Introduction to Department Summaries

Transcription

1 Introduction to Department Summaries Department Summaries This section provides an overview of County departments and programs, including a description, discussion of any significant budget issues, and a three-year history of uses and budgeted personnel. Mission statements, goals, and performance measures are also included for each County department. Departmental revenue and expenditure (use) data reflects all funds managed by the department, presenting a composite picture of the department s operations, including general operation as well as activities accounted for through a Special Revenue or Internal Service Fund. Excluded from the departmental history are capital projects costing more than $25,000. These activities are reported in the Capital Improvement Program in the Capital Section. The revenues reported in the department s budget include revenues directly attributed to departmental activity. Revenues directly attributed to departmental activity include Intergovernmental revenue (e.g., grants from the state or federal governments) to support specific programs, licenses issued by the department, or fees and charges assessed by the department. The departmental overviews are organized by functional area (i.e., Cultural & Recreational, Enterprise, General Government, Health & Welfare, Judicial, Public Safety, and Other). The Functional Area at a Glance pages at the beginning of each section provide an overview of the functional area in relation to the County budget as a whole and a summary of uses by fund type and department for the functional area. The pages also provide a summary of the history of uses and budgeted personnel (2007 personnel is as of December 31, 2007) for the department and programs within the functional area. Strategic goals, cross-cutting influencing factors, and short-term tactical objectives by department have been added as part of the Strategic Plannng Process completed in The overall strategic goals for the organization are on page B-12 of the Budget Overview section under Strategic Planning and Budgeting. A detailed overview of each of the programs and departments within the functional area follows. Information on the Capital functional area follows as a separate section. Department Summaries Section Table of Contents Introduction... D-1 Cultural & Recreational Functional Area at a Glance... D-3 Kent/MSU Cooperative Extension... D-6 John Ball Zoological Gardens... D-8 Parks... D-10 Non-Departmental: Lodging Excise Tax... D-12 Enterprise Functional Area at a Glance... D-13 Department of Aeronautics... D-16 Department of Public Works... D-18 General Government Functional Area at a Glance... D-21 Administrator s Office... D-26 Office of the Executive Assistant to the Board of Commissioners... D-28 Bureau of Equalization... D-30 Community Development... D-32 County Clerk/Register of Deeds... D-34 Drain Commissioner... D-40 Facilities Management... D-42 Fiscal Services... D-44 D-1

2 Department Summaries Table of Contents, Continued Housing Commission... D-46 Human Resources... D-48 Information Technology... D-50 Risk Management... D-52 Treasurer s Office... D-54 Non-Departmental: Debt Service... D-56 Building Authority Debt Service... D-56 Intergovernmental... D-57 Health & Welfare Functional Area at a Glance... D-59 Health Department... D-62 Circuit Court Child Care... D-70 Soldiers & Sailors Relief... D-72 Non-Departmental: Prevention Initiative... D-73 Senior Millage... D-73 DHS Child Care... D-74 DHS Social Welfare... D-74 Veteran s Trust... D-75 Judicial Functional Area at a Glance... D-77 17th Circuit Court... D-80 63rd District Court... D-88 Community Corrections... D-90 Probate Court... D-92 Prosecutor s Office... D-96 Public Safety Functional Area at a Glance... D-98 Sheriff s Department... D-100 Non-Departmental: Fire Prevention... D-104 Correction & Detention... D-104 Other Functional Area at a Glance... D-105 Central Services... D-106 Fleet Services... D-108 Non-Departmental: Alliance for Health... D-110 Area Agency on Aging... D-110 Area Community Services & Employment Training (ACSET)... D-111 Economic Development... D-111 Legal Assistance Center... D-112 Transfers at a Glance... D-113 D-2

3 Cultural & Recreational Functional Area at a Glance 2008 County Uses by Functional Area $440,403,344* Health & welfare 16.77% Judicial 9.41% Other 0.36% 2008 Functional Area Uses by Fund Type $15,128,362 Special Revenue 38.33% General government 18.24% Enterprise 21.89% Public safety 14.71% Capital 1.09% Cultural & recreational 3.43% Transfers out 14.10% General Fund 61.67% 2008 Functional Area Uses by Department Zoo 28.89% Cooperative Extension 4.44% * This chart is net of the $6,130,000 estimated appropriation lapse that is allocated to functional areas subsidized by the General Fund (excludes the Enterprise Functional Area). Parks 28.48% Lodging & Excise Tax 38.19% Functional Area History of Uses by Fund Type Fund Type Actual Actual Adopted Requested Adopted % Change General Fund Cooperative Extension $ 573,640 $ 599,666 $ 657,696 $ 718,539 $ 673, % Lodging Excise Tax NA Parks - 3,988,307 4,639,190 4,392,999 4,285, % John Ball Zoo 3,589,202 3,581,870 3,973,510 4,370,229 4,370, % Total General Fund 4,162,842 8,169,843 9,270,396 9,481,767 9,329, % Special Revenue Funds Cooperative Extension 57,664 42, NA Lodging Excise Tax 6,023,220 6,171,955 6,552,734 5,776,969 5,776, % Parks 4,713,594 60,657-21,880 21,880 NA John Ball Zoo - 31, NA Total Special Revenue Funds 10,794,478 6,307,045 6,552,734 5,798,849 5,798, % Total $ 14,957,320 $ 14,476,888 $ 15,823,130 $ 15,280,616 $ 15,128, % D-3

4 Functional Area History of Uses by Department Department Actual Actual Adopted Requested Adopted % Change Cooperative Extension $ 631,304 $ 642,229 $ 657,696 $ 718,539 $ 673, % John Ball Zoo 3,589,202 3,613,741 3,973,510 4,370,229 4,370, % Parks 4,713,594 4,048,964 4,639,190 4,414,879 4,307, % Non-Departmental Lodging Excise Tax 6,023,220 6,171,954 6,552,734 5,776,969 5,776, % Total Uses $ 14,957,320 $ 14,476,888 $ 15,823,130 $ 15,280,616 $ 15,128, % Functional Area History of Uses by Category Personnel $ 5,319,667 $ 5,324,454 $ 5,788,533 $ 5,987,105 $ 5,834, % Commodities 615, , , , , % Contractual Services 3,601,864 3,443,699 3,941,800 3,293,034 3,288, % Capital Outlay 340, , , , , % Other Charges 5,079,719 4,783,144 4,954,179 4,724,199 4,724, % Total Uses $ 14,957,320 $ 14,476,888 $ 15,823,130 $ 15,280,616 $ 15,128, % Personnel FTE Strategic Goals Diversify funding sources become more self-supporting Achieve a complete make-over of the zoo program and infra-structure within next ten (10) years Adopt a governing structure for the zoo that reduces County involvement in operations Achieve position as a consistent key tourist/recreation attraction in the Grand Rapids area Provide a comprehensive array of park experiences to the county population that meets/exceeds competitive leisure activity offerings Expand the bio-fuel development sales of agricultural products grown in Kent County via efforts with MSU researchers Bring research from MSU to Kent County in multiple educational program areas: nutrition and health, youth development, agriculture and natural sciences, urban and rural development Cross-Cutting Influencing Factors Reductions in funding for area schools will increase the need for and the role of the zoo as an educational resource and scientific classroom Competition for residents leisure time and money will continue to become more intense; variety of options available for leisure time require changes to traditional historical offerings Long-term success for the zoo and county parks will depend upon effective marketing/promotions to various audiences in the community Many of the current facilities were constructed in the 1950 s and the infra-structure is aging As urban/suburban development increases in Kent County, competition for available land will become more intense and cost of available land will also increase Many programs offered by MSU Cooperative Extension support programming offered by Health Department Demographic shifts from rural to urban/suburban areas will impact the delivery of Extension programming D-4

5 Short-Term Tactical Objectives (by Department) Cooperative Extension: Leverage local resources to obtain increased matching funds; support county efforts to reduce infant mortality and improve overall health of children through nutrition education; provide support to the United Growth for Kent County program on informed landuse in both urban and rural areas; support the development of ethanol as a gasoline additive; continue to work with local groups to promote a viable agricultural industry in Kent County John Ball Zoo: Formally improve exhibits, amenities, infra-structure, revenue sources, and presence in the community over next five (5) years; achieve a dominant position in local, state, national, and international conservation and research programs for zoological activities of its size; provide pre-eminent outreach and onsite educational experiences Parks Department: Maintain and renovate the existing parks to achieve a level of quality consistent with users expectations; continue to implement the master plan of land acquisition; analyze, recommend, and obtain approval of a sustaining maintenance and operations budget that meets customer expectations; develop programming that increases usage and revenue D-5

6 Kent/MSU Cooperative Extension 775 Ball Avenue NE, Grand Rapids, Michigan Phone: (616) Fax: (616) Mission A University/Community partnership connecting education to life to meet the challenges of a changing and diverse society. Overview Michigan State University (MSU) Extension in Kent County is part of a state-wide information and education delivery network, applying university level, research-based knowledge to locally-identified critical issues. We respond to local needs through a unique partnership of County, State and Federal resources. Information is extended to Kent County residents through the MSU non-formal education system, which assists individuals, families and communities to make better decisions. Kent/MSU Extension services are divided into three program areas. In the Agriculture, Horticulture, and Natural Resource program area, education is provided on topics including: agriculture in the bioeconomy, agri-security, pesticide use, animal waste management, farm marketing, financial planning, and other farm management topics. Horticulture offerings include plant and soil diagnostics, Green Industry business assistance and education, the MSU Extension Master Gardener volunteer program, and consumer assistance through the horticulture hotline. Children, Youth and Family programs provide opportunities to learn about topics such as youth development, nutrition, managing personal finances, leadership and volunteer development. Goals Improve dietary outcomes for adults and youth in nutrition, and breastfeeding outcomes for new moms and infants following participation in Extension educational programs Increase participation in educational programs in youth development through 4-H clubs, school programs, after-school and summer programs and volunteer trainings Ensure viability of agricultural and green industries in Kent County Facilitate processes for Kent County citizens, neighborhoods, communities and local governmental officials to learn and implement best practices in land use, utilizing MSU resources whenever possible Provide educational programs that will assist individuals to increase skills in money management 2008 Adopted Uses $673,361 Land use education and capacity building are primary focus areas of the Community and Economic Development program. Local units of government, community-based organizations, public officials and citizens participate in a variety of educational programs on many aspects of community development. Contractual Services 42.97% Capital Outlay 0.90% Commodities 3.78% Personnel 52.35% D-6

7 Selected Performance Measures Measure Goal Percent of people making improvement in diet per ERS report 95.0% 94.5% 94.5% 99.0% Percent of new moms enrolled in BFI program who follow through to initiate breastfeeding after child's birth NA 72% 80% 85% Percent increase in youth involvement in 4-H activities 3.6% 9.6% 14.0% 5.0% Percent increase in green industry producers in crop, financial management and/or income production-related educational programs Percent of participants indicating an increase in knowledge of best practices in land use Percent of money management students that intend to increase amount of savings NA NA 23% 10% NA NA 90% 90% 95% 91% 100% 100% Department History of Uses Personnel $ 324,312 $ 353,727 $ 389,502 $ 405,350 $ 352, % Commodities 20,044 20,264 19,246 21,114 25, % Contractual Services 285, , , , , % Capital Outlay 1,169 2,894 2,400 6,070 6, % Other Charges NA Total Uses $ 631,304 $ 642,229 $ 657,696 $ 718,539 $ 673, % Personnel FTE Significant Budget Issues One part-time Graphic Artist position was eliminated and one full-time Cooperative Extension Assistant position was reduced to half-time to reduce expenditures and meet budget goals for the 2008 fiscal year History of Uses (in millions) D-7

8 John Ball Zoological Garden 1300 West Fulton Street, Grand Rapids, Michigan Phone: (616) Fax: (616) Mission The mission of the John Ball Zoological Garden is to help individuals gain information about, respect for, and an understanding of the Animal Kingdom. Overview John Ball Zoological Garden (JBZG) houses 245 species and over 2,000 individual animals. Although there are more than 2,000 animal exhibitors licensed by the United States Department of Agriculture, JBZG is one of only 215 zoos nationwide that meet the American Zoo and Aquarium Association s rigorous standards for accreditation, which include animal care. Annually more than 400,000 guests visit the zoo, in addition to the tens of thousands who visit the park, making it one of the most popular recreational attractions in the West Michigan region. Goals Provide a quality zoological facility that is accredited by the American Zoo and Aquarium Association and promotes good animal husbandry Provide diverse educational opportunities Enhance the entertainment and recreational opportunities available to the citizens and visitors to Kent County and West Michigan Actively participate in local, state, national and international conservation and research programs 2008 Adopted Uses $4,370,229 Personnel 61.26% Commodities 8.55% Education is a primary focus of the zoo. Zoo staff present a wide variety of programs both on-site for guests and school groups and off-site to schools, hospitals, nursing homes and other community organizations. The Grand Rapids Public Schools Zoo School is home to two sixth grade classrooms that spend an entire school year at the zoo. These programs are designed to help individuals understand and develop a caring attitude towards wildlife. Capital Outlay 6.33% 2008 Adopted Revenues $1,428,596 Contractual Services 23.86% JBZG participates in a variety of conservation, research, and animal management programs. The zoo provides data and staff resources to cooperative research programs and allows its facilities and collections to be used for university and secondary student training and education. JBZG also participates in cooperative Species Survival Plans, which help maintain the genetic diversity and stable demographics of species within zoos, and contribute to conservation of those species counterparts in the wild. Charges for Services 98.95% Reimbursements 1.05% D-8

9 Selected Performance Measures Measure Goal Accredited by the American Zoo and Aquarium Association Yes Yes Yes Yes Deficiencies noted by U.S. Department of Agriculture inspectors Percent increase of on-site contacts (5% increase annually) New 93% 9% 5% Zoo attendance 326, , , ,000 Picnic rentals Picnic site attendance 79,850 86,000 88,952 75,000 Park safety issues repaired/secured within 24 hours of discovery 99.4% 100.0% 100.0% 100.0% Participation in cooperative conservation and research programs Department History of Uses Personnel $ 2,307,962 $ 2,324,981 $ 2,470,971 $ 2,677,276 $ 2,677, % Commodities 304, , , , , % Contractual Services 949, ,247 1,020,431 1,042,752 1,042, % Capital Outlay 27, , , , , % Other Charges NA Total Uses $ 3,589,202 $ 3,613,741 $ 3,973,510 $ 4,370,229 $ 4,370, % Personnel FTE Significant Budget Issues As one of the oldest zoos in the nation, John Ball Zoo is faced with an aging infrastructure requiring a significant investment in Capital Outlay. This has grown dramatically over the last few years and will continue as antiquated facilities are in need of repair and replacement. John Ball Zoo and John Ball Park had significant growth in attendance and use in 2007 reaching a record zoo attendance of 419,777. Based on inflationary costs and attendance increases, use of commodities (trash bags, toilet paper, etc...) has also increased History of Uses (in millions) D-9

10 Parks Department 1700 Butterworth Drive SW, Grand Rapids, Michigan Phone: (616) Fax: (616) Mission The Kent County Parks Department will enhance the quality of life in Kent County by establishing and maintaining outstanding parks to meet the needs of the county s growing population. The department will efficiently provide recognized recreational, environmental, and social benefits. This will be accomplished through adherence to high standards and coordination with individuals and organizations. Overview The Parks Department manages over 6,200 acres of land in 38 properties and offers a wide range of recreational opportunities. Family and corporate picnicking, swimming, hiking, cross-country skiing, and golf at our four star golf course are just a few of the activities available in County parks. In addition, the Department operates a 96 site campground at Wabasis Park. One of the projects currently under development is Millennium Park. This 1500 acre park is a multiyear project and will reclaim, for public recreation, lands once used for gravel and gypsum mining, oil production, and waste disposal. The recreation core has been completed, through the continuing acquisition of land and development. In 2007, the County successfully purchased 114 acres at the center of the park, preparing the way for significant development of new trail systems. Acquisition of additional park land and development of parks throughout the County continues to be a priority of the Board of Commissioners. acres adding to Fallasburg Park. The department made significant improvements to Myers Lake Park by incorporting land that was purchased several years ago into a new master plan for the park. Goals Preserve public greenspace for public use and preservation of natural habitat Provide a quality 18-hole golf course for the general public that is financially self sufficient Provide well maintained campsites and support facilities, and insure that the campground is financially self sufficient Capital Outlay 8.17% 2008 Adopted Uses $4,307,803 Personnel 61.91% Contractual Services 24.20% Commodities 5.72% 2008 Adopted Revenues $1,514,243 Charges for Services 96.35% Other recent notable activities include the acquisition of nearly 100 acres at the confluence of the Coldwater and Thornapple River. Grant funds from the Michigan Department of Natural Resources paid for 74% of the $1.2 million purchase price. The Parks Department also recently purchased an additional 100 acres of land for a regional park in Lowell Township and 20 Intergov 0.46% Other Revenue 1.61% Interest Earnings 0.65% Reimbursements 0.93% D-10

11 Selected Performance Measures Measure Goal Operate open shelters at a 15% weekday and 60% weekend peak season rate 12%/55% 10%/58% 9%/56% 15%/60% Operate shelterhouses at a 20% weekday and 75% weekend peak season rate 20%/69% 15%/71% 18%/70% 20%/75% Upgrade playgrounds so that 100% meet state/federal access guidelines by % 89% 97% 100% Acquire 200 acres of land toward the goal of 7500 acres by Operate golf course at a Revenue:Cost ratio of at lease Operate campsite at a Revenue:Cost ratio of at least Department History of Uses Personnel $ 2,585,105 $ 2,522,944 $ 2,798,235 $ 2,766,827 $ 2,667, % Commodities 291, , , , , % Contractual Services 1,076, ,091 1,206,991 1,049,759 1,042, % Capital Outlay 311, , , , , % Other Charges 449, NA Total Uses $ 4,713,594 $ 4,048,964 $ 4,639,190 $ 4,414,879 $ 4,307, % Personnel FTE Please note that the Parks Department has 163 Park Maintenance Seasonal Employees. Significant Budget Issues The department has been very successful the past several years in leveraging millions of dollars from a variety of grants and donors for land acquisition and development. The vast majority of projects require local matches which come from the department s Land Acquisition and Development CIP Fund. The department may be limited to smaller projects in 2008 and coming years without additional funding sources. One full-time Park Operations Supervisor was eliminated in History of Uses (in millions) D-11

12 Lodging Excise Tax Uses This budget is used to account for proceeds associated with the Lodging Excise tax, commonly referred to as the Hotel-Motel Tax, which is levied upon hotel and other room rentals in the County. It is overseen by the County Treasurer and may only be used for expenses incurred in promoting Kent County and maintaining, acquiring, or constructing its public convention and entertainment facilities. The Board of Commissioners has allocated most of the collected revenue to the Convention Arena Authority for construction of the DeVos Place Convention Center; portions have also been allocated to the John Ball Zoo Society and the Grand Rapids/Kent County Convention and Visitors Bureau. Expenses for these items are accounted for in Contractual Services. Non-Departmental DeVos Place History of Uses Personnel $ 102,288 $ 122,802 $ 129,825 $ 137,652 $ 137, % Commodities % Contractual Services 1,290,549 1,266,017 1,467, , , % Capital Outlay NA Other Charges 4,630,131 4,782,644 4,954,179 4,724,199 4,724, % Total Uses $ 6,023,220 $ 6,171,954 $ 6,552,734 $ 5,776,969 $ 5,776, % Personnel FTE Significant Budget Issues The Other Charges category is primarily comprised of debt service obligations for bonds issued to finance the DeVos Place Convention Center. The Series 2001 bond issue was structured with annual increases in principal/interest payments. The annual commitments continue to exceed annual revenues. It is anticipated that the fund balance in this fund will be depleted by the end of FY History of Uses (in millions) D-12

13 Enterprise Activities Functional Area at a Glance 2008 County Uses by Functional Area $440,403,344* General government 18.24% Health & welfare 16.77% Judicial 9.41% Other 0.36% Public safety 14.71% 2008 Functional Area Uses by Fund Type $96,382,805 Proprietary 42.21% Component Unit 57.79% 2008 Functional Area Uses by Department Enterprise 21.89% Capital Cultural & 1.09% recreational Transfers out 14.10% 3.43% * This chart is net of the $6,130,000 estimated appropriation lapse that is allocated to functional areas subsidized by the General Fund (excludes the Enterprise Functional Area). Public Works 57.79% Aeronautics 42.21% Functional Area History of Uses by Fund Type Fund Type Actual Actual Adopted Requested Adopted % Change Component Unit Fund Aeronautics $ - $ - $ - $ - $ - NA Public Works 45,087,463 46,619,732 56,117,687 55,700,521 55,700, % Total Component Unit Fund 45,087,463 46,619,732 56,117,687 55,700,521 55,700, % Proprietary Funds Aeronautics 30,495,576 30,437,007 37,269,004 41,445,723 40,682, % Public Works NA Total Proprietary Funds 30,495,576 30,437,007 37,269,004 41,445,723 40,682, % Total $ 75,583,039 $ 77,056,739 $ 93,386,691 $ 97,146,244 $ 96,382, % Functional Area History of Uses by Department Department Actual Actual Adopted Requested Adopted % Change Aeronautics $ 30,495,576 $ 30,437,007 $ 37,269,004 $ 41,445,723 $ 40,682, % Dept of Public Works 45,087,463 46,619,732 56,117,687 55,700,521 55,700, % Total Uses $ 75,583,039 $ 77,056,739 $ 93,386,691 $ 97,146,244 $ 96,382, % D-13

14 Functional Area History of Uses by Category Personnel $ 11,526,508 $ 11,786,503 $ 13,004,133 $ 13,353,019 $ 13,353, % Commodities 612, , , , , % Contractual Services 51,956,425 54,046,794 58,331,558 57,320,548 57,320, % Capital Outlay 773, ,163 1,247,540 1,048,320 1,048, % Other Charges 10,714,093 9,776,767 20,091,652 24,754,707 23,991, % Total Uses $ 75,583,039 $ 77,056,739 $ 93,386,691 $ 97,146,244 $ 96,382, % Personnel FTE Strategic Goals Participate in the economic development and planning efforts of the region Sustain the appropriate useful life of infra-structure Continue to respond to changing economic and community demand, adjusting services accordingly Operate without the use of Kent County General Fund support Develop and implement a long-term energy generation and use strategy for landfill gas and district heating and cooling system Develop and implement a strategy for increased solid waste recovery, processing, and recycling services and systems Short-Term Tactical Objectives Improve the Geographical Information System (GIS) Improve electronic (digital) record-keeping (both) Pursue appropriate federal and state grants (both) Complete landfill expansion into Allegan County; augment waste water collection services in cooperation with Township service districts (Public Works) D-14

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16 Department of Aeronautics th Street SE, Grand Rapids, Michigan Phone: (616) Fax: (616) flygrandrapids.org Mission It is the mission of the Kent County Department of Aeronautics to provide safe, efficient, environmentally sensitive and economically self-sustaining air transportation facilities responsive to regional needs. Overview The Department of Aeronautics manages and operates the Gerald R. Ford International Airport (GFIA). GFIA is served by 6 passenger airlines with 120 daily scheduled non-stop flights to and from 15 major market destinations. Provide efficient and user-friendly facilities for cargo, air freight and mail tenants, public and trucking companies Provide facility inspection, routine maintenance and light construction services for Department facilities Provide a safe, secure, efficient and user-friendly facility that is well maintained for the traveling public and transportation service companies supporting scheduled airline service Provide the Kent County Aeronautics Board with management oversight and policy implementation 2008 Adopted Uses $40,682,284 The airport has its own police, fire, and maintenance departments. Policy and general oversight of GFIA is the responsibility of the Kent County Aeronautics Board, a six-member body appointed by the Board of Commissioners. GFIA receives no General Fund allocations. The department s operational requirements are met through rates and charges assessed to airport tenants and patrons for the use of airport services and facilities. The airport s capital requirements are met through earned surpluses, revenue bonds, passenger facility charges, and state and federal grants In 2007, GFIA served nearly 2 million passengers and processed more than 91 million pounds of air cargo and mail. Other Charges 32.90% Capital Outlay.54% Contractual Services 43.76% Personnel 21.61% 2008 Adopted Revenues $40,682,284 Commodities 1.19% Selected Goals Provide efficient and user-friendly facilities for all aircraft operational movements and other aeronautics-related activities Other Revenue 31.49% Intergov 10.32% Reimbursements 0.47% Provide facilities to be leased by aeronautical/ airport support companies at fair market value to assist the Department in its mission to be financially self-sustaining Provide operationally efficient and user-friendly facilities for general aviation businesses Interest Earnings 10.44% Fines & Forfeitures 0.01% Charges for Services 47.27% D-16

17 Selected Performance Measures Measure Goal Airfield operations: number of takeoffs and landings 112, , , ,000 Tenant activity: number of primary tenants General aviation: total based aircraft Total air cargo (lbs.) 86,505,842 87,281,497 91,890,660 93,000,000 Number of maintenance discrepancies noted by FAA in annual certification inspection Passenger activity: total passengers 2,090,505 2,015,846 1,990,896 2,000,000 Net revenues over expenses (not including depreciation or debt service) $10,221,561 $10,964,118 $9,655,806 $8,939,832 Department History of Uses Personnel $ 7,578,929 $ 7,801,657 $ 8,533,952 $ 8,789,469 $ 8,789, % Commodities 482, , , , , % Contractual Services 16,329,417 16,393,648 17,746,589 17,803,657 17,803, % Capital Outlay 153, , , , , % Other Charges 5,951,055 5,655,364 10,084,474 14,149,077 13,385, % Total Uses $ 30,495,576 $ 30,437,007 $ 37,269,004 $ 41,445,723 $ 40,682, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. History of Uses (in millions) D-17

18 Department of Public Works 1500 Scribner NW, Grand Rapids, Michigan Phone: (616) Fax: (616) Mission The Kent County Board and Department of Public Works acquires, improves, enlarges, operates, and maintains water supply systems, sewage disposal systems, and refuse systems to promote and protect the health and welfare of its residents and the environment. Overview The Department of Public Works is an enterprise fund department established by the Board of Commissioners to provide solid waste management services and water and sewer system construction, inspection, and maintenance under contract with some local units of government. The department is divided into three divisions: Utility Services, Finance and Accounting, and Solid Waste. In addition to general administration and budgetary oversight, the department also helps local municipalities to secure funding for water and sewer projects. Provide reliable, high quality thermal service in a cost effective and environmentally responsible manner Provide reliable cost-effective sanitary and storm sewer operations and maintenance services for contracted communities and County agencies Provide services to permit and inspect new sanitary sewer installations in accordances with MDEQ Act 98 permit requirements 2008 Adopted Uses $55,700,521 Contractual Services 70.95% Capital Outlay 1.48% Commodities 0.34% Personnel 8.19% Other Charges 19.04% Kent County Waste to Energy Plant Goals Ensure availability of long-term disposal and transfer capacity Provide efficient recovered material processing for recyclables delivered by waste haulers and market materials to achieve highest revenues Provide safe and convenient receipt and disposal of household hazardous waste, electronics and batteries Accept all solid waste delivered and process solid waste for energy recovery or transfer-wte Charges for Services 90.83% 2008 Adopted Revenues $55,700,521 Intergov 2.72% Interest Earnings 4.11% Other Revenue 2.34% D-18

19 Selected Performance Measures Measure Goal Tons of solid waste landfilled 159, , , ,000 Tons of recyclable materials processed 13,260 13,880 14,157 14,500 Number of households hazardous waste disposed 1,652 1,582 2,430 2,500 Tons of waste turned to electricity & steam 175, , , ,000 Electricity sold (Mwh) 86,665 95,509 98,738 98,000 Work plans completed Percentage of sewer backup events responded to within 24 hours 100% 100% 100% 100% Lineal feet of public sanitary sewer construction and relining inspected 27,011 18,424 45,300 48,000 Department History of Uses Personnel $ 3,947,579 $ 3,984,846 $ 4,470,181 $ 4,563,550 $ 4,563, % Commodities 130, , , , , % Contractual Services 35,627,008 37,653,146 40,584,969 39,516,891 39,516, % Capital Outlay 619, , , , , % Other Charges 4,763,038 4,121,403 10,007,178 10,605,630 10,605, % Total Uses $ 45,087,463 $ 46,619,732 $ 56,117,687 $ 55,700,521 $ 55,700, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. 60 History of Uses (in millions) D-19

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21 General Government Functional Area at a Glance 2008 County Uses by Functional Area $440,403,344* 2008 Functional Area Uses by Fund Type $80,330,008 General government 18.24% Health & welfare 16.77% Judicial 9.41% Other 0.36% Public safety 14.71% General Fund 44.13% Proprietary 3.68% Special Revenue 3.99% Internal Service 30.81% Enterprise 21.89% Cultural & recreational 3.43% Capital 1.09% Transfers out 14.10% * This chart is net of the $6,130,000 estimated appropriation lapse that is allocated to functional areas subsidized by the General Fund (excludes the Enterprise Functional Area). Debt Service 13.04% Component Unit 4.35% Functional Area Uses by Department are provided on the following page Functional Area Uses by Department Risk Management 30.81% Building Authority Debt Service 11.28% Intergovernmental 4.77% Information Technology 7.42% Human Resources 2.73% Debt Service 1.76% Housing Commission 4.35% Fiscal Services 3.01% Facilities Management 16.09% Treasurer's Office 5.13% Administrator's Office 1.87% Board of Commissioners 1.16% Bureau of Equalization 2.36% Community Development 2.81% County Clerk 0.85% 3.60% Drain Commissioner D-21

22 Functional Area History of Uses by Fund Type Fund Type Actual Actual Adopted Requested Adopted % Change General Fund Administrator's Office $ 1,152,924 $ 1,221,456 $ 1,514,517 $ 1,486,147 $ 1,466, % Bd of Commissioners 741, , , , , % Building Author Debt NA Bureau of Equalization 1,498,196 1,610,618 1,876,863 1,778,239 1,738, % Community Developmt NA County Clerk 1,733,613 1,929,344 2,003,486 2,252,218 2,224, % Debt Service NA Drain Commission 446, , , , , % Facilities Management 12,017,310 12,679,177 8,640,378 12,968,528 12,909, % Fiscal Services 2,079,522 2,180,463 2,353,800 2,415,666 2,415, % Housing Commission NA Human Resources 1,993,984 1,953,436 2,177,409 2,254,841 2,193, % Info Technology 5,237,353 5,372,206 6,271,087 6,048,564 5,958, % Intergovernmental 3,642,445 4,510,369 3,767,413 3,848,129 3,833, % Risk Management NA Treasurer's Office 1,067,822 1,080,283 1,310,220 1,216,866 1,168, % Total General Fund 31,611,460 33,937,062 31,461,315 35,834,105 35,450, % Other Funds Administrator's Office 262, ,436-37,381 37,381 NA Building Author Debt 67,422,106 5,889,522 5,695,415 9,058,526 9,058, % Bureau of Equalization 348, , , , , % Community Developmt 2,055,534 1,614,215 3,118,443 2,260,159 2,260, % County Clerk 170, , , , , % Debt Service 961, ,769 1,611,776 1,414,164 1,414, % Drain Commission 239, ,112 70,241 70,166 70, % Facilities Management ,374 16,374 NA Housing Commission 3,064,261 2,889,141 3,512,098 3,491,592 3,491, % Risk Management 20,162,734 20,291,719 22,418,503 24,750,300 24,750, % Treasurer - Delinquent Tax 2,096,995 2,651,225 2,087,000 2,956,500 2,956, % Total Other Funds 96,784,695 35,564,138 39,381,750 44,879,535 44,879, % Total $ 128,396,155 $ 69,501,200 $ 70,843,065 $ 80,713,640 $ 80,330, % D-22

23 Functional Area History of Uses by Department Department Summaries Department Actual Actual Adopted Requested Adopted % Change Administrator's Office $ 1,415,779 $ 1,724,892 $ 1,514,517 $ 1,523,528 $ 1,503, % Bd of Commissioners 741, , , , , % Bureau of Equalization 1,846,629 1,862,527 2,046,863 1,939,239 1,899, % Community Developmt 2,055,535 1,614,215 3,118,443 2,260,159 2,260, % County Clerk 1,904,231 2,314,435 2,701,760 2,915,591 2,888, % Drain Commission 686, , , , , % Facilities Management 12,017,312 12,679,176 8,640,378 12,984,902 12,926, % Fiscal Services 2,079,522 2,180,463 2,353,800 2,415,666 2,415, % Housing Commission 3,064,260 2,889,141 3,512,098 3,491,592 3,491, % Human Resources 1,993,984 1,953,436 2,177,409 2,254,841 2,193, % Info Technology 5,237,352 5,372,204 6,271,087 6,048,564 5,958, % Risk Management 20,162,733 20,291,719 22,418,503 24,750,300 24,750, % Treasurer's Office 3,164,817 3,731,508 3,397,220 4,173,366 4,124, % Non-Departmental Intergovernmental 3,642,445 4,510,369 3,767,413 3,848,129 3,833, % Debt Service 961, ,769 1,611,776 1,414,164 1,414, % Building Author Debt 67,422,106 5,889,522 5,695,415 9,058,526 9,058, % Total Uses $ 128,396,155 $ 69,501,200 $ 70,843,065 $ 80,713,640 $ 80,330, % Functional Area History of Uses by Category Personnel $ 15,804,065 $ 16,715,591 $ 18,809,330 $ 18,385,534 $ 18,137, % Commodities 565, , , , , % Contractual Services 41,018,460 41,600,518 41,193,788 46,964,053 46,879, % Capital Outlay 473, , , , , % Other Charges 70,534,746 9,528,078 9,474,512 13,786,364 13,786, % Total Uses $ 128,396,155 $ 69,501,200 $ 70,843,065 $ 80,713,640 $ 80,330, % Personnel FTE Strategic Goals Politically advocate to protect current sources of revenue from legislative changes Reduce cost of Kent County government operations Develop internal and external communications strategy Diversify sources of revenue Be an employer of choice Grow/enhance a participative employee culture Maintain/enhance partnerships and relationships that support the Mission of Kent County government Develop a Sustainability mentality, to enhance environmental preservation within county facilities Politically advocate for stream-lined election laws that improve voting process and enhance the integrity of elections Protect current revenue streams and explore methods to ensure changes in statutory allowable fees cover costs D-23

24 Cross-Cutting Influencing Factors Contract requirements associated with a unionized work-force Elected officials significant amount of office functions mandated by state or federal law New housing development in rural areas impacts work load and heightens issues with aging county drain infra-structure Opportunities for enhancing departmental efficiencies through accelerated use of information systems Demographic changes in the county, in combination with regional economic trends, are placing increased pressure on multiple county services and the supply of affordable housing Potential state take-over of vital statistics for federal terrorism-related issues Opportunities for enhancing departmental efficiencies through accelerated use of information systems Short-Term Tactical Objectives (by Department) County Administration (Administrator s Office, Board Office, Fiscal Services, Human Resources, IT): develop tactical labor strategy to address staffing, diversity, training, pay and benefits; continue and enhance all forms of collaboration with other public and private entities; develop strategy to prevent encroachment on millage capacity; develop and expand training programs to promote County culture and enhance collaboration; enhance technology to improve internal efficiencies and provide services on 24/7 basis Clerk/Register of Deeds: maintain a high-level of performance; monitor potential problems/ opportunities resulting from increased federal anti-terrorism efforts and court mergers Drain Commission: expand un-petitioned maintenance of county drains; reduce level of storm water management and master planning services to townships; continue digitalization of records; upgrade GIS system; assess/recommend fee increases for administration of Subdivision Control Act; continue to use interns and honor camp individuals Facilities Management: review construction and maintenance contracts to assure state-of-theart processes and procedures; administer property management program that achieves timely and cost-effective enhancements to facilities; promote processes that enhance the communication with county departments in identifying and resolving facilities needs; and continue to develop department-wide cost reduction programs, while focusing on improving customer service Housing Commission: increase the number of housing choice vouchers available to service senior citizens; develop a Housing and Urban Development (HUD) Home Ownership program to increase homeownership through voucher mortgage assistance Community Development: develop partnerships with community-based organizations to construct more single-family homes via MSHDA Home funds; increase program income by increasing amount of loans made for rehabilitation (vs. grants); provide more educational programming for prospective home owners; pursue opportunities to contract with outside vendors for rehabilitation work to reduce cost of operations; continue to collaborate and fund projects for local units of government and non-profit partners Treasurer s Office: monitor activities of other units or levels of government to consolidate tax collection programs; capture personal property tax collection; continue efforts to reduce cost of operations D-24

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26 Administrator s Office County Administration Building 300 Monroe Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission To manage and support county operations as directed by the Board of Commissioners in order to efficiently deliver services to citizens. Overview The County Administrator/Controller is appointed by the Board of Commissioners to implement Board policies, to oversee the daily activities of the County, to serve as the Chief Administrative and Financial Officer, and to supervise functions that report to the Board of Commissioners. The 11-member staff of the office provides professional support, project management, and policy recommendations for the Administrator/Controller and the Board. This office includes the County s Corporate Counsel. The Administrator s Office is responsible for assisting the Board in meeting identified goals; developing annual budget recommendations; preparing agenda items for the Board of Commissioners; developing procedures to accompany Board policies; providing legal counsel in all legal County matters; conducting program, departmental, and management analyses; coordinating the pursuit of the Board s legislative agenda; and providing general administrative support. The Administrator s Office is also responsible for continuing several ongoing initiatives adopted by previous Boards including the Prevention Initiative and the Justice Task Force. Goals Ensure effective communication between the Board of Commissioners, departments/agencies, the judiciary, and the public Maintain the long-term financial health of the County Create and foster a culture that promotes visionary, creative and strategic thinking to achieve the Mission of the County Encourage the establishment of strategic, public/ private, intergovernmental and interdepartmental partnerships Improve County operations by reviewing and evaluating existing programs, services, and service needs Personnel 76.93% 2008 Adopted Uses $1,503,741 Commodities 1.04% Capital Outlay 2.71% Contractual Services 19.32% 2008 Adopted Revenues $484,503 Kent County Administration Building Reimbursements 99.90% Charges for Services 0.10% D-26

27 Selected Performance Measures Department Summaries Measure Goal Maintain a 4.0 or better on the Board of Commissioners survey NA NA County bond ratings maintained per S&P/Moody's AAA/Aaa AAA/Aaa AAA/Aaa AAA/Aaa Percent of postponed Committee or Board action requests due to 0.08% 0.07% 0.04% <1.00% insufficient or inaccurate information Dollars saved or dollars leveraged as a result of collaboration with other NA NA $ 1,552,818 $ 500,000 agencies Number of programs or collaborative partnerships developed NA NA 7 3 Department History of Uses Personnel $ 914,279 $ 1,039,397 $ 1,167,667 $ 1,176,594 $ 1,156, % Commodities 21,341 11,104 15,600 15,600 15, % Contractual Services 253, , , , , % Capital Outlay 226, ,271 8,070 40,781 40, % Other Charges NA Total Uses $ 1,415,779 $ 1,724,892 $ 1,514,517 $ 1,523,528 $ 1,503, % Personnel FTE Significant Budget Issues A considerable amount of time and activity during the year was devoted to positioning the County to address several issues, including Countywide dispatch, performance management, long-term facility needs and associated acquisition of property, correctional facility capacity and the cost of inmate medical services, and development of a strategy to address corrections and detention needs, particularly in light of the experiation of a dedicated millage in December Activities also included the successful implementation of the first year of the Sports Commission, updating the Mandated and Discretionary Services Report, adoption of a soil erosion ordinance, community outreach through several County Primer meetings, acquisition of 114 acres of land in the center of Millennium Park, and groundbreaking for the new $27 million Human Services Complex. A significant number of complex and high-profile legal issues in several County departments were addressed by the Corporate Counsel staff. One part-time, vacant Administrative Intern position was eliminated in History of Uses (in millions) D-27

28 Office of the Executive Assistant to the Board of Commissioners County Administration Building 300 Monroe Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission The mission of the Executive Assistant to the Board of Commissioners is to provide professional administrative support to the Board of Commissioners, County Administration, departments and the public of Kent County, so that policy decisions are informed decisions for the departments and citizens of Kent County. Overview The Executive Assistant to the Board of Commissioners provides administrative support in a liaison role to and for the Board of Commissioners, the County Administration, and County departments. The history of uses reported here also includes expenses for the Kent County Board of Commissioners, including Board member compensations, subscriptions, memberships, and certain contracts associated with the legislative and policy operations of the Board. For personnel tracking purposes, the 19 member Board is recorded as 9.5 FTE. The Board is supported by 1 full-time and 2 part-time administrative staff. Goals To communicate effectively and efficiently To provide accurate and timely agendas and related backup information To provide an efficient, effective, and timely information flow to and from commissioners To provide efficient and up-to-date information access to and from the public To provide timely and accurate board, commission, and committee processes 2008 Adopted Uses $931,350 Personnel 70.22% Commodities 1.64% Kent County Board of Commissioner s Chambers Contractual Services 28.14% D-28

29 Selected Performance Measures Department Summaries Measure Goal Percent of Commissioners requests for information responded to same day 100% 98% 98% 98% Percent of Standing Committee agendas provided to departments 3 days before meeting 100% 100% 100% 100% Percent of citizen information requests responded to same day 98% 98% 98% 100% Percent of Standing Committee minutes distributed to Commissioners within 7 days of committee meeting 100% 100% 100% 100% Percent effectiveness from annual survey to Commissioners 98% 98% 98% 100% Department History of Uses Personnel $ 582,853 $ 595,605 $ 637,290 $ 654,037 $ 654, % Commodities 8,040 10,973 15,200 15,200 15, % Contractual Services 143, , , , , % Capital Outlay 6,873 1,246 4, % Other Charges NA Total Uses $ 741,749 $ 907,010 $ 914,272 $ 931,350 $ 931, % Personnel FTE Significant Budget Issues There are no significant issues to report. 1.5 History of Uses (in millions) D-29

30 Bureau of Equalization County Administration Building 300 Monroe Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission To provide for a fair system of property assessment and taxation and to provide professional mapping services for all cities and townships in Kent County. Overview The Bureau of Equalization carries out both property appraisal and mapping functions on behalf of taxpayers and municipalities in Kent County. The Bureau has two divisions, the Appraisal Division and the Property Description and Mapping Division. The Appraisal Division equalizes property values annually among 21 townships and nine cities so property taxes remain uniformly fair across Kent County. The Division reports annually to the Board of Commissioners on the apportionment of millages within a 50-mill cap among various jurisdictions. Division staff audit property transfers to ensure that the taxable and state equalized value remain identical for the following year and assist local units of government with property assessments, especially of complex agricultural, industrial, commercial and developmental sites. The Division also provides information to local governments to prepare cases for the Michigan Tax Tribunal, the appellate body on property tax matters. The Property Description and Mapping Division creates and maintains property tax maps for all parcels of land in Kent County. The staff also updates all property descriptions for area municipalities. Map products and property information records are created for general reference by local municipalities, title companies, realtors, real estate developers, appraisal firms, law firms, surveyors, environmental companies, architectural and engineering firms and the general public for many purposes. Goals Annually project property values and study the level of assessment by property class through appraisal and/or sales studies and apply equalization factors, if necessary, to comply with state law Provide professional tax mapping service so that all land in the county subject to the property tax is taxed once and is not subjected to double taxation Preserve public survey monuments for public use and preservation of the Public Land Survey System Personnel 85.40% 2008 Adopted Uses $1,899,776 Other Charges 0.78% Capital Outlay 1.03% 2008 Adopted Revenues $416,644 Commodities 2.03% Contractual Services 10.76% Charges for Services 8.11% Reimbursements 53.25% Intergov 38.64% D-30

31 Selected Performance Measures Measure Goal Number of on-site real property appraisals 1,586 1,700 3,206 2,500 Number of real property appraisals per appraiser Number of personal property audits Number of personal property audits per auditor Number of tax descriptions/map updates 8,526 9,450 6,711 7,000 Number of commercial/industrial sales appraised Number of sales processed 28,867 24,741 24,362 25,000 Percent of tax descriptions completed within 30 days NA 88.21% 58.60% 90.00% Percent of damaged monuments repaired 100% 100% 100% 100% Department History of Uses Personnel $ 1,425,277 $ 1,528,512 $ 1,751,000 $ 1,661,834 $ 1,622, % Commodities 41,962 37,013 30,000 38,530 38, % Contractual Services 366, , , , , % Capital Outlay ,749 54,450 19,560 19, % Other Charges 12,550 4,991 5,144 14,756 14, % Total Uses $ 1,846,629 $ 1,862,527 $ 2,046,863 $ 1,939,239 $ 1,899, % Personnel FTE Significant Budget Issues In 2007, Equalization completed the reappraisal of the industrial class of property in the City of Grand Rapids. In 2008, Equalization will complete the reappraisal of the commercial class of property in the City of Grand Rapids. The department will implement Pictometry oblique photography county-wide in An Abstract/Title Clerk I was eliminated in History of Uses (in millions) D-31

32 Community Development 82 Ionia Avenue NW - Suite 390, Grand Rapids, Michigan Phone: (616) Fax: (616) Mission To develop viable urban and rural communities by providing decent housing and a suitable living environment and expanding economic opportunities, principally for persons of low and moderate income. Overview The Community Development Department implements the federal Community Development Block Grant (CDBG) program in all Kent County communities except Grand Rapids and Wyoming. Funds are distributed from the federal government to the County on a formula basis. The formula considers extent of poverty, population, housing overcrowding, age of housing, and population growth lag in relation to other metropolitan areas. Selected Goals To provide cost-effective timely service to the 32 funded local units of government and County departments receiving Community Development Block Grant funds Provide and implement HUD mandated oversight for participating non-profit corporations The Community Development Department awards funding to local projects based on the following requirements: 1) meets a need identified in an established action plan; 2) not less than 70% of funds must be used for activities that benefit low and moderate income persons; and 3) the activity meets one of the CDBG national objectives (i.e., benefits low and moderate income persons, prevention or elimination of slums or blight, or a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community). The Community Development Department is also responsible for implementing the Shelter Plus Care program, which contracts with non-profit housing corporations to provide rental units as permanent housing for homeless individuals and families. Contractual Services 81.39% 2008 Adopted Uses $2,260,159 Other Charges 0.99% Personnel 16.78% Commodities 0.84% 2008 Adopted Revenues $2,260,159 Reimbursements 3.32% Intergov 96.68% D-32

33 Selected Performance Measures Department Summaries Measure Goal Percent of inspections completed NA 95.00% % % Overall satisfaction of participating non-profits NA 95.00% 98.00% 98.00% Amount of dollar for dollar match in supportive services for the Shelter + Care grant to equal grant ($1,221,960). NA NA $ 1,351,568 $ 1,221,960 Percent of HUD mandated expenditures for Local Units of Government, Non-Profit agencies and County Departments 99.83% % 98.84% 99.85% Number of Rehab projects completed by due date NA NA 8 20 Department History of Uses Personnel $ 418,210 $ 376,172 $ 436,961 $ 379,367 $ 379, % Commodities 12,446 10,532 9,800 18,989 18, % Contractual Services 1,621,845 1,200,501 2,625,641 1,839,453 1,839, % Capital Outlay 3, NA Other Charges - 26,075 46,041 22,350 22, % Total Uses $ 2,055,535 $ 1,614,215 $ 3,118,443 $ 2,260,159 $ 2,260, % Personnel FTE Significant Budget Issues There are no significant issues to report. 4 History of Uses (in millions) D-33

34 County Clerk/Register of Deeds County Administration Building 300 Monroe Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission Maintain public records for the citizens of Kent County. Disseminate information requested in a proficient, timely manner. Overview The Kent County Clerk s Office has three major functions: to manage County elections; to manage vital County records; and to process and maintain all Circuit Court files. In Kent County, the Clerk is also the Register of Deeds. The Clerk issues, indexes, and records vital records, such as marriage licenses, birth certificates, and death certificates. As Register of Deeds, the Clerk is responsible for receiving, recording and reproducing all official documents affecting property ownership. The Clerk is also responsible for all election activities in Kent County. As Clerk of the Circuit Court, she keeps the Circuit Court s records. The Clerk is also the Clerk of the Board of Commissioners, and statutorily serves on numerous County boards and commissions. Goals Comply with federal and state statutes and rules that govern elections Process and maintain records in accordance with federal/state/local statutes and policies to ensure the integrity of records Distribute information requested in a timely manner Process and maintain filings/records in accordance with federal/state/local statutes and Michigan Rules of Court to ensure the integrity of records Other Charges 3.70% Capital Outlay 8.83% 2008 Adopted Uses* $2,888,348 Contractual Services 12.54% Commodities 13.52% 2008 Adopted Revenues* $6,670,700 Personnel 61.41% Charges for Services 97.19% Fines & Forfeitures 0.01% Licenses & Permits 0.72% Other Revenue 0.36% Interest Earnings 0.45% Reimbursements 1.27% *This does not include costs/revenues for the County Clerk/ Circuit Court Division. The County Clerk/ Circuit Court Division Budget is reported under the Judicial Functional Area and located on page D-86. D-34

35 Department History of Uses Personnel $ 1,535,338 $ 1,556,298 $ 1,786,293 $ 1,785,806 $ 1,773, % Commodities 128, , , , , % Contractual Services 193, , , , , % Capital Outlay 27,742 4, , , , % Other Charges 19,416 83,266 85, , , % Total Uses $ 1,904,231 $ 2,314,435 $ 2,701,760 $ 2,915,591 $ 2,888, % Personnel FTE *This does not include the 23.5 FTE and costs for the County Clerk/ Circuit Court Division. The County Clerk/ Circuit Court Division Budget is reported under the Judicial Functional Area and located on page D-86. Organizational Chart County Clerk/ Register $2,888, FTE Elections Division $492,551 2 FTE Register of Deeds Office $1,479, FTE Vital Records $915, FTE *County Clerk/ Circuit Court Division $1,428, FTE *accounted for in Judicial * The County Clerk s Office includes 52 total FTE, 28.5 FTE in the General Govenment Functional Area and 23.5 FTE in the Judicial Functional Area for the County Clerk/Circuit Court Division on page D D-35

36 Elections Division The County Clerk s Elections Division oversees all elections conducted in Kent County including all school elections and monitors campaign finance law. Selected Performance Measures Measure Goal Percent of voter registrations processed in 5 days 100% 100% 100% 100% Percent of supplies distributed to all precincts 30 days prior to election 100% 100% 100% 100% Percent of election notices published 10 days before election 100% 100% 100% 100% History of Uses Personnel $ 138,545 $ 131,293 $ 150,514 $ 154,981 $ 154, % Commodities 54, ,997 57, , , % Contractual Services 8,292 23,511 25,081 33,970 31, % Capital Outlay 15, NA Other Charges NA Total Uses $ 216,477 $ 387,801 $ 232,795 $ 495,751 $ 492, % Personnel FTE Significant Budget Issues The budget spikes up during even numbered years due to costs associated with the type of elections held in even numbered years (i.e., state-wide gubernatorial, or presidential elections) History of Uses (in millions) D-36

37 Register of Deeds Office The Register of Deeds Office records all documents pertaining to real property in Kent County, including deeds, mortgages, land contracts, liens and other documents pertaining to real estate. The goals of the Office are: To provide service and information as to the public record regarding real property located in Kent County To promptly process and accept for public record all documents received pursuant to the Michigan Recording Act To research and develop new ways of using technology to improve the input, storage, and retrieval of information Selected Performance Measures Measure Goal Percent of documents indexed accurately NA 97.0% 99.5% 99.5% Percent of documents received that are recorded within 5 business days 97.0% 98.0% 100.0% 100.0% History of Uses Personnel $ 695,841 $ 715,045 $ 823,466 $ 788,892 $ 785, % Commodities 33,711 38,813 41,500 41,000 39, % Contractual Services 148, , , , , % Capital Outlay 12,529 4, , , , % Other Charges 19,416 83,266 85, , , % Total Uses $ 910,122 $ 1,139,882 $ 1,563,770 $ 1,489,222 $ 1,479, % Personnel FTE Significant Budget Issues With the economic downturn, real estate sales and refinancings have decreased dramatically reducing revenue History of Uses (in millions) D-37

38 Vital Records The Clerk files, stores, and retains original vital records (i.e., birth, death, and marriage records), and makes certified copies of said records available to the public. The Clerk also processes applications for concealed weapons licenses, notary publics, business registrations and records military discharges. In 2005, the division moved to an imaged system converting old microfilm documents to digital images to better serve the public. Selected Performance Measures Measure Goal Percent of vital records received that were accurately indexed 99.0% 98.5% 99.0% 99.0% Percent of information requests processed within 5 days of receipt 100.0% 100.0% 100.0% 100.0% History of Uses Personnel $ 700,952 $ 709,960 $ 812,313 $ 841,933 $ 833, % Commodities 40,456 40,812 50,200 46,700 45, % Contractual Services 36,224 35,980 42,682 41,985 37, % Capital Outlay NA Other Charges NA Total Uses $ 777,632 $ 786,752 $ 905,195 $ 930,618 $ 915, % Personnel FTE Significant Budget Issues There are no significant issues to report. 1 History of Uses (in millions) D-38

39 County Clerk s Office/ Circuit Court Division The County Clerk serves as Clerk of the Court. The Clerk opens, maintains, tracks, and stores the records for all cases filed in the Circuit Court including all juvenile court cases. Court files are public records, and may be inspected at the Clerk s Office. Litigants file at the Clerk of the Court s office for divorce, other family matters (e.g., paternity, custody, and juvenile support), civil actions for which the amount of damages exceeds $25,000, and other civil matters over which the Circuit Court has jurisdiction. All felony criminal cases are filed with the Clerk. The Clerk of the Court s financial division processes payments for court-ordered fines, costs, restitution, forensic fees, and other assessments. Selected Performance Measures Measure Goal Percent of documents accurately filed (in files) 99.0% 99.0% 99.0% 99.0% Percent of documents placed in files within 5 business days 100% 100% 100% 100% History of Uses The County Clerk s Office/Circuit Court Division budget is reported under the Judiciary Functional Area. See page D-86 for the Court Clerk s budget history. D-39

40 Drain Commissioner 1500 Scribner NW, Grand Rapids, Michigan Phone: (616) Fax: (616) Mission The mission of the Kent County Drain Commissioner s office is to improve and maintain stormwater drainage for the public safety, convenience, and welfare of the citizens of Kent County and also to be an effective and efficient steward of our natural and fiscal resources. Overview The Drain Commissioner is elected to a four-year term to perform a number of duties assigned by State law. The Office of the Drain Commissioner is responsible for the administration of the State Drain Code as it applies to the receipt of petitions for the establishment, improvement or maintenance of over 533 miles of County Drains and 355 stormwater detention ponds in Kent County. Under the Subdivision Control Act, this office reviews stormwater plans for 50 plats a year and maintains records on over 1,800 plats. Other duties include the administration of 19 lake levels under the Lake Level Act, participation in the NPDES Phase II program and participation on lake improvement boards, maintenance of the GIS system as it pertains to County Drains, and the resolution of citizen complaints. Goals Administer the Drain Code (Act 40, PA of 1956) as it pertains to the establishment and maintenance of drains in Kent County Administer the Subdivision Control Act (Act 288, PA of 1967) as it applies to stormwater management Administer Inland Lake Levels under Part 307 of the Natural Resources and Environmental Protection Act (Part 307, Act 451, PA of 1994) as it pertains to the establishment and maintenance of lake levels in Kent County 2008 Adopted Uses $679,832 Personnel 80.44% Commodities 2.17% In 2007, the office facilitated the creation of stormwater master plans for two more townships and worked with FEMA to complete the mapping and analyses of several floodplains throughout the County. Also in 2007, the office worked with the State and FEMA on the York Creek hazard mitigation project to help control flooding in the area, assisted local units of government with watershed studies and completed a number of drain projects. Capital Outlay 0.66% 2008 Adopted Revenues $95,166 Contractual Services 16.73% Charges for Services 12.08% Other Revenue 73.73% Reimbursements 14.19% D-40

41 Selected Performance Measures Measure Goal Drainage problems resolved Drain permit applications reviewed Major drain and lake level projects Intercounty drain board participation Site plans reviewed Lake Levels monitored Department History of Uses Personnel $ 389,176 $ 392,145 $ 519,714 $ 546,852 $ 546, % Commodities 13,964 17,342 17,110 17,110 14, % Contractual Services 281, , , , , % Capital Outlay 1,400 36,072 4,500 9,500 4, % Other Charges NA Total Uses $ 686,153 $ 617,814 $ 702,111 $ 703,723 $ 679, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. 1 History of Uses (in millions) D-41

42 Facilities Management County Administration Building 300 Monroe Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission To manage County facilities and projects striving for customer satisfaction by recognizing and meeting the needs of departments, providing a safe environment for employees and visitors, while maintaining fiscal responsibility, in accordance with the policies and procedures of Kent County. Overview The Facilities Management Department provides technical and managerial support of County buildings and properties. The department renovates, repairs, maintains, and operates County properties; manages major capital improvement projects; and monitors and tracks leases between other departments and private businesses. The department is also involved in the sale and purchase of County property and real estate. Goals Provide safe, quality, value-based Facilities Management services to Kent County To plan, organize and administer County building project development; facility renovation and construction projects and administer the County Lease program, for the best Value- maximizing quality and minimizing cost, for long term asset preservation 2008 Adopted Uses $12,926,180 Contractual Services 75.75% Capital Outlay 0.16% Other Charges 0.55% Personnel 22.73% Kent County Courthouse The department has budgetary control of the operation and maintenance of multiple County properties, including the County Administration Building, the Courthouse, 82 Ionia, the Juvenile Center facility, the Health Department facilities, the Human Services building, and numerous other County facilities. Approximately 1.3 million square feet of County facilities are included in the responsibilities of the department. Expenses incurred for the operation and maintenance of these properties, as well as Facilities Management administration, are included in the department history of uses is a significant year with several new projects in design and construction, including a new consolidated Human Services Complex, a new 63rd District Court, and several facility replacements at the Fuller Campus. Other Revenue 32.51% Charges for Services 20.46% Reimbursements 46.94% Commodities 0.81% 2008 Adopted Revenues $5,864,668 Interest Earnings 0.09% D-42

43 Selected Performance Measures Measure Goal Natural gas savings through the utilities program $81,000 $118,000 $109,000 $100,000 Percent of maintenance projects completed on schedule 90% 90% 96% 95% Percent of projects completed on schedule 95% 100% 97% 95% Percent of projects completed on or under budget 100% 100% 100% 100% Number of lost time safety incidents Department History of Uses Personnel $ 2,515,747 $ 2,817,615 $ 2,950,888 $ 2,981,308 $ 2,937, % Commodities 112,059 82, , , , % Contractual Services 9,170,391 9,481,128 5,265,889 9,807,005 9,792, % Capital Outlay 3,360-16,000 21,000 21, % Other Charges 215, , ,431 71,419 71, % Total Uses $ 12,017,312 $ 12,679,176 $ 8,640,378 $ 12,984,902 $ 12,926, % Personnel FTE Facilities Management Courthouse IT Courthouse Security Significant Budget Issues The decrease in 2007 is the result of a change in accounting for debt service payments to the Kent County Building Authority. The 2007 debt service payment, in the amount of $4.4 million, to the Building Authority was processed as an interfund transfer, while this payment was categorized as a contractual service in every other year reported in the History of Uses summaries. The History of Uses summaries are net of interfund transfers, the interfund transfers are summarized on page D-113. In 2008, a part-time Intern was eliminated and one Maintenance Repair Worker was reduced to parttime from full-time History of Uses (in millions) D-43

44 Fiscal Services County Administration Building 300 Monroe Avenue NW, Grand Rapids, MI Phone (616) Fax: (616) Mission To provide an efficient cost-effective financial management system that facilitates sound financial planning and reporting while safeguarding the County s assets from loss; and to provide support services to other County departments. Overview Fiscal Services is responsible for all accounting, budgeting, and payroll activities. The department processes payroll for County employees, all accounts payable, and some invoicing for accounts receivable for County departments. Fiscal Services is also responsible for preparing an annual financial overview of the County, and for securing an annual financial audit. The department s budget division manages the development and maintenance of the County s annual budget and Capital Improvement Program. Fiscal Services also provides oversight to the Central Services, Fleet Services, Risk Management, and Purchasing offices. In 2007, the Department received its 16th award in the last 17 years from GFOA for Excellence in Reporting for the County s Comprehensive Annual Financial Report for the year ending December 31, The County also continued to receive the highest possible bond ratings in The County s bonds are rated by financial service agencies to provide a current grade of its creditworthiness, that is, its expected ability to pay off the principal and interest on the specific bonds issued. The major ratings agencies, including Moody s, and Standard & Poor s (S & P), base their ratings on a government s management, tax base, debt levels and structures, and other financial factors. A high bond rating, reflecting a low risk to investors, allows the County to issue bonds at a lower interest rate, therefore, at a lower long-term cost to the County. In 2007, the County received, for the sixth consecutive year, top bond ratings for its long-term debt of Aaa from Moody s, and AAA from S & P. Moody s and S & P have also given the County s short-term delinquent tax anticipation note (DTAN) bond issues their top short-term bond ratings of MIG-1 and SP-1+, respectively. The Fiscal Services Department will work to maintain those ratings for the County in Goals To coordinate the County s annual audit processes and ensure that a comprehensive annual financial report (CAFR) is available for distribution within the State mandated time frame To provide accurate and timely vendor and reimbursement payments To prepare and maintain an operating and capital improvement budget that is responsive to the needs of the County To meet all payroll and related reporting deadlines accurately and timely Personnel 86.90% 2008 Adopted Uses $2,415, Adopted Revenues $1,093,747 Capital Outlay 0.28% Commodities 3.79% Contractual Services 9.03% Reimbursements % D-44

45 Selected Performance Measures Measure Goal Number of accounts payable (AP) invoices processed 57,339 57,137 61,000 68,000 Number of mileage/travel reimbursements processed 4,373 4,497 4,384 4,400 Number of non-payroll checks issued 35,295 34,735 34,661 33,000 CAFR distributed within 180 days of end of County s fiscal year yes yes yes yes Budget amendments processed/ percent approved amendments processed within 2 business days 844/99.1% 682/99.3% 661/99.1% 680/99.0% Budgets coordinated and maintained: General Fund/ Non-General Fund 65/233 86/166 92/134 92/134 Number of payroll checks generated/ percent issued without error 53,463/ 99.9% 53,317/ 99.9% 52,890/ 99.9% 53,317/ 99.9% Employees using direct deposit/ percent of total using direct deposit 1,678/79% 1,688/85% 1,707/86% 1,800/87% Department History of Uses Personnel $ 1,812,449 $ 1,904,533 $ 2,054,651 $ 2,099,180 $ 2,099, % Commodities 72,782 63,004 91,600 91,600 91, % Contractual Services 182, , , , , % Capital Outlay 12,139 19,000 5,740 6,784 6, % Other Charges NA Total Uses $ 2,079,522 $ 2,180,463 $ 2,353,800 $ 2,415,666 $ 2,415, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. 3 History of Uses (in millions) D-45

46 Housing Commission 82 Ionia Avenue NW - Suite 390, Grand Rapids, Michigan Phone: (616) Fax: (616) Mission To eliminate housing conditions which are detrimental to the public peace, health, safety and/or welfare, principally for the benefit of persons of low income. Overview The Kent County Housing Commission provides rental assistance to extremely-low and very-low income families outside of the cities of Grand Rapids, Wyoming, and Rockford, which have their own housing commissions. The Commission issues and administers Section 8 Housing Choice Rental Assistance Vouchers provided by the United States Department of Housing and Urban Development. After qualifying applicants for the program, Commission staff educates and prepares applicants, assists voucher holders with locating suitable housing, inspects rental units, and reviews lease agreements. They also provide education about the need for affordable housing to property owners and communities, facilitate the construction of new housing, and work with other housing providers in Kent County. Goals Provide safe, affordable and decent rental units for the Section 8 Housing Choice Voucher clients Administer 100 percent of available Section 8 Housing Choice Vouchers within budget Meet 100 percent of the financial and programmatic reporting requirements imposed by HUD Move participating families from welfare to work (Mandated by HUD) As a part of the Section 8 Housing Choice Voucher program, the Housing Commission also operates a Family Self-Sufficiency (FSS) program. FSS aims to move participants from welfare to work by helping families identify barriers to employment and set goals (with time-frames) detailing the steps that families will take to obtain the assistance needed to acquire and retain employment. Contractual Services 92.27% 2008 Adopted Uses $3,491,592 Personnel 7.68% Commodities 0.05% 2008 Adopted Revenues $3,491,592 Intergov % D-46

47 Selected Performance Measures Measure Goal Percent of clients enrolled in educational programs NA 14.00% 15.00% 15.00% Percent of participants in (slots full) programs % % % % Percentage of individuals attending financial literacy classes NA 10.00% 10.00% 10.00% Percentage of those attending Homeownership classes NA 5.00% 5.00% 5.00% Administered voucher percentage 95.00% 96.00% 95.00% % Percentage of income verification NA % % % Percentage of score for indicator completion % % % % Department History of Uses Personnel $ 217,560 $ 232,968 $ 184,963 $ 268,076 $ 268, % Commodities 1,577 4,222 1,700 1,700 1, % Contractual Services 2,842,686 2,640,806 3,325,435 3,221,816 3,221, % Capital Outlay 2,437 3, NA Other Charges - 7, NA Total Uses $ 3,064,260 $ 2,889,141 $ 3,512,098 $ 3,491,592 $ 3,491, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. 4 History of Uses (in millions) D-47

48 Human Resources County Administration Building 300 Monroe Avenue NW, Grand Rapids, MI Phone: (616) , (800) Fax: (616) Mission To develop, establish and maintain policies and programs that ensure the successful recruitment, employment and retention of a diverse, well qualified workforce to serve the citizens of Kent County. Overview The Human Resources Department is responsible for the recruitment, selection, classification, compensation, benefits, professional development, employee relations, legal compliance and record keeping for approximately 1,954 employees. The department directs and monitors the County s efforts to build and sustain a diverse work force. Goals To retain our employees by providing competitive and equitable compensation and by offering skill enhancement and leadership development training opportunities To administer cost effective health care programs which provide for the well being of employees Human Resources is the primary resource for supervisors and employees concerning employment and management issues related to the administration of policies, procedures and collective bargaining agreements. The staff is the principal contact point with union representatives and is accountable for labor contract negotiations with 12 bargaining units. The County invests in the development of the work force through several training and development programs administered by the Human Resources Department. Personnel 75.65% 2008 Adopted Uses $2,193,454 Commodities 3.58% Contractual Services 20.77% 2008 Adopted Revenues $949,812 Reimbursements % D-48

49 Selected Performance Measures Measure Goal Percent of Voluntary Turnover (less retirements) 3.66% 3.78% 4.94% <5.00% Percent of training program evaluations with a rating of 4 or higher 95.00% 97.00% 95.00% 95.00% Percent of participants indicating they applied a new skill/methodology 75.00% 70.00% 75.00% 70.00% Percent of annual self-funded medical benefit cost increase (benchmark 12%) N/A 14.00% 5.50% 12.00% Department History of Uses Personnel $ 1,502,420 $ 1,488,890 $ 1,691,329 $ 1,720,831 $ 1,659, % Commodities 84,100 54,361 69,000 78,500 78, % Contractual Services 403, , , , , % Capital Outlay 4, NA Other Charges NA Total Uses $ 1,993,984 $ 1,953,436 $ 2,177,409 $ 2,254,841 $ 2,193, % Personnel FTE Significant Budget Issues One vacant part-time Law Clerk/Legal Analyst and one vacant part-time Senior Admin Specialist were eliminated in History of Uses (in millions) D-49

50 Information Technology 320 Ottawa Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission The mission of the Kent County Information Technology (IT) Department is to provide quality, responsive and costeffective information technology solutions and services that enable County departments, agencies, and local government units to be successful in achieving their respective missions, striving always to exceed expectations. Overview The Kent County Information Technology (IT) Department links County services to the general public by providing a secure and robust computing environment to more than 30 departments and several local governments. The Information Technology Department is organized into work teams that facilitate delivery of application infrastructure services. Applications Teams Financial Systems Team: Maintains software for the County s accounting, payroll, and human resource systems Justice Systems Team: Supports applications for the County Prosecutor s Office, multiple courts, the Sheriff s Department, and the Correctional Facility Customer Service Team: Supports desktop computers, printers, and applications; operates the County IT help desk Geographic Information Systems Team: Supports the design, implementation, and maintenance of GIS. Specialty Applications: Provides customer applications design, support, and implementation capabilities to County staff Infrastructure Teams Network Support Team: Supports the networks which connect systems within the County, the County s connection to the Internet, and secure connections to local governments and the State of Michigan Systems Team: Operates, administers, and maintains the servers, storage, archival, and backup systems that support the County s computing environment Telecommunications Team: Supports and administers the County s PBX telephone system Major projects planned for 2008 include significant upgrades to the County s network infrastructure, the continuation of a server replacement cycle, replacement of the existing fingerprint and mugshot applications, an upgrade to the applications at our juvenile facility, a roll-out of wireless technology to selected County facilities, continued upgrades to the Geographic Information System (GIS), and other efforts aimed at reducing cost and increasing efficient operations. Goals Provide an increasing level of service to those that use County computing resources when they experience problems or require additional services Provide an attractive, easy-to-use online portal that assists citizens and other interested parties Provide high quality, cost effective application development, integration, and maintenance services to County departments and agencies Provide a stable, reliable, secure, and costeffective computing infrastructure environment that supports County departments, agencies, and local units of government Personnel 62.56% Capital Outlay 3.90% Reimbursements 76.68% 2008 Adopted Uses $5,958, Adopted Revenues $1,308,058 Commodities 0.48% Contractual Services 33.06% Charges for Services 23.32% D-50

51 Selected Performance Measures Department Summaries Measure Goal Meet or exceed published Service Level Agreement levels of 90% for all categories NA 79.40% 86.40% 90.00% Increase adoption rate for Vital Records to 15% by % 12.82% 14.5% 15.0% Increase adoption rate for Deeds to 63% by % 62.97% 60.20% 63.00% Rating on overall satisfaction with applications (of 5.00) Overall satisfaction with the Information Technology department Maintain average server availability at or above 99% 99.90% 99.90% 99.95% 99.99% Department History of Uses Personnel $ 3,162,601 $ 3,331,700 $ 3,669,333 $ 3,750,438 $ 3,727, % Commodities 14,880 14,447 35,600 32,900 28, % Contractual Services 1,877,496 1,605,553 2,268,624 1,997,296 1,970, % Capital Outlay 182, , , , , % Other Charges NA Total Uses $ 5,237,352 $ 5,372,204 $ 6,271,087 $ 6,048,564 $ 5,958, % Personnel FTE Significant Budget Issues We anticipate continued increases in revenue from online transactions placed using the County s accesskent.com website. The rate of increase will likely slow as a result of fewer deeds transactions, reflecting economic conditions. Revenue from support for the 61st District Court will be stable in The major cost pressure in the budget is growth in information storage requirements. This experience mirrors that of both the public and private sectors, and is fueled by both increasing demand and the capability to store information in a wide variety of formats, including audio, still pictures, and full-motion video. Four part-time Co-Op Students or the equivalent of 1 FTE were eliminated from the Help Desk in History of Uses (in millions) D-51

52 Risk Management County Administration Building 300 Monroe Avenue NW, Grand Rapids, Michigan Phone: (616) Fax: (616) Mission To administer the risk management activities including the procurement of insurance, claim payments, safety and loss prevention in the best interest of the County. Overview The Risk Management office identifies, evaluates, and attempts to reduce risk exposures for County departments and facilities. The Risk Management office administers the self-funded and commercial insurance programs, which include property, liability, auto, and workers compensation. In addition, the office administers the safety compliance program, manages claims, and initiates loss prevention. Goals To mitigate risk exposure To reduce the frequency and severity of claims To reduce lost workdays due to occupational illness or injury In addition to its administration and reporting duties, the Risk Management budget also includes benefit costs, including retirement personnel group health insurance, prescription benefits, the dental plan, long term disability, and unemployment benefits Adopted Uses $24,750,300 Contractual Services 98.52% Commodities 0.01% Other Charge 0.31% Personnel 1.16% 2008 Adopted Revenues $25,157,976 Reimbursements 92.06% Other Revenue 0.11% Interest Earnings 0.42% Charges for Services 7.41% D-52

53 Selected Performance Measures Measure Goal Average cost of Workers Comp indemnity claim $3,300 $2,836 $2,733 $2,620 Average cost of Workers Comp medical claim $1,769 $929 $1,193 $880 Lost workdays per workers comp indemnity claim Average cost of auto physical damage claim $1,553 $1,683 $1,089 $1,135 Average cost of liability claim $1,248 $2,275 $247 $835 Department History of Uses Personnel $ 358,347 $ 444,328 $ 880,406 $ 286,789 $ 286, % Commodities 850 1,207 1,485 1,485 1, % Contractual Services 19,713,243 19,755,950 21,443,671 24,384,665 24,384, % Capital Outlay NA Other Charges 90,293 90,234 92,941 77,361 77, % Total Uses $ 20,162,733 $ 20,291,719 $ 22,418,503 $ 24,750,300 $ 24,750, % Personnel FTE *For this budget, Personnel-Admin includes the personnel costs associated with the two administrative staff; Personnel-Benefits includes costs associated with funding for retirement personnel group health insurance, the dental plan, long-term disability, prescription benefits, unemployment, and workers compensation. Significant Budget Issues Prior to 2004, health care premiums were paid directly to the health care providers from the departmental budgets. Starting in 2004, an internal service fund was created to pay for a third-party administrator and health claims. In the past, most local governments have not accounted for the cost of retiree health benefits. Per GASB Standards, governmental units are now required to report annually the retiree health benefits for active employees, and a portion of the unfunded liability accumulated from prior years. The impact of this change is reflected in the FY 2008 budget History of Uses (in millions) D-53

54 Treasurer s Office County Administration Building 300 Monroe Avenue NW, Grand Rapids MI Phone: (616) Fax: (616) Mission To collect lodging and delinquent real property taxes and manage County funds within relevant laws, regulations, policies and community standards. Overview Elected to a four-year term, the County Treasurer serves as the custodian of all County funds, and as such is responsible for receipting, recording and investing all money deposited with the County. The County s General tax revenue (e.g. property tax and trailer tax) and general intergovernmental revenue (e.g. the County s share of the state sales tax - also called State Revenue Sharing) are reported as part of the Treasurer s Office s revenues. Goals To collect delinquent real property taxes in accordance with the methods prescribed by state statute To collect all lodging taxes due to the County To invest funds entrusted to the Office of the County Treasurer in accordance with investment policies With respect to tax dollars, the Treasurer collects delinquent real property taxes and, following a court order, conducts the sale of properties which are more than 24 months delinquent. The County Treasurer also serves as the agent of the delinquent tax revolving fund, through which the County is able to forward to local units the amount of delinquent taxes due and owing on real property while it pursues payment of the taxes along with accrued interest and a four percent administrative fee from the debtor. The Delinquent Tax Revolving Fund program minimizes the impact of delinquent tax payments on local units of government, allowing for consistency with respect to revenues. The Board of Commissioners has also appointed the County Treasurer as administrator of the Lodging Excise Tax. Accounted for in a special revenue fund and therefore not reported here, the Hotel/Motel Tax (as it is commonly called) is an assessment on hotel and motel room charges within the County, and the revenues are used 1) to promote Kent County as a tourism and business destination, and 2) to maintain, acquire or construct certain public convention and entertainment facilities. In addition, the office manages a Local Government Investment Pool, providing local governments a safe, liquid investment opportunity; and distributes state aid to schools, townships, cities and villages. Other Charges 63.66% Taxes 89.42% 2008 Adopted Uses $4,124, Adopted Revenues $101,760,160 Other Revenue 0.20% Reimbursements 0.21% Personnel 24.87% Capital Outlay 0.30% Interest Earnings 6.06% Commodities 3.26% Contractual Services 7.91% Intergov 3.64% Charges for Services 0.47% D-54

55 Selected Performance Measures Measure Goal Number of tax receipts processed 21,700 20,910 22,340 21,000 Percentage of hotel/motel audits completed annually (minimum of 25% of eligible establishments) 32% 30% 31% 25% General fund investment income $3,017,636 $4,368,903 $3,826,061 $3,000,000 Department History of Uses Personnel $ 969,808 $ 1,007,428 $ 1,078,835 $ 1,074,422 $ 1,025, % Commodities 52,689 54, , , , % Contractual Services 326, , , , , % Capital Outlay 2,914 3,215 1,000 12,350 12, % Other Charges 1,813,078 2,166,265 1,631,000 2,626,000 2,626, % Total Uses $ 3,164,817 $ 3,731,508 $ 3,397,220 $ 4,173,366 $ 4,124, % Personnel FTE Significant Budget Issues An Account Clerk III position was eliminated and the duties have been redistributed to existing staff. 4 History of Uses (in millions) D-55

56 Non-Departmental Debt Service This fund was established to account for the retirement of debt related to projects of the Bond Capital Improvement Fund, which include various building and land acquisitions within Kent County. History of Uses Personnel $ - $ - $ - $ - $ - NA Commodities NA Contractual Services NA Capital Outlay NA Other Charges 961, ,769 1,611,776 1,414,164 1,414, % Total Uses $ 961,548 $ 962,769 $ 1,611,776 $ 1,414,164 $ 1,414, % Personnel FTE Significant Budget Issues The 2008 budget includes $256,313 for the debt service on the Fuller Complex improvements; $194,563 for the debt service on the 63rd District Court; $614,088 for the Series A Bonds; and $349,200 for the Series B Bonds. Building Authority Debt Service This fund was established to account for the accumulation of resources for payment of principal and interest on bonds issued to finance building projects for Kent County (e.g., the Courthouse, the Correctional Facility Expansion Project, the Sheriff s Administrative Offices, and the Area Agency on Aging Building Project). History of Uses Personnel $ - $ - $ - $ - $ - NA Commodities NA Contractual Services NA Capital Outlay NA Other Charges 67,422,106 5,889,522 5,695,415 9,058,526 9,058, % Total Uses $ 67,422,106 $ 5,889,522 $ 5,695,415 $ 9,058,526 $ 9,058, % Personnel FTE Significant Budget Issues The 2008 budget includes $4,448,354 for debt service on the Courthouse; $1,189,769 for debt service on the DHS Building; $791,503 for debt service on the Sheriff s Administration Building; $2,538,265 for debt service on the Correction and Detention Facilities; and $90,635 for debt service on the Area Agency on Aging facility. D-56

57 Intergovernmental This budget accounts for payments to other units of government which are outside the scope of any single department or operation. This activity includes the County s contribution to the Mental Health Authority, Network 180, as well as liquor tax funding dedicated for substance abuse services. History of Uses Personnel $ - $ - $ - $ - $ - NA Commodities NA Contractual Services 3,642,445 4,510,369 3,767,413 3,453,129 3,438, % Capital Outlay NA Other Charges , ,000 NA Total Uses $ 3,642,445 $ 4,510,369 $ 3,767,413 $ 3,848,129 $ 3,833, % Personnel FTE Significant Budget Issues The liquor tax funding from the State of Michigan was suspended in 2007 and was not budgeted for 2008, but could be restored during fiscal year The DHS Indigent Care activity was moved from the DHS Social Welfare fund increasing the Intergovernmental budget by $650,000 in D-57

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59 2008 County Uses by Functional Area $440,403,344* General government 18.24% Health & welfare 16.77% Health & Welfare Functional Area at a Glance Judicial 9.41% Other 0.36% Public safety 14.71% Department Summaries 2008 Functional Area Uses by Fund Type $73,833,647 Special Revenue 90.91% Component Unit 4.55% General Fund 4.54% 2008 Functional Area Uses by Department Enterprise 21.89% Cultural & recreational 3.43% Capital 1.09% Transfers out 14.10% * This chart is net of the $6,130,000 estimated appropriation lapse that is allocated to functional areas subsidized by the General Fund (excludes the Enterprise Functional Area). Veterans Trust 0.09% Soldiers & Sailors.28% Child Care 31.35% Health Department 37.80% Human Services 4.55% DHS Childrens Services 13.71% Prevention Prog 2.50% Senior Millage 9.72% Functional Area History of Uses by Fund Type Fund Type Actual Actual Adopted Requested Adopted % Change General Fund Child Care $ - $ - $ - $ - $ - NA DHS Child Care NA DHS Social Welfare NA Health Department 1,115,479 1,185,613 1,286,120 1,397,902 1,302, % Prevention Programming 1,589,182 2,399,999 2,530,000 1,880,000 1,847, % Senior Millage NA Soldiers and Sailors Relief 184, , , , , % Veterans Trust NA Total General Fund 2,889,062 3,771,856 4,013,705 3,482,293 3,354, % Component Unit Funds DHS Social Welfare 3,565,702 3,337,292 4,125,344 3,362,000 3,362, % Total Component Unit Funds 3,565,702 3,337,292 4,125,344 3,362,000 3,362, % Special Revenue Funds Child Care 20,157,628 21,637,094 22,577,088 23,356,763 23,148, % DHS Child Care 8,537,081 8,801,329 9,890,832 11,767,858 10,121, % Health Department 26,901,804 24,737,730 27,277,835 26,592,402 26,603, % Prevention Programming 0 169, NA Senior Millage 4,779,747 4,737,715 6,430,079 7,176,801 7,176, % Veterans Trust 48,489 61,086 66,264 66,264 66, % Total Special Revenue Funds 60,424,749 60,144,508 66,242,098 68,960,088 67,116, % Total $ 66,879,513 $ 67,253,656 $ 74,381,147 $ 75,804,381 $ 73,833, % D-59

60 Functional Area History of Uses by Department Department Actual Actual Adopted Requested Adopted % Change Health Department $ 28,017,283 $ 26,092,898 $ 28,563,955 $ 27,990,304 $ 27,906, % Child Care 20,157,628 21,637,093 22,577,088 23,356,763 23,148, % Soldiers and Sailors Relief 184, , , , , % Non-Departmental Prevention Programming 1,589,182 2,399,999 2,530,000 1,880,000 1,847, % Senior Millage 4,779,747 4,737,715 6,430,079 7,176,801 7,176, % DHS Child Care 8,537,081 8,801,329 9,890,832 11,767,858 10,121, % DHS Social Welfare 3,565,702 3,337,292 4,125,344 3,362,000 3,362, % Veterans Trust 48,489 61,086 66,264 66,264 66, % Total Uses $ 66,879,513 $ 67,253,656 $ 74,381,147 $ 75,804,381 $ 73,833, % Functional Area History of Uses by Category Personnel $ 24,296,522 $ 25,207,772 $ 27,170,339 $ 26,756,189 $ 26,774, % Commodities 3,730,581 3,833,273 5,513,425 5,042,774 5,062, % Contractual Services 35,553,459 35,312,745 39,379,236 41,275,761 39,336, % Capital Outlay 634, , , , , % Other Charges 2,664,536 2,517,248 2,022,211 2,307,824 2,307, % Total Uses $ 66,879,513 $ 67,253,656 $ 74,381,147 $ 75,804,381 $ 73,833, % Personnel FTE Strategic Goals Create a fair and equitable fee structure for Health Department services that is consistent with surrounding counties and captures 100% of cost of services provided Become more outcomes-based with the outcomes firmly grounded in public health science Match county funds to expand Medicaid waiver program for seniors who qualify for nursing homes but desire to remain in their own homes Advocate for changes in the DHS business model to allow for more creative service delivery Re-locate DHS office to more appropriate office space Cross-Cutting Influencing Factors Health Department Sheldon clinic and DHS office needs re-location (significant number of common customers/clientele) Animal Shelter needs to be relocated prior to corrections expansion Senior Millage and Health Department both focus programming on improving the health of older adults and reducing health expenditures Local DHS office is limited in its ability to implement management changes that can improve efficiency of operations (technology applications must be state-wide for many programs) Renewal of millage for senior programs closely timed to renewal of millage for corrections Short-Term Tactical Objectives (by Department) Health Department: complete Phase II of departmental Strategic Plan; evaluate and possibly restructure MSS/ISS and WIC; improve department s public relations efforts with both public D-60

61 and elected officials; increase staff diversity and hours of clinical operations; improve outcomes in infant mortality, obesity, tobacco control, land-use decisions, and chronic disease Soldiers and Sailors Relief Office: Increase the number of qualified veterans served by the Office and increase the level of financial support obtained for veterans from the Veterans Administration Circuit Court Child Care: Reduce out-of-home placement through more effective programming (in-home care, tether, etc.) DHS Child Care: Implement state-developed Family to Family program to reduce expenditures for out-of-home placements (pilot program) D-61

62 Health Department 700 Fuller Avenue NE, Grand Rapids, MI Phone: (616) Fax: (616) Mission The Kent County Health Department shall be responsive to the community health needs of the citizens of Kent County by continually and diligently endeavoring to prevent disease, prolong life, and promote the public health. Overview The Kent County Health Department is responsible for continually assessing the health of the community and ensuring that appropriate services are available and accessible for its citizens. To this end, the Health Department investigates the causes of disease, epidemics, morbidity and mortality, and environmental health hazards using vital and health statistics for epidemiological studies. The Department plans and implements public education and enforces public health laws. The Health Department is responsible for assuring the provision of programs in the following areas: vision and hearing screening, public water supplies, private and Type II groundwater supplies, food service sanitation, immunization, sexually transmitted diseases, on-site sewage disposal management, and general communicable disease control. During 2007, the Health Department made great strides in a number of areas. Numbers indicate a 70 percent decrease in the number of childhood lead poisoning cases since 2000, even with efforts to increase testing. The department kicked-off Kent Steps Up!, a four-week, pedometer-based competition that armed area elementary school students with pedometers and challenged them to walk 10,000 steps a day. Also in 2007, the Health Department partnered with area agencies to launch Ride Link, a single access medical transit system. The pilot program, which targeted seniors, met capacity and provided 2,172 rides for doctor s visits. Finally, in a team effort, the Health Department reached nearly 13,500 former patients of Dr. Robert W. Stokes, a local dermatologist accused of reusing medical instruments intended for use on a single patient, on multiple patients. Department staff answered questions, and tested hundreds of individuals for infections in the wake of this potential exposure. The Health Department has much to look forward to in 2008, including an expansion of the Ride Link program with the eventual goal of targeting pregnant women and other underserved populations, the launch of a campaign to recognize area restaurants that offer healthy menu options, and the construction and opening of a new, state-of-the-art Animal Shelter. Selected Goals Provide regular assessment, monitoring, and surveillance of local health problems for the purpose of coordinating services and resources within the community Promote and provide a full range of clinicbased prevention services utilizing a network of community sites Provide home, school, and clinic-based services to promote positive health behaviors in atrisk individuals and families and to facilitate appropriate access to medical care Promote and provide public health education and control for the purpose of health risk assessment and reduction Provide all environmental health regulatory and consultation services, including comprehensive animal control Determine the cause and manner of unexpected deaths D-62

63 2008 Adopted Uses $27,906, Adopted Revenues $17,194,324 Personnel 62.99% Commodities 17.16% Intergov 62.94% Other Charges 5.16% Capital Outlay 1.08% Contractual Services 13.61% Licenses & Permits 8.71% Other Reimbursements Revenue 19.60% 1.96% Fines & Forfeitures 0.95% Charges for Services 5.84% Department History of Uses Personnel $ 16,670,280 $ 16,765,696 $ 18,258,258 $ 17,513,875 $ 17,578, % Commodities 3,471,826 3,568,777 5,242,735 4,768,634 4,788, % Contractual Services 5,446,710 3,773,985 3,693,068 3,895,472 3,797, % Capital Outlay 596, , , , , % Other Charges 1,831,935 1,632,537 1,106,513 1,439,794 1,439, % Total Uses $ 28,017,283 $ 26,092,898 $ 28,563,955 $ 27,990,304 $ 27,906, % Personnel FTE Organizational Structure Health Department $27,906, FTE Administration $3,527, FTE Community Nursing Services $6,298, FTE Community Clinical Services $11,414, FTE Environmental Health $5,363, FTE Medical Examiner $1,302, FTE D-63

64 Administration The Administration division is responsible for establishing the overall goals and strategic direction for the Health Department. Included within Administration are Finance, Information Technology, Communicable Disease/ Epidemiology, Health Education and Promotion, and Emergency Preparedness Sections. Adminstration also includes the Infant Health Initiative, the Obesity Initiative, and Emerging Issues. The Administration division is responsible for ensuring that each of the Health Department s divisions, sections, and programs are managed effectively and that all contractual obligations and requirements including department wide accreditation is maintained. Performance Measures Measure Goal Percentage of communicable disease investigations completed within 30 days of report 82.4% 83.0% 76.0% 85.0% Percentage of Women's Health Network clients with an abnormal screening result that are diagnosed within 60 days Percentage of time the computer network is available for access during regular working hours 96% Breast 73% Cervical 93% Breast 80% Cervical 100% Breast 83% Cervical 96% Breast 80% Cervical 99.6% 99.9% 99.9% 99.0% Percent of Magic tickets resolved within 10 business days NA 99.17% 99.97% 99.00% History of Uses Personnel $ 3,800,836 $ 3,835,101 $ 4,131,018 $ 4,180,747 $ 4,180, % Commodities 217, ,220 1,119, , , % Contractual Services 2,228,198 1,033, , , , % Capital Outlay 468, , , , , % Other Charges (2,086,765) (1,808,316) (2,661,033) (2,224,416) (2,204,087) % Total Uses $ 4,628,111 $ 3,590,317 $ 3,624,806 $ 3,528,946 $ 3,527, % Personnel FTE Significant Budget Issues Overall, the total expenditures for administration have decreased slightly for During 2007, the Centers for Medicare and Medicaid Services (CMS) conducted a review of the cost and reimbursement calculations the State of Michigan used in paying Medicaid full cost reimbursement to the local health departments. As a result of this review, several issues were identified that would negatively impact the amount of Medicaid reimbursement revenue the Health Department received. Based on this information, the Health Department implemented mid-year budget reductions during FY The full-year impact of these reductions has resulted in a decrease in total expenditures for FY In addition, commodity expenditures have gone down significantly due to the method used to allocate expenditures for office supplies and medical and safety supplies. Beginning in FY 2008, the Health Department tracks expenditures through an on-line History of Uses (in millions) store which allows programs to be charged directly for costs, instead of being charged through a cost allocation. This is the reason other charges is down significantly as well. D-64

65 Community Nursing The Community Nursing division focuses on preventing health problems. The Division s Maternal Infant Health Program (MIHP) provides health assessment, education, counseling, and case management for pregnant women and infants. The division provides vision and hearing screening for pre-school and school-aged children. The Community Nursing division also provides services to other vulnerable or at-risk populations in Kent County, such as refugees and children who are chronically ill or handicapped. Performance Measures Measure Goal Percent of NFP clients delivering at equal to or greater than 37-week gestation 90% 94% 90% 90% Percent of Refugees who received health screening within 60 days NA 94.0% 97.0% 97.0% Percent of children less than six years of age with blood lead levels of less than 10ug/dL 97.5% 97.6% 98.3% 98.5% Average number of interventions per delivered client Number of children receiving Hearing/Vision screening 85,752 37,113 85,095 86,000 Number of children less than six years of age with blood lead levels of 10ug/dL or greater History of Uses Personnel $ 4,909,222 $ 4,892,714 $ 5,430,130 $ 4,555,295 $ 4,548, % Commodities 53,290 64,639 61,420 73,015 73, % Contractual Services 1,092, , , , , % Capital Outlay 11,079-3,450 57,125 40, % Other Charges 1,444,491 1,250,733 1,356,238 1,173,631 1,165, % Total Uses $ 7,510,635 $ 6,758,615 $ 7,326,669 $ 6,330,154 $ 6,298, % Personnel FTE Significant Budget Issues Overall, the total expenditures for Community Nursing have decreased significantly for The most significant reduction occurred in personnel expenditures. During 2007, the Centers for Medicare and Medicaid Services (CMS) conducted a review of the cost and reimbursement calculations the State of Michigan used in paying Medicaid full cost reimbursement to the local health departments. As a result of this review, several issues were identified that would negatively impact the amount of Medicaid reimbursement revenue the Health Department received. Based on this information, the Health Department implemented mid-year budget reductions. The full-year impact of these reductions have resulted in a significant decrease in total personnel expenditures for FY Capital outlay History of Uses (in millions) expenditures have increased to anticipate technology hardware needs to implement a new Internet-based state program for MIHP. D-65

66 Community Clinical Services The Community Clinical Services division provides services to help individuals stay healthy, and to detect potential health problems as early as possible. Clinical health services include immunizations, Supplemental Nutrition Program for Women, Infants, and Children (WIC), lead screenings, child health and development screening, health and nutrition counseling, pregnancy testing, and blood pressure screening. Community Clinical Services also includes the Personal Health Services unit which provides for the prevention, diagnosis and treatment of sexually transmitted infections including HIV/AIDS, Gonorrhea, Chlamydia and Syphilis. This unit also works to control and provide treatment to prevent the spread of tuberculosis (TB). In order to make these services as accessible as possible, the Health Department operates six Public Health Clinics located throughout Kent County. Performance Measures Measure Goal Percent of children months of age fully immunized based on MCIR registry data 73% 76% 77% 80% Percent of clients that test positive for HIV that receive their result and appropriate counseling and referral 94% 94% 97% 85% Immunization cost per client visit $ $ $ $ Tuberculosis cost per client served $ $ $ $ The number of children months of age fully immunized based on MCIR registry data 10,584 10,914 12,356 12,700 History of Uses Personnel $ 4,703,749 $ 4,591,981 $ 5,143,495 $ 5,050,561 $ 5,050, % Commodities 2,950,533 2,968,691 3,801,370 3,794,381 3,823, % Contractual Services 878, , ,846 1,032,377 1,032, % Capital Outlay 50,754 3,355 6,690 6,723 6, % Other Charges 1,528,896 1,356,728 1,500,251 1,498,537 1,501, % Total Uses $ 10,112,794 $ 9,799,262 $ 11,404,652 $ 11,382,579 $ 11,414, % Personnel FTE Significant Budget Issues Overall, the total expenditures for Community Clinical Services have decreased slightly for During 2007, the Centers for Medicare and Medicaid Services (CMS) conducted a review of the cost and reimbursement calculations the State of Michigan used in paying Medicaid full cost reimbursement to the local health departments. As a result of this review, several issues were identified that would negatively impact the amount of Medicaid reimbursement revenue the Health Department received. Based on this information, the Health Department implemented mid-year budget reductions. The fullyear impact of these reductions have resulted in a decrease in total personnel expenditures for FY Contractual services have increased slightly due to History of Uses (in millions) the increase in the cost of the laboratory tests needed for the clinic programs. D-66

67 Environmental Health The Environmental Health division is responsible for assuring a clean and potable public water supply, inspecting Kent County s food service establishments, and making the community safe for animal and human cohabitation. Environmental Health activities include land use evaluation, well and septic system assessment, ground water monitoring, and lead and radon hazard reduction. The Environmental Health division operates the Kent County Animal Shelter. Animal Shelter priorities include bite prevention education, community animal control and enforcement, and reducing pet overpopulation by promoting spaying and neutering of companion pets. The Animal Shelter is looking forward to the construction of a new facility in The Environmental Health division also oversees the laboratory unit which provides bacterial and chemical analysis of drinking water, diagnostic testing for sexually transmitted diseases, and diagnostic testing of specimens associated with foodborne outbreaks. Performance Measures Measure Goal Percent of well/septic system evaluations investigated/closed within 30 days 95% 94% 98% 95% Percent of Type II water supplies without MCL violations 96% 97% 98% 95% Percent of animals reclaimed, adopted, or transferred 38% 33% 33% 33% Total number of well/septic evaluations Total number of fixed food facilities 1,998 1,989 1,987 1,980 Number of all animal bite complaints 1,093 1, ,000 History of Uses Personnel $ 3,099,516 $ 3,276,106 $ 3,390,659 $ 3,550,963 $ 3,621, % Commodities 246, , , , , % Contractual Services 293, , , , , % Capital Outlay 65, ,161 63, ,100 78, % Other Charges 945, , , , , % Total Uses $ 4,650,264 $ 4,759,091 $ 4,921,708 $ 5,350,723 $ 5,363, % Personnel FTE Significant Budget Issues Overall, the total expenditures for Environmental Health have increased for FY A federal grant was received for FY 2008 to add the new Children s Environmental Health Initiative, which added 1 FTE to the division. In addition, there was an increase in the cost of medical and safety supplies and equipment for the laboratory that resulted in increased expenditures in commodities and capital outlay History of Uses (in millions) D-67

68 Medical Examiner The office of the Medical Examiner provides forensic investigation of all suspicious deaths, as well as all deaths that take place unexpectedly or without the attendance of a physician. Activities include autopsies, establishment of the cause and manner of death, death scene investigations, and court testimony. The Medical Examiner is also authorized to issue cremation permits as well as disinterment and reinterment permits. Performance Measures Measure Goal Number/percentage of case reports completed within 2 months of death 896 cases 89.07% 899 cases 92.39% 748 cases 75.10% 730 cases 65.18% Average cost per case of death investigated $ 1,106 $ 1,219 $ 1,280 $ 1,163 Number of accepted Medical Examiner cases 1, ,120 History of Uses Personnel $ 156,957 $ 169,794 $ 162,956 $ 176,309 $ 176, % Commodities 4,105 2,957 3,300 3,400 3, % Contractual Services 953,622 1,009,440 1,119,864 1,218,193 1,123, % Capital Outlay 795 3, NA Other Charges NA Total Uses $ 1,115,479 $ 1,185,613 $ 1,286,120 $ 1,397,902 $ 1,302, % Personnel FTE Significant Budget Issues There are no significant issues to report. 1.5 History of Uses (in millions) D-68

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70 Circuit Court Child Care 180 Ottawa Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission To support coordination and collaboration of services for Kent County children and families; to promote children s well-being. Overview The Child Care Fund is a collaborative effort between the State and county governments to provide services for abused, neglected or delinquent youth. Funding for programs for delinquent youth are managed by the Court, and consist primarily of out-of-home care and in-home care programs to prevent out-ofhome placement. The County incurs the expense of the programs, but is reimbursed by the State for 50 percent of eligible costs. Goals To provide children referred for neglect and abuse with safe and permanent homes To provide a safe and secure environment for juveniles admitted to Detention To provide services to juveniles and their families to prevent further delinquency 2008 Adopted Uses $23,148,804 Commodities 1.18% Personnel 39.44% Other Charges 3.74% Capital Outlay 0.21% Contractual Services 55.43% 2008 Adopted Revenues $10,931,116 Intergov 94.59% Other Revenue 0.24% Reimbursements 1.57% Charges for Services 3.60% D-70

71 Performance Measures Measure Goal Number of days Detention over capacity Percent of juveniles successfully discharged from probation and referred to the Court for a new law violation 9% 8.7% 9.7% 10% Percent of youth on community probation who are referred by the police for a new felony offense 7% 8.2% 7.6% 8% Number of successful escapes from Detention History of Uses Personnel $ 7,538,738 $ 8,357,787 $ 8,822,471 $ 9,175,019 $ 9,129, % Commodities 257, , , , , % Contractual Services 11,492,386 12,104,030 12,540,212 12,993,236 12,831, % Capital Outlay 37,883 30,715 32,555 49,304 49, % Other Charges 830, , , , , % Total Uses $ 20,157,628 $ 21,637,093 $ 22,577,088 $ 23,356,763 $ 23,148, % Personnel FTE Significant Budget Issues The 51.45% increase in Capital Outlay can be attributed to equipment needs at the Detention Center. A new audio/visual projection system is planned. The equivalent of one FTE or two part-time Youth Specialists were eliminated in Both of these positions were temporary on-call workers at the Detention Center which are partially funded by the General Fund History of Uses (in millions) D-71

72 Soldier s & Sailor s Relief 215 Straight NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission The mission of the Kent County Soldier s Relief Office is to provide financial aid and other assistance to honorably discharged, wartime veterans or their widow/widower who are residents of Kent County. Overview The Soldier s and Sailor s Relief Commission provides information, referrals, and support services to honorably discharged, wartime veterans and their families. The Commission provides burial assistance for eligible veterans and their spouses; reimbursement of foundation costs to put a Veterans Administration marker on the graves of eligible veterans; nonrecurring, emergency financial assistance for eligible veterans or their surviving spouses; and a contact for both the general public and veterans to receive information about other veterans services and programs that are available. Goals Ensure all eligible veterans and their spouses receive burial assistance Reimburse foundation costs for the placement of VA markers on the graves of eligible veterans Provide non-recurrent emergency financial assistance for eligible veterans or their surviving spouse Performance Measures Measure Goal Percent of completed burial allowance applications submitted for payment within five working days 95.0% 54.7% 55.1% 56.0% Number of burial requests / Percent qualifying for payment 257/62% 351/54% 321/55% 340/60 Percent of marker foundation requests fulfilled within 2 days 100% 100% 100% 100% Number of markers placed Number of applicants requesting emergency assistance Percent of emergency assistance applications reviewed within 3 days 95.0% 33.4% 29.7% 35.0% History of Uses Personnel $ 63,060 $ 64,912 $ 68,610 $ 67,295 $ 67, % Commodities % Contractual Services 120, , , , , % Capital Outlay NA Other Charges NA Total Uses $ 184,401 $ 186,244 $ 197,585 $ 204,391 $ 204, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. D-72

73 Prevention Initiative In 2002, the Board of Commissioners appropriated funding for an innovative initiative to fund and evaluate services to reduce the prevalence of costly and destructive social and health problems. The County appropriated funding to expand services in three priority areas: primary prevention family support services for parents of children ages birth to five; early intervention for children at risk of abuse or neglect; and substance abuse services focusing on the entire family. The initiative also includes an evaluation component, funding for which is managed by the Administrator s Office budget. History of Uses Non-Departmental Personnel $ - $ - $ - $ - $ - NA Commodities NA Contractual Services 1,589,182 2,399,999 2,530,000 1,880,000 1,847, % Capital Outlay NA Other Charges NA Total Uses $ 1,589,182 $ 2,399,999 $ 2,530,000 $ 1,880,000 $ 1,847, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. Senior Millage Kent County voters first approved the levy of a millage in November, 1998 to provide services to persons age 60 or older in Kent County. This millage expired on December 31, 2005 and a proposal for a.33 mill levy (.25 mill renewal and.08 mill increase) was passed on the August 2006 election ballot by Kent County voters. Kent County contracts with the Area Agency on Aging of West Michigan to administer the allocations and contracted service delivery process. Senior Millage allocations fund more than 37 different services for almost 9,000 clients. Senior Millage funded services include: targeted in-home services for elders who are in danger of having to move out of their homes and into institutions; supportive services to lengthen the time frail individuals remain living at home, encourage self-reliance on the part of less frail but mostly homebound older adults, and support the independence of active older adults; services to help older adults and caregivers access services and get answers to their questions; preventive services and new service ideas proposed by providers to address unmet needs; and services to meet emergent needs. History of Uses Personnel $ - $ - $ - $ - $ - NA Commodities NA Contractual Services 4,779,747 4,737,715 6,430,079 7,176,801 7,176, % Capital Outlay NA Other Charges NA Total Uses $ 4,779,747 $ 4,737,715 $ 6,430,079 $ 7,176,801 $ 7,176, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. D-73

74 Department of Human Services - Child Care The Child Care Fund is a collaborative effort between the State and county governments to provide services for abused, neglected or delinquent youth. Funding for programs for abused and neglected youth, or those deemed to be at risk of abuse or neglect, are managed by the State Department of Human Services, and consist primarily of out-of-home care and in-home care programs to prevent out-of-home placement. The County serves as the fiduciary of the funding for the program, and receives 50 percent reimbursement from the State for eligible expenses. History of Uses Personnel $ - $ - $ - $ - $ - NA Commodities NA Contractual Services 8,535,106 8,797,531 9,886,919 11,765,767 10,119, % Capital Outlay NA Other Charges 1,975 3,798 3,913 2,091 2, % Total Uses $ 8,537,081 $ 8,801,329 $ 9,890,832 $ 11,767,858 $ 10,121, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. Department of Human Services - Social Welfare Kent County annually appropriates funds to the Department of Human Services (DHS), a State agency, for specific activities. Traditionally, Kent County has provided funding to pay the salaries of DHS Board members, as well as fund some DHS administrative staff expenses, such as travel, benefits, computer equipment and software, etc. Kent County also annually appropriates funds to the DHS for allocation to various human services programs and client needs for which no other funding source exists. The Kent County Treasurer serves as the custodian of all funds provided for the use of the DHS, including State and Federal funds. In this capacity, the County maintains the funds and records as required by the State. History of Uses Personnel $ 24,444 $ 19,377 $ 21,000 $ - $ % Commodities NA Contractual Services 3,541,258 3,317,915 4,104,344 3,362,000 3,362, % Capital Outlay NA Other Charges NA Total Uses $ 3,565,702 $ 3,337,292 $ 4,125,344 $ 3,362,000 $ 3,362, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. D-74

75 Veteran s Trust With funding provided from the State of Michigan, the Michigan Veterans Trust Fund (MVTF) provides temporary financial assistance to veterans for emergency purposes. The program, through local committees, dispenses grants to veterans and their families to relieve temporary, emergent financial crisis or hardship. Temporary assistance granted by the MVTF for emergencies or hardships is available to eligible wartime veterans, and their families, residing in the state. The MVTF cannot provide assistance for long-term problems or chronic financial difficulties. Those eligible for the MVTF temporary grant program must apply through the MVTF county committee serving their county of residence. All applications are investigated, deliberated, and decided in confidence. Any applicant may request a personal hearing before the county committee at the meeting when his/her application is considered. If the county committee denies an application, every applicant has the right to appeal that decision to the MVTF Board of Trustees. History of Uses Uses Actual Actual Adopted Requested Adopted % Change Personnel $ - $ - $ - $ - $ - NA Commodities NA Contractual Services 48,489 61,086 66,264 66,264 66, % Capital Outlay NA Other Charges NA Total Uses $ 48,489 $ 61,086 $ 66,264 $ 66,264 $ 66, % Personnel FTE Significant Budget Issues There are no significant budget issues to report. D-75

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77 Judicial Functional Area at a Glance 2008 County Uses by Functional Area $440,403,344* General government 18.24% Health & welfare 16.77% Judicial 9.41% Other 0.36% Public safety 14.71% 2008 Functional Area Uses by Fund Type $41,432,665 Special Revenue 30.87% General Fund 69.13% 2008 Functional Area Uses by Department Enterprise 21.89% Cultural & recreational 3.43% Transfers out 14.10% Capital 1.09% * This chart is net of the $6,130,000 estimated appropriation lapse that is allocated to functional areas subsidized by the General Fund (excludes the Enterprise Functional Area). Community Corrections Admin 5.13% Prosecutor's Office 18.77% Probate Court 3.17% 17th Circuit Court 65.91% 63rd District Court 7.02% Functional Area History of Uses by Fund Type Fund Type Actual Actual Adopted Requested Adopted % Change General Fund 17th Circuit Court $ 15,700,471 $ 16,299,351 $ 17,767,482 $ 18,360,955 $ 18,269, % 63rd District Court 2,337,605 2,575,469 2,860,087 2,906,826 2,906, % Community Corrections NA Probate Court 1,045,481 1,118,368 1,199,495 1,362,358 1,315, % Prosecutor's Office 5,264,018 5,388,664 6,040,271 6,238,477 6,150, % Total General Fund 24,347,574 25,381,851 27,867,335 28,868,616 28,643, % Special Revenue Funds 17th Circuit Court 8,561,601 8,433,125 9,248,230 9,091,990 9,036, % Community Corrections 2,146,870 2,191,875 2,308,394 2,126,637 2,126, % Prosecutor's Office 1,431,399 1,450,212 1,660,943 1,626,291 1,626, % Total Special Revenue Funds 12,139,869 12,075,212 13,217,567 12,844,918 12,789, % Total $ 36,487,444 $ 37,457,064 $ 41,084,902 $ 41,713,534 $ 41,432, % D-77

78 Functional Area History of Uses by Department Department Actual Actual Adopted Requested Adopted % Change 17th Circuit Court 24,262,070 24,732,478 27,015,712 27,452,945 27,306, % 63rd District Court 2,337,605 2,575,468 2,860,087 2,906,826 2,906, % Community Corrections 2,146,870 2,191,875 2,308,394 2,126,637 2,126, % Probate Court 1,045,481 1,118,367 1,199,495 1,362,358 1,315, % Prosecutor's Office 6,695,418 6,838,876 7,701,214 7,864,768 7,776, % Total Uses $ 36,487,444 $ 37,457,064 $ 41,084,902 $ 41,713,534 $ 41,432, % Functional Area History of Uses by Category Personnel $ 24,818,101 $ 25,755,703 $ 28,025,715 $ 28,991,600 $ 28,853, % Commodities 753, , , , , % Contractual Services 9,540,203 9,485,695 10,453,590 10,610,194 10,510, % Capital Outlay 314, , , , , % Other Charges 1,061,144 1,171,874 1,193, , , % Total Uses $ 36,487,444 $ 37,457,064 $ 41,084,902 $ 41,713,534 $ 41,432, % Personnel FTE Strategic Goals Continue to improve case processing; align staff and judicial and prosecutorial resources to focus on expediency Reduce recidivism Maximize collection of fines and fees (and restitution) Maximize effectiveness of existing staff and reduce staff growth Provide professional guardianship services to persons in need Expand use of jail-diversion strategies to make more effective use of jail space Cross-Cutting Influencing Factors SCAO is encouraging the Court to improve and enhance collections efforts SCAO is requiring judges to report individually on aging of case-load SCAO is encouraging the expanded use of non-adversarial methods (mediation, diversion, etc.) Technology is becoming more user-friendly and pervasive Community is experiencing an increase in domestic violence, retail fraud, landlord/tenant issues, identity theft, pro-per litigants, and a decrease in drug-related crime Changing demographics of the community is increasing demand for interpretation services System is experiencing continued pressure to reduce jail population and prison commitment (legislatively and as result of local facility over-crowding) State and federal legislation establish new mandates without funding support Continuation of efforts to work with Prosecutor and Courts to further improve jail diversion strategies Work with Prosecutor to reduce amount of time between hearing and arraignment D-78

79 Short-Term Tactical Objectives (by Department) 17th Circuit Court: Continue to increase the use of mediation in domestic relations cases; improve child support collections to equal or exceed best county in state; reduce level of arrears; continue to develop jail diversion strategies for prisoners with mental health issues 63rd District Court: Secure an appropriately designed additional space Probate Court: Explore ways to expand professional guardianship services to meet growing demand D-79

80 17th Circuit Court Kent County Courthouse 180 Ottawa Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission The 17th Circuit Court will provide a system of justice that assures equal access to the fair and timely resolution of matters brought before the Court. Overview The Circuit Court is the trial court of general jurisdiction in Michigan. It has jurisdiction over all actions except those given by state law to another court. The Circuit Court has original jurisdiction in all civil cases involving more than $25,000, in all criminal cases where the offense is a felony or a serious misdemeanor, all domestic relations cases, and all child abuse, neglect, and delinquency cases. Provide data to the local criminal justice system for the purpose of assisting in the management of the jail population Provide sentencing alternatives within the community with the purpose of saving jail and prison beds Provide services to divert cases from the local criminal justice system The Circuit Court also hears appeals from lower courts; appeals from local government boards such as zoning appeals; and appeals from some administrative agencies of state government (such as the Driver s License Appeal Division of the Secretary of State). Personnel 66.70% 2008 Adopted Uses $27,306,407 Commodities 2.39% There are 13 judges currently sitting on the 17th Circuit. The Court s activities are divided into the following functions: Contractual Services 27.39% Administration and Adjudication Support Services Circuit Court Services Circuit Court Probation Family Division Juvenile Programs (see Child Care on page D-70) Friend of the Court Also included in this section is information on the County Clerk/Circuit Court Division. Intergov 71.25% Other Charges 3.06% Capital Outlay 0.46% 2008 Adopted Revenues $9,134,208 Selected Goals To protect the community To meet statutory and due process requirements for all matters before the court To expedite the disposal of cases in a manner consistent with fairness to all parties Assist the courts in meeting the Michigan Court Rule requirement concerning the release of pretrial defendants on bond Licenses & Permits 0.83% Other Revenue 0.05% Charges for Services 23.43% Fines & Forfeitures 0.98% Reimbursements 3.46% D-80

81 Department History of Uses Department Summaries Personnel $ 16,013,907 $ 16,524,575 $ 17,816,826 $ 18,283,886 $ 18,212, % Commodities 518, , , , , % Contractual Services 6,676,794 6,586,586 7,177,412 7,524,075 7,477, % Capital Outlay 303, , , , , % Other Charges 749, , , , , % Total Uses $ 24,262,070 $ 24,732,478 $ 27,015,712 $ 27,452,945 $ 27,306, % Personnel FTE *This does not include the 131 FTE and costs for the Child Care Fund. The Child Care Budget is reported under the Health & Welfare Functional Area and located on page D-70. Organizational Structure 17th Circuit Court $27,306, FTE Administration & Adjudication Services $15,196, FTE Circuit Court Services $1,878, FTE Circuit Court Probation $70,014 0 FTE Friend of the Court $8,733, FTE County Clerk/ Circuit Court Division $1,428, FTE *Child Care Fund $23,148, FTE *accounted for in Health & Welfare * The 17th Circuit Court includes total FTE, FTE in the Judicial Functional Area and 131 FTE in the Health & Welfare Functional Area for the Child Care Division on page D D-81

82 Administration and Adjudication Support Services The Administrator for the 17th Circuit Court is responsible for all operations of the Court, including personnel, budget, case management, training, policy and procedure, and other related functions. The Court Administrator reports to the Chief Circuit Court Judge, who is the presiding officer and director of administration for the Court. Since the following history of uses reflects expenditures associated with adjudication and case management, performance measures related to adjudication and case management are reported below. Performance Measures Measure Goal Percent of civil cases disposed within 728 days 89% 80% 84% 100% Percent of felony cases disposed within 301 days 91% 95% 96% 100% Percent of divorce cases without children disposed within 364 days 91% 87% 87% 100% Percent of divorce cases with children disposed within 364 days 73% 65% 66% 100% Percent of child protective cases diposed of within 210 days 88% 92% 92% 100% Percent of delinquency cases disposed of within 210 days 98% 91% 93% 100% History of Uses Personnel $ 6,948,890 $ 7,116,755 $ 7,761,397 $ 7,839,159 $ 7,781, % Commodities 284, , , , , % Contractual Services 6,076,369 6,135,118 6,639,420 6,974,690 6,949, % Capital Outlay 79,415 80,619 89,750 92,065 92, % Other Charges 12,283 6,084 5, % Total Uses $ 13,401,313 $ 13,695,832 $ 14,798,555 $ 15,278,314 $ 15,196, % Personnel FTE Significant Budget Issues The Court-appointed attorney compensation system was reviewed and the 2008 budget includes a 5.0% increase in the contracted amount History of Uses (in millions) D-82

83 Circuit Court Services The mission of the Court Services Department is to plan, develop, and administer quality, cost-effective alternatives to incarceration for appropriate defendants/offenders which enhance the effectiveness of the local criminal justice system, and thereby serve the needs of the Courts and Kent County s residents. Court Services include pretrial screening and assessment, pretrial supervision, community service programs, and diversion. Performance Measures Measure Goal Percent of felonies recommended for recognizance release 46% 42% 43% 46% Number of jail bed days saved by Fast Track services Percent of successfully closed supervised release cases 87% 87% 87% 85% Number of offenders placed in community service 2,615 2,634 2,632 2,600 Percent of successful community service completions 81% 79% 82% 80% Percent of successful work crew completions 75% 84% 90% 70% History of Uses Personnel $ 1,553,679 $ 1,580,139 $ 1,685,013 $ 1,735,922 $ 1,735, % Commodities 8,247 10,361 10,550 10,550 10, % Contractual Services 92, , , , , % Capital Outlay 40,008 13,134 19,570 1,150 1, % Other Charges NA Total Uses $ 1,693,961 $ 1,708,831 $ 1,846,321 $ 1,878,371 $ 1,878, % Personnel FTE Significant Budget Issues There are no significant issues to report. 2 History of Uses (in millions) D-83

84 Circuit Court Probation Kent County Circuit Court Probation is managed and partially funded by the Michigan Department of Corrections. The Probation Office services the Kent County Circuit Court and the 3,200 felony probationers that reside in Kent County. The office completes approximately 3,300 presentence investigations for the Circuit Court annually, with 42 Probation Agents, 11 clerical staff, five supervisors and one Manager assigned to the office. In addition to presentance investigations, Probation Agents are responsible for supervising probationers in the community, making programming referrals for offenders, informing the Court of the offender s progress, completing violation reports and ensuring that the probationer meets financial obligations to the Court and to victim(s). The revenue obtained from these collections are reported by the Circuit Court Administrators Office, although Porbation Officers are integral in ensuring that the payments are made. Until 1979, Circuit Court Probation was entirely funded by the County. However, that year the State assumed, by statute, responsibility for the staffing of the office. The County retained responsibility for the rents, contractual services, supplies and other materials needed to service the County Probation Office. History of Uses Personnel $ - $ - $ - $ - $ - NA Commodities 23,662 26,029 27,345 32,300 28, % Contractual Services 30,347 27,763 35,766 35,769 35, % Capital Outlay - 4,214 5,900 5,900 5, % Other Charges NA Total Uses $ 54,009 $ 58,006 $ 69,011 $ 73,969 $ 70, % Personnel FTE Significant Budget Issues There are no significant issues to report. 80 History of Uses (in thousands) D-84

85 Friend of the Court Established by State Law, the Friend of the Court is responsible for enforcing the domestic relations orders of the Family Division of the Circuit Court and delivering services related to divorce, paternity, family support and interstate actions. Services provided include child support, health care, parenting time and bench warrant enforcement. Alternative Dispute Resolution, including mediation, conciliation, troubleshooting and parenting awareness classes, income review, auditing, custody investigations and job-finding services are provided, as well. Performance Measures Measure Goal Achieve paternity establishment lead ranking of 91% 104% 104% 100% 100% Achieve order establishment lead ranking of 82% 78% 82% 84% 84% Imrove current collections performance to 64.5% 64.0% 63.3% 63.8% 64.0% Achieve arrears collections lead ranking of 64% 61.0% 63.3% 64.6% 65.0% Improve cost effectiveness ratio to 1:13.00 by History of Uses Personnel $ 6,317,131 $ 6,635,717 $ 7,032,940 $ 7,358,282 $ 7,346, % Commodities 165, , , , , % Contractual Services 458, , , , , % Capital Outlay 183,385 42, ,095 38,812 21, % Other Charges 737, , , , , % Total Uses $ 7,861,591 $ 8,006,691 $ 8,888,719 $ 8,789,090 $ 8,733, % Personnel FTE Significant Budget Issues There are no significant issues to report. 9 History of Uses (in millions) D-85

86 County Clerk s Office/ Circuit Court Division The County Clerk serves as Clerk of the Court and oversees the Court Clerk s budget. The Clerk opens, maintains, tracks, and stores the records for all cases filed in the Circuit Court. Court files are public records, and may be inspected at the Clerk s office. Litigants file at the Clerk of the Court s office for divorce, other family matters (for example, paternity, custody and support), civil actions for which the amount of damages exceeds $25,000, and other civil matters over which the Circuit Court has jurisdiction. All felony criminal cases are filed with the Clerk. The Clerk of the Court s financial division also processes payments for courtordered fines, costs, restitution, forensic fees, and other assessments. Performance Measures Performance Measures for the Circuit Court Clerk are located on page D-39. History of Uses Personnel $ 1,194,207 $ 1,191,964 $ 1,337,476 $ 1,350,523 $ 1,348, % Commodities 36,917 41,486 44,200 45,200 42, % Contractual Services 19,863 28,657 28,790 31,478 31, % Capital Outlay 209 1,011 2,640 6,000 6, % Other Charges NA Total Uses $ 1,251,196 $ 1,263,118 $ 1,413,106 $ 1,433,201 $ 1,428, % Personnel FTE Significant Budget Issues There are no significant issues to report. 1.5 History of Uses (in millions) D-86

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88 63rd District Court First Division 105 Maple Street, Rockford, MI Phone: (616) Fax: (616) Second Division 649 Kenmoor SE, Grand Rapids, MI Phone: (616) Fax: (616) Mission The 63rd District Court is committed to providing the public fair and efficient judicial service in an atmosphere of respect to all persons, and in cooperation with the funding unit. Overview The District Court is a trial court of limited jurisdiction. The 63rd District Court is one of seven District Courts in the County. The District Court has exclusive jurisdiction over the following types of cases: Civil suits involving $25,000 or less Adult criminal misdemeanor offenses punishable by up to one year s imprisonment Civil infractions Traffic violations Landlord/tenant disputes Small claims (involving $3,000 or less) Land contract forfeitures Goals Administer the law in compliance with state statutes and court rules Provide timely caseflow management (due process) of all cases filed with the court Provide a quality of services to all litigants and defendants 2008 Adopted Uses $2,906,826 In addition to its jurisdiction to try adult criminal offenses punishable by up to one year s imprisonment, the district court is the court in which all other adult criminal proceedings begin, regardless of the nature of the offense. In carrying out this function, the district court has jurisdiction to issue arrest and search warrants, set bail and accept bond, conduct misdemeanor and felony arraignments, preside over preliminary examinations for felony and misdemeanor offenses outside its trial jurisdiction, and perform civil marriage ceremonies. Personnel 78.61% Capital Outlay 0.24% 2008 Adopted Revenues $2,594,348 Contractual Services 18.26% Commodities 2.89% Charges for Services 88.20% Fines & Forfeitures 6.17% Reimbursements 0.53% Intergov 5.10% D-88

89 Performance Measures Department Summaries Measure Goal Percent of misdemeanors adjudicated within 6 months from arraignment date 100% 100% 100% 100% Percent bonds of misdemeanor arrests set within 24 hours from time of incarceration 100% 100% 100% 100% Percent of preliminary exams held within 14 days of arraignment 100% 100% 100% 100% Percent of abstracts (point assessments of driving records) forwarded to the Secretary of State 100% 100% 100% 100% Percent of general civil cases served within 91 days of filing 98.00% 98.00% 97.00% 99.00% Percent of probationers successfully discharged from probation within one year 87.00% 91.00% 81.00% 95.00% Department History of Uses Personnel $ 1,788,979 $ 1,992,106 $ 2,121,344 $ 2,285,101 $ 2,285, % Commodities 83,609 99, ,950 83,950 83, % Contractual Services 457, , , , , % Capital Outlay 7,678 4,867-7,000 7,000 NA Other Charges NA Total Uses $ 2,337,605 $ 2,575,468 $ 2,860,087 $ 2,906,826 $ 2,906, % Personnel FTE Significant Budget Issues In 2007, security measures were added to both the Rockford and Cascade Courts with implementation of metal detectors at Cascade and full-time lobby security at Rockford. Security costs were not fully allocated to the 63rd District Court in History of Uses (in millions) D-89

90 Office of Community Corrections Kent County Courthouse 180 Ottawa Avenue NW, Suite 2100, Grand Rapids, MI Phone: (616) Fax: (616) Mission To support and expand the use of community sanctions in order to provide rehabilitation opportunities for Kent County offenders. Promote the efficient use of jail/prison beds while protecting public safety. Examine the causes of repeated criminal behavior while facilitating collaboration among stakeholders and service providers. Overview The Office of Community Corrections seeks to limit state prison commitments for County offenders and prevent local correctional facility overcrowding with probation and intermediate sentencing alternatives; with information and data analysis; and with public education. The Office also coordinates and facilitates the collaborative process to develop the Jail Bed Allocation Agreement. Planning and policymaking is directed by the Kent County Community Corrections Advisory Board (CCAB). Selected Goals To assist in decreasing the state prison commitment rate To promote the use of community-based sanctions (subcontractors) as a sentencing option for nonviolent prison and/or jail-bound offenders To ensure through monitoring and evaluation that quality services are provided by subcontractors Probation residential centers (PRCs) provide intensive community supervision for high-risk felons. These include the Alternative Directions PRC, the Pathfinder Resources John F. Jellema Treatment Center, and Project Rehab. Intermediate sentencing alternatives offered through Community Corrections include community service, employment and training, intensive supervision, mental health counseling, pretrial supervision, substance abuse treatment, a variety of 24-hour structured non-core services, and jail-based programming. The Office is a grant agency funded primarily by the State of Michigan. Funding depends upon state approval of the budget, following a lengthy application process. Contractual Services 88.84% 2008 Adopted Uses $2,126, Adopted Revenues $2,066,450 Other Charges 1.82% Personnel 9.25% Commodities 0.09% Intergov % D-90

91 Selected Performance Measures Department Summaries Measure Goal Percent of the Michigan Department of Community Corrections grant expended 96.8% 93.4% 92.9% 100.0% Percent of program enrollment 126.0% 114.0% 124.0% 95.0% Percent of capacity use of residential centers 110.0% 94.8% 102.0% 95.0% Percent of successful terminations 65.8% 67.5% 64.0% 70.0% Department History of Uses Personnel $ 156,546 $ 146,337 $ 189,620 $ 196,770 $ 196, % Commodities 1,322 1,098 1,900 1,900 1, % Contractual Services 1,827,201 1,901,874 2,006,626 1,889,334 1,889, % Capital Outlay , % Other Charges 161, , ,648 38,633 38, % Total Uses $ 2,146,870 $ 2,191,875 $ 2,308,394 $ 2,126,637 $ 2,126, % Personnel FTE Significant Budget Issues Subsequent to the adoption of the budget, the State notified the Court that the State would administer the residential treatment reimbursements. As a consequence, the budget was amended to $944, History of Uses (in millions) D-91

92 Probate Court Kent County Courthouse 180 Ottawa Avenue NW, Suite 2500, Grand Rapids, MI Phone (616) Fax: (616) Mission The mission of the Kent County Probate Court, Mental and Estates Division, is to provide a fair and efficient forum to have all matters that come within its jurisdiction decided promptly and in an atmosphere of respect to all persons who come before the Court. Overview The Probate Court is primarily concerned with the protection of incapacitated or mentally ill individuals and their assets and the proper transfer of assets at death. Protection of Incapacitated Individuals. Proceedings concerning the protection of incapacitated individuals involve guardianships for legally incapacitated adults, guardianships for minors, and guardianships for developmentally disabled individuals. In proceedings to appoint a guardian for an allegedly developmentally disabled individual, the court is required to appoint an attorney to represent the individual, if he does not have his own attorney. In proceedings to appoint a guardian for an allegedly legally incapacitated adult, the court appoints a guardian ad litem / visitor to explain to the individual the nature of the proceedings and his or her rights, to determine whether the individual contests the petition, and to investigate, report and recommend to the court whether the individual is in need of a guardian and, if so, who should be appointed. Under certain circumstances an attorney is appointed to represent the individual. If after a hearing a guardian is appointed, the Court then monitors the guardianship, making sure that the required annual reports are filed by the guardian. The court social worker also conducts periodic reviews, including visiting the ward 1 year after appointment and then every 3 years thereafter. The Court also conducts hearings regarding disputes that arise concerning the guardianship and petitions to terminate or modify the guardianship. Guardianships for minors typically last until age 18, and guardianships for adults often last for the lifetime of the individual. Hospitalization of Mentally Ill Individuals. The Probate Court hears petitions for hospitalization for mentally ill individuals alleged to be a significant danger to themselves or others. Hearings take place on a tight timeframe: they are normally required to be held within 7 days of filing of a petition for hospitalization. Additionally, an attorney must be appointed to represent the individual, if he does not have his own attorney. Hearings are held twice a week at each of the three mental treatment facilities in the Grand Rapids area and monthly at Kalamazoo Psychiatric Hospital. Because persons may not be hospitalized indefinitely, there may be a series of hearing for any individual, and hearings must take place at least once a year to establish a continuing need for hospitalization. Protection of Property of Incapacitated Individuals. Proceedings concerning the protection of the property of incapacitated individuals involve conservatorships for legally incapacitated adults, conservatorships for minors, and guardianships of the estate for developmentally disabled individuals. If after a hearing a conservator or guardian of the estate is appointed, the Court may require that the conservator or guardian of the estate furnish a bond to ensure protection of the assets, or may require that liquid assets be held in a restricted account where no withdrawals are permitted without Court order. The Court then monitors the continuing proceedings, making sure that the required annual accounts are filed and approved, that proofs of deposit of liquid assets are provided, and that the assets are being held and used for the benefit of the ward. The Court also conducts hearings regarding disputes that arise concerning the conservatorship and petitions to terminate or modify the conservatorship. Conservatorships for minors typically last until age 18, and conservatorships for adults often last for the lifetime of the individual. Transfer of Assets. The Probate Court also hears proceedings regarding the transfer of assets at death or transfers whereby property is held in trust. Transfers at death may involve probate of a Will (testate estate) or estates where there is no Will (intestate estate), the only difference being whether the Will or state statute determines who inherits the property. The Court may also be called upon to interpret Wills or Trusts in the event of uncertainty or conflict over the document s meaning. In the case of a decedent s estate, proceedings in the Probate Court may be very brief or summary in form (as when wills are self-executing and the Court need only review them briefly), or the proceedings may develop into D-92

93 full-scale adversarial proceedings. Such proceedings may be unsupervised or supervised by the Court, depending on the situation. Other Matters. The Probate Court also hears a variety of other types of matters. These include Petitions for Protective Orders, which are typically one-time requests for the Court to allow or approve some action, such as approval of a settlement. They also include various civil actions, where one party is suing another party. These cases are just like cases in circuit or district court, except usually a trust, estate, or fiduciary is one of the parties, so the proceeding has some relation to the regular business of the Probate Court. Finally, the Probate Court holds Wills for safekeeping and hears proceedings for change of name, drain appeals and secret marriages. Caseload. While the number of cases filed in Probate Court has remained fairly constant over the past few years, the number of active matters continues to grow, because guardianships and conservatorships often last many, many years. The monitoring of these proceedings requires extensive staff time, and presents a continuing challenge to the personnel and resources of the Court. Goals To process all contested civil matters within the State s guidelines To efficiently process contested estate, guardianship and conservatorship matters To process and hold hearings on all petitions filed for the involuntary commitment for persons requiring treatment in a timely manner as required by the State 2008 Adopted Uses $1,315,926 Contractual Services 16.20% Capital Outlay 1.44% Commodities 1.71% Personnel 80.65% 2008 Adopted Revenues $357,547 Other Revenue 1.52% Intergov 41.45% Reimbursements 6.99% Charges for Services 50.04% D-93

94 Selected Performance Measures Measure Goal Percent of contested civil matters adjudicated within 728 days 37% 88% 67% 100% Number of estate proceedings processed 4,258 3,989 4,063 4,200 Number of contested estates filed/percent adjudicated within 365 days 139/51% 175/61% 217/96% 225/100% Number of commitment cases/percent of cases disposed within 14 days 1,404/86% 1,510/79% 1541/98% 1600/100% Department History of Uses Personnel $ 880,801 $ 917,897 $ 1,008,207 $ 1,063,972 $ 1,061, % Commodities 15,879 20,120 20,300 22,500 22, % Contractual Services 148, , , , , % Capital Outlay ,949 18, % Other Charges NA Total Uses $ 1,045,481 $ 1,118,367 $ 1,199,495 $ 1,362,358 $ 1,315, % Personnel FTE Significant Budget Issues The 2008 Budget, and particularly funding for upgrading of obsolete equipment and for repair/ restoration of deteriorating microfilm, will assist the Probate Court in efficient processing of cases and compliance with record retention requirements. The 2007 restoration of personnel to the 2004 level has enabled the Probate Court to significantly improve monitoring of cases toward compliance with state guidelines, and the 2007 personnel level continues for However, pending statutory changes (House Bills 5186, 5187, 5188), if passed, will impose even more new monitoring duties on the probate court, and further stress the ability of the Court to keep up with increasing caseloads History of Uses (in millions) D-94

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96 Prosecutor s Office 82 Ionia Avenue NW, Suite 450, Grand Rapids, MI Phone: (616) Fax: (616) Mission To protect the rights, safety, and security of Kent County residents through diligent efforts to prosecute criminal offenses in Kent County as well as establish paternity and secure child support payments. Overview The Prosecuting Attorney appears for the State or County in all criminal prosecutions in Circuit Court and District Court, as well as appearances in delinquency, neglect, mental incompetency, and adult guardianship proceedings in both Probate Court and the Family Division of the Circuit Court. The Prosecuting Attorney shares jurisdiction with the Michigan Attorney General for any crime that is committed in Kent County, but is independent of that State office. The Prosecuting Attorney is an elected official with a four-year term, chosen at the time of the Presidential election, on the partisan ballot. The office is divided into the following divisions: Criminal, Appellate, Family Law and Juvenile. Each division has specific attorneys assigned to it and is structured to serve that division s unique needs. Additionally, the Victim/Witness Unit of the office performs services for victims of crime as mandated under the Crime Victims Rights Act. The Prosecuting Attorney s office is responsible for other legal functions, including: Administering procedural and substantive matters relative to appeals that the Prosecutor s Office has appeared in as counsel; Keeping victims notified of case status, their right to participate, and to protect/preserve their rights; Representing custodial parents in support and paternity proceedings; Providing information on juvenile offenders to the Kent Intermediate School District; and Representing the County in forfeiture actions. taxpayers. First time bad check offenders are given the opportunity to avoid criminal prosecution by attending a mandatory intervention class, in addition to paying restitution. The benefits of the program are multi-faceted: (1) merchants receive restitution; (2) law enforcement is relieved of the responsibility of having to investigate thousands of bad check complaints; (3) offenders avoid criminal prosecution and are offered a course in money management in an effort to provide them the skills to avoid future difficulties; and (4) an already busy court system is freed from the burden of additional cases and the costs attendant to such cases. In 2007, over $208,000 in restitution were paid to victims. Personnel 91.27% 2008 Adopted Uses $7,776,869 Other Charges 1.56% 2008 Adopted Revenues $1,234,372 Capital Outlay 0.03% Commodities 2.01% Contractual Services 5.13% A Bad Check Restitution Program was implemented in an effort to assist local merchants with losses stemming from bad checks and to help ease the burden of check enforcement or local law enforcement agencies. In lieu of police agencies devoting precious resources to investigate non-sufficient fund and/ or closed account check complaints, merchants are referred to the check program. The primary goal of the program is to obtain full restitution for the victim without adding to the financial burden of the criminal justice system and operates at no cost to the county or Intergov 86.79% Reimbursements 13.21% D-96

97 Selected Goals Prosecute violations of State law in District and Circuit Courts within Kent County Administer all procedural and substantive matters relative to appeals that the Prosecutor s Office has appeared in as counsel; from writing briefs to oral arguments Protect and preserve the rights of victims Provide legal advice to law enforcement/social service agencies involved in the Kent County judicial system Provide legal representation to establish paternity and set levels of child support Represent the people at hearings involving delinquency, neglect/dependency, and mental incompetency. Selected Performance Measures Measure Projected Number of felony warrants authorized 4,525 4,635 4,538 4,566 Number of misdemeanor warrants authorized 5,238 5,358 4,898 5,165 Number of cases scheduled for trial in District Court Number of felony pleas in District Court Number of guilty pleas in Circuit Court 3,088 3,242 3,439 3,256 Number of cases tried in Circuit Court Number of cases referred to victim/witness program 9,097 9,359 9,221 9,226 Amount of restitution awarded to victims through the Crime Victims Compensation Board $293,338 $327,561 $400,497 $340,465 Number of paternity and child support cases opened 3,405 3,900 4,160 3,822 Number of judgements (Paternity & Support) 2,241 2,320 2,930 2,497 Department History of Uses Personnel $ 5,977,868 $ 6,174,788 $ 6,889,718 $ 7,161,871 $ 7,097, % Commodities 134, , , , , % Contractual Services 430, , , , , % Capital Outlay 3,088 9,702-16,000 2,000 NA Other Charges 149, , , , , % Total Uses $ 6,695,418 $ 6,838,876 $ 7,701,214 $ 7,864,768 $ 7,776, % Personnel FTE Significant Budget Issues A Caseworker Assistant position was eliminated from our Victim/Witness Unit as of January 1, 2008 because of budgetary restraints. That position s responsibilities have been divided up between other staff in Victim/Witness and our Juvenile Divisions. Staff are doing their best to continue to provide the level of service on neglect cases that was previously available, despite the loss of this position History of Uses (in millions) D-97

98 Public Safety Functional Area at a Glance 2008 County Uses by Functional Area $440,403,344* General government 18.24% Health & welfare 16.77% Judicial 9.41% Other 0.36% Public safety 14.71% 2008 Functional Area Uses by Fund Type $64,788,207 General Fund 93.59% Special Revenue 6.41% 2008 Functional Area Uses by Department Enterprise 21.89% Cultural & recreational 3.43% Capital 1.09% Transfers out 14.10% * This chart is net of the $6,130,000 estimated appropriation lapse that is allocated to functional areas subsidized by the General Fund (excludes the Enterprise Functional Area). Sheriff 95.28% Fire Prevention 0.80% Correction & Detention 3.92% Functional Area History of Uses by Fund Type Fund Type Actual Actual Adopted Requested Adopted % Change General Fund Sheriff $ 49,514,257 $ 54,687,530 $ 58,438,046 $ 60,882,378 $ 60,636, % Fire Commission NA Total General Fund 49,514,257 54,687,530 58,438,046 60,882,378 60,636, % Special Revenue Funds Sheriff 3,915,240 3,097,843 1,117,637 1,092,310 1,092, % Correction and Detention - 37,000-2,538,265 2,538,265 NA Fire Commission 351, , , , , % Total Special Revenue Funds 4,266,981 3,585,372 1,489,637 4,152,183 4,152, % Total $ 53,781,238 $ 58,272,902 $ 59,927,683 $ 65,034,561 $ 64,788, % Functional Area History of Uses by Department Department Actual Actual Adopted Requested Adopted % Change Sheriff 53,429,496 57,785,372 59,555,683 61,974,688 61,728, % Non-Departmental Correction and Detention - 37,000-2,538,265 2,538,265 NA Fire Commission 351, , , , , % Total $ 53,781,238 $ 58,272,902 $ 59,927,683 $ 65,034,561 $ 64,788, % D-98

99 Functional Area History of Uses by Category Department Summaries Personnel $ 39,497,906 $ 42,141,180 $ 45,903,735 $ 47,122,532 $ 46,888, % Commodities 1,839,728 2,040,436 2,296,968 2,307,200 2,311, % Contractual Services 10,125,932 11,992,318 10,401,755 14,274,140 14,266, % Capital Outlay 2,259,576 2,050,054 1,274,842 1,277,425 1,269, % Other Charges 58,096 48,914 50,383 53,264 53, % Total Uses $ 53,781,238 $ 58,272,902 $ 59,927,683 $ 65,034,561 $ 64,788, % Personnel FTE Strategic Goals Continue to control the cost of providing service at the jail Establish a base-line allocation method for road patrol Implement a computer-based system to allow citizens to report misdemeanors and receive written report (for insurance claims) Evaluate potential for more multi-township collaborative efforts to fund road patrol operations Increase jail capacity within next 5 years Cross-Cutting Influencing Factors Growth and development of residential and business areas in rural parts of county combined with service expectations of new suburban/ex-urban residents/businesses (more traffic) increases pressure for road patrol and response times Expected increase in the number of officers at Grand Rapids Police Department likely to have short-term impact on jail population (more arrests/incarceration) Short-Term Tactical Objectives (System-wide) Develop a more effective community re-entry program Aggressively develop strategies to better manage the cost of inmate health-care Develop a more effective method for obtaining information from computers during criminal investigations Develop equitable funding formula for Central Dispatch Renew Corrections and Detention millage Expand the availability and utilization of alternative sentencing programs D-99

100 Sheriff s Department 701 Ball Avenue NE, Grand Rapids, MI Phone: (616) Fax: (616) Mission The mission of the Kent County Sheriff s Office is to preserve and protect the safety and security of the residents of Kent County and to provide for a safe and secure correctional facility. Overview The Kent County Sheriff s Department provides law enforcement and corrections programs and services to the community. The Sheriff is mandated to carry out a number of administrative and operational functions, including patrolling and monitoring traffic, providing emergency planning services, and providing court security when requested. Those functions are carried out by three divisions of the Sheriff s Department: Law Enforcement, Communications Technology, and Investigative. Selected Goals To maintain operational readiness, provide responsive and effective Emergency Management services Provide high visibility police patrol and law enforcement through investigation of criminal, civil, and traffic matters To provide public awareness through education and community programs To ensure the safety and security of the community by operating a correctional facility that is governed by applicable State and Federal laws To encourage responsible inmate behavior by providing fair, impartial and humane treatment for all inmates 2008 Adopted Uses $61,728,334 Personnel 75.96% Commodities 3.73% Other Charges 0.04% Capital Outlay 1.58% Contractual Services 18.69% 2008 Adopted Revenues $10,880,879 The Sheriff is also mandated to provide for sufficient jail space and to keep it in good repair. The Corrections Division manages the County s correctional facility and other correctional programs. Interest Earnings 0.08% Fines & Forfeitures 1.84% Charges for Services 39.07% The Sheriff s department maintains its own training center for its approximately 600 employees. The training center includes an indoor shooting range, a mock intake vestibule, a mock jail cell, and computerized training systems. Intergov 48.58% Licenses & Permits 0.22% Reimbursements 2.80% Other Revenue 7.41% D-100

101 Department History of Uses Personnel $ 39,496,334 $ 42,139,715 $ 45,901,635 $ 47,120,432 $ 46,886, % Commodities 1,835,026 2,032,624 2,290,868 2,301,100 2,305, % Contractual Services 9,976,048 11,791,292 10,225,052 11,548,075 11,540, % Capital Outlay 2,088,719 1,786,805 1,102, , , % Other Charges 33,369 34,936 35,986 25,356 25, % Total Uses $ 53,429,496 $ 57,785,372 $ 59,555,683 $ 61,974,688 $ 61,728, % Personnel FTE Organizational Structure Sheriff's Department $61,728, FTE Administration & Enforcement $24,511, FTE Corrections $37,216, FTE Sheriff s Adminstration Building Correctional Facility D-101

102 Administration & Enforcement Three divisions of the Sheriff s Department carry out administrative and enforcement duties. The Communications Technology Division includes the records unit, the emergency management program, the training unit, the traffic/accident reconstruction unit, scientific support unit, and dispatch. The Enforcement Division includes the road patrol, community services unit, marine unit, and the park police unit. The Investigative Division includes the detective unit, the vice unit, the family services unit, and the tactical apprehension and confrontation team (T.A.C.T.). Selected Performance Measures Measure Goal Insure at least 80% of first responders have completed IS700 and IS800 training New 82.4% 82.4% 80.0% Provide neighborhood watch with a satisfaction rate above 4.0 (based on survey scale 1-5) New Provide quality training to outside agencies with a satisfaction rate above 4.0 (based on survey scale 1-5) NA Provide a response for information requests in less than 5 days 100% of the time 100% 100% 100% 100% Answer 911 calls within 10 seconds 95.0% of the time 86.1% 84.0% 82.5% 95.0% Answer 911 calls within 40 seconds 99.0% of the time 99.8% 99.6% 98.14% 99.0% History of Uses Personnel $ 17,888,048 $ 18,147,460 $ 20,328,231 $ 20,923,488 $ 20,792, % Commodities 217, , , , , % Contractual Services 3,628,359 3,841,696 1,705,348 2,545,379 2,537, % Capital Outlay 2,046,846 1,714,012 1,002, , , % Other Charges 33,369 34,936 35,986 25,356 25, % Total Uses $ 23,813,855 $ 24,006,146 $ 23,387,447 $ 24,655,078 $ 24,511, % Personnel FTE Significant Budget Issues Due to budget tightening, 2008 will see reduced resources for patrol at Millennium Park, that is, 2.14 full-time equivalent positions, including two vacant part-time Park Police Officers and the reduction of 2,662 hours in the occupied part-time Park Police Officer positions, were eliminated. Additionally, one vacant Clerk II position was eliminated in our Records area History of Uses (in millions) D-102

103 Corrections The Corrections Division manages the County s correctional facility, manages prisoner transfers and court security, operates an honor camp and runs a re-entry center. The estimated average daily population of all inmates in the Sheriff s custody (or jail count ) was 1,327 in Selected Performance Measures Measure Goal Rate of assaultive behavior New Maintain a 90% compliance rating with the Michigan Department of Corrections New 100% 100% 100% Provide 100% of inmates with physicals within 14 days New 99.1% 99.4% 100.0% Percentage of offenders who continued employment, found employment, or were trained in a vocation NA 72.0% 73.0% 70.0% History of Uses Personnel $ 21,608,286 $ 23,992,255 $ 25,573,404 $ 26,196,944 $ 26,093, % Commodities 1,617,793 1,764,582 1,975,500 1,988,100 1,988, % Contractual Services 6,347,689 7,949,596 8,519,704 9,002,696 9,002, % Capital Outlay 41,873 72,793 99, , , % Other Charges NA Total Uses $ 29,615,641 $ 33,779,226 $ 36,168,236 $ 37,319,610 $ 37,216, % Personnel FTE Significant Budget Issues Budget tightening for 2008 has led to the reduction of staff by one cook and one social worker. Costs continue to rise due to increased population which stems from the addition of beds over the last three years as well as continued high costs for inmate health care History of Uses (in millions) D-103

104 Fire Prevention The Fire Prevention Fund was established in The Fire Commission is permitted by MCLA to oversee the purchase of fire extinguishing apparatus and equipment for 15 participating townships on a rotating basis. The law permitting such activity limits the County s contribution to 50 percent of the cost of such equipment, with townships required to contribute the remaining 50 percent. The County administration manages the Fire Prevention Fund and serves as staff to the Commission, performing the managerial, clerical, and purchasing functions of purchasing and maintaining the equipment. History of Uses Non-Departmental Personnel $ 1,572 $ 1,465 $ 2,100 $ 2,100 $ 2, % Commodities 4,702 7,812 6,100 6,100 6, % Contractual Services 149, , , , , % Capital Outlay 170, , , , , % Other Charges 24,727 13,978 14,397 27,908 27, % Total Uses $ 351,742 $ 450,530 $ 372,000 $ 521,608 $ 521, % Personnel FTE Significant Budget Issues The increase in Capital Outlay is due to the allowance for total purchase including Fire Commission member share. Correction & Detention Millage To account for the proceeds of a dedicated millage levied to pay for operations and debt service related to the expansion of the correction and detention facilities. History of Uses Personnel $ - $ - $ - $ - $ % Commodities % Contractual Services - 37,000-2,538,265 2,538,265 NA Capital Outlay % Other Charges % Total Uses $ - $ 37,000 $ - $ 2,538,265 $ 2,538,265 NA Personnel FTE Significant Budget Issues For FY 2008, $2.5 million in Building Rent will be paid to the Building Authority for the debt service on the Correctional Facility. D-104

105 Other Functional Area at a Glance 2008 County Uses by Functional Area $440,403,344* General government 18.24% Enterprise 21.89% Health & welfare 16.77% Cultural & recreational 3.43% Judicial 9.41% Capital 1.09% Other 0.36% Public safety 14.71% Transfers out 14.10% * This chart is net of the $6,130,000 estimated appropriation lapse that is allocated to functional areas subsidized by the General Fund (excludes the Enterprise Functional Area) Functional Area Uses by Fund Type $1,607,570 General Fund % 2008 Functional Area Uses by Department Alliance for Health 0.31% ACSET 4.04% Legal Assistance Center 3.73% Area Agency on Aging 0.90% Fleet Services 33.65% Central Services 52.39% Economic Development 4.98% Functional Area History of Uses by Category Personnel $ 698,378 $ 712,188 $ 754,136 $ 782,195 $ 782, % Commodities 194, , , , , % Contractual Services 489, , , , , % Capital Outlay 60,725 75,774 37,550 69,000 69, % Other Charges NA Total Uses $ 1,443,556 $ 1,404,622 $ 1,506,899 $ 1,627,570 $ 1,607, % Personnel FTE's Functional Area History of Uses by Department Department Actual Actual Adopted Requested Adopted % Change Central Services $ 830,827 $ 749,333 $ 790,353 $ 842,264 $ 842, % Fleet Services 438, , , , , % Non-Departmental Alliance for Health 4,750 4,750 4,750 4,750 4, % Area Agency on Aging 29,092 14,546 14,546 14,546 14, % ACSET 65,000 65,000 65,000 65,000 65, % Economic Developmt 75,000 77,500 80,000 80,000 80, % Legal Assistance Ctr ,000 80,000 60, % Total Uses $ 1,443,556 $ 1,404,622 $ 1,506,899 $ 1,627,570 $ 1,607, % D-105

106 Central Services County Administration Building 300 Monroe Avenue NW, Grand Rapids, MI Phone: (616) Fax: (616) Mission To support County departments in providing services to County citizens in the areas of mail, messenger, microfilm, printing and record storage services in a cost-effective manner. Overview The Central Services department provides the following services to County departments: printing, microfilming, messenger, mail processing, and a secure records storage space. Selected Goals To provide cost-effective document management services in support of County departments in a timely manner The printing services offered include: graphic design, digital printing/copying, color copying, collating, binding, cutting, laminating, and folding. Printed items such as forms, letterheads, business cards, brochures, newsletters, directories, and reports are produced in this area of the department. The microfilming service produces 16mm and 35mm microfilm rolls from paper originals of tax rolls, marriage, birth and death certificates, and Probate and Circuit Court records. Archival digital media film is also created for the Register of Deeds office from their scanned deed and mortgage images. Messenger delivery service provides daily delivery and exchange of inter-office envelopes, U.S. Mail, and other packages between County departments. The mail area is responsible for the pick-up and delivery of inter-office mail and U.S. Mail for the County Administration Building. Postage is also applied to out-going U.S. Mail using a mail processing machine. The record storage facility, located at 415 Franklin Street, SE, provides State-mandated, secure off-site document storage for County departments. The department s conversion to a print-on-demand production process, has resulted in increased printing requests, faster processing times, and a higher customer service and satisfaction rating on the annual administrative services survey. The acquisition of digital image to film equipment, has allowed previously out-sourced microfilming services to be done in-house. Capital Outlay 3.33% Contractual Services 25.86% Reimbursements 40.69% 2008 Adopted Uses $842,264 Commodities 13.68% 2008 Adopted Revenues $443,949 Personnel 57.13% Charges for Services 59.31% D-106

107 Selected Performance Measures Measure Goal Percent of print jobs completed by requested due date 99.60% 99.85% 99.90% 99.90% Microfilm frames processed per hour Amount saved via presorting mail $9,916 $12,724 $10,174 $11,000 Average customer satisfaction rating of messenger service (Division generated) Average customer satisfaction rating on Administrative Survey Department History of Uses Personnel $ 424,062 $ 434,836 $ 454,499 $ 481,210 $ 481, % Commodities 113, , , , , % Contractual Services 247, , , , , % Capital Outlay 45,276 10,438 9,100 28,000 28, % Other Charges NA Total Uses $ 830,827 $ 749,333 $ 790,353 $ 842,264 $ 842, % Personnel FTE Significant Budget Issues There are no significant issues to report. 1 History of Uses (in millions) D-107

108 Fleet Services 701 Ball Avenue, NE, Grand Rapids, MI Phone: (616) Fax: (616) Mission To manage and maintain County owned vehicles in a safe and cost effective manner. Overview Kent County Fleet Services manages 208 vehicles for nearly a dozen County departments, many of them related to law enforcement or court functions. To do this, the unit provides scheduled safety checks and services, maintains a parts inventory, dispenses fuel, and maintains an inventory of vehicles from acquisition to disposal. Fleet Services maintains vehicles for all County departments except the Drain Commission, Aeronautics and Public Works Department. Selected Goals To provide a vehicle and equipment repair program for County owned vehicles To provide a preventive maintenance program on a scheduled basis consistent with manufacturer and professional standards To maintain an adequate parts inventory to minimize the time vehicles are out of service To maintain fleet cost data to enable decisions regarding replacement and purchase of County vehicles 2008 Adopted Uses $541,010 Capital Outlay 7.58% Personnel 55.63% Kent County Fleet Service s Garage Contractual Services 19.21% Commodities 17.58% 2008 Adopted Revenues $149,726 Charges for Services 13.36% Reimbursements 86.64% D-108