FISCAL YEAR 2006 CURRENT EXPENSE BUDGET

Transcription

1 FISCAL YEAR 2006 CURRENT EXPENSE BUDGET JANET S. OWENS COUNTY EXECUTIVE ANNE ARUNDEL COUNTY, MARYLAND ROBERT L. WALKER CHIEF ADMINISTRATIVE OFFICER JOHN R. HAMMOND BUDGET OFFICER ANNE ARUNDEL COUNTY COUNCIL RONALD C. DILLON, JR. Chairperson PAMELA G. BEIDLE C. EDWARD MIDDLEBROOKS BILL D. BURLISON CATHLEEN M. VITALE BARBARA D. SAMORAJCZYK EDWARD R. REILLY

2 PREPARED BY THE OFFICE OF BUDGET ANNE ARUNDEL COUNTY, MARYLAND ASSISTANT BUDGET OFFICERS KURT D. SVENDSEN BUDGET AND MANAGEMENT ANALYSTS MARC BURFORD HENRY T. FARRELL Jr. WAYNE R. GREKSA JESSICA A. LEYS BILLIE L. PENLEY ADMINISTRATIVE SUPPORT PAT BLEVINS

3 Table of Contents Budget Overview County Profile... 1 Organization Chart... 3 Form of the Budget... 4 Budget Process... 5 Budget Practices... 8 Special Benefit Districts Debt Schedules Position Summary Financial Summaries and Revenue Detail by Fund Revenue Summary & Detail Expenditure Summary Other Funds Revenue Summary & Detail Expenditure Summary All Funds Comparative Summary of Revenues and Expenditures Summary of Changes in Budgetary Fund Balance Unduplicated Statement of Expenditures Expenditure Detail by Department Legislative Branch County Council (including County Auditor and Board of Appeals) Executive Branch County Executive Office of Law Office of Administrative Hearings Administrative Core Group Chief Administrative Officer Office of Central Services Office of Finance Office of Finance (Non-Departmental) Office of Budget Office of Personnel Office of Information Technology State Agencies (treated as part of Executive Branch for funding and service coordination) Board of Education Community College Libraries Land Use and Environment Core Group Land Use and Environment Office of Planning and Zoning Department of Inspections and Permits Department of Public Works...251

4 Table of Contents Human Services Core Group Department of Aging Department of Recreation and Parks Health Department Department of Social Services Public Safety Core Group Police Department Fire Department Department of Detention Facilities State Agencies (County funded but not assigned to Executive Branch) Circuit Court Orphans Court Office of the State s Attorney Office of the Sheriff Board of License Commissioners Board of Supervisors of Elections Cooperative Extension Service Other Ethics Commission Local Management Board Glossary...465

5 BUDGET OVERVIEW FINANCIAL SUMMARIES DEPARTMENT DETAIL GLOSSARY

6 County Profile Anne Arundel County is located thirteen miles east of Washington, D.C., with Baltimore City and Baltimore County as its northern boundary and the Chesapeake Bay as the county's entire eastern boundary. The county is also bordered by Howard County to the west, Prince George's County to the southwest and Calvert County at its southern tip. Situated within the Atlantic Coastal Plain, the elevation rises from sea level along its coast to approximately 300 feet in the northern part. The county terrain which varies from level plains to gentle rolling hills is well drained by its streams and rivers into the Chesapeake Bay. The area of the county is 416 square miles. Baltimore Anne Arundel County Annapolis Washington DC Annapolis, the county's seat as well as the capital of Maryland, remains the county's largest incorporated area, with a 2000 population estimated at 35,838. Annapolis serves not only as a government center, but also as the focus of boating and tourism for the Chesapeake Bay region. The city perhaps is best known as the home of the United States Naval Academy. For most of its 350 year history, Anne Arundel County consisted of the City of Annapolis and largely rural and agricultural tracts of land. Particularly during the last several decades, the nature of land use has changed in the county and its population has increased. Although much of the county retains a rural and agricultural character, large areas of the county have become suburbs that are closely linked to the Baltimore- Washington metropolitan area. The county's population, which was 298,042 in 1970, grew to 427,239 by 1990 and is estimated to be 491,347 in The growth in population is shown in the following demographic data. Page 1

7 County Profile Demographic Statistics Fiscal Per Capita Public School Unemployment Year Population Income Enrollment Rate ,022 $27,142 70, % ,286 $28,402 71, % ,356 $29,990 72, % ,749 $31,905 73, % ,800 $33,544 74, % ,347 $36,466 74, % ,937 $38,441 74, % ,081 $39,437 75, % ,205 $40,463 74, % ,572 N.A. 74, % The county's economic base has broadened with the growth of high technology industries around the Baltimore-Washington International Airport and the Parole areas near Annapolis. The National Security Agency, located on the grounds of Fort Meade, is the county's largest employer. Other major employers are shown below. Commercial employment has grown, spurred in part by the construction of large shopping malls and smaller shopping centers. Employer Northrop Grumman ES3/Oceanic Top Ten Private Sector Employers in Anne Arundel County # of Employees Product or Service 7,500 Headquarters, defense electronics and telecommunications Hospital and medical services network North Arundel Health System 2,432 Southwest Airlines 2,425 Airline, East coast flight center Anne Arundel Health System Computer Sciences Corp. 2,025 Arinc 1,300 Anne Arundel Community College Hospital and medical services network 1,829 Information technology services 1,100 Allegis Group 1,006 Verizon Communications MD Constellation Energy Group/BGE Headquarters, aircraft and avionics telecommunication systems Public two-year college with certification and degree programs IT and engineering placement group 844 Telecommunication services 500 Energy company and public utility (BGE) Page 2

8 Anne Arundel County, Maryland Voters Legislative Branch County Executive Boards & Commissions Chief Admin Officer County Executive Office Office of Law Administrative Hearings Land Use Core Group Public Safety Core Group Public Works Planning & Zoning Inspections & Permits Detention Center Police Fire Land Use & Environment Administrative Core Group Human Services Core Group Central Services Finance Aging Rec & Parks Budget Personnel Info Technology Board of Education AA Comm College Library Health Social Services Circuit Court Orphan's Court State's Attorney Sheriff Bd of License Comm Bd of Elections State Agencies Cooperative Extension Local Mgmt Board

9 Form of the Budget The form of the comprehensive budget for FY2006 follows closely the requirements set forth in the County Charter. Section 703 of the Charter defines the comprehensive scope of the budget to include three things: the budget message, the current expense budget, and the capital budget and capital program. In the comprehensive budget for FY2006, these three things take the form of three separate documents each of which conform to the content requirements set forth in Section 706 of the Charter. In addition to meeting these Charter-mandated content requirements, each document also attempts to meet the awards criteria set forth by the Government Finance Officers Association for their Distinguished Budget Presentation Awards Program. Finally, any additional material required by the County Council as provided for under the Charter that is not otherwise included in these three documents is provided in appendices to these documents. Therefore, the broad outline of the Comprehensive Budget for FY2006 is as follows: 1. The Budget Message 2. The Current Expense Budget One appendix 3. The Capital Budget and Program Five appendices Page 4

10 Budget Process In addition to the above mentioned requirements regarding the content of the County budget, the County Charter also provides, in sections 610, 704 and 705, specific requirements with respect to the process of formulating both the Current Expense Budget and the Capital Budget and Program. The steps of the annual budget process for both the Current Expense Budget and the Capital Budget and Program can be organized according to the following four phases: 1. Departmental Preparation and Affordability Recommendation 2. Review and Recommendation 3. Executive Review and Proposal 4. Legislative Review and Approval The budget process is designed to encourage citizen input during each phase. The process is described on the following pages, and is summarized in the time-line figure shown at the conclusion of this section. Phase 1: Departmental Preparation and Affordability Recommendation Capital Budget and Program September through January County departments receive capital budget preparation instructions in early September. Under the direction of the Chief Administrative Officer, the Department of Public Works Engineering Bureau and Office of the Budget, collectively steer this phase of the capital budget preparation process. For FY2006, as is typically the case, this phase concluded at the end of January with the transmission by the Budget Officer to the Office of Planning and Zoning an itemized list of the capital projects which each agency proposes to undertake in the ensuing fiscal year and the next succeeding five fiscal years thereafter for review and recommendation by the Planning Advisory Board, comprised of citizens appointed by the County Executive. Current Expense Budget December through February County departments receive overall budget preparation guidance from the Chief Administrative Officer in early December. For FY2006, as is typically the case, departments were required to submit their requests and supporting materials to the Budget Officer by early February. Section 704 of the County Charter requires this to occur no later than 120 days prior to the end of each fiscal year, or about March 1. (An exception to this deadline for both the Capital and Current Expense Budgets is made for the Board of Education, for which state law sets a March 1 deadline for requests to the County government.) Affordability Recommendation October through January There is a Spending Affordability Committee comprised of citizens appointed by the County Executive and confirmed by resolution of the County Council that makes advisory recommendations to the Office of the Budget, the County Executive, and the County Council relating to spending affordability including County spending levels to reflect the ability of the taxpayer to finance County services and long-term debt. The Committee s recommendations are provided in a report finalized by the end of January. Page 5

11 Budget Process Phase 2: Review and Recommendation Planning Advisory Board Review and Recommendation February through March The Planning Advisory Board, comprised of citizens appointed by the County Executive and responsible for review and recommendation of the General Development Plan, related Small Area Plans, and the Water and Wastewater Master Plans, reviews the itemized list of the capital projects which each agency proposes to undertake in the ensuing fiscal year and the next succeeding five fiscal years, and typically makes an interim recommendation by early March. Administrative Review and Recommendation February through March The Chief Administrative Officer and the Budget Officer review the department requests, both operating and capital, during the month of February for accuracy, consistency with county goals, need, and affordability. The Chief Administrative Officer with the assistance of the Budget Officer considers the Spending Affordability Committee s recommendations and the Planning Advisory Board s recommendations, and recommends to the County Executive a comprehensive budget including both the Current Expense Budget and the Capital Budget and Program. This recommendation is typically made by mid-march. Phase 3: Executive Review and Proposal From mid-march through early-april, the County Executive holds a series of meetings with her staff and with departments to discuss departmental requests and related recommendations. Final decisions are made in mid to late April, and the Proposed Comprehensive Budget document is prepared for presentation to the County Council on May 1. Phase 4: Legislative Review and Approval Following the presentation by the County Executive of her proposed comprehensive budget on May 1, the County Council holds budget hearings throughout the month of May. By Charter, the County Council can reduce, but not increase, budgets for county departments. An exception is made for the Board of Education budget which can be increased or reduced by the County Council in accordance with state law. However, the total county budget cannot exceed that proposed by the County Executive. Throughout the month of May, the County Council holds public hearings in different parts of the county to receive citizen input on the proposed budget. The Administration, primarily through the Office of Budget, provides detailed supplementary information to the county Auditor's Office for its review. The county Auditor's Office makes recommendations on the budget to the Council. The Council votes on proposed amendments to the County Executive's recommended budget. After all amendments have been considered, the County Council votes on the entire budget and sets the property tax rate. By Charter, the County Council must adopt the budget no later than June 1, otherwise the Proposed Comprehensive Budget stands adopted. Page 6

12 Budget Process SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL Department Preparation Capital Budget & Program Current Expense Budget Affordability Recommendation Review & Recommendation Planning Advisory Board Review Administrative Review Executive Review & Proposal Legislative Review & Approval Fiscal Year Begins Page 7

13 Budget Practices Fund Accounting At the heart of government finances is the concept of fund accounting. Governments create funds to account for related expenses and revenues. For example, the Water and Sewer Operating Fund contains the budget to run the County s water supply and wastewater treatment system and the revenues collected (primarily user charges) to pay for the system. The use of fund accounting is one of the basic requirements of generally accepted accounting principles (GAAP) for government and one of the major differences between governmental and commercial accounting. It requires separate record keeping for each individual fund a government uses. All of the County s funds fall into one of three categories: Governmental Funds, Proprietary Funds, and Fiduciary Funds. Within the Governmental Funds category, there are four primary types: the, Special Revenue funds, Capital Project funds and Debt Service funds. Within the Proprietary Funds category, there are two primary types: Enterprise funds and Internal Service funds. Within the Fiduciary Funds category, there are two primary types: Pension Trust funds and Agency funds. Every fund that is accounted for is not necessarily subject to appropriation in the current expense budget. The following funds are reported in the County s Comprehensive Annual Financial Report (CAFR) but are not subject to appropriation in the current expense budget: General County Capital Projects Fund This fund accounts for all resources that are received and used for the acquisition or development of major capital improvements. Resources received are typically applied in the following order: pay-asyou-go, dedicated revenues such as developer contributions, grants, and finally bonds. Appropriations for the expenditure of these resources are made through the Capital Budget. Impact Fee Fund This special revenue fund accounts for impact fees collected from developers to pay a share of the cost of additional school capacity and road improvements necessitated by development. Disbursements are made from these funds to the General County Capital Projects Fund as eligible expenditures are incurred. Appropriations for the expenditure of these resources are made through the Capital Budget. Agency Funds These fiduciary funds account for deposits that are collected and held on behalf of individuals, organizations, or other governments. Since agency funds report only assets and liabilities, these funds are not subject to appropriation. All funds other than the that are subject to appropriation in the current expense budget are collectively referred to in this document as other funds. Page 8

14 Budget Practices A brief description of the major fund types within which each of these other funds are categorized follows: The : is probably the most visible part of the County budget. It includes the budgets to pay for police and fire protection, maintain roads and plow the snow, operate the detention centers, provide grants to community social service agencies and a host of other activities, including the County s contribution toward the operation of the County schools, community college and library system. The revenue to support the general fund comes primarily from local property and income taxes. Special Revenue Funds: a number of County revenues can only be spent for specific purposes. For example, the County dedicates 7% of its hotel / motel tax revenue to economic development within the County and isolates these revenues and related expenditures in the economic development fund. Other special revenue funds include the reforestation, Laurel impact fee, and workforce development funds. Enterprise Funds: some government operations are fully supported by revenues they generate. The water and wastewater utility fund is an example. Internal Service Funds: Some government departments operate purely to support other local agencies. For example, the self insurance fund provides insurance coverage for County government agencies and charges their respective funds for the cost. Other internal funds include the central garage funds, and the print shop fund. These other funds and the department to which they are assigned are shown in the chart on the following page. Page 9

15 Budget Practices Departmental Assignments of Other Funds County Executive Chief Admin. Office Central Services Enterprise Funds Utility Operations Utility Debt Service Maryland City Altern. Minimum Tax Solid Waste Solid Waste Financial Assurance Child Care Internal Service Funds Print Shop Self-Insurance Health Insurance Central Garage - Operations Fund Central Garage - Replacement Fund Fiduciary and Special Debt Service Funds Pension IPA Debt Service Special Revenue Funds Whitmore Garage Developer Street Light Installation Forfeit & Asset Seizure Visitor & Conference Economic Development Incentive Loan Piney Orchard WW Service Systems Reform Init. Laurel Impact Fee Inmate Benefit Reforestation Workforce Development Community Development Tax Increment Financing and Special Tax District Funds Nursery Road Tax Increment West County Tax Increment Farmington Village Special Tax District Park Place Tax Increment Arundel Mills Tax Increment Parole Tax Increment Nat'l Business Park Tax Dist Dorchester Special Tax District Finance (non-deptl) Personnel Land Use Public Works Rec & Parks Police Detention Facilities Local Mgmt. Board Special Community Benefit Districts, and Erosion Control and Waterway Improvement Districts (These districts are community-initiated and are not assigned to a particular Department - see pages 20 & 21) Board of Education, Community College, and Library (Funds have been established to accomodate appropriation of all funding sources for these component units) Page 10

16 Budget Practices GAAP Basis of Accounting The basis of accounting refers to the timing of when revenues and expenditures are reported in financial documents. The County presents financial statements in its Comprehensive Annual Financial Report (CAFR) in accordance with GAAP. The governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized when measurable and available. Expenditures are generally recorded when incurred. In accordance with GAAP, the County considers revenue collected within 90 days of the end of the fiscal year as being available, except for property taxes, which must be collected within 60 days. Therefore, when revenues have not been received within these availability periods, they have been deferred into a future fiscal year. The proprietary funds are reported using the economic resources measurement focus and the accrual basis of accounting. Revenues are recognized when earned, and expenses are recognized when a liability is incurred, regardless of the timing of cash flows. Budgetary Basis of Accounting The budgetary basis of accounting determines when a government charges expenditure to a budget appropriation, or when it credits revenue to its Funds for budgeting purposes. Although the County presents financial statements in its CAFR in accordance with GAAP, the budget is adopted on a modified cash basis. The major areas of difference between the two bases of accounting are as follows: For budgetary purposes, expenditures are recognized when encumbered. Under GAAP, encumbrances are classified as a reservation of fund balance. For budgetary purposes, grant revenue is recognized when the grant-related reimbursable expenditures are made. Under GAAP, these revenues are recognized when measurable and available. For budgetary purposes, depreciation expense is not appropriated, but capital outlays are. Under GAAP, in the proprietary funds, capital outlay transactions are recorded as an increase in capital assets, and depreciation expense is recognized on an annual basis regardless of when a capital asset is actually replaced. In recognition of these differences, companion financial statements are presented in the CAFR according to the budgetary basis of accounting. Page 11

17 Budget Practices Appropriation Control Section 706 of the County Charter requires the County Executive to classify proposed expenditures within the current expense budget by agency, character and object. The nature of this classification is left to the discretion of the County Executive. The current expense budget classifies department (i.e., agency) expenditures by subdepartments (i.e., character) and seven expense objects including Personal Services, Contractual Services, Supplies & Materials, Business & Travel, Capital Outlay, Debt Service, and Grants, Contributions & Other. Section 715 prohibits the expenditure of funds in excess of the amounts appropriated under this general classification of expenditure. An appropriation control matrix for the FY2006 Proposed Budget is provided in the Financial Summaries section. Amendment to the Budget The County Charter, Section 711 allows appropriations in a fiscal year to be transferred between general classifications of expenditure within the same department with the approval of the County Executive. Transfers between departments may be made only on the recommendation of the County Executive and approval of the County Council. Section 712 provides that during any fiscal year, the County Council, upon the recommendation of the County Executive, may by ordinance make additional, supplementary or emergency appropriations as long as they do not exceed the amount of funds certified as being available by the Controller. Balanced Budget Section 710 (c) of the County Charter provides that the County budget shall be adopted in the Annual Budget and Appropriation Ordinance and balanced as to proposed income and expenditures. The County encourages commitment to a balanced budget through the preparation, management and execution of the yearly budget. The FY2006 Approved Budget is balanced. One-Time Revenues One-time revenues are defined as revenue sources that cannot be relied upon over time. One time revenues are generally utilized to fund capital projects or to enhance reserves. Page 12

18 Budget Practices Statement of Contingency Reserves Under Section 706 (a) of the County Charter, contingency reserves are limited to 3% of general and other fund appropriations. A contingency account is typically funded under the Office of the Chief Administrative Officer. The approved budget includes $8.5 million in this reserve account, or 0.8% of total appropriations. Revenue Reserve Fund Section of the Anne Arundel County Code creates a revenue reserve account known as the Rainy Day Fund. The Revenue Reserve Fund is a continuing, non-lapsing account in which funds are retained to support appropriations if general fund revenues fall below revenue estimates during a fiscal year. Pursuant to Section 8-107(b) the budget as proposed by the County Executive and approved by the County Council may contain an appropriation to the Revenue Reserve Fund. This contribution must not cause the balance of this fund to exceed 10% of the estimated average aggregate annual revenue derived from the income tax, real property transfer tax, recordation tax, and investment income of the in the three fiscal years preceding the fiscal year for which the appropriation is made. Section 8-107(d) allows the County Executive with the approval of the County Council, to authorize a transfer from the Revenue Reserve Fund to the in the current expense budget if: (1) revenues for the current fiscal year will be below the estimated revenues relied on to fund the current expense budget, and (2) all reasonable reductions in expenditures have been made and will not be sufficient to offset the anticipated shortfall. Clearly, strict standards govern the use of this fund. To date, the County has not had to draw upon the Revenue Reserve Fund, and the FY2006 Budget will fund it to the maximum permitted by the code. Budgetary Fund Balance Fund Balance is the difference between the assets and liabilities of a governmental fund. It is always divided into two separate pieces: a reserved piece and an unreserved piece. The unreserved piece is generally the amount available for new spending. In some instances, a portion of this unreserved fund balance may be designated (or planned) for a particular purpose. The Budgetary Fund Balance represents the amount of net assets that are available for appropriation, consistent with the Budgetary Basis of Accounting. Budgetary Fund Balance data as of the end of the previous fiscal year is obtained from the Budgetary Statements in the County s Comprehensive Annual Financial Report (CAFR). Page 13

19 Budget Practices Bond Rating Anne Arundel County Bonds are rated by three agencies: Fitch Ratings, Moody s Investor s Service, and Standard & Poor s Corporation. Ratings are based on multiple criteria such as economic conditions, financial management, tax burden and debt. Currently, Anne Arundel County s bond ratings are one level shy of the highest Triple AAA bonding rate: Moody s S & P Fitch Aa1 AA+ AA+ The County strives to maintain the above credit ratings through strong fiscal policy and management. Debt Limit The Annotated Code of Maryland, Article 25A, Section 5P provides that the aggregate amount of bonds and other evidences of indebtedness outstanding at any one time shall not exceed a total of 6% of the assessable basis of real property of the county and 15% of the county s assessable basis of personal property and operating real property. In compliance with State Code, Section of the County Code authorizes the County Council to approve the issuance of general obligation bonds up to a limit of 5.2% of the assessable basis of real property and 13% of the assessable base of personal property and certain operating real property of the County. Section of the Code allows general obligation water and sewer bonds to be issued up to a debt limit of 5.6% of the assessable basis of real property and 14% of the assessable base of personal property and certain operating real property within the County s sanitary district. General Bonds Water and Wastewater (5.2%/13% Limitations) (5.6%/14% Limitations) Charter imposed limitation $ 2,343,410,800 $ 2,325,512,017 Bonded debt outstanding Bond anticipation notes 33,500,000 19,000,000 Long-term serial bonds 522,630, ,122, ,130, ,122,194 Legal debt margin $ 1,787,280,800 $ 2,060,389,823 Source: Comprehensive Annual Financial Report FY2004 Page 14

20 Budget Practices Debt Affordability The following debt affordability policy is used in planning future debt issuance levels, and was developed in order to help the County maintain its creditworthiness while at the same time ensuring that necessary capital projects will be funded. This debt affordability policy consists of debt ratio guidelines as well as capital budget financing guidelines. The debt ratio guidelines exclude all of the County s enterprise fund debt since it is assumed that this debt is and will continue to be self-supporting, and are broken into two tiers: Tier One Guidelines The first tier of debt ratio guidelines applies to tax-supported debt and includes the following ratios: Debt Service to Operating Revenues 9.0% Debt to Personal Income 3.0% Debt to Full Value Assessment 1.5% Debt per Capita $1,500 Tier Two Guidelines The second tier of debt ratio guidelines applies to tax increment, special taxing district, and other revenue-supported (non-enterprise fund) debt, and includes the following ratios: Debt Service to Operating Revenues 1.0% Debt to Personal Income 0.5% Debt to Full Value Assessment 0.25% Debt per Capita $200 Second Tier Debt to Total of First and Second Tier Debt 15% Once any of these individual debt financings have demonstrated three successive years of self-support, they are no longer considered in the calculation of these second tier ratios since they are deemed to be self-supporting. In addition to these debt ratio guidelines, the following capital budget financing guidelines have been established: The County will conservatively estimate revenues to maintain a positive General Fund balance. The County will recommend budget contributions to Pay-as-you-Go financing in each fiscal year. The County will continue to examine alternative funding sources in order to provide long-term tax relief. Page 15

21 Budget Practices Pension Fund The employee contribution requirements for each employer defined benefit plan in the Retirement System are set by County legislation. The County's annual contribution is based on annual actuarial valuations. The table below provides the actuarial assumptions, funding methods and contributions related to the fiscal year 2004 financial statements. The actuarial funding method changed from the frozen entry age normal to the projected unit credit method in FY2005. Employees Police Fire Detention Plan Plan Plan Plan Conribution amounts: Plan members Tier One 4.00% 6.00% 5.00% 5.00% Tier Two - Not applicable Not applicable Not applicable County annual pension cost $7,545,780 $8,814,480 $8,217,564 $3,106,740 Contributions made $7,545,780 $8,814,480 $8,217,564 $3,106,740 Actuarial valuation date January 1, 2004 January 1, 2004 January 1, 2004 January 1, 2004 Actuarial cost method Projected Projected Projected Projected unit credit unit credit unit credit unit credit Amortization method Level % of payroll Level % of payroll Level % of payroll Level % of payroll Remaining amortization period 30 years, closed 30 years, closed 30 years, closed 30 years, closed Asset valuation method 5-yr smoothed market 5-yr smoothed market 5-yr smoothed market 5-yr smoothed market Actuarial assumptions: Inflation rate 3.50% 3.50% 3.50% 3.50% Investment rate of return 4.50% 4.50% 4.50% 4.50% Projected salary increases (graded scale) Varies by age Varies by age Varies by age Varies by age Cost of living adjustments: Benefits earned prior to 1/31/ % 3.50% 3.50% 3.50% Benefits earned thereafter 2.10% 2.10% 2.10% 2.10% Source: Comprehensive Annual Financial Report FY2004 Certain participants in the State Retirement and Pension Systems (State plans) are required to contribute 5% to 7% of compensation to the plans. The County is required to contribute the remaining amounts necessary to fund the plans, except that the State pays the employer s share of retirement costs on behalf of certain teachers, professional librarians, and related positions for the Board of Education, Library, and Community College, in accordance with State law. For FY2006, the County is again funding the actuarially recommended amounts for the four plans: Employees Plan $10,351,500 Police Plan $9,005,500 Fire Plan $10,236,800 Detention and Sheriffs Plan $3,280,100 Page 16

22 Budget Practices Other Post Retirement Funds Retirees of the Primary Government, Library, and Economic Development continue to receive medical coverage. The Primary Government pays eighty percent of the cost. These retirees have the option of retaining dental and vision coverage, but must pay the full cost of these benefits. Health benefits are provided to retirees through an agreement between the Primary Government and the Police labor union, and are extended to others by administrative policy. There were 1,654 retirees and spouses receiving health benefits as of June 30, Retirees of the Board of Education who receive benefits from the State Retirement System may elect to continue medical coverage. Retirees may also continue in the Board s dental or vision programs. The Board pays eighty percent of the cost of the basic health care and dental programs with the balance of the cost deducted from the retirees monthly check. These benefits are provided through an agreement between the Board and Anne Arundel County Retired Teachers Association. There were approximately 3,200 retirees eligible for benefits at June 30, Retirees of the Community College receive certain health care and dental benefits. The Community College contributes to the cost of these health and dental benefits at a rate of 2.5 percent per year for each year of service. Employees must have at least 10 years of service to qualify and the maximum paid by the College is 75%. Retirees have no vested rights to these benefits, which are subject to modifications by the Board of Trustees. There were 178 College retirees eligible for benefits at June 30, These costs are recognized when paid. Total costs incurred for these benefits for the year ended June 30, 2004 were as follows: Entity Amount Primary Government $ 7,510,549 Board of Education 18,248,300 Community College 464,447 Other Nonmajor Component Units 304,011 $ 26,527,307 The Government Accounting Standards Board has issued Statements 43 and 45 (effective in FY07 and FY08, respectively), which pertain to reporting requirements for other post retirement benefits. This will require governments to accrue the liability and expense of these benefits over the working career of employees, rather than recognize the cost when paid, as is presently the case. The Administration has begun to evaluate the impact of these statements, which will require either a significant increase in annual funding or a restructuring of the post retirement benefits offered, or a combination of both. Statements 43 and 45 apply to the County s component units, the Board of Education, Community College and Library, who will similarly have to address this issue. Page 17

23 Special Benefit Districts APPROPRIATION AND REVENUE SUMMARY SPECIAL COMMUNITY BENEFIT DISTRICTS Original Community FY2005 Assessable Base, Tax Tax Amount Co.-held FY2006 Held Appropriation District Appropriation Lots/Tax Accts. Rate FY2006 Surplus Funds Funds FY2006 Amberley 12, Annapolis Roads 256,700 89,400, , ,100 19, ,300 Arundel on the Bay 107,900 88,200, ,000 2,800 77,800 21,400 99,200 Avalon Shores 17, t.a , ,800 2,900 20,700 Bay Highlands 49,500 21,900, , ,900 42,600 64,500 Bay Ridge 258, t.a ,800 50, , ,600 Beverly Beach 25, t.a , , ,400 Birchwood 6, t.a ,500 1,000 4,500 1,600 6,100 Bittersweet 11, t.a , ,800 1,300 10,100 Cape Anne 12, t.a ,700 2,700 10,400 6,800 17,200 Cape St. Claire 255,800 2,321 t.a , ,600 80, ,600 Carrollton Manor 36, t.a , , ,500 Cedarhurst on the Bay 90,900 44,900, , ,300 9,000 94,300 Chartwell 89, t.a , ,500 68, ,500 Columbia Beach 73,300 28,200, ,000 3,500 34,500 36,800 71,300 Crofton 1,007, ,900, ,900 13, , ,500 1,071,900 Eden Wood 54, t.a. 1, , ,200 34,800 54,000 Epping Forest 429,200 70,700, ,700 6, , , ,500 Fairhaven Cliffs 16, t.a ,800 1,200 6, ,000 Felicity Cove 11, t.a , , ,600 Franklin Manor 36,200 89,900, , ,500 5,000 41,500 Gibson Island 183, ,000, ,000 14, ,500 82, ,500 Greenbriar Gardens 9, t.a , , ,100 Greenbriar II 16, t.a , , ,800 Herald Harbor 20, ,650 15,650 Highview on the Bay 19, t.a. 1, , , ,100 Hillsmere 168,100 1,225.0 lots , ,800 13, ,800 Hunters Harbor 15, t.a , , ,500 Indian Hills 82,300 37,200, ,600 1,000 86, ,600 Landhaven 7, t.a ,600 2,500 5,100 2,600 7,700 Little Magothy River 36, t.a , ,400 30,400 66,800 Long Point on the Severn 44, t.a , ,800 37,200 45,000 Magothy Beach 3, t.a , , ,100 Manhattan Beach 24, t.a , ,000 11,200 26,200 North Beach Park 11,500 43,650, ,200 2,200 11, ,400 Owings Beach 33,000 11,600, ,000 5,300 27,300 3,200 30,500 Oyster Harbor 837,500 65,400, ,300 14, ,900 64, ,900 Parke West 77, t.a , , ,900 Pine Grove Village 11, t.a , ,000 3,700 14,700 Provinces 10, t.a , , ,700 Queens Park 34, t.a , , ,700 Rockview Beach/Riviera Isles 7, t.a , ,600 3,000 7,600 Selby on the Bay 84, t.a ,400 2,000 76,400 8,500 84,900 Severna Forest 3, t.a ,400 3,400 Severndale 23, lots , ,600 17,145 20,745 Sherwood Forest 916, lots 2, , , ,300 Shoreham Beach 28, lots , , ,415 Snug Harbor 46, t.a , ,500 30,082 51,582 Southgate 4, t.a ,300 4, ,300 South River Heights 8, t.a , , ,300 South River Manor 6, t.a , ,900 4,200 9,100 South River Park 22, t.a , ,100 7,200 18,300 Steedman Point 19, t.a ,800 18,900 22, ,700 Stone Haven 2, t.a , , ,915 Sylvan View on the Magothy 13, t.a ,200 1,600 15, ,800 Tanglewood Lane 11, t.a ,200 6,000 13, ,200 Upper Magothy Beach 14, t.a , , ,165 Venice Beach 72,800 9,400, ,500 5,000 28,500 40,400 68,900 Venice on the Bay 9, t.a , ,200 6,100 12,300 Warthen Knolls , , ,900 Wilelinor 23, t.a , ,400 6,150 22,550 Woodland Beach 243,100 6,254 lots , ,300 59, ,300 Woodland Bch, Pasadena 8, t.a , , ,800 Totals 6,079,500 4,374, ,900 4,539,800 1,288,122 5,827,922 Page 18

24 Special Benefit Districts APPROPRIATION AND REVENUE SUMMARY SHORE EROSION CONTROL DISTRICTS Original Estimated FY2005 Assessable Base, Tax Tax Amount Fund Bal. Appropriation District Appropriation Lots/Tax Accts. Rate FY2006 6/30/2005 FY2006 Annapolis Cove 5, lots , ,300 Annapolis Landing 8, t.a , ,200 Arundel on the Bay 33,200 88,200, ,300 21,600 56,900 Bay Ridge 477, ,331,500 varies 88, , ,800 Cape Anne 19,500 21,600, ,900 15,200 22,100 Cedarhurst on the Bay 55,800 44,900, ,900 39,600 75,500 Columbia Beach 10,000 28,200, ,700 8,300 23,000 Elizabeths Landing 25,100 74,700, , ,700 Franklin Manor 49,100 89,900, ,800 26,000 45,800 Gibson Island 9, ,000, ,000 28,000 Idlewilde 36,000 15,800, ,000 10,000 Mason's Beach 101,700 12,200, ,300 1,800 31,100 North Beach Park 50,700 43,650, ,400 41,300 65,700 Pine Grove Village 2, t.a , ,700 Riviera Beach 335, ,000, , , ,900 Snug Harbor 11, t.a , ,500 Totals 1,231, , ,800 1,340,200 APPROPRIATION AND REVENUE SUMMARY WATERWAY IMPROVEMENT DISTRICTS Original Estimated FY2005 Assessable Base, Tax Tax Amount Fund Bal. Appropriation District Appropriation Lots/Tax Accts. Rate FY2006 6/30/2005 FY2006 Browns Pond 25, shrs. 1, ,500 16,500 28,000 Buckingham Cove 11, t.a ,000 1,700 10,700 Cattail Creek 10,800 Varies cu.yd ,400 5,400 10,800 Johns Creek 7,700 9 t.a ,700 2,100 9,800 Lake Hillsmere 4,900 4,100, ,700 1,200 4,900 Lake Hillsmere II 8, t.a , ,400 Lake Placid 8,100 6,600, ,200 3,000 14,200 Romar Estates 13, t.a , ,000 Snug Harbor 46, t.a 1, ,000 12,000 56,000 Spriggs Pond 12, t.a ,600 1,100 14,700 Whitehall 7, shrs , ,100 Totals 155, ,200 43, ,600 Page 19

25 Debt Schedules Statement of Debt Service Requirements Fund: All Funds FY2004 FY2005 FY2006 Funding Source Actual Adjusted Total Principal Interest - General County 33,733,028 38,964,300 39,784,100 25,435,500 14,348,600 - Board of Education 25,881,114 26,405,000 28,267,300 18,155,400 10,111,900 - Community College 2,511,893 3,150,000 3,411,300 2,076,700 1,334,600 Genral Fund Total 62,126,034 68,519,300 71,462,700 45,667,600 25,795,100 Enterprise Funds Utility Debt Service 25,366,007 29,402,400 28,921,100 17,644,900 11,276,200 Maryland City Alt. Min. Tax 1,789,594 1,809,500 1,810,500 1,535, ,500 Solid Waste 4,105,158 4,265,100 4,237,400 3,124,700 1,112,700 Fiduciary and Special Debt Service Funds IPA Debt Service 392, , ,300 16, ,300 Tax Increment Financing and Special Tax District Funds Nursery Road Tax Increment 184, , ,100 57, ,300 West County Tax Increment 914, , , ,400 Farmington Village Spcl Tax 440, , ,000 82, ,000 Arundel Mills Tax Increment 2,153, ,600 1,502, ,502,000 Parole Tax Increment 1,058,500 1,059,600 1,054, , ,100 Nat'l Business Park Tax Dist 117, Dorchester Special Tax Dist 290, ,900 1,068, ,068,600 98,939, ,741, ,933,200 68,853,000 43,080,200 STATEMENT OF LONG-TERM OUTSTANDING DEBT As of March 31, 2005 : General Various Purpose 282,022,215 School Construction 201,052,031 Board of Trustees, Anne Arundel Community College 27,038,600 Tax Increment Funds: Arundel Mills (Rt. 100) - Bonds 30,350,000 Nursery Road - Bonds 2,700,577 Nursery Road - State Advances -- Highway Construction 0 Parole Town Center - Bonds 6,945,000 West County (National Business Park) - Bonds 15,655,000 Installment Purchase Agreements 8,679,000 Enterprise Funds: Solid Waste Disposal 21,041,577 Water and Wastewater Utility Fund 259,663,540 TOTAL DEBT OUTSTANDING 855,147,540 Page 20

26 Position Summary Fund / Department Summary Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Department/Agency Approved Approved Adjusted Approved from Adj. Legislative Branch Legislative Branch Executive Branch County Executive Law Administrative Hearings Administrative Core Group Chief Administrative Officer Central Services Finance Finance (Non-Departmental) Budget Personnel Information Technology Land Use and Environment Core Group Land Use and Environment Planning and Zoning Inspections and Permits Public Works Human Services Core Group Aging Recreation and Parks Health Social Services Public Safety Core Group 0 Police Fire Detention Facilities State Agencies Circuit Court Orphans' Court State's Attorney Sheriff License Commissioners Supervisors of Elections Other Ethics Commission Total 3,556 3,548 3,638 3, Other Funds Utility Operations Solid Waste Operations Child Care Print Shop (2) Self Insurance Central Garage - Operations Reforestation Agency All Funds Total 4,092 4,079 4,169 4, Page 21

27 Position Summary POSITION ADDITION / DELETIONS / RECLASSIFICATIONS GENERAL FUND OFFICE OF LAW NEW POSITIONS QTY. Attorney III / NR-21 1 CENTRAL SERVICES NEW POSITIONS QTY. Facilities Maint. Mech. I / LM-7 1 Facilities Maint. Mech. II / LM FINANCE NEW POSITIONS QTY. Accountant I / NR-15 1 PERSONNEL NEW POSITIONS QTY. Personnel Analyst III / NR-19 1 INSPECTIONS & PERMITS NEW POSITIONS QTY. Management Aide / NR-12 1 Zoning Inspector / OS PUBLIC WORKS NEW POSITIONS QTY. Equipment Operator III / LM-9 1 Maintenance Worker II / LM HEALTH NEW POSITIONS QTY. Environmental Sanitarian I / NR-12 1 RECLASS. FROM RECLASS. TO Crisis Intervention Counselor / NR-14 1 Program Specialist II - NR-17 Addictions Specialist / NR-14 2 Environmental Sanitarian I / NR-12 Page 22

28 Position Summary POSITION ADDITION / DELETIONS / RECLASSIFICATIONS FIRE NEW POSITIONS QTY. Systems Programmer I / NR-17 1 Systems Programmer II / NR-19 1 Communications Coord. / NR-13 1 Fire Inspector / NR-12 3 Volunteer Coordinator / NR-17 1 Office Support Specialist / OS-6 1 Office Support Assistant II / OS-4 1 FF Emerg. Med. Tech - PM / F-4 13 Fire Lieutenant / F RECLASS. FROM RECLASS. TO Fire Deputy Chief / F-9 1 Fire Captain / F-6 Fire Division Chief / F-8 1 Fire Captain / F-6 Fire Lieutenant / F-5 1 Fire Captain / F-6 Fire Fighter II / F1 26 Fire Fighter III / F-2 Fire Fighter II / F1 12 FF Cardiac Rescue Tech / F-3 Fire Fighter II / F1 7 FF Emerg. Med. Tech - PM / F-4 POLICE NEW POSITIONS QTY. Police Officer / P-1 10 Police Sergeant / P-2 3 Police Lieutenant / P DETENTION NEW POSITIONS QTY. Facilities Maint. Mechanic II / LM-9 1 RECLASS. FROM RECLASS. TO Detention Officer / D-1 40 Detention Corporal / D-2 SHERIFF NEW POSITIONS QTY. Office Support Assistant II / OS-4 1 STATE'S ATTY. NEW POSITIONS QTY. S/A Paralegal / SA-2 1 Page 23

29 Position Summary POSITION ADDITION / DELETIONS / RECLASSIFICATIONS REC & PARKS NEW POSITIONS QTY. Management Aide / NR-12 1 Park Ranger / NR-13 1 Maintenance Worker II / LM GENERAL FUND FY2005 Original Positions: 3,548 FY2005 Adjusted Positions: 3,638 FY2006 New Position Requests: 68 FY2006 Total Requested Positions: 3,706 SOLID WASTE FUND SWF - Community Services NEW POSITIONS QTY. Maintenance Worker II / LM-5 1 FY2005 Original Positions: 83 FY2005 Adjusted Positions: 83 FY2006 New Position Requests: 1 FY2006 Total Requested Positions: 84 CHILD CARE FUND FY2005 Original Positions: 7 FY2005 Adjusted Positions: 7 FY2006 New Position Requests: 0 FY2006 Total Requested Positions: 7 WATER/WASTEWATER FUND FY2005 Original Positions: 348 FY2005 Adjusted Positions: 348 FY2006 New Position Requests: 0 FY2006 Total Requested Positions: 348 Page 24

30 Position Summary POSITION ADDITION / DELETIONS / RECLASSIFICATIONS CENTRAL STORES FUND DELETED POSITIONS QTY. Duplicating Equipment Operator -1 Graphics Specialist -1 FY2005 Original Positions: 7 FY2005 Adjusted Positions: 7 FY2006 New Position Requests: 0 FY2006 Deleted Positions: -2 FY2006 Total Requested Positions: 5 SELF-INSURANCE FUND FY2005 Original Positions: 14 FY2005 Adjusted Positions: 14 FY2006 New Position Requests: 0 FY2006 Total Requested Positions: 14 CENTRAL GARAGE FUND FY2005 Original Positions: 71 FY2005 Adjusted Positions: 71 FY2006 New Position Requests: 0 FY2006 Total Requested Positions: 71 REFORESTATION FUND ALL COUNTY FUNDS FY2005 Original Positions: 1 FY2005 Adjusted Positions: 1 FY2006 New Position Requests: 0 FY2006 Total Requested Positions: 1 FY2005 Original Positions: 4,079 FY2005 Adjusted Positions: 4,169 FY2006 New Position Requests: 69 FY2006 Deleted Positions: -2 FY2006 Total Requested Positions: 4,236 Page 25

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32 BUDGET OVERVIEW FINANCIAL SUMMARIES DEPARTMENT DETAIL GLOSSARY

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34 Revenue Summary & Detail Summary Fund: Comparative Statement of Revenues FY2004 FY2005 FY2005 FY2006 Inc (Dec) Sources of Income Actual Estimate Revised Estimate from Est. Property Taxes 386,355, ,276, ,639, ,898,000 22,622,000 Local Income Tax 298,065, ,873, ,698, ,786,000 25,913,000 State Shared Revenues 25,744,976 28,848,000 29,363,000 35,797,000 6,949,000 Grants and Aid - State/Fed 43,682,563 44,886,500 46,837,200 46,326,400 1,439,900 Recordation & Transfer Tax 99,053,108 75,611, ,086,000 87,000,000 11,389,000 Local Sales Taxes 29,255,189 30,613,000 29,161,000 30,049,000 (564,000) Licenses and Permits 15,154,019 14,315,400 14,932,100 17,055,200 2,739,800 Investment Income 1,234,180 1,753,000 2,840,000 3,969,000 2,216,000 Other Reimbursements 26,114,949 26,678,900 25,510,500 32,840,300 6,161,400 Interfund Reimbursements 17,002,509 20,576,000 21,450,000 22,976,400 2,400,400 Total County Revenue 941,662, ,430, ,516,800 1,026,697,300 81,266,500 Fund Balance (Appropriated) 0 23,569,200 23,569,200 75,884,700 52,315,500 Commentary Total 941,662, ,000,000 1,009,086,000 1,102,582, ,582,000 Excluding appropriated fund balance, revenues are projected to increase by 8.6% over the original FY2005 estimate of one year ago, and 4.2% over the revised FY2005 estimate. At the present time, the most volatile revenue category is recordation and transfer taxes. The fact that the revised FY2005 estimate for this category has been increased by nearly 40% over the original estimate is the primary reason for such a difference in these two FY2006 revenue growth rates. The estimated growth in state shared revenues of 24% is primarily due to the restoration of Highway User Fee revenues which were cut in the FY2004 budget. The estimated growth in other reimbursements of 23% is primarily due to an accounting change whereby approximately $5 million of revenues and expenditures associated with operation of the County s two golf courses are now being accounted for in the. This category also includes the increased revenue associated with an increase in the 911 Service Fee from $0.50 to $0.75 per month. The 19% increase in licenses and permits is partially driven by an increase in the grading permit fee. As illustrated in the chart below, Property Taxes and Income Taxes represent over twothirds of all revenue collected by the County: Page 27

35 Revenue Summary & Detail Summary FY2006 Revenue $1,102,582 Appropriated Fund Balance 7% Miscellaneous Revenue 7% Property Taxes 38% Local Income Tax 30% Local Sales Tax 3% State Shared Revenue 3% Federal and State Grants 4% Recordation and Transfer Tax 8% The chart below compares the mix of revenue in FY1992 with today, and illustrates the reduced reliance on Property Taxes from 48% to 41% since passage of the Property Tax Cap. Note also the increased reliance upon the Income Tax from 28% to 32% of the whole despite no rate increase during this time period. Revenue Mix - FY1992 vs. FY2006 Interfund Reimbursements Other Revenues Investment Income Licenses & Permits Local Sales Taxes Recordation and Transfer Tax State & Federal Revenue Local Income Tax Property Taxes 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% FY2006 FY1992 Page 28

36 Revenue Summary & Detail Detail Property Taxes Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Sub-Category Actual Estimate Revised Estimate from Est. Real Property Tax 349,717, ,312, ,167, ,037,000 49,725,000 Corporate Property Tax 54,381,454 50,829,000 54,202,000 53,159,000 2,330,000 Personal Property Tax 1,260,166 1,074, , ,000 (314,000) Homestead Tax Credit (18,160,845) (38,656,000) (37,781,000) (67,102,000) (28,446,000) Homeowner Credit - Local (1,173,038) (1,750,000) (1,588,000) (1,587,000) 163,000 Homeowner Credit - State (2,916,834) (3,009,000) (2,604,000) (2,601,000) 408,000 Other Property Tax Credits (673,056) (920,000) (1,168,000) (1,245,000) (325,000) Sub-total (see p. 33) 382,435, ,880, ,037, ,421,000 23,541,000 State Circuit Breaker Reimb. 2,147,965 3,009,000 2,604,000 2,601,000 (408,000) Prior Year Tax & Credits 361,977 (1,958,000) (2,175,000) (2,225,000) (267,000) Interest, Penalties & Chrgs 1,410,088 1,345,000 1,173,000 1,101,000 (244,000) Background 386,355, ,276, ,639, ,898,000 22,622,000 County property taxes are levied against real property and personal property. Both residential and business real property is subject to property tax while only business personal property is subject to property tax. In addition to the exemptions for properties that are owned and used by religious, charitable, or educational organizations, and for property owned by the Federal, State, or local governments, these property taxes are the subject of many credit programs, as well as the Property Tax Revenue Limit (i.e., Tax Cap ) imposed by county voters in November of The general process of estimating property taxes can be described as follows: 1. The assessable base for real and personal property is estimated 2. The impact of property tax credit programs is estimated and subtracted from the assessable base 3. Tax rates are then identified and applied to this adjusted assessable base, and an associated revenue yield is determined. While this generally describes the estimation process, the actual estimation process is more complicated due to the specific requirements of the different property tax credit programs, the Tax Cap, and the calculation of the City of Annapolis tax differential. Page 29

37 Revenue Summary & Detail Detail Property Taxes Assessment of Real Property Each year the Department of Assessments and Taxation values one-third of all real property. Over a three-year period, all properties in the State are required to be appraised based on a physical inspection. Any increase in the full cash value (market value) is phased in over the next three years. The phased-in full cash value is the assessed value for each taxable year. The assessment areas for Anne Arundel County are shown in the following figure and the cycle is as follows: Group 1 will be reassessed for January 1, 2007 Group 2 will be reassessed for January 1, 2008 Group 3 will be reassessed for January 1, 2006 Assessment of Personal Property Personal property includes such items as business furniture, fixtures, and equipment; commercial or manufacturing inventory; and manufacturing machinery. The assessment of personal property is also the responsibility of the Department of Assessments and Taxation. All assessments are made on the full cash value of the property on the date of finality, subject to the many exemptions allowed by the local governments. Assessments are made annually on the basis of sworn reports filed by businesses with the department s central office and covering all tangible personal property located in Maryland. Separate provisions apply to the assessment of operating property of railroads and public utilities. Electricity deregulation legislation enacted by the 1999 General Assembly resulted in a 50% exemption for certain personal property used to generate electricity for sale. This property tax exemption reduced the assessable base by over $400 million and reduced revenues by an estimated $10 million. A portion of this revenue reduction is offset by a state deregulation grant to the county, which is reflected under the Grants and Aid category. Page 30

38 Revenue Summary & Detail Detail Property Taxes Estimated Assessable Base The County s assessable tax base is estimated to increase by 13% to $52.3 billion. The real property component of this assessable base is estimated to increase by 14% while the personal property component is estimated to decline slightly. Assessable Base - Historical and Estimated Change ($ in millions) Fiscal Real Property Personal Property Total Property Year Amount Change Amount Change Amount Change , % 1, % 19, % , % 1, % 22, % , % 1, % 25, % , % 1, % 27, % , % 2, % 28, % , % 2, % 29, % , % 2, % 30, % , % 2, % 30, % , % 2, % 31, % , % 2, % 32, % , % 2, % 34, % , % 2, % 35, % , % 2, % 38, % , % 2, % 41, % 2005 est 43, % 2, % 46, % 2006 est 49, % 2, % 52, % The annual rate of growth estimated for real property assessments in FY2006 has not been so great since FY1992; the fiscal year preceding the passage of the Tax Cap which first limited FY1994 property tax receipts. 16% 14% 12% 10% 8% 6% 4% 2% 0% Real Property Assessments and Property Tax Revenue Comparison of Historical and Estimated Change FY1991 FY1992 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 FY est 2006 est Real Property Assessments Property Tax Revenue Page 31

39 Revenue Summary & Detail Detail Property Taxes Property Tax Credit Programs The largest property tax credit program is the Homestead Tax Credit. This state law ( ) was established to help homeowners deal with large assessment increases. The Homestead Credit limits the increase in taxable assessments each year to a fixed percentage. Every county and municipality in Maryland is required to limit taxable assessment increases to 10% or less each year. Anne Arundel County has established this limit to be 2%. In the City of Annapolis, the limit is set at 10%. The Homestead Credit applies only to the principal residence of the property owner. Technically, the Homestead Credit does not limit the market value of the property as determined by the Department of Assessments and Taxation. It is actually a credit applied against the tax due on the portion of the reassessment exceeding 2% from one year to the next. The credit is calculated based on the 10% limit for purposes of the State property tax, and 2% for purposes of local taxation. In other words, the homeowner pays no property tax on the assessment increase which is above the limit. The next largest tax credit program is the Homeowner s Property Tax Credit (i.e., Circuit Breaker ). This State funded ( program provides over $49 million in needed relief to homeowners who meet the income eligibility criteria, regardless of age. The tax credit is determined according to the relationship between the homeowner's income and actual property tax that is levied against the property owner's principal residence. The tax credit does not cover the full amount of the property tax. Rather, credits are computed according to a sliding scale, with the result that the tax credit diminishes as the gross household income increases. Anne Arundel County provides a local supplement to the credits provided under this program. Because the State funds their component of this program, the budget summary for Property Taxes shows the foregone revenue associated with this program along with a reimbursement from the State for a comparable amount. The impact of a variety of other property tax credit programs is also included in the revenue estimate. However, the Homestead and Homeowner s Tax Credit Programs account for about 98% of all credits. The following table shows the estimated assessable base for FY2006, subtracts the estimated amounts associated with all of the tax credit programs, and estimates the revenue yield using the proposed property tax rates. Page 32

40 Revenue Summary & Detail Detail Property Taxes FY2006 Property Tax Estimate County City Total A. Assessable Base Estimate Real Property Full Year - Existing Properties 43,907,366,000 3,957,989,000 47,865,355,000 Full Year - New Construction 375,000,000 15,000, ,000,000 Half Year - New Construction 180,000,000 7,500, ,500,000 Total Real Property 44,462,366,000 3,980,489,000 48,442,855,000 Personal Property Unincorporated Businesses 31,090,000 2,659,000 33,749,000 Corporations 999,055,000 83,403,000 1,082,458,000 Public Utilities 1,204,072,000 52,992,000 1,257,064,000 Total Personal Property 2,234,217, ,054,000 2,373,271,000 Total Assessable Base Estimate 46,696,583,000 4,119,543,000 50,816,126,000 B. Less Tax Credits Real Property Tax Credits Agricultural Tax Credit 48,360, ,360,000 Airport Noize Zone Tax Credit 385, ,000 Civic Association Tax Credit 168, ,000 Community Revitalization Tax Credit 22,000, ,000,000 Conservation Property Tax Credit 4,284, ,284,000 Homeowners Tax Credit--Local 157,783,000 21,294, ,077,000 Homeowners Tax Credit--State 261,017,000 30,894, ,911,000 Homestead Tax Credit (102%) 6,827,882, ,721,000 7,464,603,000 Total Real Property Tax Credits 7,321,879, ,909,000 8,010,788,000 Personal Property Tax Credits Foreign Trade Zone Tax Credit 23,345, ,345,000 Total Personal Property Tax Credits 23,345, ,345,000 Total Tax Credits 7,345,224, ,909,000 8,034,133,000 Assessable Base Less Credits Real Property Base Less Credits 37,140,487,000 3,291,580,000 40,432,067,000 Personal Property Base 2,210,872, ,054,000 2,349,926,000 Total Assessable Base Less Credits 39,351,359,000 3,430,634,000 42,781,993,000 C. Tax Rates and Revenue Yield Real Property Tax Rate Tax Rate Total Yield 345,778,000 18,268, ,046,000 Personal Property Tax Rate Tax Rate Total Yield 51,447,000 1,929,000 53,376,000 Total Property Tax Yield (see page 29) 417,422,000 (1) (2) Assessable base excludes exempt property, abatements and tax increment districts. Assessable base shown has been halved to reflect that it will be taxed for just half a year. Page 33

41 Revenue Summary & Detail Detail Property Taxes Proposed Property Tax Rates and Revenue Yield The proposed property tax rates maximize property tax revenue under the Tax Cap. The FY2006 budget is the thirteenth budget following the Property Tax Revenue Limit (i.e., Tax Cap ) approved by county voters in November of The Tax Cap provisions can be summarized as follows: The percentage change of property tax revenues derived from properties on the rolls at the beginning of the fiscal year (i.e., existing properties ) cannot be more than the change in the Consumer Price Index (CPI), or 4.5%, whichever is less. For FY2006, the maximum percentage allowed for existing properties is 3.59%. Estimated FY2005 property tax revenues subject to the limit are $398.9 million. This is the base for estimating the allowable revenue amount for FY2006. The increase in FY2006 revenues, excluding revenues from new construction added to the property tax rolls, cannot exceed $14.3 million. That is, 3.59% of $398.9 million. The estimated FY2006 growth rate of the existing properties assessable base (net of credits) is 4.7%. If current property tax rates are applied to the FY2006 net amount, an additional $18.8 million of additional revenues will be generated, which is $4.5 million more than the allowable increase ($14.3 million). The FY2006 budget includes a proposed decrease of property tax rates from $0.941 to $0.931 for real property located outside of Annapolis and a decrease from $0.561 to $0.555 for real property located within Annapolis. The budget s proposed FY2006 tax rates will generate $14.0 million of additional revenues applicable to existing properties, which is roughly equal to the maximum allowed under the Tax Cap. Page 34

42 Revenue Summary & Detail Detail Property Taxes The following table and chart summarizes property taxes for an average homeowneroccupied property both within and outside of the City of Annapolis: Outside Annapolis Within Annapolis 1. FY2005 tax rates (real property / personal property) $0.941 / $2.352 $0.561 / $ FY2005 tax differential (real property / personal property) $0.38 / $ FY2005 average property tax bill for homeowner-occupied property $1,757 $1, FY2005 property tax yield per penny $4,054,000 $343, FY2006 tax rates (real property / personal property) 6. FY2006 tax differential $0.931 / $2.327 $0.555 / $1.387 $0.376 / $ FY2006 average property tax bill for homeowner occupied property $1,773 $1, $ and percent changes from FY2005 average tax bill $16 / +0.9% $10/ +1.0% 9. FY2006 average full (market) value of homeowner occupied $243,500 $266,000 property 10. FY2006 average taxable value of homeowner occupied $190,400 $187,800 property (full value minus average homestead tax credit) 11. Effect of 1 change ($ and %) on average property tax bill $19 / 1.1% $18 / 1.7% 12. FY2006 property tax yield per penny $4,292,500 $367,000 $2,000 $1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 1,625 1,690 1,805 1,086 1,193 Average County Property Tax Bills -- FY ,307 1,763 1,318 1,758 1,781 1,767 1,740 1,729 Average Tax bill in Constant $ 1,348 1,404 1,431 1,452 1,465 1,728 1,760 1,755 1,779 1,489 1,557 1,611 1,652 1,796 1,809 1,773 1,711 1,757 1, E 2006E Page 35

43 Revenue Summary & Detail Detail Property Taxes Constant Yield Tax Rate Provision The constant yield tax rate is the rate that, when applied to the current base, yields the same property tax revenue as in the prior year. Generally, when there is growth in the real property assessable base, the constant yield tax rate is lower than the existing tax rate. Under the State mandated constant yield tax rate program, taxing authorities are required to: (1) provide extensive information to the public about the constant yield tax rate and the assessable base; and (2) hold public hearings regarding proposals to enact a tax rate that is higher than the constant yield rate. Although this budget lowers the real property tax rate by one penny from $0.941 to $0.931 per $100 of assessment, such a rate is still 3.7% higher than the constant yield rate and will generate $12.5 million in additional property tax revenues. Therefore, as required by law, a public hearing is scheduled. City of Annapolis Tax Differential The calculated FY2006 Annapolis tax differentials (i.e., the property tax rates for services that the county provides only outside Annapolis and that Annapolis provides for itself) using amounts in the County Executive s proposed budget are $0.37 for real property and $0.924 for personal property. The calculated real property rate differential is $0.006 less than the proposed FY2006 real property tax differential ($0.376). The calculated personal property rate differential is $0.016 less than the proposed FY2006 personal property tax differential ($0.94). The following table shows the history of property tax rates and yields per penny from the property tax: Change in Revenue Fiscal County Tax Rates in Tax Revenue Yield per 1 Year Tax Rates Annapolis Differentials 1 Amount Percent ,500 93,300 11% ,106, ,500 13% ,162,300 56,300 5% ,211,100 48,800 4% ,257,800 46,700 4% ,299,750 41,950 3% ,340,200 40,450 3% ,382,600 42,400 3% ,430,000 47,400 3% / / / ,673,500 2,243, % / / / ,839, ,000 5% / / / ,987, ,000 4% / / / ,138, ,500 4% / / / ,397, ,000 6% 2006E / / / ,659, ,500 6% Page 36

44 Revenue Summary & Detail Detail Local Income Tax Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Local Income Tax 298,065, ,873, ,698, ,786,000 25,913, ,065, ,873, ,698, ,786,000 25,913,000 Background Historically, the income tax rate was stated as a percent of the State tax due. In 1999 State legislative action altered the manner by which income taxes are calculated for counties. This legislation was intended to simplify the calculation of local income taxes by taxpayers when they complete their state income tax forms. Most notably, county taxpayers now use one personal exemption amount to determine both their state and local income tax liability. The income tax rate is now expressed as a percent of Maryland Net Taxable Income. The rate in Anne Arundel County is 2.56%. No change in this rate is proposed for FY2006. Revenue from the income tax is derived from personal income from County residents like salaries and social security payments as well as income from capital gains, interest and some business income. Historically, strong annual income tax growth rates averaged more than 10% throughout most of the 1980 s. However, the 1990 s saw modest employment and personal income growth, which brought income tax growth rates down dramatically from the 1980 s. The few years up until FY2003 exhibited a resurgent healthy growth rate due to capital gains income as a result of the booming stock market and a change in federal income tax treatment of capital gains income. Local income tax revenues consist of two components: (a) distributions of quarterly withholdings and estimated income tax payments; and (b) other miscellaneous distributions, including penalty and interest payments, delinquent filings, fiduciary returns and previous tax year distributions from tax returns filed on or before April 15th. Over the past several years, the former component has accounted on average for about 85% of total revenues. Furthermore, the second component, though relatively much smaller, has historically shown great variability, as shown clearly in the following table: Page 37

45 Revenue Summary & Detail Detail Local Income Tax Historical Changes in Income Tax Revenues FY Fiscal Quarterly Withholdings Other Misc. Year & Estimated Payments Distributions % 12.0% % (4.5%) % 1.9% % 2.6% % 21.2% % 31.1% % 6.4% % 38.3% % 3.8% % 3.3% % (5.6%) % (10.4%) % 36.8% FY2005 and FY2006 Estimates The FY2006 estimate represents an 8.5% increase over the original FY2005 estimate of one year ago, and a 6.8% increase over the revised FY2005 estimate. The revised FY2005 estimate represents a 4.2% increase over the FY2004 actual. The 6.8% increase for FY2006 is consistent with and slightly higher than the projected growth in county personal income. Personal Income Estimates Anne Arundel County Personal Income Growth Rate Estimates (January 2005) Calendar Year Regional Economic Studies Institute "Economy.com" % 5.8% % 5.3% % 5.1% % 5.4% Average 5.2% 5.4% Page 38

46 Revenue Summary & Detail Detail Local Income Tax Employment Trends Recent county and State of Maryland employment data indicates employment is holding fairly steady. The most recent data shows that the county s unemployment rate remains under 4.0%, and is almost a full percentage point under the state s rate and about two percentage points under the national rate. The trends of seasonally adjusted county employment and unemployment rates over the past few years are shown in the following graph: 7% Anne Arundel County, Maryland and US Monthly Unemployment Rates FY (seasonally adjusted) 6% US Unemployment Rate 5% 4% 3% 2% 1% Anne Arundel Co. Unemployment Rate Maryland Unemployment Rate 0% FY2001 FY2002 FY2003 FY2004 FY2005 Page 39

47 Revenue Summary & Detail Detail State Shared Revenue Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Highway User Revenue 18,826,410 21,433,000 22,300,000 28,474,000 7,041,000 Admis. & Amusement Tax 6,912,001 7,412,000 7,059,000 7,319,000 (93,000) Other Fees 6,565 3,000 4,000 4,000 1,000 25,744,976 28,848,000 29,363,000 35,797,000 6,949,000 Commentary The estimated growth in state shared revenues of 24% is primarily due to the restoration of about $7 million in Highway User Fee revenues which were cut by the State in the FY2004 budget. Page 40

48 Revenue Summary & Detail Detail Grants and Aid State/Federal Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Central Services Chief Administrative Office 14,164 20, (20,000) Circuit Court 815, , , ,000 (45,100) Department of Aging 2,873,609 3,138,500 3,112,200 3,139,700 1,200 Detention Center 7, Fire Department 2,660,602 2,430,100 4,745,400 3,174, ,500 Health Department 19,691,874 19,435,800 19,621,000 19,509,800 74,000 Inspections and Permits 2, Land Use & Environment , Office of the Budget 6,752,694 7,820,200 7,820,200 7,820,200 0 Office of the Sheriff 406, , , ,700 (19,500) Office of the State's Attorney 346, , , ,200 (110,300) Planning and Zoning 355, , ,900 1,084, ,500 Police Department 6,648,132 6,287,500 6,379,200 6,379,100 91,600 Public Works 98, , , ,700 3,700 Recreation and Parks 169,765 45,900 23,000 0 (45,900) Social Services 2,838,767 3,351,600 2,573,800 3,465, ,200 43,682,563 44,886,500 46,837,200 46,326,400 1,439,900 Commentary This category of revenues is where most state and federal grants to the County are recorded, the largest single area being the Health Department. The next largest area is the $7.8 million Utility Deregulation Grant reflected under the Office of the Budget and which was mentioned earlier under the Assessment of Personal Property section of the commentary for Property Taxes. Also shown here is the County s share of grants from the State Aid for Police Protection Fund which is allocated according to the police aid formula. Essentially, the police aid formula distributes funds on a per capita basis. The Emergency Management Division of the Fire Department has been successful in obtaining additional Homeland Security grants in FY2005, and expects continued success in FY2006. Page 41

49 Revenue Summary & Detail Detail Recordation and Transfer Taxes Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Recordation Tax 51,888,118 37,770,000 53,219,000 43,000,000 5,230,000 Transfer Tax 47,164,989 37,841,000 51,867,000 44,000,000 6,159,000 Commentary 99,053,108 75,611, ,086,000 87,000,000 11,389,000 At the present time, the most volatile revenue category is recordation and transfer taxes The recent period of low interest rates has fueled both housing sales and refinancings Housing Prices have also seen rapid escalation during this period of time From FY2000 to FY2004, annual Recordation and Transfer Tax revenues have nearly doubled Recordation and Transfer Taxes History of Past Ten Years Cumulative Change Since... Fiscal Year Total FY1996 FY ,412, ,883,066-2% ,609,811 21% ,824,615 45% ,159,563 52% ,854,357 54% 1% ,796,645 97% 30% ,120, % 42% ,053, % 90% 2005 Budget 75,611, % 45% 2005 Revised 105,086, % 101% 2006 Estimate 87,000, % 67% Page 42

50 Revenue Summary & Detail Detail Local Sales Taxes Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Electricity 4,860,254 4,871,000 4,865,000 5,011, ,000 Gas 696, , , ,000 7,000 Telephone 6,345,993 6,795,000 6,615,000 6,780,000 (15,000) Fuel 103,220 95,000 70,000 74,000 (21,000) Hotel/Motel 11,264,733 11,721,000 11,552,000 12,014, ,000 Parking 5,043,178 5,490,000 4,410,000 4,498,000 (992,000) Trailer Park Rental Pmts 941, , , ,000 24,000 29,255,189 30,613,000 29,161,000 30,049,000 (564,000) Commentary The FY2005 estimate for this category of revenues is down compared to the original estimate of one year ago, particularly in the area of parking. This particular sub-category, while boasting a long-term historical average increase of 10%, has experienced declines in FY2002 and FY2003, followed by a slight increase of 1.7% in FY2004, and a year-to-date decline in FY2005 of over 10%. The FY2006 estimate reflects a 3% increase when compared to the revised estimate for FY2005. Page 43

51 Revenue Summary & Detail Detail Licenses and Permits Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Amusements 238, , , ,500 (32,000) Special Events 4,150 4,600 6,000 6,000 1,400 Beer, wine, liquor 615, , , ,500 86,500 Trade licenses 269, , , ,300 5,000 Traders 795, , , ,000 10,000 Permits 10,245,315 9,557,200 10,047,100 11,090,000 1,532,800 Fines 30,970 24,200 33,000 33,000 8,800 Mobile Home Parks 37,305 35,000 35,000 35,000 0 Taxicabs 72,649 68,000 81,600 71,900 3,900 Animal Control 304, , , ,900 14,800 Other 1,238,441 1,201,500 1,220,500 1,630, ,100 Health 593, , ,500 1,257, ,500 Public Space Permit Fees 708, , , ,000 9,000 15,154,019 14,315,400 14,932,100 17,055,200 2,739,800 Commentary This category of revenues is projected to exceed budget expectations for FY2005 by about 4%, largely due to an increase in building permits. A portion of the estimated increase for FY2006 is attributable to an increase in the grading permit fee, which is estimated to yield an additional $700,000 Page 44

52 Revenue Summary & Detail Detail Investment Income Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Investment Income 1,234,180 1,753,000 2,840,000 3,969,000 2,216,000 1,234,180 1,753,000 2,840,000 3,969,000 2,216,000 Commentary This category of revenues is projected to significantly exceed budget expectations for FY2005. Continued improvement is estimated for FY2006; when compared to the revised FY2005 estimate, the FY2006 estimate represents a 40% improvement. In the 1990s, and in FY2000 and FY2001, investment income was in the range of $5 to $7 million per year. Market conditions of the past three to four years have negatively affected this category, but this condition is improving. Page 45

53 Revenue Summary & Detail Detail Other Reimbursements Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Administrative Hearings 1,338 1, , Central Services 1,419,862 1,566,000 1,518,000 1,592,000 26,000 Circuit Court 813, , , ,500 22,000 Department of Aging 627, , , ,600 36,700 Detention Center 3,899,793 3,776,000 3,369,000 3,367,000 (409,000) Fire Department 2, Health Department 1,166,404 1,159,300 1,106,900 1,164,700 5,400 Information Technology 22,012 30,000 20,000 20,000 (10,000) Inspections and Permits 1,655,471 1,465,000 1,565,000 1,954, ,000 Legislative Branch 32,021 30,000 30,000 30,000 0 Office of Finance 422, , , ,000 1,000 Office of the Sheriff 701, , , ,500 0 Office of the State's Attorney 24,859 50,000 50,000 50,000 0 Other (incl. Cable Fees) 6,463,320 7,114,400 6,678,400 6,825,800 (288,600) Planning and Zoning 538, , , ,000 79,000 Police Department 3,957,194 3,339,300 3,432,800 4,988,800 1,649,500 Public Works 22,757 45,000 15,400 29,000 (16,000) Recreation and Parks 3,944,899 4,467,300 4,603,600 9,557,900 5,090,600 Social Services 399, , , ,300 (514,400) 26,114,949 26,678,900 25,510,500 32,840,300 6,161,400 Commentary This category of revenues is where most of the County s fees are recorded, with the exception of licensing & permits fees which have a category of their own. Major revenues in this category include the 911 Service Fee, state prisoner reimbursements, public works subdivision fees, cable TV franchise fees, various parks and recreation fees, including the Eisenhower and Compass Pointe golf courses, and a wide variety of Aging Department fees. Significant changes include: An increase from $0.50 to $0.75 in the 911 Service Fee, yielding an estimated $1.4 million The inclusion of over $5 million of user fees associated with the County-owned Eisenhower and Compass Pointe golf courses. In recent years, these fees were not recognized in the since these courses were being managed by the Maryland Economic Development Corporation (MEDCO). Page 46

54 Revenue Summary & Detail Detail Interfund Reimbursements Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Enterprise Recoveries 7,142,800 8,524,600 8,524,600 9,071, ,600 Internal Service Recoveries 760, , , ,500 (114,500) Capital Projects Recoveries 3,919,488 3,763,000 4,350,000 4,215, ,000 Special Revenue Recoveries 156, , , ,500 25,600 Debt Service Recoveries 4,968,357 7,361,500 7,648,500 8,852,200 1,490,700 Fiduciary Recoveries 55,000 55,000 55,000 55, ,002,509 20,576,000 21,450,000 22,976,400 2,400,400 Commentary This category of revenues includes dollars that are paid to the from dedicated revenue funds to reimburse the for services it has provided to those funds. Most of these funds come from the Utility Operations and Solid Waste Enterprise Funds, the Capital Projects Fund, and various Tax Increment Funds. Page 47

55 Revenue Summary & Detail Detail Fund Balance (Appropriated) Budget Summary FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Fund Balance (Appropriated) 0 23,569,200 23,569,200 75,884,700 52,315, ,569,200 23,569,200 75,884,700 52,315,500 Statement of Estimated Unappropriated County Blanace at June 30, 2005 Fund Balance, June 30, 2004 $59,667,854 Less: Appropriated to Finance FY2005 Budget (23,569,200) Less: FY2005 Fourth Quarter Transfer Appropriation (5,300,000) Fund Balance, July 1, 2005 (Unappropriated and Undesignated) $30,798,700 FY2005 Budget Operations: Budgeted Appropriations $969,000,000 Estimated Expenditures 964,000,000 Expenditures less Appropriations 5,000,000 Budget Revenue Estimate 945,430,800 Revised Revenue Estimate 985,516,800 Increase in Estimated Revenues 40,086,000 Balance at June 30, 2005 (Projected) $75,884,700 Page 48

56 Expenditure Summary Comparative Statement of Expenditures Fund: FY2004 FY2005 FY2005 FY2006 Inc (Dec) Department/Agency Actual Original Adjusted Approved from Orig. Legislative Branch Legislative Branch 2,738,697 2,887,000 2,937,000 3,214, ,700 Executive Branch County Executive 3,585,956 3,713,500 3,813,500 3,813, ,000 Law 2,272,521 2,411,800 2,411,800 2,677, ,200 Administrative Hearings 271, , , ,300 23,800 Administrative Core Group Chief Administrative Officer 2,985,516 7,051,900 3,719,600 12,994,500 5,942,600 Central Services 27,466,427 17,288,300 17,588,300 19,478,800 2,190,500 Finance 5,068,132 5,502,200 5,502,200 5,704, ,700 Finance (Non-Departmental) 55,734,520 94,587, ,878, ,646,100 48,059,100 Budget 1,096,466 1,043,000 1,043,000 1,056,800 13,800 Personnel 11,749,457 4,543,000 4,543,000 5,043, ,700 Information Technology 11,951,680 13,091,600 13,541,600 14,290,400 1,198,800 Board of Education 416,588, ,665, ,665, ,481,300 36,815,800 Community College 25,041,893 28,070,000 29,570,000 31,654,000 3,584,000 Libraries 11,400,000 12,770,000 12,770,000 13,188, ,300 Land Use and Environment Core Group Land Use and Environment 1,321,086 1,641,100 1,728,900 1,835, ,700 Planning and Zoning 6,353,137 7,070,800 7,070,800 8,483,900 1,413,100 Inspections and Permits 9,616,560 9,947,600 10,247,600 10,867, ,100 Public Works 32,273,534 30,235,400 31,635,400 32,738,000 2,502,600 Human Services Core Group Aging 10,121,339 11,172,500 11,172,500 11,922, ,800 Recreation and Parks 13,777,731 14,163,400 14,263,400 21,062,100 6,898,700 Health 43,669,913 46,398,300 46,398,300 48,244,500 1,846,200 Social Services 6,120,781 7,169,200 7,169,200 7,045,200 (124,000) Public Safety Core Group Police 72,674,449 79,749,300 79,055,975 87,681,100 7,931,800 Fire 67,778,804 72,242,600 76,167,300 81,967,100 9,724,500 Detention Facilities 30,235,491 33,517,400 33,017,400 35,284,100 1,766,700 State Agencies Circuit Court 4,822,242 5,015,500 5,126,100 5,203, ,100 Orphans' Court 89,357 94,400 94,400 94, State's Attorney 6,938,380 7,303,000 7,316,000 7,598, ,400 Sheriff 5,849,852 6,377,500 6,377,500 6,546, ,700 License Commissioners 450, , , ,800 (27,000) Supervisors of Elections 1,591,605 2,129,200 2,129,200 1,592,500 (536,700) Cooperative Extension Service 190, , , ,400 8,400 Other Ethics Commission 128, , , ,500 17, ,954, ,000, ,101,675 1,102,582, ,582,000 Page 49

57 Expenditure Summary FY2006 Appropriation Control Matrix Fund: Branch Object Agency Personal Contractual Supplies & Business & Capital Debt Character Services Services Materials Travel Outlay Service Other Total Legislative Branch Legislative Branch County Council 1,635,700 52,300 66,500 51,400 90, ,895,900 County Auditor 776, ,700 8,400 11, ,000 Appeals Board 221, ,600 7,400 2,100 1, ,800 Agency Total 2,633, ,600 82,300 64,500 91, ,214,700 Executive Branch County Executive County Executive 1,953, ,100 89,000 25, ,645,000 3,813,500 Agency Total 1,953, ,100 89,000 25, ,645,000 3,813,500 Law Office of Law 2,453, ,600 25,600 47,200 1, ,500 2,677,000 Agency Total 2,453, ,600 25,600 47,200 1, ,500 2,677,000 Administrative Hearings Administrative Hearings 245,500 49,200 12,700 1, ,300 Agency Total 245,500 49,200 12,700 1, ,300 Administrative Core Group Chief Administrative Officer Management & Control 844,000 60,100 14,500 21, ,512,300 4,451,900 Contingency* ,542,600 8,542,600 Agency Total 844,000 60,100 14,500 21, ,054,900 12,994,500 Central Services Administration 326,500 75,900 14,800 8, ,700 Purchasing 1,775, , ,200 27,300 2, ,083,200 Risk Management Facilities Management 4,847,000 10,905, ,800 17,200 88, ,491,600 Real Estate 306,400 64,200 9,300 2, ,900 Telecommunications 91,900 4, ,400 Agency Total 7,347,200 11,174, ,100 55,000 91, ,478,800 Finance Accounting & Control 1,374, ,600 34,000 22,600 1, ,618,000 Billings & Cust. Service 2,882, , ,900 18,100 5, ,557,800 Operations 516,100 4,500 3,800 4, ,100 Agency Total 4,773, , ,700 45,400 6, ,704,900 Page 50

58 Expenditure Summary FY2006 Appropriation Control Matrix Fund: Branch Object Agency Personal Contractual Supplies & Business & Capital Debt Character Services Services Materials Travel Outlay Service Other Total Finance (Non-Departmental) Pay-As-You-Go ,000,000 81,000,000 Debt Service 0 200, ,204,100 1,196,000 41,600,100 Mandated Grants ,071,000 1,071,000 Contrib to Whitmore Garage ,000 95,000 Contrib to Conf & Vis Bur , ,000 Contrib to Ec Development , ,000 Contrib to IPA Debt Service , ,000 Contrib to Self Insurance ,499,000 5,499,000 Contrib to Retiree Hlth Ins ,195,000 9,195,000 Contrib to Rev Reserve Fnd ,700,000 1,700,000 Contrib to Community Dev , ,000 Agency Total 0 200, ,204, ,242, ,646,100 Budget Budget & Mgmt Analysis 923,800 88,000 28,000 16,000 1, ,056,800 Agency Total 923,800 88,000 28,000 16,000 1, ,056,800 Personnel Administration 2,786,200 1,722, , , ,809,800 Personnel Board 0 33,200 2, ,800 Other Personnel Payments 14, , ,100 Agency Total 2,800,700 1,939, , , ,043,700 Information Technology Information Technology 6,700,600 5,221, , ,500 2,006, ,290,400 Agency Total 6,700,600 5,221, , ,500 2,006, ,290,400 Board of Education Board of Education ,267, ,214, ,481,300 Agency Total ,267, ,214, ,481,300 Community College Community College ,411,300 28,242,700 31,654,000 Agency Total ,411,300 28,242,700 31,654,000 Libraries Libraries ,188,300 13,188,300 Agency Total ,188,300 13,188,300 Page 51

59 Expenditure Summary FY2006 Appropriation Control Matrix Fund: Branch Object Agency Personal Contractual Supplies & Business & Capital Debt Character Services Services Materials Travel Outlay Service Other Total Land Use and Environment Core Group Land Use and Environment Land Use Office 398,600 17,300 7,000 8, ,900 Environ & Cult. Resources 1,077, ,700 16,400 7, ,404,900 Agency Total 1,476, ,000 23,400 15, ,835,800 Planning and Zoning Planning 3,143, , ,800 37, ,558,800 5,173,900 Development 3,295,500 1,000 3,000 10, ,310,000 Agency Total 6,438, , ,800 48, ,558,800 8,483,900 Inspections and Permits Permits Application 2,379,500 71, ,600 9,900 6, ,580,800 Inspection Services 6,817, ,700 99,200 29,400 15, ,200 8,286,900 Agency Total 9,196, , ,800 39,300 21, ,200 10,867,700 Public Works Director's Office 396,400 21,100 3,300 4, , ,300 Bureau of Engineering 6,180, ,600 91,000 56,900 50, ,740,600 Bureau of Highways 12,320,300 11,345,800 1,461,000 23, , ,000 25,571,100 Agency Total 18,897,400 11,728,500 1,555,300 84, , ,300 32,738,000 Human Services Core Group Aging Direction/Administration 935, ,400 22,200 7, ,000 1,149,200 Nutrition 186, , ,600 3, ,651,200 Transportation 240,300 2,354,300 16,900 1,700 5, ,618,200 Senior Centers 1,326, ,100 65,600 9, , ,308,300 Outreach & Referral 525,600 6,900 9,400 10, ,400 Volunteers & Employment 205, ,900 15,600 21, , ,800 Long Term Care 2,103, , ,400 30, ,190,200 Agency Total 5,522,400 4,507,700 1,268,700 84, , ,000 11,922,300 Recreation and Parks Director's Office 689,000 87,200 24,000 1, , ,100 Organized Recreation 1,327, , ,500 1, ,000 2,781,700 Parks Mgmt & Develop 423,600 17,200 1, ,300 Recreation Programs 1,089, , ,800 5, ,000 1,977,700 Athletic Facility/Programs 1,119, , , , ,192,300 Page 52

60 Expenditure Summary FY2006 Appropriation Control Matrix Fund: Branch Object Agency Personal Contractual Supplies & Business & Capital Debt Character Services Services Materials Travel Outlay Service Other Total Special Facilities 1,976, , ,800 2,000 8, ,422,000 Environmental Facilities 1,314, , ,400 3,200 55, ,800 2,006,500 Park Maintenance 1,854, , ,900 1, , ,000 3,203,500 Eisenhower Golf Course 0 0 1,195, ,000 1,655,000 Compass Pointe GC 0 0 2,365, , ,000 3,408,000 Agency Total 9,794,600 3,431,100 4,390,700 15, , ,000 2,601,000 21,062,100 Health Administration 2,531, , ,500 44,100 92, ,506,900 Clinic & School Health 17,096, , , ,500 4, ,544,200 Community Outreach 7,247,700 1,525, ,700 71,500 2, ,464,300 Environmental Health 4,017, ,200 59,600 33, ,446,100 Health Info & Promotion 2,610,000 1,057, ,300 8, ,800,900 Mental Health & Addictions 4,962,900 2,545, ,900 37, ,100 8,482,100 Agency Total 38,466,000 6,965,000 1,609, ,100 98, ,100 48,244,500 Social Services Adult Services 1,352, , ,437,300 2,792,800 Family & Youth Svcs. 3,621, ,200 22,400 4, ,500 3,882,300 Family Preservation 344,900 4, , ,100 Agency Total 5,318, ,400 25,900 25, ,562,800 7,045,200 Public Safety Core Group Police Chief's Bureau 3,053,400 18,000 52,300 80,000 2, ,205,900 Field Operations Bureau 58,919,300 1,022, ,900 28,000 48, ,540,200 Services Bureau 12,031,900 8,421, ,600 86,700 2,408, ,935,000 Agency Total 74,004,600 9,462,400 1,559, ,700 2,459, ,681,100 Fire Administration Bureau 1,851, , ,600 47,200 69, ,000 2,784,800 Operations Bureau 39,339, ,800 1,277,900 10, , ,100 41,679,800 Services Bureau 7,302,700 6,579, ,600 19, , ,370,300 EMS/Special Operations 19,222, ,600 1,055, ,000 2,245, ,132,200 Agency Total 67,716,400 7,429,300 2,898, ,600 2,904, ,100 81,967,100 Detention Facilities Jennifer Rd - Pretrial 15,847,100 2,943, ,800 7,500 36, ,661,500 Ordnance Rd - Inmates 9,819,200 2,373, ,300 12,100 74, ,018,600 Page 53

61 Expenditure Summary FY2006 Appropriation Control Matrix Fund: Branch Object Agency Personal Contractual Supplies & Business & Capital Debt Character Services Services Materials Travel Outlay Service Other Total Admin/Support Svcs. 1,408, , ,400 62, ,604,000 Agency Total 27,074,500 5,753,200 2,263,500 82, , ,284,100 State Agencies Circuit Court Disposition of Litigation 4,248, , , ,500 5, Agency Total 4,248, , , ,500 5, ,203,600 Orphans' Court Orphans' Court 85,800 1,800 1,500 5, ,500 Agency Total 85,800 1,800 1,500 5, ,500 State's Attorney State's Attorney 7,240, ,400 93,000 82,000 3, ,000 7,598,400 Agency Total 7,240, ,400 93,000 82,000 3, ,000 7,598,400 Sheriff Administration 478,800 80,100 62,000 35,400 9, ,300 Security 2,481,700 99,000 5, ,586,400 Criminal Warrants 1,392, ,100 4, ,563,600 Domestic Relations 588,300 87,200 1,500 1, ,500 Civil Process 919, ,900 9, ,052,400 Agency Total 5,860, ,300 82,900 37,300 9, ,546,200 License Commissioners License Commissioners 407,800 54,000 21,700 14, ,800 Agency Total 407,800 54,000 21,700 14, ,800 Supervisors of Elections Supervisors of Elections 914, ,300 95,600 29,500 3, ,592,500 Agency Total 914, ,300 95,600 29,500 3, ,592,500 Cooperative Extension Svc. Cooperative Ext. Svc ,900 15,500 13, ,400 Agency Total 0 173,900 15,500 13, ,400 Other Ethics Commission Ethics Commission 128,600 16,900 10,800 3, , ,500 Agency Total 128,600 16,900 10,800 3, , ,500 Total 313,467,700 72,777,600 18,120,200 2,241,300 8,758,800 72,432, ,783,700 1,102,582,000 Page 54

62 Other Funds

63 Revenue Summary & Detail Other Funds Summary Comparative Statement of Revenues Fund: Other Funds FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Enterprise Funds Utility Operations 64,470,600 67,198,800 66,418,500 77,935,100 10,736,300 Utility Debt Service 28,361,400 31,876,100 34,029,400 34,471,800 2,595,700 Maryland City Alt. Min. Tax 1,806,100 1,809,500 1,763,500 1,924, ,000 Solid Waste 38,853,900 37,686,000 38,120,000 44,713,000 7,027,000 Solid Waste Financial Assur. 491, , , ,600 (59,600) Child Care 2,084,344 2,524,500 2,330,000 2,810, ,800 Internal Service Funds Print Shop 1,238,300 1,200,000 1,370,800 1,313, ,600 Self-Insurance 9,055,700 12,325,000 16,406,100 14,940,000 2,615,000 Health Insurance 50,943,427 62,123,000 61,500,000 64,087,700 1,964,700 Central Garage - Operations 7,452,300 10,703,200 10,703,200 12,298,200 1,595,000 Central Garage - Replacement 0 8,200,000 8,200,000 9,210,500 1,010,500 Fiduciary and Special Debt Service Funds Pension 6,008,756 7,069,000 6,956,300 7,154,800 85,800 IPA Debt Service 1,699, , , , ,000 Special Revenue Funds Whitmore Garage 389, , , ,000 0 Developer Street Light 357,700 1,000,000 1,000,000 1,000,000 0 Forfeit & Asset Seizure 371, , , ,000 (45,600) Visitor & Conference 787, , , ,000 20,000 Economic Development 787, , , ,000 20,000 Incentive Loan 150, , , ,000 0 Piney Orchard WW Service 469, , , ,000 0 Systems Reform Init. 3,506,451 3,565,600 3,270,100 3,064,800 (500,800) Laurel Impact Fee 423, , , ,000 0 Inmate Benefit 919, , , ,000 61,000 Reforestation 1,877, ,000 1,650,000 1,100, ,000 Workforce Development 1,785,300 2,800,000 1,800,000 2,400,000 (400,000) Community Development ,629,400 6,629,400 Tax Increment Financing and Special Tax District Funds Nursery Road Tax Increment 2,921,606 3,114,000 3,255,000 3,771, ,000 West County Tax Increment 931,595 1,093,000 1,192,000 1,535, ,000 Farmington Village Spcl Tax 461, , , ,400 14,500 Park Place Tax Increment 0 13,000 18,000 18,000 5,000 Arundel Mills Tax Increment 3,332,303 3,167,000 3,206,000 3,500, ,000 Parole Tax Increment 2,410,336 2,842,000 2,870,000 3,644, ,000 Nat'l Business Park Tax Dist 51, Dorchester Special Tax Dist 813, , ,800 1,068, , ,211, ,200, ,520, ,389,300 37,188,600 Page 55

64 Revenue Summary & Detail Other Funds Detail Fund: Utility Operating Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Usage Charges 55,535,400 59,602,000 58,213,600 66,711,000 7,109,000 Service Fees ,767,200 2,767,200 User Connection Chrgs 1,763,000 1,250,000 1,725,600 1,725, ,600 Penalty Charges 1,013, , , ,600 33,000 Investment Income 98,000 40, , ,900 91,900 Annapolis Reimb. 2,400,000 2,312,200 2,312,200 2,358,500 46,300 Septic Tank Waste 45,700 20,000 31,600 31,600 11,600 Leachate & Haulers 44,200 42,200 41,600 59,700 17,500 Holding Tank Waste 18,700 15,000 16,000 16,000 1,000 Reimb. Lake Shore 57,300 30,000 50,000 50,000 20,000 Allocation reservation chrgs 1,003,900 1,003,000 1,003, ,100 (13,900) Developer Service Fees 297, , , ,900 (46,100) Pretreatment 221, , , ,000 (2,000) Rental Income 622, , , , ,800 Mayo Charges 970, , , ,000 (20,400) Pro-Rata Reimb. SW 367, , , ,600 48,400 Miscellaneous Revenues 366, , , ,600 (71,400) Usage Credits Wastewater (354,900) (341,500) (336,700) (336,700) 4,800 64,470,600 67,198,800 66,418,500 77,935,100 10,736,300 The increase from FY2005 to FY2006 reflects a change in the water rates from $1.86 per thousand gallons to $2.00 per thousand gallons effective July 1, In addition, there is a new service billing fee which adds $6.00 per billing cycle for metered water and wastewater or $3.00 per billing cycle for un-metered wastewater. Fund: Utility Debt Service Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Capital Connection Charges 11,966,800 15,770,800 17,465,900 17,400,000 1,629,200 Front Foot Benefit Assess. 8,732,900 6,698,300 6,629,300 6,629,300 (69,000) Capital Facility Assessment 1,166,100 1,365,000 1,347,100 1,347,100 (17,900) Environment Protection Fee 5,065,700 6,094,000 5,631,300 6,541, ,100 Investment Income 1,155,200 1,630,000 2,673,000 2,273, ,000 Interest on Installments 7,800 8,000 7,500 7,500 (500) Penalties 88,900 80,000 43,800 43,800 (36,200) Mayo Charges 178, , , , ,361,400 31,876,100 34,029,400 34,471,800 2,595,700 The Utility Debt Service Fund accounts for the accumulation of resources for, and the payment of, long-term debt principal and interest incurred for the construction of water and wastewater facilities. There are no changes to the fee structure within this fund. Page 56

65 Revenue Summary & Detail Other Funds Detail Fund: Maryland City Alternative Minimum Tax Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Interest Income 1,415,000 1,475,000 1,475,000 50,000 (1,425,000) Developer Contribution 391, , ,500 1,874,500 1,540,000 1,806,100 1,809,500 1,763,500 1,924, ,000 The Maryland City Alternative Minimum Tax Fund accounts for developer payment of debt service on the Maryland City water and wastewater expansion project. Fund: Solid Waste Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Customer Service Charges 33,182,800 33,590,000 33,702,000 40,056,000 6,466,000 Commercial Fees 1,413,000 1,400,000 1,333,000 1,360,000 (40,000) Salvage from Recycling Prgm 786, , , , ,000 Recycling Sales 1,214, , , , ,000 Investment Income 312, , , ,000 (150,000) Equip Buyback , , ,000 Host Fees/Misc 1,945,300 1,200,000 1,200,000 1,200, ,853,900 37,686,000 38,120,000 44,713,000 7,027,000 The increase from FY2005 to FY2006 reflects a change in the per household rate from $234 to $275. Fund: Solid Waste Financial Assurance Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Payment from SW Fund 491, , , ,600 (59,600) 491, , , ,600 (59,600) The Solid Waste Financial Assurance Fund provides a mechanism for the collection and disbursement of funds necessary to meet financial requirements of the Federal Resource and Conservation Act. These funds are estimated and adjusted on an annual basis to meet the closure and post-closure monitoring costs. The estimate is based upon an analysis of the capital construction program, estimates of fill rates, and estimates of landfill life in order to determine the rate at which funds must be accumulated. Page 57

66 Revenue Summary & Detail Other Funds Detail Fund: Child Care Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Participant Charges and Fees 2,084,344 2,524,500 2,330,000 2,810, ,800 2,084,344 2,524,500 2,330,000 2,810, ,800 The increase provides for the addition of child care sites at two elementary schools as well as the provision of health insurance benefits for center directors. The health insurance benefit is being funded through the levy of a rate increase for charges to participants and operations will be partially funded by use of $136,800 in existing fund balance. Fund: Print Shop Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Service to Using Agencies 558, , , ,000 34,000 Copier Program Charges 679, , , ,600 79,600 1,238,300 1,200,000 1,370,800 1,313, ,600 The increase from FY2005 Estimate to FY2006 Estimate is related to an increase in new contract costs for duplicating machines. Fund: Self-Insurance Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Utilities Fund Contribution 601,400 1,187,000 1,187,000 1,824, ,000 Solid Waste Fund Contribution 34,800 55,000 55,000 66,000 11,000 BOE Contribution 3,069,300 4,825,000 4,825,000 6,488,000 1,663,000 Child Care Fund Contribution 1,500 43,000 43,000 17,000 (26,000) Community College Contribution 0 117, , ,000 15,000 Library Contribution 0 35,000 35, ,000 65,000 Contribution 4,823,800 5,003,000 9,444,100 5,499, ,000 Investment Income 284, , , ,000 (246,000) Miscellaneous Recoveries 240, , , , ,055,700 12,325,000 16,406,100 14,940,000 2,615,000 The increase from FY2005 to FY2006 is primarily due to the County experiencing an increase in the cost of workers compensation, general liability and vehicle liability claims. Page 58

67 Revenue Summary & Detail Other Funds Detail Fund: Health Insurance Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Employee Contributions 9,631,536 6,453,000 6,300,000 7,968,500 1,515,500 Employer Contributions 40,892,017 55,670,000 55,200,000 56,119, ,200 50,523,553 62,123,000 61,500,000 64,087,700 1,964,700 The revenues reflect the continued migration to an allocation of plan costs that reduces the percentages contributed by the County and increases percentages paid by employees. Fund: Central Garage Operating Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Leased Vehicles 2,569,600 6,730,000 6,730,000 8,325,000 1,595,000 Direct Charges 4,524,000 3,950,000 3,950,000 3,950,000 0 Miscellaneous 358,700 23,200 23,200 23, ,452,300 10,703,200 10,703,200 12,298,200 1,595,000 The increase from FY2005 to FY2006 reflects the rapidly changing price to fuel the county s fleet of vehicles. Fund: Central Garage Replacement Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Replacement Charges 0 7,250,000 7,250,000 8,286,000 1,036,000 Auction Revenue 0 550, , ,000 (14,000) Miscellaneous 0 400, , ,500 (11,500) 0 8,200,000 8,200,000 9,210,500 1,010,500 The vehicle replacement function of the Central Garage reflects the funds required to purchase vehicles identified by the replacement schedule. This budget reflects the cost of routine, scheduled replacement of vehicles within the lease rate program. Having no funding in FY2004 is due to the Central Garage operating and replacement funds being separated in FY2005. Fund: Pension Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Employee Contributions 7,742,341 9,129,000 9,050,000 9,731, ,100 Employer Contributions 27,772,960 31,933,000 31,931,000 32,669, ,100 Pension Fund (29,506,545) (33,993,000) (34,024,700) (35,245,400) (1,252,400) 6,008,756 7,069,000 6,956,300 7,154,800 85,800 There are no significant changes to the revenue structure of this fund. Page 59

68 Revenue Summary & Detail Other Funds Detail Fund: IPA Debt Service Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Gen Fund Contribution 1,750, , , , ,000 Investment Income (50,807) ,699, , , , ,000 The County has instituted an Installment Purchase Agreement (IPA) Program to facilitate County purchase of real property easements to maintain farmland and other open space. Under this program the County signs long-term debt agreements with property holders with a minimal down payment, typically 10%. Interest and nominal principal payments are made over the life of the agreement and a balloon payment is due at the end of the term to pay off the remaining principal. In order to pay the balloon payment, the County purchases and reserves a zero coupon U.S. Treasury Strip. This investment matures when the agreement expires and effectively earns the same interest rate that the County pays on the debt. The revenues shown here represent this Fund s receipt of the contribution required to cover these debt service requirements, purchase the investments mentioned above, and to pay for consultant costs associated with settlement of these IPAs. Fund: Whitmore Garage Special Revenue Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. AA County Fees 95,000 95,000 95,000 95,000 0 State Fees 134,300 88, ,800 88,000 0 Transient Fees 159, , , , , , , ,000 0 A private vendor under contract with Anne Arundel County operates the Whitmore Parking Garage, located in Annapolis near the Arundel Center. The County and the State each contribute to the funding of the garage based upon the number of spaces allocated to each. Other revenues are collected from fees charged to the general public. No notable change is estimated to this fund. Fund: Developer Streetlight Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Developer Contributions 357,700 1,000,000 1,000,000 1,000, ,700 1,000,000 1,000,000 1,000,000 0 The Developer Streetlight Special Revenue Fund accounts for the installation of streetlights through developer contributions. Developers pay for installation and any associated repair and electrical costs for a two-year period after which the fixture reverts to the county. Page 60

69 Revenue Summary & Detail Other Funds Detail Fund: Forfeit & Asset Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Federal Forfeiture Proceeds 210, , , ,000 50,000 County Forfeiture Proceeds 149, ,000 94, ,000 20,000 Investment Income 10, , , , ,000 70,000 The increase is being funded with the intended utilization of existing fund balance, projected to be $124,900. Fund: Conference & Visitor Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Sales Hotel/Motel 787, , , ,000 20, , , , ,000 20,000 The county provides a dedicated revenue grant to the Conference and Visitor s Bureau. This grant, by code, is equivalent to 7% of the estimated FY2006 revenue of $12 million or $840,000. The increase is due solely to the increase in gross receipts of The Hotel Motel Tax. Fund: Economic Development Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Sales Hotel/Motel 787, , , ,000 20, , , , ,000 20,000 The county provides a dedicated revenue grant to the Economic Development Fund. This grant, by code, is equivalent to 7% of the estimated FY2006 revenue of $12 million or $840,000. The increase is due solely to the increase in gross receipts of The Hotel Motel Tax. Fund: Incentive Loan Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Industrial Revenue Bonds 150, , , , , , , ,000 0 The Incentive Loan Fund (ILF) provides incentives for extraordinary economic development opportunities within Anne Arundel County. The ILF will provide a local match that will focus primarily on projects for which the Maryland Department of Business and Economic Development (DBED) has proposed financial incentives. Page 61

70 Revenue Summary & Detail Other Funds Detail Fund: Piney Orchard Wastewater Service Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. WW Service Charge 469, , , , , , , ,000 0 The Piney Orchard Wastewater Service Fund accounts for the allocation of net operating revenues between the developer who built and operates the Piney Orchard wastewater plant and the county Department of Public Works. Fund: System Reform Initiative Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Base Grant 2,261,436 2,081,100 2,076,000 1,985,400 (95,700) Other Grants 1,245,015 1,484,500 1,194,100 1,079,400 (405,100) 3,506,451 3,565,600 3,270,100 3,064,800 (500,800) The System Reform Initiative Fund is the revenue source for the Local Management Board. The decrease reflects anticipated reduction in federal funding toward this program. Fund: Laurel Impact Fee Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Laurel Racetrack Revenue 414, , , , , , , ,000 0 The Laurel Racetrack Special Revenue Fund accounts for the funds paid to the County as impact aid for the Laurel Racetrack. The County Executive has established a committee to recommend how best to spend these funds. Fund: Inmate Benefit Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Commissary Sales 544, , , ,000 24,000 Telephone Commissions 272, , , ,000 34,000 Investment Income 5,680 5,000 8,000 8,000 3,000 Misc. Revenues 96, , , , ,000 61,000 The increase reflected results from an anticipated increase in activity within the fund, mostly as a result of an increasing inmate population. Page 62

71 Revenue Summary & Detail Other Funds Detail Fund: Reforestation Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Reforestation Fee 1,877, ,000 1,650,000 1,100, ,000 1,877, ,000 1,650,000 1,100, ,000 The Reforestation Fund accounts for the fees collected from citizens that disturb wooded land in lieu of replanting pursuant to the provisions of the State Chesapeake Bay Critical Area and Forest Conservation Acts. The fund has increased due to the projected increase of reforestation projects in FY2006. Fund: Workforce Development Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Federal/State Aid 1,785,300 2,800,000 1,800,000 2,400,000 (400,000) 1,785,300 2,800,000 1,800,000 2,400,000 (400,000) The decrease reflects an anticipated reduction in federal funding toward this program. Fund: Community Development Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Fed Comm Block Grant 2,439,000 2,439,000 Fed Emergency Shelter Grant 94,000 94,000 Fed HOME Invest Prtnrsp 946, ,000 Fed Amer. Dream Dwnpmt 42,000 42,000 Fed Supportive Housing 808, ,000 State Housing & Comm Dev 110, ,000 FEMA, Post-Disaster Mitig. 487, ,600 MEMA 92,800 92,800 County Contribution 390, ,000 Program Income 1,220,000 1,220, ,629,400 6,629,400 The Community Development Fund is created effective July 1, 2005 and replaces the Community Development class of capital projects in the Capital Budget and Program in order to comply with Generally Accepted Accounting Principles. Page 63

72 Revenue Summary & Detail Other Funds Detail Fund: Nursery Road Tax Increment District Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Property Taxes 2,881,980 3,104,000 3,230,000 3,751, ,000 Investment Income 19,148 10,000 25,000 20,000 10,000 Other 20, ,921,606 3,114,000 3,255,000 3,771, ,000 The Nursery Road Tax Increment Fund was established in 1984 to provide funding for some public improvements for an area to the north of the BWI Airport. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Fund: West County Tax Increment District Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Property Taxes 903,690 1,078,000 1,172,000 1,515, ,000 Investment Income 17,902 15,000 20,000 20,000 5,000 Other 10, ,595 1,093,000 1,192,000 1,535, ,000 The West County Tax Increment Fund was established in 1997 to provide funding for the public improvements for the National Business Park development in the Jessup area of the County. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Fund: Farmington Village Special Tax District Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Property Taxes 429, , , ,000 10,000 Investment Income 31,249 24,900 29,400 29,400 4,500 Other , , , ,400 14,500 The Farmington Village Special Tax Fund was established in 1998 to provide funding for some public improvements to the Farmington Village residential development in Pasadena. Funds come from an assessment of an additional tax rate on properties within the district based upon the size of the residential unit. Page 64

73 Revenue Summary & Detail Other Funds Detail Fund: Park Place Tax Increment District Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Property Taxes 0 13,000 18,000 18,000 5,000 Investment Income Other ,000 18,000 18,000 5,000 The Park Place Tax Increment Fund was established in 2001 to provide funding for the public improvements for the Park Place development in the City of Annapolis. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Fund: Arundel Mills Tax Increment District Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Property Taxes 2,810,467 3,177,000 3,176,000 3,470, ,000 Investment Income 18,756 (10,000) 30,000 30,000 40,000 Other 503, ,332,303 3,167,000 3,206,000 3,500, ,000 The Arundel Mills Tax Increment Fund was established in 1998 to provide funding for the public improvements for the Arundel Mills development in the Severn area of the County. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Fund: Parole Tax Increment District Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Property Taxes 2,396,371 2,832,000 2,860,000 3,634, ,000 Investment Income 13,965 10,000 10,000 10,000 0 Other ,410,336 2,842,000 2,870,000 3,644, ,000 The Parole Tax Increment Fund was established in 1999 to provide funding for some public improvements in the area to the west of the City of Annapolis. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Page 65

74 Revenue Summary & Detail Other Funds Detail Fund: National Business Park Special Tax District Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Property Taxes Investment Income Other 51, , The National Business Park Special Tax Fund was established in 1997 to provide backup funding for the West County Tax Increment Fund. Funds come from an assessment of an additional tax rate on properties within the district based upon assessed value of the real property. Fund: Dorchester Special Tax District Fund FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Estimate Revised Estimate from Est. Property Taxes 0 938, ,800 1,068, ,300 Investment Income 5, Other 807, , , ,800 1,068, ,300 The Dorchester Special Tax Fund was established in 1996 to provide funding for some public improvements to the Dorchester Mixed Use development in the Severn area of the County. Funds come from an assessment of an additional tax rate on properties within the district. Page 66

75 Expenditure Summary Other Funds Comparative Statement of Expenditures Fund: Other Funds FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Original Adjusted Approved from Orig. Enterprise Funds Utility Operations 64,740,366 72,184,500 72,184,500 74,876,500 2,692,000 Utility Debt Service 25,690,254 29,689,400 29,689,400 29,404,900 (284,500) Maryland City Alt. Min. Tax 1,789,594 1,809,500 1,809,500 1,810,500 1,000 Solid Waste 39,445,881 40,909,500 40,909,500 44,269,800 3,360,300 Solid Waste Financial Assur , ,200 0 (491,200) Child Care 2,016,957 2,524,500 2,524,500 2,947, ,600 Internal Service Funds Print Shop 1,182,594 1,200,000 1,300,000 1,238,000 38,000 Self-Insurance 12,084,686 12,325,000 16,766,200 15,102,600 2,777,600 Health Insurance 51,534,247 62,123,000 62,923,000 64,087,700 1,964,700 Central Garage - Operations 15,337,670 10,703,200 10,703,200 12,366,700 1,663,500 Central Garage - Replacement 0 8,860,000 8,860,000 8,024,000 (836,000) Fiduciary and Special Debt Service Funds Pension 41,444,421 7,069,000 7,069,000 7,154,800 85,800 IPA Debt Service 421,073 1,750,000 1,750, ,300 (1,155,700) Special Revenue Funds Whitmore Garage 310, , , ,000 0 Developer Street Light 231,925 1,000,000 1,000,000 1,000,000 0 Forfeit & Asset Seizure 514, , , , ,300 Visitor & Conference 787, , , ,000 20,000 Economic Development 787, , , ,000 20,000 Incentive Loan 27, , , ,000 0 Piney Orchard WW Service 469, , , ,000 0 Systems Reform Init. 3,819,687 3,565,600 3,565,600 3,064,800 (500,800) Laurel Impact Fee 235, , , ,000 (10,000) Inmate Benefit 817, , , ,000 61,000 Reforestation 283, , , , ,200 Workforce Development 1,785,304 2,800,000 2,800,000 2,400,000 (400,000) Community Development ,629,400 6,629,400 Tax Increment Financing and Special Tax District Funds Nursery Road Tax Increment 2,919,894 3,114,000 3,114,000 3,771, ,000 West County Tax Increment 2,340,202 1,093,000 1,093,000 1,535, ,000 Farmington Village Spcl Tax 463, , , ,100 57,900 Park Place Tax Increment 0 13,000 13,000 18,000 5,000 Arundel Mills Tax Increment 5,855,890 3,187,000 3,187,000 3,500, ,000 Parole Tax Increment 2,560,000 2,842,000 2,842,000 3,644, ,000 Nat'l Business Park Tax Dist 117, Dorchester Special Tax Dist 296, , ,300 1,090, , ,309, ,579, ,970, ,411,900 18,832,400 Page 67

76 Expenditure Summary FY2006 Appropriation Control Matrix Fund: Other Funds Fund Object Agency Personal Contractual Supplies & Business & Capital Debt Character Services Services Materials Travel Outlay Service Other Total Enterprise Funds Utility Operations Public Works Utility Operations 22,012,800 22,805,600 3,685, , , ,852,000 66,318,700 Finance & Administration 1,263, , ,300 37, ,995,000 8,557,800 Agency Total 23,276,500 22,929,700 3,822, , , ,847,000 74,876,500 Utility Debt Service Public Works 0 80,000 7, ,921, ,800 29,404,900 Maryland City Alt. Min. Tax Public Works ,810, ,810,500 Solid Waste Public Works Administration 735, ,200 37,300 62, ,237,400 4,232,600 9,477,100 Alternative Disposal 0 5,600, ,600,000 Equipment Maintenance 409,500 51,100 95, ,400 Landfills 1,277,700 1,877, , ,244, ,609,200 Community Services 2,952,200 10,285, , , ,727,700 Recycling 305,100 9,611, , ,299,400 Agency Total 5,679,900 27,597, ,500 63,100 1,615,400 4,237,400 4,232,600 44,269,800 Solid Waste Financial Assur. Public Works Child Care Recreation & Parks 2,268, , ,400 10,000 39, ,200 2,947,100 Internal Service Funds Print Shop Central Services 315, , ,000 3, ,238,000 Self-Insurance Central Services 1,183,800 13,860,100 29,500 19,200 10, ,102,600 Health Insurance Personnel 63,685, ,400 19,400 4, ,000 64,087,700 Central Garage - Operations Central Services 4,235, ,300 6,811,000 15,300 18, ,500 12,366,700 Central Garage - Replacement Central Services 0 5, ,019, ,024,000 Page 68

77 Expenditure Summary FY2006 Appropriation Control Matrix Fund: Other Funds Fund Object Agency Personal Contractual Supplies & Business & Capital Debt Character Services Services Materials Travel Outlay Service Other Total Fiduciary and Special Debt Service Funds Pension Personnel 440,200 6,610,300 27,100 22, ,000 7,154,800 IPA Debt Service Finance (Non-Departmental) 0 100, , ,300 Special Revenue Funds Whitmore Garage Central Services 0 332, , ,000 Developer Street Light Public Works 0 1,000, ,000,000 Forfeit & Asset Seizure Police 0 9, , , ,900 Visitor & Conference County Executive , ,000 Economic Development County Executive 0 840, ,000 Incentive Loan County Executive , ,000 Piney Orchard WW Service Public Works 0 600, ,000 Systems Reform Init. Local Management Board 397, ,700 21,500 26, ,775,000 3,064,800 Laurel Impact Fee Land Use , ,000 Inmate Benefit Detention Facilities , ,000 Reforestation Land Use 106, , ,200 Workforce Development Chief Admin. Office ,400,000 2,400,000 Community Development Chief Admin. Office ,629,400 6,629,400 Page 69

78 Expenditure Summary FY2006 Appropriation Control Matrix Fund: Other Funds Fund Object Agency Personal Contractual Supplies & Business & Capital Debt Character Services Services Materials Travel Outlay Service Other Total Tax Increment Financing and Special Tax District Funds Nursery Road Tax Increment Finance (Non-Departmental) 0 10, ,100 3,593,900 3,771,000 West County Tax Increment Finance (Non-Departmental) 0 41, , ,400 1,535,000 Farmington Village Spcl Tax Finance (Non-Departmental) 0 101, , ,100 Park Place Tax Increment Finance (Non-Departmental) ,000 18,000 Arundel Mills Tax Increment Finance (Non-Departmental) 0 66, ,502,000 1,932,000 3,500,000 Parole Tax Increment Finance (Non-Departmental) ,054,100 2,589,900 3,644,000 Nat'l Business Park Tax Dist Finance (Non-Departmental) Dorchester Special Tax Dist Finance (Non-Departmental) 0 22, ,068, ,090, ,589,100 77,562,200 12,032, ,300 10,882,700 40,470,500 51,534, ,411,900 Page 70

79 All Funds

80 Financial Summaries All Funds Comparative Summary of Revenues and Expenditures Fund: All Funds FY2004 FY2005 FY2005 FY2006 Inc (Dec) Type Actual Estimate Revised Estimate from Orig. Revenue Property Taxes 395,777, ,848, ,428, ,794,600 24,946,300 Local Income Tax 298,065, ,873, ,698, ,786,000 25,913,000 State Shared Revenues 25,744,976 28,848,000 29,363,000 35,797,000 6,949,000 Grants and Aid - State/Fed 49,760,806 47,787,500 50,058,000 49,367,400 1,579,900 Recordation & Transfer Tax 99,053,108 75,611, ,086,000 87,000,000 11,389,000 Local Sales Tax 30,830,077 32,253,000 30,801,000 31,729,000 (524,000) Licenses and Permits 15,154,019 14,315,400 14,932,100 17,055,200 2,739,800 Investment Income 3,529,520 6,577,900 8,104,000 7,469, ,200 Other Revenue 54,999,759 46,032,400 45,725,600 62,571,900 16,539,500 Interfund Reimbursements 18,101,298 21,067,200 30,671,200 26,624,000 5,556,800 Charges for Services 148,301, ,069, ,830, ,338,400 40,269,200 Health Insurance Contributions 50,523,553 62,123,000 61,500,000 64,087,700 1,964,700 Pension Contributions (net) 6,008,756 7,069,000 6,956,300 7,154,800 85,800 BOE - Grants & Local Sources 227,312, ,972, ,077, ,496,300 21,524,300 BOE - County Contribution 416,481, ,665, ,665, ,481,300 36,815,800 AACC - Grants & Local Sources 45,545,030 47,600,000 47,600,000 51,036,000 3,436,000 AACC - County Contribution 25,145,000 28,070,000 28,070,000 31,654,000 3,584,000 Library - Grants & Local Sources 2,496,193 2,545,000 2,545,000 2,520,700 (24,300) Library - County Contribution 11,400,000 12,770,000 12,770,000 13,188, ,300 Total Revenues 1,924,229,924 1,957,097,400 2,049,882,400 2,161,151, ,054,300 FY2004 FY2005 FY2005 FY2006 Inc (Dec) Object Actual Original Adjusted Approved from Orig. Expenditures Personal Services 378,803, ,091, ,224, ,615,900 23,524,700 Contractual Services 143,004, ,882, ,038, ,449,000 19,566,100 Supplies & Materials 21,353,859 23,551,400 24,747,275 27,063,700 3,512,300 Business & Travel 1,721,161 2,509,000 3,137,700 2,650, ,800 Capital Outlay 13,523,660 17,084,400 20,278,100 19,931,900 2,847,500 Debt Service 100,860, ,041, ,792, ,903,200 3,861,400 Grants, Contrib. & Other 1,245,133,043 1,315,508,100 1,344,548,100 1,480,101, ,593,600 Total Expenditures 1,904,399,741 2,008,668,800 2,050,766,875 2,226,716, ,047,400 Page 71

81 Financial Summaries All Funds Summary of Changes in Budgetary Fund Balance FY2005 Estimate Fund Balance FY2005 Estimate Fund Balance as of 6/30/04 Revenues Expenditures as of 6/30/05 59,667, ,516, ,300,000 75,884,700 Revenue Reserve Fund 27,177,700 8,600, ,777,700 Enterprise Funds Utility Operations 14,029,900 66,418,500 71,798,800 8,649,600 Utility Debt Service 52,691,800 34,029,400 28,268,000 58,453,200 Maryland City Altern. Minimum Tax 0 1,763,500 1,763,500 0 Solid Waste 8,339,100 38,120,000 40,868,900 5,590,200 Solid Waste Financial Assurance 12,913, , ,405,000 Child Care 766,300 2,330,000 2,313, ,300 Internal Service Funds Print Shop (58,800) 1,370,800 1,349,100 (37,100) Self-Insurance 33,300 16,406,100 15,817, ,000 Health Insurance 3,089,500 61,500,000 62,110,600 2,478,900 Central Garage - Operations Fund 41,900 10,703,200 10,565, ,000 Central Garage - Replacement Fund 3,826,800 8,200,000 8,205,000 3,821,800 Fiduciary and Special Debt Service Funds Pension N.A. 6,956,300 6,956,300 N.A. IPA Debt Service 4,622, , ,000 4,277,300 Special Revenue Funds Whitmore Garage 0 357, ,900 49,500 Developer Street Light Installation 628,600 1,000,000 1,000, ,600 Forfeit & Asset Seizure 628, , , ,800 Visitor & Conference 0 820, ,000 0 Economic Development 0 820, ,000 0 Incentive Loan , , Piney Orchard WW Service 0 600, ,000 0 Systems Reform Init. 907,000 3,270,100 3,270, ,000 Laurel Impact Fee 935, , , ,800 Inmate Benefit 254, , , ,000 Reforestation 4,291,400 1,650, ,600 5,038,800 Workforce Development 0 1,800,000 1,800,000 0 Community Development Tax Increment Financing and Special Tax District Funds aggregate 581,600 11,904,200 11,980, ,300 Special Community Benefit/Waterway Improvement/Erosion Control Districts aggregate 2,949,600 4,517,200 5,009,600 2,457,200 Component Units Board of Education N.A. 687,742, ,742,700 N.A. Community College N.A. 75,670,000 75,670,000 N.A. Public Libraries N.A. 15,315,000 15,315,000 N.A. Totals 2,049,882,400 2,026,832,100 Page 72

82 Financial Summaries All Funds Summary of Changes in Budgetary Fund Balance FY2006 Approved Fund Balance FY2006 Approved Fund Balance as of 6/30/05 Revenues Expenditures as of 6/30/06 75,884,700 1,026,697,300 1,102,582,000 0 Revenue Reserve Fund 35,777,700 2,800, ,577,700 Enterprise Funds Utility Operations 8,649,600 77,935,100 74,876,500 11,708,200 Utility Debt Service 58,453,200 34,471,800 29,404,900 63,520,100 Maryland City Altern. Minimum Tax 0 1,924,500 1,810, ,000 Solid Waste 5,590,200 44,713,000 44,269,800 6,033,400 Solid Waste Financial Assurance 13,405, , ,836,600 Child Care 783,300 2,810,300 2,947, ,500 Internal Service Funds Print Shop (37,100) 1,313,600 1,238,000 38,500 Self-Insurance 622,000 14,940,000 15,102, ,400 Health Insurance 2,478,900 64,087,700 64,087,700 2,478,900 Central Garage - Operations Fund 180,000 12,298,200 12,366, ,500 Central Garage - Replacement Fund 3,821,800 9,210,500 8,024,000 5,008,300 Fiduciary and Special Debt Service Funds Pension N.A. 7,154,800 7,154,800 N.A. IPA Debt Service 4,277, , ,300 4,099,000 Special Revenue Funds Whitmore Garage 49, , ,000 49,500 Developer Street Light Installation 628,600 1,000,000 1,000, ,600 Forfeit & Asset Seizure 628, , , ,900 Visitor & Conference 0 840, ,000 0 Economic Development 0 840, ,000 0 Incentive Loan , , Piney Orchard WW Service 0 600, ,000 0 Systems Reform Init. 907,000 3,064,800 3,064, ,000 Laurel Impact Fee 935, , , ,800 Inmate Benefit 331, , , ,000 Reforestation 5,038,800 1,100, ,200 5,472,600 Workforce Development 0 2,400,000 2,400,000 0 Community Development 0 6,629,400 6,629,400 0 Tax Increment Financing and Special Tax District Funds aggregate 505,300 14,006,000 14,117, ,600 Special Community Benefit/Waterway Improvement/Erosion Control Districts aggregate 2,457,200 4,888,500 7,345,700 0 Component Units Board of Education N.A. 723,977, ,977,600 N.A. Community College N.A. 82,690,000 82,690,000 N.A. Public Libraries N.A. 15,709,000 15,709,000 N.A. Totals 2,161,151,700 2,226,716,200 Page 73

83 Financial Summaries All Funds Notes to Summary of Changes in Budgetary Fund Balance The FY2005 Expenditures Estimate is the estimate at the time of the Proposed Budget, consistent with the revenue estimate at that same time. The FY2005 Adjusted Expenditure shown elsewhere in this document memorializes the final budget approved by the County Council. The Estimate represents estimated spending levels at a point in time, while the Adjusted figure represents the legal spending limit. For this presentation of estimated changes in budgetary fund balance, the Estimate for FY2005 Expenditures has been used rather than the final budget figure. In accordance with the County Charter, the FY2006 budget appropriates all revenues and estimated fund balance, including an appropriation of a contingency reserve not to exceed 3% of the. This explains why the $75.9 million estimated fund balance as of 6/30/05 changes to zero as 6/30/06. In addition to the inclusion of a contingency reserve, the FY2006 Budget increases the level of the Revenue Reserve Fund to the maximum amount allowed under County Code. In the Utility and Solid Waste Enterprise Funds, the increase in revenue and related increase in budgetary fund balance is attributable to recently enacted rate increases. The decrease in fund balance for the Child Care Fund represents a planned draw down as part of a plan to bring this fund balance down to a smaller, but still prudent level. The Print Shop Fund is projected to end FY2006 in the black; the final year of a recovery plan from a deficit position of two years ago. The FY2006 Budget fully funds the actuarially determined Self Insurance Fund reserves; the budgetary fund balance shown here is in addition to these designated funds. Despite this reduction in budgetary fund balance, the balance as of 6/30/06 is projected to be about 3% of the expenditure budget. The Central Garage Operations Internal Service Fund is managed with the goal of maintaining no budgetary fund balance. While the change from FY05 to FY06 is nearly a 40% decline, the dollar amount is insignificant. The Central Garage Replacement Fund, on the other hand, is expected to accumulate a balance to accommodate the planned replacement of vehicles in the future. The FY2006 replacement cycle happens to be a low year in the long term plan. The Pension Fund is a large fiduciary fund consisting of a number of retirement plans. Reporting on the financial condition of this Fund is beyond the scope of this presentation. Additional information can be obtained in the County Comprehensive Annual Financial Report (CAFR) and on page 16 of this document. The decrease in the budgetary fund balance of the Forfeit & Asset Seizure Fund is part of a planned process of putting these funds to work in the community. The Tax Increment/ Special Tax Funds are managed with the goal of maintaining no budgetary fund balance. While the change from FY05 to FY06 is about a 22% decline, the dollar amount is insignificant. Similar to the, the budgetary practice for the Special Districts is to appropriate all revenues and estimated fund balance. Page 73a

84 Financial Summaries All Funds Unduplicated Statement of Expenditures FY2004 FY2005 FY2005 FY2006 Inc (Dec) Funding Source Actual Original Adjusted Approved from Orig. 891,954, ,000, ,101,675 1,102,582, ,582,000 Other Funds 280,309, ,579, ,970, ,411,900 18,832,400 BOE Component Unit 643,793, ,637, ,742, ,977,600 58,340,100 AACC Component Unit 70,690,030 75,670,000 77,170,000 82,690,000 7,020,000 Library Component Unit 13,896,193 15,315,000 15,315,000 15,709, ,000 Special Benefit Districts 3,755,766 7,466,800 7,466,800 7,345,722 (121,078) Total Operating Budget 1,904,399,741 2,008,668,800 2,050,766,875 2,226,716, ,047,422 Less Duplicate Appropriations GF Contrib to BOE Comp. Unit 416,481, ,665, ,665, ,481,300 36,815,800 GF Contrib to AACC Comp. Unit 25,145,000 28,070,000 29,570,000 31,654,000 3,584,000 GF Contrib to Library Comp. Unit 11,400,000 12,770,000 12,770,000 13,188, ,300 GF Contrib to Whitmore Garage 95,000 95,000 95,000 95,000 0 GF Contrib to Conf & Vis Bur 787, , , ,000 20,000 GF Contrib to Ec Development 787, , , ,000 20,000 GF Contrib to IPA Debt Svc 1,750, , , , ,000 GF Contrib to Self Insurance 15,419,834 5,003,000 9,444,200 5,499, ,000 Other Fund Contib. To SIF 4,064,463 6,262,000 6,262,000 8,627,000 2,365,000 GF Contrib to Retiree Health 7,510,549 8,280,000 9,230,000 9,195, ,000 GF Contrib to Community Dev , ,000 Health Insurance Charges 94,651, ,014, ,014, ,058,600 3,044,500 Pension Charges 28,453,410 32,201,900 32,201,900 33,851,800 1,649,900 Central Garage Charges 14,591,286 17,926,900 17,926,900 21,728,700 3,801,800 Print Shop Charges 759, , , ,300 61,600 ProRata Share Charges - Utility Operations Fund 4,960,000 6,230,000 6,230,000 6,480, ,000 - Utility Debt Svc Fund 200, , , , ,800 - Solid Waste Fund 1,982,800 2,224,600 2,224,600 2,194,400 (30,200) - Central Garage Fund 735, , , ,500 (114,500) - Child Care Fund 106, , , ,500 25,600 TIF Districts Contrib to GF 4,968,357 7,374,500 7,374,500 8,870,200 1,495,700 Total Operating Budget "Unduplicated" 1,269,550,830 1,334,073,700 1,369,280,575 1,496,429, ,356,122 FY2006 Capital Budget: 292,677,000 Less FY2006 PayGo Contribution: 81,000,000 Utility Fund 14,915,000 Solid Waste Fund 800,000 Total "Unduplicated" Comprehensive Budget: 1,692,391,822 Page 74

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86 BUDGET OVERVIEW FINANCIAL SUMMARIES DEPARTMENT DETAIL GLOSSARY

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88 Legislative Branch Mission Statement We the people of Anne Arundel County, State of Maryland, in order to form a more orderly County government, establish separate legislative and executive branches, insure responsibility of and accountability for public funds, promote the general welfare and secure the benefits of home rule, do, in accordance with the Constitution and the laws of the State of Maryland, adopt, ordain and establish as our Charter and form of government this Charter of Anne Arundel County, Maryland. Voters County Council County Auditor Board of Appeals Page 75

89 Legislative Branch Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0180 County Auditor E Admin Officer to County Councl E Asst Admin Officer to Co Counl E Legis Aide II CC EL Legis Counsel To Co Council E Legis Management Asst II NR Legis Administrative Secretary NR Legislative Secretary NR Legislative Senior Secretary NR Legis Auditor II NR Legis Auditor III NR Asst County Auditor NR Council Member EO Council Member EO Council Member EO Clerk I To Council ET Clerk I To Council ET Board Member Bd of Appeals ET Department Summary Page 76

90 Legislative Branch Agency: Legislative Branch Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character County Council 1,586,716 1,635,000 1,685,000 1,895, ,900 County Auditor 817, , , ,000 55,000 Board of Appeals 334, , , ,800 11,800 Total by Character 2,738,697 2,887,000 2,937,000 3,214, ,700 Object Personal Services 2,357,816 2,491,700 2,497,700 2,633, ,100 Contractual Services 264, , , ,600 44,400 Supplies & Materials 64,135 50,100 76,100 82,300 32,200 Business & Travel 48,961 47,000 47,000 64,500 17,500 Capital Outlay 3, ,500 91,500 91,500 Debt Service Grants, Contrib. & Other Total by Object 2,738,697 2,887,000 2,937,000 3,214, ,700 Commentary Personal Services changes result from an increase in pension and health insurance costs as well as merit and cola increases for the staff consistent with that approved for non-represented personnel countywide. Page 77

91 Legislative Branch County Council Program Statement The constitution of the State of Maryland requires all charter counties to have a council which is vested with the power to enact local legislation. The County Council is the elected body of the County and is vested with the power to enact legislation. The seven member council generally meets the first and third Mondays of each month, in addition to budget deliberations in May. The Council must adopt a budget by June 1 or the County Executive s request stands as proposed. With the exception of the Board of Education budget, the Council may only delete programs and funding from the County Executive s proposal. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,444,618 1,507,700 1,557,700 1,635, ,000 Contractual Services 46,945 51,100 49,100 52,300 1,200 Supplies & Materials 48,523 40,000 40,000 66,500 26,500 Business & Travel 43,134 36,200 36,200 51,400 15,200 Capital Outlay 3, ,000 90,000 90,000 Debt Service Grants, Contrib. & Other Total by Object 1,586,716 1,635,000 1,685,000 1,895, ,900 Allocation of Authorized Positions Commentary Personal Services changes result from an increase in pension and health insurance costs as well as merit and cola increases for the staff consistent with that approved for non-represented personnel countywide. The capital outlay budget relates to the cost of equipment to archive documents within the County Council office. Page 78

92 Legislative Branch County Auditor Program Statement The County Auditor serves at the pleasure of the County Council and acts in an oversight capacity to ensure that public funds are spent in accordance with the budget and applicable county laws. The Auditor is also responsible for submitting a financial audit of the preceding fiscal year. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 698, , , ,900 9,700 Contractual Services 107, , , ,700 40,200 Supplies & Materials 5,537 4,500 10,500 8,400 3,900 Business & Travel 5,711 9,800 9,800 11,000 1,200 Capital Outlay 0 0 1, Debt Service Grants, Contrib. & Other Total by Object 817, , , ,000 55,000 Allocation of Authorized Positions Commentary Personal Services changes result from a combination of activity. Included is an increase in pension and health insurance costs as well as merit and cola increases for the staff consistent with that approved for non-represented personnel countywide. Additionally, the decrease in Personal Services is the result of positions being vacated at a maximum salary and being filled at a lower level. Page 79

93 Legislative Branch Board of Appeals Program Statement Independent of both the executive and legislative branches, the Board of Appeals renders final decisions on appeals relating to zoning, licenses, permits, executive, administrative, and judicatory orders. The seven members of the Board are appointed by the County Council to terms coterminous with those of the Council. Appellants of decisions on special exceptions, rezonings and variances have already appeared before the Administrative Hearings Officer, and may subsequently pursue their cases in Circuit Court if they are not satisfied with the decision of the Board. Board members each receive an annual stipend of $5,250, and a per diem allowance of $50. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 214, , , ,200 4,400 Contractual Services 110, , , ,600 3,000 Supplies & Materials 10,076 5,600 25,600 7,400 1,800 Business & Travel 115 1,000 1,000 2,100 1,100 Capital Outlay ,500 1,500 Debt Service Grants, Contrib. & Other Total by Object 334, , , ,800 11,800 Allocation of Authorized Positions Commentary Personal Services changes result from an increase in pension and health insurance costs as well as merit and cola increases for the staff consistent with that approved for non-represented personnel countywide. Page 80

94 Office of the County Executive Mission Statement The County Executive shall be responsible for the proper and efficient administration of such affairs of the County as are placed in the charge or under the jurisdiction and control of the County Executive under the Charter or by law. Voters County Executive Chief of Staff Other Funds Conference & Visitor Office of the County Executive Governmental Relations Economic Development Incentive Loan Community Services Public Information Page 81

95 Office of the County Executive Program Statement The Office of the County Executive is responsible for providing management and policy direction for the operation of county government. Specifically, this budget includes public information, government relations, human relations and Community Services. Public Information this office is responsible for media relations, speech writing and editing, ceremonial documents and correspondence, and special events. Governmental Relations this office assists the County Executive in the development and passage of local and state legislation that enables and enhances the operation of county government through a critical review of all proposed legislation by the Legislative Review Committee. Human Relations responsibilities within this office include fostering, encouraging and guaranteeing equal treatment to all persons regardless of race, creed, color, sex, national origin, age, religion, or mental/physical handicap. Community Services this is the focal point for communication between local government and the communities of the County. The goal being better informed citizens as to the actions and programs of the government as well as the government being continuously informed as to the needs and desires of the community. Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0100 County Executive EO Dir Of Programming E Public Information Officer E Chief of Staff E Executive Clerical Aide EX Exec Office Support Assist I EX Exec Office Support Specialist EX Exec Administrative Secretary EX Co Exec Appointment Coordinatr EX Exec Management Assistant I EX Exec Management Assist II EX Legislative Liaison Officer E Asst To The County Executive E Human Relations Officer NR Department Summary Page 82

96 Office of the County Executive Comparative Statement of Expenditures Agency: Office of the County Executive Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character County Executive 3,585,956 3,713,500 3,813,500 3,813, ,000 Total by Character 3,585,956 3,713,500 3,813,500 3,813, ,000 Object Personal Services 1,668,661 1,813,500 1,913,500 1,953, ,900 Contractual Services 92,197 98,000 98, ,100 3,100 Supplies & Materials 65,740 89,000 89,000 89,000 0 Business & Travel 18,583 23,000 23,000 25,000 2,000 Capital Outlay Debt Service Grants, Contrib. & Other 1,740,000 1,690,000 1,690,000 1,645,000 (45,000) Total by Object 3,585,956 3,713,500 3,813,500 3,813, ,000 Commentary Personal Services changes result from an increase in pension and health insurance costs as well as merit and cola increases for the staff consistent with that approved for non-represented personnel countywide. The grants amount of $1,645,000 consists of the County s contribution to the Anne Arundel Economic Development Corporation (AAEDC). Of this contribution, approximately $280,000 goes toward general operating expenses of the corporation. In addition, the County also contributes 7% ($840,000) of the Hotel Motel Tax to the corporation for support of general operating expenses. AAEDC is a privatized agency of county government responsible for promoting Anne Arundel County as an attractive place for business. In addition to the operating subsidy provided by the county, its non-profit status allows the corporation to receive grants and aid that otherwise would not be available to government agencies. The Director of Programming, an exempt position in the county system, is the Executive Director of AAEDC and is appointed by the County Executive. Page 83

97 Office of the County Executive Conference and Visitor s Fund The county provides a dedicated revenue grant to the Conference and Visitor s Bureau. This grant, by code, is equivalent to 7% of the estimated FY2006 revenue of $12 million or $840,000. Comparative Statement of Expenditures Agency: Office of the County Executive Fund: Conference and Visitor s Fund General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Conference & Visitor s Bur. 787, , , ,000 20,000 Total by Character 787, , , ,000 20,000 Object Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 787, , , ,000 20,000 Total by Object 787, , , ,000 20,000 Commentary The increase is due solely to the increase in gross receipts of the Hotel Motel Tax. Personnel Summary All of the employees of this fund are employed by the Conference and Visitor s Bureau, Inc. Page 84

98 Office of the County Executive Economic Development Fund The county provides a dedicated revenue grant to the Economic Development Fund. This grant, by code, is equivalent to 7% of the estimated FY2006 revenue of $12 million or $840,000. Comparative Statement of Expenditures Agency: Office of the County Executive Fund: Economic Development Fund General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Economic Development 787, , , ,000 20,000 Total by Character 787, , , ,000 20,000 Object Personal Services Contractual Services 787, , , ,000 20,000 Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 787, , , ,000 20,000 Commentary Anne Arundel Economic Development Corporation (AAEDC) is a privatized agency of county government responsible for promoting Anne Arundel County as an attractive place for business. In addition to the operating subsidy provided by the county, its non-profit status allows the corporation to receive grants and aid that otherwise would not be available to government agencies. The increase is due solely to the increase in gross receipts of The Hotel Motel Tax. Personnel Summary All of the employees of this fund are employed by the Economic Development Corporation. Page 85

99 Office of the County Executive Incentive Loan Fund The Incentive Loan Fund (ILF) provides incentives for extraordinary economic development opportunities within Anne Arundel County. The ILF will provide a local match that will focus primarily on projects for which the Maryland Department of Business and Economic Development (DBED) has proposed financial incentives. Comparative Statement of Expenditures Agency: Office of the County Executive Fund: Incentive Loan Fund General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Incentive Loan Fund 27, , , ,000 0 Total by Character 27, , , ,000 0 Object Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 27, , , ,000 0 Total by Object 27, , , ,000 0 Personnel Summary There are no positions authorized in this Fund. Page 86

100 Office of Law Mission Statement The Office of Law provides virtually all legal services to the Executive and Legislative branches of County Government and to certain other specified agencies or entities. These services include extensive litigation, contract review, advice, opinions, and the drafting of legislation. The mission of the Office of Law is to provide high quality legal representation on a timely basis to all clients. County Executive County Attorney Office of Law Page 87

101 Office of Law Major Accomplishments A comprehensive revision of County Code Articles 26 and 28 relating to zoning, subdivision, and development were completed this year. The Office of Law employees responsible for personal property tax collection cases collected $376, in fiscal year 2002; $541, in fiscal year 2003; and $1,018, in fiscal year 2004, one of the highest collection rates in the United States. The County successfully defended a lawsuit brought on behalf of Philip Montgomery by Minina D. Craig, (decedent's wife) against the Police Department regarding a claim for the wrongful death of her husband. Mr. Montgomery was arrested for drunk driving and died in the police holding cell from anti-freeze poisoning. The case was tried before a jury in the United States District Court for the District of Maryland. The Office of Law worked with the Department of Public Works to submit a proposal to assume ownership of the utility infrastructure at Fort Meade and provide water and sewer utility service to Fort Meade. The Office of Law was part of an intensive effort by the County Administration to develop a legally and financially sound solution to complete the Compass Pointe Golf Course and limit the County s future liability. Zinkand v. County Summary judgment was granted and reconsideration was denied in this police false arrest/excessive force claim filed in Federal Court. Plaintiff claimed damages of several million dollars as a result of three herniated disks allegedly suffered as a result of his arrest. Street v. AACO et al. - Plaintiffs sought an injunction and declaratory relief to prevent a County capital improvement project - stream restoration - from proceeding. Stream restoration project involved the destruction of a pond that bordered the rear of plaintiff's property. Our motion to dismiss was granted. Morash v. AACO A former police officer sued the County for sexual harassment and discrimination in U.S. District Court. Our motion for summary judgment was granted. Herath v. AACO - This was a pension dispute in which the County corrected an error in computing benefits. As a result of the correction, the benefits payable to the retiree were reduced by $3,000 per year. The life expectancy of the retiree is 25 years. The Board of Appeals and the Circuit Court ruled in our favor. Page 88

102 Office of Law The Office of Law provided legal support and advice in negotiating 10 three-year union contracts to closure. The Office has been successful in having the court issue monetary judgments and collecting these judgments for code violations enforced through court orders. Since 2004, over $8,000 has been collected. The fine schedule that became effective in October 2004 will result in an increase in the amount collected. Code enforcement manuals for Zoning, Health, Building, and Grading were prepared by or with the assistance of the Office of Law. A change in the zoning of the Southern District Police property was obtained making the property more valuable for resale. The resolution of tax sale foreclosure cases in fiscal year 2003 resulted in the collection of $352,679. In fiscal year 2004 $392,133 was collected. Key Objectives The Office will continue to vigorously represent the County, its departments, and employees. The Office will continue its self-reliance and maintain the infrequency with which the County needs to retain the services of outside counsel. The Office will continue to use common forms for pleadings, motions, and legal instruments and maintain the electronic storage of these forms in a manner that allows attorneys to retrieve and use the forms quickly. The Office will continue to collect and store electronically the many letters, opinions, and memoranda of legal advice generated by the Office of Law. The Office will continue to provide training and educational opportunities for the attorneys and staff in order to provide increased expertise and assistance in the various areas of law. The Office will continue to provide high quality legislation that serves to re-codify the Code on an ongoing basis. The Office will continue to evaluate procedures, equipment, and software in an effort to reduce costs and improve efficiency. Page 89

103 Office of Law Program Statement The Office of Law provides legal services for the County and its offices, departments, boards, commissions and agencies. Did you Know? Assistant County Attorneys are cross-designated as Special Assistant State's Attorneys by the State's Attorney and they prosecute certain code violations when those violations are charged as misdemeanors? Litigation -- provides representation to the County and its officers and employees in civil litigation. The program includes civil rights actions, employment discrimination claims, premise liability matters, code enforcement, and contract disputes. It also includes bankruptcy and collection matters. o Self-Insurance Fund -- represents the County and its officers and employees in civil litigation matters, including Worker's Compensation claims, as mandated by Article 2, Section of the County Code, and motor vehicle torts. Personnel costs for three Law Office employees, an attorney, a paralegal, and a legal secretary, are funded by the Self Insurance Fund. o Department of Social Services - State law (Article 88A, Section 7(a)) requires the Office of Law to represent the Anne Arundel County Department of Social Services in Child in Need of Assistance cases before the Circuit Court for Anne Arundel County, sitting as the juvenile court, and in termination of parental rights cases before the Circuit Court. Legal Advice -- encompasses the review of legal papers and the provision of legal opinions for the County and all of its offices, departments, boards, commissions, and agencies, including the County Council. Pursuant to Charter Section 526, the County Attorney approves all contracts and other legal instruments for form and legal sufficiency prior to execution by the County. Legislation -- encompasses reviewing all ordinances passed by the County Council and advising the County Executive as to their legality prior to signing. Additionally, the Office of Law is responsible for drafting ordinances and resolutions. Page 90

104 Office of Law Agency: Office of Law Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Office of Law 2,272,521 2,411,800 2,411,800 2,677, ,200 Total by Character 2,272,521 2,411,800 2,411,800 2,677, ,200 Object Personal Services 2,113,130 2,251,200 2,241,700 2,453, ,400 Contractual Services 87,359 84,100 86, ,600 62,500 Supplies & Materials 29,073 29,600 27,100 25,600 (4,000) Business & Travel 40,921 42,900 48,400 47,200 4,300 Capital Outlay 532 1,500 1,500 1,500 0 Debt Service Grants, Contrib. & Other 1,505 2,500 6,500 2,500 0 Total by Object 2,272,521 2,411,800 2,411,800 2,677, ,200 Commentary FY2006 budget increased 11.0% or $265,200 Personal Services increase of $202,400 is attributed to an increase in pension and health insurance costs as well as merit and cola increases for the staff consistent with that approved for non-represented personnel countywide. In addition, this amount includes costs associated with adding: o Attorney III position which will replace a contractual attorney o Temporary Law Clerk position. Contractual Services increase of $62,500 is attributed to: o Publications costs for the County Code $57,000 o Lexis Database contract $4,900 Supplies & Materials decrease of $4,000 is due to reduced lease costs for copy machines Business & Travel increase of $4,300 is attributed to: o Membership Fees & Dues $800 o Training $3,500 Page 91

105 Office of Law Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0120 County Attorney E Admin Secty To Dpt/Agency Head E Secretary II (NR) NR Management Assistant II NR Senior Paralegal NR Paralegal NR Legal Secretary NR Attorney II NR Attorney III NR Senior Assistant Co Attorney NR Deputy County Attorney NR Department Summary Condition Assessment and Performance Measures Est Proj Description FY2003 FY2004 FY2005 FY2006 Civil Litigation Self-Insurance Fund* Social Service Representation (cases remain open until the minor turns 18) Legislation Legal Advice (Opinions and Doc Review**) 2,186 3,304 5,136 5,200 Bankruptcy Collections $1,631, $26, $20, Personal Property Collections $541, $1,018, $183, Tax Sale Foreclosures $352,679 $392, $71,100.60*** * Workers' Compensation cases remain open until a full and final settlement is reached. ** 100% collection of the data for document review began January 2004 *** Process begins 6 months after June tax sales. The majority of the money is collected in the second half of the fiscal year Page 92

106 Office of Administrative Hearings Mission Statement The mission of the Office of Administrative Hearings is to provide the requisite public notice of pending applications, conduct quasi-judicial hearings, and decide pending matters in a timely manner. County Executive Administrative Hearing Officer Office of Administrative Hearings Page 93

107 Office of Administrative Hearings Highlights This program accounts for the Administrative Hearing Officer. Duties are to provide public notice, conduct quasi-judicial hearings, and write decisions in a timely manner for all zoning petitions (zoning reclassifications, special exceptions, variance and critical area reclassifications). The next level of appeal is the County Board of Appeals. The Administrative Hearing Officer may also hear and decide certain construction contract disputes, which are appealed directly to the Circuit Court. The Administrative Hearing Officer is responsible for conducting public hearings on petitions to change or reclassify the zoning of individual or particular parcels of property. The Administrative Hearing Officer may grant variances from and make special exceptions to the zoning laws, regulations, ordinances or resolutions. Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0135 Administrative Hearing Officer E Admin Secty To Dpt/Agency Head E Department Summary Condition Assessment and Performance Measures Actual FY2004 Estimated FY2005 Projected FY2006 Variances Special Exceptions Re-zonings Contract Construction Cases Page 94

108 Office of Administrative Hearings Comparative Statement of Expenditures Agency: Office of Administrative Hearings Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Office of Admin.Hearings 271, , , ,300 23,800 Total by Character 271, , , ,300 23,800 Object Personal Services 219, , , ,500 17,600 Contractual Services 41,759 48,600 45,600 49, Supplies & Materials 8,878 7,500 10,500 12,700 5,200 Business & Travel 1,094 1,000 1,000 1, Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 271, , , ,300 23,800 Commentary FY2006 budget increased 8.3% or $23,800. Increase is primarily due to personal services and supplies: o Personal services increase of $17,600 is attributed to negotiated agreements and increase in the pension and insurance costs. o Increase of $5,200 is the result of duplicating expenses. Page 95

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110 Office of the Chief Administrative Officer Approved Budget Mission Statement The Chief Administrative Officer is appointed by and is responsible directly to the County Executive. The Chief Administrative Officer shall have supervisory authority over the executive branch offices and departments as provided in Article V of the County Charter, and over other executive offices as the County Executive may direct. County Executive Chief Administrative Officer Other Funds Management & Control Contingency Workforce Development Community Development Page 97

111 Office of the Chief Administrative Officer Approved Budget Program Statement The Chief Administrative Officer has the overall responsibility for the functions performed by the Office of the Budget, Office of Finance, Office of Central Services, and the Office of Personnel. As such, the Chief Administrative Officer is responsible for many of the daily activities of county government. Management and Control in addition to the above functions, this bureau is responsible for the coordination of administrative and financial functions with the independent Board of Education and the trustees of the community college and library. Contingency this bureau accounts for those funds held in contingency. In general, these funds have been utilized to cover unforeseen items such as snow removal expenses above that which is budgeted for in the Department of Public Works. In the past, contingency funds have also been reserved for items such as pay packages that were still in negotiations, as well as performance increases for non-represented employees. Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0105 Chief Administrative Officer E Human Services Officer E Exec Administrative Secretary EX Exec Management Assistant I EX Asst To Chief Admin Officer E Program Manager NR Accountant III NR Department Summary Page 98

112 Office of the Chief Administrative Officer Approved Budget Comparative Statement of Expenditures Agency: Office of the Chief Administrative Officer Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Management & Control 2,985,516 3,051,900 3,369,600 4,451,900 1,400,000 Contingency 0 4,000, ,000 8,542,600 4,542,600 Total by Character 2,985,516 7,051,900 3,719,600 12,994,500 5,942,600 Object Personal Services 695, , , ,000 4,000 Contractual Services 63,526 54, ,600 60,100 5,200 Supplies & Materials 6,672 16,000 16,000 14,500 (1,500) Business & Travel 8,531 21,000 21,000 21,000 0 Capital Outlay Debt Service Grants, Contrib. & Other 2,211,235 6,120,000 2,701,000 12,054,900 5,934,900 Total by Object 2,985,516 7,051,900 3,719,600 12,994,500 5,942,600 Commentary The increase in personal services is minimal due to two positions which were vacated and are budgeted at a minimum salary level. The total of 9 positions in this budget remains unchanged. The contingency total reflects $8.5 million in unanticipated needs. Potential utilization of this account is for items such as snow removal expenses, potential relocation of the methadone clinic, possible fuel cost increases, the county s share of cost and maintenance of the statewide voter registration system, potential funding for the Board of Education should they initiate charter schools during FY2006, support staff for a Circuit Court judge, and Circuit Court staff positions in which grant funding is at risk. The grants/contribution object includes the $8.5 million mentioned above, plus contributions to the Human Service Grants of $3.5 million. These grants include the Homeownership Initiatives (HOI) Program. The HOI replaces the Homeownership Initiative Program in the Community Development class of capital projects in the Capital Budget and Program in order to comply with Generally Accepted Accounting Principles. Page 99

113 Office of the Chief Administrative Officer Approved Budget Human Service Grants Fiscal Year 2005 Fiscal Year 2006 Difference AA County Mental Health Agency 228, ,000 0 American Red Cross 0 10,000 10,000 ARC of Annapolis 95, ,000 5,000 Arundel Child Care Development 50,000 50,000 0 Arundel Community Dev Services 166, ,000 33,500 Business and Workforce Development 190, ,000 55,000 Chesapeake Center - Creative Arts 66,500 70,000 3,500 Community Center at Woods 50, , ,000 Conference & Visitor Ctr Bond Match 0 100, ,000 Conflict Resolution Center 41,000 43,000 2,000 Court Appointed Special Advocates 35,300 38,000 2,700 Cultural Arts Foundation 330, ,000 20,000 Discovery Village 0 50,000 50,000 Economic Opportunity Committee 285, ,000 0 Ethnic Initiatives 150, ,000 0 Food and Resource Bank 98,000 98,000 0 HAVEN 0 15,000 15,000 Highland Beach Town Hall 0 100, ,000 Historic Annapolis Foundation 0 300, ,000 Homeownership Initiatives Program 0 400, ,000 Hospice of the Chesapeake 15,000 15,000 0 Human Service Office Grantee Training 8,500 8,500 0 Leadership Anne Arundel 2,500 5,000 2,500 Legal Aid Bureau of AA County 61,800 65,000 3,200 Martin Luther King Breakfast 5,000 5,000 0 Maryland Hall for the Creative Arts 95, ,000 5,000 Metro Washington EAR 0 1,700 1,700 Opportunity Industrialization Center 33,300 33,300 0 Pascal Family and Youth Services 25,000 25, Shock Trauma 0 25,000 25,000 Volunteer Center Anne Arundel 23,800 25,000 1,200 West River Improvement Assoc 0 50,000 50,000 YWCA 25,000 25,000 0 Total 2,080,200 3,465,700 1,385,500 Food Bank TEFAP (Fed-State Grant) 20,000 26,600 6,600 Page 100

114 Office of the Chief Administrative Officer Workforce Development Fund Approved Budget The Anne Arundel Workforce Development Corporation is a 501 (c) 3 corporation that is Anne Arundel County s administrative agent and operator of the federal Workforce Investment Act. The Corporation provides employment services to the County s dislocated workers and adults otherwise seeking entry and skills development. The Corporation also funds youth employment programs. Comparative Statement of Expenditures Agency: Office of the Chief Administrative Officer Fund: Workforce Development Fund General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Workforce Development 1,785,304 2,800,000 2,800,000 2,400,000 (400,000) Total by Character 1,785,304 2,800,000 2,800,000 2,400,000 (400,000) Object Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 1,785,304 2,800,000 2,800,000 2,400,000 (400,000) Total by Object 1,785,304 2,800,000 2,800,000 2,400,000 (400,000) Commentary With the exception of approximately $40,000 in miscellaneous and investment income, all of the Agency s revenues are grants from Federal, State and local sources. The FY2006 budget is less than prior year as a result of anticipated reductions in Federal funds. Personnel Summary All of the employees of this fund are employed by the Anne Arundel Workforce Development Corporation. Page 101

115 Office of the Chief Administrative Officer Community Development Fund Approved Budget Program Statement Arundel Community Development Services, Inc. (ACDS), on behalf of and with the approval of the County, plans and implements housing and community development activities which principally benefit low and moderate income residents, remove slum and blighting conditions, or meet an urgent need: Community Development Block Grant (CDBG) & Emergency Shelter Grant (ESG) - Anne Arundel County receives entitlement funds from the U.S. Department of Housing and Urban Development which are used for affordable housing, community development programs and emergency shelter programs. Home Investment Partnerships Program (HOME) - Anne Arundel County receives entitlement funds from the U.S. Department of Housing and Urban Development which are used for the development of affordable housing for low income households through acquisition, rehabilitation, construction and the conversion of properties. American Dream Downpayment Initiative (ADDI) Anne Arundel County receives federal entitlement funds which are used to assist low and moderate income first-time homebuyers purchase homes through down payment and closing cost assistance. Supportive Housing Program (SHP) Anne Arundel County receives federal funds on a competitive basis from the U.S. Department of Housing and Urban Development. These federal funds support the Continuum of Care services provided in Anne Arundel County in order to move a person from homelessness to independent living. The funds are provided to local nonprofit homeless service providers. Brooklyn Park Revitalization Anne Arundel County receives funds on a competitive basis from the Maryland Department of Housing and Community Development to conduct revitalization activities in the Brooklyn Park Community Legacy Area. House Elevation Grant Anne Arundel County receives funds from the Federal Emergency Management Agency and the Maryland Emergency Management Agency for the purpose of elevating damaged homes due to Tropical Storm Isabel. Personnel Summary All of the employees of this fund are employed by Arundel Community Development Services, Inc. Page 102

116 Office of the Chief Administrative Officer Community Development Fund Approved Budget Agency: Office of the Chief Administrative Officer Fund: Community Development Fund General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character CDBG & ESG ,213,000 3,213,000 HOME ,756,000 1,756,000 ADDI ,000 42,000 SHP , ,000 Brooklyn Park Revitalization , ,000 House Elevation , ,400 Total by Character ,629,400 6,629,400 Object Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other ,629,400 6,629,400 Total by Object ,629,400 6,629,400 Commentary The Community Development Fund is created effective July 1, 2005 and replaces the Community Development class of capital projects in the Capital Budget and Program in order to comply with Generally Accepted Accounting Principles. Funding levels for these programs in the FY2005 Capital Budget were $6,536,000 ($607,000 more than FY2006) and breakout as follows: o CDBG & ESG - $3,354,000 ($141,000 more than FY2006) o HOME - $1,502,000 ($254,000 less than FY2006) o ADDI - $134,000 ($92,000 more than FY2006) o SHP - $1,546,000 ($738,000 more than FY2006) o Brooklyn Park Initiative new for FY 2006 o House Elevation new for FY 2006 Page 103

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118 Office of Central Services Mission Statement The mission of the Office of Central Services is to provide efficient and cost effective services to county operating departments. This support consists of centralized purchasing, risk management insurance and safety, facilities management, fleet management and real estate. County Executive Chief Administrative Officer Central Services Officer Other Funds Administration Purchasing Facilities Management Real Estate Self Insurance Central Garage Print Shop Whitmore Garage Telecommunications Page 105

119 Office of Central Services Major Accomplishments Rectified the air quality at the Fire Training Academy by redesign and replacement of the HVAC system. Implemented a new Fleet Management Information System. Implemented an electronic tracking system that ensures confirmation of parcel delivery to the proper location. Implemented a new Fixed Asset Policy and Procedure and conducted the first physical inventory to strengthen asset controls and management accountability. Trained over 110 managers and supervisors in the OSHA General Industry Safety and Health Training Course. Increased Minority Business Enterprise business to over $20 million. Key Objectives Continue developing a Facility Master Plan to assess designated County facilities in an effort to accommodate a life-cycle analysis. Increase security at selected facilities throughout the county where the highest risk to persons and property exist. Explore joint ventures with the Board of Education and Community College to examine the possibilities of gaining efficiencies. Implement a web-based program to enable procurement card users to dictate expenses to the proper budget account. Significant Changes Eliminate the contractual management of the Glen Burnie Garage. Take on increased service levels at existing facilities in Waste Management, Recreation and Parks and Road Operations. Provide operations and maintenance services to new facilities as they come online. These new facilities include Severn Fire Station and the Glen Burnie Multi-Purpose Complex. Implementation of procurement card use for buyers in Purchasing, which will improve efficiency and reduce the administrative costs to procure goods and services. Page 106

120 Office of Central Services Comparative Statement of Expenditures Agency: Office of Central Services Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Administration 381, , , ,700 (3,000) Purchasing 1,917,660 2,069,600 2,069,600 2,083,200 13,600 Risk Management 12,179, , ,500 0 (377,500) Facilities Management 12,565,436 13,960,800 14,260,800 16,491,600 2,530,800 Real Estate 334, , , ,900 22,900 Telecommunications 86,987 92,700 92,700 96,400 3,700 Total by Character 27,466,427 17,288,300 17,588,300 19,478,800 2,190,500 Object Personal Services 6,827,313 7,014,200 6,996,200 7,347, ,000 Contractual Services 19,101,349 9,445,100 9,743,100 11,174,100 1,729,000 Supplies & Materials 718, , , ,100 54,700 Business & Travel 29,683 45,600 45,600 55,000 9,400 Capital Outlay 26,038 27,000 37,000 91,400 64,400 Debt Service Grants, Contrib. & Other 763, Total by Object 27,466,427 17,288,300 17,588,300 19,478,800 2,190,500 Commentary The Facilities Management bureau increase is comprised of several different items. A majority of the increase is due to an increase in utility costs of approximately $1 million. In addition, two new Facilities Maintenance Mechanics are added as well as the addition of one-time contributions for facility repairs. Also included is approximately $400,000 in various items, which represent the costs of new facilities coming online within this budget year. Page 107

121 Office of Central Services Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0125 Central Services Officer E Office Support Assistant I OS Office Support Assistant II OS Office Support Specialist OS Secretary III OS Management Aide NR Management Assistant I NR Management Assistant II NR Budget Mgmt Analyst III NR Program Specialist I NR Program Specialist II NR Office Automation Specialist NR Property Contrl & Acct Mgr NR Real Estate Manager NR Mail Clerk OS Mail Room Supervisor NR Storekeeper I LM Warehouse Manager NR Buyer's Assistant OS Buyer II NR Buyer III NR Buyer IV NR Minority Bus/Small Bus Coord NR Assistant Purchasing Agent NR Purchasing Agent NR Telephone Clerk OS Facility Attendant LM Security Guard LM Custodial Worker LM Custodial Supervisor NR Facilities Maintenance Mech I LM Facilities Maintenance Mech II LM Fac Maint Mobile Crew Leader NR Fac Construction Supervisor NR Fac Maint Mobile Crew Supervr NR Facilities Administrator NR Asst Facilities Administrator NR Asst Facility Administrator NR Construction Inspector Supervr NR Maintenance Worker II LM Horticulturist II NR Department Summary Page 108

122 Office of Central Services Condition Assessment and Performance Measures FY03 FY04 FY05 FY06 Performance Measures Actual Actual Est Proj Number of FMD work orders requested 8,106 7,666 7,800 8,000 Back log of work orders Emergency call Ins ,000 1,000 Routine maintenance sq ft per employee 44,265 47,875 51,688 52,660 Custodial operations sq ft per employee 29,597 29,597 31,506 31,506 Number of P-Card Transactions 40,456 48,986 55,730 60,000 Number of purchase orders 9,573 8,581 8,868 6,000 Page 109

123 Office of Central Services Administration Program Statement The mission of the Office of Central Services is to provide efficient and cost effective services to county operating departments. This support consists of centralized purchasing, risk management insurance and safety, facilities management, fleet management and real estate. The Administration program s function is to provide support and coordination of the many different bureaus and varied activities within the department. The director oversees a staff of 219 merit system personnel with general fund and special fund programs of over $55 million. Page 110

124 Office of Central Services Administration Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 315, , , ,500 (3,300) Contractual Services 48,570 75,600 75,600 75, Supplies & Materials 11,342 14,800 14,800 14,800 0 Business & Travel 5,819 8,500 8,500 8,500 0 Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 381, , , ,700 (3,000) Allocation of Authorized Positions Commentary The reallocation (downgrade) of a vacant position offset the increase to salary and benefits in this area. Page 111

125 Office of Central Services Purchasing Program Statement This unit oversees all of Anne Arundel County s purchasing activities, including the MBE, procurement card and Assets Control Programs. The Purchasing Agent and his staff approve non-personnel expenditures to assure that agencies meet the Anne Arundel County Code and Charter requirements for competitive bids and quality assurance. Purchasing Administration This program accounts for the Purchasing Agent, Assistant Purchasing Agent, Secretary III and a Buyer s Assistant. Duties of the Purchasing Agent include those duties as contained in Article 10 of the Anne Arundel County Code and serving as Chairman of the Consultant Selection Committee. Service and Commodity Buyers The Service and Commodity Buyers Program is responsible for procuring all equipment, supplies, materials and services required to sustain the County s operations. The Procurement Card Program is also managed out of this section. Public Works Buyer Group The Public Works Buying Group purchases all the items and services for projects contained in the Capital Program as well as all purchases required by the Department of Public Works. This also includes administering all of the bid requirements for capital projects, including architectural, engineering and construction contracts. Minority Business Enterprise The Minority Business Enterprise (MBE) Program consists of one (1) MBE Coordinator (full time). Through the County MBE Program we plan, coordinate and implement a number of special projects designed to identify new business opportunities for local women and other minorities. There are several hundred Woman and Minority-Owned Firms successfully conducting business with the Purchasing Office. One World Administration The One World Administration Program consists of one (1) Office Automation Specialist dedicated to supporting the Purchasing Division s applications in the One World System. The Office Automation Specialist coordinates implementation of new software releases, produces special reports, conducts One World training and performs system troubleshooting. Fixed Assets/Property Control This Program consists of one (1) Property Control and Accountability Manager who is responsible for the administration of the Fixed Assets Program and the coordination of the annual physical inventory. Page 112

126 Office of Central Services Purchasing Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,630,785 1,779,600 1,659,600 1,775,400 (4,200) Contractual Services 118, , , ,800 (4,100) Supplies & Materials 142, , , ,200 14,100 Business & Travel 12,138 20,000 20,000 27,300 7,300 Capital Outlay 13,549 2,000 12,000 2, Debt Service Grants, Contrib. & Other Total by Object 1,917,660 2,069,600 2,069,600 2,083,200 13,600 Allocation of Authorized Positions Commentary The reduction in authorized positions from FY2004 to FY2005 reflects the transfer of a position to the Department of Inspection and Permits. Page 113

127 Office of Central Services Risk Management Program Statement This program accounts for the placement and maintenance of real and personal property coverage, boiler and machinery, public official bonds and the blanket bond for the County and the Board of Education. This program is also responsible for the placement and maintenance of school bus contractors insurance and other miscellaneous policies for the Board of Education. Page 114

128 Office of Central Services Risk Management Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 11,511, , ,500 0 (377,500) Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 668, Total by Object 12,179, , ,500 0 (377,500) Allocation of Authorized Positions Commentary FY2004 actuals represent the s contribution to the Self Insurance Fund which is now located in the Contributions to Other Funds account. For FY2006, this business unit is being split into the appropriate enterprise fund budgets, as well as the Facilities Management Division for the portion. Page 115

129 Office of Central Services Facilities Management Program Statement Facilities Management Division acknowledges the necessity of proactive planning and the implementation of programs to address security, indoor air quality, energy conservation and maintenance management. As a customer service organization, Facilities Management endeavors to continuously evaluate the services provided as well as the utilization of funding and personnel resources in the most economical manner and in the best interests of its internal customers. Facilities Management is responsible for general operation and maintenance of approximately 220 County buildings, totaling 2.9 million sq ft, 11 miles of highway landscape maintenance, and 5 County Gateways. Of this total, Facilities Management has full maintenance responsibilities for 125 buildings and on-call responsibilities in the remaining 93 buildings. Administration - The administrative staff consists of managers and clerical staff. Mid level managers are responsible for day-to-day operations, organizational development, supervision, project management, project technical review, special projects, contractor coordination and routine contract specification. Clerical support staff is responsible for miscellaneous clerical duties, customer service concerns, routine contract compliance, maintaining the work order system, purchasing, paying, receiving, special projects, develop and maintain the division s operation data bases. Mobile Crews - Maintenance and repair of primary building systems is the responsibility of three mobile maintenance crews. These crews are assigned facility responsibilities within three geographical districts. In addition, Construction crews are responsible for painting and general office renovations, overseeing projects to include office modifications, carpet replacement, concrete work, etc. Horticulture - The Horticulture Crew is responsible for grounds maintenance at twenty-three locations and on-call at an additional forty-three locations. Custodial - The Custodial Operation provides housekeeping at sixteen locations and Security Operations at five locations. Page 116

130 Office of Central Services Facilities Management Budget Summary Object of Actual Adjusted Estimate Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Adj. Personal Services 4,504,871 4,526,900 4,588,800 4,847, ,100 Contractual Services 7,383,557 8,796,400 8,974,100 10,905,700 2,109,300 Supplies & Materials 558, , , ,800 35,800 Business & Travel 10,989 15,500 11,600 17,200 1,700 Capital Outlay 12,352 25,000 26,200 88,900 63,900 Debt Service Grants, Contrib. & Other 95, , Total by Object 12,565,436 13,960,800 14,413,500 16,491,600 2,530,800 Allocation of Authorized Positions Commentary The increase in personal services reflects a combination of routine salary and benefit increases as well as the addition of two Facility Maintenance Mechanics. Contractual services includes a one-time contribution of $800,000 toward repairs and renovations to address the backlog of problems at county facilities. A majority of the above increase is due to an increase in utility costs of approximately $1 million. Also included is approximately $400,000 in various items, which represent the costs of new facilities coming online within this budget year. These new facilities include Severn Fire Station and the Glen Burnie Multi-Purpose Complex. In FY2006, the contract management of the Glen Burnie Parking Garage will be eliminated. In conjunction with opening the new Glen Burnie Multi-Purpose Complex, private security will monitor both the Parking Garage and the Multi- Purpose Complex. Page 117

131 Office of Central Services Real Estate Program Statement The Real Estate Division s primary mission is to service the needs and reasonable expectations of the County employers, customers and employees by managing all Real Estate issues in a professional manner, with the County s best interest always in mind, and to assist all Departments with Space Planning when requested. Real Estate Administration - The Real Estate Manager, with the assistance of the secretary and the clerical-typist, is responsible for the administering of all leases, deeds, contracts of sale, etc. The Real Estate Manager oversees all space planning projects, as well as all surplus property activity. Lease Management This program handles the preparation and management of all lease agreements between the County and tenant, deeds, contracts of sale, surplus property, sales and conveyance. Currently, there are twelve (12) rental houses, seven (7) tower sites and twenty-two (22) water tank agreements, 115 lease agreements for office buildings, community centers, senior centers, etc. currently bringing in approximately $1.4 million annually. Surplus Property - The Program Specialist I maintains a database of over 1,700 County owned properties. This database contains properties actively being utilized by County Agencies as well as properties that may be deemed surplus by the County Council in the future. In FY2005, three (3) properties have been declared surplus property and disposed of, and there are five (5) more properties in the process of being disposed of that will bring in a total of approximately $170,000 by putting these properties back on the County tax rolls. Space Planning - The Program Specialist II is involved with the space planning requests from the various County agencies. This includes determining the specific needs of the requestor, determining the cost and funding source, providing information and input concerning color choices, fabrics, furniture, etc. Page 118

132 Office of Central Services Real Estate Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 291, , , ,400 15,700 Contractual Services 37,299 62,200 62,200 64,200 2,000 Supplies & Materials 5,334 4,500 4,500 9,300 4,800 Business & Travel 737 1,600 1,600 2, Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 334, , , ,900 22,900 Allocation of Authorized Positions Commentary Increases to this bureau s budget are primarily due to salary and benefits adjustments. Page 119

133 Office of Central Services Telecommunications Program Statement This bureau consists of two Telephone Clerk positions. Duties include: answering/transferring of calls to other County departments, scheduling conference rooms, handling pool cars as well as providing reception at the Central Services headquarters office. Page 120

134 Office of Central Services Telecommunications Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 84,521 87,200 89,200 91,900 4,700 Contractual Services 2,042 5,500 3,500 4,500 (1,000) Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 86,987 92,700 92,700 96,400 3,700 Allocation of Authorized Positions Commentary The increased budget within this bureau results from personnel related costs. Page 121

135 Office of Central Services Self Insurance Fund Program Statement The primary mission of Risk Management is to protect the assets of the County. This is accomplished through a program of safety advocacy, commercial insurance and Self- Insurance with centralized claims management and administration. The Self-Insurance Program is self-administered with in-house management of claims. Self-Insurance includes Comprehensive General Liability, Vehicle Liability, Collision and Comprehensive coverage for the County and the Board of Education, and Workers Compensation coverage for the County, the Board of Education and the Community College. The commercial policies purchased include Contractor School Bus Liability for the Board of Education; Real & Personal Property coverage, Boiler & Machinery coverage, Public Official Bonds and Blanket Bonds for the County and the Board of Education. These policies provide coverage where the County has elected to remain commercially insured. The safety advocacy program includes: 1) The development of policies and procedures to implement MOSH/OSHA regulations and to address identified problem areas. 2) The development and implementation of safety awareness training for County, Community College and Board of Education employees. 3) The inspection of County work places and equipment to identify and correct hazardous conditions and operations. 4) The participation in Safety Committees, supervisor/manager consultation, and departmental meetings to promote safety and encourage a positive safety culture. Did you know? Increased emphasis on workplace safety has resulted in a 25% reduction in days lost from accident or injury in CY2004 compared to CY2003? FY03 FY04 FY05 FY06 Performance Measures Actual Actual Est Proj Workers Comp claims 1,819 1,644 1,500 1,500 Vehicle claims General liability claims Page 122

136 Office of Central Services Self Insurance Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,020,082 1,077,700 1,077,700 1,183, ,100 Contractual Services 11,000,963 11,203,500 15,644,700 13,860,100 2,656,600 Supplies & Materials 35,473 22,500 22,500 29,500 7,000 Business & Travel 18,358 11,300 11,300 19,200 7,900 Capital Outlay 9,810 10,000 10,000 10,000 0 Debt Service Grants, Contrib. & Other Total by Object 12,084,686 12,325,000 16,766,200 15,102,600 2,777,600 Allocation of Authorized Positions Commentary This fund s increase is primarily due to the County experiencing an increase in the cost of worker s compensation claims. The contractual services amount reflects the expenses for workers compensation, general liability and vehicle liability claims. The contractual services in this fund include: o Worker s compensation payments of $11,961,000 o General liability payments of $1,138,000 o Automobile liability payments of $328,000 o Vehicle collision payments of $278,000 Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0212 Office Support Assistant II OS Assistant Claims Adjustor NR Claims Adjustor NR Safety Coordinator NR Asst Manager, Safety & Insur NR Manager, Safety & Insurance NR Department Summary Fund Summary Page 123

137 Office of Central Services Central Garage Operations Fund Program Statement The mission of the Central Garage is to provide the highest quality, economically efficient, environmentally responsive, and safest fleet maintenance and fueling services to our intra-county user agencies that serve the citizens of Anne Arundel County. Fleet Administration This program accounts for the Fleet Administrator, three Management Assistants, Warehouse Supervisor, a Secretary III, and an Office Support Assistant. Duties include overseeing and assisting with all fleet maintenance management functions. Millersville (Truck Side) Garage This program accounts for Supervisors, Technicians, and a portion of the activities of a Maintenance Manager, and Storekeepers. Duties include managing the services, and repairs for the Fire Department s fleet of vehicles and equipment. Millersville (Car Side) Garage This program accounts for Supervisors, Technicians, and a portion of the activities of a Maintenance Manager, and Storekeepers. Duties include managing the services, and repairs of vehicles and equipment in the central region of the County. Glen Burnie Garage This program accounts for Managers, Supervisors, Technicians, and Storekeepers. The duties include managing the services, and repairs for vehicles and equipment in the northern region of the County. Davidsonville Garage This program accounts for Managers, Supervisors, Technicians, and Storekeepers. The duties include managing the services, and repairs for vehicles and equipment in the southern region of the County. Vehicle Replacement Functions of the program include the cyclic replacement of County vehicles, their subsequent disposal by means of auction, and the inception of new vehicles to the County fleet. Fuel System This program accounts for the Fuel System Technician. Duties include managing the operations for the gasoline and diesel fuel inventory, and fuel dispensing systems. Page 124

138 Office of Central Services Central Garage Operations Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 3,777,235 4,022,900 3,988,900 4,235, ,800 Contractual Services 1,523, ,100 1,446, ,300 59,200 Supplies & Materials 3,289,983 5,316,400 4,515,400 6,811,000 1,494,600 Business & Travel 8,598 14,300 15,300 15,300 1,000 Capital Outlay 5,983,669 8,500 2,500 18,900 10,400 Debt Service Grants, Contrib. & Other 754, , , ,500 (114,500) Total by Object 15,337,670 10,703,200 10,703,200 12,366,700 1,663,500 Allocation of Authorized Positions Commentary Turnover has decreased by over $100,000 based on the history of expenditures. This decrease is partially responsible for the corresponding increase in personal services costs. Supplies & Material expenditures reflect parts and fuel for all County vehicles. This increase is primarily attributable to the increase in fuel costs. The large decrease from FY2004 to FY2005 is attributable to this fund being split into two separate funds (operating and replacement funds). Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0211 Office Support Assistant I OS Secretary III OS Management Assistant I NR Management Assistant II NR Storekeeper I LM Storekeeper II LM Warehouse Supervisor NR Automotive Service Worker LM Automotive Mechanic I LM Automotive Mechanic II LM Automotive Mechanic III LM Automotive Machinist LM Fuel Systems Technician NR Welder LM Automotive Maintenance Supervr NR Automotive Maintenance Manager NR Automotive Fleet Administrator NR Department Summary Page 125

139 Office of Central Services Central Garage Replacement Fund Program Statement The Replacement Fund s mission is the cyclic replacement of County vehicles and disposal of replaced vehicles by auction. Page 126

140 Office of Central Services Central Garage Replacement Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services ,000 5,000 5,000 Supplies & Materials Business & Travel Capital Outlay 0 8,860,000 8,850,000 8,019,000 (841,000) Debt Service Grants, Contrib. & Other Total by Object 0 8,860,000 8,860,000 8,024,000 (836,000) Allocation of Authorized Positions Commentary The vehicle replacement function of the Central Garage reflects the funds required to purchase vehicles identified by the replacement schedule. This budget reflects the cost of routine, scheduled replacement of vehicles within the lease rate program as well as heavy equipment replacements by the Department of Public Works and the Fire Department. The approximate breakdown of expenses for FY2006 are as follows: o Police Lease Rate vehicles $2,161,000 o Fire Lease Rate vehicles $1,002,500 o Fire Direct Charge equipment $1,100,000 o Sheriff Lease Rate vehicles $144,000 o Public Works Lease Rate vehicles $1,268,500 o Public Works Direct Charge equipment $770,000 o Other Dept Lease Rate vehicles $1,573,000 Page 127

141 Office of Central Services Print Shop Fund Program Statement The mission of the Print Shop Fund is to provide the County government with printing, copying and design services. The Print Shop Fund is an internal service fund overseen by the County s Purchasing Agent. The Fund includes only the Print Shop and it finances the County-wide copier program. During FY2005, a committee of print shop representatives from the County, Board of Education and Community College was assembled to discuss the possibilities of joint partnerships and consolidating operations to gain efficiencies. As a result, many changes are taking place in the print shop such as eliminating our in-house offset press operations, increasing our digital copying capability and growing our e-form inventory. Also during FY2005, copiers were replaced throughout all County offices. These new copiers provide digital technology, the potential to be networked, as well as a centralized maintenance contract. Page 128

142 Office of Central Services Print Shop Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 350, , , ,300 (84,700) Contractual Services 623, , , , ,500 Supplies & Materials 207, , , ,000 (20,300) Business & Travel 1,500 8,000 4,000 3,500 (4,500) Capital Outlay 0 0 4, Debt Service Grants, Contrib. & Other Total by Object 1,182,594 1,200,000 1,300,000 1,238,000 38,000 Allocation of Authorized Positions (2) Commentary The reduction in personal services is the result of deleting two positions in the FY2006 budget. Contractual service increases are related to new contract costs for duplicating machines. Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0325 Peripheral Equipment Operator OS Storekeeper II LM Assistant Purchasing Agent NR Graphics Specialist OS Duplicating Equipment Operator OS Duplicating Equipment Supervsr NR Department Summary Fund Summary Page 129

143 Office of Central Services Whitmore Garage Fund Program Statement A private vendor under contract with Anne Arundel County operates the Whitmore Parking Garage, located in Annapolis near the Arundel Center. The County and the State each contribute to the funding of the garage based upon the number of spaces allocated to each. Other revenues are collected from fees charged to the general public. Page 130

144 Office of Central Services Whitmore Garage Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 280, , , ,000 0 Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 30,000 30,000 30,000 30,000 0 Total by Object 310, , , ,000 0 Allocation of Authorized Positions Commentary The general fund contribution to the Whitmore Garage is currently $95,000. Page 131

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146 Office of Finance Mission Statement The Anne Arundel County Office of Finance bills and collects most of Anne Arundel County s revenues, oversees the expenditure of funds in accordance with approved operating and capital budgets, invests funds, and accounts for all revenues and expenditures. The Office also oversees and coordinates the issuance of debt and provides a range of financial services to County departments. The Office of Finance, headed by the County s Controller, produces Anne Arundel County s Comprehensive Annual Financial Report and the disclosure statements used by the investors who purchase the County s debt issuances. County Executive Chief Administrative Officer Controller Accounting & Control Billings and Customer Service Operations Page 133

147 Office of Finance Major Accomplishments Earned the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officer s Association. Installed a new call management system in the Billing and Customer Services unit to improve customer communications. Assumed billing for over 3,500 new utility billing customers located in the Brooklyn Park section of Anne Arundel County. Implemented Phase I of the Bay Restoration Fee for the purpose of collecting the State mandated waste treatment surcharge fees collected as part of the County s waste water billing system. Key Objectives Implement the unfunded State mandate to handle the two-step deed process. This new program requires the County to assume land records duties formerly handled by the State Department of Assessments and Taxation. Complete pop-up enhancement to the call management system. This enhancement will help expedite Finance Office staff to communicate with its customers when they call with billing questions. Implement Phase II of the Bay Restoration Fee. This is the portion of the State mandated waste treatment surcharge fees allowing the County to collect fees from residents who are not part of the County s sewerage system. These charges will be appended to property tax bills. Offer e-checks as a payment method. This program will allow County service users to pay their bills via electronic checks, an added payment mechanism. Page 134

148 Office of Finance Agency: Office of Finance Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Accounting & Control 1,398,464 1,550,000 1,550,000 1,618,000 68,000 Billings and Customer Service 3,137,137 3,357,800 3,357,800 3,557, ,000 Operations 532, , , ,100 (65,300) Total by Character 5,068,132 5,502,200 5,502,200 5,704, ,700 Object Personal Services 4,302,513 4,577,900 4,575,400 4,773, ,900 Contractual Services 392, , , ,200 14,900 Supplies & Materials 347, , , ,700 (6,200) Business & Travel 21,388 47,300 47,300 45,400 (1,900) Capital Outlay 4,364 6,800 9,500 6,800 0 Debt Service Grants, Contrib. & Other Total by Object 5,068,132 5,502,200 5,502,200 5,704, ,700 Commentary The Office of Finance s budget increases primarily as a result of pay package costs for the existing staff and the addition of an Accountant s position to audit local taxes. Page 135

149 Office of Finance Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0116 Controller E Admin Secty To Dpt/Agency Head E Office Support Assistant II OS Management Aide NR Info System Support Specialist NR Assistant Controller NR Cashier II NR Cashier I OS Customer Service Representativ OS Investment Analyst NR Financial Clerk I OS Financial Clerk II NR Accountant I NR Accountant II NR Accountant III NR Financial Reporting Manager NR Financial Operations Supervisr NR Paralegal NR Department Summary Page 136

150 Office of Finance Condition Assessment and Performance Measures Estimate Projected FY2003 FY2004 FY2005 FY2006 Inquiries: Mail 24,902 26,988 27,000 28,000 Walk-in 17,209 20,223 20,500 21,000 Telephone 104, , , ,000 ATR/Website 979,638 1,864,479 2,127,000 2,200,000 Processed: Billings 895, , , ,000 Deeds 27,940 33,592 36,000 39,000 Page 137

151 Office of Finance Accounting and Control Program Statement The Accounting and Control unit comprises the general County government s financial accounting staff and services. This includes: Administering the financial affairs of the County including investments, cash and debt management as well as collecting taxes other than property taxes, fees, fines, and other revenues. Preparing the Comprehensive Annual Financial Report, the Single Audit Schedule of Federal Financial Assistance, the County Indirect Cost Report, the Uniform Financial Report for filing with the state, and various other reports for internal and external use. Grant accounting and reporting includes filing and aiding others in filing grant reimbursement reports. Handling the offering statements for County General Obligation Debt, and coordinates the sale of these bonds and the commercial paper program of short term debt, as well as originating all debt service payments. The unit also handles the financial aspects of the County s special assessment and tax increment districts. Page 138

152 Office of Finance Accounting and Control Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,206,918 1,314,400 1,311,900 1,374,800 60,400 Contractual Services 145, , , ,600 15,400 Supplies & Materials 29,534 39,500 39,500 34,000 (5,500) Business & Travel 16,677 24,900 24,900 22,600 (2,300) Capital Outlay 0 1,000 3,500 1,000 0 Debt Service Grants, Contrib. & Other Total by Object 1,398,464 1,550,000 1,550,000 1,618,000 68,000 Allocation of Authorized Positions Commentary The budget for FY2006 increases primarily as a result pay package increases that are driven principally by cola increases. The unit also transfers into this bureau an accountant s position from the Controller s Operations Bureau. The unit s contractual service primarily pays for auditing, banking and investment expertise. Page 139

153 Office of Finance Billings and Customer Service Program Statement The Billings and Customer Service unit comprises the principal revenue collection functions of the County s government. The unit s main office is in Annapolis; satellite operations are located at the Heritage Office and in Glen Burnie. Cashier Operations - collects the vast majority of all County funds. This program controls deposits of County collections, manages lockbox operations and the County mass payment program. Offices are maintained in Annapolis, the Heritage Office Complex and Glen Burnie. Utility Billing - bills for water and wastewater services for 120,000 customers, as well as front foot, capital facility assessments and installment agreements. The unit also administers utility credit programs, commercial surcharges, as well as disconnecting and reconnecting delinquent accounts. Tax Billing - bills for real and personal property taxes for 200,000 accounts for the State, the City of Annapolis and Highland Park, and numerous special community benefit districts. This program also bills County Waste Collection Fees and Local Sales and Use Taxes while administering various property tax credit programs including County and State Homeowner and Homestead Credits. The unit also manages tax sales and otherwise handles bankruptcy cases, debt collection and sales tax audits. Customer Service - communicates with public by telephone, letter, in-person and electronically with regard to all County billing and collection issues. A major function is educating the public regarding eligible credit programs, available services, and remediate utility, tax and waste collection problems. Other important functions handled by customer service is processing deeds, preparing lien certificates and providing support to title and mortgage companies. Page 140

154 Office of Finance Billings and Customer Service Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 2,568,552 2,683,600 2,683,600 2,882, ,300 Contractual Services 244, , , ,100 0 Supplies & Materials 315, , , ,900 0 Business & Travel 4,712 17,400 17,400 18, Capital Outlay 4,364 5,800 6,000 5,800 0 Debt Service Grants, Contrib. & Other Total by Object 3,137,137 3,357,800 3,357,800 3,557, ,000 Allocation of Authorized Positions Commentary The Budget for the Billing and Customer Services bureau changes primarily as a result of pay package costs for the existing staff. Approximately $30,000 of the personal services increase covers the cost of a new Accountant I position. This position will audit taxes levied by the County. The Bureau s budget also increases by $20,000 in contractual employee funds to cover the added staff costs for administering Phase II of the Bay Restoration Fee or Flush Tax. This is the portion of the State-mandated waste treatment surcharge fees allowing the County to collect fees from residents who are not part of the County s sewerage system. These charges will be appended to property tax bills. The cost of the added labor will be borne by the Flush Tax administrative fee. Page 141

155 Office of Finance Operations Program Statement The Operations Unit provides accounts payable functions for General County government. This unit processes all County payments to vendors and prepares federal and state mandated reports. Page 142

156 Office of Finance Operations Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 527, , , ,100 (63,800) Contractual Services 2,953 5,000 5,000 4,500 (500) Supplies & Materials 2,535 4,500 4,500 3,800 (700) Business & Travel 0 5,000 5,000 4,700 (300) Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 532, , , ,100 (65,300) Allocation of Authorized Positions (1) Commentary The budget for FY2006 decreases because increases in the pay package, driven principally by cola increases, are offset by the transfer of an accountant s position to the Controller s Accounting and Control bureau. Page 143

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158 Office of Finance (Non-Departmental) Approved Budget Mission Statement The expenditures included in this agency are of a Non-Departmental nature. That is, they represent costs of government that cannot be readily tied to any one particular department. Debt Service payments and Pay-as-you-Go contributions to the Capital Budget are two of the largest such expenditures included here. Comparative Statement of Expenditures Agency: Office of Finance (Non-Departmental) Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Pay-As-You-Go 12,807,000 33,420,000 33,420,000 81,000,000 47,580,000 Debt Service 35,368,736 40,652,700 40,652,700 41,600, ,400 Mandated Grants 5,558,784 1,366,300 1,366,300 1,071,000 (295,300) Contrib to Whitmore Garage 0 95,000 95,000 95,000 0 Contrib to Conf & Vis Bur 0 820, , ,000 20,000 Contrib to Ec Development 0 820, , ,000 20,000 Contrib to IPA Debt Service 0 130, , , ,000 Contrib to Self Insurance 0 5,003,000 9,444,200 5,499, ,000 Contrib to Retiree Hlth Ins 0 8,280,000 9,230,000 9,195, ,000 Contrib to Rev Reserve Fund 0 4,000,000 7,800,000 1,700,000 (2,300,000) Contrib to Cent Print Shp , Contrib to ACDS Fund , ,000 Total by Character 53,734,520 94,587, ,878, ,646,100 48,059,100 Object Personal Services Contractual Services 157, , , ,000 (50,000) Supplies & Materials Business & Travel Capital Outlay Debt Service 34,127,293 39,264,300 39,155,200 40,204, ,800 Grants, Contrib. & Other 19,450,006 55,072,700 64,364, ,242,000 47,169,300 Total by Object 53,734,520 94,587, ,878, ,646,100 48,059,100 Page 145

159 Office of Finance (Non-Departmental) Approved Budget Pay-as-you-Go Program Statement Pay-as-you-Go funding for capital projects is utilized in lieu of bond sale proceeds to pay for various capital improvement projects. The result is substantial savings over issuing additional bonded indebtedness. Some projects mandate Pay-as-you-Go funding because they are not eligible for bond funding. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 12,807,000 33,420,000 33,420,000 81,000,000 47,580,000 Total by Object 12,807,000 33,420,000 33,420,000 81,000,000 47,580,000 Allocation of Authorized Positions Commentary The large increase in PayGo funding for FY2006 is supported by undesignated fund balance. Consistent with County financial policy, undesignated fund balance is utilized as a source of PayGo funding for the capital budget. FY2006 funding falls into the following categories: o Life Long Learning $51,611,000 o Public Safety $550,000 o Public Works $15,899,000 o Other $12,940,000 Detailed descriptions of the projects under these categories can be found in the Capital Budget and Program Page 146

160 Office of Finance (Non-Departmental) Approved Budget Debt Service Program Statement Debt Service provides for principal and interest payments on county bonds and shortterm commercial borrowing. It also includes funds for other costs related to county debt issuances. This program also includes an annual payment to the State of Maryland for the county s state pension liability for employees and retirees who were either members of the State Retirement System before 1969 or who remained in the state system after Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 157, , , ,000 (50,000) Supplies & Materials Business & Travel Capital Outlay Debt Service 34,127,293 39,264,300 39,155,200 40,204, ,800 Grants, Contrib. & Other 1,084,222 1,138,400 1,138,500 1,196,000 57,600 Total by Object 35,368,736 40,652,700 40,652,700 41,600, ,400 Allocation of Authorized Positions Commentary The lower estimate for FY2005 is the result of the application of bond premiums related to the FY2003 and FY2004 bond issues toward the payment of debt service related to these issues. The budget does not include the application of any bond premium proceeds toward the payment debt service costs in FY2006. Page 147

161 Office of Finance (Non-Departmental) Approved Budget Mandated Grants Program Statement Mandated Grants provides for the following payments to the City of Annapolis: The City s share of sales tax revenues A state mandated payment representing financial institutions revenues The City s share of the State 911 Trust Fund payments and Fire Protection Aid Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 5,558,784 1,366,300 1,366,300 1,071,000 (295,300) Total by Object 5,558,784 1,366,300 1,366,300 1,071,000 (295,300) Allocation of Authorized Positions Commentary The decrease from FY2004 is due to the transfer of payments to the Conference and Visitors Fund and the Economic Development Fund to a separate business unit within this Non-Departmental Department. This also included the contribution to the Installment Purchase Agreement (IPA) Debt Service Fund. The decrease in the budget for FY2006 is primarily explained by the fact that golf course admissions tax revenues are now retained by the County and no longer need to be sent to MEDCO. Page 148

162 Office of Finance (Non-Departmental) Approved Budget Contrib. to Whitmore Garage Fund Program Statement A private vendor under contract with Anne Arundel County operates the Whitmore Parking Garage, located in Annapolis near the Arundel Center. In addition to other revenues collected from fees charged to the general public, the County and the State each contribute to the funding of the garage based upon the number of spaces allocated to each. This is where the County s contribution is appropriated. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 0 95,000 95,000 95,000 0 Total by Object 0 95,000 95,000 95,000 0 Allocation of Authorized Positions Commentary No notable change is estimated in the contribution to this fund Page 149

163 Office of Finance (Non-Departmental) Approved Budget Contrib. to Conf. & Visitors Ctr. Fund Program Statement The county provides a dedicated revenue grant to the Conference and Visitor s Bureau. This grant, by code, is equivalent to 7% of the estimated FY2006 revenue of $12 million or $840,000. The increase is due solely to the increase in gross receipts of The Hotel Motel Tax. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 0 820, , ,000 20,000 Total by Object 0 820, , ,000 20,000 Allocation of Authorized Positions Commentary Over the past ten years, the amount of annual tax revenue transferred to this fund has grown from $270,000 to $840,000, a 210% increase (a 12% average annual increase) Page 150

164 Office of Finance (Non-Departmental) Approved Budget Contrib. to Ec. Development Fund Program Statement The county provides a dedicated revenue grant to the Economic Development Fund. This grant, by code, is equivalent to 7% of the estimated FY2006 revenue of $12 million or $840,000. The increase is due solely to the increase in gross receipts of The Hotel Motel Tax. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 0 820, , ,000 20,000 Total by Object 0 820, , ,000 20,000 Allocation of Authorized Positions Commentary Over the past ten years, the amount of annual tax revenue transferred to this fund has grown from $270,000 to $840,000, a 210% increase (a 12% average annual increase) Page 151

165 Office of Finance (Non-Departmental) Approved Budget Contrib. to IPA Debt Service Fund Program Statement The County has instituted an Installment Purchase Agreement (IPA) Program to facilitate County purchase of real property easements to maintain farmland and other open space. Under this program the County signs long-term debt agreements with property holders with a minimal down payment, typically 10%. Interest and nominal principal payments are made over the life of the agreement and a balloon payment is due at the end of the term to pay off the remaining principal. In order to pay the balloon payment, the County purchases and reserves a zero coupon U.S. Treasury Strip. This investment matures when the agreement expires and effectively earns the same interest rate that the County pays on the debt. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 0 130, , , ,000 Total by Object 0 130, , , ,000 Allocation of Authorized Positions Commentary The appropriation shown here is the contribution required to cover these debt service requirements, purchase the investments mentioned above, and to pay for consultant costs associated with settlement of these IPAs. Page 152

166 Office of Finance (Non-Departmental) Approved Budget Contrib. to Self Insurance Fund Program Statement The Self-Insurance Program is self-administered with in-house management of claims. Self-Insurance includes Comprehensive General Liability, Vehicle Liability, Collision and Comprehensive coverage for the County and the Board of Education, and Workers Compensation coverage for the County, the Board of Education and the Community College. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 0 5,003,000 9,444,200 5,499, ,000 Total by Object 0 5,003,000 9,444,200 5,499, ,000 Allocation of Authorized Positions Commentary The appropriation shown here is the General County contribution required to adequately fund the Self-Insurance Fund. Contributions from the Enterprise Funds, and Board of Education, Community College, and Library Funds are made separately under those sections of the budget. In FY2004 the contribution to the Self Insurance Fund was appropriated under the Office of Central Services. Page 153

167 Office of Finance (Non-Departmental) Approved Budget Contrib. to Retiree Health Insur. Fund Program Statement Retirees of County government continue to receive medical coverage. The County pays 80% of these costs. These retirees have the option of retaining dental and vision coverage, but must pay the full cost of these benefits. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 0 8,280,000 9,230,000 9,195, ,000 Total by Object 0 8,280,000 9,230,000 9,195, ,000 Allocation of Authorized Positions Commentary The appropriation shown here represents the contribution to the County s Health Insurance Fund necessary to pay for these costs in the upcoming year. In FY2004 the contribution to the Health Insurance Fund for the cost of retirees was appropriated under the Office of Personnel. Page 154

168 Office of Finance (Non-Departmental) Approved Budget Contrib. to Revenue Reserve Fund Program Statement The Revenue Reserve Fund is a continuing, non-lapsing account in which funds are retained to support appropriations if estimated general fund revenues decline below current expense budget appropriations during a fiscal year. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 0 4,000,000 7,800,000 1,700,000 (2,300,000) Total by Object 0 4,000,000 7,800,000 1,700,000 (2,300,000) Allocation of Authorized Positions Commentary The Revenue Reserve Fund must not exceed 10% of the estimated average aggregate annual revenue derived from the income tax, real property transfer tax, recordation tax, and investment income of the in the three fiscal years preceding the fiscal year for which the appropriation is made. The increase shown for FY2005 provides the necessary funds to bring this reserve up to the maximum allowed under County law. The Budget for FY2006 is necessary to maintain the level of this reserve at the maximum allowed under County law. Page 155

169 Office of Finance (Non-Departmental) Approved Budget Contrib. to Community Dev. Fund Program Statement The Community Development Fund is created effective July 1, 2005 and replaces the Community Development class of capital projects in the Capital Budget and Program in order to comply with Generally Accepted Accounting Principles. Grant funds awarded to the County are accounted for in this special fund. These funds are then passed on to Arundel Community Development Services, Inc. (ACDS) who, on behalf of and with the approval of the County, plans and implements housing and community development activities which principally benefit low and moderate income residents, remove slum and blighting conditions, or meet an urgent need. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other , ,000 Total by Object , ,000 Allocation of Authorized Positions Commentary The appropriation shown here represents the contribution to this special fund. These contributions are limited to the local match requirements associated with the state or federal grants accounted for in this fund. The County also makes funding contributions to ACDS, Inc. directly. These contributions are shown under the Chief Administrative Officer s budget under the Human Service Grant category. Page 156

170 Office of Finance (Non-Departmental) Nursery Road Tax Increment Financing Fund Approved Budget Program Statement The Nursery Road Tax Increment Fund was established in 1984 to provide funding for some public improvements for an area to the north of the BWI Airport. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 18, ,000 10,000 Supplies & Materials Business & Travel Capital Outlay Debt Service 184, , , ,100 (97,100) Grants, Contrib. & Other 2,716,557 2,849,800 2,849,800 3,593, ,100 Total by Object 2,919,894 3,114,000 3,114,000 3,771, ,000 Allocation of Authorized Positions Commentary New debt was issued in FY2004 in the amount of $2.6 million to pay for some additional public improvements. The incremental property taxes are utilized to pay the debt service on the bonds. Funds in excess of this debt service are budgeted to be transferred to the and are reflected in the FY2006 revenue estimates under the Inter-fund Reimbursements category. Page 157

171 Office of Finance (Non-Departmental) West County Tax Increment Financing Fund Approved Budget Program Statement The West County Tax Increment Fund was established in 1997 to provide funding for the public improvements for the National Business Park development in the Jessup area of the County. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 22,602 41,200 41,200 41,200 0 Supplies & Materials Business & Travel Capital Outlay Debt Service 2,317, , , , ,500 Grants, Contrib. & Other 0 567, , , ,500 Total by Object 2,340,202 1,093,000 1,093,000 1,535, ,000 Allocation of Authorized Positions Commentary The incremental real property taxes are utilized to pay the debt service on $14 million of bonds sold to finance the public improvements in the district. Funds in excess of this debt service are budgeted to be transferred to the and are reflected in the FY2006 revenue estimates under the Inter-fund Reimbursements category. Page 158

172 Office of Finance (Non-Departmental) Farmington Village Special Tax District Fund Approved Budget Program Statement The Farmington Village Special Tax Fund was established in 1998 to provide funding for some public improvements to the Farmington Village residential development in Pasadena. Funds come from an assessment of an additional tax rate on properties within the district based upon the size of the residential unit. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 22,491 51,900 51, ,100 49,200 Supplies & Materials Business & Travel Capital Outlay Debt Service 440, , , ,000 8,700 Grants, Contrib. & Other Total by Object 463, , , ,100 57,900 Allocation of Authorized Positions Commentary The additional tax assessment funds are utilized to pay the debt service on $7 million of bonds sold to finance some of the public improvements in the district. Page 159

173 Office of Finance (Non-Departmental) Park Place Tax Increment Financing Fund Approved Budget Program Statement The Park Place Tax Increment Fund was established in 2001 to provide funding for the public improvements for the Park Place development in the City of Annapolis. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 0 13,000 13,000 18,000 5,000 Total by Object 0 13,000 13,000 18,000 5,000 Allocation of Authorized Positions Commentary The incremental real property taxes are utilized to pay the debt service on $25 million of bonds sold by the City of Annapolis to finance the public improvements in the district. In FY2006 the interest on the bonds sold by the City of Annapolis is being capitalized and there is no principal repayment scheduled. The incremental funds generated will be minimal as the assessment of the property has not increased as the project is still under construction. Page 160

174 Office of Finance (Non-Departmental) Arundel Mills Tax Increment Financing Fund Approved Budget Program Statement The Arundel Mills Tax Increment Fund was established in 1998 to provide funding for the public improvements for the Arundel Mills development in the Severn area of the County. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 2,952,191 66,000 66,000 66,000 0 Supplies & Materials Business & Travel Capital Outlay Debt Service 2,153, , ,600 1,502, ,400 Grants, Contrib. & Other 750,300 2,161,400 2,161,400 1,932,000 (229,400) Total by Object 5,855,890 3,187,000 3,187,000 3,500, ,000 Allocation of Authorized Positions Commentary The incremental real property taxes are utilized to pay the debt service on $28 million of bonds sold to finance the public improvements in the district. Funds in excess of this debt service are budgeted to be transferred to the and are reflected in the FY2006 revenue estimates under the Inter-fund Reimbursements category. Page 161

175 Office of Finance (Non-Departmental) Parole Tax Increment Financing Fund Approved Budget Program Statement The Parole Tax Increment Fund was established in 1999 to provide funding for some public improvements in the area to the west of the City of Annapolis. Funds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of January 1, Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service 1,058,500 1,059,600 1,059,600 1,054,100 (5,500) Grants, Contrib. & Other 1,501,500 1,782,400 1,782,400 2,589, ,500 Total by Object 2,560,000 2,842,000 2,842,000 3,644, ,000 Allocation of Authorized Positions Commentary The incremental real property taxes are utilized to pay the debt service on $8.3 million of bonds sold to finance the public improvements in the district. Funds in excess of the debt service charges are budgeted to be transferred to the General Fund and are reflected in the FY2006 revenue estimates under the Inter-fund Reimbursements category. Page 162

176 Office of Finance (Non-Departmental) Approved Budget National Business Park Special Tax District Fund Program Statement The National Business Park Special Tax Fund was established in 1997 to provide backup funding for the West County Tax Increment Fund. Funds come from an assessment of an additional tax rate on properties within the district based upon assessed value of the real property. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service 117, Grants, Contrib. & Other Total by Object 117, Allocation of Authorized Positions Commentary A tax is levied in the National Business Park Special Taxing District in a year when it is projected that the tax increment generated from the West County Tax Increment District will be insufficient to pay the debt service on outstanding bonds issued for the benefit of the District. A tax was levied in FY2002, but since then, the tax increment from the West County Tax Increment District has been sufficient to cover the debt service on the outstanding bonds. Page 163

177 Office of Finance (Non-Departmental) Dorchester Special Tax District Fund Approved Budget Program Statement The Dorchester Special Tax Fund was established in 1996 to provide funding for some public improvements to the Dorchester Mixed Use development in the Severn area of the County. Funds come from an assessment of an additional tax rate on properties within the district. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 6,710 59,400 59,400 22,000 (37,400) Supplies & Materials Business & Travel Capital Outlay Debt Service 290, , ,900 1,068, ,700 Grants, Contrib. & Other Total by Object 296, , ,300 1,090, ,300 Allocation of Authorized Positions Commentary Bonds were sold in FY2005 and the additional tax assessment funds are utilized to pay the debt service on the $16 million of bonds sold to finance some of the public improvements in the district. Page 164

178 Office of the Budget Mission Statement The mission of the Office of the Budget is to provide a comprehensive range of fiscal, revenue and budgetary management, coordination, planning and analysis functions for County government and to provide fiscal, policy, and management advisory services to the County Executive in order to assure that necessary public services are delivered effectively at least possible cost. County Executive Chief Administrative Officer Budget Officer Office of the Budget Page 165

179 Office of the Budget Major Accomplishments Pension fund assets totaled $1,139,000,000 in December The rate of return on the invested assets was 10.1% for the calendar year 2004 Coordinated the development and adoption of a balanced operating and capital budget for FY2005 Published electronic version of the FY2005 operating and capital budget documents on the County s web site for fourth year in a row Made online budget more user-friendly by book-marking and alphabetizing each project in the capital budget document for easy access, and providing color location maps using the familiar ADC map book format Key Objectives Continue to provide professional budgetary and managerial advice and support to departments, Chief Administrative Officer and County Executive Complete successful staffing transition that involved: o Reduction in analytical staff from 7 to 6, and o The loss of 3 long-term, senior staff positions (50% of remaining analytical staff) Five of six analytical staff members are currently in new positions and are responsible for something different Make the operating budget presentation more understandable through userfriendly design and more descriptive narrative Receive the GFOA Distinguished Budget Award for the FY2006 budget Develop a method to better link existing performance measures with budget decision-making processes, and to develop additional performance measures where cost effective Continue the annual update of the County s debt affordability model and maximization of the use of restricted funding sources (e.g., impact fees, program open space and waterway improvement fund grants) in the development of a balanced capital budget and five year capital program Page 166

180 Office of the Budget Agency: Office of Budget Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Budget & Mgmt Analysis 1,096,466 1,043,000 1,043,000 1,056,800 13,800 Total by Character 1,096,466 1,043,000 1,043,000 1,056,800 13,800 Object Personal Services 980, , , ,800 13,800 Contractual Services 57,369 88,000 53,000 88,000 0 Supplies & Materials 53,346 28,000 28,000 28,000 0 Business & Travel 3,444 16,000 16,000 16,000 0 Capital Outlay 1,456 1,000 1,000 1,000 0 Debt Service Grants, Contrib. & Other Total by Object 1,096,466 1,043,000 1,043,000 1,056,800 13,800 Commentary In addition to the Budget Officer and an Administrative Secretary, this office is staffed by six positions five analysts and one assistant budget officer. The minimal increase in personal services is due to the loss of three senior topof-pay-grade staff positions, and efficiencies in a new staffing configuration that involved the reallocation of a grade 22 position to a grade 21 position and filling one vacancy at a bottom-of-pay-grade level. Page 167

181 Office of the Budget Program Statement The Office of the Budget is responsible for the analysis, formulation, and control of the annual county operating and capital budgets, and also provides management advisory services to the County Executive and the departments and offices of county government. These efforts involve staffing two citizens advisory groups, the Spending Affordability Committee and the Planning Advisory Board, as well as the analysis of the fiscal impact of proposed county and state government legislation. In addition to these basic functions, the Office is responsible for: County Pension System Investments One of the primary duties of the Budget Officer includes serving as Chairman of the Investment Committee of the Board of Trustee's of the County pension system and serving as a member of the pension system Board of Trustees. Special Taxing District Coordination About one-third of an analyst s time is devoted to the administration of the County s Special Community Benefit, Shore Erosion Control and Waterway Improvements Special Taxing Districts containing over 89 active districts. Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0118 Budget Officer E Admin Secty To Dpt/Agency Head E Senior Budget Mgmt Analyst NR Assistant Budget Officer NR Budget Mgmt Analyst III NR Accountant III NR Department Summary Page 168

182 Office of Personnel Mission Statement The mission of the Office of Personnel is to support the employees of Anne Arundel County Government who provide public services to our citizens. The Office of Personnel provides human resources services that promote a work environment characterized by open communications, personal accountability, and fair treatment of all employees, trust, mutual respect, and equal opportunity for learning and personal growth. County Executive Chief Administrative Officer Personnel Officer Other Funds Administration Personnel Board Health Insurance Pension Other Personnel Payments Page 169

183 Office of Personnel Major Accomplishments Implemented ten 3-year bargaining unit contracts. Fire recruitment efficiencies to staff up for impending schedule change. Established Employee Recognition Program. Created salary and benefit comparison model for intergovernmental use in collective bargaining. Implemented new medical and prescription plans. Implemented a web based human resources benefits database. Upgraded ADP web-based database and timekeeping system. Implemented alternative work schedule policy. Key Objectives Continue automation of human resources administrative functions. Integrate health benefit programs including wellness programs. Review and upgrade attraction, recruitment and retention programs. Survey, design and deliver customized training in core areas. Maintain lines of communication with employee groups. Significant Changes Significant increase in CDS testing; primarily in filling public safety positions. Increase in scope of ADP contract to include planning for benefits administration, workflow, and the retiree health conversion. Page 170

184 Office of Personnel Agency: Office of Personnel Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Administration 4,001,986 4,267,300 4,267,300 4,809, ,500 Personnel Board 2,580 30,800 30,800 35,800 5,000 Other Personnel Payments 7,744, , , ,100 (46,800) Total by Character 11,749,457 4,543,000 4,543,000 5,043, ,700 Object Personal Services 9,944,424 2,543,700 2,533,700 2,800, ,000 Contractual Services 1,568,212 1,730,800 1,730,800 1,939, ,200 Supplies & Materials 80,303 89,900 99, ,800 16,900 Business & Travel 154, , , ,700 18,600 Capital Outlay 1, Debt Service Grants, Contrib. & Other Total by Object 11,749,457 4,543,000 4,543,000 5,043, ,700 Commentary The budget includes funding for one new Personnel Analyst position ($75,000), primarily to provide additional support and backup capability in the administration of the payroll processes. The remainder of the personal services increases results from built-in personal services increases. The budget includes approximately $150,000 in enhancements to recruitment activities including the cost of background checks, development of selection tests and pre-employment drug testing and physicals. Much of the increase is directly attributable to increased recruitment levels in Fire and Police. Page 171

185 Office of Personnel Personnel Summary FY2005 FY2005 FY2006 Job Code Title Plan Grade Approved Adjusted Approved Variance 0122 Personnel Officer E Admin Secty To Dpt/Agency Head E Office Support Asst II (NR) NR Office Support Specialist (NR) NR Management Assistant I NR Management Assistant II NR Senior Management Assistant NR Financial Clerk II NR Personnel Assistant I NR Personnel Assistant II NR Personnel Analyst II NR Personnel Analyst III NR Senior Personnel Analyst NR Assistant Personnel Officer NR Department Summary Page 172

186 Office of Personnel Condition Assessment and Performance Measures The department continues to pursue increased automation through technological advancements. As County services are expanded, the number of employees will increase and it is expected that turnover will increase due to improvement in the economy and the retirement of the baby boom generation. This will necessitate the need for increased automation in the areas of benefits administration, recruitment and file management so the County can limit the need for increased staff in the Personnel Office. With the change to the Triple Choice Blue Cross plan, co-insurance and co pay changes, and the institution of mail order pharmacy manager there has been a leveling of health insurance costs over the past year. This phenomenon will be short lived, however, as the rising cost of care continues to increase at a substantial rate. Indicator FY03 Act. FY04 Act. FY05 Est. FY06 Proj. Educational Assistance Reimbursement Announcement Advertisements Examinations administered 3,370 2,581 3,000 3,800 New hires Classification Maintenance studies CDS/Alcohol testing 1,464 1,085 1,250 1,900 Page 173

187 Office of Personnel Administration Program Statement Direction consists of the senior management of the Office of Personnel who provide guidance and leadership to the staff in the form of task assignment, project development, work policies, and program planning. Classification and Compensation maintains the County s classification plan through individual and class series studies and analysis with peer organizations and supports collective bargaining through compensation and benefits survey and analysis. Employee Development designs and executes training programs to expand/introduce skills and education of County employees with respect to both management and PC information; updates skills and information in response to new programs and administrative initiatives; administers the CDS program, internships, career development and orientation programs. Employment Services identifies and recruits qualified candidates in sufficient numbers to create a diverse workforce. Human Resources Information System provides guidance and direction for all HR/Payroll functions and plays an integral role in maintenance and development of the ADP system, training and enhancements. Benefits implements and maintains employee benefit programs including health coverage, pension plans, life insurance and deferred compensation. Employee and Labor Relations provides direct support to the Personnel Officer with respect to the employee/labor/management function. Page 174

188 Office of Personnel Administration Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 2,413,298 2,522,700 2,512,700 2,786, ,500 Contractual Services 1,353,327 1,477,200 1,477,200 1,722, ,500 Supplies & Materials 79,515 89,300 99, ,200 14,900 Business & Travel 154, , , ,700 18,600 Capital Outlay 1, Debt Service Grants, Contrib. & Other Total by Object 4,001,986 4,267,300 4,267,300 4,809, ,500 Allocation of Authorized Positions Commentary The increase in contractual services is a reflection of increases in ADP payroll processing, advertising, and testing expenses. The contractual services budget includes: $ 1,140,000 for the ADP contract $ 124,000 for drug testing and pre-employment physicals $ 89,000 Employee Assistance Program $ 97,000 Development of pre-employment tests for public safety $ 78,000 for labor and employee relations consulting services Did you Know? The Office of Personnel is responsible for contract negotiations with ten different bargaining groups.eleven if you include non-represented employees? Page 175

189 Office of Personnel Personnel Board Program Statement Personnel Board - The Personnel Board is appointed by the County Executive and confirmed by resolution of the County Council. The primary duty of the Board is to hear appeals from any action designated by law or collective bargaining agreement to be subject to grievance procedures. This budget provides funds for hearing transcripts, legal services and funds for grievance arbitration. Page 176

190 Office of Personnel Personnel Board Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 1,620 30,200 30,200 33,200 3,000 Supplies & Materials ,600 2,000 Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 2,580 30,800 30,800 35,800 5,000 Allocation of Authorized Positions Commentary There are no changes of note in this activity. Page 177

191 Office of Personnel Other Personnel Payments Program Statement Other Personnel Payments This budget includes unemployment compensation, administrative costs for employee benefit plans, and other payments to certain retirees and widows. Page 178

192 Office of Personnel Other Personnel Payments Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 7,531,126 21,000 21,000 14,500 (6,500) Contractual Services 213, , , ,100 (40,300) Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 7,744, , , ,100 (46,800) Allocation of Authorized Positions Commentary The budget includes $158,500 for unemployment insurance compensation including the cost of administering that program. Included in the budget is $25,000 for the administration of the County s Flexible Spending Program. Page 179

193 Office of Personnel Health Insurance Fund Program Statement The Health Insurance Fund is an intergovernmental service fund. The fund will account for all the expenses of administering health benefits for participants who include current and retired employees of Anne Arundel County Government, the Library and the Community College. The fund will account for both employee and employer premium costs as well as account for the costs of staff and expenses to administer the plans. The fund, although not legally established like the Pension Trust Fund, will operate in a similar manner with respect to the costs of health insurance. Page 180

194 Office of Personnel Health Insurance Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 51,372,774 61,943,200 62,743,200 63,685,400 1,742,200 Contractual Services 126, , , , ,000 Supplies & Materials 10,401 23,600 23,600 19,400 (4,200) Business & Travel 0 4,800 4,800 4,500 (300) Capital Outlay Debt Service Grants, Contrib. & Other 25,000 25,000 25,000 25,000 0 Total by Object 51,534,247 62,123,000 62,923,000 64,087,700 1,964,700 Allocation of Authorized Positions Commentary The County health care costs are reflected at a weighted average increase of 0.8%. Included is first-time funding for the disease management program. Page 181

195 Office of Personnel Pension Fund Program Statement The Anne Arundel County Retirement and Pension System, established to provide benefits for participants in the plans of which it consists, is an agency in the Executive Branch of County Government and has the powers and privileges of a corporation to the extent permitted by law. The Anne Arundel County Retirement and Pension system consists of (1) the Employees' Retirement Plan, (2) the Fire Service Retirement Plan, (3) the Police Service Retirement Plan and (4) the Pension Plan for Detention Officers and Deputy Sheriffs. The Pension Trust Fund was established in FY1998 after the passage of Bill creating a Board of Trustees with budgetary responsibility for pension assets and expenses. The Pension Trust Fund accounts for all items of expenditure which are related to asset management and retirement administration. A full time staff of three provides all retirement services for active County employees as well as manages COLA changes for County retirees. Staff provide benefit projections for employees, monitor and review pension related data in the HRIS system, process retirement applications, provide employee education seminars, monitor and review county paying agent contracts. Page 182

196 Office of Personnel Pension Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 423, , , ,200 (9,900) Contractual Services 5,565,467 6,515,500 6,515,500 6,610,300 94,800 Supplies & Materials 10,746 27,000 27,000 27, Business & Travel 9,219 21,400 21,400 22, Capital Outlay Debt Service Grants, Contrib. & Other 35,435,665 55,000 55,000 55,000 0 Total by Object 41,444,421 7,069,000 7,069,000 7,154,800 85,800 Allocation of Authorized Positions Commentary Certain retirees will have their pension benefit payments administered by the County rather than a third party paying agent. Page 183

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198 Office of Information Technology Mission Statement It is the mission of the Office of Information Technology (OIT) to provide value, leadership and support to the County Executive and Anne Arundel County s key goals by facilitating the identification, implementation and use of technology to support these goals, and to the Citizens by enhancing customer service. County Executive Chief Administrative Officer Information Technology Officer Office of Information Technology Page 185

199 Office of Information Technology Major Accomplishments Public, Educational & Governmental (P.E.G.) Studio Completed implementation of labs and capital building project at Glen Burnie. 800 MHz Trunked Radio System Replacement Completed Phase I (January 2004). Phase II and III are in process. The contract award was made to Motorola for a five (5) Phase project. The new system is ultimately planned to have 10 Tower sites. New infrastructure and radio technology will also be implemented as part of the project. Mobile Data Computing Implemented over 200 mobile computers in mostly Police, EMT and EOC. Continuation of the multi-year plan to expand functional applications and hardware releases in a phased approach. Land Use System Replacement OIT has completed the on line Permit tracking system. The changeover from PIPS to DB2 has been implemented. The first online permit application is in final test, with work also starting on the second chosen on-line permit. Also completed was the EDU processing and Complaint Tracking system. These major initiatives will result in major improvements to Land Based processing. The EDU Tracking, Complaint Tracking, Permit Tracking are all have been released for Production. Recreation & Parks Web Based Child Care and Facility Registration System The childcare, facility and participant registration & scheduling systems are complete. All three Internet based software components enable citizen transactions via the Internet and payment by credit card in addition to the department s management and administration of the programs. Human Resources Web Employment Applications Application section is completed with necessity for interface and download requirements to be determined based on new application acquisition for replacing SIGMA package. This application will provide WEB based County Employment application submission and processing capabilities. Touch Screen Voting System Implementation Technical and project management services have been completed for both the Primary and General Election of Page 186

200 Office of Information Technology Key Objectives Phase IV 800 MHz Radio System This Phase will add three tower sites into the County 800MHz system for a total of 10 sites as originally contracted with Motorola. Sites to be added: Gambrills, Eastern District Police and a site in the Western part of the County near Laurel. Also deployment of in-building coverage for critical-1 buildings will begin. Mobile Data Computing Continuation of a multi-year project to implement mobile computing in Police and Fire Department vehicles. For FY06, 100 MDC units will be deployed to Police vehicles and approximately 25 units to Fire vehicles, including all hardware, software wireless services and training. Land Use Web Based Permitting This project will further expand the existing Web Based Permitting process to include Plumbing and other remaining Permits types. GIS Geodatabase Development of a property boundary base map layer from existing GIS data and source documents migrated into an Enterprise Geodatabase. Consultant services, data conversion, hardware, software, training and development of maintenance tools are included within this project. Human Resources Employment Application Processing and E-Time Implementation This project will implement the new Countywide Time & Attendance software system (via ADP) and the Web based County employment administration system (replacing the existing Sigma system). This application will provide WEB based County Employment application submission and processing capabilities. Infrastructure Replacement This on-going project is part of the overall life cycle replacement program for hardware/software used in the County as well as network equipment necessary to activate installed dark fiber optic cable. Also during FY06, critical hardware servers will be replaced (such as Munis) and ongoing security enhancements will be implemented based on the annual security assessment conducted. Page 187

201 Office of Information Technology Program Statement The Office of Information Technology provides essential technical services to the county agencies. Administration accounts for the staff, which supports the entire department. Duties include overseeing all activities of Information Technology, including all computer, network, GIS, Telecommunications and Cable Television related functions for the County. Provides operational and strategic management, financial and budget management, and office management activities for the department. Application Services provides for enterprise and departmental computer program application development and maintenance support. Additionally, all commercial computer applications are supported from this area. Four core application support areas include: Administration and Finance, Human Resources, Land Use and Public Safety. Cable Television -- regulates the cable television industry within Anne Arundel County. Its primary focus includes, but is not limited to, setting customer service standards and negotiating franchise agreements to provide services to the citizens. In addition, this program is overseeing the development of the Public, Educational and Governmental program (PEG). Geographic Services supports centralized Geographic Information System (GIS) functions for the entire County, including: Street Centerline development and maintenance, GIS data maintenance, GIS data standards, GIS Aerial photography and topography, and GIS data access tool administration (MapOptix and CountyView). Technical Services includes Circuit Court audio-visual systems, County Home Page/Intranet, data cable installation, enterprise functions, network administration, One World support and Police Fire 911 support. Telecommunications administers all County Telecommunications functions, such as telephone (wired & wireless), 800 MHz Public Safety Radio system as well as computer communications systems. Coordinates installations and repair of phone systems, management of the 800MHz radio system, pagers, wireless phones as well as representing the County in 911 communication issues. Page 188

202 Office of Information Technology Comparative Statement of Expenditures Agency: Office of Information Technology Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Office of Info. Technology 11,951,680 13,091,600 13,541,600 14,290,400 1,198,800 Total by Character 11,951,680 13,091,600 13,541,600 14,290,400 1,198,800 Object Personal Services 6,147,512 6,238,900 6,238,900 6,700, ,700 Contractual Services 3,738,835 3,578,300 4,028,300 5,221,700 1,643,400 Supplies & Materials 218, , , ,600 (1,300) Business & Travel 122, , , ,500 0 Capital Outlay 1,723,395 2,911,000 2,786,000 2,006,000 (905,000) Debt Service Grants, Contrib. & Other Total by Object 11,951,680 13,091,600 13,541,600 14,290,400 1,198,800 Commentary FY2006 budget increased 9.2% or $1,198,800. Personal Services increase of $461,700 is attributed to negotiated agreements, special pays and increase in insurance and pension costs for 83 Merit employees and 6 County Exempt employees. Contractual Services increased $1,643,400 primarily due to: o Communications maintenance including radio system infrastructure, tower facilities and continued radio interference mitigation ($1,100,000). o Maintenance for Data Processing Commercial Software Packages ($463,800). Decrease in Capital Outlay ($905,000) is due to the completion of FY05 Projects such as the ADP Upgrade and the One World Module. Capital Outlay budget of $2,006,000 includes the County PC Replacement Program (4-year replacement cycle) of $1.25 million. Page 189

203 Office of Information Technology Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0130 Information Technology Officer E Admin Secty To Dpt/Agency Head E Office Support Specialist OS Secretary I OS Management Assistant I NR Info System Support Specialist NR Manager Computer Operations NR Computer Operations Supervisor NR Programmer II NR Programmer-Analyst I NR Programmer-Analyst II NR Systems Analyst NR I/S Quality Assurance Analyst NR Systems Programmer I NR Systems Programmer II NR Data Base Administrator NR Chief, Data Resources NR Chief, Programming & Systems NR Chief,Telecommunication Servcs NR Information Services Manager NR Asst Info Technology Officer NR Storekeeper I LM Communications Services Managr NR GIS Specialist NR Cable Television Administrator NR Communications Officer NR Engineer Manager NR Department Summary Page 190

204 Office of Information Technology Condition Assessment and Performance Measures FY03 FY04 FY05 FY06 Actual Actual Estimated Projected Help Center Calls (computer & telephone) ,300 1,500 % of Help Center Calls resolved on initial contact 84% 89% 88% 85% CATV Subscriber complaints received Total number of Citizen WEB 0site hits (per month) 475, , , ,000 AACOUNTY.ORG Page Views 446, , , ,000 Munis Page Views 164, , , ,000 Aging Page Views 574 1,000 2,000 2,200 I & P Page Views 5,814 4,781 6,000 7,100 Rec & Parks Page Views 6,910 8,608 9,000 9,500 FY2006 Projected Workload Measures E911 Computer Aided Dispatch transactions: 531,741 Electronic Mail messages processed: 850,000 Network locations supported: 89 Network Devices connected: 4,000 Network uptime/availability: 95% Computer Servers supported: 80 Enterprise Server uptime/availability: 99.93% Number of PC s supported: 3,400 Number of Printers supported: 2,000 Number of Telephones supported: 3,000 Radio Towers supported: MHz Radios supported: 2,733 Page 191

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206 Board of Education All Funding Sources Mission Statement Anne Arundel County Public Schools will accelerate achievement for all students and minimize the achievement disparities among all groups of students, provide a safe and orderly learning environment that promotes accelerated achievement and establish community collaboration and partnerships to promote accelerated achievement, in a welcoming school environment. Board of Education Superintendent of Schools Administration Mid Level Administration Instruction Wages Instruction Supplies Materials Instruction Other Special Education Pupil Services Transportation Plant Operations Plant Maintenance Fixed Charges Community Capital Debt Service Page 193

207 Board of Education All Funding Sources Overview Maryland Law requires local governments to adopt a budget for their school systems or Local Education Agencies, in 14 specific, comparative categories. The budget includes revenues from all State, Federal and Local sources. The categories include: Administration which includes those activities and costs associated with the general regulation, direction, and control of the school system. Activities such as establishing and administering operating policy, providing the fiscal and internal services. Administrative expenditures affect the school system as a whole and are not confined to a single school building. Mid-level Administration which incorporates all activities and functions related to the management of the instructional program including school-based administrative positions and costs related, for example to the office of the principal. Instructional Salaries and Wages is a subset of instruction and includes all individuals whose responsibilities, on a regular basis, are at the school level interacting with students in the delivery of instructional programs. In addition to teachers and aides, instructional program employees funded in this category include media services, guidance and psychological services, instructional staff development, and school department chairpersons. Fringe benefit costs are budgeted separately in the fixed charges category. Instructional Supplies and Materials is a subset of instruction, and includes all supplies and materials used in support of classroom instruction. Supplies and materials for non- instructional staff are funded in each relevant category. In the FY2006 Budget, textbooks have been funded in project E of the capital budget. Other Instructional Costs include the ancillary costs associated with contracted items, travel, and other charges as well equipment used by the instructional staff. Ancillary costs for non- instructional staff are funded in each relevant category. Special Education includes costs associated with programs for children with disabilities. There are many services available for these children, including Intensity I through Intensity VI educational and related services based upon an Individualized Education Program, vision and hearing programs, and speech therapy. Students needing services the school system is unable to provide are sometimes placed in non-public facilities, and that cost is included in this category. Page 194

208 Board of Education All Funding Sources Pupil Services includes the salaries and wages and the operating costs of those personnel assigned the task of working with children who demonstrate problems which make them at-risk of dropping out of school. Pupil Transportation is responsible for getting students from home to school and back in a safe and efficient manner. The cost of the school bus operation and other costs related to the transportation of students to class are charged here. Operation of Plant covers all costs of operating and cleaning the physical facilities of the school system, including heat and electric, water and sewer, trash removal, and general janitorial services. Plant Maintenance personnel maintain the buildings and grounds owned by the school system; the costs of materials and contracted repair services are funded in this category. Fixed Charges include the cost of payroll taxes, insurance, and employee fringe benefits for all of the employees. Community supports annual exhibits of school work, multicultural festivals, community-student performance activities, and hosting international education teams. Capital Outlay funds the activities related to the cost of directing and managing the acquisition, construction, and renovations of land, buildings, and equipment. Debt Service includes the cost of interest and the repayment of principal for building school facilities. Like other Boards of Education in Maryland, the Board does not have the legal authority to issue debt on its own, so the County borrows capital funds and accounts for the Board's share through this category. In addition to the above cited categories, the Anne Arundel County Board of Education also oversees a food services budget that is not appropriated by the County, but reported within its annual budget request and Consolidated Annual Financial Report. The Food Services enterprise fund is $17.2 million for FY2006 and is funded by cash sales and federal food subsidy funds. Page 195

209 Board of Education All Funding Sources The All Funding Sources budget depicted on the opposing page includes $34 million of restricted grant funds; grant funds in this category represent highly targeted student groups, schools, and or functions. These restricted grant funds represent a $6.7 increase from the FY2005 appropriation. The Operating Budget depicted in the following section excludes these grants to illustrate the increases in flexible and basic education funding provided from State, Federal, and Local resources. Additional County Support of Schools Anne Arundel County also provides direct support to the Board of Education day-today operations through the County s operating budget as well as through the Capital program. In Fiscal Year 2006 Anne Arundel County s Health Department budget includes $14.5 million for school-based health programs and the Police Department budget includes $2.7 million for school-based programs. Board of Education Share of Operating Budget (in millions) FY2004 FY2005 FY2006 General County Contribution $416.8 $440.7 $477.5 Textbooks (Capital Budget) $6.0 $4.0 $13.0 Charter Schools (CAO Contingency) $0.0 $0.0 $1.7 School Health & OT/PT (Health Dept) $12.3 $13.2 $14.5 School Safety (Police Dept) $2.2 $2.4 $2.7 Total Support $437.3 $460.3 $509.4 Total Budget* $886.3 $936.0 $1,027.8 % Share of Budget 49.3% 49.2% 49.6% * Excludes PayGo, Revenue Reserve & Golf Courses Page 196

210 Board of Education All Funding Sources Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Administration 18,340,785 18,429,000 19,742,100 20,414,700 1,985,700 Mid Level Administration 44,154,712 45,518,500 47,448,500 48,823,700 3,305,200 Instruction Wages 244,624, ,932, ,905, ,310,400 26,377,900 Instruction Supplies Materials 18,490,162 17,036,200 18,566,200 13,811,600-3,224,600 Instruction Other 12,357,314 12,279,200 13,988,900 12,971, ,700 Special Education 76,495,276 76,208,900 83,749,200 85,097,900 8,889,000 Pupil Services 2,986,280 2,636,600 2,739,200 2,664,500 27,900 Transportation 31,114,184 32,391,200 33,081,100 35,001,800 2,610,600 Plant Operations 41,367,087 42,588,200 42,963,200 44,500,900 1,912,700 Plant Maintenance 12,126,875 11,485,300 11,792,300 11,015, ,000 Fixed Charges 114,364, ,636, ,495, ,839,300 13,203,200 Community 137, , , ,400-2,000 Capital Outlay 1,353,283 1,961,400 1,686,400 3,130,900 1,169,500 Debt Service 25,881,114 26,405,000 26,405,000 28,267,300 1,862,300 Total 643,793, ,637, ,742, ,977,600 58,340,100 Textbooks in Capital Budget: 13,000,000 Charter School Request in CAO Contingency: 1,700,000 Adjusted Total: 738,677,600 Anne Arundel County Board of Education All Funds Revenues FY2006 Restricted Grants 4.7% Federal 0.4% State 28.5% Anne Arundel County 66.0% BOE Rev & Fund Balance 0.5% Funding Source FY2004 FY2005 FY2005 FY2006 Inc (Dec) 416,481, ,665, ,665, ,481,300 36,815,800 Other Sources 227,312, ,972, ,077, ,496,300 21,524,300 Total by Funding Source 643,793, ,637, ,742, ,977,600 58,340,100 Page 197

211 Board of Education Operating Funds 50.00% Increase in Direct County Funding FY FY % 30.00% 20.00% 10.00% 0.00% Enrollment Inflation Adjusted (FY2000 Base) Actual Page 198

212 Board of Education Operating Funds Highlights of the Operating Budget The Operating Budget discussed below excludes restricted grant funds. The FY2006 budget for the Board of Education increases by $51.6 million in the operating budget. The capital program provides $13 million per year for text books in each of the next five years. The County fund increase, $36.8 million, in concert with a net increase in State aid of $15 million, funds numerous BOE initiatives begun in recent years and funds new programs as well. The budget provides: o The Board s entire $31.3 request for a Cola, incentive pay, health insurance, Merit steps and Longevities, as well as funds to restore unfilled vacancies in FY2005, and to cover the cost of mid-year salary increases that the Board gave to its employees in FY2005. o Increased pay for substitute teachers - $480,000. o Technology funding increases $1.5 million for the Board s finance and human resource systems as well as for electronic grading in elementary schools. o new positions ($7.8 million in salaries), including: 151 teachers; 60.1 instructional aides and technicians; 6.1 speech pathologists, counselors, and psychologists; 2 program coordinators/liaisons; 1.7 secretaries; 3 systems analysts; and 6 administrators/managers for the capital budget. o Fuel, utility, and bus transportation route costs, an increase of $3.6 million. o Funds for the Board s workers compensation, a cost increase of $1.8 million. o Funds the Board s $1.9 million increase in debt service. Funds requested ($1.7 million) for potential charter schools are provided in the County s contingency account. The increase is a net 8.4% increase in County Funds; adjusted for the enhanced textbook program funded with County funds in the Capital budget, the County s increase is 10.4%. Page 199

213 Board of Education Operating Funds Significant Changes in the Operating Budget Administration increases to fund the requested Cola and pay package increases and to restore vacancies held open in FY2005. Equipment expenses increase $1.1 million for an automated human resources and financial system. Mid-Level Administration increases to fund the requested Cola, pay package increases, and to restore vacancies held open in FY2005. Instructional Salaries and Wages increase to fund a Cola, pay package increase and new teachers and support staff for reducing high school class sizes, full-day kindergarten, the 11 th grade of the IB program, Gifted and Talented programs, mentor teachers, AVID, reading and math intervention, middle school itinerant teachers and teachers for struggling schools. Funds are also provided to restore vacancies held open in FY2005 and excess positions hired in FY2005. Instructional Supplies are bolstered as a result of funding the $13 million textbook replacement program in the capital budget (project E524600). Teacher supply funds and materials of instruction are increased. Other Instructional Costs increases by a variety of items including an automated grading system for elementary schools. Special Education increases to fund the requested Cola and pay package as well as new teachers, new speech pathologists, and new aides for Early Childhood Intervention, Behavior Modification and home-based schools. Non-public school tuition and autism funding increase by $836,000. Pupil Services and Community programs are funded at the amount requested. Pupil Transportation increases for the pay package and $2.7 million needed to fund existing bus routes and to add 12 additional routes to ease overcrowding. Plant Operations and Plant Maintenance increases include funds for pay package increases, restored vacancies, as well as increased gas, utility and property insurance. Capital Outlays increases for the requested pay package and new positions to manage the capital budget as well as the transfer in of resources from Plant Maintenance to reorganize the capital budget office. Fixed Charges includes FICA and health insurance as well as the $1.8 million increased costs of the BOE s risk management insurance. Debt service cost for the BOE construction program increases $1.9 million. Page 200

214 Board of Education Operating Funds Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Administration 17,734,836 17,991,900 18,781,900 19,635,000 1,643,100 Mid Level Administration 43,386,630 45,085,900 46,693,400 48,353,300 3,267,400 Instruction Wages 230,383, ,872, ,796, ,757,700 25,884,900 Instruction Supplies Materials 16,486,288 16,528,000 16,706,700 13,432,400-3,095,600 Instruction Other 10,359,465 10,686,000 11,441,800 11,405, ,300 Special Education 63,210,474 66,004,500 66,476,500 70,120,500 4,116,000 Pupil Services 2,802,450 2,552,700 2,604,700 2,581,500 28,800 Transportation 30,840,662 32,136,200 32,776,200 34,650,300 2,514,100 Plant Operations 41,367,087 42,588,200 42,963,200 44,500,900 1,912,700 Plant Maintenance 12,126,875 11,485,300 11,792,300 11,015, ,000 Fixed Charges 107,368, ,914, ,873, ,973,800 12,059,700 Community 54,128 64,400 64,400 64,400 0 Capital 1,353,283 1,961,400 1,686,400 3,130,900 1,169,500 Debt Service 25,881,114 26,405,000 26,405,000 28,267,300 1,862,300 Total 603,355, ,276, ,063, ,888,600 51,612,200 Textbooks in Capital Budget: 13,000,000 Charter School Request in CAO Contingency: 1,700,000 Adjusted Total: 704,588,600 Anne Arundel County Board of Education Operating Funds Revenues FY2006 Federal 0.4% State 29.9% Anne Arundel County 69.2% BOE Rev & Fund Balance 0.5% Funding Source FY2004 FY2005 FY2005 FY2006 Inc (Dec) 416,481, ,665, ,665, ,481,300 36,815,800 Other Sources 186,874, ,610, ,397, ,407,300 14,964,400 Total by Funding Source 603,355, ,276, ,063, ,888,600 51,612,200 Page 201

215 Board of Education Operating Funds Board of Education Funding Sources Operating Fund FY2006 Increase (Decrease) Funding Source Amount Amount % Federal $3.0 $ % State $206.1 $ % BOE Misc $2.8 ($0.3) -9.7% BOE Fund Balance $0.5 ($0.5) -50.0% County Direct $477.5 $ % Sub-total $689.9 $ % Other County Funding - Textbooks in Capital Budget $13.0 $ % - Charter Schools in CAO Contingency $1.7 $1.7 N.A. Sub-total $704.6 $ % County Agency Support - School Health & OT/PT (Health Dept) $14.5 $ % - School Safety (Police) $2.7 $ % Total $721.8 $ % Summary Federal $3.0 $ % State $206.1 $ % BOE Local $3.3 ($0.8) -19.5% County $509.4 $ % Total $721.8 $ % Federal 0.4% State 28.6% County 70.6% BOE Local 0.5% Page 202

216 Community College All Funding Sources Mission Statement The Mission of Anne Arundel Community College is to provide high quality, affordable higher education that is accessible and responsive to the needs of our Community. Anne Arundel Community College is a multi-site higher education institution serving more that 53,000 students per year at its main campuses in Arnold and two facilities located in Glen Burnie and a campus in Hanover at the Arundel Mills mall. The College also serves the community at nearly 100 locations throughout the County and serves about 19 percent of its enrollment through distance learning via on-line and telecourses. College Board of Trustees President Instruction Academic Support Student Services Plant Operations Institutional Support Debt Service Page 203

217 Community College All Funding Sources Significant Changes The FY2006 Budget reflects the addition of 14 new positions, a salary increase for adjunct faculty as well as a cola increase for the College s permanent staff at parity with County employees. The new staff increases the college personnel from 717 approved in FY05 to 731. The $7 million increase in the Community College budget is a 9.3 % increase in total, includes a 12.8% increase in County Contributions, a 45% reduction in miscellaneous college revenues, a 5.9% increase in State revenues, as well as a 9.6% increase in tuition generated revenues. The tuition increase of $2.6 million results from two factors: $3 per credit hour increase to be charged to each student, expected to generate $900,000; the second factor is anticipated increases in enrollment, anticipated to generate $1.7 million. The increased tuition rate will be $92 or the third lowest rate among community colleges state-wide and $7 per credit hour below the $99 state average. The County supplements its cash contribution to the college with an in-kind contribution of lease-free space in Glen Burnie, estimated to be conservatively valued at $490,000 per year. The college pays for most of the operating expenses in lieu of rent. The College s Hospitality, Culinary Arts and Tourism program uses significant parts of a County-owned building appraised in 1999 at $1.4 million. Staff and students at the Glen Burnie sites also have use of the Glen Burnie parking garage whose annual operating costs to the County averaged $295,000 in FY2004 and FY2003. Page 204

218 Community College All Funding Sources Comparative Statement of Expenditures Agency: Community College Fund: All Funding Sources General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Instruction 34,919,652 37,904,000 37,424,000 40,047,000 2,143,000 Academic Support 8,635,241 10,380,000 11,766,000 11,198, ,000 Student Services 5,454,561 5,691,000 5,805,000 6,759,000 1,068,000 Plant Operations 8,601,279 7,671,000 8,151,000 8,944,000 1,273,000 Institutional Support 10,464,297 10,874,000 10,874,000 12,331,000 1,457,000 Debt Service 2,615,000 3,150,000 3,150,000 3,411, ,000 Total by Character 70,690,030 75,670,000 77,170,000 82,690,000 7,020,000 Anne Arundel Community College Revenue Sources FY2006 Tuition 35.2% State of Maryland 26.1% College Funds 0.4% Anne Arundel County 38.3% State of Maryland Tuition Anne Arundel County College Funds Actual Original Adjusted Approved Inc (Dec) Funding Source FY2004 FY2005 FY2005 FY2006 from Adj. 25,145,000 28,070,000 29,570,000 31,654,000 3,584,000 Other Sources 45,545,030 47,600,000 47,600,000 51,036,000 3,436,000 Total by Funding Source 70,690,030 75,670,000 77,170,000 82,690,000 7,020,000 Page 205

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220 Public Libraries All Funding Sources Mission Statement AACPL is the essential connection to learning and enrichment. 1) Provide the services our community wants. 2) Make library services visible in our communities. 3) Make library resources and services accessible and convenient. 4) Enhance staff productivity and provide a supportive work environment. The Anne Arundel County Public Library is a public library system with 15 branches ranging in size from 6,100 square feet to 40,000 square feet. In addition to traditional reference and circulation services, the Library also offers Internet access and educational programs. The Anne Arundel County Public Library provides facilities for the collection and dissemination of educational, informational, cultural, and recreational materials in response to the specific needs of the community it serves. The public library supplies a wide range of opportunities for all persons to develop individually and in groups by providing accurate and reliable information, stimuli for general community and intellectual awareness through programming and exhibits, and a place for a variety of programming activities within the community. The public library has a rich history as one of the most diverse and economically effective institutions organized and designed to provide all people with access to knowledge and information. The Anne Arundel County Public Library is governed by a self-perpetuating Board of Trustees. The Library is created under 522 of the Code and authorized under the Maryland Education Article, Title 23 et seq. Board of Trustees Administrator Public Libraries Page 207

221 Public Libraries All Funding Sources Major Accomplishments Opened the West County Area Library. Fifteen-hundred people attended the grand opening of our third area library, which will serve the entire western region of Anne Arundel County. Introduced Smart Access Manager (SAM) for Public Computers. West County was the first branch equipped with SAM, allowing the Library to manage its computers more efficiently; providing more equitable availability of public computers, including word processing for the first time. Completed the Library s Fifth Strategic Plan. The Plan, entitled Door to Discovery and Diversion, incorporated input from every level of Library personnel. It will ensure that AACPL stays on the cutting edge of Library service and allows greater flexibility in tailoring service according to the demographics of a particular area of the County. Updated the Facilities Master Plan. Providence Associates, Inc. was retained to update the Library s Facilities Master Plan, originally prepared in Their report recommended the expansion of the Annapolis Area and North County Area Libraries. It also contained condition assessments and proposed renovation programs for our community branches. Licensed Live Homework Help (formerly Tutor.com). This online resource provides live homework help to students in grade four through the first year of college and is available every weekday from 2 p.m. until midnight. Increased Collaboration with Public Schools. The Library co-sponsored with school media centers the Radical Researcher program to teach research skills to sixth graders and it continues to promote homework resources. Increased New Electronic Resources. The Library offered both a greater number and more useful online databases. Our newest database, Historic New York Times, allows patrons to look up full text Times articles dating back to the 1800s and to view entire pages of the newspaper. The Library also began Click Here! training classes focusing on the use of databases. Page 208

222 Public Libraries All Funding Sources Increased Availability of Materials. To increase the amount of time the materials are available for circulation to the public the Library implemented two management initiatives: a Shared Collection wherein library materials are re-shelved at the branch where they are returned decreasing the amount of time staff spend on delivery and routing of library materials; loan periods for the extremely popular DVD collection was shortened from five to three days and the 7-Day Express collection shortened loan periods for best sellers, making them available on a first come, first served basis. Key Objectives Diversify Resources for Leisure and Learning. To improve service to all County residents, the Library plans to add 10 new foreign language magazine titles. The Library continues to add downloadable audio books and e-books to the collection and will expand the increasingly popular DVD collection. Increase Visibility of Library Resources. As set forth in our new Strategic Plan, the Library will endeavor to forge partnerships with other agencies and institutions, especially the school system and area hospitals, to make the public more aware of the resources the Library can provide. The Library plans to work with the local media to maximize its coverage. The Library will also redesign the website ( to make it more user- friendly and to promote the wide variety of services. Did you Know? Nearly 17,000 school-aged children participated in the Summer Reading Club last year. Even more took advantage of the special performances and activities at each of the 15 branches? Page 209

223 Public Libraries All Funding Sources Significant Changes Full Implementation of Smart Access Manager. The SAM system described under Major Accomplishments will be installed in all Library branches by the end of summer, Wireless Access. The Library s Fiscal 2006 Budget request includes funding to provide wireless access points in all 15 branches. When this system is implemented, patrons will be able to bring their laptops or other wireless devices into a branch library and gain access to the Internet and our online electronic resources. A new fee is incorporated in the budget. The Library is imposing a fee that will generate $35,000 in revenues from the Library s new SAM program, begun in FY2005. The fee is levied to defray the cost of customer printing consumed in Library branches. The County s direct support for the Library increases by more than $418,000; fines and fees increases also make up for the reduction in State funding. In addition to the direct support shown under the Library s appropriation, the County s Office of Central Services funds the full cost of utilities for the Library as well as most other building and grounds costs. In FY2004, those costs were $717,000. Additionally, the State of Maryland pays the costs of pensions for most Library employees. In FY2006 the State s allocation on behalf of the Library will be $705,000. Library Revenues FY % 5% 84% Anne Arundel Co State Library Funding Source FY2003 FY2004 FY2005 FY2006 FY05-06 Change 11,385,000 11,400,000 12,770,000 13,188, ,300 Other Sources 2,462,500 2,496,200 2,545,000 2,520,700-24,300 Total by Funding Source 13,847,500 13,896,200 15,315,000 15,709, ,000 Page 210

224 Public Libraries All Funding Sources Agency: Public Libraries Fund: All Funding Sources Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Public Libraries 13,896,193 15,315,000 15,315,000 15,709, ,000 Total by Character 13,896,193 15,315,000 15,315,000 15,709, ,000 Object Personal Services 12,002,683 13,402,500 12,942,500 13,559, ,600 Contractual Services 959,984 1,118,500 1,110,500 1,319, ,700 Supplies & Materials 494, , , ,100 21,300 Business & Travel 52,483 50,200 56,200 69,200 19,000 Capital Outlay 386, , , ,400 (3,600) Debt Service Grants, Contrib. & Other Total by Object 13,896,193 15,315,000 15,315,000 15,709, ,000 Commentary Personnel costs increase as a result of the cola and routine pay package increases for insurance and the few library employees in the County retirement plan. Increases in business and travel are for staff training to meet the newlyexpanded State training requirements that primarily affect library associates. Contractual services, covering a wide range of Library operating expenses, increase to cover increased workers compensation and property insurance costs as well as rent increases for the leased branch. Costs of fuel for Library operated vehicles increases more than $9,000. The contract services budget also increases by $35,000 for a contractual security guard for the new West County Library and by $50,000 for re-carpeting at the Eastport-Annapolis Neck Library. Increases in supplies are offset by increased fees. The Library s materials budget is funded, as it has been since FY2002, in the Capital Budget. Page 211

225 Public Libraries All Funding Sources Personnel Summary The Library has 229 authorized positions and also employs a cadre of part time staff. Performance Measures and Condition Assessment Growing Population. The County population grew 15 percent from 1990 to 2000, with the largest part of that growth coming in the western part of the County. This growth supports the need for larger regional libraries equipped with state-of-the-art technologies and expanded collections to supplement the smaller community branches in those areas. Aging Population. The fastest growing segments of the County population are the age group and the 65+ age group. This suggests that services should be adjusted to place a greater emphasis on the needs of our older patrons. Educational Level. Anne Arundel County ranks third in the State in terms of percentage of the population who have earned a Bachelor s Degree or higher. In 1990, it ranked fifth. Adults with advanced degrees and their families can be expected to make greater use of Library resources. Proliferation of Technology. As technology becomes more integrated into daily life, patrons expect the Library to keep pace. Beginning with the introduction of Internet access and our online catalog in 1995, the need to provide more and faster computers to the public has created tremendous expenditure pressure for the Library. The Library s network once a single server, now requires 28. The West County Area Library opened with 65 computers available to the public. As technology continues to advance, the Library will need to invest at least at its current rate simply to continue to provide the level of public service patrons have come to expect. FY 03 FY 04 FY05 FY06 Actual Actual Estimated Projected Patron Visits 2,601,266 2,662,614 2,716,000 2,771,000 Active Borrowers 223, , , ,000 Web Catalog/Internet Hits 11,145,451 22,908,027 24,000,000 25,000,000 Circulation 5,065,389 5,149,363 5,253,000 5,359,000 Page 212

226 Land Use and Environment Land Use Office Mission Statement The mission of the Land Use, Environmental and Cultural Resources Offices is to provide high level guidance, oversight and coordination of activities between all Land Use Core Group Agencies, and to manage, protect and restore the County's natural, historic and cultural resources through sound resource policies and practices. County Executive Land Use & Environment Officer Land Use Office Environmental & Cultural Resources Page 213

227 Land Use and Environment Land Use Office Major Accomplishments Acquisition of Riggleman Farm for Jug Bay Wetlands Sanctuary included 300 acres of farmland and nearly one mile of shoreline on the Patuxent River. Coordinated the County s review of the status of the Crownsville State Hospital Property following closure of the facility by the State. Reviewed approximately 300 development projects for their effects on archaeological resources. Discovered more than 20 new archaeological sites in the county. Conducted Groundbreaking for London Town Visitor Center & Museum at Historic London Town & Gardens with completion anticipated for spring Established Scenic & Historic roads database to preserve and protect these resources from potential impacts. Received Chesapeake Bay Program s Chesapeake Bay Partners Gold Award. Successfully consulted with MDE to develop new NPDES MS-4 permit language that is acceptable to the Federal, State, and County governments; permit reissued in November Completed Year 2 of the Countywide Biological Monitoring Program. Completed annual aerial survey and report for the County Critical Area & Critical Area Buffer. Reviewed and processed over 1,000 Vegetation Management Plans (VMPs) applicable to vegetation management (e.g., pruning, tree removal, invasive plant eradication) in the Critical Area, Critical Area Buffer, and/or Forest Conservation Easement areas. Completed 9 acres of reforestation within the Critical Area and 16 acres of reforestation outside the Critical Area. Received the Heritage Award from the Tree Care Industry of America (TCIA) for successful completion of four innovative reforestation projects. Page 214

228 Land Use and Environment Land Use Office Key Objectives Continue to pursue land preservation efforts through possible acquisition of two large tracts of land that will provide nearly 1,000 additional acres of land permanently preserved. Complete the rewrite of the Agricultural Preservation Regulations with input from the Agricultural Preservation Advisory Board and provide testimony before the County Council on the changes. Improve and expand GIS methodologies to expedite the review of proposed development projects and to better manage the archaeological resources of the County. Complete construction of the London Town Visitor Center and Museum. Design and install exhibits and equipment with a projected grand opening of fall Complete preservation of the William Brown House (London Town Publik House) at Historic London Town and Gardens. Provide the technical information gleaned from the watershed & stream assessment models to staff within the Land Use Core Group to assist them in making not only economically, but also environmentally, sound land use management decisions within the county. Produce a comprehensive water quality analysis for the Town Center Surface Water Monitoring Program. Prepare the 2006 Critical Area Program Comprehensive Review. Did you Know? That 2006 is the 20 th anniversary of the Critical Area Program Criteria adoption? Page 215

229 Land Use and Environment Land Use Office Significant Changes Assumed the management responsibility for the County s environmental GIS databases. OECR will be able to more efficiently provide up-to-date environmental data with appropriate documentation to the development community and the general public. OECR will be positioned to provide this information digitally through the sale and distribution of CDs at the Office of Planning & Zoning s Map Counter. Administration of the National Pollutant Discharge Elimination System Municipal Separate Storm Sewer System (NPDES MS-4) Permit Program was migrated from the Department of Public Works to the Office of Environment and Cultural Resources (OECR) this year resulting in realigned staff priorities to help ensure permit compliance which occurs through various other County departments such as Department of Public Works, Planning and Zoning, and Inspections and Permits. Did you Know? The County received its third NPDES MS4 Permit in November 2004, the permit remains in effect for five years, and the County s compliance is reviewed annually by the Maryland Department of the Environment (MDE)? Page 216

230 Land Use and Environment Land Use Office Comparative Statement of Expenditures Agency: Land Use and Environment Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Land Use Office 338, , , ,900 38,300 Environ & Cultural Resources 982,462 1,248,500 1,336,300 1,404, ,400 Total by Character 1,321,086 1,641,100 1,728,900 1,835, ,700 Object Personal Services 1,032,826 1,350,000 1,327,500 1,476, ,400 Contractual Services 263, , , ,000 53,900 Supplies & Materials 12,172 20,000 14,500 23,400 3,400 Business & Travel 8,426 5,000 7,500 15,600 10,600 Capital Outlay 4, Debt Service Grants, Contrib. & Other Total by Object 1,321,086 1,641,100 1,728,900 1,835, ,700 Commentary FY2006 Budget increased 11.9% or $194,700. Personal Services increase of $126,400 is attributed to increases in the salary package, including the increase in insurance and pension costs. Contractual Services increase $53,900. Increase of $10,600 in Business and Travel is primarily due to membership and fees for Land Use Office. Page 217

231 Land Use and Environment Land Use Office Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0151 Exec Administrative Secretary EX Land Use & Environment Officer E Secretary II OS Management Aide NR Program Manager NR Land Use & Environ Affairs Mgr NR Land Use & Environ Impact Coor NR Planner II NR Planner III NR Senior Planner NR Planning Administrator NR Engineer III NR Senior Engineer NR Department Summary Page 218

232 Land Use and Environment Land Use Office Condition Assessment and Performance Measures Performance Indicators Number of Subdivision/Development Reviews Completed Actual FY 2003 Actual FY 2004 Estimated FY2005 Projected FY Community Development Project Reviews Completed Building Permit/Zoning Application Reviews Completed Grants received and administered at Historic London Town and Gardens Number of students involved in Hands-On archaeology program Number of Projects entered into the Watershed Management Tool N/A N/A Number of Vegetation Management Plans Reviewed Number of Acres Reforested Number of reforestation project securities released Critical Area Reclassification Requests Number of Emergent Grass Planting Projects Page 219

233 Land Use and Environment Land Use Office Program Statement The Land Use Office provides coordination and policy guidance for the Departments of Inspections and Permits and Public Works and the Office of Planning and Zoning. The Office is comprised of four positions: Land Use Officer, Land Use and Environmental Impact Coordinator, Land Use and Environmental Affairs Manager and one support position. Page 220

234 Land Use and Environment Land Use Office Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 305, , , ,600 38,600 Contractual Services 24,113 17,600 29,100 17,300 (300) Supplies & Materials 3,209 15,000 3,500 7,000 (8,000) Business & Travel 6, ,000 8,000 8,000 Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 338, , , ,900 38,300 Allocation of Authorized Positions Commentary FY2006 Budget increased 9.8% or $38,300. Increase in Business & Travel of $8,000 is attributed to membership and dues for the Maryland Conservation & Development Board. o This amount is offset by a reduction in supplies and materials. Page 221

235 Land Use and Environment Environment and Cultural Resources Program Statement The mission of the Office of Environmental and Cultural Resources (OECR) is to manage, protect, and restore Anne Arundel County s natural, historic and cultural resources through the development and application of sound resource policies, principles and practices. Archaeology Program -- staff work closely with planners in the development and long-range planning divisions of the Office of Planning and Zoning, the Permit Application Center, the Department of Public Works, and Did you Know? Anne Arundel County has more known archaeological sites than any other county in Maryland? Nearly 1300 prehistoric and historic archaeological sites have been discovered to date. the Recreation and Parks Department in reviewing land use change impacts on archaeological resources. The program conducts a wide range of activities designed to preserve, study, and raise public awareness of archaeological sites in the County. Historic Preservation Program -- handles all historic preservation issues in the County, including project review and compliance; documentation and evaluation of historic resources; administration of historic preservation projects; liaison with state and local preservation agencies and organization; public outreach and education; and development and maintenance of the County s Scenic and Historic Roads Program. Watershed Management Program -- serves as a core resource for both County staff, as well as other stakeholders, on watershed research and land use and environmental advisory issues. The program is intended to link watershed data, scientific engineering models, and predictive management scenarios in a consistent geographic information system (GIS) format. Did you Know? There are approximately 1,470 miles of streams within Anne Arundel County and about half of them have been assessed? Ecological Resources Program -- includes administration of the County s Critical Area Program, the County s National Pollutant Discharge Elimination System, Municipal Separate Storm Sewer System (NPDES MS-4) permit, the Town Center Surface Water Monitoring Program, the Emergent Grasses Program and the County s Forestry Program. Page 222

236 Land Use and Environment Environment and Cultural Resources Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 727, , ,500 1,077,800 87,800 Contractual Services 239, , , ,700 54,200 Supplies & Materials 8,963 5,000 11,000 16,400 11,400 Business & Travel 2,366 5,000 1,500 7,600 2,600 Capital Outlay 4, Debt Service Grants, Contrib. & Other Total by Object 982,462 1,248,500 1,336,300 1,404, ,400 Allocation of Authorized Positions Commentary FY2006 Budget increased 12.5% or $156,400. Personal Services increase is attributed to increases in the salary package, including the increase in insurance and pension costs. Contractual Services increase of $54,200 results from inflation in consultant costs. Contractual Services provides consultant costs associated with the County s Bio-monitoring program, Archeological program, USFWS Coop Agreement, TC Water Quality Monitoring Labs, and Historic Preservation Staff support. Increase of $11,400 is primarily due to the cost to maintain and repair automated water quality monitoring stations that are operated for compliance with the County s NPDES MS4 permit. Page 223

237 Land Use and Environment Reforestation Fund Program Statement The Office of Environmental and Cultural Resources administers the reforestation fund associated with the Chesapeake Bay Critical Area Program and the Maryland Forest Conservation Act. This program is the primary tool for the replanting and reforestation of forest and woodland areas lost to development. Through the Forestry Program, landowners participate in and take advantage of the benefits of reforestation and, in exchange for this service, are required to place the reforested property in permanent protection (e.g., through dedication of an easement). Funding for this program is provided from fees collected and securities held in escrow under the provisions of the State Chesapeake Bay Critical Area and Forest Conservation Acts. Did you Know? In Maryland, tree pruning can only be performed by the property owner or by a State of Maryland licensed tree expert? A list of licensed tree experts in Maryland may be found at the DNR Forest Service Website: Personnel Summary FY2005 FY2005 FY2006 Job Code - Title 0266 Program Specialist II Plan Grade Approved NR 17 1 Adjusted 1 Approved Variance 1 0 Department Summary Page 224

238 Land Use and Environment Reforestation Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 130,172 65, , ,600 41,600 Contractual Services 149, , , , ,300 Supplies & Materials 3, Business & Travel 85 0 (300) Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 283, , , , ,200 Allocation of Authorized Positions Commentary FY2006 Budget increased 48% or $216,200. Personal Services increase of $41,600 is attributed to two exempt positions in the Forest Conservation Agency. Contractual Services increase of $174,300 is primarily due to the projected increase of reforestation projects in FY2006. Page 225

239 Land Use and Environment Laurel Impact Fee Fund Program Statement The Laurel Impact Fee Special Revenue Fund accounts for the funds paid to the County as impact aid for the Laurel Racetrack. The County Executive has established a committee to recommend how best to spend these funds. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 235, , , ,000 (10,000) Total by Object 235, , , ,000 (10,000) Allocation of Authorized Positions Commentary FY2006 Budget of $400,000 contains the following items: o Rt. 198 Beautification o Repair of Maryland City Fire Department o Fire Truck Replacement o Library Weekend Hours at the Maryland City Library o Water/Sewage Hookup for Maryland City Recreation Site o Beautification in Quiet Zone Islands in Russett Community o Study for Ox Bow Nature Area o Additional supplies for Maryland City Library o Bus pads for commuter bus stops along Rt. 198 Page 226

240 Office of Planning and Zoning Mission Statement The Office of Planning and Zoning (P&Z) is responsible for planning and managing the physical growth and development of the county. P&Z performs its planning responsibility by periodically reviewing and updating the General Development Plan and preparing functional master plans and small area plans. P&Z fulfills its growth management role by administering zoning, subdivision and environmental regulations. County Executive Planning & Zoning Officer Planning Development Page 227

241 Office of Planning and Zoning Major Accomplishments Completed the Revision of the Zoning Code and Subdivision Regulations. Adopted Pasadena/Marley Neck, Glen Burnie, Lake Shore, and Brooklyn Park Small Area Plans. Completed Phases 1 and 2 of the Consolidated Property Database. Inaugurated South County bus service from Annapolis to Deale Shadyside. Developed Countywide Transit Service Map with route and contact information. Coordinated with Annapolis Transit for the construction of 30 bus shelters in Parole. User Friendly Zoning The last comprehensive revision was adopted in 1971 and piecemeal revisions ever since have resulted in a variety of writing styles and inconsistencies. These documents are now outdated and difficult to use. Therefore, the goal has been to reorganize and clarify the existing code by producing regulations that are current, accurate, clearly written, simplified and presented in a user-friendly format. Completed development of Countywide Travel Model and started Annapolis- Broadneck sub-area model. Completed Glen Burnie streetscape project replacing trees and sidewalks on B&A Boulevard and Crain Highway. Completed Live Near Your Work Program assisting 23 State employees with grants for closing costs. Completed Scattered Site Projects- Benson Hammond House Rehab, Ralph Bunche Community Center Roof Replacement, Londontown Entrance improvements. Page 228

242 Office of Planning and Zoning Key Objectives Propose corrective Amendments to clarify and update the Comprehensive Re- Write of the Zoning and Subdivision Regulations. Complete County Traffic Modeling for Annapolis and Broadneck as part of the sub area model (SAM1). Complete the Development of Consolidated Property Geodatabase. Complete vacant lot/holding capacity analysis to update inventory of vacant lots, housing and commercial properties. Did you Know? The consolidated property geodatabase is a database of all parcels/lots in the county. It provides property locations relative to geographic locations and is linked to the State Assessment Office s Real Property Data Files. This database replaces the need to refer to tax maps and the Consolidated Property File in order to research properties. Page 229

243 Office of Planning and Zoning Significant Changes In partnership with Inspections and Permits, this office is modifying the Permit Information Processing System (PIPS) and Subdivision Tracking System to accommodate changes anticipated by the adoption of the new subdivision and development regulations. The Long Range Planning Division will be working with the Research Division to match the zoning layer on the GIS System to the newly created parcel layer. At the completion of this project it is expected that a bill will be introduced to the Council that will incorporate corrections to the Zoning maps to match up with property lines. The Department has seen a significant increase in the number of customers assisted in person and by phone/ from FY 03 to FY 04. This trend is due to the removal of zoning information from the State Assessors database as well as the removal of zoning for portions of the County that has not gone through SAP process from MapOptics. A major project for the Department is to commence the update to the Master Plan of Water and Sewer. It is expected to be a significant update focusing on both the text and the maps, incorporating the service timing categories required by the State Department of the Environment. In an effort to reach Departmental goals of equalizing review responsibilities among the planners, and improving the flexibility in assigning workloads, planners will be cross- trained in all aspects of the site design process. Page 230

244 Office of Planning and Zoning Comparative Statement of Expenditures Agency: Office of Planning and Zoning Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Administration 3,632,347 4,016,900 4,016,900 5,173,900 1,157,000 Development 2,720,790 3,053,900 3,053,900 3,310, ,100 Total by Character 6,353,137 7,070,800 7,070,800 8,483,900 1,413,100 Object Personal Services 5,611,824 6,002,900 6,002,900 6,438, ,700 Contractual Services 296, , , ,600 2,900 Supplies & Materials 119, , , ,800 9,000 Business & Travel 18,221 52,800 52,800 48,100 (4,700) Capital Outlay 2,336 72,400 72,400 0 (72,400) Debt Service Grants, Contrib. & Other 304, , ,200 1,558,800 1,042,600 Total by Object 6,353,137 7,070,800 7,070,800 8,483,900 1,413,100 Commentary FY2006 Budget increased 20% or $1,413,100. Personal Services increase is attributed to negotiated agreements and increases in both insurance and pension costs. Grant expenditures increase of $1,042,600 is due to new grants discussed in the Planning Program Summary. Decrease in Capital Outlay is attributed to the completion of a transit grant expenditure in FY2005. Page 231

245 Office of Planning and Zoning Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0131 Planning & Zoning Officer E Admin Secty To Dpt/Agency Head E Office Support Assistant I OS Office Support Assistant II OS Secretary II OS Secretary III OS Management Aide NR Management Assistant I NR Management Assistant II NR Program Specialist II NR GIS Technician NR GIS Specialist NR Planning Technician I OS Planning Technician II OS Planner I NR Planner II NR Planner III NR Senior Planner NR Planning Administrator NR Assistant Plan & Zoning Officr NR Traffic Analyst II LM Engineer II NR Engineer III NR Senior Engineer NR Engineer Manager NR Department Summary Page 232

246 Office of Planning and Zoning Condition Assessment and Performance Measures FY2003 Actual FY2004 Actual FY2005 Estimate FY2006 Projected Building & Grading Permits 1,160 4,302 4,450 4,600 Licenses Reviewed Subdivision Commercial/Industrial Subdivision Residential Development Plans Reviewed n/a Subdivision Fees $200,000 $497,000 $482,000 $490,000 BA Cases Nonconforming Applications Zoning Cases Customers assisted by phone/ 8,800 13,000 13,100 13,200 Customers assisted in person 8,600 13,902 14,000 13,500 Page 233

247 Office of Planning and Zoning Planning Program Statement The Planning Division provides management control, administration and program direction for the Planning and Zoning Department. Zoning Division responsible for the processing, review, and presentation of zoning applications. Other duties include the research and writing of administrative decisions, the registration of nonconforming uses and the review of zoning certificates of use. Zoning also serves to answer all public inquiries regarding zoning regulations, including telephone inquiries, zoning verification letters, and walk-in customers. Long Range Planning Division responsible for updating and revising the County s General Development Plan. The GDP guides the future growth and development in the County and recommends goals and policies to protect and enhance its natural and cultural resources. Research & GIS Division responsible for providing demographic, geographic, and economic information through the collection, maintenance, and analysis of county data. The Division provides Geographic Information System (GIS) services to the Department, other governmental agencies and the public. Transportation Division responsible for the coordination of transportation system planning efforts throughout the County. The program consists of identification and prioritization of near term and long-range surface transportation projects, including highway, transit and non-motorized (bicycle and pedestrian) projects. Page 234

248 Office of Planning and Zoning Planning Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 2,900,227 2,961,600 2,961,600 3,143, ,500 Contractual Services 294, , , ,600 2,900 Supplies & Materials 114, , , ,800 10,200 Business & Travel 16,281 45,800 45,800 37,600 (8,200) Capital Outlay 2,070 72,000 72,000 0 (72,000) Debt Service Grants, Contrib. & Other 304, , ,200 1,558,800 1,042,600 Total by Object 3,632,347 4,016,900 4,016,900 5,173,900 1,157,000 Allocation of Authorized Positions Commentary FY2006 Budget increased 28.8% or $1,157,000. Grant Expenditure Budget of $1,558,800 includes an increase from two new State grants and an increase of the County grant to Corridor Transportation. o Expected FY2006 Grants: Rideshare Program $193,400 Critical Area Grant $ 38,000 Unified Plan Work Program $106,600 Rural 50 Transit Route Grant $137,000 Glen Burnie Transit Route Grant $650,700 Glen Burnie ADA Funding $199,000 Decrease in Capital Outlay is due to the completion of a transit grant expenditure in FY05. Page 235

249 Office of Planning and Zoning Development Program Statement The Development Division is responsible for the review and approval of all commercial and residential subdivisions, grading permits, Board of Education projects, Capital Projects, and major projects that support economic development. Additionally, the Development Division is responsible for the review, tracking and decision on all waivers to the subdivision regulations, as well as waivers for permits being reviewed. This Division consists of three (3) review teams: Two geographic teams made up of planners, engineers and clerical staff that review residential and commercial projects; A regional review team made up of planners, engineers and clerical staff that review priority commercial and economic development projects. Page 236

250 Office of Planning and Zoning Development Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 2,711,597 3,041,300 3,041,300 3,295, ,200 Contractual Services 1,377 1,000 1,000 1,000 0 Supplies & Materials 4,425 4,200 4,200 3,000 (1,200) Business & Travel 1,941 7,000 7,000 10,500 3,500 Capital Outlay (400) Debt Service Grants, Contrib. & Other Total by Object 2,719,607 3,053,900 3,053,900 3,310, ,100 Allocation of Authorized Positions Commentary FY2006 Budget increased 8.4% or $256,100. Personal Services increase is attributed to negotiated agreements and increases in both insurance and pension costs. Business & Travel expenditure increased $3,500 to cross-train planners. Decrease of $1,200 in Supplies & Materials reflects a reduction in printing costs and recruitment costs. Page 237

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252 Department of Inspections and Permits Approved Budget Mission Statement The mission of the Department of Inspections and Permits is to become the most efficient, and cost effective providers of inspection services for the citizens of Anne Arundel County and to assure public safety, health, and welfare insofar as the entire construction and development process affects them. The Department is dedicated to providing the best technological and innovative approaches to protect the citizens of Anne Arundel County. County Executive Director Inspections & Permits Permits Application Inspection Services Page 239

253 Department of Inspections and Permits Approved Budget Major Accomplishments Initiated the E-permit program with mechanical permits. Expanded Imaging program from Commercial Plans to encompass Storm Water Management Files. Implemented building permit requirement for mobile home installation in mobile home parks. Updated License standard processing procedures. Implemented the use of laptops in Infrastructure fieldwork to streamline reporting process. Completed the damage inspection process identifying storm damaged structures caused by Hurricane Isabel. Revised Article 20 of the Anne Arundel County Code to strengthen the civil penalties for violations of the building, plumbing, mechanical, and electrical codes. Obtained certification from the State of Maryland that our department meets and exceeds the requirements of FEMA. This certification keeps Flood Insurance premiums at a minimum cost for the citizens of Anne Arundel County. Hurricane Isabel During the emergency and post disaster period of Hurricane Isabel, the Department conducted over 1,500 initial damage assessments throughout the County. These assessments led to over 300 detailed assessments of structures ravaged and resulted in 162 new single family permits to be reviewed, issued and inspected. Established a tracking system to monitor the status of inspections conducted. Utilized the new complaint system for updating case information. This also enables the staff to provide the County Council with more accurate case status. Page 240

254 Department of Inspections and Permits Approved Budget Key Objectives Renovation of 1 st floor to streamline customer service. Update Permit Checklists in conjunction with new regulations. Continue E-permit expansion to include inspection requests, plumbing permits, electrical permits and possibly license renewals. Did you Know? Permit status can be checked online through the County s website at See the Quick Links for Check Permit Status. Review substantial commercial permits for Parole Plaza redevelopment, David Taylor Research Center, Lee Airport Commercial Center and defense related activities near BWI. Review and update the current License code. Prepare for ISO evaluation. Provide training and certification in areas of damage assessment for all inspection personnel. Work with citizens and community groups to resolve violations before legal action is taken. Page 241

255 Department of Inspections and Permits Approved Budget Significant Changes Develop and implement a Quality Control Program. Electronic imaging of historical data including the Certificates of Use. Issue citations through a private service to achieve greater compliance of violations. Page 242

256 Department of Inspections and Permits Approved Budget Comparative Statement of Expenditures Agency: Department of Inspections and Permits Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Permits Application 2,200,930 2,320,400 2,424,000 2,580, ,400 Inspection Services 7,415,630 7,627,200 7,823,600 8,286, ,700 Total by Character 9,616,560 9,947,600 10,247,600 10,867, ,100 Object Personal Services 8,788,304 8,443,400 8,743,400 9,196, ,300 Contractual Services 638, , , ,900 91,300 Supplies & Materials 175, , , ,800 45,400 Business & Travel 12,342 36,500 36,500 39,300 2,800 Capital Outlay 2,206 9,500 11,500 21,800 12,300 Debt Service Grants, Contrib. & Other 0 638, , ,200 15,000 Total by Object 9,616,560 9,947,600 10,247,600 10,867, ,100 Commentary FY2006 Budget increased 9.2% or $920,100 primarily due to personal service increases. Page 243

257 Department of Inspections and Permits Approved Budget Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0132 Director Inspections & Permits E Admin Secty To Dpt/Agency Head E Office Support Assistant I OS Office Support Assistant II OS Office Support Specialist OS Secretary II OS Secretary III OS Management Aide NR Management Assistant I NR Management Assistant II NR Program Manager NR Planning Technician II OS Zoning Inspector OS Zoning Inspector Supervisor NR Residential Permit Coordinator NR Commercial Permit Coordinator NR Permits Processor I OS Commercial Inspector LM Combination Inspector NR Combination Inspections Suprvr NR Building Inspector LM Building Inspector Supervisor NR Electrical Inspector LM Electrical Inspections Supervr NR Code Enforce Administrator NR Environmental Control Inspectr LM Environ Contrl Inspector Supvr NR Mechanical Inspector LM Plumbing Inspector LM Plumbing Inspection Supervisor NR Chief Of Licensing NR Project Development Administra NR Asst Director Inspect & Permit NR Construction Inspector LM Construction Inspector Supervr NR Engineer II NR Engineer III NR Engineer Manager NR Soil Conservation Office Asst ES Soil Conservation District Sec ES Soil Conservation Office Mangr ES Soil Conservation Specialist ES Sr Soil Conservation Specialst ES Soil Conservation District Mgr ES Department Summary Page 244

258 Department of Inspections and Permits Approved Budget Condition Assessment and Performance Measures FY03 FY04 FY05 FY06 Actual Actual Estimated Projected Building Permits 12,364 12,927 12,000 12,500 Electric Permits 9,233 11,549 10,400 10,000 Grading Permits Mechanical Permits 4,409 5,218 5,800 6,000 Plumbing Permits 7,020 8,502 9,100 9,500 Tank Permits 937 1,119 1,100 1,100 Water/Sewer Permits 1,865 2,204 1,900 1,975 Total Permits 36,415 42,121 41,000 41,855 Building Inspections 23,263 29,700 32,956 34,274 Electrical Inspections 21,017 25,027 28,140 29,265 Combination Inspections 23,207 29,016 30,620 31,844 Plumbing/Mechanical Inspections 24,302 26,934 25,596 26,619 Grading Inspections 23,215 23,622 24,000 24,000 Infrastructure Inspections 22,363 21,222 22,000 22,000 Total Inspections 137, , , ,002 Building/Combination Violations 10,216 10,568 10,204 11,901 Plumbing/Mechanical Violations 4,430 4,578 4,512 4,525 Electrical Violations 5,107 5,005 5,294 5,853 Complaint Investigations ,000 Page 245

259 Department of Inspections and Permits Approved Budget Permits Application Program Statement The Permit Application Division provides management control, administration and program direction for all divisions within the Permit Application Center (PAC). Permit Issuance responsible for processing various construction permit applications. This staff operates at the Hein Building in Glen Burnie and the Heritage Complex in Annapolis. This work program acts as custodian of permit records and distributes permit information to local utilities, state agencies and interested property owners. Did you Know? The County issues an average of 157 permits a day? Technical Services responsible for permit applications for building and fire codes, sprinkler systems, and fire alarms and smoke detection as well as commercial hood and duct plans. Subdivision & Agreements responsible for review of all residential building permits for public works, grading and utility issues. This section also issues all grading permits, processes private storm water management agreements and prepares and executes utility and public development agreements. Licensing responsible for receiving, reviewing, issuing and inspecting all license applications required by County Code. This section provides staff and office support to six appointed advisory boards and commissions. They also plan and direct all enforcement activities, which include inspections, violation notices, court proceedings and Board of Appeals hearings and fines. Page 246

260 Department of Inspections and Permits Approved Budget Permits Application Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,991,190 2,181,800 2,281,800 2,379, ,700 Contractual Services 138,087 56,700 60,300 71,200 14,500 Supplies & Materials 68,584 71,500 69, ,600 42,100 Business & Travel 3,069 9,900 9,900 9,900 0 Capital Outlay ,500 6,600 6,100 Debt Service Grants, Contrib. & Other Total by Object 2,200,930 2,320,400 2,424,000 2,580, ,400 Allocation of Authorized Positions Commentary FY2006 Budget increased 11.2% or 260,400. This increase is primarily due to an increase in the cost of personal services. The increase in Contractual Services is the result of electronic imaging of documents such as the Certificate of Use and the increase in vehicle operating rates. The amount budgeted for supplies and materials covers the general office supplies for the entire Department including increased duplicating costs and the use of never-tear paper for permit printing. Capital Outlay increase of $6,100 is primarily due to the replacement of the aged identification system that is used for licensing. Page 247

261 Department of Inspections and Permits Approved Budget Inspection Services Program Statement The Inspection Services Division provides management control, administration and program direction for the Inspection Services, Zoning Enforcement and Infrastructure and Environmental Programs. Funding for the Soil Conservation District grant is included in this program as well. Inspection Services responsible for conducting periodic and required inspections to verify compliance with all adopted building, plumbing, mechanical, electrical, state handicapped, flood plain and energy codes and all other related Did you Know? The County performs an average of 457 inspections a day? codes and standards that are administered through the permit process. Enforcement activities include visual inspections of all construction operations, which include formal written violations, civil fines, informal violations or correction requirements, and the placement of stop work orders on construction that fails to meet the requirements of the adopted codes and standards. Various licensing boards are utilized in assuring compliance as well as processing cases to the County Attorney s Office for prosecution. Zoning Enforcement responsible for conducting inspections to enforce Anne Arundel County s Zoning Ordinance. They respond to over 1,600 written requests for enforcement annually and review, approve or deny over 300 Certificates of Use per year. Infrastructure and Environmental Programs responsible for the uniform inspections of active construction sites to assure conformance to approved plans, standards and specification; enforcement of the Critical Area program, floodplains, sediment control and storm water management. This division is also responsible for investigating and resolving complaints, violations and other infractions of applicable construction and environmental legislation associated with permitted and non-permitted construction and development activities. Soil Conservation District (SCD) was organized in 1946 and is one of 24 districts in Maryland. The district s purpose is to provide for the conservation of soil and water resources as well as the prevention of soil erosion, both urban and agricultural. The Sediment Control Law passed in 1970 gave districts the responsibility of reviewing and approving sediment and erosion control plans. Anne Arundel s SCD has elected not to be involved with any enforcement responsibilities. Anne Arundel s SCD is primarily funded through the above county contribution and is supplemented by the USDA s Natural Resources Conservation Services and the Maryland Department of Agriculture. Page 248

262 Department of Inspections and Permits Approved Budget Inspection Services Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 6,797,114 6,261,600 6,461,600 6,817, ,600 Contractual Services 500, , , ,700 76,800 Supplies & Materials 106,551 95, ,900 99,200 3,300 Business & Travel 9,273 26,600 26,600 29,400 2,800 Capital Outlay 2,206 9,000 9,000 15,200 6,200 Debt Service Grants, Contrib. & Other 0 638, , ,200 15,000 Total by Object 7,415,630 7,627,200 7,823,600 8,286, ,700 Allocation of Authorized Positions Commentary FY2006 Budget increased 8.6% or $659,700. The increase in Personal Services reflects a combination of salary and benefit increases, overtime for inspectors and the addition of Management Aide and Zoning Enforcement Inspector positions. Contractual Services increase of $76,800 is attributed to the increase in vehicle operating costs and to the private process of legal service for zoning citations. Capital Outlay budget of $15,200 is primarily due to the purchase of lids for work pick-ups and the replacement of aged radio systems. Grant Expenditure of $653,200 represents funds for the Soil Conservation District. Funds are expended out of personal services. Page 249

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264 Department of Public Works Mission Statement It is the mission of the Department of Public Works to respond promptly to customer service concerns, to safeguard the environment and to constantly respect the cost consciousness of the citizens of Anne Arundel County through providing: High quality drinking water Innovative, cost effective and environmentally sensitive wastewater treatment facilities Comprehensive solid waste reduction, collection, recycling, and disposal Safe, efficient, well maintained roads, bridges, and stormwater management systems Innovative design and construction of capital improvement projects that meet the needs of our citizen and business communities County Executive Director of Public Works Other Funds Director's Office Engineering Bureau Highways Bureau Utility Operations Solid Waste Other Funds Page 251

265 Department of Public Works Major Accomplishments Established online right of way maintenance permit process. Implemented an Automated Vehicle Location System pilot project with 82 vehicles. Installed real time traffic video cameras at 5 locations. Established access to State DOT Chart System for internet distribution of traffic information. Completed conversion of traffic signals to LED technology. Key Objectives Complete a Wastewater Strategic Plan for six of the County s sewer service areas to provide an assessment of current capacity and projection of expansion requirements. Establish a File Room Web-Site for the access and delivery of as-built data to customers. Implementation of a Skill Based Pay Program for Highways employees. Did you know? The Engineering Bureau manages 354 open capital projects with an appropriated value of nearly $1 billion. Evaluation of the quality of the current Capital Improvement Program Management staff of 18 that supports a workload of 506 capital project contracts to determine how to apply more program managers thus enhancing quality assurance and quality control. Engineering staff is evaluating methods to enhance our communication with the public, particularly those who live near capital project locations. Significant Changes Replacement of survey equipment which has exceeded its useful life and is no longer supported by the manufacturer. Initiate Consultant Program Management for the enterprise funded Capital Improvement Program. Workload volumes exceed capability of staff. Implementation of the Performance Management Program which emphasizes safety, preservation of investment, comfort/convenience, and aesthetics. Page 252

266 Department of Public Works Comparative Statement of Expenditures Agency: Department of Public Works Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Director's Office 388, , , ,300 24,500 Bureau of Engineering 5,910,844 6,330,000 6,330,000 6,740, ,600 Bureau of Highways 25,974,085 23,503,600 24,903,600 25,571,100 2,067,500 Total by Character 32,273,534 30,235,400 31,635,400 32,738,000 2,502,600 Object Personal Services 18,331,510 18,083,100 18,033,100 18,897, ,300 Contractual Services 11,645,103 10,154,900 11,344,900 11,728,500 1,573,600 Supplies & Materials 2,128,876 1,547,700 2,047,700 1,555,300 7,600 Business & Travel 50,568 83,700 83,700 84, Capital Outlay 117, , , , ,700 Debt Service Grants, Contrib. & Other , ,300 1,000 Total by Object 32,273,534 30,235,400 31,635,400 32,738,000 2,502,600 Commentary In all cases, the cost of personal services reflects increases in health insurance, pension, and salary adjustments for non-represented and union employees based on negotiated agreements. Changes within the Bureau of Engineering budget reflect the cost of personal services as well as the replacement of outdated survey equipment. Other than the cost of personal services, the Bureau of Highways increase is comprised of almost $900,000 in utility cost adjustments due to rate increases. Other increases within this bureau include the addition of four positions, replacement of heavy equipment, and contractual mowing and litter pick-up. Page 253

267 Department of Public Works Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0110 Director of Public Works E Admin Secty To Dpt/Agency Head E Office Support Assistant I OS Office Support Assistant II OS Office Support Specialist OS Secretary II OS Secretary III OS Management Assistant I NR Management Assistant II NR Deputy Director, Public Works NR Program Manager NR Program Specialist II NR Title Abstracts Supervisor NR Property Acquisition Agent LM Property Acquisition Agent NR Chief, Rights-Of-Way NR Duplicating Equipment Operator OS GIS Technician NR GIS Specialist NR Space Permits Facilitator OS Equipment Operator I LM Equipment Operator II LM Equipment Operator III LM Vacuum/Rodder Operator LM Automotive Service Worker LM Automotive Mechanic II LM Automotive Maintenance Manager NR Survey Technician NR Survey Field Technician LM Survey Crew Chief NR Assistant Chief, Land Surveys NR Chief, Land Surveys NR Construction Inspector LM Construction Inspector Supervr NR Traffic Analyst I LM Traffic Analyst II LM Assistant Director Public Work NR Engineer I NR Engineer III NR Senior Engineer NR Engineer Manager NR Engineer Administrator NR Utility Systems Technician III LM Mason LM Maintenance Worker I LM Maintenance Worker II LM Traffic Maintenance Technician LM Roads Maintenance Supervisor I LM Roads Maintenance Supervisr II NR Roads Maintenance Mgmt Admin NR Sign Fabricator LM Sign Fabrication Supervisor NR Traffic Signal Technician LM Sr Traffic Signal Technician NR Tree Crew Worker LM Road Operations Supervisor NR Urban Roads Superintendent NR Asst Chief, Road Operations NR Chief, Road Operations NR Asst Chief, Bureau of Highways NR Department Summary Page 254

268 Department of Public Works Condition Assessment and Performance Measures Every road in the County is inspected and rated once every three years, on a scale of 1 to 100, to determine its condition and eligibility for resurfacing or major preventive maintenance. Arterial and collector roads rated less than 55 require resurfacing as are local and minor roads rated below 50. The current backlog of work below these ratings is in excess of $58 million dollars. Each section of storm drain pipe is being inspected, mapped and rated for its condition. The completion of this countywide task will take another three years. Description FY03 Act FY04 Act FY05 Est FY06 Proj Capital contract awards ($ mill) Construction jobs completed Storm drain/roads as-built projects Water/Sewer as-built projects Water/Sewer connections 2,200 2,203 2,050 2,100 Update W/S connection information 8,000 9,481 9,200 9,000 Customer requests 7,790 10,564 8,700 9,500 Miles of roadway 1,745 1,754 1,765 1,780 Guardrail (linear feet) 245, , , ,000 Mowing (swath) miles Shoulder miles 1,580 1,587 1,590 1,600 Sweeping miles 1,120 1,241 1,250 1,275 Drainage devices 14,600 20,900 21,500 22,800 Right of way permits (individual) 2,900 3,636 4,600 4,400 Right of way permits (maintenance) 8,350 8,815 9,700 10,700 Speed Counters completed Volume counters completed Centerlines painted (miles) Edge lines painted (miles) Signals routine & emergency Call 1, ,015 Signs fabricated 10,638 7,834 11,000 11,500 Signs installed/replaced 6,911 6,030 6,000 6,300 Page 255

269 Department of Public Works Director s Office Program Statement The Director s Office provides policy guidance and direction to the entire Public Works organization which includes Engineering Management Services, Highway & Infrastructure Management forces, Water & Sewer services and Waste Management services. Page 256

270 Department of Public Works Director s Office Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 363, , , ,400 21,400 Contractual Services 17,954 19,400 19,400 21,100 1,700 Supplies & Materials 3,597 3,000 3,000 3, Business & Travel 3,141 4,100 4,100 4, Capital Outlay Debt Service Grants, Contrib. & Other ,300 1,000 Total by Object 388, , , ,300 24,500 Allocation of Authorized Positions Commentary The personal services increase reflects salary and benefit adjustments. Otherwise, there are no changes to this budget which consists of a Director, Assistant Director and a Secretary. Page 257

271 Department of Public Works Bureau of Engineering Program Statement Capital Improvement Program The Capital Improvement Program (CIP) staff provides complete support and management of all the County s capital projects including in-house and consultant engineering expertise. Development Review This program accounts for personnel and resources necessary to conduct water and sewer capacity analyses for proposed development as well as fire flow testing. Customer Service This program accounts for the personnel that provide customer service in the File Room, technicians that create mapping products and maintenance of the tools necessary to provide those services. Administration General Engineering Administration provides support for all aspects of administrative function for the division, including operating budget preparation/monitoring, capital improvement program budget preparation, all clerical/support activities related to the division s activities, goals and objectives, and other related duties. Inspections The Inspection Division provides various forms of quality control for the Capital Improvement Program. One such activity is that construction activity reviews are provided on designs. Right of Way The Right of Way program is responsible for acquiring real property essential for the construction of projects in the Capital Improvement Program. This program also serves the needs of the County for other related real property acquisition needs. Survey This program is responsible for performing surveys of county properties, infrastructure and/or interests for all departments and agencies within the framework of county government. Utilities Strategic Planning This program accounts for the engineering activities within the Planning Section that is attributed to the water and sewer strategic planning. Utility Mapping/GIS Personnel within Drafting, Records, and Research are responsible for creating and updating 40-scale operating maps, managing and deploying database sets necessary to support the DPW Computer Infrastructure Management System (CIMS), the CountyView application, and the water and sewer models. Page 258

272 Department of Public Works Bureau of Engineering Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 5,319,245 5,836,400 5,786,400 6,180, ,300 Contractual Services 461, , , ,600 23,700 Supplies & Materials 91,823 94,400 94,400 91,000 (3,400) Business & Travel 35,779 56,600 56,600 56, Capital Outlay 2,079 4,700 4,700 50,400 45,700 Debt Service Grants, Contrib. & Other Total by Object 5,910,844 6,330,000 6,330,000 6,740, ,600 Allocation of Authorized Positions Commentary The increase in this bureau is primarily due to an increase in the cost of personal services. The capital outlay increase includes approximately $46,000 for the replacement of outdated survey equipment. Page 259

273 Department of Public Works Bureau of Highways Program Statement Highway Administration Highway Administration is responsible for the planning, design, administration and budgetary oversight of all activities related to road and drainage maintenance within County rights of way. This unit provides overall management and direction to all programs within the bureau. Pavement Maintenance Pavement Maintenance is responsible for managing the inventory, inspection and program development for maintenance of the County s highway infrastructure. Through management of both contractual and County forces, it performs various patching, sealing, surfacing and road construction activities to correct existing and potential surface hazards, restore skid resistance, rejuvenate roadway surfaces and prevent further deterioration of County roadways. Roadside Maintenance This program is responsible for maintaining drainage, safety, appearance, shoulders, mowing, trimming, cutting or removing vegetation to eliminate safety hazards and control impediments to visibility, road sweeping, and litter pickup. This program is also responsible for guardrail repairs and upgrades, as well as emergency concrete curb and sidewalk repairs. Storm Water Maintenance The Storm Water Maintenance program is responsible for managing the inventory, inspection and program development for maintenance of the County s storm drain/storm water infrastructure. Other Programs This program is responsible for managing snow and ice control operations, streetlights, County participation in State mosquito and gypsy moth control, right of way management (space permit program), weeded lots, and work for others. Support Services The Support Services program performs regular maintenance and minor repairs, painting and servicing of vehicles and equipment, as well as regular maintenance of district buildings and grounds. Traffic Engineering The Traffic Engineering program provides technical analysis of the County s road network, evaluating the need for new signals through traffic counts, and the resolution of neighborhood traffic control problems. Traffic Maintenance Traffic Maintenance is responsible for the manufacturing and installation of all street name and traffic signs. The program is also responsible for all pavement markings and traffic signals. Page 260

274 Department of Public Works Bureau of Highways Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 12,648,602 11,871,700 11,871,700 12,320, ,600 Contractual Services 11,165,234 9,797,600 10,937,600 11,345,800 1,548,200 Supplies & Materials 2,033,456 1,450,300 1,950,300 1,461,000 10,700 Business & Travel 11,648 23,000 23,000 23,000 0 Capital Outlay 115, , , ,000 60,000 Debt Service Grants, Contrib. & Other 0 250, ,000 0 Total by Object 25,974,085 23,503,600 24,903,600 25,571,100 2,067,500 Allocation of Authorized Positions Commentary The increase in personal services is due to salary and benefit adjustments, as well as the addition of three Maintenance Workers and one Equipment Operator. The change in this budget is primarily attributable to the increased costs of electricity for streetlights and traffic signals at an additional cost of approximately $900,000 over FY2005 levels. The remainder of the change relates to an increase in heavy equipment replacement of $228,000 and GPS equipment and services for computerized vehicle tracking at $30,000. Included in contractual services is over $6.3 million in electricity for streetlights and signals. Other large amounts within contractual services include approximately $1.3 million in the maintenance of vehicles and heavy equipment as well as over $1 million in replacement expenses. Also included is approximately $1.7 million in contractual services for items such as permanent patch, storm drains, guardrails, masonry, mowing, litter pick-up, as well as mosquito control. The $250,000 in grants/contribution reflects the funding for snow removal materials and overtime. Page 261

275 Department of Public Works Utility Operations Fund Mission Statement It is the mission of the Department of Public Works to respond promptly to customer service concerns, to safeguard the environment and to constantly respect the cost consciousness of the citizens of Anne Arundel County through providing: High quality drinking water Innovative, cost effective and environmentally sensitive wastewater treatment facilities Innovative design and construction of capital improvement projects that meet the needs of our citizen and business communities County Executive Director of Public Works Utility Operations Operations Finance & Administration Page 262

276 Department of Public Works Utility Operations Fund Major Accomplishments Perfect environmental compliance with drinking water and wastewater requirements. Received AMSA Awards at all water reclamation facilities (WRF). Submitted privatization proposal to operate the Fort Meade Utilities. Received FEMA reimbursement for 75% of costs incurred during Hurricane Isabel. Submitted a voluntary capacity, management, operation and maintenance program to MDE aimed at reducing sanitary sewer overflows. Implemented a skill based on-the-job (OJT) training program to enhance facility employee s knowledge. Implemented leadership development training for Utilities managers. Re-energized Safety Program through upper level management participation. Eliminated gaseous chlorine and sulfur dioxide at Broadwater WRF. Odor control was implemented at the Annapolis WRF. Key Objectives Implement a maintenance career path for technical trades and incorporate into training program. Implementation of a skill based pay program for collections and distribution employees. Maintain outstanding environmental compliance record. Develop strategy to implement Enhanced Nutrient Removal (ENR) at county water reclamation facilities utilizing grant funding from flush fee implemented by the Governor. Complete the upgrade of the Annapolis WRF from 10 to 13 MGD. Page 263

277 Department of Public Works Utility Operations Fund Further reduction of hazardous chemicals (chlorine gas, sulfur dioxide gas) at Patuxent and Annapolis WRF. Implement new biosolids land applications contract. Install additional emergency power generation at major water/ wastewater facilities. Implement automatic water metering system to lower cost of meter reading. Continue to construct water transmission projects to allow for transfer of water to the northern portion of the County from Arnold and Crofton. Significant Changes Higher electricity costs due to deregulation (estimated 16%). Higher costs (approximately 9% increase) due to payments to other jurisdictions for water and sewer services. Increase in Biosolids Reuse contract costs due to new bid after 10 years (estimated increase 13%). Increased cost of materials, supplies, contracts due to higher fuel, steel and copper prices (25%). Page 264

278 Department of Public Works Utility Operations Fund Comparative Statement of Expenditures Agency: Department of Public Works Fund: Utility Operations Fund General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Utility Operations 58,337,819 63,927,700 64,088,700 66,318,700 2,391,000 Finance & Administration 6,402,547 8,256,800 8,095,800 8,557, ,000 Total by Character 64,740,366 72,184,500 72,184,500 74,876,500 2,692,000 Object Personal Services 20,192,490 22,232,100 22,113,600 23,276,500 1,044,400 Contractual Services 20,191,632 21,982,300 21,916,300 22,929, ,400 Supplies & Materials 2,919,533 3,084,900 3,639,900 3,822, ,000 Business & Travel 100, , , ,900 (46,900) Capital Outlay 920, , , ,500 (33,900) Debt Service Grants, Contrib. & Other 20,415,100 23,804,000 23,322,000 23,847,000 43,000 Total by Object 64,740,366 72,184,500 72,184,500 74,876,500 2,692,000 Page 265

279 Department of Public Works Utility Operations Fund Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0211 Office Support Assistant I OS Office Support Assistant II OS Office Support Specialist OS Secretary II OS Secretary III OS Management Aide NR Management Assistant I NR Management Assistant II NR Info System Support Specialist NR Senior Budget Mgmt Analyst NR Public Services Dispatcher LM Manager DPW Personnel Admin NR Manager PW Personnel Admin NR Deputy Director, Public Works NR Emergency Services Manager NR Program Manager NR Program Specialist I NR Program Specialist II NR Manager DPW Customer Relations NR Manager PW Customer Relations NR Field Service Representative LM Field Services Representative LM Meter Technician I LM Meter Technician II LM Meter Technician III LM Meter Service Supervisor NR Meter Services Supervisor NR Utility Assessments Technician OS Financial Analyst NR Manager, Util Revenue Admin NR Equipment Operator II LM Equipment Operator III LM Automotive Mechanic II LM Welder LM Lab Technician LM Laboratory Technician LM Chemist NR Construction Inspector LM Construction Inspector Supervr NR Engineer I NR Engineer II NR Engineer III NR Utility Systems Technician I LM Utility Systems Technician II LM Utility Systems Technician III LM Maintenance Worker II LM Assistant Water Plant Operator LM Sr Water Plant Operator LM Water Operations Superintendnt NR Pumping Station Operator LM Wastewater Plant Supervisor NR Sr Wastewater Plant Operator LM Wastewater Plant Superintnd II NR Wastewater Ops Superintendent NR Utilities Team Manager NR Util Operations Administrator NR Trades Helper LM Utilities Special Crew Leader LM Utilities Maintenance Crew Ldr LM Utilities Repair Crew Leader LM Utilities Maint & Repair Suprv NR Utility Lines Superintendent NR Utilities Electrician LM Page 266

280 Department of Public Works Utility Operations Fund 2632 Utilities Electrical Technicn LM Utilities Instrument Technicn LM Util Electrical Coordinator NR Utilities Mechanic I LM Utilities Mechanic II LM Utilities Mechanic III LM Diesel Generator Mechanic LM Generator Mechanic LM Utilities Area Maintenan Supvr NR Util Mechanical Maintenan Supt NR Water/Wastewater Sys Tech I WT Water/Wastewater Sys Tech II WT Department Summary Condition Assessment and Performance Measures Water and wastewater assessments are performed on a daily basis through routine operations inspection. TV inspection is utilized to evaluate the condition of sewer infrastructure. Semi-annual distribution system flushing program includes inspections of key components (hydrants, valves, etc.) of the distribution system. Description FY03 Act FY04 Act FY05 Est FY06 Proj Tech Support Calls received to dispatch unit 58,500 62,600 63,600 65,000 On-site service delivery calls 8,600 6,800 6,600 6,790 Number of water connections 95, , , ,800 Wastewater Predictive Maintenance (% of total) Preventive Maintenance (% of total) Corrective Maintenance (% of total) Private lateral stoppage Public lateral stoppage Mainline stoppages per 100 miles Water Compliance (as a %) Millions of gallons of water produced 9,545 9,277 9,500 9,500 Millions of gallons of water purchased 2,105 1,995 2,000 2,000 Water quality samples 2,700 2,725 2,725 2,725 Infrastructure work orders 2,419 2,432 2,500 2,500 Customer Service Community outreach projects Web-site requests ,757 1,792 Page 267

281 Department of Public Works Utility Operations Fund Utility Operations Program Statement The Utility Operations Administration - responsible for the management of the overall bureau's mission including Finance and Administration and the department's safety program. This unit is also responsible for the planning, design, administration and financial control of any activity operations including the EXCEL Program. Wastewater Operations Division - responsible for the operation and routine maintenance of 7 water reclamation facilities and 243 sewage pumping stations and management of the biosolids program. The Wastewater Collection and Maintenance Division - responsible for the maintenance of 1,125 miles of sewer line for the entire county and major mechanical, electrical and instrumentation maintenance of these facilities. It also maintains 6,000 special systems including individual grinder pumps and septic systems as well as 173 backup generators at the facilities. Water Operations responsible for maintenance of all the water facilities within the county, including 20 water treatment plants, 57 wells, 13 booster pump stations, and 32 elevated or ground storage tanks; operation of all water facilities within the county, including 20 water treatment plants, 57 wells, 13 booster pump stations, and 32 elevated or ground storage tanks; and for all the repairs to over 1,200 miles of water mains, over 92,000 service connections, over 25,000 valves, and over 8,800 fire hydrants throughout the county. The Technical Support Division is comprised of several programs: The Collection/Distribution Support Services group which includes Fleet Maintenance, Line Marking and the Computerized Infrastructure Management System (CIMS) work order system; the Meter Section which is responsible for reading over 103,500 water meters and handling the installation of new meters in new connections, turn-on and turn-off of services, and repair and replacement of meters; SCADA/Emergency Services which is responsible for operating the SCADA (Supervisory Control and Data Acquisition) computer system which monitors the status of all the wastewater pump stations, wastewater treatment plants and elevated water tank levels within the county on a 24-hour per day, 365 days per year basis and answering 65,000 customer emergency calls per year, dispatching emergency crews and calling in repair crews after normal working hours; the Service Evaluation and Rehabilitation program which is responsible for the management of preventive, predictive and reconstruction programs associated with the water distribution system and wastewater collection system and the Pretreatment program which regulates over 1500 commercial and industrial discharges to the county sewer and assures compliance with county ordinance and state and federal regulations. Page 268

282 Department of Public Works Utility Operations Fund Utility Operations Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 19,092,247 21,066,800 20,948,300 22,012, ,000 Contractual Services 19,948,980 21,845,100 21,459,100 22,805, ,500 Supplies & Materials 2,832,538 2,961,700 3,516,700 3,685, ,900 Business & Travel 88, , , ,500 0 Capital Outlay 920, , , ,200 (32,400) Debt Service Grants, Contrib. & Other 15,455,100 17,059,000 17,059,000 16,852,000 (207,000) Total by Object 58,337,819 63,927,700 64,088,700 66,318,700 2,391,000 Allocation of Authorized Positions Commentary Changes to this bureau include routine increases in personal service costs, an increase of $750,000 in sludge removal services, utility costs increases and various smaller increases in items such as chemicals and facility repair. Also included in this budget in the grants/contributions object is the contribution toward pay-go capital projects at approximately $15 million as well as a Self- Insurance Fund contribution of $1.8 million. Page 269

283 Department of Public Works Utility Operations Fund Finance and Administration Program Statement Financial Services this program provides overall financial management of the department s many activities including: budget preparation and administration, financial planning and reporting, fiscal analysis, allocation administration, utility front foot assessment calculations, petition administration and pretreatment billing/permitting. Personnel this program is responsible for departmental administrative policy and procedures as well as the administration of all human resource related matters, including liaison with the County Office of Personnel. This program is the focal point for labor relations, conducting Step II grievance hearings and acting as a conduit for the department with Step III and Step IV grievance hearings. Customer Service this unit deals with customer service issues at the department level and develops mechanisms to inform and educate the public about the department s programs and services. The receptionist handles or directs all incoming calls to the switchboard, as well as greets and directs visitors to the department. Customer Relations staff handles review of requests for exception or adjustment to utility and landfill billing. The unit works with Engineering to ensure community outreach on capital projects. Also, the unit produces brochures, newsletters, notices, and utilizes the department web site to educate and inform the public. Page 270

284 Department of Public Works Utility Operations Fund Finance and Administration Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,100,243 1,165,300 1,165,300 1,263,700 98,400 Contractual Services 242, , , ,100 (13,100) Supplies & Materials 86, , , ,300 14,100 Business & Travel 12,656 84,300 84,300 37,400 (46,900) Capital Outlay 0 1,800 2, (1,500) Debt Service Grants, Contrib. & Other 4,960,000 6,745,000 6,263,000 6,995, ,000 Total by Object 6,402,547 8,256,800 8,095,800 8,557, ,000 Allocation of Authorized Positions Commentary Reductions to training/seminars and phone repairs slightly offset the increase to personal services costs. Included in the grants/contributions is the Utility Fund s contribution of pro-rata shares to the general fund of $6.5 million as well as a contingency amount of approximately $500,000. Page 271

285 Department of Public Works Solid Waste Fund Mission Statement It is the mission of the Department of Public Works to respond promptly to customer service concerns, to safeguard the environment and to constantly respect the cost consciousness of the citizens of Anne Arundel County through providing: Comprehensive solid waste reduction, collection, recycling, and disposal Innovative design and construction of capital improvement projects that meet the needs of our citizen and business communities County Executive Director of Public Works Solid Waste Administration Equipment Maintenance Community Services Alternative Disposal Landfills Recycling Page 272

286 Department of Public Works Solid Waste Fund Major Accomplishments Received NACO Award for deconstruction of Administration Building at Millersville (93% reused/recycled). Received NACO Award for asphalt shingle recycling at Waste Management Services Facilities. Council adopted comprehensive 10-year Solid Waste Management Plan. Established a schedule for publishing monthly employee newsletters to promote information sharing and ownership. Recycled 131,000 tons of material and diverted 153,000 tons of waste to alternative sites leaving 104,000 to be buried at Millersville Landfill. Received over $2 million in revenue from the sale of batteries, cardboard, compost, scrap metal, paper and cans, bottles and jars thus offsetting expenses. Key Objectives Increase residential recycling in the County to ensure maximum diversion from the Landfill and other disposal sites. Address growing capacity limitations for yard waste processing seeking alternative sites. Continue implementation of the Solid Waste Strategy that minimizes reliance on the Millersville Landfill. Implementation of a Skill Based Pay Program for employees. Page 273

287 Department of Public Works Solid Waste Fund Significant Changes Increases in contractual costs of $200K associated with increasing prices for out-of-county yard waste processing and recycling due to significant growth and inadequate site capacity. Increases in curbside collection contractual costs associated with customer growth and contract costs. Page 274

288 Department of Public Works Solid Waste Fund Comparative Statement of Expenditures Agency: Department of Public Works Fund: Solid Waste Fund General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Administration 8,122,830 9,130,100 8,686,100 9,477, ,000 Alternative Disposal 5,725,705 5,278,700 5,743,700 5,600, ,300 Equipment Maintenance 445, , , ,400 (5,800) Landfills 3,216,011 3,345,000 3,524,000 4,609,200 1,264,200 Community Services 12,445,459 12,703,900 12,782,700 13,727,700 1,023,800 Recycling 9,490,613 9,889,600 9,600,100 10,299, ,800 Total by Character 39,445,881 40,909,500 40,909,500 44,269,800 3,360,300 Object Personal Services 5,004,813 5,308,600 5,136,200 5,679, ,300 Contractual Services 25,464,049 25,651,200 26,181,200 27,597,900 1,946,700 Supplies & Materials 744, , , ,500 75,100 Business & Travel 15,617 18,700 22,100 63,100 44,400 Capital Outlay 932, ,300 1,057,300 1,615, ,100 Debt Service 4,105,158 4,265,100 4,125,100 4,237,400 (27,700) Grants, Contrib. & Other 3,179,020 3,991,200 3,711,200 4,232, ,400 Total by Object 39,445,881 40,909,500 40,909,500 44,269,800 3,360,300 Commentary A major portion of this funds increase is due to the increase of contract costs. Areas such as trash, yard waste and recycling curbside collection make up a majority of the increase. Other contract increases over the previous year are alternative disposal, yard waste processing, and household hazardous waste drop-off. Operation and maintenance of the landfill gas system is also being handled out of this fund s operating account which was previously handled in the Capital Improvement Program. There is one new position added to Community Services. Page 275

289 Department of Public Works Solid Waste Fund Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0211 Office Support Assistant I OS Office Support Assistant II OS Office Support Specialist OS Secretary II OS Secretary III OS Management Aide NR Management Assistant II NR Deputy Director, Public Works NR Program Manager NR Program Specialist I NR Financial Analyst NR Storekeeper II LM Equipment Operator II LM Equipment Operator III LM Automotive Mechanic I LM Automotive Mechanic II LM Automotive Mechanic III LM Welder LM Engineer II NR Maintenance Worker I LM Maintenance Worker II LM Roads Maintenance Supervisor I LM Roads Maintenance Supervisr II NR Solid Waste Collection Inspect LM Solid Waste Collection Supervr NR Environmental Technician LM Landfill Scale Operator LM Solid Waste ScaleHouse Operatr LM Solid Waste Operations Supvr I NR Solid Waste Supervisor NR Landfill Manager NR Solid Waste Operations Supv II NR Manager, Solid Waste Operation NR Assistant Manager, Solid Waste NR Solid Waste Disposal&Maint Mgr NR Solid Waste Community Svcs Mgr NR Solid Waste Operations Admin NR Solid Waste Crew Supervisor NR Solid Waste Equip Maint Superv NR Scale House Supervisor NR Utilities Maintenance Crew Ldr LM Department Summary Page 276

290 Department of Public Works Solid Waste Fund Condition Assessment and Performance Measures Solid Waste is continually assessing the rate of residential recycling and applies significant effort to increase awareness of the benefits of recycling. Solid Waste continually reviews the rate at which trash is disposed into the Millersville Landfill and works to keep disposal to a minimum thus saving valuable landfill space. The Landfill Gas Management System is continually monitored and calibrated to ensure safe effective operating conditions. The processing of over 50,000 tons of yard waste each year is continually monitored to determine the most cost effective methods of compost production. FY03 Act FY04 Act FY05 Est FY06 Proj Customers at curbside 138, , , ,658 Customers at our facilities 630, , , ,466 Total recycling tons at Mill Landfill 28,453 34,331 31,141 32,417 Trash buried per year Mill Landfill 89, ,656 90, ,000 Sudley CC customers per day GBCC customers per day Mill CC customers per day Tons trash collected at curbside 141, , , ,771 Tons yardwaste collected curbside 25,969 29,224 29,179 30,929 Tons recyclables collected curbside 35,241 36,992 35,949 36,309 % trash of waste stream % yardwaste of waste stream % recyclables of waste stream Residential recycling rate Bulk item collections 10,204 10,500 10,800 11,100 Community Clean-ups Note: FY04 statistics above reflect activity from Hurricane Isabel Page 277

291 Department of Public Works Solid Waste Fund Administration Program Statement Administration this program is responsible for the execution of the entire operating budget which includes all aspects of waste collection, disposal, management, recycling, and waste reduction. Public facilities requiring operation and maintenance include: three convenience centers, two closed landfills, and one central active landfill. Private facilities requiring contract oversight are three solid waste transfer stations, two yard waste facilities and one recycling acceptance facility. Strategic plans and initiatives are developed that preserve valuable landfill disposal capacity and promote waste reduction, reuse, and recycling. Page 278

292 Department of Public Works Solid Waste Fund Administration Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 651, , , ,400 46,000 Contractual Services 141, , , ,200 33,100 Supplies & Materials 28,026 27,900 27,900 37,300 9,400 Business & Travel 12,149 17,400 17,400 62,200 44,800 Capital Outlay 6, , Debt Service 4,105,158 4,265,100 4,125,100 4,237,400 (27,700) Grants, Contrib. & Other 3,179,020 3,991,200 3,711,200 4,232, ,400 Total by Object 8,122,830 9,130,100 8,686,100 9,477, ,000 Allocation of Authorized Positions Commentary The primary increase to this budget is a $300,000 increase in the pay-go amount for the Capital Improvement Program. The debt service of $4.2 million is goes toward paying debt on bond funded capital projects. The grants/contribution amount includes a $2.6 million pro-rata share contribution to the General and Utility Funds combined, $800,000 for pay-go funded capital projects, a contingency amount of $300,000 and a Self-Insurance Fund contribution of $66,000. In addition there is a $431,600 contribution to the Solid Waste Financial Assurance Fund to set aside assets to cover long-term post-closure liability at the Millersville Landfill. Page 279

293 Department of Public Works Solid Waste Fund Alternative Disposal Program Statement Alternative Disposal this program captures the cost associated with diverting residential solid waste to private waste disposal facilities in order to prolong the life of the Millersville landfill. The goal for FY2006 is to continue to divert 64% of all residential solid waste. Page 280

294 Department of Public Works Solid Waste Fund Alternative Disposal Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 5,725,705 5,278,700 5,743,700 5,600, ,300 Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 5,725,705 5,278,700 5,743,700 5,600, ,300 Allocation of Authorized Positions Commentary The entire increase in this budget reflects contractual cost increases as well as an increase in tonnage due to customer growth. There are three transfer stations utilized to divert trash from the Millersville Landfill: o Annapolis Junction o Curtis Creek o Calvert Transfer Station Page 281

295 Department of Public Works Solid Waste Fund Equipment Maintenance Program Statement Equipment Maintenance this program maintains approximately 268 pieces valued at $9.8 million of rolling and fixed stock, the majority of which is specialized for trash and recyclable handling, hauling and disposal. Activities encompass all aspects of equipment maintenance such as preventive maintenance, routine inspections, minor and major repairs, and maintaining an adequate parts supplies and materials inventory. Page 282

296 Department of Public Works Solid Waste Fund Equipment Maintenance Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 328, , , ,500 22,900 Contractual Services 42,941 44,100 44,100 51,100 7,000 Supplies & Materials 73,764 49,500 54,500 95,800 46,300 Business & Travel , Capital Outlay ,000 86,500 0 (82,000) Debt Service Grants, Contrib. & Other Total by Object 445, , , ,400 (5,800) Allocation of Authorized Positions Commentary Increases on various items are offset by a decrease in capital outlay. Page 283

297 Department of Public Works Solid Waste Fund Landfills Program Statement Glen Burnie Landfill this facility has been closed since A Remedial Action Closure Plan was approved in 1998 pursuant to a 1997 Consent Agreement with the State that outlines the activities the county must take to close the landfill and protect the environment. The county is required to manage leachate, gas, stormwater and monitor for environmental impacts. Monitoring will continue for five years after the construction project completion date of July 2002, and will culminate in a risk assessment to determine effectiveness of the project. Sudley Landfill this is a 166 acre facility that was officially closed on October 8, A synthetic cap system installation was completed in October, Post closure monitoring and maintenance is conducted on groundwater, surface water, landfill gas (methane), and synthetic cap. Millersville Landfill- this program has five main responsibilities: disposal, recycling and resource recovery, post-closure care, yard waste composting, and wood waste mulching and chipping. This includes responsibility for operating the trash disposal area, processing metal, brush, yard waste, and tires; operating and maintaining the leachate collection, conveyance, plant and holding tanks; operating and maintaining a gas collection system with central enclosed flare; maintaining closed disposal areas, maintaining groundwater and gas monitoring wells; maintaining stormwater ditches, ponds, traps, swales and berms; and performing environmental monitoring. Page 284

298 Department of Public Works Solid Waste Fund Landfills Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,201,477 1,204,500 1,174,500 1,277,700 73,200 Contractual Services 1,362,824 1,411,000 1,641,000 1,877, ,700 Supplies & Materials 139, , , ,300 54,300 Business & Travel , Capital Outlay 511, , ,500 1,244, ,000 Debt Service Grants, Contrib. & Other Total by Object 3,216,011 3,345,000 3,524,000 4,609,200 1,264,200 Allocation of Authorized Positions Commentary An increase in personal services attributable to labor contract increases, temporary labor to fill vacancies ($47,000), and overtime for peak time coverage on the weekends ($40,000) is slightly offset by an increase in turnover ($60,000). Contractual Services includes items such as operation and maintenance of the landfill gas system, an increase of $190,000. This item was previously expended out of the capital program and is now an operating expense. Other contractual service items funded in this budget include topographic flyovers, infrared photography to delineate wet areas, facility repairs, groundwater monitoring, and sediment and erosion control. The capital outlay increase reflects the replacement of a scraper pan with an articulated end dump ($340,000) for hauling material as well as the replacement of a compactor ($425,000) for landfill operations. Page 285

299 Department of Public Works Solid Waste Fund Community Services Program Statement The Bulk Item Collection this program is a service provided to County residents on curbside collection routes to provide collection of appliances and furniture from the curbside. Community Cleanup - this program is a service provided to county residents in their neighborhoods which provides dumpsters to communities to make cleanup of common areas and private properties easier. Curbside Collection - this program is responsible for administering the day-to-day operations for twice weekly curbside collection of residential trash, and once weekly collection of both yard waste and recyclables. These services are provided contractually to more than 145,000 residences throughout the county. This program is responsible for daily inspection and monitoring of services provided by the various private collection companies. Customer service representatives and inspectors ensure that citizen concerns regarding curbside collection are promptly addressed Glen Burnie Convenience Center this center provides a location for North County residents to bring their recyclables and trash. Millersville Convenience Center this center provides a central county location for citizens to bring their recyclables and trash. Sudley Convenience Center - this center provides a location for South County residents to bring their recyclables and trash. Page 286

300 Department of Public Works Solid Waste Fund Community Services Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 2,559,401 2,742,600 2,600,200 2,952, ,600 Contractual Services 9,390,491 9,618,100 9,618,100 10,285, ,000 Supplies & Materials 105,730 93, , ,400 26,200 Business & Travel , (100) Capital Outlay 389, , , , ,100 Debt Service Grants, Contrib. & Other Total by Object 12,445,459 12,703,900 12,782,700 13,727,700 1,023,800 Allocation of Authorized Positions Commentary Personal services includes a new position at the Glen Burnie Convenience Center. At over $9 million, curbside collection is the bulk of this budget s contractual services. Cost increases associated with this budget are: o Temporary employees $42,000 to fill in during vacancies o New Maintenance Worker position at GBCC o Overtime $79,000 to provide coverage during peak times o Mowing service $16,000 o Residential curbside trash collection $359,000 o Replacement of heavy equipment $120,000 Page 287

301 Department of Public Works Solid Waste Fund Recycling Program Statement Recycling this program is designed to preserve valuable, finite landfill space and to maintain a state-mandated recycling rate of at least 20%, as well as selfimposed residential recycling target of 50%. The program provides assistance to residents and businesses on waste reduction, recycling and backyard composting. In addition, the program promotes education in the public schools through developing curricula and holding special events. Page 288

302 Department of Public Works Solid Waste Fund Recycling Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 264, , , ,100 19,600 Contractual Services 8,784,722 9,160,200 9,020,200 9,611, ,600 Supplies & Materials 396, , , ,700 (61,100) Business & Travel 2,337 1,100 1, (300) Capital Outlay 25, Debt Service Grants, Contrib. & Other Total by Object 9,474,288 9,889,600 9,600,100 10,299, ,800 Allocation of Authorized Positions Commentary At $7.6 million, curbside collection of recyclables is a majority of the contractual services. Also included is the processing of yard waste at $1.6 million. The primary increase in this budget is the cost of curbside collection of recyclables and yard waste due to contract cost increases as well as customer growth. Page 289

303 Department of Public Works Utility Debt Service Fund Program Statement The Utility Debt Service Fund accounts for the accumulation of resources for, and the payment of, long-term debt principal and interest incurred for the construction of water and wastewater facilities. Debt is retired primarily through dedicated revenues from water and wastewater assessments and capital connection charges. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 0 80,000 80,000 80,000 0 Supplies & Materials 0 7,000 7,000 7,000 0 Business & Travel Capital Outlay Debt Service 25,490,254 29,402,400 29,402,400 28,921,100 (481,300) Grants, Contrib. & Other 200, , , , ,800 Total by Object 25,690,254 29,689,400 29,689,400 29,404,900 (284,500) Allocation of Authorized Positions Commentary The decrease in debt service reflects principal and interest payments on bond funded capital projects. The grants/contributions line reflects the contribution to the for their share of indirect expenses incurred on behalf of the Utility Debt Service Fund. Page 290

304 Department of Public Works Developer Streetlights Fund Program Statement The Developer Streetlight Special Revenue Fund accounts for the installation of streetlights through developer contributions. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 231,925 1,000,000 1,000,000 1,000,000 0 Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 231,925 1,000,000 1,000,000 1,000,000 0 Allocation of Authorized Positions Commentary Developers pay for installation and any associated repair and electrical costs for a two-year period after which the fixture reverts to the county. Page 291

305 Department of Public Works Maryland City AMT Fund Program Statement The Maryland City Alternative Minimum Tax Fund accounts for developer payment of debt service on the Maryland City water and wastewater expansion project. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service 1,789,594 1,809,500 1,809,500 1,810,500 1,000 Grants, Contrib. & Other Total by Object 1,789,594 1,809,500 1,809,500 1,810,500 1,000 Allocation of Authorized Positions Commentary This budget includes principal and interest on county issued bonds. Page 292

306 Department of Public Works Piney Orchard Wastewater Service Fund Program Statement The Piney Orchard Wastewater Service Fund accounts for the allocation of net operating revenues between the developer who built and operates the Piney Orchard wastewater plant and the county Department of Public Works. Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services 469, , , ,000 0 Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 469, , , ,000 0 Allocation of Authorized Positions Commentary The County handles billings and collections for this fund and retains an administrative fee for the service. Page 293

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308 Department of Aging Mission Statement The mission of the Department of Aging is to: Develop, administer, and advocate for services and programs for older adults and individuals with disabilities which promote choice, independence, and dignity. Advocate for and protect the rights of older adults and adults with disabilities in nursing homes, assisted living facilities, and retirement communities. County Executive Director of Aging Administration Outreach & Referral Nutrition Transportation Long Term Care Senior Centers Volunteers & Employment Page 295

309 Department of Aging Major Accomplishments Served 16,293 adults ranging from age 55 to 105 at the County s seven senior centers. This helped to reduce loneliness, depression, and encouraged the development of new friendships to lessen the impact of losses; 54% participated in social recreational activities. This included physical fitness activities designed to increase blood flow to the brain and muscles which improve thinking and energy levels. Provided a variety of continuing education classes sponsored by Anne Arundel Community College at senior centers to 3,453 mature adults. Provided care-giving information to working caregivers by sponsoring weekend and evening caregiver seminars in various communities. Provided a Single Point of Entry for adults with disabilities, their families, and their service providers to access resource information. Provided 152,850 one way trips to 4,177 individuals to receive medical treatments and to obtain some of the basic things needed to maintain themselves in the home. Increased the mobility of 917 individuals by issuing 28,869 discounted taxi vouchers that gave them access to transportation. Prevented premature institutionalization for more than 600 vulnerable adults through the efforts of case managers; this results in services such as personal care services, chore services, and other critical services to individuals at their residence. Performed comprehensive psychosocial and nursing evaluations to enable 1,961 clients to function as independently as possible. Page 296

310 Department of Aging Key Objectives Open an annex to the O Malley Senior Center using the former Odenton Library. Open the new Senior Center in Annapolis at the former Wiley Bates School. Continue to provide programs and activities that help older adults to stay active and healthy. Continue collaborations to make access to personal care services easier for older adults and adults with disabilities. Continue to support families of older adults in their efforts to care for family members at home. Continue to understand and respond to the needs of the population served by the Department. Continue to work with other agencies and private sector organizations on initiatives to develop and enhance services. Continue to utilize available resources to prevent abuse, neglect, and exploitation of vulnerable adults. Continue to take advantage of technology to enhance the Department s ability to deliver services to the public. Continue to assist older adults and adults with disabilities with their transportation needs. Continue to provide and advocate for programs and services that enable vulnerable adults to be as independent as possible. Continue to plan and develop strategies that shall prepare the County for the most profound changes in the population in the history of the County. Page 297

311 Department of Aging Significant Changes There are no significant changes in the way in which services will be delivered in the upcoming year. As depicted in the accompanying chart, the costs of programs serving Anne Arundel County s seniors have been increasingly shifted from State and Federal agencies to Anne Arundel County taxpayers. These increased costs are in program areas designed not only to give seniors independence and dignity, but to save long term care cost. The County s State and Federal partners in these programs have not kept pace with the cost of these services. Anne Arundel Co Department of Aging Revenues Sources FY01-FY06 s and Grants $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY2001 Actual FY2002 Actual FY2003 Actual FY2004 Actual 05 Adj Budget FY2006 Approved Grants & Other Revenue s Grants & Other Rev. Trend Line. s Trend Line Page 298

312 Department of Aging Comparative Statement of Expenditures Agency: Department of Aging Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Direction/Administration 1,070,542 1,069,200 1,111,700 1,149,200 80,000 Nutrition 1,494,347 1,521,600 1,521,600 1,651, ,600 Transportation 2,412,505 2,352,500 2,457,500 2,618, ,700 Senior Centers 1,623,830 2,152,100 1,998,100 2,308, ,200 Outreach & Referral 476, , , ,400 (12,300) Volunteers & Employment 414, , , ,800 (8,000) Long Term Care 2,629,076 3,051,600 3,051,600 3,190, ,600 Total by Character 10,121,339 11,172,500 11,172,500 11,922, ,800 Object Personal Services 4,674,121 5,348,900 5,308,900 5,522, ,500 Contractual Services 4,012,502 4,104,300 4,195,300 4,507, ,400 Supplies & Materials 1,264,670 1,158,200 1,236,000 1,268, ,500 Business & Travel 67,641 72,500 90,200 84,900 12,400 Capital Outlay 12, , , ,600 50,000 Debt Service Grants, Contrib. & Other 90,377 95, ,500 95,000 0 Total by Object 10,121,339 11,172,500 11,172,500 11,922, ,800 Commentary The Department of Aging budget increases primarily as a result of pay package increase throughout the agency and increased costs of operating the agency s fleet of vans and increase funding for the County s food programs. Because of construction delays, the one time FY2005 purchase of furnishings for the Senior Center at the renovated Wiley Bates School is re-appropriated in FY2006. The Department of Aging is funded primarily by County s, although about $3.6 million in grants supports the budget for FY2006, approximately $38,000 more than the FY2005 budget. Page 299

313 Department of Aging Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjust ed Approved Variance 0106 Director of Aging E Office Support Assistant II OS Office Support Specialist OS Secretary III OS Management Aide NR Management Assistant I NR Senior Management Assistant NR Program Specialist I NR Program Specialist II NR ADA Coordinator NR Human Services Aide I OS Human Services Aide II OS Human Services Specialist NR Human Services Supervisor NR Assistant Director Of Aging NR Department Summary Page 300

314 Department of Aging Condition Assessment and Performance Measures The growth in Anne Arundel County s 55+ population is reflective of what is occurring in the nation. Aging Baby Boomers are causing a dramatic increase in the 55+ population in Anne Arundel County, too. The growth in the population is a driving force in how the Department of Aging accomplishes its mission. Since 2000, the County s 55 and over population has grown from 94,315 to 110,062, a 17% increase in five years. By 2030, Anne Arundel County s 55 and over population will have grown to 175,470, an expected 86% increase in the County s 55+ population. FY2003 FY2004 FY2005 FY2006 Actual Actual Estimate Projected Unduplicated # of meal participants 2,355 2,275 2,400 2,400 Unduplicated # of Van Riders 4,177 4,174 4,180 4,280 Unduplicated # Handy Cab participants # of Repeat Clients for Respite Care Unduplicated # of Senior Center 15,441 16,293 15,593 16,300 participants # of Assisted Living Homes surveyed annually # Ombudsman cases % of a serious nature % % % % # of Case management Waiver recipients # of Senior Care participants #of Friendly Visitor Volunteers # of caregivers of seniors served 946 1,000 1,000 1,000 Page 301

315 Department of Aging Direction / Administration Program Statement The Administrative Bureau provides overall direction to the Department of Aging. The bureau also provides grants to organizations serving Anne Arundel County s seniors. The Administrative Bureau is responsible for handling personnel, technology, and fiscal matters for the Department. Page 302

316 Department of Aging Direction / Administration Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 835, , , ,000 70,000 Contractual Services 106,332 99, , ,400 10,000 Supplies & Materials 55,269 22,200 49,200 22,200 0 Business & Travel 2,802 7,600 9,100 7,600 0 Capital Outlay , Debt Service Grants, Contrib. & Other 70,377 75,000 75,000 75,000 0 Total by Object 1,070,542 1,069,200 1,111,700 1,149,200 80,000 Allocation of Authorized Positions Commentary The changes in the budget for Administration are almost entirely attributable to salary and benefit changes from pay package increases for the same employees funded in this Unit in FY2005. The budget includes a $20,000 increase for a part-time seasonal employee to assist with clerical duties. Contractual Services increases to fund the increased fuel costs of the vehicles used by the staff. Page 303

317 Department of Aging Nutrition Program Statement The Nutrition Program is responsible for providing nutritious, appetizing, low cost meals in comfortable and safe environments to persons 60 years and over. Meals provided are hot lunch, cold breakfast, and emergency shelf stable meals for inclement weather conditions. In addition to meals, the program provides socialization, consumer information, health and nutrition education, nutrition counseling, direct health and health screening. Many volunteer opportunities are available for seniors in the nutrition program. For the past four years, the Nutrition Program has administered the Farmer s Market Nutrition Program, where eligible seniors can redeem vouchers for fresh produce at local markets. In addition to the Federal nutrition program, the County subsidizes the Family Dining Program. Begun in 1998, the number of participants in the program continues to grow. In FY05, the program expects to serve 950 participants. The Nutrition program will serve 245,000 meals at nutrition sites located throughout the County in schools, churches, senior living communities, and senior centers. Page 304

318 Department of Aging Nutrition Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 175, , , ,700 5,500 Contractual Services 532, , , ,200 38,600 Supplies & Materials 784, , , ,600 85,800 Business & Travel 1,214 4,000 4,000 3,700 (300) Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 1,494,347 1,521,600 1,521,600 1,651, ,600 Allocation of Authorized Positions Commentary In addition to ordinary pay package changes for the Nutrition staff, contractual services increase to cover inflationary increases in the cost of the contractual catering services providing meals to seniors. The supplies budget, which includes the costs of specialty food programs increases to cover additional meals through the family dining program and the costs of food coupons for purchases made at farmer s markets. Page 305

319 Department of Aging Transportation Program Statement The Transportation Bureau transports seniors around Anne Arundel County through two basic programs: Van transportation provides direct transport for seniors and eligible citizens with disabilities on the County-owned fleet of vans, many of which are wheel chair accessible. There is no cost to the passengers. The vans are operated by a contractor; the vehicles are owned and maintained by the County. The Handycab program provides seniors transportation by a voucher program wherein seniors purchase discounted coupons to ride taxis. Page 306

320 Department of Aging Transportation Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 253, , , ,300 (25,800) Contractual Services 2,135,725 2,062,800 2,167,800 2,354, ,500 Supplies & Materials 21,674 16,900 16,900 16,900 0 Business & Travel 1,298 1,700 1,700 1,700 0 Capital Outlay 80 5,000 5,000 5,000 0 Debt Service Grants, Contrib. & Other Total by Object 2,412,505 2,352,500 2,457,500 2,618, ,700 Allocation of Authorized Positions Commentary The Transportation Bureau personal services budget decreases from staff turnover that is, new employees replacing exiting employees at net decreases to the payroll. The increase in contractual services is to cover the added costs of contractor operations of the agencies fleet of vans. The increase is primarily to cover the contractor s cost of insurance and fuel for the fleet. Transportation programs receive about 15% of funds from sources other than the County. Page 307

321 Department of Aging Senior Centers Program Statement The Senior Center program s goal is to improve the quality of life of older persons and help them to maintain a vital, healthy and productive lifestyle for longer years, enabling them to live in independent living arrangements appropriate for their daily needs. Senior Centers are the focal point in the community, offering programs and services for older adults that are designed to: enhance the dignity of older persons, support their independence, increase socialization opportunities, provide mentally stimulating educational opportunities, provide cultural awareness and promote health and wellbeing through physical activities and health programs. In FY2005 Anne Arundel County s seven senior centers served 16,293 adults ranging from ages 55 to 105 years. The County s Senior Center Plus program provides services and activities for seniors whose condition is generally frailer than others. The Department, in conjunction with Anne Arundel County College, offers educational programming at the Centers. Page 308

322 Department of Aging Senior Centers Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,102,421 1,238,200 1,208,200 1,326,600 88,400 Contractual Services 449, , , ,100 18,700 Supplies & Materials 57,719 66,500 66,500 65,600 (900) Business & Travel 4,684 9,400 9,400 9,400 0 Capital Outlay 9, , , ,600 50,000 Debt Service Grants, Contrib. & Other Total by Object 1,623,830 2,152,100 1,998,100 2,308, ,200 Allocation of Authorized Positions Commentary The personal services budget for the County s Senior Centers and the Senior Plus program changes primarily because of pay package changes for the existing staff and to increases a part-time position at the Pasadena Senior Center is being converted to full time. Contractual services costs increase primarily to cover rental cost increases at the leased Annapolis and Pasadena centers. Once the Bates Center opens, the Eastport site will be closed and free-up lease expenses in FY2007. Funds for a temporary employees are provided in personal services in anticipation of opening the old Odenton Library building as an annex to the O Malley Senior Center. Funds for new furnishings are included as are funds for replacement furnishings at the South County Senior Center. Because of delays in constructing the Annapolis Senior Center, the FY05 capital outlay purchases for furnishing at the new center at the Wiley Bates School will lapse; funds are being re-appropriated for FY2006. The Senior Center Plus program is the only Senior Center program to receive non-county funding and that funding is reduced by about 10% in FY2006 to just over $61,000. Page 309

323 Department of Aging Outreach and Referral Program Statement The Older Americans Act provides for the establishment and maintenance of information and referral services in sufficient numbers to assure that all older individuals within the planning and service area will have reasonably convenient access to such services. In furtherance of this Federal law and with State law requiring a Single Point of Entry, the Outreach and Referral Bureau provides senior citizens or those concerned with the needs of the elderly and disabled adults with reliable information and assistance by: Linking elderly and disabled residents who are in need of assistance with the support services required to meet their needs. Providing screening and assessment services for elderly and disabled callers or their representatives to help define problem areas and determine eligibility for needed services. Advocating for the elderly and assisting with the completion of applications for benefit programs. Providing on site information, assistance, and guidance to participants at Senior Centers, Nutrition Sites, and Senior Housing complexes and other designated locations. Assisting the homebound frail elderly to access the necessary services that will allow them to remain in their own homes and communities. Providing case management for those clients who require on-going assistance. Educating the public about resources available for seniors. Maintaining a website resource directory for seniors, families & caregivers, and adults with disabilities. Partnering with local businesses in order to enhance delivery of services. Page 310

324 Department of Aging Outreach and Referral Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 466, , , ,600 (20,900) Contractual Services 2,406 4,000 4,000 6,900 2,900 Supplies & Materials 2,912 8,800 8,800 9, Business & Travel 4,400 5,400 5,400 10,500 5,100 Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 476, , , ,400 (12,300) Allocation of Authorized Positions Commentary The budget for Outreach programs decreases slightly as a result of staff turnover offset by minor increases in costs associated with meetings and presentations to provide information to seniors and their families. Because of decreased expenses Outreach and Referrals programming is one of two areas of the Department of Aging budget to see a net increase in non- County funding. Page 311

325 Department of Aging Volunteers and Employment Program Statement The Volunteers and Employment Bureau provides services to the community and seniors through a variety of programs, including: The Friendly Visitor program is designed to enhance and improve the quality of life of homebound seniors. Volunteers are recruited, trained, placed and monitored in the homes of elderly clients throughout the County. The volunteers make a commitment to visit once a week for at least an hour per visit. Program staff monitors the volunteers. The Program has 50 clients and volunteers make approximately 1000 visits to them annually. The Foster Grandparent Program (FGP) delivers service to Anne Arundel County s special needs children by placing trained, senior, volunteer Foster Grandparents in outcome-based roles in non-profit childcare institutions, schools, transitional centers, and at-risk youth centers. Approximately 54 volunteers offer one-on-one mentoring, tutoring, and personal care assistance in 14 sites across the County. The Retired and Senior Volunteer Program (RSVP) volunteers contribute to the quality of life in Anne Arundel County in many venues: o 185 RSVP Nutrition volunteers serve hot meals to seniors daily at 21 senior centers and nutrition sites; o 55 RSVP volunteers provide technical and administrative support to the Anne Arundel County Police; o 22 RSVP volunteers guarantee daily telephone reassurance to 150 isolated/ home-bound elderly residents; o 50 RSVP volunteers prepare and e-file file tax returns for 1500 senior clients; o 12 RSVP volunteers take a message of personal emergency preparedness into the community. Page 312

326 Department of Aging Volunteers and Employment Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 227, , , ,000 (37,000) Contractual Services 144, , , ,900 15,300 Supplies & Materials 8,215 10,400 13,200 15,600 5,200 Business & Travel 15,074 12,800 29,000 21,300 8,500 Capital Outlay Debt Service Grants, Contrib. & Other 20,000 20,000 26,500 20,000 0 Total by Object 414, , , ,800 (8,000) Allocation of Authorized Positions Commentary The budget for Volunteer programs decreases as a result of staff turnover. The budget includes an increase in County funds for the foster grandparents program s volunteer expenses. Because of decreased expenses Volunteers programming is one of two areas of the Department of Aging budget to see a net increase in non-county funding. Page 313

327 Department of Aging Long Term Care Program Statement The Long Term Care Bureau provides a variety of direct care and support programs for seniors and their families: The Sheltered Housing program s main objectives are to oversee the quality of care and services offered in residential assisted living and congregate living facilities. The program reviews assisted living homes serving four to sixteen residents annually and monitors them regularly throughout the year. The program recommends licensure renewals to the Maryland Office of Health Care Quality. Additionally, complaints about care, abuse or neglect, and residents rights violations are investigated in tandem with a care team, which could include Ombudsman, Adult Protective Services or Medicaid Waiver Program representatives. The Ombudsman program advocates for residents of 15 Anne Arundel County nursing homes and 78 assisted living facilities on issues that adversely effect their health, safety and rights. The program works for quality care in these facilities by consulting with administrators and professional staff of facilities and educates the public on the subject of long term care services, resident rights and related concerns. The Ombudsman program recruits, trains, and supervises volunteer advocates in County nursing homes. The Medicaid Waiver for Older Adults allows services that are typically covered by Medicaid only in a Long Term Care Facility to be provided to eligible persons in their own homes or in an assisted living facility. These services include home delivered meals, environmental accessibility adaptations, personal emergency response services, personal care services, assistive devices and respite care services. In the last four years, the program processed over 920 applications and provided case management and services for 450 clients and currently serves 214 clients. The Senior Care/Community Care Partnership (CCP) Program aims to delay nursing home placement by offering effective alternatives to the frail elderly in Anne Arundel County. The Adult Evaluation and Review Services Program (AERS) evaluates each client eligible for CCP services who may receive purchased services such as personal care (bathing, dressing), homemaker services (meal preparation, grocery shopping, light housekeeping), adult day care, medications, medical supplies and incontinent supplies. Other programs in the Long Term Care Bureau include the Caregivers Program, the Respite Care Program, the Senior Health Insurance Program, and the Guardianship programs. Page 314

328 Department of Aging Long Term Care Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,612,632 2,009,900 2,009,900 2,103,200 93,300 Contractual Services 641, , , ,900 26,400 Supplies & Materials 334, , , ,400 19,800 Business & Travel 38,169 31,600 31,600 30,700 (900) Capital Outlay 1, Debt Service Grants, Contrib. & Other Total by Object 2,629,076 3,051,600 3,051,600 3,190, ,600 Allocation of Authorized Positions Commentary The budget for Long Term Care Programs increases to meet the costs of pay package for existing staff and to cover the costs of service increases in the sheltered housing, care-givers, and case management programs. Page 315

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330 Department of Recreation and Parks Mission Statement The mission of the Department of Recreation and Parks is to provide quality leisure services to the citizens of Anne Arundel County by offering affordable active and passive recreational opportunities, maintaining and operating County park facilities, and by preserving and protecting sensitive environmental and historic sites. The department also seeks to provide affordable before and after school day care programs. County Executive Director of Recreation & Parks Child Care Fund Director's Office Parks Mgmt & Develop Athletic Facility/Programs Environmental Facilities Organized Recreation Recreation Programs Special Facilities Park Maintenance Page 317

331 Department of Recreation and Parks Major Accomplishments Completed master plan for Shady Side area park and started developing master plan for Peninsula Park. Drafted new regulations for Agricultural Preservation Program. Completed the Farm Complex at Kinder Farm Park and started construction of London Town Visitor s Center. Expanded Before and After Child Care sites to 31 schools with the additions at Harman and Manor View elementary schools. Expanded Jug Bay property by over 300 acres through the purchase of the Riggleman property. Acquired Weinberg property (235 acres). Key Objectives Complete Land Preservation plan and Parks and Recreation Plan. Complete reconstruction of Jonas Green and begin construction of East Park Aquatic Center. Complete Phase II of the WB&A Trail. Add new Child Care sites at Mayo and Marley Elementary Significant Changes New Child Care sites added at Mayo and Marley Elementary schools. Provision of health care benefits to Child Care Center directors to be funded by a rate increase ($100,000). Includes $100,000 increase in equipment replacement funding. Three new positions to address needs in program scheduling and staffing newly opened sections of trails. Increase in maintenance grant funding of $100,000. Operation of Eisenhower and Compass Pointe golf courses included to formalize County take-over. Page 318

332 Department of Recreation and Parks Comparative Statement of Expenditures Agency: Department of Recreation and Parks Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Director's Office 822, , , , ,600 Organized Recreation 2,531,674 2,496,900 2,646,900 2,781, ,800 Parks Mgmt & Develop 393, , , ,300 34,500 Recreation Programs 1,628,843 1,901,700 1,801,700 1,977,700 76,000 Athletic Facility/Programs 1,906,958 1,996,500 2,096,500 2,192, ,800 Special Facilities 2,161,022 2,018,800 2,168,800 2,422, ,200 Environmental Facilities 1,446,616 1,578,600 1,578,600 2,006, ,900 Park Maintenance 2,887,175 2,894,600 2,694,600 3,203, ,900 Eisenhower Golf Course ,655,000 1,655,000 Compass Pointe Golf C ,408,000 3,408,000 Total by Character 13,777,731 14,163,400 14,263,400 21,062,100 6,898,700 Object Personal Services 8,640,813 9,079,700 9,124,700 9,794, ,900 Contractual Services 2,910,254 2,883,800 2,913,800 7,221,100 4,337,300 Supplies & Materials 763, , , ,700 71,600 Business & Travel 25, , ,600 15,300 (103,300) Capital Outlay 106, , , , ,700 Debt Service , ,000 Grants, Contrib. & Other 1,330,573 1,219,500 1,219,500 2,371,000 1,151,500 Total by Object 13,777,731 14,163,400 14,263,400 21,062,100 6,898,700 Commentary The budget includes increases in funding for maintenance services, seasonal part-time funding, and funding for the acquisition of grounds maintenance materials. The personal services increase is primarily a result of negotiated labor agreements, but also includes $265,300 for three new positions and an additional $145,000 in funding for seasonal part-time workers. Projected revenues comprise 28% of the general fund budget of $15.9 million (excluding both golf courses). Page 319

333 Department of Recreation and Parks Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0175 Director Of Recreation & Parks E Admin Secty To Dpt/Agency Head E Office Support Assistant I OS Office Support Specialist OS Secretary III OS Management Aide NR Management Assistant I NR Management Assistant II NR Senior Management Assistant NR Budget Mgmt Analyst III NR Program Specialist I NR Program Specialist II NR Planner I NR Equipment Operator I LM Automotive Mechanic II LM Facilities Maintenance Mech I LM Facilities Maintenance Mech II LM Construction Inspector Supervr NR Maintenance Worker I LM Maintenance Worker II LM Roads Maintenance Supervisr II NR Park Ranger NR Recreation Supervisor NR Recreation Specialist NR Parks Administrator NR Recreation Administrator NR Chief, Rec & Athletics Program NR Park Maintenance Supervisor NR Park Maintenance Foreman LM District Park Maintenance Supv NR Sports Complex Supervisor NR Rec&Parks Facility Superintend NR Rec&Parks Facility Superintend NR Facility Supt Trails/Greenways NR Naturalist NR Horticulturist I LM Horticulturist II NR Chief, Envir Fac & Programs NR Asst Golf Course Maint Supt NR Turf Maintenance Assistant NR Turf Maintenance Specialist NR Chief Of Plan & Const Programs NR Department Summary Page 320

334 Department of Recreation and Parks Condition Assessment and Performance Measures The department s open space includes community parks, greenways, archaeological, environmental and historical preserves, and large regional facilities occupying several hundred acres of land. Recreational programs continue to increase both in the number of participants as well as in the number of programs offered through County Youth, Adult, and Community Sports Leagues, Recreation Programs and Summer Camps. In conjunction with this, the Department s Facility Scheduling Office schedules the permitted use of 113 schools and 63 parks by 628 accredited community organizations, translating to approximately 6,000 requests for the use of county school facilities. Recreation and Parks Therapeutic Division currently serves approximately 300 identified participants in year-round therapeutic recreation programs. Significant amounts of parkland acreage in recent years have been acquired by donation, including all or parts of the Harry & Jeanette Weinberg Park (235 acres), Ferry Branch Park (182 acres), the Ford Property (103 acres), and the WB&A Trail (Constellation Property, 200 acres). Recent additions to the park system include expanded operations at the Trails with the opening of the first phase of the WB&A trail, operation of the completed farm complex at Kinder Farm Park, the opening of Davidsonville Park and the expansion of Broadneck Park. Alternative methods to accomplish park maintenance are being pursued through increased contractual mowing and maintenance grants. Measure FY03 Act. FY04 Act. FY05 Est. FY06 Proj. Participants- recreation programs 88,000 91,000 93,000 95,000 Acreage of unimproved park land 3,700 5,311 6,000 6,500 Miles of trails Playing fields maintained Playgrounds maintained Revenue Recovery Direct Costs Recreation programs 95% 95% 96% 100% Athletic programs 73% 88% 76% 77% Downs Park 30% 30% 29% 28% Quiet Waters Park 76% 59% 61% 55% Kinder Farm Park 9% 19% 19% 19% Lake Waterford Park 4% 10% 10% 6% Mayo Beach Park 104% 145% 82% 86% Page 321

335 Department of Recreation and Parks Director s Office Program Statement This program provides overall direction, planning and control at department level and includes the Director, two Parks Administrators, a Recreation Administrator and support staff of a Budget and Management Analyst, and Administrative Secretary. Parks Administration is responsible for the day-to-day operation and maintenance of County park facilities and long range planning for the acquisition, development, and operation of future facilities. Recreation Administration is responsible for overall planning and operations of the department s recreational programming including basic recreation programs, adult and youth athletic programs, and the Before and After School Child Care Program. Page 322

336 Department of Recreation and Parks Director s Office Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 629, , , ,000 30,000 Contractual Services 82,414 85,400 85,400 87,200 1,800 Supplies & Materials 28,000 20,400 20,400 24,000 3,600 Business & Travel 1,059 1,000 1,000 1, Capital Outlay Debt Service Grants, Contrib. & Other 81, , , ,200 68,500 Total by Object 822, , , , ,600 Allocation of Authorized Positions Commentary Regional cultural arts grants are budgeted at $150,500 as follows: o Annapolis Symphony Orchestra $40,000 o First Night Annapolis $ 2,000 o July 4th Annapolis $10,000 o Mitchell's Art Gallery $10,000 o Baltimore Museum of Art $10,000 o Baltimore Museum of Industry $ 5,000 o Baltimore Symphony Orchestra $10,000 o Baltimore Zoo $10,000 o Center Stage $ 2,000 o MD Historical Society $ 5,000 o MD Science Center $10,000 o National Aquarium $10,000 o Walters Art Gallery $10,000 o Pride of Baltimore $ 5,000 o Port Discovery $ 2,500 o Chesapeake Children's Museum $ 1,000 o Park Performances by Talented Groups $ 8,000 The increase in personal services results from built-in personal services cost increases. Community grants are restored at a budgeted level of $20,000. Page 323

337 Department of Recreation and Parks Organized Recreation Program Statement Recreation Administration provides the staffing responsible for planning and implementing a wide variety of recreation programs. This Bureau includes funding for the department's program guide, background checks and Community Use of Schools: Athletic Programs - This division is responsible for providing department's youth and adult sports programs. Funding is used for the direct operating expenses associated with the programs, including officiating fees and supplies. Teams are charged a league fee to participate in county leagues. Recreation Programs - This activity provides funding for the management of a wide variety of recreational programs provided by the department. Specifically, these funds provide for the part-time staff of instructors that actually run the programs and deal directly with the participants in the programs, as well as any required supplies. Randazzo Softball Park The Randazzo Softball Park is a 22-acre adult softball complex that provides recreational activities, competitive league play, and tournament play. The Park has three softball diamonds and is managed by one full-time employee who also manages Cannon Stadium. A typical week has league play from 6:00 p.m. to 10:30 p.m. on weeknights, with tournament play on the weekends. Cannon Stadium The Harman's Park/Joe Cannon Stadium is a 22-acre recreation area and baseball complex that hosts competitive league play, college games, youth tournaments, the high school game of the week and the high school state tournament. The park is open March thru October, and plays host to an average of 380 games a year. Ordnance Road Adult Athletic Complex The Bachman Sports Complex is a 55- acre adult sports complex that provides recreational activities, competitive league play, and tournament play. This complex contains six softball, one baseball and one multi-purpose field. One full-time superintendent and one full-time maintenance foreman are assigned to manage and perform maintenance duties. Aquatics - The Arundel Olympic Swim Center features a temperature controlled, indoor 50 meter by 25 yard swimming pool with adjacent wading pool, a poolside 17-person spa, two 1-meter diving boards and fully equipped locker rooms. The facility is opened seven days a week (97 hours a week). Users pay moderate admission and program fees. Page 324

338 Department of Recreation and Parks Organized Recreation Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,090,197 1,144,000 1,244,000 1,327, ,400 Contractual Services 359, , , ,300 46,500 Supplies & Materials 139, , , ,500 5,400 Business & Travel 1,214 2,000 2,000 1,500 (500) Capital Outlay Debt Service Grants, Contrib. & Other 941, , , ,000 50,000 Total by Object 2,531,674 2,496,900 2,646,900 2,781, ,800 Allocation of Authorized Positions Commentary The increase in personal services results from higher personnel costs incurred during FY2005 and the conversion of a Recreation Specialist position from 80% to 100% ($12,200). A new Management Aide position is also budgeted ($47,000) to address the need for assistance in scheduling the myriad selection of recreation and athletic programming provided. The contractual services budget includes the following items: o Background checks - $68,000 o Credit card fees - $43,000 o Armored car service- $ 3,000 o Vehicle operating and replacement- $63,800 Community Use of Schools is budgeted at an increase of $50,000 for a total budget of $850,000, equal to the level of funding historically provided prior to earlier budget reductions. Page 325

339 Department of Recreation and Parks Parks Mgmt & Develop Program Statement This program provides for capital project planning, acquisition, funding, and supervision in construction or renovation of park facilities. Liaison is maintained with state agencies for funding and acquisition under Project Open Space and other grant programs. The bureau initiates long range planning and coordinates reviews of subdivision recreation areas. Planning and Construction The Planning and Construction Division works with citizens, user groups and other agencies to identify land preservation and recreational facility needs. Working in partnership with the Department of Public Works, the division oversees the acquisition and development of appropriate parcels of parkland to serve the full spectrum of Anne Arundel County s recreational needs. Page 326

340 Department of Recreation and Parks Parks Mgmt & Develop Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 377, , , ,600 31,600 Contractual Services 13,832 15,800 15,800 17,200 1,400 Supplies & Materials 1, ,500 1,500 Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 393, , , ,300 34,500 Allocation of Authorized Positions Commentary The increase in personal services results from built-in personnel costs and the conversion of a Management Assistant I position from 80% to full-time ($9,500). Page 327

341 Department of Recreation and Parks Recreation Programs Program Statement Recreation Programs - This activity provides funding for the direct expenditures associated with the wide variety of recreational programs provided by the department. Specifically, these funds provide for the part-time staff of instructors that actually run the programs and deal directly with the participants in the programs, as well as any required supplies. Did you Know? Recreation and Parks offers over 1,000 programs at 91 locations in the County? Page 328

342 Department of Recreation and Parks Recreation Programs Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 928,010 1,066, ,600 1,089,800 23,200 Contractual Services 557, , , , ,000 Supplies & Materials 107,128 87,400 87, ,800 16,400 Business & Travel 17, , ,800 5,200 (102,600) Capital Outlay Debt Service Grants, Contrib. & Other 17,875 20,000 20,000 30,000 10,000 Total by Object 1,628,843 1,901,700 1,801,700 1,977,700 76,000 Allocation of Authorized Positions Commentary The reduction in the Business and Travel category and the increase in Contractual Services reflect the transfer of appropriation for charter bus expenses to the object in which they are actually being expended. Page 329

343 Department of Recreation and Parks Athletic Facility/Programs Program Statement Athletic Programs - This division is responsible for the department's youth and adult sports programs. Funding is used for the direct operating expenses associated with the programs, including officiating fees and supplies. Teams are charged a league fee to participate in county leagues. o Randazzo Softball Park The Randazzo Softball Park is a 22-acre adult softball complex that provides recreational activities, competitive league play, and tournament play. The Park has three softball diamonds and is managed by one full-time employee. A typical week has league play from 6:00 p.m. to 10:30 p.m. on weeknights, with tournament play on the weekends. o Cannon Stadium- The Harman's Park/Joe Cannon Stadium is a 22-acre recreation area and baseball complex that hosts competitive league play, college games, youth tournaments, the high school game of the week and the high school state tournament. The park is supervised by a full-time county employee, is open March thru October, and plays host to an average of 380 games a year. o Ordnance Road Adult Athletic Complex The Bachman Sports Complex is a 55-acre adult sports complex that provides recreational activities, competitive league play, and tournament play. This complex contains six softball, one baseball and one multi-purpose field. One full-time superintendent and one full-time maintenance foreman are assigned to manage and perform maintenance duties. o Aquatics - The Arundel Olympic Swim Center features a temperature controlled, indoor 50 meter by 25 yard swimming pool with adjacent wading pool, a poolside 17-person spa, two 1-meter diving boards and fully equipped locker rooms. The facility is opened seven days a week (97 hours a week). Users pay moderate admission and program fees. Page 330

344 Department of Recreation and Parks Athletic Facility/Programs Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,039,044 1,040,600 1,090,600 1,119,400 78,800 Contractual Services 730, , , ,100 77,500 Supplies & Materials 135, , , ,800 24,500 Business & Travel Capital Outlay 2, ,000 15,000 Debt Service Grants, Contrib. & Other Total by Object 1,906,958 1,996,500 2,096,500 2,192, ,800 Allocation of Authorized Positions Commentary An increase of $50,000 is budgeted in special pays to fund a modest increase in both pay rates and number of temporary part-time employees. The maintenance and operation expenditures are budgeted with the following increases: o Electricity $40,000 (primarily at the pool) o Turf management materials (fertilizers, etc.) - $10,000 o Landscaping and grounds materials - $33,000 o Capital outlay for Cannon - $15,000 Increase budgeted in funding for officials to fund increases in basic rates of pay to aid in attracting and retaining officials - $34,600. The budget includes an additional $32,900 in seasonal part-time pay at the pool, as well as an anticipated increase of $33,000 in the cost of electricity consumed at that location. Page 331

345 Department of Recreation and Parks Special Facilities Program Statement To preserve, protect and enhance the parkland, facilities and programs assigned to the Division so that we may offer quality active and passive leisure experiences for the citizens of Anne Arundel County. Downs Park - is a 231 acre site that offers a wide range of recreational opportunities that include 3.6 miles of paved trails, children's playground, picnic areas, picnic pavilions, fishing, garden area, natural areas, senior exercise trail, youth camping area, athletic fields, visitors center, meeting room, scenic Chesapeake Bay overlook, and a variety of recreational programs. Quiet Waters Park - is a 336 acre site that offers a wide range of recreational opportunities that include 6 miles of paved trails, children's playground, picnic areas, picnic pavilions, visitors center, Blue Heron Center, formal gardens, boat rentals, concert pavilion, dog park, natural areas, a scenic South River overlook, and a variety of recreational programs. Kinder Farm Park - is a 288 acre site that offers a wide range of recreational opportunities that include 2.4 miles of paved trails, children's playground, picnic areas, picnic pavilions, horse riding trails, natural areas, interpretive farm, athletic fields and a variety of recreational programs. Lake Waterford - is a 108 acre site that offers a wide range of recreational opportunities that include nature trails, children's playground, picnic areas, picnic pavilions, fishing, a 12-acre lake, natural areas, athletic fields and courts and a variety of recreational programs. Thomas Point Park - is a 40 acre site that is an environmentally sensitive, limited access park that offers fishing areas, nature trails and a picnic pavilion. Page 332

346 Department of Recreation and Parks Special Facilities Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,790,722 1,685,000 1,785,000 1,976, ,100 Contractual Services 243, , , ,600 69,600 Supplies & Materials 125,434 99, , ,800 33,200 Business & Travel 564 1,200 1,200 2, Capital Outlay ,500 8,500 Debt Service Grants, Contrib. & Other Total by Object 2,161,022 2,018,800 2,168,800 2,422, ,200 Allocation of Authorized Positions Commentary Downs Park represents $633,500 of the total budget and increases about $106,500 over last year. Quiet Waters Park accounts for $806,300 of the total budget and increases about $72,000 over last year. Kinder Farm Park represents $609,400 of the total budget and increases by about $164,800 over last year. Most of the increase ($97,000) provides seasonal part-time workers for staffing the gatehouse ($32,000), providing required maintenance at the facility ($32,000) and part-time rangers ($33,000). Lake Waterford accounts for $220,000 of the total budget and increases by $46,000 over last year. Revenues collected at each of these facilities are projected to total $742,000, or almost one-third of the direct operating costs reflected here. Page 333

347 Department of Recreation and Parks Environmental Facilities Program Statement The Natural and Cultural Resources or Environmental Facilities bureau is dedicated to protecting and preserving the natural, historical, and agricultural lands and buildings within the County, while providing opportunities for the public enjoyment and education of these resources. Jug Bay - is a wetlands sanctuary dedicated to education, research and stewardship. Mayo Beach Park - located on the South River, the park provides facilities for weddings, meetings, conferences, public swimming, and general use by groups. Trails - this activity oversees the ownership and operation of a nationally recognized trail system including the B&A, BWI, Jonas Green, WB&A, South Shore and Broadneck Trails. Unimproved properties - this function is responsible for the care and management of park lands that have been purchased for conservation purposes or have not been developed for active use. Operations at Beverly-Triton are funded here as is the Agricultural Preservation Program. Funding for the historic properties at Londontown and Hancock s Resolution are included in this bureau. Page 334

348 Department of Recreation and Parks Environmental Facilities Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,078,825 1,176,500 1,176,500 1,314, ,300 Contractual Services 128, , , ,400 52,900 Supplies & Materials 105, , , ,400 (13,600) Business & Travel 2,767 6,100 6,100 3,200 (2,900) Capital Outlay 9,050 2,700 2,700 55,900 53,200 Debt Service Grants, Contrib. & Other 121, , , , ,000 Total by Object 1,446,616 1,578,600 1,578,600 2,006, ,900 Allocation of Authorized Positions Commentary The FY2006 budget is comprised of the following: o Jug Bay at $341,200 o Mayo Beach Park at $57,700 o Trails at $1,013,900 o Unimproved properties at $593,700 (includes $321,800 grant to Londontown) Two new positions ($89,200) are budgeted for operation of newly opened trails; one Park Ranger and one Maintenance Worker along with two vehicles and associated operating expenses for use by those positions ($55,200). The grants funding of $321,800 is the ongoing County contribution to the Londontown Foundation for operation of the complex plus an increase of $200,000 for operation of the new visitor center. Page 335

349 Department of Recreation and Parks Park Maintenance Program Statement The Bureau s mission is to effectively utilize all available resources to provide the public with inviting, attractive, safe, well-maintained and clean recreational facilities and green spaces. Community Park Operations - this program provides recurring maintenance activities that ensure public safety in non-staffed parks, as well as protection of county investment in park properties. Horticulture- This section provides intensive maintenance and beautification for county parks and maintains floral gardens at the Swim Center, Londontown Gardens, and Quiet Waters Park. The staff is supplemented by part time and seasonal employees. Page 336

350 Department of Recreation and Parks Park Maintenance Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,706,973 1,916,000 1,791,000 1,854,500 (61,500) Contractual Services 793, , , , ,600 Supplies & Materials 122, , , , Business & Travel 1, ,700 1,200 Capital Outlay 94, , , , ,000 Debt Service Grants, Contrib. & Other 167, , , , ,000 Total by Object 2,887,175 2,894,600 2,694,600 3,203, ,900 Allocation of Authorized Positions Commentary An increase of $57,500 is included for contractual mowing. The budget includes $200,000 for general replacement of equipment utilized in the maintenance of park facilities; the normal funding level is $100,000. Maintenance grant funding is budgeted at a level of $275,000, an increase of $100,000. This funding provides community park maintenance valued at several times that amount. Did you Know? The department is responsible for over 5,600 acres of developed park land and athletic fields, and another 5,200 acres of open space? Page 337

351 Department of Recreation and Parks Eisenhower Golf Course Program Statement Eisenhower Golf Course is an 18-hole public golf course with a driving range and a practice putting green. It is located in Crownsville, off General s Highway on land leased from the City of Annapolis. The County constructed the golf course in the mid- 1960s and operates it under a lease that expires in Revenue Greens Fees $ 970,000 Cart Fees $ 370,000 Driving Range $ 15,000 Pro Shop Sales $ 100,000 Food & Beverage $ 170,000 Club Rentals $ 20,000 Other $ 10,000 Total Revenue $ 1,655,000 Appropriation Contract Services $ 1,195,000 Rent to City of Annapolis $ 230,000 Transfer to Capital Project Fund $ 230,000 Total Appropriations $ 1,655,000 Page 338

352 Department of Recreation and Parks Eisenhower Golf Course Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services ,195,000 1,195,000 Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other , ,000 Total by Object ,655,000 1,655,000 Commentary The County will again begin operating Eisenhower on or about July 1 of 2005, taking over from the Maryland Economic Development Corporation (MEDCO) who had been operating the course since 1999 under MEDCO s agreement for development of the Compass Pointe Golf Course. The County will utilize Billy Casper Golf, Inc. to manage the course s operation on a day-today basis under a management agreement. The County splits the profits of the golf course with the City of Annapolis on a basis. The recent history and estimated rounds played per year are shown in the following table: E 2006E 47,811 47,092 48,953 37,019 35,200 38,000 41,400 Appropriation Detail of Contract Services Cost of Goods Sold: Pro Shop Merchandise $ 75,000 Food $ 30,000 Beverage $ 24,000 Golf Operations $ 200,000 General & Administrative Expense $ 160,000 Golf Course Maintenance Expense $ 400,000 Food & Beverage Expense $ 80,000 Marketing $ 15,000 Golf Cart Leases $ 62,000 Equipment Leases $ 45,000 Capital Improvements $ 20,000 Management Fee $ 82,000 Miscellaneous $ 2,000 Total $ 1,195,000 Page 339

353 Department of Recreation and Parks Compass Point Golf Course Program Statement Compass Pointe Golf Course is a 36-hole public golf course with a driving range and a practice putting green. It is located on County owned land in Pasadena, off Ft. Smallwood Road. Twenty-seven of the holes are presently operational and it is anticipated that the remaining nine holes will be completed by July 1, Revenue Greens Fees $ 2,050,000 Cart Fees $ 800,000 Driving Range $ 50,000 Pro Shop Sales $ 150,000 Food & Beverage $ 350,000 Club Rentals $ 5,000 Other $ 3,000 Total Revenue $ 3,408,000 Appropriation Contract Services $ 2,365,000 Debt Service $ 550,000 Transfer to Capital Reserve $ 65,000 Transfer to Debt Service Reserve $ 428,000 Total Appropriations $ 3,408,000 Page 340

354 Department of Recreation and Parks Compass Point Golf Course Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services ,365,000 2,365,000 Supplies & Materials Business & Travel Capital Outlay Debt Service , ,000 Grants, Contrib. & Other , ,000 Total by Object ,408,000 3,408,000 Commentary The County will begin operating Compass Pointe on or about July 1 of 2005, taking over from the Maryland Economic Development Corporation (MEDCO) who has been operating the course since its opening in October of 2004 under MEDCO s agreement for development of the Compass Pointe Golf Course. In June of 2005, the County will issue $26 million in revenue bonds, secured by the County s general obligation pledge, to purchase the golf course from MEDCO and refinance it, as well as pay for the completion of the facility. The County will utilize Billy Casper Golf, Inc. to manage the course s operation on a day-today basis under a management agreement. It is anticipated that 60,000 rounds of golf will be played at Compass Pointe in FY2006. Appropriation Detail of Contract Services Cost of Goods Sold: Pro Shop Merchandise $ 110,000 Food $ 85,000 Beverage $ 35,000 Golf Operations $ 365,000 General & Administrative Expense $ 220,000 Golf Course Maintenance Expense $ 900,000 Food & Beverage Expense $ 145,000 Marketing $ 45,000 Golf Cart Leases $ 125,000 Equipment Leases $ 225,000 Management Fee $ 100,000 Miscellaneous $ 10,000 Total $ 2,365,000 Page 341

355 Department of Recreation and Parks Child Care Fund Program Statement The mission of the School Age Child Care (SACC) programs is to provide a safe, nurturing environment that promotes social interaction, community integration and encourages a positive self-image for all participants. There will be 33 school year locations, this includes 31 elementary school sites and 2 middle school sites. Before school care is offered from 7 AM until the start of the school day and after school care is offered from the end of the school day until 6 PM everyday that school is open for students. Approximately 125 seasonal-temporary will staff working at the 33 locations. Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0223 Secretary III OS Senior Management Assistant NR Storekeeper II LM Child Care Program Specialist NR Child Care Program Specialist NR Department Summary Page 342

356 Department of Recreation and Parks Child Care Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,500,622 1,924,000 1,924,000 2,268, ,500 Contractual Services 216, , , ,500 (400) Supplies & Materials 148, , , ,400 38,700 Business & Travel 10,945 6,700 6,700 10,000 3,300 Capital Outlay 5,913 34,800 34,800 39,500 4,700 Debt Service Grants, Contrib. & Other 133, , , ,200 31,800 Total by Object 2,016,957 2,524,500 2,524,500 2,947, ,600 Allocation of Authorized Positions Commentary New program sites Marley and Mayo Elementary Schools; total cost is approximately $70,000 and is totally offset by utilization charges collected. Six additional summer child care sites will be added. The budget includes a proposed rate increase to provide funding of $100,000 to allow provision of health care benefits to child care center directors. Page 343

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358 Health Department Mission Statement The Health Department's mission is to preserve, protect and promote the health of all county residents. The Health Department is committed to leadership and service to assure that all County residents have access to personal and environmental health services and information. Crucial to achieving this goal are our partnerships with individuals, community groups, health providers and businesses. Our vision is a vital Anne Arundel County in which healthy people reside in healthy communities. Human Services Officer County Executive Health Officer Secretary of Health & Mental Hygiene Board of Health Administration Clinic & School Health Community Health Environmental Health Health Info & Promotion Mental Health & Addictions Page 345

359 Health Department Major Accomplishments Managed the extreme national shortage of flu vaccine by partnering with Public schools, Fire and Police departments, as well as other County agencies in order to implement two mass weekend immunization clinics for high-risk residents. Provided healthcare for nearly 2,000 residents through the REACH Program and 2,700 residents received discounted prescription medications. These residents are uninsured, low income, and not eligible for other government programs. Identified and investigated an acute Hepatitis C outbreak in the County that led to the identification of a multi-county outbreak linked to a pharmaceutical company located in Maryland. Outfitted every public school health room (117) with appropriate emergency response supplies. Acquired computers for all school nurses and networked them to GroupWise for greater connectivity. Launched the Anne Arundel County Department of Health s Hispanic website, The web site will be used to promote web based adult and youth tobacco and cancer prevention messages and activities. Distributed 86,500 baits during the 2004 Oral Rabies Vaccine campaign. The purpose of the campaign is to vaccinate raccoons and other wildlife in the prevention and control of rabies. Provided Health services to 435,381 County residents and businesses. Page 346

360 Health Department Key Objectives Achieve a fully performing County Drug and Alcohol Abuse Council which serves as a forum for public-private systems planning. Host the 3rd annual Hispanic Health Fair in October Host the Department s second Minority Health Summit. Require nitrogen-reducing septic systems for new subdivisions and single lot development within the County s critical areas. Identify septic system users in order to properly assess the $30 Chesapeake Bay Restoration fee on the July, 2006 property tax bills. Continue enrolling pregnant women and children in the MCHP program, nearly 900 applications are processed each month. Prepare and distribute a communicable disease report for County healthcare practitioners that provides an analysis of trends of reportable diseases over time in Anne Arundel County. Relocate the methadone maintenance clinic from its current location in Parole. Page 347

361 Health Department Significant Changes The Health Department s revenue budget increases by approximately $1 million in anticipation of fee increases authorized by State legislation enacted during the 2004 legislative session and authorized by the Council as Bill Anne Arundel Co Health Department Revenues FY $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY2002 Actual FY2003 Actual FY2004 Actual FY2005 Projected FY2006 Approved Grants and Aid s Licenses and Permits Other Page 348

362 Health Department Agency: Health Department Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Health Department Admin 2,963,940 3,354,900 3,354,900 3,506, ,000 Clinic and School Health 16,057,503 16,921,100 16,921,100 18,544,200 1,623,100 Community Health 8,906,472 9,566,000 9,566,000 9,464,300 (101,700) Environmental Health 3,996,248 4,276,900 4,276,900 4,446, ,200 Health Info & Promotion 3,485,145 3,701,100 3,701,100 3,800,900 99,800 Mental Health & Addictions 8,260,605 8,578,300 8,578,300 8,482,100 (96,200) Total by Character 43,669,913 46,398,300 46,398,300 48,244,500 1,846,200 Object Personal Services 33,972,953 36,114,100 35,986,100 38,466,000 2,351,900 Contractual Services 6,650,477 6,920,200 6,941,000 6,965,000 44,800 Supplies & Materials 1,643,885 1,991,200 1,896,200 1,609,600 (381,600) Business & Travel 271, , , ,100 (30,600) Capital Outlay 307,817 96, ,600 98,700 2,500 Debt Service Grants, Contrib. & Other 823, , , ,100 (140,800) Total by Object 43,669,913 46,398,300 46,398,300 48,244,500 1,846,200 Commentary The Health Department budget increases $1.8 million most of which is for pay package costs for existing staff. Approximately $730,000 is for State employees employed throughout the agency. Another $922,000 is for pay package increases for the staff employed in Anne Arundel public schools. Revenues increase $1.1 million, including $1 million in fee increases enacted in County Bill The net increase to the County s is $1.7 million. Page 349

363 Health Department Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0222 Secretary II OS Secretary III OS Administrative Secretary NR Management Assistant I NR Senior Management Assistant NR Program Manager NR Program Specialist I NR Program Specialist II NR Addictions Specialist NR Director, Public Health Progms NR GIS Specialist NR Environmental Sanitarian I NR Environmental Sanitarian II NR Environmental Sanitarian III NR Environmental Sanitarian Supvr NR Dep Dir, Comm Dis & Env Health NR Dir, Comm Disease & Envir Hlth NR Crisis Intervention Counselor NR Human Services Specialist NR Director Mental Hlth & Addict NR Dep Dir Mental Hlth & Addict NR Special Program Manager II NR Department Summary The Anne Arundel County Health Department employs 331 State merit system employees as well as 432 employees under contractual agreements, 355 of which are full time employees in the clinic and school health programs. Anne Arundel County has long provided a salary supplement to several managers to bridge the gap between the salary structures of the State and the County. The FY2006 budget provides $108, 600 for that purpose. Page 350

364 Health Department Condition Assessment and Performance Measures Indicator FY 2003 Actual FY 2004 Actual FY 2005 Estimated FY 2006 Projected # of invoices processed for payment 8,522 6,890 6,800 6,700 Annual # of St.& Co. Merit & Contract hires Certified death certificates processed 9,797 8,241 9,500 10,000 # of Dept devices attached to County LAN Unduplicated Reproductive Health clients 6,808 6,833 6,860 6,890 Unduplicated dental patients School Health treatments performed 41,256 48,582 47,000 48,000 School based Occupational Therapy visits 17,906 18,867 19,000 20,500 School based Physical Therapy visits 8,368 9,868 9,900 10,500 # enrolled in Md. Children s Health Program 13,475 10,588 10,700 10,800 One-way rides to Medical Assistance recipients 33,364 26,561 27,000 28,500 Home visit to pregnant women first trimester Adult residents immunized 27,600 24,974 20,000 27,500 Children immunized under 19 years 5,401 5,958 5,500 6,000 # of reportable diseases investigated 1,700 2,000 1,700 1,800 # of TB clinic visits kept 3,065 3,500 3,000 3,000 # of trained staff in emergency preparedness Food facility closures Food facility complaint investigations Food facility initial (routine) inspections 3,950 4,154 4,100 4,300 Housing/general complaints received 1,706 2,011 1,750 2,050 # of septic installation permits approved 926 1,071 1,200 1,200 # of well applications received and issued 1, ,150 1,200 Percolation applications filed-total 1,319 2,662 1,500 1,550 Sites approved innovative- alternative systems Women screened for breast & cervical cancer 1,039 1,216 1,267 1,267 Blood pressure screenings completed 5,030 4,765 4,700 4,700 Cancer education session attendees 1, ,680 1,680 Tobacco education session attendees 1,789 1,365 1,500 1,500 Number of participating WIC clients 5,437 5,422 5,500 5,500 # receiving SACC sexual assault crisis services # calls to SACC 24-hour hotline 5,688 3,722 3,700 3,700 # served YWCA domestic violence shelter # women YWCA domestic violence counseling 665 1,018 1,100 1,100 # of patients treated in adult addictions # of individual sessions adult addictions 5,916 6,233 5,884 6,529 Mental Health Clinic-unduplicated count OTF assessment, referral and authorization 1, ,100 1,110 Clients admitted to Hope House County beds # of successful Drug Court completions Page 351

365 Health Department Administration Program Statement The Administration Bureau provides the Department s overall direction and support functions necessary for the five line Bureaus within the Department of Health to complete their missions. Budget and Finance prepares annual budgets, processes billing, accounts receivable, accounts payable and purchasing for the Department of Health. This entails managing the Department s $48 million budget and annually handling 11,500 financial transactions for purchase requisitions, direct payments, invoices and purchasing card orders. Central Services provides the logistical, security and communications support necessary to operate the Department s numerous clinical and office sites. Department of Health Personnel Office supports the agency s employees in hiring, support, employee development, and compensation. The Department employs more than 800 people under two merit system laws and handles hundreds of temporary, seasonal, contractual and employment agreement employees every year. The Information Technology Services unit supports the automation of the Department of Health data through the use of the IBM RISC 6000 Mainframe, IBM AS 400 Mainframe, Linux servers and County Local Area Network. The unit is responsible for more than 570 devices on the County s LAN, supports about 2,400 service requests annually. This unit is also responsible for the security and emergency recovery of data for the Department, including patient security and storage of patient records. Page 352

366 Health Department Administration Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 2,223,626 2,389,000 2,389,000 2,531, ,200 Contractual Services 470, , , ,100 42,400 Supplies & Materials 199, , , ,500 (29,000) Business & Travel 9,802 47,700 47,700 44,100 (3,600) Capital Outlay 60,617 92,000 92,000 92,000 0 Debt Service Grants, Contrib. & Other Total by Object 2,963,940 3,354,900 3,354,900 3,506, ,000 Allocation of Authorized Positions Commentary The overall increase in the Administration budget is largely for the costs of the pay package increases for State employees. Page 353

367 Health Department Clinic and School Health Program Statement The Division of Clinic and School Health (CSH) is comprised of four programs: Dental Health, Reproductive Health, School Health and Support, and School OT/PT. These four programs provide county residents with the following services: audiology, colposcopy, dental health for children and young adults, family planning for adolescents and adults, maternity, nutrition, ob/gyn, school-based occupational and physical therapy, school health nursing, social work, and vision and hearing screening. CSH Administration provides leadership, management direction and support appropriate to individual employees and teams in order to continuously improve performance in the division. Emphasis is placed on cost-effectiveness, quality measures, adhering to governmental regulation, and compliance with Health Department policies and procedures. Day-to-day activities include fiscal management, facilities management, and personnel oversight for the four programs. The Dental Health Program provides dental care and oral care information to special population groups, with an emphasis on pediatric care. The Program serves about 1,500 clients annually and furnishes about 5,000 visits per year. The Reproductive Health Program provides reproductive and prenatal health care to about 6,800 low-income and uninsured women, promotes male responsibility and participation in reproductive health issues, provides information and education to prevent or reduce teen pregnancy, and promotes healthy family behaviors to protect infants. The School Health Services program preserves, protects and promotes the health of public school children. The program includes school nursing and support services, such as vision and hearing screening, as well as audiology testing primarily for County public school students. These services provide health teaching, counseling, screenings, home visiting, health promotion, case management and coordination of care for special needs students, as well as emergency management, crisis intervention, first aid, and medication administration. The program provides about 48,000 treatments annually in all of Anne Arundel County s schools. School OT/PT provides direct and consultation services that enable children with disabilities to achieve functional independence in the school environment. The school-based occupational therapists (OTs) and physical therapists (PTs) serve students with physical or sensori-motor disabilities. These services are provided through the Infants and Toddlers Program (0-3 years) and within the public schools (3-21 years), in accordance with the federal Individuals with Disabilities Education Act, Section 504 of the Rehabilitation Act. The program serves about 2,500 students and funds about 31,000 OT and PT visits annually. Page 354

368 Health Department Clinic and School Health Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 14,924,722 15,793,400 15,708,400 17,096,700 1,303,300 Contractual Services 517, , , , ,500 Supplies & Materials 461, , , ,600 (90,200) Business & Travel 111, , , ,500 1,500 Capital Outlay 42,453 4,200 79,200 4,200 0 Debt Service Grants, Contrib. & Other Total by Object 16,057,503 16,921,100 16,921,100 18,544,200 1,623,100 Allocation of Authorized Positions Commentary 92% of the increase in personal services is attributable to staffing costs associated with the School-based OT PT services, the Infant and Toddler s program and the school health program. These increases are attributable to a cola, four additional staff (added in FY2005), health insurance increases, and the addition of a leave days plan. Contractual Services increase o $108,000 for direct medical costs. o $78,000 is for rental space increases for the relocated Maternity programs and budgetary shift offset by a reduction in the Community Health Bureau. o $ 97,300 for contractual costs of perinatal, family planning, and cancer services. Approximately $14.5 million of this unit s total budget supports Anne Arundel County Public Schools, through the school health and occupational/physical therapy programs. Page 355

369 Health Department Community Health Program Statement The Division of Community Health is comprised of six programs. These programs are responsible for providing comprehensive health outreach activities, including prevention services, emergency preparedness, case management, home visiting, health education and referrals, and enrollment into health insurance programs for eligible County residents. Services are provided within the community and home settings. Community Health Administration provides management and leadership to the Division and facilitates and coordinates support services, including fiscal management, personnel oversight, information technology and data processing. The Office of Emergency Preparedness and Response (OEPR) establishes and maintains a sustained level of response capability for public health emergencies. OEPR continue ongoing efforts to ensure local and regional readiness, interagency collaboration, and preparedness for bioterrorism events, outbreaks of infectious disease, and other public health threats and emergencies. The Communicable Diseases Program includes: surveillance and epidemiological support to the Office of Emergency Preparedness and Response; T.B. clinical, case management, disease control and prevention services; human rabies prevention activities; anonymous and confidential HIV counseling and testing services; and an HIV prevention investigation/partner notification services. Immunization Services administers vaccines and reduces barriers to ensure availability of vaccines to County residents. Adult and childhood immunizations are offered by appointment and through walk-in clinics at three area health centers, as well as through special clinics throughout the year; e.g., flu, children s back to school, Td, etc., in addition to providing case management, and immunization information and guidance to residents, private physicians, and public and private schools. Community Health Case Management provides home-based case management services to prenatal and postpartum women, high/at risk families, infants and children, as well as Care Coordination and Ombudsman activities. Geriatric Health Services (GHS) serves adults over the age of 55, including: Adult Evaluation and Review Services (AERS); Medical Assistance Personal Care Program; and, Community Care Partnership Nurse Case Management. The programs are operated in conjunction with the County Department of Aging. Eligibility and Enrollment Programs determine eligibility for, and provide access to health care services which include Maryland Children s Health Program, REACH, Prescription Discount Program and Medical Assistance Transportation, providing access to health care for eligible, low to average income Anne Arundel County residents. Page 356

370 Health Department Community Health Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 6,358,434 6,701,600 6,701,600 7,247, ,100 Contractual Services 1,649,808 1,862,400 1,862,400 1,525,900 (336,500) Supplies & Materials 676, , , ,700 (161,500) Business & Travel 62,707 87,300 87,300 71,500 (15,800) Capital Outlay 130, ,000 2,500 2,500 Debt Service Grants, Contrib. & Other 27, , (136,500) Total by Object 8,906,472 9,566,000 9,566,000 9,464,300 (101,700) Allocation of Authorized Positions Commentary The State s pay package increases are responsible for nearly all the increase in personal services. The reduction in the agency grant funds is attributable to the elimination of the County s grant to Providence Center; this grant has been unclaimed by the Providence Center for two fiscal years. Page 357

371 Health Department Environmental Health Program Statement The Division of Environmental Health promotes and protects public health and safety through environmental regulation, inspection, and education of the public in areas of food protection, housing, private septic systems and wells, recreational water quality, and zoonotic diseases. Environmental Health Administration provides management and leadership to the Division, and facilitates and coordinates support services, including fiscal management, personnel oversight, information technology, and data processing. The Sanitary Engineering program promotes and protects public health and safety through environmental regulation, inspection and education involving the review and approval of properties for the installation of private septic systems and wells in the County. The Housing and Food Protection Services program protects the health, safety and general welfare of the citizens and visitors of Anne Arundel County by ensuring safe and sanitary housing conditions. The Program licenses and/or inspects a wide range of activities including food service facilities, special events, multiple dwellings, mobile home parks, public swimming pools, adoptive and foster homes, schools, camps and exotic bird facilities. The program also investigates complaints concerning health and safety and hazards including trash, sewage and wastewater discharges, general nuisances, air pollution, animal waste, rodents and housing violations. Additional functions of the program include lead paint inspections, recreational waters sampling, and open burning permits. Page 358

372 Health Department Environmental Health Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 3,633,789 3,912,800 3,912,800 4,017, ,700 Contractual Services 218, , , ,200 65,300 Supplies & Materials 60,439 64,400 64,400 59,600 (4,800) Business & Travel 16,239 29,800 16,600 33,800 4,000 Capital Outlay 67, , Debt Service Grants, Contrib. & Other Total by Object 3,996,248 4,276,900 4,276,900 4,446, ,200 Allocation of Authorized Positions Commentary s provide about $1.8 million for this bureau. Much of the operating expenses for Environmental Health are paid by user permits and fees. Revenues associated with permits issued by the Bureau of Community and Environmental Health Services increases about $1 million as a result of the recent passage of Bill For the past several years the County has converted numerous State positions to County merit positions. This year the unit s personnel complement increases by two sanitarian positions. The two are vacant County positions transferred from mental health and addictions services. In making this conversion the Department has also eliminated two State sanitarian positions. The Unit also receives one-half year funding for a new Sanitarian to handle much of the work associated with alternative septic systems that the County anticipates to increase as the State s Bay Restoration program gathers momentum. The Bureau also receives increase of contract funds to perform GISrelated field work in locating and mapping septic systems. Page 359

373 Health Department Health Information and Promotion Program Statement The Division of Health Information and Promotion is responsible for cancer and cardiovascular disease risk reduction and injury prevention programs funded under State grants. Combined, these programs provide health information and services to County residents on nutrition, sun safety, cancer screening, physical activity, tobacco use prevention and cessation, child injury prevention and adolescent health. Communications provides the public information support services for the Department. Health Information and Promotion Administration provides management and leadership to the Division, and facilitates and coordinates support services, including fiscal management, personnel oversight, and information technology and data processing. The Adult Risk Reduction Program is responsible for adult Learn To Live cancer projects, Cardiovascular Risk Reduction and Breast and Cervical Cancer funded under State grants. The projects include tobacco use prevention and cessation; promotion of age appropriate cancer screening for men and women such as colorectal cancer, breast cancer and prostate cancer; and the promotion of sun safety and healthy eating. The Office of Minority Health, implemented under a State Cigarette Restitution Fund grant, coordinates the services intended to reduce health disparities in minority communities as they relate to chronic disease and cancer and tobacco prevention. The minority populations included are the African American, the Latino/Hispanic and Korean all of whom are Anne Arundel County residents. The Communication Program focuses on providing internal and external public information tools for the Department of Health. The department s web site is maintained daily and receives more than 40,000 hits per month. The Communications Office provides media relations and develops, revises and maintains the Department s web site. The Youth Risk Reduction program is responsible for the Learn to Live healthy living projects for Anne Arundel County youth, including encouraging healthy eating, regular physical activity, tobacco use prevention and the education and outreach component of teen reproductive health. WIC is the Special Supplemental Program for Women, Infants and Children. WIC provides nutrition programs for pregnant women, breast-feeding mothers, postpartum women and children up to the age of 5. Participants must meet income, residency and health need criteria for participation in the program. Benefits include free specified food, nutrition education, breastfeeding information and referrals to other programs. Page 360

374 Health Department Health Information and Promotion Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 2,146,758 2,307,000 2,302,500 2,610, ,000 Contractual Services 1,207,721 1,219,600 1,218,400 1,057,200 (162,400) Supplies & Materials 113, , , ,300 (33,900) Business & Travel 16,650 15,300 15,300 8,400 (6,900) Capital Outlay , Debt Service Grants, Contrib. & Other Total by Object 3,485,145 3,701,100 3,701,100 3,800,900 99,800 Allocation of Authorized Positions Commentary The State s pay package increases are primarily responsible for the increase in personal services. A vacant position from mental health and addictions is transferred to this bureau to convert it to a program specialist position. The total budget for this Bureau increases about 3%, all for personnel costs. Approximately $50,000 of the total increase is offset by increased grant revenues. Page 361

375 Health Department Mental Health and Addictions Program Statement The Mental Health and Addictions Bureau assesses the mental health and substance abuse problems, promotes behavioral health through education, prevention, and treatment, and provides leadership in organizing effective public and private strategies to meet the needs of County residents affected by mental illness, substance abuse, and violence. Mental Health and Addictions Administration is responsible for providing supervision and coordinating the services of the division, including program and funding oversight of the Sexual Assault Crisis Center and The Domestic Violence Program. The Young Woman s Christian Association (YWCA) is the vendor for both the Sexual Assault Crisis Center and the Domestic Violence Program. Adolescent and Family Services provides outpatient mental health services to County children and adolescents, age 5 to 18, and their families. Outpatient Mental Health strives to assist families with early detection, treatment, patient education, and parent training. The unit s partners include the Anne Arundel County Mental Health Agency, Departments of Education, Social Services, and Juvenile Services, and private providers in the community. A team of psychiatrists, clinical social workers, and psychologists evaluates children and adolescents experiencing emotional and behavioral problems. Diagnostic evaluations, medication monitoring, individual, family, and group therapy can be provided. The program serves more than 400 clients at its Mental Health clinics and handles more than 1,000 juvenile justice assessments each year. The Adult Addictions Clinic is the Department of Health's Methadone Program, providing assessment, intervention, referral and medication-assisted treatment to County residents diagnosed with opiate dependency. As a County public health leader in substance abuse treatment, the Adult Addictions Clinic interacts with various community groups and private providers to coordinate care, develop resources, solve problems and develop policies. The program serves about 400 individuals annually in about 6,000 sessions. Community Treatment Services is responsible for the coordination of substance abuse assessment, referral and treatment services for indigent county residents. Services are primarily accessed by individuals involved with the Criminal Justice System. The four programmatic elements designed to reduce barriers to treatment are: Assessment and Treatment Referral Program; Community Treatment Services Funding Office; Drug Court Clinical Care Monitoring (CCM) Program; and Substance Abuse Services (SAS) Program. This program handles about 1,100 referrals annually. Page 362

376 Health Department Mental Health and Addictions Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 4,685,624 5,010,300 4,971,800 4,962,900 (47,400) Contractual Services 2,586,765 2,517,900 2,534,900 2,545,400 27,500 Supplies & Materials 131, , , ,900 (62,200) Business & Travel 54,715 47,600 47,600 37,800 (9,800) Capital Outlay 6, , Debt Service Grants, Contrib. & Other 795, , , ,100 (4,300) Total by Object 8,260,605 8,578,300 8,578,300 8,482,100 (96,200) Allocation of Authorized Positions (3) Commentary The reduction in staff is attributable to converting positions de-funded by grants to the environmental health and health information units. The Department anticipates relocating the methadone clinic, located in Parole, during the course of the fiscal year. Funds for that move are provided in the CAO s contingency fund. Page 363

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378 Department of Social Services Mission Statement The Anne Arundel County Department of Social Services promotes and offers opportunities to assist county residents achieve self-sufficiency, provides services to support and strengthen families, and ensures the protection of vulnerable children and adults. State of Maryland Human Services Officer Board of Social Services Director of Social Services Adult Services Family & Youth Services Family Preservation Page 365

379 Department of Social Services Major Accomplishments Provided a thorough assessment of all cases through a Homeless Risk Assessment System. This accomplishment utilized a Gatekeeper Intake System for Sarah s House with the ultimate goal of better utilization of this vital resource. Generated over 1.2 million volunteer hours and donations. Developed a Community Resource One Stop Center coordinating County partners that provided services to over 10,000 customers. Developed Teen Parent Alternative High School Program in collaboration with Anne Arundel County Public schools to serve teen parents across the County. Did you Know? The Community Resource Centers offer services such as: Federal, State & County benefit programs, Counseling & Intervention, Employment & Educational Assessment, General Equivalency Diploma (GED) Preparation, Adult Education, English as a Second Language, Housing Assistance, Domestic Violence Counseling & On-site Childcare. Provided professional training programs to enhance professional skills of Social Workers. This training provides the accreditation required for Social Workers to be licensed. Appointed, in conjunction with the State, a new Social Services Director, as the result of the retirement of the long-serving Director Ed Bloom. Page 366

380 Department of Social Services Key Objectives Develop a Community One Stop Resource Center in our Glen Burnie Office. Recruit and fund Adult Foster Care Homes in our community that will care for disabled adults. Establish Language Services for the Hispanic Community within our Social Services programs. Enhance Foster Care Recruitment and Foster Family Retention Services within the County. Reorganize Social Work Services to provide additional clinical oversight management with the ultimate goal of reducing recidivism within all services and achieving higher standards of service. Promote Community Partnerships with agencies that can assist the mentoring of families in need of long-term support. Page 367

381 Department of Social Services Significant Changes As depicted in the below chart, the costs of Social Service Programs in Anne Arundel County have gradually increased. In addition, the gap between Federal and State grants and County funding has narrowed. Anne Arundel Co Department of Social Services Revenue Sources FY01-FY06 $4,500,000 $4,000,000 $3,500, % $3,000,000 $2,500,000 $2,000,000 39% $1,500,000 $1,000,000 $500,000 $0 FY2001 Actual FY2002 Actual FY2003 Actual FY2004 Actual 05 Adj Budget 2006 Approved Grants s Linear (s) Linear (Grants) % represents the percentage of total revenue provided by County Funds Page 368

382 Department of Social Services Comparative Statement of Expenditures Agency: Department of Social Services Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Adult Services 2,118,594 2,567,300 2,567,300 2,792, ,500 Family & Youth Services 3,697,066 3,722,200 3,722,200 3,882, ,100 Family Preservation 305, , , ,100 (509,600) Total by Character 6,120,781 7,169,200 7,169,200 7,045,200 (124,000) Object Personal Services 4,490,635 5,389,200 5,337,200 5,318,100 (71,100) Contractual Services 175, , , ,400 (135,200) Supplies & Materials 53,787 18,600 78,100 25,900 7,300 Business & Travel 8,314 24,000 24,000 25,000 1,000 Capital Outlay 64, Debt Service Grants, Contrib. & Other 1,327,624 1,488,800 1,488,800 1,562,800 74,000 Total by Object 6,120,781 7,169,200 7,169,200 7,045,200 (124,000) Commentary This Department is funded by the Federal, State and Local government. County funds are used in one of three ways: o To provide County matching funds to State, Federal or other grants, o To supplement State program activities, o To meet unfunded mandates. FY2006 Budget of $7,045,200 is attributed to o Grants & Contributions $3,840,100 o County Funds $3,205,100 The Department s budget decrease is due to the reduction of funds budgeted by the Local Management Board. Page 369

383 Department of Social Services Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0213 Office Support Specialist OS Secretary I OS Management Assistant I NR Management Assistant II NR Attorney II NR Human Services Specialist NR Special Program Manager I NR Special Program Manager II NR Department Summary In addition to the 13 Merit employees illustrated above, the Department is comprised of: o 3 Merit Employees Located at the Office of Law but funded by DSS o 91 Exempt Employees Non-merit employees hired on a contractual basis o 5 Salary Supplements County supplements for State salaries Page 370

384 Department of Social Services Condition Assessment and Performance Measures *The above statistics represent the services provided by Anne Arundel County. Actual Actual Estimated Projected FY2003 FY2004 FY2005 FY2006 Physical Exams for Abused Children Emergency Intake Calls for Child Protective Services 2,700 2,311 2,415 2,580 Monthly Average of Children in Foster Care Number of New Foster Home Recruits Number of Adults Housed & Supervised Adult Foster Care Beds Maintained Bed nights provided for Homeless Shelters 43,500 45,102 45,000 45,000 Meals provided by Homeless Shelters 30,000 32,535 32,500 32,500 Clients who received Local Emergency Assistance 3,925 2,111 2,325 2,565 Page 371

385 Department of Social Services Adult Services Program Statement Adult Services includes gap-filling funding for Adult Foster Care, operating costs for Sarah s House Supportive Housing Program, and local emergency assistance when other resources have been exhausted or are not available and the Community Resource Center. Adult Foster Care provides funds to ensure safe, stable and supervised living arrangements for disabled adults who have a chronic mental and/or physical illness. These adults are without relative resources, and are at risk of being institutionalized. Homeless Shelter Program provides operating funds for the Sarah s House Supportive Housing Program for homeless men, women and children via a contract with Associated Catholic Charities. Sarah s House has 66 beds in the emergency shelter and 58 beds in the transitional shelter. Oversight is provided by Anne Arundel County Department of Social Services which serves as the single source of referrals for the program. Work Opportunities ensures TCA applicants and recipients (customers) meet the federal work participation. Many services are provided to assist customers in gaining self- sufficiency. Local Emergency Assistance provides funds for gap-filling services for county citizens in need. These services may include emergency shelter, medications and prescriptions, food, transportation, psychiatric services, home maintenance and repair, and moving and storage of possessions in cases of evictions. These funds provide often-crucial services on an emergency assistance basis when other resources cannot be found. Community Resource Center a mall-like facility with a single point of entry, which brokers services and resources for the citizens of Anne Arundel County. The center, which is operated by the Department of Social Services, houses ten (10) State and community based partner organizations. Page 372

386 Department of Social Services Adult Services Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 810,158 1,240,800 1,188,800 1,352, ,200 Contractual Services 6, , Supplies & Materials 28, ,000 3,500 3,500 Business & Travel Capital Outlay 26, Debt Service Grants, Contrib. & Other 1,246,923 1,326,500 1,326,500 1,437, ,800 Total by Object 2,118,594 2,567,300 2,567,300 2,792, ,500 Allocation of Authorized Positions Commentary The FY2006 budget increased $225,000 primarily due to increases in negotiated employee agreements and increases in the grants associated with the County s homeless shelter Sarah s House. The Adult Services program contains 33 County Exempt Employees. Grants and Contributions include Federal and State grants and child care for the County s homeless shelter at Sarah s House in Fort Meade. This expenditure also includes the county-wide Homeless Information Systems grant. Page 373

387 Department of Social Services Family and Youth Services Program Statement The Family & Youth Services Program provides services that protect vulnerable children and their families. It includes Family Support centers, Child Protective Services, Foster Care to Children, Legal Services and Support Services. Support Services provides funding for administrative support for agency programs and county projects managed by the Department of Social Services. Two fiscal positions help manage and assist with administrative work related to the county budget, associated revenue and grants and processing requisitions, receiving, and accounts payable through OneWorld. Two data processing programmer analyst positions manage and maintain the County Child Welfare MIS and IBM RISC 6000 system. In addition, two county merit positions provide support in needed administrative areas. This project also includes funding for training. County funds are partially offset by Federal and State matching funds. Family Support Centers located in Annapolis and Glen Burnie, they offer a variety of services and programs for Anne Arundel County families including: Free on-site childcare for parents receiving services, Transportation to and from the Center within a fifteen minute radius, Developmental screening for infants and toddlers, Parenting classes and support groups, Home Visitation/Parenting and Life Skills Services, Young Fathers Support Network, Youth Support Center, Building Blocks Youth Program, Computer training classes, Health services, Emergency baby supplies, Adult Education Classes, English As a Second Language, Job Readiness Training, Counseling and Referrals. Child Protective Services provides funds for seven workers and one supervisory position who assist police in investigating complaints of child sexual assault and assist families of assaulted children in dealing with the legal system. Foster Care to Children funds several training seminars for prospective foster parents. It provides needed materials and supplies to the Foster Parent Association to enable this group to recruit additional foster parents for county children. Legal Services provides state-mandated legal services for agency juvenile court and guardianship cases. County funds are partially offset by Federal matching funds. Page 374

388 Department of Social Services Family and Youth Services Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 3,379,377 3,296,000 3,296,000 3,621, ,200 Contractual Services 165, , , ,200 (135,200) Supplies & Materials 24,830 16,500 36,500 22,400 5,900 Business & Travel 8,314 3,000 3,000 4,000 1,000 Capital Outlay 38, Debt Service Grants, Contrib. & Other 80, , , ,500 (36,800) Total by Object 3,697,066 3,722,200 3,722,200 3,882, ,100 Allocation of Authorized Positions Commentary The increase in the FY2006 budget is attributed to increased personal services due to negotiated agreements and insurance costs. The Family & Youth Services program is comprised of 16 County Merit Employees, including 3 Attorneys from the Office of Law, 49 Exempt Employees, and 5 Special Pay Employees. Decrease in Contractual Services is primarily due to: o Salary supplements of $75,000 moved from the contractual services to personal services. The County supplements four State Management staff salaries to bridge the gap between the State s pay scale and the County s. o Adjustment in the cost of Child Advocacy Center Medical Care based on reimbursements. Page 375

389 Department of Social Services Family Preservation Program Statement The Family Preservation Program represents a partnership between the Department and the Local Management Board to establish a service delivery system to enhance the well-being of children and their families. Page 376

390 Department of Social Services Family Preservation Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 301, , , ,900 (507,500) Contractual Services 4,020 4,200 4,700 4,200 0 Supplies & Materials 0 2,100 1,600 0 (2,100) Business & Travel 0 21,000 21,000 21,000 0 Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 305, , , ,100 (509,600) Allocation of Authorized Positions Commentary There is no county funding associated with this program. The Anne Arundel County Local Management Board funded by the State provides the $370,100 budgeted. Personal Services funds 10.5 positions. Five State merit employees have been moved out of this budget. Page 377

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392 Police Department Mission Statement Every member of the Anne Arundel County Police Department is committed to providing the highest level of police service to our community. We are dedicated to preserving the community s peace, protecting our citizen s constitutional rights, and providing fair and just enforcement of the law while adhering to the highest level of ethical standards and professional conduct. County Executive Chief of Police Chief's Bureau Operations Bureau Services Bureau Page 379

393 Police Department Major Accomplishments Added 11 Automated External Defibulators (AED s) to all post cars and sergeants working in Southern District. This provides us the capability to respond to medical cases involving cardiac problems. Will have installed 195 Mobile Data Computers (MDC) in patrol and detective vehicles by the end of this fiscal year providing the capability to run driver information, registration information, warrant checks, CAD information and view mug shots. The goal is to install 479 MDCs by the end of the program. Procurement of a new BEARCAT armored personnel rescue vehicle from Homeland Security grant funds. This vehicle can be utilized by the department in a variety of ways to assist the Special Operations Division. Renovation of the Identification / Evidence Collection Unit in the lower level of the headquarters facility. Creation of a new training area for the Police Communication Operators on the main floor of the police headquarters facility. Key Objectives Enhance the department s effectiveness and improve upon the quality of the department s response to community concerns and problems. Seek innovative and pro-active enforcement programs and improve upon those in existence. Remain dynamic in the education and preparation of department personnel for the potential threat of foreign and domestic terrorism and terrorist acts. Significant Changes Additional cost of Mobile Data Computers (MDC). This involves a monthly charge for both Verizon connection fees and monthly MILES access fee. The monthly fee for each MDC is $71.50 per month per computer. Funding for the operation of 205 MDC s is included in the FY2006 budget. Reduction in turnover due to the department s aggressive hiring practices to minimize police officer vacancies. Page 380

394 Police Department Agency: Police Department Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Police - Chief's Bureau 2,639,885 3,011,300 3,013,675 3,205, ,600 Field Operations Bureau 52,773,056 57,420,700 54,174,200 60,540,200 3,119,500 Services Bureau 17,261,509 19,317,300 21,868,100 23,935,000 4,617,700 Total by Character 72,674,449 79,749,300 79,055,975 87,681,100 7,931,800 Object Personal Services 63,532,643 69,745,100 68,998,600 74,004,600 4,259,500 Contractual Services 7,399,040 7,987,700 7,991,500 9,462,400 1,474,700 Supplies & Materials 1,187,178 1,336,400 1,338,775 1,559, ,400 Business & Travel 132, , , ,700 16,900 Capital Outlay 386, , ,800 2,459,600 1,957,800 Debt Service Grants, Contrib. & Other 36, (500) Total by Object 72,674,449 79,749,300 79,055,975 87,681,100 7,931,800 Commentary Fourteen new positions budgeted ($0.8 million) for 2 months in FY2006. All other personal services increases reflect built-in increases in salaries, pension costs, and health care costs. Did you Know? Volunteers provided over 32,000 man hours last year? Includes $1.8 million to purchase, equip, and operate 38 additional patrol vehicles to allow issuance of personal patrol vehicles (PPVs) to that many additional officers. The only other significant change in funding is an increase of $200,000 for telephone expenditures, primarily due to the monthly access fees associated with the mobile data computers being placed into service. This amount will continue to grow as additional units are installed. Page 381

395 Police Department Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0158 Chief Of Police E Admin Secty To Dpt/Agency Head E Office Support Assistant I OS Office Support Assistant II OS Office Support Specialist OS Secretary II OS Secretary III OS Management Aide NR Management Assistant I NR Management Assistant II NR Senior Management Assistant NR Public Services Dispatcher LM Program Manager NR Program Specialist II NR Storekeeper II LM Warehouse Manager NR Animal Control Officer LM Animal Control Officer LM Animal Control Technician LM Animal Control Technician LM Animal Control Supervisor NR Animal Control Administrator NR Latent Print Examiner I NR Latent Print Examiner II NR Forensic Chemist II NR Senior Forensic Chemist NR Forensic Chemist Supervisor NR Police Records Manager NR Crime Scene Technician II OS Evidence Coordinator NR Evidence Coordinator Leader NR Booking Officer OS Polygraph Examiner NR Photographic Laboratory Techcn NR Photographic LabTechnician NR Sr Photographic Laborat Techcn NR Sr. Photographic Lab Technicn NR Senior Special Investigator NR Police Communicat Operator IV NR Police Communicat Operator I LM Police Fleet Coordinator NR Police Communicat Operator II LM Police Communicat Coordinator NR Police Communicat Operator III NR Police Communications Manager NR Special Investigator NR Special Investigtor I NR Communications System Manager NR Police Officer P Police Officer First Class P Police Sergeant P Police Lieutenant P Police Captain P Deputy Police Chief P Custodial Worker LM Maintenance Worker II LM Department Summary Page 382

396 Police Department Condition Assessment and Performance Measures One of the primary missions of our department is to improve the quality of life for all that live, work, and conduct business in Anne Arundel County. We accomplish this mission by stressing community oriented policing. Each Police District has a Police Community Relations Council that meets once a month at the district station. Citizens have the opportunity to ask questions of district commanders and staff, learn of crime patterns and enforcement, and discuss specific community concerns. This has been an ongoing program that has proven to be a success. Performance Indicator FY2003 Actual FY2004 Actual FY2005 Est. FY2006 Proj. Calls for Service Northern District 113, , , ,000 Eastern District 110, , , ,450 Southern District 89,500 92,100 94,900 Western District 96, , , ,000 Number of Traffic Citations Issued 108, , ,000 Aerial Patrols Flight Hours ,000 Barricade / Hostage Situations Narcotics Operations Narcotics Cases Closed Homicide Cases Assigned Child Abuse Cases Assigned Robbery Cases Assigned Average Number of Calls Received 1, ,000 1,025 Number of Animals Successfully Adopted 1,862 1,781 1,870 1,960 Number of Incident Reports Processed 55,794 53,647 57,300 57,300 Page 383

397 Police Department Police Chief s Bureau Program Statement The Police Department is commanded by the Chief of Police who is responsible for the efficiency, good conduct and discipline of the Department. The staff of the Chief's Office provide the Police Chief with the necessary technical and administrative support to facilitate the accomplishment of these responsibilities. Internal Affairs Unit - is responsible for the management and control of the disciplinary system within the Anne Arundel County Police Department. It is responsible for investigating serious cases of misconduct, allegations of criminal and ethical violations. Accreditation Unit - oversees the Department s accreditation through the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA). CALEA is an international organization that promotes professionalism in law enforcement. The Accreditation Unit ensures the Department s continued compliance with approximately 446 standards through the collection of proofs of compliance and periodic reports. The Accreditation Unit oversees the Department s written directive system which includes rules and regulations, formal memoranda, and standard operating procedures. Page 384

398 Police Department Police Chief s Bureau Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 2,549,819 2,862,700 2,862,700 3,053, ,700 Contractual Services 16,791 22,500 22,500 18,000 (4,500) Supplies & Materials 36,109 52,000 54,375 52, Business & Travel 35,928 74,100 74,100 80,000 5,900 Capital Outlay 1, ,200 2,200 Debt Service Grants, Contrib. & Other Total by Object 2,639,885 3,011,300 3,013,675 3,205, ,600 Allocation of Authorized Positions Commentary The increases budgeted in the Chief s Bureau result almost exclusively from built in personal services increases, but also includes 2 months funding for a new Police Officer position to staff the Maryland Terrorism Watch Center in a liaison capacity (includes vehicle, radio equipment, etc). No other changes of significance are budgeted. All other changes result from built-in personal services increases. Page 385

399 Police Department Field Operations Program Statement The Field Operations Bureau provides basic district patrol services, criminal investigations, traffic safety programs, and special operational teams: Patrol Division - uniform patrol officers are responsible for the immediate response to calls for service including the preliminary investigation of crimes and traffic accidents, the arrest of individuals found to be in violation of state and county laws, and referral of non-enforcement matters to other agencies. School Resource Officers - this program works in partnership with the AACo Board of Education. The school resource officers (SRO s) assist with identifying students at risk for academic failure, truancy, and or involvement in criminal activities. Traffic Safety - the Traffic Safety Section is a component of the Special Operations Division. It is responsible for the investigation of serious departmental accidents, fatal accidents, traffic trends and analysis, the chemical test program, the towing program, motorcycle operations, taxi cab inspections and more. K-9 Patrol - the responsibility of the Canine Unit is to provide line support to divisions within the department with specially trained police dogs. The police canines have particular attributes in searching for items or people. Aviation - the Aviation Unit serves the police department s need for aerial search and reconnaissance capability. Narcotics - the Narcotics Section is responsible for the identification, arrest, and prosecution of individuals and groups involved in the use, possession, manufacture, transportation, and distribution of illegal controlled dangerous substance Criminal Investigation - detectives assigned to the Criminal Investigation Division conduct investigations of all major crimes reported in the county. Animal Control - is responsible for ensuring public safety, the humane treatment of animals, and providing quality professional services to the public. Protection of the public is accomplished through pro-active enforcement of county and state animal laws. Page 386

400 Police Department Field Operations Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 50,800,583 55,815,600 52,569,100 58,919,300 3,103,700 Contractual Services 1,364,342 1,030,000 1,030,000 1,022,500 (7,500) Supplies & Materials 407, , , ,900 23,100 Business & Travel 49,080 23,900 23,900 28,000 4,100 Capital Outlay 114,300 51,900 51,900 48,500 (3,400) Debt Service Grants, Contrib. & Other 36, (500) Total by Object 52,773,056 57,420,700 54,174,200 60,540,200 3,119,500 Allocation of Authorized Positions Commentary The budget reduces the amount of turnover applied from $2.1 million to $1.8 million. Overtime is budgeted at a level $200,000 greater to reflect actual costs being incurred. Thirteen new sworn positions are budgeted; 4 in the Southern District, 4 in the Northern District, and 5 in the Western District. The budget is for two months funding for each position as well as the purchase of vehicles, radio equipment, etc. Included in the budget are the following items: o Prisoner transportation contract - $350,000 o Management of red light program - $210,000 o Various animal control contracts including spay / neuter, carcass removal, pickup and disposal, rabies clinics, and a seasonal wildlife management contract. ($202,000) Did you Know? The Police Department made over 21,000 arrests last year? Page 387

401 Police Department Services Program Statement The Services Bureau provides operational support to the rest of the department as follows: Communications - Communications provides coordination of incoming and outgoing 911 emergency and non-emergency calls for police, fire and EMS service. Did you Know? The Police Communications Center receives more than 400,000 calls on the network? Evidence Collection -the Identification Unit provides staff support to all other units of the Department in matters of the collection and processing of physical evidence, crime scene and specialized forensic photography, identification of persons, latent print examination, and coordination of other lab services. Crime Lab - the Crime Laboratory is a function of the Technical Services Bureau s Evidence Management Section. The Crime Lab provides the following services to the Police Department: 1) securing and identifying the Controlled Dangerous Substances (CDS) seized by the officers, and 2) serological testing and subsequent DNA analysis of suspected biological stains to support the investigation and prosecution of suspects in criminal investigations. Management Information Services - provides support to all units of the department in the selection, development, maintenance, repair and use of computer systems and related equipment. Crime Prevention - manages and supervises all activities associated with the Residential Security Program Commercial Security Network, Police Reserve Officer Program, Volunteers in Police Service (VIPS), Chaplains Program, Senior Liaison Program, and False Alarm Project. Page 388

402 Police Department Services Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 10,182,241 11,066,800 13,566,800 12,031, ,100 Contractual Services 6,017,907 6,935,200 6,939,000 8,421,900 1,486,700 Supplies & Materials 743, , , , ,000 Business & Travel 47,305 79,800 79,800 86,700 6,900 Capital Outlay 270, , ,900 2,408,900 1,959,000 Debt Service Grants, Contrib. & Other Total by Object 17,261,509 19,317,300 21,868,100 23,935,000 4,617,700 Allocation of Authorized Positions Commentary The overtime budget is an increase of $70,000 over the current fiscal year Telephone costs are budgeted collectively at an increase of $150,000; largely due to the advent of mobile data computer usage, but also due to a significant number of new Nextel cellular telephones. The costs associated with the entire Police Department fleet reside in this bureau and are budgeted as follows: o Lease rate vehicle operating expense - $3,964,300 o Lease rate vehicle replacement expense - $2,489,300 o Direct charge vehicle expenses - $188,900 The budget also includes the following items: o Safety equipment - $158,300 o Weapons and ammunition - $117,000 Uniform purchases are budgeted at $327,600 Page 389

403 Police Department Forfeiture and Asset Seizure Fund Program Statement The Forfeit and Asset Seizure Team (F.A.S.T.) Fund derives its funds from assets seized by law enforcement authorities in Anne Arundel County. This fund was created in FY1992 to provide management and control over the seizure and forfeiture of funds and property involved in drug cases. The Police Department portion of the F.A.S.T. Fund provides the department with funding from drug forfeiture cases which is redirected back into programming serving both direct drug intervention efforts, as well as general public safety requirements. The F.A.S.T. unit in the Office of the State's Attorney has been authorized to act as the forfeiting authority for Anne Arundel County, the City of Annapolis and the State of Maryland. The unit is responsible for reviewing the legal sufficiency of all seizures of assets by law enforcement authorities in Anne Arundel County, for conducting investigations into and seeking seizure of assets involved with controlled dangerous substance violations, for initiating litigation to obtain an order of forfeiture for those assets, and for determining the appropriate disposition of the assets seized or forfeited. Page 390

404 Police Department Forfeiture and Asset Seizure Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services ,500 9,500 Supplies & Materials 1, Business & Travel Capital Outlay 420, , , , ,800 Debt Service Grants, Contrib. & Other 92, , , ,000 10,000 Total by Object 514, , , , ,300 Allocation of Authorized Positions Commentary The budget includes the following items: 4 replacement undercover vehicles - $100,000 replacement gas chromatograph - $108,000 confidential expenses - $130, new portable radios - $60,000 new HD motorcycle - $16,000 radios for motorcycles - $13,000 replacement radar units - $5,000 breath testing instruments - $10,000 radar certification instrument - $10,000 freezer for evidence collection - $11,000 various surveillance equipment / software- $ 30,000 Page 391

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406 Fire Department Mission Statement The mission of the Anne Arundel County Fire Department is to provide essential emergency and non-emergency services and integrated all-hazard emergency management to the citizens of Anne Arundel County. We are committed to eliminating threats to life, safety and property through education, prevention, and safe, effective response and recovery activity to fire, medical, environmental, natural, or technological emergencies. We will achieve our mission through leadership, teamwork, professionalism and a commitment to the community we serve. County Executive Fire Chief Administration Services Bureau Operations Bureau EMS/Special Operations Page 393

407 Fire Department Major Accomplishments Reinforced relationships with local nursing and senior care facilities to better manage emergency medical service triage and transport services. Established the Local Fire and Emergency Services working group to reinforce partnerships with the County s partners at Fort Meade, United States Naval Academy, Baltimore-Washington International Airport and the Annapolis Fire Department. Initiated a process to develop a Strategic Plan that will serve as a road map for the future of the Anne Arundel County Fire Department. Began the process of re-accreditation through the Commission on Fire Accreditation International. Finalized the One & One emergency medical service improvement plan. The plan when implemented will enhance the department s advance life support services throughout the County. Key Objectives Implement additional recommendations of the Ad-Hoc Committee. Develop a Strategic Planning Document for the Department to include a revised Organizational Structure to be implemented by January 1, Evaluate the efficacy of the One and One ALS provider program. Regain the Department s status as an Accredited Agency with the Commission on Fire Accreditation International. Significant Changes During FY06 the department will need to hire a significant number of personnel to prepare for the deployment of a fourth shift on January 1, As recommended by the Ad Hoc Committee, a number of staff positions currently occupied by uniform personnel are proposed for conversion to civilian (non public safety) positions. The uniform positions are then available for deployment to staff the fourth shift. Page 394

408 Fire Department Agency: Fire Department Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Administration Bureau 2,750,124 2,702,100 2,752,100 2,784,800 82,700 Operations Bureau 37,708,758 39,434,600 39,284,600 41,679,800 2,245,200 Services Bureau 10,415,302 12,552,100 13,152,100 14,370,300 1,818,200 EMS/Special Operations 16,904,619 17,553,800 20,978,500 23,132,200 5,578,400 Total by Character 67,778,804 72,242,600 76,167,300 81,967,100 9,724,500 Object Personal Services 58,145,292 61,453,300 62,274,600 67,716,400 6,263,100 Contractual Services 5,126,551 5,838,200 6,470,000 7,429,300 1,591,100 Supplies & Materials 1,860,874 1,840,800 2,093,700 2,898,200 1,057,400 Business & Travel 93, , , , ,200 Capital Outlay 1,743,546 1,493,100 3,954,300 2,904,500 1,411,400 Debt Service Grants, Contrib. & Other 809,366 1,465, , ,100 (805,700) Total by Object 67,778,804 72,242,600 76,167,300 81,967,100 9,724,500 Commentary The budget includes $4.4 million for 107 newly funded positions; 104 of those positions are necessary to properly staff the fourth shift in January, 2007 and the remaining three positions are additional staff support. The increase in contractual services is primarily an increase of $600,000 in the apparatus replacement program and increased direct charge vehicle costs, reflective of significantly higher anticipated diesel fuel costs. The increase in capital outlay reflects items budgeted for acquisition through a variety of grant sources, most of which is federal funding and which will be utilized to enhance homeland security issues and terrorism response capabilities. Page 395

409 Fire Department Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0170 Fire Chief E Admin Secty To Dpt/Agency Head E Office Support Assistant I OS Office Support Assistant II OS Office Support Specialist OS Secretary III OS Management Aide NR Management Assistant I NR Management Assistant II NR Systems Programmer I NR Systems Programmer II NR Mail Clerk OS Storekeeper I LM Warehouse Manager NR Director Of Emergency Mgmt NR Fire Communication Operator NR Fire Fighter II F Fire Fighter III F FF Cardiac Rescue Tech F FF Emergency Medical Tech - PM F Fire Lieutenant F Fire Captain F Fire Battalion Chf F Fire Division Chief F Fire Deputy Chief F Volunteer Coordinator NR Custodial Worker LM N001 Communications Coordinator NR N004 Fire Inspectors NR Department Summary Did you Know? The Anne Arundel County Fire Department is one of the largest combination career and volunteer departments in the nation? Page 396

410 Fire Department Condition Assessment and Performance Measures A recommendation of the Ad Hoc Committee was the department s need to reduce reliance on overtime to meet minimum staffing levels. In FY2004 the department s overtime expenditure was just over $6.2 million and was more than 18% of the department s expenditure in salaries. Despite a reduced workweek and pay increases, which attributed to a significantly higher overtime expenditure rate, FY2005 s overtime expenditures are on track to be slightly more than $4.6 million. This represents less than 12% of estimated salary expenditures. In FY2006 the overtime budget is less than $2.8 million and is about 7% of projected salary expenditures. During FY2004, employee holdovers were an issue, particularly among Advanced Life Support (ALS) personnel. As the Ad Hoc Committee recommended the department reestablished an ALS training program. This program, in combination with the department s efforts to recruit and hire ALS qualified personnel, has made a significant impact on this issue and has appreciably reduced holdovers. Measure FY2003 Act. FY2004 Act. FY2005 Est. FY2006 Proj. Responses to calls for service 66,155 69,551 73,100 76,900 Repairs to apparatus 1,149 1,212 1,274 1,339 Departmental vehicular accidents Smoke detectors distributed Fire investigation cases Cases of incendiary determination Arson arrests Arson convictions Code enforcement inspections 4,042 2,101 3,560 3,700 Page 397

411 Fire Department Administration Program Statement The Administration Bureau supports this mission through budget administration, volunteer support, human resources management, public safety education programs, and the Department s Health and Safety program. Administration Section This section is headed by the Bureau Deputy Chief with responsibility, for overall budget preparation and oversight, each of the sections listed below, and administration of the Fire Marshal Division and Communication Division. Human Resources Section - A Management Assistant-II is responsible for all personnel related records and procedures including personnel off duty and on restricted duty due to line of duty injuries. Records Section - A Management Assistant I is responsible for the administration of Fire and EMS reports generated as a result of emergency responses. Payroll Section - Three Office Support Specialists receive payroll and leave reports from field timekeepers and re-enter this information into the Time and Attendance System or onto MSA paper time sheets. Volunteer Coordinator - One part-time support employee provides coordination between management and volunteer companies. This includes managing the volunteer certification database, coordinating quarterly training with Training Division Staff, managing CDS testing for volunteers and other matters as needed. Page 398

412 Fire Department Administration Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,710,316 1,002,200 1,802,200 1,851, ,000 Contractual Services 371, , , ,800 55,300 Supplies & Materials 377, , , ,600 10,600 Business & Travel 28,334 39,000 39,000 47,200 8,200 Capital Outlay 40,827 59,400 59,400 69,000 9,600 Debt Service Grants, Contrib. & Other 222, ,000 24,000 24,000 (850,000) Total by Object 2,750,124 2,702,100 2,752,100 2,784,800 82,700 Allocation of Authorized Positions Commentary Two new support positions (1 Office Support Specialist and 1 Office Support Assistant II) are budgeted to assist in payroll administration and general records management activities associated with a significantly larger workforce. A new Volunteer Coordinator position is budgeted at 6 months funding to provide management with more comprehensive liaison activities within the volunteer community. Volunteer Support funding is budgeted at a slight increase of $28,000. The Length of Service Awards Program (LOSAP) for volunteers is included and budgeted at a level of $820,000. That budget is moved from the Grants and Contributions category to Personal Services to reflect where expenditures are actually being incurred. Page 399

413 Fire Department Operations Program Statement The Operations Bureau in responsible for the daily staffing of 29 stations located throughout the County and provides fire suppression and basic life support (ambulance) emergency medical services: Suppression Is responsible for daily staffing at the 29 stations in the County, responding to calls for service involving fire suppression, medical calls as first responder, and various rescue scenarios. Basic Life Support Provides response to medical emergency calls where protocol indicates a requirement for basic life support and response to major fire incidents to provide medical backup / transportation. Did you Know? The Fire Department staffs and operates out of 29 local station houses and a 30th will be completed shortly in Severn? Page 400

414 Fire Department Operations Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 35,977,039 37,746,000 37,246,000 39,339,800 1,593,800 Contractual Services 162,598 97, , ,800 4,300 Supplies & Materials 722, , ,300 1,277, ,600 Business & Travel 5,607 5,900 5,900 10,600 4,700 Capital Outlay 253, , , ,600 16,500 Debt Service Grants, Contrib. & Other 587, , , ,100 44,300 Total by Object 37,708,758 39,434,600 39,284,600 41,679,800 2,245,200 Allocation of Authorized Positions Commentary The personal services budget includes $1.5 million in funding for 44 newly funded positions to staff the fourth shift effective January, The personal services budget also reflects the net effect of full-year funding of the 21 positions added in FY2005 for the Severn Fire Station, built-in personal services increases to fund new labor agreements, and a reduction of $1.3 million in overtime resulting from current year efforts to fill vacant positions and the impact of adding new positions to staff the fourth shift. The supplies and materials budget includes the following items and reflects increases to equip and clothe the new positions budgeted: Uniform purchases - $671,500 Safety equipment - $381,000 The capital outlay budget includes funding for the following acquisitions: Six thermal imaging cameras - $48, PASS devices - $20,000 Replacement hose, apparatus appliances - $70,000 Fire protection on the Annapolis Neck Peninsula is budgeted at $636,100 for FY2006, an increase of $44,000 over the current fiscal year. Page 401

415 Fire Department Services Program Statement The mission of the Services Bureau is to provide operational support to the Fire suppression, basic life support, and advanced life support functions and includes maintenance of apparatus and buildings, training of new and incumbent personnel, incident call taking and dispatch services, and provision of fire investigations, fire inspections, and fire plan review. Maintenance coordinates the repair and maintenance of fire apparatus, develops apparatus replacement specifications, and provides annual testing of apparatus as required to maintain certification. Communications provides call taking and dispatch services in response to calls for service. Training provides training of new recruits when necessary as well as ongoing training for incumbent personnel to maintain professional certifications, improve the general training levels of employees, and enhance the safety of personnel. Fire Investigations provides investigative services following fire incidents including determination of origin, cause of the fire, and follow-up arson investigation. Fire Inspections provides inspection services for permitted building activity as well as coordination of in-service fire inspections performed by station personnel and review of plans associated with permit applications. Page 402

416 Fire Department Services Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 5,597,247 6,303,000 6,803,000 7,302, ,700 Contractual Services 4,282,324 5,262,500 5,362,500 6,579,100 1,316,600 Supplies & Materials 200, , , ,600 21,200 Business & Travel 9,144 16,000 16,000 19,800 3,800 Capital Outlay 326, , , ,100 (523,100) Debt Service Grants, Contrib. & Other Total by Object 10,415,302 12,552,100 13,152,100 14,370,300 1,818,200 Allocation of Authorized Positions Commentary The budget includes three new civilian positions in Communications to allow the transfer of three uniformed personnel to the field to prepare for staffing the fourth shift ($86,900). All three are currently staffing support functions for which uniformed personnel are not required. A five month overlap is provided to ensure a smooth transition of these responsibilities. The budget includes three other new civilian positions to partially civilianize the fire inspections function in the Fire Marshal s Office ($123,000). The entire fire investigation function will remain staffed with uniformed personnel. These positions are funded such that a minimum of a five month overlap is provided to allow a smooth transition. The remaining personal services increase is a combination of higher overtime budgets in the Fire Marshal s Office of $85,000, in Training at a $40,000 increase, and a $50,000 increase in Communications overtime as well as built-in personal services increases. The contractual services budget includes the following major items: o Direct charge vehicle costs - $2,150,700 o Lease rate vehicle operating costs - $1,175,800 o Lease rate vehicle replacement costs - $2,795,000 o Telephone costs - $267,200 Page 403

417 Fire Department EMS / Special Operations Program Statement The bureau is responsible for providing Advanced Life Support (paramedic) operations, special teams including marine operations, dive team operations, cave-in rescue, and high rise evacuation team operations as well as emergency management activities and disposition of incidents involving hazardous materials. Advanced Life Support provides advanced life support response to serious medical emergency calls for service utilizing paramedics and EMT- Intermediate personnel. Did you Know? The Department staffs 15 paramedic units throughout the County and is currently implementing a change in staffing which uses EMT-I positions to allow more units to provide ALS care? Special Operations includes a variety of special teams including cave-in rescue, marine operations, aerial rescues and high rise rescue operations, all of whom respond to calls for service in those categories. Hazardous Materials consists of staffing at the Jones Station Fire Station who are specially trained and equipped to deal with calls for service involving hazardous materials. Emergency Management provides long-term planning for large scale emergency situations including major weather events, occurrences of natural disasters as well as potential terrorist activities; also provides local coordination of response activities during the time of any major occurrence. Page 404

418 Fire Department EMS / Special Operations Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 14,860,691 16,402,100 16,423,400 19,222,700 2,820,600 Contractual Services 310, , , , ,900 Supplies & Materials 560, , ,000 1,055, ,000 Business & Travel 50,091 90, , , ,500 Capital Outlay 1,122, ,400 2,798,600 2,245,800 1,908,400 Debt Service Grants, Contrib. & Other Total by Object 16,904,619 17,553,800 20,978,500 23,132,200 5,578,400 Allocation of Authorized Positions Commentary The budget includes 60 newly funded positions ($2.1 million). All are budgeted to address the fourth shift staffing requirements. The cost is partially offset by a $200,000 reduction in overtime expenditures resulting from these positions. The remainder of the increase is a result of grants included in the FY2006 budget totaling almost $2.3 million which are revenue supported and are not yet reflected in the FY2005 appropriation. A majority of this funding is in the capital outlay category ($1,960,600) and is mostly federal funding to aid the County in preparing for terrorist activities as well as bolster homeland security programs. The personal services increase reflects built-in personal services costs as well as full-year funding for the paramedic positions added in FY2005 to staff the new Severn Fire Station. The increase in business and travel reflects additional training costs; increased from $189,300 to $273,000, but virtually all of the increase is grant funded. Page 405

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420 Department of Detention Facilities Mission Statement The mission of the Anne Arundel County Department of Detention Facilities is to provide for public safety through the detention and confinement of pre-trial detainees and adjudicated offenders in safe and secure institutions. County Executive Superintendent Detention Center Admin/Support Services Jennifer Rd - Pretrial Ordnance Rd - Inmates Page 407

421 Department of Detention Facilities Major Accomplishments Initiated a Case Management system for preparing sentenced inmates for a successful return to the community by ensuring employment, housing, alcohol and substance abuse treatment, and other resources that have been arranged prior to discharge. Instituted the People Achieving Skills for Success Program provided through the Anne Arundel Workforce Development Corporation to provide employment support and training coordination services for inmates at both the Jennifer Road Detention Center and Ordnance Road Correctional Center. Key Objectives Continue to refine the Case Management initiative to improve coordination of services within the community for inmates being discharged. Fill Detention Officer vacancies to fully staff both facilities and reduce overtime expenditures. With the addition of a second background investigator in FY 05, this will provide greater resources to meet this objective. Initiate a Mental Health Unit at the Jennifer Road Detention Center to provide enhanced services to a growing inmate population experiencing mental health issues. This will be provided through the medical contract that is being bid in FY 05. Select 40 Detention Officers to promote to Corporal. This is a new rank that was negotiated by the Fraternal Order of Detention Officers and Personnel, Inc. in 2003 but was delayed due to budgetary constraints. Upgrade the Department s.38 revolvers to a semi-automatic revolver to modernize the equipment and provide greater protection to Officers performing inmate transportation duties. Significant Changes Establish a mental health unit through the inmate medical contract to enhance services for this population. Page 408

422 Department of Detention Facilities Comparative Statement of Expenditures Agency: Department of Detention Facilities Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Jennifer Road - Pretrial 16,863,338 19,024,400 18,424,400 19,661, ,100 Ordnance Road - Inmates 11,430,804 12,149,800 12,249,800 13,018, ,800 Admin/Support Service 1,941,349 2,343,200 2,343,200 2,604, ,800 Total by Character 30,235,491 33,517,400 33,017,400 35,284,100 1,766,700 Object Personal Services 23,269,557 25,605,000 24,855,000 27,074,500 1,469,500 Contractual Services 4,664,678 5,380,400 5,480,400 5,753, ,800 Supplies & Materials 2,140,955 2,328,800 2,378,800 2,263,500 (65,300) Business & Travel 8,685 81,200 81,200 82,200 1,000 Capital Outlay 151, , , ,700 (11,300) Debt Service Grants, Contrib. & Other Total by Object 30,235,491 33,517,400 33,017,400 35,284,100 1,766,700 Commentary The increase in personal services reflects built-in cost increases of $0.8 and an additional $0.5 million in overtime payments, partially offset by an increase in turnover applied in the amount of $500,000. The budget also includes $92,000 to implement the rank of Detention Corporal. One new facilities maintenance position is budgeted at the Ordnance Road facility. Contractual Services increases by $0.37 million and results from the net effect of a $600,000 increase in the medical services contracts for both the Jennifer Road and Ordnance Road facilities and reductions elsewhere in the object, primarily because of one-time items totaling $200,000 in the FY2005 budget. Page 409

423 Department of Detention Facilities Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0156 Superintendent Detention Cente E Admin Secty To Dpt/Agency Head E Office Support Assistant II OS Office Support Specialist OS Secretary III OS Management Assistant I NR Management Assistant II NR Program Specialist I NR Program Specialist II NR Financial Clerk I OS Financial Clerk II NR Storekeeper II LM Detention Officer D Detention Corporal D Detention Sergeant D Detention Lieutenant D Detention Captain D Security Administrator NR Asst Correctional Faclty Admin D Asst Correctional Faclty Admin D Correctional Facility Adminis D Correctional Program Spec I C Correctional Program Spec II C Correctional Records Clerk OS Correctional Support Servc Mgr NR Criminal Justice Program Supvr NR Laundry Assistant NR Laundry Supervisor NR Special Investigator NR Special Investigtor I NR Facilities Maintenance Mech II LM Facilities Maintenance Supvr NR Department Summary Page 410

424 Department of Detention Facilities Condition Assessment and Performance Measures Measure FY2003 Act. FY2004 Act. FY2005 Est. FY2006 Proj. Number of volunteers JR Number of volunteers - OR Security breaches JR Security breaches - OR Inmates tested for drugs - JR 2,905 1,731 1,800 2,000 Inmates tested for drugs - OR Disciplinary hearings JR 916 1,225 1,300 1,300 Disciplinary hearings - OR 1,238 1,356 1,352 1,400 Medical clinic visits JR 10,992 14,473 14,800 16,000 Medical clinic visits - OR 9,089 10,977 10,400 10,900 Mental health referrals JR 2,220 2,610 2,500 3,000 Mental health referrals - OR 2,218 1,877 1,800 1,800 No. of house arrest intakes Education prog. participation GEDs acquired New weekenders 1,035 1,181 1,130 1,200 Page 411

425 Department of Detention Facilities Jennifer Road - Pretrial Program Statement The Jennifer Road Detention Facility is primarily utilized for the housing of inmates awaiting trial for their alleged offenses. Security Operations - The security staff at the Jennifer Road Detention Center (JRDC) are responsible for maintaining the safety of the public, staff and inmate population. The staffing complement is comprised of Officers, Corporals, Sergeants, Lieutenants and Captains that are assigned to three shifts that work 24 hours per day, seven days per week. Security duties include supervising the inmate population in the their housing units and program activities, transporting inmates to and from court hearings, medical appointments, funerals and special events ordered by the Courts. Case Management - In March 2004, the Department instituted a Case Management approach to delivering classification and program services to the inmate population. The elements of Case Management include advocacy, intake, assessment, classification, referral, intervention, monitoring and evaluation, each of which is manifest in different ways at different points during an inmate s incarceration. Pretrial Services Program - The Detention Center s Pretrial Services Unit was initiated at District Court in 1983 and expanded to Circuit Court in Its function is two fold: to make release recommendations at bail hearings based on verified criminal and social history information, and to monitor compliance with the conditions of release for defendants released to the program s supervision pending trial. Volunteer Services - Each facility operates a volunteer program that utilizes Anne Arundel County citizens in providing religious, substance abuse, sewing, recreational, literacy and other forms of self help activities to the inmate population. This is an invaluable service to the Department as it provides a bridge to the community and supports the case management program in preparing the inmates for release. Page 412

426 Department of Detention Facilities Jennifer Road - Pretrial Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 13,402,574 15,146,000 14,546,000 15,847, ,100 Contractual Services 2,474,353 2,896,900 2,896,900 2,943,600 46,700 Supplies & Materials 850, , , ,800 (124,000) Business & Travel ,600 16,600 7,500 (9,100) Capital Outlay 136,155 14,100 14,100 36,500 22,400 Debt Service Grants, Contrib. & Other Total by Object 16,863,338 19,024,400 18,424,400 19,661, ,100 Allocation of Authorized Positions Commentary The personal services increase consists of $900,000 in built-in, negotiated personal services increases and $45,000 for implementation of the Corporal rank, which are partially offset by additional turnover applied in the amount of $250,000. The cost of inmate meals is projected to be approximately $96,000 less than that budgeted in the current fiscal year; basically a level expenditure rate. Medical services at this facility are projected to increase $300,000 to $2,553,000, primarily a result of cost increases but also recognizing an increased, but now relatively stable, average daily population. The increase also provides for creation of a new mental health unit. The contractual services budget also includes the inmate transportation contract at $303,000. Inmate meals are budgeted at $684,300 Page 413

427 Department of Detention Facilities Ordnance Road Program Statement The Ordnance Road Detention Facility is utilized primarily for the housing of inmates already sentenced for their respective infractions, but to a term no longer than 18 months. Security Operations - The security staff at the Ordnance Road Correctional Center (ORCC) are responsible for maintaining the safety of the public, staff and inmate population. Case Management - the Department uses a Case Management approach to delivering classification and program services to the inmate population. The elements of Case Management include advocacy, intake, assessment, classification, referral, intervention, monitoring and evaluation. Mental Health Project - In June 1995 the Anne Arundel County Mental Health Agency contracted with Psychotherapeutic Treatment Services (PTS) to initiate the Mental Health Jail Project (MHJP). Community Services - is a form of restitution where participants "pay" for their misconduct by providing uncompensated hours of service to the community. Work Release - allows participants to maintain regular employment while serving sentences of confinement, thereby facilitating payment of family support, fines, court costs, taxes and restitution. Substance Abuse - the Anne Arundel County Department of Detention Facilities (AACDF) and Anne Arundel County Department of Health jointly launched SAS for sentenced inmates with a documented substance abuse disorder. These services seek to break the cycle of recidivism by offering (1) a hour closed enrollment education (self-evaluation) program. House Arrest Alternative Sentencing Program (HAASP) - was established in 1987 to provide a sentencing option for DWI offenders. Since that time, the program has expanded to accept persons convicted of all offense types and pretrial defendants requiring intensive supervision. HAASP offers enforcement of curfew requirements through the use of an active monitoring system. Success through Education - The Ordnance Road Correctional Center (ORCC) has established a partnership with the Anne Arundel Community College (AACC) to provide an on site education program to service the inmate population. The program is centered toward academic achievement and assisting inmates in receiving a General Education Development (GED) Diploma. Page 414

428 Department of Detention Facilities Ordnance Road Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 8,716,403 9,174,000 9,024,000 9,819, ,200 Contractual Services 1,908,152 2,078,200 2,178,200 2,373, ,600 Supplies & Materials 792, , , ,300 (35,300) Business & Travel 1,078 15,100 15,100 12,100 (3,000) Capital Outlay 12, , ,900 74,200 (33,700) Debt Service Grants, Contrib. & Other Total by Object 11,430,804 12,149,800 12,249,800 13,018, ,800 Allocation of Authorized Positions Commentary The personal services increase is reflects built-in personal services increases ($301,200) as well as $47,000 to implement the Corporal rank and a new Facilities Maintenance Mechanic II position II ($47,000), partially offset by an additional turnover application of $250,000. The new maintenance mechanic position is budgeted to address increasing maintenance needs at the facility which is beginning to age and requires additional support. The increase in contractual services is entirely due to higher anticipated medical expenses for inmates (increase of $295,300) for a total budget of $2,060,800. This increase reflects anticipated rate increases as well as the impact of a larger average daily population. The budget also includes the AACC education program at $191,000 and inmate meals at $621,600. Page 415

429 Department of Detention Facilities Administration Program Statement The mission of the Anne Arundel County Department of Detention Facilities is to provide for public safety through the detention and confinement of pre-trial detainees and adjudicated offenders in safe and secure institutions. General administration provides interdepartmental support for the operations of the two detention facilities and the programs operated at each location. These activities include long range planning for both operations and facilities, as well as day-to-day activities such as procurement, payroll, budgeting, and expenditure control and monitoring. Page 416

430 Department of Detention Facilities Administration Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services 1,150,580 1,285,000 1,285,000 1,408, ,200 Contractual Services 282, , , ,800 30,500 Supplies & Materials 498, , , ,400 94,000 Business & Travel 7,367 49,500 49,500 62,600 13,100 Capital Outlay 2, Debt Service Grants, Contrib. & Other Total by Object 1,941,349 2,343,200 2,343,200 2,604, ,800 Allocation of Authorized Positions Commentary In Supplies and Materials, the increase is primarily a budget to replace all of the departments aging revolvers with 9mm semi-automatic pistols, including associated ammunition and accessories. The budget centrally funds the following for the department: o Vehicle operating and replacement expenses - $180,800 o Maintenance on radios and home monitoring equipment - $109,700 o Audit services for the medical contract - $20,000 o General supplies including office supplies, cleaning materials, and printing / copier expenses - $308,900 o Uniform purchases - $220,500 o Drug testing supplies - $57,800 Page 417

431 Department of Detention Facilities Inmate Benefit Fund Program Statement This special revenue fund is used to account for inmate benefit and welfare activities. These activities include the commissary operation as well as the acquisition of goods and services to support the health, education, and recreation of the general inmate population. Commissary Provides various products including snacks, reading materials, etc. to inmates who are able to purchase them; there is no cost to taxpayers. Welfare activities Provides inmates with general hygiene items, recreational items including magazines and newspapers, and educational resources at no cost to taxpayers. Page 418

432 Department of Detention Facilities Inmate Benefit Fund Budget Summary Object of Actual Original Adjusted Approved Inc (Dec) Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Personal Services Contractual Services Supplies & Materials Business & Travel Capital Outlay Debt Service Grants, Contrib. & Other 817, , , ,000 61,000 Total by Object 817, , , ,000 61,000 Allocation of Authorized Positions Commentary The increase only reflects a projected increase in the commissary and inmate welfare activities; the fund is totally self-supporting without any taxpayer dollars. The monies are used to acquire items ranging from hygiene kits for inmate use to educational materials and equipment as well as recreational equipment and materials. Page 419

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434 Circuit Court Mission Statement The mission and responsibility of the Circuit Court for Anne Arundel County is to provide a forum for expedient disposition of justice in accordance with the laws of the State of Maryland. Chief Judge Court of Appeals of MD Circuit Court Administrative Judge for the 5th Judicial Circuit County Administrative Judge Court Administrator Page 421

435 Circuit Court Major Accomplishments Increased performance as measured by the Case Time standards, which contributed to Anne Arundel County s ranking as the most efficient of the "big five" counties Reduced the open case inventory via a thorough, systematic review of all open cases Upgraded the electronic recording system which will enable efficient access to transcripts, etc. New mediation program initiated in the Family Law division Reduced jury duty obligations from two weeks to one week Did you Know? Many jurors donate their per diem payment to charity approximately $70,000 a year! Key Objectives Increase the number of cases closed through the use of Alternative Dispute Resolution (mediation) Did you Know? Increase the number of participants served in Juvenile Drug Court Develop legal research programs to instruct the general public and nonrepresented litigants Page 422 Less than 8% of managed civil cases actually get to the trial stage?

436 Circuit Court Comparative Statement of Expenditures Agency: Circuit Court Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Disposition of Litigation 4,822,242 5,015,500 5,126,100 5,203, ,100 Total by Character 4,822,242 5,015,500 5,126,100 5,203, ,100 Object Personal Services 4,007,225 4,105,400 4,155,400 4,248, ,200 Contractual Services 578, , , ,300 71,300 Supplies & Materials 97, , , ,200 17,800 Business & Travel 138, , , ,500 (49,200) Capital Outlay ,000 5,000 Debt Service Grants, Contrib. & Other Total by Object 4,822,242 5,015,500 5,126,100 5,203, ,100 Commentary The budget does not include any changes of significant nature. Of the total increase of $188,100, $143,200 results from built-in personal services increases and the remainder are primarily increases in the Family Law division which are offset by additional grant revenues. The cost of juror s fees is increased $10,000 (proposed at $165,000) to reflect current expenditure levels and all of those expenditures are reimbursed by the State. Of the total budgeted, $1,060,700 is for the Family Law Division and $162,500 is for Juvenile Drug Court, both of which are largely grant funded. $100,000 is budgeted to reimburse the State for 25% of the costs of Law Clerks assigned to each judge; these employees became employees of the State a few years ago and the State assumed 75% of their cost which was previously born entirely by the County. $70,000 is included in the budget as a contribution to the law library to provide funding sufficient to maintain current levels of operation. Page 423

437 Circuit Court Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 8625 Ct Program Specialist II NR Ct Program Manager NR Court Social Worker NR Court Clerk III NR Court Administrative Secretary NR Court Bailiff Supervisor NR Court Paralegal NR Court Reporter I NR Court Reporter II NR Masters Administrative Aide NR Court Management Asst I NR Court Management Asst II NR Deputy Jury Commissioner NR Jury Commissioner NR Family Law Administrator NR Court Administrator NR Master Circuit Court NR Court Systems Programmer NR Court Assignment Clerk NR Director of Court Operations NR Assistant Director Assignment NR Director of Assignment NR Department Summary Page 424

438 Circuit Court Condition Assessment and Performance Measures Performance Measure FY03 Act. FY04 Act. FY05 Est. FY06 Proj. Number of civil hearings 9,853 8,628 8,852 8,900 No. of families served Juvenile Drug Ct No. of drug tests Juvenile Drug Ct ,000 1,000 Did you Know? The Family Law Division emphasizes problem solving to avoid litigation? Page 425

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440 Orphans Court The Orphans' Court is a court of limited special jurisdiction, responsible for conducting judicial probate, directing the conduct of a personal representative, and passing any orders which may be required in the course of the administration of an estate. Orphan s Court judges are elected directly by the voters of Anne Arundel County. The Governor designates one of the judges as a chief judge. Comparative Statement of Expenditures Agency: Orphans Court Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Orphans Court 89,357 94,400 94,400 94, Total by Character 89,357 94,400 94,400 94, Object Personal Services 84,317 85,700 85,700 85, Contractual Services 1,280 1,800 1,800 1,800 0 Supplies & Materials 1,088 1,500 2,000 1,500 0 Business & Travel 2,455 5,400 4,500 5,400 0 Capital Outlay Debt Service Grants, Contrib. & Other Total by Object 89,357 94,400 94,400 94, Commentary The budget for the Orphan s Court is essentially unchanged. Each judge also receives an expense allowance up to $150 per month for personal expenses incidental to their duties. Personnel Summary The Orphan s Court consists of three elected Judges whose salaries are fixed in law. Page 427

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442 Office of the State s Attorney Mission Statement The Office of the State's Attorney is responsible for the prosecution of individuals charged with crimes committed in Anne Arundel County, ranging from traffic offenses to capital murder. The operations are divided between the Circuit, Juvenile, and both District Courts located in Annapolis and Glen Burnie. Additionally, a civil unit operates to seize and impose forfeiture for property obtained through illegal drug activities. Voters State's Attorney Did you Know? The State s Attorney handles over 6,000 Circuit Court cases, 14,000 District Court criminal cases and 97,000 District Court traffic cases every year? Page 429

443 Office of the State s Attorney Major Accomplishments The victim / witness services provided continue to be among the best in the State Continued support of Juvenile Drug Court activities Formed a new prescription fraud unit Key Objectives Enhance training levels for prosecutors Expand use of the case file management system to District Court operations Highlights Two grants lapse; one effective July 1 and the other on Dec 31; both positions are included in the budget, fully funded by the County Page 430

444 Office of the State s Attorney Comparative Statement of Expenditures Agency: Office of the State s Attorney Fund: General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Office of the State's Attorney 6,938,380 7,303,000 7,316,000 7,598, ,400 Total by Character 6,938,380 7,303,000 7,316,000 7,598, ,400 Object Personal Services 6,615,908 6,952,100 6,932,100 7,240, ,900 Contractual Services 147, , , ,400 4,500 Supplies & Materials 91,018 84,000 94,000 93,000 9,000 Business & Travel 81,273 88,000 88,000 82,000 (6,000) Capital Outlay 2,921 3,000 23,000 3,000 0 Debt Service Grants, Contrib. & Other 0 5,000 5,000 5,000 0 Total by Object 6,938,380 7,303,000 7,316,000 7,598, ,400 Commentary The budget reflects the lapsing of two grants during FY2006 that involve funding for two positions; the budget includes full funding for both positions utilizing County funding. A new paralegal position is budgeted to support existing attorney staffing. The overall increase of $295,400 primarily reflects personal services adjustments resulting from the pay package and pension and health insurance cost increases. Page 431

445 Office of the State s Attorney Personnel Summary Job Co de - Title Plan Grade Approved Adjusted Approved Variance 8100 State's Attorney EO Admin Asst To State's Atty SA S/A Investigator I SA S/A Investgator II SA Deputy State's Attorney SA Assistant State's Attorney SA S/A Office Support Assistant SA S/A Case Coordinator SA S/A Law Clerk SA S/A Paralegal SA S/A Vic/Witness Advocate SA S/A Case Manager SA S/A Exec Secretary SA S/A Management Assistant I SA S/A Management Assistant II SA S/A Mediator SA S/A Public Information Officer SA S/A Senior Management Asst SA S/A Director Vic/Witness Progs SA S/A Court Systems Programmer SA Department Summary Page 432

446 Office of the Sheriff Mission Statement To serve the citizens of Anne Arundel County and advance the Criminal Justice System and the Public Safety of Anne Arundel County by providing professional and uncompromising service through teamwork and a commitment to excellence and to preserve and maintain the safety and dignity of the Courts and of all individuals through fair and impartial performance of duty. Voters Sheriff Administration Criminal Warrants Security Domestic Relations Civil Process Page 433

447 Office of the Sheriff Major Accomplishments The Maryland State Police trained fifteen deputy sheriff s in the physical collection of DNA samples from qualifying convicted offenders. The MVA warrant program notifies a person of outstanding warrant(s), allowing thirty-one days to satisfy the warrant. After the thirty-second day, should they fail to respond, our deputies must make at least one attempt of service. If service is not made, MVA grants the wanted person an additional two weeks to respond before suspending their driver s license. In December, two new deputies began working in the Security Bureau of the Anne Arundel County Sheriff s Office. Unlike the other deputies who patrol the Circuit Court in Annapolis these two deputies are only two years old. Levi and Rocky, the Sheriffs Office s two new K-9s who are trained in explosives and gun detection. Key Objectives Increase recruitment efforts to reduce vacancy rate in deputy positions. Reduce the backlog of criminal warrants by 25%. Increase the service of civil documents by 5%. Significant Changes The budget includes an increase in turnover applied in recognition of historically higher levels being realized. One new clerical position is included for the Warrants division. Page 434

448 Office of the Sheriff Agency: Office of the Sheriff Fund: Comparative Statement of Expenditures General Classifications Actual Original Adjusted Approved Inc (Dec) of Expenditure FY2004 FY2005 FY2005 FY2006 from Orig. Character Administration 640, , , ,300 36,500 Security 2,306,861 2,717,900 2,757,900 2,586,400 (131,500) Criminal Warrants 1,762,594 1,678,300 1,593,300 1,563,600 (114,700) Domestic Relations 538, , , ,500 42,600 Civil Process 600, , ,600 1,052, ,800 Total by Character 5,849,852 6,377,500 6,377,500 6,546, ,700 Object Personal Services 5,040,603 5,765,200 5,390,200 5,860,700 95,500 Contractual Services 529, , , ,300 63,900 Supplies & Materials 75,159 74, ,200 82,900 8,700 Business & Travel 15,914 39,600 39,600 37,300 (2,300) Capital Outlay 188,244 6, ,100 9,000 2,900 Debt Service Grants, Contrib. & Other Total by Object 5,849,852 6,377,500 6,377,500 6,546, ,700 Commentary The budget includes an application of turnover at the level of $200,000. Included in the budget is $115,000 for part-time deputies utilized on courthouse security; this funding is level with previous fiscal years. Actual personal services costs increase $230,500 due to built-in cost increases, but are largely offset by the increase in turnover reflected. The budget includes $486,200 for the operation and replacement of the agency s fleet of vehicles. The increase reflects the impact of significantly higher fuel costs. Page 435

449 Office of the Sheriff Personnel Summary FY2005 FY2005 FY2006 Job Code - Title Plan Grade Approved Adjusted Approved Variance 0200 Admin Secty To Dpt/Agency Head E Office Support Assistant II OS Office Support Specialist OS Management Aide NR Management Assistant I NR Sheriff Communication Operator LM Deputy Sheriff IV S Law Enforcement Train Coord NR Deputy Sheriff I S Deputy Sheriff II S Deputy Sheriff III S Sheriff EO Chief Deputy ET Department Summary Page 436

450 Office of the Sheriff Condition Assessment and Performance Measures Measure FY03 Act. FY04 Act. FY05 Est. FY06 Proj. Circuit Court warrants served 941 1,103 1,190 1,290 District Court warrants/body attachments served 8,176 7,759 8,380 9,050 Ex Parte Peace Orders served 1,050 1,039 1,195 1,375 Ex Parte Protective Orders served 1,828 1,719 1,980 2,275 Domestic Relations arrest warrants served 1, Domestic Relations summonses served 2,346 2,317 2,360 2,410 Criminal summons on charging documents served 2,331 1,205 1,390 1,600 Summonses, subpoenas and similar process served 30,042 23,354 26,850 30,900 Writs of execution, replevin, served Warrants of restitution and possession served 9,547 8,249 8,720 8,940 Failure to pay rent petitions and related served 32,069 33,918 39,000 44,800 Page 437

451 Office of the Sheriff Administration Program Statement The Administrative Bureau coordinates the direction of the office, sets goals, establishes objectives, and handles daily administrative functions including budgeting, personnel management, payroll transactions, public relations, and training. The bureau is responsible for the overall daily operation of the Sheriff s Office including recruiting and training of personnel and development and implementation of operational procedures, acquisition and maintenance of equipment, and fiscal monitoring. Page 438