customer: (1) Ensure accurate, secure and accessible services and public records; (2) Minimize turnaround time for services; (3) Increase customer satisfaction; (4) Provide secure and user friendly payment options; and (5) Maximize the use of Geographic Information Services through the Internet and Intranet. Finance: (1) Monitor expenditures and consult with division managers to ensure adherence to annual budget; (2) Maintain and improve services while managing and reducing expenditures; (3) Initiate advertising at the Service Centers; and (4) Increase department and countywide productivity and efficiencies with Geographic Information Services (GIS). Internal Process: (1) Analyze processes to maximize and improve efficiencies; (2) Streamline report functions to reduce labor costs and increase staff flexibility; and (3) Identify more payment options. Learning & Growth: (1) Develop knowledgeable and well-trained staff; (2) Promote technical training; and improve public relations process training. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Public Records - Abstract Turnaround time (business days) Surveyor - Customer turnaround time on plat check process Service Center - Total Number of Transactions Finance Measures: Administrative Serices - Monitor budget expenditures and meet with managers to determine methods to keep Public Records - Percent of budget allocated to automation days 9.2 days 9.2 days 918,726 1,034,200 1,075,800 75% 80% 80% 28% 30% 40% Internal Process Measures: Public Records - Average Torrens Title turnaround Service Center - Staff Utilization (1-5 Scale with 5 being optimum staffing for volume of transactions) GIS - Percent of cities with pictometry deployed % 54.4% 75% Learning & Growth Measures: Service Centers - Accuracy (scale of 1.0 to 5.0) IT Division - Staff attending professional training Property Tax Staff attending annual training NA 75% 75% 100% 100% 100% General Government Taxpayer Services Department (671000) OBJECTIVES/MEASURES VII-28

339 TAXPAYER SERVICES DEPARTMENT ADMINISTRATIVE SERVICES DIVISION Center Number: Division Mission Statement To provide management direction, coordination, clerical and technical support to the operating divisions of the Taxpayer Services Department, including DART initiative begun in 2007 to automate and integrate land records. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 145, , ,000 Total $ 145,516 $ 265,000 $ 265,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 525,730 $ 610,678 $ 536,541 Commodities 55,588 9,100 10,100 Services 542, , ,050 Public Aid/Assistance Furniture & Equipment 5, Other Charges 31,245 98, ,524 Total $ 1,160,971 $ 1,114,203 $ 1,104,215 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Taxpayer Services Director Principal Administrative Assistant Senior Administrative Assistant Administrative Assistant Principal Office Specialist OS III Comments Total VII-29

340 TAXPAYER SERVICES DEPARTMENT ADMINISTRATIVE SERVICES DIVISION Center Number: Division Description & Goals To provide management direction, coordination and clerical support to the department director and the operating divisions of the Taxpayer Services Department, including coordination, management, change management and training for DART. Administrative Services provides services to the other divisions in the areas of management, administration, budget coordination, purchasing, payroll, special projects, some legislative analysis and DART. Clerical and administrative support is furnished to the County Board of Equalization. Analysis of Tax Increment Financing (TIF) District plans and statutorily mandated TIF administration is provided. Results & Accomplishments 2006 Actual 2007 Est Est. Notify managers within one day of new budget forms 90% 95% 95% and new budget deadlines. Monitor expenditures and meet with managers to 75% 80% 80% determine methods to stay within adopted budget. Meet with or offer availability to each manager once per 80% 90% 90% week during budget preparation period. Learn and help managers prepare four strategic 60% 70% 80% objectives for each division. TIF Districts Administered TIF Districts Analyzed TIF Districts Certified Board of Equalization Petitions Resolved Other Results, Accomplishments & Highlights Reallocation of Admininitrative Services Division functions continued in 2007 by 1. Hiring 1.0 FTE IT Manager/ DART Portfolio Manager. 2. Hiring 1.0 FTE Pr. Administrative Assistant/DART Change Manager. 3. Hiring 1.0 FTE Administrative Assistant to provide support to department Director and depth support for RBA, Board of Equalization and other administrative functions. 4. Reallocation of 1.0 FTE Public Service Unit Supervisor as DART Trainer. 5. Hiring 1.0 FTE Administrative Assistant later in 2007 to provide support to DART Portfolio and Change Managers and other DART staff, to provide support for Tax Team Lobbying efforts and other administrative functions. New measurement results will be initiated during 2007 relative to DART. VII-30

341 TAXPAYER SERVICES DEPARTMENT ELECTIONS DIVISION Center Number: Division Mission Statement To ensure residents within Hennepin County the means to register and vote for elected offices as directed by Minnesota Statutes; and to provide voter registration, election information and technical assistance to municipalities and the public. Overarching Goals/Desired Results We are driven to improve processes and procedures through creative and innovative automation. We are determined to be proactive, aware of perceptions and to be motivated by taking pride in our jobs. We strive to exude competence and professionalism and to promote public confidence in the election process. Key Results Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 88, , ,500 All Other Revenues 3,083, Total $ 3,172,060 $ 150,150 $ 231,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 532,056 $ 479,715 $ 571,713 Commodities 33,494 4,200 46,700 Services 3,759, ,512 1,076,000 Public Aid/Assistance Furniture & Equipment 8,712 10,000 9,250 Other Charges 16,200 10,737 17,072 Total $ 4,350,213 $ 1,269,164 $ 1,720,735 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administrative Manager Sr. Administrative Assistant Administrative Assistant Support ServSpecSupv Pr Office Specialist Office Specialist III Office Specialist I/II Comments: Total The 2006 actual column reflect one-time grant revenue and expenses for the purchase of Help America Vote Act compliant voting equipment. VII-31

342 TAXPAYER SERVICES DEPARTMENT ELECTIONS DIVISION Center Number: Division Description & Goals Mission: To ensure residents within Hennepin County the means to register and vote for elected offices as directed by Minnesota Statutes; and to provide voter registration, election information and technical assistance to municipalities and the public. The Election Division is responsible for federal, state, county, city and school district elections within Hennepin County. Elections are administered and coordinated with state and local election officials in accordance with policy, statutes and administrative requirements. Acceptance of candidate filings, preparation of programs utilizing optical scan voting technology, administration of absentee voting and certification of election results are among the duties performed. All election related contracts for county and city equipment and supplies are prepared, awarded and monitored. Results & Accomplishments 2006 Actual 2007 Est Est. Performance Measures Number of voter records 705, , ,000 Number of local elections Number of voter records added, changed or deleted 160, , ,000 Number of accurately entered voter registration applications 147, , ,000 Other Absentee ballots processed 44, ,000 Precincts defined, programmed and ballots laid out for state, county, municipal and/or school district elections Other Results, Accomplishments & Highlights Approximately 700,000 county voter registration records are maintained on the statewide automated voter registration system, with registrations added, changed or cancelled in the manner and timeframes directed by state law. Lists of eligible voters are provided to election judges in each of the county's 432 precincts for confirmation of registration status on election day. Due to fluctuations between even and odd years, the extent and scope of responsibilities vary from even to odd year. Therefore, the 2008 budget is quite different from VII-32

343 TAXPAYER SERVICES DEPARTMENT PUBLIC RECORDS DIVISION Center Number: Division Mission Statement To provide protection and public notice through recording, indexing, maintaining, displaying and selling copies of legal documents as required by Minnesota Statutes. To create and update computerized land title certificates and to provide security through the imaging of all permanent records. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 11,698,093 10,897,250 4,583,033 All Other Revenues (including reserved funds) 1,331, ,000 5,529,468 Total $ 13,029,606 $ 11,032,250 $ 10,112,501 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 3,740,343 $ 4,208,989 $ 4,360,173 Commodities 70,337 87,000 75,100 Services 1,581,513 1,294,775 1,195,256 Furniture & Equipment 4,854 5,112 5,500 Other Charges 16,795 15,288 14,950 Total $ 5,413,842 $ 5,611,164 $ 5,650,979 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Senior Attorney Administrative Manager Public Records Supervisor Public Service Unit Supervisor Senior Property Description Technician Property Description Aide Principal Real Estate Clerk Senior Real Estate Clerk Principal Office Specialist Senior Office Services Supervisor Office Specialist I/II Service Aide Real Estate and Tax Specialist I Real Estate and Tax Specialist II Property Description Technician Total Comments: The 2006 actual column and the 2007 budget column reflect revenues and expenses for the Direct Access to Records and Taxation (DART) project. For the 2008 budget, Taxpayer Services created a new division for the DART project. VII-33

344 TAXPAYER SERVICES DEPARTMENT PUBLIC RECORDS DIVISION Center Number: Division Description & Goals Public Records records over 150 different document types of legal documents, most pertaining to real estate. Four computerized indices have been created where information can be accessed by legal description, name, document number and certificate number. A file of plats and half-section maps is also maintained. The Recorder creates computerized certificates for registered land and posts information from documents onto these Certificates of Title. When a transfer of land is made, the current certificate is cancelled and a new one is issued. Results & Accomplishments 2006 Actual 2007 Est Est. Performance Measures Abstract turnaround time (business days) Torrens turnaround time (business days) Workload Indicators Abstract documents recorded 192, , ,870 Torrens documents recorded 133, , ,376 Abstract documents recorded per day Torrens documents recorded per day Torrens - New certificates issued 22,928 26,500 22,928 Torrens - New certificates completed 24,400 26,500 24,400 Time required to issue new certificate Abstract & Torrens documents microfilmed/imaged 332, , ,246 Non-certified copies 868, , ,000 Film conversion documents 285, ,000 1,150,000 Other Results, Accomplishments & Highlights The Service Center Division continues to focus on increasing its efficiency. Imagining marriage licenses started in Completion of the imaging of marriage licenses, ministerial credentials, and notary filings is anticipated in Offsite operations expanded to General Mills, Boston Scientific, and Target World Headquarters in This operation will continue in In 2007, the individual Service Center budgets had the lowest reliance on property tax in over ten years. The 2008 budget projects the centers to be self funded, a first since the late 1980's. VII-34

345 TAXPAYER SERVICES DEPARTMENT SERVICE CENTERS DIVISION Center Number: Division Mission Statement Provide accurate and expedient licensing, recording, and other taxpayer services in a caring compassionate manner. To provide for the public convenience in the issuance and/or processing of various licenses, services and documents, and the collection and accounting of fees of federal, state, and local governments as governed by federal law, State Statutes and County Board policy. Overarching Goals/Desired Results Striving to become a county divisional employer of choice while delighting our customers with operational excellence. Key Results Customer satisfaction, reduced turnover, reduced reliance on property tax. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 6,754,696 8,161,374 9,188,840 All Other Revenues 30, , ,000 Total $ 6,784,899 $ 9,450,520 $ 9,888,840 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 6,687,780 $ 8,213,321 $ 8,139,735 Commodities 221, , ,210 Services 1,669,392 2,245,241 2,352,972 Public Aid/Assistance Furniture & Equipment 110,250 15,100 13,500 Other Charges 241, , ,960 Total $ 8,930,548 $ 11,033,971 $ 11,115,377 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sr. Admin Manager Admin Manager Public Records Supervisor Public Service Unit Supervisor Admin Assistant Sr. Service Center Rep Service Center rep Pr. Office Specialist O/S I II Pr Acct Clerk Total VII-35

346 TAXPAYER SERVICES DEPARTMENT SERVICE CENTERS DIVISION Center Number: Division Description & Goals The Service Centers Division provides a variety of motor vehicle, drivers license, passport, birth, death, and marriage certificates, and other state and local registration services and licensing functions to citizens of Hennepin County. The seven centers are located in the Hennepin County Government Center, Brookdale, Ridgedale, Southdale, Maple Grove, Eden Prairie, and Midtown Exchange. The suburban centers are open evenings and Saturdays to better meet the public need. Over forty services are provided at the service centers to provide easy access for their licensing needs. The way that we measure success in the Service Center Division is how effectively we deliver on our mission and vision and make a distinctive impact relative to our resources. Results & Accomplishments 2006 Actual 2007 Est Est. Transaction analysis Drivers License 220, ,000 Motor Vehicle Transactions 325, ,000 Recreational Vehicle transactions 18,000 22,000 Passports and photos 90, ,000 Fish and game licenses Marriage license 18,000 15,000 Certified copies 275, ,000 Miscellaneous transactions 87,000 90,000 TOTAL 918,726 1,034,200 1,075,800 Other Results, Accomplishments & Highlights The Service Center Division continues to focus on increasing its efficiency. Imagining marriage licenses started in Completion of the imaging of marriage licenses, ministerial credentials, and notary filings is anticipated in Offsite operations expanded to General Mills, Boston Scientific, and Target World Headquarters in This operation will continue in In 2007, the individual Service Center budgets had the lowest reliance on property tax in over ten years. The 2008 budget projects the centers to be self funded, a first since the late 1980's. VII-36

347 TAXPAYER SERVICES DEPARTMENT SURVEYOR DIVISION Center Number: Division Mission Statement The Surveyor Division's mission is to maintain, improve, and distribute reliable information about the Public Land Survey and real property boundaries in Hennepin County. Overarching Goals/Desired Results The Survey Division's major areas of responsibility lie within the subdivision plat approval and registration process, the surveying, maintenance, monumenting and mapping of county owned properties and interest, the county's property base map development, construction, maintenance and distribution and the dissemination of land related information and mapping to the general public. Key Results 1. Maintain the Public Land Survey records and monuments pursuant to Section 751, Title 43 U.S. Code, MS , MS Review and approval of documents relevant to MS 505, 505a, 505b, and Create maps and monument county road rights of way pursuant to MS , , , and Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 302, , ,500 All Other Revenues Total $ 302,414 $ 424,500 $ 260,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,529,709 $ 1,705,599 $ 1,735,040 Commodities 12,509 17,950 24,290 Services 193, , ,010 Public Aid/Assistance Furniture & Equipment 4,827 6,000 6,000 Other Charges 8,311 11,045 11,170 Total $ 1,748,993 $ 2,010,319 $ 1,967,510 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget County Surveyor Supervising Engineer Principal Engineering Tech Senior Engineering Tech Engineering Tech Engineering Tech Assistant Senior Information Tech Specialist Total VII-37

348 TAXPAYER SERVICES DEPARTMENT SURVEYOR DIVISION Center Number: Division Description & Goals Division Strategic Objectives: Customer: Provide accurate, current survey data promptly and consistently. Finance: Stay within budget. Internal Process: Improve or re-engineer existing processes. Learning & Growth: Staff know the business of the Survey Division. Results & Accomplishments 2006 Actual 2007 Est Est. Copies of maps made for internal use 1,220 1, Copies of maps made for external use COGO83 Commucations (no. of sections completed) Number of parcels updated in Parcel Base Map 37,000 8,100 8,000 COUNTY ROUTE SURVEYS Road Plats (center line miles) Railroads (center line miles) In Place Right Of Way surveys (center line miles) COUNTY PROPERTY SURVEYS Topographic Surveys (acres) Boundary Surveys (acres) SUBDIVISION PLAT APPROVAL Plats, Condominiums, Registered Land Surveys Number of Lots/Tracts 2,144 2,500 2,500 TITLE REGISTRATION Applications processed Descriptions written Parcels Field Checked Other Results, Accomplishments & Highlights VII-38

349 TAXPAYER SERVICES DEPARTMENT PROPERTY TAX DIVISION Center Number: Division Mission Statement To provide for the central collection, recording and distribution of property taxes; collect deed/mortgage registration tax; maintain accurate tax descriptions and special assessments levies; certify delinquent status of tax related documents and determine property identifier numbers; administer Tax Forfeited Property. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 2,801,341 2,302,200 2,302,200 All Other Revenues 593, , ,000 Total $ 3,395,329 $ 2,963,200 $ 2,963,200 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,610,932 $ 3,145,738 $ 3,220,078 Commodities 25,446 17,750 17,750 Services 702, , ,416 Public Aid/Assistance Furniture & Equipment 250 7,000 7,000 Other Charges 35,341 5,457 6,412 Total $ 3,374,918 $ 3,907,793 $ 4,032,656 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Sr. Administrative Manager Administrative Manager Public Records Supervisor Senior Planning Analyst Principal Accountant Senior Accountant Accountant Property Management Specialist, Sr Property Description Technician/Sr Property Description Aide Real Estate and Tax Specialists I and II Office Specialist (Prinicipal,I,II,III) Total VII-39

350 TAXPAYER SERVICES DEPARTMENT PROPERTY TAX DIVISION Center Number: Division Description & Goals Mission: To provide for the central collection, recording and distribution of property taxes; collect deed/mortgage registration tax; maintain accurate tax descriptions and special assessments levies; certify delinquent status of tax related documents and determine property identifier numbers; administer Tax Forfeited Property. The Property Tax Division is responsible for: calculation of tax extension rates for real estate, manufactured home and personal property taxes, mailing tax statements/proposed tax notices and notices to taxpayers of unpaid accounts, distributing collection to the taxing districts three times a year; processing tax abatements/refunds; certifying tax status for all deeds to be filed; assigning levy numbers to special assessments; adding to/deleting from the tax lists as required. Results & Accomplishments 2006 Actual 2007 Est Est. Performance Measurers Number of payments made electronically 36,633 40,000 44,000 Dollar amount of payments made electronically $106,722,060 $110,000,000 $115,000,000 Additional Person Services Expense - Tax Rush 35,390 40,500 40,500 Percent of inquiries handled electronically 98.5% 97.7% 98.0% Other Original statements mailed 395, , ,000 Truth in Taxation Notices mailed 394, , ,000 Phone calls answered by Interactive Voice System 141, , ,000 Phone calls answered by Tax Information Agents 88,531 89,000 89,000 Refunds Processed 5,011 5,800 6,000 Abatements/adjustments processed 5,924 5,000 5,000 Inventory of Tax Forfeited parcels 1,654 1,682 1,675 Documents certified 39,198 40,000 42,000 Mortgage Registry transactions 101,151 85, ,000 Deed Tax transactions 38,748 33,500 35,000 Other Results, Accomplishments & Highlights VII-40

351 TAXPAYER SERVICES DEPARTMENT GIS DIVISION Center Number: Division Mission Statement Provide leadership, coordination, and service based on the needs of GIS producers and users within Hennepin County and oversee the distribution of high quality GIS products and data that is appropriate to the wide range of needs our constituents. VISION: Hennepin County GIS is strongly committed to meeting the information needs of the Business Lines of the County so that they may serve the residents, consumers, clients and taxpayers. Our multipurpose information system enhances communication, enables data sharing and promotes the use of technology to support business needs and decision making within Hennepin County. Overarching Goals/Desired Results Develop Internet based GIS services for public use. Develop Intranet based GIS services for use by County Departments Develop and maintain a central repository for geospatial data. Provide leadership and coordination of GIS services. Develop a strong working relationship with other County Departments and local governments to minimize work efforts and reduce data redundancies. Broaden the use of GIS within County Departments that are not currently using this technology to enhance business decision making and to facilitate work flow efforts. Develop and maintain a wide GIS knowledge base and support mechanism for all County Departments to rely on for all their GIS needs. Key Results Deliver Internet services that meet the publics needs. Deliver Intranet services that meet or exceed county departments needs, which enables them to make better and more effective business decisions. Eliminate unnecessary duplication of activities or expenditures related to GIS throughout the county. Encourage new uses of GIS throughout all County Departments. Via an Internal GIS users group establish GIS standards and policies that all GIS user must adhere to. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 90,000 Total $ - $ - $ 90,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 570,463 $ 539,986 $ 572,229 Commodities - 3,200 3,400 Services - 143, ,861 Public Aid/Assistance Furniture & Equipment Other Charges - 9,768 11,849 Total $ 570,463 $ 696,401 $ 723,339 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget IT Specialist Principal Supervisor IT Specialist Principal IT Specialist Senior IT Specialist Total VII-41

352 TAXPAYER SERVICES DEPARTMENT GIS DIVISION Center Number: Division Description & Goals Mission : Provide leadership, coordination and service based on the needs of GIS producers and users within Hennepin County and oversee the distribution of high quality GIS products and data that is appropriate to the wide range needs of our constituents. Goals : Develop Internet based GIS services for public use. Develop Intranet based GIS services for use by county departments. Develop and maintain a central repository of geospatial data. Provide leadership and coordination of GIS services. Develop a strong working relationship with other county departments and local governments to minimize work efforts as well as to reduce data redundancies within these agencies. Broaden the use of GIS to County Departments that are not currently using the technology to enhance business decision making and to facilitate work flow efforts. Develop a GIS knowledge base and support mechanism for all county departments to rely on for all their GIS needs. Promote and monitor a countywide data repository to facilitate easier usage of other departmental data. Continue participation in the Metropolitan Councils sponsored Metro Geographic Information System. Results & Accomplishments 2006 Actual 2007 Est Est. Average daily hits on the Interactive mapping application 45,000 N/A Average daily visits to the Interactive mapping app 2,500 Average daily hits on the Park Locator 200 N/A Average daily visits to the Park Locator 100 Average daily hits on the Intranet web site 6,000 N/A Average daily visits on the Intranet web site 25 Number of new County GIS users Number of new services provided through the Intranet Number of new functions provided through the Internet Reduction of current desktop GIS usage through the 100% intranet interactions. Number of Hennepin County Employees trained in ArcGIS by the GIS Division Number of City Employees trained in ArcGIS by the GIS Division Other Results, Accomplishments & Highlights Apply for NACO awards VII-42

353 TAXPAYER SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES DIVISION Center Number: Division Mission Statement Operations Support and Technology Integration Overarching Goals/Desired Results Provide technical consulting services to Taxpayer Service Department (TSD) business units so that they can increase efficiency and effectiveness in the way they deliver services to customers. Key Results Effective use of current technology within TSD business units. Convergence of business and technology in order to provide efficient delivery of services to TSD customers. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 92,041 80,000 80,000 All Other Revenues Total $ 92,041 $ 80,000 $ 80,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 737,896 $ 1,812,799 $ 1,402,366 Commodities -1,163 4,300 9,250 Services 25, , ,325 Public Aid/Assistance Furniture & Equipment 10,752 2,500 8,500 Other Charges 13,810 59,872 42,898 Total $ 786,864 $ 2,614,646 $ 1,672,339 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget IT Manager IT Supv IT Spec.Pr IT Spec.Sr IT Spec.Assoc Tax Clerk REATS I OSII Total VII-43

354 TAXPAYER SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES DIVISION Center Number: Division Description & Goals Operations Support and Technology Integration. Provide technical consulting services to Taxpayer Service Department (TSD) business units so that they can increase efficiency and effectiveness in the way they deliver services to customers. Convergence of business and technology in order to provide efficient delivery of services to TSD customers. Results & Accomplishments 2006 Actual 2007 Est Est. Customer Measures: Response time to hardware/software trouble calls of less than 30 minutes. N/A 75% 75% Business unit managers rate distributed IT services Good to Excellent N/A 75% 75% Finance Measures: IT charges within the TSD are consistently tracked and analyzed, and cost saving opportunities are identified and N/A 75% 75% implemented. Internal Process Measures: TSD IT staff assist each TSD business unit in the documentation and development of a minimum of one each "as is" and "to be" data flow diagrams, and provide analysis assistance to streamline business processes. Learning & Growth Measures: All processes that are the responsibility of and performed by TSD IT are fully documented so that they are easily replicated. Each TSD IT staff person attends a minimum of one course/seminar/conference per year offered internally or externally to the county. N/A 75% 75% N/A 75% 75% N/A 75% 75% Other Results, Accomplishments & Highlights The IT Services Division is new and did not have established results/accomplishments goals for VII-44

355 TAXPAYER SERVICES DEPARTMENT DART DIVISION Center Number: Division Mission Statement Coordinate and implement property tax land record integration and replacement of the PINs system. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State 0 Local 0 Fees and Services 7,159,213 All Other Revenues (including reserved funds) 2,263,988 Total $ - $ - $ 9,423,201 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ 1,399,864 Commodities 50,000 Services 7,842,271 Furniture & Equipment 10,000 Other Charges 40,000 Total $ - $ - $ 9,342,135 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget IT Manager - DART Manager 1.0 Pr.Adm.Asst-DART Change Manager 1.0 DART Trainer 1.0 IT Supervisor 1.0 Administrative Assistant 1.0 Comments: Total Taxpayer Services created a new division to track revenue, expenses and FTEs dedicated to the Direct Access to Records and Taxation (DART) project. The $9.3 million budget is funded entirely by technology and unallocated fees collected with document recordings. VII-45

356 Human Resources (691000) General Government County Revenue Fund Department Mission Statement To provide human resources programs and services that enhance Hennepin County organizational results. Overarching Goals 1) Transform the management of Human Resources (HR), 2) Provide customer-focused human resources services, 3) Provide efficient and cost-effective human resources services, 4) Maximize HR departmental resources, 5) Control HR program costs, 6) Optimize the use of technology, 7) Attract and retain a diverse, customer-focused workforce, 8) Enhance employee engagement, productivity and work culture, 9) Develop leadership competencies, 10) Provide support to key county initiatives, 11) Hire and retain diverse, customerfocused HR employees, 12) Enhance HR employee engagement, and 13) Develop HR employees to achieve departmental results. Key Results 1) Employer of choice: Attraction and retention of highly qualified employees. 2) Employee productivity: Employees are engaged and motivated to perform at their best. 3) Healthy work culture: Employees are healthy and work cultures are respectful. 4) Diverse workforce: Workforce reflects diversity of clients and community. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 1, ,500 All Other Revenues 45, , ,869 Total $ 46,610 $ 203,980 $ 316,369 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 5,613,844 $ 5,976,617 $ 6,106,583 Commodities 184,895 83,278 84,138 Services 1,176,069 1,252,168 1,426,463 Public Aid/Assistance Furniture & Equipment 27,584-3,700 Other Charges 139, , ,550 Total $ 7,142,381 $ 7,443,068 $ 7,799,434 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions General Government Human Resources (691000) BUDGET SUMMARY

357 Human Resources (691000) General Government County Revenue Fund Department Strategic Objectives Customer: The Human Resources (HR) Department provides customer-focused services Finance: 1) Maximize HR departmental resources, 2) Control HR program costs Internal Process: 1) Attract and retain a diverse, customer focused workforce, 2) Enhance employee engagement, productivity & work culture Learning & Growth: Hire and retain diverse, customer-focused HR employees Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Customer satisfaction with HR services 86.0% 87.0% 87.0% Finance Measures: HR budget per county FTE Note: HR expense per FTE = $1,200 (SHRM, 2006) Benefits as percent of county compensation Note: Ave. benefit cost as % of payroll (US CofC, 2006) $969 $969 $ % 43.0% 43.0% Internal Process Measures: County management diversity Note: Professionals of color in metro: 9.4% (U.S. Census, 2000) County employee turnover Note: Ave. public sector volunary turnover: 16.9% (Labor Statistics, 2006) County performance reviews completed Learning & Growth Measures: HR workforce diversity Note: Persons of color in metro: 11.8% (US Census, 2000) 11.6% 14.2% 14.5% 10.1% 9.5% 9.5% 70.3% 72.5% 75.0% 21.4% 21.0% 21.5% General Government Human Resources (691000) OBJECTIVES/MEASURES

358 Human Resources (691000) Administration and HR Services Center Number: Division Mission Statement To provide direction and leadership in the planning, development, coordination and implementation of policies, procedures, goals and objectives to county departments including, diversity and ADA compliance and consultation on various human resources related issues. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 1,141 91,600 98,969 Total $ 1,141 $ 91,600 $ 98,969 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,701,567 $ 1,948,047 $ 1,645,760 Commodities 64,332 39,188 34,188 Services 121,688 95,878 92,858 Public Aid/Assistance Furniture & Equipment Other Charges 51,540 52,130 50,610 Total $ 1,939,127 $ 2,135,243 $ 1,823,416 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Department Director Sr HR/Administrative/Sr. Manager Administrative Assistant/Pr HR Representatives/Sr./Technical Planning Analyst Pr Administrative Secretary HR Assistant, Payroll Technicians Total Comments 3 Principal Planning Analysts transferred to center FTE transferred to Identified HR Law revisions for County Executive Team consideration to provide flexibility to meet business needs. Developed emergency-focused HR management technology plan. Implemented county selection processes for top management and supervisor hires. Developed engagement action planning approach for departments. Enhanced performance management through performance review completion and supervisory training and coaching to improve employee performance. Implemented quarterly discussions of workplace values and respectful treatment of co-workers and customers. General Government Human Resources (691000) Administration and HR Services BUDGET/FTE

359 Human Resources Administration and HR Services Center Number: Division Description & Goals Administration plans, develops and coordinates HR policies, procedures, goals and strategic objectives. A seven-member HR Board, appointed by the Board of Commissioners, establishes human resources policy subject to ratification by the County Board, and hears employee appeals. Diversity/Americans with Disabilities Act (ADA) Services consults on the county's Diversity, Non-Discrimination and Respectful Workplace Policy, investigates complaints, monitors workforce composition and ensures compliance with the ADA. Human Resource Services provides HR generalist and organization development services to county departments. Results & Accomplishments 2006 Actual 2007 Est Est. HR Budget per county FTE Note: HR expense per FTE = $1,200 (SHRM, 2006) $969 $969 $975 County Workforce of color Note: Persons of color in metro = 11.8% (2000 Census report) 20.5% 19.5% 19.0% County Workforce - female County Management of color County Management - female County Hires of color County Hires - female HR Workforce of color HR Workforce - female 65.3% 61.0% 62.0% 11.6% 14.2% 14.5% 54.6% 50.2% 51.0% 31.0% 31.5% 32.0% 67.3% 62.0% 62.0% 21.4% 21.9% 21.5% 77.0% 77.0% 75.0% Other Results, Accomplishments & Highlights The department targets budget to support development opportunities as a component of workforce planning, diversity development and Individual Development Plans. Identified HR Law revisions for County Executive Team consideration to provide flexibility to meet business needs. Enhanced performance management through performance review completion and supervisory training and coaching to improve employee performance. General Government Human Resources Administration and HR Services DESCRIPTION/RESULTS

360 Human Resources (691000) HR Specialty Services Center Number: Division Mission Statement To promote effectiveness in county operations and attract and retain competent staff through employee benefits, job classification and compensation management. Benefits provides cost-effective benefit programs to meet the needs of county employees and their families. Compensation and Classification develops, implements and administers the county's pay programs and classification plan. Information Technology supports strategic objectives by providing the information technology to obtain, manage and use information. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 1, ,500 All Other Revenues 38, ,186 42,000 Total $ 39,427 $ 102,686 $ 44,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,164,179 $ 2,131,385 $ 2,007,023 Commodities 15, ,000 Services 637, , ,155 Public Aid/Assistance Furniture & Equipment 13,802-3,700 Other Charges 14,152 21,275 18,900 Total $ 2,845,240 $ 2,843,940 $ 2,720,778 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administrative Manager/Sr Human Resources Rep/Sr./Technical Administrative Assistant Community Health Specialist and Dietitian Office Specialists and HR Assistant Payroll Technician IT Specialists Total Comments Implemented dependent life insurance eligibility and Long Term Care coverage for domestic partners. Introduced a voluntary Short Term Disability policy. Implemented/chaired Pathlore Administration (the County s learning management system) and Content teams to support departments in the implementation of the system. General Government Human Resources (691000) HR Specialty Services BUDGET/FTE

361 Human Resources HR Specialty Services Center Number: Division Description & Goals To promote effectiveness in county operations and attract and retain competent staff through employee benefits, job classification and compensation management. Benefits provides cost-effective benefit programs to meet the needs of county employees and their families. Compensation and Classification develops, implements and administers the county's pay programs and classification plan. Information Technology supports strategic objectives by providing the information technology to obtain, manage and use information. Results & Accomplishments 2006 Actual 2007 Est Est. Benefits as percentage of total County compensation 42.2% 43.0% 43.0% Other Results, Accomplishments & Highlights Completed preliminary pay equity compliance analysis and JFACS evaluations for 32 job classes. Partnered with HCMC and its Third Party Benefits Administration to implement transitional payroll and benefits administration. Redesigned HR intranet supervisor site. General Government Human Resources HR Specialty Services DESCRIPTION/RESULTS

362 Human Resources (691000) Staffing and Development Center Number: Division Mission Statement To support county departments in meeting their key results by providing learning and development and staffing services. Learning and Development provides strategic learning and development programs that improve organizational performance. Staffing services offers support for workforce planning, recruitment of candidates, processing of job applications and provides lists of screened, qualified candidates to fill county positions. HealthWorks promotes the appropriate use of the health care system, encourages healthy lifestyles, supports condition and disease management, and provides resources for work-life balance. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 6,042 9, ,900 Total $ 6,042 $ 9,694 $ 172,900 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,748,098 $ 1,897,185 $ 2,453,800 Commodities 105,206 43,950 48,950 Services 416, , ,450 Public Aid/Assistance Furniture & Equipment 13, Other Charges 74,297 57, ,040 Total $ 2,358,014 $ 2,463,885 $ 3,255,240 Budgeted Positions (FTE) 2006 Budget 2007 Budget 2008 Budget Administrative Manager, Sr HR Technical Rep Human Resources Rep/Sr Office Specialist III HR Assistant Dietician Admin Assistant, Sr./ Plann. Analyst, Pr Total Comments Evaluated marketing strategies, and updated materials and sources to recruit high level, diverse applicants. Analyzed evaluation data from leadership training programs and revised programs to better meet customer needs. General Government Human Resources (691000) Staffing and Development BUDGET/FTE

363 Human Resources Staffing and Development Center Number: Division Description & Goals To support county departments in meeting their business objectives by providing staff education, organization development and staffing services. Learning and Development provides education and learning opportunities to county managers, supervisors and employees. Organization Development provides consulting services to improve organizational effectiveness and enhance organizational results. Services include assessment and surveys, leadership coaching, conflict mediation, change management, team building and service improvement. Staffing Services offers workforce planning, recruits candidates, processes job applications and provides eligible lists to fill county positions. Results & Accomplishments 2006 Actual 2007 Est Est. Customer satisfaction HR Employee engagement actions completed 86.0% 87.0% 87.0% 100.0% 100.0% 100.0% Other Results, Accomplishments & Highlights Expanded the types of on-site fitness classes to include Tai Chi and conditioning and expanded the number of and locations of Yoga classes. Offered dignity and respect training sessions to support the dignity and respect labor-management initiative. General Government Human Resources Staffing and Development DESCRIPTION/RESULTS

364

365 Public Affairs (692000) General Government County Revenue Fund Department Mission Statement The Public Affairs Department mission is to help the county organization achieve Hennepin's mission, vision and major goals through effective communication. Overarching Goals People have a positive image of Hennepin County government. People have access to information, see opportunities for engagement. Communication fosters employee knowledge and engagement. Key Results People connect Hennepin to their quality of life. Media report accurately about Hennepin. Communication is effective. Residents see opportunities for engagement. Media trusts information, relationship. Communication contributes to workforce feeling informed, valued. Employees see opportunities for engagement. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 209, , ,500 Total $ 209,343 $ 238,500 $ 243,500 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,314,780 $ 1,394,583 $ 1,430,542 Commodities 45,987 50,500 50,500 Services 442, , ,596 Public Aid/Assistance 48,087 7,000 2,000 Furniture & Equipment 71, ,700 - Other Charges ,700 Total $ 1,922,716 $ 2,060,781 $ 2,202,338 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Managers Professional Support Budgeted Positions General Government Public Affairs (692000) BUDGET SUMMARY VII-55

366 Public Affairs (692000) General Government County Revenue Fund Department Strategic Objectives Customer: People connect Hennepin to their quality of life. People see opportunities for engagement. Communication contributes to employees feeling informed, valued, engaged. Financial: Maintain internal fund revenue. Manage customer project costs. Internal Process: Public Affairs is trusted by, responsive to media. Technology enables 24/7 staff response. Public Affairs helps internal customers communicate effectively with their customers; satisfaction with Public Affairs services is high. Learning & Growth: Increase staff development. Attract, retain high quality, diverse workforce. Promote a positive work environment. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Percent of survey respondents who connect HC to quality of life Employees see opportunities for engagement a)internal customer evaluation; b) HC Weekly unique Employee survey regarding communication satisfaction a) county plans b)activities to participate in; c) employee news Finance Measures: Internal fund revenue as a percent of total operating budget N/A a) N/A ; b) 6,757/mo c) a) +12% b) +25% c) +28% PA will survey in 2008 a) 100% b) 6,786/mo PA will survey in 2008 PA will survey in 2008 a) 100% b) 6,786/mo PA will survey in % 11% 11% Staff report on completed projects - recommended to customer most cost-effective ways to accomplish goal 100% of projects 100% of projects 100% of projects Internal Process Measures: Survey of media says PA meets or exceed expectations Technology enables 24/7 response: a) % of staff- cell phones; b) % of staff - alternate access to HC network Customers rate work as effective, service meets or exceeds expectations a) departments, b) projects Learning & Growth Measures: Percent of employees meeting or exceeding their annual objectives Retention rate Percent of employees reporting positive work environment N/A N/A Baseline survey 2008 a) 100% b) 60% a) 100% b) 100% a) 100% b) 100% a) 100% b) 100% a) 100% b) 100% a) 100% b) 100% 100% 100% 100% 90% 82% 100% N/A N/A PA will survey in 2008 General Government Public Affairs (692000) OBJECTIVES/MEASURES VII-56

367 Public Affairs (692000) General Government Center Number: Department Description & Goals Public Affairs oversees public outreach to inform citizens; assists the media and monitors news coverage; provides public relations, media relations and business communication consulting to the organization; provides internal communication services; surveys public opinion; and maintains news-clip, photograph and video libraries. Results & Accomplishments 2006 Actual 2007 Est Est. News articles in media about Hennepin County Media contacts Board/committee/budget meeting broadcasts Videos produced HC Weekly issues Events coordinated Design projects (substantive) Photography Hennepin Gallery/other exhibits Charitable groups using the Government Center Visitors assisted at Information Desk 1, , N/A N/A 800/day 800/day N/A Other Results, Accomplishments & Highlights Robust news content on HC website home page. HC Weekly/Connecting at the county for employees. Several events/projects, such as openings of Midtown Greenway segment, Twins Ballpark, library merger, I-35 Bridge collapse. Working with leaders and departments on a countywide understanding of communication jobs within the county. Creation of digital Image Library. Working on the transfer of PSL Information Desk and meeting rooms to Property Services. General Government Public Affairs (692000) DESCRIPTION/RESULTS VII-57

368 Internal Audit (693000) General Government County Revenue Fund Department Mission Statement To provide an independent appraisal function within Hennepin County and to develop and execute a comprehensive audit plan to review and evaluate the adequacy and effectiveness of Hennepin County's system of internal controls as a service to the management team, the Audit Committee, and the County Board. Overarching Goals 1. Create value for our customers. 2. Contribute to the effective management of the county's financial resources. 3. Create an internal environment which maximizes cost effective and efficient client services. 4. Share knowledge to increase organizational effectiveness. 5. Support and implement continuous staff development opportunities. Key Results 1. Customers are provided with tools to maintain fiscal responsibility, reduce risk and effectuate change. 2. County resources are effectively managed by resolving high-priority internal & external audit findings. 3. Effectuate change by leveraging technology to improve service delivery. 4. Collect, manage and share information throughout the organization via department and countywide venues. 5. Maintain a knowledgeable, experienced and engaged team of internal auditors. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 865,950 $ 954,809 $ 1,045,573 Commodities 8,662 9,300 7,700 Services 449, , ,635 Public Aid/Assistance Furniture & Equipment ,000 Other Charges 9,574 10,000 21,250 Total $ 1,333,741 $ 1,503,569 $ 1,639,158 Position Summary (FTE) 2006 Actual 2007 Budget 2008 Budget Director of Internal Audit Accounting Manager Principle Accountant Senior Accountant Administrative Assistant Budgeted Positions General Government Internal Audit (693000) BUDGET SUMMARY

369 Internal Audit (693000) General Government County Revenue Fund Department Strategic Objectives Customer: Provide services that meet or exceed customer expectations, and continuously engage customers and solicit feedback to align audit objectives. Finance: Effectively manage departmental and countywide resources. Internal Process: Identify key issues/risk and work with management to effectuate change, and develop communication systems to manage and share information with customers. Learning & Growth: Promote and retain staff within Internal Audit and the organization, and promote training and develop of staff for continuous improvement and to build expertise. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Customer Satisfaction Score Response Rate: Project Performance Survey Response Rate: Project Evaluation Survey % 95% 95% 92% 90% 90% Finance Measures: Budget Variance over/(under) % of staff hrs worked on external audit work and compliance issues 3% over 0 0 9% 10% 10% Internal Process Measures: % of recommendations implemented or in-progress Average # of unique visitors to IA Intranet site per month % visits beyond home page 95% 90% % 50% 50% Learning & Growth Measures: % of staff hrs worked on cross-departmental initiatives % of staff with at least 40 hrs of training per year % of department staff with signed IDP's 13% 15% 15% 91% 100% 100% 91% 100% 100% General Government Internal Audit (693000) OBJECTIVES/MEASURES

370 Internal Audit (693000) General Government Center Number: Department Description & Goals Internal Audit conducts and/or supports a number of projects, including traditional audits (financial/ operational reviews of county departments & programs), external/single audits (coordinate completion of review & resolution of findings), and special reviews (cross-functional teams/consulting/investigations). Projects are identified from a variety of sources including customers, the county board and the audit committee, and by monitoring trends within the county and across the professional audit environment. Results & Accomplishments 2006 Actual 2007 Est Est. Develop a system to electronically prioritize and manage identified projects based on assessed risk. In Progress Yes Yes Assist several staff in efforts to pass the Certified Internal Auditor (CIA) exam. Yes Yes Yes Prepare and present curriculum as part of the county's Basics of Financial Management class. Yes Yes Yes Take advantage of county wide resources to promote the resources available on the IA Intranet site. Yes Yes Yes Evaluate audit software that can improve efficiency and effectiveness throughout the audit process. New for 2006 In Progress Yes Continuously monitor implementation status of recommendations issued by Internal Audit New in 2007 Yes Yes Facilitate regular meetings with departmental audit staff from across the county New in 2007 Yes Yes Conduct formal online surveys of customers and use feedback to improve results Yes Yes Yes Other Results, Accomplishments & Highlights Management of the External Financial Audit Contract with McGladrey & Pullen Manage and coordinate audits by McGladrey & Pullen and external agencies Develop a communication framework to provide the Audit Committee with appropriate information Leadership support to the APEX project and other major systems initiatives Enterprise view of cash handling, management and controls Collaboration with HCMC on an audit of new enterprise system Audit planning/role in new business initiatives Align process used to assess and assign risk priority to recommendations with industry standards Provide auditees with a template to assist them in responding to recommendations Ongoing support for Internal Audit staff development, including professional certifications, establishing a formal Senior/Principal plan, and a revised performance evaluation process with emphasis on customer and project feedback General Government Internal Audit (693000) DESCRIPTION/RESULTS

371 General County Purposes (694000) General Government County Revenue Fund Department Mission Statement To encourage and assist public programs and activities dedicated to cultural enrichment and to educational and technical assistance; to provide dues and contributions to organizations benefiting the county; and to reserve available funding for contingent activities further defined during the budget year. Department Description and Goals General County Purposes includes: 1) cultural and technical assistance activities and programs (Hennepin History Museum, County Fair, Extension Services, National Association of Counties, Association of Minnesota Counties, etc.) that the county supports through funding as required or permitted by state law; 2) the Purchasing and Contract Services department; 3) the Examiner of Titles Office; 4) the Municipal Building Commission; 5) Ballpark Office expenses reimbursed through sales tax; 6) the APEX project to replace existing financial, procurement and human resources systems, and 5) Undesignated Appropriations ("Contingency"). The General County Purposes' activities, programs and services support and further the vision and overarching goals of the county. Results, Accomplishments and Highlights Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 1,890 4,000 4,000 All Other Revenues (2,188,101) 2,206,370 9,714,015 Total $ (2,186,211) $ 2,210,370 $ 9,718,015 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 2,933,023 $ 3,509,111 $ 5,022,636 Commodities 54,293 32,322 65,272 Services 4,578,714 5,238,258 10,801,908 Public Aid/Assistance Furniture & Equipment 17, , ,500 Other Charges 557,041 10,749,827 13,922,325 Total $ 8,140,623 $ 19,785,218 $ 30,378,641 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Various Budgeted Positions General Government General County Purposes (694000) BUDGET SUMMARY

372 Hennepin County Fair (694100) General Government County Revenue Fund Division Mission Statement To coordinate and present an annual County Fair dedicated to increasing understanding, knowledge and education of agriculture-horticulture, home economics, youth development, and community resource development to the county as a whole. Division Description and Goals The Hennepin County Agricultural Society is governed under Minnesota State Statue, Chapter 38, and is a subdivision of the state. This volunteer organization organizes and coordinates the County Fair each summer. It is funded by county appropriations and revenue fees to obtain facilities to present opportunities to display talents, citizen recognition, agricultural recognition and other activities in cooperation with other county entities (i.e. Public Affairs, Public Works). Results, Accomplishments and Highlights The 2008 County Fair will be the 102nd fair sposored by the Hennepin County Agricultural Society, and the 23rd at the Fair's current location, Corocoran's Lion Park (County Roads 101 and 10). Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services Public Aid/Assistance Furniture & Equipment Other Charges 53,613 54,686 56,053 Total $ 53,613 $ 54,686 $ 56,053 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions General Government Hennepin County Fair (694100) BUDGET SUMMARY

373 Hennepin History Museum (694200) General Government County Revenue Fund Division Mission Statement The Hennepin History Museum promotes an understanding of the relationship between Hennepin County's past and its contemporary suburban, urban and rural communities through collecting, preserving and interpreting the County's history. Division Description and Goals The Hennepin History Museum is an independent operating agency governed by an appointed board of directors. History Museum activities include: (1) exhibits exploring people and objects from the county's past and modern times; (2) off-site exhibit programs; (3) an archive collection of books, maps, journals, documents, photographs, etc.; (4) a collection of objects (furniture, costumes, art pieces, household goods); (5) children/adult outreach and educational programming; (6) a lecture series; and (7) publication of the highly regarded quarterly Hennepin History magazine. Results, Accomplishments and Highlights Participant in Museum Adventure Pass Program, which makes access to history and the arts possible by providing free admission to area museums and cultural institutions. The Hennepin History Museum seeks to strengthen the museum docent program in size and stature, in order to allow for greater educational outreach opportunities. A "Friends of the Hennepin History Museum" group has been formed with the intent to reach a greater audience. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services Public Aid/Assistance Furniture & Equipment Other Charges 143, , ,084 Total $ 143,991 $ 171,789 $ 176,084 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions General Government Hennepin History Museum (694200) BUDGET SUMMARY

374 Minnesota Extension Services (694300) General Government County Revenue Fund Department Mission Statement To connect community needs and University of Minnesota resources to address critical issues. This is accomplished by engaging youth/adults in informal education that provides knowledge/skills they need to take care of themselves and make thoughtful decisions regarding family, home and community. Department Description and Goals The majority of Extension educational programs occur in the areas of food and nutrition, horticulture and the environment, 4-H youth development, housing and indoor air quality, working with community change/development, leadership education, and family life and parenting. The annual county appropriation provides about 1/3 of the funding for the Extension Service program, with the remainder of funds coming from the University, and other grant sources. An Extension Committee of nine members - two county commissioners, the County Auditor, and six citizens appointed by the Board of Commissioners - represent the county in the design and delivery of the County Extension program. Results, Accomplishments and Highlights As one of 18 regional centers, Hennepin County Extension staff and volunteers provided more than 30,000 hours of education involving over 15,000 youth and 500 volunteers. The County Extension Program also continues to work with a University of Minnesota-Hennepin County Relations Liaison to strengthen the relationships between the university and the county by fostering collaborative partnerships between county service delivery and university resources. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 410,680 $ 479,193 $ 493,835 Commodities 15,606 11,422 22,922 Services 146, ,125 83,425 Public Aid/Assistance Furniture & Equipment Other Charges 7,258 5,450 11,000 Total $ 579,825 $ 642,190 $ 611,182 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions General Government Minnesota Extension Services (694300) BUDGET SUMMARY

375 Muncipal Building Commission (694560) General Government County Revenue Fund Department Mission Statement To provide effective and efficient services to operate, maintain and preserve the historic landmark Municipal Building, and to ensure a safe and functional environment for city and county government employees, citizens, and elected officials. Department Description and Goals The MBC was created by state statute (MS 383B.75) in 1904 and given exclusive care and control of the Minneapolis City Hall and Hennepin County Courthouse building. The MBC is responsible for: 1) operating, maintaining and preserving the building; and 2) serving as staff to the MBC Board, implementing Board directives, space assignments and coordinating city and county tenant needs as well as planning, emergency preparedness, security, communications, human resources, labor relations, contract services, information technology, finance, accounting, payroll, and operating and capital budgeting activities. Results, Accomplishments and Highlights Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 392, , ,015 Total $ 392,273 $ 201,370 $ 209,015 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services 3,076,444 3,222,564 3,291,808 Public Aid/Assistance Furniture & Equipment Other Charges Total $ 3,076,444 $ 3,222,564 $ 3,291,808 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Not Applicable - County provides funding Budgeted Positions General Government Muncipal Building Commission (694560) BUDGET SUMMARY

376 Dues & Contributions (694510) General Government County Revenue Fund Division Mission Statement To provide funds for membership dues and/or participation in national, statewide and local organizations that benefit the county as a whole, and further the county's vision statement and overarching goals. Division Description and Goals Funding from this program supports countywide membership and participation in a variety of different organizations that: provide liaison and representative services to the county nationally, state-wide and locally on legislative issues and initiatives; provide research, technical assistance and public affair services; plan and coordinate statewide and local transportation projects; and offer educational and training activities. Funds may also be contributed to assist activities as determined by the County Board. Results, Accomplishments and Highlights Dues and Contributions 2006 Actual 2007 Budget 2008 Budget National Association of Counties (NACO) $ 22,069 $ 23,020 $ 24,000 Assoc. of Minnesota Counties (AMC) 65,559 68,209 69,800 Public Technologies, Inc. (PTI) 20,000 25,000 25,000 St. Anthony Falls Heritage Board 31,000 31,000 North Metro Crossing (Hwy 610) 10,000 10,000 Southwest Crossing 18,333 20,000 20,000 National Institute of Health Policy 15,000 15,000 15,000 Minnesota River Board 2,000 2,000 2,500 TOTALS $ 142,961 $ 194,229 $ 197,300 Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services Public Aid/Assistance Furniture & Equipment Other Charges 142, , ,300 Total $ 142,961 $ 194,229 $ 197,300 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions General Government Dues & Contributions (694510) BUDGET SUMMARY

377 Development & Abatements (694540) General Government County Revenue Fund Division Mission Statement To increase or preserve the tax base, provide employment opportunities, provide or help acquire or construct public facilities, help redevelop or renew blighted areas, or help provide access to services for county residents. Division Description and Goals The Hennepin County Board is authorized by Minnesota Statutes to to grant abatement of the county tax levy attributed to new construction. The expected benefits to the county must equal or exceed the amount of county taxes subject to the abatement agreement. The abatement action must be in the public interest and meet at least one of following criteria: 1) increases or preserves the tax base; 2) provides employment opportunities; 3) provides or helps acquire or construct public facilities, 4) helps redevelop or renew blighted areas; or 5) helps provide county residents access to services. Results, Accomplishments and Highlights The abatable portion of the county's share of property tax in the Minneapolis Light Rail Abatement project has increased substantially because one of the six parcels converted from apartment to condos. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues Total $ - $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services Public Aid/Assistance Furniture & Equipment Other Charges 179, , ,205 Total $ 179,017 $ 410,054 $ 444,205 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions General Government Development & Abatements (694540) BUDGET SUMMARY

378 Contingency (694600) General Government County Revenue Fund Division Mission Statement To identify the aggregate funding available to meet needs during the budget year which will be specified and authorized by County Board resolution at a later date. Division Description and Goals The contingency budget is all discretionary funding budgeted to finance unspecified needs during the current budget year. This could include any capital or operating program that is not provided for in the adopted budget. Expenditures do not typically appear in contingency; rather a County Board resolution will authorize and direct a budget transfer from Contingency to the appropriate fund/department receiving and expending the funds. Results, Accomplishments and Highlights In 2007 approximately $12.5 million was distributed to fund specific purposes. The Human Services and Public Health Department received approximately 36% of the contingency budget for several programs including Day Treatment and Habilitation and Out-of-Home Placement services. Public Safety received approximately 40% of the 2007 contingency budget for multiple initiatives, such as, an Offender Management system, Juvenile Case Management system, and others. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues (2,978,069) - - Total $ (2,978,069) $ - $ - Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ - $ - Commodities Services Public Aid/Assistance Furniture & Equipment Other Charges - 8,378,178 11,431,963 Total $ - $ 8,378,178 $ 11,431,963 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Budgeted Positions General Government Contingency (694600) BUDGET SUMMARY

379 APEX (694850) General Government County Revenue Fund Division Mission Statement The APEX project will transform HR, Payroll, Finance and Procurement business processes and systems. Division Description and Goals The APEX project will replace the county's current FARS financial system and Payroll/Personnel systems with industry best practices embedded in newer technologies and provide a foundation for future technology and business initiatives. Results, Accomplishments and Highlights Activities in 2008 include selecting the software package and the development vendor. Also preliminary implementation and testing phases will occur. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues - - 7,500,000 Total $ - $ - $ 7,500,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ - $ 497,352 $ 1,725,100 Commodities - 3,500 22,000 Services - 1,539,148 7,173,900 Public Aid/Assistance Furniture & Equipment - 205, ,000 Other Charges - 5,000 19,000 Total $ - $ 2,250,000 $ 9,500,000 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget FTEs Budgeted Positions General Government APEX (694850) BUDGET SUMMARY

380 Ballpark Office (698000) General Government County Revenue Fund Division Mission Statement The Ballpark Office will coordinate land acquisition, infrastructure improvements and county involvement in the construction of the new Minnesota Twins baseball park. Division Description and Goals The ballpark office budget includes internal staff and expenditures along with funding for the Ballpark Authority -- an independently run agency with an appointed board of directors. Revenue for the Ballpark Office will be from the countywide sales tax approved by the Minnesota state legislature in Results, Accomplishments and Highlights Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 300,000 2,000,000 2,000,000 Total $ 300,000 $ 2,000,000 $ 2,000,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 101,553 $ 371,815 $ 397,885 Commodities 1,298 2,500 4,450 Services 129,848 88,974 39,250 Public Aid/Assistance Furniture & Equipment 17,552 33,000 - Other Charges - 1,503,711 1,558,415 Total $ 250,251 $ 2,000,000 $ 2,000,000 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget FTEs Budgeted Positions General Government Ballpark Office (698000) BUDGET SUMMARY

381 Examiner of Titles (694125) General Government County Revenue Fund Department Mission Statement To competently, timely and efficiently perform the judicial administrative and legal advisor duties imposed on the Examiner of Titles by the Minnesota land registration acts in order that the registered land system will be the system of choice for owners of real property in Hennepin County. Department Description and Goals Title to all real property in Hennepin County will be registered and maintained under the Minnesota Torrens system. Results, Accomplishments and Highlights Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services 1,890 4,000 4,000 All Other Revenues Total $ 1,890 $ 4,000 $ 4,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 677,866 $ 719,446 $ 902,905 Commodities 2,970 3,400 3,400 Services 21,014 32,160 32,340 Public Aid/Assistance Furniture & Equipment - 13,000 2,000 Other Charges 8,341 10,500 10,500 Total $ 710,191 $ 778,506 $ 951,145 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Examiner of Titles Deputy Examiners Sr. Paralegal Sr. Support Services Supervisor Real Estate and Tax Specialist Budgeted Positions General Government Examiner of Titles (694125) BUDGET SUMMARY

382 Purchasing and Contract Services (678000) General Government County Revenue Fund Department Mission Statement To join with vendors and county departments in purchasing needed goods and services through a process that is cost effective, fair and accessible to all businesses and to ensure that we contract with vendors who share the county's commitment to Equal Opportunity and Affirmative Action. Department Description and Goals We envision a future where we excel at facilitating the purchase of needed goods and services. Hennepin County's procurement practices will directly contribute to the attainment of the County Board's contracting goals, to the economic well being of its citizens and business community and to the success of its departments. Hennepin County will be viewed as fair and the county will benefit from full and open competition for its contracting opportunities. Results, Accomplishments and Highlights 1. Increase county departments' satisfaction with our services. 2. Increase the use of certified SBE's in the county procurement. 3. Increase the percentage of minority and women employment in county contracts. 4. Continue to identify and implement technology initiatives that make us more efficient and effective. Budget by Major Revenue Category 2006 Actual 2007 Budget 2008 Budget Federal $ - $ - $ - State Local Fees and Services All Other Revenues 97,695 5,000 5,000 Total $ 97,695 $ 5,000 $ 5,000 Budget by Expenditure Category 2006 Actual 2007 Budget 2008 Budget Personal Services $ 1,430,509 $ 1,441,305 $ 1,502,911 Commodities 17,805 11,500 12,500 Services 143, , ,185 Public Aid/Assistance Furniture & Equipment - 4,700 4,500 Other Charges 15,297 16,230 17,805 Total $ 1,607,229 $ 1,683,022 $ 1,718,901 Position Summary (FTE) 2006 Budget 2007 Budget 2008 Budget Sr. Admin Manager, Admin. Manager Administrative Secretary Admin. Assistant Sr. Buyer Pr. Support Svcs. Specialist, OSIII Pr. Support Svcs. Supervisor Pr. Planning Analyst Budgeted Positions General Government Purchasing and Contract Services (678000) BUDGET SUMMARY

383 Purchasing and Contract Services (678000) General Government County Revenue Fund Department Strategic Objectives Customer: User departments successfully meet their contract requirements including small business enterprise (SBE) and affirmative action/equal employment opportunities (AA/EEC) requirements. Finance: Effectively manage our resources. Internal Process: Provide integrated and efficient contracting. Learning & Growth: Ensure that staff have knowledge base and skills necessary to be effective within an integrated division. Performance Measures 2006 Actual 2007 Est Est. Customer Measures: Percent of user departments reporting satisfaction with service. Increase the use of certified SBE's across commodity, construction and P&P contracting. 95.0% 95.0% 95.0% 9.0% 10.0% 10.0% Finance Measures: Actual division expenses as a percentage of budgeted expenditures. Value of cooperative contract expenditures as a percentage of total commodity contract expenditures. 97.0% 97.0% 97.0% 45.0% 45.0% 45.0% Internal Process Measures: Percentage of user departments who report they experience our services as integrated and efficient. Number of technology initiatives that meet the test of efficiency and effectiveness. 90.0% 90.0% 90.0% Learning & Growth Measures: Percentage of PCS staff who are assessed as having skills and knowledge to effectively perform in their roles % 100.0% 100.0% General Government Purchasing and Contract Services (678000) OBJECTIVES/MEASURES

384 Purchasing and Contract Services (678000) General Government Center Number: Department Description & Goals 1) Purchasing oversees the purchasing activities of the county, excluding the purchase of human services. 2) Contract Administration is responsible for assisting departments with professional and personal services and consultant services contracts, and for providing training and consultation in contract management, and 3) Targeted Contract Services is responsible for the administration of the County's AA/EEO Employment Program and Small Business Enterprise. Results & Accomplishments 2006 Actual 2007 Est Est. Number of purchasing contracts renewed, bid/rebid Percentage of prime SBE, MBE and WBE payments across all types of county contracting > Small business enterprise (SBE) > Minority business enterprise (MBE) > Women business enterprise (WBE) Construction of Contractor Affirmative Action/Equal Employment Opportunity (AA/EEO) Results > Minority > Women 1,300 1,300 1, % 10.0% 10.0% 4.0% 4.0% 4.0% 13.0% 13.0% 13.0% 9.0% 9.0% 9.0% 3.0% 3.0% 3.0% Other Results, Accomplishments & Highlights 1. PCS is working with other metro area government jurisdictions in planning for a new disparity study. 2. PCS is providing a key coordinating role in the development of shared services agreements between Hennepin County Departments and Hennepin County Medical Center. 3. PCS is par of the core planning team for replacing the county's financial, procurement and human resources systems. 4. PCS staff will provide contracting assistance with the new Twins ballpark development. General Government Purchasing and Contract Services (678000) DESCRIPTION/RESULTS

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