Chesterfield County, Virginia

Chesterfield County, Virginia Proposed Budget, FY2018 Director of Budget and Management DĂƚƚ,ĂƌƌŝƐ Budget Manager DĞŐŚĂŶŽĂƚĞƐ Budget and Management Staff ^ĂŵĞĚŽƌ ŽƵƌƚŶĞǇ&ĂƌƌĞůů DĂŶĚǇ,ĂĂƐĐŚ WĂƵůĞƚƚĞ:ŽŚŶƐŽŶ ĂǀŝĚKĂŬůĞǇ EĂƚĂůŝĞ^ƉŝůůŵĂŶ ĞďďŝĞ^ƚŽŶĞ <ĂƚŚůĞĞŶdŚŽŵƉƐŽŶ dĂŵŵŝdŽŵůŝŶƐŽŶ <ĂƌĞŶzƵŚĂƐĞ

&ŽƌŵŽƌĞŝŶĨŽƌŵĂƚŝŽŶƌĞŐĂƌĚŝŶŐƚŚĞĐŽŶƚĞŶƚŽĨƚŚŝƐĚŽĐƵŵĞŶƚ͕ƉůĞĂƐĞĐŽŶƚĂĐƚƵƐĚŝƌĞĐƚůǇ Ăƚ͗;ϴϬϰͿϳϰϴͲϭϱϰϴŽƌĞŵĂŝů͗ďůƵĞƉƌŝŶƚΛĐŚĞƐƚĞƌĨŝĞůĚ͘ŐŽǀ dŚĞ'ŽǀĞƌŶŵĞŶƚ&ŝŶĂŶĐĞKĨĨŝĐĞƌƐƐƐŽĐŝĂƚŝŽŶŽĨƚŚĞhŶŝƚĞĚ^ƚĂƚĞƐĂŶĚĂŶĂĚĂ;'&KͿƉƌĞƐĞŶƚĞĚĂŶĂǁĂƌĚĨŽƌŝƐƚŝŶŐƵŝƐŚĞĚƵĚŐĞƚ WƌĞƐĞŶƚĂƚŝŽŶƚŽŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕sŝƌŐŝŶŝĂĨŽƌƚŚĞĂŶŶƵĂůďƵĚŐĞƚĨŽƌƚŚĞĨŝƐĐĂůǇĞĂƌďĞŐŝŶŶŝŶŐ:ƵůǇϭ͕ϮϬϭϲ͘ /ŶŽƌĚĞƌƚŽƌĞĐĞŝǀĞƚŚŝƐĂǁĂƌĚ͕ĂŐŽǀĞƌŶŵĞŶƚƵŶŝƚŵƵƐƚƉƵďůŝƐŚĂďƵĚŐĞƚĚŽĐƵŵĞŶƚƚŚĂƚŵĞĞƚƐƉƌŽŐƌĂŵĐƌŝƚĞƌŝĂĂƐĂƉŽůŝĐǇĚŽĐƵŵĞŶƚ͕ĂƐ ĂŶŽƉĞƌĂƚŝŽŶŐƵŝĚĞ͕ĂƐĂĨŝŶĂŶĐŝĂůƉůĂŶ͕ĂŶĚĂƐĂĐŽŵŵƵŶŝĐĂƚŝŽŶĚĞǀŝĐĞ͘dŚĞ&zϮϬϭϳďƵĚŐĞƚƌĞƉƌĞƐĞŶƚĞĚƚŚĞϯϭƐƚĐŽŶƐĞĐƵƚŝǀĞǇĞĂƌƚŚĂƚ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŚĂƐƌĞĐĞŝǀĞĚƚŚŝƐĂǁĂƌĚ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚĞŽƵŶƚǇƌĞĐĞŝǀĞĚŽǀĞƌĂůůƌĂƚŝŶŐƐĂƐƉƌŽĨŝĐŝĞŶƚŽƌŽƵƚƐƚĂŶĚŝŶŐŝŶĂůůƌĞǀŝĞǁ ĐĂƚĞŐŽƌŝĞƐ͘dŚŝƐŝƐƚŚĞŚŝŐŚĞƐƚĨŽƌŵŽĨƌĞĐŽŐŶŝƚŝŽŶĨŽƌĞǆĐĞůůĞŶĐĞŝŶůŽĐĂůŐŽǀĞƌŶŵĞŶƚďƵĚŐĞƚŝŶŐ͘

CHESTERFIELD COUNTY Board of Supervisors

Dorothy Jaeckle Leslie Haley ŚĂŝƌŵĂŶ sŝĐĞŚĂŝƌŵĂŶ ĞƌŵƵĚĂŝƐƚƌŝĐƚ DŝĚůŽƚŚŝĂŶŝƐƚƌŝĐƚ

Christopher Winslow James “Jim” M. Holland Stephen Elswick ůŽǀĞƌ,ŝůůŝƐƚƌŝĐƚ Dale District DĂƚŽĂĐĂŝƐƚƌŝĐƚ

MEMORIAL dŚĞ&zϮϬϭϴďƵĚŐĞƚŝƐƉƌĞƉĂƌĞĚŝŶŵĞŵŽƌǇŽĨ ZĞďĞĐĐĂd͘ŝĐŬƐŽŶ ǁŚŽƐĞƌǀĞĚŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇĨŽƌϭϵǇĞĂƌƐ ĂƐďƵĚŐĞƚĚŝƌĞĐƚŽƌĂŶĚĚĞƉƵƚǇĐŽƵŶƚǇĂĚŵŝŶŝƐƚƌĂƚŽƌ͘ ,ĞƌůĞŐĂĐǇĂŶĚŝŵƉĂĐƚŽŶƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶ ĂƌĞĞǀŝĚĞŶƚĂŶĚůŽŶŐͲůĂƐƚŝŶŐ͘

TABLEOFCONTENTS

FY2018BUDGET

(Forquickaccesstospecificsectionsofthisdocument,pleaseusethebookmarktabontheleft.) CountyAdministrator’sTransmittalLetter ŝ Describestheoverallvisionoftheproposedfinancialplan. Reader’sGuide,OrganizationalStructure,&StrategicPlan ϭ BudgetProcessandFinancialPolices ϳ Thissectionprovidesanoverviewofthecompletebudgetprocess,aswellasrecentlyupdated financialpolicies,thebasisofaccounting,structureofCountyfunds,andbasisofbudgeting. RevenueandExpenditureSummaries Ϯϯ Thissectionprovidesarevenueanalysisoverview,andmultiͲyear,numericalsummariesbymajor fundandappropriationcategoryaswellasbreakdownsbypersonnel,operating,andcapital. GeneralGovernmentandSchoolsFiveͲYearPlan ϱϳ ThissectionprovidesthelayoutfortheGeneralGovernmentandSchoolsfinancialplanoverthenext fiveyearsintheestablishedcategories(revenues,baselineexpenditures,enhancements).Also included,specificsabouteachitemlistedintheFiveͲYearPlaninanefforttodescribewhatthelineͲ itemis,explainanymajorchangesinfundinglevels,and,inthecaseofproposedenhancements, explainthestrategicsignificanceofeachitem. DepartmentalSummaries ϳϳ ThissectionprovidesacompletefinancialsummaryandbriefnarrativesummaryforallCounty departmentsandsubͲprogramareas. ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϳϴ ŝƌĐƵŝƚŽƵƌƚůĞƌŬ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘͘ ϳϵ ŽŵŵŝƐƐŝŽŶĞƌŽĨƚŚĞZĞǀĞŶƵĞ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϴϬ ŽŵŵŽŶǁĞĂůƚŚ͛ƐƚƚŽƌŶĞǇ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϴϭ (SubͲprogramArea:VictimWitnessAssistanceProgram,DomesticViolenceProsecutorGrant) ŽŵŵƵŶŝĐĂƚŝŽŶƐĂŶĚDĞĚŝĂ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϴϮ ŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϴϯ (SubͲprogramArea:DomesticViolenceGrant(VͲStop)) ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϴϰ ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶͬŽĂƌĚKĨĨŝĐĞ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϴϱ (SubͲprogramAreas:BoardofSupervisors,ClerktotheBoard,CommitteeontheFuture, CountyAdministrator,IntergovernmentalRelations,JamesRiverAdvisoryCouncil,and AdministrationforCommunityDevelopment,GeneralGovernment,HumanServices,and ManagementServices) ŽƵŶƚǇƚƚŽƌŶĞǇ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϴϲ ŽƵƌƚƐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϴϳ (SubͲprogramAreas:Adult/JuvenileDrugCourt,CircuitCourtJudges,GeneralDistrictCourt, andJuvenileandDomesticRelationsCourt) ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϴϴ ŶǀŝƌŽŶŵĞŶƚĂůŶŐŝŶĞĞƌŝŶŐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϴϵ &ŝŶĂŶĐĞ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϵϭ (SubͲprogramAreas:Accounting,BudgetandManagement,CommunityDevelopmentBlock Grant,LicenseInspections,Purchasing,andRealEstateAssessments) &ŝƌĞĂŶĚD^͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘͘ ϵϮ (SubͲprogramArea:RevenueRecovery)

ChesterfieldCounty,VA FY2018Budget 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘͘ ϵϰ (SubͲprogramAreas:Administration,BuildingsandGrounds,CapitalProjectManagement, DocumentServices,WARR,Airport,FleetManagement,andRadioShop) ,ĞĂůƚŚ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘͘ ϵϲ ,ƵŵĂŶZĞƐŽƵƌĐĞƐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϵϳ (SubͲprogramArea:EmployeeMedicalCenter) /ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵƐdĞĐŚŶŽůŽŐǇ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϵϴ /ŶƚĞƌŶĂůƵĚŝƚ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϵϵ :ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘͘ ϭϬϬ (SubͲprogramArea:JuvenileDetentionGrant–USDA) >ŝďƌĂƌǇ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϭϬϭ (SubͲprogramArea:LawLibrary) DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘͘ ϭϬϮ (SubͲprogramAreas:FamiliesFirstGrant,PartC–InfantandToddlerConnectionsGrant, andSubstanceAbusePreventionGrant) EŽŶͲĚĞƉĂƌƚŵĞŶƚĂů͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϬϰ WĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϬϳ WůĂŶŶŝŶŐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϭϬϴ WŽůŝĐĞ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϬϵ (SubͲprogramArea:AnimalServices,EmergencyCommunicationsCenter,andMagistrate) ZĞŐŝƐƚƌĂƌ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϭϭϭ ZŝƐŬDĂŶĂŐĞŵĞŶƚ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϭϮ ^ĞŶŝŽƌĚǀŽĐĂƚĞ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϭϯ (SubͲprogramArea:AccessChesterfield) ^ŚĞƌŝĨĨ͛ƐKĨĨŝĐĞ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘ ϭϭϰ (SubͲprogramArea:RiversideRegionalJail) ^ŽĐŝĂů^ĞƌǀŝĐĞƐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϭϱ dƌĂŝŶŝŶŐͬ>ĞĂƌŶŝŶŐĂŶĚWĞƌĨŽƌŵĂŶĐĞĞŶƚĞƌ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϭϲ dƌĂŶƐƉŽƌƚĂƚŝŽŶ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͘͘ ϭϭϳ dƌĞĂƐƵƌĞƌ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϭϴ hƚŝůŝƚŝĞƐ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϭϵ zŽƵƚŚWůĂŶŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙ ϭϮϭ (SubͲprogramAreas:ChildAdvocacyCenter,ComprehensiveServicesAct(CSA),Juvenile Probation,andVirginiaJuvenileCommunityCrimeControlAct(VJCCCA)) SchoolsBudgetSummary ϭϮϯ ThissectionprovidesabreakdownoftheSchoolBoards’FY2018approvedbudget. AppropriationsResolution ϭϯϭ Appendices ϭϯϵ ƉƉĞŶĚŝǆʹƵƚŚŽƌŝǌĞĚWŽƐŝƚŝŽŶƐ ƉƉĞŶĚŝǆʹĂƉŝƚĂůKƵƚůĂǇ ƉƉĞŶĚŝǆʹ'ĞŶĞƌĂů&ƵŶĚZĞǀĞŶƵĞƐƚŝŵĂƚĞƐ ƉƉĞŶĚŝǆʹ'ĞŶĞƌĂů&ƵŶĚZĞǀĞŶƵĞWƌŽũĞĐƚŝŽŶƐ ƉƉĞŶĚŝǆʹŽŵŵƵŶŝƚǇŽŶƚƌĂĐƚƐ ƉƉĞŶĚŝǆ&ʹ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚhŶĨƵŶĚĞĚKƉĞƌĂƚŝŶŐZĞƋƵĞƐƚ^ƵŵŵĂƌǇ CapitalImprovementProgramSummary ϭϲϯ ThissectionprovidesanoverviewoftheproposedCIP. TechnicalAppendix ϭϲϱ Thissectionprovidesadditionaldetailedinformationonspecificdepartmentaltopics.

ChesterfieldCounty,VA Chesterfield County, Virginia ƌ͘:ŽƐĞƉŚW͘ĂƐĞǇ͕ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌ ϵϵϬϭ>ŽƌŝZŽĂĚʹW͘K͘ŽǆϰϬʹŚĞƐƚĞƌĨŝĞůĚ͕sϮϯϴϯϮ WŚŽŶĞ͗ϴϬϰͲϳϰϴͲϭϮϭϭʹ&Ăǆ͗ϴϬϰͲϳϭϳͲϲϮϵϳʹĐŚĞƐƚĞƌĨŝĞůĚ͘ŐŽǀ

BOARD OF SUPERVISORS DĂƌĐŚϭϱ͕ϮϬϭϳ DOROTHY JAECKLE Chairman ĞƌŵƵĚĂŝƐƚƌŝĐƚ LESLIE HALEY Vice Chairman DŝĚůŽƚŚŝĂŶŝƐƚƌŝĐƚ CHRISTOPHER WINSLOW ůŽǀĞƌ,ŝůůŝƐƚƌŝĐƚ JAMES M. “JIM” HOLLAND ĂůĞŝƐƚƌŝĐƚ STEPHEN A. ELSWICK DĂƚŽĂĐĂŝƐƚƌŝĐƚ

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ŝ ůŽŶŐƐƚĂŶĚŝŶŐŽƵŶƚǇǀĂůƵĞƐĂŶĚĂƌĞŶĞǁĞĚƐĞŶƐĞŽĨƚŚĞĐŽŵŵƵŶŝƚǇ͛ƐƉƌŝŽƌŝƚŝĞƐ͕ƚŚŝƐďƵĚŐĞƚŝƐďƵŝůƚĂƌŽƵŶĚĨŝǀĞ ĐŽƌĞŐŽĂůƐ͗

ϭ͘ ^ƚƌĞŶŐƚŚĞŶĐŽƌĞƐĞƌǀŝĐĞĂƌĞĂƐ͖ Ϯ͘ WƌŝŽƌŝƚŝǌĞŝŶǀĞƐƚŵĞŶƚŝŶĞǆŝƐƚŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚĐŽŵŵƵŶŝƚŝĞƐ͖ ϯ͘ &ŽĐƵƐŽŶƚƌĂŶƐƉŽƌƚĂƚŝŽŶŶĞĞĚƐ͖ ϰ͘ /ŵƉƌŽǀĞĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞ͖ĂŶĚ͕ĂƐĂůǁĂǇƐ͕ ϱ͘ ŽŶƚŝŶƵĞƚŽďĞĂƌĞƐƉŽŶƐŝďůĞĂŶĚƚƌĂŶƐƉĂƌĞŶƚĨŝƐĐĂůƐƚĞǁĂƌĚ͘

sŝƌƚƵĂůůǇĂůůŽĨƚŚĞŶĞǁĂǀĂŝůĂďůĞƌĞƐŽƵƌĐĞƐŝŶƚŚŝƐďƵĚŐĞƚĂƌĞĚĞĚŝĐĂƚĞĚƚŽƚŚŽƐĞƉƌŝŽƌŝƚŝĞƐ͕ĂŶĚƚŚĞďĂůĂŶĐĞŽĨƚŚŝƐ ůĞƚƚĞƌĚĞƐĐƌŝďĞƐƚŚĞŚŝŐŚůŝŐŚƚƐʹďŽƚŚĨŝŶĂŶĐŝĂůĂŶĚŽƚŚĞƌǁŝƐĞʹƵŶĚĞƌǁĂǇĂŶĚƉƌŽƉŽƐĞĚŝŶĞĂĐŚŽĨƚŚŽƐĞĨŝǀĞĂƌĞĂƐ͘

Strengthen core service areas

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŝƐǁŝĚĞůǇŬŶŽǁŶĂƐĂƐĂĨĞĐŽŵŵƵŶŝƚǇǁŝƚŚĂŶĞǆĐĞůůĞŶƚƐĐŚŽŽůƐǇƐƚĞŵ͘dŚĂƚƐĞŶƚŝŵĞŶƚǁĂƐ ƌĞŝƚĞƌĂƚĞĚŝŶƚŚĞƌĞĐĞŶƚĐŝƚŝǌĞŶƐƵƌǀĞǇƚŚĂƚĨŽƵŶĚϵϭƉĞƌĐĞŶƚŽĨƌĞƐƉŽŶĚĞŶƚƐďĞůŝĞǀĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŝƐĂŐŽŽĚ ƉůĂĐĞƚŽƌĂŝƐĞĂĨĂŵŝůǇ͘ǀĞŶƐŽ͕ƚŚĞƌĞĂƌĞĞůĞŵĞŶƚƐŝŶďŽƚŚƉƵďůŝĐƐĂĨĞƚǇĂŶĚƐĐŚŽŽůƐƚŚĂƚĐĂŶďĞƐƚƌĞŶŐƚŚĞŶĞĚ ĨƵƌƚŚĞƌŝŶŽƌĚĞƌƚŽƉƌĞƐĞƌǀĞƚŚĞĞǆĐĞůůĞŶƚƐĞƌǀŝĐĞƋƵĂůŝƚǇŝŶĞĂĐŚĂƌĞĂ͘ KŶƚŚĞƉƵďůŝĐƐĂĨĞƚǇĨƌŽŶƚ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƐƐŽŵĞĨĂŵŝůŝĂƌƚŽƉŝĐƐ͕ďƵƚůŽŽŬƐƚŽĂĚĚƌĞƐƐƚŚĞŵƵƐŝŶŐƐŽŵĞ ƵŶĐŽŶǀĞŶƚŝŽŶĂů ĂƉƉƌŽĂĐŚĞƐ͘ ^ƚĞŵŵŝŶŐ ĨƌŽŵ Ă ƐĞƌŝĞƐ ŽĨ ŚŝŐŚ ƉƌŽĨŝůĞ͕ ŶĂƚŝŽŶĂů ŝŶĐŝĚĞŶƚƐ͕ ƚŚĞ ůĂǁ ĞŶĨŽƌĐĞŵĞŶƚ ĐůŝŵĂƚĞ ŚĂƐ ďĞĐŽŵĞ ǀĞƌǇ ĐŚĂůůĞŶŐŝŶŐ͕ ƉĂƌƚŝĐƵůĂƌůǇ ǁŝƚŚ ƌĞŐĂƌĚ ƚŽ ƚŚĞ ƌĞĐƌƵŝƚŵĞŶƚ ĂŶĚ ƌĞƚĞŶƚŝŽŶ ŽĨ ĨƌŽŶƚͲůŝŶĞ ƉĞƌƐŽŶŶĞů͘/ŶŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕ďŽƚŚƚŚĞWŽůŝĐĞĞƉĂƌƚŵĞŶƚĂŶĚ^ŚĞƌŝĨĨ͛ƐKĨĨŝĐĞĂƌĞĞǆƉĞƌŝĞŶĐŝŶŐŝŶĐƌĞĂƐŝŶŐ ƚƵƌŶŽǀĞƌĂŶĚůŽǁĞƌŶƵŵďĞƌƐŽĨŶĞǁĂƉƉůŝĐĂŶƚƐ͘ĐĐŽƌĚŝŶŐůǇ͕ƚŚŝƐďƵĚŐĞƚŝŶĐůƵĚĞƐƌĞƐŽƵƌĐĞƐƚŽĂĚĚƌĞƐƐƐƚĂĨĨŝŶŐ ĐŚĂůůĞŶŐĞƐŝŶďŽƚŚĂƌĞĂƐ͕ƚŚŽƵŐŚŶĞŝƚŚĞƌƐƚƌĂƚĞŐǇŝŶǀŽůǀĞƐŶĞǁƉŽƐŝƚŝŽŶƐ͘ ZĞĐŽŐŶŝǌŝŶŐ ƚŚĂƚ ĂĚĚŝŶŐ ƉŽƐŝƚŝŽŶƐ ǁŝƚŚŽƵƚĂĚĚƌĞƐƐŝŶŐƚŚĞƵŶĚĞƌůǇŝŶŐĐŚĂůůĞŶŐĞƐǁŽƵůĚŽŶůǇůĞĂĚƚŽŵŽƌĞǀĂĐĂŶĐŝĞƐ͕ƚŚŝƐďƵĚŐĞƚŽƉƚƐƚŽŝŶĐƌĞĂƐĞ ƐƚĂƌƚŝŶŐƉĂǇĨŽƌŽĨĨŝĐĞƌƐĂŶĚĚĞƉƵƚŝĞƐĂůŽŶŐǁŝƚŚĞŶŚĂŶĐĞŵĞŶƚƐƚŽďŽƚŚĂŐĞŶĐŝĞƐ͛ĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵƐ ĂŝŵĞĚĂƚƌĞƚĂŝŶŝŶŐĞǆŝƐƚŝŶŐƉĞƌƐŽŶŶĞů͘ DŽƌĞŽǀĞƌ͕ƚŚĞƌĞĂƌĞƌĞƐŽƵƌĐĞƐŝŶƚŚŝƐďƵĚŐĞƚƚŚĂƚǁŝůůĂůůŽǁƚŚĞWŽůŝĐĞĞƉĂƌƚŵĞŶƚƚŽĞŵƉůŽǇƉĂƌƚͲƚŝŵĞƐƚĂĨĨĂƚ ǀĂƌŝŽƵƐĚƵƚǇƉŽƐƚƐĐƵƌƌĞŶƚůǇŵĂŶŶĞĚďǇĨƵůůͲƚŝŵĞ͕ƐǁŽƌŶŽĨĨŝĐĞƌƐǁŚŽǁŽƵůĚďĞŝŵŵĞĚŝĂƚĞůǇĨƌĞĞĚƵƉƚŽĨŝůůĨƌŽŶƚͲ ůŝŶĞ ƌŽůĞƐ͘ WŽůŝĐĞ ŚĂƐ ĂůƐŽ ŝŶƐƚŝƚƵƚĞĚ Ă ƉƌĞͲĐĞƌƚŝĨŝĐĂƚŝŽŶ ĂĐĂĚĞŵǇƚŚĂƚĞŶĂďůĞƐĐĂŶĚŝĚĂƚĞƐǁŝƚŚƉƌŝŽƌůĂǁ ĞŶĨŽƌĐĞŵĞŶƚĞǆƉĞƌŝĞŶĐĞƚŽĐŽŵƉůĞƚĞĂŶĂďƌŝĚŐĞĚƚƌĂŝŶŝŶŐƌĞŐŝŵĞŶĂŶĚĂƐƐƵŵĞĚƵƚŝĞƐŵŽƌĞƋƵŝĐŬůǇ͘ ĞǇŽŶĚƐƚĂĨĨŝŶŐ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚĨƵŶĚƐĂŚĂŶĚĨƵůŽĨůĂǁĞŶĨŽƌĐĞŵĞŶƚŝŶŝƚŝĂƚŝǀĞƐĂŝŵĞĚĂƚŵŽĚĞƌŶŝǌŝŶŐƉƵďůŝĐ ƐĂĨĞƚǇƐĞƌǀŝĐĞĚĞůŝǀĞƌǇŝŶƚŚĞŽƵŶƚǇ͘dŚŝƐďƵĚŐĞƚŝŶĐůƵĚĞƐƌĞƐŽƵƌĐĞƐƚŽĞƐƚĂďůŝƐŚĂďŽĚǇͲǁŽƌŶĐĂŵĞƌĂƉƌŽŐƌĂŵŝŶ WŽůŝĐĞƚŚĂƚǁŝůůŝŵƉƌŽǀĞŽĨĨŝĐĞƌƐĂĨĞƚǇĂŶĚŚĞůƉďŽůƐƚĞƌĐŽŵŵƵŶŝƚǇƚƌƵƐƚ͕ǁŚŝůĞƚŚĞ^ŚĞƌŝĨĨ͛ƐKĨĨŝĐĞǁŝůůƌĞĐĞŝǀĞ ĨƵŶĚŝŶŐƚŽĂĐŚŝĞǀĞϮϰͲŚŽƵƌŶƵƌƐŝŶŐĐŽǀĞƌĂŐĞŝŶƚŚĞũĂŝůĂŶĚƌĞƐŽƵƌĐĞƐƚŽĐŽŶƚŝŶƵĞƚŚĞŵƵĐŚŚĞƌĂůĚĞĚ,ĞƌŽŝŶ ĚĚŝĐƚŝŽŶZĞĐŽǀĞƌǇWƌŽŐƌĂŵ;,ZWͿ͘ ^ǁŝƚĐŚŝŶŐ ŐĞĂƌƐ ƚŽ ƐĐŚŽŽůƐ͕ ƚŚĞ &zϮϬϭϴ ďƵĚŐĞƚ ŵĂƌŬƐ ƚŚĞ ĨŝƌƐƚ ƚŝŵĞ ŝŶ ŵĂŶǇ ǇĞĂƌƐ ƚŚĂƚ ƚŚĞ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ͛Ɛ WƌŽƉŽƐĞĚƵĚŐĞƚ͕ǁŚŝĐŚǁĂƐĂƉƉƌŽǀĞĚďǇƚŚĞ^ĐŚŽŽůŽĂƌĚ͕ƌĞĨůĞĐƚƐƚŚĞĂŐƌĞĞĚͲƵƉŽŶůŽĐĂůĨƵŶĚŝŶŐƚĂƌŐĞƚƐĞƚĂƚ ƚŚĞďĞŐŝŶŶŝŶŐŽĨƚŚĞďƵĚŐĞƚƉƌŽĐĞƐƐ͘/ǁĂŶƚƚŽƚŚĂŶŬƌ͘>ĂŶĞĂŶĚŚŝƐďƵĚŐĞƚƐƚĂĨĨĨŽƌǁŽƌŬŝŶŐƐŽǁĞůůǁŝƚŚƚŚĞ ŽƵŶƚǇ͛ƐďƵĚŐĞƚƐƚĂĨĨĂŶĚŵǇƐĞůĨƚŽĂůŝŐŶŽƵƌďƵĚŐĞƚƐƚƌĂƚĞŐŝĞƐ͘dŚĞ&zϮϬϭϴďƵĚŐĞƚŵĂŬĞƐĂƐŝŐŶŝĨŝĐĂŶƚŝŶǀĞƐƚŵĞŶƚ ŝŶĞĚƵĐĂƚŝŽŶ;ĂƉƉƌŽǆŝŵĂƚĞůǇĂΨϭϬ͘ϯŵŝůůŝŽŶŝŶĐƌĞĂƐĞŝŶƚŚĞůŽĐĂůƚƌĂŶƐĨĞƌͿ͕ďƵƚƚĂƌŐĞƚƐƚŚŽƐĞĚŽůůĂƌƐŝŶĂƌĞĂƐƚŚĂƚ

ŝŝ ŐĞŶĞƌĂůůǇĂůŝŐŶǁŝƚŚƚŚĞƌĞƐƵůƚƐŽĨƚŚĞůƵĞƉƌŝŶƚĚŝƐĐƵƐƐŝŽŶ͘dŚĞŵĂũŽƌŝƚǇŽĨƚŚĞŶĞǁĚŽůůĂƌƐŝŶƚŚĞ&zϮϬϭϴƐĐŚŽŽů ŽƉĞƌĂƚŝŶŐďƵĚŐĞƚŝƐĨŽĐƵƐĞĚŽŶƐƵƉƉŽƌƚŝŶŐƚĞĂĐŚĞƌƐĂŶĚĞŶŚĂŶĐŝŶŐĂĐĂĚĞŵŝĐƐƵƉƉŽƌƚƚŚƌŽƵŐŚŝƚĞŵƐƐƵĐŚĂƐ͗Ă ƚǁŽ ƉĞƌĐĞŶƚ ƉĂǇ ŝŶĐƌĞĂƐĞ ĨŽƌ ƐĐŚŽŽů ĞŵƉůŽǇĞĞƐ͕ ƚŚĞ ƐĞĐŽŶĚ ƉŚĂƐĞ ŽĨ Ă ƉůĂŶ ƚŽ ƉůĂĐĞ Ă ƐƉĞĐŝĂů ĞĚƵĐĂƚŝŽŶ ĐŽŽƌĚŝŶĂƚŽƌĂƚĞǀĞƌǇĞůĞŵĞŶƚĂƌǇƐĐŚŽŽů͕ĂŶĚƚŚĞĨŽƵƌƚŚŝŶƐƚĂůůŵĞŶƚŽĨĂŶŽŶŐŽŝŶŐĞĨĨŽƌƚƚŽƌĞĚƵĐĞĐůĂƐƐƐŝǌĞƐ ƚŚƌŽƵŐŚŽƵƚƚŚĞƐǇƐƚĞŵ͘ dŚĞ&zϮϬϭϴďƵĚŐĞƚĂůƐŽŝŶƚƌŽĚƵĐĞƐƐŽŵĞŶĞǁŝŶŝƚŝĂƚŝǀĞƐƚŚĂƚǁŝůůŚĂǀĞĂƌĞĐƵƌƌŝŶŐƉƌĞƐĞŶĐĞŝŶĨƵƚƵƌĞďƵĚŐĞƚƐ͕ ŚĞĂĚůŝŶĞĚďǇĂŵƵůƚŝͲǇĞĂƌĞĨĨŽƌƚƚŽƌĞƐƚŽƌĞƚŚĞĨŝŶĂŶĐŝĂůǀŝĂďŝůŝƚǇŽĨƚŚĞƐĐŚŽŽůƐǇƐƚĞŵ͛ƐƐƵƉƉůĞŵĞŶƚĂůƌĞƚŝƌĞŵĞŶƚ ƉƌŽŐƌĂŵ ;^ZWͿ͘ /Ŷ ƌĞĐĞŶƚ ŵŽŶƚŚƐ͕ ƚŚĞ ^ZW ĂĐƚƵĂƌŝĂů ůŝĂďŝůŝƚǇ ĂŶĚ ĨƵŶĚĞĚ ƌĂƚŝŽ ǁĞƌĞ ĂĐƚƵĂƌŝĂůůǇ ƌĞͲĐĂůĐƵůĂƚĞĚ͕ ƌĞƐƵůƚŝŶŐŝŶƉƌƵĚĞŶƚĨŝƐĐĂůƌĞǀŝĞǁƐƚŽĂĐŚŝĞǀĞĂŐŽĂůŽĨĂůŽǁĞƌůŝĂďŝůŝƚǇĂŶĚŝŶĐƌĞĂƐĞĚĨƵŶĚĞĚƌĂƚŝŽ͘dŚŽƐĞƌĞǀŝĞǁƐ ĂƌĞŽŶŐŽŝŶŐĂŶĚĂŶǇƌĞǀŝƐŝŽŶƐƚŽƚŚĞ^ZWƌĞƋƵŝƌĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂƉƉƌŽǀĂů͘/ƚŝƐĂŶƚŝĐŝƉĂƚĞĚƚŚĂƚ͕ŝŶ ĐŽŶũƵŶĐƚŝŽŶǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞďƵĚŐĞƚ͕ƚŚĂƚĂƌĞǀŝƐĞĚ^ZWǁŝůůĂůƐŽďĞĂƉƉƌŽǀĞĚƚŽĂĐŚŝĞǀĞƐƵĐŚŐŽĂůƐ͘ŶǇ ĂĚŽƉƚĞĚ^ZWĚĞƐŝŐŶǁŝůůďĞǁŝƚŚŝŶƚŚĞ&zϮϬϭϴƐĐŚŽŽůďƵĚŐĞƚĂůůŽĐĂƚĞĚĨƵŶĚƐĨŽƌƐƵĐŚ^ZW͘

Ɛƌ͘>ĂŶĞĂŶĚƚŚĞ^ĐŚŽŽůŽĂƌĚĐŽŶƚŝŶƵĞƚŽĨŽƐƚĞƌŝĚĞĂƐŝŶŚŽǁďĞƐƚƚŽĞĚƵĐĂƚĞĂůůŽĨƚŚĞƐƚƵĚĞŶƚƐƚŚĞǇƐĞƌǀĞ ĂŶĚ ĞŶŐĂŐĞ ƚŚĞ ĐŽŵŵƵŶŝƚǇ ŽŶ ƐƵĐŚ ƚŽƉŝĐƐ͕ ƚŚĞ ƌŽůĞƐ ŽĨ ƚŚĞ ƚǁŽ ũŽŝŶƚ ŽĂƌĚ ŽĨ ^ƵƉĞƌǀŝƐŽƌ ĂŶĚ ^ĐŚŽŽů ŽĂƌĚ ĐŽŵŵŝƚƚĞĞƐ;^ĐŚŽŽůͲŽƵŶƚǇ>ŝĂŝƐŽŶŽŵŵŝƚƚĞĞĂŶĚƵĚŝƚĂŶĚ&ŝŶĂŶĐĞŽŵŵŝƚƚĞĞͿǁŝůůƐĞƌǀĞĂƐĂŶŝŵƉŽƌƚĂŶƚĂŶĚ ƚƌĂŶƐƉĂƌĞŶƚǁĂǇƚŽĨƵƌƚŚĞƌǀĞƚƚŚŽƐĞŝĚĞĂƐ͕ĞƐƉĞĐŝĂůůǇǁŚĞŶĂĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐŽƌƌĞůĂƚĞĚŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌ ĂƉƉƌŽǀĂůƐĂƌĞŶĞĞĚĞĚ͘

Prioritize investment in existing infrastructure and communities

ĞŐŝŶŶŝŶŐ͕ ŝŶ ůĂƌŐĞ ŵĞĂƐƵƌĞ͕ ǁŝƚŚ ƚŚĞ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ƉĂƐƐĂŐĞ ŽĨ ƚŚĞ ϮϬϭϯ ďŽŶĚ ƌĞĨĞƌĞŶĚƵŵ͕ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ ŚĂƐ ďĞĞŶ ƐŚĂƌƉĞŶŝŶŐ ŝƚƐ ĨŽĐƵƐ ŽŶ ƚŚĞ ĐĂƌĞ ĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞŽĨŝƚƐĞǆŝƐƚŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚƚŚĞ ĐŽŵŵƵŶŝƚŝĞƐƚŚĂƚƚŚŽƐĞĨĂĐŝůŝƚŝĞƐƐƵƉƉŽƌƚ͘dŚĞŽƵŶƚǇĞǆƉĞƌŝĞŶĐĞĚƌŽďƵƐƚƉŽƉƵůĂƚŝŽŶŐƌŽǁƚŚŝŶƚŚĞϭϵϳϬƐĂŶĚ ϭϵϴϬƐ͕ ĂŶĚ ŶŽǁ͕ ŵƵĐŚ ŽĨ ƚŚĂƚ ƉƌŝǀĂƚĞ͕ ĂŶĚ ĂĐĐŽŵƉĂŶǇŝŶŐ ƉƵďůŝĐ͕ ŝŶǀĞƐƚŵĞŶƚ ŶĞĞĚƐ ĂƚƚĞŶƚŝŽŶ͘ dŚĂƚ ĞĨĨŽƌƚ ŝƐ ďƌŽĂĚůǇƌĞĨĞƌƌĞĚƚŽĂƐƌĞǀŝƚĂůŝǌĂƚŝŽŶ͕ďƵƚŝƚĐĂŶŝŶĐůƵĚĞǀĂƌŝŽƵƐĚĞĨŝŶŝƚŝŽŶƐƌĞŐĂƌĚŝŶŐƐĐŽƉĞĂŶĚƐƚƌĂƚĞŐŝĞƐ͘ǀĞŶƐŽ͕ ƚŚĞ&zϮϬϭϴďƵĚŐĞƚƌĞĐŽŐŶŝǌĞƐƚŚĂƚƐŚŽƌŝŶŐƵƉĐŽŵŵƵŶŝƚŝĞƐƚŚĂƚĂƌĞďĞŐŝŶŶŝŶŐƚŽƐŚŽǁƚŚĞŝƌĂŐĞĂŶĚǁŽƌŬŝŶŐƚŽ ƉƌĞƐĞƌǀĞŽƚŚĞƌŵŽƌĞǁĞůůĞƐƚĂďůŝƐŚĞĚĂƌĞĂƐŝƐǀŝƚĂůƚŽŵĂŝŶƚĂŝŶŝŶŐĂŚŝŐŚƋƵĂůŝƚǇŽĨůŝĨĞĂĐƌŽƐƐƚŚĞŽƵŶƚǇ͕ďƵƚ ƌĞǀŝƚĂůŝǌĂƚŝŽŶŝƐĂďŝŐũŽďĂŶĚƚŚĞƌĞŝƐŶŽƐŝůǀĞƌďƵůůĞƚ͘ƐƐƵĐŚ͕ƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶŝƐǁŽƌŬŝŶŐƚŽǁĞĂǀĞƌĞǀŝƚĂůŝǌĂƚŝŽŶ ŝŶƚŽĞǀĞƌǇƚŚŝŶŐŝƚĚŽĞƐĂŶĚƚŚĂƚƐƉŝƌŝƚŝƐĐůĞĂƌĂŶĚƉƌĞƐĞŶƚƚŚƌŽƵŐŚŽƵƚƚŚŝƐďƵĚŐĞƚ͘ZĞǀŝƚĂůŝǌĂƚŝŽŶŝŶŝƚŝĂƚŝǀĞƐĂƌĞ ĞŵďĞĚĚĞĚĂĐƌŽƐƐƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͕ƌĂŶŐŝŶŐĨƌŽŵŵŽƌĞƚƌĂĚŝƚŝŽŶĂůĞůĞŵĞŶƚƐƐƵĐŚĂƐĐŽŶƚŝŶƵĞĚƐƵƉƉŽƌƚĨŽƌƚŚĞ ϮϬϭϯƐĐŚŽŽůƌĞŶŽǀĂƚŝŽŶͬƌĞƉůĂĐĞŵĞŶƚƉƌŽũĞĐƚƐĂŶĚĂƐƚƌŽŶŐŝŶĐƌĞĂƐĞŝŶ/WŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞĨƵŶĚŝŶŐƚŽŶĞǁĞƌ ĐŽŶĐĞƉƚƐůŝŬĞƚŚĞŽƉĞŶŝŶŐŽĨƚŚĞ&ĂůůŝŶŐƌĞĞŬƉŽůŝĐĞƐƵďƐƚĂƚŝŽŶŽŶ:ĞĨĨĞƌƐŽŶĂǀŝƐ,ŝŐŚǁĂǇ͘ DŽƌĞŽǀĞƌ͕ƚŚŝƐďƵĚŐĞƚŝŶĐůƵĚĞƐƚŚĞĂĚĚŝƚŝŽŶŽĨĚĞĚŝĐĂƚĞĚƌĞǀŝƚĂůŝǌĂƚŝŽŶĨƵŶĚƐŝŶƚŚĞ/WƚŚĂƚǁŝůůĂůůŽǁƚŚĞŽƵŶƚǇ ƚŽŝŵƉůĞŵĞŶƚĐŽŵƉĂŶŝŽŶŝŵƉƌŽǀĞŵĞŶƚƐĂƚǀĂƌŝŽƵƐƐĐŚŽŽůƌĞĨĞƌĞŶĚƵŵƐŝƚĞƐ͕ďĞŐŝŶŶŝŶŐǁŝƚŚĂĐŽŵŵƵŶŝƚǇĨĂĐŝůŝƚǇ ĂƚƚŚĞĨŽƌŵĞƌĞƵůĂŚůĞŵĞŶƚĂƌǇ^ĐŚŽŽůůŽĐĂƚŝŽŶ͘dŚĞĚŝǀĞƌƐĞƐƚƌĂƚĞŐǇĂůƐŽŵŝǆĞƐŝŶŝŶĐĞŶƚŝǀĞƐĨŽƌƉƌŝǀĂƚĞƉƌŽƉĞƌƚǇ ŽǁŶĞƌƐǁŝƚŚĂŶŽǀĞƌŚĂƵůŽĨƚŚĞŽƵŶƚǇ͛ƐƌĞŚĂďŝůŝƚĂƚŝŽŶƚĂǆĞǆĞŵƉƚŝŽŶƉƌŽŐƌĂŵĂŶĚĂďƵƐŝŶĞƐƐĨĂĕĂĚĞƌĞŶĞǁĂů ƉƌŽŐƌĂŵĨŽƌďƵƐŝŶĞƐƐĞƐŝŶĞĐŽŶŽŵŝĐĂůůǇĐŚĂůůĞŶŐĞĚĂƌĞĂƐ͕ǁŚŝĐŚŝƐĨƵŶĚĞĚƚŚƌŽƵŐŚƚŚĞŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ ůŽĐŬ'ƌĂŶƚ;'ͿƉƌŽŐƌĂŵ͘&ŝŶĂůůǇ͕ƚŚĞƌĞĂƌĞƌĞƐŽƵƌĐĞƐŝŶƚŚĞďƵĚŐĞƚƚŽŐƌĞĂƚůǇŝŵƉƌŽǀĞƚŚĞƌŽƵƚŝŶĞŐƌŽƵŶĚƐ ŵĂŝŶƚĞŶĂŶĐĞĂƚƐĐŚŽŽůƐŝƚĞƐ͕ƉĂƌŬƐ͕ůŝďƌĂƌŝĞƐ͕ĂŶĚĞǀĞŶŽƵŶƚǇŵĂŝŶƚĂŝŶĞĚƐƚŽƌŵǁĂƚĞƌĚƌĂŝŶĂŐĞďĂƐŝŶƐ͘ DĂŝŶƚĂŝŶŝŶŐ ĞǆŝƐƚŝŶŐ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ŝƐ ĂůƐŽ ƚŚĞ ŵĂŝŶ ƚŚĞŵĞ ƌƵŶŶŝŶŐ ƚŚƌŽƵŐŚ ƚŚĞ ƵƚŝůŝƚǇ ĚŝǀŝƐŝŽŶ͛Ɛ ďƵĚŐĞƚ͘ dŚĞ ƵŶŝŶƚĞƌƌƵƉƚĞĚĚĞůŝǀĞƌǇŽĨĐůĞĂŶĚƌŝŶŬŝŶŐǁĂƚĞƌƚŽŽƵŶƚǇƌĞƐŝĚĞŶƚƐƌĞƋƵŝƌĞƐŝŶƚĞŶƐŝǀĞ͕ƉƌŽĂĐƚŝǀĞĐĂƉŝƚĂůŝŶǀĞƐƚŵĞŶƚ

ŝŝŝ ĂŶĚůŽŶŐͲƌĂŶŐĞƉůĂŶŶŝŶŐ͘hƚŝůŝƚŝĞƐ͛&zϮϬϭϴďƵĚŐĞƚŵĂŬĞƐĐŽŶƚŝŶƵĞĚƐƚƌŝĚĞƐŽŶƚŚĂƚĨƌŽŶƚǁŝƚŚΨϭϬŵŝůůŝŽŶŽĨǁĂƚĞƌ ůŝŶĞƌĞŚĂďŝůŝƚĂƚŝŽŶƉƌŽũĞĐƚƐĂŶĚŵĂũŽƌƌĞƉĂŝƌƐĂƚǀĂƌŝŽƵƐǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚĨĂĐŝůŝƚŝĞƐ͘/ŶƐƵƉƉŽƌƚŽĨƚŚŽƐĞĂŶĚ ĨƵƚƵƌĞŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞĞĨĨŽƌƚƐ͕ƚŚĞĂǀĞƌĂŐĞďŝŵŽŶƚŚůǇǁĂƚĞƌďŝůůŝƐƉƌŽũĞĐƚĞĚƚŽŝŶĐƌĞĂƐĞďǇϰ͘ϵƉĞƌĐĞŶƚŽǀĞƌ &zϮϬϭϳ͕ƚŚŽƵŐŚƚŚĞĚŝǀŝƐŝŽŶ͛ƐƌĂƚĞƐƐƚŝůůƌĞŵĂŝŶĂŵŽŶŐƚŚĞůŽǁĞƐƚŝŶƚŚĞƌĞŐŝŽŶ͘ WĞƌŚĂƉƐƚŚĞŵŽƐƚŶŽƚĞǁŽƌƚŚǇƌĞǀŝƚĂůŝǌĂƚŝŽŶŝŶŝƚŝĂƚŝǀĞĨŽƌ&zϮϬϭϴŝƐƚŚĞƉƌŽƉŽƐĞĚƉŽŽůŝŶŐŽĨƌĞƐŽƵƌĐĞƐĂŵŽŶŐƐƚ ĨŽƵƌĚŝĨĨĞƌĞŶƚŽƵŶƚǇĚĞƉĂƌƚŵĞŶƚƐŝŶƚŽŽŶĞĐŽŚĞƐŝǀĞŶĞǁĚĞƉĂƌƚŵĞŶƚ ƚŚĂƚ ǁŝůů ďĞ ĨŽĐƵƐĞĚ ŽŶ ƚŚĞ ĐĂƌĞ ĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞ ŽĨ ŚĞƐƚĞƌĨŝĞůĚ͛Ɛ ĂŐŝŶŐ ĐŽŵŵƵŶŝƚŝĞƐ͘ dŽƚĂů ƐƚĂĨĨŝŶŐ ƌĞƐŽƵƌĐĞƐ ĂŶĚ ŽƉĞƌĂƚŝŶŐ ĐŽƐƚƐ ĨŽƌ ƚŚŝƐ ŶĞǁ ĚĞƉĂƌƚŵĞŶƚ ĂƌĞ ĂůƌĞĂĚǇ ĞŵďĞĚĚĞĚ ŝŶ ĞǆŝƐƚŝŶŐ ďƵĚŐĞƚƐ͘ &ƵƌƚŚĞƌ ĚĞƚĂŝůƐŽĨƚŚŝƐŶĞǁĨŽĐƵƐĞĚƚĞĂŵ͕ŐŽĂůƐ͕ĂŶĚ ŽƌŐĂŶŝǌĂƚŝŽŶĂůƐƚƌƵĐƚƵƌĞǁŝůůďĞƉƌŽǀŝĚĞĚŝŶĚĞƚĂŝůŽŶDĂƌĐŚϮϵƚŚƚŽƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͕ĂŶĚǁŝůůďĞĚĞůŝŶĞĂƚĞĚ ĂƐƐƵĐŚŝŶƚŚĞĂĚŽƉƚĞĚďƵĚŐĞƚĚŽĐƵŵĞŶƚ͘ Focus on transportation needs

WƵďůŝĐƐĂĨĞƚǇĂŶĚĞĚƵĐĂƚŝŽŶŚĂǀĞůŽŶŐďĞĞŶƚŚĞƚǁŝŶƉŝůůĂƌƐŽĨƚŚĞŽƵŶƚǇ͛ƐƐĞƌǀŝĐĞƉŽƌƚĨŽůŝŽ͕ďƵƚƚƌĂŶƐƉŽƌƚĂƚŝŽŶŝƐ ƋƵŝĐŬůǇĞŵĞƌŐŝŶŐĂƐĂƉĞĞƌĂƌĞĂŽĨĨŽĐƵƐ͘dŚĂƚƐĞŶƚŝŵĞŶƚǁĂƐĐůĞĂƌůǇ ǀŽŝĐĞĚ ĚƵƌŝŶŐ ƐƵŵŵĞƌ ĐŽŵŵƵŶŝƚǇ ĞŶŐĂŐĞŵĞŶƚǁŽƌŬƐŚŽƉƐǁŚĞƌĞƌĞƐŝĚĞŶƚƐƌĂƚĞĚŝƚĂŵŽŶŐƚŚĞƚŽƉƚŚƌĞĞĂƌĞĂƐƚŽĨŽĐƵƐŽŶŵŽǀŝŶŐĨŽƌǁĂƌĚ͘tŚĂƚ ĂůƐŽďĞĐĂŵĞĐůĞĂƌĚƵƌŝŶŐƚŚŽƐĞĂŶĚŽƚŚĞƌƐŝŵŝůĂƌĐŽŵŵƵŶŝƚǇĐŽŶǀĞƌƐĂƚŝŽŶƐŝƐƚŚĞĨĂĐƚƚŚĂƚ͚ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͛ŵĞĂŶƐ ĨĂƌŵŽƌĞƚŽƌĞƐŝĚĞŶƚƐƚŚĂŶƐŝŵƉůǇďƵŝůĚŝŶŐĂŶĚŵĂŝŶƚĂŝŶŝŶŐƌŽĂĚƐ͘dŚĂƚŶĞƚǁŽƌŬƌĞŵĂŝŶƐƚŚĞŵŽƐƚĚŝƐĐƵƐƐĞĚŝƚĞŵ͕ ďƵƚŝƐŝŶĐƌĞĂƐŝŶŐůǇƉĂŝƌĞĚǁŝƚŚŵŽƌĞƉĞĚĞƐƚƌŝĂŶĂŶĚďŝŬĞĨƌŝĞŶĚůǇĨĂĐŝůŝƚŝĞƐƐƵĐŚĂƐƐŝĚĞǁĂůŬƐĂŶĚƚƌĂŝůƐ͘

/ŶƌĞƐƉŽŶƐĞ͕ƚŚĞŽƵŶƚǇŚĂƐƚĂŬĞŶƐĞǀĞƌĂůŝŵƉŽƌƚĂŶƚƐƚĞƉƐŝŶƌĞĐĞŶƚǇĞĂƌƐƚŽďŽůƐƚĞƌůŽĐĂůƚƌĂŶƐƉŽƌƚĂƚŝŽŶĨƵŶĚŝŶŐ ĂŶĚƌĞůĂƚĞĚŝŶŝƚŝĂƚŝǀĞƐ͘/ŶϮϬϭϰ͕ƚŚĞŽƵŶƚǇƌĞǀŝƐĞĚƚŚĞǀĞŚŝĐůĞƌĞŐŝƐƚƌĂƚŝŽŶĨĞĞƐƚƌƵĐƚƵƌĞƚŽĞƐƚĂďůŝƐŚĂĚĞĚŝĐĂƚĞĚ ƌĞǀĞŶƵĞ ƐŽƵƌĐĞ ĨŽƌ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͘ dŚŽƐĞ ĚŽůůĂƌƐ͕ ĂůŽŶŐ ǁŝƚŚ ŽƚŚĞƌ ůŽĐĂů ĨƵŶĚƐ ŚĂǀĞ ďĞĞŶ ƵƐĞĚ ƚŽ ĂĐĐĞƐƐ ĂƉƉƌŽǆŝŵĂƚĞůǇΨϭϬŵŝůůŝŽŶŝŶĂŶŶƵĂůŵĂƚĐŚŝŶŐĨƵŶĚƐƚŚƌŽƵŐŚƚŚĞŽŵŵŽŶǁĞĂůƚŚ͛ƐZĞǀĞŶƵĞ^ŚĂƌŝŶŐƉƌŽŐƌĂŵ;ĨŽƌ ĂŶĂǀĞƌĂŐĞ͕ĂŶŶƵĂůƚŽƚĂůŽĨΨϮϬŵŝůůŝŽŶͿ͘DŽƌĞƌĞĐĞŶƚůǇ͕ƚŚĞŽƵŶƚǇƌĞĨŽƌŵĞĚƚŚĞĐĂƐŚƉƌŽĨĨĞƌƉƌŽŐƌĂŵƚŽĨŽĐƵƐ ĞǆĐůƵƐŝǀĞůǇŽŶƚŚĞƚƌĂŶƐƉŽƌƚĂƚŝŽŶŝŵƉĂĐƚƐĨƌŽŵĚĞǀĞůŽƉŵĞŶƚ͘/ŶĂĚĚŝƚŝŽŶƚŽZĞǀĞŶƵĞ^ŚĂƌŝŶŐ͕ĨƵŶĚƐĨƌŽŵďŽƚŚŽĨ ƚŚŽƐĞƐŽƵƌĐĞƐĂůƐŽďĞƚƚĞƌƉŽƐŝƚŝŽŶƚŚĞŽƵŶƚǇƚŽƚĂŬĞĂĚǀĂŶƚĂŐĞŽĨŽƚŚĞƌƐƚĂƚĞƉƌŽŐƌĂŵƐůŝŬĞ^ŵĂƌƚ^ĐĂůĞʹƚŚƌŽƵŐŚ ǁŚŝĐŚŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŚĂƐŚĂĚƚĞŶƉƌŽũĞĐƚƐƌĞĐŽŵŵĞŶĚĞĚĨŽƌĨƵŶĚŝŶŐ͕ŝŶĐůƵĚŝŶŐƐĞǀĞƌĂůƐŝĚĞǁĂůŬƉƌŽũĞĐƚƐĂŶĚ ŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞŝŶƚĞƌĐŚĂŶŐĞĂƚZŽƵƚĞϮϴϴĂŶĚ,Ƶůů^ƚƌĞĞƚZŽĂĚ͘

dŚĞ&zϮϬϭϴďƵĚŐĞƚůŽŽŬƐƚŽďƵŝůĚŽŶƚŚĂƚƌĞĐĞŶƚŵŽŵĞŶƚƵŵďǇĨƵůůǇĨƵŶĚŝŶŐƚŚĞůŽĐĂůƉŽƌƚŝŽŶŽĨƚŚĞZĞǀĞŶƵĞ ^ŚĂƌŝŶŐƉƌŽŐƌĂŵŝŶĂůůĨŝǀĞǇĞĂƌƐŽĨƚŚĞ/W͖ŝŶĐƌĞĂƐŝŶŐŐĞŶĞƌĂůƌŽĂĚŝŵƉƌŽǀĞŵĞŶƚĨƵŶĚŝŶŐ;ĨƌŽŵΨϭϬϬ͕ϬϬϬŝŶ &zϮϬϭϳƚŽΨϮϮϬ͕ϬϬϬŝŶ&zϮϬϭϴͿ͖ŝŶĐůƵĚŝŶŐĂƉƉƌŽǆŝŵĂƚĞůǇΨϯϬϬ͕ϬϬϬĨŽƌƚƌĂŝůĚĞǀĞůŽƉŵĞŶƚĂŶĚŵĂŝŶƚĞŶĂŶĐĞ͖ĂĚĚŝŶŐ ƉĞƌƐŽŶŶĞů ƌĞƐŽƵƌĐĞƐ ƚŽ ĂŝĚ ǁŝƚŚ ǌŽŶŝŶŐ ĐĂƐĞ ƌĞǀŝĞǁƐ ƌĞůĂƚĞĚ ƚŽ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͖ ĂŶĚ ŝŶǀĞƐƚŝŶŐ ĨƵƌƚŚĞƌ ŝŶ ƚŚĞ ŽƵŶƚǇ͛ƐƐƉĞĐŝĂůŝǌĞĚƚƌĂŶƐŝƚƐĞƌǀŝĐĞ͕ĐĐĞƐƐŚĞƐƚĞƌĨŝĞůĚ͘>ŝŬĞƌĞǀŝƚĂůŝǌĂƚŝŽŶ͕ƚƌĂŶƐƉŽƌƚĂƚŝŽŶŝƐĂůĂƌŐĞ͕ŵƵůƚŝĨĂĐĞƚĞĚ ƚŽƉŝĐĂŶĚŝƚǁŝůůŶŽƚďĞƐŽůǀĞĚŝŶĂŶǇŽŶĞďƵĚŐĞƚŽƌďǇĂŶǇŽŶĞƐƚƌĂƚĞŐǇ͕ƚŚŽƵŐŚĨƵŶĚĂŵĞŶƚĂůƚŽŽůƐʹůŝŬĞƚŚĞ ƌĞǀĂŵƉĞĚĐĂƐŚƉƌŽĨĨĞƌƉƌŽŐƌĂŵʹǁŝůůƉŽƐŝƚŝŽŶƚŚĞŽƵŶƚǇƚŽďĞŵŽƌĞĂŐŐƌĞƐƐŝǀĞŝŶƚŚŝƐĂƌĞĂŵŽǀŝŶŐĨŽƌǁĂƌĚ͘

Improve customer service

EŽŵĂƚƚĞƌƚŚĞƉƌĞǀĂŝůŝŶŐƚƌĞŶĚŽƌŝƐƐƵĞŽĨƚŚĞĚĂǇ͕ƉƌŽǀŝĚŝŶŐĞǆĐĞůůĞŶƚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞŵƵƐƚĂůǁĂǇƐƌĞŵĂŝŶĂŶ ŝŶƚĞŐƌĂůƉĂƌƚŽĨƚŚĞŽƵŶƚǇ͛ƐE͘/ŶŽƌĚĞƌƚŽŵĂŝŶƚĂŝŶƚŚĂƚƐƚĂŶĚĂƌĚ͕ƚŚŝƐďƵĚŐĞƚŝŶǀĞƐƚƐƌĞƐŽƵƌĐĞƐŝŶĂŶƵŵďĞƌ

ŝǀ ŽĨĂƌĞĂƐǁŚĞƌĞĂĐƚŝǀŝƚǇůĞǀĞůƐʹĨŽƌĂǀĂƌŝĞƚǇŽĨƌĞĂƐŽŶƐʹĂƌĞŵĂŬŝŶŐŝƚĐŚĂůůĞŶŐŝŶŐƚŽĚĞůŝǀĞƌƋƵĂůŝƚǇƐĞƌǀŝĐĞŝŶĂ ƚŝŵĞůǇŵĂŶŶĞƌ͘ƐƐƵĐŚ͕ƚŚŝƐďƵĚŐĞƚŝŶĐůƵĚĞƐƚǁŽĂĚĚŝƚŝŽŶĂůďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶƉŽƐŝƚŝŽŶƐŝŶƌĞƐƉŽŶƐĞƚŽƚŚĞƐŚĂƌƉ ŐƌŽǁƚŚŝŶƌĞƐŝĚĞŶƚŝĂůĐŽŶƐƚƌƵĐƚŝŽŶĂŶĚĨŝǀĞƉŽƐŝƚŝŽŶƐƚŚƌŽƵŐŚŽƵƚDĞŶƚĂů,ĞĂůƚŚ;ĨŽƵƌŝŶƚŚĞŶĞǁĨƵŶĚĂŶĚŽŶĞŝŶ ĂŐƌĂŶƚͿƚŚĂƚǁŝůůĂůůĞǀŝĂƚĞĂƐŝǌĞĂďůĞǁĂŝƚůŝƐƚĨŽƌĐĂƐĞŵĂŶĂŐĞŵĞŶƚƐĞƌǀŝĐĞƐĂŶĚŚĞůƉĞŶƐƵƌĞƐƉĞĞĐŚƉĂƚŚŽůŽŐǇĐĂƌĞ ŝƐƌĞĂĚŝůǇĂǀĂŝůĂďůĞ͘^ŝŵŝůĂƌůǇ͕^ŽĐŝĂů^ĞƌǀŝĐĞƐŝƐŵĂŶĂŐŝŶŐƐŽŵĞŽĨƚŚĞŚŝŐŚĞƐƚDĞĚŝĐĂŝĚĞůŝŐŝďŝůŝƚǇĐĂƐĞůŽĂĚƐ;ƉĞƌ ĞůŝŐŝďŝůŝƚǇ ǁŽƌŬĞƌͿ ŝŶ ƚŚĞ ƐƚĂƚĞ ʹ Ă ƐŝƚƵĂƚŝŽŶ ƚŚĂƚ ŝƐ ĚƵĞ ŝŶ ƉĂƌƚƚŽǀĞƌǇŚŝŐŚĞŵƉůŽǇĞĞƚƵƌŶŽǀĞƌƌĂƚĞƐŝŶƚŚĞ ĚĞƉĂƌƚŵĞŶƚ͘ ĐĐŽƌĚŝŶŐůǇ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚʹŝŶůŝŶĞǁŝƚŚƚŚĞĂƉƉƌŽĂĐŚďĞŝŶŐƵƐĞĚŝŶWŽůŝĐĞʹĞŶĚĞĂǀŽƌƐƚŽƌĞĚƵĐĞƚƵƌŶŽǀĞƌ ĂŵŽŶŐ ĞůŝŐŝďŝůŝƚǇ ǁŽƌŬĞƌƐ ǀŝĂ ŚŝŐŚĞƌ͕ ŵŽƌĞ ĐŽŵƉĞƚŝƚŝǀĞ ƐƚĂƌƚŝŶŐ ƐĂůĂƌŝĞƐ ĂŶĚ ƚŚĞ ŝŶƚƌŽĚƵĐƚŝŽŶ ŽĨ ĐĂƌĞĞƌ ĚĞǀĞůŽƉŵĞŶƚŽƉƉŽƌƚƵŶŝƚŝĞƐĨŽƌĞǆŝƐƚŝŶŐƐƚĂĨĨ͘'ŝǀĞŶƚŚĞǀŽůƵŵĞŽĨƚŚĞǁŽƌŬůŽĂĚ͕ŝƚŝƐǀĞƌǇƉŽƐƐŝďůĞƚŚĂƚƉŽƐŝƚŝŽŶƐ ǁŝůůƵůƚŝŵĂƚĞůǇďĞŶĞĞĚĞĚ͕ďƵƚƚŚĂƚƌĞƋƵĞƐƚŝƐďĞŝŶŐĚĞĨĞƌƌĞĚƵŶƚŝůǀĂĐĂŶĐŝĞƐŶŽƌŵĂůŝǌĞ͘ &ŝŶĂůůǇ͕ƚŚĞƌĞĂƌĞĂŚĂŶĚĨƵůŽĨĞĨĨŽƌƚƐŝŶƚŚŝƐďƵĚŐĞƚƚŚĂƚĞŵƉůŽǇƚĞĐŚŶŽůŽŐǇƚŽŵŽĚĞƌŶŝǌĞƚŚĞǁĂǇǁĞŝŶƚĞƌĂĐƚ ǁŝƚŚĐŝƚŝǌĞŶƐĂŶĚďƵƐŝŶĞƐƐĞƐ͘dŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƐĨƵŶĚŝŶŐƌĞůĂƚĞĚƚŽƚŚĞƌŽůůŽƵƚŽĨĂŶĞǁĂƉƉůŝĐĂƚŝŽŶ ƐǇƐƚĞŵŝŶŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚƚŚĂƚƐŚŽƵůĚŚĞůƉƐƚƌĞĂŵůŝŶĞĂŶĚĚŝŐŝƚŝǌĞƚŚĞƉĞƌŵŝƚƚŝŶŐĂŶĚƌĞǀŝĞǁƉƌŽĐĞƐƐĂƐ ǁĞůůĂƐƌĞƐŽƵƌĐĞƐƚŚĂƚǁŝůůďĞƵƐĞĚƚŽƵƉĚĂƚĞĨƌĞƋƵĞŶƚůǇǀŝƐŝƚĞĚƉŽƌƚŝŽŶƐŽĨƚŚĞŽƵŶƚǇǁĞďƐŝƚĞ͕ƐƵĐŚĂƐƚŚĞƌĞĂů ĞƐƚĂƚĞŝŶĨŽƌŵĂƚŝŽŶĚĂƚĂďĂƐĞ͘ Responsible and transparent fiscal stewardship ůŽŶŐǁŝƚŚĞǆĐĞůůĞŶƚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞ͕ĞĂĐŚďƵĚŐĞƚʹĂŶĚĞĂĐŚĚĂǇʹŵƵƐƚďĞŐŝŶǁŝƚŚƌĞƐƉŽŶƐŝďůĞĂŶĚƚƌĂŶƐƉĂƌĞŶƚ ĨŝƐĐĂůƐƚĞǁĂƌĚƐŚŝƉ͘dŚĞƌĞƐŽƵƌĐĞƐƚŚĂƚĨƵŶĚƚŚĞŽƉĞƌĂƚŝŽŶĐŽŵĞĨƌŽŵƚŚĞĐŽŵŵƵŶŝƚǇ͕ĂŶĚůŝŬĞĂŶǇďƵƐŝŶĞƐƐƚŽŝƚƐ ƐƚĂŬĞŚŽůĚĞƌƐ͕ƚŚĞŽƵŶƚǇŵƵƐƚŝŶǀĞƐƚƚŚĞƐĞĚŽůůĂƌƐǁŝƐĞůǇĂŶĚďĞĂĐĐŽƵŶƚĂďůĞĨŽƌĂůůƐƵĐŚƐƉĞŶĚŝŶŐĚĞĐŝƐŝŽŶƐ͘dŚŝƐ ŝƐĂŶĂƌĞĂǁŚĞƌĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŚĂƐůŽŶŐĞǆĐĞůůĞĚ͕ĞǀŝĚĞŶĐĞĚďǇŝƚƐĞůŝƚĞƉĞƌĐŚĂƐŽŶĞŽĨŽŶůǇĂŚĂŶĚĨƵůŽĨ ůŽĐĂůŝƚŝĞƐĂŶǇǁŚĞƌĞŝŶƚŚĞŶĂƚŝŽŶƚŚĂƚŚŽůĚƐƉĞƌĨĞĐƚĐƌĞĚŝƚƌĂƚŝŶŐƐĨƌŽŵĂůůƚŚƌĞĞĂŐĞŶĐŝĞƐĨŽƌďŽƚŚƚŚĞŐĞŶĞƌĂů ŐŽǀĞƌŶŵĞŶƚ ĂŶĚ ƵƚŝůŝƚǇ ĚŝǀŝƐŝŽŶ͘ dŚĂƚ ƐĂŝĚ͕ ƚŚĞ ŵĞĂƐƵƌŝŶŐ ƐƚŝĐŬĨŽƌƌĞŵĂŝŶŝŶŐŝŶƚŚĂƚĞůŝƚĞĐůĂƐƐŝƐĐŽŶƐƚĂŶƚůǇ ĐŚĂŶŐŝŶŐ͕ĂŶĚ͕ŝŶƚƵƌŶ͕ƚŚŝƐďƵĚŐĞƚŝƐďƵŝůƚƚŽŚĞůƉĞŶƐƵƌĞƚŚĂƚŚĞƐƚĞƌĨŝĞůĚƐƚĂǇƐĂŚĞĂĚŽĨƚŚĞĐƵƌǀĞ͘ /ŶƚŽƚĂů͕ƚŚĞ&zϮϬϭϴŐĞŶĞƌĂůĨƵŶĚƚŽƚĂůƐΨϳϰϭ͘ϭŵŝůůŝŽŶ͘ŽƚƚŽŵůŝŶĞƚŽďŽƚƚŽŵůŝŶĞ͕ƚŚĂƚĨŝŐƵƌĞŝƐĐŽŶƐŝĚĞƌĂďůǇ ůŽǁĞƌƚŚĂŶ&zϮϬϭϳ;Ψϲϰ͕ϭϮϳ͕ϮϬϬͿĚƵĞƚŽĂŶƵŵďĞƌŽĨƐƚƌƵĐƚƵƌĂůĂŵĞŶĚŵĞŶƚƐƚŽƚŚĞďƵĚŐĞƚƐƵĐŚĂƐƚŚĞĚĞĐŝƐŝŽŶ ƚŽŶŽůŽŶŐĞƌĂƉƉƌŽƉƌŝĂƚĞƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞ͘ŽůůĞĐƚŝǀĞůǇ͕ƚŚĞƐĞŝƚĞŵƐŚĂǀĞŶŽƉƌŽŐƌĂŵŵĂƚŝĐŝŵƉĂĐƚŽŶƚŚĞ ŽƌŐĂŶŝǌĂƚŝŽŶŽƌ͕ŝŶƚŚĞĐĂƐĞŽĨĨƵŶĚďĂůĂŶĐĞ͕ƌĞƉƌĞƐĞŶƚĂŶǇĐŚĂŶŐĞŝŶĂŶǇŽƵŶƚǇĨŝŶĂŶĐŝĂůƉŽůŝĐǇ͘/ŶƐƚĞĂĚ͕ƚŚĞ ĐŚĂŶŐĞƐĂƌĞŝŶĐůƵĚĞĚƚŽƉŽƌƚƌĂǇĂŵŽƌĞĂĐĐƵƌĂƚĞĐŽƐƚŽĨŽƵŶƚǇŽƉĞƌĂƚŝŽŶƐĂŶĚĞůŝŵŝŶĂƚĞƐŽŵĞĂĚŵŝŶŝƐƚƌĂƚŝǀĞ ďƵƌĚĞŶ͘ ŽŶƚƌŽůůŝŶŐĨŽƌƚŚŽƐĞŝƚĞŵƐ͕ƉƌŽũĞĐƚĞĚŶŽŵŝŶĂůŐĞŶĞƌĂůĨƵŶĚƌĞǀĞŶƵĞƐĂƌĞƵƉĂƉƉƌŽǆŝŵĂƚĞůǇϯ͘ϳƉĞƌĐĞŶƚ͕ƚŚŽƵŐŚ ƚŚĂƚŝŶĐƌĞĂƐĞŵŽĚĞƌĂƚĞƐƚŽϯ͘ϮƉĞƌĐĞŶƚĂĨƚĞƌĂĐĐŽƵŶƚŝŶŐĨŽƌŐƌŽǁƚŚŝŶƐŽƵƌĐĞƐƐƵĐŚĂƐŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ ƵƚŚŽƌŝƚŝĞƐ;ƐͿƚŚĂƚƐŝŵƉůǇƉĂƐƐƚŚƌŽƵŐŚƚŚĞŐĞŶĞƌĂůĨƵŶĚ͘dŚĞŵĂŝŶŐƌŽǁƚŚĚƌŝǀĞƌĨŽƌ&zϮϬϭϴ;ĂƉƉƌŽǆŝŵĂƚĞůǇ Ψϭϭ͘ϴŵŝůůŝŽŶͿŝƐƌĞĂůƉƌŽƉĞƌƚǇƚĂǆĞƐƐƚĞŵŵŝŶŐĨƌŽŵĐŽŶƚŝŶƵĞĚƐƚƌĞŶŐƚŚĞŶŝŶŐŝŶƚŚĞůŽĐĂůŚŽƵƐŝŶŐŵĂƌŬĞƚ͘dŚĞ ǀĂůƵĞŽĨĞǆŝƐƚŝŶŐŚŽŵĞƐŝŶŚĞƐƚĞƌĨŝĞůĚƌŽƐĞĨŽƌƚŚĞĨŽƵƌƚŚĐŽŶƐĞĐƵƚŝǀĞǇĞĂƌŝŶϮϬϭϳ;ƌĞĨůĞĐƚĞĚŝŶĂƐƐĞƐƐŵĞŶƚƐĂƐ ŽĨ:ĂŶƵĂƌǇϭ͕ϮϬϭϳͿ͕ďƌŝŶŐŝŶŐƚŚĞĂǀĞƌĂŐĞĂƐƐĞƐƐŵĞŶƚŶĞĂƌůǇŝŶůŝŶĞǁŝƚŚƉƌĞͲƌĞĐĞƐƐŝŽŶůĞǀĞůƐ͘DŽƌĞŽǀĞƌ͕ƚŚĞŽƵŶƚǇ

ǀ ŚĂƐƐĞĞŶĚŽƵďůĞͲĚŝŐŝƚŐĂŝŶƐŝŶŚŽŵĞƐĂůĞƐĂŶĚŶĞǁŚŽŵĞĐŽŶƐƚƌƵĐƚŝŽŶ͕ǁŚŝůĞĨŽƌĞĐůŽƐƵƌĞƐŚĂǀĞŶŽƌŵĂůŝǌĞĚĂŶĚ ĂƌĞŐĞŶĞƌĂůůǇĂŶŽŶͲďƵĚŐĞƚŝƐƐƵĞ͘>ŽĐĂůůĂďŽƌŵĂƌŬĞƚĐŽŶĚŝƚŝŽŶƐĂůƐŽĐŽŶƚŝŶƵĞƚŽŝŵƉƌŽǀĞďĞŚŝŶĚƐƵƐƚĂŝŶĞĚũŽď ŐƌŽǁƚŚĂƚŚĞƐƚĞƌĨŝĞůĚĨŝƌŵƐ;ƉĂǇƌŽůůƐĂƌĞƵƉнϮϱƉĞƌĐĞŶƚƐŝŶĐĞϮϬϭϬͿĂŶĚůŽǁƵŶĞŵƉůŽǇŵĞŶƚ͕ǁŚŝĐŚŚĂƐŚŽǀĞƌĞĚ ƵŶĚĞƌĨŽƵƌƉĞƌĐĞŶƚƐŝŶĐĞ&ĞďƌƵĂƌǇŽĨϮϬϭϲ͘ŽůƐƚĞƌĞĚďǇƚŚŽƐĞŝŵƉƌŽǀŝŶŐũŽďĂŶĚŝŶĐŽŵĞƉƌŽƐƉĞĐƚƐ͕ƚŚĞďƵĚŐĞƚ ƌĞĐĞŝǀĞƐĂůŝĨƚĨƌŽŵƐĞǀĞƌĂůĐŽŶƐƵŵĞƌͲĚƌŝǀĞŶƌĞǀĞŶƵĞĐĂƚĞŐŽƌŝĞƐʹƐĂůĞƐĂŶĚƉĞƌƐŽŶĂůƉƌŽƉĞƌƚǇƚĂǆĞƐ;ǀĞŚŝĐůĞƐͿĂƌĞ ďŽƚŚƉƌŽũĞĐƚĞĚƚŽƉŽƐƚƐŽůŝĚŝŶĐƌĞĂƐĞƐŝŶ&zϮϬϭϴ͘/ŶĂĚĚŝƚŝŽŶ͕ŚŽƚĞůƚĂǆĞƐʹƉƌŽũĞĐƚĞĚƚŽŐƌŽǁĂŶŽƚŚĞƌĨŝǀĞƉĞƌĐĞŶƚ ŝŶ&zϮϬϭϴʹĐŽŶƚŝŶƵĞƚŽďĞĂďƌŝŐŚƚƐƉŽƚ͕ŝŶƌĞƐƉŽŶƐĞ͕ƚŽƚŚĞƌŝƐĞŝŶůŽĐĂůƐƉŽƌƚƐƚŽƵƌŝƐŵĂĐƚŝǀŝƚǇ͘

&ƌŽŵĂŶĞǆƉĞŶĚŝƚƵƌĞƉĞƌƐƉĞĐƚŝǀĞ͕ƚŚĞƌĞĂů͕ƉĞƌĐĂƉŝƚĂĐŽƐƚŽĨůŽĐĂůŐŽǀĞƌŶŵĞŶƚƐĞƌǀŝĐĞƐʹƉĞƌŚĂƉƐƚŚĞƚƌƵĞƐƚ ŵĞĂƐƵƌĞŽĨďƵĚŐĞƚŐƌŽǁƚŚʹŝƐĨŽƌĞĐĂƐƚƚŽŝŶĐƌĞĂƐĞďǇŽŶůǇϬ͘ϯƉĞƌĐĞŶƚĂŶĚƌĞŵĂŝŶƐŝŶůŝŶĞǁŝƚŚƚŚĞƌĞĂůĐŽƐƚ ƐƚƌƵĐƚƵƌĞƚŚĂƚŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŚĂƐŵĂŝŶƚĂŝŶĞĚƐŝŶĐĞ&zϮϬϭϮ͘/ŶĨĂĐƚ͕ƚŚĞƉƌŽũĞĐƚĞĚƌĞĂů͕ƉĞƌĐĂƉŝƚĂĐŽƐƚĨŽƌ &zϮϬϭϴŝƐƐůŝŐŚƚůǇďĞůŽǁƚŚĞůĞǀĞůĞƐƚĂďůŝƐŚĞĚŝŶ&zϮϬϭϮŽŶƚŚĞŚĞĞůƐŽĨƚŚĞĞĐŽŶŽŵŝĐĚŽǁŶƚƵƌŶ͘dŚĞŽƵŶƚǇŝƐ ĂďůĞƚŽŵĂŝŶƚĂŝŶĂĐŽŶƐŝƐƚĞŶƚĐŽƐƚƐƚƌƵĐƚƵƌĞďĞĐĂƵƐĞŝƚƉĂǇƐĂƚƚĞŶƚŝŽŶƚŽƚŚĞĨƵůůƌĂŶŐĞŽĨƚŽƉŝĐƐƚŚĂƚƵůƚŝŵĂƚĞůǇ ĚĞƚĞƌŵŝŶĞďƵĚŐĞƚŐƌŽǁƚŚ͘/ŶƚĞƌŵƐŽĨƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚ͕ƚŚĞ&zϮϬϭϴƉůĂŶŝŶĐůƵĚĞƐŶŽĐŚĂŶŐĞƚŽƚŚĞƚĂǆƌĂƚĞ ƐƚƌƵĐƚƵƌĞĨŽƌĐĂůĞŶĚĂƌǇĞĂƌϮϬϭϳ;ƚŚĞƌĞĂůĞƐƚĂƚĞƌĂƚĞƌĞŵĂŝŶƐĂƚΨϬ͘ϵϲͿ͕ĨƵůůǇĨƵŶĚƐĂůůĂŶƚŝĐŝƉĂƚĞĚĂŶŶƵĂůƌĞƋƵŝƌĞĚ ŐĞŶĞƌĂůŐŽǀĞƌŶŵĞŶƚĐŽŶƚƌŝďƵƚŝŽŶƐƚŽůŽŶŐƚĞƌŵůŝĂďŝůŝƚǇƉƌŽŐƌĂŵƐ͕ĂŶĚĐŽŶƚŝŶƵĞƐƚŚĞƉƵƌƐƵŝƚŽĨďƵĚŐĞƚƐĂǀŝŶŐƐ ĂŶĚŽƚŚĞƌĞĨĨŝĐŝĞŶĐŝĞƐ͘dŚĞ&zϮϬϭϴďƵĚŐĞƚƉƌŽĚƵĐĞƐĂƉƉƌŽǆŝŵĂƚĞůǇΨϯ͘ϭŵŝůůŝŽŶŝŶƐĂǀŝŶŐƐĨƌŽŵŝƚĞŵƐƐƵĐŚĂƐ ƚƵƌŶŽǀĞƌ͕ĐŽŶƚƌĂĐƚƐĂǀŝŶŐƐ͕ĂŶĚƚŚĞƌĞŵŽǀĂůŽĨŽŶĞͲƚŝŵĞĐŽŵŵŝƚŵĞŶƚƐ͕ǁŚŝĐŚĂůŵŽƐƚĞŶƚŝƌĞůǇŽĨĨƐĞƚƐƚŚĞĐŽƐƚŽĨ ƚŚĞƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚƚŚĂƚŝƐŝŶĐůƵĚĞĚĨŽƌĂůůƋƵĂůŝĨǇŝŶŐĞŵƉůŽǇĞĞƐ͘/ŶĂĚĚŝƚŝŽŶ͕ŐĞŶĞƌĂůĨƵŶĚƉŽƐŝƚŝŽŶŐƌŽǁƚŚŝƐ ůŝŵŝƚĞĚƚŽƐŝǆŶĞǁ;ŶĞƚͿƉŽƐŝƚŝŽŶƐ͕ƚŚŽƵŐŚƐƚĂĨĨŝŶŐŽŶĂƉĞƌĐĂƉŝƚĂďĂƐŝƐĐŽŶƚŝŶƵĞƐƚŽĚƌŝĨƚůŽǁĞƌ͘

KŶƚŚĞĐĂƉŝƚĂůďƵĚŐĞƚ;/WͿƐŝĚĞ͕ŝƚŝƐĂƐŝŵŝůĂƌƐƚŽƌǇ͘dŚĞ&zϮϬϭϴďƵĚŐĞƚŵĂŝŶƚĂŝŶƐŝƚƐƉĂǇͲĂƐͲǇŽƵͲŐŽĨƵŶĚŝŶŐůĞǀĞů ĐŽŵŵŝƚŵĞŶƚ͕ ĐƵƚƐ ƉƌŽũĞĐƚĞĚ ŽƉĞƌĂƚŝŶŐ ŝŵƉĂĐƚƐ ĨƌŽŵ ĐĂƉŝƚĂů ƉƌŽũĞĐƚƐ ƉůĂŶŶĞĚ ƚŚƌŽƵŐŚ &zϮϬϮϮ ŝŶ ŚĂůĨ ;ĂƉƉƌŽǆŝŵĂƚĞůǇΨϯ͘ϲŵŝůůŝŽŶŝŶƐĂǀŝŶŐƐͿ͕ĂŶĚĂŐŐƌĞƐƐŝǀĞůǇŵĂŶĂŐĞƐŽƵƚƐƚĂŶĚŝŶŐĚĞďƚůĞǀĞůƐƐƵĐŚƚŚĂƚƚŚĞƚŽƚĂů ĂŵŽƵŶƚŽĨŽƵƚƐƚĂŶĚŝŶŐĚĞďƚĞǆƉĞĐƚĞĚŝŶ&zϮϬϮϮŝƐĞƋƵĂůƚŽƚŚĞůĞǀĞůƌĞĐŽƌĚĞĚŝŶ&zϮϬϭϯĞǀĞŶĂĨƚĞƌĞǆĞĐƵƚŝŶŐƚŚĞ ĨƵŶĚŝŶŐ ĨŽƌ ƚŚĞ ĨƵůů ƐůĂƚĞ ŽĨ ŵŽƐƚ ƌĞĐĞŶƚ ďŽŶĚ ƌĞĨĞƌĞŶĚƵŵ ƉƌŽũĞĐƚƐ͘ ĚĚŝƚŝŽŶĂůůǇ͕ ƚŚŝƐ ďƵĚŐĞƚ ĂůƐŽ ŝŶĐůƵĚĞƐ Ă ŶƵŵďĞƌŽĨƌĞǀŝƐŝŽŶƐƚŽƚŚĞŽƵŶƚǇ͛ƐĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐƚŚĂƚǁŝůůďƌŝŶŐƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶŝŶůŝŶĞǁŝƚŚĐƵƌƌĞŶƚďĞƐƚ ƉƌĂĐƚŝĐĞƐĂŶĚĂĐƚƵĂůůǇƉůĂĐĞƐŽŵĞĂĚĚŝƚŝŽŶĂůƌĞƐƚƌŝĐƚŝŽŶƐŽŶƚŚĞŽƵŶƚǇ͛ƐĂďŝůŝƚǇƚŽŝƐƐƵĞĨƵƚƵƌĞĚĞďƚ͘

ŶŽƚŚĞƌĂƐƉĞĐƚŽĨĨŝƐĐĂůƐƚĞǁĂƌĚƐŚŝƉŝƐďĞŝŶŐŽƉĞŶĂŶĚƚƌĂŶƐƉĂƌĞŶƚĂďŽƵƚĂůůƚŚŝŶŐƐĨŝŶĂŶĐŝĂů͕ĂŶĚƚŚĞŽƵŶƚǇŚĂƐ ƚĂŬĞŶ ŶƵŵĞƌŽƵƐ ƌĞĐĞŶƚ ƐƚĞƉƐ ƚŽ ŝŵƉƌŽǀĞ ŝŶ ƚŚĂƚ ĂƌĞĂ͘ KǀĞƌ ƚŚĞ ĐŽƵƌƐĞ ŽĨ ƌĞĐĞŶƚ ŵŽŶƚŚƐ͕ ŚĞƐƚĞƌĨŝĞůĚ ŚĂƐ ĚĞǀĞůŽƉĞĚĂǁĞďƐŝƚĞƚŚĂƚƉƌŽǀŝĚĞƐŽŶŐŽŝŶŐƵƉĚĂƚĞƐŽŶŬĞǇĐĂƉŝƚĂůƉƌŽũĞĐƚƐ͕ďĞŐƵŶƉƵďůŝƐŚŝŶŐĂŵŽŶƚŚůǇƵƉĚĂƚĞ ŽŶůŽĐĂůĞĐŽŶŽŵŝĐĐŽŶĚŝƚŝŽŶƐ͕ĂŶĚŽǀĞƌŚĂƵůĞĚƚŚĞũŽŝŶƚŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂŶĚ^ĐŚŽŽůŽĂƌĚĨŝƐĐĂůĐŽŵŵŝƚƚĞĞ ƚŽŝŶĐůƵĚĞĂďƌŽĂĚĞƌƌĂŶŐĞŽĨĨŝŶĂŶĐŝĂůƚŽƉŝĐƐ͘&ƵƌƚŚĞƌŵŽƌĞ͕ƚŚĞďƵĚŐĞƚƉƌŽĐĞƐƐŝƚƐĞůĨŚĂƐďĞĞŶĂŵĞŶĚĞĚƚŽĨŽƐƚĞƌ ŵŽƌĞƌĞŐƵůĂƌĐŝƚŝǌĞŶĞŶŐĂŐĞŵĞŶƚĂŶĚƌĞůĂǇǇĞĂƌͲƌŽƵŶĚƵƉĚĂƚĞƐŽŶďƵĚŐĞƚĂƌǇŵĂƚƚĞƌƐ͘

The Five-Year Plan

ĞŐŝŶŶŝŶŐŝŶ&zϮϬϭϱ͕ƚŚĞŽƵŶƚǇŚĂƐďĞĞŶĂŝĚĞĚŝŶŝƚƐůŽŶŐĞƌƌĂŶŐĞďƵĚŐĞƚƉůĂŶŶŝŶŐďǇƚŚĞĐƌĞĂƚŝŽŶŽĨĂĨŝǀĞͲǇĞĂƌ ĨŝŶĂŶĐŝĂůŽƵƚůŽŽŬ͕ƚŚĞ&ŝǀĞͲzĞĂƌWůĂŶ͘dŚĞ&ŝǀĞͲzĞĂƌWůĂŶƐĞƌǀĞƐĂƐĂƌŽĂĚŵĂƉƚŚĂƚůĂǇƐŽƵƚŵĂũŽƌƚŚĞŵĂƚŝĐŐŽĂůƐ ĂŐĂŝŶƐƚĂƉƌĞůŝŵŝŶĂƌǇƌĞǀĞŶƵĞĨŽƌĞĐĂƐƚ͘dŚĞWůĂŶĐŽŵŵƵŶŝĐĂƚĞƐŬĞǇƉƌŝŽƌŝƚŝĞƐƚŽƚŚĞĐŽŵŵƵŶŝƚǇĂŶĚŚĂƐĂůůŽǁĞĚ ĨŽƌŵŽƌĞŝŶĨŽƌŵĞĚĚŝƐĐƵƐƐŝŽŶƐĂďŽƵƚǁŚĞƌĞƚŚĞŽƵŶƚǇŝƐŚĞĂĚŝŶŐ͘dŚĞ&zϮϬϭϴďƵĚŐĞƚĂůƐŽŝŶĐůƵĚĞƐĂƐŝŵŝůĂƌĨŝǀĞͲ

ǀŝ ǇĞĂƌĨƌĂŵĞǁŽƌŬĨŽƌďŽƚŚƚŚĞŐĞŶĞƌĂůŐŽǀĞƌŶŵĞŶƚĂŶĚƐĐŚŽŽůĚŝǀŝƐŝŽŶ͕ƚŚŽƵŐŚƚŚĞĂƉƉƌŽĂĐŚƚŽƉůĂŶŶŝŶŐĨŽƌƚŚĞ ŽƵƚǇĞĂƌƐŝƐĚŝĨĨĞƌĞŶƚƚŚĂŶƉƌĞǀŝŽƵƐǀĞƌƐŝŽŶƐ͘ dŚĞWůĂŶʹǁŚŝĐŚŝƐĚĞƐĐƌŝďĞĚŝŶĚĞƚĂŝůŝŶƚŚŝƐĚŽĐƵŵĞŶƚʹĞŶĚĞĂǀŽƌƐƚŽĂĐĐŽƵŶƚĨŽƌŝŶĐƌĞĂƐĞƐŝŶĐĞƌƚĂŝŶďĂƐĞůŝŶĞ ĐŽƐƚƐĂŶĚƚŚĞŶůĞĂǀĞĂŶǇĂǀĂŝůĂďůĞƌĞǀĞŶƵĞƵŶĂůůŽĐĂƚĞĚĨŽƌĨƵƚƵƌĞĞŶŚĂŶĐĞŵĞŶƚƐǀĞƌƐƵƐƐĞůĞĐƚŝŶŐŝŶŝƚŝĂƚŝǀĞƐƵƉ ĨƌŽŶƚ͘dŚĞĚŽĐƵŵĞŶƚŝŶĐůƵĚĞƐƉƌŝŽƌŝƚǇĐĂŶĚŝĚĂƚĞƐĨŽƌďŽƚŚƚŚĞŽƵŶƚǇĂŶĚƚŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶƚŚĂƚĐĂŶďĞĨƵƌƚŚĞƌ ĞǀĂůƵĂƚĞĚĂŶĚĚŝƐĐƵƐƐĞĚĂŵŽŶŐƐƚďŽƚŚďŽĂƌĚƐĂŶĚƚŚĞĐŽŵŵƵŶŝƚǇʹĂƉƌŽĐĞƐƐƚŚĂƚĐĂŶŽĐĐƵƌŽǀĞƌƚŚĞƐƵŵŵĞƌ ĂŶĚŝŶƚŽƚŚĞĞĂƌůǇĨĂůů͘dŚŝƐƐŚŝĨƚŝŶŵĞƚŚŽĚŽůŽŐǇǁŝůůĐŽŶƚŝŶƵĞƚŽďĞƌĞĨŝŶĞĚĂƐǁĞŵŽǀĞĨŽƌǁĂƌĚ͕ďƵƚƐŚŽƵůĚ ƵůƚŝŵĂƚĞůǇŵĂƌŬĂŶŽƚŚĞƌƐƚĞƉĨŽƌǁĂƌĚŝŶƚŚĞŽƵŶƚǇ͛ƐĞĨĨŽƌƚƚŽďĞŽƉĞŶĂŶĚĞŶŐĂŐŝŶŐƌĞŐĂƌĚŝŶŐƚŚĞĞƐƚĂďůŝƐŚŵĞŶƚ ĂŶĚĨƵŶĚŝŶŐŽĨƉƌŝŽƌŝƚŝĞƐŝŶƚŚŝƐĐŽŵŵƵŶŝƚǇ͘ ƐŶŽƚĞĚ͕ƚŚŝƐďƵĚŐĞƚůĞĂǀĞƐƚŚĞĐƵƌƌĞŶƚƚĂǆƌĂƚĞƐƚƌƵĐƚƵƌĞŝŶƚĂĐƚ͕ƚŚŽƵŐŚƚŚĞŽƵŶƚǇƌĞŵĂŝŶƐĞǀĞƌŵŝŶĚĨƵůŽĨƚŚĞ ΨϬ͘ϬϭŝŶĐƌĞĂƐĞƚŚĂƚŽĐĐƵƌƌĞĚŝŶϮϬϭϰ͘dŚĞƌĞĂůĞƐƚĂƚĞƌĂƚĞǁĂƐƌĂŝƐĞĚĨƌŽŵΨϬ͘ϵϱƚŽΨϬ͘ϵϲŝŶŽƌĚĞƌƚŽŵĂŝŶƚĂŝŶĐŽƌĞ ƐĞƌǀŝĐĞ ůĞǀĞůƐ ĂŶĚ ƉƌĞƐĞƌǀĞ ŽǀĞƌĂůů ƋƵĂůŝƚǇ ŽĨ ůŝĨĞ ĚƵƌŝŶŐ ƚŚĞ ůĂƚĞƐƚĂŐĞƐŽĨƚŚĞƌĞĐĞŶƚƌĞĐĞƐƐŝŽŶ͘dŚĞŽƵŶƚǇ ƌĞĐŽŐŶŝǌĞƐĂŶĚƚŚĂŶŬƐƚŚĞĐŽŵŵƵŶŝƚǇĨŽƌƚŚĂƚĐŽŶƚƌŝďƵƚŝŽŶ͕ĂŶĚ͕ŶŽǁƚŚĂƚĞĐŽŶŽŵŝĐĐŽŶĚŝƚŝŽŶƐŚĂǀĞƐƚĂďŝůŝǌĞĚ͕ ŚĞƐƚĞƌĨŝĞůĚŝƐĐŽŵŵŝƚƚĞĚƚŽƌĞƚƵƌŶŝŶŐƚŽĂƉƌĞͲϮϬϭϰƚĂǆƌĂƚĞĚƵƌŝŶŐƚŚĞĞĂƌůǇǇĞĂƌƐŽĨƚŚŝƐĨŝǀĞͲǇĞĂƌƉůĂŶ͘ ŶŽƚŚĞƌǀŝƚĂů͕ůŽŶŐͲƌĂŶŐĞƉůĂŶĨŽƌƚŚĞŽƵŶƚǇŝƐĂůƐŽďĞŝŶŐƵƉĚĂƚĞĚƚŚŝƐǇĞĂƌ͖ƚŚĞŽŵƉƌĞŚĞŶƐŝǀĞWůĂŶ͘dŚŝƐƉůĂŶ ŚĞůƉƐĐƌĞĂƚĞƚŚĞǀŝƐŝŽŶĂŶĚĐŽƌƌĞůĂƚĞĚŽďũĞĐƚŝǀĞƐĨŽƌƵƐƚŽǁŽƌŬƚŽŐĞƚŚĞƌĂƐĂĐŽŵŵƵŶŝƚǇŝŶĂĐŚŝĞǀŝŶŐ͘dŚŝƐƉůĂŶ ƐŚŽƵůĚĂůƐŽďĞƚƚĞƌƉŽƐŝƚŝŽŶƚŚĞŽƵŶƚǇ͛ƐƋƵĂůŝƚǇŽĨůŝĨĞĂƚƚƌŝďƵƚĞƐ͘/ŶĂĚĚŝƚŝŽŶ͕ŚĂǀŝŶŐĂǀŝďƌĂŶƚ͕ĚŝǀĞƌƐĞ͕ĂŶĚƌĞƐŝůŝĞŶƚ ůŽĐĂůĞĐŽŶŽŵǇǁŝůůĂůƐŽƉŽƐŝƚŝŽŶŚĞƐƚĞƌĨŝĞůĚƚŽďĞƚƚĞƌǁĞĂƚŚĞƌƌĞĐĞƐƐŝŽŶƐ͕ŝŶǀĞƐƚŝŶĐŽƌĞƐĞƌǀŝĐĞƐ͕ĂŶĚŵŝƚŝŐĂƚĞ ƚŚĞƚĂǆďƵƌĚĞŶ͘ Conclusion ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŚĂƐůŽŶŐďƌĂŶĚĞĚŝƚƐĞůĨĂƐĂ&/Z^d,K/ĐŽŵŵƵŶŝƚǇ͕ĂŶĚŝƐĐĞƌƚĂŝŶůǇĞƐƚĂďůŝƐŚĞĚĂƐĂŚŝŐŚůǇ ƐŽƵŐŚƚĂĨƚĞƌĚĞƐƚŝŶĂƚŝŽŶĨŽƌƌĞƐŝĚĞŶƚƐĂŶĚďƵƐŝŶĞƐƐĞƐĂůŝŬĞ͘dŚĂƚƐĂŝĚ͕ďĞĐŽŵŝŶŐĂŚŝŐŚůǇƌĞŐĂƌĚĞĚĐŽŵŵƵŶŝƚǇĂŶĚ ƌĞŵĂŝŶŝŶŐ ŽŶĞ ĂƌĞ ĚŝĨĨĞƌĞŶƚ ŐŽĂůƐ ǁŝƚŚ ĚŝĨĨĞƌĞŶƚ ĐŚĂůůĞŶŐĞƐ͘ dŚĞ ŽƵŶƚǇ͛Ɛ ĚĞŵŽŐƌĂƉŚŝĐƐ ĂƌĞ ĐŚĂŶŐŝŶŐ͕ ŝƚƐ ŶĞŝŐŚďŽƌŚŽŽĚƐĂŶĚĐŽŵŵĞƌĐŝĂůĐĞŶƚĞƌƐĂƌĞĞǀŽůǀŝŶŐ͕ĂƐĂƌĞƚŚĞƉƌĞĨĞƌĞŶĐĞƐĂŶĚŶĞĞĚƐŽĨƚŚĞĐŽŵŵƵŶŝƚǇ͘dŚŝƐ ďƵĚŐĞƚďƵŝůĚƐŽŶĞĨĨŽƌƚƐƵŶĚĞƌǁĂǇƚŽƐƚĂǇŝŶƚŽƵĐŚǁŝƚŚĂŶĚďĞ ƌĞƐƉŽŶƐŝǀĞƚŽƚŚŽƐĞƚƌĞŶĚƐ͕ǁŚŝůĞƌĞŵĂŝŶŝŶŐ ƐƚĞĂĚĨĂƐƚ ŝŶ ŽƵƌ ĐŽŵŵŝƚŵĞŶƚ ƚŽ ĐŽƌĞ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ ǀĂůƵĞƐ ƐƵĐŚĂƐĞǆĐĞůůĞŶĐĞŝŶĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞĂŶĚ ĨŝŶĂŶĐŝĂů ŵĂŶĂŐĞŵĞŶƚ͘ dŚŝƐ ƉůĂŶ ƐƚƌŝǀĞƐ ƚŽ ƚƵƌŶ ĐŽŶǀĞƌƐĂƚŝŽŶ ŝŶƚŽĂĐƚŝŽŶ͕ĂŶĚŽƉĞŶƐƚŚĞĚŽŽƌƚŽĞǀĞŶŵŽƌĞ ŵĞĂŶŝŶŐĨƵůĚŝĂůŽŐƵĞŵŽǀŝŶŐĨŽƌǁĂƌĚ͘dŚĞƌĞŝƐŵŽƌĞǁŽƌŬƚŽďĞĚŽŶĞ͕ƚŚŽƵŐŚƚŚĞďůƵĞƉƌŝŶƚĨŽƌĂĨƵƚƵƌĞĞǀĞŶ ďƌŝŐŚƚĞƌƚŚĂŶŚĞƐƚĞƌĨŝĞůĚ͛ƐǀĞƌǇƉƌŽƵĚƉĂƐƚŝƐŝŶƉůĂĐĞ͘ dŚĞƌĞĂƌĞƐŽŵĂŶǇƐƚŽƌŝĞƐƚŽƐŚĂƌĞĂďŽƵƚǁŚĂƚŚĞƐƚĞƌĨŝĞůĚŚĂƐĚŽŶĞƚŽďĞƚƚĞƌƐĞƌǀĞŝƚƐĐŝƚŝǌĞŶƐ͘/ƚŝƐŚŽƉĞĨƵůƚŚĂƚ ƐŽŵĞŽĨƚŚĞƐĞƐƚŽƌŝĞƐǁŝůůďĞƚŽůĚĚƵƌŝŶŐƚŚĞďƵĚŐĞƚǁŽƌŬƐĞƐƐŝŽŶƐ͕ǁŚŝĐŚĨŽƌƚŚĞĨŝƌƐƚƚŝŵĞŝŶŵĂŶǇǇĞĂƌƐǁŝůůďĞ ŐĞƚƚŝŶŐŝŶƚŽĚĞƉĂƌƚŵĞŶƚďǇĚĞƉĂƌƚŵĞŶƚĚĞƚĂŝů͘dŚĞƌŽůůŽƵƚŽĨƚŚĞŽƵŶƚǇ͛Ɛ'ŽǀĞƌŶŵĞŶƚŝƚŝǌĞŶ͛ƐĐĂĚĞŵǇǁŝůůĂůƐŽ ďĞĂŶĞǆĐŝƚŝŶŐŽƉƉŽƌƚƵŶŝƚǇƚŽƐŚĂƌĞŚĞƐƚĞƌĨŝĞůĚ͛ƐƐƚŽƌǇĂŶĚĨƵƌƚŚĞƌĞĚƵĐĂƚĞŽƵƌĐŽŵŵƵŶŝƚǇ͘ dŚĞƌĞĂƌĞĂůƐŽŵĂŶǇƐƚŽƌŝĞƐƚŽƐŚĂƌĞĂďŽƵƚŚĞƐƚĞƌĨŝĞůĚ͛ƐƌŽůĞŝŶƌĞŐŝŽŶĂůĐŽŽƉĞƌĂƚŝŽŶ͘dŚĞŝŶƚĞƌŽƉĞƌĂďůĞƌĞŐŝŽŶĂů ĐŽŵŵƵŶŝĐĂƚŝŽŶƐƐǇƐƚĞŵƉƌŽũĞĐƚĨŽƌŽƵƌƉƵďůŝĐƐĂĨĞƚǇǁŽƌŬĞƌƐŝƐŽƵƌŚŝŐŚĞƐƚƉƌŝŽƌŝƚǇ͘KƵƌƌŽůĞŝŶƚŚĞƌĞŐŝŽŶĂŶĚƚŚĞ

ǀŝŝ ƌĞŐŝŽŶ͛ƐƌĞĐŽŐŶŝƚŝŽŶŽĨŚĞƐƚĞƌĨŝĞůĚ͛ƐĂƐƐĞƚƐ;Ğ͘Ő͕͘,ĞŶƌŝĐƵƐͿǁŝůůĨƵƌƚŚĞƌƉŽƐŝƚŝŽŶŚĞƐƚĞƌĨŝĞůĚĂŶĚƚŚĞƌĞŐŝŽŶƚŽ ĞǆĐĞůĂƐĂƉůĂĐĞƚŽůŝǀĞ͕ǁŽƌŬ͕ƉůĂǇ͕ĂŶĚůĞĂƌŶ͘

&ŝŶĂůůǇ͕ / ǁŽƵůĚ ůŝŬĞ ƚŽ ĞǆƚĞŶĚ ŵǇ ŵŽƐƚ ƐŝŶĐĞƌĞ ƚŚĂŶŬƐ ƚŽ ƚŚĞ ŽĂƌĚ ŽĨ ^ƵƉĞƌǀŝƐŽƌƐ͕ ^ĐŚŽŽů ŽĂƌĚ ĂŶĚ ĂĚŵŝŶŝƐƚƌĂƚŝŽŶ͕ŽƵŶƚǇƐƚĂĨĨ͕ĂŶĚĞƐƉĞĐŝĂůůǇƚŚĞĐŽŵŵƵŶŝƚǇĨŽƌƚŚĞŝƌĂƐƐŝƐƚĂŶĐĞŝŶĚĞǀĞůŽƉŝŶŐƚŚŝƐďƵĚŐĞƚĂŶĚƚŚĞ ǁĂƌŵǁĞůĐŽŵĞ/ŚĂǀĞƌĞĐĞŝǀĞĚƐŝŶĐĞĂƌƌŝǀŝŶŐ͘/ůŽŽŬĨŽƌǁĂƌĚƚŽŽƵƌĐŽŶƚŝŶƵĞĚĐŽůůĂďŽƌĂƚŝŽŶĂŶĚĂŵĞǆĐŝƚĞĚĂďŽƵƚ ǁŚĂƚǁĞǁŝůůĂĐĐŽŵƉůŝƐŚƚŽŐĞƚŚĞƌ͘

^ŝŶĐĞƌĞůǇ͕

ƌ͘:ŽƐĞƉŚW͘ĂƐĞǇ ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌ

ǀŝŝŝ FY2018 Budget READER’S GUIDE

A BRIEF OVERVIEW FOR UNDERSTANDING THE FY2018 BUDGET

The FY2018 Budget document is designed to clearly illustrate the resources that are available for appropriation, an analysis of the decisions about the allocation of resources, and the resulting budget plan. As part of an ongoing effort to explain the County’s budget more easily, this document has been retooled to make it more user friendly. This reader’s guide provides an overview of significant changes and describes a number of structural changes that have occurred since FY2017 to help the reader better understand this document.

REVIEWING THE FY2018 DOCUMENT- KEY HIGHLIGHTS

Topic Area What to look for…

Document Layout The proposed FY2018 Budget document is structured slightly different compared to previous years. The structure reflects a focus on understanding the various components of the County Administrator’s proposed budget. Some major changes are outlined below in more detail.

Organizational Structure The organizational structure of the County was updated in October 2016. With this update, certain functional areas have been consolidated as sub-programs. Information has been provided on the reverse of the organizational structure page to aid the reader in understanding where to find specific departments and sub-program areas. In addition, the appropriations resolution category is listed for each department as reference for the reader when reviewing the general fund financial table.

Financial Policies The proposed FY2018 budget includes updates to the County’s financial policies. Policies are reviewed periodically to ensure they remain up to date with current best practices. In line with the County’s five-year review schedule, the overall proposal is aimed at strengthening the County’s already strong financial standing and formalizing some practices that have been in place for some time. Amendments include investment in capital assets, budget performance monitoring, budget document standards, debt refunding, and debt structure.

Chesterfield County, VA ϭ FY2018 Budget Reader’s Guide

Five-Year Plan Since FY2015, the Five-Year Plan has provided the general framework to help the County establish and work toward accomplishing certain key priorities. In addition to the general five-year layout, this document includes a new section outlining specific details and justifications for each enhancement listed in the FY2018 column of the five-year plan.

Revenue and Expenditure Summaries This section provides a complete financial summary for all funds. Of note, previously part of the County’s general fund, the FY2018 budget presents a new fund for Mental Health Support Services. More information about this fund can be found on the fund summary page and the Mental Health Support Services departmental summary page. Also, to offer more efficient service delivery, the Capital Projects Management division of General Services has been moved to the County’s general fund, therefore, eliminating the Facility Management Fund. Department Summaries Organized alphabetically, this section provides a quick overview of all departments/functional areas. Details on each departmental summary page include a total financial summary, expenditures by major program area, and FY2018 Budget highlights. Here are some specific areas to highlight: x Financial Summary tables are generally organized based on fund type; i.e. general fund, grants, internal service, enterprise, etc. Multiple tables may appear, representative of different funds. x Generally, most departments show a non- programmatic line in the Expenditures by Program table. In FY2017 all retiree healthcare benefits were budgeted in this line. In FY2018 those retiree expenses have been moved to be budgeted centrally. x The Five-Year Plan Enhancements line provides a crosswalk between the individual department and the County’s Five-Year Plan Summary table. Schools Budget Summary This section provides a summary overview of the School Boards’ FY2018 budget, which was approved on February 28, 2017.

Chesterfield County, VA Ϯ FY2018 Budget Reader’s Guide

EXPLANATION OF MAJOR STRUCTURAL CHANGES FROM FY2017 TO FY2018

Fund Balance: The County has a key financial policy that requires 8 percent of general fund expenditures to be maintained to address economic fluctuations and other unforeseen financial challenges. Historically, those dollars – referred to as unassigned fund balance – have been appropriated as part of the annual budget. However, beginning with FY2018, those funds will no longer be appropriated. This change has no effect on the underlying financial policy, which remains at 8.0 percent over all five years, nor does it alter the availability of those funds for their intended purpose. Under this approach, if needed, an action would be taken by the Board of Supervisors and it would be accompanied by a broader financial update, including a restoration plan.

IDT charges to Schools: In an effort to alleviate administrative burden, Inter-Departmental (IDT) charges for county services provided to the School division have been eliminated moving forward. This covers areas like grounds maintenance, school resource officers, and shared functions like purchasing. This adjustment has no programmatic impact on the services provided to Schools. And, while this change does reduce the overall net transfer to Schools, effectively, there is no impact to the local funding levels provided for FY2018. Additionally, staff will continue to monitor and review these support areas and service costs to ensure the most efficient use of resources.

Creation of the Mental Health Fund: Removes the Mental Health Department from the general fund, allows more programmatic flexibility for the department and greater predictability for the general fund contribution towards those services.

Elimination of the Facility Management Fund: The capital projects management group has shifted away from a program with intensive new construction (with billable hours) to a more maintenance intensive workload.

Retiree Healthcare: Historically, retiree healthcare has been budgeted within the department where the retiree retired. The FY2018 budget reduces departmental retiree healthcare budgets and reallocates those funds into a centrally budgeted area in employee benefits. Like with Schools IDTs, this change has no net effect in the aggregate, but does curb some administrative tasks and provides a more accurate picture of programmatic costs in departments.

Five-Year Plan Enhancements: Program and service enhancements funded through the Five-Year Plan, both FY2018 proposed and out year projections, are shown in a separate line within the financial summary section on each departmental summary page. This line illustrates the incremental increase, if any, for program and service enhancements.

Chesterfield County, VA ϯ CHESTERFIELD COUNTY ORGANIZATIONAL STRUCTURE CITIZENS

Board of Supervisors School Board

County Administrator Superintendent

Internal Audit

Clerk to the Board County Attorney of Supervisors

Fire & EMS Human Resources Police

Deputy Deputy Deputy Deputy County Administrator County Administrator County Administrator County Administrator

Building Inspection Adult/Juvenile Drug Court Cooperative Extension Communications & Media Economic Development Community Corrections General Services County Admin./Board Office Environmental Engineering Juvenile Detention Home Information Systems Finance Planning Mental Health Technology Training/Learning and Transportation Parks and Recreation Libraries Performance Center Utilities Senior Advocate Risk Management Social Services Youth Planning & Development

State Oversight State Oversight/ State Oversight/ Health Constitutional Office Constitutional Office Circuit Court Clerk Commissioner of Revenue Commonwealth’s Attorney Electoral Board/Registrar Courts Treasurer Sheriff Revised Structure Approved 10-1-16 ϰ ORGANIZATIONAL STRUCTURE DETAILS A guide for how to ﬁnd departments, sub-programs, and appropriation categories: APPROPRIATION DEPARTMENT SUB-PROGRAM AREA CATEGORY Building Inspection Public Safety Circuit Court Clerk Administration of Justice Commissioner of Revenue General Government Commonwealth's Attorney Victim Witness and Domestic Violence Prosecutor Grant Administration of Justice Communications and Media General Government Community Corrections Domestic Violence Grant (V-Stop) Public Safety Cooperative Extension Community Development County Administration/Board Board of Supervisors; Clerk to the Board; Committee on the General Government Office Future; County Administrator/Staff; Administration for Community Development, Human Services, Management Services, and General Government; Intergovernmental Relations; James River Advisory Council County Attorney General Government Courts Circuit Court Judges, General District Court, Juvenile Domestic Administration of Justice Relations Court, Adult/Juvenile Drug Court Economic Development Community Development Environmental Engineering Public Works Finance Accounting, Budget and Management, Community Development General Government Block Grant, License Inspections, Purchasing, Real Estate Assessments Fire and EMS Revenue Recovery Public Safety General Services Administration, Buildings and Grounds, Capital Project General Government, Management, Document Services, Waste and Resource Recovery Public Works, and (WARR), Airport, Fleet Management, and Radio Shop Other Funds Health Health and Welfare Human Resources Employee Medical Center General Government Information Systems Technology General Government Internal Audit General Government Juvenile Detention Home Juvenile Detention Grant - USDA Public Safety Library Law Library Parks, Recreation, Cultural, Administration of Justice Mental Health Support Services Families First, Part C- Infant and Toddler Connection of Chesterﬁeld, Mental Health, Substance Abuse Prevention Grants Parks and Recreation Parks, Recreation, Cultural Planning Community Development Police Animal Services, Emergency Communications Center, Magistrate Public Safety Registrar/Electoral Board General Government Risk Management Risk Management Senior Advocate Health and Welfare Sheriff Riverside Regional Jail Public Safety Social Services Health and Welfare Training/Learning and Performance Center General Government Transportation Community Development Treasurer General Government Utilities Utilities Youth Planning and Child Advocacy Center, Comprehensive Services Act (CSA), Juvenile Health and Welfare, Development Probation, Virginia Juvenile Community Crime Control Act (VJCCCA) Grants, Comprehensive ϱ Services Chesterfield County, Virginia Strategic Plan FY2015—2019 VALUES MISSION VISION 5HVXOWV ,QQRYDWLRQ WƌŽǀŝĚŝŶŐĂ&/Z^d,K/ĐŽŵŵƵŶŝƚǇ 7REHDQH[WUDRUGLQDU\DQGLQQRYDWLYH 6HUYLFH ƚŚƌŽƵŐŚĞǆĐĞůůĞŶĐĞŝŶƉƵďůŝĐƐĞƌǀŝĐĞ FRPPXQLW\LQZKLFKWROLYHOHDUQ (WKLFV ZRUNDQGSOD\ Model for excellence in government Definition—Deliver exceptional service with an engaged workforce that effectively manages public assets Objectives 1.1 3URPRWHILQDQFLDOLQWHJULW\E\HIIHFWLYHO\DQGHIILFLHQWO\PDQDJLQJSXEOLFDVVHWV 1.2 5HTXLUHWKHKLJKHVWVWDQGDUGVRISURIHVVLRQDOLVPHWKLFVDQGLQWHJULW\ 1.3 8QGHUVWDQGDQGUHVSRQGDSSURSULDWHO\WRFXVWRPHUV·NH\QHHGVZLWKHIIHFWLYHFROODERUDWLYHVROXWLRQV 1.4 $WWUDFWGHYHORSDQGUHWDLQDGLYHUVHKLJKSHUIRUPLQJZRUNIRUFH 1.5 7KLQNDQGDFWUHJLRQDOO\WRPD[LPL]HSRVLWLYHRXWFRPHVDQGOHYHUDJHUHVRXUFHV 1.6 )RVWHUDVDIHZRUNHQYLURQPHQWDQGPLQLPL]HULVNVDVVRFLDWHGZLWKVHFXULW\DQGLQWHJULW\RIDVVHWVDQGLQIRUPDWLRQ Safety and security Definition—Partner with residents to provide a safe and secure community through prevention, readiness, and professional response Objectives 2.1 (QKDQFHFRPPXQLW\SUHSDUHGQHVVWKURXJKSUHYHQWLRQ 2.2 ,QFUHDVHVDIHW\DQGSHUFHSWLRQRIVDIHW\ 2.3 5HGXFHLQFLGHQWVWKDWUHVXOWLQLQMXU\GHDWKDQGSURSHUW\GDPDJH 2.4 5HGXFHWKHUHFXUUHQFHRILQFLGHQWVWKDWQHJDWLYHO\LPSDFWFRXQW\UHVRXUFHV Economic prosperity and educational excellence Definition—Promote a business-friendly community to retain and attract businesses, diversify the economic base and create job oppor- tunities for an educated, ready workforce Objectives 3.1 $WWUDFWDQGUHWDLQEXVLQHVVHVWKDWSURYLGHGLYHUVHHFRQRPLFEDVH 3.2 ,QFUHDVHSULYDWHVHFWRUMRERSSRUWXQLWLHVDQGHDUQLQJSRWHQWLDO 3.3 6WUHDPOLQHUHTXLUHPHQWVIRUVWDUWLQJDQGRSHUDWLQJDEXVLQHVV 3.4 0DWFKZRUNIRUFHVNLOOVZLWKEXVLQHVVQHHGV Healthy living and well-being Definition—Promote healthy, active lifestyles and foster self-sufficiency that enhances quality of life through physical, mental, emotional and social well-being Objectives 4.1 ,PSURYHVHOIVXIILFLHQF\DQGDFFHVVWRVHUYLFHVDQGUHVRXUFHV 4.2 3URPRWHFRQQHFWHGQHVVDQGLQFUHDVHRSSRUWXQLWLHVIRUFRPPXQLW\LQYROYHPHQWDQGHGXFDWLRQ 4.3 ,QFUHDVHKHDOWK\OLIHVW\OHVDQGUHGXFHFKURQLFGLVHDVH Thriving communities and environmental stewardship Definition—Enrich quality of life, preserve natural resources and enhance community attractiveness through stewardship of the natural and built environment Objectives 5.1 )DFLOLWDWHTXDOLW\ZHOOSODQQHGZHOOGHVLJQHGFRPPXQLWLHVZKLFKUHVSHFWWKHQDWXUDOHQYLURQPHQW 5.2 )RVWHUDQHQYLURQPHQWDOO\UHVSRQVLEOHFRPPXQLW\DQGFRXQW\JRYHUQPHQW 5.3 $GRSWDFROODERUDWLYHDSSURDFKWRFRPPXQLW\UHYLWDOL]DWLRQ 5.4 3URYLGHDQLQQRYDWLYHVDIHDQGODVWLQJSXEOLFLQIUDVWUXFWXUHEDVHGRQEHVWSUDFWLFHV ϲ FY2018 Budget

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ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϳ BUILDING CHESTERFIELD’S BLUEPRINT FY2018 BUDGET CALENDAR Updated March 2017

• Blueprint Chesterfield Community Engagement Campaign JUNE (Summer work plan included interactive community workshops, in- person and one-on-one contact with residents at planned community events and business functions, all centered around a short online survey.) JULY • 8/22, Audit and Finance session to review survey results and FY18 calendar • 8/23, School Board work session on survey findings • 8/24, Board of Supervisor work session on survey findings • Departmental/School-level development of FY2018-FY2022 Capital AUGUST Improvements Program (CIP)

SEPTEMBER • Staff performing review of CIP submittals • 10/28, Joint Board of Supervisors/School Board work session to discuss budget priorities for FY2018 and beyond OCTOBER • Departmental/School-level development of FY2018 operating budgets • 11/16, Joint Citizens’ Budget Advisory Committee/Audit and Finance session on CIP preview/discussion of potential amendments NOVEMBER

• 12/4, Audit and Finance session on operating budget preview/discussion of DECEMBER potential operating amendments • State Budget anticipated • Final Land Book values established • 1/25, Proposed FY2018-FY2022 CIP presented to the Board of Supervisors JANUARY • 2/22, Revenue work session with the Board of Supervisors and advertised tax rate set • Early February, Preliminary Five-Year Plan developed • Mid-February, community workshops to preview the FY2018 budget outlook FEBRUARY • 2/28, School Board approves FY2018 school division budget

MARCH • 3/15, Proposed FY2018 Budget presented to the Board of Supervisors at afternoon work session APRIL • Mid-March, community meeting to review proposed FY2018 Budget and CIP • 3/29, FY2018 Budget public hearings scheduled for the Board of Supervisors • 4/26, Adoption of FY2018-FY2022 CIP and FY2018 Budget MAY

ϴ FY2018 Budget

ĂƐŝƐŽĨĐĐŽƵŶƚŝŶŐ͕^ƚƌƵĐƚƵƌĞŽĨŽƵŶƚǇ&ƵŶĚƐ͕ ĂŶĚĂƐŝƐŽĨƵĚŐĞƚŝŶŐ

&hEKhEd/E'ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ dŚĞĂĐĐŽƵŶƚƐŽĨƚŚĞŽƵŶƚǇĂŶĚŝƚƐƉƌŝŵĂƌǇĐŽŵƉŽŶĞŶƚƵŶŝƚ͕ƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇWƵďůŝĐ^ĐŚŽŽů^ǇƐƚĞŵ;W^Ϳ͕ĂƌĞ ŽƌŐĂŶŝǌĞĚŽŶƚŚĞďĂƐŝƐŽĨĨƵŶĚƐ͘dŚĞŽƉĞƌĂƚŝŽŶƐŽĨĞĂĐŚĨƵŶĚĂƌĞĂĐĐŽƵŶƚĞĚĨŽƌǁŝƚŚĂƐĞƉĂƌĂƚĞƐĞƚŽĨƐĞůĨͲďĂůĂŶĐŝŶŐ ĂĐĐŽƵŶƚƐƚŚĂƚĐŽŵƉƌŝƐĞŝƚƐĂƐƐĞƚƐ͕ůŝĂďŝůŝƚŝĞƐ͕ĨƵŶĚĞƋƵŝƚǇ͕ƌĞǀĞŶƵĞƐ͕ĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐŽƌĞǆƉĞŶƐĞƐ͕ĂƐĂƉƉƌŽƉƌŝĂƚĞ͘&Žƌ ŐŽǀĞƌŶŵĞŶƚͲǁŝĚĞ ƌĞƉŽƌƚŝŶŐ͕ ƚŚĞ ĂĐƚŝǀŝƚŝĞƐ ŽĨ ƚŚĞ ŽƵŶƚǇ ĂƌĞ ƌĞƉŽƌƚĞĚ ĂƐ ŐŽǀĞƌŶŵĞŶƚĂů ĂĐƚŝǀŝƚŝĞƐ Žƌ ďƵƐŝŶĞƐƐͲƚǇƉĞ ĂĐƚŝǀŝƚŝĞƐǁŝƚŚĐŽŵƉŽŶĞŶƚƵŶŝƚŝŶĨŽƌŵĂƚŝŽŶĚŝƐĐƌĞƚĞůǇƉƌĞƐĞŶƚĞĚŝŶƐĞƉĂƌĂƚĞƌŽǁƐͬĐŽůƵŵŶƐŽƌďůĞŶĚĞĚǁŝƚŚŽƵŶƚǇ ĨƵŶĚƐ͕ĂƐĂƉƉƌŽƉƌŝĂƚĞ͘

^/^K&KhEd/E'ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ

ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ ƵƐĞƐ ĞŝƚŚĞƌ ƚŚĞ ĂĐĐƌƵĂů Žƌ ƚŚĞ ŵŽĚŝĨŝĞĚ ĂĐĐƌƵĂů ďĂƐŝƐ ŽĨ ĂĐĐŽƵŶƚŝŶŐ͕ ĂƐ ĂƉƉƌŽƉƌŝĂƚĞ͕ ĨŽƌ ĞĂĐŚ ĨƵŶĚŝŶŐƚǇƉĞŽƌĂĐƚŝǀŝƚǇ͕ŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞh͘^͘'ĞŶĞƌĂůůǇĐĐĞƉƚĞĚĐĐŽƵŶƚŝŶŐWƌŝŶĐŝƉůĞƐ;'WͿĂƉƉůŝĐĂďůĞƚŽ ŐŽǀĞƌŶŵĞŶƚĂůƵŶŝƚƐ͘ dŚĞŵŽĚŝĨŝĞĚĂĐĐƌƵĂůďĂƐŝƐŽĨĂĐĐŽƵŶƚŝŶŐĨŽĐƵƐĞƐŽŶƚŚĞĨůŽǁŽĨĐƵƌƌĞŶƚĨŝŶĂŶĐŝĂůƌĞƐŽƵƌĐĞƐ͘ZĞǀĞŶƵĞƐĂƌĞƌĞĐŽƌĚĞĚ ǁŚĞŶŵĞĂƐƵƌĂďůĞĂŶĚĂǀĂŝůĂďůĞ͘ĐĐŽƌĚŝŶŐƚŽŽƵŶƚǇƉŽůŝĐǇ͕ƌĞǀĞŶƵĞƐĚƵĞŽŶŽƌďĞĨŽƌĞƚŚĞůĂƐƚĚĂǇŽĨƚŚĞĨŝƐĐĂůǇĞĂƌ ĞŶĚ͕ĂŶĚƚŚĂƚĂƌĞƌĞĐĞŝǀĞĚǁŝƚŚŝŶϰϱĚĂǇƐĂĨƚĞƌĨŝƐĐĂůǇĞĂƌĞŶĚ͕ĂƌĞĐŽŶƐŝĚĞƌĞĚĂǀĂŝůĂďůĞ͘ǆƉĞŶĚŝƚƵƌĞƐĂƌĞŐĞŶĞƌĂůůǇ ƌĞĐŽŐŶŝǌĞĚǁŚĞŶƚŚĞƌĞůĂƚĞĚĨƵŶĚůŝĂďŝůŝƚǇŝƐŝŶĐƵƌƌĞĚ͘ŶĞǆĐĞƉƚŝŽŶƚŽƚŚŝƐŐĞŶĞƌĂůƌƵůĞŝƐƉƌŝŶĐŝƉĂůĂŶĚŝŶƚĞƌĞƐƚŽŶ ŐĞŶĞƌĂůůŽŶŐͲƚĞƌŵĚĞďƚ͕ǁŚŝĐŚŝƐƌĞĐŽƌĚĞĚĂƐĂŶĞǆƉĞŶĚŝƚƵƌĞǁŚĞŶƉĂŝĚ͘

/ŶĂƉƉůǇŝŶŐƚŚĞĂĐĐƌƵĂůĐŽŶĐĞƉƚƚŽƌĞǀĞŶƵĞƐ͕ƚŚĞůĞŐĂůĂŶĚĐŽŶƚƌĂĐƚƵĂůƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞŝŶĚŝǀŝĚƵĂůƉƌŽŐƌĂŵƐĂƌĞ ƵƐĞĚĂƐŐƵŝĚĂŶĐĞ͘ĞƌƚĂŝŶƌĞǀĞŶƵĞƐŵƵƐƚďĞĞǆƉĞŶĚĞĚĨŽƌĂƐƉĞĐŝĨŝĐƉƵƌƉŽƐĞĂŶĚŽƚŚĞƌƐĂƌĞǀŝƌƚƵĂůůǇƵŶƌĞƐƚƌŝĐƚĞĚĂƐ ƚŽƚŚĞƉƵƌƉŽƐĞŽĨƚŚĞĞǆƉĞŶĚŝƚƵƌĞ͘ hŶĚĞƌ ƚŚĞ ĂĐĐƌƵĂů ďĂƐŝƐ ŽĨ ĂĐĐŽƵŶƚŝŶŐ͕ ƌĞǀĞŶƵĞƐ ĂƌĞ ƌĞĐŽƌĚĞĚ ǁŚĞŶ ĞĂƌŶĞĚ ĂŶĚ ĞǆƉĞŶƐĞƐ ĂƌĞ ƌĞĐŽƌĚĞĚ ǁŚĞŶ ůŝĂďŝůŝƚŝĞƐĂƌĞŝŶĐƵƌƌĞĚǁŝƚŚŽƵƚƌĞŐĂƌĚƚŽƌĞĐĞŝƉƚƐŽƌĚŝƐďƵƌƐĞŵĞŶƚƐŽĨĐĂƐŚ͘hŶďŝůůĞĚĂĐĐŽƵŶƚƐƌĞĐĞŝǀĂďůĞĂƌĞĂĐĐƌƵĞĚ ǁŚĞŶĞĂƌŶĞĚŝŶƚŚĞĞŶƚĞƌƉƌŝƐĞĨƵŶĚƐ͘

'KsZEDEd>&hEdzW^ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ

'ŽǀĞƌŶŵĞŶƚĂůĨƵŶĚƐĂƌĞƚŚŽƐĞĨƵŶĚƐƚŚƌŽƵŐŚǁŚŝĐŚŵŽƐƚŐŽǀĞƌŶŵĞŶƚĂůĨƵŶĐƚŝŽŶƐŽĨƚŚĞŽƵŶƚǇĂŶĚ^ĐŚŽŽůŽĂƌĚĂƌĞ ĨŝŶĂŶĐĞĚ͘ůůĞǆƉĞŶĚĂďůĞĨŝŶĂŶĐŝĂůƌĞƐŽƵƌĐĞƐĂŶĚƚŚĞƌĞůĂƚĞĚůŝĂďŝůŝƚŝĞƐĂƌĞĂĐĐŽƵŶƚĞĚĨŽƌƚŚƌŽƵŐŚŐŽǀĞƌŶŵĞŶƚĂůĨƵŶĚƐ͘ ^ƵĐŚŝŶĨŽƌŵĂƚŝŽŶŝƐƵƐĞĨƵůŝŶĂƐƐĞƐƐŝŶŐƚŚĞŽƵŶƚǇ͛ƐĨŝŶĂŶĐŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐ͘dŚĞĨŽůůŽǁŝŶŐĨŝǀĞŐŽǀĞƌŶŵĞŶƚĂůĨƵŶĚƐ ĂƌĞŵĂŝŶƚĂŝŶĞĚďǇƚŚĞŽƵŶƚǇ͘

General Fund dŚĞŐĞŶĞƌĂůĨƵŶĚŝƐƚŚĞŐĞŶĞƌĂůŽƉĞƌĂƚŝŶŐĨƵŶĚƵƐĞĚƚŽĂĐĐŽƵŶƚĨŽƌĂůůĨŝŶĂŶĐŝĂůƌĞƐŽƵƌĐĞƐĞǆĐĞƉƚƚŚŽƐĞƌĞƋƵŝƌĞĚƚŽďĞ ĂĐĐŽƵŶƚĞĚ ĨŽƌ ŝŶ ĂŶŽƚŚĞƌ ĨƵŶĚ͘ Ɛ Ă ŵĞĂƐƵƌĞ ŽĨ ƚŚĞ ŐĞŶĞƌĂů ĨƵŶĚ͛Ɛ ůŝƋƵŝĚŝƚǇ͕ ŝƚ ŵĂǇ ďĞ ƵƐĞĨƵů ƚŽ ĐŽŵƉĂƌĞ ďŽƚŚ ƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞĂŶĚƚŽƚĂůĨƵŶĚďĂůĂŶĐĞƚŽƚŽƚĂůĨƵŶĚĞǆƉĞŶĚŝƚƵƌĞ͘dŚĞŐĞŶĞƌĂůĨƵŶĚŝŶĐůƵĚĞƐŵŽƐƚƚƌĂĚŝƚŝŽŶĂů

ϵ FY2018 Budget Basis of Accounting, Structure of County Funds, and Basis of Budgeting

ůŽĐĂůŐŽǀĞƌŶŵĞŶƚƉƌŽŐƌĂŵƐƐƵĐŚĂƐWŽůŝĐĞ͕&ŝƌĞ͕>ŝďƌĂƌŝĞƐ͕ĂŶĚWĂƌŬƐ͘&ŽƌĐŽŵƉĂƌŝƐŽŶďĞƚǁĞĞŶƚŚĞŽŵƉƌĞŚĞŶƐŝǀĞ ŶŶƵĂů &ŝŶĂŶĐŝĂů ZĞƉŽƌƚ ;&ZͿ ĂŶĚ ƚŚĞ ĂŶŶƵĂů ďƵĚŐĞƚ͕ ƚŚĞ ďƵĚŐĞƚ ĚŽĐƵŵĞŶƚ ŶĂƌƌĂƚŝǀĞƐ ĂŶĚ ƐĞĐƚŝŽŶƐ ĚŝƐƉůĂǇ ĚĞƉĂƌƚŵĞŶƚĂůƉƌŽŐƌĂŵƐďĂƐĞĚŽŶƚŚĞĂƉƉƌŽƉƌŝĂƚŝŽŶƐƌĞƐŽůƵƚŝŽŶƚŽĂůŝŐŶǁŝƚŚƚŚĞ&ZĂŶĚƚŚĞƐƚĂƚĞĂƵĚŝƚŽƌŽĨƉƵďůŝĐ ĂĐĐŽƵŶƚ͛ƐƐƉĞĐŝĨŝĐĂƚŝŽŶƐ͘

Special Revenue Funds ^ƉĞĐŝĂůƌĞǀĞŶƵĞĨƵŶĚƐĂƌĞƵƐĞĚƚŽĂĐĐŽƵŶƚĨŽƌƚŚĞƉƌŽĐĞĞĚƐŽĨƐƉĞĐŝĨŝĐƌĞǀĞŶƵĞƐŽƵƌĐĞƐ;ŽƚŚĞƌƚŚĂŶĐĂƉŝƚĂůƉƌŽũĞĐƚƐͿ ƚŚĂƚĂƌĞůĞŐĂůůǇƌĞƐƚƌŝĐƚĞĚŽƌĐŽŵŵŝƚƚĞĚƚŽĞǆƉĞŶĚŝƚƵƌĞƐĨŽƌƐƉĞĐŝĨŝĞĚƉƵƌƉŽƐĞƐ͘dŚĞƐĞĨƵŶĚƐŝŶĐůƵĚĞĐŽŵƉƌĞŚĞŶƐŝǀĞ ƐĞƌǀŝĐĞƐ͕ƐĐŚŽŽůƐ͕ŐƌĂŶƚƐ͕ŵĞŶƚĂůŚĞĂůƚŚ͕ĂŶĚƐƚŽƌŵǁĂƚĞƌƵƚŝůŝƚǇ͘

ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ&ƵŶĚ͗dŚŝƐĨƵŶĚƌĞĨůĞĐƚƐƌĞǀĞŶƵĞƐĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƉƌŽǀŝĚŝŶŐĐŚŝůĚͲĐĞŶƚĞƌĞĚ͕ ĨĂŵŝůǇͲĨŽĐƵƐĞĚ͕ ĂŶĚ ůŽĐĂůůǇͲďĂƐĞĚ ƐĞƌǀŝĐĞƐ ĨŽƌ ĂƚͲƌŝƐŬ ǇŽƵƚŚ͘ dŚĞ ƌĞǀĞŶƵĞ ƐŽƵƌĐĞƐ ĂƌĞ ƚƌĂŶƐĨĞƌƐ ĨƌŽŵ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ^ĐŚŽŽůƐ͕^ŽĐŝĂů^ĞƌǀŝĐĞƐ͕ĂŶĚƚŚĞŐĞŶĞƌĂůĨƵŶĚ͖ƌĞŝŵďƵƌƐĞŵĞŶƚƐĨƌŽŵƚŚĞŝƚǇŽĨŽůŽŶŝĂů,ĞŝŐŚƚƐ͖ĂŶĚƐƚĂƚĞ ĂŝĚ͘DĂũŽƌĞǆƉĞŶĚŝƚƵƌĞƐŝŶĐůƵĚĞƚŚĞƉƵƌĐŚĂƐĞŽĨƐĞƌǀŝĐĞƐĨŽƌĐůŝĞŶƚƐ͘

^ĐŚŽŽů&ƵŶĚ͗dŚŝƐĨƵŶĚƌĞĨůĞĐƚƐƌĞǀĞŶƵĞƐĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐƌĞůĂƚĞĚƚŽƚŚĞŽƉĞƌĂƚŝŽŶƐŽĨƚŚĞŽƵŶƚǇ͛ƐƉƵďůŝĐƐĐŚŽŽů ƐǇƐƚĞŵ͘dŚĞƉƌŝŵĂƌǇƐŽƵƌĐĞƐŽĨƌĞǀĞŶƵĞ͕ĞǆĐůƵƐŝǀĞŽĨƚƌĂŶƐĨĞƌƐĨƌŽŵƚŚĞŐĞŶĞƌĂůĨƵŶĚ͕ĂƌĞďĂƐŝĐƐĐŚŽŽůĂŝĚƉĂǇŵĞŶƚƐ ĨƌŽŵƚŚĞƐƚĂƚĞĂŶĚĞĚƵĐĂƚŝŽŶĂůƉƌŽŐƌĂŵŐƌĂŶƚƐ͘DĂũŽƌĞǆƉĞŶĚŝƚƵƌĞƐŝŶĐůƵĚĞŝŶƐƚƌƵĐƚŝŽŶĂůĐŽƐƚƐ͕ĨŝǆĞĚĐŚĂƌŐĞƐ͕ĂŶĚ ĚĞďƚƐĞƌǀŝĐĞƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌƐĐŚŽŽů͛ƐůŽŶŐͲƚĞƌŵŝŶĚĞďƚĞĚŶĞƐƐ͘/ŶĂŶĞĨĨŽƌƚƚŽƐŝŵƉůŝĨǇǁŽƌŬƉƌŽĐĞƐƐĞƐ͕ďĞŐŝŶŶŝŶŐŝŶ &zϮϬϭϴ͕ƚŚĞƚƌĂŶƐĨĞƌƚŽƐĐŚŽŽůƐǁŝůůďĞƌĞĚƵĐĞĚďǇƚŚĞĐŽƐƚŽĨŽƵŶƚǇƉƌŽǀŝĚĞĚƐĞƌǀŝĐĞƐ͕ǁŝƚŚƚŚĞĞǆĐĞƉƚŝŽŶŽĨƚŚŽƐĞ ƉƌŽǀŝĚĞĚ ďǇ ŝŶƚĞƌŶĂů ƐĞƌǀŝĐĞ ĨƵŶĚƐ͘ ^ĐŚŽŽůƐ ƚƌĂĚŝƚŝŽŶĂůůǇ ƌĞƉĂŝĚ ƚŚŽƐĞ ĐŽƐƚƐ ƚŽ ƚŚĞ ŽƵŶƚǇ ǀŝĂ ŝŶƚĞƌĚĞƉĂƌƚŵĞŶƚĂů ƚƌĂŶƐĨĞƌƐ͘dŚĞŽƵŶƚǇŝƐƚŚĞĨŝƐĐĂůĂŐĞŶƚĨŽƌƚŚĞƉƉŽŵĂƚƚŽǆ'ŽǀĞƌŶŽƌ͛Ɛ^ĐŚŽŽů͕ĂŶĚĂůůƌĞǀĞŶƵĞƐĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐĂƌĞ ƌĞĐŽƌĚĞĚǁŝƚŚŝŶƚŚĞŽƵŶƚǇƌĞĐŽƌĚƐ͘

'ƌĂŶƚƐ&ƵŶĚ͗dŚŝƐĨƵŶĚƌĞĨůĞĐƚƐƌĞǀĞŶƵĞƐĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐƌĞůĂƚĞĚƉƌŝŶĐŝƉĂůůǇƚŽƚŚĞĨĞĚĞƌĂůŐŽǀĞƌŶŵĞŶƚ͛ƐŽŵŵƵŶŝƚǇ ĞǀĞůŽƉŵĞŶƚ ůŽĐŬ 'ƌĂŶƚ͕ ƚŚĞ sŝƌŐŝŶŝĂ :ƵǀĞŶŝůĞ ŽŵŵƵŶŝƚǇ ƌŝŵĞ ŽŶƚƌŽů Đƚ͕ ĂŶĚ ŽƚŚĞƌ ĨĞĚĞƌĂů ĂŶĚ ƐƚĂƚĞ ŐƌĂŶƚ ƉƌŽŐƌĂŵƐ͘

^ƚŽƌŵǁĂƚĞƌ hƚŝůŝƚǇ &ƵŶĚ͗ dŚŝƐ ĨƵŶĚ ƌĞĨůĞĐƚƐ ƌĞǀĞŶƵĞƐ ĂŶĚ ĞǆƉĞŶĚŝƚƵƌĞƐ ƌĞůĂƚĞĚ ƚŽ ƚŚĞ ŽƉĞƌĂƚŝŽŶƐ ŽĨ ƚŚĞ ŽƵŶƚǇ͛Ɛ ƐƚŽƌŵǁĂƚĞƌŵĂŶĂŐĞŵĞŶƚƐǇƐƚĞŵ͘

DĞŶƚĂů,ĞĂůƚŚ&ƵŶĚ͗dŚŝƐĨƵŶĚƐƌĞĨůĞĐƚƐƌĞǀĞŶƵĞƐĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐƌĞůĂƚĞĚƚŽƚŚĞŽƉĞƌĂƚŝŽŶƐŽĨƚŚĞŽƵŶƚǇ͛ƐŵĞŶƚĂů ŚĞĂůƚŚĚĞƉĂƌƚŵĞŶƚ͘WƌŝŽƌƚŽ&zϮϬϭϴ͕DĞŶƚĂů,ĞĂůƚŚǁĂƐŝŶĐůƵĚĞĚŝŶƚŚĞŐĞŶĞƌĂůĨƵŶĚ͘

Capital Projects Fund ĂƉŝƚĂů ƉƌŽũĞĐƚƐ ĨƵŶĚƐ ĂƌĞ ƵƐĞĚ ƚŽ ĂĐĐŽƵŶƚ ĨŽƌ ĨŝŶĂŶĐŝĂů ƌĞƐŽƵƌĐĞƐƚŚĂƚĂƌĞƌĞƐƚƌŝĐƚĞĚ͕ĐŽŵŵŝƚƚĞĚ͕ŽƌĂƐƐŝŐŶĞĚƚŽ ĞǆƉĞŶĚŝƚƵƌĞƐĨŽƌĐĂƉŝƚĂůŽƵƚůĂǇ͕ŝŶĐůƵĚŝŶŐƚŚĞĂĐƋƵŝƐŝƚŝŽŶŽƌĐŽŶƐƚƌƵĐƚŝŽŶŽĨĐĂƉŝƚĂůĨĂĐŝůŝƚŝĞƐĂŶĚŽƚŚĞƌĐĂƉŝƚĂůĂƐƐĞƚƐ͘/ƚ ĚŽĞƐŶŽƚŝŶĐůƵĚĞƚŚŽƐĞŝƚĞŵƐĨŝŶĂŶĐĞĚďǇƉƌŽƉƌŝĞƚĂƌǇĨƵŶĚƐŽƌŽǀĞƌƐŝŐŚƚŽĨƐĐŚŽŽůĐĂƉŝƚĂůƉƌŽũĞĐƚƐ͘

WZKWZ/dZz&hEdzW^ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ

WƌŽƉƌŝĞƚĂƌǇ ĨƵŶĚƐ ĂƌĞ ƵƐĞĚ ƚŽ ĂĐĐŽƵŶƚ ĨŽƌ ƚŚĞ ŽƵŶƚǇ͛Ɛ ŽŶͲŐŽŝŶŐŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚĂĐƚŝǀŝƚŝĞƐ͕ǁŚŝĐŚĂƌĞƐŝŵŝůĂƌƚŽ ƚŚŽƐĞ ŽĨƚĞŶ ĨŽƵŶĚ ŝŶ ƚŚĞ ƉƌŝǀĂƚĞ ƐĞĐƚŽƌ͘ dŚĞ ƐĞƌǀŝĐĞƐ ƉƌŽǀŝĚĞĚ ŝŶ ƚŚĞƐĞ ĨƵŶĚƐ ĂƌĞ ŝŶƚĞŶĚĞĚ ƚŽ ƌĞĐŽǀĞƌ Ăůů Žƌ Ă ƐŝŐŶŝĨŝĐĂŶƚƉŽƌƚŝŽŶŽĨƚŚĞŝƌĐŽƐƚƐƚŚƌŽƵŐŚƵƐĞƌĨĞĞƐ͘dŚĞĨŽůůŽǁŝŶŐĂƌĞƚŚĞŽƵŶƚǇ͛ƐƉƌŽƉƌŝĞƚĂƌǇĨƵŶĚƚǇƉĞƐ͘

Internal Service Funds /ŶƚĞƌŶĂů ƐĞƌǀŝĐĞ ĨƵŶĚƐ ĂƌĞ ƵƐĞĚ ƚŽ ĂĐĐŽƵŶƚ ĨŽƌ ƚŚĞ ĐŽƐƚƐ ŽĨ ŽƉĞƌĂƚŝŽŶƐ ĨŽƌ ƐĞƌǀŝĐĞƐ ƉƌŽǀŝĚĞĚ ƚŽ ŽƚŚĞƌ ŽƵŶƚǇ ĚĞƉĂƌƚŵĞŶƚƐ͘ZĞǀĞŶƵĞŝƐĚĞƌŝǀĞĚĨƌŽŵĐŚĂƌŐĞƐŽŶĂĐŽƐƚͲƌĞŝŵďƵƌƐĞŵĞŶƚďĂƐŝƐ͘

ϭϬ FY2018 Budget Basis of Accounting, Structure of County Funds, and Basis of Budgeting

&ůĞĞƚDĂŶĂŐĞŵĞŶƚĂŶĚZĂĚŝŽ^ŚŽƉ&ƵŶĚ͗dŚŝƐĨƵŶĚƌĞĨůĞĐƚƐŽƉĞƌĂƚŝŽŶƐŽĨƚŚĞŽƵŶƚǇ͛ƐĨůĞĞƚĂŶĚƌĂĚŝŽŽƉĞƌĂƚŝŽŶƐƚŚĂƚ ŵĂŝŶƚĂŝŶǀĞŚŝĐůĞƐĂŶĚĐŽŵŵƵŶŝĐĂƚŝŽŶƐĞƋƵŝƉŵĞŶƚ͘ZĞǀĞŶƵĞƐĂƌĞĚĞƌŝǀĞĚĨƌŽŵŝŶƚĞƌͲĨƵŶĚĐŚĂƌŐĞƐĂŶĚƐĐŚŽŽůďŽĂƌĚ ĐŚĂƌŐĞƐƚŚĂƚĂƌĞƌĞĐĞŝǀĞĚŽŶĂĐŽƐƚͲƌĞŝŵďƵƌƐĞŵĞŶƚďĂƐŝƐ͘/ŶƚŚŝƐĨƵŶĚ͕ƚŚĞĞǆƉĞŶĚŝƚƵƌĞƐĐŽŶƐŝƐƚŽĨƐĂůĂƌŝĞƐĂŶĚǁĂŐĞƐ͕ ŵĂƚĞƌŝĂůƐĂŶĚƐƵƉƉůŝĞƐ͕ƐŽĨƚǁĂƌĞŵĂŝŶƚĞŶĂŶĐĞ͕ĂŶĚƚŚĞƉƵƌĐŚĂƐĞŽĨƌĞƉůĂĐĞŵĞŶƚǀĞŚŝĐůĞƐ͘

,ĞĂůƚŚĐĂƌĞ &ƵŶĚ͗ dŚŝƐ ĨƵŶĚ ƌĞĨůĞĐƚƐ ƚŚĞ ŽƉĞƌĂƚŝŽŶƐ ŽĨ ƚŚĞ ŽƵŶƚǇ ĂŶĚ ƐĐŚŽŽůƐ ŚĞĂůƚŚĐĂƌĞ ƐĞůĨͲŝŶƐƵƌĂŶĐĞ ĨƵŶĐƚŝŽŶ͘ ZĞǀĞŶƵĞƐ ĂƌĞ ĚĞƌŝǀĞĚ ĨƌŽŵ ƚŚĞ ĞŵƉůŽǇĞƌ ĐŽŶƚƌŝďƵƚŝŽŶƐ ŽĨ ŽƵŶƚǇ ĂŶĚ ^ĐŚŽŽůƐ͕ ĂƐ ǁĞůů ĂƐ ƚŚĞ ĞŵƉůŽǇĞĞ͛Ɛ ĐŽŶƚƌŝďƵƚŝŽŶƐ͘dŚĞŵĂũŽƌĞǆƉĞŶĚŝƚƵƌĞƐĂƌĞŚĞĂůƚŚĐĂƌĞĐůĂŝŵƐĂŶĚƉĂǇŵĞŶƚƐƚŽǀĞŶĚŽƌƐ͘

ZŝƐŬ DĂŶĂŐĞŵĞŶƚ &ƵŶĚ͗ dŚŝƐ ĨƵŶĚ ƌĞĨůĞĐƚƐ ƚŚĞ ŽƉĞƌĂƚŝŽŶƐ ŽĨ ƚŚĞ ŽƵŶƚǇ͛Ɛ ƌŝƐŬ ŵĂŶĂŐĞŵĞŶƚ ĨƵŶĐƚŝŽŶ͘ dŚĞ ĨƵŶĚ ƉƌŽǀŝĚĞƐƉƌŽƚĞĐƚŝŽŶĨƌŽŵůŽƐƐĞƐŽĨƉƌŽƉĞƌƚǇ͕ĐĂƐƵĂůƚǇ͕ĂŶĚůŝĂďŝůŝƚǇĐůĂŝŵƐĨŽƌƚŚĞŽƵŶƚǇĂŶĚ^ĐŚŽŽůŽĂƌĚ͘ŚĂƌŐĞƐ ĨŽƌƉƌŽǀŝĚŝŶŐƌŝƐŬĨŝŶĂŶĐŝŶŐĂŶĚƌĞĐŽǀĞƌŝĞƐĂƌĞƚŚĞŵĂũŽƌƐŽƵƌĐĞŽĨƌĞǀĞŶƵĞĨŽƌƚŚŝƐĨƵŶĚ͘ǆƉĞŶĚŝƚƵƌĞƐĐŽŶƐŝƐƚŽĨƌĞͲ ŝŶƐƵƌĂŶĐĞĐŽƐƚƐĂŶĚĐůĂŝŵƐ͘

WƌŝŽƌƚŽ&zϮϬϭϴƚŚĞŽƵŶƚǇŚĂĚĂ&ĂĐŝůŝƚǇDĂŶĂŐĞŵĞŶƚ&ƵŶĚƚŚĂƚǁĂƐƉƌŝŵĂƌŝůǇĨƵŶĚĞĚƚŚƌŽƵŐŚĐŚĂƌŐĞƐĨŽƌƐĞƌǀŝĐĞƐ ƉƌŽǀŝĚĞĚŝŶĐŽŽƌĚŝŶĂƚŝŶŐĂŶĚƐƵƉĞƌǀŝƐŝŶŐĂůůŽƵŶƚǇďƵŝůĚŝŶŐĐŽŶƐƚƌƵĐƚŝŽŶƉƌŽũĞĐƚƐ͘/Ŷ&zϮϬϭϴĂŶĚďĞǇŽŶĚ͕ƚŚĞŶĂƚƵƌĞ ŽĨǁŽƌŬƉĞƌĨŽƌŵĞĚďǇƚŚĂƚĂƌĞĂŽĨƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶǁŝůůďĞŵŽƌĞŵĂŝŶƚĞŶĂŶĐĞƌĞůĂƚĞĚ͘dŚĞƌĞĨŽƌĞ͕ƚŚĞĐĂƉŝƚĂůƉƌŽũĞĐƚƐ ŵĂŶĂŐĞŵĞŶƚĨƵŶĐƚŝŽŶŚĂƐďĞĞŶŵŽǀĞĚƚŽƚŚĞŐĞŶĞƌĂůĨƵŶĚǁŝƚŚ&zϮϬϭϴ͘

Enterprise Funds ŶƚĞƌƉƌŝƐĞĨƵŶĚƐĂƌĞƵƐĞĚƚŽĂĐĐŽƵŶƚĨŽƌŽƉĞƌĂƚŝŽŶƐƚŚĂƚĂƌĞ;ĂͿĨŝŶĂŶĐĞĚĂŶĚŽƉĞƌĂƚĞĚŝŶĂŵĂŶŶĞƌƐŝŵŝůĂƌƚŽƉƌŝǀĂƚĞ ďƵƐŝŶĞƐƐĞŶƚĞƌƉƌŝƐĞƐǁŚĞƌĞƚŚĞŝŶƚĞŶƚŽĨƚŚĞŐŽǀĞƌŶŝŶŐďŽĚǇŝƐƚŚĂƚƚŚĞĐŽƐƚƐ;ĞǆƉĞŶƐĞƐŝŶĐůƵĚŝŶŐĚĞƉƌĞĐŝĂƚŝŽŶͿŽĨ ƉƌŽǀŝĚŝŶŐ ƐĞƌǀŝĐĞƐ ƚŽ ƚŚĞ ŐĞŶĞƌĂů ƉƵďůŝĐ͕ ŽŶ Ă ĐŽŶƚŝŶƵŝŶŐ ďĂƐŝƐ͕ďĞĨŝŶĂŶĐĞĚŽƌƌĞĐŽǀĞƌĞĚƉƌŝŵĂƌŝůǇƚŚƌŽƵŐŚƵƐĞƌ ĐŚĂƌŐĞƐ͖ Žƌ ;ďͿ ǁŚĞƌĞ ƚŚĞ ŐŽǀĞƌŶŝŶŐ ďŽĚǇ ŚĂƐ ĚĞĐŝĚĞĚ ƚŚĂƚ ƉĞƌŝŽĚŝĐ ĚĞƚĞƌŵŝŶĂƚŝŽŶ ŽĨ ƌĞǀĞŶƵĞƐ ĞĂƌŶĞĚ͕ ĞǆƉĞŶƐĞƐ ŝŶĐƵƌƌĞĚ͕ ĂŶĚͬŽƌ ŶĞƚ ŝŶĐŽŵĞ ŝƐ ĂƉƉƌŽƉƌŝĂƚĞ ĨŽƌ ĐĂƉŝƚĂů ŵĂŝŶƚĞŶĂŶĐĞ͕ ƉƵďůŝĐ ƉŽůŝĐǇ͕ ŵĂŶĂŐĞŵĞŶƚ ĐŽŶƚƌŽů͕ ĂĐĐŽƵŶƚĂďŝůŝƚǇ͕ŽƌŽƚŚĞƌƉƵƌƉŽƐĞƐ͘dŚĞŽƵŶƚǇĚŽĞƐŶŽƚďƵĚŐĞƚĚĞƉƌĞĐŝĂƚŝŽŶĞǆƉĞŶƐĞŝŶĞŶƚĞƌƉƌŝƐĞĨƵŶĚƐĂůƚŚŽƵŐŚŝƚŝƐ ƌĞĐŽƌĚĞĚĂŶĚƌĞƉŽƌƚĞĚŝŶƚŚĞĂŶŶƵĂůĨŝŶĂŶĐŝĂůƌĞƉŽƌƚ͘ŶƚĞƌƉƌŝƐĞĨƵŶĚƐŝŶĐůƵĚĞhƚŝůŝƚŝĞƐĂŶĚƚŚĞŝƌƉŽƌƚ͘ hƚŝůŝƚŝĞƐ͗dŚĞŽƵŶƚǇ͛ƐhƚŝůŝƚǇĨƵŶĐƚŝŽŶŝƐĂĐĐŽƵŶƚĞĚĨŽƌŝŶƚǁŽĨƵŶĚƐ͕ƚŚĞǁĂƚĞƌĨƵŶĚĂŶĚƚŚĞǁĂƐƚĞǁĂƚĞƌĨƵŶĚ͘dŚĞ ǁĂƚĞƌ ĨƵŶĚ ĂĐĐŽƵŶƚƐ ĨŽƌ ƚŚĞ ŽƉĞƌĂƚŝŽŶ͕ ŵĂŝŶƚĞŶĂŶĐĞ͕ ĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ƚŚĞ ŽƵŶƚǇ͛Ɛ ǁĂƚĞƌƐǇƐƚĞŵ͘ŚĂƌŐĞƐĨŽƌ ƐĞƌǀŝĐĞ ƌĞƉƌĞƐĞŶƚ ƚŚĞ ŵĂũŽƌ ƐŽƵƌĐĞ ŽĨ ŽƉĞƌĂƚŝŶŐ ƌĞǀĞŶƵĞ͘ ǆƉĞŶƐĞƐ ƉƌŝŵĂƌŝůǇ ĐŽŶƐŝƐƚ ŽĨ ƐĂůĂƌŝĞƐ ĂŶĚ ǁĂŐĞƐ͕ ĐŽŶƚƌĂĐƚƵĂůƐĞƌǀŝĐĞƐ͕ĂŶĚĚĞƉƌĞĐŝĂƚŝŽŶ͘ dŚĞǁĂƐƚĞǁĂƚĞƌĨƵŶĚĂĐĐŽƵŶƚƐĨŽƌƚŚĞŽƉĞƌĂƚŝŽŶ͕ŵĂŝŶƚĞŶĂŶĐĞ͕ĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶŽĨƚŚĞŽƵŶƚǇ͛ƐƐĞǁĞƌƐǇƐƚĞŵ͘dŚĞ ĨƵŶĚ͛ƐŵĂũŽƌƐŽƵƌĐĞŽĨŽƉĞƌĂƚŝŶŐƌĞǀĞŶƵĞŝƐĐŚĂƌŐĞƐĨŽƌƐĞƌǀŝĐĞ͘dŚĞŵĂũŽƌĞǆƉĞŶƐĞƐĐŽŶƐŝƐƚŽĨƐĂůĂƌŝĞƐĂŶĚǁĂŐĞƐĂŶĚ ŝŶƚĞƌĞƐƚ͘

ŝƌƉŽƌƚ͗dŚŝƐĨƵŶĚĂĐĐŽƵŶƚƐĨŽƌƚŚĞŽƉĞƌĂƚŝŽŶƐŽĨƚŚĞŽƵŶƚǇŝƌƉŽƌƚ͘ĨŝǆĞĚďĂƐĞŽƉĞƌĂƚŽƌ;&KͿŚĂŶĚůĞƐƚŚĞĚĂŝůǇ ƐĞƌǀŝĐĞĨƵŶĐƚŝŽŶƐŽĨƚŚĞŝƌƉŽƌƚ͘dŚĞ&KŵĂŝŶƚĂŝŶƐĂĐŽŶƚƌĂĐƚǁŝƚŚƚŚĞŽƵŶƚǇĨŽƌƌĞŶƚĂůŽĨďƵŝůĚŝŶŐĂŶĚŚĂŶŐĂƌƐƉĂĐĞ͕ ǁŚŝĐŚŝŶƚƵƌŶƉƌŽǀŝĚĞƐĂƐŝŐŶŝĨŝĐĂŶƚƉŽƌƚŝŽŶŽĨƚŚĞŝƌƉŽƌƚ͛ƐƌĞǀĞŶƵĞƐ͘dŚĞŽƵŶƚǇƌĞƚĂŝŶƐƌĞƐƉŽŶƐŝďŝůŝƚǇĨŽƌĂůůĨĞĚĞƌĂůůǇ ĂŶĚ ƐƚĂƚĞ ĨƵŶĚĞĚ ŝŵƉƌŽǀĞŵĞŶƚ ƉƌŽũĞĐƚƐ͘ dŚĞ ŝƌƉŽƌƚ͛Ɛ ŵĂũŽƌ ĞǆƉĞŶĚŝƚƵƌĞƐ ĐŽŶƐŝƐƚ ŽĨ ƐĂůĂƌŝĞƐ ĂŶĚ ǁĂŐĞƐ͕ ŵĂŝŶƚĞŶĂŶĐĞ͕ĂŶĚĚĞďƚƐĞƌǀŝĐĞ͘ĞďƚƐĞƌǀŝĐĞŽŶĐĞƌƚŝĨŝĐĂƚĞƐŽĨƉĂƌƚŝĐŝƉĂƚŝŽŶŝƐƐƵĞĚƚŽĐŽŶƐƚƌƵĐƚĨĂĐŝůŝƚŝĞƐŝƐĂĐĐŽƵŶƚĞĚ ĨŽƌƚŚƌŽƵŐŚƚŚĞŝƌƉŽƌƚĨƵŶĚ͘

Kd,Z&hE^ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ dŚĞŽƵŶƚǇ͛ƐŽŵƉƌĞŚĞŶƐŝǀĞŶŶƵĂů&ŝŶĂŶĐŝĂůZĞƉŽƌƚ;&ZͿƌĞƉŽƌƚƐŽŶƐĞǀĞƌĂůĨƵŶĚƐƚŚĂƚĂƌĞŶŽƚŝŶĐůƵĚĞĚŝŶƚŚĞ ŽƵŶƚǇ͛ƐďƵĚŐĞƚ͘ǆĂŵƉůĞƐŽĨƚŚĞƐĞĨƵŶĚƐĂƌĞƚŚĞ/ŶŵĂƚĞdƌƵƐƚ&ƵŶĚ͕ƚŚĞWŽůŝĐĞ^ĂĨĞŬĞĞƉŝŶŐ&ƵŶĚ͕ƚŚĞ'ƌĞĂƚĞƌ

ϭϭ FY2018 Budget Basis of Accounting, Structure of County Funds, and Basis of Budgeting

ZŝĐŚŵŽŶĚ ŽŶǀĞŶƚŝŽŶ ĞŶƚĞƌ ƵƚŚŽƌŝƚǇ &ƵŶĚ͕ ĂŶĚ ƚŚĞ ^ƉĞĐŝĂů tĞůĨĂƌĞ &ƵŶĚ͘ dŚĞƐĞ ĂƌĞ ĨŝĚƵĐŝĂƌǇ ĨƵŶĚƐ ĨŽƌ ǁŚŝĐŚ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ ŝƐ ƚŚĞ ĨŝƐĐĂů ĂŐĞŶƚ ƌĞƐƉŽŶƐŝďůĞ ĨŽƌ Ăůů ĂƐƉĞĐƚƐ ŽĨ ĨŝŶĂŶĐŝĂů ƌĞƉŽƌƚŝŶŐ͕ ǁŚĞƌĞ ƚŚĞ ŽƵŶƚǇ ŚŽůĚƐ ŵŽŶŝĞƐĨŽƌŽƵŶƚǇŝŶŵĂƚĞƐ͕ŽƌǁŚĞƌĞƚŚĞŽƵŶƚǇŝƐĂƉĂƐƐƚŚƌŽƵŐŚĨŽƌƚŚĞƌĞĐĞŝƉƚĂŶĚĚŝƐďƵƌƐĞŵĞŶƚŽĨŵŽŶŝĞƐĨƌŽŵ ĨĞĚĞƌĂůƉƌŽŐƌĂŵƐŽƌWŽůŝĐĞĞƉĂƌƚŵĞŶƚƐĞŝǌƵƌĞƐ͘

&/y^^d^͕W/d>/d/KEEWZ/d/KEͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ dŚĞŽƵŶƚǇ͛ƐƚŚƌĞƐŚŽůĚĨŽƌĐĂƉŝƚĂůŝǌĂƚŝŽŶŽĨƚĂŶŐŝďůĞƉƌŽƉĞƌƚǇŝƐΨϱ͕ϬϬϬŽƌŵŽƌĞƉĞƌƵŶŝƚǁŝƚŚĂŶĞǆƉĞĐƚĞĚƵƐĞĨƵůůŝĨĞ ŐƌĞĂƚĞƌƚŚĂŶŽŶĞǇĞĂƌ͘&ŝǆĞĚĂƐƐĞƚƐŽƚŚĞƌƚŚĂŶďƵŝůĚŝŶŐƐ;ŝŶĐůƵĚŝŶŐƌŽĂĚƐ͕ďƌŝĚŐĞƐ͕ĐƵƌďƐ͕ůŝŐŚƚŝŶŐƐǇƐƚĞŵƐ͕ĞƚĐ͘ͿĂƌĞŶŽƚ ĐĂƉŝƚĂůŝǌĞĚŝĨƚŚĞŽƵŶƚǇŝƐŶŽƚƌĞƐƉŽŶƐŝďůĞĨŽƌŵĂŝŶƚĞŶĂŶĐĞŽĨƚŚĞƐĞĂƐƐĞƚƐ͘

ĞƉƌĞĐŝĂƚŝŽŶŝƐƉƌŽǀŝĚĞĚŽǀĞƌĞƐƚŝŵĂƚĞĚƵƐĞĨƵůůŝǀĞƐŽĨĂƐƐĞƚƐƵƐŝŶŐƚŚĞƐƚƌĂŝŐŚƚͲůŝŶĞŵĞƚŚŽĚ͘tŚĞŶĂƐƐĞƚƐĂƌĞƐŽůĚŽƌ ƌĞƚŝƌĞĚ͕ƚŚĞŝƌĐŽƐƚĂŶĚƌĞůĂƚĞĚĂĐĐƵŵƵůĂƚĞĚĚĞƉƌĞĐŝĂƚŝŽŶĂƌĞƌĞŵŽǀĞĚĨƌŽŵƚŚĞĂĐĐŽƵŶƚƐĂŶĚƚŚĞŐĂŝŶƐŽƌůŽƐƐĞƐĂƌĞ ƌĞĨůĞĐƚĞĚŽŶƚŚĞŝŶĐŽŵĞƐƚĂƚĞŵĞŶƚĐƵƌƌĞŶƚůǇ͘ĞƉƌĞĐŝĂƚŝŽŶŽĨĂůůĞǆŚĂƵƐƚŝďůĞĨŝǆĞĚĂƐƐĞƚƐƵƐĞĚďǇƉƌŽƉƌŝĞƚĂƌǇĨƵŶĚƐŝƐ ĐŚĂƌŐĞĚĂƐĂŶĞǆƉĞŶƐĞĂŐĂŝŶƐƚƚŚĞŝƌŽƉĞƌĂƚŝŽŶƐĂŶĚĂĐĐƵŵƵůĂƚĞĚĚĞƉƌĞĐŝĂƚŝŽŶŝƐƌĞƉŽƌƚĞĚŝŶƉƌŽƉƌŝĞƚĂƌǇĨƵŶĚďĂůĂŶĐĞ ƐŚĞĞƚƐ͘

^/^K&h'd/E'ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͛ƐďƵĚŐĞƚŝƐƉƌĞƐĞŶƚĞĚŽŶĂĚŝĨĨĞƌĞŶƚďĂƐŝƐƚŚĂŶƚŚĞ'WďĂƐŝƐŽĨĂĐĐŽƵŶƚŝŶŐƵƐĞĚĨŽƌĨŝŶĂŶĐŝĂů ƐƚĂƚĞŵĞŶƚ ƌĞƉŽƌƚŝŶŐ ƉƵƌƉŽƐĞƐ͘ dŚĞ ďƵĚŐĞƚĂƌǇ ďĂƐŝƐ ƉƌĞƐĞŶƚƐ ƚŚĞ ƵƐĞ ŽĨ ƌĞƐƚƌŝĐƚĞĚ͕ ĐŽŵŵŝƚƚĞĚ͕ ĂŶĚ ĂƐƐŝŐŶĞĚ ĨƵŶĚ ďĂůĂŶĐĞ ĂƐ ĂŶŽƚŚĞƌ ĨŝŶĂŶĐŝŶŐ ƐŽƵƌĐĞ͘ ƵĚŐĞƚĂƌǇ ĞǆƉĞŶĚŝƚƵƌĞƐ ŵĂǇ ŝŶĐůƵĚĞ ŝƚĞŵƐ ĐůĂƐƐŝĨŝĞĚ ĂƐ ŽƚŚĞƌ ĨŝŶĂŶĐŝŶŐ ƵƐĞƐ ƵŶĚĞƌ ƚŚĞ 'W ďĂƐŝƐ ŽĨ ĂĐĐŽƵŶƚŝŶŐ͘ ƵĚŐĞƚĂƌǇ ŽƚŚĞƌ ĨŝŶĂŶĐŝŶŐ ƵƐĞƐ ŵĂǇ ŝŶĐůƵĚĞ ŝƚĞŵƐ ĐůĂƐƐŝĨŝĞĚ ĂƐ ĞǆƉĞŶĚŝƚƵƌĞƐ ƵŶĚĞƌƚŚĞ'WďĂƐŝƐŽĨĂĐĐŽƵŶƚŝŶŐ͘hŶĚĞƌƚŚĞ'WďĂƐŝƐŽĨĂĐĐŽƵŶƚŝŶŐƵƐĞĚŝŶƉƌŽƉƌŝĞƚĂƌǇĨƵŶĚƐ͕ƚŚĞƌĞĐĞŝƉƚŽĨ ůŽŶŐͲƚĞƌŵĚĞďƚƉƌŽĐĞĞĚƐ͕ĐĂƉŝƚĂůŽƵƚůĂǇƐ͕ĂŶĚĚĞďƚƐĞƌǀŝĐĞƉƌŝŶĐŝƉĂůƉĂǇŵĞŶƚƐĂƌĞŶŽƚƌĞƉŽƌƚĞĚŝŶŽƉĞƌĂƚŝŽŶƐ͕ďƵƚ ĂůůŽĐĂƚŝŽŶƐĨŽƌĚĞƉƌĞĐŝĂƚŝŽŶĂŶĚĂŵŽƌƚŝǌĂƚŝŽŶĞǆƉĞŶƐĞĂƌĞƌĞĐŽƌĚĞĚ͘tŚŝůĞĚĞƉƌĞĐŝĂƚŝŽŶĞǆƉĞŶƐĞŝƐŶŽƚďƵĚŐĞƚĞĚ͕ƚŚĞ ƉůĂŶŶĞĚ ƉƵƌĐŚĂƐĞ ƉƌŝĐĞ ŽĨ ĞƋƵŝƉŵĞŶƚ ĂŶĚ ĐĂƉŝƚĂů ŝŵƉƌŽǀĞŵĞŶƚƐ ŝƐ ďƵĚŐĞƚĞĚ͘ &Žƌ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ͛Ɛ ďƵĚŐĞƚĂƌǇ ƉƌĞƐĞŶƚĂƚŝŽŶ͕ƚŚĞŽƉƉŽƐŝƚĞŝƐƚƌƵĞ͘&ŽƌƐŽŵĞƉƌŽƉƌŝĞƚĂƌǇĨƵŶĚƚƌĂŶƐĂĐƚŝŽŶƐ͕ƌĞǀĞŶƵĞƌĞĐŽŐŶŝƚŝŽŶƵŶĚĞƌƚŚĞďƵĚŐĞƚĂƌǇ ďĂƐŝƐŝƐĚĞĨĞƌƌĞĚƵŶƚŝůĂŵŽƵŶƚƐĂƌĞĂĐƚƵĂůůǇƌĞĐĞŝǀĞĚĂƐĐĂƐŚ͖ǁŚĞƌĞĂƐ͕ƚŚĞƐĞƚƌĂŶƐĂĐƚŝŽŶƐĂƌĞƌĞĐŽƌĚĞĚĂƐƌĞǀĞŶƵĞ ǁŚĞŶ ĞĂƌŶĞĚ ƵŶĚĞƌ ƚŚĞ 'W ďĂƐŝƐ ŽĨ ĂĐĐŽƵŶƚŝŶŐ͘ ƵĚŐĞƚĞĚ ĂŵŽƵŶƚƐ ƌĞĨůĞĐƚĞĚ ŝŶ ƚŚĞ ĨŝŶĂŶĐŝĂů ƐƚĂƚĞŵĞŶƚ ĂƌĞ ĂƐ ŽƌŝŐŝŶĂůůǇĂĚŽƉƚĞĚŽƌĂƐĂŵĞŶĚĞĚďǇƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐŽƌŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌ͘

WƌŝŽƌƚŽDĂǇϭ͕ĂĐĐŽƌĚŝŶŐƚŽƚŚĞŽƵŶƚǇŚĂƌƚĞƌ͕ƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂĚŽƉƚƐƚŚĞďƵĚŐĞƚďǇƌĞƐŽůƵƚŝŽŶĂŶĚĨƵŶĚƐ ĂƌĞ ĂƉƉƌŽƉƌŝĂƚĞĚ ŐĞŶĞƌĂůůǇ Ăƚ ƚŚĞ ĨƵŶĐƚŝŽŶĂů ůĞǀĞů ĨŽƌ ƚŚĞ ŐĞŶĞƌĂů ĨƵŶĚ͕ Ăƚ ƚŚĞ ĨƵŶĚ ůĞǀĞů ĨŽƌ ƚŚĞ ĐŽŵƉƌĞŚĞŶƐŝǀĞ ƐĞƌǀŝĐĞƐĨƵŶĚ͕ĂŶĚĂƚƚŚĞŵĂũŽƌĐĂƚĞŐŽƌǇŽĨĞǆƉĞŶĚŝƚƵƌĞƐĨŽƌƚŚĞƐĐŚŽŽůŽƉĞƌĂƚŝŶŐĨƵŶĚ͕ƚŚƌŽƵŐŚƚŚĞƉĂƐƐĂŐĞŽĨĂŶ ĂƉƉƌŽƉƌŝĂƚŝŽŶƐƌĞƐŽůƵƚŝŽŶ͘/ŶĂĚĚŝƚŝŽŶ͕ĂďƵĚŐĞƚŝƐĂĚŽƉƚĞĚĨŽƌĞĂĐŚŐƌĂŶƚŽƌƉƌŽũĞĐƚŝŶƚŚĞŐƌĂŶƚƐĂŶĚĐŽƵŶƚǇĐĂƉŝƚĂů ƉƌŽũĞĐƚƐ ĨƵŶĚ ĂŶĚ ƐĐŚŽŽů ĐĂƉŝƚĂů ƉƌŽũĞĐƚƐ ĨƵŶĚ ƉƌŽũĞĐƚƐ ĂƌĞ ĂƉƉƌŽƉƌŝĂƚĞĚ ŝŶ ƚŽƚĂů ĨŽƌ ĞĂĐŚ ĨŝƐĐĂů ǇĞĂƌ͘ dŚĞ ďƵĚŐĞƚ ƌĞƐŽůƵƚŝŽŶƐƉĞĐŝĨŝĞƐƚŚĂƚƚŚĞďƵĚŐĞƚĂŶĚĂƉƉƌŽƉƌŝĂƚŝŽŶĨŽƌĞĂĐŚŐƌĂŶƚŽƌƉƌŽũĞĐƚĐŽŶƚŝŶƵĞƵŶƚŝůƚŚĞĞǆƉŝƌĂƚŝŽŶŽĨƚŚĞ ŐƌĂŶƚŽƌĐŽŵƉůĞƚŝŽŶŽĨƚŚĞƉƌŽũĞĐƚ͘ůůŽƚŚĞƌĂƉƉƌŽƉƌŝĂƚŝŽŶƐůĂƉƐĞĂƚǇĞĂƌͲĞŶĚ͘ƵĚŐĞƚƐĨŽƌƐŽŵĞŝŶĚŝǀŝĚƵĂůŐƌĂŶƚƐĂŶĚ ƉƌŽũĞĐƚƐĂƌĞŶŽƚŝŶĐůƵĚĞĚŚĞƌĞŝŶĂŶĚĂƌĞŽŶůǇĂƉƉƌŽƉƌŝĂƚĞĚĚƵƌŝŶŐƚŚĞǇĞĂƌĂƐĨƵŶĚŝŶŐƐŽƵƌĐĞƐďĞĐŽŵĞĂǀĂŝůĂďůĞ͘ &ŽƌŵĂůďƵĚŐĞƚĂƌǇŝŶƚĞŐƌĂƚŝŽŶŝƐĞŵƉůŽǇĞĚĂƐĂŵĂŶĂŐĞŵĞŶƚĐŽŶƚƌŽůĚĞǀŝĐĞĚƵƌŝŶŐƚŚĞǇĞĂƌĨŽƌĂůůĨƵŶĚƐĞǆĐĞƉƚƚƌƵƐƚ ĂŶĚĂŐĞŶĐǇĨƵŶĚƐ͘dŚĞůĞǀĞůŽĨĐŽŶƚƌŽůĂƚǁŚŝĐŚĞǆƉĞŶĚŝƚƵƌĞƐŵĂǇŶŽƚůĞŐĂůůǇĞǆĐĞĞĚĂƉƉƌŽƉƌŝĂƚŝŽŶƐŝƐƐƉĞĐŝĨŝĞĚŝŶƚŚĞ ĂƉƉƌŽƉƌŝĂƚŝŽŶƐƌĞƐŽůƵƚŝŽŶ͕ĂƐĞǆƉůĂŝŶĞĚĂďŽǀĞ͘

ϭϮ FY2018 Budget Basis of Accounting, Structure of County Funds, and Basis of Budgeting ^dZhdhZK&KhEdz&hE^ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ

Governmental Fund Types Proprietary Fund Types

General Fund

Revenue sources: ƚĂǆĞƐ͕ĨŝŶĞƐ͕ ĨĞĞƐ͕ŝŶƚĞƌĞƐƚ͕ƐĞƌǀŝĐĞĐŚĂƌŐĞƐ͕ Internal Service Funds ƐƚĂƚĞ͕ĨĞĚĞƌĂů͕ŽƚŚĞƌ Fleet Management and Radio Shop Fund

Healthcare Fund

Special Revenue Funds Risk Management Fund

Comprehensive Services Fund

Revenue sources:ƚƌĂŶƐĨĞƌ ĨƌŽŵŐĞŶĞƌĂůĨƵŶĚ͕ƐĐŚŽŽůƐ͕ ^ŽĐŝĂů^ĞƌǀŝĐĞƐ͕ƐƚĂƚĞ Enterprise Funds School Fund Water Fund Revenue sources: ƚƌĂŶƐĨĞƌ Wastewater Fund ĨƌŽŵŐĞŶĞƌĂůĨƵŶĚ͕ĨĞĞƐ͕ ƐƚĂƚĞ͕ĨĞĚĞƌĂů Airport Fund Grants Fund

Revenue sources: ƚƌĂŶƐĨĞƌ ĨƌŽŵŐĞŶĞƌĂůĨƵŶĚ͕ĚŽŶĂͲ ƚŝŽŶƐ͕ƐƚĂƚĞ͕ĨĞĚĞƌĂů

Capital Projects Fund Mental Health Fund Revenue Sources͗ƚƌĂŶƐĨĞƌĨƌŽŵ Revenue sources: ƚƌĂŶƐĨĞƌ ŐĞŶĞƌĂůĨƵŶĚ͕ďŽŶĚƐ͕ůĞĂƐĞ ĨƌŽŵŐĞŶĞƌĂůĨƵŶĚ͕ĚŽŶĂͲ ƉƵƌĐŚĂƐĞ͕ƐƚĂƚĞ͕ĨĞĚĞƌĂů͕ĐĂƐŚ ƚŝŽŶƐ͕ƐƚĂƚĞ͕ĨĞĚĞƌĂů͕ĨĞĞƐ ƉƌŽĨĨĞƌƐ

Stormwater Utility Fund

Revenue sources: ƚƌĂŶƐĨĞƌ KEY: ĨƌŽŵŐĞŶĞƌĂůĨƵŶĚ͕ĨĞĞƐ͕ /ŶƚĞƌŶĂůhƐĞƌ&ĞĞƐ ƐƚĂƚĞ͕ĨĞĚĞƌĂů dƌĂŶƐĨĞƌƐ ϭϯ ϭϰ FY2018 Budget

&ŝŶĂŶĐŝĂůWŽůŝĐŝĞƐ

&ŝƐĐĂůŝŶƚĞŐƌŝƚǇŝƐĂƚŽƉƉƌŝŽƌŝƚǇĨŽƌŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͘dŚĞŽƵŶƚǇ͛ƐĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐĞƐƚĂďůŝƐŚƚŚĞĨƌĂŵĞǁŽƌŬĨŽƌĨŝŶĂŶĐŝĂů ƉůĂŶŶŝŶŐĂŶĚŵĂŶĂŐĞŵĞŶƚĂŶĚƉƌŽǀŝĚĞŐƵŝĚĞůŝŶĞƐĂŐĂŝŶƐƚǁŚŝĐŚďƵĚŐĞƚĂƌǇƉĞƌĨŽƌŵĂŶĐĞĐĂŶďĞŵĞĂƐƵƌĞĚĂŶĚƉƌŽƉŽƐĂůƐ ĨŽƌĨƵƚƵƌĞĨƵŶĚŝŶŐĐĂŶďĞĞǀĂůƵĂƚĞĚ͘dŚĞƉŽůŝĐŝĞƐĨƵƌƚŚĞƌĞŶƐƵƌĞƚŚĂƚƚŚĞŽƵŶƚǇĐŽŶƚŝŶƵĞƐƚŽďĞĂŵŽĚĞůĨŽƌĞǆĐĞůůĞŶĐĞŝŶ ŐŽǀĞƌŶŵĞŶƚ ďǇ ƉƌŽǀŝĚŝŶŐ ĚŝƌĞĐƚŝŽŶ ŝŶ ƚŚĞ ĂƌĞĂƐ ŽĨ ƌĞǀĞŶƵĞƐ͕ ŽƉĞƌĂƚŝŶŐ ĞǆƉĞŶĚŝƚƵƌĞƐ͕ /W ĞǆƉĞŶĚŝƚƵƌĞƐ͕ ĂŶĚ ĚĞďƚ ŵĂŶĂŐĞŵĞŶƚ͘ dŚĞ ŽĂƌĚ ŽĨ ^ƵƉĞƌǀŝƐŽƌƐ ƌĞǀŝĞǁƐ ƚŚĞ ŽƵŶƚǇ͛Ɛ ĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐĂƚůĞĂƐƚĞǀĞƌǇĨŝǀĞǇĞĂƌƐ͕ǁŝƚŚƚŚĞůĂƐƚ ƵƉĚĂƚĞƐŽĐĐƵƌƌŝŶŐŝŶ&zϮϬϭϮ͘ĂƐĞĚŽŶĐƵƌƌĞŶƚƌĞǀŝĞǁ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƐĂŵŝǆŽĨƉŽůŝĐǇĂŵĞŶĚŵĞŶƚƐĂƐǁĞůůĂƐ ƐĞǀĞƌĂů ŶĞǁ ƉŽůŝĐǇ ĂĚĚŝƚŝŽŶƐ͘ dŚĞƐĞ ĂŵĞŶĚŵĞŶƚƐ ĂŶĚ ĂĚĚŝƚŝŽŶƐ ĂƌĞ ĚĞƐĐƌŝďĞĚ͕ ŝŶ ĚĞƚĂŝů͕ ŝŶ ƚŚĞ &zϮϬϭϴ ƵĚŐĞƚ ,ŝŐŚůŝŐŚƚ ƐĞĐƚŝŽŶ ďĞůŽǁ ĂŶĚ ĂĐĐŽƌĚŝŶŐůǇ ŝŶĐůƵĚĞĚ ŝŶ ƚŚĞ ƉŽůŝĐǇ ůŝƐƚŝŶŐ͘ ůƐŽ͕ ƐƉŽƚůŝŐŚƚĞĚ ŝŶ ƚŚĞ &zϮϬϭϴ ŚŝŐŚůŝŐŚƚƐ ƐĞĐƚŝŽŶ ĂƌĞ ŽƚŚĞƌ ƐŝŐŶŝĨŝĐĂŶƚ ĨŝŶĂŶĐŝĂů ĂƐƉĞĐƚƐ ŽĨŝŵƉŽƌƚĂŶĐĞƚŽƚŚĞƐƚƌƵĐƚƵƌĞŽĨ ƚŚĞ &zϮϬϭϴ ďƵĚŐĞƚ͘ /Ŷ Ăůů ĐĂƐĞƐ͕ ƚŚĞ ŽƵŶƚǇ ǁŝůů ďĞ ŝŶ ĂĚŚĞƌĞŶĐĞǁŝƚŚĂůůĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘

FY2018 Budget Highlights x dŚĞƉŽůŝĐǇƌĞǀŝƐŝŽŶƐĞŵďĞĚĚĞĚŝŶƚŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƚǁŽĂŵĞŶĚŵĞŶƚƐƚŽƚŚĞOperating Budget Policy͗ĂŶ ĂĚĚŝƚŝŽŶƚŽƚŚĞŵĂŝŶƚĞŶĂŶĐĞŽĨĐĂƉŝƚĂůĂƐƐĞƚƐƚŚĂƚŽƵƚůŝŶĞƐĂŐŽĂů ƚŽ ƌĞŝŶǀĞƐƚ Ϯ͘ϱ ƉĞƌĐĞŶƚ ŽĨ ƚŚĞ ĐĂůĐƵůĂƚĞĚ ƌĞƉůĂĐĞŵĞŶƚ ǀĂůƵĞ ŽĨ ŽƵŶƚǇ ĨĂĐŝůŝƚŝĞƐ ŝŶƚŽ ŵĂũŽƌ ŵĂŝŶƚĞŶĂŶĐĞ ĞĂĐŚ ǇĞĂƌ ĂŶĚ Ă ůĂŶŐƵĂŐĞ ƚǁĞĂŬ ƚŚĂƚ ĚĞƐĐƌŝďĞƐ ďƵĚŐĞƚƉĞƌĨŽƌŵĂŶĐĞŵŽŶŝƚŽƌŝŶŐĂƐŵŽƌĞŽĨĂŶŽŶŐŽŝŶŐĞĨĨŽƌƚǀĞƌƐƵƐƌŝŐŝĚƋƵĂƌƚĞƌůǇƵƉĚĂƚĞƐ͘dŚĞŽƵŶƚǇŝƐǁŽƌŬŝŶŐ ƚŽǁĂƌĚƐĂĐŚŝĞǀŝŶŐƚŚĞϮ͘ϱƉĞƌĐĞŶƚŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞƌĞŝŶǀĞƐƚŵĞŶƚŐŽĂůĂŶĚĂŶƚŝĐŝƉĂƚĞƐĂĚŚĞƌĞŶĐĞƚŽƚŚĞƉŽůŝĐǇ ĂĚĚŝƚŝŽŶ ǁŝƚŚ ƚŚĞ &zϮϬϮϮ ďƵĚŐĞƚ͘ ĚĚŝƚŝŽŶĂůůǇ͕ ƚŚĞ Operating Budget Policy ǁĂƐ ƵƉĚĂƚĞĚ ƚŽ ŝŶĐůƵĚĞ ƚŚĞ ĂŶŶƵĂů ƉƵƌƐƵŝƚ ŽĨ ƚŚĞ 'ŽǀĞƌŶŵĞŶƚ &ŝŶĂŶĐĞ KĨĨŝĐĞƌƐ ƐƐŽĐŝĂƚŝŽŶ ;'&KͿ ŝƐƚŝŶŐƵŝƐŚĞĚ ƵĚŐĞƚ WƌĞƐĞŶƚĂƚŝŽŶ ǁĂƌĚ͕ ĂŶ ĂǁĂƌĚƌĞĐĞŝǀĞĚďǇƚŚĞŽƵŶƚǇƵĚŐĞƚŽĨĨŝĐĞĨŽƌƚŚĞƉĂƐƚϯϭĐŽŶƐĞĐƵƚŝǀĞǇĞĂƌƐ͘ x dŚĞDebt Ratio PolicyǁĂƐĂůƐŽĂŵĞŶĚĞĚŝŶĂĐŽŶƚŝŶƵĞĚĞĨĨŽƌƚƚŽƐƚƌĞŶŐƚŚĞŶƚŚĞŽƵŶƚǇ͛ƐĨŝŶĂŶĐŝĂůƐƚĂŶĚŝŶŐ͘dǁŽ ŵĞƚƌŝĐƐǁĞƌĞĂĚĚĞĚƚŽƚŚĞƉƌĞǀŝŽƵƐůǇĞǆŝƐƚŝŶŐƌĂƚŝŽƐ͗ĞďƚƚŽWĞƌƐŽŶĂů /ŶĐŽŵĞ ƉƌŽǀŝĚĞƐ Ă ŵŽƌĞ ĐŽŵƉƌĞŚĞŶƐŝǀĞ ĂƐƐĞƐƐŵĞŶƚ ŽĨ ƚŚĞ ŽƵŶƚǇ͛Ɛ ĚĞďƚ ƉŽƌƚĨŽůŝŽ͕ ĂŶĚ ƚŚĞ ϭϬͲzĞĂƌ WĂǇŽƵƚ ZĂƚŝŽ ĞŶƐƵƌĞƐ ĐŽŶƚŝŶƵĞĚ ƌĞƐƉŽŶƐŝďůĞ ĚĞďƚ ŵĂŶĂŐĞŵĞŶƚƉƌĂĐƚŝĐĞƐ͘ĚĚŝƚŝŽŶĂůůǇ͕ŝŶĂŶĞĨĨŽƌƚƚŽƐƚƌĞŶŐƚŚĞŶƚŚĞĞďƚĂƐĂWĞƌĐĞŶƚĂŐĞŽĨƐƐĞƐƐĞĚsĂůƵĞ ŵĞƚƌŝĐ͕ ƚŚĞ ĐĂƉ ĂŶĚ ĐĞŝůŝŶŐ ǁĞƌĞ ƌĞĚƵĐĞĚ ďǇ ϱϬ ďĂƐŝƐ ƉŽŝŶƚƐ ĞĂĐŚ ƚŽ Ϯ͘ϱ ƉĞƌĐĞŶƚ ĂŶĚ ϯ͘Ϭ ƉĞƌĐĞŶƚ ƌĞƐƉĞĐƚŝǀĞůǇ͘ dŚĞƐĞ ĐŚĂŶŐĞƐĂƌĞŚŝŐŚůŝŐŚƚĞĚŝŶƚŚĞĚĞďƚƌĂƚŝŽĐŚĂƌƚƐŚŽǁŶŝŶƚŚĞDebt PoliciesƐĞĐƚŝŽŶďĞůŽǁ͘&ƵƌƚŚĞƌ͕ƚŚĞDebt PolicyŝƐ ĨŽƌŵĂůůǇƵƉĚĂƚĞĚƚŽĂĚĚƉƌĂĐƚŝĐĞƐĂůƌĞĂĚǇŝŶƉůĂĐĞĨŽƌĚĞďƚƌĞĨƵŶĚŝŶŐƐĂŶĚĚĞďƚƐƚƌƵĐƚƵƌĞ͘dŚĞƉŽůŝĐǇŶŽǁƐƚĂƚĞƐ ƚŚĂƚĚĞďƚǁŝůůďĞƉĞƌŝŽĚŝĐĂůůǇƌĞǀŝĞǁĞĚĨŽƌƌĞĨƵŶĚŝŶŐŽƉƉŽƌƚƵŶŝƚŝĞƐǁŚĞŶĐŽŶĚŝƚŝŽŶƐĂƌĞĨĂǀŽƌĂďůĞĨŽƌƉƌŽĚƵĐŝŶŐ ƐĂǀŝŶŐƐ͕ŐĞŶĞƌĂůůǇ͕ŽŶůǇŝĨƚŚĞƉƌĞƐĞŶƚǀĂůƵĞƐĂǀŝŶŐƐŽĨĂƉĂƌƚŝĐƵůĂƌŝƐƐƵĞǁŝůůĞǆĐĞĞĚƚŚƌĞĞƉĞƌĐĞŶƚŽĨƚŚĞƌĞĨƵŶĚĞĚ ƉƌŝŶĐŝƉĂů͘dŚĞƉŽůŝĐǇĂůƐŽƐƚĂƚĞƐƚŚĂƚƚŚĞŽƵŶƚǇǁŝůůƐƚƌŝǀĞĨŽƌĂůĞǀĞůƉƌŝŶĐŝƉĂůƌĞƉĂǇŵĞŶƚƐƚƌƵĐƚƵƌĞŽǀĞƌƚŚĞůŝĨĞŽĨ ƚŚĞŝƐƐƵĞŝŶŽƌĚĞƌƚŽŚĞůƉŵĂŝŶƚĂŝŶƐƚĂƚĞĚƉĂǇŽƵƚƌĂƚŝŽŐŽĂůƐ͘ x ĞŐŝŶŶŝŶŐǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͕ƚŚĞŽƵŶƚǇǁŝůůŶŽůŽŶŐĞƌďƵĚŐĞƚƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞ;ƐĞĞ Fund Balance Levels PolicyͿ͘dŚĞƉƌĞŵŝƐĞĨŽƌƚŚĞĐŚĂŶŐĞŝƐƚŚĞŽƵŶƚǇĚŽĞƐŶŽƚŝŶƚĞŶĚƚŽƵƐĞĨƵŶĚďĂůĂŶĐĞĂƐĂ ƐŽƵƌĐĞƚŽĨƵŶĚŽƉĞƌĂƚŝŽŶĂůĞǆƉĞŶƐĞƐ͘dŚĞƌĞĨŽƌĞ͕ďƵĚŐĞƚŝŶŐƚŚĞƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞŝŶĨůĂƚĞƐƚŚĞƚŽƚĂůďƵĚŐĞƚ ǁŝƚŚƚŚĞƌĞǀĞŶƵĞĂŶĚĞǆƉĞŶĚŝƚƵƌĞŽĨĨƐĞƚ͘^ŚŽƵůĚĂŶƵŶĨŽƌĞƐĞĞŶĞŵĞƌŐĞŶĐǇŽƌƉƌŽũĞĐƚĂƌŝƐĞ͕ŽĂƌĚĂĐƚŝŽŶǁŝůůďĞ ƌĞƋƵŝƌĞĚ ƚŽ ĂƉƉƌŽƉƌŝĂƚĞ ĨƵŶĚ ďĂůĂŶĐĞ͕ ĂƐ ŶĞĞĚĞĚ͕ ƚŽ ĂĚĚƌĞƐƐ ƚŚĞ ƐŝƚƵĂƚŝŽŶ͘ dŚŝƐ ĂďŝůŝƚǇ ƚŽ ĐŽƉĞ ǁŝƚŚ ĨŝŶĂŶĐŝĂů ĞŵĞƌŐĞŶĐŝĞƐ ŝƐ ŵĞĂƐƵƌĞĚ ƚŚƌŽƵŐŚ ƚŚĞ ƌĂƚŝŽ ŽĨ ĨƵŶĚ ďĂůĂŶĐĞ ĂƐ Ă ƉĞƌĐĞŶƚĂŐĞ ŽĨ ŐĞŶĞƌĂů ĨƵŶĚ ĞǆƉĞŶĚŝƚƵƌĞƐ͘ dŚĞ ŽƵŶƚǇŚĂƐƐĞƚƚŚĞƚĂƌŐĞƚƌĂƚŝŽĂƚĞŝŐŚƚƉĞƌĐĞŶƚ͖ŚŽǁĞǀĞƌ͕ƚŚĞƌĂƚŝŽĂƚ:ƵŶĞϯϬ͕ϮϬϭϲǁĂƐϴ͘ϳƉĞƌĐĞŶƚ͘dŚŝƐƌĂƚŝŽŚĂƐ ƌĞŵĂŝŶĞĚ ƐƚĞĂĚǇ ŽǀĞƌ ƚŚĞ ƉĂƐƚ ĨŝǀĞ ǇĞĂƌƐ ƌĞĨůĞĐƚŝŶŐ ƚŚĞ ŽƵŶƚǇ͛ƐƐƚƌŽŶŐĨŝŶĂŶĐŝĂůƉŽƐŝƚŝŽŶ͘ƐŝŶƚŚĞƉĂƐƚ͕ƚŚĞ ŽƵŶƚǇ ǁŝůů ĐŽŶƚŝŶƵĞ ƚŽ ĨƵŶĚ ƵŶĂƐƐŝŐŶĞĚ ĨƵŶĚ ďĂůĂŶĐĞ ǁŝƚŚ ƉƌŝŽƌ ǇĞĂƌ ƐƵƌƉůƵƐĞƐ ĂŶĚ ďƵĚŐĞƚĞĚ ĂĚĚŝƚŝŽŶƐ͘ ĐĐŽƌĚŝŶŐůǇ͕&zϮϬϭϳƉƌŽũĞĐƚŝŽŶƐŝŶĐůƵĚĞĂƉŽƐŝƚŝǀĞĐŽŶƚƌŝďƵƚŝŽŶƚŽƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞŽĨĂƉƉƌŽǆŝŵĂƚĞůǇΨϭ͘ϯ ŵŝůůŝŽŶ͕ ĂŶĚƌĞŵĂŝŶƐŝŶĐŽŵƉůŝĂŶĐĞǁŝƚŚƉŽůŝĐǇŝŶ&zϮϬϭϴͲϮϬϮϮ͘ x WƌŽƉĞƌƚǇ ƚĂǆ ƌĞǀĞŶƵĞ ĐŽůůĞĐƚŝŽŶ ;ƐĞĞ Revenue Collection PolicyͿ ƌĞŵĂŝŶƐ ƐƚƌŽŶŐ ǁŝƚŚ Ă ĐŽůůĞĐƚŝŽŶ ƌĂƚĞ ŽĨ ϵϳ͘ϲ ƉĞƌĐĞŶƚŽĨƚŚĞƚŽƚĂůƚĂǆůĞǀǇŝŶ&zϮϬϭϲ͕ƵƉĨƌŽŵϵϱ͘ϳƉĞƌĐĞŶƚŝŶ&zϮϬϭϱ͘ x dŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƐƚŚĞĂƉƉƌŽƉƌŝĂƚŝŽŶŽĨŽŶĞƚŝŵĞƌĞǀĞŶƵĞƐŽƌĞǆƉĞŶĚŝƚƵƌĞƐĂǀŝŶŐƐ;ƐĞĞUse of One-time Revenue/Expenditure Savings PolicyͿĨŽƌŶŽŶͲƌĞĐƵƌƌŝŶŐĞǆƉĞŶĚŝƚƵƌĞƐ͘dŚŝƐŝƐĂŶŝŶĐƌĞĂƐĞŽĨΨϰ͘ϯŵŝůůŝŽŶŽǀĞƌƚŚĞ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱ FY2018 Budget Financial Policies

ƉƌŝŽƌǇĞĂƌĂŶĚŝƐůĂƌŐĞůǇĂƚƚƌŝďƵƚĂďůĞƚŽƚŚĞƐĐŚĞĚƵůĞĚƵƐĞŽĨĚĞďƚƐĞƌǀŝĐĞƌĞƐĞƌǀĞƐŝŶƚŚĞƐĐŚŽŽůďƵĚŐĞƚƌĞůĂƚĞĚƚŽ ƚŚĞƚŝŵĞůǇĞǆĞĐƵƚŝŽŶŽĨƚŚĞϮϬϭϯZĞĨĞƌĞŶĚƵŵ͘ x dŚĞ ŽƵŶƚǇ ĐŽŶƚŝŶƵĞƐ ŝƚƐ ĐŽŵŵŝƚŵĞŶƚ ƚŽ ƵƐĞ ĐƵƌƌĞŶƚ ƌĞǀĞŶƵĞƐ ƚŽ ĨƵŶĚ Ă ƐŝŐŶŝĨŝĐĂŶƚ ƉŽƌƚŝŽŶ ŽĨ ĐĂƉŝƚĂů ŝŵƉƌŽǀĞŵĞŶƚƐ͕ǁŝƚŚϲϴƉĞƌĐĞŶƚŽĨƚŚĞ&zϮϬϭϴͲϮϬϮϮ/WĨƵŶĚĞĚĨƌŽŵĐƵƌƌĞŶƚƌĞǀĞŶƵĞƐ͘ĚĚŝƚŝŽŶĂůůǇ͕ĨŽƌ&zϮϬϭϴ͕ ƚŚĞ ƉĞƌĐĞŶƚĂŐĞ ŽĨ ŐĞŶĞƌĂů ĨƵŶĚ ĚĞƉĂƌƚŵĞŶƚĂů ĞǆƉĞŶĚŝƚƵƌĞƐ ĂůůŽĐĂƚĞĚ ƚŽ ƚŚĞ Transfer to the Reserve for Capital Improvement Program (RFCIP)ŝƐϳ͘ϲƉĞƌĐĞŶƚĂŶĚƌĞŵĂŝŶƐƐƚĞĂĚǇŽǀĞƌƚŚĞĨŝǀĞͲǇĞĂƌ/W͘&ƵƌƚŚĞƌ͕ƚŚĞƵŶĂůůŽĐĂƚĞĚ ƚƌĂŶƐĨĞƌĂŵŽƵŶƚĚĞĚŝĐĂƚĞĚĨŽƌĨƵƚƵƌĞĐĂƉŝƚĂůƉƌŽũĞĐƚƐŝŶ&zϮϬϭϴŝƐΨϱϰϭ͕ϳϬϬ͕ďƌŝŶŐŝŶŐƚŚĞƚŽƚĂůƚŽĂƉƉƌŽǆŝŵĂƚĞůǇ Ψϴ͘ϲŵŝůůŝŽŶ͘ x /ŶĂŶĞĨĨŽƌƚƚŽƌĞĚƵĐĞĂĚŵŝŶŝƐƚƌĂƚŝǀĞĂĐĐŽƵŶƚŝŶŐƚĂƐŬƐ͕ĂŶĞǁĂƉƉƌŽĂĐŚǁĂƐƚĂŬĞŶƚŽƚŚĞƚƌĂŶƐĨĞƌďĞƚǁĞĞŶŽƵŶƚǇ ĂŶĚ^ĐŚŽŽůƐŝŶƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘dŚĞƌĞŝƐŶŽĐŚĂŶŐĞƚŽƚŚĞĨƵŶĚŝŶŐůĞǀĞů͕ŽŶůǇƚŚĞŵĞĐŚĂŶŝĐƐŽĨƚŚĞƚƌĂŶƐĨĞƌ͘dŚĞ &zϮϬϭϴ ďƵĚŐĞƚ ŝŶĐůƵĚĞƐ Ă ƚƌĂŶƐĨĞƌ ŽĨ Ψϯϰϱ͘ϯ ŵŝůůŝŽŶ ƚŽ ƐĐŚŽŽůƐ͘ DŽǀŝŶŐ ĨŽƌǁĂƌĚ͕ ƚŚĞ ƚƌĂŶƐĨĞƌ ǁŝůů ďĞ ĐĂůĐƵůĂƚĞĚ ŶĞƚƚŝŶŐŽĨĨĐŚĂƌŐĞƐĨŽƌƐŚĂƌĞĚŽƵŶƚǇƐĞƌǀŝĐĞƐ;ƐƵĐŚĂƐŐƌŽƵŶĚƐŵĂŝŶƚĞŶĂŶĐĞĂŶĚƉƵƌĐŚĂƐŝŶŐͿǀĞƌƐƵƐŐƌŽƐƐŝŶŐƵƉ ƚŚĞƚƌĂŶƐĨĞƌ͘ x dŚĞ &zϮϬϭϴ ďƵĚŐĞƚ ŝŶĐůƵĚĞƐ ƌĞǀŝƐŝŽŶƐ ƚŽ ƚŚĞ ƉƉƌŽƉƌŝĂƚŝŽŶƐ ZĞƐŽůƵƚŝŽŶ͖ĂƐƉĂƌƚŽĨƚŚĞĐŚĂŶŐĞ͕ƚŚĞƐĞĐƚŝŽŶ ĂĚĚƌĞƐƐŝŶŐ ƚŚĞ hƚŝůŝƚŝĞƐ ĞƉĂƌƚŵĞŶƚ ƌĂƚĞ ƐƚĂďŝůŝǌĂƚŝŽŶ ŐƵŝĚĞůŝŶĞƐ ǁĂƐ ƌĞŵŽǀĞĚ͘ ĐĐŽƌĚŝŶŐůǇ͕ ƚŚĂƚ ŝŶĨŽƌŵĂƚŝŽŶ ŝƐ ŶŽǁŝŶĐůƵĚĞĚŝŶƚŚĞƐĞĐƚŝŽŶǁŝƚŚƚŚĞŽƚŚĞƌĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐ͘ x ƐŝŶƚŚĞƉĂƐƚ͕ĞǆĐĞƌƉƚƐĨƌŽŵƚŚĞTreasurer’s Investment PolicyĂƌĞŝŶĐůƵĚĞĚǁŝƚŚƚŚĞ&ŝŶĂŶĐŝĂůWŽůŝĐŝĞƐůŝƐƚĞĚďĞůŽǁ͘ The Treasurer’s Investment Policy͕ĚĂƚĞĚ:ĂŶƵĂƌǇϭ͕ϮϬϭϳ͕ŝƐĂƉŽůŝĐǇŽĨƚŚĞdƌĞĂƐƵƌĞƌĂŶĚĚŽĞƐŶŽƚƌĞƋƵŝƌĞŽĂƌĚŽĨ ^ƵƉĞƌǀŝƐŽƌƐĂƉƉƌŽǀĂů͘

BALANCED BUDGET______ dŚĞƉƌŽǀŝƐŝŽŶƐŽĨƚŚĞŽĚĞŽĨsŝƌŐŝŶŝĂƐŚĂůůĐŽŶƚƌŽůƚŚĞƉƌĞƉĂƌĂƚŝŽŶ͕ĐŽŶƐŝĚĞƌĂƚŝŽŶ͕ĂĚŽƉƚŝŽŶ͕ĂŶĚĞǆĞĐƵƚŝŽŶŽĨƚŚĞŽƵŶƚǇ ďƵĚŐĞƚ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚĞŽƵŶƚǇŚĂƌƚĞƌƌĞƋƵŝƌĞƐƚŚĞďƵĚŐĞƚƚŽďĞďĂůĂŶĐĞĚ͘dŚĞŽƵŶƚǇ͛ƐďƵĚŐĞƚŝƐĐŽŶƐŝĚĞƌĞĚďĂůĂŶĐĞĚŝĨ ĞƐƚŝŵĂƚĞĚƌĞǀĞŶƵĞƐŵĞĞƚƉůĂŶŶĞĚĞǆƉĞŶĚŝƚƵƌĞƐ͘dŚĞďƵĚŐĞƚƐŚĂůůĐŽŶƚƌŽůƚŚĞůĞǀǇŽĨƚĂǆĞƐĂŶĚƚŚĞĞǆƉĞŶĚŝƚƵƌĞŽĨŵŽŶĞǇ ĨŽƌĂůůŽƵŶƚǇƉƵƌƉŽƐĞƐĚƵƌŝŶŐƚŚĞĞŶƐƵŝŶŐĨŝƐĐĂůǇĞĂƌ͘Status: The FY2018 budget is balanced.

REVENUE POLICIESͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ dŚĞŽƵŶƚǇǁŝůůƐƚƌŝǀĞƚŽŵĂŝŶƚĂŝŶĂĚŝǀĞƌƐŝĨŝĞĚĂŶĚƐƚĂďůĞƌĞǀĞŶƵĞƐǇƐƚĞŵƚŽƐŚĞůƚĞƌƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶĨƌŽŵĨůƵĐƚƵĂƚŝŽŶƐŝŶ ĂŶǇƐŝŶŐůĞƌĞǀĞŶƵĞƐŽƵƌĐĞĂŶĚĞŶƐƵƌĞŝƚƐĂďŝůŝƚǇƚŽƉƌŽǀŝĚĞŽŶŐŽŝŶŐƐĞƌǀŝĐĞ͘

&ƵŶĚĂůĂŶĐĞͲdŚĞƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞŚĂƐďĞĞŶĞƐƚĂďůŝƐŚĞĚŽǀĞƌŵĂŶǇǇĞĂƌƐƚŽƉƌŽǀŝĚĞƚŚĞŽƵŶƚǇǁŝƚŚƐƵĨĨŝĐŝĞŶƚ ƌĞƐŽƵƌĐĞƐ ƚŽ ĨŝŶĂŶĐĞ ƵŶĨŽƌĞƐĞĞŶ ĞŵĞƌŐĞŶĐŝĞƐ ǁŝƚŚŽƵƚ ďŽƌƌŽǁŝŶŐ͘ dŽ ĐŽŶƐĞƌǀĞ ĂŶĚ ĂǀŽŝĚ ƌĞůŝĂŶĐĞ ŽŶ ƚŚŝƐ ďĂůĂŶĐĞ͕ ƚŚĞ ŽƵŶƚǇǁŝůůŶŽƚĨŝŶĂŶĐĞŽƉĞƌĂƚŝŽŶƐĨƌŽŵƚŚĞƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞ͘Status: The County has not used unassigned fund balance to finance current operations.

ZĞǀĞŶƵĞ Žƌ dĂǆ ŶƚŝĐŝƉĂƚŝŽŶ EŽƚĞƐ Ͳ dŚĞ ŽƵŶƚǇ ĚŽĞƐ ŶŽƚ ŝŶƚĞŶĚ ƚŽ ŝƐƐƵĞ ƚĂǆ Žƌ ƌĞǀĞŶƵĞ ĂŶƚŝĐŝƉĂƚŝŽŶ ŶŽƚĞƐ ƚŽ ĨƵŶĚ ŐŽǀĞƌŶŵĞŶƚŽƉĞƌĂƚŝŽŶƐ͘ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŝŶƚĞŶĚƐƚŽŵĂŶĂŐĞĐĂƐŚŝŶĂĨĂƐŚŝŽŶƚŚĂƚǁŝůůƉƌĞǀĞŶƚĂŶǇďŽƌƌŽǁŝŶŐƚŽŵĞĞƚ ǁŽƌŬŝŶŐĐĂƉŝƚĂůŶĞĞĚƐ͘Status: No revenue or tax anticipation notes have been issued to fund government operations.

ŽŶĚŶƚŝĐŝƉĂƚŝŽŶEŽƚĞƐͲdŚĞŽƵŶƚǇĚŽĞƐŶŽƚŝŶƚĞŶĚƚŽŝƐƐƵĞŽŶĚŶƚŝĐŝƉĂƚŝŽŶEŽƚĞƐ;EƐͿĨŽƌĂƉĞƌŝŽĚŽĨůŽŶŐĞƌƚŚĂŶ ƚǁŽǇĞĂƌƐ͘/ĨƚŚĞŽƵŶƚǇŝƐƐƵĞƐĂďŽŶĚĂŶƚŝĐŝƉĂƚŝŽŶŶŽƚĞĨŽƌĂĐĂƉŝƚĂůƉƌŽũĞĐƚ͕ƚŚĞEǁŝůůďĞĐŽŶǀĞƌƚĞĚƚŽĂůŽŶŐͲƚĞƌŵďŽŶĚ Žƌ ƌĞĚĞĞŵĞĚ Ăƚ ŝƚƐ ĞǆƉŝƌĂƚŝŽŶ͘ Status: No Bond Anticipation Notes have been issued for longer than two years or are currently outstanding.

&ĞĞƐ ĂŶĚ ŚĂƌŐĞƐ Ͳ ůů ĨĞĞƐ ĞƐƚĂďůŝƐŚĞĚ ďǇ ƚŚĞ ŽƵŶƚǇ ĨŽƌ ůŝĐĞŶƐĞƐ͕ ƉĞƌŵŝƚƐ͕ ĨŝŶĞƐ͕ ƐĞƌǀŝĐĞƐ͕ ĂƉƉůŝĐĂƚŝŽŶƐ͕ ĂŶĚ ŽƚŚĞƌ ŵŝƐĐĞůůĂŶĞŽƵƐĐŚĂƌŐĞƐƐŚĂůůďĞƐĞƚƚŽƌĞĐŽǀĞƌĂƚůĞĂƐƚĂƉŽƌƚŝŽŶŽĨƚŚĞŽƵŶƚǇ͛ƐĞǆƉĞŶƐĞŝŶƉƌŽǀŝĚŝŶŐƚŚĞĂƐƐŽĐŝĂƚĞĚƐĞƌǀŝĐĞ͘ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s

ϭϲ FY2018 Budget Financial Policies

ůůĨĞĞƐƐŚĂůůďĞƌĞǀŝĞǁĞĚĂŶŶƵĂůůǇ͘Status:Fees for services are reviewed annually. The Revenue Analysis section included in the adopted budget will include details on any fee adjustments.

ZĞƐƚƌŝĐƚĞĚZĞǀĞŶƵĞͲZĞƐƚƌŝĐƚĞĚƌĞǀĞŶƵĞƐŚĂůůŽŶůǇďĞƵƐĞĚĨŽƌƚŚĞŝŶƚĞŶĚĞĚƉƵƌƉŽƐĞ͘Status͗Restricted revenues have only been used for the explicit purposes for which they were received.

ZĞǀĞŶƵĞŝǀĞƌƐŝĨŝĐĂƚŝŽŶͲƵƌƌĞŶƚƌĞǀĞŶƵĞƐǁŝůůĨƵŶĚĐƵƌƌĞŶƚĞǆƉĞŶĚŝƚƵƌĞƐĂŶĚĂĚŝǀĞƌƐŝĨŝĞĚĂŶĚƐƚĂďůĞƌĞǀĞŶƵĞƐǇƐƚĞŵǁŝůů ďĞŵĂŝŶƚĂŝŶĞĚƚŽƉƌŽƚĞĐƚƉƌŽŐƌĂŵƐĨƌŽŵƐŚŽƌƚͲƚĞƌŵĨůƵĐƚƵĂƚŝŽŶƐŝŶĂŶǇƐŝŶŐůĞƌĞǀĞŶƵĞƐŽƵƌĐĞ͘ Status:The County’s revenue base is diversified and stable. Please refer to the Revenue and Expenditure Summaries section of this document for details regarding the County’s revenue sources.

ZĞǀĞŶƵĞŽůůĞĐƚŝŽŶͲdŚĞŽƵŶƚǇƐŚĂůůƐƚƌŝǀĞƚŽĂĐŚŝĞǀĞĂŶŽǀĞƌĂůůƉƌŽƉĞƌƚǇƚĂǆĐŽůůĞĐƚŝŽŶƌĂƚĞŽĨϭϬϬƉĞƌĐĞŶƚ͘Status: The property tax collection rate for FY2016 was 97.6 percent of the total tax levy, up from 95.7 percent in FY2015. hƐĞŽĨKŶĞͲƚŝŵĞZĞǀĞŶƵĞͬKŶĞͲƚŝŵĞǆƉĞŶĚŝƚƵƌĞ^ĂǀŝŶŐƐͲdŚĞƵƐĞŽĨŽŶĞͲƚŝŵĞƌĞǀĞŶƵĞƐĂŶĚŽŶĞͲƚŝŵĞĞǆƉĞŶĚŝƚƵƌĞƐĂǀŝŶŐƐ ǁŝůůďĞƵƐĞĚĨŽƌŶŽŶͲƌĞĐƵƌƌŝŶŐĞǆƉĞŶĚŝƚƵƌĞƐĂŶĚĐĂŶďĞĂƉƉƌŽƉƌŝĂƚĞĚĨŽƌƵƐĞŝŶƚŚĞĐƵƌƌĞŶƚĨŝƐĐĂůǇĞĂƌŽƌƐƵďƐĞƋƵĞŶƚĨŝƐĐĂů ǇĞĂƌƐ͘Status:One-time revenues and one-time expenditure savings are only used for non-recurring expenditures and can be appropriated for this use in either the current fiscal year or subsequent fiscal years.

OPERATING BUDGET POLICIESͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ hŶĂƐƐŝŐŶĞĚ'ĞŶĞƌĂů&ƵŶĚĂůĂŶĐĞĂƐĂWĞƌĐĞŶƚĂŐĞŽĨ'ĞŶĞƌĂů&ƵŶĚǆƉĞŶĚŝƚƵƌĞƐͲdŚŝƐƌĂƚŝŽŝŶĚŝĐĂƚĞƐƚŚĞŐĞŶĞƌĂůĂďŝůŝƚǇŽĨ ƚŚĞŽƵŶƚǇƚŽĐŽƉĞǁŝƚŚĨŝŶĂŶĐŝĂůĞŵĞƌŐĞŶĐŝĞƐĂŶĚĨůƵĐƚƵĂƚŝŽŶƐŝŶƌĞǀĞŶƵĞĐǇĐůĞƐ͘dŚĞŽƵŶƚǇŚĂƐĞƐƚĂďůŝƐŚĞĚĂƚĂƌŐĞƚƌĂƚŝŽ ŽĨĞŝŐŚƚƉĞƌĐĞŶƚǁŝƚŚĂĨůŽŽƌŽĨƐŝǆƉĞƌĐĞŶƚ͘Status:The actual percentage for June 30, 2016 was 8.7 percent, remaining steady over the past five years. Moreover, all five years embedded in the FY2018 budget are built at the 8.0 percent level. Additionally, in FY2017 the County projects a positive contribution to unassigned fund balance of approximately $1.3 million, and remains in compliance with policy in FY2018-2022.

&ƵŶĚĂůĂŶĐĞ>ĞǀĞůƐͲdŚĞƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞƚĂƌŐĞƚŝƐĨƵŶĚĞĚĨŽƌƚŚĞƵƉĐŽŵŝŶŐĨŝƐĐĂůǇĞĂƌĨƌŽŵƉƌŝŽƌǇĞĂƌƐƵƌƉůƵƐĞƐ ĂŶĚďƵĚŐĞƚĞĚĂĚĚŝƚŝŽŶƐ͘ŽƚŚƚŚĞŐĞŶĞƌĂůŐŽǀĞƌŶŵĞŶƚĂŶĚƐĐŚŽŽůƐǇƐƚĞŵƐŚĂƌĞŝŶŵĂŝŶƚĂŝŶŝŶŐƚŚĞŽƵŶƚǇ͛ƐĨƵŶĚďĂůĂŶĐĞ͘ Status:Unassigned fund balance is not budgeted in FY2018 (see FY2018 Highlights above), but this remains in compliance with the 8.0 percent level.

ƵƌƌĞŶƚ 'ĞŶĞƌĂů &ƵŶĚ ZĞǀĞŶƵĞƐ ^ƵƉƉŽƌƚŝŶŐ ƵƌƌĞŶƚ ǆƉĞŶĚŝƚƵƌĞƐ Ͳ KŶŐŽŝŶŐ ŽƉĞƌĂƚŝŶŐ ĐŽƐƚƐ ƐŚŽƵůĚ ďĞ ƐƵƉƉŽƌƚĞĚ ďǇ ŽŶŐŽŝŶŐ͕ ƐƚĂďůĞ ƌĞǀĞŶƵĞƐ͘ ZĞƐĞƌǀĞƐ Žƌ ďĂůĂŶĐĞƐ ƐŚŽƵůĚ ďĞ ƵƐĞĚ ŽŶůǇ ĨŽƌ ŽŶĞͲƚŝŵĞ ĞǆƉĞŶĚŝƚƵƌĞƐ͕ ƐƵĐŚ ĂƐ ƵŶĂŶƚŝĐŝƉĂƚĞĚ ĞŵĞƌŐĞŶĐŝĞƐĂŶĚƉƌŽũĞĐƚƐ͘Status: Estimated revenues are equal to projected operating expenditures.

ZĞǀĞŶƵĞĂŶĚǆƉĞŶĚŝƚƵƌĞWƌŽũĞĐƚŝŽŶƐʹ/ŶŽƌĚĞƌƚŽĨĂĐŝůŝƚĂƚĞƉƌƵĚĞŶƚĨŝŶĂŶĐŝĂůƉůĂŶŶŝŶŐĂŶĚĚĞĐŝƐŝŽŶƐ͕ƚŚĞŽƵŶƚǇƉƌĞƉĂƌĞƐ ĂŶĂŶŶƵĂůďƵĚŐĞƚǁŝƚŚĂĨŽƵƌͲǇĞĂƌƉƌŽũĞĐƚŝŽŶŽĨŐĞŶĞƌĂůĨƵŶĚƌĞǀĞŶƵĞƐĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚĞŽƵŶƚǇŝŶĐůƵĚĞƐĂ ĨŝǀĞͲǇĞĂƌƉůĂŶƚŚĂƚƉƌŽǀŝĚĞƐĂƌŽĂĚŵĂƉĨŽƌĂĐŚŝĞǀŝŶŐƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͛ĨƵƚƵƌĞƉƌŽŐƌĂŵŵĂƚŝĐŐŽĂůƐ͘dŚĞ&ŝǀĞͲǇĞĂƌ WůĂŶǁŝůůƉƌŽũĞĐƚĂŶǇŵĂũŽƌƉƌŽŐƌĂŵŵĂƚŝĐĐŚĂŶŐĞƐƚŚĂƚǁŽƵůĚŝŵƉĂĐƚƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚďĞƚǁĞĞŶ&zϮϬϭϵͲϮϬϮϮ͘Status: The FY2018 budget includes revenue and expenditure projections for FY2019-2022 and a five-year plan for programmatic adjustments for FY2018-2022.

ƵĚŐĞƚ WĞƌĨŽƌŵĂŶĐĞ DŽŶŝƚŽƌŝŶŐ Ͳ dŚĞ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚ ĞƉĂƌƚŵĞŶƚ ŵĂŝŶƚĂŝŶƐ ĐŽŶƚĂĐƚ ǁŝƚŚ ĚĞƉĂƌƚŵĞŶƚƐ ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ĨŝƐĐĂů ǇĞĂƌ ƚŽ ĞŶƐƵƌĞ ƚŚĞ ďƵĚŐĞƚ ŝƐ ŝŵƉůĞŵĞŶƚĞĚ ĂƐ ƉůĂŶŶĞĚ͘ ǆƉĞŶĚŝƚƵƌĞ ĂŶĚ ƌĞǀĞŶƵĞ ƉƌŽũĞĐƚŝŽŶƐ ĂƌĞ ĚĞǀĞůŽƉĞĚ ĂŶĚ ƌĞǀŝĞǁĞĚ ǁŝƚŚ ĚĞƉĂƌƚŵĞŶƚ ĚŝƌĞĐƚŽƌƐ͕ ĞǆĞĐƵƚŝǀĞ ůĞĂĚĞƌƐŚŝƉ͕ ĂŶĚ ƚŚĞ ƵĚŝƚ ĂŶĚ &ŝŶĂŶĐĞ ŽŵŵŝƚƚĞĞ͘ dŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ͕ ƚŚƌŽƵŐŚ ƚŚĞ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚ ĞƉĂƌƚŵĞŶƚ͕ ĞǆĞƌĐŝƐĞƐ ĂƉƉƌŽƉƌŝĂƚĞ ĨŝƐĐĂů ŵĂŶĂŐĞŵĞŶƚ ƚŽ ĞŶƐƵƌĞƚŚĂƚƚŚĞŽƵŶƚǇĂĚŚĞƌĞƐƚŽƚŚĞĂĚŽƉƚĞĚďƵĚŐĞƚ͘Status:Revenue andĞxpenditure projections are developed and reviewed throughout the year. Adjustments to the budget, as detailed in the appropriations resolution, are brought before the Board of Supervisors.

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s

ϭϳ FY2018Budget FinancialPolicies

^ĐŚŽŽů ŽĂƌĚ WƌĞůŝŵŝŶĂƌǇ &ƵŶĚŝŶŐ &ŽƌŵƵůĂ Ͳ ĂĐŚ ĨĂůů͕ ƚŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ ƉƌŽǀŝĚĞƐ ƚŚĞ ^ĐŚŽŽů ŽĂƌĚ ǁŝƚŚ Ă ƉƌĞůŝŵŝŶĂƌǇ ĞƐƚŝŵĂƚĞ ŽĨ ůŽĐĂů ĨƵŶĚŝŶŐ ĨŽƌ ƚŚĞ ƵƉĐŽŵŝŶŐ ĨŝƐĐĂů ǇĞĂƌ͘ dŚĞ ^ĐŚŽŽů ŽĂƌĚ ƵƐĞƐ ƚŚŝƐ ƉƌĞůŝŵŝŶĂƌǇ ĞƐƚŝŵĂƚĞ ƚŽ ĨŽƌŵƵůĂƚĞŝƚƐďƵĚŐĞƚ͘dŚĞĨŽƌŵƵůĂďĞŐŝŶƐǁŝƚŚĂďĂƐĞůŝŶĞƉĞƌĐĞŶƚĂŐĞŽĨƐƵƉƉŽƌƚĨŽƌĞĚƵĐĂƚŝŽŶĂŶĚďƵŝůĚƐĨƌŽŵƚŚĞƌĞĂƐ ŶĞĞĚƐĚŝĐƚĂƚĞ͘Status:TheFY2018budgetallocates$275millioninpurelocalfundingtotheschool.

DĂŝŶƚĞŶĂŶĐĞŽĨĂƉŝƚĂůƐƐĞƚƐͲdŚĞŵƵůƚŝͲǇĞĂƌĐĂƉŝƚĂůƉůĂŶĂŶĚĂŶŶƵĂůŽƉĞƌĂƚŝŽŶĂůďƵĚŐĞƚƐŚŽƵůĚƉƌŽǀŝĚĞƐƵĨĨŝĐŝĞŶƚĨƵŶĚƐ͕ ŽŶĂŶŽŶŐŽŝŶŐďĂƐŝƐ͕ĨŽƌĐŽŶĚŝƚŝŽŶĂƐƐĞƐƐŵĞŶƚ͕ƉƌĞǀĞŶƚĂƚŝǀĞŵĂŝŶƚĞŶĂŶĐĞ͕ĂŶĚƌĞƉĂŝƌŽĨƚŚĞŽƵŶƚǇ͛ƐĐĂƉŝƚĂůĂƐƐĞƚƐ͘KŶ ĂǀĞƌĂŐĞ͕ƚŚĞŽƵŶƚǇƐŚŽƵůĚĞŶĚĞĂǀŽƌƚŽƌĞŝŶǀĞƐƚϮ͘ϱƉĞƌĐĞŶƚŽĨƚŚĞĐĂůĐƵůĂƚĞĚƌĞƉůĂĐĞŵĞŶƚǀĂůƵĞŽĨŝƚƐĨĂĐŝůŝƚŝĞƐŝŶƚŽŵĂũŽƌ ŵĂŝŶƚĞŶĂŶĐĞĞĂĐŚǇĞĂƌ͘Status:TheCountyisworkingtoachievethisgoal;2.5percentofreplacementcostsisprojectedto bereachedwiththeFY2022projectedbudget.

ƵĚŐĞƚ ŽĐƵŵĞŶƚ ^ƚĂŶĚĂƌĚƐ Ͳ dŚĞ ŽƵŶƚǇ ǁŝůů ĂŶŶƵĂůůǇ ƐĞĞŬ ƚŚĞ 'ŽǀĞƌŶŵĞŶƚ &ŝŶĂŶĐĞ KĨĨŝĐĞƌƐ ƐƐŽĐŝĂƚŝŽŶ ;'&KͿ ŝƐƚŝŶŐƵŝƐŚĞĚƵĚŐĞƚWƌĞƐĞŶƚĂƚŝŽŶǁĂƌĚ͘Status:TheCountyhasreceivedthisawardforthepast31consecutiveyears.

ƐƐƵŵƉƚŝŽŶŽĨWƌŽŐƌĂŵŽƐƚƐͲdŚĞŽƵŶƚǇ͛ƐŐĞŶĞƌĂůƉŽůŝĐǇŝƐƚŽĞůŝŵŝŶĂƚĞƉƌŽŐƌĂŵƐƚŚĂƚĂƌĞƉƌĞĚŽŵŝŶĂƚĞůǇƐƵƉƉŽƌƚĞĚďǇ ŽƵƚƐŝĚĞĨƵŶĚŝŶŐǁŚĞŶĨĞĚĞƌĂů͕ƐƚĂƚĞ͕ŽƌŽƚŚĞƌŐƌĂŶƚĨƵŶĚŝŶŐŝƐƚĞƌŵŝŶĂƚĞĚ͘/ŶƌĞĐĞŶƚǇĞĂƌƐ͕ůŝŵŝƚĞĚĞǆĐĞƉƚŝŽŶƐƚŽƚŚŝƐƉŽůŝĐǇ ŚĂǀĞďĞĞŶŵĂĚĞ͕ƐƉĞĐŝĨŝĐĂůůǇŝŶƚŚĞĂƌĞĂƐŽĨƉƵďůŝĐƐĂĨĞƚǇĂŶĚĐƌŝŵŝŶĂůũƵƐƚŝĐĞ͘Status:TheBoardofSupervisorswillevaluate localassumptionoftheprogramonacaseͲbyͲcasebasis,uponterminationofoutsidefunding.

CAPITALIMPROVEMENTPROGRAMͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ

ĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵWƌĞƉĂƌĂƚŝŽŶͲ/ŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞŽƵŶƚǇŚĂƌƚĞƌĂŶĚŝŶŽƌĚĞƌƚŽŵĞĞƚƚŚĞĚĞďƚƌĂƚŝŽ ƚĂƌŐĞƚƐ͕ƐĐŚĞĚƵůĞĚĞďƚŝƐƐƵĂŶĐĞ͕ĂŶĚƐǇƐƚĞŵĂƚŝĐĂůůǇŝŵƉƌŽǀĞƚŚĞŽƵŶƚǇ͛ƐŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ƚŚĞŽƵŶƚǇĂŶŶƵĂůůǇĂĚŽƉƚƐĂĨŝǀĞͲ ǇĞĂƌĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͘dŚĞĨŝƌƐƚǇĞĂƌŽĨƚŚĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵďĞĐŽŵĞƐƚŚĞĐĂƉŝƚĂůďƵĚŐĞƚ͕ĂŶĚ ǇĞĂƌƐďĞǇŽŶĚƚŚĞĨŝƌƐƚǇĞĂƌĂƌĞƵƚŝůŝǌĞĚĨŽƌƉůĂŶŶŝŶŐƉƵƌƉŽƐĞƐ͘Status:EachyeartheBoardofSupervisorsadoptsafiveͲyear CapitalImprovementProgram.

dƌĂŶƐĨĞƌƚŽƚŚĞZĞƐĞƌǀĞĨŽƌĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ;Z&/WͿͲdŚĞŽƵŶƚǇŝƐĐŽŵŵŝƚƚĞĚƚŽĨƵŶĚŝŶŐĂƐŝŐŶŝĨŝĐĂŶƚƉŽƌƚŝŽŶ ŽĨĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƐǁŝƚŚĐƵƌƌĞŶƚƌĞǀĞŶƵĞƐ͘dŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͛ĞƐƚĂďůŝƐŚĞĚƉŽůŝĐǇĂŶŶƵĂůůǇĂůůŽĐĂƚĞƐĂŶĂŵŽƵŶƚ ĞƋƵĂůƚŽĨŝǀĞƉĞƌĐĞŶƚŽĨŐĞŶĞƌĂůĨƵŶĚĚĞƉĂƌƚŵĞŶƚĂůĞǆƉĞŶĚŝƚƵƌĞƐ;ĞǆĐůƵĚŝŶŐƚƌĂŶƐĨĞƌƐ͕ŐƌĂŶƚƐ͕ƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞ͕ĚĞďƚ ƐĞƌǀŝĐĞ͕ ĂŶĚ ƌĞƐƉĞĐƚŝǀĞ ĨůŽǁͲƚŚƌŽƵŐŚ ĞǆƉĞŶĚŝƚƵƌĞƐͿ͘ dŚĞ ^ĐŚŽŽů ŽĂƌĚ ĂůƐŽ ƐƚƌŝǀĞƐ ƚŽ ĂůůŽĐĂƚĞ ĂŶ ĂŵŽƵŶƚ ĞƋƵĂů ƚŽ ĨŝǀĞ ƉĞƌĐĞŶƚŽĨƚŚĞůŽĐĂůƉŽƌƚŝŽŶŽĨƚŚĞŐĞŶĞƌĂůĨƵŶĚƚƌĂŶƐĨĞƌƚŽƐĐŚŽŽůƐƚŽZ&/W͘Status:SixtyͲeightpercentoftheFY2018Ͳ2022 CIPisfundedwithcurrentrevenues.ForFY2018,thepercentageofgeneralfunddepartmentalexpendituresallocatedto RFCIP,includingtheportionofthevehicleregistrationfeethatisdedicatedfortransportationimprovements(andassociated reserves),is7.6percentandonaverageremainssteadyoverthefiveͲyearCIP.

ĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚƐƐŝŐŶŵĞŶƚ dŚĞŽƵŶƚǇ͛ƐƉŽůŝĐǇŽĨĨƵŶĚŝŶŐĂůĂƌŐĞƉŽƌƚŝŽŶŽĨĐĂƉŝƚĂůĞǆƉĞŶĚŝƚƵƌĞƐ͞ĂƐǁĞŐŽ͟ďǇĐŽŶƐŝƐƚĞŶƚůǇƐĞƚƚŝŶŐĂƐŝĚĞĨŝǀĞƉĞƌĐĞŶƚ ŽĨ ŽƉĞƌĂƚŝŶŐ ĞǆƉĞŶĚŝƚƵƌĞƐ ĨŽƌ ĐĂƉŝƚĂů ŝŶǀĞƐƚŵĞŶƚƐ ĨƵƌƚŚĞƌ ĞŶŚĂŶĐĞƐ ĚĞďƚ ŵĂŶĂŐĞŵĞŶƚ͘ ŶŶƵĂůůǇ͕ ƐŽŵĞ ƉŽƌƚŝŽŶ ŽĨ ƚŚĞ ĂƐƐŝŐŶŵĞŶƚŝƐŶŽƚĂůůŽĐĂƚĞĚƚŽƐƉĞĐŝĨŝĐƉƌŽũĞĐƚƐĂŶĚƌĞŵĂŝŶƐĂǀĂŝůĂďůĞ ƚŽ ĚĞĂů ǁŝƚŚ ƵŶĨŽƌĞƐĞĞŶ ĐŝƌĐƵŵƐƚĂŶĐĞƐ ĨŽƌ ĨƵƚƵƌĞ ĐĂƉŝƚĂů ƉƌŽũĞĐƚƐ͘ Status: The unallocated CIP amount remaining in the reserve for future capital projects in FY2018 is $541,700.

DEBTPOLICIESͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ

dŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͛ĞƐƚĂďůŝƐŚĞĚĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐĂůƐŽŝŶĐůƵĚĞƚŚĞŐƵŝĚĞůŝŶĞƐďĞůŽǁǁŚŝĐŚĚŝƌĞĐƚĂŶǇĨŝŶĂŶĐŝĂůĚĞĐŝƐŝŽŶƐ ŽŶĚĞďƚŝƐƐƵĂŶĐĞ͘ĚŚĞƌĞŶĐĞƚŽƚŚĞƐĞŐƵŝĚĞůŝŶĞƐĂůůŽǁƐƚŚĞŽƵŶƚǇƚŽƉůĂŶĨŽƌƚŚĞŶĞĐĞƐƐĂƌǇĨŝŶĂŶĐŝŶŐŽĨĐĂƉŝƚĂůƉƌŽũĞĐƚƐ ǁŚŝůĞŵĂŝŶƚĂŝŶŝŶŐĐƌĞĚŝƚǁŽƌƚŚŝŶĞƐƐ͘/ŶĂĚĚŝƚŝŽŶ͕ĂĚŚĞƌĞŶĐĞƚŽƚŚĞƐĞƉŽůŝĐŝĞƐŚĂƐĞŶŚĂŶĐĞĚŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇΖƐĨŝŶĂŶĐŝĂů ƉŽƐŝƚŝŽŶ͘ƐŵĞŶƚŝŽŶĞĚŝŶƚŚĞ&zϮϬϭϴŚŝŐŚůŝŐŚƚƐĞĐƚŝŽŶĂďŽǀĞ͕ƚŚĞĞďƚZĂƚŝŽWŽůŝĐǇŝŶĐůƵĚĞĚĂŶĂŵĞŶĚŵĞŶƚƚŽƚŚĞƉůĂŶŶŝŶŐ ĐĂƉĂŶĚĐĞŝůŝŶŐŽĨƚŚĞĞďƚĂƐĂWĞƌĐĞŶƚĂŐĞŽĨƐƐĞƐƐĞĚsĂůƵĞĂƐǁĞůůĂƐƚŚĞĂĚĚŝƚŝŽŶŽĨƚǁŽƌĂƚŝŽƐ͗ĞďƚƚŽWĞƌƐŽŶĂů/ŶĐŽŵĞ ĂŶĚƚŚĞϭϬͲzĞĂƌWĂǇŽƵƚZĂƚŝŽ͘dŚĞƐĞĐŚĂŶŐĞƐĂƌĞŚŝŐŚůŝŐŚƚĞĚŝŶƚŚĞĐŚĂƌƚďĞůŽǁ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s

ϭϴ FY2018 Budget Financial Policies

ĞďƚZĂƚŝŽWŽůŝĐŝĞƐ ƐƉĂƌƚŽĨŝƚƐĚĞďƚƉŽůŝĐǇ͕ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŚĂƐĞƐƚĂďůŝƐŚĞĚƉůĂŶŶŝŶŐĐĂƉƐĂŶĚĐĞŝůŝŶŐŶƵŵďĞƌƐĨŽƌĐĞƌƚĂŝŶƌĂƚŝŽƐ͘dŚĞƐĞ ŬĞǇĚĞďƚƌĂƚŝŽƐĂƌĞƐŚŽǁŶďĞůŽǁ͗

Actual Planning Planning Ratio 30-Jun-16 Cap Ceiling ĞďƚĂƐĂWĞƌĐĞŶƚĂŐĞŽĨƐƐĞƐƐĞĚsĂůƵĞ ϭ͘ϭϵй 2.50% 3.00% ĞďƚƉĞƌĂƉŝƚĂ Ψϭ͕ϯϴϵ Ψϭ͕ϴϬϮ ΨϮ͕ϬϮϳ Debt to Personal Income 2.86% 5.00% 6.00% Ğďƚ^ĞƌǀŝĐĞĂƐĂWĞƌĐĞŶƚĂŐĞŽĨ'ĞŶĞƌĂů ϲ͘ϯϮй ϭϬ͘ϬϬй ϭϭ͘ϬϬй 'ŽǀĞƌŶŵĞŶƚǆƉĞŶĚŝƚƵƌĞƐ hŶĂƐƐŝŐŶĞĚ'ĞŶĞƌĂů&ƵŶĚĂůĂŶĐĞĂƐĂ ϲ͘ϬϬй ϴ͘ϲϵй ϴ͘ϬϬй WĞƌĐĞŶƚĂŐĞŽĨ'ĞŶĞƌĂů&ƵŶĚǆƉĞŶĚŝƚƵƌĞƐ ;ĨůŽŽƌͿ 10 Year Payout Ratio 79.2% 65.00% 60.00% ;ϭͿ ZĂƚŝŽĐĂůĐƵůĂƚŝŽŶƐŝŶĐůƵĚĞŐĞŶĞƌĂůŽďůŝŐĂƚŝŽŶďŽŶĚƐ͕ĐĞƌƚŝĨŝĐĂƚĞƐŽĨƉĂƌƚŝĐŝƉĂƚŝŽŶ͕ƚĂǆĂďůĞƌĞǀĞŶƵĞŶŽƚĞ͕ ĚĞǀĞůŽƉŵĞŶƚĂŐƌĞĞŵĞŶƚƐ͕ƉƵďůŝĐĨĂĐŝůŝƚǇůĞĂƐĞĂŶĚŽďůŝŐĂƚŝŽŶƐƵŶĚĞƌĐĂƉŝƚĂůůĞĂƐĞ͘ǆĐůƵĚĞƐŝƐƐƵĂŶĐĞƉƌĞŵŝƵŵ ŽƌĚŝƐĐŽƵŶƚ͕ƐƉĞĐŝĂůĂƐƐĞƐƐŵĞŶƚƌĞǀĞŶƵĞŶŽƚĞƐĂŶĚŶƚĞƌƉƌŝƐĞ&ƵŶĚŽďůŝŐĂƚŝŽŶƐ͘

>ŽŶŐͲdĞƌŵĞďƚWŽůŝĐǇ dŚĞŽƵŶƚǇǁŝůůƵƐĞĚĞďƚĨŝŶĂŶĐŝŶŐĨŽƌĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƉƌŽũĞĐƚƐĂŶĚƵŶƵƐƵĂůĞƋƵŝƉŵĞŶƚƉƵƌĐŚĂƐĞƐǁŚĞŶ͗ ĂͿ ƚŚĞƉƌŽũĞĐƚŝƐŝŶĐůƵĚĞĚŝŶƚŚĞŽƵŶƚǇ͛Ɛ/WORƚŚĞƉƌŽũĞĐƚŝƐĂĐƌŝƚŝĐĂůŶĞĞĚǁŚŽƐĞƚŝŵŝŶŐǁĂƐŶŽƚĂŶƚŝĐŝƉĂƚĞĚĚƵƌŝŶŐ ĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞ/W͘ ďͿ ƚŚĞƉƌŽũĞĐƚΖƐƵƐĞĨƵůůŝĨĞǁŝůůďĞĞƋƵĂůƚŽŽƌĞǆĐĞĞĚƚŚĞƚĞƌŵŽĨƚŚĞĨŝŶĂŶĐŝŶŐ͘ ĐͿ ƚŚĞƌĞĂƌĞĚĞƐŝŐŶĂƚĞĚƌĞǀĞŶƵĞƐƐƵĨĨŝĐŝĞŶƚƚŽƐĞƌǀŝĐĞƚŚĞĚĞďƚ͘

/ƚŝƐŝŵƉŽƌƚĂŶƚƚŽďĞĐůĞĂƌŝŶĚĞĨŝŶŝŶŐ͞ĚĞďƚ͟ĂƐŝƚƌĞůĂƚĞƐƚŽƚŚĞƌĂƚŝŽƐĚĞƐĐƌŝďĞĚĂďŽǀĞ͘dŚĞĐĂůĐƵůĂƚŝŽŶƚŚĂƚŝƐƵƐĞĚŵŽƐƚ ĨƌĞƋƵĞŶƚůǇĂŵŽŶŐŵƵŶŝĐŝƉĂůƌĂƚŝŶŐĂŐĞŶĐŝĞƐŝƐƚŚĞŽŶĞƚŚĂƚĐŽŶƐŝĚĞƌƐĂůůĚĞďƚƐƵƉƉŽƌƚĞĚďǇƚĂǆƌĞǀĞŶƵĞƐ͘dŚŝƐĚĞďƚƉŽƐŝƚŝŽŶ ƐŚŽǁƐ ƚŚĞ ĂŵŽƵŶƚ ŽĨ ŝŶĚĞďƚĞĚŶĞƐƐ ƐĞƌǀŝĐĞĚ ĨƌŽŵ ƚŚĞ ŐĞŶĞƌĂů ĨƵŶĚ͖ƚŚĂƚŝƐ͕ŝƚƌĞĨůĞĐƚƐƚŚĞĚĞďƚƐĞƌǀŝĐĞƉĂǇŵĞŶƚƐŵĂĚĞ ĚŝƌĞĐƚůǇĨƌŽŵƚŚĞŽƵŶƚǇ͛ƐƚĂǆƌĞǀĞŶƵĞƐ͘dŚŝƐŝƐŶĞƚƚĂǆͲƐƵƉƉŽƌƚĞĚĚĞďƚ͘

ĞďƚZĞĨƵŶĚŝŶŐ dŚĞŽƵŶƚǇ͛ƐƉŽƌƚĨŽůŝŽŽĨŽƵƚƐƚĂŶĚŝŶŐĚĞďƚǁŝůůďĞƉĞƌŝŽĚŝĐĂůůǇƌĞǀŝĞǁĞĚĨŽƌƚŚĞŽƉƉŽƌƚƵŶŝƚǇƚŽƌĞĨŝŶĂŶĐĞĞǆŝƐƚŝŶŐĚĞďƚǁŚĞŶ ŝŶƚĞƌĞƐƚƌĂƚĞĐŽŶĚŝƚŝŽŶƐĂƌĞĨĂǀŽƌĂďůĞĨŽƌƉƌŽĚƵĐŝŶŐĚĞďƚƐĞƌǀŝĐĞƐĂǀŝŶŐƐ͘ƐĂŐĞŶĞƌĂůƌƵůĞ͕ƌĞĨƵŶĚŝŶŐƐǁŝůůďĞĐŽŶƐŝĚĞƌĞĚ ŽŶůǇŝĨƚŚĞƉƌĞƐĞŶƚǀĂůƵĞƐĂǀŝŶŐƐŽĨĂƉĂƌƚŝĐƵůĂƌƌĞĨƵŶĚŝŶŐŝƐƐƵĞǁŝůůĞǆĐĞĞĚϯƉĞƌĐĞŶƚŽĨƚŚĞƌĞĨƵŶĚĞĚƉƌŝŶĐŝƉĂůĂŶĚŐĞŶĞƌĂƚĞ ĂƚůĞĂƐƚΨϱϬϬ͕ϬϬϬŝŶĂŐŐƌĞŐĂƚĞƐĂǀŝŶŐƐ͘

Ğďƚ^ƚƌƵĐƚƵƌĞ dŚĞŽƵŶƚǇǁŝůůƐƚƌŝǀĞƚŽƌĞƉĂǇŶĞǁĚĞďƚŝƐƐƵĞƐƵƐŝŶŐĂůĞǀĞůƉƌŝŶĐŝƉĂůƌĞƉĂǇŵĞŶƚƐƚƌƵĐƚƵƌĞŽǀĞƌƚŚĞůŝĨĞŽĨƚŚĞŝƐƐƵĞŝŶŽƌĚĞƌ ƚŽŚĞůƉŵĂŝŶƚĂŝŶƐƚĂƚĞĚƉĂǇŽƵƚƌĂƚŝŽŐŽĂůƐ͘

Zs/tEZs/^/KEͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ

&ŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐǁŝůůďĞƌĞǀŝĞǁĞĚŽĨĂƉƉƌŽƉƌŝĂƚĞŶĞƐƐĂŶĚĐŽŵƉĂƌĂďŝůŝƚǇǁŝƚŚŽƚŚĞƌƌĂƚĞĚũƵƌŝƐĚŝĐƚŝŽŶƐĞǀĞƌǇĨŝǀĞǇĞĂƌƐ ŽƌŵŽƌĞĨƌĞƋƵĞŶƚůǇŝĨĂŶĞĞĚĨŽƌƌĞǀŝĞǁŝƐŝĚĞŶƚŝĨŝĞĚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s

ϭϵ FY2018 Budget Financial Policies

Department of Utilities Rate Stabilization Reserve Policy

Purpose dŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂĚŽƉƚĞĚƚŚĞĞƉĂƌƚŵĞŶƚŽĨhƚŝůŝƚŝĞƐZĂƚĞ^ƚĂďŝůŝǌĂƚŝŽŶZĞƐĞƌǀĞWŽůŝĐǇƚŽŵŽĚĞƌĂƚĞĐŚĂŶŐĞƐŝŶƵƐĞƌ ĨĞĞƐ͕ŵĂŶĂŐĞĚĞďƚůĞǀĞůƐ͕ĂŶĚŵĂŝŶƚĂŝŶƋƵĂůŝƚǇƐĞƌǀŝĐĞƐĨŽƌŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇǁĂƚĞƌĂŶĚǁĂƐƚĞǁĂƚĞƌĐƵƐƚŽŵĞƌƐ͘>ĂƌŐĞ ĐĂƉŝƚĂůĞǆƉĞŶƐĞƐĨŽƌƚŚĞƌĞƉůĂĐĞŵĞŶƚ͕ƌĞǀŝƚĂůŝǌĂƚŝŽŶ͕ŽƌƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨĞǆŝƐƚŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞĐĂŶĨŽƌĐĞƐŝŐŶŝĨŝĐĂŶƚƵŶƚŝŵĞůǇ ŝŶĐƌĞĂƐĞƐŝŶƵƐĞƌĨĞĞƐŽƌĚĞďƚ͘ǇŝŶĐŽƌƉŽƌĂƚŝŶŐĂŶŶƵĂůĚĞƉƌĞĐŝĂƚŝŽŶŝŶƚŚĞƌĂƚĞƐĞƚƚŝŶŐƉƌŽĐĞƐƐĂŶĚĚĞĚŝĐĂƚŝŶŐƌĞƐĞƌǀĞƐĨŽƌ ƚŚĞƐĞĞǆƉĞŶƐĞƐ͕ƚŚĞƌĂƚĞƐƚĂďŝůŝǌĂƚŝŽŶƌĞƐĞƌǀĞƉŽůŝĐǇŐƌĂĚƵĂůůǇĂĐĐƵŵƵůĂƚĞƐĂƉŽƌƚŝŽŶŽĨƚŚĞŶĞĐĞƐƐĂƌǇĨŝŶĂŶĐŝĂůƌĞƐŽƵƌĐĞƐ ďĞĨŽƌĞƚŚĞĂĐƚƵĂůĐĂƉŝƚĂůŽƵƚůĂǇƐĂƌĞƌĞƋƵŝƌĞĚ͘dŚŝƐƉƌŽǀŝĚĞƐƌĂƚĞƐƚĂďŝůŝƚǇĨŽƌƚŚĞĐŽŶƐƵŵĞƌƐĂŶĚƚŚĞŽƵŶƚǇďƵƐŝŶĞƐƐ ĐŽŵŵƵŶŝƚǇ͘ dŚĞhƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚƌĂƚĞƐƚĂďŝůŝǌĂƚŝŽŶƌĞƐĞƌǀĞƐŚĂůůďĞŵĂŝŶƚĂŝŶĞĚĂƐƉĞƌƚŚĞƉŽůŝĐǇĂĚŽƉƚĞĚďǇƚŚĞŽĂƌĚŽĨ ^ƵƉĞƌǀŝƐŽƌƐĂƐŽƵƚůŝŶĞĚŝŶƚŚĞŐƵŝĚĞůŝŶĞƐďĞůŽǁ͗

ĂͿ dŚĞŵŝŶŝŵƵŵĂŶŶƵĂůĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞƌĞƐĞƌǀĞǁŝůůďĞϱϬƉĞƌĐĞŶƚŽĨƚŚĞƉƌĞǀŝŽƵƐǇĞĂƌ͛ƐĚĞƉƌĞĐŝĂƚŝŽŶŽŶĨŝǆĞĚ ĂƐƐĞƚƐ͘Status: The contribution in FY2016 was 100 percent of the previous year’s depreciation. ďͿ dŚĞĂŶŶƵĂůĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞƌĞƐĞƌǀĞǁŝůůĐŽŶƚŝŶƵĞƵŶƚŝůϭϬϬƉĞƌĐĞŶƚŽĨĂĐĐƵŵƵůĂƚĞĚĚĞƉƌĞĐŝĂƚŝŽŶŽŶƚŚĞĨŝǆĞĚ ĂƐƐĞƚƐĂƌĞĨƵŶĚĞĚ͘/ĨĂƚƚŚĞďĞŐŝŶŶŝŶŐŽĨĂĨŝƐĐĂůǇĞĂƌĂƌĞƐĞƌǀĞďĂůĂŶĐĞĞǆĐĞĞĚƐϭϬϬƉĞƌĐĞŶƚŽĨĂĐĐƵŵƵůĂƚĞĚ ĚĞƉƌĞĐŝĂƚŝŽŶ͕ĂƌĞĚƵĐƚŝŽŶŝŶƚŚĞĂŶŶƵĂůĐŽŶƚƌŝďƵƚŝŽŶŵĂǇďĞĐŽŶƐŝĚĞƌĞĚ͘Status: The actual reserve balance for FY2016 was 37 percent of the accumulated depreciation. ĐͿ &ƵŶĚƐĐĂŶŶŽƚďĞƵƐĞĚĨƌŽŵƚŚĞƌĂƚĞƐƚĂďŝůŝǌĂƚŝŽŶƌĞƐĞƌǀĞŝĨƚŚĞďĂůĂŶĐĞĨĂůůƐďĞůŽǁϮϱƉĞƌĐĞŶƚŽĨƚŚĂƚƵƚŝůŝƚǇ͛ƐĨŝǆĞĚ ĂƐƐĞƚĂĐĐƵŵƵůĂƚĞĚĚĞƉƌĞĐŝĂƚŝŽŶ͕ŽƚŚĞƌƚŚĂŶĨŽƌƵƚŝůŝƚǇŝŶƚĞƌŶĂůďŽƌƌŽǁŝŶŐƉƵƌƉŽƐĞƐ͘ Status: The reserve balance for FY2016 did not fall below 25% of accumulated depreciation. ĚͿ dŚĞĚĞĐůĂƌĂƚŝŽŶŽĨĂĨŝŶĂŶĐŝĂůĞŵĞƌŐĞŶĐǇďǇƚŚĞŝƌĞĐƚŽƌŽĨhƚŝůŝƚŝĞƐĂŶĚĂĐŽƌƌĞƐƉŽŶĚŝŶŐĨŽƵƌͲĨŝĨƚŚƐǀŽƚĞďǇƚŚĞ ŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂƚĂƉƵďůŝĐĂĚǀĞƌƚŝƐĞĚŵĞĞƚŝŶŐĚĞĐůĂƌŝŶŐƚŚĞĞǆŝƐƚĞŶĐĞŽĨƐƵĐŚĂŶĞŵĞƌŐĞŶĐǇŝƐƌĞƋƵŝƌĞĚƚŽ ƐƵƐƉĞŶĚ^ĞĐ͘Ă͕^ĞĐ͘ď͕ĂŶĚ^ĞĐ͘Đ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s

ϮϬ FY2018 Budget Financial Policies

INVESTMENT POLICIES (excerpts from the County Treasurer’s Investment Policy) dŚĞ/ŶǀĞƐƚŵĞŶƚWŽůŝĐǇŚĂƐďĞĞŶĞƐƚĂďůŝƐŚĞĚďǇƚŚĞdƌĞĂƐƵƌĞƌŽĨŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇƚŽĞŶƐƵƌĞĞĨĨĞĐƚŝǀĞŵĂŶĂŐĞŵĞŶƚŽĨƚŚĞ ĚĂǇͲƚŽͲĚĂǇŝŶǀĞƐƚŵĞŶƚĂĐƚŝǀŝƚǇĨŽƌƚŚĞŽƵŶƚǇĂŶĚŝƐĚĞƐŝŐŶĞĚƚŽŝŶĐƌĞĂƐĞŶŽŶͲƚĂǆƌĞǀĞŶƵĞƐďǇŝŶǀĞƐƚŝŶŐĨƵŶĚƐǁŚĞŶŶŽƚ ŶĞĞĚĞĚĨŽƌĐƵƌƌĞŶƚŽďůŝŐĂƚŝŽŶƐ͘dŚĞŽďũĞĐƚŝǀĞŝƐƚŽŽďƚĂŝŶƚŚĞŚŝŐŚĞƐƚƉŽƐƐŝďůĞǇŝĞůĚŽŶĂǀĂŝůĂďůĞĨŝŶĂŶĐŝĂůĂƐƐĞƚƐ͕ĐŽŶƐŝƐƚĞŶƚ ǁŝƚŚĐŽŶƐƚƌĂŝŶƚƐŝŵƉŽƐĞĚďǇƐĂĨĞƚǇŽďũĞĐƚŝǀĞƐ͕ĐĂƐŚĨůŽǁĐŽŶƐŝĚĞƌĂƚŝŽŶƐ͕ĂŶĚƚŚĞůĂǁƐŽĨƚŚĞŽŵŵŽŶǁĞĂůƚŚŽĨsŝƌŐŝŶŝĂƚŚĂƚ ƌĞƐƚƌŝĐƚƚŚĞƉůĂĐĞŵĞŶƚŽĨƉƵďůŝĐĨƵŶĚƐ͘

Objectives &ƵŶĚƐŽĨƚŚĞŽƵŶƚǇǁŝůůďĞŝŶǀĞƐƚĞĚŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚŽĚĞŽĨsŝƌŐŝŶŝĂ͕dŝƚůĞϮ͘^ĞĐ͘Ϯ͘ϮͲϰϱϬϭƚŚƌŽƵŐŚϮ͘ϮͲϰϱϭϲĂŶĚƚŚĞƐĞ ǁƌŝƚƚĞŶ ŝŶǀĞƐƚŵĞŶƚ ƉŽůŝĐŝĞƐ ĂŶĚ ĂĚŵŝŶŝƐƚƌĂƚŝǀĞ ƉƌŽĐĞĚƵƌĞƐ͘ dŚĞ ŽƵŶƚǇ͛Ɛ ŝŶǀĞƐƚŵĞŶƚ ƉŽƌƚĨŽůŝŽƐ ƐŚĂůů ďĞ ŵĂŶĂŐĞĚ ŝŶ Ă ŵĂŶŶĞƌƚŽĂƚƚĂŝŶĂŵĂƌŬĞƚƌĂƚĞŽĨƌĞƚƵƌŶƚŚƌŽƵŐŚŽƵƚďƵĚŐĞƚĂƌǇĂŶĚĞĐŽŶŽŵŝĐĐǇĐůĞƐǁŚŝůĞƉƌĞƐĞƌǀŝŶŐĂŶĚƉƌŽƚĞĐƚŝŶŐĐĂƉŝƚĂů ŝŶƚŚĞŽǀĞƌĂůůƉŽƌƚĨŽůŝŽ͘

&ƵŶĚƐŚĞůĚĨŽƌĨƵƚƵƌĞĐĂƉŝƚĂůƉƌŽũĞĐƚƐ;ŝ͘Ğ͘ďŽŶĚƉƌŽĐĞĞĚƐͿƐŚĂůůďĞŝŶǀĞƐƚĞĚƚŽƉƌŽĚƵĐĞƐƵĨĨŝĐŝĞŶƚŝŶĐŽŵĞƚŽŽĨĨƐĞƚŝŶĐƌĞĂƐĞƐ ŝŶĐŽŶƐƚƌƵĐƚŝŽŶĐŽƐƚƐĚƵĞƚŽŝŶĨůĂƚŝŽŶ͘,ŽǁĞǀĞƌ͕ƐƵĐŚĨƵŶĚƐƐŚĂůůŶŽƚďĞĞǆƉŽƐĞĚƚŽŵĂƌŬĞƚƉƌŝĐĞƌŝƐŬƐŽƌĚĞĨĂƵůƚƌŝƐŬƐƚŚĂƚ ǁŽƵůĚũĞŽƉĂƌĚŝǌĞƚŚĞĂƐƐĞƚƐĂǀĂŝůĂďůĞƚŽĂĐĐŽŵƉůŝƐŚƚŚĞŝƌƐƚĂƚĞĚŽďũĞĐƚŝǀĞ͘

Maturities DĂƚƵƌŝƚǇƐĐŚĞĚƵůŝŶŐƐŚĂůůďĞƚŝŵĞĚĂĐĐŽƌĚŝŶŐƚŽĂŶƚŝĐŝƉĂƚĞĚŶĞĞĚ͘ /ŶǀĞƐƚŵĞŶƚ ŵĂƚƵƌŝƚŝĞƐ ĨŽƌ ŽƉĞƌĂƚŝŶŐ ĨƵŶĚƐ ƐŚĂůů ďĞ ƐĐŚĞĚƵůĞĚƚŽĐŽŝŶĐŝĚĞǁŝƚŚƉƌŽũĞĐƚĞĚĐĂƐŚĨůŽǁŶĞĞĚƐ͕ƚĂŬŝŶŐŝŶƚŽĂĐĐŽƵŶƚůĂƌŐĞƌŽƵƚŝŶĞĞǆƉĞŶĚŝƚƵƌĞƐĂƐǁĞůůĂƐĐŽŶƐŝĚĞƌŝŶŐ ƐŝǌĂďůĞďůŽĐŬƐŽĨĂŶƚŝĐŝƉĂƚĞĚƌĞǀĞŶƵĞƐ͘/ŶǀĞƐƚŵĞŶƚŽĨĐĂƉŝƚĂůƉƌŽũĞĐƚĨƵŶĚƐƐŚĂůůďĞƚŝŵĞĚƚŽŵĞĞƚĐŽŶƚƌĂĐƚŽƌƉĂǇŵĞŶƚƐ͘ ůůĨƵŶĚƐƐŚĂůůďĞĐŽŶƐŝĚĞƌĞĚƐŚŽƌƚͲƚĞƌŵĞǆĐĞƉƚƚŚŽƐĞƌĞƐĞƌǀĞĚĨŽƌĐĂƉŝƚĂůƉƌŽũĞĐƚƐ͕ƐƉĞĐŝĂůĂƐƐĞƐƐŵĞŶƚƐĂŶĚĚĞďƚƐĞƌǀŝĐĞ ĨƵŶĚƐĂŶĚƐŚĂůůďĞůŝŵŝƚĞĚƚŽŵĂƚƵƌŝƚŝĞƐŽĨƚǁŽĂŶĚŽŶĞͲŚĂůĨǇĞĂƌƐŽƌůĞƐƐ͘

Diversification dŚĞŽƵŶƚǇǁŝůůĚŝǀĞƌƐŝĨǇƵƐĞŽĨƚŚĞŝŶǀĞƐƚŵĞŶƚŝŶƐƚƌƵŵĞŶƚƐƚŽĂǀŽŝĚŝŶĐƵƌƌŝŶŐƵŶƌĞĂƐŽŶĂďůĞƌŝƐŬŝŶŚĞƌĞŶƚŝŶŽǀĞƌͲŝŶǀĞƐƚŝŶŐ ŝŶƐƉĞĐŝĨŝĐŝŶƐƚƌƵŵĞŶƚƐ͕ŝŶĚŝǀŝĚƵĂůĨŝŶĂŶĐŝĂůƐĞĐƵƌŝƚŝĞƐ͕ŽƌŵĂƚƵƌŝƚŝĞƐǁŚŝůĞĂƚƚĂŝŶŝŶŐŵĂƌŬĞƚĂǀĞƌĂŐĞƌĂƚĞƐŽĨƌĞƚƵƌŶ͘

Investment of Bond Proceeds - SNAP dŚĞŽŵŵŽŶǁĞĂůƚŚŽĨsŝƌŐŝŶŝĂ^ƚĂƚĞEŽŶͲƌďŝƚƌĂŐĞWƌŽŐƌĂŵ;͞^EW͟ͿǁĂƐĞƐƚĂďůŝƐŚĞĚƉƵƌƐƵĂŶƚƚŽƚŚĞ>ŽĐĂů'ŽǀĞƌŶŵĞŶƚ EŽŶͲƌďŝƚƌĂŐĞ/ŶǀĞƐƚŵĞŶƚĐƚƚŽŵĂŬĞĂǀĂŝůĂďůĞƚŽsŝƌŐŝŶŝĂĐŽƵŶƚŝĞƐ͕ĐŝƚŝĞƐ͕ĂŶĚƚŽǁŶƐĂƐƐŝƐƚĂŶĐĞǁŝƚŚƚŚĞŝŶǀĞƐƚŵĞŶƚŽĨ ĂŶĚĂĐĐŽƵŶƚŝŶŐĨŽƌďŽŶĚƉƌŽĐĞĞĚƐĂŶĚƌĞůĂƚĞĚĨƵŶĚƐŝŶĐŽŵƉůŝĂŶĐĞǁŝƚŚƌĞďĂƚĞƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞ/ŶƚĞƌŶĂůZĞǀĞŶƵĞŽĚĞ ŽĨϭϵϴϲ͕ĂƐĂŵĞŶĚĞĚ͘dŚĞƉƌŽŐƌĂŵĐŽŶƐŝƐƚƐŽĨĂƉƌŽĨĞƐƐŝŽŶĂůůǇͲŵĂŶĂŐĞĚŵŽŶĞǇŵĂƌŬĞƚŝŶǀĞƐƚŵĞŶƚƉŽŽůǁŚŝĐŚƉƌŽǀŝĚĞƐ ůŽĐĂůŐŽǀĞƌŶŵĞŶƚƐǁŝƚŚĂĐŽŶǀĞŶŝĞŶƚŵĞƚŚŽĚŽĨƉŽŽůŝŶŐƉƌŽĐĞĞĚƐŽĨďŽŶĚƐĂŶĚŶŽƚĞƐĨŽƌƚĞŵƉŽƌĂƌǇŝŶǀĞƐƚŵĞŶƚĂĐĐŽƵŶƚƐ ǁŝƚŚŝŶƚŚĞƉƌŽŐƌĂŵ͘dŚĞƉƌŽŐƌĂŵĂůƐŽƉƌŽǀŝĚĞƐƌĞĐŽƌĚŬĞĞƉŝŶŐ͕ĚĞƉŽƐŝƚŽƌǇĂŶĚĂƌďŝƚƌĂŐĞƌĞďĂƚĞĐĂůĐƵůĂƚŝŽŶƐĞƌǀŝĐĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s

Ϯϭ FY2018 Budget Financial Policies

ĞďƚŶĂůǇƐŝƐ Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2010 FY2021 Actual Adopted Proposed Change Projected Projected Projected Projected WƌŝŶĐŝƉĂů Ψϭϯ͕ϮϬϵ͕ϳϳϴ Ψϭϰ͕ϰϲϲ͕ϴϬϬ Ψϭϱ͕ϴϱϰ͕ϲϬϬ ϵ͘ϱϵй Ψϭϲ͕ϯϴϮ͕ϰϬϬ Ψϭϲ͕ϯϵϭ͕ϳϬϬ Ψϭϱ͕ϱϬϮ͕ϵϬϬ Ψϭϱ͕ϳϭϱ͕ϳϬϬ /ŶƚĞƌĞƐƚ ϱ͕ϰϳϲ͕ϯϱϴ ϳ͕ϯϰϱ͕ϯϬϬ ϳ͕ϯϭϯ͕ϲϬϬ ͲϬ͘ϰϯй ϳ͕Ϭϲϰ͕ϳϬϬ ϲ͕ϲϵϳ͕ϮϬϬ ϲ͕ϯϵϱ͕ϰϬϬ ϲ͕ϱϲϮ͕ϮϬϬ KƚŚĞƌ ϰϯ͕ϰϱϯ͕ϰϵϬ ϴϵϵ͕ϴϬϬ ϴϵϵ͕ϴϬϬ Ϭ͘ϬϬй ϴϵϵ͕ϴϬϬ ϴϵϵ͕ϴϬϬ ϴϵϵ͕ϴϬϬ ϴϵϵ͕ϴϬϬ Total $62,139,626 $22,711,900 $24,068,000 5.97% $24,346,900 $23,988,700 $22,798,100 $23,177,700 FY2018 Debt Service by Debt Type Debt Type Amount 'ĞŶĞƌĂůKďůŝŐĂƚŝŽŶŽŶĚƐ ϭϮ͕ϳϳϬ͕ϰϬϬ WƵďůŝĐ&ĂĐŝůŝƚǇ>ĞĂƐĞZĞǀĞŶƵĞŽŶĚƐ͕ĞƌƚŝĨŝĐĂƚĞƐŽĨWĂƌƚŝĐŝƉĂƚŝŽŶĂŶĚdĂǆĂďůĞZĞǀĞŶƵĞEŽƚĞ ϱ͕ϱϰϮ͕ϭϬϬ ZĞǀĞŶƵĞŽŶĚƐ ϲϲϲ͕ϭϬϬ ^ƉĞĐŝĂů^ƵďͲĨƵŶĚZĞǀĞŶƵĞŽŶĚ ϭ͕ϱϱϰ͕ϰϬϬ ^ƵƉƉŽƌƚŐƌĞĞŵĞŶƚ ϭ͕ϳϴϰ͕ϯϬϬ KƚŚĞƌ ϭ͕ϳϱϬ͕ϳϬϬ Total $24,068,000 FY2018 Debt Service $24,068,000 0HQWDO+HDOWK6XSSRUW 6HUYLFHV 0LVF'HEW ,VVXDQFH (FRQRPLF 5RDGV 'HYHORSPHQW

2WKHU /LEUDULHV &RXQW\ %XLOGLQJV

3XEOLF 6DIHW\ 3DUNV

*Other County Buildings include the Community Development, Juvenile Domestic Relations/Circuit Court, and Smith-Wagner buildings. FY2018 Budget Highlights and Future Outlook x ĞďƚƐĞƌǀŝĐĞĨŽƌ&zϮϬϭϴŝŶĐƌĞĂƐĞƐĂƉƉƌŽǆŝŵĂƚĞůǇΨϭ͘ϰŵŝůůŝŽŶŽǀĞƌƚŚĞ&zϮϬϭϳďƵĚŐĞƚĞĚĂŵŽƵŶƚĚƵĞƚŽƚŚĞ&zϮϬϭϳƉůĂŶŶĞĚƐĂůĞ ŽĨƚŚĞϮϬϭϯZĞĨĞƌĞŶĚƵŵĂƉƉƌŽǀĞĚWƵďůŝĐ^ĂĨĞƚǇZĂĚŝŽ^ǇƐƚĞŵZĞƉůĂĐĞŵĞŶƚƉƌŽũĞĐƚŶĞƚƚĞĚĂŐĂŝŶƐƚƉƌŝŽƌǇĞĂƌƌĞĨƵŶĚŝŶŐƐĂǀŝŶŐƐ͘ x ĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ;/WͿƉůĂŶŶĞĚĚĞďƚƐĂůĞƐĨŽƌ&zϮϬϭϴƚŽƚĂůΨϮϮ͘ϴŵŝůůŝŽŶĂŶĚŝŶĐůƵĚĞƚŚĞZŽŐĞƌƐƵŝůĚŝŶŐ,s ƌĞƉůĂĐĞŵĞŶƚ͕ZŝǀĞƌŝƚǇŝŵƉƌŽǀĞŵĞŶƚƐĂŶĚƚŚĞĨŝŶĂůŝŶƐƚĂůůŵĞŶƚŽĨƚŚĞĂďŽǀĞŵĞŶƚŝŽŶĞĚϮϬϭϯZĞĨĞƌĞŶĚƵŵZĂĚŝŽZĞƉůĂĐĞŵĞŶƚ ƉƌŽũĞĐƚ͘,ŽǁĞǀĞƌ͕ĚĞďƚƐĞƌǀŝĐĞŵŽǀŝŶŐŝŶƚŽ&zϮϬϭϵʹ&zϮϬϮϮƌĞŵĂŝŶƐƐƚĞĂĚǇ͕ΨϮϯͲϮϰŵŝůůŝŽŶ͕ĚƵĞƚŽƚŚĞŽĨĨƐĞƚŽĨƐĞǀĞƌĂůƉƌŝŽƌ ǇĞĂƌŝƐƐƵĂŶĐĞƐĐŽŵŝŶŐƚŽƚĞƌŵĚƵƌŝŶŐƚŚŝƐƐĂŵĞƉĞƌŝŽĚ͘ x ĚĚŝƚŝŽŶĂůůǇ͕ŝŶƚŚĞŽƵƚǇĞĂƌƐ͕/WĚĞďƚĨŝŶĂŶĐĞĚƉůĂŶŶĞĚƉƌŽũĞĐƚƐŝŶĐůƵĚĞDŝĚůŽƚŚŝĂŶ>ŝďƌĂƌǇ͕ƚŚĞŶĞǁŶŝŵĂů^ŚĞůƚĞƌĂŶĚƚŚƌĞĞ ĨŝƌĞƐƚĂƚŝŽŶƐ͗DĂŐŶŽůŝĂ'ƌĞĞŶ͕DŝĚůŽƚŚŝĂŶ͕ĂŶĚDĂƚŽĂĐĂ͘ x ůƐŽ͕ ƚŚĞ ŽƵŶƚǇ ǁŝůů ĐŽŶƚŝŶƵĞ ƚŽ ĞǀĂůƵĂƚĞ ĂŶĚ ƚĂŬĞ ĂĚǀĂŶƚĂŐĞ ŽĨ ƚŚĞ ƌĞĨƵŶĚŝŶŐ ŽƉƉŽƌƚƵŶŝƚŝĞƐ ŐŝǀĞŶ ƚŚĞ ĐƵƌƌĞŶƚ ŵĂƌŬĞƚ ĐŽŶĚŝƚŝŽŶƐ͖ƌĞĨƵŶĚŝŶŐƐĂǀŝŶŐƐǁŝůůƌĞƐƵůƚŝŶĂƌĞĚƵĐƚŝŽŶƚŽĨƵƚƵƌĞĚĞďƚƐĞƌǀŝĐĞƉĂǇŵĞŶƚƐ͘

ϮϮ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s FY2018 Budget

REVENUE ANALYSIS OVERVIEW

FY2018 BUDGET

On February 22, 2017, the Board of Supervisors held a revenue work session to review the projected FY2017 and FY2018 general fund revenues, including overall economic conditions. This update focused on national economic conditions and reviewed key local economic indicators. The full presentation is available here and a more detailed analysis will be provided within the adopted FY2018 budget.

Ϯϯ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

hƉĚĂƚĞŽŶŶĂƚŝŽŶĂůĐŽŶĚŝƚŝŽŶƐ ĨŽĐƵƐŽŶůŽĐĂůĞĐŽŶŽŵŝĐ ŝŶĚŝĐĂƚŽƌƐ ZĞǀĞŶƵĞďƌĞĂŬĚŽǁŶĂŶĚ ĨŽƌĞĐĂƐƚ ZĞƋƵĞƐƚĞĚŽĂƌĚĂĐƚŝŽŶƐ ZĞǀŝĞǁŽĨďƵĚŐĞƚĐĂůĞŶĚĂƌ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s Ϯϰ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

^KhZ͗^hZsz K& KE^hDZ^͕hE/sZ^/dz K& D/,/'E͖t>>^ &Z'K

FEDERAL RESERVE LABOR MARKET CONDITIONS INDEX

^KhZ͗d, &Z> Z^Zs KZ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s Ϯϱ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

^E/KZ >KE K&&/Z KW/E/KE ^hZsz

^KhZ͗d, &Z> Z^Zs KZ

ZĞĂů͕ƐƵƐƚĂŝŶĞĚ U.S.LaborProductivityGrowth Percentchangefromsamequarterayearago ŐƌŽǁƚŚĐŽŶƚŝŶƵĞƐƚŽ ϲ͘Ϭ

ďĞůŝŵŝƚĞĚďǇǀĞƌǇ ϱ͘Ϭ

ǁĞĂŬƉƌŽĚƵĐƚŝǀŝƚǇ ϰ͘Ϭ

ŐĂŝŶƐ ϯ͘Ϭ

tĞŝŐŚŝŶŐŽŶŝŶĐŽŵĞ Ϯ͘Ϭ

ŐƌŽǁƚŚĂŶĚ͕ŝŶƚƵƌŶ͕ ϭ͘Ϭ

ĐŽŶƐƵŵĞƌƐƉĞŶĚŝŶŐ Ϭ͘Ϭ

ϮϬϭϲĂǀĞƌĂŐĞ͗нϬ͘Ϯй Ͳϭ͘Ϭ ϮϬϬϲ ϮϬϬϳ ϮϬϬϴ ϮϬϬϵ ϮϬϭϬ ϮϬϭϭ ϮϬϭϮ ϮϬϭϯ ϮϬϭϰ ϮϬϭϱ ϮϬϭϲ

^KhZ͗hZh K& >KZ ^dd/^d/^

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s Ϯϲ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

WĂǇƌŽůůŐƌŽǁƚŚƐŝŶĐĞ PayrollEmploymentGrowth ϭϭϬ͘Ϭ ďĞŐŝŶŶŝŶŐŽĨϮϬϭϬ͙

h͘^͗͘нϭϭ͘ϵй ϭϬϱ͘Ϭ sŝƌŐŝŶŝĂ͗нϵ͘ϯй ϭϬϬ͘Ϭ ZŝĐŚŵŽŶĚD^͗нϭϰ͘ϯй ϵϱ͘Ϭ ĞŶƚƌĂůsŝƌŐŝŶŝĂ

ŽƵƚƉĂĐŝŶŐŽƚŚĞƌŵĂũŽƌ ϵϬ͘Ϭ ŵĞƚƌŽƐŝŶƚŚĞƐƚĂƚĞ ϮϬϬϳ ϮϬϬϴ ϮϬϬϵ ϮϬϭϬ ϮϬϭϭ ϮϬϭϮ ϮϬϭϯ ϮϬϭϰ ϮϬϭϱ ϮϬϭϲ ϮϬϭϳ /ŶĚĞǆ h͘^͘ sŝƌŐŝŶŝĂ ZŝĐŚŵŽŶĚD^

^KhZ͗hZh K& >KZ ^dd/^d/^

ChesterfieldCountyLaborMarket hŶĞŵƉůŽǇŵĞŶƚ ϵ͘Ϭ ϭϴϱ͕ϬϬϬ

ŚŽǀĞƌŝŶŐƵŶĚĞƌϰ͘Ϭй ϴ͘Ϭ ϭϴϬ͕ϬϬϬ

ƐŝŶĐĞ&ĞďϮϬϭϲ ϳ͘Ϭ >KZ &KZ ϭϳϱ͕ϬϬϬ

ϲ͘Ϭ ͙ĂŶĚ͕ĚĞĐƌĞĂƐĞƐŶŽƚ ϭϳϬ͕ϬϬϬ ϱ͘Ϭ ĚƵĞƚŽƐŚƌŝŶŬŝŶŐůĂďŽƌ ϭϲϱ͕ϬϬϬ ϰ͘Ϭ

ĨŽƌĐĞ hEDW>KzDEd ϭϲϬ͕ϬϬϬ ϯ͘Ϭ

ϭϱϱ͕ϬϬϬ WĂǇƌŽůůŐƌŽǁƚŚĂƚ Ϯ͘Ϭ ĐŽƵŶƚǇĨŝƌŵƐнϮϱ͘ϯй ϭ͘Ϭ ϭϱϬ͕ϬϬϬ ƐŝŶĐĞϮϬϭϬ Ϭ͘Ϭ ϭϰϱ͕ϬϬϬ ϮϬϬϲ ϮϬϬϲ ϮϬϬϲ ϮϬϬϳ ϮϬϬϳ ϮϬϬϳ ϮϬϬϴ ϮϬϬϴ ϮϬϬϴ ϮϬϬϵ ϮϬϬϵ ϮϬϬϵ ϮϬϭϬ ϮϬϭϬ ϮϬϭϬ ϮϬϭϭ ϮϬϭϭ ϮϬϭϭ ϮϬϭϮ ϮϬϭϮ ϮϬϭϮ ϮϬϭϯ ϮϬϭϯ ϮϬϭϯ ϮϬϭϰ ϮϬϭϰ ϮϬϭϰ ϮϬϭϱ ϮϬϭϱ ϮϬϭϱ ϮϬϭϲ ϮϬϭϲ ϮϬϭϲ

^KhZ͗hZh K& >KZ ^dd/^d/^

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s Ϯϳ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

ŽƵŶƚǇŚŽƵƐŝŶŐŵĂƌŬĞƚĐŽŶƚŝŶƵĞĚƚŽ NewSingleͲFamilyPermits ƐƚƌĞŶŐƚŚĞŶŝŶϮϬϭϲ͕ĂŶĚƚŚĞƌĞĂƌĞĞĂƌůǇ ϯ͕ϬϬϬ ƐŝŐŶƐŽĨĨƵƌƚŚĞƌŐĂŝŶƐŝŶϮϬϭϳ͙ Ϯ͕ϱϬϬ ,ŽŵĞƐ^ĂůĞƐ͗нϭϯй;zϭϲͿ Ϯ͕ϬϬϬ ĂǇƐŽŶƚŚĞDĂƌŬĞƚ͗ ͲϮϭй;zϭϲͿ ϭ͕ϱϬϬ >ŝƐƚWƌŝĐĞƚŽ^ĂůĞƐWƌŝĐĞ͗ϵϵ͘ϳй;zϭϲͿ ϭ͕ϬϬϬ ϭͲ&ĂŵŝůǇ WĞƌŵŝƚƐ͗нϭϵй;zϭϲͿ ϱϬϬ WĞŶĚŝŶŐ ^ĂůĞƐ͗нϭϳй;ĞĐϭϲͿ Ͳ

&ŽƌĞĐůŽƐƵƌĞƐůĂƌŐĞůǇĂŶŽŶͲŝƐƐƵĞ ϭϵϵϱ ϭϵϵϲ ϭϵϵϳ ϭϵϵϴ ϭϵϵϵ ϮϬϬϬ ϮϬϬϭ ϮϬϬϮ ϮϬϬϯ ϮϬϬϰ ϮϬϬϱ ϮϬϬϲ ϮϬϬϳ ϮϬϬϴ ϮϬϬϵ ϮϬϭϬ ϮϬϭϭ ϮϬϭϮ ϮϬϭϯ ϮϬϭϰ ϮϬϭϱ ϮϬϭϲ

^KhZ͗,^dZ&/> KhEdz h/>/E' /E^Wd/KE^͖Z>dKZ^

ZĞǀĞŶƵĞŵŝǆĚŽŵŝŶĂƚĞĚďǇ FY2018ProposedRevenueBreakdown ZĞƐĞƌǀĞƐ͕ ƚŚƌĞĞĐĂƚĞŐŽƌŝĞƐ͖ϵϯйŽĨ Ψϭϱ͕ϭϴϭ͕ϳϬϬ Ϯ͘Ϭй State, $135,973,800 ŽǀĞƌĂůůƚŽƚĂů ,18.3% ^ĞƌǀŝĐĞŚĂƌŐĞƐ͕ ΨϭϮ͕ϱϴϲ͕ϵϬϬ ϭ͘ϳй ConsumerTaxes, ^ƚĂƚĞĐĂƚĞŐŽƌǇŶĞĂƌůǇϱϬй $119,289,400, &ĞĚĞƌĂů͕ Ψϴ͕ϭϬϬ͕ϴϬϬ ƉĂƐƐͲƚŚƌŽƵŐŚƌĞǀĞŶƵĞĨŽƌ 16.1% ϭ͘ϭй ZĞŝŵďƵƌƐĞŵĞŶƚƐ ĂŶĚdƌĂŶƐĨĞƌƐ͕ ƐĐŚŽŽůƐ Ψϳ͕ϲϱϳ͕ϰϬϬ ϭ͘Ϭй

WĞƌŵŝƚƐĂŶĚ&ĞĞƐ͕ PropertyTaxes, Ψϳ͕Ϭϳϭ͕ϭϬϬ ϭ͘Ϭй &ĞĚĞƌĂůĐŽŶƚƌŝďƵƚŝŽŶĐŽŶƚŝŶƵĞƐ $432,322,500, 58.3% &ŝŶĞƐ͕ Ψϭ͕ϳϲϴ͕ϵϬϬ ƚŽĚƌŝĨƚůŽǁĞƌ͖ƉƌŝŵĂƌŝůǇƉĂƐƐͲ Ϭ͘Ϯй

ƚŚƌŽƵŐŚƉĂǇŵĞŶƚƐŝŶ^ŽĐŝĂů hƐĞŽĨDŽŶĞǇĂŶĚ WƌŽƉĞƌƚǇ͕ ^ĞƌǀŝĐĞƐ Ψϭ͕ϰϰϯ͕ϴϬϬ Ϭ͘Ϯй

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s Ϯϴ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

ǆŝƐƚŝŶŐƌĞƐŝĚĞŶƚŝĂů ResidentialRevaluation ƉƌŽƉĞƌƚŝĞƐнϯйŝŶϮϬϭϲ ϮϬ͘Ϭ ;ĨŽƌϮϬϭϳĂƐƐĞƐƐŵĞŶƚƐͿ ϭϱ͘Ϭ ϰƚŚ ĐŽŶƐĞĐƵƚŝǀĞǇĞĂƌŽĨ ĂƉƉƌĞĐŝĂƚŝŽŶ ϭϬ͘Ϭ sZ' ŚŽŵĞĐůŽƐĞƚŽ ϱ͘Ϭ

ƉƌĞͲƌĞĐĞƐƐŝŽŶůĞǀĞů Ϭ͘Ϭ

&ŽƌĞĐĂƐƚ ůŽŽŬƐĨŽƌƐŝŵŝůĂƌ Ͳϱ͘Ϭ ƚƌĞŶĚ͗ϯ͘ϬͲϯ͘Ϯϱй ͲϭϬ͘Ϭ

ϮϬϬϯͲϮϬϭϯ ĂǀĞƌĂŐĞ͗нϯ͘ϲй ϭϵϵϱ ϭϵϵϲ ϭϵϵϳ ϭϵϵϴ ϭϵϵϵ ϮϬϬϬ ϮϬϬϭ ϮϬϬϮ ϮϬϬϯ ϮϬϬϰ ϮϬϬϱ ϮϬϬϲ ϮϬϬϳ ϮϬϬϴ ϮϬϬϵ ϮϬϭϬ ϮϬϭϭ ϮϬϭϮ ϮϬϭϯ ϮϬϭϰ ϮϬϭϱ ϮϬϭϲ ϮϬϭϳ ϮϬϭϴ ϮϬϭϵ ϮϬϮϬ ϮϬϮϭ ϮϬϮϮ

^KhZ͗,^dZ&/> KhEdz ^^^^KZ͛^K&&/͖&zϭϴE zKE Z WZK:d/KE^

ChesterfieldSalesTaxGrowth ChesterfieldSalesTaxMonthlyTotals 12ͲmonthMovingAverage 12ͲmonthMovingAverage ϭϱ͘ϬϬй Ψϰ͕ϱϬϬ͕ϬϬϬ

Ψϰ͕ϬϬϬ͕ϬϬϬ

ϭϬ͘ϬϬй Ψϯ͕ϱϬϬ͕ϬϬϬ

Ψϯ͕ϬϬϬ͕ϬϬϬ ϱ͘ϬϬй ΨϮ͕ϱϬϬ͕ϬϬϬ

ΨϮ͕ϬϬϬ͕ϬϬϬ Ϭ͘ϬϬй Ψϭ͕ϱϬϬ͕ϬϬϬ

Ͳϱ͘ϬϬй Ψϭ͕ϬϬϬ͕ϬϬϬ

ΨϱϬϬ͕ϬϬϬ

ͲϭϬ͘ϬϬй ΨͲ &z &z &z &z &z &z &z &z &z &z &z &z &z &z Ϭϰ Ϭϱ Ϭϲ Ϭϳ Ϭϴ Ϭϵ ϭϬ ϭϭ ϭϮ ϭϯ ϭϰ ϭϱ ϭϲ ϭϳ

^KhZ͗s/Z'/E/ WZdDEd K& dyd/KE͖t>KE KKWZ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s Ϯϵ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

ΨϮϬ͕ϬϬϬ͕ϬϬϬ /ŶĂŐŐƌĞŐĂƚĞ͕ĐŽŶƐƵŵĞƌ Ψϭϳ͕ϱϬϬ͕ϬϬϬ ƚĂǆ ĐĂƚĞŐŽƌǇŐƌŽǁƚŚŚĂƐ ďĞĞŶŐĞŶĞƌĂůůǇƐƵďĚƵĞĚ Ψϭϱ͕ϬϬϬ͕ϬϬϬ ΨϭϮ͕ϱϬϬ͕ϬϬϬ

dŚŽƵŐŚ͕ ĐŽŶƐŝĚĞƌĂďůĞ ΨϭϬ͕ϬϬϬ͕ϬϬϬ

ĚŝǀĞƌŐĞŶƚƚƌĞŶĚƐĂŵŽŶŐ Ψϳ͕ϱϬϬ͕ϬϬϬ ŝŶĚŝǀŝĚƵĂůƐŽƵƌĐĞƐ͙ Ψϱ͕ϬϬϬ͕ϬϬϬ

^ŝŶĐĞ&zϮϬϭϬ͗ ΨϮ͕ϱϬϬ͕ϬϬϬ ,ŽƚĞůƌĞĐĞŝƉƚƐ͗нΨϮ͘ϭD ΨͲ &zϮϬϭϬ &zϮϬϭϭ &zϮϬϭϮ &zϮϬϭϯ &zϮϬϭϰ &zϮϬϭϱ &zϮϬϭϲ &zϮϬϭϳ &zϮϬϭϴ dĞůĞĐŽŵ͗ͲΨϭ͘ϲD dĞůĞĐŽŵdĂǆ ,ŽƚĞůdĂǆĞƐ

EŽƐŝŐŶŝĨŝĐĂŶƚŵŽǀĞŵĞŶƚŽŶ ĐƵƌƌĞŶƚǇĞĂƌƌĞǀĞŶƵĞĨŽƌĞĐĂƐƚ ƐŝŶĐĞĚŝƐĐƵƐƐŝŽŶŝŶĨĂůů;хϭйŽŶ ŐĞŶĞƌĂůĨƵŶĚƌĞǀĞŶƵĞƐͿ ZĞƐŝĚĞŶƚŝĂůƌĞǀĂůƵĂƚŝŽŶ ĂƐƐƵŵƉƚŝŽŶŽŶƚŚĞŵĂƌŬ ůƵĞƉƌŝŶƚDKEd,>zƉƌŽĚƵĐƚ ĂǀĂŝůĂďůĞ ƚŽƉƌŽǀŝĚĞƌĞŐƵůĂƌ ĞĐŽŶŽŵŝĐƵƉĚĂƚĞƐ ǁǁǁ͘ĐŚĞƐƚĞƌĨŝĞůĚ͘ŐŽǀͬƵĚŐĞƚ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϯϬ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

RevenueCategory FY18Amount LevelChange* %Change* WƌŽƉĞƌƚǇdĂǆĞƐ;ŶĞƚŽĨƐͿ ΨϰϮϳ͕ϲϴϰ͕ϲϬϬ Ψϭϱ͕ϯϵϴ͕ϮϬϬ ϯ͘ϳй ŽŶƐƵŵĞƌ dĂǆĞƐ;ŶĞƚŽĨƐͿ Ψϭϭϴ͕ϱϰϱ͕ϮϬϬ Ψϭ͕ϯϬϵ͕ϯϬϬ ϭ͘ϭй WĂƐƐͲƚŚƌŽƵŐŚ Ψϱ͕ϯϴϮ͕ϭϬϬ Ψϭ͕ϴϬϳ͕ϬϬϬ ϱϬ͘ϱй WĞƌŵŝƚƐĂŶĚ&ĞĞƐ Ψϳ͕Ϭϳϭ͕ϭϬϬ Ψϱϭϭ͕ϬϬϬ ϳ͘ϳй hƐĞŽĨDŽŶĞǇĂŶĚWƌŽƉĞƌƚǇ Ψϭ͕ϰϰϯ͕ϴϬϬ Ψϰϵϳ͕ϱϬϬ ϱϮ͘ϲй ůůKƚŚĞƌ Ψϭϲϲ͕Ϭϴϳ͕ϴϬϬ ΨϮ͕ϲϴϱ͕ϰϬϬ ϭ͘ϲй

hƐĞŽĨZĞƐĞƌǀĞƐ;ĐŽƵŶƚǇĂŶĚƐĐŚŽŽůƐͿ Ψϭϱ͕ϭϴϭ͕ϳϬϬ Ψϰ͕ϯϬϰ͕ϴϬϬ ϯϵ͘ϲй 'ĞŶĞƌĂů&ƵŶĚ Ψϳϰϭ͕ϯϵϲ͕ϯϬϬ ΨϮϲ͕ϱϭϯ͕ϮϬϬ ϯ͘ϳй

'ĞŶĞƌĂů&ƵŶĚ ;ŵŝŶƵƐŽŶĞͲƚŝŵĞ͕ƉĂƐƐͲƚŚƌŽƵŐŚͿ Ψϲϱϳ͕ϲϭϯ͕ϭϬϬ ΨϮϬ͕ϱϴϮ͕ϮϬϬ ϯ͘Ϯй

Ύ:h^d^ &KZ dZE^&Z K& DEd> ,>d, ZsEh^͕dZdDEd K& ,Z'^ &KZ ^Zs/^ dK d, ^,KK> /s/^/KE E &hE >E͖d> ,^ E Z^dd ^/E ϮͬϮϮͬϭϳ

ϭͿ dĂǆZĂƚĞƐ͗ƌĞƋƵĞƐƚĞĚƚŽƐĞƚƚŚĞ͚ŶŽƚƚŽĞǆĐĞĞĚ͛ ƌĂƚĞƐĨŽƌƚĂǆǇĞĂƌͬĐĂůĞŶĚĂƌǇĞĂƌϮϬϭϳ ^ƚĂĨĨƌĞĐŽŵŵĞŶĚĂƚŝŽŶŝƐƚŽĂĚǀĞƌƚŝƐĞƚŚĞ ĞǆŝƐƚŝŶŐƚĂǆƌĂƚĞƐƚƌƵĐƚƵƌĞ;ǁŚŝĐŚŚĂƐƌĞĂůĞƐƚĂƚĞ ĂƚΨϬ͘ϵϲͿ ϮͿ hƚŝůŝƚǇZĂƚĞƐ͗ ƌĞƋƵĞƐƚĞĚƚŽĂĚǀĞƌƚŝƐĞĂŶĞǁƌĂƚĞ ƐƚƌƵĐƚƵƌĞĨŽƌ&zϮϬϭϴ͕ǁŚŝĐŚǁŽƵůĚƌĞƐƵůƚŝŶĂ ϰ͘ϵйŝŶĐƌĞĂƐĞŝŶƚŚĞĂǀĞƌĂŐĞďŝͲŵŽŶƚŚůǇďŝůů͖ŶŽ ŝŶĐƌĞĂƐĞƉƌŽƉŽƐĞĚĨŽƌĐŽŶŶĞĐƚŝŽŶĨĞĞƐ ϯͿ ^ĞƚďƵĚŐĞƚƉƵďůŝĐŚĞĂƌŝŶŐƐĨŽƌDĂƌĐŚϮϵƚŚ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϯϭ &zϮϬϭϴƵĚŐĞƚ ZsEhEyWE/dhZ^hDDZ/^

ϳĐŽŵŵƵŶŝƚǇŵĞĞƚŝŶŐƐ͖ƌĞĐŽƌĚĂƚƚĞŶĚĂŶĐĞĨŽƌƚŚŝƐ ĨŽƌŵĂƚ͕ŶĞĂƌůǇϮϬϬƉĞŽƉůĞ ƌŽĂĚĞƌĐŽŵŵƵŶŝĐĂƚŝŽŶĞĨĨŽƌƚƐ &ĞĞĚďĂĐŬ ƌĞĂĨĨŝƌŵĞĚůƵĞƉƌŝŶƚƌĞƐƵůƚƐ͕ĨŽĐƵƐŝŶŐŽŶ͗ Transportation͗ŽǀĞƌĂůůƐĂĨĞƚǇ͕ƌŽĂĚ ŝŵƉƌŽǀĞŵĞŶƚƐ͕ƐŝĚĞǁĂůŬƐ Education͗ĨĂĐŝůŝƚŝĞƐ͕ǁĞůůŶĞƐƐŝŶŝƚŝĂƚŝǀĞƐ͕ƚĞĂĐŚĞƌ ƌĞĐƌƵŝƚŵĞŶƚͬƌĞƚĞŶƚŝŽŶ PublicSafety͗ƌĞĐƌƵŝƚŵĞŶƚͬƌĞƚĞŶƚŝŽŶ͕ĨĂĐŝůŝƚŝĞƐ͕ ďŽĚǇǁŽƌŶĐĂŵĞƌĂƐ Takingcareofexistingassets͗ĨĂĐŝůŝƚŝĞƐ͕ƉĂƌŬƐ͕ ĐŽŵŵƵŶŝƚǇĂƚͲůĂƌŐĞ͕ĞƚĐ͘

March15:ďƵĚŐĞƚǁŽƌŬƐĞƐƐŝŽŶŝŶƚŚĞ ŵĂŝŶĂĚŵŝŶďƵŝůĚŝŶŐͬZŽŽŵϱϬϮĨƌŽŵ ϭϮͲϲƉ͘ŵ͘ March(post3/15): ĐŽŵŵƵŶŝƚǇďƵĚŐĞƚ ǁŽƌŬƐŚŽƉƐ March29:ďƵĚŐĞƚƉƵďůŝĐŚĞĂƌŝŶŐƐ April26:ďƵĚŐĞƚĂĚŽƉƚŝŽŶ &ĞĞĚďĂĐŬͬƋƵĞƐƚŝŽŶƐĂďŽƵƚƚŚĞďƵĚŐĞƚ ĂůǁĂǇƐǁĞůĐŽŵĞĂƚ ďůƵĞƉƌŝŶƚΛĐŚĞƐƚĞƌĨŝĞůĚ͘ŐŽǀ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϯϮ FY2018 Budget

REVENUE AND EXPENDITURE SUMMARIES

FY2018 BUDGET

ϯϯ FY2018 Budget Revenue and Expenditure Summaries ŽŶƐŽůŝĚĂƚĞĚZĞǀĞŶƵĞĂŶĚǆƉĞŶĚŝƚƵƌĞ^ƵŵŵĂƌǇ &zϮϬϭϴWƌŽƉŽƐĞĚĨŽƌůů&ƵŶĚƐ

Comprehensive Healthcare Fleet and Risk REVENUE SOURCES General Fund School Fund Services Grants Fund Radio Shop Management ZĞĂůƐƚĂƚĞdĂǆĞƐ Ψϯϯϵ͕Ϭϴϵ͕ϮϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ WĞƌƐŽŶĂůWƌŽƉĞƌƚǇ ϲϳ͕ϴϵϳ͕ϵϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ KƚŚĞƌWƌŽƉĞƌƚǇ Ϯϱ͕ϯϯϱ͕ϰϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ hƚŝůŝƚǇΘKƚŚĞƌ>ŽĐĂůdĂǆĞƐ ϭϭϵ͕Ϯϴϵ͕ϰϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ WĞƌŵŝƚƐ͕&ĞĞƐ͕ĞƚĐ͘ ϴ͕ϴϰϬ͕ϬϬϬ ϭϭ͕ϳϳϱ͕ϵϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ ϭϮ͕ϱϴϲ͕ϵϬϬ Ϯϴ͕ϴϴϳ͕ϳϬϬ Ͳ Ͳ Ͳ ϮϬ͕ϭϱϬ͕ϴϬϬ Ͳ DŝƐĐĞůůĂŶĞŽƵƐĂŶĚZĞĐŽǀĞƌĞĚŽƐƚƐ ϱ͕ϳϱϮ͕ϮϬϬ ϳϰ͕ϬϬϬ ϰϲϵ͕ϱϬϬ Ͳ Ͳ Ͳ ϵ͕ϯϯϵ͕ϬϬϬ ^ƚĂƚĞ&ƵŶĚŝŶŐ ϭϯϱ͕ϵϳϯ͕ϴϬϬ Ϯϲϲ͕ϱϲϮ͕ϱϬϬ ϴ͕ϲϲϯ͕ϵϬϬ Ͳ Ͳ Ͳ Ͳ &ĞĚĞƌĂů&ƵŶĚŝŶŐ ϴ͕ϭϬϬ͕ϴϬϬ ϰϭϵ͕ϮϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ KƚŚĞƌ&ŝŶĂŶĐŝŶŐ^ŽƵƌĐĞƐ ϭϱ͕ϭϴϭ͕ϳϬϬ Ϯϳ͕ϳϬϱ͕ϰϬϬ Ͳ ϭϮ͕ϱϮϵ͕ϳϬϬ Ͳ Ͳ Ͳ hƐĞŽĨDŽŶĞǇĂŶĚWƌŽƉĞƌƚǇ ϭ͕ϰϰϯ͕ϴϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ ,ĞĂůƚŚĐĂƌĞŽŶƚƌŝďƵƚŝŽŶƐ Ͳ Ͳ Ͳ Ͳ ϭϭϯ͕ϱϬϬ͕ϬϬϬ Ͳ Ͳ Revenue Generated within Fund $739,491,100 $335,424,700 $9,133,400 $12,529,700 $113,500,000 $20,150,800 $9,339,000 dƌĂŶƐĨĞƌƐĨƌŽŵKƚŚĞƌ&ƵŶĚƐ Ψϭ͕ϵϬϱ͕ϮϬϬ Ψϯϰϱ͕Ϯϲϯ͕ϮϬϬ Ψϲ͕ϬϬϱ͕ϰϬϬ Ψϭ͕ϯϯϰ͕ϯϬϬ Ͳ Ͳ ĞŐŝŶŶŝŶŐ&ƵŶĚĂůĂŶĐĞ Ͳ ϭ͕ϬϬϬ͕ϬϬϬ ϱϱϲ͕ϬϬϬ Ϯϭ͕ϮϬϬ Ͳ Ͳ Ͳ ,ĞĂůƚŚĐĂƌĞŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶ Ͳ Ͳ Ͳ Ͳ ;ϴϮ͕ϯϬϰ͕ϲϬϬͿ Ͳ Ͳ Available Sources $741,396,300 $681,687,900 $15,694,800 $13,885,200 $31,195,400 $20,150,800 $9,339,000 EXPENDITURES 'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚ Ψϱϲ͕ϴϴϲ͕ϵϬϬ Ͳ Ͳ Ψϭ͕ϳϯϱ͕ϬϬϬ Ͳ Ͳ Ψϵ͕ϯϯϵ͕ϬϬϬ ĚŵŝŶŝƐƚƌĂƚŝŽŶŽĨ:ƵƐƚŝĐĞ ϵ͕ϰϭϭ͕ϬϬϬ Ͳ Ͳ Ϯ͕ϭϲϮ͕ϳϬϬ Ͳ Ͳ Ͳ WƵďůŝĐ^ĂĨĞƚǇ ϭϳϭ͕ϳϳϱ͕ϰϬϬ Ͳ Ͳ ϳ͕ϰϳϲ͕ϴϬϬ Ͳ Ͳ Ͳ WƵďůŝĐtŽƌŬƐ ϭϴ͕ϰϱϯ͕ϱϬϬ Ͳ Ͳ Ͳ Ͳ ϭϵ͕ϳϲϮ͕ϱϬϬ Ͳ ,ĞĂůƚŚĂŶĚtĞůĨĂƌĞ Ϯϵ͕ϯϮϴ͕ϴϬϬ Ͳ ϭϱ͕ϲϵϰ͕ϴϬϬ Ϯ͕ϱϭϬ͕ϳϬϬ Ͳ Ͳ Ͳ WĂƌŬƐ͕ZĞĐƌĞĂƚŝŽŶ͕ƵůƚƵƌĂů Ϯϭ͕ϲϴϯ͕ϳϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ ϮϬ͕Ϯϰϱ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ ĚƵĐĂƚŝŽŶ ϯϰϱ͕Ϯϲϯ͕ϮϬϬ ϲϯϭ͕ϯϵϰ͕ϰϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ hƚŝůŝƚǇ^ĞƌǀŝĐĞƐ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ğďƚ^ĞƌǀŝĐĞ Ϯϰ͕Ϭϲϴ͕ϬϬϬ ϱϬ͕Ϯϵϯ͕ϱϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ DŝƐĐĞůůĂŶĞŽƵƐ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ ZĞƐĞƌǀĞƐ ϲϲϮ͕ϰϬϬ Ͳ Ͳ Ͳ Ͳ ϯϴϴ͕ϯϬϬ Ͳ dƌĂŶƐĨĞƌƚŽKƚŚĞƌ&ƵŶĚƐ ϰϯ͕ϲϭϴ͕ϰϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ ,ĞĂůƚŚĐĂƌĞŽŶƚƌŝďƵƚŝŽŶƐ Ͳ Ͳ Ͳ Ͳ ϭϭϯ͕ϱϬϬ͕ϬϬϬ Ͳ Ͳ Total Expenditures $741,396,300 $681,687,900 $15,694,800 $13,885,200 $113,500,000 $20,150,800 $9,339,000 ŶĚŝŶŐ&ƵŶĚĂůĂŶĐĞ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ ,ĞĂůƚŚĐĂƌĞŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶ Ͳ Ͳ Ͳ Ͳ ;ϴϮ͕ϯϬϰ͕ϲϬϬͿ Ͳ Ͳ TOTAL BUDGET $741,396,300 $681,687,900 $15,694,800 $13,885,200 $31,195,400 $20,150,800 $9,339,000

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϯϰ FY2018 Budget Revenue and Expenditure Summaries ŽŶƐŽůŝĚĂƚĞĚZĞǀĞŶƵĞĂŶĚǆƉĞŶĚŝƚƵƌĞ^ƵŵŵĂƌǇ &zϮϬϭϴWƌŽƉŽƐĞĚĨŽƌůů&ƵŶĚƐ

Mental Stormwater Transfers from REVENUE SOURCES Health Airport Utility Utilities other funds Total Percent ZĞĂůƐƚĂƚĞdĂǆĞƐ Ͳ Ͳ Ͳ Ͳ Ͳ Ψϯϯϵ͕Ϭϴϵ͕ϮϬϬ Ϯϰ͘ϳй WĞƌƐŽŶĂůWƌŽƉĞƌƚǇ Ͳ Ͳ Ͳ Ͳ Ͳ ϲϳ͕ϴϵϳ͕ϵϬϬ ϰ͘ϵй KƚŚĞƌWƌŽƉĞƌƚǇ Ͳ Ͳ Ͳ Ͳ Ͳ Ϯϱ͕ϯϯϱ͕ϰϬϬ ϭ͘ϴй hƚŝůŝƚǇΘKƚŚĞƌ>ŽĐĂůdĂǆĞƐ Ͳ Ͳ Ͳ ϭϳϱ͕ϱϰϯ͕ϱϬϬ Ͳ Ϯϵϰ͕ϴϯϮ͕ϵϬϬ Ϯϭ͘ϱй WĞƌŵŝƚƐ͕&ĞĞƐ͕ĞƚĐ͘ Ͳ ϲϱϵ͕ϮϬϬ ϲ͕ϰϴϳ͕ϭϬϬ Ͳ Ͳ Ϯϳ͕ϳϲϮ͕ϮϬϬ Ϯ͘Ϭй ŚĂƌŐĞƐĨŽƌ^ĞƌǀŝĐĞƐ Ͳ ϴϵ͕ϱϬϬ Ͳ Ͳ Ͳ ϲϭ͕ϳϭϰ͕ϵϬϬ ϰ͘ϱй DŝƐĐĞůůĂŶĞŽƵƐĂŶĚZĞĐŽǀĞƌĞĚŽƐƚƐ Ϯϭ͕ϴϵϵ͕ϮϬϬ ϱ͕ϬϬϬ Ͳ Ͳ Ͳ ϯϳ͕ϱϯϴ͕ϵϬϬ Ϯ͘ϳй ^ƚĂƚĞ&ƵŶĚŝŶŐ ϱ͕Ϭϭϵ͕ϱϬϬ ϮϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ ϰϭϲ͕ϰϭϵ͕ϳϬϬ ϯϬ͘ϯй &ĞĚĞƌĂů&ƵŶĚŝŶŐ ϵϬϳ͕ϰϬϬ Ͳ Ͳ Ͳ Ͳ ϵ͕ϰϮϳ͕ϰϬϬ Ϭ͘ϳй KƚŚĞƌ&ŝŶĂŶĐŝŶŐ^ŽƵƌĐĞƐ Ͳ ϭ͕ϴϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ ϱϳ͕Ϯϭϲ͕ϴϬϬ ϰ͘Ϯй hƐĞŽĨDŽŶĞǇĂŶĚWƌŽƉĞƌƚǇ Ͳ Ͳ Ͳ Ͳ Ͳ ϭ͕ϰϰϯ͕ϴϬϬ Ϭ͘ϭй ,ĞĂůƚŚĐĂƌĞŽŶƚƌŝďƵƚŝŽŶƐ Ͳ Ͳ Ͳ Ͳ Ͳ ϭϭϯ͕ϱϬϬ͕ϬϬϬ ϴ͘ϯй Revenue Generated within Fund $27,826,100 $2,753,700 $6,487,100 $175,543,500 - $1,452,179,100 105.8% dƌĂŶƐĨĞƌƐĨƌŽŵKƚŚĞƌ&ƵŶĚƐ Ψϭϭ͕ϴϳϯ͕ϬϬϬ Ͳ Ͳ Ͳ ;Ψϯϲϲ͕ϯϴϭ͕ϭϬϬͿ Ͳ Ϭ͘Ϭй ĞŐŝŶŶŝŶŐ&ƵŶĚĂůĂŶĐĞ Ͳ Ͳ ϭ͕ϰϲϳ͕ϰϬϬ Ͳ Ͳ ϯ͕Ϭϰϰ͕ϲϬϬ Ϭ͘Ϯй ,ĞĂůƚŚĐĂƌĞŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶ Ͳ Ͳ Ͳ Ͳ Ͳ ;ϴϮ͕ϯϬϰ͕ϲϬϬͿ Ͳϲ͘Ϭй Available Sources $39,699,100 $2,753,700 $7,954,500 $175,543,500 ($366,381,100) $1,372,919,100 100.0% EXPENDITURES 'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚ Ͳ Ͳ Ͳ Ͳ Ͳ Ψϲϳ͕ϵϲϬ͕ϵϬϬ ϱ͘Ϭй ĚŵŝŶŝƐƚƌĂƚŝŽŶŽĨ:ƵƐƚŝĐĞ Ͳ Ͳ Ͳ Ͳ ;Ϯϲ͕ϱϬϬͿ ϭϭ͕ϱϰϳ͕ϮϬϬ Ϭ͘ϴй WƵďůŝĐ^ĂĨĞƚǇ Ͳ Ͳ Ͳ Ͳ ;ϭ͕ϰϳϳ͕ϱϬϬͿ ϭϳϳ͕ϳϳϰ͕ϳϬϬ ϭϮ͘ϵй WƵďůŝĐtŽƌŬƐ Ͳ Ͳ ϳ͕ϵϱϰ͕ϱϬϬ ;ϯϵϮ͕ϭϬϬͿ ϰϱ͕ϳϳϴ͕ϰϬϬ ϯ͘ϰй ,ĞĂůƚŚĂŶĚtĞůĨĂƌĞ ϯϵ͕ϲϵϵ͕ϭϬϬ Ͳ Ͳ Ͳ ;ϭϵ͕ϭϱϲ͕ϲϬϬͿ ϲϴ͕Ϭϳϲ͕ϴϬϬ ϱ͘Ϭй WĂƌŬƐ͕ZĞĐƌĞĂƚŝŽŶ͕ƵůƚƵƌĂů Ͳ Ͳ Ͳ Ͳ Ͳ Ϯϭ͕ϲϴϯ͕ϳϬϬ ϭ͘ϲй ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ Ͳ Ͳ Ͳ Ͳ Ͳ ϮϬ͕Ϯϰϱ͕ϬϬϬ ϭ͘ϱй ĚƵĐĂƚŝŽŶ Ͳ Ͳ Ͳ Ͳ ;ϯϰϱ͕Ϯϲϯ͕ϮϬϬͿ ϲϯϭ͕ϯϵϰ͕ϰϬϬ ϰϲ͘Ϭй hƚŝůŝƚǇ^ĞƌǀŝĐĞƐ Ͳ Ͳ Ͳ ϭϲϴ͕ϱϱϯ͕ϭϬϬ Ͳ ϭϳϱ͕ϱϰϯ͕ϱϬϬ ϭϮ͘ϴй Ğďƚ^ĞƌǀŝĐĞ Ͳ ϭϮϮ͕ϵϬϬ Ͳ ϲ͕ϵϵϬ͕ϰϬϬ ;ϰϱϳ͕ϯϬϬͿ ϳϯ͕ϵϬϰ͕ϮϬϬ ϱ͘ϰй DŝƐĐĞůůĂŶĞŽƵƐ Ͳ Ϯ͕ϲϯϬ͕ϴϬϬ Ͳ Ͳ Ͳ Ϯ͕ϳϱϯ͕ϳϬϬ Ϭ͘Ϯй ZĞƐĞƌǀĞƐ Ͳ Ͳ Ͳ Ͳ Ͳ ϭ͕ϬϱϬ͕ϳϬϬ Ϭ͘ϭй dƌĂŶƐĨĞƌƚŽKƚŚĞƌ&ƵŶĚƐ Ͳ Ͳ Ͳ Ͳ Ͳ ϰϯ͕ϲϭϴ͕ϰϬϬ ϯ͘Ϯй ,ĞĂůƚŚĐĂƌĞŽŶƚƌŝďƵƚŝŽŶƐ Ͳ Ͳ Ͳ Ͳ Ͳ ϭϭϯ͕ϱϬϬ͕ϬϬϬ ϴ͘ϯй Total Expenditures $39,699,100 $2,753,700 $7,954,500 $175,543,500 ($366,381,100) $1,455,223,700 106.0% ŶĚŝŶŐ&ƵŶĚĂůĂŶĐĞ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ ŶͬĂ ,ĞĂůƚŚĐĂƌĞŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶ Ͳ Ͳ Ͳ Ͳ Ͳ ;ϴϮ͕ϯϬϰ͕ϲϬϬͿ Ͳϲ͘Ϭй TOTAL BUDGET $39,699,100 $2,753,700 $7,954,500 $175,543,500 ($366,381,100) $1,372,919,100 100%

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϯϱ FY2018 Budget Revenue and Expenditure Summaries

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ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϯϳ FY2018 Budget Revenue and Expenditure Summaries 'ĞŶĞƌĂů&ƵŶĚǆƉĞŶĚŝƚƵƌĞƐ&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 YoY Actual Adopted Proposed Change GENERAL GOVERNMENT ĐĐŽƵŶƚŝŶŐ Ψϯ͕ϳϮϴ͕ϲϭϴ Ψϯ͕ϴϱϭ͕ϳϬϬ Ψϯ͕ϴϵϳ͕ϳϬϬ ϭ͘Ϯй ŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ ϯϰϳ͕ϵϬϰ ϯϵϯ͕ϮϬϬ ϯϰϴ͕ϵϬϬ Ͳϭϭ͘ϯй ƵĚŐĞƚĂŶĚDĂŶĂŐĞŵĞŶƚ ϭ͕Ϭϲϰ͕ϴϯϳ ϭ͕Ϭϱϲ͕ϱϬϬ ϵϮϬ͕ϰϬϬ ͲϭϮ͘ϵй ůĞƌŬƚŽŽĂƌĚ Ϯϰϱ͕ϵϯϮ Ϯϲϵ͕ϭϬϬ ϮϳϮ͕ϴϬϬ ϭ͘ϰй ŽŵŵŝƐƐŝŽŶĞƌŽĨZĞǀĞŶƵĞ ϯ͕ϭϰϭ͕ϴϳϬ ϯ͕ϮϬϵ͕ϴϬϬ ϯ͕ϭϳϰ͕ϵϬϬ Ͳϭ͘ϭй ŽŵŵƵŶŝĐĂƚŝŽŶƐĂŶĚDĞĚŝĂ ϴϮϱ͕Ϯϯϯ ϴϭϰ͕ϮϬϬ ϴϱϳ͕ϲϬϬ ϱ͘ϯй ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶ ϯ͕ϭϴϲ͕ϲϱϰ ϯ͕Ϭϵϲ͕ϵϬϬ ϯ͕ϭϮϳ͕ϱϬϬ ϭ͘Ϭй ŽƵŶƚǇƚƚŽƌŶĞǇ ϭ͕ϳϮϯ͕ϲϴϮ ϭ͕ϲϲϯ͕ϯϬϬ ϭ͕ϳϰϮ͕ϴϬϬ ϰ͘ϴй ŵƉůŽǇĞĞĞŶĞĨŝƚƐ ϯ͕ϯϬϳ͕ϭϯϱ ϴ͕ϭϰϯ͕ϱϬϬ ϭϬ͕ϵϯϮ͕ϭϬϬ ϯϰ͘Ϯй 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐĚŵŝŶ ϰϲϬ͕ϴϬϯ ϰϰϵ͕ϱϬϬ ϰϰϲ͕ϮϬϬ ͲϬ͘ϳй ,ƵŵĂŶZĞƐŽƵƌĐĞDĂŶĂŐĞŵĞŶƚ ϯ͕Ϯϴϯ͕ϰϳϮ ϯ͕Ϯϵϭ͕ϯϬϬ ϯ͕ϯϯϯ͕ϳϬϬ ϭ͘ϯй /ŶƚĞƌĞƐƚWĂŝĚŽŶdĂǆĞƐ ϳ͕ϵϰϱ ϰϲ͕ϬϬϬ ϰϳ͕ϳϬϬ ϯ͘ϳй /ŶƚĞƌŶĂůƵĚŝƚ ϴϬϱ͕ϮϮϲ ϴϱϯ͕ϴϬϬ ϵϭϴ͕ϯϬϬ ϳ͘ϲй /ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇ ϭϯ͕ϳϳϰ͕Ϭϵϰ ϭϯ͕ϳϴϴ͕ϰϬϬ ϭϰ͕ϲϲϬ͕ϱϬϬ ϲ͘ϯй >ŝĐĞŶƐĞ/ŶƐƉĞĐƚŝŽŶƐ ϱϯϲ͕ϳϬϵ ϱϯϲ͕ϳϬϬ ϱϮϴ͕ϵϬϬ Ͳϭ͘ϱй KƚŚĞƌDŝƐĐĞůůĂŶĞŽƵƐĐŚĂƌŐĞƐ ϭϵϰ͕ϵϲϱ ϳ͕ϬϬϬ Ͳ ͲϭϬϬ͘Ϭй ŽĐƵŵĞŶƚ^ĞƌǀŝĐĞƐ ϵϰϵ͕ϲϭϰ ϵϯϰ͕ϱϬϬ ϵϮϯ͕ϯϬϬ Ͳϭ͘Ϯй WƵƌĐŚĂƐŝŶŐ ϭ͕ϳϭϰ͕ϳϵϭ ϭ͕ϳϴϱ͕ϯϬϬ ϭ͕ϴϵϱ͕ϰϬϬ ϲ͘Ϯй ZĞĂůƐƚĂƚĞƐƐĞƐƐŵĞŶƚƐ Ϯ͕ϲϳϳ͕ϰϮϯ Ϯ͕ϴϱϴ͕ϭϬϬ Ϯ͕ϵϬϲ͕ϯϬϬ ϭ͘ϳй ZĞŐŝƐƚƌĂƌ ϭ͕ϯϵϴ͕ϱϵϬ ϭ͕ϬϯϬ͕ϲϬϬ ϵϮϰ͕ϳϬϬ ͲϭϬ͘ϯй dƌĂŝŶŝŶŐͬ>ĞĂƌŶŝŶŐĂŶĚWĞƌĨŽƌŵĂŶĐĞĞŶƚĞƌ ϭ͕ϭϬϭ͕ϵϳϭ ϭ͕ϭϴϰ͕ϱϬϬ ϭ͕ϯϭϯ͕ϮϬϬ ϭϬ͘ϵй dƌĞĂƐƵƌĞƌ ϯ͕ϱϵϳ͕ϴϭϴ ϯ͕ϴϭϭ͕ϳϬϬ ϯ͕ϳϭϰ͕ϬϬϬ ͲϮ͘ϲй TOTAL GENERAL GOVERNMENT $48,075,285 $53,075,600 $56,886,900 7.2% ADMINISTRATION OF JUSTICE ůĞƌŬŽĨŝƌĐƵŝƚůĞƌŬ Ψϯ͕ϳϰϵ͕Ϯϳϯ Ψϯ͕ϲϲϵ͕ϳϬϬ Ψϯ͕ϳϭϲ͕ϴϬϬ ϭ͘ϯй ŽŵŵŽŶǁĞĂůƚŚΖƐƚƚŽƌŶĞǇ ϰ͕ϱϯϱ͕ϲϬϯ ϰ͕ϱϰϬ͕ϱϬϬ ϰ͕ϱϲϭ͕ϴϬϬ Ϭ͘ϱй ŽƵƌƚƐ ŝƌĐƵŝƚŽƵƌƚ:ƵĚŐĞƐ ϲϴϴ͕ϱϬϲ ϳϭϮ͕ϴϬϬ ϳϬϳ͕ϭϬϬ ͲϬ͘ϴй 'ĞŶĞƌĂůŝƐƚƌŝĐƚŽƵƌƚ Ϯϳϭ͕ϵϱϵ ϭϴϱ͕ϲϬϬ ϭϴϳ͕ϮϬϬ Ϭ͘ϵй :ƵǀĞŶŝůĞŽŵĞƐƚŝĐZĞůĂƚŝŽŶƐŽƵƌƚ ϭϭϳ͕ϯϱϭ ϭϬϬ͕ϰϬϬ ϭϭϯ͕ϮϬϬ ϭϮ͘ϳй >Ăǁ>ŝďƌĂƌǇ ϭϭϬ͕ϭϯϯ ϭϭϯ͕ϲϬϬ ϭϭϴ͕ϱϬϬ ϰ͘ϯй DĂŐŝƐƚƌĂƚĞ ϱ͕ϰϵϮ ϲ͕ϰϬϬ ϲ͕ϰϬϬ Ϭ͘Ϭй TOTAL ADMINISTRATION OF JUSTICE $9,478,317 $9,329,000 $9,411,000 0.9% PUBLIC SAFETY ŶŝŵĂů^ĞƌǀŝĐĞƐ Ψϭ͕ϱϰϲ͕Ϭϵϯ Ψϭ͕ϲϭϰ͕ϮϬϬ Ψϭ͕ϲϮϮ͕ϭϬϬ Ϭ͘ϱй ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ ϰ͕ϴϲϲ͕ϴϵϴ ϰ͕ϵϰϳ͕ϲϬϬ ϱ͕Ϭϱϯ͕ϭϬϬ Ϯ͘ϭй ŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐ^ĞƌǀŝĐĞƐ Ϯ͕ϴϱϴ͕ϯϵϴ Ϯ͕ϵϭϲ͕ϳϬϬ ϯ͕ϬϮϱ͕ϮϬϬ ϯ͘ϳй ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐĞŶƚĞƌ ϲ͕ϳϵϰ͕ϴϮϰ ϳ͕ϬϭϬ͕ϵϬϬ ϳ͕ϭϮϴ͕ϱϬϬ ϭ͘ϳй &ŝƌĞͬŵĞƌŐĞŶĐǇDĞĚŝĐĂů^ĞƌǀŝĐĞƐ ϱϱ͕ϰϲϬ͕ϬϭϮ ϱϰ͕ϴϭϭ͕ϮϬϬ ϱϰ͕ϴϮϲ͕ϮϬϬ Ϭ͘Ϭй :ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ ϰ͕ϳϬϰ͕ϳϱϬ ϱ͕ϬϯϮ͕ϱϬϬ ϱ͕ϭϮϲ͕ϱϬϬ ϭ͘ϵй :ƵǀĞŶŝůĞWƌŽďĂƚŝŽŶ ϴϮ͕ϯϬϭ ϭϬϮ͕ϮϬϬ ϭϬϮ͕ϮϬϬ Ϭ͘Ϭй WŽůŝĐĞ ϲϬ͕ϱϬϭ͕Ϯϳϭ ϲϭ͕ϯϳϯ͕ϯϬϬ ϲϭ͕ϳϭϱ͕ϬϬϬ Ϭ͘ϲй ZŝǀĞƌƐŝĚĞZĞŐŝŽŶĂů:Ăŝů ϭϬ͕Ϯϱϴ͕ϱϮϬ ϭϭ͕ϱϯϰ͕ϬϬϬ ϭϭ͕ϯϬϬ͕ϬϬϬ ͲϮ͘Ϭй ^ŚĞƌŝĨĨ Ϯϭ͕ϰϳϬ͕ϯϴϮ Ϯϭ͕ϲϬϳ͕ϰϬϬ Ϯϭ͕ϴϳϲ͕ϲϬϬ ϭ͘Ϯй TOTAL PUBLIC SAFETY $168,543,448 $170,950,000 $171,775,400 0.5% PUBLIC WORKS ƵŝůĚŝŶŐƐĂŶĚ'ƌŽƵŶĚƐ Ψϲ͕ϲϬϲ͕ϲϰϯ Ψϲ͕ϴϴϮ͕ϴϬϬ Ψϲ͕ϴϵϴ͕ϰϬϬ Ϭ͘Ϯй ĂƉŝƚĂůWƌŽũĞĐƚƐDĂŶĂŐĞŵĞŶƚϭ ϭϮϴ͕ϱϱϬ Ͳ ϲϲϮ͕ϭϬϬ ŶͬĂ ŶǀŝƌŽŶŵĞŶƚĂůŶŐŝŶĞĞƌŝŶŐ ϰ͕ϳϵϱ͕ϭϳϳ ϰ͕ϴϯϲ͕ϵϬϬ ϰ͕ϵϵϱ͕ϳϬϬ ϯ͘ϯй ZŝŐŚƚͲŽĨͲtĂǇ ϰϲ͕ϱϳϬ ϰϱ͕ϬϬϬ ϰϱ͕ϬϬϬ Ϭ͘Ϭй ^ƚƌĞĞƚ>ŝŐŚƚƐ ϴϰϳ͕Ϯϰϳ ϴϰϴ͕ϬϬϬ ϴϰϴ͕ϬϬϬ Ϭ͘Ϭй tĂƐƚĞĂŶĚZĞƐŽƵƌĐĞZĞĐŽǀĞƌǇ ϱ͕Ϭϯϯ͕ϵϴϭ ϰ͕ϳϳϲ͕ϲϬϬ ϱ͕ϬϬϰ͕ϯϬϬϰ͘ϴй TOTAL PUBLIC WORKS $17,458,168 $17,389,300 $18,453,500 6.1%

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϯϴ FY2018 Budget Revenue and Expenditure Summaries 'ĞŶĞƌĂů&ƵŶĚǆƉĞŶĚŝƚƵƌĞƐ&zϭϵͲ&zϮϮ

FY2019 FY2020 FY2021 FY2022 Projected Projected Projected Projected GENERAL GOVERNMENT ĐĐŽƵŶƚŝŶŐ Ψϯ͕ϵϲϰ͕ϵϬϬ Ψϰ͕Ϭϰϳ͕ϱϬϬ Ψϰ͕ϭϯϯ͕ϭϬϬ Ψϰ͕ϮϮϭ͕ϰϬϬ ŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ ϯϱϰ͕ϴϬϬ ϯϲϭ͕ϬϬϬ ϯϲϳ͕ϯϬϬ ϯϳϯ͕ϵϬϬ ƵĚŐĞƚĂŶĚDĂŶĂŐĞŵĞŶƚ ϵϯϲ͕ϳϬϬ ϵϱϲ͕ϲϬϬ ϵϳϳ͕ϯϬϬ ϵϵϴ͕ϲϬϬ ůĞƌŬƚŽŽĂƌĚ Ϯϳϲ͕ϭϬϬ ϮϴϬ͕ϯϬϬ Ϯϴϰ͕ϱϬϬ Ϯϴϴ͕ϴϬϬ ŽŵŵŝƐƐŝŽŶĞƌŽĨZĞǀĞŶƵĞ ϯ͕ϮϮϴ͕ϱϬϬ ϯ͕ϯϬϭ͕ϰϬϬ ϯ͕ϯϳϳ͕ϬϬϬ ϯ͕ϰϱϱ͕ϯϬϬ ŽŵŵƵŶŝĐĂƚŝŽŶƐĂŶĚDĞĚŝĂ ϴϲϳ͕ϭϬϬ ϴϴϱ͕ϭϬϬ ϵϬϯ͕ϴϬϬ ϵϮϯ͕ϭϬϬ ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶ ϯ͕ϭϳϱ͕ϰϬϬ ϯ͕ϮϮϵ͕ϯϬϬ ϯ͕Ϯϴϰ͕ϰϬϬ ϯ͕ϯϰϭ͕ϮϬϬ ŽƵŶƚǇƚƚŽƌŶĞǇ ϭ͕ϳϲϵ͕ϳϬϬ ϭ͕ϴϬϳ͕ϱϬϬ ϭ͕ϴϰϲ͕ϯϬϬ ϭ͕ϴϴϲ͕ϮϬϬ ŵƉůŽǇĞĞĞŶĞĨŝƚƐ ϵ͕ϵϭϯ͕ϱϬϬ ϵ͕Ϯϭϰ͕ϲϬϬ ϴ͕ϲϯϲ͕ϴϬϬ ϳ͕ϵϴϭ͕ϱϬϬ 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐĚŵŝŶ ϰϱϯ͕ϴϬϬ ϰϲϯ͕ϱϬϬ ϰϳϯ͕ϯϬϬ ϰϴϯ͕ϰϬϬ ,ƵŵĂŶZĞƐŽƵƌĐĞDĂŶĂŐĞŵĞŶƚ ϯ͕ϯϴϴ͕ϰϬϬ ϯ͕ϰϱϱ͕ϯϬϬ ϯ͕ϱϮϰ͕ϯϬϬ ϯ͕ϱϵϱ͕ϳϬϬ /ŶƚĞƌĞƐƚWĂŝĚŽŶdĂǆĞƐ ϰϵ͕ϬϬϬ ϰϵ͕ϬϬϬ ϰϵ͕ϬϬϬ ϰϵ͕ϬϬϬ /ŶƚĞƌŶĂůƵĚŝƚ ϵϯϰ͕ϭϬϬ ϵϱϰ͕ϮϬϬ ϵϳϰ͕ϮϬϬ ϵϵϱ͕ϰϬϬ /ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇ ϭϰ͕ϵϳϴ͕ϯϬϬ ϭϱ͕Ϯϱϰ͕ϳϬϬ ϭϱ͕ϱϯϵ͕ϭϬϬ ϭϱ͕ϴϯϭ͕ϲϬϬ >ŝĐĞŶƐĞ/ŶƐƉĞĐƚŝŽŶƐ ϱϯϵ͕ϬϬϬ ϱϱϭ͕ϯϬϬ ϱϲϯ͕ϵϬϬ ϱϳϳ͕ϬϬϬ KƚŚĞƌDŝƐĐĞůůĂŶĞŽƵƐĐŚĂƌŐĞƐ Ͳ Ͳ Ͳ Ͳ ŽĐƵŵĞŶƚ^ĞƌǀŝĐĞƐ ϵϮϴ͕ϵϬϬ ϵϯϱ͕ϳϬϬ ϵϰϮ͕ϱϬϬ ϵϰϵ͕ϴϬϬ WƵƌĐŚĂƐŝŶŐ ϭ͕ϵϯϬ͕ϱϬϬ ϭ͕ϵϳϰ͕ϭϬϬ Ϯ͕Ϭϭϴ͕ϵϬϬ Ϯ͕Ϭϲϱ͕ϯϬϬ ZĞĂůƐƚĂƚĞƐƐĞƐƐŵĞŶƚƐ Ϯ͕ϵϱϴ͕ϳϬϬ ϯ͕ϬϮϱ͕ϱϬϬ ϯ͕Ϭϵϰ͕ϮϬϬ ϯ͕ϭϲϱ͕ϰϬϬ ZĞŐŝƐƚƌĂƌ ϵϰϭ͕ϰϬϬ ϵϱϱ͕ϱϬϬ ϵϳϬ͕ϭϬϬ ϵϴϱ͕ϮϬϬ dƌĂŝŶŝŶŐͬ>ĞĂƌŶŝŶŐĂŶĚWĞƌĨŽƌŵĂŶĐĞĞŶƚĞƌ ϭ͕ϯϯϬ͕ϬϬϬ ϭ͕ϯϱϬ͕ϲϬϬ ϭ͕ϯϳϮ͕ϮϬϬ ϭ͕ϯϵϰ͕ϱϬϬ dƌĞĂƐƵƌĞƌ ϯ͕ϳϴϮ͕ϴϬϬ ϯ͕ϴϱϮ͕ϯϬϬ ϯ͕ϵϮϰ͕ϮϬϬ ϯ͕ϵϵϴ͕ϵϬϬ TOTAL GENERAL GOVERNMENT $56,701,600 $56,905,000 $57,256,400 $57,561,200 ADMINISTRATION OF JUSTICE ůĞƌŬŽĨŝƌĐƵŝƚůĞƌŬ Ψϯ͕ϳϴϮ͕ϴϬϬ Ψϯ͕ϴϲϮ͕ϮϬϬ Ψϯ͕ϵϰϰ͕ϱϬϬ Ψϰ͕ϬϮϵ͕ϴϬϬ ŽŵŵŽŶǁĞĂůƚŚΖƐƚƚŽƌŶĞǇ ϰ͕ϲϰϳ͕ϱϬϬ ϰ͕ϳϱϯ͕ϴϬϬ ϰ͕ϴϲϯ͕ϲϬϬ ϰ͕ϵϳϲ͕ϴϬϬ ŽƵƌƚƐ ŝƌĐƵŝƚŽƵƌƚ:ƵĚŐĞƐ ϳϭϲ͕ϵϬϬ ϳϮϴ͕ϲϬϬ ϳϰϬ͕ϴϬϬ ϳϱϯ͕ϱϬϬ 'ĞŶĞƌĂůŝƐƚƌŝĐƚŽƵƌƚ ϭϴϴ͕ϱϬϬ ϭϵϬ͕ϮϬϬ ϭϵϮ͕ϬϬϬ ϭϵϯ͕ϴϬϬ :ƵǀĞŶŝůĞŽŵĞƐƚŝĐZĞůĂƚŝŽŶƐŽƵƌƚ ϭϭϰ͕ϲϬϬ ϭϭϲ͕ϯϬϬ ϭϭϴ͕ϭϬϬ ϭϭϵ͕ϴϬϬ >Ăǁ>ŝďƌĂƌǇ ϭϮϬ͕ϬϬϬ ϭϮϭ͕ϴϬϬ ϭϮϯ͕ϲϬϬ ϭϮϱ͕ϯϬϬ DĂŐŝƐƚƌĂƚĞ ϲ͕ϰϬϬ ϲ͕ϰϬϬ ϲ͕ϰϬϬ ϲ͕ϰϬϬ TOTAL ADMINISTRATION OF JUSTICE $9,576,700 $9,779,300 $9,989,000 $10,205,400 PUBLIC SAFETY ŶŝŵĂů^ĞƌǀŝĐĞƐ Ψϭ͕ϲϰϲ͕ϳϬϬ Ψϭ͕ϲϳϲ͕ϭϬϬ Ψϭ͕ϳϬϲ͕ϴϬϬ Ψϭ͕ϳϯϴ͕ϴϬϬ ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ ϱ͕ϭϰϮ͕ϮϬϬ ϱ͕Ϯϱϰ͕ϲϬϬ ϱ͕ϯϳϭ͕ϬϬϬ ϱ͕ϰϵϭ͕ϯϬϬ ŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐ^ĞƌǀŝĐĞƐ ϯ͕Ϯϭϵ͕ϰϬϬ ϯ͕ϮϵϬ͕ϲϬϬ ϯ͕ϯϲϰ͕ϮϬϬ ϯ͕ϰϰϬ͕ϯϬϬ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐĞŶƚĞƌ ϳ͕ϰϮϮ͕ϳϬϬ ϳ͕ϱϲϮ͕ϮϬϬ ϳ͕ϳϬϲ͕ϰϬϬ ϴ͕ϭϬϲ͕ϱϬϬ &ŝƌĞͬŵĞƌŐĞŶĐǇDĞĚŝĐĂů^ĞƌǀŝĐĞƐ ϱϱ͕ϳϱϳ͕ϵϬϬ ϱϵ͕ϭϰϴ͕ϮϬϬ ϲϬ͕ϮϬϱ͕ϮϬϬ ϲϭ͕Ϯϵϴ͕ϵϬϬ :ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ ϱ͕ϮϭϮ͕ϭϬϬ ϱ͕ϯϭϱ͕ϱϬϬ ϱ͕ϰϮϯ͕ϯϬϬ ϱ͕ϱϯϱ͕ϬϬϬ :ƵǀĞŶŝůĞWƌŽďĂƚŝŽŶ ϭϬϮ͕ϮϬϬ ϭϬϮ͕ϮϬϬ ϭϬϮ͕ϮϬϬ ϭϬϮ͕ϮϬϬ WŽůŝĐĞ ϲϮ͕ϲϲϱ͕ϰϬϬ ϲϯ͕ϴϲϬ͕ϴϬϬ ϲϱ͕Ϭϵϲ͕ϱϬϬ ϲϲ͕ϯϳϱ͕ϴϬϬ ZŝǀĞƌƐŝĚĞZĞŐŝŽŶĂů:Ăŝů ϭϭ͕ϯϬϬ͕ϬϬϬ ϭϭ͕ϯϬϬ͕ϬϬϬ ϭϭ͕ϯϬϬ͕ϬϬϬ ϭϭ͕ϯϬϬ͕ϬϬϬ ^ŚĞƌŝĨĨ ϮϮ͕Ϯϴϰ͕ϲϬϬ ϮϮ͕ϳϯϲ͕ϯϬϬ Ϯϯ͕ϮϬϰ͕ϬϬϬ Ϯϯ͕ϲϴϵ͕ϲϬϬ TOTAL PUBLIC SAFETY $174,753,200 $180,246,500 $183,479,600 $187,078,400 PUBLIC WORKS ƵŝůĚŝŶŐƐĂŶĚ'ƌŽƵŶĚƐ Ψϲ͕ϵϳϵ͕ϯϬϬ Ψϳ͕Ϭϳϲ͕ϯϬϬ Ψϳ͕ϭϲϭ͕ϳϬϬ Ψϳ͕Ϯϱϭ͕ϳϬϬ ĂƉŝƚĂůWƌŽũĞĐƚƐDĂŶĂŐĞŵĞŶƚϭ ϲϳϬ͕ϬϬϬ ϲϴϰ͕ϳϬϬ ϳϬϬ͕ϭϬϬ ϳϭϱ͕ϵϬϬ ŶǀŝƌŽŶŵĞŶƚĂůŶŐŝŶĞĞƌŝŶŐ ϱ͕Ϭϴϯ͕ϯϬϬ ϱ͕ϭϴϵ͕ϳϬϬ ϱ͕ϯϬϬ͕ϬϬϬ ϱ͕ϰϭϰ͕ϯϬϬ ZŝŐŚƚͲŽĨͲtĂǇ ϰϱ͕ϬϬϬ ϰϱ͕ϬϬϬ ϰϱ͕ϬϬϬ ϰϱ͕ϬϬϬ ^ƚƌĞĞƚ>ŝŐŚƚƐ ϴϰϴ͕ϬϬϬ ϴϰϴ͕ϬϬϬ ϴϰϴ͕ϬϬϬ ϴϰϴ͕ϬϬϬ tĂƐƚĞĂŶĚZĞƐŽƵƌĐĞZĞĐŽǀĞƌǇ ϱ͕ϭϮϰ͕ϱϬϬ ϱ͕ϭϵϵ͕ϯϬϬ ϱ͕ϮϳϬ͕ϭϬϬ ϱ͕ϯϱϭ͕ϰϬϬ TOTAL PUBLIC WORKS $18,750,100 $19,043,000 $19,324,900 $19,626,300

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϯϵ FY2018 Budget Revenue and Expenditure Summaries 'ĞŶĞƌĂů&ƵŶĚǆƉĞŶĚŝƚƵƌĞƐ&zϭϲͲ&zϭϴ FY2016 FY2017 FY2018 YoY Actual Adopted Proposed Change HEALTH AND WELFARE ^ĞŶŝŽƌĚǀŽĐĂƚĞ Ψϭ͕ϳϬϴ͕ϭϲϯ Ψϭ͕ϳϴϰ͕ϳϬϬ Ψϭ͕ϴϲϮ͕ϱϬϬ ϰ͘ϰй ,ĞĂůƚŚ ϱ͕ϲϬϴ͕ϯϮϰ Ϯ͕ϵϰϴ͕ϭϬϬ Ϯ͕ϵϬϴ͕ϲϬϬ Ͳϭ͘ϯй DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐϮ ϯϲ͕ϰϭϮ͕ϲϱϵ ϯϳ͕ϭϰϮ͕ϭϬϬ Ͳ ͲϭϬϬ͘Ϭй ^ŽĐŝĂů^ĞƌǀŝĐĞƐ ϭϳ͕ϴϭϭ͕ϵϰϰ ϭϴ͕Ϭϴϴ͕ϮϬϬ ϭϴ͕ϮϮϵ͕ϱϬϬ Ϭ͘ϴй dĂǆZĞůŝĞĨ ϱ͕ϳϰϰ͕ϵϯϵ ϱ͕ϴϯϰ͕ϮϬϬ ϲ͕ϬϬϵ͕ϮϬϬ ϯ͘Ϭй zŽƵƚŚWůĂŶŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ Ϯϴϲ͕Ϯϯϰ ϯϮϭ͕ϭϬϬ ϯϭϵ͕ϬϬϬ ͲϬ͘ϳй TOTAL HEALTH AND WELFARE $67,572,263 $66,118,400 $29,328,800 -55.6% PARKS, RECREATION, CULTURAL ŽŵŵƵŶŝƚǇŽŶƚƌĂĐƚƐ ΨϲϲϬ͕ϲϵϮ Ψϳϰϱ͕ϲϬϬ Ψϳϳϴ͕ϯϬϬ ϰ͘ϰй ŝƐƚƌŝĐƚ/ŵƉƌŽǀĞŵĞŶƚ&ƵŶĚƐ Ͳ ϭϲϳ͕ϱϬϬ ϭϲϳ͕ϱϬϬ Ϭ͘Ϭй >ŝďƌĂƌǇ ϳ͕ϴϴϵ͕ϲϵϲ ϴ͕ϵϬϭ͕ϭϬϬ ϵ͕ϭϭϱ͕ϳϬϬ Ϯ͘ϰй WĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ ϭϬ͕ϲϬϲ͕ϰϮϳ ϭϬ͕ϵϲϯ͕ϴϬϬ ϭϭ͕ϲϮϮ͕ϮϬϬ ϲ͘Ϭй TOTAL PARKS, RECREATION, CULTURAL $19,156,815 $20,778,000 $21,683,700 4.4% COMMUNITY DEVELOPMENT ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚƵƚŚŽƌŝƚŝĞƐ Ψϯ͕ϱϱϵ͕ϲϲϱ Ψϯ͕ϰϵϭ͕ϰϬϬ Ψϱ͕Ϯϵϴ͕ϱϬϬ ϱϭ͘ϴй ŽŶǀĞŶƚŝŽŶĞŶƚĞƌZĞŝŵďƵƌƐĞŵĞŶƚ ϰ͕ϵϯϭ͕ϯϮϰ ϰ͕ϵϲϲ͕ϳϬϬ ϱ͕ϱϵϮ͕ϬϬϬ ϭϮ͘ϲй ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶ ϰϭϭ͕ϯϭϴ ϯϳϭ͕ϯϬϬ ϯϳϱ͕ϱϬϬ ϭ͘ϭй ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ ϯ͕ϭϴϵ͕ϳϱϯ ϯ͕ϯϲϯ͕ϱϬϬ ϯ͕ϯϵϲ͕ϭϬϬ ϭ͘Ϭй WůĂŶŶŝŶŐ ϰ͕Ϭϴϵ͕ϲϬϱ ϰ͕Ϭϲϵ͕ϴϬϬ ϰ͕ϭϲϱ͕ϲϬϬ Ϯ͘ϰй dƌĂŶƐƉŽƌƚĂƚŝŽŶ ϭ͕Ϯϵϲ͕ϲϳϳ ϭ͕ϯϲϱ͕ϵϬϬ ϭ͕ϰϭϳ͕ϯϬϬ ϯ͘ϴй TOTAL COMMUNITY DEVELOPMENT $17,478,341 $17,628,600 $20,245,000 14.8% DEBT SERVICE $62,139,626 $22,711,900 $24,068,000 6.0% TRANSFERS 'ƌĂŶƚƐ Ψϭ͕ϭϱϬ͕ϱϳϳ ΨϴϳϬ͕ϵϬϬ Ψϴϳϳ͕ϭϬϬ Ϭ͘ϳй ^ĐŚŽŽůƐKƉĞƌĂƚŝŶŐ ϯϬϵ͕Ϭϰϯ͕ϵϴϴ ϯϯϳ͕ϴϵϮ͕ϮϬϬ ϯϰϱ͕Ϯϲϯ͕ϮϬϬ Ϯ͘Ϯй ŝƌƉŽƌƚ Ϯϵ͕ϵϴϵ ϱϴϳ͕ϲϬϬ Ͳ ͲϭϬϬ͘Ϭй ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ ϭ͕Ϭϵϯ͕ϯϵϱ ϭ͕ϭϵϲ͕ϭϬϬ ϭ͕ϵϮϮ͕ϲϬϬ ϲϬ͘ϳй ĂƉŝƚĂůWƌŽũĞĐƚƐϭ ϭϵ͕ϯϭϴ͕ϱϬϳ Ϯϲ͕ϲϯϲ͕ϱϬϬ Ϯϴ͕ϵϰϱ͕ϳϬϬ ϴ͘ϳй dƌĂŶƐĨĞƌƚŽDĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐϮ Ͳ Ͳ ϭϭ͕ϴϳϯ͕ϬϬϬ ŶͬĂ TOTAL TRANSFERS $330,636,455 $367,183,300 $388,881,600 5.9% RESERVES ZĞƐĞƌǀĞĨŽƌ&ƵƚƵƌĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚƐ ΨϬ Ψϭϱϴ͕ϭϬϬ Ψϱϰϭ͕ϳϬϬ ϮϰϮ͘ϲй ŚĂŶŐĞƐŝŶ&ƵŶĚĂůĂŶĐĞͲŶĞƚ ϰϬ͕ϴϭϮ͕ϯϵϬ Ͳ Ͳ ŶͬĂ WƌŽŐƌĂŵŽŶƚŝŶŐĞŶĐŝĞƐ Ͳ ϭϵϲ͕ϵϬϬ ϭϮϬ͕ϳϬϬ Ͳϯϴ͘ϳй &ƵƚƵƌĞ^ƚĂĨĨŝŶŐEĞĞĚƐ Ͳ Ͳ Ͳ ŶͬĂ TOTAL RESERVES $40,812,390 $355,000 $662,400 86.6% Undesignated/Addition to Fund Balance ΨϬ ΨϲϬ͕ϬϬϰ͕ϰϬϬ ΨϬ ͲϭϬϬ͘Ϭй TOTAL GENERAL FUND $781,351,107 $805,523,500 $741,396,300 -8.0%

Notes: ϭWƌĞǀŝŽƵƐůǇŝŶƐĞƉĂƌĂƚĞĨƵŶĚ͕ŶŽǁƉĂƌƚŽĨ'ĞŶĞƌĂů&ƵŶĚ͘ ϮWƌŝŽƌƚŽ&zϮϬϭϴƵĚŐĞƚĚŽƉƚŝŽŶ͕ƚŚĞDĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚǁĂƐŝŶĐůƵĚĞĚŝŶǁŝƚŚƚŚĞ'ĞŶĞƌĂů&ƵŶĚ͘

dŚĞ'ĞŶĞƌĂů&ƵŶĚƐƵŵŵĂƌǇǁĂƐƉƌĞǀŝŽƵƐůǇĨŽƌŵĂƚƚĞĚďǇĨƵŶĐƚŝŽŶĂůĂƌĞĂ͕ǁŚŝĐŚǁĂƐĚŝĨĨĞƌĞŶƚƚŚĂŶƚŚĞƉƉƌŽƉƌŝĂƚŝŽŶƐZĞƐŽůƵƚŝŽŶƐ ĐĂƚĞŐŽƌŝĞƐ͕ǁŚŝĐŚĂƌĞĚŝĐƚĂƚĞĚďǇƐƚĂƚĞĐŽĚĞ͘dŽŵĂŬĞƚŚĞŽƵŶƚǇΖƐďƵĚŐĞƚŵŽƌĞĞĂƐŝůǇĐŽŵƉĂƌĂďůĞƚŽŽƚŚĞƌůŽĐĂůŝƚŝĞƐĂŶĚƚŚĞ ƌĞƉŽƌƚƐƉƌĞƉĂƌĞĚďǇƚŚĞƵĚŝƚŽƌŽĨWƵďůŝĐĐĐŽƵŶƚƐ͕ƚŚĞ'ĞŶĞƌĂů&ƵŶĚƐƵŵŵĂƌǇŝƐŶŽǁůĂŝĚŽƵƚďǇĂƉƉƌŽƉƌŝĂƚŝŽŶƐĐĂƚĞŐŽƌǇ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϬ FY2018 Budget Revenue and Expenditure Summaries 'ĞŶĞƌĂů&ƵŶĚǆƉĞŶĚŝƚƵƌĞƐ&zϭϵͲ&zϮϮ FY2019 FY2020 FY2021 FY2022 Projected Projected Projected Projected HEALTH AND WELFARE ^ĞŶŝŽƌĚǀŽĐĂƚĞ Ψϭ͕ϵϭϰ͕ϳϬϬ Ψϭ͕ϵϲϳ͕ϲϬϬ ΨϮ͕ϬϮϬ͕ϱϬϬ ΨϮ͕Ϭϳϯ͕ϰϬϬ ,ĞĂůƚŚ Ϯ͕ϵϭϵ͕ϮϬϬ Ϯ͕ϵϯϮ͕ϰϬϬ Ϯ͕ϵϰϲ͕ϭϬϬ Ϯ͕ϵϲϬ͕ϬϬϬ DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐϮ Ͳ Ͳ Ͳ Ͳ ^ŽĐŝĂů^ĞƌǀŝĐĞƐ ϭϴ͕ϰϳϯ͕ϲϬϬ ϭϴ͕ϳϲϲ͕ϴϬϬ ϭϵ͕Ϭϳϭ͕ϱϬϬ ϭϵ͕ϯϴϳ͕ϴϬϬ dĂǆZĞůŝĞĨ ϲ͕ϭϴϵ͕ϱϬϬ ϲ͕ϯϳϱ͕ϮϬϬ ϲ͕ϱϲϲ͕ϱϬϬ ϲ͕ϳϲϯ͕ϱϬϬ zŽƵƚŚWůĂŶŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ ϯϮϱ͕ϯϬϬ ϯϯϮ͕ϳϬϬ ϯϰϬ͕ϲϬϬ ϯϰϴ͕ϲϬϬ TOTAL HEALTH AND WELFARE $29,822,300 $30,374,700 $30,945,200 $31,533,300 PARKS, RECREATION, CULTURAL ŽŵŵƵŶŝƚǇŽŶƚƌĂĐƚƐ Ψϳϳϴ͕ϯϬϬ Ψϳϳϴ͕ϯϬϬ Ψϳϰϱ͕ϲϬϬ Ψϳϰϱ͕ϲϬϬ ŝƐƚƌŝĐƚ/ŵƉƌŽǀĞŵĞŶƚ&ƵŶĚƐ ϭϲϳ͕ϱϬϬ ϭϲϳ͕ϱϬϬ ϭϲϳ͕ϱϬϬ ϭϲϳ͕ϱϬϬ >ŝďƌĂƌǇ ϵ͕ϯϲϬ͕ϱϬϬ ϵ͕ϲϮϴ͕ϵϬϬ ϵ͕ϵϬϯ͕ϰϬϬ ϭϬ͕Ϯϵϴ͕ϭϬϬ WĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ ϭϭ͕ϴϴϵ͕ϰϬϬ ϭϮ͕Ϭϲϱ͕ϯϬϬ ϭϮ͕Ϯϰϲ͕ϴϬϬ ϭϮ͕ϰϯϰ͕ϱϬϬ TOTAL PARKS, RECREATION, CULTURAL $22,195,700 $22,640,000 $23,063,300 $23,645,700 COMMUNITY DEVELOPMENT ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚƵƚŚŽƌŝƚŝĞƐ Ψϯ͕ϮϬϯ͕ϮϬϬ ΨϮ͕ϯϯϮ͕ϮϬϬ ΨϮ͕ϯϲϱ͕ϮϬϬ ΨϮ͕ϯϵϲ͕ϳϬϬ ŽŶǀĞŶƚŝŽŶĞŶƚĞƌZĞŝŵďƵƌƐĞŵĞŶƚ ϱ͕ϳϴϳ͕ϴϬϬ ϱ͕ϵϵϬ͕ϰϬϬ ϲ͕ϮϬϬ͕ϬϬϬ ϲ͕ϰϭϳ͕ϬϬϬ ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶ ϯϴϬ͕ϱϬϬ ϯϴϲ͕ϲϬϬ ϯϵϮ͕ϴϬϬ ϯϵϵ͕ϯϬϬ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ ϯ͕ϯϱϬ͕ϰϬϬ ϯ͕ϯϳϴ͕ϬϬϬ ϯ͕ϰϬϲ͕ϰϬϬ ϯ͕ϰϱϯ͕ϴϬϬ WůĂŶŶŝŶŐ ϰ͕Ϯϰϯ͕ϯϬϬ ϰ͕ϯϯϵ͕ϱϬϬ ϰ͕ϰϯϴ͕ϱϬϬ ϰ͕ϱϰϭ͕ϱϬϬ dƌĂŶƐƉŽƌƚĂƚŝŽŶ ϭ͕ϰϯϵ͕ϳϬϬ ϭ͕ϰϲϴ͕ϯϬϬ ϭ͕ϰϵϳ͕ϱϬϬ ϭ͕ϱϮϳ͕ϲϬϬ TOTAL COMMUNITY DEVELOPMENT $18,404,900 $17,895,000 $18,300,400 $18,717,900 DEBT SERVICE $24,346,900 $23,988,700 $22,798,100 $23,177,700 TRANSFERS 'ƌĂŶƚƐ Ψϴϵϳ͕ϳϬϬ ΨϵϮϯ͕ϯϬϬ Ψϵϰϵ͕ϴϬϬ Ψϵϳϳ͕ϰϬϬ ^ĐŚŽŽůƐKƉĞƌĂƚŝŶŐ ϯϱϯ͕ϬϬϴ͕ϴϬϬ ϯϲϯ͕ϬϬϲ͕ϮϬϬ ϯϲϰ͕ϲϮϲ͕ϵϬϬ ϯϳϭ͕ϵϭϲ͕ϴϬϬ ŝƌƉŽƌƚ ϭϬϯ͕ϯϬϬ ϭϬϵ͕ϵϬϬ ϭϬϳ͕ϱϬϬ ϴϳ͕ϮϬϬ ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ ϭ͕ϵϵϯ͕ϲϬϬ Ϯ͕Ϭϲϲ͕ϴϬϬ Ϯ͕ϭϰϮ͕ϯϬϬ Ϯ͕Ϯϭϵ͕ϴϬϬ ĂƉŝƚĂůWƌŽũĞĐƚƐϭ Ϯϲ͕Ϯϯϱ͕ϲϬϬ Ϯϳ͕Ϭϭϲ͕ϳϬϬ Ϯϳ͕ϱϳϴ͕ϲϬϬ Ϯϳ͕ϵϵϴ͕ϵϱϬ dƌĂŶƐĨĞƌƚŽDĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐϮ ϭϮ͕ϭϱϴ͕ϴϬϬ ϭϮ͕ϯϱϱ͕ϳϬϬ ϭϮ͕ϱϱϱ͕ϮϬϬ ϭϮ͕ϳϱϳ͕ϰϬϬ TOTAL TRANSFERS $394,397,800 $405,478,600 $407,960,300 $415,957,550 RESERVES ZĞƐĞƌǀĞĨŽƌ&ƵƚƵƌĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚƐ Ψϯϳϴ͕ϳϬϬ ΨϮ͕ϮϰϮ͕ϵϬϬ ΨϮ͕ϴϴϭ͕ϭϬϬ Ψϰ͕ϭϮϲ͕ϮϬϬ ŚĂŶŐĞƐŝŶ&ƵŶĚĂůĂŶĐĞͲŶĞƚ Ͳ Ͳ Ͳ Ͳ WƌŽŐƌĂŵŽŶƚŝŶŐĞŶĐŝĞƐ ϯ͕ϵϴϳ͕ϯϬϬ ϲ͕ϴϵϯ͕ϰϬϬ ϵ͕ϱϳϬ͕ϰϬϬ ϭϮ͕ϰϴϬ͕ϭϬϬ &ƵƚƵƌĞ^ƚĂĨĨŝŶŐEĞĞĚƐ ϴϬϬ͕ϬϬϬ ϭ͕ϲϬϬ͕ϬϬϬ Ϯ͕ϰϬϬ͕ϬϬϬ ϯ͕ϮϬϬ͕ϬϬϬ TOTAL RESERVES $5,166,000 $10,736,300 $14,851,500 $19,806,300 Undesignated/Addition to Fund Balance ΨϰϵϮ͕ϯϬϬ Ψϭ͕ϵϳϬ͕ϰϬϬ Ψϳϲϴ͕ϲϬϬ Ψϭ͕ϲϭϱ͕ϬϬϬ TOTAL GENERAL FUND $754,607,500 $779,057,500 $788,737,300 $808,924,750

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϭ FY2018 Budget Revenue and Expenditure Summaries ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ&ƵŶĚ&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 YoY Actual Adopted Proposed Change REVENUES ZĞŝŵďƵƌƐĞŵĞŶƚ͕ŽůŽŶŝĂů,ĞŝŐŚƚƐ ΨϰϴϬ͕Ϭϵϭ ΨϰϱϬ͕ϴϬϬ Ψϰϲϵ͕ϱϬϬ ϰ͘ϭй ^ƚĂƚĞŝĚ͕ŽŵƉ͘^ĞƌǀŝĐĞƐ ϱ͕ϴϵϵ͕ϭϵϰ ϲ͕ϴϰϯ͕ϴϬϬ ϴ͕ϭϲϯ͕ϵϬϬ ϭϵ͘ϯй ^ƚĂƚĞŝĚ͕ŽŵƉ͘^ǀĐƐ͘ͲDĞĚŝĐĂŝĚ ϴϲϰ͕ϵϭϮ ϯϬϱ͕ϴϬϬ ϱϬϬ͕ϬϬϬ ϲϯ͘ϱй &ĞĚĞƌĂůŝĚ ϭϱϬ͕ϳϳϰ Ͳ Ͳ ŶͬĂ dƌĂŶƐĨĞƌĨƌŽŵ^ŽĐŝĂů^ĞƌǀŝĐĞƐ ϰϰϱ͕ϮϬϬ ϰϰϱ͕ϮϬϬ ϰϰϱ͕ϮϬϬ Ϭ͘Ϭй dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽůƐ Ϯ͕ϲϮϭ͕ϭϬϬ Ϯ͕ϴϵϳ͕ϵϬϬ ϯ͕ϲϯϳ͕ϲϬϬ Ϯϱ͘ϱй dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ ϭ͕Ϭϵϯ͕ϯϵϱ ϭ͕ϭϵϲ͕ϭϬϬ ϭ͕ϵϮϮ͕ϲϬϬ ϲϬ͘ϳй dŽ;&ƌŽŵͿhƐĞŽĨZĞƐĞƌǀĞƐϭ ϴϲϰ͕ϱϲϳ ϮϳϬ͕ϬϬϬ ϱϱϲ͕ϬϬϬ ϭϬϱ͘ϵй TOTAL REVENUES $12,419,233 $12,409,600 $15,694,800 26.5% EXPENDITURES KƉĞƌĂƚŝŶŐǆƉĞŶĚŝƚƵƌĞƐ ΨϭϮ͕ϰϭϵ͕Ϯϯϯ ΨϭϮ͕ϰϬϵ͕ϲϬϬ Ψϭϰ͕ϵϳϯ͕ϲϬϬ Ϯϳ͘ϴй dŽ;&ƌŽŵͿhƐĞŽĨZĞƐĞƌǀĞƐϭ Ͳ Ͳ ϳϮϭ͕ϮϬϬ ϲϵ͘ϯй TOTAL EXPENDITURES $12,419,233 $12,409,600 $15,694,800 -52.6%

Note:ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϮ FY2018 Budget Revenue and Expenditure Summaries ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ&ƵŶĚ&zϭϵͲ&zϮϮ

FY2019 FY2020 FY2021 FY2022 Projected Projected Projected Projected REVENUES ZĞŝŵďƵƌƐĞŵĞŶƚ͕ŽůŽŶŝĂů,ĞŝŐŚƚƐ Ψϰϴϯ͕ϲϬϬ Ψϰϵϴ͕ϭϬϬ Ψϱϭϯ͕ϬϬϬ ΨϱϮϴ͕ϰϬϬ ^ƚĂƚĞŝĚ͕ŽŵƉ͘^ĞƌǀŝĐĞƐ ϴ͕ϰϬϴ͕ϵϬϬ ϴ͕ϲϲϭ͕ϭϬϬ ϴ͕ϵϮϬ͕ϵϬϬ ϵ͕ϭϴϴ͕ϲϬϬ ^ƚĂƚĞŝĚ͕ŽŵƉ͘^ǀĐƐ͘ͲDĞĚŝĐĂŝĚ ϱϭϱ͕ϬϬϬ ϱϯϬ͕ϰϬϬ ϱϰϲ͕ϯϬϬ ϱϲϮ͕ϳϬϬ &ĞĚĞƌĂůŝĚ Ͳ Ͳ Ͳ Ͳ dƌĂŶƐĨĞƌĨƌŽŵ^ŽĐŝĂů^ĞƌǀŝĐĞƐ ϰϰϱ͕ϮϬϬ ϰϰϱ͕ϮϬϬ ϰϰϱ͕ϮϬϬ ϰϰϱ͕ϮϬϬ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽůƐ ϯ͕ϳϰϲ͕ϳϬϬ ϯ͕ϴϱϵ͕ϭϬϬ ϯ͕ϵϳϰ͕ϵϬϬ ϰ͕Ϭϵϰ͕ϭϬϬ dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ ϭ͕ϵϵϯ͕ϲϬϬ Ϯ͕Ϭϲϲ͕ϴϬϬ Ϯ͕ϭϰϮ͕ϯϬϬ Ϯ͕Ϯϭϵ͕ϴϬϬ dŽ;&ƌŽŵͿhƐĞŽĨZĞƐĞƌǀĞƐϭ ϱϳϮ͕ϳϬϬ ϱϴϵ͕ϵϬϬ ϲϬϳ͕ϲϬϬ ϲϮϱ͕ϴϬϬ TOTAL REVENUES $16,165,700 $16,650,600 $17,150,200 $17,664,600 EXPENDITURES KƉĞƌĂƚŝŶŐǆƉĞŶĚŝƚƵƌĞƐ Ψϭϱ͕ϰϭϳ͕ϳϬϬ Ψϭϱ͕ϴϳϲ͕ϳϬϬ Ψϭϲ͕ϯϰϵ͕ϳϬϬ Ψϭϲ͕ϴϯϲ͕ϴϬϬ dŽ;&ƌŽŵͿhƐĞŽĨZĞƐĞƌǀĞƐϭ ϳϰϴ͕ϬϬϬ ϳϳϯ͕ϵϬϬ ϴϬϬ͕ϱϬϬ ϴϮϳ͕ϴϬϬ TOTAL EXPENDITURES $16,165,700 $16,650,600 $17,150,200 $17,664,600

Note:ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϯ FY2018 Budget Revenue and Expenditure Summaries 'ƌĂŶƚƐ&ƵŶĚ&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 YoY Actual Adopted Proposed Change REVENUES &ƌŽŵKƚŚĞƌ'ŽǀĞƌŶŵĞŶƚƐ ΨϭϮ͕Ϯϱϳ͕ϭϬϬ ΨϭϮ͕ϬϬϯ͕ϲϬϬ ΨϭϮ͕ϱϮϵ͕ϳϬϬ ϰ͘ϰй KƉĞƌĂƚŝŶŐdƌĂŶƐĨĞƌƐĨƌŽŵKƚŚĞƌ&ƵŶĚƐ ϭ͕ϰϭϳ͕ϭϲϯ ϭ͕Ϯϳϱ͕ϰϬϬ ϭ͕ϯϯϰ͕ϯϬϬ ϰ͘ϲй hƐĞŽĨZĞƐƚƌŝĐƚĞĚ͕ŽŵŵŝƚƚĞĚ͕ŽƌƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞ Ͳ ϭϳ͕ϲϬϬ Ϯϭ͕ϮϬϬ ϮϬ͘ϱй TOTAL REVENUES $13,674,263 $13,296,600 $13,885,200 4.4% EXPENDITURES ĚƵůƚĂŶĚ:ƵǀĞŶŝůĞƌƵŐŽƵƌƚƐ Ψϵϳϵ͕ϬϯϬ Ψϵϴϯ͕ϯϬϬ ΨϵϳϮ͕ϮϬϬ Ͳϭ͘ϭй ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚůŽĐŬ'ƌĂŶƚͬ,KD ϭ͕Ϯϳϲ͕ϰϮϮ ϭ͕ϲϳϬ͕ϮϬϬ ϭ͕ϳϯϱ͕ϬϬϬ ϯ͘ϵй ŽŵĞƐƚŝĐsŝŽůĞŶĐĞWƌŽƐĞĐƵƚŽƌ ϭϬϭ͕ϭϰϭ ϭϭϲ͕ϲϬϬ ϴϰ͕ϵϬϬ ͲϮϳ͘Ϯй ŽŵĞƐƚŝĐsŝŽůĞŶĐĞsŝĐƚŝŵĚǀŽĐĂƚĞ;sͲ^dKWͿ ϱϱ͕ϰϳϲ ϱϲ͕ϲϬϬ ϲϬ͕ϰϬϬ ϲ͘ϳй DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ'ƌĂŶƚƐ ϭ͕ϵϲϰ͕ϭϴϮ Ϯ͕ϯϯϮ͕ϯϬϬ Ϯ͕ϱϭϬ͕ϳϬϬ ϳ͘ϲй &ŝƌĞĂŶĚD^ZĞǀĞŶƵĞZĞĐŽǀĞƌǇ ϳ͕ϬϳϬ͕ϯϵϮ ϲ͕ϰϬϵ͕ϯϬϬ ϲ͕ϱϮϬ͕ϬϬϬ ϭ͘ϳй WŽůŝĐĞ'ƌĂŶƚƐ Ͳ Ͳ ϲϰ͕ϴϬϬ ŶͬĂ dĞĐŚŶŽůŽŐǇdƌƵƐƚ&ƵŶĚ ϭϲϱ͕ϱϰϯ Ϯϭϱ͕ϰϬϬ Ϯϭϱ͕ϰϬϬ Ϭ͘Ϭй h^'ƌĂŶƚͲ:ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ ϲϳ͕ϳϯϳ ϳϱ͕ϬϬϬ ϲϱ͕ϬϬϬ Ͳϭϯ͘ϯй sŝĐƚŝŵͬtŝƚŶĞƐƐƐƐŝƐƚĂŶĐĞ ϱϱϲ͕ϭϭϯ ϱϰϵ͕ϱϬϬ ϳϲϰ͕ϴϬϬ ϯϵ͘Ϯй sŝƌŐŝŶŝĂ:ƵǀĞŶŝůĞŽŵŵƵŶŝƚǇƌŝŵĞŽŶƚƌŽůĐƚ;s:Ϳ ϵϴϵ͕ϰϵϳ ϴϴϴ͕ϰϬϬ ϴϵϮ͕ϬϬϬ Ϭ͘ϰй TOTAL EXPENDITURES $13,225,534 $13,296,600 $13,885,200 4.4%

Note:ůůŐƌĂŶƚƐĂƌĞŝŶĂ^ƉĞĐŝĂůZĞǀĞŶƵĞ&ƵŶĚǁŚŝĐŚŝƐĂůŝĨĞͲƚŽͲĚĂƚĞĨƵŶĚ͘dŚŝƐĞŶĂďůĞƐďĂůĂŶĐĞƐƚŽĂƵƚŽŵĂƚŝĐĂůůǇĐĂƌƌǇͲŽǀĞƌĨƌŽŵ ǇĞĂƌƚŽǇĞĂƌƵŶƚŝůƚŚĞĐŽŵƉůĞƚŝŽŶŽĨƚŚĞŐƌĂŶƚ͘&ŽƌŵŽƌĞŝŶĨŽƌŵĂƚŝŽŶ͕ƌĞůĂƚĞĚƚŽƚŚĞŐƌĂŶƚƐůŝƐƚĞĚĂďŽǀĞ͕ƉůĞĂƐĞƐĞĞƚŚĞŝŶĚŝǀŝĚƵĂů ĚĞƉĂƌƚŵĞŶƚƉĂŐĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϰ FY2018 Budget Revenue and Expenditure Summaries 'ƌĂŶƚƐ&ƵŶĚ&zϭϵͲ&zϮϮ

FY2019 FY2020 FY2021 FY2022 Projected Projected Projected Projected REVENUES &ƌŽŵKƚŚĞƌ'ŽǀĞƌŶŵĞŶƚƐ ΨϭϮ͕ϰϱϭ͕ϬϬϬ ΨϭϮ͕ϱϮϭ͕ϬϬϬ ΨϭϮ͕ϰϵϰ͕ϬϬϬ ΨϭϮ͕ϱϲϴ͕ϵϬϬ KƉĞƌĂƚŝŶŐdƌĂŶƐĨĞƌƐĨƌŽŵKƚŚĞƌ&ƵŶĚƐ ϭ͕ϯϳϰ͕ϮϬϬ ϭ͕ϰϭϵ͕ϵϬϬ ϭ͕ϰϲϳ͕ϬϬϬ ϭ͕ϱϮϯ͕ϲϬϬ hƐĞŽĨZĞƐƚƌŝĐƚĞĚ͕ŽŵŵŝƚƚĞĚ͕ŽƌƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞ Ϯϭ͕ϮϬϬ Ϯϭ͕ϮϬϬ Ϯϭ͕ϮϬϬ Ϯϭ͕ϮϬϬ TOTAL REVENUES Ψϭϯ͕ϴϰϲ͕ϰϬϬ Ψϭϯ͕ϵϲϮ͕ϭϬϬ Ψϭϯ͕ϵϴϮ͕ϮϬϬ Ψϭϰ͕ϭϭϯ͕ϳϬϬ EXPENDITURES ĚƵůƚĂŶĚ:ƵǀĞŶŝůĞƌƵŐŽƵƌƚƐ Ψϵϳϳ͕ϱϬϬ Ψϵϴϰ͕ϭϬϬ ΨϵϵϬ͕ϵϬϬ Ψϵϵϳ͕ϴϬϬ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚůŽĐŬ'ƌĂŶƚͬ,KD ϭ͕ϱϵϮ͕ϲϬϬ ϭ͕ϱϵϮ͕ϲϬϬ ϭ͕ϱϵϮ͕ϲϬϬ ϭ͕ϱϵϮ͕ϲϬϬ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞWƌŽƐĞĐƵƚŽƌ ϴϲ͕ϲϬϬ ϴϴ͕ϳϬϬ ϵϬ͕ϵϬϬ ϵϯ͕ϭϬϬ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞsŝĐƚŝŵĚǀŽĐĂƚĞ;sͲ^dKWͿ ϲϮ͕ϮϬϬ ϲϯ͕ϴϬϬ ϲϱ͕ϰϬϬ ϲϳ͕ϰϬϬ DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ'ƌĂŶƚƐ Ϯ͕ϱϯϴ͕ϭϬϬ Ϯ͕ϱϳϭ͕ϴϬϬ Ϯ͕ϱϬϲ͕ϰϬϬ Ϯ͕ϱϱϬ͕ϮϬϬ &ŝƌĞĂŶĚD^ZĞǀĞŶƵĞZĞĐŽǀĞƌǇ ϲ͕ϱϰϭ͕ϱϬϬ ϲ͕ϱϳϳ͕ϳϬϬ ϲ͕ϲϭϱ͕ϮϬϬ ϲ͕ϲϱϯ͕ϳϬϬ WŽůŝĐĞ'ƌĂŶƚƐ ϳϬ͕ϲϬϬ ϳϮ͕ϰϬϬ ϳϰ͕ϰϬϬ ϳϲ͕ϮϬϬ dĞĐŚŶŽůŽŐǇdƌƵƐƚ&ƵŶĚ Ϯϭϱ͕ϰϬϬ Ϯϭϱ͕ϰϬϬ Ϯϭϱ͕ϰϬϬ Ϯϭϱ͕ϰϬϬ h^'ƌĂŶƚͲ:ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ sŝĐƚŝŵͬtŝƚŶĞƐƐƐƐŝƐƚĂŶĐĞ ϳϳϵ͕ϴϬϬ ϳϵϴ͕ϭϬϬ ϴϭϲ͕ϵϬϬ ϴϯϲ͕ϱϬϬ sŝƌŐŝŶŝĂ:ƵǀĞŶŝůĞŽŵŵƵŶŝƚǇƌŝŵĞŽŶƚƌŽůĐƚ;s:Ϳ ϵϭϳ͕ϭϬϬ ϵϯϮ͕ϱϬϬ ϵϰϵ͕ϭϬϬ ϵϲϱ͕ϴϬϬ TOTAL EXPENDITURES Ψϭϯ͕ϴϰϲ͕ϰϬϬ Ψϭϯ͕ϵϲϮ͕ϭϬϬ Ψϭϯ͕ϵϴϮ͕ϮϬϬ Ψϭϰ͕ϭϭϯ͕ϳϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϱ FY2018 Budget Revenue and Expenditure Summaries 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐKƚŚĞƌ&ƵŶĚƐ&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 YoY Airport Fund Actual Adopted Proposed Change REVENUES ZĞŶƚĂů&ĞĞƐ Ψϲϱϲ͕ϱϱϬ Ψϲϱϴ͕ϵϬϬ Ψϲϱϵ͕ϮϬϬ Ϭ͘Ϭй ^ĂůĞƐŽĨ^ƵƉƉůŝĞƐ ϴϱ͕ϳϰϵ ϵϭ͕ϳϬϬ ϴϵ͕ϱϬϬ ͲϮ͘ϰй DŝƐĐ͘ZĞǀĞŶƵĞ ϭϯ͕ϲϱϵ Ϯ͕ϳϬϬ ϱ͕ϬϬϬ ϴϱ͘Ϯй s^ƚĂƚĞ'ƌĂŶƚŝĚ Ϯϳ͕ϯϵϭ ϱϴ͕ϴϬϬ ϮϬϬ͕ϬϬϬ ϮϰϬ͘ϭй &ĞĚĞƌĂů'ƌĂŶƚŝĚ Ϯϲ͕ϱϯϰ ϲϲϭ͕ϱϬϬ Ͳ ͲϭϬϬ͘Ϭй WƌŽĐĞĞĚƐĨƌŽŵ/ŶĚĞďƚĞĚŶĞƐƐ ϱϯ͕ϱϲϳ Ͳ ϭ͕ϴϬϬ͕ϬϬϬ ŶͬĂ dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ Ϯϵ͕ϵϴϵ ϱϴϳ͕ϲϬϬ Ͳ ͲϭϬϬ͘Ϭй dƌĂŶƐĨĞƌĨƌŽŵŝƌƉŽƌƚ ϵ Ͳ Ͳ ŶͬĂ SUBTOTAL REVENUES $893,448 $2,061,200 $2,753,700 33.6% dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ ϵ Ͳ Ͳ ŶͬĂ TOTAL REVENUES $893,457 $2,061,200 $2,753,700 33.6% EXPENDITURES WĞƌƐŽŶŶĞů ΨϮϲϮ͕Ϭϱϵ ΨϮϲϲ͕ϵϬϬ ΨϮϲϮ͕ϲϬϬ Ͳϭ͘ϲй KƉĞƌĂƚŝŶŐ ϰϲϬ͕ϯϲϬ ϰϴϲ͕ϰϬϬ ϰϲϱ͕ϭϬϬ Ͳϰ͘ϰй ĂƉŝƚĂů ϭϯ͕ϯϵϯ Ͳ Ϯϲ͕ϬϬϬ ŶͬĂ /WͲŝƌƉŽƌƚ ϭ͕ϯϬϳ͕ϵϬϬ Ϯ͕ϬϬϬ͕ϬϬϬ ϱϮ͘ϵй SUBTOTAL EXPENDITURES $735,813 $2,061,200 $2,753,700 33.6% dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ Ψϭϱϳ͕ϲϰϱ Ͳ Ͳ ŶͬĂ TOTAL EXPENDITURES $893,457 $2,061,200 $2,753,700 33.6%

FY2016 FY2017 FY2018 YoY Facility Management Fund Actual Adopted Proposed Change REVENUES ^ĞƌǀŝĐĞŚĂƌŐĞƐ ΨϲϰϮ͕ϲϭϳ Ψϲϰϴ͕ϰϬϬ Ͳ ϭϬϬ͘Ϭй DŝƐĐ͘ZĞǀĞŶƵĞ Ͳ Ͳ Ͳ ŶͬĂ dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ Ͳ Ͳ Ͳ ŶͬĂ TOTAL REVENUES $642,617 $648,400 - 100.0% EXPENDITURES WĞƌƐŽŶŶĞů ΨϲϴϬ͕ϰϳϯ ΨϲϬϬ͕ϮϬϬ Ͳ ϭϬϬ͘Ϭй KƉĞƌĂƚŝŶŐ ϰϲ͕ϭϯϲ ϰϴ͕ϮϬϬ Ͳ ϭϬϬ͘Ϭй ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ SUBTOTAL EXPENDITURES $726,609 $648,400 - 100.0% dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ ;ϴϯ͕ϵϵϮͿ Ͳ TOTAL EXPENDITURES $642,617 $648,400 - 100.0%

FY2016 FY2017 FY2018 YoY Fleet Management and Radio Shop Fund Actual Adopted Proposed Change REVENUES &ůĞĞƚDĂŶĂŐĞŵĞŶƚŚĂƌŐĞƐ Ψϭϲ͕ϯϮϵ͕ϲϵϴ Ψϭϴ͕ϯϵϯ͕ϰϬϬ Ψϭϴ͕ϬϵϮ͕ϯϬϬ Ͳϭ͘ϲй ZĂĚŝŽ^ŚŽƉŚĂƌŐĞƐ ϭ͕ϴϴϴ͕ϱϯϳ ϭ͕ϵϵϳ͕ϵϬϬ Ϯ͕Ϭϱϴ͕ϱϬϬ ϯ͘Ϭй dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ Ͳ ϭ͕Ϯϵϭ͕ϴϬϬ Ͳ ϭϬϬ͘Ϭй TOTAL REVENUES $18,218,235 $21,683,100 $20,150,800 -7.1% EXPENDITURES &ůĞĞƚDĂŶĂŐĞŵĞŶƚ Ψϭϰ͕ϴϮϳ͕ϴϳϳ Ψϭϵ͕ϱϳϲ͕ϭϬϬ Ψϭϳ͕ϳϬϰ͕ϬϬϬ Ͳϵ͘ϲй ZĂĚŝŽ^ŚŽƉ ϭ͕ϳϯϬ͕ϵϭϭ Ϯ͕ϬϮϮ͕ϵϬϬ Ϯ͕Ϭϱϴ͕ϱϬϬ ϭ͘ϴй SUBTOTAL EXPENDITURES $16,558,788 $21,599,000 $19,762,500 -8.5% dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ ϭ͕ϲϱϵ͕ϰϰϳ ϴϰ͕ϭϬϬ ϯϴϴ͕ϯϬϬ ϯϲϭ͘ϳй TOTAL EXPENDITURES $18,218,235 $21,683,100 $20,150,800 -7.1% Notes:ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ &zϮϬϭϲĂĐƚƵĂůƐƌĞƉŽƌƚĞĚĂďŽǀĞĚŽŶŽƚƌĞĨůĞĐƚĂůůƌĞƉŽƌƚŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞ&Z͘EŽŶͲĐĂƐŚĚĞƉƌĞĐŝĂƚŝŽŶĞǆƉĞŶƐĞŝƐŶŽƚƌĞĨůĞĐƚĞĚĂďŽǀĞ͘ ĞŐŝŶŶŝŶŐǁŝƚŚƚŚĞ&zϮϬϭϴƵĚŐĞƚ͕ƚŚĞ&ĂĐŝůŝƚǇDĂŶĂŐĞŵĞŶƚƉƌŽŐƌĂŵĞǆƉĞŶƐĞƐŚĂǀĞďĞĞŶĐŽŶƐŽůŝĚĂƚĞĚŝŶƚŽƚŚĞ'ĞŶĞƌĂů&ƵŶĚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϲ FY2018 Budget Revenue and Expenditure Summaries 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐKƚŚĞƌ&ƵŶĚƐ&zϭϵͲ&zϮϮ

FY2020 FY2021 FY2022 FY2019 Projected Airport Fund Projected Projected Projected REVENUES ZĞŶƚĂů&ĞĞƐ Ψϲϱϵ͕ϮϬϬ Ψϲϱϵ͕ϮϬϬ Ψϲϱϵ͕ϮϬϬ Ψϲϱϵ͕ϮϬϬ ^ĂůĞƐŽĨ^ƵƉƉůŝĞƐ ϵϬ͕ϳϬϬ ϵϮ͕ϬϬϬ ϵϯ͕ϯϬϬ ϵϰ͕ϲϬϬ DŝƐĐ͘ZĞǀĞŶƵĞ ϯϱ͕ϬϬϬ ϱ͕ϬϬϬ ϱ͕ϬϬϬ ϱ͕ϬϬϬ s^ƚĂƚĞ'ƌĂŶƚŝĚ Ͳ Ͳ Ͳ Ͳ &ĞĚĞƌĂů'ƌĂŶƚŝĚ ϭ͕ϰϳϬ͕ϬϬϬ ϱ͕ϰϰϳ͕ϰϬϬ ϱ͕ϰϰϳ͕ϰϬϬ Ͳ WƌŽĐĞĞĚƐĨƌŽŵ/ŶĚĞďƚĞĚŶĞƐƐ Ͳ Ͳ Ͳ Ͳ dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ ϭϬϯ͕ϯϬϬ ϭϬϵ͕ϵϬϬ ϭϬϳ͕ϱϬϬ ϴϳ͕ϮϬϬ dƌĂŶƐĨĞƌĨƌŽŵŝƌƉŽƌƚ Ͳ Ͳ Ͳ Ͳ SUBTOTAL REVENUES $2,358,200 $6,313,500 $6,312,400 $846,000 dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ ϯϬ͕ϬϬϬ ϭϭϮ͕ϲϬϬ ϭϭϮ͕ϲϬϬ Ͳ TOTAL REVENUES $2,388,200 $6,426,100 $6,425,000 $846,000 EXPENDITURES WĞƌƐŽŶŶĞů ΨϮϲϳ͕ϲϬϬ ΨϮϳϰ͕ϬϬϬ ΨϮϴϬ͕ϱϬϬ ΨϮϴϳ͕ϮϬϬ KƉĞƌĂƚŝŶŐ ϱϵϵ͕ϲϬϬ ϱϱϮ͕ϭϬϬ ϱϴϰ͕ϱϬϬ ϱϱϴ͕ϴϬϬ ĂƉŝƚĂů Ϯϭ͕ϬϬϬ Ͳ Ͳ Ͳ /WͲŝƌƉŽƌƚ ϭ͕ϱϬϬ͕ϬϬϬ ϱ͕ϱϲϬ͕ϬϬϬ ϱ͕ϱϲϬ͕ϬϬϬ Ͳ SUBTOTAL EXPENDITURES $2,388,200 $6,426,100 $6,425,000 $846,000 dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ Ͳ Ͳ Ͳ Ͳ TOTAL EXPENDITURES $2,388,200 $6,426,100 $6,425,000 $846,000

FY2019 FY2020 FY2021 FY2022 Facility Management Fund Projected Projected Projected Projected REVENUES ^ĞƌǀŝĐĞŚĂƌŐĞƐ Ͳ Ͳ Ͳ Ͳ DŝƐĐ͘ZĞǀĞŶƵĞ Ͳ Ͳ Ͳ Ͳ dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ Ͳ Ͳ Ͳ Ͳ TOTAL REVENUES - - - - EXPENDITURES WĞƌƐŽŶŶĞů Ͳ Ͳ Ͳ Ͳ KƉĞƌĂƚŝŶŐ Ͳ Ͳ Ͳ Ͳ ĂƉŝƚĂů Ͳ Ͳ Ͳ Ͳ SUBTOTAL EXPENDITURES - - - - dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ Ͳ Ͳ Ͳ Ͳ TOTAL EXPENDITURES - - - -

FY2019 FY2020 FY2021 FY2022 Fleet Management and Radio Shop Fund Projected Projected Projected Projected REVENUES &ůĞĞƚDĂŶĂŐĞŵĞŶƚŚĂƌŐĞƐ Ψϭϴ͕ϱϳϮ͕ϰϬϬ Ψϭϴ͕ϵϭϳ͕ϲϬϬ Ψϭϵ͕Ϯϲϲ͕ϭϬϬ Ψϭϵ͕ϲϮϯ͕ϭϬϬ ZĂĚŝŽ^ŚŽƉŚĂƌŐĞƐ Ϯ͕Ϭϴϭ͕ϭϬϬ Ϯ͕ϭϬϵ͕ϴϬϬ Ϯ͕ϭϯϵ͕ϰϬϬ Ϯ͕ϭϳϬ͕ϮϬϬ dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ Ͳ Ͳ Ͳ Ͳ TOTAL REVENUES $20,653,500 $21,027,400 $21,405,500 $21,793,300 EXPENDITURES &ůĞĞƚDĂŶĂŐĞŵĞŶƚ Ψϭϳ͕ϵϰϵ͕ϬϬϬ Ψϭϴ͕ϮϮϴ͕ϯϬϬ Ψϭϴ͕ϱϭϱ͕ϭϬϬ Ψϭϴ͕ϴϭϭ͕ϲϬϬ ZĂĚŝŽ^ŚŽƉ Ϯ͕Ϭϴϭ͕ϭϬϬ Ϯ͕ϭϬϵ͕ϴϬϬ Ϯ͕ϭϯϵ͕ϰϬϬ Ϯ͕ϭϳϬ͕ϮϬϬ SUBTOTAL EXPENDITURES $20,030,100 $20,338,100 $20,654,500 $20,981,800 dŽ;&ƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐϭ ϲϮϯ͕ϰϬϬ ϲϴϵ͕ϯϬϬ ϳϱϭ͕ϬϬϬ ϴϭϭ͕ϱϬϬ TOTAL EXPENDITURES $20,653,500 $21,027,400 $21,405,500 $21,793,300

Notes:ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ &zϮϬϭϲĂĐƚƵĂůƐƌĞƉŽƌƚĞĚĂďŽǀĞĚŽŶŽƚƌĞĨůĞĐƚĂůůƌĞƉŽƌƚŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞ&Z͘EŽŶͲĐĂƐŚĚĞƉƌĞĐŝĂƚŝŽŶĞǆƉĞŶƐĞŝƐŶŽƚƌĞĨůĞĐƚĞĚĂďŽǀĞ͘ ĞŐŝŶŶŝŶŐǁŝƚŚƚŚĞ&zϮϬϭϴƵĚŐĞƚ͕ƚŚĞ&ĂĐŝůŝƚǇDĂŶĂŐĞŵĞŶƚƉƌŽŐƌĂŵĞǆƉĞŶƐĞƐŚĂǀĞďĞĞŶĐŽŶƐŽůŝĚĂƚĞĚŝŶƚŽƚŚĞ'ĞŶĞƌĂů&ƵŶĚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϳ FY2018 Budget Revenue and Expenditure Summaries ,ĞĂůƚŚĐĂƌĞ&ƵŶĚ&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 YoY Actual Adopted Proposed Change REVENUES ŵƉůŽǇĞĞŽŶƚƌŝďƵƚŝŽŶƐ͕^ĐŚŽŽůƐ ΨϮϬ͕ϱϯϮ͕ϰϱϯ ΨϮϬ͕ϱϮϵ͕ϯϬϬ ΨϮϭ͕Ϯϰϳ͕ϴϬϬ ϯ͘ϱй ŵƉůŽǇĞĞŽŶƚƌŝďƵƚŝŽŶƐ͕ŽƵŶƚǇ ϭϬ͕ϭϱϰ͕ϲϭϲ ϭϬ͕ϴϱϮ͕ϬϬϬ ϵ͕ϵϰϳ͕ϲϬϬ Ͳϴ͘ϯй ŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶƐ͕^ĐŚŽŽůƐ ϰϱ͕ϯϲϳ͕ϵϰϰ ϱϭ͕ϵϬϮ͕ϳϬϬ ϱϯ͕ϭϮϱ͕ϲϬϬ Ϯ͘ϰй ŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶƐ͕ŽƵŶƚǇ Ϯϲ͕ϬϳϮ͕ϰϵϴ Ϯϴ͕ϴϬϯ͕ϭϬϬ Ϯϵ͕ϭϳϵ͕ϬϬϬϭ͘ϯй &ƌŽŵhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϯ͕ϲϳϱ͕ϴϰϭ Ͳ Ͳ ŶͬĂ TOTAL REVENUES $105,803,352 $112,087,100 $113,500,000 1.3% EXPENDITURES KƉĞƌĂƚŝŶŐǆƉĞŶĚŝƚƵƌĞƐ ΨϭϬϱ͕ϴϬϯ͕ϯϱϮ ΨϭϭϮ͕Ϭϴϳ͕ϭϬϬ Ψϭϭϯ͕ϱϬϬ͕ϬϬϬ ϭ͘ϯй dŽhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ Ͳ Ͳ Ͳ TOTAL EXPENDITURES $105,803,352 $112,087,100 $113,500,000 1.3%

About the Healthcare Fund:

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y &zϮϬϭϵͲ&zϮϬϮϮĂƐƐƵŵĞƐĂƐĞǀĞŶƉĞƌĐĞŶƚƌĂƚĞŝŶĐƌĞĂƐĞŝŶĞĂĐŚǇĞĂƌ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϴ FY2018 Budget Revenue and Expenditure Summaries ,ĞĂůƚŚĐĂƌĞ&ƵŶĚ&zϭϵͲ&zϮϮ

FY2019 FY2020 FY2021 FY2022 Projected Projected Projected Projected REVENUES ŵƉůŽǇĞĞŽŶƚƌŝďƵƚŝŽŶƐ͕^ĐŚŽŽůƐ ΨϮϮ͕ϳϯϱ͕ϭϬϬ ΨϮϰ͕ϯϮϲ͕ϲϬϬ ΨϮϲ͕ϬϮϵ͕ϱϬϬ ΨϮϳ͕ϴϱϭ͕ϲϬϬ ŵƉůŽǇĞĞŽŶƚƌŝďƵƚŝŽŶƐ͕ŽƵŶƚǇ ϭϬ͕ϲϰϯ͕ϵϬϬ ϭϭ͕ϯϴϵ͕ϬϬϬ ϭϮ͕ϭϴϲ͕ϮϬϬ ϭϯ͕Ϭϯϵ͕ϮϬϬ ŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶƐ͕^ĐŚŽŽůƐ ϱϲ͕ϴϰϰ͕ϰϬϬ ϲϬ͕ϴϮϯ͕ϱϬϬ ϲϱ͕Ϭϴϭ͕ϭϬϬ ϲϵ͕ϲϯϲ͕ϴϬϬ ŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶƐ͕ŽƵŶƚǇ ϯϭ͕ϮϮϭ͕ϱϬϬ ϯϯ͕ϰϬϳ͕ϬϬϬ ϯϱ͕ϳϰϱ͕ϱϬϬ ϯϴ͕Ϯϰϳ͕ϳϬϬ &ƌŽŵhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ Ͳ Ͳ Ͳ Ͳ TOTAL REVENUES $121,444,900 $129,946,100 $139,042,300 $148,775,300 EXPENDITURES KƉĞƌĂƚŝŶŐǆƉĞŶĚŝƚƵƌĞƐ ΨϭϮϭ͕ϰϰϰ͕ϵϬϬ ΨϭϮϵ͕ϵϰϲ͕ϭϬϬ Ψϭϯϵ͕ϬϰϮ͕ϯϬϬ Ψϭϰϴ͕ϳϳϱ͕ϯϬϬ dŽhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ Ͳ Ͳ Ͳ Ͳ TOTAL EXPENDITURES $121,444,900 $129,946,100 $139,042,300 $148,775,300

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϰϵ FY2018 Budget Revenue and Expenditure Summaries DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ&ƵŶĚ

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Adopted Proposed Projected Projected Projected Projected REVENUES DĞĚŝĐĂŝĚZĞŝŵďƵƌƐĞŵĞŶƚĨŽƌ^ĞƌǀŝĐĞƐ Ͳ Ψϭϴ͕ϯϵϰ͕ϳϬϬ Ψϭϴ͕ϱϵϭ͕ϵϬϬ Ψϭϴ͕ϴϬϱ͕ϵϬϬ Ψϭϵ͕Ϭϰϵ͕ϬϬϬ Ψϭϵ͕ϯϴϮ͕ϰϬϬ KƚŚĞƌZĞŝŵďƵƌƐĞŵĞŶƚĨŽƌ^ĞƌǀŝĐĞƐ Ͳ ϯ͕ϱϬϰ͕ϱϬϬ ϯ͕ϱϱϲ͕ϴϬϬ ϯ͕ϲϬϯ͕ϬϬϬ ϯ͕ϲϰϵ͕ϳϬϬ ϯ͕ϳϬϳ͕ϯϬϬ ^ƚĂƚĞŝĚ Ͳ ϱ͕Ϭϭϵ͕ϱϬϬ ϱ͕Ϭϳϰ͕ϳϬϬ ϱ͕ϭϮϯ͕ϬϬϬ ϱ͕ϭϳϮ͕ϯϬϬ ϱ͕Ϯϯϯ͕ϲϬϬ &ĞĚĞƌĂůŝĚ Ͳ ϵϬϳ͕ϰϬϬ ϵϮϬ͕ϴϬϬ ϵϯϮ͕ϲϬϬ ϵϰϰ͕ϲϬϬ ϵϱϵ͕ϳϬϬ SUBTOTAL OPERATING REVENUES - $27,826,100 $28,144,200 $28,464,500 $28,815,600 $29,283,000 dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ Ͳ Ψϭϭ͕ϴϳϯ͕ϬϬϬ ΨϭϮ͕ϭϱϴ͕ϴϬϬ ΨϭϮ͕ϯϱϱ͕ϳϬϬ ΨϭϮ͕ϱϱϱ͕ϮϬϬ ΨϭϮ͕ϳϱϳ͕ϰϬϬ dŽ;&ƌŽŵͿhƐĞŽĨZĞƐĞƌǀĞƐϭ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ TOTAL REVENUES - $39,699,100 $40,303,000 $40,820,200 $41,370,800 $42,040,400 EXPENDITURES Ͳ WĞƌƐŽŶŶĞů Ͳ ΨϮϴ͕ϳϵϬ͕ϬϬϬ ΨϮϵ͕Ϯϵϭ͕ϱϬϬ ΨϮϵ͕ϴϵϵ͕ϰϬϬ ΨϯϬ͕ϱϮϵ͕ϯϬϬ Ψϯϭ͕ϭϴϮ͕ϭϬϬ KƉĞƌĂƚŝŶŐ Ͳ ϭϬ͕ϵϬϵ͕ϭϬϬ ϭϭ͕Ϭϭϭ͕ϱϬϬ ϭϬ͕ϵϮϬ͕ϴϬϬ ϭϬ͕ϴϰϭ͕ϱϬϬ ϭϬ͕ϴϱϴ͕ϯϬϬ ĂƉŝƚĂů Ͳ Ͳ ͲͲͲͲ SUBTOTAL OPERATING EXPENDITURES - $39,699,100 $40,303,000 $40,820,200 $41,370,800 $42,040,400 dŽ;&ƌŽŵͿhƐĞŽĨZĞƐĞƌǀĞϭ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ TOTAL EXPENDITURES - $39,699,100 $40,303,000 $40,820,200 $41,370,800 $42,040,400

Notes: ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ

WƌŝŽƌƚŽ&zϮϬϭϴƵĚŐĞƚĚŽƉƚŝŽŶ͕ƚŚĞDĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚǁĂƐŝŶĐůƵĚĞĚŝŶǁŝƚŚƚŚĞ'ĞŶĞƌĂů&ƵŶĚ͘dŚŝƐĨƵŶĚǁŝůů ďĞĐƌĞĂƚĞĚǁŝƚŚĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘&ŽƌŵŽƌĞŝŶĨŽƌŵĂƚŝŽŶ͕ƌĞĨĞƌĞŶĐĞƚŚĞDĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐĚĞƉĂƌƚŵĞŶƚĂů ƐƵŵŵĂƌǇƉĂŐĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϱϬ FY2018 Budget Revenue and Expenditure Summaries ^ƚŽƌŵǁĂƚĞƌhƚŝůŝƚǇ&ƵŶĚ

FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Adopted Proposed Change Projected Projected Projected Projected REVENUES ^ƚŽƌŵǁĂƚĞƌhƚŝůŝƚǇ&ĞĞ Ͳ Ψϰ͕ϱϬϬ͕ϬϬϬ ŶͬĂ Ψϰ͕ϱϬϬ͕ϬϬϬ Ψϰ͕ϱϬϬ͕ϬϬϬ Ψϰ͕ϱϬϬ͕ϬϬϬ Ψϰ͕ϱϬϬ͕ϬϬϬ hƐĞŽĨhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϯ͕ϴϲϳ͕ϰϬϬ ϭ͕ϰϲϳ͕ϰϬϬ ͲϲϮ͘ϭй ϯ͕ϲϯϯ͕ϮϬϬ ϰ͕ϰϴϭ͕ϮϬϬ Ͳ ϱϱϬ͕ϬϬϬ WƌŽũĞĐƚĂůĂŶĐĞƐ;ĞǆŝƐƚŝŶŐͿϭ Ͳ ϭ͕ϵϴϳ͕ϭϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ TOTAL REVENUES $3,867,400 $7,954,500 105.7% $8,133,200 $8,981,200 $4,500,000 $5,050,000 EXPENDITURES

/WͲ^ƚŽƌŵǁĂƚĞƌ Ψϯ͕ϴϲϳ͕ϰϬϬ Ψϳ͕ϵϱϰ͕ϱϬϬ ϭϬϱ͘ϳй Ψϴ͕ϭϯϯ͕ϮϬϬ Ψϴ͕ϵϴϭ͕ϮϬϬ Ψϯ͕ϵϱϬ͕ϬϬϬ Ψϱ͕ϬϱϬ͕ϬϬϬ dŽhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ Ͳ Ͳ ŶͬĂ Ͳ Ͳ ϱϱϬ͕ϬϬϬ TOTAL EXPENDITURES $3,867,400 $7,954,500 105.7% $8,133,200 $8,981,200 $4,500,000 $5,050,000

Notes: ϭ&ƵŶĚƐĂƉƉƌŽƉƌŝĂƚĞĚŝŶƉƌŝŽƌǇĞĂƌŝŶƚŚĞ^ƚŽƌŵǁĂƚĞƌhƚŝůŝƚǇ&ƵŶĚ͘

About the Stormwater Utility Fund:

y dŚŝƐĨƵŶĚǁĂƐĐƌĞĂƚĞĚǁŝƚŚĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϳďƵĚŐĞƚ͘

y dŚĞ^ƚŽƌŵǁĂƚĞƌhƚŝůŝƚǇ&ƵŶĚŝƐĂƐƉĞĐŝĂůƌĞǀĞŶƵĞĨƵŶĚƚŚĂƚǁĂƐĞƐƚĂďůŝƐŚĞĚƚŽŽƉĞƌĂƚĞ͕ŵĂŝŶƚĂŝŶ͕ĂŶĚŝŵƉƌŽǀĞƚŚĞ ŽƵŶƚǇ͛ƐƐƚŽƌŵǁĂƚĞƌŵĂŶĂŐĞŵĞŶƚƐǇƐƚĞŵĐŽǀĞƌŝŶŐƚŚĞĐŽƐƚƐŽĨŵƵŶŝĐŝƉĂůƐĞƌǀŝĐĞƐĚŝƌĞĐƚůǇƌĞůĂƚĞĚƚŽƚŚĞĐŽŶƚƌŽů ĂŶĚƚƌĞĂƚŵĞŶƚŽĨƐƚŽƌŵǁĂƚĞƌ͘dŚĞhƚŝůŝƚǇǁŝůůďĞĂĚŵŝŶŝƐƚĞƌĞĚĂŶĚĨƵŶĚĞĚƐĞƉĂƌĂƚĞůǇĨƌŽŵƌĞǀĞŶƵĞƐŝŶƚŚĞ ŐĞŶĞƌĂůĨƵŶĚ͕ĞŶƐƵƌŝŶŐĂĚĞĚŝĐĂƚĞĚƌĞǀĞŶƵĞƐŽƵƌĐĞĨŽƌĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞĨĞĚĞƌĂůůǇŵĂŶĚĂƚĞĚŚĞƐĂƉĞĂŬĞĂǇ dŽƚĂůDĂǆŝŵƵŵĂŝůǇůŽĂĚ;dD>ͿƉƌŽŐƌĂŵ͘

y dŚĞ^ƚŽƌŵǁĂƚĞƌhƚŝůŝƚǇĨĞĞŝƐĂƉƉůŝĞĚƚŽĂůůĚĞǀĞůŽƉĞĚƉƌŽƉĞƌƚŝĞƐŝŶƚŚĞŽƵŶƚǇ͘ůůĚĞǀĞůŽƉĞĚƌĞƐŝĚĞŶƚŝĂůƉĂƌĐĞůƐ ĂƌĞƐƵďũĞĐƚƚŽĂĨůĂƚďĂƐĞƌĂƚĞŽĨΨϮϱ͘ŽŶĚŽŵŝŶŝƵŵƐĂŶĚƚŽǁŶŚŽŵĞƐǁŝůůďĞĐŚĂƌŐĞĚĂĨůĂƚƌĂƚĞŽĨϯϬйŽĨƚŚĞ ďĂƐĞƌĂƚĞ;ΨϮϱͿƉĞƌĚǁĞůůŝŶŐƵŶŝƚ͘ĞǀĞůŽƉĞĚŶŽŶƌĞƐŝĚĞŶƚŝĂůƉƌŽƉĞƌƚǇǁŝůůďĞĐŚĂƌŐĞĚďĂƐĞĚŽŶƚŚĞƚŽƚĂůĂŵŽƵŶƚ ŽĨŝŵƉĞƌǀŝŽƵƐĂƌĞĂŽŶƚŚĞƐŝƚĞ͘EŽŶƌĞƐŝĚĞŶƚŝĂůƉƌŽƉĞƌƚŝĞƐƚŚĂƚŚĂǀĞĞƐƚDĂŶĂŐĞŵĞŶƚWƌĂĐƚŝĐĞƐ;DWƐͿŽƌ ƉĂƌƚŝĐŝƉĂƚĞŝŶƉŽůůƵƚŝŽŶƌĞĚƵĐƚŝŽŶƉƌŽŐƌĂŵƐǁŝůůƌĞĐĞŝǀĞĂƉĂƌƚŝĂůĐƌĞĚŝƚĂŐĂŝŶƐƚƚŚĞƐƚŽƌŵǁĂƚĞƌƵƚŝůŝƚǇĨĞĞ͘

y &ŽƌĂĚĚŝƚŝŽŶĂůŝŶĨŽƌŵĂƚŝŽŶƌĞŐĂƌĚŝŶŐƚŚĞŽƵŶƚǇ͛ƐDƵŶŝĐŝƉĂů^ĞƉĂƌĂƚĞ^ƚŽƌŵ^ĞǁĞƌ;D^ϰͿWĞƌŵŝƚĂŶĚƚŚĞdD>͕ ƉůĞĂƐĞƌĞĨĞƌĞŶĐĞƚŚĞŚĞƐĂƉĞĂŬĞĂǇdD>WƌŽũĞĐƚWůĂŶŝŶƚŚĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϱϭ FY2018 Budget Revenue and Expenditure Summaries ZŝƐŬDĂŶĂŐĞŵĞŶƚ&ƵŶĚ&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 YoY Actual Adopted Proposed Change REVENUES KƉĞƌĂƚŝŶŐ Ψϳ͕ϱϯϳ͕ϱϬϬ Ψϴ͕ϰϭϭ͕ϭϬϬ Ψϴ͕ϲϯϭ͕ϱϬϬ Ϯ͘ϲй EŽŶͲŽƉĞƌĂƚŝŶŐ ϲϱ͕ϯϮϵ Ͳ Ͳ ŶͬĂ /ŶƐƵƌĂŶĐĞZĞĐŽǀĞƌǇ ϯϲϵ͕ϱϳϭ ϰϬϬ͕ϬϬϬ ϰϬϬ͕ϬϬϬ Ϭ͘Ϭй ZĞŝŵďƵƌƐĞŵĞŶƚĨƌŽŵ^ĐŚŽŽůƐ Ͳ Ͳ ϯϬϳ͕ϱϬϬ ŶͬĂ KƚŚĞƌDŝƐĐZĞǀĞŶƵĞ ϰϯ͕ϵϱϳ Ͳ Ͳ ŶͬĂ sDŝƐĐ^ƚĂƚĞŝĚ ;ϭϮ͕ϴϲϬͿ Ͳ Ͳ ŶͬĂ &D,ƵƌƌŝĐĂŶĞ/ƌĞŶĞZĞĐŽǀĞƌǇ ;ϲϬ͕ϮϴϯͿ Ͳ Ͳ ŶͬĂ SUBTOTAL REVENUES $7,943,212 $8,811,100 $9,339,000 6.0% ĞŐŝŶŶŝŶŐhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϭϭ͕ϵϵϴ͕ϳϲϵ ϭϬ͕ϴϳϵ͕ϱϬϬ Ͳ ͲϭϬϬ͘Ϭй TOTAL REVENUES W/ASSETS $19,941,981 $19,690,600 $9,339,000 -52.6% EXPENDITURES WĞƌƐŽŶŶĞů Ψϭ͕ϮϮϯ͕ϱϴϴ Ψϭ͕Ϯϯϭ͕ϯϬϬ Ψϭ͕ϱϳϯ͕ϲϬϬ Ϯϳ͘ϴй KƉĞƌĂƚŝŶŐ ϭϭϲ͕ϭϴϭ ϭϯϬ͕ϰϬϬ ϮϮϬ͕ϴϬϬ ϲϵ͘ϯй ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ ůĂŝŵƐ͕/ŶƐƵƌĂŶĐĞ͕^ĂĨĞƚǇ͕,ĞĂůƚŚ͕ĂŶĚ>ŽƐƐWƌĞǀĞŶƚŝŽŶKƉĞƌĂƚŝŶŐ ϲ͕ϮϬϮ͕ϱϵϭ ϭϴ͕ϯϮϴ͕ϵϬϬ ϳ͕ϱϰϰ͕ϲϬϬ Ͳϱϴ͘ϴй SUBTOTAL EXPENDITURES $7,542,360 $19,690,600 $9,339,000 -52.6% ŶĚŝŶŐhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϭϮ͕ϯϵϵ͕ϲϮϭ ϭϬ͕ϲϯϲ͕ϱϬϬ Ͳ ͲϭϬϬ͘Ϭй TOTAL EXPENDITURES W/ASSETS $19,941,981 $19,690,600 $9,339,000 -52.6%

Note:ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ

&zϮϬϭϲĂĐƚƵĂůƐƌĞƉŽƌƚĞĚĂďŽǀĞĚŽŶŽƚƌĞĨůĞĐƚĂůůƌĞƉŽƌƚŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞ&Z͘EŽŶͲĐĂƐŚĚĞƉƌĞĐŝĂƚŝŽŶĞǆƉĞŶƐĞŝƐŶŽƚƌĞĨůĞĐƚĞĚ ĂďŽǀĞ͘&ŽƌŵŽƌĞŝŶĨŽƌŵĂƚŝŽŶ͕ƌĞůĂƚĞĚƚŽƚŚĞŽƉĞƌĂƚŝŽŶƐŽĨƚŚŝƐĨƵŶĚ͕ƉůĞĂƐĞƌĞĨĞƌĞŶĐĞƚŚĞZŝƐŬDĂŶĂŐĞŵĞŶƚĚĞƉĂƌƚŵĞŶƚĂůƐƵŵŵĂƌǇ ƉĂŐĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϱϮ FY2018 Budget Revenue and Expenditure Summaries ZŝƐŬDĂŶĂŐĞŵĞŶƚ&ƵŶĚ&zϭϵͲ&zϮϮ

FY2019 FY2020 FY2021 FY2022 Projected Projected Projected Projected REVENUES KƉĞƌĂƚŝŶŐ Ψϴ͕ϵϰϰ͕ϴϱϬ Ψϴ͕ϵϰϰ͕ϴϱϬ Ψϴ͕ϵϰϰ͕ϴϱϬ Ψϴ͕ϵϰϰ͕ϴϱϬ EŽŶͲŽƉĞƌĂƚŝŶŐ Ͳ Ͳ Ͳ Ͳ /ŶƐƵƌĂŶĐĞZĞĐŽǀĞƌǇ ϰϬϬ͕ϬϬϬ ϰϬϬ͕ϬϬϬ ϰϬϬ͕ϬϬϬ ϰϬϬ͕ϬϬϬ ZĞŝŵďƵƌƐĞŵĞŶƚĨƌŽŵ^ĐŚŽŽůƐ Ͳ Ͳ Ͳ Ͳ KƚŚĞƌDŝƐĐZĞǀĞŶƵĞ Ͳ Ͳ Ͳ Ͳ sDŝƐĐ^ƚĂƚĞŝĚ Ͳ Ͳ Ͳ Ͳ &D,ƵƌƌŝĐĂŶĞ/ƌĞŶĞZĞĐŽǀĞƌǇ Ͳ Ͳ Ͳ Ͳ SUBTOTAL REVENUES $9,344,850 $9,344,850 $9,344,850 $9,344,850 ĞŐŝŶŶŝŶŐhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ - - - - TOTAL REVENUES W/ASSETS $9,344,850 $9,344,850 $9,344,850 $9,344,850 EXPENDITURES WĞƌƐŽŶŶĞů Ψϭ͕ϱϳϭ͕ϬϬϬ Ψϭ͕ϱϳϭ͕ϬϬϬ Ψϭ͕ϱϳϭ͕ϬϬϬ Ψϭ͕ϱϳϭ͕ϬϬϬ KƉĞƌĂƚŝŶŐ ϮϮϬ͕ϴϬϬ ϮϮϬ͕ϴϬϬ ϮϮϬ͕ϴϬϬ ϮϮϬ͕ϴϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ Ͳ ůĂŝŵƐ͕/ŶƐƵƌĂŶĐĞ͕^ĂĨĞƚǇ͕,ĞĂůƚŚ͕ĂŶĚ>ŽƐƐWƌĞǀĞŶƚŝŽŶKƉĞƌĂƚŝŶŐ ϳ͕ϱϱϯ͕ϬϱϬ ϳ͕ϱϱϯ͕ϬϱϬ ϳ͕ϱϱϯ͕ϬϱϬ ϳ͕ϱϱϯ͕ϬϱϬ SUBTOTAL EXPENDITURES $9,344,850 $9,344,850 $9,344,850 $9,344,850 ŶĚŝŶŐhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ Ͳ Ͳ Ͳ Ͳ TOTAL EXPENDITURES W/ASSETS $9,344,850 $9,344,850 $9,344,850 $9,344,850

Note:ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϱϯ FY2018 Budget Revenue and Expenditure Summaries hƚŝůŝƚŝĞƐ&ƵŶĚ&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 YoY Actual Adopted Proposed Change REVENUES tĂƚĞƌ Ψϳϴ͕ϵϱϲ͕ϯϴϱ Ψϱϳ͕ϬϭϮ͕ϮϬϬ ΨϲϬ͕ϬϮϯ͕ϭϬϬ ϱ͘ϯй tĂƐƚĞǁĂƚĞƌ ϴϭ͕ϬϭϮ͕ϱϭϮ ϱϰ͕ϳϲϮ͕ϴϬϬ ϱϳ͕ϲϭϲ͕ϭϬϬ ϱ͘Ϯй hƐĞŽĨhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ Ͳ ϮϮ͕ϯϭϲ͕ϱϬϬ ϱϳ͕ϵϬϰ͕ϯϬϬ ϭϱϵ͘ϱй TOTAL REVENUES $159,968,897 $134,091,500 $175,543,500 30.9% EXPENDITURES tĂƚĞƌ Ψϱϳ͕ϯϲϴ͕ϯϭϯ Ψϯϴ͕Ϭϲϯ͕ϴϬϬ Ψϯϴ͕ϮϬϮ͕ϴϬϬ Ϭ͘ϰй tĂƐƚĞǁĂƚĞƌ ϱϯ͕ϵϴϬ͕Ϯϲϯ Ϯϵ͕ϲϯϰ͕ϰϬϬ ϯϬ͕ϲϰϭ͕ϴϬϬ ϯ͘ϰй /WͲtĂƚĞƌ ϳ͕ϭϰϱ͕Ϭϳϳ Ϯϵ͕ϱϳϭ͕ϱϬϬ ϲϵ͕ϬϯϮ͕ϭϬϬ ϭϯϯ͘ϰй /WͲtĂƐƚĞǁĂƚĞƌ ϱ͕ϳϮϴ͕ϳϰϬ ϯϲ͕ϴϮϭ͕ϴϬϬ ϯϳ͕ϲϲϲ͕ϴϬϬ Ϯ͘ϯй dƌĂŶƐĨĞƌƚŽͬ;ĨƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϯϱ͕ϳϰϲ͕ϱϬϰ Ͳ ͲŶͬĂ TOTAL EXPENDITURES $159,968,897 $134,091,500 $175,543,500 30.9%

Note: &ŽƌŵŽƌĞŝŶĨŽƌŵĂƚŝŽŶ͕ƌĞůĂƚĞĚƚŽƚŚĞŽƉĞƌĂƚŝŽŶƐŽĨƚŚŝƐĨƵŶĚ͕ƉůĞĂƐĞƌĞĨĞƌĞŶĐĞƚŚĞhƚŝůŝƚŝĞƐĚĞƉĂƌƚŵĞŶƚĂůƐƵŵŵĂƌǇƉĂŐĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϱϰ FY2018 Budget Revenue and Expenditure Summaries hƚŝůŝƚŝĞƐ&ƵŶĚ&zϭϵͲ&zϮϮ

FY2019 FY2020 FY2021 FY2022 Projected Projected Projected Projected REVENUES tĂƚĞƌ ΨϲϮ͕ϵϲϮ͕ϱϬϬ Ψϲϲ͕Ϭϯϯ͕ϯϬϬ Ψϲϵ͕ϯϯϳ͕ϭϬϬ ΨϳϮ͕ϴϱϰ͕ϳϬϬ tĂƐƚĞǁĂƚĞƌ ϲϬ͕Ϯϱϲ͕ϬϬϬ ϲϯ͕ϯϬϳ͕ϬϬϬ ϲϲ͕ϬϮϭ͕ϵϬϬ ϲϵ͕ϭϯϱ͕ϳϬϬ hƐĞŽĨhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ Ͳ Ϯϵ͕Ϭϭϰ͕ϲϬϬ Ͳ ϭϮ͕ϰϵϮ͕ϵϬϬ TOTAL REVENUES $123,218,500 $158,354,900 $135,359,000 $154,483,300 EXPENDITURES tĂƚĞƌ Ψϯϴ͕ϴϬϮ͕ϲϬϬ ΨϰϬ͕ϭϬϳ͕ϴϬϬ Ψϰϯ͕ϰϵϮ͕ϬϬϬ Ψϰϰ͕ϵϬϱ͕ϱϬϬ tĂƐƚĞǁĂƚĞƌ ϯϭ͕ϭϰϴ͕ϰϬϬ ϯϮ͕ϰϮϯ͕ϰϬϬ ϯϯ͕ϳϳϯ͕ϭϬϬ ϯϲ͕Ϯϵϱ͕ϵϬϬ /WͲtĂƚĞƌ Ϯϰ͕ϬϵϬ͕ϯϬϬ Ϯϲ͕ϮϭϮ͕ϳϬϬ Ϯϰ͕ϵϭϮ͕ϳϬϬ ϯϰ͕ϲϮϮ͕ϵϬϬ /WͲtĂƐƚĞǁĂƚĞƌ Ϯϲ͕ϲϲϰ͕ϬϬϬ ϱϵ͕ϲϭϭ͕ϬϬϬ Ϯϳ͕ϯϮϵ͕ϬϬϬ ϯϴ͕ϲϱϵ͕ϬϬϬ dƌĂŶƐĨĞƌƚŽͬ;ĨƌŽŵͿhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ Ϯ͕ϱϭϯ͕ϮϬϬ Ͳ ϱ͕ϴϱϮ͕ϮϬϬ Ͳ TOTAL EXPENDITURES $123,218,500 $158,354,900 $135,359,000 $154,483,300

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϱϱ FY2018 Budget Revenue and Expenditure Summaries

'ĞŶĞƌĂů&ƵŶĚĂůĂŶĐĞŶĂůǇƐŝƐ

ĞŐŝŶŶŝŶŐǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͕ƚŚĞŽƵŶƚǇŝƐŶŽůŽŶŐĞƌĂƉƉƌŽƉƌŝĂƚŝŶŐƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞ͘ dŚĞ ƉƌĞŵŝƐĞ ĨŽƌ ƚŚĞ ĐŚĂŶŐĞ ŝƐ ƚŚĂƚ ƚŚĞ ŽƵŶƚǇ ĚŽĞƐ ŶŽƚ ŝŶƚĞŶĚ ƚŽ ƵƐĞ ĨƵŶĚ ďĂůĂŶĐĞ ĂƐ Ă ƌĞǀĞŶƵĞ ƐŽƵƌĐĞ ĨŽƌ ŽƉĞƌĂƚŝŽŶĂů ĞǆƉĞŶƐĞƐ͘ƵĚŐĞƚŝŶŐ ;ĂƉƉƌŽƉƌŝĂƚŝŶŐͿ ƚŚĞ ƵŶĂƐƐŝŐŶĞĚĨƵŶĚ ďĂůĂŶĐĞ ŝŶĨůĂƚĞƐ ƚŚĞ ƚŽƚĂů ʹ ĂƐ ƚŚĞƌĞŝƐ ŶŽ ŽĨĨƐĞƚƚŝŶŐ ĞǆƉĞŶĚŝƚƵƌĞ ƉůĂŶŶĞĚ͘ ^ŚŽƵůĚ ĂŶ ƵŶĨŽƌĞƐĞĞŶ ĞŵĞƌŐĞŶĐǇ ŽƌƉƌŽũĞĐƚĂƌŝƐĞ͕ĂŶĂĐƚŝŽŶŽĨƚŚĞŽĂƌĚŽĨ ^ƵƉĞƌǀŝƐŽƌƐ ǁŝůů ďĞƌĞƋƵŝƌĞĚƚŽ ĂƉƉƌŽƉƌŝĂƚĞ ĨƵŶĚƐ͕ ĂƐ ŶĞĞĚĞĚ͕ ƚŽ ĂĚĚƌĞƐƐ ƚŚĞ ƐŝƚƵĂƚŝŽŶ͘ dŚŝƐ ĂďŝůŝƚǇ ƚŽ ĐŽƉĞǁŝƚŚ ĨŝŶĂŶĐŝĂůĞŵĞƌŐĞŶĐŝĞƐŝƐŵĞĂƐƵƌĞĚƚŚƌŽƵŐŚƚŚĞƌĂƚŝŽŽĨĨƵŶĚďĂůĂŶĐĞĂƐĂƉĞƌĐĞŶƚĂŐĞŽĨŐĞŶĞƌĂůĨƵŶĚĞǆƉĞŶĚŝƚƵƌĞƐ͘ dŚĞŽƵŶƚǇŚĂƐƐĞƚƚŚĞƚĂƌŐĞƚƌĂƚŝŽĂƚĞŝŐŚƚƉĞƌĐĞŶƚ͖ŚŽǁĞǀĞƌ͕ƚŚĞƌĂƚŝŽĂƚ:ƵŶĞϯϬ͕ϮϬϭϲǁĂƐϴ͘ϳƉĞƌĐĞŶƚ͘dŚŝƐƌĂƚŝŽ ŚĂƐƌĞŵĂŝŶĞĚƐƚĞĂĚǇŽǀĞƌƚŚĞƉĂƐƚĨŝǀĞǇĞĂƌƐƌĞĨůĞĐƚŝŶŐƚŚĞŽƵŶƚǇ͛ƐƐƚƌŽŶŐĨŝŶĂŶĐŝĂůƉŽƐŝƚŝŽŶ͘ĐĐŽƌĚŝŶŐůǇ͕&zϮϬϭϳ ƉƌŽũĞĐƚŝŽŶƐŝŶĐůƵĚĞĂƉŽƐŝƚŝǀĞĐŽŶƚƌŝďƵƚŝŽŶƚŽƵŶĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞŽĨĂƉƉƌŽǆŝŵĂƚĞůǇΨϭ͘ϯŵŝůůŝŽŶ͕ ĂŶĚƌĞŵĂŝŶƐŝŶ ĐŽŵƉůŝĂŶĐĞǁŝƚŚƉŽůŝĐǇŝŶ&zϮϬϭϴͲϮϬϮϮ͘

FY2018 Unassigned Fund Balance WƌŽũĞĐƚĞĚďĞŐŝŶŶŝŶŐĨƵŶĚďĂůĂŶĐĞ ΨϲϬ͕ϬϬϰ͕ϰϬϬ

ƵĚŐĞƚĞĚĂĚĚŝƚŝŽŶƚŽĨƵŶĚďĂůĂŶĐĞ ΨϬ;ŶŽƚƌĞƋƵŝƌĞĚ͕ďĞŐŝŶŶŝŶŐďĂůĂŶĐĞĞǆĐĞĞĚƐ&zϭϴƌĞƋƵŝƌĞŵĞŶƚƐͿ WƌŽũĞĐƚĞĚ&zϮϬϭϴĞŶĚŝŶŐĨƵŶĚďĂůĂŶĐĞ $60,004,400

ϱϲ FY2018 Budget

GENERAL GOVERNMENT AND SCHOOLS FIVE-YEAR PLAN

FY2018 BUDGET

ϱϳ FY2018Budget FiveͲYearPlan

GENERALGOVERNMENT FIVEǦYEARPLANSUMMARY

ANEXPLANATIONOFTHEFIVEǦYEARPLAN

Overview SinceFY2015,theFiveYearPlanhasprovidedthegeneralframeworktohelptheCountyestablishand worktowardaccomplishingkeypriorities.TheinformationpresentedintheFY2018ǦFY2022FiveǦYear Plan aligns with the community priorities identified during the summer 2016 Blueprint Chesterfield outreachinitiative.

FY2018FiveǦYearPlanLayout x Revenues–thefirstsectionlaysouttheincrementalrevenueincreases(ordecreases)thatwere usedtobuildtheexpenditureportionoftheplan x Baselineincreases–thefirstsectionoftheplandemonstrateswhatitwouldcosttocontinue doingbusiness,justastheCountyistoday,withoutanyadditionalinitiativesandcoversitems suchashealthcareincreases,ameritincreasewithassociatedFICAandVRSimpacts,thefive percentofoperatingfundsthatareallocatedtocapitalneeds,calculatedincreasesforeducation, contractualobligations,andpassǦthroughrevenuesortransferstootherfunds x ProgramandServiceLevelEnhancements–thesearetheitemsproposedbeyondthecurrent levelofservicethataredetailedintheFiveǦYearPlanSummaryDetailssectionofthisdocument; FY2018hasfourthematicelementsthatencompasstheproposedenhancements: o Strengthencoreservices o Careforexistingfacilitiesandcommunities o Investintransportation o Improvecustomerservice

OutǦYears–FY2019Ǧ2022 After baseline cost adjustments (2 percent merit, healthcare increases, debt service, certain staffing allowancesinpublicsafetyandsupportareas,etc.)onthegeneralgovernmentsideandsimilarcost adjustments related to the local transfer to schools (2 percent salary increase, healthcare, VRS rate adjustments, reductions in the pupilǦtoǦteacher ratio), as well as accommodations for the operating impactsrelatedtocompletedcapitalprojectsandcontractualobligations,thereisamodestunallocated amountof(projected)fundingavailableeachyear.Thoseresourcesarethenavailabletoaddresskey generalgovernmentandschooldivisionneedsoverthecomingyears,butarenotallocatedtospecific initiativesuntiltheyemergeinthefirstyearoftheplan.Acandidatelistofkeygeneralgovernment prioritiestobeconsideredovertheoutyearsofthisplanissummarizedonthefollowingpage.Inaddition, thisdocumentincludesthefulllistofyetunfundedgeneralgovernmentsubmissionsinAppendixF. Ontherevenueside,growth,oftenaccountingforfluctuationsrelatedtotheuseofonetimeresources andpassthroughfunds,isprojectedtobeinlinewithFY2018ataforecastedaverageof2.9percent.

ChesterfieldCounty,VA ϱϴ FY2018BudgetFiveͲYearPlan

Priority FundingRequired Year(s)Needed PublicSafetyCareerDevelopmentPlans: amountsvarybystepfunded Police $228,000Ǧ165,000 FY19Ǧ22 FireandEMS $59,000Ǧ92,100 FY19Ǧ21 Sheriff’sOffice $75,000 FY19 ECC $42,000 FY19 BodyWornCameras–Sheriff’sDepartment $134,000 FY21 Sheriff’sOfficeStartingPayAdjustment $131,000 FY19 (PhaseII) Station5TruckCompany–apparatusand FY20Ǧ21,splitfundedover $3,203,900 staffing twoyears Medic21–toachieve24/7staffing $780,300 FY19 LibraryStaffingPlan–convertingpartǦtime FY19Ǧ20,costdependson $100,000Ǧ$191,000 positionstofullǦtimeemployees classificationsconverted SocialServicesStaffing–4FTE/year $201,900 FY19Ǧ22 ModernizationofLegacyTechnologies $150,000 FY19Ǧ22 ParksandRecreationVehicleandEquipment $200,000 FY19 Replacement PoliceLogisticsTechnician–1FTE $56,500 FY19 CommunityCorrectionsStaffing–2FTE $113,200 FY19 LegalSecretary(CountyAttorney) $60,000 FY19 Commonwealth’sAttorneyStaffing–2FTE $168,500 FY19 Conversionofcodecomplianceinspectorsfrom $133,400 FY19 CDBGtothegeneralfund–2FTE BuildingInspectors–2FTE $155,500 FY19 EmergencyCommunicationOfficers–2FTE/year $105,000/year FY19Ǧ20 Morebroadly,theunallocatedpoolwouldalsobethefundingsourceforallfurtherinvestmentin transportationinfrastructure,revitalizationinitiatives,ormajormaintenanceefforts.

ChesterfieldCounty,VA

ϱϵ FY2018Budget FiveͲYearPlan

WƌŽƉŽƐĞĚ&zϮϬϭϴ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚ&ŝǀĞͲzĞĂƌWůĂŶ CountyRevenue(presentedinincrementaltotals) FY2018 FY2019 FY2020 FY2021 FY2022 PriorYearRevenueTotal$ 805,523,500 $741,396,300 $754,607,500 $779,057,500 $788,737,300 ZĞĂůƐƚĂƚĞdĂǆĞƐΨ ϭϭ͕ϴϯϵ͕ϬϬϬ Ψ ϭϯ͕ϲϵϮ͕ϯϬϬ Ψ ϭϱ͕Ϯϴϴ͕ϳϬϬ Ψ ϭϲ͕ϬϮϴ͕ϱϬϬ Ψ ϭϳ͕ϯϬϰ͕ϯϬϬ KƚŚĞƌWƌŽƉĞƌƚǇdĂǆĞƐΨ ϯ͕ϱϱϵ͕ϮϬϬ Ψ ϭ͕ϴϰϮ͕ϵϬϬ Ψ ϭ͕ϴϯϳ͕ϭϬϬ Ψ ϭ͕ϴϴϮ͕ϮϬϬ Ψ ϭ͕ϵϮϴ͕ϱϬϬ Ɛ;ĂƐĂƉŽƌƚŝŽŶŽĨKƚŚĞƌWƌŽƉĞƌƚǇdĂǆĞƐͿΨ ϭ͕ϲϵϬ͕ϵϬϬ Ψϭϴϵ͕ϴϬϬ Ψ ϭϮϱ͕ϭϬϬ Ψ ;Ϯ͕ϴϲϮ͕ϳϬϬͿ Ψ ϯϭ͕ϱϬϬ KƚŚĞƌdĂǆĞƐ;ƐĂůĞƐ͕WK>͕ĞƚĐ͘ͿΨ ϭ͕ϰϮϱ͕ϰϬϬ Ψ ϭ͕ϳϰϮ͕ϳϬϬ Ψ ϭ͕ϴϵϯ͕ϵϬϬ Ψ ϭ͕ϲϭϭ͕ϭϬϬ Ψ Ϯ͕ϬϬϴ͕ϰϬϬ WĞƌŵŝƚƐĂŶĚ&ĞĞƐΨ ϱϭϭ͕ϬϬϬ Ψ Ϯϲ͕ϲϬϬ Ψ ϳϴ͕ϯϬϬ Ψ ϳϵ͕ϲϬϬ Ψ ϴϭ͕ϰϬϬ &ŝŶĞƐͬhƐĞŽĨDŽŶĞǇΨ ϱϭϳ͕ϵϬϬ Ψ ϰϬ͕ϬϬϬ Ψ ϱϬ͕ϬϬϬ Ψ ϱϬ͕ϬϬϬ Ψ ϭϬϬ͕ϬϬϬ ^ĞƌǀŝĐĞŚĂƌŐĞƐΨ ;ϮϬ͕ϯϬϮ͕ϴϬϬͿ Ψ ϯϰ͕ϯϬϬ Ψ ϯϱ͕ϵϬϬ Ψ ϱϬ͕ϰϬϬ Ψ ϱϭ͕ϳϬϬ ^ƚĂƚĞZĞǀĞŶƵĞΨ ;ϯ͕ϮϬϲ͕ϰϬϬͿ Ψ ;ϵϴ͕ϳϬϬͿ Ψ ϭϯϮ͕ϮϬϬ Ψ ϭϯϵ͕ϭϬϬ Ψ ϭϰϭ͕ϴϬϬ ^ƚĂƚĞ^ĂůĞƐdĂǆĨŽƌĚƵĐĂƚŝŽŶ;ĂƐĂƉŽƌƚŝŽŶŽĨ^ƚĂƚĞZĞǀĞŶƵĞͿΨ ;ϭϴϬ͕ϴϬϬͿ Ψ ϭ͕Ϯϲϰ͕ϰϬϬ Ψ ϭ͕Ϯϴϵ͕ϳϬϬ Ψ ϭ͕ϯϭϱ͕ϱϬϬ Ψ ϭ͕ϯϰϭ͕ϴϬϬ &ĞĚĞƌĂůZĞǀĞŶƵĞΨ ;ϴϯϱ͕ϲϬϬͿ Ψ ϭϬϱ͕ϯϬϬ Ψ ϭϮϵ͕ϳϬϬ Ψ ϭϯϭ͕ϲϬϬ Ψ ϭϯϴ͕ϰϬϬ KƚŚĞƌZĞǀĞŶƵĞ;&ŝŶĂŶĐŝŶŐ^ŽƵƌĐĞƐ͕ZĞĐŽǀĞƌĞĚŽƐƚƐͿΨ ;ϰ͕ϳϴϭ͕ϰϬϬͿ Ψ ϰϬ͕ϳϬϬΨ ϱϯ͕ϮϬϬ Ψ ;ϯϮ͕ϬϬϬͿ Ψ ϱϳ͕ϰϬϬ hƐĞŽĨ&ƵŶĚĂůĂŶĐĞΨ Ͳ Ψ ͲΨ ͲΨ ͲΨ Ͳ hƐĞŽĨ&ƵŶĚĂůĂŶĐĞΨ ;ϱϴ͕ϲϲϴ͕ϰϬϬͿ Ψ Ͳ Ψ ͲΨ Ͳ hƐĞŽĨZĞƐĞƌǀĞƐ;ŽƵŶƚǇͿΨ ϳϲϴ͕ϮϬϬ Ψ ;ϱ͕ϲϴϳ͕ϵϬϬͿ Ψ ϭ͕ϰϳϳ͕ϰϬϬ Ψ ;ϭ͕ϴϮϳ͕ϱϬϬͿ Ψ ;ϭ͕ϵϬϬ͕ϮϬϬͿ hƐĞŽĨZĞƐĞƌǀĞƐ;^ĐŚŽŽůƐͿΨ ϯ͕ϱϯϲ͕ϲϬϬ Ψ ϭϴ͕ϴϬϬΨ Ϯ͕Ϭϱϴ͕ϴϬϬ Ψ ;ϲ͕ϴϴϲ͕ϬϬϬͿ Ψ ;ϭ͕Ϭϵϳ͕ϱϬϬͿ KƵƚǇĞĂƌZĞǀĞŶƵĞ'ƌŽǁƚŚΨ Ͳ Ψ ͲΨ ͲΨ ͲΨ Ͳ ProjectedGeneralFundRevenueTotal$ 741,396,300 $754,607,500 $779,057,500 $788,737,300 $808,924,800 IncrementalRevenueGrowth$ (64,127,200) $13,211,200 $24,450,000 $9,679,800 $20,187,500 WĞƌĐĞŶƚĂŐĞŚĂŶŐĞ;ĂĚŽƉƚĞĚƚŽĂĚŽƉƚĞĚͿ ŶͬĂ ϭ͘ϴй ϯ͘Ϯй ϭ͘Ϯй Ϯ͘ϲй ĚũƵƐƚĞĚWĞƌĐĞŶƚĂŐĞŚĂŶŐĞΎ ϯ͘ϳй ϭ͘ϴй ϯ͘Ϯй ϭ͘Ϯй Ϯ͘ϲй Adjusted,EffectivePercentageChange** 3.2% 2.7% 2.9% 2.9% 3.1% ΎdŚŝƐĐŽŶƚƌŽůƐĨŽƌƐƚƌƵĐƚƵƌĂůĐŚĂŶŐĞƐŵĂĚĞŝŶ&zϭϴ͕ŝŶĐůƵĚŝŶŐƚŚĞĐƌĞĂƚŝŽŶŽĨĂŵĞŶƚĂůŚĞĂůƚŚĨƵŶĚ͕ƚŚĞĞůŝŵŝŶĂƚŝŽŶŽĨĐŚĂƌŐĞƐĨŽƌƐŚĂƌĞĚƐĞƌǀŝĐĞƐǁŝƚŚƐĐŚŽŽůƐ͕ĂŶĚƚŚĞĂƉƉƌŽƉƌŝĂƚŝŽŶŽĨĨƵŶĚďĂůĂŶĐĞ͘ **dŚŝƐĐĂůĐƵůĂƚŝŽŶƉƌŽǀŝĚĞƐƚŚĞŐƌŽǁƚŚŝŶƌĞƐŽƵƌĐĞƐĂǀĂŝůĂďůĞĨŽƌŽŶŐŽŝŶŐŐĞŶĞƌĂůŐŽǀĞƌŶŵĞŶƚŽƉĞƌĂƚŝŽŶƐďǇĐŽŶƚƌŽůůŝŶŐĨŽƌƉĂƐƐͲƚŚƌŽƵŐŚĂŶĚŽŶĞͲƚŝŵĞƐŽƵƌĐĞƐ͘

CountyExpenditures(presentedinincrementaltotals) FY2018 FY2019 FY2020 FY2021 FY2022 PriorYearExpenditureTotal$ 805,523,500 $741,396,300 $754,607,500 $779,057,500 $788,737,300 ĂƐĞůŝŶĞ/ŶĐƌĞĂƐĞƐ ϮйDĞƌŝƚ/ŶƌĞĂƐĞ;ŝŶĐůƵĚĞƐ&/͕sZ^͖ůŽǁĞƌ&zϭϵĂŵŽƵŶƚƌĞĨůĞĐƚƐsZ^ƌĂƚĞ ĐŚĂŶŐĞͿ Ψϯ͕ϰϬϮ͕ϳϬϬ Ψ Ϯ͕ϱϭϬ͕ϭϬϬ Ψ ϯ͕ϳϯϭ͕ϴϬϬ Ψ ϯ͕ϳϴϰ͕ϵϬϬ Ψ ϯ͕ϴϳϯ͕ϯϬϬ ,ĞĂůƚŚĐĂƌĞWƌĞŵŝƵŵƐ;ϳйŝŶ&zϭϴͲϮϮͿΨ ϭ͕ϰϮϲ͕ϭϬϬ Ψ ϭ͕ϱϱϬ͕ϵϬϬ Ψ ϭ͕ϱϮϭ͕ϮϬϬ Ψ ϭ͕ϲϮϱ͕ϳϬϬ Ψ ϭ͕ϳϯϵ͕ϬϬϬ ZŝƐŬDĂŶĂŐĞŵĞŶƚΨͲ ϭϮϮ͕ϲϬϬ ΨΨ ͲΨ ͲΨ Ͳ dƵƌŶŽǀĞƌ^ĂǀŝŶŐƐ ;&zϭϴ͖ŽƵƚǇĞĂƌƚŽƚĂůƐĂƌĞƉƌŽũĞĐƚĞĚ͖ĂĐĐŽƵŶƚĞĚĨŽƌďĞůŽǁͿΨ ;ϭ͕ϭϳϭ͕ϲϬϬͿ Ψ Ͳ Ψ ͲΨ ͲΨ Ͳ ĞŶƚƌĂůŝǌĞĚWĞƌƐŽŶŶĞů/ƚĞŵƐ ;ŝŶĐůƵĚĞƐƌĞƚŝƌĞĞŚͬĐ͕ƉƌŽũĞĐƚĞĚ͕ŽƵƚǇĞĂƌƚƵƌŶŽǀĞƌƐĂǀŝŶŐƐͿΨ ;ϵϭϳ͕ϭϬϬͿ Ψ ;ϭ͕Ϭϭϴ͕ϲϬϬͿ Ψ ;ϲϵϴ͕ϵϬϬͿ Ψ ;ϱϳϳ͕ϴϬϬͿ Ψ ;ϲϱϱ͕ϯϬϬͿ PersonnelExpenditureBaselineSubtotal$ 2,862,700 $3,042,400 $4,554,100 $4,832,800 $4,957,000 Ğďƚ^ĞƌǀŝĐĞΨ ϭ͕ϯϱϲ͕ϭϬϬ ΨϮϳϴ͕ϵϬϬ Ψ ;ϯϱϴ͕ϮϬϬͿ Ψ ;ϭ͕ϭϵϬ͕ϲϬϬͿ Ψ ϯϳϵ͕ϲϬϬ WĂǇͲĂƐͲǇŽƵͲŐŽĂƉŝƚĂů&ƵŶĚŝŶŐ ;ŝŶĐůƵĚŝŶŐĐŽŶƚƌŝďƵƚŝŽŶƐƚŽĐĂƉŝƚĂůƌĞƐĞƌǀĞ͕ŝƌƉŽƌƚͿ ΨϮ͕ϭϬϱ͕ϮϬϬ Ψ ;Ϯ͕ϳϲϵ͕ϴϬϬͿ Ψ Ϯ͕ϲϱϭ͕ϵϬϬ Ψ ϭ͕ϭϵϳ͕ϳϬϬ Ψ ϭ͕ϲϰϱ͕ϮϬϬ CapitalExpenditureBaselineSubtotal$ 3,461,300 $(2,490,900) $2,293,700 $ 7,100 $2,024,800 >ŽĐĂů&ƵŶĚŝŶŐΨ ϭϬ͕Ϯϵϱ͕ϬϬϬ Ψ ϲ͕ϰϲϮ͕ϰϬϬ Ψ ϲ͕ϲϰϴ͕ϵϬϬ Ψ ϳ͕ϭϵϭ͕ϮϬϬ Ψ ϳ͕Ϭϰϱ͕ϲϬϬ ^ŚĂƌĞĚ^ĞƌǀŝĐĞĚũƵƐƚŵĞŶƚΨ ;ϲ͕Ϯϳϵ͕ϴϬϬͿ KƚŚĞƌ;^ƚĂƚĞ^ĂůĞƐdĂǆ͕^ĐŚŽŽůZĞƐĞƌǀĞƐͿΨ ϯ͕ϯϱϱ͕ϴϬϬ Ψ ϭ͕Ϯϴϯ͕ϮϬϬ Ψ ϯ͕ϯϰϴ͕ϱϬϬ Ψ ;ϱ͕ϱϳϬ͕ϱϬϬͿ Ψ Ϯϰϰ͕ϯϬϬ EducationExpenditureBaselineSubtotal$ 7,371,000 $7,745,600 $9,997,400 $1,620,700 $7,289,900 ZŝǀĞƌƐŝĚĞZĞŐŝŽŶĂů:ĂŝůΨͲ ;Ϯϯϰ͕ϬϬϬͿ ΨΨ ͲΨ ͲΨ Ͳ dĂǆZĞůŝĞĨĨŽƌƚŚĞůĚĞƌůǇĂŶĚŝƐĂďůĞĚΨ ϭϳϱ͕ϬϬϬ Ψ ϭϴϬ͕ϯϬϬ Ψ ϭϴϱ͕ϳϬϬ Ψ ϭϵϭ͕ϯϬϬ Ψ ϭϵϳ͕ϬϬϬ WĂƐƐͲƚŚƌŽƵŐŚǆƉĞŶĚŝƚƵƌĞƐ;Ɛ͕ŽŶǀĞŶƚŝŽŶĞŶƚĞƌͿΨ Ϯ͕ϰϯϮ͕ϰϬϬ Ψ ;ϭ͕ϴϵϵ͕ϱϬϬͿ Ψ ;ϲϲϴ͕ϰϬϬͿ Ψ ϮϰϮ͕ϲϬϬ Ψ Ϯϰϴ͕ϱϬϬ EŽŶͲĞƉĂƌƚŵĞŶƚĂů;ŽŵŵƵŶŝƚǇŽŶƚƌĂĐƚƐ͕^ƚƌĞĞƚůŝŐŚƚƐ͕ĞƚĐ͘ͿΨ ϲϬ͕ϭϬϬ ΨͲ ;ϲϲ͕ϮϬϬͿ Ψ ΨͲ ;ϯϮ͕ϳϬϬͿ Ψ &ƵŶĚĂůĂŶĐĞ;ŶŽĐŚĂŶŐĞŝŶϴйƉŽůŝĐǇůĞǀĞůͿΨ ;ϲϬ͕ϬϬϰ͕ϰϬϬͿ ΨϰϵϮ͕ϯϬϬ Ψ ϭ͕ϰϳϴ͕ϭϬϬ Ψ ;ϭ͕ϮϬϭ͕ϴϬϬͿ Ψ ϴϰϲ͕ϰϬϬ Programmatic/Contractual/PolicyExpenditureBaseline$ (57,570,900) $(1,293,100) $995,400 $ (800,600) $ 1,291,900 dƌĂŶƐĨĞƌƚŽŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ;^ͿΨ ϳϮϲ͕ϱϬϬ Ψ ϳϭ͕ϬϬϬ Ψ ϳϯ͕ϮϬϬ Ψ ϳϱ͕ϱϬϬ Ψ ϳϳ͕ϱϬϬ dƌĂŶƐĨĞƌƚŽ'ƌĂŶƚƐΨ ϲ͕ϮϬϬ Ψ ϮϬ͕ϲϬϬ Ψ Ϯϱ͕ϲϬϬ Ψ Ϯϲ͕ϱϬϬ Ψ Ϯϳ͕ϲϬϬ dƌĂŶƐĨĞƌƚŽDĞŶƚĂů,ĞĂůƚŚ&ƵŶĚΨ ϭϭ͕ϴϬϬ͕ϬϬϬ ΨϮϴϱ͕ϴϬϬ Ψ ϭϵϲ͕ϵϬϬ Ψ ϭϵϵ͕ϱϬϬ Ψ ϮϬϮ͕ϮϬϬ ĞƉĂƌƚŵĞŶƚĂů^ƚƌƵĐƚƵƌĞĚũƵƐƚŵĞŶƚƐ;ƌĞĨůĞĐƚƐĐƌĞĂƚŝŽŶŽĨŵĞŶƚĂůŚĞĂůƚŚĨƵŶĚ͕ ƚƌĂŶƐĨĞƌƚŽĐĂƉŝƚĂůƉƌŽũĞĐƚŽĨĨŝĐĞƚŽƚŚĞ'ĞŶĞƌĂů&ƵŶĚͿ Ψ;ϯϲ͕ϰϴϬ͕ϬϬϬͿ Ψ ϳ͕ϵϬϬ Ψ ϭϰ͕ϳϬϬ Ψ ϭϱ͕ϰϬϬ Ψ ϭϱ͕ϴϬϬ ĞƉĂƌƚŵĞŶƚĂů^ĂǀŝŶŐƐ ;ĐŽŶƚƌĂĐƚƐĂǀŝŶŐƐ͕ƌĞŵŽǀĂůŽĨŽŶĞͲƚŝŵĞĐŽŵŵŝƚŵĞŶƚƐĨƌŽŵ&zϭϳͿ Ψ;ϭ͕Ϭϴϵ͕ϴϬϬͿ Ψ Ͳ Ψ ͲΨ ͲΨ Ͳ hŶĂůůŽĐĂƚĞĚ;ƉƌŽƉŽƐĞĚĨŽƌ&zϭϴĂƚΨϭϮϬ͕ϳϬϬĂĨƚĞƌƌĞĚƵĐƚŝŽŶͿΨ ;ϳϲ͕ϮϬϬͿ ΨͲ ;ϭϮϬ͕ϳϬϬͿ ΨΨ ͲΨ Ͳ DepartmentalExpenditureBaseline$ (25,113,300) $264,600 $ 310,400 $ 316,900 $ 323,100 ProjectedBaselineExpenditureTotal$ 736,534,300 $748,664,900 $772,758,500 $785,034,400 $804,624,000 IncrementalBaselineGrowth$ (68,989,200) $7,268,600 $18,151,000 $5,976,900 $15,886,700

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϲϬ FY2018Budget FiveͲYearPlan

WƌŽƉŽƐĞĚ&zϮϬϭϴ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚ&ŝǀĞͲzĞĂƌWůĂŶ CountyExpenditures(presentedinincrementaltotals) FY2018 FY2019 FY2020 FY2021 FY2022 WƌŽŐƌĂŵͬ^ĞƌǀŝĐĞŶŚĂŶĐĞŵĞŶƚƐ StrengthenCoreServices PoliceOfficerRecruitmentandRetentionProgram WŽůŝĐĞWĂƌƚͲƚŝŵĞ^ƚĂĨĨŝŶŐΨ ϮϬϬ͕ϬϬϬ WŽůŝĐĞKĨĨŝĐĞƌ^ƚĂƌƚŝŶŐWĂǇΨ ϭϬϬ͕ϬϬϬ WŽůŝĐĞKĨĨŝĐĞƌĂƌĞĞƌĞǀĞůŽƉŵĞŶƚŶŚĂŶĐĞŵĞŶƚΨ ϮϲϬ͕ϬϬϬ WŽůŝĐĞŽĚǇtŽƌŶĂŵĞƌĂWƌŽŐƌĂŵ;ŝŶĐůƵĚĞƐϭƉŽƐŝƚŝŽŶŝŶ&zϭϴͿΨ ϱϯϰ͕ϲϬϬ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐKĨĨŝĐĞƌƐ;ϮƉŽƐŝƚŝŽŶƐŝŶ&zϭϴͿΨ ϭϬϬ͕ϴϬϬ &ŝƌĞDŝŶŝŵƵŵ^ƚĂĨĨŝŶŐWůĂŶ;ϯƉŽƐŝƚŝŽŶƐŝŶ&zϭϴͿΨ ϮϮϴ͕ϴϬϬ &ŝƌĞĂƌĞĞƌĞǀĞůŽƉŵĞŶƚŶŚĂŶĐĞŵĞŶƚΨ ϰϭ͕ϭϬϬ ^ŚĞƌŝĨĨĞƉƵƚǇ^ƚĂƌƚŝŶŐWĂǇΨ ϴϬ͕ϬϬϬ ^ŚĞƌŝĨĨĞƉƵƚǇĂƌĞĞƌĞǀĞůŽƉŵĞŶƚŶŚĂŶĐĞŵĞŶƚΨ ϯϬ͕ϬϬϬ ,ĞƌŽŝŶĚĚŝĐƚŝŽŶZĞĐŽǀĞƌǇWƌŽŐƌĂŵ;,ZWͿKƉĞƌĂƚŝŶŐ&ƵŶĚƐΨ ϳϱ͕ϬϬϬ :ĂŝůEƵƌƐŝŶŐŽŶƚƌĂĐƚǆƉĂŶƐŝŽŶ;ƉƌŽǀŝĚĞƐϮϰͲŚŽƵƌĐŽǀĞƌĂŐĞͿΨ ϮϬϬ͕ϬϬϬ ŽƵƌƚůŝŶŝĐŝĂŶ;ϭƉŽƐŝƚŝŽŶŝŶDĞŶƚĂů,ĞĂůƚŚͿΨ ϳϯ͕ϬϬϬ ŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐKǀĞƌƚŝŵĞ&ƵŶĚŝŶŐĨŽƌKĨĨͲƵƚǇKĨĨŝĐĞƌΨ ϱ͕ϬϬϬ &ŝƌĞ^ƚĂƚŝŽŶůĞƌƚŝŶŐ^ǇƐƚĞŵDĂŝŶƚĞŶĂŶĐĞ Ψ ϭϬϬ͕ϬϬϬ ƌŽĂĚďĂŶĚ^ĞƌǀŝĐĞĨŽƌDŽďŝůĞWƵďůŝĐ^ĂĨĞƚǇŽŵƉƵƚĞƌƐΨ ϯϳϲ͕ϮϬϬ DĂŐŶŽůŝĂ'ƌĞĞŶ&ŝƌĞ^ƚĂƚŝŽŶKƉĞƌĂƚŝŶŐ ΨϮ͕ϯϲϲ͕ϴϬϬ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐ^ǇƐƚĞŵͬ^DĂŝŶƚĞŶĂŶĐĞ Ψ ϮϱϬ͕ϬϬϬ &ƵƚƵƌĞ^ƚĂĨĨŝŶŐEĞĞĚƐ;ƉŽůŝĐĞ͕ĨŝƌĞ͕ĐŽƵŶƚǇǁŝĚĞƐƵƉƉŽƌƚĨƵŶĐƚŝŽŶƐͿΨ ϴϬϬ͕ϬϬϬ Ψ ϴϬϬ͕ϬϬϬ Ψ ϴϬϬ͕ϬϬϬ Ψ ϴϬϬ͕ϬϬϬ CareforExistingFacilties/Communities WŽůŝĐĞ^ƵďƐƚĂƚŝŽŶĂƚ&ĂůůŝŶŐƌĞĞŬ;ŽƉĞƌĂƚŝŶŐĚŽůůĂƌƐ͕ŶŽƉŽƐŝƚŝŽŶƐͿΨ ϯϭ͕ϳϬϬ DWͬ^ƚŽƌŵǁĂƚĞƌĂƐŝŶDĂŝŶƚĞŶĂŶĐĞƌĞǁ;ϯƉŽƐŝƚŝŽŶƐŝŶ&zϭϴͿΨ ϭϲϳ͕ϭϬϬ ZŝǀĞƌŝƚǇ^ƉŽƌƚƐƉůĞǆDĂŝŶƚĞŶĂŶĐĞ;ŝŶĐůƵĚĞƐϭƉŽƐŝƚŝŽŶŝŶ&zϭϴͿ Ψ ϰϯϵ͕ϬϬϬ WĂƌŬƐͬ^ĐŚŽŽů'ƌŽƵŶĚƐDĂŝŶƚĞŶĂŶĐĞŶŚĂŶĐĞŵĞŶƚΨ ϮϱϬ͕ϬϬϬ ƵŝůĚŝŶŐĂŶĚ'ƌŽƵŶĚƐsĞŚŝĐůĞͬƋƵŝƉŵĞŶƚZĞƉůĂĐĞŵĞŶƚΨ ϳϱ͕ϬϬϬ >ŝďƌĂƌǇ/ŶƚĞƌŝŽƌƐͬdĞĐŚŶŽůŽŐǇhƉŐƌĂĚĞƐ;ĐŽŶǀĞƌƐŝŽŶĨƌŽŵ/WͿΨ ϱϬ͕ϬϬϬ Ψ ϱϬ͕ϬϬϬ Ψ ϱϬ͕ϬϬϬ Ψ ϱϬ͕ϬϬϬ ^ĐŚŽŽů^ŝƚĞZĞǀŝƚĂůŝǌĂƚŝŽŶ;ĞƵůĂŚŽŵŵƵŶŝƚǇƵŝůĚŝŶŐͿΨ ϭϮϴ͕ϬϬϬ ;ZĞƉůĂĐĞŵĞŶƚͿDŝĚůŽƚŚŝĂŶ>ŝďƌĂƌǇKƉĞƌĂƚŝŶŐ Ψ Ϯϭϱ͕ϮϬϬ ;ZĞƉůĂĐĞŵĞŶƚͿŶŝŵĂů^ŚĞůƚĞƌ Operatingimpactstoberefinedasbuildingprogramisfinalized InvestinTransportation ĐĐĞƐƐdƌĂŶƐƉŽƌƚĂƚŝŽŶ;ĨƵŶĚƚŽĂĚĚƌĞƐƐŝŶĐƌĞĂƐĞĚĂĐƚŝǀŝƚǇͿΨ ϳϱ͕ϬϬϬ dƌĂŶƐƉŽƌƚĂƚŝŽŶWƌŽũĞĐƚZĞǀŝĞǁŶŐŝŶĞĞƌ;ƉĂƌƚͲƚŝŵĞͿΨ ϱϬ͕ϬϬϬ ImproveCustomerService/QualityofLife ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌƐΨ ϭϱϱ͕ϱϬϬ ^ŽĐŝĂů^ĞƌǀŝĐĞƐŵƉůŽǇĞĞZĞĐƌƵŝƚŵĞŶƚĂŶĚZĞƚĞŶƚŝŽŶWƌŽŐƌĂŵΨ ϯϯϲ͕ϱϬϬ >ŝďƌĂƌǇDĂƚĞƌŝĂůƐŶŚĂŶĐĞŵĞŶƚΨ ϱϬ͕ϬϬϬΨ ϱϬ͕ϬϬϬ Ψ ϱϬ͕ϬϬϬ Ψ ϱϬ͕ϬϬϬ ŶƚĞƌƉƌŝƐĞ>ĂŶĚDĂŶĂŐĞŵĞŶƚ;>DͿDĂŝŶƚĞŶĂŶĐĞ ;ĨŽƌŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚͿΨ ϭϰϴ͕ϰϬϬ /ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇŽŶƐƵůƚŝŶŐ^ĞƌǀŝĐĞƐ;ŶŽƉŽƐŝƚŝŽŶƐͿΨ ϮϬϬ͕ϬϬϬ ĂƚĂďĂƐĞDŽĚĞƌŶŝǌĂƚŝŽŶͬ>ĞŐĂĐǇƉƉůŝĐĂƚŝŽŶhƉĚĂƚĞΨ ϭϬϬ͕ϬϬϬ sŝĚĞŽŐƌĂƉŚǇŽŶƚƌĂĐƚŝŶŐͬ^ŽĐŝĂůDĞĚŝĂDĂƌŬĞƚŝŶŐΨ ϱ͕ϬϬϬ ŽŵƉƵƚĞƌŝĚĞĚDĂƐƐƉƉƌĂŝƐĂů;DͿ^ǇƐƚĞŵDĂŝŶƚĞŶĂŶĐĞ;ƐƐĞƐƐŽƌΖƐ KĨĨŝĐĞͿ ΨϵϬ͕ϬϬϬ ĞƉĂƌƚŵĞŶƚĂůĚũƵƐƚŵĞŶƚƐ ;ĐŽŶƚƌĂĐƚŝŶĐƌĞĂƐĞƐ͕ƐǇƐƚĞŵŵĂŝŶƚĞŶĂŶĐĞĨƵŶĚŝŶŐͿ ΨϴϬϬ͕ϱϬϬ Ψ ϯϲϰ͕ϬϬϬ Ψ ϭϯϰ͕ϬϬϬ Ψ ϭϯϰ͕ϬϬϬ Ψ ϭϯϰ͕ϬϬϬ FutureProgramEnhancements/Initiatives(CountyandSchools) Ψ Ͳ Ψ ϯ͕ϵϴϰ͕ϰϬϬ Ψ Ϯ͕ϴϵϴ͕ϮϬϬ Ψ Ϯ͕ϲϲϴ͕ϵϬϬ Ψ Ϯ͕ϵϬϭ͕ϲϬϬ Program/ServiceEnhancementSubtotal/Increase$ 4,862,000 $5,942,600 $6,299,000 $3,702,900 $4,300,800

TOTALEXPENDITURES(Baseline+Enhanced)$ 741,396,300 $754,607,500 $779,057,500 $788,737,300 $808,924,800 Baseline(Deficit)/Surplus$ 4,862,000 $5,942,600 $6,299,000 $3,702,900 $4,300,800 Total(Deficit)/Surplus $ Ͳ $ Ͳ $ Ͳ $ Ͳ $ Ͳ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϲϭ FY2018 Budget Five-Year Plan &zϮϬϭϴŶŚĂŶĐĞŵĞŶƚĞƚĂŝůƐ ^ƚƌĞŶŐƚŚĞŶŽƌĞ^ĞƌǀŝĐĞƐ dŚŝƐƚŚĞŵĞƉƌŝŵĂƌŝůǇĞŶĐŽŵƉĂƐƐĞƐƚŚĞŶĞĞĚƚŽďŽůƐƚĞƌƚŚĞŽƵŶƚǇ͛ƐƐƵƉƉŽƌƚĂŶĚƉƌŽǀŝƐŝŽŶŽĨƉƵďůŝĐƐĂĨĞƚǇƐĞƌǀŝĐĞƐ ĂƐǁĞůůĂƐĂƌĞĂƐŽĨƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶǁŚĞƌĞƵŶĂĚĚƌĞƐƐĞĚŶĞĞĚƐĂƌĞŝŵƉĂĐƚŝŶŐƚŚĞƋƵĂůŝƚǇŽĨĐŽƌĞƐĞƌǀŝĐĞƐĚĞůŝǀĞƌĞĚ ƚŽĐƵƐƚŽŵĞƌƐ͘&ƵƚƵƌĞƐƚĂĨĨŝŶŐŶĞĞĚƐĂƌĞĂůƐŽŝĚĞŶƚŝĨŝĞĚŝŶƚŚŝƐƐĞĐƚŝŽŶ͕ĂŶĚǁŚŝůĞŶŽƚƐƉĞĐŝĨŝĞĚ͕ǁŽƵůĚĐŽŵĞĨƌŽŵ ŵĂŶǇĂƌĞĂƐĂĐƌŽƐƐƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶƚŚĂƚƌĞƋƵŝƌĞĂĚĚŝƚŝŽŶĂůƐƚĂĨĨŝŶŐƚŽĂĐĐŽŵŵŽĚĂƚĞŝŶĐƌĞĂƐĞĚƐĞƌǀŝĐĞĚĞŵĂŶĚƐ ƚŚĂƚƐƚĞŵĨƌŽŵĂŚĞĂůƚŚĐŽŵŵƵŶŝƚǇ͘ FY2018 Program/Service Enhancements Expenditure FTEs Police Part-time Staffing $200,000 - Department: Police Description: &ŝǀĞ;ϱͿƉĂƌƚͲƚŝŵĞƉŽƐŝƚŝŽŶƐƚŽŵĂŶƐĞƌǀŝĐĞĚĞƐŬƐĂƚŚĞĂĚƋƵĂƌƚĞƌƐĂŶĚƐƵďͲƐƚĂƚŝŽŶƐ ͻ dŚŝƐĨƵŶĚŝŶŐǁŽƵůĚŚŝƌĞďĂĐŬͲŽŶĂƉĂƌƚͲƚŝŵĞďĂƐŝƐͲƌĞĐĞŶƚůǇƌĞƚŝƌĞĚ͕ŽƌŽƚŚĞƌǁŝƐĞĐĞƌƚŝĨŝĞĚ͕ƉĞƌƐŽŶŶĞůƚŽĂƐƐŝƐƚƚŚĞ ƉƵďůŝĐ͕ŝŶƉĞƌƐŽŶĂŶĚŽǀĞƌƚŚĞƉŚŽŶĞ͕ďǇƚĂŬŝŶŐƌĞƉŽƌƚƐ͕ĂŶƐǁĞƌŝŶŐůĞŐĂůƋƵĞƐƚŝŽŶƐ͕ĂŶĚƉƌŽǀŝĚŝŶŐƉƵďůŝĐƐĂĨĞƚǇ ŝŶĨŽƌŵĂƚŝŽŶ͘dŚĞƐĞĐƌŝƚŝĐĂůĚĞƐŬƉŽƐŝƚŝŽŶƐĂƌĞĐƵƌƌĞŶƚůǇƐƚĂĨĨĞĚďǇĨƵůůͲƚŝŵĞ͕ƐǁŽƌŶŽĨĨŝĐĞƌƐǁŚŽǁŽƵůĚďĞŝŵŵĞĚŝĂƚĞůǇ ĨƌĞĞĚƵƉƚŽďĞƌĞĚĞƉůŽǇĞĚŝŶƚŽƚŚĞĐŽŵŵƵŶŝƚǇ͘ ͻ &ƵŶĚŝŶŐŝŶĐůƵĚĞƐƉĞƌƐŽŶŶĞůĐŽƐƚƐůŝŬĞƐĂůĂƌǇĂŶĚĂƉƉůŝĐĂďůĞďĞŶĞĨŝƚƐ͕ƉůƵƐĐŽƐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚĞƋƵŝƉŵĞŶƚ͕ ƵŶŝĨŽƌŵƐ͕ĂŶĚƚƌĂŝŶŝŶŐ͘

Police Officer Starting Pay $100,000 - Department: Police Description: /ŶĐƌĞĂƐĞƉŽůŝĐĞŽĨĨŝĐĞƌƐƚĂƌƚŝŶŐƉĂǇƚŽĂŝĚŝŶƌĞĐƌƵŝƚŵĞŶƚĂŶĚƌĞƚĞŶƚŝŽŶ ͻ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇΖƐƐƚĂƌƚŝŶŐƉĂǇĨŽƌƉŽůŝĐĞŽĨĨŝĐĞƌƐŝƐĂƉƉƌŽǆŝŵĂƚĞůǇϮ͘ϱƉĞƌĐĞŶƚůŽǁĞƌƚŚĂŶƚŚĞŵŽƐƚĐŽŵƉĞƚŝƚŝǀĞ ŶĞŝŐŚďŽƌŝŶŐůŽĐĂůŝƚǇ͕ĂŶŝƐƐƵĞƚŚĂƚŝƐĨƵƌƚŚĞƌĐŽŵƉůŝĐĂƚĞĚďǇƌĞĐĞŶƚĂĚũƵƐƚŵĞŶƚƐƚŽƐƚĂƚĞƉŽůŝĐĞƐƚĂƌƚŝŶŐƉĂǇ͘ ͻ dŚĞƐĞĂĚĚŝƚŝŽŶĂůĨƵŶĚƐǁŽƵůĚƌĂŝƐĞƚŚĞƐƚĂƌƚŝŶŐƐĂůĂƌǇĨƌŽŵΨϰϮ͕ϴϬϬƚŽΨϰϯ͕ϱϬϬ͕ƐƚŝůůďĞůŽǁƌĞŐŝŽŶĂůƉĞĞƌƐ͕ďƵƚƚŚĞ ŝŶĐƌĞĂƐĞǁŽƵůĚĂůůŽǁƚŚĞĂŐĞŶĐǇƚŽƌĞŵĂŝŶŐĞŶĞƌĂůůǇĐŽŵƉĞƚŝƚŝǀĞ͘ ͻ dŚĞƚƵƌŶŽǀĞƌƌĂƚĞĨŽƌƐǁŽƌŶƉŽƐŝƚŝŽŶƐ;ĞǆĐůƵĚŝŶŐƌĞƚŝƌĞŵĞŶƚƐĂŶĚŝŶǀŽůƵŶƚĂƌǇƐĞƉĂƌĂƚŝŽŶƐͿŚĂƐƐƚĞĂĚŝůǇŝŶĐƌĞĂƐĞĚ ŽǀĞƌƚŚĞƉĂƐƚĨĞǁǇĞĂƌƐ͕ĨƌŽŵϰƉĞƌĐĞŶƚŝŶ&zϮϬϭϭƚŽϳ͘ϰƉĞƌĐĞŶƚŝŶ&zϮϬϭϲ͘ZĞƚĞŶƚŝŽŶĐŚĂůůĞŶŐĞƐĂƌĞĂƚƚƌŝďƵƚĂďůĞƚŽ ƐĂůĂƌŝĞƐĂŶĚĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵƐƚŚĂƚĂƌĞŽǀĞƌƐŚĂĚŽǁĞĚďǇŽƚŚĞƌƉŽůŝĐĞĚŝǀŝƐŝŽŶƐ͕ĂŶĚĨƵƌƚŚĞƌĐŽŵƉůŝĐĂƚĞĚ ďǇƚŚĞŶĂƚŝŽŶǁŝĚĞĐůŝŵĂƚĞƌĞůĂƚĞĚƚŽůĂǁĞŶĨŽƌĐĞŵĞŶƚ͘

Police Career Development Enhancement $260,000 - Department: Police Description: &ƵŶĚŝŶŐƚŽĞŶŚĂŶĐĞƚŚĞĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵ ͻ ŶŚĂŶĐŝŶŐƚŚĞWŽůŝĐĞĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉůĂŶĂůůŽǁƐƚŚĞĚĞƉĂƌƚŵĞŶƚƚŽďĞĐŽŵĞŵŽƌĞĐŽŵƉĞƚŝƚŝǀĞǁŝƚŚ ŶĞŝŐŚďŽƌŝŶŐůŽĐĂůŝƚŝĞƐǁŚŝĐŚĂŝĚƐŝŶŽĨĨŝĐĞƌƌĞĐƌƵŝƚŵĞŶƚĂŶĚƌĞƚĞŶƚŝŽŶ͘ ͻ ƵƌƌĞŶƚůǇƚŚĞĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉůĂŶŚĂƐĨŝǀĞƐƚĞƉƐ͕ĞĂĐŚǁŝƚŚĂϰƉĞƌĐĞŶƚƉĂǇŝŶĐƌĞĂƐĞ͘dŚĞƉƌŽƉŽƐĞĚ&zϮϬϭϴ ĨŝǀĞͲǇĞĂƌƉůĂŶǁŝůůĐŽŵƉůĞƚĞƚŚĞĨŝƌƐƚŽĨĨŝǀĞƉŚĂƐĞƐƚŽŝŶĐƌĞĂƐĞŽĨĨŝĐĞƌƉĂǇĨƌŽŵĂϰƉĞƌĐĞŶƚƐĞƉĂƌĂƚŝŽŶƌĂƚĞƚŽĂϱ ƉĞƌĐĞŶƚƐĞƉĂƌĂƚŝŽŶƌĂƚĞďĞƚǁĞĞŶƌĂŶŬƐ͘&ƵŶĚŝŶŐŝŶĨŽƵƌĂĚĚŝƚŝŽŶĂůǇĞĂƌƐǁŽƵůĚďĞƌĞƋƵŝƌĞĚƚŽĐŽŵƉůĞƚĞƚŚĞƉƌŽŐƌĂŵ ĂĚũƵƐƚŵĞŶƚ͕ĂƐƌĞƋƵĞƐƚĞĚ͘ ͻ dŚĞĨƵŶĚŝŶŐŝŶ&zϮϬϭϴǁŝůůďĞĚŝƌĞĐƚĞĚƚŽǁĂƌĚƐŽĨĨŝĐĞƌƐŝŶƚŚĞĨŝƌƐƚϮͲϰǇĞĂƌƐǁŝƚŚƚŚĞĚĞƉĂƌƚŵĞŶƚǁŚŽĂƌĞƚŚĞŵŽƐƚ ƐƵƐĐĞƉƚŝďůĞƚŽƚƵƌŶŽǀĞƌ͘

Police Body Worn Cameras/Automation Analyst $534,600 1 Department: Police Description: &ƵŶĚŝŶŐĨŽƌĂŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĂŶĚƉĞƌƐŽŶŶĞůƚŽƐƵƉƉŽƌƚƚŚĞŽĚǇtŽƌŶĂŵĞƌĂƉƌŽŐƌĂŵ ͻ ŽĚǇǁŽƌŶĐĂŵĞƌĂƐŝŵƉƌŽǀĞŽĨĨŝĐĞƌƐĂĨĞƚǇ͕ĞŶŚĂŶĐĞĞǀŝĚĞŶĐĞĐŽůůĞĐƚŝŽŶĂŶĚũƵĚŝĐŝĂůƉƌŽĐĞƐƐ͕ĂŶĚďƵŝůĚƚƌƵƐƚĂŶĚ ƚƌĂŶƐƉĂƌĞŶĐǇŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͘dŚŝƐĨƵŶĚŝŶŐǁŽƵůĚĐŽǀĞƌƌĞĐƵƌƌŝŶŐĂŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĨĞĞƌĞƋƵŝƌĞŵĞŶƚŽĨ Ψϰϳϲ͕ϬϬϬ͕ƉůƵƐĂŶĞǁƐƵƉƉŽƌƚƉŽƐŝƚŝŽŶ͘ ͻ dŚĞƐƵƉƉŽƌƚƉŽƐŝƚŝŽŶƉƌŽǀŝĚĞƐƚĞĐŚŶŝĐĂůƐƵƉƉŽƌƚĨŽƌϰϱϬďŽĚǇĐĂŵĞƌĂƐ͕ĂĐĐĞƐƐŽƌŝĞƐ͕ĂŶĚƚŚĞĐŽƌƌĞƐƉŽŶĚŝŶŐd^Z ƵƐĞƌĂĐĐŽƵŶƚƐ͘dŚĞWŽůŝĐĞƐƵƉƉŽƌƚƐǇƐƚĞŵĚŝǀŝƐŝŽŶ;ǁŚĞƌĞƚŚĞĂŶĂůǇƐƚƉŽƐŝƚŝŽŶǁŝůůďĞŚŽƵƐĞĚͿůĂƐƚĂĚĚĞĚĂƉŽƐŝƚŝŽŶŝŶ ϮϬϬϯ͘ ͻ /Ŷ&zϮϬϭϲ͕ƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐƐĞƚĂƐŝĚĞΨϰϱϬ͕ϬϬϬ͕ĚĞƐŝŐŶĂƚĞĚƚŽŚĞůƉĂƐĂŽŶĞͲƚŝŵĞŽĨĨƐĞƚƚŚĞƉƌŽŐƌĂŵĐŽƐƚ͘ ϲϮ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s FY2018 Budget Five-Year Plan

FY2018 Program/Service Enhancements Expenditure FTEs Emergency Communications Officers $100,800 2 Department: Police/Emergency Communications Center Description:dǁŽ;ϮͿĂĚĚŝƚŝŽŶĂůĞŵĞƌŐĞŶĐǇĐŽŵŵƵŶŝĐĂƚŝŽŶŽĨĨŝĐĞƌƐ ͻ dŚĞŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶĞŶƚĞƌΖƐ;ͿǁŽƌŬůŽĂĚĂƐƐĞƐƐŵĞŶƚƐŚŽǁƐƚŚĞŶĞĞĚĨŽƌĂĚĚŝƚŝŽŶĂůĞŵĞƌŐĞŶĐǇ ĐŽŵŵƵŶŝĐĂƚŝŽŶŽĨĨŝĐĞƌƐ;KƐͿďĂƐĞĚŽŶǁŽƌŬůŽĂĚĂŶĚĐĂůůǀŽůƵŵĞ͘/Ŷ&zϮϬϭϱ͕KƐŽƉĞƌĂƚĞĚĂƚϮϬϬϮƐƚĂĨĨŝŶŐůĞǀĞůƐ͕ ƌĞƐƵůƚŝŶŐŝŶŝŶĂĚĞƋƵĂƚĞƐƚĂĨĨŝŶŐ͕ĂŶĚƉŽƚĞŶƚŝĂůůǇŝŵƉĂĐƚŝŶŐĐŝƚŝǌĞŶĂŶĚƉƵďůŝĐƐĂĨĞƚǇƌĞƐƉŽŶĚĞƌƐĂĨĞƚǇ͘ ͻ dŚĞ͛ƐϵϭϭĐĂůůŐŽĂůŝƐƚŽĂŶƐǁĞƌǁŝƚŚŝŶĨŝǀĞƐĞĐŽŶĚƐ͘KĨƚŚĞϭϱϲ͕ϬϭϵĐĂůůƐŝŶ&zϮϬϭϲ͕ϴϰйǁĞƌĞĂŶƐǁĞƌĞĚǁŝƚŚŝŶ ĨŝǀĞƐĞĐŽŶĚƐ͘ ͻ ^ŝǆ;ϲͿKƉŽƐŝƚŝŽŶƐĞƋƵĂůŽŶĞ&dŝŶĂϮϰͲŚŽƵƌĞŶǀŝƌŽŶŵĞŶƚ͕ƚŚĞ&zϮϬϭϴƉƌŽƉŽƐĞĚďƵĚŐĞƚŝŶĐůƵĚĞƐƚǁŽ;ϮͿ ƉŽƐŝƚŝŽŶƐƚŽŵĞĞƚĚĞŵĂŶĚƐĚƵƌŝŶŐƉĞĂŬŚŽƵƌƐ͘

Fire Minimum Staffing Plan $228,800 3 Department: Fire and EMS Description: dŚƌĞĞ;ϯͿĂĚĚŝƚŝŽŶĂůĨŝƌĞĨŝŐŚƚĞƌƐ ͻ dŚĞĞƉĂƌƚŵĞŶƚĚĞǀĞůŽƉĞĚĂƐĐĂůĂďůĞƐĞǀĞŶͲǇĞĂƌƐƚĂĨĨŝŶŐƉůĂŶƚŚĂƚƉƌŽƉŽƐĞƐƌĞĂĐŚŝŶŐĂƐƚĂĨĨŝŶŐůĞǀĞůŽĨϭ͘Ϯϵ ĨŝƌĞĨŝŐŚƚĞƌƐƉĞƌƐŚŝĨƚ;Ɛŝǆ;ϲͿĂĚĚŝƚŝŽŶĂůĨŝƌĞĨŝŐŚƚĞƌƐƉĞƌǇĞĂƌͿ͘dŚĞƉůĂŶ͕ŝŶŝƚŝĂůůǇƉƵƚŝŶƚŽŵŽƚŝŽŶŝŶ&zϮϬϭϳ͕ǁŝůůĐŽŵďĂƚ ŝŶĐƌĞĂƐŝŶŐŽǀĞƌƚŝŵĞĐŽƐƚƐĂŶĚĞŶƐƵƌĞƐĞƌǀŝĐĞĐŽǀĞƌĂŐĞ͘ ͻ ĚĚŝŶŐĂŶĞǁĨƵůůͲƚŝŵĞĨŝƌĞĨŝŐŚƚĞƌĐŽƐƚƐϯϭƉĞƌĐĞŶƚůĞƐƐƉĞƌŚŽƵƌǁŽƌŬĞĚĂŶĚƉƌŽǀŝĚĞƐϮϯŵŽƌĞϮϰͲŚŽƵƌƐŚŝĨƚƐ ĂŶŶƵĂůůǇƚŚĂŶŚŝƌŝŶŐďĂĐŬĂŶĞǆŝƐƚŝŶŐĨŝƌĞĨŝŐŚƚĞƌĂƚŽǀĞƌƚŝŵĞƌĂƚĞƐ͘ĂƌůǇƌĞƐƵůƚƐŽĨƚŚĞ&zϮϬϭϳŵŝŶŝŵƵŵƐƚĂĨĨŝŶŐ ƉŽƐŝƚŝŽŶƐĂƌĞĨĂǀŽƌĂďůĞ͘dŚĞĐƵƌƌĞŶƚ&D^ďƵĚŐĞƚĨŽƌĞĐĂƐƚ͕ƚŚƌŽƵŐŚĞŝŐŚƚŵŽŶƚŚƐŽĨŽƉĞƌĂƚŝŽŶƐ͕ŝŶĚŝĐĂƚĞƐĂ ŵŝŶŝŵƵŵƐƚĂĨĨŝŶŐĐŽƐƚƌĞĚƵĐƚŝŽŶŽĨĂƉƉƌŽǆŝŵĂƚĞůǇΨϯϬϬ͕ϬϬϬŽǀĞƌ&zϮϬϭϲ͘ ͻ dŚĞ&zϮϬϭϴƉƌŽƉŽƐĞĚďƵĚŐĞƚŝŶĐůƵĚĞƐĨƵŶĚŝŶŐĨŽƌƚŚƌĞĞ;ϯͿĨŝƌĞĨŝŐŚƚĞƌƐ;ŚĂůĨŽĨǁŚĂƚǁĂƐƌĞƋƵĞƐƚĞĚͿ͘

Fire and EMS Career Development Enhancement $41,100 - Department; Fire and EMS Description: &ƵŶĚŝŶŐƚŽĞŶŚĂŶĐĞƚŚĞĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵ;WͿ ͻ KŶĞŽĨƚŚĞĞƉĂƌƚŵĞŶƚΖƐƉƌŝŽƌŝƚŝĞƐŽǀĞƌƚŚĞŶĞǆƚĨŝǀĞǇĞĂƌƐŝƐƚŽƚƌĂŝŶƉĞƌƐŽŶŶĞůƚŽƉƌŽǀŝĚĞĞŶŚĂŶĐĞĚƐĞƌǀŝĐĞƐƚŽƚŚĞ ƉƵďůŝĐ͘ ͻ dŚŝƐĨƵŶĚŝŶŐǁŽƵůĚĂĚĚϭϮĂĚĚŝƚŝŽŶĂůƐůŽƚƐƚŽƚŚĞĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵ͕ǁŚŝĐŚĂƌĞŽŶůǇŽďƚĂŝŶĞĚǀŝĂĂĚĚŝŶŐ ƐƉĞĐŝĂůƐŬŝůůƐĂŶĚƚƌĂŝŶŝŶŐ;ĨŽƌŝŶƐƚĂŶĐĞ͕ďĞĐŽŵŝŶŐĂƉĂƌƚŽĨƚŚĞ/ŶĐŝĚĞŶƚDĂŶĂŐĞŵĞŶƚdĞĂŵ͕^hdĞĂŵ͕ŽƌdĞĐŚŶŝĐĂů ZĞƐĐƵĞdĞĂŵͿ͘

Sheriff Deputy Starting Pay $80,000 - Department: Sheriff Description: /ŶĐƌĞĂƐĞƚŚĞĚĞƉƵƚǇƐƚĂƌƚŝŶŐƉĂǇƚŽĂŝĚŝŶƌĞĐƌƵŝƚŵĞŶƚĂŶĚƌĞƚĞŶƚŝŽŶ ͻ /Ŷ&zϮϬϭϲ͕ƚŚĞ^ŚĞƌŝĨĨΖƐǀŽůƵŶƚĂƌǇƚƵƌŶŽǀĞƌƌĂƚĞǁĂƐϭϮ͘ϯϱƉĞƌĐĞŶƚ͕ǁŚŝĐŚĐůŝŵďĞĚƚŽϮϭ͘ϯƉĞƌĐĞŶƚŝŶƚŚĞĨŝƌƐƚŚĂůĨŽĨ &zϮϬϭϳ͘ ͻ dŚĞĞƉĂƌƚŵĞŶƚƉƌŽƉŽƐĞƐĂĨŽƵƌƉĞƌĐĞŶƚƐƚĂƌƚŝŶŐƐĂůĂƌǇŝŶĐƌĞĂƐĞŝŶ&zϮϬϭϴƚŽĂĚĚƌĞƐƐƌĞƚĞŶƚŝŽŶ͕ŝŶĐůƵĚŝŶŐĂ ĐŽƌƌĞƐƉŽŶĚŝŶŐĐŽŵƉƌĞƐƐŝŽŶĂĚũƵƐƚŵĞŶƚ͘ƐĞĐŽŶĚƉŚĂƐĞŽĨƐƚĂƌƚŝŶŐƉĂǇĂĚũƵƐƚŵĞŶƚƐŝƐĞŶǀŝƐŝŽŶĞĚŝŶĂĨƵƚƵƌĞǇĞĂƌ͘ ͻ dŚĞƐƚĂƌƚŝŶŐƉĂǇŝŶĐƌĞĂƐĞŝƐŽĨĨƐĞƚďǇƐƚĂƚĞƌĞǀĞŶƵĞ͘

Sheriff Career Development Conversion $30,000 - Department: Sheriff Description: &ƵŶĚŝŶŐĨŽƌĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵ ͻ dŚĞĐƵƌƌĞŶƚƐƚƌƵĐƚƵƌĞŽĨƚŚĞ^ŚĞƌŝĨĨΖƐĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉůĂŶŝƐďŽŶƵƐďĂƐĞĚǀĞƌƐƵƐĂŶŝŶĐƌĞĂƐĞƚŽƚŚĞďĂƐĞƉĂǇ͘ dŚĞĚĞƉĂƌƚŵĞŶƚŝƐŶŽƚŐĞƚƚŝŶŐĨƵůůƉĂƌƚŝĐŝƉĂƚŝŽŶŝŶƚŚĞƉƌŽŐƌĂŵĂƐŝƚĞǆŝƐƚƐƚŽĚĂǇ͕ƐŽƚŚŝƐĐŽŶǀĞƌƐŝŽŶĂůŝŐŶƐǁŝƚŚƚŚĞ ŽƚŚĞƌďĂƐĞƉĂǇĂĚũƵƐƚĞĚĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵƐŝŶƉƵďůŝĐƐĂĨĞƚǇ͘ ͻ ƵƌƌĞŶƚůǇ͕ϱϰƉŽƐŝƚŝŽŶƐĂƌĞŽŶƚŚĞďŽŶƵƐƉƌŽŐƌĂŵĂŶĚǁŽƵůĚƌĞƋƵŝƌĞĂϯƉĞƌĐĞŶƚŝŶĐƌĞĂƐĞŝŶďĂƐĞƉĂǇƚŽĐŽŶǀĞƌƚƚŽ ƚŚĞŶĞǁƐǇƐƚĞŵ͘ ͻ dŚŝƐĐŽƐƚŝƐŽĨĨƐĞƚďǇƐƚĂƚĞƌĞǀĞŶƵĞ͘

Chesterfield County, VA ϲϯ FY2018 Budget Five-Year Plan

FY2018 Program/Service Enhancements Expenditure FTEs Heroin Addiction Recovery Program (HARP) Operating Funds $75,000 - Department: Sheriff Description:KƉĞƌĂƚŝŶŐĨƵŶĚƐĨŽƌƚŚĞ,ĞƌŽŝŶĚĚŝĐƚŝŽŶZĞĐŽǀĞƌǇWƌŽŐƌĂŵ;,ZWͿĂƚƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ:Ăŝů ͻ ,ĞƌŽŝŶĂĚĚŝĐƚŝŽŶ͕ŝŶĐůƵĚŝŶŐŽǀĞƌĚŽƐĞƐĂŶĚĚĞĂƚŚƐ͕ŝƐĂƚĞƉŝĚĞŵŝĐůĞǀĞůƐŶĂƚŝŽŶǁŝĚĞ͘>ŽĐĂůůǇ͕ŽǀĞƌĚŽƐĞƐ;ĨĂƚĂůĂŶĚ ŶŽŶĨĂƚĂůͿŚĂǀĞƌŝƐĞŶĨƌŽŵϮϵŝŶϮϬϭϮƚŽŵŽƌĞƚŚĂŶϭϬϬŝŶϮϬϭϲ͘ ͻ /ŶKĐƚŽďĞƌϮϬϭϲ͕ĂĨĞŵĂůĞ,ZWƵŶŝƚǁĂƐĂĚĚĞĚ͘dŚĞ,ZWƉƌŽŐƌĂŵŚĂƐŚĂĚϭϲϲƉĂƌƚŝĐŝƉĂŶƚƐƐŝŶĐĞŝƚƐŝŶĐĞƉƚŝŽŶ͘Ɛ ŽĨEŽǀĞŵďĞƌϮϬϭϲ͕ƚŚĞƌĞǁĞƌĞϳϬĂĐƚŝǀĞƉĂƌƚŝĐŝƉĂŶƚƐ͖ϰϭŵĂůĞƐĂŶĚϮϵĨĞŵĂůĞƐ͘ ͻ dŚĞĨƵŶĚŝŶŐƉƌŽǀŝĚĞĚĐŽǀĞƌƐƚŚĞĂĚĚŝƚŝŽŶĂůŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞĨĞŵĂůĞ,ZWƵŶŝƚĂŶĚǁŝůůďĞĨƵůůǇ ŽĨĨƐĞƚďǇƐƚĂƚĞƌĞǀĞŶƵĞ͘

Jail Nursing Contract Expansion $200,000 (6) Department: Sheriff Description: ĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐƚŽĞǆƉĂŶĚƚŚĞũĂŝůŶƵƌƐŝŶŐĐŽŶƚƌĂĐƚ ͻ dŚĞ^ŚĞƌŝĨĨΖƐĞƉĂƌƚŵĞŶƚƉůĂŶƐƚŽĞǆƉĂŶĚƚŚĞũĂŝůŶƵƌƐŝŶŐĐŽŶƚƌĂĐƚƚŽƉƌŽǀŝĚĞϮϰͲŚŽƵƌŵĞĚŝĐĂůƐƚĂĨĨŝŶŐĂƚƚŚĞũĂŝů͘ ŽŶƚƌĂĐƚĞĚŶƵƌƐŝŶŐŚĂƐďĞĐŽŵĞĂďĞƐƚƉƌĂĐƚŝĐĞŝŶĐŽƌƌĞĐƚŝŽŶĂůĨĂĐŝůŝƚŝĞƐĚƵĞƚŽƚŚĞŶĂƚƵƌĞŽĨƚŚĞǁŽƌŬĂŶĚ ĚŽĐƵŵĞŶƚĞĚƌĞƚĞŶƚŝŽŶŝƐƐƵĞƐŝŶŶƵƌƐŝŶŐƉŽƐŝƚŝŽŶƐ͘ ͻ ǇŝŶĐƌĞĂƐŝŶŐƚŚĞŶƵƌƐŝŶŐĐŽŶƚƌĂĐƚƚŽƚĞŶƉŽƐŝƚŝŽŶƐ͕ƐŝǆĐŽƵŶƚǇƉŽƐŝƚŝŽŶƐǁŝůůďĞǀĂĐĂƚĞĚĂŶĚƌĞĂůůŽĐĂƚĞĚƚŽŽƚŚĞƌ ĂƌĞĂƐŽĨƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶ͘

Court Clinician $73,000 - Department: Mental Health Description͗KŶĞ;ϭͿƉĞƌŵĂŶĞŶƚĨƵůůͲƚŝŵĞƉŽƐŝƚŝŽŶ ͻ ^ŝŶĐĞƵŐƵƐƚϮϬϭϱ͕DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ;D,^^ͿŚĂƐƌĞĐĞŝǀĞĚŐƌĂŶƚĨƵŶĚŝŶŐĨŽƌĂĐŽƵƌƚĐůŝŶŝĐŝĂŶƉŽƐŝƚŝŽŶ ƚŚĂƚĞǆƉŝƌĞƐŽŶ:ƵŶĞϯϬ͕ϮϬϭϳ͘ ͻ dŚŝƐƉŽƐŝƚŝŽŶƐƵƉƉŽƌƚƐŝŶĚŝǀŝĚƵĂůƐĨƌŽŵƉƌĞͲĂƌƌĞƐƚƚŚƌŽƵŐŚƐĞŶƚĞŶĐŝŶŐĂŶĚĚŝǀĞƌƚĞĚϱϬϯŝŶĚŝǀŝĚƵĂůƐ;ǁŝƚŚĐƵƌƌĞŶƚŽƌ ƉƌŝŽƌŵĞŶƚĂůŚĞĂůƚŚĂŶĚͬŽƌƐƵďƐƚĂŶĐĞĚŝƐŽƌĚĞƌƐͿĨƌŽŵŝŶĐĂƌĐĞƌĂƚŝŽŶŝŶƚŽĂƉƉƌŽƉƌŝĂƚĞƚƌĞĂƚŵĞŶƚŽƉƚŝŽŶƐůĂƐƚǇĞĂƌ͘ ͻ dŚĞĐŽƐƚŽĨƐĞƌǀŝŶŐϱϬϯŝŶĚŝǀŝĚƵĂůƐŝŶƚŚĞŽƵŶƚǇũĂŝůĨŽƌŽŶĞĚĂǇ͕ĂƚƚŚĞĐƵƌƌĞŶƚƌĂƚĞŽĨΨϭϭϵƉĞƌĚĂǇ͕ŝƐΨϱϵ͕ϴϱϳ͘ tŚŝůĞŝƚ͛ƐŚĂƌĚƚŽĞƐƚŝŵĂƚĞƚŚĞŶƵŵďĞƌŽĨĚĂǇƐƚŚŽƐĞŝŶĚŝǀŝĚƵĂůƐŵĂǇŚĂǀĞƐƉĞŶƚŝŶŝŶĐĂƌĐĞƌĂƚŝŽŶǁŽƵůĚƚŚĞǇŶŽƚŚĂǀĞ ďĞĞŶĚŝǀĞƌƚĞĚďǇƚŚĞĐůŝŶŝĐŝĂŶ͕ƚŚĞƚŽƚĂůƐĂǀŝŶŐƐŝƐĨĂƌŐƌĞĂƚĞƌƚŚĂŶũƵƐƚƚŚĞĞƋƵŝǀĂůĞŶƚŽĨŽŶĞĚĂǇƉĞƌƉĞƌƐŽŶ͘dŚŝƐ ƉŽƐŝƚŝŽŶŚĂƐƉƌŽǀŝĚĞĚĂƐŝŐŶŝĨŝĐĂŶƚĐŽƐƚĂǀŽŝĚĂŶĐĞďǇƌĞĚƵĐŝŶŐƚŚĞŶƵŵďĞƌŽĨƉĞŽƉůĞŝŶĐĂƌĐĞƌĂƚĞĚ͘ ͻ dŚĞĐŽƵƌƚĐůŝŶŝĐŝĂŶΖƐƌŽůĞŝƐƚŽŝĚĞŶƚŝĨǇŝŶĚŝǀŝĚƵĂůƐŽŶƚŚĞĚŽĐŬĞƚƚŚĂƚĂƌĞŽƌŚĂǀĞďĞĞŶĐůŝĞŶƚƐŽĨD,^^͘dŚĞĐůŝŶŝĐŝĂŶ ƌĞǀŝĞǁƐƚŚĞĐĂƐĞƐĂŶĚƐŽŵĞƚŝŵĞƐŵĞĞƚƐǁŝƚŚƚŚĞŝŶĚŝǀŝĚƵĂůƐƚŽĚĞƚĞƌŵŝŶĞŝĨƚƌĞĂƚŵĞŶƚǁŽƵůĚďĞďĞŶĞĨŝĐŝĂůĂŶĚ ĐŽŶŶĞĐƚƐƚŚĞŝŶĚŝǀŝĚƵĂůǁŝƚŚĂƚƌĞĂƚŵĞŶƚƐŽƵƌĐĞ͘ ͻ dƌĞĂƚŵĞŶƚŽĨƚŚĞƐĞŝŶĚŝǀŝĚƵĂůƐŝƐĨĂƌůĞƐƐĐŽƐƚůǇŝŶƚŚĞD,^^ĞƉĂƌƚŵĞŶƚƚŚĂŶŝŶĐĂƌĐĞƌĂƚŝŽŶĂŶĚŚĂƐŽĨĨƐĞƚƚŝŶŐ ƌĞǀĞŶƵĞŝĨƚŚĞŝŶĚŝǀŝĚƵĂůŚĂƐŝŶƐƵƌĂŶĐĞ͕ĐŽƉĂǇƐ͕ŽƌDĞĚŝĐĂŝĚƌĞŝŵďƵƌƐĞŵĞŶƚ͘ ͻ ƵĞƚŽƚŚĞŚŽůŝƐƚŝĐďĞŶĞĨŝƚƐƚŚŝƐƉŽƐŝƚŝŽŶƉƌŽǀŝĚĞƐ͕ƚŚĞŐĞŶĞƌĂůĨƵŶĚǁŽƵůĚƉŝĐŬƵƉϭϬϬƉĞƌĐĞŶƚŽĨƚŚĞĐŽƐƚƐ ĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚŝƐƉŽƐŝƚŝŽŶ͘

Community Corrections (CCS) Overtime Funding $5,000 - Department: Community Corrections Description: &ƵŶĚŝŶŐĨŽƌĂŶŽĨĨͲĚƵƚǇůĂǁĞŶĨŽƌĐĞŵĞŶƚŽĨĨŝĐĞƌƚŽďĞƉƌĞƐĞŶƚĚƵƌŝŶŐĚƌƵŐƚĞƐƚŝŶŐĞǀĞŶƚƐ ͻ ^ƉĞƌĨŽƌŵƐŵƵůƚŝƉůĞĚƌƵŐƚĞƐƚŝŶŐĞǀĞŶƚƐĨŽƌĂƉƉƌŽǆŝŵĂƚĞůǇϮϱϬĐůŝĞŶƚƐƉĞƌŵŽŶƚŚ͘ ͻ ĂĐŚĚƌƵŐƚĞƐƚŝŶŐĞǀĞŶƚůĂƐƚƐďĞƚǁĞĞŶŽŶĞĂŶĚƚŚƌĞĞŚŽƵƌƐ͕ƉůƵƐĂŶĂĚĚŝƚŝŽŶĂůŚŽƵƌĨŽƌĞĂƌůǇĂƌƌŝǀĂůƐ͕ĂŶĚŵĂǇŽĐĐƵƌ ŽƵƚƐŝĚĞŽĨŶŽƌŵĂůďƵƐŝŶĞƐƐŚŽƵƌƐǁŝƚŚůŝŵŝƚĞĚƐƚĂĨĨƉƌĞƐĞŶƚ͘ ͻ ƵĞƚŽƚŚĞƐĞŶƐŝƚŝǀĞŶĂƚƵƌĞŽĨƚŚĞƚĞƐƚŝŶŐĂŶĚƐƚĂĨĨĐŽŶĐĞƌŶƐĂďŽƵƚƐĂĨĞƚǇ͕ƚŚĞĚĞƉĂƌƚŵĞŶƚƌĞƋƵĞƐƚĞĚĨƵŶĚŝŶŐĨŽƌĂŶ ŽĨĨͲĚƵƚǇůĂǁĞŶĨŽƌĐĞŵĞŶƚŽĨĨŝĐĞƌƚŽďĞƉƌĞƐĞŶƚĂƚĚƌƵŐƚĞƐƚŝŶŐĞǀĞŶƚƐ͘ ͻ ĐƚƵĂůĐŽƐƚƐĨŽƌĂŶŽĨĨͲĚƵƚǇŽĨĨŝĐĞƌĂƌĞƉƌŽũĞĐƚĞĚƚŽďĞΨϮϬ͕ϬϬϬĂŶŶƵĂůůǇ͖ŚŽǁĞǀĞƌ͕ƚŚĞĞƉĂƌƚŵĞŶƚƉůĂŶƐƚŽƉĂŝƌƚŚĞ ƌĞĂůůŽĐĂƚŝŽŶŽĨΨϭϱ͕ϬϬϬŝŶĞǆŝƐƚŝŶŐƌĞƐŽƵƌĐĞƐǁŝƚŚΨϱ͕ϬϬϬŝŶĂĚĚŝƚŝŽŶĂůĨƵŶĚƐƚŽĂĚĚƌĞƐƐƚŚŝƐĐƌŝƚŝĐĂůŶĞĞĚ͘

Chesterfield County, VA ϲϰ FY2018 Budget Five-Year Plan

ĂƌĞĨŽƌǆŝƐƚŝŶŐ&ĂĐŝůŝƚŝĞƐĂŶĚŽŵŵƵŶŝƚŝĞƐ KŶĞŽĨƚŚĞŽƵŶƚǇ͛ƐƚŽƉƉƌŝŽƌŝƚŝĞƐŝƐƚĂŬŝŶŐĐĂƌĞŽĨǁŚĂƚ͛ƐŝŶƉůĂĐĞƚŽĚĂǇ͘DĂŝŶƚĞŶĂŶĐĞŽĨĞǆŝƐƚŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ ďŽƚŚƉƵďůŝĐůǇĂŶĚƉƌŝǀĂƚĞůǇŽǁŶĞĚ͕ǁĂƐĂĐŽŵŵŽŶƉƌŝŽƌŝƚǇƌĞůĂƚĞĚďǇƌĞƐŝĚĞŶƚƐƚŚƌŽƵŐŚƚŚĞůƵĞƉƌŝŶƚŚĞƐƚĞƌĨŝĞůĚ ƐƵƌǀĞǇ͘

FY2018 Program/Service Enhancements Expenditure FTEs Falling Creek Police Station $31,700 - Department: Police Description:KƉĞƌĂƚŝŶŐĐŽƐƚƐĨŽƌƚŚĞ&ĂůůŝŶŐƌĞĞŬWŽůŝĐĞ^ƚĂƚŝŽŶ ͻ dŚĞ&ĂůůŝŶŐƌĞĞŬ^ƚĂƚŝŽŶǁŝůůƉƌŽǀŝĚĞĂƉŚǇƐŝĐĂůƉƌĞƐĞŶĐĞĂŶĚŝŵƉƌŽǀĞĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƚŽĂŶĂƌĞĂŽĨƚŚĞŽƵŶƚǇƚŚĂƚ ĚĞŵŽŶƐƚƌĂƚĞƐĂŶĞĞĚĨŽƌĂĚĚŝƚŝŽŶĂůƉŽůŝĐĞƐĞƌǀŝĐĞ͘ ͻ ZĞŶŽǀĂƚŝŽŶƐďĞŐĂŶŝŶ&ĞďƌƵĂƌǇϮϬϭϲĂŶĚƚŚĞƐƚĂƚŝŽŶǁŝůůŽƉĞŶĨŽƌŽƉĞƌĂƚŝŽŶƐŝŶůĂƚĞ&zϮϬϭϳ͘ ͻ KƉĞƌĂƚŝŶŐĐŽƐƚƐŝŶĐůƵĚĞƵƚŝůŝƚŝĞƐ͕ƐĞĐƵƌŝƚǇĞƋƵŝƉŵĞŶƚ͕ĂŶĚĐƵƐƚŽĚŝĂůƐĞƌǀŝĐĞƐĨŽƌƚŚĞŶĞǁĨĂĐŝůŝƚǇ͕ůŽĐĂƚĞĚŶĞĂƌ ŚŝƉƉĞŶŚĂŵWĂƌŬǁĂǇĂŶĚ:ĞĨĨĞƌƐŽŶĂǀŝƐ,ŝŐŚǁĂǇ͘

BMP Maintenance Crew $167,100 3 Department: Environmental Engineering Description:dŚƌĞĞ;ϯͿŶĞǁĨƵůůͲƚŝŵĞĞŵƉůŽǇĞĞƐĂŶĚŽƉĞƌĂƚŝŶŐĞǆƉĞŶƐĞƐĨŽƌĂƐĞĐŽŶĚDWDĂŝŶƚĞŶĂŶĐĞĐƌĞǁ ͻ ŶǀŝƌŽŶŵĞŶƚĂůŶŐŝŶĞĞƌŝŶŐŝƐƌĞƐƉŽŶƐŝďůĞĨŽƌĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞŽƵŶƚǇ͛ƐDƵŶŝĐŝƉĂů^ĞƉĂƌĂƚĞ^ƚŽƌŵ^ĞǁĞƌ^ǇƐƚĞŵ ;D^ϰͿƉĞƌŵŝƚ͕ǁŚŝĐŚƌĞƋƵŝƌĞƐĂůůĞƐƚDĂŶĂŐĞŵĞŶƚWƌĂĐƚŝĐĞƐ;DWͿĨĂĐŝůŝƚŝĞƐďĞŝŶƐƉĞĐƚĞĚĂŶĚŚĂǀĞŽƉĞƌĂƚŝŽŶĂů ŵĂŝŶƚĞŶĂŶĐĞŽŶĂŶĂŶŶƵĂůďĂƐŝƐ͘ ͻ /ŶϮϬϬϱƚŚĞŽƵŶƚǇŚĂĚϭϳϱĨĂĐŝůŝƚŝĞƐƌĞƋƵŝƌŝŶŐƐĞƌǀŝĐĞ͖ƚŚĞƌĞĂƌĞϰϯϮƚŽĚĂǇ͕ĂŶĚƚŚĂƚŶƵŵďĞƌǁŝůůĐŽŶƚŝŶƵĞƚŽŐƌŽǁĂƐ ĚĞǀĞůŽƉŵĞŶƚŽĐĐƵƌƐ͘dŚĞŶƵŵďĞƌŽĨƌĞƋƵŝƌĞĚŝŶƐƉĞĐƚŝŽŶͬŵĂŝŶƚĞŶĂŶĐĞĞǀĞŶƚƐŚĂƐĂůƐŽŝŶĐƌĞĂƐĞĚ͘ ͻ dŚĞĚĞƉĂƌƚŵĞŶƚŚĂƐƋƵĂŶƚŝƚĂƚŝǀĞůǇĚĞƚĞƌŵŝŶĞĚƚŚĂƚŽŶĞĂĚĚŝƚŝŽŶĂůĐƌĞǁǁŽƵůĚƉƌŽǀŝĚĞƚŚĞŵĂŶƉŽǁĞƌŶĞĞĚĞĚƚŽŵĞĞƚ ƚŚĞƌĞƋƵŝƌĞŵĞŶƚƐŝŶƚŚĞŽƵŶƚǇ͛ƐD^ϰƉĞƌŵŝƚ͘ ͻ ZĞǀĞŶƵĞƐƉĂŝĚďǇĚĞǀĞůŽƉĞƌƐƚŽƉƵƚDWƐŝŶƚŽƚŚĞŽƵŶƚǇΖƐƐǇƐƚĞŵĨŽƌŵĂŝŶƚĞŶĂŶĐĞǁŝůůĐŽŶƚŝŶƵĞƚŽŽĨĨƐĞƚƐŽŵĞŽĨƚŚĞ ƉƌŽŐƌĂŵĐŽƐƚƐŵŽǀŝŶŐĨŽƌǁĂƌĚ͘/Ŷ&zϮϬϭϴ͕ƚŚĞĞƉĂƌƚŵĞŶƚŝƐĨŽƌĞĐĂƐƚŝŶŐĂŶŝŶĐƌĞĂƐĞŝŶĨĞĞƌĞǀĞŶƵĞƚŚĂƚǁŝůůůĂƌŐĞůǇ ŽĨĨƐĞƚƚŚĞĐŽƐƚŽĨƚŚŝƐƌĞƋƵĞƐƚ͘

Parks Maintenance $689,000 1 Department: Parks and Recreation Description: ŽŶƚƌĂĐƚŽƵƚĂĚĚŝƚŝŽŶĂůŶŽŶͲĐŽƌĞƐĞƌǀŝĐĞƐ͖ĂƉƉƌŽƉƌŝĂƚĞĨƵŶĚƐĨŽƌŵĂŝŶƚĞŶĂŶĐĞĂƚZŝǀĞƌŝƚǇ^ƉŽƌƚƐƉůĞǆ ͻ ^ǇƐƚĞŵǁŝĚĞŶŽŶͲĐŽƌĞŵĂŝŶƚĞŶĂŶĐĞŝƐƐƵĞƐĂƌĞŶŽƚďĞŝŶŐĂĚĚƌĞƐƐĞĚĚƵĞƚŽĐƵƌƌĞŶƚƐƚĂĨĨŝŶŐůĞǀĞůƐǁŝƚŚŝŶƚŚĞ ĞƉĂƌƚŵĞŶƚŽĨWĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ͘ ͻ ŵƉůŽǇĞĞƚƵƌŶŽǀĞƌƌĂƚĞƐĂƌĞƵŶĂĐĐĞƉƚĂďůĞďĞĐĂƵƐĞŽĨƚŚĞǁŽƌŬůŽĂĚŝŵƉŽƐĞĚŽŶƚŚĞĞŵƉůŽǇĞĞƐĂƚƚŚĞĐƵƌƌĞŶƚƐƚĂĨĨŝŶŐ ůĞǀĞůƐ͘ ͻ dŚŝƐĨƵŶĚŝŶŐ;ΨϮϱϬ͕ϬϬϬͿǁŽƵůĚďĞƵƐĞĚƚŽĐŽŶƚƌĂĐƚŽƵƚĂĚĚŝƚŝŽŶĂůŵŽǁŝŶŐǁŚŝĐŚǁŽƵůĚĨƌĞĞƵƉĨƵůůͲƚŝŵĞƐƚĂĨĨƚŽ ƉĞƌĨŽƌŵŵŽƌĞŚŝŐŚůǇƐŬŝůůĞĚĚƵƚŝĞƐ;ŵƵůĐŚŝŶŐ͕ǁĞĞĚŝŶŐ͕ƐŝŐŶĂŐĞ͕ĞƚĐ͘Ϳ͘ ͻ ^ĐŚŽŽůƐǁŽƵůĚďĞƌĞƐƉŽŶƐŝďůĞĨŽƌΨϭϲϮ͕ϱϬϬŽĨƚŚĞĐŽŶƚƌĂĐƚĞĚĐŽƐƚƐ͘ ͻ ZŝǀĞƌŝƚǇŽƉĞƌĂƚŝŶŐĨƵŶĚƐ;Ψϰϯϵ͕ϬϬϬͿŝŶĐůƵĚĞƚŚĞŝŶĐƌĞŵĞŶƚĂůĚĂǇͲƚŽͲĚĂǇĨĂĐŝůŝƚǇĐŽƐƚƐƚŽŽƉĞƌĂƚĞƚŚĞŶĞǁƉĂƌŬĨĂĐŝůŝƚǇ͕ ŝŶĐůƵĚŝŶŐŽŶĞŶĞǁ&dŵĂŝŶƚĞŶĂŶĐĞǁŽƌŬĞƌĂĚĚĞĚƚŽƚŚĞĚŝƐƚƌŝĐƚ͛ƐĐƌĞǁ͘ ͻ EĞǁƌĞǀĞŶƵĞŽĨĨƐĞƚƐůůZŝǀĞƌŝƚǇĐŽƐƚƐ͖ĂŶĚ͕ĂŶǇƌĞǀĞŶƵĞĂďŽǀĞŽƉĞƌĂƚŝŶŐĞǆƉĞŶƐĞƐǁŝůůďĞƐĞƚĂƐŝĚĞĨŽƌĨƵƚƵƌĞĐĂƉŝƚĂů ŝŵƉƌŽǀĞŵĞŶƚƐ͘

Chesterfield County, VA ϲϱ FY2018Budget FiveͲYearPlan

FY2018Program/ServiceEnhancements Expenditure FTEs BuildingsandGroundsVehicle/EquipmentReplacement $75,000 Ͳ Department:GeneralServices Description:ZĞƉůĂĐĞǀĞŚŝĐůĞƐĂŶĚƐŵĂůůĞŶŐŝŶĞĞƋƵŝƉŵĞŶƚƚŚĂƚŚĂƐĞǆĐĞĞĚĞĚŝƚƐƵƐĞĨƵůůŝĨĞ ͻ dŚŝƐĨƵŶĚŝŶŐǁŽƵůĚĂůůŽǁƚŚĞĚĞƉĂƌƚŵĞŶƚƚŽƌĞƉůĂĐĞǀĞŚŝĐůĞƐƚŚĂƚŚĂǀĞĞǆĐĞĞĚĞĚƚŚĞŝƌƵƐĞĨƵůůŝĨĞĂŶĚƉůĂĐĞƚŚĞŵŝŶƚŚĞ ƉĞƌŵĂŶĞŶƚůĞĂƐĞƉƌŽŐƌĂŵ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚĞƐĞĨƵŶĚƐǁŽƵůĚďĞƵƐĞĚƚŽĨƵŶĚŽƚŚĞƌĞƋƵŝƉŵĞŶƚŽƌƐŵĂůůĞŶŐŝŶĞƌĞƉůĂĐĞŵĞŶƚ ůŝŬĞŵŽǁĞƌƐ͕ƐŶŽǁƉůŽǁƐ͕ĂŶĚƚŽŽůƐŶĞĞĚĞĚĨŽƌ,s͕ĞůĞĐƚƌŝĐĂů͕ĐƵƐƚŽĚŝĂů͕ĂŶĚŐƌŽƵŶĚƐǁŽƌŬ͘

LibraryInteriors $50,000 Ͳ Department:Library Description:&ƵŶĚŝŶŐƚŽƐƵƉƉŽƌƚůŝďƌĂƌǇƚĞĐŚŶŽůŽŐǇĂŶĚĨĂĐŝůŝƚǇƵƉŐƌĂĚĞƐĂŶĚŵĂŝŶƚĞŶĂŶĐĞ ͻ ƵƌƌĞŶƚůǇ͕ƚŚĞ>ŝďƌĂƌǇďƵĚŐĞƚůĂĐŬƐĂĚĞƋƵĂƚĞĨƵŶĚŝŶŐƚŽĂĚĚƌĞƐƐƚŚĞŽŶŐŽŝŶŐŶĞĞĚƐĨŽƌĞǆŝƐƚŝŶŐůŝďƌĂƌǇĨĂĐŝůŝƚŝĞƐ͕ŽŶŐŽŝŶŐ ƚĞĐŚŶŽůŽŐǇƐƵƉƉŽƌƚ͕ĂŶĚƵƉŐƌĂĚĞƐ͘ ͻ >ŝďƌĂƌǇŝŶƚĞƌŝŽƌĨƵŶĚŝŶŐŚĂƐďĞĞŶĂƉĂƌƚŽĨƚŚĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWůĂŶĨŽƌƐĞǀĞƌĂůǇĞĂƌƐ͕ďƵƚŝƐƚƌƵůǇĂŵŽƌĞ ŽƉĞƌĂƚŝŽŶĂůŶĞĞĚ͘dŚŝƐĨƵŶĚŝŶŐŝƐƉĂƌƚŽĨĂƉŚĂƐĞĚĂƉƉƌŽĂĐŚƚŽŵŝŐƌĂƚĞĂůůƚŚĞĨƵŶĚŝŶŐĨƌŽŵƚŚĞĐĂƉŝƚĂůƉůĂŶƚŽƚŚĞ ŽƉĞƌĂƚŝŶŐďƵĚŐĞƚ͘dŚŝƐƚƌĂŶƐŝƚŝŽŶǁŝůůĐŽŶƚŝŶƵĞĂƚΨϱϬ͕ϬϬϬƉĞƌǇĞĂƌƵŶƚŝů&zϮϬϮϭ͘ĚĚŝƚŝŽŶĂůŽƉĞƌĂƚŝŶŐĨƵŶĚƐǁŝůůƉƌŽǀŝĚĞ ƚŚĞĂďŝůŝƚǇƚŽŵĂŬĞŝŶƚĞƌŝŵŝŵƉƌŽǀĞŵĞŶƚƐƚŽĨĂĐŝůŝƚŝĞƐ͕ƐǇƐƚĞŵƐ͕ĂŶĚƚĞĐŚŶŽůŽŐǇďĞĨŽƌĞƚŚĞǇƌĞĂĐŚƚŚĞŶĞĞĚĨŽƌǁŚŽůĞƐĂůĞ ƌĞŶŽǀĂƚŝŽŶŽƌƌĞƉůĂĐĞŵĞŶƚ͘

/ŶǀĞƐƚŝŶdƌĂŶƐƉŽƌƚĂƚŝŽŶ dƌĂŶƐƉŽƌƚĂƚŝŽŶŶĞĞĚƐǁĞƌĞŽŶĞŽĨŵŽƐƚĐŽŵŵŽŶƚŚƌĞĂĚƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇƉƌŝŽƌŝƚŝĞƐƐŚĂƌĞĚǁŝƚŚƚŚĞŽƵŶƚǇŽǀĞƌ ƚŚĞƉĂƐƚǇĞĂƌ͘dƌĂŶƐƉŽƌƚĂƚŝŽŶŵĞĂŶƐĚŝĨĨĞƌĞŶƚƚŚŝŶŐƐƚŽĚŝĨĨĞƌĞŶƚƉĞŽƉůĞĂŶĚƌĂŶŐĞƐĨƌŽŵƐŝĚĞǁĂůŬƐĂŶĚƚƌĂŝůƐ͕ƚŽ ƌŽĂĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ƚŽƉƵďůŝĐƚƌĂŶƐŝƚ͘ŶĚ͕ǁŚŝůĞdƌĂŶƐƉŽƌƚĂƚŝŽŶŝƐƌĞĂůůǇĂĐĂƉŝƚĂůŝŶƚĞŶƐŝǀĞƉƌŽƉŽƐŝƚŝŽŶ͕ƚŚĞƌĞĂƌĞ ĂĨĞǁŝŶƌŽĂĚƐŵĂĚĞŽŶƚŚĞŽƉĞƌĂƚŝŶŐƐŝĚĞĨŽƌ&zϮϬϭϴ͘ FY2018Program/ServiceEnhancements Expenditure FTEs AccessChesterfield $75,000 Ͳ Department:SeniorAdvocate Description:ĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐƚŽĐŽǀĞƌƉƌŽũĞĐƚĞĚǀĞŶĚŽƌĐŽƐƚŝŶĐƌĞĂƐĞƐĚƵĞƚŽW/ĂŶĚŝŶĐƌĞĂƐŝŶŐƌŝĚĞƌƵƐĂŐĞ ͻ dŚĞǇĞĂƌŽǀĞƌǇĞĂƌƚƌŝƉĐŽƵŶƚŽƌƵƐĂŐĞŽĨƚŚĞƉƌŽŐƌĂŵŝƐƉƌŽũĞĐƚĞĚƚŽŝŶĐƌĞĂƐĞϴ͘ϱƉĞƌĐĞŶƚŝŶ&zϮϬϭϳŽǀĞƌ&zϮϬϭϲ ;ϱϭ͕ϮϱϰǀĞƌƐƵƐϰϳ͕ϮϱϬͿĂŶĚĂŐĂŝŶŝŶ&zϮϬϭϴŽǀĞƌ&zϮϬϭϳ;ϱϲ͕ϭϲϭǀĞƌƐƵƐϱϭ͕ϮϱϰͿďǇϵ͘ϲƉĞƌĐĞŶƚ͘ ͻ dŚĞĂĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐƌĞƋƵĞƐƚĞĚǁŽƵůĚĐŽǀĞƌĐŽƐƚƐĂƚƚŚĞƉƌŽũĞĐƚĞĚ&zϮϬϭϳůĞǀĞů͘ ͻ WĞƌƚƌŝƉǀŽƵĐŚĞƌƐĐŽƐƚΨϲ;ĂƚƌŝƉŝƐĂŽŶĞͲǁĂǇƉĂƐƐĂŐĞ͖ƌĞƚƵƌŶǁŽƵůĚďĞĐŽƵŶƚĞĚĂƐĂƐĞĐŽŶĚƚƌŝƉͿ͘dŚŝƐĨĞĞŚĂƐƌĞŵĂŝŶĞĚ ĨůĂƚƐŝŶĐĞ&zϮϬϬϴ͘ƉƉƌŽǆŝŵĂƚĞůǇϭ͕ϬϬϯĐŽƵŶƚǇƌĞƐŝĚĞŶƚƐƵƚŝůŝǌĞĚƚŚŝƐƐĞƌǀŝĐĞŝŶ&zϮϬϭϲ͘ ͻ ĚĚŝƚŝŽŶĂůǁŽƌŬǁŝůůƚĂŬĞƉůĂĐĞŝŶ&zϮϬϭϴƚŽĚĞƚĞƌŵŝŶĞŚŽǁƚŽĂĚĚƌĞƐƐƚŚĞƌŝƐŝŶŐĐŽƐƚŽĨƚŚĞƉƌŽŐƌĂŵŵŽǀŝŶŐĨŽƌǁĂƌĚ͘

TransportationReviewPartͲtimePosition $50,000 Ͳ Department:Transportation Description:&ƵŶĚŝŶŐĨŽƌĐĂƐĞƌĞǀŝĞǁĂƐƐŝƐƚĂŶĐĞ͖ĞŝƚŚĞƌƚŚƌŽƵŐŚĂƉĂƌƚͲƚŝŵĞƉŽƐŝƚŝŽŶŽƌĐŽŶƐƵůƚĂŶƚ ͻ dƌĂŶƐƉŽƌƚĂƚŝŽŶƌĞǀŝĞǁĨŽƌǌŽŶŝŶŐĐĂƐĞƉƌŽĐĞƐƐŝŶŐŚĂƐŝŶĐƌĞĂƐĞĚďǇϲϭƉĞƌĐĞŶƚŽǀĞƌƚŚĞůĂƐƚĨŽƵƌŵŽŶƚŚƐ;KĐƚ͘ϮϬϭϲ ƚŚƌŽƵŐŚ:ĂŶ͘ϮϬϭϳͿĐŽŵƉĂƌĞĚƚŽƚŚĞƉƌĞǀŝŽƵƐǇĞĂƌƐ͘/Ŷ:ĂŶƵĂƌǇĂůŽŶĞ;ϮϬϭϲĐŽŵƉĂƌĞĚƚŽϮϬϭϳͿ͕ĐĂƐĞƚŽƚĂůƐŝŶĐƌĞĂƐĞĚ ŶĞĂƌůǇĨŝǀĞͲĨŽůĚ͕ĚƌŝǀĞŶƉƌŝŵĂƌŝůǇďǇƚŚĞĐŚĂŶŐĞŝŶƚŚĞŽƵŶƚǇΖƐĐĂƐŚƉƌŽĨĨĞƌƉŽůŝĐǇ͘ ͻdŚŝƐƉĂƌƚͲƚŝŵĞƐƚĂĨĨŝŶŐǁŝůůƌĞůŝĞǀĞƐŽŵĞŽĨƚŚĞƉƌĞƐƐƵƌĞĞǆĞƌƚĞĚŽŶƚŚĞĚĞƉĂƌƚŵĞŶƚǁŚŝĐŚŚĂƐďĞĞŶƌĞĂůůŽĐĂƚŝŶŐ ƌĞƐŽƵƌĐĞƐ;ǁŚŽǁŽƵůĚŚĂǀĞŽƚŚĞƌǁŝƐĞďĞĞŶƚŝĞĚƵƉǁŝƚŚƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚ͕ƉůĂŶƐƌĞǀŝĞǁ͕ĂŶĚƵƉĚĂƚĞƐƚŽƚŚĞ ŽŵƉƌĞŚĞŶƐŝǀĞWůĂŶͿƚŽƐƵƉƉŽƌƚƚŚĞŝŶĐƌĞĂƐŝŶŐĚĞŵĂŶĚŽŶĐĂƐĞƌĞǀŝĞǁ͘

ChesterfieldCounty,VA ϲϲ FY2018 Budget Five-Year Plan

/ŵƉƌŽǀĞƵƐƚŽŵĞƌ^ĞƌǀŝĐĞĂŶĚYƵĂůŝƚǇŽĨ>ŝĨĞ dŚŝƐĐĂƚĞŐŽƌǇĐĂƉƚƵƌĞƐƚŚĞƉƌŽǀŝƐŝŽŶŽĨŶĞǁŽƌĞŶŚĂŶĐĞŵĞŶƚŽĨĞǆŝƐƚŝŶŐƉƌŽŐƌĂŵƐĂŶĚƐĞƌǀŝĐĞƐƚŚĂƚŵĂŬĞƚŚĞ ĐƵƐƚŽŵĞƌĞǆƉĞƌŝĞŶĐĞďĞƚƚĞƌ;ƚĞĐŚŶŽůŽŐǇŝŶŝƚŝĂƚŝǀĞƐͿŽƌĞŶŚĂŶĐĞƐƋƵĂůŝƚǇŽĨůŝĨĞ;ĂĚĚŝƚŝŽŶĂůůŝďƌĂƌǇŵĂƚĞƌŝĂůƐͿ͘

FY2018 Program/Service Enhancements Expenditure FTEs Library Materials Enhancements $50,000 - Department: Library Description: &ƵŶĚŝŶŐƚŽƐƵƉƉůĞŵĞŶƚůŝďƌĂƌǇŵĂƚĞƌŝĂůƐ ͻ dŚĞ>ŝďƌĂƌǇŽĨsŝƌŐŝŶŝĂƐƚĂŶĚĂƌĚ͕ƐĞƚŝŶϮϬϬϴ͕ŝƐΨϰ͘ϵϭŝŶĞǆƉĞŶĚŝƚƵƌĞƐƉĞƌĐĂƉŝƚĂĨŽƌůŝďƌĂƌǇŵĂƚĞƌŝĂůƐ͘ ͻ ĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐŽĨΨϱϬ͕ϬϬϬ͕ďĂƐĞĚŽŶĐƵƌƌĞŶƚĞǆƉĞŶĚŝƚƵƌĞƐĂŶĚƉƌŽũĞĐƚĞĚƉŽƉƵůĂƚŝŽŶ͕ǁŝůůďƌŝŶŐŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ ƚŽΨϮ͘ϵϲŝŶĞǆƉĞŶĚŝƚƵƌĞƐƉĞƌĐĂƉŝƚĂĨŽƌůŝďƌĂƌǇŵĂƚĞƌŝĂůƐ͘ ͻ YƵĂůŝƚǇůŝďƌĂƌǇŵĂƚĞƌŝĂůƐĞŶŚĂŶĐĞĂŶĚĞŶƌŝĐŚƋƵĂůŝƚǇŽĨůŝĨĞĂŶĚǁĞůůͲďĞŝŶŐ͘ ͻ ƵƌŝŶŐ&zϮϬϭϲ͕ĐƵƐƚŽŵĞƌƐĐŽŵďŝŶĞĚƵƐĞŽĨƉƌŝŶƚͬŵĞĚŝĂĂŶĚĚŝŐŝƚĂůĐŽůůĞĐƚŝŽŶƐǁĂƐŽǀĞƌϱ͘ϯŵŝůůŝŽŶƵƐĞƐ͘

Enterprise Land Management (ELM) $148,400 - Department: Information Systems Technology Description:ŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĂŶĚŵĂŶĂŐĞĚƐĞƌǀŝĐĞĨĞĞƐĨŽƌ>D ͻdŚĞŶƚĞƌƉƌŝƐĞ>ĂŶĚDĂŶĂŐĞŵĞŶƚ;>DͿƐǇƐƚĞŵǁŝůůĂƵƚŽŵĂƚĞĂŶĚŝŶƚĞŐƌĂƚĞŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚŝǀŝƐŝŽŶ ƉƌŽĐĞƐƐĞƐŝŶĐůƵĚŝŶŐƉĞƌŵŝƚƚŝŶŐ͕ůĂŶĚĚŝƐƚƵƌďĂŶĐĞ͕ǌŽŶŝŶŐ͕ĂŶĚƉƌŽƉĞƌƚǇŵĂŝŶƚĞŶĂŶĐĞǁŝƚŚŽŶĞĐŽŶƐŽůŝĚĂƚĞĚƐǇƐƚĞŵ͘ ͻ dŚĞĨŝƌƐƚĂŶĚƐĞĐŽŶĚǇĞĂƌŽĨŵĂŝŶƚĞŶĂŶĐĞĂŶĚǀĞŶĚŽƌĐůŽƵĚŚŽƐƚĞĚŵĂŶĂŐĞĚƐĞƌǀŝĐĞĨĞĞƐǁĞƌĞŝŶĐůƵĚĞĚŝŶƚŚĞƉƌŽũĞĐƚ ďƵĚŐĞƚ͘ĞŐŝŶŶŝŶŐŝŶ&zϮϬϭϴ͕/^dǁŝůůƉĂǇŵĂŝŶƚĞŶĂŶĐĞĂŶĚŵĂŶĂŐĞĚƐĞƌǀŝĐĞĨĞĞƐĨŽƌƚŚĞ>DƐǇƐƚĞŵ͘

IST Consulting Services $200,000 - Department: Information Systems Technology Description: &ƵŶĚŝŶŐƚŽŚŝƌĞĐŽŶƚƌĂĐƚŽƌƐƚŽĂƵŐŵĞŶƚƐƚĂĨĨ ͻ /ŶůŝĞƵŽĨƌĞƋƵĞƐƚŝŶŐĨƵůůͲƚŝŵĞƐƚĂĨĨ͕ƚŚĞƌĞƋƵĞƐƚŝƐĨƵŶĚŝŶŐĨŽƌĐŽŶƚƌĂĐƚůĂďŽƌƚŽƉƌŽǀŝĚĞƐƉĞĐŝĂůŝǌĞĚƐŬŝůůƐǁŚŝĐŚĂƌĞŶŽƚ ĨĞĂƐŝďůĞŽƌĞĐŽŶŽŵŝĐĂůƚŽŬĞĞƉŽŶƐƚĂĨĨ͘ ͻ dŚĞĨŝƌƐƚƚĂƐŬƚŚĂƚĐŽŶƐƵůƚŝŶŐƐĞƌǀŝĐĞƐǁŝůůďĞƵƐĞĚĨŽƌŝƐƚŽĂĚĚƌĞƐƐĐƌŝƚŝĐĂů'ĞŽŐƌĂƉŚŝĐ/ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵ;'/^ͿƵƉĚĂƚĞƐ͖ ƐǇƐƚĞŵƐƐƵĐŚĂƐĂŶĚůĂŶĚĚĞǀĞůŽƉŵĞŶƚĂƌĞŚĞĂǀŝůǇĚĞƉĞŶĚĞŶƚŽŶ'/^͘

Modernize Databases and Legacy Applications $100,000 - Department: Information Systems Technology Description: &ƵŶĚŝŶŐƚŽƉƵƌĐŚĂƐĞĚĂƚĂďĂƐĞůŝĐĞŶƐĞƐĂŶĚĂĐĐĞƐƐƚŽĐůŽƵĚĞŶǀŝƌŽŶŵĞŶƚ ͻ dŚĞƐĐŽƉĞŽĨƚŚŝƐƉƌŽũĞĐƚŝƐƚŽƵƉĚĂƚĞĂŶĚŵŽĚĞƌŶŝǌĞĞǆŝƐƚŝŶŐƚĞĐŚŶŽůŽŐǇĐŽŵƉŽŶĞŶƚƐĨŽƌůĞŐĂĐǇĂƉƉůŝĐĂƚŝŽŶƐ͘ ͻ WƌŽũĞĐƚƐǁŝůůďĞƉƌŝŽƌŝƚŝǌĞĚďĂƐĞĚŽŶĂƉƉůŝĐĂƚŝŽŶƐƚŚĂƚŵƵƐƚďĞŵŽǀĞĚǁŝƚŚƚŚĞŵŽĚĞƌŶŝǌĂƚŝŽŶŽĨĐŚĞƐƚĞƌĨŝĞůĚ͘ŐŽǀ͘

Videography Contracting/Social Media Marketing $5,000 - Department: Communications and Media Description:&ƵŶĚŝŶŐƚŽŽƵƚƐŽƵƌĐĞǀŝĚĞŽŐƌĂƉŚǇƚŽĐŽŶƚŝŶƵĞŝŶĐƌĞĂƐĞĚ͕ŚŝŐŚƋƵĂůŝƚǇǀŝĚĞŽƉƌŽĚƵĐƚŝŽŶĂŶĚƚŽƵƚŝůŝǌĞƐŽĐŝĂů ŵĞĚŝĂŵĂƌŬĞƚŝŶŐƚŽŽůƐ ͻ ƉƉƌŽǆŝŵĂƚĞůǇϭϬϬ͕ƚǁŽͲŵŝŶƵƚĞǀŝĚĞŽƐĞŐŵĞŶƚƐǁĞƌĞĨŝůŵĞĚďĞƚǁĞĞŶĞĐĞŵďĞƌϮϬϭϰͲĞĐĞŵďĞƌϮϬϭϱ͘ ͻ dŚĞƐĞǀŝĚĞŽƐĂƌĞĚŝƐƉůĂǇĞĚŽŶƚŚĞŽƵŶƚǇ'ŽǀĞƌŶŵĞŶƚĂďůĞĐŚĂŶŶĞů͕ŽŶƚŚĞŽƵŶƚǇǁĞďƐŝƚĞ͕ĂŶĚŽŶƐŽĐŝĂůŵĞĚŝĂ͘ĂĐŚ ǀŝĚĞŽŚĞůƉƐĐŽŵŵƵŶŝĐĂƚĞŝŵƉŽƌƚĂŶƚŵĞƐƐĂŐĞƐƐƵĐŚĂƐƉƌŽŵŽƚŝŶŐĨŝŶĂŶĐŝĂůŝŶƚĞŐƌŝƚǇ͕ƉƌŽǀŝĚŝŶŐĂƐĂĨĞĐŽŵŵƵŶŝƚǇ͕ĂŶĚ ŝŶĐƌĞĂƐŝŶŐĞǆĐĞůůĞŶĐĞŝŶĞĚƵĐĂƚŝŽŶ͘ ͻ KƵƚƐŽƵƌĐŝŶŐǀŝĚĞŽŐƌĂƉŚǇĂƐƐŝƐƚƐƚŚĞĐƵƌƌĞŶƚǀŝĚĞŽŐƌĂƉŚĞƌǁŝƚŚŝŶĐƌĞĂƐŝŶŐƚŚĞĂŵŽƵŶƚŽĨǀŝĚĞŽƐĞŐŵĞŶƚƐƉƌŽĚƵĐĞĚĂƐ ǁĞůůĂƐŝŶĐƌĞĂƐŝŶŐƚŚĞƚƵƌŶĂƌŽƵŶĚĂŶĚƋƵĂůŝƚǇŽĨƚŚĞǀŝĚĞŽƐƉƌŽĚƵĐĞĚ͘ ͻ dŚĞƐĞĨƵŶĚƐŵĂǇĂůƐŽďĞƵƚŝůŝǌĞĚƚŽƉƌŽŵŽƚĞŬĞǇŵĞƐƐĂŐĞƐƚŚƌŽƵŐŚƐŽĐŝĂůŵĞĚŝĂŵĂƌŬĞƚŝŶŐƚŽŽůƐ͘

Chesterfield County, VA ϲϳ FY2018Budget FiveͲYearPlan

FY2018Program/ServiceEnhancements Expenditure FTEs PartͲCSpeechLanguagePathologist Ͳ 1 Department:PartͲCInfantandToddlerConnections Description:ĚĚĂƐƉĞĞĐŚůĂŶŐƵĂŐĞƉĂƚŚŽůŽŐŝƐƚƚŽƐĞƌǀĞŝŶĨĂŶƚƐĂŶĚƚŽĚĚůĞƌƐŝŶƚŚĞWĂƌƚͲ/ŶĨĂŶƚƉƌŽŐƌĂŵ ͻ ^ƉĞĞĐŚƚŚĞƌĂƉǇŝƐĂŶĞŶƚŝƚůĞŵĞŶƚƐĞƌǀŝĐĞƌĞŐƵůĂƚĞĚďǇWĂƌƚŽĨƚŚĞ/ŶĚŝǀŝĚƵĂůƐǁŝƚŚŝƐĂďŝůŝƚŝĞƐĚƵĐĂƚŝŽŶĐƚ͘ƐƚŚĞ ŵŽƐƚƐŽƵŐŚƚĂĨƚĞƌWĂƌƚƐĞƌǀŝĐĞ͕ƚŚĞƌĞĂƌĞĐƵƌƌĞŶƚůǇŝŶƐƵĨĨŝĐŝĞŶƚĐŽŵŵƵŶŝƚǇƌĞƐŽƵƌĐĞƐƚŽŵĞĞƚƚŚĞŶĞĞĚ͘dŚĞŵŽƐƚƵƐĞĚ ǀĞŶĚŽƌƌĞĐĞŶƚůǇƐƚŽƉƉĞĚƉƌŽǀŝĚŝŶŐƚŚĞƐĞƌǀŝĐĞĂŶĚŝƚŝƐŵŽƌĞĐŽƐƚͲĞĨĨĞĐƚŝǀĞƚŽŚĂǀĞƚŚĞƐŬŝůůƐĞƚŽŶƐƚĂĨĨ͘ ͻ dŚŝƐƉŽƐŝƚŝŽŶǁŝůůďĞĨƵůůǇĨƵŶĚĞĚǁŝƚŚŽƵƚƐŝĚĞƌĞǀĞŶƵĞĂŶĚǁŝůůďĞĂĐĐŽƵŶƚĞĚĨŽƌŝŶƚŚĞ'ƌĂŶƚƐ&ƵŶĚ͘

MentalHealthServiceCoordinators Ͳ 3 Department:MentalHealthSupportServices Description:ĚĚƚŚƌĞĞ;ϯͿƐĞƌǀŝĐĞĐŽŽƌĚŝŶĂƚŽƌƐƚŽƐĞƌǀĞĐůŝĞŶƚƐǁŝƚŚŝŶƚĞůůĞĐƚƵĂůĂŶĚĚĞǀĞůŽƉŵĞŶƚĂůĚŝƐĂďŝůŝƚŝĞƐ ͻ ĚĚŝƚŝŽŶĂůƐĞƌǀŝĐĞĐŽŽƌĚŝŶĂƚŽƌƐĂƌĞƌĞƋƵŝƌĞĚƚŽŵĞĞƚĚĞŵĂŶĚĨŽƌƚŚŝƐƐĞƌǀŝĐĞŝŶŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇĂƐǁĞůůĂƐĐŽŵƉůǇ ǁŝƚŚŝŶĐƌĞĂƐĞĚƌĞƋƵŝƌĞŵĞŶƚƐďǇƚŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨĞŚĂǀŝŽƌĂůŚĞĂůƚŚĂŶĚĞǀĞůŽƉŵĞŶƚĂů^ĞƌǀŝĐĞƐĂŶĚƚŚĞ ĞƉĂƌƚŵĞŶƚŽĨ:ƵƐƚŝĐĞ͘ ͻ ƵƌƌĞŶƚůǇƚŚĞƌĞĂƌĞϳϲŝŶĚŝǀŝĚƵĂůƐǁŚŽŚĂǀĞŵĞƚƚŚĞĞůŝŐŝďŝůŝƚǇƌĞƋƵŝƌĞŵĞŶƚƐĂŶĚĂƌĞĂǁĂŝƚŝŶŐƚŚŝƐƐĞƌǀŝĐĞ͘ ͻ dŚĞƐĞƉŽƐŝƚŝŽŶƐǁŝůůďĞĨƵůůǇĨƵŶĚĞĚǁŝƚŚŽƵƚƐŝĚĞƌĞǀĞŶƵĞĂŶĚŚŽƵƐĞĚŝŶƚŚĞDĞŶƚĂů,ĞĂůƚŚ&ƵŶĚ͘

RegisteredNurse Ͳ 1 Department:MentalHealthSupportServices Description:ĚĚŽŶĞ;ϭͿƌĞŐŝƐƚĞƌĞĚŶƵƌƐĞƚŽƉƌŽǀŝĚĞĞŶŚĂŶĐĞĚŵĞĚŝĐĂůͬŶƵƌƐŝŶŐƐƵƉƉŽƌƚƚŽŝŶĚŝǀŝĚƵĂůƐůŝǀŝŶŐŝŶ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŐƌŽƵƉŚŽŵĞƐĂŶĚĂƉĂƌƚŵĞŶƚƐ ͻŝŐŚƚǇͲĞŝŐŚƚƉĞƌĐĞŶƚŽĨŝŶĚŝǀŝĚƵĂůƐŝŶŽƵŶƚǇŐƌŽƵƉŚŽŵĞƐĂƌĞŽůĚĞƌƚŚĂŶϰϬ͕ĂŶĚϱϬƉĞƌĐĞŶƚŚĂǀĞĐŚƌŽŶŝĐŵĞĚŝĐĂů ĐŽŶĚŝƚŝŽŶƐ͘ ͻ dŚĞƌĞŐŝƐƚĞƌĞĚŶƵƌƐĞǁŝůůĐŽŽƌĚŝŶĂƚĞŚĞĂůƚŚĐĂƌĞĨŽƌƚŚĞƐĞŝŶĚŝǀŝĚƵĂůƐĂŶĚƉƌŽǀŝĚĞƚƌĂŝŶŝŶŐƚŽƐƚĂĨĨ͘ĞƚƚĞƌŚĞĂůƚŚĐĂƌĞǁŝůů ůĞĂĚƚŽĐŽŶƐƵŵĞƌƐ͛ĂďŝůŝƚǇƚŽĂŐĞŝŶƉůĂĐĞĂŶĚƉƌĞǀĞŶƚƚƌĂŶƐĨĞƌƚŽĐŽƐƚůŝĞƌŝŶƐƚŝƚƵƚŝŽŶĂůĐĂƌĞ͘ ͻ dŚŝƐƉŽƐŝƚŝŽŶǁŝůůďĞĨƵůůǇĨƵŶĚĞĚǁŝƚŚŽƵƚƐŝĚĞƌĞǀĞŶƵĞĂŶĚŚŽƵƐĞĚŝŶƚŚĞDĞŶƚĂů,ĞĂůƚŚ&ƵŶĚ͘

SocialServiceStartingPayandCareerDevelopment $336,500 Ͳ Department:SocialServices Description:&ƵŶĚŝŶŐƚŽŝŵƉůĞŵĞŶƚƐƚĂƌƚŝŶŐƉĂǇĂĚũƵƐƚŵĞŶƚĂŶĚĂĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉůĂŶŝŶŬĞǇĂƌĞĂƐƚŽĂĚĚƌĞƐƐ ĞŵƉůŽǇĞĞƌĞƚĞŶƚŝŽŶ ͻ :>ZƐƚƵĚǇĚŽŶĞŝŶϮϬϭϱ;ĂƚƚĂĐŚĞĚĂƐĂƚĞĐŚŶŝĐĂůĂƉƉĞŶĚŝǆͿŝĚĞŶƚŝĨŝĞĚŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇΖƐ^ŽĐŝĂů^ĞƌǀŝĐĞƐ ĞƉĂƌƚŵĞŶƚĂƐŚĂǀŝŶŐƚŚĞƐĞĐŽŶĚŚŝŐŚĞƐƚƌĂƚĞŽĨŶŽŶĐŽŵƉůŝĂŶĐĞǁŝƚŚŵĂŶĚĂƚĞĚƐƚĂŶĚĂƌĚƐĨŽƌDĞĚŝĐĂŝĚĞůŝŐŝďŝůŝƚǇĐĂƐĞƐ ĂŶĚƚŚĞŚŝŐŚĞƐƚĨŽƌĂŶŶƵĂůŽǀĞƌĚƵĞDĞĚŝĐĂŝĚƌĞŶĞǁĂůƌĞǀŝĞǁƐ͘ ͻ tŚŝůĞƐƚĂƚĞĐĂƐĞůŽĂĚŵĞƚƌŝĐƐƐƵŐŐĞƐƚƚŚĂƚƚŚĞŽƵŶƚǇƐŚŽƵůĚŚĂǀĞĂƐŝŐŶŝĨŝĐĂŶƚůǇŚŝŐŚĞƌƐƚĂĨĨŝŶŐĨĂĐƚŽƌ͕ƌĞĐƌƵŝƚŵĞŶƚĂŶĚ ƌĞƚĞŶƚŝŽŶŽĨĞǆŝƐƚŝŶŐƉŽƐŝƚŝŽŶƐŵĂŬĞŝƚĚŝĨĨŝĐƵůƚƚŽũƵƐƚŝĨǇĂĚĚŝŶŐĨƵůůͲƚŝŵĞƉŽƐŝƚŝŽŶƐĂƚƚŚŝƐƚŝŵĞ͘ ͻ dŽĂĚĚƌĞƐƐƚŚĞŚŝŐŚƚƵƌŶŽǀĞƌƌĂƚĞ;Ϯϰ͘ϳƉĞƌĐĞŶƚŝŶ&zϮϬϭϲͿƚŚĞĚĞƉĂƌƚŵĞŶƚƉůĂŶƐƚŽŝŵƉůĞŵĞŶƚƐƚĂƌƚŝŶŐƉĂǇ ĂĚũƵƐƚŵĞŶƚƐƚŽƚŚĞŚĂƌĚĞƐƚƚŽƌĞƚĂŝŶƉŽƐŝƚŝŽŶƐͲĐƵƌƌĞŶƚůǇŚŝƌĞĚĂƚΨϳ͕ϬϬϬͲΨϵ͕ϬϬϬůĞƐƐƚŚĂŶŶĞŝŐŚďŽƌŝŶŐůŽĐĂůŝƚŝĞƐ͘ĐĂƌĞĞƌ ĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵŝƐĂůƐŽďĞŝŶŐƉƵƚŝŶƉůĂĐĞĨŽƌƚŚĞƐĞƉŽƐŝƚŝŽŶƐƚŽĞŶĐŽƵƌĂŐĞĞŵƉůŽǇĞĞƐƚŽƌĞŵĂŝŶǁŝƚŚƚŚĞŽƵŶƚǇ͘ ͻ /ĨƚŚĞƐƚĂƌƚŝŶŐƉĂǇĂŶĚĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚŝŶŝƚŝĂƚŝǀĞƐŚĂǀĞƚŚĞŝŶƚĞŶĚĞĚŽƵƚĐŽŵĞƐ͕ƚŚĞĞƉĂƌƚŵĞŶƚǁŝůůƐƚŝůůďĞĂƚĂ ĚĞĨŝĐŝƚŝŶƚĞƌŵƐŽĨƉŽƐŝƚŝŽŶƐƌĞƋƵŝƌĞĚƚŽŵĂŝŶƚĂŝŶĂƉƉƌŽƉƌŝĂƚĞĐĂƐĞůŽĂĚƐͲĂŶŝƐƐƵĞƚŚĂƚǁŝůůŚĂǀĞƚŽďĞƌĞͲĞǀĂůƵĂƚĞĚĂƐ ƚƵƌŶŽǀĞƌŝƐƌĞĚƵĐĞĚ͘ ͻ ZĞǀĞŶƵĞƐƚŽƚĂůŝŶŐΨϮϮϲ͕ϴϬϬ;ƐƚĂƚĞ͕Ψϳϱ͕ϮϬϬ͖Ψϭϰϰ͕ϲϬϬ͕ĨĞĚĞƌĂů͖Ψϳ͕ϬϬϬ͕ŽůŽŶŝĂů,ĞŝŐŚƚƐͿŽĨĨƐĞƚƚŚĞĐŽƐƚŽĨƚŚĞƐƚĂƌƚŝŶŐ ƉĂǇĂŶĚƚŚĞĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉůĂŶ͘

ChesterfieldCounty,VA ϲϴ FY2018 Budget Five-Year Plan

FY2018 Program/Service Enhancements Expenditure FTEs Building Inspection Inspectors $155,500 2 Department: Building Inspection Description:dǁŽ;ϮͿŶĞǁŝŶƐƉĞĐƚŽƌƐ͕ǁŝƚŚĂŶĂĚĚŝƚŝŽŶĂůŝŶƐƉĞĐƚŽƌŝŶƌĞƐĞƌǀĞ͖ĨƵŶĚŝŶŐĂůƐŽŝŶĐůƵĚĞƐŽƉĞƌĂƚŝŶŐĂŶĚĐĂƉŝƚĂů ͻ dŚĞǁŽƌŬůŽĂĚŵĞƚƌŝĐĨŽƌƚŚĞEĞǁŽŶƐƚƌƵĐƚŝŽŶWƌŽŐƌĂŵŝƐϮ͘ϯŝŶƐƉĞĐƚŝŽŶƐƉĞƌŝŶƐƉĞĐƚŽƌƉĞƌŚŽƵƌ;/ͬ,Ϳ͕ĞƋƵĂůŝŶŐĂŶ ĂǀĞƌĂŐĞŽĨϮϲŵŝŶƵƚĞƐƉĞƌŝŶƐƉĞĐƚŝŽŶ;ŝŶĐůƵĚŝŶŐƚƌĂǀĞůĂŶĚĚŽĐƵŵĞŶƚĂƚŝŽŶͿ͘ ͻ KŶĞĂĚĚŝƚŝŽŶĂůŝŶƐƉĞĐƚŽƌǁĂƐĂĚĚĞĚŝŶ&zϮϬϭϳĂŶĚŝƐƉƌŽũĞĐƚĞĚƚŽĚĞĐƌĞĂƐĞƚŚĞ/ͬ,ĨƌŽŵϯ͘ϯ;&zϮϬϭϲͿƚŽϯ͘ϭ͘ ͻ ĚĚŝŶŐƚǁŽ;ϮͿĂĚĚŝƚŝŽŶĂůŝŶƐƉĞĐƚŽƌƐŝŶ&zϮϬϭϴŝƐƉƌŽũĞĐƚĞĚƚŽƌĞĚƵĐĞƚŚĞŵĞƚƌŝĐƚŽϮ͘ϱ/ͬ,͘/ƚǁŽƵůĚƚĂŬĞĂƚŽƚĂůŽĨƐŝǆ;ϲͿ ƚŽŵĞĞƚƚŚĞŐŽĂůŽĨϮ͘ϯ/ͬ,͘ ͻ ƐĚĞǀĞůŽƉŵĞŶƚĂĐƚŝǀŝƚǇĐŽŶƚŝŶƵĞƐƚŽƌŝƐĞ͕ǁŽƌŬůŽĂĚĚĞŵĂŶĚƐŽŶŶĞǁĐŽŶƐƚƌƵĐƚŝŽŶŝŶƐƉĞĐƚŽƌƐƌŝƐĞĂƐǁĞůů͘ ͻ ZĞǀĞŶƵĞƐĂƌĞƉƌŽũĞĐƚĞĚƚŽŝŶĐƌĞĂƐĞďĞĐĂƵƐĞŽĨƚŚĞƵƉǁĂƌĚƚƌĞŶĚŝŶĚĞǀĞůŽƉŵĞŶƚĂĐƚŝǀŝƚŝĞƐ͘/Ŷ&zϮϬϭϴ͕ƚŚĞĚĞƉĂƌƚŵĞŶƚŝƐ ĨŽƌĞĐĂƐƚŝŶŐĂŶĂĚĚŝƚŝŽŶĂůΨϮϬϬ͕ϬϬϬŝŶĨĞĞƌĞǀĞŶƵĞ͘

ŽŶƚƌĂĐƚƐ

FY2018 Program/Service Enhancements Expenditure FTEs Departmental Adjustments (contracts, CIP conversion to operating) $800,500 - Department: Various Description:&ƵŶĚŝŶŐƚŽĐŽǀĞƌĂŶƚŝĐŝƉĂƚĞĚĐŽŶƚƌĂĐƚĐŽƐƚŝŶĐƌĞĂƐĞƐ͕ĂŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĨĞĞƐ͕ĂŶĚůŝĐĞŶƐŝŶŐƌĞŶĞǁĂůƐ Audit System:ŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĞǆƉĞŶƐĞĨŽƌ/ŶƚĞƌŶĂůƵĚŝƚƚƌĂĐŬŝŶŐƐǇƐƚĞŵ Ψϭϳ͕ϱϬϬ General Services Contracts͗ŽŶƚƌĂĐƚĐŽƐƚƐŝŶĐƌĞĂƐŝŶŐĨŽƌƌĞĨƵƐĞƌĞŵŽǀĂůĂƚĐŽŶǀĞŶŝĞŶĐĞĐĞŶƚĞƌƐ͖ ΨϮϬϬ͕ϬϬϬ ĂƉƉƌŽǆŝŵĂƚĞůǇΨϭϱϬ͕ϬϬϬŝŶƌĞǀĞŶƵĞĨƌŽŵĐŽŶǀĞŶŝĞŶĐĞĐĞŶƚĞƌŐĂƚĞĨĞĞƐ;ĨƌŽŵŝŶĐƌĞĂƐĞĚƵƚŝůŝǌĂƚŝŽŶŽĨƚŚĞ ƐĞƌǀŝĐĞͿǁŝůůƉĂƌƚŝĂůůǇŽĨĨƐĞƚĐŽƐƚƐ IST Contracts:WĂƌƚŽĨƚǁŽͲǇĞĂƌĞĨĨŽƌƚƚŽĐĂƚĐŚƵƉĂŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞ͕ůŝĐĞŶƐŝŶŐĐŽƐƚƐ ΨϮϮϰ͕ϬϬϬ Microsoft Dynamics:>ŝĐĞŶƐŝŶŐĨŽƌϱϬĂĚĚŝƚŝŽŶĂůĞŵƉůŽǇĞĞƐ͖ŽĨĨĞƌƐĂďŝůŝƚǇƚŽƉƌŽǀŝĚĞŝŶͲŚŽƵƐĞƚĞĐŚŶŽůŽŐǇ ΨϮϰ͕ϬϬϬ ƐŽůƵƚŝŽŶƐŝŶůŝĞƵŽĨŵŽƌĞĐŽƐƚůǇŽĨĨͲƚŚĞͲƐŚĞůĨƐǇƐƚĞŵƐ Office 365:ƌŝŶŐƐĞŶƚŝƌĞŽƌŐĂŶŝǌĂƚŝŽŶŽŶƚŽƐĂŵĞǀĞƌƐŝŽŶ͕ĂŶĞĨĨŽƌƚƚŚĂƚďĞŐĂŶůĂƐƚǇĞĂƌ ΨϮϱϬ͕ϬϬϬ Organizational Training System (Replacement):ŶŶƵĂůƐƵďƐĐƌŝƉƚŝŽŶĨŽƌĂƌĞƉůĂĐĞŵĞŶƚůĞĂƌŶŝŶŐ ΨϱϬ͕ϬϬϬ ŵĂŶĂŐĞŵĞŶƚƐǇƐƚĞŵƚŚĂƚŝƐƵƚŝůŝǌĞĚďǇƚŚĞĞŶƚŝƌĞŽƌŐĂŶŝǌĂƚŝŽŶĨŽƌŵĂŶĚĂƚĞĚƚƌĂŝŶŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐĂŶĚ ĞůĞĐƚŝǀĞůĞĂƌŶŝŶŐƚŚĂƚĞŶŚĂŶĐĞƐĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞĂŶĚůĞĂĚĞƌƐŚŝƉƐŬŝůůƐ Telestaff: ^ĐŚĞĚƵůŝŶŐƐŽĨƚǁĂƌĞŵĂŝŶƚĞŶĂŶĐĞĞǆƉĞŶƐĞŝŶ^ŚĞƌŝĨĨĂŶĚ Ψϯϱ͕ϬϬϬ

Chesterfield County, VA ϲϵ FY2018BudgetFiveͲYearPlan

SCHOOLDIVISION FIVEǦYEARPLANSUMMARY

ANEXPLANATIONOFTHEFIVEǦYEARPLAN

Overview Beginning in FY2015, the County began developing a fiveǦyear plan to create a roadmap for the community’sfuturefundingpriorities.ThefollowingtableisthefiveǦyearplanapprovedbytheSchool BoardonFebruary28,2017.Subsequently,theCountyAdministrator’sproposedFY2018generalfund budgethasreǦenvisionedtheapproachrelatedtooutǦyearprogramenhancements,whichimpactsthe plandevelopedbytheSchoolBoard.Inshort,thegoalistoinstituteamoreconsistentmethodologyfor fundingbaselinecostincreasesforgeneralgovernmentoperationsandtheschooldivision,lettingany projectedresourcesavailable,afteraddressingcertainbaselinecosts,remainunallocated.Thatamount –ifavailable–couldthenbeusedtofundpriorityneedsasdeterminedbyacollectivedialoguebetween theBoardofSupervisors,theSchoolBoard,andthecommunity.Apreliminarybaselineschoolfunding model is included in the proposed County budget that adjusts for a proportionate share of salary increases,healthcareadjustments,VRSratechanges,andfullfundingtocontinuetheclasssizereduction initiative.Thatsaid,thisapproachispartofaprocessandthecomponentsofthefundingmodeland processforpriorityvettingandselectionwillundoubtedlyberefinedmovingforward.Asastartingpoint, thefollowingplandoesidentifypriorityoutǦyearenhancementsfortheschooldivisionthroughFY2022.

(PresentedaspreparedbyChesterfieldCountyPublicSchools)

DraftFiveͲYearPlanFY2018Ͳ2022 OperatingFund

FY2018 FY2019 FY2020 FY2021 FY2022 SchoolRevenue Amended Plan Plan Plan Plan >ŽĐĂů^ŽƵƌĐĞƐΨ ϭϬ͕ϭϴϴ͕ϭϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ ŽƵŶƚǇdƌĂŶƐĨĞƌͲEstimatedFY19ͲFY22 Ϯϴϭ͕Ϯϴϳ͕ϬϬϬ Ϯϴϲ͕ϯϳϭ͕ϰϬϬ Ϯϵϲ͕ϲϮϲ͕ϰϬϬ ϯϬϳ͕Ϯϵϰ͕ϲϬϬ ϯϭϴ͕Ϭϰϵ͕ϵϬϬ ĚũƵƐƚŵĞŶƚƐĨŽƌŚĂŶŐĞŝŶ^ŚĂƌĞĚ^ĞƌǀŝĐĞƐĐĐŽƵŶƚŝŶŐ WŽůŝĐĞ ;Ϯ͕ϭϯϴ͕ϬϬϬͿ WĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ ;Ϯ͕Ϭϰϯ͕ϯϬϬͿ /ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇ ;Ϯϵϯ͕ϮϬϬͿ ĐĐŽƵŶƚŝŶŐ ;ϳϮϮ͕ϴϬϬͿ /ŶƚĞƌŶĂůƵĚŝƚ ;ϵϱ͕ϵϬϬͿ WƵƌĐŚĂƐŝŶŐ ;ϵϴϲ͕ϲϬϬͿ /ŶƚĞƌĞƐƚ ϳϰ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ KŶĞͲƚŝŵĞĂƉŝƚĂů;ĨŽƌƚƚƌŝĐŬͿ ϰ͕ϴϱϬ͕ϬϬϬ WƌŝŽƌzĞĂƌ^ĂǀŝŶŐƐ ϳ͕Ϭϯϲ͕ϲϬϬ ϳ͕Ϭϱϱ͕ϰϬϬ ϰ͕Ϯϲϰ͕ϮϬϬ Ϯ͕ϮϮϴ͕ϮϬϬ ϭ͕ϭϯϬ͕ϳϬϬ ^ƚĂƚĞ^ĂůĞƐdĂǆ ϲϯ͕Ϯϭϵ͕ϰϬϬ ϲϰ͕ϰϴϯ͕ϴϬϬ ϲϱ͕ϳϳϯ͕ϱϬϬ ϲϳ͕Ϭϴϵ͕ϬϬϬ ϲϴ͕ϰϯϬ͕ϴϬϬ ^ƚĂƚĞ Ϯϲϰ͕ϬϯϮ͕ϳϬϬ ϮϳϬ͕ϯϯϴ͕ϯϭϭ Ϯϳϱ͕ϳϰϱ͕Ϭϯϵ Ϯϴϱ͕ϯϵϲ͕ϭϲϱ Ϯϵϭ͕ϭϬϰ͕ϭϮϭ DĞĚŝĐĂŝĚZĞŝŵďƵƌƐĞŵĞŶƚ ϭ͕ϮϬϬ͕ϬϬϬ ϭ͕ϮϱϬ͕ϬϬϬ ϭ͕ϮϱϬ͕ϬϬϬ ϭ͕ϮϱϬ͕ϬϬϬ ϭ͕ϮϱϬ͕ϬϬϬ &ĞĚĞƌĂů ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ TOTALREVENUE$ 621,177,200 $640,206,211 $659,216,439 $673,965,265 $690,672,821

ChesterfieldCounty,VA

ϳϬ FY2018 Budget Five-Year Plan

Draft Five-Year Plan FY2018-2022 Operating Fund School Expenditures FY2018 FY2019 FY2020 FY2021 FY2022 Baseline Increases Amended Plan Plan Plan Plan WƌŝŽƌzĞĂƌdŽƚĂůΨ ϱϵϳ͕ϰϮϮ͕ϳϬϬ Ψ ϲϮϭ͕ϭϳϳ͕ϮϬϬ ΨϲϰϬ͕ϮϬϲ͕Ϯϭϭ Ψϲϱϵ͕Ϯϭϲ͕ϰϯϵ Ψ ϲϳϯ͕ϵϲϱ͕Ϯϲϲ ,ĞĂůƚŚĐĂƌĞͲϳйĞŵƉůŽǇĞƌŝŶĐƌĞĂƐĞĂŶŶƵĂůůǇ Ϯ͕ϯϬϱ͕ϳϬϬ Ϯ͕ϰϲϳ͕ϭϬϬ Ϯ͕ϲϯϵ͕ϴϬϬ Ϯ͕ϴϮϰ͕ϲϬϬ ϯ͕ϬϮϮ͕ϯϬϬ sZ^ĂŶĚŽƚŚĞƌďĞŶĞĨŝƚĐŚĂŶŐĞƐ;ĨƌŽŵƌĂƚĞĐŚĂŶŐĞƐŽŶůǇͿ ϱ͕ϭϯϵ͕ϲϬϬ ϳϱϬ͕ϬϬϬ ŽƵŶƚǇƐĞƌǀŝĐĞĐŽƐƚƐ ;ϱ͕ϴϭϬ͕ϰϬϬͿ tŽƌŬĞƌƐŽŵƉĞŶƐĂƚŝŽŶ ^ƚƵĚĞŶƚ'ƌŽǁƚŚ;ϰϱ͘Ϯ&dƐͿ Ϯ͕ϱϴϱ͕ϬϬϬ &ƵƌŶŝƚƵƌĞĨŽƌ^ƚƵĚĞŶƚ'ƌŽǁƚŚ;ŽŶĞƚŝŵĞŝŶ&zϭϴͿ ϭϭϬ͕ϬϬϬ ;ϭϭϬ͕ϬϬϬͿ Ğďƚ^ĞƌǀŝĐĞ Ϯ͕ϯϵϮ͕ϲϬϬ Ϯ͕ϯϳϮ͕ϮϬϬ ;ϱϰϰ͕ϲϬϬͿ ϰϯϵ͕ϬϬϬ ;ϭ͕Ϭϵϭ͕ϳϬϬͿ WĂǇͲĂƐͲǇŽƵͲŐŽĂƉŝƚĂů&ƵŶĚŝŶŐ Ϯ͕ϴϳϬ͕ϭϬϬ ϯ͕ϭϰϱ͕ϵϬϬ ϱ͕ϰϯϰ͕ϬϬϬ ;ϯ͕ϱϳϵ͕ϵϬϬͿ ϰ͕Ϯϴϰ͕ϬϬϬ ĚĚŝƚŝŽŶĂů^ZWWĂǇŵĞŶƚ ϯ͕ϭϬϬ͕ϬϬϬ ϱϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ŚŝůĚƌĞŶΖƐ^ĞƌǀŝĐĞƐĐƚ Ϯϳϯ͕ϭϬϬ ϭϮϵ͕ϱϬϬ ϭϰϮ͕ϰϬϬ ϭϱϲ͕ϲϬϬ ϭϳϮ͕ϯϬϬ ZĞŐŝŽŶĂůƐĐŚŽŽůƐƚƵŝƚŝŽŶŝŶĐƌĞĂƐĞ ϳϭ͕ϰϬϬ ϳϴ͕ϱϰϬ ϴϲ͕ϯϵϰ ϵϱ͕Ϭϴϯ ϭϬϰ͕ϲϯϮ

School Expenditures FY2018 FY2019 FY2020 FY2021 FY2022 Baseline Increases Amended Plan Plan Plan Plan &ĂĐŝůŝƚŝĞƐƌĞͲŽƌŐƐĂǀŝŶŐƐ ;ϭ͕Ϯϱϴ͕ϬϬϬͿ ZĞĚƵĐƚŝŽŶŝŶƐƵƉƉŽƌƚƉŽƐŝƚŝŽŶƐƚŚƌŽƵŐŚĂƚƚƌŝƚŝŽŶ;Ͳϵ&dƐͿ ;ϱϬϬ͕ϬϬϬͿ KƚŚĞƌŚĂŶŐĞƐ;ĐƵƐƚŽĚŝĂů͕ƐĂůĂƌǇƐĂǀŝŶŐƐǇĞĂƌŽǀĞƌǇĞĂƌ͕ ĞƚĐ͘Ϳ ;Ϯ͕ϱϳϱ͕ϳϮϵͿ ;ϭ͕ϵϰϮ͕ϬϭϲͿ ;ϭ͕ϰϰϰ͕ϭϱϳͿ ;ϭ͕ϰϰϮ͕ϳϳϳͿ ZĞĂůŝŐŶŵĞŶƚŽĨƐĂůĂƌŝĞƐ ;ϯ͕ϱϯϭ͕ϴϬϬͿ ZĞŶĞǁĂůŽĨĐƵƐƚŽĚŝĂůĐŽŶƚƌĂĐƚ ϮϯϮ͕ϲϬϬ dƌĂŶƐƉŽƌƚĂƚŝŽŶĞŵƉůŽǇĞĞƌĞƚĞŶƚŝŽŶŝŶĐĞŶƚŝǀĞƐ ϭϳϰ͕ϰϬϬ ŽŶƚŝŶŐĞŶĐǇƌĞĚƵĐƚŝŽŶ ;ϭϴϴ͕ϲϬϬͿ dĞĐŚŶŝĐĂůĂĚũƵƐƚŵĞŶƚƐ;ϱ͘Ϯ&dƐͿ ;ϵϬ͕ϲϬϬͿ ĂƐĞůŝŶĞǆƉĞŶĚŝƚƵƌĞ/ŶĐƌĞĂƐĞ ϳ͕ϴϳϱ͕ϭϬϬ ϲ͕ϬϬϳ͕ϱϭϭ ϲ͕ϴϭϱ͕ϵϳϴ Ϯϰϭ͕ϮϮϲ ϲ͕Ϭϰϴ͕ϳϱϱ BASELINE SUBTOTAL$ 605,297,800 $ 627,184,711 $ 647,022,189 $ 659,457,665 $ 680,014,020 Program/Service Enhancements ĂƌůǇŽůůĞŐĞĐĂĚĞŵǇ;ϰ͘Ϯ&dƐ&zϭϴ͖ϰ͘Ϯ&dƐ&zϭϵ͖Ϯ &dƐ&zϮϬͿ ΨϮϵϲ͕ϵϬϬ ΨϮϵϱ͕ϬϬϬ ΨϭϵϬ͕ϱϬϬ ΨϮϴϮ͕ϬϬϬ ĂƌůǇŽůůĞŐĞĐĂĚĞŵǇ;ϭ&d&zϭϴ͖Ϯ͘Ϯ&dƐ&zϭϵ͖Ϯ͘Ϯ&dƐ &zϮϬ͕Ϯ͘Ϯ&dƐ&zϮϭͿ ϭϱϭ͕ϬϬϬ ϭϳϬ͕ϬϬϬ ϭϵϭ͕ϬϬϬ ϭϲϬ͕ϬϬϬ ZĞŵĞĚŝĂůƐƚƵĚǇƐŬŝůůƐƉƌŽŐƌĂŵͲ&ĂůůŝŶŐƌĞĞŬDŝĚĚůĞ^ĐŚŽŽů Funded through CEIS ϭϰϬ͕ϬϬϬ ǆƉĂŶƐŝŽŶͲΨϭϱ<ƉĞƌƐĐŚŽŽů͖ƵƌƚŝƐ͕ƌĞŶƐŚĂǁ͕,ĞŶŝŶŐ͕ 'ƌĂŶŐĞ,Ăůů͕ƌĞƐƚǁŽŽĚ͕,ŽƉŬŝŶƐFunded through CEIS - same schools ϵϬ͕ϬϬϬ ^ƚƵĚĞŶƚĨŽĐƵƐĞĚǁĞůůŶĞƐƐƉŽƐŝƚŝŽŶƐ;ϭƉĞƌ&zͿ ϱϳ͕ϰϬϬ ϱϳ͕ϰϬϬ ϱϳ͕ϰϬϬ ϱϳ͕ϰϬϬ ϱϳ͕ϰϬϬ &zϭϵͿ ϭϭϰ͕ϴϬϬ ϭϳϮ͕ϮϬϬ ^ĐŚŽŽůďĂƐĞĚĚŝƐĐƌĞƚŝŽŶĂƌǇƐƉĞŶĚŝŶŐ ϯϲϱ͕ϵϬϬ /ŶƚĞƌƉƌĞƚĞƌƐĞƌǀŝĐĞƐĨŽƌĚƵůƚĚƵĐĂƚŝŽŶŚĞĂƌŝŶŐŝŵƉĂŝƌĞĚ ƐƚƵĚĞŶƚƐ ϭϬ͕ϬϬϬ ŽŽƌĚŝŶĂƚŽƌ͕^K>ͬt͊^ͬW^dͬ^dͬWĐĂĚĞŵǇ ϵϱ͕ϬϬϬ &ƵƚƵƌĞEĞĞĚƐ ϭϭϱ͕ϬϬϬ Ϯ͕ϮϬϱ͕ϬϬϬ ϭϴϬ͕ϬϬϬ &ƵƚƵƌĞEĞĞĚƐ ϭϭϰ͕ϱϬϬ Ϯ͕ϯϮϳ͕ϬϬϬ ϭϴϬ͕ϬϬϬ ^ĂůĂƌǇĚũƵƐƚŵĞŶƚƐ;ϮйĂŶŶƵĂůůǇͿ ϳ͕ϳϴϱ͕ϮϬϬ ϳ͕ϵϰϬ͕ϵϬϬ ϴ͕Ϭϵϵ͕ϳϬϬ ϴ͕Ϯϲϭ͕ϳϬϬ ϴ͕ϰϮϲ͕ϵϬϬ ĚĚŝƚŝŽŶĂůWdZZĞĚƵĐƚŝŽŶƐ;ĂƉƉƌŽǆŝŵĂƚĞůǇϮϴ&dƐĞĂĐŚ ǇĞĂƌͿ ϭ͕ϲϯϱ͕ϬϬϬ ϭ͕ϲϯϮ͕ϬϬϬ ϭ͕ϲϲϰ͕ϲϰϵ ϭ͕ϲϵϳ͕ϵϬϬ ϭ͕ϳϯϭ͕ϵϬϬ ŝŐŝƚĂůĐƵƌƌŝĐƵůƵŵ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ƵƐ&ůĞĞƚZĞƉůĂĐĞŵĞŶƚ ϮϱϬ͕ϬϬϬ ϮϱϬ͕ϬϬϬ ϮϱϬ͕ϬϬϬ KZs;ϮϵƐƚƵĚĞŶƚƐͿ Ϯϴϭ͕ϯϬϬ ϭϵϴ͕ϬϬϬ ϭϵϴ͕ϬϬϬ ůĞŵĞŶƚĂƌǇƐƉĞĐŝĂůĞĚƵĐĂƚŝŽŶĐŽŽƌĚŝŶĂƚŽƌƐ;ϭϯ&dƐ&zϭϳ͖ ϭϬ&dƐ&zϭϴͿ ϱϳϮ͕ϱϬϬ

Chesterfield County, VA

ϳϭ FY2018 Budget Five-Year Plan

Draft Five-Year Plan FY2018-2022 Operating Fund School Expenditures FY2018 FY2019 FY2020 FY2021 FY2022 Program/Service Enhancements Amended Plan Plan Plan Plan WŚŽĞŶŝǆWƌŽŐƌĂŵ;ůƚĞƌŶĂƚŝǀĞĚƵĐĂƚŝŽŶ;Ϯ͘ϰ&dƐ&zϭϴ͕ϯ͘Ϭ &dƐ&zϭϵĂŶĚϮ&dƐ&zϮϬͿ ΨϭϰϬ͕ϱϬϬ Ψϭϵϵ͕ϱϬϬ ΨϭϮϱ͕ϰϬϬ ^ƚƵĚĞŶƚǁĞůůŶĞƐƐŽƉĞƌĂƚŝŶŐƐƵƉƉůŝĞƐ ϭϭ͕ϮϱϬ ŽŽƌĚŝŶĂƚĞĚĂƌůǇ/ŶƚĞƌǀĞŶŝŶŐ^ĞƌǀŝĐĞƐ;/^ͿƐĞƚͲĂƐŝĚĞ ŝŵƉĂĐƚĨŽƌŽƉĞƌĂƚŝŶŐĨƵŶĚ;Ϯϳ&dƐͿ ϭ͕ϲϰϱ͕ϵϬϬ ^K>ͬ^dͬWͬt͊^ĐĂĚĞŵŝĞƐ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ĚĚŝƚŝŽŶŽĨŶƵƌƐĞƉŽƐŝƚŝŽŶƐͲŽŶĞƉĞƌƐĐŚŽŽů;ϵ&dƐ&zϭϴ͖ ϭϬ&dƐ&zϮϬ͖ϭϬ&dƐ&zϮϭͿ ϳϮϴ͕ϳϬϬ ϴϭϯ͕ϬϬϬ ϴϭϯ͕ϬϬϬ ZĞĚƵĐƚŝŽŶŽĨϭͬϮĐůŝŶŝĐĂŝĚĞƉŽƐŝƚŝŽŶƐƚŚƌŽƵŐŚĂƚƚƌŝƚŝŽŶ;Ͳϵ &dƐ&zϭϴ͖ͲϮϯ&dƐ&zϮϬͿ ;ϮϬϳ͕ϯϬϬͿ ;ϱϮϵ͕ϵϬϬͿ ^ĐŚŽŽůƐƚĂƌƚŝŶŐƚŝŵĞƐ;ŽŶŐŽŝŶŐĐŽƐƚƐͿ;Ϯϱ&dƐ&zϭϵͿ ϱϬϬ͕ϬϬϬ ϭ͕ϮϬϬ͕ϬϬϬ ^ƉĞĐŝĂůĚƵĐĂƚŝŽŶDƵƐŝĐĂŶĚƌƚWƌŽŐƌĂŵ;ϯ͘ϱ&dƐͿ ϮϭϮ͕ϲϬϬ ^ƚƌĂƚĞŐŝĐƐĂůĂƌǇĂĚũƵƐƚŵĞŶƚƐͲƐĐŚŽŽůůĞǀĞůůĞĂĚĞƌƐŚŝƉ ϵϱϴ͕ϵϬϬ ŽĂĐŚŝŶŐƐƵƉƉůĞŵĞŶƚƐͲůĂĐƌŽƐƐĞĂŶĚƐǁŝŵ ϭϳϭ͕ϲϬϬ ZĞĐůĂƐƐŝĨǇƚĞĐŚŶŽůŽŐǇƌĞƐŽƵƌĐĞĂƐƐŝƐƚĂŶƚ;dZͿƉŽƐŝƚŝŽŶƐƚŽ ^dDƚĞĂĐŚĞƌƐͲĐŽĨĨ͕ŶŽŶ͕ƚƚƌŝĐŬ͕tŽŽůƌŝĚŐĞĂŶĚ^ƉƌŝŶŐ ZƵŶůĞŵĞŶƚĂƌǇ^ĐŚŽŽůƐ ϭϰϰ͕ϳϬϬ ĂƌƚŚ^ĐŝĞŶĐĞĐƵƌƌŝĐƵůƵŵĨŽƌŵŝĚĚůĞƐĐŚŽŽůƐ ϲϬ͕ϬϬϬ ůĞŵĞŶƚĂƌǇ^ĐŚŽŽů^ĐŝĞŶĐĞ<ŝƚZĞƉůĂĐĞŵĞŶƚƐ ϰϮ͕ϬϬϬ DƵƐŝĐĂů/ŶƐƚƌƵŵĞŶƚZĞƉůĂĐĞŵĞŶƚ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ZĞĐůĂƐƐŝĨǇůĞŐĂůĂƐƐŝƐƚĂŶƚƉŽƐŝƚŝŽŶƚŽĂƚƚŽƌŶĞǇƉŽƐŝƚŝŽŶ ϰϴ͕ϵϬϬ ZŝĐŚŵŽŶĚĂůůĞƚ͕WĂƌƚŶĞƌƐŝŶƚŚĞƌƚƐ͕ZŝĐŚŵŽŶĚ^ǇŵƉŚŽŶǇ ĐŽŶƚƌĂĐƚŝŶĐƌĞĂƐĞƐ ϮϬ͕ϬϬϬ WƌŽũĞĐƚďĂƐĞĚůĞĂƌŶŝŶŐŽƉĞƌĂƚŝŶŐƐƵƉƉůŝĞƐ ϭϭ͕ϮϱϬ ƵĂůĞŶƌŽůůŵĞŶƚƐƵƉƉŽƌƚĨŽƌdƉƌŽŐƌĂŵƐ ϭϬ͕ϬϬϬ ZĞŐŝŽŶĂůĐĂƌĞĞƌĞǆƉůŽƌĂƚŝŽŶƉƌŽŐƌĂŵ ϳ͕ϱϬϬ ŽŵŵƵŶŝƚǇŵĂŬĞƌƐƉĂĐĞƐƚĂĨĨŝŶŐͲŝƌĚ,ŝŐŚ^ĐŚŽŽů ϲ͕ϬϬϬ ĐŽŶŽŵŝĐƐĂŶĚƉĞƌƐŽŶĂůĨŝŶĂŶĐĞŝŶƐƚƌƵĐƚŝŽŶƌĞƐŽƵƌĐĞƐ ϰ͕ϱϬϬ ůĞŵĞŶƚĂƌǇŐŝĨƚĞĚƐĐƌĞĞŶŝŶŐƚŽŽůƉŝůŽƚ ϭ͕ϳϬϬ /ŶŶŽǀĂƚŝŽŶŐƌĂŶƚƐ ϯϬϬ͕ϬϬϬ ϯϬϬ͕ϬϬϬ ϯϬϬ͕ϬϬϬ KƉĞŶŝŶŐDŝĚůŽƚŚŝĂŶĂƌĞĂĞůĞŵĞŶƚĂƌǇƐĐŚŽŽů;Ϯ&dƐ&zϭϵ͖ Ϯϭ&dƐ&zϮϬͿ ϭϲϱ͕ϵϬϬ ϴϮϮ͕ϵϬϬ ^ƚĂĨĨĐŽŵƉƵƚĞƌƌĞƉůĂĐĞŵĞŶƚƐ ϴϬϯ͕ϬϬϬ ϴϬϯ͕ϬϬϬ dĂƌŐĞƚĞĚ/ŶƐƚƌƵĐƚŝŽŶĂŶĚƚƚĞŶĚĂŶĐĞ^ƵƉƉŽƌƚ;ϭϯ&dƐͿ DŝĚĚůĞ^ĐŚŽŽůĚŵŝŶŝƐƚƌĂƚŝǀĞƐƐŝƐƚĂŶƚƐ;ϰ&dƐͿ ,ŝŐŚ^ĐŚŽŽůĞĂŶ;ϭ&dͿ School Expenditures FY2018 FY2019 FY2020 FY2021 FY2022 Baseline Increases Amended Plan Plan Plan Plan ĚĚŝƚŝŽŶĂůĐŽůůĂďŽƌĂƚŝǀĞƚĞĂĐŚŝŶŐƐƚĂĨĨ;ŵŝĚĚůĞƐĐŚŽŽůƐͿ;ϭϱ &dƐͿ ŽůůĞŐĞĂŶĚĂƌĞĞƌZĞĂĚŝŶĞƐƐ;ϭ&dͿ WĞƌŵĂŶĞŶƚƐƵďƐƚŝƚƵƚĞƐ;ĐŽŶƚŝŶƵĂƚŝŽŶŽĨ&zϭϲĨƵŶĚŝŶŐͿ;ϱ &dƐͿ ,ĞĂĚƐƚĂƌƚƐƵƉƉŽƌƚ;ϭ&dͿ &ŝŶĂŶĐĞWŽƐŝƚŝŽŶƐĨŽƌ/Z^ZĞƉŽƌƚŝŶŐZĞƋƵŝƌĞŵĞŶƚƐ;Ϯ&dƐͿ ŽŶƚŝŶƵĞĚƌĞƐƚŽƌĂƚŝŽŶŽĨĞůĞŵĞŶƚĂƌǇƐƚŝƉĞŶĚƐ ĚĚŝƚŝŽŶĂůϭйƉĂǇƌĂŝƐĞ;&zϭϳKE>zͿ ŶŚĂŶĐĞĚǆƉĞŶĚŝƚƵƌĞ/ŶĐƌĞĂƐĞΨ ϭϱ͕ϴϳϵ͕ϰϬϬ Ψ ϭϯ͕ϬϮϭ͕ϱϬϬ Ψ ϭϮ͕ϭϵϰ͕ϮϱϬ Ψ ϭϰ͕ϱϬϳ͕ϲϬϬ Ψ ϭϬ͕ϲϱϴ͕ϴϬϬ

TOTAL EXPENDITURES (Base + Enhanced)$ 621,177,200 $ 640,206,211 $ 659,216,439 $ 673,965,266 $ 690,672,821 Total (Deficit)/Surplus$ - $(0) $ (0)$ (0)$ (0)

Chesterfield County, VA

ϳϮ FY2018BudgetFiveͲYearPlan

&zϮϬϭϴŶŚĂŶĐĞŵĞŶƚĞƚĂŝůƐ ĞůŽǁŝƐĂƐĂŵƉůŝŶŐŽĨƉƌŽŐƌĂŵͬƐĞƌǀŝĐĞĞŶŚĂŶĐĞŵĞŶƚƐŝŶĐůƵĚĞĚŝŶƚŚĞ&zϮϬϭϴW^ďƵĚŐĞƚ͘ĐŽŵƉƌĞŚĞŶƐŝǀĞůŝƐƚŝŶŐĐĂŶďĞ ĨŽƵŶĚĂƚŚƚƚƉ͗ͬͬŵǇĐŚĞƐƚĞƌĨŝĞůĚƐĐŚŽŽůƐ͘ĐŽŵ͘ ŶŚĂŶĐĞĐĂĚĞŵŝĐ^ƵƉƉŽƌƚ dŚĞƐĞŝŶŝƚŝĂƚŝǀĞƐ͕ŝŶĐůƵĚĞĚŝŶƚŚĞ&zϮϬϭϴŽƉĞƌĂƚŝŶŐďƵĚŐĞƚ͕ǁŝůůĂůůŽǁW^ƚŽĐŽŶƚŝŶƵĞƚŽƐƵƉƉŽƌƚĂŶĚĞǆƉĂŶĚĂĐĂĚĞŵŝĐ ƉƌŽŐƌĂŵƐ͘

FY2018Program/ServiceEnhancements Expenditure FTEs PupilͲTeacherRatioReduction $1,635,000 28 dŚĞĞĨĨŽƌƚƚŽƌĞĚƵĐĞĐůĂƐƐƐŝǌĞƐĐŽŶƚŝŶƵĞƐŝŶ&zϭϴĂŶĚƌĞŵĂŝŶƐĂĨŝǆƚƵƌĞŝŶƚŚĞĨŝǀĞͲǇĞĂƌƉůĂŶƚŚĂƚŐƵŝĚĞƐďƵĚŐĞƚĚĞǀĞůŽƉŵĞŶƚ͘ dĞĂĐŚŝŶŐƉŽƐŝƚŝŽŶƐǁŝůůďĞƐƚƌĂƚĞŐŝĐĂůůǇĂĚĚĞĚƚŽĞŶŚĂŶĐĞŝŶƐƚƌƵĐƚŝŽŶĂŶĚƌĞŵĂŝŶŝŶĐŽŵƉůŝĂŶĐĞǁŝƚŚƐƚĂĨĨŝŶŐƐƚĂŶĚĂƌĚƐ͘

EarlyCollegeCareerAcademy $151,000 1 /ŶƉĂƌƚŶĞƌƐŚŝƉǁŝƚŚ:ŽŚŶdǇůĞƌŽŵŵƵŶŝƚǇŽůůĞŐĞ͕ƚŚŝƐƉƌŽŐƌĂŵƌĞŝŶǀĞŶƚƐƚŚĞŚŝŐŚƐĐŚŽŽůĞǆƉĞƌŝĞŶĐĞďǇĂůůŽǁŝŶŐŝŶƚĞƌĞƐƚĞĚ ŚŝŐŚƐĐŚŽŽůƐƚƵĚĞŶƚƐƚŽĐŽŵƉůĞƚĞĐŽƵƌƐĞǁŽƌŬƚŚĂƚǁŽƵůĚĂůůŽǁƚŚĞŵƚŽŐƌĂĚƵĂƚĞĨƌŽŵŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇǁŝƚŚĂŚŝŐŚ ƐĐŚŽŽůĚŝƉůŽŵĂĂŶĚĂƚǁŽͲǇĞĂƌĂƐƐŽĐŝĂƚĞ͛ƐĚĞŐƌĞĞ͘ CodeRVA $281,300 Ͳ ŽĚĞZsŝƐĂŶĞǁƌĞŐŝŽŶĂůƐĐŚŽŽůĨŽĐƵƐĞĚŽŶƵƚŝůŝǌŝŶŐϮϭƐƚĐĞŶƚƵƌǇŝŶƐƚƌƵĐƚŝŽŶĂůƚĞĐŚŶŝƋƵĞƐƚŽĐƌĞĂƚĞĂŵŽƌĞŝŶĚŝǀŝĚƵĂůŝǌĞĚ ĂƉƉƌŽĂĐŚƚŽůĞĂƌŶŝŶŐ͘KŶůŝŶĞͬǀŝƌƚƵĂůůĞĂƌŶŝŶŐǁŝůůďĞĞŶƌŝĐŚĞĚďǇƐŵĂůůŐƌŽƵƉŝŶƐƚƌƵĐƚŝŽŶĂŶĚĨƌĞƋƵĞŶƚĐŽůůĂďŽƌĂƚŝǀĞWƌŽũĞĐƚͲ ĂƐĞĚ>ĞĂƌŶŝŶŐW>ŽƉƉŽƌƚƵŶŝƚŝĞƐĚĞƐŝŐŶĞĚĂŶĚĨĂĐŝůŝƚĂƚĞĚďǇƚĞĂĐŚĞƌƐĂŶĚŝŶĚƵƐƚƌǇĞǆƉĞƌƚƐ͘dŚĞŐŽĂůŝƐĨŽƌƉƵďůŝĐĞĚƵĐĂƚŝŽŶ ƚŽďĞƚƚĞƌŵĞĞƚƚŚĞďƵƐŝŶĞƐƐĐŽŵŵƵŶŝƚǇ͛ƐŶĞĞĚĨŽƌŵŽƌĞĐŽŵƉƵƚĞƌƐĐŝĞŶĐĞƉƌŽĨĞƐƐŝŽŶĂůƐ͘&ƵŶĚŝŶŐŝƐƉƌŽǀŝĚĞĚĨŽƌϮϵƐƚƵĚĞŶƚƐ ŝŶ&zϭϴ͕ǁŝƚŚĂĚĚŝƚŝŽŶĂůƐƚƵĚĞŶƚƐĂĚĚĞĚŝŶďŽƚŚ&zϭϵĂŶĚ&zϮϬ͘

AlternativeEducationProgram(PhoenixProgram) $140,500 2.4 &ƵŶĚŝŶŐŝƐƉƌŽǀŝĚĞĚĨŽƌƚŚĞĐƌĞĂƚŝŽŶŽĨĂĐŽŵƉƌĞŚĞŶƐŝǀĞĂůƚĞƌŶĂƚŝǀĞĞĚƵĐĂƚŝŽŶƉƌŽŐƌĂŵǁŝƚŚƚŚĞŐŽĂůŽĨĂůůŽǁŝŶŐĂůůƐƚƵĚĞŶƚƐ ƚŽĂĐŚŝĞǀĞĂĐĂĚĞŵŝĐƐƵĐĐĞƐƐ͘dŚĞƉƌŽŐƌĂŵǁŝůůĞŶŐĂŐĞƐƚƵĚĞŶƚƐǁŚŽŚĂǀĞŶŽƚďĞĞŶĞŶŐĂŐĞĚŝŶĂƚƌĂĚŝƚŝŽŶĂůĞĚƵĐĂƚŝŽŶĂů ĞŶǀŝƌŽŶŵĞŶƚ ƚŚƌŽƵŐŚ ŝŶĚŝǀŝĚƵĂůŝǌĞĚ ĞŶŐĂŐĞŵĞŶƚ ĂŶĚ ŝŶŶŽǀĂƚŝŽŶ͘ &ƵŶĚŝŶŐ ŝƐ ƉƌŽǀŝĚĞĚ ŝŶ &zϭϴ͕ &zϭϵ͕ ĂŶĚ &zϮϬ ƚŽ ĨƵůůǇ ŝŵƉůĞŵĞŶƚƚŚĞƉƌŽŐƌĂŵ͘ BusDriverSalaries $500,000 Ͳ dŚĞ&zϭϴďƵĚŐĞƚĐŽŶƚĂŝŶƐĨƵŶĚƐĨŽƌƐĂůĂƌǇĂĚũƵƐƚŵĞŶƚƐĨŽƌďƵƐĚƌŝǀĞƌƐƚŽĂŝĚŝŶƌĞĐƌƵŝƚŵĞŶƚĂŶĚƌĞƚĞŶƚŝŽŶ͘ SpecialEducationArtandMusicProgram $212,600 3.5 dŚŝƐƉƌŽŐƌĂŵƉƌŽǀŝĚĞƐĂŶĞǁĞůĞĐƚŝǀĞŽƉƉŽƌƚƵŶŝƚǇĨŽƌƐƉĞĐŝĂůĞĚƵĐĂƚŝŽŶƐƚƵĚĞŶƚƐ͘&ƵŶĚŝŶŐŝƐƉƌŽǀŝĚĞĚƚŽƐƵƉƉŽƌƚĂŶĂƌƚĂŶĚ ŵƵƐŝĐƉƌŽŐƌĂŵĂƚĂůůƐĞĐŽŶĚĂƌǇƐĐŚŽŽůƐ͘

SpecialEducationCoordinators $572,500 10 dŚĞ &zϭϴ ďƵĚŐĞƚ ƉƌŽǀŝĚĞƐ ĨƵŶĚŝŶŐ ƚŽ ƐƵƉƉŽƌƚ ƚŚĞ ƐĞĐŽŶĚ ƉĂƌƚ ŽĨ Ă ƚǁŽͲǇĞĂƌ ŝŶŝƚŝĂƚŝǀĞ ƚŽ ƉƌŽǀŝĚĞ ƐƉĞĐŝĂů ĞĚƵĐĂƚŝŽŶ ĐŽŽƌĚŝŶĂƚŽƌƐĞƌǀŝĐĞƐƚŽĞĂĐŚĞůĞŵĞŶƚĂƌǇƐĐŚŽŽů͘dŚŝƐǁŽƌŬǁŝůůĂƐƐŝƐƚŝŶďĞƚƚĞƌƐĞƌǀŝŶŐƐƚƵĚĞŶƚƐŝĚĞŶƚŝĨŝĞĚǁŝƚŚƐƉĞĐŝĂůŶĞĞĚƐ ĂŶĚĂůƐŽǁŝůůĂůůŽǁƐĐŚŽŽůͲďĂƐĞĚůĞĂĚĞƌƐƚŽŵŽƌĞĚŝƌĞĐƚůǇƐƵƉƉŽƌƚĐůĂƐƐƌŽŽŵŝŶƐƚƌƵĐƚŝŽŶ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϳϯ FY2018 Budget Five-Year Plan

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FY2018 Program/Service Enhancements Expenditure FTEs School Nurses $728,700 9 &ƵŶĚŝŶŐŝƐŝŶĐůƵĚĞĚƚŽƉƌŽǀŝĚĞĂŶƵƌƐĞŝŶĞǀĞƌǇƐĐŚŽŽů͘&ƵůůŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨƚŚĞƉůĂŶǁŝůůŽĐĐƵƌŝŶ&zϮϭ͘hŶƚŝůƚŚĂƚƚŝŵĞ͕ ŶƵƌƐĞƐǁŝůůďĞĂůůŽĐĂƚĞĚďĂƐĞĚŽŶĂƐĐŚŽŽů͛ƐĞŶƌŽůůŵĞŶƚ͘;ZĞĚƵĐƚŝŽŶŽĨĐůŝŶŝĐĂŝĚĞƉŽƐŝƚŝŽŶƐƚŚƌŽƵŐŚĂƚƚƌŝƚŝŽŶŝŶ&zϭϴĐŽƵůĚ ƉŽƚĞŶƚŝĂůůǇƐĂǀĞΨϮϬϳ͕ϯϬϬ͖ŶĞƚ&dŝŶĐƌĞĂƐĞĐŽƵůĚƉŽƚĞŶƚŝĂůůǇďĞǌĞƌŽ͘Ϳ

School Bus Replacement $250,000 - dŚĞƐĐŚŽŽůďƵƐƌĞƉůĂĐĞŵĞŶƚƉƌŽŐƌĂŵǁŝůůĐŽŶƚŝŶƵĞƚŽƌĞĐĞŝǀĞĨƵŶĚŝŶŐŝŶ&zϭϴǁŝƚŚƚŚĞŐŽĂůŽĨƌĞƉůĂĐŝŶŐŽůĚĞƌďƵƐĞƐŝŶƚŚĞ ĨůĞĞƚŽŶĂƌŽƵƚŝŶĞĐǇĐůĞ͘

Safety Enhancements $400,000 - dŚĞĐĂƉŝƚĂůďƵĚŐĞƚĐŽŶƚĂŝŶƐĨƵŶĚŝŶŐƚŽƌĞƉůĂĐĞĞǆƚĞƌŝŽƌĚŽŽƌƐĂƚŵĂŶǇŽĨW^ĨĂĐŝůŝƚŝĞƐĂŶĚĨƵŶĚŝŶŐĨŽƌŝŵƉƌŽǀĞĚĨŝƌĞƐĂĨĞƚǇ ĞĨĨŽƌƚƐ͘ůƚŚŽƵŐŚĨƵŶĚĞĚŝŶƚŚĞĐĂƉŝƚĂůďƵĚŐĞƚ͕ƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĐŽŶƚĂŝŶƐĂĚĚŝƚŝŽŶĂůĚĞďƚƉĂǇŵĞŶƚƐƚŽƐƵƉƉŽƌƚƚŚŝƐ ŝŶŝƚŝĂƚŝǀĞ͘

ZĞƚĂŝŶsĂůƵĞĚ^ƚĂĨĨ ĚƵĐĂƚŝŽŶŝƐĂƉĞŽƉůĞŝŶƚĞŶƐŝǀĞďƵƐŝŶĞƐƐ͘dŚĞ^ĐŚŽŽůŽĂƌĚƌĞĐŽŐŶŝǌĞƐƚŚĞŝŵƉŽƌƚĂŶĐĞŽĨĂƚƚƌĂĐƚŝŶŐĂŶĚƌĞƚĂŝŶŝŶŐƚŚĞďĞƐƚ ĞĚƵĐĂƚŽƌƐĂŶĚƐƵƉƉŽƌƚƐƚĂĨĨŵĞŵďĞƌƐƉŽƐƐŝďůĞ͘ƐĂĚŝƐƉůĂǇŽĨƚŚĂƚƐƵƉƉŽƌƚ͕ƚŚĞĂƉƉƌŽǀĞĚďƵĚŐĞƚĐŽŶƚĂŝŶƐŶĞĂƌůǇΨϮϬŵŝůůŝŽŶ ŽĨĞŵƉůŽǇĞĞͲďĂƐĞĚĞŶŚĂŶĐĞŵĞŶƚƐ͘

FY2018 Program/Service Enhancements Expenditure FTEs Pay Increase $7,785,200 - dŚĞĂƉƉƌŽǀĞĚďƵĚŐĞƚĐŽŶƚĂŝŶƐĂϮƉĞƌĐĞŶƚƉĂǇŝŶĐƌĞĂƐĞĨŽƌĂůůĞůŝŐŝďůĞĞŵƉůŽǇĞĞƐ͘dŚĞĨŝǀĞͲǇĞĂƌƉůĂŶŝŶĐůƵĚĞƐĂϮƉĞƌĐĞŶƚ ƐĂůĂƌǇŝŶĐƌĞĂƐĞĨŽƌĞĂĐŚŽĨƚŚĞĨŝǀĞǇĞĂƌƐ͘

Employee Benefits $7,445,300 - &ƵŶĚŝŶŐŝƐƉƌŽǀŝĚĞĚĨŽƌŝŶĐƌĞĂƐĞĚƉĂǇŵĞŶƚƐƚŽƚŚĞsŝƌŐŝŶŝĂZĞƚŝƌĞŵĞŶƚ^ǇƐƚĞŵĂŶĚĂŶƚŝĐŝƉĂƚĞĚŝŶĐƌĞĂƐĞƐŝŶƚŚĞĞŵƉůŽǇĞƌ ŚĞĂůƚŚŝŶƐƵƌĂŶĐĞƉĂǇŵĞŶƚƐ͘

Supplemental Retirement Plan $3,100,000 - dŚĞ ^ZW ŝƐ Ă ƌĞƚŝƌĞŵĞŶƚ ƉůĂŶ ƚŚĂƚ ŚĂƐ ĞǆŝƐƚĞĚ ĨŽƌ ŵŽƌĞ ƚŚĂŶ ϮϬ ǇĞĂƌƐ͘dŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶŚĂƐƌĞĐĞŶƚůǇǁŽƌŬĞĚǁŝƚŚĂ ĐŽŵŵŝƚƚĞĞŽĨĞŵƉůŽǇĞĞƐ͕ĂŶĂĐƚƵĂƌǇĂŶĚŽƵƚƐŝĚĞůĞŐĂůĐŽƵŶƐĞůƚŽĚĞǀĞůŽƉĂƉƌŽŐƌĂŵĂŶĚĨƵŶĚŝŶŐŵŽĚĞůƚŚĂƚƐĞĞŬƐƚŽ ƉƌŽǀŝĚĞƚŚĞĨŝŶĂŶĐŝĂůǀŝĂďŝůŝƚǇŽĨƚŚĞƉƌŽŐƌĂŵĨŽƌĂůůƋƵĂůŝĨǇŝŶŐĞŵƉůŽǇĞĞƐ͘/ŶĂŶƚŝĐŝƉĂƚŝŽŶŽĨƚŚĞƌĞƐƵůƚƐĨƌŽŵƚŚĂƚǁŽƌŬ͕ƚŚĞ ĂƉƉƌŽǀĞĚďƵĚŐĞƚĐŽŶƚĂŝŶƐĨƵŶĚƐƚŽŵĞĞƚƚŚĞĂŶƚŝĐŝƉĂƚĞĚŝŶĐƌĞĂƐĞƚŽƚŚĞƉƌŽŐƌĂŵ͘ĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐŝƐĂůƐŽƉƌŽǀŝĚĞĚŝŶ ĞĂĐŚǇĞĂƌŽĨƚŚĞĨŝǀĞͲǇĞĂƌƉƌŽŐƌĂŵ͘

Strategic Adjustments for School Level Leadership $958,900 - ^ĐŚŽŽůůĞǀĞůůĞĂĚĞƌƐŚŝƉŝƐĂǀŝƚĂůĐŽŵƉŽŶĞŶƚŽĨƚŚĞŝŶƐƚƌƵĐƚŝŽŶĂůƉƌŽŐƌĂŵĚĞůŝǀĞƌĞĚƚŽW^ƐƚƵĚĞŶƚƐ͘/ŶƌĞĐĞŶƚǇĞĂƌƐƚŚĞ ĚŝǀŝƐŝŽŶŚĂƐĞǆƉĞƌŝĞŶĐĞĚĚŝĨĨŝĐƵůƚǇŝŶďŽƚŚĂƚƚƌĂĐƚŝŶŐĂŶĚƌĞƚĂŝŶŝŶŐƚŚĞƐĞůĞĂĚĞƌƐƚŽƚŚĞĚŝǀŝƐŝŽŶ͘dŚĞ&zϭϴĂƉƉƌŽǀĞĚďƵĚŐĞƚ ĐŽŶƚĂŝŶƐĨƵŶĚƐƚŽŵĂŬĞƉŽƐŝƚŝŽŶƐŵŽƌĞĂƚƚƌĂĐƚŝǀĞŝŶĐŽŵƉĂƌŝƐŽŶƚŽƚŚĞƉƌŝŵĂƌǇĞŵƉůŽǇŵĞŶƚĐŽŵƉĞƚŝƚŽƌŝŶƚŚĞƌĞŐŝŽŶ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϳϰ FY2018 Budget Five-Year Plan

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ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϳϱ ϳϲ FY2018 Budget

DEPARTMENTAL SUMMARIES

FY2018 BUDGET

The following sections provide financial summaries for all County departments. Each departmental summary details that area’s proposed budget total for FY2018, changes from the previous year, staffing levels, a financial breakdown by program, and various programmatic and financial highlights and/or variance explanations. Changes to funding and staffing levels will vary from area to area depending on a variety of factors such as the aforementioned structural adjustments, organizational changes, and new dollars invested for FY2018. That said – as shown on the chart below – the aggregate cost of general government operations on a real, per capita basis is generally unchanged for the seventh consecutive year.

Moreover, the out years of this plan (shown in orange) expect that trend to continue even while making progress on a number of key initiatives. The departments are presented in alphabetic order.

Real, per capita Cost of General Fund Operations Ψϯ͕ϬϬϬ

ΨϮ͕ϱϬϬ

ΨϮ͕ϬϬϬ

Ψϭ͕ϱϬϬ

Ψϭ͕ϬϬϬ

ΨϱϬϬ

ΨͲ ϭϵϵϯ ϭϵϵϰ ϭϵϵϱ ϭϵϵϲ ϭϵϵϳ ϭϵϵϴ ϭϵϵϵ ϮϬϬϬ ϮϬϬϭ ϮϬϬϮ ϮϬϬϯ ϮϬϬϰ ϮϬϬϱ ϮϬϬϲ ϮϬϬϳ ϮϬϬϴ ϮϬϬϵ ϮϬϭϬ ϮϬϭϭ ϮϬϭϮ ϮϬϭϯ ϮϬϭϰ ϮϬϭϱ ϮϬϭϲ ϮϬϭϳ ϮϬϭϴ ϮϬϭϵ ϮϬϮϬ ϮϬϮϭ ϮϬϮϮ

ϳϳ FY2018 Budget Departmental Summaries

ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ

Financial Summary FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed YoY Change Projected Projected Projected Projected

WĞƌƐŽŶŶĞů Ψϰ͕ϰϯϬ͕ϲϬϭ Ψϰ͕ϰϳϮ͕ϳϬϬ Ψϰ͕ϰϭϳ͕ϯϬϬ Ͳϭ͘Ϯй Ψϰ͕ϱϬϲ͕ϰϬϬ Ψϰ͕ϲϭϴ͕ϴϬϬ Ψϰ͕ϳϯϱ͕ϮϬϬ Ψϰ͕ϴϱϱ͕ϱϬϬ KƉĞƌĂƚŝŶŐ ϰϯϲ͕Ϯϵϳ ϰϱϮ͕ϲϬϬ ϰϱϴ͕ϬϬϬ ϭ͘Ϯй ϲϭϯ͕ϱϬϬ ϲϭϯ͕ϱϬϬ ϲϭϯ͕ϱϬϬ ϲϭϯ͕ϱϬϬ ĂƉŝƚĂů Ͳ ϮϮ͕ϯϬϬ ϮϮ͕ϯϬϬ ŶͬĂ ϮϮ͕ϯϬϬ ϮϮ͕ϯϬϬ ϮϮ͕ϯϬϬ ϮϮ͕ϯϬϬ ϱzƌWůĂŶ Ͳ Ͳ ϭϱϱ͕ϱϬϬ ϭϬϬ͘Ϭй Ͳ Ͳ Ͳ Ͳ Total $4,866,898 $4,947,600 $5,053,100 2.1% $5,142,200 $5,254,600 $5,371,000 $5,491,300 ZĞǀĞŶƵĞ Ψϰ͕ϱϰϰ͕Ϭϵϭ Ψϰ͕Ϭϵϭ͕ϴϬϬ Ψϰ͕ϯϮϯ͕ϴϬϬ ϱ͘ϳй Ψϰ͕ϯϳϰ͕ϮϬϬ Ψϰ͕ϰϯϱ͕ϵϬϬ Ψϰ͕ϰϵϴ͕ϳϬϬ Ψϰ͕ϱϲϮ͕ϴϬϬ EĞƚŽƐƚ ΨϯϮϮ͕ϴϬϲ Ψϴϱϱ͕ϴϬϬ ΨϳϮϵ͕ϯϬϬ Ͳϭϰ͘ϴй Ψϳϲϴ͕ϬϬϬ Ψϴϭϴ͕ϳϬϬ ΨϴϳϮ͕ϯϬϬ ΨϵϮϴ͕ϱϬϬ &d͘WŽƐ͘ ϲϬ ϲϭ ϲϯ Ϯ ϲϯ ϲϯ ϲϯ ϲϯ EŽƚĞ͗ dǁŽŶĞǁƉŽƐŝƚŝŽŶƐǁŝůůďĞĐƌĞĂƚĞĚǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed EĞǁŽŶƐƚƌƵĐƚŝŽŶ/ŶƐƉĞĐƚŝŽŶƐ Ϯϴ Ϯ͕ϮϴϮ͕ϬϬϬ Ϯ͕ϯϰϮ͕ϵϬϬ WĞƌŵŝƚƚŝŶŐ ϭϴ͘Ϯϱ ϭ͕ϰϭϵ͕ϭϬϬ ϭ͕ϯϲϭ͕ϴϬϬ WƌŽƉĞƌƚǇDĂŝŶƚĞŶĂŶĐĞ ϱ ϯϰϯ͕ϭϬϬ ϯϯϯ͕ϮϬϬ ĚŵŝŶŝƐƚƌĂƚŝŽŶ ϵ͘ϳϱ ϴϯϴ͕ϴϬϬ ϴϱϵ͕ϳϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϲϰ͕ϲϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ϯ Ͳ ϭϱϱ͕ϱϬϬ

FY2018 Budget Highlights and Future Outlook x /ŶƌĞƐƉŽŶƐĞƚŽĂƐƵƐƚĂŝŶĞĚƌŝƐĞŝŶĐŽŶƐƚƌƵĐƚŝŽŶĂĐƚŝǀŝƚǇůĞǀĞůƐĂŶĚǁŽƌŬůŽĂĚĚĞŵĂŶĚƐ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƐ ĨƵŶĚŝŶŐĨŽƌƚǁŽŶĞǁĐŽŶƐƚƌƵĐƚŝŽŶŝŶƐƉĞĐƚŽƌƐ͘ x /Ŷ ĂĚĚŝƚŝŽŶ͕ ĂƐ ƚŚĞ ŚŽƵƐŝŶŐ ĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶ ŵĂƌŬĞƚƐ ĐŽŶƚŝŶƵĞ ƚŽ ƉůĂĐĞ Ă ŚŝŐŚĞƌ ĚĞŵĂŶĚ ŽŶ ŽŵŵƵŶŝƚǇ ĞǀĞůŽƉŵĞŶƚ ƐĞƌǀŝĐĞƐ͕ ƚŚĞ ĞƉĂƌƚŵĞŶƚ ŝƐ ĐůŽƐĞůǇ ŵŽŶŝƚŽƌŝŶŐ ƚŚŽƐĞ ĂĐƚŝǀŝƚǇ ůĞǀĞůƐ ĂŶĚ ǁŽƌŬůŽĂĚ ŽŶ ŶĞǁ ĐŽŶƐƚƌƵĐƚŝŽŶŝŶƐƉĞĐƚŽƌƐ͘ƚŚŝƌĚŝŶƐƉĞĐƚŽƌƉŽƐŝƚŝŽŶŝƐďĞŝŶŐŚĞůĚŝŶƌĞƐĞƌǀĞŝĨƚŚĞƌĞŝƐĂĚĞŵŽŶƐƚƌĂďůĞŶĞĞĚĚƵƌŝŶŐ &zϮϬϭϴ͘ x &ƵƌƚŚĞƌŵŽƌĞ͕ŝŶƌĞƐƉŽŶƐĞƚŽƚŚĞŝŶĐƌĞĂƐĞŝŶƌĞƐŝĚĞŶƚŝĂůĂŶĚĐŽŵŵĞƌĐŝĂůĐŽŶƐƚƌƵĐƚŝŽŶĂĐƚŝǀŝƚǇ͕ƚŚĞĞƉĂƌƚŵĞŶƚŝƐ ĨŽƌĞĐĂƐƚŝŶŐƌĞǀĞŶƵĞƐƚŽŝŶĐƌĞĂƐĞŶĞĂƌůǇƐŝǆƉĞƌĐĞŶƚĂďŽǀĞƚŚĞƉƌĞǀŝŽƵƐǇĞĂƌ͕ƵůƚŝŵĂƚĞůǇƌĞĚƵĐŝŶŐƚŚĞŽǀĞƌĂůůŶĞƚ ĐŽƐƚƚŽƚŚĞŐĞŶĞƌĂůĨƵŶĚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϳϴ FY2018 Budget Departmental Summaries

ŝƌĐƵŝƚŽƵƌƚůĞƌŬ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϯ͕Ϭϵϴ͕ϭϮϬ Ψϯ͕ϭϬϰ͕ϯϬϬ Ψϯ͕ϭϳϬ͕ϰϬϬ Ϯ͘ϭй Ψϯ͕Ϯϯϲ͕ϰϬϬ Ψϯ͕ϯϭϱ͕ϴϬϬ Ψϯ͕ϯϵϴ͕ϭϬϬ Ψϯ͕ϰϴϯ͕ϰϬϬ KƉĞƌĂƚŝŶŐ ϲϱϭ͕ϭϱϯ ϱϲϱ͕ϰϬϬ ϱϰϲ͕ϰϬϬ Ͳϯ͘ϰй ϱϰϲ͕ϰϬϬ ϱϰϲ͕ϰϬϬ ϱϰϲ͕ϰϬϬ ϱϰϲ͕ϰϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $3,749,273 $3,669,700 $3,716,800 1.3% $3,782,800 $3,862,200 $3,944,500 $4,029,800 ZĞǀĞŶƵĞ Ψϭ͕ϲϵϭ͕ϴϳϲ Ψϭ͕ϲϰϲ͕ϭϬϬ Ψϭ͕ϲϰϲ͕ϭϬϬ Ϭ͘Ϭй Ψϭ͕ϲϰϲ͕ϭϬϬ Ψϭ͕ϲϰϲ͕ϭϬϬ Ψϭ͕ϲϰϲ͕ϭϬϬ Ψϭ͕ϲϰϲ͕ϭϬϬ EĞƚŽƐƚ ΨϮ͕Ϭϱϳ͕ϯϵϳ ΨϮ͕ϬϮϯ͕ϲϬϬ ΨϮ͕ϬϳϬ͕ϳϬϬ Ϭ͘Ϭй ΨϮ͕ϭϯϲ͕ϳϬϬ ΨϮ͕Ϯϭϲ͕ϭϬϬ ΨϮ͕Ϯϵϴ͕ϰϬϬ ΨϮ͕ϯϴϯ͕ϳϬϬ &d͘WŽƐ͘ ϰϯ ϰϱ ϰϱ Ͳ ϰϱ ϰϱ ϰϱ ϰϱ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ĂƐĞWƌŽĐĞƐƐŝŶŐ ϰϱ Ϯ͕ϬϬϲ͕ϵϬϬ ϯ͕ϳϭϲ͕ϴϬϬ ZĞĐŽƌĚƐWƌŽĐĞƐƐŝŶŐ Ͳ ϭ͕ϬϬϳ͕ϮϬϬ Ͳ &ŝŶĂŶĐĞĂŶĚĚŵŝŶŝƐƚƌĂƚŝŽŶ Ͳ ϲϭϵ͕ϰϬϬ Ͳ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϯϲ͕ϮϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x dŚĞŝƌĐƵŝƚŽƵƌƚůĞƌŬΖƐKĨĨŝĐĞŝƐĐŽŶƚŝŶƵŝŶŐƚŽĨŽĐƵƐŽŶĞŶŚĂŶĐŝŶŐďŽƚŚŝŶƚĞƌŶĂůĂŶĚĞǆƚĞƌŶĂůĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞ͘ x dŚĞKĨĨŝĐĞŚĂƐďĞĞŶĂĐƚŝǀĞůǇƉƵƌƐƵŝŶŐĂƚĞĐŚŶŽůŽŐǇƐŽůƵƚŝŽŶƚŽĞŶŚĂŶĐĞƚŚĞŝƌĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƐ͘ x dŚĞŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨĂŶĞǁĐĂƐĞŵĂŶĂŐĞŵĞŶƚƐǇƐƚĞŵŶŽǁĂůůŽǁƐĂƚƚŽƌŶĞǇƐĂŶĚĐƌŝŵŝŶĂůũƵƐƚŝĐĞƉĂƌƚŶĞƌƐƌĞŵŽƚĞ ĂĐĐĞƐƐƚŽƌĞĐŽƌĚƐ͘ x >ĂŶĚZĞĐŽƌĚƐƐǇƐƚĞŵŝŵƉƌŽǀĞŵĞŶƚƐĂůůŽǁĨŽƌĞǆƉĂŶĚĞĚĞůĞĐƚƌŽŶŝĐƌĞĐŽƌĚŝŶŐĂŶĚŵŽƌĞĞĨĨŝĐŝĞŶƚŝŶƚĞƌŶĂůƌĞĐŽƌĚŝŶŐ͘ x EĞǁůǇŝŵƉůĞŵĞŶƚĞĚǀŝĚĞŽĚŽĐŬĞƚŝŶŐƐǇƐƚĞŵĂůůŽǁƐĨŽƌĚŽĐŬĞƚƐĚŝƐƉůĂǇĞĚŝŶƚŚĞĐŽƵƌƚŚŽƵƐĞƚŽďĞƵƉĚĂƚĞĚŝŶƌĞĂů ƚŝŵĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϳϵ FY2018 Budget Departmental Summaries

ŽŵŵŝƐƐŝŽŶĞƌŽĨƚŚĞZĞǀĞŶƵĞ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϮ͕ϴϲϲ͕ϭϴϭ ΨϮ͕ϴϰϲ͕ϴϬϬ ΨϮ͕ϴϭϭ͕ϬϬϬ Ͳϭ͘ϯй ΨϮ͕ϴϲϰ͕ϲϬϬ ΨϮ͕ϵϯϳ͕ϱϬϬ Ψϯ͕Ϭϭϯ͕ϭϬϬ Ψϯ͕Ϭϵϭ͕ϰϬϬ KƉĞƌĂƚŝŶŐ Ϯϳϱ͕ϲϴϵ ϯϲϯ͕ϬϬϬ ϯϲϯ͕ϵϬϬ Ϭ͘Ϯй ϯϲϯ͕ϵϬϬ ϯϲϯ͕ϵϬϬ ϯϲϯ͕ϵϬϬ ϯϲϯ͕ϵϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $3,141,870 $3,209,800 $3,174,900 -1.1% $3,228,500 $3,301,400 $3,377,000 $3,455,300 ZĞǀĞŶƵĞ ΨϱϮϭ͕ϭϬϭ Ψϰϰϰ͕ϯϬϬ Ψϰϰϰ͕ϯϬϬ Ϭ͘Ϭй Ψϰϰϰ͕ϯϬϬ Ψϰϰϰ͕ϯϬϬ Ψϰϰϰ͕ϯϬϬ Ψϰϰϰ͕ϯϬϬ EĞƚŽƐƚ ΨϮ͕ϲϮϬ͕ϳϲϴ ΨϮ͕ϳϲϱ͕ϱϬϬ ΨϮ͕ϳϯϬ͕ϲϬϬ Ͳϭ͘ϯй ΨϮ͕ϳϴϰ͕ϮϬϬ ΨϮ͕ϴϱϳ͕ϭϬϬ ΨϮ͕ϵϯϮ͕ϳϬϬ Ψϯ͕Ϭϭϭ͕ϬϬϬ &d͘WŽƐ͘ ϰϯ ϰϯ ϰϯ Ͳ ϰϯ ϰϯ ϰϯ ϰϯ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed WĞƌƐŽŶĂůWƌŽƉĞƌƚǇdĂǆĚŵŝŶŝƐƚƌĂƚŝŽŶ ϭϳ͘ϵ Ψϭ͕ϰϱϴ͕ϭϬϬ Ψϭ͕ϰϴϯ͕ϭϬϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞƐ ϰ͘Ϯ Ψϯϴϰ͕ϳϬϬ Ψϯϯϰ͕ϮϬϬ ƵƐŝŶĞƐƐWƌŽƉĞƌƚǇ>ŝĐĞŶƐĞdĂǆ ϭϳ͘ϵ Ψϭ͕ϭϰϮ͕ϱϬϬ Ψϭ͕ϭϲϴ͕ϮϬϬ ^ƚĂƚĞ/ŶĐŽŵĞdĂǆWƌŽĐĞƐƐŝŶŐ ϭ͘ϱ Ψϳϰ͕ϯϬϬ Ψϳϴ͕ϮϬϬ ůĚĞƌůǇΘŝƐĂďůĞĚdĂǆZĞůŝĞĨ ϭ͘ϱ Ψϳϰ͕ϮϬϬ Ψϭϭϭ͕ϮϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ Ψϳϲ͕ϬϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x WĞƌƐŽŶŶĞůĞĨĨĞĐƚŝǀĞůǇƌĞŵĂŝŶĞĚĨůĂƚĨŽƌƚŚĞĞƉĂƌƚŵĞŶƚ͖ƚŚĞƌĞĚƵĐƚŝŽŶƐŚŽǁŶŝŶƚŚĞƐƵŵŵĂƌǇŝƐƚŚĞƌĞƐƵůƚŽĨŵŽǀŝŶŐ ƌĞƚŝƌĞĞŚĞĂůƚŚĐĂƌĞƚŽĂĐĞŶƚƌĂůůǇďƵĚŐĞƚĞĚůŽĐĂƚŝŽŶĂŶĚƌĞŵŽǀŝŶŐĂƐƵƉƉůĞŵĞŶƚƚŽƚŚĞsŝƌŐŝŶŝĂŽŵƉĞŶƐĂƚŝŽŶŽĂƌĚ ĨƵŶĚŝŶŐ͘ x dŚĞŶĞǁƚĂǆĂƚŝŽŶŵĂŶĂŐĞŵĞŶƚƐǇƐƚĞŵǁĂƐƐƵĐĐĞƐƐĨƵůůǇŝŵƉůĞŵĞŶƚĞĚĨŽƌďŽƚŚƚŚĞdƌĞĂƐƵƌĞƌĂŶĚƚŚĞŽŵŵŝƐƐŝŽŶĞƌ ŽĨZĞǀĞŶƵĞŝŶ&zϮϬϭϳ͘ x /ŶĐůƵĚĞĚŝŶƚŚĞ&zϮϬϭϴdĞĐŚŶŽůŽŐǇ/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵŝƐĂΗdĂǆƉĂǇĞƌtĞďWŽƌƚĂůΗĂůůŽǁŝŶŐĐŝƚŝǌĞŶƐƚŽůŽŽŬƵƉ ĂŶĚƉĂǇƚŚĞŝƌƚĂǆĞƐŽŶůŝŶĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϬ FY2018 Budget Departmental Summaries

ŽŵŵŽŶǁĞĂůƚŚ͛ƐƚƚŽƌŶĞǇ

Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϰ͕ϮϳϬ͕ϰϯϰ Ψϰ͕Ϯϯϰ͕ϯϬϬ Ψϰ͕ϮϵϮ͕ϱϬϬ ϭ͘ϰй Ψϰ͕ϯϳϲ͕ϱϬϬ Ψϰ͕ϰϴϬ͕ϳϬϬ Ψϰ͕ϱϴϴ͕ϯϬϬ Ψϰ͕ϲϵϵ͕ϯϬϬ KƉĞƌĂƚŝŶŐ Ϯϲϱ͕ϭϲϵ ϯϬϲ͕ϮϬϬ Ϯϲϵ͕ϯϬϬ ͲϭϮ͘ϭй Ϯϳϭ͕ϬϬϬ Ϯϳϯ͕ϭϬϬ Ϯϳϱ͕ϯϬϬ Ϯϳϳ͕ϱϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $4,535,603 $4,540,500 $4,561,800 0.5% $4,647,500 $4,753,800 $4,863,600 $4,976,800 ZĞǀĞŶƵĞ ΨϮ͕Ϯϳϰ͕ϰϰϱ Ψϭ͕ϵϲϱ͕ϵϬϬ Ψϭ͕ϵϲϱ͕ϵϬϬ Ϭ͘Ϭй Ψϭ͕ϵϲϱ͕ϵϬϬ Ψϭ͕ϵϲϱ͕ϵϬϬ Ψϭ͕ϵϲϱ͕ϵϬϬ Ψϭ͕ϵϲϱ͕ϵϬϬ EĞƚŽƐƚ ΨϮ͕Ϯϲϭ͕ϭϱϴ ΨϮ͕ϱϳϰ͕ϲϬϬ ΨϮ͕ϱϵϱ͕ϵϬϬ Ϭ͘ϴй ΨϮ͕ϲϴϭ͕ϲϬϬ ΨϮ͕ϳϴϳ͕ϵϬϬ ΨϮ͕ϴϵϳ͕ϳϬϬ Ψϯ͕ϬϭϬ͕ϵϬϬ &d͘WŽƐ͘ ϰϱ ϰϲ ϰϲ Ͳ ϰϲ ϰϲ ϰϲ ϰϲ

Grants WĞƌƐŽŶŶĞů ΨϲϮϭ͕Ϯϯϱ ΨϲϯϮ͕ϮϬϬ ΨϴϬϲ͕ϭϬϬ Ϯϳ͘ϱй ΨϴϮϮ͕ϴϬϬ Ψϴϰϯ͕ϮϬϬ Ψϴϲϰ͕ϮϬϬ Ψϴϴϲ͕ϬϬϬ KƉĞƌĂƚŝŶŐ Ψϯϲ͕ϬϮϬ Ψϯϯ͕ϵϬϬ Ψϰϯ͕ϲϬϬ Ϯϴ͘ϲй Ψϰϯ͕ϲϬϬ Ψϰϯ͕ϲϬϬ Ψϰϯ͕ϲϬϬ Ψϰϯ͕ϲϬϬ ĂƉŝƚĂů ΨϬ ΨϬ ΨϬ ŶͬĂ ΨϬ ΨϬ ΨϬ ΨϬ ϱzƌWůĂŶ ΨϬ ΨϬ ΨϬ ŶͬĂ ΨϬ ΨϬ ΨϬ ΨϬ Total $657,254 $666,100 $849,700 27.6% $866,400 $886,800 $907,800 $929,600 ZĞǀĞŶƵĞ Ψϰϭϲ͕ϴϮϭ ΨϰϬϮ͕ϰϬϬ Ψϲϭϳ͕ϳϬϬ ϱϯ͘ϱй Ψϲϭϳ͕ϳϬϬ Ψϲϭϳ͕ϳϬϬ Ψϲϭϳ͕ϳϬϬ Ψϲϭϳ͕ϳϬϬ EĞƚŽƐƚ ΨϮϰϬ͕ϰϯϯ ΨϮϲϯ͕ϳϬϬ ΨϮϯϮ͕ϬϬϬ ͲϭϮ͘Ϭй ΨϮϰϴ͕ϳϬϬ ΨϮϲϵ͕ϭϬϬ ΨϮϵϬ͕ϭϬϬ Ψϯϭϭ͕ϵϬϬ &d͘WŽƐ͘ ϵ ϵ ϭϮ Ͳ ϭϮ ϭϮ ϭϮ ϭϮ EŽƚĞ͗ dŚƌĞĞƉŽƐŝƚŝŽŶƐǁĞƌĞĐƌĞĂƚĞĚĨŽƌƚŚĞsŝĐƚŝŵtŝƚŶĞƐƐWƌŽŐƌĂŵĂĨƚĞƌĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϳďƵĚŐĞƚďǇĂĐƚŝŽŶŽĨƚŚĞŽĂƌĚ ŽŶ^ĞƉƚĞŵďĞƌϮϴ͕ϮϬϭϲ͘ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed >ĞŐĂů^ĞƌǀŝĐĞƐ ϰϲ ϰ͕ϰϴϳ͕ϬϬϬ ϰ͕ϱϲϭ͕ϴϬϬ sŝĐƚŝŵtŝƚŶĞƐƐƐƐŝƐƚĂŶĐĞ ϭϭ ϱϰϵ͕ϱϬϬ ϳϲϰ͕ϴϬϬ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞWƌŽƐĞĐƵƚŽƌ ϭ ϭϭϲ͕ϲϬϬ ϴϰ͕ϵϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϱϯ͕ϱϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x dŚĞŽŵŵŽŶǁĞĂůƚŚΖƐƚƚŽƌŶĞǇŽƉĞƌĂƚŝŶŐĚĞĐƌĞĂƐĞŝƐƌĞĨůĞĐƚŝǀĞŽĨĂƌĞĚƵĐĞĚŐĞŶĞƌĂůĨƵŶĚƚƌĂŶƐĨĞƌƚŽƚŚĞĚŽŵĞƐƚŝĐ ǀŝŽůĞŶĐĞƉƌŽƐĞĐƵƚŽƌƉƌŽŐƌĂŵĚƵĞƚŽƚƵƌŶŽǀĞƌĂŶĚŝƐĂůƐŽƌĞĨůĞĐƚĞĚŝŶƚŚĞŐƌĂŶƚΖƐĞǆƉĞŶĚŝƚƵƌĞƐ͘ x /ŵƉĂĐƚƐŽĨƚŚĞŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨWŽůŝĐĞΖƐďŽĚǇǁŽƌŶĐĂŵĞƌĂŝŶŝƚŝĂƚŝǀĞŽŶŽŵŵŽŶǁĞĂůƚŚΖƐƚƚŽƌŶĞǇƐƚĂĨĨƚŝŵĞǁŝůů ďĞĐůŽƐĞůǇŵŽŶŝƚŽƌĞĚĚƵƌŝŶŐ&zϮϬϭϴ͘dŚĞĞƉĂƌƚŵĞŶƚǁŝůůƚƌĂŝŶĂƚƚŽƌŶĞǇƐĂŶĚƚĞĐŚŶŽůŽŐǇƐƵƉƉŽƌƚƐƚĂĨĨƚŽĐŽŵƉůǇ ǁŝƚŚ hŶŝƚĞĚ ^ƚĂƚĞƐ ^ƵƉƌĞŵĞ ŽƵƌƚ ƌƵůŝŶŐƐ ƌĞŐĂƌĚŝŶŐ ĞǆĐƵůƉĂƚŽƌǇ ĞǀŝĚĞŶĐĞ͘ dŚĞ ƉŽƚĞŶƚŝĂů ĨŽƌ ĂĚĚŝƚŝŽŶĂů ƐƚĂĨĨŝŶŐ ƌĞůĂƚĞĚƚŽƚŚŝƐŝƐƐƵĞǁŝůůďĞĞǀĂůƵĂƚĞĚĨŽƌ&zϮϬϭϵĂŶĚďĞǇŽŶĚ͘ x dŚĞŝŶĐƌĞĂƐĞŝŶsŝĐƚŝŵͬtŝƚŶĞƐƐƐƐŝƐƚĂŶĐĞWƌŽŐƌĂŵ;stWͿďƵĚŐĞƚŝƐĚƵĞƚŽĐŽŶŐƌĞƐƐŝŽŶĂůĂĐƚŝŽŶƚŚĂƚƌĂŝƐĞĚƚŚĞ ĨĞĚĞƌĂůĚŝƐƚƌŝďƵƚŝŽŶĐĂƉĨŽƌsŝĐƚŝŵƐŽĨƌŝŵĞĐƚĨƵŶĚŝŶŐďĞŐŝŶŶŝŶŐŝŶ&zϮϬϭϳ͕ǁŚŝĐŚƉƌŽǀŝĚĞĚĂĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐƚŽ stWƐŶĂƚŝŽŶǁŝĚĞ͘dŚĞĂĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐƌĞĐĞŝǀĞĚďǇƚŚĞŚĞƐƚĞƌĨŝĞůĚstWǁŝƚŚŽĂƌĚĂƉƉƌŽǀĂůĂĨƚĞƌ&zϮϬϭϳ ďƵĚŐĞƚĂĚŽƉƚŝŽŶǁĂƐƵƚŝůŝǌĞĚƚŽŚŝƌĞƚŚƌĞĞĨƵůůͲƚŝŵĞĐĂƐĞŵĂŶĂŐĞƌƐĂŶĚƚǁŽƉĂƌƚͲƚŝŵĞĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƉŽƐŝƚŝŽŶƐ ƚŽĨŝůůƐĞƌǀŝĐĞŐĂƉƐĐƌĞĂƚĞĚďǇĂ ĐŽŶƐŝƐƚĞŶƚůǇ ŚŝŐŚ ĐĂƐĞůŽĂĚ ĂƐ ǁĞůů ĂƐ ƉƵƌĐŚĂƐĞ ŽƉĞƌĂƚŝŶŐ ƐƵƉƉůŝĞƐ ĨŽƌ ƚŚĞ ŶĞǁ ĞŵƉůŽǇĞĞƐ͘ ĚĚŝƚŝŽŶĂů ƐƚĂĨĨ ŚĂƐ ĂůůŽǁĞĚ ƚŚĞ stW ƚŽ ƉƵƌƉŽƐĞĨƵůůǇ ĞǆƉĂŶĚ ƐĞƌǀŝĐĞƐ ƚŽ ǀŝĐƚŝŵƐ ŽĨ ƉƌĞǀŝŽƵƐůǇ ƵŶĚĞƌƐĞƌǀĞĚĐƌŝŵĞƚǇƉĞƐ͕ƚŚĞƌĞďǇŵĞĞƚŝŶŐƐĞƌǀŝĐĞƐƚĂŶĚĂƌĚƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϭ FY2018 Budget Departmental Summaries

ŽŵŵƵŶŝĐĂƚŝŽŶƐĂŶĚDĞĚŝĂ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϳϴϯ͕ϭϰϵ Ψϳϲϰ͕ϴϬϬ ΨϴϭϬ͕ϵϬϬ ϲ͘Ϭй ΨϴϮϱ͕ϰϬϬ Ψϴϰϯ͕ϰϬϬ ΨϴϲϮ͕ϭϬϬ Ψϴϴϭ͕ϰϬϬ KƉĞƌĂƚŝŶŐ ϰϮ͕Ϭϴϱ ϰϵ͕ϰϬϬ ϰϭ͕ϳϬϬ Ͳϭϱ͘ϲй ϰϭ͕ϳϬϬ ϰϭ͕ϳϬϬ ϰϭ͕ϳϬϬ ϰϭ͕ϳϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϱ͕ϬϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $825,233 $814,200 $857,600 5.3% $867,100 $885,100 $903,800 $923,100 ZĞǀĞŶƵĞ ΨϮϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ Ϭ͘Ϭй ΨϮϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ EĞƚŽƐƚ ΨϴϬϬ͕Ϯϯϯ Ψϳϴϵ͕ϮϬϬ ΨϴϯϮ͕ϲϬϬ ϱ͘ϱй ΨϴϰϮ͕ϭϬϬ ΨϴϲϬ͕ϭϬϬ Ψϴϳϴ͕ϴϬϬ Ψϴϵϴ͕ϭϬϬ &d͘WŽƐ͘ ϵ ϵ ϵ Ͳ ϵ ϵ ϵ ϵ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed WƵďůŝĐ/ŶĨŽƌŵĂƚŝŽŶΘŽŵŵƵŶŝƚǇZĞůĂƚŝŽŶƐ ϵ Ϯϭϳ͕ϬϱϬ ϴϱϮ͕ϲϬϬ ŽŵŵƵŶŝƚǇKƵƚƌĞĂĐŚ Ͳ ϯϬϬ͕ϰϱϬ Ͳ ƌĞĂƚŝǀĞ^ĞƌǀŝĐĞƐ Ͳ ϭϲϲ͕ϰϱϬ Ͳ ĚŵŝŶŝƐƚƌĂƚŝŽŶĂŶĚƵƐƚŽŵĞƌ^ĞƌǀŝĐĞ Ͳ ϭϮϳ͕ϬϱϬ Ͳ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϯ͕ϮϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϱ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x dŚĞ&zϮϬϭϴƉĞƌƐŽŶŶĞůŝŶĐƌĞĂƐĞŝƐĚƵĞƚŽƚŚĞƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͘ x dŚĞ ŽƉĞƌĂƚŝŽŶĂů ďƵĚŐĞƚ ĚĞĐƌĞĂƐĞ ŝŶ &zϮϬϭϴ ŝƐ Ă ƌĞƐƵůƚ ŽĨ ƚŚĞ ŝŶƚĞƌŶĂů ƌĞĂůůŽĐĂƚŝŽŶ ŽĨ ĨƵŶĚŝŶŐ ƚŽ ƚŚĞ &zϮϬϭϴ ƉĞƌƐŽŶŶĞůďƵĚŐĞƚƚŽƐƵƉƉŽƌƚƉĂƌƚͲƚŝŵĞƌĞƐŽƵƌĐĞƐ͘ x dŚĞŽŵŵƵŶŝĐĂƚŝŽŶƐĂŶĚDĞĚŝĂĞƉĂƌƚŵĞŶƚǁŝůůƌĞĐĞŝǀĞΨϱ͕ϬϬϬŝŶ&zϮϬϭϴƵŶĚĞƌ&ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ͘ dŚŝƐ ĂĚĚŝƚŝŽŶĂů Ψϱ͕ϬϬϬ ǁŝůů ďĞ ƵƐĞĚ ƚŽ ĨƵŶĚ ǀŝĚĞŽŐƌĂƉŚǇ ĐŽŶƚƌĂĐƚŝŶŐ ĂŶĚ ƐŽĐŝĂů ŵĞĚŝĂ ŵĂƌŬĞƚŝŶŐ͘ KƵƚƐŽƵƌĐŝŶŐ ǀŝĚĞŽŐƌĂƉŚǇĂůůŽǁƐĨŽƌƚŚĞŝŶĐƌĞĂƐĞĚƉƌŽĚƵĐƚŝŽŶŽĨǀŝĚĞŽƐ;ǁŚŝĐŚĂƌĞƉůĂǇĞĚŽŶƚŚĞŽƵŶƚǇ'ŽǀĞƌŶŵĞŶƚĂďůĞ ĐŚĂŶŶĞů͕ŽŶƚŚĞŽƵŶƚǇǁĞďƐŝƚĞ͕ĂŶĚŽŶ^ŽĐŝĂůDĞĚŝĂͿǁŝƚŚŚŝŐŚĞƌƋƵĂůŝƚǇĂŶĚǁŝƚŚĂƋƵŝĐŬƚƵƌŶĂƌŽƵŶĚƚŝŵĞ͘^ŽĐŝĂů ŵĞĚŝĂŵĂƌŬĞƚŝŶŐĂůůŽǁƐŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇƚŽĐŽŵŵƵŶŝĐĂƚĞǁŝƚŚĂůůŝƚƐƚĂƌŐĞƚĞĚĂƵĚŝĞŶĐĞƐ͘ x dŚĞĞƉĂƌƚŵĞŶƚŚĂƐĐŽŶƐŽůŝĚĂƚĞĚĞĂĐŚŽĨŝƚƐƉƌŽŐƌĂŵƐŝŶƚŽŽŶĞƉƌŽŐƌĂŵŝŶ&zϮϬϭϴ͘dŚŝƐƉƌŽŐƌĂŵŝƐƚŝƚůĞĚWƵďůŝĐ /ŶĨŽƌŵĂƚŝŽŶĂŶĚŽŵŵƵŶŝƚǇZĞůĂƚŝŽŶƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϮ FY2018 Budget Departmental Summaries

ŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐ

Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϮ͕ϱϵϮ͕ϲϰϴ ΨϮ͕ϲϬϴ͕ϮϬϬ ΨϮ͕ϳϮϮ͕ϳϬϬ ϰ͘ϰй ΨϮ͕ϵϭϲ͕ϵϬϬ ΨϮ͕ϵϴϴ͕ϭϬϬ Ψϯ͕Ϭϲϭ͕ϳϬϬ Ψϯ͕ϭϯϳ͕ϴϬϬ KƉĞƌĂƚŝŶŐ Ϯϲϱ͕ϳϱϭ ϯϬϴ͕ϱϬϬ Ϯϵϳ͕ϱϬϬ Ͳϯ͘ϲй ϯϬϮ͕ϱϬϬ ϯϬϮ͕ϱϬϬ ϯϬϮ͕ϱϬϬ ϯϬϮ͕ϱϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϱ͕ϬϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $2,858,398 $2,916,700 $3,025,200 3.7% $3,219,400 $3,290,600 $3,364,200 $3,440,300 ZĞǀĞŶƵĞ Ψϭ͕ϲϬϴ͕ϵϬϳ Ψϭ͕ϱϰϯ͕ϴϬϬ Ψϭ͕ϲϰϮ͕ϴϬϬ ϲ͘ϰй Ψϭ͕ϲϰϮ͕ϴϬϬ Ψϭ͕ϲϰϮ͕ϴϬϬ Ψϭ͕ϲϰϮ͕ϴϬϬ Ψϭ͕ϲϰϮ͕ϴϬϬ EĞƚŽƐƚ Ψϭ͕Ϯϰϵ͕ϰϵϮ Ψϭ͕ϯϳϮ͕ϵϬϬ Ψϭ͕ϯϴϮ͕ϰϬϬ Ϭ͘ϳй Ψϭ͕ϱϳϲ͕ϲϬϬ Ψϭ͕ϲϰϳ͕ϴϬϬ Ψϭ͕ϳϲϭ͕ϰϬϬ Ψϭ͕ϳϵϳ͕ϱϬϬ &d͘WŽƐ͘ ϰϬ ϰϬ ϰϭ ϭ ϰϭ ϰϭ ϰϭ ϰϭ EŽƚĞ͗KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵhŶĂƐƐŝŐŶĞĚƚŽŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐĚƵƌŝŶŐ&zϮϬϭϳ͘

Grants WĞƌƐŽŶŶĞů Ψϱϱ͕ϰϳϲ Ψϱϲ͕ϲϬϬ ΨϲϬ͕ϰϬϬ ϲ͘ϳй ΨϲϮ͕ϮϬϬ Ψϲϯ͕ϴϬϬ Ψϲϱ͕ϰϬϬ Ψϲϳ͕ϰϬϬ KƉĞƌĂƚŝŶŐ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $55,476 $56,600 $60,400 6.7% $62,200 $63,800 $65,400 $67,400 ZĞǀĞŶƵĞ ϰϭ͕ϲϬϲ ϯϵ͕ϬϬϬ ϯϵ͕ϬϬϬ Ϭ͘Ϭй ϯϵ͕ϬϬϬ ϯϵ͕ϬϬϬ ϯϵ͕ϬϬϬ ϯϵ͕ϬϬϬ EĞƚŽƐƚ Ψϭϯ͕ϴϳϬ Ψϭϳ͕ϲϬϬ ΨϮϭ͕ϰϬϬ Ϯϭ͘ϲй ΨϮϯ͕ϮϬϬ ΨϮϰ͕ϴϬϬ ΨϮϲ͕ϰϬϬ ΨϮϴ͕ϰϬϬ &d͘WŽƐ͘ ϭ ϭ ϭ Ͳ ϭ ϭ ϭ ϭ

Expenditures by Programs FY2017 FY2018 Program FTEs Adopted Proposed ĚŵŝŶŝƐƚƌĂƚŝŽŶ Ϯϯ͘ϱϬ ϭ͕ϳϱϳ͕ϬϬϬ ϭ͕ϳϬϰ͕ϯϬϬ WŽƐƚͬWƌĞƚƌŝĂů ϲ͘ϲϴ ϰϬϰ͕ϳϬϬ ϰϬϵ͕ϴϬϬ KƉĞƌĂƚŝŽŶƐDĂŶĂŐĞŵĞŶƚ ϭ͘ϬϬ ϴϲ͕ϱϬϬ ϴϵ͕ϬϬϬ ĞŶƚĞƌŽĨZŝƐŬZĞĚƵĐƚŝŽŶ Ϯ͘ϯϮ ϭϱϵ͕ϭϬϬ ϭϲϱ͕ϲϬϬ ƵĂůdƌĞĂƚŵĞŶƚdƌĂĐŬ ϱ͘ϱϵ ϯϮϮ͕ϭϬϬ ϰϳϰ͕ϮϬϬ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞ ϭ͘ϵϭ ϭϳϭ͕ϲϬϬ ϭϳϳ͕ϯϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϭϱ͕ϳϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϱ͕ϬϬϬ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞsŝĐƚŝŵĚǀŽĐĂƚĞ;sͲ^dKWͿͲ'ƌĂŶƚ ϭ͘ϬϬ ϱϲ͕ϲϬϬ ϲϬ͕ϰϬϬ

FY2018 Budget Highlights and Future Outlook x KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĚƵƌŝŶŐ&zϮϬϭϳĨƌŽŵƚŚĞƵŶĂƐƐŝŐŶĞĚƉŽŽůƚŽĐƌĞĂƚĞĂŶĂĚĚŝƚŝŽŶĂůĨƵůůͲƚŝŵĞƉƌĞƚƌŝĂů ŽĨĨŝĐĞƌƚŽŚĞůƉĐŽŵďĂƚŚŝŐŚĐĂƐĞůŽĂĚƐƚŚĂƚĂƌĞǁĞůůĂďŽǀĞƐƚĂƚĞƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐ͘ĂƐĞůŽĂĚƐĂŶĚĐŽŵƉůŝĂŶĐĞǁŝƚŚ ƚŚĞĐŽƵƌƚǁŝůůĐŽŶƚŝŶƵĞƚŽďĞĐůŽƐĞůǇŵŽŶŝƚŽƌĞĚĚƵƌŝŶŐ&zϮϬϭϴ͘ x ŶŝŶĐůƵƐŝŽŶŽĨΨϱ͕ϬϬϬĨƌŽŵƚŚĞ'ĞŶĞƌĂů&ƵŶĚǁŝůůďĞƉĂŝƌĞĚǁŝƚŚƚŚĞƌĞĂůůŽĐĂƚŝŽŶŽĨΨϭϱ͕ϬϬϬŝŶĞǆŝƐƚŝŶŐƌĞƐŽƵƌĐĞƐ ƚŽƉƌŽǀŝĚĞĨƵŶĚŝŶŐĨŽƌĂŶŽĨĨͲĚƵƚǇŽĨĨŝĐĞƌƚŽďĞƉƌĞƐĞŶƚĚƵƌŝŶŐĚƌƵŐƚĞƐƚŝŶŐĞǀĞŶƚƐ͘dŚŝƐǁŝůůĂĚĚƌĞƐƐƐĂĨĞƚǇĐŽŶĐĞƌŶƐ ĨŽƌƚŚĞĞǀĞŶƚƐ͕ǁŚŝĐŚůĂƐƚďĞƚǁĞĞŶŽŶĞĂŶĚƚŚƌĞĞŚŽƵƌƐ͕ŵƵůƚŝƉůĞĚĂǇƐƉĞƌǁĞĞŬ͕ƐŽŵĞƚŝŵĞƐŽƵƚƐŝĚĞŽĨŶŽƌŵĂů ďƵƐŝŶĞƐƐŚŽƵƌƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϯ FY2018 Budget Departmental Summaries

ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϮϯϰ͕ϭϬϵ ΨϮϯϴ͕ϲϬϬ ΨϮϰϬ͕ϲϬϬ Ϭ͘ϴй ΨϮϰϱ͕ϲϬϬ ΨϮϱϭ͕ϳϬϬ ΨϮϱϳ͕ϵϬϬ ΨϮϲϰ͕ϰϬϬ KƉĞƌĂƚŝŶŐ ϭϳϳ͕ϮϬϵ ϭϯϮ͕ϳϬϬ ϭϯϰ͕ϵϬϬ ϭ͘ϳй ϭϯϰ͕ϵϬϬ ϭϯϰ͕ϵϬϬ ϭϯϰ͕ϵϬϬ ϭϯϰ͕ϵϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $411,318 $371,300 $375,500 1.1% $380,500 $386,600 $392,800 $399,300 ZĞǀĞŶƵĞ Ψϳϱ͕ϳϵϮ Ψϭϳ͕ϲϬϬ Ψϭϳ͕ϲϬϬ Ϭ͘Ϭй Ψϭϳ͕ϲϬϬ Ψϭϳ͕ϲϬϬ Ψϭϳ͕ϲϬϬ Ψϭϳ͕ϲϬϬ EĞƚŽƐƚ Ψϯϯϱ͕ϱϮϲ Ψϯϱϯ͕ϳϬϬ Ψϯϱϳ͕ϵϬϬ ϭ͘Ϯй ΨϯϲϮ͕ϵϬϬ Ψϯϲϵ͕ϬϬϬ Ψϯϳϱ͕ϮϬϬ Ψϯϴϭ͕ϳϬϬ &d͘WŽƐ͘ ϯ ϯ ϯ Ͳ ϯ ϯ ϯ ϯ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ϰͲ,zŽƵƚŚĞǀĞůŽƉŵĞŶƚ ϭ ϱϲ͕ϵϬϬ ϱϳ͕ϰϬϬ DĂƐƚĞƌ'ĂƌĚĞŶĞƌ Ͳ ϴ͕ϵϱϬ ϭϬ͕ϭϬϬ ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶ^ĞƌǀŝĐĞƐĚŵŝŶŝƐƚƌĂƚŝŽŶ Ϯ ϯϬϭ͕ϵϬϬ ϯϬϴ͕ϬϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϯ͕ϱϱϬ Ͳ

FY2018 Budget Highlights and Future Outlook x ƵƌŝŶŐ&zϮϬϭϴ͕ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶǁŝůůŵŽǀĞĨƌŽŵƚŚĞŝƌĐƵƌƌĞŶƚůŽĐĂƚŝŽŶƚŽŶĞǁůǇƌĞŶŽǀĂƚĞĚƐƉĂĐĞĂƚƚŚĞ ĞŶƚƌĂů>ŝďƌĂƌǇ͘dŚĞŶĞǁƐƉĂĐĞǁŝůůŝŶĐůƵĚĞďĞƚƚĞƌĂĐĐĞƐƐƚŽĐůĂƐƐƌŽŽŵƐ͕ĂĚĞŵŽŶƐƚƌĂƚŝŽŶŬŝƚĐŚĞŶ͕ĚĞŵŽŶƐƚƌĂƚŝŽŶ ŐĂƌĚĞŶƐ͕ĂŶĚĂůĂďƚŚĂƚĐĂŶďĞǀŝĞǁĞĚĨƌŽŵƚŚĞĐŚŝůĚƌĞŶ͛ƐĂƌĞĂŽĨƚŚĞůŝďƌĂƌǇ͘dŚĞŵŽǀĞƚŽŶĞǁƐƉĂĐĞŝƐŶŽƚ ĞǆƉĞĐƚĞĚƚŽŚĂǀĞĂĨŝŶĂŶĐŝĂůŝŵƉĂĐƚŽŶŽƉĞƌĂƚŝŽŶƐ͘ x ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶĚĞƐŝƌĞƐƚŽĐŽŶǀĞƌƚƚŚĞƉĂƌƚͲƚŝŵĞϰͲ,ƚĞĐŚŶŝĐŝĂŶƉŽƐŝƚŝŽŶƚŽĂĨƵůůͲƚŝŵĞƉŽƐŝƚŝŽŶŝŶƚŚĞŶĞĂƌ ĨƵƚƵƌĞ͘dŚŝƐƉŽƐŝƚŝŽŶǁŽƌŬƐŚĂŶĚƐͲŽŶǁŝƚŚƚĞĂĐŚĞƌƐĂŶĚǀŽůƵŶƚĞĞƌƐƚŚƌŽƵŐŚƚŚĞƉƵďůŝĐͲƐĐŚŽŽůƐ͕ŚŽŵĞƐĐŚŽŽů ŐƌŽƵƉƐ͕ŚŽƵƐŝŶŐĐŽŵŵƵŶŝƚŝĞƐ͕ĂŶĚŽƚŚĞƌǇŽƵƚŚŽƌŐĂŶŝǌĂƚŝŽŶƉĂƌƚŶĞƌƐƚŽƚƌĂŝŶĂŶĚĚĞůŝǀĞƌĐƵƌƌŝĐƵůƵŵ͘tŝƚŚϲϴ ƐĐŚŽŽůƐĂŶĚĂƉŽƉƵůĂƚŝŽŶŽĨŽǀĞƌϮϰ͕ϬϬϬǇŽƵƚŚŝŶƚŚĞϭϬͲϭϰĂŐĞĐĂƚĞŐŽƌǇ͕ŝƚŝƐĂŶŽǀĞƌǁŚĞůŵŝŶŐƚĂƐŬƚŽƌĞĂĐŚƚŚĞ ŝŶƚĞŶĚĞĚĂƵĚŝĞŶĐĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϰ FY2018 Budget Departmental Summaries

ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶ dŚĞĚŝǀŝƐŝŽŶŽĨŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶŝƐĐŽŵƉƌŝƐĞĚŽĨƚŚĞĐŽƌĞĂĚŵŝŶŝƐƚƌĂƚŝŽŶĂƌĞĂƐ͗ŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͖ƚŚĞŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌ͛Ɛ ŽĨĨŝĐĞ͖ƚŚĞůĞƌŬƚŽƚŚĞŽĂƌĚ͖ĚŵŝŶŝƐƚƌĂƚŝŽŶĨŽƌŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ͕,ƵŵĂŶ^ĞƌǀŝĐĞƐ͕ĂŶĚDĂŶĂŐĞŵĞŶƚ^ĞƌǀŝĐĞƐ͖ƚŚĞŽŵŵŝƚƚĞĞ ŽŶƚŚĞ&ƵƚƵƌĞ͖ƚŚĞ:ĂŵĞƐZŝǀĞƌĚǀŝƐŽƌǇŽƵŶĐŝů;:ZͿ͖ĂŶĚ/ŶƚĞƌŐŽǀĞƌŶŵĞŶƚĂůZĞůĂƚŝŽŶƐ͘ Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϮ͕ϴϴϬ͕ϰϯϰ ΨϮ͕ϳϴϰ͕ϵϱϬ ΨϮ͕ϴϭϳ͕ϵϱϬ ϭ͘Ϯй ΨϮ͕ϴϳϰ͕ϵϱϬ ΨϮ͕ϵϯϵ͕ϮϱϬ Ψϯ͕ϬϬϰ͕ϴϱϬ Ψϯ͕ϬϳϮ͕ϱϱϬ KƉĞƌĂƚŝŶŐ ϴϵϰ͕Ϯϰϭ ϵϳϰ͕ϮϱϬ ϵϯϭ͕ϮϱϬ Ͳϰ͘ϰй ϵϯϭ͕ϯϱϬ ϵϯϭ͕ϯϱϬ ϵϯϭ͕ϯϱϬ ϵϯϭ͕ϯϱϬ ĂƉŝƚĂů ϱ͕ϴϭϰ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $3,780,489 $3,759,200 $3,749,200 0.0% $3,806,300 $3,870,600 $3,936,200 $4,003,900 ZĞǀĞŶƵĞ Ψϭϲ͕ϴϴϵ ΨϮϰ͕ϬϬϬ ΨϮϰ͕ϬϬϬ Ϭ͘Ϭй ΨϮϰ͕ϬϬϬ ΨϮϰ͕ϬϬϬ ΨϮϰ͕ϬϬϬ ΨϮϰ͕ϬϬϬ EĞƚŽƐƚ Ψϯ͕ϳϲϯ͕ϲϬϬ Ψϯ͕ϳϯϱ͕ϮϬϬ Ψϯ͕ϳϮϱ͕ϮϬϬ Ϭ͘Ϭй Ψϯ͕ϳϴϮ͕ϯϬϬ Ψϯ͕ϴϰϲ͕ϲϬϬ Ψϯ͕ϵϭϮ͕ϮϬϬ Ψϯ͕ϵϳϵ͕ϵϬϬ &d͘WŽƐ͘ ϭϳ ϭϳ ϭϴ ϭ ϭϴ ϭϴ ϭϴ ϭϴ EŽƚĞ͗ KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵƵĚŐĞƚĂŶĚDĂŶĂŐĞŵĞŶƚƚŽŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶĚƵƌŝŶŐ&zϮϬϭϳ͘

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ Ͳ Ψϯϵϯ͕ϮϬϬ Ψϯϰϴ͕ϵϬϬ ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶ;ϭͿ ϭϲ Ψϯ͕Ϭϵϲ͕ϵϬϬ Ψϯ͕ϭϮϳ͕ϱϬϬ ůĞƌŬƚŽƚŚĞŽĂƌĚ Ϯ ΨϮϲϵ͕ϭϬϬ ΨϮϳϮ͕ϴϬϬ ;ϭͿ /ŶĐůƵƐŝǀĞŽĨŽŵŵŝƚƚĞĞŽŶƚŚĞ&ƵƚƵƌĞ͕ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚĚŵŝŶŝƐƚƌĂƚŝŽŶ͕,ƵŵĂŶ^ĞƌǀŝĐĞƐĚŵŝŶŝƐƚƌĂƚŝŽŶ͕DĂŶĂŐĞŵĞŶƚ ^ĞƌǀŝĐĞƐĚŵŝŶŝƐƚƌĂƚŝŽŶ͕'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚĚŵŝŶŝƐƚƌĂƚŝŽŶ͕:ĂŵĞƐZŝǀĞƌĚǀŝƐŽƌǇŽƵŶĐŝů͕ĂŶĚ/ŶƚĞƌŐŽǀĞƌŶŵĞŶƚĂůZĞůĂƚŝŽŶƐ͘

FY2018 Budget Highlights and Future Outlook x dŚĞ &zϮϬϭϴ ƉĞƌƐŽŶŶĞů ŝŶĐƌĞĂƐĞ ƌĞĨůĞĐƚƐ ƚŚĞ ƚƌĂŶƐĨĞƌ ŽĨ ƚŚĞ ŝƌĞĐƚŽƌ ŽĨ &ŝŶĂŶĐĞ ƉŽƐŝƚŝŽŶ ĨƌŽŵ ƚŚĞ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚĞƉĂƌƚŵĞŶƚƚŽŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶĚƵƌŝŶŐ&zϮϬϭϳ͘ x dŚĞŽƉĞƌĂƚŝŽŶĂůƌĞĚƵĐƚŝŽŶŝŶ&zϮϬϭϴĂŶĚďĞǇŽŶĚŝŶĐůƵĚĞƐĂĚĞĐƌĞĂƐĞŽĨΨϲ͕ϬϬϬĚƵĞƚŽĂĐŚĂŶŐĞŝŶƚŚĞƉĂƌƚŝĐŝƉĂƚŝŽŶ ǁŝƚŚƚŚĞŽĂůŝƚŝŽŶŽĨ,ŝŐŚ'ƌŽǁƚŚŽŵŵƵŶŝƚŝĞƐ͘ x ƌĞĚƵĐƚŝŽŶŽĨΨϭϱ͕ϵϬϬǁĂƐŵĂĚĞǁŝƚŚŝŶƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͛&zϮϬϭϴďƵĚŐĞƚŝŶƌĞŐĂƌĚƚŽƚŚĞZŝĐŚŵŽŶĚZĞŐŝŽŶĂů WůĂŶŶŝŶŐŝƐƚƌŝĐƚĨŽƌƚŚĞWƌŽũĞĐƚDĂŶĂŐĞƌWŽƐŝƚŝŽŶĂůƐŽĐĂƵƐŝŶŐĂĚĞĐƌĞĂƐĞŝŶŽƉĞƌĂƚŝŶŐĨŽƌ&zϮϬϭϴĂŶĚďĞǇŽŶĚ͘dŚŝƐ ƉĂǇŵĞŶƚǁŝůůŶŽǁďĞŵĂĚĞďǇŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚĚŵŝŶŝƐƚƌĂƚŝŽŶŝŶĂŶĞĨĨŽƌƚƚŽĐŽŶƐŽůŝĚĂƚĞƉĂǇŵĞŶƚƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϱ FY2018 Budget Departmental Summaries

ŽƵŶƚǇƚƚŽƌŶĞǇ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϭ͕ϲϮϮ͕ϭϬϵ Ψϭ͕ϱϰϴ͕ϲϬϬ Ψϭ͕ϲϯϴ͕ϳϬϬ ϱ͘ϴй Ψϭ͕ϲϲϴ͕ϲϬϬ Ψϭ͕ϳϬϲ͕ϰϬϬ Ψϭ͕ϳϰϱ͕ϮϬϬ Ψϭ͕ϳϴϱ͕ϭϬϬ KƉĞƌĂƚŝŶŐ ϭϬϭ͕ϱϳϯ ϭϭϰ͕ϳϬϬ ϭϬϰ͕ϭϬϬ Ͳϵ͘Ϯй ϭϬϭ͕ϭϬϬ ϭϬϭ͕ϭϬϬ ϭϬϭ͕ϭϬϬ ϭϬϭ͕ϭϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $1,723,682 $1,663,300 $1,742,800 4.8% $1,769,700 $1,807,500 $1,846,300 $1,886,200 ZĞǀĞŶƵĞ Ψϭϰϯ͕ϰϳϴ ΨϭϰϬ͕ϰϬϬ ΨϭϰϮ͕ϮϬϬ ϭ͘ϯй ΨϭϰϮ͕ϮϬϬ ΨϭϰϮ͕ϮϬϬ ΨϭϰϮ͕ϮϬϬ ΨϭϰϮ͕ϮϬϬ EĞƚŽƐƚ Ψϭ͕ϱϴϬ͕ϮϬϰ Ψϭ͕ϱϮϮ͕ϵϬϬ Ψϭ͕ϲϬϬ͕ϲϬϬ ϱ͘ϭй Ψϭ͕ϲϮϳ͕ϱϬϬ Ψϭ͕ϲϲϱ͕ϯϬϬ Ψϭ͕ϳϬϰ͕ϭϬϬ Ψϭ͕ϳϰϰ͕ϬϬϬ &d͘WŽƐ͘ ϭϮ ϭϮ ϭϮ Ͳ ϭϮ ϭϮ ϭϮ ϭϮ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed >ĞŐĂů^ĞƌǀŝĐĞƐ ϭϮ ϭ͕ϲϭϮ͕ϲϬϬ ϭ͕ϲϵϴ͕ϱϬϬ >ŝƚŝŐĂƚŝŽŶ^ĞƌǀŝĐĞƐ Ϭ ϰϬ͕ϬϬϬ ϰϰ͕ϯϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ϭ ϭϬ͕ϳϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x tŚŝůĞǁŽƌŬůŽĂĚŝŶĐƌĞĂƐĞƐ͕ĐŽŶƚŝŶƵĞĚĞĨĨŽƌƚƐĂƌĞƉƌĂĐƚŝĐĞĚƚŽŝĚĞŶƚŝĨǇůĞŐĂůŝƐƐƵĞƐĂƚĞĂƌůǇƐƚĂŐĞƐƚŽƌĞĚƵĐĞĐŽƐƚƐ͘ x ƐĐĂƐĞůŽĂĚĐŽŶƚŝŶƵĞƐƚŽĞǆƉĂŶĚƚŚĞŶĞĞĚĨŽƌĂĚĚŝƚŝŽŶĂůƌĞƐŽƵƌĐĞƐĐŽŶƚŝŶƵĞƐ͘ĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐǁĂƐƌĞƋƵĞƐƚĞĚ ŝŶ&zϮϬϭϴƚŽŵĞĞƚƚŚŝƐŶĞĞĚďƵƚŝƐŶŽƚŝŶĐůƵĚĞĚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϲ FY2018 Budget Departmental Summaries

ŽƵƌƚƐ

Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϳϮϴ͕ϳϭϬ Ψϳϱϳ͕ϮϬϬ Ψϳϲϱ͕ϯϬϬ ϭ͘ϭй Ψϳϳϳ͕ϴϬϬ ΨϳϵϮ͕ϵϬϬ ΨϴϬϴ͕ϳϬϬ ΨϴϮϰ͕ϵϬϬ KƉĞƌĂƚŝŶŐ ϯϰϵ͕ϭϬϲ Ϯϰϭ͕ϲϬϬ ϮϰϮ͕ϮϬϬ Ϭ͘Ϯй ϮϰϮ͕ϮϬϬ ϮϰϮ͕ϮϬϬ ϮϰϮ͕ϮϬϬ ϮϰϮ͕ϮϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $1,077,816 $998,800 $1,007,500 0.9% $1,020,000 $1,035,100 $1,050,900 $1,067,100 ZĞǀĞŶƵĞ Ψϭ͕ϰϳϲ͕ϱϵϱ Ψϭ͕ϴϳϱ͕ϲϬϬ Ψϭ͕ϴϳϱ͕ϲϬϬ Ϭ͘Ϭй Ψϭ͕ϴϳϱ͕ϲϬϬ Ψϭ͕ϴϳϱ͕ϲϬϬ Ψϭ͕ϴϳϱ͕ϲϬϬ Ψϭ͕ϴϳϱ͕ϲϬϬ EĞƚŽƐƚ ͲΨϯϵϴ͕ϳϳϵ ͲΨϴϳϲ͕ϴϬϬ ͲΨϴϲϴ͕ϭϬϬ Ͳϭ͘Ϭй ͲΨϴϱϱ͕ϲϬϬ ͲΨϴϰϬ͕ϱϬϬ ͲΨϴϮϰ͕ϳϬϬ ͲΨϴϬϴ͕ϱϬϬ &d͘WŽƐ͘ ϳ ϳ ϳ Ͳ ϳ ϳ ϳ ϳ

Grants FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϳϲϱ͕ϭϴϭ Ψϴϯϵ͕ϬϬϬ ΨϴϮϴ͕ϬϬϬ Ͳϭ͘ϯй Ψϴϯϳ͕ϯϬϬ Ψϴϰϯ͕ϵϬϬ ΨϴϱϬ͕ϳϬϬ Ψϴϱϳ͕ϲϬϬ KƉĞƌĂƚŝŶŐ ΨϮϭϯ͕ϴϰϵ Ψϭϰϰ͕ϯϬϬ Ψϭϰϰ͕ϮϬϬ ͲϬ͘ϭй ΨϭϰϬ͕ϮϬϬ ΨϭϰϬ͕ϮϬϬ ΨϭϰϬ͕ϮϬϬ ΨϭϰϬ͕ϮϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $979,030 $983,300 $972,200 -1.1% $977,500 $984,100 $990,900 $997,800 ZĞǀĞŶƵĞ ΨϲϬϲ͕ϴϯϲ Ψϱϯϴ͕ϬϬϬ ΨϱϮϰ͕ϱϬϬ ͲϮ͘ϱй ΨϱϮϲ͕ϬϬϬ ΨϱϮϲ͕ϵϬϬ ΨϱϮϳ͕ϲϬϬ ΨϱϮϴ͕ϱϬϬ EĞƚŽƐƚ ΨϯϳϮ͕ϭϵϰ Ψϰϰϱ͕ϯϬϬ Ψϰϰϳ͕ϳϬϬ Ϭ͘ϱй Ψϰϱϭ͕ϱϬϬ Ψϰϱϳ͕ϮϬϬ Ψϰϲϯ͕ϯϬϬ Ψϰϲϵ͕ϯϬϬ &d͘WŽƐ͘ ϰ ϯ ϯ Ͳ ϯ ϯ ϯ ϯ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ŝƌĐƵŝƚŽƵƌƚ:ƵĚŐĞƐ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ ϱ ΨϳϬϳ͕ϭϬϬ ΨϳϬϳ͕ϭϬϬ ŝƌĐƵŝƚŽƵƌƚ:ƵĚŐĞƐEŽŶWƌŽŐƌĂŵŵĂƚŝĐ Ͳ Ψϱ͕ϳϬϬ Ͳ 'ĞŶĞƌĂůŝƐƚƌŝĐƚŽƵƌƚ ϭ Ψϭϴϱ͕ϲϬϬ Ψϭϴϳ͕ϮϬϬ :ƵǀĞŶŝůĞΘŽŵĞƐƚŝĐZĞůĂƚŝŽŶƐŽƵƌƚ ϭ ϭϬϬ͕ϰϬϬ Ψϭϭϯ͕ϮϬϬ ĚƵůƚƌƵŐŽƵƌƚ Ϯ Ψϲϲϴ͕ϭϬϬ Ψϲϴϰ͕ϵϬϬ :ƵǀĞŶŝůĞƌƵŐŽƵƌƚ ϭ Ψϯϭϱ͕ϮϬϬ ΨϮϴϳ͕ϯϬϬ

FY2018 Budget Highlights and Future Outlook x ůƚŚŽƵŐŚŶŽƚƌĞĨůĞĐƚĞĚŝŶƚŚĞƐĞŶƵŵďĞƌƐ͕ĂDĞŶƚĂů,ĞĂůƚŚůŝŶŝĐŝĂŶŚĂƐďĞĞŶĨƵŶĚĞĚ;Ψϳϯ͕ϬϬϬͿƚŽĐŽŶƚŝŶƵĞƌĞǀŝĞǁ ŽĨŵŝƐĚĞŵĞĂŶŽƌĚŽĐŬĞƚĐĂƐĞƐĐŽŵŝŶŐďĞĨŽƌĞƚŚĞĐŽƵƌƚƐƚŽĚĞƚĞƌŵŝŶĞŝĨƚŚĞŝŶĚŝǀŝĚƵĂůŚĂƐĞŝƚŚĞƌŵĞŶƚĂůŚĞĂůƚŚŽƌ ƐƵďƐƚĂŶĐĞƵƐĞĚŝƐŽƌĚĞƌƐĂŶĚƚƌĞĂƚŵĞŶƚĂůƚĞƌŶĂƚŝǀĞƐƚŽŝŶĐĂƌĐĞƌĂƚŝŽŶĐĂŶďĞƌĞĐŽŵŵĞŶĚĞĚ͘dŚĞĐůŝŶŝĐŝĂŶƉŽƐŝƚŝŽŶ ǁĂƐƉƌĞǀŝŽƵƐůǇĨƵŶĚĞĚďǇĂŐƌĂŶƚƚŚĂƚĞŶĚƐŽŶ:ƵŶĞϯϬ͕ϮϬϭϳ͘ x ĚĚŝƚŝŽŶĂůůǇ͕ƵƉŐƌĂĚĞƐƚŽĐŽƵƌƚƌŽŽŵƐĂƌĞƉůĂŶŶĞĚŝŶƚŚĞŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞƉŽƌƚŝŽŶŽĨƚŚĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚ WƌŽŐƌĂŵ͘ x dŚĞĚĞĐƌĞĂƐĞŝŶĚƵůƚĂŶĚ:ƵǀĞŶŝůĞƌƵŐŽƵƌƚƚŽƚĂůƐΨϭϭ͕ϭϬϬĂŶĚŝƐƚŚĞƌĞƐƵůƚŽĨĂƉŽƐŝƚŝŽŶĐŚĂŶŐŝŶŐƚŽƉĂƌƚͲƚŝŵĞ ƐƚĂƚƵƐ͕ǁŚŝĐŚĚŽĞƐŶŽƚƌĞĐĞŝǀĞďĞŶĞĨŝƚƐ͘&ƵŶĚƐĂƌĞďƵĚŐĞƚĞĚƚŽĐŽǀĞƌƚŚĞƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚ ĐŚĂŶŐĞƐ͘&zϮϬϭϵͲ&zϮϬϮϮĂůƐŽŝŶĐůƵĚĞƐĂŶĂŶŶƵĂůƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͕ǁŚŝĐŚŝƐƉƌŝŵĂƌŝůǇ ĐŽǀĞƌĞĚďǇƚŚĞ'ĞŶĞƌĂů&ƵŶĚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϳ FY2018 Budget Departmental Summaries

ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ

Financial Summary FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed YoY Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϭ͕Ϭϲϰ͕Ϯϯϲ Ψϭ͕ϭϯϯ͕ϯϬϬ Ψϭ͕ϭϰϭ͕ϮϬϬ Ϭ͘ϳй Ψϭ͕ϭϲϯ͕ϬϬϬ Ψϭ͕ϭϵϬ͕ϲϬϬ Ψϭ͕Ϯϭϵ͕ϬϬϬ Ψϭ͕Ϯϰϴ͕ϰϬϬ KƉĞƌĂƚŝŶŐ ϴϴϲ͕ϯϴϭ ϴϭϰ͕ϱϬϬ ϴϬϲ͕ϱϬϬ Ͳϭ͘Ϭй ϴϬϲ͕ϱϬϬ ϴϬϲ͕ϱϬϬ ϴϬϲ͕ϱϬϬ ϴϬϲ͕ϱϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $1,950,617 $1,947,800 $1,947,700 0.0% $1,969,500 $1,997,100 $2,025,500 $2,054,900 ZĞǀĞŶƵĞ ΨϬ ΨϬ ΨϬ ŶͬĂ ΨϬ ΨϬ ΨϬ ΨϬ EĞƚŽƐƚ Ψϭ͕ϵϱϬ͕ϲϭϳ Ψϭ͕ϵϰϳ͕ϴϬϬ Ψϭ͕ϵϰϳ͕ϳϬϬ Ϭ͘Ϭй Ψϭ͕ϵϲϵ͕ϱϬϬ Ψϭ͕ϵϵϳ͕ϭϬϬ ΨϮ͕ϬϮϱ͕ϱϬϬ ΨϮ͕Ϭϱϰ͕ϵϬϬϬ &d͘WŽƐ͘ ϭϬ ϭϭ ϭϭ Ͳ ϭϭ ϭϭ ϭϭ ϭϭ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ǆŝƐƚŝŶŐƵƐŝŶĞƐƐ ϱ͘ϱ ϭ͕ϯϯϯ͕ϵϬϬ ϭ͕ϯϮϰ͕ϳϬϬ EĞǁƵƐŝŶĞƐƐ ϱ͘ϱ ϲϬϱ͕ϬϬϬ ϲϮϯ͕ϬϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϴ͕ϵϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x /Ŷ&zϮϬϭϳ͕ƚŚĞĞƉĂƌƚŵĞŶƚƌĞŶĞŐŽƚŝĂƚĞĚŝƚƐŽĨĨŝĐĞůĞĂƐĞ͕ƌĞƐƵůƚŝŶŐŝŶĂŶĂŶŶƵĂůƐĂǀŝŶŐƐŽĨĂƉƉƌŽǆŝŵĂƚĞůǇΨϮϬ͕ϬϬϬ͘ x KǀĞƌĂůů͕ƚŚĞĞƉĂƌƚŵĞŶƚƌĞŵĂŝŶƐƌĞůĂƚŝǀĞůǇĨůĂƚŝŶǇĞĂƌŽǀĞƌǇĞĂƌĐŚĂŶŐĞƐ͖ŚŽǁĞǀĞƌ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚĚŽĞƐ ŝŶĐůƵĚĞƌĞĂůůŽĐĂƚŝŶŐΨϭϬ͕ϬϬϬŽĨƚŚĞůĞĂƐĞƐĂǀŝŶŐƐƚŽƐƵƉƉŽƌƚƚŚĞ ƉƵƌƐƵŝƚ ŽĨ ŶĞǁ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ŽƉƉŽƌƚƵŶŝƚŝĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϴ FY2018 Budget Departmental Summaries

ŶǀŝƌŽŶŵĞŶƚĂůŶŐŝŶĞĞƌŝŶŐ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϰ͕Ϭϭϰ͕ϵϯϱ Ψϰ͕ϬϬϮ͕ϭϬϬ Ψϰ͕Ϭϱϳ͕ϭϬϬ ϭ͘ϰй Ψϰ͕ϭϰϰ͕ϳϬϬ Ψϰ͕Ϯϱϭ͕ϭϬϬ Ψϰ͕ϯϲϭ͕ϰϬϬ Ψϰ͕ϰϳϱ͕ϳϬϬ KƉĞƌĂƚŝŶŐ ϳϱϬ͕Ϯϳϭ ϳϴϲ͕ϴϬϬ ϳϴϯ͕ϱϬϬ ͲϬ͘ϰй ϴϵϬ͕ϲϬϬ ϴϵϬ͕ϲϬϬ ϴϵϬ͕ϲϬϬ ϴϵϬ͕ϲϬϬ ĂƉŝƚĂů Ϯϵ͕ϵϳϬ ϰϴ͕ϬϬϬ ϰϴ͕ϬϬϬ Ϭ͘Ϭй ϰϴ͕ϬϬϬ ϰϴ͕ϬϬϬ ϰϴ͕ϬϬϬ ϰϴ͕ϬϬϬ ϱzƌWůĂŶ Ͳ Ͳ ϭϬϳ͕ϭϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $4,795,177 $4,836,900 $4,995,700 3.3% $5,083,300 $5,189,700 $5,300,000 $5,414,300 ZĞǀĞŶƵĞ Ψϭ͕ϮϮϲ͕ϬϬϮ Ψϭ͕Ϭϰϳ͕ϳϬϬ Ψϭ͕ϭϭϮ͕ϳϬϬ ϲ͘Ϯй Ψϭ͕ϬϴϬ͕ϬϬϬ Ψϭ͕Ϭϴϳ͕ϱϬϬ Ψϭ͕Ϭϵϱ͕ϭϬϬ Ψϭ͕ϭϬϮ͕ϵϬϬ EĞƚŽƐƚ Ψϯ͕ϱϲϵ͕ϭϳϰ Ψϯ͕ϳϴϵ͕ϮϬϬ Ψϯ͕ϴϴϯ͕ϬϬϬ Ϯ͘ϱй Ψϰ͕ϬϬϯ͕ϯϬϬ Ψϰ͕ϭϬϮ͕ϮϬϬ Ψϰ͕ϮϬϰ͕ϵϬϬ Ψϰ͕ϯϭϭ͕ϰϬϬ &d͘WŽƐ͘ ϲϭ ϲϭ ϲϰ ϯ ϲϰ ϲϰ ϲϰ ϲϰ EŽƚĞ͗ dŚƌĞĞŶĞǁƉŽƐŝƚŝŽŶƐǁŝůůďĞĐƌĞĂƚĞĚǁŝƚŚĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ĚŵŝŶŝƐƚƌĂƚŝŽŶ ϴ ϱϵϲ͕ϲϬϬ ϲϵϯ͕ϮϬϬ ƌĂŝŶĂŐĞ ϭϳ ϭ͕ϬϮϭ͕ϮϬϬ ϭ͕Ϭϵϵ͕ϬϬϬ DWDĂŝŶƚĞŶĂŶĐĞ ϲ ϰϭϴ͕ϭϬϬ ϯϴϲ͕ϴϬϬ ^ƚŽƌŵǁĂƚĞƌ ϱ ϱϭϮ͕ϬϬϬ ϱϯϳ͕ϳϬϬ ^ƚƌĞĞƚ^ŝŐŶƐ ϭ ϴϲ͕ϬϬϬ ϴϯ͕ϱϬϬ /ŶƐƉĞĐƚŽƌƐ ϭϮ ϴϵϵ͕ϮϬϬ ϵϮϳ͕ϵϬϬ ŶŐŝŶĞĞƌŝŶŐZĞǀŝĞǁ ϴ ϵϬϳ͕ϯϬϬ ϴϯϯ͕ϰϬϬ tĂƚĞƌYƵĂůŝƚǇ ϰ ϯϮϬ͕ϮϬϬ ϯϮϳ͕ϭϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϳϲ͕ϯϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ ϯ Ͳ ϭϬϳ͕ϭϬϬ

FY2018 Budget Highlights and Future Outlook x /ŶƌĞƐƉŽŶƐĞƚŽƐŝŐŶŝĨŝĐĂŶƚĂŶĚƐƵƐƚĂŝŶĞĚŐƌŽǁƚŚŝŶƚŚĞŽƵŶƚǇ͛ƐƌĞƐƉŽŶƐŝďŝůŝƚǇĨŽƌĞƐƚDĂŶĂŐĞŵĞŶƚWƌĂĐƚŝĐĞƐ ;DWͿŵĂŝŶƚĞŶĂŶĐĞ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƐĨƵŶĚŝŶŐĨŽƌƚŚƌĞĞŶĞǁƉŽƐŝƚŝŽŶƐƚŽƐƵƉƉŽƌƚĂDWŵĂŝŶƚĞŶĂŶĐĞ ĐƌĞǁ͘dŚŝƐĐŽƐƚŝƐŽĨĨƐĞƚďǇĂĨŽƌĞĐĂƐƚĞĚŝŶĐƌĞĂƐĞŝŶĐŽůůĞĐƚĞĚĨĞĞƌĞǀĞŶƵĞƐ͘(The amount shown on the Five-Year Plan line equals the net cost, as the Department will reallocate $60,000 of current operating funds to support these positions.) x dŚĞ ĞƉĂƌƚŵĞŶƚ ĐƵƌƌĞŶƚůǇ ŚĂƐ ŽŶĞ͕ ĨŝǀĞͲƉĞƌƐŽŶ DW ŵĂŝŶƚĞŶĂŶĐĞ ĐƌĞǁ͘ tŝƚŚ ƚŚĞ ĂĚĚŝƚŝŽŶ ŽĨ ƚŚƌĞĞ ŶĞǁ ƉŽƐŝƚŝŽŶƐ͕ƚŚĞĞƉĂƌƚŵĞŶƚǁŝůůďĞĂďůĞƚŽĐƌĞĂƚĞƚǁŽ͕ĨŽƵƌͲƉĞƌƐŽŶDWŵĂŝŶƚĞŶĂŶĐĞĐƌĞǁƐ͘ x ŶŶƵĂůŝŶƐƉĞĐƚŝŽŶƐŽĨĂůůDWĨĂĐŝůŝƚŝĞƐŝƐĂƌĞƋƵŝƌĞŵĞŶƚŽĨƚŚĞŽƵŶƚǇ͛ƐD^ϰƉĞƌŵŝƚ͘ǇĚĞƉůŽǇŝŶŐƚǁŽĐƌĞǁƐ͕ ƚŚĞĞƉĂƌƚŵĞŶƚĐĂŶĞŶƐƵƌĞĂůůĨĂĐŝůŝƚŝĞƐǁŝůůďĞŝŶƐƉĞĐƚĞĚĂƐƌĞƋƵŝƌĞĚ͘ x ĚĚŝƚŝŽŶĂůůǇ͕ǁŝƚŚĂŶŝŶĐƌĞĂƐĞŝŶĚĞǀĞůŽƉŵĞŶƚĂĐƚŝǀŝƚŝĞƐĂŶĚƌĞůĂƚĞĚƐƚŽƌŵǁĂƚĞƌŵĂŶĂŐĞŵĞŶƚƉůĂŶƐƌĞǀŝĞǁĂŶĚ ŝŶƐƉĞĐƚŝŽŶƐ͕ƚŚĞĞƉĂƌƚŵĞŶƚŝƐĨŽƌĞĐĂƐƚŝŶŐĂƐŝŐŶŝĨŝĐĂŶƚŐƌŽǁƚŚŝŶĨĞĞƌĞǀĞŶƵĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϴϵ FY2018 Budget Departmental Summaries

&ŝŶĂŶĐĞ dŚĞĚŝǀŝƐŝŽŶŽĨ&ŝŶĂŶĐĞŝƐĐŽŵƉƌŝƐĞĚŽĨƚŚĞĐŽƌĞĨŝŶĂŶĐŝĂůĂƌĞĂƐŽĨĐĐŽƵŶƚŝŶŐ͕ƵĚŐĞƚĂŶĚDĂŶĂŐĞŵĞŶƚ͕>ŝĐĞŶƐĞ /ŶƐƉĞĐƚŝŽŶƐ͕WƵƌĐŚĂƐŝŶŐ͕ĂŶĚZĞĂůƐƚĂƚĞƐƐĞƐƐŵĞŶƚƐ͘ Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϵ͕ϭϲϱ͕ϭϳϵ Ψϵ͕ϯϭϬ͕ϱϬϬ Ψϵ͕ϯϲϱ͕ϰϬϬ Ϭ͘ϲй Ψϵ͕ϱϰϲ͕ϱϬϬ Ψϵ͕ϳϳϭ͕ϳϬϬ ΨϭϬ͕ϬϬϰ͕ϭϬϬ ΨϭϬ͕Ϯϰϰ͕ϰϬϬ KƉĞƌĂƚŝŶŐ ϱϱϳ͕ϭϵϵ ϳϳϳ͕ϴϬϬ ϳϴϯ͕ϯϬϬ Ϭ͘ϳй ϳϴϯ͕ϯϬϬ ϳϴϯ͕ϯϬϬ ϳϴϯ͕ϯϬϬ ϳϴϯ͕ϯϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $9,722,378 $10,088,300 $10,148,700 0.6% $10,329,800 $10,555,000 $10,787,400 $11,027,700 ZĞǀĞŶƵĞ ΨϮ͕Ϭϴϱ͕ϳϲϬ ΨϮ͕ϱϯϭ͕ϲϬϬ Ψϭ͕ϬϯϮ͕ϬϬϬ Ͳϱϵ͘Ϯй Ψϭ͕ϬϯϮ͕ϬϬϬ Ψϭ͕ϬϯϮ͕ϬϬϬ Ψϭ͕ϬϯϮ͕ϬϬϬ Ψϭ͕ϬϯϮ͕ϬϬϬ EĞƚŽƐƚ Ψϳ͕ϲϯϲ͕ϲϭϴ Ψϳ͕ϱϱϲ͕ϳϬϬ Ψϵ͕ϭϭϲ͕ϳϬϬ ϮϬ͘ϲй Ψϵ͕Ϯϵϳ͕ϴϬϬ Ψϵ͕ϱϮϯ͕ϬϬϬ Ψϵ͕ϳϱϱ͕ϰϬϬ Ψϵ͕ϵϵϱ͕ϳϬϬ &d͘WŽƐ͘ ϭϬϳ ϭϬϵ ϭϬϵ Ͳ ϭϬϵ ϭϬϵ ϭϬϵ ϭϬϵ EŽƚĞƐ͗ KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵƵĚŐĞƚĂŶĚDĂŶĂŐĞŵĞŶƚƚŽŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶĚƵƌŝŶŐ&zϮϬϭϳ͘ KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵhŶĂƐƐŝŐŶĞĚƚŽWƵƌĐŚĂƐŝŶŐĚƵƌŝŶŐ&zϮϬϭϳďǇŽĂƌĚĂĐƚŝŽŶŽŶ:ƵŶĞϮϵ͕ϮϬϭϲ͘

FY2016 FY2017 FY2018 YoY Total CDBG/HOME Grant Actual Adopted Proposed Change FY2019-FY2022 ĚŵŝŶŝƐƚƌĂƚŝŽŶ Ͳ Ψϭϲϭ͕ϴϬϬ ΨϭϲϬ͕ϭϬϬ Ͳϭ͘ϭй Ͳ ŽĚĞŶĨŽƌĐĞŵĞŶƚ Ͳ ϭϯϭ͕ϬϬϬ ϭϱϭ͕ϯϬϬ ϭϱ͘ϱй Ͳ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ Ͳ ϭϮϱ͕ϬϬϬ ϯϬϬ͕ϬϬϬ ϭϰϬ͘Ϭй Ͳ ,ŽƵƐŝŶŐ Ͳ ϱϵϵ͕ϭϬϬ ϳϴϵ͕ϬϬϬ ϯϭ͘ϳй Ͳ WƵďůŝĐ&ĂĐŝůŝƚŝĞƐͬ/ŵƉƌŽǀĞŵĞŶƚƐ Ͳ ϰϭϲ͕ϬϬϬ ϭϱϬ͕ϬϬϬ Ͳϲϯ͘ϵй Ͳ WƵďůŝĐ^ĞƌǀŝĐĞ Ͳ Ϯϯϳ͕ϯϬϬ ϭϳϵ͕ϲϬϬ ͲϮϰ͘ϯй Ͳ dĞĐŚŶŝĐĂůƐƐŝƐƚĂŶĐĞ Ͳ Ͳ ϱ͕ϬϬϬ ŶͬĂ Ͳ hŶĂůůŽĐĂƚĞĚ Ͳ Ͳ Ͳ ŶͬĂ Ͳ &ƵƚƵƌĞzĞĂƌWƌŽũĞĐƚůůŽĐĂƚŝŽŶƐ Ͳ Ͳ Ͳ ŶͬĂ ϲ͕ϯϳϬ͕ϮϰϬ Total Expenditures $1,276,422 $1,670,200 $1,735,000 3.9% $6,370,240 ''ƌĂŶƚ Ͳ Ψϭ͕ϭϵϳ͕ϳϬϬ ϭ͕ϭϵϳ͕ϱϲϬ Ϭ͘Ϭй ϰ͕ϳϵϬ͕ϮϰϬ ,KD'ƌĂŶƚ Ͳ ϯϵϱ͕ϬϬϬ ϯϵϱ͕ϬϬϬ Ϭ͘Ϭй ϭ͕ϱϴϬ͕ϬϬϬ WƌŽŐƌĂŵ/ŶĐŽŵĞ ŶͬĂ ZĞƉƌŽŐƌĂŵŵĞĚ Ͳ ϳϳ͕ϱϬϬ ϭϰϮ͕ϰϰϬ ϴϯ͘ϴй Ͳ Total Revenue $1,276,422 $1,670,200 $1,735,000 3.9% $6,370,240 &d͘WŽƐ͘ Ϯ Ϯ Ϯ Ͳ Ϯ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ĐĐŽƵŶƚŝŶŐ ϰϬ Ψϯ͕ϴϱϭ͕ϳϬϬ Ψϯ͕ϴϵϳ͕ϳϬϬ ƵĚŐĞƚĂŶĚDĂŶĂŐĞŵĞŶƚ ϴ Ψϭ͕Ϭϱϲ͕ϱϬϬ ΨϵϮϬ͕ϰϬϬ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚůŽĐŬ'ƌĂŶƚ Ϯ Ψϭ͕ϲϳϬ͕ϮϬϬ Ψϭ͕ϳϯϱ͕ϬϬϬ >ŝĐĞŶƐĞ/ŶƐƉĞĐƚŝŽŶ ϳ Ψϱϯϲ͕ϳϬϬ ΨϱϮϴ͕ϵϬϬ WƵƌĐŚĂƐŝŶŐ ϮϬ Ψϭ͕ϳϴϱ͕ϯϬϬ Ψϭ͕ϴϵϱ͕ϰϬϬ ZĞĂůƐƚĂƚĞƐƐĞƐƐŵĞŶƚƐ ϯϰ ΨϮ͕ϴϱϴ͕ϭϬϬ ΨϮ͕ϵϬϲ͕ϯϬϬ

ϵϬ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s FY2018 Budget Departmental Summaries

CDBG Recommended Project List Activity FY2018 ĞŶƐůĞǇǆƚĞŶĚĞĚĂǇĂƌĞ ϰϬ͕ϭϬϬ ĞƚƚĞƌ,ŽƵƐŝŶŐŽĂůŝƚŝŽŶŽŽƌĚŝŶĂƚĞĚĂƌĞ ϯϱ͕ϬϬϬ ŝǌtŽƌŬƐŶƚĞƌƉƌŝƐĞĞŶƚĞƌ ϭϮϱ͕ϬϬϬ ',ŽƵƐŝŶŐZĞŚĂďŝůŝƚĂƚŝŽŶ ϮϱϬ͕ϬϬϬ 'WƌŽŐƌĂŵĚŵŝŶŝƐƚƌĂƚŝŽŶ ϭϲϬ͕ϭϬϬ ŚĞƐƚĞƌĨŝĞůĚĞĨĂƵůƚĂŶĚ&ŽƌĞĐůŽƐƵƌĞ ϭϰ͕ϱϬϬ ŽŵŵƵŶŝƚŝĞƐ/Ŷ^ĐŚŽŽůƐͲƚZŝƐŬzŽƵƚŚWƌŽŐƌĂŵ Ϯϱ͕ϬϬϬ :ĞĨĨĞƌƐŽŶĂǀŝƐƐƐŽĐŝĂƚŝŽŶ Ϯϱ͕ϬϬϬ WƌŽͲĐƚŝǀĞŽĚĞŽŵƉůŝĂŶĐĞ ϭϱϭ͕ϯϬϬ ZĞďƵŝůĚŝŶŐdŽŐĞƚŚĞƌ ϰϱ͕ϬϬϬ ZŝĐŚŵŽŶĚDĞƚƌŽ,ĂďŝƚĂƚĨŽƌ,ƵŵĂŶŝƚǇ ϵϵ͕ϬϬϬ ^ƚ͘:ŽƐĞƉŚΖƐsŝůůĂ ϰϬ͕ϬϬϬ s^hDŝǆĞĚhƐĞWƌŽũĞĐƚ ϭϱϬ͕ϬϬϬ ŽŵŵĞƌĐŝĂůƵŝůĚŝŶŐ&ĂĕĂĚĞ/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ ϭϳϱ͕ϬϬϬ ,ŽŵĞǁĂƌĚ ϱ͕ϬϬϬ Subtotal CDBG 1,340,000 ,KD͕/ŶĐ͘ŽǁŶƉĂǇŵĞŶƚƐƐŝƐƚĂŶĐĞWƌŽŐƌĂŵ ϰϱ͕ϬϬϬ ƉƌŽũĞĐƚ͗,KD^ͲŽŵƉƌĞŚĞŶƐŝǀĞ,ŽŵĞZĞƉĂŝƌWƌŽŐƌĂŵ ϮϱϬ͕ϬϬϬ ^ŽƵƚŚƐŝĚĞ,KsĂĐĂŶƚWƌŽƉĞƌƚŝĞƐZĞŚĂď ϭϬϬ͕ϬϬϬ ,KDͲhŶĂůůŽĐĂƚĞĚ Ͳ Subtotal HOME 395,000 TOTAL 1,735,000

FY2018 Highlights and Future Outlook

x ƌĞĚƵĐƚŝŽŶŽĨΨϲϮϴ͕ϴϬϬŝŶƚŚĞƌĞŝŵďƵƌƐĞŵĞŶƚƐĨƌŽŵ^ĐŚŽŽůƐƚŽƚŚĞĐĐŽƵŶƚŝŶŐĞƉĂƌƚŵĞŶƚĐŽŶƚƌŝďƵƚĞƐƚŽƚŚĞ ĚĞĐƌĞĂƐĞŝŶƚŚĞ&zϮϬϭϴƌĞǀĞŶƵĞ͘ x ƌĞĚƵĐƚŝŽŶŽĨΨϵϮϳ͕ϵϬϬŝŶƚŚĞƌĞŝŵďƵƌƐĞŵĞŶƚƐĨƌŽŵ^ĐŚŽŽůƐƚŽƚŚĞWƵƌĐŚĂƐŝŶŐĞƉĂƌƚŵĞŶƚĂůƐŽĐŽŶƚƌŝďƵƚĞƐ ƚŽƚŚĞůĂƌŐĞĚĞĐƌĞĂƐĞŝŶ&zϮϬϭϴƌĞǀĞŶƵĞ͘ x dŚĞ &zϮϬϭϴ ƉĞƌƐŽŶŶĞů ĐŚĂŶŐĞ ƌĞĨůĞĐƚƐ ƚŚĞ ŵŽǀĞŵĞŶƚ ŽĨ ƚŚĞ &ŝŶĂŶĐĞ ŝƌĞĐƚŽƌ ƉŽƐŝƚŝŽŶ ĨƌŽŵ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚƚŽŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶĚƵƌŝŶŐ&zϮϬϭϳ͘dŚŝƐĐŚĂŶŐĞŝŶƉŽƐŝƚŝŽŶƐŝƐŽĨĨƐĞƚďǇƚŚĞWƵƌĐŚĂƐŝŶŐ ĞƉĂƌƚŵĞŶƚŐĂŝŶŝŶŐŽŶĞƉŽƐŝƚŝŽŶĨƌŽŵhŶĂƐƐŝŐŶĞĚƚŚĂƚǁŝůůďĞƵƐĞĚĨŽƌƐĐŚŽŽůƐĐŽŶƐƚƌƵĐƚŝŽŶƉƌŽĐƵƌĞŵĞŶƚ͘ x dŚĞ&zϮϬϭϴŽƉĞƌĂƚŝŶŐďƵĚŐĞƚǁĂƐŝŶĐƌĞĂƐĞĚŝŶŽƌĚĞƌƚŽĂƐƐŝƐƚǁŝƚŚƚŚĞŽƉĞƌĂƚŝŽŶĂůŶĞĞĚƐŽĨƚŚĞĂĚĚŝƚŝŽŶĂů ƉŽƐŝƚŝŽŶǁŝƚŚŝŶƚŚĞWƵƌĐŚĂƐŝŶŐĞƉĂƌƚŵĞŶƚ͘ x &zϮϬϭϴ'ƉƌŽŐƌĂŵŚŝŐŚůŝŐŚƚƐƌĞĐŽŵŵĞŶĚ͗Ψϭϳϱ͕ϬϬϬŝŶĨƵŶĚŝŶŐĨŽƌĂŶĞǁƉƌŽũĞĐƚƚŽƐƵƉƉŽƌƚĐŽŵŵĞƌĐŝĂů ďƵŝůĚŝŶŐ ĨĂĕĂĚĞ ŝŵƉƌŽǀĞŵĞŶƚƐ͕ ƉƌŽŵŽƚŝŶŐ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ƌĞǀŝƚĂůŝǌĂƚŝŽŶ ĂůŽŶŐ ƐŽŵĞ ŽĨ ƚŚĞ ŽƵŶƚǇ͛ƐĂŐŝŶŐĐŽŵŵĞƌĐŝĂůĐŽƌƌŝĚŽƌƐ͖ΨϭϱϬ͕ϬϬϬŝŶĨƵŶĚŝŶŐƚŽƐƵƉƉŽƌƚĂŵŝǆĞĚƵƐĞƉƌŽũĞĐƚĂƚsŝƌŐŝŶŝĂ^ƚĂƚĞ hŶŝǀĞƌƐŝƚǇ͘KƚŚĞƌĂƌĞĂƐŽĨĨŽĐƵƐĨŽƌ&zϮϬϭϴŝŶĐůƵĚĞŝŶŝƚŝĂƚŝǀĞƐƌĞůĂƚĞĚƚŽĐƌŝƚŝĐĂůŚŽŵĞƌĞƉĂŝƌ͕ŝǌǁŽƌŬƐ͕,ĂďŝƚĂƚ ĨŽƌ,ƵŵĂŶŝƚǇ͕ĂŶĚƉƌŽͲĂĐƚŝǀĞĐŽĚĞĞŶĨŽƌĐĞŵĞŶƚ͘ x dŚĞ&zϮϬϭϴ,KDƉƌŽŐƌĂŵĐŽŶƚŝŶƵĞƐƚŽƌĞĐŽŵŵĞŶĚĨƵŶĚŝŶŐĨŽƌďŽƚŚĚŽǁŶƉĂǇŵĞŶƚĂƐƐŝƐƚĂŶĐĞĨŽƌƋƵĂůŝĨŝĞĚ ŝŶĚŝǀŝĚƵĂůƐĂŶĚĂŚŽŵĞƌĞŚĂďŝůŝƚĂƚŝŽŶƉƌŽŐƌĂŵ;ƚŚƌŽƵŐŚĂŶŽŶͲƉƌŽĨŝƚŽƌŐĂŶŝǌĂƚŝŽŶͿĨŽƌƋƵĂůŝĨŝĞĚŚŽŵĞŽǁŶĞƌƐ ĐŽƵŶƚǇǁŝĚĞ͕ǁŝƚŚĂŶĞŵƉŚĂƐŝƐŽŶƚĂƌŐĞƚĞĚƌĞǀŝƚĂůŝǌĂƚŝŽŶĂƌĞĂƐ͘

ϵϭ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s FY2018 Budget Departmental Summaries

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Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϰϳ͕ϰϮϴ͕ϱϵϲ Ψϰϰ͕ϲϰϰ͕ϰϬϬ Ψϰϰ͕ϰϬϬ͕ϭϬϬ ͲϬ͘ϱй Ψϰϱ͕ϭϱϴ͕ϴϬϬ Ψϰϲ͕ϭϴϮ͕ϯϬϬ Ψϰϳ͕Ϯϯϵ͕ϯϬϬ Ψϰϴ͕ϯϯϯ͕ϬϬϬ KƉĞƌĂƚŝŶŐ ϲ͕ϰϲϭ͕ϬϬϵ ϳ͕ϳϱϲ͕ϯϬϬ ϳ͕Ϯϱϭ͕ϴϬϬ Ͳϲ͘ϱй ϳ͕ϱϮϭ͕ϳϬϬ ϳ͕ϲϵϰ͕ϳϬϬ ϭϬ͕Ϭϲϭ͕ϱϬϬ ϭϬ͕Ϭϲϭ͕ϱϬϬ ĂƉŝƚĂů ϭ͕ϱϳϬ͕ϰϬϳ Ϯ͕ϰϭϬ͕ϱϬϬ Ϯ͕ϵϬϰ͕ϰϬϬ ϮϬ͘ϱй Ϯ͕ϵϬϰ͕ϰϬϬ Ϯ͕ϵϬϰ͕ϰϬϬ Ϯ͕ϵϬϰ͕ϰϬϬ Ϯ͕ϵϬϰ͕ϰϬϬ ϱzƌWůĂŶ Ͳ Ͳ Ϯϲϵ͕ϵϬϬ ŶͬĂ ϭϳϯ͕ϬϬϬ Ϯ͕ϯϲϲ͕ϴϬϬ Ͳ Ͳ Total $55,460,012 $54,811,200 $54,826,200 0.0% $55,757,900 $59,148,200 $60,205,200 $61,298,900 ZĞǀĞŶƵĞ Ψϯ͕ϱϭϱ͕ϵϬϰ Ψϯ͕ϮϮϳ͕ϵϬϬ Ψϯ͕Ϯϯϲ͕ϳϬϬ Ϭ͘ϯй Ψϯ͕Ϯϯϲ͕ϳϬϬ Ψϯ͕Ϯϯϲ͕ϳϬϬ Ψϯ͕Ϯϯϲ͕ϳϬϬ Ψϯ͕Ϯϯϲ͕ϳϬϬ EĞƚŽƐƚ Ψϱϭ͕ϵϰϰ͕ϭϬϴ Ψϱϭ͕ϱϴϯ͕ϯϬϬ Ψϱϭ͕ϱϴϵ͕ϱϬϬ Ϭ͘Ϭй ΨϱϮ͕ϱϮϭ͕ϮϬϬ Ψϱϱ͕ϵϭϭ͕ϱϬϬ Ψϱϲ͕ϵϲϴ͕ϱϬϬ Ψϱϴ͕ϬϲϮ͕ϮϬϬ &d͘WŽƐ͘ ϰϲϯ ϰϲϵ ϰϳϮ ϯ ϰϳϮ ϰϵϮ ϰϵϮ ϰϵϮ EŽƚĞ͗ dŚƌĞĞƉŽƐŝƚŝŽŶƐǁŝůůďĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵ^ŚĞƌŝĨĨǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘

Grants WĞƌƐŽŶŶĞů Ψϭ͕ϳϱϬ͕ϳϲϭ Ψϭ͕ϳϳϵ͕ϱϬϬ Ψϭ͕ϵϭϴ͕ϱϬϬ ϳ͘ϴй Ψϭ͕ϵϰϬ͕ϬϬϬ Ψϭ͕ϵϳϲ͕ϮϬϬ ΨϮ͕Ϭϭϯ͕ϳϬϬ ΨϮ͕ϬϱϮ͕ϮϬϬ KƉĞƌĂƚŝŶŐ ϯ͕Ϯϳϲ͕ϳϲϲ ϯ͕ϰϱϮ͕ϮϬϬ ϯ͕ϲϱϯ͕ϱϬϬ ϱ͘ϴй ϯ͕ϲϱϯ͕ϱϬϬ ϯ͕ϲϱϯ͕ϱϬϬ ϯ͕ϲϱϯ͕ϱϬϬ ϯ͕ϲϱϯ͕ϱϬϬ ĂƉŝƚĂů Ϯ͕ϬϰϮ͕ϴϲϱ ϭ͕ϭϳϳ͕ϲϬϬ ϵϰϴ͕ϬϬϬ Ͳϭϵ͘ϱй ϵϰϴ͕ϬϬϬ ϵϰϴ͕ϬϬϬ ϵϰϴ͕ϬϬϬ ϵϰϴ͕ϬϬϬ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $7,070,392 $6,409,300 $6,520,000 1.7% $6,541,500 $6,577,700 $6,615,200 $6,653,700 ZĞǀĞŶƵĞ ϳ͕ϯϭϳ͕ϴϬϮ ϲ͕ϰϬϵ͕ϯϬϬ ϲ͕ϱϮϬ͕ϬϬϬ ϭ͘ϳй ϲ͕ϱϳϳ͕ϳϬϬ ϲ͕ϲϭϱ͕ϮϬϬ ϲ͕ϲϱϯ͕ϳϬϬ ϲ͕ϱϳϳ͕ϳϬϬ EĞƚŽƐƚ Ψ;Ϯϰϳ͕ϰϭϬͿ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ &d͘WŽƐ͘ ϭϲ ϭϲ ϭϲ Ͳ ϭϲ ϭϲ ϭϲ ϭϲ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ŵĞƌŐĞŶĐǇKƉĞƌĂƚŝŽŶƐ ϯϵϲ ϯϴ͕ϬϰϬ͕ϵϬϬ ϯϴ͕ϯϯϮ͕ϮϬϬ WĞƌƐŽŶŶĞůdƌĂŝŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ ϭϰ Ϯ͕Ϭϰϴ͕ϯϬϬ Ϯ͕ϬϴϮ͕ϰϬϬ &ŝƌĞĂŶĚ>ŝĨĞ^ĂĨĞƚǇ Ϯϯ Ϯ͕ϬϮϵ͕ϭϬϬ Ϯ͕ϭϵϭ͕ϱϬϬ ŵĞƌŐĞŶĐǇWůĂŶŶŝŶŐĂŶĚDĂŶĂŐĞŵĞŶƚ ϯ ϯϰϲ͕ϬϬϬ ϯϰϭ͕ϮϬϬ &ŝŶĂŶĐĞ ϰ Ϯϵϰ͕ϰϬϬ ϯϬϬ͕ϱϬϬ ,ƵŵĂŶZĞƐŽƵƌĐĞƐ ϲ ϴϰϭ͕ϰϬϬ ϴϯϲ͕ϰϬϬ /ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵƐWůĂŶŶŝŶŐ ϴ ϭ͕Ϭϯϲ͕ϲϬϬ ϭ͕Ϭϲϰ͕ϰϬϬ ZĞƐŽƵƌĐĞDĂŶĂŐĞŵĞŶƚĂŶĚĞǀĞůŽƉŵĞŶƚ ϵ ϴ͕ϯϯϮ͕ϲϬϬ ϴ͕ϰϳϰ͕ϵϬϬ ǆĞĐƵƚŝǀĞ^ƚĂĨĨ ϲ ϴϵϱ͕ϴϬϬ ϵϯϮ͕ϴϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϵϰϲ͕ϭϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ ϯ Ͳ Ϯϲϵ͕ϵϬϬ ZĞǀĞŶƵĞZĞĐŽǀĞƌǇ ϭϲ ϲ͕ϰϬϵ͕ϯϬϬ ϲ͕ϱϮϬ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x ĞŶĞĨŝƚĂŶĚƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞƐĨŽƌ&zϮϬϭϴĂƌĞŽĨĨƐĞƚďǇĐĞŶƚƌĂůůǇďƵĚŐĞƚŝŶŐƌĞƚŝƌĞĞŚĞĂůƚŚĐĂƌĞŝŶĞŵƉůŽǇĞĞ ďĞŶĞĨŝƚƐ͘ x dŚĞĂƉƉƌŽǆŝŵĂƚĞΨϱϬϬ͕ϬϬϬƌĞĚƵĐƚŝŽŶŝŶ&zϮϬϭϴŽƉĞƌĂƚŝŶŐĂŶĚƌĞƐƵůƚŝŶŐŝŶĐƌĞĂƐĞŝŶĐĂƉŝƚĂůŝƐĂƌĞƐƵůƚŽĨŝŶĐƌĞĂƐĞĚ ĐĂƉŝƚĂůŶĞĞĚƐĨŽƌ&zϮϬϭϴ͕ǁŚŝĐŚǁŝůůƌĞĚƵĐĞƚŚĞĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞĂƉƉĂƌĂƚƵƐƌĞƉůĂĐĞŵĞŶƚƌĞƐĞƌǀĞ͘ x &zϮϬϭϴ ĞŶŚĂŶĐĞŵĞŶƚƐ ŝŶĐůƵĚĞ Ψϰϭ͕ϭϬϬ ƚŽ ĨƵƌƚŚĞƌ ŝŵƉůĞŵĞŶƚ ƚŚĞ ĞƉĂƌƚŵĞŶƚΖƐ ĐĂƌĞĞƌ ĚĞǀĞůŽƉŵĞŶƚ ƉƌŽŐƌĂŵ͕ ŚĞůƉŝŶŐƚŚĞŽƵŶƚǇƚŽƐƚĂǇĐŽŵƉĞƚŝƚŝǀĞǁŝƚŚŽƚŚĞƌůŽĐĂůŝƚŝĞƐ͕ĂŶĚΨϮϮϴ͕ϴϬϬƚŽĂĚĚƚŚƌĞĞĂĚĚŝƚŝŽŶĂůĨŝƌĞĨŝŐŚƚĞƌƐƚŽ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϵϮ FY2018 Budget Departmental Summaries

ĐŽŶƚŝŶƵĞƚŚĞĞƉĂƌƚŵĞŶƚΖƐƐƚĂĨĨŝŶŐƉůĂŶ͕ǁŚŝĐŚďĞŐĂŶŝŶ&zϮϬϭϳ͘dŚĞƐƚĂĨĨŝŶŐƉůĂŶŚĂƐĞǆƉĞƌŝĞŶĐĞĚĞĂƌůǇƐƵĐĐĞƐƐŝŶ ƌĞĚƵĐŝŶŐŵŝŶŝŵƵŵƐƚĂĨĨŝŶŐĐŽƐƚƐ͕ĂƐĂĚĚŝŶŐĂĨŝƌĞĨŝŐŚƚĞƌĐŽƐƚƐϯϭƉĞƌĐĞŶƚůĞƐƐŚŽƵƌůǇ͕ĂŶĚƉƌŽǀŝĚĞƐϮϯŵŽƌĞϮϰͲŚŽƵƌ ƐŚŝĨƚƐĂŶŶƵĂůůǇ͕ƚŚĂŶŚŝƌŝŶŐďĂĐŬĂŶĞǆŝƐƚŝŶŐĨŝƌĞĨŝŐŚƚĞƌĂƚŽǀĞƌƚŝŵĞƌĂƚĞƐ͘/ŶĞĂĐŚŽƵƚǇĞĂƌŽĨƚŚĞ&ŝǀĞͲzĞĂƌWůĂŶ͕ ΨϮϬϬ͕ϬϬϬŝƐĐĞŶƚƌĂůůǇďƵĚŐĞƚĞĚĨŽƌƚŚĞƐƚĂĨĨŝŶŐƉůĂŶǁŝƚŚŽƚŚĞƌĨƵƚƵƌĞǁŽƌŬĨůŽǁĐŽŶƐŝĚĞƌĂƚŝŽŶƐ͘dŚĞƐƚĂĨĨŝŶŐƉůĂŶΖƐ ŝŵƉĂĐƚŽŶŵŝŶŝŵƵŵƐƚĂĨĨŝŶŐĐŽƐƚƐǁŝůůĐŽŶƚŝŶƵĞĚƚŽďĞŵŽŶŝƚŽƌĞĚĂŶĚŝƚŵĂǇďĞĨƵŶĚĞĚŝŶĨƵƚƵƌĞǇĞĂƌƐŝĨŝƚƌĞŵĂŝŶƐ ĐŽƐƚͲĞĨĨĞĐƚŝǀĞĂŶĚĨƵŶĚƐĂƌĞĂǀĂŝůĂďůĞ͘ x &zϮϬϭϵŝŶĐůƵĚĞƐΨϭϬϬ͕ϬϬϬƚŽĐŽǀĞƌŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐĨŽƌƚŚĞĞƉĂƌƚŵĞŶƚΖƐƐƚĂƚŝŽŶĂůĞƌƚŝŶŐƐǇƐƚĞŵ͕ǁŚŝĐŚǁĂƐ ĨƵŶĚĞĚŝŶƚŚĞ&zϮϬϭϳ/W͕ĂŶĚΨϳϯ͕ϬϬϬĨŽƌďƌŽĂĚďĂŶĚƐĞƌǀŝĐĞĨŽƌƚŚĞĞƉĂƌƚŵĞŶƚΖƐŵŽďŝůĞĐŽŵƉƵƚĞƌƐ͘ x ƐƚĂĨĨŝŶŐ ĞǆƉĂŶƐŝŽŶ ĨŽƌ DĞĚŝĐ Ϯϭ ƚŽ ŝŶĐůƵĚĞ ϴ ĂĚĚŝƚŝŽŶĂůĨŝƌĞĨŝŐŚƚĞƌƐƚŽƉƌŽǀŝĚĞϮϰͲŚŽƵƌŵĞĚŝĐƐƚĂĨĨŝŶŐĂƚƚŚĞ ,ĂƌƌŽǁŐĂƚĞĨŝƌĞƐƚĂƚŝŽŶŝƐĂĐůŽƐĞůǇŵŽŶŝƚŽƌĞĚĨƵƚƵƌĞĐŽŶƐŝĚĞƌĂƚŝŽŶ͘dŚĞĞǆƉĂŶƐŝŽŶǁŽƵůĚŚĞůƉƚŽƌĞůŝĞǀĞŚĞĂǀǇĐĂůů ǀŽůƵŵĞƐĐƵƌƌĞŶƚůǇĞǆƉĞƌŝĞŶĐĞĚďǇŶĞĂƌďǇƐƚĂƚŝŽŶƐ͘ x &zϮϬϮϬĞŶŚĂŶĐĞŵĞŶƚƐŝŶĐůƵĚĞΨϮ͕ϯϲϲ͕ϴϬϬƚŽƐƚĂĨĨĂŶĚŽƉĞƌĂƚĞƚŚĞEŽƌƚŚtŽŽĚůĂŬĞͬDĂŐŶŽůŝĂ'ƌĞĞŶĨŝƌĞƐƚĂƚŝŽŶ ƚŚĂƚŝƐƐĐŚĞĚƵůĞĚĨŽƌĐŽŶƐƚƌƵĐƚŝŽŶŝŶ&zϮϬϭϵ͘dŚĞŶĞǁƐƚĂƚŝŽŶŝƐŶĞĞĚĞĚƚŽŵĞĞƚĨŝƌĞĂŶĚD^ƌĞƐƉŽŶƐĞƚŝŵĞƐŝŶƚŚĞ ƌĂƉŝĚůǇŐƌŽǁŝŶŐǁĞƐƚĞƌŶĂƌĞĂŽĨƚŚĞŽƵŶƚǇ͘ x ƐŐƌŽǁƚŚĐŽŶƚŝŶƵĞƐŝŶƚŚĞŶŽƌƚŚǁĞƐƚĞƌŶĂƌĞĂŽĨƚŚĞŽƵŶƚǇ͕ƚŚĞŶĞĞĚƐĨŽƌĂůĂĚĚĞƌƚƌƵĐŬĂŶĚĂƐƐŽĐŝĂƚĞĚƐƚĂĨĨŝŶŐ ĂƌĞďĞŝŶŐŵŽŶŝƚŽƌĞĚĨŽƌƚŚĞDŝĚůŽƚŚŝĂŶĨŝƌĞƐƚĂƚŝŽŶ͘tŚĞŶĂůĂĚĚĞƌƚƌƵĐŬďĞĐŽŵĞƐĂĐƌŝƚŝĐĂůŶĞĞĚŝŶƚŚĂƚĂƌĞĂ͕ ĨƵŶĚŝŶŐŽƉƚŝŽŶƐǁŝůůďĞĞǀĂůƵĂƚĞĚĂƚƚŚĂƚƚŝŵĞ͘ x dŚĞD^ZĞǀĞŶƵĞZĞĐŽǀĞƌǇŝŶĐƌĞĂƐĞŽĨΨϭϭϬ͕ϬϬϬŝŶƚŚĞŐƌĂŶƚƐĨƵŶĚŝƐƌĞĨůĞĐƚŝǀĞŽĨƉƌŽũĞĐƚĞĚƌĞǀĞŶƵĞĨŽƌ&zϮϬϭϴ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϵϯ FY2018 Budget Departmental Summaries

'ĞŶĞƌĂů^ĞƌǀŝĐĞƐ

Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϱ͕ϱϭϲ͕ϱϭϭ Ψϱ͕ϳϯϴ͕ϰϬϬ Ψϲ͕Ϯϰϯ͕ϰϬϬ ϴ͘ϴй Ψϲ͕ϯϲϵ͕ϳϬϬ Ψϲ͕ϱϮϮ͕ϳϬϬ Ψϲ͕ϲϲϬ͕ϵϬϬ Ψϲ͕ϴϭϱ͕ϰϬϬ KƉĞƌĂƚŝŶŐ ϳ͕ϮϬϬ͕ϭϰϲ ϳ͕ϯϬϱ͕ϬϬϬ ϳ͕ϰϬϬ͕ϬϬϬ ϭ͘ϯй ϳ͕ϲϳϬ͕ϵϬϬ ϳ͕ϳϳϬ͕ϵϬϬ ϳ͕ϴϮϬ͕ϵϬϬ ϳ͕ϴϳϬ͕ϵϬϬ ĂƉŝƚĂů ϯϯϰ͕ϯϴϱ Ͳ ϭϱ͕ϵϬϬ ŶͬĂ ϭϱ͕ϵϬϬ ϭϱ͕ϵϬϬ ϭϱ͕ϵϬϬ ϭϱ͕ϵϬϬ ϱzƌWůĂŶ Ͳ Ͳ Ϯϳϱ͕ϬϬϬ ŶͬĂ ϭϬϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ Total Ψϭϯ͕Ϭϱϭ͕ϬϰϮ Ψϭϯ͕Ϭϰϯ͕ϰϬϬ Ψϭϯ͕ϵϯϰ͕ϯϬϬ ϲ͘ϴй Ψϭϰ͕ϭϱϲ͕ϱϬϬ Ψϭϰ͕ϯϱϵ͕ϱϬϬ Ψϭϰ͕ϱϰϳ͕ϳϬϬ Ψϭϰ͕ϳϱϮ͕ϮϬϬ ZĞǀĞŶƵĞ Ψϰ͕ϯϭϱ͕ϯϲϰ Ψϰ͕ϬϮϱ͕ϰϬϬ Ψϰ͕ϮϮϭ͕ϱϬϬ ϰ͘ϵй Ψϰ͕Ϯϱϭ͕ϮϬϬ Ψϰ͕ϮϴϮ͕ϰϬϬ Ψϰ͕ϯϮϴ͕ϬϬϬ Ψϰ͕ϯϳϰ͕ϴϬϬ EĞƚŽƐƚ Ψϴ͕ϳϯϱ͕ϲϳϴ Ψϵ͕Ϭϭϴ͕ϬϬϬ Ψϵ͕ϳϭϮ͕ϴϬϬ ϳ͘ϳй Ψϵ͕ϵϬϱ͕ϯϬϬ ΨϭϬ͕Ϭϳϳ͕ϭϬϬ ΨϭϬ͕Ϯϭϵ͕ϳϬϬ ΨϭϬ͕ϯϳϳ͕ϰϬϬ &d͘WŽƐ͘ ϵϭ ϵϭ ϵϴ ϳ ϵϴ ϵϴ ϵϴ ϵϴ EŽƚĞ͗ KŶĞƉŽƐŝƚŝŽŶǁŝůůďĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵĂĐĂƉŝƚĂůƉƌŽũĞĐƚƚŽtZZǁŝƚŚĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘ ^ŝǆƉŽƐŝƚŝŽŶƐǁŝůůďĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵ&ĂĐŝůŝƚǇDĂŶĂŐĞŵĞŶƚƚŽĂƉŝƚĂůWƌŽũĞĐƚƐDĂŶĂŐĞŵĞŶƚŝŶ&zϮϬϭϴ͘

Other FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Funds Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϲ͕ϱϴϵ͕ϴϱϬ Ψϲ͕ϴϳϯ͕ϱϬϬ Ψϲ͕ϰϱϱ͕ϴϬϬ Ͳϲ͘ϭй Ψϲ͕ϱϴϵ͕ϯϬϬ Ψϲ͕ϳϱϯ͕ϴϬϬ Ψϲ͕ϵϮϯ͕ϬϬϬ Ψϳ͕Ϭϵϵ͕ϱϬϬ KƉĞƌĂƚŝŶŐ ϵ͕ϴϮϲ͕ϯϯϴ ϭϰ͕ϭϵϱ͕ϵϬϬ ϭϰ͕Ϯϭϳ͕ϭϬϬ Ϭ͘ϭй ϭϰ͕ϮϮϱ͕ϴϬϬ ϭϴ͕ϰϵϰ͕ϭϬϬ ϭϴ͕ϳϬϭ͕ϵϬϬ ϭϯ͕ϯϯϰ͕ϮϬϬ ĂƉŝƚĂů ϭ͕ϲϬϱ͕ϬϮϮ ϯ͕ϯϮϯ͕ϯϬϬ Ϯ͕Ϯϯϭ͕ϲϬϬ ͲϯϮ͘ϴй Ϯ͕ϮϮϲ͕ϲϬϬ Ϯ͕ϮϬϱ͕ϲϬϬ Ϯ͕ϮϬϱ͕ϲϬϬ Ϯ͕ϮϬϱ͕ϲϬϬ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total Ψϭϴ͕ϬϮϭ͕ϮϭϬ ΨϮϰ͕ϯϵϮ͕ϳϬϬ ΨϮϮ͕ϵϬϰ͕ϱϬϬ Ͳϲ͘ϭй ΨϮϯ͕Ϭϰϭ͕ϳϬϬ ΨϮϳ͕ϰϱϯ͕ϱϬϬ ΨϮϳ͕ϴϯϬ͕ϱϬϬ ΨϮϮ͕ϲϯϵ͕ϯϬϬ ZĞǀĞŶƵĞ Ψϭϵ͕ϲϵϰ͕ϯϮϯ ΨϮϯ͕Ϯϭϳ͕ϱϬϬ ΨϮϮ͕ϵϬϰ͕ϱϬϬ Ͳϭ͘ϯй ΨϮϮ͕ϵϯϴ͕ϰϬϬ ΨϮϳ͕ϯϰϯ͕ϲϬϬ ΨϮϳ͕ϳϮϯ͕ϬϬϬ ΨϮϮ͕ϱϱϮ͕ϭϬϬ EĞƚŽƐƚ ͲΨϭ͕ϲϳϯ͕ϭϭϯ Ψϭ͕ϭϳϱ͕ϮϬϬ ΨϬ ͲϭϬϬ͘Ϭй ΨϭϬϯ͕ϯϬϬ ΨϭϬϵ͕ϵϬϬ ΨϭϬϳ͕ϱϬϬ Ψϴϳ͕ϮϬϬ &d͘WŽƐ͘ ϭϬϲ ϭϬϱ ϵϵ ;ϲͿ ϵϵ ϵϵ ϵϵ ϵϵ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐĚŵŝŶ͘ ϴ ϰϰϵ͕ϱϬϬ ϰϰϲ͕ϮϬϬ ƵŝůĚŝŶŐƐĂŶĚ'ƌŽƵŶĚƐ ϲϳ ϲ͕ϴϴϮ͕ϴϬϬ ϲ͕ϴϬϯ͕ϰϬϬ ĂƉŝƚĂůWƌŽũĞĐƚƐDĂŶĂŐĞŵĞŶƚ ϲ Ͳ ϲϲϮ͕ϭϬϬ ŽĐƵŵĞŶƚ^ĞƌǀŝĐĞƐ ϰ ϵϯϰ͕ϱϬϬ ϵϮϯ͕ϯϬϬ tZZ ϭϯ ϰ͕ϳϳϲ͕ϲϬϬ ϰ͕ϴϮϰ͕ϯϬϬ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ Ϯϳϱ͕ϬϬϬ Subtotal General Fund 98 $13,043,400 $13,934,300 ŝƌƉŽƌƚ ϯ Ϯ͕Ϭϲϭ͕ϮϬϬ Ϯ͕ϳϱϯ͕ϳϬϬ &ĂĐŝůŝƚŝĞƐDĂŶĂŐĞŵĞŶƚ Ͳ ϲϰϴ͕ϰϬϬ Ͳ &ůĞĞƚDĂŶĂŐĞŵĞŶƚ ϴϭ ϭϵ͕ϲϲϬ͕ϮϬϬ ϭϴ͕ϬϵϮ͕ϯϬϬ ZĂĚŝŽ^ŚŽƉ ϭϱ Ϯ͕ϬϮϮ͕ϵϬϬ Ϯ͕Ϭϱϴ͕ϱϬϬ Subtotal Other Funds 99 $24,392,700 $22,904,500

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϵϰ FY2018 Budget Departmental Summaries

FY2018 Budget Highlights and Future Outlook x 'ĞŶĞƌĂů ^ĞƌǀŝĐĞƐ ĚŵŝŶŝƐƚƌĂƚŝŽŶ ŝŶĐƌĞĂƐĞĚ ďǇ Ψϵ͕ϴϬϬ ƚŽ ĐŽǀĞƌ Ă ƉĂƌƚͲƚŝŵĞ ĐůĞƌŝĐĂů ƉŽƐŝƚŝŽŶ ƚŽ ĂƐƐŝƐƚ ǁŝƚŚ ĂĚŵŝŶŝƐƚƌĂƚŝǀĞ ĨƵŶĐƚŝŽŶƐ͘ ĚĚŝƚŝŽŶĂůůǇ͕ Ă ŶĞƚ ƌĞĚƵĐƚŝŽŶ ŽĨ Ψϭϯ͕ϭϬϬ ŝƐ ƉƌŝŵĂƌŝůǇ ĚƵĞ ƚŽ ƉĞƌƐŽŶŶĞů ƚƵƌŶŽǀĞƌ ĂŶĚ ŵŽǀĞŵĞŶƚŽĨƌĞƚŝƌĞĞŚĞĂůƚŚĐĂƌĞƚŽĂĐĞŶƚƌĂůďƵĚŐĞƚ͖ĂůƐŽŝŶĐůƵĚĞĚŝƐĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚ ĐŚĂŶŐĞƐ͘ x ƵŝůĚŝŶŐƐĂŶĚ'ƌŽƵŶĚƐ;Θ'ͿŝŶĐůƵĚĞƐĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐĂŶĚƌĞĨůĞĐƚƐƚŚĞŵŽǀĞŵĞŶƚ ŽĨƌĞƚŝƌĞĞŚĞĂůƚŚĐĂƌĞƚŽĂĐĞŶƚƌĂůďƵĚŐĞƚ͕ǁŚŝĐŚƌĞƐƵůƚƐŝŶĂŶĞƚƌĞĚƵĐƚŝŽŶŽĨΨϮϴ͕ϯϬϬ͘ƚƌĂŶƐĨĞƌŽĨΨϮϬ͕ϬϬϬĨƌŽŵ ƚŚĞ/ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇďƵĚŐĞƚŝŶĐƌĞĂƐĞƐΘ'ƚŽĂƐƐƵŵĞŵĂŝŶƚĞŶĂŶĐĞŽĨĂůů,sƵŶŝƚƐĂƚƚŚĂƚůŽĐĂƚŝŽŶ͘dŚĞ Θ'ĚŝǀŝƐŝŽŶƚƌĂŶƐĨĞƌƌĞĚĂŶĞƚŽĨΨϵ͕ϴϬϬƚŽ'ĞŶĞƌĂů^ĞƌǀŝĐĞƐĚŵŝŶŝƐƚƌĂƚŝŽŶƚŽĐŽǀĞƌƉĂƌƚͲƚŝŵĞĐůĞƌŝĐĂůĂƐƐŝƐƚĂŶĐĞ͘ &ƵŶĚŝŶŐŝŶƚŚĞĂŵŽƵŶƚŽĨΨϲϭ͕ϯϬϬŚĂƐďĞĞŶƌĞĚƵĐĞĚĨŽƌĂĨƵůůͲƚŝŵĞƉŽƐŝƚŝŽŶƚŚĂƚǁŝůůŶŽƚďĞĨŝůůĞĚ͘EƵŵĞƌŽƵƐǀĞŶĚŽƌ ĐŽŶƚƌĂĐƚƐŝŶĐůƵĚĞƉůĂŶŶĞĚŝŶĐƌĞĂƐĞƐƐŽ͕ƚŚĞƌĞĨŽƌĞ͕ĂŶĂĚĚŝƚŝŽŶĂůΨϮϬ͕ϬϬϬŝƐŝŶĐůƵĚĞĚƚŽĂĚĚƌĞƐƐƚŚŽƐĞŝŶĐƌĞĂƐĞƐŝŶ &zϮϬϭϴƚŚƌŽƵŐŚ&zϮϬϮϮ͘/ŶĐůƵĚĞĚŝŶ&zϮϬϭϴĂŶĚďĞǇŽŶĚŝƐΨϳϱ͕ϬϬϬƚŽĂĚĚƌĞƐƐĞƋƵŝƉŵĞŶƚĂŶĚǀĞŚŝĐůĞƌĞƉůĂĐĞŵĞŶƚ ŶĞĞĚƐ͘ x dŚĞĂƉŝƚĂůWƌŽũĞĐƚƐDĂŶĂŐĞŵĞŶƚĚŝǀŝƐŝŽŶŵŽǀĞƐƚŽƚŚĞŐĞŶĞƌĂůĨƵŶĚŝŶ&zϮϬϭϴĨƌŽŵĂŶŝŶƚĞƌŶĂůƐĞƌǀŝĐĞĨƵŶĚ͖ĂŶĚ ƚŚĞƌĞĨŽƌĞ͕ŝŶĐƌĞĂƐĞƐƚŚĞŐĞŶĞƌĂůĨƵŶĚďǇΨϲϲϮ͕ϭϬϬ͘dŚŝƐĨƵŶĚŝŶŐĐŽǀĞƌƐƚŚĞĞǆŝƐƚŝŶŐƐŝǆĨƵůůͲƚŝŵĞƐƚĂĨĨŝŶŐĐŽŵƉůŝŵĞŶƚ͕ ĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞ͕ĂŶĚƌĞůĂƚĞĚďĞŶĞĨŝƚŝŶĐƌĞĂƐĞƐ͘ x dŚĞŽĐƵŵĞŶƚ^ĞƌǀŝĐĞƐĚŝǀŝƐŝŽŶŝŶĐůƵĚĞƐĂŶĞƚƌĞĚƵĐƚŝŽŶŽĨΨϭϭ͕ϮϬϬĚƵĞƚŽƚŚĞŵŽǀĞŵĞŶƚŽĨƌĞƚŝƌĞĞŚĞĂůƚŚĐĂƌĞƚŽ ŵƉůŽǇĞĞĞŶĞĨŝƚƐďƵƚĂůƐŽŝŶĐůƵĚĞƐĨƵŶĚŝŶŐĨŽƌƚŚĞƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚƌĞůĂƚĞĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͘ x dŚĞ&ůĞĞƚDĂŶĂŐĞŵĞŶƚĚŝǀŝƐŝŽŶŝŶĚŝĐĂƚĞƐĂŶĞƚƌĞĚƵĐƚŝŽŶŽĨΨϭ͕ϱϲϳ͕ϵϬϬŵĂŝŶůǇĚƵĞƚŽůŽǁĞƌĨƵĞůĐŽƐƚƐ;Ψϭ͘ϭϱŵŝůůŝŽŶ ƌĞĚƵĐƚŝŽŶͿƚŚĂƚƌĞƐƵůƚĞĚŝŶƐĂǀŝŶŐƐƚŽƉĂƐƐĂůŽŶŐƚŽĂůůŽƵŶƚǇĚĞƉĂƌƚŵĞŶƚƐĂŶĚƐĐŚŽŽůƐ͘&ůĞĞƚŝŶĐůƵĚĞƐĂƚǁŽƉĞƌĐĞŶƚ ŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚƌĞůĂƚĞĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ;Ψϭϳϭ͕ϬϬϬŝŶĐƌĞĂƐĞͿ͕ĂŶĚĂΨϭ͘ϯŵŝůůŝŽŶƌĞĚƵĐƚŝŽŶŝŶƚŚĞƉƵƌĐŚĂƐĞŽĨ ƌĞƉůĂĐĞŵĞŶƚǀĞŚŝĐůĞƐ͕ǁŚŝĐŚŝƐŽĨĨƐĞƚǁŝƚŚĂŶŝŶĐƌĞĂƐĞŽĨΨϭϵϴ͕ϯϬϬƚŽƉƵƌĐŚĂƐĞƌĞƉůĂĐĞŵĞŶƚĞƋƵŝƉŵĞŶƚ͘ŶŝŶĐƌĞĂƐĞ ŽĨ ΨϯϬϰ͕ϮϬϬ ĂůƐŽ ĨƵŶĚƐ ĂŶ ŝŶĐƌĞĂƐĞ ƚŽ ƌĞƐĞƌǀĞƐ ƚŽ ĂĚĚƌĞƐƐ ĨƵƚƵƌĞ ǀĞŚŝĐůĞ ƌĞƉůĂĐĞŵĞŶƚƐ ĂŶĚ ƌĞƉůĂĐĞŵĞŶƚ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚĞƋƵŝƉŵĞŶƚŶĞĞĚƐ͘&zϮϬϭϵƚŚƌŽƵŐŚ&zϮϬϮϮŝŶĐůƵĚĞƐĂŶĂŶƚŝĐŝƉĂƚĞĚŝŶĐƌĞĂƐĞŝŶůĂďŽƌƌĂƚĞƐƚŽ ĞŶĂďůĞĐŽǀĞƌĂŐĞŽĨĨƵƚƵƌĞďƵŝůĚŝŶŐĂŶĚƌĞƉůĂĐĞŵĞŶƚŝŶĨƌĂƐƚƌƵĐƚƵƌĞŶĞĞĚƐĂŶĚĂŶĂŶŶƵĂůƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞ ĂŶĚďĞŶĞĨŝƚŝŶĐƌĞĂƐĞƐ͘ x dŚĞZĂĚŝŽ^ŚŽƉĚŝǀŝƐŝŽŶǁŝůůŝŶĐƌĞĂƐĞďǇΨϯϱ͕ϲϬϬ͕ǁŚŝĐŚŝƐĐŽŵƉƌŝƐĞĚŽĨĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚ ĐŚĂŶŐĞƐŽĨΨϭϱ͕ϴϬϬĂŶĚŵŝŶŝŵĂůŝŶĐƌĞĂƐĞƐŝŶŽƉĞƌĂƚŝŶŐĐŽƐƚƐŽĨΨϭϵ͕ϴϬϬ͘&zϮϬϭϵƚŚƌŽƵŐŚ&zϮϬϮϮŝŶĐůƵĚĞƐĂƚǁŽ ƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͘ x dŚĞŝƌƉŽƌƚŝŶĚŝĐĂƚĞƐĂŶĞƚŝŶĐƌĞĂƐĞŽĨΨϲϵϮ͕ϱϬϬ͕ǁŚŝĐŚŝƐĚƌŝǀĞŶďǇƚŚĞΨϮŵŝůůŝŽŶŝŶĐůƵĚĞĚŝŶĂŶƚŝĐŝƉĂƚĞĚĚĞďƚĨŽƌ ƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞĨƵĞůĨĂƌŵĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƉƌŽũĞĐƚ͘dŚĞĚŝǀŝƐŝŽŶĂůƐŽĨƵŶĚƐĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞ ĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͘&zϮϬϭϵƚŚƌŽƵŐŚ&zϮϬϮϮŝŶĐůƵĚĞƐƚŚĞŝŶĐƌĞĂƐĞŝŶĚĞďƚƐĞƌǀŝĐĞĨŽƌƚŚĞĨƵĞůĨĂƌŵĚĞďƚ͕ǁŚŝĐŚ ďĞŐŝŶƐŝŶ&zϮϬϭϵĂƚΨϭϲϮ͕ϬϬϬ͘ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞΨϭϮ͘ϲϮŵŝůůŝŽŶŝŶĐůƵĚĞĚŽǀĞƌǇĞĂƌƐ&zϮϬϭϵƚŚƌŽƵŐŚ&zϮϬϮϭ;Ψϭ͘ϱ ŵŝůůŝŽŶ ŝŶ &zϮϬϭϵ͖ Ψϱ͘ϱϲ ŵŝůůŝŽŶ ŝŶ ĞĂĐŚ &zϮϬϮϬ ĂŶĚ &zϮϬϮϭͿ ŝƐ ƉůĂŶŶĞĚ ĨŽƌ ƚŚĞ ƌƵŶǁĂǇ ĞǆƚĞŶƐŝŽŶ ĐĂƉŝƚĂů ŝŵƉƌŽǀĞŵĞŶƚƉƌŽũĞĐƚĂŶĚŝƐƐƵƉƉŽƌƚĞĚƚŚƌŽƵŐŚŐƌĂŶƚĨƵŶĚŝŶŐŝŶƚŚĞĂŵŽƵŶƚŽĨΨϭϮ͘ϰŵŝůůŝŽŶǁŝƚŚƚŚĞďĂůĂŶĐĞŽĨ ĨƵŶĚŝŶŐďĞŝŶŐĂĚĚƌĞƐƐĞĚĞĂĐŚǇĞĂƌŝŶƚŚĞ/W͘ĂĐŚǇĞĂƌĂůƐŽŝŶĐůƵĚĞƐĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚ ĐŚĂŶŐĞƐ͘ x tĂƐƚĞĂŶĚZĞƐŽƵƌĐĞZĞĐŽǀĞƌǇ;tZZͿǁŝůůŝŶĐƵƌĐŽŶƚƌĂĐƚŝŶĐƌĞĂƐĞƐĨƌŽŵŶƵŵĞƌŽƵƐǀĞŶĚŽƌƐƚŚĂƚƉƌŽǀŝĚĞƐĞƌǀŝĐĞƐ ĨŽƌŽƉĞƌĂƚŝŽŶƐĂƚƚŚĞĐŽŶǀĞŶŝĞŶĐĞĐĞŶƚĞƌƐ͘ŶĂĚĚŝƚŝŽŶĂůΨϭϴϬ͕ϬϬϬŚĂƐďĞĞŶĂĚĚĞĚŝŶ&zϮϬϭϴƚŽĂĚĚƌĞƐƐƚŚĞW/ ĐŽŶƚƌĂĐƚŝŶĐƌĞĂƐĞƐ͕ǁŚŝĐŚĂƌĞƉĂƌƚŝĂůůǇŽĨĨƐĞƚǁŝƚŚΨϭϱϬ͕ϬϬϬŝŶĐŽŶǀĞŶŝĞŶĐĞĐĞŶƚĞƌŐĂƚĞƌĞǀĞŶƵĞƐďĞŝŶŐŐĞŶĞƌĂƚĞĚ͘ Ψϰϳ͕ϳϬϬŶĞƚŝŶĐƌĞĂƐĞŝƐĂůƐŽĨƵŶĚĞĚƚŚĂƚĐŽǀĞƌƐĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞ͕ĨƵůůǇĨƵŶĚƐĂĨƵůůͲƚŝŵĞƉŽƐŝƚŝŽŶƚŚĂƚ ŚĂĚďĞĞŶƐŚĂƌĞĚǁŝƚŚtZZĐĂƉŝƚĂůƉƌŽũĞĐƚĨƵŶĚŝŶŐ͕ĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐƚŚĂƚĂƌĞŽĨĨƐĞƚďǇƚŚĞŵŽǀĞŵĞŶƚŽĨƌĞƚŝƌĞĞ ŚĞĂůƚŚĐĂƌĞƚŽĂĐĞŶƚƌĂůďƵĚŐĞƚ͘dŚĞ&zϮϬϭϵŽƉĞƌĂƚŝŶŐďƵĚŐĞƚŝŶĐůƵĚĞƐĂΨϭϬϬ͕ϬϬϬŝŶĐƌĞĂƐĞƚŽĂĚĚƌĞƐƐǀĞŶĚŽƌW/ ĐŽŶƚƌĂĐƚŝŶĐƌĞĂƐĞƐ͕ĂŶĚĂŶĂĚĚŝƚŝŽŶĂůΨϱϬ͕ϬϬϬŝƐĂĚĚĞĚĞĂĐŚĨŝƐĐĂůǇĞĂƌƚŚĞƌĞĂĨƚĞƌƚŽĂĚĚƌĞƐƐĐŽŶǀĞŶŝĞŶĐĞĐĞŶƚĞƌ ĐŽŶƚƌĂĐƚŝŶĐƌĞĂƐĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϵϱ FY2018 Budget Departmental Summaries

,ĞĂůƚŚ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϯ͕ϬϯϬ͕ϱϰϮ Ψϲϭϯ͕ϱϱϬ Ψϱϯϰ͕ϵϬϬ ͲϭϮ͘ϴй Ψϱϰϱ͕ϱϬϬ Ψϱϱϴ͕ϳϬϬ ΨϱϳϮ͕ϰϬϬ Ψϱϴϲ͕ϯϬϬ KƉĞƌĂƚŝŶŐ Ϯ͕ϱϳϳ͕ϳϴϮ Ϯ͕ϯϯϰ͕ϱϱϬ Ϯ͕ϯϳϯ͕ϳϬϬ ϭ͘ϳй Ϯ͕ϯϳϯ͕ϳϬϬ Ϯ͕ϯϳϯ͕ϳϬϬ Ϯ͕ϯϳϯ͕ϳϬϬ Ϯ͕ϯϳϯ͕ϳϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $5,608,324 $2,948,100 $2,908,600 -1.3% $2,919,200 $2,932,400 $2,946,100 $2,960,000 ZĞǀĞŶƵĞ Ψϯ͕Ϭϵϲ͕ϳϵϳ Ψϭϵϱ͕ϬϬϬ Ψϭϳϲ͕ϬϬϬ Ͳϵ͘ϳй Ψϭϳϲ͕ϬϬϬ Ψϭϳϲ͕ϬϬϬ Ψϭϳϲ͕ϬϬϬ Ψϭϳϲ͕ϬϬϬ EĞƚŽƐƚ ΨϮ͕ϱϭϭ͕ϱϮϳ ΨϮ͕ϳϱϯ͕ϭϬϬ ΨϮ͕ϳϯϮ͕ϲϬϬ ͲϬ͘ϳй ΨϮ͕ϳϰϯ͕ϮϬϬ ΨϮ͕ϳϱϲ͕ϰϬϬ ΨϮ͕ϳϳϬ͕ϭϬϬ ΨϮ͕ϳϴϰ͕ϬϬϬ &d͘WŽƐ͘ ϰϱ ϴ ϳ ;ϭͿ ϳ ϳ ϳ ϳ EŽƚĞƐ͗ KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵ,ĞĂůƚŚƚŽŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐĚƵƌŝŶŐ&zϮϬϭϳ͘

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ^ĐŚŽŽů^ĞƌǀŝĐĞƐ Ϯ Ͳ ϮϯϬ͕ϵϬϬ DĞĚŝĐĂů^ĞƌǀŝĐĞƐ ϭ Ϯϯϭ͕ϬϬϬ ϭϲϰ͕ϲϬϬ &ŽŽĚWƌŽŐƌĂŵ ϭ ϱϭ͕ϵϱϬ ϱϱ͕ϯϬϬ ^ŽŝůWƌŽŐƌĂŵ ϭ ϭϭϲ͕ϰϬϬ ϭϮϬ͕ϳϬϬ ĚŵŝŶŝƐƚƌĂƚŝŽŶ Ϯ Ϯ͕ϱϭϲ͕ϯϱϬ Ϯ͕ϯϯϳ͕ϭϬϬ ^ĐŚŽŽůƐ'ŝƌůƐŽŶƚŚĞZƵŶ Ͳ ϭϳ͕ϭϬϬ Ͳ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϭϱ͕ϯϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x WĞƌƐŽŶŶĞůŝŶĐůƵĚĞƐĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞ͕ďƵƚƚŚĞŽǀĞƌĂůůĚĞĐƌĞĂƐĞŝƐƌĞĨůĞĐƚŝǀĞŽĨƚŚĞƚƌĂŶƐĨĞƌŽĨŽŶĞƉŽƐŝƚŝŽŶ ƚŽŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐĚƵƌŝŶŐ&zϮϬϭϳ͘ x dŚĞƌĞǀĞŶƵĞĚĞĐƌĞĂƐĞŝƐĚƵĞƚŽƚŚĞ'ŝƌůƐŽŶƚŚĞZƵŶƉƌŽŐƌĂŵ͕ǁŚŝĐŚŝƐŶŽƚƉƌŽũĞĐƚĞĚƚŽďĞŚĞůĚŝŶ&zϮϬϭϴďĞĐĂƵƐĞ ŽĨƐƚĂĨĨŝŶŐĐŚĂůůĞŶŐĞƐ͘ x dŚĞ&zϮϬϭϴďƵĚŐĞƚĂƐƐƵŵĞƐŶŽŝŶĐƌĞĂƐĞŝŶƌĞǀĞŶƵĞƌĞůĂƚĞĚƚŽƚŚĞĞƉĂƌƚŵĞŶƚ͛ƐŶĞǁůĞĂƐĞ͕ĐƵƌƌĞŶƚůǇŝŶŶĞŐŽƚŝĂƚŝŽŶ͘ x dŚĞ ^ĐŚŽŽů ,ĞĂůƚŚ ^ĞƌǀŝĐĞƐ WƌŽŐƌĂŵ ƚƌĂŶƐŝƚŝŽŶĞĚ ƚŽ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ WƵďůŝĐ ^ĐŚŽŽůƐ ŝŶ &zϮϬϭϳ͘ dŚĞ ,ĞĂůƚŚ ĞƉĂƌƚŵĞŶƚĐŽŶƚŝŶƵĞƐƚŽƌĞƚĂŝŶƚǁŽƐƚĂĨĨƚŽĂŝĚŝŶƚŚĞƉƌŽŐƌĂŵΖƐƚƌĂŶƐŝƚŝŽŶ͘ x ZĞƋƵĞƐƚĞĚ͕ďƵƚŶŽƚĨƵŶĚĞĚĂƚƚŚŝƐƚŝŵĞ͕ŝƐĂƉŽƐŝƚŝŽŶĨŽƌƚŚĞĞŶǀŝƌŽŶŵĞŶƚĂůŚĞĂůƚŚƉƌŽŐƌĂŵ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϵϲ FY2018 Budget Departmental Summaries

,ƵŵĂŶZĞƐŽƵƌĐĞƐ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϮ͕ϲϴϯ͕ϵϳϱ ΨϮ͕ϲϴϳ͕ϬϬϬ ΨϮ͕ϳϮϬ͕ϲϬϬ ϭ͘ϯй ΨϮ͕ϳϳϱ͕ϯϬϬ ΨϮ͕ϴϰϮ͕ϮϬϬ ΨϮ͕ϵϭϭ͕ϮϬϬ ΨϮ͕ϵϴϮ͕ϲϬϬ KƉĞƌĂƚŝŶŐ ϱϵϵ͕ϰϵϳ ϲϬϰ͕ϯϬϬ ϲϭϯ͕ϭϬϬ ϭ͘ϱй ϲϭϯ͕ϭϬϬ ϲϭϯ͕ϭϬϬ ϲϭϯ͕ϭϬϬ ϲϭϯ͕ϭϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $3,283,472 $3,291,300 $3,333,700 1.3% $3,388,400 $3,455,300 $3,524,300 $3,595,700 ZĞǀĞŶƵĞ Ψϴϵϳ͕ϭϯϴ Ψϳϴϱ͕ϲϬϬ Ψϳϴϱ͕ϲϬϬ Ϭ͘Ϭй Ψϳϴϱ͕ϲϬϬ Ψϳϴϱ͕ϲϬϬ Ψϳϴϱ͕ϲϬϬ Ψϳϴϱ͕ϲϬϬ EĞƚŽƐƚ ΨϮ͕ϯϴϲ͕ϯϯϯ ΨϮ͕ϱϬϱ͕ϳϬϬ ΨϮ͕ϱϰϴ͕ϭϬϬ ϭ͘ϳй ΨϮ͕ϲϬϮ͕ϴϬϬ ΨϮ͕ϲϲϵ͕ϳϬϬ ΨϮ͕ϳϯϴ͕ϳϬϬ ΨϮ͕ϴϭϬ͕ϭϬϬ &d͘WŽƐ͘ Ϯϴ Ϯϵ Ϯϵ Ͳ Ϯϵ Ϯϵ Ϯϵ Ϯϵ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ŵƉůŽǇĞĞĞŶĞĨŝƚƐ ϰ͘ϰϬ ϰϬϮ͕ϬϬϬ ϯϴϴ͕ϭϬϬ ůĂƐƐŝĨŝĐĂƚŝŽŶĂŶĚŽŵƉĞŶƐĂƚŝŽŶ ϭ͘ϵϬ ϭϴϵ͕ϲϬϬ ϮϬϬ͕ϱϬϬ /ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵƐ ϯ͘ϴϬ ϯϭϲ͕ϯϬϬ ϯϬϳ͕ϯϬϬ ŵƉůŽǇŵĞŶƚĂŶĚsŽůƵŶƚĞĞƌ^ĞƌǀŝĐĞƐ Ϯ͘ϯϱ ϯϱϳ͕ϲϬϬ ϯϬϵ͕ϮϬϬ ŵƉůŽǇĞĞZĞůĂƚŝŽŶƐ ϰ͘ϯϱ ϰϲϱ͕ϭϬϬ ϰϱϯ͕ϮϬϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞƐ ϲ͘ϬϬ ϰϯϰ͕ϴϬϬ ϱϲϰ͕ϳϬϬ ŵƉůŽǇĞĞDĞĚŝĐĂůĞŶƚĞƌƵƐŝŶĞƐƐDĂŶĂŐĞŵĞŶƚ Ͳ ϯϵ͕ϰϬϬ Ͳ KĐĐƵƉĂƚŝŽŶĂů,ĞĂůƚŚ^ĞƌǀŝĐĞƐ ϯ͘ϳϬ ϲϭϬ͕ϱϬϬ ϲϯϯ͕ϭϬϬ EŽŶͲKĐĐƵƉĂƚŝŽŶĂů,ĞĂůƚŚ^ĞƌǀŝĐĞƐ Ϯ͘ϱϬ ϰϬϳ͕ϭϬϬ ϰϮϱ͕ϲϬϬ Ͳ&ŝƚtĞůůŶĞƐƐWƌŽŐƌĂŵ Ͳ ϱϮ͕ϬϬϬ ϱϮ͕ϬϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϭϲ͕ϵϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x ƵƌŝŶŐ&zϮϬϭϳ͕,ƵŵĂŶZĞƐŽƵƌĐĞƐƌĞŽƌŐĂŶŝǌĞĚƐƚĂĨĨĂŵŽŶŐƐƚƉƌŽŐƌĂŵƐ͘dŚĞƌĞǁĞƌĞƉƌĞǀŝŽƵƐůǇƚǁŽĚŝƌĞĐƚŽƌƐ͕ƐƉůŝƚ ďĞƚǁĞĞŶ ƐĞǀĞƌĂů ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ ƉƌŽŐƌĂŵƐ͕ ĂŶĚ ƚŚĞ ĐƵƌƌĞŶƚ ĚŝƌĞĐƚŽƌ ŝƐ ĂĐĐŽƵŶƚĞĚ ĨŽƌ ŝŶ ƚŚĞ ĚŵŝŶŝƐƚƌĂƚŝǀĞ ^ĞƌǀŝĐĞƐƉƌŽŐƌĂŵ͘ x &zϮϬϭϴŽƉĞƌĂƚŝŶŐĐŚĂŶŐĞƐŝŶĐůƵĚĞŝŶĐƌĞĂƐĞĚƌŝƐŬŵĂŶĂŐĞŵĞŶƚĐŚĂƌŐĞƐĂŶĚĂĚĚŝƚŝŽŶĂůĚŽůůĂƌƐĂůůŽĐĂƚĞĚƚŽĐƌŝŵŝŶĂů ďĂĐŬŐƌŽƵŶĚĐŚĞĐŬƐ͘ x &zϮϬϭϴƉĞƌƐŽŶŶĞůĐŚĂŶŐĞƐŝŶĐůƵĚĞĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͘ x ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ ǁŽƵůĚ ůŝŬĞ ƚŽ ĐŽŶǀĞƌƚ Ă ƉĂƌƚͲƚŝŵĞ ,Z ƐƉĞĐŝĂůŝƐƚ ŝŶ ĐŽŵƉĞŶƐĂƚŝŽŶ ĂŶĚ ďĞŶĞĨŝƚƐ ƚŽ Ă ĨƵůůͲƚŝŵĞ ƉŽƐŝƚŝŽŶ ŝŶ ƚŚĞ ĨƵƚƵƌĞ͘ dŚŝƐ ƉŽƐŝƚŝŽŶ ŝƐ ƌĞƐƉŽŶƐŝďůĞ ĨŽƌ ŬĞĞƉŝŶŐ ƵƉͲƚŽͲĚĂƚĞ ŽŶ Ăůů ůĞŐŝƐůĂƚŝǀĞ ĐŚĂŶŐĞƐ͕ ƌĞƉŽƌƚŝŶŐ ƌĞƋƵŝƌĞĚĂƐƉĂƌƚŽĨƚŚĞĨĨŽƌĚĂďůĞĂƌĞĐƚ;Ϳ͕ĂŶĚĂƐƐŝƐƚĂŶĐĞ ǁŝƚŚ ŶĞǁ ĞŵƉůŽǇĞĞ ŽƌŝĞŶƚĂƚŝŽŶ ŝŶĐůƵĚŝŶŐ ƉƌŽĐĞƐƐŝŶŐĂƐƐŽĐŝĂƚĞĚďĞŶĞĨŝƚĨŽƌŵƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϵϳ FY2018 Budget Departmental Summaries

/ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵƐdĞĐŚŶŽůŽŐǇ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϭϬ͕ϭϰϰ͕ϳϬϴ Ψϵ͕ϴϴϭ͕ϲϬϬ ΨϭϬ͕ϰϯϱ͕ϭϬϬ ϱ͘ϲй ΨϭϬ͕ϲϯϳ͕ϵϬϬ ΨϭϬ͕ϴϴϵ͕ϯϬϬ Ψϭϭ͕ϭϰϴ͕ϳϬϬ Ψϭϭ͕ϰϭϲ͕ϮϬϬ KƉĞƌĂƚŝŶŐ ϯ͕ϲϮϵ͕ϯϴϳ ϯ͕ϵϬϲ͕ϴϬϬ ϯ͕Ϯϳϵ͕ϬϬϬ Ͳϭϲ͘ϭй ϰ͕ϮϮϱ͕ϰϬϬ ϰ͕ϯϰϬ͕ϰϬϬ ϰ͕ϯϲϱ͕ϰϬϬ ϰ͕ϯϵϬ͕ϰϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϵϰϲ͕ϰϬϬ ŶͬĂ ϭϭϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ Total $13,774,094 $13,788,400 $14,660,500 6.3% $14,978,300 $15,254,700 $15,539,100 $15,831,600 ZĞǀĞŶƵĞ Ψϭ͕Ϯϵϲ͕ϱϱϬ Ψϭ͕Ϭϱϴ͕ϱϬϬ Ψϳϵϱ͕ϳϬϬ ͲϮϰ͘ϴй Ψϳϵϱ͕ϳϬϬ Ψϳϵϱ͕ϳϬϬ Ψϳϵϱ͕ϳϬϬ Ψϳϵϱ͕ϳϬϬ EĞƚŽƐƚ ΨϭϮ͕ϰϳϳ͕ϱϰϰ ΨϭϮ͕ϳϮϵ͕ϵϬϬ Ψϭϯ͕ϴϲϰ͕ϴϬϬ ϴ͘ϵй Ψϭϰ͕ϭϴϮ͕ϲϬϬ Ψϭϰ͕ϰϯϰ͕ϬϬϬ Ψϭϰ͕ϳϭϴ͕ϰϬϬ Ψϭϱ͕ϬϭϬ͕ϵϬϬ &d͘WŽƐ͘ ϵϵ ϭϬϬ ϭϬϬ Ͳ ϭϬϬ ϭϬϬ ϭϬϬ ϭϬϬ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞƐĂŶĚ'ŽǀĞƌŶĂŶĐĞ ϳ ϭ͕ϬϬϴ͕ϱϬϬ ϭ͕Ϭϭϭ͕ϭϬϬ /ŶĨŽƌŵĂƚŝŽŶ^ĞĐƵƌŝƚǇ ϰ ϱϵϲ͕ϭϬϬ ϲϮϵ͕ϵϬϬ ƉƉůŝĐĂƚŝŽŶ^ĞƌǀŝĐĞƐ ϯϮ ϯ͕ϲϱϭ͕ϱϬϬ ϰ͕ϬϬϵ͕ϯϬϬ 'ĞŽŐƌĂƉŚŝĐ/ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵ ϲ ϱϵϬ͕ϲϬϬ ϲϴϱ͕ϳϬϬ /ŶĨƌĂƐƚƌƵĐƚƵƌĞ^ĞƌǀŝĐĞƐ ϱϭ ϳ͕ϲϴϲ͕ϱϬϬ ϳ͕ϮϮϭ͕ϱϬϬ sŽŝĐĞ^ĞƌǀŝĐĞƐ Ͳ ϭϱϲ͕ϲϬϬ ϭϱϲ͕ϲϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϵϴ͕ϲϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϵϰϲ͕ϰϬϬ

FY2018 Budget Highlights and Future Outlook x &zϮϬϭϴƉĞƌƐŽŶŶĞůĐŚĂŶŐĞƐŝŶĐůƵĚĞĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͕ĂƐǁĞůůĂƐƐĂůĂƌǇĂĚũƵƐƚŵĞŶƚƐ ƚŚĂƚǁĞƌĞĞĨĨĞĐƚŝǀĞĂĨƚĞƌƚŚĞ&zϮϬϭϳďƵĚŐĞƚǁĂƐĂĚŽƉƚĞĚ͘ x dŚĞŽƉĞƌĂƚŝŶŐĚĞĐƌĞĂƐĞŝŶ&zϮϬϭϴĂŶĚďĞǇŽŶĚŝƐĂƚƚƌŝďƵƚĞĚƚŽƚŚĞĚĞĐŽŵŵŝƐƐŝŽŶŝŶŐŽĨƚŚĞ/DŵĂŝŶĨƌĂŵĞ͘tŝƚŚ ƚŚĞŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨƚŚĞdĂǆDĂŶĂŐĞŵĞŶƚ^ǇƐƚĞŵ͕ƚŚĞĨŝŶĂůůĞŐĂĐǇƐǇƐƚĞŵƵƚŝůŝǌŝŶŐƚŚĞŵĂŝŶĨƌĂŵĞ͕ƚŚĞŽƵŶƚǇ ǁŝůůƌĞĂůŝǌĞĂŶĂŶŶƵĂůƐĂǀŝŶŐƐŽĨΨϰϵϲ͕ϬϬϬ͘ x dŚĞ &ŝǀĞͲzĞĂƌ WůĂŶ ĞŶŚĂŶĐĞŵĞŶƚƐ ĨŽƌ ƚŚĞ ĞƉĂƌƚŵĞŶƚ ĂƌĞ ĐŽŵƉƌŝƐĞĚ ŽĨ ĂŶŶƵĂů ŝŶĐƌĞĂƐĞƐ ƚŽ ĞǆŝƐƚŝŶŐ ůŝĐĞŶƐŝŶŐͬŚŽƐƚŝŶŐ ĐŽŶƚƌĂĐƚƐ ĂŶĚ ƚŚĞ ĐŽƐƚƐ ŽĨ ŶĞǁ ƐǇƐƚĞŵƐ ďĞŝŶŐ ŝŵƉůĞŵĞŶƚĞĚ͗ ŝŶĐƌĞĂƐĞƐ ƚŽ ĞǆŝƐƚŝŶŐ ĐŽŶƚƌĂĐƚƐ ;ΨϮϮϰ͕ϬϬϬͿ͕KĨĨŝĐĞϯϲϱ;ΨϮϱϬ͕ϬϬϬͿ͕ŶƚĞƌƉƌŝƐĞ>ĂŶĚDĂŶĂŐĞŵĞŶƚ;Ψϭϰϴ͕ϰϬϬͿ͕ĂŶĚDŝĐƌŽƐŽĨƚǇŶĂŵŝĐƐ;ΨϮϰ͕ϬϬϬͿ͘ x dŚĞ&ŝǀĞͲzĞĂƌWůĂŶĂůƐŽŝŶĐůƵĚĞƐΨϮϬϬ͕ϬϬϬŝŶĨƵŶĚƐĨŽƌĐŽŶƐƵůƚŝŶŐƐĞƌǀŝĐĞƐ͘DĂŶǇƉƌŽũĞĐƚƐƌĞƋƵŝƌĞƐƉĞĐŝĂůŝǌĞĚƐŬŝůůƐ ƚŚĂƚĂƌĞŶŽƚĨĞĂƐŝďůĞƚŽŬĞĞƉƐƚĂĨĨĞĚ͘ŽŶƐƵůƚŝŶŐĨƵŶĚƐǁŝůůĂůůŽǁƚŚĞĞƉĂƌƚŵĞŶƚƚŽĐŽŶƚƌĂĐƚƚŚĞƐƉĞĐŝĂůŝǌĞĚƐŬŝůůƐ ĨŽƌƐƉĞĐŝĨŝĐƉƌŽũĞĐƚƐ͕ƐƵĐŚĂƐĂďĂĐŬůŽŐŽĨ'/^ƵƉĚĂƚĞƐƚŚĂƚŶĞĞĚƚŽďĞĐŽŵƉůĞƚĞĚŝŶ&zϮϬϭϴ͘ x &zϮϬϭϵ ŝŶĐůƵĚĞƐ ΨϵϬ͕ϬϬϬ ĨŽƌ ƚŚĞ ŵĂŝŶƚĞŶĂŶĐĞ ĂŐƌĞĞŵĞŶƚ ŽĨ Ă ŶĞǁůǇ ŝŵƉůĞŵĞŶƚĞĚ D ƐǇƐƚĞŵ͕ ĂŶĚ &zϮϬϭϵ ƚŚƌŽƵŐŚ &zϮϬϮϮ ŝŶĐůƵĚĞƐ ΨϮϱ͕ϬϬϬ ĞĂĐŚ ǇĞĂƌ ĨŽƌ W/ ŝŶĐƌĞĂƐĞƐ ďƵŝůƚ ŝŶƚŽ ŵŽƐƚ ůŝĐĞŶƐŝŶŐ ĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞ ĂŐƌĞĞŵĞŶƚƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϵϴ FY2018 Budget Departmental Summaries

/ŶƚĞƌŶĂůƵĚŝƚ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϳϱϳ͕ϭϵϴ Ψϳϵϵ͕ϰϬϬ Ψϴϰϳ͕ϲϬϬ ϲ͘Ϭй Ψϴϲϯ͕ϰϬϬ Ψϴϴϯ͕ϱϬϬ ΨϵϬϯ͕ϱϬϬ ΨϵϮϰ͕ϳϬϬ KƉĞƌĂƚŝŶŐ ϰϴ͕ϬϮϴ ϱϰ͕ϰϬϬ ϱϯ͕ϮϬϬ ͲϮ͘Ϯй ϳϬ͕ϳϬϬ ϳϬ͕ϳϬϬ ϳϬ͕ϳϬϬ ϳϬ͕ϳϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϭϳ͕ϱϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $805,226 $853,800 $918,300 7.6% $934,100 $954,200 $974,200 $995,400 ZĞǀĞŶƵĞ ΨϭϮϭ͕ϳϬϬ ΨϭϮϮ͕ϵϬϬ ΨϮϴ͕ϬϬϬ Ͳϳϳ͘Ϯй ΨϮϴ͕ϬϬϬ ΨϮϴ͕ϬϬϬ ΨϮϴ͕ϬϬϬ ΨϮϴ͕ϬϬϬ EĞƚŽƐƚ Ψϲϴϯ͕ϱϮϲ ΨϳϯϬ͕ϵϬϬ ΨϴϵϬ͕ϯϬϬ Ϯϭ͘ϴй ΨϵϬϲ͕ϭϬϬ ΨϵϮϲ͕ϮϬϬ ΨϵϮϴ͕ϳϬϬ Ψϵϰϵ͕ϵϬϬ &d͘WŽƐ͘ ϵ ϵ ϵ Ͳ ϵ ϵ ϵ ϵ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ƵĚŝƚ^ĞƌǀŝĐĞƐ ϳ͘Ϯ ϲϵϯ͕ϬϬϬ͘ϬϬ ϳϯϰ͕ϬϮϴ͘ϱϵ &ƌĂƵĚtĂƐƚĞŽƌďƵƐĞ^ĞƌǀŝĐĞƐ ϭ͘ϯϱ ϭϭϳ͕ϮϬϬ͘ϬϬ ϭϮϱ͕Ϭϳϴ͘ϯϮ ǆƚĞƌŶĂůƵĚŝƚŽƌƐƐŝƐƚĂŶĐĞ Ϭ͘ϰϱ ϯϵ͕ϬϬϬ͘ϬϬ ϰϭ͕ϲϵϮ͘ϳϳ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϰ͕ϲϬϬ͘ϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϭϳ͕ϱϬϬ

FY2018 Budget Highlights and Future Outlook x dŚĞƌĞĚƵĐƚŝŽŶŝŶƌĞǀĞŶƵĞƐŝƐĚƵĞƚŽĂŶŽƌŐĂŶŝǌĂƚŝŽŶĂůĐŚĂŶŐĞĨŽƌŝŶƚĞƌĚĞƉĂƌƚŵĞŶƚĂůĐŚĂƌŐĞƐƚŽƚŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶ͘ x ŶĞŶŚĂŶĐĞŵĞŶƚŽĨΨϭϳ͕ϱϬϬŝƐŝŶĐůƵĚĞĚŝŶƚŚĞ&ŝǀĞͲzĞĂƌWůĂŶƚŽĂĐĐŽŵŵŽĚĂƚĞŵĂŝŶƚĞŶĂŶĐĞƚŽŶĞǁůǇŝŵƉůĞŵĞŶƚĞĚ ĂƵĚŝƚŝŶŐƐŽĨƚǁĂƌĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϵϵ FY2018 Budget Departmental Summaries

:ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ

Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϯ͕ϴϯϯ͕ϭϯϱ Ψϰ͕ϭϲϬ͕ϳϬϬ Ψϰ͕Ϯϭϯ͕ϵϬϬ ϭ͘ϯй Ψϰ͕Ϯϵϵ͕ϱϬϬ Ψϰ͕ϰϬϮ͕ϵϬϬ Ψϰ͕ϱϭϬ͕ϳϬϬ Ψϰ͕ϲϮϮ͕ϰϬϬ KƉĞƌĂƚŝŶŐ ϴϳϭ͕ϲϭϲ ϴϳϭ͕ϴϬϬ ϵϭϮ͕ϲϬϬ ϰ͘ϳй ϵϭϮ͕ϲϬϬ ϵϭϮ͕ϲϬϬ ϵϭϮ͕ϲϬϬ ϵϭϮ͕ϲϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $4,704,750 $5,032,500 $5,126,500 1.9% $5,212,100 $5,315,500 $5,423,300 $5,535,000 ZĞǀĞŶƵĞ ΨϮ͕Ϯϵϵ͕ϮϲϬ ΨϮ͕ϲϯϳ͕ϬϬϬ ΨϮ͕ϲϯϳ͕ϬϬϬ Ϭ͘Ϭй ΨϮ͕ϲϯϳ͕ϬϬϬ ΨϮ͕ϲϯϳ͕ϬϬϬ ΨϮ͕ϲϯϳ͕ϬϬϬ ΨϮ͕ϲϯϳ͕ϬϬϬ EĞƚŽƐƚ ΨϮ͕ϰϬϱ͕ϰϵϬ ΨϮ͕ϯϵϱ͕ϱϬϬ ΨϮ͕ϰϴϵ͕ϱϬϬ ϯ͘ϵй ΨϮ͕ϱϳϱ͕ϭϬϬ ΨϮ͕ϲϳϴ͕ϱϬϬ ΨϮ͕ϳϴϲ͕ϯϬϬ ΨϮ͕ϴϵϴ͕ϬϬϬ &d͘WŽƐ͘ ϲϬ ϲϲ ϲϲ Ͳ ϲϲ ϲϲ ϲϲ ϲϲ

Grants WĞƌƐŽŶŶĞů Ψϰϱ͕ϲϯϴ Ψϰϱ͕ϬϬϬ Ψϰϲ͕ϭϬϬ Ϯ͘ϰй Ψϰϳ͕ϮϬϬ Ψϰϴ͕ϱϬϬ Ψϰϵ͕ϴϬϬ Ψϱϭ͕ϭϬϬ KƉĞƌĂƚŝŶŐ ϮϮ͕ϭϬϬ ϯϬ͕ϬϬϬ ϭϴ͕ϵϬϬ Ͳϯϳ͘Ϭй ϭϳ͕ϴϬϬ ϭϲ͕ϱϬϬ ϭϱ͕ϮϬϬ ϭϯ͕ϵϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $67,737 $75,000 $65,000 -13.3% $65,000 $65,000 $65,000 $65,000 ZĞǀĞŶƵĞ ϲϱ͕ϵϬϰ ϳϱ͕ϬϬϬ ϲϱ͕ϬϬϬ Ϭ͘Ϭй ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ EĞƚŽƐƚ Ψϭ͕ϴϯϰ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ &d͘WŽƐ͘ ϭ ϭ ϭ Ͳ ϭ ϭ ϭ ϭ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ^ĞĐƵƌĞĞƚĞŶƚŝŽŶ ϲϮ ϰ͕ϲϱϴ͕ϰϬϬ ϰ͕ϳϴϭ͕ϯϬϬ ,ŽŵĞĚŵŝŶŝƐƚƌĂƚŝŽŶ ϰ ϯϮϵ͕ϬϬϬ ϯϰϱ͕ϮϬϬ ,ŽŵĞEŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ϭ ϰϱ͕ϭϬϬ Ͳ h^'ƌĂŶƚ ϭ ϳϱ͕ϬϬϬ ϲϱ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x ƐůŝŐŚƚŝŶĐƌĞĂƐĞŝŶƉĞƌƐŽŶŶĞůŝƐƌĞĨůĞĐƚŝǀĞŽĨďĞŶĞĨŝƚĐŚĂŶŐĞƐĂŶĚĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞ͕ǁŚŝĐŚĂƌĞƉĂƌƚŝĂůůǇ ŽĨĨƐĞƚďǇƚƵƌŶŽǀĞƌ͘ x dŚĞŽƉĞƌĂƚŝŶŐŝŶĐƌĞĂƐĞŝƐƉƌŝŵĂƌŝůǇĚƵĞƚŽĂƚĞĐŚŶŝĐĂůĂĚũƵƐƚŵĞŶƚĨŽƌĐŽŶƚƌĂĐƚƐĂŶĚĂŶŝŶĐƌĞĂƐĞŝŶƌŝƐŬŵĂŶĂŐĞŵĞŶƚ ĐŽƐƚ͘ x dŚĞĞƉĂƌƚŵĞŶƚŝƐŝŶƚŚĞƐĞĐŽŶĚǇĞĂƌŽĨĂŶĂŐƌĞĞŵĞŶƚǁŝƚŚƚŚĞĞƉĂƌƚŵĞŶƚŽĨ:ƵǀĞŶŝůĞ:ƵƐƚŝĐĞ;::ͿƚŽŽƉĞƌĂƚĞĂŶĚ ƐƚĂĨĨĂƵŶŝƚĂƚŚĞƐƚĞƌĨŝĞůĚ:ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞĨŽƌƐƚĂƚĞͲĐŽŵŵŝƚƚĞĚũƵǀĞŶŝůĞƐ͘ZĞǀĞŶƵĞƌĞĐĞŝǀĞĚĨƌŽŵ:: ĐŽŶƚŝŶƵĞƐƚŽďĞƐƵĨĨŝĐŝĞŶƚƚŽĐŽǀĞƌƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĨŽƌƚŚĞƵŶŝƚ͘ x dŚĞĚĞĐƌĞĂƐĞŽĨΨϭϬ͕ϬϬϬŝŶƚŚĞh^ŐƌĂŶƚŝƐƌĞĨůĞĐƚŝǀĞŽĨƉƌŽũĞĐƚĞĚĨĞĚĞƌĂůƌĞǀĞŶƵĞďĂƐĞĚŽŶƌĞĐĞŶƚǇĞĂƌƐΖĂĐƚƵĂůƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϬ FY2018 Budget Departmental Summaries

>ŝďƌĂƌǇ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϱ͕ϵϴϭ͕ϭϰϱ Ψϲ͕ϳϵϰ͕ϲϬϬ Ψϲ͕ϴϳϴ͕ϱϬϬ ϭ͘Ϯй Ψϳ͕ϬϮϰ͕ϴϬϬ Ψϳ͕ϭϵϱ͕ϬϬϬ Ψϳ͕ϯϳϭ͕ϯϬϬ Ψϳ͕ϱϱϮ͕ϱϬϬ KƉĞƌĂƚŝŶŐ Ϯ͕Ϭϭϴ͕ϲϴϰ Ϯ͕ϮϮϬ͕ϭϬϬ Ϯ͕Ϯϱϱ͕ϳϬϬ ϭ͘ϲй Ϯ͕ϯϱϱ͕ϳϬϬ Ϯ͕ϰϱϱ͕ϳϬϬ Ϯ͕ϱϱϱ͕ϳϬϬ Ϯ͕ϲϱϱ͕ϳϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϭϬϬ͕ϬϬϬ ŶͬĂ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ Ϯϭϱ͕ϮϬϬ Total $7,999,829 $9,014,700 $9,234,200 2.4% $9,480,500 $9,750,700 $10,027,000 $10,423,400 ZĞǀĞŶƵĞ ΨϱϲϮ͕ϰϱϬ ΨϲϳϮ͕ϰϬϬ Ψϲϳϴ͕ϴϬϬ ϭ͘Ϭй Ψϲϳϴ͕ϴϬϬ Ψϲϳϴ͕ϴϬϬ Ψϲϳϴ͕ϴϬϬ Ψϲϳϴ͕ϴϬϬ EĞƚŽƐƚ Ψϳ͕ϰϯϳ͕ϯϳϵ Ψϴ͕ϯϰϮ͕ϯϬϬ Ψϴ͕ϱϱϱ͕ϰϬϬ Ϯ͘ϲй Ψϴ͕ϴϬϭ͕ϳϬϬ Ψϵ͕Ϭϳϭ͕ϵϬϬ Ψϵ͕ϯϰϴ͕ϮϬϬ Ψϵ͕ϳϰϰ͕ϲϬϬ &d͘WŽƐ͘ ϲϳ ϳϰ ϳϰ Ͳ ϳϰ ϳϰ ϳϰ ϳϰ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ƵƐƚŽŵĞƌ^ĞƌǀŝĐĞƐ ϱϮ͘ϴϬ ϱ͕ϲϮϮ͕ϳϬϬ ϱ͕ϴϰϯ͕ϰϬϬ DĂƚĞƌŝĂůƐĂŶĚŽůůĞĐƚŝŽŶƐ ϲ͘ϮϬ ϭ͕ϱϳϴ͕ϵϬϬ ϭ͕ϲϬϯ͕ϳϬϬ /ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵƐ ϯ͘ϬϬ ϯϳϱ͕ϯϬϬ ϯϴϴ͕ϲϬϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞƐ ϭϭ͘ϬϬ ϭ͕ϭϳϬ͕ϵϬϬ ϭ͕ϭϴϬ͕ϬϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϭϱϯ͕ϯϬϬ Ͳ >Ăǁ>ŝďƌĂƌǇƵƐƚŽŵĞƌ^ĞƌǀŝĐĞƐ ϭ ϭϬϰ͕ϴϬϬ ϭϬϵ͕ϳϬϬ >Ăǁ>ŝďƌĂƌǇDĂƚĞƌŝĂůƐĂŶĚŽůůĞĐƚŝŽŶƐ Ͳ ϲ͕Ϯϴϱ ϲ͕Ϯϴϱ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϭϬϬ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x /ŶĞĂĐŚǇĞĂƌ͕ƉĞƌƐŽŶŶĞůŝŶĐƌĞĂƐĞƐŝŶĐůƵĚĞĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĨŽƌĨƵůůͲƚŝŵĞĂŶĚƉĂƌƚͲƚŝŵĞĞŵƉůŽǇĞĞƐĂŶĚ ĞǆƉĞĐƚĞĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͘ x KƉĞƌĂƚŝŶŐŝŶĐƌĞĂƐĞƐŝŶĐůƵĚĞ ΨϱϬ͕ϬϬϬŝŶĂĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐĨŽƌůŝďƌĂƌǇŵĂƚĞƌŝĂůƐĞĂĐŚǇĞĂƌĨƌŽŵ&zϮϬϭϴƚŚƌŽƵŐŚ &zϮϬϮϭ͕ ĂůůŽǁŝŶŐ ĨŽƌ ŶĞǁ ĂŶĚ ƌĞƉůĂĐĞŵĞŶƚ ŵĂƚĞƌŝĂů ƉƵƌĐŚĂƐĞƐ͘ Ɛ ƵƐĂŐĞ ŝŶĐƌĞĂƐĞƐ ǁŝƚŚ ƉŽƉƵůĂƚŝŽŶ ŐƌŽǁƚŚ͕ ĂĚĚŝƚŝŽŶĂůŵĂƚĞƌŝĂůƐĨƵŶĚŝŶŐĂůůŽǁƐůŝďƌĂƌŝĞƐƚŽĞŶƐƵƌĞƚŚĂƚƋƵĂůŝƚǇŵĂƚĞƌŝĂůƐĂƌĞĂǀĂŝůĂďůĞ͘ x ĂĐŚǇĞĂƌ͕ĨƌŽŵ&zϮϬϭϴƚŚƌŽƵŐŚ&zϮϬϮϭ͕ΨϱϬ͕ϬϬϬŝƐƌĞŵŽǀĞĚĨƌŽŵƚŚĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWůĂŶĂŶĚƉŚĂƐĞĚŝŶƚŽ ƚŚĞ>ŝďƌĂƌǇ͛ƐŽƉĞƌĂƚŝŶŐďƵĚŐĞƚƚŽƐƵƉƉŽƌƚůŝďƌĂƌǇƚĞĐŚŶŽůŽŐǇĂŶĚĨĂĐŝůŝƚǇƵƉŐƌĂĚĞƐĂŶĚŵĂŝŶƚĞŶĂŶĐĞ͘ĚĚŝƚŝŽŶĂů ŽƉĞƌĂƚŝŶŐĨƵŶĚƐƉĞƌŵŝƚƚŚĞůŝďƌĂƌǇƚŽŵĂŬĞŝŶƚĞƌŝŵƌĞƉĂŝƌƐĂŶĚŝŵƉƌŽǀĞŵĞŶƚƐƚŽĨĂĐŝůŝƚŝĞƐ͕ƐǇƐƚĞŵƐ͕ĂŶĚƚĞĐŚŶŽůŽŐǇ ďĞĨŽƌĞƚŚĞǇƌĞĂĐŚ/WƐƚĂƚƵƐĨŽƌƌĞŶŽǀĂƚŝŽŶŽƌƌĞƉůĂĐĞŵĞŶƚ͘ x dŚĞĞƉĂƌƚŵĞŶƚŚĂƐĚĞǀĞůŽƉĞĚĂŵƵůƚŝͲǇĞĂƌƉůĂŶƚŽĐŽŶǀĞƌƚƉĂƌƚͲƚŝŵĞƉŽƐŝƚŝŽŶƐƚŽĨƵůůͲƚŝŵĞƉŽƐŝƚŝŽŶƐŝŶƚŚĞ>ŝďƌĂƌǇ ƐǇƐƚĞŵ͘dŚĞƉůĂŶŝŶĐůƵĚĞƐƚŚĞƚƌĂŶƐŝƚŝŽŶŽĨƚǁŽƉĂƌƚͲƚŝŵĞƉŽƐŝƚŝŽŶƐƉĞƌŽŶĞĨƵůůͲƚŝŵĞƉŽƐŝƚŝŽŶŝŶŽƌĚĞƌƚŽĂĚĚƌĞƐƐ ƚƵƌŶŽǀĞƌĂŶĚƐĐŚĞĚƵůŝŶŐĐŚĂůůĞŶŐĞƐŝŶĞĂĐŚůŝďƌĂƌǇďƌĂŶĐŚ͘&ƵŶĚŝŶŐŝƐŶŽƚĐƵƌƌĞŶƚůǇŝŶĐůƵĚĞĚŝŶƚŚĞďƵĚŐĞƚĨŽƌƚŚŝƐ ŝŶŝƚŝĂƚŝǀĞ͖ŚŽǁĞǀĞƌ͕ŝƚƌĞŵĂŝŶƐĂƉƌŝŽƌŝƚǇĨŽƌĨƵƚƵƌĞǁŽƌŬůŽĂĚĐŽŶƐŝĚĞƌĂƚŝŽŶƐ͘ x &zϮϬϮϮŝŶĐůƵĚĞƐΨϮϭϱ͕ϮϬϬƚŽĂĚĚƌĞƐƐĂŶƚŝĐŝƉĂƚĞĚŽƉĞƌĂƚŝŶŐĐŚĂŶŐĞƐĂĨƚĞƌƚŚĞƌĞŶŽǀĂƚŝŽŶŽĨƚŚĞDŝĚůŽƚŚŝĂŶ>ŝďƌĂƌǇ ŝƐĐŽŵƉůĞƚĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϭ FY2018 Budget Departmental Summaries

DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ

Financial Summary Special FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Revenue Actual Adopted Proposed YoY Projected Projected Projected Projected Fund Change WĞƌƐŽŶŶĞů ΨϮϳ͕ϰϯϱ͕ϬϬϯ ΨϮϳ͕ϲϱϮ͕ϰϬϬ ΨϮϴ͕ϳϵϬ͕ϬϬϬ ϰ͘ϭй ΨϮϵ͕Ϯϵϭ͕ϱϬϬ ΨϮϵ͕ϴϵϵ͕ϰϬϬ ΨϯϬ͕ϱϮϵ͕ϯϬϬ Ψϯϭ͕ϭϴϮ͕ϭϬϬ KƉĞƌĂƚŝŶŐ Ψϵ͕ϯϵϴ͕ϮϰϮ Ψϵ͕ϰϴϵ͕ϳϬϬ ΨϭϬ͕ϱϲϰ͕ϭϬϬ ϭϭ͘ϯй Ψϭϭ͕Ϭϭϭ͕ϱϬϬ ΨϭϬ͕ϵϮϬ͕ϴϬϬ ΨϭϬ͕ϴϰϭ͕ϱϬϬ ΨϭϬ͕ϴϱϴ͕ϯϬϬ ĂƉŝƚĂů Ψϱ͕ϯϰϵ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ψϯϰϱ͕ϬϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $36,838,593 $37,142,100 $39,699,100 6.9% $40,303,000 $40,820,200 $41,370,800 $42,040,400 ZĞǀĞŶƵĞ ΨϮϱ͕ϵϴϬ͕ϱϯϰ ΨϮϱ͕ϲϵϮ͕ϮϬϬ ΨϮϳ͕ϴϮϲ͕ϭϬϬ ϴ͘ϯй ΨϮϴ͕ϭϰϰ͕ϮϬϬ ΨϮϴ͕ϰϲϰ͕ϱϬϬ ΨϮϴ͕ϴϭϱ͕ϲϬϬ ΨϮϵ͕Ϯϴϯ͕ϬϬϬ EĞƚŽƐƚ ΨϭϬ͕ϴϱϴ͕ϬϲϬ Ψϭϭ͕ϰϰϵ͕ϵϬϬ Ψϭϭ͕ϴϳϯ͕ϬϬϬ ϯ͘ϳй ΨϭϮ͕ϭϱϴ͕ϴϬϬ ΨϭϮ͕ϯϱϱ͕ϳϬϬ ΨϭϮ͕ϱϱϱ͕ϮϬϬ ΨϭϮ͕ϳϱϳ͕ϰϬϬ &d͘WŽƐ͘ ϯϰϵ ϯϱϭ ϯϲϭ ϭϬ ϯϲϭ ϯϲϭ ϯϲϭ ϯϲϭ EŽƚĞƐ͗dǁŽƉŽƐŝƚŝŽŶƐǁĞƌĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵƚŚĞ^ŚĞƌŝĨĨƚŽD,^^ĂŶĚƚǁŽǁĞƌĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵhŶĂƐƐŝŐŶĞĚƚŽD,^^ĚƵƌŝŶŐ&zϮϬϭϳ͘ KŶĞƉŽƐŝƚŝŽŶǁĂƐĐƌĞĂƚĞĚĂĨƚĞƌĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϳďƵĚŐĞƚďǇŽĂƌĚĂĐƚŝŽŶŽŶ:ƵŶĞϮϮ͕ϮϬϭϲ͘ &ŝǀĞƉŽƐŝƚŝŽŶƐǁŝůůďĞĐƌĞĂƚĞĚǁŝƚŚĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘ &zϮϬϭϲĂŶĚ&zϮϬϭϳĂĐƚƵĂůƐƌĞƐŝĚĞŝŶƚŚĞŐĞŶĞƌĂůĨƵŶĚ͘DŽǀŝŶŐĨŽƌǁĂƌĚD,^^ǁŝůůďĞĂƐƉĞĐŝĂůƌĞǀĞŶƵĞĨƵŶĚ͘

Grants FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϭ͕ϰϭϵ͕ϲϭϬ Ψϭ͕ϲϭϰ͕ϱϬϬ Ψϭ͕ϲϭϭ͕ϰϬϬ ͲϬ͘Ϯй Ψϭ͕ϳϰϴ͕ϴϬϬ Ψϭ͕ϳϴϮ͕ϱϬϬ Ψϭ͕ϳϵϬ͕ϭϬϬ Ψϭ͕ϴϮϲ͕ϬϬϬ KƉĞƌĂƚŝŶŐ Ψϱϰϰ͕ϱϳϮ Ψϳϭϳ͕ϴϬϬ Ψϳϴϵ͕ϯϬϬ ϭϬ͘Ϭй Ψϳϴϵ͕ϯϬϬ Ψϳϴϵ͕ϯϬϬ Ψϳϭϲ͕ϯϬϬ ΨϳϮϰ͕ϮϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ΨϭϭϬ͕ϬϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $1,964,182 $2,332,300 $2,510,700 7.6% $2,538,100 $2,571,800 $2,506,400 $2,550,200 ZĞǀĞŶƵĞ Ψϭ͕ϴϱϳ͕ϰϮϱ Ψϭ͕ϵϴϲ͕ϬϬϬ ΨϮ͕ϱϬϭ͕ϳϬϬ Ϯϲ͘Ϭй ΨϮ͕ϱϮϵ͕ϭϬϬ ΨϮ͕ϱϲϮ͕ϴϬϬ ΨϮ͕ϰϵϳ͕ϰϬϬ ΨϮ͕ϱϰϭ͕ϮϬϬ EĞƚŽƐƚ ΨϭϬϲ͕ϳϱϳ Ψϯϰϲ͕ϯϬϬ Ψϵ͕ϬϬϬ Ͳϵϳ͘ϰй Ψϵ͕ϬϬϬ Ψϵ͕ϬϬϬ Ψϵ͕ϬϬϬ Ψϵ͕ϬϬϬ &d͘WŽƐ͘ ϭϵ ϮϬ Ϯϭ Ͳ Ϯϭ Ϯϭ Ϯϭ Ϯϭ EŽƚĞ͗KŶĞƉŽƐŝƚŝŽŶǁŝůůďĞĐƌĞĂƚĞĚǁŝƚŚĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ŵĞƌŐĞŶĐǇ^ĞƌǀŝĐĞƐ Ϯϵ ϯ͕ϭϭϵ͕ϴϬϬ ϯ͕Ϭϲϵ͕ϮϬϬ ^ƵďƐƚĂŶĐĞhƐĞŝƐŽƌĚĞƌ ϯϵ ϯ͕Ϯϵϰ͕ϳϬϬ ϯ͕ϲϬϳ͕ϬϬϬ ^ĞƌǀŝĐĞƐĨŽƌŚŝůĚƌĞŶĂŶĚ&ĂŵŝůŝĞƐ Ϯϭ ϭ͕ϳϳϲ͕ϴϬϬ ϭ͕ϳϲϴ͕ϳϬϬ dƌĂŶƐĨĞƌƚŽ/ŶĨĂŶƚWĂƌƚ'ƌĂŶƚWƌŽŐƌĂŵ Ͳ Ϯϯϴ͕ϳϬϬ Ϯϵϯ͕ϱϬϬ &ĂŵŝůŝĞƐ&ŝƌƐƚ ϵ ϳϱϭ͕ϬϬϬ ϳϳϳ͕ϱϬϬ DĞŶƚĂů,ĞĂůƚŚĂŶĚ^ƵďƐƚĂŶĐĞďƵƐĞ^ĞƌǀŝĐĞƐ ϳϱ ϳ͕ϱϮϲ͕ϳϬϬ ϴ͕ϬϬϳ͕ϭϬϬ /ŶƚĞůůĞĐƚƵĂůĂŶĚĞǀĞůŽƉŵĞŶƚĂůŝƐĂďŝůŝƚŝĞƐ ϭϰϭ ϭϲ͕ϲϮϳ͕ϬϬϬ ϭϳ͕ϵϴϲ͕ϴϬϬ ĚŵŝŶŝƐƚƌĂƚŝŽŶ ϰϮ ϯ͕ϴϬϳ͕ϰϬϬ ϯ͕ϴϰϰ͕ϯϬϬ &ŝǀĞzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ ϱ Ͳ ϯϰϱ͕ϬϬϬ &ĂŵŝůŝĞƐ&ŝƌƐƚ'ƌĂŶƚ ϴ ϱϴϭ͕ϴϬϬ ϱϱϱ͕ϳϬϬ WĂƌƚͲ/ŶĨĂŶƚĂŶĚdŽĚĚůĞƌŽŶŶĞĐƚŝŽŶ'ƌĂŶƚ ϭϮ ϭ͕ϲϱϬ͕ϱϬϬ ϭ͕ϳϰϱ͕ϬϬϬ ^ƵďƐƚĂŶĐĞďƵƐĞWƌĞǀĞŶƚŝŽŶ'ƌĂŶƚ Ͳ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐʹWĂƌƚ'ƌĂŶƚ ϭ Ͳ ϭϭϬ͕ϬϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϮ FY2018 Budget Departmental Summaries

FY2018 Budget Highlights and Future Outlook x dŚƌĞĞĨƵůůͲƚŝŵĞƐĞƌǀŝĐĞĐŽŽƌĚŝŶĂƚŽƌƉŽƐŝƚŝŽŶƐĂƌĞďĞŝŶŐĐƌĞĂƚĞĚĂŶĚĨƵůůǇĨƵŶĚĞĚǁŝƚŚĞǆƚĞƌŶĂůƌĞǀĞŶƵĞƚŽƉƌŽǀŝĚĞ ƐĞƌǀŝĐĞƐƚŽĂŶŝŶĐƌĞĂƐŝŶŐŶƵŵďĞƌŽĨĐůŝĞŶƚƐ͕ŵĂŝŶƚĂŝŶĐĂƐĞůŽĂĚƌĂƚŝŽƐ͕ĂŶĚŵĞĞƚƐƚƌŝŶŐĞŶƚĨĂĐĞͲƚŽͲĨĂĐĞƌĞƋƵŝƌĞĚǀŝƐŝƚƐ ƉĞƌŵŽŶƚŚ͘dŚĞĐŽƐƚŝƐΨϭϴϵ͕ϬϬϬĂŶĚŝƐŽĨĨƐĞƚǁŝƚŚΨϯϰϱ͕ϬϬϬŝŶĞǆƚĞƌŶĂůƌĞǀĞŶƵĞƐŽƵƌĐĞƐĨŽƌ&zϮϬϭϴ͘ x KŶĞĨƵůůͲƚŝŵĞŶƵƌƐĞƉŽƐŝƚŝŽŶŝƐďĞŝŶŐĐƌĞĂƚĞĚƚŽƉƌŽǀŝĚĞĞŶŚĂŶĐĞĚŵĞĚŝĐĂůĂŶĚŶƵƌƐŝŶŐƐƵƉƉŽƌƚƚŽŝŶĚŝǀŝĚƵĂůƐůŝǀŝŶŐ ŝŶŐƌŽƵƉŚŽŵĞƐĂŶĚĂƉĂƌƚŵĞŶƚƐ͘ŝŐŚƚǇͲĞŝŐŚƚƉĞƌĐĞŶƚĂƌĞ ŽůĚĞƌƚŚĂŶϰϬ͕ĂŶĚϱϬƉĞƌĐĞŶƚŚĂǀĞĐŚƌŽŶŝĐŵĞĚŝĐĂů ĐŽŶĚŝƚŝŽŶƐ͘dŚĞƉŽƐŝƚŝŽŶĂŶĚƌĞůĂƚĞĚŽƉĞƌĂƚŝŶŐĐŽƐƚŝƐΨϴϯ͕ϬϬϬ ĨŽƌ&zϮϬϭϴĂŶĚŝƐ ĐŽǀĞƌĞĚǁŝƚŚΨϳϱ͕ϬϬϬŝŶŶĞǁ ĞǆƚĞƌŶĂůƌĞǀĞŶƵĞƐŽƵƌĐĞƐǁŝƚŚƚŚĞďĂůĂŶĐĞŽĨΨϴ͕ϬϬϬďĞŝŶŐĐŽǀĞƌĞĚďǇƚŚĞĞǆĐĞƐƐƌĞǀĞŶƵĞƐŐĞŶĞƌĂƚĞĚĨƌŽŵƚŚĞ ƐĞƌǀŝĐĞĐŽŽƌĚŝŶĂƚŽƌƉŽƐŝƚŝŽŶƐ͘ x ĨƵůůͲƚŝŵĞĐŽƵƌƚĐůŝŶŝĐŝĂŶƉŽƐŝƚŝŽŶŝƐďĞŝŶŐĐƌĞĂƚĞĚĂŶĚĨƵŶĚĞĚϭϬϬƉĞƌĐĞŶƚĨƌŽŵƚŚĞŐĞŶĞƌĂůĨƵŶĚŝŶƚŚĞĂŵŽƵŶƚŽĨ Ψϳϯ͕ϬϬϬ͘dŚŝƐƉŽƐŝƚŝŽŶǁŽƌŬƐŝŶĐŽŶũƵŶĐƚŝŽŶǁŝƚŚƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇĐŽƵƌƚƐƚŽŝĚĞŶƚŝĨǇƉĞƌƐŽŶƐƚŚĂƚŚĂǀĞďĞĞŶ ĐŚĂƌŐĞĚǁŝƚŚĂŵŝƐĚĞŵĞĂŶŽƌƚŚĂƚŚĂƐĞŝƚŚĞƌŵĞŶƚĂůŚĞĂůƚŚŽƌƐƵďƐƚĂŶĐĞƵƐĞĚŝƐŽƌĚĞƌŝƐƐƵĞƐƚŚĂƚǁŽƵůĚďĞŶĞĨŝƚ ĨƌŽŵŵĞŶƚĂůŚĞĂůƚŚƉƌŽŐƌĂŵƐĂŶĚĐŽƵůĚďĞŽĨĨĞƌĞĚƚƌĞĂƚŵĞŶƚŽƉƚŝŽŶƐŝŶůŝĞƵŽĨŝŶĐĂƌĐĞƌĂƚŝŽŶ͘ x /ŶĐůƵƐŝŽŶŽĨĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͕ŝŶĂĚĚŝƚŝŽŶƚŽŵŽǀŝŶŐĨƌŽŵĂϵϲƉĞƌĐĞŶƚƐĂůĂƌǇůĂƉƐĞ ĐŽǀĞƌĂŐĞƌĂƚĞƚŽĂϭϬϬƉĞƌĐĞŶƚƐĂůĂƌǇĂŶĚďĞŶĞĨŝƚƐĐŽǀĞƌĂŐĞ͕ŝŶĐƌĞĂƐĞĚƚŚĞ&zϮϬϭϴďƵĚŐĞƚďǇΨϭ͕ϳϵϭ͕ϬϬϬ͘&ŽƵƌ ĂĚĚŝƚŝŽŶĂůƉŽƐŝƚŝŽŶƐĐƌĞĂƚĞĚŽƌƚƌĂŶƐĨĞƌƌĞĚĂĨƚĞƌĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϳďƵĚŐĞƚƌĞƋƵŝƌĞĚĂŶĂĚĚŝƚŝŽŶĂůďĂƐĞďƵĚŐĞƚ ĂĚũƵƐƚŵĞŶƚŽĨΨϰϮϭ͕ϬϬϬ͘dŚĞƐĞďĂƐĞďƵĚŐĞƚŝŶĐƌĞĂƐĞƐǁĞƌĞĨƵŶĚĞĚƉƌŝŵĂƌŝůǇǁŝƚŚĞǆƚĞƌŶĂůƌĞǀĞŶƵĞƐŽƵƌĐĞƐ͕ůĞĂǀŝŶŐ ΨϯϱϬ͕ϭϬϬƚŽďĞĂďƐŽƌďĞĚǁŝƚŚŐĞŶĞƌĂůĨƵŶĚĚŽůůĂƌƐ͘ x /Wͬd/W ƌĞĐŽŵŵĞŶĚƐ Ψϯ͘ϱ ŵŝůůŝŽŶ ŝŶ &zϮϬϭϴ ƚŽ ĨƵŶĚ Ă ƌĞƉůĂĐĞŵĞŶƚ,sƐǇƐƚĞŵĂŶĚĐŽŵƉůĞƚĞƌĞƉĂŝƌƐƚŽƚŚĞ ďƵŝůĚŝŶŐĞŶǀĞůŽƉĞŝŶƚŚĞZŽŐĞƌƐ;DĞŶƚĂů,ĞĂůƚŚͿƵŝůĚŝŶŐ͘ x dŚĞĚĞĐƌĞĂƐĞŝŶƚŚĞŐĞŶĞƌĂůĨƵŶĚŶĞƚĐŽƐƚŝŶ&zϮϬϭϴŝŶƚŚĞŐƌĂŶƚƐŝƐĚƵĞƚŽƚŚĞŵŽǀĞŵĞŶƚŽĨƚŚĞDĞŶƚĂů,ĞĂůƚŚ ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ;D,^^ͿŽƉĞƌĂƚŝŶŐďƵĚŐĞƚƚŽĂƐƉĞĐŝĂůƌĞǀĞŶƵĞĨƵŶĚĂŶĚƚŚĞƌĞďǇƚŚĞƌĞĐůĂƐƐŝĨŝĐĂƚŝŽŶŽĨƚŚĞD,^^ ŐƌĂŶƚƐƵƉƉŽƌƚŽĨΨϯϵϮ͕ϭϬϬ͘dŚĞD,^^ŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĐŽŶƚŝŶƵĞƐƐƵƉƉŽƌƚŽĨƚŚĞŐƌĂŶƚƐ͘dŚĞďĂůĂŶĐĞŽĨΨϮ͕ϭϬϵ͕ϲϬϬ͕ ŽƌϴϰƉĞƌĐĞŶƚ͕ĂƌĞĞǆƚĞƌŶĂůƌĞǀĞŶƵĞƐŽƵƌĐĞƐĐŽƵƉůĞĚǁŝƚŚƚŚĞŐĞŶĞƌĂůĨƵŶĚĐŽŶƚƌŝďƵƚŝŽŶŽĨΨϵ͕ϬϬϬ͘dŚĞΨϭϳϴ͕ϰϬϬ ĞǆƉĞŶĚŝƚƵƌĞŝŶĐƌĞĂƐĞŝŶ&zϮϬϭϴŝƐĚƵĞƚŽĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞ͕ďĞŶĞĨŝƚĐŚĂŶŐĞƐ͕ĂŶĚƚŚĞĂĚĚŝƚŝŽŶŽĨĂĨƵůůͲ ƚŝŵĞƐƉĞĞĐŚƉĂƚŚŽůŽŐŝƐƚƉŽƐŝƚŝŽŶŝŶƚŚĞWĂƌƚŐƌĂŶƚ͘dŚĞ&zϮϬϭϵͲ&zϮϬϮϮƉƌŽũĞĐƚŝŽŶƐŝŶĐůƵĚĞĂŶĂŶŶƵĂůƚǁŽƉĞƌĐĞŶƚ ŵĞƌŝƚ ŝŶĐƌĞĂƐĞ ĂŶĚ ďĞŶĞĨŝƚ ĐŚĂŶŐĞƐ ƐƵƉƉŽƌƚĞĚ ďǇ ƐůŝŐŚƚ ŝŶĐƌĞĂƐĞƐ ŝŶ ƚŚĞ D,^^ ĨŝŶĂŶĐŝĂů ƐƵƉƉŽƌƚ ĂŶĚ ĞǆƚĞƌŶĂů ƌĞǀĞŶƵĞƐŽƵƌĐĞƐ͘dŚĞŐĞŶĞƌĂůĨƵŶĚƚƌĂŶƐĨĞƌŽĨΨϵ͕ϬϬϬƌĞŵĂŝŶƐĨůĂƚ͘dŚĞ^ƵďƐƚĂŶĐĞďƵƐĞWƌĞǀĞŶƚŝŽŶŐƌĂŶƚĞŶĚƐŝŶ &zϮϬϮϬ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϯ FY2018 Budget Departmental Summaries

EŽŶͲĚĞƉĂƌƚŵĞŶƚĂů&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 Actual Adopted Proposed YoY Change ŽŵŵƵŶŝƚǇŽŶƚƌĂĐƚƐ ΨϲϲϬ͕ϲϵϮ Ψϳϰϱ͕ϲϬϬ Ψϳϳϴ͕ϯϬϬ ϰ͘ϰй ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚƵƚŚŽƌŝƚŝĞƐ ϯ͕ϱϱϵ͕ϲϲϱ ϯ͕ϰϵϭ͕ϰϬϬ ϱ͕Ϯϵϴ͕ϱϬϬ ϱϭ͘ϴй ŽŶǀĞŶƚŝŽŶĞŶƚĞƌZĞŝŵďƵƌƐĞŵĞŶƚ ϰ͕ϵϯϭ͕ϯϮϰ ϰ͕ϵϲϲ͕ϳϬϬ ϱ͕ϱϵϮ͕ϬϬϬ ϭϮ͘ϲй Ğďƚ^ĞƌǀŝĐĞ ϲϮ͕ϭϯϵ͕ϲϮϲ ϮϮ͕ϳϭϭ͕ϵϬϬ Ϯϰ͕Ϭϲϴ͕ϬϬϬ ϲ͘Ϭй ŝƐƚƌŝĐƚ/ŵƉƌŽǀĞŵĞŶƚ&ƵŶĚƐ Ͳ ϭϲϳ͕ϱϬϬ ϭϲϳ͕ϱϬϬ Ϭ͘Ϭй ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ/ŶĐĞŶƚŝǀĞƐĂŶĚWĂƌƚŶĞƌƐŚŝƉƐ ϭ͕Ϯϯϵ͕ϭϯϲ ϭ͕ϰϭϱ͕ϳϬϬ ϭ͕ϰϰϴ͕ϰϬϬ Ϯ͘ϯй ŵƉůŽǇĞĞĞŶĞĨŝƚƐ ϯ͕ϯϬϳ͕ϭϯϱ ϴ͕ϭϰϯ͕ϱϬϬ ϭϬ͕ϵϯϮ͕ϭϬϬ ϯϰ͘Ϯй WƌŽŐƌĂŵŽŶƚŝŶŐĞŶĐŝĞƐ Ͳ ϭϵϲ͕ϵϬϬ ϭϮϬ͕ϳϬϬ Ͳϯϴ͘ϳй /ŶƚĞƌĞƐƚWĂŝĚŽŶdĂǆĞƐ ϳ͕ϵϰϱ ϰϲ͕ϬϬϬ ϰϳ͕ϳϬϬ ϯ͘ϳй KƚŚĞƌDŝƐĐĞůůĂŶĞŽƵƐŚĂƌŐĞƐ ϭϵϰ͕ϵϲϱ ϳ͕ϬϬϬ Ͳ ͲϭϬϬ͘Ϭй ZŝŐŚƚͲŽĨͲtĂǇ ϰϲ͕ϱϳϬ ϰϱ͕ϬϬϬ ϰϱ͕ϬϬϬ Ϭ͘Ϭй ^ƚƌĞĞƚůŝŐŚƚůĞĐƚƌŝĐĂůŽƐƚƐ ϴϲϭ͕ϵϴϬ ϴϰϴ͕ϬϬϬ ϴϰϴ͕ϬϬϬ Ϭ͘Ϭй dĂǆZĞůŝĞĨĨŽƌƚŚĞůĚĞƌůǇ ϱ͕ϳϰϰ͕ϵϯϵ ϱ͕ϴϯϰ͕ϮϬϬ ϲ͕ϬϬϵ͕ϮϬϬ ϯ͘Ϭй Subtotal Non-departmental $82,679,244 $48,619,400 $55,355,400 13.9% Transfers EŽŶͲĚĞƉĂƌƚŵĞŶƚĂůdƌĂŶƐĨĞƌƐƚŽ'ƌĂŶƚƐ ϴϲϴ͕ϵϴϯ ϴϳϬ͕ϵϬϬ ϴϳϳ͕ϭϬϬϬ͘ϳй dƌĂŶƐĨĞƌƚŽĂƉŝƚĂůWƌŽũĞĐƚƐ&ƵŶĚ ϭϵ͕ϯϭϴ͕ϱϬϳ Ϯϲ͕ϲϯϲ͕ϱϬϬ Ϯϴ͕ϵϰϱ͕ϳϬϬ ϴ͘ϳй dƌĂŶƐĨĞƌƚŽ^ĐŚŽŽůƐ&ƵŶĚ ϯϬϵ͕Ϭϰϯ͕ϵϴϴ ϯϯϳ͕ϴϵϮ͕ϮϬϬ ϯϰϱ͕Ϯϲϯ͕ϮϬϬϮ͘Ϯй dƌĂŶƐĨĞƌƚŽŝƌƉŽƌƚ&ƵŶĚ Ϯϵ͕ϵϴϵ ϱϴϳ͕ϲϬϬ Ͳ ͲϭϬϬ͘Ϭй dƌĂŶƐĨĞƌƚŽ&ĂĐŝůŝƚǇDĂŶĂŐĞŵĞŶƚ&ƵŶĚ ϭϮϴ͕ϱϱϬ Ͳ Ͳ Ϭ͘Ϭй dƌĂŶƐĨĞƌƚŽŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ&ƵŶĚ ϭ͕Ϭϵϯ͕ϯϵϱ ϭ͕ϭϵϲ͕ϭϬϬ ϭ͕ϵϮϮ͕ϲϬϬ ϲϬ͘ϳй dƌĂŶƐĨĞƌƚŽDĞŶƚĂů,ĞĂůƚŚ&ƵŶĚ Ͳ Ͳ ϭϭ͕ϴϳϯ͕ϬϬϬ Ϭ͘Ϭй Subtotal Transfers $330,765,005 $367,183,300 $388,881,600 5.9% Reserves ŽŶƚƌŝďƵƚŝŽŶƚŽZĞƐĞƌǀĞĨŽƌ&ƵƚƵƌĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚƐ Ͳ ϭϱϴ͕ϭϬϬ ϱϰϭ͕ϳϬϬ ϮϰϮ͘ϲй ŽŶƚƌŝďƵƚŝŽŶƚŽ&ƵŶĚĂůĂŶĐĞ Ͳ Ͳ Ͳ ŶͬĂ hŶĂƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞ͕ŶĚŝŶŐ Ͳ ϲϬ͕ϬϬϰ͕ϰϬϬ Ͳ ͲϭϬϬ͘Ϭй Subtotal Reserves $0 $60,162,500 $541,700 -99.1% Total Non-departmental $413,444,249 $475,965,200 $444,778,700 -6.6%

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϰ FY2018 Budget Departmental Summaries

EŽŶͲĚĞƉĂƌƚŵĞŶƚĂů&zϭϵͲ&zϮϮ

FY2020 FY2021 FY2022 FY2019 Projected Non-departmental Projected Projected Projected ŽŵŵƵŶŝƚǇŽŶƚƌĂĐƚƐ Ψϳϳϴ͕ϯϬϬ Ψϳϳϴ͕ϯϬϬ Ψϳϰϱ͕ϲϬϬ Ψϳϰϱ͕ϲϬϬ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚƵƚŚŽƌŝƚŝĞƐ ϯ͕ϮϬϯ͕ϮϬϬ Ϯ͕ϯϯϮ͕ϮϬϬ Ϯ͕ϯϲϱ͕ϮϬϬ Ϯ͕ϯϵϲ͕ϳϬϬ ŽŶǀĞŶƚŝŽŶĞŶƚĞƌZĞŝŵďƵƌƐĞŵĞŶƚ ϱ͕ϳϴϳ͕ϴϬϬ ϱ͕ϵϵϬ͕ϰϬϬ ϲ͕ϮϬϬ͕ϬϬϬ ϲ͕ϰϭϳ͕ϬϬϬ Ğďƚ^ĞƌǀŝĐĞ Ϯϰ͕ϯϰϲ͕ϵϬϬ Ϯϯ͕ϵϴϴ͕ϳϬϬ ϮϮ͕ϳϵϴ͕ϭϬϬ Ϯϯ͕ϭϳϳ͕ϳϬϬ ŝƐƚƌŝĐƚ/ŵƉƌŽǀĞŵĞŶƚ&ƵŶĚƐ ϭϲϳ͕ϱϬϬ ϭϲϳ͕ϱϬϬ ϭϲϳ͕ϱϬϬ ϭϲϳ͕ϱϬϬ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ/ŶĐĞŶƚŝǀĞƐĂŶĚWĂƌƚŶĞƌƐŚŝƉƐ ϭ͕ϯϴϬ͕ϵϬϬ ϭ͕ϯϴϬ͕ϵϬϬ ϭ͕ϯϴϬ͕ϵϬϬ ϭ͕ϯϴϬ͕ϵϬϬ ŵƉůŽǇĞĞĞŶĞĨŝƚƐ ϵ͕ϵϭϯ͕ϱϬϬ ϵ͕Ϯϭϰ͕ϲϬϬ ϴ͕ϲϯϲ͕ϴϬϬ ϳ͕ϵϴϭ͕ϱϬϬ WƌŽŐƌĂŵŽŶƚŝŶŐĞŶĐŝĞƐ ΨϭϮϬ͕ϳϬϬ Ψϯ͕ϵϴϳ͕ϯϬϬ Ψϲ͕ϴϵϯ͕ϰϬϬ Ψϵ͕ϱϳϬ͕ϰϬϬ /ŶƚĞƌĞƐƚWĂŝĚŽŶdĂǆĞƐ ϰϵ͕ϬϬϬ ϰϵ͕ϬϬϬ ϰϵ͕ϬϬϬ ϰϵ͕ϬϬϬ KƚŚĞƌDŝƐĐĞůůĂŶĞŽƵƐŚĂƌŐĞƐ Ͳ Ͳ Ͳ Ͳ ZŝŐŚƚͲŽĨͲtĂǇ ϰϱ͕ϬϬϬ ϰϱ͕ϬϬϬ ϰϱ͕ϬϬϬ ϰϱ͕ϬϬϬ ^ƚƌĞĞƚůŝŐŚƚůĞĐƚƌŝĐĂůŽƐƚƐ ϴϰϴ͕ϬϬϬ ϴϰϴ͕ϬϬϬ ϴϰϴ͕ϬϬϬ ϴϰϴ͕ϬϬϬ dĂǆZĞůŝĞĨĨŽƌƚŚĞůĚĞƌůǇ ϲ͕ϭϴϵ͕ϱϬϬ ϲ͕ϯϳϱ͕ϮϬϬ ϲ͕ϱϲϲ͕ϱϬϬ ϲ͕ϳϲϯ͕ϱϬϬ Subtotal Non-departmental $52,830,300 $55,157,100 $56,696,000 $59,542,800 Transfers EŽŶͲĚĞƉĂƌƚŵĞŶƚĂůdƌĂŶƐĨĞƌƐƚŽ'ƌĂŶƚƐ ϴϵϳ͕ϳϬϬ ϵϮϯ͕ϯϬϬ ϵϰϵ͕ϴϬϬ ϵϳϳ͕ϰϬϬ dƌĂŶƐĨĞƌƚŽĂƉŝƚĂůWƌŽũĞĐƚƐ&ƵŶĚ Ϯϲ͕Ϯϯϱ͕ϲϬϬ Ϯϳ͕Ϭϭϲ͕ϳϬϬ Ϯϳ͕ϱϳϴ͕ϲϬϬ Ϯϳ͕ϵϵϴ͕ϵϱϬ dƌĂŶƐĨĞƌƚŽ^ĐŚŽŽůƐ&ƵŶĚ ϯϱϯ͕ϬϬϴ͕ϴϬϬ ϯϲϯ͕ϬϬϲ͕ϮϬϬ ϯϲϰ͕ϲϮϲ͕ϵϬϬ ϯϳϭ͕ϵϭϲ͕ϴϬϬ dƌĂŶƐĨĞƌƚŽŝƌƉŽƌƚ&ƵŶĚ ϭϬϯ͕ϯϬϬ ϭϬϵ͕ϵϬϬ ϭϬϳ͕ϱϬϬ ϴϳ͕ϮϬϬ dƌĂŶƐĨĞƌƚŽ&ĂĐŝůŝƚǇDĂŶĂŐĞŵĞŶƚ&ƵŶĚ Ͳ Ͳ Ͳ Ͳ dƌĂŶƐĨĞƌƚŽŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ&ƵŶĚ ϭ͕ϵϵϯ͕ϲϬϬ Ϯ͕Ϭϲϲ͕ϴϬϬ Ϯ͕ϭϰϮ͕ϯϬϬ Ϯ͕Ϯϭϵ͕ϴϬϬ dƌĂŶƐĨĞƌƚŽDĞŶƚĂů,ĞĂůƚŚ&ƵŶĚ ϭϮ͕ϭϱϴ͕ϴϬϬ ϭϮ͕ϯϱϱ͕ϳϬϬ ϭϮ͕ϱϱϱ͕ϮϬϬ ϭϮ͕ϳϱϳ͕ϰϬϬ Subtotal Transfers $394,397,800 $405,478,600 $407,960,300 $415,957,550 Reserves ŽŶƚƌŝďƵƚŝŽŶƚŽZĞƐĞƌǀĞĨŽƌ&ƵƚƵƌĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚƐ ϯϳϴ͕ϳϬϬ Ϯ͕ϮϰϮ͕ϵϬϬ Ϯ͕ϴϴϭ͕ϭϬϬ ϰ͕ϭϮϲ͕ϮϬϬ ŽŶƚƌŝďƵƚŝŽŶƚŽ&ƵŶĚĂůĂŶĐĞ ϰϵϮ͕ϯϬϬ ϭ͕ϵϳϬ͕ϰϬϬ ϳϲϴ͕ϲϬϬ ϭ͕ϲϭϱ͕ϬϬϬ hŶĂƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞ͕ŶĚŝŶŐ Ͳ Ͳ Ͳ Ͳ Subtotal Reserves $871,000 $4,213,300 $3,649,700 $5,741,200 Total Non-departmental $448,099,100 $464,849,000 $468,306,000 $481,241,550

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϱ FY2018 Budget Departmental Summaries

FY2018 Budget Highlights and Future Outlook

x Community ContractsͲdŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐƉĂƌƚŶĞƌƐǁŝƚŚǀĂƌŝŽƵƐĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐ ƚŽ ƉƌŽǀŝĚĞ ƐĞƌǀŝĐĞƐ ƚŚĂƚ ƌĞƐƉŽŶĚƚŽƚŚĞŶĞĞĚƐŽĨĐĞƌƚĂŝŶƉŽƉƵůĂƚŝŽŶƐ͕ƐƵĐŚĂƐĞŵĞƌŐĞŶĐǇŚŽƵƐŝŶŐƐĞƌǀŝĐĞƐĂŶĚƚŚĞŽƉĞƌĂƚŝŽŶŽĨƌĞŐŝŽŶĂůĨŽŽĚƉĂŶƚƌŝĞƐ͘ ĨƵůůůŝƐƚŽĨĐŽŵŵƵŶŝƚǇĐŽŶƚƌĂĐƚƐŝƐŝŶĐůƵĚĞĚŝŶĂŶĂƉƉĞŶĚŝǆ͘

x Community Development Authorities (CDAs)ͲdŚĞůŝŶĞŝƚĞŵŝƐĐŽŵƉƌŝƐĞĚŽĨƉĂƐƐͲƚŚƌŽƵŐŚƉĂǇŵĞŶƚƐƌĞůĂƚĞĚƚŽƚŚƌĞĞƐ ;tĂƚŬŝŶƐĞŶƚƌĞ͕ŚŝƉƉĞŶŚĂŵWůĂĐĞ͕ĂŶĚDĂŐŶŽůŝĂ'ƌĞĞŶͿ͘dŚĞŽƵŶƚǇĐŽůůĞĐƚƐƌĞǀĞŶƵĞĨƌŽŵƚŚĞƉƌŽƉĞƌƚǇŽǁŶĞƌƐŝŶƚŚĞ ĚŝƐƚƌŝĐƚƐĂƐƉĞƌĐŽŶƚƌĂĐƚƵĂůĂŐƌĞĞŵĞŶƚƐĂŶĚƌĞŵŝƚƐƚŚŽƐĞĨƵŶĚƐƚŽƉƌŝǀĂƚĞďŽŶĚͬŶŽƚĞŚŽůĚĞƌƐǁŚŽŚĂǀĞĨŝŶĂŶĐĞĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ŝŵƉƌŽǀĞŵĞŶƚƐŝŶƚŚŽƐĞĂƌĞĂƐ͘

x Convention CenterͲdŚĞŽƵŶƚǇΖƐĞŝŐŚƚƉĞƌĐĞŶƚƚƌĂŶƐŝĞŶƚŽĐĐƵƉĂŶĐǇƚĂǆŝƐƉůĞĚŐĞĚƚŽƚŚĞ'ƌĞĂƚĞƌZŝĐŚŵŽŶĚŽŶǀĞŶƚŝŽŶĞŶƚĞƌ ƵƚŚŽƌŝƚǇ;'ZͿĂƐƐĞĐƵƌŝƚǇĨŽƌƚŚĞĨŝŶĂŶĐŝŶŐŽĨƚŚĞĐŽŵƉůĞƚĞĚĞǆƉĂŶƐŝŽŶŽĨƚŚĞĐŽŶǀĞŶƚŝŽŶĐĞŶƚĞƌĚŽǁŶƚŽǁŶƉůƵƐĂĚĚŝƚŝŽŶĂů ĂŶĚƌĞůĂƚĞĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐ͘dŚĞŽƵŶƚǇŚŝƐƚŽƌŝĐĂůůǇƌĞĐĞŝǀĞƐĂƌĞďĂƚĞĞƋƵĂůƚŽƚǁŽƉĞƌĐĞŶƚŽĨƚŚĞƚƌĂŶƐŝĞŶƚŽĐĐƵƉĂŶĐǇƚĂǆĂƐƚŚĞ ƉůĞĚŐĞĚƌĞǀĞŶƵĞƐĂƌĞŝŶĐƌĞĂƐŝŶŐůǇŐƌĞĂƚĞƌƚŚĂŶ'ZĞǆƉĞŶƐĞƐŝŶǀŽůǀĞĚ͘

x District Improvement Funds (DIF)ͲdŚĞŽƵŶƚǇĂŶŶƵĂůůǇďƵĚŐĞƚƐΨϯϯ͕ϱϬϬŝŶĚŝƐĐƌĞƚŝŽŶĂƌǇĨƵŶĚƐĨŽƌĞĂĐŚŽĨƚŚĞĨŝǀĞŵĂŐŝƐƚĞƌŝĂů ĚŝƐƚƌŝĐƚƐƚŚĂƚĂƌĞƵƐĞĚƚŽŝŵƉƌŽǀĞƚŚĞƋƵĂůŝƚǇŽĨůŝĨĞŝŶĞĂĐŚĚŝƐƚƌŝĐƚ͘dŚĞ/&ĂůůŽĐĂƚŝŽŶƐĐĂŶďĞƵƐĞĚĨŽƌƉƵďůŝĐŝŵƉƌŽǀĞŵĞŶƚƐ͕ ƉƵƌĐŚĂƐĞŽĨŽƵŶƚǇŽǁŶĞĚĞƋƵŝƉŵĞŶƚ͕ƉƵďůŝĐĞǀĞŶƚƐŽƌƉƌŽŐƌĂŵƐ͕ƉƵďůŝĐƐĐŚŽŽůƉƌŽŐƌĂŵƐ͕ĂŶĚŽƚŚĞƌůĞŐĂůůǇĂƉƉƌŽǀĞĚĞǆƉĞŶƐĞƐ͘ dŚĞĐĂƌƌǇŽǀĞƌĐĂƉĂŵŽƵŶƚƉĞƌĂĚŽƉƚĞĚƉŽůŝĐǇƌĞŵĂŝŶƐĂƚΨϯϳ͕ϱϬϬƉĞƌĚŝƐƚƌŝĐƚ͘

x Economic Development: o IncentivesͲdŚĞŽƵŶƚǇĂŶŶƵĂůůǇďƵĚŐĞƚƐĞĐŽŶŽŵŝĐŝŶĐĞŶƚŝǀĞĨƵŶĚƐƚŚĂƚĐĂŶďĞŽĨĨĞƌĞĚŽŶĂĐĂƐĞͲďǇͲĐĂƐĞďĂƐŝƐƚŽ ƌĞĐƌƵŝƚ ŶĞǁ Žƌ ĞǆƉĂŶĚŝŶŐ ďƵƐŝŶĞƐƐĞƐƚŽƚŚĞŽƵŶƚǇ͘dŚĞǀĂůƵĞŽĨĞĐŽŶŽŵŝĐŝŶĐĞŶƚŝǀĞƐŽĨĨĞƌĞĚƚŽĂƉƌŽƐƉĞĐƚŝǀĞ ĐŽŵƉĂŶǇŝƐĚĞƉĞŶĚĞŶƚƵƉŽŶƚŚĞƉŽƚĞŶƚŝĂůƚŽƚĂůŝŶǀĞƐƚŵĞŶƚĂŶĚƚŚĞŶƵŵďĞƌŽĨũŽďƐƚŚĞĨŝƌŵǁŝůůĂĚĚ͘ o PartnershipsͲdŚĞŽƵŶƚǇŵĂŬĞƐƉĂǇŵĞŶƚƐƚŽƚǁŽƉĂƌƚŶĞƌĂŐĞŶĐŝĞƐ͕ZŝĐŚŵŽŶĚZĞŐŝŽŶdŽƵƌŝƐŵ;ZZdͿĂŶĚWĞƚĞƌƐďƵƌŐ ƌĞĂ ZĞŐŝŽŶĂů dŽƵƌŝƐŵ͕ ƚŚĂƚ ƉƌŽŵŽƚĞ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ ĂƐ Ă ĚĞƐƚŝŶĂƚŝŽŶ ĨŽƌ ƚŽƵƌŝƐŵ͘ dŚĞ ĨƵŶĚƐ ĂƌĞ ƵƐĞĚ ĨŽƌ ŵĂƌŬĞƚŝŶŐĂŶĚĂĚǀĞƌƚŝƐŝŶŐƉƌŽŐƌĂŵƐĂƐǁĞůůĂƐĨŽƌĞǀĞŶƚƌĞĐƌƵŝƚŵĞŶƚĂŶĚƌĞƚĞŶƚŝŽŶ͘ZZd͛ƐĨƵŶĚŝŶŐŝƐĞƋƵŝǀĂůĞŶƚƚŽ ĂƉƉƌŽǆŝŵĂƚĞůǇ͘ϳϱйŽĨƚŚĞƚƌĂŶƐŝĞŶƚŽĐĐƵƉĂŶĐǇƚĂǆƌĞďĂƚĞĨƌŽŵ'Z͘

x Employee BenefitsͲ,ĞĂůƚŚĂŶĚĚĞŶƚĂů/ŶƐƵƌĂŶĐĞĨŽƌƌĞƚŝƌĞĞƐŚĂƐŚŝƐƚŽƌŝĐĂůůǇďĞĞŶďƵĚŐĞƚĞĚŝŶƚŚĞĚĞƉĂƌƚŵĞŶƚǁŚĞƌĞƚŚĞƌĞƚŝƌĞĞ ůĂƐƚǁŽƌŬĞĚ͘ĞŐŝŶŶŝŶŐŝŶ&zϮϬϭϴ͕ĂůůƌĞƚŝƌĞĞŝŶƐƵƌĂŶĐĞŝƐďƵĚŐĞƚĞĚĐĞŶƚƌĂůůǇŝŶŵƉůŽǇĞĞĞŶĞĨŝƚƐ͘dŚĞĐŽƐƚĂƚƚƌŝďƵƚĂďůĞƚŽ ƌĞƚŝƌĞĞƐŝŶ&zϮϬϭϴŝƐΨϰ͕Ϭϭϵ͕ϳϬϬǁŝƚŚĂϳƉĞƌĐĞŶƚŝŶĐƌĞĂƐĞƉƌŽũĞĐƚĞĚŝŶĞĂĐŚǇĞĂƌƚŚƌŽƵŐŚ&zϮϬϮϮ͘dŚĞ^ƵƉƉůĞŵĞŶƚĂůZĞƚŝƌĞŵĞŶƚ͕ KƚŚĞƌ WŽƐƚͲŵƉůŽǇŵĞŶƚ ĞŶĞĨŝƚƐ͕ ĂŶĚ >ŝŶĞ ŽĨ ƵƚǇ ƉůĂŶƐ ĂƌĞ ĂůƐŽ ďƵĚŐĞƚĞĚ ŝŶ ŵƉůŽǇĞĞ ĞŶĞĨŝƚƐ͘ dŚĞ ĂŶŶƵĂů ƌĞƋƵŝƌĞĚ ĐŽŶƚƌŝďƵƚŝŽŶƐƚŽƚŚĞƐĞƉůĂŶƐŚĂƐĚƌŽƉƉĞĚŽǀĞƌƚŚĞůĂƐƚĨĞǁǇĞĂƌƐĂƐĐŚĂŶŐĞƐŝŶďĞŶĞĨŝƚƐŚĂǀĞďĞĞŶŵĂĚĞƚŽƚŚĞƉůĂŶƐ͘KǀĞƌƚŚĞ ůĂƐƚƐĞǀĞƌĂůǇĞĂƌƐ͕ƚŚĞŽƵŶƚǇŚĂƐĨƵŶĚĞĚŵŽƌĞƚŚĂŶƚŚĞŵŝŶŝŵƵŵĐŽŶƚƌŝďƵƚŝŽŶŝŶƚŚĞƉůĂŶƐƚŽƌĞĂĐŚĂŚŝŐŚĞƌĨƵŶĚĞĚƉĞƌĐĞŶƚĂŐĞ͘ ZĞƋƵŝƌĞĚ ĐŽŶƚƌŝďƵƚŝŽŶƐ ǁŝůů ďĞ ŵĂŝŶƚĂŝŶĞĚ ĨŽƌ &zϮϬϭϴ ƚŽ &zϮϬϮϮ͘ dŚĞ ŽƉĞƌĂƚŝŶŐ ƐĂǀŝŶŐƐ ƉƌŽũĞĐƚĞĚ ŝŶ &zϮϬϭϵͲϮϬϮϮ ĂƌĞ ƚŚĞ ĂŵŽƵŶƚƐĞǆƉĞĐƚĞĚƚŽďĞƌĞĂůŝǌĞĚƚŚƌŽƵŐŚƉŽƐŝƚŝŽŶƚƵƌŶŽǀĞƌ͘dŚŝƐĂŵŽƵŶƚŝƐĐĞŶƚƌĂůůǇďƵĚŐĞƚĞĚĂƐƚŚĞĚĞƉĂƌƚŵĞŶƚƐǁŚĞƌĞƚŚĞ ƐĂǀŝŶŐƐǁŝůůďĞƌĞĂůŝǌĞĚĂƌĞƵŶŬŶŽǁŶƚŚŝƐĨĂƌŝŶĂĚǀĂŶĐĞ͘

x Interest Paid on TaxesʹŝŶƚĞƌĞƐƚƉĂǇŵĞŶƚƐƚŽƌĞƐŝĚĞŶƚƐŽƌďƵƐŝŶĞƐƐĞƐŽŶƚĂǆƌĞĨƵŶĚƐŽƌŽǀĞƌƉĂǇŵĞŶƚƐĨŽůůŽǁŝŶŐƚŚĞĚŝƐƉƵƚĞŽĨ ĂƉƌŽƉĞƌƚǇĐůĂƐƐŝĨŝĐĂƚŝŽŶŽƌǀĂůƵĂƚŝŽŶ͘

x Other Miscellaneous ChargesʹƚŚŝƐůŝŶĞŚĂƐŚŝƐƚŽƌŝĐĂůůǇŝŶĐůƵĚĞĚŝƚĞŵƐƐƵĐŚĂƐƉŽƐƚͲĞůĞĐƚŝŽŶŝŶĚƵĐƚŝŽŶĐĞƌĞŵŽŶŝĞƐĂŶĚŽƵŶƚǇ ĐŽŶƚƌĂĐƚƐƚŚĂƚĚŽŶŽƚŚĂǀĞĂĚĞƉĂƌƚŵĞŶƚĂůŚŽŵĞ͘

x Right-of-WayͲDŽƐƚƌŝŐŚƚͲŽĨͲǁĂǇĞǆƉĞŶƐĞƐĂƌĞďƵĚŐĞƚĞĚŝŶƐƉĞĐŝĨŝĐƉƌŽũĞĐƚƐ͖ŚŽǁĞǀĞƌ͕ƚŝŵĞĂŶĚŵĂƚĞƌŝĂůƐĨŽƌŵŝƐĐĞůůĂŶĞŽƵƐ ƉƌŽũĞĐƚƐŶŽƚůĂƌŐĞĞŶŽƵŐŚŝŶƐĐŽƉĞƚŽǁĂƌƌĂŶƚĂŶŝŶĚŝǀŝĚƵĂůĐŽƐƚĐĞŶƚĞƌĂƌĞĐŚĂƌŐĞĚƚŽƚŚĞŶŽŶͲĚĞƉĂƌƚŵĞŶƚĂůƌŝŐŚƚͲŽĨͲǁĂǇ ďƵĚŐĞƚ͘

x Streetlight Electrical CostsͲdŚĞŽƵŶƚǇďƵĚŐĞƚƐĨŽƌƚŚĞĂŶŶƵĂůĐŽƐƚƚŽŽƉĞƌĂƚĞƐƚƌĞĞƚůŝŐŚƚƐƚŚĂƚŚĂǀĞďĞĞŶĂĐĐĞƉƚĞĚŝŶƚŽƚŚĞ ƐƚƌĞĞƚůŝŐŚƚƉƌŽŐƌĂŵ͘dŚĞĂǀĞƌĂŐĞĂŶŶƵĂůĐŽƐƚŽĨĂƐƚƌĞĞƚůŝŐŚƚŝƐĞƐƚŝŵĂƚĞĚƚŽďĞΨϮϯϲĂŶĚƚŚĞƚŽƚĂůĐŽƐƚĨŽƌ&zϮϬϭϴŝƐƉƌŽũĞĐƚĞĚ ƚŽďĞΨϴϰϴ͕ϬϬϬ͘

x Tax Relief for the ElderlyͲdŚŝƐƉƌŽŐƌĂŵƉƌŽǀŝĚĞƐĨƵůůŽƌƉĂƌƚŝĂůƌĞůŝĞĨĨƌŽŵƌĞĂůĞƐƚĂƚĞƚĂǆĞƐĨŽƌĞůĚĞƌůǇŽƌĚŝƐĂďůĞĚŝŶĚŝǀŝĚƵĂůƐ ǁŚŽŵĞĞƚƐƉĞĐŝĨŝĐŝŶĐŽŵĞĂŶĚŶĞƚǁŽƌƚŚŐƵŝĚĞůŝŶĞƐ͘dŚĞĐŽƐƚŽĨƚŚĞƉƌŽŐƌĂŵŚĂƐŐƌŽǁŶŽǀĞƌƌĞĐĞŶƚǇĞĂƌƐŝŶƌĞƐƉŽŶƐĞƚŽĂŶ ĂŐŝŶŐƉŽƉƵůĂƚŝŽŶĂŶĚĂƐƚĂƚĞĐŽŶƐƚŝƚƵƚŝŽŶĂůĂŵĞŶĚŵĞŶƚƚŚĂƚƉƌŽǀŝĚĞƐĨƵůůƌĞůŝĞĨŽĨĂůůĐŽŵƉůĞƚĞůǇĚŝƐĂďůĞĚǀĞƚĞƌĂŶƐŝŶƚŚĞŽƵŶƚǇ͘

x Transfers to Non-General Fund Departments/ProgramsͲEƵŵĞƌŽƵƐĚĞƉĂƌƚŵĞŶƚƐŽƌƉƌŽŐƌĂŵƐƚŚĂƚĂƌĞĨŝŶĂŶĐŝĂůůǇƐƵƉƉŽƌƚĞĚ ďǇƚŚĞŐĞŶĞƌĂůĨƵŶĚĂƌĞƌĞĐŽƌĚĞĚŝŶĂĚŝĨĨĞƌĞŶƚĨƵŶĚ͘dŚĞƌĞĨŽƌĞ͕ĂŶĞǆƉĞŶĚŝƚƵƌĞƚƌĂŶƐĨĞƌŝƐďƵĚŐĞƚĞĚǁŝƚŚŝŶƚŚĞŐĞŶĞƌĂůĨƵŶĚƚŽ ƚŚĞŶŽŶͲŐĞŶĞƌĂůĨƵŶĚĚĞƉĂƌƚŵĞŶƚŽƌƉƌŽŐƌĂŵ͘dŚĞƚƌĂŶƐĨĞƌƐĂƌĞŶŽƚĞĚĂďŽǀĞ͘ĞŐŝŶŶŝŶŐǁŝƚŚƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͕ƚŚĞDĞŶƚĂů ,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐĞƉĂƌƚŵĞŶƚŝƐŵŽǀŝŶŐƚŽĂƐƉĞĐŝĂůƌĞǀĞŶƵĞĨƵŶĚĂŶĚ͕ƚŚĞƌĞĨŽƌĞ͕ƚŚĞŐĞŶĞƌĂůĨƵŶĚĨŝŶĂŶĐŝĂůƐƵƉƉŽƌƚŝƐ ŝŶĚŝĐĂƚĞĚĂƐĂƚƌĂŶƐĨĞƌƚŽƚŚĞŶĞǁĨƵŶĚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϲ FY2018 Budget DepartmentalSummaries

WĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϳ͕ϯϱϮ͕ϱϴϱ Ψϳ͕ϱϮϮ͕ϬϬϬ Ψϳ͕ϰϱϴ͕ϰϬϬ ͲϬ͘ϴй Ψϳ͕ϲϳϵ͕ϳϬϬ Ψϳ͕ϴϱϬ͕ϲϬϬ Ψϴ͕ϬϮϳ͕ϭϬϬ Ψϴ͕ϮϬϵ͕ϴϬϬ KƉĞƌĂƚŝŶŐ Ϯ͕ϵϳϳ͕ϯϰϲ ϯ͕ϯϭϭ͕ϴϬϬ ϯ͕ϯϰϰ͕ϴϬϬ ϭ͘Ϭй ϯ͕ϵϰϲ͕ϳϬϬ ϰ͕Ϭϳϵ͕ϳϬϬ ϰ͕Ϭϴϰ͕ϳϬϬ ϰ͕Ϭϴϵ͕ϳϬϬ ĂƉŝƚĂů Ϯϳϲ͕ϰϵϲ ϭϯϬ͕ϬϬϬ ϭϯϬ͕ϬϬϬ Ϭ͘Ϭй ϭϯϬ͕ϬϬϬ ϭϯϬ͕ϬϬϬ ϭϯϬ͕ϬϬϬ ϭϯϬ͕ϬϬϬ ϱzƌWůĂŶ Ͳ Ͳ ϲϴϵ͕ϬϬϬ ŶͬĂ ϭϯϯ͕ϬϬϬ ϱ͕ϬϬϬ ϱ͕ϬϬϬ ϱ͕ϬϬϬ Total $10,606,427 $10,963,800 $11,622,200 6.0% $11,889,400 $12,065,300 $12,246,800 $12,434,500 ZĞǀĞŶƵĞ Ψϯ͕ϭϱϰ͕ϯϯϬ Ψϯ͕ϬϭϬ͕ϯϬϬ Ψϭ͕ϲϲϴ͕ϯϬϬ Ͳϰϰ͘ϲй Ψϭ͕ϲϲϴ͕ϯϬϬ Ψϭ͕ϲϲϴ͕ϯϬϬ Ψϭ͕ϲϲϴ͕ϯϬϬ Ψϭ͕ϲϲϴ͕ϯϬϬ EĞƚŽƐƚ Ψϳ͕ϰϱϮ͕Ϭϵϳ Ψϳ͕ϵϱϯ͕ϱϬϬ Ψϵ͕ϵϱϯ͕ϵϬϬ Ϯϱ͘Ϯй ΨϭϬ͕ϮϮϭ͕ϭϬϬ ΨϭϬ͕ϯϵϳ͕ϬϬϬ ΨϭϬ͕ϱϳϴ͕ϱϬϬ ΨϭϬ͕ϳϲϲ͕ϮϬϬ &d͘WŽƐ͘ ϭϬϴ ϭϬϴ ϭϬϵ ϭ ϭϬϵ ϭϬϵ ϭϬϵ ϭϬϵ EŽƚĞ͗ KŶĞƉŽƐŝƚŝŽŶǁŝůůďĞĐƌĞĂƚĞĚǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ĞŶƚƌĂůĚŵŝŶŝƐƚƌĂƚŝŽŶ ϵ ϴϮϱ͕ϮϬϬ ϵϭϭ͕ϱϬϬ ZĞĐƌĞĂƚŝŽŶĚŵŝŶŝƐƚƌĂƚŝŽŶ ϭ ϲϮϬ͕ϴϱϬ ϰϵϴ͕ϮϬϬ ƚŚůĞƚŝĐƐ ϲ ϴϲϬ͕ϬϱϬ ϴϲϬ͕ϬϬϬ ŽŵŵƵŶŝƚǇZĞĐƌĞĂƚŝŽŶ ϴ ϭ͕ϯϬϭ͕ϴϱϬ ϭ͕ϯϴϰ͕ϬϱϬ KƵƚĚŽŽƌƐ ϰ ϱϬϳ͕ϬϬϬ ϱϮϬ͕ϮϱϬ ,ĞŶƌŝĐƵƐ,ŝƐƚŽƌŝĐĂůWĂƌŬ ϵ ϲϴϰ͕ϭϬϬ ϳϬϴ͕ϱϬϬ WĂƌŬƐĚŵŝŶŝƐƚƌĂƚŝŽŶ ϰ ϳϯϲ͕ϰϬϬ ϳϬϲ͕ϱϬϬ WĂƌŬƐ ϲϰ ϱ͕ϬϱϮ͕ϰϬϬ ϱ͕Ϭϳϴ͕ϰϬϬ WĂƌŬWůĂŶŶŝŶŐĂŶĚŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞŵĞŶƚ ϯ Ϯϳϰ͕ϭϱϬ Ϯϲϱ͕ϴϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϭϬϭ͕ϴϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ ϭ Ͳ ϲϴϵ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x dŚĞΨϭ͘ϴŵŝůůŝŽŶĚĞĐƌĞĂƐĞŝŶƌĞǀĞŶƵĞŝŶ&zϮϬϭϴĂŶĚďĞǇŽŶĚŝƐĚƵĞƚŽĂĐŚĂŶŐĞŝŶŵĞƚŚŽĚŽĨƌĞŝŵďƵƌƐĞŵĞŶƚĨŽƌ ƐĞƌǀŝĐĞƐĨƌŽŵƚŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶ͘EŽĐŚĂŶŐĞŝƐďĞŝŶŐŵĂĚĞƚŽůĞǀĞůŽĨƐĞƌǀŝĐĞƐ͕ŽŶůǇƚŚĞŵĞĐŚĂŶŝĐƐŽĨƌĞǀĞŶƵĞ ƚƌĂŶƐĨĞƌƐďĞƚǁĞĞŶƚŚĞŽƵŶƚǇĂŶĚ^ĐŚŽŽůƐ͘dŚĂƚĐŚĂŶŐĞŝƐƉĂƌƚŝĂůůǇŽĨĨƐĞƚďǇŶĞǁƚŽƵƌŶĂŵĞŶƚĂŶĚƌĞŶƚĂůƌĞǀĞŶƵĞ ĨŽƌZŝǀĞƌŝƚǇ^ƉŽƌƚƐƉůĞǆ;Ψϰϯϵ͕ϬϬϬͿ͘ x WĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶǁŝůůƵƚŝůŝǌĞΨϮϱϬ͕ϬϬϬŝŶĂĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐƚŽĐŽŶƚƌĂĐƚŽƵƚƐƚƌĂƚĞŐŝĐŵŽǁŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐ͕ ǁŚŝĐŚǁŝůůĨƌĞĞƵƉĨƵůůͲƚŝŵĞƐƚĂĨĨƚŽƉĞƌĨŽƌŵŵŽƌĞŚŝŐŚůǇƐŬŝůůĞĚ͕ŶŽŶͲĐŽƌĞĚƵƚŝĞƐ;ŵƵůĐŚŝŶŐ͕ǁĞĞĚŝŶŐ͕ƐŝŐŶĂŐĞƌĞƉĂŝƌͿ͘ dŚŝƐŝŶŝƚŝĂƚŝǀĞƐŚŽƵůĚŵĂŬĞĂůĂƌŐĞƐƚƌŝĚĞĨŽƌǁĂƌĚĨŽƌƚŚĞĐŽŶĚŝƚŝŽŶŽĨŽƵŶƚǇƉĂƌŬĨĂĐŝůŝƚŝĞƐĂŶĚƐŚŽƵůĚĂůƐŽĂƐƐŝƐƚ ǁŝƚŚĞŵƉůŽǇĞĞƚƵƌŶŽǀĞƌŝŶƚŚĞŵĂŝŶƚĞŶĂŶĐĞǁŽƌŬĞƌĐůĂƐƐŝĨŝĐĂƚŝŽŶďǇĐƌĞĂƚŝŶŐĂŵŽƌĞŵĂŶĂŐĞĂďůĞǁŽƌŬůŽĂĚ͘ x ZŝǀĞƌŝƚǇ^ƉŽƌƚƐƉůĞǆŝƐĂŶĞǁĨĂĐŝůŝƚǇƚŚĂƚĐĂŵĞŽŶůŝŶĞŵŝĚͲǇĞĂƌĚƵƌŝŶŐ&zϮϬϭϳʹƉƵƌĐŚĂƐĞĚĨƌŽŵĂƉƌŝǀĂƚĞŽǁŶĞƌ͕ ƚŚŝƐƐŝƚĞŝƐƚŚĞĐŽƌŶĞƌƐƚŽŶĞŽĨƚŚĞŽƵŶƚǇΖƐƐƉŽƌƚƐƚŽƵƌŝƐŵƉƌŽŐƌĂŵ͘dŚĞĂŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐŽĨΨϰϯϵ͕ϬϬϬ͕ ĨƵůůǇŽĨĨƐĞƚǁŝƚŚŶĞǁƌĞǀĞŶƵĞ͕ǁŝůůďĞĂĚĚĞĚƚŽƚŚĞďƵĚŐĞƚŝŶ&zϮϬϭϴ͘ŶǇƌĞǀĞŶƵĞĂďŽǀĞŽƉĞƌĂƚŝŶŐĐŽƐƚƐǁŝůůďĞ ƐĞƚĂƐŝĚĞĨŽƌĨƵƚƵƌĞĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƐĂƚƚŚĞƐŝƚĞ͘ x KƚŚĞƌ&ŝǀĞͲzĞĂƌWůĂŶĞŶŚĂŶĐĞŵĞŶƚƐŝŶĐůƵĚĞΨϱ͕ϬϬϬƉĞƌǇĞĂƌŝŶĐŽŶƚƌĂĐƚĞĚŵĂŝŶƚĞŶĂŶĐĞĨƵŶĚŝŶŐĂŶĚΨϭϮϴ͕ϬϬϬŝŶ ŽƉĞƌĂƚŝŶŐĚŽůůĂƌƐŝŶ&zϮϬϭϵƚŽĚĞĂůǁŝƚŚƚŚĞƌĞƉƵƌƉŽƐŝŶŐŽĨƚŚĞǀĂĐĂƚĞĚĞƵůĂŚůĞŵĞŶƚĂƌǇ^ĐŚŽŽůƐŝƚĞ;ůŝŬĞůǇƚŽďĞ ƌĞƉƵƌƉŽƐĞĚĂƐĂƉĂƌŬƐŝƚĞͿ͘ x &ƵƚƵƌĞŶĞĞĚƐǁŝůůĐĞƌƚĂŝŶůǇŝŶĐůƵĚĞĂĚĚŝƚŝŽŶĂůŵĂŝŶƚĞŶĂŶĐĞŶĞĞĚƐĂƐƚŚĞŽƵŶƚǇΖƐƉŽƉƵůĂƚŝŽŶĂŶĚƉĂƌŬƐǇƐƚĞŵŐƌŽǁ ;ĂŶĚĂŐĞͿʹĂƐǁĞůůĂƐƚŚĞŶĞĞĚƚŽĞǆƉĂŶĚĂŶĚĚŝǀĞƌƐŝĨǇƌĞĐƌĞĂƚŝŽŶĂůƉƌŽŐƌĂŵŵŝŶŐƚŚĂƚĞŶŚĂŶĐĞƐƚŚĞƋƵĂůŝƚǇŽĨůŝĨĞ ŽƵŶƚǇƌĞƐŝĚĞŶƚƐŚĂǀĞĐŽŵĞƚŽĞǆƉĞĐƚĂŶĚĞŶũŽǇ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϳ FY2018 Budget Departmental Summaries

WůĂŶŶŝŶŐ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϯ͕ϴϳϴ͕ϳϳϭ Ψϯ͕ϴϲϱ͕ϰϬϬ Ψϯ͕ϵϲϭ͕ϮϬϬ Ϯ͘ϱй Ψϰ͕Ϭϯϴ͕ϵϬϬ Ψϰ͕ϭϯϱ͕ϭϬϬ Ψϰ͕Ϯϯϰ͕ϭϬϬ Ψϰ͕ϯϯϳ͕ϭϬϬ KƉĞƌĂƚŝŶŐ ϮϬϯ͕ϱϰϯ ϮϬϰ͕ϰϬϬ ϮϬϰ͕ϰϬϬ Ϭ͘Ϭй ϮϬϰ͕ϰϬϬ ϮϬϰ͕ϰϬϬ ϮϬϰ͕ϰϬϬ ϮϬϰ͕ϰϬϬ ĂƉŝƚĂů ϳ͕ϮϵϬ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $4,089,605 $4,069,800 $4,165,600 2.4% $4,243,300 $4,339,500 $4,438,500 $4,541,500 ZĞǀĞŶƵĞ Ψϭ͕Ϭϲϰ͕ϮϭϮ ΨϵϮϮ͕ϲϬϬ Ψϭ͕Ϭϵϯ͕ϱϬϬ ϭϴ͘ϱй Ψϭ͕ϭϬϮ͕ϰϬϬ Ψϭ͕ϭϭϭ͕ϱϬϬ Ψϭ͕ϭϮϬ͕ϳϬϬ Ψϭ͕ϭϯϬ͕ϮϬϬ EĞƚŽƐƚ Ψϯ͕ϬϮϱ͕ϯϵϮ Ψϯ͕ϭϰϳ͕ϮϬϬ Ψϯ͕ϬϳϮ͕ϭϬϬ ͲϮ͘ϰй Ψϯ͕ϭϰϬ͕ϵϬϬ Ψϯ͕ϮϮϴ͕ϬϬϬ Ψϯ͕ϯϭϳ͕ϴϬϬ Ψϯ͕ϰϭϭ͕ϯϬϬ &d͘WŽƐ͘ ϱϬ ϱϬ ϱϬ Ͳ ϱϬ ϱϬ ϱϬ ϱϬ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ĚŵŝŶŝƐƚƌĂƚŝŽŶ ϲ ϳϭϮ͕ϰϬϬ ϳϮϱ͕ϬϬϬ 'ŽĚĞŽŵƉůŝĂŶĐĞ Ϯ ϭϭϬ͕ϵϬϬ ϭϭϮ͕ϵϬϬ WůĂŶƐĂŶĚ/ŶĨŽƌŵĂƚŝŽŶ ϭϰ ϭ͕ϬϲϮ͕ϱϬϬ ϭ͕Ϭϯϵ͕ϴϬϬ ĞǀĞůŽƉŵĞŶƚZĞǀŝĞǁ Ϯϴ Ϯ͕ϬϬϬ͕ϯϬϬ Ϯ͕ϭϰϯ͕ϳϬϬ ŽŵŵŝƐƐŝŽŶĂŶĚŽĂƌĚƐ Ͳ ϭϰϰ͕ϮϬϬ ϭϰϰ͕ϮϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϯϵ͕ϱϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x ƵƌŝŶŐ &zϮϬϭϳ͕ ƚŚĞ ĞƉĂƌƚŵĞŶƚ ƐĂǁ ĂŶ ŝŶĐƌĞĂƐĞ ŝŶ ǌŽŶŝŶŐ ĐĂƐĞ ĂĐƚŝǀŝƚǇ͕ ƉƌŝŵĂƌŝůǇ ĂƚƚƌŝďƵƚĂďůĞ ƚŽ ƚŚĞ ŽĂƌĚ ŽĨ ^ƵƉĞƌǀŝƐŽƌƐ͛ƌĞǀŝƐĞĚĐĂƐŚƉƌŽĨĨĞƌƉŽůŝĐǇ͘/ŶƌĞƐƉŽŶƐĞƚŽƌŝƐŝŶŐĐĂƐĞůŽĂĚůĞǀĞůƐ͕ƚŚĞĞƉĂƌƚŵĞŶƚŝƐƌĞǀŝĞǁŝŶŐĐƵƌƌĞŶƚ ƉƌŽĐĞƐƐĞƐĂŶĚŝĚĞŶƚŝĨǇŝŶŐŽƉƉŽƌƚƵŶŝƚŝĞƐĨŽƌŝŵƉƌŽǀĞŵĞŶƚƐƚŽĚĞůŝǀĞƌƐĞƌǀŝĐĞƐŵŽƌĞĞĨĨŝĐŝĞŶƚůǇ͘hƉŽŶŝŵƉůĞŵĞŶƚĂƚŝŽŶ ŽĨƉƌŽĐĞƐƐŝŵƉƌŽǀĞŵĞŶƚƐ͕ƚŚĞĞƉĂƌƚŵĞŶƚǁŝůůĐůŽƐĞůǇŵŽŶŝƚŽƌĐĂƐĞ ĂĐƚŝǀŝƚǇ ĂŶĚ ǁŽƌŬůŽĂĚ ĚĞŵĂŶĚƐ͕ ĂƐƐĞƐƐŝŶŐ ƌĞƐŽƵƌĐĞƐĂƐŶĞĞĚĞĚ͘ x ƐƚŚĞŽƵŶƚǇĐŽŶƚŝŶƵĞƐƚŽǁŝƚŶĞƐƐĂŶŝŶĐƌĞĂƐĞŝŶĚĞǀĞůŽƉŵĞŶƚĂĐƚŝǀŝƚǇ͕ƚŚĞĞƉĂƌƚŵĞŶƚŝƐĨŽƌĞĐĂƐƚŝŶŐƐŝŐŶŝĨŝĐĂŶƚ ŐƌŽǁƚŚŝŶƌĞǀŝĞǁĨĞĞƌĞǀĞŶƵĞƐ͕ƐƉĞĐŝĨŝĐĂůůǇŝŶƚŚĞĂƌĞĂŽĨƌĞƐŝĚĞŶƚŝĂůƉůĂŶƌĞǀŝĞǁ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϴ FY2018 Budget Departmental Summaries

WŽůŝĐĞ

Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2010 FY2021 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϱϴ͕ϬϬϱ͕ϵϵϯ Ψϱϳ͕ϯϴϯ͕ϳϬϬ Ψϱϳ͕ϭϲϮ͕ϬϬϬ ͲϬ͘ϰй Ψϱϳ͕ϵϱϱ͕ϮϬϬ Ψϱϵ͕ϯϭϵ͕ϱϬϬ ΨϲϬ͕ϳϯϬ͕ϭϬϬ ΨϲϮ͕ϭϵϭ͕ϱϬϬ KƉĞƌĂƚŝŶŐ ϴ͕Ϯϵϰ͕ϮϲϬ ϭϬ͕ϭϱϲ͕ϮϬϬ ϵ͕ϳϳϴ͕ϬϬϬ Ͳϯ͘ϳй ϭϭ͕ϬϮϭ͕ϭϬϬ ϭϭ͕ϰϵϳ͕ϭϬϬ ϭϭ͕ϰϵϳ͕ϭϬϬ ϭϭ͕ϰϵϳ͕ϭϬϬ ĂƉŝƚĂů ΨϮ͕ϱϰϳ͕ϰϮϱ Ϯ͕ϰϲϰ͕ϵϬϬ Ϯ͕Ϯϴϴ͕ϵϬϬ Ͳϳ͘ϭй Ϯ͕Ϯϴϴ͕ϵϬϬ Ϯ͕Ϯϴϴ͕ϵϬϬ Ϯ͕Ϯϴϴ͕ϵϬϬ Ϯ͕Ϯϴϴ͕ϵϬϬ ϱzƌWůĂŶʹ WŽůŝĐĞ Ͳ Ͳ ϭ͕ϭϮϲ͕ϯϬϬ ŶͬĂ Ϯϵϲ͕ϬϬϬ Ͳ Ͳ Ͳ ϱzƌWůĂŶʹ Ͳ Ͳ ϭϭϲ͕ϴϬϬ ŶͬĂ ϭϴϬ͕ϬϬϬ Ͳ Ͳ ϮϱϬ͕ϬϬϬ Total Ψϲϴ͕ϴϰϳ͕ϲϴϬ ΨϳϬ͕ϬϬϰ͕ϴϬϬ ΨϳϬ͕ϰϳϮ͕ϬϬϬ Ϭ͘ϳй Ψϳϭ͕ϳϰϭ͕ϮϬϬ Ψϳϯ͕ϭϬϱ͕ϱϬϬ Ψϳϰ͕ϱϭϲ͕ϭϬϬ Ψϳϲ͕ϮϮϳ͕ϱϬϬ ZĞǀĞŶƵĞ Ψϱ͕ϱϰϭ͕Ϭϳϱ Ψϰ͕ϰϳϳ͕ϵϬϬ ΨϮ͕ϲϴϬ͕ϬϬϬ ͲϰϬ͘Ϯй ΨϮ͕ϲϴϬ͕ϬϬϬ ΨϮ͕ϲϴϬ͕ϬϬϬ ΨϮ͕ϲϴϬ͕ϬϬϬ ΨϮ͕ϲϴϬ͕ϬϬϬ EĞƚŽƐƚ Ψϲϯ͕ϯϬϲ͕ϲϬϰ Ψϲϱ͕ϱϮϲ͕ϵϬϬ Ψϲϳ͕ϳϵϮ͕ϬϬϬ ϯ͘ϱй Ψϲϵ͕Ϭϲϭ͕ϮϬϬ ΨϳϬ͕ϰϮϱ͕ϱϬϬ Ψϳϭ͕ϴϯϲ͕ϭϬϬ Ψϳϯ͕ϱϰϳ͕ϱϬϬ &d͘WŽƐ͘ ϳϭϮ ϳϭϲ ϳϭϵ ϯ ϳϭϵ ϳϭϵ ϳϭϵ ϳϭϵ EŽƚĞƐ͗ KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵWŽůŝĐĞŽƉĞƌĂƚŝŶŐƚŽƚŚĞŐƌĂŶƚƐĨƵŶĚĚƵƌŝŶŐ&zϮϬϭϳ͘ KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵhŶĂƐƐŝŐŶĞĚƚŽWŽůŝĐĞĚƵƌŝŶŐ&zϮϬϭϳ͘ dǁŽƉŽƐŝƚŝŽŶƐǁŝůůďĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵ^ŚĞƌŝĨĨƚŽĂŶĚŽŶĞƉŽƐŝƚŝŽŶĨƌŽŵ^ŚĞƌŝĨĨƚŽWŽůŝĐĞǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘

Grants FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2010 FY2021 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ͳ Ͳ Ψϲϰ͕ϴϬϬ ŶͬĂ ΨϳϬ͕ϲϬϬ ΨϳϮ͕ϰϬϬ Ψϳϰ͕ϰϬϬ Ψϳϲ͕ϮϬϬ KƉĞƌĂƚŝŶŐ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total - - $64,800 n/a $70,600 $72,400 $74,400 $76,200 ZĞǀĞŶƵĞ Ͳ Ͳ Ψϯϱ͕ϮϬϬ ŶͬĂ Ψϯϱ͕ϮϬϬ Ψϯϱ͕ϮϬϬ Ψϯϱ͕ϮϬϬ Ψϯϱ͕ϮϬϬ EĞƚŽƐƚ Ͳ Ͳ ΨϮϵ͕ϲϬϬ ŶͬĂ Ψϯϱ͕ϰϬϬ Ψϯϳ͕ϮϬϬ Ψϯϵ͕ϮϬϬ Ψϰϭ͕ϬϬϬ &d͘WŽƐ͘ Ͳ Ͳ ϭ Ͳ ϭ ϭ ϭ ϭ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed hŶŝĨŽƌŵKƉĞƌĂƚŝŽŶƐWĂƚƌŽů ϯϱϵ ϯϱ͕Ϭϵϵ͕ϳϬϬ ϯϰ͕ϴϵϭ͕ϲϬϬ ƌŝŵŝŶĂůĂŶĚ^ƉĞĐŝĂů/ŶǀĞƐƚŝŐĂƚŝŽŶƐ ϭϬϰ ϭϬ͕ϯϬϱ͕ϴϬϬ ϭϬ͕Ϯϭϰ͕ϱϬϬ WĞƌƐŽŶŶĞůĂŶĚdƌĂŝŶŝŶŐ Ϯϲ Ϯ͕ϳϲϬ͕ϴϬϬ ϯ͕Ϭϲϱ͕ϵϬϬ /ŶĨŽƌŵĂƚŝŽŶ^ĞƌǀŝĐĞƐ ϯϳ Ϯ͕ϴϬϬ͕ϴϬϬ Ϯ͕ϵϲϰ͕ϭϬϬ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϱϬ ϰ͕ϳϮϱ͕ϲϬϬ ϰ͕ϳϲϬ͕ϴϬϬ WƌŽƉĞƌƚǇDĂŶĂŐĞŵĞŶƚ ϭϲ ϭ͕ϯϴϮ͕ϳϬϬ ϭ͕ϯϱϯ͕ϬϬϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ƵƉƉŽƌƚ ϮϮ ϯ͕ϯϴϱ͕ϬϬϬ ϯ͕ϯϯϴ͕ϴϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϵϭϮ͕ϵϬϬ Ͳ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞ'ƌĂŶƚ ϭ Ͳ ϲϰ͕ϴϬϬ WŽůŝĐĞ&ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ ϭ Ͳ ϭ͕ϭϮϲ͕ϯϬϬ ŶŝŵĂů^ĞƌǀŝĐĞƐ ϮϬ ϭ͕ϲϭϰ͕ϮϬϬ ϭ͕ϲϮϮ͕ϭϬϬ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐ ϴϮ ϳ͕ϬϭϬ͕ϵϬϬ ϳ͕Ϭϭϭ͕ϳϬϬ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐ&ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ϯ Ͳ ϭϭϲ͕ϴϬϬ DĂŐŝƐƚƌĂƚĞ Ͳ ϲ͕ϰϬϬ ϲ͕ϰϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϬϵ FY2018 Budget Departmental Summaries

FY2018 Budget Highlights and Future Outlook x dŽĂŝĚWŽůŝĐĞŝŶƚŚĞĐŚĂůůĞŶŐŝŶŐĂƌĞĂŽĨƐƚĂĨĨƌĞĐƌƵŝƚŵĞŶƚĂŶĚƌĞƚĞŶƚŝŽŶ͕ΨϱϲϬ͕ϬϬϬŚĂƐďĞĞŶŝŶĐůƵĚĞĚĨŽƌƐƚĂƌƚŝŶŐ ƉĂǇ͕ ĞŶŚĂŶĐĞĚ ĐĂƌĞĞƌ ĚĞǀĞůŽƉŵĞŶƚ͕ ĂŶĚ ƉĂƌƚͲƚŝŵĞ ƐƚĂĨĨŝŶŐ͘ dŚŝƐ ĞĨĨŽƌƚ ƚŽ ĞŶŚĂŶĐĞ ƐƚĂĨĨŝŶŐ ŝƐ Ă ŵƵůƚŝͲƉƌŽŶŐĞĚ ĂƉƉƌŽĂĐŚĂŶĚĂůůŽǁƐWŽůŝĐĞƚŽďĞŵŽƌĞĐŽŵƉĞƚŝƚŝǀĞǁŝƚŚŶĞŝŐŚďŽƌŝŶŐůŽĐĂůŝƚŝĞƐʹƐƚĂƌƚŝŶŐƉĂǇǁŝůůŝŶĐƌĞĂƐĞĨƌŽŵ ΨϰϮ͕ϴϬϬƚŽΨϰϯ͕ϱϬϬ͕ƚŚĞĨŝƌƐƚǇĞĂƌŽĨĂĨŝǀĞͲǇĞĂƌƚŝĞƌĞĚĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉƌŽŐƌĂŵǁŝůůŝŶĐƌĞĂƐĞƉĂǇƐĞƉĂƌĂƚŝŽŶ ďĞƚǁĞĞŶƌĂŶŬƐ͕ĂŶĚĨƵŶĚŝŶŐĨŽƌƉĂƌƚͲƚŝŵĞŽĨĨŝĐĞƌƐƚŽŵĂŶƐƚĂƚŝŽŶĚĞƐŬƐǁŝůůĂůůŽǁĨŽƌŵŽƌĞŽĨĨŝĐĞƌƐŽŶƚŚĞƐƚƌĞĞƚƐ͘ x DŽǀŝŶŐ ŝŶƚŽ ƚŚĞ ŽƵƚ ǇĞĂƌƐ͕ ƚŚĞ &ŝǀĞͲzĞĂƌ WůĂŶ ŝŶĐůƵĚĞƐ ΨϱϬϬ͕ϬϬϬ ĂŶŶƵĂůůǇ ;ĐĞŶƚƌĂůůǇ ďƵĚŐĞƚĞĚͿ ƚŽ ĂĚĚƌĞƐƐ ƚŚĞ ĞƐƐĞŶƚŝĂůŶĞĞĚĨŽƌĂĚĚŝƚŝŽŶĂůŽĨĨŝĐĞƌƐĂƐǁĞůůĂƐĨƵŶĚŝŶŐŝŶ&zϮϬϭϵĨŽƌĂŶĂĚĚŝƚŝŽŶĂů&d͕Ă>ŽŐŝƐƚŝĐƐdĞĐŚŶŝĐŝĂŶ͕ƚŽ ƐĞƌǀĞŝŶƉƌŽƉĞƌƚǇŵĂŶĂŐĞŵĞŶƚ͘dŚŝƐƉŽƐŝƚŝŽŶǁŝůůĨŝůůĂĐƌŝƚŝĐĂůŶĞĞĚƚŽĞŶƐƵƌĞƚŚĞƉƌŽƉĞƌŚĂŶĚůŝŶŐŽĨƚŚĞŐƌŽǁŝŶŐ ŶƵŵďĞƌŽĨĞǀŝĚĞŶĐĞƚƌĂŶƐĂĐƚŝŽŶƐ͘ x dŚĞďŽĚǇǁŽƌŶĐĂŵĞƌĂƉƌŽŐƌĂŵǁŝůůďĞŽƉĞƌĂƚŝŽŶĂůŝŶ&zϮϬϭϴ͖ ĨƵŶĚŝŶŐŝƐŝŶĐůƵĚĞĚĂƚ Ψϱϯϱ͕ϬϬϬ ĨŽƌƚŚĞĂŶŶƵĂů ŵĂŝŶƚĞŶĂŶĐĞĨĞĞĂŶĚŽŶĞ&d͕ĂŶĂƵƚŽŵĂƚŝŽŶĂŶĂůǇƐƚ͕ĨŽƌŶĞĞĚĞĚƉƌŽŐƌĂŵƐƵƉƉŽƌƚ͘ x KƉĞƌĂƚŝŽŶĂůŝŶůĂƚĞ&zϮϬϭϳ͕ƚŚĞ&ĂůůŝŶŐƌĞĞŬWŽůŝĐĞƐƚĂƚŝŽŶǁŝůůƉƌŽǀŝĚĞƉƌĞƐĞŶĐĞĂŶĚĐƵƐƚŽŵĞƌƐĞƌǀŝĐĞƚŽĂŶĂƌĞĂ ŽĨƚŚĞŽƵŶƚǇƚŚĂƚŚĂƐĂĚĞŵŽŶƐƚƌĂƚĞĚŶĞĞĚĨŽƌĂĚĚŝƚŝŽŶĂůWŽůŝĐĞƐĞƌǀŝĐĞ͘&ƵŶĚŝŶŐŽĨĂƉƉƌŽǆŝŵĂƚĞůǇΨϯϬ͕ϬϬϬĨŽƌ ŽƉĞƌĂƚŝŽŶĂůĐŽƐƚƐŝƐŝŶĐůƵĚĞĚŝŶƚŚĞ&zϮϬϭϴƉƌŽƉŽƐĞĚďƵĚŐĞƚ͘ x &zϮϬϭϵͲ&zϮϬϮϮĂůƐŽŝŶĐůƵĚĞƐĂĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐĨŽƌĐŽƐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞWƵďůŝĐ^ĂĨĞƚǇZĂĚŝŽZĞƉůĂĐĞŵĞŶƚ WƌŽũĞĐƚ͕ŵŽďŝůĞĐŽŵƉƵƚĞƌďƌŽĂĚďĂŶĚŝŶ&zϮϬϭϵ͕ĂŶĚƌĂĚŝŽŵĂŝŶƚĞŶĂŶĐĞĨĞĞƐŝŶ&zϮϬϮϮ͘ x ƵƌŝŶŐ&zϮϬϭϳ͕ĂƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚƚŽWŽůŝĐĞĨŽƌĂƐĐŚŽŽůĨƵŶĚĞĚŚŝůĚ^ĂĨĞƚǇKĨĨŝĐĞƌ͘ĚĚŝƚŝŽŶĂůůǇ͕ŝŶ&zϮϬϭϳ͕ ƚŚĞ ĞƉĂƌƚŵĞŶƚ͛Ɛ s^dKW ŽŵĞƐƚŝĐ sŝŽůĞŶĐĞ ŐƌĂŶƚ͕ ĂŶĚ ƚŚĞ ŐƌĂŶƚ͛Ɛ ĂƐƐŽĐŝĂƚĞĚ ƉŽƐŝƚŝŽŶ͕ ƚƌĂŶƐŝƚŝŽŶĞĚ ĨƌŽŵ ƚŚĞ ŽƉĞƌĂƚŝŶŐďƵĚŐĞƚƚŽƚŚĞŐƌĂŶƚƐĨƵŶĚ͘ x ƵĞ ƚŽ ǁŽƌŬůŽĂĚ ĚĞŵĂŶĚƐ͕ ƚŽ ĞŶƐƵƌĞ ĐŝƚŝǌĞŶ ƐĂĨĞƚǇ ĂŶĚ ƐƵƉƉŽƌƚ ƉƵďůŝĐ ƐĂĨĞƚǇ ƉĞƌƐŽŶŶĞů͕ ƚŚĞ ŵĞƌŐĞŶĐǇ ŽŵŵƵŶŝĐĂƚŝŽŶƐĞŶƚĞƌ;ͿƌĞĐĞŝǀĞĚĨƵŶĚŝŶŐĨŽƌƚǁŽĂĚĚŝƚŝŽŶĂůŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶKĨĨŝĐĞƌƐ;KΖƐͿĂƚ ΨϭϬϬ͕ϴϬϬ͘ŚĂƐŵĂĚĞĂŶĂĚĚŝƚŝŽŶĂůƌĞƋƵĞƐƚĨŽƌĨƵƚƵƌĞǇĞĂƌƐ͕&zϮϬϭϵĂŶĚ&zϮϬϮϬ͕ĂƐŝƚƚĂŬĞƐƐŝǆKƉŽƐŝƚŝŽŶƐƚŽ ĞƋƵĂůŽŶĞ&dŝŶĂϮϰͬϳĞŶǀŝƌŽŶŵĞŶƚ͘ x ŽŶƚƌĂĐƚŵĂŝŶƚĞŶĂŶĐĞĨĞĞƐŚĂǀĞďĞĞŶƉƌŽŐƌĂŵŵĞĚŝŶƚŚĞďƵĚŐĞƚŝŶďŽƚŚ&zϮϬϭϴĂŶĚ&zϮϬϭϵ͘&zϮϬϭϴŝŶĐůƵĚĞƐ ĨƵŶĚŝŶŐ ĨŽƌ ŵĂŝŶƚĞŶĂŶĐĞ ĨĞĞƐ ĂƐƐŽĐŝĂƚĞĚ ǁŝƚŚ ƚŚĞ tŽƌŬĨŽƌĐĞ dĞůĞƐƚĂĨĨ ƐŽĨƚǁĂƌĞ ĂŶĚ ĂƵĚŝŽ ǀŝƐƵĂů ƐŽĨƚǁĂƌĞ ŵĂŝŶƚĞŶĂŶĐĞĨŽƌĂƚŽƚĂůŽĨΨϭϲ͕ϬϬϬ͘/Ŷ&zϮϬϭϵ͕ΨϭϴϬ͕ϬϬϬŝƐƉƌŽŐƌĂŵŵĞĚĨŽƌƚŚĞŵĂŝŶƚĞŶĂŶĐĞĨĞĞĂƐƐŽĐŝĂƚĞĚǁŝƚŚ ƚŚĞϵϭϭƐǇƐƚĞŵ͖ƚŚŝƐĨĞĞǁĂƐƉƌĞǀŝŽƵƐůǇĐŽǀĞƌĞĚƵŶĚĞƌƚŚĞŝŶŝƚŝĂůƉƌŽĐƵƌĞŵĞŶƚŽĨƚŚĞƐǇƐƚĞŵ͘ x WŽůŝĐĞƌĞǀĞŶƵĞƌĞĨůĞĐƚƐĂĚĞĐƌĞĂƐĞŽĨĂůŝƚƚůĞŽǀĞƌΨϮŵŝůůŝŽŶŝŶ&zϮϬϭϴĂŶĚĨŽƌǁĂƌĚ͖ƚŚŝƐŝƐĚƵĞƚŽĂĐŚĂŶŐĞŝŶŵĞƚŚŽĚ ŽĨƌĞŝŵďƵƌƐĞŵĞŶƚĨŽƌƐĞƌǀŝĐĞƐĨƌŽŵƚŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶĨŽƌƚŚĞ^ĐŚŽŽůΖƐZĞƐŽƵƌĐĞĂŶĚ^ĂĨĞƚǇKĨĨŝĐĞƌƐ͘EŽĐŚĂŶŐĞŝƐ ďĞŝŶŐŵĂĚĞƚŽůĞǀĞůŽĨƐĞƌǀŝĐĞƐ͕ŽŶůǇƚŚĞŵĞĐŚĂŶŝĐƐŽĨƌĞǀĞŶƵĞƚƌĂŶƐĨĞƌƐďĞƚǁĞĞŶƚŚĞŽƵŶƚǇĂŶĚ^ĐŚŽŽůƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϬ FY2018 Budget Departmental Summaries

ZĞŐŝƐƚƌĂƌ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϱϵϯ͕ϭϳϲ Ψϲϴϱ͕ϭϬϬ Ψϱϳϴ͕ϴϬϬ Ͳϭϱ͘ϱй Ψϱϵϱ͕ϱϬϬ ΨϲϬϵ͕ϲϬϬ ΨϲϮϰ͕ϮϬϬ Ψϲϯϵ͕ϯϬϬ KƉĞƌĂƚŝŶŐ ϱϱϬ͕ϯϲϰ ϯϰϱ͕ϱϬϬ ϯϰϱ͕ϵϬϬ Ϭ͘ϭй ϯϰϱ͕ϵϬϬ ϯϰϱ͕ϵϬϬ ϯϰϱ͕ϵϬϬ ϯϰϱ͕ϵϬϬ ĂƉŝƚĂů Ϯϱϱ͕ϬϱϬ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $1,398,590 $1,030,600 $924,700 -10.3% $941,400 $955,500 $970,100 $985,200 ZĞǀĞŶƵĞ ΨϮϬϮ͕ϴϵϲ Ψϳϭ͕ϬϬϬ Ψϳϭ͕ϬϬϬ Ϭ͘Ϭй Ψϳϭ͕ϬϬϬ Ψϳϭ͕ϬϬϬ Ψϳϭ͕ϬϬϬ Ψϳϭ͕ϬϬϬ EĞƚŽƐƚ Ψϭ͕ϭϵϱ͕ϲϵϰ Ψϵϱϵ͕ϲϬϬ Ψϴϱϯ͕ϳϬϬ Ͳϭϭ͘Ϭй ΨϴϳϬ͕ϰϬϬ Ψϴϴϰ͕ϱϬϬ Ψϴϵϵ͕ϭϬϬ Ψϵϭϰ͕ϮϬϬ &d͘WŽƐ͘ ϵ ϵ ϵ Ͳ ϵ ϵ ϵ ϵ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ĚŵŝŶŝƐƚƌĂƚŝŽŶ ϵ ΨϴϬϴ͕ϮϬϬ ΨϳϮϬ͕ϵϬϬ ůĞĐƚŝŽŶ^ĞƌǀŝĐĞƐ Ͳ ΨϮϬϮ͕ϱϬϬ ΨϮϬϯ͕ϴϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ Ψϭϵ͕ϵϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x WĞƌƐŽŶŶĞůĞǆƉĞŶƐĞƐǁĞƌĞƌĞĚƵĐĞĚƚŽƌĞĨůĞĐƚƐĂǀŝŶŐƐĨŽƌƚǁŽƉŽƐŝƚŝŽŶƐǁŝƚŚƉƌŽůŽŶŐĞĚǀĂĐĂŶĐŝĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϭ FY2018 Budget Departmental Summaries

ZŝƐŬDĂŶĂŐĞŵĞŶƚ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected ůĂŝŵƐ͕/ŶƐƵƌĂŶĐĞ͕ ŶǀŝƌŽŶŵĞŶƚĂů ,ĞĂůƚŚ͕ĂŶĚ^ĂĨĞƚǇ KƉĞƌĂƚŝŶŐ Ψϲ͕ϮϬϮ͕ϱϵϭ Ψϭϴ͕ϯϮϴ͕ϵϬϬ Ψϳ͕ϱϰϰ͕ϲϬϬ Ͳϱϴ͘ϴй Ψϳ͕ϱϱϯ͕ϬϱϬ Ψϳ͕ϱϱϯ͕ϬϱϬ Ψϳ͕ϱϱϯ͕ϬϱϬ Ψϳ͕ϱϱϯ͕ϬϱϬ WĞƌƐŽŶŶĞů ϭ͕ϮϮϯ͕ϱϴϴ ϭ͕Ϯϯϭ͕ϯϬϬ ϭ͕ϱϳϯ͕ϲϬϬ Ϯϳ͘ϴй ϭ͕ϱϳϭ͕ϬϬϬ ϭ͕ϱϳϭ͕ϬϬϬ ϭ͕ϱϳϭ͕ϬϬϬ ϭ͕ϱϳϭ͕ϬϬϬ KƉĞƌĂƚŝŶŐ ϭϭϲ͕ϭϴϭ ϭϯϬ͕ϰϬϬ ϮϮϬ͕ϴϬϬ ϲϵ͘ϯй ϮϮϬ͕ϴϬϬ ϮϮϬ͕ϴϬϬ ϮϮϬ͕ϴϬϬ ϮϮϬ͕ϴϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $7,542,360 $19,690,600 $9,339,000 -52.6% $9,344,850 $9,344,850 $9,344,850 $9,344,850 ůĂŝŵƐ͕/ŶƐƵƌĂŶĐĞ͕ ŶǀŝƌŽŶŵĞŶƚĂů ,ĞĂůƚŚ͕ĂŶĚ^ĂĨĞƚǇ ZĞǀĞŶƵĞ ϳ͕ϵϰϯ͕ϮϭϮ ϭϵ͕ϱϴϭ͕ϵϬϬ ϵ͕Ϯϭϲ͕ϭϬϬ ͲϱϮ͘ϵй ϵ͕ϮϮϭ͕ϬϱϬ ϵ͕ϮϮϭ͕ϬϱϬ ϵ͕ϮϮϭ͕ϬϱϬ ϵ͕ϮϮϭ͕ϬϱϬ KƚŚĞƌDŝƐĐZĞǀĞŶƵĞ ϳϱ͕ϬϬϬ ϭϬϴ͕ϳϬϬ ϭϮϮ͕ϵϬϬ ϭϯ͘ϭй ϭϮϯ͕ϴϬϬ ϭϮϯ͕ϴϬϬ ϭϮϯ͕ϴϬϬ ϭϮϯ͕ϴϬϬ Total Revenue $8,018,212 $19,690,600 $9,339,000 -52.6% $9,344,850 $9,344,850 $9,344,850 $9,344,850 EĞƚŽƐƚ ;Ψϰϳϱ͕ϴϱϮͿ ΨϬ ΨϬ ΨϬ ΨϬ ΨϬ ΨϬ &d͘WŽƐ͘ ϭϯ ϭϯ ϭϲ ϯ ϭϲ ϭϲ ϭϲ ϭϲ EŽƚĞ͗ dŚƌĞĞƉŽƐŝƚŝŽŶƐǁŝůůďĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵ^ĐŚŽŽůƐƚŽZŝƐŬDĂŶĂŐĞŵĞŶƚŝŶ&zϮϬϭϴ͘ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ůĂŝŵƐ^ĞƌǀŝĐĞƐ ϴ ϳϳϲ͕ϮϬϬ ϴϲϬ͕ϳϬϬ ŶǀŝƌŽŶŵĞŶƚĂů,ĞĂůƚŚĂŶĚ^ĂĨĞƚǇ ϲ ϯϮϮ͕ϮϬϬ ϲϰϬ͕ϲϬϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ Ϯ Ϯϱϰ͕ϵϬϬ ϮϴϬ͕ϳϬϬ ůĂŝŵWĂǇŵĞŶƚƐĂŶĚ/ŶƐƵƌĂŶĐĞWƌĞŵŝƵŵƐ Ͳ ϰ͕Ϭϭϰ͕ϭϬϬ ϰ͕ϯϳϭ͕ϲϬϬ ^ĞůĨ/ŶƐƵƌĂŶĐĞ&ƵŶĚ Ͳ ϯ͕ϲϳϴ͕ϯϬϬ ϯ͕ϭϳϯ͕ϬϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϴ͕ϰϬϬ ϭϮ͕ϰϬϬ

FY2018 Budget Highlights and Future Outlook x dŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶ͛ƐŶǀŝƌŽŶŵĞŶƚĂů,ĞĂůƚŚ͕ĂŶĚ^ĂĨĞƚǇƉƌŽŐƌĂŵƐǁŝůůďĞĐŽŶƐŽůŝĚĂƚĞĚǁŝƚŚƚŚĞŽƵŶƚǇ͛ƐZŝƐŬ DĂŶĂŐĞŵĞŶƚĞƉĂƌƚŵĞŶƚŝŶ&zϮϬϭϴ͘^ĐŚŽŽůƐǁŝůůƌĞŝŵďƵƌƐĞZŝƐŬDĂŶĂŐĞŵĞŶƚΨϯϬϳ͕ϬϬϬŝŶ&zϮϬϭϴƚŽĐŽǀĞƌƚŚĞ ĐŽƐƚŽĨƐĂůĂƌŝĞƐ͕ďĞŶĞĨŝƚƐ͕ĂŶĚŽƉĞƌĂƚŝŶŐĞǆƉĞŶƐĞĨŽƌƚŚƌĞĞĨƵůůͲƚŝŵĞĞŵƉůŽǇĞĞƐ͘ x ŶŽƚŚĞƌŶŽƚĂďůĞĐŚĂŶŐĞŝŶ&zϮϬϭϴŝƐƚŚĂƚƚŚĞZŝƐŬDĂŶĂŐĞŵĞŶƚďƵĚŐĞƚŝƐŶŽƚŝŶĐůƵƐŝǀĞŽĨĨƵŶĚďĂůĂŶĐĞ͘dŚŝƐŝƐ Ă ĚĞĐƌĞĂƐĞ ŽĨ ΨϭϬ͕ϴϳϵ͕ϱϬϬ ĨƌŽŵ &zϮϬϭϳ͘ dŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ ǁŝůů ŚĂǀĞ ƚŚĞ ĂƵƚŚŽƌŝƚǇ ƚŽ ĂƉƉƌŽƉƌŝĂƚĞ ĂĚĚŝƚŝŽŶĂůĨƵŶĚƐĨƌŽŵƚŚĞZŝƐŬDĂŶĂŐĞŵĞŶƚƌĞƐĞƌǀĞŝĨůĂƌŐĞĐůĂŝŵƐŽĐĐƵƌƚŚƌŽƵŐŚŽƵƚƚŚĞǇĞĂƌ͘ x &zϮϬϭϵƚŚƌŽƵŐŚ&zϮϬϮϮŝŶĐůƵĚĞƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞƐĨŽƌĞŵƉůŽǇĞĞƐĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϮ FY2018 Budget Departmental Summaries

^ĞŶŝŽƌĚǀŽĐĂƚĞ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϭϱϬ͕ϳϯϲ Ψϭϰϳ͕ϯϱϬ Ψϭϱϭ͕ϬϱϬ Ϯ͘ϱй Ψϭϱϯ͕ϮϱϬ Ψϭϱϲ͕ϭϱϬ Ψϭϱϵ͕ϬϱϬ Ψϭϲϭ͕ϵϱϬ KƉĞƌĂƚŝŶŐ ϭ͕ϱϱϳ͕ϰϮϲ ϭ͕ϲϯϳ͕ϯϱϬ ϭ͕ϲϯϲ͕ϰϱϬ ͲϬ͘ϭй ϭ͕ϳϭϭ͕ϰϱϬ ϭ͕ϳϲϭ͕ϰϱϬ ϭ͕ϴϭϭ͕ϰϱϬ ϭ͕ϴϲϭ͕ϰϱϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϳϱ͕ϬϬϬ ŶͬĂ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ Total $1,708,163 $1,784,700 $1,862,500 4.4% $1,914,700 $1,967,600 $2,020,500 $2,073,400 ZĞǀĞŶƵĞ Ψϯϵϰ͕ϵϲϲ Ψϯϯϵ͕ϴϬϬ Ψϯϲϵ͕ϴϬϬ Ϭ͘Ϭй Ψϯϳϱ͕ϯϬϬ ΨϯϴϬ͕ϵϬϬ Ψϯϴϲ͕ϲϬϬ ΨϯϵϮ͕ϰϬϬ EĞƚŽƐƚ Ψϭ͕ϯϭϯ͕ϭϵϳ Ψϭ͕ϰϰϰ͕ϵϬϬ Ψϭ͕ϰϵϮ͕ϳϬϬ ϯ͘ϯй Ψϭ͕ϱϯϵ͕ϰϬϬ Ψϭ͕ϱϯϲ͕ϳϬϬ Ψϭ͕ϱϴϯ͕ϵϬϬ Ψϭ͕ϲϯϭ͕ϬϬϬ &d͘WŽƐ͘ Ϯ Ϯ Ϯ Ͳ Ϯ Ϯ Ϯ Ϯ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ^ĞŶŝŽƌĚǀŽĐĂƚĞ ϭ ϭϭϯ͕ϬϬϬ ϭϭϱ͕ϯϬϬ ĐĐĞƐƐŚĞƐƚĞƌĨŝĞůĚdƌĂŶƐƉŽƌƚĂƚŝŽŶ ϭ ϭ͕ϲϳϭ͕ϳϬϬ ϭ͕ϲϳϮ͕ϮϬϬ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϳϱ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x ^ĞŶŝŽƌĚǀŽĐĂƚĞƉƌŽǀŝĚĞƐŝŶĨŽƌŵĂƚŝŽŶĂŶĚƌĞĨĞƌƌĂůƐƚŽƌĞƐŝĚĞŶƚƐĂŶĚƚŚĞŝƌĨĂŵŝůŝĞƐ͕ŽĨĨĞƌƐĂƐƐŝƐƚĂŶĐĞƚŽĐĂƌĞŐŝǀĞƌƐ͕ ĂŶĚƉƌŽǀŝĚĞƐŐƵŝĚĂŶĐĞƚŽƉĂƌƚŶĞƌƐǁŚŽĂƐƐŝƐƚŝŶŵĞĞƚŝŶŐƚŚĞŶĞĞĚƐŽĨĂŶĂŐŝŶŐƉŽƉƵůĂƚŝŽŶ͘tŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨ ƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͕ƚŚĞ^ĞŶŝŽƌĚǀŽĐĂƚĞǁŝůůŐĂŝŶŽǀĞƌƐŝŐŚƚŽĨƚŚĞĐĐĞƐƐŚĞƐƚĞƌĨŝĞůĚdƌĂŶƐƉŽƌƚĂƚŝŽŶƉƌŽŐƌĂŵ͘dŚŝƐ ĐŽŶƐŽůŝĚĂƚŝŽŶǁŝůůĂůůŽǁƚŚĞ^ĞŶŝŽƌĚǀŽĐĂƚĞƚŽƚƌƵůǇďĞĐŽŵĞĂŽŶĞƐƚŽƉƐŚŽƉĨŽƌŝŶĨŽƌŵĂƚŝŽŶĂŶĚƌĞĨĞƌƌĂůƐĨŽƌŽůĚĞƌ ĂĚƵůƚƐĂŶĚƌĞƐŝĚĞŶƚƐǁŝƚŚĚŝƐĂďŝůŝƚŝĞƐ͘ x dŚĞ&zϮϬϭϴďƵĚŐĞƚĂĚĚƐΨϳϱ͕ϬϬϬƚŽĐŽǀĞƌƚŚĞŝŶĐƌĞĂƐĞĚĐŽƐƚŽĨƚŚĞĐĐĞƐƐdƌĂŶƐƉŽƌƚĂƚŝŽŶƉƌŽŐƌĂŵĂƚƚƌŝďƵƚĂďůĞƚŽ ŝŶĐƌĞĂƐĞĚƌŝĚĞƌƐŚŝƉĂŶĚĐŽŶƚƌĂĐƚƵĂůŝŶĐƌĞĂƐĞƐĨƌŽŵƚŚĞǀĞŶĚŽƌ͘dŚĂƚŶĞĞĚŝƐĂŶƚŝĐŝƉĂƚĞĚƚŽĐŽŶƚŝŶƵĞĨŽƌƚŚĞĚƵƌĂƚŝŽŶ ŽĨƚŚŝƐƉůĂŶǁŝƚŚĂŶĂĚĚŝƚŝŽŶĂůΨϱϬ͕ϬϬϬƉĞƌǇĞĂƌƉůĂŶŶĞĚĨŽƌĞĂĐŚǇĞĂƌĨƌŽŵ&zϮϬϭϵͲϮϬϮϮ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϯ FY2018 Budget Departmental Summaries

^ŚĞƌŝĨĨ͛ƐKĨĨŝĐĞ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϭϴ͕ϳϰϲ͕ϬϮϰ Ψϭϴ͕ϴϱϭ͕ϭϬϬ Ψϭϴ͕ϳϴϯ͕ϰϬϬ ͲϬ͘ϰй Ψϭϵ͕ϭϴϬ͕ϮϬϬ Ψϭϵ͕ϲϯϭ͕ϵϬϬ ΨϮϬ͕Ϭϵϵ͕ϲϬϬ ΨϮϬ͕ϱϴϱ͕ϮϬϬ KƉĞƌĂƚŝŶŐ ϭϮ͕ϵϱϳ͕Ϭϳϲ ϭϰ͕ϮϵϬ͕ϯϬϬ ϭϯ͕ϵϴϵ͕ϮϬϬ ͲϮ͘ϭй ϭϰ͕ϯϵϯ͕ϮϬϬ ϭϰ͕ϰϬϬ͕ϰϬϬ ϭϰ͕ϰϬϬ͕ϰϬϬ ϭϰ͕ϰϬϬ͕ϰϬϬ ĂƉŝƚĂů Ϯϱ͕ϴϬϭ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϰϬϰ͕ϬϬϬ ŶͬĂ ϭϭ͕ϮϬϬ ϰ͕ϬϬϬ ϰ͕ϬϬϬ ϰ͕ϬϬϬ Total $31,728,902 $33,141,400 $33,176,600 0.1% $33,584,600 $34,036,300 $34,504,000 $34,989,600 ZĞǀĞŶƵĞ Ψϲ͕ϵϲϲ͕ϱϬϮ Ψϲ͕ϯϰϯ͕ϰϬϬ Ψϲ͕ϱϮϴ͕ϰϬϬ Ϯ͘ϵй Ψϲ͕ϱϮϴ͕ϰϬϬ Ψϲ͕ϱϮϴ͕ϰϬϬ Ψϲ͕ϱϮϴ͕ϰϬϬ Ψϲ͕ϱϮϴ͕ϰϬϬ EĞƚŽƐƚ ΨϮϰ͕ϳϲϮ͕ϰϬϬ ΨϮϲ͕ϳϵϴ͕ϬϬϬ ΨϮϲ͕ϲϰϴ͕ϮϬϬ ͲϬ͘ϲй ΨϮϳ͕Ϭϱϲ͕ϮϬϬ ΨϮϳ͕ϱϬϳ͕ϵϬϬ ΨϮϳ͕ϵϳϱ͕ϲϬϬ ΨϮϴ͕ϰϲϭ͕ϮϬϬ &d͘WŽƐ͘ ϮϳϮ Ϯϳϯ Ϯϲϱ ;ϴͿ Ϯϲϱ Ϯϲϱ Ϯϲϱ Ϯϲϱ EŽƚĞƐ͗ dǁŽƉŽƐŝƚŝŽŶƐǁĞƌĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵ^ŚĞƌŝĨĨƚŽDĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐĚƵƌŝŶŐ&zϮϬϭϳ͘ ^ŝǆƉŽƐŝƚŝŽŶƐǁŝůůďĞƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵ^ŚĞƌŝĨĨ;ƚǁŽƚŽŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐ͕ƚŚƌĞĞƚŽ&ŝƌĞ͕ĂŶĚŽŶĞƚŽWŽůŝĐĞͿǁŝƚŚĂĚŽƉƚŝŽŶŽĨƚŚĞ &zϮϬϭϴďƵĚŐĞƚ͘

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ ϲ ϭ͕ϯϴϭ͕ϬϬϬ ϭ͕ϯϮϲ͕ϰϬϬ ǆĞĐƵƚŝǀĞ>ĞĂĚĞƌƐŚŝƉ ϱ ϲϰϮ͕ϵϬϬ ϲϲϭ͕ϯϬϬ ŽƵƌƚ^ĞƌǀŝĐĞƐ ϭϮϮ ϵ͕ϵϴϴ͕ϲϬϬ ϵ͕ϲϯϮ͕ϳϬϬ ŽƌƌĞĐƚŝŽŶĂů^ĞƌǀŝĐĞƐ ϵϮ ϳ͕ϰϬϰ͕ϴϬϬ ϳ͕Ϯϵϱ͕ϲϬϬ dƌĂŝŶŝŶŐ ϯϬ͘ϰ ϭ͕ϭϵϰ͕ϯϬϬ ϭ͕ϴϯϵ͕ϯϬϬ WƌŽĨĞƐƐŝŽŶĂů^ƚĂŶĚĂƌĚƐ ϳ͘ϰ ϰϮϲ͕ϰϬϬ ϱϰϴ͕ϱϬϬ EŽŶWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϯϵϯ͕ϳϬϬ Ͳ ŽŵŵƵŶŝƚǇZĞůĂƚŝŽŶƐ Ϯ͘Ϯ ϭϳϱ͕ϳϬϬ ϭϲϴ͕ϴϬϬ KĨĨƵƚǇ Ͳ Ͳ Ͳ ZŝǀĞƌƐŝĚĞZĞŐŝŽŶĂů:Ăŝů Ͳ ϭϭ͕ϱϯϰ͕ϬϬϬ ϭϭ͕ϯϬϬ͕ϬϬϬ &ŝǀĞzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϰϬϰ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x dŽŝŵƉƌŽǀĞƌĞĐƌƵŝƚŵĞŶƚĂŶĚƌĞƚĞŶƚŝŽŶ͕ΨϭϭϬ͕ϬϬϬŚĂƐďĞĞŶŝŶĐůƵĚĞĚ ŝŶ &zϮϬϭϴ ĨŽƌ ƐƚĂƌƚŝŶŐ ƉĂǇ ĂŶĚ ĐĂƌĞĞƌ ĚĞǀĞůŽƉŵĞŶƚĞŶŚĂŶĐĞŵĞŶƚƐ͘dŚĞƐĞĞŶŚĂŶĐĞŵĞŶƚƐǁŝůůďĞĨƵŶĚĞĚǁŝƚŚĂŶŽĨĨƐĞƚƚŝŶŐĂĚĚŝƚŝŽŶĂůƌĞǀĞŶƵĞ͘ x ƵĞƚŽĂƐŚĂƌƉŝŶĐƌĞĂƐĞŽĨŚĞƌŽŝŶĂďƵƐĞ͕Ψϳϱ͕ϬϬϬŚĂƐďĞĞŶŝŶĐůƵĚĞĚƚŽĨƵŶĚƚŚĞ,ĞƌŽŝŶĚĚŝĐƚŝŽŶZĞŚĂďŝůŝƚĂƚŝŽŶ WƌŽŐƌĂŵ;,ZWͿǁŚŝĐŚŶŽǁƉƌŽǀŝĚĞƐƉƌŽŐƌĂŵŝŶŐĨŽƌďŽƚŚŵĞŶĂŶĚǁŽŵĞŶ͘ x /Ŷ&zϮϬϭϳ͕ƚŚĞũĂŝůŶƵƌƐŝŶŐƐƚĂĨĨǁĂƐŵŽǀĞĚƚŽĐŽŶƚƌĂĐƚĞŵƉůŽǇŵĞŶƚĚƵĞƚŽŽŶŐŽŝŶŐƐƚĂĨĨŝŶŐŝƐƐƵĞƐʹƚŚŝƐĂůůŽǁĞĚ ĨŽƌĂƚŽƚĂůŽĨĞŝŐŚƚƉŽƐŝƚŝŽŶƐƚŽďĞƌĞĚŝƐƚƌŝďƵƚĞĚƚŽŽƚŚĞƌŽƵŶƚǇƉƵďůŝĐƐĂĨĞƚǇĚĞƉĂƌƚŵĞŶƚƐ͘/Ŷ&zϮϬϭϴ͕ΨϮϬϬ͕ϬϬϬ ǁŝůůďĞĂůůŽĐĂƚĞĚƚŽĞŶŚĂŶĐĞƚŚŝƐƉƌŽŐƌĂŵƚŽƉƌŽǀŝĚĞϮϰͲŚŽƵƌĐŽǀĞƌĂŐĞĨŽƌƚŚĞĨĂĐŝůŝƚǇ͘ x ĚĚŝƚŝŽŶĂů ĨƵŶĚƐ ǁŝůů ďĞ ŵĂĚĞ ĂǀĂŝůĂďůĞ ƚŽ ƵƉĚĂƚĞ ƚŚĞ ĞƉĂƌƚŵĞŶƚΖƐ ƚĞůĞƐƚĂĨĨ ƐĐŚĞĚƵůŝŶŐ ƐǇƐƚĞŵ͘ dŚŝƐ ĐŽƐƚ ŽĨ Ψϭϵ͕ϬϬϬǁŝůůďĞƌĞĐŽƵƉĞĚƚŚƌŽƵŐŚůŽǁĞƌƐǇƐƚĞŵŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐǁŝƚŚŝŶƚǁŽǇĞĂƌƐ͘ x /ŶƚŚĞ&zϮϬϭϴĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWůĂŶ͕ƚŚĞ^ŚĞƌŝĨĨΖƐKĨĨŝĐĞŚĂƐďĞĞŶĂůůŽĐĂƚĞĚĨƵŶĚŝŶŐĨŽƌŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞ ƉƌŽũĞĐƚƐ͕ŝŶĐůƵĚŝŶŐƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞũĂŝůĐŽŽůŝŶŐƚŽǁĞƌ͘ x /ŶƚŚĞ&zϮϬϭϴdĞĐŚŶŽůŽŐǇ/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͕ƚŚĞ^ŚĞƌŝĨĨΖƐKĨĨŝĐĞ ŚĂƐ ĨƵŶĚŝŶŐ ĨŽƌ ƚǁŽ ŶĞǁ ƚĞĐŚŶŽůŽŐǇ ŝŶŝƚŝĂƚŝǀĞƐ͗ĂĐŝǀŝůƉƌŽĐĞƐƐŵĂŶĂŐĞŵĞŶƚƐĞƌǀŝĐĞĂŶĚĂŶŝŶǀĞŶƚŽƌǇƐĞƌǀŝĐĞƉƌŽŐƌĂŵ.

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϰ FY2018 Budget Departmental Summaries

^ŽĐŝĂů^ĞƌǀŝĐĞƐ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϭϭ͕ϲϭϯ͕ϭϰϮ Ψϭϭ͕ϲϳϵ͕ϮϬϬ Ψϭϭ͕ϱϭϵ͕ϮϬϬ Ͳϭ͘ϰй Ψϭϭ͕ϳϲϯ͕ϯϬϬ ΨϭϮ͕Ϭϱϲ͕ϱϬϬ ΨϭϮ͕ϯϲϭ͕ϮϬϬ ΨϭϮ͕ϲϳϳ͕ϱϬϬ KƉĞƌĂƚŝŶŐ ϲ͕ϭϵϴ͕ϴϬϮ ϲ͕ϰϬϵ͕ϬϬϬ ϲ͕ϯϳϯ͕ϴϬϬ ͲϬ͘ϱй ϲ͕ϳϭϬ͕ϯϬϬ ϲ͕ϳϭϬ͕ϯϬϬ ϲ͕ϳϭϬ͕ϯϬϬ ϲ͕ϳϭϬ͕ϯϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϯϯϲ͕ϱϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $17,811,944 $18,088,200 $18,229,500 0.8% $18,473,600 $18,766,800 $19,071,500 $19,387,800 ZĞǀĞŶƵĞ Ψϭϯ͕Ϯϰϭ͕ϭϭϬ ΨϭϮ͕ϲϳϵ͕ϭϬϬ ΨϭϮ͕ϳϲϵ͕ϭϬϬ Ϭ͘ϳй ΨϭϮ͕ϵϰϬ͕ϵϬϬ Ψϭϯ͕ϭϰϲ͕ϰϬϬ Ψϭϯ͕ϯϲϬ͕ϬϬϬ Ψϭϯ͕ϱϴϭ͕ϴϬϬ EĞƚŽƐƚ ϰ͕ϱϳϬ͕ϴϯϰ Ψϱ͕ϰϬϵ͕ϭϬϬ Ψϱ͕ϰϲϬ͕ϰϬϬ Ϭ͘Ϭй Ψϱ͕ϱϯϮ͕ϳϬϬ Ψϱ͕ϲϮϬ͕ϰϬϬ Ψϱ͕ϳϭϭ͕ϱϬϬ Ψϱ͕ϴϬϲ͕ϬϬϬ &d͘WŽƐ͘ ϭϴϲ ϭϴϲ ϭϴϲ Ͳ ϭϴϲ ϭϴϲ ϭϴϲ ϭϴϲ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ŚŝůĚtĞůĨĂƌĞ ϰϰ͘ϲϱ ϲ͕ϭϵϴ͕ϴϬϬ ϲ͕ϯϬϭ͕ϬϬϬ ŚŝůĚĐĂƌĞƐƐŝƐƚĂŶĐĞ ϰ͘ϱϱ Ϯϲϰ͕ϱϬϬ Ϯϵϰ͕ϯϬϬ sŝƌŐŝŶŝĂ/ŶŝƚŝĂƚŝǀĞĨŽƌŵƉůŽǇŵĞŶƚEŽƚtĞůĨĂƌĞ ϭϬ͘ϭ ϭ͕ϭϯϯ͕ϭϬϬ ϭ͕ϭϮϵ͕ϬϬϬ ĚƵůƚ^ĞƌǀŝĐĞƐ ϳ͘ϭ ϲϬϱ͕ϴϬϬ ϱϭϳ͕ϰϬϬ ƐƐĞƐƐŵĞŶƚ^ĞƌǀŝĐĞƐ ϳ͘Ϭϰ ϳϮϭ͕ϬϬϬ ϱϵϵ͕ϴϬϬ WƵďůŝĐƐƐŝƐƚĂŶĐĞ ϳϯ͘ϭϱ ϱ͕Ϭϱϯ͕ϯϬϬ ϱ͕Ϭϱϱ͕ϴϬϬ ,ŽƵƐŝŶŐŚŽŝĐĞsŽƵĐŚĞƌ ϰ͘ϰϭ ϮϴϬ͕ϭϬϬ Ϯϳϲ͕ϲϬϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞƐ ϯϱ ϯ͕ϲϬϵ͕ϯϬϬ ϯ͕ϰϵϳ͕ϳϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϮϮϮ͕ϯϬϬ ϮϮϭ͕ϰϬϬ &ŝǀĞzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϯϯϲ͕ϱϬϬ

FY2018 Budget Highlights and Future Outlook x /Ŷ&zϮϬϭϴ͕ƚŚĞĞƉĂƌƚŵĞŶƚǁŝůůŝŵƉůĞŵĞŶƚƐƉĞĐŝĂůƐĂůĂƌǇĂĚũƵƐƚŵĞŶƚƐ;ΨϮϵϰ͕ϱϬϬͿĂŶĚĂĐĂƌĞĞƌĚĞǀĞůŽƉŵĞŶƚƉůĂŶ ;ΨϰϮ͕ϬϬϬͿĨŽƌĞůŝŐŝďŝůŝƚǇǁŽƌŬĞƌƐĂŶĚĐŚŝůĚǁĞůĨĂƌĞǁŽƌŬĞƌƉŽƐŝƚŝŽŶƐĂĚĚƌĞƐƐĞƐƚƵƌŶŽǀĞƌƚŚĂƚŝƐĂĚǀĞƌƐĞůǇĂĨĨĞĐƚŝŶŐ ĐĂƐĞůŽĂĚƐ͕ƉƌŽĚƵĐƚŝǀŝƚǇ͕ĂŶĚŝŶŚŝďŝƚŝŶŐƚŚĞĂďŝůŝƚǇƚŽŵĞĞƚĨĞĚĞƌĂůůǇŵĂŶĚĂƚĞĚĐĂƐĞƌĞǀŝĞǁƚŝŵĞůŝŶĞƐ͘dŚŝƐŝƐŽĨĨƐĞƚ ǁŝƚŚΨϮϮϲ͕ϴϬϬŝŶƐƚĂƚĞ͕ĨĞĚĞƌĂů͕ĂŶĚŽƚŚĞƌĨƵŶĚŝŶŐƐŽƵƌĐĞƐĨŽƌĂŶĞƚůŽĐĂůĐŽƐƚŽĨΨϭϬϵ͕ϳϬϬŝŶ&zϮϬϭϴ͘ x /ŶĐůƵƐŝŽŶŽĨĂƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͕ŽĨĨƐĞƚďǇŝŶĐƌĞĂƐŝŶŐƚŚĞƚƵƌŶŽǀĞƌƌĂƚĞƐĂůĂƌǇůĂƉƐĞ ƚŽĞŝŐŚƚƉĞƌĐĞŶƚ͕ƌĞƐƵůƚĞĚŝŶĂŶĞǆƉĞŶĚŝƚƵƌĞƌĞĚƵĐƚŝŽŶŽĨΨϭϵϱ͕ϮϬϬ͘dŚŝƐĐŚĂŶŐĞƌĞƐƵůƚƐŝŶĂΨϭϯϲ͕ϴϬϬƌĞĚƵĐƚŝŽŶŝŶ ƐƚĂƚĞĂŶĚĨĞĚĞƌĂůƌĞǀĞŶƵĞƐĂŶĚĂΨϱϴ͕ϰϬϬƐĂǀŝŶŐƐŝŶƚŚĞůŽĐĂůĐŽƐƚŝŶ&zϮϬϭϴ͘dŚĞ&zϮϬϭϵƚŚƌŽƵŐŚ&zϮϬϮϮƉůĂŶŶĞĚ ďƵĚŐĞƚǇĞĂƌƐĂůƐŽŝŶĐůƵĚĞĂŶĂŶŶƵĂůƚǁŽƉĞƌĐĞŶƚŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐ͕ǁŚŝĐŚĂƌĞŽĨĨƐĞƚďǇĂϳϬ ƉĞƌĐĞŶƚĐŽǀĞƌĂŐĞƌĂƚŝŽŽĨƐƚĂƚĞĂŶĚĨĞĚĞƌĂůĨƵŶĚŝŶŐ͕ůĞĂǀŝŶŐϯϬƉĞƌĐĞŶƚƚŽďĞĂďƐŽƌďĞĚďǇƚŚĞůŽĐĂůĐŽŶƚƌŝďƵƚŝŽŶ͘ x dŚĞ/Wͬd/WƌĞĐŽŵŵĞŶĚƐΨϭϱϬ͕ϬϬϬŝŶ&zϮϬϭϴƚŽĨƵŶĚƉŚĂƐĞƚŚƌĞĞŽĨƚŚĞƌĞĐŽƌĚƐĂƵƚŽŵĂƚŝŽŶƉƌŽũĞĐƚƚŽĞŶĂďůĞŽŶĞ ƉŽŝŶƚŽĨĚĂƚĂĞŶƚƌǇƚŚĂƚŝŶƚĞƌĨĂĐĞƐǁŝƚŚĂůůƌĞůĂƚĞĚƉƌŽŐƌĂŵƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϱ FY2018 Budget Departmental Summaries dƌĂŝŶŝŶŐͬ>ĞĂƌŶŝŶŐĂŶĚWĞƌĨŽƌŵĂŶĐĞĞŶƚĞƌ

Financial Summary

FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϵϱϯ͕Ϭϴϲ Ψϵϯϰ͕ϮϬϬ Ψϭ͕Ϭϱϵ͕ϵϬϬ ϭϯ͘ϱй Ψϭ͕Ϭϳϲ͕ϳϬϬ Ψϭ͕Ϭϵϳ͕ϯϬϬ Ψϭ͕ϭϭϴ͕ϵϬϬ Ψϭ͕ϭϰϭ͕ϮϬϬ KƉĞƌĂƚŝŶŐ ϭϰϴ͕ϴϴϱ ϮϱϬ͕ϯϬϬ ϮϬϯ͕ϯϬϬ Ͳϱϴ͘ϴй Ϯϱϯ͕ϯϬϬ Ϯϱϯ͕ϯϬϬ Ϯϱϯ͕ϯϬϬ Ϯϱϯ͕ϯϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϱϬ͕ϬϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $1,101,971 $1,184,500 $1,313,200 10.9% $1,330,000 $1,350,600 $1,372,200 $1,394,500 ZĞǀĞŶƵĞ ΨϯϮϭ͕ϴϱϬ ΨϯϬϮ͕ϲϬϬ Ψϯϭϳ͕ϲϬϬ ϱ͘Ϭй Ψϯϭϳ͕ϲϬϬ Ψϯϭϳ͕ϲϬϬ Ψϯϭϳ͕ϲϬϬ Ψϯϭϳ͕ϲϬϬ EĞƚŽƐƚ ΨϳϴϬ͕ϭϮϭ Ψϴϴϭ͕ϵϬϬ Ψϵϵϱ͕ϲϬϬ ϭϮ͘ϵй Ψϭ͕ϬϭϮ͕ϰϬϬ Ψϭ͕Ϭϯϯ͕ϬϬϬ Ψϭ͕Ϭϱϰ͕ϲϬϬ Ψϭ͕Ϭϳϲ͕ϵϬϬ &d͘WŽƐ͘ ϵ ϵ ϵ Ͳ ϵ ϵ ϵ ϵ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed >ĞĂƌŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ Ϯ͘ϳϱ ϱϭϱ͕ϰϬϬ ϱϱϯ͕ϬϬϬ WĞƌĨŽƌŵĂŶĐĞŽŶƐƵůƚŝŶŐ ϯ͘ϬϬ Ϯϵϵ͕ϱϬϬ ϯϰϰ͕ϱϬϬ DĞĂƐƵƌĞŵĞŶƚĂŶĚǀĂůƵĂƚŝŽŶ ϭ͘ϱϬ ϭϵϲ͕ϴϬϬ ϭϴϳ͕ϳϱϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞƐ ϭ͘ϳϱ ϭϴϯ͕ϯϬϬ ϭϴϲ͕ϰϱϬ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϱϬ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x dŚĞƉĞƌƐŽŶŶĞůŝŶĐƌĞĂƐĞŝŶ&zϮϬϭϴŝŶĐůƵĚĞƐƚŚĞĂŶŶƵĂůŵĞƌŝƚŝŶĐƌĞĂƐĞĂŶĚďĞŶĞĨŝƚĐŚĂŶŐĞƐĂƐǁĞůůĂƐĨƵŶĚŝŶŐĨŽƌƚǁŽ ƉĂƌƚͲƚŝŵĞĞŵƉůŽǇĞĞƐƚŽĂƐƐŝƐƚǁŝƚŚŝŶĐƌĞĂƐŝŶŐǁŽƌŬůŽĂĚƐǁŝƚŚŝŶdŚĞ>ĞĂƌŶŝŶŐĂŶĚWĞƌĨŽƌŵĂŶĐĞĞŶƚĞƌ͘ x dŚĞ ŽƉĞƌĂƚŝŽŶĂů ďƵĚŐĞƚ ĚĞĐƌĞĂƐĞ ŝŶ &zϮϬϭϴ ŝƐ Ă ƌĞƐƵůƚ ŽĨ ƚŚĞ ŝŶƚĞƌŶĂů ƌĞĂůůŽĐĂƚŝŽŶ ŽĨ ĨƵŶĚŝŶŐ ƚŽ ƚŚĞ &zϮϬϭϴ ƉĞƌƐŽŶŶĞůďƵĚŐĞƚ͘ x dŚĞ>ĞĂƌŶŝŶŐĂŶĚWĞƌĨŽƌŵĂŶĐĞĞŶƚĞƌǁŝůůďĞƌĞĐĞŝǀŝŶŐΨϱϬ͕ϬϬϬŝŶ&zϮϬϭϴƵŶĚĞƌ&ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ͘dŚŝƐ ΨϱϬ͕ϬϬϬǁŝůůďĞƵƐĞĚƚŽĂƐƐŝƐƚŝŶƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞĐƵƌƌĞŶƚ>ĞĂƌŶŝŶŐDĂŶĂŐĞŵĞŶƚ^ǇƐƚĞŵ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϲ FY2018 Budget Departmental Summaries dƌĂŶƐƉŽƌƚĂƚŝŽŶ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϭ͕Ϯϱϭ͕Ϯϲϭ Ψϭ͕Ϯϴϵ͕ϱϬϬ Ψϭ͕Ϯϴϱ͕ϭϬϬ ͲϬ͘ϯй Ψϭ͕ϯϬϳ͕ϱϬϬ Ψϭ͕ϯϯϲ͕ϭϬϬ Ψϭ͕ϯϲϱ͕ϯϬϬ Ψϭ͕ϯϵϱ͕ϰϬϬ KƉĞƌĂƚŝŶŐ ϰϱ͕ϰϭϲ ϳϲ͕ϰϬϬ ϴϮ͕ϮϬϬ ϳ͘ϲй ϭϯϮ͕ϮϬϬ ϭϯϮ͕ϮϬϬ ϭϯϮ͕ϮϬϬ ϭϯϮ͕ϮϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ ϱϬ͕ϬϬϬ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $1,296,677 $1,365,900 $1,417,300 3.8% $1,439,700 $1,468,300 $1,497,500 $1,527,600 ZĞǀĞŶƵĞ ΨϬ ΨϬ ΨϬ ŶͬĂ ΨϬ ΨϬ ΨϬ ΨϬ EĞƚŽƐƚ Ψϭ͕Ϯϵϲ͕ϲϳϳ Ψϭ͕ϯϲϱ͕ϵϬϬ Ψϭ͕ϰϭϳ͕ϯϬϬ ϯ͘ϴй Ψϭ͕ϰϯϵ͕ϳϬϬ Ψϭ͕ϰϲϴ͕ϯϬϬ Ψϭ͕ϰϵϳ͕ϱϬϬ Ψϭ͕ϱϮϳ͕ϲϬϬ &d͘WŽƐ͘ ϭϬ ϭϬ ϭϬ Ͳ ϭϬ ϭϬ ϭϬ ϭϬ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ĚŵŝŶŝƐƚƌĂƚŝŽŶ ϱ͘ϱ ϯϮϬ͕ϲϬϬ ϯϮϵ͕ϳϬϬ ĞǀĞůŽƉŵĞŶƚZĞǀŝĞǁ ϭ ϭϰϬ͕ϴϬϬ ϭϵϰ͕ϬϬϬ WƌŽũĞĐƚDĂŶĂŐĞŵĞŶƚ ϭ ϳϱϳ͕ϲϬϬ ϳϱϯ͕ϲϬϬ >ŽŶŐZĂŶŐĞWůĂŶŶŝŶŐ Ϯ͘ϱ ϭϯϲ͕ϴϬϬ ϭϰϬ͕ϬϬϬ EŽŶͲWƌŽŐƌĂŵŵĂƚŝĐ Ͳ ϭϬ͕ϭϬϬ Ͳ &ŝǀĞͲzĞĂƌWůĂŶŶŚĂŶĐĞŵĞŶƚƐ Ͳ Ͳ ϱϬ͕ϬϬϬ

FY2018 Budget Highlights and Future Outlook x dŚĞ &zϮϬϭϴ ŽƉĞƌĂƚŝŶŐ ďƵĚŐĞƚ ŝŶĐůƵĚĞƐ Ψϱ͕ϳϬϬ ĨŽƌ ZŝĚĞ &ŝŶĚĞƌƐ͘ dŚĞĞƉĂƌƚŵĞŶƚĐŽŶƚŝŶƵĞƐƚŽƐĞĞŬǁĂǇƐƚŽ ŵĂǆŝŵŝǌĞ ĨƵŶĚŝŶŐ ĨŽƌ ZŝĚĞ &ŝŶĚĞƌƐ ĂŶĚ ŝŶĐƌĞĂƐĞ ĞĨĨŝĐŝĞŶĐǇ ŽĨ ƚŚĞ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ŶĞƚǁŽƌŬ͘ dƌĂĚŝƚŝŽŶĂůůǇ͕ ƚŚŝƐ ĨƵŶĚŝŶŐ ŚĂƐ ďĞĞŶ ĐĞŶƚƌĂůůǇ ďƵĚŐĞƚĞĚ͖ ŚŽǁĞǀĞƌ͕ ǁŝƚŚ ĂĚŽƉƚŝŽŶ ŽĨ ƚŚĞ &zϮϬϭϴ ďƵĚŐĞƚ͕ ƚŚĞ dƌĂŶƐƉŽƌƚĂƚŝŽŶ ĞƉĂƌƚŵĞŶƚǁŝůůĂƐƐƵŵĞƉƌŽŐƌĂŵƌĞƐƉŽŶƐŝďŝůŝƚǇ͘ x /Ŷ&zϮϬϭϳ͕ƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐƌĞǀŝƐĞĚƚŚĞĐĂƐŚƉƌŽĨĨĞƌƉŽůŝĐǇ͕ĨŽĐƵƐŝŶŐƐŽůĞůǇŽŶƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͘dŚĞƉŽůŝĐǇ ĐŚĂŶŐĞƐĚŝƌĞĐƚůǇĐŽƌƌĞůĂƚĞƚŽĂŶŝŶĐƌĞĂƐĞŝŶǌŽŶŝŶŐĐĂƐĞĂĐƚŝǀŝƚǇ͘/ŶƌĞƐƉŽŶƐĞƚŽƉƌŽĐĞƐƐŝŶŐĂŐƌĞĂƚĞƌŶƵŵďĞƌŽĨ ǌŽŶŝŶŐĐĂƐĞƐ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƐĨƵŶĚŝŶŐĨŽƌĂƉĂƌƚͲƚŝŵĞƉŽƐŝƚŝŽŶƚŽĂƐƐŝƐƚǁŝƚŚǌŽŶŝŶŐĐĂƐĞƌĞǀŝĞǁ͘dŚĞ ĞƉĂƌƚŵĞŶƚĂŶƚŝĐŝƉĂƚĞƐƚŚŝƐĂĚĚŝƚŝŽŶĂůĂƐƐŝƐƚĂŶĐĞƚŽďĞƚĞŵƉŽƌĂƌǇǁŚŝůĞƚŚĞŽĂƌĚƌĞǀŝĞǁƐŶĞǁĂŶĚĂŵĞŶĚĞĚ ĐĂƐĞƐƵŶĚĞƌƚŚĞŶĞǁĐĂƐŚƉƌŽĨĨĞƌƉŽůŝĐǇ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϳ FY2018 Budget Departmental Summaries dƌĞĂƐƵƌĞƌ

Financial Summary FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϮ͕ϲϰϵ͕ϭϴϴ ΨϮ͕ϳϲϭ͕ϮϬϬ ΨϮ͕ϲϱϮ͕ϲϬϬ Ͳϯ͘ϵй ΨϮ͕ϳϮϭ͕ϰϬϬ ΨϮ͕ϳϵϬ͕ϵϬϬ ΨϮ͕ϴϲϮ͕ϴϬϬ ΨϮ͕ϵϯϳ͕ϱϬϬ KƉĞƌĂƚŝŶŐ ϵϰϴ͕ϲϯϬ ϭ͕ϬϱϬ͕ϱϬϬ ϭ͕Ϭϲϭ͕ϰϬϬ ϭ͘Ϭй ϭ͕Ϭϲϭ͕ϰϬϬ ϭ͕Ϭϲϭ͕ϰϬϬ ϭ͕Ϭϲϭ͕ϰϬϬ ϭ͕Ϭϲϭ͕ϰϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $3,597,818 $3,811,700 $3,714,000 -2.6% $3,782,800 $3,852,300 $3,924,200 $3,998,900 ZĞǀĞŶƵĞ ΨϮ͕ϯϵϲ͕ϴϱϭ ΨϮ͕Ϯϱϵ͕ϵϬϬ ΨϮ͕Ϯϯϯ͕ϭϬϬ Ͳϭ͘Ϯй ΨϮ͕Ϯϯϯ͕ϭϬϬ ΨϮ͕Ϯϯϯ͕ϭϬϬ ΨϮ͕Ϯϯϯ͕ϭϬϬ ΨϮ͕Ϯϯϯ͕ϭϬϬ EĞƚŽƐƚ Ψϭ͕ϮϬϬ͕ϵϲϳ Ψϭ͕ϱϱϭ͕ϴϬϬ Ψϭ͕ϰϴϬ͕ϵϬϬ Ͳϰ͘ϲй Ψϭ͕ϱϰϵ͕ϳϬϬ Ψϭ͕ϲϭϵ͕ϮϬϬ Ψϭ͕ϲϵϭ͕ϭϬϬ Ψϭ͕ϳϲϱ͕ϴϬϬ &d͘WŽƐ͘ ϰϰ ϰϰ ϰϰ Ͳ ϰϰ ϰϰ ϰϰ ϰϰ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed ŝůůŝŶŐĂŶĚŽůůĞĐƚŝŽŶƐ ϯϰ͘ϴϰ ΨϮ͕ϵϭϯ͕ϬϬϬ ΨϮ͕ϵϭϴ͕ϰϬϬ ĐĐŽƵŶƚŝŶŐĂŶĚ/ŶǀĞƐƚŵĞŶƚƐ ϴ͘ϯϭ Ψϲϰϵ͕ϭϬϬ ΨϲϮϭ͕ϱϬϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞƐ Ϭ͘ϴϱ ΨϭϳϬ͕ϴϬϬ Ψϭϳϰ͕ϭϬϬ EŽŶWƌŽŐƌĂŵŵĂƚŝĐ Ͳ Ψϳϴ͕ϴϬϬ Ͳ

FY2018 Budget Highlights and Future Outlook x WĞƌƐŽŶŶĞůĞĨĨĞĐƚŝǀĞůǇƌĞŵĂŝŶĞĚĨůĂƚĨŽƌƚŚĞĞƉĂƌƚŵĞŶƚ͖ƚŚĞƌĞĚƵĐƚŝŽŶƐŚŽǁŶŝŶƚŚĞƐƵŵŵĂƌǇŝƐƚŚĞƌĞƐƵůƚŽĨŵŽǀŝŶŐ ƌĞƚŝƌĞĞŚĞĂůƚŚĐĂƌĞƚŽĂĐĞŶƚƌĂůůǇďƵĚŐĞƚĞĚůŽĐĂƚŝŽŶĂŶĚƚŚĞƌĞŵŽǀĂůŽĨĂƐƵƉƉůĞŵĞŶƚƚŽƚŚĞsŝƌŐŝŶŝĂŽŵƉĞŶƐĂƚŝŽŶ ŽĂƌĚĨƵŶĚŝŶŐ͘ x dŚĞŶĞǁƚĂǆĂƚŝŽŶŵĂŶĂŐĞŵĞŶƚƐǇƐƚĞŵǁĂƐƐƵĐĐĞƐƐĨƵůůǇŝŵƉůĞŵĞŶƚĞĚĨŽƌďŽƚŚƚŚĞdƌĞĂƐƵƌĞƌĂŶĚƚŚĞŽŵŵŝƐƐŝŽŶĞƌ ŽĨZĞǀĞŶƵĞŝŶ&zϮϬϭϳ͘ x dŚĞdƌĞĂƐƵƌĞƌΖƐŽĨĨŝĐĞǁĂƐƌĞŵŽĚĞůĞĚŝŶ&zϮϬϭϳ͕ĂŶĚĂĚƌŽƉďŽǆǁĂƐĐƌĞĂƚĞĚŝŶƚŚĞƉĂƌŬŝŶŐůŽƚĨŽƌƚŚĞĐŽŶǀĞŶŝĞŶĐĞ ŽĨĐŝƚŝǌĞŶƐĚƌŽƉƉŝŶŐŽĨĨƉĂǇŵĞŶƚƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϴ FY2018 Budget Departmental Summaries hƚŝůŝƚŝĞƐ

Financial Summary Enterprise FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϭϵ͕ϳϯϳ͕ϳϬϯ ΨϮϭ͕ϳϭϴ͕ϯϬϬ ΨϮϮ͕Ϯϯϭ͕ϳϬϬ Ϯ͘ϰй ΨϮϮ͕ϳϵϯ͕ϳϬϬ ΨϮϯ͕ϰϳϳ͕ϱϬϬ ΨϮϰ͕ϭϴϭ͕ϴϬϬ ΨϮϰ͕ϵϬϳ͕ϮϬϬ KƉĞƌĂƚŝŶŐ ϵϭ͕ϭϵϯ͕ϱϱϲ ϰϰ͕ϲϬϱ͕ϵϬϬ ϰϰ͕ϵϰϵ͕ϭϬϬ Ϭ͘ϴй ϰϲ͕ϭϯϵ͕ϱϬϬ ϰϴ͕ϬϮϱ͕ϲϬϬ ϱϮ͕Ϭϰϰ͕ϰϬϬ ϱϱ͕Ϯϰϯ͕ϵϬϬ ĂƉŝƚĂů ϰϭϳ͕ϯϭϴ ϭ͕ϯϳϰ͕ϬϬϬ ϭ͕ϲϲϯ͕ϴϬϬ Ϯϭ͘ϭй ϭ͕Ϭϭϳ͕ϴϬϬ ϭ͕ϬϮϴ͕ϭϬϬ ϭ͕Ϭϯϴ͕ϵϬϬ ϭ͕ϬϱϬ͕ϯϬϬ /WʹtĂƚĞƌ ϳ͕ϭϰϱ͕Ϭϳϳ Ϯϵ͕ϱϳϭ͕ϱϬϬ ϲϵ͕ϬϯϮ͕ϭϬϬ ϭϯϯ͘ϰй Ϯϰ͕ϬϵϬ͕ϯϬϬ Ϯϲ͕ϮϭϮ͕ϳϬϬ Ϯϰ͕ϵϭϮ͕ϳϬϬ ϯϰ͕ϲϮϮ͕ϵϬϬ /WͲ tĂƐƚĞǁĂƚĞƌ ϱ͕ϳϮϴ͕ϳϰϬ ϯϲ͕ϴϮϭ͕ϴϬϬ ϯϳ͕ϲϲϲ͕ϴϬϬ Ϯ͘ϯй Ϯϲ͕ϲϲϰ͕ϬϬϬ ϱϵ͕ϲϭϭ͕ϬϬϬ Ϯϳ͕ϯϮϵ͕ϬϬϬ ϯϴ͕ϲϱϵ͕ϬϬϬ Total $124,222,393 $134,091,500 $175,543,500 30.9% $120,705,300 $158,354,900 $129,506,800 $154,483,300 ZĞǀĞŶƵĞ Ψϭϱϵ͕ϵϲϴ͕ϴϵϳ Ψϭϭϭ͕ϳϳϱ͕ϬϬϬ Ψϭϭϳ͕ϲϯϵ͕ϮϬϬ ϱ͘Ϯй ΨϭϮϯ͕Ϯϭϴ͕ϱϬϬ ΨϭϮϵ͕ϯϰϬ͕ϯϬϬ Ψϭϯϱ͕ϯϱϵ͕ϬϬϬ Ψϭϰϭ͕ϵϵϬ͕ϰϬϬ EĞƚŽƐƚ ϯϱ͕ϳϰϲ͕ϱϬϰ ;ϮϮ͕ϯϭϲ͕ϱϬϬͿ ;ϱϳ͕ϵϬϰ͕ϯϬϬͿ ϭϱϵ͘ϱй Ϯ͕ϱϭϯ͕ϮϬϬ ;Ϯϵ͕Ϭϭϰ͕ϲϬϬͿ ϱ͕ϴϱϮ͕ϮϬϬ ;ϭϮ͕ϰϵϮ͕ϵϬϬͿ &d͘WŽƐ͘ Ϯϵϰ Ϯϵϲ Ϯϵϳ ϭ Ϯϵϳ Ϯϵϳ Ϯϵϳ Ϯϵϳ EŽƚĞ͗ KŶĞƉŽƐŝƚŝŽŶǁŝůůďĞĐƌĞĂƚĞĚǁŝƚŚĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͘

Water FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2010 FY2021 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϭϬ͕ϲϵϭ͕ϮϮϮ Ψϭϭ͕ϳϮϵ͕ϭϬϬ ΨϭϮ͕ϬϮϴ͕ϲϬϬ Ϯ͘ϲй ΨϭϮ͕ϯϯϱ͕ϱϬϬ ΨϭϮ͕ϳϬϱ͕ϲϬϬ Ψϭϯ͕Ϭϴϲ͕ϳϬϬ Ψϭϯ͕ϰϳϵ͕ϯϬϬ KƉĞƌĂƚŝŶŐ ϰϲ͕ϰϰϵ͕ϱϵϵ Ϯϱ͕ϲϴϰ͕ϳϬϬ Ϯϱ͕ϯϴϱ͕ϴϬϬ Ͳϭ͘Ϯй Ϯϱ͕ϵϴϭ͕ϬϬϬ Ϯϲ͕ϵϭϲ͕ϭϬϬ Ϯϵ͕ϵϭϵ͕ϮϬϬ ϯϬ͕ϵϰϬ͕ϭϬϬ ĂƉŝƚĂů ϮϮϳ͕ϰϵϭ ϲϱϬ͕ϬϬϬ ϳϴϴ͕ϰϬϬ Ϯϭ͘ϯй ϰϴϲ͕ϭϬϬ ϰϴϲ͕ϭϬϬ ϰϴϲ͕ϭϬϬ ϰϴϲ͕ϭϬϬ /WʹtĂƚĞƌ ϳ͕ϭϰϱ͕Ϭϳϳ Ϯϵ͕ϱϳϭ͕ϱϬϬ ϲϵ͕ϬϯϮ͕ϭϬϬ ϭϯϯ͘ϰй Ϯϰ͕ϬϵϬ͕ϯϬϬ Ϯϲ͕ϮϭϮ͕ϳϬϬ Ϯϰ͕ϵϭϮ͕ϳϬϬ ϯϰ͕ϲϮϮ͕ϵϬϬ /WͲ tĂƐƚĞǁĂƚĞƌ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total ϲϰ͕ϱϭϯ͕ϯϵϬ ϲϳ͕ϲϯϱ͕ϯϬϬ ϭϬϳ͕Ϯϯϰ͕ϵϬϬ ϱϴ͘ϱй ϲϮ͕ϴϵϮ͕ϵϬϬ ϲϲ͕ϯϮϬ͕ϱϬϬ ϲϴ͕ϰϬϰ͕ϳϬϬ ϳϵ͕ϱϮϴ͕ϰϬϬ ZĞǀĞŶƵĞ ϳϴ͕ϵϱϲ͕ϯϴϱ ϱϳ͕ϬϭϮ͕ϮϬϬ ϲϬ͕ϬϮϯ͕ϭϬϬ ϱ͘ϯй ϲϮ͕ϵϲϮ͕ϱϬϬ ϲϲ͕Ϭϯϯ͕ϯϬϬ ϲϵ͕ϯϯϳ͕ϭϬϬ ϳϮ͕ϴϱϰ͕ϳϬϬ EĞƚŽƐƚ ϭϰ͕ϰϰϮ͕ϵϵϲ ;ϭϬ͕ϲϮϯ͕ϭϬϬͿ ;ϰϳ͕Ϯϭϭ͕ϴϬϬͿ ϯϰϰ͘ϰй ϲϵ͕ϲϬϬ ;Ϯϴϳ͕ϮϬϬͿ ϵϯϮ͕ϰϬϬ ;ϲ͕ϲϳϯ͕ϳϬϬͿ

Wastewater FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2010 FY2021 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϵ͕Ϭϰϲ͕ϰϴϬ Ψϵ͕ϵϴϵ͕ϮϬϬ ΨϭϬ͕ϮϬϯ͕ϭϬϬ Ϯ͘ϭй ΨϭϬ͕ϰϱϴ͕ϮϬϬ ΨϭϬ͕ϳϳϭ͕ϵϬϬ Ψϭϭ͕Ϭϵϱ͕ϭϬϬ Ψϭϭ͕ϰϮϳ͕ϵϬϬ KƉĞƌĂƚŝŶŐ ϰϰ͕ϳϰϯ͕ϵϱϳ ϭϴ͕ϵϮϭ͕ϮϬϬ ϭϵ͕ϱϲϯ͕ϯϬϬ ϯ͘ϰй ϮϬ͕ϭϱϴ͕ϱϬϬ Ϯϭ͕ϭϬϵ͕ϱϬϬ ϮϮ͕ϭϮϱ͕ϮϬϬ Ϯϰ͕ϯϬϯ͕ϴϬϬ ĂƉŝƚĂů ϭϴϵ͕ϴϮϲ ϳϮϰ͕ϬϬϬ ϴϳϱ͕ϰϬϬ ϮϬ͘ϵй ϱϯϭ͕ϳϬϬ ϱϰϮ͕ϬϬϬ ϱϱϮ͕ϴϬϬ ϱϲϰ͕ϮϬϬ /WʹtĂƚĞƌ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ /WͲ tĂƐƚĞǁĂƚĞƌ ϱ͕ϳϮϴ͕ϳϰϬ ϯϲ͕ϴϮϭ͕ϴϬϬ ϯϳ͕ϲϲϲ͕ϴϬϬ Ϯ͘ϯй Ϯϲ͕ϲϲϰ͕ϬϬϬ ϱϵ͕ϲϭϭ͕ϬϬϬ Ϯϳ͕ϯϮϵ͕ϬϬϬ ϯϴ͕ϲϱϵ͕ϬϬϬ Total ϱϵ͕ϳϬϵ͕ϬϬϯ ϲϲ͕ϰϱϲ͕ϮϬϬ ϲϴ͕ϯϬϴ͕ϲϬϬ Ϯ͘ϴй ϱϳ͕ϴϭϮ͕ϰϬϬ ϵϮ͕Ϭϯϰ͕ϰϬϬ ϲϭ͕ϭϬϮ͕ϭϬϬ ϳϰ͕ϵϱϰ͕ϵϬϬ ZĞǀĞŶƵĞ ϴϭ͕ϬϭϮ͕ϱϭϮ ϱϰ͕ϳϲϮ͕ϴϬϬ ϱϳ͕ϲϭϲ͕ϭϬϬ ϱ͘Ϯй ϲϬ͕Ϯϱϲ͕ϬϬϬ ϲϯ͕ϯϬϳ͕ϬϬϬ ϲϲ͕ϬϮϭ͕ϵϬϬ ϲϵ͕ϭϯϱ͕ϳϬϬ EĞƚŽƐƚ Ϯϭ͕ϯϬϯ͕ϱϬϵ ;ϭϭ͕ϲϵϯ͕ϰϬϬͿ ;ϭϬ͕ϲϵϮ͕ϱϬϬͿ Ͳϴ͘ϲй Ϯ͕ϰϰϯ͕ϲϬϬ ;Ϯϴ͕ϳϮϳ͕ϰϬϬͿ ϰ͕ϵϭϵ͕ϴϬϬ ;ϱ͕ϴϭϵ͕ϮϬϬͿ

Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed Water ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞͬ&ŝŶĂŶĐĞ ϯϭ͘ϲϬ ϴ͕ϵϲϬ͕ϴϬϬ ϵ͕ϰϴϰ͕ϭϬϬ ŶŐŝŶĞĞƌŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ ϯϬ͘ϲϬ ϯ͕ϲϭϮ͕ϳϬϬ ϯ͕ϲϭϯ͕ϬϬϬ ZŝŐŚƚͲŽĨͲtĂǇ ϲ͘ϬϬ ϱϬϮ͕ϭϬϬ ϱϭϮ͕ϳϬϬ KƉĞƌĂƚŝŽŶƐDĂŝŶƚĞŶĂŶĐĞ ϵϰ͘ϰϬ Ϯϰ͕ϵϴϴ͕ϮϬϬ Ϯϰ͕ϱϵϯ͕ϬϬϬ Wastewater ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞƌǀŝĐĞͬ&ŝŶĂŶĐĞ ϮϬ͘ϰϬ ϲ͕ϴϱϳ͕ϳϬϬ ϳ͕ϯϭϱ͕ϲϬϬ ŶŐŝŶĞĞƌŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ ϮϬ͘ϰϬ Ϯ͕ϱϱϳ͕ϬϬϬ Ϯ͕ϱϱϬ͕ϲϬϬ ZŝŐŚƚͲŽĨͲtĂǇ ϰ͘ϬϬ ϯϯϱ͕ϭϬϬ ϯϰϲ͕ϬϬϬ KƉĞƌĂƚŝŽŶƐDĂŝŶƚĞŶĂŶĐĞ ϴϵ͘ϲϬ ϭϵ͕ϴϴϰ͕ϲϬϬ ϮϬ͕ϰϮϵ͕ϲϬϬ tĂƚĞƌĂŶĚtĂƐƚĞǁĂƚĞƌͲ/W Ͳ ϲϲ͕ϯϵϯ͕ϯϬϬ ϭϬϲ͕ϲϵϴ͕ϵϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϭϵ FY2018 Budget Departmental Summaries

FY2018 Budget Highlights and Future Outlook x /ŶŽƌĚĞƌƚŽŵĞĞƚĞƉĂƌƚŵĞŶƚĂůƉƌŝŽƌŝƚŝĞƐ͕ƚŚĞĞƉĂƌƚŵĞŶƚĂůůŽĐĂƚĞƐƌĞƐŽƵƌĐĞƐƚŽŝƚƐƉƌŽŐƌĂŵƐƚŚĂƚĂůŝŐŶǁŝƚŚƚŚĞ ŽƵŶƚǇΖƐ ƐƚƌĂƚĞŐŝĐ ŐŽĂůƐ͘ dŚĞ ĞƉĂƌƚŵĞŶƚΖƐ ƉƌŝŽƌŝƚŝĞƐ ĂƌĞ ĨŽĐƵƐĞĚŽŶƚŚƌĞĞŵĂŝŶĂƌĞĂƐ͘KŶĞŝƐƚŽďĞĨŝƐĐĂůůǇ ƌĞƐƉŽŶƐŝďůĞďǇŵĂŝŶƚĂŝŶŝŶŐŝƚƐƚƌŝƉůĞͲƌĂƚŝŶŐ͘ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇhƚŝůŝƚŝĞƐŝƐŽŶĞŽĨŽŶůǇĂŚĂŶĚĨƵůŽĨǁĂƚĞƌĂŶĚ ǁĂƐƚĞǁĂƚĞƌƵƚŝůŝƚŝĞƐŝŶƚŚĞŶĂƚŝŽŶƚŽŚĂǀĞĂĐŚŝĞǀĞĚƌĂƚŝŶŐƐŽŶŝƚƐƌĞǀĞŶƵĞďŽŶĚƐĨƌŽŵĞĂĐŚŽĨƚŚĞƚŚƌĞĞƚŽƉ ƌĂƚŝŶŐƐĞƌǀŝĐĞƐ͘ x dŚĞƐĞĐŽŶĚĂƌĞĂŽĨĨŽĐƵƐŝƐƚŽĞŶƐƵƌĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇΖƐƵƚŝůŝƚŝĞƐƌĂƚĞƐĂƌĞƐƚŝůůƚŚĞůŽǁĞƐƚǁŚĞŶďĞŶĐŚŵĂƌŬĞĚ ǁŝƚŚŽƚŚĞƌƐŝŵŝůĂƌ ƐŝǌĞĚ ůŽĐĂůŝƚŝĞƐ ŝŶ ƚŚĞ ĂƌĞĂ ĂŶĚ ƚŚĂƚ ƌĂƚĞƐ ĐŽŶƚŝŶƵĞ ƚŽ ƉƌŽǀŝĚĞ ǀĂůƵĞ ƚŽ ĐƵƐƚŽŵĞƌƐ͘ dŚĞ ĨĞĞ ŝŶĐƌĞĂƐĞƐĨŽƌ&zϮϬϭϴŝŶĐůƵĚĞĐŽŵŵŽĚŝƚǇĐŚĂƌŐĞŝŶĐƌĞĂƐĞƐŽĨΨϬ͘ϬϳƉĞƌ&;ŽŶĞŚƵŶĚƌĞĚĐƵďŝĐĨĞĞƚͿĨŽƌǁĂƚĞƌĂŶĚ ΨϬ͘ϬϱƉĞƌ&ĨŽƌǁĂƐƚĞǁĂƚĞƌ͕ĐƵƐƚŽŵĞƌĐŚĂƌŐĞŝŶĐƌĞĂƐĞŽĨΨϬ͘ϮϬŝŶǁĂƚĞƌĂŶĚǁĂƐƚĞǁĂƚĞƌĂƐǁĞůůĂƐŝŶĐƌĞĂƐĞƐŝŶ ĐĂƉĂĐŝƚǇĐŚĂƌŐĞƐŽĨΨϭ͘ϬϴĨŽƌǁĂƚĞƌĂŶĚΨϮ͘ϮϲĨŽƌǁĂƐƚĞǁĂƚĞƌĨŽƌĂϱͬϴΗŵĞƚĞƌ͘dŚĞĐĂƉĂĐŝƚǇĐŚĂƌŐĞƐŝŶĐƌĞĂƐĞďĂƐĞĚ ŽŶůĂƌŐĞƌŵĞƚĞƌƐŝǌĞƐ͘ƚǇƉŝĐĂůϭϴ&ƌĞƐŝĚĞŶƚŝĂůďŝͲŵŽŶƚŚůǇďŝůůǁŝůůŝŶĐƌĞĂƐĞďǇΨϱ͘ϵϬŽƌϰ͘ϵƉĞƌĐĞŶƚ͖ŚŽǁĞǀĞƌ͕ŝƚ ǁŝůůƐƚŝůůďĞůŽǁĞƌƚŚĂŶƚŚĞ&zϮϬϭϴďŝůůƐŽĨĂůůĐŽŵƉĂƌĂďůĞůŽĐĂůŝƚŝĞƐŝŶƚŚĞĂƌĞĂ͘dŚĞĐŽŶŶĞĐƚŝŽŶĨĞĞƐĨŽƌǁĂƚĞƌĂŶĚ ǁĂƐƚĞǁĂƚĞƌǁŝůůŶŽƚŝŶĐƌĞĂƐĞŝŶ&zϮϬϭϴ͘ x dŚĞƚŚŝƌĚĂƌĞĂŽĨĨŽĐƵƐŝƐƚŽƉƌŽǀŝĚĞƐĂĨĞ͕ƌĞůŝĂďůĞ͕ĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůůǇƐŽƵŶĚǁĂƚĞƌĂŶĚǁĂƐƚĞǁĂƚĞƌƐĞƌǀŝĐĞƐ͘dŚĞ ĞƉĂƌƚŵĞŶƚƉƌŽǀŝĚĞƐǁĂƚĞƌƐĞƌǀŝĐĞƚŽĂŵŽƌĞƚŚĂŶϭϬϳ͕ϬϬϬĐƵƐƚŽŵĞƌƐĂŶĚǁĂƐƚĞǁĂƚĞƌƐĞƌǀŝĐĞƚŽŵŽƌĞƚŚĂŶϵϬ͕ϬϬϬ ĐƵƐƚŽŵĞƌƐ͘ŶŝŶĐƌĞĂƐĞŽĨĂƉƉƌŽǆŝŵĂƚĞůǇΨϭ͘ϭŵŝůůŝŽŶŝƐŶĞĞĚĞĚŝŶƚŚĞ&zϮϬϭϴŽƉĞƌĂƚŝŶŐĂŶĚĐĂƉŝƚĂůďƵĚŐĞƚƚŽĐŽǀĞƌ ŝŶĐƌĞĂƐĞĚĐŽƐƚƐĨŽƌƌĞƋƵŝƌĞĚŵĂŝŶƚĞŶĂŶĐĞĂŶĚƌĞƉĂŝƌƐĂŶĚƐůƵĚŐĞƌĞŵŽǀĂů͘dŚĞ&zϮϬϭϴďƵĚŐĞƚĂůůŽĐĂƚĞĚŐƌĞĂƚĞƌ ĐĂƉŝƚĂůĨƵŶĚŝŶŐƚŽƐƵƉƉŽƌƚƐŽŵĞŵĂũŽƌƌĞƉĂŝƌƐĂƚƚŚĞǁĂƐƚĞǁĂƚĞƌƉůĂŶƚƐǁŝƚŚƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞƐƚŽƌŵͲďĂƐŝŶŝŶ ŽƌĚĞƌƚŽƐƚĂǇŝŶĐŽŵƉůŝĂŶĐĞǁŝƚŚ^ƚĂƚĞĂŶĚ&ĞĚĞƌĂůƌĞŐƵůĂƚŝŽŶƐ͘ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞ&zϮϬϭϴďƵĚŐĞƚŝŶĐůƵĚĞƐŽŶĞŶĞǁ ^ĞŶŝŽƌƵƐƚŽŵĞƌ^ĞƌǀŝĐĞZĞƉƌĞƐĞŶƚĂƚŝǀĞƉŽƐŝƚŝŽŶƚŽĂĚĚƌĞƐƐĂŶŝŶĐƌĞĂƐĞŝŶǁŽƌŬůŽĂĚ͘ x dŚĞhƚŝůŝƚŝĞƐĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ;/WͿƉƌŽǀŝĚĞƐĨŽƌŶĞĐĞƐƐĂƌǇĐĂƉŝƚĂůƉƌŽũĞĐƚƐƚŽŵĂŝŶƚĂŝŶƐĂĨĞĂŶĚƌĞůŝĂďůĞ ǁĂƚĞƌĂŶĚǁĂƐƚĞǁĂƚĞƌƐĞƌǀŝĐĞƐƚŽĐŽƵŶƚǇƌĞƐŝĚĞŶƚƐ͘dŚĞ&zϮϬϭϴ/WŝŶĐůƵĚĞƐĨƵŶĚŝŶŐƚŽĂĚĚƌĞƐƐĐƌŝƚŝĐĂůŽŶͲŐŽŝŶŐ ƌĞŚĂďŝůŝƚĂƚŝŽŶ͕ƌĞƉůĂĐĞŵĞŶƚ͕ĂŶĚĐĂƉĂĐŝƚǇƉƌŽũĞĐƚƐĂŶĚůĂǇƐŽƵƚĂƉůĂŶƚŽĂĚĚƌĞƐƐƚŚĞŽƵŶƚǇΖƐůŽŶŐͲƚĞƌŵǁĂƐƚĞǁĂƚĞƌ ƚƌĞĂƚŵĞŶƚĐĂƉĂĐŝƚǇŶĞĞĚƐ͕ǁŚŝůĞŵĞĞƚŝŶŐŵŽƌĞƐƚƌŝŶŐĞŶƚĞŶǀŝƌŽŶŵĞŶƚĂůƌĞŐƵůĂƚŝŽŶ͘EƵŵĞƌŽƵƐǁĂƐƚĞǁĂƚĞƌƉƌŽũĞĐƚƐ ĂƌĞƉůĂŶŶĞĚǁŝƚŚŝŶƚŚĞĨŝǀĞͲǇĞĂƌ/W͕ŝŶĐůƵĚŝŶŐƵƉŐƌĂĚĞƐĂƚĨŝǀĞƉƵŵƉƐƚĂƚŝŽŶƐĂŶĚŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚƌĞĂƚŵĞŶƚ ƉƌŽĐĞƐƐĞƐĂƚƚŚĞŽƵŶƚǇ͛ƐǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚƉůĂŶƚƐ͘KŶƚŚĞǁĂƚĞƌƐŝĚĞ͕ƚŚĞĨŝǀĞͲǇĞĂƌƉůĂŶŝŶĐůƵĚĞƐƚŚĞŽƵŶƚǇ͛Ɛ ƐŚĂƌĞŽĨƚŚĞŝƚǇŽĨZŝĐŚŵŽŶĚ͛ƐǁĂƚĞƌƉůĂŶƚ͕ƚŚĞŶĞǆƚƉŚĂƐĞŽĨĨƵŶĚŝŶŐĨŽƌƚŚĞŶĞǁ,ƵŐƵĞŶŽƚǁĂƚĞƌůŝŶĞ͕ƚĂŶŬ͕ĂŶĚ ƉƵŵƉƐƚĂƚŝŽŶ͕ĂŶĚƉƌĞůŝŵŝŶĂƌǇƉůĂŶŶŝŶŐĨŽƌƚƌĂŶƐŵŝƐƐŝŽŶƐǇƐƚĞŵĞĨĨŝĐŝĞŶĐǇŝŵƉƌŽǀĞŵĞŶƚƐ͘dŚĞ/WĂůƐŽĨƵŶĚƐĂŶ ĂĚǀĂŶĐĞĚ ŵĞƚĞƌŝŶŐ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ;D/Ϳ ƐǇƐƚĞŵ͘ ĞŶĞĨŝƚƐ ŝŶĐůƵĚĞ ŝŵƉƌŽǀĞĚ ŵĞƚĞƌŝŶŐ ĂĐĐƵƌĂĐǇ͕ ƉƌŽŵƉƚ ŝĚĞŶƚŝĨŝĐĂƚŝŽŶŽĨŵĞƚĞƌůĞĂŬƐ͕ĂŶĚĂǀĂŝůĂďŝůŝƚǇŽĨŚŝŐŚĞƌƌĞƐŽůƵƚŝŽŶĐŽŶƐƵŵƉƚŝŽŶĚĂƚĂƚŽĐƵƐƚŽŵĞƌƐĞŶĂďůŝŶŐƚŚĞŵƚŽ ďĞƚƚĞƌ ĐŽŶƚƌŽů ĂŶĚ ŵĂŶĂŐĞ ǁĂƚĞƌ ƵƐĂŐĞ͘ dŚŝƐ ŝŶĨŽƌŵĂƚŝŽŶ ŝƐ ĞǆƉĞĐƚĞĚ ƚŽ ĚƌŝǀĞ ǁĂƚĞƌ ĐŽŶƐĞƌǀĂƚŝŽŶ͘ dŚĞ ƌĂƚĞ ƐƚĂďŝůŝǌĂƚŝŽŶƌĞƐĞƌǀĞǁŝůůĂůƐŽĐŽŶƚŝŶƵĞƚŽďĞĨƵŶĚĞĚŝŶƚŚĞ/WĂƐĂĐƌŝƚŝĐĂůƐƚƌĂƚĞŐǇƚŽŐƌĂĚƵĂůůǇĂĐĐƵŵƵůĂƚĞĨŝŶĂŶĐŝĂů ƌĞƐŽƵƌĐĞƐ ƚŽ ŵĂŝŶƚĂŝŶ ƚŚĞ ŽƵŶƚǇΖƐ ǁĂƚĞƌ ĂŶĚ ǁĂƐƚĞǁĂƚĞƌ ƐǇƐƚĞŵ ŝŶĂǁĂǇƚŚĂƚǁŝůůƌĞĚƵĐĞƚŚĞĐŚĂŶĐĞŽĨ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞĨĂŝůƵƌĞǁŚŝůĞŵŝŶŝŵŝǌŝŶŐƐŝŐŶŝĨŝĐĂŶƚŽŶĞͲƚŝŵĞƌĂƚĞŝŶĐƌĞĂƐĞƐ͘ x dŚĞĨƵƚƵƌĞƵƚŝůŝƚǇŶĞĞĚƐŽĨƚŚĞŽƵŶƚǇĂƌĞŐƵŝĚĞĚďǇĂůŽŶŐƌĂŶŐĞ ĨĂĐŝůŝƚŝĞƐ ƉůĂŶ ƚŚĂƚ ƐƵƉƉŽƌƚƐ ƚŚĞ ŽƵŶƚǇΖƐ ŽŵƉƌĞŚĞŶƐŝǀĞ WůĂŶ͘ /ƚ ŝƐ ƵƐĞĚ ƚŽ ƐŚĂƉĞ ĐĂƉŝƚĂů ĨĂĐŝůŝƚǇ ĚĞĐŝƐŝŽŶƐ ďĂƐĞĚ ŽŶ ƉƌŽũĞĐƚĞĚ ŐƌŽǁƚŚ ĂŶĚ ƌĞŐƵůĂƚŽƌǇ ƌĞƋƵŝƌĞŵĞŶƚƐ͘WƌƵĚĞŶƚĨŝŶĂŶĐŝĂůƉůĂŶŶŝŶŐďǇƚŚĞĞƉĂƌƚŵĞŶƚĂůůŽǁƐĐŽƐƚƐƚŽďĞƐŵŽŽƚŚĞĚŽƵƚŽǀĞƌƚŝŵĞ͕ƉƌĞǀĞŶƚŝŶŐ ůĂƌŐĞƐƉŝŬĞƐŝŶƵƐĞƌƌĂƚĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϮϬ FY2018 Budget Departmental Summaries zŽƵƚŚWůĂŶŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ

Financial Summary General FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϮϲϯ͕ϰϯϰ ΨϮϵϱ͕ϯϬϬ ΨϮϵϯ͕ϭϬϬ ͲϬ͘ϳй ΨϮϵϵ͕ϰϬϬ ΨϯϬϲ͕ϴϬϬ Ψϯϭϰ͕ϳϬϬ ΨϯϮϮ͕ϳϬϬ KƉĞƌĂƚŝŶŐ ΨϭϬϱ͕ϭϬϭ ΨϭϮϴ͕ϬϬϬ ΨϭϮϴ͕ϭϬϬ Ϭ͘ϭй ΨϭϮϴ͕ϭϬϬ ΨϭϮϴ͕ϭϬϬ ΨϭϮϴ͕ϭϬϬ ΨϭϮϴ͕ϭϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $368,535 $423,300 $421,200 -0.5% $427,500 $434,900 $442,800 $450,800 ZĞǀĞŶƵĞ ΨϮϭ͕ϱϯϳ ΨϮϬ͕ϱϬϬ ΨϮϭ͕ϬϬϬ Ϯ͘ϰй ΨϮϭ͕ϬϬϬ ΨϮϭ͕ϬϬϬ ΨϮϭ͕ϬϬϬ ΨϮϭ͕ϬϬϬ EĞƚŽƐƚ Ψϯϲϴ͕ϱϯϱ ΨϰϮϯ͕ϯϬϬ ΨϰϮϭ͕ϮϬϬ ͲϬ͘ϱй ΨϰϮϳ͕ϱϬϬ Ψϰϯϰ͕ϵϬϬ ΨϰϰϮ͕ϴϬϬ ΨϰϱϬ͕ϴϬϬ &d͘WŽƐ͘ ϰ ϰ ϰ Ͳ ϰ ϰ ϰ ϰ

Grants FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů ΨϴϰϮ͕Ϯϴϳ ΨϳϬϴ͕ϴϬϬ Ψϳϰϭ͕ϴϬϬ ϰ͘ϳй Ψϳϲϲ͕ϵϬϬ ΨϳϴϮ͕ϯϬϬ Ψϳϵϴ͕ϵϬϬ Ψϴϭϱ͕ϲϬϬ KƉĞƌĂƚŝŶŐ ϭϰϳ͕ϮϭϬ ϭϳϵ͕ϲϬϬ ϭϱϬ͕ϮϬϬ Ͳϭϲ͘ϰй ϭϱϬ͕ϮϬϬ ϭϱϬ͕ϮϬϬ ϭϱϬ͕ϮϬϬ ϭϱϬ͕ϮϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $989,497 $888,400 $892,000 0.4% $917,100 $932,500 $949,100 $965,800 ZĞǀĞŶƵĞ Ψϲϵϲ͕ϰϱϮ Ψϲϲϴ͕ϯϬϬ Ψϲϲϴ͕ϯϬϬ Ϭ͘Ϭй Ψϲϵϯ͕ϰϬϬ ΨϳϬϴ͕ϴϬϬ ΨϳϮϱ͕ϰϬϬ ΨϳϰϮ͕ϭϬϬ EĞƚŽƐƚ ΨϮϵϯ͕Ϭϰϲ ΨϮϮϬ͕ϭϬϬ ΨϮϮϯ͕ϳϬϬ ϭ͘ϲй ΨϮϮϯ͕ϳϬϬ ΨϮϮϯ͕ϳϬϬ ΨϮϮϯ͕ϳϬϬ ΨϮϮϯ͕ϳϬϬ &d͘WŽƐ͘ ϵ ϵ ϵ Ͳ ϵ ϵ ϵ ϵ

Special Revenue FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Fund Actual Adopted Proposed Change Projected Projected Projected Projected WĞƌƐŽŶŶĞů Ψϯϳϭ͕Ϯϰϱ Ψϯϴϴ͕ϲϬϬ Ψϰϱϰ͕ϵϬϬ ϭϳ͘ϭй Ψϰϲϯ͕ϱϬϬ Ψϰϳϰ͕ϭϬϬ Ψϰϴϱ͕ϭϬϬ Ψϰϵϲ͕ϯϬϬ KƉĞƌĂƚŝŶŐ ϭϮ͕Ϭϰϳ͕ϵϴϴ ϭϮ͕ϬϮϭ͕ϬϬϬ ϭϱ͕Ϯϯϵ͕ϵϬϬ Ϯϲ͘ϴй ϭϱ͕ϳϬϮ͕ϮϬϬ ϭϲ͕ϭϳϲ͕ϱϬϬ ϭϲ͕ϲϲϱ͕ϭϬϬ ϭϳ͕ϭϲϴ͕ϯϬϬ ĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ ϱzƌWůĂŶ Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ͳ Ͳ Ͳ Total $12,419,233 $12,409,600 $15,694,800 26.5% $16,165,700 $16,650,600 $17,150,200 $17,664,600 ZĞǀĞŶƵĞ Ψϳ͕ϯϵϰ͕ϵϳϭ Ψϳ͕ϲϬϬ͕ϰϬϬ Ψϵ͕ϭϯϯ͕ϰϬϬ ϮϬ͘Ϯй Ψϵ͕ϰϬϳ͕ϱϬϬ Ψϵ͕ϲϴϵ͕ϲϬϬ Ψϵ͕ϵϴϬ͕ϮϬϬ ΨϭϬ͕Ϯϳϵ͕ϳϬϬ EĞƚŽƐƚ Ψϱ͕ϬϮϰ͕ϮϲϮ Ψϰ͕ϴϬϵ͕ϮϬϬ Ψϲ͕ϱϲϭ͕ϰϬϬ ϯϲ͘ϰй Ψϲ͕ϳϱϴ͕ϮϬϬ Ψϲ͕ϵϲϭ͕ϬϬϬ Ψϳ͕ϭϳϬ͕ϬϬϬ Ψϳ͕ϯϴϰ͕ϵϬϬ &d͘WŽƐ͘ ϰ ϰ ϱ ϭ ϱ ϱ ϱ ϱ EŽƚĞ͗ KŶĞƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚĨƌŽŵ,ĞĂůƚŚƚŽŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐĚƵƌŝŶŐ&zϮϬϭϳ͘ Expenditures by Program FY2017 FY2018 Program FTEs Adopted Proposed zŽƵƚŚWůĂŶŶŝŶŐΘĞǀĞůŽƉŵĞŶƚ ϰ ϯϮϭ͕ϭϬϬ ϯϭϵ͕ϬϬϬ :ƵǀĞŶŝůĞWƌŽďĂƚŝŽŶ Ͳ ϭϬϮ͕ϮϬϬ ϭϬϮ͕ϮϬϬ sŝƌŐŝŶŝĂ:ƵǀĞŶŝůĞŽŵŵƵŶŝƚǇƌŝŵĞŽŶƚƌŽůĐƚ;s:Ϳ ϵ ϴϴϴ͕ϰϬϬ ϴϵϮ͕ϬϬϬ ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐĐƚ;^Ϳ ϱ ϭϮ͕ϰϬϵ͕ϲϬϬ ϭϱ͕ϲϵϰ͕ϴϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϮϭ FY2018 Budget Departmental Summaries

FY2018 Budget Highlights and Future Outlook

ͻ zŽƵƚŚWůĂŶŶŝŶŐΘ ĞǀĞůŽƉŵĞŶƚƉƌŽǀŝĚĞƐƌĞƐŽƵƌĐĞƐƚŽ ǇŽƵƚŚƐĂŶĚĨĂŵŝůŝĞƐĂŶĚůĞĂĚƐĐŽůůĂďŽƌĂƚŝǀĞŝŶŝƚŝĂƚŝǀĞƐƚŚĂƚ ĞŶŐĂŐĞƚŚĞĐŽŵŵƵŶŝƚǇŝŶƉƌŽŵŽƚŝŶŐƚŚĞƐĂĨĞƚǇ͕ǁĞůůͲďĞŝŶŐ͕ĂŶĚƐƵĐĐĞƐƐŽĨŽƵŶƚǇǇŽƵƚŚƐ͘:ƵǀĞŶŝůĞWƌŽďĂƚŝŽŶƉƌŽǀŝĚĞƐ ĐƌŝŵŝŶĂůĂŶĚĚŽŵĞƐƚŝĐŝŶƚĂŬĞƐĞƌǀŝĐĞƐ͕ƉƌŽďĂƚŝŽŶĂŶĚƉĂƌŽůĞƐƵƉĞƌǀŝƐŝŽŶ͕ůŽǁͲƌŝƐŬŽĨĨĞŶĚĞƌĚŝǀĞƌƐŝŽŶƉƌŽŐƌĂŵƐ͕ĂŶĚ ĐŽŐŶŝƚŝǀĞͲďĂƐĞĚũƵǀĞŶŝůĞŽĨĨĞŶĚĞƌƉƌŽŐƌĂŵƐ͘dŚĞƉƌŽƉŽƐĞĚ&zϮϬϭϴďƵĚŐĞƚĨŽƌƚŚĞƐĞƚǁŽƉƌŽŐƌĂŵƐƌĞŵĂŝŶƐĨůĂƚ͘ ͻ dŚĞs:ŐƌĂŶƚŝƐĨƵŶĚĞĚƚŚƌŽƵŐŚĂĐŽŵďŝŶĂƚŝŽŶŽĨƐƚĂƚĞĂŶĚůŽĐĂůĚŽůůĂƌƐƚŽĂĚĚƌĞƐƐũƵǀĞŶŝůĞũƵƐƚŝĐĞ͘^ĞƌǀŝĐĞƐĂƌĞ ŽĨĨĞƌĞĚƚŚƌŽƵŐŚƚŚĞŽƵƌƚ^ĞƌǀŝĐĞƐhŶŝƚ;^hͿ͕ƚŚĞ:ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ͕ĂŶĚƚŚĞŚĞƐƚĞƌĨŝĞůĚĚŽůĞƐĐĞŶƚZĞƉŽƌƚŝŶŐ WƌŽŐƌĂŵ;ZWͿ͘s:ƉƌŽǀŝĚĞƐƐĞƌǀŝĐĞƐďĂƐĞĚŽŶƚŚĞũƵǀĞŶŝůĞΖƐŽĨĨĞŶƐĞĂŶĚƚƌĞĂƚŵĞŶƚŶĞĞĚƐ͕ĞŶƐƵƌĞƐƉƵďůŝĐƐĂĨĞƚǇ͕ ĞŵƉŚĂƐŝǌĞƐĂĐĐŽƵŶƚĂďŝůŝƚǇ͕ĂŶĚƌĞĚƵĐĞƐƚŚĞƉĂƚƚĞƌŶŽĨƌĞƉĞĂƚŽĨĨĞŶƐĞƐ͘dŚĞƉƌŽƉŽƐĞĚ&zϮϬϭϴďƵĚŐĞƚĨŽƌƚŚŝƐƉƌŽŐƌĂŵ ƌĞŵĂŝŶƐĨůĂƚ͘ ͻ dŚĞ ŚŝůĚƌĞŶΖƐ ^ĞƌǀŝĐĞƐ Đƚ ŽĨ sŝƌŐŝŶŝĂ͕ ŽƉĞƌĂƚŝŶŐ ĂƐ ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ;^ͿůŽĐĂůůǇ͕ŝƐĂƐƚĂƚĞͲŵĂŶĚĂƚĞĚ ŝŶƚĞƌĂŐĞŶĐǇ ƉƌŽŐƌĂŵ ƚŚĂƚ ƉƌŽǀŝĚĞƐ ĂĐĐĞƐƐ ƚŽ ĨƵŶĚŝŶŐ ĨŽƌ ĐŽŶƚƌĂĐƚĞĚ ƐĞƌǀŝĐĞƐ ĨŽƌ ĐŚŝůĚƌĞŶ ĂŶĚ ƚŚĞŝƌ ĨĂŵŝůŝĞƐ ŝŶ ƚŚĞ ĐŽŵŵƵŶŝƚǇ͘ZĞĨĞƌƌĂůƐĨŽƌďŽƚŚŚĞƐƚĞƌĨŝĞůĚĂŶĚŽůŽŶŝĂů,ĞŝŐŚƚƐŽƌŝŐŝŶĂƚĞŝŶƉƵďůŝĐƐĐŚŽŽůƐ͛ƐƉĞĐŝĂůĞĚƵĐĂƚŝŽŶ͕:ƵǀĞŶŝůĞ ŽƵƌƚ^ĞƌǀŝĐĞƐ͕ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐŽĂƌĚ͕ĂŶĚƚŚĞĞƉĂƌƚŵĞŶƚŽĨ^ŽĐŝĂů^ĞƌǀŝĐĞƐ͘ ͻ KǀĞƌƚŚĞƉĂƐƚĨĞǁǇĞĂƌƐ͕ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐŚĂƐƐŚŽǁŶĂĚƌĂŵĂƚŝĐŝŶĐƌĞĂƐĞŝŶƚŚĞŶƵŵďĞƌŽĨĐĂƐĞƌĞĨĞƌƌĂůƐĂŶĚ ĐŽƐƚŽĨƐĞƌǀŝĐĞƐ͘zĞĂƌŽǀĞƌǇĞĂƌĐŚĂŶŐĞĨŽƌ&zϮϬϭϲƌĞĨůĞĐƚƐĂϭϵƉĞƌĐĞŶƚŝŶĐƌĞĂƐĞŝŶĐĂƐĞƌĞĨĞƌƌĂůƐĂŶĚĂϭϮƉĞƌĐĞŶƚ ŝŶĐƌĞĂƐĞŝŶĐŽƐƚŽĨƐĞƌǀŝĐĞƐĨŽƌďŽƚŚŚĞƐƚĞƌĨŝĞůĚĂŶĚŽůŽŶŝĂů,ĞŝŐŚƚƐ͘dŽŵĞĞƚǁŽƌŬůŽĂĚĚĞŵĂŶĚ͕ĚƵƌŝŶŐ&zϮϬϭϳ͕Ă ǀĂĐĂŶƚ,ĞĂůƚŚƉŽƐŝƚŝŽŶǁĂƐƚƌĂŶƐĨĞƌƌĞĚƚŽ^͘ ͻ &ŽƌĐƵƌƌĞŶƚ&zϮϬϭϳĨŝƌƐƚƋƵĂƌƚĞƌƉƌŽũĞĐƚŝŽŶƐ͕^ĐŽŶƚŝŶƵĞƐƚŽĞǆƉĞƌŝĞŶĐĞϯϬƉĞƌĐĞŶƚƉŽƉƵůĂƚŝŽŶŐƌŽǁƚŚŝŶƌĞĨĞƌƌĂůƐ ĨƌŽŵŽƵŶƚǇĂŐĞŶĐŝĞƐĐŽŵƉĂƌĞĚƚŽƚŚŝƐƚŝŵĞůĂƐƚǇĞĂƌ͘dŚĞŵĂũŽƌŝƚǇŽĨŐƌŽǁƚŚŝƐĨƌŽŵDĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ ʹ ƐĞƌǀŝĐĞƐĨŽƌĐŚŝůĚƌĞŶĂŶĚĨĂŵŝůŝĞƐǁŝƚŚƐŝŐŶŝĨŝĐĂŶƚŵĞŶƚĂůŚĞĂůƚŚŝƐƐƵĞƐ͘,ŽǁĞǀĞƌ͕ƚŚĞĂĐƚƵĂůŶƵŵďĞƌŽĨĐĂƐĞƐŽŶůǇ ŵĂŬĞƵƉϭϮƉĞƌĐĞŶƚŽĨƚŽƚĂů^ƉŽƉƵůĂƚŝŽŶ͘ƵĞƚŽƚŚĞŶĂƚƵƌĞŽĨĐŽŵƉůĞǆŶĞĞĚƐ͕ƚŚĞŵĂũŽƌŝƚǇŽĨƚŚĞƐĞĐĂƐĞƐƌĞƋƵŝƌĞ ŝŶƚĞŶƐŝǀĞƐĞƌǀŝĐĞƐƐƵĐŚĂƐƌĞƐŝĚĞŶƚŝĂůƚƌĞĂƚŵĞŶƚƉůĂĐĞŵĞŶƚƐŽƌůĂǇĞƌƐŽĨǁƌĂƉĂƌŽƵŶĚƐĞƌǀŝĐĞƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇƚŽ ĞŶƐƵƌĞƐĂĨĞƚǇĂŶĚƐƚĂďŝůŝƚǇ͘ZĞƐŝĚĞŶƚŝĂůƚƌĞĂƚŵĞŶƚƐĞƌǀŝĐĞƐŚĂǀĞƚŚĞůŽǁĞƐƚƐƚĂƚĞƌĞŝŵďƵƌƐĞŵĞŶƚĂŶĚŵĂƚĐŚƌĂƚĞŽĨĂůů ^ƉƵƌĐŚĂƐĞĚƐĞƌǀŝĐĞƐ͘ ͻ ĚĚŝƚŝŽŶĂůůǇ͕ƉƵďůŝĐƐĐŚŽŽůƐĐŽŶƚŝŶƵĞƚŽƐĞĞŬŽƵƚ^ĨƵŶĚŝŶŐĨŽƌĐŽŶƚƌĂĐƚĞĚƐƉĞĐŝĂůĞĚƵĐĂƚŝŽŶƐĞƌǀŝĐĞƐ͘ůƚŚŽƵŐŚƚŚĞ ƉŽƉƵůĂƚŝŽŶŐƌŽǁƚŚŝƐƐůŽǁĂŶĚƐƚĞĂĚǇ͕ƚŚĞĐŽƐƚĨŽƌƚŚĞƐĞƐĞƌǀŝĐĞƐŝŶĐƌĞĂƐĞƐĚƵĞƚŽƉƌŽǀŝĚĞƌƌĂƚĞƐ͘dŚŝƐƉŽƉƵůĂƚŝŽŶŚĂƐ ƚŚĞŚŝŐŚĞƐƚĐŽƐƚƉĞƌƵŶŝƚĂŶĚůŽŶŐĞƐƚůĞŶŐƚŚŽĨƐƚĂǇŝŶƚŚĞƉƌŽŐƌĂŵ͘ ͻ /ŶKĐƚŽďĞƌŽĨϮϬϭϲ͕ƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂƵƚŚŽƌŝǌĞĚƚŚĞĞǆĞĐƵƚŝŽŶŽĨĂůĞĂƐĞĂŶĚĂƉƉƌŽƉƌŝĂƚŝŽŶŽĨĞǆŝƐƚŝŶŐĨƵŶĚƐ ĨŽƌĂŚŝůĚĚǀŽĐĂĐǇĞŶƚĞƌ;Ϳ͘dŚĞƐĞĐĞŶƚĞƌƐĨĂĐŝůŝƚĂƚĞŝŶǀĞƐƚŝŐĂƚŝŽŶ͕ƉƌŽƐĞĐƵƚŝŽŶ͕ĂŶĚŵĞĚŝĐĂůĂŶĚƚŚĞƌĂƉĞƵƚŝĐ ƚƌĞĂƚŵĞŶƚŽĨĐŚŝůĚƌĞŶĨŽůůŽǁŝŶŐĂŶĂůůĞŐĂƚŝŽŶŽĨƐĞǆƵĂůŽƌƉŚǇƐŝĐĂůĂďƵƐĞ͘/ŶŝƚŝĂůĨƵŶĚŝŶŐǁŝůůďĞƵƚŝůŝǌĞĚĨŽƌĨŝƌƐƚǇĞĂƌ ŽƉĞƌĂƚŝŶŐ ĂŶĚ ƐƚĂƌƚͲƵƉ ĐŽƐƚƐ͘ DŽǀŝŶŐ ŝŶƚŽ &zϮϬϭϴ ĂŶĚ ďĞǇŽŶĚ͕ ŽŶĐĞ ƐƚĂƌƚͲƵƉ ŝƐ ĐŽŵƉůĞƚĞ͕ ƚŚĞ ŽƵŶƚǇ ǁŝůů ƉƵƌƐƵĞ ĂǀĂŝůĂďůĞŐƌĂŶƚĨƵŶĚŝŶŐ͘WůĂŶŶĞĚƐƚĂĨĨŝŶŐĨŽƌƚŚĞŝŶĐůƵĚĞƐŽŶĞ&d͕ǁŚŝĐŚŝƐŶŽƚǇĞƚĂƐƐŝŐŶĞĚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϮϮ FY2018 Budget

SCHOOLS BUDGET SUMMARY

FY2018 BUDGET

ϭϮϯ ϭϮϰ FY2018Budget SchoolsBudgetSummary

^ĐŚŽŽůƐƵĚŐĞƚ^ƵŵŵĂƌǇ

ZĞǀĞŶƵĞĂŶĚǆƉĞŶĚŝƚƵƌĞ^ƵŵŵĂƌǇ

FY2018ProposedSchoolBudgetRevenues FY2018ProposedSchoolBudgetExpenditures Ψϲϳϳ͘ϳD;ƐŚŽǁŶŝŶŵŝůůŝŽŶƐͿ Ψϲϳϳ͘ϳD;ƐŚŽǁŶŝŶŵŝůůŝŽŶƐͿ

FY2018BudgetandFutureOutlook x dŚĞ&zϮϬϭϴƉƌŽƉŽƐĞĚďƵĚŐĞƚŝŶĐƌĞĂƐĞƐĨŽƵƌƉĞƌĐĞŶƚŽǀĞƌƚŚĞ&zϮϬϭϳĂĚŽƉƚĞĚďƵĚŐĞƚĂŶĚĐŽŶƚŝŶƵĞƐ ŝŶŝƚŝĂƚŝǀĞƐƐƵĐŚĂƐƐƵƉƉŽƌƚŝŶŐĂŶĚĞǆƉĂŶĚŝŶŐĂĐĂĚĞŵŝĐƉƌŽŐƌĂŵƐ͕ŝŵƉƌŽǀŝŶŐƐĂĨĞƚǇĂŶĚŽƉĞƌĂƚŝŽŶƐ͕ĂŶĚ ƚĂŬŝŶŐĐĂƌĞŽĨĞŵƉůŽǇĞĞƐ͘ x ZĞĐƵƌƌŝŶŐďĂƐĞůŝŶĞŝŶĐƌĞĂƐĞƐĨŽƌŽƵƚǇĞĂƌƉƌŽũĞĐƚŝŽŶƐǀĂƌǇĨƌŽŵƚŚŽƐĞƉƵďůŝƐŚĞĚŝŶƚŚĞ^ĐŚŽŽůŽĂƌĚ͛Ɛ ĂƉƉƌŽǀĞĚ ĨŝǀĞͲǇĞĂƌ ƉůĂŶ ĚƵĞ ƚŽ Ă ƐŚŝĨƚ ŝŶ ŵĞƚŚŽĚŽůŽŐǇ ĨŽƌ ƉƌŽũĞĐƚŝŶŐ ŽƵƚ ǇĞĂƌƐ ƚŚĂƚ ŝƐ ŐĞŶĞƌĂůůǇ ĐŽŶƐŝƐƚĞŶƚĨŽƌďŽƚŚƚŚĞŽƵŶƚǇĂŶĚƐĐŚŽŽůďƵĚŐĞƚƐ͘ĞŐŝŶŶŝŶŐǁŝƚŚ&zϮϬϭϵ͕ƚŚĞďĞŐŝŶŶŝŶŐƉƵƌĞůŽĐĂů ƚƌĂŶƐĨĞƌŝƐƉƌŽƉŽƐĞĚƚŽŝŶĐƌĞĂƐĞďǇƚŚĞŽƵŶƚǇ͛ƐƉƌŽƉŽƌƚŝŽŶĂƚĞƐŚĂƌĞŽĨĂƚǁŽƉĞƌĐĞŶƚƐĂůĂƌǇŝŶĐƌĞĂƐĞ͕ ƌŝƐŝŶŐŚĞĂůƚŚĐĂƌĞƉƌĞŵŝƵŵƐ͕sZ^ƌĂƚĞĐŚĂŶŐĞƐĂƐǁĞůůĂƐϭϬϬƉĞƌĐĞŶƚŽĨƚŚĞĐŽƐƚŽĨĐŽŶƚŝŶƵŝŶŐƚŚĞĐůĂƐƐ ƐŝǌĞƌĞĚƵĐƚŝŽŶŝŶŝƚŝĂƚŝǀĞ;ǁŚŝĐŚŝƐĂƉƉƌŽǆŝŵĂƚĞůǇΨϭ͘ϲŵŝůůŝŽŶŝŶ&zϮϬϭϵͿ͘ůůŽƚŚĞƌŶĞĞĚƐ͕ĨŽƌďŽƚŚƚŚĞ ŽƵŶƚǇĂŶĚƐĐŚŽŽůƐ͕ǁŝůůďĞĐŽůůĞĐƚŝǀĞůǇĞǀĂůƵĂƚĞĚĂŶĚƉƌŝŽƌŝƚŝǌĞĚŝŶĂƉĂƌƚŶĞƌƐŚŝƉďĞƚǁĞĞŶƚŚĞŽƵŶƚǇ͛Ɛ ĐŝƚŝǌĞŶƐ͕ƐƚĂĨĨ͕ĂŶĚůĞĂĚĞƌƐŚŝƉĚƵƌŝŶŐƚŚĞďƵĚŐĞƚƉƌŽĐĞƐƐĞĂĐŚ ǇĞĂƌ͘ dŚĞ ƵŶĚĞƌůǇŝŶŐ ƚƌĂŶƐĨĞƌ ŵĞƚŚŽĚŽůŽŐǇ͕ŝƚƐĞůĨ͕ǁŝůůĂůƐŽďĞĞǀĂůƵĂƚĞĚŵŽǀŝŶŐĨŽƌǁĂƌĚƚŽŵĂŬĞƐƵƌĞŝƚƐƚĂǇƐĂďƌĞĂƐƚŽĨƐŚŝĨƚŝŶŐ ĞĐŽŶŽŵŝĐĐŽŶĚŝƚŝŽŶƐĂŶĚƉŽƚĞŶƚŝĂůĨůƵĐƚƵĂƚŝŽŶƐŝŶƐƚĂƚĞƐƵƉƉŽƌƚĨŽƌůŽĐĂůĞĚƵĐĂƚŝŽŶ͘dŚĞŽƵƚǇĞĂƌƚŽƚĂůƐ ĨŽƌƚŚĞƉŽƚĞŶƚŝĂůĞŶŚĂŶĐĞŵĞŶƚƐĐĂŶďĞĨŽƵŶĚŽŶƚŚĞ^ĐŚŽŽůƐ&ƵŶĚZĞƉŽƌƚƵŶĚĞƌKƵƚzĞĂƌŶŚĂŶĐĞŵĞŶƚ ĂŶĚŝĚĂƚĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϮϱ FY2018Budget SchoolsBudgetSummary

Highlights x W^ŚĂƐƐŝǆEĂƚŝŽŶĂůůƵĞZŝďďŽŶ^ĐŚŽŽůƐ͕ĂŶĚŚŽƉĞƐƚŽŚĂǀĞŵŽƌĞƐĐŚŽŽůƐƌĞĐŽŐŶŝǌĞĚŝŶƚŚŝƐŵĂŶŶĞƌ ďǇƚŚĞh͘^͘ĞƉĂƌƚŵĞŶƚŽĨĚƵĐĂƚŝŽŶĚƵƌŝŶŐƚŚĞŶĞǆƚƐĞǀĞƌĂůǇĞĂƌƐ͘ x ĚĚŝƚŝŽŶĂůůǇ͕W^ŚĂƐϭϭƐĐŚŽŽůƐƌĞĐŽŐŶŝǌĞĚǁŝƚŚƚŚĞ'ŽǀĞƌŶŽƌ͛ƐsŝƌŐŝŶŝĂ/ŶĚĞǆŽĨWĞƌĨŽƌŵĂŶĐĞĂǁĂƌĚƐ ĨŽƌƐƵƐƚĂŝŶĞĚĂĐĂĚĞŵŝĐĂĐŚŝĞǀĞŵĞŶƚ͕ĂŶĚŝƚƐŚŝŐŚƐĐŚŽŽůƐĐŽŶƐŝƐƚĞŶƚůǇĂƉƉĞĂƌŝŶŶĂƚŝŽŶĂůƌĂŶŬŝŶŐƐĨƌŽŵ h͘^͘EĞǁƐĂŶĚtŽƌůĚZĞƉŽƌƚĂŶĚEĞǁƐǁĞĞŬ͘ x W^ŚĂƐƚǁŽŵŝĚĚůĞƐĐŚŽŽůƐŝĚĞŶƚŝĨŝĞĚĂƐ^ĐŚŽŽůƐƚŽtĂƚĐŚďǇƚŚĞDŝĚĚůĞ'ƌĂĚĞƐ&ŽƌƵŵ͕ǁŝƚŚƐĞǀĞƌĂů ŽƚŚĞƌƐĐŚŽŽůƐďĞŝŶŐĐŽŶƐŝĚĞƌĞĚĨŽƌƚŚĂƚĂǁĂƌĚƚŚŝƐǇĞĂƌ͘ x &ƵƌƚŚĞƌŵŽƌĞ͕ W^ ŚĂƐ Ɛŝǆ ƐĐŚŽŽůƐ ŶĂŵĞĚ ĂƐ EĂƚŝŽŶĂů dŝƚůĞ / ŝƐƚŝŶŐƵŝƐŚĞĚ ^ĐŚŽŽůƐ͕ ǁŝƚŚ ĞŶƐůĞǇ ůĞŵĞŶƚĂƌǇĞĂƌŶŝŶŐƚŚŝƐƌĞĐŽŐŶŝƚŝŽŶĨŽƌĂƐĞĐŽŶĚƚŝŵĞƚŚŝƐǇĞĂƌ͘^ŝǆŽƚŚĞƌƐĐŚŽŽůƐĂůƐŽŚĂǀĞďĞĞŶŶĂŵĞĚ sŝƌŐŝŶŝĂdŝƚůĞ/ŝƐƚŝŶŐƵŝƐŚĞĚ^ĐŚŽŽůƐ͘ x ϵϯ ƉĞƌĐĞŶƚ ŽĨ W^͛Ɛ ϲϭ ĐŽŵƉƌĞŚĞŶƐŝǀĞ ƐĐŚŽŽůƐ ĂƌĞ ĨƵůůǇ ĂĐĐƌĞĚŝƚĞĚďǇƚŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨ ĚƵĐĂƚŝŽŶ͘dŚĂƚŝƐĂŶϴƉĞƌĐĞŶƚĂŐĞƉŽŝŶƚŝŶĐƌĞĂƐĞĨƌŽŵƚŚĞϮϬϭϱͲϭϲƐĐŚŽŽůǇĞĂƌ͘ x ϵϭƉĞƌĐĞŶƚŽĨW^ƐƚƵĚĞŶƚƐŐƌĂĚƵĂƚĞŽŶƚŝŵĞ͕ĂĐĐŽƌĚŝŶŐƚŽĚĂƚĂƌĞƉŽƌƚĞĚďǇƚŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨ ĚƵĐĂƚŝŽŶ͕ĂŶĚŶĞĂƌůǇϱϱƉĞƌĐĞŶƚŽĨƚŚŽƐĞŐƌĂĚƵĂƚĞƐŽďƚĂŝŶĞĚĂŶĂĚǀĂŶĐĞĚĚĞŐƌĞĞĚŝƉůŽŵĂ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϮϲ FY2018 Budget Schools Budget Summary

dƌĂŶƐĨĞƌƚŽ^ĐŚŽŽů&ƵŶĚ

Financial Summary

FY2016 FY2017 FY2018 YoY FY2019 FY2020 FY2021 FY2022 Actual Adopted Proposed Change Projected Projected Projected Projected ^ƚĂƚĞ^ĂůĞƐdĂǆ ΨϲϬ͕ϲϰϬ͕ϭϵϰ Ψϲϯ͕ϰϬϬ͕ϮϬϬ Ψϲϯ͕Ϯϭϵ͕ϰϬϬ ͲϬ͘ϯй Ψϲϰ͕ϰϴϯ͕ϴϬϬ Ψϲϱ͕ϳϳϯ͕ϱϬϬ Ψϲϳ͕Ϭϴϵ͕ϬϬϬ Ψϲϴ͕ϰϯϬ͕ϴϬϬ >ŽĐĂůdĂǆĞƐĨŽƌ͗ ZĞĐƵƌƌŝŶŐĂƐĞůŝŶĞ Ϯϰϯ͕ϳϬϯ͕ϳϵϰ Ϯϲϵ͕ϵϵϮ͕ϬϬϬ Ϯϳϱ͕ϬϬϳ͕ϮϬϬ ϭ͘ϵй Ϯϴϭ͕ϰϲϵ͕ϲϬϬ Ϯϴϴ͕ϭϭϴ͕ϱϬϬ Ϯϵϱ͕ϯϬϵ͕ϳϬϬ ϯϬϮ͕ϯϱϱ͕ϯϬϬ KŶĞͲƚŝŵĞKƉĞƌĂƚŝŶŐ Ͳ ϭ͕ϬϬϬ͕ϬϬϬ Ͳ ϭϬϬ͘Ϭй Ͳ Ͳ Ͳ Ͳ KŶĞͲƚŝŵĞĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ Ͳ Ψϰ͕ϴϱϬ͕ϬϬϬ Ͳ Ͳ WƌŝŽƌzĞĂƌ^ĐŚŽŽůƐ ZĞǀĞŶƵĞ ϱ͕ϬϬϬ͕ϬϬϬ ϯ͕ϱϬϬ͕ϬϬϬ ϳ͕Ϭϯϲ͕ϲϬϬ ϭϬϭ͘Ϭй ϳ͕Ϭϱϱ͕ϰϬϬ ϰ͕Ϯϲϰ͕ϮϬϬ Ϯ͕ϮϮϴ͕ϮϬϬ ϭ͕ϭϯϬ͕ϳϬϬ TOTAL $309,343,988 $337,892,200 $345,263,200 2.2% $353,008,800 $363,006,200 $364,626,900 $371,916,800

FY2018 Budget Highlights and Future Outlook x /ŶĂŶĞĨĨŽƌƚƚŽƐŝŵƉůŝĨǇǁŽƌŬƉƌŽĐĞƐƐĞƐ͕ďĞŐŝŶŶŝŶŐŝŶ&zϮϬϭϴ͕ƚŚĞƚƌĂŶƐĨĞƌƚŽƐĐŚŽŽůƐǁŝůůďĞƌĞĚƵĐĞĚďǇƚŚĞĐŽƐƚŽĨ ŽƵŶƚǇ ƉƌŽǀŝĚĞĚ ƐĞƌǀŝĐĞƐ ;Ψϲ͘ϯ ŵŝůůŝŽŶ ĨŽƌ &zϮϬϭϴͿ͕ ĞǆĐĞƉƚ ĨŽƌ ƚŚŽƐĞ ƉƌŽǀŝĚĞĚ ďǇ ŽƵŶƚǇ ŝŶƚĞƌŶĂů ƐĞƌǀŝĐĞ ĨƵŶĚƐ͘ ^ĐŚŽŽůƐƚƌĂĚŝƚŝŽŶĂůůǇƌĞƉĂŝĚƚŚŽƐĞĐŽƐƚƐƚŽƚŚĞŽƵŶƚǇǀŝĂŝŶƚĞƌĚĞƉĂƌƚŵĞŶƚĂůƚƌĂŶƐĨĞƌƐƚŚƌŽƵŐŚŽƵƚƚŚĞǇĞĂƌʹƚŚŝƐ ĐŚĂŶŐĞŝƐƐŽůĞůǇƐƚƌƵĐƚƵƌĂůŝŶŶĂƚƵƌĞĂŶĚǁŝůůŚĂǀĞŶŽŝŵƉĂĐƚŽŶƐĐŚŽŽůŽƉĞƌĂƚŝŽŶƐŽƚŚĞƌƚŚĂŶĂƌĞĚƵĐƚŝŽŶŝŶ ĂĚŵŝŶŝƐƚƌĂƚŝǀĞďƵƌĚĞŶ͘^ĞƌǀŝĐĞůĞǀĞůƐǁŝůůƌĞŵĂŝŶĂƚŽƌĂďŽǀĞ&zϮϬϭϳƐĞƌǀŝĐĞůĞǀĞůƐ͘ x tŝƚŚŽƵƚ ĐŽŶƚƌŽůůŝŶŐ ĨŽƌ ƚŚĞ &zϮϬϭϴ ƐĐŚŽŽů ƚƌĂŶƐĨĞƌ ĨŽƌ ŽƵŶƚǇ ƉƌŽǀŝĚĞĚ ƐĞƌǀŝĐĞƐ ;ĚĞƐĐƌŝďĞĚ ĂďŽǀĞͿ͕ ƚŚĞ ĞĨĨĞĐƚŝǀĞ ŝŶĐƌĞĂƐĞŝŶƚŚĞƚŽƚĂůŐĞŶĞƌĂůĨƵŶĚƚƌĂŶƐĨĞƌŝƐΨϭϯ͘ϳŵŝůůŝŽŶ͕Žƌϰ͘ϵƉĞƌĐĞŶƚ͕ŽǀĞƌƚŚĞ&zϮϬϭϳĂĚŽƉƚĞĚƚŽƚĂů͘dŚĞŶĞƚ ŝŶĐƌĞĂƐĞ;Ψϳ͘ϰŵŝůůŝŽŶͿŝƐƉƌŝŵĂƌŝůǇƚŚĞƌĞƐƵůƚŽĨĂƌĞůĂƚŝǀĞůǇĨůĂƚƉƌŽũĞĐƚŝŽŶĨŽƌƐƚĂƚĞƐĂůĞƐƚĂǆĨŽƌĞĚƵĐĂƚŝŽŶĂŶĚĂŶ ŝŶĐƌĞĂƐĞŝŶďĂƐĞůŝŶĞůŽĐĂůĨƵŶĚŝŶŐ;ƵƉΨϭϬ͘ϯŵŝůůŝŽŶǁŝƚŚŽƵƚŶĞƚƚŝŶŐŽƵƚŽƵŶƚǇƉƌŽǀŝĚĞĚƐĞƌǀŝĐĞƐͿ͘hƐĞŽĨƉƌŝŽƌǇĞĂƌ ƐĐŚŽŽůƌĞǀĞŶƵĞŚĂƐŝŶĐƌĞĂƐĞĚΨϯ͘ϱŵŝůůŝŽŶŽǀĞƌƚŚĞ&zϮϬϭϳĂĚŽƉƚĞĚďƵĚŐĞƚĚƵĞƉƌŝŵĂƌŝůǇƚŽƚŚĞƉůĂŶŶĞĚƵƐĞŽĨƚŚĞ ĚĞďƚƐĞƌǀŝĐĞƌĞƐĞƌǀĞ͕ǁŚŝĐŚŝƐĂůůŽǁŝŶŐƚŚĞƌĞĨĞƌĞŶĚƵŵƚŽďĞĞǆĞĐƵƚĞĚ;ĨŝŶĂŶĐŝĂůůǇͿǁŝƚŚŝŶƚŚĞŽƌŝŐŝŶĂůƐĞǀĞŶͲǇĞĂƌ ƚŝŵĞĨƌĂŵĞ͖ŚŽǁĞǀĞƌ͕ŽƵƚǇĞĂƌƐĚĞŵŽŶƐƚƌĂƚĞĂƉůĂŶŶĞĚƐƚĞƉͲĚŽǁŶĨŽƌƚŚĞƵƐĞŽĨƚŚŽƐĞĨƵŶĚƐ͘ x KŶĂƐŝŵŝůĂƌŶŽƚĞ͕ƚŚĞ&zϮϬϭϴƉƌŽƉŽƐĞĚďƵĚŐĞƚĐŽŵƉůĞƚĞƐƚŚĞƉůĂŶŶĞĚƐƚĞƉͲĚŽǁŶŝŶƚŚĞƵƐĞŽĨŽŶĞͲƚŝŵĞĨƵŶĚƐ;ĨƌŽŵ ƚŚĞŽƵŶƚǇͿ͘ x dŚĞŽǀĞƌĂůůĂĚĚŝƚŝŽŶĂůĂŵŽƵŶƚďĞŝŶŐƚƌĂŶƐĨĞƌƌĞĚƚŽƐĐŚŽŽůƐ;Ψϳ͘ϰŵŝůůŝŽŶͿŝƐƐƵĨĨŝĐŝĞŶƚƚŽĨƵŶĚƚŚĞĚŝǀŝƐŝŽŶ͛ƐŐŽĂůƐĨŽƌ ƚŚĞϮϬϭϳͲϮϬϭϴƐĐŚŽŽůǇĞĂƌ͕ŚŝŐŚůŝŐŚƚĞĚďǇĨƵƌƚŚĞƌƉƵƉŝůͲƚŽͲƚĞĂĐŚĞƌƌĂƚŝŽ;WdZͿƌĞĚƵĐƚŝŽŶƐ͕ĨƵŶĚŝŶŐĨŽƌĐŽŶƚŝŶƵĞĚďƵƐ ƌĞƉůĂĐĞŵĞŶƚƐ͕ĂŶĚĂƚǁŽƉĞƌĐĞŶƚƐĂůĂƌǇŝŶĐƌĞĂƐĞĨŽƌƐĐŚŽŽůƐƚĂĨĨ͘ x /ŶĂĚĚŝƚŝŽŶƚŽƚŚŽƐĞƉƌŝŽƌŝƚŝĞƐ͕ƉƌĞǀŝŽƵƐůǇŽƵƚůŝŶĞĚŝŶƚŚĞ&ŝǀĞͲzĞĂƌWůĂŶ͕ƚŚĞĚŝǀŝƐŝŽŶŚĂƐŵĂĚĞƐƚƌĂƚĞŐŝĐĞǆƉĞŶĚŝƚƵƌĞ ƌĞĚƵĐƚŝŽŶƐƚŽĨƵŶĚĂĚĚŝƚŝŽŶĂůŝŶŝƚŝĂƚŝǀĞƐƐƵĐŚĂƐƐĂůĂƌǇĂĚũƵƐƚŵĞŶƚƐĨŽƌďƵƐĚƌŝǀĞƌƐĂŶĚƐĐŚŽŽůůĞǀĞůůĞĂĚĞƌƐŚŝƉ͕ĨƵŶĚŝŶŐ ĨŽƌĂĚĚŝƚŝŽŶĂůĞůĞŵĞŶƚĂƌǇƐƉĞĐŝĂůĞĚƵĐĂƚŝŽŶĐŽŽƌĚŝŶĂƚŽƌƐ͕ĂŶĚŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨĂƉůĂŶƚŽƐŚŽƌĞƵƉƚŚĞƐƵƉƉůĞŵĞŶƚĂů ƌĞƚŝƌĞŵĞŶƚƉƌŽŐƌĂŵ͘ x ZĞĐƵƌƌŝŶŐďĂƐĞůŝŶĞŝŶĐƌĞĂƐĞƐĨŽƌŽƵƚǇĞĂƌƉƌŽũĞĐƚŝŽŶƐǀĂƌǇĨƌŽŵƚŚŽƐĞƉƵďůŝƐŚĞĚŝŶƚŚĞ^ĐŚŽŽůŽĂƌĚ͛ƐĂƉƉƌŽǀĞĚĨŝǀĞͲ ǇĞĂƌƉůĂŶĚƵĞƚŽĂƐŚŝĨƚŝŶŵĞƚŚŽĚŽůŽŐǇĨŽƌƉƌŽũĞĐƚŝŶŐŽƵƚǇĞĂƌƐƚŚĂƚŝƐŐĞŶĞƌĂůůǇĐŽŶƐŝƐƚĞŶƚĨŽƌďŽƚŚƚŚĞŽƵŶƚǇĂŶĚ ƐĐŚŽŽůďƵĚŐĞƚƐ͘ĞŐŝŶŶŝŶŐǁŝƚŚ&zϮϬϭϵ͕ƚŚĞďĞŐŝŶŶŝŶŐƉƵƌĞůŽĐĂůƚƌĂŶƐĨĞƌŝƐƉƌŽƉŽƐĞĚƚŽŝŶĐƌĞĂƐĞďǇƚŚĞŽƵŶƚǇ͛Ɛ ƉƌŽƉŽƌƚŝŽŶĂƚĞƐŚĂƌĞŽĨĂƚǁŽƉĞƌĐĞŶƚƐĂůĂƌǇŝŶĐƌĞĂƐĞ͕ƌŝƐŝŶŐŚĞĂůƚŚĐĂƌĞƉƌĞŵŝƵŵƐ͕sZ^ƌĂƚĞĐŚĂŶŐĞƐĂƐǁĞůůĂƐϭϬϬ ƉĞƌĐĞŶƚŽĨƚŚĞĐŽƐƚŽĨĐŽŶƚŝŶƵŝŶŐƚŚĞĐůĂƐƐƐŝǌĞƌĞĚƵĐƚŝŽŶŝŶŝƚŝĂƚŝǀĞ;ǁŚŝĐŚŝƐĂƉƉƌŽǆŝŵĂƚĞůǇΨϭ͘ϲŵŝůůŝŽŶŝŶ&zϮϬϭϵͿ͘ůů ŽƚŚĞƌŶĞĞĚƐ͕ĨŽƌďŽƚŚƚŚĞŽƵŶƚǇĂŶĚƐĐŚŽŽůƐ͕ǁŝůůďĞĐŽůůĞĐƚŝǀĞůǇĞǀĂůƵĂƚĞĚĂŶĚƉƌŝŽƌŝƚŝǌĞĚŝŶĂƉĂƌƚŶĞƌƐŚŝƉďĞƚǁĞĞŶ ƚŚĞŽƵŶƚǇ͛ƐĐŝƚŝǌĞŶƐ͕ƐƚĂĨĨ͕ĂŶĚůĞĂĚĞƌƐŚŝƉĚƵƌŝŶŐƚŚĞďƵĚŐĞƚƉƌŽĐĞƐƐĞĂĐŚǇĞĂƌ͘dŚĞƵŶĚĞƌůǇŝŶŐƚƌĂŶƐĨĞƌŵĞƚŚŽĚŽůŽŐǇ͕ ŝƚƐĞůĨ͕ ǁŝůů ĂůƐŽ ďĞ ĞǀĂůƵĂƚĞĚ ŵŽǀŝŶŐ ĨŽƌǁĂƌĚ ƚŽ ŵĂŬĞ ƐƵƌĞ ŝƚ ƐƚĂǇƐ ĂďƌĞĂƐƚ ŽĨ ƐŚŝĨƚŝŶŐ ĞĐŽŶŽŵŝĐ ĐŽŶĚŝƚŝŽŶƐ ĂŶĚ ƉŽƚĞŶƚŝĂůĨůƵĐƚƵĂƚŝŽŶƐŝŶƐƚĂƚĞƐƵƉƉŽƌƚĨŽƌůŽĐĂůĞĚƵĐĂƚŝŽŶ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϮϳ FY2018 Budget Schools Budget Summary

^ĐŚŽŽůƐ&ŝŶĂŶĐŝĂů^ƵŵŵĂƌǇ&zϭϲͲ&zϭϴ

FY2016 FY2017 FY2018 YoY REVENUES Actual Adopted Proposed Change >ŽĐĂů^ŽƵƌĐĞƐ ΨϭϬ͕ϵϲϰ͕ϭϱϱ Ψϵ͕Ϯϭϲ͕ϬϬϬ Ψϵ͕ϭϴϴ͕ϭϬϬ ͲϬ͘ϯй ^ƚĂƚĞ Ϯϯϵ͕ϴϭϲ͕ϯϳϱ Ϯϰϴ͕ϴϰϰ͕ϬϬϬ Ϯϲϱ͕ϮϯϮ͕ϳϬϬ ϲ͘ϲй &ĞĚĞƌĂů ϰϭϲ͕ϯϮϯ ϯϵϲ͕ϱϬϬ ϰϭϵ͕ϮϬϬ ϱ͘ϳй &ŽŽĚ^ĞƌǀŝĐĞƐ Ϯϰ͕ϳϬϮ͕ϭϰϲ Ϯϱ͕ϯϯϭ͕ϳϬϬ Ϯϳ͕ϳϬϱ͕ϰϬϬ ϵ͘ϰй 'ƌĂŶƚƐ Ϯϴ͕ϵϲϭ͕ϲϰϰ Ϯϵ͕Ϭϯϱ͕ϭϬϬ Ϯϴ͕ϴϴϳ͕ϳϬϬ ͲϬ͘ϱй >ĞĂƐĞWƵƌĐŚĂƐĞWƌŽĐĞĞĚƐ Ͳ Ͳ Ͳ ŶͬĂ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽů/W ϲϳ͕ϰϯϱ ϳϰ͕ϬϬϬ ϳϰ͕ϬϬϬ Ϭ͘Ϭй SUBTOTAL REVENUES $304,928,079 $312,897,300 $331,507,100 5.9% Transfer from General Fund ^ƚĂƚĞ^ĂůĞƐdĂǆ ΨϲϬ͕ϲϰϬ͕ϭϵϰ Ψϲϯ͕ϰϬϬ͕ϮϬϬ Ψϲϯ͕Ϯϭϵ͕ϰϬϬ ͲϬ͘ϯй >ŽĐĂůdĂǆĞƐ&Žƌ͗ ZĞĐƵƌƌŝŶŐĂƐĞůŝŶĞ Ϯϰϯ͕ϳϬϯ͕ϳϵϰ Ϯϲϵ͕ϵϵϮ͕ϬϬϬ Ϯϳϱ͕ϬϬϳ͕ϮϬϬ ϭ͘ϵй KŶĞͲƚŝŵĞKƉĞƌĂƚŝŶŐ Ͳ ϭ͕ϬϬϬ͕ϬϬϬ Ͳ ͲϭϬϬ͘Ϭй KŶĞͲƚŝŵĞĂƉŝƚĂů Ͳ Ͳ Ͳ ŶͬĂ ^ĐŚŽŽůWƌŝŽƌzĞĂƌZĞƐĞƌǀĞZĞƐƵůƚƐ;ŝŶĐůƵĚŝŶŐĚĞďƚƐĞƌǀŝĐĞͿ ϱ͕ϬϬϬ͕ϬϬϬ ϯ͕ϱϬϬ͕ϬϬϬ ϳ͕Ϭϯϲ͕ϲϬϬ ϭϬϭ͘Ϭй TOTAL GENERAL FUND $309,343,988 $337,892,200 $345,263,200 2.2% ŽŶĚZĞĨƵŶĚŝŶŐWƌŽĐĞĞĚƐ ϭϬϲ͕ϯϳϮ͕ϴϵϮ Ͳ Ͳ ŶͬĂ ƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞϭ ϰϬ͕ϭϱϴ͕ϯϵϭ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ Ϭ͘Ϭй TOTAL REVENUES, TRANSFERS, & RESERVES $760,803,350 $651,789,500 $677,770,300 4.0%

EXPENDITURES /ŶƐƚƌƵĐƚŝŽŶ Ψϯϵϴ͕ϯϮϰ͕ϴϴϳ ΨϰϮϱ͕Ϯϭϱ͕ϴϬϬ Ψϰϰϳ͕ϭϴϴ͕ϬϬϬ ϱ͘Ϯй ĚŵŝŶŝƐƚƌĂƚŝŽŶͬƚƚĞŶĚĂŶĐĞĂŶĚ,ĞĂůƚŚ ϭϵ͕ϳϱϴ͕Ϭϲϵ ϮϮ͕ϰϰϮ͕ϬϬϬ ϮϬ͕ϮϮϱ͕ϮϬϬ Ͳϵ͘ϵй WƵƉŝůdƌĂŶƐƉŽƌƚĂƚŝŽŶ ϯϳ͕ϰϲϬ͕ϵϯϬ ϯϯ͕ϬϱϮ͕ϯϬϬ ϯϰ͕ϱϭϵ͕ϮϬϬ ϰ͘ϰй KƉĞƌĂƚŝŽŶƐΘDĂŝŶƚĞŶĂŶĐĞ ϱϭ͕Ϭϴϲ͕ϳϬϮ ϰϵ͕ϭϲϵ͕ϲϬϬ ϰϴ͕ϯϮϳ͕ϵϬϬ Ͳϭ͘ϳй dĞĐŚŶŽůŽŐǇ ϭϳ͕ϲϯϴ͕ϯϴϭ ϭϮ͕ϲϳϰ͕ϯϬϬ ϭϮ͕ϲϭϱ͕ϬϬϬ ͲϬ͘ϱй Ğďƚ^ĞƌǀŝĐĞ ϭϯϳ͕ϯϰϲ͕ϱϭϭ ϰϳ͕ϵϬϬ͕ϵϬϬ ϱϬ͕Ϯϵϯ͕ϱϬϬ ϱ͘Ϭй 'ƌĂŶƚƐ Ϯϲ͕ϵϱϴ͕ϱϵϲ Ϯϳ͕Ϯϯϱ͕ϭϬϬ Ϯϳ͕Ϭϴϳ͕ϳϬϬ ͲϬ͘ϱй &ŽŽĚ^ĞƌǀŝĐĞ Ϯϯ͕ϯϯϭ͕ϬϵϮ Ϯϱ͕ϯϯϭ͕ϳϬϬ Ϯϳ͕ϮϮϭ͕ϰϬϬ ϳ͘ϱй &ŽŽĚ^ĞƌǀŝĐĞͬ'ƌĂŶƚƐͲdƌĨƚŽĂƉWƌŽũ Ϯ͕Ϯϵϭ͕ϳϴϰ ϭ͕ϴϬϬ͕ϬϬϬ Ϯ͕Ϯϴϰ͕ϬϬϬ Ϯϲ͘ϵй 'ƌŽƵŶĚƐDĂŝŶƚĞŶĂŶĐĞ ϭ͕ϳϳϳ͕ϲϬϬ ϭ͕ϴϮϵ͕ϱϬϬ Ͳ ͲϭϬϬ͘Ϭй ;ZĞƐƚƌĂŝŶĞĚŶŚĂŶĐĞŵĞŶƚͿͬŽŶƚŝŶŐĞŶĐǇ Ͳ Ͳ Ͳ Ϭ͘Ϭй ZĞƐĞƌǀĞƐĂŶĚƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞϭ ϯϴ͕ϵϭϭ͕ϯϭϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ͲϭϬϬ͘Ϭй ZĞƐĞƌǀĞĨŽƌͬdƌĨ͘dŽĂƉŝƚĂůWƌŽũĞĐƚƐ ϱ͕ϵϭϳ͕ϰϴϴ ϰ͕ϭϯϴ͕ϯϬϬ ϳ͕ϬϬϴ͕ϰϬϬ ϲϵ͘ϰй TOTAL EXPENDITURES $760,803,350 $651,789,500 $677,770,300 4.0% KƵƚzĞĂƌŶŚĂŶĐĞŵĞŶƚĂŶĚŝĚĂƚĞƐϮ Ͳ Ͳ Ͳ ŶͬĂ ƉƉŽŵĂƚƚŽǆ'ŽǀĞƌŶŽƌΖƐ^ĐŚŽŽů Ψϯ͕ϲϱϮ͕ϯϮϬ Ψϯ͕ϵϯϰ͕ϰϬϬ Ψϯ͕ϵϭϳ͕ϲϬϬ ͲϬ͘ϰй ŶƌŽůůŵĞŶƚ ϱϵ͕Ϭϳϲ ϱϵ͕ϭϲϬ ϲϬ͕ϬϮϱ ϭ͘ϱй ǀĞƌĂŐĞĂŝůǇDĞŵďĞƌƐŚŝƉ ϱϴ͕ϴϬϳ ϱϴ͕ϴϵϭ ϱϵ͕ϳϱϯ ϭ͘ϱй &ƵůůdŝŵĞƋƵŝǀĂůĞŶƚƐ ϳ͕ϴϬϳ ϳ͕ϳϳϮ ϳ͕ϴϮϱ Ϭ͘ϳй EŽƚĞƐ͗ ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ͘ Ϯ^ĞĞΖ^ĐŚŽŽůƐƵĚŐĞƚ^ƵŵŵĂƌǇ͛ŶĂƌƌĂƚŝǀĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϮϴ FY2018 Budget Schools Budget Summary

^ĐŚŽŽůƐ&ŝŶĂŶĐŝĂů^ƵŵŵĂƌǇ&zϭϵͲ&zϮϮ

FY2019 FY2020 FY2021 FY2022 REVENUES Projected Projected Projected Projected >ŽĐĂů^ŽƵƌĐĞƐ Ψϵ͕ϭϴϴ͕ϭϬϬ Ψϵ͕ϭϴϴ͕ϭϬϬ Ψϵ͕ϭϴϴ͕ϭϬϬ Ψϵ͕ϭϴϴ͕ϭϬϬ ^ƚĂƚĞ Ϯϳϭ͕ϱϴϴ͕ϯϬϬ Ϯϳϲ͕ϵϵϱ͕ϬϬϬ Ϯϴϲ͕ϲϰϲ͕ϮϬϬ ϮϵϮ͕ϯϱϰ͕ϭϬϬ &ĞĚĞƌĂů ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ &ŽŽĚ^ĞƌǀŝĐĞƐ Ϯϴ͕ϰϭϭ͕ϱϬϬ Ϯϵ͕ϭϯϱ͕ϲϬϬ Ϯϵ͕ϴϳϴ͕ϭϬϬ ϯϬ͕ϲϯϵ͕ϲϬϬ 'ƌĂŶƚƐ Ϯϴ͕ϴϴϳ͕ϳϬϬ Ϯϴ͕ϴϴϳ͕ϳϬϬ Ϯϴ͕ϴϴϳ͕ϳϬϬ Ϯϴ͕ϴϴϳ͕ϳϬϬ >ĞĂƐĞWƵƌĐŚĂƐĞWƌŽĐĞĞĚƐ Ͳ Ͳ Ͳ Ͳ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽů/W ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ SUBTOTAL REVENUES $338,594,800 $344,725,600 $355,119,300 $361,588,700 Transfer from General Fund ^ƚĂƚĞ^ĂůĞƐdĂǆ Ψϲϰ͕ϰϴϯ͕ϴϬϬ Ψϲϱ͕ϳϳϯ͕ϱϬϬ Ψϲϳ͕Ϭϴϵ͕ϬϬϬ Ψϲϴ͕ϰϯϬ͕ϴϬϬ >ŽĐĂůdĂǆĞƐ&Žƌ͗ ZĞĐƵƌƌŝŶŐĂƐĞůŝŶĞ Ϯϴϭ͕ϰϲϵ͕ϲϬϬ Ϯϴϴ͕ϭϭϴ͕ϱϬϬ Ϯϵϱ͕ϯϬϵ͕ϳϬϬ ϯϬϮ͕ϯϱϱ͕ϯϬϬ KŶĞͲƚŝŵĞKƉĞƌĂƚŝŶŐ Ͳ Ͳ Ͳ Ͳ KŶĞͲƚŝŵĞĂƉŝƚĂů Ͳ ϰ͕ϴϱϬ͕ϬϬϬ Ͳ Ͳ ^ĐŚŽŽůWƌŝŽƌzĞĂƌZĞƐĞƌǀĞZĞƐƵůƚƐ;ŝŶĐůƵĚŝŶŐĚĞďƚƐĞƌǀŝĐĞͿ ϳ͕Ϭϱϱ͕ϰϬϬ ϰ͕Ϯϲϰ͕ϮϬϬ Ϯ͕ϮϮϴ͕ϮϬϬ ϭ͕ϭϯϬ͕ϳϬϬ TOTAL GENERAL FUND $353,008,800 $363,006,200 $364,626,900 $371,916,800 ŽŶĚZĞĨƵŶĚŝŶŐWƌŽĐĞĞĚƐ Ͳ Ͳ Ͳ Ͳ ƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞϭ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ TOTAL REVENUES, TRANSFERS, & RESERVES $692,603,600 $708,731,800 $720,746,200 $734,505,500

EXPENDITURES /ŶƐƚƌƵĐƚŝŽŶ Ψϰϱϰ͕ϳϭϭ͕ϲϬϬ Ψϰϲϱ͕ϱϰϲ͕ϴϬϬ ΨϰϳϮ͕ϴϰϱ͕ϭϬϬ ΨϰϴϮ͕ϯϭϳ͕ϬϬϬ ĚŵŝŶŝƐƚƌĂƚŝŽŶͬƚƚĞŶĚĂŶĐĞĂŶĚ,ĞĂůƚŚ ϮϬ͕ϳϴϳ͕ϮϬϬ Ϯϭ͕ϰϰϬ͕ϯϬϬ Ϯϭ͕ϵϮϳ͕ϲϬϬ ϮϮ͕ϱϮϯ͕ϴϬϬ WƵƉŝůdƌĂŶƐƉŽƌƚĂƚŝŽŶ ϯϱ͕ϰϳϴ͕ϰϬϬ ϯϲ͕ϱϵϯ͕ϬϬϬ ϯϳ͕ϰϮϰ͕ϵϬϬ ϯϴ͕ϰϰϮ͕ϯϬϬ KƉĞƌĂƚŝŽŶƐΘDĂŝŶƚĞŶĂŶĐĞ ϰϵ͕ϲϳϬ͕ϳϬϬ ϱϭ͕Ϯϯϭ͕ϰϬϬ ϱϮ͕ϯϵϱ͕ϵϬϬ ϱϯ͕ϴϮϬ͕ϰϬϬ dĞĐŚŶŽůŽŐǇ ϭϮ͕ϵϲϱ͕ϱϬϬ ϭϯ͕ϯϳϮ͕ϵϬϬ ϭϯ͕ϲϳϲ͕ϴϬϬ ϭϰ͕Ϭϰϴ͕ϳϬϬ Ğďƚ^ĞƌǀŝĐĞ ϱϮ͕ϲϳϭ͕ϲϬϬ ϱϮ͕ϮϯϮ͕ϵϬϬ ϱϮ͕ϲϳϮ͕ϯϬϬ ϱϭ͕ϳϮϳ͕ϵϬϬ 'ƌĂŶƚƐ Ϯϳ͕ϴϰϬ͕ϯϬϬ Ϯϴ͕ϳϭϱ͕ϭϬϬ Ϯϵ͕ϯϲϳ͕ϴϬϬ ϯϬ͕ϭϲϲ͕ϯϬϬ &ŽŽĚ^ĞƌǀŝĐĞ Ϯϴ͕ϰϳϱ͕ϮϬϬ Ϯϵ͕ϯϲϵ͕ϵϬϬ ϯϬ͕Ϭϯϳ͕ϱϬϬ ϯϬ͕ϴϱϰ͕ϮϬϬ &ŽŽĚ^ĞƌǀŝĐĞͬ'ƌĂŶƚƐͲdƌĨƚŽĂƉWƌŽũ ϭ͕ϴϬϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ 'ƌŽƵŶĚƐDĂŝŶƚĞŶĂŶĐĞ Ͳ Ͳ Ͳ Ͳ ;ZĞƐƚƌĂŝŶĞĚŶŚĂŶĐĞŵĞŶƚͿͬŽŶƚŝŶŐĞŶĐǇ Ͳ Ͳ Ͳ Ͳ ZĞƐĞƌǀĞƐĂŶĚƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞϭ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ZĞƐĞƌǀĞĨŽƌͬdƌĨ͘dŽĂƉŝƚĂůWƌŽũĞĐƚƐ ϳ͕ϮϬϯ͕ϭϬϬ ϳ͕ϰϮϵ͕ϱϬϬ ϳ͕ϱϵϴ͕ϯϬϬ ϳ͕ϴϬϰ͕ϵϬϬ TOTAL EXPENDITURES $692,603,600 $708,731,800 $720,746,200 $734,505,500 KƵƚzĞĂƌŶŚĂŶĐĞŵĞŶƚĂŶĚŝĚĂƚĞƐϮ Ψϰ͕ϵϬϭ͕ϴϬϬ Ψϴ͕ϱϬϳ͕ϵϬϬ Ψϭϭ͕ϵϴϰ͕ϵϬϬ Ψϭϱ͕ϲϵϰ͕ϲϬϬ ƉƉŽŵĂƚƚŽǆ'ŽǀĞƌŶŽƌΖƐ^ĐŚŽŽů Ψϯ͕ϵϭϳ͕ϲϬϬ Ψϯ͕ϵϭϳ͕ϲϬϬ Ψϯ͕ϵϭϳ͕ϲϬϬ Ψϯ͕ϵϭϳ͕ϲϬϬ ŶƌŽůůŵĞŶƚ ϲϬ͕ϰϵϲ ϲϬ͕ϳϯϰ ϲϭ͕ϭϱϲ ϲϭ͕ϲϬϰ ǀĞƌĂŐĞĂŝůǇDĞŵďĞƌƐŚŝƉ ϲϬ͕ϮϮϰ ϲϬ͕ϰϲϭ ϲϬ͕ϴϴϭ ϲϭ͕ϯϮϳ &ƵůůdŝŵĞƋƵŝǀĂůĞŶƚƐ ϳ͕ϴϴϴ ϳ͕ϵϮϴ ϳ͕ϵϲϴ ϳ͕ϵϵϲ EŽƚĞƐ͗ ϭhƐĞŽĨZĞƐĞƌǀĞƐĞƋƵĂůƐŽŵŵŝƚƚĞĚ͕ZĞƐƚƌŝĐƚĞĚ͕ŽƌƐƐŝŐŶĞĚ͘ Ϯ^ĞĞΖ^ĐŚŽŽůƐƵĚŐĞƚ^ƵŵŵĂƌǇ͛ŶĂƌƌĂƚŝǀĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϮϵ ϭϯϬ FY2018 Budget

&zϮϬϭϴƉƉƌŽƉƌŝĂƚŝŽŶƐZĞƐŽůƵƚŝŽŶ

Z^K>hd/KEdKWWZKWZ/d^/'Ed&hE^EKhEd^&ZKD^/'Ed ^d/Dd ZsEh^ &KZ &zϮϬϭϴ&KZd,KWZd/E'h'd^Ed,W/d>/DWZKsDEdWZK'ZD&KZd,KhEdzK&,^dZ&/>͕ s/Z'/E/

/d,ZzZ^K>sďǇƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐŽĨƚŚĞŽƵŶƚǇŽĨŚĞƐƚĞƌĨŝĞůĚ͗ dŚĂƚĨŽƌƚŚĞĨŝƐĐĂůǇĞĂƌďĞŐŝŶŶŝŶŐŽŶƚŚĞĨŝƌƐƚĚĂǇŽĨ:ƵůǇϮϬϭϳĂŶĚĞŶĚŝŶŐŽŶƚŚĞƚŚŝƌƚŝĞƚŚĚĂǇŽĨ:ƵŶĞϮϬϭϴ͕ƚŚĞĨŽůůŽǁŝŶŐ ƐĞĐƚŝŽŶƐƐŚĂůůďĞĂĚŽƉƚĞĚ͗

^ĞĐ͘ϭ dŚĞĨŽůůŽǁŝŶŐĚĞƐŝŐŶĂƚĞĚĨƵŶĚƐĂŶĚĂĐĐŽƵŶƚƐƐŚĂůůďĞĂƉƉƌŽƉƌŝĂƚĞĚĨƌŽŵƚŚĞĚĞƐŝŐŶĂƚĞĚĞƐƚŝŵĂƚĞĚƌĞǀĞŶƵĞƐĨŽƌ ŽƉĞƌĂƚŝŽŶƐ ĂŶĚ ƚŽ ƉƌŽǀŝĚĞ Ă ĐĂƉŝƚĂů ŝŵƉƌŽǀĞŵĞŶƚ ƉƌŽŐƌĂŵ ĨŽƌ ƚŚĞŽƵŶƚǇ͘/ƚŝƐƚŚĞŝŶƚĞŶƚŽĨƚŚĞŽĂƌĚŽĨ ^ƵƉĞƌǀŝƐŽƌƐƚŚĂƚŐĞŶĞƌĂůƉƌŽƉĞƌƚǇƚĂǆĞƐůĞǀŝĞĚŽŶ:ĂŶƵĂƌǇϭ͕ϮϬϭϳ͕ĂŶĚĚƵĞĞĐĞŵďĞƌϱ͕ϮϬϭϳ͕ďĞĂƉƉƌŽƉƌŝĂƚĞĚ ĨŽƌ &zϮϬϭϴ͘ dŚĞƐĞ ĂƉƉƌŽƉƌŝĂƚŝŽŶƐ ǁŝůů ďĞ ŵĂĚĞ ǁŝƚŚ ƌĞǀĞŶƵĞƐ ƉƌŽũĞĐƚĞĚ ǁŝƚŚ Ă Ψ͘ϵϲ ƌĞĂů ĞƐƚĂƚĞ ƚĂǆ ƌĂƚĞ ĨŽƌ ĐĂůĞŶĚĂƌǇĞĂƌϮϬϭϳ͘

General Fund FY2018 Proposed Estimated Revenue: Local Sources 'ĞŶĞƌĂůWƌŽƉĞƌƚǇdĂǆĞƐ ΨϰϯϮ͕ϯϮϮ͕ϱϬϬ KƚŚĞƌ>ŽĐĂůdĂǆĞƐ ϭϭϵ͕Ϯϴϵ͕ϰϬϬ >ŝĐĞŶƐĞƐ͕WĞƌŵŝƚƐ͕Θ&ĞĞƐ ϳ͕Ϭϳϭ͕ϭϬϬ &ŝŶĞƐ͕&ŽƌĨĞŝƚƵƌĞƐΘhƐĞƐŽĨDŽŶĞǇΘWƌŽƉĞƌƚǇ ϯ͕ϮϭϮ͕ϳϬϬ ^ĞƌǀŝĐĞŚĂƌŐĞƐ ϭϮ͕ϱϴϲ͕ϵϬϬ DŝƐĐĞůůĂŶĞŽƵƐĂŶĚZĞĐŽǀĞƌĞĚŽƐƚƐ ϱ͕ϳϱϮ͕ϮϬϬ Other Agencies ^ƚĂƚĞĂŶĚ&ĞĚĞƌĂů ϭϰϰ͕Ϭϳϰ͕ϲϬϬ Other Financing Sources hƐĞŽĨZĞƐƚƌŝĐƚĞĚ͕ŽŵŵŝƚƚĞĚ͕ŽƌƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞ ϭϱ͕ϭϴϭ͕ϳϬϬ dƌĂŶƐĨĞƌĨƌŽŵŽƵŶƚǇ'ƌĂŶƚƐ&ƵŶĚ ϭ͕ϰϰϳ͕ϵϬϬ dƌĂŶƐĨĞƌĨƌŽŵDĞŶƚĂů,ĞĂůƚŚ͕^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ ϰϰϲ͕ϵϬϬ dƌĂŶƐĨĞƌĨƌŽŵ&ůĞĞƚDĂŶĂŐĞŵĞŶƚ ϳ͕ϮϬϬ dƌĂŶƐĨĞƌĨƌŽŵtĂƚĞƌKƉĞƌĂƚŝŶŐ&ƵŶĚ ϭ͕ϵϬϬ dƌĂŶƐĨĞƌĨƌŽŵtĂƐƚĞǁĂƚĞƌKƉĞƌĂƚŝŶŐ&ƵŶĚ ϭ͕ϯϬϬ Total Revenues $741,396,300

Appropriations: 'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚ Ψϱϲ͕ϴϴϲ͕ϵϬϬ ĚŵŝŶŝƐƚƌĂƚŝŽŶŽĨ:ƵƐƚŝĐĞ ϵ͕ϰϭϭ͕ϬϬϬ WƵďůŝĐ^ĂĨĞƚǇ ϭϳϭ͕ϳϳϱ͕ϰϬϬ WƵďůŝĐtŽƌŬƐ ϭϴ͕ϰϱϯ͕ϱϬϬ ,ĞĂůƚŚΘtĞůĨĂƌĞ Ϯϵ͕ϯϮϴ͕ϴϬϬ WĂƌŬƐ͕ZĞĐƌĞĂƚŝŽŶ͕ƵůƚƵƌĂů Ϯϭ͕ϲϴϯ͕ϳϬϬ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ ϮϬ͕Ϯϰϱ͕ϬϬϬ Ğďƚ^ĞƌǀŝĐĞ Ϯϰ͕Ϭϲϴ͕ϬϬϬ KƉĞƌĂƚŝŶŐdƌĂŶƐĨĞƌƐ ϯϴϴ͕ϴϴϭ͕ϲϬϬ ƐƐŝŐŶŵĞŶƚƐ ϲϲϮ͕ϰϬϬ Total General Fund $741,396,300

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϯϭ FY2018 Budget Appropriations Resolution

Comprehensive Services Fund Estimated Revenue: ZĞŝŵďƵƌƐĞŵĞŶƚ͕ŽůŽŶŝĂů,ĞŝŐŚƚƐ Ψϰϲϵ͕ϱϬϬ ^ƚĂƚĞŝĚ͕ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ ϴ͕ϲϲϯ͕ϵϬϬ dƌĂŶƐĨĞƌĨƌŽŵ^ŽĐŝĂů^ĞƌǀŝĐĞƐ ϰϰϱ͕ϮϬϬ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽůƐ ϯ͕ϲϯϳ͕ϲϬϬ dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ ϭ͕ϵϮϮ͕ϲϬϬ hƐĞŽĨhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϱϱϲ͕ϬϬϬ Total Revenues and Funding Sources $15,694,800

Appropriations: KƉĞƌĂƚŝŶŐǆƉĞŶƐĞƐ Ψϭϰ͕ϵϳϯ͕ϲϬϬ ĚĚŝƚŝŽŶƚŽhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϳϮϭ͕ϮϬϬ Total Appropriations $15,694,800

School Operating Fund Estimated Revenue: >ŽĐĂů^ŽƵƌĐĞƐ ΨϮϬ͕ϮϮϯ͕ϮϬϬ ^ƚĂƚĞ Ϯϲϴ͕Ϭϲϴ͕ϱϬϬ &ĞĚĞƌĂů ϯϳ͕ϴϵϯ͕ϵϰϬ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽů/W ϳϰ͕ϬϬϬ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽůKƉĞƌĂƚŝŶŐ ϰϱϬ͕ϰϬϬ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽů&ŽŽĚ^ĞƌǀŝĐĞ ϳϬϬ͕ϬϬϬ hƐĞŽĨZĞƐĞƌǀĞ ϰ͕Ϭϵϳ͕ϬϲϬ dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ͗ ^ƚĂƚĞ^ĂůĞƐdĂǆ ϲϯ͕Ϯϭϵ͕ϰϬϬ >ŽĐĂůdĂǆĞƐ Ϯϲϲ͕ϬϬϳ͕ϮϬϬ WƌŝŽƌzĞĂƌZĞǀĞŶƵĞ ϳ͕Ϭϯϲ͕ϲϬϬ dŽƚĂů'ĞŶĞƌĂů&ƵŶĚ ϯϯϲ͕Ϯϲϯ͕ϮϬϬ hƐĞŽĨƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞ ϭ͕ϬϬϬ͕ϬϬϬ Total Revenues and Funding Sources $668,770,300

Appropriations: /ŶƐƚƌƵĐƚŝŽŶ Ψϰϲϰ͕ϳϭϯ͕ϬϮϳ ĚŵŝŶŝƐƚƌĂƚŝŽŶ͕ƚƚĞŶĚĂŶĐĞΘ,ĞĂůƚŚ ϮϬ͕ϱϰϱ͕ϴϬϬ WƵƉŝůdƌĂŶƐƉŽƌƚĂƚŝŽŶ ϯϰ͕ϱϯϰ͕Ϯϭϱ KƉĞƌĂƚŝŽŶƐΘDĂŝŶƚĞŶĂŶĐĞ ϰϴ͕ϯϮϳ͕ϴϴϵ dĞĐŚŶŽůŽŐǇ ϭϯ͕Ϭϲϱ͕ϯϮϭ Ğďƚ^ĞƌǀŝĐĞ ϱϬ͕Ϯϵϯ͕ϱϬϬ &ŽŽĚ^ĞƌǀŝĐĞ Ϯϲ͕ϵϵϴ͕ϭϰϴ dƌĂŶƐĨĞƌƚŽĂŶĚͬŽƌƐƐŝŐŶŵĞŶƚĨŽƌ^ĐŚŽŽůĂƉŝƚĂůWƌŽũĞĐƚƐ ϵ͕ϮϵϮ͕ϰϬϬ hŶĂƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞ͕ϲͬϯϬͬϮϬϭϴ ϭ͕ϬϬϬ͕ϬϬϬ Total Appropriations $668,770,300

Schools - Appomattox Regional Governor's School Fund Estimated Revenue: >ŽĐĂů^ŽƵƌĐĞƐ ΨϮ͕ϱϴϳ͕ϴϬϬ ^ƚĂƚĞ ϭ͕ϯϮϵ͕ϴϬϬ Total Revenues and Funding Sources $3,917,600 Appropriations ĚƵĐĂƚŝŽŶ ϯ͕ϵϭϳ͕ϲϬϬ Total Appropriations $3,917,600

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϯϮ FY2018 Budget Appropriations Resolution

County Grants Fund Estimated Revenue: KƚŚĞƌ'ŽǀĞƌŶŵĞŶƚƐ ΨϭϮ͕ϯϴϳ͕ϯϬϬ dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ ϭ͕ϯϯϰ͕ϯϬϬ hƐĞŽĨZĞƐƚƌŝĐƚĞĚ͕ŽŵŵŝƚƚĞĚ͕ŽƌƐƐŝŐŶĞĚ&ƵŶĚĂůĂŶĐĞ Ϯϭ͕ϮϬϬ Total Revenues and Funding Sources $13,742,800

Appropriations: ĚƵůƚĂŶĚ:ƵǀĞŶŝůĞƌƵŐŽƵƌƚƐ ΨϵϳϮ͕ϮϬϬ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚůŽĐŬ'ƌĂŶƚͬ,KD ϭ͕ϱϵϮ͕ϲϬϬ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞWƌŽƐĞĐƵƚŽƌ ϴϰ͕ϵϬϬ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞsŝĐƚŝŵĚǀŽĐĂƚĞ;sͲ^dKWͿ ϲϬ͕ϰϬϬ DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ'ƌĂŶƚƐ Ϯ͕ϱϭϬ͕ϳϬϬ &ŝƌĞĂŶĚD^ZĞǀĞŶƵĞZĞĐŽǀĞƌǇ ϲ͕ϱϮϬ͕ϬϬϬ WŽůŝĐĞ'ƌĂŶƚƐ ϲϰ͕ϴϬϬ dĞĐŚŶŽůŽŐǇdƌƵƐƚ&ƵŶĚ Ϯϭϱ͕ϰϬϬ h^'ƌĂŶƚͲ:ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ ϲϱ͕ϬϬϬ sŝĐƚŝŵͬtŝƚŶĞƐƐƐƐŝƐƚĂŶĐĞ ϳϲϰ͕ϴϬϬ sŝƌŐŝŶŝĂ:ƵǀĞŶŝůĞŽŵŵƵŶŝƚǇƌŝŵĞŽŶƚƌŽůĐƚ;s:Ϳ ϴϵϮ͕ϬϬϬ Total Appropriations $13,742,800

County CIP Fund Estimated Revenue: dƌĂŶƐĨĞƌĨƌŽŵ'ĞŶĞƌĂů&ƵŶĚ ΨϮϴ͕ϰϬϯ͕ϵϴϳ 'ĞŶĞƌĂůKďůŝŐĂƚŝŽŶŽŶĚƐ ϭϮ͕ϵϬϬ͕ϬϬϬ >ĞĂƐĞ&ŝŶĂŶĐŝŶŐ ϴ͕ϭϬϬ͕ϬϬϬ ĞǀĞůŽƉĞƌŽŶƚƌŝďƵƚŝŽŶƐͬ/ŶƚĞƌĞƐƚĂƌŶŝŶŐƐ ϳ͕ϳϭϯ͕ϮϮϬ dƌĂŶƐĨĞƌĨƌŽŵĂƐŚWƌŽĨĨĞƌƐ ϱϭϯ͕ϮϮϬ ^ƚĂƚĞ&ƵŶĚƐ ϭϬ͕ϬϬϬ͕ϬϬϬ Total Revenues $67,630,427

Appropriations: ŽƵŶƚǇĂƉŝƚĂůWƌŽũĞĐƚƐ Ψϱϵ͕ϵϭϳ͕ϮϬϳ dƌĂŶƐĨĞƌƚŽĂƉŝƚĂůWƌŽũĞĐƚƐĨƌŽŵĂƐŚWƌŽĨĨĞƌƐ ϳ͕ϳϭϯ͕ϮϮϬ Total County CIP Funds $67,630,427 Note͗ŶĂĚĚŝƚŝŽŶĂůΨϮ͕ϮϬϵ͕ϳϵϯŝŶĐŽƵŶƚǇƉƌŽũĞĐƚƐĂǀŝŶŐƐŝƐ ĂůƌĞĂĚǇĂƉƉƌŽƉƌŝĂƚĞĚŝŶƚŚĞĐĂƉŝƚĂůƉƌŽũĞĐƚĨƵŶĚƚŚĂƚǁŝůůďĞ ƌĞĂůůŽĐĂƚĞĚĨŽƌŶĞǁƉƌŽũĞĐƚƐ͘

Schools CIP Fund Estimated Revenue: ŽŶĚWƌŽĐĞĞĚƐ Ψϲϰ͕ϵϮϰ͕ϱϬϬ /ŶƚĞƌĞƐƚĂƌŶŝŶŐƐ ϳϰ͕ϬϬϬ dƌĂŶƐĨĞƌĨƌŽŵĂƐŚWƌŽĨĨĞƌ&ƵŶĚ ϳ͕ϮϬϬ͕ϬϬϬ dƌĨĨƌŽŵ^ĐŚŽŽů'ƌĂŶƚ&ƵŶĚ;^ƚĂƚĞdĞĐŚŶŽůŽŐǇ&ƵŶĚƐͿ ϭ͕ϴϬϬ͕ϬϬϬ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽů&ŽŽĚ^ĞƌǀŝĐĞ ϰϴϰ͕ϬϬϬ dƌĂŶƐĨĞƌĨƌŽŵ^ĐŚŽŽůZĞƐĞƌǀĞĨŽƌ&ƵƚƵƌĞĂƉŝƚĂůWƌŽũĞĐƚƐ ϳ͕ϬϬϴ͕ϰϬϬ Total Revenue and Transfers $81,490,900

Appropriations: ^ĐŚŽŽůĂƉŝƚĂůWƌŽũĞĐƚƐ Ψϴϭ͕ϰϭϲ͕ϵϬϬ dƌĂŶƐĨĞƌƚŽ^ĐŚŽŽůKƉĞƌĂƚŝŶŐ&ƵŶĚ ϳϰ͕ϬϬϬ Total Appropriations $81,490,900

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϯϯ FY2018 Budget Appropriations Resolution

Fleet Management and Radio Shop Estimated Revenue: &ůĞĞƚDĂŶĂŐĞŵĞŶƚŚĂƌŐĞƐ Ψϭϴ͕ϬϵϮ͕ϯϬϬ ZĂĚŝŽ^ŚŽƉŚĂƌŐĞƐ Ϯ͕Ϭϱϴ͕ϱϬϬ Total Revenue and Funding Sources $20,150,800

Appropriations: &ůĞĞƚDĂŶĂŐĞŵĞŶƚKƉĞƌĂƚŝŽŶƐ Ψϭϳ͕ϳϬϰ͕ϬϬϬ ZĂĚŝŽ^ŚŽƉKƉĞƌĂƚŝŽŶƐ Ϯ͕Ϭϱϴ͕ϱϬϬ ĚĚŝƚŝŽŶƚŽhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϯϴϴ͕ϯϬϬ Total Appropriations $20,150,800

Risk Management Fund

Estimated Revenue: KƉĞƌĂƚŝŶŐZĞǀĞŶƵĞƐ Ψϵ͕ϯϯϵ͕ϬϬϬ Total Revenue $9,339,000

Appropriations: ZŝƐŬDĂŶĂŐĞŵĞŶƚKƉĞƌĂƚŝŽŶƐ Ψϵ͕ϯϯϵ͕ϬϬϬ Total Appropriations $9,339,000

Healthcare Fund

Estimated Revenue: ŵƉůŽǇĞĞŽŶƚƌŝďƵƚŝŽŶƐ Ψϯϭ͕ϭϵϱ͕ϰϬϬ ŵƉůŽǇĞƌŽŶƚƌŝďƵƚŝŽŶƐ ϴϮ͕ϯϬϰ͕ϲϬϬ Total Revenue $113,500,000

Appropriations: KƉĞƌĂƚŝŶŐǆƉĞŶĚŝƚƵƌĞƐ Ψϭϭϯ͕ϱϬϬ͕ϬϬϬ Total Appropriations $113,500,000

Airport Fund Estimated Revenue: KƉĞƌĂƚŝŶŐZĞǀĞŶƵĞ Ψϳϱϯ͕ϳϬϬ ^ƚĂƚĞĂŶĚ&ĞĚĞƌĂů ϮϬϬ͕ϬϬϬ >ĞĂƐĞ&ŝŶĂŶĐŝŶŐ ϭ͕ϴϬϬ͕ϬϬϬ Total Revenue $2,753,700

Appropriations: ŝƌƉŽƌƚKƉĞƌĂƚŝŽŶƐĂŶĚĂƉŝƚĂůWƌŽũĞĐƚƐ ΨϮ͕ϳϱϯ͕ϳϬϬ Total Appropriations $2,753,700

Utilities Funds Estimated Revenue: ^ĞƌǀŝĐĞŚĂƌŐĞƐ Ψϵϯ͕ϳϬϬ͕ϬϬϬ ĂƉŝƚĂůŽƐƚZĞĐŽǀĞƌǇŚĂƌŐĞƐ ϭϵ͕Ϯϵϭ͕ϬϬϬ KƚŚĞƌ ϰ͕ϲϰϴ͕ϮϬϬ hƐĞŽĨhŶƌĞƐƚƌŝĐƚĞĚEĞƚƐƐĞƚƐ ϱϳ͕ϵϬϰ͕ϯϬϬ Total Revenue $175,543,500

Appropriations: KƉĞƌĂƚŝŽŶƐ Ψϲϭ͕ϴϱϰ͕ϮϬϬ Ğďƚ^ĞƌǀŝĐĞ ϲ͕ϵϵϬ͕ϰϬϬ dƌĂŶƐĨĞƌƚŽĂƉŝƚĂůWƌŽũĞĐƚƐ&ƵŶĚ ϭϬϲ͕ϲϵϴ͕ϵϬϬ Total Appropriations $175,543,500

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϯϰ FY2018 Budget Appropriations Resolution

Utilities Capital Project Funds Estimated Revenue: dƌĂŶƐĨĞƌĨƌŽŵ/ŵƉƌŽǀĞŵĞŶƚͬZĞƉůĂĐĞŵĞŶƚ&ƵŶĚ ΨϭϬϲ͕ϲϵϴ͕ϵϬϬ Total Revenue $106,698,900

Appropriations: ĂƉŝƚĂůWƌŽũĞĐƚƐ ΨϭϬϲ͕ϲϵϴ͕ϵϬϬ Total Appropriations $106,698,900

Stormwater Utility Fund Estimated Revenue: dƌĂŶƐĨĞƌĨƌŽŵ/ŵƉƌŽǀĞŵĞŶƚͬZĞƉůĂĐĞŵĞŶƚ&ƵŶĚ Ψϱ͕ϵϲϳ͕ϰϬϬ Total Revenue $5,967,400

Appropriations: KƉĞƌĂƚŝŶŐǆƉĞŶƐĞƐ Ψϱ͕ϵϲϳ͕ϰϬϬ Total Appropriations $5,967,400 Note͗Ψϭ͕ϵϴϳ͕ϭϬϬŝŶĞǆŝƐƚŝŶŐĂƉƉƌŽƉƌŝĂƚŝŽŶƐǁŝůůĂůƐŽďĞ ƵƐĞĚƚŽĨƵŶĚ&zϮϬϭϴƉƌŽũĞĐƚƐ͘

Mental Health Support Services Estimated Revenue: ^ƚĂƚĞ Ψϱ͕Ϭϭϵ͕ϱϬϬ &ĞĚĞƌĂů ϵϬϳ͕ϰϬϬ KƚŚĞƌZĞǀĞŶƵĞ Ϯϭ͕ϴϵϵ͕ϮϬϬ dƌĂŶƐĨĞƌĨƌŽŵ'& ϭϭ͕ϴϳϯ͕ϬϬϬ Total Revenue $39,699,100

Appropriations: KƉĞƌĂƚŝŶŐǆƉĞŶƐĞƐ Ψϯϴ͕ϴϲϬ͕ϭϬϬ dƌĂŶƐĨĞƌƚŽ'ĞŶĞƌĂů&ƵŶĚ ϰϰϲ͕ϵϬϬ dƌĂŶƐĨĞƌƚŽ'ƌĂŶƚƐ ϯϵϮ͕ϭϬϬ Total Appropriations $39,699,100

^ĞĐ͘Ϯ ^ƵďƐĞƋƵĞŶƚ ƚŽ ƚŚĞ ĂƉƉƌŽƉƌŝĂƚŝŽŶƐ ŽƵƚůŝŶĞĚ ŝŶ ƐĞĐƚŝŽŶ ϭ͕ ƚŚĞ ŽĂƌĚ ŽĨ ^ƵƉĞƌǀŝƐŽƌƐ ŵĂǇ ŵĂŬĞ ĂĚĚŝƚŝŽŶĂů ĂƉƉƌŽƉƌŝĂƚŝŽŶƐŝĨƚŚĞƌĞŝƐĂŶƵŶĞŶĐƵŵďĞƌĞĚĂŶĚƵŶĂƉƉƌŽƉƌŝĂƚĞĚƐƵŵƐƵĨĨŝĐŝĞŶƚƚŽĂƉƉƌŽƉƌŝĂƚĞ͘

^ĞĐ͘ϯ dŚĞŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌŵĂǇŝŶĐƌĞĂƐĞĂƉƉƌŽƉƌŝĂƚŝŽŶƐĨŽƌŶŽŶͲďƵĚŐĞƚĞĚƌĞǀĞŶƵĞƚŚĂƚŵĂǇŽĐĐƵƌĚƵƌŝŶŐƚŚĞ ĨŝƐĐĂů ǇĞĂƌ ĂƐ ĨŽůůŽǁƐ͗ ŝŶƐƵƌĂŶĐĞ ƌĞĐŽǀĞƌŝĞƐ ŽĨ ĂŶǇ ĂŵŽƵŶƚ ƌĞĐĞŝǀĞĚ ĨŽƌ ĚĂŵĂŐĞ ƚŽ ĂŶǇ ŽƵŶƚǇ ƉƌŽƉĞƌƚǇ͕ ŝŶĐůƵĚŝŶŐǀĞŚŝĐůĞƐ͕ĨŽƌǁŚŝĐŚĐŽƵŶƚǇĨƵŶĚƐŚĂǀĞďĞĞŶĞǆƉĞŶĚĞĚƚŽŵĂŬĞƌĞƉĂŝƌƐ͖ƌĞĨƵŶĚƐŽƌƌĞŝŵďƵƌƐĞŵĞŶƚƐ͕ŝŶ ĂŶǇĂŵŽƵŶƚ͕ŵĂĚĞƚŽƚŚĞŽƵŶƚǇĨŽƌǁŚŝĐŚƚŚĞŽƵŶƚǇŚĂƐĞǆƉĞŶĚĞĚĨƵŶĚƐĚŝƌĞĐƚůǇƌĞůĂƚĞĚƚŽƚŚĂƚƌĞĨƵŶĚŽƌ ƌĞŝŵďƵƌƐĞŵĞŶƚ͖ĂŶĚŽƚŚĞƌƌĞǀĞŶƵĞŶŽƚƚŽĞǆĐĞĞĚΨϱϬ͕ϬϬϬ͘

ƵĚŐĞƚ ŚĂŶŐĞ ZĞƋƵĞƐƚƐ ĂƌĞ ƌĞƋƵŝƌĞĚ ǁŚĞŶ ƚƌĂŶƐĨĞƌƌŝŶŐ ĨƵŶĚƐ ďĞƚǁĞĞŶ ĂƉƉƌŽƉƌŝĂƚŝŽŶ ĐĂƚĞŐŽƌŝĞƐ͕ ǁŚĞŶ ĂƉƉƌŽƉƌŝĂƚŝŶŐƌĞǀĞŶƵĞĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐ͕ŽƌǁŚĞŶƵƐŝŶŐĂƌĞƐĞƌǀĞ͘ ƉƉƌŽǀĂů ůĞǀĞůƐ ďĞůŽǁ ƚŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ͛Ɛ ΨϱϬ͕ϬϬϬ ƚŚƌĞƐŚŽůĚ ŝƐ ĚĞůĞŐĂƚĞĚ Ăƚ ƚŚĞ ĨŽůůŽǁŝŶŐ ŝŶĐƌĞŵĞŶƚƐ͗ ΨϬͲϭϬ͕ϬϬϬ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚ ŶĂůǇƐƚ͕ ΨϭϬ͕ϬϬϭͲϮϬ͕ϬϬϬ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚ ŝƌĞĐƚŽƌ͕ ΨϮϬ͕ϬϬϭͲϱϬ͕ϬϬϬ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ͘ ŶǇ ďƵĚŐĞƚ ĐŚĂŶŐĞ ƌĞƋƵĞƐƚ ĂďŽǀĞ ΨϱϬ͕ϬϬϬ ǁŝůů ďĞ ƚĂŬĞŶ ƚŽ ƚŚĞ ŽĂƌĚ ŽĨ ^ƵƉĞƌǀŝƐŽƌƐ ĨŽƌ ĂƉƉƌŽǀĂů͘

^ĞĐ͘ϰ dŚĞŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌʹŝŶĐŽŶĐĞƌƚǁŝƚŚƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐʹŵĂǇŝŶĐƌĞĂƐĞƚŚĞŐĞŶĞƌĂůĨƵŶĚƚƌĂŶƐĨĞƌ ĂŶĚĂƉƉƌŽƉƌŝĂƚĞŝŶƚŚĞƐĐŚŽŽůŽƉĞƌĂƚŝŶŐĨƵŶĚ͕ĐŽŶƚŝŶŐĞŶƚƵƉŽŶĂǀĂŝůĂďŝůŝƚǇ ŽĨ ĨƵŶĚƐ ĂŶĚ ŽƚŚĞƌ ĐŝƌĐƵŵƐƚĂŶĐĞƐ͕ ďĂƐĞĚŽŶƚŚĞĨŽůůŽǁŝŶŐƐĐŚĞĚƵůĞ͗ΨϯŵŝůůŝŽŶŽŶĞĐĞŵďĞƌϭϱ͕ΨϯŵŝůůŝŽŶŽŶ&ĞďƌƵĂƌǇϭϱ͕ĂŶĚΨϯŵŝůůŝŽŶŽŶDĂǇ ϱ͘ hƉŽŶ ĐŽŵƉůĞƚŝŽŶ ŽĨ ƚŚĞ &zϮϬϭϳ ĂƵĚŝƚ͕ ƚŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ ŵĂǇ ƚƌĂŶƐĨĞƌ ĂŶĚ ĂƉƉƌŽƉƌŝĂƚĞ ƵƉ ƚŽ Ψϯ ŵŝůůŝŽŶŝŶƚŚĞDĞŶƚĂů,ĞĂůƚŚ&ƵŶĚƚŽĞƐƚĂďůŝƐŚĂĨƵŶĚďĂůĂŶĐĞ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϯϱ FY2018 Budget Appropriations Resolution

^ĞĐ͘ϱ dŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ ŵĂǇ͕ ĂƐ ƉƌŽǀŝĚĞĚ ŚĞƌĞŝŶ͕ ĂƵƚŚŽƌŝǌĞ ƚŚĞ ƚƌĂŶƐĨĞƌ ŽĨ ĂŶǇ ƵŶĞŶĐƵŵďĞƌĞĚ ďĂůĂŶĐĞ Žƌ ƉŽƌƚŝŽŶƚŚĞƌĞŽĨĨƌŽŵŽŶĞĐůĂƐƐŝĨŝĐĂƚŝŽŶŽĨĞǆƉĞŶĚŝƚƵƌĞƚŽĂŶŽƚŚĞƌǁŝƚŚŝŶƚŚĞƐĂŵĞĚĞƉĂƌƚŵĞŶƚŽƌĂƉƉƌŽƉƌŝĂƚŝŽŶ ĐĂƚĞŐŽƌǇ͘ hŶůĞƐƐ ŽƚŚĞƌǁŝƐĞ ƉƌŽǀŝĚĞĚ ďĞůŽǁ͕ ƚŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ ŵĂǇ ƚƌĂŶƐĨĞƌ ƵƉ ƚŽ ΨϱϬ͕ϬϬϬ ĨƌŽŵ ƚŚĞ ƵŶĞŶĐƵŵďĞƌĞĚ ĂƉƉƌŽƉƌŝĂƚĞĚ ďĂůĂŶĐĞ ĂŶĚ ƉƌŝŽƌ ǇĞĂƌ ĞŶĚ ĐĂƌƌǇ ĨŽƌǁĂƌĚ ĂƐƐŝŐŶŵĞŶƚƐ ĨƌŽŵ ŽŶĞ ĂƉƉƌŽƉƌŝĂƚŝŽŶ ĐĂƚĞŐŽƌǇ;ŝŶĐůƵĚŝŶŐĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞͿƚŽĂŶŽƚŚĞƌĂƉƉƌŽƉƌŝĂƚŝŽŶĐĂƚĞŐŽƌǇ͘EŽŵŽƌĞƚŚĂŶŽŶĞƚƌĂŶƐĨĞƌŵĂǇ ďĞŵĂĚĞĨŽƌƚŚĞƐĂŵĞŝƚĞŵƵŶůĞƐƐƚŚĞƚŽƚĂůĂŵŽƵŶƚƚŽďĞƚƌĂŶƐĨĞƌƌĞĚĨŽƌƚŚĞŝƚĞŵĚŽĞƐŶŽƚĞǆĐĞĞĚΨϱϬ͕ϬϬϬ͘

dŚĞ ^ĐŚŽŽů ŽĂƌĚ Žƌ ^ĐŚŽŽů ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ ŵĂǇ ŵĂŬĞ ƌĞǀĞŶƵĞ ĂŶĚ ĞǆƉĞŶĚŝƚƵƌĞ ƚƌĂŶƐĨĞƌƐ ĂŵŽŶŐ ƐĐŚŽŽů ĂƉƉƌŽƉƌŝĂƚŝŽŶƐĐĂƚĞŐŽƌŝĞƐĚƵƌŝŶŐƚŚĞĨŝƐĐĂůǇĞĂƌǁŝƚŚĂƉƉƌŽǀĂůĚĞůĞŐĂƚĞĚŝŶƚŚĞĨŽůůŽǁŝŶŐŝŶĐƌĞŵĞŶƚƐ͗ΨϬͲϱϬ͕ϬϬϬ ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ͕ΨϱϬ͕ϬϬϭͲϰϵϵ͕ϵϵϵ^ĐŚŽŽůŽĂƌĚ͕ΨϱϬϬ͕ϬϬϬнŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͘dŚĞ^ĐŚŽŽůŽĂƌĚĂŶĚͬŽƌƚŚĞ ^ĐŚŽŽů^ƵƉĞƌŝŶƚĞŶĚĞŶƚƐŚĂůůƉƌĞƉĂƌĞĂďƵĚŐĞƚƐƚĂƚƵƐƌĞƉŽƌƚƌĞĨůĞĐƚŝŶŐĐŚĂŶŐĞƐƚŽƚŚĞĂƉƉƌŽǀĞĚƐĐŚŽŽůďƵĚŐĞƚ ďĞƚǁĞĞŶĂƉƉƌŽƉƌŝĂƚŝŽŶĐĂƚĞŐŽƌŝĞƐ͕ĂƐĂŵĞŶĚĞĚ͕ĂŶĚƉƌĞƐĞŶƚŝƚƚŽƚŚĞŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌƋƵĂƌƚĞƌůǇ͘

^ĞĐ͘ϲ dŚĞŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌŵĂǇĂƉƉƌŽǀĞƚƌĂŶƐĨĞƌƐĂŵŽŶŐŽƵŶƚǇĂŶĚhƚŝůŝƚǇĨƵŶĚƐƚŽĞŶĂďůĞƚŚĞĐĂƉŝƚĂůƉƌŽũĞĐƚƐ ŽƌŐƌĂŶƚƐƚŽďĞĂĐĐŽƵŶƚĞĚĨŽƌĐŽƌƌĞĐƚůǇĂƐůŽŶŐĂƐĨƵŶĚŝŶŐƐŽƵƌĐĞƐĂƌĞĐŽŶƐŝƐƚĞŶƚĂŶĚƚŽƚĂůĂƉƉƌŽƉƌŝĂƚŝŽŶŝƐŶŽƚ ŝŶĐƌĞĂƐĞĚ͘ dŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ ŝƐ ĂƵƚŚŽƌŝǌĞĚ ƚŽ ƌĞĂůůŽĐĂƚĞĨƵŶĚŝŶŐƐŽƵƌĐĞƐĨŽƌĐĂƉŝƚĂůƉƌŽũĞĐƚƐ͕ĐĂƐŚ ƉƌŽĨĨĞƌƐ͕ĂŶĚĚĞďƚƐĞƌǀŝĐĞƉĂǇŵĞŶƚƐ͘hƉŽŶĐŽŵƉůĞƚŝŽŶŽĨĂĐĂƉŝƚĂůƉƌŽũĞĐƚŽƌŐƌĂŶƚƉƌŽŐƌĂŵ͕ƐƚĂĨĨŝƐĂƵƚŚŽƌŝǌĞĚ ƚŽĐůŽƐĞŽƵƚƚŚĞƉƌŽũĞĐƚĂŶĚƚƌĂŶƐĨĞƌĂŶǇƌĞŵĂŝŶŝŶŐďĂůĂŶĐĞƐƚŽƚŚĞŽƌŝŐŝŶĂůĨƵŶĚŝŶŐƐŽƵƌĐĞ͘^ĂǀŝŶŐƐŝŶƉƌŽũĞĐƚƐ ŝŶŝƚŝĂƚĞĚĂƐƉĂƌƚŽĨĂŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞƉƌŽŐƌĂŵĂƌĞĂƵƚŚŽƌŝǌĞĚƚŽďĞƚƌĂŶƐĨĞƌƌĞĚƚŽƚŚĞĐŽƌƌĞƐƉŽŶĚŝŶŐŵĂũŽƌ ŵĂŝŶƚĞŶĂŶĐĞ ĂĐĐŽƵŶƚ ĨŽƌ ĨƵƚƵƌĞ ŝŵƉƌŽǀĞŵĞŶƚƐ͘ ^ƚĂĨĨ ŝƐ ĂƵƚŚŽƌŝǌĞĚƚŽƌĞƉƌŽŐƌĂŵŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ ůŽĐŬ'ƌĂŶƚĨƵŶĚƐďǇĐůŽƐŝŶŐƉƌŽŐƌĂŵĐŽƐƚĐĞŶƚĞƌƐĂŶĚƚƌĂŶƐĨĞƌƌŝŶŐĨƵŶĚŝŶŐƚŽŶĞǁůǇĂƉƉƌŽǀĞĚƉƌŽŐƌĂŵƐďĂƐĞĚ ŽŶĂĚŽƉƚŝŽŶďǇƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͘/ĨŽƵƚƐŝĚĞĐŽŶƚƌŝďƵƚŝŽŶƐŽƌĞǆƚĞƌŶĂůƌĞǀĞŶƵĞƐĚŽŶŽƚŵĂƚĞƌŝĂůŝǌĞĂƚƚŚĞ ůĞǀĞů ďƵĚŐĞƚĞĚ͕ ƚŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ ŵĂǇ ƌĞĚƵĐĞ ƌĞǀĞŶƵĞ ĂŶĚĞǆƉĞŶĚŝƚƵƌĞĂƉƉƌŽƉƌŝĂƚŝŽŶƐƚŽƚŚĞůĞǀĞů ƌĞĐĞŝǀĞĚ͘

^ĞĐ͘ϳ dŚĞŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌŝƐĂƵƚŚŽƌŝǌĞĚƚŽƚƌĂŶƐĨĞƌĂŵŽŶŐĂƉƉƌŽƉƌŝĂƚŝŽŶĐĂƚĞŐŽƌŝĞƐĂŶĚͬŽƌĂƉƉƌŽƉƌŝĂƚĞĨƵŶĚƐ ĂŶĚ ĂƐƐŝŐŶŵĞŶƚƐ ŽĨ ĨƵŶĚ ďĂůĂŶĐĞ ŝŶ ĂŶǇ ĂŵŽƵŶƚ ĨŽƌ ƐƵƉƉůĞŵĞŶƚĂů ƌĞƚŝƌĞŵĞŶƚ͕ tŽƌŬĞƌƐ͛ ŽŵƉĞŶƐĂƚŝŽŶ͕ ŚĞĂůƚŚĐĂƌĞ͕ĂŶĚŽƚŚĞƌĐŽŵƉĞŶƐĂƚŝŽŶͲƌĞůĂƚĞĚĐŽƐƚƐ͕ĂƐǁĞůůĂƐĨŽƌƚƌĂŶƐĨĞƌƐƚŽĚĞƉĂƌƚŵĞŶƚƐƚŽĐŽǀĞƌĞŶĞƌŐǇͬĨƵĞů ĐŽƐƚƐ͕ ĂŶĚ ĨƵŶĚƐ ƌĞĐĞŝǀĞĚĨƌŽŵ ĂƐƐĞƚ ĨŽƌĨĞŝƚƵƌĞƐ ĨŽƌ ĂůůŽǁĂďůĞĞǆƉĞŶĚŝƚƵƌĞƐ͘ tŝƚŚŝŶ ƚŚĞ ŚĞĂůƚŚĐĂƌĞĨƵŶĚ͕ ƚŚĞ ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌŝƐĂƵƚŚŽƌŝǌĞĚƚŽĂƉƉƌŽƉƌŝĂƚĞƵƐĞŽĨƌĞƐĞƌǀĞƐ͕ŝŶƚĞƌĞƐƚĞĂƌŶŝŶŐƐ͕ĂŶĚĂĚĚŝƚŝŽŶĂůĞŵƉůŽǇĞĞ Žƌ ĞŵƉůŽǇĞƌ ĐŽŶƚƌŝďƵƚŝŽŶƐ ŝŶ ĂŶǇ ĂŵŽƵŶƚ ƚŽ ƉĂǇ ĐůĂŝŵƐ͕ ĚĞĚƵĐƚĂďůĞƐ͕ ƐĞƚƚůĞŵĞŶƚƐ͕ ĂŶĚ ĂŶǇ ĐŽƐƚƐ ĂƐƐŽĐŝĂƚĞĚ ǁŝƚŚŚĞĂůƚŚĐĂƌĞ͘

^ĞĐ͘ϴ ůůŽƵƚƐƚĂŶĚŝŶŐĞŶĐƵŵďƌĂŶĐĞƐ͕ďŽƚŚŽƉĞƌĂƚŝŶŐĂŶĚĐĂƉŝƚĂů͕ŝŶĂůůŽƵŶƚǇĨƵŶĚƐƵƉƚŽΨϭϱϬŵŝůůŝŽŶ͕Ăƚ:ƵŶĞϯϬ͕ ϮϭϬϳƐŚĂůůďĞĂŶĂŵĞŶĚŵĞŶƚƚŽƚŚĞĂĚŽƉƚĞĚďƵĚŐĞƚĂŶĚƐŚĂůůďĞƌĞĂƉƉƌŽƉƌŝĂƚĞĚƚŽƚŚĞŶĞǆƚĨŝƐĐĂůǇĞĂƌƚŽƚŚĞ ƐĂŵĞ ĚĞƉĂƌƚŵĞŶƚ ĨŽƌ ǁŚŝĐŚ ƚŚĞǇ ǁĞƌĞ ĂƐƐŝŐŶĞĚ ŝŶ ƚŚĞ ƉƌĞǀŝŽƵƐ ǇĞĂƌ͘ƚƚŚĞĐůŽƐĞŽĨƚŚĞĨŝƐĐĂůǇĞĂƌ͕Ăůů ƵŶĂƐƐŝŐŶĞĚĂƉƉƌŽƉƌŝĂƚŝŽŶƐůĂƉƐĞĨŽƌďƵĚŐĞƚŝƚĞŵƐŽƚŚĞƌƚŚĂŶ͗ƚŚŽƐĞĐŽŶƚĂŝŶĞĚŝŶůŝĨĞͲƚŽͲĚĂƚĞĨƵŶĚƐ͕ďƵĚŐĞƚĞĚ ŐĞŶĞƌĂů ĨƵŶĚ ƚƌĂŶƐĨĞƌƐ ƚŽ ůŝĨĞͲƚŽͲĚĂƚĞ ĨƵŶĚƐ͖ ŽƚŚĞƌ ƵƐĞ ŽĨ ƌĞƐƚƌŝĐƚĞĚ͕ĐŽŵŵŝƚƚĞĚ͕ŽƌĂƐƐŝŐŶĞĚĨƵŶĚďĂůĂŶĐĞƐ͖ ŝƐƚƌŝĐƚ/ŵƉƌŽǀĞŵĞŶƚ &ƵŶĚƐ͖ ĂƐƐĞƚ ĨŽƌĨĞŝƚƵƌĞ ĨƵŶĚƐ͖ ĨĞĚĞƌĂů ĂŶĚ ƐƚĂƚĞŐƌĂŶƚ ĨƵŶĚƐ͖ ĐŽŶƐƚƌƵĐƚŝŽŶ ĂƐƐŝŐŶŵĞŶƚƐ͖ ĂƐƐŝŐŶŵĞŶƚƐĨŽƌŽƵŶƚǇĂŶĚ^ĐŚŽŽůƌĞƐĞƌǀĞƐĨŽƌĨƵƚƵƌĞĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƐ͖ĚŽŶĂƚŝŽŶƐƌĞĐĞŝǀĞĚĨŽƌƐƉĞĐŝĨŝĐ ƉƵƌƉŽƐĞƐ͖ ƚĂǆ ƌĞǀĞŶƵĞƐ ƌĞĐĞŝǀĞĚ ĨŽƌ ƐƉĞĐŝĂů ĂƐƐĞƐƐŵĞŶƚ ĚŝƐƚƌŝĐƚƐ ĂŶĚ ŝŶƚĞƌĞƐƚ ĞĂƌŶŝŶŐƐ ƚŚĞƌĞŽŶ͖ &ŝƌĞ ĂŶĚ ŵĞƌŐĞŶĐǇ DĞĚŝĐĂů ^ĞƌǀŝĐĞƐ ĂƉƉĂƌĂƚƵƐ ĂŶĚ ĞƋƵŝƉŵĞŶƚ ĨƵŶĚŝŶŐ͖ 'ĞŶĞƌĂů ^ĞƌǀŝĐĞƐ ǀĞŚŝĐůĞ ĂŶĚ ĞƋƵŝƉŵĞŶƚ ĨƵŶĚŝŶŐ͖ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚŝŶĐĞŶƚŝǀĞĨƵŶĚƐ͖ĂŶĚƌĞĨƵŶĚƐĨŽƌŽĨĨͲƐŝƚĞĂŶĚŽǀĞƌƐŝǌĞĚǁĂƚĞƌĂŶĚǁĂƐƚĞǁĂƚĞƌ ĨĂĐŝůŝƚŝĞƐ͘

^ĞĐ͘ϵ ŶǇĨƵŶĚƐƐƉĞĐŝĨŝĐĂůůǇďƵĚŐĞƚĞĚƚŽĂĚĚƚŽĂŶĂƐƐŝŐŶŵĞŶƚŽĨĨƵŶĚďĂůĂŶĐĞƐŚĂůůďĞĂƵƚŽŵĂƚŝĐĂůůǇĂƐƐŝŐŶĞĚĚƵƌŝŶŐ ƚŚĞ ǇĞĂƌ ĞŶĚ ĂƵĚŝƚ ƉƌŽĐĞƐƐ͘ ůů ĞǆĐĞƐƐ ƌĞǀĞŶƵĞƐ ĂŶĚ ƵŶƐƉĞŶƚ ĂƉƉƌŽƉƌŝĂƚŝŽŶƐŝŶƚŚĞƚĞůĞĐŽŵŵƵŶŝĐĂƚŝŽŶƐ ƉƌŽŐƌĂŵŝƐĂƵƚŚŽƌŝǌĞĚƚŽďĞĂƵƚŽŵĂƚŝĐůǇĂƐƐŝŐŶĞĚĨŽƌĨƵƚƵƌĞƚĞůĞĐŽŵŵƵŶŝĐĂƚŝŽŶƐƵƉŐƌĂĚĞƐ͘ůůĞǆĐĞƐƐƌĞǀĞŶƵĞƐ ŝŶƚŚĞWK>ƉƌŽŐƌĂŵŝƐĂƵƚŚŽƌŝǌĞĚƚŽďĞƌĞƐĞƌǀĞĚĨŽƌĨƵƚƵƌĞƚƌĂŶƐƉŽƌƚĂƚŝŽŶ Žƌ ĞĐŽŶŽŵŝĐ ĚĞǀĞůŽƉŵĞŶƚ ŝŶŝƚŝĂƚŝǀĞƐ͘ůůƌĞǀĞŶƵĞƐĨƌŽŵƚŚĞŝŶĐƌĞĂƐĞĚǀĞŚŝĐůĞƌĞŐŝƐƚƌĂƚŝŽŶĨĞĞƌĞĐĞŝǀĞĚŝŶĞǆĐĞƐƐŽĨƚŚŽƐĞďƵĚŐĞƚĞĚĨŽƌƚŚĞ ƐƚĂƚĞƌĞǀĞŶƵĞƐŚĂƌŝŶŐƉƌŽŐƌĂŵƐŚĂůůďĞĂƵƚŚŽƌŝǌĞĚƚŽďĞƌĞƐĞƌǀĞĚĨŽƌĨƵƚƵƌĞƚƌĂŶƉŽƌƚĂƚŝŽŶŝŵƉƌŽǀĞŵĞŶƚƐ͘ŶǇ ƌĞǀĞŶƵĞƐƌĞĐĞŝǀĞĚĨƌŽŵƚŚĞƐĂůĞŽĨƌĞĂůƉƌŽƉĞƌƚǇƚŽƐĂƚŝƐĨǇĚĞůŝŶƋƵĞŶƚƚĂǆĞƐŝƐĂƵƚŚŽƌŝǌĞĚƚŽďĞƌĞƐĞƌǀĞĚĂƚǇĞĂƌ ĞŶĚ͘ ^ƚĂĨĨ ŝƐ ĂƵƚŚŽƌŝǌĞĚ ƚŽ ƚƌĂŶƐĨĞƌ ĂŶĚ ĂƉƉƌŽƉƌŝĂƚĞ ƵƉ ƚŽ Ψϵϯϳ͕ϬϬϬ ĨƌŽŵ ƌĞƐƵůƚƐ Ăƚ ǇĞĂƌ ĞŶĚ ŝŶƚŽ ƚŚĞ ^ƚŽƌŵǁĂƚĞƌ&ƵŶĚĨŽƌdD>ƌĞůĂƚĞĚĞǆƉĞŶƐĞƐ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϯϲ FY2018 Budget Appropriations Resolution

^ĞĐ͘ϭϬ dŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ ŝƐ ĂƵƚŚŽƌŝǌĞĚ ƚŽ ŵĂŬĞ ĞǆƉĞŶĚŝƚƵƌĞƐ ĨƌŽŵ dƌƵƐƚ Θ ŐĞŶĐǇ &ƵŶĚƐ ĨŽƌ ƚŚĞ ƐƉĞĐŝĨŝĞĚ ƌĞĂƐŽŶƐĨŽƌǁŚŝĐŚƚŚĞĨƵŶĚƐǁĞƌĞĞƐƚĂďůŝƐŚĞĚ͘/ŶŶŽĐĂƐĞƐŚĂůůƚŚĞĞǆƉĞŶĚŝƚƵƌĞĞǆĐĞĞĚƚŚĞĂǀĂŝůĂďůĞďĂůĂŶĐĞŝŶ ƚŚĞĨƵŶĚ͘

^ĞĐ͘ϭϭ /ŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞƌĞƋƵŝƌĞŵĞŶƚƐƐĞƚĨŽƌƚŚŝŶ^ĞĐƚŝŽŶϱϴ͘ϭͲϯϱϮϰ;Ϳ;ϮͿĂŶĚ^ĞĐƚŝŽŶϱϴ͘ϭͲϯϵϭϮ;ͿŽĨƚŚĞŽĚĞ ŽĨsŝƌŐŝŶŝĂ͕ĂƐĂŵĞŶĚĞĚďǇŚĂƉƚĞƌϭŽĨƚŚĞĐƚƐŽĨƐƐĞŵďůǇ;ϮϬϬϰ^ƉĞĐŝĂů^ĞƐƐŝŽŶϭͿĂŶĚĂƐƐĞƚĨŽƌƚŚŝŶ/ƚĞŵ ϱϬϯ͘ ;WĞƌƐŽŶĂů WƌŽƉĞƌƚǇ dĂǆ ZĞůŝĞĨ WƌŽŐƌĂŵͿ ŽĨ ŚĂƉƚĞƌ ϵϱϭ ŽĨ ƚŚĞ ϮϬϬϱ ĐƚƐ ŽĨ ƐƐĞŵďůǇ͕ ĂŶǇ ƋƵĂůŝĨǇŝŶŐ ǀĞŚŝĐůĞƐŝƚƵĂƚĞĚǁŝƚŚŝŶƚŚĞŽƵŶƚǇ͕ƐŚĂůůƌĞĐĞŝǀĞƉĞƌƐŽŶĂůƉƌŽƉĞƌƚǇƚĂǆƌĞůŝĞĨŝŶƚŚĞĨŽůůŽǁŝŶŐŵĂŶŶĞƌ͗ ĂͿ WĞƌƐŽŶĂůƵƐĞǀĞŚŝĐůĞƐǀĂůƵĞĚĂƚΨϭ͕ϬϬϬŽƌůĞƐƐǁŝůůďĞĞůŝŐŝďůĞĨŽƌϭϬϬйƚĂǆƌĞůŝĞĨ͖ ďͿ WĞƌƐŽŶĂůƵƐĞǀĞŚŝĐůĞƐǀĂůƵĞĚĂƚΨϭ͕ϬϬϭƚŽΨϮϬ͕ϬϬϬǁŝůůďĞĞůŝŐŝďůĞĨŽƌϱϱйƚĂǆƌĞůŝĞĨ͖ ĐͿ WĞƌƐŽŶĂůƵƐĞǀĞŚŝĐůĞƐǀĂůƵĞĚĂƚΨϮϬ͕ϬϬϭŽƌŵŽƌĞƐŚĂůůƌĞĐĞŝǀĞϱϱйƚĂǆƌĞůŝĞĨŽŶƚŚĞĨŝƌƐƚΨϮϬ͕ϬϬϬŽĨǀĂůƵĞ͖ ĚͿ ůůŽƚŚĞƌǀĞŚŝĐůĞƐǁŚŝĐŚĚŽŶŽƚŵĞĞƚƚŚĞĚĞĨŝŶŝƚŝŽŶŽĨ͞ƋƵĂůŝĨǇŝŶŐ͟;ďƵƐŝŶĞƐƐƵƐĞǀĞŚŝĐůĞƐ͕ĨĂƌŵƵƐĞǀĞŚŝĐůĞƐ͕ ŵŽƚŽƌŚŽŵĞƐ͕ĞƚĐ͘ͿǁŝůůŶŽƚďĞĞůŝŐŝďůĞĨŽƌĂŶǇĨŽƌŵŽĨƚĂǆƌĞůŝĞĨƵŶĚĞƌƚŚŝƐƉƌŽŐƌĂŵ͘WƵƌƐƵĂŶƚƚŽĂƵƚŚŽƌŝƚǇ ĐŽŶĨĞƌƌĞĚ ŝŶ /ƚĞŵ ϱϬϯ͘ ŽĨ ƚŚĞ ϮϬϬϱ ^ƚĂƚĞ ƉƉƌŽƉƌŝĂƚŝŽŶƐ Đƚ͕ ƚŚĞ ŽƵŶƚǇ dƌĞĂƐƵƌĞƌ ƐŚĂůů ŝƐƐƵĞ Ă ƐƵƉƉůĞŵĞŶƚĂů ƉĞƌƐŽŶĂů ƉƌŽƉĞƌƚǇ ƚĂǆ ďŝůůŝŶ ƚŚĞ ĂŵŽƵŶƚ ŽĨϭϬϬ ƉĞƌĐĞŶƚ ŽĨ ƚĂǆ ĚƵĞ ǁŝƚŚŽƵƚƌĞŐĂƌĚ ƚŽ ĂŶǇ ĨŽƌŵĞƌ ĞŶƚŝƚůĞŵĞŶƚ ƚŽ ƐƚĂƚĞ WWdZ ƌĞůŝĞĨ͕ ƉůƵƐ ĂƉƉůŝĐĂďůĞ ƉĞŶĂůƚŝĞƐ ĂŶĚ ŝŶƚĞƌĞƐƚ͕ ƚŽ ĂŶǇ ƚĂǆƉĂǇĞƌ ǁŚŽƐĞ ƚĂǆĞƐ ǁŝƚŚ ƌĞƐƉĞĐƚ ƚŽ Ă ƋƵĂůŝĨǇŝŶŐ ǀĞŚŝĐůĞ ĨŽƌ ƚĂǆ ǇĞĂƌ ϮϬϬϱ Žƌ ĂŶǇ ƉƌŝŽƌ ƚĂǆ ǇĞĂƌ ƌĞŵĂŝŶ ƵŶƉĂŝĚ ŽŶ ^ĞƉƚĞŵďĞƌ ϭ͕ ϮϬϬϲ͕ Žƌ ƐƵĐŚ ĚĂƚĞ ĂƐ ƐƚĂƚĞ ĨƵŶĚƐ ĨŽƌ ƌĞŝŵďƵƌƐĞŵĞŶƚ ŽĨ ƚŚĞ ƐƚĂƚĞ ƐŚĂƌĞ ŽĨ ƐƵĐŚ ďŝůů ŚĂǀĞ ďĞĐŽŵĞƵŶĂǀĂŝůĂďůĞ͕ǁŚŝĐŚĞǀĞƌŽĐĐƵƌƐĨŝƌƐƚ. ĞͿ WĞŶĂůƚǇĂŶĚŝŶƚĞƌĞƐƚǁŝƚŚƌĞƐƉĞĐƚƚŽďŝůůƐŝƐƐƵĞĚƉƵƌƐƵĂŶƚƚŽƚŚŝƐƐĞĐƚŝŽŶƐŚĂůůďĞĐŽŵƉƵƚĞĚŽŶƚŚĞĞŶƚŝƌĞ ĂŵŽƵŶƚŽĨƚĂǆŽǁĞĚ͘/ŶƚĞƌĞƐƚƐŚĂůůďĞĐŽŵƉƵƚĞĚĂƚƚŚĞƌĂƚĞƉƌŽǀŝĚĞĚŝŶ^ĞĐƚŝŽŶϵͲϱϭŽĨƚŚĞŽƵŶƚǇĐŽĚĞĨƌŽŵ ƚŚĞŽƌŝŐŝŶĂůĚƵĞĚĂƚĞŽĨƚŚĞƚĂǆ͘

^ĞĐ͘ϭϮ dŚĞŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌŝƐĂƵƚŚŽƌŝǌĞĚƚŽĂƐƐŝŐŶƉŽƐŝƚŝŽŶŶƵŵďĞƌƐĨƌŽŵƚŚĞŽĂƌĚĂƉƉƌŽǀĞĚƵŶĂůůŽĐĂƚĞĚƉŽŽů ƚŽĂƐƉĞĐŝĨŝĐĚĞƉĂƌƚŵĞŶƚĂƐůŽŶŐĂƐƚŚĞƌĞŝƐƐƵĨĨŝĐŝĞŶƚĨƵŶĚŝŶŐĂƉƉƌŽƉƌŝĂƚĞĚƚŽĐŽǀĞƌƚŚĞƉĞƌƐŽŶŶĞůĐŽƐƚƐ͘EŽ ŶĞǁĨƵůůͲƚŝŵĞƉŽƐŝƚŝŽŶŶƵŵďĞƌƐĐĂŶďĞĐƌĞĂƚĞĚǁŝƚŚŽƵƚŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌĂƉƉƌŽǀĂů͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϯϳ ϭϯϴ FY2018 Budget Appendix A

ƉƉĞŶĚŝǆʹƵƚŚŽƌŝǌĞĚWŽƐŝƚŝŽŶƐ FY2014 FY2015 FY2016 FY2017 FY2018 Actual Actual Actual Adopted Proposed GENERAL GOVERNMENT ĐĐŽƵŶƚŝŶŐ ϯϵ ϯϵ ϯϵ ϰϬ ϰϬ ƵĚŐĞƚΘDĂŶĂŐĞŵĞŶƚ ϭϭ ϭϭ ϵ ϵ ϴ ŽŵŵŝƐƐŝŽŶĞƌŽĨƚŚĞZĞǀĞŶƵĞ ϰϯ ϰϯ ϰϯ ϰϯ ϰϯ ŽŵŵƵŶŝĐĂƚŝŽŶƐĂŶĚDĞĚŝĂ ϵ ϵ ϵ ϵ ϵ ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŝŽŶ ϭϴ ϭϳ ϭϳ ϭϳ ϭϴ ŽƵŶƚǇƚƚŽƌŶĞǇ ϭϭ ϭϭ ϭϮ ϭϮ ϭϮ 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐĚŵŝŶŝƐƚƌĂƚŝŽŶ ϭϬ ϵ ϴ ϴ ϴ ,ƵŵĂŶZĞƐŽƵƌĐĞƐ Ϯϳ Ϯϳ Ϯϴ Ϯϵ Ϯϵ /ŶƚĞƌŶĂůƵĚŝƚ ϵ ϵ ϵ ϵ ϵ /ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇ ϵϵ ϵϵ ϵϵ ϭϬϬ ϭϬϬ >ŝĐĞŶƐĞ/ŶƐƉĞĐƚŝŽŶ ϳ ϳ ϳ ϳ ϳ ŽĐƵŵĞŶƚ^ĞƌǀŝĐĞƐ ϳ ϰ ϰ ϰ ϰ WƵƌĐŚĂƐŝŶŐ ϭϳ ϭϳ ϭϳ ϭϵ ϮϬ ZĞĂůƐƚĂƚĞƐƐĞƐƐŵĞŶƚƐ ϯϰ ϯϰ ϯϰ ϯϰ ϯϰ ZĞŐŝƐƚƌĂƌ ϵ ϵ ϵ ϵ ϵ dƌĂŝŶŝŶŐͬ>ĞĂƌŶŝŶŐĂŶĚWĞƌĨŽƌŵĂŶĐĞĞŶƚĞƌ ϭϬ ϵ ϵ ϵ ϵ dƌĞĂƐƵƌĞƌ ϰϰ ϰϰ ϰϰ ϰϰ ϰϰ Total General Government 404 398 397 402 403 ADMINISTRATION OF JUSTICE ŝƌĐƵŝƚŽƵƌƚůĞƌŬ ϯϳ ϯϲ ϰϯ ϰϱ ϰϱ ŽŵŵŽŶǁĞĂůƚŚΖƐƚƚŽƌŶĞǇ ϰϯ ϰϯ ϰϱ ϰϲ ϰϲ ŽƵƌƚƐ ϭϯ ϭϰ ϳ ϳ ϳ >Ăǁ>ŝďƌĂƌǇ ϭ ϭ ϭ ϭ ϭ Total Administration of Justice 94 94 96 99 99 PUBLIC SAFETY ŶŝŵĂů^ĞƌǀŝĐĞƐ ϭϵ ϭϵ ϮϬ ϮϬ ϮϬ ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶƐ ϲϬ ϲϬ ϲϬ ϲϭ ϲϯ ŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐ^ĞƌǀŝĐĞƐ ϰϬ ϰϬ ϰϬ ϰϬ ϰϭ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐĞŶƚĞƌ ϳϵ ϴϬ ϴϮ ϴϮ ϴϰ &ŝƌĞĂŶĚŵĞƌŐĞŶĐǇDĞĚŝĐĂů^ĞƌǀŝĐĞƐ ϰϲϬ ϰϲϯ ϰϲϯ ϰϲϵ ϰϳϮ :ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ ϲϬ ϲϬ ϲϬ ϲϲ ϲϲ WŽůŝĐĞ ϲϬϭ ϲϬϴ ϲϭϬ ϲϭϰ ϲϭϱ ^ŚĞƌŝĨĨ Ϯϲϴ Ϯϲϴ ϮϳϮ Ϯϳϯ Ϯϲϱ Total Public Safety 1,587 1,598 1,607 1,625 1,626 PUBLIC WORKS ƵŝůĚŝŶŐƐĂŶĚ'ƌŽƵŶĚƐ ϲϲ ϲϲ ϲϳ ϲϳ ϲϳ ŶǀŝƌŽŶŵĞŶƚĂůŶŐŝŶĞĞƌŝŶŐ ϱϴ ϲϭ ϲϭ ϲϭ ϲϰ &ĂĐŝůŝƚǇDĂŶĂŐĞŵĞŶƚ ϲ ϲ ϲ ϲ ϲ tĂƐƚĞĂŶĚZĞƐŽƵƌĐĞZĞĐŽǀĞƌǇ ϭϮ ϭϮ ϭϮ ϭϮ ϭϯ Total Public Works 142 145 146 146 150 HEALTH AND WELFARE ,ĞĂůƚŚ ϰϳ ϰϱ ϰϱ ϴ ϳ ^ĞŶŝŽƌĚǀŽĐĂƚĞ Ϯ Ϯ Ϯ Ϯ Ϯ ^ŽĐŝĂů^ĞƌǀŝĐĞƐ ϭϳϱ ϭϳϱ ϭϴϲ ϭϴϲ ϭϴϲ zŽƵƚŚWůĂŶŶŝŶŐĂŶĚĞǀĞůŽƉŵĞŶƚ ϰ ϰ ϰ ϰ ϰ Total Health and Welfare 228 226 226 200 199

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϯϵ FY2018 Budget Appendix A

FY2014 FY2015 FY2016 FY2017 FY2018 Actual Actual Actual Adopted Proposed PARKS, RECREATION, CULTURAL >ŝďƌĂƌǇ ϲϭ ϲϭ ϲϲ ϳϯ ϳϯ WĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ ϭϬϴ ϭϬϴ ϭϬϴ ϭϬϴ ϭϬϵ Total Parks, Recreation, Cultural ϭϲϵ ϭϲϵ ϭϳϰ ϭϴϭ ϭϴϮ COMMUNITY DEVELOPMENT ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶ ϯ ϯ ϯ ϯ ϯ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ ϭϭ ϭϬ ϭϬ ϭϭ ϭϭ WůĂŶŶŝŶŐ ϰϵ ϰϵ ϱϬ ϱϬ ϱϬ dƌĂŶƐƉŽƌƚĂƚŝŽŶ ϭϬ ϭϬ ϭϬ ϭϬ ϭϬ Total Community Development 73 72 73 74 74 SUBTOTAL GENERAL FUND 2,697 2,702 2,719 2,727 2,733

OTHER ŝƌƉŽƌƚ ϯ ϯ ϯ ϯ ϯ ŽŵƉƌĞŚĞŶƐŝǀĞ^ĞƌǀŝĐĞƐ ϰ ϰ ϰ ϰ ϱ ĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ ϱ ϯ ϯ ϯ Ϯ &ŝƌĞĂŶĚD^ZĞǀĞŶƵĞZĞĐŽǀĞƌǇ ϭϲ ϭϲ ϭϲ ϭϲ ϭϲ &ůĞĞƚDĂŶĂŐĞŵĞŶƚ ϴϰ ϴϰ ϴϮ ϴϭ ϴϭ 'ƌĂŶƚƐ ĚƵůƚĂŶĚ:ƵǀĞŶŝůĞƌƵŐŽƵƌƚƐ ϰ ϰ ϰ ϯ ϯ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚůŽĐŬ'ƌĂŶƚ ϯ ϯ Ϯ Ϯ Ϯ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞ;sͲ^dKWͿ ϭϭϭϭϭ ŽŵĞƐƚŝĐsŝŽůĞŶĐĞWƌŽƐĞĐƵƚŽƌ ϭϭϭϭϭ D,^^'ƌĂŶƚƐ ϭϵ ϭϵ ϭϵ ϮϬ Ϯϭ WŽůŝĐĞ'ƌĂŶƚƐ ϭ Ϭ ϱ ϱ ϲ h^'ƌĂŶƚͲ:ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞ ϭ ϭ ϭ ϭ ϭ sŝĐƚŝŵͬtŝƚŶĞƐƐ ϴ ϴ ϴ ϴ ϭϭ s:ƵǀĞŶŝůĞŽŵŵƵŶŝƚǇƌŝŵĞŽŶƚƌŽůĐƚ ϭϬ ϭϬ ϵ ϵ ϵ &ŝƌĞΘD^ Ϭ Ϭ Ϭ Ϭ Ϭ DĞŶƚĂů,ĞĂůƚŚ^ƵƉƉŽƌƚ^ĞƌǀŝĐĞƐ ϯϱϰ ϯϱϮ ϯϰϵ ϯϱϭ ϯϲϭ ZĂĚŝŽ^ŚŽƉ ϭϲ ϭϱ ϭϱ ϭϱ ϭϱ ZŝƐŬDĂŶĂŐĞŵĞŶƚ ϭϯ ϭϯ ϭϯ ϭϯ ϭϲ ^ƚŽƌŵǁĂƚĞƌĚŵŝŶŝƐƚƌĂƚŝŽŶ Ϭ Ϭ Ϭ Ϭ ϭ hƚŝůŝƚŝĞƐ Ϯϵϭ ϮϵϮ Ϯϵϰ Ϯϵϲ Ϯϵϳ ΗhŶĂƐƐŝŐŶĞĚΗZĞƐƉŽŶƐŝďŝůŝƚǇĞŶƚĞƌͬEŽƚ&ƵŶĚĞĚϭ ϳ ϲ ϲ ϭϲ ϭϭ SUBTOTAL OTHER 841 835 835 848 863 TOTAL FULL-TIME POSITIONS 3,538 3,537 3,554 3,575 3,596 ϭdŚĞhŶĂƐƐŝŐŶĞĚĐŽƵŶƚǁĂƐŽǀĞƌƐƚĂƚĞĚďǇŽŶĞƉŽƐŝƚŝŽŶŝŶƚŚĞ&zϮϬϭϳĚŽĐƵŵĞŶƚ͘

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϬ FY2018 Budget Appendix A

Offset of Additional Total Cost FY2018 NEW COUNTY POSITIONS Number of Net Addition to Revenue Enterprise/ (Salary Positions General Fund (State, Federal, Other) Internal Fund Only) Building Inspection ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌ/ Ϯ Ψϳϯ͕ϬϬϬ Ψϳϯ͕ϬϬϬ Environmental Engineering ,ĞĂǀǇƋƵŝƉŵĞŶƚKƉĞƌĂƚŽƌ ϭ Ψϯϳ͕ϲϬϬ Ψϯϳ͕ϲϬϬ WƌŝŶĐŝƉĂůDĂŝŶƚĞŶĂŶĐĞtŽƌŬĞƌ ϭ Ψϯϯ͕ϬϬϬ Ψϯϯ͕ϬϬϬ ^ƌ͘>ĂďŽƌƌĞǁŚŝĞĨ ϭ Ψϯϵ͕ϱϬϬ Ψϯϵ͕ϱϬϬ Mental Health Support Services ZĞŐŝƐƚĞƌĞĚEƵƌƐĞ ϭ Ψϱϳ͕ϬϬϬ Ψϱϳ͕ϬϬϬ ^ĞŶŝŽƌůŝŶŝĐŝĂŶ ϭ Ψϱϱ͕ϬϬϰ Ψϱϱ͕ϬϬϰ ^ĞƌǀŝĐĞŽŽƌĚŝŶĂƚŽƌ ϯ Ψϭϯϭ͕ϰϴϭ Ψϭϯϭ͕ϰϴϭ D,^^WĂƌƚ'ƌĂŶƚ ^ƉĞĞĐŚWĂƚŚŽůŽŐŝƐƚ ϭ ΨϱϮ͕ϱϬϬ ΨϱϮ͕ϱϬϬ Parks and Recreation WƌŝŶĐŝƉĂůDĂŝŶƚĞŶĂŶĐĞtŽƌŬĞƌ ϭ ΨϮϳ͕ϵϵϬ ΨϮϳ͕ϵϵϬ Risk Management Ŷǀ,ůƚŚΘ^ĂĨĞƚǇŽŽƌĚŝŶĂƚŽƌ Ϯ Ψϭϯϰ͕ϬϬϬ Ψϭϯϰ͕ϬϬϬ Ŷǀ,ůƚŚΘ^ĂĨĞƚǇDĂŶĂŐĞƌ ϭ Ψϴϲ͕ϬϬϬ Ψϴϲ͕ϬϬϬ Stormwater Administration ^ƚŽƌŵǁĂƚĞƌĂƚĂŶĂůǇƐƚ ϭ Ψϱϱ͕ϳϬϬ Ψϱϱ͕ϳϬϬ Utilities ^ƌ͘ƵƐƚŽŵĞƌ^ĞƌǀŝĐĞZĞƉƌĞƐĞŶƚĂƚŝǀĞ ϭ ΨϯϮ͕ϬϬϬ ΨϯϮ͕ϬϬϬ

FY2014 FY2015 FY2016 FY2017 FY2018 SCHOOLS Actual Actual Actual Adopted Proposed FULL-TIME POSITIONS ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ ϭ ϭ ϭ ϭ ϭ ƐƐŝƐƚĂŶƚ^ƵƉĞƌŝŶƚĞŶĚĞŶƚ ϯ ϯ ϯ ϰ ϰ ŝƌĞĐƚŽƌ ϮϬ ϭϵ Ϯϭ ϮϮ Ϯϭ ^ƵƉĞƌǀŝƐŽƌ ϯϭ ϯϬ Ϯϳ ϯϰ ϯϯ ƐƐŝƐƚĂŶƚŝƌĞĐƚŽƌ Ϯϱ Ϯϰ Ϯϱ Ϯϲ Ϯϯ ĂƚĂďĂƐĞĚŵŝŶŝƐƚƌĂƚŽƌ Ϯ Ϯ Ϯ Ϯ Ϯ KƚŚĞƌĚŵŝŶŝƐƚƌĂƚŝǀĞ^ƚĂĨĨ ϭϮ ϭϭ ϭϭ ϭϭ ϭϮ dĞĂĐŚĞƌ ϯ͕ϵϯϴ ϰ͕ϬϳϮ ϰ͕ϭϯϱ ϰ͕ϭϵϮ ϰ͕ϯϬϬ >ŝďƌĂƌŝĂŶ ϵϯ ϵϰ ϵϯ ϵϯ ϵϯ 'ƵŝĚĂŶĐĞŽƵŶƐĞůŽƌ ϭϱϵ ϭϲϬ ϭϱϵ ϭϲϯ ϭϲϲ /ŶƐƚƌƵĐƚŝŽŶĂů^ƉĞĐŝĂůŝƐƚ ϯϬ ϯϮ ϯϭ ϯϬ ϯϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞƐƐŝƐƚĂŶƚ Ϯϳ Ϯϵ ϯϭ ϯϰ ϯϴ WƌŝŶĐŝƉĂů ϲϰ ϲϰ ϲϰ ϲϰ ϲϱ ƐƐŝƐƚĂŶƚWƌŝŶĐŝƉĂů ϵϴ ϵϵ ϵϲ ϭϬϭ ϭϬϯ DŝĐƌŽĐŽŵƉƵƚĞƌŶĂůǇƐƚ ϱϱ ϱϲ ϱϲ ϱϲ ϱϲ KƚŚĞƌ/ŶƐƚƌƵĐƚŝŽŶĂů^ƚĂĨĨ ϮϮ ϮϮ Ϯϯ Ϯϱ Ϯϯ EƵƌƐĞ ϳ ϳ ϳ ϰϰ ϱϴ WƐǇĐŚŽůŽŐŝƐƚ ϯϮ ϯϯ ϯϯ ϯϯ ϯϯ ĚƵĐĂƚŝŽŶĂůŝĂŐŶŽƐƚŝĐŝĂŶ ϭϮ ϭϮ ϭϮ ϭϮ ϭϮ ^ŽĐŝĂůtŽƌŬĞƌ Ϯϯ Ϯϯ Ϯϰ Ϯϲ ϯϯ ĚƵĐĂƚŝŽŶĂů>ŝĂŝƐŽŶ Ϯϯ Ϯϯ Ϯϰ Ϯϱ ϮϮ KĐĐƵƉĂƚŝŽŶĂůͬWŚǇƐŝĐĂůdŚĞƌĂƉŝƐƚ Ϯϭ ϭϵ ϮϬ ϮϬ ϮϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϭ FY2018 Budget Appendix A

FY2014 FY2015 FY2016 FY2017 FY2018 Actual Actual Actual Adopted Proposed ĐĐŽƵŶƚĂŶƚ ϭϮ ϭϯ ϭϯ ϭϱ ϭϱ dĞĐŚŶŽůŽŐǇ/ŶƚĞŐƌĂƚŽƌ ϯϰ ϯϰ ϯϰ ϯϰ ϯϰ KƚŚĞƌWƌŽĨĞƐƐŝŽŶĂů ϯϳ ϯϴ ϯϴ ϰϭ ϰϱ /ŶƐƚƌƵĐƚŝŽŶĂůŝĚĞ ϴϰϴ ϴϰϰ ϴϲϮ ϴϳϯ ϴϳϴ ^ĞĐƵƌŝƚǇ'ƵĂƌĚ ϰϭ ϰϮ ϰϮ ϭϲ ϭϲ dƵƚŽƌDŽŶŝƚŽƌ Ϭ Ϭ Ϭ Ϯϳ Ϯϳ WƌŝŶƚĞƌ ϰ ϰ ϰ ϰ ϰ ůŝŶŝĐŝĚĞ ϲϯ ϲϰ ϲϰ ϲϰ ϱϱ ĞŶƚĞƌĂƐĞĚĚƵĐĂƚŽƌ ϰ ϯ ϭ Ϭ Ϭ ,ŽŵĞͬ&ĂŵŝůǇĚƵĐĂƚŽƌ ϰ Ϭ Ϭ Ϭ Ϭ ,ĞĂƌŝŶŐ/ŵƉĂŝƌĞĚ/ŶƚĞƌƉƌĞƚĞƌ ϭϲ ϭϲ ϭϲ ϭϴ ϭϴ dĞĐŚŶŽůŽŐǇZĞƐŽƵƌĐĞƐƐŝƐƚĂŶƚ Ϯϲ Ϯϳ Ϯϲ Ϯϱ ϮϮ ^ĞĐƌĞƚĂƌǇͬůĞƌŬ ϯϲϯ ϯϲϮ ϯϲϮ ϯϱϴ ϯϰϵ dƌĂĚĞƐͬƌĂĨƚƐ ϭϲϳ ϭϲϴ ϭϬϲ ϭϬϯ ϵϳ &ĂĐŝůŝƚǇŽŽƌĚŝŶĂƚŽƌ Ϭ Ϭ ϰϴ ϰϴ ϰϲ ƋƵŝƉKƉĞƌĂƚŽƌ Ϭ Ϭ ϭϰ ϴ Ϯ DŽĚƵůĂƌůĂƐƐƌŽŽŵDĞĐŚĂŶŝĐ Ϭ Ϭ Ϭ ϰ ϭϭ ƵƐƌŝǀĞƌ ϱϭϵ ϱϮϳ ϱϯϮ ϱϯϮ ϱϯϮ ƵƐƚŽĚŝĂŶ ϰϯϵ ϯϴϮ ϭϳϰ ϭϮ ϴ tĂƌĞŚŽƵƐĞ^ƚĂĨĨ Ϯϰ ϭϰ ϭϱ ϭϱ ϭϬ &ŽŽĚ^ĞƌǀŝĐĞDĂŶĂŐĞƌ ϴϵ ϴϵ ϴϵ ϴϵ ϴϳ &ŽŽĚ^ĞƌǀŝĐĞtŽƌŬĞƌ Ϭ Ϭ Ϭ Ϭ Ϭ SUBTOTAL FULL-TIME POSITIONS 7,388 7,462 7,338 7,304 7,404 FY2014 FY2015 FY2016 FY2017 FY2018 PART-TIME POSITIONS Actual Actual Actual Adopted Proposed ŝƌĞĐƚŽƌ ϬϬϬϬϬ dĞĂĐŚĞƌ ϱϳ ϰϮ ϱϮ ϱϭ ϱϲ >ŝďƌĂƌŝĂŶ ϭ ϭ ϭ ϭ ϭ 'ƵŝĚĂŶĐĞŽƵŶƐĞůŽƌ ϰϯϱϰϱ WƐǇĐŚŽůŽŐŝƐƚ ϬϬϬϬϬ ĚƵĐĂƚŝŽŶĂůŝĂŐŶŽƐƚŝĐŝĂŶ Ϭ Ϭ Ϭ Ϭ Ϭ ^ŽĐŝĂůtŽƌŬĞƌ Ϭ Ϭ Ϭ Ϭ Ϭ EƵƌƐĞ Ϯ Ϯ Ϯ ϭ Ϭ KĐĐƵƉĂƚŝŽŶĂůͬWŚǇƐŝĐĂůdŚĞƌĂƉŝƐƚ Ϯ ϰ ϯ ϯ ϯ ĚŵŝŶŝƐƚƌĂƚŝǀĞƐƐŝƐƚĂŶƚ ϭ Ϭ Ϭ Ϭ Ϭ DŝĐƌŽĐŽŵƉƵƚĞƌŶĂůǇƐƚ ϭ ϭ ϭ ϭ ϭ KƚŚĞƌ/ŶƐƚƌƵĐƚŝŽŶĂů^ƚĂĨĨ Ϭ Ϭ Ϭ Ϭ ϭ FY2014 FY2015 FY2016 FY2017 FY2018 Actual Actual Actual Adopted Proposed KƚŚĞƌWƌŽĨĞƐƐŝŽŶĂů Ϯ Ϯ Ϯ ϯ Ϯ /ŶƐƚƌƵĐƚŝŽŶĂůŝĚĞ ϭ ϭ ϭ ϭ ϭ dƵƚŽƌͬDŽŶŝƚŽƌ Ϭ Ϭ Ϭ Ϭ Ϭ ,ĞĂƌŝŶŐ/ŵƉĂŝƌĞĚ/ŶƚĞƌƉƌĞƚĞƌ ϭ ϭ ϭ Ϭ Ϭ dĞĐŚŶŽůŽŐǇZĞƐŽƵƌĐĞƐƐŝƐƚĂŶƚ ϯ ϯ ϯ ϰ Ϯ ůĞƌŝĐĂů ϬϬϬϬϬ dƌĂĚĞƐͬƌĂĨƚ ϭϭϭϬϬ ƵƐƚŽĚŝĂŶ ϳ ϳ Ϭ Ϭ Ϭ &ŽŽĚ^ĞƌǀŝĐĞtŽƌŬĞƌ ϯϵϭ ϯϵϴ ϯϵϵ ϰϬϬ ϯϱϬ SUBTOTAL PART-TIME POSITIONS 472 465 470 468 421 SCHOOLS TOTAL ALL POSITIONS 7,860 7,927 7,807 7,772 7,825

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϮ FY2018 Budget Appendix B

ƉƉĞŶĚŝǆʹĂƉŝƚĂůKƵƚůĂǇ

Department and Item Quantity Replacement New Cost GENERAL FUND Animal Services dƌƵĐŬ ϭ ǆ Ϯϲ͕ϰϬϬ ^ǁĂďďŽĚǇĨŽƌǀĞŚŝĐůĞƐ ϭ ǆ ϭϮ͕ϱϬϬ Total $38,900 Building Inspection ^ƚĂĨĨǀĞŚŝĐůĞ ϭ ǆ ϮϮ͕ϯϬϬ Total $22,300 Buildings and Grounds sĂŶ ϯ ǆ ϳϱ͕ϬϬϬ DŽǁĞƌ͕ǁĂůŬďĞŚŝŶĚ Ϯ ǆ ϭϬ͕ϬϬϬ Total $85,000 Environmental Engineering DŝŶŝǆĐĂǀĂƚŽƌ ϭ ǆ ϰϬ͕ϬϬϬ tĂƚĞƌdĞƐƚŝŶŐ<ŝƚ ϭ ǆ ϴ͕ϬϬϬ Total $48,000 Fire and EMS ĂƚƚĂůŝŽŶŚŝĞĨsĞŚŝĐůĞ Ϯ ǆ ϭϱϬ͕ϬϬϬ ŝǀĞdĞĂŵŽĂƚ ϭ ǆ ϲϬ͕ϬϬϬ ŶŐŝŶĞ Ϯ ǆ ϭ͕ϮϯϬ͕ϬϬϬ &ŝƌĞΘ>ŝĨĞ^ĂĨĞƚǇ,ŽƵƐĞdƌĂŝůĞƌ ϭ ǆ ϭϱϬ͕ϬϬϬ >ĂĚĚĞƌdƌƵĐŬ ϭ ǆ ϭ͕Ϭϳϰ͕ϵϬϬ WdƋƵŝƉŵĞŶƚ Ϯ ǆ ϭϬ͕ϱϬϬ ^ƚĂĨĨsĞŚŝĐůĞͲĐĂƌ Ϯ ǆ ϲϮ͕ϬϬϬ ^ƚĂĨĨsĞŚŝĐůĞͲƚƌƵĐŬ ϱ ǆ ϭϯϯ͕ϬϬϬ dŽǁsĞŚŝĐůĞ ϭ ǆ ϯϰ͕ϬϬϬ Total $2,904,400 Parks and Recreation ϭͲƚŽŶĨŽƵƌǁŚĞĞůĚƌŝǀĞĚƵŵƉƚƌƵĐŬƐǁŝƚŚƐŶŽǁƉůŽǁ ϭ ǆ ϱϬ͕ϬϬϬ ZŝĚŝŶŐDŽǁĞƌƐĂŶĚdƵƌĨDĂŝŶƚĞŶĂŶĐĞƋƵŝƉŵĞŶƚ d ǆ ϴϬ͕ϬϬϬ Total $130,000 Police WĂƚƌŽůsĞŚŝĐůĞ ϲϱ ǆ ϭ͕ϲϵϬ͕ϬϬϬ ĞƚĞĐƚŝǀĞsĞŚŝĐůĞ Ϯϰ ǆ ϰϴϬ͕ϬϬϬ ^ƉĞĐŝĂůƚǇsĞŚŝĐůĞ ϯ ǆ ϴϬ͕ϬϬϬ Total $2,250,000 Waste and Resource Recovery DŽǁĞƌ͕ǁĂůŬďĞŚŝŶĚ ϭ ǆ ϱ͕ϵϬϬ Total $5,900 TOTAL GENERAL FUND $5,484,500

OTHER FUNDS Quantity Replacement New Cost Airport dƌƵĐŬ ϭ ǆ Ϯϲ͕ϬϬϬ Total $26,000 Fleet ŝƌŽŵƉƌĞƐƐŽƌ^ǇƐƚĞŵ ϰ ǆ ϰϴ͕ϬϬϬ ŝƌŽŶĚŝƚŝŽŶŝŶŐǀĂĐƵĂƚŽƌ Ϯ ǆ ϭϬ͕ϬϬϬ ŝƌŽŶĚŝƚŝŽŶŝŶŐDĂĐŚŝŶĞ ϭ ǆ ϱ͕ϱϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϯ FY2018 Budget Appendix B

Quantity Replacement New Cost ůŝŐŶŵĞŶƚ ϭ ǆ ϭϬ͕ϬϬϬ ĂƌŐŽsĂŶ ϰ ǆ ϭϬϭ͕ϴϬϬ ŽŽůĂŶƚ^ǇƐƚĞŵ&ůƵƐŚDĂĐŚŝŶĞ Ϯ ǆ ϭϯ͕ϴϬϬ ŝĂŐŶŽƐƚŝĐŽŵƉƵƚĞƌ ϲ ǆ ϰϮ͕ϬϬϬ ,ĞĂƚĞĚƵƐWƌĞƐƐƵƌĞtĂƐŚĞƌ ϭ ǆ ϭϬ͕ϬϬϬ >ŝĨƚ Ϯ ǆ ϭϰϬ͕ϬϬϬ WĂƐƐĞŶŐĞƌsĂŶ ϭϬ ǆ ϯϬϳ͕ϱϬϬ ^ĞĚĂŶ Ϯϳ ǆ ϲϳϱ͕ϬϬϬ dƌƵĐŬͲWŝĐŬƵƉ Ϯϯ ǆ ϰϴϳ͕ϴϬϬ dƌƵĐŬͲ^hs ϴ ǆ ϮϮϭ͕ϵϬϬ Total $2,073,300 Radio Communications ŝĂŐŶŽƐƚŝĐƋƵŝƉŵĞŶƚ Ϯ ǆ ϳϳ͕ϯϬϬ dŽǁĞƌ^ŝƚĞƐ;ϮͿ,s Ϯ ǆ ϱϱ͕ϬϬϬ Total $132,300 Revenue Recovery-Fire and EMS ŵďƵůĂŶĐĞ ϯ ǆ ϵϬϬ͕ϬϬϬ ZĂĚŝŽƐ ϯ ǆ ϯϵ͕ϬϬϬ ^ƚƌĞƚĐŚĞƌ ϯ ǆ ϰϴ͕ϬϬϬ Total $987,000 Utilities ĞƌŝĂůtŽƌŬWůĂƚĨŽƌŵ ϭ ǆ ϭϭ͕ϱϬϬ ĂƚƚĞƌǇWĂĐŬǆƉĂŶƐŝŽŶ ϭ ǆ ϭϱ͕ϬϬϬ ůŽĐŬŝŐĞƐƚĞƌ ϭ ǆ ϳ͕ϬϬϬ ĂƉŝƚĂůƋƵŝƉŵĞŶƚ ϭ ǆ ϭϬϬ͕ϬϬϬ ŽŶƐƚƌƵĐƚŝŽŶdƌƵĐŬ Ϯ ǆ Ϯϰϱ͕ϬϬϬ &ŝƌĞ^ƵƉƉƌĞƐƐŝŽŶ^ǇƐƚĞŵ ϭ ǆ Ϯϱ͕ϬϬϬ &ůŽǁ>ŽŐŐĞƌ^ĞŶƐŽƌƐ ϭϱ ǆ ǆ ϭϬϬ͕ϬϬϬ 'ƌŽƵŶĚƐdƌĂĐƚŽƌ ϭ ǆ ϰϱ͕ϬϬϬ /ƐŽůĂƚŝŽŶsĂůǀĞ ϭ ǆ ϭϱϬ͕ϬϬϬ DŝŶŝͲǆĐĂǀĂƚŽƌ Ϯ ǆ ǆ ϭϵϲ͕ϬϬϬ DŽŶŝƚŽƌŝŶŐ^ǇƐƚĞŵDŽĚŝĨŝĐĂƚŝŽŶ ϭ ǆ ϭϱ͕ϬϬϬ WŽŶǇƵŵƉdƌƵĐŬ ϭ ǆ ϲϱ͕ϬϬϬ WŽƌƚĂďůĞŝƌŽŵƉƌĞƐƐŽƌ ϭ ǆ ϮϮ͕ϬϬϬ WƌŽĚƵĐƚŝŽŶĂƚĂďĂƐĞ^ĞƌǀĞƌ ϰ ǆ ϯϬ͕ϬϬϬ WƵŵƉƐĂŶĚƌŝǀĞƐ ϭ ǆ ϵϱ͕ϬϬϬ ^ĞƌǀĞƌsŝƌƚƵĂůŝǌĂƚŝŽŶ ϰ ǆ ϵϲ͕ϬϬϬ ^ƚŽƌĂŐĞƌĞĂEĞƚǁŽƌŬhƉŐƌĂĚĞ ϭ ǆ ϳϱ͕ϬϬϬ ^ƚŽƌŵĂƐŝŶWƵŵƉ Ϯ ǆ ǆ ϮϬϬ͕ϬϬϬ dƌĂŝůĞƌ͕ϲƚŽŶ ϭ ǆ ϴ͕ϬϬϬ hƚŝůŝƚǇ^ĞƌǀŝĐĞdƌƵĐŬǁŝƚŚƌĂŶĞ ϭ ǆ ϵϴ͕ϯϬϬ sĂƌŝĂďůĞ&ƌĞƋƵĞŶĐǇƌŝǀĞƐ Ϯ ǆ ϲϱ͕ϬϬϬ Total $1,663,800 TOTAL OTHER FUNDS $4,882,400 TOTAL ALL FUNDS (excluding Schools) $10,366,900

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϰ FY2018 Budget Appendix C ƉƉĞŶĚŝǆʹ'ĞŶĞƌĂů&ƵŶĚZĞǀĞŶƵĞƐƚŝŵĂƚĞƐ

Description FY2016 Actuals FY2017 Adopted FY2018 Proposed General Property Taxes Real Property Taxes Z>^dd^dϱϴZ&hE ;ϰϯϵ͕ϰϲϭͿ ;ϲϱϬ͕ϬϬϬͿ ;ϱϱϬ͕ϬϬϬͿ Z>^dddy^ ϯϭϰ͕ϭϳϭ͕ϯϴϱ ϯϮϳ͕ϴϬϬ͕ϮϬϬ ϯϯϵ͕ϲϯϵ͕ϮϬϬ Total Real Property Taxes $313,731,924 $327,150,200 $339,089,200 Real and Personal Public Service Corporation Taxes W^WZ^KE>WZKW ϳϲ͕Ϭϳϭ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ Wh>/^Zs/hZZEddy ϭϮ͕ϳϴϰ͕ϵϱϲ ϭϮ͕ϳϱϬ͕ϬϬϬ ϭϮ͕ϳϱϬ͕ϬϬϬ Total Real and Personal Public Service Corporation Taxes $12,861,027 $12,850,000 $12,850,000 Personal Property Taxes DK/>,KDWZKWZdzdy^ ϭϰϲ͕ϰϭϵ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ WZ^KE>WZKW^ϱϴZ&hE ;ϳϬϬ͕ϰϮϯͿ ;ϵϬϬ͕ϬϬϬͿ ;ϳϱϬ͕ϬϬϬͿ WZ^KE>WZKWdy^ ϲϳ͕ϳϱϬ͕ϭϲϲ ϲϱ͕ϵϳϱ͕ϬϬϬ ϲϵ͕ϳϵϳ͕ϵϬϬ Z&hE^WZKZd/KE ;ϭ͕ϯϲϭ͕ϯϴϳͿ ;ϭ͕ϯϬϬ͕ϬϬϬͿ ;ϭ͕ϯϬϬ͕ϬϬϬͿ Total Personal Property Taxes $65,834,774 $63,925,000 $67,897,900 Machinery and Tools Taxes D,/EEdKK>^WZKWZdzdy ϰ͕ϱϲϰ͕ϬϵϬ ϱ͕ϭϭϭ͕ϮϬϬ ϰ͕ϳϵϳ͕ϱϬϬ Total Machinery and Tools Taxes $4,564,090 $5,111,200 $4,797,500 Penalties and Interest /EdZ^dKEWZ^KE>WZKW ϱϭϭ͕Ϯϯϲ ϱϱϬ͕ϬϬϬ ϱϬϬ͕ϬϬϬ /EdZ^dKEZ>^dd ϰϲϵ͕ϴϴϴ ϲϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ WE>dzKEWZ^KE>WZKW ϭ͕ϭϳϭ͕ϲϱϮ ϭ͕ϭϬϬ͕ϬϬϬ ϭ͕ϭϬϬ͕ϬϬϬ WE>dzKEZ>^dd ϴϱϯ͕ϲϰϭ ϵϱϬ͕ϬϬϬ ϵϬϬ͕ϬϬϬ Total Penalties and Interest $3,006,417 $3,250,000 $3,050,000 Special Assessments and Service Districts ,/WWE,DW>Z/EZDEd ϮϳϮ͕ϰϱϯ ϯϱϬ͕ϬϬϬ Ϯϴϯ͕ϱϬϬ ,^d&>dKtEdZ^s/^ddy ϭϰϳ͕ϴϴϵ ϴϯ͕ϲϬϬ ϴϯ͕ϲϬϬ W/EdZ,E'^s/^ddy ϴϮϱ͕ϲϴϴ Ͳ Ͳ D/>K^Zs//^d^hWWdy ϳϲ͕ϲϰϴ Ͳ Ͳ td^^^^ ϭ͕ϱϰϳ͕ϭϳϵ ϭ͕ϱϯϯ͕ϰϬϬ ϭ͕ϲϳϭ͕ϲϬϬ D'EK>/^W^^^^ ϭ͕ϱϲϯ͕ϮϬϬ Total Special Assessments and Service Districts $3,865,636 $2,947,000 $4,637,900 TOTAL GENERAL PROPERTY TAXES $403,863,869 $415,233,400 $432,322,500 Other Local Taxes E<^dK/E^dy ϮϬ͕ϴϴϰ͕ϳϴϭ ϮϬ͕ϱϵϯ͕ϯϬϬ ϭϴ͕ϵϴϲ͕ϵϬϬ h^/E^^>/E^^ϱϴZ&hE ;ϭϰϮ͕ϳϱϱͿ ;ϭϳϱ͕ϬϬϬͿ ;ϭϱϬ͕ϬϬϬͿ ,/WWE,DW>^>^dy/EZ ϰϴϳ͕Ϭϯϳ ϯϱϴ͕ϴϬϬ ϰϮϱ͕ϮϬϬ >dZ/KE^hDZdy ϱ͕ϮϲϮ͕ϴϰϵ ϲ͕ϲϯϰ͕ϴϬϬ ϲ͕ϲϭϵ͕ϳϬϬ >dZ/KE^hDWd/KEdy^dd ϭ͕ϭϲϮ͕ϴϯϭ Ͳ Ͳ '^KE^hDZdy ϭ͕ϯϯϮ͕Ϭϵϲ ϭ͕ϰϵϵ͕ϴϬϬ ϭ͕ϰϳϬ͕ϴϬϬ '^KE^hDWd/KEdy^dd ϭϬϵ͕ϳϱϭ Ͳ Ͳ >K>^>^Eh^dy^ ϰϱ͕ϯϬϲ͕ϴϯϭ ϰϳ͕Ϯϰϴ͕ϭϬϬ ϰϴ͕ϱϯϮ͕ϴϬϬ DKdKZs,/>Z'/^dZd/KE& ϭϰ͕Ϯϳϱ͕Ϭϰϴ ϭϰ͕ϴϴϰ͕ϳϬϬ ϭϰ͕ϴϱϭ͕ϳϬϬ ZKZd/KEdy ϱ͕ϲϱϱ͕ϳϯϳ ϱ͕ϭϮϰ͕ϯϬϬ ϲ͕ϲϲϲ͕ϳϬϬ ^,KZdͲdZDZEd>dy ϱϭϬ͕ϴϵϬ ϰϰϯ͕ϵϬϬ ϱϯϲ͕ϴϬϬ d>KDDhE/d/KE^^>^dy ϭϰ͕ϭϭϬ͕ϭϵϲ ϭϰ͕ϮϯϮ͕ϳϬϬ ϭϯ͕ϰϭϯ͕ϮϬϬ dZE^KhWEzdyϮйWZEd ϭ͕ϮϮϴ͕ϲϮϮ ϭ͕Ϯϰϭ͕ϳϬϬ ϭ͕ϯϵϯ͕ϮϬϬ dZE^KhWEzdyϲйWZEd ϯ͕ϳϬϮ͕ϳϬϮ ϯ͕ϳϮϱ͕ϬϬϬ ϰ͕ϭϵϴ͕ϴϬϬ td^dy/EZDEd> ϯϬϬ͕ϲϴϲ Ϯϲϵ͕ϯϬϬ ϯϭϵ͕ϬϬϬ Total Other Local Taxes $116,211,900 $117,864,000 $119,289,400

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϱ FY2018 Budget Appendix C

Description FY2016 Actuals FY2017 Adopted FY2018 Proposed Permits and Fees EKEs,/>WZD/d^ ϰϬϬ ϱϬϬ ϱϬϬ >'&^ ;ϮϵͿ Ͳ Ͳ hZEWZD/d&^ Ϯ͕ϰϬϬ ϲ͕ϬϬϬ ϲ͕ϬϬϬ KDDZ/>>'WZD/d^ ϭ͕Ϯϳϴ͕ϱϵϴ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϭϱϬ͕ϬϬϬ KDDZ/>>dZ/>WZD/d^ ϮϮϰ͕Ϭϲϱ ϮϯϬ͕ϬϬϬ ϮϯϬ͕ϬϬϬ KDDZ/>,d/E'WZD/d& ϭϴϱ͕ϬϮϭ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ KDDZ/>W>hD/E'WZD/d^ ϭϰϰ͕ϵϵϰ ϭϮϱ͕ϬϬϬ ϭϯϱ͕ϬϬϬ KDZKd,ZWZD/d&^ ϳϳϲ Ͳ Ͳ KE>tWKE^&^ ϭϳϭ͕ϱϬϳ ϴϬ͕ϬϬϬ ϭϱϳ͕ϭϬϬ KE/d/KE>^dEZE&KZ ϱϮ͕ϬϰϬ ϰϰ͕ϬϬϬ ϱϬ͕ϬϬϬ KE/d/KE>h^W>EEs ϱϭ͕ϰϳϴ ϭϯ͕ϬϬϬ ϱϬ͕ϬϬϬ KE/d/KE>h^^ ϰϭ͕Ϭϭϴ ϳϮ͕ϮϬϬ ϰϬ͕ϬϬϬ Ds^dKW&^ ϱϮϭ͕Ϯϲϯ ϱϳϱ͕ϬϬϬ ϱϱϬ͕ϬϬϬ K'>/E^^ ϱϵ͕ϭϲϬ ϳϯ͕ϬϬϬ ϲϱ͕ϬϬϬ >sdKZZd/&& ϮϮ͕ϭϮϱ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ EdZd/EDEdWZD/d^ ϲϬϬ ϳϬϬ ϳϬϬ ZK^/KEKEdZK>&^ ϵϴ͕ϭϬϬ ϭϬϮ͕ϱϬϬ ϭϬϮ͕ϱϬϬ &/E>,<^h/s/^/KE^ ϭϮϱ͕ϲϵϱ ϭϲϭ͕ϰϬϬ ϭϲϬ͕ϯϬϬ &/ZWZD/d^ ϴϲ͕Ϯϯϭ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ 'K>^/>sZ>Z^& Ϯ͕ϰϬϬ ϱ͕ϬϬϬ Ϯ͕ϱϬϬ >Eh^WW>/d/KE&^ ϭ͕ϱϯϬ ϭ͕ϱϬϬ ϭ͕ϱϬϬ DK/>,KDWW>/d/KE^ ϭ͕ϲϬϬ ϭ͕ϲϬϬ ϭ͕ϲϬϬ EKdZz/E^Wd/KE& Ϯϱ͕ϰϮϮ ϮϬ͕ϯϬϬ ϮϬ͕ϯϬϬ WZWW>/d/KE&^ ϯϵϬ Ͳ Ͳ W>EZs/t&^ ϯϮϮ͕ϰϮϵ Ϯϰϴ͕ϬϬϬ Ϯϱϯ͕ϬϬϬ Z>^dddZ&&^ ϭϬ͕ϱϭϰ ϵ͕ϬϬϬ ϵ͕ϬϬϬ Z^/Ed/>>'WZD/d^ ϭ͕ϭϰϬ͕ϴϳϴ ϭ͕ϭϬϬ͕ϬϬϬ ϭ͕ϭϲϬ͕ϬϬϬ Z^/Ed/>DWD/Ed&^ ϭϰϯ͕ϴϬϯ ϭϱϴ͕ϬϬϬ ϭϲϴ͕ϬϬϬ Z^/Ed/>>dZ/>WZD/d^ ϯϯϵ͕ϵϰϴ ϯϱϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ Z^/Ed/>,d/E'WZD/d& ϭϵϭ͕ϰϲϰ ϭϵϱ͕ϳϬϬ ϭϵϱ͕ϳϬϬ Z^/Ed/>W>hD/E'WZD/d^ ϲϭϰ͕Ϭϲϭ ϱϳϱ͕ϬϬϬ ϱϴϱ͕ϬϬϬ Z^/Ed/>Z/E^Wd/KE&^ ϭϱϴ͕ϬϬϰ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ Z^hD/ddW>EZs/t&^ Ϯ͕ϭϮϬ ϭϮ͕ϬϬϬ ϭϮ͕ϬϬϬ ZKE/E'&^ ϵϵ͕ϴϳϳ ϲϳ͕ϴϬϬ ϭϭϱ͕ϬϬϬ ^Wd/dEE^ ϭϰϯ͕ϳϲϰ ϭϳϴ͕ϱϬϬ ϭϰϱ͕ϳϬϬ ^K/>ZWKZd&^t' ϴ͕ϱϮϬ ϭϬ͕ϱϬϬ ϭϬ͕ϱϬϬ ^K>//dKZWZD/d^ ϳ͕ϭϮϱ ϭ͕ϬϬϬ Ϯ͕ϱϬϬ ^W/>yWd/KE^ ϰ͕ϮϬϬ Ϯ͕ϱϬϬ ϰ͕ϬϬϬ ^d>/',dKWZd/KE^K&&^d& ϭϰ͕ϳϯϯ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ^h^dEd/>KZ& Ϯϭ͕ϲϱϮ ϵ͕ϭϬϬ ϭϬ͕ϬϬϬ dDWZd/&/dK&KhWEz ϳ͕Ϭϳϱ ϱ͕ϬϬϬ ϳ͕ϬϬϬ dEdd/s^h/s/^/KE^ ϯϮϭ͕ϵϲϬ ϭϯϵ͕ϱϬϬ ϯϬϬ͕ϬϬϬ sZ/EZYh^d& ϵ͕ϲϬϬ ϭϮ͕ϭϬϬ ϵ͕ϬϬϬ s^DWE^&ZWZD/d ϮϳϬ͕ϰϰϲ Ϯϲϭ͕ϮϬϬ ϮϴϬ͕ϬϬϬ s^DWW>E^sDKKZdZ& Ϯ͕ϰϱϬ Ͳ Ͳ s^DWW>E^K&sD/EdEE ϭϱϱ͕ϳϰϬ ϭϯϴ͕ϬϬϬ ϭϲϯ͕ϬϬϬ s^DWW>E^K&s>KWDEd ϭϭϴ͕ϳϴϯ ϭϭϬ͕ϬϬϬ ϭϭϲ͕ϮϬϬ KE/E'Zd/&/d&^ ϭϲ͕ϳϱϬ ϭϴ͕ϬϬϬ ϭϴ͕ϬϬϬ E'ZKh^K'Z'/^dZd/KE& Ϯ͕ϰϮϱ Ͳ Ͳ ZKZ/E'&^ ;ϭϱϬͿ Ͳ Ͳ s^DWE^&ZD/EdEE ϮϬϵ Ͳ Ͳ Total Permits and Fees $7,286,127 $6,560,100 $7,071,100 Fines and Forfeitures KhZd&/E^ ϭ͕ϯϰϵ͕ϰϮϮ ϭ͕ϳϯϲ͕ϬϬϬ ϭ͕ϳϯϲ͕ϬϬϬ ZK^/KEKEdZK>/s/>WE>dz ϰϰ͕ϮϬϬ Ͳ Ͳ &KZ&/dhZ^ ϯϳϵ͕ϭϵϲ Ͳ Ͳ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϲ FY2018 Budget Appendix C

Description FY2016 Actuals FY2017 Adopted FY2018 Proposed ,EWWZ<&/E>dWE>dz ϭ͕ϭϬϬ Ͳ Ͳ WZ/Wd Ϯϵ͕ϯϳϯ ϭ͕ϱϬϬ ϮϮ͕ϵϬϬ Total Fines and Forfeitures $1,811,841 $1,753,500 $1,768,900 Use of Money and Property KE^^/KEZEd>KDD/^^/KE Ϯϱ͕ϱϮϲ Ϯϰ͕ϬϬϬ ϯϰ͕ϬϬϬ W/EdZ,E'^s/^d/Ed ϳ͕ϴϴϯ Ͳ Ͳ /EdZ^dE<WK^/d^ ϭϮϴ͕ϭϴϯ Ͳ Ͳ /EdZ^dKE&/E^EtZZEd^ ϲϱ͕Ϯϰϯ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ /EdZ^dKE/Es ϭϵϭ͕ϯϬϱ ϮϱϬ͕ϬϬϬ ϱϬϬ͕ϬϬϬ ZEdK&WK>/EKE&/>/dz ϭϳ͕ϳϱϬ Ͳ ϭϴ͕ϬϬϬ ZEd>K&>' ϳϳ͕Ϯϯϭ ϱϲ͕ϱϬϬ ϱϴ͕ϱϬϬ ZEd>K&&/>/d/^ Ϯϱ Ͳ ϭϱϬ͕ϬϬϬ ZEd>K&'ZEW>Kd Ϯ͕Ϯϵϵ ϯ͕ϬϬϬ ϯ͕ϬϬϬ ZEd>K&'EZ>WZKWZdz ϱϭϬ͕ϳϱϱ ϰϯϬ͕ϴϬϬ ϰϵϬ͕ϴϬϬ ZEd>K&WZ<>/',d^ ϳϯ͕ϳϰϲ ϳϮ͕ϬϬϬ ϳϮ͕ϱϬϬ ZEd>K&^,>dZ^ ϱϰ͕ϳϰϳ ϰϱ͕ϬϬϬ ϱϮ͕ϬϬϬ dZ^hZZ/EdZ^dZ/s ϯϯϬ͕ϴϵϵ Ͳ Ͳ Total Use of Money and Property $1,485,593 $946,300 $1,443,800 Service Charges /EdZWKZd^ ϯϰ͕ϮϴϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ KhEd/E',' ϭϯϬ͕ϱϰϬ ϭϯϭ͕ϲϬϬ ϭϯϮ͕ϳϬϬ KhEd/E',>d,/E^D/E ϭ͕ϰϲϰ Ͳ Ͳ D/E&^ ϰϴ͕ϰϮϱ ϰϱ͕ϴϬϬ ϰϱ͕ϴϬϬ sZd/^/E'& ϵ͕Ϭϰϳ ϱ͕ϳϬϬ ϭϲ͕ϮϬϬ Ed,DW&^ ϳϳ͕ϵϯϱ ϯ͕ϬϬϬ Ͳ WWKDddKyhd,WK>/Kd ϯ͕ϬϬϬ ϯ͕ϬϬϬ ϯ͕ϬϬϬ ,<,' ϭϭ͕ϯϵϳ ϴ͕ϬϬϬ ϴ͕ϬϬϬ KEͬ,hDEW&^ ϭϭϱ͕ϭϱϱ ϯ͕ϬϬϬ Ͳ >hZK^^>h^,/>WzDd ϴϰ͕ϳϳϵ ϳϭ͕ϴϬϬ Ͳ Zh^,zZt^d/^WK^>& ϯϭϭ͕ϴϯϵ ϯϬϭ͕ϬϬϬ ϯϯϲ͕ϬϬϬ DW&^ ϳϯ͕Ϯϵϰ ϲϭ͕ϰϬϬ ϲϴ͕ϱϬϬ dWKhWKEZs&^ ϯϭϮ͕ϳϭϲ ϯϬϲ͕ϴϬϬ ϯϬϵ͕ϴϬϬ Zd/&/D/>& ϭ͕ϬϬϱ ϵϬϬ ϵϬϬ ,^dZ&/>hE/sEKEKhEdz ϱϰ͕ϱϰϬ ϯϱ͕ϬϬϬ ϱϬ͕ϬϬϬ >/EdWDd^ ϵϱϴ͕ϰϯϯ ϵϴϰ͕ϰϬϬ Ͳ KDDddz/Zh/dd&^ ϯϬ͕ϳϭϵ Ͳ Ͳ KE^dZhd/KEDdZ/>&h>>> Ϯϱϭ͕ϰϳϯ Ϯϰϯ͕ϬϬϬ Ϯϵϲ͕ϱϬϬ KhEdzDW^>^EhWd^ ϭ͕ϮϮϱ ϱ͕ϬϬϬ ϭ͕ϬϬϬ KhZd&^ZKsZ ϵϰ͕ϳϰϳ ϭϭϭ͕ϬϬϬ ϭϭϭ͕ϬϬϬ KhZd^hZ/dz^,Z/&& ϯϳϵ͕ϵϬϳ ϰϮϬ͕ϬϬϬ ϰϮϬ͕ϬϬϬ KhZd,Kh^D/Ed& ϲϵ͕ϯϭϮ ϵϱ͕ϬϬϬ ϳϬ͕ϬϬϬ &ZZ>,' ϭϮ͕ϬϬϬ ϭϬ͕ϮϬϬ ϭϬ͕ϮϬϬ >/EYD/E& Ϯ͕ϰϯϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ WdK&Z,/>/dd/KE^s^ Ϯϵϰ͕ϮϮϬ Ϯϯϯ͕ϴϬϬ Ͳ E&^^,Z/&& ϰ͕ϭϰϲ ϯ͕ϭϬϬ ϯ͕ϭϬϬ KhDEdKWz&^ ϱϯ͕ϰϯϭ ϱϴ͕ϬϬϬ ϱϴ͕ϬϬϬ K'KZ&^ ϭϵ͕ϳϬϰ Ϯϳ͕ϬϬϬ ϮϬ͕ϬϬϬ K>>ZWZz& ϱϰ͕ϲϴϯ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ h/dZ&&/K&&E^^ Ϯϯϭ͕ϮϮϲ ϮϱϬ͕ϬϬϬ ϮϯϬ͕ϬϬϬ DW,ͲKd,ZD^Zs/^ ϮϮ͕Ϭϳϯ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ DW>,ͲDWZK'KsZ^/',d ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ DW>,Ͳs/Ed/KE^ ϭϰϭ͕ϱϲϯ ϭϴϬ͕ϬϬϬ ϭϴϬ͕ϬϬϬ DW>Kz,W,z^/>^ ϭϯϭ͕ϰϴϳ ϭϮϬ͕ϯϬϬ ϭϮϬ͕ϯϬϬ DW>Kz,Zh'd^d^ ϴϮ͕ϰϯϭ ϳϰ͕ϲϬϬ ϳϰ͕ϲϬϬ DW>Kz,Ͳ&/Z^ds/^/d^ ϭϵϯ͕ϭϵϭ ϭϲϭ͕ϭϬϬ ϭϲϭ͕ϭϬϬ &>^>ZD,' ϴϳ͕ϱϵϱ ϭϮϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ &>^>ZDZ&hE^ ;ϰϮϱͿ Ͳ Ͳ &/E'ZWZ/Ed& ϭϮ͕ϳϬϭ ϲ͕ϬϬϬ ϭϬ͕ϬϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϳ FY2018 Budget Appendix C

Description FY2016 Actuals FY2017 Adopted FY2018 Proposed /EdzKhEd/E','^ Ϯϵϵ͕ϴϯϯ ϯϲϬ͕ϵϬϬ ϯϲϵ͕ϯϬϬ /Edz>'D/Ed ϰϬ͕ϮϬϵ ϯϱ͕ϬϬϬ ϯϱ͕ϬϬϬ /Edz>'ZEd>,>d, ϱϯ͕ϮϴϬ ϱϯ͕ϯϬϬ ϱϯ͕ϯϬϬ /Edz>'ZEd>^^ ϭϬϱ͕ϰϬϬ ϭϬϱ͕ϰϬϬ ϭϬϱ͕ϰϬϬ /Edz,^dZ&/>hE/s ϮϮ͕ϯϳϬ ϭϱ͕ϬϬϬ ϭϱ͕ϬϬϬ /Edz,ZD^s^ ϯϱ Ͳ Ͳ /Edz/EdZE>h/d& ϯ͕ϬϬϬ ϯ͕ϬϬϬ ϯ͕ϬϬϬ /Edz/^ddWZK^^/E' ϯϭϲ͕Ϭϱϲ ϮϮϱ͕ϲϬϬ Ϯϴϯ͕ϬϬϬ /Edz:E/dKZ/>^s ϮϬϮ͕Ϯϲϭ Ϯϭϵ͕ϬϬϬ ϳϬ͕ϬϬϬ /EdzD,DZ^,'^ ϭϳϱ͕ϵϵϯ ϭϲϰ͕ϮϬϬ Ͳ /EdzW,'^ ϮϮ͕ϲϮϱ ϮϮ͕ϲϬϬ Ϯϵ͕ϯϬϬ /EdzWZ/Ed^,KW,'^ Ϯϱϭ͕ϭϱϵ ϭϯϬ͕ϬϬϬ ϭϴϬ͕ϬϬϬ /EdzWhZ,^/E','^ ϱϴϭ͕ϵϬϬ ϴϲϴ͕ϱϬϬ Ͳ /EdzdZ^K>>d/KE^ ϰϱ͕ϳϯϴ ϲϭ͕ϬϬϬ ϱϵ͕ϮϬϬ /Edzhd/>/dzWdZ/D ϳϰϵ͕ϳϴϱ ϳϴϬ͕ϱϬϬ ϳϲϳ͕ϭϬϬ /E^dZhd/KE>&^ ϯϮϳ͕ϱϳϮ ϯϮϲ͕ϵϬϬ ϯϰϰ͕ϵϬϬ :/>WZK^^/E'& ϲϯ͕ϭϱϳ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ :hsE/>,KD ϭϳϱ͕ϴϬϬ ϭϲϱ͕ϬϬϬ ϭϲϱ͕ϬϬϬ >t>/ZZz&^ ϭϬϲ͕ϵϭϬ ϭϭϭ͕ϰϬϬ ϭϭϭ͕ϰϬϬ >dhZ& ϭϰ͕ϴϭϴ ϭϬ͕ϬϬϬ ϭϬ͕ϱϬϬ >/ZZz&/E^ ϭϴϴ͕ϱϭϲ ϯϬϭ͕ϮϬϬ ϯϬϭ͕ϮϬϬ D&>/',d&hE ϰϵϯ͕ϰϳϬ ϰϰϮ͕ϰϬϬ ϰϰϮ͕ϰϬϬ D//K/E^hZE ϳ͕Ϯϭϴ ϭϯ͕ϴϬϬ Ͳ D//'WWzDEd^ ϴϴ͕ϬϯϮ ϭϱ͕ϮϬϬ Ͳ D///&DZ ϯ͕ϯϰϰ͕ϵϳϲ ϯ͕ϯϳϬ͕ϬϬϬ Ͳ D//DE'Z ϯϯϳ͕Ϯϰϯ ϭϱϵ͕ϯϬϬ Ͳ D//WDd^ ϭϯϱ͕ϭϮϲ ϲϬ͕ϬϬϬ Ͳ D//^WKZ/^/^ ϱϱϯ Ͳ Ͳ D//^WK/d Ϯϴϳ͕Ϯϴϭ ϰϯϲ͕ϵϬϬ Ͳ D//^WKD,^D'Dd ϵϵϴ͕ϳϲϳ ϭ͕ϭϵϬ͕ϲϬϬ Ͳ D//^WKDZ^D'Dd ϯ͕ϳϲϵ͕ϭϮϳ ϰ͕ϭϮϮ͕ϯϬϬ Ͳ D//^WKW^z,K^K/> ϯϮϮ͕ϭϴϲ ϰϲϵ͕ϭϬϬ Ͳ D//^WKͲs/W ϭϮϰ͕ϳϰϬ ϭϯϬ͕ϬϬϬ Ͳ D//dZE^WKZdd/KE ϯϯϰ͕ϴϯϳ ϯϰϭ͕ϬϬϬ Ͳ D//t/sZKE'Z'd ϰ͕ϱϬϭ͕ϭϬϯ ϰ͕ϲϭϰ͕ϮϬϬ Ͳ D//t/sZz^hWWKZd ϭ͕ϲϭϱ͕ϴϰϱ ϭ͕ϲϮϮ͕ϮϬϬ Ͳ D//t/sZDW>KzDEd ϴϲϱ͕Ϭϰϴ ϵϵϳ͕ϮϬϬ Ͳ D//t/sZEs/ZKEDK/&/ ϳϲ͕ϱϮϳ ϱϮ͕ϬϬϬ Ͳ D//t/sZ^hWWKZdZ^/ Ϯϰϴ͕ϱϰϮ Ϯϱϳ͕ϱϬϬ Ͳ D/>KͲWzDEd^ ϳ͕ϵϰϰ ϳ͕ϱϬϬ ϳ͕ϱϬϬ D/ZWDd^ ϭϬϮ͕Ϭϱϭ ϵϮ͕ϬϬϬ Ͳ D/'W^ZE/E'WzDd^ Ϯ͕ϰϬϲ Ͳ Ͳ DKE/dKZ/E'&^ ϯϯ͕ϮϮϳ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ EKEͲh/dZ&&/K&&E^^ ϮϮϴ͕ϱϯϳ ϮϬϬ͕ϬϬϬ ϮϮϱ͕ϬϬϬ EKEZ^/EdZZd/KE>& Ϯϴ͕ϭϰϱ ϭϱ͕ϬϬϬ ϮϮ͕ϬϬϬ K&&E^ZWKZd^ ϭϬ͕ϰϭϬ ϭϭ͕ϬϬϬ ϭϬ͕ϬϬϬ Kd,Z/E^WDd^ ϵϭ͕ϭϱϮ ϱϱ͕ϯϬϬ Ͳ WE>dz,'^ ϱϱ͕Ϭϴϴ Ϯϲ͕ϬϬϬ ϯϯ͕ϮϬϬ WZ^KE>WZKW>/EY&^ ϭ͕ϭϱϳ͕ϲϮϵ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ W,KdK'ZW,^/Ed^ Ͳ ϭ͕ϬϬϬ ϮϬϬ W>z'ZKhE&^ Ϯϭ͕ϱϴϬ Ϯϭ͕ϲϬϬ Ϯϭ͕ϲϬϬ WK>/K&&/Z^&^ ϭ͕ϭϭϳ͕ϯϰϮ ϭ͕ϬϬϵ͕ϬϬϬ ϭ͕Ϭϳϵ͕ϭϬϬ WZ/Ed,Z'ydZE>h^dKDZ Ϯϳ͕Ϯϯϲ Ϯϳ͕ϬϬϬ Ϯϳ͕ϬϬϬ WZ/Ed/E'^s^ Ͳ ϭ͕ϵϬϬ ϭ͕ϵϬϬ Z>^dd>/EY&^ ϭϲϬ͕Ϯϳϱ ϮϬϬ͕ϬϬϬ ϮϬϬ͕ϬϬϬ ZKZ,<^ ϭ͕Ϯϲϱ Ϯ͕ϬϬϬ ϭ͕ϮϬϬ Zz>/E'& ϭ͕ϵϳϭ͕ϭϬϬ ϭ͕ϵϰϬ͕ϬϬϬ ϭ͕ϵϮϱ͕ϬϬϬ Zz>/E'WZK^ Ͳ Ͳ Ͳ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϴ FY2018 Budget Appendix C

Description FY2016 Actuals FY2017 Adopted FY2018 Proposed Zz>/E'WZK^ddZ/^ ϭϯ͕ϰϵϬ ϮϬ͕ϱϬϬ ϮϬ͕ϮϬϬ Zz>/E'WZK^ZKZ ϵ͕Ϭϰϱ ϭϮ͕ϬϬϬ ϭϮ͕ϬϬϬ Zz>/E'WZK^>dZKE/^ ϭ͕ϰϬϵ Ͳ ϭ͕ϰϬϬ Zz>/E'WZK^Dd> ϰϲ͕ϯϵϭ ϱϲ͕ϬϬϬ ϰϯ͕ϬϬϬ Zz>/E'WZK^WZKWEdE< ϮϮϭ Ͳ Ͳ Zz>/E'WZK^h^K/> ϮϮ͕ϴϳϯ Ϯϲ͕ϬϬϬ ϭϱ͕ϱϬϬ Z'/^dZd/KE&^ ϲϭ͕ϳϳϱ ϵ͕ϬϬϬ Ͳ Z/DhZ^DEdK&>'>&^ ϯ͕ϭϳϴ Ͳ Ͳ Z^/Ed/>'d>E&/>>& ϴϳϴ͕ϵϱϰ ϴϭϵ͕ϬϬϬ ϵϰϮ͕ϵϬϬ ^>K&E/D>^ Ϯϰ͕ϴϱϲ ϯϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ ^>K&KEdZd Ϯϱϰ͕ϰϱϰ ϮϰϮ͕ϴϬϬ Ͳ ^>K&/E<ZdZ'Ͳdy> ϱϮϰ Ͳ Ͳ ^>K&>/ZZz^s^ ϭ͕ϱϲϭ ϭ͕ϯϬϬ ϭ͕ϯϬϬ ^>K&Wh>/d/KE^ ϯ͕ϭϬϰ ϱ͕ϳϬϬ ϱ͕ϳϬϬ ^,Z/&&Ζ^&^ ϭϴ͕Ϯϵϭ ϭϴ͕ϯϬϬ ϭϴ͕ϯϬϬ ^W/>sEd^ ϭϳ͕ϲϬϯ ϰ͕ϲϬϬ ϰ͕ϲϬϬ ^WKZd^WZK'ZD&^ ϭϱϲ Ͳ Ͳ ^s^dKKhZd^ Ϯϭϲ͕ϵϳϵ ϭϵϳ͕ϬϬϬ ϭϬϬ dKhZEDEd,'^ ϱϰ͕ϱϮϱ ϱϬ͕ϬϬϬ Ϯϳϴ͕ϬϬϬ dZ/E/E'Dz&^ ϯϴ͕ϵϮϬ ϰϯ͕ϬϬϬ ϰϯ͕ϬϬϬ sWZD/ZW&^ ϭϭϲ͕ϭϳϮ ϯ͕ϬϬϬ Ͳ s,/>d/Z^ ϲ͕Ϯϯϲ ϲ͕ϬϬϬ ϲ͕ϬϬϬ s,/>d/Z^tZ/D^ ϯ͕ϴϮϬ ϰ͕ϬϬϬ ϰ͕ϬϬϬ tZDKs>& ϳ͕ϴϵϬ ϴ͕ϬϬϬ ϴ͕ϬϬϬ t<E:/>d/D& ϵϬ͕ϳϱϳ ϴϱ͕ϬϬϬ ϴϱ͕ϬϬϬ t>>E^^KEdZ/hd/KE ϱϴ͕ϴϰϱ ϭ͕ϱϬϬ ϭ͕ϱϬϬ t,/d'KK^t/d,&ZKE Ϯϳ͕ϱϮϱ Ϯϯ͕ϬϬϬ ϮϮ͕ϬϬϬ t,/d'KK^t/d,Khd&ZKE ϯϱ͕ϮϵϬ Ϯϴ͕ϬϬϬ Ϯϵ͕ϬϬϬ tKZ^WZK'ZD Ϯϵ͕ϯϬϳ ϰϬ͕ϬϬϬ ϰϬ͕ϬϬϬ Ed,D,s,KD,>d,&^ ϮϮϳ͕ϲϵϱ Ͳ Ͳ /EdzD,^^/&z^hWd,'^ Ϯϲϳ͕ϰϯϯ Ͳ Ͳ /EdzD,^^dZE^WKZd,'^ ϯϯ͕ϰϳϱ Ͳ Ͳ ^^,^dZ&/>&^ ϯϮϰ Ͳ Ͳ Zz>>&Dh>, ϭϮ͕ϰϯϴ Ͳ Ͳ Total Service Charges $33,330,129 $32,924,700 $12,586,900 Recovered Costs and Miscellaneous KEd/KE^EKEdZ/ ϭϬϴ͕ϳϱϵ Ϯϴ͕ϲϬϬ ϭϴ͕ϲϬϬ /Edz/E^ZKsZz ϰϴϴ͕ϲϱϮ Ͳ Ͳ >K^^WZsEd/KEZsEh ϰϭϴ͕Ϭϯϵ ϰϮϱ͕ϳϬϬ ϰϮϱ͕ϳϬϬ Kd,ZD/^Zs^ ϭϭ͕ϱϬϯ͕ϰϮϮ ϳϰϱ͕ϰϬϬ ϳϯϰ͕ϯϬϬ Wh>/hd/KEE'Ksd& ϳϰϰ͕ϵϲϴ Ͳ Ͳ Wh>/W,KEKDD ϭϰϮ͕Ϯϯϯ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ Z&hE^ Ϯ͕ϯϯϬ Ͳ Ͳ Z/D,^dZ&/>^, ϳ͕ϲϳϵ͕ϲϬϬ ϰ͕ϵϱϳ͕ϱϬϬ Ͳ Z/DK>KE/>,/',d^ ϯϴϵ͕ϬϮϴ ϰϬϰ͕ϯϬϬ ϰϮϭ͕ϲϬϬ Z/DZh'd^d/E' ϳ͕ϴϱϲ ϭϭ͕ϱϬϬ ϴ͕ϳϬϬ Z/DKd,Z ϭ͕ϬϬϭ͕ϲϬϴ ϭ͕Ϭϴϲ͕ϴϬϬ ϵϰϳ͕ϯϬϬ Z/DKd,Z>K>/d/^ Ϯ͕ϴϱϬ Ͳ Ͳ Z/DZ/,DKEEdZ Ϯ͕ϲϴϮ͕Ϯϲϯ Ϯ͕ϮϲϮ͕ϯϬϬ Ϯ͕ϱϲϰ͕ϭϬϬ Z/D^ddyW ϭϮϯ͕ϭϲϲ ϭϮϬ͕ϬϬϬ ϭϮϬ͕ϬϬϬ Z/D^dds,/> ϯϳ͕ϯϯϳ ϯϲ͕ϬϬϬ ϯϲ͕ϬϬϬ Z/Dd>W,KEh^' ϭ͕ϬϯϬ Ϯ͕ϯϬϬ Ͳ Z/DdKt/E' ϵ͕ϳϯϭ ϳ͕ϱϬϬ ϳ͕ϱϬϬ Z/DhZ^DEd:K,Edz>Z ϮϬϳ͕ϴϬϬ ϭϱϱ͕ϴϬϬ ϮϮϴ͕ϬϬϬ ^>K&^hZW>h^Yh/W ϳϯ͕ϵϮϭ ϳϱ͕ϬϬϬ ϲϬ͕ϬϬϬ ^>K&s,/>^ ϮϯϬ͕ϰϬϮ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ^^/EEd/sWDd^ ϭ͕ϮϬϬ ϰϬϬ ϰϬϬ E/D>&Z/E>zW>dZsEh ϲ͕ϴϱϮ Ͳ Ͳ Total Recovered Costs and Miscellaneous $25,863,045 $10,499,100 $5,752,200

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϰϵ FY2018 Budget Appendix C

Description FY2016 Actuals FY2017 Adopted FY2018 Proposed State Revenue hϭͬϴй^dd^>^dy ϱ͕ϳϬϳ͕ϯϱϵ Ͳ Ͳ h^dd^>^dyZ/Wd^ ϱϰ͕ϵϯϮ͕ϴϯϱ ϲϯ͕ϰϬϬ͕ϮϬϬ ϲϯ͕Ϯϭϵ͕ϰϬϬ ^,ZyW/E^͕^,Z/&& ϭϯ͕ϰϱϯ ϭϮ͕ϴϬϬ ϭϮ͕ϴϬϬ s>Z<y^^&^ ϰϭϲ͕ϲϯϲ ϯϲϱ͕ϬϬϬ ϯϲϱ͕ϬϬϬ sZ/D:h^d/^sWZKdKE ϭϮ͕ϲϴϭ ϴ͕ϱϬϬ ϭϭ͕ϴϬϬ s/^dZ/&/ZWZK'ZD&hE ϭ͕ϬϬϮ͕Ϯϳϯ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ sDZ'EzD/>Z/DhZ^ ϯϮϯ͕ϴϱϱ ϯϭϰ͕ϬϬϬ ϯϭϰ͕ϬϬϬ s&/E^^/^dD,^s Ϯ͕ϲϱϳ͕Ϭϱϲ Ϯ͕ϰϬϳ͕ϯϬϬ Ͳ s&/E^^/^dDZ^s ϵϰ͕ϲϯϭ ϵϰ͕ϲϬϬ Ͳ s&/E^^/^dWh>/>/ZZz ϭϵϱ͕ϳϰϯ ϭϵϱ͕ϰϬϬ ϮϬϭ͕ϴϬϬ s'ZEdKZ^dy^ ϭ͕ϭϯϯ͕ϭϮϯ ϭ͕ϰϯϯ͕ϴϬϬ ϭ͕ϳϳϵ͕ϵϬϬ s,ϱϵϵ&hE^ ϳ͕ϰϱϴ͕ϳϴϰ ϳ͕ϰϱϴ͕ϴϬϬ ϳ͕ϲϵϴ͕ϵϬϬ s:/>WZ/D^ ϲϬϮ͕ϱϳϱ ϰϵϰ͕ϬϬϬ ϰϵϰ͕ϬϬϬ s:hsE/>dEdZ,/> ϭϲϲ͕ϰϳϬ ϲϲϮ͕ϬϬϬ ϲϲϮ͕ϬϬϬ s:hsE/>dEd,KD^ ϭ͕ϵϰϯ͕Ϭϱϳ ϭ͕ϴϭϬ͕ϬϬϬ ϭ͕ϴϭϬ͕ϬϬϬ sD,Z'/KE/sWZsEh ϭϭϱ͕ϱϲϵ ϲϰ͕ϰϬϬ Ͳ sD/^^dd/ Ϯ͕ϭϯϲ͕ϮϲϮ Ϯ͕ϭϮϲ͕ϯϬϬ Ϯ͕Ϯϳϱ͕ϴϬϬ sDK/>,KDd/d>/E'dy^ ϱϰ͕ϭϵϭ ϱϭ͕ϬϬϬ ϱϱ͕ϬϬϬ sW^^/^dt>&ZD/E ϰ͕ϰϲϯ͕ϳϳϬ ϰ͕ϰϰϬ͕ϭϬϬ ϰ͕ϰϰϴ͕ϰϬϬ sWWdZ ϰϭ͕ϬϵϮ͕Ϭϰϴ ϰϭ͕ϬϵϮ͕ϬϬϬ ϰϭ͕ϬϵϮ͕ϬϬϬ sWh>/tKZ<^^^/^d ϰϴ͕ϱϮϵ Ͳ ϯϲ͕ϭϬϬ sZK>>/E'^dKZ</Zh/dd ϭ͕Ϭϳϵ͕ϭϰϵ ϭ͕Ϭϳϳ͕ϭϬϬ ϭ͕Ϭϳϳ͕ϭϬϬ s^,yW>Z</Zh/dd&/ ϱϰ͕ϳϵϴ ϱϱ͕ϳϬϬ ϱϱ͕ϳϬϬ s^,yW>Z</Zh/dd/E^ Ϯ͕Ϭϰϰ ϭ͕ϵϬϬ ϭ͕ϵϬϬ s^,yW>Z</Zh/ddsZ^ ϭϱ͕ϱϰϴ ϭϱ͕ϱϬϬ ϭϱ͕ϱϬϬ s^,yWKDDddz ϭ͕ϴϵϬ͕ϲϱϵ ϭ͕ϳϭϲ͕ϱϬϬ ϭ͕ϳϭϲ͕ϱϬϬ s^,yWKDDddzW ϭϭϴ͕ϰϭϳ ϭϬϮ͕ϭϬϬ ϭϬϮ͕ϭϬϬ s^,yWKDDddz&/ ϭϰϭ͕ϳϵϴ ϭϭϭ͕ϳϬϬ ϭϭϭ͕ϳϬϬ s^,yWKDDddz/E^ ϱ͕Ϯϰϰ ϰ͕ϬϬϬ ϰ͕ϬϬϬ s^,yWKDDddzs^Z^ ϯϵ͕ϴϵϯ ϯϭ͕ϲϬϬ ϯϭ͕ϲϬϬ s^,yWKDDK&Zs ϰϳϭ͕ϵϲϯ ϰϬϯ͕ϰϬϬ ϰϬϯ͕ϰϬϬ s^,yWKDDK&Zs&/ ϯϲ͕ϯϯϯ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ s^,yWKDDK&Zs/E^ ϭ͕ϯϭϰ ϭ͕ϭϬϬ ϭ͕ϭϬϬ s^,yWKDDK&ZssZ^ ϵ͕ϵϵϴ ϴ͕ϴϬϬ ϴ͕ϴϬϬ s^,yW:/>^>Z/^ Ϯ͕ϭϲϭ͕ϵϱϬ ϭ͕ϴϳϭ͕ϬϬϬ Ϯ͕Ϭϱϲ͕ϬϬϬ s^,yWEKEͲ:/>^>Z/^ Ϯ͕ϲϭϯ͕ϲϴϬ Ϯ͕ϲϰϭ͕ϰϬϬ Ϯ͕ϲϰϭ͕ϰϬϬ s^,yWZ'/^>d/KEKZ^ ϮϬϮ͕Ϭϵϲ ϳϭ͕ϬϬϬ ϳϭ͕ϬϬϬ s^,yW^,Z/&&&/ ϯϲϵ͕ϰϯϱ ϯϭϳ͕ϰϬϬ ϯϭϳ͕ϰϬϬ s^,yW^,Z/&&s^Z^ ϭϬϮ͕ϯϮϬ ϴϲ͕ϴϬϬ ϴϲ͕ϴϬϬ s^,yWdZ^ ϰϯϴ͕ϬϲϬ ϯϲϴ͕ϮϬϬ ϯϲϴ͕ϮϬϬ s^,yWdZ^&/ ϯϯ͕ϳϱϯ Ϯϴ͕ϱϬϬ Ϯϴ͕ϱϬϬ s^,yWdZ^/E^ ϭ͕Ϯϰϵ ϭ͕ϭϬϬ ϭ͕ϭϬϬ s^,yWdZ^sZ^ ϵ͕ϱϬϮ ϴ͕ϭϬϬ ϴ͕ϭϬϬ s^ddhdZ ϰϰϮ͕ϰϵϭ ϲϯϵ͕ϭϬϬ Ͳ s^ddDZ'Ez ϭϲϴ͕ϯϴϬ ϭϯϳ͕ϰϬϬ Ͳ s^ddZKsZz ϭϳϯ͕ϯϭϵ ϮϬϭ͕ϵϬϬ Ͳ s^ddZ/Es^dDEd ϭϲϲ͕Ϯϴϭ Ͳ Ͳ s^h^dEh^^s^ ϵϱϴ͕ϵϬϵ ϳϳϬ͕ϬϬϬ Ͳ ss,/>ZEd>dy ϭ͕ϭϯϭ͕ϬϮϬ ϭ͕ϭϬϰ͕ϱϬϬ ϭ͕Ϯϯϰ͕ϬϬϬ E/D>^dd/EdyKEd/KE^ ϲϵϰ Ͳ Ͳ Total State Revenue $137,536,004 $139,361,000 $135,973,800 Federal Revenue &&/E^^/^dKd,Z ϳϮ͕Ϭϯϱ ϳϱ͕ϬϬϬ ϳϱ͕ϬϬϬ &&/E^^/^dWh>/^&dz ϭϬϲ͕ϬϮϮ ϲϭ͕ϲϬϬ Ϯϲ͕ϰϬϬ &&/E^^/^d^ϴ,Kh^/E' ϭϰ͕ϰϲϱ Ͳ Ͳ &W^^d,Zht>&Z ϴ͕ϰϱϬ͕ϱϵϵ ϳ͕ϵϭϬ͕ϲϬϬ ϳ͕ϵϵϯ͕ϰϬϬ &WZ^Yh>EtZ&h'ϵϱͲϰϲϵ ϱ͕ϳϯϬ ϱ͕ϬϬϬ ϲ͕ϬϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱϬ FY2018 Budget Appendix C

Description FY2016 Actuals FY2017 Adopted FY2018 Proposed &Z>>K<'ZEd ϴϵϮ͕ϵϯϰ ϴϴϰ͕ϮϬϬ Ͳ Total Federal Revenue $9,541,786 $8,936,400 $8,100,800 Financing Sources 'KZ&hE/E'KE^/^^h ϯϲ͕ϯϵϵ͕ϵϱϯ Ͳ Ͳ WZD/hDKE'KKE^/^^h ϵϮ͕ϭϲϴ Ͳ Ͳ WZD/hDKE'KZ&hE/E'KE^ ϲ͕ϱϯϵ͕ϱϳϯ Ͳ Ͳ dZ&&ZKD&>d ϭϯ͕ϳϬϬ ϭϰ͕ϭϬϬ ϳ͕ϮϬϬ dZ&&ZKDD,DZ^ Ͳ ϰϰϬ͕ϯϬϬ ϰϰϲ͕ϵϬϬ dZ&&ZKD^W/>Zs&hE ϭ͕ϯϲϵ͕ϰϭϵ ϭ͕ϰϯϵ͕ϭϬϬ ϭ͕ϰϰϳ͕ϵϬϬ dZ&&ZKDt^dtdZ Ϯ͕ϰϬϬ Ϯ͕ϱϬϬ ϭ͕ϯϬϬ dZ&&ZKDtdZ&hE ϯ͕ϲϬϬ ϯ͕ϳϬϬ ϭ͕ϵϬϬ Total Financing Sources $44,420,812 $1,899,700 $1,905,200 Reserves and Fund Balance h^K&Z^Zs^ Ͳ ϳ͕ϯϳϲ͕ϵϬϬ ϴ͕ϭϰϱ͕ϭϬϬ h^K&Z^Zs^&KZ^,KK>^ Ͳ ϯ͕ϱϬϬ͕ϬϬϬ ϳ͕Ϭϯϲ͕ϲϬϬ h^K&&hE>E Ͳ ϱϴ͕ϲϲϴ͕ϰϬϬ Ͳ Total Reserves and Fund Balance $0 $69,545,300 $15,181,700 Total General Fund Revenue $781,351,107 $805,523,500 $741,396,300

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱϭ FY2018 Budget Appendix D ƉƉĞŶĚŝǆʹ'ĞŶĞƌĂů&ƵŶĚZĞǀĞŶƵĞWƌŽũĞĐƚŝŽŶƐ

FY2019 FY2020 FY2021 FY2022 Description Projected Projected Projected Projected General Property Taxes Real Property Taxes Z>^dd^dϱϴZ&hE ;ϱϱϬ͕ϬϬϬͿ ;ϱϱϬ͕ϬϬϬͿ ;ϱϱϬ͕ϬϬϬͿ ;ϱϱϬ͕ϬϬϬͿ Z>^dddy^ ϯϱϯ͕ϯϯϭ͕ϱϬϬ ϯϲϴ͕ϲϮϬ͕ϮϬϬ ϯϴϰ͕ϲϰϴ͕ϳϬϬ ϰϬϭ͕ϵϱϯ͕ϬϬϬ Total Real Property Taxes $352,781,500 $368,070,200 $384,098,700 $401,403,000 Real and Personal Public Service Corporation Taxes W^WZ^KE>WZKW ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ Wh>/^Zs/hZZEddy ϭϮ͕ϳϱϬ͕ϬϬϬ ϭϮ͕ϳϱϬ͕ϬϬϬ ϭϮ͕ϳϱϬ͕ϬϬϬ ϭϮ͕ϳϱϬ͕ϬϬϬ Total Real and Personal Public Service Corporation Taxes $12,850,000 $12,850,000 $12,850,000 $12,850,000 Personal Property Taxes DK/>,KDWZKWZdzdy^ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ WZ^KE>WZKW^ϱϴZ&hE ;ϳϱϬ͕ϬϬϬͿ ;ϳϱϬ͕ϬϬϬͿ ;ϳϱϬ͕ϬϬϬͿ ;ϳϱϬ͕ϬϬϬͿ WZ^KE>WZKWdy^ ϳϭ͕ϱϰϮ͕ϴϬϬ ϳϯ͕ϯϯϭ͕ϰϬϬ ϳϱ͕ϭϲϰ͕ϳϬϬ ϳϳ͕Ϭϰϯ͕ϴϬϬ Z&hE^WZKZd/KE ;ϭ͕ϯϬϬ͕ϬϬϬͿ ;ϭ͕ϯϬϬ͕ϬϬϬͿ ;ϭ͕ϯϬϬ͕ϬϬϬͿ ;ϭ͕ϯϬϬ͕ϬϬϬͿ Total Personal Property Taxes $69,642,800 $71,431,400 $73,264,700 $75,143,800 Machinery and Tools Taxes D,/EEdKK>^WZKWZdzdy ϰ͕ϴϰϱ͕ϱϬϬ ϰ͕ϴϵϰ͕ϬϬϬ ϰ͕ϵϰϮ͕ϵϬϬ ϰ͕ϵϵϮ͕ϯϬϬ Total Machinery and Tools Taxes $4,845,500 $4,894,000 $4,942,900 $4,992,300 Penalties and Interest /EdZ^dKEWZ^KE>WZKW ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ /EdZ^dKEZ>^dd ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ WE>dzKEWZ^KE>WZKW ϭ͕ϭϬϬ͕ϬϬϬ ϭ͕ϭϬϬ͕ϬϬϬ ϭ͕ϭϬϬ͕ϬϬϬ ϭ͕ϭϬϬ͕ϬϬϬ WE>dzKEZ>^dd ϵϬϬ͕ϬϬϬ ϵϬϬ͕ϬϬϬ ϵϬϬ͕ϬϬϬ ϵϬϬ͕ϬϬϬ Total Penalties and Interest $3,100,000 $3,100,000 $3,100,000 $3,100,000 Special Assessments and Service Districts ,/WWE,DW>Z/EZDEd ϯϱϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ ,^d&>dKtEdZ^s/^ddy ϴϯ͕ϲϬϬ ϴϯ͕ϲϬϬ ϴϯ͕ϲϬϬ ϴϯ͕ϲϬϬ td^^^^ ϭ͕ϳϯϴ͕ϮϬϬ ϭ͕ϴϬϳ͕ϯϬϬ Ͳ Ͳ D'EK>/^W^^^^ ϭ͕ϱϵϰ͕ϬϬϬ ϭ͕ϲϮϯ͕ϱϬϬ ϭ͕ϲϱϲ͕ϱϬϬ ϭ͕ϲϴϴ͕ϬϬϬ Total Special Assessments and Service Districts $4,827,700 $4,952,800 $2,090,100 $2,121,600 TOTAL GENERAL PROPERTY TAXES $448,047,500 $465,298,400 $480,346,400 $499,610,700 Other Local Taxes E<^dK/E^dy ϭϴ͕ϵϴϲ͕ϵϬϬ ϭϴ͕ϵϴϲ͕ϵϬϬ ϭϴ͕ϵϴϲ͕ϵϬϬ ϭϴ͕ϵϴϲ͕ϵϬϬ h^/E^^>/E^^ϱϴZ&hE ;ϭϳϱ͕ϬϬϬͿ ;ϭϳϱ͕ϬϬϬͿ ;ϭϳϱ͕ϬϬϬͿ ;ϭϳϱ͕ϬϬϬͿ ,/WWE,DW>^>^dy/EZ ϯϱϴ͕ϴϬϬ ϯϱϴ͕ϴϬϬ ϯϱϴ͕ϴϬϬ ϯϱϴ͕ϴϬϬ >dZ/KE^hDZdy ϲ͕ϳϭϵ͕ϬϬϬ ϲ͕ϴϭϵ͕ϴϬϬ ϲ͕ϵϮϮ͕ϭϬϬ ϳ͕ϬϮϱ͕ϵϬϬ '^KE^hDZdy ϭ͕ϰϴϱ͕ϱϬϬ ϭ͕ϱϬϬ͕ϰϬϬ ϭ͕ϱϭϱ͕ϰϬϬ ϭ͕ϱϯϬ͕ϲϬϬ >K>^>^Eh^dy^ ϰϵ͕ϳϰϲ͕ϭϬϬ ϱϬ͕ϵϴϵ͕ϴϬϬ ϱϮ͕Ϯϲϰ͕ϱϬϬ ϱϯ͕ϱϳϭ͕ϭϬϬ DKdKZs,/>Z'/^dZd/KE& ϭϱ͕ϮϮϯ͕ϬϬϬ ϭϱ͕ϲϬϯ͕ϲϬϬ ϭϱ͕ϵϵϯ͕ϳϬϬ ϭϲ͕ϯϵϯ͕ϱϬϬ ZKZd/KEdy ϲ͕ϴϲϲ͕ϳϬϬ ϳ͕ϬϳϮ͕ϳϬϬ ϳ͕Ϯϴϰ͕ϵϬϬ ϳ͕ϱϬϯ͕ϰϬϬ ^,KZdͲdZDZEd>dy ϱϯϲ͕ϴϬϬ ϱϯϲ͕ϴϬϬ ϱϯϲ͕ϴϬϬ ϱϯϲ͕ϴϬϬ d>KDDhE/d/KE^^>^dy ϭϯ͕ϭϰϰ͕ϵϬϬ ϭϮ͕ϴϴϮ͕ϬϬϬ ϭϮ͕ϲϮϰ͕ϰϬϬ ϭϮ͕ϯϳϭ͕ϵϬϬ dZE^KhWEzdyϮйWZEd ϭ͕ϰϰϮ͕ϬϬϬ ϭ͕ϰϵϮ͕ϱϬϬ ϭ͕ϱϰϰ͕ϳϬϬ ϭ͕ϱϵϴ͕ϴϬϬ dZE^KhWEzdyϲйWZEd ϰ͕ϯϰϱ͕ϴϬϬ ϰ͕ϰϵϳ͕ϵϬϬ ϰ͕ϲϱϱ͕ϯϬϬ ϰ͕ϴϭϴ͕ϮϬϬ td^dy/EZDEd> ϯϮϳ͕ϬϬϬ ϯϯϱ͕ϮϬϬ Ͳ Ͳ Total Other Local Taxes $121,032,100 $122,926,000 $124,537,100 $126,545,500 Permits and Fees EKEs,/>WZD/d^ ϱϬϬ ϱϬϬ ϱϬϬ ϱϬϬ hZEWZD/d&^ ϲ͕ϬϬϬ ϲ͕ϬϬϬ ϲ͕ϬϬϬ ϲ͕ϬϬϬ KDDZ/>>'WZD/d^ ϭ͕ϭϳϯ͕ϬϬϬ ϭ͕ϭϵϲ͕ϱϬϬ ϭ͕ϮϮϬ͕ϰϬϬ ϭ͕Ϯϰϰ͕ϴϬϬ KDDZ/>>dZ/>WZD/d^ ϮϯϬ͕ϬϬϬ ϮϯϬ͕ϬϬϬ ϮϯϬ͕ϬϬϬ ϮϯϬ͕ϬϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱϮ FY2018 Budget Appendix D

FY2019 FY2020 FY2021 FY2022 Description Projected Projected Projected Projected KDDZ/>,d/E'WZD/d& ϭϮϳ͕ϱϬϬ ϭϯϬ͕ϭϬϬ ϭϯϮ͕ϳϬϬ ϭϯϱ͕ϰϬϬ KDDZ/>W>hD/E'WZD/d^ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ KE>tWKE^&^ ϭϱϳ͕ϭϬϬ ϭϱϳ͕ϭϬϬ ϭϱϳ͕ϭϬϬ ϭϱϳ͕ϭϬϬ KE/d/KE>^dEZE&KZ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ KE/d/KE>h^W>EEs ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ KE/d/KE>h^^ ϰϬ͕ϬϬϬ ϰϬ͕ϬϬϬ ϰϬ͕ϬϬϬ ϰϬ͕ϬϬϬ Ds^dKW&^ ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ ϱϱϬ͕ϬϬϬ K'>/E^^ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ >sdKZZd/&& ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ EdZd/EDEdWZD/d^ ϳϬϬ ϳϬϬ ϳϬϬ ϳϬϬ ZK^/KEKEdZK>&^ ϭϬϮ͕ϱϬϬ ϭϬϮ͕ϱϬϬ ϭϬϮ͕ϱϬϬ ϭϬϮ͕ϱϬϬ &/E>,<^h/s/^/KE^ ϭϲϬ͕ϯϬϬ ϭϲϬ͕ϯϬϬ ϭϲϬ͕ϯϬϬ ϭϲϬ͕ϯϬϬ &/ZWZD/d^ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ 'K>^/>sZ>Z^& Ϯ͕ϱϬϬ Ϯ͕ϱϬϬ Ϯ͕ϱϬϬ Ϯ͕ϱϬϬ >Eh^WW>/d/KE&^ ϭ͕ϱϬϬ ϭ͕ϱϬϬ ϭ͕ϱϬϬ ϭ͕ϱϬϬ DK/>,KDWW>/d/KE^ ϭ͕ϲϬϬ ϭ͕ϲϬϬ ϭ͕ϲϬϬ ϭ͕ϲϬϬ EKdZz/E^Wd/KE& ϮϬ͕ϯϬϬ ϮϬ͕ϯϬϬ ϮϬ͕ϯϬϬ ϮϬ͕ϯϬϬ W>EZs/t&^ Ϯϱϯ͕ϬϬϬ Ϯϱϴ͕ϭϬϬ Ϯϲϯ͕ϯϬϬ Ϯϲϴ͕ϲϬϬ Z>^dddZ&&^ ϵ͕ϬϬϬ ϵ͕ϬϬϬ ϵ͕ϬϬϬ ϵ͕ϬϬϬ Z^/Ed/>>'WZD/d^ ϭ͕ϭϴϯ͕ϮϬϬ ϭ͕ϮϬϲ͕ϵϬϬ ϭ͕Ϯϯϭ͕ϬϬϬ ϭ͕Ϯϱϱ͕ϲϬϬ Z^/Ed/>DWD/Ed&^ ϭϱϴ͕ϬϬϬ ϭϱϴ͕ϬϬϬ ϭϱϴ͕ϬϬϬ ϭϱϴ͕ϬϬϬ Z^/Ed/>>dZ/>WZD/d^ ϯϱϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ ϯϱϬ͕ϬϬϬ Z^/Ed/>,d/E'WZD/d& ϭϵϱ͕ϳϬϬ ϭϵϱ͕ϳϬϬ ϭϵϱ͕ϳϬϬ ϭϵϱ͕ϳϬϬ Z^/Ed/>W>hD/E'WZD/d^ ϱϵϲ͕ϳϬϬ ϲϬϴ͕ϲϬϬ ϲϮϬ͕ϴϬϬ ϲϯϯ͕ϮϬϬ Z^/Ed/>Z/E^Wd/KE&^ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ Z^hD/ddW>EZs/t&^ ϭϮ͕ϬϬϬ ϭϮ͕ϬϬϬ ϭϮ͕ϬϬϬ ϭϮ͕ϬϬϬ ZKE/E'&^ ϭϭϱ͕ϬϬϬ ϭϭϱ͕ϬϬϬ ϭϭϱ͕ϬϬϬ ϭϭϱ͕ϬϬϬ ^Wd/dEE^ ϭϰϴ͕ϲϬϬ ϭϱϭ͕ϲϬϬ ϭϱϰ͕ϲϬϬ ϭϱϳ͕ϳϬϬ ^K/>ZWKZd&^t' ϭϬ͕ϱϬϬ ϭϬ͕ϱϬϬ ϭϬ͕ϱϬϬ ϭϬ͕ϱϬϬ ^K>//dKZWZD/d^ Ϯ͕ϱϬϬ Ϯ͕ϱϬϬ Ϯ͕ϱϬϬ Ϯ͕ϱϬϬ ^W/>yWd/KE^ ϰ͕ϬϬϬ ϰ͕ϬϬϬ ϰ͕ϬϬϬ ϰ͕ϬϬϬ ^d>/',dKWZd/KE^K&&^d& ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ^h^dEd/>KZ& ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ dDWZd/&/dK&KhWEz ϳ͕ϬϬϬ ϳ͕ϬϬϬ ϳ͕ϬϬϬ ϳ͕ϬϬϬ dEdd/s^h/s/^/KE^ ϯϬϲ͕ϬϬϬ ϯϭϮ͕ϭϬϬ ϯϭϴ͕ϯϬϬ ϯϮϰ͕ϳϬϬ sZ/EZYh^d& ϵ͕ϬϬϬ ϵ͕ϬϬϬ ϵ͕ϬϬϬ ϵ͕ϬϬϬ s^DWE^&ZWZD/d ϮϴϬ͕ϬϬϬ ϮϴϬ͕ϬϬϬ ϮϴϬ͕ϬϬϬ ϮϴϬ͕ϬϬϬ s^DWW>E^K&sD/EdEE ϭϯϴ͕ϬϬϬ ϭϯϴ͕ϬϬϬ ϭϯϴ͕ϬϬϬ ϭϯϴ͕ϬϬϬ s^DWW>E^K&s>KWDEd ϭϭϴ͕ϱϬϬ ϭϮϬ͕ϵϬϬ ϭϮϯ͕ϯϬϬ ϭϮϱ͕ϴϬϬ KE/E'Zd/&/d&^ ϭϴ͕ϬϬϬ ϭϴ͕ϬϬϬ ϭϴ͕ϬϬϬ ϭϴ͕ϬϬϬ Total Permits and Fees $7,097,700 $7,176,000 $7,255,600 $7,337,000 Fines and Forfeitures KhZd&/E^ ϭ͕ϳϯϲ͕ϬϬϬ ϭ͕ϳϯϲ͕ϬϬϬ ϭ͕ϳϯϲ͕ϬϬϬ ϭ͕ϳϯϲ͕ϬϬϬ WZ/Wd ϮϮ͕ϵϬϬ ϮϮ͕ϵϬϬ ϮϮ͕ϵϬϬ ϮϮ͕ϵϬϬ Total Fines and Forfeitures $1,768,900 $1,768,900 $1,768,900 $1,768,900 Use of Money and Property KE^^/KEZEd>KDD/^^/KE ϯϰ͕ϬϬϬ ϯϰ͕ϬϬϬ ϯϰ͕ϬϬϬ ϯϰ͕ϬϬϬ /EdZ^dKE&/E^EtZZEd^ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ ϲϱ͕ϬϬϬ /EdZ^dKE/Es ϱϱϬ͕ϬϬϬ ϲϬϬ͕ϬϬϬ ϲϱϬ͕ϬϬϬ ϳϱϬ͕ϬϬϬ ZEdK&WK>/EKE&/>/dz ϭϴ͕ϬϬϬ ϭϴ͕ϬϬϬ ϭϴ͕ϬϬϬ ϭϴ͕ϬϬϬ ZEd>K&>' ϱϴ͕ϱϬϬ ϱϴ͕ϱϬϬ ϱϴ͕ϱϬϬ ϱϴ͕ϱϬϬ ZEd>K&&/>/d/^ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ZEd>K&'ZEW>Kd ϯ͕ϬϬϬ ϯ͕ϬϬϬ ϯ͕ϬϬϬ ϯ͕ϬϬϬ ZEd>K&'EZ>WZKWZdz ϰϴϬ͕ϴϬϬ ϰϴϬ͕ϴϬϬ ϰϴϬ͕ϴϬϬ ϰϴϬ͕ϴϬϬ ZEd>K&WZ<>/',d^ ϳϮ͕ϱϬϬ ϳϮ͕ϱϬϬ ϳϮ͕ϱϬϬ ϳϮ͕ϱϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱϯ FY2018 Budget Appendix D

FY2019 FY2020 FY2021 FY2022 Description Projected Projected Projected Projected ZEd>K&^,>dZ^ ϱϮ͕ϬϬϬ ϱϮ͕ϬϬϬ ϱϮ͕ϬϬϬ ϱϮ͕ϬϬϬ Total Use of Money and Property $1,483,800 $1,533,800 $1,583,800 $1,683,800 Service Charges /EdZWKZd^ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ KhEd/E',' ϭϯϮ͕ϳϬϬ ϭϯϮ͕ϳϬϬ ϭϯϮ͕ϳϬϬ ϭϯϮ͕ϳϬϬ D/E&^ ϰϱ͕ϴϬϬ ϰϱ͕ϴϬϬ ϰϱ͕ϴϬϬ ϰϱ͕ϴϬϬ sZd/^/E'& ϭϲ͕ϮϬϬ ϭϲ͕ϮϬϬ ϭϲ͕ϮϬϬ ϭϲ͕ϮϬϬ WWKDddKyhd,WK>/Kd ϯ͕ϬϬϬ ϯ͕ϬϬϬ ϯ͕ϬϬϬ ϯ͕ϬϬϬ ,<,' ϴ͕ϬϬϬ ϴ͕ϬϬϬ ϴ͕ϬϬϬ ϴ͕ϬϬϬ Zh^,zZt^d/^WK^>& ϯϯϵ͕ϴϬϬ ϯϰϰ͕ϳϬϬ ϯϱϯ͕ϯϬϬ ϯϲϮ͕ϮϬϬ DW&^ ϲϴ͕ϱϬϬ ϲϴ͕ϱϬϬ ϲϴ͕ϱϬϬ ϲϴ͕ϱϬϬ dWKhWKEZs&^ ϯϭϰ͕ϰϬϬ ϯϭϵ͕ϭϬϬ ϯϮϯ͕ϵϬϬ ϯϮϴ͕ϴϬϬ Zd/&/D/>& ϵϬϬ ϵϬϬ ϵϬϬ ϵϬϬ ,^dZ&/>hE/sEKEKhEdz ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ KE^dZhd/KEDdZ/>&h>>> ϯϬϮ͕ϯϬϬ ϯϬϴ͕ϮϬϬ ϯϭϱ͕ϵϬϬ ϯϮϯ͕ϴϬϬ KhEdzDW^>^EhWd^ ϭ͕ϬϬϬ ϭ͕ϬϬϬ ϭ͕ϬϬϬ ϭ͕ϬϬϬ KhZd&^ZKsZ ϭϭϭ͕ϬϬϬ ϭϭϭ͕ϬϬϬ ϭϭϭ͕ϬϬϬ ϭϭϭ͕ϬϬϬ KhZd^hZ/dz^,Z/&& ϰϮϬ͕ϬϬϬ ϰϮϬ͕ϬϬϬ ϰϮϬ͕ϬϬϬ ϰϮϬ͕ϬϬϬ KhZd,Kh^D/Ed& ϳϭ͕ϭϬϬ ϳϮ͕ϮϬϬ ϳϯ͕ϯϬϬ ϳϰ͕ϰϬϬ &ZZ>,' ϭϬ͕ϮϬϬ ϭϬ͕ϮϬϬ ϭϬ͕ϮϬϬ ϭϬ͕ϮϬϬ >/EYD/E& ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ E&^^,Z/&& ϯ͕ϭϬϬ ϯ͕ϭϬϬ ϯ͕ϭϬϬ ϯ͕ϭϬϬ KhDEdKWz&^ ϱϴ͕ϬϬϬ ϱϴ͕ϬϬϬ ϱϴ͕ϬϬϬ ϱϴ͕ϬϬϬ K'KZ&^ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ K>>ZWZz& ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ h/dZ&&/K&&E^^ ϮϯϬ͕ϬϬϬ ϮϯϬ͕ϬϬϬ ϮϯϬ͕ϬϬϬ ϮϯϬ͕ϬϬϬ DW,ͲKd,ZD^Zs/^ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ DW>,ͲDWZK'KsZ^/',d ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ DW>,Ͳs/Ed/KE^ ϭϴϬ͕ϬϬϬ ϭϴϬ͕ϬϬϬ ϭϴϬ͕ϬϬϬ ϭϴϬ͕ϬϬϬ DW>Kz,W,z^/>^ ϭϮϬ͕ϯϬϬ ϭϮϬ͕ϯϬϬ ϭϮϬ͕ϯϬϬ ϭϮϬ͕ϯϬϬ DW>Kz,Zh'd^d^ ϳϰ͕ϲϬϬ ϳϰ͕ϲϬϬ ϳϰ͕ϲϬϬ ϳϰ͕ϲϬϬ DW>Kz,Ͳ&/Z^ds/^/d^ ϭϲϭ͕ϭϬϬ ϭϲϭ͕ϭϬϬ ϭϲϭ͕ϭϬϬ ϭϲϭ͕ϭϬϬ &>^>ZD,' ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ &/E'ZWZ/Ed& ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ /EdzKhEd/E','^ ϯϲϵ͕ϯϬϬ ϯϲϵ͕ϯϬϬ ϯϲϵ͕ϯϬϬ ϯϲϵ͕ϯϬϬ /Edz>'D/Ed ϯϱ͕ϬϬϬ ϯϱ͕ϬϬϬ ϯϱ͕ϬϬϬ ϯϱ͕ϬϬϬ /Edz>'ZEd>,>d, ϱϯ͕ϯϬϬ ϱϯ͕ϯϬϬ ϱϯ͕ϯϬϬ ϱϯ͕ϯϬϬ /Edz>'ZEd>^^ ϭϬϱ͕ϰϬϬ ϭϬϱ͕ϰϬϬ ϭϬϱ͕ϰϬϬ ϭϬϱ͕ϰϬϬ /Edz,^dZ&/>hE/s ϭϱ͕ϬϬϬ ϭϱ͕ϬϬϬ ϭϱ͕ϬϬϬ ϭϱ͕ϬϬϬ /Edz/EdZE>h/d& ϯ͕ϬϬϬ ϯ͕ϬϬϬ ϯ͕ϬϬϬ ϯ͕ϬϬϬ /Edz/^ddWZK^^/E' Ϯϴϯ͕ϬϬϬ Ϯϴϯ͕ϬϬϬ Ϯϴϯ͕ϬϬϬ Ϯϴϯ͕ϬϬϬ /Edz:E/dKZ/>^s ϳϬ͕ϬϬϬ ϳϬ͕ϬϬϬ ϳϬ͕ϬϬϬ ϳϬ͕ϬϬϬ /EdzW,'^ Ϯϵ͕ϯϬϬ Ϯϵ͕ϯϬϬ Ϯϵ͕ϯϬϬ Ϯϵ͕ϯϬϬ /EdzWZ/Ed^,KW,'^ ϭϴϬ͕ϬϬϬ ϭϴϬ͕ϬϬϬ ϭϴϬ͕ϬϬϬ ϭϴϬ͕ϬϬϬ /EdzdZ^K>>d/KE^ ϱϵ͕ϮϬϬ ϱϵ͕ϮϬϬ ϱϵ͕ϮϬϬ ϱϵ͕ϮϬϬ /Edzhd/>/dzWdZ/D ϳϲϳ͕ϭϬϬ ϳϲϳ͕ϭϬϬ ϳϲϳ͕ϭϬϬ ϳϲϳ͕ϭϬϬ /E^dZhd/KE>&^ ϯϰϰ͕ϵϬϬ ϯϰϰ͕ϵϬϬ ϯϰϰ͕ϵϬϬ ϯϰϰ͕ϵϬϬ :/>WZK^^/E'& ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ :hsE/>,KD ϭϲϱ͕ϬϬϬ ϭϲϱ͕ϬϬϬ ϭϲϱ͕ϬϬϬ ϭϲϱ͕ϬϬϬ >t>/ZZz&^ ϭϭϭ͕ϰϬϬ ϭϭϭ͕ϰϬϬ ϭϭϭ͕ϰϬϬ ϭϭϭ͕ϰϬϬ >dhZ& ϭϬ͕ϱϬϬ ϭϬ͕ϱϬϬ ϭϬ͕ϱϬϬ ϭϬ͕ϱϬϬ >/ZZz&/E^ ϯϬϭ͕ϮϬϬ ϯϬϭ͕ϮϬϬ ϯϬϭ͕ϮϬϬ ϯϬϭ͕ϮϬϬ D&>/',d&hE ϰϰϮ͕ϰϬϬ ϰϰϮ͕ϰϬϬ ϰϰϮ͕ϰϬϬ ϰϰϮ͕ϰϬϬ D/>KͲWzDEd^ ϳ͕ϱϬϬ ϳ͕ϱϬϬ ϳ͕ϱϬϬ ϳ͕ϱϬϬ DKE/dKZ/E'&^ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ EKEͲh/dZ&&/K&&E^^ ϮϮϱ͕ϬϬϬ ϮϮϱ͕ϬϬϬ ϮϮϱ͕ϬϬϬ ϮϮϱ͕ϬϬϬ EKEZ^/EdZZd/KE>& ϮϮ͕ϬϬϬ ϮϮ͕ϬϬϬ ϮϮ͕ϬϬϬ ϮϮ͕ϬϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱϰ FY2018 Budget Appendix D

FY2019 FY2020 FY2021 FY2022 Description Projected Projected Projected Projected K&&E^ZWKZd^ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ WE>dz,'^ ϯϯ͕ϮϬϬ ϯϯ͕ϮϬϬ ϯϯ͕ϮϬϬ ϯϯ͕ϮϬϬ WZ^KE>WZKW>/EY&^ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ W,KdK'ZW,^/Ed^ ϮϬϬ ϮϬϬ ϮϬϬ ϮϬϬ W>z'ZKhE&^ Ϯϭ͕ϲϬϬ Ϯϭ͕ϲϬϬ Ϯϭ͕ϲϬϬ Ϯϭ͕ϲϬϬ WK>/K&&/Z^&^ ϭ͕Ϭϳϵ͕ϭϬϬ ϭ͕Ϭϳϵ͕ϭϬϬ ϭ͕Ϭϳϵ͕ϭϬϬ ϭ͕Ϭϳϵ͕ϭϬϬ WZ/Ed,Z'ydZE>h^dKDZ Ϯϳ͕ϬϬϬ Ϯϳ͕ϬϬϬ Ϯϳ͕ϬϬϬ Ϯϳ͕ϬϬϬ WZ/Ed/E'^s^ ϭ͕ϵϬϬ ϭ͕ϵϬϬ ϭ͕ϵϬϬ ϭ͕ϵϬϬ Z>^dd>/EY&^ ϮϬϬ͕ϬϬϬ ϮϬϬ͕ϬϬϬ ϮϬϬ͕ϬϬϬ ϮϬϬ͕ϬϬϬ ZKZ,<^ ϭ͕ϮϬϬ ϭ͕ϮϬϬ ϭ͕ϮϬϬ ϭ͕ϮϬϬ Zz>/E'& ϭ͕ϵϮϱ͕ϬϬϬ ϭ͕ϵϮϱ͕ϬϬϬ ϭ͕ϵϮϱ͕ϬϬϬ ϭ͕ϵϮϱ͕ϬϬϬ Zz>/E'WZK^ddZ/^ ϮϬ͕ϯϬϬ ϮϬ͕ϰϬϬ ϮϬ͕ϵϬϬ Ϯϭ͕ϰϬϬ Zz>/E'WZK^ZKZ ϭϮ͕ϬϬϬ ϭϮ͕ϬϬϬ ϭϮ͕ϯϬϬ ϭϮ͕ϲϬϬ Zz>/E'WZK^>dZKE/^ ϭ͕ϰϬϬ ϭ͕ϰϬϬ ϭ͕ϰϬϬ ϭ͕ϰϬϬ Zz>/E'WZK^Dd> ϰϯ͕ϳϬϬ ϰϰ͕ϰϬϬ ϰϱ͕ϰϬϬ ϰϲ͕ϰϬϬ Zz>/E'WZK^h^K/> ϭϱ͕ϵϬϬ ϭϲ͕ϯϬϬ ϭϲ͕ϳϬϬ ϭϳ͕ϭϬϬ Z^/Ed/>'d>E&/>>& ϵϱϵ͕ϰϬϬ ϵϳϲ͕ϮϬϬ ϭ͕ϬϬϬ͕ϲϬϬ ϭ͕ϬϮϱ͕ϲϬϬ ^>K&E/D>^ Ϯϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ ^>K&>/ZZz^s^ ϭ͕ϯϬϬ ϭ͕ϯϬϬ ϭ͕ϯϬϬ ϭ͕ϯϬϬ ^>K&Wh>/d/KE^ ϱ͕ϳϬϬ ϱ͕ϳϬϬ ϱ͕ϳϬϬ ϱ͕ϳϬϬ ^,Z/&&Ζ^&^ ϭϴ͕ϯϬϬ ϭϴ͕ϯϬϬ ϭϴ͕ϯϬϬ ϭϴ͕ϯϬϬ ^W/>sEd^ ϰ͕ϲϬϬ ϰ͕ϲϬϬ ϰ͕ϲϬϬ ϰ͕ϲϬϬ ^s^dKKhZd^ ϭϬϬ ϭϬϬ ϭϬϬ ϭϬϬ dKhZEDEd,'^ Ϯϳϴ͕ϬϬϬ Ϯϳϴ͕ϬϬϬ Ϯϳϴ͕ϬϬϬ Ϯϳϴ͕ϬϬϬ dZ/E/E'Dz&^ ϰϯ͕ϬϬϬ ϰϯ͕ϬϬϬ ϰϯ͕ϬϬϬ ϰϯ͕ϬϬϬ s,/>d/Z^ ϲ͕ϭϬϬ ϲ͕ϮϬϬ ϲ͕ϰϬϬ ϲ͕ϲϬϬ s,/>d/Z^tZ/D^ ϰ͕ϬϬϬ ϰ͕ϬϬϬ ϰ͕ϮϬϬ ϰ͕ϰϬϬ tZDKs>& ϴ͕ϬϬϬ ϴ͕ϬϬϬ ϴ͕ϬϬϬ ϴ͕ϬϬϬ t<E:/>d/D& ϴϱ͕ϬϬϬ ϴϱ͕ϬϬϬ ϴϱ͕ϬϬϬ ϴϱ͕ϬϬϬ t>>E^^KEdZ/hd/KE ϭ͕ϱϬϬ ϭ͕ϱϬϬ ϭ͕ϱϬϬ ϭ͕ϱϬϬ t,/d'KK^t/d,&ZKE ϮϮ͕ϱϬϬ Ϯϯ͕ϬϬϬ Ϯϯ͕ϱϬϬ Ϯϰ͕ϬϬϬ t,/d'KK^t/d,Khd&ZKE Ϯϵ͕ϳϬϬ ϯϬ͕ϰϬϬ ϯϭ͕ϭϬϬ ϯϭ͕ϵϬϬ tKZ^WZK'ZD ϰϬ͕ϬϬϬ ϰϬ͕ϬϬϬ ϰϬ͕ϬϬϬ ϰϬ͕ϬϬϬ Total Service Charges $12,621,200 $12,657,100 $12,707,500 $12,759,200 Recovered Costs and Miscellaneous KEd/KE^EKEdZ/ ϭϴ͕ϲϬϬ ϭϴ͕ϲϬϬ ϭϴ͕ϲϬϬ ϭϴ͕ϲϬϬ >K^^WZsEd/KEZsEh ϰϮϱ͕ϳϬϬ ϰϮϱ͕ϳϬϬ ϰϮϱ͕ϳϬϬ ϰϮϱ͕ϳϬϬ Kd,ZD/^Zs^ ϳϯϱ͕ϬϬϬ ϳϯϱ͕ϴϬϬ ϳϯϲ͕ϳϬϬ ϳϯϳ͕ϲϬϬ Wh>/W,KEKDD ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ Z/DK>KE/>,/',d^ ϰϮϱ͕ϰϬϬ ϰϮϵ͕ϳϬϬ ϰϯϰ͕ϰϬϬ ϰϯϵ͕ϭϬϬ Z/DZh'd^d/E' ϴ͕ϳϬϬ ϴ͕ϳϬϬ ϴ͕ϳϬϬ ϴ͕ϳϬϬ Z/DKd,Z ϵϰϴ͕ϮϬϬ ϵϰϵ͕ϭϬϬ ϵϱϬ͕ϬϬϬ ϵϱϬ͕ϵϬϬ Z/DZ/,DKEEdZ Ϯ͕ϲϭϮ͕ϵϬϬ Ϯ͕ϲϲϯ͕ϰϬϬ Ϯ͕ϳϭϱ͕ϲϬϬ Ϯ͕ϳϲϵ͕ϳϬϬ Z/D^ddyW ϭϮϬ͕ϬϬϬ ϭϮϬ͕ϬϬϬ ϭϮϬ͕ϬϬϬ ϭϮϬ͕ϬϬϬ Z/D^dds,/> ϯϲ͕ϬϬϬ ϯϲ͕ϬϬϬ ϯϲ͕ϬϬϬ ϯϲ͕ϬϬϬ Z/DdKt/E' ϳ͕ϱϬϬ ϳ͕ϱϬϬ ϳ͕ϱϬϬ ϳ͕ϱϬϬ Z/DhZ^DEd:K,Edz>Z ϮϮϴ͕ϬϬϬ ϮϮϴ͕ϬϬϬ ϮϮϴ͕ϬϬϬ ϮϮϴ͕ϬϬϬ ^>K&^hZW>h^Yh/W ϲϱ͕ϬϬϬ ϳϬ͕ϬϬϬ ϳϱ͕ϬϬϬ ϴϬ͕ϬϬϬ ^>K&s,/>^ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ^^/EEd/sWDd^ ϰϬϬ ϰϬϬ ϰϬϬ ϰϬϬ Total Recovered Costs and Miscellaneous $5,811,400 $5,872,900 $5,936,600 $6,002,200 State Revenue h^dd^>^dyZ/Wd^ ϲϰ͕ϰϴϯ͕ϴϬϬ ϲϱ͕ϳϳϯ͕ϱϬϬ ϲϳ͕Ϭϴϵ͕ϬϬϬ ϲϴ͕ϰϯϬ͕ϴϬϬ ^,ZyW/E^͕^,Z/&& ϭϮ͕ϴϬϬ ϭϮ͕ϴϬϬ ϭϮ͕ϴϬϬ ϭϮ͕ϴϬϬ s>Z<y^^&^ ϯϲϱ͕ϬϬϬ ϯϲϱ͕ϬϬϬ ϯϲϱ͕ϬϬϬ ϯϲϱ͕ϬϬϬ sZ/D:h^d/^sWZKdKE ϭϭ͕ϴϬϬ ϭϭ͕ϴϬϬ ϭϭ͕ϴϬϬ ϭϭ͕ϴϬϬ s/^dZ/&/ZWZK'ZD&hE ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ sDZ'EzD/>Z/DhZ^ ϯϭϰ͕ϬϬϬ ϯϭϰ͕ϬϬϬ ϯϭϰ͕ϬϬϬ ϯϭϰ͕ϬϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱϱ FY2018 Budget Appendix D

FY2019 FY2020 FY2021 FY2022 Description Projected Projected Projected Projected s&/E^^/^dWh>/>/ZZz ϮϬϭ͕ϴϬϬ ϮϬϭ͕ϴϬϬ ϮϬϭ͕ϴϬϬ ϮϬϭ͕ϴϬϬ s'ZEdKZ^dy^ ϭ͕ϴϭϱ͕ϱϬϬ ϭ͕ϴϱϭ͕ϴϬϬ ϭ͕ϴϴϴ͕ϴϬϬ ϭ͕ϵϮϲ͕ϲϬϬ s,ϱϵϵ&hE^ ϳ͕ϲϵϴ͕ϵϬϬ ϳ͕ϲϵϴ͕ϵϬϬ ϳ͕ϲϵϴ͕ϵϬϬ ϳ͕ϲϵϴ͕ϵϬϬ s:/>WZ/D^ ϰϵϰ͕ϬϬϬ ϰϵϰ͕ϬϬϬ ϰϵϰ͕ϬϬϬ ϰϵϰ͕ϬϬϬ s:hsE/>dEdZ,/> ϲϲϮ͕ϬϬϬ ϲϲϮ͕ϬϬϬ ϲϲϮ͕ϬϬϬ ϲϲϮ͕ϬϬϬ s:hsE/>dEd,KD^ ϭ͕ϴϭϬ͕ϬϬϬ ϭ͕ϴϭϬ͕ϬϬϬ ϭ͕ϴϭϬ͕ϬϬϬ ϭ͕ϴϭϬ͕ϬϬϬ sD/^^dd/ Ϯ͕Ϭϱϱ͕ϴϬϬ Ϯ͕Ϭϱϱ͕ϴϬϬ Ϯ͕Ϭϱϱ͕ϴϬϬ Ϯ͕Ϭϱϱ͕ϴϬϬ sDK/>,KDd/d>/E'dy^ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ ϱϱ͕ϬϬϬ sW^^/^dt>&ZD/E ϰ͕ϱϬϵ͕ϰϬϬ ϰ͕ϱϴϬ͕ϭϬϬ ϰ͕ϲϱϲ͕ϱϬϬ ϰ͕ϳϯϰ͕ϯϬϬ sWWdZ ϰϭ͕ϬϵϮ͕ϬϬϬ ϰϭ͕ϬϵϮ͕ϬϬϬ ϰϭ͕ϬϵϮ͕ϬϬϬ ϰϭ͕ϬϵϮ͕ϬϬϬ sWh>/tKZ<^^^/^d ϯϲ͕ϭϬϬ ϯϲ͕ϭϬϬ ϯϲ͕ϭϬϬ ϯϲ͕ϭϬϬ sZK>>/E'^dKZ</Zh/dd ϭ͕Ϭϳϳ͕ϭϬϬ ϭ͕Ϭϳϳ͕ϭϬϬ ϭ͕Ϭϳϳ͕ϭϬϬ ϭ͕Ϭϳϳ͕ϭϬϬ s^,yW>Z</Zh/dd&/ ϱϱ͕ϳϬϬ ϱϱ͕ϳϬϬ ϱϱ͕ϳϬϬ ϱϱ͕ϳϬϬ s^,yW>Z</Zh/dd/E^ ϭ͕ϵϬϬ ϭ͕ϵϬϬ ϭ͕ϵϬϬ ϭ͕ϵϬϬ s^,yW>Z</Zh/ddsZ^ ϭϱ͕ϱϬϬ ϭϱ͕ϱϬϬ ϭϱ͕ϱϬϬ ϭϱ͕ϱϬϬ s^,yWKDDddz ϭ͕ϳϭϲ͕ϱϬϬ ϭ͕ϳϭϲ͕ϱϬϬ ϭ͕ϳϭϲ͕ϱϬϬ ϭ͕ϳϭϲ͕ϱϬϬ s^,yWKDDddzW ϭϬϮ͕ϭϬϬ ϭϬϮ͕ϭϬϬ ϭϬϮ͕ϭϬϬ ϭϬϮ͕ϭϬϬ s^,yWKDDddz&/ ϭϭϭ͕ϳϬϬ ϭϭϭ͕ϳϬϬ ϭϭϭ͕ϳϬϬ ϭϭϭ͕ϳϬϬ s^,yWKDDddz/E^ ϰ͕ϬϬϬ ϰ͕ϬϬϬ ϰ͕ϬϬϬ ϰ͕ϬϬϬ s^,yWKDDddzs^Z^ ϯϭ͕ϲϬϬ ϯϭ͕ϲϬϬ ϯϭ͕ϲϬϬ ϯϭ͕ϲϬϬ s^,yWKDDK&Zs ϰϬϯ͕ϰϬϬ ϰϬϯ͕ϰϬϬ ϰϬϯ͕ϰϬϬ ϰϬϯ͕ϰϬϬ s^,yWKDDK&Zs&/ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ ϯϬ͕ϬϬϬ s^,yWKDDK&Zs/E^ ϭ͕ϭϬϬ ϭ͕ϭϬϬ ϭ͕ϭϬϬ ϭ͕ϭϬϬ s^,yWKDDK&ZssZ^ ϴ͕ϴϬϬ ϴ͕ϴϬϬ ϴ͕ϴϬϬ ϴ͕ϴϬϬ s^,yW:/>^>Z/^ Ϯ͕Ϭϱϲ͕ϬϬϬ Ϯ͕Ϭϱϲ͕ϬϬϬ Ϯ͕Ϭϱϲ͕ϬϬϬ Ϯ͕Ϭϱϲ͕ϬϬϬ s^,yWEKEͲ:/>^>Z/^ Ϯ͕ϲϰϭ͕ϰϬϬ Ϯ͕ϲϰϭ͕ϰϬϬ Ϯ͕ϲϰϭ͕ϰϬϬ Ϯ͕ϲϰϭ͕ϰϬϬ s^,yWZ'/^>d/KEKZ^ ϳϭ͕ϬϬϬ ϳϭ͕ϬϬϬ ϳϭ͕ϬϬϬ ϳϭ͕ϬϬϬ s^,yW^,Z/&&&/ ϯϭϳ͕ϰϬϬ ϯϭϳ͕ϰϬϬ ϯϭϳ͕ϰϬϬ ϯϭϳ͕ϰϬϬ s^,yW^,Z/&&s^Z^ ϴϲ͕ϴϬϬ ϴϲ͕ϴϬϬ ϴϲ͕ϴϬϬ ϴϲ͕ϴϬϬ s^,yWdZ^ ϯϲϴ͕ϮϬϬ ϯϲϴ͕ϮϬϬ ϯϲϴ͕ϮϬϬ ϯϲϴ͕ϮϬϬ s^,yWdZ^&/ Ϯϴ͕ϱϬϬ Ϯϴ͕ϱϬϬ Ϯϴ͕ϱϬϬ Ϯϴ͕ϱϬϬ s^,yWdZ^/E^ ϭ͕ϭϬϬ ϭ͕ϭϬϬ ϭ͕ϭϬϬ ϭ͕ϭϬϬ s^,yWdZ^sZ^ ϴ͕ϭϬϬ ϴ͕ϭϬϬ ϴ͕ϭϬϬ ϴ͕ϭϬϬ ss,/>ZEd>dy ϭ͕Ϯϱϴ͕ϳϬϬ ϭ͕Ϯϴϯ͕ϵϬϬ ϭ͕ϯϬϵ͕ϲϬϬ ϭ͕ϯϯϱ͕ϴϬϬ Total State Revenue $137,139,500 $138,561,400 $140,016,000 $141,499,600 Federal Revenue &&/E^^/^dKd,Z ϳϱ͕ϬϬϬ ϳϱ͕ϬϬϬ ϳϱ͕ϬϬϬ ϳϱ͕ϬϬϬ &&/E^^/^dWh>/^&dz Ϯϲ͕ϰϬϬ Ϯϲ͕ϰϬϬ Ϯϲ͕ϰϬϬ Ϯϲ͕ϰϬϬ &W^^d,Zht>&Z ϴ͕Ϭϵϵ͕ϳϬϬ ϴ͕ϮϮϵ͕ϰϬϬ ϴ͕ϯϲϭ͕ϬϬϬ ϴ͕ϰϵϵ͕ϰϬϬ &WZ^Yh>EtZ&h'ϵϱͲϰϲϵ ϱ͕ϬϬϬ ϱ͕ϬϬϬ ϱ͕ϬϬϬ ϱ͕ϬϬϬ Total Federal Revenue $8,206,100 $8,335,800 $8,467,400 $8,605,800 Financing Sources dZ&&ZKDD,DZ^ ϰϯϴ͕ϴϬϬ ϰϯϬ͕ϱϬϬ ϯϯϰ͕ϴϬϬ ϯϮϲ͕ϲϬϬ dZ&&ZKD^W/>Zs&hE ϭ͕ϰϰϳ͕ϵϬϬ ϭ͕ϰϰϳ͕ϵϬϬ ϭ͕ϰϰϳ͕ϵϬϬ ϭ͕ϰϰϳ͕ϵϬϬ Total Financing Sources $1,886,700 $1,878,400 $1,782,700 $1,774,500 Reserves and Fund Balance Ϯ͕ϰϱϳ͕ϮϬϬ ϯ͕ϵϯϰ͕ϲϬϬ Ϯ͕ϭϬϳ͕ϭϬϬ ϮϬϲ͕ϴϱϬ h^K&Z^Zs^ ϳ͕Ϭϱϱ͕ϰϬϬ ϵ͕ϭϭϰ͕ϮϬϬ Ϯ͕ϮϮϴ͕ϮϬϬ ϭ͕ϭϯϬ͕ϳϬϬ KhdzZZsEh'ZKtd, Ψϵ͕ϱϭϮ͕ϲϬϬ Ψϭϯ͕Ϭϰϴ͕ϴϬϬ Ψϰ͕ϯϯϱ͕ϯϬϬ Ψϭ͕ϯϯϳ͕ϱϱϬ Total Reserves and Fund Balance $9,512,600 $13,048,800 $4,335,300 $1,337,550 Total General Fund Revenue $754,607,500 $779,057,500 $788,737,300 $808,924,750

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱϲ FY2018Budget AppendixE

ƉƉĞŶĚŝǆͲWƌŽƉŽƐĞĚ&zϮϬϭϴŽŵŵƵŶŝƚǇŽŶƚƌĂĐƚƐ ChangeFY17 CostPer Residents Organization/ FY17 FY18 FY18 Served toFY18 Resident ServiceProvided/Funded ProjectName Adopted Requests Proposed (reportedby Proposed Served organization) ƐŝĂŶŵĞƌŝĐĂŶĞůĞďƌĂƚŝŽŶĞǀĞŶƚ ƐŝĂŶŵĞƌŝĐĂŶ^ŽĐŝĞƚǇŽĨĞŶƚƌĂůsŝƌŐŝŶŝĂ Ψϵ͕ϱϬϬ Ψϵ͕ϱϬϬ Ψϲ͕ϵϬϬ Ψ;Ϯ͕ϲϬϬͿ Ψ Ϭ͘Ϯϲ Ϯϳ͕ϬϬϬ EŽƚĞ͗ĨƵŶĚŝŶŐůĞǀĞůĚĞĐƌĞĂƐĞĚƚŽŵĂƚĐŚŽƚŚĞƌƌĞŐŝŽŶĂůĞŶƚŝƚŝĞƐ͘

ŝǌǁŽƌŬƐ;:ĞĨĨĂǀŝƐƐƐŽĐŝĂƚŝŽŶͿ;ƐƉůŝƚĨƵŶĚĞĚ ŝĚůŽĐĂůƐƚĂƌƚͲƵƉďƵƐŝŶĞƐƐĞƐ Ψϰϴ͕ϬϬϬ ΨϳϬ͕ϬϬϬ Ψϰϴ͕ϬϬϬ Ψ Ͳ Ψϳϯ͘ϵϲ ϲϰϵ ǁͬ'Ϳ ĂŵƉĂŬĞƌ^ĞƌǀŝĐĞƐ;ƐƐŽĐŝĂƚŝŽŶĨŽƌZĞƚĂƌĚĞĚ ĂŵƉĨĞĞĂƐƐŝƐƚĂŶĐĞĨŽƌŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇĨĂŵŝůŝĞƐ ΨϭϮ͕ϬϬϬ Ψϭϱ͕ϱϯϬ Ψϭϰ͕ϱϬϬ ΨϮ͕ϱϬϬ Ψϴϯ͘ϴϮ ϭϳϯ ŝƚŝǌĞŶƐͿ EŽƚĞ͗/ŶĐƌĞĂƐĞƚŽŚĞůƉĂĚĚŝƚŝŽŶĂůĨĂŵŝůŝĞƐ͘ ĂƌĞĞƌƐĞƌǀŝĐĞƐĂŶĚƌĞůĂƚĞĚŽƉĞƌĂƚŝŽŶƐ͖ĚŽůůĂƌƐĨƵŶĚƐƚĂĨĨ ĂƉŝƚĂůZĞŐŝŽŶtŽƌŬĨŽƌĐĞWĂƌƚŶĞƌƐŚŝƉ ΨϮϮ͕ϳϱϱ Ψϰϱ͕ϮϱϬ ΨϮϮ͕ϳϱϱ Ψ Ͳ Ψϱϱ͘ϯϲ ϰϭϭ ƐĂůĂƌŝĞƐĂŶĚďĞŶĞĨŝƚƐ Z^͕/ŶĐ͘;ƌŝƐŝƐƐƐŝƐƚĂŶĐĞZĞƐƉŽŶƐĞ WĞƌƐŽŶŶĞůĐŽƐƚƐĨŽƌƐŚĞůƚĞƌĐŽŽƌĚŝŶĂƚŽƌƐ ΨϭϬ͕ϬϬϬ Ψϭϱ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψ Ͳ ΨϯϭϮ͘ϱϬ ϯϮ ŵĞƌŐĞŶĐǇ^ŚĞůƚĞƌͿ Z/d^;ŽŶŐƌĞŐĂƚŝŽŶƐƌŽƵŶĚZŝĐŚŵŽŶĚ KǀĞƌŶŝŐŚƚƐŚĞůƚĞƌƐƚĂĨĨƐĂůĂƌŝĞƐ ΨϮϬ͕ϬϬϬ Ψϯϱ͕ϬϬϬ ΨϮϬ͕ϬϬϬ Ψ Ͳ Ψϯϳϳ͘ϯϲ ϱϯ /ŶǀŽůǀĞĚƚŽƐƐƵƌĞ^ŚĞůƚĞƌͿ ,^D;ŚĞƐƚĞƌĨŝĞůĚͬŽůŽŶŝĂů,ĞŝŐŚƚƐ WĂƌƚͲƚŝŵĞƐĂůĂƌǇĂƐƐŝƐƚĂŶĐĞĨŽƌĐůŝĞŶƚƐĞƌǀŝĐĞĂĚŵŶŝƐƚƌĂƚŽƌƐĂŶĚ ΨϭϮ͕ϱϬϬ ΨϯϬ͕ϬϬϬ ΨϭϮ͕ϱϬϬ Ψ Ͳ Ψ Ϭ͘ϲϰ ϭϵ͕ϱϰϵ ůůŝĂŶĐĞĨŽƌ^ŽĐŝĂůDŝŶŝƐƚƌǇͿ ŐƌĂŶƚĂĚŵŝŶŝƐƚƌĂƚŽƌ ŚĞƐƚĞƌĨŝĞůĚ^;ŽƵƌƚƉƉŽŝŶƚĞĚ^ƉĞĐŝĂů &ƵůůͲƚŝŵĞĂĚǀŽĐĂƚĞƐƵƉĞƌǀŝƐŽƌƐĂůĂƌǇ ΨϭϬ͕ϬϬϬ ΨϮϱ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψ Ͳ Ψϱϯ͘ϭϵ ϭϴϴ ĚǀŽĐĂƚĞWƌŽŐƌĂŵͿ WƵƌĐŚĂƐĞĚĨŽŽĚ ŚĞƐƚĞƌĨŝĞůĚ&ŽŽĚĂŶŬ Ψϵ͕ϱϬϬ Ψϭϭϴ͕ϱϬϬ Ψϭϱ͕ϬϬϬ Ψϱ͕ϱϬϬ Ψ Ϭ͘ϭϴ ϴϱ͕ϭϮϴEŽƚĞ͗ĂĚĚŝƚŝŽŶĂůƌĞƐŽƵƌĐĞƐĚĞĚŝĐĂƚĞĚƚŽǁĂƌĚƐĨŽŽĚƉƌŽǀŝƐŝŽŶ

ϮϬϬŵĞŵďĞƌƐŚŝƉƐĨŽƌĞůŝŐŝďůĞůŽǁͲŝŶĐŽŵĞŚŽƵƐĞŚŽůĚƐ͕ďŽŽŬƐ ŚŝůĚƌĞŶΖƐDƵƐĞƵŵŽĨZŝĐŚŵŽŶĚͲŚĞƐƚĞƌĨŝĞůĚ Ψϰϲ͕ϲϬϬ Ψϰϲ͕ϲϬϬ Ψϰϲ͕ϲϬϬ Ψ Ͳ Ψ Ϭ͘ϰϵ ϵϰ͕ϵϯϲĨŽƌƚŚĞΗďŽŽŬďĂŶŬΗ͕ĨƌĞĞŽƌƌĞĚƵĐĞĚƉƌŝĐĞĨŝĞůĚƚƌŝƉƉƌŽŐƌĂŵĨŽƌ >ŽĐĂƚŝŽŶ ĂůůĐŽƵŶƚǇ<ͲϯĐůĂƐƐĞƐŝŶdŝƚůĞ/ƐĐŚŽŽůƐ ŚƌŝƐƚŵĂƐDŽƚŚĞƌŽĨŚĞƐƚĞƌĨŝĞůĚͲŽůŽŶŝĂů ^ĂůĂƌǇĂƐƐŝƐƚĂŶĐĞĨŽƌŽĨĨŝĐĞƐƚĂĨĨ Ψϭϭ͕ϬϬϬ Ψϭϳ͕ϬϬϬ Ψϭϭ͕ϬϬϬ Ψ Ͳ Ψ Ϯ͘Ϭϰ ϱ͕ϯϴϭ ,ĞŝŐŚƚƐ WƵƌĐŚĂƐĞĚĨŽŽĚ ŽůŽŶŝĂů,ĞŝŐŚƚƐ&ŽŽĚWĂŶƚƌǇ Ψϱ͕ϬϬϬ Ψϳ͕ϱϬϬ Ψϱ͕ϬϬϬ Ψ Ͳ Ψ Ϭ͘ϲϮ ϴ͕ϭϭϱ ƵůƚƵƌĞtŽƌŬƐ Ψϱ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψϱ͕ϬϬϬ Ψ Ͳ ŶͬĂ ŶͬĂ'ĞŶĞƌĂůŽƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚ WƵƌĐŚĂƐĞĚĨŽŽĚ;ŝŶĐůƵĚŝŶŐDĞĂůƐŽŶtŚĞĞůƐͿĂŶĚƐƵƉƉŽƌƚĨŽƌ &ĞĞĚDŽƌĞ Ψϭϱ͕ϬϬϬ ΨϮϬ͕ϬϬϬ Ψϭϱ͕ϬϬϬ Ψ Ͳ Ψ Ϭ͘ϴϮ ϭϴ͕Ϯϴϴ ŵĂŶǇƉĂƌƚŶĞƌĂŐĞŶĐŝĞƐŝŶƚŚĞĐŽƵŶƚǇ >ŝĨĞƐŬŝůůƐƉƌŽŐƌĂŵŵŝŶŐĨŽƌŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇǇŽƵƚŚĨƌŽŵůŽǁ &ŝƌƐƚdĞĞŚĞƐƚĞƌĨŝĞůĚ ΨϮϬ͕ϬϬϬ ΨϯϬ͕ϬϬϬ ΨϮϬ͕ϬϬϬ Ψ Ͳ Ψ Ϭ͘ϳϰ Ϯϳ͕ϮϬϯ ŝŶĐŽŵĞĨĂŵŝůŝĞƐ 'ĞŶĞƌĂůŽƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚ :ŽŚŶdǇůĞƌŽŵŵƵŶŝƚǇŽůůĞŐĞͲKƉĞƌĂƚŝŽŶƐ ΨϰϬ͕ϬϬϬ Ψϲϯ͕ϴϭϲ ΨϯϬ͕ϬϬϬ Ψ;ϭϬ͕ϬϬϬͿ Ψ ϯ͘ϱϳ ϴ͕ϯϵϳ :ŽŚŶdǇůĞƌŽŵŵƵŶŝƚǇŽůůĞŐĞ&ŽƵŶĚĂƚŝŽŶͲ ^ĐŚŽůĂƌƐŚŝƉƐĨŽƌŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇƌĞƐŝĚĞŶƚƐ ΨϮϬ͕ϬϬϬ ΨϮϱ͕ϬϬϬ ΨϮϬ͕ϬϬϬ Ψ Ͳ Ψ Ϯ͘ϯϴ ϴ͕ϯϵϳ ^ĐŚŽůĂƌƐŚŝƉƐ >ŝĨĞ>ŽŶŐ>ĞĂƌŶŝŶŐ/ŶƐƚŝƚƵƚĞ ΨϭϬ͕ϬϬϬ Ψϭϳ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψ Ͳ Ψϭϭ͘ϭϮ ϴϵϵ'ĞŶĞƌĂůŽƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚ 'ĞŶĞƌĂůŽƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚ͕ĂŶĚƐŽŵĞĚŝƌĞĐƚƉƌŽŐƌĂŵŵŝŶŐǁŝƚŚ ƚŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶ͖DĂǇŵŽŶƚŝƐƉƌŽũĞĐƚŝŶŐƚŽƐĞƌǀĞ DĂǇŵŽŶƚ&ŽƵŶĚĂƚŝŽŶ Ψϱϱ͕ϬϬϬ ΨϲϬ͕ϬϬϬ Ψϱϳ͕ϱϬϬ ΨϮ͕ϱϬϬ Ψ Ϭ͘ϱϰ ϭϬϲ͕ϭϬϱ ĂƉƉƌŽǆŝŵĂƚĞůǇϯ͕ϳϬϬŝŶ&zϭϳ͕ǁŚŝĐŚǁŽƵůĚďĞĂƐŝǌĂďůĞŝŶĐƌĞĂƐĞ ƚŝĞĚƚŽƚŚĞƌĞͲŽƉĞŶŝŶŐŽĨƚŚĞŚŝůĚƌĞŶΖƐ&Ăƌŵ

WƌŽŐƌĂŵŵŝŶŐĨŽƌůŽĐĂů^tDďƵƐŝŶĞƐƐĞƐ DĞƚƌŽƉŽůŝƚĂŶƵƐŝŶĞƐƐ>ĞĂŐƵĞ Ψ Ͳ Ψϵ͕ϬϬϬ ΨϮ͕ϱϬϬ ΨϮ͕ϱϬϬ ΨϭϬϬ͘ϬϬ ϮϱEŽƚĞ͗ŶĞǁƌĞƋƵĞƐƚ͕ĂĚĚŝƚŝŽŶĂůĐŽŽƌĚŝŶĂƚŝŽŶƚŚƌŽƵŐŚĐŽŶŽŵŝĐ ĞǀĞůŽƉŵĞŶƚ ^ĂůĂƌŝĞƐĨŽƌϭ͘ϯ&dƐ DŝůůŚŽƵƐĞͲŽŵŵƵŶŝƚǇƌĂŝŶ/ŶũƵƌǇ^ĞƌǀŝĐĞƐ ΨϱϬ͕ϬϬϬ ΨϱϬ͕ϬϬϬ ΨϱϬ͕ϬϬϬ Ψ Ͳ ΨϮ͕ϭϳϯ͘ϵϭ Ϯϯ ZĂŵƉŵĂƚĞƌŝĂůƐĨŽƌŽǁŶĞƌͲŽĐĐƵƉŝĞĚĚǁĞůůŝŶŐƐŝŶŚĞƐƚĞƌĨŝĞůĚ ZDW^ ΨϭϬ͕ϬϬϬ ΨϮϬ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψ Ͳ Ψϭ͕ϮϱϬ͘ϬϬ ϴ ŽƵŶƚǇ ZĞŶƚĞƌ;ZĞĂĚŝŶŐΘĚƵĐĂƚŝŽŶĨŽƌĚƵůƚ 'ĞŶĞƌĂůŽƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚ Ψϱ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψϱ͕ϬϬϬ Ψ Ͳ ΨϭϰϮ͘ϴϲ ϯϱ ĞǀĞůŽƉŵĞŶƚͿ ŽŶƐƵŵĞƌƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͕ƐƵŵŵĞƌǇŽƵƚŚƐƚĂĨĨ͕ĂƐƐŝƚĂŶĐĞ ZĞƐŽƵƌĐĞƐĨŽƌ/ŶĚĞƉĞŶĚĞŶƚ>ŝǀŝŶŐ ΨϮϬ͕ϬϬϬ ΨϮϬ͕ϬϬϬ ΨϮϬ͕ϬϬϬ Ψ Ͳ Ψϭϭϰ͘Ϯϵ ϭϳϱ ƚŽǁĂƌĚƐŽŶĞ&dƉŽƐŝƚŝŽŶ ZŝĐŚŵŽŶĚ^ǇŵƉŚŽŶǇ;ŽŶĐĞƌƚƐͿ ΨϯϮ͕ϬϬϬ ΨϯϮ͕ϬϬϬ ΨϯϮ͕ϬϬϬ Ψ Ͳ Ψ ϭ͘Ϭϳ ϯϬ͕ϬϬϬdǁŽĨƌĞĞĐŽŶĐĞƌƚƐƚŚƌŽƵŐŚWĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ ZŝĐŚŵŽŶĚ^ǇŵƉŚŽŶǇ;DĂŐŶŝĨŝĐĞŶƚDŝĚůŽƚŚŝĂŶ ƐƐŝƐƚĂŶĐĞĨŽƌďŝŐƚĞŶƚƌĞŶƚĂů Ψϯϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ Ψ;ϭϬ͕ϬϬϬͿ Ψ Ϭ͘ϴϯ ϯϬ͕ϬϬϬ &ĞƐƚŝǀĂůͿ EŽƚĞ͗ƌĞƋƵĞƐƚĞĚĂŵŽƵŶƚĚĞĐƌĞĂƐĞĚ KƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚĨŽƌĨŽƵƌŝŶŝƚŝĂƚŝǀĞƐ;hƐĞ͕zŽƵ>ŽƐĞ͖ŵĂƌŝũƵĂŶĂ ƉƌĞǀĞŶƚŝŽŶ͖ƉƌĞƐĐƌŝƉƚŝŽŶĚƌƵŐĂďƵƐĞƉƌĞǀĞŶƚŝŽŶ͖ŚĞƌŽŝŶƚĂƐŬ ^͘͘&͘͘ Ψϭϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ Ψϭϳ͕ϱϬϬ ΨϮ͕ϱϬϬ Ψ Ϭ͘Ϭϱ ϯϮϬ͕ϬϬϬĨŽƌĐĞͿ EŽƚĞ͗ĂĚĚŝƚŝŽŶĂůĂƐƐŝƐƚĂŶĐĞƉƌŽǀŝĚĞĚĚƵĞƚŽŽƌŐĂŶŝǌĂƚŝŽŶ ŝŵƉĂĐƚ ŵĞƌŐĞŶĐǇĨŝŶĂŶĐŝĂůĂƐƐŝƐƚĂŶĐĞƚŽŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ ^ĂůǀĂƚŝŽŶƌŵǇ Ψϱ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψϱ͕ϬϬϬ Ψ Ͳ Ψ ϱ͘ϲϬ ϴϵϯ ŚŽƵƐĞŚŽůĚƐ ^ĐŝĞŶĐĞDƵƐĞƵŵŽĨsŝƌŐŝŶŝĂ ΨϭϬ͕ϬϬϬ ΨϭϬ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψ Ͳ Ψ Ϭ͘ϭϱ ϲϴ͕ϳϴϴ'ĞŶĞƌĂůŽƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚ ^ĞŶŝŽƌŽŶŶĞĐƚŝŽŶƐ ΨϭϬ͕ϬϬϬ Ψϱϯ͕ϬϬϬ ΨϭϬ͕ϬϬϬ Ψ Ͳ Ψ ϲ͘Ϯϱ ϭ͕ϲϬϬ'ĞŶĞƌĂůŽƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚ &ƌĞĞ͕ĂĐĐŽŵƉĂŶŝĞĚƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͕ĂĚǀĞŶƚƵƌĞƐŝŶůĞĂƌŶŝŶŐ ^ŚĞƉŚĞƌĚΖƐĞŶƚĞƌŽĨŚĞƐƚĞƌĨŝĞůĚ Ψϵ͕ϬϬϬ Ψϵ͕ϱϬϬ Ψϵ͕ϬϬϬ Ψ Ͳ Ψ ϲ͘ϯϲ ϭ͕ϰϭϲƉƌŽŐƌĂŵ͕ĂŶĚŵŝŶŽƌŚŽŵĞƌĞƉĂŝƌƐĞƌǀŝĐĞƐĨŽƌƚŚĞĞůĚĞƌůǇ

sŝƌŐŝŶŝĂ^ƚĂƚĞhŶŝǀĞƌƐŝƚǇ^ĐŚŽůĂƌƐŚŝƉƐΘ ^ĐŚŽůĂƌƐŚŝƉƐĨŽƌŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇƌĞƐŝĚĞŶƚƐ Ψϭϱ͕ϬϬϬ ΨϮϱ͕ϬϬϬ Ψϭϱ͕ϬϬϬ Ψ Ͳ ΨϱϬ͘ϬϬ ϯϬϬ /ŶĂƵŐƵƌĂůĐƚŝǀŝƚŝĞƐ ztŚĞƐƚĞƌĨŝĞůĚtŽŵĞŶΖƐĚǀŽĐĂĐǇ ^ĂůĂƌǇĂƐƐŝƐƚĂŶĐĞĨŽƌƐƚĂĨĨ ΨϯϬ͕ϬϬϬ Ψϳϱ͕ϬϬϬ ΨϯϬ͕ϬϬϬ Ψ Ͳ ΨϳϬ͘ϳϱ ϰϮϰ WƌŽŐƌĂŵ Subtotal $627,855$1,034,196$620,755$(7,100)

ϭϱϳ FY2018Budget AppendixE

CommunityContractstobeTransferredtotheSchoolDivision(wouldincludefundingforatleastFY18) ZŝĐŚŵŽŶĚ^ǇŵƉŚŽŶǇ;DƵƐŝĐĂůŵďĂƐƐĂĚŽƌƐ ϱϯĐŽŶĐĞƌƚƐĂƚϯϴW^ƐĐŚŽŽůƐ ΨϮϱ͕ϬϬϬ Ψϲϯ͕ϳϱϬ ΨϮϱ͕ϬϬϬ Ψ Ͳ Ψ Ϭ͘ϴϯ ϯϬ͕ϬϬϬ WƌŽŐƌĂŵͿ dƌĂŶƐƉŽƌƚĂƚŝŽŶƚŽƚŚĞ>ĞĂƌŶƚŽ^ǁŝŵWƌŽŐƌĂŵĨŽƌW^ ^ǁŝŵZs ΨϮϬ͕ϬϬϬ ΨϮϬ͕ϬϬϬ ΨϮϬ͕ϬϬϬ Ψ Ͳ Ψϭϱ͘ϯϰ ϭ͕ϯϬϰ ĨƚĞƌƐĐŚŽŽůƉƌŽŐƌĂŵƐĂƚĞůůǁŽŽĚ͕DĂƌŐƵƌŝƚĞŚƌŝƐƚŝĂŶ͕ zDͲĨƚĞƌ^ĐŚŽŽůWƌŽŐƌĂŵƐ ΨϮϮ͕ϬϬϬ ΨϮϳ͕ϬϬϬ ΨϮϮ͕ϬϬϬ Ψ Ͳ Ψ Ϭ͘ϰϱ ϰϵ͕ϬϬϱ DĂŶĐŚĞƐƚĞƌ͕ĂŶĚ^ǁŝĨƚƌĞĞŬ ^ǁŝĨƚƌĞĞŬDŝůůdŚĞĂƚƌĞ ΨϮϬ͕ϬϬϬ ΨϮϱ͕ϭϲϴ ΨϮϮ͕ϱϬϬ ΨϮ͕ϱϬϬ Ψ ϯ͘ϭϰ ϳ͕ϭϲϲZĞĚƵĐĞĚƉƌŝĐĞƚŝĐŬĞƚƐĨŽƌƐƚƵĚĞŶƚƐ ^ŝǆĨƌĞĞŝŶͲƐĐŚŽŽůƉĞƌĨŽƌŵĂŶĐĞƐ͕ĨŽƵƌĚŝƐĐŽƵŶƚĞĚŝŶͲƐĐŚŽŽů sŝƌŐŝŶŝĂKƉĞƌĂ ΨϭϮ͕ϬϬϬ ΨϮϮ͕ϱϬϬ ΨϭϮ͕ϬϬϬ Ψ Ͳ Ψ Ϭ͘ϳϮ ϭϲ͕ϳϯϬ ƉĞƌĨŽƌŵĂĐĞƐ Subtotal$99,000$158,418$101,500$2,500

CommunityContractItemtobeIncludedforaTHREEYEARCapitalPlan :ƵŶŝŽƌĐŚŝĞǀĞŵĞŶƚ Ψ Ͳ Ψ Ͳ Ψϱϲ͕ϬϬϬ Ψϱϲ͕ϬϬϬ d Et dŚƌĞĞͲǇĞĂƌĐĂƉŝƚĂůĐŽŵŵŝƚŵĞŶƚŽŶůǇ Subtotal$ Ͳ $ Ͳ $56,000$56,000

ItemstobeFundedElsewhereintheGeneralFund ,ŽŵĞǁĂƌĚ;dK&hE/E'Ϳ Ψϱ͕ϬϬϬ Ψϱ͕ϬϬϬ Ψϱ͕ϬϬϬ Ψ Ͳ Ψ ϲ͘ϵϰ ϳϮϬ,ŽŵĞůĞƐƐŶĞƐƐƐƚƵĚǇĂŶĚĂŶĂůǇƐŝƐ ZŝĚĞ&ŝŶĚĞƌƐ;dK&hE/EKDDhE/dz Ψϭ͕ϬϬϬĨŽƌĞŵĞƌŐĞŶĐǇƌŝĚĞŚŽŵĞĂƐƐŝƐƚĂŶĐĞ͕ďĂůĂŶĐĞŐĞŶĞƌĂů Ψϱ͕ϳϬϬ Ψϳ͕ϱϬϬ Ψϱ͕ϳϬϬ Ψ Ͳ Ψ Ϯ͘Ϭϯ Ϯ͕ϴϭϮ s>KWDEdͿ ŽƉĞƌĂƚŝŶŐƐƵƉƉŽƌƚ Subtotal$10,700$12,500$10,700$ Ͳ ItemsNOTFunded ŵďƌĂĐĞZŝĐŚŵŽŶĚ Ψϵ͕ϵϬϬ Ψ Ͳ Ψ Ͳ ŶͬĂ &ƌŝĞŶĚƐŽĨƚŚĞ>ŽǁĞƌƉƉŽŵĂƚƚŽǆZŝǀĞƌ Ψ ͲΨϭϬ͕ϬϬϬ Ψ Ͳ Ψ Ͳ ŶͬĂ ,ŽƵƐŝŶŐ&ĂŵŝůŝĞƐ&ŝƌƐƚ ΨϭϬ͕ϬϬϬ Ψ Ͳ Ψ Ͳ ŶͬĂ WĞƚĞƌƐďƵƌŐ^ǇŵƉŚŽŶǇKƌĐŚĞƐƚƌĂ Ψϳ͕ϱϬϬ Ψ Ͳ Ψ Ͳ ŶͬĂ ZŝĐŚĂƌĚůĂŶĚŽůůĞŐĞ&ŽƵŶĚĂƚŝŽŶ Ψ ͲΨϳ͕ϱϬϬ Ψ Ͳ Ψ Ͳ ŶͬĂ dŚŝƐŝƐĂƐĐŚŽŽůƉƌŽŐƌĂŵĂŶĚǁŽƵůĚďĞƵƉƚŽƚŚĞŵƚŽĚĞĐŝĚĞ ZŝĐŚŵŽŶĚ&ŽƌƵŵ Ψϴ͕ϬϬϬ Ψϴ͕ϬϬϬ Ψ ͲΨ;ϴ͕ϬϬϬͿ ŶͬĂ ϱ͕ϰϬϬ ĨƵƚƵƌĞĨƵŶĚŝŶŐ dŚĞ,ĞĂůŝŶŐWůĂĐĞ Ψ ͲΨϯϱ͕ϬϬϬ Ψ Ͳ Ψ Ͳ ŶͬĂ sŝƌŐŝŶŝĂ,ŝƐƚŽƌŝĐĂů^ŽĐŝĞƚǇ Ψ ͲΨϰ͕ϬϬϬ Ψ Ͳ Ψ ͲŶͬĂ Subtotal$8,000$91,900$ Ͳ $(8,000) $ Ͳ

TOTAL* $745,555$1,297,014$778,255$32,700 ΎƉƌŽƉŽƐĞĚƚŽƚĂůĚŽĞƐŶŽƚŝŶĐůƵĚĞƚŚĞƚǁŽŝƚĞŵƐƚŚĂƚǁŽƵůĚďĞĨƵŶĚĞĚŽƵƚƐŝĚĞƚŚĞŽŵŵƵŶŝƚǇŽŶƚƌĂĐƚƉƌŽŐƌĂŵ͕ďƵƚĚŽĞƐŝŶĐůƵĚĞƚŚĞƐĐŚŽŽůŝƚĞŵƐ;ĂƚůĞĂƐƚĨŽƌ&zϭϴͿ

ϭϱϴϭϱϵ FY2018Budget AppendixF

ƉƉĞŶĚŝǆ&Ͳ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚhŶĨƵŶĚĞĚKƉĞƌĂƚŝŶŐZĞƋƵĞƐƚ^ƵŵŵĂƌǇ

Department Description FY2018 FY2019 FY2020 FY2021 FY2022 FTEs

ĐĐĞƐƐ /ŶĐƌĞĂƐĞĚĞŵĂŶĚͬZŝĚĞƌƐŚŝƉŽƐƚƐ ϭϵϳ͕ϬϬϬ ϭϭϵ͕ϱϬϬ ϭϯϰ͕ϳϬϬ ϭϱϭ͕ϯϬϬ ϭϲϵ͕ϱϬϬ ĚŵŝŶŝƐƚƌĂƚŝǀĞ^ƵƉƉŽƌƚWŽƐŝƚŝŽŶ;ƵƐƚŽŵĞƌ ĐĐĞƐƐ ^ĞƌǀŝĐĞZĞƉͿ ϭϵ͕ϭϬϬ ϭϱ͕ϭϬϬ ϭϱ͕ϭϬϬ ϭϱ͕ϭϬϬ ϭϱ͕ϭϬϬ ĐĐŽƵŶƚŝŶŐ dĞůĞǁŽƌŬƋƵŝƉŵĞŶƚ Ϯϰ͕ϬϬϬ ŶŝŵĂů KǀĞƌƚŝŵĞƚŽ^ƵƉĞƌǀŝƐĞ^ŚĞƌŝĨĨtŽƌŬĨŽƌĐĞ ϯϵ͕ϯϬϬ ŶŝŵĂů <ĞŶŶĞůDĂƐƚĞƌWŽƐŝƚŝŽŶ ϯϵ͕ϵϬϬ ϰϭ͕ϭϬϬ ϰϭ͕ϵϬϬ ϯ

ŶŝŵĂů ĚĚŝƚŝŽŶĂůKƉĞƌĂƚŝŶŐ&ƵŶĚƐ ϮϬ͕ϬϬϬ

ŶŝŵĂů sĞŚŝĐůĞhƉĨŝƚ ϯ͕ϲϬϬ

ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ /ŶƐƉĞĐƚŽƌWŽƐŝƚŝŽŶƐ ϭϴϬ͕ϰϱϬ Ϯ ƵƚŽŵĂƚĞĚǆƚĞƌŶĂůĞĨŝďƌŝůůĂƚŽƌƐĨŽƌŝƌĐƵŝƚ ŝƌĐƵŝƚŽƵƌƚ:ƵĚŐĞƐ ŽƵƌƚŚŽƵƐĞƐ Ϯ͕ϱϬϬ

ŝƌĐƵŝƚŽƵƌƚ:ƵĚŐĞƐ ^ĞƌǀŝĐĞŽŶƚƌĂĐƚƐĨŽƌƵĚŝŽͬsŝƐŝƵĂů ϭϵ͕ϵϬϬ

ŝƌĐƵŝƚŽƵƌƚ:ƵĚŐĞƐ sĂƌŝŽƵƐdĞĐŚŶŽůŽŐǇEĞĞĚƐ ϴ͕ϱϬϬ ϭ͕ϬϬϬ

ŝƌĐƵŝƚŽƵƌƚ:ƵĚŐĞƐ WƌŽĨĨĞƐŝŽŶĂůĞǀĞůŽƉŵĞŶƚ͕ĚƵĐĂƚŝŽŶ͕ĂŶĚdƌĂǀĞů ϭϱ͕ϬϬϬ Ϯ͕ϱϬϬ ŽŵŵƵŶŝĐĂƚŝŽŶĂŶĚDĞĚŝĂ KƵƚƐŽƵƌĐŝŶŐŽĨsŝĚĞŽŐƌĂƉŚǇ^ĞƌǀŝĐĞƐ ϮϮ͕ϱϬϬ

ŽŵŵƵŶŝĐĂƚŝŽŶĂŶĚDĞĚŝĂ &ƵůůͲƚŝŵĞWƌŽĚƵĐĞƌͬ^ĞŶŝŽƌsŝĚĞŐƌĂƉŚĞƌWŽƐŝƚŝŽŶ ϴϮ͕Ϯϱϰ ϭ ŽŵŵƵŶŝĐĂƚŝŽŶĂŶĚDĞĚŝĂ ^ŽĐŝĂůDĞĚŝĂDĂŶĂŐĞŵĞŶƚĂŶĚKƵƚƌĞĂĐŚ Ϯ͕ϱϬϬ ŽŵŵƵŶŝĐĂƚŝŽŶĂŶĚDĞĚŝĂ dĞůĞǀŝƐŝŽŶ^ƚƵĚŝŽ^ƉĂĐĞ d

ŽŵŵƵŶŝĐĂƚŝŽŶĂŶĚDĞĚŝĂ dĞůĞǀŝƐŝŽŶDĂŶĂŐĞƌͬKƉĞƌĂƚŝŽŶƐŶŐŝŶĞĞƌ ϵϯ͕Ϭϭϵ ϭ ŽŵŵƵŶŝĐĂƚŝŽŶĂŶĚDĞĚŝĂ &ƵůůͲƚŝŵĞsŝĚĞŽŐƌĂƉŚĞƌ ϳϮ͕ϲϴϲ ϭ ŽŵŵŽŶǁĞĂůƚŚΖƐƚƚŽƌŶĞǇ ŽŶǀĞƌƚWĂƌƚͲƚŝŵĞƚƚŽƌŶĞǇƚŽ&ƵůůͲƚŝŵĞ ϯϮ͕ϬϬϬ ϭ

ŽŵŵŽŶǁĞĂůƚŚΖƐƚƚŽƌŶĞǇ dǁŽĚĚŝƚŝŽŶĂůƚƚŽƌŶĞǇƐ ϭϲϴ͕ϱϬϬ Ϯ ŽŵŵŽŶǁĞĂůƚŚΖƐƚƚŽƌŶĞǇ dǁŽ>ĞŐĂů^ĞĐƌĞƚĂƌŝĞƐ ϭϬϵ͕ϱϬϬ Ϯ ŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐ WƌŽďĂƚŝŽŶͬWƌĞƚƌŝĂůKĨĨŝĐĞƌƐ ϭϭϯ͕ϮϬϬ Ϯ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐ ĚĚŝƚŝŽŶĂůKWŽƐŝƚŝŽŶƐ Ϯϭϰ͕ϮϬϬ ϭϬϱ͕ϬϬϬ ϭϬϱ͕ϬϬϬ ϴ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐ ĂƌĞĞƌĞǀĞůŽƉŵĞŶƚ ϰϮ͕ϬϬϬ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐ WƐǇĐŚŽůŽŐŝĐĂů^ĞƌǀŝĐĞƐ ϭϬ͕ϬϬϬ ŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐ dĞĐŚŶŽůŽŐǇ,ĂƌĚǁĂƌĞZĞƉůĂĐĞŵĞŶƚ ϭϳ͕ϬϬϬ ϭϴ͕ϬϬϬ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ &ƵůůͲƚŝŵĞĚŵŝŶŝƐƚƌĂƚŝǀĞ^ĞĐƌĞƚĂƌǇWŽƐŝƚŝŽŶ ϰϮ͕ϴϬϬ ϭ ŽŶǀĞƌƚWĂƌƚͲdŝŵĞZĞĐƌĞĂƚŝŽŶ^ƉĞĐŝĂůŝƐƚƚŽ&ƵůůͲ ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶ dŝŵĞ ϭϱ͕ϬϬϬ ϭ sŝƌŐŝŶŝĂŽŽƉĞƌĂƚŝǀĞ^ƚĂƚĞŐĞŶƚƐ&ƵŶĚŝŶŐĨŽƌ ŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶ ^ƚĂƚĞDĞƌŝƚ/ŶĐƌĞĂƐĞ ϭ͕ϯϭϰ &ŝƌĞĂŶĚD^ ^ƚĂĨĨŝŶŐĨŽƌDĞĚŝĐϮϭ ϳϴϬ͕ϯϬϬ ϴ &ŝƌĞĂŶĚD^ &ŝƌĞĨŝŐŚƚĞƌĂƌĞĞƌĞǀĞůŽƉŵĞŶƚWƌŽŐƌĂŵ ϱϵ͕ϬϬϬ ϵϮ͕ϭϬϬ ϴϮ͕ϬϬϬ &ŝƌĞĂŶĚD^ &ŝƌĞĨŝŐŚƚŝŶŐdĞĐŚŶŽůŽŐǇZĞƉůĂĐĞŵĞŶƚWƌŽŐƌĂŵ ϮϬϬ͕ϬϬϬ

&ŝƌĞĂŶĚD^ ^ƚĂĨĨŝŶŐĂŶĚƉƉĂƌĂƚƵƐĨŽƌ/ŵƉůĞŵĞŶƚŝŶŐdƌƵĐŬϱ Ϯ͕ϭϮϯ͕ϭϱϬ ϭ͕ϬϴϮ͕ϳϬϬ &ŝƌĞĂŶĚD^ WĂƌƚdŝŵĞ&ƵŶĚŝŶŐĨŽƌ>ŽŐŝƐƚŝĐƐdĞĐŚŶŝĐŝĂŶ Ϯϲ͕ϲϮϰ WĂƌƚͲdŝŵĞZĂƚĞ/ŶĐƌĞĂƐĞ͗/ŶƐƚƌƵĐƚŽƌ͕dĞĐŚŶŝĐŝĂŶ͕Θ &ŝƌĞĂŶĚD^ hƚŝůŝƚǇ ϭϲϬ͕ϱϰϬ &ŝƌĞĂŶĚD^ WůĂŶƐZĞǀŝĞǁ;^ĞŶŝŽƌŶŐŝŶĞĞƌͿ ϭϬϮ͕ϭϬϬ ϭ͕ϱϬϬ ϭ

&ŝƌĞĂŶĚD^ ZĞƉůĂĐĞŵĞŶƚŽĨƚŚĞŽŵŵĂŶĚ^ŝŵŵŽŵƉƵƚĞƌƐ ϭϰ͕ϬϬϬ &ŝƌĞĂŶĚD^ &ƵŶĚŝŶŐĨŽƌ,ĞĂůƚŚ/ŶƐƵƌĂŶĐĞĞŶĞĨŝƚƐ ϱϮϮ͕ϳϬϬ &ŝƌĞĂŶĚD^ &ƵŶĚŝŶŐĨŽƌtŽƌŬĞƌΖƐŽŵƉĞŶƐĂƚŝŽŶ ϲϳϵ͕ϮϬϬ 'ĞŶĞƌĂůŝƐƚƌŝĐƚŽƵƌƚ ^ĂůĂƌǇ^ƵƉƉůĞŵĞŶƚƐĨŽƌ'ĞŶĞƌĂůŝƐƚƌŝĐƚŽƵƌƚ ϭϱϱ͕ϰϳϱ

ŽŶƚƌĂĐƚŽƐƚ/ŶĐƌĞĂƐĞŝŶtĂƐƚĞĂŶĚZĞƐŽƵƌĐĞĂŶĚ 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐ ƵŝůĚŝŶŐƐĂŶĚ'ƌŽƵŶĚƐ ϭϳϮ͕ϲϱϲ

'ĞŶĞƌĂů^ĞƌǀŝĐĞƐ ZĞƉůĂĐĞŵĞŶƚsĞŚŝĐůĞƐŝŶƵŝůĚŝŶŐƐĂŶĚ'ƌŽƵŶĚƐ ϰϯ͕ϱϴϱ

ǆƚĞŶĚŽŶǀĞŶŝĞŶĐĞĞŶƚĞƌ,ŽƵƌƐ;dǁŽĚĚŝƚŝŽŶĂů 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐ WŽƐŝƚŝŽŶƐͿ ϳϱ͕ϱϬϬ Ϯ 'ĞŶĞƌĂů^ĞƌǀŝĐĞƐ ^ĞĐƵƌŝƚǇ^ǇƐƚĞŵZĞƉĂŝƌƐ;KƉĞƌĂƚŝŶŐͿ ϱϬ͕ϯϬϬ Ͳ ,ĞĂůƚŚ ŶǀŝƌŽŶŵĞŶƚĂů,ĞĂůƚŚ^ƉĞĐŝĂůŝƐƚ ϰϯ͕ϰϮϱ ϭ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϱϵ FY2018Budget AppendixF

ƉƉĞŶĚŝǆ&Ͳ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚhŶĨƵŶĚĞĚKƉĞƌĂƚŝŶŐZĞƋƵĞƐƚ^ƵŵŵĂƌǇ

Department Description FY2018 FY2019 FY2020 FY2021 FY2022 FTEs

,ƵŵĂŶZĞƐŽƵƌĐĞƐ ŽŶǀĞƌƚWĂƌƚͲƚŝŵĞĞŶĞĨŝƚƐ^ƉĞĐŝĂůŝƐƚƚŽ&ƵůůͲƚŝŵĞ Ϯϲ͕ϱϬϬ ϭ ,ƵŵĂŶZĞƐŽƵƌĐĞƐ &ƵŶĚŝŶŐĨŽƌWĂŝĚŽƵŶƚǇ/ŶƚĞƌƐŚŝƉWƌŽŐƌĂŵ ϯϮ͕ϯϬϬ ^ƵƉĞƌǀŝƐŽƌǇƐƐĞƐƐŵĞŶƚdŽŽůĨŽƌŽƵŶƚǇ ,ƵŵĂŶZĞƐŽƵƌĐĞƐ DĂŶĂŐĞƌƐͬ>ĞĂĚĞƌƐ ϵ͕ϱϬϬ

,ƵŵĂŶZĞƐŽƵƌĐĞƐ EĞǁWĂƌƚͲƚŝŵĞ,Z/^^ƉĞĐŝĂůŝƐƚ ϯϮ͕ϵϬϬ

/^d /^dͲŽŶƚƌĂĐƚͲKƉĞƌĂƚŝŶŐŽƐƚ/ŶĐƌĞĂƐĞƐ ϱϮ͕ϮϴϬ ϱϯ͕ϯϬϬ ϱϰ͕ϰϬϬ ϱϱ͕ϱϬϬ

/^d DŽĚĞƌŶŝǌĞĂƚĂďĂƐĞƐĂŶĚ>ĞŐĂĐǇdĞĐŚŶŽůŽŐŝĞƐ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ ϭϱϬ͕ϬϬϬ /^d D^ǇƐƚĞŵDĂŝŶƚĞŶĂŶĐĞ ϵϬ͕ϬϬϬ /^d ǇŶĂŵŝĐƐ>ŝĐĞŶƐĞƐ ϭϬϬ͕ϬϬϬ ϭϮϬ͕ϬϬϬ ϭϮϬ͕ϬϬϬ /^d tŽƌŬĨŽƌĐĞ^ĞĐƵƌŝƚǇǁĂƌĞŶĞƐƐdŽŽů ϴϬ͕ϬϬϬ :ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ ZĞƉůĂĐĞŽƵƌƚƌŽŽŵŚĂŝƌƐ ϰϱ͕ϵϯϯ :ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ DĂŝŶƚĞŶĂŶĐĞĨŽƌŽƵƌƚƌŽŽŵWƌŝŶƚĞƌƐ Ϯ͕ϰϬϬ Ϯ͕ϰϬϬ Ϯ͕ϰϬϬ Ϯ͕ϰϬϬ Ϯ͕ϰϬϬ :ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ >ŽĐĂů^ĂůĂƌǇ^ƵƉƉůĞŵĞŶƚƐ ϭϱϯ͕Ϭϰϯ ϭϱϯ͕Ϭϰϯ ϭϱϲ͕ϭϬϬ ϭϱϲ͕ϭϬϬ ϭϱϵ͕ϮϮϮ

:ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ ĂƌƉĞƚZĞƉůĂĐĞŵĞŶƚ Ϯϲ͕ϰϭϯ :ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ WƌŽĨĞƐŝŽŶĂůDĞŵďĞƌƐŚŝƉƐ ϭ͕ϯϭϯ ϭ͕ϯϭϯ ϭ͕ϯϭϯ ϭ͕ϯϭϯ ϭ͕ϯϭϯ :ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ ŽŶĨĞƌĞŶĐĞƐĂŶĚĚƵĐĂƚŝŽŶ ϱ͕ϬϱϬ ϰ͕ϴϬϬ ϱ͕ϬϱϬ ϰ͕ϴϬϬ ϱ͕ϬϱϬ :ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ dƌĂǀĞů ϲ͕ϳϬϬ Ϯ͕ϯϬϬ ϲ͕ϳϬϬ Ϯ͕ϯϬϬ ϲ͕ϳϬϬ :ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ ŽŶƐƵŵĞƌ^ƵƌǀĞǇ ϳϱ͕ϬϬϬ

:ƵǀĞŶŝůĞŽŵĞƐƚŝĐΘZĞůĂƚŝŽŶƐŽƵƌƚ tĂƚĞƌ&ŽƵŶƚĂŝŶZĞƉůĂĐĞŵĞŶƚ ϭ͕ϴϬϬ ϮϬϬ ϮϬϬ ϮϬϬ ϮϬϬ >ŝďƌĂƌǇ^ƚĂĨĨŝŶŐdƌĂŶƐŝƚŝŽŶWĂƌƚͲƚŝŵĞWŽƐŝƚŝŽŶƐƚŽ >ŝďƌĂƌǇ &ƵůůͲƚŝŵĞWŽƐŝƚŝŽŶƐĂƚϮ͗ϭZĂƚŝŽ ϭϵϭ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϮϬ

>ŝďƌĂƌǇ dĞĐŚŶŽůŽŐǇĂŶĚ/ŶƚĞƌŝŽƌhƉŐƌĂĚĞƐ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ

>ŝďƌĂƌǇ >ŝďƌĂƌǇDĂƚĞƌŝĂůƐ^ƵƉƉůĞŵĞŶƚ;ŽůůĞĐƚŝŽŶƐͿ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ >ŝďƌĂƌǇ DŝĚůŽƚŚŝĂŶ>ŝďƌĂƌǇŽŶƐƚƌƵĐƚŝŽŶ Ϯϭϱ͕ϮϬϬ WdYƵĂůŝƚǇƐƐƵƌĂŶĐĞ^ƉĞĐŝĂůŝƐƚWŽƐŝƚŝŽŶĨŽƌWĂƌƚͲ D,^^ 'ƌĂŶƚ ϰϱ͕ϬϬϬ

WĂƌŬƐΘZĞĐ DĂŝŶƚĞŶĂŶĐĞŽŶƚƌĂĐƚŝŶŐůƚĞƌŶĂƚŝǀĞ ϱ͕ϬϬϬ ϱ͕ϭϬϬ ϱ͕ϮϬϬ ϱ͕ϯϬϬ WĂƌŬƐΘZĞĐ sĞŚŝĐůĞZĞƉůĂĐĞŵĞŶƚ ϮϬϬ͕ϬϬϬ ϯϱ͕ϬϬϬ ϰϲ͕ϬϬϬ WĂƌŬƐΘZĞĐ ^ĞĂƐŽŶĂůZĞĐƌĞĂƚŝŽŶ^ƚĂĨĨ^ĂůĂƌǇĚũƵƐƚŵĞŶƚ Ϯϴ͕ϬϬϬ WĂƌŬƐΘZĞĐ dZ^^ƵŵŵĞƌĂŵƉ ϭϭ͕ϮϬϬ WĂƌŬƐΘZĞĐ ^ƉĞĐŝĂůǀĞŶƚƐ&ƵŶĚŝŶŐ Ϯϳ͕ϬϬϬ WĂƌŬƐΘZĞĐ ĞƉĂƌƚŵĞŶƚŽŵƉƵƚĞƌZĞƉůĂĐĞŵĞŶƚ ϭϰ͕ϱϬϬ

WĂƌŬƐΘZĞĐ ,ĞŶƌŝĐƵƐŵƉůŽǇĞĞĨƌŽŵWĂƌƚͲƚŝŵĞƚŽ&ƵůůͲƚŝŵĞ ϭϰ͕ϬϬϬ ϭ

WůĂŶŶŝŶŐ WůĂŶŶŝŶŐΘ^ƉĞĐŝĂůWƌŽũĞĐƚƐDĂŶĂŐĞƌWŽƐŝƚŝŽŶ ϲϮ͕ϮϱϮ ϭ WůĂŶŶŝŶŐ ĚũƵƐƚŵĞŶƚƚŽĚǀĞƌƚŝƐŝŶŐŽƐƚƐ ϯϬ͕ϬϬϬ

WůĂŶŶŝŶŐ EĞǁ^ĞĐƌĞƚĂƌǇWŽƐŝƚŝŽŶ Ϯϳ͕ϵϵϬ ϭ WůĂŶŶŝŶŐ EĞǁWůĂŶŶĞƌWŽƐŝƚŝŽŶ ϰϯ͕ϴϮϳ ϭ WůĂŶŶŝŶŐ &ŝĞůĚ/ŶƐƉĞĐƚŝŽŶDŽďŝůĞĞǀŝĐĞƐ ϭϮ͕ϬϬϬ WůĂŶŶŝŶŐ ŽŵƉƵƚĞƌZĞƉůĂĐĞŵĞŶƚ ϰϬ͕ϬϬϬ ϰϬ͕ϬϬϬ WůĂŶŶŝŶŐ >ĂƌŐĞ^ŝǌĞdĂďůĞƚŽƉŽŵƉƵƚĞƌDŽŶŝƚŽƌƐ ϰϱ͕ϬϬϬ WůĂŶŶŝŶŐ ĚŽďĞĐƌŽďĂƚWƌŽĨĞƐƐŝŽŶĂů^ŽĨƚǁĂƌĞ ϯ͕ϱϬϬ WůĂŶŶŝŶŐ ŽůŽƌWůŽƚƚĞƌZĞƉůĂĐĞŵĞŶƚ ϳ͕ϬϬϬ >ĂƌŐĞŽŶĨĞƌĞŶĐĞZŽŽŵƵĚŝŽͬsŝƐƵĂů WůĂŶŶŝŶŐ ŶŚĂŶĐĞŵĞŶƚ ϯ͕ϬϬϬ :ŽŝŶƚ^ƵďŵŝƐƐŝŽŶĨŽƌƚŚĞ,ĞŶƌŝĐŽDĞƚƌŽǀŝĂƚŝŽŶ WŽůŝĐĞ hŶŝƚhƉŐƌĂĚĞ ϭϱϮ͕ϬϬϬ WŽůŝĐĞ ĂƌĞĞƌĞǀĞůŽƉŵĞŶƚ ϮϮϴ͕ϬϬϬ ϮϬϱ͕ϬϬϬ ϭϵϲ͕ϬϬϬ ϭϲϱ͕ϬϬϬ WŽůŝĐĞ ƵƚŽŵĂƚŝŽŶŶĂůǇƐƚWŽƐŝƚŝŽŶ ϲϭ͕ϬϬϬ ϲϭ͕ϬϬϬ Ϯ WŽůŝĐĞ WƵďůŝĐ^ĂĨĞƚǇƋƵŝƉŵĞŶƚ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ >ŽŐŝƐƚŝĐƐdĞĐŚŶŝĐŝĂŶWĞƌƐŽŶŶĞůWŽƐŝƚŝŽŶ;>ŽƐƚŝŶ WŽůŝĐĞ ƉƌŝŽƌǇĞĂƌͿ ϰϱ͕ϴϬϬ ϰϱ͕ϴϬϬ Ϯ WŽůŝĐĞ ^ŽĨƚǁĂƌĞΘ,ĂƌĚǁĂƌĞhƉŐƌĂĚĞƐ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ ϭϬ͕ϬϬϬ &ŽƌĞŶƐŝĐ/ŶǀĞƐƚŝŐĂƚŽƌWĞƌƐŽŶŶĞůWŽƐŝƚŝŽŶ;>ŽƐƚŝŶ WŽůŝĐĞ ƉƌŝŽƌǇĞĂƌͿ ϴϯ͕ϰϬϬ ϭ WŽůŝĐĞ ƌŝŵĞŶĂůǇƐƚWŽƐŝƚŝŽŶ ϲϬ͕ϳϬϬ ϲϬ͕ϳϬϬ Ϯ WŽůŝĐĞ ĐĐŽƵŶƚŝŶŐ^ƵƉĞƌǀŝƐŽƌWŽƐŝƚŝŽŶ ϲϳ͕ϱϬϬ ϭ ZĞĐůĂƐƐWĂƌƚͲdŝŵĞ^ƌ,ƵŵĂŶZĞƐŽƵƌĐĞdĞĐŚŶŝĐŝĂŶ WŽůŝĐĞ WŽƐŝƚŝŽŶƚŽ&ƵůůͲdŝŵĞ Ϯϭ͕ϮϬϬ ϭ WŽůŝĐĞ ŚŝůĚ^ĂĨĞƚǇKĨĨŝĐĞƌWŽƐŝƚŝŽŶ ϱϭ͕ϰϬϬ ϭ WŽůŝĐĞ ZĞƉůĂĐĞŵĞŶƚŽĨ>ĞǀĞů/sŽĚǇƌŵŽƌ ϭϮϱ͕ϭϬϬ WŽůŝĐĞ &ƵůůǇ&ƵŶĚtŽƌŬĞƌƐΖŽŵƉĞŶƐĂƚŝŽŶ ϱϱϴ͕ϬϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϲϬ FY2018Budget AppendixF

ƉƉĞŶĚŝǆ&Ͳ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚhŶĨƵŶĚĞĚKƉĞƌĂƚŝŶŐZĞƋƵĞƐƚ^ƵŵŵĂƌǇ

Department Description FY2018 FY2019 FY2020 FY2021 FY2022 FTEs WŽůŝĐĞ &/ĨŽƌWĂƌƚͲdŝŵĞ^ĂůĂƌŝĞƐ ϱϲ͕ϱϬϬ ^ĞŶŝŽƌĚǀŽĐĂƚĞ &ƵůůͲƚŝŵĞWƌŽŐƌĂŵƐƐŝƐƚĂŶƚ ϰϱ͕ϬϬϬ ϭ ^ŚĞƌŝĨĨ &ƵŶĚŝŶŐĨŽƌ:ĂŝůEƵƌƐŝŶŐŽŶƚƌĂĐƚ ϭϳ͕ϬϬϬ ϭϳ͕ϯϰϬ ϭϳ͕ϲϴϳ ^ŚĞƌŝĨĨ ĞƉƵƚǇĂƐĞWĂǇĚũƵƐƚŵĞŶƚĂŶĚŽŵƉƌĞƐƐŝŽŶ ϭϯϭ͕ϰϱϴ ŝƐƚƌŝĐƚŽƵƌƚƌŝǀĞƌΖƐ>ŝĐĞŶƐĞĞƌĞŵŽŶǇͲdƌĂĨĨŝĐ ^ŚĞƌŝĨĨ ŽŶƚƌŽů ϴ͕ϲϴϭ ^ŚĞƌŝĨĨ /ŶŵĂƚĞWƌŽŐƌĂŵƐƐŝƐƚĂŶĐĞ Ϯϭ͕Ϭϴϭ ^ŚĞƌŝĨĨ ŽŶǀĞƌƚZĞĐŽƌĚZŽŽŵƚŽϮϰͲϳKƉĞƌĂƚŝŽŶ ϭϯϱ͕ϰϬϬ ϯ ^ŚĞƌŝĨĨ ŝǀŝůŝĂŶ^ĞĐƵƌŝƚǇWŽƐŝƚŝŽŶƐ ϵϬ͕ϯϳϳ ϱϮ͕Ϯϳϯ ^ŚĞƌŝĨĨ ůĞĐƚƌŽŶŝĐZŽƵŶĚZĞĂĚĞƌ^ǇƐƚĞŵ ϱϮ͕ϰϴϲ ^ŚĞƌŝĨĨ ĂƌĞĞƌĞǀĞůŽƉŵĞŶƚWƌŽŐƌĂŵ ϭϱ͕ϲϬϬ ϭϱ͕ϲϬϬ ϭϯ͕ϮϬϬ ^ŚĞƌŝĨĨ ǆƉĂŶĚĂƌĞĞƌĞǀĞůŽƉŵĞŶƚWƌŽŐƌĂŵ ϭϴ͕ϬϬϬ

^ŚĞƌŝĨĨ /ŵƉůĞŵĞŶƚd^ZZĞƉůĂĐĞŵĞŶƚWƌŽŐƌĂŵ ϰϴ͕ϳϴϵ ^ŚĞƌŝĨĨ ƵŝůĚŝŶŐ^ĞĐƵƌŝƚǇ^ĞƌŐĞĂŶƚ ϲϵ͕ϳϲϬ ϭ

^ŚĞƌŝĨĨ dǁŽĨƵůůͲƚŝŵĞĐŝǀŝůŝĂŶůĂƐƐŝĨŝĐĂƚŝŽŶƐ^ƵƉĞƌǀŝƐŽƌƐ ϲϯ͕ϲϰϲ ϳϰ͕ϲϲϳ Ϯ ^ŚĞƌŝĨĨ ZĞƉůĂĐĞ/ŶƚĞƌĐŽŵ^ǇƐƚĞŵŝŶŽƵƌƚƐ ϵϭ͕ϵϵϰ ^ŚĞƌŝĨĨ ĞƉĂƌƚŵĞŶƚǁŝĚĞ^ƚĂĨĨŝŶŐ^ƚƵĚǇ ϰϬ͕ϬϬϬ

^ŚĞƌŝĨĨ ŽĚǇtŽƌŶĂŵĞƌĂƐ ϭϯϯ͕ϱϵϴ ϭϬ͕Ϯϰϲ ^ŚĞƌŝĨĨ KĨĨŝĐĞŽĨWƌŽĨĞƐƐŝŽŶĂů^ƚĂŶĚĂƌĚƐ^ĞƌŐĞĂŶƚ ϵϳ͕ϴϭϲ ϭ ^ŚĞƌŝĨĨ dƌĂŝŶŝŶŐĐĂĚĞŵǇůĞƌŝĐĂů^ƵƉƉŽƌƚ ϭϵ͕ϯϮϲ ^ŽĐŝĂů^ĞƌǀŝĐĞƐ &ŽƵƌ&ƵůůͲdŝŵĞůŝŐŝďŝůŝƚǇtŽƌŬĞƌ/WŽƐŝƚŝŽŶƐ ϮϬϭ͕ϵϬϬ ϰ dǁŽ&ƵůůdŝŵĞůŝŐŝďŝůŝƚǇtŽƌŬĞƌWŽƐŝƚŝŽŶƐƚŽ ^ŽĐŝĂů^ĞƌǀŝĐĞƐ DĂŶĂŐĞƚŚĞ^EWdWƌŽŐƌĂŵ ϭϭϯ͕ϯϬϬ Ϯ KƉĞƌĂƚŝŶŐŽƐƚƐĨŽƌǆƉĂŶƐŝŽŶŽĨ^ŵŝƚŚtĂŐŶĞƌ ^ŽĐŝĂů^ĞƌǀŝĐĞƐ ƵŝůĚŝŶŐ ϲϱ͕ϯϬϬ ϲϱ͕ϯϬϬ ZĞǀĞŶƵĞƐĂŶĚǆƉĞŶƐĞƐĨŽƌ/sͲ&ŽƐƚĞƌĂƌĞĂŶĚ ^ŽĐŝĂů^ĞƌǀŝĐĞƐ /sͲĚŽƉƚŝŽŶ ϰϬϬ͕ϬϬϬ zŽƵƚŚWůĂŶŶŝŶŐ ŽŵŵƵŶŝƚǇzŽƵƚŚ^ƵƌǀĞǇ ϱ͕ϬϬϬ

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕s ϭϲϭ ϭϲϮ FY2018 Budget

FY2018-FY2022 CAPITAL IMPROVEMENT PROGRAM

FY2018 BUDGET

ϭϲϯ Proposed Capital Improvement Program

FY2018-FY2022

Providing a FIRST CHOICE community through excellence in public service ůĂŶŬ CHESTERFIELD COUNTY Board of Supervisors

Dorothy Jaeckle Leslie Haley ŚĂŝƌŵĂŶ sŝĐĞŚĂŝƌŵĂŶ ĞƌŵƵĚĂŝƐƚƌŝĐƚ DŝĚůŽƚŚŝĂŶŝƐƚƌŝĐƚ

Christopher Winslow James “Jim” M. Holland Stephen Elswick ůŽǀĞƌ,ŝůůŝƐƚƌŝĐƚ Dale District DĂƚŽĂĐĂŝƐƚƌŝĐƚ

STRATEGIC GOALS DŽĚĞůĨŽƌĞǆĐĞůůĞŶĐĞŝŶŐŽǀĞƌŶŵĞŶƚ ^ĂĨĞƚǇĂŶĚƐĞĐƵƌŝƚǇ ĐŽŶŽŵŝĐƉƌŽƐƉĞƌŝƚǇĂŶĚĞĚƵĐĂƚŝŽŶĂůĞǆĐĞůůĞŶĐĞ ,ĞĂůƚŚǇůŝǀŝŶŐĂŶĚǁĞůůͲďĞŝŶŐ dŚƌŝǀŝŶŐĐŽŵŵƵŶŝƚŝĞƐĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůƐƚĞǁĂƌĚƐŚŝƉ

Table of Contents

ǆĞĐƵƚŝǀĞ^ƵŵŵĂƌǇ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭ ŽŵƉŽƐŝƚŝŽŶŽĨƚŚĞĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϮ 'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϯ ŽƵŶƚǇ/W^ƵŵŵĂƌǇ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϰ General Government Airport ŝƌƉŽƌƚZƵŶǁĂǇǆƚĞŶƐŝŽŶ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϵ ŝƌƉŽƌƚ&ƵĞů&Ăƌŵ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϮϬ Libraries ŶŽŶĂŶĚƚƚƌŝĐŬ>ŝďƌĂƌǇǆƉĂŶƐŝŽŶ^ƚƵĚǇ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ Ϯϭ >ŝďƌĂƌǇ&ĂĐŝůŝƚŝĞƐWůĂŶŶŝŶŐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϮϮ >ŝďƌĂƌǇdĞĐŚŶŽůŽŐǇĂŶĚ/ŶĨƌĂƐƚƌƵĐƚƵƌĞhƉŐƌĂĚĞƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ Ϯϯ DŝĚůŽƚŚŝĂŶ>ŝďƌĂƌǇZĞƉůĂĐĞŵĞŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ Ϯϰ Major Maintenance ϴϬϬDŚǌWƵďůŝĐ^ĂĨĞƚǇZĂĚŝŽ^ǇƐƚĞŵZĞƉůĂĐĞŵĞŶƚͬ^ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ Ϯϱ &ŝƌĞ&ĂĐŝůŝƚŝĞƐDĂũŽƌDĂŝŶƚĞŶĂŶĐĞ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ Ϯϲ :ĂŝůDĂũŽƌDĂŝŶƚĞŶĂŶĐĞ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ Ϯϴ :ƵǀĞŶŝůĞĞƚĞŶƚŝŽŶ,ŽŵĞDĂũŽƌDĂŝŶƚĞŶĂŶĐĞ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯϬ DĂũŽƌ&ĂĐŝůŝƚŝĞƐDĂŝŶƚĞŶĂŶĐĞĂŶĚZĞƉĂŝƌ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯϮ ϱͲ^ƚŽƌǇZĞƉůĂĐĞŵĞŶƚ'ĞŶĞƌĂƚŽƌ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯϰ ŶŽŶdƌĂŝŶŝŶŐĞŶƚĞƌdƌĂĐŬZĞƉĂǀŝŶŐ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯϱ ĂŶĞƐWŝƚƚŵĂŶWƵďůŝĐ^ĂĨĞƚǇdƌĂŝŶŝŶŐĞŶƚĞƌ,sͬZŽŽĨZĞƉůĂĐĞŵĞŶƚ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯϲ ZŽŐĞƌƐƵŝůĚŝŶŐ,s͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯϳ WĂƌŬ/ŵƉƌŽǀĞŵĞŶƚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϯϴ WŽƐƚůŽƐƵƌĞ>ĂŶĚĨŝůůĂƌĞ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϬ WƵďůŝĐ^ĂĨĞƚǇDŽďŝůĞŽŵƉƵƚĞƌZĞƉůĂĐĞŵĞŶƚ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϭ ^ƚŽƌŵǁĂƚĞƌ/ŶĨƌĂƐƚƌƵĐƚƵƌĞDĂŝŶƚĞŶĂŶĐĞ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϮ dĞĐŚŶŽůŽŐǇ/ŶĨƌĂƐƚƌƵĐƚƵƌĞDĂŝŶƚĞŶĂŶĐĞ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϯ Parks and Recreation ĞŶƐůĞǇŽŵŵƵŶŝƚǇĞŶƚĞƌ/ŵƉƌŽǀĞŵĞŶƚƐ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϰ ůŽǀĞƌ,ŝůůƚŚůĞƚŝĐŽŵƉůĞǆ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϱ ŽŶƐĞƌǀĂƚŝŽŶƌĞĂĞǀĞůŽƉŵĞŶƚ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϲ ŽƵƌƚŚŽƵƐĞŽŵƉůĞǆDƵůƚŝͲƵƐĞWĂǀŝůŝŽŶ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϳ ,ŝƐƚŽƌŝĐ^ŝƚĞDĂƚĐŚŝŶŐ&ƵŶĚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϴ >ŽǁĞƐ^ƉŽƌƚƐŽŵƉůĞǆ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϰϵ KůĚůŽǀĞƌ,ŝůů,ŝŐŚ^ĐŚŽŽů^ƚĂĚŝƵŵ/ŵƉƌŽǀĞŵĞŶƚƐ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϱϬ WĂƌŬ&ĂĐŝůŝƚŝĞƐWůĂŶŶŝŶŐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱϭ ZŝǀĞƌŝƚǇ^ƉŽƌƚƐƉůĞǆ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱϮ Public Safety ŶŝŵĂů^ŚĞůƚĞƌZĞƉůĂĐĞŵĞŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱϯ &ŝƌĞ&ĂĐŝůŝƚŝĞƐWůĂŶŶŝŶŐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱϰ DĂƚŽĂĐĂ&ŝƌĞ^ƚĂƚŝŽŶZĞƉůĂĐĞŵĞŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱϱ DŝĚůŽƚŚŝĂŶ&ŝƌĞ^ƚĂƚŝŽŶZĞƉůĂĐĞŵĞŶƚ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱϳ DŝĚůŽƚŚŝĂŶWŽůŝĐĞ^ƚĂƚŝŽŶ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱϴ DĂŐŶŽůŝĂ'ƌĞĞŶ&ŝƌĞ^ƚĂƚŝŽŶ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϱϵ Revitalization ůŝŐŚƚƌĂĚŝĐĂƚŝŽŶ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϲϬ ŽƵŶƚǇŽŶƚƌŝďƵƚŝŽŶƚŽ^ĐŚŽŽů&ĂĐŝůŝƚǇZĞǀŝƚĂůŝǌĂƚŝŽŶ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϲϭ ^ĐŚŽŽů^ŝƚĞƌĞĂZĞǀŝƚĂůŝǌĂƚŝŽŶ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϲϮ dŽǁŶĞĞŶƚĞƌ^ƚƌĞĞƚƐĐĂƉĞ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϲϯ

Technology ŽŵƉƵƚĞƌŝĚĞĚDĂƐƐƉƉƌĂŝƐĂů;DͿ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϲϰ ŶƚĞƌƉƌŝƐĞZĞƐŽƵƌĐĞWůĂŶŶŝŶŐ^ǇƐƚĞŵZĞƉůĂĐĞŵĞŶƚ^ƚƵĚǇ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϲϱ dĞĐŚŶŽůŽŐǇ/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ;d/WͿ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϲϲ TMDL ŚĞƐĂƉĞĂŬĞĂǇdD>ŽŵƉůŝĂŶĐĞ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϲϴ Transportation 'ĞŶĞƌĂůZŽĂĚ/ŵƉƌŽǀĞŵĞŶƚƐ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϳϬ ZĞǀĞŶƵĞ^ŚĂƌŝŶŐWƌŽŐƌĂŵ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϳϭ Schools ^ĐŚŽŽůƐĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϳϯ ^ĐŚŽŽůƐ^ƵŵŵĂƌǇ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϳϰ ĞƵůĂŚůĞŵĞŶƚĂƌǇ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϳϴ ƌĞƐƚǁŽŽĚůĞŵĞŶƚĂƌǇ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϳϵ ŶŽŶůĞŵĞŶƚĂƌǇ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϬ ƚƚƌŝĐŬůĞŵĞŶƚĂƌǇ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϭ ,ĂƌƌŽǁŐĂƚĞůĞŵĞŶƚĂƌǇ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϮ DĂƚŽĂĐĂůĞŵĞŶƚĂƌǇ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϯ ZĞĂŵƐůĞŵĞŶƚĂƌǇ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϰ EĞǁDŝĚůŽƚŚŝĂŶƌĞĂůĞŵĞŶƚĂƌǇ^ĐŚŽŽů ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϱ DĂũŽƌDĂŝŶƚĞŶĂŶĐĞ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϲ ^ĞĐƵƌŝƚǇŶŚĂŶĐĞŵĞŶƚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϳ ůĞŶĚĞĚ>ĞĂƌŶŝŶŐdĞĐŚŶŽůŽŐǇWƌŽŐƌĂŵ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϴ dĞĐŚŶŽůŽŐǇWůĂŶͬZĞƉůĂĐĞŵĞŶƚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϴϵ ^ĐŚŽŽů&ƵƌŶŝƚƵƌĞZĞƉůĂĐĞŵĞŶƚ^ĐŚĞĚƵůĞ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϵϬ &ƵƚƵƌĞĐƋƵŝƐŝƚŝŽŶƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϵϭ ^ĐŚŽŽůEƵƚƌŝƚŝŽŶ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϵϮ Utilities hƚŝůŝƚŝĞƐĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϵϯ hƚŝůŝƚŝĞƐ^ƵŵŵĂƌǇ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϵϰ tĂƐƚĞǁĂƚĞƌ>ŝŶĞƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϵϳ tĂƐƚĞǁĂƚĞƌWůĂŶƚƐ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϵϴ tĂƐƚĞǁĂƚĞƌWƵŵƉ^ƚĂƚŝŽŶƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϵϵ tĂƐƚĞǁĂƚĞƌdƌĞĂƚŵĞŶƚĚĚŝƚŝŽŶĂůĂƉĂĐŝƚǇ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϬ ĚĚŝƐŽŶǀĂŶƐtĂƚĞƌdƌĞĂƚŵĞŶƚWůĂŶƚ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϭ ,ƵŐƵĞŶŽƚWƵŵƉ^ƚĂƚŝŽŶĂŶĚtĂƚĞƌ>ŝŶĞ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϮ ZŝĐŚŵŽŶĚĂƉĂĐŝƚǇͲZĞƉůĂĐĞŵĞŶƚ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϯ tĂƚĞƌ>ŝŶĞƐ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϰ tĂƚĞƌWƵŵƉ^ƚĂƚŝŽŶƐ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϱ tĂƚĞƌdĂŶŬƐ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϲ ĚǀĂŶĐĞĚDĞƚĞƌŝŶŐ/ŶĨƌĂƐƚƌƵĐƚƵƌĞ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϳ ZĂƚĞ^ƚĂďŝůŝǌĂƚŝŽŶZĞƐĞƌǀĞ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϴ dĞĐŚŶŽůŽŐǇĂŶĚKƚŚĞƌWƌŽũĞĐƚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϬϵ Appendices ƉƉĞŶĚŝǆͲŶĂůǇƐŝƐŽĨŽƵŶƚǇ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚ&ƵŶĚƐĨŽƌĂƉŝƚĂůWƌŽũĞĐƚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϭϮ ƉƉĞŶĚŝǆͲ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚĂŶĚ^ĐŚŽŽůƐĞďƚŶĂůǇƐŝƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϭϯ ƉƉĞŶĚŝǆͲŽŶĚZĞĨĞƌĞŶĚƵŵ/ŶĨŽƌŵĂƚŝŽŶ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϭϰ ƉƉĞŶĚŝǆͲ'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚhŶĨƵŶĚĞĚͬhŶĚĞƌĨƵŶĚĞĚWƌŽũĞĐƚ>ŝƐƚ ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϭϲ ƉƉĞŶĚŝǆͲhŶĨƵŶĚĞĚdƌĂŶƐƉŽƌƚĂƚŝŽŶZĞƋƵĞƐƚƐ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϭϴ ƉƉĞŶĚŝǆ&ͲŽŵŵŝƐƐŝŽŶŽŶ>ŽĐĂů'ŽǀĞƌŶŵĞŶƚ͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ ϭϮϮ Capital Improvement Program (CIP) Executive Summary

Overview ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͕ŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƐƚĂƚĞĐŽĚĞĂŶĚƚŚĞŽƵŶƚǇŚĂƌƚĞƌ͕ƉƌĞƉĂƌĞƐĂĨŝǀĞͲǇĞĂƌĂƉŝƚĂů /ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ;/WͿ͘dŚĞ/W͕ƌĞǀŝƐĞĚĂŶŶƵĂůůǇ͕ŝƐĂůŽŶŐͲƚĞƌŵƉůĂŶŶŝŶŐƚŽŽůƚŚĂƚŐƵŝĚĞƐƚŚĞĚĞƐŝŐŶ͕ ĨŝŶĂŶĐŝŶŐ͕ ĐŽŶƐƚƌƵĐƚŝŽŶ͕ ĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞ ŽĨ ƉƵďůŝĐ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘ /Ŷ ĂĚĚŝƚŝŽŶ͕ ƚŚĞ /W ĨŽƌĞĐĂƐƚƐ ĂŶǇ ŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚĞĂĐŚƉƌŽũĞĐƚ͘hƉŽŶĂĚŽƉƚŝŽŶŽĨƚŚĞ/W͕ĨƵŶĚƐĂƌĞĂƉƉƌŽƉƌŝĂƚĞĚĨŽƌƚŚĞĨŝƌƐƚ ǇĞĂƌŽĨƚŚĞƉůĂŶ͘dŚĞĨƵŶĚƐƐŚŽǁŶŝŶǇĞĂƌƐƚǁŽƚŚƌŽƵŐŚĨŝǀĞŽĨƚŚĞƉůĂŶĂƌĞŝŶĐůƵĚĞĚĨŽƌƉůĂŶŶŝŶŐƉƵƌƉŽƐĞƐ ĂŶĚĂƌĞƌĞĞǀĂůƵĂƚĞĚĂŶĚĂƉƉƌŽƉƌŝĂƚĞĚǁŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞƌĞƐƉĞĐƚŝǀĞĨŝƐĐĂůǇĞĂƌ͛ƐďƵĚŐĞƚ͘ dŚĞŽƵŶƚǇ͛Ɛ/WŝƐĚŝǀŝĚĞĚŝŶƚŽƚŚƌĞĞŵĂŝŶƉƌŽũĞĐƚĐĂƚĞŐŽƌŝĞƐ͗'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚ͕^ĐŚŽŽůƐ͕ĂŶĚhƚŝůŝƚŝĞƐ͘ dŚĞŐĞŶĞƌĂůŐŽǀĞƌŶŵĞŶƚĐĂƚĞŐŽƌǇŝŶĐůƵĚĞƐĨƵŶĐƚŝŽŶƐůŝŬĞƉƵďůŝĐƐĂĨĞƚǇ͕ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͕ƉĂƌŬƐ͕ĂŶĚůŝďƌĂƌŝĞƐ͘ dŚĞ ^ĐŚŽŽůƐ ƐĞĐƚŝŽŶ ŚŝŐŚůŝŐŚƚƐ ƉƌŽũĞĐƚƐ ǁŝƚŚŝŶ ƚŚĞ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ WƵďůŝĐ ^ĐŚŽŽů ^ǇƐƚĞŵ͕ ǁŚŝůĞ ƚŚĞ hƚŝůŝƚŝĞƐ ĐĂƚĞŐŽƌǇ ƉƌŽǀŝĚĞƐ ĚĞƚĂŝůƐ ŽŶ ĐĂƉŝƚĂů ŝŶǀĞƐƚŵĞŶƚƐ ƚŽ ƚŚĞ ŽƵŶƚǇ͛Ɛ ǁĂƚĞƌ ĂŶĚ ǁĂƐƚĞǁĂƚĞƌ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘

Program Highlights dŚĞ&zϮϬϭϴͲϮϬϮϮŝƚĞƌĂƚŝŽŶŽĨƚŚĞ/WĐŽŶƚŝŶƵĞƐƚŽĂĚǀĂŶĐĞƚŚĞĐĂƉŝƚĂůƉƌŝŽƌŝƚŝĞƐĞƐƚĂďůŝƐŚĞĚŝŶƌĞĐĞŶƚǇĞĂƌƐ͘ dŚĞĚĞƚĂŝůƐŽĨƚŚĞƉůĂŶŚĂǀĞďĞĞŶƌĞĨŝŶĞĚƐŽŵĞǁŚĂƚ͕ďƵƚ͕ŽǀĞƌĂůů͕ƚŚĞ&zϮϬϭϴͲϮϬϮϮ/WƌĞƚĂŝŶƐĂƐŚĂƌƉĨŽĐƵƐ ŽŶĂĚĞƋƵĂƚĞůǇŵĂŝŶƚĂŝŶŝŶŐĞǆŝƐƚŝŶŐĐŽƵŶƚǇŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ƉƌŽŵŽƚŝŶŐƚŚĞƌĞǀŝƚĂůŝǌĂƚŝŽŶĂŶĚƉƌĞƐĞƌǀĂƚŝŽŶŽĨ ŚĞƐƚĞƌĨŝĞůĚ͛ƐĐŽŵŵƵŶŝƚŝĞƐ͕ĞŶŚĂŶĐŝŶŐƋƵĂůŝƚǇŽĨůŝĨĞĨŽƌĐŝƚŝǌĞŶƐ͕ĂŶĚƐƵƉƉŽƌƚŝŶŐŬĞǇŽŶŐŽŝŶŐŝŶŝƚŝĂƚŝǀĞƐ͘Ɛ ĂůǁĂǇƐ͕ƚŚĞƉůĂŶŝƐ ĂůƐŽŵŝŶĚĨƵů ŽĨƚŚĞ ŽƌŐĂŶŝǌĂƚŝŽŶ͛Ɛ ƵŶǁĂǀĞƌŝŶŐĐŽŵŵŝƚŵĞŶƚƚŽĨŝƐĐĂůĚŝƐĐŝƉůŝŶĞĂŶĚ ŝƐ ĐŽŶƐƚƌƵĐƚĞĚ ŝŶ ĂĚŚĞƌĞŶĐĞ ǁŝƚŚ Ăůů ĂƉƉůŝĐĂďůĞ ĨŝŶĂŶĐŝĂů ƉŽůŝĐŝĞƐ͘ dŚĞ ĨŽůůŽǁŝŶŐ ƐĞĐƚŝŽŶƐ ŽƵƚůŝŶĞ ŝŵƉŽƌƚĂŶƚ ĂƐƉĞĐƚƐŽĨĞĂĐŚŬĞǇƚŚĞŵĂƚŝĐĞůĞŵĞŶƚŝŶƚŚĞ&zϮϬϭϴͲϮϬϮϮƉůĂŶ͘

Maintaining Existing Infrastructure KǀĞƌƚŚĞĐŽƵƌƐĞŽĨƚŚĞůĂƐƚƐĞǀĞƌĂů/WƐ͕ƚŚĞƌĞŚĂƐďĞĞŶĂƌĞŶĞǁĞĚĞŵƉŚĂƐŝƐŽŶƚĂŬŝŶŐĐĂƌĞŽĨƚŚĞŽƵŶƚǇ͛Ɛ ĞǆŝƐƚŝŶŐƉŚǇƐŝĐĂůĂƐƐĞƚƐŝŶƌĞƐƉŽŶƐĞƚŽůŽǁĞƌůĞǀĞůƐŽĨŝŶǀĞƐƚŵĞŶƚĚƵƌŝŶŐƚŚĞƌĞĐĞƐƐŝŽŶĂŶĚƚŚĞůŝĨĞĐǇĐůĞŽĨ ŚĞƐƚĞƌĨŝĞůĚ͛ƐŝŶĨƌĂƐƚƌƵĐƚƵƌĞʹŵƵĐŚŽĨǁŚŝĐŚǁĂƐĐŽŶƐƚƌƵĐƚĞĚŝŶƚŚĞϭϵϴϬƐ͘ƐƐŚŽǁŶŝŶƚŚĞƚĂďůĞďĞůŽǁ͕ ƚŚĞĐŽƵŶƚǇŚĂƐƉƌŽŐƌĞƐƐŝǀĞůǇƐƚĞƉƉĞĚƵƉŝƚƐĨƵŶĚŝŶŐĨŽƌŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞƐŝŶĐĞ&zϮϬϭϯʹĂŶĚ&zϮϬϭϴŝƐŶŽ ĞǆĐĞƉƚŝŽŶ͘

Major Maintenance Category FY2013 FY2018 FY2022 General Services $1,220,000 $3,345,000 $3,350,000 Park Improvements 535,000 2,220,000 3,100,000 Infrastructure Refresh 620,000 1,350,000 1,100,000 Jail 0 500,000 600,000 Juvenile Detention Home 0 75,000 100,000 Fire Stations 400,000 550,000 700,000

ϭ Executive Summary &ƵŶĚŝŶŐůĞǀĞůƐĨŽƌĂůůƐŝǆĐĂƚĞŐŽƌŝĞƐŽĨŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞŝŶĐƌĞĂƐĞĚĨƌŽŵ&zϮϬϭϳƚŽ&zϮϬϭϴ͕ŚĞĂĚůŝŶĞĚďǇĂ ŶŽƚĂďůĞũƵŵƉŝŶƌĞƐŽƵƌĐĞƐĨŽƌϮϰͲŚŽƵƌĨĂĐŝůŝƚŝĞƐʹƚŚĞũĂŝůĂŶĚƚŚĞũƵǀĞŶŝůĞĚĞƚĞŶƚŝŽŶŚŽŵĞʹǁŚŝĐŚŚĂǀĞ ďĞĞŶƉƌĞǀŝŽƵƐůǇƵŶĚĞƌĨƵŶĚĞĚ͘dŚĞ&zϮϬϭϴƉůĂŶĂůƐŽŝŶĐůƵĚĞƐĂůĂƌŐĞŝŶĐƌĞĂƐĞĨŽƌŐĞŶĞƌĂůƐĞƌǀŝĐĞƐŵĂũŽƌ ŵĂŝŶƚĞŶĂŶĐĞ͕ ƚŚŽƵŐŚ Ψϭ ŵŝůůŝŽŶ ŽĨ ƚŚĂƚ ŐƌŽǁƚŚ ŝƐ ĨƌŽŵ ƚŚĞ ŽŶĞͲƚŝŵĞ ƵƐĞ ŽĨ ƌĞƐĞƌǀĞƐ ƚŚĂƚ ǁŝůů ŚĞůƉ ƚŚĞ ŽƌŐĂŶŝǌĂƚŝŽŶĐĂƚĐŚƵƉŽŶĂďĂĐŬůŽŐ ŽĨŵĂŝŶƚĞŶĂŶĐĞĂĐƚŝǀŝƚŝĞƐƐƵĐŚ ĂƐƉĂǀŝŶŐĂƌŽƵŶĚƉƵďůŝĐĨĂĐŝůŝƚŝĞƐĂŶĚ ŝŶƐƚĂůůĂƚŝŽŶĂŶĚƌĞƉůĂĐĞŵĞŶƚŽĨĨŝƌĞĂŶĚůŝĨĞƐĂĨĞƚǇƐǇƐƚĞŵƐ͘ ƐŶŽƚĞĚ͕ƚŚĞŽƵŶƚǇŚĂƐŵĂĚĞŐƌĞĂƚƐƚƌŝĚĞƐŝŶƚŚĞŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞƐƉĂĐĞ͕ďƵƚƚŚĞƌĞŝƐŵŽƌĞǁŽƌŬƚŽďĞ ĚŽŶĞ ƚŽ ƌĞĂĐŚ ƚŚĞ ĚĞƐŝƌĞĚ ůĞǀĞů ŽĨ ŝŶǀĞƐƚŵĞŶƚ͘ ĞŐŝŶŶŝŶŐ ǁŝƚŚ ƚŚĞ &zϮϬϭϳ ďƵĚŐĞƚ͕ ƚŚĞ ŽƌŐĂŶŝǌĂƚŝŽŶ ŝƐ ĞŶĚĞĂǀŽƌŝŶŐƚŽŝŶǀĞƐƚĂƉƉƌŽǆŝŵĂƚĞůǇϮ͘ϱƉĞƌĐĞŶƚŽĨƚŚĞƌĞƉůĂĐĞŵĞŶƚĐŽƐƚŽĨŝƚƐĐŽƌĞĨĂĐŝůŝƚŝĞƐĞĂĐŚǇĞĂƌ͘ ŽŝŶŐƐŽŝƐĂƐŝŐŶŝĨŝĐĂŶƚŽƵƚůĂǇ͕ƐŽŝƚŝƐďĞŝŶŐĂĐĐŽŵƉůŝƐŚĞĚŽǀĞƌĂŵƵůƚŝͲǇĞĂƌǁŝŶĚŽǁ͘Ǉ&zϮϬϮϮ͕ƚŚĞŽƵŶƚǇ ƐŚŽƵůĚďĞĂƚŝƚƐŐŽĂůůĞǀĞů͕ƚŚŽƵŐŚƚŚŝƐƉƌŽŐƌĂŵǁŝůůďĞĞǀĂůƵĂƚĞĚĂŶŶƵĂůůǇƚŽĞŶƐƵƌĞĨƵŶĚŝŶŐůĞǀĞůƐƌĞŵĂŝŶŝŶ ůŝŶĞǁŝƚŚĐƵƌƌĞŶƚƌĞƉůĂĐĞŵĞŶƚǀĂůƵĞƐĂŶĚŐĞŶĞƌĂůĞĐŽŶŽŵŝĐĐŽŶĚŝƚŝŽŶƐ͘dŚĞ&zϮϬϭϴŝŶƐƚĂůůŵĞŶƚŽĨƚŚŝƐƉůĂŶ ĚŽĞƐƌĞƉƌĞƐĞŶƚƐŝŐŶŝĨŝĐĂŶƚƉƌŽŐƌĞƐƐƚŽǁĂƌĚƐƚŚĞϮ͘ϱƉĞƌĐĞŶƚŵĂƌŬ;ĞǀĞŶĂĨƚĞƌĐŽŶƚƌŽůůŝŶŐĨŽƌƚŚĞƵƐĞŽĨŽŶĞͲ ƚŝŵĞĨƵŶĚƐͿ͘ ůƐŽƵŶĚĞƌƚŚĞďĂŶŶĞƌŽĨĞǆŝƐƚŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝƐƚŚĞƐĐŚĞĚƵůĞĚƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞĂǀŝĂƚŝŽŶĨƵĞůĨĂƌŵĂƚ ƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŝƌƉŽƌƚ͘dŚĞĐƵƌƌĞŶƚĨĂƌŵǁĂƐďƵŝůƚŝŶϭϵϲϴĂŶĚŵƵƐƚďĞƵƉĚĂƚĞĚĨŽƌƚŚĞĂŝƌƉŽƌƚƚŽ ŽƉĞƌĂƚĞƉƌŽƉĞƌůǇĂŶĚƚŽŵŝƚŝŐĂƚĞĂŶǇĞŶǀŝƌŽŶŵĞŶƚĂůƌŝƐŬƐĨƌŽŵƚŚĞŽůĚƐǇƐƚĞŵ͘

Promoting Revitalization and Preservation ^ŝŵŝůĂƌƚŽƚŚĞƐƉŝƌŝƚŽĨƚŚĞŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞŝŶŝƚŝĂƚŝǀĞ͕ƚŚĞŽƵŶƚǇŚĂƐƉůĂĐĞĚŐƌĞĂƚĨŽĐƵƐŝŶƌĞĐĞŶƚǇĞĂƌƐ ŽŶ ƌĞǀŝƚĂůŝǌĂƚŝŽŶ ĂŶĚͬŽƌ ƉƌĞƐĞƌǀŝŶŐ ŽůĚĞƌ ĐŽŵŵƵŶŝƚŝĞƐ ƚŚƌŽƵŐŚŽƵƚ ŚĞƐƚĞƌĨŝĞůĚ͘ dŚĞ ĐĞŶƚĞƌƉŝĞĐĞ ŽĨ ƚŚĂƚ ĞĨĨŽƌƚŝƐƚŚĞϮϬϭϯƐĐŚŽŽůƌĞĨĞƌĞŶĚƵŵ͕ǁŚŝĐŚĨŽĐƵƐĞƐŽŶƌĞŶŽǀĂƚŝŶŐŽƌƌĞƉůĂĐŝŶŐƚĞŶŽĨƚŚĞŽƵŶƚǇ͛ƐŽůĚĞƐƚ ƐĐŚŽŽůĨĂĐŝůŝƚŝĞƐ͕ĂŶĚƚŚĞ&zϮϬϭϴ/WŝŶĐůƵĚĞƐƐŝŐŶŝĨŝĐĂŶƚƉƌŽŐƌĞƐƐŽŶƚŚĂƚĨƌŽŶƚ͘DŽƐƚŶŽƚĂďůǇ͕ƚŚĞ&zϮϬϭϴ ƉůĂŶƉƌŽǀŝĚĞƐƚŚĞĨƵůůĨƵŶĚŝŶŐŶĞĞĚĞĚƚŽĐŽŵƉůĞƚĞƚŚĞĨŽƵƌ͞ŶĞǁ͟ĞůĞŵĞŶƚĂƌǇƐĐŚŽŽůƐ;DŝĚůŽƚŚŝĂŶŝƐŶĞǁƚŽ ƐǇƐƚĞŵĂŶĚƌĞƉůĂĐĞŵĞŶƚĨĂĐŝůŝƚŝĞƐĂƚĞƵůĂŚ͕ŶŽŶ͕ĂŶĚDĂƚŽĂĐĂͿ͘dŚĞĨŽƵƌƌĞŵĂŝŶŝŶŐĞůĞŵĞŶƚĂƌǇƐĐŚŽŽůƐʹ ĐƵƌƌĞŶƚůǇĞŶǀŝƐŝŽŶĞĚĂƐƌĞŶŽǀĂƚŝŽŶƐʹĂƌĞƐůĂƚĞĚĨŽƌĨƵŶĚŝŶŐŝŶ&zϮϬϭϵĂŶĚ&zϮϬϮϬ͕ǁŚŝĐŚǁŽƵůĚĐŽŵƉůĞƚĞ ƚŚĞĨŝŶĂŶĐŝĂůƉŽƌƚŝŽŶŽĨƚŚĞƌĞĨĞƌĞŶĚƵŵŝŶƐĞǀĞŶǇĞĂƌƐ͘ Ɛ Ă ĐŽŵƉĂŶŝŽŶ ƚŽ ƚŚŽƐĞ ĞĨĨŽƌƚƐ͕ ƚŚĞ &zϮϬϭϴͲϮϬϮϮ /W ŚĂƐ ĂĚĚĞĚ ĨƵŶĚŝŶŐ ĨŽƌ ĐŽŵƉůĞŵĞŶƚĂƌǇ ŝŵƉƌŽǀĞŵĞŶƚƐĂƚƚŚĞǀĂƌŝŽƵƐƌĞĨĞƌĞŶĚƵŵƐĐŚŽŽůƐŝƚĞƐďĞŐŝŶŶŝŶŐǁŝƚŚǁŽƌŬĂƚƚŚĞǀĂĐĂƚĞĚĞƵůĂŚƐŝƚĞĂŶĚ ŶŽŶůĞŵĞŶƚĂƌǇŝŶ&zϮϬϭϴĂŶĚ&zϮϬϭϵ͘&ƵŶĚŝŶŐŝƐƐĐŚĞĚƵůĞĚƚŽƌĞŵĂŝŶŝŶƚŚĞƉůĂŶĨŽƌƚŚĞĚƵƌĂƚŝŽŶŽĨƚŚĞ ƌĞĨĞƌĞŶĚƵŵǁŽƌŬƚŽƐƵƉƉŽƌƚƉƌŽũĞĐƚƐĂƚŽƚŚĞƌĂƉƉůŝĐĂďůĞƐŝƚĞƐ͘ dŚĞ&zϮϬϭϴ/WĂůƐŽĐŽŶƚŝŶƵĞƐƚŽŝŶĐůƵĚĞƚŚĞĚŝƌĞĐƚŽƵŶƚǇĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞƐĐŚŽŽůƌĞĨĞƌĞŶĚƵŵ͕ǁŚŝĐŚŝƐ ŝŶƚŚĞĨŽƌŵŽĨƉĂǇͲĂƐͲǇŽƵͲŐŽĨƵŶĚŝŶŐƚŚĂƚŝƐƵůƚŝŵĂƚĞůǇƐůĂƚĞĚĨŽƌƵƐĞĂƚƚƚƌŝĐŬůĞŵĞŶƚĂƌǇ͘KǀĞƌƚŚĞĐŽƵƌƐĞ ŽĨƚŚĞŶĞǆƚƚǁŽǇĞĂƌƐ;&zϮϬϭϴͲϭϵͿ͕ƚŚĞŽƵŶƚǇǁŝůůĚĞĚŝĐĂƚĞΨϰ͘ϴϱŵŝůůŝŽŶĨŽƌƚŚĂƚƉƌŽũĞĐƚĂŶĚƚŚĞŶƚƌĂŶƐĨĞƌ ŝƚ ƚŽ ƚŚĞ ƐĐŚŽŽů ĐĂƉŝƚĂů ƉƌŽũĞĐƚƐ ĨƵŶĚ ǁŚĞŶ ƚƚƌŝĐŬ ďĞŐŝŶƐ͘ dŚŝƐ ĐŽŶƚƌŝďƵƚŝŽŶ ŝƐ ŽŶĞ ŽĨ ƐĞǀĞƌĂů ƐƚƌĂƚĞŐŝĞƐ ĞŵƉůŽǇĞĚƚŽĞǆĞĐƵƚĞƚŚĞƌĞĨĞƌĞŶĚƵŵŝŶĂƚŝŵĞůǇŵĂŶŶĞƌĨŽůůŽǁŝŶŐƚŚĞŵĞĂůƐƚĂǆǀŽƚĞŝŶϮϬϭϯ͘ dŽĨƵƌƚŚĞƌƉƌŽŵŽƚĞĐŽŵŵƵŶŝƚǇƉƌĞƐĞƌǀĂƚŝŽŶ͕ƚŚĞ&zϮϬϭϴͲϮϬϮϮ/WƐŚŝĨƚƐƌĞƐŽƵƌĐĞƐƚŽǁĂƌĚƌĞƉůĂĐĞŵĞŶƚ ĨĂĐŝůŝƚŝĞƐŝŶůŝĞƵŽĨĞǆƉĂŶĚŝŶŐƚŚĞŽƵŶƚǇ͛ƐƐĞƌǀŝĐĞĨŽŽƚƉƌŝŶƚ͘dŚĞƉůĂŶŝŶƚƌŽĚƵĐĞƐĂƌĞƉůĂĐĞŵĞŶƚDĂƚŽĂĐĂ &ŝƌĞ^ƚĂƚŝŽŶĂƐǁĞůůĂƐĂƌĞƉůĂĐĞŵĞŶƚDŝĚůŽƚŚŝĂŶ>ŝďƌĂƌǇ͕ďŽƚŚŝŶ &zϮϬϮϭ͘ dŚĞƐĞ ƉƌŽũĞĐƚƐ ǁŝůů ŶŽƚ ŽŶůǇ ƌĞƉůĂĐĞǀŝƚĂůĂƐƐĞƚƐŝŶƚŚĞƐĞĐŽŵŵƵŶŝƚŝĞƐ͕ďƵƚƚŚĞǇĂůƐŽĐŽŵĞŝŶƉůĂĐĞŽĨƚǁŽŶĞǁĨĂĐŝůŝƚŝĞƐ;ZŽďŝŽƵƐZŽĂĚ >ŝďƌĂƌǇĂŶĚŽƵƌƚŚŽƵƐĞZŽĂĚͬZŽƵƚĞϮϴϴ&ŝƌĞ^ƚĂƚŝŽŶͿĨƌŽŵƉƌĞǀŝŽƵƐƉůĂŶƐƚŚĂƚĐĂƌƌŝĞĚĂƉƉƌŽǆŝŵĂƚĞůǇΨϰ͘ϴ ŵŝůůŝŽŶŝŶĂŶŶƵĂůŽƉĞƌĂƚŝŶŐĐŽƐƚƐ͘dŚŝƐƉůĂŶĂůƐŽĐŽŶƚŝŶƵĞƐƚŽŝŶĐůƵĚĞĨƵŶĚƐĨŽƌĂƌĞƉůĂĐĞŵĞŶƚDŝĚůŽƚŚŝĂŶ &ŝƌĞ^ƚĂƚŝŽŶ͕ƚŚŽƵŐŚĨƵŶĚƐĚŽŶŽƚĂƉƉĞĂƌƵŶƚŝů&zϮϬϮϮ͕ƉĞŶĚŝŶŐĂĐŽŵŵƵŶŝƚǇŝŶƉƵƚƉƌŽĐĞƐƐ͘

Enhancing Quality of Life &ŽƐƚĞƌŝŶŐĂŚĞĂůƚŚǇĐŽŵŵƵŶŝƚǇƌĞƋƵŝƌĞƐĂďĂůĂŶĐĞďĞƚǁĞĞŶƚĂŬŝŶŐĐĂƌĞŽĨĞǆŝƐƚŝŶŐĨĂĐŝůŝƚŝĞƐĂŶĚƐĞƌǀŝĐĞƐĂŶĚ ĂĚĚƌĞƐƐŝŶŐŶĞĞĚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚŝŶĐƌĞĂƐŝŶŐƐĞƌǀŝĐĞĚĞŵĂŶĚƐĂŶĚĂŐƌŽǁŝŶŐƉŽƉƵůĂƚŝŽŶ͘ƐŶŽƚĞĚ͕ƚŚŝƐƉůĂŶ

Ϯ Executive Summary ƉĂǇƐĐůŽƐĞĂƚƚĞŶƚŝŽŶƚŽǁŚĂƚŝƐĂůƌĞĂĚǇŝŶƉůĂĐĞ͕ďƵƚŝƚĚŽĞƐŶŽƚĚŽƐŽǁŝƚŚŽƵƚƌĞŐĂƌĚƚŽƚŚĞŶĞĞĚĨŽƌƐŽŵĞ ƐƚƌĂƚĞŐŝĐŝŶǀĞƐƚŵĞŶƚŝŶŶĞǁĨĂĐŝůŝƚŝĞƐ͘ dŽƚŚĂƚĞŶĚ͕ƚŚĞ&zϮϬϭϴ/WŝŶĐůƵĚĞƐĨƵŶĚŝŶŐĨŽƌĂŶĞǁĨŝƌĞƐƚĂƚŝŽŶŶĞĂƌƚŚĞDĂŐŶŽůŝĂ'ƌĞĞŶĐŽŵŵƵŶŝƚǇƚŽ ĂĚĚƌĞƐƐƚŚĞƌĞĐĞŶƚƌĞƐŝĚĞŶƚŝĂůĚĞǀĞůŽƉŵĞŶƚŝŶƚŚĂƚĂƌĞĂ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚĞƉůĂŶƉƌŽǀŝĚĞƐŝŵƉƌŽǀĞŵĞŶƚƐĂƚƚŚĞ ƌĞĐĞŶƚůǇ ĂĐƋƵŝƌĞĚZŝǀĞƌ ŝƚǇ ^ƉŽƌƚƐƉůĞǆ ƚŚĂƚǁŝůůƉƌŽǀŝĚĞ ďĞƚƚĞƌ ĂĐĐĞƐƐ ƚŽ ƚŚĞ ƐŝƚĞ͕ ŝŵƉƌŽǀĞ ƉĂƌŬŝŶŐ͕ĂŶĚ ĞŶŚĂŶĐĞƚŚĞŽŶͲƐŝƚĞĂŵĞŶŝƚŝĞƐůŝŬĞǁĂůŬǁĂǇƐĂŶĚƌĞƐƚƌŽŽŵƐ͘dŚĞǁŽƌŬĂƚZŝǀĞƌŝƚǇʹǁŚŝĐŚǁŝůůďĞŶĞĨŝƚůŽĐĂů ƵƐĞƌƐĂŶĚďŽůƐƚĞƌƐƉŽƌƚƐƚŽƵƌŝƐŵĞĨĨŽƌƚƐĂƚƚŚĞƐŝƚĞʹǁŝůůďĞƉĂŝĚĨŽƌǁŝƚŚƌĞƐƚƌŝĐƚĞĚƌĞǀĞŶƵĞĨƌŽŵŚŽƚĞů ƚĂǆĞƐ͘ KŶĂ ƌĞůĂƚĞĚ ŶŽƚĞ͕ƚŚĞ&zϮϬϭϴ /WŝŶĐůƵĚĞƐ ƚŚĞĨƵŶĚŝŶŐ ŶĞĞĚĞĚ ƚŽĐŽŵƉůĞƚĞƚŚĞ ƉƵƌĐŚĂƐĞ ŽĨ ƚŚĞ tŝŶƚĞƌƉŽĐŬƌĞĂZĞŐŝŽŶĂůWĂƌŬƐŝƚĞʹƌĞƐŽƵƌĐĞƐƚŚĂƚŚĂĚďĞĞŶƌĞĚŝƌĞĐƚĞĚŝŶ&zϮϬϭϳƚŽƉƵƌĐŚĂƐĞƚŚĞZŝǀĞƌ ŝƚǇƉƌŽƉĞƌƚǇ͘

Supporting Key Ongoing Initiatives dŚĞ&zϮϬϭϴͲϮϬϮϮ/WƉƌŽǀŝĚĞƐĐŽŶƚŝŶƵĞĚƐƵƉƉŽƌƚĨŽƌƐĞǀĞƌĂůŝŵƉŽƌƚĂŶƚŽŶŐŽŝŶŐŝŶŝƚŝĂƚŝǀĞƐ͘&ŝƌƐƚ͕ƚŚĞƉůĂŶ ŝŶĐůƵĚĞƐƚŚĞĨŝŶĂůƉŝĞĐĞŽĨĨƵŶĚŝŶŐŶĞĞĚĞĚĨŽƌƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞĞŵĞƌŐĞŶĐǇĐŽŵŵƵŶŝĐĂƚŝŽŶƐƐǇƐƚĞŵ ĂƐĂƉƉƌŽǀĞĚďǇƚŚĞǀŽƚĞƌƐŝŶϮϬϭϯ͘dŚĞŶĞǁƐǇƐƚĞŵŝƐƐĐŚĞĚƵůĞĚƚŽďĞĨƵůůǇŽƉĞƌĂƚŝŽŶĂůŝŶ&zϮϬϮϭǁŝƚŚ ŝŶĚŝǀŝĚƵĂůĞŵĞƌŐĞŶĐǇƌĞƐƉŽŶĚĞƌƌĂĚŝŽƌĞƉůĂĐĞŵĞŶƚƐďĞŐŝŶŶŝŶŐŝŶ&zϮϬϭϴ͘ KŶƚŚĞƚƌĂŶƐƉŽƌƚĂƚŝŽŶĨƌŽŶƚ͕ƚŚĞ&zϮϬϭϴ/WĐŽŶƚŝŶƵĞƐƚŽŝŶĐůƵĚĞƚŚĞĨƵůůůŽĐĂůĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞZĞǀĞŶƵĞ ^ŚĂƌŝŶŐƉƌŽŐƌĂŵǁŝƚŚĂŐŽĂůƚŽŵĂǆŽƵƚƚŚĞĐŽŵďŝŶĞĚ;ƐƚĂƚĞĂŶĚůŽĐĂůͿĂŶŶƵĂůĨƵŶĚŝŶŐůĞǀĞůĂƚΨϮϬŵŝůůŝŽŶŝŶ ĞĂĐŚŽĨƚŚĞĨŝǀĞǇĞĂƌƐͲƚŚŽƵŐŚ͕ĂĐŚŝĞǀŝŶŐƚŚĂƚŵĂƌŬƌĞƋƵŝƌĞƐĐŽŶƚŝŶƵĞĚƐƚĂƚĞƉĂƌƚŝĐŝƉĂƚŝŽŶ͘WƌŽũĞĐƚƐƉůĂŶŶĞĚ ĚƵƌŝŶŐ ƚŚĞ ƐƉĂŶ ŽĨ ƚŚŝƐ /W ŝŶĐůƵĚĞ ǁŝĚĞŶŝŶŐ ĐŽĨĨ ǀĞŶƵĞ͕ ƌĞĂůŝŐŶŵĞŶƚ ŽĨ ,ŝĐŬƐ ZŽĂĚ͕ ĐĂƉĂĐŝƚǇ ŝŵƉƌŽǀĞŵĞŶƚƐƚŽĞĂĐŚZŽĂĚ͕ĂƐǁĞůůĂƐǁŝĚĞŶŝŶŐďŽƚŚtŝŶƚĞƌƉŽĐŬĂŶĚZŽďŝŽƵƐƌŽĂĚƐ͘ dŚŝƐƉůĂŶĂůƐŽŵĂŝŶƚĂŝŶƐƚŚĞŽƵŶƚǇ͛ƐĐŽŵŵŝƚŵĞŶƚƚŽŚĞƐĂƉĞĂŬĞĂǇdD>ĐŽŵƉůŝĂŶĐĞ͘dŚĞĨƵŶĚŝŶŐƉůĂŶ ĨŽƌdD>ƌĞŵĂŝŶƐŐĞŶĞƌĂůůǇƵŶĐŚĂŶŐĞĚĨƌŽŵ&zϮϬϭϳǁŝƚŚĂƉƉƌŽǆŝŵĂƚĞůǇΨϯϰŵŝůůŝŽŶƉƌŽŐƌĂŵŵĞĚŽǀĞƌƚŚĞ ĨŝǀĞǇĞĂƌƐ͕ĐŽŶĐĞŶƚƌĂƚĞĚŽŶƚŚĞƌĞƐƚŽƌĂƚŝŽŶŽĨƚŚĞ&ĂůůŝŶŐƌĞĞŬZĞƐĞƌǀŽŝƌǁŚŝĐŚŝƐĂŶƚŝĐŝƉĂƚĞĚƚŽƉƌŽǀŝĚĞ ĂƌŽƵŶĚϰϬƉĞƌĐĞŶƚŽĨƚŚĞŽƵŶƚǇ͛ƐƚŽƚĂůĐŽŵƉůŝĂŶĐĞƌĞƋƵŝƌĞŵĞŶƚƐ͘EĞǁĨŽƌ&zϮϬϭϴŝƐƚŚĞĂĚĚŝƚŝŽŶŽĨĂĨƵůůͲ ƚŝŵĞƉŽƐŝƚŝŽŶŝŶƚŚĞƐƚŽƌŵǁĂƚĞƌĨƵŶĚƚŽŚĞůƉĂĚŵŝŶŝƐƚĞƌƚŚĞƉƌŽŐƌĂŵĂŶĚĂĚĚƌĞƐƐƚŚĞĂƐƐŽĐŝĂƚĞĚ'/^ŶĞĞĚƐ͘

Continuing Fiscal Stewardship dŚĞƉůĂŶŵĂŝŶƚĂŝŶƐƚŚĞĨŝǀĞƉĞƌĐĞŶƚƉĂǇͲĂƐͲǇŽƵͲŐŽĐŽŶƚƌŝďƵƚŝŽŶůĞǀĞůŝŶĂůůǇĞĂƌƐ͕ƌĞŵĂŝŶƐǁĞůůďĞůŽǁĂůů ĚĞďƚĂĨĨŽƌĚĂďŝůŝƚǇŵĞĂƐƵƌĞƐ͕ĂŶĚ͕ĂƐĚŝƐĐƵƐƐĞĚ͕ůŝŵŝƚƐŽƉĞƌĂƚŝŶŐŝŵƉĂĐƚƐŽŶĨƵƚƵƌĞďƵĚŐĞƚƐ͘DŽƌĞŽǀĞƌ͕ƚŚĞ /WŚĂƐŶŽƚĂůůŽĐĂƚĞĚĂůůƚŚĞ;ĨŝǀĞƉĞƌĐĞŶƚͿƉĂǇͲŐŽƌĞƐŽƵƌĐĞƐŝŶ&zϮϬϭϴ͕ƚŚƵƐĂĚĚŝŶŐƚŽƚŚĞƌĞƐĞƌǀĞƚŚĂƚŝƐƐĞƚ ĂƐŝĚĞĨŽƌĨƵƚƵƌĞŽƌƵŶĂŶƚŝĐŝƉĂƚĞĚĐĂƉŝƚĂůŶĞĞĚƐ͘

Looking Ahead dŚŝƐƉůĂŶĞǆŚĂƵƐƚƐƚŚĞŽƵŶƚǇ͛ƐƌĞŵĂŝŶŝŶŐŐĞŶĞƌĂůŽďůŝŐĂƚŝŽŶĨŝŶĂŶĐŝŶŐĂƵƚŚŽƌŝƚǇ͕ǁŚŝĐŚƚƌŝŐŐĞƌƐĂŶĞĞĚƚŽ ďĞŐŝŶƚŚŝŶŬŝŶŐĂďŽƵƚƚŚĞƚŝŵŝŶŐĂŶĚĐŽŵƉŽƐŝƚŝŽŶŽĨƚŚĞŶĞǆƚƌĞĨĞƌĞŶĚƵŵĨŽƌďŽƚŚƚŚĞŐĞŶĞƌĂůŐŽǀĞƌŶŵĞŶƚ ĂŶĚƚŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶ͘WƌĞůŝŵŝŶĂƌŝůǇ͕ƚŚĞŶĞǆƚƌĞĨĞƌĞŶĚƵŵŝƐƵŶůŝŬĞůǇƚŽďĞĐŽŶƐŝĚĞƌĞĚďĞĨŽƌĞEŽǀĞŵďĞƌŽĨ ϮϬϮϬŐŝǀĞŶƚŚĞĐƵƌƌĞŶƚ ƉƌŽũĞĐƚƐĐŚĞĚƵůĞ͘KǀĞƌƚŚĞĐŽƵƌƐĞŽĨ ƚŚĞ ŶĞǆƚĐŽƵƉůĞŽĨďƵĚŐĞƚƐĂŶĚ ĚƵƌŝŶŐƚŚĞ ƵƉĚĂƚĞŽĨƚŚĞŽŵƉƌĞŚĞŶƐŝǀĞWůĂŶ͕ƚŚĞƌĞǁŝůůŶĞĞĚƚŽďĞĂĚŝĂůŽŐƵĞĂďŽƵƚƚŚĞƉŽƚĞŶƚŝĂůƉƌŽũĞĐƚƐƚŚĂƚĐŽƵůĚ ďĞŝŶĐůƵĚĞĚĨŽƌĐŽŶƐŝĚĞƌĂƚŝŽŶ͘ &ŝŶĂůůǇ͕ƚŚŝƐ/WĐŽŶƚĂŝŶƐĐĂƐŚƉƌŽĨĨĞƌƌĞǀĞŶƵĞ͕ƚŚŽƵŐŚŝƚŝƐŝŵƉŽƌƚĂŶƚƚŽŶŽƚĞƚŚĂƚĂůůƚŚĞƉƌŽĨĨĞƌĚŽůůĂƌƐŝŶ ŶĂŵĞĚƉƌŽũĞĐƚƐ;ŝ͘Ğ͘ŶŽƚĨƵŶĚŝŶŐĨŽƌĨƵƚƵƌĞƐŝƚĞĂĐƋƵŝƐŝƚŝŽŶͿĂƌĞĂůƌĞĂĚǇŽŶŚĂŶĚ͖ƚŚĞƌĞĨŽƌĞ͕ƚŚĞƌĞŝƐŶŽƌŝƐŬ ĂƐƐŽĐŝĂƚĞĚǁŝƚŚĨƵƚƵƌĞĐŽůůĞĐƚŝŽŶƐƚŽƚŚŽƐĞƉƌŽũĞĐƚƐ͘WƌŽĨĨĞƌƐĂƌĞĂǀĂůƵĂďůĞƐŽƵƌĐĞŽĨĐĂƉŝƚĂůĨƵŶĚŝŶŐĂŶĚ ĞǀĞŶƚƵĂůůǇ ƚŚĞƌĞ ǁŝůůďĞĂŶ ŝŵƉĂĐƚ͕ ƉĂƌƚŝĐƵůĂƌůǇ ĨŽƌ ƐĐŚŽŽůƐ͘dŚĂƚ ƐĂŝĚ͕ ƐƚĂĨĨ ŝƐ ĐŽŵŵŝƚƚĞĚ ƚŽ ĚĞǀĞůŽƉŝŶŐ ĂůƚĞƌŶĂƚĞĨƵŶĚŝŶŐŵŽĚĞůƐĨŽƌĨƵƚƵƌĞƉůĂŶƐƚŽŚĞůƉŵŝƚŝŐĂƚĞƚŚĞĞǀĞŶƚƵĂůĚƌŽƉŽĨĨŝŶƉƌŽĨĨĞƌƌĞǀĞŶƵĞ͘

ϯ Executive Summary CIP Expenditure Summaries dŚĞ ƚŽƚĂů &zϮϬϭϴͲϮϬϮϮ /W ŝƐ Ψϯϭϯ͕ϲϵϯ͕ϬϬϬ ĨŽƌ ŐĞŶĞƌĂů ŐŽǀĞƌŶŵĞŶƚ ƉƌŽũĞĐƚƐ͕ ΨϮϮϯ͕ϱϵϵ͕ϲϬϬ ĨŽƌ ƐĐŚŽŽů ƉƌŽũĞĐƚƐĂŶĚΨϯϲϴ͕ϴϬϬ͕ϱϬϬĨŽƌƵƚŝůŝƚŝĞƐƉƌŽũĞĐƚƐ͘dŚĞĨŽůůŽǁŝŶŐĐŚĂƌƚƐƉƌŽǀŝĚĞĂďƌĞĂŬĚŽǁŶŽĨƉƌŽũĞĐƚƐďǇ ŵĂũŽƌĐĂƚĞŐŽƌǇ͘

General Government Expenditure Summary Category Amount Percent of Total Airport $14,620,000 5% Libraries 16,100,000 5% Major Maintenance 71,230,600 23% Parks and Recreation 13,168,000 4% Public Safety 44,102,500 14% Revitalization 13,525,000 4% Technology 5,758,000 2% TMDL Compliance 34,068,900 11% Transportation 100,000,000 32% Total $313,693,000 100%

School System Expenditure Summary Category Amount Percent of Total Major Maintenance $43,094,800 20% New Construction 30,927,000 14% Renovation/Replacement 107,621,500 49% Projected Cash Proffer Collections/Site Acquisition 10,000,000 5% School Nutrition 484,000 <1% Technology 28,472,300 13% Total $223,599,600 100%

Utilities Expenditure Summary Category Amount Percent of Total New Construction $40,600,000 11% Other 152,838,000 41% Renovation/Replacement 139,477,500 38% Technology 35,885,000 10% Total $368,800,500 100%

Impact on the Operating Budget Ɛ ƉƌŽũĞĐƚƐ ĂƌĞ ƐĞůĞĐƚĞĚ ĨŽƌ ŝŶĐůƵƐŝŽŶ ŝŶ ƚŚĞ /W͕ ƚŚĞǇ ĂƌĞ ĂůƐŽ ĞǀĂůƵĂƚĞĚ ĨŽƌ ŝŵƉĂĐƚƐ ŽŶ ƚŚĞ ŽƉĞƌĂƚŝŶŐ ďƵĚŐĞƚ͘ tŚŝůĞ ĞĨĨŽƌƚƐ ĂƌĞ ŵĂĚĞ ƚŽ ŵŝŶŝŵŝǌĞ ƚŚĞ ŽƉĞƌĂƚŝŶŐ ŝŵƉĂĐƚƐ ĂƐ ŵƵĐŚ ĂƐ ƉŽƐƐŝďůĞ͕ ƐŽŵĞ ŝŵƉĂĐƚ ĐĂŶŶŽƚďĞĂǀŽŝĚĞĚ͘dŚĞƐĞĨƵƚƵƌĞŽƉĞƌĂƚŝŶŐŝŵƉĂĐƚƐĂƌĞǁĞŝŐŚĞĚĂŶĚĐŽŶƐŝĚĞƌĞĚďĞĨŽƌĞĂĐĂƉŝƚĂůƉƌŽũĞĐƚŝƐ ƌĞĐŽŵŵĞŶĚĞĚĨŽƌĨƵŶĚŝŶŐ͘ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇƚǇƉŝĐĂůůǇĂĚĚƐĂŶǇĞǆƉĞĐƚĞĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚ ŶĞǁĨĂĐŝůŝƚŝĞƐƚŽĚĞƉĂƌƚŵĞŶƚďƵĚŐĞƚƐŝŶƚŚĞǇĞĂƌƚŚĞĨĂĐŝůŝƚǇŝƐƉƌŽũĞĐƚĞĚƚŽŽƉĞŶ͘>ŝŬĞǁŝƐĞ͕ƉƌŽũĞĐƚƐƚŚĂƚ

ϰ Executive Summary ƌĞŶŽǀĂƚĞ ĂŶ ĞǆŝƐƚŝŶŐ ĨĂĐŝůŝƚǇ ŵĂǇ ĂĐƚƵĂůůǇ ƌĞĚƵĐĞ ŽƉĞƌĂƚŝŶŐ ĞǆƉĞŶĚŝƚƵƌĞƐ ĚƵĞ ƚŽ ĚĞĐƌĞĂƐĞƐ ŝŶ ŶĞĐĞƐƐĂƌǇ ŵĂŝŶƚĞŶĂŶĐĞŽƌƵƚŝůŝƚǇĐŽƐƚƐ͘

FY2018-2022 CIP Operating Impacts Project Type FY18 FY19 FY20 FY21 FY22 Total Animal Shelter Replacement1 Personnel - - - - - Operating - - - - - Debt Service - - - 1,065,000 1,038,375 2,103,375 Bensley Community Center - Parking Operating - - 2,500 - - 2,500 CADS/800 MHz Radio System Operating 250,000 Debt Service 2,987,044 4,079,119 3,984,394 3,889,669 3,794,944 18,985,169 CAMA Operating - 90,000 - - - 90,000 Conservation Area Development Operating - 4,700 4,700 38,800 - 48,200 Clover Hill Athletic Complex Operating - - - 15,300 - 15,300 Clover Hill HS Stadium Imp Operating 18,000 - - - - 18,000 Historic Site Matching Funds Operating 5,000 - - 5,000 - 10,000 Lowes Sports Complex Operating - - 3,650 - - 3,650 Matoaca Fire Station Replacement Personnel - - - - - Operating - - - - 9,200 Debt Service - - - 580,000 589,200 Midlothian Fire Station Replacement2 Personnel - - - - - Operating - - - - - Debt Service - - 76,000 74,200 72,400 222,600 Midlothian Library Replacement Personnel - - - - 200,000 Operating - - - - 15,000

Debt Service - - 47,500 46,375 1,425,250 1,734,125 Magnolia Green Fire Station Personnel - - 1,790,500 - - Operating - - 576,300 - - Debt Service - 618,859 604,201 589,544 4,179,404

Park Improvements (impacts from prior years) Operating 40,000 - - - - 40,000 Rogers HVAC Debt Service - 315,000 308,000 301,000 294,000 1,218,000 River City Sportsplex Personnel - - - - Operating 439,000 - - - - Debt Service - 414,000 404,800 395,600 386,400 2,039,800

School Site Area Revitalization (Beulah/Enon) Operating - 128,000 - - - 128,000 Technology Improvement Plan Operating 80,000 - - - - 80,000 TMDL Compliance Plan3 Personnel 73,000 - - - -

Operating 1,000 - - - - 74,000

Total Incremental Increase in Personnel Costs $73,000 - $1,790,500 - $200,000 $2,063,500 Total Incremental Operating Increases $583,000 $222,700 $587,150 $59,100 $274,200 $1,726,150 Total $656,000 $222,700 $2,377,650 $59,100 $474,200 $3,789,650

Annual Debt Service Payments for Identified Projects $2,987,044 $4,808,119 $5,439,553 $6,376,045 $8,180,913 $27,791,673

1 Personnel and operating still TBD, small increase anticipated with larger shelter in FY21. 2 Personnel, operating, and the bulk of debt service not applicable until FY23. 3One FTE to administer program as consultant is phased out of implementation phase.

ϱ Executive Summary Capital Project Definitions ĂƉŝƚĂů ƉƌŽũĞĐƚƐ ŝŶĐůƵĚĞ ƚŚĞ ĂĐƋƵŝƐŝƚŝŽŶ͕ ĐŽŶƐƚƌƵĐƚŝŽŶ͕ ƌĞƉůĂĐĞŵĞŶƚ͕ŽƌĞǆƚĞŶƐŝŽŶŽĨƚŚĞƵƐĞĨƵůůŝĨĞŽĨĂ ĐĂƉŝƚĂů ĂƐƐĞƚ͘ ĂƉŝƚĂů ĂƐƐĞƚƐ ŝŶĐůƵĚĞ ŝƚĞŵƐ ƐƵĐŚ ĂƐ ůĂŶĚ͕ ďƵŝůĚŝŶŐƐ͕ ǁĂƚĞƌ ĂŶĚ ǁĂƐƚĞǁĂƚĞƌ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ ƚĞĐŚŶŽůŽŐǇ ƐǇƐƚĞŵƐ ĂŶĚ͕ ƌŽĂĚƐ͘ ĂƉŝƚĂů ĞǆƉĞŶĚŝƚƵƌĞƐ ĂƌĞ ĐŚĂƌĂĐƚĞƌŝǌĞĚďǇƚŚĞĚŽůůĂƌĂŵŽƵŶƚŽĨƚŚĞ ĞǆƉĞŶĚŝƚƵƌĞĂŶĚͬŽƌƚŚĞƵƐĞĨƵůůŝĨĞŽĨƚŚĞĂƐƐĞƚ͘/ŶŐĞŶĞƌĂů͕ƚŚĞŽƵŶƚǇ͛ƐŐƵŝĚĞůŝŶĞƐƚŚĂƚĚĞƚĞƌŵŝŶĞǁŚŝĐŚ ƉƌŽũĞĐƚƐĂƌĞŝŶĐůƵĚĞĚŝŶƚŚĞ/WŝŶĐůƵĚĞ͗ ͻ EĞǁĐŽŶƐƚƌƵĐƚŝŽŶ͕ĞǆƉĂŶƐŝŽŶ͕ƌĞŶŽǀĂƚŝŽŶ͕ŽƌƌĞƉůĂĐĞŵĞŶƚƉƌŽũĞĐƚƐŝŶĞǆĐĞƐƐŽĨΨϭϬϬ͕ϬϬϬ ͻ DĂũŽƌŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚŝŶŐĂƚůĞĂƐƚΨϱϬ͕ϬϬϬǁŝƚŚĂƵƐĞĨƵůůŝĨĞŽĨĂƚůĞĂƐƚϭϬǇĞĂƌƐ ͻ dĞĐŚŶŽůŽŐǇƉƌŽũĞĐƚƐĐŽƐƚŝŶŐŵŽƌĞƚŚĂŶΨϮϱ͕ϬϬϬǁŝƚŚĚĞǀĞůŽƉŵĞŶƚƚŝŵĞůŝŶĞƐƚŚĂƚĞǆĐĞĞĚƐŝǆŵŽŶƚŚƐ ͻ >ĂŶĚ͕ ĞŶŐŝŶĞĞƌŝŶŐ͕ ĚĞƐŝŐŶ͕ ƉƌŽŐƌĂŵŵŝŶŐ͕ ĂƌĐŚŝƚĞĐƚƵƌĂů ƉůĂŶŶŝŶŐ͕ ĂŶĚ ĐŽŶƚƌĂĐƚ ƐĞƌǀŝĐĞƐ ŶĞĐĞƐƐĂƌǇ ƚŽ ĐŽŵƉůĞƚĞĂƉƌŽũĞĐƚ ͻ ZĞĐƵƌƌŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŵƉƌŽǀĞŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐƌŽĂĚƐ͕ƉĂƌŬƐ͕ĂŶĚƐƚŽƌŵǁĂƚĞƌ dŚĞŽƵŶƚǇ͛ƐĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵŝŶĐůƵĚĞƐďŽƚŚƌĞĐƵƌƌŝŶŐĂŶĚŶŽŶƌĞĐƵƌƌŝŶŐƉƌŽũĞĐƚƐ͘ǆĂŵƉůĞƐŽĨ ŶŽŶƌĞĐƵƌƌŝŶŐ ƉƌŽũĞĐƚƐ ŝŶĐůƵĚĞ ƚŚĞ &ĂůůŝŶŐ ƌĞĞŬ ZĞƐĞƌǀŽŝƌ ZĞƐƚŽƌĂƚŝŽŶ͕ DĂŐŶŽůŝĂ 'ƌĞĞŶ &ŝƌĞ ^ƚĂƚŝŽŶ͕ ĂŶĚ ZŝǀĞƌŝƚǇ^ƉŽƌƚƐƉůĞǆ͘ZĞĐƵƌƌŝŶŐƉƌŽũĞĐƚƐĂƉƉĞĂƌĂŶŶƵĂůůǇŝŶƚŚĞƉůĂŶĂŶĚŚĂǀĞƌĞŐƵůĂƌƌĞƉůĂĐĞŵĞŶƚĐǇĐůĞƐ͘ ǆĂŵƉůĞƐŽĨƌĞĐƵƌƌŝŶŐƉƌŽũĞĐƚƐŝŶƚŚĞƉůĂŶŝŶĐůƵĚĞŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞŝŶŝƚŝĂƚŝǀĞƐ͕ƚĞĐŚŶŽůŽŐǇŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ƌĞĨƌĞƐŚĂŶĚƉĂƌŬŝŵƉƌŽǀĞŵĞŶƚĨƵŶĚŝŶŐ͘ĂĐŚƉƌŽũĞĐƚ͛ƐŶĂƌƌĂƚŝǀĞŝŶĚŝĐĂƚĞƐǁŚĞƚŚĞƌƚŚĞƉƌŽũĞĐƚŝƐƌĞĐƵƌƌŝŶŐ ŽƌŶŽŶƌĞĐƵƌƌŝŶŐŝŶŶĂƚƵƌĞ͘

CIP Development Process WƌĞƉĂƌĂƚŝŽŶŽĨƚŚĞ/WŝƐĂĚǇŶĂŵŝĐƉƌŽĐĞƐƐƚŚĂƚŽĐĐƵƌƐŽǀĞƌĂŶƵŵďĞƌŽĨŵŽŶƚŚƐ͕ŝŶĐŽŶũƵŶĐƚŝŽŶǁŝƚŚƚŚĞ ŽƵŶƚǇ͛ƐĂŶŶƵĂůďƵĚŐĞƚƉƌŽĐĞƐƐ͖ĂůƚŚŽƵŐŚ͕ƚŚĞ/WƉƌŽĐĞƐƐƵƐƵĂůůǇďĞŐŝŶƐĂĨĞǁŵŽŶƚŚƐĞĂƌůŝĞƌƚŚĂŶƚŚĞ ĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚ͘ĞǀĞůŽƉŵĞŶƚŽĨƚŚĞĨŝǀĞͲǇĞĂƌƉůĂŶŐĞŶĞƌĂůůǇŚĂƉƉĞŶƐƚŚƌŽƵŐŚƚŚĞ ĨŽůůŽǁŝŶŐƉƌŽĐĞƐƐĞƐ͗ ͻ ĞƉĂƌƚŵĞŶƚƐƐƵďŵŝƚƚŚĞŝƌĐĂƉŝƚĂůƉƌŽũĞĐƚƌĞƋƵĞƐƚƐ͘ ͻ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚ ĚĞƚĞƌŵŝŶĞƐ ƚŚĞ ĂǀĂŝůĂďŝůŝƚǇ ŽĨ /W ĨƵŶĚƐ ŝŶ ĂĐĐŽƌĚĂŶĐĞ ǁŝƚŚ ƚŚĞ ŽĂƌĚ ŽĨ ^ƵƉĞƌǀŝƐŽƌƐΖ ĞƐƚĂďůŝƐŚĞĚ ĨŝŶĂŶĐŝĂů ƉŽůŝĐŝĞƐ ĂŶĚ ĐƵƌƌĞŶƚ ƌĞǀĞŶƵĞ ƉƌŽũĞĐƚŝŽŶƐ ;ŝŶĐůƵĚĞĚ ŝŶ ĂďďƌĞǀŝĂƚĞĚ ĨŽƌŵŽŶƚŚĞĨŽůůŽǁŝŶŐƉĂŐĞƐͿ͘ƵĚŐĞƚƐƚĂĨĨĐŽŵƉŝůĞƐƉƌŽũĞĐƚƌĞƋƵĞƐƚƐĂŶĚǁŽƌŬƐǁŝƚŚƚŚĞƐƵďŵŝƚƚŝŶŐ ĚĞƉĂƌƚŵĞŶƚƐƚŽǀĞƌŝĨǇƚŚĞĂĐĐƵƌĂĐǇŽĨƉƌŽũĞĐƚĐŽƐƚĞƐƚŝŵĂƚĞƐ͕ŝŶĐůƵĚŝŶŐŽƉĞƌĂƚŝŶŐĐŽƐƚƐ͘ ͻ dŚĞĐŽŶƐŽůŝĚĂƚĞĚůŝƐƚŽĨƌĞƋƵĞƐƚƐŝƐƚŚĞŶƉƌĞƐĞŶƚĞĚƚŽƚŚĞ/W^ƚĞĞƌŝŶŐŽŵŵŝƚƚĞĞǁŚŝĐŚĐŽŶƐŝƐƚƐŽĨƚŚĞ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌ͕ ĞƉƵƚǇ ŽƵŶƚǇ ĚŵŝŶŝƐƚƌĂƚŽƌƐ͕ ĂŶĚ ƌĞƉƌĞƐĞŶƚĂƚŝǀĞƐ ĨƌŽŵ Ăůů ŽĨ ƚŚĞ ŵĂũŽƌ ĚĞƉĂƌƚŵĞŶƚƐŝŵƉĂĐƚĞĚďǇƚŚĞ/W͘ƵƌŝŶŐƚŚĞĨŝƌƐƚƐƚĞĞƌŝŶŐĐŽŵŵŝƚƚĞĞŵĞĞƚŝŶŐ͕ƚŚĞŐƌŽƵƉĞƐƚĂďůŝƐŚĞƐĂ ůŝƐƚŽĨƉƌŝŽƌŝƚŝĞƐ͕ďĂƐĞĚŽŶƚŚĞŽƵŶƚǇ͛ƐƐƚƌĂƚĞŐŝĐŐŽĂůƐĂŶĚƚŚĞWƵďůŝĐ&ĂĐŝůŝƚŝĞƐWůĂŶ͕ƚŚĂƚĂƌĞƵƐĞĚƚŽƌĂŶŬ ĂŶĚƐůĂƚĞƚŚĞƉƌŽũĞĐƚƐŝŶƚŚĞƉůĂŶ͘ ͻ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚ ƐƚĂĨĨ ƉƌĞƉĂƌĞƐ Ă ĨŝƌƐƚ ĚƌĂĨƚ ŽĨ ƚŚĞ ƉůĂŶ ďĂƐĞĚ ŽŶ ƚŚĞ ƐƚĞĞƌŝŶŐ ĐŽŵŵŝƚƚĞĞ͛Ɛ ŐƵŝĚĂŶĐĞĂƚƚŚĞĨŝƌƐƚŵĞĞƚŝŶŐ͘ ͻ ^ĞǀĞƌĂůĂĚĚŝƚŝŽŶĂůĐŽŵŵŝƚƚĞĞŵĞĞƚŝŶŐƐĂƌĞŚĞůĚǁŚĞƌĞĞĂĐŚĚƌĂĨƚŽĨƚŚĞƉƌŽƉŽƐĂůŝƐĞǀĂůƵĂƚĞĚĂŶĚƚŚĞ ŵĞƌŝƚƐŽĨĞĂĐŚƉƌŽũĞĐƚĂƌĞĞǆĂŵŝŶĞĚĨŽƌĂĚŚĞƌĞŶĐĞƚŽƚŚĞĞƐƚĂďůŝƐŚĞĚƉƌŝŽƌŝƚŝĞƐ͘ ͻ hƉŽŶĨŝŶĂůĂŶĂůǇƐŝƐŽĨƉƌŽũĞĐƚƐĂŶĚŵĂƚĐŚŝŶŐĂǀĂŝůĂďůĞĨƵŶĚŝŶŐǁŝƚŚƉƌŝŽƌŝƚŝǌĞĚƌĞƋƵĞƐƚƐ͕ƐƚĂĨĨƉƌĞƉĂƌĞƐ ƚŚĞŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌΖƐWƌŽƉŽƐĞĚ/W͘

ϲ Executive Summary CIP Development Timeline July - ZĞƋƵĞƐƚƐĨŽƌĐĂƉŝƚĂůƉƌŽũĞĐƚƐĂƌĞƐŽůŝĐŝƚĞĚĨƌŽŵŽƵŶƚǇĚĞƉĂƌƚŵĞŶƚƐ͘ August – WƌŽũĞĐƚ ƌĞƋƵĞƐƚƐ ĂƌĞ ƐƵďŵŝƚƚĞĚ ƚŽ ƵĚŐĞƚ ĂŶĚ DĂŶĂŐĞŵĞŶƚ ĂŶĚ ƚŚĞŶ ƌĞǀŝĞǁĞĚ ƚŽ ĚĞƚĞƌŵŝŶĞ ƉƌŽũĞĐƚ ǀŝĂďŝůŝƚǇ ĂŶĚĐŽƐƚ ĞƐƚŝŵĂƚĞ ĂĐĐƵƌĂĐǇ͘ /ŶĞůŝŐŝďůĞ ƉƌŽũĞĐƚƐ ĂƌĞŝĚĞŶƚŝĨŝĞĚ ĂŶĚ ĞǆĐůƵĚĞĚ ĨƌŽŵ ĨƵƌƚŚĞƌ ƌĞǀŝĞǁ͘ September – /W ^ƚĞĞƌŝŶŐ ŽŵŵŝƚƚĞĞ ĞƐƚĂďůŝƐŚĞƐ Ă ƉƌŝŽƌŝƚŝǌĂƚŝŽŶ ŵŽĚĞů ǁŚŝĐŚŝƐƵƐĞĚƚŽƌĂŶŬƉƌŽũĞĐƚ ƌĞƋƵĞƐƚƐ͘ƵĚŐĞƚĂŶĚDĂŶĂŐĞŵĞŶƚƉƌŽũĞĐƚƐƉƌĞůŝŵŝŶĂƌǇĨƵŶĚĂǀĂŝůĂďŝůŝƚǇĂŶĚĚƌĂĨƚƐƚŚĞĨŝǀĞͲǇĞĂƌƉůĂŶĨŽƌ ƌĞǀŝĞǁďǇƚŚĞ/W^ƚĞĞƌŝŶŐŽŵŵŝƚƚĞĞ͘ October - /W^ƚĞĞƌŝŶŐŽŵŵŝƚƚĞĞĚŝƐĐƵƐƐĞƐƚŚĞƉƌŽƉŽƐĞĚƉƌŽũĞĐƚůŝƐƚĂŶĚƚŚĞƵŶĨƵŶĚĞĚƉƌŽũĞĐƚůŝƐƚ͘ November – ƌĂĨƚ ƉƌŽũĞĐƚ ůŝƐƚ ŝƐ ĞǀĂůƵĂƚĞĚ ĂŶĚ ƌĞǀŝƐĞĚ ďĂƐĞĚ ŽŶ /W ^ƚĞĞƌŝŶŐ ŽŵŵŝƚƚĞĞ ƌĞǀŝĞǁ ĂŶĚ ĨĞĞĚďĂĐŬĨƌŽŵŽƵŶƚǇůĞĂĚĞƌƐŚŝƉ͘ƉƌĞůŝŵŝŶĂƌǇƐŶĂƉƐŚŽƚŽĨƚŚĞƉůĂŶŝƐƉƌĞƐĞŶƚĞĚĨŽƌĐŽŵŵĞŶƚĂƚƚŚĞƵĚŝƚ ĂŶĚ&ŝŶĂŶĐĞĐŽŵŵŝƚƚĞĞ͘ December - ŽƵŶƚǇĚŵŝŶŝƐƚƌĂƚŽƌΖƐƉƌŽƉŽƐĞĚ/WŝƐĚƌĂĨƚĞĚ͘ January - tŽƌŬƐĞƐƐŝŽŶŽŶƚŚĞƉƌŽƉŽƐĞĚ/WŝƐĐŽŶĚƵĐƚĞĚǁŝƚŚƚŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͘ MarchͲƉƵďůŝĐŚĞĂƌŝŶŐŝƐŚĞůĚŽŶƚŚĞƉƌŽƉŽƐĞĚ/W͘ April - ŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂĚŽƉƚƐƚŚĞ/WĂƐĂƉĂƌƚŽĨƚŚĞĂŶŶƵĂůĨŝŶĂŶĐŝĂůƉůĂŶ͘

Project Prioritization dŚĞŽƵŶƚǇ͛Ɛ^ƚƌĂƚĞŐŝĐWůĂŶƐĞƌǀĞƐĂƐĂŐƵŝĚĞĨŽƌĂůůĂĐƚŝǀŝƚŝĞƐŝŶǁŚŝĐŚƚŚĞŽƵŶƚǇĞŶŐĂŐĞƐ͕ŝŶĐůƵĚŝŶŐ/W ĚĞǀĞůŽƉŵĞŶƚ͘dŚĞƐƚƌĂƚĞŐŝĐŐŽĂůƐƌĞƉƌĞƐĞŶƚƚŚĞĐƌŝƚĞƌŝĂďǇǁŚŝĐŚƚŚĞŽƵŶƚǇǁŝůůŵĞĂƐƵƌĞŝƚƐƉƌŽŐƌĞƐƐĂŶĚ ƐƵĐĐĞƐƐŐŽŝŶŐĨŽƌǁĂƌĚ͘dŚĞƐĞŐŽĂůƐĂŶĚŽďũĞĐƚŝǀĞƐ͕ĂƐǁĞůůĂƐƚŚĞĚŝǀŝƐŝŽŶĂůĂŶĚĚĞƉĂƌƚŵĞŶƚƉƌŝŽƌŝƚŝĞƐƚŚĂƚ ĂůŝŐŶǁŝƚŚƚŚĞŵ͕ŚĞůƉŐƵŝĚĞŽƵŶƚǇĚĞĐŝƐŝŽŶƐƌĞŐĂƌĚŝŶŐƌĞƐŽƵƌĐĞĂůůŽĐĂƚŝŽŶĂŶĚƉƌŝŽƌŝƚŝǌĂƚŝŽŶŽĨ/WƉƌŽũĞĐƚƐ ĨŽƌĨƵŶĚŝŶŐ͘ĂĐŚŝŶĚŝǀŝĚƵĂůƉƌŽũĞĐƚŶĂƌƌĂƚŝǀĞŝŶĐůƵĚĞĚŝŶƚŚĞ/WĚŽĐƵŵĞŶƚŝŶĚŝĐĂƚĞƐŝƚƐĂůŝŐŶŵĞŶƚǁŝƚŚĂ ^ƚƌĂƚĞŐŝĐWůĂŶŐŽĂů͘ĞůŽǁĂƌĞƚŚĞŽƵŶƚǇ͛Ɛ^ƚƌĂƚĞŐŝĐ'ŽĂůƐ͗ ͻ DŽĚĞůĨŽƌĞǆĐĞůůĞŶĐĞŝŶŐŽǀĞƌŶŵĞŶƚ ͻ ^ĂĨĞƚǇĂŶĚƐĞĐƵƌŝƚǇ ͻ ĐŽŶŽŵŝĐƉƌŽƐƉĞƌŝƚǇĂŶĚĞĚƵĐĂƚŝŽŶĂůĞǆĐĞůůĞŶĐĞ ͻ ,ĞĂůƚŚǇůŝǀŝŶŐĂŶĚǁĞůůͲďĞŝŶŐ ͻ dŚƌŝǀŝŶŐĐŽŵŵƵŶŝƚŝĞƐĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůƐƚĞǁĂƌĚƐŚŝƉ &ƵƌƚŚĞƌ͕ƚŚĞ/W^ƚĞĞƌŝŶŐŽŵŵŝƚƚĞĞĞǀĂůƵĂƚĞƐƉƌŽũĞĐƚƐƵƐŝŶŐĂŶĂĚĚŝƚŝŽŶĂůůŝƐƚŽĨĐƌŝƚĞƌŝĂďĂƐĞĚŽŶĐƵƌƌĞŶƚ ĂŶĚĂŶƚŝĐŝƉĂƚĞĚĐŽŶĚŝƚŝŽŶƐ͘ ͻ ĚĚƌĞƐƐĐƌŝƚŝĐĂůŶĞĞĚƐʹdŚĞƐĂĨĞƚǇĂŶĚƐĞĐƵƌŝƚǇŽĨƚŚĞĐŽŵŵƵŶŝƚǇŚĂƐůŽŶŐďĞĞŶĂƚŽƉƉƌŝŽƌŝƚǇŝŶ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ͘ WƌŽũĞĐƚƐ ůŝŬĞ ƚŚĞ EŽƌƚŚ tŽŽĚůĂŬĞ &ŝƌĞ ^ƚĂƚŝŽŶ ƚŽŽŬ ŚŝŐŚĞƐƚ ƉƌĞĐĞĚĞŶĐĞ ŝŶ ƚŚĞ ĚĞǀĞůŽƉŵĞŶƚŽĨƚŚŝƐƉůĂŶ͘ ͻ ŽŵƉůŝĂŶĐĞǁŝƚŚŵĂŶĚĂƚĞƐʹ&ĞĚĞƌĂůƐƚŽƌŵǁĂƚĞƌŵĂŶĚĂƚĞĐŽŵƉůŝĂŶĐĞŝƐŶĞĐĞƐƐĂƌǇĂŶĚŝŵƉŽƌƚĂŶƚĂƐ ĞŶǀŝƌŽŶŵĞŶƚĂů ƐƚĞǁĂƌĚƐ͘ dŚĞ ŽƵŶƚǇ͛Ɛ ĐŽŵƉůŝĂŶĐĞ ǁŝƚŚ &ĞĚĞƌĂů ŵĂŶĚĂƚĞƐ ĐŽŶƚŝŶƵĞƐ ƚŽ ŵŽĚĞů ŝƚƐ ĞǆĐĞůůĞŶĐĞŝŶŐŽǀĞƌŶŵĞŶƚ͘ ͻ DĂũŽƌŵĂŝŶƚĞŶĂŶĐĞʹŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŝƐĂĐƵƚĞůǇĂǁĂƌĞƚŚĂƚŽŶĞŽĨƚŚĞůĂƌŐĞƐƚĐŚĂůůĞŶŐĞƐĨĂĐŝŶŐ ƚŚĞŽƵŶƚǇŝƐƚŚĞŵĂŝŶƚĞŶĂŶĐĞŽĨĞǆŝƐƚŝŶŐĨĂĐŝůŝƚŝĞƐ͘dŚŝƐƉůĂŶƉƵƚƐĂŶŝŶĐƌĞĂƐĞĚĞŵƉŚĂƐŝƐŽŶƚĂŬŝŶŐĐĂƌĞ ŽĨ ĞǆŝƐƚŝŶŐ ĨĂĐŝůŝƚŝĞƐ ďǇ ƉƌŽĂĐƚŝǀĞůǇ ĂĚĚƌĞƐƐŝŶŐ ŵĂŝŶƚĞŶĂŶĐĞ ŶĞĞĚƐ͘ &ƵƌƚŚĞƌ͕ ĨĂĐŝůŝƚǇ ĐŽŶĚŝƚŝŽŶ ĂƐƐĞƐƐŵĞŶƚƐĂƌĞƵŶĚĞƌǁĂǇƚŽŚŽůŝƐƚŝĐĂůůǇŝŶǀĞŶƚŽƌǇĂŶĚĞǀĂůƵĂƚĞĞǆŝƐƚŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŽŝĚĞŶƚŝĨǇĂŶĚ ƉůĂŶĨŽƌĨƵƚƵƌĞŵĂŝŶƚĞŶĂŶĐĞŶĞĞĚƐ͘ ͻ EĞǁƉƌŽũĞĐƚƐʹƚŚĞWƵďůŝĐ&ĂĐŝůŝƚŝĞƐWůĂŶŽƵƚůŝŶĞƐƚŚĞŽƵŶƚǇ͛ƐĨƵƚƵƌĞĨĂĐŝůŝƚǇŶĞĞĚƐďĂƐĞĚŽŶƉƌŽũĞĐƚĞĚ ŐƌŽǁƚŚƉĂƚƚĞƌŶƐ͘dŚĞŽƵŶƚǇŶĞĞĚƐŶĞǁĨĂĐŝůŝƚŝĞƐƚŽĂĚĚƌĞƐƐĞǆŝƐƚŝŶŐ͕ĂŶĚĨƵƚƵƌĞ͕ĚĞŵĂŶĚĨŽƌƐĞƌǀŝĐĞƐ͘

ϳ Executive Summary dŚĞŽƵŶƚǇŵƵƐƚĂĚĚƌĞƐƐƚŚĞƉƌĞƐƐƵƌĞƐƚŚĂƚŐƌŽǁƚŚŚĂƐĂŶĚǁŝůůĐŽŶƚŝŶƵĞƚŽƉůĂĐĞŽŶĞǆŝƐƚŝŶŐĨĂĐŝůŝƚŝĞƐ ƚŽĐŽŶƚŝŶƵĞĚĞůŝǀĞƌŝŶŐĐŽƌĞƐĞƌǀŝĐĞƐ͘ Funding Sources ǀĂƌŝĞƚǇŽĨĨƵŶĚŝŶŐŽƉƚŝŽŶƐĞǆŝƐƚĨŽƌƚŚĞŽƵŶƚǇΖƐĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ;/WͿ͘KƉƚŝŽŶƐŝŶĐůƵĚĞ ĚŝƌĞĐƚŽƵŶƚǇ ĐŽŶƚƌŝďƵƚŝŽŶ ĨƌŽŵ ƚŚĞ ZĞƐĞƌǀĞ ĨŽƌ &ƵƚƵƌĞ ĂƉŝƚĂů /ŵƉƌŽǀĞŵĞŶƚWƌŽũĞĐƚƐ ;Z&/WͿ͕ƉƌŽĐĞĞĚƐ ĨƌŽŵ ƚŚĞ ƐĂůĞ ŽĨ ďŽŶĚƐ͕ ĐŽŶƚƌŝďƵƚŝŽŶƐ ĨƌŽŵ ŽƵƚƐŝĚĞ ƐŽƵƌĐĞƐ͕ &ĞĚĞƌĂů ĂŶĚ ƐƚĂƚĞ ĨƵŶĚƐ͕ ĂŶĚ ŐƌĂŶƚƐ͘ dŚĞ ŽƵŶƚǇ͛ƐĞƐƚĂďůŝƐŚĞĚĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐŐƵŝĚĞƚŚĞĂŵŽƵŶƚŽĨĨƵŶĚŝŶŐĂǀĂŝůĂďůĞĨƌŽŵZ&/W͘ĚĚŝƚŝŽŶĂůĚĞƚĂŝůƐ ŽŶƚŚĞƐĞĨƵŶĚŝŶŐƐŽƵƌĐĞƐĐĂŶďĞĨŽƵŶĚďĞůŽǁ͘ Cash ProffersͲ&ƵŶĚƐŶĞŐŽƚŝĂƚĞĚĂƚƚŚĞƚŝŵĞŽĨƌĞǌŽŶŝŶŐƚŽŚĞůƉĚĞĨƌĂǇƚŚĞĐĂƉŝƚĂůĐŽƐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚ ĚĞǀĞůŽƉŵĞŶƚ͘ Developer ContributionsͲ&ƵŶĚƐĐŽŶƚƌŝďƵƚĞĚďǇĚĞǀĞůŽƉĞƌƐ͘ Enterprise FundͲWĂǇŵĞŶƚƐĨƌŽŵƌĞǀĞŶƵĞƐŐĞŶĞƌĂƚĞĚďǇĂŶĞŶƚĞƌƉƌŝƐĞĂĐƚŝǀŝƚǇƐƵĐŚĂƐǁĂƚĞƌĂŶĚƐĞǁĞƌ ĐŚĂƌŐĞƐ͕ŽƌƚŚĞŽƵŶƚǇĂŝƌƉŽƌƚ͘ FederalͲ&ƵŶĚƐĂŶĚƉĂǇŵĞŶƚƐƌĞĐĞŝǀĞĚĨƌŽŵƚŚĞ&ĞĚĞƌĂůŐŽǀĞƌŶŵĞŶƚ͘ General Obligation BondsͲWĂǇŵĞŶƚƐĨƌŽŵƚŚĞƉƌŽĐĞĞĚƐŽĨƚŚĞƐĂůĞŽĨ'ĞŶĞƌĂůKďůŝŐĂƚŝŽŶŽŶĚƐ͘dŚĞƐĞ ďŽŶĚƐŵƵƐƚ͕ŝŶŵŽƐƚĐĂƐĞƐ͕ďĞĂƉƉƌŽǀĞĚďǇĂŐĞŶĞƌĂůƌĞĨĞƌĞŶĚƵŵŽĨǀŽƚĞƌƐŽĨƚŚĞŽƵŶƚǇ͕ĂŶĚƚŚĞǇƉůĞĚŐĞ ƚŚĞĨƵůůĨĂŝƚŚĂŶĚĐƌĞĚŝƚŽĨƚŚĞŽƵŶƚǇĨŽƌƚŚĞŝƌƌĞƉĂǇŵĞŶƚ͘ Lease-Purchase Obligations Ͳ ŽŶĚƐ ŝƐƐƵĞĚ ďǇ ƚŚĞ ŽƵŶƚǇ ƚŽ ĨƵŶĚ ƚŚĞ ĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ƐƉĞĐŝĨŝĐ ĐĂƉŝƚĂů ŽƵƚůĂǇƐ͕ ŝŶĐůƵĚŝŶŐ ƚŚĞ ĂĐƋƵŝƐŝƚŝŽŶ Žƌ ĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ĐĂƉŝƚĂů ĨĂĐŝůŝƚŝĞƐ ĂŶĚ ŽƚŚĞƌ ĐĂƉŝƚĂů ĂƐƐĞƚƐ͘ KŶĐĞ ĐŽŶƐƚƌƵĐƚŝŽŶŝƐĐŽŵƉůĞƚĞ͕ƚŚĞĨĂĐŝůŝƚǇŝƐůĞĂƐĞĚďĂĐŬƚŽƚŚĞŽƵŶƚǇĨŽƌĂƐĞƚƉĞƌŝŽĚŽĨƚŝŵĞ͕ĂĨƚĞƌǁŚŝĐŚƚŚĞ ŽƵŶƚǇĂƐƐƵŵĞƐŽǁŶĞƌƐŚŝƉŽĨƚŚĞƉƌŽƉĞƌƚǇ͘ Reserve for Capital Improvement Program (RFCIP)ͲƉĞƌĐĞŶƚĂŐĞŽĨƌĞǀĞŶƵĞƐĂǀĂŝůĂďůĞĨƌŽŵƚŚĞŐĞŶĞƌĂů ĨƵŶĚĂŶŶƵĂůůǇĚĞĚŝĐĂƚĞĚƚŽĨƵŶĚĨƵƚƵƌĞĐĂƉŝƚĂůƉƌŽũĞĐƚƐ͕ŽĨƚĞŶƌĞĨĞƌƌĞĚƚŽĂƐ͞ƉĂǇͲĂƐͲǇŽƵͲŐŽ͟Žƌ͟ƉĂǇͲŐŽ͟ ĨƵŶĚŝŶŐ͘ Revenue BondsͲWĂǇŵĞŶƚƐĨƌŽŵƚŚĞƉƌŽĐĞĞĚƐŽĨƚŚĞƐĂůĞŽĨƌĞǀĞŶƵĞďŽŶĚƐ͘dŚĞƐĞ ďŽŶĚƐ ƉůĞĚŐĞ ƚŚĞ ƌĞǀĞŶƵĞŐĞŶĞƌĂƚŝŶŐƉŽƚĞŶƚŝĂůŽĨĂĨĂĐŝůŝƚǇŽƌƵƚŝůŝƚǇƐǇƐƚĞŵ͘ StateͲ&ƵŶĚƐĂŶĚƉĂǇŵĞŶƚƐƌĞĐĞŝǀĞĚĨƌŽŵƚŚĞŽŵŵŽŶǁĞĂůƚŚŽĨsŝƌŐŝŶŝĂ͘ Stormwater Utility Fee - ĚĞĚŝĐĂƚĞĚƐŽƵƌĐĞŽĨĨƵŶĚŝŶŐĨŽƌƚŚĞdD>ĐŽŵƉůŝĂŶĐĞƉƌŽŐƌĂŵ͘ Vehicle Registration Fee ʹ ĂŶ ĂŶŶƵĂů ĨĞĞ ĨŽƌ ǀĞŚŝĐůĞƐ ŐĂƌĂŐĞĚ͕ ƐƚŽƌĞĚ͕ Žƌ ƉĂƌŬĞĚ ŝŶ ƚŚĞŽƵŶƚǇ͘ ƉƉƌŽǆŝŵĂƚĞůǇ͕ĨŝĨƚǇƉĞƌĐĞŶƚŽĨǀĞŚŝĐůĞƌĞŐŝƐƚƌĂƚŝŽŶĐƵƌƌĞŶƚďŝůůŝŶŐƐ ĂƌĞ ƉůĞĚŐĞĚ ƚŽ ƚŚĞ ƌĞǀĞŶƵĞ ƐŚĂƌŝŶŐ ƉƌŽŐƌĂŵƚŚĂƚĨƵŶĚƐƚƌĂŶƐƉŽƌƚĂƚŝŽŶŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘

Financial Policies &ŝƐĐĂů ŝŶƚĞŐƌŝƚǇ ŝƐ Ă ƚŽƉ ƉƌŝŽƌŝƚǇ ĨŽƌ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ͘ dŚĞ ŽƵŶƚǇ͛Ɛ ĨŝŶĂŶĐŝĂů ƉŽůŝĐŝĞƐ ĞƐƚĂďůŝƐŚ ƚŚĞ ĨƌĂŵĞǁŽƌŬ ĨŽƌ ĨŝŶĂŶĐŝĂů ƉůĂŶŶŝŶŐ ĂŶĚ ŵĂŶĂŐĞŵĞŶƚ͕ ĂŶĚ ƉƌŽǀŝĚĞ ŐƵŝĚĞůŝŶĞƐĂŐĂŝŶƐƚǁŚŝĐŚďƵĚŐĞƚĂƌǇ ƉĞƌĨŽƌŵĂŶĐĞ ĐĂŶ ďĞ ŵĞĂƐƵƌĞĚ ĂŶĚ ƉƌŽƉŽƐĂůƐ ĨŽƌ ĨƵƚƵƌĞ ƉƌŽũĞĐƚƐ ĐĂŶďĞĞǀĂůƵĂƚĞĚ͘dŚĞƉŽůŝĐŝĞƐĨƵƌƚŚĞƌ ĞŶƐƵƌĞƚŚĂƚƚŚĞŽƵŶƚǇĐŽŶƚŝŶƵĞƐƚŽďĞĂŵŽĚĞůĨŽƌĞǆĐĞůůĞŶĐĞŝŶŐŽǀĞƌŶŵĞŶƚďǇƉƌŽǀŝĚŝŶŐĚŝƌĞĐƚŝŽŶŝŶƚŚĞ ĂƌĞĂƐ ŽĨ ƌĞǀĞŶƵĞƐ͕ ŽƉĞƌĂƚŝŶŐ ĞǆƉĞŶĚŝƚƵƌĞƐ͕ /W ĞǆƉĞŶĚŝƚƵƌĞƐ͕ ĂŶĚĚĞďƚŵĂŶĂŐĞŵĞŶƚ͘ĞůŽǁĂƌĞƚŚĞ ĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐĂŶĚŐƵŝĚĞůŝŶĞƐŵŽƐƚĚŝƌĞĐƚůǇƚŝĞĚƚŽƚŚĞĚĞǀĞůŽƉŵĞŶƚĂŶĚŵĂŶĂŐĞŵĞŶƚŽĨƚŚĞŽƵŶƚǇ͛Ɛ ĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͗ ͻ dŚĞƉƌŽǀŝƐŝŽŶƐŽĨƚŚĞŽĚĞŽĨsŝƌŐŝŶŝĂƐŚĂůůĐŽŶƚƌŽůƚŚĞƉƌĞƉĂƌĂƚŝŽŶ͕ ĐŽŶƐŝĚĞƌĂƚŝŽŶ͕ ĂĚŽƉƚŝŽŶ ĂŶĚ ĞǆĞĐƵƚŝŽŶŽĨƚŚĞŽƵŶƚǇďƵĚŐĞƚ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚĞŽƵŶƚǇŚĂƌƚĞƌƌĞƋƵŝƌĞƐƚŚĞďƵĚŐĞƚƚŽďĞďĂůĂŶĐĞĚ͘ dŚĞŽƵŶƚǇ͛ƐďƵĚŐĞƚŝƐĐŽŶƐŝĚĞƌĞĚďĂůĂŶĐĞĚŝĨĞƐƚŝŵĂƚĞĚƌĞǀĞŶƵĞƐŵĞĞƚƉůĂŶŶĞĚĞǆƉĞŶĚŝƚƵƌĞƐ͘Status: The FY2018-2022 CIP is balanced.

ϴ Executive Summary ͻ dŚĞŽƵŶƚǇĚŽĞƐŶŽƚŝŶƚĞŶĚƚŽŝƐƐƵĞƚĂǆŽƌƌĞǀĞŶƵĞĂŶƚŝĐŝƉĂƚŝŽŶŶŽƚĞƐƚŽĨƵŶĚŐŽǀĞƌŶŵĞŶƚĂůŽƉĞƌĂƚŝŽŶƐ͘ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ ŝŶƚĞŶĚƐ ƚŽ ŵĂŶĂŐĞ ĐĂƐŚ ŝŶ Ă ĨĂƐŚŝŽŶ ƚŚĂƚ ǁŝůůƉƌĞǀĞŶƚĂŶǇďŽƌƌŽǁŝŶŐƚŽŵĞĞƚ ǁŽƌŬŝŶŐ ĐĂƉŝƚĂů ŶĞĞĚƐ͘ Status: No revenue or tax anticipation notes have been issued to fund government operations, including the capital improvement program. ͻ dŚĞŽƵŶƚǇĚŽĞƐŶŽƚŝŶƚĞŶĚƚŽŝƐƐƵĞŽŶĚŶƚŝĐŝƉĂƚŝŽŶEŽƚĞƐ;E^ͿĨŽƌĂƉĞƌŝŽĚŽĨůŽŶŐĞƌƚŚĂŶƚǁŽ ǇĞĂƌƐ͘/ĨƚŚĞŽƵŶƚǇŝƐƐƵĞƐĂďŽŶĚĂŶƚŝĐŝƉĂƚŝŽŶŶŽƚĞĨŽƌĂĐĂƉŝƚĂůƉƌŽũĞĐƚ͕ƚŚĞEǁŝůůďĞĐŽŶǀĞƌƚĞĚƚŽĂ ůŽŶŐͲƚĞƌŵďŽŶĚŽƌƌĞĚĞĞŵĞĚĂƚŝƚƐĞǆƉŝƌĂƚŝŽŶ͘Status: No bond anticipation notes have been issued or are currently outstanding. ͻ /ŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞŽƵŶƚǇŚĂƌƚĞƌĂŶĚŝŶŽƌĚĞƌƚŽŵĞĞƚĚĞďƚƌĂƚŝŽƚĂƌŐĞƚƐ͕ƐĐŚĞĚƵůĞĚĞďƚŝƐƐƵĂŶĐĞƐ ĂŶĚƚŽƐǇƐƚĞŵĂƚŝĐĂůůǇŝŵƉƌŽǀĞƚŚĞŽƵŶƚǇΖƐŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ƚŚĞŽƵŶƚǇǁŝůůĂŶŶƵĂůůǇƉƌĞƉĂƌĞĂŶĚĂĚŽƉƚĂ ĨŝǀĞͲǇĞĂƌĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͘Status: The County adopts a five-year capital budget each year. ͻ /ŶŽƌĚĞƌ ƚŽŝŵƉƌŽǀĞĨŝŶĂŶĐŝĂůƉůĂŶŶŝŶŐĂŶĚ ĚĞĐŝƐŝŽŶƐ͕ƚŚĞ ŽƵŶƚǇ͛ƐŐĞŶĞƌĂů ŐŽǀĞƌŶŵĞŶƚǁŝůů ĂŶŶƵĂůůǇ ƉƌĞƉĂƌĞĂĨŽƵƌͲǇĞĂƌƉƌŽũĞĐƚŝŽŶŽĨ'ĞŶĞƌĂů&ƵŶĚƌĞǀĞŶƵĞƐĂŶĚĞǆƉĞŶĚŝƚƵƌĞƐ͘dŚĞƉƌŽũĞĐƚŝŽŶƐǁŝůůĂƐƐƵŵĞ ƚŚĂƚƚŚĞƉĞƌĐĞŶƚĂŐĞŽĨĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƐĨŝŶĂŶĐĞĚǁŝƚŚĐƵƌƌĞŶƚƌĞǀĞŶƵĞƐŝƐŵĂŝŶƚĂŝŶĞĚĂƚƚŚĞŐŽĂů ŽĨĂƉƉƌŽǆŝŵĂƚĞůǇϮϬƉĞƌĐĞŶƚŽǀĞƌƚŚĞŵƵůƚŝͲǇĞĂƌ/W͘Status: The percentage of the County general government’s proposed FY2018-2022 CIP funded with current revenues is 78 percent. ͻ dŚĞ ŐĞŶĞƌĂů ŐŽǀĞƌŶŵĞŶƚ ĂŶŶƵĂůůǇ ĂůůŽĐĂƚĞƐ ĂŶ ĂŵŽƵŶƚ ĞƋƵĂů ƚŽ ĨŝǀĞ ƉĞƌĐĞŶƚ ŽĨ ŐĞŶĞƌĂů ĨƵŶĚ ĞǆƉĞŶĚŝƚƵƌĞƐ ;ůĞƐƐ ƚƌĂŶƐĨĞƌƐ͕ ŐƌĂŶƚƐ͕ ĨƵŶĚ ďĂůĂŶĐĞ͕ ĚĞďƚ ƐĞƌǀŝĐĞ͕ ĂŶĚ ĨůŽǁ ƚŚƌŽƵŐŚ ĞǆƉĞŶĚŝƚƵƌĞƐͿ ĨŽƌ ĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƐ͘Status: The percentage of County general fund expenditures allocated as the pay- as-you-go contribution towards capital improvements is 5 percent in FY2018. When including transfers of additional revenues from existing reserves and the vehicle registration fee, the total transfer is 8.3 percent for FY2018 and averages 6.8 percent over the five-year CIP. ͻ ŶǇďĂůĂŶĐĞŝŶƚŚĞƌĞƐĞƌǀĞĨŽƌĨƵƚƵƌĞĐĂƉŝƚĂůƉƌŽũĞĐƚƐƌĞŵĂŝŶƐƵŶƚŝůĂŶĞĞĚŝƐŝĚĞŶƚŝĨŝĞĚ͘ŶŶƵĂůůǇ͕ƐŽŵĞ ƉŽƌƚŝŽŶ ŽĨ ƚŚĞ ƉĂǇͲŐŽ ĐŽŶƚƌŝďƵƚŝŽŶ ƚŽ ƚŚĞ /W ƌĞŵĂŝŶƐ ƵŶĚĞƐŝŐŶĂƚĞĚ ƚŽ ĚĞĂů ǁŝƚŚ ƵŶĨŽƌĞƐĞĞŶ ĐŝƌĐƵŵƐƚĂŶĐĞƐ͘ dŚĞ ŽƵŶƚǇ͛Ɛ ƉŽůŝĐǇ ŽĨ ĨƵŶĚŝŶŐ Ă ůĂƌŐĞ ƉŽƌƚŝŽŶ ŽĨ ĐĂƉŝƚĂů ĞǆƉĞŶĚŝƚƵƌĞƐ ǁŝƚŚ ĐƵƌƌĞŶƚ ƌĞǀĞŶƵĞƐ ďǇ ĐŽŶƐŝƐƚĞŶƚůǇ ĚĞĚƵĐƚŝŶŐ ĨŝǀĞ ƉĞƌĐĞŶƚ ŽĨ ŽƉĞƌĂƚŝŶŐ ĞǆƉĞŶĚŝƚƵƌĞƐ ĞĂĐŚ ǇĞĂƌ ĨŽƌ ĐĂƉŝƚĂů ŝŶǀĞƐƚŵĞŶƚĨƵƌƚŚĞƌĞŶŚĂŶĐĞƐĚĞďƚŵĂŶĂŐĞŵĞŶƚ͘Status: Of the County general government’s pay-go FY2018 contribution to the reserve for capital improvements, $541,700 remains unallocated to specific projects and will be added to capital projects contingency key and represents 0.75 percent of planned project expenditures for FY2018. Any balance in the contingency key at year-end will be automatically rolled into the reserve for future capital improvements. Planned reserve balances based on the five-year CIP may be found in the appendices.

Debt dŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐ͛ĞƐƚĂďůŝƐŚĞĚĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐĂůƐŽŝŶĐůƵĚĞƚŚĞŐƵŝĚĞůŝŶĞƐůŝƐƚĞĚďĞůŽǁǁŚŝĐŚĚŝƌĞĐƚ ĂŶǇĨŝŶĂŶĐŝĂůĚĞĐŝƐŝŽŶƐŽŶĚĞďƚŝƐƐƵĂŶĐĞ͘ĚŚĞƌĞŶĐĞƚŽƚŚĞƐĞŐƵŝĚĞůŝŶĞƐĂůůŽǁƐƚŚĞŽƵŶƚǇƚŽƉůĂŶĨŽƌƚŚĞ ŶĞĐĞƐƐĂƌǇĨŝŶĂŶĐŝŶŐŽĨĐĂƉŝƚĂůƉƌŽũĞĐƚƐǁŚŝůĞŵĂŝŶƚĂŝŶŝŶŐĐƌĞĚŝƚǁŽƌƚŚŝŶĞƐƐ͘/ŶĂĚĚŝƚŝŽŶ͕ĂĚŚĞƌĞŶĐĞƚŽƚŚĞƐĞ ƉŽůŝĐŝĞƐ ŚĂƐ ĞŶŚĂŶĐĞĚ ŚĞƐƚĞƌĨŝĞůĚΖƐ ĨŝŶĂŶĐŝĂů ƉŽƐŝƚŝŽŶ͘ DŽŽĚǇΖƐ/ŶǀĞƐƚŽƌ^ĞƌǀŝĐĞ͕^ƚĂŶĚĂƌĚΘWŽŽƌΖƐ ŽƌƉŽƌĂƚŝŽŶ͕ĂŶĚ&ŝƚĐŚZĂƚŝŶŐƐĂůůƌĂƚĞŚĞƐƚĞƌĨŝĞůĚĂƐĂƐƚƌŽŶŐĐƌĞĚŝƚƌŝƐŬ͘dŚĞŽƵŶƚǇ͛ƐĐƌĞĚŝƚƌĂƚŝŶŐƐĂƐŽĨ :ĂŶƵĂƌǇϮϬϭϳĂƌĞƌĞĨůĞĐƚĞĚďĞůŽǁĂŶĚƌĞĨůĞĐƚƚŚĞŚŝŐŚĞƐƚĐƌĞĚŝƚƌĂƚŝŶŐĂǀĂŝůĂďůĞ͗

DŽŽĚǇ͛Ɛ/ŶǀĞƐƚŽƌƐ^ĞƌǀŝĐĞ ĂĂ ^ƚĂŶĚĂƌĚΘWŽŽƌ͛ƐZĂƚŝŶŐ^ĞƌǀŝĐĞƐ &ŝƚĐŚZĂƚŝŶŐƐ

ϵ Executive Summary dŚĞƌĞŝƐŶŽůŝŵŝƚĂƚŝŽŶŝŵƉŽƐĞĚďǇƐƚĂƚĞůĂǁŽƌůŽĐĂůŽƌĚŝŶĂŶĐĞŽŶƚŚĞĂŵŽƵŶƚŽĨŐĞŶĞƌĂůŽďůŝŐĂƚŝŽŶĚĞďƚĂ ŽƵŶƚǇŵĂǇŝƐƐƵĞ͖ŚŽǁĞǀĞƌ͕ǁŝƚŚĐĞƌƚĂŝŶĞǆĐĞƉƚŝŽŶƐ͕ĚĞďƚ͕ǁŚŝĐŚĞŝƚŚĞƌĚŝƌĞĐƚůǇŽƌŝŶĚŝƌĞĐƚůǇŝƐƐĞĐƵƌĞĚďǇ ƚŚĞŐĞŶĞƌĂůŽďůŝŐĂƚŝŽŶŽĨĂŽƵŶƚǇ͕ŵƵƐƚďĞĂƉƉƌŽǀĞĚĂƚƉƵďůŝĐƌĞĨĞƌĞŶĚƵŵƉƌŝŽƌƚŽŝƐƐƵĂŶĐĞ͘ĞďƚƐĞĐƵƌĞĚ ƐŽůĞůǇďǇƚŚĞƌĞǀĞŶƵĞƐŐĞŶĞƌĂƚĞĚďǇƚŚĞƐǇƐƚĞŵĨŽƌǁŚŝĐŚƚŚĞďŽŶĚƐǁĞƌĞŝƐƐƵĞĚŵĂǇďĞŝƐƐƵĞĚŝŶĂŶǇ ĂŵŽƵŶƚǁŝƚŚŽƵƚĂƉƵďůŝĐƌĞĨĞƌĞŶĚƵŵ͘&ŽƌŐĞŶĞƌĂůŽďůŝŐĂƚŝŽŶĚĞďƚŝƐƐƵĞƐƚŽďĞƉůĂĐĞĚŽŶƚŚĞďĂůůŽƚ͕ƚŚĞ ŽĂƌĚŵƵƐƚĂƉƉƌŽǀĞƚŚĞƉƌŽƉŽƐĂůƐďǇĂŵĂũŽƌŝƚǇǀŽƚĞ͘ŽƵŶƚǇƌĞƐŝĚĞŶƚƐŵƵƐƚƚŚĞŶǀŽƚĞĨŽƌƚŚĞƉƌŽũĞĐƚƐ ƉůĂĐĞĚŽŶƚŚĞďĂůůŽƚĨŽƌƚŚĞĚĞďƚƚŽďĞŝƐƐƵĞĚ͘dŚĞŵŽƐƚƌĞĐĞŶƚďŽŶĚƌĞĨĞƌĞŶĚƵŵĨŽƌƐĐŚŽŽůĂŶĚŽƵŶƚǇ ƉƌŽũĞĐƚƐǁĂƐĂƉƉƌŽǀĞĚďǇƚŚĞǀŽƚĞƌƐŝŶEŽǀĞŵďĞƌϮϬϭϯ͘dŚĞϮϬϭϯƌĞĨĞƌĞŶĚƵŵŐŝǀĞƐĂƵƚŚŽƌŝƚǇƚŽŝƐƐƵĞƵƉƚŽ ΨϯϬϰŵŝůůŝŽŶĨŽƌƐĐŚŽŽůƉƌŽũĞĐƚƐ͕ǁŚŝĐŚŝŶĐůƵĚĞƌĞŶŽǀĂƚŝŽŶƐŽƌƌĞƉůĂĐĞŵĞŶƚƐŽĨϭϬŽůĚĞƌƐĐŚŽŽůƐĂŶĚŽŶĞ ŶĞǁĞůĞŵĞŶƚĂƌǇƐĐŚŽŽů͕ĂŶĚΨϰϵŵŝůůŝŽŶĨŽƌĂƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞ ŽƵŶƚǇ͛Ɛ ƉƵďůŝĐ ƐĂĨĞƚǇ ĞŵĞƌŐĞŶĐǇ ĐŽŵŵƵŶŝĐĂƚŝŽŶƐǇƐƚĞŵ͘ƵƌƌĞŶƚĂƉƉƌŽǀĞĚƌĞĨĞƌĞŶĚƵŵĚĞďƚƉƌŽũĞĐƚƐĂƌĞƉůĂŶŶĞĚƚŚƌŽƵŐŚ&zϮϬϮϬďƵƚƚŚĞ ŝƐƐƵĂŶĐĞƐĐŚĞĚƵůĞŵĂǇďĞ ŵŽĚŝĨŝĞĚ ďĂƐĞĚŽŶƚŚĞĂďŝůŝƚǇŽĨƚŚĞŽƵŶƚǇƚŽĂĨĨŽƌĚĚĞďƚƐĞƌǀŝĐĞĂƐǁĞůů ĂƐ ĂĚŚĞƌĞƚŽĞƐƚĂďůŝƐŚĞĚĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐ͘WůĂŶŶĞĚĚĞďƚŝƐƐƵĂŶĐĞƐƐĐŚĞĚƵůĞƐĂƌĞŝŶĐůƵĚĞĚŝŶƚŚŝƐĚŽĐƵŵĞŶƚ͛Ɛ ĂƉƉĞŶĚŝĐĞƐ͘

Debt Ratio Policies ƐƉĂƌƚŽĨŝƚƐĚĞďƚƉŽůŝĐǇ͕ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŚĂƐĞƐƚĂďůŝƐŚĞĚƚĂƌŐĞƚĂŶĚĐĞŝůŝŶŐŶƵŵďĞƌƐĨŽƌĐĞƌƚĂŝŶƌĂƚŝŽƐ ĨŽƵŶĚŝŶƚŚĞŽƵŶƚǇ͛ƐĨŝŶĂŶĐŝĂůƉŽůŝĐŝĞƐ͘dŚĞĐƵƌƌĞŶƚŬĞǇĚĞďƚƌĂƚŝŽƐ;ĂƐŽĨ:ƵŶĞϯϬ͕ϮϬϭϲͿĂƌĞƐŚŽǁŶŝŶƚŚĞ ĐŚĂƌƚďĞůŽǁ͘dŚĞƚǁŽŵŽƐƚĐƌŝƚŝĐĂůƌĂƚŝŽƐĨŽƌƚŚĞŽƵŶƚǇĂƌĞŚŝŐŚůŝŐŚƚĞĚ͘

Actual Planning Planning Ratio June 30, 2016 Cap Ceiling Debt as a Percentage of Assessed Value (1) 1.19% 3.00% 3.50% Debt per Capita(2) $1,389 $1,802 $2,027 Debt Service as a Percentage of General Government Expenditures(3) 6.32% 10.00% 11.00% Unassigned General Fund Balance as a Percentage of 6.00% General Fund Expenditures 8.69% 8.00% (floor) (1) This ratio indicates the relationship between the County’s tax supported debt and taxable value of property in the County. It is an important indicator of the County’s ability to repay debt, because property taxes are the source of the County’s revenues used to repay debt. A small ratio is an indication that the County will be better able to withstand possible future economic downturns and continue to meet its debt obligations. (2) This ratio indicates the County’s per capita tax supported debt burden and is a general indicator of the County’s debt burden. A smaller ratio indicates a lighter burden. The target and ceiling values for the debt per capita ratio will increase by two percent at the beginning of each biennium. The above planning cap and ceiling were in place beginning in FY2013. (3) This ratio is a measure of the County’s ability to repay debt without hampering other county services. A small ration indicates a lesser burden on the County’s operating budget.

ϭϬ ϭϭ Composition of the Capital Improvement Program

FY2018-FY2022 'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ Ψϯϭϯ͕ϲϵϯ͕ϬϬϬ ^ĐŚŽŽůƐĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ ϮϮϯ͕ϱϵϵ͕ϲϬϬ hƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ ϯϲϴ͕ϴϬϬ͕ϱϬϬ

TOTAL CIP $906,093,100

ϭϮ General Government Capital Improvement Program

ϭϯ County CIP Summary

FY2018 FY2019

SOURCES: Airport Funds $0 $30,000 Cash Proffers 513,220 3,858,800 Debt 22,800,000 7,814,300 Project Balances (existing)/Reserves 6,129,793 1,377,800 Reserve for CIP 18,026,500 18,744,000 State and Federal 10,200,000 11,470,000 Stormwater Funds 7,954,500 8,133,200 Vehicle Registration Fee 6,457,487 7,216,200 TOTAL SOURCES $72,081,500 $58,644,300

USES:

Airport Airport Fuel Farm $2,000,000 $0 Airport Runway Extension 0 1,500,000 Subtotal Airport Uses $2,000,000 $1,500,000

Libraries Enon and Ettrick Library Expansion Studies $0 $0 Library Facilities Planning 0 200,000 Library Technology and Infrastructure Upgrades 150,000 100,000 Midlothian Library Replacement 0 900,000 Subtotal Libraries Uses $150,000 $1,200,000

Major Maintenance 800 Mhz Public Safety Radio System Replacement/CADS $15,900,000 $0 Fire Facilities Major Maintenance 550,000 600,000 Jail Major Maintenance 500,000 550,000 Juvenile Detention Home Major Maintenance 75,000 90,000 Major Facilities Maintenance and Repair 3,345,000 2,600,000 5-Story Building Replacement Generator 00 Enon Training Center Track Repaving 0 800,000 Eanes Pittman Public Safety Training Center HVAC/Roof Replacement 0 979,600 Rogers Building HVAC 3,500,000 0 Park Improvements 2,220,000 2,700,000 Post Closure Landfill Care 00 Public Safety Mobile Computer Replacement 900,000 900,000 Stormwater Infrastructure Maintenance 400,000 400,000 Technology Infrastructure Maintenance 1,350,000 950,000 Subtotal Major Maintenance Uses $28,740,000 $10,569,600

Parks and Recreation Bensley Community Center Improvements $52,000 $256,000 Clover Hill Athletic Complex 0 800,000 Conservation Area Development 150,000 500,000 Courthouse Complex Multi-use Pavilion 0 200,000 Historic Site Matching Funds 100,000 100,000 Lowes Sports Complex 0 450,000 Old Clover Hill High School Stadium Improvements 220,000 0 Park Facilities Planning/Land Acquisition 1,100,000 350,000 River City Sportsplex 4,600,000 0 Subtotal Parks and Recreation Uses $6,222,000 $2,656,000

ϭϰ County CIP Summary

FY2020 FY2021 FY2022 Total FY18-22

$112,600 $112,600 $0 $255,200 3,367,300 3,200,000 3,200,000 14,139,320 10,650,000 19,600,000 10,200,000 71,064,300 0 0 0 7,507,593 17,451,000 17,205,000 20,486,150 91,912,650 15,447,400 15,447,400 5,873,850 58,438,650 8,981,200 3,950,000 5,050,000 34,068,900 7,432,700 7,600,000 7,600,000 36,306,387 $63,442,200 $67,115,000 $52,410,000 $313,693,000

$0 $0 $0 $2,000,000 5,560,000 5,560,000 0 12,620,000 $5,560,000 $5,560,000 $0 $14,620,000

$0 $300,000 $0 $300,000 200,000 200,000 200,000 800,000 50,000 0 0 300,000 0 13,800,000 0 14,700,000 $250,000 $14,300,000 $200,000 $16,100,000

$0 $0 $0 $15,900,000 650,000 650,000 700,000 3,150,000 600,000 600,000 600,000 2,850,000 250,000 100,000 100,000 615,000 2,850,000 3,100,000 3,350,000 15,245,000 600,000 0 0 600,000 0 0 0 800,000

41,000 855,000 0 1,875,600 0 0 0 3,500,000 2,950,000 3,050,000 3,100,000 14,020,000 225,000 225,000 225,000 675,000 900,000 900,000 900,000 4,500,000 400,000 400,000 400,000 2,000,000 1,000,000 1,100,000 1,100,000 5,500,000 $10,466,000 $10,980,000 $10,475,000 $71,230,600

$0 $0 $0 $308,000 1,000,000 0 0 1,800,000 650,000 500,000 0 1,800,000 0 0 0 200,000 100,000 100,000 100,000 500,000 0 0 0 450,000 0 0 0 220,000 0 350,000 350,000 2,150,000 350,000 390,000 400,000 5,740,000 $2,100,000 $1,340,000 $850,000 $13,168,000

ϭϱ County CIP Summary

FY2018 FY2019

Public Safety Animal Shelter Replacement $0 $1,350,000 Fire Facilities Planning 0 250,000 Matoaca Fire Station Replacement 00 Midlothian Fire Station Replacement 0 800,000 Magnolia Green Fire Station 652,000 8,150,500 Route 60 Police Station 00 Subtotal Public Safety Uses $652,000 $10,550,500

Revitalization Blight Eradication $50,000 $50,000 County Contribution to School Facility Revitalization 3,650,000 1,200,000 School Site Area Revitalization 250,000 1,750,000 Towne Center Streetscape 85,000 85,000 Subtotal Revitalization Uses $4,035,000 $3,085,000

Technology Computer Aided Mass Appraisal (CAMA) $1,329,500 $0 Enterprise Resource Planning System Replacement Study (OneSolution) 00 Technology Improvement Program (TIP) 778,500 750,000 Subtotal Technology Uses $2,108,000 $750,000

TMDL Chesapeake Bay TMDL Compliance $7,954,500 $8,133,200 Subtotal TMDL Uses $7,954,500 $8,133,200

Transportation General Road Improvements $220,000 $200,000 Revenue Sharing 20,000,000 20,000,000 Subtotal Transportation Uses $20,220,000 $20,200,000 TOTAL USES $72,081,500 $58,644,300

ϭϲ County CIP Summary

FY2020 FY2021 FY2022 Total FY18-22

$11,650,000 $0 $0 $13,000,000 250,000 250,000 250,000 1,000,000 700,000 7,600,000 0 8,300,000 0 0 11,200,000 12,000,000 0 0 0 8,802,500 0 0 1,000,000 1,000,000 $12,600,000 $7,850,000 $12,450,000 $44,102,500

$50,000 $50,000 $50,000 $250,000 0 0 0 4,850,000 2,000,000 2,000,000 2,000,000 8,000,000 85,000 85,000 85,000 425,000 $2,135,000 $2,135,000 $2,135,000 $13,525,000

$0 $0 $0 $1,329,500 y 400,000 0 0 400,000 750,000 750,000 1,000,000 4,028,500 $1,150,000 $750,000 $1,000,000 $5,758,000

$8,981,200 $3,950,000 $5,050,000 $34,068,900 $8,981,200 $3,950,000 $5,050,000 $34,068,900

$200,000 $250,000 $250,000 $1,120,000 20,000,000 20,000,000 20,000,000 100,000,000 $20,200,000 $20,250,000 $20,250,000 $101,120,000 $63,442,200 $67,115,000 $52,410,000 $313,693,000

ϭϳ ϭϴ General Government Airport Runway Extension

Department General Services Project Location Chesterfield County Airport Magisterial District Dale Project Type Nonrecurring Identified Plan Airport Master Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $12,620,000

Project Description

ǆƚĞŶƐŝŽŶŽĨƚŚĞĂŝƌƉŽƌƚƌƵŶǁĂǇ͘ Project Blueprint dŚŝƐ ƉƌŽũĞĐƚ͕ ĂƐ ĚĞĨŝŶĞĚ ǁŝƚŚŝŶ ƚŚĞ ŚĞƐƚĞƌĨŝĞůĚ ŽƵŶƚǇ ŝƌƉŽƌƚ DĂƐƚĞƌ WůĂŶ͕ ŝƐ ĚĞƐŝŐŶĞĚ ƚŽ ĞŶŚĂŶĐĞ ƚŚĞ ĨĂĐŝůŝƚǇΖƐ ĞĐŽŶŽŵŝĐ ǀŝĂďŝůŝƚǇ͕ĐŽŵƉůŝĂŶĐĞǁŝƚŚĂǀŝĂƚŝŽŶƌĞŐƵůĂƚŝŽŶƐ͕ĂŶĚƐĞƌǀŝĐĞƚŽƚŚĞĂǀŝĂƚŝŽŶĐŽŵŵƵŶŝƚǇ͘dŚĞŵĂũŽƌŝƚǇ͕ϵϴƉĞƌĐĞŶƚ͕ŽĨƚŚĞĨƵŶĚŝŶŐ ĨŽƌƚŚĞƌƵŶǁĂǇĞǆƚĞŶƐŝŽŶǁŝůůďĞƉƌŽǀŝĚĞĚďǇƚŚĞ&ĞĚĞƌĂůǀŝĂƚŝŽŶĚŵŝŶŝƐƚƌĂƚŝŽŶ;&ͿĂŶĚƚŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨǀŝĂƚŝŽŶ ;sKsͿ͘dŚĞŽƵŶƚǇΖƐŵĂƚĐŚŝŶŐĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞƐĞƐƚĂƚĞĂŶĚĨĞĚĞƌĂůůǇƐƵƉƉŽƌƚĞĚƉƌŽŐƌĂŵƐŝƐŐĞŶĞƌĂůůǇŽŶůǇƚǁŽƉĞƌĐĞŶƚŽĨ ƚŚĞƚŽƚĂůƉƌŽũĞĐƚĐŽƐƚĂŶĚǁŝůůďĞƉĂƌƚŝĂůůǇĨƵŶĚĞĚǁŝƚŚĂŝƌƉŽƌƚŽƉĞƌĂƚŝŶŐĨƵŶĚƐ͘ dŚĞƉƌŽũĞĐƚŝƐŝŶƚŚĞƉůĂŶŶŝŶŐĂŶĚĚĞƐŝŐŶƉŚĂƐĞ͕ǁŚŝĐŚŝŶĐůƵĚĞƐƐŝŐŶŝĨŝĐĂŶƚĨĞĚĞƌĂůƌĞŐƵůĂƚŽƌǇƌĞǀŝĞǁ͘>ĂŶĚĂĐƋƵŝƐŝƚŝŽŶĨŽƌƚŚĞ ƉƌŽũĞĐƚ ŝƐ ŽŶŐŽŝŶŐ͖ ŚŽǁĞǀĞƌ͕ ĨƵŶĚŝŶŐ ĨŽƌ ƚŚĞ ůĂŶĚ ƉƵƌĐŚĂƐĞ ŝƐ ŶŽƚ ŝŶĐůƵĚĞĚ ŝŶ ƚŚĞ ƉƌŽũĞĐƚ ďƵĚŐĞƚ͘ &ƵŶĚŝŶŐ ĨŽƌ ůĂŶĚ ǁŝůů ďĞ ŝĚĞŶƚŝĨŝĞĚŽŶĐĞƐƉĞĐŝĨŝĐƉƌŽƉĞƌƚǇŝƐƵŶĚĞƌĐŽŶƐŝĚĞƌĂƚŝŽŶ͘WƌŽũĞĐƚĚĞƐŝŐŶĂŶĚĚĞǀĞůŽƉŵĞŶƚŝƐƐĐŚĞĚƵůĞĚƚŽďĞŐŝŶŝŶ&zϮϬϭϵǁŝƚŚ ĐŽŶƐƚƌƵĐƚŝŽŶƚŽĐŽŵŵĞŶĐĞŝŶ&zϮϬϮϭ͘&ƵƚƵƌĞĨƵŶĚŝŶŐŽĨΨϱϲϬ͕ϬϬϬǁŝůůďĞƌĞƋƵŝƌĞĚŽƵƚƐŝĚĞŽĨƚŚŝƐ/WĨŽƌĂŶŝŶƐƚƌƵŵĞŶƚůĂŶĚŝŶŐ ŶĂǀŝŐĂƚŝŽŶĂůĂŝĚĞ͕ĂŶĚƚŚĞŽƵŶƚǇΖƐƐŚĂƌĞŽĨƚŚŝƐůŝŐŚƚŝŶŐƐǇƐƚĞŵŝƐƉƌŽũĞĐƚĞĚĂƚΨϭϭ͕ϬϬϬ͘EŽŝŵƉĂĐƚŽŶƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚŝƐ ĂŶƚŝĐŝƉĂƚĞĚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Airport Funds $0 $0 $30,000 $112,600 $112,600 $0 $255,200 State/Federal 0 0 1,470,000 5,447,400 5,447,400 0 12,364,800 Total $0 $0 $1,500,000 $5,560,000 $5,560,000 $0 $12,620,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϵ General Government Airport Fuel Farm

Project Description

ZĞƉůĂĐĞŵĞŶƚŽĨƚŚĞĨƵĞůĨĂƌŵƚŚĂƚƐĞƌǀĞƐƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇŝƌƉŽƌƚ͘ Project Blueprint dŚŝƐƉƌŽũĞĐƚŝƐƌĞƋƵŝƌĞĚƚŽƌĞƉůĂĐĞƚŚĞĞǆŝƐƚŝŶŐĨƵĞůĨĂƌŵƚŚĂƚŚĂƐƌĞĂĐŚĞĚƚŚĞĞŶĚŽĨŝƚƐƐĞƌǀŝĐĞůŝĨĞ͘dŚĞĨĂƌŵ͕ǁŚŝĐŚǁĂƐ ĐŽŶƐƚƌƵĐƚĞĚŝŶϭϵϲϴ͕ŝƐĨƵŶĐƚŝŽŶŝŶŐƐĂĨĞůǇĐƵƌƌĞŶƚůǇ͕ďƵƚŚĂƐƌĞƋƵŝƌĞĚĞǆƚĞŶƐŝǀĞŵĂŝŶƚĞŶĂŶĐĞŽǀĞƌƚŚĞǇĞĂƌƐƚŽŝŶĐůƵĚĞƌĞͲůŝŶŝŶŐŽĨ ƚŚĞƚĂŶŬƐ͘,ŽǁĞǀĞƌ͕ƚŚĞĐŽŶĚŝƚŝŽŶŽĨƚŚĞƚĂŶŬƐĂŶĚĂƐƐŽĐŝĂƚĞĚĞƋƵŝƉŵĞŶƚŝƐƐƵĐŚƚŚĂƚƌĞƉůĂĐĞŵĞŶƚŝƐƌĞƋƵŝƌĞĚ͘hŶĚĞƌĨĞĚĞƌĂůĂŶĚ ƐƚĂƚĞ ĨƵŶĚŝŶŐ ƉƌŽŐƌĂŵƐ͕ ƚŚĞ ďƵůŬ ŽĨ ƚŚĞ ĐŽƐƚ ŽĨ ƚŚŝƐ ƉƌŽũĞĐƚ ŝƐĂŽƵŶƚǇƌĞƐƉŽŶƐŝďŝůŝƚǇ͘dǁĞŶƚǇƉĞƌĐĞŶƚŽĨƚŚĞĐŽƐƚǁŝůůďĞ ƌĞŝŵďƵƌƐĞĚďǇƚŚĞƐƚĂƚĞ͘dŚĞƌĞƐŚŽƵůĚďĞŶŽĂĚĚŝƚŝŽŶĂůŝŵƉĂĐƚƚŽƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĨƌŽŵƚŚŝƐƉƌŽũĞĐƚ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚ ŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚ ǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $0 $1,800,000 $0 $0 $0 $0 $1,800,000 State 0 200,000 0 0 0 0 200,000 Total $0 $2,000,000 $0 $0 $0 $0 $2,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 0 162,000 158,400 154,800 151,200 Total Operating Impact $0 $0 $162,000 $158,400 $154,800 $151,200

ϮϬ General Government Enon and Ettrick Library Expansion Study

Department Libraries Project Location Various Magisterial District Countywide Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Healthy living and well-being Total Project Budget $300,000

Project Description

ĨĞĂƐŝďŝůŝƚǇƐƚƵĚǇĂŶĚƉƌĞůŝŵŝŶĂƌǇƉƌŽŐƌĂŵŵŝŶŐƚŽĚĞƚĞƌŵŝŶĞƚŚĞďĞƐƚŽƉƚŝŽŶƐƚŽƉƌŽǀŝĚĞĂϮϬ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚůŝďƌĂƌǇŽŶƚŚĞ ƚƚƌŝĐŬͲDĂƚŽĂĐĂ>ŝďƌĂƌǇƐŝƚĞĂŶĚĂŶĞǆƉĂŶĚĞĚŶŽŶůŝďƌĂƌǇ͘ Project Blueprint dŚĞWƵďůŝĐ&ĂĐŝůŝƚŝĞƐWůĂŶƌĞĐŽŵŵĞŶĚƐϮϬ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚůŝďƌĂƌŝĞƐŝŶƚŚĞƚƚƌŝĐŬͲDĂƚŽĂĐĂĂŶĚŶŽŶƐĞƌǀŝĐĞĂƌĞĂƐ͘dŚĞĞǆŝƐƚŝŶŐ ϴ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚƚƚƌŝĐŬͲDĂƚŽĂĐĂ>ŝďƌĂƌǇŚĂƐƌĞĐĞŶƚůǇďĞĞŶƌĞŶŽǀĂƚĞĚ͕ ďƵƚ ƚŚĞƌĞ ŚĂƐ ďĞĞŶ ĐŽŵŵƵŶŝƚǇ ŝŶƚĞƌĞƐƚ ŝŶ Ă ůĂƌŐĞƌ ĨĂĐŝůŝƚǇ͘ dŚĞ ĐƵƌƌĞŶƚ ŶŽŶ >ŝďƌĂƌǇ ŝƐ ϰ͕ϭϬϬ ƐƋƵĂƌĞ ĨĞĞƚ ĂŶĚ ůŽĐĂƚĞĚ ŝŶ ĂŶ ĂƌĞĂ ĞǆƉĞĐƚĞĚ ƚŽ ƐĞĞ ŝŶĐƌĞĂƐĞƐ ŝŶ ĚĞŵĂŶĚ ĚƵĞ ƚŽ ƉŽƉƵůĂƚŝŽŶŐƌŽǁƚŚ͘ϮϬ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚĨĂĐŝůŝƚǇŝŶďŽƚŚƐĞƌǀŝĐĞĂƌĞĂƐǁŽƵůĚŚĞůƉƚŚĞ>ŝďƌĂƌǇŵĞĞƚŝƚƐůĞǀĞůŽĨƐĞƌǀŝĐĞƐƚĂŶĚĂƌĚŽĨ ƉƌŽǀŝĚŝŶŐ͘ϴϮƐƋƵĂƌĞĨŽŽƚŽĨůŝďƌĂƌǇƐƉĂĐĞƉĞƌĐĂƉŝƚĂ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $0 $0 $300,000 $0 $300,000 Total $0 $0 $0 $0 $300,000 $0 $300,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

Ϯϭ General Government Library Facilities Planning

Department Libraries Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Public Facilities Plan Strategic Plan Goal Healthy living and well-being Total Project Budget Ongoing

Project Description

^ŝƚĞĂŶĚĨĂĐŝůŝƚǇƉůĂŶŶŝŶŐ͕ĚĞƐŝŐŶ͕ĐŽŶƐƚƌƵĐƚŝŽŶ͕ĂŶĚůĂŶĚĂĐƋƵŝƐŝƚŝŽŶĨŽƌĨƵƚƵƌĞůŝďƌĂƌǇĨĂĐŝůŝƚŝĞƐ͘ Project Blueprint dŚŝƐƉƌŽũĞĐƚŝŶĐůƵĚĞƐĨĂĐŝůŝƚǇƉůĂŶŶŝŶŐ͕ĚĞƐŝŐŶ͕ĐŽŶƐƚƌƵĐƚŝŽŶ͕ĂŶĚůĂŶĚĂĐƋƵŝƐŝƚŝŽŶĨŽƌĨƵƚƵƌĞůŝďƌĂƌǇĨĂĐŝůŝƚŝĞƐŵĂĚĞŶĞĐĞƐƐĂƌǇďǇ ĚĞǀĞůŽƉŵĞŶƚĂŶĚŐƌŽǁƚŚŝŶƚŚĞŽƵŶƚǇĂŶĚĨŽƌƚŚĞĞǀĂůƵĂƚŝŽŶŽĨŽƉƚŝŽŶƐƚŽďĞƚƚĞƌƵƚŝůŝǌĞĞǆŝƐƚŝŶŐůŝďƌĂƌǇĨĂĐŝůŝƚŝĞƐ͘ĚĚŝƚŝŽŶĂů ůŝďƌĂƌŝĞƐǁŝůůƉƌŽǀŝĚĞĂĐĐĞƐƐƚŽƐĞƌǀŝĐĞƐŝŶƵŶĚĞƌƐĞƌǀĞĚĂƌĞĂƐŽĨƚŚĞŽƵŶƚǇ͘ĂƐŚƉƌŽĨĨĞƌƐĐŽŶƚŝŶƵĞƚŽĨƵŶĚƚŚŝƐƉƌŽũĞĐƚǁŝƚŚŶŽ ŝŵƉĂĐƚŽŶƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚ͘dŚĞĂŵŽƵŶƚƐƐŚŽǁŶŝŶĞĂĐŚǇĞĂƌ͕ƵŶůĞƐƐŽƚŚĞƌǁŝƐĞŶŽƚĞĚ͕ĂƌĞƌĞĨůĞĐƚŝǀĞŽĨƚŚĞĂŶƚŝĐŝƉĂƚĞĚĐĂƐŚ ƉƌŽĨĨĞƌĐŽůůĞĐƚŝŽŶĨŽƌƚŚĂƚǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Cash Proffers $0 $0 $200,000 $200,000 $200,000 $200,000 $800,000 Total $0 $0 $200,000 $200,000 $200,000 $200,000 $800,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϮϮ General Government Library Technology and Infrastructure Upgrades

Department Libraries Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Healthy living and well-being Total Project Budget Ongoing

Project Description

^ŽĨƚǁĂƌĞĂŶĚĞƋƵŝƉŵĞŶƚƌĞƉůĂĐĞŵĞŶƚĂŶĚƵƉŐƌĂĚĞƐƚŽƚŚĞ>ŝďƌĂƌǇΖƐ/ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵ;>/^ͿĂƐǁĞůůĂƐƚŚĞƌĞŚĂďŝůŝƚĂƚŝŽŶ͕ƌĞƉĂŝƌ͕ ŝŵƉƌŽǀĞŵĞŶƚ͕ŽƌƌĞƉůĂĐĞŵĞŶƚŽĨůŝďƌĂƌǇĨƵƌŶŝƐŚŝŶŐƐ͘ Project Blueprint dŚĞ>ŝďƌĂƌǇΖƐŝŶĨŽƌŵĂƚŝŽŶ ƐǇƐƚĞŵ ;>/^Ϳ ĐŽŶƐŝƐƚƐŽĨŵŽƌĞ ƚŚĂŶ ϲϱϬƐƚĂĨĨĂŶĚƉƵďůŝĐĐŽŵƉƵƚĞƌƐ͕ƐĞǀĞƌĂůƐĞƌǀĞƌƐ͕ĂŶĚĂƐƐŽĐŝĂƚĞĚ ŚĂƌĚǁĂƌĞĂŶĚƐŽĨƚǁĂƌĞ͘dŚĞ>/^ƌĞƉƌĞƐĞŶƚƐĂƐŝŐŶŝĨŝĐĂŶƚƉĞƌĐĞŶƚĂŐĞŽĨƚŚĞŽƵŶƚǇΖƐƚŽƚĂůƚĞĐŚŶŽůŽŐŝĐĂůĂƐƐĞƚƐ͘KŶŐŽŝŶŐĨƵŶĚŝŶŐŽĨ ƚŚŝƐƉƌŽũĞĐƚĞŶƐƵƌĞƐƚŚĞǀŝĂďŝůŝƚǇŽĨƚŚĞ>ŝďƌĂƌǇΖƐŵŝƐƐŝŽŶͲĐƌŝƚŝĐĂůƚĞĐŚŶŽůŽŐǇĂŶĚŽƉƚŝŵŝǌĞƐƚŚĞĨƵŶĐƚŝŽŶĂůŝƚǇŽĨĞǆŝƐƚŝŶŐůŝďƌĂƌǇ ĨĂĐŝůŝƚŝĞƐ͘ ƐƉĂƌƚŽĨĐŽŶƚŝŶƵŝŶŐĞĨĨŽƌƚƐƚŽŵŽǀĞŽƉĞƌĂƚŝŶŐĨƵŶĐƚŝŽŶƐŽƵƚŽĨƚŚĞ/W͕ĂƐƚĞƉͲĚŽǁŶƉůĂŶǁĂƐŝŵƉůĞŵĞŶƚĞĚŝŶ&zϮϬϭϳƚŚĂƚ ŵŽǀĞƐĨƵŶĚŝŶŐĨŽƌůŝďƌĂƌǇƚĞĐŚŶŽůŽŐǇĂŶĚŝŶƚĞƌŝŽƌƵƉŐƌĂĚĞƐƚŽƚŚĞ>ŝďƌĂƌǇŽƉĞƌĂƚŝŶŐďƵĚŐĞƚ͘dŚŝƐƌĞůŝĞǀĞƐƐŽŵĞŽĨƚŚĞƉƌĞƐƐƵƌĞ ďĞŝŶŐĞǆĞƌƚĞĚŽŶƚŚĞ/W͕ĂůůŽǁŝŶŐƚŚĞƐĞƌĞƐŽƵƌĐĞƐƚŽďĞƌĞĚŝƌĞĐƚĞĚƚŽŵĂũŽƌĨĂĐŝůŝƚǇŵĂŝŶƚĞŶĂŶĐĞĞĨĨŽƌƚƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $150,000 $100,000 $50,000 $0 $0 $300,000 Total $0 $150,000 $100,000 $50,000 $0 $0 $300,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

Ϯϯ General Government Midlothian Library Replacement

Department Libraries Project Location 521 Coalfield Road Magisterial District Midlothian Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Healthy living and well-being Total Project Budget $14,700,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂϮϬ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚůŝďƌĂƌǇŽŶƚŚĞĞǆŝƐƚŝŶŐůŝďƌĂƌǇƐŝƚĞ͘ Project Blueprint

ŽŶƐƚƌƵĐƚŝŽŶŽĨƚŚŝƐůŝďƌĂƌǇǁŝůůŚĞůƉŵĞĞƚƚŚĞŶĞĞĚƐŽĨĂŐƌŽǁŝŶŐƉŽƉƵůĂƚŝŽŶŝŶƚŚŝƐĂƌĞĂŽĨƚŚĞŽƵŶƚǇ͘dŚĞϮϬϭϮWƵďůŝĐ&ĂĐŝůŝƚŝĞƐ WůĂŶƌĞĐŽŵŵĞŶĚƐƚŚĂƚƚŚĞϭϱ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚDŝĚůŽƚŚŝĂŶ>ŝďƌĂƌǇĨĂĐŝůŝƚǇďĞĞǆƉĂŶĚĞĚŽƌƌĞƉůĂĐĞĚŝŶŽƌĚĞƌƚŽĂĚĚƌĞƐƐĚĞŵĂŶĚ ŝƐƐƵĞƐƌĞůĂƚĞĚƚŽŝŶĐƌĞĂƐĞƐŝŶƉŽƉƵůĂƚŝŽŶĂŶƚŝĐŝƉĂƚĞĚŝŶƚŚŝƐĂƌĞĂŽĨƚŚĞŽƵŶƚǇ͘ůĂƌŐĞƌĨĂĐŝůŝƚǇǁŽƵůĚŚĞůƉƚŚĞ>ŝďƌĂƌǇŵĞĞƚŝƚƐ ůĞǀĞůŽĨƐĞƌǀŝĐĞƐƚĂŶĚĂƌĚŽĨƉƌŽǀŝĚŝŶŐ͘ϴϮƐƋƵĂƌĞĨŽŽƚƉĞƌĐĂƉŝƚĂŽĨůŝďƌĂƌǇƐƉĂĐĞ͘ĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐŝŶƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚǁŝůů ďĞƌĞƋƵŝƌĞĚƚŽƐƚĂĨĨĂŶĚŽƉĞƌĂƚĞƚŚĞŶĞǁĨĂĐŝůŝƚǇ͖ĂůƚŚŽƵŐŚ͕ƚŚĞĂĚĚŝƚŝŽŶĂůĨƵŶĚƐƌĞƋƵŝƌĞĚĐĂŶďĞŽĨĨƐĞƚŝŶŵŽƐƚƉĂƌƚďǇƚŚĞĐƵƌƌĞŶƚ ĂůůŽĐĂƚŝŽŶƐĨŽƌƚŚĞĞǆŝƐƚŝŶŐůŝďƌĂƌǇ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Project Balances $0 $0 $125,000 $0 $0 $0 $125,000 Debt 0 0 500,000 0 13,800,000 0 14,300,000 Cash Proffers 0 0 275,000 0 0 0 275,000 Total $0 $0 $900,000 $0 $13,800,000 $0 $14,700,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $200,000 Operating 0 0 0 0 0 15,000 Debt Service 0 0 0 47,500 46,375 1,425,250 Total Operating Impact $0 $0 $0 $47,500 $46,375 $1,640,250

Ϯϰ General Government 800Mhz Public Safety Radio System Replacement/CADS

Department Emergency Communications Center Project Location Countywide Magisterial District Countywide Project Type Nonrecurring Identified Plan ECC Performance Plan Strategic Plan Goal Safety and security Total Project Budget $65,174,233

Project Description dŚŝƐƉƌŽũĞĐƚŝŶǀŽůǀĞƐƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨ͕ĂƐǁĞůůĂƐƚŚĞĂƐƐŽĐŝĂƚĞĚ ĐŽŶƐƵůƚŝŶŐ ƐĞƌǀŝĐĞƐ ĨŽƌ͕ ƚŚĞ ĐƵƌƌĞŶƚ ĂƉŝƚĂů ZĞŐŝŽŶΖƐ ŽŵŵƵŶŝĐĂƚŝŽŶƐ ϴϬϬ D,ǌ WƵďůŝĐ ^ĂĨĞƚǇ ZĂĚŝŽ ^ǇƐƚĞŵ ĂŶĚ ƚŚĞƌĞůĂƚĞĚƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞĐƵƌƌĞŶƚŽŵƉƵƚĞƌͲŝĚĞĚŝƐƉĂƚĐŚ ^ǇƐƚĞŵ;^Ϳ͕ZĞĐŽƌĚƐDĂŶĂŐĞŵĞŶƚ^ǇƐƚĞŵ;ZD^Ϳ͕ĂŶĚDŽďŝůĞĂƚĂ^ǇƐƚĞŵ͘ Project Blueprint dŚĞ ŽƵŶƚǇΖƐ ϴϬϬ D,ǌ ƌĂĚŝŽ ƐǇƐƚĞŵ ŝƐ Ă ƌĞŐŝŽŶĂů ĐŽŵŵƵŶŝĐĂƚŝŽŶ ƐǇƐƚĞŵ ƚŚĂƚ ĂůůŽǁƐ ƉƵďůŝĐ ƐĂĨĞƚǇ ƉĞƌƐŽŶŶĞů ŝŶ ƚŚĞ ŵĞƚƌŽͲ ZŝĐŚŵŽŶĚ ĂƌĞĂ ƚŽ ŚĂǀĞ ŝŶƚĞƌŽƉĞƌĂďŝůŝƚǇ͘ dŚĞ ĞŶĚ ŽĨ ƚŚĞ ƵƐĞĨƵů ůŝĨĞ ĨŽƌ ƚŚĞ ƌĞŐŝŽŶ͛Ɛ ĐŽŵŵƵŶŝĐĂƚŝŽŶƐ ƐǇƐƚĞŵ ĂƐ ǁĞůů ĂƐ ƚŚĞ ĂƐƐŽĐŝĂƚĞĚŽŵƉƵƚĞƌŝĚĞĚŝƐƉĂƚĐŚ^ǇƐƚĞŵŝƐϮϬϭϴ͘tŽƌŬĐŽŶƚŝŶƵĞƐǁŝƚŚƌĞŐŝŽŶĂůƌĂĚŝŽƉĂƌƚŶĞƌƐƚŽĐŽŽƌĚŝŶĂƚĞĂĐƚŝŽŶƐƌĞůĂƚĞĚ ƚŽƚŚĞ ƌĞƉůĂĐĞŵĞŶƚ ŽĨ ƚŚĞĞǆŝƐƚŝŶŐƐǇƐƚĞŵ͘dŚĞĂĐƋƵŝƐŝƚŝŽŶ ŽĨ ĐŽŶƐƵůƚŝŶŐƐĞƌǀŝĐĞƐŚĂƐĞŶĂďůĞĚŵŽǀĞŵĞŶƚŝŶƚŚĞĂƉƉƌŽƉƌŝĂƚĞ ĚŝƌĞĐƚŝŽŶ ƚŽ ĞŶƐƵƌĞ ĐŽŶƚŝŶƵĞĚ ƌĞŐŝŽŶĂů ŝŶƚĞƌŽƉĞƌĂďŝůŝƚǇ ĂŶĚ ĐŽŶƚŝŶƵĞĚ ƐƵƉƉŽƌƚ ƚŽ ƉƵďůŝĐ ƐĂĨĞƚǇ ƉĞƌƐŽŶŶĞů͘ dŚĞ ƉƌŽĐƵƌĞŵĞŶƚ ƉƌŽĐĞƐƐƚŽƌĞƉůĂĐĞƚŚĞƌĂĚŝŽƐǇƐƚĞŵĂŶĚƌĞůĂƚĞĚĨĂĐŝůŝƚŝĞƐƚŽŝŶĐůƵĚĞ ŵŽďŝůĞ ĂŶĚ ƉŽƌƚĂďůĞ ƌĂĚŝŽƐ͕ ƚŽǁĞƌ ƐŝƚĞ ĨĂĐŝůŝƚŝĞƐ ĂŶĚ ĞƋƵŝƉŵĞŶƚ͕ ĚŝƐƉĂƚĐŚ ĐŽŶƐŽůĞƐ͕ ĂŶĚ ĞƋƵŝƉŵĞŶƚ ƌŽŽŵ ĨĂĐŝůŝƚŝĞƐ ǁĂƐĐŽŵƉůĞƚĞĚĂŶĚĂĐŽŶƚƌĂĐƚĨŽƌƚŚĞŶĞǁƌĂĚŝŽƐǇƐƚĞŵǁĂƐ ĞǆĞĐƵƚĞĚŝŶ:ƵŶĞϮϬϭϲ͘ŽŶƚŝŶƵĞĚǁŽƌŬŝƐŝŶƉƌŽŐƌĞƐƐĨŽƌƚŚĞƉƌŽĐƵƌĞŵĞŶƚŽĨƚŚĞŽŵƉƵƚĞƌŝĚĞĚŝƐƉĂƚĐŚ^ǇƐƚĞŵ͕ǁŚŝĐŚǁŝůů ĂƐƐŝƐƚWƵďůŝĐ^ĂĨĞƚǇǁŝƚŚĐŝƚŝǌĞŶƐĂĨĞƚǇĂƐǁĞůůĂƐƚŚĞƐĂĨĞƚǇŽĨƉƌŽǀŝĚĞƌƐ͘/ƚǁŝůůĂůůŽǁƚŚĞŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶĞŶƚĞƌƚŽ ƉƌŽĐĞƐƐĐĂůůƐŝŶĂ ŵŽƌĞƚŝŵĞůǇŵĂŶŶĞƌĂŶĚƉƌŽǀŝĚĞŵƵĐŚŶĞĞĚĞĚƐĂĨĞƚǇƐĞŶƐŝƚŝǀĞŝŶĨŽƌŵĂƚŝŽŶƚŽƚŚĞƉƌŽǀŝĚĞƌƐ͘dŚĞĨƵŶĚŝŶŐ ĂůůŽƚƚĞĚŝƐĂŶƚŝĐŝƉĂƚĞĚƚŽďĞƐƵĨĨŝĐŝĞŶƚƚŽĐŽŵƉůĞƚĞƚŚĞƉƌŽũĞĐƚ͘dŚĞƌĞǁŝůůďĞŽŶŐŽŝŶŐŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐƚŚĂƚǁŝůůĐŽƐƚƚŚĞŐĞŶĞƌĂů ĨƵŶĚĂŶĂĚĚŝƚŝŽŶĂůΨϮϱϬ͕ϬϬϬŝŶ&zϮϬϮϮ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $13,174,233 $3,000,000 $0 $0 $0 $0 $3,000,000 Debt 36,100,000 12,900,000 0 0 0 0 12,900,000 Total $49,274,233 $15,900,000 $0 $0 $0 $0 $15,900,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 0 0 0 0 250,000 Debt Service 0 2,987,044 4,079,119 3,984,394 3,889,669 3,794,944 Total Operating Impact $0 $2,987,044 $4,079,119 $3,984,394 $3,889,669 $4,044,944

Ϯϱ General Government Fire Facilities Major Maintenance

Department Fire and EMS Project Location Countywide Fire and EMS stations Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Safety and security Total Project Budget Ongoing

Project Description

&ƵŶĚŝŶŐƚŽƌĞƉĂŝƌ͕ŵĂŝŶƚĂŝŶ͕ŽƌƌĞƉůĂĐĞŵĂũŽƌďƵŝůĚŝŶŐĐŽŵƉŽŶĞŶƚƐŝŶĨŝƌĞĂŶĚD^ĨĂĐŝůŝƚŝĞƐ͘ Project Blueprint dŚŝƐƉƌŽũĞĐƚƉƌŽǀŝĚĞƐĨƵŶĚŝŶŐĨŽƌŶĞĞĚĞĚƌĞƉĂŝƌƐĂƚǀĂƌŝŽƵƐĨŝƌĞƐƚĂƚŝŽŶƐƚŚƌŽƵŐŚŽƵƚƚŚĞŽƵŶƚǇĂŶĚĨƵŶĚŝŶŐƚŽŝŶŝƚŝĂƚĞĐŽƌƌĞĐƚŝǀĞ ƌĞƉĂŝƌƐƚŽƚŚĞŶŽŶWƵďůŝĐ^ĂĨĞƚǇdƌĂŝŶŝŶŐĞŶƚĞƌŝŶƚĞƌŶĂůƌŽĂĚǁĂǇƐ͘ZĞƉĂŝƌƐŝŶĐůƵĚĞƌŽŽĨƌĞƉůĂĐĞŵĞŶƚƐ͕ƉĂŝŶƚŝŶŐĂŶĚƌĞƉůĂĐĞŵĞŶƚ ŽĨĚĂŵĂŐĞĚĞǆƚĞƌŝŽƌƚƌŝŵ͖ƌĞƉůĂĐĞŵĞŶƚŽĨĂŐŝŶŐĂƵǆŝůŝĂƌǇƉŽǁĞƌƐǇƐƚĞŵƐ͕ǁŚŝĐŚƐƵƉƉŽƌƚĞŵĞƌŐĞŶĐǇƌĞƐƉŽŶƐĞ͖ƌĞƉůĂĐĞŵĞŶƚŽĨ ƐƚĂƚŝŽŶ,sƐǇƐƚĞŵƐƚŚĂƚĂƌĞƌĞĂĐŚŝŶŐƚŚĞŝƌĞŶĚŽĨƐĞƌǀŝĐĞůŝĨĞƚŽŵĂŝŶƚĂŝŶĞĨĨŝĐŝĞŶĐǇ͖ƌĞƉůĂĐĞŵĞŶƚŽĨŬŝƚĐŚĞŶĞǆŚĂƵƐƚŚŽŽĚƐĂŶĚ ŝŶƐƚĂůůĂƚŝŽŶŽĨƚŚĞƐƵƉƉƌĞƐƐŝŽŶƐǇƐƚĞŵƐŝŶƚŚĞŚŽŽĚĨŝǆƚƵƌĞƐ͖ĂŶĚƌĞƉĂŝƌŽĨƉĂƌŬŝŶŐůŽƚƐ͕ƐŝĚĞǁĂůŬƐĂŶĚĚƌŝǀĞǁĂǇƐ͘sĂƌŝŽƵƐƌĞƉĂŝƌƐ͕ ĐŽŵƉůŝĂŶĐĞƉƌŽũĞĐƚƐ͕ĂŶĚĨĂĐŝůŝƚǇĂůƚĞƌĂƚŝŽŶƐǁĞƌĞŝĚĞŶƚŝĨŝĞĚŝŶŵŽƐƚŽĨƚŚĞĨŝƌĞĂŶĚD^ĨĂĐŝůŝƚŝĞƐ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚĞƌĞĂƌĞƚŚƌĞĞĨŝƌĞ ĂŶĚD^ĨĂĐŝůŝƚŝĞƐŝŶŶĞĞĚŽĨƐŝŐŶŝĨŝĐĂŶƚƌŽŽĨǁŽƌŬĚƵĞƚŽƚŚĞĂŐĞŽĨƚŚĞŝƌĞǆŝƐƚŝŶŐĐŽŵƉŽŶĞŶƚƐ͘dŚĞĨƵŶĚŝŶŐǁŝůůďĞƵƚŝůŝǌĞĚĨŽƌƚŚĞ ŽŶŐŽŝŶŐƌĞŶŽǀĂƚŝŽŶƉůĂŶƐƚŚĂƚŵĂŝŶƚĂŝŶƚŚĞĞĨĨĞĐƚŝǀĞŶĞƐƐŽĨƚŚĞĨĂĐŝůŝƚŝĞƐŝŶƚŽƚŚĞĨƵƚƵƌĞ͘&ƵŶĚŝŶŐĨŽƌĨŝƌĞƐƚĂƚŝŽŶŵĂŝŶƚĞŶĂŶĐĞǁŝůů ŶĞĞĚ ƚŽ ďĞ ĐŽŶƚŝŶƵĞĚ ŝŶ &zϮϬϮϯ ĂŶĚ ďĞǇŽŶĚ͘ dŚĞƌĞ ƐŚŽƵůĚ ďĞ ŶŽ ĂĚĚŝƚŝŽŶĂů ŝŵƉĂĐƚ ƚŽ ƚŚĞ ŽƉĞƌĂƚŝŶŐ ďƵĚŐĞƚ ĨƌŽŵ ƚŚĞƐĞ ŵĂŝŶƚĞŶĂŶĐĞƉƌŽũĞĐƚƐ͖ƐŽŵĞĞŶĞƌŐǇĞĨĨŝĐŝĞŶĐŝĞƐĐŽƵůĚďĞƌĞĂůŝǌĞĚĚĞƉĞŶĚŝŶŐŽŶƚŚĞŶĂƚƵƌĞŽĨƚŚĞǁŽƌŬƉĞƌĨŽƌŵĞĚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $550,000 $600,000 $650,000 $650,000 $700,000 $3,150,000 Total $0 $550,000 $600,000 $650,000 $650,000 $700,000 $3,150,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

Ϯϲ General Government

Fire Facilities Maintenance and Repair Project Plan FY2018-2022

Total Projects FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-FY2022 Paving $23,400 $23,400 $23,400 $23,400 $23,400 $117,000 Fuel Tanks 23,800 23,800 23,800 23,800 23,800 119,000 HVAC Equipment 106,600 106,600 106,600 106,600 106,600 533,000 Generators 130,300 130,300 130,300 130,300 130,300 651,500 General Renovations 265,900 315,900 365,900 365,900 415,900 1,729,500 Total $550,000 $600,000 $650,000 $650,000 $700,000 $3,150,000

Ϯϳ General Government Jail Major Maintenance

Department Sheriff Project Location Chesterfield County Jail Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Safety and security Total Project Budget Ongoing

Project Description

KŶŐŽŝŶŐŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞĂƚƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ:Ăŝů͘ Project Blueprint dŚŝƐƉƌŽũĞĐƚƉƌŽǀŝĚĞƐĨƵŶĚƐĨŽƌĨĂĐŝůŝƚǇƌĞƉĂŝƌƐĂŶĚƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨĞƋƵŝƉŵĞŶƚĂƚƚŚĞŽƵŶƚǇũĂŝů͘/Ŷ&zϮϬϭϴ͕ƚŚĞŵĂũŽƌŝƚǇŽĨ ĨƵŶĚƐǁŝůůŐŽƚŽǁĂƌĚƐƚǁŽŵĂũŽƌƉƌŽũĞĐƚƐ͗ƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞĨĂĐŝůŝƚǇΖƐĐŽŽůŝŶŐƚŽǁĞƌƐĂŶĚƌĞƉůĂĐĞŵĞŶƚƚŚĞũĂŝůΖƐƐĞĐƵƌŝƚǇĐĂŵĞƌĂ ƐĞƌǀĞƌƐ͘ZĞŵĂŝŶŝŶŐĨƵŶĚŝŶŐǁŝůůďĞƵƐĞĚĨŽƌŵŝŶŽƌĨĂĐŝůŝƚǇƌĞƉĂŝƌĂŶĚƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨĞƋƵŝƉŵĞŶƚƚŚĂƚƌĞĂĐŚĞƐĞŶĚͲŽĨͲůŝĨĞ ƐƚĂƚƵƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $500,000 $550,000 $600,000 $600,000 $600,000 $2,850,000 Total $0 $500,000 $550,000 $600,000 $600,000 $600,000 $2,850,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

Ϯϴ General Government

Jail Major Maintenance FY2018-2022

Total Project Name FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-FY2022 General Major Maintenance $85,000 $315,000 $325,000 $300,000 $425,000 $1,050,000 Cooling Tower Replacement 230,000 630,000 Facility Improvements 55,000 85,000 100,000 70,000 25,000 335,000 Server Replacement 130,000 130,000 Security Enhancements/Replacement 150,000 175,000 230,000 150,000 705,000 Total $500,000 $550,000 $600,000 $600,000 $600,000 $2,850,000

Ϯϵ General Government Juvenile Detention Home Major Maintenance

Department Juvenile Detention Project Location 9600 Krause Road Magisterial District Dale Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Model for excellence in government Total Project Budget Ongoing

Project Description

DĂũŽƌĨĂĐŝůŝƚǇŵĂŝŶƚĞŶĂŶĐĞƉƌŽũĞĐƚƐƚŽŝŶĐůƵĚĞƌĞƉůĂĐĞŵĞŶƚŽĨŽďƐŽůĞƚĞƐǇƐƚĞŵƐĂŶĚƌĞƉĂŝƌŽĨďƵŝůĚŝŶŐĐŽŵƉŽŶĞŶƚƐ͘ Project Blueprint

ŽŶƚŝŶƵĂůŝŶǀĞƐƚŵĞŶƚŝŶĨĂĐŝůŝƚǇŵĂŝŶƚĞŶĂŶĐĞŝƐĐƌŝƚŝĐĂůŝŶŽƌĚĞƌƚŽďĞŝŶĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞϯϱϵĞƉĂƌƚŵĞŶƚŽĨ:ƵǀĞŶŝůĞ:ƵƐƚŝĐĞ ƌĞŐƵůĂƚŝŽŶƐ͘ƉůĂŶŶĞĚƉƌŽũĞĐƚůŝƐƚǁŝůůďĞĚĞƌŝǀĞĚĂŶĚƵƉĚĂƚĞĚĂŶŶƵĂůůǇ͕ǁŝƚŚƚŚĞƌĞĐŽŐŶŝƚŝŽŶƚŚĂƚĞŵĞƌŐĞŶĐǇƐŝƚƵĂƚŝŽŶƐŵĂǇ ĚŝǀĞƌƚĨƵŶĚƐĨƌŽŵƚŚĞƐƉĞĐŝĨŝĐƉůĂŶƚŽŵŽƌĞƵƌŐĞŶƚŶĞĞĚƐ͘&zϮϬϭϴƉůĂŶŶĞĚƉƌŽũĞĐƚƐŝŶĐůƵĚĞƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨŽďƐŽůĞƚĞ,s ĂŶĚĨŝƌĞƉĂŶĞůĐŽŶƚƌŽůƐĂƐǁĞůůĂƐ,sƌĞƉůĂĐĞŵĞŶƚĂŶĚĂƵƚŽŵĂƚŝŽŶŝŶƚŚĞŐǇŵ͘dŚĞƌĞƐŚŽƵůĚďĞŶŽĂĚĚŝƚŝŽŶĂůŝŵƉĂĐƚƚŽƚŚĞ ŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĨƌŽŵƚŚĞƐĞŵĂŝŶƚĞŶĂŶĐĞƉƌŽũĞĐƚƐ͖ƐŽŵĞĞŶĞƌŐǇĞĨĨŝĐŝĞŶĐŝĞƐĐŽƵůĚďĞƌĞĂůŝǌĞĚĚĞƉĞŶĚŝŶŐŽŶƚŚĞŶĂƚƵƌĞŽĨƚŚĞ ǁŽƌŬƉĞƌĨŽƌŵĞĚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $75,000 $90,000 $250,000 $100,000 $100,000 $615,000 Total $0 $75,000 $90,000 $250,000 $100,000 $100,000 $615,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϯϬ General Government

Juvenile Detention Major Maintenance Project Plan FY2018-2022

Total Projects FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-FY2022 HVAC Equipment $45,000 $26,600 $16,500 $100,000 $0 $188,100 Fire Panels 20,000 0 0 0 0 20,000 Capital Equipment Replacement 10,000 0 15,000 0 0 25,000 Flooring 0 40,000 40,000 0 0 80,000 General Maintenance 0 23,400 3,500 0 100,000 126,900 Camera System 0 0 175,000 0 0 175,000 Total $75,000 $90,000 $250,000 $100,000 $100,000 $615,000

ϯϭ General Government Major Facilities Maintenance and Repair

Department General Services Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Model for excellence in government Total Project Budget Ongoing

Project Description

DĂũŽƌĨĂĐŝůŝƚǇŵĂŝŶƚĞŶĂŶĐĞƉƌŽũĞĐƚƐƚŽŝŶĐůƵĚĞƌĞƉůĂĐĞŵĞŶƚŽĨƌŽŽĨƐĂŶĚ,s͕ĞůĞĐƚƌŝĐĂů͕ĨŝƌĞΘůŝĨĞƐĂĨĞƚǇƐǇƐƚĞŵƐ͖ƉĂǀŝŶŐ͖ĂŶĚ ďƵŝůĚŝŶŐĞŶǀĞůŽƉĞƌĞƉĂŝƌƐ͘ Project Blueprint

ŽŶƚŝŶƵĂůŝŶǀĞƐƚŵĞŶƚŝŶĨĂĐŝůŝƚŝĞƐŝƐĐƌŝƚŝĐĂůĐŽŶƐŝĚĞƌŝŶŐƚŚĂƚƚŚĞŽƵŶƚǇŵĂŝŶƚĂŝŶƐĂůŵŽƐƚϭϬϬďƵŝůĚŝŶŐƐƚŽƚĂůŝŶŐĂƉƉƌŽǆŝŵĂƚĞůǇϭ͘ϲ ŵŝůůŝŽŶƐƋƵĂƌĞĨĞĞƚǁŝƚŚĐŽŶƐƚƌƵĐƚŝŽŶĚĂƚĞƐƌĂŶŐŝŶŐĨƌŽŵϭϴϰϵƚŽϮϬϭϱ͘dŚĞƉůĂŶŶĞĚŵĂŝŶƚĞŶĂŶĐĞĂŶĚƌĞƉůĂĐĞŵĞŶƚŽĨŽƵŶƚǇ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞƉƌŽŵŽƚĞƐƚŚĞĞĨĨĞĐƚŝǀĞŵĂŶĂŐĞŵĞŶƚŽĨƉƵďůŝĐĂƐƐĞƚƐ͘ƉůĂŶŶĞĚƉƌŽũĞĐƚůŝƐƚŝƐĚĞƌŝǀĞĚĂŶĚƵƉĚĂƚĞĚĂŶŶƵĂůůǇ͕ǁŝƚŚ ƚŚĞ ƌĞĐŽŐŶŝƚŝŽŶ ƚŚĂƚ ĞŵĞƌŐĞŶĐǇ ƐŝƚƵĂƚŝŽŶƐ ŵĂǇ ĚŝǀĞƌƚ ĨƵŶĚƐ ĨƌŽŵ ƚŚĞ ƐƉĞĐŝĨŝĐ ƉůĂŶ ƚŽ ŵŽƌĞ ƵƌŐĞŶƚ ŶĞĞĚƐ͘ &zϮϬϭϴ ƉůĂŶŶĞĚ ƉƌŽũĞĐƚƐ ŝŶĐůƵĚĞ ,s ƌĞƉůĂĐĞŵĞŶƚ ĂŶĚ ĞŶǀĞůŽƉĞ ƌĞƉĂŝƌƐ Ăƚ ƚŚĞ WŽůŝĐĞĞƉĂƌƚŵĞŶƚΖƐƐĂƚĞůůŝƚĞƐƚĂƚŝŽŶŽŶ,ŝĐŬƐZŽĂĚ͕,s ƌĞƉůĂĐĞŵĞŶƚĂƚƚŚĞ>ĂWƌĂĚĞůŝďƌĂƌǇ͕ƉĂǀŝŶŐŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞĂŝƌƉŽƌƚ͕ĂŶĚƌĞƉůĂĐĞŵĞŶƚŽĨƐŵĂůůĞƌ,sƐǇƐƚĞŵƐĂŶĚŽƵƚĚĂƚĞĚ ĞůĞĐƚƌŝĐĂů ƉĂŶĞůƐ ĂŶĚ ƚƌĂŶƐĨŽƌŵĞƌƐ͘ /ŵƉůĞŵĞŶƚĂƚŝŽŶ ŽĨ ƚŚĞ ŵĂũŽƌ ŵĂŝŶƚĞŶĂŶĐĞ ƉƌŽŐƌĂŵ ǁŝůů ƉŽƐŝƚŝǀĞůǇ ŝŵƉĂĐƚ ƐƚĂĨĨŝŶŐ ĂŶĚ ŽƉĞƌĂƚŝŶŐĐŽƐƚƐďǇƌĞƉůĂĐŝŶŐŽůĚĞƌ͕ůĞƐƐĞĨĨŝĐŝĞŶƚƐǇƐƚĞŵƐǁŝƚŚŶĞǁĞƌĞƋƵŝƉŵĞŶƚƚŚĂƚŝƐůĞƐƐŵĂŝŶƚĞŶĂŶĐĞŝŶƚĞŶƐŝǀĞ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserves $0 $1,000,000 $0 $0 $0 $0 $1,000,000 Reserve for CIP 0 2,345,000 2,600,000 2,850,000 3,100,000 3,350,000 14,245,000 Total $0 $3,345,000 $2,600,000 $2,850,000 $3,100,000 $3,350,000 $15,245,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϯϮ General Government

Major Facilities Maintenance and Repair Project Plan FY2018-2022

Total Project Name FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22 General Facilities Maintenance and Repair $489,000 $114,700 $294,500 $297,700 $233,500 $1,429,400 HVAC Replacement 1,232,400 1,204,500 1,232,600 1,183,100 2,506,000 7,370,000 Pavement Maintenance 669,800 312,200 109,800 101,100 55,600 1,248,500 Electrical Maintenance 703,800 899,200 559,000 743,700 102,300 3,008,000 Roof Replacement 200,000 0 549,200 673,900 374,800 1,797,900 Contingency 50,000 69,400 104,900 100,500 77,800 402,600 Total $3,345,000 $2,600,000 $2,850,000 $3,100,000 $3,350,000 $15,245,000

ϯϯ General Government 5-Story Replacement Generator

Department General Services Project Location Lane B. Ramsey Building/Emergency Operations Center Magisterial District Dale Project Type Nonrecurring Identified Plan Strategic Plan Goal Strategic Plan Goal Safety and security Total Project Budget $600,000

Project Description

ZĞƉůĂĐĞŵĞŶƚŽĨƚŚĞĞŵĞƌŐĞŶĐǇŐĞŶĞƌĂƚŽƌƚŚĂƚƐĞƌǀĞƐƚŚĞ>ĂŶĞ͘ZĂŵƐĞǇĚŵŝŶŝƐƚƌĂƚŝŽŶƵŝůĚŝŶŐĂŶĚƚŚĞŽƵŶƚǇΖƐŵĞƌŐĞŶĐǇ KƉĞƌĂƚŝŽŶƐĞŶƚĞƌ͘ Project Blueprint dŚĞĞǆŝƐƚŝŶŐŐĞŶĞƌĂƚŽƌĨŽƌƚŚĞ>ĂŶĞ͘ZĂŵƐĞǇďƵŝůĚŝŶŐŚĂƐƌĞĂĐŚĞĚƚŚĞĞŶĚŽĨŝƚƐƵƐĞĨƵůůŝĨĞĂŶĚŵƵƐƚďĞƌĞƉůĂĐĞĚ͘WĂƌƚƐĂƌĞŶŽ ůŽŶŐĞƌĂǀĂŝůĂďůĞŵĞĂŶŝŶŐ͕ĂƚďĞƐƚ͕ƌĞďƵŝůƚƉĂƌƚƐĂƌĞƚŚĞŽŶůǇŽƉƚŝŽŶƚŽŬĞĞƉƚŚĞĞǆŝƐƚŝŶŐƵŶŝƚŽƉĞƌĂƚŝŶŐ͘dŚĞƌĞƉůĂĐĞŵĞŶƚŽĨƚŚŝƐ ƵŶŝƚŝƐĞƐƉĞĐŝĂůůǇĐƌŝƚŝĐĂůďĞĐĂƵƐĞƚŚŝƐďƵŝůĚŝŶŐƐĞƌǀĞƐĂƐƚŚĞŽƵŶƚǇΖƐŵĞƌŐĞŶĐǇKƉĞƌĂƚŝŽŶƐĞŶƚĞƌĚƵƌŝŶŐƚŝŵĞƐŽĨŵĂŶͲŵĂĚĞ ĂŶĚŶĂƚƵƌĂůĚŝƐĂƐƚĞƌĂŶĚĂŝĚƐŝŶĞŶƐƵƌŝŶŐƚŚĞĐŽŶƚŝŶƵŝƚǇŽĨĐŽƌĞƐĞƌǀŝĐĞƐ͘dŚĞƌĞƐŚŽƵůĚďĞŶŽĂĚĚŝƚŝŽŶĂůŝŵƉĂĐƚƚŽƚŚĞŽƉĞƌĂƚŝŶŐ ďƵĚŐĞƚĨƌŽŵƚŚŝƐƉƌŽũĞĐƚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $0 $600,000 $0 $0 $600,000 Total $0 $0 $0 $600,000 $0 $0 $600,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϯϰ General Government Enon Training Center Track Repaving

Department Police Department Project Location Enon Public Safety Training Center Magisterial District Bermuda Project Type Nonrecurring Identified Plan Strategic Plan Strategic Plan Goal Safety and Security Total Project Budget $800,000

Project Description

DĂŝŶƚĞŶĂŶĐĞƚŽƚŚĞƉƵďůŝĐƐĂĨĞƚǇŵĞƌŐĞŶĐǇsĞŚŝĐůĞKƉĞƌĂƚŝŽŶƐŽƵƌƐĞ;sKͿůŽĐĂƚĞĚŝŶƚŚĞŶŽŶƚƌĂŝŶŝŶŐĐŽŵƉůĞǆ͘ Project Blueprint dŚĞĚƌŝǀŝŶŐĐŽƵƌƐĞĂƚŶŽŶǁĂƐĐŽŵƉůĞƚĞĚŝŶĞĂƌůǇϮϬϭϬĨŽƌďĂƐŝĐĂŶĚŝŶͲƐĞƌǀŝĐĞĚƌŝǀĞƌƚƌĂŝŶŝŶŐ͘/ŶϮϬϭϱƚŚĞĐŽƵƌƐĞǁĂƐŽƉĞŶĞĚƚŽ ŽƵƚƐŝĚĞůĂǁĞŶĨŽƌĐĞŵĞŶƚũƵƌŝƐĚŝĐƚŝŽŶƐĨŽƌƵƐĞ͘dŚĞŵĂŝŶƚĞŶĂŶĐĞƐƚƵĚǇĐŽŵƉůĞƚĞĚŝŶ^ĞƉƚĞŵďĞƌϮϬϭϮďǇ ƚŚĞdŝŵŵŽŶƐ'ƌŽƵƉ ƉƌŽǀŝĚĞĚ ĂŶ ĞƐƚŝŵĂƚĞĚ ĐŽƐƚ ŽĨ ƌĞƉĂŝƌ ĂŶĚ ƌĞƉĂŝƌ ƐĐŚĞĚƵůĞ ƚŽŵĂŝŶƚĂŝŶ ƚŚĞ ĐŽƵƌƐĞ͘ &ƵŶĚŝŶŐ ŝŶ &zϮϬϭϵ ǁŝůů ĞŶĂďůĞ ƚŚĞ WŽůŝĐĞ ĞƉĂƌƚŵĞŶƚƚŽŵĂŝŶƚĂŝŶƚŚĞƚƌĂŝŶŝŶŐĐŽƵƌƐĞĂƐƌĞĐŽŵŵĞŶĚĞĚďǇƚŚĞ&zϮϬϭϯŵĂŝŶƚĞŶĂŶĐĞƐƚƵĚǇ͘dŚĞƌĞƐŚŽƵůĚďĞŶŽĂĚĚŝƚŝŽŶĂů ŝŵƉĂĐƚƚŽƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĨƌŽŵƚŚŝƐƉƌŽũĞĐƚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $800,000 $0 $0 $0 $800,000 Total $0 $0 $800,000 $0 $0 $0 $800,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϯϱ General Government Eanes Pittman Public Safety Training Center HVAC/Roof Replacement

Department General Services Project Location 6610 Public Safety Way Magisterial District Dale Project Type Nonrecurring Identified Plan N/A Strategic Plan Goal Model for excellence in government Total Project Budget $1,875,600

Project Description

ĞƐŝŐŶĂŶĚƌĞƉůĂĐĞŵĞŶƚŽĨƚŚƌĞĞƌĞŵĂŝŶŝŶŐ,sƵŶŝƚƐĂŶĚƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞƌŽŽĨĂƚƚŚĞĂŶĞƐͲWŝƚƚŵĂŶWƵďůŝĐ^ĂĨĞƚǇdƌĂŝŶŝŶŐ ĞŶƚĞƌ͘ Project Blueprint dŚĞ,sƐǇƐƚĞŵŚĂƐĞǆĐĞĞĚĞĚŝƚƐĂŶƚŝĐŝƉĂƚĞĚϮϬͲǇĞĂƌůŝĨĞĐǇĐůĞĂŶĚŚĂƐĞǆƉĞƌŝĞŶĐĞĚŵƵůƚŝƉůĞĨĂŝůƵƌĞƐƌĞƋƵŝƌŝŶŐƐŝŐŶŝĨŝĐĂŶƚĐŽƐƚůǇ ƌĞƉĂŝƌƐ͘dŚĞƐǇƐƚĞŵŝƐďĞǇŽŶĚŝƚƐĞĐŽŶŽŵŝĐĂůƐĞƌǀŝĐĞůŝĨĞĂŶĚŵƵƐƚďĞƌĞƉůĂĐĞĚƉƌŝŽƌƚŽĨĂŝůƵƌĞ͘/ŶĂĚĚŝƚŝŽŶ͕ĂƌĞƉůĂĐĞŵĞŶƚƐǇƐƚĞŵ ǁŝůů ĞŶĂďůĞ ƚŚĞ ŝŶƚƌŽĚƵĐƚŝŽŶ ŽĨ ĐŽŶƚƌŽů ƐǇƐƚĞŵƐ ƚŚĂƚ ǁŝůů ŝŵƉƌŽǀĞ ŽƉĞƌĂƚŝŽŶĂů ĂŶĚ ĞŶĞƌŐǇ ĞĨĨŝĐŝĞŶĐǇ͕ ŽĐĐƵƉĂŶƚ ĐŽŵĨŽƌƚ͕ ĂŶĚ ŵĂŝŶƚĂŝŶĂďŝůŝƚǇ͘ƵĞƚŽĂƐǇƐƚĞŵĨĂŝůƵƌĞ͕ƚǁŽ,sƵŶŝƚƐĂŶĚƚŚĞŚŽƚǁĂƚĞƌŚĞĂƚŝŶŐƐǇƐƚĞŵǁĞƌĞƌĞƉůĂĐĞĚĚƵƌŝŶŐ&zϮϬϭϲ͘&zϮϬϭϵ ĨƵŶĚŝŶŐǁŝůůďĞƵƐĞĚƚŽĐŽŵƉůĞƚĞƚŚĞƌĞŵĂŝŶĚĞƌŽĨƚŚĞƉƌŽũĞĐƚ͘EŽŝŵƉĂĐƚŽŶƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚŝƐĂŶƚŝĐŝƉĂƚĞĚ͖ŚŽǁĞǀĞƌ͕ǁŚĞŶ ƚŚŝƐƐǇƐƚĞŵŝƐĨƵůůǇƌĞƉůĂĐĞĚ͕ƐĂǀŝŶŐƐĨƌŽŵĞŶĞƌŐǇĞĨĨŝĐŝĞŶĐǇĂŶĚĚĞĐƌĞĂƐĞĚŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐĂƌĞĂŶƚŝĐŝƉĂƚĞĚ͘ ĚĚŝƚŝŽŶĂůůǇ͕ĞǆƉĂŶƐŝŽŶĂŶĚĐŽŶƚƌĂĐƚŝŽŶŽĨƚŚĞĞǆŝƐƚŝŶŐĂůƵŵŝŶƵŵƌŽŽĨĐĂƵƐĞĚďǇŵĂŶǇǇĞĂƌƐŽĨƐĞĂƐŽŶĂůƚĞŵƉĞƌĂƚƵƌĞƐǁŝŶŐƐŚĂƐ ĐƌĞĂƚĞĚ ĞŶůĂƌŐĞĚ ŚŽůĞƐ ĂƌŽƵŶĚ ƚŚĞ ƌŽŽĨ ĨĂƐƚĞŶĞƌƐ͕ ǁŚŝĐŚ ůĞĂĚƐ ƚŽůĞĂŬƐ͘^ƚĂĨĨŚĂƐŝŵƉůĞŵĞŶƚĞĚĂŶĂŐŐƌĞƐƐŝǀĞƉƌĞǀĞŶƚĂƚŝǀĞ ŵĂŝŶƚĞŶĂŶĐĞƉƌŽŐƌĂŵƚŽƉƌŽĂĐƚŝǀĞůǇŝĚĞŶƚŝĨǇŝƐƐƵĞƐďĞĨŽƌĞƚŚĞǇďĞĐŽŵĞǁŽƌƐĞƚŽŵŝŶŝŵŝǌĞƌĞƉĂŝƌĞǆƉĞŶƐĞƐ͘DĂŝŶƚĞŶĂŶĐĞƌĞƉĂŝƌƐ ŽǀĞƌƚŚĞƉĂƐƚǇĞĂƌƐŚĂƐĞŶĂďůĞĚƚŚŝƐƌŽŽĨƌĞƉůĂĐĞŵĞŶƚƚŽďĞƌĞƉƌŽŐƌĂŵŵĞĚŝŶƚŽĨƵƚƵƌĞǇĞĂƌƐ͕ǁŝƚŚƚŚĞĚĞƐŝŐŶƐĐŚĞĚƵůĞĚĨŽƌ &zϮϬϮϬĂŶĚƚŚĞƌĞƉůĂĐĞŵĞŶƚŝŶ&zϮϬϮϭ͘dŚĞƌŽŽĨǁŝůůďĞƌĞƉůĂĐĞĚǁŝƚŚĂŵŽƌĞĚƵƌĂďůĞƐƚĞĞůŵĂƚĞƌŝĂůƚŚĂƚŝƐŶŽƚĂƐƐƵƐĐĞƉƚŝďůĞƚŽ ĞǆƉĂŶƐŝŽŶĂŶĚĐŽŶƚƌĂĐƚŝŽŶĚƵƌŝŶŐŚŽƚĂŶĚĐŽůĚǁĞĂƚŚĞƌ͘hƚŝůŝǌŝŶŐĂŚŝŐŚƋƵĂůŝƚǇ͕ůŽŶŐůĂƐƚŝŶŐƉƌŽĚƵĐƚůŝŬĞƐƚĞĞůǁŝůůŵŝŶŝŵŝǌĞ ŽŶŐŽŝŶŐĐŽƐƚƐƚŽŵĂŝŶƚĂŝŶƚŚĞƌŽŽĨ͘>ŽǁĞƌĐŽƐƚĂůƚĞƌŶĂƚŝǀĞƐĂƌĞĂǀĂŝůĂďůĞďƵƚǁŽƵůĚƌĞƐƵůƚŝŶƚŚĞƐĂŵĞĞǆƉĂŶƐŝŽŶĂŶĚĐŽŶƚƌĂĐƚŝŽŶ ŝƐƐƵĞƐƚŚĂƚŚĂǀĞĐĂƵƐĞĚƚŚĞĞǆŝƐƚŝŶŐůĞĂŬƐ͘&ƵŶĚŝŶŐŶĞĞĚƐĨŽƌƚŚŝƐƉƌŽũĞĐƚŚĂǀĞĚĞĐƌĞĂƐĞĚĨƌŽŵƚŚĞƉƌŝŽƌǇĞĂƌĂƐƐƚĂĨĨŚĂƐǁŽƌŬĞĚ ƚŽƌĞĨŝŶĞƚŚĞƐĐŽƉĞĂŶĚĐŽƐƚĞƐƚŝŵĂƚĞƐ͘^ĂǀŝŶŐƐĨƌŽŵƌĞĚƵĐĞĚŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐĂƌĞĂŶƚŝĐŝƉĂƚĞĚŝŶƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚŽŶĐĞƚŚĞ ƌŽŽĨŝƐƌĞƉůĂĐĞĚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $979,600 $41,000 $855,000 $0 $1,875,600 Total $0 $0 $979,600 $41,000 $855,000 $0 $1,875,600

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϯϲ General Government Rogers Building HVAC

Department General Services Project Location 6801 Lucy Corr Boulevard Magisterial District Dale Project Type Nonrecurring Identified Plan N/A Strategic Plan Goal Model for excellence in government Total Project Budget $3,650,000

Project Description

ZĞƉůĂĐĞ,sƐǇƐƚĞŵĂŶĚĐŽŵƉůĞƚĞƌĞƉĂŝƌƐƚŽƚŚĞďƵŝůĚŝŶŐĞŶǀĞůŽƉĞŝŶƚŚĞZŽŐĞƌƐ;DĞŶƚĂů,ĞĂůƚŚͿƵŝůĚŝŶŐ͘ Project Blueprint

ZĞƉůĂĐĞŵĞŶƚ ŽĨ ƚŚĞ ϮϱͲǇĞĂƌͲŽůĚ ,s ƐǇƐƚĞŵ ĂŶĚ ďƵŝůĚŝŶŐ ĞŶǀĞůŽƉĞ;ĂƚƚŝĐƐ͕ǁĂůůƐ͕ĂŶĚĨůŽŽƌƐͿŝŵƉƌŽǀĞŵĞŶƚƐŝŶƚŚĞZŽŐĞƌƐ ƵŝůĚŝŶŐǁŝůůŝŵƉƌŽǀĞŚƵŵŝĚĐŽŶĚŝƚŝŽŶƐƚŚĂƚŚĂǀĞĞǆŝƐƚĞĚŝŶƚŚĞďƵŝůĚŝŶŐĨŽƌƐĞǀĞƌĂůǇĞĂƌƐ͘dŽƉƌŽǀŝĚĞƐŚŽƌƚͲƚĞƌŵŝŵƉƌŽǀĞŵĞŶƚ͕ ƵŝůĚŝŶŐƐĂŶĚ'ƌŽƵŶĚƐŚĂƐĐŽŵƉůĞƚĞĚŶƵŵĞƌŽƵƐŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞƉƌŽũĞĐƚƐƐƵĐŚĂƐƌŽŽĨĂŶĚƐŽĨĨŝƚƌĞƉĂŝƌƐ͕ĐĂƌƉĞƚĐůĞĂŶŝŶŐĂŶĚ ƌĞƉůĂĐĞŵĞŶƚ͕ŝŶƐƚĂůůĂƚŝŽŶŽĨĨŽĂŵŝŶƐƵůĂƚŝŽŶĂŶĚǀĂƉŽƌďĂƌƌŝĞƌƐŝŶĐƌĂǁůƐƉĂĐĞĂƌĞĂƐĂŶĚŚƵŵŝĚŝƚǇƐĞŶƐŽƌƐƚŽƚƌĂĐŬĐŽŶĚŝƚŝŽŶƐĂŶĚ ƉƌŽǀŝĚĞ ĚĂƚĂ ŶĞĞĚĞĚ ƚŽ ŵŽĚŝĨǇ ƚŚĞ ŽƉĞƌĂƚŝŽŶĂů ƐĞƚƚŝŶŐƐ ŽĨ ƚŚĞ ĐƵƌƌĞŶƚ Ăŝƌ ĐŽŶĚŝƚŝŽŶŝŶŐ ƵŶŝƚƐ͘ ,ŽǁĞǀĞƌ͕ ďƵŝůĚŝŶŐ ĞŶǀĞůŽƉĞ ŝŵƉƌŽǀĞŵĞŶƚƐĂŶĚƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞ,sĂƌĞŶĞĞĚĞĚĨŽƌĂůŽŶŐͲƚĞƌŵ ƐŽůƵƚŝŽŶ͘ &zϮϬϭϳ ĨƵŶĚŝŶŐ ǁŝůů ďĞ ƵƐĞĚ ƚŽ ĐŽŵƉůĞƚĞ ƐǇƐƚĞŵĚĞƐŝŐŶ͕ǁŚŝĐŚŝƐƵŶĚĞƌǁĂǇ͕ĂŶĚƚŚĞƐǇƐƚĞŵǁŝůůďĞĚĞƐŝŐŶĞĚŝŶĂŵĂŶŶĞƌƚŚĂƚǁŽƵůĚďĞĐŽŵƉĂƚŝďůĞǁŝƚŚĂŶǇĨƵƚƵƌĞĨĂĐŝůŝƚǇ ƌĞŶŽǀĂƚŝŽŶŽƌĞǆƉĂŶƐŝŽŶ͘^ǇƐƚĞŵƌĞƉůĂĐĞŵĞŶƚŝƐƉůĂŶŶĞĚĨŽƌ&zϮϬϭϴ͘ZĞƉůĂĐĞŵĞŶƚĐŽƐƚƐŝŶĐůƵĚĞĂƉŚĂƐŝŶŐƉƌĞŵŝƵŵƚŚĂƚǁŝůůďĞ ŶĞĐĞƐƐĂƌǇ ĚƵĞ ƚŽ ƚŚĞ ƉƌŽũĞĐƚ ďĞŝŶŐ ĐŽŵƉůĞƚĞĚ ŝŶ ĂŶ ŽĐĐƵƉŝĞĚ ďƵŝůĚŝŶŐ͘ EŽ ŝŵƉĂĐƚ ŽŶ ƚŚĞ ŽƉĞƌĂƚŝŶŐ ďƵĚŐĞƚ ŝƐ ĂŶƚŝĐŝƉĂƚĞĚ͖ ŚŽǁĞǀĞƌ͕,sƵƉŐƌĂĚĞƐĂƌĞŐĞŶĞƌĂůůǇĂŶƚŝĐŝƉĂƚĞĚƚŽŐĞŶĞƌĂƚĞĞŶĞƌŐǇĞĨĨŝĐŝĞŶĐǇ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶ ŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚ ǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $150,000 $3,500,000 $0 $0 $0 $0 $3,500,000 Total $150,000 $3,500,000 $0 $0 $0 $0 $3,500,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 0 315,000 308,000 301,000 294,000 Total Operating Impact $0 $0 $315,000 $308,000 $301,000 $294,000

ϯϳ General Government Park Improvements

Department Parks and Recreation Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Parks and Recreation Master Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

ZĞŶŽǀĂƚŝŽŶĂŶĚƌĞƉůĂĐĞŵĞŶƚŽĨƉĂƌŬŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŚĂƚŚĂƐŵĞƚŝƚƐƵƐĞĨƵůůŝĨĞƐƉĂŶƚŽŝŶĐůƵĚĞƐŽŵĞŶĞǁĐŽŶƐƚƌƵĐƚŝŽŶ͘ Project Blueprint

DĂũŽƌŵĂŝŶƚĞŶĂŶĐĞŝŶŽƵŶƚǇƉĂƌŬƐŝƐĂŶŽŶŐŽŝŶŐŶĞĞĚ͘dŚĞƐĞƌĞŶŽǀĂƚŝŽŶĂŶĚƌĞƉůĂĐĞŵĞŶƚƉƌŽũĞĐƚƐĂƌĞŶĞĐĞƐƐĂƌǇƚŽŵĂŝŶƚĂŝŶ ƐĂĨĞĂŶĚƵƐĞĨƵůĨĂĐŝůŝƚŝĞƐƚŽŵĞĞƚƉƵďůŝĐĚĞŵĂŶĚ͘&ŝĨƚǇƉĞƌĐĞŶƚŽĨƉĂƌŬĨĂĐŝůŝƚǇŝŶǀĞŶƚŽƌǇŝƐŵŽƌĞƚŚĂŶϮϱǇĞĂƌƐŽůĚ͘KƉĞƌĂƚŝŶŐ ŝŵƉĂĐƚƐƐŚŽǁŶŝŶ&zϮϬϭϴĂƌĞƌĞĨůĞĐƚŝǀĞŽĨŝŶĐƌĞĂƐĞĚĐŽƐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƉĂƌŬŝŵƉƌŽǀĞŵĞŶƚƐĂŶĚŶĞǁĨĂĐŝůŝƚŝĞƐƚŚĂƚŚĂǀĞĐŽŵĞ ŽŶůŝŶĞŽǀĞƌƌĞĐĞŶƚǇĞĂƌƐƚŚĂƚĚŝĚŶŽƚƌĞĐĞŝǀĞŽƉĞƌĂƚŝŶŐĂĚũƵƐƚŵĞŶƚƐŝŶƚŚĞǇĞĂƌƚŚĞǇďĞĐĂŵĞĂƉĂƌƚŽĨƚŚĞƐǇƐƚĞŵ͘'ĞŶĞƌĂůůǇ͕ ŚŽǁĞǀĞƌ͕ƉĂƌŬŝŵƉƌŽǀĞŵĞŶƚƐƐŚŽƵůĚƉƌŽǀŝĚĞƐŽŵĞƌĞůŝĞĨƚŽƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚďǇƌĞƉůĂĐŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŚĂƚŚĂƐďĞĐŽŵĞ ŵĂŝŶƚĞŶĂŶĐĞŝŶƚĞŶƐŝǀĞ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $2,220,000 $2,700,000 $2,950,000 $3,050,000 $3,100,000 $14,020,000 Total $0 $2,220,000 $2,700,000 $2,950,000 $3,050,000 $3,100,000 $14,020,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 40,000 0 0 0 0 Debt Service 000000 Total Operating Impact $0 $40,000 $0 $0 $0 $0

ϯϴ General Government

Summary of Park Improvements FY2018-2022

FY2018 FY2019 FY2020 FY2021 FY2022 Renovation/Replacement/Enhancement Area Lighting $75,000 $75,000 $100,000 $100,000 $100,000 Athletic Fields 250,000 100,000 200,000 200,000 200,000 Athletic Lighting 400,000 600,000 700,000 350,000 455,000 Buildings and Structures 75,000 75,000 100,000 100,000 100,000 Courts 200,000 200,000 100,000 400,000 200,000 Infrastructure 275,000 275,000 400,000 434,000 300,000 Playgrounds 75,000 175,000 75,000 125,000 250,000 Roads and Parking 200,000 200,000 225,000 225,000 250,000 Speciality Facilities 0 178,000 100,000 50,000 150,000 Trails 200,000 300,000 400,000 500,000 500,000 Administrative Costs 275,000 280,000 285,000 290,000 295,000 General Contingency 195,000 242,000 265,000 276,000 276,000 Total $2,220,000 $2,700,000 $2,950,000 $3,050,000 $3,100,000

Five Year Summary By Category Construction Cost Percent of Total Renovation/Replacement/Enhancement Area Lighting $450,000 3% Athletic Fields 950,000 7% Athletic Lighting 2,505,000 18% Buildings and Structures 450,000 3% Courts 1,100,000 8% Infrastructure 1,684,000 12% Playgrounds 700,000 5% Roads and Parking 1,100,000 8% Speciality Facilities 478,000 3% Trails 1,900,000 14% Administrative Costs 1,425,000 10% General Contingency 1,278,000 9% Total $14,020,000 100%

ϯϵ General Government Post Closure Landfill Care

Department General Services Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

KŶŐŽŝŶŐŵĂŝŶƚĞŶĂŶĐĞĂƚƚŚĞƚŚƌĞĞĐůŽƐĞĚ͕ŽƵŶƚǇͲŽǁŶĞĚůĂŶĚĨŝůůƐĂƐŵĂŶĚĂƚĞĚďǇƚŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨŶǀŝƌŽŶŵĞŶƚĂů YƵĂůŝƚǇ͘ Project Blueprint

WŽƐƚ ĐůŽƐƵƌĞ ŵĂŝŶƚĞŶĂŶĐĞ ĨƵŶĚƐ ĨŽƌ ůĂŶĚĨŝůůƐ ĞŶĂďůĞ ŽƵŶƚǇ ĐŽŵƉůŝĂŶĐĞ ǁŝƚŚ ƐƚĂƚĞ ĂŶĚ ĨĞĚĞƌĂů ƌĞŐƵůĂƚŝŽŶƐ͘ ƵƌƌĞŶƚ ƉƌŽũĞĐƚ ĨƵŶĚŝŶŐŝƐĂĚĞƋƵĂƚĞĨŽƌƐůŽƉĞŵĂŝŶƚĞŶĂŶĐĞ͕ĂƐǁĞůůĂƐŐƌŽƵŶĚǁĂƚĞƌĂŶĚŵĞƚŚĂŶĞŐĂƐŵŽŶŝƚŽƌŝŶŐĚƵĞƚŽŽĐĐƵƌŝŶ&zϮϬϭϴ͘&Žƌ &zϮϬϭϴĂŶĚďĞǇŽŶĚ͕ĨƵŶĚŝŶŐŶĞĞĚƐĨŽƌƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĂĐƚŝǀŝƚǇĐŽƐƚƐŚĂǀĞŵŝŐƌĂƚĞĚƚŽƚŚĞtZZŽƉĞƌĂƚŝŶŐďƵĚŐĞƚǁŝƚŚ ƚŚĞƚƌƵĞĐĂƉŝƚĂůƉŽƌƚŝŽŶƐŽĨƉŽƐƚĐůŽƐƵƌĞŵĂŝŶƚĞŶĂŶĐĞ͕ƐƵĐŚĂƐůĂŶĚĨŝůůĐĂƉĂŶĚƐůŽƉĞƌĞƉĂŝƌƐ͕ƚŽƌĞŵĂŝŶŝŶƚŚĞ/WĂƐĚĞŵŽŶƐƚƌĂƚĞĚ ďǇƚŚĞƌĞĐƵƌƌŝŶŐĨƵŶĚŝŶŐƚŚĂƚĞŵĞƌŐĞƐŝŶ&zϮϬϮϬ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $0 $225,000 $225,000 $225,000 $675,000 Total $0 $0 $0 $225,000 $225,000 $225,000 $675,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϰϬ General Government Public Safety Mobile Computer Replacement

Department Public Safety Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan N/A Strategic Plan Goal Safety and security Total Project Budget Ongoing

Project Description

ZĞƉůĂĐĞŵĞŶƚŽĨŽŵƉƵƚĞƌŝĚĞĚŝƐƉĂƚĐŚ^ǇƐƚĞŵ;^ͿĐŽŵƉĂƚŝďůĞŵŽďŝůĞĐŽŵƉƵƚĞƌƐ͘ Project Blueprint dŚĞ ŽƵŶƚǇ ƵƚŝůŝǌĞƐ ŵŽƌĞ ƚŚĂŶ ϳϬϬ ŵŽďŝůĞ ĚĂƚĂ ĐŽŵƉƵƚĞƌƐ ŝŶ ƉƵďůŝĐƐĂĨĞƚǇǀĞŚŝĐůĞƐ͘dŚĞWŽůŝĐĞĞƉĂƌƚŵĞŶƚ͕&ŝƌĞĂŶĚD^ ƉĞƌƐŽŶŶĞů͕ĂŶĚ^ŚĞƌŝĨĨΖƐĚĞƉƵƚŝĞƐƵƐĞƚŚŝƐƚĞĐŚŶŽůŽŐǇƚŽĂŝĚĞƚŚĞŝƌŝŶĐŝĚĞŶƚƌĞƐƉŽŶƐĞƐĂŶĚĂƐĂŵĞĂŶƐƚŽĐŽŵŵƵŶŝĐĂƚĞǁŝƚŚƚŚĞ ƐƚĂƚĞƉŽůŝĐĞ͕ŽƚŚĞƌĐŽƵŶƚǇƵŶŝƚƐ͕ĂŶĚƚŚĞŽƵŶƚǇΖƐŵĞƌŐĞŶĐǇŽŵŵƵŶŝĐĂƚŝŽŶƐĞŶƚĞƌ͘ ƉůĂŶŝƐŝŶƉůĂĐĞƚŽƐǇƐƚĞŵĂƚŝĐĂůůǇƌĞƉůĂĐĞƚŚĞƐĞĐŽŵƉƵƚĞƌƐďĂƐĞĚŽŶĂŶĂŶƚŝĐŝƉĂƚĞĚĨŝǀĞͲǇĞĂƌůŝĨĞƐƉĂŶ͘dŚĞƉƌŽũĞĐƚĂůůŽǁƐĨŽƌ ĐŽŶƚŝŶƵĞĚƌĞƉůĂĐĞŵĞŶƚƐŽĨƉĞƌƐŽŶĂůĐŽŵƉƵƚĞƌƐ͕ƐĞƌǀŝĐĞƐ͕ƐŽĨƚǁĂƌĞ͕ĂŶĚĚŽĐŬŝŶŐƐƚĂƚŝŽŶƐ͘dŚĞƌĞŝƐŶŽĂĚĚŝƚŝŽŶĂůŝŵƉĂĐƚƚŽƚŚĞ ŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĂƚƚƌŝďƵƚĂďůĞƚŽƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞƐĞĞǆŝƐƚŝŶŐĂƐƐĞƚƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $900,000 $900,000 $900,000 $900,000 $900,000 $4,500,000 Total $0 $900,000 $900,000 $900,000 $900,000 $900,000 $4,500,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϰϭ General Government Stormwater Infrastructure Maintenance

Department Environmental Engineering Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

DĂŶĂŐĞŵĞŶƚĂŶĚŵĂŝŶƚĞŶĂŶĐĞŽĨŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŚĂƚĚĞƚĞƌŵŝŶĞƐƚŚĞĂŵŽƵŶƚ;ƋƵĂŶƚŝƚǇͿĂŶĚĐůĞĂŶůŝŶĞƐƐ;ƋƵĂůŝƚǇͿŽĨƐƚŽƌŵǁĂƚĞƌ ƌƵŶŽĨĨǁŝƚŚŝŶƚŚĞŽƵŶƚǇ͘ Project Blueprint dŚĞŽƵŶƚǇŽǁŶƐĂŶĚŵĂŝŶƚĂŝŶƐƐĞǀĞƌĂůŚƵŶĚƌĞĚŵŝůĞƐŽĨƐƚŽƌŵǁĂƚĞƌŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘^ƚŽƌŵǁĂƚĞƌŝŶĨƌĂƐƚƌƵĐƚƵƌĞƉƌŽũĞĐƚƐŝŶĐůƵĚĞ ƌĞƉĂŝƌŽƌƌĞƉůĂĐĞŵĞŶƚŽĨĨĂŝůĞĚͬĚĞŐƌĂĚĞĚƐƚŽƌŵƐĞǁĞƌƐ͕ŝŶƐƚĂůůĂƚŝŽŶ ŽĨƐƚŽƌŵƐĞǁĞƌƐŽƌ ƌĞƚĞŶƚŝŽŶďĂƐŝŶƐƚŽƌĞĚƵĐĞĨůŽŽĚŝŶŐ͕ ƌĞƉĂŝƌŽĨDWƐ;ĞƐƚDĂŶĂŐĞŵĞŶƚWƌĂĐƚŝĐĞƐͿ͕ŵĂŝŶƚĞŶĂŶĐĞĚƌĞĚŐŝŶŐŽĨDWƐ͕ĂŶĚŽƚŚĞƌƌĞůĂƚĞĚƉƌŽũĞĐƚƐƚŽĞŶƐƵƌĞƚŚĞŝŶƚĞŐƌŝƚǇ ŽĨƚŚĞƐƚŽƌŵǁĂƚĞƌŝŶĨƌĂƐƚƌƵĐƚƵƌĞŽĨƚŚĞŽƵŶƚǇ͘dŚŝƐƉƌŽŐƌĂŵŚĂƐďĞĞŶĚĞƐŝŐŶĞĚƚŽǁŽƌŬŝŶĐŽůůĂďŽƌĂƚŝŽŶǁŝƚŚƚŚĞŚĞƐĂƉĞĂŬĞ ĂǇ dŽƚĂů DĂǆŝŵƵŵ ĂŝůǇ >ŽĂĚ ;dD>Ϳ ƉƌŽũĞĐƚ͘ ^ƉĞĐŝĨŝĐĂůůǇ͕ ƐŽŵĞ ƐƚƌĞĂŵ ƌĞƐƚŽƌĂƚŝŽŶ ƉƌŽũĞĐƚƐ ǁŝůů ĂůƐŽ ƌĞƋƵŝƌĞ ƐƵƉƉŽƌƚŝŶŐ ĚƌĂŝŶĂŐĞĂŶĚŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝŵƉƌŽǀĞŵĞŶƚƐ͕ǁŚŝĐŚǁŝůůďĞĂĚĚƌĞƐƐĞĚƚŚƌŽƵŐŚƚŚŝƐƉƌŽŐƌĂŵ͘dŚĞƐĞƉƌŽũĞĐƚĨƵŶĚƐĂƌĞƉĂƌƚŶĞƌĞĚ ǁŝƚŚĂDWŵĂŝŶƚĞŶĂŶĐĞĐƌĞǁŝŶƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĨŽƌŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘ dŚĞƌĞ ĂƌĞ ŶŽ ĂŶƚŝĐŝƉĂƚĞĚ ĐŽƐƚƐ ďĞǇŽŶĚ ǁŚĂƚΖƐ ĐƵƌƌĞŶƚůǇďƵĚŐĞƚĞĚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 Total $0 $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϰϮ General Government Technology Infrastructure Maintenance

Department IST Project Location Countywide Magisterial District Countywide Project Type Recurring Identified Plan Blueprint Chesterfield Strategic Plan Goal Model for excellence in government Total Project Budget Ongoing

Project Description

/ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵƐdĞĐŚŶŽůŽŐǇ;/^dͿŝŶĨƌĂƐƚƌƵĐƚƵƌĞƌĞƉůĂĐĞŵĞŶƚ͘ Project Blueprint

/^dŚĂƐŵŝůůŝŽŶƐŽĨĚŽůůĂƌƐǁŽƌƚŚŽĨŝŶĨƌĂƐƚƌƵĐƚƵƌĞƵƐĞĚƚŽƐƵƉƉŽƌƚĂůůŽƵŶƚǇĚĞƉĂƌƚŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐƐĐŚŽŽůƐĂŶĚƉƵďůŝĐƐĂĨĞƚǇ͘Ɛ ƚŚŝƐŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŐĞƐĂŶĚĐĂŶŶŽůŽŶŐĞƌďĞŵĂŝŶƚĂŝŶĞĚ͕ŝƚŶĞĞĚƐƚŽďĞƌĞƉůĂĐĞĚǁŝƚŚŶĞǁĞƌ͕ŵĂŝŶƚĂŝŶĂďůĞƚĞĐŚŶŽůŽŐǇ͘ŶŶƵĂů ĨƵŶĚŝŶŐƚŚƌŽƵŐŚƚŚĞ/WǁŝůůŚĞůƉĞŶĂďůĞ/dƚŽŬĞĞƉĂďƌĞĂƐƚŽĨƚŚŝƐŶĞĞĚ͘'ĞŶĞƌĂůůǇ͕ƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨŽƵƚĚĂƚĞĚƚĞĐŚŶŽůŽŐǇ ĂƐƐĞƚƐƐŚŽƵůĚƉƌŽǀŝĚĞƐŽŵĞƌĞůŝĞĨƚŽƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚďǇƌĞƉůĂĐŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŚĂƚŚĂƐďĞĐŽŵĞŵĂŝŶƚĞŶĂŶĐĞŝŶƚĞŶƐŝǀĞŽƌ ŝŶŽƉĞƌĂďůĞ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $1,350,000 $950,000 $1,000,000 $1,100,000 $1,100,000 $5,500,000 Total $0 $1,350,000 $950,000 $1,000,000 $1,100,000 $1,100,000 $5,500,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϰϯ General Government Bensley Community Center Improvements

Department Parks and Recreation Project Location 2900 Drewry's Bluff Road Magisterial District Bermuda Project Type Nonrecurring Identified Plan Parks and Recreation Master Plan Strategic Plan Goal Healthy living and well-being Total Project Budget $308,000

Project Description

ǀĂůƵĂƚŝŽŶĂŶĚƉƌŝŽƌŝƚŝǌĂƚŝŽŶŽĨĨĂĐŝůŝƚǇŶĞĞĚƐƚŽďĞĨŽůůŽǁĞĚďǇƐŝƚĞƵƉŐƌĂĚĞƐĂŶĚĞǆƉĂŶƐŝŽŶĂƐĨƵŶĚŝŶŐĂůůŽǁƐ͘ Project Blueprint

WƌŽŐƌĂŵĂƚƚĞŶĚĂŶĐĞŝƐƐƚĞĂĚŝůǇŝŶĐƌĞĂƐŝŶŐĂƚƚŚĞƌĞĐƌĞĂƚŝŽŶĐĞŶƚĞƌ͕ƉƌŝŵĂƌŝůǇĨŽƌƐĞŶŝŽƌƉƌŽŐƌĂŵŵŝŶŐ͕ĂŶĚĐŽŵŵƵŶŝƚǇƵƐĞŽĨƚŚĞ ƉĂƌŬŚĂƐŝŶĐƌĞĂƐĞĚĚƵĞƚŽĂŶĞǁƉůĂǇŐƌŽƵŶĚĂŶĚĞǆƉĂŶĚĞĚƵƐĞŽĨƚŚĞƐŽĐĐĞƌĨŝĞůĚ͘WĂƌŬŝŶŐůŝŵŝƚƐƉƌŽŐƌĂŵƐŝǌĞĂŶĚĞǀĞŶƚĐĂƉĂĐŝƚǇ͘ dŚŝƐ ƉƌŽũĞĐƚ ǁŝůů ŝŶĐůƵĚĞ ƚǁŽ ƉŚĂƐĞƐ͗ ĨƵŶĚŝŶŐ ŝŶ &zϮϬϭϴ ǁŝůů ďĞ ƵƚŝůŝǌĞĚ ĨŽƌ ĞŶŐŝŶĞĞƌŝŶŐ ĂŶĚ ĨƵŶĚŝŶŐ ŝŶ &zϮϬϭϵ ǁŝůů ĂůůŽǁ ĨŽƌ ĐŽŶƐƚƌƵĐƚŝŽŶŽĨϱϬĐĂƌƉĂƌŬŝŶŐ͕ƉĂƌŬŝŶŐůŝŐŚƚŝŶŐ͕ĂŶĚĂŶĞǆƉĂŶĚĞĚǁĂůŬǁĂǇͬƚƌĂŝůƐǇƐƚĞŵ͘dŚŝƐĂĚĚŝƚŝŽŶĂůƉĂƌŬŝŶŐŝƐĂŶƚŝĐŝƉĂƚĞĚƚŽ ŝŶĐƌĞĂƐĞ ĨĂĐŝůŝƚǇ ƌĞŶƚĂůƐ ĂŶĚ ďĞƚƚĞƌ ĂĐĐŽŵŵŽĚĂƚĞ ĂƚŚůĞƚŝĐ ƵƐĞ͘ &ƵƚƵƌĞ ŝŵƉƌŽǀĞŵĞŶƚƐ ŝŶĐůƵĚĞ Ă ƌĞĐƌĞĂƚŝŽŶ ĐĞŶƚĞƌ ĞǆƉĂŶƐŝŽŶ͘ ƐƚŝŵĂƚĞĚĂŶŶƵĂůŽƉĞƌĂƚŝŶŐĐŽƐƚƐŽĨΨϮ͕ϱϬϬŝŶĐůƵĚĞŵĂŝŶƚĞŶĂŶĐĞĨƵŶĚŝŶŐĨŽƌƚŚĞƉĂƌŬŝŶŐůŽƚ͕ƚŚĞŶĞǁ͘ϮϱŵŝůĞƚƌĂŝů͕ĂŶĚŐĞŶĞƌĂů ŐƌŽƵŶĚƐƵƉŬĞĞƉ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $52,000 $256,000 $0 $0 $0 $308,000 Total $0 $52,000 $256,000 $0 $0 $0 $308,000

Operating Budget Impact Personnel $0 $0 $0 $2,500 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $2,500 $0 $0

ϰϰ General Government Clover Hill Athletic Complex

Department Parks and Recreation Project Location 17701 Genito Road Magisterial District Clover Hill Project Type Nonrecurring Identified Plan Parks and Recreation Master Plan Strategic Plan Goal Healthy living and well-being Total Project Budget $1,800,000

Project Description

/ŶƐƚĂůůĂƚŝŽŶ ŽĨ ŝƌƌŝŐĂƚŝŽŶ ŽŶ ƐĞǀĞŶ ĨŝĞůĚƐ ĂƐ ǁĞůů ĂƐ ƌĞƐƚƌŽŽŵƐ͕ ƐŚĞůƚĞƌ͕ ƉĂƌŬŝŶŐ͕ ĂŶĚ ƉůĂǇŐƌŽƵŶĚƐ Ăƚ ƚŚĞ ůŽǀĞƌ ,ŝůů ƚŚůĞƚŝĐ ŽŵƉůĞǆ͘ Project Blueprint dŚŝƐ ƉƌŽũĞĐƚ ŝŶĐůƵĚĞƐ ĨƵŶĚŝŶŐ ĨŽƌ ƚŚĞĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨĂ ǁĂƚĞƌ ƐƵƉƉůǇ ƉŽŶĚ ĂŶĚ ŝƌƌŝŐĂƚŝŽŶ ĨŽƌ ƐĞǀĞŶ ĨŝĞůĚƐ ŝŶ &zϮϬϭϵ ĂŶĚ ƚŚĞ ĂĚĚŝƚŝŽŶŽĨƌĞƐƚƌŽŽŵƐ͕ƉĂƌŬŝŶŐƐƉĂĐĞƐ͕ƉŝĐŶŝĐƐŚĞůƚĞƌ͕ĂŶĚƉůĂǇŐƌŽƵŶĚ ŝŶ &zϮϬϮϬ͘ dŚĞƐĞ ĂĚĚĞĚ ĂŵĞŶŝƚŝĞƐ ǁŝůů ƉƌŽǀŝĚĞ Ă ŚŝŐŚͲ ƋƵĂůŝƚǇŐĞŶĞƌĂůƉĂƌŬĞǆƉĞƌŝĞŶĐĞĂƐǁĞůůĂƐŐƌĞĂƚůǇĞŶŚĂŶĐĞƚŚĞŽƵŶƚǇΖƐƐƉŽƌƚƐƚŽƵƌŝƐŵĞĨĨŽƌƚƐ͘dŚŝƐƐŝƚĞŝƐĞƐƐĞŶƚŝĂůƚŽĂƚƚƌĂĐƚ ůĂƌŐĞ ƐƉŽƌƚƐ ƚŽƵƌŶĂŵĞŶƚƐ͕ ĂƐ ŝƚ ƐƵƉƉůĞŵĞŶƚƐ ĨĂĐŝůŝƚŝĞƐ Ăƚ ZŝǀĞƌ ŝƚǇ ^ƉŽƌƚƐ ŽŵƉůĞǆ͘ &ƵƚƵƌĞ ŝŵƉƌŽǀĞŵĞŶƚƐ ŝŶĐůƵĚĞ Ă ƐĞĐŽŶĚ ƌĞƐƚƌŽŽŵĂŶĚĂŶĞǀĞŶƚƐĞƌǀŝĐĞƐĂƌĞĂ͘ŶŶƵĂůŽƉĞƌĂƚŝŶŐĐŽƐƚƐĨŽƌŐĞŶĞƌĂůŵĂŝŶƚĞŶĂŶĐĞĂŶĚŐƌŽƵŶĚƐƵƉŬĞĞƉĂƌĞƉƌŽũĞĐƚĞĚƚŽďĞ Ψϭϱ͕ϯϬϬ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $800,000 $1,000,000 $0 $0 $1,800,000 Total $0 $0 $800,000 $1,000,000 $0 $0 $1,800,000

Operating Budget Impact Personnel $0 $0 $0 $0 $15,300 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $15,300 $0

ϰϱ General Government Conservation Area Development

Department Parks and Recreation Project Location Various Magisterial District Countywide Project Type Nonrecurring Identified Plan Parks and Recreation Master Plan Strategic Plan Goal Healthy living and well-being Total Project Budget $1,800,000

Project Description dĞŵƉŽƌĂƌǇƉĂƌŬŝŶŐĂŶĚĚĞǀĞůŽƉŵĞŶƚŽĨŶĂƚƵƌĂůƐƵƌĨĂĐĞƚƌĂŝůƐĂƚǀĂƌŝŽƵƐƐŝƚĞƐĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶŽĨĂŶ ŽĨĨͲĐŚĂŶŶĞůďŽĂƚůĂƵŶĐŚ ĨĂĐŝůŝƚǇĂƚƚŚĞƵƚĐŚ'ĂƉŽŶƐĞƌǀĂƚŝŽŶƌĞĂ͘ Project Blueprint dŚŝƐ ŝƐ Ă ŵƵůƚŝͲƐŝƚĞ ƉƌŽũĞĐƚ ŝŶ &zϮϬϭϴͲ&zϮϬϮϭ ƚŽ ƉƌŽǀŝĚĞ ĞǆƉĂŶĚĞĚ ƉƵďůŝĐ ƵƐĞ ŽĨ ĐŽŶƐĞƌǀĞĚ ůĂŶĚƐ ĂŶĚ ĂĐĐĞƐƐ ƚŽ ǁĂƚĞƌǁĂǇƐ͘ dĞŵƉŽƌĂƌǇƉĂƌŬŝŶŐĂŶĚŶĂƚƵƌĂůƐƵƌĨĂĐĞƚƌĂŝůƐǁŝůůďĞĂĚĚĞĚĂƚƌŽǁŶĂŶĚtŝůůŝĂŵƐŽŶŽŶƐĞƌǀĂƚŝŽŶƌĞĂ͕ŽŐďŝůůWĂƌŬ͕ŶŶĂ͘ ƚŬŝŶƐWĂƌŬ͕^ǁŝĨƚƌĞĞŬŽŶƐĞƌǀĂƚŝŽŶƌĞĂĂŶĚĨŽƌƚŚĞƉƌŽƉŽƐĞĚtŝŶƚĞƌƉŽĐŬƌĞĂZĞŐŝŽŶĂůWĂƌŬ͘/Ŷ&zϮϬϮϭ͕ƚŚĞŶĞǁůǇĂĐƋƵŝƌĞĚ :ĂŵĞƐZŝǀĞƌŽŶƐĞƌǀĂƚŝŽŶƌĞĂǁŝůůŝŶĐůƵĚĞĂŶĞŶƚƌĂŶĐĞƌŽĂĚǁĂǇ͕ƉĂƌŬŝŶŐ͕ƉŝĐŶŝĐĂƌĞĂƐ͕ƚƌĂŝůƐ͕ĂŶĚŽǀĞƌůŽŽŬƐ͘ŶŶƵĂůĞƐƚŝŵĂƚĞĚ ŽƉĞƌĂƚŝŶŐĐŽƐƚƐŝŶĐůƵĚĞŵĂŝŶƚĞŶĂŶĐĞĨƵŶĚŝŶŐĨŽƌƚŚĞŶĞǁƉĂƌŬŝŶŐůŽƚƐĂŶĚŶĂƚƵƌĂůƐƵƌĨĂĐĞƚƌĂŝůƐ͘ /ŶĂĚĚŝƚŝŽŶ͕ƚŚĞϴϭϬͲĂĐƌĞƵƚĐŚ'ĂƉŽŶƐĞƌǀĂƚŝŽŶƌĞĂƐŚŽǁĐĂƐĞƐĂƵŶŝƋƵĞĐŽŶƐĞƌǀĂƚŝŽŶĂƌĞĂŝŶƚŚĞŽƵŶƚǇ͘WƌŽũĞĐƚƉĂƌƚŶĞƌƐ ŝŶĐůƵĚĞƚŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨ'ĂŵĞĂŶĚ/ŶůĂŶĚ&ŝƐŚĞƌŝĞƐĂŶĚƚŚĞ,ĞŶƌŝĐƵƐ&ŽƵŶĚĂƚŝŽŶ͘dŚĞĐŽŶƐĞƌǀĂƚŝŽŶĂƌĞĂŚĂƐďĞĞŶ ŝŶĐůƵĚĞĚ ŝŶ ƚŚĞ ZĞŐŝŽŶĂů ŝƌĚŝŶŐ dƌĂŝů ŝŶŝƚŝĂƚŝǀĞ͕ ƚŚĞ ŚĞƐĂƉĞĂŬĞ ĂǇ 'ĂƚĞǁĂǇƐ ƉƌŽŐƌĂŵ͕ ĂŶĚ ŝƐ ŽŶ ƚŚĞ ĂƉƚĂŝŶ :ŽŚŶ ^ŵŝƚŚ ůƵĞǁĂǇƐdƌĂŝů͘dŚŝƐƉƌŽũĞĐƚ͕ĐƵƌƌĞŶƚůǇŝŶƚŚĞƉůĂŶŶŝŶŐƉŚĂƐĞ͕ǁŝůůƉƌŽǀŝĚĞƉŽǁĞƌďŽĂƚĂĐĐĞƐƐƚŽƚŚĞůŽǁĞƌ:ĂŵĞƐZŝǀĞƌǁŝƚŚƚǁŽ ďŽĂƚƌĂŵƉƐĂŶĚĂƉĂƌŬŝŶŐĂƌĞĂ͘&ƵƚƵƌĞŝŵƉƌŽǀĞŵĞŶƚƐĂƚƚŚĞĐŽŶƐĞƌǀĂƚŝŽŶĂƌĞĂŝŶĐůƵĚĞĂŵĂƌƐŚďŽĂƌĚǁĂůŬĂŶĚƉĞĚĞƐƚƌŝĂŶĂĐĐĞƐƐ ƚŽƐŽƵƚŚĞƌŶĂƌĞĂŽĨƉĂƌŬ͘dŚĞĞƉĂƌƚŵĞŶƚŽĨ'ĂŵĞĂŶĚ/ŶůĂŶĚ&ŝƐŚĞƌŝĞƐŚĂƐŝĚĞŶƚŝĨŝĞĚĨƌĞƐŚǁĂƚĞƌĂĐĐĞƐƐƚŽůŽǁĞƌ:ĂŵĞƐZŝǀĞƌĂƐ ŚŝŐŚƉƌŝŽƌŝƚǇĂŶĚǁŝůůůŝŬĞůǇďĞĂĨƵŶĚŝŶŐƉĂƌƚŶĞƌ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $150,000 $500,000 $300,000 $500,000 $0 $1,450,000 Cash Proffers 0 0 0 350,000 0 0 350,000 Total $0 $150,000 $500,000 $650,000 $500,000 $0 $1,800,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 0 4,700 4,700 38,800 0 Debt Service 000000 Total Operating Impact $0 $0 $4,700 $4,700 $38,800 $0

ϰϲ General Government Courthouse Complex Multi-use Pavilion

Department Cooperative Extension Project Location Mimms Dr. near Government Center Parkway Magisterial District Dale Project Type Nonrecurring Identified Plan N/A Strategic Plan Goal Healthy living and well-being Total Project Budget $200,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂĐŽŵŵƵŶŝƚǇƉĂǀŝůŝŽŶƚŽƐĞƌǀĞƉƌŽŐƌĂŵŵĂƚŝĐĂŶĚƌĞĐƌĞĂƚŝŽŶĂůŶĞĞĚƐ͘ Project Blueprint dŚŝƐĐŽŵŵƵŶŝƚǇƉĂǀŝůŝŽŶǁŝůůƐĞƌǀĞĂƐƚŚĞŶĞǆƵƐĨŽƌůĞĐƚƵƌĞƐĞƌŝĞƐĐŽŶĚƵĐƚĞĚďǇŽŽƉĞƌĂƚŝǀĞǆƚĞŶƐŝŽŶĂŐĞŶƚƐĂŶĚǀŽůƵŶƚĞĞƌƐ͕ ƐƵĐŚĂƐƚŚĞDĂƐƚĞƌ'ĂƌĚĞŶĞƌƐĂŶĚDĂƐƚĞƌ&ŽŽĚsŽůƵŶƚĞĞƌƐ͘dŚĞƉĂǀŝůŝŽŶ ǁŝůů ĂůƐŽ ďĞŶĞĨŝƚ ƉƌŽŐƌĂŵŵŝŶŐ ĐŽŶĚƵĐƚĞĚ ďǇ ƚŚĞ ŽƵŶƚǇΖƐĞŵƉůŽǇĞĞǁĞůůŶĞƐƐƉƌŽŐƌĂŵĂŶĚĂůůŽǁĨŽƌĞǆƉĂŶƐŝŽŶŽĨƚŚĞǁĞĞŬůǇƐƵŵŵĞƌĨĂƌŵĞƌƐΖŵĂƌŬĞƚ͘tŚĞŶĐŽŵƉůĞƚĞĚ͕ƚŚĞ Ϯ͕ϲϬϬƐƋƵĂƌĞĨŽŽƚƉĂǀŝůŝŽŶĂŶĚĂƐƐŽĐŝĂƚĞĚǁĂůŬǁĂǇƐĂŶĚƉůĂǌĂĂƌĞĂƐǁŝůůĐŽŶŶĞĐƚǁŝƚŚĞƐƚĂďůŝƐŚĞĚǁĂůŬŝŶŐĂŶĚďŝŬŝŶŐƚƌĂŝůƐĂŶĚďĞ ĂŶŝĚĞĂůůŽĐĂƚŝŽŶĨŽƌǀĂƌŝŽƵƐWĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶƉƌŽŐƌĂŵŵŝŶŐ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚŝƐƉĂǀŝůŝŽŶǁŝůůƐĞƌǀĞĂƐĂŐĂƚŚĞƌŝŶŐƉůĂĐĞĨŽƌƚŚĞ ƉƵďůŝĐƚŽĞŶũŽǇ͘dŚĞƉĂǀŝůŝŽŶǁŝůůƵƐĞƐƚĂŶĚĂƌĚWĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶƐŚĞůƚĞƌ ƉůĂŶƐ͘dŚĞƌĞ ĂƌĞ ŶŽĂĚĚŝƚŝŽŶĂůŽƉĞƌĂƚŝŽŶĂů ĐŽƐƚƐ ĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚŝƐĨĂĐŝůŝƚǇ͕ĂŶĚƚŚĞŵĂŝŶƚĞŶĂŶĐĞŽĨƚŚĞƉĂǀŝůŝŽŶǁŝůůďĞŵŝŶŝŵĂů͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $200,000 $0 $0 $0 $200,000 Total $0 $0 $200,000 $0 $0 $0 $200,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϰϳ General Government Historic Site Matching Funds

Project Description

DĂƚĐŚŝŶŐĨƵŶĚƐĨŽƌƉƌŽũĞĐƚƐĂƚŚŝƐƚŽƌŝĐƐŝƚĞƐ͕ŝŶĐůƵĚŝŶŐƉƉŝŶŐƚŽŶWůĂŶƚĂƚŝŽŶ͕&ĂůůŝŶŐƌĞĞŬ/ƌŽŶǁŽƌŬƐWĂƌŬ͕,ŝƐƚŽƌŝĐWŽŝŶƚŽĨZŽĐŬƐ͕ ĂŶĚDŝĚͲ>ŽƚŚŝĂŶDŝŶĞƐWĂƌŬ͘ Project Blueprint

ƵƌƌĞŶƚƉůĂŶƐŝŶĚŝĐĂƚĞƚŚĂƚƚŚĞŵĂƚĐŚŝŶŐĨƵŶĚƐǁŝůůďĞĂůůŽĐĂƚĞĚĂƐĨŽůůŽǁƐ͗ ƉƉŝŶŐƚŽŶWůĂŶƚĂƚŝŽŶͲΨϱϬ͕ϬϬϬĨŽƌŐĞŶĞƌĂůƌĞŶŽǀĂƚŝŽŶƐƚŽƚŚĞŚŝƐƚŽƌŝĐŚŽŵĞƚŽŵĂŝŶƚĂŝŶŝƚƐƐƚƌƵĐƚƵƌĂůŝŶƚĞŐƌŝƚǇ͕ƌĞƐƚŽƌĂƚŝŽŶŽĨƚŚĞ ƉĂƌůŽƌ͕ƉƌĞƐĞƌǀĂƚŝŽŶŽĨƚŚĞďƵŝůĚŝŶŐĞŶǀĞůŽƉĞ͕ĂŶĚŐĞŶĞƌĂůŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞŐƌŽƵŶĚƐ͘ &ĂůůŝŶŐƌĞĞŬ/ƌŽŶǁŽƌŬƐͲΨϭϱ͕ϬϬϬƚŽƉƌŽǀŝĚĞƚƌĂŝůƐ͕ŽďƐĞƌǀĂƚŝŽŶĨĂĐŝůŝƚŝĞƐ͕ŝŶƚĞƌƉƌĞƚŝǀĞƐŝŐŶĂŐĞĨŽƌƐĞůĨͲŐƵŝĚĞĚƚŽƵƌƐ͕ĂŶĚŽƚŚĞƌ ĂŵĞŶŝƚŝĞƐŽƵƚůŝŶĞĚŝŶƚŚĞ&ĂůůŝŶŐƌĞĞŬWĂƌŬDĂƐƚĞƌWůĂŶ͘ DŝĚͲ>ŽƚŚŝĂŶ DŝŶĞƐ WĂƌŬ Ͳ Ψϭϳ͕ϱϬϬ ƚŽ ĂƐƐŝƐƚ ŝŶ ƚŚĞ ĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ŝŶƚĞƌƉƌĞƚŝǀĞ ĨĂĐŝůŝƚŝĞƐ ĂŶĚ ĞǆŚŝďŝƚƐ͕ ƉĂƌŬŝŶŐ͕ Ă ƉĞĚĞƐƚƌŝĂŶ ĐŝƌĐƵůĂƚŝŽŶƐǇƐƚĞŵ͕ĂŶĚůĂŶĚƐĐĂƉŝŶŐĚĞĚŝĐĂƚĞĚƚŽƚŚĞŝŶŶŽǀĂƚŝŽŶƐŝŶsŝƌŐŝŶŝĂDŝŶŝŶŐĂŶĚƚŚĞĞĂƌůǇƚƌĂŶƐƉŽƌƚĂƚŝŽŶƐǇƐƚĞŵƚŚĂƚ ďĞŐĂŶŝŶDŝĚůŽƚŚŝĂŶ͘ WŽŝŶƚ ŽĨ ZŽĐŬƐ WĂƌŬ Ͳ Ψϭϳ͕ϱϬϬ ƚŽ ĐŽŶƚƌŝďƵƚĞ ƚŽ ƚŚĞ ƉƌĞƐĞƌǀĂƚŝŽŶ ŽĨ ƚŚĞ ^ƚƌĂĐŚĂŶ ,ŽƵƐĞ͕ ƉĂƌŬŝŶŐ͕ ƉĂƚŚǁĂǇƐ ĂŶĚ ŝŶƚĞƌƉƌĞƚŝǀĞ ƐŝŐŶĂŐĞ͕ĂǀŝƐŝƚŽƌĐĞŶƚĞƌ͕ŵĂŝŶƚĞŶĂŶĐĞĂƌĞĂ͕ĂƉĞĚĞƐƚƌŝĂŶĐŝƌĐƵůĂƚŝŽŶƐǇƐƚĞŵ͕ĂĐĐĞƐƐĐŽŶƚƌŽůůĂŶĚƐĐĂƉŝŶŐ͕ĂŶĚĨĞŶĐŝŶŐ͘ ŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐŽĨΨϱ͕ϬϬϬĂƌĞĂƐƐŽĐŝĂƚĞĚǁŝƚŚŝŵƉƌŽǀĞŵĞŶƚƐĂƚƚŚĞƐĞĨĂĐŝůŝƚŝĞƐ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞ ƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Total $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 5,000 0 0 5,000 0 Debt Service 000000 Total Operating Impact $0 $5,000 $0 $0 $5,000 $0

ϰϴ General Government Lowes Sports Complex

Department Parks and Recreation Project Location 2651 Weir Place Magisterial District Bermuda Project Type Nonrecurring Identified Plan Parks and Recreation Master Plan Strategic Plan Goal Healthy living and well-being Total Project Budget $450,000

Project Description

ŽŶǀĞƌƚĞǆŝƐƚŝŶŐƚĞŵƉŽƌĂƌǇƉĂƌŬŝŶŐůŽƚƐŝŶƚŽĨŝŶŝƐŚĞĚůŽƚƐĂŶĚĂĚĚĂĚĚŝƚŝŽŶĂůƉĂƌŬŝŶŐĂŶĚĂǁĂůŬǁĂǇƐǇƐƚĞŵ͘ Project Blueprint

WŚĂƐĞ/ĂŶĚ//ƐƉŽƌƚƐĨŝĞůĚƐǁĞƌĞĚĞǀĞůŽƉĞĚǁŝƚŚŐƌĂǀĞůƉĂƌŬŝŶŐĂŶĚĚƌŝǀĞǁĂǇ͕ĚƵĞƚŽĂŶƚŝĐŝƉĂƚĞĚůŝŵŝƚĞĚƵƐĞ͕ƉƌŝŵĂƌŝůǇĨŽƌĂĚƵůƚ ůĞĂŐƵĞƐĂŶĚƐŽŵĞƉƌĂĐƚŝĐĞĨŽƌǇŽƵƚŚ͘^ŝŶĐĞƚŚĂƚƚŝŵĞ͕ƚŚĞƐŝƚĞŚĂƐďĞĞŶůĞĂƐĞĚŽŶĂůŽŶŐͲƚĞƌŵďĂƐŝƐƚŽĂǇŽƵƚŚƐŽĐĐĞƌĐůƵď͕ĂŶĚ ƚŚĞƵƐĞŚĂƐŐƌĞĂƚůǇŝŶĐƌĞĂƐĞĚĨŽƌƉƌĂĐƚŝĐĞĂŶĚŐĂŵĞƐ͘/ŶϮϬϭϱĂĨŽƵƌƚŚƐŽĐĐĞƌĨŝĞůĚǁĂƐĂĚĚĞĚ͘&ŽƌWŚĂƐĞ///͕ĂĚĚŝƚŝŽŶĂůƉĂǀĞĚ ƉĂƌŬŝŶŐǁŝůůďĞĐŽŶƐƚƌƵĐƚĞĚŝŶ&zϮϬϭϵƚŽƐĞƌǀĞƚŚĞĨŽƵƌĨŝĞůĚĐŽŵƉůĞǆ͘KŶĞĂĚĚŝƚŝŽŶĂůƉůĂŶŶĞĚƐŽĐĐĞƌĨŝĞůĚǁŝůůďĞĚĞǀĞůŽƉĞĚďǇ ƚŚĞĐůƵďǁŝƚŚŐƌĂŶƚĂƐƐŝƐƚĂŶĐĞ͘dŚĞůĞĂƐĞĞƉƌŽǀŝĚĞƐĂůůŐĞŶĞƌĂůŵĂŝŶƚĞŶĂŶĐĞ͘dŚĞŽƵŶƚǇƉƌŽǀŝĚĞƐƚŚĞůĂŶĚĂŶĚŶĞǁĐŽŶƐƚƌƵĐƚŝŽŶ ĂƌĞĂ͕ŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞƌĞƉĂŝƌƐ͕ĂŶĚƌĞŶŽǀĂƚŝŽŶƐ͘&ƵƚƵƌĞƉůĂŶƐŝŶĐůƵĚĞƚŚĞĂĚĚŝƚŝŽŶŽĨƌĞƐƚƌŽŽŵƐ͕ĐŽŶĐĞƐƐŝŽŶĂƌĞĂ͕ƚƌĂŝůƐǇƐƚĞŵ͕ ĂŶĚ ƉůĂǇŐƌŽƵŶĚ͘ŶŶƵĂů ĞƐƚŝŵĂƚĞĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐŽĨΨϯ͕ϲϱϬŝŶĐůƵĚĞĨƵŶĚŝŶŐƚŽŵĂŝŶƚĂŝŶƚŚĞŶĞǁƉĂƌŬŝŶŐĂƌĞĂĂŶĚĂĚũĂĐĞŶƚ ǁĂůŬǁĂǇƐ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $450,000 $0 $0 $0 $450,000 Total $0 $0 $450,000 $0 $0 $0 $450,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 0 0 3,650 0 0 Debt Service 000000 Total Operating Impact $0 $0 $0 $3,650 $0 $0

ϰϵ General Government Old Clover Hill High School Stadium Improvements

Department Parks and Recreation Project Location 13900 Hull Street Road Magisterial District Matoaca Project Type Nonrecurring Identified Plan Parks and Recreation Master Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget $305,000

Project Description

/ŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞŽůĚůŽǀĞƌ,ŝůů,ŝŐŚ^ĐŚŽŽůƐƚĂĚŝƵŵĨŽŽƚďĂůůĨŝĞůĚĐŽŵƉůĞǆƚŽŝŶĐůƵĚĞƌĞŶŽǀĂƚŝŽŶƐƚŽƚŚĞŶĂƚƵƌĂůƚƵƌĨĨŝĞůĚ͕ ďůĞĂĐŚĞƌƐ͕ƌĞƐƚƌŽŽŵƐ͕ĐŽŶĐĞƐƐŝŽŶƐƚĂŶĚ͕ĂŶĚƉƌĞƐƐďŽǆ͘ Project Blueprint

&zϮϬϭϴĐŽŵƉůĞƚĞƐƚŚĞƌĞƋƵŝƌĞĚĨƵŶĚŝŶŐƚŚĂƚǁŝůůƉƌŽǀŝĚĞŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞŽůĚůŽǀĞƌ,ŝůů,ŝŐŚ^ĐŚŽŽů;d,ƵůůͿƐƚĂĚŝƵŵ ĨŽŽƚďĂůůĨŝĞůĚĐŽŵƉůĞǆ͕ƚŽŝŶĐůƵĚĞƌĞŶŽǀĂƚĞĚŶĂƚƵƌĂůƚƵƌĨĨŝĞůĚ͕ďůĞĂĐŚĞƌƌĞŶŽǀĂƚŝŽŶ͕ƌĞƐƚƌŽŽŵͬĐŽŶĐĞƐƐŝŽŶƌĞŶŽǀĂƚŝŽŶ͕ƉƌĞƐƐďŽǆ ŝŵƉƌŽǀĞŵĞŶƚƐ ĂŶĚ ŽƚŚĞƌ ĂŵĞŶŝƚŝĞƐ͘ WŚĂƐĞ / ŝŶ &zϮϬϭϳ ĚĞǀĞůŽƉĞĚ ĞŶŐŝŶĞĞƌŝŶŐ ƉůĂŶƐ ĂŶĚ WŚĂƐĞ // ŝŶ &zϮϬϭϴ ǁŝůů ƉƌŽǀŝĚĞ ĐŽŶƐƚƌƵĐƚŝŽŶĨƵŶĚƐ͘dŚŝƐƉƌŽũĞĐƚǁŝůůƐƵƉƉŽƌƚŽŶͲŐŽŝŶŐƐƉŽƌƚƐƚŽƵƌŝƐŵĂĐƚŝǀŝƚŝĞƐĂŶĚƐĞƌǀĞĂƐŐĂŵĞƐŝƚĞĨŽƌĨŽŽƚďĂůůĂŶĚŽƚŚĞƌ ƐƉŽƌƚƐƵƐŝŶŐƌĞĐƚĂŶŐƵůĂƌĨŝĞůĚƐ͘ŶŶƵĂůĞƐƚŝŵĂƚĞĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐŽĨΨϭϴ͕ϬϬϬŝŶĐůƵĚĞĨƵŶĚŝŶŐƚŽŵĂŝŶƚĂŝŶĂƐŝŐŶŝĨŝĐĂŶƚĂŵŽƵŶƚŽĨ ĂĚĚŝƚŝŽŶĂů ƉĂƌŬŝŶŐ͕ Ă ƉƵďůŝĐ ƌĞƐƚƌŽŽŵ͕ Ă ĐŽŶĐĞƐƐŝŽŶ ƐƚĂŶĚ͕ ŐƌĂŶĚƐƚĂŶĚƐ͕ ĞǀĞŶƚ ƐƵƉƉŽƌƚ͕ ĂŶĚ ŐĞŶĞƌĂů ŐƌŽƵŶĚƐ ƵƉŬĞĞƉ͘ ŽƚŚ ƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $85,000 $220,000 $0 $0 $0 $0 $220,000 Total $85,000 $220,000 $0 $0 $0 $0 $220,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 0 18,000 0 0 0 Debt Service 000000 Total Operating Impact $0 $0 $18,000 $0 $0 $0

ϱϬ General Government Park Facilities Planning

Project Description

ĐƋƵŝƐŝƚŝŽŶŽĨůĂŶĚĨŽƌĨƵƚƵƌĞƉĂƌŬƐŝƚĞƐ͘ Project Blueprint dŚŝƐĨƵŶĚŝŶŐǁŝůůĂůůŽǁƚŚĞĞƉĂƌƚŵĞŶƚƚŽƉƵƌĐŚĂƐĞůĂŶĚĨŽƌĨƵƚƵƌĞƉĂƌŬƐŝƚĞƐŝŶŬĞǇĂƌĞĂƐĂŚĞĂĚŽĨƌĞƐŝĚĞŶƚŝĂůĂŶĚĐŽŵŵĞƌĐŝĂů ŐƌŽǁƚŚ͘>ĂŶĚŶĞĞĚƐĂƌĞĚĞƚĞƌŵŝŶĞĚƵƐŝŶŐƚŚĞWƵďůŝĐ&ĂĐŝůŝƚŝĞƐWůĂŶĂŶĚWĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶDĂƐƚĞƌWůĂŶ͘ &ƵŶĚŝŶŐĂůůŽĐĂƚĞĚŝŶ&zϮϬϭϴǁŝůůďĞƵƐĞĚƚŽƉƵƌĐŚĂƐĞĂƉŝĞĐĞŽĨƉƌŽƉĞƌƚǇĨŽƌƚŚĞtŝŶƚĞƌƉŽĐŬƌĞĂZĞŐŝŽŶĂůWĂƌŬĂƐĐĂůůĞĚĨŽƌŝŶ ƚŚĞŽŵƉƌĞŚĞŶƐŝǀĞWůĂŶ͘&ƵŶĚŝŶŐƉůĂŶŶĞĚŝŶŽƵƚǇĞĂƌƐĂƌĞƚŚĞƉƌŽũĞĐƚĞĚĐĂƐŚƉƌŽĨĨĞƌĐŽůůĞĐƚŝŽŶƐŝŶƚŚĞƉĂƌŬƐĐĂƚĞŐŽƌǇ͘KƵƚǇĞĂƌ ĨƵŶĚŝŶŐŝƐŶŽƚĂůůŽĐĂƚĞĚƚŽĂŶǇƐƉĞĐŝĨŝĐůĂŶĚĂĐƋƵŝƐŝƚŝŽŶĂƚƚŚŝƐƚŝŵĞ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Project Balances (existing)/Reserves $0 $1,100,000 $0 $0 $0 $0 $1,100,000 Cash Proffers 0 0 350,000 0 350,000 350,000 1,050,000 Total $0 $1,100,000 $350,000 $0 $350,000 $350,000 $2,150,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϱϭ General Government River City Sportsplex

Department Parks and Recreation Project Location 13030 Genito Road Magisterial District Clover Hill Project Type Recurring Identified Plan Parks and Recreation Master Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

/ŶƐƚĂůůĂƚŝŽŶ ŽĨ Ă ƚƵƌŶ ůĂŶĞ ĨƌŽŵ 'ĞŶŝƚŽ ZŽĂĚ͕ ůŝŐŚƚŝŶŐ ĂŶĚ ƉĞĚĞƐƚƌŝĂŶ ĂĐĐĞƐƐ ŝŵƉƌŽǀĞŵĞŶƚƐ͕ ĂĚĚŝƚŝŽŶĂů ƌĞƐƚƌŽŽŵƐ͕ ĂŶĚ ƌĞƉůĂĐĞŵĞŶƚŽĨĂƉŽƌƚŝŽŶŽĨƚŚĞƐǇŶƚŚĞƚŝĐƚƵƌĨĂƚZŝǀĞƌŝƚǇ^ƉŽƌƚƐƉůĞǆ͘ Project Blueprint dŚĞŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐĂƉƉƌŽǀĞĚƚŚĞƉƵƌĐŚĂƐĞŽĨZŝǀĞƌŝƚǇ^ƉŽƌƚƐƉůĞǆŝŶEŽǀĞŵďĞƌϮϬϭϲ͘dŚĞϭϮĨŝĞůĚƐǇŶƚŚĞƚŝĐƚƵƌĨĐŽŵƉůĞǆŝƐ ŽŶĞŽĨƚŚĞůĂƌŐĞƐƚŽĨŝƚƐŬŝŶĚŝŶƚŚĞh͘^͘tŚĞŶŶŽƚŝŶƵƐĞďǇŽƵŶƚǇƌĞƐŝĚĞŶƚƐ͕ƚŚŝƐĐŽŵƉůĞǆƐĞƌǀĞƐĂƐƚŚĞĐĞŶƚĞƌƉŝĞĐĞŽĨƚŚĞ ŽƵŶƚǇ͛ƐƐƉŽƌƚƐƚŽƵƌŝƐŵƉƌŽŐƌĂŵǁŚŝĐŚŐĞŶĞƌĂƚĞƐĂƌĞŐŝŽŶĂůĞĐŽŶŽŵŝĐŝŵƉĂĐƚŽĨΨϱϬŵŝůůŝŽŶĂŶŶƵĂůůǇ͘ŽƵŶƚǇŽǁŶĞƌƐŚŝƉŽĨƚŚĞ ƉƌŽƉĞƌƚǇƉŽƐŝƚŝŽŶƐƚŚĞŽƵŶƚǇĨŽƌĐŽŶƚŝŶƵĞĚƉŽƐŝƚŝǀĞǁŽƌŬŝŶŐƌĞůĂƚŝŽŶƐŚŝƉƐǁŝƚŚƚŽƵƌŶĂŵĞŶƚŽƌŐĂŶŝǌĞƌƐĂŶĚĂďƌŝŐŚƚĨƵƚƵƌĞĨŽƌ ƚŚĞƚŽƵƌŝƐŵƉƌŽŐƌĂŵ͘ƐŝƐƚŚĞĐĂƐĞĨŽƌŵĂŶǇŽĨƚŚĞĐŽƵŶƚǇ͛ƐůĂƌŐĞ͕ƌĞŐŝŽŶĂůͲƐĐĂůĞƉĂƌŬƐ͕ĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞƉƌŽƉĞƌƚǇǁŝůůďĞ ĨƵŶĚĞĚŽǀĞƌĂŵƵůƚŝͲǇĞĂƌƉĞƌŝŽĚ͘ůŽŶŐƚĞƌŵƉůĂŶĨŽƌďƵŝůĚŽƵƚŽĨƚŚĞƐŝƚĞǁŝůůďĞŝŶĐůƵĚĞĚŝŶƚŚĞƵƉĐŽŵŝŶŐWĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ DĂƐƚĞƌWůĂŶƵƉĚĂƚĞ͘/ŶŝƚŝĂůƵƉŐƌĂĚĞƐƚŽƚŚĞĨĂĐŝůŝƚǇǁŝůůŝŶĐůƵĚĞĂĚĚŝƚŝŽŶĂůƉĂǀĞĚƉĂƌŬŝŶŐƐƉĂĐĞƐ͕ŝŵƉƌŽǀĞĚƌĞƐƚƌŽŽŵĨĂĐŝůŝƚŝĞƐ ;ĞǆƉĂŶĚĞĚĐĂƉĂĐŝƚǇĂŶĚŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞĞǆŝƐƚŝŶŐĨĂĐŝůŝƚǇͿ͕ĐŽŶƐƚƌƵĐƚŝŽŶŽĨĂƚƵƌŶůĂŶĞŽŶ'ĞŶŝƚŽZŽĂĚ͕ĂŶĚĂĚĚŝƚŝŽŶĂůůŝŐŚƚŝŶŐ ;ƉĂƌŬŝŶŐ͕ƐŝƚĞ͕ĂŶĚĨŝĞůĚƐͿ͘dŚĞƐĞŝŵƉƌŽǀĞŵĞŶƚƐĂƌĞĞƐƚŝŵĂƚĞĚƚŽĐŽƐƚΨϰ͘ϲŵŝůůŝŽŶŝŶ&zϮϬϭϴ͘ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞŽƵŶƚǇǁŝůůĂƐƐƵŵĞ ĂůůƌĞƐƉŽŶƐŝďŝůŝƚǇĨŽƌƚƵƌĨƌĞƉůĂĐĞŵĞŶƚďĞƚǁĞĞŶ&zϮϬϮϬĂŶĚ&zϮϬϯϮĂƚĂƉƉƌŽǆŝŵĂƚĞůǇΨϳŵŝůůŝŽŶ͘dŚĞƐŝƚĞŝŵƉƌŽǀĞŵĞŶƚƐǁŝůůďĞ ĨŝŶĂŶĐĞĚďǇƚŚĞƌĞǀĞŶƵĞŐĞŶĞƌĂƚĞĚďǇƚŚĞĨĂĐŝůŝƚǇ͕ƐƉĞĐŝĨŝĐĂůůǇĨƵƚƵƌĞŚŽƚĞůƚĂǆƌĞĐĞŝƉƚƐƚŚĂƚŵƵƐƚďĞĚĞĚŝĐĂƚĞĚƚŽƚŽƵƌŝƐŵ͘ KƉĞƌĂƚŝŶŐŝŵƉĂĐƚƐŽĨΨϰϯϵ͕ϬϬϬŝŶ&zϮϬϭϴǁŝůůĐŽǀĞƌƚŚĞŐĞŶĞƌĂůĚĂǇͲƚŽͲĚĂǇŵĂŝŶƚĞŶĂŶĐĞĂŶĚƐƚĂĨĨŝŶŐŽĨƚŚĞƐŝƚĞ͘dŚŽƐĞĐŽƐƚƐǁŝůů ďĞŽĨĨƐĞƚ͕ŝŶǁŚŽůĞ͕ďǇƵƐĞƌĨĞĞƐŐĞŶĞƌĂƚĞĚďǇĨĂĐŝůŝƚǇƌĞŶƚĂůƐ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂů ďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $0 $350,000 $390,000 $400,000 $1,140,000 Debt 0 4,600,000 0 0 0 0 4,600,000 Total $0 $4,600,000 $0 $350,000 $390,000 $400,000 $5,740,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 439,000 0 0 0 0 Debt Service 0 0 414,000 404,800 395,600 386,400 Total Operating Impact $0 $439,000 $414,000 $404,800 $395,600 $386,400

ϱϮ General Government Animal Shelter Replacement

Department Animal Services Project Location TBD Magisterial District Dale District Project Type Nonrecurring Identified Plan N/A Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget $13,000,000

Project Description dŚĞƉƌŽũĞĐƚŝƐĂŶĞǁĨĂĐŝůŝƚǇĨŽƌƚŚĞĐŽŶƚĂŝŶŵĞŶƚŽĨĚŽŐ͕ĐĂƚƐ͕ĂŶĚŽƚŚĞƌĂŶŝŵĂůƐŽƌůŝǀĞƐƚŽĐŬĂƐǁĞůůĂƐĂĚŵŝŶŝƐƚƌĂƚŝǀĞŽĨĨŝĐĞƐĂŶĚ ŽƚŚĞƌƐƉĂĐĞƐŶĞĐĞƐƐĂƌǇĨŽƌĂĨƵůůǇĨƵŶĐƚŝŽŶŝŶŐĂŶŝŵĂůƐŚĞůƚĞƌĨĂĐŝůŝƚǇ͘ Project Blueprint dŚĞŶŝŵĂů^ĞƌǀŝĐĞƐŚĞĂĚƋƵĂƌƚĞƌƐ͕ŽƌŝŐŝŶĂůůǇĐŽŶƐƚƌƵĐƚĞĚŝŶϭϵϳϱ͕ŝƐŝŶŶĞĞĚŽĨƌĞƉůĂĐĞŵĞŶƚ͘ŶĞǁƐŚĞůƚĞƌĨĂĐŝůŝƚǇǁŝůůĂůůŽǁƚŚĞ ĞƉĂƌƚŵĞŶƚƚŽƉƌŽǀŝĚĞĂďĞƚƚĞƌĞŶǀŝƌŽŶŵĞŶƚĨŽƌĂŶŝŵĂůƐ͕ĞŵƉůŽǇĞĞƐ͕ĂŶĚĐƵƐƚŽŵĞƌƐƌĞƚƌŝĞǀŝŶŐƉĞƚƐŽƌ ĂĚŽƉƚŝŶŐĂŶĂŶŝŵĂůŝŶ ŶĞĞĚŽĨĂŶĞǁŚŽŵĞ͘dŚĞŶĞǁďƵŝůĚŝŶŐǁŝůůďĞƵƉƚŽϮϱ͕ϬϬϬƐƋƵĂƌĞĨĞĞƚǁŝƚŚĂƐƐŽĐŝĂƚĞĚƉĂƌŬŝŶŐĂƐǁĞůůĂƐŽƵƚƐŝĚĞĐŽŶƚĂŝŶŵĞŶƚ ƐƉĂĐĞ ĨŽƌ ůŝǀĞƐƚŽĐŬ Žƌ ůĂƌŐĞƌ ĂŶŝŵĂůƐ͕ ǁŚŝĐŚ ŝƐ ƌĞƋƵŝƌĞĚ ďǇ ƚŚĞ ĞƉĂƌƚŵĞŶƚ ŽŶ ŽĐĐĂƐŝŽŶ͘ dŚĞ ďƵŝůĚŝŶŐ ǁŽƵůĚ ĂůƐŽ ƉƌŽǀŝĚĞ ĂĚŵŝŶŝƐƚƌĂƚŝǀĞŽĨĨŝĐĞƐĨŽƌƐƚĂĨĨ͕ůŽĐŬĞƌƐ͕ƐŚŽǁĞƌͬĐŚĂŶŐŝŶŐĨĂĐŝůŝƚŝĞƐ ĨŽƌ ĞŵƉůŽǇĞĞƐ͕ ĂŶŝŵĂů ŵĞĚŝĐĂů ƚƌĞĂƚŵĞŶƚ ĂƌĞĂ͕ ĂŶŝŵĂů ĂĚŽƉƚŝŽŶĂƌĞĂ͕ĂŶĚĂĚĚŝƚŝŽŶĂůƐƉĂĐĞĨŽƌŽƚŚĞƌĨƵŶĐƚŝŽŶƐŶĞĐĞƐƐĂƌǇĨŽƌĂĨƵůůǇĨƵŶĐƚŝŽŶŝŶŐŵŽĚĞƌŶĚĂǇĂŶŝŵĂůƐŚĞůƚĞƌĂŶĚĂĚŽƉƚŝŽŶ ĐĞŶƚĞƌ͘ ŶĞǁĨĂĐŝůŝƚǇǁŝƚŚŝŶƚŚĞŶĞǆƚĨŽƵƌƚŽƐŝǆǇĞĂƌƐǁŝůůĂůůŽǁƚŚĞŽƵŶƚǇƚŽĐŽŵƉůǇǁŝƚŚĂůůŵĂŶĚĂƚĞĚŐƵŝĚĞůŝŶĞƐĨŽƌƚŚĞƌĞƋƵŝƌĞĚĐĂƌĞ ĂŶĚƚƌĞĂƚŵĞŶƚŽĨĂŶŝŵĂůƐ͕ĞŵƉůŽǇĞĞƐ͕ĂŶĚĐƵƐƚŽŵĞƌƐ͘ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞŶĞǁƐŚĞůƚĞƌǁŽƵůĚƉƌŽǀŝĚĞĨŽƌĂŶĞŶǀŝƌŽŶŵĞŶƚƚŚĂƚŝƐ ŵŽƌĞ ĐŽŶĚƵĐŝǀĞ ĨŽƌ ĐƵƐƚŽŵĞƌ ƐĞƌǀŝĐĞ ŝŶ ƐƵƉƉŽƌƚ ŽĨ ƚŚĞ ŽƵŶƚǇΖƐ ƐƚƌĂƚĞŐŝĐ ŐŽĂů ΗdŚƌŝǀŝŶŐ ĐŽŵŵƵŶŝƚŝĞƐ ĂŶĚ ŶǀŝƌŽŶŵĞŶƚĂů ƐƚĞǁĂƌĚƐŚŝƉΗƚŚƌŽƵŐŚĨŝŶĚŝŶŐŚŽŵĞƐĨŽƌƚŚĞŽƵŶƚǇΖƐŚŽŵĞůĞƐƐĂŶŝŵĂůƐ͘ KŶĐĞƚŚĞŶĞǁƐŚĞůƚĞƌŝƐĐŽŶƐƚƌƵĐƚĞĚ͕ƚŚŝƐƉƌŽũĞĐƚǁŽƵůĚĂůƐŽƵƉĨŝƚƚŚĞĞǆŝƐƚŝŶŐƐŚĞůƚĞƌĨŽƌƚŚĞWŽůŝĐĞĂŶŝŶĞhŶŝƚ͘ĚĚŝƚŝŽŶĂů ŽƉĞƌĂƚŝŶŐĐŽƐƚƐǁŝůůďĞĞǀĂůƵĂƚĞĚŽŶĐĞŵŽƌĞĚĞƚĂŝůĞĚƉůĂŶƐŚĂǀĞďĞĞŶĐŽŵƉůĞƚĞĚ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶ ŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚ ǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $1,350,000 $1,000,000 $0 $0 $2,350,000 Debt 0 0 0 10,650,000 0 0 10,650,000 Total $0 $0 $1,350,000 $11,650,000 $0 $0 $13,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 0 0 0 1,065,000 1,038,375 Total Operating Impact $0 $0 $0 $0 $1,065,000 $1,038,375

ϱϯ General Government Fire Facilities Planning

Department Fire and EMS Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Public Facilities Plan Strategic Plan Goal Safety and security Total Project Budget Ongoing

Project Description

ĚĚƌĞƐƐĞƐƚŚĞŶĞĞĚĨŽƌĨƵƚƵƌĞ&ŝƌĞĂŶĚD^ƐƚĂƚŝŽŶƐ͕ĂƐŝĚĞŶƚŝĨŝĞĚŝŶƚŚĞŽƵŶƚǇ͛ƐWƵďůŝĐ&ĂĐŝůŝƚǇWůĂŶ͕ďǇƉƌŽǀŝĚŝŶŐĨƵŶĚŝŶŐĨŽƌ ůĂŶĚĂĐƋƵŝƐŝƚŝŽŶĂŶĚƉƌĞůŝŵŝŶĂƌǇƐŝƚĞĂƐƐĞƐƐŵĞŶƚƐ͘ Project Blueprint dŚĞ WƵďůŝĐ &ĂĐŝůŝƚŝĞƐ WůĂŶ ŝĚĞŶƚŝĨŝĞƐ ƚŚĞ ŶĞĞĚ ƚŽ ĐŽŶƐƚƌƵĐƚ Žƌ ƌĞůŽĐĂƚĞ ƚŚŝƌƚĞĞŶ &ŝƌĞ ĂŶĚ D^ ĨĂĐŝůŝƚŝĞƐ͘ dŚĞ &ŝƌĞ ĂŶĚ D^ ĞƉĂƌƚŵĞŶƚ͕ŝŶĐŽŶũƵŶĐƚŝŽŶǁŝƚŚƚŚĞĐŽŵƉƌĞŚĞŶƐŝǀĞƉůĂŶŶŝŶŐƉƌŽĐĞƐƐ͕ŚĂƐŝĚĞŶƚŝĨŝĞĚƉƌĞĨĞƌĂďůĞůŽĐĂƚŝŽŶƐƚŚƌŽƵŐŚŽƵƚƚŚĞŽƵŶƚǇ ĨŽƌƚŚĞƐĞĨĂĐŝůŝƚŝĞƐ͘ƐƚŚĞƐĞĂƌĞĂƐďĞŐŝŶƚŽĚĞǀĞůŽƉ͕ƚŚĞĞƉĂƌƚŵĞŶƚŶĞĞĚƐƚŽƐĞĐƵƌĞƉƌŽƉĞƌƚǇŝŶƐƚƌĂƚĞŐŝĐůŽĐĂƚŝŽŶƐĐĂƉĂďůĞŽĨ ŵĞĞƚŝŶŐĞŵĞƌŐĞŶĐǇƌĞƐƉŽŶƐĞĐƌŝƚĞƌŝĂ͘dŚĞƐĞĨƵŶĚƐǁŝůůĞŶĂďůĞƚŚĞ&ŝƌĞĂŶĚD^ĞƉĂƌƚŵĞŶƚƚŽďĞŐŝŶƉƌŽƉĞƌƚǇĂĐƋƵŝƐŝƚŝŽŶŝŶ ƐŽŵĞŽĨƚŚĞƐĞŬĞǇĂƌĞĂƐƚŚĂƚǁŝůůĂĚĚƌĞƐƐĐƵƌƌĞŶƚĂŶĚĨƵƚƵƌĞƌĞƐƉŽŶƐĞŶĞĞĚƐ͘KƉĞƌĂƚŝŶŐŝŵƉĂĐƚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞĂĐƋƵŝƐŝƚŝŽŶ ŽĨůĂŶĚĨŽƌŶĞǁƐƚĂƚŝŽŶƐǁŽƵůĚďĞĐĂƉƚƵƌĞĚǁŚĞŶƚŚĞĨĂĐŝůŝƚǇŝƐƉůĂŶŶĞĚĨŽƌĐŽŶƐƚƌƵĐƚŝŽŶ͘dŚĞĂŵŽƵŶƚƐƐŚŽǁŶŝŶĞĂĐŚǇĞĂƌ͕ƵŶůĞƐƐ ŽƚŚĞƌǁŝƐĞŶŽƚĞĚ͕ĂƌĞƌĞĨůĞĐƚŝǀĞŽĨƚŚĞĂŶƚŝĐŝƉĂƚĞĚĐĂƐŚƉƌŽĨĨĞƌĐŽůůĞĐƚŝŽŶĨŽƌƚŚĂƚǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Cash Proffers $0 $0 $250,000 $250,000 $250,000 $250,000 $1,000,000 Total $0 $0 $250,000 $250,000 $250,000 $250,000 $1,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϱϰ General Government Matoaca Fire Station Replacement

Department Fire and EMS Project Location Near Matoaca Road and Hickory Road Magisterial District Matoaca Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Safety and security Total Project Budget $8,300,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ĂŶ ĂƉƉƌŽǆŝŵĂƚĞůǇ ϭϰ͕ϱϬϬ ƐƋƵĂƌĞ ĨŽŽƚ͕ ϯ ďĂǇ ĚƌŝǀĞͲƚŚƌŽƵŐŚ &ŝƌĞ ĂŶĚ D^ ƐƚĂƚŝŽŶ ƚŽ ŚŽƵƐĞ ĂŶ ĞŶŐŝŶĞ ĂŶĚ Ă ƌĞůŽĐĂƚĞĚůĂĚĚĞƌƚƌƵĐŬ͘dŚŝƐƐƚĂƚŝŽŶŝƐĂƌĞƉůĂĐĞŵĞŶƚĂŶĚƌĞůŽĐĂƚŝŽŶŽĨƚŚĞDĂƚŽĂĐĂ&ŝƌĞĂŶĚD^ƐƚĂƚŝŽŶ͘ Project Blueprint dŚĞďƵŝůĚŝŶŐƚŚĂƚĐƵƌƌĞŶƚůǇŚŽƵƐĞƐƚŚĞDĂƚŽĂĐĂ&ŝƌĞĂŶĚD^ƐƚĂƚŝŽŶǁĂƐĐŽŶƐƚƌƵĐƚĞĚŝŶϭϵϱϮƚŽƐĞƌǀĞƚŚĞŶĞĞĚƐŽĨĂǀŽůƵŶƚĞĞƌ ĨŝƌĞ ĐŽŵƉĂŶǇ͘ ^ŝŶĐĞ ĐŽŶƐƚƌƵĐƚŝŽŶ͕ ƚŚĞ ƉĞƌƐŽŶŶĞů ƐƚĂĨĨŝŶŐ ƚŚĞ ĨŝƌĞƵŶŝƚƐŚĂƐĐŚĂŶŐĞĚĨƌŽŵĂƚŽƚĂůǀŽůƵŶƚĞĞƌŵĞŵďĞƌƐŚŝƉƚŽ ƉƌŝŵĂƌŝůǇĐĂƌĞĞƌĨŝƌĞĨŝŐŚƚĞƌƐ͘ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞƐŝǌĞŽĨĨŝƌĞĂƉƉĂƌĂƚƵƐŚĂƐŝŶĐƌĞĂƐĞĚŝŶŚĞŝŐŚƚ͕ǁŝĚƚŚ͕ĂŶĚůĞŶŐƚŚƐŝŶĐĞƚŚĞĂƉƉĂƌĂƚƵƐ ŽĨƚŚĞĐŽŶƐƚƌƵĐƚŝŽŶƉĞƌŝŽĚ͘dŚĞĐƵƌƌĞŶƚůŽĐĂƚŝŽŶŽĨƚŚĞƐƚĂƚŝŽŶŝƐůĞƐƐƚŚĂŶŽŶĞͲƚŚŝƌĚŽĨĂŵŝůĞĨƌŽŵƚŚĞĐŽƵŶƚǇůŝŶĞ͘dŚŝƐĐůŽƐĞ ƉƌŽǆŝŵŝƚǇ ƚŽ ƚŚĞ ĐŽƵŶƚǇ ůŝŶĞ ƌĞĚƵĐĞƐ ƚŚĞ ĐŝƌĐƵŵĨĞƌĞŶƚŝĂů ƌĞƐƉŽŶƐĞĐĂƉĂďŝůŝƚŝĞƐŽĨƚŚĞƐƚĂƚŝŽŶ͛ƐƌĞƐƉŽŶƐĞĐŽǀĞƌĂŐĞƉŽƚĞŶƚŝĂů͘ &ƵƌƚŚĞƌŵŽƌĞ͕ƚŚĞƌĞůŽĐĂƚŝŽŶŽĨƚŚĞƐƚĂƚŝŽŶǁŝůůĨĂĐŝůŝƚĂƚĞƌĞůŽĐĂƚŝŶŐĂůĂĚĚĞƌƚƌƵĐŬƚŽĂŵŽƌĞĐĞŶƚƌĂůŝǌĞĚůŽĐĂƚŝŽŶĨŽƌƐŽƵƚŚĞƌŶ ďĂƚƚĂůŝŽŶĐŽǀĞƌĂŐĞǁŚŝůĞŵĂŝŶƚĂŝŶŝŶŐĞĨĨĞĐƚŝǀĞĐŽǀĞƌĂŐĞĨŽƌƚŚĞsŝƌŐŝŶŝĂ^ƚĂƚĞhŶŝǀĞƌƐŝƚǇĐĂŵƉƵƐ͘dŚĞƌĞůŽĐĂƚŝŽŶŽĨƚŚĞůĂĚĚĞƌ ƚƌƵĐŬǁŝůůƚŚĞŶƉĞƌŵŝƚƚŚĞƌĞůŽĐĂƚŝŽŶŽĨDĞĚŝĐϴ;DĂƚŽĂĐĂͿƚŽ^ƚĂƚŝŽŶϭϮ;ƚƚƌŝĐŬͿĨŽƌD^ĐŽǀĞƌĂŐĞĂŶĚďĞƚƚĞƌƵƚŝůŝǌĂƚŝŽŶŽĨDĞĚŝĐ ϴĚƵĞƚŽŝƚƐĐůŽƐĞƉƌŽǆŝŵŝƚǇƚŽƚƚƌŝĐŬͲDĂƚŽĂĐĂZĞƐĐƵĞ^ƋƵĂĚ͘/ŶƐƵŵŵĂƌǇ͕ƚŚĞƌĞůŽĐĂƚĞĚƐƚĂƚŝŽŶǁŝůůĐƌĞĂƚĞƚŚĞŽƉƉŽƌƚƵŶŝƚǇĨŽƌ ƐĞƌǀŝĐĞĞŶŚĂŶĐĞŵĞŶƚƐ͕ƉƌŽǀŝĚĞĂĚĞƋƵĂƚĞůŝǀŝŶŐƐƉĂĐĞĨŽƌŵĂůĞĂŶĚĨĞŵĂůĞĨŝƌĞĨŝŐŚƚĞƌƐ͕ƐĞƌǀĞƚŽďĞŵŽƌĞĨƵŶĐƚŝŽŶĂůĨŽƌŚŽƵƐŝŶŐ ŵŽĚĞƌŶĨŝƌĞĂƉƉĂƌĂƚƵƐ͕ĂŶĚƉƌŽǀŝĚĞƐƵĨĨŝĐŝĞŶƚƐƚŽƌĂŐĞƚŽƐƵƉƉŽƌƚƐƚĂƚŝŽŶŽƉĞƌĂƚŝŽŶƐ͘ dŚĞƐƚĂƚŝŽŶǁŝůůďĞƐƚĂĨĨĞĚǁŝƚŚĞǆŝƐƚŝŶŐƉĞƌƐŽŶŶĞůƚŽŝŶĐůƵĚĞϮϭ&ŝƌĞĨŝŐŚƚĞƌƐ͕ϱ>ŝĞƵƚĞŶĂŶƚƐ͕ĂŶĚϭĂƉƚĂŝŶ͘^ŝƚĞƐĞůĞĐƚŝŽŶĨŽƌƚŚĞ ƌĞƉůĂĐĞŵĞŶƚƐƚĂƚŝŽŶŝƐĐƵƌƌĞŶƚůǇƵŶĚĞƌǁĂǇ͘&ƵŶĚŝŶŐŽĨΨϳϬϬ͕ϬϬϬŝŶ&zϮϬϮϬǁŝůůďĞƵƚŝůŝǌĞĚĨŽƌƐƚĂƚŝŽŶĚĞƐŝŐŶĂŶĚΨϳ͘ϲŵŝůůŝŽŶŝŶ &zϮϬϮϭ ǁŝůů ĂůůŽǁ ĨŽƌ ĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ƚŚĞ ŶĞǁ ƐƚĂƚŝŽŶ͘ ĚĚŝƚŝŽŶĂů ĂŶŶƵĂů ŽƉĞƌĂƚŝŶŐ ĐŽƐƚƐ ĂƌĞ ƉƌŽũĞĐƚĞĚ ƚŽ ďĞ Ψϵ͕ϮϬϬ͘ ŽƚŚ ƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞ ĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘

ϱϱ General Government

Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $0 $700,000 $1,800,000 $0 $2,500,000 Debt 0 0 0 0 5,800,000 0 5,800,000 Total $0 $0 $0 $700,000 $7,600,000 $0 $8,300,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000009,200 Debt Service 0 0 0 0 0 580,000 Total Operating Impact $0 $0 $0 $0 $0 $589,200

ϱϲ General Government Midlothian Fire Station Replacement

Department Fire and EMS Project Location Intersection of Charter Colony Parkway and Midlothian Turnpike Magisterial District Midlothian Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Safety and Security Total Project Budget $12,000,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂŶĂƉƉƌŽǆŝŵĂƚĞůǇϭϲ͕ϱϬϬƐƋƵĂƌĞĨŽŽƚ͕ϱďĂǇĚƌŝǀĞͲƚŚƌŽƵŐŚƌĞƉůĂĐĞŵĞŶƚDŝĚůŽƚŚŝĂŶ&ŝƌĞĂŶĚD^ƐƚĂƚŝŽŶ͘ Project Blueprint dŚĞƌĞƉůĂĐĞŵĞŶƚĂŶĚƌĞůŽĐĂƚŝŽŶŽĨƚŚĞDŝĚůŽƚŚŝĂŶ&ŝƌĞĂŶĚD^ƐƚĂƚŝŽŶŝƐĂŶŝĚĞŶƚŝĨŝĞĚŶĞĞĚŝŶƚŚĞWƵďůŝĐ&ĂĐŝůŝƚŝĞƐWůĂŶ͕ĂĚŽƉƚĞĚ ŝŶϮϬϭϮ͕ƚŽŝŵƉƌŽǀĞƐĞƌǀŝĐĞĚĞůŝǀĞƌǇ͘dŚĞĐƵƌƌĞŶƚƐƚĂƚŝŽŶ͕ĐŽŶƐƚƌƵĐƚĞĚŝŶϭϵϱϱƚŽŚŽƵƐĞĂǀŽůƵŶƚĞĞƌĨŝƌĞĐŽŵƉĂŶǇ͕ĚŽĞƐŶŽƚŵĞĞƚ ƚŚĞŶĞĞĚƐŽĨĂŶĂƌĞĂǁŝƚŚďŽŽŵŝŶŐƌĞƚĂŝůĂƐǁĞůůĂƐƐŝŶŐůĞͲĂŶĚŵƵůƚŝͲĨĂŵŝůǇŚŽƵƐŝŶŐŐƌŽǁƚŚ͘dŚŝƐŐƌŽǁƚŚŚĂƐĐƌĞĂƚĞĚĚĞŵĂŶĚĨŽƌ ĂĚĚŝƚŝŽŶĂůD^ ĐŽǀĞƌĂŐĞĂŶĚĂŶĂĚĚŝƚŝŽŶĂů ůĂĚĚĞƌƚƌƵĐŬ͕ƐŽ ƚŚĞ ĞƉĂƌƚŵĞŶƚǁŝůůǁŽƌŬƚŽĞƐƚĂďůŝƐŚĨƵŶĚŝŶŐĨŽƌƚŚĞĂĚĚŝƚŝŽŶĂů ĂƉƉĂƌĂƚƵƐĂŶĚƌĞƐƵůƚŝŶŐƉĞƌƐŽŶŶĞů͘ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞĐƵƌƌĞŶƚƐƚĂƚŝŽŶǁĂƐŶŽƚďƵŝůƚƚŽŚŽƵƐĞŵŽĚĞƌŶĨŝƌĞĨŝŐŚƚŝŶŐĂƉƉĂƌĂƚƵƐ͕ǁŚŝĐŚ ŝƐůĂƌŐĞƌ͕ĂŶĚĞǆƉĂŶƐŝŽŶŽĨƚŚĞƐƚĂƚŝŽŶŝƐŶŽƚƉŽƐƐŝďůĞĚƵĞƚŽƚŚĞƐŵĂůůƉĂƌĐĞůŽĨůĂŶĚŽŶǁŚŝĐŚƚŚĞƐƚĂƚŝŽŶƌĞƐƚƐ͘dŚĞĐƵƌƌĞŶƚ ƐƚĂƚŝŽŶĂŶĚůĂŶĚǁĂƐĚĞĞĚĞĚĨƌŽŵDŝĚůŽƚŚŝĂŶsŽůƵŶƚĞĞƌZĞƐĐƵĞ^ƋƵĂĚƚŽ&ŽƌĞƐƚsŝĞǁsŽůƵŶƚĞĞƌZĞƐĐƵĞ^ƋƵĂĚ͘ dŚĞƌĞůŽĐĂƚĞĚĨĂĐŝůŝƚǇǁŝůůƉƌŽǀŝĚĞŽƉĞƌĂƚŝŽŶĂůĂŶĚƐƵƉƉŽƌƚƐƉĂĐĞĨŽƌĂĐŽŽƉĞƌĂƚŝǀĞƉƌŽũĞĐƚďĞƚǁĞĞŶ&D^ĂŶĚ&ŽƌĞƐƚsŝĞǁ sŽůƵŶƚĞĞƌZĞƐĐƵĞ^ƋƵĂĚ͘dŚĞŽƉĞƌĂƚŝŽŶŽĨƚŚŝƐĨĂĐŝůŝƚǇǁŝůůƵƚŝůŝǌĞĞǆŝƐƚŝŶŐƉĞƌƐŽŶŶĞůƚŽƐƚĂĨĨƚŚĞĐĂƌĞĞƌĨŝƌĞĞŶŐŝŶĞ͕ůĂĚĚĞƌƚƌƵĐŬ͕ ĂŵďƵůĂŶĐĞ͕ĂŶĚďƌƵƐŚƚƌƵĐŬ͘&ŽƌĞƐƚsŝĞǁsŽůƵŶƚĞĞƌZĞƐĐƵĞ^ƋƵĂĚǁŝůůƉƌŽǀŝĚĞƐƵƉƉŽƌƚƐƚĂĨĨĨŽƌĂŶĂŵďƵůĂŶĐĞ͘dŽŵĂŝŶƚĂŝŶϮϰͲ ŚŽƵƌƐƚĂĨĨŝŶŐĨŽƌƚŚĞůĂĚĚĞƌƚƌƵĐŬĂŶĚĂŵďƵůĂŶĐĞ͕ϮϬĂĚĚŝƚŝŽŶĂůƐƚĂĨĨǁŝůůďĞƌĞƋƵŝƌĞĚ͘>ĂŶĚĨŽƌƚŚĞƌĞƉůĂĐĞŵĞŶƚƐƚĂƚŝŽŶŚĂƐďĞĞŶ ĂĐƋƵŝƌĞĚ͘dŚĞ/WǁŝůůƉƌŽǀŝĚĞΨϴϬϬ͕ϬϬϬĨƵŶĚŝŶŐŝŶ&zϮϬϭϴƚŚĂƚǁŝůůďĞƵƚŝůŝǌĞĚƚŽĐŽŶƚƌĂĐƚĨŽƌƚŚĞƐƚĂƚŝŽŶĚĞƐŝŐŶĂŶĚΨϭϭ͕ϮϬϬ͕ϬϬϬ ĨŽƌƉƌŽĐƵƌĞŵĞŶƚŽĨƌĞƋƵŝƌĞĚĂƉƉĂƌĂƚƵƐĂŶĚĨĂĐŝůŝƚǇĐŽŶƐƚƌƵĐƚŝŽŶŝŶ&zϮϬϮϮ͘ĞŐŝŶŶŝŶŐŝŶ&zϮϬϮϯ͕ƚŚĞĂĚĚŝƚŝŽŶĂůϮϬƉĞƌƐŽŶŶĞůǁŝůů ĐŽŵĞŽŶďŽĂƌĚĂƚĂŶĂŶŶƵĂůĐŽƐƚŽĨĂƉƉƌŽǆŝŵĂƚĞůǇΨϭ͕ϴϭϵ͕ϰϬϬ͘ŶŶƵĂůŽƉĞƌĂƚŝŶŐĐŽƐƚƐĨŽƌƚŚĞŶĞǁĨĂĐŝůŝƚǇĂƌĞƉƌŽũĞĐƚĞĚƚŽďĞĂŶ ĂĚĚŝƚŝŽŶĂůΨϮϴϬ͕ϬϬϬ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚ ĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $0 $0 $0 $1,000,000 $1,000,000 Debt 0 0 800,000 0 0 10,200,000 11,000,000 Total $0 $0 $800,000 $0 $0 $11,200,000 $12,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 0 0 76,000 74,200 72,400 Total Operating Impact $0 $0 $0 $76,000 $74,200 $72,400

ϱϳ General Government Midlothian Police Station

Department Police Department Project Location Police Patrol Zone 1 Magisterial District Midlothian District Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Safety and Security Total Project Budget $8,300,000

Project Description

ŶĞǁϲ͕ϬϬϬƐƋƵĂƌĞĨŽŽƚƉŽůŝĐĞƐƚĂƚŝŽŶǁŝƚŚƉĂƌŬŝŶŐĨŽƌϳϱǀĞŚŝĐůĞƐ͘ Project Blueprint dŚĞĞƉĂƌƚŵĞŶƚŚĂƐůŽŶŐŽƵƚŐƌŽǁŶƚŚĞDŝĚůŽƚŚŝĂŶƉŽůŝĐĞƐƚĂƚŝŽŶŽŶEŽƌƚŚWƌŽǀŝĚĞŶĐĞZŽĂĚ͘dŚĞůĞĂƐĞĚĨĂĐŝůŝƚǇŝƐŽǀĞƌĐƌŽǁĚĞĚ ĂŶĚůŽĐĂƚĞĚŝŶĂůŽǁͲǀŝƐŝďŝůŝƚǇĂƌĞĂ͕ǁŚŝĐŚŵĂŬĞƐŝƚŝŶĂĚĞƋƵĂƚĞŝŶŵĞĞƚŝŶŐƉĂƚƌŽůŶĞĞĚƐ͘dŚĞůĂĐŬŽĨŽĨĨŝĐĞƐƉĂĐĞĨŽƌƐƵƉĞƌǀŝƐŝŽŶ ĐĂƵƐĞƐĂŶŝŶĂďŝůŝƚǇƚŽƉƌŽǀŝĚĞƚŚĞƉƌŽƉĞƌƐƉĂŶŽĨĐŽŶƚƌŽůĚƵƌŝŶŐĂŐŝǀĞŶƐŚŝĨƚ͘/ŶĂĚĚŝƚŝŽŶ͕ŝƚůĂĐŬƐĂĚĞƋƵĂƚĞƉĂƌŬŝŶŐĨŽƌƉĂƚƌŽůĐĂƌƐ ĂŶĚƐƵƉƉŽƌƚǀĞŚŝĐůĞƐĂƐǁĞůůĂƐƚŚĞĂďŝůŝƚǇƚŽƐƚŽƌĞĞƋƵŝƉŵĞŶƚƌĞŐƵůĂƌůǇŶĞĞĚĞĚďǇŽĨĨŝĐĞƌƐ͘ dŚĞŶĞǁƐƚĂƚŝŽŶǁŝůůďĞŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞWƵďůŝĐ&ĂĐŝůŝƚŝĞƐWůĂŶǁŝƚŚŝŶƚŚĞŽŵƉƌĞŚĞŶƐŝǀĞWůĂŶĨŽƌŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ͘ ĨĂĐŝůŝƚǇŝƐŶĞĞĚĞĚĨƵƌƚŚĞƌǁĞƐƚŝŶƚŚĞǀŝĐŝŶŝƚǇŽĨDŝĚůŽƚŚŝĂŶdƵƌŶƉŝŬĞ͕ZŽďŝŽƵƐZŽĂĚ͕ĂŶĚ,ƵŐƵĞŶŽƚZŽĂĚ͘ƵĞƚŽŚŝŐŚĞƌƉŽƉƵůĂƚŝŽŶ ŐƌŽǁƚŚŵƵĐŚĨƵƌƚŚĞƌǁĞƐƚŽĨƚŚĞĐƵƌƌĞŶƚƐƚĂƚŝŽŶ͕ƚŚĞŶĞǁůŽĐĂƚŝŽŶǁŽƵůĚƉƌŽǀŝĚĞƋƵŝĐŬĞƌĂĐĐĞƐƐŝďŝůŝƚǇĨŽƌĂŐƌĞĂƚĞƌŶƵŵďĞƌŽĨ ƌĞƐŝĚĞŶƚƐ͘ĂƐĞĚŽŶĐƵƌƌĞŶƚďĞĂƚƐƚƌƵĐƚƵƌĞƐ͕ƚŚĂƚůŽĐĂƚŝŽŶǁŽƵůĚĂůƐŽƉƌŽǀŝĚĞŐƌĞĂƚĞƌĞĂƐĞŽĨĂĐĐĞƐƐĨŽƌŽĨĨŝĐĞƌƐƚƌĂǀĞůŝŶŐĨƌŽŵ ŽƚŚĞƌďĞĂƚƐƚŽƌĞĂĐŚƚŚĞƐƚĂƚŝŽŶ͘ &ƵŶĚŝŶŐŽĨΨϭŵŝůůŝŽŶŝŶ&zϮϬϮϮǁŝůůďĞƵƚŝůŝǌĞĚĨŽƌůĂŶĚĂĐƋƵŝƐŝƚŝŽŶĂŶĚƐƚĂƚŝŽŶĚĞƐŝŐŶ͘dŚĞĐƵƌƌĞŶƚůĞĂƐĞĞǆƉŝƌĞƐ^ĞƉƚĞŵďĞƌϮϬϭϴ͘ KƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞĂŶƚŝĐŝƉĂƚĞĚƚŽďĞŝŶůŝŶĞǁŝƚŚŽƌůĞƐƐƚŚĂŶǁŚĂƚŝƐĐƵƌƌĞŶƚůǇďƵĚŐĞƚĞĚĨŽƌƚŚĞƌĞŶƚĂŶĚƵƚŝůŝƚŝĞƐĂƚƚŚĞĐƵƌƌĞŶƚ ůŽĐĂƚŝŽŶ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $0 $0 $0 $1,000,000 $1,000,000 Total $0 $0 $0 $0 $0 $1,000,000 $1,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϱϴ General Government Magnolia Green Fire Station

Department Fire and EMS Project Location Near the intersection of Otterdale and Woolridge roads Magisterial District Matoaca Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Safety and security Total Project Budget $8,802,500

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂŶĂƉƉƌŽǆŝŵĂƚĞůǇϭϰ͕ϱϬϬƐƋƵĂƌĞĨŽŽƚ͕ϯďĂǇĚƌŝǀĞͲƚŚƌŽƵŐŚĨŝƌĞƐƚĂƚŝŽŶƚŽŚŽƵƐĞĂŶĞŶŐŝŶĞ͕ĂŵďƵůĂŶĐĞ͕ĂŶĚĂ ǁĂƚĞƌƚĂŶŬĞƌ͘ Project Blueprint dŚŝƐƐƚĂƚŝŽŶŝƐŶĞĐĞƐƐĂƌǇƚŽŵĞĞƚĐƌŝƚŝĐĂůƌĞƐƉŽŶƐĞƚŝŵĞƐĨŽƌĨŝƌĞĂŶĚĞŵĞƌŐĞŶĐǇŵĞĚŝĐĂůƐĞƌǀŝĐĞƐŝŶƚŚĞƌĂƉŝĚůǇŐƌŽǁŝŶŐǁĞƐƚĞƌŶ ĂƌĞĂŽĨƚŚĞŽƵŶƚǇ͘dŚŝƐƐƚĂƚŝŽŶǁŝůůƉƌŽǀŝĚĞ&ŝƌĞĂŶĚD^ƐĞƌǀŝĐĞƚŽĂƉƉƌŽǆŝŵĂƚĞůǇϭϯ͕ϰϬϬĐƵƌƌĞŶƚƌĞƐŝĚĞŶƚƐĂŶĚƉƌŽƚĞĐƚŽǀĞƌ ϱ͕ϬϬϬĞǆŝƐƚŝŶŐŚŽŵĞƐ͘dŚĞƐƚĂƚŝŽŶǁŝůůďĞƐƚĂĨĨĞĚďǇϵ>^ĨŝƌĞĨŝŐŚƚĞƌƐ//Ɛ͕ϯĨŝƌĞĨŝŐŚƚĞƌ///Ɛ͕ϱĨŝƌĞĨŝŐŚƚĞƌ/Ɛ͕ϮůŝĞƵƚĞŶĂŶƚƐ͕ĂŶĚϭ ĐĂƉƚĂŝŶ͘ >ĂŶĚĨŽƌƚŚĞĨŝƌĞĂŶĚD^^ƚĂƚŝŽŶŚĂƐďĞĞŶĂĐƋƵŝƌĞĚ͘dŚĞ/WǁŝůůƉƌŽǀŝĚĞΨϲϱϮ͕ϬϬϬŝŶ&zϮϬϭϴƚŚĂƚǁŝůůďĞƵƚŝůŝǌĞĚĨŽƌĨĂĐŝůŝƚǇ ĚĞƐŝŐŶ ĂŶĚ ƚŽ ďĞŐŝŶ ƉƌŽĐƵƌĞŵĞŶƚ ŽĨ ƚŚĞ ƌĞƋƵŝƌĞĚ ĨŝƌĞ ĂƉƉĂƌĂƚƵƐ ĂŶĚ Ψϴ͕ϭϱϬ͕ϱϬϬ ŝŶ &zϮϬϭϵ ĨŽƌ ƚŚĞ ƉƵƌĐŚĂƐĞ ŽĨ ƌĞŵĂŝŶŝŶŐ ĂƉƉĂƌĂƚƵƐ ĂŶĚ ĨĂĐŝůŝƚǇ ĐŽŶƐƚƌƵĐƚŝŽŶ͘ Ŷ ĂĚĚŝƚŝŽŶĂů ϮϬ ƉĞƌƐŽŶŶĞů ǁŝůů ďĞ ƌĞƋƵŝƌĞĚ ƚŽ ƐƚĂĨĨ ƚŚĞ ƐƚĂƚŝŽŶ Ăƚ ĂŶ ĂŶŶƵĂů ĐŽƐƚ ŽĨ ĂƉƉƌŽǆŝŵĂƚĞůǇΨϭ͕ϳϵϬ͕ϱϬϬ͘ŶŶƵĂůŽƉĞƌĂƚŝŶŐĐŽƐƚĨŽƌƚŚĞĨĂĐŝůŝƚǇĂƌĞƉƌŽũĞĐƚĞĚƚŽďĞΨϱϳϲ͕ϯϬϬ͘ƐƚŚĞĂƌĞĂĐŽŶƚŝŶƵĞƐƚŽĚĞǀĞůŽƉ͕ ƚŚĞĞƉĂƌƚŵĞŶƚǁŝůůĞǀĂůƵĂƚĞƚŚĞŶĞĞĚƚŽĂĚĚĂůĂĚĚĞƌƚƌƵĐŬĂŶĚƉĞƌƐŽŶŶĞůƚŽƐƚĂĨĨŝƚ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞ ƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶ ĞĂĐŚǇĞĂƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Project Balances (existing) $0 $288,780 $1,220,300 $0 $0 $0 $1,509,080 Reserve for CIP 0 0 415,900 0 0 0 415,900 Debt 0 0 6,514,300 0 0 0 6,514,300 Cash Proffers 0 363,220 0 0 0 0 363,220 Total $0 $652,000 $8,150,500 $0 $0 $0 $8,802,500

Operating Budget Impact Personnel $0 $0 $0 $1,790,500 $0 $0 Operating 0 0 0 576,300 0 0 Debt Service 0 0 0 618,859 604,201 589,544 Total Operating Impact $0 $0 $0 $2,985,659 $604,201 $589,544

ϱϵ General Government Blight Eradication

Department Building Inspection Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Safety and security Total Project Budget Ongoing

Project Description

^ĂĨĞƚǇƌĞŵĞĚŝĂƚŝŽŶĂĐƚŝŽŶƐĨŽƌƚĂƌŐĞƚĞĚďůŝŐŚƚĞĚďƵŝůĚŝŶŐƐƚŚƌŽƵŐŚŽƵƚƚŚĞŽƵŶƚǇ͘ Project Blueprint dŚĞƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶĞƉĂƌƚŵĞŶƚƌĞƐƉŽŶĚƐƚŽĐŽŵŵƵŶŝƚǇĐŽŶĐĞƌŶƐĂďŽƵƚĚĞƌĞůŝĐƚďƵŝůĚŝŶŐĂŶĚƉƌŽƉĞƌƚǇŵĂŝŶƚĞŶĂŶĐĞĐŽĚĞ ŝƐƐƵĞƐ͘ tŚĞŶ ŽǁŶĞƌƐ ĐĂŶŶŽƚ ŵŝƚŝŐĂƚĞ ƐĂĨĞƚǇ ŝƐƐƵĞƐ͕ ƵŝůĚŝŶŐ /ŶƐƉĞĐƚŝŽŶ ǁŝůů ĞŶŐĂŐĞ Ă ĐŽŶƚƌĂĐƚŽƌ ƚŽ ƌĞĐƚŝĨǇ ƐĂĨĞƚǇ ĂŶĚ ĐŽĚĞ ĐŽŶĐĞƌŶƐ͘^ŽůƵƚŝŽŶƐŵĂǇŝŶĐůƵĚĞƐĞĐƵƌŝŶŐĂďƵŝůĚŝŶŐďǇďŽĂƌĚŝŶŐƵƉĚŽŽƌƐĂŶĚǁŝŶĚŽǁƐŽƌďǇĚĞŵŽůŝƐŚŝŶŐƚŚĞƐƚƌƵĐƚƵƌĞ͘^ƚĂĨĨǁŝůů ĐŽŶƚŝŶƵĞŵŽŶŝƚŽƌŝŶŐƉŽƚĞŶƚŝĂůůǇĚĂŶŐĞƌŽƵƐƐƚƌƵĐƚƵƌĞƐĂŶĚƉƌŝŽƌŝƚŝǌĞƉƌŽũĞĐƚƐĨŽƌƌĞŵĞĚŝĂƚŝŽŶďĂƐĞĚŽŶŶĞĞĚĂŶĚƚŚĞĂǀĂŝůĂďŝůŝƚǇ ŽĨĨƵŶĚƐ͘DŽǀŝŶŐĨŽƌǁĂƌĚ͕ŝƚǁŝůůďĞŝŵƉŽƌƚĂŶƚƚŽŵĂŝŶƚĂŝŶĂĚĞƋƵĂƚĞďůŝŐŚƚĞƌĂĚŝĐĂƚŝŽŶĨƵŶĚŝŶŐĂƐƚŚĞŽƵŶƚǇĐŽŶƚŝŶƵĞƐŝƚƐĨŽĐƵƐ ŽŶƌĞǀŝƚĂůŝǌĂƚŝŽŶ͘ &ƵŶĚŝŶŐǁŝůůĐŽŶƚŝŶƵĞƚŽďĞƵƚŝůŝǌĞĚĨŽƌƉƌŽͲĂĐƚŝǀĞĐŽĚĞĐŽŵƉůŝĂŶĐĞŝŶƐƉĞĐƚŝŽŶƐŝŶƚŚĞsŝůůĂŐĞŽĨƚƚƌŝĐŬ͕ĂůŽŶŐƚŚĞ:ĞĨĨĞƌƐŽŶĂǀŝƐ ĐŽƌƌŝĚŽƌ͕ĂŶĚŝŶĂƌĞĂƐŶĞĂƌŽƵŶƚǇƐĐŚŽŽůƐƐůĂƚĞĚĨŽƌƌĞŶŽǀĂƚŝŽŶ͕ƐŚŽǁĐĂƐŝŶŐƚŚĞŽƵŶƚǇΖƐŽŶŐŽŝŶŐĐŽŵŵŝƚŵĞŶƚƚŽƌĞǀŝƚĂůŝǌĂƚŝŽŶ͘ ^ƉĞĐŝĨŝĐĂůůǇ͕ďůŝŐŚƚĞƌĂĚŝĐĂƚŝŽŶ ĞĨĨŽƌƚƐ ǁŝůů ĐŽŶƚŝŶƵĞ ŶĞĂƌ DĂŶĐŚĞƐƚĞƌDŝĚĚůĞ ^ĐŚŽŽů ƵŶƚŝů ĐŽŵƉůĞƚĞĚ͕ĂŶĚ ƚŚĞ ƐĂŵĞƚĂƌŐĞƚĞĚ ĂƉƉƌŽĂĐŚǁŝůůďĞƵƚŝůŝǌĞĚŶĞĂƌĞƵůĂŚĂŶĚŶŽŶůĞŵĞŶƚĂƌǇƐĐŚŽŽůƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Total $0 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϲϬ General Government County Contribution to School Facility Revitalization

Department School Revitalization Project Location Various Magisterial District Countywide Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $4,850,000

Project Description

ĚĚŝƚŝŽŶĂůŐĞŶĞƌĂůŐŽǀĞƌŶŵĞŶƚĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞƐĐŚŽŽůƌĞǀŝƚĂůŝǌĂƚŝŽŶƉůĂŶ͘ Project Blueprint

/ŶƚŚĞĨĂůůŽĨϮϬϭϯ͕ǀŽƚĞƌƐĂƉƉƌŽǀĞĚĂďŽŶĚƌĞĨĞƌĞŶĚƵŵƚŚĂƚĂůůŽǁĞĚĨŽƌƚŚĞƌĞƉůĂĐĞŵĞŶƚŽƌƌĞŶŽǀĂƚŝŽŶŽĨŵĂŶǇŽĨƚŚĞŽƵŶƚǇΖƐ ŽůĚĞƐƚƐĐŚŽŽů ĨĂĐŝůŝƚŝĞƐ͘dŚĂƚƐůĂƚĞŽĨŝŵƉƌŽǀĞŵĞŶƚƐƐĞƌǀĞƐĂƐ ŽŶĞŽĨƚŚĞ ĐŽƌŶĞƌƐƚŽŶĞƐŽĨƚŚĞŽƵŶƚǇΖƐŽŶŐŽŝŶŐƌĞǀŝƚĂůŝǌĂƚŝŽŶ ŝŶŝƚŝĂƚŝǀĞ ĂŶĚ ƉƌŽǀŝĚĞƐ ƚŚĞ ŐĞŽŐƌĂƉŚŝĐ ŐƵŝĚĞ ĨŽƌ ŽƚŚĞƌ ƐƵƉƉŽƌƚŝŶŐ ƌĞǀŝƚĂůŝǌĂƚŝŽŶ ĞĨĨŽƌƚƐ͘ dŚĂƚ ƐĂŝĚ͕ ƚŚĞ ŵĞĂůƐ ƚĂǆ ƚŚĂƚ ǁĂƐ ƉƌŽƉŽƐĞĚƚŽŚĞůƉĨŝŶĂŶĐĞƚŚĞƐĐŚŽŽůƌĞǀŝƚĂůŝǌĂƚŝŽŶƉĂĐŬĂŐĞǁĂƐŶŽƚ ĂƉƉƌŽǀĞĚ ŝŶ ϮϬϭϯ͘ ĐĐŽƌĚŝŶŐůǇ͕ ĂŶ ĂůƚĞƌŶĂƚŝǀĞ ƉůĂŶ ǁĂƐ ĚĞǀĞůŽƉĞĚĂƐƉĂƌƚŽĨƚŚĞĂĚŽƉƚĞĚ&zϮϬϭϱ/WƚŽŚĞůƉĨŝŶĂŶĐĞƚŚĞƐĐŚŽŽůǁŽƌŬ͕ŚŝŐŚůŝŐŚƚĞĚďǇƚŚĞƉŽƐƚƉŽŶĞŵĞŶƚŽĨƚǁŽŐĞŶĞƌĂů ŐŽǀĞƌŶŵĞŶƚ ĨĂĐŝůŝƚŝĞƐ͗ ƚŚĞ ŽƵƌƚŚŽƵƐĞ ZŽĂĚͬZŽƵƚĞ Ϯϴϴ &ŝƌĞ ^ƚĂƚŝŽŶĂŶĚƚŚĞZŽďŝŽƵƐZŽĂĚ>ŝďƌĂƌǇ͘dŚŽƐĞĚĞĨĞƌƌĂůƐĨƌĞĞĚƵƉ ĨƵŶĚŝŶŐĨƌŽŵƚŚĞƌĞƐĞƌǀĞĨŽƌĐĂƉŝƚĂůŝŵƉƌŽǀĞŵĞŶƚƐ͕ǁŚŝĐŚǁĂƐƌĞƉƵƌƉŽƐĞĚĨŽƌƚŚĞƐĐŚŽŽůƉƌŽũĞĐƚƐ͘dŚŝƐΨϰ͘ϴϱŵŝůůŝŽŶŚĂƐĂůǁĂǇƐ ďĞĞŶŝŶƚĞŶĚĞĚĨŽƌƵƐĞŝŶŝŵƉůĞŵĞŶƚŝŶŐƚŚĞƌĞĨĞƌĞŶĚƵŵĂƐĂƉƉƌŽǀĞĚ͕ĂŶĚǁĂƐŶŽƚĂĚĚĞĚŝŶĂĚĚŝƚŝŽŶƚŽƚŚĞŽƌŝŐŝŶĂůĨƵŶĚŽƌ ŝŶƚĞŶĚĞĚƚŽďĞƵƐĞĚĂƐĂŶĞŶŚĂŶĐĞŵĞŶƚƚŽƚŚĞƉůĂŶ͘dŚĞƉƌŽƉŽƐĞĚ&zϮϬϭϴ/WŵĂŝŶƚĂŝŶƐƚŚĂƚƉůĂŶ͕ƌĞĨůĞĐƚŝŶŐƚŚĞĐŽŶƚŝŶƵĞĚ ĐŽůůĞĐƚŝǀĞŝŵƉŽƌƚĂŶĐĞďĞŝŶŐƉůĂĐĞĚŽŶƌĞǀŝƚĂůŝǌĂƚŝŽŶŝŶƚŚĞŽƵŶƚǇ͘dŚĞƐĞĨƵŶĚƐǁŝůůďĞŚĞůĚŝŶƚŚĞŽƵŶƚǇΖƐĐĂƉŝƚĂůƉƌŽũĞĐƚƐĨƵŶĚ ƵŶƚŝůƐƵĐŚƚŝŵĞĂƐƚŚĞƐĐŚŽŽůƐǇƐƚĞŵŝƐƌĞĂĚǇƚŽĚĞƉůŽǇƚŚĞŵŝŶƚŚĞƚƚƌŝĐŬůĞŵĞŶƚĂƌǇƌĞŶŽǀĂƚŝŽŶ͕ĂƐƉůĂŶŶĞĚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $3,650,000 $1,200,000 $0 $0 $0 $4,850,000 Total $0 $3,650,000 $1,200,000 $0 $0 $0 $4,850,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϲϭ General Government School Site Area Revitalization

Department Parks and Recreation Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan N/A Strategic Plan Goal Healthy living and well-being Total Project Budget Ongoing

Project Description

^ŝƚĞŝŵƉƌŽǀĞŵĞŶƚƐƚŽĐŽŵƉůĞŵĞŶƚƚŚĞƐĐŚŽŽůƐǇƐƚĞŵΖƐƌĞǀŝƚĂůŝǌĂƚŝŽŶƉƌŽŐƌĂŵ Project Blueprint

ĞƵůĂŚůĞŵĞŶƚĂƌǇ^ĐŚŽŽůŝƐůŽĐĂƚĞĚŝŶĂŶƵŶĚĞƌƐĞƌǀĞĚĂƌĞĂŽĨƚŚĞŽƵŶƚǇĨŽƌŝŶĚŽŽƌƌĞĐƌĞĂƚŝŽŶŽƉƉŽƌƚƵŶŝƚŝĞƐ͘tŚĞŶƚŚĞŶĞǁ ĞƵůĂŚůĞŵĞŶƚĂƌǇƐĐŚŽŽůŝƐďƵŝůƚƚŚĞǀĂĐĂƚĞĚƐŝƚĞǁŝůůďĞƌĞƉƵƌƉŽƐĞĚƚŽŵĞĞƚŽƚŚĞƌŽƵŶƚǇŶĞĞĚƐ͘/Ŷ&zϮϬϭϴ͕ƚŚŝƐƉƌŽũĞĐƚǁŽƵůĚ ĐŽŶĚƵĐƚĞŶŐŝŶĞĞƌŝŶŐƐƚƵĚŝĞƐŽĨƚŚĞďƵŝůĚŝŶŐĂŶĚƐŝƚĞĨŽƌƌĞͲƵƐĞďǇWĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶŽƌŽƚŚĞƌŽƵŶƚǇĂŐĞŶĐŝĞƐĂŶĚĚĞǀĞůŽƉ ĂƉƉƌŽƉƌŝĂƚĞĐŽŶƐƚƌƵĐƚŝŽŶƉůĂŶƐ͘dŚĞƐĞĨƵŶĚƐǁŝůůĂůƐŽďĞƵƚŝůŝǌĞĚƚŽĂƐƐĞƐƐĂƉƉƌŽƉƌŝĂƚĞƉƌŽũĞĐƚƐŶĞĂƌƚŚĞŶĞǁŶŽŶůĞŵĞŶƚĂƌǇ ^ĐŚŽŽů͘&ƵŶĚŝŶŐƐŚŽǁŶĨŽƌ&zϮϬϭϵĂŶĚďĞǇŽŶĚĂƌĞŐĞŶĞƌĂůůǇƉůĂĐĞŚŽůĚĞƌƐ͕ĚĞŵŽŶƐƚƌĂƚŝŶŐƚŚĞŽƵŶƚǇΖƐĐŽŵŵŝƚŵĞŶƚƚŽŝŶǀĞƐƚŝŶŐ ŝŶŝƚƐŽůĚĞƌŶĞŝŐŚďŽƌŚŽŽĚƐƚŽĐŽŵƉůĞŵĞŶƚƚŚĞƐĐŚŽŽůƉƌŽũĞĐƚƐ͘&ƵŶĚŝŶŐǁŝůůďĞĂůůŽĐĂƚĞĚƚŽƉƌŽũĞĐƚƐĂƐƐĐŚŽŽůƉƌŽũĞĐƚƐĂƌĞŶĞĂƌŝŶŐ ĐŽŵƉůĞƚŝŽŶ͘ KƉĞƌĂƚŝŶŐ ĐŽƐƚƐ ŽĨ ΨϭϮϴ͕ϬϬϬ ďĞŐŝŶŶŝŶŐ ŝŶ &zϮϬϮϬ ǁŝůů ďĞ ƵƚŝůŝǌĞĚ ĨŽƌ ƵƚŝůŝƚǇ ĐŽƐƚƐ ĂŶĚ ƉĂƌƚͲƚŝŵĞ ƐƚĂĨĨŝŶŐ Ăƚ ƚŚĞ ƌĞƉƵƌƉŽƐĞĚĞƵůĂŚůĞŵĞŶƚĂƌǇ^ĐŚŽŽůƐŝƚĞ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $250,000 $1,750,000 $2,000,000 $2,000,000 $2,000,000 $8,000,000 Total $0 $250,000 $1,750,000 $2,000,000 $2,000,000 $2,000,000 $8,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 0 0 128,000 0 0 Debt Service 000000 Total Operating Impact $0 $0 $0 $128,000 $0 $0

ϲϮ General Government Towne Center Streetscape

Department Revitalization Office Project Location Midlothian Turnpike Magisterial District Midlothian Project Type Recurring Identified Plan N/A Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

^ƚƌĞĞƚƐĐĂƉĞŵĂŝŶƚĞŶĂŶĐĞĂůŽŶŐDŝĚůŽƚŚŝĂŶdƵƌŶƉŝŬĞ͘ Project Blueprint dŚĞŚĞƐƚĞƌĨŝĞůĚdŽǁŶĞĞŶƚĞƌͲ^ŽƵƚŚƉŽƌƚƌĞĂ^ĞƌǀŝĐĞŝƐƚƌŝĐƚǁĂƐĂĚŽƉƚĞĚŝŶKĐƚŽďĞƌϮϬϬϵ͘dŚĞƉƵƌƉŽƐĞŽĨƚŚĞŝƐƚƌŝĐƚŝƐƚŽ ƉƌŽǀŝĚĞŚŝŐŚƋƵĂůŝƚǇůĂŶĚƐĐĂƉŝŶŐĂŶĚŵĂŝŶƚĞŶĂŶĐĞŽŶĂŽŶĞĂŶĚŽŶĞͲŚĂůĨŵŝůĞƐĞĐƚŝŽŶŽĨDŝĚůŽƚŚŝĂŶdƵƌŶƉŝŬĞĨƌŽŵũƵƐƚǁĞƐƚŽĨ ƚŚĞůǀĞƌƐĞƌƌŝǀĞŝŶƚĞƌƐĞĐƚŝŽŶƚŽũƵƐƚĞĂƐƚŽĨƚŚĞ:ŽŚŶƐƚŽŶtŝůůŝƐƌŝǀĞŝŶƚĞƌƐĞĐƚŝŽŶ͘dŚŝƐƉƌŽũĞĐƚŝƐĨŝŶĂŶĐĞĚďǇĂƚǁŽĐĞŶƚ;ΨϬ͘ϬϮͿ ƐƵƉƉůĞŵĞŶƚĂů ƌĞĂů ĞƐƚĂƚĞ ƉƌŽƉĞƌƚǇ ƚĂǆ ŽŶ Ăůů ƌĞĂů ĞƐƚĂƚĞ ůŽĐĂƚĞĚǁŝƚŚŝŶƚŚĞŝƐƚƌŝĐƚ͘ZĞǀĞŶƵĞŐĞŶĞƌĂƚĞĚĨƌŽŵƚŚĞŝƐƚƌŝĐƚŝƐ ƌĞƐƚƌŝĐƚĞĚƚŽůĂŶĚƐĐĂƉŝŶŐƵƐĞƐĂƐĚĞƐĐƌŝďĞĚĂďŽƵƚŝŶƚŚĞŽƵŶƚǇŽĚĞ͕ƌƚŝĐůĞy/y͘ ƐƉĂƌƚŽĨƚŚĞŽƌŝŐŝŶĂůĂŐƌĞĞŵĞŶƚ͕ƚŚĞŽƵŶƚǇŝŶŝƚŝĂůůǇƉĂŝĚĨŽƌĂůůůĂŶĚƐĐĂƉŝŶŐŝŵƉƌŽǀĞŵĞŶƚƐ͘ƐŽĨϮϬϭϲ͕ƚŚĞƌĞǀĞŶƵĞƐŐĞŶĞƌĂƚĞĚ ďǇƚŚĞŝƐƚƌŝĐƚŚĂǀĞƉĂŝĚďĂĐŬƚŚĞĐŽŶƚƌĂĐƚĞĚůĂŶĚƐĐĂƉŝŶŐĂŶĚŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐĂŶĚŚĂǀĞƌĞĂĐŚĞĚĂƐƵƐƚĂŝŶĂďůĞƉĂĐĞƚŽƉĂǇĨŽƌ ŽŶŐŽŝŶŐĂŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞ͘dŚĞďƵƐŝŶĞƐƐŽƌŐĂŶŝǌĂƚŝŽŶ͕DŝĚůŽƚŚŝĂŶ/ŶŝƚŝĂƚŝǀĞƚŽZĞǀŝƚĂůŝǌĞZŝŐŚƚƐŽĨtĂǇ;D/ZZͿ͕ĚĞǀĞůŽƉĞĚƚŚĞ ŝŶŝƚŝĂůƉůĂŶĂƐĂĨŝƌƐƚƉŚĂƐĞŽĨŝŵƉƌŽǀĞŵĞŶƚƚŽƚŚĞŚĞƐƚĞƌĨŝĞůĚdŽǁŶĞĞŶƚĞƌͲ^ŽƵƚŚƉŽƌƚƌĞĂ͘ƐĂĚĚŝƚŝŽŶĂůƌĞǀĞŶƵĞŝƐŐĞŶĞƌĂƚĞĚ ŝŶ ƚŚĞ ŝƐƚƌŝĐƚ͕ ďĞǇŽŶĚ ƚŚĞ ĂŶŶƵĂů ŵĂŝŶƚĞŶĂŶĐĞ ĐŽƐƚ͕ D/ZZ ŝƐ ĐŽŶƐŝĚĞƌŝŶŐ ŝŵƉůĞŵĞŶƚŝŶŐ Ă ƐĞĐŽŶĚ ƉŚĂƐĞ ŽĨ ůĂŶĚƐĐĂƉŝŶŐ ŝŵƉƌŽǀĞŵĞŶƚƐƚŽĨƵƌƚŚĞƌĞŶŚĂŶĐĞƚŚĞĂƌĞĂ͘dŚĞĨƵŶĚŝŶŐƐŚŽǁŶŝŶ&zϮϬϭϴͲϮϬϮϮĂƉƉƌŽƉƌŝĂƚĞƐĂŶƚŝĐŝƉĂƚĞĚƌĞǀĞŶƵĞƚŽƉĂǇĨŽƌƚŚĞ ĂŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĞǆƉĞŶƐĞ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $85,000 $85,000 $85,000 $85,000 $85,000 $425,000 Total $0 $85,000 $85,000 $85,000 $85,000 $85,000 $425,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϲϯ General Government Computer Aided Mass Appraisal (CAMA)

Department IST, Real Estate Assessor Project Location Chesterfield County Government Complex Magisterial District Countywide Project Type Nonrecurring Identified Plan Strategic Plan Strategic Plan Goal Model for excellence in government Total Project Budget $2,469,500

Project Description

WƌŽĐƵƌĞŵĞŶƚŽĨĂƐŽĨƚǁĂƌĞƉůĂƚĨŽƌŵƚŚĂƚŝƐĐŽŵƉĂƚŝďůĞǁŝƚŚŽƚŚĞƌŽƵŶƚǇƐǇƐƚĞŵƐĂŶĚǁŝůůŝŶĐƌĞĂƐĞĞĨĨŝĐŝĞŶĐǇĨŽƌƚŚĞƌĞĂůĞƐƚĂƚĞ ĂƉƉƌĂŝƐĂůƉƌŽĐĞƐƐ͘ Project Blueprint dŚĞ ŽŵƉƵƚĞƌ ŝĚĞĚ DĂƐƐ ƉƉƌĂŝƐĂů ;DͿ ƉƌŽũĞĐƚ ǁŝůů ƉƌŽĐƵƌĞ ĂŶŽĨĨͲƚŚĞͲƐŚĞůĨĐŽŵƉƵƚĞƌƐǇƐƚĞŵƚŽƌĞƉůĂĐĞƚŚĞĞǆŝƐƚŝŶŐ͕ ŽƵƚĚĂƚĞĚƌĞĂůĞƐƚĂƚĞĂƉƉƌĂŝƐĂůƐǇƐƚĞŵ͘dŚĞĐƵƌƌĞŶƚƐǇƐƚĞŵǁĂƐŽƌŝŐŝŶĂůůǇĐŽĚĞĚŝŶƚŚĞϭϵϴϬƐĂŶĚƉƌĞƐĞŶƚƐƐŝŐŶŝĨŝĐĂŶƚĐŚĂůůĞŶŐĞƐ ƚŽŵĂŝŶƚĂŝŶ͘ƐǇƐƚĞŵďƵŝůƚŽŶĐƵƌƌĞŶƚƚĞĐŚŶŽůŽŐŝĞƐǁŝůůďĞĞĂƐŝĞƌƚŽƐƵƉƉŽƌƚ͘dŚĞƐǇƐƚĞŵǁŝůůĨĂĐŝůŝƚĂƚĞƌĞĂůĞƐƚĂƚĞĂƐƐĞƐƐŵĞŶƚƐ͕ ƉƌŽǀŝĚĞĂǁŽƌŬĨůŽǁƐǇƐƚĞŵ͕ĂŶĚŵĂŶĂŐĞƌĞĂůĞƐƚĂƚĞƚĂǆďŝůůŝŶŐďǇĚŝƌĞĐƚůǇŝŶƚĞƌĨĂĐŝŶŐǁŝƚŚƚŚĞƚĂǆĂƚŝŽŶŵĂŶĂŐĞŵĞŶƚƐǇƐƚĞŵ͘dŚĞ ĨƵŶĚŝŶŐĨŽƌƚŚŝƐƉƌŽũĞĐƚŝƐƐƉƌĞĂĚŽǀĞƌƚǁŽĨŝƐĐĂůǇĞĂƌƐ͕ĂŶĚƚŚĞƉƌŽũĞĐƚŝƚƐĞůĨǁŝůůďĞϭϴƚŽϮϰŵŽŶƚŚƐŝŶĚƵƌĂƚŝŽŶ͘&ƵŶĚŝŶŐŽĨ ΨϵϬ͕ϬϬϬǁŝůůďĞŶĞĐĞƐƐĂƌǇĨŽƌĂŶŶƵĂůŵĂŝŶƚĞŶĂŶĐĞĐŚĂƌŐĞƐĨŽƌƚŚĞƐŽĨƚǁĂƌĞ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶ ŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $1,140,000 $1,329,500 $0 $0 $0 $0 $1,329,500 Total $1,140,000 $1,329,500 $0 $0 $0 $0 $1,329,500

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 0 90,000 0 0 0 Debt Service 000000 Total Operating Impact $0 $0 $90,000 $0 $0 $0

ϲϰ General Government Enterprise Resource Planning System Replacement Study

Department Accounting Project Location Countywide Magisterial District Countywide Project Type Nonrecurring Identified Plan Strategic Plan Strategic Plan Goal Model for excellence in government Total Project Budget $400,000

Project Description dŚŝƐƉƌŽũĞĐƚŝƐĨŽƌĂƐƚƵĚǇƚŽĚĞƚĞƌŵŝŶĞŝĨĂŶĞǁŝŶƚĞŐƌĂƚĞĚĨŝŶĂŶĐŝĂů͕,Z͕ĂŶĚƉĂǇƌŽůůƐǇƐƚĞŵŝƐŶĞĞĚĞĚĨŽƌŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ ŐŽǀĞƌŶŵĞŶƚĂŶĚƐĐŚŽŽůƐ͘ Project Blueprint tŚĞŶƚŚĞĐƵƌƌĞŶƚĞŶƚĞƌƉƌŝƐĞƌĞƐŽƵƌĐĞƉůĂŶŶŝŶŐƐǇƐƚĞŵǁĂƐŝŵƉůĞŵĞŶƚĞĚ͕ƚŚĞƌĞǁĂƐĂŶĞǆƉĞĐƚĂƚŝŽŶƚŚĂƚƚŚŝƐĂƉƉůŝĐĂƚŝŽŶƐŽůƵƚŝŽŶ ǁŽƵůĚďĞǀŝĂďůĞĨŽƌϭϱǇĞĂƌƐ͘dŚŝƐĨƵŶĚŝŶŐƌĞƋƵĞƐƚŝƐĨŽƌĂƐƚƵĚǇŝŶ&zϮϬϮϬ͕ǁŚŝĐŚŝƐϭϲǇĞĂƌƐĨƌŽŵĐŽŶƚƌĂĐƚƐŝŐŶŝŶŐǁŝƚŚƚŚĞ ĐƵƌƌĞŶƚǀĞŶĚŽƌ͕ƚŽĚĞƚĞƌŵŝŶĞŝĨĂŶŽƚŚĞƌĂƉƉůŝĐĂƚŝŽŶǁŽƵůĚďĞƚƚĞƌŵĞĞƚƚŚĞŶĞĞĚƐŽĨŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇƐĐŚŽŽůƐĂŶĚŐŽǀĞƌŶŵĞŶƚ ĨŽƌ ĂĐĐŽƵŶƚƐ ƉĂǇĂďůĞ͕ ĂĐĐŽƵŶƚƐ ƌĞĐĞŝǀĂďůĞ͕ ďƵĚŐĞƚĂƌǇ ĐŽŶƚƌŽů͕ ĐĂƐŚ ŵĂŶĂŐĞŵĞŶƚ͕ ŵŝƐĐĞůůĂŶĞŽƵƐ ĐĂƐŚ ƌĞĐĞŝƉƚŝŶŐ͕ ĨŝŶĂŶĐŝĂů ƌĞƉŽƌƚŝŶŐ͕ ĨŝǆĞĚ ĂƐƐĞƚƐ͕ ŐĞŶĞƌĂů ůĞĚŐĞƌ͕ ŚƵŵĂŶ ƌĞƐŽƵƌĐĞƐ͕ ƉĂǇƌŽůů͕ ƉƌŽĐƵƌĞŵĞŶƚ͕ ĂŶĚ ƐĞǀĞƌĂů ŽƚŚĞƌ ĂĚŵŝŶŝƐƚƌĂƚŝǀĞ ďƵƐŝŶĞƐƐ ĨƵŶĐƚŝŽŶƐ͘/ĨƚŚĞƐƚƵĚǇĚĞƚĞƌŵŝŶĞƐƚŚĂƚĂŶĞǁƐǇƐƚĞŵŝƐŶĞĞĚĞĚ͕ƚŚĞĞƉĂƌƚŵĞŶƚǁŝůůƉƵƌƐƵĞĨƵŶĚŝŶŐƚŽƌĞƉůĂĐĞƚŚĞĐƵƌƌĞŶƚ ƐǇƐƚĞŵĂŶĚƉůĂŶĨŽƌĂŵĂũŽƌƐǇƐƚĞŵƌĞƉůĂĐĞŵĞŶƚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $0 $0 $400,000 $0 $0 $400,000 Total $0 $0 $0 $400,000 $0 $0 $400,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϲϱ General Government Technology Improvement Program (TIP)

Department IST Project Location Chesterfield County Government Complex Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Model for excellence in government Total Project Budget Ongoing

Project Description

/ŶǀĞƐƚŝŶƐŵĂůůĞƌƚĞĐŚŶŽůŽŐǇƐŽůƵƚŝŽŶƐƚŚĂƚƐŝŐŶŝĨŝĐĂŶƚůǇŝŵƉĂĐƚĞĨĨŝĐŝĞŶĐǇĂŶĚŵŽĚĞƌŶŝǌĞŽƵƚĚĂƚĞĚƐǇƐƚĞŵƐĨŽƌĚĞƉĂƌƚŵĞŶƚƐƚŚĂƚ ĚĞŵŽŶƐƚƌĂƚĞĂƐŝŐŶŝĨŝĐĂŶƚŶĞĞĚĂŶĚƌĞƚƵƌŶŽŶŝŶǀĞƐƚŵĞŶƚ͘ Project Blueprint

ĂĐŚǇĞĂƌƚŚĞdĞĐŚŶŽůŽŐǇ/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ;d/WͿƌĞĐĞŝǀĞƐƉƌŽũĞĐƚƌĞƋƵĞƐƚƐĨƌŽŵŽƵŶƚǇĚĞƉĂƌƚŵĞŶƚƐƚŚĂƚĚŽŶŽƚƌŝƐĞƚŽƚŚĞ ůĞǀĞůŽĨĂƐƚĂŶĚĂůŽŶĞ/WƉƌŽũĞĐƚ͘ /Ŷ&zϮϬϭϴ͕ƚǁŽŶĞǁd/WƐĐŽƌŝŶŐĐƌŝƚĞƌŝĂǁĞƌĞĂĚĚĞĚƚŽŐŝǀĞǀĂůƵĞƚŽƉƌŽũĞĐƚƐƚŚĂƚǁŝůůĚƌŝǀĞĞĨĨŝĐŝĞŶĐǇĂŶĚŵŽĚĞƌŶŝǌĞůĂŐŐŝŶŐ ƚĞĐŚŶŽůŽŐǇ͘>ĂŐŐŝŶŐƚĞĐŚŶŽůŽŐǇĂƐƐĞƚƐĂƌĞƚŚŽƐĞŝŶƉƌĞƐƐŝŶŐŶĞĞĚŽĨƌĞƉůĂĐĞŵĞŶƚĚƵĞƚŽĂƉůĂƚĨŽƌŵƚŚĂƚŝƐŶŽůŽŶŐĞƌƐƵƉƉŽƌƚĞĚ͕Ă ǀĞŶĚŽƌƚŚĂƚŝƐŶŽůŽŶŐĞƌŝŶƐĞƌǀŝĐĞ͕ŽƌƚŚŽƐĞĐŽŶƐƵŵŝŶŐůŝŵŝƚĞĚƌĞƐŽƵƌĐĞƐǁŝƚŚƚŚĞĂŵŽƵŶƚŽĨƚŝŵĞƌĞƋƵŝƌĞĚƚŽŬĞĞƉƚŚĞŵ ĨƵŶĐƚŝŽŶŝŶŐ͘ dŚĞƚŽƉƉƌŝŽƌŝƚǇƉƌŽũĞĐƚƐĨŽƌ&zϮϬϭϴŝŶĐůƵĚĞĐƌĞĂƚŝŽŶŽĨĂdĂǆƉĂǇĞƌtĞďWŽƌƚĂů͖ĂĚĚŝƚŝŽŶĂůĨƵŶĚŝŶŐĨŽƌŝŶĐƌĞĂƐĞĚĨƵŶĐƚŝŽŶĂůŝƚǇŝŶ ƚŚĞ^ŽĐŝĂů^ĞƌǀŝĐĞƐ/ŶĨŽƌŵĂƚŝŽŶ^ǇƐƚĞŵ͖ŝŵƉƌŽǀĞŵĞŶƚƐĂŶĚĂƵƚŽŵĂƚŝŽŶƚŽƚŚĞ^ŚĞƌŝĨĨΖƐŝǀŝůWƌŽĐĞƐƐDĂŶĂŐĞŵĞŶƚ^ǇƐƚĞŵ͖ƵƉĨŝƚ ƚŽƚŚĞͬsƋƵŝƉŵĞŶƚŝŶƚŚĞŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚĐŽŶĨĞƌĞŶĐĞƌŽŽŵ͖/ŶĨŽƌŵĂƚŝŽŶ^ĞĐƵƌŝƚǇtŽƌŬůŽĂĚDĂŶĂŐĞŵĞŶƚdŽŽůƐĨŽƌ ^ĞĐƵƌŝƚǇĐĐŽƵŶƚDĂŶĂŐĞŵĞŶƚ͕ĂǁĞďďĂƐĞĚĐŝƚŝǌĞŶĞŶŐĂŐĞŵĞŶƚƚŽŽů͖ ĂŶ ĞƋƵŝƉŵĞŶƚ ŝŶǀĞŶƚŽƌǇ ƐǇƐƚĞŵ ĨŽƌ ƚŚĞ ^ŚĞƌŝĨĨΖƐ ĚĞƉĂƌƚŵĞŶƚ͖ĂŶĚĂƐǇƐƚĞŵĨŽƌĚŝŐŝƚĂůĂƐƐĞƚŵĂŶĂŐĞŵĞŶƚ͘ ^ŽĨƚǁĂƌĞĨŽƌƚŚĞƐĞƉƌŽũĞĐƚƐŐĞŶĞƌĂůůǇŚĂǀĞĂŶŶƵĂůƐŽĨƚǁĂƌĞŵĂŝŶƚĞŶĂŶĐĞĞǆƉĞŶƐĞƐ͕ƐŽŽƉĞƌĂƚŝŶŐĞǆƉĞŶƐĞƐǁŝůůďĞĚĞƚĞƌŵŝŶĞĚ ŽŶĐĞƐŽĨƚǁĂƌĞŚĂƐďĞĞŶŝĚĞŶƚŝĨŝĞĚ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Reserve for CIP $0 $778,500 $750,000 $750,000 $750,000 $1,000,000 $4,028,500 Other 000000 0 Total $0 $778,500 $750,000 $750,000 $750,000 $1,000,000 $4,028,500

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 0 80,000 0 0 0 Debt Service 000000 Total Operating Impact $0 $0 $80,000 $0 $0 $0

ϲϲ General Government

Technology Improvement Program FY2018 Project Summary Project Name Department FY2018 Citizen Engagement Tool Planning 20,000 Civil Process Management System Sheriff 160,000 Digital Asset Management Communications and Media 30,000 Forms Analysis and Automation Countywide 50,000 Information Security Workload Management for Account Management Information Technolody 65,000 Inventory System Sheriff 50,000 Platform for Open Data Countywide 50,000 Social Services- Dynamics Phase 3 Social Services 150,000 Taxpayer Web Portal Commissioner of the Revenue 160,000 Upfit A/V Equipment in CD Review Large Conference Room Planning 43,500 Total $778,500

Project Name Description Building on the momentum of programs like the Blueprint Chesterfield, this project would allow County leadership to meet the citizens where they are, digitally, to encourage feedback regarding planned or ongoing projects. The program would provide an improved repository for data, ability to create dashboards and extract Citizen Engagement Tool analysis. Replacing this lagging technology will eliminate the daily manual entry of data, improve data integrity/reduce risk of data entry errors, and improve the civil papers process. The new system would be more user-friendly in terms of data entry, reporting and interfacing with other systems in the Sheriff’s Office, Jail, and the Courts. This Civil Process Management would create seamless data sharing between the Courts that generate the papers and the deputies issuing System papers in the field, and allow for automatic updating when changes are made to any record. By implementing a Digital Asset Management system, significant staff time will be saved by not only Communications and Media Staff, but staff in other departments. This system would allow County personnel to Digital Asset Management search on keywords for images to be used in their presentations, media releases, etc. This project will provide funding to conduct an assessment and inventory of all the manual paper forms that are Forms Analysis and used. Depending on the needs that are uncovered, software will be procured or licensed to implement a Automation paperless version of as many of the most frequently used forms as possible. Information Security IST staff are responsible for establishing access to County information systems. This project would implement an Workload Management approval based work flow and self-service interface to eliminate paper processes for user security management. for Account Management A business process automation tool would reduce processing time for over 12,000 requests per year. The public safety departments, headlined by this request from the Sheriff, need a tool to accurately track and Inventory System inventory assets and supplies. Implementing barcoding will aid in tracking and control of issued property. Platform for Open Data This project will allow the County to present data in more engaging and easily consumable way to the citizen. Social Services has so many State systems that they interface with along with their local Chesterfield County system that they are overwhelmed with keeping up with the cases and duplicate data entry points. The time Social Services- Dynamics needed to keep up with their workload has increased dramatically. This integration will allow the system to Phase 3 function as one without the issues of data entry into multiple locations when possible. A "Taxpayer Web Portal" is the most requested item from the Chesterfield.gov website. A portal would allow citizens to look up and pay their real estate and personal property tax bills, submit address change requests, and Taxpayer Web Portal print current copies of their bills and payment receipts. This conference room is used for developer meetings for the zoning, site, and subdivision processes. AV Upfit A/V Equipment in CD equipment will support optimized electronic document review capability from ELM, increased efficiency and Review Large Conference informed decision making for time sensitive projects, more effective communication with customers, and Room improved customer service by modernizing interactions.

ϲϳ General Government Chesapeake Bay TMDL Compliance

Project Description dŚĞŚĞƐĂƉĞĂŬĞĂǇdŽƚĂůDĂǆŝŵƵŵĂŝůǇ>ŽĂĚ;dD>ͿŵĂŶĚĂƚĞŝƐĂƐƉĞĐŝĂůĐŽŶĚŝƚŝŽŶŽĨƚŚĞŽƵŶƚǇ͛ƐDƵŶŝĐŝƉĂů^ĞƉĂƌĂƚĞ^ƚŽƌŵ ^ĞǁĞƌ^ǇƐƚĞŵWĞƌŵŝƚ;D^ϰͿ͘dD>ƌĞƋƵŝƌĞƐƚŚĞŽƵŶƚǇƚŽƌĞĚƵĐĞƚŚĞĚŝƐĐŚĂƌŐĞŽĨŶŝƚƌŽŐĞŶ͕ƉŚŽƐƉŚŽƌƵƐ͕ĂŶĚƚŽƚĂůƐƵƐƉĞŶĚĞĚ ƐŽůŝĚƐĨƌŽŵƚŚĞŽƵŶƚǇΖƐD^ϰƐǇƐƚĞŵ͘ Project Blueprint dŚĞŚĞƐĂƉĞĂŬĞĂǇdD>ĐŽŵƉůŝĂŶĐĞƉůĂŶůŝƐƚƐƚǁŽƉƌŽũĞĐƚƐĨŽƌ&zϮϬϭϴ͕ŽƵŶƚǇŽŵƉůĞǆ'ƌĞĞŶ^ƚƌĞĞƚƐDWƐĂŶĚƚŚĞ&ĂůůŝŶŐ ƌĞĞŬZĞƐĞƌǀŽŝƌZĞƐƚŽƌĂƚŝŽŶ͘dŚĞŽƵŶƚǇŽŵƉůĞǆ'ƌĞĞŶ^ƚƌĞĞƚƐDWƐƉƌŽũĞĐƚŝƐŝŶƚŚĞĂůĞDĂŐŝƐƚĞƌŝĂůŝƐƚƌŝĐƚĂŶĚŝŶĐůƵĚĞƐ ƌĞƚƌŽĨŝƚƚŝŶŐĂŶĚŝŶƐƚĂůůĂƚŝŽŶŽĨƐĞǀĞƌĂůĚŝĨĨĞƌĞŶƚƚǇƉĞƐŽĨDWƐ͕ƐƵĐŚĂƐďŝŽƐǁĂůĞƐ͕ďŝŽƌĞƚĞŶƚŝŽŶ͕ĂŶĚŽƚŚĞƌƚǇƉĞƐŽĨŐƌĞĞŶƐƚƌĞĞƚ DWƐ͘/Ŷ&zϮϬϭϴ͕ĚĞƐŝŐŶĂŶĚƉĞƌŵŝƚƚŝŶŐŽĨƚŚĞ&ĂůůŝŶŐƌĞĞŬZĞƐĞƌǀŽŝƌZĞƐƚŽƌĂƚŝŽŶǁŝůůĐŽŶƚŝŶƵĞĂŶĚƚŚĞƉŚǇƐŝĐĂůƌĞƐƚŽƌĂƚŝŽŶŽĨ ƚŚĞ ƌĞƐĞƌǀŽŝƌ ǁŝůů ďĞŐŝŶ ŝŶ &zϮϬϮϬ͘ Ɛ ĂƉƉƌŽǀĞĚ ďǇ ƚŚĞ ^ƚĂƚĞ ĞƉĂƌƚŵĞŶƚ ŽĨ ŶǀŝƌŽŶŵĞŶƚĂů YƵĂůŝƚǇ͕ ƚŚŝƐ ƉƌŽũĞĐƚ ĂůŽŶĞ ŝƐ ĂŶƚŝĐŝƉĂƚĞĚƚŽƉƌŽǀŝĚĞĨŽƌϰϬƉĞƌĐĞŶƚŽĨƚŚĞĐŽƵŶƚǇǁŝĚĞĐŽŵƉůŝĂŶĐĞƌĞƋƵŝƌĞŵĞŶƚƐ͘ ůƐŽ͕ƚŚĞ&zϮϬϭϴĐŽŵƉůŝĂŶĐĞƉůĂŶŝŶĐŽƌƉŽƌĂƚĞƐĨƵŶĚŝŶŐĨŽƌĂƐƚŽƌŵǁĂƚĞƌĚĂƚĂĂŶĂůǇƐƚƚŽƐƵƉƉŽƌƚƚŚĞŽŶŐŽŝŶŐŽƉĞƌĂƚŝŽŶƐŽĨƚŚĞ ƐƚŽƌŵǁĂƚĞƌƵƚŝůŝƚǇ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Stormwater Reserve $0 $3,454,500 $3,633,200 $4,481,200 $0 $550,000 $12,118,900 Stormwater Utility 0 4,500,000 4,500,000 4,500,000 3,950,000 4,500,000 21,950,000 Total $0 $7,954,500 $8,133,200 $8,981,200 $3,950,000 $5,050,000 $34,068,900

Operating Budget Impact Personnel $0 $73,000 $0 $0 $0 $0 Operating 0 1,000 0 0 0 0 Debt Service 000000 Total Operating Impact $0 $74,000 $0 $0 $0 $0

ϲϴ General Government

Chesapeake Bay TMDL Project Plan FY2018-FY2022

Total Project Name FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22 Falling Creek Reservoir Restoration $7,000,000 $7,000,000 $7,000,000 $21,000,000 County Complex Green Streets BMPs 854,500 854,500 Stonehenge Stream Restoration Project 1,033,200 1,033,200 Robious Park East & West Stream Restoration Project 1,881,200 1,881,200 Falling Creek Stream Rest - Parks & Rec Trail 1,000,000 1,000,000 Generalized Stream Restoration Project 6 1,750,000 1,750,000 Matoaca HS BMP retrofits 1,100,000 1,100,000 Generalized Stream Restoration Project 7 1,750,000 1,750,000 Generalized Stream Restoration Project 8 2,000,000 2,000,000 Wet pond BMP retrofit 1,200,000 1,200,000 Administrative Costs 100,000 100,000 100,000 100,000 100,000 500,000 Total $7,954,500 $8,133,200 $8,981,200 $3,950,000 $5,050,000 $34,068,900

Chesapeake TMDL Project Plan Summary: dŚĞŚĞƐĂƉĞĂŬĞĂǇdD>ĐŽŵƉůŝĂŶĐĞƉůĂŶůŝƐƚƐƚǁŽƉƌŽũĞĐƚƐĨŽƌ&zϮϬϭϴ͕ŽƵŶƚǇŽŵƉůĞǆ'ƌĞĞŶ^ƚƌĞĞƚƐ DWƐĂŶĚƚŚĞ&ĂůůŝŶŐƌĞĞŬZĞƐĞƌǀŽŝƌZĞƐƚŽƌĂƚŝŽŶ͘dŚĞŽƵŶƚǇŽŵƉůĞǆ'ƌĞĞŶ^ƚƌĞĞƚƐDWƐƉƌŽũĞĐƚŝƐŝŶƚŚĞ ĂůĞDĂŐŝƐƚĞƌŝĂůŝƐƚƌŝĐƚĂŶĚŝŶĐůƵĚĞƐƌĞƚƌŽĨŝƚƚŝŶŐĂŶĚŝŶƐƚĂůůĂƚŝŽŶŽĨƐĞǀĞƌĂůĚŝĨĨĞƌĞŶƚƚǇƉĞƐŽĨDWƐ͕ƐƵĐŚĂƐ ďŝŽƐǁĂůĞƐ͕ďŝŽƌĞƚĞŶƚŝŽŶĂŶĚŽƚŚĞƌƚǇƉĞƐŽĨŐƌĞĞŶƐƚƌĞĞƚDWƐ͘/Ŷ&zϮϬϭϴĚĞƐŝŐŶΘƉĞƌŵŝƚƚŝŶŐŽĨƚŚĞ&ĂůůŝŶŐ ƌĞĞŬZĞƐĞƌǀŽŝƌZĞƐƚŽƌĂƚŝŽŶǁŝůůĐŽŶƚŝŶƵĞĂŶĚƚŚĞƉŚǇƐŝĐĂůƌĞƐƚŽƌĂƚŝŽŶŽĨƚŚĞƌĞƐĞƌǀŽŝƌǁŝůůďĞŐŝŶŝŶ&zϮϬϮϬ͘ ƐĂƉƉƌŽǀĞĚďǇƚŚĞ^ƚĂƚĞĞƉĂƌƚŵĞŶƚŽĨŶǀŝƌŽŶŵĞŶƚĂůYƵĂůŝƚǇ͕ƚŚŝƐƉƌŽũĞĐƚĂůŽŶĞŝƐĂŶƚŝĐŝƉĂƚĞĚƚŽƉƌŽǀŝĚĞ ϰϬ ƉĞƌĐĞŶƚ ŽĨ ƚŚĞ ĐŽƵŶƚǇǁŝĚĞ ĐŽŵƉůŝĂŶĐĞ ƌĞƋƵŝƌĞŵĞŶƚƐ͘ ĞŐŝŶŶŝŶŐŝŶ&zϮϬϭϴ͕ƚŚĞƚŽƚĂůƉƌŽũĞĐƚŽƵƚůĂǇ ŝŶĐůƵĚĞƐΨϭϬϬ͕ϬϬϬŝŶĂĚŵŝŶŝƐƚƌĂƚŝǀĞĐŽƐƚƐ͘dŚŝƐĂŵŽƵŶƚƐƌĞĨůĞĐƚƐĨƵŶĚŝŶŐĨŽƌĂŶĞǁƉŽƐŝƚŝŽŶ͕ĂƐƚŽƌŵǁĂƚĞƌ ĨƵŶĚĂŶĂůǇƐƚ͕ĂƐǁĞůůĂƐŽŶŐŽŝŶŐĐŽŶƐƵůƚĂŶƚƐƵƉƉŽƌƚĨŽƌŶŽŶͲƐƉĞĐŝĨŝĐdD>ƉƌŽũĞĐƚĐŽƐƚƐ͘

ϲϵ General Government General Road Improvements

Department Transportation Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

&ƵŶĚŝŶŐ ĨŽƌ ƐƉŽƚ ŝŵƉƌŽǀĞŵĞŶƚƐ͕ ƐŝŐŶĂŐĞ͕ ŵĂŝŶƚĞŶĂŶĐĞ ŽĨ ŽƵŶƚǇ ŵĂŝŶƚĂŝŶĞĚ ƌŝŐŚƚƐͲŽĨͲǁĂǇ͕ ĂŶĚ ŵĂƚĐŚŝŶŐ ĨƵŶĚƐ ĨŽƌ ĨĞĚĞƌĂů ĨƵŶĚŝŶŐƉƌŽŐƌĂŵƐƐƵĐŚĂƐdƌĂŶƐƉŽƌƚĂƚŝŽŶůƚĞƌŶĂƚŝǀĞƐ͘ Project Blueprint dŚĞ'ĞŶĞƌĂůZŽĂĚ/ŵƉƌŽǀĞŵĞŶƚƐƉƌŽũĞĐƚŚĂƐďĞĞŶĞƐƚĂďůŝƐŚĞĚƚŽĐŽǀĞƌƚŚĞĐŽƐƚƐŽĨŝŵƉƌŽǀĞŵĞŶƚƐƚŚĂƚĚŽŶŽƚĨŝƚŝŶƚŽĂƐƉĞĐŝĨŝĐ ƉƌŽũĞĐƚ͘dŚĞƐĞĨƵŶĚƐĂƌĞĂůƐŽƵƐĞĚĂƐŵĂƚĐŚŝŶŐĨƵŶĚƐĨŽƌƉƌŽŐƌĂŵƐƐƵĐŚĂƐdƌĂŶƐƉŽƌƚĂƚŝŽŶůƚĞƌŶĂƚŝǀĞƐ͕ǁŚĞƌĞƚŚĞŽƵŶƚǇŝƐ ƌĞƋƵŝƌĞĚƚŽĐŽǀĞƌϮϬƉĞƌĐĞŶƚŽĨƚŚĞƉƌŽũĞĐƚĐŽƐƚ͘dŚĞŽƵŶƚǇĂůƐŽŵĂŝŶƚĂŝŶƐĂůŵŽƐƚϯϬŵŝůĞƐŽĨƌŝŐŚƚƐͲŽĨͲǁĂǇ;ŝ͘Ğ͘ŐƌĂǀĞůƌŽĂĚƐͿ ƚŚĂƚ ŽĐĐĂƐŝŽŶĂůůǇ ƌĞƋƵŝƌĞ ŵĂŝŶƚĞŶĂŶĐĞ͘ dŚŝƐ ƉƌŽũĞĐƚ ŝƐ ĂŶƚŝĐŝƉĂƚĞĚƚŽƌĞŵĂŝŶŝŶƚŚĞ/WĨŽƌƚŚĞĨŽƌĞƐĞĞĂďůĞĨƵƚƵƌĞ͘dǇƉŝĐĂůůǇ ŝŵƉƌŽǀĞŵĞŶƚƐŵĂĚĞǁŝƚŚƚŚĞƐĞĨƵŶĚƐĚŽŶŽƚĐĂƵƐĞĂĚĚŝƚŝŽŶĂůŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƐƚŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨdƌĂŶƐƉŽƌƚĂƚŝŽŶŝƐ ƌĞƐƉŽŶƐŝďůĞĨŽƌƚŚĞŵĂŝŶƚĞŶĂŶĐĞŽĨŶĞĂƌůǇĂůůŽƵŶƚǇƌŽĂĚƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing State $0 $220,000 $0 $0 $0 $0 $220,000 Reserve for CIP 0 0 200,000 200,000 250,000 250,000 900,000 Total $0 $220,000 $200,000 $200,000 $250,000 $250,000 $1,120,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϳϬ General Government Revenue Sharing Program

Project Description dŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨdƌĂŶƐƉŽƌƚĂƚŝŽŶΖƐZĞǀĞŶƵĞ^ŚĂƌŝŶŐWƌŽŐƌĂŵĂůůŽǁƐůŽĐĂůŝƚŝĞƐƚŽƌĞƋƵĞƐƚƵƉƚŽΨϭϬŵŝůůŝŽŶŝŶƐƚĂƚĞĨƵŶĚƐ ƉƌŽǀŝĚĞĚƚŚĞǇĂƌĞŵĂƚĐŚĞĚĚŽůůĂƌͲĨŽƌͲĚŽůůĂƌďǇƚŚĞůŽĐĂůŝƚǇ͘ Project Blueprint

ZĞǀĞŶƵĞ^ŚĂƌŝŶŐĨƵŶĚƐ;ϱϬƉĞƌĐĞŶƚƐƚĂƚĞĨƵŶĚƐĂŶĚϱϬƉĞƌĐĞŶƚŵĂƚĐŚŝŶŐĨƵŶĚƐĨƌŽŵƚŚĞŽƵŶƚǇŽƌŽƵƚƐŝĚĞƐŽƵƌĐĞƐͿǁŝůůďĞƵƐĞĚ ƚŽƐƵƉƉŽƌƚǀĂƌŝŽƵƐŝŵƉƌŽǀĞŵĞŶƚƐƐƵĐŚĂƐƌŽĂĚǁŝĚĞŶŝŶŐĂŶĚƌĞĐŽŶƐƚƌƵĐƚŝŽŶ͕ƐŚŽƵůĚĞƌŝŵƉƌŽǀĞŵĞŶƚƐ͕ĂŶĚďŝĐǇĐůĞĂŶĚƉĞĚĞƐƚƌŝĂŶ ĂĐĐŽŵŵŽĚĂƚŝŽŶƐ͘dŚĞƐĞƉƌŽũĞĐƚƐĂƌĞƐĞůĞĐƚĞĚďĂƐĞĚŽŶĂĐŽůůĞĐƚŝǀĞƌĞǀŝĞǁŽĨĂĐĐŝĚĞŶƚƐ͕ĐŽŶŐĞƐƚŝŽŶ͕ƌŽĂĚŐĞŽŵĞƚƌǇ͕ĂŶĚďŝĐǇĐůĞͬ ƉĞĚĞƐƚƌŝĂŶĚĞŵĂŶĚ͘dǁĞůǀĞĚŝĨĨĞƌĞŶƚƉƌŽũĞĐƚƐǁŝůůƌĞĐĞŝǀĞĨƵŶĚŝŶŐĂƐƉĂƌƚŽĨƚŚĞ&zϮϬϭϴZĞǀĞŶƵĞ^ŚĂƌŝŶŐƉƌŽŐƌĂŵ͕ĂůůŽǁŝŶŐƚŚĞ dƌĂŶƐƉŽƌƚĂƚŝŽŶĞƉĂƌƚŵĞŶƚƚŽŝŵƉůĞŵĞŶƚƐŝŐŶŝĨŝĐĂŶƚŝŵƉƌŽǀĞŵĞŶƚƐƚŽƚŚĞŽƵŶƚǇΖƐĂŐŝŶŐŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘dŚĞŵĂũŽƌŝƚǇŽĨƚŚĞƐĞ ƉƌŽũĞĐƚƐǁŝůůƵůƚŝŵĂƚĞůǇďĞŵĂŝŶƚĂŝŶĞĚďǇƚŚĞsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨdƌĂŶƐƉŽƌƚĂƚŝŽŶ͘ hƐĞŽĨĨƵŶĚŝŶŐĨŽƌ&zϮϬϭϵͲ&zϮϬϮϮŝƐďĂƐĞĚŽŶĂŶĞƋƵĂůĚŝƐƚƌŝďƵƚŝŽŶŽĨƚŚĞĞƐƚŝŵĂƚĞĚǀĞŚŝĐůĞƌĞŐŝƐƚƌĂƚŝŽŶĨĞĞƌĞǀĞŶƵĞĂŵŽŶŐƐƚ ĞĂĐŚŵĂŐŝƐƚĞƌŝĂůĚŝƐƚƌŝĐƚ͘dŚĞĨƵŶĚŝŶŐůĞǀĞůĞĂĐŚǇĞĂƌŵĂǇǀĂƌǇĨƌŽŵƚŚĞƉƌĞǀŝŽƵƐůǇĂƉƉƌŽǀĞĚƉƌŽũĞĐƚůŝƐƚ͖ƚŚĞƌĞĨŽƌĞ͕ƚŚĞŽĂƌĚŽĨ ^ƵƉĞƌǀŝƐŽƌƐǁŝůůĚĞƚĞƌŵŝŶĞƚŚĞƌĞǀŝƐĞĚƉƌŽũĞĐƚƐƐƵďƐĞƋƵĞŶƚƚŽƉƵďůŝĐĂƚŝŽŶŽĨƚŚŝƐĚŽĐƵŵĞŶƚ͘tŝƚŚŚƵŶĚƌĞĚƐŽĨŵŝůůŝŽŶƐŽĨĚŽůůĂƌƐ ŝŶ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ŶĞĞĚƐ ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ŽƵŶƚǇ͕ ƚŚĞ ZĞǀĞŶƵĞ ^ŚĂƌŝŶŐ ƉƌŽŐƌĂŵ ŝƐ ĂŶƚŝĐŝƉĂƚĞĚ ƚŽ ĐŽŶƚŝŶƵĞ ƚŽ ďĞ Ă ƐŝŐŶŝĨŝĐĂŶƚ ƉŽƌƚŝŽŶŽĨƚŚĞŽǀĞƌĂůů/WĨŽƌƚŚĞĨŽƌĞƐĞĞĂďůĞĨƵƚƵƌĞ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Vehicle Registration Fee $0 $7,057,487 $7,216,200 $7,432,700 $7,600,000 $7,600,000 $36,906,387 Project Balances (existing)/Reserves 0 2,792,513 0 0 0 0 2,792,513 Other 0 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 50,000,000 Cash Proffers 0 150,000 2,783,800 2,567,300 2,400,000 2,400,000 10,301,100 Total $0 $20,000,000 $20,000,000 $20,000,000 $20,000,000 $20,000,000 $100,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϳϭ General Government

Revenue Sharing Project Plan FY2018

Vehicle Estimated Registration FY2018 Total Project Project Name State/Federal Fee Cash Proffers Other Program Cost Arch Road/Arboretum Parkway Roundabout $990,000 $900,000 $90,000 $1,980,000 4,480,000 Bailey Bridge Road (Sunday Silence to Spring Run) Realignment 400,000 207,603 192,397 800,000 3,820,000 Belmont Road (Courthouse to Whitepine) Minor Widening 500,000 269,124 230,876 1,000,000 3,640,000 Ecoff Avenue (Ivywood Road to Ken Drive) Minor Widening 1,400,000 1,400,000 2,800,000 3,900,000 Hicks Road (Mount Gilead Blvd to Cardiff Lane) Realignment 900,000 900,000 1,800,000 3,100,000 McRae Road Sidewalk 50,000 50,000 100,000 3,300,000 Nash Road Extension 1,450,000 1,300,000 150,000 2,900,000 19,000,000 Old Centralia Road Sidewalk, Thomas Dale HS to Route 10 400,000 400,000 800,000 800,000 Otterdale/Genito Road Roundabout 760,000 760,000 1,520,000 3,930,000 Robious Road Widening (James River Road to county line) 1,700,000 1,700,000 3,400,000 7,000,000 Winterpock Road (Route 360 to Royal Birkdale Pakwy) Widening 1,400,000 1,400,000 2,800,000 16,000,000 Woolridge Road Extension (Route 288 to Old Hundred) 50,000 30,760 19,240 100,000 14,000,000 Total $10,000,000 $8,557,487 $1,102,397 $340,116 $20,000,000 82,970,000

FY2018 Revenue Sharing Projects Descriptions Project Name Project Description Arch Road/Arboretum Parkway Roundabout Construct roundabout Bailey Bridge Road (Sunday Silence to Spring Run) Realignment Minor horizontal curve realignment and eastbound shoulder widening Belmont Road (Courthouse to Whitepine) Minor Widening Improve vertical alignment, widen roads and shoulders Ecoff Avenue (Ivywood Road to Ken Drive) Minor Road improvements from Ivywood Road to Ken Drive, to include construction of Widening pedestrian facilities Hicks Road (Mount Gilead Blvd to Cardiff Lane) Realignment Improve alignment and widen shoulder McRae Road Sidewalk Construct sidewalk on McRae Road between Forest Hill Avenue and Rockaway Road Nash Road Extension Construct Nash Road extension from Beach Road to Route 10 Old Centralia Road Sidewalk, Thomas Dale HS to Route 10 Construct sidewalk on Old Centralia Road from Route 10 to Thomas Dale High School Otterdale/Genito Road Roundabout Construct roundabout Robious Road Widening (James River Road to county line) Widen to four lanes Winterpock Road (Route 360 to Royal Birkdale Pakwy) Widening Widen to four lanes Woolridge Road Extension (Route 288 to Old Hundred) Construct new two-lane road from Route 288 to Old Hundred Rd

ϳϮ Schools Capital Improvement Program

ϳϯ Schools Summary

FY2018 FY2019

SOURCES: School Reserve for CIP $7,008,400 $10,154,300 Debt 64,924,500 22,660,100 Cash Proffers 7,200,000 2,500,000 County Contribution to School CIP 00 School Nutrition 484,000 0 School Technology Grant 1,800,000 1,800,000 TOTAL SOURCES $81,416,900 $37,114,400

USES:

Referendum Projects Beulah Elementary $1,714,400 $0 Crestwood Elementary 1,000,000 0 Enon Elementary 00 Ettrick Elementary 1,000,000 1,000,000 Harrowgate Elementary 1,000,000 1,000,000 Matoaca Elementary 29,760,000 0 Reams Elementary 2,000,000 18,339,000 New Midlothian Area Elementary School 29,169,000 0 Major Maintenance 10,098,600 6,938,600

Recurring Projects Blended Learning Technology Program $2,699,300 $3,545,200 Future Acquisitions 0 2,500,000 School Furniture Replacement Schedule 0 1,300,000 Security Enhancements 351,600 351,600 School Nutrition 484,000 0 Technology Plan/Replacement 2,140,000 2,140,000 TOTAL USES $81,416,901 $37,114,400

ϳϰ Schools Summary

FY2020 FY2021 FY2022 Total FY18-22

$10,738,300 $12,008,400 $16,292,400 $56,201,800 48,279,200 0 0 135,863,800 2,500,000 2,500,000 2,500,000 17,200,000 4,850,000 0 0 4,850,000 0 0 0 484,000 1,800,000 1,800,000 1,800,000 9,000,000 $68,167,500 $16,308,400 $20,592,400 $223,599,600

$0 $0 $0 $1,714,400 16,410,900 0 0 17,410,900 0000 17,911,700 0 0 19,911,700 16,485,500 0 0 18,485,500 0 0 0 29,760,000 0 0 0 20,339,000 0 0 0 29,169,000 6,938,600 6,317,500 10,601,500 40,894,800

$4,129,200 $3,699,300 $3,699,300 $17,772,300 2,500,000 2,500,000 2,500,000 10,000,000 1,300,000 1,300,000 1,300,000 5,200,000 351,600 351,600 351,600 1,758,000 0 0 0 484,000 2,140,000 2,140,000 2,140,000 10,700,000 $68,167,500 $16,308,400 $20,592,400 $223,599,600

ϳϱ ϳϲ ϳϳ Schools Beulah Elementary

Department Chesterfield County Public Schools Project Location 5441 Beulah Road Magisterial District Dale Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $31,407,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂƌĞƉůĂĐĞŵĞŶƚƐĐŚŽŽů͘ Project Blueprint dŚĞƌĞƉůĂĐĞŵĞŶƚƐĐŚŽŽůŝƐĂƉƌŽƚŽƚǇƉĞĚĞƐŝŐŶĞĚƐĐŚŽŽůǁŝƚŚĂĐĂƉĂĐŝƚǇŽĨϵϬϬƐƚƵĚĞŶƚƐ͘/ƚǁŝůůďĞďƵŝůƚŽŶĂŶĞǁƐŝƚĞůŽĐĂƚĞĚŽŶ ĞƵůĂŚZŽĂĚǁŝƚŚŝŶƚŚĞƐĐŚŽŽůĐƵƌƌĞŶƚĂƚƚĞŶĚĂŶĐĞǌŽŶĞ͘dŚĞƐĐŚŽŽůŝƐƐĐŚĞĚƵůĞĚƚŽďĞŽƉĞŶĨŽƌƚŚĞϮϬϭϴͲϮϬϭϵƐĐŚŽŽůǇĞĂƌ͘ŽƚŚ ƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞ ĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $27,692,600 $1,714,400 $0 $0 $0 $0 $1,714,400 Cash Proffers 2,000,000 0 0 0 0 0 0 Total $29,692,600 $1,714,400 $0 $0 $0 $0 $1,714,400

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 2,265,737 2,365,586 2,307,710 2,249,834 2,191,959 Total Operating Impact $0 $2,265,737 $2,365,586 $2,307,710 $2,249,834 $2,191,959

ϳϴ Schools Crestwood Elementary

Department Chesterfield County Public Schools Project Location 7600 Whittington Drive Magisterial District Midlothian Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $17,410,900

Project Description

ZĞŶŽǀĂƚŝŽŶƐƚŽƚŚĞĞǆŝƐƚŝŶŐďƵŝůĚŝŶŐ͘ Project Blueprint

ĞƐŝŐŶĨƵŶĚƐĨŽƌƚŚĞƌĞŶŽǀĂƚŝŽŶŽĨƚŚĞĐƵƌƌĞŶƚƐĐŚŽŽůĂƌĞƉůĂŶŶĞĚĨŽƌ&zϮϬϭϴ͕ǁŝƚŚĐŽŶƐƚƌƵĐƚŝŽŶƚŽĨŽůůŽǁŝŶ&zϮϬϮϬ͘tŚŝůĞƚŚŝƐ ƉƌŽũĞĐƚ ǁŝůů ŝŶĐůƵĚĞ ƌĞŶŽǀĂƚŝŽŶƐ ƚŽ ƚŚĞ ďƵŝůĚŝŶŐ ĞŶǀĞůŽƉĞ ĂŶĚ ŵĞĐŚĂŶŝĐĂů ĂŶĚ ĞůĞĐƚƌŝĐĂů ƐǇƐƚĞŵƐ͕ ƐĐŚŽŽů ƐƚĂĨĨ ŝƐ ĐƵƌƌĞŶƚůǇ ĐŽŶĚƵĐƚŝŶŐĨƵƌƚŚĞƌĂŶĂůǇƐŝƐƚŽĚĞĨŝŶĞƚŚĞƐĐŽƉĞŝŶƉƌĞƉĂƌĂƚŝŽŶĨŽƌƚŚĞĂǀĂŝůĂďŝůŝƚǇŽĨĨƵŶĚŝŶŐ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐ ĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚ ŝŶĞĂĐŚǇĞĂƌ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $0 $1,000,000 $0 $16,410,900 $0 $0 $17,410,900 Total $0 $1,000,000 $0 $16,410,900 $0 $0 $17,410,900

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 0 90,000 88,000 1,727,090 1,684,063 Total Operating Impact $0 $0 $90,000 $88,000 $1,727,090 $1,684,063

ϳϵ Schools Enon Elementary

Department Chesterfield County Public Schools Project Location 2001 E. Hundred Road Magisterial District Bermuda Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $30,978,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂƌĞƉůĂĐĞŵĞŶƚƐĐŚŽŽů͘ Project Blueprint dŚĞƌĞƉůĂĐĞŵĞŶƚƐĐŚŽŽůŝƐĂƉƌŽƚŽƚǇƉĞĚĞƐŝŐŶĞĚƐĐŚŽŽůǁŝƚŚĂĐĂƉĂĐŝƚǇŽĨϳϱϬƐƚƵĚĞŶƚƐ͘/ƚǁŝůůďĞďƵŝůƚŽŶƚŚĞĐƵƌƌĞŶƚƐŝƚĞ͘dŚĞ ƐĐŚŽŽůŝƐĂŶƚŝĐŝƉĂƚĞĚƚŽŽƉĞŶŝŶ:ĂŶƵĂƌǇϮϬϭϵ͘tŝƚŚƚŚĞĂĚŽƉƚŝŽŶŽĨƚŚĞ&zϮϬϭϴďƵĚŐĞƚ͕ƚŚĞ&zϮϬϭϳďƵĚŐĞƚǁŝůůďĞĂŵĞŶĚĞĚƚŽ ŵŽǀĞ ŶŽŶ ŝŶƚŽ &zϮϬϭϳ͘ ŽƚŚ ƉĞƌƐŽŶŶĞů ĂŶĚ ŽƉĞƌĂƚŝŶŐ ĐŽƐƚƐ ĂƌĞ ƐŚŽǁŶ ŽŶ ĂŶ ŝŶĐƌĞŵĞŶƚĂů ďĂƐŝƐ͘ Ğďƚ ƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ ŝƐ ĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $28,978,000 $0 $0 $0 $0 $0 $0 Cash Proffers 2,000,000 0 0 0 0 0 0 Total $30,978,000 $0 $0 $0 $0 $0 $0

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 2,457,869 2,406,628 2,355,386 2,304,143 2,252,902 Total Operating Impact $0 $2,457,869 $2,406,628 $2,355,386 $2,304,143 $2,252,902

ϴϬ Schools Ettrick Elementary

Department Chesterfield County Public Schools Project Location 20910 Chesterfield Avenue Magisterial District Matoaca Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $19,911,700

Project Description

ZĞŶŽǀĂƚŝŽŶŽĨƚŚĞĞǆŝƐƚŝŶŐďƵŝůĚŝŶŐ͘ Project Blueprint

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing County Reserve for CIP $0 $0 $0 $4,850,000 $0 $0 $4,850,000 Debt 0 1,000,000 1,000,000 13,061,700 0 0 15,061,700 Total $0 $1,000,000 $1,000,000 $17,911,700 $0 $0 $19,911,700

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 0 90,000 183,000 1,484,920 1,448,016 Total Operating Impact $0 $0 $90,000 $183,000 $1,484,920 $1,448,016

ϴϭ Schools Harrowgate Elementary

Department Chesterfield County Public Schools Project Location 15501 Harrowgate Road Magisterial District Bermuda Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $18,485,500

Project Description

ZĞŶŽǀĂƚŝŽŶŽĨƚŚĞĞǆŝƐƚŝŶŐďƵŝůĚŝŶŐ͘ Project Blueprint

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $0 $1,000,000 $1,000,000 $16,485,500 $0 $0 $18,485,500 Total $0 $1,000,000 $1,000,000 $16,485,500 $0 $0 $18,485,500

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 0 90,000 183,000 1,827,300 1,781,836 Total Operating Impact $0 $0 $90,000 $183,000 $1,827,300 $1,781,836

ϴϮ Schools Matoaca Elementary

Department Chesterfield County Public Schools Project Location In the vicinity of the existing school Magisterial District Matoaca Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $33,760,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂƌĞƉůĂĐĞŵĞŶƚƐĐŚŽŽů͘ Project Blueprint dŚĞŶĞǁďƵŝůĚŝŶŐǁŝůůďĞĚĞƐŝŐŶĞĚĨŽƌĂƐƚƵĚĞŶƚĐĂƉĂĐŝƚǇŽĨϳϱϬƐƚƵĚĞŶƚƐĂŶĚďƵŝůƚŽŶĂƐŝƚĞ͕ƚŽďĞĚĞƚĞƌŵŝŶĞĚ͕ŝŶƚŚĞƐĐŚŽŽů ĂƚƚĞŶĚĂŶĐĞǌŽŶĞ͘&ƵŶĚŝŶŐĨŽƌƉƌĞůŝŵŝŶĂƌǇĚĞƐŝŐŶďĞŐĂŶŝŶ&zϮϬϭϱ͕ǁŝƚŚĐŽŶƐƚƌƵĐƚŝŽŶĨƵŶĚŝŶŐƚŽĨŽůůŽǁŝŶ&zϮϬϭϴ͘dŚĞƐĐŚŽŽůŝƐ ƐĐŚĞĚƵůĞĚƚŽŽƉĞŶĨŽƌƚŚĞϮϬϭϵͲϮϬϮϬƐĐŚŽŽůǇĞĂƌ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘Ğďƚ ƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶĞĂĐŚǇĞĂƌ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $2,000,000 $24,660,000 $0 $0 $0 $0 $24,660,000 Cash Proffers 2,000,000 5,100,000 0 0 0 0 5,100,000 Total $4,000,000 $29,760,000 $0 $0 $0 $0 $29,760,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 158,453 2,373,569 2,319,965 2,266,361 2,212,757 Total Operating Impact $0 $158,453 $2,373,569 $2,319,965 $2,266,361 $2,212,757

ϴϯ Schools Reams Elementary

Department Chesterfield County Public Schools Project Location 10141 Reams Road Magisterial District Clover Hill Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $20,339,000

Project Description

ZĞŶŽǀĂƚŝŽŶŽĨƚŚĞĞǆŝƐƚŝŶŐďƵŝůĚŝŶŐ͘ Project Blueprint

ĞƐŝŐŶĨƵŶĚƐĨŽƌƚŚĞƌĞŶŽǀĂƚŝŽŶŽĨƚŚĞĐƵƌƌĞŶƚƐĐŚŽŽůĂƌĞƉůĂŶŶĞĚĨŽƌ&zϮϬϭϴ͕ǁŝƚŚĐŽŶƐƚƌƵĐƚŝŽŶƚŽĨŽůůŽǁŝŶ&zϮϬϭϵ͘tŚŝůĞƚŚŝƐ ƉƌŽũĞĐƚ ǁŝůů ŝŶĐůƵĚĞ ƌĞŶŽǀĂƚŝŽŶƐ ƚŽ ƚŚĞ ďƵŝůĚŝŶŐ ĞŶǀĞůŽƉĞ ĂŶĚ ŵĞĐŚĂŶŝĐĂů ĂŶĚ ĞůĞĐƚƌŝĐĂů ƐǇƐƚĞŵƐ͕ ƐĐŚŽŽů ƐƚĂĨĨ ŝƐ ĐƵƌƌĞŶƚůǇ ĐŽŶĚƵĐƚŝŶŐĨƵƌƚŚĞƌĂŶĂůǇƐŝƐƚŽĚĞĨŝŶĞƚŚĞƐĐŽƉĞŝŶƉƌĞƉĂƌĂƚŝŽŶĨŽƌƚŚĞĂǀĂŝůĂďŝůŝƚǇŽĨĨƵŶĚŝŶŐ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐ ĂƌĞƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚ ŝŶĞĂĐŚǇĞĂƌ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $0 $2,000,000 $18,339,000 $0 $0 $0 $20,339,000 Total $0 $2,000,000 $18,339,000 $0 $0 $0 $20,339,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 0 180,000 1,918,205 1,872,942 1,827,680 Total Operating Impact $0 $0 $180,000 $1,918,205 $1,872,942 $1,827,680

ϴϰ Schools New Midlothian Area Elementary School

Department Chesterfield County Public Schools Project Location 1501 Old Hundred Road Magisterial District Midlothian Project Type Nonrecurring Identified Plan Public Facilities Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget $34,169,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂŶĞǁĞůĞŵĞŶƚĂƌǇƐĐŚŽŽůŶĞĂƌDŝĚůŽƚŚŝĂŶ͘ Project Blueprint dŚĞŶĞǁƐĐŚŽŽůŝƐĂƉƌŽƚŽƚǇƉĞĚĞƐŝŐŶǁŝƚŚĂĐĂƉĂĐŝƚǇŽĨϵϬϬƐƚƵĚĞŶƚƐ͘/ƚǁŝůůďĞůŽĐĂƚĞĚŽŶKůĚ,ƵŶĚƌĞĚZŽĂĚŝŶƚŚĞŶŽƌƚŚǁĞƐƚĞƌŶ ƉĂƌƚŽĨƚŚĞŽƵŶƚǇ͘dŚĞƐĐŚŽŽůŝƐƐĐŚĞĚƵůĞĚƚŽďĞŽƉĞŶĨŽƌƚŚĞϮϬϭϵͲϮϬϮϬƐĐŚŽŽůǇĞĂƌ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞ ƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶ ĞĂĐŚǇĞĂƌ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Debt $2,000,000 $27,069,000 $0 $0 $0 $0 $27,069,000 Cash Proffers 3,000,000 2,100,000 0 0 0 0 2,100,000 Total $5,000,000 $29,169,000 $0 $0 $0 $0 $29,169,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 0 0 165,900 822,900 0 0 Debt Service 0 157,170 2,589,009 2,530,500 2,471,990 2,413,481 Total Operating Impact $0 $157,170 $2,754,909 $3,353,400 $2,471,990 $2,413,481

ϴϱ Schools Major Maintenance

Department Chesterfield County Public Schools Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Public Facilities Plan Strategic Plan Goal Model for excellence in government Total Project Budget Ongoing

Project Description

DĂũŽƌŵĂŝŶƚĞŶĂŶĐĞŽĨĞǆŝƐƚŝŶŐĨĂĐŝůŝƚŝĞƐ͘ Project Blueprint dŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶŚĂƐϲϰƐĐŚŽŽůďƵŝůĚŝŶŐƐĂŶĚϭϭĂĚĚŝƚŝŽŶĂůďƵŝůĚŝŶŐƐƚŽƚĂůŝŶŐŵŽƌĞƚŚĂŶϴŵŝůůŝŽŶƐƋƵĂƌĞĨĞĞƚƵŶĚĞƌƌŽŽĨ͘ ŶƚŝĐŝƉĂƚĞĚ ŵĂũŽƌ ŵĂŝŶƚĞŶĂŶĐĞ ŶĞĞĚƐ ŝŶĐůƵĚĞ ƌŽŽĨ ƌĞƉůĂĐĞŵĞŶƚƐ͕ ĨůŽŽƌ ĐŽǀĞƌŝŶŐƐ͕ ŵĞĐŚĂŶŝĐĂů ƐǇƐƚĞŵ ƌĞƉůĂĐĞŵĞŶƚƐ ĂŶĚ ƵƉŐƌĂĚĞƐ͕,sƌĞƉůĂĐĞŵĞŶƚĂŶĚƌĞƉĂŝƌ͕ĞƐƐĞŶƚŝĂůƐĐŚŽŽůĨƵƌŶŝƚƵƌĞĂŶĚĞƋƵŝƉŵĞŶƚ͕ŵŝŶŽƌďƵŝůĚŝŶŐƌĞŶŽǀĂƚŝŽŶƐ͕ĂŶĚŐƌŽƵŶĚƐ ŝŵƉƌŽǀĞŵĞŶƚƐ͘ ƌŝƚŝĐĂů ŚĞĂƚŝŶŐ͕ ǀĞŶƚŝůĂƚŝŽŶ͕ ĂŶĚ Ăŝƌ ĐŽŶĚŝƚŝŽŶŝŶŐƐǇƐƚĞŵƐŚĂǀĞĂůƐŽďĞĞŶŝĚĞŶƚŝĨŝĞĚĨŽƌƌĞƉůĂĐĞŵĞŶƚŝŶƚŚŝƐ ƉƌŽũĞĐƚ͘DĂŶǇŽĨƚŚĞƉůĂŶŶĞĚŝŵƉƌŽǀĞŵĞŶƚƐǁŝůůƌĞƐƵůƚŝŶƐŝŐŶŝĨŝĐĂŶƚĞŶĞƌŐǇĞĨĨŝĐŝĞŶĐŝĞƐ͘^ĞĐƵƌŝƚǇŝŵƉƌŽǀĞŵĞŶƚƐƚŽŚĞůƉĞŶƐƵƌĞ ƚŚĞƐĂĨĞƚǇŽĨƐƚƵĚĞŶƚƐĂŶĚƐƚĂĨĨĂƚǀĂƌŝŽƵƐƐĐŚŽŽůĨĂĐŝůŝƚŝĞƐĂƌĞĂůƐŽŝŶĐůƵĚĞĚŝŶƚŚŝƐƉƌŽũĞĐƚ͘^ŽƵƌĐĞĨƵŶĚŝŶŐĨŽƌƚŚĞƐĞƉƌŽũĞĐƚƐ ŝŶĐůƵĚĞ^ĐŚŽŽůƐZĞƐĞƌǀĞĨŽƌ/WĂŶĚĚĞďƚĂƵƚŚŽƌŝǌĞĚŝŶƚŚĞϮϬϭϯŽŶĚZĞĨĞƌĞŶĚƵŵ͘ŽƚŚƉĞƌƐŽŶŶĞůĂŶĚ ŽƉĞƌĂƚŝŶŐĐŽƐƚƐĂƌĞ ƐŚŽǁŶŽŶĂŶŝŶĐƌĞŵĞŶƚĂůďĂƐŝƐ͘ĞďƚƐĞƌǀŝĐĞ͕ŚŽǁĞǀĞƌ͕ŝƐĚŝƐƉůĂǇĞĚĂƐƚŚĞƚŽƚĂůĚĞďƚƐĞƌǀŝĐĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĂƚƉƌŽũĞĐƚŝŶ ĞĂĐŚǇĞĂƌ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Schools Reserve for CIP $0 $3,617,500 $4,617,500 $4,617,500 $6,317,500 $10,601,500 $29,771,500 Debt 0 6,481,100 2,321,100 2,321,100 0 0 11,123,300 Total $0 $10,098,600 $6,938,600 $6,938,600 $6,317,500 $10,601,500 $40,894,800

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 0 735,188 1,299,176 1,487,408 1,681,712 1,638,428 Total Operating Impact $0 $735,188 $1,299,176 $1,487,408 $1,681,712 $1,638,428

ϴϲ Schools Security Enhancements

Project Description

DĂũŽƌŵĂŝŶƚĞŶĂŶĐĞŽĨĞǆŝƐƚŝŶŐĨĂĐŝůŝƚŝĞƐ͘ Project Blueprint

&ƵŶĚƐǁŝůůƉƌŽǀŝĚĞĨŽƌŐĞŶĞƌĂůƐĞĐƵƌŝƚǇĞŶŚĂŶĐĞŵĞŶƚƐƚŽƐĐŚŽŽůĨĂĐŝůŝƚŝĞƐĐŽƵŶƚǇǁŝĚĞ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Schools Reserve for CIP $0 $351,600 $351,600 $351,600 $351,600 $351,600 $1,758,000 Total $0 $351,600 $351,600 $351,600 $351,600 $351,600 $1,758,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϴϳ Schools Blended Learning Technology Program

Department Chesterfield County Public Schools Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan School Technology Master Plan Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget Ongoing

Project Description dŚĞĐŽŵďŝŶĂƚŝŽŶŽĨƚƌĂĚŝƚŝŽŶĂůĨĂĐĞͲƚŽͲĨĂĐĞŝŶƐƚƌƵĐƚŝŽŶǁŝƚŚƚĞĐŚŶŽůŽŐǇƚŽĞŶĂďůĞĂŶǇƚŝŵĞ͕ĂŶǇǁŚĞƌĞůĞĂƌŶŝŶŐ͘ Project Blueprint

ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇWƵďůŝĐ^ĐŚŽŽůƐ;W^ͿĚĞĨŝŶĞƐďůĞŶĚĞĚůĞĂƌŶŝŶŐĂƐƚŚĞĐŽŵďŝŶĂƚŝŽŶŽĨƚƌĂĚŝƚŝŽŶĂůĨĂĐĞͲƚŽͲĨĂĐĞŝŶƐƚƌƵĐƚŝŽŶǁŝƚŚ ƚĞĐŚŶŽůŽŐǇ ƚŽ ĞŶĂďůĞ ĂŶǇƚŝŵĞ͕ ĂŶǇǁŚĞƌĞ ůĞĂƌŶŝŶŐ͘ ůĞŶĚĞĚ ůĞĂƌŶŝŶŐ ďĞŐĂŶ ŝŶ W^ ŝŶ &zϮϬϭϯ ǁŝƚŚ ƚĂƌŐĞƚĞĚ ƉƌŽĨĞƐƐŝŽŶĂů ĚĞǀĞůŽƉŵĞŶƚĨŽƌĂůůŝŶƐƚƌƵĐƚŝŽŶĂůƐƚĂĨĨĂƐǁĞůůĂƐƐĞůĞĐƚŝŽŶŽĨĚŝŐŝƚĂůĐŽŶƚĞŶƚ͘ůĞŶĚŝŶŐůĞĂƌŶŝŶŐĐŽŶƚŝŶƵĞĚ ŝŶ&zϮϬϭϱǁŝƚŚƚŚĞ ĚĞůŝǀĞƌǇŽĨůĂƉƚŽƉƐͬƚĂďůĞƚƐƚŽĞǀĞƌǇŵŝĚĚůĞƐĐŚŽŽůƐƚƵĚĞŶƚ͘dŚĞƐĞĞĨĨŽƌƚƐǁĞƌĞĨŽůůŽǁĞĚďǇŝŵƉůĞŵĞŶƚĂƚŝŽŶĂƚƚŚĞŚŝŐŚƐĐŚŽŽů ůĞǀĞůŝŶ&zϮϬϭϲ͘dŚĞ&zϮϬϭϴͲϮϬϮϮƉůĂŶĐŽŶƐŝĚĞƌƐƚŚĞĂĚĚŝƚŝŽŶŽĨďůĞŶĚĞĚůĞĂƌŶŝŶŐƉƌŽŐƌĂŵƐŝŶĞůĞŵĞŶƚĂƌǇƐĐŚŽŽůƐ͕ǁŚŝĐŚďĞŐĂŶ ŝŶ &zϮϬϭϳ͘dŚĞ ĨƵŶĚƐ ŝŶ ƚŚŝƐ ƉƌŽũĞĐƚ ǁŝůů ďĞƵƐĞĚƚŽ ƉƵƌĐŚĂƐĞ ƚŚĞĚĞǀŝĐĞƐĂŶĚƚŚĞŶƌĞƉůĂĐĞƚŚĞŵŽŶĂƌĞŐƵůĂƌƐĐŚĞĚƵůĞ͘EŽƚ ƌĞĨůĞĐƚĞĚŝŶƚŚŝƐƉƌŽũĞĐƚŝƐƚŚĞďĂůĂŶĐĞŽĨƚŚĞƉƌŽŐƌĂŵ͕Ψϭϳ͕Ϭϰϭ͕ϲϬϬ͕ĨƵŶĚĞĚŝŶƚŚĞƐĐŚŽŽůƐΖĚĞďƚƐĞƌǀŝĐĞďƵĚŐĞƚŽǀĞƌƚŚĞĨŝǀĞͲǇĞĂƌ ŚŽƌŝǌŽŶ͘dŚĞĨƵůůĐŽƐƚŽĨƚŚĞƉƌŽŐƌĂŵŝƐΨϯϰ͕Ϭϴϯ͕ϯϬϬĚƵƌŝŶŐƚŚĞ&zϮϬϭϴͲ&zϮϬϮϮƚŝŵĞĨƌĂŵĞ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Schools Reserve for CIP $0 $2,699,300 $3,545,200 $4,129,200 $3,699,300 $3,699,300 $17,772,300 Total $0 $2,699,300 $3,545,200 $4,129,200 $3,699,300 $3,699,300 $17,772,300

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϴϴ Schools Technology Plan/Replacements

Project Description sĂƌŝŽƵƐƚĞĐŚŶŽůŽŐǇŶĞĞĚƐƚŚƌŽƵŐŚƚŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶ͘ Project Blueprint dŚŝƐ /W ƉƌŽǀŝĚĞƐ ĨƵŶĚŝŶŐ ĨŽƌ ƚŚĞ ŝŵƉůĞŵĞŶƚĂƚŝŽŶ ĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞŽĨƚŚĞƐĐŚŽŽůΖƐdĞĐŚŶŽůŽŐǇDĂƐƚĞƌWůĂŶ͘dŚĞƉůĂŶ ŝŶĐŽƌƉŽƌĂƚĞƐƚŚĞĨƵƌƚŚĞƌŝŶƚĞŐƌĂƚŝŽŶĂŶĚƌĞƉůĂĐĞŵĞŶƚŽĨƚĞĐŚŶŽůŽŐǇŝŶƚŚĞĐůĂƐƐƌŽŽŵ͕ƉƌŽĨĞƐƐŝŽŶĂůĚĞǀĞůŽƉŵĞŶƚŽĨƚĞĂĐŚĞƌƐ͕ƚŚĞ ĐŽŶŶĞĐƚŝǀŝƚǇŽĨŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ŚĂƌĚǁĂƌĞĂŶĚƐŽĨƚǁĂƌĞ͕ĂŶĚƚŚĞĞǀĂůƵĂƚŝŽŶŽĨƚŚĞƚĞĐŚŶŽůŽŐǇƐǇƐƚĞŵ͘dŚĞDĂƐƚĞƌWůĂŶŝƐƌĞǀŝƐĞĚ ƉĞƌŝŽĚŝĐĂůůǇĂŶĚĂƉƉƌŽǀĞĚďǇƚŚĞ^ĐŚŽŽůŽĂƌĚ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚŝƐƉƌŽũĞĐƚƐƵƉƉŽƌƚƐƚŚĞƌĞƉůĂĐĞŵĞŶƚŽĨĐƌŝƚŝĐĂůĂŐŝŶŐĐŽŵƉƵƚĞƌ ĞƋƵŝƉŵĞŶƚƚŚƌŽƵŐŚŽƵƚƚŚĞƐĐŚŽŽůƐǇƐƚĞŵ͘dŚŝƐƉƌŽũĞĐƚĂůƐŽƵƚŝůŝǌĞƐƐƚĂƚĞƚĞĐŚŶŽůŽŐǇŐƌĂŶƚĨƵŶĚƐƚŽƵƉĚĂƚĞ/dŝŶĨƌĂƐƚƌƵĐƚƵƌĞƚŚĂƚ ĂĐĐŽŵŵŽĚĂƚĞƐŽŶͲůŝŶĞ^K>ƚĞƐƚŝŶŐ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Schools Reserve for CIP $0 $340,000 $340,000 $340,000 $340,000 $340,000 $1,700,000 State Technology Grant 0 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 9,000,000 Total $0 $2,140,000 $2,140,000 $2,140,000 $2,140,000 $2,140,000 $10,700,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϴϵ Schools School Furniture Replacement Schedule

Department Chesterfield County Public Schools Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan N/A Strategic Plan Goal Economic prosperity and educational excellence Total Project Budget Ongoing

Project Description

ZĞƉůĂĐĞŵĞŶƚŽĨĂŐŝŶŐƐĐŚŽŽůĨƵƌŶŝƚƵƌĞ͘ Project Blueprint dŚŝƐĨƵŶĚŝŶŐǁŝůůƉƌŽǀŝĚĞĂŵŽƌĞƌŽƵƚŝŶĞƌĞƉůĂĐĞŵĞŶƚĐǇĐůĞƚŽƉĞƌŵŝƚƚŚĞƐĐŚŽŽůĚŝǀŝƐŝŽŶƚŽƌĞƉůĂĐĞŽƵƚĚĂƚĞĚĂŶĚͬŽƌƵŶƵƐĂďůĞ ĐůĂƐƐƌŽŽŵĨƵƌŶŝƚƵƌĞ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Schools Reserve for CIP $0 $0 $1,300,000 $1,300,000 $1,300,000 $1,300,000 $5,200,000 Total $0 $0 $1,300,000 $1,300,000 $1,300,000 $1,300,000 $5,200,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϵϬ Schools Future Acquisitions

Project Description

^ŝƚĞĂŶĚĨĂĐŝůŝƚǇƉůĂŶŶŝŶŐ͕ĚĞƐŝŐŶ͕ĐŽŶƐƚƌƵĐƚŝŽŶ͕ĂŶĚůĂŶĚĂĐƋƵŝƐŝƚŝŽŶĨŽƌĨƵƚƵƌĞĨĂĐŝůŝƚŝĞƐ͘ Project Blueprint dŚĞƉůĂŶŶĞĚĞǆƉĞŶĚŝƚƵƌĞŝƐƌĞĨůĞĐƚŝǀĞŽĨĞƐƚŝŵĂƚĞĚĐĂƐŚƉƌŽĨĨĞƌƐƌĞĐĞŝƉƚƐŶŽƚĂůůŽĐĂƚĞĚƚŽĂƐƉĞĐŝĨŝĐƉƌŽũĞĐƚŝŶƚŚĞ/W͘dŚĞǇǁŝůůďĞ ƵƐĞĚĨŽƌĨƵƚƵƌĞƉƌŽũĞĐƚƐƚŚĂƚĨŽůůŽǁƚŚĞĐŽŵƉůĞƚŝŽŶŽĨƚŚĞϮϬϭϯďŽŶĚƌĞĨĞƌĞŶĚƵŵƉƌŽũĞĐƚƐ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Cash Proffers $0 $0 $2,500,000 $2,500,000 $2,500,000 $2,500,000 $10,000,000 Total $0 $0 $2,500,000 $2,500,000 $2,500,000 $2,500,000 $10,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϵϭ Schools School Nutrition

Project Description

^ĐŚŽŽůŶƵƚƌŝƚŝŽŶŝŵƉƌŽǀĞŵĞŶƚƐ͘ Project Blueprint

&ƵŶĚƐǁŝůůƌĞƉůĂĐĞƚŚĞǁĂůŬͲŝŶĨƌĞĞǌĞƌƐĂƚƚŚĞŝĚĞŶƚŝĨŝĞĚƐĐŚŽŽůƐͲŽŶŝƌĞůĞŵĞŶƚĂƌǇ͕ZŽďŝŽƵƐůĞŵĞŶƚĂƌǇĂŶĚDŝĚůŽƚŚŝĂŶDŝĚĚůĞ ^ĐŚŽŽů͘EĞǁĨƌĞĞǌĞƌƐĂƌĞƌĞƋƵŝƌĞĚƚŽĞŶƐƵƌĞĨŽŽĚŝƐƐĂĨĞůǇƐƚŽƌĞĚ͘ Financing Summary

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing School Nutrition Funds $0 $484,000 $0 $0 $0 $0 $484,000 Total $0 $484,000 $0 $0 $0 $0 $484,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϵϮ Utilities Capital Improvement Program

ϵϯ UtilitiesPage Summary

FY2018 FY2019

SOURCES: Transfer from Wastewater Operating $37,666,800 $26,664,000 Transfer from Water Operating 69,032,100 24,090,300 TOTAL SOURCES $106,698,900 $50,754,300

USES:

Wastewater Projects Wastewater Lines $1,133,000 $1,302,000 Wastewater Plants 4,570,800 7,451,000 Wastewater Pump Stations 100,000 100,000 Wastewater Treatment Additional Capacity 00 Subtotal Wastewater Uses $5,803,800 $8,853,000

Water Projects Addison Evans Water Treatment Plant $1,370,000 $1,660,000 Huguenot Pump Station and Water Line 13,000,000 0 Richmond Capacity - Replacement 3,082,700 6,363,300 Water Lines 16,112,400 4,097,000 Water Pump Stations 500,000 0 Water Tanks 2,450,000 0 Subtotal Water Uses $36,515,100 $12,120,300

Wastewater/Water Projects Advanced Metering Infrastructure $34,460,000 $0 Rate Stabilization Reserve 29,295,000 29,481,000 Technology and Other Projects 625,000 300,000 Subtotal Wastewater/Water Uses $64,380,000 $29,781,000 TOTAL USES $106,698,900 $50,754,300

ϵϰ Utilities Summary

FY2020 FY2021 FY2022 Total FY18-22

$59,611,000 $27,329,000 $38,659,000 $189,929,800 26,212,700 24,912,700 34,622,900 178,870,700 $85,823,700 $52,241,700 $73,281,900 $368,800,500

$3,220,000 $1,589,000 $12,398,000 $19,642,000 2,125,000 1,915,000 0 16,061,800 8,495,000 5,160,000 7,200,000 21,055,000 27,600,000 0 0 27,600,000 $41,440,000 $8,664,000 $19,598,000 $84,358,800

$5,797,000 $500,000 $500,000 $9,827,000 0 0 0 13,000,000 3,896,700 4,995,700 6,958,900 25,297,300 990,000 5,907,000 8,933,000 36,039,400 3,305,000 500,000 500,000 4,805,000 0 0 4,300,000 6,750,000 $13,988,700 $11,902,700 $21,191,900 $95,718,700

$0 $0 $0 $34,460,000 30,395,000 31,175,000 32,492,000 152,838,000 0 500,000 0 1,425,000 $30,395,000 $31,675,000 $32,492,000 $188,723,000 $85,823,700 $52,241,700 $73,281,900 $368,800,500

ϵϱ

Utilities Wastewater Lines

Department Wastewater Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Water and Wastewater Facilities Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨǁĂƐƚĞǁĂƚĞƌůŝŶĞƐĂƐǁĞůůĂƐƚŚĞƌĞƉůĂĐĞŵĞŶƚŽƌƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨĞǆŝƐƚŝŶŐǁĂƐƚĞǁĂƚĞƌůŝŶĞƐĂƚƚŚĞĞŶĚŽĨƚŚĞŝƌ ƵƐĞĨƵůůŝǀĞƐ͘ Project Blueprint dŚĞhƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚŵĂŝŶƚĂŝŶƐĂǁĂƐƚĞǁĂƚĞƌĐŽůůĞĐƚŝŽŶƐǇƐƚĞŵŽĨŽǀĞƌϮ͕ϬϬϬŵŝůĞƐŽĨǁĂƐƚĞǁĂƚĞƌŵĂŝŶƐ͘dŚĞƐĞǁĂƐƚĞǁĂƚĞƌ ůŝŶĞƉƌŽũĞĐƚƐĂůůŽǁƚŚĞŽƵŶƚǇƚŽŵĞĞƚĐƵƐƚŽŵĞƌǁĂƐƚĞǁĂƚĞƌĚĞŵĂŶĚƐ͕ŵĂŝŶƚĂŝŶĂƌĞůŝĂďůĞǁĂƐƚĞǁĂƚĞƌƐǇƐƚĞŵ͕ĂŶĚĐŽŵƉůǇǁŝƚŚ ƚŚĞůĞĂŶtĂƚĞƌĐƚ͘KǀĞƌƚŚĞĐŽƵƌƐĞŽĨƚŚĞĨŝǀĞͲǇĞĂƌ/W͕ŶƵŵĞƌŽƵƐƌĞƉůĂĐĞŵĞŶƚƉƌŽũĞĐƚƐǁŝůůďĞĐŽŵƉůĞƚĞĚŝŶĐůƵĚŝŶŐƚŚĞŽŶͲ ŐŽŝŶŐƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨǀĂƌŝŽƵƐŵĂŶŚŽůĞƐĂŶĚƐŵĂůůĞƌĐŽůůĞĐƚŝŽŶ ůŝŶĞƐ ĂŶĚ ŝŶ&zϮϬϮϮ͕ ĐŽŶƐƚƌƵĐƚŝŽŶ ŝƐƉůĂŶŶĞĚ ƚŽďĞŐŝŶ ŽŶƚŚĞ ƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞϮ͘ϯŵŝůĞdŝŵƐďƵƌǇƚƌƵŶŬůŝŶĞ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $1,133,000 $1,302,000 $3,220,000 $1,589,000 $12,398,000 $19,642,000 Water Operating Fund 0000000 Total $0 $1,133,000 $1,302,000 $3,220,000 $1,589,000 $12,398,000 $19,642,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϵϳ Utilities Wastewater Plants

Department Wastewater Project Location Proctors Creek and Falling Creek Wastewater Treatment Plants Magisterial District Bermuda Project Type Recurring Identified Plan Wastewater Treatment Plant Master Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

ZĞŚĂďŝůŝƚĂƚŝŽŶĂŶĚƚƌĞĂƚŵĞŶƚƉƌŽĐĞƐƐŝŵƉƌŽǀĞŵĞŶƚƐĂƚƚŚĞŽƵŶƚǇΖƐƚǁŽǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚĨĂĐŝůŝƚŝĞƐ͘ Project Blueprint dŚĞhƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚ ŽǁŶƐ͕ŽƉĞƌĂƚĞƐ͕ĂŶĚŵĂŝŶƚĂŝŶƐƚǁŽ ǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚƉůĂŶƚƐ͗WƌŽĐƚŽƌƐƌĞĞŬĂŶĚ&ĂůůŝŶŐƌĞĞŬ͘ ŽƚŚƉůĂŶƚƐƵƐĞƐƚĂƚĞͲŽĨͲƚŚĞͲĂƌƚƚĞĐŚŶŽůŽŐǇƚŽƌĞŵŽǀĞƉŽůůƵƚĂŶƚƐĨƌŽŵǁĂƐƚĞǁĂƚĞƌďĞĨŽƌĞŝƚŝƐƌĞůĞĂƐĞĚƚŽƚŚĞ:ĂŵĞƐZŝǀĞƌ͘/ƚŝƐ ǀŝƚĂůƚŚĞƐĞĨĂĐŝůŝƚŝĞƐŵĞĞƚǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚƌĞŐƵůĂƚŝŽŶƐ͕ŝŶĐůƵĚŝŶŐƚŚĞůĞĂŶtĂƚĞƌĐƚ͘KǀĞƌƚŚĞĐŽƵƌƐĞŽĨƚŚĞĨŝǀĞͲǇĞĂƌ/W͕ ŶƵŵĞƌŽƵƐƉƌŽũĞĐƚƐĂƌĞƉůĂŶŶĞĚŝŶĐůƵĚŝŶŐƚŚĞƌĞƉůĂĐĞŵĞŶƚĂŶĚƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨĂŐŝŶŐǁĂƐƚĞǁĂƚĞƌĞƋƵŝƉŵĞŶƚƐƵĐŚĂƐĚĞǁĂƚĞƌŝŶŐ͕ ĐůĂƌŝĨŝĞƌƐ͕ĂŶĚĚŝŐĞƐƚĞƌƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $4,570,800 $7,451,000 $2,125,000 $1,915,000 $0 $16,061,800 Water Operating Fund 0000000 Total $0 $4,570,800 $7,451,000 $2,125,000 $1,915,000 $0 $16,061,800

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϵϴ Utilities Wastewater Pump Stations

Project Description

ŽŶƐƚƌƵĐƚŝŽŶ͕ƵƉŐƌĂĚĞƐ͕ĂŶĚƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨǁĂƐƚĞǁĂƚĞƌƉƵŵƉƐƚĂƚŝŽŶƐƚŽƉƌŽǀŝĚĞĂĚĚŝƚŝŽŶĂůĐĂƉĂĐŝƚǇ͕ŝŶĐƌĞĂƐĞƌĞůŝĂďŝůŝƚǇ͕Žƌ ĞǆƚĞŶĚƚŚĞůŝĨĞŽĨƚŚĞƉƵŵƉƐƚĂƚŝŽŶƐ͘ Project Blueprint dŚĞhƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚĐŽŶƚƌŽůƐϮϱǁĂƐƚĞǁĂƚĞƌƉƵŵƉƐƚĂƚŝŽŶƐǁŝƚŚŝŶƚŚĞŽƵŶƚǇΖƐǁĂƐƚĞǁĂƚĞƌĐŽůůĞĐƚŝŽŶƐƐǇƐƚĞŵ͘/ŶŽƌĚĞƌƚŽ ŵĂŝŶƚĂŝŶƚŚĞƐĞƉƵŵƉƐƚĂƚŝŽŶƐĂŶĚĐŽŵƉůǇǁŝƚŚǁĂƐƚĞǁĂƚĞƌƌĞŐƵůĂƚŝŽŶƐ͕ƉĞƌŝŽĚŝĐƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨĞǆŝƐƚŝŶŐƉƵŵƉƐ͕ƉŝƉŝŶŐ͕ĂŶĚ ŵŽƚŽƌƐŝƐĐƌŝƚŝĐĂů͘hƉŐƌĂĚĞƐĂŶĚƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨĨŝǀĞƉƵŵƉƐƚĂƚŝŽŶƐ͕ŝŶĐůƵĚŝŶŐDŝĐŚĂƵǆƌĞĞŬ͕ZŝǀĞƌƐĞŶĚ͕ĂŶĚZƵĨĨŝŶDŝůů͕ĂƌĞ ƉůĂŶŶĞĚǁŝƚŚŝŶƚŚĞĨŝǀĞͲǇĞĂƌ/W͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $100,000 $100,000 $8,495,000 $5,160,000 $7,200,000 $21,055,000 Water Operating Fund 0000000 Total $0 $100,000 $100,000 $8,495,000 $5,160,000 $7,200,000 $21,055,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϵϵ Utilities Wastewater Treatment Additional Capacity

Department Wastewater Project Location Proctors Creek Wastewater Treatment Plant Magisterial District Bermuda Project Type Nonrecurring Identified Plan Proctors Creek Wastewater Treatment Plant Master Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget $360,000,000

Project Description

ǆƉĂŶĚĂŶĚƵƉĚĂƚĞƚƌĞĂƚŵĞŶƚƚĞĐŚŶŽůŽŐŝĞƐĂƚƚŚĞWƌŽĐƚŽƌƐƌĞĞŬtĂƐƚĞǁĂƚĞƌdƌĞĂƚŵĞŶƚ&ĂĐŝůŝƚǇ͘ Project Blueprint dŚĞŚĞƐĂƉĞĂŬĞĂǇdD>ZĞŐƵůĂƚŝŽŶƐĐĂƉƚŚĞĂŵŽƵŶƚŽĨŶŝƚƌŽŐĞŶĂŶĚƉŚŽƐƉŚŽƌŽƵƐƚŚĂƚĐĂŶďĞƌĞůĞĂƐĞĚĨƌŽŵƚŚĞŽƵŶƚǇΖƐƚǁŽ ǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚƉůĂŶƚƐ͘/ŶĂĚĚŝƚŝŽŶ͕ƚŚĞǁĂƐƚĞǁĂƚĞƌĨůŽǁƐƚŽƚŚĞƉůĂŶƚƐĂƌĞŝŶĐƌĞĂƐŝŶŐƚŽǁĂƌĚƚŚĞŝƌŚǇĚƌĂƵůŝĐƉĞƌŵŝƚƚĞĚ ƚƌĞĂƚŵĞŶƚ ĐĂƉĂĐŝƚǇ͘ /Ŷ ŽƌĚĞƌ ƚŽ ŵĞĞƚ ƉƌŽũĞĐƚĞĚ ǁĂƐƚĞǁĂƚĞƌ ĨůŽǁƐ ĨƌŽŵ ĨƵƚƵƌĞ ĐƵƐƚŽŵĞƌƐ ǁŚŝůĞ ŵĞĞƚŝŶŐ ĐƵƌƌĞŶƚ ƚƌĞĂƚŵĞŶƚ ƌĞŐƵůĂƚŝŽŶƐ͕ƚŚĞWƌŽĐƚŽƌƐƌĞĞŬǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚƉůĂŶƚǁŝůů ŶĞĞĚ ƚŽďĞ ĞǆƉĂŶĚĞĚĂŶĚ ƵƉĚĂƚĞĚƚƌĞĂƚŵĞŶƚ ƚĞĐŚŶŽůŽŐŝĞƐ ŝŵƉůĞŵĞŶƚĞĚ͘dŚĞŝŶŝƚŝĂůƉŚĂƐĞŽĨƚŚĞƉƌŽũĞĐƚ͕ĞǆƉĞĐƚĞĚƚŽďĞĐŽŵƉůĞƚĞĚŝŶ&zϮϬϮϭ͕ǁŝůůĐŽŶƐƚƌƵĐƚĂƐŝǆŵŝůůŝŽŶŐĂůůŽŶĞƋƵĂůŝǌĂƚŝŽŶ ďĂƐŝŶ ĂŶĚ ŝŶĨůƵĞŶƚ ƉƵŵƉŝŶŐ ƐƚĂƚŝŽŶ͘ dŚĞ ƐĞĐŽŶĚ ƉŚĂƐĞ͕ ƚŽ ďĞŐŝŶ ďĞǇŽŶĚ ƚŚĞ ĐƵƌƌĞŶƚ ĨŝǀĞͲǇĞĂƌ /W͕ ǁŝůů ĞǆƉĂŶĚ ƚŚĞ ƉůĂŶƚΖƐ ƚƌĞĂƚŵĞŶƚĐĂƉĂĐŝƚǇ͘WƌĞůŝŵŝŶĂƌǇĞƐƚŝŵĂƚĞƐŝŶĚŝĐĂƚĞƚŚĞŽƵŶƚǇǁŝůůƐƉĞŶĚΨϯϮ͘ϱŵŝůůŝŽŶĨŽƌƚŚĞĨŝƌƐƚƉŚĂƐĞŽĨƚŚĞƉƌŽũĞĐƚĂŶĚĂ ƚŽƚĂůŽĨĂƉƉƌŽǆŝŵĂƚĞůǇΨϯϲϬŵŝůůŝŽŶŽǀĞƌƚŚĞĞŶƚŝƌĞůŝĨĞŽĨƚŚĞƉƌŽũĞĐƚ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $4,900,000 $0 $0 $27,600,000 $0 $0 $27,600,000 Water Operating Fund 0000000 Total $4,900,000 $0 $0 $27,600,000 $0 $0 $27,600,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϬ Utilities Addison Evans Water Treatment Plant

Department Water Project Location Addison Evans Water Treatment Plant Magisterial District Clover Hill Project Type Recurring Identified Plan Addison Evans Water Treatment Plant Master Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description sĂƌŝŽƵƐƌĞŚĂďŝůŝƚĂƚŝŽŶĂŶĚƵƉŐƌĂĚĞƉƌŽũĞĐƚƐĂƚƚŚĞĚĚŝƐŽŶǀĂŶƐtĂƚĞƌdƌĞĂƚŵĞŶƚWůĂŶƚ;tdWͿĨĂĐŝůŝƚǇ͘ Project Blueprint dŚĞhƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚŽǁŶƐ͕ŽƉĞƌĂƚĞƐ͕ĂŶĚŵĂŝŶƚĂŝŶƐƚŚĞĚĚŝƐŽŶǀĂŶƐtĂƚĞƌdƌĞĂƚŵĞŶƚWůĂŶƚ;tdWͿŽŶƚŚĞ^ǁŝĨƚƌĞĞŬ ZĞƐĞƌǀŽŝƌ͘dŚĞtdWŚĂƐĂĐĂƉĂĐŝƚǇŽĨϭϮŵŝůůŝŽŶŐĂůůŽŶƐŽĨǁĂƚĞƌƉĞƌĚĂǇ;D'ͿĂŶĚƉƌŽĚƵĐĞƐĂƉƉƌŽǆŝŵĂƚĞůǇϮϬƉĞƌĐĞŶƚŽĨƚŚĞ ŽƵŶƚǇΖƐǁĂƚĞƌŶĞĞĚƐ͘/ŶŽƌĚĞƌƚŽĞŶƐƵƌĞƐĂĨĞĚƌŝŶŬŝŶŐǁĂƚĞƌŝŶĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞ^ĂĨĞƌŝŶŬŝŶŐtĂƚĞƌĐƚ͕ĐŽŶƐƚĂŶƚĂƚƚĞŶƚŝŽŶ ƚŽƚŚĞƌĞƉůĂĐĞŵĞŶƚĂŶĚƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨǁĂƚĞƌƚƌĞĂƚŵĞŶƚĞƋƵŝƉŵĞŶƚŝƐĐƌŝƚŝĐĂů͘dŚĞĨŝǀĞͲǇĞĂƌ/WŝŶĐůƵĚĞƐĐŽŵƉůĞƚŝŽŶŽĨƚŚĞ ƌĞƉůĂĐĞŵĞŶƚŽĨƚŚĞƉůĂŶƚΖƐŽƌŝŐŝŶĂůŵŽƚŽƌĐŽŶƚƌŽůĐĞŶƚĞƌ͕ĂĨƵůůƉůĂŶƚŐĞŶĞƌĂƚŽƌ͕ ĂŶĚ ƚŚĞŝŶƐƚĂůůĂƚŝŽŶ ŽĨ ƚǁŽ ĂĚĚŝƚŝŽŶĂů ǁĂƚĞƌ ĨŝůƚĞƌƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $0 $0 $0 $0 $0 $0 Water Operating Fund 0 1,370,000 1,660,000 5,797,000 500,000 500,000 9,827,000 Total $0 $1,370,000 $1,660,000 $5,797,000 $500,000 $500,000 $9,827,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϭ Utilities Huguenot Pump Station and Water Line

Department Water Project Location Huguenot Road Corridor Magisterial District Midlothian Project Type Nonrecurring Identified Plan Water and Wastewater Facilities Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget $22,165,000

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨĂŶĞǁƉƵŵƉƐƚĂƚŝŽŶ͕ŐƌŽƵŶĚƚĂŶŬ͕ĂŶĚĂƉƉƌŽǆŝŵĂƚĞůǇϰ͘ϱŵŝůĞƐŽĨϮϰͲŝŶĐŚǁĂƚĞƌůŝŶĞƚŽƚŚĞŝƚǇŽĨZŝĐŚŵŽŶĚ͘ Project Blueprint dŚŝƐƉƌŽũĞĐƚĞƐƚĂďůŝƐŚĞƐĂŶĂĚĚŝƚŝŽŶĂůǁĂƚĞƌĨĞĞĚĨƌŽŵƚŚĞŝƚǇŽĨZŝĐŚŵŽŶĚƚŽĂŚŝŐŚĚĞŵĂŶĚĂƌĞĂŽĨƚŚĞŽƵŶƚǇ͘/ŶŝƚŝĂůůǇ͕ƚŚĞ ŽƵŶƚǇǁŝůůƌĞĐĞŝǀĞĂŶĂĚĚŝƚŝŽŶĂůĨŝǀĞD'ƐƵƉƉůǇĨƌŽŵƚŚĞŝƚǇ͕ǁŝƚŚĂƚŽƚĂůƉŽƚĞŶƚŝĂůĨƵƚƵƌĞĐĂƉĂĐŝƚǇŽĨϭϬD'ĂƚƚŚŝƐƉŽŝŶƚŽĨ ĞŶƚƌǇ͘dŚĞĨŝƌƐƚƉŚĂƐĞŽĨƚŚĞƉƌŽũĞĐƚǁŝůůŝŶƐƚĂůůĂϮϰͲŝŶĐŚǁĂƚĞƌůŝŶĞĨƌŽŵDŝĚůŽƚŚŝĂŶdƵƌŶƉŝŬĞƚŽƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇͬŝƚǇŽĨ ZŝĐŚŵŽŶĚ ůŝŶĞ͘ ĞƐŝŐŶ ĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ƚŚĞ ǁĂƚĞƌůŝŶĞ͕ĂƐ ǁĞůů ĂƐ ĐŽŶƐƚƌƵĐƚŝŽŶ ŽĨ ƚŚĞ ƉƵŵƉ ƐƚĂƚŝŽŶ ĂŶĚ ǁĂƚĞƌ ƚĂŶŬ͕ ǁŝůů ĐŽŶƚŝŶƵĞƚŚƌŽƵŐŚ&zϮϬϭϵ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $0 $0 $0 $0 $0 $0 Water Operating Fund 9,165,000 13,000,000 0 0 0 0 13,000,000 Total $9,165,000 $13,000,000 $0 $0 $0 $0 $13,000,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϮ Utilities Richmond Capacity - Replacement

Department Water Project Location City of Richmond Magisterial District Midlothian Project Type Recurring Identified Plan Comprehensive Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description dŚĞŽƵŶƚǇΖƐƐŚĂƌĞŽĨǀĂƌŝŽƵƐŝƚǇŽĨZŝĐŚŵŽŶĚǁĂƚĞƌĐĂƉĂĐŝƚǇƉůĂŶƚĂŶĚĚŝƐƚƌŝďƵƚŝŽŶƉƌŽũĞĐƚƐ͘ Project Blueprint dŚĞ hƚŝůŝƚŝĞƐ ĞƉĂƌƚŵĞŶƚ ƉƵƌĐŚĂƐĞƐ ĂƉƉƌŽǆŝŵĂƚĞůǇ Ϯϰ ƉĞƌĐĞŶƚ ŽĨ ŝƚƐ ǁĂƚĞƌ ĨƌŽŵ ƚŚĞ ŝƚǇ ŽĨ ZŝĐŚŵŽŶĚ ĂŶĚ͕ ďǇ ĐŽŶƚƌĂĐƚ͕ ŝƐ ĨŝŶĂŶĐŝĂůůǇ ŽďůŝŐĂƚĞĚ ƚŽ ĐŽŶƚƌŝďƵƚĞ ƚŽ ƚŚĞ ŝƚǇΖƐ ǁĂƚĞƌ ƚƌĞĂƚŵĞŶƚƉůĂŶƚĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWƌŽŐƌĂŵ͘ĐĐŽƌĚŝŶŐƚŽĂϭϵϴϵ ĐŽŶƚƌĂĐƚǁŝƚŚƚŚĞŝƚǇ͕ƚŚĞŽƵŶƚǇĂŐƌĞĞƐƚŽƉĂǇĂƉƌŽƌĂƚĞĚƐŚĂƌĞŽĨĨĂĐŝůŝƚŝĞƐĐŽŶƐƚƌƵĐƚĞĚǁŝƚŚŝŶƚŚĞŝƚǇŽĨZŝĐŚŵŽŶĚƚŽƚƌĂŶƐŵŝƚ ǁĂƚĞƌƚŽƚŚĞŽƵŶƚǇĂůŽŶŐǁŝƚŚĂŶǇŝŶĐƌĞĂƐĞƐŝŶƉůĂŶƚĐĂƉĂĐŝƚǇ͘dŚĞŵĂũŽƌŝƚǇŽĨƉƌŽũĞĐƚƐǁŝƚŚŝŶƚŚĞĨŝǀĞͲǇĞĂƌ/WŝŶǀŽůǀĞ ƌĞŚĂďŝůŝƚĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞǁŽƌŬĂƚ ƚŚĞ ǁĂƚĞƌƉůĂŶƚ͘ dŚĞŝƌůĂƌŐĞƐƚƉƌŽũĞĐƚƐǁŝƚŚĚŝƌĞĐƚďĞŶĞĨŝƚƚŽƚŚĞŽƵŶƚǇŝŶĐůƵĚĞƚŚĞ ŝŶƐƚĂůůĂƚŝŽŶŽĨĂƉŝƉĞůŝŶĞƚŽƚŚĞŽƵŶƚǇΖƐƉůĂŶŶĞĚŶĞǁ,ƵŐƵĞŶŽƚǁĂƚĞƌƚĂŶŬĂŶĚƉƵŵƉƐƚĂƚŝŽŶ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $0 $0 $0 $0 $0 $0 Water Operating Fund 0 3,082,700 6,363,300 3,896,700 4,995,700 6,958,900 25,297,300 Total $0 $3,082,700 $6,363,300 $3,896,700 $4,995,700 $6,958,900 $25,297,300

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϯ Utilities Water Lines

Department Water Project Location Various Magisterial District Countywide Project Type Recurring Identified Plan Water and Wastewater Facilities Plan Strategic Plan Goal Thriving communities and environmental stewardship Total Project Budget Ongoing

Project Description

ŽŶƐƚƌƵĐƚŝŽŶŽĨǁĂƚĞƌůŝŶĞƐĂƐǁĞůůĂƐƚŚĞƌĞƉůĂĐĞŵĞŶƚŽƌƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨĞǆŝƐƚŝŶŐǁĂƚĞƌůŝŶĞƐĂƚƚŚĞĞŶĚŽĨƚŚĞŝƌƵƐĞĨƵůůŝǀĞƐ͘ Project Blueprint dŚĞhƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚŵĂŝŶƚĂŝŶƐĂǁĂƚĞƌĚŝƐƚƌŝďƵƚŝŽŶƐǇƐƚĞŵŽĨŽǀĞƌϭ͕ϵϬϬŵŝůĞƐŽĨǁĂƚĞƌŵĂŝŶƐ͘/ƚŝƐĐƌŝƚŝĐĂůůǇŝŵƉŽƌƚĂŶƚƚŽ ĨƵŶĚƚŚĞĐŽŶƐƚƌƵĐƚŝŽŶŽĨŶĞǁůŝŶĞƐƚŽƉƌŽǀŝĚĞĂĚĚŝƚŝŽŶĂůǁĂƚĞƌĚŝƐƚƌŝďƵƚŝŽŶĐĂƉĂĐŝƚǇĂƐǁĞůůĂƐƚŽŝŵƉƌŽǀĞǁĂƚĞƌƐĞƌǀŝĐĞƌĞůŝĂďŝůŝƚǇ ďǇƌĞƉůĂĐŝŶŐŽƌƌĞŚĂďŝůŝƚĂƚŝŶŐĞǆŝƐƚŝŶŐǁĂƚĞƌůŝŶĞƐŶĞĂƌŝŶŐƚŚĞĞŶĚŽĨƚŚĞŝƌƵƐĞĨƵůůŝǀĞƐ͘sĂƌŝŽƵƐƉƌŽũĞĐƚƐĂƌĞƉůĂŶŶĞĚĚƵƌŝŶŐƚŚĞ ĨŝƌƐƚƚǁŽǇĞĂƌƐŽĨƚŚĞĨŝǀĞͲǇĞĂƌ/W͕ŝŶĐůƵĚŝŶŐŝŵƉƌŽǀĞŵĞŶƚƐŽĨƚŚĞƚƌĂŶƐŵŝƐƐŝŽŶƐǇƐƚĞŵĂƚ,ŽƉŬŝŶƐZŽĂĚĂŶĚĂƚ/ƌŽŶďƌŝĚŐĞZŽĂĚ ďĞƚǁĞĞŶ/ƌŽŶZŝǀĞƌƌŝǀĞĂŶĚŽŽŬĞƌůǀĚ͘tĂƚĞƌůŝŶĞƌĞƉůĂĐĞŵĞŶƚƐŽŶ,ĂƌƌŽǁŐĂƚĞZŽĂĚ͕ĂƐǁĞůůĂƐŝŶƚŚĞŽǁĂŶͬ^ǇŬĞƐĂŶĚ tĂůŵƐůĞǇͬ,ĂƌƚǁĞůůĂƌĞĂƐĂƌĞĂůƐŽĂŶƚŝĐŝƉĂƚĞĚ͘dŚĞƐĞƉƌŽũĞĐƚƐŚĞůƉŵĂŝŶƚĂŝŶĂƌĞůŝĂďůĞǁĂƚĞƌƐǇƐƚĞŵ͕ƚŚĞƌĞďǇŚĞůƉŝŶŐŵŝŶŝŵŝǌĞ ůŽƐƐŽĨƐĞƌǀŝĐĞƚŽŽƵŶƚǇĐƵƐƚŽŵĞƌƐ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $0 $0 $0 $0 $0 $0 Water Operating Fund 0 16,112,400 4,097,000 990,000 5,907,000 8,933,000 36,039,400 Total $0 $16,112,400 $4,097,000 $990,000 $5,907,000 $8,933,000 $36,039,400

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϰ Utilities Water Pump Stations

Project Description

ŽŶƐƚƌƵĐƚŝŽŶ͕ƵƉŐƌĂĚĞƐ͕ĂŶĚƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨǁĂƚĞƌƉƵŵƉƐƚĂƚŝŽŶƐƚŽƉƌŽǀŝĚĞĂĚĚŝƚŝŽŶĂůĐĂƉĂĐŝƚǇ͕ŝŶĐƌĞĂƐĞƌĞůŝĂďŝůŝƚǇ͕ŽƌĞǆƚĞŶĚ ƚŚĞůŝĨĞŽĨƚŚĞƉƵŵƉƐƚĂƚŝŽŶƐ͘ Project Blueprint dŚĞhƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚĐŽŶƚƌŽůƐϭϰǁĂƚĞƌƉƵŵƉƐƚĂƚŝŽŶƐǁŝƚŚŝŶƚŚĞŽƵŶƚǇΖƐǁĂƚĞƌĚŝƐƚƌŝďƵƚŝŽŶƐǇƐƚĞŵ͘dŚŝƐƉƌŽũĞĐƚĨƵŶĚƐƚŚĞ ĐŽŶƐƚƌƵĐƚŝŽŶ͕ƵƉŐƌĂĚĞ͕ĂŶĚƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨǁĂƚĞƌƉƵŵƉƐƚĂƚŝŽŶƐƚŚƌŽƵŐŚŽƵƚƚŚĞƐǇƐƚĞŵƚŽƉƌŽǀŝĚĞĂĚĚŝƚŝŽŶĂůǁĂƚĞƌĚŝƐƚƌŝďƵƚŝŽŶ ĐĂƉĂĐŝƚǇ͕ ŝŶĐƌĞĂƐĞĚ ƌĞůŝĂďŝůŝƚǇ͕ ĂŶĚ ĞǆƚĞŶĚĞĚ ůŝĨĞ ĨŽƌ ƚŚĞƐĞ ƐƚĂƚŝŽŶƐ͘ WƌŽũĞĐƚƐ ƉůĂŶŶĞĚ ĚƵƌŝŶŐ ƚŚĞ ĨŝǀĞͲǇĞĂƌ /W ŝŶĐůƵĚĞ ƚŚĞ ƌĞƉůĂĐĞŵĞŶƚŽĨŽďƐŽůĞƚĞƌĂĚŝŽƐĂŶĚƌĞůĂƚĞĚĞƋƵŝƉŵĞŶƚĂƚŶƵŵĞƌŽƵƐƉƵŵƉƐƚĂƚŝŽŶƐĂƐǁĞůůĂƐĂƉƌŽũĞĐƚƚŽŝŶĐƌĞĂƐĞƚŚĞĐĂƉĂĐŝƚǇŽĨ ƚŚĞ'ĞŶŝƚŽƉƵŵƉƐƚĂƚŝŽŶďǇŽǀĞƌϭϬϬƉĞƌĐĞŶƚ͘dŚĞƐĞǁĂƚĞƌƉƵŵƉƐƚĂƚŝŽŶƉƌŽũĞĐƚƐĂƌĞĐƌŝƚŝĐĂůƚŽĞŶƐƵƌĞƚŚĞŽƵŶƚǇǁŝůůďĞĂďůĞƚŽ ŵĞĞƚĨƵƚƵƌĞĐƵƐƚŽŵĞƌǁĂƚĞƌĚĞŵĂŶĚƐĂŶĚŵĂŝŶƚĂŝŶĂƌĞůŝĂďůĞǁĂƚĞƌƐǇƐƚĞŵ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $0 $0 $0 $0 $0 $0 Water Operating Fund 0 500,000 0 3,305,000 500,000 500,000 4,805,000 Total $0 $500,000 $0 $3,305,000 $500,000 $500,000 $4,805,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϱ Utilities Water Tanks

Project Description hƉŐƌĂĚĞƐĂŶĚƌĞŚĂďŝůŝƚĂƚŝŽŶŽĨǁĂƚĞƌƚĂŶŬƐƚŽŝŶĐƌĞĂƐĞƌĞůŝĂďŝůŝƚǇŽƌĞǆƚĞŶĚůŝĨĞ͘ Project Blueprint dŚĞhƚŝůŝƚŝĞƐĞƉĂƌƚŵĞŶƚŵĂŝŶƚĂŝŶƐϮϯǁĂƚĞƌƐƚŽƌĂŐĞƚĂŶŬƐǁŝƚŚĂƚŽƚĂůƚĂŶŬĐĂƉĂĐŝƚǇŽĨϯϴ͘ϯŵŝůůŝŽŶŐĂůůŽŶƐ͘ƵƌŝŶŐƚŚĞĨŝǀĞͲǇĞĂƌ /W͕ŶĞǁƚĂŶŬƐĂƌĞƉůĂŶŶĞĚŝŶƚŚĞŶŽŶĂŶĚĞŶƚƌĂůŝĂĂƌĞĂƐŽĨƚŚĞŽƵŶƚǇƚŽĂĚĚƌĞƐƐĐƵƌƌĞŶƚĂŶĚĨƵƚƵƌĞǁĂƚĞƌƐƚŽƌĂŐĞĂŶĚ ĐĂƉĂĐŝƚǇŶĞĞĚƐ͘ŽŵƉůĞƚŝŽŶŽĨĂƚĂŶŬĐŽŶĚŝƚŝŽŶĂƐƐĞƐƐŵĞŶƚ͕ĞǆƉĞĐƚĞĚŝŶ&zϮϬϮϮ͕ǁŝůůĨŽƌŵƵůĂƚĞĨƵƚƵƌĞƉůĂŶƐĨŽƌŽƚŚĞƌƚĂŶŬ ƉĂŝŶƚŝŶŐĂŶĚƌĞŚĂďŝůŝƚĂƚŝŽŶƉƌŽũĞĐƚƐ͘dŚĞŵĂŝŶƚĞŶĂŶĐĞŽĨĞǆŝƐƚŝŶŐǁĂƚĞƌƚĂŶŬƐŝƐĂďƐŽůƵƚĞůǇŶĞĐĞƐƐĂƌǇŝŶŽƌĚĞƌƚŽĞǆƚĞŶĚƚŚĞŝƌ ƵƐĞĨƵůůŝǀĞƐĂŶĚĞŶƐƵƌĞƐĂĨĞĚƌŝŶŬŝŶŐǁĂƚĞƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $0 $0 $0 $0 $0 $0 Water Operating Fund 0 2,450,000 0 0 0 4,300,000 6,750,000 Total $0 $2,450,000 $0 $0 $0 $4,300,000 $6,750,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϲ Utilities Advanced Metering Infrastructure

Department Wastewater/Water Project Location 9840 Government Center Parkway Magisterial District Countywide Project Type Nonrecurring Identified Plan Strategic Plan Strategic Plan Goal Model for excellence in government Total Project Budget $37,160,000

Project Description

/ŶƐƚĂůůĂƚŝŽŶŽĨĚǀĂŶĐĞĚDĞƚĞƌŝŶŐ/ŶĨƌĂƐƚƌƵĐƚƵƌĞ;D/ͿƚŚĂƚŽĨĨĞƌƐĐŽŵŵƵŶŝĐĂƚŝŽŶďĞƚǁĞĞŶƐŵĂƌƚǁĂƚĞƌŵĞƚĞƌƐĂŶĚƚŚĞhƚŝůŝƚŝĞƐ ĞƉĂƌƚŵĞŶƚ͘ Project Blueprint hƚŝůŝƚŝĞƐĐƵƐƚŽŵĞƌƐŶŽǁƌĞƋƵĞƐƚŵŽƌĞŝŶĨŽƌŵĂƚŝŽŶĂďŽƵƚƚŚĞƐĞƌǀŝĐĞƐƚŚĞǇƵƐĞŝŶŽƌĚĞƌƚŽŵĂŬĞŝŶĨŽƌŵĞĚĚĞĐŝƐŝŽŶƐƚŽĐŽŶƚƌŽůĂŶĚ ďĞƚƚĞƌŵĂŶĂŐĞƚŚĞŝƌĐŽŶƐƵŵƉƚŝŽŶ͘D/ĐĂŶƉƌŽǀŝĚĞƚŚŝƐŬŝŶĚŽĨƵƐĞĨƵů ŝŶĨŽƌŵĂƚŝŽŶ͘ ƵƐƚŽŵĞƌƐŵĂŬŝŶŐĚĞĐŝƐŝŽŶƐƚŽĐŽŶƐĞƌǀĞ ǁĂƚĞƌ ǁŝůů ŚĞůƉ ƌĞĚƵĐĞ ƉĞĂŬ ĚĞŵĂŶĚ͕ ƐůŽǁŝŶŐ ƚŚĞ ŶĞĞĚ ĨŽƌ ĐĂƉŝƚĂů ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ƉƌŽũĞĐƚƐ͘ KƚŚĞƌ ďĞŶĞĨŝƚƐ ŝŶĐůƵĚĞ͕ ŵĞƚĞƌŝŶŐ ĂĐĐƵƌĂĐǇ͕ ƚŚĞ ŽƉƉŽƌƚƵŶŝƚǇ ƚŽ ƉƌŽǀŝĚĞ ŵŽŶƚŚůǇ ďŝůůŝŶŐƐ ;ŝŶƐƚĞĂĚ ŽĨ ďŝͲŵŽŶƚŚůǇͿ͕ ĂŶĚ ƚŚĞ ĞĂƌůǇ ŝĚĞŶƚŝĨŝĐĂƚŝŽŶ ŽĨ ǁĂƚĞƌ ůĞĂŬƐ͕ ƉƌŽǀŝĚŝŶŐĚŽůůĂƌƐĂǀŝŶŐƐĨŽƌĐƵƐƚŽŵĞƌƐĂŶĚƚŚĞĞƉĂƌƚŵĞŶƚ͘dŚĞƉƌŽũĞĐƚŝƐƉůĂŶŶĞĚƚŽďĞŐŝŶŝŶ&zϮϬϭϴǁŝƚŚĨƵůůŝŵƉůĞŵĞŶƚĂƚŝŽŶ ƉůĂŶŶĞĚĨŽƌ&zϮϬϮϭ͘ĐĐŽƌĚŝŶŐƚŽƌĞƐƵůƚƐĨƌŽŵĂϮϬϭϱƐƚƵĚǇ͕ĐŽƐƚƐǁŝůůďĞĂƉƉƌŽǆŝŵĂƚĞůǇΨϭϬϳŵŝůůŝŽŶŽǀĞƌƚŚĞŶĞǆƚϭϱǇĞĂƌƐŝĨ ĐƵƌƌĞŶƚŵĞƚĞƌŝŶŐƉƌŽĐĞƐƐĞƐ͕ĞƋƵŝƉŵĞŶƚƚǇƉĞ͕ĂŶĚŽƉĞƌĂƚŝŽŶƐĂƌĞŵĂŝŶƚĂŝŶĞĚ͘tŝƚŚD/͕ƐĂǀŝŶŐƐĂŶĚŽƉĞƌĂƚŝŽŶĂůĞĨĨŝĐŝĞŶĐŝĞƐǁŝůů ƐŝŐŶŝĨŝĐĂŶƚůǇŽĨĨƐĞƚƚŚĞĐŽƐƚŽĨŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘dŚĞĐŽƐƚǁŝůůďĞƐƉůŝƚďĞƚǁĞĞŶǁĂƚĞƌĂŶĚǁĂƐƚĞǁĂƚĞƌ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $1,080,000 $13,784,000 $0 $0 $0 $0 $13,784,000 Water Operating Fund 1,620,000 20,676,000 0 0 0 0 20,676,000 Total $2,700,000 $34,460,000 $0 $0 $0 $0 $34,460,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϳ Utilities Rate Stabilization Reserve

Department Wastewater/Water Project Location N/A Magisterial District N/A Project Type Recurring Identified Plan Utilities Department Financial Policies Strategic Plan Goal Model for excellence in government Total Project Budget Ongoing

Project Description

WůĂŶŶĞĚZĂƚĞ^ƚĂďŝůŝǌĂƚŝŽŶZĞƐĞƌǀĞĂĐƚŝǀŝƚǇ͘ Project Blueprint

KŶ Ɖƌŝů ϭϬ͕ ϭϵϵϲ͕ ƚŚĞ ŽĂƌĚ ŽĨ ^ƵƉĞƌǀŝƐŽƌƐ ĂƉƉƌŽǀĞĚ ƚŚĞ ĐƌĞĂƚŝŽŶ ĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞ ŽĨ ƚŚĞ hƚŝůŝƚŝĞƐ ĞƉĂƌƚŵĞŶƚΖƐ ZĂƚĞ ^ƚĂďŝůŝǌĂƚŝŽŶ ZĞƐĞƌǀĞ͘ dŚĞ ZĂƚĞ ^ƚĂďŝůŝǌĂƚŝŽŶ ZĞƐĞƌǀĞ ŝƐ Ă ĐƌŝƚŝĐĂů ƉĂƌƚ ŽĨ Ă ƐƚƌĂƚĞŐǇ ĞŵďĞĚĚĞĚ ŝŶ ƚŚĞ ĞƉĂƌƚŵĞŶƚΖƐ ĨŝŶĂŶĐŝĂů ƉŽůŝĐŝĞƐǁŚŝĐŚƐĞĞŬƐƚŽƉůĂŶĨŽƌĨƵƚƵƌĞĐĂƉŝƚĂůƌĞƉůĂĐĞŵĞŶƚ͘ǇŝŶĐŽƌƉŽƌĂƚŝŶŐĂŶŶƵĂůĚĞƉƌĞĐŝĂƚŝŽŶŝŶƚŽƚŚĞƌĂƚĞƐĞƚƚŝŶŐƉƌŽĐĞƐƐ ĂŶĚ ĚĞĚŝĐĂƚŝŶŐ ƌĞƐĞƌǀĞƐ ĨŽƌ ƚŚĞƐĞ ĞǆƉĞŶƐĞƐ͕ ƚŚĞ ZĂƚĞ ^ƚĂďŝůŝǌĂƚŝŽŶ ZĞƐĞƌǀĞ ŐƌĂĚƵĂůůǇ ĂĐĐƵŵƵůĂƚĞƐ ƚŚĞ ŶĞĐĞƐƐĂƌǇ ĨŝŶĂŶĐŝĂů ƌĞƐŽƵƌĐĞƐďĞĨŽƌĞƚŚĞĂĐƚƵĂůĐĂƉŝƚĂůŽƵƚůĂǇƐĨŽƌǁĂƐƚĞǁĂƚĞƌĂŶĚǁĂƚĞƌƉƌŽũĞĐƚƐĂƌĞƌĞƋƵŝƌĞĚ͘dŚĞZĞƐĞƌǀĞĂůƐŽƐĞƌǀĞƐƚŽŵŽĚĞƌĂƚĞ ĐŚĂŶŐĞƐŝŶƵƐĞƌĨĞĞƐĂŶĚĚĞďƚƐĞƌǀŝĐĞĞǆƉĞŶƐĞ͘ Financing/Operating Budget Impact

Prior Total Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $17,629,000 $17,811,000 $18,171,000 $18,465,000 $19,061,000 $91,137,000 Water Operating Fund 0 11,666,000 11,670,000 12,224,000 12,710,000 13,431,000 61,701,000 Total $0 $29,295,000 $29,481,000 $30,395,000 $31,175,000 $32,492,000 $152,838,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϴ Utilities Technology and Other Projects

Department Wastewater/Water Project Location 9840 Government Center Parkway Magisterial District Countywide Project Type Recurring Identified Plan Strategic Plan Strategic Plan Goal Model for excellence in government Total Project Budget Ongoing

Project Description

/ŶƐƚĂůůĂƚŝŽŶŽĨǀĂƌŝŽƵƐƚĞĐŚŶŽůŽŐǇĂŶĚŽƚŚĞƌǁĂƚĞƌͬǁĂƐƚĞǁĂƚĞƌƉƌŽũĞĐƚƐǁŝƚŚŝŶƚŚĞĞƉĂƌƚŵĞŶƚ͘ Project Blueprint

ĞŵĂŶĚƐŽŶƚŚĞĞƉĂƌƚŵĞŶƚΖƐƚĞůĞĐŽŵŵƵŶŝĐĂƚŝŽŶƐŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝƐŐƌŽǁŝŶŐĞǆƉŽŶĞŶƚŝĂůůǇ͘ƐĂƌĞƐƵůƚ͕ĐŽŵŵƵŶŝĐĂƚŝŽŶǁŝƌŝŶŐŝŶ ƚŚĞhƚŝůŝƚŝĞƐĚŵŝŶŝƐƚƌĂƚŝŽŶƵŝůĚŝŶŐǁŝůůďĞƌĞƉůĂĐĞĚŝŶ&zϮϬϮϭ͕ƌĞƉůĂĐŝŶŐϮϱǇĞĂƌͲŽůĚĐŝƌĐƵŝƚƌǇŝŶŽƌĚĞƌƚŽƚĂŬĞĂĚǀĂŶƚĂŐĞŽĨ ǀĂƌŝŽƵƐƉůĂŶŶĞĚŶĞƚǁŽƌŬƵƉŐƌĂĚĞƐĂŶĚƚŚĞŝƌƌĞƐƵůƚŝŶŐƉĞƌĨŽƌŵĂŶĐĞĞŶŚĂŶĐĞŵĞŶƚƐ͘/ŶĂĚĚŝƚŝŽŶ͕ĞŶŚĂŶĐĞŵĞŶƚƐƚŽ^ƵƉĞƌǀŝƐŽƌǇ ŽŶƚƌŽů ĂŶĚ ĂƚĂ ĐƋƵŝƐŝƚŝŽŶ ;^ͿƐǇƐƚĞŵƐƚŚĂƚĚĞĂůǁŝƚŚǁĂƚĞƌ ĚŝƐƚƌŝďƵƚŝŽŶ͕ ǁĂƐƚĞǁĂƚĞƌ ĐŽůůĞĐƚŝŽŶ͕ ĂŶĚ ǁĂƚĞƌ ĂŶĚ ǁĂƐƚĞǁĂƚĞƌƚƌĞĂƚŵĞŶƚǁŝůůďĞƌĞƋƵŝƌĞĚ͘ ŽŵŵƵŶŝĐĂƚŝŽŶ ĞŶŚĂŶĐĞŵĞŶƚƐ ĂŶĚ ƐǇƐƚĞŵ ƵƉŐƌĂĚĞƐ ĂƌĞ ƉůĂŶŶĞĚ ƚŚƌŽƵŐŚŽƵƚ ƚŚĞ ĞƉĂƌƚŵĞŶƚďĞŐŝŶŶŝŶŐŝŶ&zϮϬϭϴƚŽŝŶĐůƵĚĞŶĞǁĚĂƚĂůŝŶĞƐ͕ƐǁŝƚĐŚĞƐ͕ĂŶĚĐŝƌĐƵŝƚƐ͘dŚĞĚĞƉĂƌƚŵĞŶƚĂůƐŽƉůĂŶƐĂ&zϮϬϭϴƵƉĚĂƚĞŽĨ ŝƚƐϮϬϭϯ&ĂĐŝůŝƚǇWůĂŶ͘ Financing/Operating Budget Impact

Total Prior Years FY2018 FY2019 FY2020 FY2021 FY2022 FY2018-22

Financing Wastewater Operating Fund $0 $450,000 $0 $0 $200,000 $0 $650,000 Water Operating Fund 0 175,000 300,000 0 300,000 0 775,000 Total $0 $625,000 $300,000 $0 $500,000 $0 $1,425,000

Operating Budget Impact Personnel $0 $0 $0 $0 $0 $0 Operating 000000 Debt Service 000000 Total Operating Impact $0 $0 $0 $0 $0 $0

ϭϬϵ ϭϭϬ Appendices

ϭϭϭ Appendix A - Analysis of County General Government Funds for Capital Projects

FY2018 FY2019 FY2020 FY2021 FY2022 ZĞƐĞƌǀĞƐĨŽƌĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚƐWƌŽũĞĐƚ ĞŐŝŶŶŝŶŐĂůĂŶĐĞ Ψϴ͕ϯϭϲ͕ϯϲϵ Ψϴ͕ϴϱϴ͕Ϭϲϵ Ψϵ͕Ϯϯϲ͕ϳϲϵ Ψϭϭ͕ϰϳϵ͕ϲϲϵ Ψϭϰ͕ϯϲϬ͕ϳϲϵ ŶŶƵĂůdƌĂŶƐĨĞƌƚŽZĞƐĞƌǀĞĨŽƌĂƉŝƚĂůWƌŽũĞĐƚƐ Ϯϴ͕ϵϰϱ͕ϲϴϳ Ϯϲ͕ϯϯϴ͕ϵϬϬ Ϯϳ͕ϭϮϲ͕ϲϬϬ Ϯϳ͕ϲϴϲ͕ϭϬϬ Ϯϴ͕Ϭϴϲ͕ϭϱϬ Subtotal Ψϯϳ͕ϮϲϮ͕Ϭϱϲ Ψϯϱ͕ϭϵϲ͕ϵϲϵ Ψϯϲ͕ϯϲϯ͕ϯϲϵ Ψϯϵ͕ϭϲϱ͕ϳϲϵ ΨϰϮ͕ϰϰϲ͕ϵϭϵ WƌŽũĞĐƚĞĚhƐĞƐ ;Ϯϴ͕ϰϬϯ͕ϵϴϳͿ ;Ϯϱ͕ϵϲϬ͕ϮϬϬͿ ;Ϯϰ͕ϴϴϯ͕ϳϬϬͿ ;Ϯϰ͕ϴϬϱ͕ϬϬϬͿ ;Ϯϯ͕ϵϲϬ͕ϬϬϬͿ Cumulative Reserve for Capital Improvements Balance $8,585,069 $9,236,769 $11,479,669 $14,360,769 $18,486,919

ϭϭϮ Appendix B - General Government and Schools Debt Analysis

General County and Schools Fiscal Years 2017-2022 Debt Analysis Capital Improvement Program 2018-2022

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022

Planned Issuance General County $23,100,000 $22,800,000 $7,814,300 $10,650,000 $19,600,000 $10,200,000 Schools 1 54,144,826 69,070,500 35,068,359 32,075,150 29,125,050 5,633,259 Total $77,244,826 $91,870,500 $42,882,659 $42,725,150 $48,725,050 $15,833,259

Outstanding Debt at Beginning of Fiscal Year 2 $492,395,400 $523,125,800 $563,787,100 $553,353,400 $545,229,000 $543,973,400 Anticipated Issuance 77,244,826 91,870,500 42,882,100 42,725,150 48,725,050 15,833,259 Retirements 46,514,400 51,209,200 53,316,400 50,849,500 49,980,600 49,451,300 Outstanding Debt at End of Fiscal Year $523,125,826 $563,787,100 $553,353,359 $545,229,050 $543,973,450 $510,355,359

Debt Service $70,460,400 $80,182,500 $81,503,500 $79,638,000 $78,828,000 $78,202,700 1 School planned issuance as presented in this schedule reflects the anticipated sale dates for current 2013 Referendum projects, as well as CIP projects presented in this document. Sale amounts are subject to change based on project progression funding requirements.. 2 Outstanding debt includes Community Development Authority bonds for Magnolia Green, Chippenham Place, and Watkins Center; as well as Riverside Regional Jail. Debt service payments on the above are reflected in the total debt service amounts in this schedule, but are not budgeted as part of county debt service as the amounts are included in the budgeted operating expense.

ϭϭϯ Appendix C - Bond Referendum Information

2013 Referendum Information

Debt Issuance Schedule Actual1 Projected Sale Authorized Not Sold Total FY2013 - FY2022 FY2017 FY2017 FY2013 - FY2022 ^ĐŚŽŽůƐ ϳϮ͕ϴϰϬ͕ϬϬϬ ϱϰ͕ϭϰϰ͕ϴϮϲ ϭϳϳ͕Ϭϭϱ͕ϭϳϰ ϯϬϰ͕ϬϬϬ͕ϬϬϬ WƵďůŝĐ^ĂĨĞƚǇ ϭϭ͕ϯϰϱ͕ϬϬϬ Ϯϯ͕ϭϬϬ͕ϬϬϬ ϭϰ͕ϱϱϱ͕ϬϬϬ ϰϵ͕ϬϬϬ͕ϬϬϬ Total ϴϰ͕ϭϴϱ͕ϬϬϬ ϳϳ͕Ϯϰϰ͕ϴϮϲ ϭϵϭ͕ϱϳϬ͕ϭϳϰ ϯϱϯ͕ϬϬϬ͕ϬϬϬ 1Amounts are inclusive of premiums realized at time of issue. Projects Included in the FY2018-2022 CIP Category Project Amount Fiscal Year Schools Beulah Elementary $1,714,400 2018 Schools Crestwood Elementary 1,000,000 2018 Schools Ettrick Elementary 1,000,000 2018 Schools Harrowgate Elementary 1,000,000 2018 Schools Major Maintenance 6,481,100 2018 Schools Matoaca Elementary 24,660,000 2018 Schools New Midlothian Elementary 27,069,000 2018 Schools Reams Elementary 2,000,000 2018 Public Safety CADS 12,900,000 2018 Schools Ettrick Elementary 1,000,000 2019 Schools Harrowgate Elementary 1,000,000 2019 Schools Major Maintenance 2,321,100 2019 Schools Manchester Middle 6,775,000 2019 Schools Reams Elementary 18,339,000 2019 Schools Crestwood Elementary 8,205,450 2020 Schools Ettrick Elementary 6,530,850 2020 Schools Harrowgate Elementary 8,242,750 2020 Schools Major Maintenance 2,321,100 2020 Schools Manchester Middle 6,775,000 2020 Schools Administrative Space 2,000,000 2021 Schools Crestwood Elementary 8,205,450 2021 Schools Ettrick Elementary 6,530,850 2021 Schools Harrowgate Elementary 8,242,750 2021

Planned FY2017 Sale Category Project Amount Fiscal Year Schools Beulah Elementary 13,953,668 2017 Schools Enon Elementary 27,975,000 2017 Schools Major Maintenance 2,321,100 2017 Schools Matoaca Elementary 200,000 2017 Schools Providence Middle 9,695,058 2017 Public Safety Radio System/CADS 23,100,000 2017

ϭϭϰ ϭϭϱ Appendix D - General Government Unfunded/Underfunded Project List

Project Total Request Department In Focus Data Management $460,000 Accounting ECC Equipment Replacement 450,000 ECC 800 MHz Radio System Battery Replacement 115,000 ECC ECC Audio Visual System Replacement 125,000 ECC ECC Facilty Upgrades 150,000 ECC Circuit Court Judges' Chambers Reception Area Security 25,000 Circuit Court Judges Circuit Courtrooms 1 and 2 Audio/Visual (A/V) Requirements 205,000 Circuit Court Judges Community Corrections Renovation 1,123,106 Community Corrections Chesterfield Avenue Reconstruction 15,000,000 CD Admin Bon Air Park 900,000 CD Admin Eanes-Pittman Classroom Furniture and Technology 200,000 Fire and EMS Salem Church Fire Station 9,670,700 Fire and EMS Replacement of Ettrick Fire and Rescue Station 9,114,600 Fire and EMS Highlands Fire and Rescue Station 9,877,200 Fire and EMS Replacement Chester Fire and Rescue Station 9,143,800 Fire and EMS Renovation Dutch Gap Fire and Rescue Station 2,198,000 Fire and EMS Renovation Clover Hill Fire & Rescue Station 2,287,000 Fire and EMS Renovation Buford Road Fire and Rescue Station 2,287,000 Fire and EMS Enon Training Center Fire Support Building 8,230,100 Fire and EMS Courthouse/Route 288 Fire and Rescue Station 10,218,000 Fire and EMS Airfield Drive Extension 3,784,000 Fire and EMS Fire Station Facilities Planning and Land Acquisition 2,000,000 Fire and EMS Airport Major Maintenance & Required Studies 311,100 General Services 1917 Courthouse Renovations 490,100 General Services Library Emergency Generators - LaPrade, Meadowdale, Chester 1,302,000 General Services Carpet & Furniture Replacement & Facility Painting 835,900 General Services County Complex Parking & Signage Update 85,000 General Services Major Facilities Maintenance and Repair 8,000,900 General Services Historic Property Maintenance and Repair 997,500 General Services GIS Data Layer Update 200,000 Information Technology Cyber Security Workforce Awareness and Cultural Change 150,000 Information Technology Open Data Platform 100,000 Information Technology Enterprise Remote Access 300,000 Information Technology Virtual Desktop Conversion 750,000 Information Technology Identity and Access Management Solution 250,000 Information Technology Information Security Management Software 300,000 Information Technology Infrastructure Refresh 2,500,000 Information Technology Collection Improvement Plan 2,627,400 Library Robious Library 16,126,200 Library Western Hull Street Library 15,125,900 Library Genito-Otterdale Library 15,125,900 Library Feasibility Study - Clover Hill Library Improvement Options 150,000 Library Library Facility Security 449,400 Library Ettrick-Matoaca Replacement Facility 13,776,200 Library Roger's Building Renovation/Addition 13,049,000 Mental Health Henricus Park Visitor/Education Center Addition 1,500,000 Parks and Recreation New School Community Recreation/Gyms 4,500,000 Parks and Recreation Bird Athletic Complex Restroom/Concession Expansion 250,000 Parks and Recreation Fairgrounds Park 500,000 Parks and Recreation

ϭϭϲ Appendix D

Project Total Request Department Recreation Center 18,154,000 Parks and Recreation Irvin G. Horner Park 500,000 Parks and Recreation New Elementary School Athletic Field Upgrades 500,000 Parks and Recreation Rectangular Field Improvements 750,000 Parks and Recreation Special purpose parkland acqusition 760,900 Parks and Recreation Western Hull Street Road Neighborhood Park 900,000 Parks and Recreation Daniel Park at Ironbridge Development 1,500,000 Parks and Recreation Parkland Acquisition 5,225,000 Parks and Recreation Route 360 Winterpock Area Park Development 2,765,000 Parks and Recreation Stand alone Gymnasium 4,025,000 Parks and Recreation River City Sportsplex Expansion 6,000,000 Parks and Recreation Park System Streetscape Improvements 3,375,000 Parks and Recreation Hull Street Station 7,400,000 Police Department Police Rifle Range Feasibility Study 100,000 Police Department Eanes-Pittman Public Safety Training Center expansion 7,245,000 Police Department Mobile Command Center replacement 1,200,000 Police, Fire & EMS Body Scan X-Ray Unit 171,250 Sheriff General Road Improvements 130,000 Transportation

Total Amount Unfunded/Underfunded (in all categories), FY2018-2022 $248,017,156

ϭϭϳ Appendix E - Unfunded Transportation Requests dŚĞdƌĂŶƐƉŽƌƚĂƚŝŽŶĞƉĂƌƚŵĞŶƚƉƵďůŝƐŚĞƐƚŚŝƐůŝƐƚĂŶŶƵĂůůǇƚŽĞŶĂďůĞƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶƚŽďĞĂďůĞƚŽĂƉƉůǇĨŽƌŐƌĂŶƚƐĂŶĚŽƚŚĞƌ ƐŽƵƌĐĞƐŽĨĨƵŶĚŝŶŐĨŽƌƚŚĞƐĞƌŽĂĚŝŵƉƌŽǀĞŵĞŶƚƐ͘

PROJECT DESCRIPTION ESTIMATED COST Arch Road - widen pavement and construct shoulders - Route 60 to Reams Road 4,480,000 Arch Road - widen pavement and construct shoulders - Arboretum Pkwy to Reams Road 10,000,000 Bailey Bridge Road - reconstruction - High School to Sunday Silence 8,900,000 Bailey Bridge Road - realignment and minor widening - Sunday Silence to Spring Run 3,820,000 Beach Road - reconstruct shoulder along north side between Nash Road and Gates Bluff 50,000 Beach Road - reconstruct shoulders from Nash Road to Woodland Pond Parkway 7,200,000 Beach Road - reconstruct shoulders from Woodland Pond Parkway to Brandy Oaks 22,000,000 Beach Road @ Nash Road - intersection improvements and signalization 4,500,000 Beach Road @ Spring Run Road Intersection Improvements - right turn lane 100,000 Belmont Road - widen pavement and construct shoulders - Barkbridge to Whitepine 11,600,000 Belmont Road - reconstruction - Courthouse to Whitepine 3,640,000 Belmont Road @ Licking Creek - replace bridge/realign curve 4,200,000 Bessie Lane - realign with curb, gutter and sidewalk - Granger Street to South (Ettrick) Street 2,000,000 Beulah Road - widen pavement and construct shoulders - Hopkins to Cinderwood Drive 1,000,000 Bradley Bridge Road - two lane reconstruction, Lewis Road to Woodpecker Road 22,000,000 Branders Bridge Road - widen pavement and construct shoulders - Route 10 to Whitehouse 12,000,000 Branders Bridge Road/Lakeview Avenue - construct roundabout 3,500,000 Centralia Road - install box culvert at Crooked Branch 1,500,000 Centralia Road - reconstruct from Nott Lane to Chester Road 25,000,000 Centralia Road (Memory Lane to Salem Church) Left Turn Lanes 5,000,000 Cogbill Road - reconstruct from Route 10 to Cyrus Street 12,000,000 Cogbill Road @ Canasta Drive - sight distance improvements 55,000 Courthouse Road @ Berrand Road - sight distance improvements 30,000 Dalebrook and Beulah Roads - construct additional box culvert 800,000 Dundas Road - bridge replacement with pedestrian accommodations 2,200,000 East-West Limited Access Preliminary Engineering and Right-of-way 9,000,000 East-West Freeway (N-S Arterial to Woods Edge Road) and Walthall Interchange Improvements 70,000,000 Ecoff Avenue - minor widening - Ivywood Road to Ken Drive 3,900,000 Ecoff Avenue Reconstruction 15,600,000 Elkhardt Road - reconstruction east of Turner Road 7,400,000 Elkhardt Road (Providence MS Area Road Improvements) - sight distance and sidewalk 3,900,000 Ettrick Multimodal Station 10,000,000 Fordham Road @ Paulhill Road - sight distance improvement 150,000 Genito Road - shoulder improvements from Mt. Hermon to Otterdale 8,000,000 GRTC Express Service 2,000,000 Happy Hill Road - widen pavement and construct shoulders, Rt 1/301 to Old Happy Hill 12,000,000 Harbour Pointe Road - headwalls 400,000 Hensley Road West - improve from Beach Road to Springford Parkway 9,200,000 Hickory Road/Matoaca Road Roundabout 3,500,000 Hicks Road - widen pavement and construct shoulders - Providence Road to Route 360 4,000,000 Hicks Road - realignment and shoulder widening - Mount Gilead Blvd. to Cardiff Lane 3,100,000 HMK Road Improvements - Powhite Pkwy and Chippenham Pkwy 50,000,000 Hopkins Road - widen pavement and construct shoulders - Beulah to Old Hopkins 2,700,000 Hopkins Road - reconstruction - Old Lane to Laurel Oak Road 7,000,000

ϭϭϴ Appendix E

PROJECT DESCRIPTION ESTIMATED COST Hopkins Road @ Old Lane - realign and improve intersection 3,500,000 I-95 to I-295 Connector Road - Walthall 171,200,000 I-95/Route 10 Interchange Improvements 10,000,000 I-95/Willis Road Interchange - reconstruction 60,000,000 I-295/Meadowville Technology Parkway Interchange - construct loops and CD road 20,000,000 Kingsland Road - widen pavement and construct shoulders - Route 10 to Hopkins Road 5,200,000 Kingsland Road - replace box culvert at Reedy Branch 2,600,000 Lacy Farm Road - reconstruction and paving 1,000,000 Lewis Road @ Route 10 - construct dual left turn lanes 1,000,000 Little Creek Lane - improve creek crossing at Watch Run Creek 380,000 Lucks Lane - widen from 2 to 4 lanes from Spirea Road to Route 288 14,800,000 Matoaca Road/Woodpecker Road Roundabout 3,500,000 Meadowville Technology Parkway @ I-295 - widen from 2 to 4 lanes, includes new four-lane bridge 17,600,000 Mount Hermon Road - widen and improve as a two-lane road Genito to Old Hundred 16,000,000 Nash Road - widen pavement and construct shoulders - Eastfair Drive to Woodpecker 6,000,000 Nash Road Extension - two-lane road, from Beach Road to Route 10 19,000,000 Newbys Bridge Rd - widen pavement and construct shoulders - Walmsley to Falling Creek 5,600,000 Newbys Bridge Rd - widen pavement and construct shoulders - Falling Creek to Belmont 11,200,000 N. Enon Church Road - widen to 4-lanes from Route 10 to Meadowville Technology Parkway 10,000,000 North/South Arterial (Railroad R/W) Route 10 to Branders Bridge Road 9,200,000 North/South Arterial (Railroad R/W) Route 10 to Chester Road 13,800,000 Old Bermuda Hundred Road - widen pavement and construct shoulders - 1/301 to Route 10 11,200,000 Old Bon Air Road - widen pavement and construct shoulders - Robious to Ironmill Road 4,000,000 Old Bon Air @ Rockaway - improve alignment 2,300,000 Old Hundred Road, Genito to Route 360 - utility adjustments 600,000 Old Lane railroad crossing - surface replacement 150,000 Osborne Road @ Elokomin Ave - intersection improvements east of 1/301 400,000 Otterdale Road/Genito Road Roundabout 3,930,000 Otterdale Road/Old Hundred Road - intersection improvements 2,000,000 Otterdale Road Extension - Harper's Mill Parkway to Beach Road (Paved Road) 4,150,000 Otterdale Road - widen from 2 to 4 lanes from Hull Street Road to Woolridge Road 14,000,000 Otterdale Road - reconstruct from Woolridge Road to Genito Road 27,600,000 Park-and-Ride Facilities/Commuter Rail Lots 2,000,000 Pocoshock Boulevard Extended - Hull Street Road to Walmsley Boulevard 3,000,000 Powhite Parkway Extension - current terminus to Route 360 - PE and RW 38,200,000 Powhite Parkway Extension (Two Lanes) - Woolridge Road to Route 360 73,600,000 Powhite Parkway Extension - 4-lanes, from Watermill Parkway to Woolridge Road 26,300,000 Powhite Parkway Toll Removal 49,000,000 Providence Road - widen pavement and construct shoulders - Route 60 to Courthouse Road 16,000,000 Qualla Road - widen pavement and construct shoulders - Claypoint Road to Beach Road 9,600,000 Reams Road - widen pavement and construct shoulders - Courthouse Road to Providence 8,800,000 Reams Road - turn lanes at various locations 6,500,000 Reams Road @ Courthouse Road - extend 2-lane eastbound section on Reams Road 2,250,000 River Road, Second Branch to Bundle - improve shoulders 11,000,000 River Road @ Graves Road - sight distance improvements 130,000 River Road @ Nash Road - construct turn lanes and realign intersection 1,300,000 Robious Road - widen from 2 to 4 lanes from Robious Forest Way to Powhatan County Line 7,000,000 Route 1 @ Route 10 - construct dual left turn lanes on eastbound Route 10 approach 500,000 Route 1/Willis Road Turn Lane Improvement 3,000,000 Route 1/Reymet Road Turn Lane Improvement 3,700,000

ϭϭϵ Appendix E

PROJECT DESCRIPTION ESTIMATED COST Route 10 - 6-lane widening, Whitepine Road to Frith Lane 15,200,000 Route 10 - 8-lane widening, Bermuda Triangle Road to Old Bermuda/Meadowville 40,000,000 Route 10 @ Branders Bridge Road - right turn lane extension 400,000 Route 10 - Route 1 to Interstate 95 6-lane widening 9,800,000 Route 288 East of I-95 to Old Stage Road 30,000,000 Route 288/Route 1 Interchange Improvements 40,000,000 Route 288/Route 360: 288 southbound to 360 westbound ramp improvements 13,700,000 Route 288/Route 360: 288/Commonwealth Ctr. Pkwy. interchange improvements 32,800,000 Route 288/Route 360: Bailey Bridge Connector - Bailey Bridge to Commonwealth Ctr. & Brad McNeer Pkwy. 55,600,000 Route 288/Route 360: 360/Commonwealth Ctr. Pkwy/Old Hundred Diverging Diamond 136,500,000 Route 288/Route 360: 288 southbound CD roads, 360 eastbound to 288 northbound ramp, 288 widening 156,300,000 Route 288/Route 360: 360/Brad McNeer Continuous Green-T 10,800,000 Route 288/Route 360: 360 Superstreet Intersections - Mockingbird/Harbour Pointe to Winterpock 53,800,000 Route 288 @ Qualla Road Diamond Interchange 40,000,000 Route 360 - reconstruct and widen eastbound lanes from Lonas Pkwy. to Castle Rock Rd. 6,600,000 Route 360 - widen to 8 lanes from Spring Run Road through Woodlake Village Parkway 15,000,000 Route 360 - widen to 6 lanes from Woodlake Village Parkway to Otterdale Road 25,000,000 Route 360 @ Chippenham Parkway - eastbound right turn lane 330,000 Route 360 @ Spring Run Road Intersection Improvements 3,600,000 Route 60 @ Ruthers Road Intersection Improvements - turn lanes 2,600,000 Route 60 @ Sturbridge - additional southbound lane on Sturbridge 650,000 Rural Addition - various locations Countywide 500,000 Second Branch Road - upgrade culvert on Second Branch Creek 2,600,000 Secondary Roads - clear zone and sight line tree removal at various locations 1,000,000 Secondary Roads - minor widening and construction of shoulders at various locations - approx. 1/mile per yr 10,000,000 Secondary Roads - turn lanes at various locations 3,500,000 Sidewalks - various locations Countywide 7,500,000 Sight and Sound Barriers - Powhite and Route 288 50,000,000 Sight and Sound Barriers - Powhite and Route 288, Phase 1 1,000,000 Signalization - various locations Countywide 5,000,000 Spring Run Road - widen pavement and construct shoulders - McEnnally Road to Beach Road 26,000,000 Spring Run Road/Bailey Bridge Road/Springford Pkwy. Roundabout 3,500,000 State Park Mitigation Bank 500,000 Storage Lane Improvements - various locations Countywide 5,000,000 Subdivision Streets - resurfacing 1,250,000 Thoroughfare Plan Road Improvements - reconstruction and widening 15,000,000 Thoroughfare Plan Road Major Stream Crossings 5,000,000 Thoroughfare Plan New Roads 15,000,000 Traffic Calming Devices 500,000 Trails - various locations Countywide ($1.2 M/mile) 2,400,000 Unpaved Roads - reconstruct and pave - approximately one (1) mile per year 5,000,000 Winterpock Road - widen from 2 to 4 lanes from Route 360 to Royal Birkdale Drive 16,000,000 Winterpock Road - widen from 2 to 4 lanes from Royal Birkdale Drive to Beach Road 30,000,000 Winterpock Road - reconstruct from Royal Birkdale Drive to Beach Road 20,000,000 Woodpecker Road - widen pavement and construct shoulders - Nash Rd to Matoaca Rd 26,000,000 Woodpecker Road @ Nash Road - realign intersection offset 3,000,000 Woodpecker Road @ Sandy Ford Road - sight distance improvements 1,000,000 Woods Edge Road - widen pavement and construct shoulders - Ruffin Mill to Ramblewood 8,000,000 Woolridge Road Extension - new two-lane road - Route 288 to Old Hundred Road 14,000,000 BIKE & PEDESTRIAN PROJECTS:

ϭϮϬ Appendix E

PROJECT DESCRIPTION ESTIMATED COST Bailey Bridge Road Sidewalk - Manchester High School to Bayhill Point 900,000 Bon Air Plan Improvements - Sidewalk 4,200,000 Chesterfield Avenue Bike & Pedestrian Enhancements 12,000,000 Courthouse Road Bike/Ped Facility - Salem Church Schools to Pocahontas to existing bike lanes N of 288 6,600,000 Deer Run Drive Sidewalk - Chital Drive to Alberta Smith Elementary School 2,000,000 East River Road Sidewalk - construct sidewalk on northside of road - Chesterfield Avenue to Dupuy Road 3,000,000 Fordham Road - Pedestrian Walkway - Hull Street Road to Jacobs Road 2,800,000 Genito/Old Hundred/Charter Colony Pedestrian-Actuated Signals 50,000 Harrowgate Road Sidewalk - Harrow to North; Cougar to Dogwood; Cougar Trail-school to Harrowgate 600,000 Hopkins Road Sidewalk - S. Melody Road to Bonniebank Road 1,100,000 Jefferson Davis Highway Sidewalk - east side of Route 1 from Marina Drive to Elliham Avenue 3,000,000 McRae Road (Forest Hill to Quaker Lane) Sidewalk 3,300,000 North Street and Williams Street Sidewalk 700,000 Old Bon Air Road Bike Path - Robious Road to Ironmill Road 2,700,000 Old Centralia Road Sidewalk - Route 10 to Thomas Dale High School 800,000 Point of Rocks Bike Lane - Enon Church Road from Point of Rocks Park to Route 10 5,400,000 Reams Road Sidewalk (Redbridge to Wenatchee) 1,650,000 Route 60 Sidewalk (Stonebridge to Boulders Pkwy; both sides) 950,000 Salisbury Road Sidewalk - Robious Road to Winterfield Road 4,580,000 South (Ettrick) Street and James Street Sidewalk 700,000 Spring Run Road Sidewalk - Spring Run Elementary to Brocket Drive 130,000 Springford Parkway Trail - from Collington Drive to Summerford Drive 160,000 Turner Road Sidewalk (Walmsley Boulevard to Chalkley Elementary School; both sides) 1,420,000 Walton Bluff Pkwy Paved Shoulder Sidewalk - from Lucks Lane to Queensgate Road 2,300,000 Winterfield Road Sidewalk - from railroad to West Winterfield Road 300,000 Woolridge Road Sidewalk - reservoir to Otterdale Road 3,000,000 PAVING PROJECTS: Frameway Road Paving 300,000 Omaha Street Paving 260,000 Scottwood Road Paving 750,000 Tower Light Road Paving 450,000 Turnerville Road Paving 450,000 SIGNALIZATION PROJECTS: Coach Road/Battery Brooke Parkway - turn lanes and signalization 2,600,000 River Road @ Pickett Avenue Signalization 250,000 Route 1/301 @ Sand Hills Drive Signalization 250,000 Route 10 @ Ecoff Avenue Signalization 250,000 Route 10 @ Parker Lane Signalization 250,000 Route 10 @ Rock Spring Road Signalization 250,000 Route 360 @ Broadstone Road/Tanbark Road Signalization 250,000 Route 360 @ Lynview Drive/LaPrade Library Signalization 250,000 Route 360 @ Lynchester Drive/Amberleigh Boulevard Signalization 250,000

ϭϮϭ Appendix F - Commission on Local Government

ϭϮϮ TECHNICAL APPENDIX

COMPLETE LISTING OF ITEMS INCLUDED IN THE TECHNICAL APPENDIX

This section includes supporting documentation for various topics, including, but limited to unfunded requests, additional clarification, and information to cover supplemental topic areas. The information presented in this section is displayed exactly as submitted by the respective department.

The complete listing of items included here are as follows:

x Building Inspection Supporting Documentation x Community Corrections Staffing Needs Analysis x Fire and EMS Department Supporting Documentation x Mental Health Fund Guidelines and DBHDS Path Forward for Behavioral Health System x Police Staffing Analysis x School Board’s Approved FY2018 Budget & CIP x Sheriff’s Office Supporting Documentation x Social Services 2015 JLARC Study Report x Utilities Map of Capital Projects

ϭϲϱ ϭϲϲ BUILDING INSPECTION SUPPORTING DOCUMENTATION

TECHNICAL APPENDIX

ϭϲϳ Chesterfield County, Virginia Department of Building Inspection 9800 Government Center Parkway – P.O. Box 40 – Chesterfield, VA 23832 Phone: (804) 748-1057 – Fax: (804) 751-2249 – Internet: chesterfield.gov

Richard C. Witt Building Official BUILDING INSPECTION STAFFING ANALYSIS

Business Case for Additional Inspection Staff FY2018 Building Inspection Budget - Additional Funding Request #1

EXECUTIVE SUMMARY: xdŚĞEĞǁŽŶƐƚƌƵĐƚŝŽŶWƌŽŐƌĂŵŝƐƵŶĚĞƌƐƚĂĨĨĞĚĂŶĚŶĞĞĚƐĨŽƵƌĨƵůůͲƚŝŵĞŝŶƐƉĞĐƚŝŽŶƉŽƐŝƚŝŽŶƐĨŽƌ&zϮϬϭϴƚŽ ĂĐŚŝĞǀĞŽƵƌƚĂƌŐĞƚƌĂƚĞŽĨϮ͘ϯŝŶƐƉĞĐƚŝŽŶƐƉĞƌŝŶƐƉĞĐƚŽƌƉĞƌŚŽƵƌ;/ͬ,Ϳ͘&Žƌ&zϮϬϭϲ͕ǁĞĂǀĞƌĂŐĞĚϯ͘ϯ/ͬ,;ƐĞĞ ĐŚĂƌƚďĞůŽǁͿ͘ xdŚĞWƌŽƉĞƌƚǇDĂŝŶƚĞŶĂŶĐĞWƌŽŐƌĂŵŝƐĂĚĞƋƵĂƚĞůǇƐƚĂĨĨĞĚĂŶĚĚŽĞƐŶŽƚŶĞĞĚĂĚĚŝƚŝŽŶĂůŝŶƐƉĞĐƚŝŽŶƉŽƐŝƚŝŽŶƐĨŽƌ &zϮϬϭϴ͘&Žƌ&zϮϬϭϲ͕ǁĞĂǀĞƌĂŐĞĚ͘ϯϭ/ͬ,͕ĂĐŚŝĞǀŝŶŐŽƵƌƚĂƌŐĞƚƌĂƚĞŽĨ͘ϯ/ͬ,͘ ZdŽĨh/>/E'/E^Wd/KE^WZ&KZD DĂǆŝŵƵŵŽĨϮ͘ϯϭ/ŶƐƉĞĐƚŝŽŶƐͬ/ŶƐƉĞĐƚŽƌͬ,ŽƵƌ ϰ ϯ͘ϯϬ ϯ͘ϱ ϯ͘ϭϲ ϯ͘ϭϬ Ϯ͘ϴϮ Ϯ͘ϵϭ ϯ͘ϭϬ ϯ Ϯ͘ϲ Ϯ͘ϱϳ Ϯ͘ϰϱ Ϯ͘ϰϲ Ϯ͘ϰϳ Ϯ͘ϯϲ Ϯ͘ϯϭ Ϯ͘ϯϳ Ϯ͘ϯϴ Ϯ͘ϰϬ Ϯ͘ϱ Ϯ͘Ϯϲ Ϯ͘ϱϬ Ϯ͘Ϭϲ Ϯ͘ϬϬ ϭ͘ϵϮ ϭ͘ϴϯ Ϯ͘ϯϬ Ϯ ϭ͘ϲϴ ϭ͘ϱ ϭ Ϭ͘ϱ Ϭ &zϵϳ &zϵϴ &zϵϵ &zϬϬ &zϬϭ &zϬϮ &zϬϯ &zϬϰ &zϬϱ &zϬϲ &zϬϳ &zϬϴ &zϬϵ &zϭϬ &zϭϭ &zϭϮ &zϭϯ &zϭϰ &zϭϱ &zϭϲ /ŶƐƉĞĐƚŝŽŶƐͬ/ŶƐĚƉĞĐƚŽƌͬ,ŽƵƌ &zϭϳWƌŽũ &zϭϴWƌŽũ ĐƚƵĂů/ͬ/ͬ,ƌ dĂƌŐĞƚ/ͬ/ͬ, EŽEĞǁ/ŶƐƉĞĐƚŽƌƐ нϮ/ŶƐƉĞĐƚŽƌƐ нϰ/ŶƐƉĞĐƚŽƌƐ

New Construction Program - Workload Target͗dŚĞƚĂƌŐĞƚŵĂǆŝŵƵŵŝŶƐƉĞĐƚŝŽŶǁŽƌŬůŽĂĚĞƐƚĂďůŝƐŚĞĚĨŽƌƚŚĞEĞǁ ŽŶƐƚƌƵĐƚŝŽŶWƌŽŐƌĂŵŝƐϮ͘ϯ /ͬ,͘dŚŝƐĞƋƵĂƚĞƐƚŽĂŶĂǀĞƌĂŐĞŽĨϮϲŵŝŶƵƚĞƐĂůůŽĐĂƚĞĚĨŽƌĞĂĐŚŝŶƐƉĞĐƚŝŽŶ͕ǁŚŝĐŚ ŝŶĐůƵĚĞƐƚŝŵĞĨŽƌƚƌĂǀĞů͕ƉĞƌĨŽƌŵĂŶĐĞŽĨƚŚĞŝŶƐƉĞĐƚŝŽŶ͕ĂŶĚĚŽĐƵŵĞŶƚĂƚŝŽŶŽĨŝŶƐƉĞĐƚŝŽŶƌĞƐƵůƚƐ͘dŚŝƐŝŶƐƉĞĐƚŝŽŶ ƌĂƚĞŝƐĞƐƚĂďůŝƐŚĞĚďĂƐĞĚŽŶƐƚƵĚŝĞƐ͕ĚĂƚĂ͕ĞŵƉŝƌŝĐĂůĞǆƉĞƌŝĞŶĐĞ͕ĂŶĚŵŽŶŝƚŽƌŝŶŐŽĨŝŶƐƉĞĐƚŝŽŶƉĞƌĨŽƌŵĂŶĐĞ͘dŚĞ ĂǀĞƌĂŐĞ/ͬ,ĨƌŽŵ&zϭϵϵϳƚŚƌŽƵŐŚ&zϮϬϭϯŝƐϮ͘Ϯϵϲ/ͬ,͘ƵƌŝŶŐƚŚĂƚƚŝŵĞ͕ƚŚĞŶƵŵďĞƌŽĨĂƉƉƌŽǀĞĚŝŶƐƉĞĐƚŝŽŶ

Providing a FIRST CHOICE community through excellence in public service

ƵƐŝŶĞƐƐĂƐĞĨŽƌEĞǁƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌƐϮϬϭϲϭϮϮϬϬϰ ϯͬϲͬϮϬϭϳ͕WĂŐĞϭ ϭϲϴ ƉŽƐŝƚŝŽŶƐǁĂƐĂĚũƵƐƚĞĚƵƉĂŶĚĚŽǁŶƚŽŵĂŝŶƚĂŝŶƚŚĞǁŽƌŬͲůŽĂĚƚĂƌŐĞƚ͘ŶĞǁƉŽƐŝƚŝŽŶǁĂƐĂĚĚĞĚŝŶ&zϮϬϭϳƚŽ ďĞŐŝŶĂĚĚƌĞƐƐŝŶŐƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶƐƚĂĨĨŝŶŐŶĞĞĚƐ͘

Background:ĨƚĞƌƚŚĞƐŚƌŝŶŬͬƐǁĞůůƐŽŝůŝŶĐŝĚĞŶƚŝŶƚŚĞĞĂƌůǇϭϵϵϬƐ͕ƚŚĞĐŽƵŶƚǇĐŽŶƚƌĂĐƚĞĚǁŝƚŚƚŚĞŽŽƉĞƌƐĂŶĚ >ǇďƌĂŶĚĨŝƌŵƚŽĐŽŶĚƵĐƚĂƉĞƌĨŽƌŵĂŶĐĞƌĞǀŝĞǁŽĨƚŚĞĞƉĂƌƚŵĞŶƚŽĨƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ͘ĐŝƚŝǌĞŶƚĂƐŬĨŽƌĐĞ ƌĞǀŝĞǁŽĨƚŚĞĚĞƉĂƌƚŵĞŶƚŽƉĞƌĂƚŝŽŶƐĨƵƌƚŚĞƌĂƵŐŵĞŶƚĞĚƚŚĞƉĞƌĨŽƌŵĂŶĐĞƌĞǀŝĞǁ͘KŶĞŽĨƚŚĞŝƐƐƵĞƐƐƚƵĚŝĞĚǁĂƐ ƚŚĞĂĐĐĞƉƚĂďůĞǁŽƌŬůŽĂĚĨŽƌĂŶŝŶƐƉĞĐƚŽƌ͕ĂŶĚƐƉĞĐŝĨŝĐĂůůǇƚŚĞĂƉƉƌŽƉƌŝĂƚĞŶƵŵďĞƌŽĨŝŶƐƉĞĐƚŝŽŶƐƚŚĂƚĐŽƵůĚďĞ ƉĞƌĨŽƌŵĞĚŝŶĂĚĂǇǁŝƚŚĂŶĂĐĐĞƉƚĂďůĞůĞǀĞůŽĨĂĐĐƵƌĂĐǇĂŶĚĐŽŵƉƌĞŚĞŶƐŝǀĞŶĞƐƐ͘/ŶƐƉĞĐƚŽƌǁŽƌŬůŽĂĚǁĂƐ ĚĞƚĞƌŵŝŶĞĚƚŽďĞĂĐŽŶƚƌŝďƵƚŝŶŐĨĂĐƚŽƌ͘dŚĞƚĂƐŬĨŽƌĐĞƌĞǀŝĞǁĞĚƚŚĞĚĂƚĂĂŶĚƌĞĐŽŵŵĞŶĚĞĚƚŚĂƚŝŶƐƉĞĐƚŝŽŶ ǁŽƌŬůŽĂĚďĞůŝŵŝƚĞĚƚŽϭϮŝŶƐƉĞĐƚŝŽŶƐƉĞƌĚĂǇǁŝƚŚϯϳ͘ϱŵŝŶƵƚĞƐĂůůŽĐĂƚĞĚƉĞƌŝŶƐƉĞĐƚŝŽŶďĂƐĞĚŽŶϳ͘ϱŚŽƵƌƐŽĨ ƚŽƚĂůǁŽƌŬŝŶŐŚŽƵƌƐƉĞƌĚĂǇ͘

dŚĞĚĞƉĂƌƚŵĞŶƚďĞŶĐŚŵĂƌŬĞĚǁŝƚŚŽƚŚĞƌůŽĐĂůŝƚŝĞƐĂŶĚƉĞƌĨŽƌŵĞĚƚŝŵĞƐƚƵĚŝĞƐ͘KƚŚĞƌĐŽŵƉĂƌĂďůĞůŽĐĂůŝƚŝĞƐ ŽƉĞƌĂƚĞĚďĞƚǁĞĞŶϭϮĂŶĚϭϱŝŶƐƉĞĐƚŝŽŶƐͬŝŶƐƉĞĐƚŽƌƉĞƌĚĂǇ͘ŚĞƐƚĞƌĨŝĞůĚ͛ƐŽƌŝŐŝŶĂůĐĂůĐƵůĂƚŝŽŶŽĨϯϳ͘ϱŵŝŶƵƚĞƐƉĞƌ ŝŶƐƉĞĐƚŝŽŶŚĂƐďĞĞŶƌĞĚƵĐĞĚƚŽϮϲŵŝŶƵƚĞƐƉĞƌŝŶƐƉĞĐƚŝŽŶ͘dŚŝƐϰϬйƚŝŵĞͲƐĂǀŝŶŐƐǁĂƐĂĐŚŝĞǀĞĚƚŚƌŽƵŐŚĂ ĐŽŵďŝŶĂƚŝŽŶŽĨ͗

ϭ͘ ĐƌŽƐƐͲƚƌĂŝŶŝŶŐŝŶƐƉĞĐƚŽƌƐƚŽƉĞƌĨŽƌŵĐŽŵďŝŶĂƚŝŽŶŝŶƐƉĞĐƚŝŽŶƐ;ŽŶĞƐŝƚĞǀŝƐŝƚĨŽƌŵƵůƚŝƉůĞŝŶƐƉĞĐƚŝŽŶƐͿ͕ Ϯ͘ ƌĞƉůĂĐŝŶŐƉĂƉĞƌĂŶĚƉĞŶĐŝůĚŽĐƵŵĞŶƚĂƚŝŽŶǁŝƚŚĨŝĞůĚĐŽŵƉƵƚĞƌƐ͕ĂŶĚ ϯ͘ ƌĞƉůĂĐŝŶŐƌĂĚŝŽƐĂŶĚĚĞƐŬƉŚŽŶĞƐǁŝƚŚŵŽďŝůĞƉŚŽŶĞƐ͘

tĞďĞůŝĞǀĞŽƵƌďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶƉƌŽĐĞƐƐĞƐĂƌĞĂƐĞĨĨŝĐŝĞŶƚĂƐĐƵƌƌĞŶƚƚĞĐŚŶŽůŽŐǇǁŝůůĨĂĐŝůŝƚĂƚĞ͘/ŶƉƌĂĐƚŝĐĞ͕ ŝŶƐƉĞĐƚŽƌƐĚŽŶŽƚŚĂǀĞϳ͘ϱŚŽƵƌƐƉĞƌĚĂǇƚŽƉĞƌĨŽƌŵŝŶƐƉĞĐƚŝŽŶƐĚƵĞƚŽƌĞƋƵŝƌĞĚŽĨĨŝĐĞǁŽƌŬ͕ƚƌĂŝŶŝŶŐ͕ŵĞĞƚŝŶŐƐ͕ ĂŶĚůĞĂǀĞƚĂŬĞŶ͘&ƌŽŵ&zϮϬϭϰƚŚƌŽƵŐŚ&zϮϬϭϲ͕ǁĞĂǀĞƌĂŐĞĚϱ͘ϬϰŚŽƵƌƐƉĞƌĚĂǇŽĨƚŝŵĞĂǀĂŝůĂďůĞĨŽƌĨŝĞůĚ ŝŶƐƉĞĐƚŝŽŶƐ͕ĂƐĨŽůůŽǁƐ͗

Standard Calculation Descriptions Quantity ^ƚĂŶĚĂƌĚĂǇƐƉĞƌDĂŶͲzĞĂƌ ϮϲϬ ^ƚĂŶĚĂƌĚŚŽƵƌƐŝŶĂDĂŶͲzĞĂƌ Ϯ͕ϬϴϬ͘ϬϬ ^ƚĂŶĚĂƌĚtĞĞŬƐƉĞƌDĂŶͲzĞĂƌ ϱϮ ^ƚĂŶĚĂƌĚ,ŽƵƌƐͬtŽƌŬͲtĞĞŬ ϰϬ ^ƚĂŶĚĂƌĚ,ŽƵƌƐͬĂǇ ϴ Building Inspection Calculations Quantity ,ŽƵƌƐŽĨĨŝĞůĚŝŶƐƉĞĐƚŝŽŶƚŝŵĞůŽŐŐĞĚĚƵƌŝŶŐƚŚĞϯͲǇĞĂƌƉĞƌŝŽĚ&zϭϰͲ&zϭϲ ϴϬ͕Ϯϱϯ EƵŵďĞƌŽĨǁŽƌŬŝŶŐŚŽƵƌƐĂǀĂŝůĂďůĞĚƵƌŝŶŐƚŚĞϯͲǇĞĂƌƉĞƌŝŽĚ&zϭϰͲ&zϭϲ ϲ͕ϮϰϬ ǀĞƌĂŐĞŽĨƚŚĞŶƵŵďĞƌŽĨŝŶƐƉĞĐƚŽƌƐĂǀĂŝůĂďůĞĚƵƌŝŶŐƚŚĂƚƉĞƌŝŽĚ;ĂǀĞƌĂŐĞ ϮϬ͘ϯ ŽĨƐƚĂĨĨƉŽƐŝƚŝŽŶƐĨŝůůĞĚĂŶĚǁŽƌŬŝŶŐͿ dŽƚĂůǁŽƌŬŝŶŐŚŽƵƌƐĂǀĂŝůĂďůĞ ϭϮϲ͕ϲϳϮ /ŶƐƉĞĐƚŝŽŶŚŽƵƌƐĚŝǀŝĚĞĚďǇƚŽƚĂůǁŽƌŬŝŶŐŚŽƵƌƐ Ϭ͘ϲϯ ϲϯйŽĨĂŶϴͲŚŽƵƌǁŽƌŬĚĂǇŝŶŚŽƵƌƐ ϱ͘Ϭϰ

KƵƌƚĂƌŐĞƚĨŽƌĂǀĞƌĂŐĞĨŝĞůĚŚŽƵƌƐƉĞƌĚĂǇŝƐϱ͘ϳϱ͘dŚŝƐĂĐĐŽƵŶƚƐĨŽƌϭŚŽƵƌŽĨůƵŶĐŚĂŶĚďƌĞĂŬͲƚŝŵĞ͕ĂŶĚϯϳ͘ϱ ŵŝŶƵƚĞƐŝŶƚŚĞŽĨĨŝĐĞͲŵŽƌŶŝŶŐĂŶĚĂĨƚĞƌŶŽŽŶ͘

Providing a FIRST CHOICE community through excellence in public service

ƵƐŝŶĞƐƐĂƐĞĨŽƌEĞǁƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌƐϮϬϭϲϭϮϮϬϬϰϭϲϵ ϯͬϲͬϮϬϭϳ͕WĂŐĞϮ Current Sustained Workload:ƐǁĞŚĂǀĞƌĞďŽƵŶĚĞĚĨƌŽŵƚŚĞƌĞĐĞƐƐŝŽŶ͕ƚŚĞƐƵƐƚĂŝŶĞĚǁŽƌŬůŽĂĚŚĂƐĂǀĞƌĂŐĞĚ ǁĞůůĂďŽǀĞƚĂƌŐĞƚĨŽƌƚŚĞƉĂƐƚƐŝǆĨŝƐĐĂůǇĞĂƌƐ͘tĞĐŽŶƚŝŶƵĞƚŽƌĞƋƵŝƌĞĂĚĚŝƚŝŽŶĂůƐƚĂĨĨƚŽĂĐŚŝĞǀĞŽƵƌƚĂƌŐĞƚϮ͘ϯϭ/ͬ,͕ ďĂƐĞĚŽŶƚŚĞ&zϮϬϭϲǁŽƌŬůŽĂĚ͕ǁŚŝĐŚŝƐĂďŽǀĞϯ͘ϯϬ/ͬ,͘dŝŵĞĂŶĚƐƚĂĨĨƌĞƐŽƵƌĐĞƐŶĞĐĞƐƐĂƌǇƚŽƉƌŽǀŝĚĞŝŶͲŚŽƵƐĞ ƚƌĂŝŶŝŶŐƚŽŵĂŝŶƚĂŝŶŽƌŝŵƉƌŽǀĞŽƵƌŝŶƐƉĞĐƚŝŽŶƋƵĂůŝƚǇŚĂƐďĞĞŶƌĞĚƵĐĞĚƚŽĐƌŝƚŝĐĂůůĞǀĞůƐ͘^ƵƉĞƌǀŝƐŽƌƐŚĂǀĞĂůƐŽ ƐƚĞĂĚŝůǇŝŶĐƌĞĂƐĞĚƚŚĞŶƵŵďĞƌŽĨŝŶƐƉĞĐƚŝŽŶƐƚŚĂƚƚŚĞǇŚĂǀĞƉĞƌĨŽƌŵĞĚ͕ǁŚŝĐŚƚĂŬĞƐĂǁĂǇĨƌŽŵƚŝŵĞŶĞĐĞƐƐĂƌǇĨŽƌ ƉƌŽƉĞƌŽǀĞƌƐŝŐŚƚĂŶĚƋƵĂůŝƚǇĐŽŶƚƌŽů͘/ŶƐƉĞĐƚŝŽŶƐƵƉĞƌǀŝƐŽƌƐůŽŐŐĞĚϭ͕ϮϬϲŝŶƐƉĞĐƚŝŽŶƐŝŶ&zϮϬϭϰ͕Ϯ͕ϯϳϵŝŶƐƉĞĐƚŝŽŶƐ ŝŶ&zϮϬϭϱ͕ĂŶĚϭ͕ϰϰϲŝŶ&zϮϬϭϲ͘/Ŷ&zϮϬϭϲ͕ǁĞŚĂǀĞƌĞĚƵĐĞĚ;ŝŵƉƌŽǀĞĚͿƚŚĞŶƵŵďĞƌŽĨŝŶƐƉĞĐƚŝŽŶƐƚŚĂƚŵƵƐƚďĞ ƉĞƌĨŽƌŵĞĚďǇŝŶƐƉĞĐƚŝŽŶƐƵƉĞƌǀŝƐŽƌƐƚŽĂƵŐŵĞŶƚƚŚĞŶĞĞĚĞĚƐƚĂĨĨŝŶŐ͘

Staff Required to Reduce Workload to the 2.3 Inspections/Hour Target:KǀĞƌƚŚĞƉĂƐƚĨŝǀĞǇĞĂƌƐƚŚĞƚŽƚĂůŶƵŵďĞƌ ŽĨŝŶƐƉĞĐƚŝŽŶƐƉĞƌĨŽƌŵĞĚŚĂƐŝŶĐƌĞĂƐĞĚĂƚĂŶĂǀĞƌĂŐĞƌĂƚĞŽĨϳ͘ϭϱй͕ĂŶĚƚŚĞƚƌĞŶĚŝƐƉƌŽũĞĐƚĞĚƚŽĐŽŶƚŝŶƵĞ͘

ĂƐĞĚŽŶƚŚĞŝŶƐƉĞĐƚŝŽŶǁŽƌŬůŽĂĚƌĂƚĞĨƌŽŵ&zϮϬϭϲŽĨϵϬ͕ϮϴϵŝŶƐƉĞĐƚŝŽŶƐƉĞƌǇĞĂƌ͕ƚŚĞĨŽůůŽǁŝŶŐĞƋƵĂƚŝŽŶƐŚŽǁƐ ƚŚĞƌĞƋƵŝƌĞĚŶƵŵďĞƌŽĨŝŶƐƉĞĐƚŝŽŶƐƚĂĨĨƚŽĂĐŚŝĞǀĞƚŚĞϮ͘ϯ/ͬ,ƚĂƌŐĞƚ͗

FY2018 Requirements to Reach Target 2.3 Inspections/Hour Quantity /ŶƐƉĞĐƚŝŽŶƐͬzĞĂƌ ϵϬ͕Ϯϴϵ ,ŽƵƌƐƉĞƌĚĂǇƉĞƌĨŽƌŵŝŶŐŝŶƐƉĞĐƚŝŽŶƐƚĂƌŐĞƚ ϱ͘ϳϱ tŽƌŬĚĂǇƐƉĞƌǇĞĂƌ ϮϲϬ /ŶƐƉĞĐƚŝŽŶƐͬ,ŽƵƌͬ/ŶƐƉĞĐƚŽƌdĂƌŐĞƚ Ϯ͘ϯ 90,289 Inspection/year ÷ [(2.3 inspections/hour) X (5.75 hours/day) X (260 days/year)] = 26.26 Inspectors

ƵƌƌĞŶƚůǇ͕ǁĞŚĂǀĞϮϯĨƵůůͲƚŝŵĞŝŶƐƉĞĐƚŽƌƉŽƐŝƚŝŽŶƐŝŶƚŚĞEĞǁŽŶƐƚƌƵĐƚŝŽŶWƌŽŐƌĂŵʹƐŚŽƌƚϯ͘ϮϲƉŽƐŝƚŝŽŶƐƚŽ ŵĞĞƚĐƵƌƌĞŶƚǁŽƌŬůŽĂĚŶĞĞĚƐ͘ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶ&zϮϬϭϴƵĚŐĞƚĚĚŝƚŝŽŶĂů&ƵŶĚŝŶŐZĞƋƵĞƐƚηϭŝƐĨŽƌĨŽƵƌŶĞǁ ŝŶƐƉĞĐƚŽƌƐ͘^ƚĂĨĨǁŝůůĐŽŶƚŝŶƵĞƚŽĞǀĂůƵĂƚĞǁŽƌŬůŽĂĚĂƐƚŚĞŶƵŵďĞƌŽĨŝŶƐƉĞĐƚŝŽŶƐĐŽŶƚŝŶƵĞƐƚŽŝŶĐƌĞĂƐĞ͘

PROPERTY MAINTENANCE PROGRAM͗tĞĐƵƌƌĞŶƚůǇŚĂǀĞĨŽƵƌĨƵůůͲƚŝŵĞŝŶƐƉĞĐƚŝŽŶƉŽƐŝƚŝŽŶƐŝŶƚŚĞWƌŽƉĞƌƚǇ DĂŝŶƚĞŶĂŶĐĞWƌŽŐƌĂŵ͘dŚĞWƌŽƉĞƌƚǇDĂŝŶƚĞŶĂŶĐĞWƌŽŐƌĂŵĚŽĞƐŶŽƚŶĞĞĚĂŶǇĂĚĚŝƚŝŽŶĂůƉŽƐŝƚŝŽŶƐĨŽƌ&zϮϬϭϳ͘

Providing a FIRST CHOICE community through excellence in public service

ƵƐŝŶĞƐƐĂƐĞĨŽƌEĞǁƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌƐϮϬϭϲϭϮϮϬϬϰϭϳϬ ϯͬϲͬϮϬϭϳ͕WĂŐĞϯ ƵĞƚŽĨƵŶĚŝŶŐĂŶĚĨŝůůŝŶŐĂƉŽƐŝƚŝŽŶŝŶ&zϮϬϭϱ͕ƚŚĞWƌŽƉĞƌƚǇDĂŝŶƚĞŶĂŶĐĞWƌŽŐƌĂŵŝƐŵĞĞƚŝŶŐƚŚĞƉƌŽŐƌĂŵƚĂƌŐĞƚ ƌĂƚĞŽĨ͘ϯ/ͬ,͕ĂǀĞƌĂŐŝŶŐ͘ϯϭ/ͬ,ĨŽƌ&zϮϬϭϲ͘

Overview: dŚĞƉƌŽƉĞƌƚǇŵĂŝŶƚĞŶĂŶĐĞŝŶƐƉĞĐƚŝŽŶƉƌŽĐĞƐƐƉĞƌƉƌŽƉĞƌƚǇŝƐĚĞƐŝŐŶĂƚĞĚĂŶ͞ŝŶǀĞƐƚŝŐĂƚŝŽŶ͘͟Ŷ ŝŶǀĞƐƚŝŐĂƚŝŽŶŝƐĂĨŝĞůĚŝŶƐƉĞĐƚŝŽŶŽƌŝŶǀĞƐƚŝŐĂƚŝŽŶŽĨĂƐƉĞĐŝĨŝĐƉƌŽƉĞƌƚǇĂŶĚƚŚĞĂƐƐŽĐŝĂƚĞĚŽĨĨŝĐĞƌĞƐĞĂƌĐŚĂŶĚ ĚŽĐƵŵĞŶƚĂƚŝŽŶƚŝŵĞ͘/ŶǀĞƐƚŝŐĂƚŝŽŶƐĂƌĞĚŝǀŝĚĞĚŝŶƚŽƚŚƌĞĞĐĂƚĞŐŽƌŝĞƐ͗ĐŽŶĐĞƌŶŚĂŶĚůŝŶŐ͕ƉƌŽĂĐƚŝǀĞŝŶƐƉĞĐƚŝŽŶ͕ ƐƉĞĐŝĂůƉƌŽũĞĐƚƐ͘

“Concern handling Investigations”ĂƌĞŝŶŝƚŝĂƚĞĚŽŶĂĐĂƐĞͲďǇͲĐĂƐĞďĂƐŝƐ͕ďǇĐŽŵƉůĂŝŶƚƐŽƌĐŽŶĐĞƌŶƐƐĞŶƚƚŽƚŚĞ ĚĞƉĂƌƚŵĞŶƚĨƌŽŵĐŝƚŝǌĞŶƐŽƌĐŽƵŶƚǇĞŵƉůŽǇĞĞƐ͕ďĂƐĞĚŽŶŽďƐĞƌǀĂƚŝŽŶŽĨĂĚŝƐĐƌĞƚĞƉƌŽƉĞƌƚǇƚŚĂƚŚĂƐĂŶĂƉƉĂƌĞŶƚ ĐŽĚĞǀŝŽůĂƚŝŽŶ͘ŽŶĐĞƌŶ,ĂŶĚůŝŶŐ/ŶǀĞƐƚŝŐĂƚŝŽŶƐĂƌĞŶŽƚďĂƐĞĚŽŶĚĞƐŝŐŶĂƚĞĚĞŶĨŽƌĐĞŵĞŶƚĂƌĞĂƐ͕ĂŶĚŶŽƚƉĂƌƚŽĨ ƚŚĞ͞EĞŝŐŚďŽƌŚŽŽĚŶŚĂŶĐĞŵĞŶƚWƌŽŐƌĂŵ͘͟

“Proactive Inspections” ĂƌĞŝŶǀĞƐƚŝŐĂƚŝŽŶƐĐŽŶĚƵĐƚĞĚĂƐƉĂƌƚŽĨƚŚĞEĞŝŐŚďŽƌŚŽŽĚŶŚĂŶĐĞŵĞŶƚWƌŽŐƌĂŵ͘ WƌŽƉĞƌƚǇŵĂŝŶƚĞŶĂŶĐĞŝŶƐƉĞĐƚŽƌƐŝŶǀĞƐƚŝŐĂƚĞĂůůƉƌŽƉĞƌƚŝĞƐŝŶĂĚĞƐŝŐŶĂƚĞĚƐƵďĚŝǀŝƐŝŽŶĂŶĚŐĂŝŶƉƌŽƉĞƌƚǇ ŵĂŝŶƚĞŶĂŶĐĞĐŽĚĞĂŶĚǌŽŶŝŶŐŽƌĚŝŶĂŶĐĞĐŽŵƉůŝĂŶĐĞĨƌŽŵĂůůƉƌŽƉĞƌƚŝĞƐŝŶƚŚĞƐƵďĚŝǀŝƐŝŽŶƚŚƌŽƵŐŚŽŶĞůĂƌŐĞ ĞŶĨŽƌĐĞŵĞŶƚƉƌŽũĞĐƚ͘ĞƉĂƌƚŵĞŶƚĂůƉŽůŝĐǇĚŽĐƵŵĞŶƚƐĐƌŝƚĞƌŝĂƵƐĞĚƚŽĚĞƚĞƌŵŝŶĞŝĨĂƐƵďĚŝǀŝƐŝŽŶƋƵĂůŝĨŝĞƐĨŽƌ WƌŽĂĐƚŝǀĞ/ŶƐƉĞĐƚŝŽŶƐ͘dŚĞƌĞǀŝƚĂůŝǌĂƚŝŽŶƐƚƌĂƚĞŐǇĐŽŶĚƵĐƚĞĚĂƐƉĂƌƚŽĨƚŚĞŽŵƉƌĞŚĞŶƐŝǀĞWůĂŶŝƐĂůƐŽĐŽŶƐŝĚĞƌĞĚ ǁŚĞŶƐĞůĞĐƚŝŶŐŶĞŝŐŚďŽƌŚŽŽĚĞŶŚĂŶĐĞŵĞŶƚĂƌĞĂƐ͘ƵŝůĚŝŶŐ/ŶƐƉĞĐƚŝŽŶĚĞƉĂƌƚŵĞŶƚŵĂŶĂŐĞŵĞŶƚĚĞĐŝĚĞƐǁŚŝĐŚ ƋƵĂůŝĨǇŝŶŐƐƵďͲĚŝǀŝƐŝŽŶƐǁŝůůďĞŝŶƐƉĞĐƚĞĚĂŶĚǁŚĞŶƚŚĞǇǁŝůůďĞŝŶƐƉĞĐƚĞĚ͘

“Special Projects”͗^ƉĞĐŝĂůWƌŽũĞĐƚƐƚǇƉŝĐĂůůǇŝŶǀŽůǀĞĐŽĚĞĐŽŵƉůŝĂŶĐĞĂĐƚŝǀŝƚŝĞƐŽŶƐŝŐŶŝĨŝĐĂŶƚůǇĚŝƐƚƌĞƐƐĞĚ ƉƌŽƉĞƌƚŝĞƐ͕ǁŝƚŚŵƵůƚŝƉůĞƐƚƌƵĐƚƵƌĞƐƚŚĂƚĂƌĞƵŶƐĂĨĞŽƌŚĂǀĞŵĂŶǇƐŝŐŶŝĨŝĐĂŶƚǀŝŽůĂƚŝŽŶƐ͘dŚĞƐĞƉƌŽũĞĐƚƐƚǇƉŝĐĂůůǇ ƚĂŬĞƐŝŐŶŝĨŝĐĂŶƚƐƚĂĨĨƌĞƐŽƵƌĐĞƐĨŽƌĞǆƚĞŶĚĞĚƉĞƌŝŽĚƐŽĨƚŝŵĞ͘tĞƚǇƉŝĐĂůůǇŚĂǀĞĂƚůĞĂƐƚƚǁŽƐƉĞĐŝĂůƉƌŽũĞĐƚƐŐŽŝŶŐ ĂƚĂŶǇŐŝǀĞŶƚŝŵĞ͘^ŽŵĞĞǆĂŵƉůĞƐŽĨŽŶŐŽŝŶŐƐƉĞĐŝĂůƉƌŽũĞĐƚƐŝŶ&zϮϬϭϲĂƌĞ͗ƌǇƐƚĂů>ĂŬĞƐƉĂƌƚŵĞŶƚŽŵƉůĞǆ͕ ^ŚĂĚǇ,ŝůůDŽďŝůĞ,ŽŵĞWĂƌŬ͕WůĂŶƚĂƚŝŽŶ,ĂǀĞŶDŽďŝůĞ,ŽŵĞWĂƌŬ͕ŶĚƌĞǁ͛ƐDŽďŝůĞ,ŽŵĞWĂƌŬ͕ĞƌŵƵĚĂƐƚĂƚĞƐ DŽďŝůĞ,ŽŵĞWĂƌŬ͕ů͛ƐWŝǌǌĂĂŶĚEŝŐŚƚĐůƵď^ƚƌŝƉĞŶƚĞƌ͕ĂŶĚĚŐĞŚŝůůŽŶĚŽŵŝŶŝƵŵƐ͘

Target and Background͗WƌŽƉĞƌƚǇŵĂŝŶƚĞŶĂŶĐĞŝŶǀĞƐƚŝŐĂƚŝŽŶƐƌĞƋƵŝƌĞƐŝŐŶŝĨŝĐĂŶƚůǇŵŽƌĞŝŶƐƉĞĐƚŝŽŶĂŶĚ ƌĞƐĞĂƌĐŚƚŝŵĞƚŚĂŶĂƚǇƉŝĐĂůďƵŝůĚŝŶŐŝŶƐƉĞĐƚŝŽŶ͘WƌŽƉĞƌƚǇŵĂŝŶƚĞŶĂŶĐĞŝŶǀĞƐƚŝŐĂƚŝŽŶƐƌĞƋƵŝƌĞĂŶĂǀĞƌĂŐĞŽĨϯ ŚŽƵƌƐƚŽĐŽŵƉůĞƚĞƚŚĞŝŶǀĞƐƚŝŐĂƚŝŽŶ͘ƐŝŐŶŝĨŝĐĂŶƚŶƵŵďĞƌŽĨĐĂƐĞƐƌĞƐƵůƚŝŶĐŽƵƌƚĂĐƚŝŽŶƐ͕ǁŚŝĐŚƌĞƋƵŝƌĞŵŽƌĞ ƉƌĞƉĂƌĂƚŝŽŶƚŝŵĞĨŽƌƐƵŵŵŽŶƐĂŶĚĐŽƵƌƚĂƉƉĞĂƌĂŶĐĞ͘ŶŽƚŚĞƌĐŽŶƚƌŝďƵƚŝŶŐĨĂĐƚŽƌŝƐƚŚĂƚǀŝŽůĂƚŝŽŶƐƌĞƋƵŝƌĞŵŽƌĞ ĞǆƉůĂŶĂƚŝŽŶĂŶĚĚŽĐƵŵĞŶƚĂƚŝŽŶƚŝŵĞ͘ĂƐĞĚŽŶĂŶĂůǇƐŝƐŽĨƚŚĞĂǀĞƌĂŐĞŶƵŵďĞƌŽĨŚŽƵƌƐŝƚƚĂŬĞƐƚŽĐŽŵƉůĞƚĞƚŚĞ ĂǀĞƌĂŐĞƉƌŽƉĞƌƚǇŵĂŝŶƚĞŶĂŶĐĞŝŶǀĞƐƚŝŐĂƚŝŽŶǁĞŚĂǀĞĚĞƚĞƌŵŝŶĞĚƚŚĂƚ͘ϯ/ͬ,ŝƐƚŚĞĂƉƉƌŽƉƌŝĂƚĞǁŽƌŬůŽĂĚƚĂƌŐĞƚĨŽƌ ƚŚĞWƌŽƉĞƌƚǇDĂŝŶƚĞŶĂŶĐĞWƌŽŐƌĂŵ͘ dŚĞWƌŽƉĞƌƚǇDĂŝŶƚĞŶĂŶĐĞWƌŽŐƌĂŵŝƐƐƚŝůůƌĞůĂƚŝǀĞůǇŶĞǁ͘dŚĞƌĞĨŽƌĞ͕ŵĞƚƌŝĐƐĨŽƌĚĞƚĞƌŵŝŶŝŶŐƚŚĞ͘ϯ/ͬ,ŝƐƐƚŝůůŝŶƚŚĞ ƉƌŽĐĞƐƐŽĨďĞŝŶŐǀĂůŝĚĂƚĞĚĂƐǁĞĐŽůůĞĐƚŵŽƌĞĚĂƚĂƚŚƌŽƵŐŚƚŚĞǇĞĂƌƐ͘&Žƌ&zϮϬϭϲ͕ǁĞŚĂĚϭ͕ϵϲϳĐŽŶĐĞƌŶũŽďƐĂŶĚ ϲ͕ϯϱϭŚŽƵƌƐůŽŐŐĞĚƚŽƉĞƌĨŽƌŵƚŚĞĐŽŶĐĞƌŶŝŶǀĞƐƚŝŐĂƚŝŽŶƐ͘ŽŶĐĞƌŶũŽďƐĂƌĞƌŽƵƚŝŶĞĚŝƐĐƌĞĞƚũŽďƉƌŽĐĞƐƐĞƐƚŚĂƚĐĂŶ ďĞĐŽƵŶƚĞĚƚŽĞƐƚĂďůŝƐŚĂĐŽŶƐŝƐƚĞŶƚǁŽƌŬůŽĂĚƌĂƚĞ͘WƌŽĂĐƚŝǀĞĂŶĚ^ƉĞĐŝĂůWƌŽũĞĐƚũŽďƐĐĂŶŶŽƚďĞĞĂƐŝůǇĐŽƵŶƚĞĚŝŶ ĐŽŶƐŝƐƚĞŶƚƉƌŽĐĞƐƐƵŶŝƚƐ͘

1,967 Concern jobs FY2016 Property Maintenance workload rate: = .31 Concerns/Hour 6,351 Concern hours logged ͲŶĚͲ

Providing a FIRST CHOICE community through excellence in public service

ƵƐŝŶĞƐƐĂƐĞĨŽƌEĞǁƵŝůĚŝŶŐ/ŶƐƉĞĐƚŽƌƐϮϬϭϲϭϮϮϬϬϰϭϳϭ ϯͬϲͬϮϬϭϳ͕WĂŐĞϰ ϭϳϮ COMMUNITY CORRECTIONS STAFFING ANALYSIS

TECHNICAL APPENDIX

ϭϳϯ Chesterfield County, Virginia Community Corrections Services 10111 Krause Road, Suite 202 – P.O. Box 40 – Chesterfield, VA 23832 Phone: (804) 318-8220 – Fax: (804) 717-2275 – Internet: chesterfield.gov

Andrew Molloy, Jr. Director

Staffing Needs: Pretrial Services Unit

Strategic Plan Goals:

Model for Excellence in Government: 1.1 Promote financial integrity by effectively and efficiently managing public assets. Safety and Security: 2.2 Increase safety and the perception of safety. 2.3 Reduce incidents that result in injury, death and property damage. 2.4 Reduce the recurrence of incidents that negatively impact county resources. Healthy Living and Well-Being 4.1 Improve self-sufficiency and access to services and resources. 4.2 Increase healthy lifestyles and reduce chronic disease. Pretrial Services Unit Staffing Request: ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇͬŝƚǇŽĨŽůŽŶŝĂů,ĞŝŐŚƚƐŽŵŵƵŶŝƚǇŽƌƌĞĐƚŝŽŶƐ^ĞƌǀŝĐĞƐ;^ͿƌĞƋƵŝƌĞƐƚŚĞ ĂĚĚŝƚŝŽŶŽĨϮ͘Ϭ&dƚŽŵĞĞƚsŝƌŐŝŶŝĂĞƉĂƌƚŵĞŶƚŽĨƌŝŵŝŶĂů:ƵƐƚŝĐĞ^ĞƌǀŝĐĞƐ;:^ͿƉƌĞͲƚƌŝĂů ƐĞƌǀŝĐĞƐƚĂŶĚĂƌĚƐ͘:^ŚĂƐĂƐƚĂŶĚĂƌĚƚŚĂƚƌĞĨĞƌƌĂůƐƚŽƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐĂƌĞƚŽŚĂǀĞĂŶŝŶƚĂŬĞ ĐŽŵƉůĞƚĞĚǁŝƚŚŝŶŽŶĞǁŽƌŬĚĂǇŽĨƚŚĞƌĞĨĞƌƌĂů͘:^ĂůƐŽŚĂƐĂƐƚĂŶĚĂƌĚƚŚĂƚƚŚĞŵŝŶŝŵƵŵ ƉƌĞƚƌŝĂůĐĂƐĞůŽĂĚƌĂƚŝŽǁŝůůďĞϭ͗ϰϬ͘^ƉƌĞƚƌŝĂůŽĨĨŝĐĞƌƐĐĂƌƌǇŵŽƌĞƚŚĂŶĚŽƵďůĞƚŚĞŵŝŶŝŵƵŵ ϭ͗ϰϬƌĂƚŝŽŽŶĂĚĂŝůǇďĂƐŝƐ͘^ŚĂĚĂǀĞƌĂŐĞĚŽǀĞƌϭϬǁŽƌŬĚĂǇƐƚŽĐŽŵƉůĞƚĞĂŶŝŶƚĂŬĞƉƌŝŽƌƚŽ KĐƚŽďĞƌϯ͕ϮϬϭϲ͘ Background: WƌĞƚƌŝĂůƐĞƌǀŝĐĞƐƉƌŽǀŝĚĞƐŝŶĨŽƌŵĂƚŝŽŶĂŶĚĐŽŵƉůĞƚŝŽŶŽĨĂǀĂůŝĚĂƚĞĚƌŝƐŬĂƐƐĞƐƐŵĞŶƚƚŽƚŚĞ ĐŽƵƌƚƌĞŐĂƌĚŝŶŐƌĞůĞĂƐĞĚĞĐŝƐŝŽŶƐĨŽƌĚĞĨĞŶĚĂŶƚƐĂƉƉĞĂƌŝŶŐďĞĨŽƌĞƚŚĞĐŽƵƌƚŽŶĐƌŝŵŝŶĂů ĐŚĂƌŐĞƐ͕ĂŶĚŝƚƉƌŽǀŝĚĞƐĐŽŵŵƵŶŝƚǇďĂƐĞĚƐƵƉĞƌǀŝƐŝŽŶƚŽƚŚŽƐĞĚĞĨĞŶĚĂŶƚƐƉůĂĐĞĚŽŶƉƌĞƚƌŝĂů ƐƵƉĞƌǀŝƐŝŽŶďǇƚŚĞĐŽƵƌƚƐĂŶĚŵĂŐŝƐƚƌĂƚĞƐ͘ŽƚŚƚŚĞĐŽƵƌƚĂŶĚŵĂŐŝƐƚƌĂƚĞƐŚĂǀĞƚŚĞŽƉƚŝŽŶƚŽ ŝŶĐĂƌĐĞƌĂƚĞĚĞĨĞŶĚĂŶƚƐƉĞŶĚŝŶŐƚƌŝĂů͕ďƵƚĐĂŶƵƚŝůŝǌĞƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐĨŽƌĚĞĨĞŶĚĂŶƚƐƚŚĂƚ ƉƌĞƚƌŝĂůƐƵƉĞƌǀŝƐŝŽŶĐĂŶŵŝƚŝŐĂƚĞƌŝƐŬŽĨĨĂŝůƵƌĞƚŽĂƉƉĞĂƌŽƌĞŶŐĂŐĞŵĞŶƚŽĨĐƌŝŵŝŶĂůĂĐƚŝǀŝƚǇ ǁŚŝůĞĂǁĂŝƚŝŶŐƚƌŝĂů͘WƌĞƚƌŝĂůƐƵƉĞƌǀŝƐŝŽŶŝƐĂůĞƐƐĐŽƐƚůǇŽƉƚŝŽŶƚŽŝŶĐĂƌĐĞƌĂƚŝŽŶĨŽƌĚĞĨĞŶĚĂŶƚƐ ĂǁĂŝƚŝŶŐƚƌŝĂů͘

Providing a FIRST CHOICE community through excellence in public service ϭϳϰ

Pretrial Supervision vs. Incarceration (per day per inmate cost comparison)

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Riverside Regional Jail $40.00 WƌĞƚƌŝĂůƌĞĨĞƌƌĂůƐŚĂǀĞŝŶĐƌĞĂƐĞĚĨƌŽŵϭϮϱϭƌĞĨĞƌƌĂůƐŝŶ&zϭϱƚŽϭϴϬϱŝŶ&zϭϲ͕ĂƚŽƚĂůŽĨϱϱϰ ĐĂƐĞƐ;ϰϰйͿ͘&ŽƌƚŚĞϭƐƚƋƵĂƌƚĞƌŽĨ&zϭϳ͕ƌĞĨĞƌƌĂůƐĂƌĞƉƌŽũĞĐƚĞĚƚŽŵĂŝŶƚĂŝŶƚŚĞ&zϭϲǀŽůƵŵĞ͘

:^ƐĞƚƐĂƐƚĂŶĚĂƌĚŽĨŽŶĞǁŽƌŬŝŶŐĚĂǇƚŽĐŽŵƉůĞƚĞĂŶŝŶƚĂŬĞǁŝƚŚƚŚĞĚĞĨĞŶĚĂŶƚĂŶĚƉůĂĐĞ ƚŚĞŵŽŶƉƌĞƚƌŝĂůƐƵƉĞƌǀŝƐŝŽŶ͘tŝƚŚƚŚĞϰϰйŝŶĐƌĞĂƐĞŝŶƉƌĞƚƌŝĂůƌĞĨĞƌƌĂůƐ͕ǁĞǁĞƌĞƚĂŬŝŶŐϭϬ ĚĂǇƐŽƌůŽŶŐĞƌƚŽĐŽŵƉůĞƚĞŝŶƚĂŬĞƐ͘/ŶKĐƚŽďĞƌϮϬϭϲ͕ǁĞƚĞŵƉŽƌĂƌŝůǇƚƌĂŶƐĨĞƌƌĞĚƚǁŽ;ϮͿƉŽƐƚͲ ƚƌŝĂůƉƌŽďĂƚŝŽŶƉŽƐŝƚŝŽŶƐƚŽŝŵƉƌŽǀĞƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐĐĂƐĞůŽĂĚͬǁŽƌŬůŽĂĚŵĂƚƚĞƌƐ͕ŝŶĐůƵĚŝŶŐ ƚŝŵĞůǇĐŽŵƉůĞƚŝŽŶŽĨŝŶƚĂŬĞƐ͘,ŽǁĞǀĞƌ͕ƚŚĞƐĞƚƌĂŶƐĨĞƌƐŚĂǀĞŚĂĚĂŶĂĚǀĞƌƐĞĞĨĨĞĐƚŽŶƚŚĞƚǁŽ ƵŶŝƚƐĨƌŽŵǁŚŝĐŚƚŚĞƉŽƐŝƚŝŽŶƐǁĞƌĞƚƌĂŶƐĨĞƌƌĞĚ͕ĂŶĚƚŚĞƚƌĂŶƐĨĞƌƐĂƌĞĐŽŶƐŝĚĞƌĞĚƚĞŵƉŽƌĂƌǇ͘ tĞƌĞĐĞŝǀĞΨϯϯϲ͕ϯϭϭŝŶŐƌĂŶƚĨƵŶĚŝŶŐĨƌŽŵ:^ĨŽƌƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐ͘EŽŶͲĐŽŵƉůŝĂŶĐĞǁŝƚŚ ƚŚĞŝƌƐƚĂŶĚĂƌĚƐŽĨƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐƐƵƉĞƌǀŝƐŝŽŶĐĂŶƌĞƐƵůƚŝŶůŽƐƐŽĨƚŚŝƐŐƌĂŶƚŵŽŶĞǇ͘ Providing a FIRST CHOICE community through excellence in public service ϭϳϱ /Ŷ^ĞƉƚĞŵďĞƌϮϬϭϲ͕ĂŶĚĂŐĂŝŶŝŶKĐƚŽďĞƌϮϬϭϲ͕ƚŚĞĐŽƵƌƚƐǁĞƐĞƌǀĞŝŶĚŝĐĂƚĞĚƚŚĂƚŝĨǁĞĐĂŶŶŽƚ ĂĚŚĞƌĞƚŽƚŚĞŵŝŶŝŵƵŵƐƚĂŶĚĂƌĚƐŽĨƉƌĞƚƌŝĂůƐƵƉĞƌǀŝƐŝŽŶ͕ƚŚĞǇŵĂǇĚĞĐůŝŶĞƚŽƵƐĞƚŚĞƐĞƌǀŝĐĞ͘ dŚŝƐĐŽƵůĚŚĂǀĞĂƐĞƌŝŽƵƐŝŵƉĂĐƚŽŶƚŚĞŝŶĚŝǀŝĚƵĂůƐǁŚŽǁŽƵůĚŽƚŚĞƌǁŝƐĞďĞĞůŝŐŝďůĞĨŽƌƉƌĞƚƌŝĂů ƐĞƌǀŝĐĞƐ͕ƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ:ĂŝůĂŶĚZŝǀĞƌƐŝĚĞZĞŐŝŽŶĂů:Ăŝů͕ĂŶĚƚŚĞĐŽŵŵƵŶŝƚŝĞƐǁĞƐĞƌǀĞ͘ /ŶĚŝǀŝĚƵĂůƐǁŽƵůĚďĞŚŽƵƐĞĚŝŶƚŚĞũĂŝůƐ͕ĚƌĂŵĂƚŝĐĂůůǇŝŶĐƌĞĂƐŝŶŐũĂŝůƉŽƉƵůĂƚŝŽŶƐ͘/ƚŝƐĂĨŝŶĂŶĐŝĂů ĂŶĚƉƵďůŝĐƐĂĨĞƚǇŵĂƚƚĞƌĨŽƌĂůůŝŶǀŽůǀĞĚŝĨƚŚĞĐŽƵƌƚƐĚĞĐůŝŶĞĚƚŽƵƐĞƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐ͘ Possible Solutions: ϭ͘ ƐŶŽƚĞĚĂďŽǀĞ͕ǁĞƚĞŵƉŽƌĂƌŝůǇƌĞĂůůŽĐĂƚĞĚƚǁŽ&d͛ƐĨƌŽŵŽƚŚĞƌƵŶŝƚƐǁŝƚŚŝŶ^ƚŽ ƐƵƉƉŽƌƚƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐ͖ŚŽǁĞǀĞƌ͕ƚŚŝƐŝƐĐĂƵƐŝŶŐŝŵƉĂĐƚŽŶƚŚŽƐĞŽƉĞƌĂƚŝŽŶƐĂƐƚŚĞ ŽĨĨŝĐĞƌƐŝŶƚŚŽƐĞƵŶŝƚƐƐĞĞƚŚĞŝƌĐĂƐĞůŽĂĚͬǁŽƌŬůŽĂĚŝŶĐƌĞĂƐĞƚŽƚŚĞƉŽŝŶƚǁŚĞƌĞƐŽŵĞ ŽĨĨŝĐĞƌƐĂƌĞƐƵƉĞƌǀŝƐŝŶŐŽǀĞƌϭϯϬĐůŝĞŶƚƐŽŶƉƌŽďĂƚŝŽŶƐƵƉĞƌǀŝƐŝŽŶ͘ Ϯ͘ dŚĞƌĞŝƐĂůƐŽĐŽŶƐŝĚĞƌĂƚŝŽŶŽĨĂĐĂƉŽŶƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐĐĂƐĞůŽĂĚƐ͕ǁŝƚŚĞĂĐŚŽĨĨŝĐĞƌ ƐƵƉĞƌǀŝƐŝŶŐŶŽŵŽƌĞƚŚĂŶϴϬĚĞĨĞŶĚĂŶƚƐ͘ dŚĞĨŝŶĂŶĐŝĂůŝŵƉůŝĐĂƚŝŽŶŽĨƚŚĞƐĞĂůƚĞƌŶĂƚŝǀĞƐ͗ Option A: Option B: Addition of 2 FTE Cap Pretrial Services ^ƚĂĨĨŝŶŐ>ĞǀĞů ϲ͘ϱŵƉůŽǇĞĞƐ ϰ͘ϱŵƉůŽǇĞĞƐ ŽƐƚͬĚĞĨĞŶĚĂŶƚͬĚĂǇ WƌĞƚƌŝĂů Ψϯ͘ϳϯ Ψϯ͘ϳϯ ŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ:Ăŝů Ψϭϭϵ͘ϰϬ Ψϭϭϵ͘ϰϬ ZŝǀĞƌƐŝĚĞZĞŐŝŽŶĂů:Ăŝů ΨϰϬ͘ϬϬ ΨϰϬ͘ϬϬ ǀŐ͘ĂǇƐĨƌŽŵƌƌĞƐƚƚŽ DŝƐĚĞŵĞĂŶŽƌ &ĞůŽŶǇ DŝƐĚĞŵĞĂŶŽƌ &ĞůŽŶǇ ŽƵƌƚƉƉĞĂƌĂŶĐĞ ϲϴĚĂǇƐ ϭϮϮĚĂǇƐ ϲϴĚĂǇƐ ϭϮϮĚĂǇƐ ĂŝůǇĂƐĞůŽĂĚ ϱϮϬĐĂƐĞƐ ϯϲϬĐĂƐĞƐ DĂǆŝŵƵŵ ;ϴϬĐĂƐĞƐyϲ͘ϱĞŵƉůŽǇĞĞƐͿ ;ϴϬĐĂƐĞƐyϰ͘ϱĞŵƉůŽǇĞĞƐͿ :ƵŶĞϯϬ͕ϮϬϭϲĂƐĞůŽĂĚ ϱϬϬĐƚŝǀĞ ϱϬϬĐƚŝǀĞ ĞŵĂŶĚʹϱϬϬĂƐĞƐ ĞŵĂŶĚʹϱϬϬĂƐĞƐ ĂƉĂĐŝƚǇʹϱϮϬĂƐĞƐ ĂƉĂĐŝƚǇʹϯϲϬĂƐĞƐ ĂŝůǇŽƐƚŽĨWŽƉƵůĂƚŝŽŶ WƌĞƚƌŝĂůͲΨϭ͕ϴϲϱ WƌĞƚƌŝĂůͲΨϭ͕ϯϰϮ :ͲΨϬ :ͲΨϬ ZZ:ͲΨϬ ;ϭϰϬĐĂƐĞƐͿZZ:ͲΨϱ͕ϲϬϬ dŽƚĂů Ψϭ͕ϴϲϱ Ψϲ͕ϵϰϮ DŽŶƚŚůǇŽƐƚŽĨ WƌĞƚƌŝĂůͲΨϱϱ͕ϵϱϬ WƌĞƚƌŝĂůͲΨϰϬ͕ϮϲϬ WŽƉƵůĂƚŝŽŶ :ͲΨϬ :ͲΨϬ ;ϯϬĚĂǇƐͿ ZZ:ͲΨϬ ;ϭϰϬĐĂƐĞƐͿZZ:ͲΨϭϲϴ͕ϬϬϬ dŽƚĂů Ψϱϱ͕ϵϱϬ ΨϮϬϴ͕ϮϲϬ zĞĂƌůǇŽƐƚŽĨ WŽƉƵůĂƚŝŽŶdŽƚĂů Ψϲϳϭ͕ϰϬϬ ΨϮ͕ϰϵϵ͕ϭϮϬ KƉƚŝŽŶĐĂƉƐƚŚĞĐĂƐĞůŽĂĚŽĨWƌĞƚƌŝĂůKĨĨŝĐĞƌƐĂŶĚƌĞƚƵƌŶƐƚŚĞƵŶŝƚƚŽƚŚĞŽƌŝŐŝŶĂůĨƵŶĐƚŝŽŶŝŶŐ ĐĂƉĂĐŝƚǇŽĨϰ͘ϱWƌĞƚƌŝĂůKĨĨŝĐĞƌƐ;ϴϬĐĂƐĞƐĞĂĐŚͿĨŽƌĂƚŽƚĂůŽĨϯϲϬĐĂƐĞƐ͘ĞŵĂŶĚŚĂƐĐŽŶƚŝŶƵĞĚ ƚŽŵĂŝŶƚĂŝŶĂƚϱϬϬĐĂƐĞƐĨŽƌƚŚĞƵŶŝƚ͘ϭϰϬĐĂƐĞƐĂƌĞďĞǇŽŶĚƚŚĞĐĂƉĂĐŝƚǇŽĨƚŚĞƵŶŝƚĂŶĚǁŽƵůĚ ůŝŬĞůǇƌĞŵĂŝŶŝŶĐĂƌĐĞƌĂƚĞĚ͘KƉƚŝŽŶŝŶĐƌĞĂƐĞƐƚŚĞĐŽƐƚĨŽƌƚŚĞƐĂŵĞϱϬϬĐĂƐĞƐďǇΨϭ͕ϴϮϳ͕ϳϮϬĂ ǇĞĂƌ͘

Providing a FIRST CHOICE community through excellence in public service ϭϳϲ ĚĚŝƚŝŽŶĂů&ƵŶĚŝŶŐZĞƋƵĞƐƚŝƐĨŽƌϮ&dĂƚĂĐŽƐƚŽĨΨϭϭϯ͕ϲϱϬ͘/ŶǀĞƐƚŵĞŶƚŝŶϮWƌĞƚƌŝĂůKĨĨŝĐĞƌƐ ĐĂŶŶĞƚƐĂǀŝŶŐƐĨŽƌƚŚĞĐŽƵŶƚǇŽĨΨϭ͕ϳϭϰ͕ϬϳϬ͘ Caseload/Workload Target: /ŶĂĚĚŝƚŝŽŶƚŽŚĂǀŝŶŐƐƚĂŶĚĂƌĚƐŽŶƚŝŵĞůŝŶĞƐƐƚŽĐŽŵƉůĞƚĞŝŶƚĂŬĞƐ͕:^ĂůƐŽŚĂƐŵŝŶŝŵƵŵ ĐĂƐĞůŽĂĚƚĂƌŐĞƚƐ͘ƐŽĨ:ƵŶĞϯϬ͕ϮϬϭϲƚŚĞĂǀĞƌĂŐĞĐĂƐĞůŽĂĚƉĞƌWƌĞƚƌŝĂůKĨĨŝĐĞƌŝƐϭϭϭ͕ǁŚŝĐŚĨĂƌ ĞǆĐĞĞĚƐƚŚĞŵŝŶŝŵƵŵĐĂƐĞůŽĂĚƌĂƚŝŽƐĞƚďǇ:^͘ tŝƚŚƚŚĞĂĚĚŝƚŝŽŶŽĨƚŚĞϮƉŽƐŝƚŝŽŶƐ͕ƚŚĞƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐĐĂƐĞůŽĂĚǁŽƵůĚďĞĂŵŽƌĞ ŵĂŶĂŐĞĂďůĞĂǀĞƌĂŐĞůĞǀĞůŽĨϴϬĐĂƐĞƐƉĞƌKĨĨŝĐĞƌ͘dŚĞƌĞŝƐŶŽŶĂƚŝŽŶĂůŽƌƐƚĂƚĞƌĞĐŽŵŵĞŶĚĞĚ ĐĂƐĞůŽĂĚƐŝǌĞĨŽƌƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐĚƵĞƚŽƚŚĞƵŶŝƋƵĞŶĞƐƐŽĨƉƌĞƚƌŝĂůƐĞƌǀŝĐĞĚĞůŝǀĞƌǇŝŶůŽĐĂůŝƚŝĞƐ͘ WĞƌƚŚĞ^ĞƉƚĞŵďĞƌŵŽŶƚŚůǇƌĞƉŽƌƚĨŽƌWƌĞƚƌŝĂů^ĞƌǀŝĐĞƐƚŚĞĨŽůůŽǁŝŶŐŶƵŵďĞƌƐĂƉƉůǇƚŽƚŚĞƐƚĂĨĨ ŽŶĂŶŝŶĚŝǀŝĚƵĂůďĂƐŝƐ͗ Workload Per Pretrial Services Officer Per Month:

ǀĞƌĂŐĞĚĂŝůǇĐĂƐĞůŽĂĚ ϭϭϭ /ŶƚĂŬĞƐ ϯϭ /ŶǀĞƐƚŝŐĂƚŝŽŶƐ ϰϵ ŽƵƌƚĐŽƌƌĞƐƉŽŶĚĞŶĐĞ;ůĞƚƚĞƌƐͿ ϵϬ /ŶĂĐƚŝǀĞĐĂƐĞƐŵŽŶŝƚŽƌĞĚ ϮϬ /ŶĐĂƌĐĞƌĂƚĞĚĐĂƐĞƐŵŽŶŝƚŽƌĞĚ ϭϯ ,ŽƵƌƐƐƉĞŶƚŝŶĐŽƵƌƚ ϭϮ͘ϱ ƌƵŐƚĞƐƚŝŶŐ;ƚĞĂŵƐͬŝŶĚŝǀŝĚƵĂůͿ ϱ

^ƚĂĨĨŝƐĂůƐŽƌĞƐƉŽŶƐŝďůĞĨŽƌƉƌĞƉĂƌŝŶŐŽƚŚĞƌĐŽƌƌĞƐƉŽŶĚĞŶĐĞ͕ƌĞƐƉŽŶĚŝŶŐƚŽĐŽůůĂƚĞƌĂůĐŽŶƚĂĐƚ ĐĂůůƐ͕ŵĞĞƚŝŶŐĂŐĞŶĐǇƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐ͕ŝŶƉƵƚƚŝŶŐƌĞƋƵŝƌĞĚĚĂƚĂ͘

Summary: /ƚŝƐŝŵƉĞƌĂƚŝǀĞƚŚĂƚĨƵŶĚŝŶŐďĞƉƌŽǀŝĚĞĚĨŽƌϮ&dƚŽĂĚĚƌĞƐƐƚŚĞŶĞĞĚƐŝŶWƌĞƚƌŝĂů^ĞƌǀŝĐĞƐ͘dŚĞ ũƵƐƚŝĨŝĐĂƚŝŽŶĨŽƌƚŚĞƐĞƉŽƐŝƚŝŽŶƐŝƐƐƵŵŵĂƌŝǌĞĚďĞůŽǁ͗ x WƵďůŝĐƐĂĨĞƚǇŝƐŝŵƉƌŽǀĞĚǁŚĞŶƚŚĞũƵĚŝĐŝĂƌǇŚĂƐƚŚĞĂďŝůŝƚǇƚŽĐŽŶƐŝĚĞƌĂĚĞĨĞŶĚĂŶƚ͛Ɛ ƌĞůĞĂƐĞĨƌŽŵũĂŝůǁŝƚŚƐƵƉĞƌǀŝƐŝŽŶǁŚŝůĞĂǁĂŝƚŝŶŐƚƌŝĂů͘ x ĨĨŝĐŝĞŶƚŵĂŶĂŐĞŵĞŶƚŽĨƉƵďůŝĐĂƐƐĞƚƐŝƐŵĂǆŝŵŝǌĞĚǁŚĞŶƉƌĞƚƌŝĂůƐƵƉĞƌǀŝƐŝŽŶĐĂŶďĞ ƵƐĞĚŝŶůŝĞƵŽĨũĂŝůǁŝƚŚŵŝŶŝŵĂůƌŝƐŬƚŽƚŚĞĐŽŵŵƵŶŝƚǇ͘ x ^ǁŝůůďĞŽƵƚŽĨĐŽŵƉůŝĂŶĐĞǁŝƚŚ:^ƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐƐƚĂŶĚĂƌĚƐǁŚŝĐŚĐŽƵůĚŝŵƉĂĐƚ ĨƵŶĚŝŶŐŝŶĂŵŽƵŶƚŽĨΨϯϯϲ͕ϯϭϭďĞŝŶŐůŽƐƚŝŶŐƌĂŶƚĨƵŶĚŝŶŐ͘ x dŚĞƌĞĐŽƵůĚďĞďŽƚŚĂĨŝƐĐĂůĂŶĚƉƌŽŐƌĂŵŵĂƚŝĐŝŵƉĂĐƚŽŶƚŚĞŚĞƐƚĞƌĨŝĞůĚŽƵŶƚǇ:Ăŝů ĂŶĚZŝǀĞƌƐŝĚĞZĞŐŝŽŶĂů:Ăŝů͘ x dǁŽŽƚŚĞƌƵŶŝƚƐŝŶ^ŚĂǀĞďĞĞŶŝŵƉĂĐƚĞĚďǇƚŚĞŶĞĞĚƚŽŵŽǀĞƐƚĂĨĨĨƌŽŵƚŚŽƐĞƵŶŝƚƐ͕ ƚŚĞƌĞďǇƌĂŝƐŝŶŐƚŚĞĐĂƐĞůŽĂĚͬǁŽƌŬůŽĂĚĨŽƌƚŚŽƐĞƵŶŝƚƐ͘ x /ĨƚŚĞŶĞĞĚƐŽĨƚŚĞĐŽƵƌƚƐĂƌĞƵŶŵĞƚƚŚŝƐǁŝůůůĞĂĚƚŽůĞƐƐƌĞĨĞƌƌĂůƐƚŽƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐ͕ ĂŶĚŵŽƌĞĐůŝĞŶƚƐƌĞŵĂŝŶŝŶŐŝŶĐĂƌĐĞƌĂƚĞĚ͘ x /ŶĚŝǀŝĚƵĂůƐǁŚŽĐŽƵůĚŽƚŚĞƌǁŝƐĞďĞŐŝŶƚƌĞĂƚŵĞŶƚƉƌŽŐƌĂŵƐĂŶĚďĞŶĞĨŝƚĨƌŽŵŽƚŚĞƌ ƐĞƌǀŝĐĞƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇǁŽƵůĚŶŽƚďĞĂĨĨŽƌĚĞĚƚŚŽƐĞŽƉƉŽƌƚƵŶŝƚŝĞƐĚƵĞƚŽƚŚĞŝƌ ƌĞŵĂŝŶŝŶŐŝŶĐĂƌĐĞƌĂƚĞĚ͘

Providing a FIRST CHOICE community through excellence in public service ϭϳϳ Alignment with Chesterfield County Strategic Goals: dŚĞŽƵŶƚǇŚĂƐĂŶƵŵďĞƌŽĨƐƚƌĂƚĞŐŝĐŐŽĂůƐŝŶǁŚŝĐŚƚŚŝƐĨƵŶĚŝŶŐƌĞƋƵĞƐƚĂůŝŐŶƐ͘dŚĞǇĂƌĞĂƐ ĨŽůůŽǁƐ͗ x DŽĚĞůŽĨĞǆĐĞůůĞŶĐĞŝŶŐŽǀĞƌŶŵĞŶƚ͗ǇƉƌŽǀŝĚŝŶŐƚŚĞƌĞƋƵĞƐƚĞĚƉŽƐŝƚŝŽŶƐ͕^ĐĂŶ ĐŽŶƚŝŶƵĞŝƚƐƵƐĞŽĨĞǀŝĚĞŶĐĞďĂƐĞĚ͕ĚĂƚĂĚƌŝǀĞŶƉƌĂĐƚŝĐĞƐŝŶƚŚĞWƌĞƚƌŝĂů^ĞƌǀŝĐĞƐhŶŝƚ͘/ƚ ǁŝůůĂůƐŽĂůůŽǁ^ƚŽďĞĨŝŶĂŶĐŝĂůůǇĞĨĨĞĐƚŝǀĞŝŶĂƐƐŝƐƚŝŶŐŝŶƚŚĞƌĞĚƵĐƚŝŽŶŽĨũĂŝůĐŽƐƚƐ͘ƚ ƚŚŝƐƚŝŵĞ͕ƚŚĞĞǀŝĚĞŶĐĞďĂƐĞĚƉƌĂĐƚŝĐĞƐĨŽƌƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐĂƌĞŝŵƉĂĐƚĞĚďǇŚŝŐŚĞƌ ĐĂƐĞůŽĂĚƐ͕ƐƚĂĨĨƉƌĞƉĂƌŝŶŐŚŝŐŚůĞǀĞůƐŽĨĐŽƌƌĞƐƉŽŶĚĞŶĐĞǁŚŝĐŚƚĂŬĞƐĂǁĂǇĨƌŽŵ ŵĞĂŶŝŶŐĨƵůĐůŝĞŶƚĐŽŶƚĂĐƚƐĂŶĚĐůŝĞŶƚƐŶŽƚďĞŝŶŐƐĞĞŶŝŶĂƉƉƌŽƉƌŝĂƚĞƚŝŵĞĨƌĂŵĞƐ͘ x ^ĂĨĞƚǇĂŶĚƐĞĐƵƌŝƚǇ͗ĚĚŝŶŐƚŚĞƉŽƐŝƚŝŽŶƐǁŽƵůĚĞŶŚĂŶĐĞĐŽŵŵƵŶŝƚǇƐĂĨĞƚǇďǇƐĞĞŝŶŐ ĐůŝĞŶƚƐǁŝƚŚŝŶŽŶĞǁŽƌŬŝŶŐĚĂǇ͕ƉůĂĐŝŶŐƚŚĞŵŽŶƉƌĞƚƌŝĂůƐƵƉĞƌǀŝƐŝŽŶ͕ŝŶŝƚŝĂƚŝŶŐĚƌƵŐ ƚĞƐƚŝŶŐ͕ĂŶĚƉůĂĐŝŶŐŝŶƚƌĞĂƚŵĞŶƚŝĨƐŽŽƌĚĞƌĞĚďǇƚŚĞĐŽƵƌƚ͘dŚŝƐŝŶĐƌĞĂƐĞƐƉƵďůŝĐƐĂĨĞƚǇ͕ ĂƐǁĞůůĂƐƚŚĞƉĞƌĐĞƉƚŝŽŶŽĨƐĂĨĞƚǇ͕ĂŶĚĐĂŶůĞĂĚƚŽĂƌĞĚƵĐƚŝŽŶŝŶŶĞǁǀŝĐƚŝŵƐŽĨĐƌŝŵĞ͘ x ,ĞĂůƚŚǇůŝǀŝŶŐĂŶĚǁĞůůͲďĞŝŶŐ͗^ǁŽƵůĚĂůƐŽŵĞĞƚƚŚĞĚŝǀŝƐŝŽŶƉƌŝŽƌŝƚǇŽĨƉƌŽŵŽƚŝŶŐ ŚĞĂůƚŚǇůŝĨĞƐƚǇůĞƐ͘ŽƚŚƚŚĞƐƚƌĂƚĞŐŝĐŐŽĂůĂŶĚƚŚĞƉƌŝŽƌŝƚǇǁŝůůďĞŵĞƚǁŝƚŚƚŚŝƐĨƵŶĚŝŶŐ ƌĞƋƵĞƐƚ͘dŚĞĐůŝĞŶƚƐƉůĂĐĞĚŝŶƉƌĞƚƌŝĂůƐĞƌǀŝĐĞƐǁŝůůďĞĚŝƌĞĐƚĞĚƚŽǁĂƌĚƐƐĞƌǀŝĐĞƐĂŶĚ ƉƌŽŐƌĂŵƐƚŚĂƚƉƌŽŵŽƚĞŚĞĂůƚŚǇůŝĨĞƐƚǇůĞƐ͕ĚƌƵŐƚƌĞĂƚŵĞŶƚ͕ŵĞŶƚĂůŚĞĂůƚŚƐĞƌǀŝĐĞƐĂŶĚ ŽƚŚĞƌŶĞĞĚĞĚƐĞƌǀŝĐĞƐ͘

Providing a FIRST CHOICE community through excellence in public service ϭϳϴ FIRE AND EMS DEPARTMENT SUPPORTING DOCUMENTATION

TECHNICAL APPENDIX

ϭϳϵ Chesterfield Fire & EMS FY-2018 (Proposed) Budget Briefing Fire Minimum Staffing Plan Background dŚĞĚĞůŝǀĞƌǇŽĨĨŝƌĞĂŶĚĞŵĞƌŐĞŶĐǇŵĞĚŝĐĂůƐĞƌǀŝĐĞƐƌĞƋƵŝƌĞƐƉĞƌƐŽŶŶĞůƚŽďĞĂǀĂŝůĂďůĞϮϰͲŚŽƵƌƐĂ ĚĂǇ͕ϯϲϱĚĂǇƐĂǇĞĂƌ͘ƐƐƵĐŚ͕ŚĞƐƚĞƌĨŝĞůĚ&ŝƌĞΘD^;&D^ͿŵƵƐƚŵĂŬĞƐƚĂĨĨŝŶŐĂĚũƵƐƚŵĞŶƚƐ ĨŽƌƉůĂŶŶĞĚĂŶĚƵŶƉůĂŶŶĞĚĞŵƉůŽǇĞĞĂďƐĞŶĐĞƐĚƵĞƚŽƐŝĐŬůĞĂǀĞ͕ĨĂŵŝůǇĞŵĞƌŐĞŶĐŝĞƐ͕ƚƌĂŝŶŝŶŐ͕Žƌ ǀĂĐĂƚŝŽŶůĞĂǀĞƚŽĞŶƐƵƌĞƵŶŝŶƚĞƌƌƵƉƚĞĚƐĞƌǀŝĐĞĚĞůŝǀĞƌǇ͘ŵƉůŽǇĞĞĂďƐĞŶĐĞƐĐĂŶĞŝƚŚĞƌďĞĐŽǀĞƌĞĚ ǁŝƚŚ ŽĨĨͲĚƵƚǇ ĨŝƌĞĨŝŐŚƚĞƌƐ ǁŽƌŬŝŶŐ ŽǀĞƌƚŝŵĞ ;ǀŽůƵŶƚĂƌǇ ŽǀĞƌƚŝŵĞ Žƌ ĨŽƌĐĞĚ ŽǀĞƌƚŝŵĞͿ Žƌ ǁŝƚŚ ƐƚĂĨĨŝŶŐƌĞůŝĞĨƉĞƌƐŽŶŶĞů͘ DĂŶǇďƵƐŝŶĞƐƐĞƐŽƌŝŶĚƵƐƚƌŝĞƐƚŚĂƚƉƌŽǀŝĚĞĂƌŽƵŶĚͲƚŚĞͲĐůŽĐŬƐĞƌǀŝĐĞƐ͕ƵƐĞĂƐƚĂĨĨŝŶŐƌĞůŝĞĨĨĂĐƚŽƌ͕ ǁŚŝĐŚ ƉƌŽǀŝĚĞƐ ĂĚĚŝƚŝŽŶĂů ƉĞƌƐŽŶŶĞů ƚŽ ĐŽǀĞƌ ĂďƐĞŶĐĞƐ ĂŶĚ ŽƚŚĞƌ ǀĂĐĂŶĐŝĞƐ ƚŽ ĞŶƐƵƌĞ ƵŶŝŶƚĞƌƌƵƉƚĞĚƐĞƌǀŝĐĞĚĞůŝǀĞƌǇ͘&ŝƌĞĂŶĚD^ĂŐĞŶĐŝĞƐĂůƐŽƵƐĞĂƐƚĂĨĨŝŶŐĨĂĐƚŽƌ͖ĂƌĞĐĞŶƚƐƵƌǀĞǇ ƐŚŽǁĞĚƚŚĂƚŵŽƐƚĨŝƌĞΘD^ĚĞƉĂƌƚŵĞŶƚƐŝŶsŝƌŐŝŶŝĂƵƐĞƐƚĂĨĨŝŶŐĨĂĐƚŽƌƐƚŚĂƚƌĂŶŐĞĨƌŽŵϭ͘ϮƚŽ ϭ͘ϰƉĞƌƐŽŶŶĞůĨŽƌĞĂĐŚŵŝŶŝŵƵŵƐƚĂĨĨĞĚƉŽƐŝƚŝŽŶŽŶĞĂĐŚƐŚŝĨƚ͘ƐĂŶĞǆĂŵƉůĞ͕ĂĨŝƌĞĚĞƉĂƌƚŵĞŶƚ ƚŚĂƚ ĨŽůůŽǁƐ Ă ƐƚĂĨĨŝŶŐ ĨĂĐƚŽƌ ŽĨ ϭ͘ϰ ĂŶĚ ŚĂƐ Ă ŵŝŶŝŵƵŵ ŽĨ ϭϬϬ ƉŽƐŝƚŝŽŶƐ ŽŶͲĚƵƚǇĞĂĐŚ ϮϰͲŚŽƵƌ ƐŚŝĨƚ͕ǁŽƵůĚĞŵƉůŽǇĂŶĚĂƐƐŝŐŶϭϰϬƉĞƌƐŽŶŶĞůŽŶĞĂĐŚƐŚŝĨƚ͘ŶĂĚĞƋƵĂƚĞƐƚĂĨĨŝŶŐĨĂĐƚŽƌƉƌŽǀŝĚĞƐ ĞĨĨĞĐƚŝǀĞďĂůĂŶĐĞďĞƚǁĞĞŶƚŚĞƵƐĞŽĨŽŶͲĚƵƚǇ͞ƌĞůŝĞĨ͟ƉĞƌƐŽŶŶĞůĂŶĚŽĨĨͲĚƵƚǇƉĞƌƐŽŶŶĞůƉůĂĐĞĚŽŶ ŽǀĞƌƚŝŵĞƚŽĐŽǀĞƌŵŝŶŝŵƵŵƐƚĂĨĨŝŶŐĂďƐĞŶĐĞƐ͘ Chesterfield Experience WƵƌƐƵĂŶƚƚŽĂŶĂůǇƐŝƐƉĞƌĨŽƌŵĞĚďǇĂ&D^ƐƚĂĨĨŝŶŐǁŽƌŬŐƌŽƵƉŝŶϮϬϬϯ͕ŚĞƐƚĞƌĨŝĞůĚĂƉƉůŝĞĚĂϭ͘ϰ ƐƚĂĨĨŝŶŐĨĂĐƚŽƌǁŚĞŶŽƉĞŶŝŶŐŶĞǁĨŝƌĞΘD^ƐƚĂƚŝŽŶƐďĞŐŝŶŶŝŶŐŝŶ&zͲϮϬϬϱ;ĂŶŝŶĐƌĞĂƐĞĨƌŽŵĂϭ͘Ϯ ƐƚĂĨĨŝŶŐĨĂĐƚŽƌƵƐĞĚǁŚĞŶŽƉĞŶŝŶŐƉƌŝŽƌŶĞǁƐƚĂƚŝŽŶƐͿ͘ƵƌŝŶŐƚŚĞĞĐŽŶŽŵŝĐĚŽǁŶƚƵƌŶƚŚĂƚďĞŐĂŶ ŝŶůĂƚĞϮϬϬϳ͕ŝƚďĞĐĂŵĞŶĞĐĞƐƐĂƌǇĨŽƌ &D^ƚŽƐƚĂĨĨĂĚĚŝƚŝŽŶĂůƌĞƐƉŽŶƐĞƵŶŝƚƐŝŶƚŚĞƐǇƐƚĞŵ ƚŽ ĂĚĚƌĞƐƐŐĂƉƐĐƌĞĂƚĞĚďǇĚĞĐůŝŶŝŶŐǀŽůƵŶƚĞĞƌƉĂƌƚŝĐŝƉĂƚŝŽŶŽƌƚŽŵĞĞƚŐƌŽǁŝŶŐƐĞƌǀŝĐĞĚĞŵĂŶĚƐŝŶ ƚŚĞĐŽƵŶƚǇ͕ǁŝƚŚŽŶůǇŵŝŶŝŵĂůŽƌŶŽŶĞǁƉĞƌƐŽŶŶĞů͘dŚĞĂĚĚŝƚŝŽŶĂůƵŶŝƚƐƐƚĂĨĨĞĚĚƵƌŝŶŐƚŚĂƚƚŝŵĞͲ ƉĞƌŝŽĚďǇĐĂƌĞĞƌƉĞƌƐŽŶŶĞůŝŶĐůƵĚĞĚŶŐŝŶĞϭϯ;WŚŝůůŝƉƐͿ͕DĞĚŝĐϭ;ŚĞƐƚĞƌͿ͕DĞĚŝĐϰ;ŽŶŝƌͿĂŶĚ DĞĚŝĐϭϰ;ƵƚĐŚ'ĂƉͿ͘/Ŷ&zͲϮϬϭϱ͕ƚŚĞ,ĂƌƌŽǁŐĂƚĞĨŝƌĞƐƚĂƚŝŽŶǁĂƐŽƉĞŶĞĚǁŝƚŚĂĨŝƌĞĞŶŐŝŶĞŽŶůǇ ĂŶĚĂƐƚĂĨĨŝŶŐĨĂĐƚŽƌŽĨϭ͘ϯǁĂƐĂƉƉůŝĞĚ͘ dŚĞŝŶĐŽŶƐŝƐƚĞŶƚĂƉƉƌŽĂĐŚŝŶĂĚĚƌĞƐƐŝŶŐƚŚĞƐƚĂĨĨŝŶŐĨĂĐƚŽƌŚĂƐ͕ŽǀĞƌƚŝŵĞ͕ŝŶĐƌĞĂƐĞĚƚŚĞƌĞůŝĂŶĐĞ ŽŶŽǀĞƌƚŝŵĞƚŽĐŽǀĞƌŵŝŶŝŵƵŵƐƚĂĨĨĂďƐĞŶĐĞƐ͕ƐƚƌĞƐƐŝŶŐƚŚĞĚĞƉĂƌƚŵĞŶƚ͛ƐŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĂŶĚ ŝŶĐƌĞĂƐŝŶŐƚŚĞƵƐĞĚŽĨ͞ĨŽƌĐĞĚ͟ŽƌŵĂŶĚĂƚŽƌǇŽǀĞƌƚŝŵĞƚŽĞŶƐƵƌĞƵŶŝŶƚĞƌƌƵƉƚĞĚƐĞƌǀŝĐĞĚĞůŝǀĞƌǇ͘ /ŶƚŚĞĨŝǀĞͲǇĞĂƌƉĞƌŝŽĚĨƌŽŵ&zͲϮϬϭϮƚŽ&zͲϮϬϭϲ͕ƚŚĞŵŝŶŝŵƵŵƐƚĂĨĨŝŶŐůŝŶĞŝƚĞŵŝŶƚŚĞ&ŝƌĞĂŶĚ D^ďƵĚŐĞƚĐŽŶƚŝŶƵĞĚƚŽŝŶĐƌĞĂƐĞ͘dŚŝƐŝƐŶŽƚƐƵƐƚĂŝŶĂďůĞŝŶƚŚĞůŽŶŐͲƚĞƌŵ͘

Fire EMS Budget Briefing - Fire Minimum Staffing Plan - FINAL.doc Page 1 of 2 ϭϴϬ Recommendation ƵƌŝŶŐƚŚĞƉĂƐƚƐĞǀĞƌĂůďƵĚŐĞƚĐǇĐůĞƐ͕&D^ŚĂƐǁŽƌŬĞĚǁŝƚŚƵĚŐĞƚDĂŶĂŐĞŵĞŶƚƚŽĂŶĂůǇǌĞƚŚĞ ŵŝŶŝŵƵŵ ƐƚĂĨĨŝŶŐ ĞǆƉĞŶĚŝƚƵƌĞƐ ĂŶĚ ĞǆĂŵŝŶĞ ŽƉƉŽƌƚƵŶŝƚŝĞƐ ƚŽ ĐŽŶƐƚƌĂŝŶ ƚŚĞ ŐƌŽǁŝŶŐ ĞǆƉĞŶƐĞ͘ dŚŽƌŽƵŐŚĨŝŶĂŶĐŝĂůĂŶĂůǇƐŝƐǁĂƐĐŽŶĚƵĐƚĞĚŽĨƚŚĞĐŽƐƚĂƐƐŽĐŝĂƚĞĚǁŝƚŚĐŽŶƚŝŶƵĞĚŽǀĞƌͲƌĞůŝĂŶĐĞŽŶ ŽǀĞƌƚŝŵĞ;ƚŽŝŶĐůƵĚĞǀŽůƵŶƚĂƌǇĂŶĚĨŽƌĐĞĚͿĂƐĐŽŵƉĂƌĞĚƚŽƚŚĞĐŽƐƚŽĨŚŝƌŝŶŐĂĚĚŝƚŝŽŶĂůĨŝƌĞĨŝŐŚƚĞƌƐ ƚŽĞŶƐƵƌĞĂŵŽƌĞĂƉƉƌŽƉƌŝĂƚĞĂŶĚĐŽƐƚͲĞĨĨĞĐƚŝǀĞďĂůĂŶĐĞĨŽƌĐŽǀĞƌŝŶŐŵŝŶŝŵƵŵƐƚĂĨĨĂďƐĞŶĐĞƐ͘ ƐĐĂůĂďůĞ͕ ŵƵůƚŝͲǇĞĂƌ ƐŽůƵƚŝŽŶ ŚĂƐ ďĞĞŶ ƌĞĐŽŵŵĞŶĚĞĚ ƚŚĂƚ ĞŵƉůŽǇƐ ĂĚĚŝƚŝŽŶĂů ;ŶĞǁͿ ĨŝƌĞĨŝŐŚƚĞƌ ƉŽƐŝƚŝŽŶƐƚŽŝŶĐƌĞĂƐĞƚŚĞŶƵŵďĞƌŽĨ͞ƌĞůŝĞĨ͟ƉĞƌƐŽŶŶĞůŝŶƚŚĞƐǇƐƚĞŵ͕ƚŚĞƌĞďǇƌĞĚƵĐŝŶŐͲďƵƚŶŽƚ ƚŽƚĂůůǇĞůŝŵŝŶĂƚŝŶŐͲŽǀĞƌƚŝŵĞĐŽƐƚƐ͘/ƚǁĂƐĚĞƚĞƌŵŝŶĞĚƚŚĂƚŽŶĞŶĞǁĨŝƌĞĨŝŐŚƚĞƌƉŽƐŝƚŝŽŶƉƌŽǀŝĚĞƐ ƚǁĞŶƚǇͲƚŚƌĞĞĂĚĚŝƚŝŽŶĂůϮϰͲŚŽƵƌƐŚŝĨƚƐƉĞƌǇĞĂƌǁŚĞŶĐŽŵƉĂƌĞĚƚŽƚŚĞƵƐĞŽĨŽǀĞƌƚŝŵĞ͕ƌĞĚƵĐĞƐ ƚŚĞ ŽǀĞƌͲƌĞůŝĂŶĐĞ ŽŶ ĨŽƌĐĞĚ ŽǀĞƌƚŝŵĞ͕ ĂŶĚ ƉƌŽǀŝĚĞƐ ŝŶĐƌĞĂƐĞĚ ƐƵƌŐĞ ĐĂƉĂĐŝƚǇ ĚƵƌŝŶŐ ŵĂũŽƌ ŝŶĐŝĚĞŶƚƐĂŶĚĚŝƐĂƐƚĞƌƐ͘ ĂƐĞĚ ŽŶƚŚĞ ĂŶĂůǇƐŝƐ͕ ƚŚĞ ƐƚĂĨĨŝŶŐĨĂĐƚŽƌ ƌĞĐŽŵŵĞŶĚĞĚĨŽƌ &D^ŝƐ ϭ͘ϯ͘ tŝƚŚƚŚĞ ƚŚƌĞĞŶĞǁ ƉŽƐŝƚŝŽŶƐĂĚĚĞĚŝŶ&zͲϮϬϭϳ͕ƚŚĞĚĞƉĂƌƚŵĞŶƚƐƚĂĨĨŝŶŐĨĂĐƚŽƌŝƐĐƵƌƌĞŶƚůǇϭ͘ϭϴ͘ĂƌůǇƌĞƐƵůƚƐŽĨƚŚĞƐĞ ƚŚƌĞĞŶĞǁƉŽƐŝƚŝŽŶƐĂƌĞĨĂǀŽƌĂďůĞ͕ǁŝƚŚĂƉƌŽũĞĐƚĞĚƌĞĚƵĐƚŝŽŶŝŶŽǀĞƌƚŝŵĞĐŽƐƚƐŽĨĂƉƉƌŽǆŝŵĂƚĞůǇ ΨϯϬϬ͕ϬϬϬďǇƚŚĞĞŶĚŽĨ&zͲϮϬϭϳ͘ŶĂĚĚŝƚŝŽŶĂůƚŚŝƌƚǇͲŶŝŶĞĨŝƌĞĨŝŐŚƚĞƌƐĂƌĞŶĞĐĞƐƐĂƌǇƚŽƌĞĂĐŚƚŚĞ ϭ͘ϯ ƐƚĂĨĨŝŶŐ ĨĂĐƚŽƌ ŐŽĂů ĂŶĚ ƌĞƐƵůƚ ŝŶ Ă ƐĂǀŝŶŐƐ ŽĨ ĂƉƉƌŽǆŝŵĂƚĞůǇ Ψϯ͘ϭ ŵŝůůŝŽŶ ŽǀĞƌ ƚŚĞ ϭϱͲǇĞĂƌ ŝŵƉůĞŵĞŶƚĂƚŝŽŶƉĞƌŝŽĚ͘ƚƚŚĞĐƵƌƌĞŶƚƌĂƚĞŽĨĂĚĚŝŶŐƚŚƌĞĞĨŝƌĞĨŝŐŚƚĞƌƐƉĞƌǇĞĂƌƚŚĞϭ͘ϯDŝŶŝŵƵŵ ^ƚĂĨĨŝŶŐ&ĂĐƚŽƌǁŝůůďĞƌĞĂĐŚĞĚŝŶ&zͲϮϬϯϭ͘

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Ɛ ǁŝƚŚ ĂŶǇ ŶĞǁ ĨŝƌĞ Θ D^ ƐƚĂƚŝŽŶ͕ ƚŚĞ ,ĂƌƌŽǁŐĂƚĞ ƐƚĂƚŝŽŶ ;^ƚĂƚŝŽŶ ϮϭͿ͕ ǁĂƐ ƉƌŽŐƌĂŵŵĞĚ ƚŽ ŝŶĐůƵĚĞ ĂŶ ĞŶŐŝŶĞ ĐŽŵƉĂŶǇ ĂŶĚ ĂŶ ĂŵďƵůĂŶĐĞ ;D^ ƚƌĂŶƐƉŽƌƚ ƵŶŝƚͿ͘ KŶ &ĞďƌƵĂƌǇ Ϯ͕ ϮϬϭϱ͕ ƚŚĞ ƐƚĂƚŝŽŶŽƉĞŶĞĚĨŽƌƐĞƌǀŝĐĞǁŝƚŚŽŶůǇĂŶĞŶŐŝŶĞĐŽŵƉĂŶǇĚƵĞƚŽďƵĚŐĞƚĂƌǇĐŽŶƐƚƌĂŝŶƚƐƚŚĂƚǁŽƵůĚ ŶŽƚƐƵƉƉŽƌƚϮϰͲŚŽƵƌĂŵďƵůĂŶĐĞƐĞƌǀŝĐĞ͘ŶŝŶƚĞƌŝŵƉůĂŶǁĂƐĞǆĞĐƵƚĞĚďǇŚĞƐƚĞƌĨŝĞůĚ&ŝƌĞΘD^ ;&D^ͿƚŽƉƌŽǀŝĚĞƉĂƌƚͲƚŝŵĞD^ƚƌĂŶƐƉŽƌƚƐĞƌǀŝĐĞďǇƌĞͲĂƐƐŝŐŶŝŶŐĂŶĞǆŝƐƚŝŶŐĚĂǇƚŝŵĞĂŵďƵůĂŶĐĞ ƚŽƚŚĞƐƚĂƚŝŽŶ͕ƉƌĞǀŝŽƵƐůǇĚĞƐŝŐŶĂƚĞĚĂƐDĞĚŝĐϭϮ͘DĞĚŝĐϮϭĐƵƌƌĞŶƚůǇŽƉĞƌĂƚĞƐĂƚƚŚĞ,ĂƌƌŽǁŐĂƚĞ ƐƚĂƚŝŽŶϱϬŚŽƵƌƐƉĞƌǁĞĞŬŽǀĞƌĨŝǀĞĚĂǇƐ͕ĂŶĚŝƐƐƚĂĨĨĞĚƚŚƌŽƵŐŚĂĐŽŵďŝŶĂƚŝŽŶŽĨĐĂƌĞĞƌƉĞƌƐŽŶŶĞů ͞ĚĞƚĂŝůĞĚ͟ ĨƌŽŵ ĨŝƌĞ ĂƉƉĂƌĂƚƵƐ ĂŶĚ ŽƚŚĞƌƐ ǁŽƌŬŝŶŐ ŵŝŶŝŵƵŵ ƐƚĂĨĨŝŶŐ ;ŽǀĞƌƚŝŵĞͿ͘ dŚĞ ĞŶƐůĞǇͲ ĞƌŵƵĚĂ sŽůƵŶƚĞĞƌ ZĞƐĐƵĞ ^ƋƵĂĚ ;sZ^Ϳ ŝƐ ĞǆƉĞĐƚĞĚ ƚŽ ƉƌŽǀŝĚĞ ĐŽǀĞƌĂŐĞ ŝŶ ƚŚĞ ĂƌĞĂ ĨŽƌ ϭϭϴ ŚŽƵƌƐƉĞƌǁĞĞŬƉƌŽǀŝĚŝŶŐĐŽǀĞƌĂŐĞĂƚǀĂƌǇŝŶŐƚŝŵĞƐĞĂĐŚĚĂǇ ĨƌŽŵƚŚĞŝƌƐƚĂƚŝŽŶŝŶƚŚĞtĂůƚŚĂůů /ŶĚƵƐƚƌŝĂůWĂƌŬ;^ƚĂƚŝŽŶϱϯͿ͘ Need for 24-hour Medic Unit at Harrowgate Station Growth in Calls for Service: dŚĞ ĐĂůů ĂĐƚŝǀŝƚǇ ŝŶ ƚŚĞ ,ĂƌƌŽǁŐĂƚĞ ƌĞƐƉŽŶƐĞ ĂƌĞĂ ŝŶĐƌĞĂƐĞĚ ƐƚĞĂĚŝůǇ ŽǀĞƌ ƚŚĞ ĨŝǀĞͲ ǇĞĂƌ ƉĞƌŝŽĚ ŽĨ &zͲϮϬϭϮ ƚŚƌŽƵŐŚ &zͲ ϮϬϭϲ͘tŚŝůĞƚŚĞƌĞǁĞƌĞϭϵĨĞǁĞƌD^ ĐĂůůƐ ŝŶ &zͲϮϬϭϲ ƚŚĂŶ ĚƵƌŝŶŐ ƚŚĞ ƉƌĞǀŝŽƵƐĨŝƐĐĂůǇĞĂƌǁŚĞŶƚŚĞƐƚĂƚŝŽŶŽƉĞŶĞĚ͕ƚŚĞŶƵŵďĞƌŽĨD^ĐĂůůƐŝŶƚŚĞĂƌĞĂŽǀĞƌƚŚĞĨŝǀĞͲ ǇĞĂƌƉĞƌŝŽĚŝŶĐƌĞĂƐĞĚĂƚĂƌĂƚĞŽĨϭϭ͘ϳϳйĂƐĐŽŵƉĂƌĞĚƚŽĂĐŽƵŶƚǇͲǁŝĚĞD^ĐĂůůŐƌŽǁƚŚƌĂƚĞŽĨ ϲ͘ϴϵй ĚƵƌŝŶŐ ƚŚĞ ƐĂŵĞ ƚŝŵĞ͘ ,ŝŐŚ ĂĐƵŝƚǇ͕ WƌŝŽƌŝƚǇ ϭ ĐĂůůƐ ŝŶ ƚŚĞ ,ĂƌƌŽǁŐĂƚĞ ƌĞƐƉŽŶƐĞ ĚŝƐƚƌŝĐƚ ŝŶĐƌĞĂƐĞĚϭϳ͘ϱйĂƐĐŽŵƉĂƌĞĚƚŽĂĐŽƵŶƚǇͲǁŝĚĞŝŶĐƌĞĂƐĞŽĨϴ͘ϰйŝŶWƌŝŽƌŝƚǇϭĐĂůůƐĚƵƌŝŶŐƚŚĞƐĂŵĞ ƚŝŵĞ͘ Adjacent Transport Unit Workloads & Reliability: dŚĞ ĂǀĂŝůĂďŝůŝƚǇ ŽĨ D^ ƚƌĂŶƐƉŽƌƚ ƵŶŝƚƐ ĨŽƌ ƌĞƐƉŽŶƐĞƚŽŝŶĐŝĚĞŶƚƐǁŝƚŚŝŶĂƌĞƐƉŽŶƐĞĚŝƐƚƌŝĐƚŝƐĐƌŝƚŝĐĂůƚŽƚŚĞƵŶŝƚƌĞƐƉŽŶƐĞƉĞƌĨŽƌŵĂŶĐĞǁŝƚŚŝŶ ƚŚĞ ĚŝƐƚƌŝĐƚ͘ /Ĩ ƵŶŝƚƐ ĂƌĞ ƵŶĂǀĂŝůĂďůĞ Žƌ ŶŽƚ ƐƚĂĨĨĞĚ͕ ĂŶŽƚŚĞƌƵŶŝƚŽƵƚƐŝĚĞƚŚĞĚŝƐƚƌŝĐƚŵƵƐƚƌĞƐƉŽŶĚ͕ůĞĂǀŝŶŐŝƚƐ ŚŽŵĞ ĚŝƐƚƌŝĐƚ ǀĂĐĂŶƚ͘ dŚĞ ƉƌŝŶĐŝƉůĞ ƚƌĂŶƐƉŽƌƚ ƵŶŝƚƐ ;ŵĞĚŝĐƐͿ ƌĞƐƉŽŶĚŝŶŐ ŝŶƚŽ ƚŚĞ ,ĂƌƌŽǁŐĂƚĞ ƌĞƐƉŽŶƐĞ ĚŝƐƚƌŝĐƚ ƚŽ ƉƌŽǀŝĚĞ ĐŽǀĞƌĂŐĞ ǁŚĞŶ ĞŝƚŚĞƌ DĞĚŝĐ Ϯϭ Žƌ DĞĚŝĐϱϯŝƐŶŽƚƐƚĂĨĨĞĚŽƌŝƐĐŽŵŵŝƚƚĞĚƚŽĂŶŽƚŚĞƌĐĂůů͕ ŝŶĐůƵĚĞDĞĚŝĐϭ;ŚĞƐƚĞƌͿĂŶĚDĞĚŝĐϭϰ;ƵƚĐŚ'ĂƉͿ͘KĨ ƚŚĞĐŽŵďŝŶĞĚϭϴ͕ϲϲϯƌĞƐƉŽŶƐĞƐĞǆĂŵŝŶĞĚĨŽƌƚŚĞƐĞƚǁŽ ƚƌĂŶƐƉŽƌƚƵŶŝƚƐĨŽƌƚŚĞĨŝǀĞͲǇĞĂƌƉĞƌŝŽĚ͕ϯ͕ϬϬϰ;ϭϲ͘ϭϬйͿŽĨ ƚŚĞƐĞ ŝŶĐŝĚĞŶƚƐ ǁĞƌĞ ŝŶƚŽ ƚŚĞ ,ĂƌƌŽǁŐĂƚĞ ƌĞƐƉŽŶƐĞ ĚŝƐƚƌŝĐƚ͘tŚĞŶĐĂůůĂĐƚŝǀŝƚǇĚƵƌŝŶŐǀŽůƵŶƚĞĞƌƐƚĂĨĨŝŶŐŚŽƵƌƐǁĂƐĞǆĂŵŝŶĞĚ͕Ϯ͕ϰϲϵ;ϭϵ͘ϬϲйͿŽĨƚŚĞ ƌĞƐƉŽŶƐĞƐǁĞƌĞŝŶƚŽƚŚĞ,ĂƌƌŽǁŐĂƚĞƌĞƐƉŽŶƐĞĚŝƐƚƌŝĐƚ͘ Fire EMS Budget Briefing - Medic 21 FINAL.doc Page 1 of 2 ϭϴϰ dƌĂŶƐƉŽƌƚhŶŝƚZĞƐƉŽŶƐĞƐ &zϮϬϭϮ &zϮϬϭϯ &zϮϬϭϰ &zϮϬϭϱ &zϮϬϭϲ dŽƚĂů DĞĚŝĐϭ Ϯ͕ϬϬϵ Ϯ͕ϬϬϰ Ϯ͕Ϭϲϰ Ϯ͕Ϭϵϵ Ϯ͕ϭϭϯ ϭϬ͕Ϯϴϵ DĞĚŝĐϭϰ ϭ͕ϯϬϬ ϭ͕ϱϴϯ ϭ͕ϴϭϬ ϭ͕ϴϮϬ ϭ͕ϴϲϭ ϴ͕ϯϳϰ DĞĚŝĐϭϮͬϮϭ ϰϵϴ ϰϲϬ ϰϱϲ ϰϱϭ ϱϯϰ Ϯ͕ϯϵϵ DĞĚŝĐϱϯ ϰϵϬ ϰϳϲ ϰϱϬ ϰϰϳ ϯϵϯ Ϯ͕Ϯϱϲ ŽǀĞƌŝŶŐ ŝŶĐŝĚĞŶƚƐ ŝŶ ƚŚĞ ,ĂƌƌŽǁŐĂƚĞ ƌĞƐƉŽŶƐĞ ĚŝƐƚƌŝĐƚ ďǇ ĂĚũĂĐĞŶƚ D^ ƚƌĂŶƐƉŽƌƚ ƵŶŝƚƐ ŚĂƐ Ă ŶĞŐĂƚŝǀĞ ŝŵƉĂĐƚ ŽŶ ƚŚĞ ĂǀĂŝůĂďŝůŝƚǇ ŽĨ ƚŚĞƐĞ ƵŶŝƚƐ ƚŽ ƌĞƐƉŽŶĚ ƚŽ ŝŶĐŝĚĞŶƚƐ ǁŝƚŚŝŶ ƚŚĞŝƌ ĂƐƐŝŐŶĞĚ ƌĞƐƉŽŶƐĞĚŝƐƚƌŝĐƚƐ͕ǁŚŝĐŚŝƐƚƌĂĐŬĞĚĂƐƵŶŝƚƌĞůŝĂďŝůŝƚǇ͘dŚĞƵŶŝƚƌĞůŝĂďŝůŝƚŝĞƐŽĨDĞĚŝĐϭĂŶĚDĞĚŝĐϭϰ ŚĂǀĞĚĞĐůŝŶĞĚŽǀĞƌƚŚĞĨŝǀĞͲǇĞĂƌƉĞƌŝŽĚĚƵĞƚŽŝŶĐƌĞĂƐŝŶŐĐĂůůǀŽůƵŵĞƚŚĂƚŝŶĐůƵĚĞƐƌĞƐƉŽŶƐĞƐŝŶƚŽ ƚŚĞ,ĂƌƌŽǁŐĂƚĞƌĞƐƉŽŶƐĞĚŝƐƚƌŝĐƚ͘DĞĚŝĐϭŚĂƐĞǆƉĞƌŝĞŶĐĞĚĂϰ͘ϰϳйĚĞŐƌĂĚĂƚŝŽŶŝŶŝƚƐƌĞůŝĂďŝůŝƚǇ ƐŝŶĐĞ&zͲϮϬϭϮĂŶĚŚĂƐďĞĞŶĂĨĨĞĐƚĞĚďǇϭ͕ϬϴϰŝŶĐŝĚĞŶƚƐǁŝƚŚŝŶƚŚĞ,ĂƌƌŽǁŐĂƚĞƌĞƐƉŽŶƐĞĚŝƐƚƌŝĐƚ ƌĞƉƌĞƐĞŶƚŝŶŐϭϱ͘ϮϮйŽĨDĞĚŝĐϭ͛ƐǁŽƌŬůŽĂĚ͘DĞĚŝĐϭϰŚĂƐĞǆƉĞƌŝĞŶĐĞĚĂϰ͘ϳϴйĚĞŐƌĂĚĂƚŝŽŶŝŶŝƚƐ ƌĞůŝĂďŝůŝƚǇƐŝŶĐĞ&zͲϮϬϭϮĂŶĚŚĂƐďĞĞŶĂĨĨĞĐƚĞĚďǇϭ͕ϯϴϱŝŶĐŝĚĞŶƚƐǁŝƚŚŝŶƚŚĞ,ĂƌƌŽǁŐĂƚĞƌĞƐƉŽŶƐĞ ĚŝƐƚƌŝĐƚƌĞƉƌĞƐĞŶƚŝŶŐϮϯ͘ϳϱйŽĨDĞĚŝĐϭϰ͛ƐǁŽƌŬůŽĂĚ͘

Volunteer Rescue Squad Staffing: KǀĞƌ ƚŚĞ ĨŝǀĞͲǇĞĂƌ ƉĞƌŝŽĚ͕ ƚŚĞ ĂŶŶƵĂů D^ ƚƌĂŶƐƉŽƌƚ ƵŶŝƚ ƐƚĂĨĨŝŶŐ ƉƌŽǀŝĚĞĚ ďǇ sZ^ ĨŽƌ ƚŚĞ ,ĂƌƌŽǁŐĂƚĞ ƌĞƐƉŽŶƐĞ ĚŝƐƚƌŝĐƚŚĂƐĚĞĐůŝŶĞĚϯϲ͘ϱйĨƌŽŵϯ͕ϳϯϳŚŽƵƌƐƚŽϮ͕ϯϳϰ͘dŚŝƐ ƉůĂĐĞƐ Ă ƐƚƌĂŝŶ ŽŶ ĂĚũĂĐĞŶƚ ƵŶŝƚƐ ƚŚĂƚ ŵƵƐƚ ĐŽǀĞƌ ƚŚĞ ƌĞƐƉŽŶƐĞĚŝƐƚƌŝĐƚǁŚĞŶďŽƚŚDĞĚŝĐϮϭĂŶĚDĞĚŝĐϱϯĂƌĞŶŽƚ ƐƚĂĨĨĞĚ͘

Recommendation ŶĚĚŝƚŝŽŶĂů&ƵŶĚŝŶŐZĞƋƵĞƐƚ ;&ZͿŝŶƚŚĞĂŵŽƵŶƚŽĨΨϳϴϬ͕ϯϬϬŚĂƐďĞĞŶ ƐƵďŵŝƚƚĞĚŝŶƚŚĞ&zͲ ϮϬϭϴďƵĚŐĞƚƚŽŚŝƌĞϴĂĚĚŝƚŝŽŶĂůĨŝƌĞĨŝŐŚƚĞƌƐƚŽĨƵůůǇƐƚĂĨĨƚŚĞ,ĂƌƌŽǁŐĂƚĞĨŝƌĞΘD^ƐƚĂƚŝŽŶĂŶĚƚŽ ďĞŐŝŶŽƉĞƌĂƚŝŶŐDĞĚŝĐϮϭϮϰͲŚŽƵƌƐƉĞƌĚĂǇ͘dŚŝƐƐƚĂĨĨŝŶŐƌĞƋƵĞƐƚŝƐĐŽŶƐŝƐƚĞŶƚǁŝƚŚĂϭ͘ϯƐƚĂĨĨŝŶŐ ĨĂĐƚŽƌĂƐŽƵƚůŝŶĞĚŝŶƚŚĞĨŝƌĞŵŝŶŝŵƵŵƐƚĂĨĨŝŶŐƉůĂŶ͘ Quantity FY2018 Cost Total >^&&// ϯ ΨϵϮ͕ϯϭϬ ΨϮϳϲ͕ϵϯϬ &&/ ϱ Ψϳϳ͕ϴϮϲ Ψϯϴϵ͕ϭϯϬ dŽƚĂůWĞƌƐŽŶŶĞů Ψϲϲϲ͕ϬϲϬ dƌĂŝŶŝŶŐ͕hŶŝĨŽƌŵƐ͕WW͕,ĞĂůƚŚ ϴ Ψϭϰ͕ϮϴϬ Ψϭϭϰ͕ϮϰϬ Total $780,300

Fire EMS Budget Briefing - Medic 21 FINAL.doc Page 2 of 2 ϭϴϱ Chesterfield Fire & EMS FY-2018 (Proposed) Budget Briefing Fire and EMS Capital Projects

Fire and EMS Facilities KŶĞŽĨƚŚĞĨŽƵƌďƵĚŐĞƚĂƌǇƉƌŝŽƌŝƚŝĞƐĨŽƌŚĞƐƚĞƌĨŝĞůĚ&ŝƌĞĂŶĚD^;&D^ͿŝƐƚŚĞŵĂŝŶƚĞŶĂŶĐĞĂŶĚ ŝŵƉƌŽǀĞŵĞŶƚ ŽĨ ĐƌŝƚŝĐĂů ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘ ĞůŝǀĞƌǇ ŽĨ ĨŝƌĞ ĂŶĚ D^ ƐĞƌǀŝĐĞƐ ŝƐ ŚĞĂǀŝůǇ ĚĞƉĞŶĚĞŶƚ ƵƉŽŶƐƚƌĂƚĞŐŝĐĂůůǇƉůĂĐĞĚĨĂĐŝůŝƚŝĞƐĐĂƉĂďůĞŽĨŚŽƵƐŝŶŐƚŚĞƉĞƌƐŽŶŶĞůĂŶĚĞƋƵŝƉŵĞŶƚƌĞƋƵŝƌĞĚĨŽƌ ƐĞƌǀŝĐĞ ĚĞůŝǀĞƌǇ͘ dŚĞ ĚĞƉĂƌƚŵĞŶƚŚĂƐ ƚŚƌĞĞ ĂƌĞĂƐ ŽĨ ĨĂĐŝůŝƚǇ ŶĞĞĚƐ͗ ŶĞǁ ĨĂĐŝůŝƚŝĞƐ͕ ƌĞƉůĂĐĞŵĞŶƚ ĨĂĐŝůŝƚŝĞƐ͕ ĂŶĚ ƌĞŶŽǀĂƚŝŽŶ ŽĨ ĞǆŝƐƚŝŶŐ ĨĂĐŝůŝƚŝĞƐ͘ &D^ ŚĂƐ ǁŽƌŬĞĚ ǁŝƚŚ ƵĚŐĞƚ DĂŶĂŐĞŵĞŶƚ ƚŽ ĚĞǀĞůŽƉĂĨƵŶĚŝŶŐƉůĂŶŝŶƚŚĞƉƌŽƉŽƐĞĚ&zͲϮϬϭϴƚŚƌŽƵŐŚ&zͲϮϬϮϮĂƉŝƚĂů/ŵƉƌŽǀĞŵĞŶƚWůĂŶ;/WͿ ƚŽ ƉƵƌĐŚĂƐĞ ƉƌŽƉĞƌƚǇ ĨŽƌ ĨƵƚƵƌĞ ĨĂĐŝůŝƚŝĞƐ͕ ĚĞǀĞůŽƉ ŶĞǁ ĨĂĐŝůŝƚŝĞƐ͕ ĂŶĚ ĂĚĚƌĞƐƐ ŵĂũŽƌ ŵĂŝŶƚĞŶĂŶĐĞ ŝƐƐƵĞƐ͘ KǀĞƌ ϳϮй ŽĨ ƚŚĞ ĨŝƌĞ ĂŶĚ D^ ĨĂĐŝůŝƚŝĞƐ ĂƌĞ ŵŽƌĞ ƚŚĂŶ ϮϬͲ ǇĞĂƌƐŽůĚĂŶĚŵŽƐƚŚĂǀĞŶŽƚ ƌĞĐĞŝǀĞĚ ĂŶǇ ŵĂũŽƌ ƌĞŶŽǀĂƚŝŽŶƐ͘ DŽƐƚ ŽĨ ƚŚĞƐĞ ĨĂĐŝůŝƚŝĞƐƌĞƋƵŝƌĞŵĂũŽƌƌĞŶŽǀĂƚŝŽŶƐƚŽĞǆƚĞŶĚƚŚĞŝƌƐĞƌǀŝĐĞůŝĨĞ͕ŵĞĞƚĐŚĂŶŐŝŶŐƐĞƌǀŝĐĞĚĞŵĂŶĚƐ͕ ĂŶĚǁŽƌŬĨŽƌĐĞŶĞĞĚƐ͘dŚĞŵĂŐŶŝƚƵĚĞŽĨƚŚĞĨŝƌĞĂŶĚD^ĨĂĐŝůŝƚǇĐŚĂůůĞŶŐĞǁŝůůďĞǀĞƌǇĚŝĨĨŝĐƵůƚƚŽ ĂĚĚƌĞƐƐǁŝƚŚŽƉĞƌĂƚŝŽŶĂůĂŶĚĐĂƉŝƚĂůĨƵŶĚŝŶŐĂŶĚŵĂǇďĞďĞƚƚĞƌĂĚĚƌĞƐƐĞĚ ƚŚƌŽƵŐŚ Ă ƉŽƚĞŶƚŝĂů ďŽŶĚƌĞĨĞƌĞŶĚƵŵ͘dŚĞŐƌĂƉŚŝĐďĞůŽǁŝĚĞŶƚŝĨŝĞƐŶĞǁĨĂĐŝůŝƚŝĞƐŝĚĞŶƚŝĨŝĞĚŝŶƚŚĞWƵďůŝĐ&ĂĐŝůŝƚŝĞƐWůĂŶ͕ ƚŚĞĂŐĞŽĨĞǆŝƐƚŝŶŐĨĂĐŝůŝƚŝĞƐĂŶĚƚŚĞĂŐĞ͘

Fire EMS Budget Briefing - Capital Facilities - FINAL.doc Page 1 of 1 ϭϴϲ Chesterfield Fire & EMS FY-2018 (Proposed) Budget Briefing Changing Demographics and Fire & EMS Trends Patient Age Increases ƐƚŚĞŐƌŽǁƚŚŝŶƚŚĞŶƵŵďĞƌŽĨƉĞƌƐŽŶƐĂŐĞĚϲϱĂŶĚŽǀĞƌĐŽŶƚŝŶƵĞƐ͕ƚŚĞǁŽƌŬůŽĂĚŶĞĐĞƐƐĂƌǇƚŽ ƐƵƉƉŽƌƚƚŚŝƐƉŽƉƵůĂƚŝŽŶŝƐŝŶĐƌĞĂƐŝŶŐ͘dŚĞŶƵŵďĞƌŽĨWĂƚŝĞŶƚĂƌĞZĞƉŽƌƚƐƐƵďŵŝƚƚĞĚĨŽƌƉĞƌƐŽŶƐ ŝŶƚŚĞϲϱĂŶĚŽǀĞƌĂŐĞĐĂƚĞŐŽƌǇŝƐƐƚĞĂĚŝůǇŝŶĐƌĞĂƐŝŶŐ͘^ŝŶĐĞϮϬϭϬ͕ŚĞƐƚĞƌĨŝĞůĚ&ŝƌĞĂŶĚD^ŚĂƐ ƐĞĞŶĂϯϴйŝŶĐƌĞĂƐĞŝŶƚŚĞŶƵŵďĞƌŽĨƉĂƚŝĞŶƚƐƐĞĞŶŝŶƚŚĞϲϱĂŶĚŽǀĞƌĂŐĞŐƌŽƵƉƐ͘KǀĞƌƚŚĞƐĂŵĞ ƉĞƌŝŽĚ͕ƚŚĞĂǀĞƌĂŐĞĂŐĞŽĨƚŚĞƉĂƚŝĞŶƚďĞŝŶŐƐĞĞŶŚĂƐŝŶĐƌĞĂƐĞĚϮ͘ϱǇĞĂƌƐƚŽϱϯ͘ϯǇĞĂƌƐŽůĚ͘

Increasing Demand for Fire/EMS Services ƐƚŚĞƉŽƉƵůĂƚŝŽŶŽĨƚŚĞĐŽƵŶƚǇŝŶĐƌĞĂƐĞƐ͕ƚŚĞĚĞŵĂŶĚĨŽƌƐĞƌǀŝĐĞŝŶĐƌĞĂƐĞƐ͘ƐƚŚĞƉŽƉƵůĂƚŝŽŶ ĂŐĞƐ͕ƚŚĞĚĞŵĂŶĚĨŽƌD^ƐĞƌǀŝĐĞŝŶĐƌĞĂƐĞƐŵŽƌĞƋƵŝĐŬůǇ͘^ŝŶĐĞϮϬϬϬ͕ƚŚĞŶƵŵďĞƌŽĨ&ŝƌĞͬD^ ĐĂůůƐ ĨŽƌ ƐĞƌǀŝĐĞ ŚĂƐ ŝŶĐƌĞĂƐĞĚ ϲϰй ƚŽ ĂůŵŽƐƚ ϰϬ͕ϬϬϬ ĐĂůůƐ ĨŽƌ ƐĞƌǀŝĐĞ ŝŶ &zͲϮϬϭϲ͕ ĂŶĚ ĞǆĐĞĞĚĞĚ ϰϬ͕ϬϬϬĐĂůůƐĨŽƌƐĞƌǀŝĐĞĚƵƌŝŶŐĐĂůĞŶĚĂƌǇĞĂƌϮϬϭϲ͘D^ĞŵĞƌŐĞŶĐŝĞƐĂĐĐŽƵŶƚĨŽƌƚŚĞďƵůŬŽĨƚŚĞ ĚĞƉĂƌƚŵĞŶƚ͛ƐǁŽƌŬůŽĂĚ͕ƌĞƉƌĞƐĞŶƚŝŶŐĂƉƉƌŽǆŝŵĂƚĞůǇϳϱйŽĨƚŚĞĐĂůůƐĨŽƌƐĞƌǀŝĐĞĞĂĐŚǇĞĂƌ͘

)LUH(06%XGJHW%ULHILQJ'HPRJUDSKLFVDQG7UHQGV),1$/GRF Page 1 of 2 ϭϴϳ Evolving Fire Risks dŚĞĐŚĂƌĂĐƚĞƌŽĨƚŚĞŚŽŵĞƐďĞŝŶŐďƵŝůƚŝŶƚŚĞĐŽƵŶƚǇŚĂƐĐŚĂŶŐĞĚŽǀĞƌƚŚĞǇĞĂƌƐ͘dŚĞƉŽƉƵůĂƌŝƚǇ ŽĨ ůĂƌŐĞ ĞƐƚĂƚĞ ƐƚǇůĞ ŚŽŵĞƐ ŚĂƐ ŝŶĐƌĞĂƐĞĚ ƚŚĞ ĂǀĞƌĂŐĞ ƐŝǌĞ ŽĨ Ă ƐŝŶŐůĞ ĨĂŵŝůǇ ŚŽŵĞ ĨƌŽŵ ϭ͕ϭϴϴ ƐƋƵĂƌĞĨĞĞƚĨŽƌŚŽŵĞƐďƵŝůƚŝŶƚŚĞϭϵϰϬ͛ƐƚŽϯ͕ϭϬϬƐƋƵĂƌĞĨĞĞƚĨŽƌŚŽŵĞƐďƵŝůƚƚŽĚĂǇ͘ƐƚŚĞŚŽŵĞƐ ĂƌĞ ŐĞƚƚŝŶŐ ůĂƌŐĞƌ͕ ƚŚĞǇ ĂƌĞ ĂůƐŽ ŐĞƚƚŝŶŐ ƚĂůůĞƌ͘ dŽĚĂǇ͕ ĨƵůůǇϳ͘ϱйŽĨƚŚĞŚŽŵĞƐĂƌĞϯƐƚŽƌǇŽƌ ŐƌĞĂƚĞƌ͘dŚĞƐĞůĂƌŐĞƌŚŽŵĞƐǁŚĞŶĐŽŵďŝŶĞĚǁŝƚŚŝŶĐƌĞĂƐĞĚŚĞŝŐŚƚƐ͕ŽƉĞŶĨůŽŽƌƉůĂŶƐ͕ůŝŐŚƚǁĞŝŐŚƚ ďƵŝůĚŝŶŐ ŵĂƚĞƌŝĂůƐ ĂŶĚ ƐƉĂĐŝŶŐ ĐůŽƐĞƌ ƚŽ ĂĚũĂĐĞŶƚ ŚŽŵĞƐ͕ ƉŽƐĞ ĂƐŝŐŶŝĨŝĐĂŶƚĐŚĂůůĞŶŐĞƚŽ ĨŝƌĞĨŝŐŚƚŝŶŐ͘ dŚĞ ĐŽŶƚŝŶƵĞĚ ĚĞǀĞůŽƉŵĞŶƚ ŽĨ ůĂƌŐĞ ĐŽŵŵĞƌĐŝĂů ƐƚƌƵĐƚƵƌĞƐ ĂŶĚ ĨƵƚƵƌĞ ƉƵƌƐƵŝƚƐ ŽĨ ŵŝǆĞĚƵƐĞ ĚĞǀĞůŽƉŵĞŶƚƐ ǁŝůů ĨƵƌƚŚĞƌŶĞĐĞƐƐŝƚĂƚĞ ŝŵƉƌŽǀĞŵĞŶƚƐ ŝŶƚŚĞĐŽƵŶƚǇ͛Ɛ ĨŝƌĞ ƐƵƉƉƌĞƐƐŝŽŶ ƐǇƐƚĞŵƚŽĞŶƐƵƌĞƚŝŵĞůǇƌĞƐƉŽŶƐĞŽĨĂŶĞĨĨĞĐƚŝǀĞĨŝƌĞĨŝŐŚƚŝŶŐĨŽƌĐĞŝŶďƵŝůƚͲƵƉĂƌĞĂƐŽĨƚŚĞĐŽƵŶƚǇ͘

)LUH(06%XGJHW%ULHILQJ'HPRJUDSKLFVDQG7UHQGV),1$/GRF Page 2 of 2 ϭϴϴ MENTAL HEALTH FUND GUIDELINES AND DBHDS PATH FORWARD FOR BEHAVIORAL HEALTH SYSTEM

TECHNICAL APPENDIX

ϭϴϵ DRAFT Mental Health Special Revenue Fund Operating Guidelines and Assumptions January 9, 2016

FY18 General Fund Contribution dŚĞ&zϭϴŐĞŶĞƌĂůĨƵŶĚĐŽŶƚƌŝďƵƚŝŽŶǁŽƵůĚďĞƵƐĞĚĂƐĂďĂƐĞůŝŶĞĨŽƌĂĚũƵƐƚŵĞŶƚƐŵŽǀŝŶŐĨŽƌǁĂƌĚ͘dŚŝƐďĂƐĞůŝŶĞ ǁĂƐƐĞƚƵƐŝŶŐƚƌĂĚŝƚŝŽŶĂůƚĂƌŐĞƚƐĞƚƚŝŶŐŵĞƚŚŽĚŽůŽŐŝĞƐǁŚĞƌĞƚŚĞĐŽƵŶƚǇĨƵŶĚƐĂƉƉƌŽǆŝŵĂƚĞůǇϯϬйŽĨDĞŶƚĂů ,ĞĂůƚŚ͛ƐƚŽƚĂůĞǆƉĞŶĚŝƚƵƌĞƐ;ƐĞĞ&zϭϴƚĂƌŐĞƚĨŽƌĚĞƚĂŝůƐͿ͘ &ŽƌƚŚĞƉƵƌƉŽƐĞƐŽĨĂĚũƵƐƚŵĞŶƚƐƚŽƚŚĞŐĞŶĞƌĂůĨƵŶĚĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞŵĞŶƚĂůŚĞĂůƚŚĨƵŶĚ͕ƚŚĞΨϭϭ͘ϴD ĐŽŶƚƌŝďƵƚŝŽŶǁŽƵůĚďĞĂůůŽĐĂƚĞĚĂƐĨŽůůŽǁƐ͗ WĞƌƐŽŶŶĞů͕dŝĞƌKŶĞ dŚŝƐƉŽƌƚŝŽŶǁŽƵůĚďĞƵƉĚĂƚĞĚ (30% of FY18 salaries for 350 FTEs at 100% of cost, including 2% ϳ͕Ϭϱϳ͕ϳϳϴ ĂŶŶƵĂůůǇďĂƐĞĚŽŶƚƌĂĚŝƚŝŽŶĂů merit) ŵĞƚŚŽĚƐƚŚĂƚĂĚũƵƐƚĨŽƌ&/͕ ŚĞĂůƚŚĐĂƌĞ͕ŐƌŽƵƉůŝĨĞŝŶƐƵƌĂŶĐĞĂŶĚ sZ^͘ WĞƌƐŽŶŶĞů͕dŝĞƌdǁŽ y dŚĞŐĞŶĞƌĂůĨƵŶĚŵĂŬĞƐŶŽ ĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚŝƐƉĞƌƐŽŶŶĞůƚŝĞƌ͘ WĞƌƐŽŶŶĞů͕dŝĞƌdŚƌĞĞ dŚĞŐĞŶĞƌĂůĨƵŶĚǁŝůůĨƵŶĚϭϬϬйŽĨ (100% of all costs related to PCN 1048 and 1050) ϭϯϯ͕ϬϳϮ ƚŚĞƐĞƉŽƐŝƚŝŽŶƐ͛ƉĞƌƐŽŶŶĞůĐŽƐƚƐ͘ ZŝƐŬDĂŶĂŐĞŵĞŶƚ;70/30 split) ϴϴ͕ϰϬϬ KƉĞƌĂƚŝŶŐͬWĂƌƚͲƚŝŵĞƐƚĂĨĨŝŶŐƌĞƐŽƵƌĐĞƐ ϰ͕ϱϮϬ͕ϳϱϬ dŚŝƐďĂƐĞŽƉĞƌĂƚŝŶŐĂůůŽĐĂƚŝŽŶǁŽƵůĚ ƌĞŵĂŝŶĨůĂƚƵŶůĞƐƐŽƚŚĞƌǁŝƐĞĂŐƌĞĞĚ ƵƉŽŶ͘dŚĞŐĞŶĞƌĂůĨƵŶĚǁŝůůŶŽƚ ĂĚũƵƐƚĨŽƌƉĂƌƚƚŝŵĞƉĞƌƐŽŶŶĞůĐŽƐƚƐ͘ Total $11,800,000

General Fund Contribution KŶĂŶŽŶŐŽŝŶŐďĂƐŝƐ͕ƚŚĞŽǀĞƌĂůůŐĞŶĞƌĂůĨƵŶĚĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞDĞŶƚĂů,ĞĂůƚŚĨƵŶĚǁŝůůďĞĂĚũƵƐƚĞĚ͕ƵƉŽƌ ĚŽǁŶ͕ĂŶŶƵĂůůǇďĂƐĞĚŽŶĨŽůůŽǁŝŶŐĂƐƐƵŵƉƚŝŽŶƐ͗

Full Time Personnel Tiers Tier One: ϭ͘ Description: WŽƐŝƚŝŽŶƐƚŚĂƚĂƌĞƐƵƉƉŽƌƚĞĚũŽŝŶƚůǇďǇƚŚĞDĞŶƚĂů,ĞĂůƚŚ&ƵŶĚĂŶĚƚŚĞ'ĞŶĞƌĂů&ƵŶĚ͘ Ϯ͘ Funding Model:ϯϬƉĞƌĐĞŶƚŽĨƉĞƌƐŽŶŶĞůŝŶĐƌĞĂƐĞƐŽƌĚĞĐƌĞĂƐĞƐŝŶƚŚŝƐƚŝĞƌǁŝůůďĞĐŽǀĞƌĞĚŽƌƌĞĐŽǀĞƌĞĚ ďǇƚŚĞŐĞŶĞƌĂůĨƵŶĚ͘dŚĞǇĞĂƌͲƚŽͲǇĞĂƌĐŚĂŶŐĞǁŝůůďĞĐĂůĐƵůĂƚĞĚďĂƐĞĚŽŶƚŚĞƉƌŝŽƌǇĞĂƌ͛ƐĐŽŶƚƌŝďƵƚŝŽŶŝŶ ƚŚŝƐƚŝĞƌ;ƐĞĞĐŚĂƌƚĂďŽǀĞͿ͘ ϯ͘ Position Creation:ŽƚŚƚŚĞŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐŽĂƌĚĂŶĚƚŚĞĐŽƵŶƚǇŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐŵƵƐƚ ĂƉƉƌŽǀĞ͘ Tier Two: ϭ͘ Description: WŽƐŝƚŝŽŶƐƐƵƉƉŽƌƚĞĚĨƌŽŵϭϬϬйĞǆƚĞƌŶĂůƌĞǀĞŶƵĞ͘ Ϯ͘ Funding Model:dŚĞDĞŶƚĂů,ĞĂůƚŚĨƵŶĚǁŝůůĐŽǀĞƌĂůůĐŽƐƚƐƌĞůĂƚĞĚƚŽƚŚĞƐĞƉŽƐŝƚŝŽŶƐŝŶĐůƵĚŝŶŐďƵƚŶŽƚ ůŝŵŝƚĞĚƚŽŵĞƌŝƚŝŶĐƌĞĂƐĞƐ͕ŚĞĂůƚŚĐĂƌĞĐŽƐƚƐ͕ŽƌŽƚŚĞƌĞŵƉůŽǇĞĞďĞŶĞĨŝƚƐ͘ ϯ͘ Position Creation:dŚĞŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐŽĂƌĚŵƵƐƚĂƉƉƌŽǀĞ͘

ϮϬϲϭϵϬ Tier Three: ϭ͘ Description: WŽƐŝƚŝŽŶƐƐƵƉƉŽƌƚĞĚĨƌŽŵϭϬϬйŐĞŶĞƌĂůĨƵŶĚƌĞǀĞŶƵĞ͘ Ϯ͘ Funding Model:dŚĞŐĞŶĞƌĂůĨƵŶĚǁŝůůĐŽǀĞƌĂůůĐŽƐƚƐƌĞůĂƚĞĚƚŽƚŚĞƐĞƉŽƐŝƚŝŽŶƐŝŶĐůƵĚŝŶŐďƵƚŶŽƚůŝŵŝƚĞĚ ƚŽŵĞƌŝƚŝŶĐƌĞĂƐĞƐ͕ŚĞĂůƚŚĐĂƌĞĐŽƐƚƐ͕ŽƌŽƚŚĞƌĞŵƉůŽǇĞĞďĞŶĞĨŝƚƐ͘ ϯ͘ Position Creation:dŚĞĐŽƵŶƚǇŽĂƌĚŽĨ^ƵƉĞƌǀŝƐŽƌƐŵƵƐƚĂƉƉƌŽǀĞ͘ Part time personnel: DĞŶƚĂů,ĞĂůƚŚŽƌƚŚĞŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐŽĂƌĚŵĂǇĐƌĞĂƚĞƉĂƌƚͲƚŝŵĞƉŽƐŝƚŝŽŶƐĂƚǁŝůů͘ dŚĞƌĞǁŝůůďĞŶŽŐĞŶĞƌĂůĨƵŶĚĐŽŶƚƌŝďƵƚŝŽŶƚŽƉĂƌƚͲƚŝŵĞƉĞƌƐŽŶŶĞůĐŽƐƚƐ͕ŽƚŚĞƌƚŚĂŶǁŚĂƚ͛ƐĚĞƐĐƌŝďĞĚŝŶƚŚĞĐŚĂƌƚ ĂďŽǀĞ͕ƵŶůĞƐƐŽƚŚĞƌǁŝƐĞŶĞŐŽƚŝĂƚĞĚĂŶĚĚŽĐƵŵĞŶƚĞĚĂƐĂŶĂŵĞŶĚŵĞŶƚƚŽƚŚŝƐĂŐƌĞĞŵĞŶƚ͘ dŚĞďƵĚŐĞƚĂŶĂůǇƐƚĂŶĚƚŚĞŵĞŶƚĂůŚĞĂůƚŚĐŽŶƚƌŽůůĞƌǁŝůůŬĞĞƉĂƐŚĂƌĞĚƉŽƐŝƚŝŽŶůŝƐƚŝŶŐƚŚĂƚĚĞƚĂŝůƐŝŶĨŽƌŵĂƚŝŽŶ ŽŶǁŚĞŶƉŽƐŝƚŝŽŶƐǁĞƌĞĐƌĞĂƚĞĚĂŶĚƵŶĚĞƌǁŚĂƚĂƐƐƵŵƉƚŝŽŶƐ͘ůůŶĞǁƉŽƐŝƚŝŽŶƐŵƵƐƚďĞĐƌĞĂƚĞĚŝŶĐŽŵƉůŝĂŶĐĞ ǁŝƚŚ,ZƉŽůŝĐĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐ͘

Risk Management Costs ZŝƐŬDĂŶĂŐĞŵĞŶƚĐŽƐƚƐǁŝůůďĞƐƉůŝƚĂŶŶƵĂůůǇǁŝƚŚϯϬйƉĂŝĚďǇƚŚĞ'ĞŶĞƌĂů&ƵŶĚĂŶĚϳϬйƉĂŝĚďǇƚŚĞDĞŶƚĂů ,ĞĂůƚŚ&ƵŶĚ͘ Operating Costs dŚĞŐĞŶĞƌĂůĨƵŶĚ͛ƐĐŽŶƚƌŝďƵƚŝŽŶƚŽƚŚĞŵĞŶƚĂůŚĞĂůƚŚĨƵŶĚĨŽƌŽƉĞƌĂƚŝŶŐĂĐƚŝǀŝƚŝĞƐ;ŽƌƉĂƌƚƚŝŵĞƐƚĂĨĨŝŶŐͿǁŝůů ƌĞŵĂŝŶĨůĂƚĂƚΨϰ͕ϱϮϬ͕ϳϱϬƵŶůĞƐƐŽƚŚĞƌǁŝƐĞŶĞŐŽƚŝĂƚĞĚĂŶĚĚŽĐƵŵĞŶƚĞĚĂƐĂŶĂŵĞŶĚŵĞŶƚƚŽƚŚŝƐĂŐƌĞĞŵĞŶƚ͘

Fund Balance dŚĞƐƉĞĐŝĂůƌĞǀĞŶƵĞĨƵŶĚǁŝůůďĞŐŝŶ&zϭϴǁŝƚŚĂƐƚĂƌƚŝŶŐĨƵŶĚďĂůĂŶĐĞŽĨΨϮ͕ϳϲϯ͕ϴϮϭ͘ϯϭ͘dŚŝƐĞŶĐŽŵƉĂƐƐĞƐĂůů ĞǆŝƐƚŝŶŐŐĞŶĞƌĂůĨƵŶĚƌĞƐĞƌǀĞƐƚŚĂƚŚĂǀĞďĞĞŶĚĞƐŝŐŶĂƚĞĚĨŽƌDĞŶƚĂů,ĞĂůƚŚ͘dŚĞĨƵŶĚďĂůĂŶĐĞƉŽůŝĐǇŝƐĚĞƐĐƌŝďĞĚ ďĞůŽǁ͗ Fund Balance Policy FY18 Example 'ŽĂů ϰϱĚĂǇƐ 4,851,826 DĂǆŝŵƵŵ ϵϬĚĂǇƐ ϵ͕ϳϬϯ͕ϲϱϮ Fund Balance Policy &zϭϴǆĂŵƉůĞ 'ŽĂů ϰϱĚĂǇƐ ϰ͕ϴϱϭ͕ϴϮϲ DĂǆŝŵƵŵ ϵϬĚĂǇƐ ϵ͕ϳϬϯ͕ϲϱϮ Fund Balance Policy ƚǇĞĂƌĞŶĚ͕ƚŚĞĨƵŶĚďĂůĂŶĐĞŐŽĂůǁŽƵůĚďĞƚŽƌĞƐĞƌǀĞĂŶĂŵŽƵŶƚĞƋƵĂůƚŽϰϱĚĂǇƐ͛ǁŽƌƚŚŽĨƚŚĞŶĞǆƚĨŝƐĐĂů ǇĞĂƌ͛ƐƚŽƚĂůďƵĚŐĞƚ͘dŚŝƐǁŽƵůĚĂĐĐŽƵŶƚĨŽƌĂŶǇůĂŐƚŝŵĞďĞƚǁĞĞŶƚŚĞďŝůůŝŶŐĂŶĚƌĞĐĞŝƉƚŽĨĞǆƚĞƌŶĂůƌĞǀĞŶƵĞƐ͘

^ŚŽƵůĚĨƵŶĚďĂůĂŶĐĞĞǆĐĞĞĚϵϬĚĂǇƐ͛ǁŽƌƚŚŽĨƚŚĞŶĞǆƚĨŝƐĐĂůǇĞĂƌ͛ƐƚŽƚĂůďƵĚŐĞƚ͕ƚŚĞŐĞŶĞƌĂůĨƵŶĚĐŽŶƚƌŝďƵƚŝŽŶ ƚŽƚŚĞĨƵŶĚĨŽƌƚŚĞŶĞǆƚĨŝƐĐĂůǇĞĂƌĐŽƵůĚďĞĂĚũƵƐƚĞĚĚŽǁŶǁĂƌĚƚŽƚŚĞƉŽŝŶƚƚŚĂƚƚŚĞƉƌŽũĞĐƚĞĚĨƵŶĚďĂůĂŶĐĞǁŝůů ďĞůĞƐƐƚŚĂŶϵϬĚĂǇƐ͛ǁŽƌƚŚŽĨƚŚĞŶĞǆƚĨŝƐĐĂůǇĞĂƌ͛ƐƚŽƚĂůďƵĚŐĞƚ͕ŽƌĂŶĂŐƌĞĞŵĞŶƚŵĂǇďĞŵĂĚĞďĞƚǁĞĞŶďŽƚŚ ƉĂƌƚŝĞƐƚŽƵƚŝůŝǌĞƚŚĞĞǆĐĞƐƐĨƵŶĚďĂůĂŶĐĞĨŽƌĂŵƵƚƵĂůůǇĂŐƌĞĞĂďůĞƉƵƌƉŽƐĞ͘

/ƚŝƐƵŶĚĞƌƐƚŽŽĚƚŚĂƚŝƚŵĂǇƚĂŬĞƐĞǀĞƌĂůǇĞĂƌƐĨŽƌƚŚĞŐŽĂůĨƵŶĚďĂůĂŶĐĞƚŽďĞĂĐŚŝĞǀĞĚ͘

ϮϬϳϭϵϭ Budget Cycle dŚĞďƵĚŐĞƚĐǇĐůĞĨŽƌĨŝƐĐĂůƉůĂŶŶŝŶŐ͕ďŽƚŚĐĂƉŝƚĂůĂŶĚŽƉĞƌĂƚŝŶŐ͕ǁŝůůƌĞŵĂŝŶŝŶůŝŶĞǁŝƚŚƚŚĞƉƌŽĐĞĚƵƌĞƐĨŽƌƚŚĞ ŐĞŶĞƌĂůĨƵŶĚ͘ŶǇƌĞƋƵĞƐƚƐĨŽƌĂĚũƵƐƚŵĞŶƚƐƚŽƚŚĞŐĞŶĞƌĂůĨƵŶĚĐŽŶƚƌŝďƵƚŝŽŶĂƌĞƌĞƋƵŝƌĞĚƚŽďĞĐŽŶƐŝĚĞƌĞĚĂƐĂ ƉĂƌƚŽĨƚŚĞďƵĚŐĞƚƉƌŽĐĞƐƐ͘ Capital Projects ZĞƋƵĞƐƚƐĨŽƌĐĂƉŝƚĂůƉƌŽũĞĐƚƐ͕ŝŶĐůƵĚŝŶŐƚĞĐŚŶŽůŽŐǇŝŵƉƌŽǀĞŵĞŶƚƐ͕ǁŝůůďĞĂĐĐĞƉƚĞĚĚƵƌŝŶŐƚŚĞŶŽƌŵĂůĐĂƉŝƚĂů ƉůĂŶŶŝŶŐƉƌŽĐĞƐƐ͕ĂŶĚǁŝůůďĞĐŽŶƐŝĚĞƌĞĚŽŶĂĐĂƐĞͲďǇͲĐĂƐĞďĂƐŝƐ͘dŚĞŵĞŶƚĂůŚĞĂůƚŚĨƵŶĚǁŝůůŶŽƚďĞĞǆƉĞĐƚĞĚƚŽ ĐŽǀĞƌƚŚĞĨƵůůĐŽƐƚŽĨŝŵƉƌŽǀĞŵĞŶƚƐŽƌĐŽŶƐƚƌƵĐƚŝŽŶ͕ďƵƚǁŽƵůĚďĞĞǆƉĞĐƚĞĚƚŽĐŽŶƚƌŝďƵƚĞƐŽŵĞůĞǀĞůŽĨĨƵŶĚŝŶŐ ƚŽǁĂƌĚƐƚŚĞƉƌŽũĞĐƚĞŝƚŚĞƌƚŚƌŽƵŐŚĂůƵŵƉƐƵŵƉĂǇŵĞŶƚŽƌǀŝĂĐŽŶƚƌŝďƵƚŝŽŶƚŽͬĂƐƐƵŵƉƚŝŽŶŽĨĚĞďƚƐĞƌǀŝĐĞ ƉĂǇŵĞŶƚƐ͘

Facility Maintenance ƐƚŚĞƵƐĞƌŽĨĂĐŽƵŶƚǇͲŽǁŶĞĚĨĂĐŝůŝƚǇ͕ƚŚĞĚĞƉĂƌƚŵĞŶƚŽĨ'ĞŶĞƌĂů^ĞƌǀŝĐĞƐǁŝůůĐŽǀĞƌŐĞŶĞƌĂůĨĂĐŝůŝƚǇ ŵĂŝŶƚĞŶĂŶĐĞĐŽƐƚƐ͘^ŚŽƵůĚĂŶǇŵĂũŽƌŵĂŝŶƚĞŶĂŶĐĞůĂƌŐĞĞŶŽƵŐŚƚŽďĞĐŽŶƐŝĚĞƌĞĚĂƐƚĂŶĚͲĂůŽŶĞĐĂƉŝƚĂůƉƌŽũĞĐƚ ĞŵĞƌŐĞ;ŝ͘Ğ͘,sƌĞƉůĂĐĞŵĞŶƚͿ͕ƚŚĞŶƚŚĞĐŽƵŶƚǇǁŽƵůĚĂƉƉƌŽĂĐŚDĞŶƚĂů,ĞĂůƚŚƚŽĚŝƐĐƵƐƐƐŽŵĞĐŽŶƚƌŝďƵƚŝŽŶ ƚŽƚŚĞƚŽƚĂůƉƌŽũĞĐƚĐŽƐƚ͘ Miscellaneous 'ƌĂŶƚƐƚŚĂƚĐƵƌƌĞŶƚůǇƌĞƐŝĚĞŝŶƚŚĞŐƌĂŶƚƐĨƵŶĚ;WĂƌƚ͕&ĂŵŝůŝĞƐ&ŝƌƐƚͿ͕ĂŶĚĂŶǇĨƵƚƵƌĞŐƌĂŶƚƐ͕ǁŝůůƌĞŵĂŝŶŝŶƚŚĞ ŐƌĂŶƚƐĨƵŶĚ͘ Existing Debt Repayment DĞŶƚĂů,ĞĂůƚŚǁŝůůĐŽŶƚŝŶƵĞƚŽƌĞƉĂǇƚŚĞŐĞŶĞƌĂůĨƵŶĚĨŽƌĚĞďƚƐĞƌǀŝĐĞŽŶƚŚĞ'ĂůůŽǁĂǇWůĂĐĞ/&ƚŚƌŽƵŐŚ&zϮϬϯϱ ƉĞƌƚŚĞĂŐƌĞĞĚƵƉŽŶƌĞƉĂǇŵĞŶƚƐĐŚĞĚƵůĞďĞůŽǁ;ŽƌƚŚĂƚƐĞƚĂŵŽƵŶƚĐĂŶďĞĚĞĚƵĐƚĞĚĨƌŽŵƚŚĞŐĞŶĞƌĂůĨƵŶĚ ƚƌĂŶƐĨĞƌŝŶĞĂĐŚǇĞĂƌͿ͗ zZ&zϮϬϭϴ Ϯϲϲ͕ϰϮϱ zZ&zϮϬϭϵ Ϯϲϭ͕Ϯϱϴ zZ&zϮϬϮϬ Ϯϱϲ͕ϬϵϬ zZ&zϮϬϮϭ ϮϱϬ͕ϵϮϮ zZ&zϮϬϮϮ Ϯϰϱ͕ϳϱϱ zZ&zϮϬϮϯ ϮϰϬ͕ϱϴϳ zZ&zϮϬϮϰ Ϯϯϱ͕ϰϮϬ zZ&zϮϬϮϱ ϮϯϬ͕ϮϱϮ zZ&zϮϬϮϲ ϮϮϱ͕Ϭϴϱ zZ&zϮϬϮϳ Ϯϭϵ͕ϵϭϳ zZ&zϮϬϮϴ Ϯϭϰ͕ϳϰϵ zZ&zϮϬϮϵ ϮϬϵ͕ϱϴϮ zZ&zϮϬϯϬ ϮϬϰ͕ϰϭϰ zZ&zϮϬϯϭ ϭϵϵ͕Ϯϰϳ zZ&zϮϬϯϮ ϭϵϰ͕Ϭϳϵ zZ&zϮϬϯϯ ϭϴϴ͕ϵϭϭ zZ&zϮϬϯϰ ϭϴϯ͕ϳϰϰ zZ&zϮϬϯϱ ϭϳϴ͕ϱϳϲ

ϮϬϴϭϵϮ DĞŶƚĂů,ĞĂůƚŚǁŝůůĐŽŶƚŝŶƵĞƚŽƌĞƉĂǇƚŚĞŐĞŶĞƌĂůĨƵŶĚƐƚĂƌƚͲƵƉĐŽƐƚƐƌĞůĂƚĞĚƚŽƚŚĞ'ĂůůŽǁĂǇWůĂĐĞ/&ƚŚƌŽƵŐŚ &zϮϬϮϮƉĞƌƚŚĞĂŐƌĞĞĚƵƉŽŶƌĞƉĂǇŵĞŶƚƐĐŚĞĚƵůĞďĞůŽǁ;ŽƌƚŚĂƚƐĞƚĂŵŽƵŶƚĐĂŶďĞĚĞĚƵĐƚĞĚĨƌŽŵƚŚĞŐĞŶĞƌĂů ĨƵŶĚƚƌĂŶƐĨĞƌŝŶĞĂĐŚǇĞĂƌͿ͗ zZ&zϮϬϭϴ ϯϱϰ͕Ϭϰϯ zZ&zϮϬϭϵ ϯϰϴ͕ϴϳϱ zZ&zϮϬϮϬ ϯϰϯ͕ϳϬϴ zZ&zϮϬϮϭ ϮϱϬ͕ϵϮϮ zZ&zϮϬϮϮ Ϯϰϱ͕ϳϱϱ DĞŶƚĂů,ĞĂůƚŚǁŝůůĐŽŶƚŝŶƵĞƚŽƌĞƉĂǇƚŚĞŐĞŶĞƌĂůĨƵŶĚĨŽƌĚĞďƚƐĞƌǀŝĐĞŽŶƚŚĞŚĞƐƚĞƌ,ŽƵƐĞƚŚƌŽƵŐŚ&zϮϬϮϱ;Žƌ ƚŚĂƚƐĞƚĂŵŽƵŶƚĐĂŶďĞĚĞĚƵĐƚĞĚĨƌŽŵƚŚĞŐĞŶĞƌĂůĨƵŶĚƚƌĂŶƐĨĞƌŝŶĞĂĐŚǇĞĂƌͿ͗ zZ&zϮϬϭϴ ϵϮ͕ϴϯϳ͘ϰϯ zZ&zϮϬϭϵ ϴϵ͕ϵϬϵ͘ϱϴ zZ&zϮϬϮϬ ϴϲ͕ϳϱϰ͘ϱϭ zZ&zϮϬϮϭ ϴϯ͕ϴϲϳ͘ϲϯ zZ&zϮϬϮϮ ϴϬ͕ϳϵϴ͘Ϯϯ zZ&zϮϬϮϯ ϲϰ͕ϲϮϰ͘Ϯϴ zZ&zϮϬϮϰ ϰϵ͕Ϭϯϴ͘ϴϴ zZ&zϮϬϮϱ ϭϬ͕ϯϯϰ͘ϲϰ

ϮϬϵϭϵϯ TransformingVirginiatoaStronger, MoreAccountableBehavioralHealthSystem DBHDSModelProposalforthePathForward :ƵůǇϭϵ͕ϮϬϭϲ

&ƌĂŵŝŶŐ&ĂĐƚŽƌƐƚŽhŶĚĞƌƐƚĂŶĚŝŶŐsŝƌŐŝŶŝĂ͛Ɛ,^ǇƐƚĞŵ

MajorMentalHealthRecommendationfor70Years(since1949):sŝƌŐŝŶŝĂŶĞĞĚƐƚŽ ĞǆƉĂŶĚĐĂƉĂĐŝƚǇƚŽƐĞƌǀĞŝŶĚŝǀŝĚƵĂůƐŝŶƚŚĞŝƌŽǁŶĐŽŵŵƵŶŝƚŝĞƐǁŝƚŚĐŽŽƌĚŝŶĂƚĞĚ ďĞŚĂǀŝŽƌĂůŚĞĂůƚŚƉƌŽŐƌĂŵƐĂŶĚƐƵƉƉŽƌƚƐ͘ ConsiderablyVariedServices/AccessBasedonLocality:^ƐĂƌĞŽĨŝŶĐŽŶƐŝƐƚĞŶƚƐŝǌĞ͕ ŐĞŽŐƌĂƉŚǇ͕ůŽĐĂůĨƵŶĚŝŶŐ͕ƉĂǇŽƌ ŵŝǆ͕ůŽĐĂůƉƌŝŽƌŝƚŝĞƐ͕ĞƚĐ͘ Uninsured:ϱϬйŽĨƚŚŽƐĞƐĞƌǀĞĚďǇ^ƐŚĂǀĞŶŽƉĂǇŽƌ ;ƉƌŝǀĂƚĞŝŶƐƵƌĂŶĐĞ͕DĞĚŝĐĂƌĞ͕ DĞĚŝĐĂŝĚͿ͘ UtilizationofStateHospitals͗^ƚĂƚĞŚŽƐƉŝƚĂůƐĂƌĞ͞ŶŽĐŽƐƚ͟ŽƉƚŝŽŶƐĨŽƌ^Ɛ͕ũĂŝůƐ͕ ĂŶĚD^;ĂĚƵůƚƐͿ͘ FederalRequirements:KůŵƐƚĞĂĚͬƌĞƋƵŝƌŝŶŐŝŶƚĞŐƌĂƚĞĚƐĞƌǀŝĐĞƐ͘ MajorHealthSystemReform:DŽǀŝŶŐƚŽŽƵƚĐŽŵĞƐͲďĂƐĞĚƉĂǇŵĞŶƚ͕ĨŽĐƵƐŽŶůŽǁĞƌ ĐŽƐƚ͕ƉƌĞǀĞŶƚĂƚŝǀĞĐĂƌĞƚŽĚĞĐƌĞĂƐĞZǀŝƐŝƚƐĂŶĚŚŽƐƉŝƚĂůŝǌĂƚŝŽŶƐ͘ Disparities:WŽƉƵůĂƚŝŽŶŚĞĂůƚŚ͕ŚĞĂůƚŚŽƉƉŽƌƚƵŶŝƚŝĞƐ͕ĂŶĚŚĞĂůƚŚŽƵƚĐŽŵĞƐĂƌĞ ĚŝƐƉĂƌĂƚĞĂĐƌŽƐƐƚŚĞƐƚĂƚĞ͘ SystemofPieces:^ƚĂƚĞŽƉĞƌĂƚĞĚŚŽƐƉŝƚĂůƐ͕ůŽĐĂůůǇŐŽǀĞƌŶĞĚ^ƐǁŝƚŚƉĞƌĨŽƌŵĂŶĐĞ ĐŽŶƚƌĂĐƚƐǁŝƚŚƐƚĂƚĞĂŶĚŵƵůƚŝƉůĞĨƵŶĚŝŶŐƐƚƌĞĂŵƐ͕ĂŶĚƉƌŝǀĂƚĞƉƌŽǀŝĚĞƌƐůŝĐĞŶƐĞĚďǇ ,^;ĐŽŵŵƵŶŝƚǇͿ͕s,;ŚŽƐƉŝƚĂůƐͿ͕ĂŶĚ,W;ŝŶĚŝǀŝĚƵĂůƉƌĂĐƚŝƚŝŽŶĞƌƐͿ

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ϭϵϰ ^ǇƐƚĞŵŽĨWŝĞĐĞƐ

SystemofPieces CrisisFocus Welcome to ϰϬ^Ɛͬϭ͕ϵϮϳ ϯϬйŚĂǀĞĐƌŝƐŝƐ Behavioral Health ůŽĐĂƚŝŽŶƐ ƐĞƌǀŝĐĞƐ Crisis Wellness in Virginia ϲϯϭ ƉƌŝǀĂƚĞ Focus ƉƌŽǀŝĚĞƌƐͬϰ͕ϭϯϭ ůŽĐĂƚŝŽŶƐ

Primary CSB Care ADA/ Variability Olmstead 50%Have NoPayor Funding Alignment CSBVariability &ƵŶĚŝŶŐĂŵŽƵŶƚ ĂŶĚƚǇƉĞ Funding NationalBurden&Costs WŽƉƵůĂƚŝŽŶ System Ϯϱй'& ΨϮϳϬďŝůůŝŽŶŽĨŝŶĚŝƌĞĐƚ ĚĞŵŽŐƌĂƉŚŝĐƐ ofPieces Ϯϯй>ŽĐĂů ĐŽƐƚƐ WƌĞǀĂůĞŶĐĞĂŶĚ ϰϬйDĞĚŝĐĂŝĚ ΨϮϯϵďŝůůŝŽŶŝŶĚŝƌĞĐƚĐŽƐƚƐ ƉĞŶĞƚƌĂƚŝŽŶ Burdenand ϱϬй^ĐůŝĞŶƚƐ ƌĂƚĞƐ Costof ĂƌĞƵŶĐŽǀĞƌĞĚ ^ĞƌǀŝĐĞĂƌƌĂǇ BHCare

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tŚĂƚsŝƌŐŝŶŝĂDƵƐƚ^ŽůǀĞ

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KǀĞƌƌĞůŝĂŶĐĞŽŶĐŽƐƚůǇŝŶƐƚŝƚƵƚŝŽŶĂůĐĂƌĞ QUALITY ŽŶƐŝƐƚĞŶƚŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨďĞƐƚƉƌĂĐƚŝĐĞƐ DĞĞƚŝŶŐKůŵƐƚĞĂĚͬͲ ZĞƋƵŝƌŝŶŐŝŶƚĞŐƌĂƚĞĚƐĞƌǀŝĐĞƐ

^ƐĞƌǀŝĐĞƐǀĂƌǇĐŽŶƐŝĚĞƌĂďůǇĂĐƌŽƐƐsŝƌŐŝŶŝĂ CONSISTENCY ^ŝǌĞ͕ŐĞŽŐƌĂƉŚǇ͕ůŽĐĂůĨƵŶĚŝŶŐ͕ƌĞŝŵďƵƌƐĞŵĞŶƚĚŝƐƉĂƌŝƚŝĞƐ͕ ůŽĐĂůƉƌŝŽƌŝƚŝĞƐ͕ĞƚĐ͘

KƵƚĚĂƚĞĚĚĂƚĂŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚƌĞƉŽƌƚŝŶŐ ACCOUNTABILITY sĂƌŝĂŶĐĞƐŝŶŐŽǀĞƌŶĂŶĐĞ͕ƌĞůĂƚĞĚƚŽĨƵŶĚŝŶŐƐƚƌĞĂŵƐ YƵĂůŝƚǇͬWĞƌĨŽƌŵĂŶĐĞͬŶŐĂŐĞŵĞŶƚ

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ϭϵϱ dŚĞtĂǇ&ŽƌǁĂƌĚ͗dƌĂŶƐĨŽƌŵĂƚŝŽŶdĞĂŵƐ

dƌĂŶƐĨŽƌŵĂƚŝŽŶdĞĂŵƐ͗ĨƵůůͲƐĐĂůĞƚƌĂŶƐĨŽƌŵĂƚŝŽŶĞĨĨŽƌƚ ǁŝƚŚƐǇƐƚĞŵƐƚĂŬĞŚŽůĚĞƌƐ͕ŝŶĐůƵĚŝŶŐƐƚĂƚĞĂŐĞŶĐǇƉĂƌƚŶĞƌƐ͕ ^Ɛ͕ƉƌŝǀĂƚĞƉƌŽǀŝĚĞƌƐ͕ĂĚǀŽĐĂƚĞƐ͕ŝŶĚŝǀŝĚƵĂůƐƌĞĐĞŝǀŝŶŐ ƐĞƌǀŝĐĞƐĂŶĚĨĂŵŝůǇŵĞŵďĞƌƐ͘

¾ ŚŝůĚĂŶĚĚŽůĞƐĐĞŶƚĞŚĂǀŝŽƌĂů,ĞĂůƚŚ^ĞƌǀŝĐĞƐ ¾ ĚƵůƚĞŚĂǀŝŽƌĂů,ĞĂůƚŚ^ĞƌǀŝĐĞƐ ¾ :ƵƐƚŝĐĞ/ŶǀŽůǀĞĚ^ĞƌǀŝĐĞƐ ¾ ĞǀĞůŽƉŵĞŶƚĂů^ĞƌǀŝĐĞƐ

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CertifiedCommunityBehavioralHealthClinics

¾ ŽŵƉƌĞŚĞŶƐŝǀĞZĂŶŐĞŽĨDĞŶƚĂů,ĞĂůƚŚĂŶĚ^ƵďƐƚĂŶĐĞhƐĞŝƐŽƌĚĞƌ ^ĞƌǀŝĐĞƐ;ϵƌĞƋƵŝƌĞĚƉůƵƐĂƌĞŽŽƌĚŝŶĂƚŝŽŶͿ hŶĚĞƌƐĞƌǀĞĚĂŶĚ^ƉĞĐŝĂůWŽƉƵůĂƚŝŽŶƐWƌŝŽƌŝƚŝǌĞĚ YƵĂůŝƚǇZĞƉŽƌƚŝŶŐ WƌŽƐƉĞĐƚŝǀĞWĂǇŵĞŶƚ^ǇƐƚĞŵ;ƌĞƋƵŝƌĞƐĐŽƐƚƌĞƉŽƌƚƐ͕ŝŶĐĞŶƚŝǀŝǌĞƐ ƋƵĂůŝƚǇͿ ^ƚĂƚĞĞƌƚŝĨŝĐĂƚŝŽŶ ¾ dǁŽWŚĂƐĞ'ƌĂŶƚƉƌŽĐĞƐƐ͗WŚĂƐĞ/ͲWůĂŶŶŝŶŐ͕WŚĂƐĞ//Ͳ ĞŵŽŶƐƚƌĂƚŝŽŶ ¾ sŝƌŐŝŶŝĂƌĞĐĞŝǀĞĚĂWŚĂƐĞ/WůĂŶŶŝŶŐ'ƌĂŶƚŝŶϮϬϭϱ͕ĂŶĚďƌĂŶĚĞĚŽƵƌ ŵŽĚĞůĂƐ^ǇƐƚĞŵdƌĂŶƐĨŽƌŵĂƚŝŽŶ͕ǆĐĞůůĞŶĐĞ͕ĂŶĚWĞƌĨŽƌŵĂŶĐĞŝŶ sŝƌŐŝŶŝĂŽƌ^dWͲs Access,Quality,Consistency,Accountability

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ϭϵϲ ZKDDEd/KEd,D^ϮϬϭϱͲϮϬϭϲ

9 &ŽƌŵĂůŝǌĞĂŶĚĨƵŶĚĐŽƌĞƐĞƌǀŝĐĞƐĂŶĚƐƵƉƉŽƌƚƐĂĐƌŽƐƐĂ 9 ZĞĚƵĐĞĨƌĂŐŵĞŶƚĂƚŝŽŶŽĨƐĞƌǀŝĐĞƐ ĐŽŶƚŝŶƵƵŵŽĨĐĂƌĞ͘ 9 ZĞƋƵŝƌĞƌĞŝŵďƵƌƐĞŵĞŶƚĨŽƌĐĂƐĞŵĂŶĂŐĞŵĞŶƚƐĞƌǀŝĐĞƐ ĞǀĞůŽƉĂŶĚĐŽŶĚƵĐƚĐƵƐƚŽŵŝǌĞĚƚƌĂŝŶŝŶŐƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐ ǁŚŽŝŶƚĞƌĂĐƚǁŝƚŚƉŽƉƵůĂƚŝŽŶƐʹ ŵƉůŽǇĞƌƐ͕^ĐŚŽŽůƐ͕:ĂŝůƐ

9 ^ƚƌĞŶŐƚŚĞŶƚŚĞĐŽŵŵƵŶŝƚǇͲďĂƐĞĚƐǇƐƚĞŵŽĨƐĞƌǀŝĐĞƐĂŶĚ 9 ƐƐƵƌĞĂĐĐĞƐƐƚŽŶĞĞĚĞĚƐĞƌǀŝĐĞƐ ƐƵƉƉŽƌƚƐƐƚĂƚĞǁŝĚĞ 9 ^ƚĂŶĚĂƌĚŝǌĞƋƵĂůŝƚǇŽĨĐĂƌĞĞǆƉĞĐƚĂƚŝŽŶƐƐƚĂƚĞǁŝĚĞ 9 /ŵƉƌŽǀĞƋƵĂůŝƚǇŽĨƐĞƌǀŝĐĞƐ

9 ůŝŐŶĂŶĚŵĂǆŝŵŝǌĞĞĨĨĞĐƚŝǀĞŶĞƐƐŽĨĂǀĂŝůĂďůĞĨƵŶĚŝŶŐ hƚŝůŝǌĂƚŝŽŶŽĨŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞŽĂƌĚƐ;^ƐͿĂƐƚŚĞ ƐƚƌĞĂŵƐ ĐĞŶƚƌĂůŝǌĞĚĐŽŽƌĚŝŶĂƚŽƌĨŽƌƐƵƉƉŽƌƚƐĂŶĚƐĞƌǀŝĐĞƐ 9 ,ĂƌŶĞƐƐƚŚĞƉŽǁĞƌŽĨĚĂƚĂĂĐƌŽƐƐĂŐĞŶĐŝĞƐŝŶƚŚĞ 9 ŽŶƐŝƐƚĞŶƚƉƉůŝĐĂƚŝŽŶŽĨ&ƵŶĚŝŶŐĂŶĚ^ƚĂŶĚĂƌĚƐŽĨĂƌĞ ^ĞĐƌĞƚĂƌŝĂƚƚŽƵƚŝůŝǌĞĂŶĚŝŵƉƌŽǀĞŚĞĂůƚŚŽƵƚĐŽŵĞƐ ĂĐƌŽƐƐĂůů^Ɛ 9 /ŶƚĞŐƌĂƚĞďĞŚĂǀŝŽƌĂůŚĞĂůƚŚǁŝƚŚƉŚǇƐŝĐĂůŚĞĂůƚŚĂŶĚ 9 ŽůƐƚĞƌŝŶŐŽĨƚŚĞǁŽƌŬĨŽƌĐĞƐǁŝƚŚůŝĐĞŶƐĞĚƉƌŽĨĞƐƐŝŽŶĂůƐ ƐŽĐŝĂůƐĞƌǀŝĐĞƐ ĂŶĚĂŶĐŝůůĂƌǇƉƌŽǀŝĚĞƌƐ 9 ^ƚƌĞŶŐƚŚĞŶƚŚĞǁŽƌŬĨŽƌĐĞƚŽĞŶƐƵƌĞĂĐĐĞƐƐƚŽƐĞƌǀŝĐĞƐ 9 /ŵƉƌŽǀĞĚĂƚĂƐǇƐƚĞŵƐƚŽŵĞĂƐƵƌĞŬĞǇƉĞƌĨŽƌŵĂŶĐĞ ŝŶĚŝĐĂƚŽƌƐ͕ƚƌĂĐŬƉĂƚŝĞŶƚƉƌŽŐƌĞƐƐ͕ĂŶĚĚĞƚĞƌŵŝŶĞĂǀĂŝůĂďŝůŝƚǇ ŽĨĐŽŵŵƵŶŝƚǇĂŶĚŝŶƉĂƚŝĞŶƚƌĞƐŽƵƌĐĞƐƚŚƌŽƵŐŚŽƵƚƚŚĞ ŽŵŵŽŶǁĞĂůƚŚ

9 WƌŽŵŽƚĞƚŚƌŽƵŐŚƉŽůŝĐǇĂŶĚƌĞŝŵďƵƌƐĞŵĞŶƚĂƉĞƌƐŽŶͲ ĐĞŶƚĞƌĞĚĂƉƉƌŽĂĐŚƚŽĐĂƌĞ͘ 9сůŝŐŶŵĞŶƚ ǁŝƚŚ^D,^ ,ŵŽĚĞů

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ϵ;ƉůƵƐϭͿŽŵƉŽŶĞŶƚƐŽĨǆĐĞůůĞŶĐĞ

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KƵƚƉĂƚŝĞŶƚŵĞŶƚĂů ĂƌĞĨŽƌŵĞŵďĞƌƐ ŚĞĂůƚŚĂŶĚ ŽĨƚŚĞƌŵĞĚ ƐƵďƐƚĂŶĐĞĂďƵƐĞ &ŽƌĐĞƐĂŶĚǀĞƚĞƌĂŶƐ ƐĞƌǀŝĐĞƐ

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^ĐƌĞĞŶŝŶŐ͕ WƐǇĐŚŝĂƚƌŝĐ ĂƐƐĞƐƐŵĞŶƚĂŶĚ ZĞŚĂďŝůŝƚĂƚŝŽŶ ĚŝĂŐŶŽƐŝƐ ^ĞƌǀŝĐĞƐ ;ŝŶĐůƵĚŝŶŐƌŝƐŬ ĂƐƐĞƐƐŵĞŶƚͿ

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ϭϵϳ ZĞƋƵŝƌĞĚYƵĂůŝƚǇDĞĂƐƵƌĞƐĨŽƌ,ĞƌƚŝĨŝĐĂƚŝŽŶ

ηĂŶĚйŽĨŶĞǁĐŽŶƐƵŵĞƌƐǁŝƚŚŝŶŝƚŝĂůĞǀĂůƵĂƚŝŽŶ DĞĂŶŶƵŵďĞƌŽĨĚĂǇƐďĞĨŽƌĞƚŚĞƉĞƌƐŽŶͲ ƉƌŽǀŝĚĞĚǁŝƚŚŝŶϭϬďƵƐŝŶĞƐƐĚĂǇƐĂŶĚŵĞĂŶ ĐĞŶƚĞƌĞĚĂŶĚĨĂŵŝůǇͲĐĞŶƚĞƌĞĚĚŝĂŐŶŽƐƚŝĐĂŶĚ ŶƵŵďĞƌŽĨĚĂǇƐƵŶƚŝůŝŶŝƚŝĂůĞǀĂůƵĂƚŝŽŶĨŽƌŶĞǁ ƚƌĞĂƚŵĞŶƚƉůĂŶŶŝŶŐĞǀĂůƵĂƚŝŽŶŝƐƉĞƌĨŽƌŵĞĚĨŽƌ ĐŽŶƐƵŵĞƌƐ ŶĞǁĐŽŶƐƵŵĞƌƐ

WƌĞǀĞŶƚŝǀĞĐĂƌĞĂŶĚƐĐƌĞĞŶŝŶŐ͗ƵŶŚĞĂůƚŚǇĂůĐŽŚŽů WƌĞǀĞŶƚŝǀĞĐĂƌĞĂŶĚƐĐƌĞĞŶŝŶŐ͗ƚŽďĂĐĐŽƵƐĞ͕ ƵƐĞ͕ƐĐƌĞĞŶŝŶŐĂŶĚďƌŝĞĨĐŽƵŶƐĞůŝŶŐ ƐĐƌĞĞŶŝŶŐĂŶĚĐĞƐƐĂƚŝŽŶŝŶƚĞƌǀĞŶƚŝŽŶ

ηĂŶĚйŽĨĐŽŶƐƵŵĞƌƐƌĞƋƵĞƐƚŝŶŐƐĞƌǀŝĐĞƐǁŚŽ /ŶŝƚŝĂƚŝŽŶĂŶĚĞŶŐĂŐĞŵĞŶƚŽĨĂůĐŽŚŽůĂŶĚŽƚŚĞƌ ǁĞƌĞĚĞƚĞƌŵŝŶĞĚƚŽŶĞĞĚƌŽƵƚŝŶĞĐĂƌĞ ĚƌƵŐĚĞƉĞŶĚĞŶĐĞƚƌĞĂƚŵĞŶƚ

EƵŵďĞƌŽĨƐƵŝĐŝĚĞĚĞĂƚŚƐďǇĐŽŶƐƵŵĞƌƐĞŶŐĂŐĞĚ ŚŝůĚĂŶĚĂĚŽůĞƐĐĞŶƚŵĂũŽƌĚĞƉƌĞƐƐŝǀĞĚŝƐŽƌĚĞƌ ŝŶ,ƚƌĞĂƚŵĞŶƚ ;DͿƐƵŝĐŝĚĞƌŝƐŬĂƐƐĞƐƐŵĞŶƚ

ŽĐƵŵĞŶƚĂƚŝŽŶŽĨĐƵƌƌĞŶƚŵĞĚŝĐĂƚŝŽŶƐŝŶƚŚĞ ĚƵůƚD^ƵŝĐŝĚĞƌŝƐŬĂƐƐĞƐƐŵĞŶƚ ŵĞĚŝĐĂůƌĞĐŽƌĚ

WƌĞǀĞŶƚŝǀĞĐĂƌĞĂŶĚƐĐƌĞĞŶŝŶŐ͗ĂĚƵůƚďŽĚǇŵĂƐƐ ŝŶĚĞǆ;D/ͿƐĐƌĞĞŶŝŶŐĂŶĚĨŽůůŽǁͲƵƉ ^ĐƌĞĞŶŝŶŐĨŽƌĐůŝŶŝĐĂůĚĞƉƌĞƐƐŝŽŶ͕ĨŽůůŽǁͲƵƉƉůĂŶ

tĞŝŐŚƚĂƐƐĞƐƐŵĞŶƚĂŶĚĐŽƵŶƐĞůŝŶŐĨŽƌŶƵƚƌŝƚŝŽŶ ĂŶĚƉŚǇƐŝĐĂůĂĐƚŝǀŝƚǇĨŽƌĐŚŝůĚƌĞŶͬĂĚŽůĞƐĐĞŶƚƐ ĞƉƌĞƐƐŝŽŶƌĞŵŝƐƐŝŽŶĂƚϭϮŵŽŶƚŚƐ

ŽŶƚƌŽůůŝŶŐŚŝŐŚďůŽŽĚƉƌĞƐƐƵƌĞĨŽƌĂĚƵůƚƐ ŽŶƐƵŵĞƌĂŶĚĨĂŵŝůǇĞǆƉĞƌŝĞŶĐĞŽĨĐĂƌĞƐƵƌǀĞǇ

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ŽŵŵƵŶŝƚǇEĞĞĚƐƐƐĞƐƐŵĞŶƚ

ƐƚĂďůŝƐŚĐŽŵŵƵŶŝƚǇĚĞŵŽŐƌĂƉŚŝĐƐ͕ƉƌĞǀĂůĞŶĐĞƌĂƚĞƐ͕ ƉĞŶĞƚƌĂƚŝŽŶƌĂƚĞƐ͕ĂŶĚƌĞůĞǀĂŶƚƐŽĐŝĂůŝŶĚŝĐĂƚŽƌƐŝŶĐůƵĚŝŶŐĂ ĐŽŵŵƵŶŝƚǇƐĞůĨͲĂƐƐĞƐƐŵĞŶƚŽĨŶĞĞĚ /ĚĞŶƚŝĨǇƵŶŝƚƐŽĨƐĞƌǀŝĐĞŶĞĞĚĞĚĨŽƌĞĂĐŚƐĞƌǀŝĐĞďĂƐĞĚƵƉŽŶ ĚĞŵŽŐƌĂƉŚŝĐĚĂƚĂĂŶĚƐĞůĨͲĂƐƐĞƐƐŵĞŶƚ ŽĐƵŵĞŶƚĞǆŝƐƚŝŶŐƵŶŝƚƐŽĨƐĞƌǀŝĐĞĨŽƌĞĂĐŚĐĂƚĞŐŽƌǇĂŶĚƚŚĞŐĂƉ ďĞƚǁĞĞŶƚŚĞĞǆŝƐƚŝŶŐƐĞƌǀŝĐĞƐĂŶĚƚŚĞƉŽƉƵůĂƚŝŽŶŶĞĞĚƐ ŝŶĐůƵĚŝŶŐďĂƌƌŝĞƌƐƚŽĂĐĐĞƐƐ /ĚĞŶƚŝĨǇƚŝŵĞĨƌĂŵĞĨŽƌĚĞǀĞůŽƉŝŶŐĂŶĚŝŵƉůĞŵĞŶƚŝŶŐƚŚŽƐĞ ƐĞƌǀŝĐĞƐ ƌĞĂƚĞŵĂƚƌŝǆĨŽƌĐŽƐƚƐŽĨĚĞǀĞůŽƉŝŶŐĂŶĚŝŵƉůĞŵĞŶƚŝŶŐ ĂĚĚŝƚŝŽŶĂůƐĞƌǀŝĐĞƐ

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FY2019– FY2021– FY2023– FY2025– Service FY2020 FY2022 FY2024 FY2026 ^ĂŵĞ ĂǇĐĐĞƐƐ WƌŝŵĂƌǇĂƌĞ WĞĞƌ^ĞƌǀŝĐĞƐ DĞĚŝĐĂƚŝŽŶƐƐŝƐƚĞĚdƌĞĂƚŵĞŶƚ KƵƚƉĂƚŝĞŶƚ /ŶͲ,ŽŵĞ;ŝŶĐůƵĚŝŶŐ ŚŝůĚƌĞŶͿ

ĞƚŽǆŝĨŝĐĂƚŝŽŶ ZĞŚĂďŝůŝƚĂƚŝǀĞ^ĞƌǀŝĐĞƐ DŽďŝůĞƌŝƐŝƐ

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ACCESS QUALITY CONSISTENCY ACCOUNTABILITY 9 ZĞŐĂƌĚůĞƐƐŽĨ 9 ǀŝĚĞŶĐĞͲďĂƐĞĚ 9 ^ƉĞĐŝĨŝĐƌĞƋƵŝƌĞĚ 9 <ŶŽǁǁŚĂƚǁĞ ĂďŝůŝƚǇƚŽƉĂǇ ƉƌĂĐƚŝĐĞƐ ƐĞƌǀŝĐĞƐ ĂƌĞƉĂǇŝŶŐĨŽƌ͕ ;ƐůŝĚŝŶŐƐĐĂůĞĨĞĞƐͿ 9 /ŵƉƌŽǀĞĚ 9 hŶŝĨŽƌŵ ƐĞƌǀŝĐĞƐ ĂŶĚƉůĂĐĞŽĨ ĐŽŽƌĚŝŶĂƚŝŽŶĂŶĚ ĚĞĨŝŶŝƚŝŽŶŽĨ ƉƌŽǀŝĚĞĚ͕ ƌĞƐŝĚĞŶĐĞ ŝŶƚĞŐƌĂƚŝŽŶ ƐĞƌǀŝĐĞƐ ŶƵŵďĞƌŽĨ 9 ƚĐŽŶǀĞŶŝĞŶƚ 9 ,ZͬĂƚĂͲƋƵĂůŝƚǇ 9 &ƵůůĂƌƌĂǇŽĨ ŝŶĚŝǀŝĚƵĂůƐ ƚŝŵĞƐΘƉůĂĐĞƐ ŝŵƉƌŽǀĞŵĞŶƚ͕ ƐĞƌǀŝĐĞƐĨŽƌ ƐĞƌǀĞĚ 9 WƌŽŵƉƚŝŶƚĂŬĞΘ ƌĞĚƵĐŝŶŐ ŵĞŶƚĂůŚĞĂůƚŚΘ 9 ǆƉĂŶĚĞĚĂŶĚ ĞŶŐĂŐĞŵĞŶƚŝŶ ĚŝƐƉĂƌŝƚŝĞƐΘ ƐƵďƐƚĂŶĐĞĂďƵƐĞ ŝŵƉƌŽǀĞĚĚĂƚĂ ƐĞƌǀŝĐĞƐ ƌĞƐĞĂƌĐŚ ŶĞĞĚƐ ĐŽůůĞĐƚŝŽŶ 9 ƌŝƐŝƐ 9 WĞƌƐŽŶͬĨĂŵŝůǇ 9 ĂƐŝĐƉƌŝŵĂƌǇ 9 hŶŝĨŽƌŵ ŵĂŶĂŐĞŵĞŶƚ ĐĞŶƚĞƌĞĚ͕ƚƌĂƵŵĂ ĐĂƌĞĂƐƐĞƐƐŵĞŶƚ ŵĞƚƌŝĐƐ͕ Ϯϰͬϳͬϯϲϱ ŝŶĨŽƌŵĞĚ͕ ĂŶĚůŝŶŬĂŐĞ ŽƵƚĐŽŵĞƐ 9 WƌŝŽƌŝƚŝǌĞƐ 9 ƵůƚƵƌĂůůǇ 9 /ŵƉŽƌƚĂŶƚ 9 ^ƚĂƚĞ ĐŚŝůĚƌĞŶ͕ ĐŽŵƉĞƚĞŶƚ ƐƵƉƉŽƌƚƐĞƌǀŝĐĞƐ ĐĞƌƚŝĨŝĐĂƚŝŽŶ ǀĞƚĞƌĂŶƐ͕^͕ 9 ZĞĐŽǀĞƌǇŽƌŝĞŶƚĞĚ ƌĞƋƵŝƌĞĚ ^h͕^D/ ĐĂƌĞ

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ĞĐƌĞĂƐĞĚ /ŶĐƌĞĂƐĞĚ/ŶĐƌĞĂƐĞĚ

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WƌĞŵĂƚƵƌĞŵŽƌƚĂůŝƚǇͬ^ƵŝĐŝĚĞƐ /ŵƉƌŽǀĞĚĂƚĂŽůůĞĐƚŝŽŶ WĂǇĨŽƌWĞƌĨŽƌŵĂŶĐĞ

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ϮϬϳ ϮϬϴ SCHOOL BOARD’S APPROVED FY2018 BUDGET & CIP

TECHNICAL APPENDIX

ϮϬϵ Attachment A

CHESTERFIELD COUNTY PUBLIC SCHOOLS

FEB. 28, 2017

FY2018 SCHOOL BOARD’S APPROVED BUDGET AND CAPITAL IMPROVEMENT PLAN

ϮϭϬ Table of Contents

Budget Calendar͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘1 Budget Process͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘3 Transmittal Letter͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘ϱ School Board Memo 28 – Budget Approval͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘8 Appropriation Category Summary͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘11 Capital Improvement Plan͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘12 5-Year Plan (Operating Fund)͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘15 Financial Detail͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘19 Revenue Detail͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘57 Expenditure Line Item Detail͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘61 Resource Allocations͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘100 Student Membership and Forecast͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘108 2016-17 Salary Scales͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘͘110

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Ϯϭϯ 2 BUDGET PROCESS The Superintendent is required by the Code of Virginia to prepare, with the approval of the School Board, and submit to the governing body or bodies appropriating funds for the school division, the estimate of the amount of money deemed to be needed during the next fiscal year for the support of the school division. The estimate shall set up the amount of money deemed to be needed for each major classification prescribed by the Board of Education. The School Board is required to hold at least one public hearing before it gives final approval to its budget for submission to the governing body. Chesterfield County Public Schools’ budget process is closely aligned to the school division’s strategic plan. Beginning with the FY2015 process, the School Board coordinated with the County to develop a 5-year plan to build on the FY2015 adopted budget, creating a roadmap for the future. Also beginning with the FY2015 process, a Citizens’ Budget Advisory Committee (CBAC) was also created to assist the Superintendent and School Board in evaluating and allocating resources to ensure a high quality, effective and efficient school division. CBAC members serve two-year terms. The work of the committee includes: x reviewing the school system’s budget process; x reviewing expenditure, staffing and performance data and reporting on whether resource allocations advance School Board priorities; x working with staff members during budget development to advise the superintendent and School Board on resource allocation relative to alignment with strategic goals; and x reviewing projected revenues and expenditures and providing advice on options to compensate for variances. The budget process begins in the early fall with community input and School Board guidance and direction for development of the budget. The work of the CBAC begins at the same time. Broad input is sought from the community including parents, staff members, and members of organizations such as the Advisory Council of Teachers and Staff (ACTS), Chesterfield Education Association (CEA), and the County Council of Parent Teacher Associations (CCPTA), and other advisory groups. In the fall, each school and department receives a baseline allocation from which it developds an operating budget request, reflecting its spending plan for the coming fiscal year. The baseline allocation for schools is determined primarily by the application of standards, which meet or exceed State Standards of Quality and/or Standards of Accreditation. These local standards are approved by the School Board. The baseline allocations received by departments are adjusted from year to year to remove one-time expenditures. The budgets developed by departments reflect the funding necessary to accomplish assigned missions and responsibilities and to continue the current level of operation for the school division. Departmental requests above and beyond the baseline allocation, generally called program enhancement requests or priorities (described below), must be justified in every case. An intensive deliberation process begins following the submission of the budget requests. The Superintendent’s Senior Leadership members advise the Superintendent generally in the November timeframe of potential budget priorities (program/service enhancements). A budget priority is a recommendation made by one or more of the functional areas of the school division that, if approved, will have an effect on the base budget being developed by schools and departments. A budget priority may be the expansion of an existing program or the addition of a new program. It may also be a recommendation to discontinue a program already in place. These budget priorities submitted to the Superintendent must support one or more of the goals included in the Design for Excellence. Budget priorities meeting this criterion are then presented to the Citizens’ Budget Advisory Committee and the Superintendent’s Budget Advisory Council (BAC). This advisory group is composed of representatives from the organizations mentioned above. The CBAC meets throughout the year and the BAC meets several times as necessary throughout the months of November and December to review budget requests within the context of available resources and makes recommendations for funding initiatives to the Superintendent. During January, the Superintendent will determine a total budget that best reflects the school division's mission and vision. Near the end of January of each year, the Superintendent presents this financial plan to the School Board. This ends the first or proposed phase of the budget. The second, or approved, stage of the budget calls for consideration of the Superintendent's proposal by the School Board. Through a series of budget work sessions, a public hearing and a report from the Citizens’ Budget Advisory Committee, the School Board solicits input with which to develop a budget request to be submitted to the governing body, the Board of Supervisors. The County Charter requires the Superintendent to submit to the County Administrator an estimate of projected revenues and expenditures for the next fiscal year in a form requested by the County Administrator no later than March 1 of each year. The Board of Supervisors also conducts a series of work sessions and a public hearing as it develops the county’s budget, which it is required by County Charter to approve, including the School Board’s annual financial plan, no later than May 1 of each year. The School Board will then approve its annual financial plan in final form, based on the County's adopted budget, incorporating any changes that may have taken place since the time the plan was approved at the end of February. The Capital Improvement Plan (CIP) process runs concurrently with the process for developing the operating budget as described above. The Plan is developed in close coordination with Chesterfield County, which determines the availability of CIP funds in

Ϯϭϰ 3 BUDGET PROCESS accordance with the Board of Supervisors’ established financial policies. The State Code of Virginia and the County charter require the development of a five year capital improvement plan. During the FY2015 process, the Board of Supervisors and the School Board agreed to develop a nine-year plan to include a revitalization plan for a number of schools. That plan has been condensed to seven years with the adoption of the FY2017 budget. The plan also includes major maintenance to extend the useful life and maintain the security of our facilities, as well as a blended learning initiative and technology replacement plan. The plan is updated annually and aligned with the County’s adopted Comprehensive Plan and Public Facilities Plan. The Capital Improvement Plan process receives public scrutiny and input similar to the operating budget process and is adopted on a similar schedule. The budget process is finalized each year with Board of Supervisors approving a budget by state appropriation category for the school division and adopting an appropriations resolution under which the County and the School Board operates for a given year. The School Board adopts its annual budget and capital improvement plan following action by the Board of Supervisors.

Amending the Adopted Budget The State Code of Virginia permits appropriation either by lump sum or by category. The governing body approves the Chesterfield County School Board's budget in the appropriation categories prescribed by the State Board of Education in accordance with the State Code of Virginia; i.e., (i) instruction, (ii) administration, attendance and health, (iii) pupil transportation, (iv) operations and maintenance, (v) school food services and other non-instructional operations, (vi) facilities, (vii) debt and funds transfers, (viii) technology, and (ix) contingency reserves. The School Board, however, has been granted the authority by the Board of Supervisors to make expenditures and incur obligations for specific purposes beyond the funding level of an appropriation category as delineated in Chesterfield County’s FY2016 Appropriations Resolution above.

In addition, School Board Policy 7120 states:

BUDGET - FUNDS TRANSFERS The adoption of the budget by the School Board includes the authority for the administration to make expenditures as appropriated by the Appropriation Resolution approved by the Board of Supervisors. Such appropriation may relate to its total only or to such major classifications prescribed by the State Board of Education pursuant to Va. Code § 22.1-115.

Transfers between major object groups within a department/school or from one department/school to another in the same major classification shall require the approval of the Superintendent or the Superintendent's designee.

In the event that the Board of Supervisors appropriates by major classifications and grants authority to the Superintendent and/or the School Board to transfer a portion of the funds from one major classification to another without the further approval of the Board of Supervisors, such transfer, or successive transfers, may be accomplished as authorized and limited by the Appropriation Resolution. In no event shall a major classification transfer exceeding $50,000 occur without the prior approval of the School Board. Major classification transfers approved by the Superintendent shall be reported to the School Board at its next occurring regular meeting. Proposed transfers in excess of the dollar limitations established in the Appropriation Resolution shall be submitted to the Board of Supervisors for prior approval.

A budget status report reflecting changes to the adopted budget, as amended, shall be presented to the School Board and the Board of Supervisors as necessary, but no less often than semi-annually. Changes to major classifications, if any, shall be included in this report.

Adopted: December 8, 2009

Ϯϭϱ 4

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Ϯϭϴ 7 CHESTERFIELD COUNTY PUBLIC SCHOOLS CHESTERFIELD, VIRGINIA

CCPS MEMORANDUM #028-17 February 28, 2017

TO: School Board

FROM: Dr. James F. Lane Superintendent

SUBJECT: Approval of the School Board’s FY2018 Financial Plan and Capital Improvement Plan for FY2018-FY2022

PERTINENT INFORMATION

The Chesterfield County Charter Section 5.2 specifies that "No later than March 1 of each year, the Superintendent of Chesterfield County Public Schools shall submit to the County Administrator his estimate of projected revenues and expenditures for the next fiscal year in a form requested by the County Administrator as well as a five-year capital improvement program."

Both the FY2018 Financial Plan and the FY2018-FY2022 Capital Improvement Plan are before the School Board this evening. The following summaries of each are offered for discussion prior to approval.

FY2018 Financial Plan

On January 24, 2017, the Superintendent’s Proposed FY2018 Financial Plan and FY2018 Proposed Capital Improvement Plan were presented for the School Board's consideration. The School Board has held budget work sessions, two public hearings and participated in community meetings to review the proposals and receive input. The Superintendent and staff have met with community and school groups as well as school administrators to receive comments and suggestions relating to the proposal. Both the Citizens’ Budget Advisory and the Superintendent’s Budget Advisory Committees have met numerous times to receive information and provide input. The Citizens’ Budget Advisory Committee submitted its final report to the School Board on February 14, 2017, including recommendations for the FY2018 budget.

The General Assembly was scheduled to formally adjourn on February 25th. As of this writing, however, the most current information available is the Governor’s 2016-2018 Amended Budget. The Superintendent recommends the School Board approve the budget at this time, based on this State revenue estimate acknowledging there will most likely be adjustments to this approved plan following the receipt of information concerning the outcome of the General Assembly session.

Tonight’s approval will result in a FY2018 Financial Plan for all three funds totals $677,770,300 and 7,824.8 FTEs. Totals for each of the three funds are as follows:

Operating Fund $621,177,200 7,029.8FTEs Grants Fund $ 28,887,700332.0 FTEs Federal Food Service Fund $ 27,705,400 463.0 FTEs

This plan increases the Chesterfield County Public Schools total budget by $25,980,800, or 4.0%.

All changes from the Adopted FY2017 budget as well as all changes from FY2018 Proposed budget are included in Attachment A which is a budget summary with a number of documents detailing the FY2018 approved budget.

The Grants Fund and Federal Food Service Fund budgets before the Board for approval do contain technical adjustments from the budgets presented on January 24, 2017. The Grants Fund budget has been reduced by $1,700 and the Federal Food Service budget has been reduced by $400,900. Both adjustments are related to a review of data and do not impact the programs or services provided by the school division.

Ϯϭϵ 8 In addition, Chesterfield is the fiscal agent for the Appomattox Regional Governor’s School. According to Virginia law and regulations of the State Board of Education, the governing body of the fiscal agent must appropriate funding in support of a regional program. Therefore, approval this evening will include $3,917,600 on behalf of the Appomattox Regional Governor’s School. This is subject to change, as well, once the General Assembly’s final actions are known.

FY2018-FY2022 Capital Improvement Plan

The five-year capital improvement plan (CIP) (Attachment C) continues to provide funding for the division’s technology and safety programs, as well as the 2013 bond referendum projects. The project budgets for the Enon, Beulah, and Matoaca Elementary schools and the new Midlothian area elementary school have been updated to reflect costs associated with the change in scope of the projects and current market conditions. The budget for Enon Elementary was also advanced from FY18 to FY17 to allow the project to begin immediately after the budget is adopted by the Board of Supervisors. The budgets for the renovation of Reams Road, Crestwood, Harrowgate, and Ettrick Elementary schools will be updated after the scope for those projects is determined based on a recently completed facility assessment study.

In addition to the Enon Elementary project, FY17 was also amended to update revenue sources for specific projects (no change to the total budget) and to fund a comprehensive assessment of all the division’s facilities.

RECOMMENDED ACTION:

It is recommended that the School Board:

a) Approve the School Board's FY2018 Financial Plan by appropriation category as reflected in Attachment B;

b) Approve a total of $3,917,600 on behalf of the Appomattox Regional Governor’s School;

c) Approve the Capital Improvement Plan at Attachment C totaling $81,416,900 for FY2018 as well as amendments for FY2017; and

d) Approve the Resolution at Attachment D indicating School Board approval of these actions and directing the Superintendent to submit the appropriate fiscal data to the County Administrator, as required by the Code of Virginia (Section 22.1-115) and the Chesterfield County Charter (Section 5.2, Chapter 5).

JFL/CAS/sn Attachments

ϮϮϬ 9 Attachment D

VIRGINIA: At a regularly scheduled meeting of the Chesterfield County School Board held Tuesday evening, February 28, 2017, at six- thirty o’clock in the Public Meeting Room at the Chesterfield County Courthouse Complex

PRESENT: Javaid E. Siddiqi,Chair John M. Erbach, Vice-chair Carrie E. Coyner Dianne H. Smith Robert W. Thompson

RESOLUTION

WHEREAS, on January 24, 2017, the Superintendent presented to the School Board a proposed financial plan representing the needs of Chesterfield County Public Schools for the 2017-2018 school year; and WHEREAS, the School Board held two budget work sessions to review the proposed financial plan, has received input from the Citizens Budget Advisory Committee and the Superintendent’s Budget Advisory Committee, and has also held two public hearings for public input; and WHEREAS, the School Board believes that the Superintendent’s proposed financial plan, together with the adjustments described earlier, fulfills the requirements set forth in the Chesterfield County Charter (Section 5.2, Chapter 5) and the Code of Virginia (Section 22.1-92.A); NOW THEREFORE BE IT RESOLVED, on motion of______seconded by______, the School Board approves its FY2018 financial plan totaling $677,770,300 in three funds, as well as $3,917,600 on behalf of the Appomattox Regional Governor’s School, approves the FY2018 Capital Improvement Plan at $81,416,900 as well as amendments for FY2017, and directs the Superintendent to submit summary data reflecting these approvals to the County Administrator, as required by the Code of Virginia (Section 22.1-115) and the Chesterfield County Charter (Section 5.2, Chapter 5).

Adrienne Tatem, Clerk

James F. Lane, Superintendent

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(QUROOPHQW $YHUDJH'DLO\0HPEHUVKLS ϮϮϮ 11 )XOO7LPH(TXLYDOHQWV Chesterfield County Public Schools ƚƚĂĐŚŵĞŶƚ 2018-2022 Approved CIP Financial Summary Total Plan Sources: FY14-FY17 FY18 FY19 FY20 FY21 FY22 FY18-FY22 /WZĞƐĞƌǀĞdƌĂŶƐĨĞƌ;ΗƉĂǇĂƐǇŽƵŐŽΗĨƵŶĚŝŶŐͿΎΨ Ϯϵ͕ϯϲϭ͕ϯϭϲ Ψϳ͕ϬϬϴ͕ϰϬϬ ΨϭϬ͕ϭϱϰ͕ϯϬϬ ΨϭϬ͕ϳϯϴ͕ϯϬϬ ΨϭϮ͕ϬϬϴ͕ϰϬϬ Ψϭϲ͕ϮϵϮ͕ϰϬϬ Ψϱϲ͕ϮϬϭ͕ϴϬϬ WĂǇĂƐǇŽƵŐŽͲŽƵŶƚǇ Ͳ Ͳ ϰ͕ϴϱϬ͕ϬϬϬ Ͳ ϰ͕ϴϱϬ͕ϬϬϬ Ğďƚ&ŝŶĂŶĐŝŶŐͲ'͘K͘ŽŶĚƐ ϭϰϱ͕ϲϴϭ͕ϯϴϰ ϲϰ͕ϵϮϰ͕ϱϬϬ ϮϮ͕ϲϲϬ͕ϭϬϬ ϰϴ͕Ϯϳϵ͕ϮϬϬ Ͳ ϭϯϱ͕ϴϲϯ͕ϴϬϬ ^ƚĂƚĞdĞĐŚŶŽůŽŐǇ'ƌĂŶƚ ϵ͕ϬϬϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ ϵ͕ϬϬϬ͕ϬϬϬ ^ĐŚŽŽůEƵƚƌŝƚŝŽŶ^ĞƌǀŝĐĞƐ Ϯ͕ϱϴϬ͕ϮϬϬ ϰϴϰ͕ϬϬϬ ϰϴϰ͕ϬϬϬ ĂƐŚWƌŽĨĨĞƌƐ ϭϬ͕ϬϬϬ͕ϬϬϬ ϳ͕ϮϬϬ͕ϬϬϬ Ϯ͕ϱϬϬ͕ϬϬϬ Ϯ͕ϱϬϬ͕ϬϬϬ Ϯ͕ϱϬϬ͕ϬϬϬ Ϯ͕ϱϬϬ͕ϬϬϬ ϭϳ͕ϮϬϬ͕ϬϬϬ Total 196,622,900 81,416,900 37,114,400 68,167,500 16,308,400 20,592,400 223,599,600 Non Referendum Uses: ^ĞĐƵƌŝƚǇŶŚĂŶĐĞŵĞŶƚƐ ϭ͕ϮϬϯ͕ϮϬϬ ϯϱϭ͕ϲϬϬ ϯϱϭ͕ϲϬϬ ϯϱϭ͕ϲϬϬ ϯϱϭ͕ϲϬϬ ϯϱϭ͕ϲϬϬ ϭ͕ϳϱϴ͕ϬϬϬ dĞĐŚŶŽůŽŐǇWůĂŶͬƌĞƉůĂĐĞŵĞŶƚƐ ϭϮ͕ϰϯϬ͕ϬϬϬ Ϯ͕ϭϰϬ͕ϬϬϬ Ϯ͕ϭϰϬ͕ϬϬϬ Ϯ͕ϭϰϬ͕ϬϬϬ Ϯ͕ϭϰϬ͕ϬϬϬ Ϯ͕ϭϰϬ͕ϬϬϬ ϭϬ͕ϳϬϬ͕ϬϬϬ ůĞŶĚĞĚ>ĞĂƌŶŝŶŐdĞĐŚŶŽůŽŐǇWƌŽŐƌĂŵͲĞůĞŵĞŶƚĂƌǇ ϯϭϳ͕ϯϱϬ ϵϵϵ͕ϴϱϬ ϭ͕ϵϵϵ͕ϴϱϬ ϭ͕ϵϵϵ͕ϴϱϬ ϭ͕ϵϵϵ͕ϴϱϬ ϭ͕ϵϵϵ͕ϴϱϬ ϴ͕ϵϵϵ͕ϮϱϬ ůĞŶĚĞĚ>ĞĂƌŶŝŶŐdĞĐŚŶŽůŽŐǇWƌŽŐƌĂŵͲŵŝĚĚůĞ ϭ͕ϴϬϳ͕ϯϱϬ ϰϳϯ͕ϴϱϬ ϵϬϯ͕ϳϱϬ ϵϬϯ͕ϳϱϬ ϰϳϯ͕ϴϱϬ ϰϳϯ͕ϴϱϬ ϯ͕ϮϮϵ͕ϬϱϬ ůĞŶĚĞĚ>ĞĂƌŶŝŶŐdĞĐŚŶŽůŽŐǇWƌŽŐƌĂŵͲŚŝŐŚ ϭ͕ϴϲϳ͕ϮϬϬ ϭ͕ϮϮϱ͕ϲϬϬ ϲϰϭ͕ϲϬϬ ϭ͕ϮϮϱ͕ϲϬϬ ϭ͕ϮϮϱ͕ϲϬϬ ϭ͕ϮϮϱ͕ϲϬϬ ϱ͕ϱϰϰ͕ϬϬϬ ůĞŶĚĞĚ>ĞĂƌŶŝŶŐdĞĐŚŶŽůŽŐǇWƌŽŐƌĂŵͲ;Őƌ͘ϲͲϭϮͿ Ϯ͕ϲϳϬ͕ϬϬϬ DĂũŽƌDĂŝŶƚĞŶĂŶĐĞͲEŽŶZĞĨĞƌĞŶĚƵŵ ϲ͕ϯϭϳ͕ϱϬϬ ϭϬ͕ϲϬϭ͕ϱϬϬ ϭϲ͕ϵϭϵ͕ϬϬϬ &ĂĐŝůŝƚǇŽŶĚŝƚŝŽŶƐƐĞƐƐŵĞŶƚ ϭ͕ϬϬϬ͕ϬϬϬ ^ĐŚŽŽůEƵƚƌŝƚŝŽŶ^ĞƌǀŝĐĞ Ϯ͕ϭϮϰ͕ϮϬϬ ϰϴϰ͕ϬϬϬ ϰϴϰ͕ϬϬϬ ZĞƉůĂĐĞŵĞŶƚƐĐŚĞĚƵůĞͲƐĐŚŽŽůĨƵƌŶŝƚƵƌĞ ϭ͕ϯϬϬ͕ϬϬϬ ϭ͕ϯϬϬ͕ϬϬϬ ϭ͕ϯϬϬ͕ϬϬϬ ϭ͕ϯϬϬ͕ϬϬϬ ϱ͕ϮϬϬ͕ϬϬϬ &ƵƚƵƌĞĐƋƵŝƐŝƚŝŽŶƐ Ͳ Ϯ͕ϱϬϬ͕ϬϬϬ Ϯ͕ϱϬϬ͕ϬϬϬ Ϯ͕ϱϬϬ͕ϬϬϬ Ϯ͕ϱϬϬ͕ϬϬϬ ϭϬ͕ϬϬϬ͕ϬϬϬ Subtotal$ 23,419,300 $ 5,674,900 $ 9,836,800 $ 10,420,800 $ 16,308,400 $ 20,592,400 $ 62,833,300

Ύ&Žƌ&zϭϰͲ&zϭϳ͕ƚŚŝƐĂĐĐŽƵŶƚŝŶĐůƵĚĞƐƌĞǀĞŶƵĞƚŚĂƚǁĂƐĨŽƌŵĞƌůǇŝŶĐůƵĚĞĚŝŶWƌŝŽƌzĞĂƌĂůĂŶĐĞĂŶĚWĂǇĂƐǇŽƵŐŽͲƐĂǀŝŶŐƐ͘

ϮϮϯ 12 Chesterfield County Public Schools ƚƚĂĐŚŵĞŶƚ 2018-2022 Approved CIP Financial Summary Referendum Uses: FY14-FY17 FY18 FY19 FY20 FY21 FY22 FY18-FY22 Major Maintenance$ 18,184,200 $ 10,098,600 $ 6,938,600 $ 6,938,600 $ - $ - $ 23,975,800 'KĞďƚ ϲ͕ϳϳϭ͕ϭϬϬ ϲ͕ϰϴϭ͕ϭϬϬ Ϯ͕ϯϮϭ͕ϭϬϬ Ϯ͕ϯϮϭ͕ϭϬϬ Ͳ Ͳ ϭϭ͕ϭϮϯ͕ϯϬϬ WĂǇĂƐǇŽƵŐŽ ϭϭ͕ϰϭϯ͕ϭϬϬ ϯ͕ϲϭϳ͕ϱϬϬ ϰ͕ϲϭϳ͕ϱϬϬ ϰ͕ϲϭϳ͕ϱϬϬ ϭϮ͕ϴϱϮ͕ϱϬϬ

Providence Middle Renovation 27,970,000 ------'KĞďƚ Ϯϱ͕ϭϰϴ͕ϰϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ WĂǇĂƐǇŽƵŐŽ Ϯ͕ϯϲϱ͕ϲϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ ^ĐŚŽŽůEƵƚƌŝƚŝŽŶ^ĞƌǀŝĐĞƐ ϰϱϲ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ

Monacan High (Gym, Media Center, Admin.) 17,281,800 ------'KĞďƚ ϭϯ͕ϬϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ WĂǇĂƐǇŽƵŐŽ ϯ͕Ϯϴϭ͕ϴϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ ĂƐŚWƌŽĨĨĞƌƐ ϭ͕ϬϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ

Manchester Middle Renovation 38,100,000 ------'KĞďƚ ϯϴ͕Ϭϵϲ͕Ϯϴϰ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ WĂǇĂƐǇŽƵŐŽ ϯ͕ϳϭϲ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ

Beulah ES Replacement 29,692,600 1,714,400 - - - - 1,714,400 'KĞďƚ Ϯϳ͕ϲϵϮ͕ϲϬϬ ϭ͕ϳϭϰ͕ϰϬϬ Ͳ Ͳ Ͳ Ͳ ϭ͕ϳϭϰ͕ϰϬϬ ŽƵŶƚǇWĂǇͲŐŽ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ ĂƐŚWƌŽĨĨĞƌƐ Ϯ͕ϬϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ

Enon Elementary Replacement 30,975,000 ------'KĞďƚ Ϯϴ͕ϵϳϱ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ ĂƐŚWƌŽĨĨĞƌƐ Ϯ͕ϬϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ

Matoaca Elementary Replacement 4,000,000 29,760,000 - - - - 29,760,000 'KĞďƚ ϭ͕ϵϵϵ͕ϬϬϬ Ϯϰ͕ϲϲϬ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ϯϰ͕ϲϲϬ͕ϬϬϬ WĂǇĂƐǇŽƵŐŽ ϭ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ ĂƐŚWƌŽĨĨĞƌƐ Ϯ͕ϬϬϬ͕ϬϬϬ ϱ͕ϭϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ ϱ͕ϭϬϬ͕ϬϬϬ

ϮϮϰ 13 Chesterfield County Public Schools ƚƚĂĐŚŵĞŶƚ 2018-2022 Approved CIP Financial Summary Referendum Uses (continued): FY14-FY17 FY18 FY19 FY20 FY21 FY22 FY18-FY22

Administrative Space$ 2,000,000 $ - $ - $ - $ - $ - $ - 'KĞďƚ ϭ͕ϵϵϵ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ WĂǇĂƐǇŽƵŐŽ ϭ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ

Harrowgate Elementary Renovation - 1,000,000 1,000,000 16,485,500 - - 18,485,500 'KĞďƚ Ͳ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭϲ͕ϰϴϱ͕ϱϬϬ Ͳ Ͳ ϭϴ͕ϰϴϱ͕ϱϬϬ

Reams Elementary Renovation - 2,000,000 18,339,000 - - - 20,339,000 'KĞďƚ Ͳ Ϯ͕ϬϬϬ͕ϬϬϬ ϭϴ͕ϯϯϵ͕ϬϬϬ ϮϬ͕ϯϯϵ͕ϬϬϬ ĂƐŚWƌŽĨĨĞƌƐ Ͳ Ͳ Ͳ Ϭ

Crestwood Elementary Renovation Ͳ 1,000,000 - 16,410,900 - - 17,410,900 'KĞďƚ Ͳ ϭ͕ϬϬϬ͕ϬϬϬ Ͳ ϭϲ͕ϰϭϬ͕ϵϬϬ Ͳ Ͳ ϭϳ͕ϰϭϬ͕ϵϬϬ ĂƐŚWƌŽĨĨĞƌƐ Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ

New Elementary (Midlothian Area) 5,000,000 29,169,000 - - - - 29,169,000 'KĞďƚ Ϯ͕ϬϬϬ͕ϬϬϬ Ϯϳ͕Ϭϲϵ͕ϬϬϬ Ͳ Ͳ Ͳ Ϯϳ͕Ϭϲϵ͕ϬϬϬ ĂƐŚWƌŽĨĨĞƌƐ ϯ͕ϬϬϬ͕ϬϬϬ Ϯ͕ϭϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ Ϯ͕ϭϬϬ͕ϬϬϬ

Ettrick Elementary Renovation - 1,000,000 1,000,000 17,911,700 - - 19,911,700 'KĞďƚ Ͳ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭϯ͕Ϭϲϭ͕ϳϬϬ Ͳ Ͳ ϭϱ͕Ϭϲϭ͕ϳϬϬ ŽƵŶƚǇWĂǇͲŐŽ Ͳ Ͳ Ͳ ϰ͕ϴϱϬ͕ϬϬϬ ϰ͕ϴϱϬ͕ϬϬϬ

Referendum Funding Summary 'KĞďƚ ϭϰϱ͕ϲϴϭ͕ϯϴϰ ϲϰ͕ϵϮϰ͕ϱϬϬ ϮϮ͕ϲϲϬ͕ϭϬϬ ϰϴ͕Ϯϳϵ͕ϮϬϬ Ͳ Ͳ 135,863,800 WĂǇĂƐǇŽƵŐŽ ϭϳ͕Ϭϲϲ͕Ϯϭϲ ϯ͕ϲϭϳ͕ϱϬϬ ϰ͕ϲϭϳ͕ϱϬϬ ϰ͕ϲϭϳ͕ϱϬϬ Ͳ Ͳ ϭϮ͕ϴϱϮ͕ϱϬϬ ^ĐŚŽŽůEƵƚƌŝƚŝŽŶ^ĞƌǀŝĐĞƐ ϰϱϲ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ Ͳ Ϭ ŽƵŶƚǇWĂǇͲŐŽ Ͳ Ͳ Ͳ ϰ͕ϴϱϬ͕ϬϬϬ Ͳ Ͳ ϰ͕ϴϱϬ͕ϬϬϬ ĂƐŚWƌŽĨĨĞƌƐ ϭϬ͕ϬϬϬ͕ϬϬϬ ϳ͕ϮϬϬ͕ϬϬϬ Ͳ Ͳ Ͳ Ͳ ϳ͕ϮϬϬ͕ϬϬϬ Subtotal ϭϳϯ͕ϮϬϯ͕ϲϬϬ 75,742,000 27,277,600 57,746,700 - - 160,766,300 Grand Total$ 196,622,900 $81,416,900 $37,114,400 $68,167,500 $16,308,400 $20,592,400 $223,599,600 Ψϭ͘ϬDŝŶĞƵůĂŚǁĂƐĂƉƉƌŽƉƌŝĂƚĞĚŝŶ&zϭϯ

ϮϮϱ 14 DraftFiveͲYearPlanFY2018Ͳ2022 OperatingFund

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 SchoolRevenue Adopted Amended Plan Plan Plan Plan >ŽĐĂů^ŽƵƌĐĞƐΨ ϭϬ͕Ϯϭϲ͕ϬϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ Ψ ϭϬ͕ϭϴϴ͕ϭϬϬ ŽƵŶƚǇdƌĂŶƐĨĞƌͲEstimatedFY19ͲFY22 ϮϳϬ͕ϵϵϮ͕ϬϬϬ Ϯϴϭ͕Ϯϴϳ͕ϬϬϬ Ϯϴϲ͕ϯϳϭ͕ϰϬϬ Ϯϵϲ͕ϲϮϲ͕ϰϬϬ ϯϬϳ͕Ϯϵϰ͕ϲϬϬ ϯϭϴ͕Ϭϰϵ͕ϵϬϬ ĚũƵƐƚŵĞŶƚƐĨŽƌŚĂŶŐĞŝŶ^ŚĂƌĞĚ^ĞƌǀŝĐĞƐĐĐŽƵŶƚŝŶŐ WŽůŝĐĞ ;Ϯ͕ϭϯϴ͕ϬϬϬͿ WĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶ ;Ϯ͕Ϭϰϯ͕ϯϬϬͿ /ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇ ;Ϯϵϯ͕ϮϬϬͿ ĐĐŽƵŶƚŝŶŐ ;ϳϮϮ͕ϴϬϬͿ /ŶƚĞƌŶĂůƵĚŝƚ ;ϵϱ͕ϵϬϬͿ WƵƌĐŚĂƐŝŶŐ ;ϵϴϲ͕ϲϬϬͿ /ŶƚĞƌĞƐƚ ϳϰ͕ϬϬϬ ϳϰ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ ϭϬϬ͕ϬϬϬ KŶĞͲƚŝŵĞĂƉŝƚĂů;ĨŽƌƚƚƌŝĐŬͿ ϰ͕ϴϱϬ͕ϬϬϬ WƌŝŽƌzĞĂƌ^ĂǀŝŶŐƐ ϯ͕ϱϬϬ͕ϬϬϬ ϳ͕Ϭϯϲ͕ϲϬϬ ϳ͕Ϭϱϱ͕ϰϬϬ ϰ͕Ϯϲϰ͕ϮϬϬ Ϯ͕ϮϮϴ͕ϮϬϬ ϭ͕ϭϯϬ͕ϳϬϬ ^ƚĂƚĞ^ĂůĞƐdĂǆ ϲϯ͕ϰϬϬ͕ϮϬϬ ϲϯ͕Ϯϭϵ͕ϰϬϬ ϲϰ͕ϰϴϯ͕ϴϬϬ ϲϱ͕ϳϳϯ͕ϱϬϬ ϲϳ͕Ϭϴϵ͕ϬϬϬ ϲϴ͕ϰϯϬ͕ϴϬϬ ^ƚĂƚĞ Ϯϰϴ͕ϴϰϰ͕ϬϬϬ Ϯϲϰ͕ϬϯϮ͕ϳϬϬ ϮϳϬ͕ϯϯϴ͕ϯϭϭ Ϯϳϱ͕ϳϰϱ͕Ϭϯϵ Ϯϴϱ͕ϯϵϲ͕ϭϲϱ Ϯϵϭ͕ϭϬϰ͕ϭϮϭ DĞĚŝĐĂŝĚZĞŝŵďƵƌƐĞŵĞŶƚ ϭ͕ϮϬϬ͕ϬϬϬ ϭ͕ϮϱϬ͕ϬϬϬ ϭ͕ϮϱϬ͕ϬϬϬ ϭ͕ϮϱϬ͕ϬϬϬ ϭ͕ϮϱϬ͕ϬϬϬ &ĞĚĞƌĂů ϯϵϲ͕ϱϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ ϰϭϵ͕ϮϬϬ TOTALREVENUE$ 597,422,700 $621,177,200 $ 640,206,211 $ 659,216,439 $ 673,965,265 $690,672,821

SchoolExpenditures FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 BaselineIncreases Adopted Amended Plan Plan Plan Plan WƌŝŽƌzĞĂƌdŽƚĂůΨ ϱϴϭ͕ϭϬϬ͕ϬϬϬ Ψ ϱϵϳ͕ϰϮϮ͕ϳϬϬ Ψ ϲϮϭ͕ϭϳϳ͕ϮϬϬ Ψ ϲϰϬ͕ϮϬϲ͕Ϯϭϭ Ψ ϲϱϵ͕Ϯϭϲ͕ϰϯϵ Ψ ϲϳϯ͕ϵϲϱ͕Ϯϲϲ ,ĞĂůƚŚĐĂƌĞͲϳйĞŵƉůŽǇĞƌŝŶĐƌĞĂƐĞĂŶŶƵĂůůǇ ϰ͕ϱϭϴ͕ϴϬϬ Ϯ͕ϯϬϱ͕ϳϬϬ Ϯ͕ϰϲϳ͕ϭϬϬ Ϯ͕ϲϯϵ͕ϴϬϬ Ϯ͕ϴϮϰ͕ϲϬϬ ϯ͕ϬϮϮ͕ϯϬϬ sZ^ĂŶĚŽƚŚĞƌďĞŶĞĨŝƚĐŚĂŶŐĞƐ;ĨƌŽŵƌĂƚĞĐŚĂŶŐĞƐŽŶůǇͿ ϭ͕ϵϵϬ͕ϭϬϬ ϱ͕ϭϯϵ͕ϲϬϬ ϳϱϬ͕ϬϬϬ ŽƵŶƚǇƐĞƌǀŝĐĞĐŽƐƚƐ ϲϱϬ͕ϳϬϬ ;ϱ͕ϴϭϬ͕ϰϬϬͿ tŽƌŬĞƌƐŽŵƉĞŶƐĂƚŝŽŶ ;ϭ͕ϬϬϬ͕ϬϬϬͿ ^ƚƵĚĞŶƚ'ƌŽǁƚŚ;ϰϱ͘Ϯ&dƐͿ Ͳ Ϯ͕ϱϴϱ͕ϬϬϬ &ƵƌŶŝƚƵƌĞĨŽƌ^ƚƵĚĞŶƚ'ƌŽǁƚŚ;ŽŶĞƚŝŵĞŝŶ&zϭϴͿ ϭϭϬ͕ϬϬϬ ;ϭϭϬ͕ϬϬϬͿ Ğďƚ^ĞƌǀŝĐĞ ϭϯϭ͕ϵϬϬ Ϯ͕ϯϵϮ͕ϲϬϬ Ϯ͕ϯϳϮ͕ϮϬϬ ;ϱϰϰ͕ϲϬϬͿ ϰϯϵ͕ϬϬϬ ;ϭ͕Ϭϵϭ͕ϳϬϬͿ WĂǇͲĂƐͲǇŽƵͲŐŽĂƉŝƚĂů&ƵŶĚŝŶŐ ϯ͕ϴϴϰ͕ϬϬϬ Ϯ͕ϴϳϬ͕ϭϬϬ ϯ͕ϭϰϱ͕ϵϬϬ ϱ͕ϰϯϰ͕ϬϬϬ ;ϯ͕ϱϳϵ͕ϵϬϬͿ ϰ͕Ϯϴϰ͕ϬϬϬ ĚĚŝƚŝŽŶĂů^ZWWĂǇŵĞŶƚ ϯ͕ϭϬϬ͕ϬϬϬ ϱϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ϭ͕ϬϬϬ͕ϬϬϬ ŚŝůĚƌĞŶΖƐ^ĞƌǀŝĐĞƐĐƚ ϭ͕ϭϳϲ͕ϴϬϬ Ϯϳϯ͕ϭϬϬ ϭϮϵ͕ϱϬϬ ϭϰϮ͕ϰϬϬ ϭϱϲ͕ϲϬϬ ϭϳϮ͕ϯϬϬ ZĞŐŝŽŶĂůƐĐŚŽŽůƐƚƵŝƚŝŽŶŝŶĐƌĞĂƐĞ ϭϱϴ͕ϰϬϬ ϳϭ͕ϰϬϬ ϳϴ͕ϱϰϬ ϴϲ͕ϯϵϰ ϵϱ͕Ϭϴϯ ϭϬϰ͕ϲϯϮ

ϮϮϲ 15 DraftFiveͲYearPlanFY2018Ͳ2022 OperatingFund SchoolExpenditures FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 BaselineIncreases Adopted Amended Plan Plan Plan Plan &ĂĐŝůŝƚŝĞƐƌĞͲŽƌŐƐĂǀŝŶŐƐ ;ϭ͕Ϯϱϴ͕ϬϬϬͿ ZĞĚƵĐƚŝŽŶŝŶƐƵƉƉŽƌƚƉŽƐŝƚŝŽŶƐƚŚƌŽƵŐŚĂƚƚƌŝƚŝŽŶ;Ͳϵ&dƐͿ ;ϱϬϬ͕ϬϬϬͿ

KƚŚĞƌŚĂŶŐĞƐ;ĐƵƐƚŽĚŝĂů͕ƐĂůĂƌǇƐĂǀŝŶŐƐǇĞĂƌŽǀĞƌǇĞĂƌ͕ĞƚĐ͘Ϳ ;ϭϭ͕ϴϮϳ͕ϰϴϬͿ ;Ϯ͕ϱϳϱ͕ϳϮϵͿ ;ϭ͕ϵϰϮ͕ϬϭϲͿ ;ϭ͕ϰϰϰ͕ϭϱϳͿ ;ϭ͕ϰϰϮ͕ϳϳϳͿ ZĞĂůŝŐŶŵĞŶƚŽĨƐĂůĂƌŝĞƐ ;ϯ͕ϱϯϭ͕ϴϬϬͿ ZĞŶĞǁĂůŽĨĐƵƐƚŽĚŝĂůĐŽŶƚƌĂĐƚ ϮϯϮ͕ϲϬϬ dƌĂŶƐƉŽƌƚĂƚŝŽŶĞŵƉůŽǇĞĞƌĞƚĞŶƚŝŽŶŝŶĐĞŶƚŝǀĞƐ ϭϳϰ͕ϰϬϬ ŽŶƚŝŶŐĞŶĐǇƌĞĚƵĐƚŝŽŶ ;ϭϴϴ͕ϲϬϬͿ dĞĐŚŶŝĐĂůĂĚũƵƐƚŵĞŶƚƐ;ϱ͘Ϯ&dƐͿ ;ϵϬ͕ϲϬϬͿ ĂƐĞůŝŶĞǆƉĞŶĚŝƚƵƌĞ/ŶĐƌĞĂƐĞ ;ϯϭϲ͕ϳϴϬͿ ϳ͕ϴϳϱ͕ϭϬϬ ϲ͕ϬϬϳ͕ϱϭϭ ϲ͕ϴϭϱ͕ϵϳϴ Ϯϰϭ͕ϮϮϲ ϲ͕Ϭϰϴ͕ϳϱϱ BASELINESUBTOTAL$ 580,783,220 $605,297,800 $ 627,184,711 $ 647,022,189 $ 659,457,665 $680,014,020 Program/ServiceEnhancements

ĂƌůǇŽůůĞŐĞĐĂĚĞŵǇ;ϰ͘Ϯ&dƐ&zϭϴ͖ϰ͘Ϯ&dƐ&zϭϵ͖Ϯ&dƐ&zϮϬͿ ΨϮϵϲ͕ϵϬϬ ΨϮϵϱ͕ϬϬϬ ΨϭϵϬ͕ϱϬϬ ΨϮϴϮ͕ϬϬϬ ĂƌůǇŽůůĞŐĞĐĂĚĞŵǇ;ϭ&d&zϭϴ͖Ϯ͘Ϯ&dƐ&zϭϵ͖Ϯ͘Ϯ&dƐ&zϮϬ͕ Ϯ͘Ϯ&dƐ&zϮϭͿ ϭϱϭ͕ϬϬϬ ϭϳϬ͕ϬϬϬ ϭϵϭ͕ϬϬϬ ϭϲϬ͕ϬϬϬ ZĞŵĞĚŝĂůƐƚƵĚǇƐŬŝůůƐƉƌŽŐƌĂŵͲ&ĂůůŝŶŐƌĞĞŬDŝĚĚůĞ^ĐŚŽŽů FundedthroughCEIS ϭϰϬ͕ϬϬϬ ^ŽĐŝĂůŵŽƚŝŽŶĂů>ĞĂƌŶŝŶŐDĂƚĞƌŝĂůƐĨŽƌůĞŵĞŶƚĂƌǇǆƉĂŶƐŝŽŶͲ Ψϭϱ<ƉĞƌƐĐŚŽŽů͖ƵƌƚŝƐ͕ƌĞŶƐŚĂǁ͕,ĞŶŝŶŐ͕'ƌĂŶŐĞ,Ăůů͕ ƌĞƐƚǁŽŽĚ͕,ŽƉŬŝŶƐFundedthroughCEISͲsameschools ϵϬ͕ϬϬϬ ^ƚƵĚĞŶƚĨŽĐƵƐĞĚǁĞůůŶĞƐƐƉŽƐŝƚŝŽŶƐ;ϭƉĞƌ&zͿ ϵϬ͕ϬϬϬ ϱϳ͕ϰϬϬ ϱϳ͕ϰϬϬ ϱϳ͕ϰϬϬ ϱϳ͕ϰϬϬ ϱϳ͕ϰϬϬ ^ƚƵĚĞŶƚĨŽĐƵƐĞĚǁĞůůŶĞƐƐƉŽƐŝƚŝŽŶƐ;Ϯ&dƐ&zϭϴ͕ϯ&dƐ&zϭϵͿ ϵϬ͕ϬϬϬ ϭϭϰ͕ϴϬϬ ϭϳϮ͕ϮϬϬ ^ĐŚŽŽůďĂƐĞĚĚŝƐĐƌĞƚŝŽŶĂƌǇƐƉĞŶĚŝŶŐ ϯϲϱ͕ϵϬϬ

/ŶƚĞƌƉƌĞƚĞƌƐĞƌǀŝĐĞƐĨŽƌĚƵůƚĚƵĐĂƚŝŽŶŚĞĂƌŝŶŐŝŵƉĂŝƌĞĚƐƚƵĚĞŶƚƐ ϭϬ͕ϬϬϬ ŽŽƌĚŝŶĂƚŽƌ͕^K>ͬt͊^ͬW^dͬ^dͬWĐĂĚĞŵǇ ϵϱ͕ϬϬϬ &ƵƚƵƌĞEĞĞĚƐ ϭϭϱ͕ϬϬϬ Ϯ͕ϮϬϱ͕ϬϬϬ ϭϴϬ͕ϬϬϬ &ƵƚƵƌĞEĞĞĚƐ ϭϭϰ͕ϱϬϬ Ϯ͕ϯϮϳ͕ϬϬϬ ϭϴϬ͕ϬϬϬ ^ĂůĂƌǇĚũƵƐƚŵĞŶƚƐ;ϮйĂŶŶƵĂůůǇͿ ϳ͕ϰϬϵ͕ϴϬϬ ϳ͕ϳϴϱ͕ϮϬϬ ϳ͕ϵϰϬ͕ϵϬϬ ϴ͕Ϭϵϵ͕ϳϬϬ ϴ͕Ϯϲϭ͕ϳϬϬ ϴ͕ϰϮϲ͕ϵϬϬ

ĚĚŝƚŝŽŶĂůWdZZĞĚƵĐƚŝŽŶƐ;ĂƉƉƌŽǆŝŵĂƚĞůǇϮϴ&dƐĞĂĐŚǇĞĂƌͿ ϭ͕ϱϵϯ͕ϲϬϬ ϭ͕ϲϯϱ͕ϬϬϬ ϭ͕ϲϯϮ͕ϬϬϬ ϭ͕ϲϲϰ͕ϲϰϵ ϭ͕ϲϵϳ͕ϵϬϬ ϭ͕ϳϯϭ͕ϵϬϬ ŝŐŝƚĂůĐƵƌƌŝĐƵůƵŵ ϮϱϬ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ϭϮϱ͕ϬϬϬ ƵƐ&ůĞĞƚZĞƉůĂĐĞŵĞŶƚ ϮϱϬ͕ϬϬϬ ϮϱϬ͕ϬϬϬ ϮϱϬ͕ϬϬϬ ϮϱϬ͕ϬϬϬ KZs;ϮϵƐƚƵĚĞŶƚƐͿ ϭϱ͕ϬϬϬ Ϯϴϭ͕ϯϬϬ ϭϵϴ͕ϬϬϬ ϭϵϴ͕ϬϬϬ

ϮϮϳ 16 DraftFiveͲYearPlanFY2018Ͳ2022 OperatingFund SchoolExpenditures FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Program/ServiceEnhancements Adopted Amended Plan Plan Plan Plan ůĞŵĞŶƚĂƌǇƐƉĞĐŝĂůĞĚƵĐĂƚŝŽŶĐŽŽƌĚŝŶĂƚŽƌƐ;ϭϯ&dƐ&zϭϳ͖ϭϬ&dƐ &zϭϴͿΨ ϳϯϴ͕ϳϬϬ Ψ ϱϳϮ͕ϱϬϬ WŚŽĞŶŝǆWƌŽŐƌĂŵ;ůƚĞƌŶĂƚŝǀĞĚƵĐĂƚŝŽŶ;Ϯ͘ϰ&dƐ&zϭϴ͕ϯ͘Ϭ&dƐ &zϭϵĂŶĚϮ&dƐ&zϮϬͿ ϭϰϬ͕ϱϬϬ ϭϵϵ͕ϱϬϬ ϭϮϱ͕ϰϬϬ ^ƚƵĚĞŶƚǁĞůůŶĞƐƐŽƉĞƌĂƚŝŶŐƐƵƉƉůŝĞƐ ϭϭ͕ϮϱϬ ŽŽƌĚŝŶĂƚĞĚĂƌůǇ/ŶƚĞƌǀĞŶŝŶŐ^ĞƌǀŝĐĞƐ;/^ͿƐĞƚͲĂƐŝĚĞŝŵƉĂĐƚĨŽƌ ŽƉĞƌĂƚŝŶŐĨƵŶĚ;Ϯϳ&dƐͿ ϭ͕ϲϰϱ͕ϵϬϬ ^K>ͬ^dͬWͬt͊^ĐĂĚĞŵŝĞƐ ϱϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ĚĚŝƚŝŽŶŽĨŶƵƌƐĞƉŽƐŝƚŝŽŶƐͲŽŶĞƉĞƌƐĐŚŽŽů;ϵ&dƐ&zϭϴ͖ϭϬ&dƐ &zϮϬ͖ϭϬ&dƐ&zϮϭͿ ϳϮϴ͕ϳϬϬ ϴϭϯ͕ϬϬϬ ϴϭϯ͕ϬϬϬ ZĞĚƵĐƚŝŽŶŽĨϭͬϮĐůŝŶŝĐĂŝĚĞƉŽƐŝƚŝŽŶƐƚŚƌŽƵŐŚĂƚƚƌŝƚŝŽŶ;Ͳϵ&dƐ &zϭϴ͖ͲϮϯ&dƐ&zϮϬͿ ;ϮϬϳ͕ϯϬϬͿ ;ϱϮϵ͕ϵϬϬͿ ^ĐŚŽŽůƐƚĂƌƚŝŶŐƚŝŵĞƐ;ŽŶŐŽŝŶŐĐŽƐƚƐͿ;Ϯϱ&dƐ&zϭϵͿ ϱϬϬ͕ϬϬϬ ϭ͕ϮϬϬ͕ϬϬϬ ^ƉĞĐŝĂůĚƵĐĂƚŝŽŶDƵƐŝĐĂŶĚƌƚWƌŽŐƌĂŵ;ϯ͘ϱ&dƐͿ ϮϭϮ͕ϲϬϬ ^ƚƌĂƚĞŐŝĐƐĂůĂƌǇĂĚũƵƐƚŵĞŶƚƐͲƐĐŚŽŽůůĞǀĞůůĞĂĚĞƌƐŚŝƉ ϵϱϴ͕ϵϬϬ ŽĂĐŚŝŶŐƐƵƉƉůĞŵĞŶƚƐͲůĂĐƌŽƐƐĞĂŶĚƐǁŝŵ ϭϳϭ͕ϲϬϬ ZĞĐůĂƐƐŝĨǇƚĞĐŚŶŽůŽŐǇƌĞƐŽƵƌĐĞĂƐƐŝƐƚĂŶƚ;dZͿƉŽƐŝƚŝŽŶƐƚŽ^dD ƚĞĂĐŚĞƌƐͲĐŽĨĨ͕ŶŽŶ͕ƚƚƌŝĐŬ͕tŽŽůƌŝĚŐĞĂŶĚ^ƉƌŝŶŐZƵŶ ůĞŵĞŶƚĂƌǇ^ĐŚŽŽůƐ ϭϰϰ͕ϳϬϬ ĂƌƚŚ^ĐŝĞŶĐĞĐƵƌƌŝĐƵůƵŵĨŽƌŵŝĚĚůĞƐĐŚŽŽůƐ ϲϬ͕ϬϬϬ ůĞŵĞŶƚĂƌǇ^ĐŚŽŽů^ĐŝĞŶĐĞ<ŝƚZĞƉůĂĐĞŵĞŶƚƐ ϰϮ͕ϬϬϬ DƵƐŝĐĂů/ŶƐƚƌƵŵĞŶƚZĞƉůĂĐĞŵĞŶƚ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ϮϬ͕ϬϬϬ ZĞĐůĂƐƐŝĨǇůĞŐĂůĂƐƐŝƐƚĂŶƚƉŽƐŝƚŝŽŶƚŽĂƚƚŽƌŶĞǇƉŽƐŝƚŝŽŶ ϰϴ͕ϵϬϬ ZŝĐŚŵŽŶĚĂůůĞƚ͕WĂƌƚŶĞƌƐŝŶƚŚĞƌƚƐ͕ZŝĐŚŵŽŶĚ^ǇŵƉŚŽŶǇ ĐŽŶƚƌĂĐƚŝŶĐƌĞĂƐĞƐ ϮϬ͕ϬϬϬ WƌŽũĞĐƚďĂƐĞĚůĞĂƌŶŝŶŐŽƉĞƌĂƚŝŶŐƐƵƉƉůŝĞƐ ϭϭ͕ϮϱϬ ƵĂůĞŶƌŽůůŵĞŶƚƐƵƉƉŽƌƚĨŽƌdƉƌŽŐƌĂŵƐ ϭϬ͕ϬϬϬ ZĞŐŝŽŶĂůĐĂƌĞĞƌĞǆƉůŽƌĂƚŝŽŶƉƌŽŐƌĂŵ ϳ͕ϱϬϬ ŽŵŵƵŶŝƚǇŵĂŬĞƌƐƉĂĐĞƐƚĂĨĨŝŶŐͲŝƌĚ,ŝŐŚ^ĐŚŽŽů ϲ͕ϬϬϬ ĐŽŶŽŵŝĐƐĂŶĚƉĞƌƐŽŶĂůĨŝŶĂŶĐĞŝŶƐƚƌƵĐƚŝŽŶƌĞƐŽƵƌĐĞƐ ϰ͕ϱϬϬ ůĞŵĞŶƚĂƌǇŐŝĨƚĞĚƐĐƌĞĞŶŝŶŐƚŽŽůƉŝůŽƚ ϭ͕ϳϬϬ /ŶŶŽǀĂƚŝŽŶŐƌĂŶƚƐ ϯϬϬ͕ϬϬϬ ϯϬϬ͕ϬϬϬ ϯϬϬ͕ϬϬϬ KƉĞŶŝŶŐDŝĚůŽƚŚŝĂŶĂƌĞĂĞůĞŵĞŶƚĂƌǇƐĐŚŽŽů;Ϯ&dƐ&zϭϵ͖Ϯϭ&dƐ &zϮϬͿ ϭϲϱ͕ϵϬϬ ϴϮϮ͕ϵϬϬ ^ƚĂĨĨĐŽŵƉƵƚĞƌƌĞƉůĂĐĞŵĞŶƚƐ Ͳ ϴϬϯ͕ϬϬϬ ϴϬϯ͕ϬϬϬ dĂƌŐĞƚĞĚ/ŶƐƚƌƵĐƚŝŽŶĂŶĚƚƚĞŶĚĂŶĐĞ^ƵƉƉŽƌƚ;ϭϯ&dƐͿ ϳϴϵ͕ϮϴϬ DŝĚĚůĞ^ĐŚŽŽůĚŵŝŶŝƐƚƌĂƚŝǀĞƐƐŝƐƚĂŶƚƐ;ϰ&dƐͿ ϮϮϳ͕ϯϬϬ ϮϮϴ 17 DraftFiveͲYearPlanFY2018Ͳ2022 OperatingFund SchoolExpenditures FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 Program/ServiceEnhancements Adopted Amended Plan Plan Plan Plan ,ŝŐŚ^ĐŚŽŽůĞĂŶ;ϭ&dͿΨ ϱϵ͕ϳϬϬ

ĚĚŝƚŝŽŶĂůĐŽůůĂďŽƌĂƚŝǀĞƚĞĂĐŚŝŶŐƐƚĂĨĨ;ŵŝĚĚůĞƐĐŚŽŽůƐͿ;ϭϱ&dƐͿ ϲϰϱ͕ϬϬϬ ŽůůĞŐĞĂŶĚĂƌĞĞƌZĞĂĚŝŶĞƐƐ;ϭ&dͿ ϮϮϬ͕ϬϬϬ

WĞƌŵĂŶĞŶƚƐƵďƐƚŝƚƵƚĞƐ;ĐŽŶƚŝŶƵĂƚŝŽŶŽĨ&zϭϲĨƵŶĚŝŶŐͿ;ϱ&dƐͿ Ϯϳϱ͕ϬϬϬ ,ĞĂĚƐƚĂƌƚƐƵƉƉŽƌƚ;ϭ&dͿ ϭϭϱ͕ϬϬϬ &ŝŶĂŶĐĞWŽƐŝƚŝŽŶƐĨŽƌ/Z^ZĞƉŽƌƚŝŶŐZĞƋƵŝƌĞŵĞŶƚƐ;Ϯ&dƐͿ ϭϮϯ͕ϮϬϬ ŽŶƚŝŶƵĞĚƌĞƐƚŽƌĂƚŝŽŶŽĨĞůĞŵĞŶƚĂƌǇƐƚŝƉĞŶĚƐ ϭϯϯ͕ϬϬϬ ĚĚŝƚŝŽŶĂůϭйƉĂǇƌĂŝƐĞ;&zϭϳKE>zͿ ϯ͕ϳϬϰ͕ϵϬϬ ŶŚĂŶĐĞĚǆƉĞŶĚŝƚƵƌĞ/ŶĐƌĞĂƐĞΨ ϭϲ͕ϲϯϵ͕ϰϴϬ Ψ ϭϱ͕ϴϳϵ͕ϰϬϬ Ψ ϭϯ͕ϬϮϭ͕ϱϬϬ Ψ ϭϮ͕ϭϵϰ͕ϮϱϬ Ψ ϭϰ͕ϱϬϳ͕ϲϬϬ Ψ ϭϬ͕ϲϱϴ͕ϴϬϬ

TOTALEXPENDITURES(Base+Enhanced)$ 597,422,700 $621,177,200 $ 640,206,211 $ 659,216,439 $ 673,965,266 $690,672,821 Total(Deficit)/Surplus$ 0 $ Ͳ $ (0) $ (0) $ (0) $(0)

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TECHNICAL APPENDIX

ϮϯϮ FY 2018 Budget Workshop

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Budget Workshop

ϮϱϬϮϯϰ FY 2018 Budget Workshop

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^ŚĞƌŝĨĨ WŽůŝĐĞ йĚŝĨĨĞƌĞŶĐĞ WĂǇĂĨƚĞƌƚƌĂŝŶŝŶŐ Ψϯϳ͕ϱϱϬ ΨϰϮ͕ϴϬϬ ϭϮй &ŝƌƐƚůĂƐƐĞƉƵƚǇͬKĨĨŝĐĞƌ Ψϯϳ͕ϱϱϬ Ψϰϰ͕ϱϭϮ ϭϲй DĂƐƚĞƌĞƉƵƚǇͬKĨĨŝĐĞƌ Ψϯϳ͕ϱϱϬ Ψϰϲ͕ϮϵϮ ϭϵй ĂƌĞĞƌĞƉƵƚǇͬKĨĨŝĐĞƌ Ψϯϳ͕ϱϱϬ Ψϰϴ͕ϭϰϰ ϮϮ͘й ^ĞƌŐĞĂŶƚ Ψϰϳ͕ϵϰϬ Ψϱϰ͕ϰϴϴ ϭϮй >ŝĞƵƚĞŶĂŶƚ Ψϱϰ͕ϰϴϴ ΨϲϮ͕ϮϱϮ ϭϮй ĂƉƚĂŝŶ ΨϲϮ͕ϮϱϮ Ψϳϭ͕ϭϮϰ ϭϮй DĂũŽƌ Ψϳϭ͕ϭϮϰ Ψϴϭ͕Ϯϱϵ ϭϮй >ƚ͘ŽůŽŶĞů Ψϴϭ͕Ϯϱϵ ΨϵϮ͕ϴϯϲ ϭϮй

ϮϱϭϮϯϱ FY 2018 Budget Workshop

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ϮϱϮϮϯϲ SOCIAL SERVICES 2015 JLARC STUDY REPORT

TECHNICAL APPENDIX

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5HSRUWWRWKH*RYHUQRUDQGWKH*HQHUDO$VVHPEO\RI9LUJLQLD Eligibility Determination in Virginia’s Medicaid Program 2015

JOINT LEGISLATIVE AUDIT AND REVIEW COMMISSION

Ϯϯϴ Members of the Joint Legislative Audit and Review Commission

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Report No. 476 -RLQW/HJLVODWLYH$XGLWDQG5HYLHZ&RPPLVVLRQ KWWSMODUFYLUJLQLDJRY Ϯϯϵ April 7, 2016

The Honorable John C. Watkins, Chair Joint Legislative Audit and Review Commission General Assembly Building Richmond, Virginia 23219

Dear Senator Watkins:

In 2015, the General Assembly directed the Joint Legislative Audit and Review Commission (JLARC) to review Virginia’s Medicaid program (HJ637 and SJ268). As part of this study, the report Eligibility Determination in Virginia’s Medicaid Program was briefed to the Commission and authorized for printing on November 9, 2015.

On behalf of Commission staff, I would like to express appreciation for the cooperation and assistance of the staff of the Departments of Medical Assistance Services and Social Services.

Sincerely,

Hal E. Greer Director

ϮϰϬ Contents

SummaryL Recommendations LLL Chapters 0HGLFDLG(OLJLELOLW\LQ9LUJLQLD (QVXULQJ(OLJLELOLW\LV'HWHUPLQHG$FFXUDWHO\ (QVXULQJ(OLJLELOLW\LV'HWHUPLQHG2Q7LPH (VWDWH5HFRYHULHVIURP0HGLFDLG5HFLSLHQWV Appendixes

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ϮϰϮ Summary: Eligibility Determination in Virginia’s Medicaid Program

WHAT WE FOUND Virginia policies do not ensure that all eligibility criteria are verified for all individuals State policy does not require eligibility workers to search for either unreported income or unreported assets. Without complete information, Virginia is vulnerable to erroneously providing benefits to individuals who do not meet financial eligibility criteria for the Medicaid program. Virginia’s policies were developed when information was ver- WHY WE DID THIS STUDY ified manually and identifying unreported resources would have been difficult, but the state 7KH*HQHUDO$VVHPEO\GLUHFWHG-/$5&WRUHYLHZWKHHOLJLELOLW\ GHWHUPLQDWLRQSURFHVVIRU0HGLFDLGEHQHILWVLQ9LUJLQLD is increasingly able to verify eligibility criteria 0HGLFDLGHOLJLELOLW\GHWHUPLQDWLRQLQ9LUJLQLDLVXQGHUJRLQJ using electronic data sources. VLJQLILFDQWFKDQJHVLQFOXGLQJQHZSROLFLHVIRUPRVW0HGLFDLG DSSOLFDQWVDQGDQHZLQIRUPDWLRQV\VWHPXVHGIRUDOODSSOL A 2012 triennial federal review showed that Vir- FDQWV,QWKHPLGVWRIWKHVHFKDQJHVHOLJLELOLW\GHWHUPLQDWLRQV ginia’s eligibility error rate had significantly im- QHHGWRUHPDLQDFFXUDWHDQGWLPHO\WRHQVXUHWKDWRQO\HOLJLEOH proved since the previous review in 2009. Re- DSSOLFDQWVUHFHLYHEHQHILWV cent pilot reviews indicate a modest increase in ABOUT VIRGINIA’S MEDICAID PROGRAM errors, which may be curbed once the eligibility 7KH9LUJLQLD0HGLFDLGSURJUDPSURYLGHVPHGLFDOORQJWHUP determination process reaches a steady state. FDUHDQGEHKDYLRUDOKHDOWKVHUYLFHVWRPRUHWKDQRQHPLOOLRQ Late eligibility determinations may LQGLYLGXDOVHDFK\HDU7KH'HSDUWPHQWRI0HGLFDO$VVLVWDQFH 6HUYLFHV '0$6 ZKLFKDGPLQLVWHUVWKHSURJUDPSDLGDOPRVW delay access to health care and result in ELOOLRQLQVWDWHDQGIHGHUDOIXQGVIRUVHUYLFHVLQ)< spending on ineligible recipients '0$6DQGWKHIHGHUDOJRYHUQPHQWVHW0HGLFDLGSROLF\7KH 9LUJLQLD'HSDUWPHQWRI6RFLDO6HUYLFHVRYHUVHHVWKHLPSOHPHQ Local departments of social services (DSS) have WDWLRQRIHOLJLELOLW\SROLF\DQGORFDOGHSDUWPHQWVRIVRFLDO struggled to determine eligibility for many Med- VHUYLFHV ORFDO'66 FDUU\RXWSROLF\WRGHWHUPLQHWKHHOLJLELOLW\ icaid applications within prescribed time stand- RILQGLYLGXDOV ards, which can delay access to health care for eligible applicants such as pregnant women. The number of overdue applications has decreased substantially in recent months, but it remains relatively high: one quarter of Medicaid applications submitted during the first quarter of 2015 were approved late. Local offices have also been unable to renew the eligibility of some Medicaid recipients every 12 months as required, due to considerable changes to the eligibility determination process and a significantly increased workload. When renewals are performed late, Medicaid recipients who have become ineligible continue to receive benefits. In FY 2014, it is estimated that between $21 million and $38 million was

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spent on benefits for ineligible recipients whose renewals were processed late. Half of these benefits were paid with state funds. Half of all overdue renewals in Virginia in FY 2015 were concentrated in only six local offices. Five of these six offices also have some of the lowest staffing levels relative to caseload in the state, partly because the current method of allocating base administrative funds to local DSS offices is outdated and does not reflect current workload. Virginia does not proactively identify assets that could be recovered to offset Medicaid expenses Virginia does not proactively identify assets that could be recovered from the estates of deceased Medicaid recipients to reimburse the cost of the services they received. The state currently relies primarily on heirs and estate administrators to disclose or self-report the existence and value of assets, creating a conflict of interest because these individuals may stand to inherit the assets if they are not used to reimburse the state for Medicaid expenses. Virginia recovered just $883,000 from 207 estates in FY 2014. Identifying assets for recovery was difficult before the availability of electronic data. The state’s new eligibility determination system will soon contain information that could be used to identify which estates may have recoverable assets and prioritize those with the highest values. WHAT WE RECOMMEND Legislative action x Direct DMAS to change Medicaid eligibility policy to require (i) checking electronic data sources when applicants report zero income and (ii) searching for unreported assets when applicants are subject to an asset limit. x Direct VDSS to review and revise the current allocation methodology for state administrative funds for local departments of social services. x Direct DMAS to proactively seek recovery from the estates of deceased Medicaid recipients. Executive action x DMAS should develop a proposal to the General Assembly for using the central processing unit to address the backlog of overdue renewals.

The complete list of recommendations is available on page iii.

Ϯϰϰ LL Recommendations: Eligibility Determination in Virginia’s Medicaid Program

RECOMMENDATION 1 The General Assembly may wish to consider amending the Code of Virginia to require all financial institutions doing business in Virginia to provide the Department of Medical Assistance Services with financial records for all accounts owned by Medicaid applicants and recipients whose financial resources are subject to an asset limit under Medicaid eligibility requirements (Chapter 2, page 15).

RECOMMENDATION 2 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Virginia Department of Social Services to develop the capability to search for real estate assets through the Virginia Case Management System for all individuals whose assets are subject to an asset limit under Medicaid eligibility requirements (Chapter 2, page 16).

RECOMMENDATION 3 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Department of Medical Assistance Services to modify current policy to direct eligibility workers to apply the same protocols when verifying income for all individuals, including those who report no earned or unearned income (Chapter 2, page 20).

RECOMMENDATION 4 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Departments of Medical Assistance Services and Social Ser- vices to implement a process for checking Virginia’s new hire database for recent employment when data available from the Virginia Employment Commission at the time of Medicaid application or renewal does not identify wages. The Department of Medical Assistance Services should work with the Centers for Medicare and Med- icaid Services to gain access to the National Directory of New Hires (Chapter 2, page 21).

RECOMMENDATION 5 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Departments of Medical Assistance Services and Social Ser- vices to implement a process for checking wage data from the Virginia Employment Commission six months after application or renewal, in cases where self-attestation was accepted at the time of application or renewal (Chapter 2, page 22).

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RECOMMENDATION 6 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Department of Medical Assistance Services to modify current policy to direct eligibility workers to search for unreported assets using all available sources of electronic data, including local real estate property databases, the De- partment of Motor Vehicles, and Virginia’s asset verification system, for all Medicaid applicants and recipients whose assets are subject to an asset limit under Medicaid eligibility requirements (Chapter 2, page 25).

RECOMMENDATION 7 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Virginia Department of Social Services to make the necessary improvements to the Virginia Case Management System so that eligibility workers have the tools to manage their caseload and minimize the number of late applications (Chapter 3, page 36).

RECOMMENDATION 8 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Virginia Department of Social Services to implement the necessary changes to the Virginia Case Management System so that eligibility can be determined at the time of renewal through an automated process (Chapter 3, page 37).

RECOMMENDATION 9 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Department of Medical Assistance Services to amend the Vir- ginia Medicaid application, with approval from the Centers for Medicare and Medi- caid Services, so that Medicaid applicants grant permission to use their federal tax returns to perform renewals, unless they opt out (Chapter 3, page 38).

RECOMMENDATION 10 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Department of Medical Assistance Services to amend the Vir- ginia Medicaid application, with approval from the Centers for Medicare and Medi- caid Services, so that additional information is provided on the advantages to recipients of granting access to their tax returns for the purpose of renewing their Medicaid eligibility, and so that the request for permission to use federal tax data for eligibility renewals is placed in a more prominent position on the form (Chapter 3, page 39).

RECOMMENDATION 11 The Department of Medical Assistance Services should conduct outreach to recipients who have not granted permission for electronic renewals, to explain the advantages of electronic renewals and provide a mechanism for recipients to grant permission (Chapter 3, page 39).

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RECOMMENDATION 12 The Departments of Medical Assistance Services and Social Services should develop a plan for expanding the central processing unit, to reduce the backlog of overdue renewals as quickly as is practicable, and establish a target limit on the number of late renewals each month. The plan should be submitted to the House Appropriations and Senate Finance Committees by the beginning of the 2016 General Assembly session (Chapter 3, page 44).

RECOMMENDATION 13 The General Assembly may wish to consider appropriating necessary general funds to implement the plan presented by DMAS for expanding the central processing unit to reduce the backlog of overdue renewals (Chapter 3, page 44).

RECOMMENDATION 14 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Virginia Department of Social Services to develop an objective and data-driven formula for the allocation of state administrative funding to local departments of social services that reflects workload, ability to pay, and other factors that affect performance (Chapter 3, page 46).

RECOMMENDATION 15 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Department of Medical Assistance Services to use data from the Virginia Case Management System to identify the reported assets of deceased Medicaid recipients and to initiate recovery from estates for which the value of the assets is likely to exceed the cost of recovery (Chapter 4, page 53).

RECOMMENDATION 16 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Department of Medical Assistance Services to use electronic data sources to search for unreported assets of deceased Medicaid recipients and to initiate recovery from estates for which the value of the assets is likely to exceed the cost of recovery (Chapter 4, page 54).

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Ϯϰϴ YL Medicaid Eligibility in Virginia SUMMARY9LUJLQLD·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

In 2015 the General Assembly directed JLARC to review Virginia’s Medicaid program. The mandate specifically called for a review of the eligibility determination process and whether appropriate services are provided in a cost-effective manner (Appendix A). This report presents research and findings related to the eligibility determination process for Medicaid in Virginia. Two other reports will be issued under the study mandate, addressing Medicaid non-emergency transportation services (De- cember 2015) and the cost-effectiveness of Medicaid services (Fall 2016). A variety of research activities were conducted to evaluate the eligibility determination process. Interviews were conducted with state agency staff who are responsible for setting and implementing eligibility policy, and with local agency staff who are responsible for determining eligibility for Medicaid benefits. Extensive analysis of data collected from multiple state agencies was performed to further understand the eligibility determination process (Appendix B).

Virginians must meet numerous criteria to be eligible for Medicaid To be covered under the Medicaid program in Virginia, individuals must fall into one of five primary eligibility categories, as well as meet non-financial criteria, such as U.S. citizenship and Virginia residency. In addition, individuals must meet the financial criteria for their specific eligibility category.

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Only certain categories of Virginians are eligible for Medicaid In Virginia, individuals may be eligible for full Medicaid benefits if they fall into one of five primary eligibility categories: x children (under age 19), x parents or legal guardians of a dependent child, x pregnant women, x aged (65 or older), or x disabled or blind. Belonging to one of these categories does not in itself guarantee eligibility, but it is necessary to be enrolled in the program. Adults without children are not eligible for full Medicaid benefits unless they are aged, blind, or disabled. There are other partial benefit categories, including family planning services for adults and limited Medicare cost-sharing benefits for some Medicare-eligible applicants, for individuals who meet specific eligibility criteria.

All applicants must meet the same non-financial criteria but financial criteria vary depending on eligibility category An individual who belongs to one of Virginia’s primary Medicaid eligibility categories must also meet non-financial eligibility criteria. As required by federal regulation, each applicant’s identity must be verified. The individual must either be a U.S. citizen or have a certain immigration status, and the individual must be a Virginia resident. To be eligible for Medicaid, individuals must meet financial criteria that are specific to the corresponding eligibility category. Each recipient must have income below the appropriate percentage of the federal poverty level for their eligibility category (Table 1-1). The income thresholds in Virginia range from 24-48 percent of the federal poverty level for able-bodied parents to 143 percent of the federal poverty level for children and pregnant women. In 2015, the federal poverty level for a family of three was $20,090. Both earned income, such as wages and salaries, and unearned income, such as social security and unemployment income, are assessed against the income threshold. For non-disabled children to be eligible, the income of their parent or guardian must be below the threshold. In addition to the income threshold, there are asset limits for aged and disabled recipients: $2,000 for individuals and $3,000 for married couples. There is no asset limit for children, parents, or pregnant women. Typical assets that are counted include bank accounts, real estate, and vehicles. Homes are exempt if the applicant still lives in the home, and one vehicle is exempt for every applicant.

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TABLE 1-1 Medicaid recipients must meet different financial criteria depending on their eligibility category Income threshold Primary eligibility category (% of federal poverty line) Asset limit 3DUHQWV 1$ &KLOGUHQ 1$ 3UHJQDQWZRPHQ 1$ $JHG 'LVDEOHG%OLQGD 6RXUFH-/$5&VWDIIDQDO\VLVRI'0$6UHJXODWLRQVDQG0HGLFDLGSROLF\PDQXDOV 1RWH,QFRPHWKUHVKROGIRUSDUHQWVYDULHVE\ORFDOLW\ D$SSOLFDQWVIRUORQJWHUPFDUHVHUYLFHVDUHVXEMHFWWRKLJKHULQFRPHWKUHVKROGV

Virginia spent $8 billion to provide Medicaid benefits in FY 2014 Virginia spent almost $8 billion in state and federal funds to provide Medicaid benefits to 1.2 million Virginians in FY 2014. This represented more than 18 percent of total state appropriations in that year. Medicaid spending is shared between the state and federal governments based on each state’s Federal Medical Assistance Percentage (FMAP). Virginia’s FMAP is 50 percent, so the state pays for half the cost of Medi- caid services.

Nearly 15 percent of Virginians were enrolled in Medicaid in FY 2014 Almost 1.2 million Virginians were enrolled in Medicaid at some point during FY 2014, or 14.2 percent of Virginia’s population of approximately 8.3 million peo- ple. On average, 889,000 individuals were enrolled in the program each month. Chil- dren comprised the majority (53 percent) of Medicaid enrollment (Figure 1-1). Disa- bled or blind enrollees (17 percent), parents (10 percent), and the aged (6 percent) collectively accounted for 34 percent of Medicaid enrollment. Pregnant women and other categories including mostly partial benefit enrollees make up the remaining 12 percent.

Cost per enrollee is highest for disabled and aged recipients The Department of Medical Assistance Services (DMAS) paid $7.9 billion in state and federal funds for Medicaid benefits on behalf of enrollees during FY 2014. Disabled or blind enrollees account for almost half (47 percent) of these expenditures. This is due to their high relative cost per enrollee of more than $24,000 annually. Aged enrollees account for another 19 percent of expenditures. Children are

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the least costly enrollees on average, with annual expenditures per enrollee of approximately $3,500. Total expenditures for children accounted for just 22 percent of total spending even though these enrollees account for 53 percent of total enrollment (Figure 1-2). FIGURE 1-1 Children accounted for more than half of monthly Medicaid enrollment (FY 2014)

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Medicaid pays for a variety of services, including acute care, long-term care, and behavioral health services. Acute care services accounted for a majority (52 percent) of total expenditures in FY 2014 (Figure 1-3). These services include all traditional health care, from hospital stays to physician visits and prescription drugs. Long-term care services make up nearly one-third (31 percent) of total spending, and include both traditional nursing facility care, where individuals live and receive necessary services in a nursing facility, as well as home- and community-based services, where individuals live at home and receive necessary services either at home or in the community where they live. Behavioral health is the smallest major service category (9 percent) and includes services provided in institutional settings as well as intensive in-home and day treatment therapies.

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FIGURE 1-2 Disabled and aged enrollees accounted for a disproportionate amount of Medicaid expenditures (FY 2014)

FIGURE 1-3 Acute care services accounted for half of Medicaid spending in FY 2014

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Eligibility determination process is complex and involves multiple federal, state, and local agencies Several government agencies are involved in establishing and implementing Medicaid eligibility policy in Virginia. The federal Centers for Medicare and Medicaid Services (CMS) establishes standards within which all states set their eligibility criteria and policy. In Virginia, DMAS establishes eligibility policy and the Virginia Department of Social Services (VDSS) oversees its implementation. Eligibility determinations are made by 120 local departments of social services (local DSS) and a central processing unit (CPU). These agencies interact with a variety of federal, state, and local data systems to accurately determine eligibility in a timely manner.

Federal and state agencies set eligibility policy but local departments of social services determine eligibility DMAS is responsible for setting Virginia’s Medicaid eligibility determination policies within the federal guidelines established by CMS. State eligibility policies stipulate how the information reported by the applicant should be verified within federal standards, what data sources should be used to perform the verifications, and the time standards that should be met in performing initial applications and renewals. While Virginia’s eligibility criteria are established through the regulatory process and Federal marketplace codified in the Virginia Administrative Code, DMAS has broad discretion in setting )HGHUDOODZHVWDEOLVKHGD eligibility determination policies, which are documented in state policy manuals but ZHEVLWHKHDOWKFDUHJRY IRULQGLYLGXDOVWR are not subject to the regulatory process. DMAS works with VDSS through a Mem- SXUFKDVHSULYDWHKHDOWK orandum of Understanding to implement these eligibility determination policies. LQVXUDQFH:KHQ VDSS is responsible for disseminating DMAS’s policies to 120 locally controlled LQGLYLGXDOVDSSO\IRU DSS offices and overseeing the eligibility determination process across the state. FRYHUDJHWKH\DUH VFUHHQHGIRUSRWHQWLDO Local DSS offices are responsible for determining eligibility for most Medicaid appli- 0HGLFDLGHOLJLELOLW\DQG cations. Eligibility workers in local offices must review the information provided by UHIHUUHGWRWKHLUVWDWH·V 0HGLFDLGSURJUDPIRUDQ applicants, verify all criteria in accordance with DMAS policy, and make eligibility HOLJLELOLW\GHWHUPLQDWLRQ determinations. Local eligibility workers determine eligibility for both the initial Med- icaid applications and annual renewals. They also determine eligibility for benefit programs such as the Supplemental Nutrition Assistance Program (SNAP), and Temporary Assistance for Needy Families (TANF) program. In August 2014, DMAS established the CPU to assist local DSS offices with the Medicaid application caseload. The CPU started by determining eligibility for applications referred to Virginia from the federal marketplace. In April 2015, the CPU began determining eligibility for about two-thirds of the applications from Cover Virginia, a call center that allows individuals to apply for Medicaid benefits over the phone. Prior to August 2014, local offices processed every Medicaid application and renewal in Virginia.

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Federal regulations require that eligibility be determined within established time standards for all applications and renewals. Applications must be reviewed, and eligibility determined, within different standards depending on the eligibility category of the applicant (Table 1-2). Renewals must be completed every 12 months for all Med- icaid recipients, except pregnant women, who are evaluated for eligibility in other Medicaid categories once they are no longer pregnant.

TABLE 1-2 Eligibility determination for applications and renewals should be completed within prescribed time standards

Primary eligibility category Application time standard Renewal time standard 3UHJQDQWZRPHQ ZRUNGD\V 1$ &KLOGUHQ FDOHQGDUGD\V PRQWKV 3DUHQWV FDOHQGDUGD\V PRQWKV $JHG FDOHQGDUGD\V PRQWKV 'LVDEOHG%OLQG FDOHQGDUGD\V PRQWKV 6RXUFH9'660HGLFDLGHOLJLELOLW\SROLF\PDQXDO 1RWH7KHWLPHVWDQGDUGIRUGLVDEOHGDSSOLFDQWVLVGD\VLIDGLVDELOLW\DVVHVVPHQWLVUHTXLUHG,IWKHDSSOLFDQWKDV DOUHDG\EHHQDVVHVVHGWKHVWDQGDUGLVGD\V

Eligibility determination process is complex Determining eligibility for applications and renewals requires coordination between several state and local agencies and access to multiple data systems. Federal regulations require that states provide four methods for filing applications: on paper applications at local DSS offices; through CommonHelp, an online application portal for multiple benefit programs; through the Cover Virginia call center; and through the federal marketplace. Applications from all four sources are entered into the Virginia Case Management System (VaCMS), which is operated by VDSS, and assigned to the appropriate local DSS office or to the CPU. Eligibility workers must then use multiple electronic data sources, and in some instances paper documents, to determine whether applicants meet the eligibility criteria for Medicaid. Applications are checked against information in the federal hub, a new federal database that includes social security numbers, citizenship information, immigration status from the Department of Homeland Security, and income data from the Social Security Administration and applicants’ most recent federal tax returns. If the information cannot be verified through the federal hub, eligibility workers can use records from state and local sources, including wage and unemployment insurance data from the Virginia Employment Commission, data from other benefit programs in which applicants may be participating, such as SNAP or TANF, and real estate records from local departments of revenue.

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If eligibility cannot be determined by using the information available through these electronic data sources, eligibility workers may request that applicants present necessary documentation such as pay stubs to verify income or a driver’s license to verify identity (Figure 1-4). Information from approved applications is then transferred from VaCMS to the DMAS Medicaid Management Information System (MMIS). Eligibility workers print and mail letters notifying applicants of their approval for Medicaid benefits. All of these processes must be performed correctly and on time, to ensure that only eligible recipients are approved for Medicaid benefits and that eligible individuals are able to access services.

FIGURE 1-4 Medicaid eligibility determination process requires coordination between multiple agencies and systems

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Medicaid eligibility policies and processes are undergoing significant changes Several aspects of Medicaid eligibility in Virginia have undergone significant changes in the past two years. Federal policy mandated a new method for evaluating financial eligibility for children, parents, and pregnant women, which went into effect in Oc- tober 2013. Virginia is simultaneously in the process of implementing a new eligibility determination system (VaCMS) for Medicaid and other benefit programs. In addition to these policy and system changes, Virginia is experiencing an influx of applications, some of which are being referred from the federal marketplace.

Eligibility of children, parents, and pregnant women is now evaluated using Modified Adjusted Gross Income The Affordable Care Act changed the financial eligibility criteria for children, parents, and pregnant women to a Modified Adjusted Gross Income (MAGI) standard. The change to the MAGI standard altered the income calculation for children, parents, and pregnant women, aligning the Medicaid income definition with the IRS MAGI definition. This required all eligibility workers to learn and implement the new policy, including what type of income is and is not counted and how household size is defined.

Virginia is currently implementing a new case management system for Medicaid and other social services programs Virginia initiated a contract to develop VaCMS in December 2012 to meet a federal requirement that states have an eligibility system that can process applications for all health insurance affordability programs, including Medicaid. VaCMS implementation for the eligibility categories subject to the MAGI standard (children, parents, and pregnant women) started in October 2013. The aged, blind, and disabled eligibility groups started transitioning to VaCMS in September 2015, and the SNAP and TANF programs are scheduled to transition by the end of 2016. Until the SNAP and TANF programs have transitioned, eligibility workers will continue to work in two separate IT systems and perform separate eligibility determinations for clients who receive both Medicaid and other benefits. VaCMS interfaces with new data sources that eligibility workers can leverage to determine eligibility. Notably, the federal hub can be used to electronically verify information reported by applicants. However, VaCMS also changed the process that eligibility workers use to determine eligibility, and the change necessitated retraining of eligibility workers statewide.

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Changes in federal policy causing an increase in Medicaid applications Virginia experienced an 80 percent increase in applications between October 2013 and September 2014, which was also the first year of VaCMS implementation (Fig- ure 1-5). Part of this increase was due to increased awareness of the Medicaid program stemming from the implementation of the Affordable Care Act. Virginia is also receiving additional Medicaid applications referred from the federal marketplace. Individuals who apply for health insurance benefits through the federal marketplace, but may be eligible for Medicaid benefits, are referred to the appropriate state Medi- caid program for an eligibility determination. Virginia received more than 60,000 applications from the federal marketplace during the first year of VaCMS implementation, significantly increasing the workload for eligibility workers. While the CPU was established to address the additional applications referred from the federal marketplace, DSS reported that no additional resources were provided to help local DSS offices handle the increased workload from non-federal marketplace sources. Appli- cants referred from the federal marketplace have a lower approval rate (35 percent) than other applicants (65 percent), but this does not diminish the workload. All applications must be evaluated by eligibility workers.

FIGURE 1-5 Application volume increased significantly at the same time as VaCMS implementation

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Ϯϱϴ Ensuring Eligibility Is Determined Accurately SUMMARY 6WDWH SROLFLHV GR QRW UHTXLUH HOLJLELOLW\ ZRUNHUV WR VHDUFK IRU XQUHSRUWHG LQ FRPHDQGDVVHWV$VDUHVXOWLQGLYLGXDOVZKRGRQRWUHSRUWDQ\LQFRPHRUGRQRWIXOO\GLV FORVHWKHLUDVVHWVFRXOGEHHUURQHRXVO\IRXQGHOLJLEOHIRU0HGLFDLG*UHDWHUXVHRIHOHFWURQ LFGDWDKDVHQDEOHG9LUJLQLDWRREWDLQPRUHFRPSOHWHDQGUHOLDEOHLQIRUPDWLRQWRYHULI\WKH LQFRPHWKDWDSSOLFDQWVGRUHSRUW6HDUFKLQJDYDLODEOHGDWDVRXUFHVIRULQFRPHDQGDVVHWV WKDWPD\QRWKDYHEHHQUHSRUWHGZRXOGLPSURYHWKHVWDWH·VDELOLW\WRHQVXUHWKDWRQO\DS SOLFDQWVZKRPHHWILQDQFLDOHOLJLELOLW\FULWHULDUHFHLYH0HGLFDLGEHQHILWV(QVXULQJWKDWHOLJL ELOLW\ZRUNHUVIROORZHOLJLELOLW\SROLFLHVKDVEHHQPRUHFKDOOHQJLQJLQWKHSDVWIHZ\HDUVEH FDXVH RI VHYHUDO FKDQJHV WR WKH HOLJLELOLW\ GHWHUPLQDWLRQ SURFHVV DQG ,7 V\VWHP 5HFHQW IHGHUDOUHYLHZVLQGLFDWHDVPDOOLQFUHDVHLQHUURUVZKLFKPD\EHFXUEHGRQFHWKHHOLJLELOLW\ GHWHUPLQDWLRQSURFHVVUHDFKHVDVWHDG\VWDWH

Individuals must meet several financial and non-financial criteria to be eligible for Medicaid. In Virginia, local departments of social services (local DSS) are responsible for determining eligibility by verifying that individuals meet each of these criteria. While the federal government prescribes how to verify certain criteria, such as citizenship, states have flexibility in designing the policies and processes used to verify other criteria, such as income and assets. For states to accurately determine eligibility, complete and reliable information about applicants must be available to inform decisions; sound policies and processes must exist to properly evaluate available information against eligibility criteria; and workers must comply with policies and procedures to make consistent determinations.

Increased availability of electronic data sources providing access to more complete information Self-attestation Recent technological advancements have enabled Virginia to make greater use of 5HO\LQJRQWKHLQIRU independent electronic data sources to verify Medicaid eligibility on many criteria. PDWLRQSURYLGHGE\WKH Since the implementation of VaCMS in 2013, earned income has been verified elec- DSSOLFDQWWRYHULI\HOLJL ELOLW\$SSOLFDQWVPXVW tronically nearly five times as often, and citizenship and immigration status can now VLJQWKH0HGLFDLGDSSOL be verified through an electronic data source at the time of application. Still, the elec- FDWLRQDWWHVWLQJWKDWWKH tronic verification of assets remains limited. Using electronic data rather than paper LQIRUPDWLRQSURYLGHGLV documentation or self-attestation (sidebar) streamlines eligibility decisions, enhances WUXHWRWKHEHVWRIWKHLU NQRZOHGJH the efficiency of eligibility workers, and provides more complete information to reduce the potential for error and fraud.

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Use of electronic information for income and non-financial criteria has improved Since the new VaCMS system was implemented, electronic data has been used more frequently to verify the information reported by applicants subject to the MAGI standard on all major income and non-financial criteria. Most notably, citizenship is now verified electronically at the time of application in the vast majority of cases, and immigration status in more than one quarter of cases (Figure 2-1). Prior to VaCMS, citizenship and immigration status could be verified electronically only after applicants had been granted conditional approval. The shift to electronic verification has likely enhanced the reliability of this information, which was previously verified through paper documents or self-attestation at the time of application. Earned income reported by applicants is verified electronically nearly 50 percent of the time, compared to seven percent before October 2013. VaCMS has only recently (as of September 2015) been used to determine eligibility for aged and disabled individuals. Use of electronic data sources through VaCMS with this population is likely to be similar to the current use with families and children. The use of electronic verification has increased partly because of the functionality of the new VaCMS system but largely because of the creation of a federal hub (sidebar), which provides access to information from several data sources. The federal hub links VaCMS to tax data from the Internal Revenue Service, citizenship and benefits information from the Social Security Administration, immigration status Federal hub from the Department of Homeland Security, and other information from federal 7KH$IIRUGDEOH and private sources. Prior to the implementation of VaCMS, the federal hub did not &DUH$FWGLUHFWHGWKH exist and the Application Benefit Delivery Automation Project (ADAPT) system re- HVWDEOLVKPHQWRIDPRUH lied instead on electronic data available from several state agencies and private ven- ULJRURXVDSSURDFKWR YHULI\LQJ0HGLFDLGHOLJL dors. These sources of data are not as complete as the federal hub and do not en- ELOLW\,Q))<&06 compass all eligibility criteria, but they remain useful and in some cases provide more LPSOHPHQWHGDWRRO recent information than the federal hub. The state continues to use these sources FDOOHGWKH'DWD6HUYLFHV when eligibility workers are unable to verify certain information through the federal +XEWRFRPSDUHWKH LQIRUPDWLRQSURYLGHGE\ hub. DSSOLFDQWVWRWKHLQIRU Using electronic data rather than paper documentation or self-attestation offers sev- PDWLRQKHOGE\WKH,56 6RFLDO6HFXULW\$GPLQ eral benefits to the state and Medicaid recipients alike. The availability of infor- LVWUDWLRQ'HSDUWPHQWRI mation from an independent source reduces the potential for fraud by incorporating +RPHODQG6HFXULW\DQG more complete information and reducing the need to rely on self-attestation. Infor- RWKHUDJHQFLHV mation can also be obtained and processed much faster and more efficiently. Eligibil- ity workers can process cases faster, helping to reduce the backlog of late renewals, which have financial costs to the state. (See Chapter 3 for more detail.) Faster processing also results in faster decisions for applicants, who currently experience delays in being notified. Obtaining information electronically also reduces the need for data entry, which is time-intensive and prone to error.

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FIGURE 2-1 Information is verified electronically more frequently at the time of application since implementation of VaCMS (Fall 2013)

Income

Non-financial criteria

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Asset verification for aged and disabled applicants could be strengthened through access to electronic information The information available to verify the existence and value of assets reported by aged and disabled Medicaid applicants, who are subject to an asset limit, is not comprehensive and often not available electronically. The federal hub does not contain any data sources that can be used to verify assets, and information is often verified using paper documentation. In addition to being more burdensome for eligibility

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workers and Medicaid applicants, the use of paper documentation necessitates extensive data entry, which is prone to error and can result in less reliable information. Only aged and disabled individuals are subject to asset limits, and although they represent a minority of Medicaid enrollees, these individuals incur the highest health care expenses, so eliminating error may produce cost savings. The most commonly held assets include vehicles, homes, and bank accounts, according to staff at local DSS offices. Vehicle ownership in Virginia can easily be checked electronically though the Department of Motor Vehicles (DMV), and the value of those vehicles can be verified through another IT system available from a third-party vendor (NADA). In contrast, information on home ownership is not available statewide because real estate records, which are maintained locally, are not always available online. Similarly, electronic information about home ownership in other states is not available nationwide, although some private vendors have developed national databases of real estate records. In the absence of electronic information, property ownership is validated with paper documentation such as tax records and deeds.

CASE STUDY Eligibility workers rely on multiple sources to verify reported assets Eligibility workers in the local department of social services in Lexing- ton/Rockbridge/Buena Vista use different sources to verify each type of asset reported by Medicaid applicants. They use centralized DMV and NADA electronic records to verify reported vehicles, but rely on a variety of sources to verify the ownership and value of real estate, depending upon the property’s location. The City of Lexington and Rockbridge County both have online databases that are searchable by name or address. If these searches are unsuccessful or if the property is in the City of Buena Vista, which does not have an online database, eligibility workers obtain records from the appropriate commissioner of revenue. Eligibility workers use paper documents to verify all financial resources, such as bank accounts, life insurance policies, and retirement accounts. This often requires obtaining releases from applicants, contacting the financial institutions, and waiting to receive the documents via fax or mail.

Information on financial resources such as bank accounts, and retirement and investment accounts is not currently available electronically and has to be verified with statements. In December 2015, Virginia is planning to implement an asset verification system that will function as an electronic mechanism for contacting financial institutions to verify financial resources for Medicaid eligibility. The federal Supple- mental Appropriation Act of 2008 required states to receive approval by the end of FFY 2013 for a state plan amendment to implement an asset verification system. Virginia met this deadline but, like many other states, has not yet implemented the system.

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The new system will be useful in identifying unreported financial resources held at participating financial institutions, but its value may be limited if financial institutions choose not to participate. Under current law, financial institutions are not required to provide financial information for the state’s asset verification system. A bill intro- duced during the 2015 session (HB 2372) would have imposed this requirement, but the legislation was amended to make participation by financial institutions voluntary. It is currently unknown how many financial institutions will participate and therefore how completely the financial resources of Medicaid applicants will be captured. Mandating that financial institutions participate in the asset verification system is necessary to obtain complete and reliable information. At least three states—New Hampshire, Wisconsin, and Utah—have passed legislation requiring financial institutions to participate, and more may follow as states continue to implement their asset verification systems. Requiring participation by financial institutions in Virginia would be an efficient way to implement a robust process to identify each applicant’s financial resources.

The asset verification system is designed to include information only on financial resources and to exclude real estate, which can be an individual’s largest asset. Virgin- ia currently makes no comprehensive effort to determine whether applicants have unreported real estate. Although an individual’s primary residence is often excluded from their assets for purposes of eligibility determination (sidebar), the exclusion is capped (at $543,000 in FY 2014) for individuals applying for long-term care services, and second homes are not excluded. Because electronic real estate records are not consistently available statewide or nationwide, verifying the value of a residence re- Homes excluded from quires contacting local tax assessors, which can be time-intensive. Medicaid asset limits 7KHHTXLW\YDOXHRID The state could substantially strengthen its eligibility verification process by purchas- SULPDU\UHVLGHQFHLV ing access to a searchable national database of real estate assets. To maximize effi- H[FOXGHGIURPWKHFDOFX ciency, eligibility workers should be able to search for real estate assets through ODWLRQRIDVVHWVLIHLWKHU WKHLQGLYLGXDOFRQWLQ VaCMS, either directly or through the Asset Verification System. At least one other XHVWRUHVLGHLQWKH state (Oregon) currently contracts with a private vendor to conduct real estate KRPHRU WKHLQGLYLG searches for asset recovery, and at least one more state is actively looking for a ven- XDO·VVSRXVHGHSHQGHQW dor that can develop an asset verification system for eligibility determination that FKLOGRUGLVDEOHGDGXOW FKLOGUHVLGHVLQWKH includes real estate. By developing the capability to search for real estate through KRPH VaCMS, the state would reduce the burden on eligibility workers to check multiple sources.

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Developing an interface between VaCMS and a searchable database of real estate assets will require implementation and ongoing operational costs. System implementation costs are currently eligible for an enhanced 90 percent match however, reducing the state’s cost of improving the resources needed to accurately determine eligibility. The timing of the system changes necessary to develop this capability could also impact the scheduled deployment of VaCMS for the remaining Medicaid recipients as well as SNAP and TANF. The cost and implementation timing should be considered when developing the capability to search for real estate assets through VaCMS.

Current policy does not ensure that eligibility is verified on all criteria for all individuals State policies do not require eligibility workers to search for either unreported income or unreported assets. These policies render Virginia vulnerable to erroneously enrolling individuals who do not meet financial eligibility criteria for the Medicaid program. It may also result in different verification standards being applied to different applicants, depending on what they report. Currently, eligibility workers are not required to verify applicants’ attestation that they earn zero income, nor do workers validate that aged or disabled individuals do not own more assets than those reported. These policies were implemented when electronic information was not widely available, and the absence of income or other assets could not be verified with paper documentation. As the availability of electronic data and the use of technology improve, policies need to evolve to use the most complete and reliable information available in eligibility determination decisions. Federal policy directs states to rely on electronic information to the maximum extent practicable to determine eligibility, and when information received electronically is not reasonably compatible with information reported by the applicant, states are directed to request additional information to determine eligibility.

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Not verifying zero income creates vulnerability in eligibility determination process State policy does not ensure that all individuals who are approved for Medicaid meet income eligibility limits and are therefore eligible for the program. In Virginia, when an applicant reports even a small amount of income, eligibility workers are required to independently verify the value of that income. In contrast, when an applicant reports zero income, this information is not subject to verification. Unreported earn- Site visits to local DSS ings are likely to go undetected under this policy. According to a review of cases ,QGHSWKVLWHYLVLWVZHUH where individuals reported earning zero income, most individuals appear to report FRQGXFWHGLQVHYHQRI zero income accurately. Still, data suggests that a subset of individuals may have WKHORFDO'669LVLWV earned wages at the time of their application or renewal. LQFOXGHGVWUXFWXUHGLQ WHUYLHZVDQGREVHUYD Policy does not require income verification when applicants report zero income WLRQV7KHSXUSRVHRIWKH VLWHYLVLWVZDVWRXQGHU Eligibility workers are not directed to use electronic data sources to verify that indi- VWDQGKRZHOLJLELOLW\ viduals reporting zero income are in fact under the income threshold, unless they SROLF\ZDVLPSOHPHQWHG have reason to believe the information reported is inaccurate. The policy pertains to LGHQWLI\FKDOOHQJHVIDFHG both earned income (such as wages, salaries, and tips) and unearned income (such as E\ORFDO'66RIILFHVDQG GHYHORSSRWHQWLDOVROX social security disability income and unemployment insurance benefits), and is used WLRQVWRDGGUHVVWKHVH for new applicants as well as existing recipients, whose eligibility must be verified an- FKDOOHQJHV nually. In its use of this policy, Virginia is consistent with several other states. Although policy does not require eligibility workers to validate zero income, it does not expressly preclude them from doing so. Staff in three of the seven localities visited for this study indicated that they do check existing electronic data sources for income, such as information from other benefit programs or the Virginia Employ- ment Commission (VEC), even though policy does not require them to. Staff in the other four localities indicated that an applicant’s statement of zero income is accepted unless the eligibility worker identifies other reasons to doubt the accuracy of their statement. Current policy provides an incentive for individuals to report zero income if their true income exceeds the eligibility threshold, because they are unlikely to be caught unless their information raises a red flag. Federal and state eligibility reviews do not typically detect instances of unreported income, because their purpose is to check compliance with policy and not to verify the accuracy of the information reported. DMAS staff note that individuals who intentionally misrepresent their information do so under the penalty of perjury and are referred to the program integrity division when they are identified. Current policy also subjects individuals to different verification standards. Individuals who report some income are held to different verification standards than those who report zero income. When an individual reports any income, even as little as $1, state policy does not allow eligibility workers to accept self-attestation and directs them instead to verify the information using either electronic data sources or documentation requested from the individual.

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Almost one-third of approved applications subject to the MAGI standard reported zero income Applications subject to Although many individuals rightfully did not have any income to report when they MAGI standards XVXDOO\ LQFOXGHDQDGXOWRIZRUN applied for Medicaid, some may have been earning wages around the time of ap- LQJDJH$JHGDQGGLVD plication, according to a JLARC staff analysis. It is not known precisely how many EOHGDSSOLFDQWVZKR individuals misrepresented their income and should have been found ineligible. PD\EHOHVVOLNHO\WRHDUQ However, the fact that many Medicaid applicants report zero income and some of LQFRPHDUHQRWLQFOXGHG them may be earning wages suggests that the state should use electronic data to LQWKLVSRSXODWLRQDQG WKHLQFRPHRIDFKLOG·V detect potential income sources and to strengthen its eligibility determination pro- SDUHQWRUJXDUGLDQLV cess. DVVHVVHGIRU0HGLFDLG HOLJLELOLW\ An analysis of wages information suggests that only a subset of Medicaid applicants who reported zero earnings may have been earning income when they applied for benefits. Applicants subject to the MAGI standard reported zero earned and zero unearned income in 30 percent of the approved applications processed in VaCMS between October 2013 and March 2015 (sidebar). During the same time period, an additional 15 percent of approved applications included zero earned income and some unearned income (Figure 2-2).

FIGURE 2-2 Approved Medicaid applicants subject to MAGI standard reported zero earned and zero unearned income in 30 percent of applications

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Of the applications that reported zero earned income and were not checked during the eligibility determination process, 18 percent included individuals who earned wages during the quarter they were approved. Most of the applications (76 percent) included individuals with earnings of less than $3,000 during the quarter, which equates to less than $12,000 annually (Figure 2-3). About 20 percent of all approved applications that reported zero earned income were checked against the federal hub or through a document request, even though current policy does not direct workers to do so. This would typically occur because the eligibility worker identified a red flag and conducted additional checks, or because of a data entry error. These applications were excluded from the JLARC staff analysis because income appeared to have been verified.

FIGURE 2-3 Eighteen percent of approved applications with zero reported earned income did earn wages during the quarter they were approved

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The evidence of earned income does not necessarily mean that the applicants were ineligible for Medicaid benefits. Income for Medicaid eligibility is based on the most recent month of earnings, whereas earnings reported by VEC are aggregated at a quarterly level. It is possible that the earnings identified through VEC data were earned earlier in the quarter, and that the individual lost a job before applying for Medicaid. Additionally, applicants who earned wages may still have been eligible for Medicaid if their income was below the eligibility threshold, which varies according to several factors including eligibility category, household size, and locality.

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State policy should require local offices to verify that individuals have zero income Electronic data could be accessed to identify income that individuals who report ze- Ohio verification of zero income ro income might be receiving. Although many states still follow the same policy as ,Q2KLRDSSOLFDWLRQV Virginia, at least one state (sidebar) has modified its process to reflect technological ZKHUH]HURLQFRPHLV advances and to reduce the likelihood that applicants who do not meet eligibility cri- UHSRUWHGDUHYHULILHG teria are enrolled in Medicaid. Electronic data may not detect every possible source DJDLQVWWKHIHGHUDOKXE of income, but it can be used to rule out the receipt of income from all sources ,ILQIRUPDWLRQIURPWKH checked for individuals who report income, such as wages, social security income, KXEGRHVQRWFRQILUP ]HURLQFRPHHOLJLELOLW\ and unemployment benefits. ZRUNHUVYHULI\LQFRPH Checking for earned and unearned income when applicants report zero income will XVLQJVWDQGDUGSURFHVV HV require a change in process and policy, but few system changes will be required be- :KHQVWDQGDUGVRXUFHV cause the electronic data sources already exist. The federal hub provides access to RIYHULILFDWLRQKDYHEHHQ information from different sources of earned and unearned income, including feder- H[KDXVWHGDQGWKHLQGL al tax returns and social security benefits, and the VEC makes available quarterly YLGXDOFDQQRWSURYLGH wage data and unemployment insurance payments. The information for earned in- WKHQHFHVVDU\GRFXPHQ WDWLRQHOLJLELOLW\ZRUNHUV come is not always current, but if the data sources identify earned income, eligibility PD\DFFHSWVHOI workers can request further documentation from applicants to verify that they in fact DWWHVWDWLRQRQDFDVHE\ earn zero income. Information for unearned income is current and could be used by FDVHEDVLVDQGRQO\LQ eligibility workers to identify and evaluate applicants’ income, if directed by state pol- UDUHFLUFXPVWDQFHV icy. RECOMMENDATION 3 The General Assembly may wish to consider including language in the Appropria- tion Act to direct the Department of Medical Assistance Services to modify current policy to direct eligibility workers to apply the same protocols when verifying income for all individuals, including those who report no earned or unearned income.

The electronic data sources presently available to check for earned income may not be sufficiently current or comprehensive to ensure that eligibility workers have complete and reliable information. For example, earned income is most frequently verified through the federal hub, which receives its information from annual tax returns and could be outdated by more than two years, depending on the time of year. Wag- es data is available from the VEC but usually has a six-month lag time. Consequently, data from the VEC may confirm that individuals received no wages six months prior to applying for Medicaid, but they may now be earning wages if they were hired during the past six months. To obtain more current and comprehensive information, Virginia should gain access to the National Directory of New Hires. Employers are required by federal and state law to report to their state all new hires and rehires within 20 days. Every state’s information is then consolidated in a national database. The information provided in the new hire database is therefore both current (required within 20 days) and com-

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prehensive (required of all employers nationwide and for all employees, including full-time, part-time, and temporary staff). When other electronic data sources indicate that an applicant earned zero income, the database could be used to verify that the applicant has not gained employment in recent months. One limitation of the data is that it does not include the amount of wages earned, but it would provide eligibility workers with a current and comprehensive source to identify if applicants were recently hired. DMAS should begin checking Virginia’s new hire database and work with CMS to gain access to the National Directory of New Hires to improve the state’s ability to ensure that all approved Medicaid recipients meet income limits. The database was originally created to assist in the collection of child support payments, but its use has since been expanded to the administration of other programs, and at least 10 states use their statewide new hire database in the Medicaid eligibility determination process. VDSS pays an annual fee for access to the national database for use in Virginia’s child support enforcement program.

Requiring verification of zero income will not eliminate the need to accept self- attestation for earned income in some cases. Eligibility workers may have to accept self-attestation when the information obtained electronically does not validate that the applicant earned zero income, and the applicant cannot provide documentation for their loss of income. This could occur when an applicant recently lost a job but did not receive documentation to that effect from the former employer. When electronic data sources do not identify any earned income in recent months, eligibility workers will also have to accept self-attestation that individuals are still earning zero income at the time of application. Verifying income for all applicants would increase the workload of eligibility workers. When the information obtained electronically contradicts an individual’s attestation of zero income, eligibility workers will have to reconcile the difference and determine which information should be used to determine eligibility. For example, a tax return accessed through the federal hub indicates that an individual earned wages in the prior year, but if the individual is no longer employed, current income may in fact be zero. Resolving these disparities will require additional time and effort, and adding to the workload of eligibility workers may slow the process of application and renewal. (See Chapter 3 for more detail.)

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To mitigate the risk of accepting self-attestation and reduce some of the work required at the time of application, at least one state (Arizona) accepts self-attestation at the time of application or renewal for individuals who report zero income and then checks their wages six months later, once information is available electronically from the state’s employment agency. Virginia should follow the same approach when self-attestation is accepted either because the loss of income is recent or because electronic data sources do not identify any earned income.

Verifying income for all applicants, checking the National New Hire Database, and developing a process to check wage records six months after approval when self- attestation is accepted will require system and policy changes and additional staff time. VaCMS will have to be updated to develop an automated interface with VEC wage data to check for earned income. System implementation costs are currently eligible for an enhanced 90 percent federal match, but the timing of the update should be coordinated with the planned deployment of VaCMS for remaining Medi- caid enrollees and other programs. Business rules will also have to be developed when checking VEC records six months after approval to determine under what circumstances enrollees will be subject to a full eligibility renewal. Eligibility workers will also have to perform additional work on some applications when electronic data contradicts the applicant’s statement, and conduct additional renewals after six months when VEC data indicates that the enrollees may have earned income even though they reported zero income.

Not searching for unreported assets creates vulnerability to error in eligibility determinations for aged or disabled applicants Current policy does not ensure that all assets are considered when determining the eligibility of aged or disabled Medicaid applicants. Eligibility workers are directed to verify the value of all reported assets, but policy does not require them to search for assets that individuals may not have disclosed. As a result, some aged or disabled applicants could be erroneously found eligible. Because aged or disabled Medicaid recipients can only retain $2,000 in countable assets ($3,000 for married couples), even small omissions can disqualify individuals from the program. Many other states appear to be more rigorous in searching for unreported assets, especially real estate. Although the prevalence of underreported assets is not well established, the state should change its policy to strengthen its eligibility determination process and to minimize the number of individuals who may be erroneously approved for Medicaid.

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Policy does not ensure that all assets are considered for eligibility determinations subject to an asset limit Eligibility workers are not directed by state policy to search for assets that individuals may have forgotten or failed to report. State policy requires eligibility workers to verify all countable, non-excludable assets for the aged, blind, and disabled population and for those applying for long-term care services, but does not specify that the verification process should entail searching for unreported assets. The consensus among staff at DMAS, VDSS, and local DSS offices is that eligibility workers should only search for unreported assets if they have reason to suspect that additional assets exist. Eligibility workers interviewed for this study reported periodically finding evidence of unreported assets while reviewing itemized bank statements, which are provided to verify the balance of reported bank accounts. For example, bank statements may show transfers to unreported bank accounts or payments for an unreported life insurance policy. Although not required to do so, eligibility workers in two of the seven local offices visited for this study indicated that they proactively search for unreported vehicles when verifying eligibility. However, these efforts are not consistently applied across the state, and workers in all other offices visited reported using electronic data sources only to verify the value of reported vehicles and real estate. Practices appear to vary even among staff within the same local office. Individuals with unreported assets could be ineligible for Medicaid Identifying unreported assets could affect eligibility determinations because asset limits are fairly low. To be eligible for Medicaid, individuals who are aged, blind, or disabled and those applying for long-term care cannot have more than $2,000 in countable assets ($3,000 for couples). These limits could quickly be exceeded for individuals who have assets beyond their primary residence and one vehicle—which are typically excluded from asset limits—such as retirement plans or life insurance policies. There is no reliable and current data in Virginia or from the research literature on the extent to which Medicaid recipients may underreport assets. Those eligibility workers who checked for unreported assets indicated that they found such assets in a minority of cases, and they were unsure how frequently these assets would have impacted eligibility determinations. These workers indicated that in most cases, the assets they identified had not been intentionally withheld, but rather that individuals had forgotten that they owned the assets. Examples included old vehicles no longer used by the individual, undeveloped land jointly owned with other parties, bank accounts with small balances, and life insurance policies from past employers. Assets that had been intentionally withheld usually included real estate, bank accounts, and vehicles.

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State policy should require local offices to search for unreported assets Virginia should direct eligibility workers to search for unreported assets, such as real estate, vehicles, and financial resources. Many states have more rigorous efforts to search for unreported assets than Virginia, particularly in reviewing real estate records. A study conducted by the Government Accountability Office (GAO) in 2012 suggests that Virginia lags behind in identifying such assets. Unlike Virginia, 16 states searched real estate records for all applications, regardless of whether real estate was reported. Fourteen states searched DMV records for all applications to identify unreported vehicles, and four states obtained information from financial institutions to check for unreported financial resources (Table 2-1). The GAO report expressed concern regarding Virginia’s ability to identify unreported real estate, stating that it was unclear how the state would “determine if an applicant owns a home that he or she failed to report, and the value of an applicant’s equity interest in the home.” Virginia could focus efforts on searching for unreported assets that other states have had success identifying. Some states use electronic tax records, locally as well as nationwide, to search for unreported real estate. Oregon has contracted with a private vendor to facilitate nationwide real estate property searches during the asset recovery process, and representatives from that state indicate that the database has been a valuable tool in discovering unreported real estate. Eligibility workers in Virginia would have access to information to search for unreported real estate if nationwide real estate property records are made available in VaCMS (Recommendation 2).

TABLE 2-1 Other states conduct asset searches for all applicants whether or not assets are reported (2012) Type Number of asset States that conduct searches for all applicants of states Real estate $ODEDPD $UL]RQD *HRUJLD +DZDLL

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Vehicles &RQQHFWLFXW 'HODZDUH .HQWXFN\ 0DLQH

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Eligibility workers should also be directed to use DMV records to search for unreported vehicles, and NADA records to verify the value of vehicles that may exist. These records are readily accessible today, but they are currently used only to verify the value of declared vehicles, and only when individuals report owning more than one vehicle. (The first vehicle is excluded when counting assets for Medicaid eligibility.) Instead, electronic DMV records could be used to identify all vehicles listed in an individual’s name, including those that may not have been disclosed.

Searching for unreported assets is necessary for a robust eligibility determination process that precludes ineligible individuals from enrolling in Medicaid. However, the additional searches will require more time and effort, and the additional workload could lead to additional delays in processing applications and renewals in some local DSS offices. This delay translates into delayed access to health care for eligible applicants and increased costs to the state. (See Chapter 3 for more detail.) DMAS and VDSS should consider these adverse impacts in implementing new policies to strengthen the state’s ability to effectively determine eligibility while minimizing the impact on eligibility workers, eligible applicants, and the state budget.

Compliance with policy improved in 2012 but showed modest decline in recent reviews Targeted reviews suggest that compliance with eligibility policy in a sample of cases has decreased since 2013, when new federal policies went into effect and Virginia implemented a new case management system. A 2012 triennial federal review indicated that Virginia’s error rate in approving Medicaid applications had improved significantly compared to 2009 and was far better than the rest of the nation. However, information from more recent pilot reviews, while not generalizable to the entire Medicaid population, suggests that eligibility workers are making more errors, in part because they have been implementing new policies while learning a new system. The 2012 federal review and the more recent pilot reviews measure compliance with state policy and do not independently verify that eligibility determinations were correct. These reviews would not detect erroneous eligibility determinations that may occur when an applicant does not fully disclose assets or reports zero income.

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Given the sweeping changes that have occurred along with higher caseloads, recent performance may not be reflective of what can be expected once eligibility workers and the VaCMS implementation reach a steady state. In fact, the federal government suspended the triennial review that would have updated Virginia’s eligibility error rate in 2015, in recognition of the unusual circumstances faced in every state. Still, continuing to identify errors can help identify potential weaknesses in the processes and systems used by eligibility workers. Virginia should therefore closely monitor the fre- quency and types of eligibility determination errors until the transition to VaCMS has been completed in late 2016 and the next triennial federal review has been completed in 2018.

Eligibility workers closely adhered to policy in approving Medicaid cases in 2012 A 2012 federal review of Virginia’s eligibility determination process indicates that eligibility workers generally adhered to state policy and committed relatively few errors when approving Medicaid cases. CMS conducts a Payment Error Rate Meas- urement (PERM) review every three years to verify the accuracy of eligibility determinations and renewals in Virginia by checking a random sample of Medicaid cases. The 2012 PERM assessment estimated that Virginia had a 0.5 percent error rate in approving eligibility, which is well below the national average of 3.3 percent (Table 2- 2). When extrapolated to all cases approved in Virginia in FY 2012, the state’s error rate could be measured as approximately $32 million for specific services that should not have been covered even though they were delivered to eligible recipients (57 percent) or services that were provided to individuals who were ineligible (43 percent).

TABLE 2-2 2012 Virginia error rate in approving Medicaid eligibility was far lower than national average and 2009 performance

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Nearly half of errors occurred because workers had not classified individuals in the proper eligibility category, such as disabled or elderly, and were therefore not checking eligibility against the relevant criteria. In other cases, the verification of assets was missing, the calculation of a recipient’s income was inaccurate, or a recipient was found not to be a Virginia resident.

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Virginia’s eligibility error rate improved substantially since the prior PERM review, which was conducted in FY 2009 and found that eligibility workers had made errors in approximately 17 percent of cases approved. The improvement between 2009 and 2012 is attributable in part to efforts to reduce the number of “undetermined” cases, which accounted for two-thirds of errors in 2009. Cases were labeled as “undetermined” when the information available in recipients’ case files was insufficient to either validate or disprove eligibility. For the 2012 PERM, DMAS hired a contractor that obtained all missing information necessary to establish recipients’ eligibility before the review began.

Recent eligibility review pilots indicate areas for improvement in applying policies Virginia’s recent performance on federal eligibility review pilots identified errors in determining the eligibility of Medicaid applicants. According to three pilots, span- ning October 2013 to March 2015, between 1.4 and 4.1 percent of cases reviewed contained errors (Table 2-3). Two more rounds of reviews are scheduled to take place during the latter part of 2016.

TABLE 2-3 Percentage of cases with eligibility errors in pilot reviews has fluctuated since the implementation of VaCMS

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CMS temporarily suspended PERM reviews nationwide in light of the significant changes made to the way states determine eligibility pursuant to the Affordable Care Major effects of the Affordable Care Act on Act (sidebar), which prompted the redesign of many state processes and systems. Medicaid eligibility Beginning in FY 2014, all states were required instead to participate in eligibility re- &KDQJHLQPHWKRGRORJ\ view pilots to provide targeted, timely information on the accuracy of new process- WRFDOFXODWHLQFRPHDQG es. Comparative information relative to the rest of the nation will be available in the KRXVHKROGFRPSRVLWLRQ CMS Agency Financial Report beginning FFY 2015. 8VHRIDVLQJOHDSSOLFD WLRQ Unlike the PERM review, eligibility pilots are not designed to be statistically repre- ,QFUHDVHLQDSSOLFDWLRQ sentative and results cannot be projected to the universe of all eligibility determina- QXPEHUVDQGVRXUFHV tions. Still, the information gathered through pilot reviews can help identify weak- $FFHVVWRIHGHUDOKXEIRU nesses in the state’s new eligibility determination processes and systems, especially YHULILFDWLRQ those errors that can be attributed directly to the transition. For example, several of the errors identified in Round 1 occurred because the VaCMS system had not per-

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formed the proper calculations or eligibility workers misapplied policy. System changes and additional policy training were implemented shortly after the review to address these issues. Still, many of the remaining errors are consistent with findings from prior PERM reviews, such as inaccurate data entry and missing verifications or documentation. These types of errors are likely not due to the changes that eligibility workers have faced in recent years, nor do they appear to have been corrected by the implementation of the new VaCMS system. As several local workers indicated, the system remains only as good as the information entered into it. The state should therefore continue to closely monitor the magnitude and nature of eligibility errors and identify corrective actions necessary to address both new and longstanding challenges.

Ϯϳϲ Ensuring Eligibility Is Determined on Time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

Local departments of social services (DSS) are required by state and federal regulations to determine and renew eligibility for the Medicaid program within certain time standards. These standards are important to ensure that eligible recipients have access to health care services and that ineligible recipients are promptly identified and disenrolled from the program.

Late eligibility determinations may delay access to care and extend coverage for ineligible recipients Local DSS offices are often not meeting time standards in determining the initial eligibility of applicants or in renewing the eligibility of current recipients, which may have an adverse health effect on Medicaid applicants and a negative financial impact on the state. Amid significant changes to IT systems and an increased volume of applications, eligibility workers were able to process more applications between Octo- ber 2013 and March 2015, but performance in meeting time standards declined. Eligible applicants may have delayed necessary medical services, including prenatal care, while they waited for a decision. Because local offices are not consistently checking whether recipients remain eligible every 12 months as required by federal policy, the state may have spent between $21 million and $38 million on individuals no longer eligible for program coverage in FY 2014. The number of late applications

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has decreased since the beginning of 2014, but the number of late renewals has increased by almost 500 percent.

Eligibility was determined late for more than 40 percent of applicants since fall 2013, delaying access to care Local DSS offices have consistently not met time standards for determining the initial eligibility of applicants between October 2013 and March 2015. Applications submitted during this period were determined late for 40 percent of children, parents, and pregnant women. Approved applications were more likely to be determined on time than denied applications, however, as 31 percent of approved applications were determined late. Aware of these delays, the Centers for Medicare and Medicaid services identified Virginia for a focused review in August 2014 to determine the causes of the backlog and develop strategies to address it. Eligibility was more likely to be determined on time for children and parents than for pregnant women. A total of 69 percent of approved applications were determined within the 45-calendar-day time standard, while 11 percent of applications took longer than 135 days to be approved for benefits (Figure 3-1). Late determinations can result in applicants delaying medical care and can lead to health concerns and more costly services once found eligible. National research indicates that more than half (54 percent) of the uninsured population has an unmet medical need because they cannot afford necessary health care services. Local DSS offices indicated that applicants some- Central processing unit times call and inquire about the status of an eligibility determination. These applicants '0$6FRQWUDFWVZLWKD sometimes indicate that they are delaying treatment, waiting for Medicaid benefits to YHQGRUWRGHWHUPLQH be approved before being treated for an urgent health care need. HOLJLELOLW\IRUDSSOLFDWLRQV UHIHUUHGIURPWKHIHGHUDO About half (49 percent) of approved applications for pregnant women were deter- PDUNHWSODFHDQGVRPH mined within the 10-working-day time standard (Figure 3-2). Many applications took DSSOLFDWLRQVVXEPLWWHG WKURXJKWKH&RYHU9LU significantly longer than the requirement. More than 5,000 pregnant women (18 per- JLQLDFDOOFHQWHU cent) received approval 30 or more working days (six calendar weeks) after submitting a Medicaid application. Late determinations for pregnant women are especially Federal marketplace problematic because they increase the likelihood that a pregnant woman will delay )HGHUDOODZHVWDEOLVKHGD prenatal care. High quality prenatal care helps identify risk factors that can lead to ZHEVLWHKHDOWKFDUHJRY poor outcomes, such as low birth weight and infant mortality. IRULQGLYLGXDOVWRSXU FKDVHSULYDWHKHDOWK Local DSS offices have reduced the number of late Medicaid determinations, with LQVXUDQFHSODQV:KHQ assistance from the state’s central processing unit (CPU), from a peak of 40,000 (58 LQGLYLGXDOVDSSO\IRU percent) in the first quarter of 2014 to less than 12,000 (25 percent) in the first quar- FRYHUDJHWKH\DUH VFUHHQHGIRUSRWHQWLDO ter of 2015 (Figure 3-3). At the direction of the Department of Medical Assistance 0HGLFDLGHOLJLELOLW\DQG Services (DMAS) and the Virginia Department of Social Services (VDSS), the CPU UHIHUUHGWRWKHLUVWDWH·V helped local offices process more than 57,000 applications that were referred from 0HGLFDLGSURJUDPIRUDQ the federal marketplace, freeing up local DSS staff to focus on applications from HOLJLELOLW\GHWHUPLQDWLRQ other sources. Some applications from the federal marketplace were not referred to Virginia for several months, causing some applications to be late even before they were assigned to an eligibility worker for a determination.

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FIGURE 3-1 About 30 percent of children and parents received approval late

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FIGURE 3-2 About half of pregnant women received approval late

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Staff at local offices indicated that the reduction in the number of late determinations from non-federal marketplace sources was due in part to an increased emphasis by local DSS offices on meeting time standards, which included working additional overtime. Late determinations from non-federal marketplace sources dropped from a high of almost 22,000 in the first quarter of 2014 to a low of 8,000 in the first quarter of 2015. In April 2015 the CPU’s role was expanded to include processing many of the applications submitted through the Cover Virginia call center, while applications associated with existing cases are still processed by local DSS offices. The CPU now handles approximately one-third of all applications subject to the MAGI standards, further reducing the workload of local DSS offices.

FIGURE 3-3 Volume of applications determined late was reduced significantly by CPU and local VDSS offices

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Late renewals increased substantially since October 2013, resulting in payments made for ineligible recipients The number of Medicaid enrollees who are overdue for their annual eligibility renewal increased by nearly 500 percent since VaCMS was implemented. The number of late Medicaid renewals increased from 15,183 in October 2013 to a peak of 87,792 in March 2015 (Figure 3-4). This indicates that the eligibility status of 8.8 percent of all Medicaid enrollees was uncertain as of March 2015. Some recipients who are overdue for renewal may no longer be eligible for Medicaid benefits due to changes in income, household size, or Virginia residency.

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FIGURE 3-4 Late renewals increased by more than 72,000 between October 2013 and March 2015

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Late renewals may have cost between $21 million and $38 million in state and federal funds in FY 2014. Renewals for about 139,000 enrollees were overdue at some point during FY 2014, and between 29,000 and 53,000 of these enrollees may have been ineligible while their decisions were overdue. About 29,000 individuals no longer met eligibility requirements when ultimately processed. Another 24,000 renewals were still pending at the end of FY 2015 or were closed because the applicant did not submit the renewal application. Benefits costing $21 million were delivered to the 29,000 individuals who were waiting for an overdue eligibility determination and were ultimately found ineligible. Another $17 million in benefits was provided to the 24,000 enrollees whose eligibility status was unknown as of the end of FY 2015. The resulting total is estimated to be as high as $38 million in potentially improper benefit payments in FY 2014 (Figure 3-5). This amount would likely have been larger in FY 2015 because late renewals more than doubled.

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FIGURE 3-5 Late renewals resulted in benefit payments for services to potentially ineligible recipients in FY 2014

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Significant changes to eligibility policy, systems, and workload hindered ability to meet time standards Federal policy created significant changes to Medicaid eligibility, requiring staff at local offices to learn a new system for processing eligibility determinations and new rules for determining eligibility, while the volume of applications simultaneously increased by 80 percent. Virginia implemented VaCMS to modernize the eligibility determination system for all public assistance programs and to accommodate federally- required changes to Medicaid eligibility policies and processes. The Affordable Care Act directed states to use a more streamlined income calculation, the Modified Ad- justed Gross Income (MAGI) standard, for children, parents, and pregnant women. The Affordable Care Act also required states to provide individuals the option to apply for Medicaid benefits online. Eligibility workers were able to process more applications during the first year of VaCMS implementation than in the prior year but could not fully absorb the increase, leading to more late determinations. Because of these changes to federal policy, the state received an influx of applications from the federal marketplace, resulting in 60,000 additional Medicaid applicants in the first year of VaCMS implementation. In describing the impact of these changes on eligibility workers, one local DSS supervisor said that it was as though all the eligibility workers started new jobs on October 1, 2013, implementing new policy, in a new system, with higher workloads.

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In interviews, staff of local DSS offices identified some complications that com- pounded the difficulties of the transition to VaCMS: technical problems in the system, difficulties monitoring caseloads, and inadequate training. Some of the more severe technical challenges have already been addressed by the state. These problems included eligibility workers being disconnected from the system in the middle of processing cases; slow performance of the system during periods of high-volume usage; and trouble gaining access to the federal hub for quick verification of eligibility. Before these issues were addressed, they raised significant barriers to eligibility workers’ ability to process applications and renewals on time. Some issues, such as the inability of eligibility workers to prioritize cases, still persist. The aged, blind, and disabled (ABD) population transitioned to VaCMS in September 2015, and state and local staff expressed concern that this transition would further impact the timeliness of both new applications and renewals.

VaCMS improvements could streamline processes and help local offices meet time standards The functionality of VaCMS could be more fully utilized to help determine eligibility faster. Improved case management tools could help prioritize cases, particularly applications from pregnant women, and automating electronic renewals could help reduce the backlog of overdue renewals. Medicaid applicants can grant permission for the state to use their federal tax returns to electronically renew their eligibility for Medicaid in future years using an “ex parte” renewal process. The ex parte renewal process is underutilized and has not yet led to greater efficiency because of system limitations. Automating electronic renewals would reduce the effort of eligibility workers and improve their ability to process renewals on time. The state contracted with a vendor in December 2012 to develop VaCMS, and the system was deployed for the population subject to the MAGI standard on October 1, 2013, to meet the federal deadline of January 2014. Under this nine-month timeline, the system did not initially have the proper functionality to facilitate efficient eligibility determinations.

Case management tools could help reduce backlog of applications by identifying priority cases in VaCMS The current inability of eligibility workers to identify high priority applications in VaCMS likely exacerbates the ongoing delay and backlog. The VaCMS software interface does not allow workers to quickly identify applications that are overdue or will become overdue. It does not allow workers to quickly identify applications for pregnant women, which are subject to a strict time standard (10 working days); half of all applications for pregnant women are determined late. If eligibility workers had the capacity to readily identify high priority applications, they could better manage their caseload.

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Providing an indicator for the type of application and the number of days overdue would improve eligibility workers’ ability to prioritize cases. This improvement will become increasingly important now that eligibility determinations for the ABD population have transitioned to VaCMS, because applicants requiring an evaluation for disability also have a different time standard (90 calendar days) for determining eligibility. To help eligibility workers prioritize their caseload, VaCMS should include functionality to (i) identify the eligibility category under which each application was filed and (ii) calculate the due date for each application depending on the relevant time standard and number of days overdue. VDSS has indicated that recent updates to the system provided eligibility workers with additional reports to help prioritize cases, but it is not known whether the system updates fully address these issues.

Greater automation would expedite renewals by minimizing involvement of eligibility workers Improvements are needed to take greater advantage of the option to renew eligibility electronically, because the current process is inefficient and underutilized. Few recipients have granted the state permission to access federal tax records, and site visits to local DSS offices indicated that electronic renewals are not being attempted using other data when permission is not granted. Even when recipients grant permission, the current electronic renewal process requires eligibility workers to manually process each part of the renewal in VaCMS. Automating electronic renewals and increasing the number of recipients who grant permission to access their federal tax returns would reduce the involvement of eligibility workers and increase the number of renewals performed on time. Automating electronic renewals Even when recipients grant permission to access their federal tax data for electronic renewals, eligibility workers still have to verify all criteria in VaCMS. The primary advantage of electronic renewal is that it eliminates the process of completing and submitting the renewal form. This advantage is not always realized, though, because recipients who have granted permission are not readily identifiable and because eligibility workers are not attempting electronic renewals with other data sources when they do not have permission to use federal tax data. Eligibility workers must click through each pending renewal to determine whether to initiate the process electronically or send the renewal form by mail and wait for it to be returned. Some local DSS

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offices indicate that they send renewal forms to all recipients because it is easier and faster than identifying which cases can be attempted electronically. Workload could be reduced if VaCMS automatically initiated electronic renewals. If all of the criteria can be validated and the individual continues to be eligible for benefits, then the eligibility worker would have only one task: to send the notice of renewed eligibility to the recipient. If some criteria cannot be validated, or if the new information indicates a change in eligibility status, the case would be sent to the eligibility worker for the appropriate action. Electronic renewals in VaCMS would mirror the initial application process. When an individual first applies for Medicaid, VaCMS initiates an electronic eligibility determination through a “self-direct” process before sending the application to an eligibility worker. The self-direct process attempts to verify all of the eligibility criteria using the federal hub, and if the validated information indicates that the applicant is eligible, then the application is approved without any handling by an eligibility worker. Eligibility workers at local offices indicated that changing the VaCMS system rules to automatically initiate electronic renewals would save time and allow them to focus on the renewals that require their intervention. VDSS and DMAS have indicated that a system update scheduled for December 2015 is intended to automate the electronic renewal process.

Obtaining recipients’ permission for electronic renewals Taking full advantage of electronic renewals would require the permission of more recipients. The majority of Medicaid recipients have not granted permission for eligibility workers to use their tax returns to renew their eligibility electronically. Only 27 percent of recipients opted for an electronic renewal between August 2014 and March 2015. There has been a steady increase in permissions over this time period, however, from 21 percent in August 2014 to 35 percent in March 2015. Still, the majority of recipients manually complete the 18-page renewal form, which is time-consuming for recipients and for eligibility workers, as they wait to receive the renewal form by mail. Additionally, the six localities with the highest percentage of overdue renewals in FY 2015 obtained fewer permissions for electronic renewal than the statewide average. Applicants may not be granting permission for electronic renewal because they inad- vertently skip over the permission section when completing the application. The permission for electronic renewal is located in the middle of a page that has a lot of other information on it, and applicants often leave the section blank (Appendix C). Local DSS staff indicated that when recipients were asked why they had not granted

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permission, they often responded that they did not notice the permission section and therefore left it blank. Local staff suggested that the permission section be placed in a more prominent position on the form, and that it be a required section on electronic applications. Another way to address this issue would be to alter the language of the renewal application to require applicants to “opt out” of electronic renewal, rather than using the current “opt in” approach.

Applicants who do notice the section may still choose not to grant permission because the advantages are not clearly articulated. The form states that permission will make renewal easier, but it does not indicate that in the absence of permission, recipients will be required to complete an 18-page renewal form, and that failure to return that form on time will result in their disenrollment from the Medicaid program (Fig- ure 3-6). The form also does not clarify that applicants will have the opportunity to provide documentation of their continued eligibility if the electronic renewal shows that they are ineligible.

FIGURE 3-6 Medicaid application provides limited information to applicants on advantages of granting permission to use tax returns for electronic renewals

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DMAS should revise the current application to more clearly articulate the benefits to the recipient of granting permission for the state to use their tax returns for the purposes of electronically renewing Medicaid eligibility. In addition, the electronic renewal permission section should be placed in a prominent location. If an “opt out” approach is implemented, applicants should be made aware of their right to opt out.

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Obtaining approval from the Centers for Medicare and Medicaid Services to amend Virginia’s Medicaid application may be a time-consuming process, and in the interim, DMAS should explore ways to further increase the percentage of recipients who CommonHelp LVDQ grant permission for electronic renewals. Eligibility workers could conduct outreach RQOLQHSRUWDOZKHUH by phone or email to recipients and explain the advantages of granting permission. 9LUJLQLDQVFDQDSSO\IRU Recipients could grant permission over the phone, if the call can be recorded, or be 0HGLFDLGDQGRWKHU EHQHILWSURJUDPV instructed to grant permission electronically through CommonHelp. RECOMMENDATION 11 The Department of Medical Assistance Services should conduct outreach to recipients who have not granted permission for electronic renewals, to explain the advantages of electronic renewals and provide a mechanism for recipients to grant permission.

Aligning renewal due dates across benefit programs could improve efficiency for eligibility workers Performing renewals simultaneously when recipients receive assistance from multiple programs would improve efficiency by reducing the total time required to perform the renewals. More than 60 percent of Medicaid recipients also receive benefits from either the Supplemental Nutrition Assistance Program (SNAP) or Temporary Assis- tance for Needy Families (TANF) program. Eligibility criteria are not identical, but all three programs require annual reviews during which eligibility workers verify the same type of information, such as income and household size. This means that eligibility workers have to work with each case multiple times during the year if the renewal due dates for the programs are different. VaCMS could facilitate the alignment of renewal dates across these programs once all cases are transitioned into the system. VDSS staff indicated that efforts are underway to develop a process to align renewal dates when possible. Eligibility workers would then be able to work with each case only once to review and verify eligibility criteria, reducing the overall workload in local DSS offices.

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Additional staffing capacity needed to alleviate backlog of late determinations High caseloads contributed to the growing backlog of renewal cases and will have to be addressed in order to meet statewide time standards. Five of the six local DSS offices with the most difficulty meeting time standards were among the offices with the highest caseloads, and they accounted for half of the outstanding late renewals statewide in FY 2015. These offices reported funding limitations and difficulties recruiting and retaining staff as reasons for being understaffed. Additional staffing capacity could be built in the short term by funding the CPU to assist local DSS offices in renewing Medicaid eligibility. Changing how administrative funds are allocated could help some understaffed offices in the long term.

High caseloads contributed to backlog of late renewals Local DSS offices with disproportionately high caseloads appear unable to renew eligibility within established time standards. Those experiencing the greatest difficulty meeting time standards were also among those with the greatest staffing limitations. Five of the six local offices that accounted for half of overdue renewals in FY 2015 were among the offices with the highest caseloads (Table 3-1). Five of these offices had caseloads far higher than the state average of 598 recipients per worker. In Loudoun County and Chesterfield County, eligibility workers had caseloads of more than twice the state average.

TABLE 3-1 Local DSS offices with most difficulty meeting time standards among those with highest caseloads Indicators of on-time performance Indicators of workload Percent of recipients On-time renewal Caseload per Caseload Percent of all with overdue ranking in VA eligibility ranking in VA overdue renewals Local agency renewal (FY15) (out of 120) worker (FY14) (out of 120) in VA (FY15) /RXGRXQ

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The six local DSS offices with the greatest percentage of late renewals in FY 2015 have experienced a significant increase in caseload—30 percent on average over the past five years. This increase resulted from a rise in the number of recipients combined with a decrease in the number of eligibility workers in five of the six localities (Figure 3-7). Only one locality, Loudoun County, marginally increased its number of eligibility workers, while the number of recipients increased by 36 percent in five years. The statewide increase was only 10 percent during the same period. The correlation between high caseload and late renewals appears to be meaningful only for offices with very high caseloads. Many factors other than caseload—staff inexperience, high turnover, and organizational inefficiency—can explain problems with lateness in a particular office, but there appears to be a “threshold effect” for very high caseloads. For the top 10 percent of offices with very high caseloads, there is a strong positive correlation (0.73) between caseload and percentage of late renewals over the past five years. Above a certain caseload threshold, skilled staff and greater efficiency may not be sufficient to overcome the problems with lateness. For the lower 90 percent of offices, there is a much weaker correlation (0.14) between caseload and percentage of late renewals.

FIGURE 3-7 Number of recipients increased substantially in localities with largest numbers of late renewals as number of staff remained flat or decreased (FY 2010–FY 2014)

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Financial constraints, turnover, and difficulty recruiting candidates are the primary reasons why staffing did not keep up with the increase in recipients. Staff at several local offices reported that the transition to VaCMS resulted in significant turnover that impeded their ability to meet time standards. Many eligibility workers who were close to retirement did not want to learn the new eligibility determination system. Local DSS offices reported difficulty filling open positions. Loudoun County, for example, indicated that they had been operating at about 50 percent of their eligibility capacity because they have been unable to fill positions. Several offices have received state funding for overtime to help manage their caseload, but they report that existing staff have reached capacity. Local DSS offices described workers as “exhausted,” often working late nights and weekends on a regular basis. Several offices indicated that the overtime requirements had resulted in further turnover. One office reported that their eligibility workers were leaving for better staffed offices.

Expanding the CPU could add short-term staffing capacity needed to reduce late determinations Expanding the CPU to perform renewals could create additional capacity to reduce the backlog of late renewals as well as applications. The state funded a contractor to operate the CPU in August 2014 to help reduce the backlog of late Medicaid applications, at an annual cost of approximately $16.7 million (of which 25 percent are state funds). The CPU, in conjunction with local offices, was successful at reducing this backlog, such that the number of applications receiving a late determination fell from a high of 40,000 (58 percent) in the first quarter of 2014 to less than 12,000 (25 percent) in the first quarter of 2015. The CPU is staffed by contract employees and can therefore adjust its capacity more quickly than local DSS offices, increasing or decreasing capacity as necessary to handle its caseload. Reducing the backlog of late renewals could save the state money by reducing the amount spent on services for ineligible recipients, and using the CPU to accomplish this goal quickly appears likely to be cost-effective. Late renewals are estimated to have cost between $21 million and $38 million in FY 2014 (Chapter 2). On average, each overdue renewal is estimated to cost between $67 and $121 for each month overdue in FY 2014. Half of these costs are incurred by the state, and the other half by the federal government. The transition of the ABD populations into the VaCMS system will likely exacerbate the backlog of late renewals, and the total cost associated with these recipients will continue to increase. Using the CPU would cost an estimated $20 per renewal, and expanding the capacity of the CPU would require one-time implementation costs of approximately $3.5 million for additional space and necessary technology changes. However, the cost to the state would be far lower because 90 percent of implementation costs and 75 percent of ongoing operational costs would be paid with federal dollars.

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The actual cost savings to the state resulting from this strategy will depend on the size of the backlog and the volume of renewals that can be performed by the CPU, but this strategy is likely to be cost-effective even if a small number of renewals are processed by the CPU. Performing just 200 renewals each month would allow the state to break even and recoup the state share of the CPU implementation costs within the first year. If the CPU performed 2,000 renewals per month, the state could save between $4 million and $8 million in the first year (Figure 3-8). Complete- ly eliminating the backlog of overdue renewals—which was more than 73,000 as of June 2015—in 12 months would save the state between $13 million and $24 million. This would require more than 6,000 renewals by the CPU each month.

FIGURE 3-8 Expanding the CPU to perform 2,000 renewals per month could produce $4 million in general fund savings in the first year

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In interviews, staff of VDSS and DMAS indicated that the number of overdue renewals has decreased since June 2015 and that multiple efforts are already underway to address the current backlog. These efforts include a one-time waiver from CMS to use SNAP income data for electronic renewals, a temporary increase in personnel and staff hours in local DSS offices, and improvements to VaCMS to help eligibility workers quickly identify upcoming renewals.

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These initiatives are intended to reduce the backlog of late renewals, but it is unknown how effective they will be or how quickly they can be expected to eliminate the backlog, particularly given the concerns expressed by state and local staff that the transition of the ABD populations to VaCMS could exacerbate the backlog. The effectiveness of these initiatives and the current status of the backlog should be taken into consideration as a plan is developed to expand the CPU. Further, DMAS and VDSS should establish a benchmark for the acceptable level of late renewals in any given month, against which local DSS offices and VDSS will be measured. A certain number of renewals are likely to be late in any given month, but measuring performance against this benchmark would enhance accountability and help minimize the impact of late renewals.

Outdated allocation formula for local administration should be updated to address chronic staffing shortages in certain offices The allocation formula used to distribute the state’s base administrative funding among localities does not appear to accurately reflect local workloads and may be contributing to staffing shortages in some offices. Several offices with high caseloads—one indicator of high total workload—cited a lack of funding as a reason for their staffing shortages. State administrative funding is used primarily for staff salaries, yet the base allocation does not adequately take into account current workload. The allocation of state funds also drives how federal funds and a portion of local funds are allocated. The state allocates base administrative funding to localities according to a model developed in FY 1991. DSS indicated that the allocation was based in part on localities’ relative workload at that time, but the model has not been substantially updated since then. VDSS staff reported considering workload and other relevant factors in allocating new funding to local DSS offices, but the base administrative allocation remains the same each year. Demographic changes have caused significant shifts in

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each locality’s population over the past 25 years, resulting in different relative workloads in FY 2015 than in FY 1991. Local funds can be used to better match staffing with workload. Localities may provide additional funding, which is eligible for a federal match, above the state administrative allocation; however, some localities are less able than others to contribute additional funds for staffing. Localities provided a total of $184 million (33 percent) for local DSS administration in FY 2014, compared to $112 million in state funds (22 percent). Another $260 million (46 percent) was made available by the federal government. The outdated state allocation method and the disparate ability of localities to provide additional funding results in wide variation in the level of administrative funding available per recipient in each locality. Local DSS offices received between $30 and $145 per recipient from the state in FY 2014. Including all funding sources, local DSS offices had between $153 and $873 in administrative funds per recipient. Some localities receive disproportionately low levels of funding, given their high caseloads, and the low funding level is a contributing factor to poor performance. Among the six local DSS offices with the highest proportion of overdue renewals, four were among the localities receiving the lowest levels of state funding relative to caseload (Table 3-2). One locality (Loudoun County) provides significant local funds to increase their total funding per recipient above the state average, and reported that problems with recruiting, rather than funding, drove their staffing shortages. Another two offices received more administrative funding per recipient than the state average, but still had a high percentage of overdue renewals. This demonstrates that funding is just one of the factors that affect performance. Like- wise, caseload is only one of the factors that affect total workload at local DSS offices. Other program responsibilities, such as foster care and adult protective services, contribute to total workload. VDSS indicated that benefit programs account for approximately half of total workload for local DSS offices. The state should reassess its base administrative funding formula for local DSS offices, to adjust for shifting demographics and the resultant changes to workload. State administrative funding is not the only factor that affects performance, but maintaining the base funding allocation from FY 1991 ensures that funding will not adapt to shifting demographics. Localities have varying levels of local resources with which to supplement state funding, and local ability to pay for local DSS administration should also be considered in reviewing the administrative funding allocation.

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TABLE 3-2 Local offices with highest proportion of late renewals tend to be those that receive less state administrative funding (FY 2014)

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Federal policy requires states to seek recovery from the estates of deceased Medicaid recipients over the age of 55 for the cost of providing long-term care and related hospital and prescription drug services, unless the individual is survived by a disabled child. When Medicaid recipients are survived by a spouse, recovery efforts are delayed until after the spouse’s death. Virginia also exercises the state option to seek recovery for all other Medicaid-funded services provided to recipients who are 55 or older upon their death, with the exception of Medicare premiums and cost-sharing benefits. Half of all funds recovered under this policy are returned to the state general fund, and the other half are returned to the federal government.

States are required to seek recovery for Medicaid- funded services under certain circumstances Exempt assets Most Medicaid recipients whose estates are subject to asset recovery are aged recipi- 9LUJLQLDHOLJLELOLW\SROLF\ ents who cannot have more than $2,000 in countable assets ($3,000 for married re- H[HPSWVWKHYDOXHRIDQ cipients) to be eligible for the program. However, some Medicaid recipients may also LQGLYLGXDO·VSULPDU\ own valuable assets that were exempt from being counted for eligibility purposes UHVLGHQFHDVORQJDVWKH SHUVRQUHVLGHVLQWKH (sidebar), but are recoverable after the individual’s death to reimburse the state for KRPH2QHYHKLFOHLV Medicaid expenses. The most commonly held exempt assets are homes and vehicles, DOVRH[HPSWIRUHDFK particularly for long-term care recipients who receive home and community-based LQGLYLGXDO services (HCBS) and often still reside in their homes. Other types of assets that may exist and are potentially recoverable are bank account balances that are below the asset threshold, certain types of trusts, and pre-need funeral contracts with excess balances after all funeral expenses have been paid.

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Information about the assets of recipients is not currently documented electronically in Virginia, so it is not known how many Medicaid recipients currently have exempt assets. A 2014 study of three states (not including Virginia) by the Government Ac- countability Office (GAO) found that about 90 percent of Medicaid recipients in their sample had assets, with about 30 percent owning more than $30,000 in assets (Figure 4-1). Recipients can have assets with a value that exceeds the Medicaid eligibility limit, because several types of assets are exempt. GAO found that 74 percent of Medicaid recipients in their sample owned at least some exempt assets, with an average value of over $80,000 and a range from zero to more than $1.5 million. The most common exempt assets in the sample were prepaid burial and funeral contracts (39 percent), primary residences (31 percent), and vehicles (26 percent) (Table 4-1).

FIGURE 4-1 GAO study found 30 percent of recipients owned more than $30,000 in total assets

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TABLE 4-1 Some Medicaid recipients may have exempt assets with significant value Percent owning asset Typical treatment under Type of asset in GAO sample Virginia eligibility policy

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Recoverable assets are not proactively identified in Virginia Recoverable assets are not proactively identified and recovered from the estates of deceased Medicaid recipients, in part because of the absence of centralized, electronic information. DMAS relies on referrals to initiate the estate recovery process, limit- ing the state’s ability to recover the cost of providing Medicaid services to recipients who meet the criteria for estate recovery. In FY 2014 Virginia recovered $883,000, while Oregon, which operates a smaller Medicaid program but has a more robust asset recovery process, recovered more than $21.8 million. Electronic data will soon be available to help DMAS proactively identify estates with recoverable assets and prioritize them for recovery. To make use of electronic resources as they become available, DMAS will need to develop new processes.

Transition of ABD Recoverable assets are currently identified through referrals population to VaCMS There is currently no process in place to identify whether the estate of a deceased %HJLQQLQJLQ6HSWHPEHU Medicaid recipient has assets that could be recovered. DMAS instead relies on heirs HOLJLELOLW\IRUDJHG DQGGLVDEOHGDSSOLFDQWV and executors to report any assets that are subject to estate recovery, creating a po- ZLOOEHSHUIRUPHGXVLQJ tential conflict of interest. Heirs and executors may stand to inherit assets from es- 9D&06%\-DQXDU\ tates if they are not used to reimburse the state for the decedent’s Medicaid expens- LQIRUPDWLRQRQDOO es. Prior to 2015, referrals from estate attorneys, nursing facilities, and local DSS FXUUHQWDJHGDQG GLVDEOHGUHFLSLHQWVZLOO offices were Virginia’s only mechanisms to identify recoverable assets. In Febru- EHPDLQWDLQHGLQWKH ary 2015, DMAS started sending automated estate verification letters to the last ad- FHQWUDOL]HGV\VWHP dress of deceased recipients whose estates met the criteria for recovery. The letter enumerates the federal and state recovery requirements and requests that the heir or estate administrator return an information form with the value of the estate and relevant information on the decedent’s family and the executor of the estate. It is too

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early to tell whether this process will result in additional assets being identified and ultimately recovered. The passiveness of this process significantly limits the state’s ability to recover the cost of Medicaid services. More than 11,000 Medicaid recipients over the age of 55 died in FY 2014, but DMAS sought recovery from only 215 estates. This low number of attempted recoveries is due in large part to the fact that no central data source exists to identify the assets of Medicaid recipients. Prior to the use of VaCMS for the aged and disabled populations, records indicating the type and amount of assets for Medicaid recipients were maintained in paper files at each local DSS office. Obtain- ing information on the assets owned for each deceased recipient whose estate is eligible for asset recovery would place an additional burden on local eligibility workers. The additional work would in turn exacerbate the backlog of late applications and renewals. DMAS indicated that this limitation is the primary reason for its reliance on referrals to identify recoverable assets.

Recoverable assets likely growing but recoveries remaining flat The number of deceased Medicaid recipients with potentially recoverable assets has likely increased significantly over the past decade, but estate recoveries have remained flat. Many recipients whose estates are subject to asset recovery are long-term care recipients who are increasingly living at home and receiving services through HCBS long-term care waivers. More than half of all long-term care recipients elect an HCBS option and retain their home as an exempt asset if it is their primary residence. In contrast, the homes of nursing facility residents are considered countable assets six months after the move to a nursing facility, unless their spouse still resides in the home. Typically the nursing home resident either loses eligibility for Medicaid or sells the house to help pay for nursing facility care, so asset recovery upon death is not relevant. The number of recipients who still own their homes at time of death is likely to increase as more recipients choose to stay in their homes and receive long-term care services in the community. The number of aged HCBS recipients has grown by almost 150 percent over the past 10 years, or an average of 16.5 percent annually. The amount of recoverable assets statewide has likely increased concurrently, but estate recoveries have been largely flat, increasing by just 2.2 percent annually from approximately $735,000 in FY 2005 to just over $880,000 in FY 2014, adjusted for inflation (Figure 4-2).

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FIGURE 4-2 Growth in number of aged HCBS recipients who may own homes significantly outpaced estate recoveries (FY 2005–FY 2014)

Hardship waiver 6RXUFH-/$5&VWDIIDQDO\VLVRI'0$6UHFLSLHQWDQGHVWDWHUHFRYHU\GDWD +HLUVWRDQHVWDWHFDQ 1RWH3HUFHQWFKDQJHLQHVWDWHUHFRYHULHVLVEDVHGRQLQIODWLRQDGMXVWHGGROODUV UHTXHVWDKDUGVKLSZDLY HULIUHFRYHU\IURPWKH HVWDWHZRXOGSRVHD Recovery efforts are generally successful when VLJQLILFDQWKDUGVKLSWR WKHKHLUVRULIDKRPH assets are identified VXEMHFWWRUHFRYHU\LV FRQVLGHUHGDKRPHVWHDG At least some payment was received from 87 percent of the 1,008 estates that were RIPRGHVWYDOXHGHILQHG identified for asset recovery between FY 2011 and FY 2014. DMAS is largely suc- DVKDYLQJDYDOXHEHORZ cessful at collecting payment from identified estates by filing a claim with the Com- WKHPHGLDQKRPHSULFH missioner of Accounts in the appropriate locality. The Commissioner of Accounts is LQWKHORFDOLW\ responsible for ensuring that all claims against the estate, including claims for Medi- caid reimbursement, are paid before the estate is closed. When payment is not re- Order of precedence for ceived from the estate, it is usually because the estate’s heirs received a hardship estate disbursements waiver or because there were no funds left in the estate after taxes and other credi- &RVWVRIDGPLQLVWUDWLRQ tors were paid. )DPLO\DOORZDQFHV The total amount recovered from the 207 estates that made a payment to DMAS in )XQHUDOH[SHQVHV FY 2014 was just over $883,000, or $4,622 per recovery. However, the average )HGHUDOGHEWVWD[HV amount of Medicaid expenses that the state seeks to recover is more than $35,000. 0HGLFDOH[SHQVHVIRU This significant gap between the average amount claimed for reimbursement and the WKHODVWLOOQHVV 6.Virginia debts/taxes average amount recovered exists because most estates identified for recovery do not (including Medicaid) have significant assets remaining once taxes and other creditors have been paid. In fact, an average of just $813 was collected from the smallest 182 estates in FY 2014. Many of these small recoveries occur when a recipient dies in a nursing facility and the nursing facility proactively disburses any funds remaining in the individual’s bank account to DMAS. These are typically small amounts; high balances would exceed

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the asset limits for Medicaid eligibility. Most of the amount recovered (83 percent) came from just 25 estates with larger assets (Table 4-2).

Electronic data sources will soon be available to identify recoverable assets Multiple data sources exist to help proactively identify estates with recoverable assets. The VaCMS system will include information on all assets that are identified during the initial eligibility determination process and subsequent renewals, once the transition to the system is complete in January 2016. Additional data sources exist through private vendors that would enable searches for assets that are not identified through the eligibility determination process.

VaCMS will maintain data on assets identified during eligibility determination When implemented for the aged and disabled population, VaCMS will provide a central electronic database that includes the type and value of assets owned by Medicaid recipients. All assets that are owned by recipients should be reported during the initial eligibility determination and annual renewal processes. Because eligibility workers assess eligibility based on all of the assets that are reported by the applicant, including homes and vehicles even if they are exempt, VaCMS will have records of all assets and their reported value at the time of the most recent determination. Automatically gathering data from VaCMS for deceased Medicaid recipients will improve DMAS’s ability to identify recoverable assets. It will remove the conflict of interest inherent in the current process, which relies on heirs and estate administrators to self-report the value of estates. Using data from VaCMS will also allow for greater prioritization in the recovery process. Many estates of deceased Medicaid recipients are very small, so prioritizing estates with larger assets would increase the average amount recovered and yield a greater return on investment than those with smaller values.

TABLE 4-2 Small number of high dollar recoveries accounted for majority of asset recovery revenue in FY 2014 Average revenue Total revenue

Number of recoveries from recoveries from recoveries Total 207 $4,622 $883,147 6RXUFH-/$5&VWDIIDQDO\VLVRI'0$6DVVHWUHFRYHU\GDWD

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DMAS may need to dedicate more staff to identifying, prioritizing, and processing recoveries if they are successful at identifying additional recoverable assets. There are only two staff members at DMAS who allocate a majority of their time to estate recoveries. At this level of staffing, DMAS was able to process an average of 248 recoveries per year over the past four years. If more recoverable assets are identified through VaCMS, the workload will increase, and two staff positions may not be enough.

Public and private data sources may contain assets that were not identified during eligibility determination There are other data sources that could help DMAS identify recoverable assets not captured in VaCMS. VaCMS will document the type and value of assets that are identified during the eligibility determination, but in accordance with current policy, it would not include unreported assets. Unless current policy is changed as recommended (see Chapter 2), unreported assets would not be recorded in the VaCMS database and could not be identified for recovery. Other public and private databases exist that could provide DMAS staff with more information about recoverable assets. DMAS should contract with a private vendor for access to data sources that can be searched for the unreported real estate assets of deceased Medicaid recipients. Other states are successfully using these data sources to identify and recover assets that are not documented during the eligibility determination process. For example, Oregon reported success using a vendor to search a nationwide property records database in a cost-effective way. Oregon reported paying $1,000 per month on average for searches of the database. The financial impact of such a service, at a cost of $12,000 annually, would be a net gain if it resulted in three additional recoveries, using the current average of $4,600 per recovery. DMAS could similarly search for unreported vehicles owned by deceased Medicaid recipients in Virginia’s Department of Motor Vehicles (DMV) database. Vehicles that are reported during the eligibility determination process are verified using DMV records, but there is no check for unreported vehicles. This data is owned and stored by the state, so the cost of this type of search would be minimal.

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Additional staffing with legal expertise in property and estates and in Medicaid eligibility policy would be necessary to fully utilize these external data sources. Staff in Oregon indicated that legal expertise is often required to accurately identify and evaluate recoverable assets. Searches for unreported assets sometimes discover property that has been transferred to related parties, and in these cases, the asset transfer must be evaluated to determine if the transfer made the recipient ineligible for Medi- caid and if the asset is potentially recoverable.

ϯϬϮ Appendix A: Study Mandates

HOUSE JOINT RESOLUTION NO. 637 and SENATE JOINT RESOLUTION NO. 268 Directing the Joint Legislative Audit and Review Commission to study the Commonwealth’s Medicaid program.

Agreed to by the Senate, February 27, 2015 Agreed to by the House of Delegates, February 27, 2015

WHEREAS, the Commonwealth’s program of medical assistance services, also known as the Medi- caid program, is the largest program in the Commonwealth’s budget, accounting for more than $8 billion in combined state and federal funds in fiscal year 2014; and WHEREAS, the Commonwealth’s Medicaid program has become increasingly complex as coverage has expanded to include services related to long-term care, behavioral health, and developmental disabilities; and WHEREAS, elderly Virginians and Virginians with disabilities represent a minority of enrollees in the Medicaid program but account for the majority of expenditures for medical assistance services and generally receive services through a fee-for-service rather than a managed care system; and WHEREAS, a review of the eligibility process, particularly for long-term care services, could lead to strategies that strengthen the integrity of the program, improve efficiencies, and ensure that limited financial resources are directed to the individuals and families who most require assistance; and WHEREAS, in light of budgetary pressures facing states across the nation, promising models of care and administrative processes have been implemented to lower costs associated with medical assistance services while maintaining and improving patient outcomes; and WHEREAS, a comprehensive and analytical review of the Medicaid program should build upon and not duplicate the knowledge and findings from completed studies; now, therefore, be it RESOLVED by the Senate, the House of Delegates concurring, That the Joint Legislative Audit and Review Commission be directed to study the Commonwealth’s Medicaid program. In conduct- ing its study, the Joint Legislative Audit and Review Commission shall review (i) the processes used to determine eligibility, including the financial eligibility screening process for long-term care services, whether asset sheltering could be further prevented and asset recoveries improved, and the effectiveness of existing fraud and abuse detection and prevention efforts; (ii) whether the most appropriate services are provided in a cost-effective manner; (iii) evidence-based practices and strategies that have been successfully adopted in other states and could be used in the Commonwealth; and (iv) other relevant issues, and make recommendations as appropriate.

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Technical assistance shall be provided to the Joint Legislative Audit and Review Commission by the Office of the Secretary of Health and Human Resources and the Department of Medical Assistance Services. All agencies of the Commonwealth shall provide assistance to the Joint Legislative Audit and Review Commission for this study, upon request. The Joint Legislative Audit and Review Commission shall complete its meetings for the first year by November 30, 2015, and for the second year by November 30, 2016, and the chairman shall submit to the Division of Legislative Automated Systems an executive summary of its findings and recommendations no later than the first day of the next Regular Session of the General Assembly for each year. Each executive summary shall state whether the Joint Legislative Audit and Review Commis- sion intends to submit to the General Assembly and the Governor a report of its findings and recommendations for publication as a House or Senate document. The executive summaries and reports shall be submitted as provided in the procedures of the Division of Legislative Automated Systems for the processing of legislative documents and reports and shall be posted on the General Assembly’s website.

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Appendix B: Research Activities and Methods

JLARC staff conducted the following primary research activities: x structured interviews with staff at multiple state agencies charged with setting Medicaid eligibility policy and overseeing the Medicaid eligibility determination process; x structured interviews on-site at seven local departments of social services; x quantitative analysis of Medicaid application and renewal data for the MAGI population (children, parents, and pregnant women); x quantitative analysis of asset recovery data; and x review of documents and research literature. Structured interviews JLARC staff conducted structured interviews to understand Medicaid eligibility policy, how the implementation of that policy is overseen and coordinated by state agencies, and how that policy is used to make eligibility determinations at local departments of social services. JLARC staff conducted structured interviews with staff at the Department of Medical Assistance Services (DMAS) and the Department of Social Services (DSS). Structured interviews were also conducted during site visits to seven LDSS offices. Structured interviews of state agency staff JLARC staff conducted structured interviews with eligibility policy and asset recovery staff at DMAS, and with staff at DSS responsible for implementing VaCMS and coordinating the eligibility determination process. Topics for these interviews included clarifying the intent of current eligibility policies, understanding the progress of the transition to VaCMS and the data available from the system, and identifying challenges that are currently facing these state agencies and the LDSS offices that they partner with. Site visits to local departments of social services JLARC staff conducted site visits to seven out of 120 local DSS offices to conduct structured interviews and observe the eligibility determination process. The purpose of these interviews and obser- vations was to understand how eligibility policy was implemented by eligibility workers, identify any challenges being faced by local DSS offices across the state, and develop potential solutions to address these challenges. The structured interviews during the site visits focused on the initial eligibility determination and the annual renewal process for the MAGI population, including how criteria are verified currently and prior to VaCMS, and the policies and processes used to verify assets for the aged and disabled populations. JLARC staff selected seven local DSS offices based on their region, size, and relative performance in performing Medicaid renewals on time (Table B-1).

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Table B-1 Local departments of social services selected for site visits

Timeliness Locality Region Size performance Danville, City of 3LHGPRQW 0HGLXP +LJK Fairfax County 1RUWKHUQ /DUJH +LJK Lexington/Rockbridge/ Buena Vista 3LHGPRQW 6PDOO /RZ Loudoun County 1RUWKHUQ 0HGLXP /RZ Norfolk, City of (DVWHUQ /DUJH +LJK Richmond, City of &HQWUDO /DUJH /RZ Smyth County :HVWHUQ 6PDOO +LJK

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Quantitative analysis JLARC staff analyzed data from DMAS, DSS, and the Virginia Employment Commission (VEC). JLARC staff used data on MAGI applications and renewals from VaCMS to: x assess the extent to which VaCMS is improving eligibility workers’ ability to electronically verify Medicaid eligibility criteria, x assess the risk to the state of certain eligibility policies, and x evaluate the timeliness of Medicaid eligibility determinations for both applications and renewals. JLARC staff also obtained data from DSS on current and historical staffing and funding levels for LDSS offices to assess the relationship between staffing, funding, and performance. Data from DMAS on the assets identified for recovery and the assets recovered was used to assess the effectiveness of the current asset recovery process. Electronic verification analysis (Chapter 2) JLARC staff used data on all MAGI applications received in ADAPT from October 1, 2012 through September 30, 2013, and in VaCMS between October 1, 2013 and March 31, 2015 to assess the extent to which electronic resources were being used to verify eligibility criteria before and after VaCMS implementation (Table B-2). JLARC staff calculated how frequently certain eligibility criteria were verified electronically in ADAPT and VaCMS. This analysis focused on six eligibility criteria: earned income, unearned income, immigration status, citizenship, alien status, and identity (social security number).

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TABLE B-2 Data from ADAPT and VaCMS was used for eligibility verification analysis

Data source Description of data Analysis performed 6RXUFHRIHOLJLELOLW\YHULILFDWLRQIRUFKLOGUHQSDUHQWV 3HUFHQWDJHRIHDFKHOLJLELOLW\FULWHULRQ '66 DQGSUHJQDQWZRPHQDSSOLFDWLRQVLQ$'$37 YHULILHGHOHFWURQLFDOO\ ² 6RXUFHRIHOLJLELOLW\YHULILFDWLRQIRUFKLOGUHQSDUHQWV 3HUFHQWDJHRIHDFKHOLJLELOLW\FULWHULRQ '66 DQGSUHJQDQWZRPHQ 0$*, DSSOLFDWLRQVLQ9D&06 YHULILHGHOHFWURQLFDOO\ ²

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Unreported income analysis (Chapter 2) JLARC staff used data from DSS and VEC to understand the risk to the state of the current policy to accept self-attestation of zero income for Medicaid eligibility (Table B-3). JLARC first identified all approved applications where no individual on the application reported any earned or unearned income. For those applications reporting zero earned income, JLARC identified if any individuals on that application had earnings reported to VEC during the quarter in which the application was approved.

TABLE B-3 Data from VaCMS and VEC was used for unreported income analysis

Data source Description of data Analysis performed &KLOGUHQSDUHQWVDQGSUHJQDQWZRPHQ $SSOLFDWLRQVUHSRUWLQJHLWKHU]HURHDUQHG '66 0$*, DSSOLFDWLRQVLQ9D&06 RUXQHDUQHGLQFRPHRUERWK ² ,GHQWLILHGDSSOLFDWLRQVZLWK9(&HDUQLQJVUHSRUWHGLQ WKHDSSURYDOTXDUWHU 9(& 4XDUWHUO\HDUQLQJV² &DOFXODWHGGLVWULEXWLRQRIHDUQLQJVIRUDSSURYHG DSSOLFDWLRQVUHSRUWLQJ]HURHDUQHGLQFRPH

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Application and renewal timeliness (Chapter 3) JLARC analyzed data from VaCMS and monthly overdue case data from DSS to assess the timeliness of the eligibility determination process for both applications and renewals. JLARC staff calculated the percent of MAGI applications that were determined late, and the number of days that they were late, by eligibility category. JLARC staff also calculated the percent of Medicaid enrollees who were overdue for a renewal. Both of these analyses was performed over time and by locality (Table B-4). JLARC staff used DSS renewal data and DMAS Medicaid claims data to estimate the cost to the state and federal governments of overdue renewals. JLARC staff identified all enrollees who were overdue for a renewal at any point during FY 2014, and the months they were overdue in FY 2014. To determine which overdue months may have been ineligible months, JLARC staff examined whether an individual was subsequently closed or renewed at any point through the end of the following fiscal year (FY 2015), the last month of data available for the study. If an individual:

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x Was subsequently renewed and determined to be eligible, none of their overdue months in FY 2014 were considered to be ineligible months. x Was subsequently renewed and determined to be ineligible, all of their overdue months in FY 2014 were considered to be ineligible months, with some exceptions. Individuals who were ineligible because they did not return their renewal application, and who re-enrolled in Medicaid within three months, were considered to be continuously eligible. x Failed to return the renewal application and had not returned to the Medicaid program by the end of FY 2015, their eligibility status during their overdue months in FY 2014 was unknown. x Was still active and had not been renewed as the end of FY 2015, their eligibility status during their overdue months was unknown. JLARC staff estimated the cost of late renewals by summing the detailed claims data for ineligible months. The upper bound was calculated assuming that the unknown months (the last two bullets above) were ineligible months. JLARC staff also used additional data from DSS on LDSS staffing and funding levels to assess the relationship between staffing, funding, and performance at LDSS offices. JLARC staff calculated the workload of each LDSS office by comparing the number of unduplicated benefit clients across the Medicaid, SNAP, and TANF programs to the number of eligibility workers. JLARC also calculated the amount of federal, state, and local administration funding per benefit client in each LDSS office.

TABLE B-4 Data from DSS and DMAS was used to assess timeliness of eligibility determination process

Data source Description of data Analysis performed &KLOGUHQSDUHQWVDQGSUHJQDQW /HQJWKRIWLPHWRSHUIRUPLQLWLDOHOLJLELOLW\GHWHUPLQDWLRQ '66 ZRPHQ 0$*, DSSOLFDWLRQV 'D\VHDUO\ODWHIRUHDFKDSSOLFDWLRQ ² 2YHUGXHUHFLSLHQWVDQGFDVHVE\ORFDOLW\DQGPRQWK (VWLPDWHGQXPEHURIUHFLSLHQWVLQHOLJLEOHGXHWRDODWH 5HFLSLHQWVRYHUGXHIRUUHQHZDO UHQHZDO)< )<²)< (VWLPDWHGFRVWRIUHFLSLHQWVLQHOLJLEOHGXHWRDODWH UHQHZDO)< /'66EHQHILWFOLHQWVVWDIILQJ %HQHILWFOLHQWVSHUVWDII)<²)< DQGIXQGLQJ)<²)< )XQGLQJSHUEHQHILWFOLHQW)<²)< (VWLPDWHGFRVWRIUHFLSLHQWVLQHOLJLEOHGXHWRDODWHUHQHZDO '0$6 0HGLFDLGFODLPV)< )<

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Asset recovery analysis (Chapter 4) JLARC staff used data on the invoices issued and recoveries received by DMAS to assess the effectiveness of the estate recovery process (Table B-5). JLARC staff calculated the number of estates from which recovery was sought each year by calculating the number of invoices created. JLARC staff also calculated the average amount that was invoiced for each estate. The number of invoices for which payment was received and the amount of payment received was also calculated for each year.

TABLE B-5 Data from DMAS was used to assess asset recovery process Data source Description of data Analysis performed '0$6 IRU)<²)< IRU)<²)< $VVHWUHFRYHU\LQYRLFHVLQLWLDWHG 1XPEHURILQYRLFHVFUHDWHG $PRXQWRILQYRLFHVFUHDWHG 1XPEHURILQYRLFHVZKHUHSD\PHQWZDVFROOHFWHG $PRXQWRISD\PHQWVIRULQYRLFHVZKHUHSD\PHQWZDVFROOHFWHG IRU)<²)< IRU)<²)< $VVHWUHFRYHU\SD\PHQWVUHFHLYHG 1XPEHURILQYRLFHVIRUZKLFKSD\PHQWZDVUHFHLYHG $PRXQWRISD\PHQWVUHFHLYHGSHULQYRLFH

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Review of research literature and documents JLARC staff reviewed DMAS and DSS documents related to eligibility determination policy and VaCMS implementation. Specifically, JLARC staff reviewed Virginia’s Medicaid eligibility policy manual and related documents, such as Virginia’s Medicaid application, to understand the current policies. JLARC staff reviewed research literature and policy documents from other states to compare Vir- ginia’s eligibility policy and implementation to that of other states. Documents included reports by other state oversight agencies, the US Government Accountability Office, and nonprofit research organizations.

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Appendix C: Signature Page for Virginia Medicaid Application

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Appendix D: Agency Response

As part of an extensive validation process, the state agencies and other entities that are subject to a JLARC assessment are given the opportunity to comment on an exposure draft of the report. JLARC staff sent an exposure draft of this report to the Secretary of Health and Human Resources and the Departments of Medical Assistance Services and Social Services. Appropriate corrections resulting from technical and substantive comments are incorporated in this version of the report. This appendix includes response letters from the Secretary of Health and Human Resources and the Departments of Medical Assistance Services and Social Services.

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DEPARTMENT OF SOCIAL SERVICES Office of the Commissioner

Margaret Ross Schultze Commissioner

October 28, 2015

Mr. Hal E. Greer, Director Joint Legislative Audit and Review Commission General Assembly Building, Suite 1100 201 North 9th Street Richmond, Virginia 23219

Dear Mr. Greer:

Thank you for the opportunity to review and comment on the exposure draft of the Joint Legislative Audit and Review Commission (JLARC) report on the Eligibility Determination in Virginia’s Medicaid Program. We appreciate the JLARC Team’s competence and respect for the work that has been undertaken in the past several years to modernize the Commonwealth’s eligibility determination system - VaCMS.

Virginia’s Medicaid program is a complex one. The multi-faceted approach to establish client eligibility in this “state-supervised; locally-administered system” among the Department of Medical Assistance Services (DMAS), Department of Social Services (VDSS) , and the local departments of social services (LDSS) contributes to the complexity of the process. We respect the time that JLARC staff took to understand the intricate nature of this work and the value that it brings to the clients and to Virginia’s economy.

Thank you for the time that you and your staff provided for the exchange of clarifying information and data both in person and in writing. We believe these discussions contributed to the substance of the report and ultimately the recommendations. We acknowledge the consideration given to the recommendation related to the funding allocation for local departments. As indicated, VDSS considers workload as a primary component in the allocation of new funds provided for local staff and operations.

801 East Main Street x Richmond, VA 23219-2901 www.dss.virginia.gov x 804-726-7011 x TTY Dial 711

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Mr. Hal E. Greer October 28, 2015 Page 2

DMAS and VDSS reviewed the report both jointly and independently. Our collaborative review lead to general concurrence with the recommendations outlined in the report. Those recommendations that result in changes to VaCMS will lead to system improvements and enhance the integrity of the eligibility determination process. We must note, however, that these system modifications will require both time and money to accomplish. In 2013, VDSS undertook an effort to modernize the eligibility system for ALL public assistance programs. Medicaid was the first on VaCMS and the remaining programs TANF, SNAP and Energy Assistance will be transitioned in 2016. This schedule will impact our ability to implement those recommendations in the short term.

In the past two years, much has been accomplished – implementation of Medicaid policy changes as a result of the Affordable Care Act, development of the modernized eligibility system, training of local staff and managing the associated workflow changes at the LDSS level. This has been achieved despite a significant increase in application volume and with minimal additional financial resources provided. We appreciate the report’s acknowledgement of the significant potential VaCMS will have once fully implemented.

Sincerely,

Margaret Ross Schultze c: The Honorable William A. Hazel – Secretary of Health and Human Resources Ms. Cynthia B. Jones – Director of the Department of Medical Assistance Services

ϯϭϴ ϯϭϵ JLARC.VIRGINIA.GOV General Assembly Building 201 N. 9th Street, Suite 1100 Richmond, VA 23219 ϯϮϬ UTILITIES MAP OF CAPITAL PROJECTS

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