ONSLOW COUNTY
NORTH CAROLINA
Adopted Annual Budget
For the Fiscal Year Ending June 30, 2008
TABLE OF CONTENTS
INTRODUCTION ...... A-1
BUDGET MESSAGE...... B-1
BUDGET PROCESS AND FISCAL POLICIES ...... C-1
BUDGET SUMMARY Revenue Summary ...... D-1 Expenditure Summary ...... D-7 Debt Summary ...... D-11 Tax Summary ...... D-17 Human Resources Summary ...... D-21 Program Finding Matrix ...... D-25 Fund Balance Summary ...... D-31 Budget Ordinance ...... D-33
FUND SUMMARIES ...... E-1-6
GENERAL FUND ...... F-1 General Government ...... F-3 Public Safety ...... G-1 Transportation ...... H-1 Economic and Physical Development ...... I-1 Human Services ...... J-1 Health ...... J-3 Social Services ...... J-109 Senior Services ...... J-163 Other Human Services ...... J-191 Environmental Protection ...... K-1 Cultural and Recreational ...... L-1 Education ...... M-1 Non Departmental – Debt ...... N-1 Other Programs ...... O-1 Non-Departmental ...... O-3 Agencies and Non-profits ...... O-5 Special Appropriations ...... O-7 Workers Compensation Fund ...... O-9
SPECIAL REVENUE FUNDS ...... P-1 E-911 Fund ...... P-3 Register of Deeds Automation Fund ...... P-15
SOLID WASTE FUND ...... Q-1
CAPITAL IMPROVEMENT PLAN ...... R-1 Capital Improvement Fund ...... R-3 Burton Park Fund ...... R-5 Capital Projects Fund ...... R-7
TABLE OF CONTENTS
CDBG ...... S-1
FEE SCHEDULE ...... T-1
SUPPLEMENTAL INFORMATION Glossary ...... U-1 Acronyms...... U-7 Statistical Section ...... U-9
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Onslow County Budget Fiscal Year 2007-08
INTRODUCTION
ONSLOW COUNTY MISSION STATEMENT
Onslow County Government will provide high-quality, efficient, responsive services that enhance self-sufficiency, personal safety, economic opportunity and quality of life for all its citizens through innovation, leadership, and the cooperation of dedicated people
ONSLOW COUNTY VISION STATEMENT
To foster and sustain a creative environment of community involvement, preserve natural resources, plan for orderly growth, and develop a diverse economic base through the efficient and effective provision of services necessary for physical, social, and mental wellness. We will promote an open and responsive county government while working in a collaborative spirit with other governmental, military, private and non-profit entities.
ONSLOW COUNTY HISTORY
Situated on the lower Coastal Plain of southeastern North Carolina, the cultural history of Onslow County is interwoven with its natural setting. Social, political, and economic decisions have been undeniably influenced by the availability and abundance of local resources, including waterways, fertile soil, and vast stands of timber. This abundance attracted the area’s first people, the Native Americans. The first European and English settlers arrived in 1713 in what was originally part of the colonial precincts of Carteret and New Hanover. In 1734 the residents along the New and White Oak Rivers petitioned to establish their own court precinct to be called Onslow; in commemoration of the Honorable Arthur Onslow, Speaker of the House of Commons. Following the American Revolution it would become Onslow County in the new state of North Carolina. Its current system of government comprising a Board of County Commissioners was formalized in the late 19th century as a measure of Reconstruction following the American Civil War. Throughout the 20th century, agricultural endeavors, business, and even the establishment of the world’s most complete amphibious training facility – Marine Corps Base Camp Lejeune relied upon and flourished in the natural environment of Onslow County. Today the aforementioned abundance and beauty found in the surrounding landscape, shoreline, and seascape continues to define Onslow County, attracting industry, tourism, and families to our distinctive community
PROFILE OF THE COUNTY
The county is bordered by Pender County to the south, Duplin County to the west, Lenoir and Jones counties to the northwest and north, and the Atlantic Ocean to the east. The County has a flat, gently rolling terrain which slopes from an altitude of 63 feet at the town of Richlands to sea level and covers a total of 767 square miles encompassing approximately 484,000 acres, of which about 156,400 acres comprise the Camp Lejeune Marine Corps Base and New River Marine Corps Air Station and are owned by the federal government. Additionally, approximately 48,000 acres
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There are six municipalities within the county, the largest being the City of Jacksonville, which serves as the county seat.
COUNTY GOVERNMENT
The County has a commissioner/manager form of government. The five members of the Board of Commissioners are elected at large on a partisan basis and serve four-year terms. Commis- sioners hold policy-making and legislative authority. They are also responsible for adopting the budget, setting the property tax rate, setting policies, adopting county ordinances and appointing the county manager. The manager is responsible for implementing policies, managing daily operations, and appointing department heads.
The County provides a wide range of services to the citizens of the county through its twenty-six departments. Examples of these are Sheriff, Jail, Emergency Management (E911 and EMS), Health Department, Department of Social Services, Recreation, Library, Senior Services, Veteran’s Services, Mosquito Control, Cooperative Extension Services, Youth Services, Board of Elections, Museum, Airport, Planning, and Register of Deeds.
LOCAL ECONOMY
Camp Lejeune is the largest contributor to the Onslow County economy through wages to base connected military, civilian employees, and employees of non-appropriated fund organizations of approximately $1.82 billion, according to 2004 base statistics. Of this, $421 million was paid to military and civilian retirees within fifty- (50) miles of Camp Lejeune. During the federal fiscal year 2004 Camp Lejeune awarded $100 million in construction contracts with approximately $44.2 million awarded to contractors located in Onslow County. Of the top ten North Carolina vendors of material, supplies and services to Camp Lejeune three were from Onslow County with purchases of approximately $1.05 million.
Agriculture remains a major economic factor in Onslow County with gross agricultural income for 2005 estimated at $88.6 million. Tobacco remains the leading cash crop. Other major crops include corn, soybeans, cotton and the newest crop to the area peanuts. The livestock industry continues to play a dominant role in farm income with poultry and pork production accounting for the majority. Timber sales within the county are also a significant impact with our many acres of woodlands.
Tourism is one of the county's largest growing industries. It is estimated that the local tourism industry generates more than $29 million in wages for approximately 1520 full time employees. Among North Carolina counties, Onslow County ranked 23rd in travel impact. It is estimated that tourism generates $12.4 million dollars in state and local taxes.
The County has become also a center for retail sales for the region. New commercial businesses have continued to open in the county. The Western Boulevard area in Jacksonville has become the home of many national retail businesses
The County is marketing its 730-acre Industrial Park located on U.S. Highway 258 and within a 10-minute drive of Albert J. Ellis Airport, which serves the County.
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EDUCATION
The County provides current expense and capital outlay funding for the Onslow County School System and is responsible for providing school facilities.
Onslow County Schools are governed by an elected Board of Education. There are currently 33 schools operated by the school system with grades kindergarten through twelfth grade and has a student enrollment of 22,659. After-school care and before-school care is offered at selected locations.
Camp Lejeune operates a school system for military dependents that live in military housing on base. This is funded through the Department of Defense and is independent of the County.
Coastal Carolina Community College serves the citizens of the area by offering curriculum programs in vocational, technical, and college transfer areas of study with a full time staff of 122 instructors.
TRANSPORTATION
The County is accessible by air at our county operated Albert J. Ellis Airport. The airport has a 7,100-foot lighted runway with an instrument landing system. Piedmont Airlines, PSA Airlines, and Air Wisconsin, operating as US Airways Express, provide eight daily flights between Jacksonville and Charlotte. Additionally, US Airways provides a weekly nonstop roundtrip between Jacksonville and Philadelphia using a 50-seat regional jet operated as PSA Airlines. Atlantic Southeast Airlines (ASA), doing business as Delta Connection, currently provides three daily jet flights to the hub in Atlanta. ASA will be adding a fourth daily flight in June. Fixed base general aviation services are also available and are provided by Jacksonville Flying Services
Two major U. S. Highways (US 17 and US 24/258) serve the county. Major expansion and maintenance of primary and secondary highways within the County are primarily the responsibility of the State. Municipalities within the County bear the responsibility for local street systems. The County has no responsibility for the construction or maintenance of streets or highways.
The County is also served by bus through Greyhound Bus Lines.
A non-profit organization, Onslow United Transit System (OUTS) operates a human services system to transport clients to human service agencies as well as doctors’ appointments and similar venues.
HOSPITALS
Onslow Memorial Hospital is an acute care community hospital. The Onslow Memorial Hospital Authority has the responsibility for the operation of the hospital. The Board of Commissioners appoints the Authority members.
The Naval Hospital at Camp Lejeune is a fully accredited facility, which provides care to active- duty services members, military retires, and family members.
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READERS GUIDE
This Preliminary Annual Budget Document for FY 2007-08 contains the following sections:
Introduction This section contains a County profile and general information on the county. It also outlines the budget process and fiscal policies.
Budget Message The budget message is the County Manager’s synopsis of the proposed budget as presented to the Board of County Commissioners. It articulates priorities and issues for the budget year, presents actions to be taken to address these issues and explains if and how priorities differ from the current year.
Budget Process and Fiscal Policies This section explains the budget process, the budget calendar, the fund structure, the basis of accounting/budgeting, and other financial policies of the county.
Budget Summary The budget summary presents summary level information for revenues and expenditures, as well as debt summary data, tax summary data, and human resources summary of full time equivalent (FTE) employee data. Expenditure summaries are by service area and revenues are summarized by category.
Fund Summary The fund summary presents the budget information on each fund that has an annual budget. This summaries show revenues by type and expenditures by category.
General Fund In this section the expenditures of the general fund of the county are presented based on service areas. These areas are General Government, Public Safety, Economic and Physical Development, Transportation, Human Services, Cultural and Recreational, Education, and Other.
Special Revenue Funds This section accounts for the proceeds and expenditures of funds which are restricted to use for special purposes. This includes funds such as E911 fund and Register of Deeds Automation fund.
Solid Waste Enterprise Fund The county operates a subtitle D landfill. The landfill is operated similar to a private business in that the cost of providing the service are primarily financed through the charges imposed for the disposal of household waste at the convenience centers and the landfill
Capital Improvement Plan This section accounts for major repairs and improvements to facilities that will take place during the fiscal year. The capital improvement plan is shown here even though some of the projects may be multi-year in nature and will be shown in more detail in the capital projects section which covers multiyear projects. An update on the status of each project showing the total project budget along with expenditures to date is included.
Fee Schedule Each year the fee schedule is reviewed for changes that are needed. A summary of recommended changes to the fee schedule is included along with the complete schedule for FY 07-08.
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Other related information The information provided in this section included in the preliminary annual budget is a draft Budget Ordinance for FY 07-08, statistical information, and glossary.
GFOA DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Onslow County, North Carolina for its annual budget for the fiscal year beginning July 1, 2006. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
GENERAL INFORMATION
It is our desire to provide the necessary information for understanding the Onslow County Budget in an easy to read format. Government as a whole is sometimes very complex and confusing. The lines of responsibility between the federal, state, county and municipalities can become blurred. The budgets provided for in this document are for the individual governmental fund for which an appropriated annual budget is adopted.
This document not only presents the financial aspects of the budget but also serves as a policy document, an operations guide, and as a communication medium to all the citizens of Onslow County on the where, why and how various monies are spent on programs and services.
If there are any questions after your review of the Onslow County Fiscal Year 2007-08 Proposed Annual Budget please contact Mr. Frank W. Clifton, Jr., County Manager, at (910) 347-4717 or Mr. Alvin W. Barrett, Jr., Deputy County Manager/Finance Officer at (910) 455-3404.
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ONSLOW COUNTY BUDGET AND FISCAL POLICIES
July 1, 2007
I. Budget Process The County’s annual budget process is a method of planning and communicating operational and capital objectives and allocating financial resources to achieve them. The process is usually performed over several months. The North Carolina Local Government Budget and Fiscal Control Act (GS 159, Article 3) requires local governments to adopt an annual budget by June 30 of each year, based on the state mandated fiscal year which runs from July 1 to June 30.
The N.C. Local Government and Fiscal Control Act mandates the following deadlines for legal requirements:
April 30 Department request due May 15 Community College and School System request due June 1 Board of Commissioners receives recommended budget June 30 Board of Commissioners must adopt annual budget
A public hearing must be advertised and held when the budget is presented to the Board of Commissioners
Other key dates in our budget preparation are as follows:
February 13 Budget preparation instructions provided to department heads February 28 Request for new staff and reclassifications is due to Human Resources March 15 Request receive from outside agencies for funding March 19 Department budget request completed April and May Manager and budget team meet with departments to discuss request June 4 Manager makes presentation to Board at first regular meeting in June June 11 – 21 Commissioners plan to hold budget workshops to discuss proposed budget. Department heads are available to make presentations to and address questions by the Board June 18 Public hearing is held on the proposed budget June 25 Tentative date for approval of FY 07-08 budget and fee schedule
Budget Adoption
The County’s Annual Budget Ordinance will be balanced in accordance with the Local Government Budget and Fiscal Control Act (NCGS 159-8) which states “A budget ordinance is balanced when the sum of estimated net revenues and appropriated fund balances is equal to appropriations.”
The annual budget serves as the foundation for the County’s financial planning and control. Chapter 159 of the North Carolina General Statutes prescribes a uniform system of budget adoption, administration and fiscal control. All agencies of the County are required to submit requests for appropriations to the County Manager by the end of March of each year. The County Manager uses these requests as the starting point for developing a proposed budget. The budget is prepared by fund, function and department. The proposed budget is provided to the County
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Board of Commissioners no later than June 1. Not later than June 30th the Board of Commissioners is required to adopt a budget ordinance making appropriations and levying taxes for the budget year in such sums as the Board may consider sufficient and proper, whether greater or less than the sums recommended in the proposed budget. This budget ordinance authorizes all financial transactions of the County except: 1) those authorized by a project ordinance, 2) those accounted for in an intra-governmental service fund for which a financial plan is prepared and approved, and 3) those accounted for in a trust or agency fund established by the local government or public authority as an agent or common-law trustee or to account for a retirement, pension, or similar employee benefit system.
The County’s annually adopted budgets are for the General Fund, Special Revenue Funds, Capital Improvement Fund, and Solid Waste Fund.
All budgets except the Solid Waste Fund are prepared on the modified accrual basis of accounting. Appropriations lapse at year end in the General, Special Revenue, Capital Improvement and Solid Waste Funds.
The Solid Waste fund is an enterprise fund and as such is budgeted on an accrual basis of accounting.
The budgets in the Capital Projects Fund are adopted on a project basis, which may cover more than one year. Appropriations are carried over in this fund until the project(s) are completed.
All budgets are adopted on a basis consistent with generally accepted accounting principles (GAAP). The Board of Commissioners annually adopts a budget by ordinance in accordance with N. C. General Statute 159-8 and may amend the budget during the fiscal year.
Budget Amendment Process
All County Departments are expected to operate wholly within the amounts appropriated by the Board of Commissioners at the beginning of each fiscal year. The County budget is adopted at the function level. Any expenditure in excess of the total amount appropriated for the function is a violation of NCGS 159-28.
It is the intent of the Board of Commissioners to provide appropriations each fiscal year in an amount necessary for departmental operations at a level approved by the Board. The Board realizes that there will be occasions where adjustments to the amounts appropriated between line items will be necessary for the efficient operation of County Departments. It is not the intent of the Board to authorize indiscriminate transferring during the year and especially at the end of the fiscal year.
The Board of Commissioners may authorize supplementary appropriations during the course of a year as additional funding is received or for necessary items that a department cannot control (i.e. utilities), however departments are to monitor all expenditures to insure that over-expenditures do not occur.
It is the position of the Board of Commissioners that the County will not absorb reductions in State and Federal funding that occurs during the year, a budget amendment to reduce the budget must be submitted to the Board of Commissioners for approval as reductions are known.
As required by N. C. General Statute 159-15, the budget ordinance, as amended, must continue to satisfy the requirements of General Statute 159-8 and General Statute 159-13.
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Except as otherwise restricted by law, the Board may amend the budget ordinance at any time after the ordinance’s adoption in any manner, so long as the ordinance, as amended, continues to satisfy the statutory requirements. However, except as otherwise provided in this section, no amendment may increase or reduce a property tax levy or in any manner alter a property taxpayer’s liability, unless the board is ordered to do so by a court of competent jurisdiction, or by a State agency having the power to compel the levy of taxes by the Board.
If after July 1 the County receives revenues that are substantially more or less than the amount anticipated, the Board may, before January 1 following adoption of the budget, amend the budget ordinance to reduce or increase the property tax levy to account for the unanticipated increase or reduction in revenues.
As allowed by statute, The Board has authorized the County Manager to transfer monies from one appropriation to another within the same fund, subject to such limitations and procedures as it may authorize.
Department heads may request transfers of appropriations within a department. These requests are subject to the approval of the County Manager. The County Manager may transfer amounts between objects of expenditures and revenues within a function without limitation. He may transfer amounts up to $100,000 between functions of the same fund. He may not transfer any amounts between funds, nor is he allowed to transfer from any contingency appropriation (except for merit pay adjustments) within any fund without action of the Board of Commissioners.
The County Manager may transfer amounts within and between funds for the sole purpose of funding salary and benefits adjustments consistent with the Onslow County Personnel Policy.
The Finance Officer is to insure that procedures are implemented to administer this policy.
Basis of Accounting
All funds except the Solid Waste Fund are accounted for on a modified accrual basis of accounting as required by the North Carolina General Statute 159-26(c). Under modified accrual accounting, revenues are reported when they are both measurable and available. Expenditures are recorded in the period in which the liability is incurred, except for interest on long-term debt and accrued compensated absences.
The Solid Waste Fund, which is an enterprise fund, uses full accrual accounting, recording revenues when earned and expenditures when incurred.
Budgetary Control
In government, the budget is an integral part of the units accounting system and daily operations. An annual or project budget ordinance, as amended by the governing body, creates a legal limit on spending authorizations. All Onslow County funds are budgeted at the function or project level. For internal accounting purposes, budgetary control is maintained at the department level and further at the line item level by the use of an encumbrance system. As purchase orders are issued, corresponding appropriations are reserved for later payment. If over-encumbrance of a balance occurs the department head may amend their budget as outlined in the budget amendment process.
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II. Budget Policies
Local government budgeting operates in a setting very different from the private sector and is heavily impacted by federal and state law as well as local laws and practices. In addition, guiding the process at the local level are national standards and principles sanctioned by the Governmental Accounting Standards Board (GASB) as an authoritative overseer of local practices and fiscal responsibility. Onslow County maintains the following guidelines and policies to ensure fiscal responsibility, maintain a strong financial position, and maintain the necessary level of resources to provide the services required of its citizens.
Revenue Policy
The County seeks to implement a diversified taxing policy that will ensure reasonable stability for operations at continuous service levels, but that will provide the elasticity necessary for responding quickly to increased service demands due to new development. Revenues will be monitored to ensure the proceeds from each source are at an optimal level. Projected revenues will be estimated conservatively and will be based on historical trends, growth patterns, and the general condition of the economy. The estimated percentage of Ad Valorem taxes to be collected will not exceed the percentage of levy actually realized in cash as of June 30 during the preceding fiscal year in accordance with state law.
Fees charged for services are reviewed annually during the budget process to determine if adjustments should be made to ensure that the fee charged is appropriate. If there are changes to the fee schedule they are approved by the Board of Commissioners during the budget process except for changes established by North Carolina General Statute. Additionally, the Board has authorized the County Manager to approve changes to fees based on allowable Medicare rates.
Reserve Policy
In accordance with state statute, appropriated fund balance in any fund shall not exceed the sum of cash and investments minus the sum arising from liabilities, encumbrances, and deferred revenues arising from cash receipts at the close of the prior fiscal year.
The County will maintain an undesignated fund balance that exceeds eight percent (8%) in accordance with the North Carolina Local Government Commission’s recommendation. For a county our size a recommended minimum of fifteen percent (15%) should be maintained for purposes such as: avoiding cash-flow interruptions, generating interest income, eliminating the need for short–term borrowing, assisting in maintaining an investment grade bond rating, and sustaining operation during unanticipated emergencies and disasters.
As a goal, the County will seek to establish a general fund operating reserve of 25%. This level will provide operational funding to help address emergency situations which may occur as a result of a significant financial downturn or natural disaster.
Expenditure Policy
Budgeted funds will be spent only for the categorical purpose for which they were intended. The annual operating budget ordinance defines staff authorizations for operating amendments. All proceeds of debt instruments must be used for the purpose for which the debt was issued or for the payment of principal and interest on the debt. Payroll will be in accordance with the requirements of the Fair Labor Standards Act and in accordance with the County Personnel Policy.
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Other Post Employment Benefits Policy (OPEB)
The county currently has chosen to cover other post employment benefits on a pay-as-you–go basis. We will continue to monitor the requirement of GASB 45 and will provide appropriate reporting in all annual financial reports. We will ensure that the appropriate actuarial studies are completed and evaluate our options annually as it relates to the creation of irrevocable trust.
Debt Policies
Capital projects for which the County issues bonds or lease purchase financing agreements will be financed for a period not to exceed the useful life of the project. There will be no long-term borrowing of funds to support current operations of the County. The County’s general obligation debt will not exceed the legal limit of eight percent of the assessed value of the taxable property of the County. The County will strive to maintain a reliance on pay-as-you-go financing for its capital improvements. When borrowing, we will seek the best financing type for the project. We will strive to maintain the highest possible bond rating for the County to minimize our interest cost on these borrowings.
Capital Improvement Plan
The County will update its capital improvement plan annually. This plan will be used as a guideline for scheduling and funding the capital needs of the County. This plan will be for a five-year period and will be the basis for appropriations during the annual budget process. The items in the plan will have a value of $50,000 and/or a useful life over one year. We will emphasize preventive maintenance as a cost-effective approach to infrastructure maintenance.
III. Accounting/Financial Reporting Policy
Financial Policies
Onslow County’s financial polices set forth basic guidelines for the overall fiscal management of the County. These polices provide a structure to assist in the decision-making process for the Board of Commissioners and staff and establish guidelines for evaluating current activities.
The Board of Commissioners provides general guidance though the adoption of the annual budget while the County Manager is responsible for the implementation of the budget throughout the fiscal year.
The County’s annual budget ordinance will be balanced in accordance with the NC General Statutes 159-8(a) which states “each local government and public authority shall operate under an annual balanced budget ordinance adopted and administered in accordance with this Article. A budget ordinance is balanced when the sum of estimated net revenues and appropriated fund balance is equal to appropriations.”
The County establishes and maintains its accounting system according to the North Carolina Local Budget and Fiscal Control Act. Systems are in place to monitor all sources and uses of funds.
Reporting is done in accordance with generally accepted accounting principles (GAAP). Governmental funds use modified accrual accounting where revenues are recorded when measurable and available and expenditures recorded when services or goods are received and liabilities are incurred. The Enterprise Fund uses full accrual accounting, recording revenues when earned and expenditures when incurred.
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The accounting system has strong budgetary and accounting controls providing reasonable assurance of maintaining safety of assets and reliable financial records for preparing reports, such as the budget and the Comprehensive Annual Financial Report (CAFR).
An annual audit will be performed by an independent public accounting firm which issues an opinion on the financial statements. The auditors also are required to perform appropriate compliance audits for federal and state financial assistance programs in accordance with the Federal and State Single Audit Act and to comply with review of internal controls under N. C. General Statutes 159-34(a).
The County’s annual financial report will be prepared according to the standards necessary to obtain the Certificate of Achievement for Excellence in Financial Reporting from GFOA, and will be submitted each year for recognition. The County will review its user fee annually during the budget process to reflect accurately the cost of services benefiting users while not over-burdening the citizens.
The General Fund undesignated fund balance will be maintained at a level sufficient to provide for required resources to meet operational needs and allow for unforeseen emergency needs.
Fund Accounting
Governmental accounting systems are organized and operated on the basis of funds. A fund is defined as a fiscal accounting entity with a self-balancing set of accounts recording cash and other financial resources together with all related liabilities and residual equities on balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations.
Cash Receipts All funds received shall be deposited in the county’s official checking account on a daily basis as required by NCGS 159-32. All taxes and other monies collected or received by an officer or employee of a local government or public authority shall be deposited in accordance with NCGS 159-32. Each officer and employee of a local government or public authority whose duty it is to collect or receive any taxes or other moneys shall deposit his collections and receipts daily when the monies on hand amount to as much as two hundred fifty dollars ($250.00), but in any event a deposit shall be made on Friday of each week and the last business day of each month. All deposits shall be made with the finance officer or in an official depository. Deposits in an official depository shall be immediately reported to the finance officer by means of a duplicate deposit ticket. The finance officer may at any time audit the accounts of any officer or employee collecting or receiving taxes or other monies, and may prescribe the form and detail of these accounts. The accounts of such an officer or employee shall be audited at least annually.
Cash Disbursements Disbursements of funds will be made on a timely basis. Inventories and supplies will be maintained at the minimally appropriate levels for operations to increase cash availability for investment purposes. All County checks shall have dual signatures. These signatures may be facsimile signatures which will be maintained in a safe environment and may be mechanical or electronic in nature. The facsimile signatures on Onslow County check will be the Chairman of the Board of Commissioners and the County Finance Officer.
Fund Balance The County will maintain an undesignated fund balance that exceeds eight percent (8%) in accordance with the North Carolina Local Government Commission’s recommendation. For a county our size a recommended minimum of fifteen percent (15%) should be maintained for C-6
. purposes such as: avoiding cash-flow interruptions, generate interest income, eliminate the need for short–term borrowing, assist in maintaining investment grade bond rating, and sustain operation during unanticipated emergencies and disasters.
As a goal, the County will seek to establish a general fund operating fund balance of 25%. This level will provide operational funding to help address emergency situations which may occur as a result of a significant financial downturn or natural disaster.
Investment Policy
It is the policy of Onslow County to maintain an investment program of all funds which are not required to carryon the daily operations of the County. These funds shall be invested in accordance with NCGS 159-30 and NCGS 147-69.1.
The finance officer is charged with the investment of funds in a manner that will provide for (1) the safety of the principal, (2) liquidity of the funds and (3) yield. The finance officer has the authority to purchase, sell, and exchange securities on behalf of the governing board.
Funds may be deposited at interest in any bank, savings and loan association, or trust company in this State in the form of certificates of deposit or such other forms of time deposits as the Commission may approve. Funds may be invested in the following classes of securities, and no others:
Obligations of the United States of America or obligations fully guaranteed both as to principal and interest by the United States of America.
Obligations of the Federal Financing Bank, the Federal Farm Credit Bank, the Bank for Cooperatives, the Federal Intermediate Credit Bank, the Federal Land Banks, the Federal Home Loan Banks, the Federal Home Loan Mortgage Corporation, Fannie Mae, the Government National Mortgage Association, the Federal Housing Administration, the Farmers Home Administration, the United States Postal Service.
Obligations of the State of North Carolina.
Bonds and notes of any North Carolina local government or public authority, subject to such restrictions as the secretary may impose.
Savings certificates issued by any savings and loan association organized under the laws of the State of North Carolina or by any federal savings and loan association having its principal office in North Carolina; provided that any principal amount of such certificate in excess of the amount insured by the federal government or any agency thereof, or by a mutual deposit guaranty association authorized by the Commissioner of Banks of the Department of Commerce of the State of North Carolina, be fully collateralized.
Prime quality commercial paper bearing the highest rating of at least one nationally recognized rating service and not bearing a rating below the highest by any nationally recognized rating service which rates the particular obligation.
Bills of exchange or time drafts drawn on and accepted by a commercial bank and eligible for use as collateral by member banks in borrowing from a federal reserve bank, provided that the accepting bank or its holding company is either (i) incorporated in the State of North Carolina or (ii) has outstanding publicly held obligations bearing the highest rating of at least one nationally
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. recognized rating service and not bearing a rating below the highest by any nationally recognized rating service which rates the particular obligations.
Participating shares in a mutual fund for local government investment; provided that the investments of the fund are limited to those qualifying for investment under this subsection (c) and that said fund is certified by the Local Government Commission. The Local Government Commission shall have the authority to issue rules and regulations concerning the establishment and qualifications of any mutual fund for local government investment.
A commingled investment pool established and administered by the State Treasurer pursuant to G.S. 147-69.3.
A commingled investment pool established by interlocal agreement by two or more units of local government pursuant to G.S. 160A-460 through G.S. 160A-464, if the investments of the pool are limited to those qualifying for investment under this subsection (c) by the state under NCGS 147- 69.1.
Evidences of ownership of, or fractional undivided interests in, future interest and principal payments on either direct obligations of the United States government or obligations the principal of and the interest on which are guaranteed by the United States, which obligations are held by a bank or trust company organized and existing under the laws of the United States or any state in the capacity of custodian.
Repurchase agreements with respect to either direct obligations of the United States or obligations the principal of and the interest on which are guaranteed by the United States if entered into with a broker or dealer, as defined by the Securities Exchange Act of 1934, which is a dealer recognized as a primary dealer by a Federal Reserve Bank, or any commercial bank, trust company or national banking association, the deposits of which are insured by the Federal Deposit Insurance Corporation or any successor thereof if: a. Such obligations that are subject to such repurchase agreement are delivered (in physical or in book entry form) to the local government or public authority, or any financial institution serving either as trustee for the local government or public authority or as fiscal agent for the local government or public authority or are supported by a safekeeping receipt issued by a depository satisfactory to the local government or public authority, provided that such repurchase agreement must provide that the value of the underlying obligations shall be maintained at a current market value, calculated at least daily, of not less than one hundred percent (100%) of the repurchase price, and, provided further, that the financial institution serving either as trustee or as fiscal agent for the local government or public authority holding the obligations subject to the repurchase agreement hereunder or the depository issuing the safekeeping receipt shall not be the provider of the repurchase agreement; b. A valid and perfected first security interest in the obligations which are the subject of such repurchase agreement has been granted to the local government or public authority or its assignee or book entry procedures, conforming, to the extent practicable, with federal regulations and satisfactory to the local government or public authority have been established for the benefit of the local government or public authority or its assignee; c. Such securities are free and clear of any adverse third party claims; and d. Such repurchase agreement is in a form satisfactory to the local government or public authority.
In connection with funds held by or on behalf of a local government or public authority, which funds are subject to the arbitrage and rebate provisions of the Internal Revenue Code of 1986, as amended, participating shares in tax-exempt mutual funds, to the extent such participation, in whole or in part, is not subject to such rebate provisions, and taxable mutual funds, to the extent such fund provides services in connection with the calculation of arbitrage rebate requirements
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. under federal income tax law; provided, the investments of any such fund are limited to those bearing one of the two highest ratings of at least one nationally recognized rating service and not bearing a rating below one of the two highest ratings by any nationally recognized rating service which rates the particular fund.
Investment deposits, including investment deposits of a mutual fund for local government investment established under subdivision (c)(8) of this section, shall be secured as provided in G.S. 159-31(b). The Finance Officer shall prepare a monthly investment inventory report, which shall include investment types, cost, maturity date and yield.
Contract Administration During the course of business the County will inter into various contracts. All contracts are to be in writing with an original maintained in the files of the Purchasing Agent. All contacts shall be signed by the official authorized in accordance with the guidelines of the purchasing policy.
If the contact causes the County to spend money, it shall be pre-audited and sufficient funds encumbered to cover all sums falling due under the contract. NCGS 159-28 (a) states: no obligation may be incurred in a program, function, or activity accounted for in a fund included in the budget ordinance unless the budget ordinance includes an appropriation authorizing the obligation and an unencumbered balance remains in the appropriation sufficient to pay in the current fiscal year the sums obligated by the transaction for the current fiscal year. No obligation may be incurred for a capital project or a grant project authorized by a project ordinance unless that project ordinance includes an appropriation authorizing the obligation and an unencumbered balance remains in the appropriation sufficient to pay the sums obligated by the transaction. If an obligation is evidenced by a contract or agreement requiring the payment of money or by a purchase order for supplies and materials, the contract, agreement, or purchase order shall include on its face a certificate stating that the instrument has been preaudited to assure compliance with this subsection. The certificate, which shall be signed by the finance officer or any deputy finance officer approved for this purpose by the governing board, shall take substantially the following form:
"This instrument has been preaudited in the manner required by the Local Government Budget and Fiscal Control Act.”
NCGS 159-28 (a) also states that an obligation incurred in violation of this subsection is invalid and may not be enforced. The finance officer shall establish procedures to assure compliance with this subsection.
In accordance with NCGS 143-131 informal bids are required for purchase of apparatus, supplies, materials, and equipment of between $30,000 and $90,000 and on construction or repair contracts between $30,000 and $300,000.
In accordance with NCGS 143-129 formal bids are required for purchase of apparatus, supplies, materials, and equipment of $90,000 or above and on construction or repair contracts $300,000 or above.
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Contracts may be entered into on behalf of the county as outlined below:
Purchase of apparatus, supplies, Up to $19,999 Purchasing Agent materials, and equipment $20,000 - $49,999 County Manager $50,000 and above Board of Commissioners
Construction or repair contracts Up to $29,999 Purchasing Agent $30,000 - $74,999 County Manager $75,000 and above Board of Commissioners
Equipment rentals, equipment Up to $29,999 Purchasing Agent repair and services $30,000 - $49,999 County Manager $50,000 and above Board of Commissioners
Additionally, the County Manager is authorized to enter into and execute change orders on construction contracts in amounts up to $25,000 when the appropriate budget or capital project ordinance contains sufficient appropriated but unencumbered funds.
Vehicle Allowance The County Manager may approve for County employees to receive a vehicle allowance in lieu of mileage reimbursement. An evaluation is to be performed on an annual basis to determine that it is in the best interest of the County for this allowance to continue. To provide for the orderly increase in the amount of the allowance, adjustment to the allowance amount will be made at any time the IRS standard mileage rate is adjusted. This amount of the adjustment will be the percentage of increase or decrease in the mileage rate rounded to the nearest dollar. Any and all amounts received for vehicle allowance are subject to withholding as this is a non-accountable plan per IRS regulations.
Leave Conversion
At the end of each benefit year on July 1, any County employee with accrued annual vacation in excess of 30 days or 240 hours shall have this leave converted to sick leave. This converted sick leave shall be used in the same manner as accrued sick leave and may be used for authorized sick leave purposes. And, like regular sick leave, any unused converted sick leave may be counted toward creditable service at retirement up to a maximum of 12 total sick leave days per year of service.
Fund Structure Onslow County’s accounts are organized and operated on a fund basis. A fund is an independent fiscal and accounting entity with a self balancing set of accounts recording its assets, liabilities, equities, revenues, and expenditures. The county has the following fund types:
General Fund – The General Fund is the principal fund used to account for resources traditionally associated with government which are not required legally or by sound financial management be accounted for in another fund. This fund summarizes the financial transactions of functional services, based on departmental operations, except for those transactions that must be accounted for separately in other funds. The primary revenue sources for the general fund are: ad valorem taxes, sales taxes, federal and state grants and fees for services.
Special Revenue Funds – These funds account for the proceeds of special revenues sources that are legally restricted to expenditures for specific purposes. C-10
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Our current special revenue funds are: Emergency 911 Fund – Accounts for the operations of the County’s Emergency E 911 system
Workers’ Compensation Fund – Accounts for the County’s receipts and disbursements pertaining to workers’ compensation and administration and claims
Disaster Recovery Fund – Accounts for the funds reserved by the County to help recover from natural disasters
Register of Deeds Automation Fund – Accounts for the funds restricted for use by the county for the automation of the records of the Register of Deeds office
Capital Improvement Fund – Accounts for the capital improvements that will be made to facilities on an annual basis
Burton Park Fund – As a part of the capital improvement plan this fund accounts for the improvement and maintenance of the Burton Industrial Park
Solid Waste Enterprise Fund – This fund accounts for the operation of the landfill, convenience centers, Keep Onslow Beautiful program and associated debt of the enterprise fund.
Performance Measures and Benchmarking
Accountability and improvement are essential parts of the county operation. We have identified a group of similar counties which we will be comparing to as we evaluate our operations and seek way to improve. These counties consist of coastal counties, counties of comparable size, and one county with a major military presence. This is the second year of this process and we are still working to get all county departments fully involved to creating and documenting their performance measures. Additionally, we have several programs were we provide facilities and a portion of the operating cost such as the Clerk of Court and District Attorney offices funded through our Facility Fees department which are in actually state programs.
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Onslow County Budget Fiscal Year 2007-08
Revenue Summary
SUMMARY OF ALL FUNDS
2006 2007 2008 2008 FY Amended Manager Board % OF Actual Budget Recommend Approved TOTAL REVENUES
Ad Valorem Taxes $ 44,189,587 $ 52,505,400 $ 55,353,700 $ 55,353,700 35.51% Sales Tax 28,802,387 29,330,000 34,290,000 34,290,000 22.00% Other Taxes and Licenses 2,542,563 2,524,611 2,659,800 2,659,800 1.71% Unrestricted Intergovernmental 3,133,504 3,279,244 340,000 340,000 0.22% Restricted Intergovernmental 24,148,138 28,061,343 27,159,428 27,279,562 17.50% Permits and Fees 3,365,669 3,383,398 3,179,405 3,179,405 2.04% Sales and Services 14,317,653 14,693,988 14,250,297 15,139,592 9.71% Investment Earnings 2,292,249 1,578,341 2,225,000 2,230,150 1.43% Miscellaneous Revenue 142,151 144,061 214,500 216,000 0.14% Other 1,950,542 1,754,753 1,725,070 1,807,570 1.16% Proceeds from issuance of debt 12,833,662 - - - 0.00% Sale of capital assets 493,846 50,000 332,500 332,500 0.21% Fund Balance - 11,587,740 13,533,594 13,048,197 8.37%
Grand Total All Funds $138,211,951 $148,892,879 $155,263,294 $155,876,476 100.00%
Other , 1.16% Miscellaneous Sale of capital Revenue, 0.14% assets, 0.21% Fund Balance, 8.37% Investment Earnings, 1.43%
Sales and Services, 9.71% Ad Valorem Taxes, 35.51% Permits and Fees, 2.04%
Restricted Intergovernmental, Sales Tax, 22.00% 17.50%
Unrestricted Intergovernmental, Other Taxes and 0.22% Licenses, 1.71%
D-1 County of Onslow Annual Budget by Revenue Type Report Summary
2006 2007 2008 2008 Budgeted FY Amended Manager Board % Change % of Actual Budget Recommend Approved FY 07 to FY 08 Total Fund: 10 - General Ad Valorem Taxes 44,189,587 52,505,400 55,353,700 55,353,700 5.42% 38.05% Sales Tax 28,802,387 29,330,000 34,290,000 34,290,000 16.91% 23.57% Other Taxes and Licenses 2,542,563 2,524,611 2,659,800 2,659,800 5.35% 1.83% Unrestricted Intergovernmental 3,133,504 3,279,244 340,000 340,000 -89.63% 0.23% Restricted Intergovernmental 23,743,168 27,881,147 26,921,365 26,994,013 -3.18% 18.56% Permits and Fees 2,613,500 2,825,738 2,572,745 2,572,745 -8.95% 1.77% Sales and Services 8,515,477 8,580,146 7,871,447 8,760,742 2.10% 6.02% Investment Earnings 1,649,426 1,150,000 1,705,000 1,705,000 48.26% 1.17% Miscellaneous Revenue 138,760 141,861 62,750 64,250 -54.71% 0.04% Other 222,176 121,876 184,047 285,047 133.88% 0.20% Proceeds from issuance of debt 12,833,662 - - Sale of capital assets 493,846 50,000 40,000 40,000 -20.00% 0.03% Fund Balance - 11,010,567 12,891,479 12,400,567 12.62% 8.52% Fund: 10 - General Net Total 128,878,058 139,400,590 144,892,333 145,465,864 4.35% 100.00%
Fund: 14 - Self-insurance fund Restricted Intergovernmental 153,825 - - - Investment Earnings 16,249 - - - Other & transfer 1,099,658 1,000,000 928,000 928,000 -7.20% 100.00% Fund: 14 - Self-insurance fund Net Total 1,269,731 1,000,000 928,000 928,000 -7.20% 100.00%
Fund: 17 - Burton Park Fund Investment Earnings 1,238 - - - Miscellaneous Revenue - - 150,000 150,000 22.64% Transfer 255,000 250,000 - - -100.00% 0.00% Sale of capital assets - - 292,500 292,500 44.15% Fund Balance - 180,000 220,000 220,000 22.22% 33.21% Fund: 17 - Burton Park Fund Net Total 256,238 430,000 662,500 662,500 54.07% 100.00%
Fund: 21 - Emergency Telephone Permits and Fees 647,845 461,660 510,660 510,660 10.61% 85.01% Investment Earnings 25,437 10,000 18,000 18,000 80.00% 3.00% Transfer 69,710 19,197 34,523 34,523 79.84% 5.75% Fund Balance - 34,225 37,494 37,494 9.55% 6.24% Fund: 21 - Emergency Telephone Net Total 742,992 525,082 600,677 600,677 14.40% 100.00%
Fund: 26 - Reg of Deeds Auto Permits and Fees 104,324 96,000 96,000 96,000 0.00% 82.40% Investment Earnings 5,591 5,000 2,000 2,000 -60.00% 1.72% Transfer - - 18,500 - 0.00% Fund Balance - 87,948 - 18,500 -78.96% 15.88% Fund: 26 - Reg of Deeds Auto Net Total 109,915 188,948 116,500 116,500 -38.34% 100.00%
Fund: 40 - Capital Improvements Restricted Intergovernmental 14,850 100.00% 2.39% Investment Earnings 4,994 - - 5,150 100.00% 0.83% Miscellaneous Revenue 249 - - - 0.00% Transfer 296,000 355,680 550,000 550,000 54.63% 88.34% Fund Balance - 165,000 52,600 52,600 -68.12% 8.45% Fund: 40 - Capital Improvements Net Total 301,243 520,680 602,600 622,600 19.57% 100.00%
D-2 2006 2007 2008 2008 Budgeted FY Amended Manager Board % Change % of Actual Budget Recommend Approved FY 07 to FY 08 Total Fund: 66 - Solid Waste Restricted Intergovernmental 251,145 180,196 238,063 270,699 50.22% 3.62% Sales and Services 5,802,176 6,113,842 6,378,850 6,378,850 4.33% 85.27% Investment Earnings 589,314 413,341 500,000 500,000 20.97% 6.68% Miscellaneous Revenue 3,142 2,200 1,750 1,750 -20.45% 0.02% Other 7,998 8,000 10,000 10,000 25.00% 0.13% Fund Balance - 110,000 332,021 319,036 190.03% 4.26% Fund: 66 - Solid Waste Net Total 6,653,774 6,827,579 7,460,684 7,480,335 9.56% 100.00%
Grand Total: 138,211,951 148,892,879 155,263,294 155,876,476 4.69%
Onslow County receives revenue from several sources. The County Manager and Finance Officer have consulted with the Tax administrator and department heads in estimating revenues. Additionally trends and economic conditions have been taken into account. Revenues have been grouped based on category of revenue they represent.
GENERAL FUND
Ad Valorem (property) Taxes Ad valorem taxes revenue estimates are based on a tax rate of $0.503 per $100 assessed valuation. This rate is unchanged from FY 2007.
Total taxable property is estimated to be $11,115,915,711. This is an increase of 5.30% over fiscal year 2007. This increase in taxable property is largely attributable to the creation of new subdivision lots and new residential construction within the county.
The North Carolina General Statutes require that property be revalued at least every eight (8) years. We have moved ours forward to six years with this revaluation and plan to move to a revaluation every four (4) years hereafter.
North Carolina General Statutes also require that the estimated percentage of property tax collections can not exceed the percentage of tax levy actually realized in cash for the preceding fiscal year. Based on this, our collection rate of 97.00% for real and personal property and 83.92% for motor vehicles was applied to tax calculations. This yields estimated tax collections of $53,600,000 as compared to the $50,967,900 for FY 2007.
property tax levy and collections
60.00
50.00
40.00 Levy 30.00 Collections 20.00 $ (in millions) (in $ 10.00
- 2000 2001 2002 2003 2004 2005 2006 2007 2008
D-3 The ad valorem taxes for current and prior year collections account for 38.20% of the total revenue of the general fund FY 2007 budget.
Sales taxes The local option sales tax is collected on retail sales. The County has levied the following local option sales taxes. The sales taxes are collected at the time of sale by the retail establishment and forwarded to the North Carolina Department of Revenue. The Department of revenue then distributes the taxes collected to the County and the municipalities within the county. Effective July 1, 2007 the distribution for Onslow County is based on an ad valorem basis. In prior years the method of distribution was on a per capita basis with an agreement with the City of Jacksonville to make payments to the County so that we would receive the ad valorem revenues.
The article by which the North Carolina General Assembly provided the county with the authority to levy the tax is used to identify each of the local option sales taxes. The total of the local options sales taxes is 2½%.
Article 39 is a 1% sales tax. The county in which the sale is made receives the proceeds of this tax.
Article 40 is a ½ % sales tax. The net proceeds are placed in a statewide pool and distributed on a per capita basis. Of these proceeds the county is required to use 30% toward school capital outlay. Onslow County applies these funds to the payment of school bonds.
Article 42 is a ½% sales tax. The net proceeds of are placed in a statewide pool and distributed on a per capita basis. Of these proceeds the county is required to use 60% towards school capital outlay. Onslow County applies these funds to the payment of school bonds.
Article 44 is a ½% sales tax. One-half of the net proceeds are distributed on the proportion to the amount of taxes collected in each county and the balance of the net proceeds is distributed on a per capita basis.
For FY 2008 the total sales tax is estimated to be $34,290,000 or 23.67% of the general fund budget. This is a 16.91% increase over the previous year. This is due to the change in distribution method mentioned above. If you consider the fund previously received from the City of Jacksonville from our agreement, the net increase in sales tax is approximately 6.2%.
Sales tax revenue trend
14.000 12.000
10.000 2004-05 actual 8.000 2005-06 actual 6.000 2006-07 estimated 2007-08 budgeted
$ (in millions) (in $ 4.000 2.000 - Article 39 Article 40 Article 42 Article 44
D-4 Other Taxes and License This group covers the receipt of funds such as occupancy taxes, privilege license and register of deeds stamps. These represent 1.71% of the total budgeted revenues.
Unrestricted Intergovernmental These revenues cover those fund that are received form other governmental agencies which are not restricted as to use. Examples of these revenues are beer and wine licenses and the receipts from the City of Jacksonville as a part of our sales tax agreement. These revenues show a large decrease due to the ending of the agreement with Jacksonville on the sales tax hold harmless. The $2.9 million received in FY 06-07 from the city will now be received directly from the sales distribution as discussed above. Unrestricted intergovernmental funds now represent 0.22% of the total budget.
Restricted Intergovernmental These revenues represent federal and state funds that are receive for the operation of specific programs. The use of these funds is limited to a specific purpose or function. These funds are mainly in the human services function. They represent 17.48% of the total budget; however, for specific programs this may be 100%. The decrease in these revenues reflects changes in funding from the State and Federal sources.
Permits and fees These funds represent user fees for specific program of service. Examples are building permits, clerk of court fees, and register of deeds fees. These revenues represent 2.05% of the total budget.
Sales and services These revenues represent fees collected by the various departments for goods and services rendered to the public. Items in this function are items such as airport fees, ambulance billing, cable franchise fees, and solid waste tipping fees.
Investment earnings The county invests its idle funds in interest bearing instruments such as certificates of deposit, commercial paper, and the North Carolina Cash Management Trust. These earnings for FY 2008 are estimated to $1,705,000 or 1.18% or the general fund budget. This is equal to 1.6 cents on the tax rate. If we look at all funds the interest earnings are budgeted at $2,225,000 or the equivalent of 2.09 cents on the tax rate.
Other revenue This represents revenues that are of a miscellaneous nature and do to fit in any of the other categories listed. These are estimated at $224,500 for 0.14% of the budgeted revenues.
Fund Balance The fund balance is generally defined as the difference between a funds assets and liabilities. Minimum fund balance goals have been established by the county and are outlined in the Budget Process and Fiscal Policy section.
The NCGS require that the county’s budget be balanced. We have appropriated just over $12.9 million of the total county unreserved fund balance for 8.91% of the general fund budget. Of this amount $509,303 is from earmarked funds.
Other Financing Sources This grouping accounts for items that are not necessarily reoccurring. Items such as sale of capital assets and transfers between funds are included here. For FY 07-08 this is estimated to be approximately $2,029,070.
D-5 SELF INSURANCE FUND The revenues of the Self Insurance fund are transfers from the general fund. We have seen a decrease in our claims as we have begun a more aggressive approach to our workers compensation claims as well as implemented a policy that rewards employees for not having lost time.
BURTON PARK FUND The revenues of the Burton Park Fund will be generated by the activity at the industrial park. We plan to harvest some of the timber on this site. This will allow potential clients to better see the property and select sites that fit with there business plan. Additionally, we feel that as we market the park we have the potential for sales of some of the lots. This change in funding for this fund is due to the fact that we now have the park in a condition to sell sites.
EMERGENCY TELEPHONE FUND The E-911 fees are the major source of funds for this fund. The funds are restricted for uses related to the equipment needs of receiving an E-911 call. During 2007 we saw a decrease from 2006 yet we feel that this has leveled out and once again our revenues will increase over the 2007 levels. We have however, increased or transfer to this fund. This transfer is to be used toward the debt payments.
REGISTER OF DEEDS AUTOMATION FUND The revenues of this fund are directly related to the recording fees collected by the Register of Deeds. Our economy is steady with real estate sales maintaining at last years levels.
CAPITAL IMPROVEMENTS FUND As we are increasing our efforts to improve county facilities we also are increasing our contribution from the General Fund. As we are able to formulate a more defined capital improvement plan the amounts needed here will not fluctuate as much form year to year.
SOLID WASTE FUND The Solid Waste enterprise fund is fully funded through the revenues of the solid waste program. The landfill tipping fee was increased in FY 2008 by $5.00 per ton to cover the cost of new debt. We continue to see our solid waste steam remaining steady due to our growth.
Tipping fees
7.00 6.00 5.00 4.00 3.00 2.00
$ ( in millions) ( in $ 1.00 - actual actual actual budgeted
2005 2006 2007 2008
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Onslow County Budget Fiscal Year 2007-08
Expenditure Summary
Annual Expense Budget by Function
2006 2007 2008 2008 FY Amended Manager Board % Change from % of Actual Budget Recommend Approved 2007 Budget Total
General Government 14,326,331 17,597,807 18,966,995 18,664,925 6.98% 11.69% Public Safety 17,927,283 20,927,536 23,603,021 23,603,021 12.57% 15.95% Economic & Physical Development 2,366,593 3,983,226 4,046,187 3,814,484 -11.29% 2.17% Environmental Protection 4,258,132 5,479,153 5,596,356 5,616,007 34.68% 0.34% Human Services 37,802,456 46,163,230 46,727,599 47,851,703 3.66% 32.90% Transportation 1,119,588 1,348,772 1,496,795 1,496,795 10.97% 1.03% Cultural & Recreational 3,187,325 3,857,586 4,273,486 4,276,686 10.86% 2.94% Educational 27,765,745 31,466,700 35,104,931 35,104,931 11.56% 24.13% Debt Service 19,510,629 13,928,792 13,135,401 13,135,401 -11.91% 7.27% Other 1,655,710 4,140,077 2,312,523 2,312,523 -44.14% 1.59%
Total of all Functions 129,919,791 148,892,879 155,263,294 155,876,476 4.35% 100.00%
Annual Expense Budget by Classification 2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 % of Actual Budget Recommend Approved Budget Total
Salaries & Benefits 41,850,924 49,512,208 51,653,750 52,198,642 5.38% 35.14% Supplies & Operating 31,703,482 39,998,542 42,818,626 43,332,799 10.30% 26.18% Contributions 3,764,289 4,601,993 4,219,109 4,351,226 -5.45% 2.99% Educational 27,765,745 31,466,700 35,104,931 35,104,931 11.56% 24.13% Debt Service 19,474,441 13,927,756 13,135,401 13,135,401 -11.90% 7.27% Other 2,444,831 4,238,677 2,677,523 2,500,023 -41.02% 1.72% Capital Outlay 2,916,079 5,147,003 5,653,954 5,253,454 -7.86% 2.58%
Total of all Classifications 129,919,791 148,892,879 155,263,294 155,876,476 4.35% 100.00%
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For FY 2007 the total expenditures of all funds are budgeted to be $155,263,294. Expenditures are budgeted in major areas or functions. These are: General Governmental, Public safety, Transportation, Economic and Physical Development, Human Services, Environmental Protection, Cultural and Recreational, Education, Non-Department Debt, and Other Programs. Additionally, we budget for expenditures of Special Revenue Funds, and Solid Waste Enterprise Fund.
To maintain our pay scale at a competitive wage we have adjusted the scale by 2.50% based on the Consumer Price index. Health insurance rates were increased to reflect the estimated cost of our self insurance program. Additionally, we are proposing to increase our contribution to the employee’s 401K retirement. This increased contribution would require a contribution by the employee. The maximum contribution by the County will be 5%.
General Government General government activities provide the administrative, legal, fiscal and other support for all County services. This includes the departmental budget for department such as governing body, administration, finance, legal, purchasing, facilities maintenance, vehicle maintenance, elections, and Register of Deeds. Spending in this area is expected to be $19,001,580 or 12.24% of the total budget.
Public Safety Public safety activities consist of the activities of Sheriff, Jail, Emergency Management, EMS, Medical Examiner, Volunteer Fire Departments, Volunteer Rescue Squads and Animal Control. The budgeted expenditures for FY 2007 for this function total $23,771,991 which equals 15.31% of the total budget. One major increase in our cost of public safety is the contract with Pamlico County to house 50 inmates per day to reduce our overcrowding. This will cost the county $1,000,000 per year for housing. Additionally, we are proposing to fund two new jailer positions for transporting of inmates and the new vehicle. Additionally, we will be providing $400,000 for the replacement of sheriff vehicles which were delayed from the previous year at the request of the Sheriff.
Transportation This function funds the operation of the Albert J. Ellis Airport and reflects the pass though of state funds for Onslow United Transit System (OUTS). This functions budget it $1,496,795 which is 0.96% of the County total budget. The increases in the area are directly related to the operations of our county airport. As we have expanded to jet service by Delta and US Airways or passenger traffic volume has increased and along with this the associated cost of operation and maintenance of the facilities.
Economic & Physical Development The Economic & Physical Development section consists of activities such as cooperative extension, planning & community development and tourism. For FY 07-08 this function totals $4,046,187 for 2.61% of the budget.
Human Services The human services function provides assistance to citizens of all age groups through a variety of services. These services promote the general health and well being of citizens with the county. These are provided through departments such as Health, Social Services, Senior Services, Youth Services and Veterans Services. This function is the largest of the county and is partially funded through state grants and fees. The $46,892,017 budgeted for this function equals 30.20% of our budget.
Environmental Protection The environmental protection section consists of activities such as mosquito control, vector control, soil and water conservation and the county solid waste program. The budget for this function is $5,596,356 for 3.60% of the total county budget.
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Cultural & Recreational The cultural and recreational programs of the county are provide by a library system that consist of a main library and branches in Richlands, Swansboro, and Sneads Ferry. A law library is also maintained in the E. W. Summersil building. The parks and recreation department operates the district park system throughout the county. For FY 07-08 we have budgeted $4,273,486 or 2.75% of the budget for this function. The main reason for the increase in this area is due to increased demand for services and continued growth in of the library and park systems. The P
Education The education function of the county reflects the county portion of the operations of the local school system and Coastal Community College. This includes current expense, capital outlay for FY 07-08 are budgeted at $35,104,931 or 22.61% of the budget. This increase of 11.5% from the previous year represents the commitment of the Board of Commissioners to increase local funding of the Board of Education by $3.1 million per year for three years. It also provides increased funding of $538,231 for Coastal Carolina Community College for additional operating and capital items.
Debt Service The covers the debt service payments on our outstanding bonded indebtedness and installment purchase financing totals $13,135,401 for a 5.69% decrease over FY 06-07. Debt payments total 2.22% of the total budget. This decrease is due to the delay in issuance of planned debt for the detention facility.
Other Programs These programs cover the cost of items that are not assigned to a specific department. These costs will cover several functional areas. These include such items as audit, cost of county government week, retiree health insurance, liability insurance , auto insurance, health insurance costs in excess of amount covered by the calculated premium, unemployment, merit pay funds, contribution to outside agencies and transfer between county funds. For FY 2007 these total $2,312,523 or 1.49% of the total budget.
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Onslow County Budget Fiscal Year 2007-08
DEBT SUMMARY
Legal Debt Margin
The County is subject to the Local Government Budget and Fiscal Control Act of North Carolina, which limits the amount of net debt the County may have outstanding to eight percent of the appraised value of property subject to taxation. At June 30, 2007 the County’s legal debt margin is estimated to be $745,633,383. In North Carolina no bonds may be issued without the approval of the Local Government Commission which is a division of the State Treasurers Office.
The County current bond rating by Moody’s is A1 and by Standard and Poor’s’ is A+.
COMPUTATION OF LEGAL DEBT MARGIN As of June 30, 2007
Assessed Value of taxable property $ 11,115,915,711 _ X 8%
Debt limit -8 recent of assessed value $ 889,273,257
Gross Debt: Total bonded debt $ 77,738,040
Authorized but not issued bonds 43,780,000
Certificates of Participation 14,725,000
Installment financing agreements 14,507,117
Total Gross Debt $ 150,750,157
Less: Utility Debt (Solid Waste special obligation bonds) 7,183,040
Total amount of debt applicable to debt limit (net debt) $ 143,567,117
Legal Debt Margin $ 745,706,140
D-11 There are various types of debt a local government can issue. These are:
General obligation bonds: These bonds are backed by the full faith and credit of the County. Principal and interest requirements are provided by appropriations in the year in which they become due.
Certificates of Participation and lease-purchase financing: These methods of financing offer the investor the property purchased as security for the financing. The repayment is subject to annual appropriation by the Board of Commissioners. In the event of a default the assets may be repossessed or foreclosed.
Revenue Bonds: This financing method pledges the revenues of operation as collateral for the loan. This type of financing is found in enterprise funds such as Water and Sewer operations. The County currently has no outstanding revenue bonds.
Special Revenue Bonds: These bonds are similar to revenue bonds. The County may pledge for the payment of a special obligation bond or note any available source or sources of revenues of the unit and, to the extent the generation of the revenues is within the power of the unit, may enter into covenants to take action in order to generate the revenues, as long as the pledge of these sources for payments or the covenant to generate revenues does not constitute a pledge of the unit's taxing power. These types of bonds are used by the County to finance its landfill expansion projects.
General Obligation Bonds
The County’s general obligation bonds payable as of June 30, 2007 will consist of the following individual issues:
$2,300,000 (Series 2000) Courthouse Bonds $ 1,600,000 Payments are due May and November through 2018 with interest from 5.4% to 6.00%
$11,575,000 (Series 2004) School Refunding Bonds $ 9,085,000 Payments are due March and September through 2011 with interest from 3.00% to 4.00%
$50,000,000 (Series 2006) School Bonds $ 48,500,000 These bonds were sold on May 16, 2006. Payments are due December and June through 2025 with interest from 4% to 5%
$12,645,000 (Series 2006) School Refunding Bonds $ 11,370,000 These bonds were sold on May 16, 2006. Payments are due December and June through 2025 with interest from 4% to 5.25% ______
Total General Obligation Debt $ 70,555,000
D-12 The annual debt service requirement to maturity for the County’s general obligation bonds are as follows:
Government Activities Year Ending June 30 Principal Interest
2008 $ 3,890,000 $ 3,164,188 2009 3,850,000 3,017,838 2010 3,815,000 2,870,213 2011 3,800,000 2,705,813 2012 3,765,000 2,552,213 2013-2017 18,685,000 10,217,575 2018-2022 19,750,000 5,642,625 2023-2027 13,000,000 1,268,563
TOTAL $ 70,555,000 $ 31,439,025
Certificates of Participation
In June of 2006 the County, through Onslow Facilities Company, issued $15,500,000 in Certificate of Purchase Installment Contract to finance the construction of the Meadow View Elementary School to be located on Fire Tower Road. Payments are due December and June with interest from 4.00% to 5.00%.
Debt service requirements to maturity are as follows:
Year Ending June 30 Principal Interest
2008 $ 775,000 $ 673,281 2009 775,000 642,281 2010 775,000 611,281 2011 775,000 580,281 2012 775,000 549,281 2013-2017 3,875,000 2,243,625 2018-2022 3,875,000 1,317,500 2023-2027 3,100,000 360,375 Total $ 14,725,000 $ 6,977,906
Installment Purchase Financings The County’s installment purchase financings outstanding as of June 30, 2007 will be as follows:
Industrial Park land executed on April 23, 1997 for a 15 years period, negotiated rate reduction in October 2004 to 3.50% with quarterly installments of $26,293.63 $ 478,258
Telecommunication tower & equipment executed on December 28, 1999 for a 15 year period at 5.57% interest with semi-annual principal payments of $72,500 plus interest. $ 883,854
Industrial Park land executed on December 21, 2000 for a 15 years period, negotiated rate reduction in October 2004 to 3.50% with quarterly installments of $35,539.01 $ 1,028,332
D-13
County Building executed on December 21, 2000 for a 15 year period at 5.41% with quarterly installments of principal of $ 107,566.67 plus accrued interest $ 1,828,633
Industrial park improvements executed on November 20, 2002 for a 10 year period at 0% interest with monthly payments of $2,083.33 beginning on November 1, 2004 and ending October 1, 1012. $ 133,333
Schools executed on November 22, 2002 for a 15 year period at 3.96% with semi-annual payments of $300,000 principal plus interest beginning November 1, 2003 through November 1, 2017 $ 6,300,000
Library and EMS bay executed on December 10, 2002 for a 15 year period at 4.27% with semi annual payments of $23,000 principal plus interest beginning June 10, 2003 and ending December 10, 2017 $ 483,000
Schools executed on February 13, 2004 for a 15 year period at 4.18% with quarterly payments of 41,666.67 principal plus interest beginning May1, 2004 through February 1, 2019 $ 1,958,333
County Building executed on March 1, 2004 for a 15 year period at 3.90% with quarterly installments of principal of $ 28,666.67 plus accrued interest $ 1,318,667
Sheriff vehicles executed on May 11, 2005 for a 3 year period at 3.52% with quarterly principal payment of $ 23,676.33 plus accrued interest. $ 94,706
Energy management measures executed on June 14, 2007 for a 12 year period at 3.909% with quarterly principal payment plus accrued interest. $ 846,527
Total installment purchase financing outstanding $ 14,353,644
The annual debt service requirement to maturity for the County’s installment purchase financings are as follows:
Year Ending June 30, Principal Interest
2008 $ 1,636,798 $628,938 2009 1,563,587 560,695 2010 1,575,109 494,673 2011 1,587.134 428,224 2012 1,596,993 364,398 2013-2017 6,406,321 1,008,025
2018-2022 987,702 33,568 Total $ 15,353,644 $ 3,518,520
D-14 Special Obligation Bonds
The County has issued special obligation bonds for the purpose of expanding its Subtitle D landfill located at 415 Meadowview Road. These bonds are secured by a first lien on the net revenues of the Solid Waste Fund. The revenues of the landfill operations fully cover the principal and interest payments on these bonds.
Issue Amount Rate Maturity Balance Outstanding 1997 (2003 refunded) $7,000,000 3.33% 11/2012 $ 3,103,255 2000 $4,320,000 5.60% 1/2010 $ 1,554,346 2003 $4,210,000 3.38% 5/2013 $ 2,526,000
Total Special Obligation $ 7,183,601
The rate covenant for these bonds states that the net revenue of the system is to be 115% of the amount of the principal and interest requirement for the corresponding fiscal year on account of outstanding bonds. If revenues fall below this level the Board of Commissioners must adjust rates to bring the landfill operations back into compliance with the rate covenant.
The annual debt service requirement to maturity for the County’s special obligation financings are as follows:
Year Ending June 30 Principal Interest
2008 $ 1,430,241 $ 271,174 2009 $ 1,475,753 $ 209,622 2010 $ 1,523,180 $ 146,155 2011 $ 994,843 $ 88,394 2012 $ 1,014,056 $ 53,141 2013 $ 745,527 $ 17,133
TOTAL $ 7,183,601 $ 785,619
Future Anticipated Debt Obligations
The County has bonds totaling $40,000,000 which are authorized but un-issued bonds for construction of school facilities. These bonds will be issue in approximately 12 months depending on the timeline of construction of the projects for which the $50,000,000 general obligation bonds were recently sold.
In addition to the un-issued $40,000,000 in general obligation debt for schools, there are several future projects for which financing will be required. These consist of Detention Facility and Government Administration Building. It is anticipated that the borrowing for the Detention Facility will be in the spring of 2008 with government complex soon after. Also the county is reviewing the status of the Library facilities for replacements and/or expansions needed throughout the library system.
In the fall of 2007 we will be issuing $8,515,000 in Special Obligation bonds for the construction of the next cell of our subtitle D landfill. The principal and interest on these bonds will be covered by tipping fees at the landfill.
D-15
D-16
Onslow County Budget Fiscal Year 2007-08
TAX SUMMARY
Onslow County has been in the process of revaluation of property in the county. The County is required to perform a revaluation at least every eight years. The last revaluation was six years ago and was effective for FY 2000. Our plans are to move to a four year revaluation cycle. This will be beneficial as it will allow us to more accurately assess the value of property and reduce the large swings in value due to the time between the revaluations.
The value of property in the county is estimated to be $11,115,915,711 compared to $10,331,960,845 for FY 06-07. The budget as approved includes a tax rate of $0.503 per hundred dollars in assessed value.
ONSLOW COUNTY 2005-2006 Tax Rate Comparison of Similar Counties
Effective Last Next County Tax Rate Tax Rate Reval Reval State Wide Average 0.6504 0.5941 N/A N/A Alamance 0.5750 0.5256 2001 2009 Brunswick 0.5400 0.3375 2003 2007 Cabarrus 0.6289 0.6039 2004 2008 Carteret 0.4400 0.2659 2001 2007 Catawba 0.4900 0.4634 2003 2007 Cumberland 0.8800 0.7889 2003 2009 Davidson 0.5400 0.5028 2001 2007 Iredell 0.4650 0.4224 2003 2007 Johnston 0.7800 0.7153 2003 2011 New Hanover 0.6850 0.4612 1999 2007 Onslow 0.5030 0.5030 2006 2010 Pender 0.6500 0.4155 2003 2011 Pitt 0.7000 0.6482 2004 2008 Randolph 0.5350 0.4611 2001 2007 Union 0.6367 0.5791 2004 2008
D-17 TAX RATE COMPARISON
Union
Randolph
Pitt
Pender
Onslow
New Hanover
Johnston
Iredell Davidson
Cumberland
Catawba
Carteret
Cabarrus
Brunswick
Alamance
State Wide Average
0.0000 0.1000 0.2000 0.3000 0.4000 0.5000 0.6000 0.7000 0.8000 0.9000 1.0000
Effective Tax Rate Tax Rate
This chart show how Onslow County’s tax rate compares to its effective tax rate. The effective tax rate is the current tax rate adjusted by the percentage the actual values of property varies from the valuation used at the last revaluation. We have planned our next revaluation in 2010. This will complete our planned movement to a four year revaluation cycle.
We also have compared ourselves to those counties of similar size and the state wide average.
D-18 ONSLOW COUNTY, NORTH CAROLINA ANALYSIS OF COUNTYWIDE PROPERTY VALUATION FY 1997-2007
Valuation Source % Change Change From Fiscal Year Personal Less Exemptions From Prior Prior Year Real Property + Property Public Service - & Use Value Total Year + = FY 96-97 $2,903,311,049 $584,368,722 $117,486,460 $13,158,117 $3,592,008,114 FY 97-98 $2,915,014,651 $738,805,318 $118,254,554 $16,666,720 $3,755,407,803 $163,399,689 4.55% FY 98-99 $3,076,370,350 $773,926,209 $123,130,392 $16,763,376 $3,956,663,575 $201,255,772 5.36% FY 99-00 $3,193,968,249 $854,372,619 $117,561,263 $23,641,556 $4,142,260,575 $185,597,000 4.69% FY 00-01 $4,128,783,222 $947,918,718 $145,977,916 $24,316,593 $5,198,363,263 $1,056,102,688 25.50% FY 01-02 $4,376,072,565 $1,003,551,547 $153,869,269 $25,240,287 $5,508,253,094 $309,889,831 5.96% FY 02-03 $4,516,320,656 $1,020,746,450 $153,652,207 $32,198,123 $5,658,521,190 $150,268,096 2.73% FY 03-04 $4,715,450,100 $1,074,000,975 $155,361,775 $35,151,088 $5,909,661,762 $251,140,572 4.44% FY 04-05 $4,932,842,926 $1,094,099,194 $162,597,762 $35,207,514 $6,154,332,368 $244,670,606 4.14% FY 05-06 $5,188,097,494 $1,245,776,737 $176,170,423 $34,733,081 $6,575,311,573 $420,979,205 6.84% *FY 06-07 $9,124,826,113 $1,060,359,508 $195,587,024 $48,811,800 $10,331,960,845 $3,756,649,272 57.13% **FY 07- 08 $9,705,875,110 $1,060,359,508 $195,587,024 $47,219,613 $10,914,602,029 $582,641,184 5.64% * as of Feb. 28, 2007 ** Estimated
This chart provides information on the % growth in the tax base for the past 12 years. You will notice the spikes in FY 00-01 and 06-07. These are the years when we had a property revaluation. In FY 06-07 revaluation the growth rate was driven by higher market values on the oceanfront and other waterways in the county. For FY 07-08 we have maintained our growth at a 5.64% rate. We have conservatively estimated the growth on real property only.
Growth in Tax Base for Onslow County
60.00% 50.00%
e 40.00% 30.00%
% Chang 20.00% 10.00% 0.00% 9 2 5 6 8 -9 -0 -0 -0 -0 6-97 9-00 2-03 3-04 9 98 9 01 0 0 04 05 07 Y Y Y Y FY FY 97-98F FY FY 00-01F FY FY FY F F *FY 06-07** Fiscal Year
D-19
D-20
Onslow County Budget Fiscal Year 2007-08
HUMAN RESOURCES SUMMARY
One of the major factors in the County budget is personnel. This is due to fact that the county is in the business of providing services to the citizens of the County. The chart below provides a review of the number of personnel by department and function. The increase in personnel cost were mainly in the areas of Public Safety and Human Services.
APPROVED BUDGET AMENDED BUDGET REQUESTED RECOMMENDED AMEND vs RECOMM FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 CHANGE PositionsFTEsPositionsFTEsPositionsFTEsPositionsFTEsPositionsFTEs GENERAL GOVERNMENT Governing Body 5 5.000 6 6.00 6 6.00 6 6.00 0 0.00 Administration 5 5.000 5 5.00 5 5.00 5 5.00 0 0.00 Elections 4 4.000 5 5.00 5 5.00 5 5.00 0 0.00 Facilities Maintenance 24 24.000 22 22.00 22 22.00 22 22.00 0 0.00 Finance 11 10.600 11 10.60 11 10.60 11 10.60 0 0.00 Human Resources 6 6.000 7 7.00 7 7.00 7 7.00 0 0.00 Information Technology Systems 14 13.600 14 13.60 14 13.60 14 13.60 0 0.00 Purchasing 5 5.000 5 5.00 5 5.00 5 5.00 0 0.00 Register of Deeds 7 7.000 7 7.00 7 7.00 7 7.00 0 0.00 Tax Administration 33 33.000 34 33.45 34 33.45 34 33.45 0 0.00 Vehicle Maintenance 10 10.000 10 10.00 10 10.00 10 10.00 0 0.00 TOTAL 124 123.200 126 124.65 126 124.65 126 124.65 0 0.00 PUBLIC SAFETY Animal Control 11 11.000 11 11.00 11 11.00 11 11.00 0 0.00 Code Enforcement 15 15.000 11 11.00 13 13.00 12 12.00 1 1.00 E-911 Communications* 24 22.350 24 22.35 22 21.45 24 22.35 0 0.00 Emergency Management 7 7.000 7 7.00 7 7.00 7 7.00 0 0.00 Emergency Medical Services* 96 76.050 87 83.15 91 87.15 95 83.15 8 0.00 Jail 37 37.000 37 37.00 37 37.00 37 37.00 0 0.00 Sheriff's Department 115 115.000 115 115.00 117 117.00 117 117.00 2 2.00 TOTAL 305 283.400 292 286.50 298 293.60 303 289.50 11 3.00 TRANSPORTATION Airport 23 22.500 23 22.50 26 23.80 24 22.65 1 0.15 TOTAL 23 22.500 23 22.50 26 23.80 24 22.65 1 0.15 ECONOMIC & PHYSICAL DEVELOPMENT Cooperative Extension 18 9.430 17 16.50 17 16.50 17 16.50 0 0.00 Governor's One on One Program 0 0.00 0 0.00 0 0.00 0 0.00 Soil and Water Conservation 3 3.000 3 3.00 3 3.00 3 3.00 0 0.00 Planning & Development 9 8.450 19 18.45 21 20.45 19 18.45 0 0.00 TOTAL 30 20.880 39 37.95 41 39.95 39 37.95 0 0.00 HUMAN SERVICES Health Department* 157 154.350 164 161.83 167 164.83 161 158.83 -3 -2.99 Senior Services* 124 115.975 119 111.35 88 80.47 88 80.47 -31 -30.88 Social Services* 256 254.750 264 262.75 276 274.75 272 270.75 8 8.00 Veteran Services 4 4.000 44.0044.0044.0000.00 Youth Services 15 15.000 17 17.00 20 19.75 18 18.00 1 1.00 TOTAL 556 544.075 568 556.93 555 543.80 543 532.05 -25 -24.88 ENVIRONMENTAL PROTECTION Solid Waste 32 30.950 28 26.95 28 27.45 28 26.95 0 0.00 Vector Control 4 4.000 4 4.00 4 4.00 4 4.00 0 0.00 Mosquito Control 3 3.000 3 3.00 3 3.00 3 3.00 0 0.00 TOTAL 39 37.950 35 33.95 35 34.45 35 33.95 0 0.00 CULTURAL AND RECREATIONAL Parks and Recreation* 39 25.075 40 27.53 44 30.78 44 30.78 4 3.25 Public Library* 45 38.275 45 38.28 45 38.28 45 38.28 0 0.00 Museum 6 5.500 6 5.50 6 5.50 6 5.50 0 0.00 TOTAL 90 68.850 91 71.31 95 74.56 95 74.56 4 3.25 GRAND TOTAL 1167 1100.855 1174 1133.79 1176 1134.8 1165 1115.31 -9 -18.47
D-21
Full Time Equivalent Positions
600.00
500.00
400.00
300.00
200.00
100.00
0.00 GENERAL PUBLIC SAFETY TRANSPORTATION ECONOMIC & HUMAN SERVICES ENVIRONMENTAL CULTURAL AND GOVERNMENT PHYSICAL PROTECTION RECREATIONAL DEVELOP MENT
FY 05-06 FY 06-07 Amended FY 07-08 Requested FY 07-08 Recommended
This chart provides a presentation of the number of full time equivalent positions per function of government. The number of positions in human services shows a decline due to reduction made in our senior services department. This is a response to a realignment of programs to better fit the needs of the citizens.
D-22 .
Citizens of Onslow County Government Onslow County Organizational Structure
Clerk of Register Board of Sheriff Courts of Deeds Commissioners Clerk to the Board
County Board of Hospital Onslow Memorial Manager Attorney Board of DSS Board Elections Authority Hospital Health
Social Administration Services Deputy County Deputy County Health Department Manager/Finance Manager Department Officer Airport
Cooperative Human Animal Control Facilities Finance Extension Resources Maintenance Planning & Development Landfill & Library Museum Purchasing Solid Waste Senior Veterans Services Services Planning Division Mosquito & Parks & Vector Recreation Enforcement Division Control Soil & Water Youth Services Conservation Tax Vehicle Emergency Services Administration Maintenance Information and Homeland Security Technology Services E-911 Emergency Mgt
GIS EMS HazMat MANAGEMENT Fire Marshall COORDINATING Safety & HLS D-23 GROUP .
D-24 . PROGRAM FUNDING MATRIX
The matrix found on the following pages categorizes each County program according to service and funding requirements
Mandated programs with required funding level are shown in blue.
Mandated programs with discretionary funding levels are shown in white.
Discretionary programs with discretionary funding are shown in yellow.
Information is presented in two formats: by funding requirement category and by major function.
D-25 . PROGRAM FUNDING MATRIX County Cost = revenues to cover costs in this category are raised locally, through Ad Valorem tax, other taxes, permits & fees, sales & services, interest on investments, miscellaneous revenues & other financing sources. Other Cost = Costs in this category are recovered through grants and other intergovernmental revenue Mandated/ Total County Other Discretionary Program FY 2007 Budget Cost Cost Mandated Education - Debt Service 9,317,265 9,317,265 Mandated Other Debt Service 1,253,249 1,088,831 164,418 Mandated Separation Allowance for Law Enforcement 129,048 129,048 Mandated Social Services - Day Care 6,829,898 (8,865) 6,838,763 Mandated Social Services - Permanency Planning & Adoption Assistance 3,137,988 1,516,921 1,621,067 Mandated Social Services - Public Assistance & food stamps 8,106,261 7,334,667 771,594 Mandated WIC 1,095,347 33,566 1,061,781 Total Mandatory Service/Mandatory Funding 29,869,056 19,411,433 10,457,623 Mandated Board of Elections 587,287 587,287 Mandated Courts - Facility Fees,DA,Probation,Jury Selection 383,215 33,215 350,000 Mandated Education - Capital Outlay 29,313,250 29,313,250 Mandated Education - Current Expense 5,716,231 3,329,516 2,386,715 Mandated Emergency Management 540,725 465,725 75,000 Mandated EMS 6,387,253 6,217,253 170,000 Mandated Environmental Health 1,156,200 1,140,200 16,000 Mandated Environmental Protection-Vector Control 308,034 296,034 12,000 Mandated Finance 599,873 599,873 Mandated Facilities maintenance 1,225,752 1,225,752 Mandated Governing Body - BOC 298,343 298,343 Mandated Health Administration 635,672 553,872 81,800 Mandated Health -Child & Maternal Health 1,034,854 726,547 308,307 Mandated Health - Child Services Coordination 579,821 454,398 125,423 Mandated Health - Immunization 346,877 267,929 78,948 Mandated Health - Communicable Diseases & Tuberculosis 372,814 291,399 81,415 Mandated Health - Aids Education 24,283 11,783 12,500 Mandated Health -Promotion, BCCCP 530,128 503,284 26,844 Mandated Health - Womens Preventive health 599,225 276,904 322,321 Mandated Health - Bioterrism 62,277 - 62,277 Mandated Jail 3,670,364 3,603,364 67,000 Mandated Legal Dept 200,000 200,000 Mandated Medical Examiner 85,000 85,000 Mandated Planning - Admin, planning 284,665 276,003 8,662 Mandated Planning- Building Code 710,015 710,015 Mandated Planning - Central permitting 215,247 215,247 Mandated Planning - Land use 510,234 507,734 2,500 Mandated Purchasing 278,025 278,025 Mandated Register of Deeds 436,645 436,645 Mandated Sheriff 7,661,566 6,873,305 788,261 Mandated Senior Services - Admin 703,780 700,304 3,476 Mandated Social Services - Administration & other 3,380,454 1,177,354 2,203,100 Mandated Social Services - Adult & Family Services 470,584 (111,675) 582,259 Mandated Social Services - Child Support Enforcement 1,565,840 306,925 1,258,915 Mandated Social Services - Child Protective Services 3,855,267 2,252,035 1,603,232 Mandated Social Services - Crisis Intervention 137,403 - 137,403 Mandated Social Services - Medicaid Unit - transportation 2,209,694 1,430,687 779,007 Mandated Social Services - Smart Start Daycare 1,589,325 1,459,489 Mandated Social Services - Work First Employ, Assist 1,257,734 1,216,932 40,802 Mandated Tax Administration 1,827,712 1,827,712 Mandated Tax revaluation 314,772 314,772 Total Mandatory Service/Discretionary Funding 82,066,440 68,892,948 13,043,656 D-26 . Discretionary Administration - County Manager 458,537 458,537 Discretionary Agencies & Non Profit contributions 1,655,035 1,194,834 460,201 Discretionary Airport 1,490,115 1,353,355 136,760 Discretionary Animal Control 645,173 615,173 30,000 Discretionary Cooperative Extension- Agriculture 544,768 544,768 Discretionary Cooperative Extension- Partnership for children 34,422 - 34,422 Discretionary E-911 - communications 1,103,952 1,096,952 7,000 Discretionary Education- Save our Students Program 75,450 75,450 Discretionary Environmental Protection-Mosquito Control 188,970 181,970 7,000 Discretionary Vehicle Maint facility 446,764 446,764 Discretionary Health - Home Health 1,880,272 1,880,272 Discretionary Health Smart Start Programs 699,435 6,966 692,469 Discretionary Hospice 786,332 786,332 Discretionary Human resources, training & safety 497,931 494,931 3,000 Discretionary ITS,GIS 3,279,288 3,279,288 Discretionary Libraries 2,273,424 2,004,924 268,500 Discretionary Medical Reserve Corps 27,250 27,250 Discretionary Museum 352,704 352,704 Discretionary Non - departmental 4,356,750 4,356,750 - Discretionary Parks & Recreation 1,650,558 1,649,558 1,000 Discretionary Planning -Abandon Mobile Home Demolition 75,000 75,000 Discretionary Planning - Community Development 76,917 76,917 Discretionary Senior Services - Community Alternatives Program (CAP) 386,935 386,935 Discretionary Senior Services - congregate meals 237,863 161,828 76,035 Discretionary Senior Services - Title V employment 19,312 19,312 Discretionary Senior Services - in home block grants 904,858 561,063 343,795 Discretionary Senior Services - home delivered meals 142,422 73,613 68,809 Discretionary Senior Services - In-Home medicaid Services 1,038,875 1,038,875 Discretionary Senior Services - Title II F 7,956 796 7,160 Discretionary Senior Services - Senior Center 7,883 2,429 5,454 Discretionary Senior Services - Senior Adult Day Care 115,761 91,653 24,108 Discretionary Senior Services - transportation 128,564 57,416 71,148 Discretionary Social Services - PEERS 189,233 55,928 133,305 Discretionary Social Services - Smart Start Programs 186,556 646 185,910 Discretionary Soil Conservation 182,352 146,352 36,000 Discretionary Special Appropriations 2,312,523 2,312,523 Discretionary Tourism 1,414,697 1,414,697 Discretionary Veterans Services 189,281 187,281 2,000 Discretionary Volunteer Fire Depts 1,884,433 1,884,433 Discretionary Volunteer Rescue Squads Depts 367,800 367,800 Discretionary Youth Services 1,214,017 698,101 515,916 Total- Discretionary Service/Discretionary Funding 33,530,368 30,420,376 3,109,992 GRAND TOTAL - GENERAL FUND 145,465,864 118,724,757 26,611,271
D-27 . PROGRAM FUNDING MATRIX County Cost = revenues to cover costs in this category are raised locally, through Ad Valorem tax, other taxes, permits & fees, sales & services, interest on investments, miscellaneous revenues & other financing sources. Other Cost = Costs in this category are recovered through grants and other intergovernmental revenue Mandated/ Total County Other Discretionary Program FY 2008 Budget Cost Cost GENERAL GOVERNMENT Mandated Board of Elections 587,287 587,287 - Mandated Courts - Facility Fees,DA,Probation,Jury Selection 383,215 33,215 350,000 Mandated Finance 599,873 599,873 - Mandated Facilities maintenance 1,225,752 1,225,752 - Mandated Governing Body - BOC 298,343 298,343 - Mandated Legal Dept 200,000 200,000 - Mandated Purchasing 278,025 278,025 - Mandated Register of Deeds 436,645 436,645 - Mandated Tax Administration 1,827,712 1,827,712 - Mandated Tax revaluation 314,772 314,772 - Discretionary Administration - County Manager 458,537 458,537 - Discretionary Vehicle Maint facility 446,764 446,764 - Discretionary Human resources, training & safety 497,931 494,931 3,000 Discretionary ITS,GIS 3,279,288 3,279,288 - Total 10,834,144 10,481,144 353,000 CULTURE & RECREATION Discretionary Libraries 2,273,424 2,004,924 268,500 Discretionary Museum 352,704 352,704 - Discretionary Parks & Recreation 1,650,558 1,649,558 1,000 Total 4,276,686 4,007,186 269,500 PUBLIC SAFETY Mandated Emergency Management 540,725 465,725 75,000 Mandated EMS 6,387,253 6,217,253 170,000 Mandated Jail 3,670,364 3,603,364 67,000 Mandated Medical Examiner 85,000 85,000 - Mandated Sheriff 7,661,566 6,873,305 788,261 Discretionary Animal Control 645,173 615,173 30,000 Discretionary E-911 - communications 1,103,952 1,096,952 7,000 Discretionary Medical Reserve Corps 27,250 27,250 - Discretionary Volunteer Fire Depts 1,884,433 1,884,433 - Discretionary Volunteer Rescue Squads Depts 367,800 367,800 - Total 22,373,516 21,236,255 1,137,261 ECONOMIC & PHYSICAL DEVELOPMENT Mandated Planning - Admin, planning 284,665 276,003 8,662 Mandated Planning- Building Code 710,015 710,015 - Mandated Planning - Central permitting 215,247 215,247 - Mandated Planning - Land use 510,234 507,734 2,500 Discretionary Cooperative Extension- Agriculture 544,768 544,768 - Discretionary Cooperative Extension- Partnership for children 34,422 - 34,422 Discretionary Planning -Abandon Mobile Home Demolition 75,000 75,000 - Discretionary Planning - Community Development 76,917 76,917 - Discretionary Soil Conservation 182,352 146,352 36,000 Discretionary Tourism 1,414,697 1,414,697 - Total 4,048,317 3,966,733 81,584 HUMAN SERVICES Mandated Social Services - Day Care 6,829,898 (8,865) 6,838,763 Mandated Social Services - Permanency Planning & Adoption Assistance 3,137,988 1,516,921 1,621,067 Mandated Social Services - Public Assistance & food stamps 8,106,261 7,334,667 771,594 Mandated WIC 1,095,347 33,566 1,061,781 Mandated Environmental Health 1,156,200 1,140,200 16,000 Mandated Health Administration 635,672 553,872 81,800 Mandated Health -Child & Maternal Health 1,034,854 726,547 308,307 Mandated Health - Immunization 346,877 267,929 78,948 D-28 . Mandated Health - Communicable Diseases & Tuberculosis 372,814 291,399 81,415 Mandated Health - Aids Education 24,283 11,783 12,500 Mandated Health -Promotion, BCCCP 530,128 503,284 26,844 Mandated Health - Womens Preventive health 599,225 276,904 322,321 Mandated Health - Bioterrism 62,277 - 62,277 Mandated Senior Services - Admin 703,780 700,304 3,476 Mandated Social Services - Administration & other 3,380,454 1,177,354 2,203,100 Mandated Social Services - Adult & Family Services 470,584 (111,675) 582,259 Mandated Social Services - Child Support Enforcement 1,565,840 306,925 1,258,915 Mandated Social Services - Child Protective Services 3,855,267 2,252,035 1,603,232 Mandated Social Services - Crisis Intervention 137,403 - 137,403 Mandated Social Services - Medicaid Unit - transportation 2,209,694 1,430,687 779,007 Mandated Social Services - Smart Start Daycare 1,589,325 - 1,459,489 Mandated Social Services - Work First Employ, Assist 1,257,734 1,216,932 40,802 Discretionary Health - Home Health 1,880,272 1,880,272 - Discretionary Health Smart Start Programs 699,435 6,966 692,469 Discretionary Hospice 786,332 786,332 - Discretionary Senior Services - Community Alternatives Program (CAP) 386,935 386,935 - Discretionary Senior Services - congregate meals 237,863 161,828 76,035 Discretionary Senior Services - Title V employment 19,312 19,312 - Discretionary Senior Services - in home block grants 904,858 561,063 343,795 Discretionary Senior Services - home delivered meals 142,422 73,613 68,809 Discretionary Senior Services - In-Home Medicaid Services 1,038,875 1,038,875 - Discretionary Senior Services - Title II F 7,956 796 7,160 Discretionary Senior Services - Senior Center 7,883 2,429 5,454 Discretionary Senior Services - Senior Adult Day Care 115,761 91,653 24,108 Discretionary Senior Services - transportation 128,564 57,416 71,148 Discretionary Social Services - PEERS 189,233 55,928 133,305 Discretionary Social Services - Smart Start Programs 186,556 646 185,910 Discretionary Veterans Services 189,281 187,281 2,000 Discretionary Youth Services 1,214,017 698,101 515,916 Total 47,817,281 26,084,613 21,602,832 TRANSPORTATION Discretionary Airport 1,490,115 1,353,355 136,760 ENVIRONMENTAL PROTECTION Mandated Environmental Protection-Vector Control 308,034 296,034 12,000 Discretionary Environmental Protection-Mosquito Control 188,970 181,970 7,000 Total 497,004 478,004 19,000 EDUCATION Mandated Education - Debt Service 9,317,265 9,317,265 - Mandated Education - Capital Outlay 29,313,250 29,313,250 - Mandated Education - Current Expense 5,716,231 3,329,516 2,386,715 Discretionary Education- Save our Students Program 75,450 75,450 - Total 44,422,196 42,035,481 2,386,715 OTHER PROGRAMS Mandated Separation Allowance for Law Enforcement 129,048 129,048 - Discretionary Agencies & Non Profit contributions 1,655,035 1,194,834 460,201 Discretionary Non - departmental 4,356,750 4,356,750 - Discretionary Special Appropriations 2,312,523 2,312,523 - Total 8,453,356 7,993,155 460,201 DEBT SERVICE - OTHER Mandated Other Debt Service 1,253,249 1,088,831 164,418 Total 1,253,249 1,088,831 164,418 GRAND TOTAL - GENERAL FUND 145,465,864 118,724,757 26,611,271
D-29 .
D-30 .
Changes in Fund Balance
To balance our budget for FY 2007-08 we have used a total of approximately $13.9 million in fund balance from all funds. Below is a discussion of the impact of this on each of the funds.
General Fund In FY 2007-08 we have appropriated $12.4 million of our fund balance. This is $1.9 million more than the FY 2006-07 budget as amended. While this is a 17.67% increase we feel comfortable with this. Our projections for FY 07 show that we will not use any of the $10 million appropriated and will add to our fund balance reserve by and estimated $3 million dollars. Additionally, based on our historical pattern we should not use all of the amount appropriated for FY 08.
Workers Compensation Fund We are not budgeting the use of any of the fund balance we have reserved in this fund. We continue to monitor our worker compensation claims and are using the reserves of the fund to create a reserve for future claims. We therefore have fully funded the anticipated cost for FY 08.
Burton Park Fund In FY 2007-08 we plan to use $220,000 of the reserves of this fund to make the improvements necessary to make the park more marketable. While this wills drawdown the fund balance of the fund we feel that this is best for the long-term future of the industrial park.
Emergency Telephone Fund For FY 2007-08 we have budgeted $37,494 of fund balance or a 9.5% increase over last year. While this amount is budgeted it is very possible that we will not use these funds as we continue to see increases in the E911 fees received for support of the function.
Register of Deeds Automation This use of the fund balance will allow for improvements to be made by the register of deeds office to allow greater access to historical documents on-line. This will be of great benefit to the citizens of the county. The revenues of this program are from recording fees and as development continues the possibility of the use of the fund balance appropriated decreases. Additionally, this is a 785 reduction from FY 2006-07
Capital Improvement Fund The planned use of $52,600 in fund balance is a reduction in the amount appropriated in FY 2006-07 of 68%. Our review shows that we will use in FY 07 only $43,000 (26%) of the $165,500 appropriated.
Solid Waste Fund We have appropriated $332,021 of our Solid Waste Fund Balance for FY 2007-08. This is an increase of $222,000 over FY 2006-07. The main reason for this is to cover the one time cost of replacement of a baling machine for our materials recovery operation at a cost of approximately $550,000. Had it not been for this we would not have needed to appropriate any fund balance for this fund.
D-31 .
Fund Balance Available for Appropriations
Estimated Projected Fund Balance Transfers Transfers Fund Balance Changes in Fund 6/30/2007 Revenue In Out Expenditures 6/30/2008 Fund Balance
General $ 47,724,000 $133,065,297 $ - $ 2,312,523 $143,152,341 $35,323,433 $(12,400,567)
Projected Fund Balance Transfers Transfers Fund Balance Changes in Fund 6/30/2007 Revenue In Out Expenditures 6/30/2008 Fund Balance Workers’ Compensation $ 668,000 $ 928,000 $ - $ 928,000 $ 668,000 $ -
Projected Fund Balance Transfers Transfers Fund Balance Changes in Fund 6/30/2007 Revenue In Out Expenditures 6/30/2008 Fund Balance Burton Park Fund $ 254,000 $442,500 $ - $ - $ 662,500 $ 34,000 $ (220,000)
Projected Fund Fund Balance Revenue Transfers Transfers Fund Balance Changes in 6/30/2007 In Out Expenditures 6/30/2008 Fund Balance Emergency Telephone $ 937,000 $528,860 $ 34,523 $ - $ 600,677 $ 899,506 $ (37,494)
Projected Fund Fund Balance Revenue Transfers Transfers Fund Balance Changes in 6/30/2007 In Out Expenditures 6/30/2008 Fund Balance Register of Deeds $ 66,000 $98,000 $ - $ - $ 116,500 $ 47,500 $ (18,500)
Estimated Projected Fund Balance Transfers Transfers Fund Balance Changes in Fund 6/30/2007 Revenue In Out Expenditures 6/30/2008 Fund Balance Capital Improvements $ 180,000 $570,000 $ - $ - $ 622,6000 $ 127,400 $ (52,600)
Projected Fund Changes in Fund Balance Transfers Transfers Balance Fund Fund 6/30/2007 Revenue In Out Expenditures 6/30/2008 Balance
$ $ $ 15 Solid Waste $15,697,000 $ 7,161,299 - - $ 7,408,964 ,449,964 $ (247,036)
D-32 . BUDGET ORDINANCE FISCAL YEAR 2007-2008
An ordinance to make appropriations for the current operations of Onslow County for fiscal year 2007-2008.
BE IT ORDAINED by the Board of Commissioners of Onslow County, North Carolina:
SECTION I. General Fund
A. The following amounts are hereby appropriated in the General Fund for the operation of the County government and its activities for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
General Government……………………...……………………………………………………………………. $ 16,997,825 Public Safety……………………………………………...…………………………..………………………….. $ 23,205,899 Economic and Physical Development…………………...……………...………….……………………. $ 3,151,984 Environmental Protection……………………………………………………..……………………………... $ 497,004 Human Services………………………...………………...………………….……………………..…………. $ 47,851,703 Transportation…………………………………………………………………………………………………….. $ 1,496,795 Cultural and Recreational………………………………...…...……………………………..….………….. $ 4,276,686 Education………. ……………………………………………...……………………………………………..….. $ 35,104,931 Debt Service………..………………………………..……………………………………………….………..... $ 10,570,514 Other Programs………………………...……..…………...…………………………………….….…………. $ 2,312,523
TOTAL EXPENDITURES……………………………………………….…………………………………..….. $ 145,465,864
B. It is estimated that the following revenues will be available in the General Fund for the fiscal year beginning July 1, 2007, and ending June 30, 2008:
Ad Valorem Tax Levy……………………………………………………………….………...……………… $ 55,353,700 Sales Tax………………………………………………………………………………………………………….. $ 34,290,000 Other Taxes and Licenses……….....………………………………………….……………..…………… $ 2,659,800 Intergovernmental Revenue………………………………………….……………………………………. $ 340,000 Restricted Intergovernmental……………………………………………….…………………...……….. $ 26,994,013 Permits and Fees………………………..……………………………………………..………………………. $ 2,572,745 Sales and Services….…………………………………………………………………….……………………. $ 8,760,742 Investment Earnings…………………………………………………………………………………………… $ 1,705,000 Miscellaneous Revenue……………………………………………………….………………………………. $ 104,250 Other Financing Sources…………………………………………………..…………………………………. $ 285,047 Fund Balance………………………………………………………………………….………………………….. $ 12,400,567
TOTAL REVENUES…………………………………………………… ……………………………………….. $ 145,465,864
SECTION II. - Emergency Telephone System Fund
A. The following amount is appropriated in the Emergency Telephone System Fund for the fiscal year beginning July 1, 2007, and ending June 30, 2008:
Public Safety…………………………………………………………………………………………………….. $ 397,122 Debt Service……………………………………………………………………………………………………… $ 203,555
TOTAL EXPENDITURES………………………………………………………………………………………. $ 600,677
D-33 . B. It is estimated that the following revenues will be available in the Emergency Telephone System Fund for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
E-911 Fees………………………………………………………………………………………………………… $ 510,660 Investment Earnings………………………………………………………………………………………….. $ 18,000 Other Financing Sources…………………………………………………………………………………….. $ 34,523 Fund Balance……………………………………………………..……………………………………………… $ 37,494
TOTAL REVENUES……………………………………………………………………………………………… $ 600,677
SECTION III. Self-Insurance Fund
A. The following amount is appropriated in the Self Insurance Fund for the fiscal year beginning July 1, 2007, and ending June 30, 2008:
Non-Departmental……………………………………………………………………………………………. $ 928,000
TOTAL EXPENDITURES………………………………………………………………………………………. $ 928,000
B. It is estimated that the following revenues will be available in the Self Insurance Fund for the fiscal year beginning July 1, 2007, and ending June 30, 2008.
Transfer from General Fund………………………………………………………………………………… $ 928,000
TOTAL REVENUES……………………………………………………………………………………………… $ 928,000
SECTION IV. Register of Deeds Automation Fund
A. The following amounts are appropriated in the Register of Deeds Automation Fund for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
Non-Departmental……………………………………………………….……………………………………. $ 116,500
TOTAL EXPENDITURES……………………………………………………………………...……………….. $ 116,500
B. It is estimated that the following revenues will be available on the Register of Deeds Automation Fund for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
Permits and Fees……………………………..……………………………………………………………….. $ 96,000 Interest Earned…………………………………………………………………………………………………. $ 2,000 Fund Balance……………………………………………………………………………………………………. $ 18,500
TOTAL REVENUES……………………………………………………………………………………...... $ 116,500
SECTION V. Burton Park Fund
A. The following amounts are appropriated in the Burton Park Fund for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
Economic & Physical Development………………………………………………………………………… $ 662,500
TOTAL EXPENDITURES………………………………………………………………………………………. $ 662,500
D-34 . B. It is estimated that the following revenues will be available in the Burton Park Fund for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
Miscellaneous Revenue………………………………………………………………………………………. $ 442,500 Fund Balance…………………………………………………………………………………………………….. $ 220,000
TOTAL REVENUES……………………………………………………………………………………………… $ 662,500
SECTION VI. Capital Improvement Fund
A. The following amounts are appropriated in the Capital Improvements Fund for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
Non Departmental Capital Outlay………………………………………………………………………… $ 662,600
TOTAL EXPENDITURES………………………………………………………………………………………. $ 662,600
B. It is estimated that the following revenues will be available in the Capital Improvements Fund for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
Restricted intergovernmental……………………………………………………………………………….. $ 14,850 Interest Earned………………………………………………………………………………………………….. $ 5,150 Transfer from General Fund………………………………………………………………………………… $ 550,000 Fund Balance…………………………………...……………………………………………………………….. $ 52,600
TOTAL REVENUES……………………………………………………………………………………………… $ 622,600
SECTION VII. Solid Waste Fund
A. The following amounts are hereby appropriated in the Solid Waste Fund for the operation of the County landfill and container sites for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
Administration and Operations………………………………………………………………………...... $ 5,119,003 Debt Service………………………………………………………………………………………………………. $ 2,361,332
TOTAL EXPENDITURES……………………………………………………………………………………….. $ 7,480,335
B. It is estimated that the following revenues will be available in the Solid Waste Fund for the fiscal year beginning July 1, 2007 and ending June 30, 2008:
Service Fees……………………………………………………………………………………………………… $ 6,378,850 Other Operating Revenues…………………………………………………………………………………. $ 1,750 Investment Earnings………………………………………………………………………………………….. $ 500,000 Restricted Intergovernmental……………………………………………………………………………… $ 280,699 Fund Balance…………………………………………………………………………………………………….. $ 319,036
TOTAL REVENUES……………………………………………………………………………………………… $ 7,480,335
D-35 .
SECTION VIII. (a) There is hereby levied for the fiscal year 2007-2008 a tax on all property having a situs in Onslow County at a rate of $0.503 on each one hundred dollars ($100) assessed valuation of property listed for taxes as of January 1, 2007, for the purpose of raising the revenue in the General Fund Section I of this Ordinance.
This rate of tax is based on an estimated total valuation of property for the purpose of taxation of $11,115,915,711 with an estimated collection rate of 97.00% real, personal property and 83.92% for motor vehicles.
(b) Contributions to Volunteer Fire Departments are supported by non-property tax revenues.
(c) Supplemental list of fees and charges is hereby approved and shall be effective upon the inception of the fiscal year. The County Manager is authorized to approve changes to the fee schedule as necessary to comply with Medicare and Medicaid regulations. Fees established by the State of North Carolina are also approved upon action of the North Carolina General Assembly.
SECTION IX. (a) Further, pursuant to the School Budget and Fiscal Control Act contained in Chapter 115C, the Board of Commissioners of Onslow County limits the amount of monies to be transferred within the Board of Education budget to 25% of any particular function or purpose. Pursuant to GS 115C-429 of the General Statutes, the Board of Commissioners requires the School Finance Officer to provide monthly income and expenditure reports to all funds consistent with the purposes and functions of the Board of Education budget to the County Commissioners through the County Manager on a monthly basis.
(b) Pursuant to Chapter 39 of the 1977 Session Laws of the North Carolina General Assembly authorizing the Board of Commissioners of Onslow County to set salaries of the chairman and members of the Onslow County Board of Education, a monthly salary of $500 is authorized for the chairman and a monthly salary of $450 is authorized for each member.
(c) Pursuant to the Community College Budget and Fiscal Control Act contained in Chapter 115D-58, the Board of Commissioners limits the amount of monies to be transferred within the Community College budget to 25% of any particular function, purpose or project.
SECTION X. Budget Amendments
As allowed by statute, the Board has authorized the County Manager to transfer monies from one appropriation to another within the same fund, subject to the following limitations and procedures.
a) The County Manager may transfer amounts between objects of expenditures and revenues within a function without limitation. b) He may transfer amounts up to $100,000 between functions of the same fund. c) He may not transfer any amounts between funds, nor is he allowed to transfer from any contingency appropriation (except for merit pay adjustments) within any fund without action of the Board of Commissioners. d) The County Manager may transfer amounts within and between funds for the sole purpose of funding salary and benefit adjustments consistent with the Onslow County Personnel Policy.
D-36 . SECTION XI. Contract Administration
During the course of business the County will enter into various contracts. All contracts are to be in writing with an original maintained in the files of the Purchasing Agent. Contracts shall be signed by that authorized official in accordance with the guidelines of the purchasing policy. If the contract causes the County to spend money, it is to be preaudited and sufficient funds encumbered to cover all sums falling due under the contract. Any obligation incurred in violation of this subsection is invalid and may not be enforced.
In accordance with NCGS 143-131 informal bids are required for purchase of apparatus, supplies, materials, and equipment of between $30,000 and $90,000 and on construction or repair contracts between $30,000 and $300,000.
In accordance with NCGS 143-129 formal bids are required for purchase of apparatus, supplies, materials, and equipment of $90,000 or above and on construction or repair contracts $300,000 or above.
Contracts may be entered into on behalf of the County as outlined below:
Purchase of apparatus, supplies, Up to $19,999 Purchasing Agent materials, and equipment $20,000 - $49,999 County Manager $50,000 and above Board of Commissioners
Construction or repair contracts Up to $29,999 Purchasing Agent $30,000 - $74,999 County Manager $75,000 and above Board of Commissioners
Equipment rentals, equipment repair, Up to $29,999 Purchasing Agent and services $30,000 - $49,999 County Manager $50,000 and above Board of Commissioners
Additionally, the County Manager is authorized to enter into and execute change orders on construction contracts in amounts up to $25,000 when the appropriate budget or capital project ordinance contains sufficient appropriated but unencumbered funds.
SECTION XII. This ordinance and the budget documents shall be the basis for the financial plan for the County of Onslow for the 2007-2008 Fiscal Year. The County the Finance Officer shall administer the Budget. The Finance Officer Manager and shall establish and maintain all records, which are in concurrence with this Budget and Budget Ordinance and the appropriate Statutes of the State of North Carolina.
This ordinance shall become effective on July 1, 2007, following its adoption, this the 20th day of June 2007.
ONSLOW COUNTY ATTEST: BOARD OF COMMISSIONERS
______Martin Aragona, Jr. Chairman
______Beth Purcell Clerk to the Board
D-37 .
D-38 .
Onslow County Budget
Fiscal Year 2007-08
FUND SUMMARY (annually adopted budgets)
Summary of changes between Manager Recommended Budget and Board Approved Budget
Below is an overview of the changes between the manager’s recommended budget and that which was approved by the Board of Commissioners. We will review each fund individually.
General Fund
The General Fund budget as proposed totaled $144,892,333. The budget as adopted totaled $145,465,864 for a difference of $573,531. During the deliberation by the Board of Commissioners there were several small adjustments made to several departments. The consisted of reduction of one mechanic in the vehicle maintenance facility budget, reduction in funding for some of the stream clean- up project, and adjustment for increases and decreases in some state funding. Additionally, $ 177,500 we cut from a planned expansion to the Airport parking lot. The Board also increased funding to several agencies and programs requesting funding from our tourism funds. The major adjustment was in the area of the Home Health and Hospice program. The manager had proposed funding for half of the year as we phase out the program due to the cost of providing services. The Board chose to fund these programs for another year which increased the budget by just over $1.2 million. This cost was partially offset by the delay of $400,000 in Courthouse security improvements that will be considered for addition to our planned Detention Center project.
Solid Waste Fund
During the deliberations of the budget we received notice of award of grant funds for our Keep Onslow Beautiful program. This allowed us to upgrade a part time position to full time. The total increase to the Solid Waste budget was $19,651.
Capital Improvement Fund
A minor change was made to the Capital Improvement Fund through the addition of $20,000 for improvements to our New River Waterfront Park. These improvements were funded through $14,850 in grant funds and $5,150 of local funds.
Special Revenue Fund, Workers Compensation Fund, and Register of Deeds Automation Fund
There were no changes to the managers recommended budget for these funds.
E-1 . General Fund The General Fund is the primary operating fund for the County. The transactions are general in nature and need not be accounted for in another fund
Annual Expense Budget by Function % Change 2006 2007 2008 2008 from FY Amended Manager Board 2007 % of Actual Budget Recommend Approved Budget Total
General Government 13,008,684 15,888,179 17,319,895 16,997,825 6.98% 11.69% Public Safety 17,606,809 20,614,086 23,205,899 23,205,899 12.57% 15.95% Economic & Physical Development 2,349,831 3,553,226 3,383,687 3,151,984 -11.29% 2.17% Environmental Protection 287,836 369,032 497,004 497,004 34.68% 0.34% Human Services 37,802,456 46,163,230 46,727,599 47,851,703 3.66% 32.90% Transportation 1,119,588 1,348,772 1,496,795 1,496,795 10.97% 1.03% Cultural & Recreational 3,187,325 3,857,586 4,273,486 4,276,686 10.86% 2.94% Educational 27,765,745 31,466,700 35,104,931 35,104,931 11.56% 24.13% Debt Service 18,914,318 11,999,702 10,570,514 10,570,514 -11.91% 7.27% Other 1,655,710 4,140,077 2,312,523 2,312,523 -44.14% 1.59% Total of all Functions 123,698,301 139,400,590 144,892,333 145,465,864 4.35% 100.00%
Annual Expense Budget by Classification % Change 2006 2007 2008 2008 from FY Amended Manager Board 2007 % of Actual Budget Recommend Approved Budget Total
Salaries & Benefits 40,841,223 48,501,095 50,585,329 51,110,570 5.38% 35.14% Supplies & Operating 27,430,882 34,522,592 37,563,350 38,077,523 10.30% 26.18% Contributions 3,764,289 4,601,993 4,219,109 4,351,226 -5.45% 2.99% Educational 27,765,745 31,466,700 35,104,931 35,104,931 11.56% 24.13% Debt Service 18,878,131 11,998,666 10,570,514 10,570,514 -11.90% 7.27% Other 2,444,831 4,238,677 2,677,523 2,500,023 -41.02% 1.72% Capital Outlay 2,573,200 4,070,867 4,171,577 3,751,077 -7.86% 2.58% Total of all Classifications 123,698,301 139,400,590 144,892,333 145,465,864 4.35% 100.00%
Annual Budget by Revenue Type Report % Change 2006 2007 2008 2008 from FY Amended Manager Board 2007 % of Actual Budget Recommend Approved Budget Total
Ad Valorem Taxes 44,189,587 52,505,400 55,353,700 55,353,700 5.42% 38.05% Sales Tax 28,802,387 29,330,000 34,290,000 34,290,000 16.91% 23.57% Other Taxes and Licenses 2,542,563 2,524,611 2,659,800 2,659,800 5.35% 1.83% Unrestricted Intergovernmental 3,133,504 3,279,244 340,000 340,000 -89.63% 0.23% Restricted Intergovernmental 23,743,168 27,881,147 26,921,365 26,994,013 -3.18% 18.56% Permits and Fees 2,613,500 2,825,738 2,572,745 2,572,745 -8.95% 1.77% Sales and Services 8,515,477 8,580,146 7,871,447 8,760,742 2.10% 6.02% Investment Earnings 1,649,426 1,150,000 1,705,000 1,705,000 48.26% 1.17% Miscellaneous Revenue 138,760 141,861 62,750 64,250 -54.71% 0.04% Other 222,176 121,876 184,047 285,047 133.88% 0.20% Proceeds from issuance of debt 12,833,662 - - Sale of capital assets 493,846 50,000 40,000 40,000 -20.00% 0.03% Fund Balance - 11,010,567 12,891,479 12,400,567 12.62% 8.52% Net Total 128,878,058 139,400,590 144,892,333 145,465,864 4.35% 100.00%
E-2 . Workers’ Compensation Fund Accounts for the County’s receipts and disbursements pertaining to workers’ compensation and administration and claims
2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 Revenues Actual Budget Recommend Approved Budget Federal 0.00% State 0.00% Other Local 253,483 0.00% Interest Earned 16,249 0.00% Transfer from General 1,000,000 1,000,000 928,000 928,000 -7.20% Total 1,269,731 1,000,000 928,000 928,000 -7.20%
2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 Expenditures Actual Budget Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 1,005,201 1,000,000 928,000 928,000 -7.20% Total 1,005,201 1,000,000 928,000 928,000 -7.20%
Burton Park Fund This is use to account for improvements, enhancements, and maintenance of the Burton Industrial Park. These funds will allow us to perform needed items to allow us to more actively present the park to potential developers through updating the storm water plan for the park and providing maintenance needed such as moving of the roadways and open areas.
2006 2007 2008 2008 %Change FY Amended Manager Board from 2007 Revenues Actual Budget Recommended Approved Budget Federal State Interest 1,238 Miscellaneous revenue 150,000 150,000 100.00% Transfer from general 255,000 250,000 - -100.00% Sale of real property 295,000 292,500 100.00% Fund balance appropriated 180,000 220,000 220,000 22.22% Total 256,238 430,000 662,500 662,500 54.07%
2006 2007 2008 2008 %Change FY Amended Manager Board from 2007 Expenditures Actual Budget Recommended Approved Budget Supplies & Operating 16,762 400,000 440,000 440,000 10.00% Capital Outlay 30,000 222,500 222,500 641.67% Total 16,762 430,000 662,500 662,500 54.07%
E-3 . Special Revenue Funds The special revenue funds account for the proceeds of special revenue sources that are legally restricted as to the use.
Emergency E911 fund - accounts for the expenditures of the funds receive from the E911 surcharge and wireless surcharge.
2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 Revenues Actual Budget Recommend Approved Budget Charges 647,845 461,660 510,660 510,660 10.61% Interest Earned 25,437 10,000 10,000 10,000 0.00% Transfer from General 69,710 19,197 42,523 42,523 121.51% Program Fund Balance - 34,225 37,494 37,494 9.55% Total 742,992 525,082 600,677 600,677 14.40%
2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 Expenditures Actual Budget Recommend Approved Budget Supplies & Operating 251,819 313,450 326,845 326,845 0.00% Capital Outlay 68,655 - 70,277 70,277 100.00% Debt Principal 145,000 145,000 145,000 145,000 0.00% Debt Interest 63,353 66,632 58,555 58,555 0.00% Total 528,827 525,082 600,677 600,677 14.40%
Register of Deeds Automation Fund – Accounts for the funds restricted for use by the county for the automation of the records of the register of deeds office
2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 Revenues Actual Budget Recommend Approved Budget Charges 104,324 96,000 96,000 96,000 0.00% Interest Earned 5,591 5,000 2,000 2,000 -60.00% Transfer from General 0.00% Program Fund Balance 87,948 18,500 18,500 -78.96% Total 109,915 188,948 116,500 116,500 -38.34%
2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 Expenditures Actual Budget Recommend Approved Budget Supplies & Operating 38,223 184,459 116,500 116,500 -36.84% Capital Outlay 8,219 4,489 0.00% Debt Principal 0.00% Debt Interest 0.00% Total 46,442 188,948 116,500 116,500 -38.34%
E-4 . Solid Waste Fund The solid waste fund is an enterprise fund. The revenues of the system cover all operating costs and there is no general fund funds used in providing this service. We will need to begin the process of preparing for the construction of the next phase of the landfill to begin during FY 07-08. Based on current usage of our existing Subtitle D landfill we will need this construction phase completed in approximately 2 years.
2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 Revenues Actual Budget Recommend Approved Budget Federal 18,621 - - 32,636 100.00% State 232,524 180,196 238,063 238,063 32.11% Interest earned 589,314 413,341 500,000 500,000 20.97% Charges 5,802,176 6,113,842 6,378,850 6,378,850 4.33% Other Local 11,139 10,200 11,750 11,750 15.20% Program Fund balance - 110,000 332,021 319,036 190.03% Total 6,653,774 6,827,579 7,460,684 7,480,335 9.56%
2006 2007 2008 2008 % Change FY Amended Manager Board from 2007 Expenditures Actual Budget Recommend Approved Budget Salaries & Benefits 1,009,701 1,011,113 1,068,421 1,088,072 7.61% Supplies & Operating 2,960,595 3,578,041 3,443,931 3,443,931 -3.75% Capital Outlay - 520,967 587,000 587,000 12.68% Debt Payment 387,957 1,717,458 2,361,332 2,361,332 37.49% Total 4,358,253 6,827,579 7,460,684 7,480,335 9.56%
Capital Improvement Fund The capital improvement fund is one part of our capital improvement plan. This fund accounts for the improvements and major maintenance items which will be completed within one year. Some of the items included are HVAC replacements, removal of underground storage tanks, waterproofing exterior walls of the Superior Courthouse, and roofing repairs.
2006 2007 2008 2008 %Change FY Amended Manager Board from 2007 Revenues Actual Budget Recommended Approved Budget Federal State 14,850 100% Interest 4,994 5,150 100% Transfer from general fund 296,000 355,680 550,000 550,000 54.63% Fund balance appropriated 165,000 52,600 52,600 -68.12% Total 301,243 520,680 602,600 622,600 19.54%
2006 2007 2008 2008 %Change FY Amended Manager Board from 2007 Expenditures Actual Budget Recommended Approved Budget Salaries & benefits Supplies & Operating Capital Outlay 266,001 520,680 602,600 622,600 19.54% Total 266,001 520,680 602,600 622,600 19.54%
E-5 .
E-6
Onslow County Fiscal Year 2007-08
General Fund
The General Fund is the principal fund used to account for resources traditionally associated with government which are not require legally or by sound financial management t be accounted for in another fund. This fund summarizes the financial transactions of functional services, based on departmental operations, except for those transactions that must be accounted for separately in other funds. The primary revenue sources for the general fund are: ad valorem taxes, sales taxes, federal and state grants and fees for services.
The primary expenditure functions are: General Government Public Safety Transportation Economic and Physical Development Human Services Environmental Protection Education Debt Service
F-1
F-2
Onslow County Fiscal Year 2007-08
General Government
Function Overview
General government activities provide the administrative, legal, fiscal and other support for all County services. This includes the departmental budget for department such as governing body, administration, and finance, legal, purchasing, facilities maintenance, vehicle maintenance, elections, and Register of Deeds.
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget REVENUES: Federal 335,196 31,474 - - - -100.00% State 341,618 350,000 350,000 350,000 350,000 0.00% Charges 1,164,433 1,200,000 1,700,950 1,200,950 1,200,950 41.75% Other Local 1,000,832 1,065,800 1,176,300 1,069,300 1,069,300 10.37% Program Fund balance - - 5,300 5,300 5,300 0.00% Total 2,842,078 2,647,274 3,232,550 2,625,550 2,625,550 22.11%
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget
EXPENSES: Salaries & Benefits 5,093,123 5,736,695 6,004,638 6,079,072 6,040,682 4.67% Supplies & Operating 2,158,347 2,877,239 3,093,208 2,977,542 2,980,542 7.51% Capital Outlay 1,922,859 1,209,680 1,726,920 1,812,920 1,812,920 42.76% Total 9,174,329 9,823,614 10,824,766 10,869,534 10,834,144 10.19%
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved EMPLOYEES: Full time 119 115 117 117 117 116 Part time 6 4 4 4 4 4 Other (Commissioners) 5 5 5 5 5 5 Total 130 124 126 126 126 125
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F-4
Onslow County Department Summary Fiscal Year 2007-08 Governing Body 4110
Mission Statement Onslow County Government will provide high-quality, efficient, responsive services that enhance self- sufficiency, personal safety, economic opportunity and quality of life for all citizens through innovation, leadership, and cooperation of dedicated people.
Major Accomplishments
• Recipient of the North Carolina School Boards Association County Commissioner Award for outstanding support to the Onslow County public school system. • Initiated the Administrative Office Complex project - purchased property, and selected architectural firm, and construction management firm. • Implemented the hearing of Special Use Permits process. • Entered into an incentive agreement with the first tenants at the Burton Industrial Park. • Contracted for the development of a timber management plan to maximize our timber assets at the Park. • Carried out successful nuisance abatement actions against adult businesses in violation of county ordinances. • Celebrated the 138th anniversary of the formation of the Onslow County Board of Commissioners; honored and observed past members of the Board. • Honored and recognized the former Onslow County Register of Deeds Ms. Mildred Thomas on her 94th birthday and 69th year of service to the citizens of Onslow County.
Clerk to the Board of Commissioners • Successful completion of the Chamber Leadership Program • Republication of Onslow County Code of Ordinance • Indexing of Minutes from 1996 - present • Implementation of weekly BOC Events Notice to the public • Establishment of procedure to ensure all BOC members receive information at the same time (fax/email) • Implementation of procedure to ensure that emails sent to BOC through the web are acknowledged within one business day (244 emails year to date)
Key Goals and Objectives
• Pursuit of Central Government offices • Pursuit of new Justice Center project • Enhanced commitment to education funding • Establishment of closer working relationships with the city of Jacksonville, and the towns of North Topsail Beach, Swansboro, Richlands, and Holly Ridge.
F-5 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - -
Expenses
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 81,219 133,908 155,424 126,111 126,111 -5.82% Supplies & Operating 118,626 117,328 172,232 172,232 172,232 46.80% Capital Outlay 27,037 13,580 - - - -100.00% Total 226,881 264,816 327,656 298,343 298,343 12.66%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 Part time Other (Commissioners) 5 5 5 5 5 5 Total 5 6 6 6 6 6
F-6
Onslow County Department Summary
Fiscal Year 2007-08 Administration 4120
Mission Statement
Onslow County Government will provide high-quality, efficient, responsive services that enhance self- sufficiency, personal safety, economic opportunity and quality of life for all citizens through innovation, leadership, and cooperation of dedicated people.
Department Overview
Under the direction of the County Manager, administration serves as the administrative arm of the Onslow County Board of Commissioners. The County Manager serves as the Chief Administrator providing direct oversight of all county departments that do not report to an independent policy board or elected official. In addition, the County Manager has responsibility for the preparation and delivery of the annual budget.
Major Accomplishments
Continued improvement to County’s management staff structure. Enhanced pursuit of federal, state and foundation grants in support of County’s service priorities (eCivis project). Focused attention on long-standing organizational issues to enhance service delivery options. Move the Justice Center project forward through permitting process. Located property and organized selection of architectural firm for County’s Central Office project. Organized efforts to enhance the county’s budget process for clarity, effectiveness, and performance.
Key Goals and Objectives
Pursue process to make the Justice Center project a reality. Active involvement in the County Central Office project. Pursue long-term alternatives related to County’s solid waste landfill operation. Begin a process to facilitate a “long-term” vision of county services, programs and facilities through a comprehensive strategic planning effort. Work closer with the county’s NC legislative delegation to pursue issues of interest to Onslow County.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Responsiveness to public; respond to or acknowledge Not tracked 95% 100% of all contacts receipt of citizen contact within 24 hours of receipt Fulfill citizen requests for information within 48 hours Not tracked 95% 100% of all contacts
F-7
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - -
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 341,586 320,278 394,010 406,442 406,442 26.90% Supplies & Operating 37,747 45,750 49,095 49,095 52,095 13.87% Capital Outlay - - - - - Total 379,333 366,028 443,105 455,537 458,537 25.27%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 5 4 5 5 5 5 Part time Other Total 5 4 5 5 5 5
Emerging Issues
• Justice Center project • Onslow County Central Office project
F-8
Onslow County Department Summary
Fiscal Year 2007-08 Finance 4130
Mission Statement
To accurately maintain the official fiscal records of the County and its departments in accordance with North Carolina General Statutes, rules of the Local Government Commission and generally accepted principles of governmental accounting.
Department Overview
The Finance Office processes the payment of accounts payable on a weekly basis and payroll on a bi- weekly basis, ensure the timely and proper posting of expenditures and revenues, investment of idle funds of the County, monitor grants and occupancy tax collections, assist with the preparation of the annual and capital improvement budget, preparation of basic reports for the auditors related to the annual audit, and oversee the issuance of debt on behalf or the County.
Major Accomplishments
• Received the Government Finance Officer Association Certificate for Excellence in Financial Reporting for the fiscal year 2006 Comprehensive Annual Financial Report (CAFR) (16th consecutive year) • Received the Government Finance Officer Association Award for Outstanding Achievement in Popular Annual Financial Reporting for the fiscal year 2006 Popular Annual Financial Report. • Prepared our budget for the first time to the standards of the Government Finance Officers Distinguished Budget Presentation Award program. The budget document was awarded the GFOA Distinguished Budget Presentation Award for our fiscal year 2006-07 budget. • Implementation of new software system
Key Goals and Objectives
• Receive the Government Finance Officer Association Certificate for Excellence in Financial Reporting for the fiscal year 2007 Comprehensive Annual Financial Report (CAFR) for the 17th consecutive year. • Receive the Government Finance Officer Association Award for Outstanding Achievement in Popular Annual Financial Reporting for the fiscal year 2007 Popular Annual Financial Report. • Receive the Government Finance Officers Distinguished Budget Presentation Award for our fiscal year 2007-08 budget. • Update Accounting 101 class with the changes due to new software and procedures
F-9 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Investment Earnings on County funds at or above the Yes Yes Yes population group average (tax rate equivalent) Audit conforms with the guidelines of the GFOA Yes Yes Yes Certificate of Achievement for Financial reporting Accounts payable invoices processed within 7 – 10 days of 5.00 days 6.75 days (YTD as of 3- 6.5 days receipt 23-07)
Charts
Investment Earnings
This chart shows the 0.0500 tax rate equivalent of 0.0450 0.0400 investment earnings 0.0350 FY 2003-04 for the county as 0.0300 0.0250 FY 2004-05 compared to NC 0.0200 counties with a 0.0150 FY 2005-06 0.0100 population of 0.0050 100,000 and the NC -
Tax Rate Equivalent Rate Tax statewide average. r p nd e a ov Pitt ou slow rl n Gr e Ave On Ha d mbe Cabarrus n wi w te Cu a Ne ulatio p St Po
Fund Balance Available for Appropriation
This chart provides 45.00% a view of the 40.00% FY 2001-02 status of our fund 35.00% 30.00% FY 2002-03 balance relative to 25.00% FY 2003-04 counties of similar 20.00% size and the NC 15.00% FY 2004-05 10.00% statewide average. Percentage 5.00% FY 2005-06 0.00% s w u e o Pitt rland roup Av e G Onsl ide HanoverCabarr n w o ew ati t Ne Cumb l pu Sta o P
F-10
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 481,631 533,133 552,873 549,523 549,523 3.07% Supplies & Operating 27,470 50,350 50,350 50,350 50,350 0.00% Capital Outlay - - - - Total 509,101 583,483 603,223 599,873 599,873 2.81%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 10 10 10 10 10 10 Part time 1 1 1 1 1 1 Other Total 11 11 11 11 11 11
Emerging Issues
• Continued implementation of new software system and changes to process due to the abilities of the new software • GASB 45 reporting requirements for Other Post Employment Benefits (OPEB) • Continued need for training of staff
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F-12
Onslow County Department Summary Fiscal Year 2007-08 Tax Office
Mission Statement
To locate, list, and assess all taxable real and personal property located in Onslow County, and to bill and collect revenue generated by property tax listings and assessments, and collect leased vehicle gross receipt taxes and privilege license taxes in accordance with the N. C. Machinery Act.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal - - - - - State - - - - - Charges - - - - - Other Local 12,651 10,700 1,300 1,300 1,300 -87.85% Program Fund balance - - - - - Total 12,651 10,700 1,300 1,300 1,300 -87.85%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 1,393,207 1,539,641 1,615,967 1,620,984 1,620,984 5.28% Supplies & Operating 366,919 363,888 461,650 461,650 461,650 26.87% Capital Outlay 38,596 27,052 59,850 59,850 59,850 121.24% Total 1,798,722 1,930,581 2,137,467 2,142,484 2,142,484 10.98%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 36 33 33 33 33 33 Part time 2 1 1 1 1 1 Other ------Total 38 34 34 34 34 34
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F-14
Onslow County Division Detail Fiscal Year 2007-08 Tax Administration 4140
Division Overview
The Onslow County Tax Administration Office serves all citizens of Onslow County by endeavoring to ensure that all taxable property is listed, fairly and equitably assessed, and that taxes are billed and collected according to statutory procedures.
Major Accomplishments
• Implemented a new web page service which enables taxpayers and citizens to Search, View, and Pay property taxes on-line. • Engaged the services of a property tax auditing firm to conduct business personal property audits, and aid in the training and development of Onslow County tax staff. • Increased the collections percentage by .69% through the month of February, versus the same time frame last year. • In-house scanning program completed scanning all property record cards from the 2000 revaluation forward. Scanned images must be verified before disposing of paper records. • Conducted research and hosted demonstrations from several tax software vendors in order to formulate a recommendation for a tax software package to replace the existing software. On March 7, 2007, the selection committee reached a tentative decision pending additional information regarding several issues. • Successfully facilitated the inclusion of EMS bills into the NC Debt Set-Off program, in conjunction with the Onslow County EMS Dept. and the billing contractor, EMS Management & Consultants, Inc. • Successfully implemented new statutory requirements to submit 60% of first month’s interest on delinquent RMV bills to the state for the purpose of funding new computer system to implement HB1779.
Key Goals and Objectives
• Increase number of personal property listings o Utilize services of auditing firm to conduct audits and provide additional training to county tax staff, in order to enhance and expand internal auditing capabilities. o Expand education to Onslow County taxpayers regarding listing requirements by continuing to conduct presentations at the Sr. Nutrition sites, radio interviews, and production of an Onslow County Today program on G10 which focuses on the tax listing process. • Examine and propose new means to increase the tax collection percentage o Publicize prepayment options which enable taxpayers to budget their annual tax bill o Research options for reducing the transaction fee associated with credit card payments, thus reducing the cost to the taxpayer. • Purchase and implement new tax software package during FY 2007-2008 • Complete verification of scanned documents from 2000 revaluation, enabling disposal of paper records
F-15 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Overall Collection percentage 95.94% 97.00% 97.00% Real & Personal 97.60% 98.60 98.60 Collection percentage Motor Vehicle 84.50 85.00 85.00 Collection percentage
Charts % Collected 2004-05 All Property
100
98
96
94
92
90
d ll r h e ba n p an son to ow Pitt w rl d over sl ta vi Irede n Union a be hns an O Pende CarteretC a Alamanc Cabarrus m D Jo w H Randol Brunswick u e C N
The chart indicates collection rate for all property taxes, including real estate, personal property, and RMV’s (Registered Motor Vehicles). The following charts are further broken down to show rates associated with annual bills (Real & Personal) and RMV’s (motor vehicles), which are billed on a monthly basis.
The collection rate for Motor Vehicles is much lower than Real & Personal Property, which follows a statewide trend. Collection concerns regarding motor vehicle bills led to passage of HB1779, which is currently scheduled to take effect on July 1, 2010. This bill combines property taxes and DMV registration, and will result in 100% collections for vehicle property taxes.
The charts indicate that Onslow County’s overall collection rate (96.03%) for all property is slightly lower than comparable counties. Onslow ranks second lowest for Real & Personal taxes and fourth lowest for Motor Vehicle taxes, as illustrated on the next two charts. The Onslow County collection rates are 97.52% for Real & Personal property and 84.45% for Motor Vehicles.
F-16 % Collected Real & Personal Property
100.00 98.00 96.00 94.00 92.00 90.00
t ll r tt e a d e w c ick re n ton er o Pi n w te s v a ar rla Ired nsl Union ns C O Pende lam ru Catawb John A B Cabarrus Davidson Randolph Cumbe New Hano
% Collected Motor Vehicles Only
94.00 92.00 90.00 88.00 86.00 84.00 82.00 80.00 t n r it h ick o ow P p on eret and ance t rl ni m ar Iredell nsl U C be O Pende Cabarrus Catawba Davidson Johnst Randol Ala Brunsw um C New Hanover
The County’s total assessed value has a significant impact on the calculation of the tax rate needed to fund the County’s budget needs. The total assessed value prior to the 2006 revaluation was $6,463,533,873, and increased to $10,649,769,827 following the revaluation.
F-17 The low total assessment also translated to a comparatively low amount of revenue generated per one cent tax rate levy, as illustrated below. The revenue per one cent levy changed from $646,353 to $1,064,977 following the revaluation.
FY 2004-2005 Prior to Revaluation 1 Cent Levy Equivalent at 100% Collection
$2,000,000 $1,700,000 $1,400,000 $1,100,000 $800,000 $500,000
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F-18 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local 12,651 10,700 1,300 1,300 1,300 -87.85% Program Fund balance Total 12,651 10,700 1,300 1,300 1,300 -87.85%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 1,198,992 1,322,456 1,396,288 1,387,662 1,387,662 4.93% Supplies & Operating 301,381 331,963 430,800 430,800 430,800 29.77% Capital Outlay 21,699 13,652 9,250 9,250 9,250 -32.24% Total 1,522,072 1,668,071 1,836,338 1,827,712 1,827,712 9.57%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 32 29 29 29 29 29 Part time 1 Other Total 33 29 29 29 29 29
Emerging Issues
Technology- a recommendation will be forthcoming to purchase anew tax software package. If approved, it is anticipated that the software will be installed and fully implemented during FY 2007-2008. It is likely that the technology upgrade will impact existing business practices due to added functionality and features of the new system. This will require staff to take on additional training and implementation responsibilities in addition to the existing workload.
Implementation of audit contract services with County Tax Services, Inc., and further development of internal auditing program for small business accounts and land use-value audits.
Privatized Base Housing taxation issue- it is anticipated that the taxability issue regarding the base housing will be resolved in the latter half of CY 2007. If the county prevails, the project will add over 2,700 housing units to existing property tax roll.
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F-20
Onslow County Division Detail Fiscal Year 2007-08 Revaluation 4141
Division Overview The Revaluation section of the Onslow County Tax Office serves all citizens of Onslow County by endeavoring to ensure that all taxable real property is listed, and fairly and equitably assessed, thus ensuring a fair and equitable distribution of the tax burden.
Major Accomplishments The Revaluation Division successfully completed the 2006 countywide revaluation, culminating with Board of Equalization and Review hearings which concluded on November 1, 2006.
Key Goals and Objectives • Develop and implement data management strategy for 2010 revaluation in conjunction with pending tax software conversion. • Assist Land Records Division in conducting statutorily required audit of land use-value parcels. • Fulfill continuing education to maintain appraisal certifications of employees. • Provide additional training opportunities to promote personal development and appraisal knowledge. • Conduct and document quarterly and annual statistical sales analysis in order to monitor compliance with NC Assessment Level requirements and IAAO Mass Appraisal Guidelines. o To conduct annual sales ratio analysis and report to the NC Dept of Revenue as required. o To use analysis results to aid in refining neighborhood delineations and identification of potential problem areas in preparation for the 2010 revaluation.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Assessment level as of 100.00 89.37 80.00 January 1st Coefficient of Dispersion 7.93 9.29 15.00 Price Related Differential 1.00 1.013 .98-1.03
F-21 Charts 2006-07 Sales/Assess Ratio 1.0500 1.0000 0.9500 0.9000 0.8500 0.8000 0.7500 0.7000 0.6500 0.6000 Pitt Union Iredell New Onslow Pender Carteret Hanover Johnston Catawba Cabarrus Randolph Davidson Alamance Brunswick
Cumberland
The Sales Ratio represents the real estate assessment level within the County. These fluctuate over time based on the local real estate market and the amount of time since the last revaluation. The chart shows the Sales Ratio’s of the Counties which are comparable to Onslow in terms of coastal location, military presence, or population. Revaluation years among the counties vary from 2001-2004. Since Onslow County conducted a 2006 revaluation, the Actual 05/06 numbers carry the most relevance in terms of performance. Onslow County’s ratio indicates that the 2006 Countywide Revaluation was completed in accordance with NCDOR and IAAO Mass Appraisal Guidelines.
The assessment level has relevance as a comparative tool among counties when used to calculate the EFFECTIVE TAX RATE. A chart showing the effective tax rates of comparable counties is displayed below. The effective tax rates range from .2659 to .7889, with Onslow being .5030, or number 9 out of the 15 counties. Effective Tax Rate Per $100
1.0500 0.9500 0.8500 0.7500 0.6500 0.5500 0.4500 0.3500 0.2500
t t l r r e k a l t s n n i h n e d w c c e e e u r b o o p o i n o P r t v d l i n e s d l r w n w t a s o n o a l d e s a r a r i s r n n e d t I n U b a v m n e h a a P n a a O a u C b o a l r C H C D J A m R B u w e C N
F-22
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 194,215 217,185 219,679 233,322 233,322 7.43% Supplies & Operating 65,538 31,925 30,850 30,850 30,850 -3.37% Capital Outlay 16,897 13,400 50,600 50,600 50,600 277.61% Total 276,650 262,510 301,129 314,772 314,772 19.91%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 4 4 4 4 4 4 Part time 1 1 1 1 1 1 Other Total 5 5 5 5 5 5
Emerging Issues
Technology- a recommendation will be forthcoming to purchase a new tax software package. If approved, it is anticipated that the software will be installed and fully implemented during FY 2007-2008. It is likely that the technology upgrade will impact existing business practices due to added functionality and features of the new system. This will require staff to take on additional training and implementation responsibilities in addition to the existing workload.
Replacement of aging vehicles in accordance with Vehicle Review Committee guidelines.
Privatized Base Housing taxation issue- it is anticipated that the taxability issue regarding the base housing will be resolved in the latter half of CY 2007. If the county prevails, the project will add over 2,700 housing units to existing property tax roll.
Implementation of four year countywide general revaluation cycle; current resolution advances the next Onslow County revaluation to year 2010
F-23
F-24
Onslow County Department Summary Fiscal Year 2007-08 Legal 4150
Department Overview
This provides for the funds to cover the retainer for the County Attorney and to account for cost of legal counsel on items that are not covered by the retainer or other outside counsel for items that are of a general nature and can not be identified to a specific program or activity.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits Supplies & Operating 97,455 256,000 200,000 200,000 200,000 -21.88% Capital Outlay Total 97,455 256,000 200,000 200,000 200,000 -21.88%
F-25
F-26
Onslow County Department Summary
Fiscal Year 2007-08 Human Resources 4155-4157
Mission Statement
The Human Resources Department is committed to be an essential and effective partner in developing and executing the organizational strategy and key initiatives of Onslow County Government.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal - - - - - State - - - - - Charges - - - - - Other Local - - - 3,000 3,000 100.00% Program Fund balance - - - - - Total - - - 3,000 3,000 100.00%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 297,923 382,016 411,293 408,614 408,614 6.96% Supplies & Operating 39,414 69,074 84,317 89,317 89,317 29.31% Capital Outlay - 2,000 - - - -100.00% Total 337,337 453,090 495,610 497,931 497,931 9.90%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 6 * 7 7 7 7 7 Part time 1 - - - - - Other ------Total 7 7 7 7 7 7 *Safety Officer position transferred from Emergency Management & Homeland Security to Human Resources-Safety & Health effective July 1, 2006.
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Onslow County Division Detail
Fiscal Year 2007-08 Human Resources 4155
Division Overview
The department will strive to provide quality service, and support in employment, training, employee relations, benefits, safety & health, and compensation to county employees so that they can best serve the needs of the citizens of Onslow County.
Major Accomplishments
• Implementation and maintenance of revised performance appraisal and merit compensation system for County employees. • Revision of the Onslow County Personnel Policy Manual. • Implementation and maintenance of compensation policies and procedures. • Implementation of HRIS system. • Implementation of the NACo sponsored Onslow County Prescription Drug Discount Program. • Transitioned safety function from Emergency Management & Homeland Security to Human Resources.
Key Goals and Objectives
• Implementation of wellness program for County employees. • Implementation of Education and Tuition Reimbursement Program. • Secure competitive fringe benefit programs for County employees. • Full utilization of the New World HRIS system. • Implementation of the New World E-Apply module. • Implementation and maintenance of HR website. • Co-sponsor the annual health fair with the City of Jacksonville.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Employee turnover rate N/A 32% 30%
Ratio of HR employees to total workforce 174 : 1 223 : 1 223 : 1 Exit interview process N/A 60% 75%
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Charts
This chart provides data to show the total number of approved positions for the County. The Fiscal Year 2007-2008 decrease shown is due to elimination of positions in programs that have been outsourced.
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Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local 3,000 3,000 100.00% Program Fund balance Total - - - 3,000 3,000 100.00%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 297,923 269,511 272,603 270,594 270,594 0.40% Supplies & Operating 39,414 52,674 59,492 64,492 64,492 22.44% Capital Outlay - 2,000 -100.00% Total 337,337 324,185 332,095 335,086 335,086 3.36%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 6 5 5 5 5 5 Part time 1 Other Total 7 5 5 5 5 5
Emerging Issues
• Continuing escalation cost of employee benefits o Health care • Workforce diversity o Hispanic/Latino workforce • Succession planning/management o Aging workforce o Labor shortage • Ethics o Local government employees
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Onslow County Division Detail Fiscal Year 2007-08 Training & Development 4156
Division Overview
The Training and Development program supports all County employees and departments by providing training opportunities, encouraging training and development participation, developing courses to meet training and development needs and coordinating with external vendors to meet unique training needs.
Internal training includes over 20 classes focusing on technology, legal and compliance issues, as well as professional and personal development. These classes are offered based upon “demand” and management priorities. Training and Development assists departments by coordinating with external vendors to provide unique and specialized training not available internally.
Major Accomplishments
• Developed 20 quality classroom training classes. • Developed 8 e-bits electronic training classes. • Coordinated 16 external training courses. • Formulated, executed and maintained a successful marketing campaign for the Training and Development program, including an interactive, functional website. • Developed a draft training policy.
Key Goals and Objectives
• Training policy adoption by the Board of Commissioners. o To present a training policy that supports the County’s goals and objectives to the Board of Commissioners in FY06-07.
• Conduct an initial Training Resources and Needs Assessment o Develop, coordinate and conduct a training resources and needs assessment with all departments to be used for developing training strategies and resource allocation. o Determine training needs to develop an annual strategic training plan. o Develop a schedule to conduct annual training needs assessments. o Determine trainer/training resources within County employees and departments to enhance Training and Development program. • Develop a comprehensive training matrix delineating training requirements for all employee classifications in each department. • Continue to create and offer new training courses to further develop County employees. • Establish and maintain a tuition reimbursement program to encourage professional development and higher education. • Determine free training resources within the community to increase trainer variety.
F-33 Performance Measures
Measure FY04-05 FY05-06 Estimated Projected FY06-07 FY07-08 # of Classes Held 77 64 42 (26 as of 75 4/25/07) # of Training Seats 1096 1776 478 (241 as of 800 Occupied 4/25/07) Training Program Annual $49.52 $51.05 $63.49 $88.71 Cost Per Employee
Charts
Number of Training Classes Held
80 70 77 75 60 50 64 40 42 30 20 10 0 FY04-05 FY05-06 Estimated Projected FY06-07 FY07-08 Fiscal Year
This chart represents the total number of internal and external training courses held in Fiscal Years 2004-2005 through Fiscal Year 2007-2008 (projected).
Training Program Annual Cost Per Employee $88.71
$90.00 $80.00 $63.49 $70.00 $49.52 $51.05 $60.00 $50.00 $40.00 $30.00 $20.00 $10.00 $0.00 FY04-05 FY05-06 Estimated Projected FY06-07 FY07-08 Fiscal Year
*Cost per employee based upon year-end expenditure/1105 employees
This chart represents the training program annual cost per County employee for Fiscal Years 2004-2005 through Fiscal Year 2007- 2008 (projected).
Trainings Seats Occupied by Employees
1800 1600 1776 1400 1200 1000 1096 800 600 800 400 478 200 0 FY04-05 FY05-06 Estimated Projected FY06-07 FY07-08 Fiscal Year This chart represents the number of training seats occupied by Onslow County employees for Fiscal Years 2004-2005 through 2007- 2008 (projected).
F-34 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - -
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 58,157 81,530 81,195 81,195 39.61% Supplies & Operating - 12,000 16,500 16,500 16,500 37.50% Capital Outlay - - Total - 70,157 98,030 97,695 97,695 39.25%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 Part time Other Total - 1 1 1 1 1
*Position and related expenses were included in the Human Resources budget
Emerging Issues
• Lack of approved training policy, training priorities, or requirements for employees or supervisors. • Need for expansion to enable the program to grow and support more training opportunities using a variety of methods (classroom, online, CCCC, etc.). • Funding controls the ability to provide training from external sources. • Absence of integrated departmental training reporting with training available through Human Resources makes actual training accomplishments, expenses and training needs difficult to assess. • A systematic training needs assessment is necessary to develop and offer courses in demand by employees and departments.
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Onslow County Division Detail
Fiscal Year 2007-08 Safety & Health 4157
Division Overview
The function of this division is the administration of the County’s Safety Program. This program is responsible for maintaining a safe work environment for the employees of Onslow County.
Major Accomplishments
• Annual revision of the County Safety Program.
Key Goals and Objectives
• Perform safety inspections at all of the County’s facilities o Abate all safety deficiencies discovered. • Prepare, maintain and disseminate OSHA 300 logs for all Counties work establishments. o Analyze OSHA logs to identify trends and make recommendations. • Administer the County’s the worker’s compensation program • Publish monthly safety newsletter
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Maintain a safety incident rate 2.5 per 100 FTE 2.1 per 100 FTE 2.1 per 100 FTE less than NC average for all employees (5.0)
F-37 Charts
County's Loss Time Cases 2004 - 2006
30
25
20
15 24 23 10 19
5
0 2004 2005 2006
The County is self-insured for Workers’ Compensation. This is monitored through the County Safety Officer. This chart reflects the total number of loss time cases of the County and shows a reduction in loss time cases through the effects to promote safety in the work place.
F-38 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - -
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 54,348 57,160 56,825 56,825 4.56% Supplies & Operating - 4,400 8,325 8,325 8,325 89.20% Capital Outlay - - Total - 58,748 65,485 65,150 65,150 10.90%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 Part time Other Total - 1 1 1 1 1 *Position transferred from Emergency Management & Homeland Security to Human Resources-Safety & Health effective July 1, 2006.
Emerging Issues
• Ergonomics • Revised OSHA regulations • Traffic safety • Reduction of loss-time cases through education • Increased cost of treating work-related injuries and illnesses • Supervisor safety training
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Onslow County Department Summary Fiscal Year 2007-08 Facilities of Fees 4160 - 4163
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal - - - - - State 341,618 350,000 350,000 350,000 350,000 0.00% Charges - - - - - Other Local - - - - - Program Fund balance - - - - - Total 341,618 350,000 350,000 350,000 350,000 0.00%
* Revenues from Facility Fees cover this cost.
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - - - - - Supplies & Operating 341,877 365,610 373,215 373,215 373,215 2.08% Capital Outlay - 11,435 10,000 10,000 10,000 -12.55% Total 341,877 377,045 383,215 383,215 383,215 1.64%
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Onslow County Department Summary Fiscal Year 2007-08 Facility Fees (Clerk of Court) 4160
Department Overview
The Clerk’s Office is custodian of court records and utilizes judicial facilities. A facility fee is collected from case filings and remitted to the County. Facility fees are used to provide courtroom facilities and office space; upkeep and maintenance; and furniture.
Major Accomplishments
The Summersill Building has been painted and floors cleaned. Numerous storage rooms have been cleaned; files purge; space better utilized.
Key Goals and Objectives
To obtain at least two (2) additional employees which will require additional office furniture.
To renovate one room in the Summersill Building in order to centralize cashiering and make more space for current employees.
The Chief District Judge will be hiring an additional employee (judicial assistant) to be based in Onslow County. This person will need a desk; secretarial chair and guest chairs.
To obtain new counsel tables and chairs for Courtroom 4 in the Summersill Building.
To obtain new chairs for Courtroom 6 in the Summersill Building.
To obtain two (2) new chairs for Judges bench – Courtroom 4 and Courtroom 5.
F-43 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State 341,618 350,000 350,000 350,000 350,000 0.00% Charges Other Local Program Fund balance Total 341,618 350,000 350,000 350,000 350,000 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - Supplies & Operating 246,414 259,600 263,600 263,600 263,600 1.54% Capital Outlay - 10,000 10,000 10,000 10,000 0.00% Total 246,414 269,600 273,600 273,600 273,600 1.48%
Emerging Issues
• Consideration of new Court Facility once determination is made on location of Jail.
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Onslow County Department Summary Fiscal Year 2007-08 District Attorney 4161
Department Overview
This is a division of the Facility Fees budget and county cost associated with the operation of the District Attorney office. These offices are located in rental property located on Court Street across from the Superior Courthouse.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - - -
* Revenues from Facility Fees cover this cost.
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - Supplies & Operating 56,211 59,635 60,890 60,890 60,890 2.10% Capital Outlay - 1,435 - - -100.00% Total 56,211 61,070 60,890 60,890 60,890 -0.29%
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Onslow County Department Summary Fiscal Year 2007-08 Probation Office 4162
Department Overview
This is a division of the Facility Fees budget and county cost associated with the operation of the Probation offices. These offices are located in rental property located on Court Street and in county owned facilities on College Street.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - - -
* Revenues from Facility Fees cover this cost.
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - Supplies & Operating 25,481 26,475 28,825 28,825 28,825 8.88% Capital Outlay - - - - Total 25,481 26,475 28,825 28,825 28,825 8.88%
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Onslow County Department Summary Fiscal Year 2007-08 Jury Selection 4163
Department Overview
Jury Commission is responsible for compiling master jury lists to be used for all courts in Onslow County. Jury Commission meets every two (2) years. Fees are paid from the General Fund. G.S. 9-1.
Major Accomplishments
Jury lists have been compiled for all Onslow County Courts.
Key Goals and Objectives
To compile master jury list with sufficient number of prospective jurors for 2008-2009 biennium.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Type Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total - - - - 0.00%
* Revenues from Facility Fees cover this cost.
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Type Actual Budget Requested Recommend Approved Budget Salaries & Benefits - Supplies & Operating 13,772 19,900 19,900 19,900 19,900 0.00% Capital Outlay - - - - Total 13,772 19,900 19,900 19,900 19,900 0.00%
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Onslow County Department Summary
Fiscal Year 2007-08 Board of Elections 4170
Mission Statement
To provide free, open, honest and professionally managed election services to our community. This office has the responsibility for protecting the will of the people; protecting democracy and for establishing fairness and equity for all in the process of self- governance.
Department Overview
This agency is responsible for processing and maintaining voter registration records and conducting all elections held within Onslow County in accordance with General Statutes 163 and Title 8 of the North Carolina Administrative Code. This office also establishes election precincts, appoints election officials, registers, removes, and updates voter records, administers absentee voting, canvasses election returns, issues certificates of election, provides statistical, demographic, and geographical information to citizens and candidates. Audits and publishes campaign finance reports, hears appeals, and conducts investigations of alleged voting irregularities. The BOE also advises the public and media on all aspects of elections and elections services.
Major Accomplishments 2005-06 • Conducted a successful General Election • Director received State Certification in Election Administration • Deputy Director position filled • Processed thousands of new registrations and updates • Spoke to numerous civic and political groups about voting and new voting equipment
Key Goals and Objectives
- Move three voting sites to larger facilities. - Increase One-Stop voting sites to three. - Cross training of all staff members and continually improve the training of election officials.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Increase the number of 2005 2006 2007 voters who vote early 1338 3925 2198 Absentee One-Stop. Increase total number of 05-06 06-07 07-08 registered voters. 4292 5601 9521
F-51 Charts
2005-06 PERFORMANCE MEASURES
Performance Measure: Increase in total number of registered voters.
Voter Registrations (2005 to 2007)
2007
2006 Voter Registrations 2005
0 5000 10000 Number of Voters Per Year
A Look Back on the Last 2 Years of Performance The number of registered voters has increased significantly during the last few years because of increased availability of voter registration forms at convenient locations around the county and on the Internet. In 2006 we surpassed our target of approximately 2% (for an even-year election). This is due to:
Increased media notification of upcoming elections with emphasis on early registration Better training of staff to answer those tough residency questions
Strategies: What do you propose to do to improve program performance? Election Clerks will still make mistakes when determining whether a voter has met all criteria to become a registered voter in our county. We are continually updating the registration training process, by holding special training events quarterly for all employees. We are also looking at ways to increase our advertisements for people who do not purchase the local newspaper or watch local television channels.
F-52 Performance Measure: Increase in the number of voters who vote early Absentee/One Stop)
Absentee/One Stop Voting (2005-2007)
4500
top top 4000 3925 3500 ne-S 3000 2500 2198
oters 2000 bsentee/O V 1500 1338 1000 ber of A 500 um
N 0 2005 2006 2007 Projected Year
Note: Decrease in number of absentee voters projected for 2007 is consistent with past history of early voting in Municipal election years.
A Look Back on the Last 2 Years of Performance In larger elections (even-year elections), One-Stop voting as a percentage of total voters has increased during recent years. This is due to: Working with parties and community groups to increase awareness of One-Stop voting Better newspaper publication on One-Stop voting elections, dates and times Utilizing a larger more convenient location with better parking Increasing the number of staff and voting machines at the One-Stop voting locations to reduce voter lines and waiting time
Strategies: What do you propose to do to improve program performance? Voter awareness of One-Stop voting increased during the 2005 Municipal Election. We plan to benefit from this by continuing to educate voters about voting One-Stop. One of our biggest obstructions now is that some voters think that if they vote early, their vote will not count. We plan to better educate the public that One-Stop voting will be accurately counted a reported on Election night.
F-53 Revenue 2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 335,196 31,474 -100.00% State Charges 7,495 950 950 950 100.00% Other Local 108 100 -100.00% Program Fund balance Total 342,799 31,574 950 950 950 -96.99%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 141,786 182,869 213,662 328,011 328,011 79.37% Supplies & Operating 201,501 156,603 333,472 212,806 212,806 35.89% Capital Outlay 332,781 49,711 46,470 46,470 46,470 -6.52% Total 676,068 389,183 593,604 587,287 587,287 50.90%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 4 4 5 5 5 5 Part time Other * 210 210 Total 4 4 5 5 215 215 *Seasonal Employees, work at polls for elections. Previously reported as operating expense.
Emerging Issues
- Purchase Postage Meter machine, Tabber machine and 2 Station Folding machine. - Update Board of Elections web site.
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Onslow County Department Summary
Fiscal Year 2007-08 Register of Deeds 4180
Mission Statement
Official gatekeeper of Onslow County documents such as real estate, birth, death, marriages, notary public, financing statements and military discharges recorded in accordance with the North Carolina General Statutes and Local Ordinances.
Department Overview
The department assists attorneys, paralegals, realtors, surveyors and the general public, with permanent records and issues certified copies to the recipient. The Register of Deeds is an elected position.
Major Accomplishments
Recording time frame reduced from 1 day to 4 hours.
Real Estate imaging available on the web from year 1995 to present.
Key Goals and Objectives:
To serve the public in an efficient and accurate manner while meeting the requirements for the safekeeping of public records.
To have all the images from 1977 to 1994 available to view.
To make electronic recording available via the web.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Certificates Copies 2,162 11,500 12,000 Marriage Licenses Issued 1,910 1,870 1,950 Deeds Recorded 2,149 6,135 7,100 Book filed per year 212 200 220
F-55 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Taxes and licenses 1,156,938 1,200,000 1,700,000 1,200,000 1,200,000 0.00% Charges 988,073 1,055,000 1,175,000 1,065,000 1,065,000 0.95% Other Local Program Fund balance Total 2,145,011 2,255,000 2,875,000 2,265,000 2,265,000 0.44%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 318,453 379,788 303,553 300,345 300,345 -20.92% Supplies & Operating 48,527 127,600 128,300 128,300 128,300 0.55% Capital Outlay - 8,000 8,000 8,000 8,000 0.00% Total 366,981 515,388 439,853 436,645 436,645 -15.28%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 6 6 6 6 6 6 Part time 1 1 1 1 1 1 Other Total 7 7 7 7 7 7
Emerging Issues
We continue to need more space for the department. Some of our records are not in our Vault due to limited space we have and the growth of the public we serve.
In addition, because of the implementation of the Vital Records Automation System (VRAS), we need updated hardware and software.
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Onslow County Department Summary
Fiscal Year 2007-08 Information Technology Services 4210-4212
Mission Statement
To deliver quality and innovative information technology solutions; to provide citizens, the business community and county staff with convenient access to appropriate information and services.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal - - - - - State - - - - - Taxes and licenses - - - - - Charges - - - - - Other Local - - 5,300 5,300 5,300 100.00% Program Fund balance - - - - - Total - - 5,300 5,300 5,300 100.00%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 704,970 803,093 824,736 819,183 819,183 2.00% Supplies & Operating 612,378 984,695 877,105 877,105 877,105 -10.93% Capital Outlay 1,441,749 1,047,495 1,505,000 1,583,000 1,583,000 51.12% Total 2,759,097 2,835,283 3,206,841 3,279,288 3,279,288 15.66%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 13 13 13 13 13 13 Part time 1 1 1 1 1 1 Other ------Total 14 14 14 14 14 14
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Onslow County Division Detail
Fiscal Year 2007-08 Information Technology Services 4210
Division Overview
The Technology Services division is discretionary. The primary function is to provide support in the acquisition, installation and maintenance of technology hardware and software solutions. Our primary roll is to support the Onslow County departments and staff but we also provide information and services to the citizens and business community through internet based applications.
Major Accomplishments
• Completed the installation of seven servers and the configuration of the wireless devices used by the Accela Automation application for inspections and permitting • Completed the installation of five servers used by the New World Systems application • Replaced 200 desktop computers that were at least four years old • Completed the installation of ten servers in various departments • Assisted in the installation of Chameleon software application for the Animal Control division • Assisted in the installation of the Maintenance Connection software application used by various department • Assisted in the installation of the Galaxy security system used by various departments • Installed public wireless connectivity at the Onslow County Airport and public Library branches • Tested and implemented EVDO (Evolution Data Optimized – wireless radio broadband data standard) wireless communications for use by various departments • Installed secure wireless data communications within several departments • Responded to over 1,000 support request by various departments
Key Goals and Objectives
• Continue the replacement of desktop and laptop computers that will pass there warranty expiration dates • Migrate the Library communications network to Metro Ethernet • Assist the Tax department with the conversion to a new software application • Begin the migration of critical data to a centralized storage environment (SAN) • Switch critical servers used by the 911 center and the Sheriff’s department to High Availability servers • Replace some communications equipment that is no longer under warranty • Enhance the new Web Content Management solution to make more information available to the citizens • Begin the implementation of a Smart Client utility to assist in the deployment of desktop operating systems and applications • Begin the implementation of virtual servers
F-59 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 % Customer satisfaction rating 80% 80% Desktop & Help Desk support per performance target based 90% 90% on priority level
Chart
Workorder Perfomance Measures 2006 - 2007
100
99
98
97
Performance 96 Timeliness Friendliness
95
94
93
92 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
This chart shows work orders by month, being rated in three categories (example: March work orders received a 99% rating in performance, 98% in timeliness and 97% in friendliness).
F-60 Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 704,970 390,243 403,566 402,275 402,275 3.08% Supplies & Operating 612,378 80,225 88,090 88,090 88,090 9.80% Capital Outlay 1,027,627 28,000 28,000 28,000 28,000 0.00% Total 2,344,976 498,468 519,656 518,365 518,365 3.99%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 5 5 5 5 5 5 Part time 1 1 1 1 1 1 Other Total 6 6 6 6 6 6
Emerging Issues
• The acquisition and implementation of a new Tax software application including the required computer hardware for it to run on • The replacement of older computers and servers based on a life cycle plan • Research the migration to the Microsoft Vista operating system software and Microsoft Office 2007 • Research Microsoft Exchange 2007 and SQL 2005
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Onslow County Division Detail
Fiscal Year 2007-08 Geographic Information Services 4211
Division Overview
The Geographic Information Services division is discretionary. The primary function is to provide support in the acquisition, installation and maintenance of software solutions related to geographic information. It also specializes in providing Geographic information services relating to the property in Onslow County. Our primary roll is to support the Onslow County departments and staff but we also provide information and services to the citizens and business community through internet based applications.
Major Accomplishments
• Implemented additional functionality to handle large format documents to scan, copy and print in GIS with a new integrated unit • Trained Property Mappers to enter parcel geometry and attributes directly into GIS system, thereby migrating work processes into a digital workflow.
Key Goals and Objectives
• Assist in the implementation of the GIS integration in the Accela Automation software application used by Planning and Environmental Health • Replace GIS Server that warranty will expire during this budget year • Assist in the implementation of a GPS/GIS integration to be used by Environmental Health for collecting field data necessary for the permitting process. • Assist Soil & Water Conservation with converting numerous individual shape files into SDE geodatabase format
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Process complete deed transfers 90% 90% within one week
Our estimation is that 95% of the deed transfers were processed within one week for the 2006 – 2007 time period. Our estimated total deed transfers processed was 9,800.
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Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Taxes and licenses Charges Other Local 5,300 5,300 5,300 100.00% Program Fund balance Total - - 5,300 5,300 5,300 100.00%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 412,850 421,170 416,908 416,908 0.98% Supplies & Operating - 88,275 92,000 92,000 92,000 4.22% Capital Outlay - 60,500 25,000 25,000 25,000 -58.68% Total - 561,625 538,170 533,908 533,908 -4.94%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 8 8 8 8 8 8 Part time Other Total 8 8 8 8 8 8
Emerging Issues
• Installation of a new server
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Onslow County Division Detail
Fiscal Year 2007-08 ITS Departmental Activities 4212
Division Overview
The IT Departmental Activities division is discretionary. The primary function is to separate the technology cost of hardware and software items that are used by other departments in the county but are paid for in the Information Technology Services department.
Major Accomplishments
• Acquired 200 desktop computers to replace four year old computers that are out of warranty • Acquired twenty two new servers for various applications • Acquired equipment necessary to provided wireless internet access to the citizens at the Airport and every Onslow County Library branch office
Key Goals and Objectives
• Acquire new hardware and software for the Tax department • Acquire new hardware and software for data management on disk to dynamically allocate space • Acquire new desktop management software to make it easier to manage more computers without more staff • Acquire servers to replace servers that will be going out of warranty • Replace communications switches that are out of warranty • Acquire hardware and software to utilize virtual servers • Acquire software necessary to do automated agendas for the commissioners meetings
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - Supplies & Operating - 816,195 697,015 697,015 697,015 -14.60% Capital Outlay 414,121 958,995 1,452,000 1,530,000 1,530,000 59.54% Total 414,121 1,775,190 2,149,015 2,227,015 2,227,015 25.45%
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Onslow County Department Summary
Fiscal Year 2007-08 Purchasing and Contracting 4240
Mission Statement
The mission of the Purchasing Department is to obtain the necessary goods and services, for all county departments, in a cost effective, efficient, and timely manner. Further, it has the responsibility to ensure that all procurement activity is conducted in compliance with all Federal and State laws, regulations, local ordinances, and approved policies and procedures.
Department Overview
The Purchasing Department is responsible for managing the procurement process for all county departments while adhering to Federal and State laws and local policy. The Purchasing Department operates a warehouse facility which also stores surplus property to be disposed of by means of public auction, electronic auction, sealed bids or public sale. Other primary functions are managing the Fixed Asset Program, Risk Management, and the operation of the county print shop.
North Carolina State Statutes and/or local policy mandate the majority of the primary functions of this department are performed. The Purchasing Department provides support to all Onslow County departments and the citizens.
Major Accomplishments
• Reduced the amount of time that surplus property was being stored in warehouse facility by utilizing Gove Deals which is an electronic auction • Increased surplus property sales by 30% • Created template contracts and leases to be utilized by county departments to ensure uniformity throughout county • Met all statutory requirements
Key Goals and Objectives
• To reduce the number of purchase orders processed by 15% • To reduce the cost of processing purchase orders by 15% • To decrease maintenance cost on equipment by 10% • Reduce slow moving inventory items by 35%
Performance Measures Measure Actual 05/06 Estimated 06/07 Projected 07/08 No. of PO’s processed 5141 5,110 4,000 No. of items covered under maintenance contract 110 105 90 program Number of inventory items 669 590 400 in stock
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Performance Measure Graphs
8000 FY 02-03 7000 FY 03-04 6000 5000 FY 04-05 4000 3000 FY 05-06 2000 1000 FY 06-07 0 Estimated Historical Data FY 07-08 No. of PO's Processed Projected
350 FY 02-03 300 FY 03-04 250
200 FY 04-05
150 FY 05-06 100 50 FY 06-07 Estimated 0 # of items on maintenance contract program FY 07-08 Projected
900 FY 02-03 800 700 600 FY 03-04 500 400 FY 04-05 300
200
100 FY 05-06 Estimated 0 Historical Data No of inventory items in stock FY 06-07 Projected
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Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Taxes and licenses Charges Other Local Program Fund balance Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 176,827 218,325 213,470 211,795 211,795 -2.99% Supplies & Operating 20,118 59,673 66,230 66,230 66,230 10.99% Capital Outlay - Total 196,945 277,998 279,700 278,025 278,025 0.01%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 5 5 5 5 5 5 Part time Other Total 5 5 5 5 5 5
Emerging Issues
• Procurement Card Program • Web-based Software Program • Training program for county departments “Purchasing 101” • Update Website • Vendor Guide “How to Do Business in Onslow County”
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Onslow County Department Summary
Fiscal Year 2007-08 Vehicle Maintenance 4250
Mission Statement
To repair and maintain all county owned vehicles and equipment in a timely and cost effective manor.
Department Overview
The Vehicle Maintenance facility serves all County departments by maintaining and repairing vehicles and motorizes equipment. Preventive and routine maintenance are performed on 350 vehicles and 125 pieces of equipment, which includes trucks, cars, trailers, EMS and Sheriff’s department emergency vehicles. An on call mechanic is available for night, weekend, holiday and inclement weather road service as needed.
Major Accomplishments
*Purchase of a new four-post, above ground lift capable of accommodating large trucks and ambulances. *All mechanics were able to attend CTI Technical Institute continuing educations classes. *Purchase of updated software for our OTC Scan Tool enabling us to do computer diagnostics on a wider range of year model vehicles.
Key Goals and Objectives *Provide funds for the mechanics and supervisor to attend the year long CTI Technical Institute training to gain knowledge and skills to keep up with the ever changing automotive industry. These classes cover a wide variety of automotive subjects and continue each year through December 2009. *Ambulances will be serviced in accordance with the service schedule. *Work orders will be accurately recoded for historical information purposes.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Ambulances Serviced by 92% 96% 97% schedule Total number of work orders 2690 2700 2750 completed
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To Date Ambulance Service Schedule Information
10 9 8 7 6 Series1 5 4 Series2 3 2 1 0
d d d r e st ed er e e ed July ul b ber ul dul gu m o dul dul Au te p Oct cheduled November ecembe sche sched Se s sche sche D sched
Ambulances are scheduled to be serviced at two units per week. This ensures we will attend to each one at least once every eleven weeks. This is a preventative measure to ensure that most units will be serviced according to the every 5,000 mile policy. These graphs represents how the majority of the ambulances are serviced as scheduled and also it indicated the low number of major repairs required.
Work Orders per Month
300
250
200 Work Orders per Month Fy04-05 150 Work Orders per Month Fy05-06 100
50
0
y r il e l ct b r n u ec Jan p u J Aug Sept O Nov D Fe Ma A May J
Each work order represents a vehicle or piece of equipment that has been serviced or repaired by our staff during any given month.
In Fiscal Year 2004-2005 the total works orders completed were 2,821. This reflects an average of 235 completed work orders each month, with an average of 33 1/2 for each of the seven mechanics on staff at the time.
In Fiscal Year 2005-2006 the total number of work orders completed was 2,645. This reflects an average of 220 work orders per month and an average of 36 1/2 work orders for each of the six mechanics on staff at the time.
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Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Taxes and licenses Charges Other Local Program Fund balance Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 356,326 419,813 445,629 442,017 403,627 -3.86% Supplies & Operating 27,725 37,725 35,137 35,137 35,137 -6.86% Capital Outlay 16,801 9,000 - 8,000 8,000 -11.11% Total 400,852 466,538 480,766 485,154 446,764 -4.24%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 10 10 10 10 10 9 Part time Other Total 10 10 10 10 10 9
Emerging Issues
*For the FY07-08 Budget, we will be requesting the purchase of four 12,000lb rolling jacks for Bay #3 and Bay #6. The purpose of the jacks is to help support large vehicles, such as ambulances on the lifts in these two bays.
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Onslow County Department Summary
Fiscal Year 2007-08 Facilities Maintenance 4260
Mission Statement
The purpose of the Facilities Maintenance department is to maintain Onslow County facilities, provide assistance to all county departments with structural, mechanical, electrical, and plumbing operations, install street name signage for outlying county roadways, and perform housekeeping duties in assigned buildings.
Department Overview
The Facilities Maintenance department is responsible for planning, directing, and providing cost effective maintenance, repair, and minor construction for 68 facilities occupied by county employees. Building safety and proper performance is ensured by providing preventative maintenance and repair of mechanical, electrical, plumbing, heating, air conditioning, and ventilation systems. In addition, staff performs interior and exterior structural repairs and renovations. This department also performs the installation and maintenance of the county road name sign system, which is essential for E-911 service for all Onslow County citizens.
The Facilities Maintenance department is responsible for custodial services for 20 facilities that are occupied by county employees. The custodial staff performs day-to-day cleaning of buildings as well as the collection of trash, setting up for meetings, and the opening and closing of various facilities.
North Carolina General Statute 153A-169 and/or local policy mandate that the duties of this department are performed.
Major Accomplishments
• Implementation of the Maintenance Connection Facilities Maintenance/Asset Management software. • Completed waterproofing of Old Courthouse exterior • Assisted in the carpet replacement at the main Library • Completed pressure washing of many county facilities • Assisted in the Burton Park entrance sign installation • Completed the major painting of county facilities as directed • Replaced 360 county road name signs
Key Goals and Objectives
• Further implementation and training of the Maintenance Connection software • To better utilize the software capabilities • Installation of equipment through ESG Performance Contract • To reduce utility cost and obtain more up-to-date equipment at the same time • Continue working to increase the amount of employee safety training • To provide a safe work environment and to protect our employees
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Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 # Of facilities receiving 68 68 68 maintenance services # Of facilities receiving 20 20 20 custodial services Facilities sq. ft. receiving 578,551 578,551 578,551 maintenance services Facilities sq. ft. receiving 220,433 220,433 220,433 custodial services Work orders received 1698 2588 2820 Work orders completed 1689 2488 2720 # Of road signs replaced 356 360 372
F-76 Charts
20 Actual 05-06 70 Actual 05-06 60 50 10 40 30 0 20 Estimated Estimated 10 Number of 06-07 06-07 0 Facilities Number of Facilities Receiving Receiving Maintenance Custodial Services Projected Services Projected 07-08 07-08
This graph indicates the number of facilities This graph indicates the number of facilities that Facilities Maintenance provides that Facilities Maintenance provides custodial maintenance services for the listed fiscal services for the listed fiscal years. years.
700,000 Actual 05-06 600,000 220,500 Actual 05-06 500,000 220,400 400,000 220,300 300,000 Estimated 06-07 200,000 220,200 Es t im at e d 06-07 100,000 220,100 0 Projected 220,000 Facilities Sq.Ft. 07-08 Facilities Sq.Ft. Projected Receiving Receiving 07-08 Maintenance Custodial Services Services
This graph indicates the square footage of facilities This graph indicates the square footage of facilities that that receive maintenance services provided by receive custodial services provided by Facilities Facilities Maintenance for the listed fiscal years. Maintenance for the listed fiscal years.
Note: In the above graphs the number of facilities has remained constant.
3000
2500 380 Actual 05-06 Actual 05-06 2000 370
1500 Estimated 06-07 360 Estimated 1000 06-07 350 500 Projected 07- 08 Projected 0 340 07-08 Work Orders Work Orders Number of Road Signs Received Completed Replaced
This graph indicates the total number of work requests This graph indicates the total number of road signs received and completed by Facilities Maintenance for replaced by Facilities Maintenance for the listed the listed fiscal years. fiscal years.
F-77 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Taxes and licenses Charges Other Local Program Fund balance Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 799,194 823,831 874,021 866,047 866,047 5.12% Supplies & Operating 218,591 242,943 262,105 262,105 262,105 7.89% Capital Outlay 65,894 41,407 97,600 97,600 97,600 135.71% Total 1,083,679 1,108,181 1,233,726 1,225,752 1,225,752 10.61%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 24 22 22 22 22 22 Part time Other Total 24 22 22 22 22 22
Emerging Issues
• Installation of equipment through the ESG Performance Contract • Detailed training is needed to fully utilize Maintenance Connection software • Replacement of vehicles • Removal of underground fuel tank and site remediation at the D.A. Halsey building
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Onslow County Fiscal Year 2007-08
Public Safety
Function Overview
Public safety activities consist of the activities of Sheriff, Jail, Emergency Management, EMS, Medical Examiner, Volunteer Fire Departments, Volunteer Rescue Squads and Animal Control.
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget REVENUES: Federal 587,642 195,681 205,000 205,000 205,000 0.00% State 31,652 29,000 17,000 17,000 17,000 0.00% Charges 3,869,222 3,551,188 3,257,345 3,257,345 3,257,345 0.00% Other Local 546,123 607,166 616,761 566,761 566,761 -8.11% Interest Earned 50 - - - - Total 5,034,689 4,383,035 4,096,106 4,046,106 4,046,106 -1.22%
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget EXPENSES: Salaries & Benefits 12,330,387 13,772,312 14,567,667 14,621,839 14,621,839 0.37% Supplies & Operating 2,961,592 4,100,699 5,294,279 5,278,820 5,278,820 -0.29% Contributions 1,489,050 2,140,713 2,144,733 2,137,433 2,137,433 -0.34% Capital Outlay 887,821 600,362 1,265,107 1,167,807 1,167,807 -7.69% Total 17,668,850 20,614,086 23,271,786 23,205,899 23,205,899 -0.28%
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved
POSITIONS: Full time 263 257 269 278 280 280 Part time 36 36 23 20 23 23 Other 3 5 5 5 5 5 Total 302 298 297 303 308 308
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Onslow County Department Summary Fiscal Year 2007-08 Sheriff 4310, 4312, 4320
Mission Statement
To provide perfect services to the citizens of Onslow County and when perfection has been accomplished, to continue toward an even higher level so the citizens of Onslow County live in the safest community in the world.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal 126,124 90,000 175,000 175,000 175,000 94.44% State 19,647 17,000 17,000 17,000 17,000 0.00% Charges 445,260 371,150 356,950 356,950 356,950 -3.83% Other Local 494,305 554,261 551,261 551,261 551,261 -0.54% Interest Earned 50 - - - - Total 1,085,386 1,032,411 1,100,211 1,100,211 1,100,211 6.57%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 6,462,169 7,262,483 7,197,077 7,560,930 7,560,930 4.11% Supplies & Operating 1,652,375 2,364,952 3,375,620 3,371,461 3,371,461 42.56% Capital Outlay 403,361 88,419 521,907 521,907 521,907 490.27% Total 8,517,904 9,715,854 11,094,604 11,454,298 11,454,298 17.89%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full Time 152 152 152 154 154 154 Part Time 0 0 0 0 0 0 Other 0 0 0 0 0 0
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Onslow County Division Detail Fiscal Year 2007-08 Sheriff 4310
Mission Statement
To provide perfect services to the citizens of Onslow County and when perfection has been accomplished, to continue toward an even higher level so the citizens of Onslow County live in the safest community in the world.
Department Overview
The service covered here are for the operation of the Sheriff’s Office. Includes all Law Enforcement activities except operation of the Jail.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal - State 19,647 17,000 17,000 17,000 17,000 0.00% Charges 305,135 281,150 289,950 289,950 289,950 3.13% Other Local 494,305 554,261 551,261 551,261 551,261 -0.54% Interest Earned Total 819,088 852,411 858,211 858,211 858,211 0.68%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 5,260,653 5,883,746 5,778,061 6,157,566 6,157,566 4.65% Supplies & Operating 671,164 748,352 958,620 954,461 954,461 27.54% Capital Outlay 381,597 88,419 496,907 496,907 496,907 461.99% Total 6,313,415 6,720,517 7,233,588 7,608,934 7,608,934 13.22%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Request Recommend Approved Full Time 115 115 115 117 117 117 Part Time 0 0 0 0 0 0 Other 0 0 0 0 0 0 G-5
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Onslow County Division Detail Fiscal Year 2007-08 Sheriff - Narc 4312
Mission Statement
To provide perfect services to the citizens of Onslow County and when perfection has been accomplished, to continue toward an even higher level so the citizens of Onslow County live in the safest community in the world. Funds used for Narcotics investigations.
Department Overview
This division reflects the receipts and expenditures of funds from drug seizures. These funds must be used on drug related activities.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal 104,360 90,000 175,000 175,000 175,000 94.44% State Charges Other Local Interest Earned 50 Total 104,410 90,000 175,000 175,000 175,000 94.44%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits Supplies & Operating 169,661 90,000 175,000 175,000 175,000 94.44% Capital Outlay Total 169,661 90,000 175,000 175,000 175,000 94.44% Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full Time 0 0 0 0 0 0 Part Time 0 0 0 0 0 0 Other 0 0 0 0 0 0
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Onslow County Division Detail Fiscal Year 2007-08 Sheriff – Jail 4320
Mission Statement
To provide perfect services to the citizens of Onslow County and when perfection has been accomplished, to continue toward an even higher level so the citizens of Onslow County live in the safest community in the world. Funds used for Narcotics investigations.
Department Overview
The funds budgeted in this division cover the costs of operating the Detention Facility.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges 140,125 90,000 67,000 67,000 67,000 -25.56% Other Local Interest Earned Total 140,125 90,000 67,000 67,000 67,000 -25.56%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 1,201,515 1,378,737 1,419,016 1,403,364 1,403,364 1.79% Supplies & Operating 811,549 1,526,600 2,242,000 2,242,000 2,242,000 46.86% Capital Outlay - - 25,000 25,000 25,000 100.00% Total 2,013,065 2,905,337 3,686,016 3,670,364 3,670,364 26.33%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Requested Approved Full Time 37 37 37 37 37 37 Part Time 0 0 0 0 0 0 Other 0 0 0 0 0 0
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Onslow County Department Summary Fiscal Year 2007-08 Emergency Service & Homeland Security 4330,4315,4336,4371
Mission Statement The Office of Emergency Services and Homeland Security enhances emergency response to, planning for and recovery from major emergencies that may occur in Onslow County. Under one department, Emergency Medical Services, the E-911 Communications Center, the Emergency Management Office, the Safety and Homeland Security Office, the Emergency Medical Services Division and the Fire Marshal's Office work together to provide the citizens of Onslow County with unified emergency services and organizational safety.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal 399,073 41,781 - - - -100.00% State 12,004 12,000 - - - -100.00% Charges 2,147,108 1,693,420 1,699,515 1,699,515 1,699,515 0.36% Other Local 535 1,905 14,500 14,500 14,500 661.15% Interest Earned - - - - - Total 2,558,719 1,749,106 1,714,015 1,714,015 1,714,015 -2.01%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 4,852,626 5,604,380 6,345,319 6,086,461 6,086,461 8.60% Supplies & Operating 930,873 1,254,111 1,392,819 1,392,819 1,392,819 11.06% Capital Outlay 379,728 306,541 579,900 579,900 579,900 89.18% Total 6,163,226 7,165,032 8,318,038 8,059,180 8,059,180 12.48%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full Time 91 83 95 100 103 103 Part Time 36 36 23 20 23 23 Other 3 5 5 5 5 5
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Onslow County Division Detail Fiscal Year 2007-08 Emergency Service -Administration 4330
Division Overview To serving the Citizens of Onslow County with coordinated and unified emergency services and homeland security capabilities. Coordinate with local, regional, and national levels of DOD, DHS, emergency management and homeland security agencies. Procurement and execution of national level volunteer programs as coordinated with the state of NC.
Major Accomplishments • Responded to 31 Server Weather and Hazardous Materials events in20 06-2007 • Onslow County recognized by NOAA as the first “Tsunami Ready Community” In North Carolina • Completed cyber security system for EOC/ E-911 center • 183 trained Community Emergency Response Team members
Key Goals and Objectives • Conduct emergency plans review, revision and maintenance • Respond to HAZMAT event • Track tropical storms • Respond to disaster events per existing plans and SOG’s • Conduct two annual emergency exercise • Participate in at least one regional exercise. • Conduct arson investigations • Prepare, Mitigate, Respond and Recover from disaster event
Performance Measures Measure Actual 05-06 Estimated 06-07 Projected 07-08 100% 100% 100% Emergency Management: Conduct plans review and - EM and HLS County - EM and HLS County - EM and HLS County annual maintenance on 100% Ordinance Ordinance Ordinance of Hazard Mitigation and - County EOP - County EOP - County EOP Emergency Operations Plans - County Hazard - County Hazard - County Hazard and ordnances Mitigation Plan Mitigation Plan Mitigation Plan
Fire: Maintain pending Fire 66.6% currently, 75% for this FY 75% for this FY Inspections to no more than program less than 12 (Estimate 95% for 06- (Estimate 95% for 06- 35 per month, 95% of the months old. 07, currently running @ 07, currently running @ time. 30-40 per Mo.) 30-40 per Mo.)
Fire: Successfully bring to 30%60 to date 96 total 30%60 adjudication/arrest 50% of all 20 Arson 9 Arson 20 Arson arson suspects investigated. 6 Arrested 3 Arrested 6 Arrested
30% 30% 30%
G-13 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal 12,004 12,000 -100.00% State 12,004 12,000 -100.00% Charges 9,210 8,420 14,515 14,515 14,515 72.39% Other Local 905 7,500 7,500 7,500 728.73% Program Fund balance Total 33,219 33,325 22,015 22,015 22,015 -33.94%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 278,870 344,106 372,070 369,725 369,725 7.45% Supplies & Operating 114,731 142,595 158,000 158,000 158,000 10.80% Capital Outlay 58,748 13,315 13,000 13,000 13,000 -2.37% Total 452,348 500,016 543,070 540,725 540,725 8.14%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full Time 6 7 7 7 7 7 Part Time 0 0 0 0 0 0 Other 3 4 4 4 4 4
Emerging Issues • Compliance for the National Incident Management System certifications within State and Federal timelines and standards. • Lack of adequate hurricane shelters to protect our population from Cat-4 and 5 level tropical cyclones. • Revenue Generation: Expansion and continuation of the “fee for service” concept for all services currently provided by this department. • EMAP
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Onslow County Division Detail Fiscal Year 2007-08 E-911 4315
Major Accomplishments
• Employee recognition program • Enhanced training program for new hires and existing staff • Emphasis on workplace safety and employee well being supported by ergonomic hardware and educational material • Support of agencies we service by involvement in special operations and providing employee and technical assistance • Initializing additional tower project to provide better radio support • Dispatching almost 68,000 calls for service • Initialization of 800 MHz rebanding project
Key Goals and Objectives
• Achieve accuracy percentage of 97% for EMD calls • Improve retention of staff through training, awards and recognition • Enhance radio communications with new tower site and equipment • Enhance support of agencies we service through involvement in special projects
Performance Measures Measure Actual 05-06 Estimated 06-07 Projected 07-08 EMD accuracy 96% 0 93% 97%
QA 10% of all EMD calls 1,116 1,292 1,400 QA 5% of all non-medical 0 2,588 3,000 calls
G-15 Charts Total number of Law, Fire and EMS calls in Onslow County beginning January 1, 2006 until December 31, 2006 equals 67,467. The graph below shows the percentage per group. Telecommunicators fielded and transferred approximately 6100 additional calls to State Highway Patrol and neighboring counties. We answered approximately 250,000 administrative calls and 76,000 911 calls. This is approximately 326,000 telephone calls per year. That’s an average of 893 phone calls per day. Quality assurance of all calls received, whether emergent or non-emergent, whether the service needed is law, fire, medical, referral, directions, information etc., are all calls for service. All calls for service should meet and/or exceed the expectation of professionalism and accurateness.
Revenue Chart Guide: NTPD - North Topsail Police Dept HRPD – Holly Ridge Police Dept RPD – Richlands Police Dept SPD – Swansboro Police Dept EMS – Emergency Medical Services FIRE – All county fire departments OCSD – Onslow County Sheriff Dept AEPD – Albert Ellis Police
Year 2006 Call Totals
0%
3%
3% 4%
5%
NTPD HRPD RPD 19 % SPD EM S FIRE OCSD 61% AEPD
5%
G-16 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local 7,000 7,000 7,000 100.00% Interest Earned Total - - 7,000 7,000 7,000 100.00%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 796,244 866,354 955,100 907,324 907,324 4.73% Supplies & Operating 137,866 184,620 189,428 189,428 189,428 2.60% Capital Outlay 10,982 7,200 7,200 7,200 -34.44% Total 934,110 1,061,956 1,151,728 1,103,952 1,103,952 3.95%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full Time 21 21 21 22 21 21 Part Time 3 3 3 0 3 3 Other
Emerging Issues
• Emerging Issue800 MHz rebanding project. • Construction of new radio tower in the Richlands area. • Construction and implementation of an Astro 25 800 MHz countywide radio system.
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Onslow County Division Detail Fiscal Year 2007-08 Medical Reserve Corp 4336
Department Overview
The Medical Reserve Corp Program of volunteers which includes physicians, nurses, paramedics, EMTs and other medical professionals. This corps of volunteers will augment and assist our existing EMS, hospital and public health professionals.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal 41,678 0.00% State Charges Other Local 1,000 - - Interest Earned Total 41,678 1,000 - - 0.00%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 3,900 Supplies & Operating 18,754 25,300 27,250 27,250 27,250 7.71% Capital Outlay 19,028 Total 41,682 25,300 27,250 27,250 27,250 7.71%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approve Full Time 0 0 0 0 0 0 Part Time 0 0 0 0 0 0 Other 1 1 1 1 1 1
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Onslow County Division Summary Fiscal Year 2007-08 Onslow County EMS 4371
Mission Statement
Onslow County EMS will provide the highest level of medical care, in the shortest time possible, to residents, personnel, and visitors adversely affected by injury or illness. Care will include compassion, support, and professionalism. Onslow County EMS also encourages education of medical professionals and the general public of the Onslow County communities.
Department Overview
Onslow County EMS is the primary emergency medical response for all injuries or illnesses in Onslow County with the exception of Camp Lejeune. We are dispatched by the Onslow County E-911 center to any person in need any area of the county and we respond day or night with 7 Paramedic ambulances manned with 2 paramedics each. Each paramedic is fully trained in the most advanced emergency medicine courses and capable of handling any emergency they are faced with. For Medical Direction, we contact Onslow Memorial Hospital ED or Naval Hospital Camp Lejeune ED. Patients are transported to those two in-county hospitals or upon request, to one of 7 out-of-county hospitals in Wilmington and the surrounding counties. Air Medical support is provided to Onslow County EMS via New Hanover’s AirLink, Pitt Memorial’s EastCare or USMC PEDRO stationed at Cherry Point, NC and will transport to one of two Trauma Centers in southeastern North Carolina. We also provide coordination of all medical, hospital and rescue services during disasters.
Major Accomplishments
• Responded to 12,000 911 emergency medical requests in 2006 • Accomplished over 4,100 Training hours in 2006 • Coordination of local volunteer rescue agencies and Medical Reserve Corps • Coordinate and monitor private franchise transport agencies operating within Onslow County • Implemented a system-wide Performance Measurements • Implemented Spanish Language translators on each ambulance • Implemented new bar code scanning program on each ambulance for Driver’s License, ID badges, credit cards, etc. • Joined the NC Debt Set-off program for unpaid EMS bills • Completed additions and improvements to EMS Station 6
Key Goals and Objectives
• Prepare resources to respond to unprecented growth for Onslow County. • Play major role in developing county, regional and state plans for Mass Evacuation and Special Need sheltering during a disaster • Implement new digital cell phone system with integrated cardiac monitors, mobile data terminals and computer aided dispatch through the E-911 center • Continue ambulance and First Responder vehicle replacement program
G-21 Performance Measures
Onslow County Division of EMS October - December 2006 SUMMARY OF PERFORMANCE
Response Time 31% Time On Scene 48% EMS Response To Call 100% EMS Response To Call Mode & Unit 100% Out-of-County Transport 100% Findings/Diagnosis 100% Spinal Management 100% Oxygen Administration 100% ECG 100% CPAP 100% RSI 100% Internal Review/Sentinel Event 100% Customer Satisfaction 100%
QUARTERLY AVERAGE SCORE 90.7%
G-22 Charts
OVERALL QUARTERLY PERFORMANCE MEASUREMENTS
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0% July - September October - January - March April - June 2006 July - September October - 2005 December 2005 2006 2006 December 2006
This chart reflects quarterly average percentage where the performance measures were met.
RESPONSE TIME PERFORMANCE MEASUREMENT
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00% Goal July - September October - January - March April - June 2006 July - September October - 2005 December 2005 2006 2006 December 2006
Our goal is to respond to 90% of all calls for EMS ambulance service within 9 minutes of dispatch. This chart shows the percentage each quarter that our actual response time met this goal.
G-23 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges 2,137,898 1,685,000 1,685,000 1,685,000 1,685,000 0.00% Other Local 535 Interest Earned Total 2,138,433 1,685,000 1,685,000 1,685,000 1,685,000 0.00%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 3,725,433 4,393,920 5,018,149 4,809,412 4,809,412 9.46% Supplies & Operating 591,265 881,109 1,018,141 1,018,141 1,018,141 15.55% Capital Outlay 196,248 265,750 559,700 559,700 559,700 110.61% Total 4,512,946 5,540,779 6,595,990 6,387,253 6,387,253 15.28%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 64 55 67 71 75 75 Part Time 33 33 20 20 20 20 Other
Emerging Issues
• Implementation of EMS 8 to help lower response times. • Cardiac monitor replacement
G-24
Onslow County Department Summary Fiscal Year 2007-08 Volunteer Fire Departments 4340
Department Overview
These funds provide for our contribution to the twenty (20) Volunteer Fire Departments of the county. Each department serves as five-mile district. There are approximately 519 volunteer firefighters with over 100 pieces of fire apparatus. The Onslow County Fire Commission establishes and governs administrative policy and procedures, prepares and submits the annual budget request and serves as liaison to the County Commissioners.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Interest Earned Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits Supplies & Operating 28,167 30,000 35,000 35,000 35,000 16.67% Contribution to VFD 1,250,000 1,854,433 1,849,433 1,849,433 1,849,433 -0.27% Capital Outlay Total 1,278,167 1,884,433 1,884,433 1,884,433 1,884,433 0.00%
G-25
G-26
Onslow County Department Summary Fiscal Year 2007-08 Medical Examiner 4360
Department Overview
The Medical Examiner is responsible for investigating deaths in the County who are unattended or occur under questionable circumstances. The Examiner determines whether the death resulted from criminal act or default on the part of another person. If it appears that criminal homicide has occurred, the Medical Examiner continues the investigation to whatever extent necessary to assist law enforcement authorities in determining or apprehending the person(s) criminally responsible. The current medical examiner’s function is part of a statewide system supervised and financed primarily at the state level. Funding is mandated.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Interest Earned Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits Supplies & Operating 74,000 85,000 85,000 85,000 85,000 0.00% Capital Outlay Total 74,000 85,000 85,000 85,000 85,000 0.00%
G-27
G-28
Onslow County Department Summary Fiscal Year 2007-08 Volunteer Rescue Squads 4370
Department Overview
These funds provide for the support of the seven (7) Volunteer Rescue Squads and the Special Incident Response Team.
Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Interest Earned Total - - - -
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits Supplies & Operating 59,098 81,520 91,100 79,800 79,800 -2.11% Contribution to VRS 239,050 286,280 295,300 288,000 288,000 0.60% Capital Outlay 31,880 40,000 - - Total 330,027 367,800 426,400 367,800 367,800 0.00%
Emerging Issues
• Replacement of Crash Truck for Holly Ridge. This is a joint effort of the VFD & VRS.
G-29
G-30
Onslow County Department Summary Fiscal Year 2007-08 Animal Control 4380
Division Overview
Primary Animal Control duties include patrolling for loose or stray animals and responding to complaints about animals, investigate animal cruelty complaints and animal bites, operation of the Animal Shelter, providing pet adoption/redemption services and animal turn-in or pick-up, rabies control and coordination of rabies vaccination clinics and educational classes to the citizens of Onslow County.
Major Accomplishments
Purchase of an incinerator Chameleon software Passed the state’s requirements to operate the animal shelter Adopted out over 2,000 animals
Key Goals and Objectives
Laptops for road officer Chameleon software for the laptops Continue working on a spay/neuter program for the county
Performance Measures
• Make contact with routine animal complainants within a 24-hour period of complaint. For routine Friday and weekend complaints, make contact with complainant by next working day. • Process refunds and submit to Health Director within 5 working days of client submission at the Animal Shelter.
G-31 Charts
ANIMALS SHELTERED**
10,000
8,000 ONSLOW DAVIDSON 6,000 CABARRUS 4,000 IREDELL 2,000 CUMBERLAND PITT 0 ANIMAL SHELTERED BRUNSWICK 2005
10,000 ONSLOW 8,000 DAV IDSON 6,000 CABARRUS
4,000 IREDEL L CUMBERLAND 2,000 PITT 0 BRUNSWICK ANIMALS SHELTERED 2006
These two charts provide comparable data on the number of animals received to counties of similar size. Onslow County has experienced a continual upward trend in the number of animals sheltered at least the past five years and we were a frontrunner this past year as related to the comparison counties.
We experienced not quite a one percent increase over the preceding year and we housed over 18 percent more animals in 2006 than we did five years prior to that.
G-32 ANIMAL COMPLAINTS**
12,000 ONSLOW 10,000 ALAMANCE 8,000 CABARRUS 6,000 IREDEL L 4,000 CUMBERLAND 2,000 PITT 0 ANIMAL COMPLAINTS 2005 BRUNSWICK
2005 ONSLOW 9,839 ALAMANCE 7,500 CABARRUS 9,000 IREDELL 9,256 CUMBERLAND 11,679 PITT 1,896 BRUNSWICK 3,514
10,000 ONSLOW 8,000 ALAMANCE 6,000 CABARRUS
4,000 IREDEL L CUMBERLAND 2,000 PITT 0 BRUNSWICK ANIMAL COMPLAINTS 2006
2006 ONSLOW 8,964 ALAMANCE N/A CABARRUS 6,500 IREDELL 8,898 CUMBERLAND N/A PITT 1,807 BRUNSWICK 3,400
These two charts compare the number of animal complaints received with counties of similar size.
The number of animal complaints investigated by Onslow County Animal Control on an annual basis normally ranges from slightly below 8000 to almost 10, 000 per year.
We investigate more animal complaints than all of the comparison counties shown except Cumberland County, which data was not available for 2006.
G-33 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal 62,445 63,900 30,000 30,000 30,000 -53.05% State Charges 117,258 108,500 102,600 102,600 102,600 -5.44% Other Local 51,284 51,000 51,000 1,000 1,000 -98.04% Interest Earned Total 230,986 223,400 183,600 133,600 133,600 -40.20%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 349,816 408,408 420,208 416,523 416,523 1.99% Supplies & Operating 133,744 186,120 208,650 208,650 208,650 12.11% Capital Outlay 60,115 127,130 20,000 20,000 20,000 -84.27% Total 543,675 721,658 648,858 645,173 645,173 -10.60%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 11 11 11 11 11 11 Part Time Other
Emerging Issues
Horse cruelty cases To contract with a veterinarian to euthanized the animals using the staff only. New State Law for Euthanizing
G-34
Onslow County Division Detail Fiscal Year 2007-08 Building Code 4911
Division Overview
The Building Code Section ensures safe and healthy buildings, structures, and housing in a cost-effective and cooperative manner. It does so by reviewing new construction and alteration plans to ensure building, electrical, mechanical, and plumbing work comply with the North Carolina State Building Code, inspecting all stages of construction/installation for Code compliance, and enforcing violations of the Code. It also regularly inspects public schools and daycare facilities for compliance with National Fire Protection Association Codes. The Section discovers and investigates complaints about violations of the County’s Minimum Housing Standards, enforces violations of the Standards, and supports and administers appeals to the Housing Board of Appeals.
Major Accomplishments
• Ensured more consistent Code interpretations through staff communication and development and regular use of inspection checklists • Reduced the average number of inspections per day per inspector from 17 to 12 • Obtaining formal local adoption of State building codes • Improved the Section's reputation among builders as being thorough, yet fair, consistent, and willing to help in Code compliance • Began training on computer tablets for wireless, in-the-field use of new Accela permitting software
Key Goals and Objectives
• Reduce time and cost of reviewing building plans by 25% in FY 2007-08. o Use Accela software to monitor future processing times for various application types • Improve the County’s Building Code Effectiveness Grading Schedule from Class 8 to Class 5 by FY 2008-09 o Monitor and help County support efforts to add windborne debris standards to State Building Code o Increase amount of training for each Code Enforcement Officers to 96 hours per year, by FY 2008-09 o Provide Code Enforcement Officers incentives to obtain additional certifications, in FY 2007-08 o Reduce average inspections per Code enforcement Officer to 10 per day, by FY 2008-09 o Expand and document public-awareness programs for building code enforcement and flood mitigation, in FY 2007-08 o Use Accela software to document plan reviews and inspections in greater detail • Transition to in-the-field use of Accela permitting software and tablet computers and mobile printers • Reduce time and cost required to investigate and resolve minimum housing violations by 10% in FY 2007-08. • Increase satisfaction with service by 10% by FY 2008-09.
G-35 Performance Measures Measure Actual 05-06 Estimated 06-07 Projected 07-08 No. of plan reviews n/a n/a % of plan reviews completed w/in 5 days n/a 70 8 of plan receipt No. of inspections 20,870 21,460 21,000 % of inspections conducted w/in 3 days n/a 70 80 of request % of Code Officers using mobile computer 0 0 100 units to access and input inspection data Checklists for plan Residential none Residential review (list) Commercial Checklists for Residential (9) Residential (22) inspections (list & no.) Commercial (6) Commercial (9) none Fire (3) Fire (5) Misc. (2) Misc. (3) No. of quarterly informational meetings 0 4 4 with development community No. of staff with Level II standard certificates 2 1 2 in at least 3 Code enforcement areas No. of minimum 61 162 180 housing complaints % of housing complaints investigated n/a 70 80 and resolved within 90 days % of surveyed customers satisfied n/a n/a 70 with service
G-36 Charts
Inspections Conducted 2001 - 2006
25000
20000 21214 20726
17171 15000
13210 Inspections 11792 10000 No. of Inspections
5000 5421
0 2001 2002 2003 2004 2005 2006 Calendar Year
This chart shows the impact of growth in the County as represented by the number of inspections conducted by our Building Code Officers.
G-37 Revenue
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal - State Charges 1,159,597 1,378,118 1,098,280 1,098,280 1,098,280 -20.31% Other Local Interest Earned Total 1,159,597 1,378,118 1,098,280 1,098,280 1,098,280 -20.31%
Expenses
% Change 2006 2007 2008 2008 2008 from FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 665,775 497,041 605,063 557,925 557,925 12.25% Supplies & Operating 83,337 98,996 106,090 106,090 106,090 7.17% Capital Outlay 12,738 78,272 103,300 46,000 46,000 -41.23% Total 761,850 674,309 814,453 710,015 710,015 5.30%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 9 11 11 13 12 12 Part Time Other
Emerging Issues
• Whether national drop in new housing starts will hit Onslow County and level off inspection workloads—an opportunity to allow Section to catch up with day-to-day demands and devote more time to improving service levels • Continued training in use of new Accela permitting software and tablet computers • Being able to attract, hire, and retain Level III certified building inspectors to handle greatly increased number of school inspections (new construction and biannual) and commercial inspections • Resolution of BCEGS issue regarding State’s deletion of windborne debris provisions from State Building Code • Incentives for, and continued training of, building inspectors to attain higher levels of standard certificates in multiple code enforcement areas • Whether to focus building inspector hiring and training on developing all inspectors with multi- trade Level II certifications or on developing some inspectors with single- or dual-trade Level III certifications.
G-38
Onslow County Fiscal Year 2007-08
Transportation
Function Overview
Transportation activities consist of those at Albert J. Ellis Airport and financial contribution for the Onslow United Transportation System.
% Change 2006 2007 2008 2008 2008 From Actual Amended Department Manager Board 2007 Balance Budget Requested Recommend Approved Budget REVENUES: Federal 133,927 135,000 136,760 136,760 136,760 1.30%
State - - - - - Charges 850,517 849,477 1,036,583 1,036,583 1,036,583 22.03% Other Local 4,047 4,500 4,800 4,800 4,800 6.67% Program Fund balance Total 988,491 988,977 1,178,143 1,178,143 1,178,143 19.13%
% Change 2006 2007 2007 2008 2008 From Amended Adopted Amended Department Manager 2007 Budget Budget Budget Requested Recommend Budget EXPENSES: Salaries & Benefits 795,969 960,340 1,037,945 990,590 990,590 3.15% Supplies & Operating 312,919 371,234 414,005 414,005 414,005 11.52%
Capital Outlay 10,700 17,198 92,200 92,200 92,200 436.11%
Total 1,119,588 1,348,772 1,544,150 1,496,795 1,496,795 10.97%
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved POSITIONS: Full time 21 21 21 22 21 21 Part time 2 2 2 4 3 3 Other - - - - - Total 23 23 23 26 24 24
H-1
H-2
Onslow County Department Summary
Fiscal Year 2007-08 Airport 4530
Mission Statement
To provide safe, efficient, high quality regional air transportation services that are responsive to our citizens’ needs and desires
Department Overview
Through partnerships with commercial and general aviation businesses, the airport provides commercial air transportation and general aviation services to satisfy the aviation and air transportation needs of the citizens of Onslow County, the military bases, and surrounding areas.
The provision of air transportation services is a proprietary function and not an inherent function of local governments; however, Onslow County has chosen to operate an airport to support and sustain economic development, promote tourism, and to enhance our citizens’ quality of life.
Major Accomplishments
• Successfully recruited Delta Airlines into the OAJ market • Completed security upgrade of terminal & access gates (grant-funded) • Programmed $3.3M with FAA for capital improvements in FY 2007-08
Key Goals and Objectives
• Increase enplanements by 10.5% over FY 2006-07 • Maintain a low cost per enplanement status among airports of comparable size & scope of operations
H-3
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Enplanements 89,373 95,000 105,000
Costs Per Enplanement $12.09 $14.06 $14.68
Charts
Enplanements
95,000
100,000 Estimated
80,000 5 ,40 35 60,000 0 ,00 73 05 40,000 9,3 1 8 5 ,59 20,000 59 0 2005-06 Actual 2006-07 Estimated & 2007-08 Projected Actual YTD
Actual Projected
We have seen an increase in the use of the airport with the arrival of Delta Airlines. Passenger traffic has increased as shown by the number of enplanements.
Costs Per Enplanement US Airports with 85K to 122K Enplanements
62 0. 74 $5 7. $50.00 $4
$40.00 2 0 6.7 .2 52 3 2 26 4. .0 8 3 2 1 $30.00 $ $ $2 23 0.9 0.9 .2 .8 0 $ 2 2 20 9 .0 7 $ $ $ $1 7 5.4 80 38 3 7 9 1 $1 1 3. 3. 3.0 .1 .0 .9 $20.00 $ $1 $1 1 12 12 11 12 $ $ $ $ 9. $10.00 $ $0.00 Y X D T Y R A O Z A N C A L , TX , T N WA A , WI , , , e , C y e, n, s, r, WY a, M th o it o o tion k e n i ka, ss le re o Bern, NC nr aredo Kenai, AK e rning, N ham Tyler, TX o L amt Sta For asp o g h d C H /C in urang ew ead C M Aguadilla, PR e a ort Sm ta/Eu D N h g F a La Cr Bing lle Bell Jacksonville, NC o Gran rc Bull C Elmir A
A comparison of the cost per enplanement of airports of similar size shows our cost is the third lowest of $12.09.
H-4
Revenue
% Change 2006 2007 2008 2008 2008 From Actual Amended Department Manager Board 2007 Balance Budget Requested Recommend Approved Budget Federal 133,927 135,000 136,760 136,760 136,760 1.30% State Charges 850,517 849,477 1,036,583 1,036,583 1,036,583 22.03% Other Local 4,047 4,500 4,800 4,800 4,800 6.67% Program Fund balance Total 988,491 988,977 1,178,143 1,178,143 1,178,143 19.13%
Expenses
% Change 2006 2007 2008 2008 2008 From Actual Amended Department Manager Board 2007 Balance Budget Requested Recommend Approved Budget Salaries & Benefits 795,969 960,340 1,037,945 990,590 990,590 3.15% Supplies & Operating 312,919 371,234 414,005 414,005 414,005 11.52% Capital Outlay 10,700 17,198 92,200 92,200 92,200 436.11% Total 1,119,588 1,348,772 1,544,150 1,496,795 1,496,795 10.97%
Positions
Budget Budget as Manager Board Actual FY As Adopted Amended Requested Recommends Approved 05-06 06-07 06-07 07-08 07-08 07-08 Full Time 21 21 21 22 21 21 Part Time 2 2 2 4 3 3 Other
Emerging Issues
• Expansion of parking lot by 100-110 spaces in FY 2007-08 (CIP Item)
H-5
H-6
Onslow County Fiscal Year 2007-08
Economic & Physical Development
Function Overview
The Economic & Physical Development section consists of activities such as cooperative extension, planning & community development and tourism.
REVENUES
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 21,312 22,975 22,500 22,500 22,500 -2.07% State 63,558 31,300 24,662 24,662 24,662 -21.21% Charges 1,330,586 1,292,811 1,347,000 1,447,000 1,447,000 11.93% Other Local 11,911 3,800 1,800 1,800 1,800 -52.63% Interest 67,952 50,000 - 30,000 30,000 -40.00% Program Fund balance - 1,028,600 423,997 302,400 84,697 -91.77% Total 1,495,319 2,429,486 1,819,959 1,828,362 1,610,659 -33.70%
EXPENSES
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 546,444 987,789 1,131,684 1,039,733 1,039,733 5.26% Supplies & Operating 837,025 1,110,095 1,206,500 1,327,450 1,277,450 15.08% Contribution to other agencies 1,394,489 1,125,711 1,224,997 1,073,400 914,697 -18.74% Capital Outlay 21,235 496,810 163,180 95,000 72,000 -85.51% Total 2,799,193 3,720,405 3,726,361 3,535,583 3,303,880 -11.20%
POSITIONS 2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 17 20 22 24 22 22 Part time 2 1 - - - - Other 14 16 16 17 17 17 Total 33 37 38 41 39 39
I-1
I-2
Onslow County Department Summary
Fiscal Year 2007-08 Planning and Development 4910, 4912 - 4916
Mission Statement
The Planning and Development Department fosters the sustainable growth and development of Onslow County.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 175 - - - - 0.00% State 22,353 27,300 11,162 11,162 11,162 -59.11% Charges 123,850 119,200 147,000 147,000 147,000 23.32% Other Local 200 2,300 300 300 300 -86.96% Program Fund balance - - - - - 0.00% Total 146,578 148,800 158,462 158,462 158,462 6.49%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 383,398 840,661 974,422 883,476 883,476 5.09% Supplies & Operating 76,264 300,139 292,587 242,587 242,587 -19.18% Contribution to other agencies 3,741 - - - - 0.00% Capital Outlay - 63,010 103,100 36,000 36,000 -42.87% Total 463,403 1,203,810 1,370,109 1,162,063 1,162,063 -3.47%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 10 17 19 21 19 19 Part time 1 1 - - - - Other ------Total 11 18 19 21 19 19
I-3
I-4
Onslow County Division Detail Fiscal Year 2007-08 Administration 4910
Division Overview
The Administration Section provides and fosters leadership and management necessary to effective Department performance and facilitates the effective and efficient provision of Department services. It does so by setting Department direction and goals, assisting Section Administrators in effectively managing Section work and staff, and overseeing all Departmental activities and staff including the management and oversight of the Department’s budget, payroll, recruiting, purchasing, accounts receivable and payable, and accounting activities.
Major Accomplishments
• Facilitated reallocation of staff and resources to allow Sections to keep up with substantially increased number of development-related applications and inspections with minimal diminution in effectiveness or timeliness • Assisted Planning Section's Planners in developing project work plans • Assisted Section Administrators in preparing employee performance expectations for individual positions • Initiated program and schedule for informal 6-month employee performance appraisals • Implemented reorganization of Department's various budgets and assisted Section Administrators in taking responsibility for managing Section budgets
Key Goals and Objectives
• Lead the Department towards the effective achievement of its and the County's goals and objectives through the development and implementation of work plans • Supervise Department staff with clearly defined performance expectations and fair assessments of progress towards meeting them • Assist Section Administrators with exerting greater authority and accountability in preparing and managing Section budgets • Manage payroll and purchases effectively and efficiently • Coordinate the identifying and meeting Sections' various resource needs • Collect and maintain data used to assess achievement of Sections' performance measures
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08
No. of budget amendments 14 7
I-5
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 333,304 120,343 127,401 126,731 126,731 5.31% Supplies & Operating 71,226 22,586 25,165 25,165 25,165 11.42% Contribution to other agencies 3,741 0.00% Capital Outlay 24,250 36,000 -100.00% Total 408,272 167,179 188,566 151,896 151,896 -9.14%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 7 2 2 2 2 2 Part time 1 Other Total 8 2 2 2 2 2
Emerging Issues
• Incorporating new initiatives and priorities established by Board of Commissioners and County Manager into Department work program • Adapting to County's new financial software
I-6
Onslow County Division Detail Fiscal Year 2007-08 Planning 4912
Division Overview
The Planning Section develops citizen-based plans, policies, and strategies to address the County’s economic, environmental, and social conditions and needs in a sustainable manner. It does so by developing and maintaining an effective Comprehensive Plan through a continual and participatory planning process. That process involves: collecting and analyzing information about present economic, environmental, and social conditions and needs; projecting future conditions and needs; prioritizing needs; developing goals and objectives to meet needs; identifying, evaluating, and choosing among alternative policies to achieve goals and objectives; and developing strategies, programs, and regulations to implement policies. The Section works cooperatively with outside agencies to identify and plan for transportation, water supply, wastewater disposal, and other infrastructure needs. It also serves as the County’s principal source of demographic data used for various types of planning and coordinates planning for community facilities. And it support reviews and actions by the Planning Board and various ad hoc committees created to address growth management issues.
Major Accomplishments
• Completed Phase I of two-year process to update Comprehensive Plan using Coastal Area Management Act matching grant; initiated Phase II of process after delay in obtaining Phase II grant funding from State • Got most County-recommended road improvements onto State's draft 2007-20013 Transportation Improvement Program • Developed substantial amendments to Solid Waste Management Ordinance to address removal of abandoned manufactured homes, better address junkyard screening, and improve enforcement • Created income-based loan program to assist owners' demolition of abandoned manufactured homes • Solicited community input on proposal to preserve and protect the County's commercial and traditional fishing operations, and prepared Zoning Ordinance amendments to address that community-identified need • Evaluated and identified County options to address storm water management under new State laws • Assumed primary County role in coordinating design and development activities for major County facilities (jail/sheriff's office, administrative office building) • Began having a master plan, preliminary engineering studies, and a storm water management plan prepared for County-owned Burton Industrial Park, in preparation for making it marketable
Key Goals and Objectives
• Complete update of Comprehensive Plan by 3rd quarter of FY 2007-08 o Complete draft comprehensive plan by 1st quarter of FY 2007-08 o Complete plan revisions required by State review and submit for approval by 3rd quarter of FY2007-08 • Complete measures needed to make County’s Burton Industrial Park immediately marketable o Complete master plan by 3rd quarter of FY 2006-07 I-7 o Complete preliminary engineering and storm water management plan by 4th quarter of FY 2007-08 o Submit State environmental applications in 4th quarter of FY 2007-08 o Implement landscaping and street lighting improvements in 3rd quarter of FY 2007-08 • Facilitate compliance with new State storm water laws o Develop amendments to subdivision regulations requiring storm water management plans for built-out subdivisions and strengthening requirements for maintenance of storm water facilities o Develop and begin implementing required best management practices for public education and outreach, public involvement and participation, illicit discharge detection and elimination, construction site runoff controls, post-construction site runoff controls, and pollution prevention and good housekeeping in FY 2007-08 • Help implement the Joint Land Use Study Implementation Committee recommendations by developing a program to educate public and especially property buyers about the potential impacts of Base military operations on nearby communities • Develop Zoning Ordinance amendments to better ensure compatibility between air operations at Albert J. Ellis Airport and land uses on surrounding properties • Define future sewer service areas and develop policies and regulations to focus growth and development into them, by end of FY 2007-08 o Work with ONWASA and area municipalities to identify and plan for future sewer service areas o Incorporate policies directing growth to those areas in the comprehensive plan update o Develop regulations to implement directive policies • Establish Department as center for demographic data in FY 2007-08 o Identify demographic data resources and compile data, by 2nd quarter of FY 2007-08 o Organize demographic data and make it available to County department and online, by 3rd quarter of FY 2007-08 o Start developing annual estimates and projections for selected demographic data, by 3rd quarter of FY 2007-08 • Establish Department role as coordinator of community facility planning o Participate in Board of Commissioners' and Administration's facilities planning efforts for FY 2007-08 o Develop and initiate a regular coordinated process for inter-agency identification, evaluation, and programming of mid- to long-range facility needs • Work with Land Use Section towards consolidating development-related regulations into one ordinance in FY 2008-09. • Continue to analyze all rezoning, special use permit, and subdivision proposals for consistency with Comprehensive Plan policies. • Keep up-to-date information about Comprehensive Plan and update process on the Department website and provide for interactive comments. • Enhance staff capacity to use GIS to analyze information and produce display maps
I-8 Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 % of Phase I CAMA plan update 50 85 100 completed % of Burton Industrial Park n/a 5 80 preparation work completed % of sewer service area identification 0 0 50 and mapping completed % of community facility planning 0 10 30 program in place No. of Planners trained or 0 2 2 experienced in GIS analysis and mapping
I-9 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 22,100 27,300 8,662 8,662 8,662 -68.27% Charges 0.00% Other Local 2,000 0.00% Program Fund balance 0.00% Total 22,100 29,300 8,662 8,662 8,662 -70.44%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 96,678 99,447 98,777 98,777 2.17% Supplies & Operating 43,273 33,992 33,992 33,992 -21.45% Contribution to other agencies 0.00% Capital Outlay 0.00% Total - 139,951 133,439 132,769 132,769 -5.13%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 2 2 2 2 2 2 Part time Other Total 2 2 2 2 2 2
Emerging Issues
• Implementation of new comprehensive plan policies may involve substantial regulatory changes, creating adaptation issues for Department staff and public • Additional training in GIS to develop analysis abilities • Increased cross training of Section staff to provide backup support • Need impact analysis software for long-term and short-term planning • Coordinating planning and engineering work for future layout and improvements in Burton Park with immediate offers to buy building sites
I-10
Onslow County Division Detail
Fiscal Year 2007-08 Community Development 4913
Division Overview
The Community Development Section helps revitalize rural communities by eliminating substandard housing and blight conditions and promoting economic development. It does so by planning for the provision of affordable housing and managing use of monies awarded from State Community Development Block Grant (CDBG) programs, as well as other State and federal funding sources, to provide housing assistance for low-income households and improve infrastructure serving low-income neighborhoods. It works with Onslow Community Health Improvement Process (CHIP) to help obtain and administer the Individual Development Accounts (IDA) Program for Homeownership Assistance, which helps low-income households save for and obtain financing to buy a home. The Section collects and analyzes economic data and information, plans for economic development, and promotes economic development projects that help create and retain jobs.
The Section also assists area nonprofit organizations and community groups in building their capacity to address the County's affordable housing, community development, and economic development needs.
Major Accomplishments
• Completed CDBG Scatted Site Housing (SSH) project assisting 6 very-low-income households with needed replacement housing • Helped low-income households save for and obtain financing to buy a new home through CDBG Individual Development Account (IDA) grant • Submitted application for $700,000 CDBG-Concentrated Needs grant to provide street, utility, drainage, and housing improvements in blighted area at the Frost Lane/Mattocks Road intersection in the Belgrade area • Submitted application for $75,000 CDBG-Capacity Building grant to facilitate the North East Community Development Corporation, a local nonprofit organization, to extend its community development activities to include new construction of affordable housing in the Southwest community
Key Goals and Objectives
• Develop and apply well-defined process and criteria for determining eligibility and prioritizing needs for housing assistance (deferred from 2006-07) • Increase active participation in the CDBG-IDA program by 10% in FY 2007-08 • Identify and apply for new funding to help plan for and provide housing assistance for low- and moderate-income households • Provide referrals for citizens needing housing assistance not provided by County’s programs • Assess County housing needs in FY 2008-09 • Reduce complaints about housing assistance programs by 20% in FY 2007-08
I-11 Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 No. of households provided replacement 0 6 0 housing under CDBG- SSH program % of potential housing assistance recipients 12 12 20 with eligibility determined No. of referrals to outside housing n/a 60 120 organizations % decrease in no. of n/a 20 50 service complaints
I-12
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 253 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 253 - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 50,093 49,210 49,117 48,782 48,782 -0.87% Supplies & Operating 5,038 5,570 10,135 10,135 10,135 81.96% Contribution to other agencies 0.00% Capital Outlay 18,000 18,000 18,000 100.00% Total 55,131 54,780 77,252 76,917 76,917 40.41%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 1 Part time Other Total 1 1 1 1 1 1
Emerging Issues
• County must compete for limited outside funding for its housing assistance programs, which substantially limits opportunities to effectively address housing needs • Greater coordination with other organizations to better address unmet housing needs • Reevaluate administration needs for CDBG-IDA program • Section role in housing has shifted from administering specific CDBG programs (now being outsourced) to assessing housing needs, seeking more funding and collaborative opportunities to provide affordable housing and coordinating affordable housing efforts in the county by a number of entities
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I-14
Onslow County Division Detail
Fiscal Year 2007-08 Land Use 4914
Division Overview
The Land Use Section implements the County’s growth management and environmental policies in a cost- effective and cooperative manner. It does so by coordinating the interagency review of new development, land use changes, and land divisions to ensure they comply with the County’s Zoning Ordinance, Subdivision Ordinance, and Flood Damage Prevention Ordinance, as well as certain State regulations under the Coastal Area Management Act, and by enforcing violations of those Ordinances and regulations. The Section reviews requests to amend the Zoning Map for consistency with the Comprehensive Plan and contributes to amending regulations to better implement the Plan. It also administers and supports appeals to the Board of Adjustment as well as reviews and actions by the Planning Board and various ad hoc boards and committees created to address issues related to growth management. The Section discovers, and investigates complaints about, violations of the County’s Solid Waste Management Ordinance, and works with the County's Keep Onslow Beautiful program to publicize solid waste and other environmental regulations and policies.
Major Accomplishments
• Clarified and documented Fee Schedule and Central Permitting policies to ensure consistency • Consolidated collection of all Department fees within Central Permitting office • Developed information sheets and checklists relating to the development process for distribution to potential applicants and the public • Customized design of Accela permitting software to support County building, zoning, environmental health, and fire inspection processes and report needs • Reviewed and recoded data in existing Tidemark permitting system to ensure smooth migration into Accela system • Organized historical files to better enable compliance with record retention requirements and save office space • Added Chief Central Permitting Assistant position and replaced and trained two new Central Permitting Assistants (including one trained in Spanish) • Designed permit applications for individual building trades • Created or revised 49 Standard Operating Procedures
Key Goals and Objectives
• Reduce time and cost required to review zoning permit applications by 20% in FY 2007-08 • Reduce time and cost required to review rezoning applications by 5% in FY 2007-08 • Reduce time and cost required to review subdivision applications by 10% in FY 2007-08 • Place information about permit applications and review processes on the Department website by 2nd quarter of FY 2007-08, and allow online filling out and submittal of applications by FY 2008- 09 • Analyze impacts and Comprehensive Plan consistency for all rezoning, special use permit, and subdivision proposals, by the end of FY 2007-08 o Identify impacts deserving analysis (e.g., environmental, transportation, fiscal) and appropriate analysis methodologies, by 2nd quarter of FY 2007-08 o Implement impact analyses by 3rd quarter of FY 2007-08 • Complete implementation of Joint Land Use Study recommendations in FY 2007-08
I-15 • Work with the Planning Section towards consolidating development-related regulations into one ordinance by FY 2008-09 • Create and distribute customer satisfaction survey in 1st quarter of FY 2007-08 • Increase satisfaction with service by 10% by FY 2008-09
Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 No. of zoning permit 1610 2000 2000 applications received % of basic zoning permit reviews completed within 5 n/a n/a 50 days of application receipt No. of special use permit 16 20 20 applications received % of special use permit application reviews n/a n/a 50 completed within 60 days of receipt No. of sketch or preliminary subdivision plat 46 68 50 applications received % of sketch or preliminary subdivision plat application n/a n/a 50 reviews completed within 60 days of receipt No. of final subdivision plat and exempt division 60 60 60 applications received % of final subdivision plat and exempt division application reviews n/a n/a 50 completed within 5 days of receipt of receipt No. of rezoning 15 22 18 applications received % of rezoning application reviews completed within n/a n/a 70 60 days of receipt No. of environmental cases 880 1100 1000 started % of environmental cases investigated and resolved n/a n/a 70 within 60 days 60 days of start Average complaint n/a 1-2 days 1 day response time Applications submittable none none none from Department website % of surveyed customers n/a n/a 70 satisfied with service
I-16
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 175 0.00% State 2,500 2,500 2,500 100.00% Charges 123,850 119,200 147,000 147,000 147,000 23.32% Other Local 200 300 300 300 300 0.00% Program Fund balance 0.00% Total 124,225 119,500 149,800 149,800 149,800 25.36%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 386,539 495,090 407,494 407,494 5.42% Supplies & Operating 89,342 84,740 84,740 84,740 -5.15% Contribution to other agencies - 0.00% Capital Outlay 36,700 49,100 18,000 18,000 -50.95% Total - 512,581 628,930 510,234 510,234 -0.46%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 8 9 11 9 9 Part time 1 Other Total - 9 9 11 9 9
Emerging Issues
• Continued training in use of new Accela permitting software • Increased cross training of Section staff to provide backup support • Further streamlining of zoning permit review processes to reduce unnecessary time and costs • Addition of Planner to assist Land Use Administrator in reviewing greatly increased rezoning, special use permit, and subdivision applications • Additional Zoning and Environmental Officer(s) to continue to effectively and timely handle greatly increased number of zoning permit reviews and zoning and solid waste violations, and facilitate cooperative implementation of revised Solid Waste Management Ordinance • County participation in the National Flood Insurance Program's Community Rating System (CRS), which provides discounted flood insurance rates in exchange for community actions that reduce flood losses, facilitate accurate insurance ratings, and promote the awareness of flood insurance
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I-18
Onslow County Division Detail
Fiscal Year 2007-08 Central Permitting 4915
Division Overview
The Central Permitting Section provides efficient and customer-friendly “one-stop shopping” for zoning permits, building permits, and inspections. It does so by providing information about the County’s development permitting processes, accepting and processing development permit applications, tracking application review, collecting application fees, issuing permits, scheduling and tracking zoning and building inspections, and preparing regular reports on the permitting processes. The Section also monitors County use of permitting software and coordinate upgrades and improvements needed to improve service levels and reports.
Major Accomplishments
• Implemented transition to use of new Accela permitting software • Clarified and documented Fee Schedule and Central Permitting policies to ensure consistency • Consolidated collection of all Department fees within Central Permitting office • Developed information sheets and checklists relating to the development process for distribution to potential applicants and the public • Customized design of Accela permitting software to support County building, zoning, environmental health, and fire inspection processes and report needs • Reviewed and recoded data in existing Tidemark permitting system to ensure smooth migration into Accela system • Organized historical files to better enable compliance with record retention requirements and save office space • Added Chief Central Permitting Assistant position and replaced and trained two new Central Permitting Assistants (including one trained in Spanish) • Designed permit applications for individual building trades • Created or revised 49 Standard Operating Procedures • Remodeled Central Permitting foyer and adjacent hallways to create central reception area providing focal point for Department and Central Permitting
Key Goals and Objectives
• Reduce time and cost of processing zoning, subdivision, and building permit applications by 15% in FY 2007-08. o Use sample surveys to determine current processing times in 1st quarter of FY 2007-08 o Use Accela software to reevaluate process flows and identify and implement improvements, by 3rd quarter of FY 2007-08 o Use Accela software to monitor future processing times for various application types • Revise permit and review fees to cover at least 75% of application processing costs, for incorporation into FY 2008-09 budget o Use sample surveys to determine staff time requirements for various application types and their costs, by 2nd quarter of FY 2007-08 o Determine other resources involved in application processing and their costs, by 2nd quarter of FY 2007-08 o Determine % of application processing costs recouped by fees, in 3rd quarter of FY 2007-08 o Determine application characteristics (type, size, etc.) reflecting variations in processing costs, in 3rd quarter of FY 2007-08 I-19 o Redesign fee schedule for FY 2008-09 to better reflect cost-determinative application characteristics, in 3rd quarter of FY 2007-08 o Revise fee schedule for FY 2008-09 to recoup 75% of processing costs o Use Accela software to more accurately monitor staff time requirements, in FY 2008-09 • Place information about permitting processes and permit applications on the Department website by 1st quarter of FY 2007-08, and allow online filling out and submittal of applications and inspection requests by FY 2008-09 • Create and distribute customer satisfaction survey in 1st quarter of FY 2007-08 • Increase satisfaction with service by 10% by FY 2008-09 • Create cue cards to enable staff to help Spanish-speaking customers
Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 No. of building permit applications 2722 3200 3000 received % of applications placed into review n/a n/a 50 cycle w/in 24 hours of receipt % of applicants notified of approved applications within 36 n/a n/a 50 hours of final approval % of inspections scheduled within 24 n/a n/a 70 hours of request % of application processing costs n/a n/a 65 covered by fees % of surveyed customers satisfied n/a n/a 70 with service
I-20 Charts
Building-Related Permits 2001 - 2006
3500 3304
212 2602 11 3000 222 119 2306 2378 13 2138 85 499 2500 0 5 5 138 1549 0 381 210 8 144 159 379 2000 406 1951 Fire 362 Plumbing 0 1765 1685 Mechanical 4 1609 Electrical 1500 150
No. of Permits of No. Bldg 249 1146 2360 1000
500
0 2001 2002 2003 2004 2005 2006 Calendar Year
These two charts show that we are experiencing growth in our area. There has been a steady increase in the number of building related permits issued as seen above. This also has increased our revenue as shown below.
Building Permit Fee Revenues 2001-2006
$1,800,000
$1,598,664 $1,600,000
$1,400,000
$1,200,000 $1,120,784
$1,000,000
$750,263 Revenues $800,000
$600,000 $534,046 $536,696
$400,000 $314,954
$200,000
$0 2001 2002 2003 2004 2005 2006 Calendar Year
I-21
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 187,891 203,367 201,692 201,692 7.35% Supplies & Operating 14,368 13,555 13,555 13,555 -5.66% Contribution to other agencies 0.00% Capital Outlay 2,060 -100.00% Total - 204,319 216,922 215,247 215,247 5.35%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 4 5 5 5 5 Part time Other Total - 4 5 5 5 5
Emerging Issues
• Expansion of "one-stop permitting" to incorporate Environmental Health septic system permit applications—via common Accela software use in FY 2007-08; via physical integration when moved into new County administrative office building in FY 2009-10 • Incorporation of data used to measure performance related to permit review and inspections into design of Accela permitting software • Enhancement of Accela permitting software to better support Building Code requirements
I-22
Onslow County Division Detail
Fiscal Year 2007-08 Abandoned Manufactured Home Demolition 4916
Division Overview
The Abandoned Manufactured Home Demolition Program facilitates removal of abandoned manufactured homes that pose a nuisance and eyesore to Onslow County residents and visitors. The County's Solid Waste Management Ordinance identifies abandoned manufactured homes as nuisances and requires their owners to remove them. Many of the approximately 2,000 abandoned manufactured homes in the county are owned by low- and moderate-income families who simply cannot afford the cost of removal. This program assists those families in complying with the Ordinance by providing them financial assistance for the on-site demolition of their abandoned manufactured home and disposal of resulting debris. The amount of financial assistance varies with the owner's income status. The program involves close cooperation between Department staff responsible for enforcing the Solid Waste Management Ordinance and other Department staff who determine eligibility for assistance and work with area demolition service providers to ensure cost-effective removal of as many abandoned manufactured homes as possible.
Major Accomplishments
• Developed grant/loan program guidelines, procedures, application review criteria, application forms • Solicited demolition contractors' participation in program and developed pool of contractors to bid on demolition projects • Initiated process for solid waste enforcement staff to refer potential applicants to program • Began awarding loans for demolition to low-income owners • Revised and expanded program to assist low-income owners of other types of uninhabitable structures—e.g., burnt-out homes, dilapidated stick-built homes, other dilapidated structures
Key Goals and Objectives
• Facilitate the removal of 50 to 65 abandoned manufactured homes and burnt-out or dilapidated structures per year • Give priority to removal of those abandoned manufactured homes and burnt-out or dilapidated structures that constitute a public health threat and are located along the major transportation corridors into and through the county • Identify and inventory abandoned manufactured homes and burnt-out or dilapidated structures located in the county, in accord with the removal priority • Encourage maximum recycling of materials from demolished manufactured homes and burnt-out or dilapidated structures (and thus minimal debris disposal at the landfill)
I-23 Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 No. of abandoned manufactured homes n/a 3 55 demolished Average home n/a n/a $1800 removal costs No. of burnt-out or dilapidated structures n/a n/a 12 demolished Average structure n/a n/a $10,000 removal costs
I-24 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating - 125,000 125,000 75,000 75,000 -40.00% Contribution to other agencies - 0.00% Capital Outlay 0.00% Total - 125,000 125,000 75,000 75,000 -40.00%
Emerging Issues
• Is program really needed to supplement enforced removal of abandoned manufactured homes (few applicants among large number of enforcement actions)? • Will program expansion to include demolition of other dilapidated structures most effectively serve public purposes, given likely accelerated depletion of funds? • Continued availability of funding in future years • Full participation of area demolition contractors • Extent of materials recycling that is financially feasible
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I-26
Onslow County Department Summary Fiscal Year 2007-08 Tourism 4925
Department Overview
These funds provide for the administration of the tourism program by the Chamber of Commerce and the contributions made the Board of Commissioners to the various agencies for the operation of travel related events in the county. The use of these funds is specified in the special legislation which authorized the tax and must be use for the promotion of travel and tourism in the county.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 1,206,736 1,173,611 1,200,000 1,300,000 1,300,000 10.77% Other Local 0.00% Interest 67,952 50,000 30,000 30,000 -40.00% Program Fund balance 1,028,600 423,997 302,400 84,697 -91.77% Total 1,274,688 2,252,211 1,623,997 1,632,400 1,414,697 -37.19%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 299,000 344,000 399,000 550,000 500,000 45.35% Contribution to other agencies 1,390,748 1,125,711 1,224,997 1,073,400 914,697 -18.74% Capital Outlay 420,000 -100.00% Total 1,689,748 1,889,711 1,623,997 1,623,400 1,414,697 -25.14%
I-27
2006 2007 2008 2008 FY Amended Department Manager 2008 Description Actual Budget Requested Recommend Board Approved Professional services 299,000 299,000 299,000 299,000 299,000 Cnty Beach Access Maint - - - 90,000 90,000 Cnty Paddle Trail Maint - - - 11,000 11,000 Advertising - 45,000 100,000 100,000 100,000 Stream/Creek Clean up - - - 50,000 - Contribution to other agencies 935 40,000 - 40,000 40,000 Belgrade community action assc. - - 125,000 65,000 65,000 New River Foundation - - 5,297 - 5,297 Beach re-nourishment 225,000 225,000 525,000 - - Highway 17 Association - 35,000 35,000 35,000 35,000 Sneads FerryCommunity Council 5,800 7,500 10,000 7,500 10,000 Coastal NC Bluegrass Assoc 1,700 1,700 3,500 1,700 1,700 Swansboro Festival Committee 10,000 10,000 15,000 10,000 10,000 Bold 2,500 2,500 5,000 2,500 2,500 Special Olympics 2,000 3,000 3,000 3,000 3,000 Sneads Ferry King Mackerel Tou 4,000 4,000 4,500 4,000 4,000 Town of Holly Ridge 2,500 2,500 4,000 2,500 2,500 Onslow Co Chapter NC Symphony 3,000 3,000 3,000 3,000 3,000 MC Museum of the Carolinas 100,000 100,000 100,000 100,000 100,000 Sports Commission 60,000 60,000 60,000 60,000 60,000 Cont Vietnam Vet Memorial 100,000 100,000 100,000 100,000 100,000 20th Century Farm 13,000 - - - - Tabernacle Soccer Complex 350,000 - - - - Swansboro Soccer Assoc 50,000 175,000 75,000 - - NAACP (Kumba Festival) 2,100 2,100 2,400 2,400 2,400 Southwest Soccer Assoc 42,500 - - - - Georgetown Renaissance Comm 4,840 2,000 - - - Freedom Festival 3,783 5,400 5,400 5,400 5,400 Shoreline Protection Comm 2,000 2,000 2,000 2,000 2,000 Storytelling Festival 2,390 - - - - Onslow Bay Open King Mackeral 3,500 3,500 - - 3,500 NCBIWA 10,000 2,000 - - - Montford Point Marine Assoc 5,000 5,000 7,500 5,000 7,500 Rho Alpha Lambda Youth 1,700 1,700 1,900 1,900 1,900 Marine Corps Celebrity Golf To 7,500 1,900 7,500 7,500 7,500 Richlands Friends of Farmers - - 5,000 - 5,000 Bogue Sound Inlet - 99,000 - - - New River Inlet - 129,311 - - - Pitt Bulls CB Club - - 3,000 - - Onslow County Historical Society - - 5,000 - - Swansboro Development Foundation - - 100,000 100,000 100,000 Swansboro Chamber of Commerce - - 12,000 - - Sneads Ferry Lions Club Pinfish - 4,000 - - - Inlet Dredging - - - 150,000 150,000 Gateway Signs - 2,500 - - - Transfer to Airport Project 100,000 - - 355,000 177,500 transfer to capital projects 275,000 96,100 - 10,000 10,000 Land - 402,000 - - - General improvements - 18,000 - - - Total 1,689,748 1,889,711 1,623,997 1,623,400 1,414,697
I-28
Onslow County Department
Summary Fiscal Year 2007-08 Onslow County Cooperative Extension Service
Mission Statement
Cooperative Extension is an educational partnership helping people put research-based knowledge to work for economic prosperity, environmental stewardship and an improved quality of life.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal - - - - - 0.00% State 56,813 34,422 34,422 34,422 34,422 0.00% Charges - - - - - 0.00% Other Local 11,711 1,500 1,500 1,500 1,500 0.00% Program Fund balance - - - - - 0.00% Total 68,524 35,922 35,922 35,922 35,922 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 42,395 10,660 11,209 11,209 11,209 5.15% Supplies & Operating 469,135 486,762 534,330 549,981 549,981 12.99% Capital Outlay 19,413 12,600 41,000 41,000 18,000 42.86% Total 530,944 510,022 586,539 602,190 579,190 13.56%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 4 - - - - - Part time 1 - - - - - Other 13 15 15 16 16 16 Total 18 15 15 16 16 16
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I-30
Onslow County Division Detail Fiscal Year 2007-08 Onslow County Cooperative Extension Service 4950
Division/Program Overview
Cooperative Extension is not a mandated program but it is one that helps the people of Onslow County in all facets of life. The staff addresses local issues with research-based knowledge and resources, creating educational opportunities for empowering people to collaboratively solve problems. Much of the work is done throughout the county with the aid of $30,360 in travel support from North Carolina State University.
The main subject areas are:
Agriculture • Provide information and assistance to farmers on current methods and procedures to increase yields, environmental protection and safety. • To provide education regarding planting, pesticide use and overall development of farms and gardens. • There are 50 active Master Gardeners. They volunteered 3,556 hours in 2006. They assisted 1,156 people in the plant clinic. • The REINS (Regional Equine Network System) volunteers have contributed over 425 hours of time with horse owners. 4-H • To provide education and assistance regarding youth development measures to child care providers, 4-H club members and youth of all ages. • Participation 4-H clubs: 14 with 344 members; Avenues of Interest Summer Programs: 667 participants; School/Science Enrichment: 950
Family and Consumer Sciences • To provide information and assistance on the following topics: food safety, nutrition, human development, aging, housing, volunteer development, health and family resource management.
• Extension and Community Association membership: 80 They volunteer with county needs (ie. Educational efforts, refreshments at park openings and other county government events, make items for DSS, Senior Services, etc.)
Major Accomplishments
• Trained 468 Private and Commercial Pesticide Applicators to apply pesticides safely, effectively and in an environmentally sound manner. • REINS volunteered 425 hours throughout the district. • The leadership undertaken by our 4-H teens in three separate community service projects. (ie. Over 100 Hospital Buddies for Children's Hospitals; park clean up during 4-H Congress and provided 151 Elder Cheer baskets for DSS) • Trained 69 participants in Serve Safe certification partnering with the health department. We were able to provide this with over a $50.00 savings to the participants. • Checked 961 car seats for parents and distributed 36 car seats of a value of $40.00 each with a total value of $1,440.00 I-31 • To date, 218 dogs/cats have received a microchip at a cost of $20.00 each through CART (County Animal Response Team) compared to $97.00 at a local veterinarian. A total of 57 were administered in 2006.
Key Goals and Objectives
1. Ensure a profitable and economically and environmentally sustainable agricultural sector, including food, forestry and green industries.
*Field crop growers will implement recommended and potential production practices and systems, investigate innovative agricultural opportunities, develop business and human resource plans, and explore marketing options to ensure continued farm productivity and profits and quality of life.
*Program participants will improve the economic and environmental sustainability of Onslow County's forest resources and Christmas tree farms.
2. Promote environmental stewardship on farms, in forests, on public lands, in communities and at home through conservation and other best management practices (BMP) for water, air and soil quality.
*All commercial pesticide applicators, public operators, consultants, dealers and private pesticide applicators will be certified and trained in pesticide Best Management Practices (BMP) to protect worker health, crop safety, beneficial insect populations and other environmental protection issues.
3. Reduce preventable nutrition-related illnesses through nutrition education.
*Through programs such as Color Me Healthy, the preschool aged children will learn to make healthy choices about nutrition and physical activity.
*Through programs and workshops such as Women Living Healthy, Women Living Well, women will acquire the knowledge and skills required to make healthier choices to prevent illness.
4. Help young people excel in math, science and technology and gain the life skills and technical skills that prepare them for jobs in a competitive global economy.
*School based youth educators and administrators will be actively engaged in the design, delivery and revisions of programs, which enrich school-based curriculum design and delivery; resulting in improved academic performance.
5. Develop leadership skills in adults and youth so that they can engage in community decision making and train volunteers to be advocates for youth, family and community issues.
*Individuals and groups (Extension and Community Associates, Master Gardeners and 4-H participants) will develop leadership skills and take action to maximize development and use of community resources leading to improved quality of life for all families.
6. Help adults and young people improved the quality and safety of their working and living environment.
*Youth in high risk environments will participate in community based programs resulting in opportunities for the youth to acquire internal and external assets.
*Through activities of the Safe Kids Buckle Up Program, children aged 0 to 8 will travel safely in automobiles.
I-32 *Through the consumer horticulture program, consumers will increase their knowledge and adopt practices concerning proper plant selection, cultural practices, and pest management strategies that maximize plant performance while minimizing inputs, and protect environmental resources.
7. Develop and introduce alternative and direct marketing opportunities, such as agritourism and community-supported agriculture, to increase farm household income.
*Part-time, limited resource and other farmers will increase the quality of life and the sustainability of their farms through crop diversification, integration of appropriate alternative opportunities and enterprises, intensive management practices, water and nutrient management, business management, and expanded markets.
Performance Measures
Measure Actual 05/06 Actual 06/07 Projected 07/08 Pesticide Certification 468 263 285 Serve Safe 29 69 50 Certification Microchipping 92 57 50 Clinic
Performance Measures 500 450 400 350 300
250 Actual 05/06 200 Actual 06/07 Projected 07/08 150
Number of Contacts of Number 100 50 0 Pesticide Serve Mi- Certifica - Safe Certi- crochip tion fication ping Type of Contacts
The Onslow County Board of Education Child Nutrition Program was all trained in July 2005 in the Serve Safe program which was a total of 48 in addition to the normal participants.
Camp Lejeune has mandated during 2007 that all pets aboard base be microchipped. They are offering microchipping at little to no cost to individuals living aboard base.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 5,135 0.00% Charges 0.00% Other Local 1,113 1,500 1,500 1,500 1,500 0.00% Program Fund balance 0.00% Total 6,248 1,500 1,500 1,500 1,500 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 6,587 10,285 11,209 11,209 11,209 8.98% Supplies & Operating 445,495 452,715 499,908 515,559 515,559 13.88% Capital Outlay 19,413 12,600 41,000 41,000 18,000 42.86% Total 471,496 475,600 552,117 567,768 544,768 14.54%
Positions 2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 3 Part time 1 Other * 13 13 13 14 14 14 Total 17 13 13 14 14 14
*These represent county/state cost shared positions.
Emerging Issues
Facility Improvement: Cooperative Extension along with Senior Services is partnering with the Master Gardeners/Arboretum Foundation to construct an arboretum known as the Discovery Gardens.
Security System: It has been recommended that due to the break-ins that the building have a security system. Also, with multiple users of the building during the weekend and at night, this system would allow the code to be changed in the event the user lost the card.
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Onslow County Division Detail Fiscal Year 2007-08 Caring For Children Grant 4953
Mission Statement
Caring for Children Grant is managed by the North Carolina Cooperative Extension Onslow County, and will be an expansion of trainings for the child care community. It will target the continuing educational needs of child care professionals by offering short-term training opportunities throughout the year.
Division/Program Overview
Caring for Children are housed at NC Cooperative Extension-Onslow County (Coop Ext) is an expansion of informal early childhood trainings for the childcare community. The 4-H Training Coordinator will arrange Caring for Children training classes to target the early childhood continuing education needs of child care professionals by offering short term (usually 2-4 hours) training opportunities to include one weekend training, the Caring for Children Conference. Caring for Children will host trainings for childcare professionals, early childhood education students, and those who work and efforts support childcare professionals. The majority of training opportunities offered by Caring for Children are conducted at Coop Ext, and the trainings are available in the evenings, on the weekends, and at other times convenient for the child care professionals.
Major Accomplishments
• 91% (524) of the 576 participants reported an increase in knowledge or skills in the subject area of classes taken. • 95% (524) of the 576 participants reported that the services were appropriate and family friendly.
Key Objectives
• 93% of participants will report an increase in knowledge or skills in the subject area of the classes taken in 2007-08. • 85% of the participants report that the overall training classes offered met their needs in dealing with child care issues in 2007-08.
Performance Measures
Measure Actual 05/06 Projected 06/07 Actual 06/07 # of participants 130 132 134 attending Caring for Children Annual Workshop # of participants 570 535 576 attending childcare classes
I-35 Revenues
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 19,608 34,422 34,422 34,422 34,422 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 19,608 34,422 34,422 34,422 34,422 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 73 375 -100.00% Supplies & Operating 18,284 34,047 34,422 34,422 34,422 1.10% Capital Outlay 0.00% Total 18,357 34,422 34,422 34,422 34,422 0.00%
Positions 2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 Part time Other * 2 2 2 2 2 Total 1 2 2 2 2 2
*These represent county/state cost shared positions.
Emerging Issues
The amount requested by NC Cooperative Extension from the Onslow County Partnership for Children might not match. This budget amount is usually determined via legislative funding. Past history shows funds requested equal amount received.
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Onslow County Department Summary
Fiscal Year 2007-2008 Soil & Water Conservation 4955
Mission Statement
The Onslow Soil & Water Conservation District is committed to serve the citizens of Onslow County by preserving, protecting, and enhancing our natural resources.
Department Overview
The Onslow Soil & Water Conservation District designs, engineers and installs Best Management Practices through State and Federal programs for environmental concerns on agricultural lands. We serve the agricultural community. We are mandated by the State of North Carolina.
Our Primary Functions are: 1. To control and reduce the delivery of agricultural non-point source pollution into the watercourses of the state. 2. The Farm Bill represents the single most significant commitment of resources toward conservation on private lands in North Carolina.
Major Accomplishments
• Natural Resources Conservation Service (NRCS) allocated $138,000 for BMP’s. Have applications for $178,000. Completed: 2 BMP’s • North Carolina Ag Cost Share allocated Onslow Soil & Water $54,230.00. Took applications for $60,504. Requested an additional $12,500. Completed: 9 BMP projects, 6 BMP projects in process. • Field testing mobile contracting and mapping capabilities. • Community Conservation Program approved by the State for Onslow County. Engineering training in April, allocation expected in May or June. • Lagoon buyout, 2 lagoons closed out on New River.
Key Objectives
• Review and target agricultural lands on new 303d list for BMP installation. • Map loss of agricultural lands. • Create BMP data layers on agricultural lands for Onslow County GIS data. • Increase and target coastal agricultural lands for BMP’s and conservation easements. • Establish the Community Conservation Program to assist private home owners, communities, municipalities, and local government in water quality concerns.
I-37 Performance Measures
The approach taken in North Carolina for addressing agriculture’s contribution to the nonpoint source water pollution problem is to primarily encourage voluntary participation by the agriculture community, supported by financial incentives, technical and education assistance, research, and regulatory programs.
The Onslow Soil & Water Conservation District is working with North Carolina State University on innovative methods of applying animal waste in an environmentally friendly manner.
Measure Actual 05/06 Actual 06/07 Projected 06/07 State Funding Initial Allocation: Initial Allocation: Initial Allocation: $45,806.00 $45,546.00 $ 54,230.00 Ending Allocation: Ending Allocation: Ending Allocation: $109,661.00 $78,966.00 $73,004.00 Federal Funding Initial Allocation: Initial Allocation: Initial Allocation: $100,000.00 $127,408.00 $138,000.00 Ending Allocation: Ending Allocation: Ending Allocation: $111,065.00 $127,408.00 $178,000.00
NC Cost Share Program
Years Acres Affected Soil Nitrogen Phosphorus Erosion(Tons) Reduced Reduced (Pounds) (Pounds) 1999 694.03 1074.11 8811.26 361.14 2000 569.71 2077 6266 418 2001 264.42 66.98 370.65 28.1 2002 657.74 1120.53 4583.36 183.23 2003 686.4 78.22 570.68 11.812 *2004 157.5 411.1 994.8 71.5 *2005 401.6 251.2 3456.4 22.0 *2006 437.4 661.4 1116.4 13.48 *2007 267.51 160.44 445.5 10.96 *Note: work still in progress savings will increase.
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State Cost Share
Years Allocation 1999 $132,123.00 2000 $125,723.00 2001 $ 86,933.00 2002 $ 94,360.00 2003 $ 85,520.00 2004 $109,661.00 2005 $ 78,966.00 2006 $ 71,109.00 2007 $ 73,004.00 **Note: Value of BMPs varies with size and complexity.
Federal NRCS Environmental Quality Incentive Program (EQIP)
Years Allocation 1999 $ 9,410.00 2000 $ 960.00 2001 $ 12,305.00 *2002 $ 0.00 2003 $102,911.00 *2004 $ 69,554.78 2005 $126,892.00 2006 $136,000.00 2007 $138,000.00 *Note 1: No District Conservationist in 2002 and Part-time District Conservationist in 2004. *Note 2: State & Federal program money with no county matching funds total State & Local program money.
I-39 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 21,137 22,975 22,500 22,500 22,500 -2.07% State 4,000 4,000 13,500 13,500 13,500 237.50% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 25,137 26,975 36,000 36,000 36,000 33.46%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 120,724 136,843 146,053 145,048 145,048 6.00% Supplies & Operating 10,910 13,241 15,005 19,304 19,304 45.79% Capital Outlay 1,822 1,200 19,080 18,000 18,000 1400.00% Total 133,456 151,284 180,138 182,352 182,352 20.54%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 3 3 3 3 3 3 Part time Other 1 1 1 1 1 1 Total 4 4 4 4 4 4
Emerging Issues
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Onslow County Fiscal Year 2007-08
Human Services
Function Overview
The human services function provides assistance to citizens of all age groups through a variety of services. These are provided through departments such as Health, Social Services, Senior Services, Youth Services and Veterans Services.
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager Change REVENUES Budget Budget Budget Requested Recommend as %
Federal 15,870,174 16,033,155 16,552,501 16,938,747 16,805,079 1.53% State 4,085,729 4,560,185 4,743,396 4,881,786 4,890,406 3.10% Charges 5,770,818 4,914,209 5,006,980 5,188,899 4,135,539 -17.40% Other Local 171,565 129,799 131,974 130,260 128,760 -2.44% Program Fund balance - 413,698 566,298 - 206,903 -63.46%
Total 25,898,286 26,051,046 27,001,149 27,139,692 26,166,687 -3.09%
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager Change EXPENSES Budget Budget Budget Requested Recommend as %
Salaries & Benefits 20,753,302 22,987,077 23,077,011 24,438,842 22,815,525 -1.13% Supplies & Operating 21,668,525 22,021,664 22,667,318 24,619,717 23,757,460 4.81% Contribution to other agencies 666,376 677,706 677,706 682,854 674,354 -0.49% Capital Outlay 8,989,815 9,598,310 10,001,032 10,689,961 8,684,994 -13.16% Installment Purchase Principal 158,565 160,592 233,320 114,667 114,667 -50.85% Installment Purchase Interest 65,026 58,556 56,924 49,751 49,751 -12.60%
Total 52,078,018 55,284,757 56,423,067 60,431,374 55,932,333 -0.87%
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board POSITIONS Budget Budget Budget Requested Recommend Approved Full time 392 393 386 377 374 - Part time 24 24 24 17 16 - Other 170 159 164 167 161 - Total 586 576 574 561 551
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Onslow County Department Summary
Fiscal Year 2007-08 Health Department 5100-5195
Mission Statement
The mission and purpose of Onslow County Health Department is to provide comprehensive public health services that protect, promote and preserve the health of our citizens. The Health Department is tasked to ensure that every citizen, regardless of economic status, race, religion, creed or age receive high quality public health services, which include the promotion of health and prevention of disease. Public health is unique in its emphasis on prevention and its regard for the community as the “patient.”
Revenue
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 1,672,845 1,872,799 1,880,563 1,779,285 1,779,285 -4.99% State 1,042,347 1,040,398 1,134,109 1,094,766 1,097,766 5.51% Charges 3,638,647 3,809,787 4,154,105 3,107,711 3,997,006 4.91% Other Local 2,475 3,675 3,500 2,000 3,500 -4.76% Program Fund balance - 566,298 - 206,903 206,903 -63.46% Total 6,356,314 7,292,957 7,172,277 6,190,665 7,084,460 -2.86%
Expenses
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 5,625,260 6,826,337 7,707,639 6,617,793 7,181,424 5.20% Supplies & Operating 1,685,334 2,684,517 2,839,322 1,990,081 2,560,613 -4.62% Capital Outlay 108,059 220,027 113,000 59,000 61,500 -72.05% Total 7,418,653 9,730,881 10,659,961 8,666,874 9,803,537 0.75%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 161 153 158 161 155 155 Part time 9 6 6 6 6 6 Other ------Total 170 159 164 167 161 161
*Animal Control details are reported under the Public Safety Function.
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Onslow County Division Detail
Fiscal Year 2007-08 Health Administration 5110
Division Overview
Health Administration is a mandated service for the Health Department. Health Administration is primarily made up of 10 staff members. They are the Health Director, Administrative Officer, Administrative Secretary, an Accounting Specialist, two Accounting Technicians, Personnel Tech I, Management Support Director, Administrative Assistant for Vital Records, and our in-house Purchasing Manager. It is our job to process payroll and human resources needs for our agency; do requests for supplies, services, and equipment as needed in our department; process department’s bills for payment; do State and County reports; process birth and death certificates through Vital Records; oversee HIPAA Privacy and Security Controls for our agency; and oversee the daily operations of the Health Department.
Major Accomplishments
• Provide Health Department Programs with necessary supplies / services as needed for daily operations. • Meet deadlines as established by the State and other sources for monthly and yearly reports (Smart State, Vital Records, Medicaid Cost Analysis, etc.). • Receive “clean” audit reports from various sources.
Key Goals and Objectives
• Goal – Process all bills timely for quick turnaround for payment Objective – All bills received at the Health Department will be processed and taken to County Finance for payment within three working days upon receipt in our office.
• Goal – Meet deadlines established for quick turnaround of all reimbursements. Objective – Deadlines must be met in order to receive Federal, State, Medicaid, etc. Payments in a timely manner.
Performance Measures
Measure Actual 06-07 Estimated 07-08 Projected 08-09 Obtain reimbursement from 100 % 100 % 100 % State, Federal, and Grant funding Reporting Births per State per 90.6 % 90 % 90 % requirement timeframe
J-5 Charts
Billing/Collection by Source
120
100
80 06-07 05-06 60 04-05 40 03-04 20 Percentage collected 0 State Smart Start Grant A/Control Fed
The chart above shows the percentage of revenues received from various sources as compared to the amount we were eligible to receive.
Birth Certificates Reported to State within 5 days
120.0 100.0 80.0 Year 2005 60.0 Year 2006 40.0 Percentage 20.0 0.0 r k t d n . re n g ic e to v w rt s nove A ns a a u Onslow r C John tate B S Cumberla New H
The State expects birth certificates to be reported within five days. The chart above shows a comparison of the percentage of birth certificates reported within five days to counties of similar size and the State average.
J-6 Revenue
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 414,022 306,800 306,800 81,800 81,800 -73.34% Charges 0.00% Other Local 975 2,675 500 500 500 -81.31% Program Fund balance 566,298 -100.00% Total 414,997 875,773 307,300 82,300 82,300 -90.60%
Expenses
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 371,162 404,659 445,005 416,747 416,747 2.99% Supplies & Operating 118,277 213,600 259,925 218,925 218,925 2.49% Capital Outlay 0.00% Total 489,439 618,259 704,930 635,672 635,672 2.82%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 9 8 8 9 8 8 Part time 1 1 1 1 1 1 Other Total 10 9 9 10 9 9
Emerging Issues
• Increase in fuel cost – department is heated by LP Gas • Building is over 50 years old and always needs repairs • Utilities (Lights/Water) rate increase • Travel increase due to gasoline prices • Overall price increases on supplies
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Onslow County Division Detail Fiscal Year 2007-08 Environmental Health 5111
Division Overview
Environmental Health Services Section (Food, Lodging, & Institutional Facility Sanitation) • The primary function of this Section is to permit the new and frequently inspect the many food, lodging, institution, child care, swimming pool, and tattooing facilities in Onslow County to ensure a high level of sanitation. • Anyone who uses or visits one or more of these facilities benefit from these Environmental Health services.
On-site Water Protection Section (Septic Systems and Well Water) • The primary function of this Section is to permit the new and help maintain the sanitary condition of the many thousands of on-site wastewater treatment and disposal systems in Onslow County. • Anyone who owns, uses, or has property near an on-site wastewater system in Onslow County benefits from this service.
Major Accomplishments
• Conducted 100% of the required Food & Lodging inspections for the first two quarters of the 2006-2007 fiscal year which puts us on track to inspect 95-100% for the entire year. • Conducted all On-site Wastewater system type IIIb, IV, V, VI inspections at the frequency required by the state.
Key Goals and Objectives
• Maintain Food & Lodging facility inspections at > 95%. • Maintain waiting time for all On-site Wastewater services to < 30 days.
J-9 Performance Measures
• Even with a vacancy for half the year and being understaffed according to state manpower statistics, Onslow County’s Environmental Health Services (EHS) Section staff performed 87% of the state mandated inspections for fiscal year 05/06. With the vacancy now filled, the EHS Section expects to accomplish > 95% of Onslow County’s required inspections on 06/07 as well as 07/08. • All state and local On-site Water Protection (OWP) Section statistics currently collected are productivity measures and not performance (efficiency) measures. During much of 05/06, Onslow County’s OWP Section had three or more vacancies. Waiting time for On-site services was 45-60 days. During the first half of 06/07, EH continued to be understaffed but contract help was obtained. Waiting time for individuals requesting On-site services was maintained at less than 30 days. Most proposed subdivision lots were visited within 30 – 45 days. Provided that our three OWP Interns stay with Onslow County, the On-site Water Protection Section will attempt to evaluate/investigate all requests within 30 days of receipt. Once it becomes fully operational in 2007, it is anticipated that the Accela Automation V360 software will be able to track this performance measure.
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Food & Lodging Inspections 87% > 95% 95 – 100%
On-site Water Protection All services 45 – 60 Individual services < 30 All services < 30 days Section Client Waiting Time days days. Most proposed subdivision lots < 45 days
J-10 Charts
07-08 Performance Measure Food & Lodging Inspections Performed Over the last 10 Years
3000 2500 1611 1665 1742 1817 1707 1856 1829 1806 1641 2000 1464 1500 1000 500 Total Inspection 0
9 1 5 97 98 9 00 0 02 03 04 0 06 / / 0 0 96/ 97 98/ 99 00/ /20 /2 /20 1/2 2 3 5 0 00 Inspections 20 200 2 2004/20 200 Inspections w/ staff shortage Year
* Inspections for Year 2004/2005 & 2005/2006 were lower than previous years due to staff illnesses and position vacancies. These are the number of facility inspections to determine the sanitation level per year for the last ten years.
07-08 Performance Measure Seven year On-site Wastewater System Application History Applications Received
3000 2500 1803 1826 2150 2000 1731 1420 1397 1500 982 1000
Total Inspection Total 500 0 2000 2001 2002 2003 2004 2005 2006 Year
These are the number of applications for new septic system installations submitted to Environmental Health during the last seven years.
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Revenue
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 166 0.00% State 19,367 21,300 16,000 16,000 16,000 -24.88% Charges 764,638 650,000 650,000 650,000 650,000 0.00% Other Local 0.00% Program Fund balance 0.00% Total 784,171 671,300 666,000 666,000 666,000 -0.79%
Expenses
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 667,174 824,419 1,029,058 953,200 953,200 15.62% Supplies & Operating 109,916 183,775 181,000 158,000 158,000 -14.03% Capital Outlay 108,059 140,000 85,000 45,000 45,000 -67.86% Total 885,149 1,148,194 1,295,058 1,156,200 1,156,200 0.70%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 18 26 18 19 18 18 Part time 1 1 1 1 1 1 Other Total 19 27 19 20 19 19
Emerging Issues
• Increasing residential growth rate using on-site wastewater (septic) treatment/disposal systems. • Increasingly more experimental and innovative wastewater system technologies requiring more frequent inspections and ORC review. • Possible introduction/re-introduction of On-site Wastewater Program privatization legislation. • Onslow’s On-site Water Protection Section should begin using Accela Automation software in 07-08. • Introduction of new NC Drinking Wastewater Well Rules in 2008 • Revised Onslow County Personnel Manual • Fuel prices
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Onslow County Division Detail
Fiscal Year 2007-08 Communicable Diseases 5123
Division Overview
Mission: The mission of the Communicable Disease Division is to detect, investigate, and prevent the spread of communicable diseases such as measles, whooping cough, sexually transmitted diseases, hepatitis, etc. Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1 Services Provided: • Enforcement of communicable disease laws of NC. • Screening and treatment of sexually transmitted diseases. • Coordinate reports of communicable diseases from area physicians, hospitals, and laboratories, • Follow-up care and education to persons with communicable diseases. Target Population: Community at large
Major Accomplishments
• Met state required performance objectives and measures • Conducted active surveillance, diagnosis, treatment and preventative health education to persons during an outbreak of pertussis in the community. • Developed outreach packages for providers related to current reporting requirements for communicable diseases. • In process of computerizing communicable diseases for better program management
Key Goals and Objectives
• Goal 1: To prevent the spread of communicable diseases to persons through community education, early diagnosis, and treatment of diseases in order to improve the health and quality of life of Onslow County residents. o Objective 1A: By June 30, 2008 the number of clients seen in STD clinic will increase by 2%. o Objective 1B: During FY 07/08, the percentage of STD patients seen within 24 hours will increase by 5%. • Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08, maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted. • Goal 3: To prevent the spread of communicable diseases within the community through outreach education on emerging infectious diseases as well as currently required reportable diseases. o Objective 3A: By June 30, 2008, provide as least 2 educational sessions to community partners on current emerging infectious diseases. (i.e. SARS, Pandemic Influenza, MRSA etc.) o Objective 3B: By June 30, 2008, conduct 2 outreach presentations to community providers to ensure timely and correct reporting of communicable disease are in place. (i.e. mailings, blastfax, office visits, etc.)
J-13 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Number of patients seen in STD Clinic 1,746 1,781 1,817 % of patients seen within 24 hours 65% 70% 75% Average rating on quarterly patient satisfaction surveys 3.57 3.69 3.50 or better Number of community outreach presentations on infectious N/A N/A 2 or more diseases
Charts
Number of Clients Seen in STD Clinic
2,000 1,805 1,800 1,746
1,600 1,378 1,400 1,163 1,200 1,200
1,000
800
600
400
200
0 FY 01/02FY 02/03FY 03/04FY 04/05FY 05/06
The number of clients seen in the STD Clinic over the past five years has been steadily increasing. The number of clients seen over the past five years has increased over 50 percent.
Percentage of STD Clients Seen Within 24 Hours
80% 72% 70% 70% 66% 65%
60%
50%
40% 32% 30%
20%
10%
0% FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06
Timely care is very important when dealing with Communicable Disease in order to prevent spread of the disease. The vast majority of patients seen in the STD Clinic receive diagnosis and treatment within 24 hours.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 11,954 11,954 11,954 11,954 14,954 25.10% Charges 10,169 10,500 11,000 11,000 11,000 4.76% Other Local 0.00% Program Fund balance 1,669 1,669 100.00% Total 22,123 22,454 22,954 24,623 27,623 23.02%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 170,987 199,842 249,115 247,225 247,225 23.71% Supplies & Operating 13,384 18,605 22,486 22,486 22,486 20.86% Capital Outlay 0.00% Total 184,371 218,447 271,601 269,711 269,711 23.47%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 5 3 4 4 4 4 Part time Other Total 5 3 4 4 4 4
Emerging Issues
• Technological innovations in disease surveillance have increased the need for computerized technology to manage databases, track trends, etc. These technological improvements will require equipment/software upgrades and additional staff training. • New emerging infectious diseases (SARS, WNV, BSE/ “Mad Cow”, Avian Influenza, etc). • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, such as Registered Nurses. • Outbreaks of communicable diseases may necessitate additional staff time and resources (diagnostic testing, medications). • Community requests for presentations, literature, and outreach activities are increasing for topics such as avian influenza, bovine spongiform encephalitis (“Mad Cow” disease), etc. • Increasing cost of vaccines, diagnostic / laboratory testing, and treatments (medications) • Growing population in Onslow County increases demand for services. • Increased expenses associated with new salary, mileage, and per diem increases.
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Onslow County Division Detail
Fiscal Year 2007-08 Tuberculosis 5124
Division Overview
Mission: To detect, investigate, and prevent the spread of tuberculosis. Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1 Services Provided: • Enforcement of communicable disease laws of NC. • Prevention, diagnosis, and treatment of tuberculosis. Target Population: Community population at risk for infection or disease
Major Accomplishments
• Onslow County has remained a low-risk area for tuberculosis. • Agency maintains a respiratory protection and fit-testing for respirators program for health department’s clinical employees. • Developed outreach packages for providers related to current reporting requirements for communicable diseases, such as tuberculosis.
Key Goals and Objectives
• Goal 1: To provide quality healthcare to persons with or at-risk for tuberculosis in order to meet or exceed the state required performance objectives and measures. o Objective 1A: By June 30, 2008, the percentage of TB cases placed on directly observed therapy (DOT) will meet or exceed the state goal of 90%. o Objective 1B: By June 30, 2008, the percentage of all persons completing treatment for latent TB infections will meet or exceed the state goal of 65%. • Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08, maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 % of TB cases receiving DOT No TB cases 100% 100% (State Goal =90%) % of persons with latent TB 48% 53% 65% or better who complete treatment (17% transferred (State Goal = 65%) services d/t relocation) Average rating on quarterly patient satisfaction surveys 3.57 3.69 3.50 or better
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Charts
Percentage of Persons with Latent Tuberculosis Who Complete Treatment
90% 80% 80%
70% 65% 62% 60% 53% 53% 48% 50%
40%
30%
20%
10%
0% STATE GOAL FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06
The transient nature of our County population makes it difficult to ensure that the recommended treatment regiment is completed.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 37,561 37,561 37,561 37,561 37,561 0.00% Charges 291 450 300 300 300 -33.33% Other Local 0.00% Program Fund balance 91 91 100.00% Total 37,852 38,011 37,861 37,952 37,952 -0.16%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 72,582 80,709 67,359 66,380 66,380 -17.75% Supplies & Operating 4,852 7,300 7,823 7,823 7,823 7.16% Capital Outlay 0.00% Total 77,434 88,009 75,182 74,203 74,203 -15.69%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 2 1 1 1 1 1 Part time Other Total 2 1 1 1 1 1
Emerging Issues
• Diagnosis of new cases of tuberculosis necessitates additional staff time and resources (example: diagnostic testing, directly observed therapy, medications, etc). The number of active TB cases in our county increased from zero (0) in FY 05/06 to four (4) already in FY 06/07. • New strains of antibiotic resistant tuberculosis require additional laboratory testing (antibiotic susceptibility testing) and more expensive medications. • Technological innovations in disease surveillance increases need for computerized technology to manage databases, track trends, etc. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, such as Registered Nurses and Dietitians. • Increasing cost of vaccines, diagnostic / laboratory testing, and treatments (medications) • Growing population in Onslow County increases demand for services. • Increasing percentage of low income, undocumented citizens in Onslow County who lack any type of health insurance. • Increased expenses associated with salary, mileage, and per diem increases.
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Onslow County Division Detail
Fiscal Year 2007-08 Tuberculosis (CDC) 5125
Division Overview
Mission: To detect, investigate, and prevent the spread of tuberculosis. Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1 Services Provided: • Enforcement of communicable disease laws of NC. • Prevention, diagnosis, and treatment of tuberculosis. Target Population: Community population at risk for infection or disease
Major Accomplishments
• Onslow County has remained a low-risk area for tuberculosis. • Agency maintains a respiratory protection and fit-testing for respirators program for health department’s clinical employees. • Developed outreach packages for providers related to current reporting requirements for communicable diseases, such as tuberculosis.
Key Goals and Objectives
• Goal 1: To provide quality health care to persons with or at risk for tuberculosis in order to meet or exceed the state required performance objectives and measures. o Objective 1A: By June 30, 2008, the percentage of TB cases placed on directly observed therapy (DOT) will meet or exceed the state goal of 90%. o Objective 1B: By June 30, 2008, the percentage of all persons completing treatment for latent TB infections will meet or exceed the state goal of 65%. • Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08, maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 % of TB cases receiving DOT No TB cases 100% 100% (State Goal =90%) % of persons with latent TB 48% 53% 65% or better who complete treatment (17% transferred (State Goal = 65%) services d/t relocation) Average rating on quarterly patient satisfaction surveys 3.57 3.69 3.50 or better
J-21
Charts
Percentage of Persons with Latent Tuberculosis Who Complete Treatment
90% 80% 80%
70% 65% 62% 60% 53% 53% 48% 50%
40%
30%
20%
10%
0% STATE GOAL FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06
The transient nature of our County population makes it difficult to ensure that the recommended treatment regiment is completed.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 36,991 37,195 21,285 28,900 28,900 -22.30% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 36,991 37,195 21,285 28,900 28,900 -22.30%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 19,395 22,198 22,230 22,765 22,765 2.55% Supplies & Operating 19,005 14,997 6,135 6,135 6,135 -59.09% Capital Outlay 0.00% Total 38,400 37,195 28,365 28,900 28,900 -22.30%
Positions
2006 2007 2007 * 2008 * 2008 * 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 Part time Other Total 1 - - - - - *Position is split and counted in another division as one.
Emerging Issues
• Diagnosis of new cases of tuberculosis necessitates additional staff time and resources (example: diagnostic testing, directly observed therapy, medications, etc). The number of active TB cases in our county increased from zero (0) in FY 05/06 to four (4) already in FY 06/07. • New strains of antibiotic resistant tuberculosis require additional laboratory testing (antibiotic susceptibility testing) and more expensive medications. • Technological innovations in disease surveillance increases need for computerized technology to manage databases, track trends, etc. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, such as Registered Nurses. • Increasing cost of vaccines, diagnostic / laboratory testing, and treatments (medications) • Growing population in Onslow County increases demand for services. • Increasing percentage of low income, undocumented citizens in Onslow County who lack any type of health insurance. • Increased expenses associated with salary, mileage, and per diem increases.
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J-24
Onslow County Division Detail
Fiscal Year 2007-08 AIDS Education 5126
Division Overview
Mission: To prevent and control the spread of HIV / AIDS. Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1 Services Provided: • Enforcement of communicable disease laws of NC. • Community education to prevent the spread of HIV / AIDS particularly among youth and high risk populations. • Confidential testing, counseling, and referral for HIV / AIDS. Target Population: Community at large
Major Accomplishments
• Promotion of HIV/ AIDS awareness through various media outlets including newspaper and radio for National HIV Testing Day. Resulting community awareness increased numbers of individuals requesting HIV testing through the Onslow County Health Department. • Provided 52 educational opportunities regarding preventing the spread of HIV/AIDS among Onslow County youth and high risk populations. The total number of participants was 1,100. • Participated in approximately 21 community health events to distribute materials and promote awareness of HIV/AIDS and health issues associated with high-risk behaviors. • Health Department offers a monthly HIV / AIDS clinic in collaboration with new Hanover Memorial Hospital.
Key Goals and Objectives
• Goal 1: To prevent the spread of HIV / AIDS to persons through community education, early diagnosis, and treatment of diseases in order to improve their health and quality of life of Onslow County residents. o Objective 1A: During FY 07/08, increase the number of persons tested for HIV / AIDS in Onslow County by 2%. o Objective 2A: By June 30, 2008, provide a minimum of 50 community presentations to increase awareness and reduction of high risk behaviors. • Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08, maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted.
J-25 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Number of persons tested 2,443 2,492 2,542 for HIV/AIDS Number of HIV/AIDS 52 53 55 presentations Average rating on quarterly patient satisfaction surveys 3.57 3.69 3.50 or better
Charts
Number of Persons Tested for HIV / AIDS
3,000
2,422 2,443 2,500 2,350
1,973 1,942 2,000
1,500
1,000
500
0 FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06
This chart reflects a 25 percent increase in the number of persons tested for HIV/AIDS over the past five years.
J-26 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 12,500 12,500 12,500 12,500 12,500 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 12,500 12,500 12,500 12,500 12,500 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 15,685 16,625 17,010 19,604 19,604 17.92% Supplies & Operating 4,017 4,270 4,679 4,679 4,679 9.58% Capital Outlay 0.00% Total 19,702 20,895 21,689 24,283 24,283 16.21%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 1 Part time Other Total 1 1 1 1 1 1
Emerging Issues
• Community requests for stat HIV testing which increases the cost of screening. • Diagnosis of new cases HIV / AIDS necessitate additional staff time and resources • Technological innovations in disease surveillance increases need for computerized technology to manage databases, track trends, etc. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, such as Registered Nurses and Dietitians. • Growing population in Onslow County increases demand for services. • Increased expenses associated with salary, mileage, and per diem increases. • Community requests for stat HIV testing.
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Onslow County Division Detail Fiscal Year 2007-08 Home Health 5154
Division Overview
Onslow County Home Health and Hospice, a division of the Onslow County Health Department, is a non- profit healthcare organization established in 1974. The agency is licensed by the Division of Facility Services and is reimbursed by Medicare, Medicaid, and private insurances. The agency provides a bridge in the continuum of care between inpatient and outpatient services, providing the following: Skilled nursing, Physical Therapy, Occupational Therapy, Medical Social Work, Nutritional Services and Bereavement Counseling. These services are provided in the home under a physician’s plan of care. This is not a mandated program; yet it is the only non-profit agency in this area providing homecare services. This agency serves the underinsured and the uninsured. The Agency is accredited by the Joint Commission on Accreditation of Healthcare Organizations.
Major Accomplishments
o Continued successful reaccreditation by the Joint Commission on Accreditation for Healthcare Organizations and successful licensure surveys. o Continued increased patient census as a result of available therapy services. o Positive patient outcomes as demonstrated on the Medicare website: www.cms.gov under Home Health Compare. o Implementation of programs, such as “Lighting the Way” or “Heart Healthy” to assist our patients to remain safely at home and ultimately reduce hospitalizations.
Key Goals and Objectives
o Continued compliance with clinical programs to improve patient outcomes to reduce hospitalizations and the need for urgent care. o Continued education to ensure clinical staff and contracted staff are versed in the OASIS tool to maximize reimbursement. o Recruitment and retention of qualified staff to provide home health services. o Successful fall prevention program to minimize injury and hospitalization. o The implementation of a pilot program to introduce the use of laptops to minimize documentation errors and maximize time management.
J-29 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Minimize hospitalizations and injuries through a successful 85% 95% 100% fall prevention program
Maintain core disciplines to 90% 95% 100% provide quality care Successful patient outcomes under pay for performance to 85% 90% 95% maximize reimbursement.
Charts
NORTH CAROLINA
HOME HEALTH AND HOSPICE AGENCIES
COUNTY COMPARISON DATA
FY: 070105 – 063006
AGES *ONSLOW IREDELL DAVIDSON CABARRUS CARTERET CATAWBA JOHNSTON NEW HANOVER 0-17 84 119 118 101 13 132 52 124 18-40 125 190 187 199 56 185 126 167 41-59 346 463 495 525 240 511 494 563 60-64 130 175 348 298 106 199 200 302 65-74 470 567 876 726 321 702 511 706 75-84 468 845 828 1033 423 803 630 1027 85+ 253 595 463 647 233 468 318 623 TOTAL 1876 2954 3315 3529 1392 3000 2331 3512
This graph reflects Home Health data by County of patient origin. Data reflects the agencies (Government Home Health) serving residents of counties by age. All are county agencies except Carteret (which is hospital based) and New Hanover, which is now Wellcare (private); and several other private entities. The entities servicing Onslow County are Onslow County Home Health, Continuum Homecare, Liberty Home Care and BHC (Maysville).
0-17 4000 18-40 3000 41-59 2000 60-64
1000 65-74 75-84 0 85+
J-30 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 1,066,387 1,126,000 1,280,840 640,420 1,280,840 13.75% Other Local 0.00% Program Fund balance 0.00% Total 1,066,387 1,126,000 1,280,840 640,420 1,280,840 13.75%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 834,048 1,097,788 1,134,559 574,477 947,781 -13.66% Supplies & Operating 495,302 893,053 1,033,141 516,572 917,491 2.74% Capital Outlay - 25,000 25,000 12,500 15,000 -40.00% Total 1,329,349 2,015,841 2,192,700 1,103,549 1,880,272 -6.73%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 25 23 22 23 22 22 Part time 1 1 1 1 1 1 Other Total 26 24 23 24 23 23
Emerging Issues
• The implementation of Pay for Performance will drive the revenue this fiscal year. The focus is on positive patient outcomes that are measured nationally. • A growing Home Health program will require the addition of a Processing Assistant III to oversee the medical records and assist with the flow of documentation as well as assist the Management Support team. • The necessity for emerging into a fully electronic medical records system inclusive of laptops for data collection. • Continued marketing of the program to educate the community regarding available services and the focus on disease management to optimize patient referrals.
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Onslow County Division Detail
Fiscal Year 2007-08 Health Promotion 5158 ** Please note: The Breast and Cervical Cancer Control Program (BCCCP) is being consolidated into the Health Promotion Program.
Division Overview
Mission: To provide primary and secondary prevention of disease through community education and early identification. Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1 Services Provided: • Assessment of county health status and health needs • Patient and community education to promote healthy lifestyles aimed at increasing physical activity, improving nutrition, and controlling tobacco use. • Laboratory and clinical screening for chronic disease identification. • Nutritional counseling. • Screening physicals for low income patients. Target Population: Community at large, with emphasis on persons un/under insured.
Major Accomplishments
• Implementation of the Winner’s Circle Program in several county grocery stores to assist consumers in identifying healthy food choices, in collaboration with the Onslow County CHIP. • Implementation of a Healthy Vending Policy at the Onslow County Health Department to ensure that a minimum of 50% of vending food items meet the Winner’s Circle Program criteria as a healthy snack choice. • Provided 41 complete eye exams for persons with diabetes who were un/under insured in coordination with the “Eye See” Program. • Provided preventative health screenings for chronic diseases to 500 participants in the No Teacher Left Behind Program of Onslow County. • Implemented “Eat Smart, Move More” in 6 faith based organizations in the county.
Key Goals and Objectives
• Goal 1: To provide education and counseling to Onslow County residents in order to improve their health and reduce the incidence of obesity and other chronic diseases. Objective 1: By June 30, 2008, increase by 2% the number of patients with a chronic disease that receive individualized chronic disease management and education. • Goal 2: To provide health screenings to low-income or high-risk Onslow County residents in order to provide early diagnosis and treatment of persons with or at-risk for chronic disease. Objective 2: By June 30, 2008, increase by 2% the number of high-risk persons screened for chronic diseases, such as diabetes, heart disease, hypertension, and/or obesity.
J-33 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Number of patients receiving individualized chronic disease 1,450 1,479 1,508 management
Number of contacts for individualized and group 1,434 1,464 1,493 chronic disease management Number of high-risk persons screened for chronic diseases 746 812 828
Charts
Number of Patients Receiving Individualized Chronic Disease Management
1,600 1,450 1,400 1,300 1,175 1,200
1,000
800
600
400
200
0 FY 03/04 FY 04/05 FY 05/06
A growing number of Onslow County citizens are living with chronic disease. The demand for services for these citizens has increased over 20 percent over the past three years.
J-34 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 42,808 27,300 - 15,556 15,556 -43.02% State 99,793 17,731 - 11,288 11,288 -36.34% Charges 75,466 78,430 87,100 87,100 87,100 11.05% Other Local 0.00% Program Fund balance 6,230 6,230 100.00% Total 218,067 123,461 87,100 120,174 120,174 -2.66%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 260,995 463,841 475,217 471,979 471,979 1.75% Supplies & Operating 47,321 72,887 58,149 58,149 58,149 -20.22% Capital Outlay 0.00% Total 308,316 536,728 533,366 530,128 530,128 -1.23%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 10 7 10 10 10 10 Part time 1 1 1 1 1 Other Total 11 7 11 11 11 11
Emerging Issues
• Reduced federal / state funding for health promotion activities. • Increasing number of younger citizens with complex health need who request services through the Health Promotion program. • Community requests for presentations, literature, and outreach activities are increasing. • Increasing percentage of low-income, undocumented citizens in Onslow County who lack any type of health insurance. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff. • Lack of funding to provide preventative screening/services to the community. • Lack of office, education, and storage space to adequately meet the needs of clients requiring services at the health department.
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Onslow County Division Detail
Fiscal Year 2007-08 Child Health 5160
Division Overview
Mission: To provide preventative health care for infants and children Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1 Services Provided: • Physical examinations, laboratory testing, and education / counseling for infants, children and their parents. • Screening and education regarding lead poisoning. • Home visits to newborns and their families with medical or economic risk factors. Target Population: Children, from birth to eighteen years of age
Major Accomplishments
• Maintained comprehensive Child Health services despite the retirement of two Child Health Nurses with a combined 50+ years of experience. • Newly hired Child Health RN’s completed all educational and training requirements to become rostered as Nurse Examiners whose services are reimbursable by Medicaid and other health insurances. • The number of newborn home visits has increased by over 20% during the past year, from 432 home visits during FY 04/05 to 523 home visits during FY 05/06.
Key Goal and Objectives
• Goal 1: To provide nursing care and education to low-income families with newborns in order to provide early identification of health and developmental concerns among high risk families. o Objective 1A: During FY 07/08, increase the number of newborn home visits provided by 2%. • Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08 maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted. o Objective 2B: During FY 07/08 update policy and procedure manual to meet nursing guidelines for the North Carolina Child Health Program.
J-37 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Number of newborn home 523 533 544 visits Listing of state rostered Child 0 2 2 Health Nurse examiners Average rating on quarterly patient satisfaction surveys 3.57 3.69 3.50 or better
Charts
Number of Newborn Home Visits
600 523 488 500 449 432
400 354
300
200
100
0 FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06
Onslow County continues to have one of the highest birth rates in the State. Consequently, the demand for newborn home visits has increased steadily, particularly over the last three years.
J-38 Revenue
2008 2006 2007 2008 2008 % Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Federal 60,402 59,427 59,337 59,337 59,337 -0.15% State 32,484 32,484 100.00% Charges 47,435 59,650 54,950 54,950 54,950 -7.88% Other Local 0.00% Program Fund balance 0.00% Total 107,837 119,077 114,287 146,771 146,771 23.26%
Expenses
2008 2006 2007 2008 2008 % Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Salaries & Benefits 138,620 149,068 128,202 127,901 127,901 -14.20% Supplies & Operating 16,271 18,900 18,870 18,870 18,870 -0.16% Capital Outlay 0.00% Total 154,891 167,968 147,072 146,771 146,771 -12.62%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 4 1 2 2 2 2 Part time Other Total 4 1 2 2 2 2
Emerging Issues
• Technological innovations in medical documentation increases need for computerized technology to manage databases, track trends, etc. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, such as Registered Nurses and Dietitians. • Growing population in Onslow County, particularly of young children, increases demand for services in newborn home visits. • Increasing percentage of low income, undocumented citizens in Onslow County who lack any type of health insurance. • Increased expenses associated with salary, mileage, and per diem increases.
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Onslow County Division Detail
Fiscal Year 2007-08 Childcare Health N.E.T. 5161
Division Overview
Mission: To ensure childcare facilities are a healthy, safe, and developmentally appropriate environment for children. Soft Mandate: State does not require counties to provide this program, but does provide some financial assistance to those that do. Services Provided: • Nursing consultation, education, and technical assistance to childcare providers on health and safety issues. • Education to childcare providers and parents on health related topics. • Assistance in communicable disease control and immunization compliance in the childcare setting.
Target Population: Licensed childcare facilities and family childcare homes serving children age birth – 5 years of age.
Major Accomplishments
• Met Smart Start required performance objectives and measures • On-site consultative visits made to 37 child care centers offering them many services (compliance assistance, immunization review, classes) • All three Childcare Health Consultants are certified IT’S SIDS (Sudden Infant Death Syndrome) trainers. SIDS Training is offered to the child care providers every other month.
Key Goals and Objectives
• Goal 1: To ensure that infants and young children in childcare are provided a healthy, safe, and developmentally appropriate environment. o Objective 1A: During FY 07/08, the number of Onslow County childcare facilities receiving childcare health consultation services will increase by 3%. • Goal 2: To provide parents of infants and young children with the necessary education to ensure that they can appropriately meet the health and safety needs of their children. o Objective 2A: During FY 07/08, 50% of all licensed childcare providers will participate in the Parent Education Program (PEP).
J-41 Performance Measures: (Based on avg. # of licensed child care providers - 198 in 05/06 and 183 in 06/07)
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Number of childcare facilities 155 150 155 receiving consultation services Percentage of providers 26% 40% 50% participating in the Parent Education Program (PEP). 52/ 198 providers 85/183 providers 92/183 providers Average rating on quarterly patient satisfaction surveys 3.57 3.69 3.50 or better
Number of Licensed Childcare Facilities Receiving Health Consultations by OCHD
180 155 160 150 142 140
120 109 100
80
60
40
20
0 FY 02/03 FY 03/04 FY 04/05 FY 05/06
The number of childcare facilities requesting assistance from a Childcare Health Consultant continues to be constantly requested by providers in order to ensure the health and safety of children under their care.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 171,134 281,782 275,150 275,150 275,150 -2.35% Charges 0.00% Other Local 160 0.00% Program Fund balance 0.00% Total 171,294 281,782 275,150 275,150 275,150 -2.35%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 145,514 185,655 231,623 240,286 240,286 29.43% Supplies & Operating 27,289 37,446 43,527 34,864 34,864 -6.90% Capital Outlay 20,053 0.00% Total 172,802 243,154 275,150 275,150 275,150 13.16%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 5 4 5 5 5 5 Part time Other Total 5 4 5 5 5 5
Emerging Issues
• Technological innovations in medical documentation and disease surveillance increases need for computerized technology to manage databases, track trends, etc. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, particularly Registered Nurses. • Growing population of children in Onslow County and increasing number of working parents creates demand for more and larger childcare facilities. • Increased expenses associated with salary, mileage, and per diem increases.
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Onslow County Division Detail
Fiscal Year 2007-08 Every Child Counts 5162
Division Overview
Mission: To identify infants/children at risk for developmental delays and link their families with available community resources. Soft Mandate: State does not require counties to provide this program, but does provide some financial assistance to those that do. Services Provided: • Screening of families of newborns and young children < 5 years of age hospitalized at Onslow Memorial Hospital to identify those with diagnosed or potential risk factors that may lead to developmental delay, disability, chronic illness, or social-emotional disorders. • Education and referral of families to community resources available to assist them. • Provision of quality services to families of young children with limited English proficiency via a Foreign Language Interpreter. Target Population: Families of hospitalized newborns and young children (< 5 years of age) at Onslow Memorial Hospital.
Major Accomplishments
• Met or exceeded Smart Start required performance objectives and measures • Obtained additional grant funding for a Foreign Language Interpreter
Key Goals and Objectives
• Goal 1: To provide early identification of young families in need of assistance and link these families with available community resources to assist them. o Objective 1A: During FY 07/08, the number of families with infants and children < 5 years of age screened for diagnosed or potential risk conditions will increase by 2%. • Goal 2: To ensure that infants and young children have access to medical providers and educational services necessary to meet their identified healthcare needs. o Objective 2A: By June 30, 2008, the percentage of children impacted to have a medical home will meet or exceed the State Partnership for Children’s goal of 85%. o Objective 2B: By June 30, 2008, the percentage of children identified as “at-risk” / special needs who are receiving the appropriate follow up services will meet or exceed the State Partnership for Children’s goal of 65%.
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Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 # infants / children screened by 1,174 1,211 1,250 the CTC % of children impacted to have a 100% 85% 85% or better medical home (State Goal) % of “at-risk” children receiving 100% 90-100% 65% or better appropriate follow up services
Number of Infants / Children Screened by the Community Transition Coordinator
1,250
1,211
1,200 1,174
1,150
1,100
1,050 1,033
1,000
950
900 FY 04/05 FY 05/06 FY 06/07
** FY 06/07 statistics annualized based on performance during period of July 06 – Feb 07.
The number of families requesting assistance with locating needed services following their hospitalization has increased steadily over the past three years.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 87,949 91,141 173,230 173,230 173,230 90.07% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 87,949 91,141 173,230 173,230 173,230 90.07%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 50,512 83,827 118,387 117,040 117,040 39.62% Supplies & Operating 38,302 49,723 54,843 56,190 56,190 13.01% Capital Outlay 0.00% Total 88,814 133,550 173,230 173,230 173,230 29.71%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 2 1 3 3 3 3 Part time 1 1 Other Total 3 2 3 3 3 3
Emerging Issues
• Re-evaluation of the requirements for Early Intervention services may impact the number of children eligible to receive such services. • Staff turnover increases funding needed for recruitment and training of new employees. • Growing population in Onslow County increases demand for services. • Increased expenses associated with salary, mileage, and per diem increases. • Military deployments place additional strain on family members in the area who need assistance in meeting their families’ needs and impact the monthly statistics of families being served. • HIPAA requirements continue to impact collaborative working relationship between Onslow Memorial Hospital and OCHD and referral screening numbers.
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J-48
Onslow County Division Detail
Fiscal Year 2007-08 Maternal Health/Maternity Care Coordination 5163
Division Overview
Mission Statement: To provide comprehensive prenatal care, including case management services, to low income women.
Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1
Services Provided: • Comprehensive prenatal medical care, including laboratory diagnostic testing, sonograms, physical examinations, and education / counseling. • Case management services to assist women to access resources necessary for a healthy pregnancy. • Prepared childbirth (Lamaze) educational classes
Target Population: Low income and/or uninsured pregnant women in Onslow County
Major Accomplishments
• Met all state required performance objectives and measures • Excelled during NC Department of Health and Human Services audit in December 2006 with no deficiencies noted.
Key Goals and Objectives
• Goal 1: To ensure that pregnant Onslow County women have access to high quality and comprehensive prenatal care and case management services. o Objective 1A: By June 30, 2008, the number of women receiving prenatal care through the OCHD will increase by 3%. o Objective 1B: By, June 30, 2008, the number of women having live births who received adequate prenatal care as defined by Kessner Index will meet or exceed the state average of 78.5% (CY 2004 statistic). o Objective 1C: By June 30, 2008, the number of Medicaid enrolled pregnant women who receive care coordination (MCC) services will meet or exceed the state average of 37.4% (CY 2004 statistic).
• Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08, maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted.
J-49 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 # of women receiving 1,296 1,325 1,375 prenatal care through the OCHD % of women receiving 85% 86% 79% or better adequate prenatal care. (State Avg. = 78.5%) % of Medicaid enrolled 49% 44% 35% or better pregnant women who receive care coordination (MCC) services. (State Avg. = 35.2%) Average rating on quarterly patient satisfaction surveys 3.57 3.69 3.50 or better
Charts
Number of Women Receiving Prenatal Care Through OCHD
1,350
1,296 1,300 1,254 1,250 1,213 1,211 1,200
1,150 1,124
1,100
1,050
1,000 FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06
The availability of adequate prenatal care is associated with improved health outcome for both the mother and the newborn. The Onslow County Health Department has provided the care for an ever growing member of women, particularly over the past three years.
J-50 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 75,000 70,000 70,000 70,000 70,000 0.00% State 1,213 146,486 146,486 100.00% Charges 548,175 574,700 647,600 647,600 647,600 12.68% Other Local 0.00% Program Fund balance 23,997 23,997 100.00% Total 624,388 644,700 717,600 888,083 888,083 37.75%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 575,794 648,564 771,998 769,676 769,676 18.67% Supplies & Operating 93,687 124,240 118,407 118,407 118,407 -4.69% Capital Outlay 2,005 0.00% Total 669,481 774,809 890,405 888,083 888,083 14.62%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 15 17 17 17 17 17 Part time 1 1 1 1 1 1 Other Total 16 18 18 18 18 18
Emerging Issues
• State is currently re-evaluating the MCC Program which may result in more stringent program requirements for future services. • Technological innovations in medical documentation increases need for computerized technology to manage databases, track trends, etc. • Continued growth of our program and its services may require more staff and additional office space. • Staff turnover increases funding needed for recruitment and training of new employees. • Increasing expenses for laboratory testing and medications for patients. • Growing population in Onslow County increases demand for services. • Increasing percentage of low income, undocumented citizens in Onslow County who lack any type of health insurance.
J-51
J-52
Onslow County Division Detail
Fiscal Year 2007-08 Family Planning/Women’s Preventative Health 5164
Division Overview
Mission: To provide family planning services and education to women in need of birth control.
Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1
Services Provided: • Physical examinations, laboratory testing, education, and birth control methods • Screening and treatment of sexually transmitted diseases. • School and community education regarding prevention of unwanted pregnancy and teen pregnancies. • Target Population: Women of childbearing age in need of birth control.
Major Accomplishments
• Met all state required performance objectives and measures • Excelled during NC Department of Health and Human Services audit in December 2006 with no deficiencies noted.
Key Goals and Objectives
• Goal 1: To provide family planning services to women in need of birth control, particularly teens, in order to prevent unwanted pregnancies o Objective 1A: By June 30, 2008, increase the total number of unduplicated patients receiving OCHD contraceptive services by 2%. • Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08, maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted.
Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 Total number of unduplicated 1,676 patients 1,709 patients 1,743 patients patients receiving OCHD contraceptive services Average rating on quarterly 3.67 3.8 3.50 or better patient satisfaction surveys
J-53 Charts
Onslow County Adolescent Pregnancy Rate (ages 10-17 years)
20 18 18
16 14.2 14 13.1 12.5 12.4 12
10
8
6
4
2
0 CY 97-99 CY 00-02 CY 03-05 CY 2005 State Rate CY 2004
Teenage pregnancy poses serious economic, social and health implications. The teenage pregnancy rate has dropped considerably over the past four years and is now significantly below the State rate.
J-54 Revenue
2008 2006 2007 2008 2008 % Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Federal 258,990 297,075 268,972 270,097 270,097 -9.08% State 16,652 27,895 25,300 52,224 52,224 87.22% Charges 103,618 134,000 156,700 156,700 156,700 16.94% Other Local 0.00% Program Fund balance 120,204 120,204 100.00% Total 379,260 458,970 450,972 599,225 599,225 30.56%
Expenses
2008 2006 2007 2008 2008 % Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Salaries & Benefits 423,780 458,699 481,947 481,385 481,385 4.95% Supplies & Operating 83,743 129,873 117,840 117,840 117,840 -9.27% Capital Outlay 0.00% Total 507,523 588,572 599,787 599,225 599,225 1.81%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 11 14 14 15 14 14 Part time Other Total 11 14 14 15 14 14
Emerging Issues
• Family Planning Medicaid Waiver may allow many current OCHD patients to seek care through private medical providers. • Technological innovations in medical documentation increases need for computerized technology to manage databases, track trends, etc. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, such as Registered Nurses and Dietitians. • Increasing expenses associated with contraceptive medications, diagnostic laboratory testing, and medications for patients. • Growing population in Onslow County increases demand for services. • Increasing percentage of low income, undocumented citizens in Onslow County who lack any type of health insurance.
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J-56
Onslow County Division Detail
Fiscal Year 2007-08 Family FIT 5165
Division Overview
Mission: To decrease the incidence of childhood obesity
Soft Mandate: State does not require counties to provide this program, but does provide some financial assistance to those that do.
Service Provided: • Patient and community education to promote maintenance of a child’s healthy weight and decrease complications related to childhood obesity; • Laboratory and clinical screening for chronic disease identification; • Medical nutritional therapy; and • Collaboration with area physicians to coordinate care of children with or at risk for obesity • Target Population: Onslow County families of children 0-5 years with a body mass index (BMI) > 85th% living.
Major Accomplishments (New Program initiated Jan 2007)
• Program curriculum developed • Provided program related in-services to area pediatricians
Key Goals and Objectives
• Goal 1: The knowledge of families regarding healthy lifestyles will increase through their participation in the Family FIT program. o Objective 1A: During FY 07/08, parents will demonstrate an improved understanding of a healthy lifestyle as documented by a 50 % improvement in their scores between pre and post tests. • Goal 2: Families participating in the Family FIT program will maintain or reduce their child’s Body Mass Index (BMI). o Objective 2B: During FY 07/08, 75% of the infants and children participating in the Family FIT program will maintain or reduce their baseline BMI.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Percent increase in score on pre and post tests of Not Applicable Not Applicable 50% participating families Percent of children who maintain or reduce their Body Not Applicable Not Applicable 75% Mass Index
Charts: Not Available (New Program)
J-57 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 52,056 164,065 -100.00% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total - 52,056 164,065 - - -100.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 26,376 132,540 6,966 6,966 -73.59% Supplies & Operating 22,970 31,525 -100.00% Capital Outlay 0.00% Total 49,346 164,065 6,966 6,966 -85.88%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 3 3 Part time Other Total - 3 3 - - -
Emerging Issues
• Lack of office, storage, and educational space to adequately meet the needs of clients. • Delayed hiring of staff due to very competitive job market for clinical staff and competing agencies with much higher pay scales. • Difficulty in obtaining insurance reimbursement for services due to “preferred provider” requirements.
J-58
Onslow County Division Detail
Fiscal Year 2007-08 Breastfeeding Is Best 5166
Division Overview
Mission: To increase the initiation and sustainment of breastfeeding among women and their infants.
Soft Mandate: State does not require counties to provide this program, but does provide some financial assistance to those that do.
Service Provided: Breastfeeding education, support, and 1:1 assistance for new and expecting moms and their infants.
Target Population: New and expecting mothers and their infants in Onslow County
Major Accomplishments
• The number of women in Onslow County who initiate and sustain breastfeeding through their infant’s first year of life is well above the state’s rate. • Expansion of private clinic areas designated for breastfeeding at agency. • Addition of a Registered Nurse position to the program to address the needfor breastfeeding assistance among medically complex infants. • Increased use of the blanket warmer and first hour breastfeeding.
Key Goals and Objectives
• Goal 1: Maintain the county’s breastfeeding initiation rate above the state’s rate and at the same or better level as in previous years in order to improve the nutrition and health of the infant. o Objective 1: During FY 07/08, 2 out of every 3 women delivering at Onslow Memorial Hospital will initiate breastfeeding. • Goal 2: Maintain the length of time that women continue to breastfeed their infants above the state’s rate and at the same or better level as in previous years in order to improve the nutrition and health of the infant. o Objective 2A: During FY 07/08, 2 out of every 3 women who initiate breastfeeding will continue to breastfeed their infants at 6 weeks of age. o Objective 2B: During FY 07/08, over 1 out of every 3 women who initiate breastfeeding will continue to breastfeed their infants at 6 months of age.
J-59 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Number of families initiating breastfeeding at OMH 65% 66% 66% (04/05 State Rate = 35.8%) Number of families continuing to breastfeed at 6 81% 67% 67% weeks of age. (04/05 State Rate = 17.5%) Number of families continuing to breastfeed at 6 40% 36% 36% months of age. (04/05 State Rate = 9.3%)
Charts
Percentage of Families Initiating Breastfeeding at OMH
70% 65% 65% 62% 62% 60% 58%
50%
40% 36% 33% 30%
20%
10%
0% Prior to BIB FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06 State Rate Program 04/05
Breastfeeding is associated with better health outcomes for the mother and her newborn than bottle feeding. The number of women breastfeeding in Onslow County is almost double that of the rest of the State.
J-60 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 165,449 208,764 244,089 244,089 244,089 16.92% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 165,449 208,764 244,089 244,089 244,089 16.92%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 115,305 152,993 194,521 196,519 196,519 28.45% Supplies & Operating 49,670 45,771 49,568 47,570 47,570 3.93% Capital Outlay 10,000 0.00% Total 164,975 208,764 244,089 244,089 244,089 16.92%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 4 3 4 4 4 4 Part time Other Total 4 3 4 4 4 4
Emerging Issues
• HIPAA requirements impact collaborative working relationship between Onslow Memorial Hospital and OCHD thus leading to lower screening and referral numbers. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, such as Registered Nurses and Dietitians. • Increasing expenses for breast pumps and other breastfeeding supplies. • Growing population in Onslow County increases demand for services.
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J-62
Onslow County Division Detail
Fiscal Year 2007-08 WIC Administration 5167
Division Overview
Manage all four activity budgets for the WIC Program such as General Administration, Client Services, Nutrition Education and Breastfeeding Promotion.
Major Accomplishments
• New laptop computers and projectors available for power point and outreach presentations at both WIC office sites. • New workstations for the nutrition and management support staff; to better serve the WIC participants and adds a more professional look to the offices.
Key Goals and Objectives
• Continuation of self assessment of the WIC Program: -to determine the efficiency of clinic flow -to streamline the program to maximize use of resources -to monitor and maintain the assigned WIC caseload
Performance Measures
Unable to collect data due to high turnover rate in staff, difficulty in recruitment of new replacement staff (qualified persons did not apply) and downward spiral of caseload due to troop deployment and families transferring to other locations.
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Self assessment of the WIC Unable to determine at Program this time
J-63 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 48,936 72,254 74,970 74,542 74,542 3.17% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 48,936 72,254 74,970 74,542 74,542 3.17%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 44,209 51,025 52,957 52,529 52,529 2.95% Supplies & Operating 8,382 21,229 22,013 22,013 22,013 3.69% Capital Outlay 0.00% Total 52,591 72,254 74,970 74,542 74,542 3.17%
Positions
2006 2007 2007 * 2008 * 2008 * 2008 * Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 Part time Other Total 1 - - - - - *Position is split and counted in another division as one.
Emerging Issues
• High turnover rate in staff • Instability of caseload due to troop deployment
J-64
Onslow County Division Detail
Fiscal Year 2007-08 WIC Nutrition Education 5168
Division Overview
Nutrition Education activities help to improve the health status and nutrition habits of the WIC participants. This is accomplished by educating participants about the relationship between nutrition, physical activity and good health with emphasis on the nutritional needs of pregnant, postpartum breastfeeding and non- breastfeeding women, infants and children less than 5 years of age.
Major Accomplishments
• Continued successful coordination between the WIC and EFNEP Programs in providing nutrition education materials and nutrition counseling to the WIC participants. • Purchasing TV’s with DVD players for the WIC lobby areas to provide entertaining nutrition education information for both adults and children.
Key Goals and Objectives
• Provide an interactive nutrition education computer software program, for use by our low risk WIC participants, to learn basic nutrition education information
Performance Measures
• To purchase nutrition education computer software that will provide individualized nutrition lessons for the low-risk WIC participants or guardians of participants that missed the WIC group classes.
Strategy: To request approval from the State WIC office to purchase computer software for nutrition education for the WIC participants.
• 60% of WIC participants scheduled for a nutrition education class attended Strategy: Goal met.
Overall, performance goals were partially met from previous fiscal year.
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Increase in class attendance 50% 60% 65% by WIC participants
J-65 Charts Participation in Nutrition Classes
60% 58% 56% 54% 52% '05-'06 '06-'07 50% 48% 46% 44%
The chart represents of the percentage of clients who are attending Nutrition classes.
J-66 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 149,802 176,918 212,356 212,356 212,356 20.03% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 149,802 176,918 212,356 212,356 212,356 20.03%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 114,501 128,321 147,698 146,727 146,727 14.34% Supplies & Operating 14,323 48,597 64,658 65,629 65,629 35.05% Capital Outlay 0.00% Total 128,824 176,918 212,356 212,356 212,356 20.03%
Positions
2007 2008 2008 2006 Amended 2007 Adopted Amended Department Manager 2008 Budget Budget Budget Requested Recommend Board Approved Full time 4 Part time Other Total 4 - - - - -
Emerging Issues
• Turnover rate of WIC Program Staff
J-67
J-68
Onslow County Division Detail
Fiscal Year 2007-08 WIC Client Services 5169
Division Overview
Implement criteria and procedures necessary to assess and document an applicant’s eligibility for the WIC Program. Low-income women, infants and children up to age 5 years who are at medical/nutritional risk are eligible for WIC Program services. WIC provides healthy foods, health referrals, breastfeeding support and nutrition information. The federal government mandates these functions.
Major Accomplishments
• Served over 100% of assigned caseload-caseload increased to offer WIC Program services to more potential participants.
Key Goals and Objectives
• To increase the percentage of pregnant women enrolled in WIC who receive WIC Program services during the 1st trimester of pregnancy. • To increase the percentage of children one to five years of age enrolled in Medicaid who receives WIC Program services.
Performance Measures
• 34% of pregnant women will be served by WIC during the 1st trimester of pregnancy Strategy: Increase outreach efforts throughout the community Walk-in prenatal appointments enrolled in WIC the day they walk in Offer late clinic hours Contact missed appointments and reschedule • 60% of children 1-5 yrs of age enrolled in Medicaid will receive WIC services Strategy: Increase outreach efforts throughout the community, especially preschools and Pediatrician’s offices Contact missed appointments and reschedule
Overall, performance goals were partially met from previous fiscal year
Measure Actual 05-06 Estimated 06-07 Projected 07-08 % prenatals enrolled in WIC 33.6% 34.0% 35.0% during 1st trimester % children on WIC & 60% 64.0% 61.0% Medicaid
J-69 Charts
Percentage of WIC clients enrolled in the WIC program during their 1st Trimester.
34 33.9 33.8
33.7 33.6 33.5 33.4 '05-'06 '06-'07
This chart shows the percentage of WIC children (1-5 years) that are also covered by Medicaid & WIC
60
59 58 57 56
55 54 '05-06 '06-'07
J-70 Revenue
2006 2007 2008 2008 2008 Amended Amended Department Manager Board Change Budget Budget Requested Recommend Approved as % Federal 615,031 732,537 736,739 737,167 737,167 0.63% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 33,566 33,566 100.00% Total 615,031 732,537 736,739 770,733 770,733 5.21%
Expenses
2006 2007 2008 2008 2008 Amended Amended Department Manager Board Change Budget Budget Requested Recommend Approved as % Salaries & Benefits 573,342 659,339 701,549 695,083 695,083 5.42% Supplies & Operating 42,632 122,192 75,650 75,650 75,650 -38.09% Capital Outlay 3,414 -100.00% Total 615,974 784,945 777,199 770,733 770,733 -1.81%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 19 23 23 23 23 23 Part time Other Total 19 23 23 23 23 23
Emerging Issues
• High/low turnover rate of WIC staff
J-71
J-72
Onslow County Division Detail
Fiscal Year 2007-08 WIC Breastfeeding 5170
Department Overview
Trained WIC staff coordinates breastfeeding promotion and support activities for the WIC Program. WIC staff also maintains a breastfeeding friendly clinic environment which supports and encourages women to initiate and continue breastfeeding. All pregnant women enrolled in WIC are provided breastfeeding information and are also encouraged to attend WIC breastfeeding classes. Follow up counseling and support is provided to breastfeeding postpartum women as well. The federal government mandates these functions.
Major Accomplishments
• Created an in-depth powerpoint presentation used at the breastfeeding class sessions for the WIC prenatal participants. • Outreach breastfeeding trainings for OB doctors and postpartum ward nurses at the Naval Hospital
Key Goals and Objectives
• To increase the percentage of infants enrolled in WIC and still breastfeeding at 6 months of age. Strategy: Monthly check ups with breastfeeding mother to determine if breastfeeding is going well. Use of incentive gifts to encourage continue breastfeeding
Performance Measures • 14% of infants enrolled in WIC breastfeeding will continue to breastfeed at 6 months of age during the ’07-’08 fiscal year.
Overall, performance goals were met for previous fiscal year.
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Percentage of women in WIC 51.3% 52.0% 54.0% who initiated breastfeeding Percentage of infants in WIC 31.0% 32.0% 33.0% breastfeeding at 6 weeks old
J-73 Percentage of women enrolled in WIC who initiated breastfeeding prior to being discharged from the hospital.
53
52.5
52
51.5
51
50.5
50 '05-'06 '06-'07
Percentage of infants in WIC breastfeeding who are still at 6 weeks old
33 32.8 32.6 32.4 32.2 32 31.8 31.6 31.4 '05-'06 '06-'07
J-74 Revenue
2006 2007 2008 2008 2008 Amended Amended Department Manager Board Change Budget Budget Requested Recommend Approved as % Federal 27,293 33,863 37,716 37,716 37,716 11.38% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 27,293 33,863 37,716 37,716 37,716 11.38%
Expenses
2006 2007 2008 2008 2008 Amended Amended Department Manager Board Change Budget Budget Requested Recommend Approved as % Salaries & Benefits 26,526 29,577 31,504 31,095 31,095 5.13% Supplies & Operating 1,429 4,286 6,212 6,621 6,621 54.48% Capital Outlay 0.00% Total 27,955 33,863 37,716 37,716 37,716 11.38%
Positions
2006 2007 2007 * 2008 * 2008 * 2008 * Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 1 Part time Other Total 1 - - - - - *Position is split and counted in another division as one.
Emerging Issues
High/Low Turnover Rate of WIC Staff
J-75
J-76
Onslow County Department Summary
Fiscal Year 2006-07 Child Service Coordination 5176
Division Overview
Mission: To prevent or minimize developmental delays in infants and young children. Hard Mandate: Child Health is an “Essential Public Health Service” as defined under GS 130A-1.1 Services Provided: Comprehensive case management services to infants and young children at risk for developmental delays due to medical and/or social conditions. Target Population: Infants and children birth to 5 years of age with or at-risk for developmental delays.
Major Accomplishments
• Met all state required performance objectives and measures. • CSC program exceeded the number of Non-Medicaid service units required by the State Contract Addendum which provided increased state funding for the program. • Our agency’s collaboration with the state’s Children’s Developmental Services Agency through their time of transition has allowed for the consistent identification of at-risk children in our county and ensured that services are provided to those children not currently eligible for Early Intervention services.
Key Goals and Objectives
• Goal 1: To provide early identification of developmental delays in infants and young children through case management services in order to improve the health and quality of life of young Onslow County families. o Objective 1A: By June 30, 2008, the number of children served in the CSC program will increase by 2%. o Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08, maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted.
Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 Number of children served in the 724 740 755 CSC program Average rating on quarterly patient 3.57 3.69 3.50 or better satisfaction surveys
J-77 Chart
Number of Infants / Children Receiving Care Coordination (CSC) Services Through OCHD
800 712 724 700
600 534 500 474
400
300
200
100
0 FY 02/03 FY 03/04 FY 04/05 FY 05/06
The number of infants and children receiving care coordination (CSC) services through the Onslow County Health Department has increased 50 percent over the past 4 years.
J-78 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 125,445 125,423 125,423 125,423 125,423 0.00% State 0.00% Charges 228,320 389,207 450,000 450,000 450,000 13.51% Other Local 0.00% Program Fund balance 4,398 4,398 100.00% Total 353,766 514,630 575,423 579,821 579,821 11.33%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 312,931 531,959 581,160 535,417 535,417 0.65% Supplies & Operating 31,915 44,080 44,404 44,404 44,404 0.74% Capital Outlay 5,595 -100.00% Total 344,845 581,634 625,564 579,821 579,821 -0.31%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 10 9 11 12 11 11 Part time 1 Other Total 11 9 11 12 11 11
Emerging Issues
• High degree of staff turnover increases expenses associated with recruitment and training of new employees; simultaneously, staff turnover also decreases the number of billable services provided and revenue earned by the CSC program. • Continuous changes in NC Early Intervention requirements may impact the number of children eligible to receive CSC services. • Technological innovations in medical documentation increases need for computerized technology to manage databases, track trends, etc. • Increasing percentage of low income, undocumented citizens in Onslow County who lack any type of health insurance, but require services. • Increased expenses associated with salaries and mileage reimbursement. • Military deployments place additional strain on family members in the area who need assistance in meeting their families’ needs. • Limited space in agency constrains program’s opportunity to expand and add services.
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J-80
Onslow County Division Detail
Fiscal Year 2007-08 Immunizations 5177
Division Overview
Mission: To prevent the incidence and spread of communicable diseases through the provision of immunizations.
Hard Mandate: “Essential Public Health Service” as defined under GS 130A-1.1
Services Provided: • Provide all state required immunizations for children. • Provide tetanus, measles, mumps, rubella, hepatitis, flu and pneumonia immunizations for adults.
Target Population: All Onslow County residents
Major Accomplishments
• Successful flu vaccination season despite ongoing vaccine supply issues nationwide. Expanded flu clinics offered to include a “drive-by” flu clinic and fifteen (15) outreach clinics at various businesses in Onslow County. • Participated in Mass Dispensing Clinic operations for Pandemic Influenza exercise with community partners. • Offered Menactra vaccination (protection against a serious, life-threatening form of bacterial meningitis) to all high schools in the county, including military and private high schools. • Increased the percentage of preschool children in our county whose immunizations are up-to-date to 89% (better than state percentage). • Conducted active surveillance, diagnosis, treatment and preventative health education to persons during an outbreak of Pertussis (Whooping Cough) in the community. • Met all state required performance objectives and measures.
Key Goals and Objectives
• Goal 1: To prevent the transmission of preventable communicable diseases to persons through the provision of appropriate immunizations. o Objective 1A: During FY 07/08, maintain the percentage of Onslow County children with up-to-date immunizations above the state’s rate, and at the same or better level in the county as in previous years. o Objective 1B: During FY 07/08, add at least 2 additional private providers to the NC Immunization Registry. • Goal 2: To provide the highest level of customer service to clients in order to ensure that they receive quality care in an efficient, caring environment. o Objective 2A: During FY 07/08, maintain a 3.50 or better overall rating (on a scale of 1-4) on quarterly patient satisfaction surveys conducted.
J-81 Performance Measures Measure FY 05/06 Estimated FY 06/07 Projected 07/08 % of OCHD Pediatric Clients w/ up-to-date 88% 89% 89% immunization status (State Avg. = 76%) Number of providers in the NC 2 4 6 Immunization Registry Average rating on quarterly patient 3.57 3.69 3.50 or better satisfaction surveys
Chart
Percentage of OCHD Pediatric Clients with Up-To-Date Immunizations
100% 88% 90% 80% 76% 70% 65% 59% 60% 56% 50% 45% 40% 30% 20% 10% 0% FY 01/02 FY 02/03 FY 03/04 FY 04/05 FY 05/06 05/06 STATE AVG.
The percentage of children in Onslow County who have up-to-date immunizations is much higher than the rest of the State and has been steadily improving over the past 5 years.
J-82 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 78,950 129,448 78,948 78,948 78,948 -39.01% State 0.00% Charges 140,585 167,150 153,800 153,800 153,800 -7.99% Other Local 0.00% Program Fund balance 16,748 16,748 100.00% Total 219,535 296,598 232,748 249,496 249,496 -15.88%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 207,873 233,090 245,052 249,115 249,115 6.88% Supplies & Operating 88,124 140,725 97,762 97,762 97,762 -30.53% Capital Outlay 7,000 -100.00% Total 295,997 380,815 342,814 346,877 346,877 -8.91%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 7 4 4 4 4 4 Part time 1 Other Total 8 4 4 4 4 4
Emerging Issues
• Newly available vaccines, such as Gardasil (protects against certain types of cervical cancers) and Zostavax (protects against shingles), increase medicine / drug expenses. • Shortages of vaccines, such as flu vaccine, increases demand for the vaccine and increases the per dose cost. • Technological innovations in medical documentation and disease surveillance increases need for computerized technology to manage databases, track trends, etc. • High degree of staff turnover and difficulty in recruiting and retaining highly qualified clinical staff, particularly Registered Nurses. • Outbreaks of communicable diseases (such as pertussis) necessitate additional staff time and resources (example: diagnostic testing, medications). • Pandemic Influenza Planning requirements from NC PHP & R/CDC. • Growing population in Onslow County increases demand for services. • Increasing percentage of low income, undocumented citizens in Onslow County who lack any type of health insurance. • Increased expenses associated with new salary, mileage, and per diem increases.
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Onslow County Division Detail Fiscal Year 2007-08 HOSPICE 5191
Division Overview
The Hospice division was established in 1995, and is a division of the Onslow County Health Department. The agency is licensed by the Division of Facility Services and is reimbursed by Medicare, Medicaid, and private insurances. The agency provides a bridge in the continuum of care between inpatient and outpatient services, providing the following services: Skilled Nursing, Home Health Aides, Physical Therapy, Occupational Therapy, Medical Social Work, Nutritional Services, Bereavement Counseling, and Volunteer Services. These services are provided in the home under a physicians’ plan of care. This is not a mandated program; yet it is the only non-profit Hospice in this area. This agency serves the underinsured and the uninsured. The agency is accredited by the Joint Commission on Accreditation of Healthcare Organizations.
Major Accomplishments
o Continued successful reaccreditation by the Joint Commission on Accreditation for Healthcare Organizations and successful licensure surveys. o Continued increased patient census leading to the need for an additional professional FTE and a part-time clerical assistant. o Bereavement and counseling services offered to patients, caregivers, and the community, (regardless of whether or not they are patient affiliated.) o Annual Memorial Service with Remembrance Garden at the Jacksonville City Cemetery on Highway 24, in honor of our hospice patients who have passed.
Key Goals and Objectives
o In anticipation of the updated Conditions of Participation, Hospices will be surveyed for compliance with performance improvement standards and improvement of clinical outcomes. o Hospice will increase patient and family satisfaction by decreasing their need to return to the hospital related to their disease process and have adequate pain control allowing them to remain at home. o Recruitment and retention of trained staff to provide hospice services. Staff nurses are to be cross trained in both Home Health and Hospice to increase the nurses’ comfort levels when on-call services are needed. o Within the fiscal year, the Hospice will show profitability by increased census, positive community relations, and time management resulting in concise documentation and optimal patient/family satisfaction with services.
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Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Individualized patient care 85% 95% 100% plans involving all the disciplines to improve patient outcomes Maintain core disciplines to 90% 90% 95% provide quality care. Increased education to 90% 95% 95% community members to enhance patient satisfaction, increase referrals, and recruit volunteer staff.
NORTH CAROLINA HOSPICE AGENCIES
COUNTY COMPARISON DATA FY: 070105 – 063006
COUNTY DAYS OF CARE DEATHS ONSLOW 14,371 212 CABARRUS 25,201 354 CARTERET 8,846 144 CATAWBA 40,886 603 DAVIDSON 32,618 373 IREDELL 27,046 311 JOHNSTON 40,558 232 NEW HANOVER 23,996 538
This graph reflects Home Health data by County of patient origin. Data reflects the agencies (Government Home Health) serving residents of counties by age. All are county agencies except Carteret (which is hospital based) and New Hanover, which is now Wellcare (private); and several other private entities. The entities servicing Onslow County are Onslow County Home Health, Continuum Homecare, Liberty Home Care and BHC (Maysville). This graph
ONSLOW 50,000 CABARRUS 40,000 CARTERET 30,000 CATAWBA 20,000 DAVIDSON 10,000 IREDELL 0 JOHNSTON DAYS OF CARE DEATHS NEW HANOVER
J-86 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 653,561 570,354 497,750 248,875 497,750 -12.73% Other Local 1,340 1,000 3,000 1,500 3,000 200.00% Program Fund balance 0.00% Total 654,901 571,354 500,750 250,375 500,750 -12.36%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 304,417 377,763 448,948 195,677 386,004 2.18% Supplies & Operating 222,999 384,975 458,428 229,215 398,828 3.60% Capital Outlay 3,000 3,000 1,500 1,500 -50.00% Total 527,416 765,738 910,376 426,392 786,332 2.69%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 7 8 8 9 8 8 Part time 1 1 1 1 1 1 Other Total 8 9 9 10 9 9
Emerging Issues
o Growing Hospice program will require an additional Professional FTE clinically to assist in case management and will allow increased referrals to enhance revenue. o Growth in the Medicare program leading to patient outcomes in Hospice analyzing data such as pain management, safety, and patient/caregiver understanding of the Hospice philosophy. o Emerging into a fully electronic medical record system along with laptops for data collection. o The need for a part-time Processing Assistant to oversee medical records and assist the management support team as the census continues to grow. o Continual marketing to educate the community regarding the availability of the Hospice program for those who want to remain in their homes as they face their illnesses.
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Onslow County Department Summary
Fiscal Year 2006-07 Bioterrorism 5192
Division Overview
Mission: To ensure Public Health emergency preparedness and response activities.
Hard Mandate: Communicable Disease Control is an “Essential Public Health Service” as defined under GS 130A-1.1
Services Provided: Provide Public Health education and exercises to prepare the community in the event of a potential chemical, biological, or radiological terrorism incident.
Target Population: Community at large
Major Accomplishments
• Onslow County Bioterrorism Nurse Coordinator presented at state-wide Epidemiology Team Conference as requested by state BT experts in June 2005. • Operated a SNS Mass Dispensing Clinic during the county MCTFER exercise May 2006. • Awarded ~$20,000 in advanced GIS/GPS technology equipment and training through the State, which included a pre-hurricane surveillance exercise and participation in the State exercise, in Charlotte, in August 2006. • Community education on pandemic avian influenza to community partners during the spring of 2006 to include the county school nurses, host school staff at Dixon Middle School, local law enforcement and other MCTFER partners. • Incorporated NIMS / ICS basic training for all agency staff. Developed and maintained a training database to provide NIMS / ICS compliance data to the county’s Web EOC training database. Hosted AHEC courses on ICS 200, 300, and 400 levels for both agency staff and partners in surrounding counties. Currently, over 80% of the health department’s staff is NIMS / ICS compliant.
Key Goals and Objectives
• Goal 1: To ensure that the county is prepared to effectively manage elements of the Strategic National Stockpile should it become necessary due to a major natural disaster or a terrorist attack. o Objective 1A: By June 30, 2008, maintain a comprehensive Onslow County SNS plan that meets all state requirements. o Objective 1B: By June 30, 2008, participate in at least two preparedness exercises, including at least one involving deployment of the SNS. • Goal 2: To ensure that healthcare providers in the community are aware and knowledgeable of emerging infectious diseases and the National Incident Management Systems (NIMS)/ Incident Command System (ICS) in order to provide an effective, coordinated community response. o Objective 2A: By June 30, 2008, provide at least 3 educational sessions to health professionals in Onslow County on an emerging infectious disease or BT related topic. o Objective 2B: By June 30, 2008, a minimum of 80 % of OCHD employees will be in compliance with NIMS/ICS training requirements for NIMS 700 and ICS 100. o Objective 2C: By June 30, 2008, provide health department staff a review of both NIMS 700 and ICS 100 elements and updates.
J-89 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07/08 Completed and regularly Draft format Onslow County SNS Completed Onslow County updated Onslow County SNS available. plan under review by SNS plan, including revisions plan key community suggested by community and partners (10/06 – state partners. 1/07) and state After Action Report of BT / Full scale SNS Full scale SNS exercise Corrective action plans SNS Drill exercise last planned for May 2006 incorporated into SNS plan conducted at Dixon High School. following completion of SNS 2003. preparedness exercise Sign-in Sheet or Agenda Smallpox Mass Dispensing Clinic Internal training database for from training on a training training conducted HD staff documents pre- communicable disease or offered 4/04. 3/06 exercise and annual training bioterrorism related topics. provided. Training database of OCHD Organizational Agency policy on PH Minimum of 80% of OCHD employees with dates of awareness of Preparedness Training workforce in compliance with NIMS/ICS course completion. new (NIMS/ICS) adopted. NIMS/ICS training NIMS/ICS requirements and training training documented internally and in county WEB EOC data base. Draft Pandemic Influenza N/A Draft plan currently Pandemic Flu plan reviewed plan per state requirements under development by state and communicated to community partners.
J-90 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 80,299 64,983 62,277 62,277 62,277 -4.16% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total 80,299 64,983 62,277 62,277 62,277 -4.16%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 80,299 61,023 62,277 62,277 62,277 2.05% Capital Outlay 3,960 -100.00% Total 80,299 64,983 62,277 62,277 62,277 -4.16%
Emerging Issues
• Federal government funding cuts have affected the program for past 2 years. • Strengthening community partnerships in public health emergency preparations with formal memorandums of understanding, message mapping and continued exercising. • Potential for a pandemic flu outbreak requires the development of a Pan Flu Response Plan and education of the community regarding activities to take in the event of such an outbreak. • Outbreaks of communicable diseases necessitate additional staff time and resources (example: diagnostic testing, medications). • New emerging infectious diseases (SARS, monkey pox, WNV, BSE/ “Mad Cow”, Avian Influenza, etc). • Community requests for bioterrorism presentations, literature, and outreach activities are increasing for topics such as smallpox, pandemic flu, MRSA, etc. • Technological innovations in disease surveillance increases need for computerized technology to manage databases, track trends, etc. • Staff turnover increases funding needed for training of new employees on preparedness responsibilities.
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Onslow County Department Summary Fiscal Year 2007-08 Social Services 5300-5481
Mission Statement
The Department of Social Services assists Onslow County citizens in meeting their basic daily living needs through financial, nutritional, and medical assistance. The department promotes the well-being of citizens through social work services to strengthen families, protective services to prevent or remedy abuse, neglect or exploitation of vulnerable children and disable or elderly adults.
Revenue
% 2008 2006 2007 2008 2008 Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Federal 12,008,527 14,092,565 14,506,247 14,480,824 14,480,823 2.76% State 3,296,487 3,136,660 3,177,742 3,223,380 3,223,380 2.76% Charges 9,500 - - - - 0.00% Other Local 70,178 52,423 51,384 51,384 51,384 -1.98% Total 15,384,692 17,281,648 17,735,373 17,755,588 17,755,587 2.74%
Expenses
% 2008 2006 2007 2008 2008 Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Salaries & Benefits 9,482,124 11,362,769 12,416,560 12,124,754 12,124,754 6.71% Supplies & Operating 16,415,944 19,004,715 20,774,499 20,761,483 20,761,483 9.24% Capital Outlay 81,619 195,855 30,000 30,000 30,000 -84.68% Total 25,979,687 30,563,339 33,221,059 32,916,237 32,916,237 7.70%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 257 265 262 274 272 272 Part time 2 2 2 2 2 2 Other ------Total 259 267 264 276 274 274
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Onslow County Division Detail
Fiscal Year 2007-08 DSS Administrative Support Division 5310
Division Overview
To assist the agency in all matters concerning personnel, finance, technology, facility maintenance, and public contact. Administrative Support Division’s general functions are: fiscal matters, legal matters, personnel matters, technology support, buildings and grounds, security matters, training, budget development and management, proper reimbursement from federal and state authorities, and the day to day operation of the department.
Division Programs
• Legal Services to represent agency in all legal matters in Human Services. • Financial Management Unit (payroll, time sheets, day sheets, travel, accounts payable, accounts receivable, day care billing, trust accounts, foster care reporting, federal and state reimbursements.) • Data Management (Technology maintenance and management of computers, printers, network systems, software and programs, e-mail and internet, data entries, and telephone system.) • Operations Support Unit (lobby control, greeters for the agency, switchboard, file room, mail, copiers, and returned mail) • Personnel Services: Personnel Tech. II (employee data base, personnel action forms, orientation, posting of vacancies, benefits, FMLA, and workman’s comp.) • Facilities Maintenance Coordinator (facilities maintenance and housekeeping, supply inventory, process purchases)
Major Accomplishments
• Meeting the state standards of fiscal reports • Met goal to upgrade technology within the five year rotation plan • Upgraded and reclassify positions to meet state standards.
Key Goals and Objectives
• Insure that all clients are directed to the appropriate programs in a timely matter to meet their needs. • Manage all department-level personnel matters. • Provide safe clean environment • To coordinate and manage computer operations and support • To obtain optimum revenue through coding, tracking, and reporting • To continue meeting state audit standards.
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Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08
To continue to meet State No major exceptions Unknown at this No major exceptions audit standards. time To maximize 56.36% was Expenditure to reimbursed 59% was reimbursed 62% to be reimbursed Revenue ratio
* Our budget is comprised of several Federal and State funding allocations that may or may not remain constant throughout the year. Reallocations of additional funding from under spending Counties in certain program areas have been an option in the past. This option is becoming more difficult as the State’s fiscal situation continues to decline. Federal participation rates (the percentage of funding contributed by the Federal Government) vary from program to program. Some programs are funded at the 100% level while some as low as 50%. Some programs like our Work First activities are required to be funded 100% at the County level per the Welfare Reform Act of 1996.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 540,624 2,209,225 1,969,334 1,978,349 1,978,349 -10.45% State 211,153 201,355 201,355 201,355 201,355 0.00% Charges 0.00% Other Local 18,826 0.00% Total 770,602 2,410,580 2,170,689 2,179,704 2,179,704 -9.58%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 1,440,921 1,605,115 1,707,849 1,695,837 1,695,837 5.65% Supplies & Operating 694,171 860,353 938,682 938,682 938,682 9.10% Capital Outlay 81,619 195,855 30,000 30,000 30,000 -84.68% Total 2,216,712 2,661,323 2,676,531 2,664,519 2,664,519 0.12%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 36 35 36 37 37 37 Part time Other Total 36 35 36 37 37 37
Emerging Issues
• DSS budget is comprised of several Federal and State funding allocations that may or may not remain constant throughout the year. Reallocations of additional funding from under spending Counties in certain program areas have been an option in the past. This option is becoming difficult to take advantage of as the State’s fiscal situation continues to decline. Federal participation rates (the percentage of funding contributed by the Federal Government) vary from program to program. Some programs are funded at the 100% level while some as low as 50%. Some programs like our Work First activities are required to be funded 100% at the County level per the Welfare Reform Act of 1996. We receive our budget estimates from the State’s Controller during February of each year. These estimates are used to prepare our budget, however they are subject to change, as normally the State Legislation has not past an approved budget at that time.
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Onslow County Division Detail Fiscal Year 2007-08 Applications-Adult Medicaid 5314
Division Overview
The Application Unit consists of the following programs: Adult Medicaid, which consists of Medicaid for Aged, Blind and Disabled individuals in private living arrangements, Special Assistance for those persons residing in Rest Homes or utilizing the In-Home Care Assistance program, Long Term Care Assistance for persons residing in Nursing Homes and other Long Term Care Facilities and CAP services for other disabled individuals living at home. These programs are all mandated by the State and/or Federal Government.
• The Adult Medicaid Program provides services through the above-named programs for approximately 4,500 persons.
Major Accomplishments
• Met the Alexander Exit Plan Report Card for each month • Completed 2,275 eligibility reviews with a .01% overdue rate • Attended training on the following subjects: Breast and Cervical Cancer Eligibility Budgeting Pass-along Disability, In-Kind and 1/3 Reduction State Residence Anxiety in Older Adults Documentation and verification Medicare D Dealing with Difficult People SA-In Home eligibility
Key Objectives FY 07-08
• Process all re-determinations in a timely manner. • Process applications within the state time standards of 45 and 90 days. • Arrange for and/or provide on-going training opportunities for workers.
Performance Measures
Measure Actual 05-06 Actual 06-07 Projected 07-08 Timely reviews 99% 99% 99% Timely applications 99% 100% 99%
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 23,396 19,829 23,396 23,396 23,396 17.99% Total 23,396 19,829 23,396 23,396 23,396 17.99%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 531,482 645,363 688,840 686,335 686,335 6.35% Supplies & Operating 21,730 30,400 29,600 29,600 29,600 -2.63% Capital Outlay 0.00% Total 553,212 675,763 718,440 715,935 715,935 5.94%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 15 16 16 16 16 16 Part time Other Total 15 16 16 16 16 16
Emerging Issues
• Policy changes: The policy changes related to voter registration, junked cars, citizenship and identity and state residence make the application and review process much more time intensive. • Increased income limits for Medicaid and Food Stamps: Increased income limits in these programs will qualify more applications and increase the caseload sizes.
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Onslow County Division Detail Fiscal Year 2007-08 Child Protective Services Tiers 5315
Division Overview
Child Protective Services (CPS) – Provides a range of mandated services, which intervenes on behalf of children at risk of abuse, neglect and/or dependency. In-home and community based services may be provided when warranted to promote children safely being maintained with their parent and/or family.
Major Accomplishments
• Implemented the Multiple Response System throughout the Child Protective Services Tiers to provide family centered practice.
• Established the Onslow County Drug Endangered Child Task Force to develop a county-wide Response Plan for Children Found in Clandestine Laboratories Situations. A protocol was initiated in conjunction with other county agencies to have a coordinated response to the growing problem within the county. Of the four reported Methamphetamine Labs last year two involved the placement of children.
Child and Family Services Review
The Child Welfare Services Delivery System’s levels of compliance with the law, state standards, policies, and administrative rules were reviewed by the NC Division of Social Services in June 2006. The outcome-based process measures the level of conformity in meeting the three main goals of safety, permanency, and well- being. The agency was found to be in compliance in five of the seven areas assessed.
IV-E On-Site Monitoring Review
The IV-E On-Site Monitoring Review was conducted on October 17, 2006. Five cases were successfully reviewed and no errors were cited in the determination of eligibility. Initially, one case was deemed to be ineligible for IV-E foster care maintenance payment due to a court hearing not being heard timely; however, the decision was appealed in the agency’s favor.
Key Objectives
During FY 07-08:
• Objective: Decrease the number of children that had subsequent substantiated report within six months of the first report. The previous process oriented indicator has been replaced by a federal outcomes measure.
J-101 Performance Measures
Measure Actual 05-06 Actual 06-07 (ytd) Projected 07-08 % of children subject to 6.45% State Data 6.1% another substantiated Unavailable report after 1st (Federal Standard -6.1 % or less State Average – 5.50%)
Despite being overwhelmed by an astronomical turnover rate of 75%, staff has continuously made extraordinary efforts to initiate cases and provide services in a timely manner. With continued turnover being so high, the remaining workers must carry the heavy burden and often are unable to dictate cases that grow in their backlog. The backlog coupled with the emotionally charged nature of the work and its sheer volume wears on workers emotionally. Another bi-product of turnover is that the quality of services diminishes and adversely impacts good outcomes. Locally, the recurrence of maltreatment this fiscal was only .35% higher that the federal rate of 6.1%. Onslow County’s parent and/or caretaker median age is 24 years old. The county also has one of the highest preschool population in the state which when coupled with the lack of supportive resources may contribute to the recurrence of maltreatment.
J-102 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 1,603,232 1,603,232 1,603,232 1,603,232 1,603,232 0.00% State 0.00% Charges 0.00% Other Local 0.00% Total 1,603,232 1,603,232 1,603,232 1,603,232 1,603,232 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 2,590,048 3,359,074 3,639,978 3,532,060 3,532,060 5.15% Supplies & Operating 184,880 285,053 328,401 323,207 323,207 13.38% Capital Outlay 0.00% Total 2,774,927 3,644,127 3,968,379 3,855,267 3,855,267 5.79%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 67 73 73 75 75 75 Part time Other Total 67 73 73 75 75 75
Emerging Issues
Onslow County’s number of unduplicated assessments for children between 0-6 years of age is 9% higher in comparison to the state’s average and findings of neglect are 7% higher. Subsequently, this young population is subject to higher rates of child fatalities and serious injury. These cases require the provision of on-going services to lower the risk and promote positive outcomes. Two After-hours Duty Social Workers are being requested given the volume of after-hour contacts required, coupled with the MRS Philosophy which recommends scheduling meetings with clients after-hours. Because of this, some clients will not allow social workers to initiate cases with their children until after the entire family is home in the evening. Social workers are often out late in the evenings and still must be available the next day in order to initiate new reports which may require immediate responses or the workers may be needed in court. A reclassification of an Office Assistant III position to an Office Assistant IV position is being requested based upon current duties and responsibilities. This office assistant is responsible for compilation and interpretation of select data, conducts research, transcribes narratives, provides administrative support, acts as a state system liaison and is responsible for the maintenance of the Human Services Division file room.
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Onslow County Division Detail Fiscal Year 2007-08 Adult & Family Services 5316
Division Overview
Adult & Family Services
• Adult Protective Services - A range of mandated services which intervenes on behalf of adults (age 18 and over) when at risk due to abuse, neglect or exploitation by self or others because of mental or physical incapacity or isolation.
• Elderly & Disabled Transportation Assistance Program - Discretionary service provided for essential transportation for elderly and/or disabled adults.
• Enhance Personal Care - This Medicaid (mandated) program serves impaired disabled adults who require assistance with daily activities such as eating or toileting.
• Guardianship - Essential mandatory life sustaining services provided to disabled/aged who are mentally incompetent.
• Medicaid At Risk Case Management Services - Provides community support services to impaired elderly and disabled Medicaid eligible adults.
• Outreach Services – Discretionary support services to defer situation of concern from becoming ones requiring mandatory intervention.
• Special Assistance Demonstration Project - A Medicaid program for disabled adults to promote independent living in the community.
Major Accomplishments
• Based on successful implementation and filling of 9 Special Assistance In-Home slots, 4 more were awarded to the agency to make a total of 13 available slots. This service continues to be an invaluable tool to allow elderly and/or disabled adults to remain in their homes longer, rather than going into long-term placement.
• Elder Cheer, the program that provides Christmas gifts and visits to the elderly and disabled residents of adult care homes, had its most successful year yet, with monetary donations of $1,650 as well as donations of personal care items.
Key Objectives
During FY 07-08:
• Objective: To ensure safe living environments for disabled and/or elderly adults.
J-105 Performance Measures
Measure Actual 05-06 Actual 06-07 (ytd) Projected 07-08 APS rate of response for 95% 100% 98% timely initiation of evaluations
The Adult and Family Services Unit faced some serious challenges last fiscal year as a result of an astounding 80% social work turnover rate. Subsequently, the agency’s ability to respond to citizen concerns regarding disabled and/or elderly adults were not consistently responded to within the prescribed timeframes. Additionally, turnover has an adverse impact on outcomes and the agency’s ability to maintain diligent efforts to provide services to adults in order to protect them in their own homes and prevent removal. Without question the effect is felt by clients who experience lower quality services and poorer outcomes as a result.
J-106 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 417,188 368,296 481,923 482,348 482,348 30.97% State 175,066 231,700 120,126 99,911 99,911 -56.88% Charges 0.00% Other Local 0.00% Total 592,253 599,996 602,049 582,259 582,259 -2.96%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 316,735 370,117 427,365 378,808 378,808 2.35% Supplies & Operating 73,035 101,503 95,687 91,776 91,776 -9.58% Capital Outlay 0.00% Total 389,770 471,620 523,052 470,584 470,584 -0.22%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 8 8 8 9 8 8 Part time Other Total 8 8 8 9 8 8
Emerging Issues
Onslow County is a rapidly growing retirement community and the Adult Services Unit is ill-equipped to address the service needs of the aging Baby-Boom Generation. A position is needed to provide mandatory and support services to keep small needs from becoming ones requiring major intervention. Timely intervention is essential to interrupt physical deterioration, reduce risk and care cost, and reduce the threat to independence. This approach is much less costly in the long run and maintaining stability in the community is a win-win solution. When the agency can adequately monitor at-risk adults’ safety and their wellbeing through frequent visits service delivery, goal attainments are enhanced. Maintenance of sufficient face-to–face contact with adults and their families are necessary to ensure safety. Sufficient manpower is needed to mange and expand the Special Assistance In-Home Program to promote the aging in place concept in the community.
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Onslow County Division Detail
Fiscal Year 2007-08 PEERS Family Development Center 5318
Division Overview
PEERS is a stand alone non-profit agency working under the employment umbrella of the Onslow County Department of Social Services, as a program to intervene in families with issues of abuse and neglect. The PEERS program began in 1977 and was the only program of its kind in the state. PEERS provides parenting education, drop in childcare, adolescent parenting services, and parents-as-teachers home visiting services the citizens of Onslow County.
PEERS operates on grant funding, private donations, and fund raising events. All services offered to families are free of charge and open to all. There are no income limits to qualify for services.
Major Accomplishments
• PEERS has served Onslow County citizens for 30 years. • PEERS has always had a clean audit. • PEERS had its most successful fund raising event in March of 2006 with a matching grant from Wal- Mart raising over $13,000. • PEERS was awarded three grants from the Onslow County Partnership for Children, two grants from the United Way of Onslow County, a seed grant from the United Way of Onslow County to begin development of a Child Advocacy Center, a grant from the City of Jacksonville, and a grant from Target. • PEERS Free Drop-In Childcare is supported and advertised by project CARE. The program continues to operate at full status and receive public support. In 2006 none of the children attending the center were found to be maltreated in a substantiated Child Protective Services Investigation. • PEERS began a community outreach parenting education program serving the Onslow County Schools and other community programs. PEERS Parent Education Program is partnering with the Onslow County Health Department and Onslow Memorial Hospital to bring parent education to the pre-natal population. PEERS is partnering with the Hispanic community by offering parent education in Spanish in Richlands. • PEERS continues to be the Onslow County affiliate to Prevent Child Abuse North Carolina.
Key Goals and Objectives
• To provide quality parenting education, on a quarterly basis, to Onslow County citizens requesting services, for the prevention/reduction of child abuse and neglect. • To continue to expand the outreach parenting education program and to teach classes in all Onslow County communities and township, as well as, all public preschool centers. • To provide free drop-in childcare to Onslow County citizens Monday, Wednesday, and Friday from 9am until 1pm for the prevention of child abuse and neglect. • To continue to receive funding for all programs through grant funding via the Onslow County Partnership for Children, the United Way of Onslow County, the City of Jacksonville, and Target Stores.
J-109 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 85% of parents completing 100% 100% 100% parenting education classes will demonstrate increased knowledge in the subject matter of the class. Less than 15% of parents 1% 4% 100% who successfully compete the parenting classes will have a repeat abuse/neglect substantiated report within 6 months of their participation in the activity.
J-110 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 37,470 40,640 61,287 61,951 61,951 52.44% State 18,990 18,990 42,901 43,366 43,366 128.36% Charges 0.00% Other Local 27,957 32,594 27,988 27,988 27,988 -14.13% Total 84,416 92,224 132,176 133,305 133,305 44.54%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 154,166 177,787 183,679 182,506 182,506 2.65% Supplies & Operating 4,883 5,120 6,727 6,727 6,727 31.39% Capital Outlay 0.00% Total 159,049 182,907 190,406 189,233 189,233 3.46%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 5 3 3 3 3 3 Part time 2 2 2 2 2 2 Other Total 7 5 5 5 5 5
Emerging Issues
• Continued Outreach: Continuing problems with Child Maltreatment in the County keeps the demand for services high.
• Increased deployments in Military Families: Increased deployments require an increase in services to families remaining behind. The free drop- in childcare serves 75% military families.
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Onslow County Division Detail Fiscal Year 2007-08 Day Care-DCD 5330
Division Overview
The Child Day Care Unit consists of the following program: Subsidized Child Care for families who are employed or attending school. This is a mandated program. • The Child Day Care program provides services through the above-named program for approximately 1925 children and/or 1175 families. The unit also provides oversight for approximately 200 day care providers.
Major Accomplishments
• Passed state audit with a 96% accuracy rate in the program. • Processed 100% intake applications timely. • Began offering evening Provider trainings. • Began taking applications at OCPC remote site. • Introduced Provider Power Point for Provider trainings. • Developed and distributed Provider newsletter. • Developed and distributed flyer to target deployed spouse population. • Provided group trainings for case management issues.
Key Objectives
During FY 07-08: • Process 100% of intake applications timely. • Take applications at all OCPC remote sites, as they open. • Continue evening Provider trainings. • Begin Provider home visits. • Develop more outreach materials for clients and Providers. • Increase participation of unit in courses provided by agency and county for professional development. • Increase monitoring and skill development within the unit. • Increase accuracy rate to 98%.
Performance Measures
Measure Actual 05/06 Actual 06/07 Projected 07/08 Timely Day Care 100% 100% 100% Applications processed
J-113 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 3,731,519 4,700,024 5,354,664 5,354,664 5,354,664 13.93% State 1,528,469 1,193,866 1,484,099 1,484,099 1,484,099 24.31% Charges 0.00% Other Local 0.00% Total 5,259,988 5,893,890 6,838,763 6,838,763 6,838,763 16.03%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 122,186 166,240 181,521 180,181 180,181 8.39% Supplies & Operating 5,123,887 5,746,040 6,649,717 6,649,717 6,649,717 15.73% Capital Outlay 0.00% Total 5,246,073 5,912,280 6,831,238 6,829,898 6,829,898 15.52%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 4 4 4 4 4 4 Part time Other Total 4 4 4 4 4 4
Emerging Issues
Opening of Remote Sites by OCPC: The OCPC has opened two remote sites, one in Swansboro and one in the Richlands area. Our plan is to be able to place a caseworker at these sites on a regular basis to better serve the citizens of the county.
J-114 Onslow County Division Detail
Fiscal Year 2007-08 Day Care-Smart Start 5331
Division Overview
The Child Day Care Unit consists of the following program: Subsidized Child Care for families who are employed or attending school. This is a mandated program. • The Child Day Care program provides services through the above-named program for approximately 1925 children and/or 1175 families. The unit also provides oversight for approximately 200 day care providers.
Major Accomplishments
• Passed state audit with a 96% accuracy rate in the program. • Processed 100% intake applications timely. • Began offering evening Provider trainings. • Began taking applications at OCPC remote site. • Introduced Provider Power Point for Provider trainings. • Developed and distributed Provider newsletter. • Developed and distributed flyer to target deployed spouse population. • Provided group trainings for case management issues.
Key Objectives
During FY 07-08: • Process 100% of intake applications timely. • Take applications at all OCPC remote sites, as they open. • Continue evening Provider trainings. • Begin Provider home visits. • Develop more outreach materials for clients and Providers. • Increase participation of unit in courses provided by agency and county for professional development. • Increase monitoring and skill development within the unit. • Increase accuracy rate to 98%. • Increase outreach at remote sites by adding a grant-paid position.
Performance Measures
Measure Actual 05-06 Actual 06-07 Projected 07-08 Timely Day Care 100% 100% 100% Applications processed
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 1,163,097 1,200,000 1,200,000 1,200,000 1,200,000 0.00% State 423,887 381,079 259,489 259,489 259,489 -31.91% Charges 0.00% Other Local 0.00% Total 1,586,984 1,581,079 1,459,489 1,459,489 1,459,489 -7.69%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 165,708 188,367 234,677 233,741 233,741 24.09% Supplies & Operating 1,167,646 1,213,172 1,218,440 1,218,440 1,218,440 0.43% Capital Outlay 0.00% Total 1,333,355 1,401,539 1,453,117 1,452,181 1,452,181 3.61%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 5 5 5 6 6 6 Part time Other Total 5 5 5 6 6 6
Emerging Issues
Opening of Remote Sites by OCPC: The OCPC has opened two remote sites, one in Swansboro and one in the Richlands area. Our plan is to be able to place a caseworker at these sites on a regular basis to better serve the citizens of the county.
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Onslow County Division Detail
Fiscal Year 2007-08 Day Care-Smart Start 5332
Division Overview
The Child Day Care Unit consists of the following program: Subsidized Child Care for families who are employed or attending school. This is a mandated program. • The Child Day Care program provides services through the above-named program for approximately 1925 children and/or 1175 families. The unit also provides oversight for approximately 200 day care providers.
Major Accomplishments
• Passed state audit with a 96% accuracy rate in the program. • Processed 100% intake applications timely. • Began offering evening Provider trainings. • Began taking applications at OCPC remote site. • Introduced Provider Power Point for Provider trainings. • Developed and distributed Provider newsletter. • Developed and distributed flyer to target deployed spouse population. • Provided group trainings for case management issues.
Key Objectives
During FY 07-08: • Process 100% of intake applications timely. • Take applications at all OCPC remote sites, as they open. • Continue evening Provider trainings. • Begin Provider home visits. • Develop more outreach materials for clients and Providers. • Increase participation of unit in courses provided by agency and county for professional development. • Increase monitoring and skill development within the unit. • Increase accuracy rate to 98%. • Increase outreach at remote sites by adding a grant-paid position.
Performance Measures
Measure Actual 05/06 Actual 06/07 Projected 07/08 Timely Day Care 100% 100% 100% Applications processed
J-117 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 213,880 134,405 140,742 140,742 140,742 4.71% Charges 0.00% Other Local 0.00% Total 213,880 134,405 140,742 140,742 140,742 4.71%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 105,749 120,671 124,995 123,822 123,822 2.61% Supplies & Operating 1,061 13,734 13,322 13,322 13,322 -3.00% Capital Outlay 0.00% Total 106,810 134,405 138,317 137,144 137,144 2.04%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 4 4 4 4 4 4 Part time Other Total 4 4 4 4 4 4
Emerging Issues
Opening of Remote Sites by OCPC: The OCPC has opened two remote sites, one in Swansboro and one in the Richlands area. Our plan is to be able to place a caseworker at these sites on a regular basis to better serve the citizens of the county.
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Onslow County Division Detail
Fiscal Year 2007-08 Parents As Teachers 5335
Division Overview
PAT is a grant program working under the employment umbrella of the Onslow County Department of Social Services (DSS). Funds are received by PEERS Family Development Center through a grant from the Onslow County Partnership for Children (OCPC). The program is designed to intervene in families with children pre- natal through Kindergarten. The program supports the families in efforts to learn appropriate parenting skills, provide developmental screenings, and referral services to other area resources. All services offered to families are free of charge and open to all. There are no income limits to qualify for services.
Major Accomplishments
• PAT has served Onslow County citizens through the OCPC grant since 2002. • PEERS Parents-as-Teachers program expanded by one social worker in 06/07. All three social workers maintain full case-loads with a waiting list for services. Outreach efforts have expanded services in the Holly Ridge and Sneads Ferry communities. PEERS has requested services for a bi-lingual social worker to serve in the Richlands community.
Key Goals and Objectives
• To provide the Parents-As-Teachers curriculum to Onslow County citizens requesting services for the prevention/reduction of child abuse and neglect, school readiness, and child development information. Services include monthly home visits, developmental screenings, and necessary referrals. • To continue to receive funding for the program through grant funding via the Onslow County Partnership for Children and to expand the program through the hiring of a bi-lingual social worker.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 75% of parents will report 100% 100% 100% feeling confident and competent in applying new parenting skills
85% of children who have been 100% 100% 100% developmentally screened and found to be in need of specialized services will be receiving those services. Less than 15% of parents will 12% 0% 0% have a substantiated abuse/neglect investigation during the time of their participation in the activity.
J-119 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 155,240 135,965 185,910 185,910 185,910 36.73% Charges 0.00% Other Local 0.00% Total 155,240 135,965 185,910 185,910 185,910 36.73%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 77,977 124,192 174,574 173,234 173,234 39.49% Supplies & Operating 564 11,773 13,322 13,322 13,322 13.16% Capital Outlay 0.00% Total 78,541 135,965 187,896 186,556 186,556 37.21%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 2 3 3 4 4 4 Part time Other Total 2 3 3 4 4 4
Emerging Issues
• Child Maltreatment Rates: Continuing problems with high rates of child maltreatment have created a large waiting list for services.
• Language Barriers: Increased population in the Hispanic community has created a population we have been unable to serve.
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Onslow County Department Summary Fiscal Year 2007-08 Permanency Planning Tier 5341
Division Overview
Permanency Planning Services – Mandated foster care services are provided to children in the agency’s placement authority or custody, whether or not he/she has been removed from his/her home. Foster care placement is a temporary substitute care provided to a child who must be separated from his or her own parents or caretakers when the parents or caretakers are unable or unwilling to provide adequate protection and care.
Major Accomplishments
• During the FY 06-07, 111 children were moved to permanence across the placement tiers through, reunification, relative placement, guardianship or adoption.
• Over the past year, eleven new foster homes were licensed and nine existing homes renewed their licenses and commitment to serve our children.
Child and Family Services Review
In June 2006 the state reviewed the agency’s child welfare service delivery system which was in compliance in five of the seven areas assessed. The Federal Child and Family Services Review outcomes and indicators are utilized by the state to measure the extent to which agencies achieved substantial conformity with each of the seven outcomes related to safety, permanency and well-being. To receive a rating of "substantial conformity" for any outcome, at least 90 percent of the applicable cases reviewed must have been rated as having "substantially achieved" that outcome.
IV-E On-Site Monitoring Review
The IV-E On-Site Monitoring Review was conducted on October 17, 2006. Five cases were successfully reviewed and no errors were cited in the determination of eligibility. Initially one case was deemed to be ineligible for IV-E foster care maintenance payment due to a court hearing not being heard timely; however, the decision was appealed in the agency’s favor.
Key Objectives
During FY 07-08:
• Objective: Increase the number of children reunified with parents or caretakers within 12 months of the time of the latest removal from home. The previous process oriented indicator has been replaced by a federal outcomes measure.
Performance Measures Measure Actual 05-06 Actual 06-07 (ytd) Projected 07-08 % of children who reunified within 12 months 73.68% State report unavailable 76.2% (Federal Standard -76.2 or less% State Average – 61.38%)
J-121 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 457,277 642,026 703,773 721,520 721,520 12.38% State 59,271 72,446 85,506 90,156 90,156 24.45% Charges 0.00% Other Local 0.00% Total 516,548 714,472 789,279 811,676 811,676 13.61%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 759,520 974,709 1,016,867 996,539 996,539 2.24% Supplies & Operating 729,921 1,319,757 1,350,253 1,350,253 1,350,253 2.31% Capital Outlay 0.00% Total 1,489,442 2,294,466 2,367,120 2,346,792 2,346,792 2.28%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 21 24 21 21 21 21 Part time Other Total 21 24 21 21 21 21
Emerging Issues
The Federal Child and Family Services Review that the agency’s rate of children that achieved reunification was 2.52% less than the federal standard; however, the percentage was 12.30% higher than the state average. The high social work turnover rate of 46% in the Permanency Planning Tier adversely impacted services to children to include reunification efforts. The foster care backlog consists of those children who have been in care for more than 12 months or more. A percentage of the backlog increase can be attributed to being a transit community void of extended family to support young struggling parents. When the potential placement option is out of state it entails a lengthy process involving the Interstate Compact. Private Child Placement agencies that can offer more money continue to court and lure our experienced foster families away. The agency is constantly losing foster homes to the private sector that will compensate them approximately three times as much as the agency. Consequently, the agency needs to increase the boarding home placement amount by $50.00 per month to help with retention. Absence of agency foster homes will continue to increase costs, including services for high maintenance children in high dollar placements.
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Onslow County Division Detail Fiscal Year 2007-08 Work First Employment Services 5372
Division Overview
The Work First Employment Services Unit consists of the following programs: Mandatory services for WFFA recipients include referral and follow-up for Coastal Carolina Employment Specialist for testing, education/training and job placement; assistance with books, tuition and other training or employment expenses; referrals for child care, mental health, vocational rehab, etc; Child Only Cases receive case management and referral; 200% of Poverty cases can receive Domestic Violence services which include help with utilities, housing and referrals to appropriate agencies; other 200% cases can receive transportation services for employment, school or job search; Step Down CPS services which can include all of the aforementioned services as well as follow up of the CPS plan in place when the case was closed. These programs are mandated.
• The Work First Employment Services (WFES) program provides assistance to approximately 120 families. The DV program provided services for 20 families. Our 200% poverty cases average around 45.
Major Accomplishments
• Received 100% accuracy on Quality Control monitoring for our 200% poverty cases under our WFES program. • Met the Employment Goal of 100 for the year. • Exceeded the “Remaining off Welfare” goal of 90% with 98%. • Exceeded the goal of providing employment services to all parent families of 80% with 89.88%. • Obtained and implemented a Work First Demonstration Grant utilizing local resources to supplement transportation services.
Key Objectives
During FY 07-08: • Increase the participation rate above 36% for our WFES mandatory clients. • Continue to meet the “Remaining off Welfare” goal • Continue to meet the goal of providing employment services to all parent families
Performance Measures
Measure Actual 05-06 Actual 06-07 Projected 07-08 Remaining off Welfare 98% 98% 98% All parent employment 93.30% 89.88% 90% services WFES participation rate 27.41% 29.63% 36%
J-123 Charts
WFES Overall Participation Rate
40% 35% 30% 25% 20% 15% 10% 5% 0% FY 02/03 FY 03/04 FY 04/05 FY 05/06
Work First Employment Services (WFES) participation rate is set by the Federal Government and is based on the number of people who receive/apply for the Work First Family Assistance Program and are required to participate in job related activities. The all family participation rate is determined by dividing the number of persons in the program who are required to participate in at least 35 hours per week in an activity leading to self-sufficiency into the number who are actually participating. The above chart shows the percentage of participants who met these requirements.
J-124 Revenue
2008 2006 2007 2008 2008 % Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Federal 8,107 15,628 16,138 16,138 16,138 3.26% State 0.00% Charges 0.00% Other Local 0.00% Total 8,107 15,628 16,138 16,138 16,138 3.26%
Expenses
2008 2006 2007 2008 2008 % Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Salaries & Benefits 457,497 513,580 542,144 538,459 538,459 4.84% Supplies & Operating 216,309 249,408 250,708 250,708 250,708 0.52% Capital Outlay 0.00% Total 673,806 762,988 792,852 789,167 789,167 3.43%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 11 11 11 11 11 11 Part time Other Total 11 11 11 11 11 11
Emerging Issues
• MRS: With the implementation of the MRS program, the WFES Social Workers are being required to provide services to additional, CPS referred families. • TANF Re-authorization We do not yet have the new policies for the Work First Plan. There may be increased requirements for services from our WFES workers to WFFA recipients.
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J-126
Onslow County Division Detail
Fiscal Year 2007-08 Child Support 5373
Division Overview
The Child Support Division consists of the following programs: locating absent parents, establishing paternity for children, obtaining support for families with children and monitoring these support payments. This is a mandated program. This division shows the cost of the contract to PSI for providing this service.
• The Child Support office provides services to over 7900 families.
Major Accomplishments
• Collected over $17,000,000 in child support last fiscal year. • Obtained court orders for support for 84% of their caseload.
Key Objectives
During FY 07-08: • Increase the number of cases under court order. • Collect over $17,000,000 in child support
Performance Measures
Measure Actual 05/06 Actual 06/07 Projected 07/08 Collections $17,958,093 $18,000,000 $18,000,000 Cases under order 83% 86% 87%
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 1,327,008 1,360,524 1,146,249 1,146,249 1,146,249 -15.75% State 158,311 136,412 112,666 112,666 112,666 -17.41% Charges 0.00% Other Local 0.00% Total 1,485,319 1,496,936 1,258,915 1,258,915 1,258,915 -15.90%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 1,510,276 1,565,840 1,565,840 1,565,840 1,565,840 0.00% Capital Outlay 0.00% Total 1,510,276 1,565,840 1,565,840 1,565,840 1,565,840 0.00%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time Part time Other Total ------
Emerging Issues
• Decrease in incentive monies: Changes in federal law may remove up to $240,000 in revenues for 75% of the next fiscal year. Currently being addressed in Congress.
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Onslow County Division Detail Fiscal Year 2007-08 Work First Family Assistance 5381
Division Overview
The Work First Family Assistance Unit consists of the following programs: Work First Family Assistance, which includes money payment assistance and Medicaid. This is a mandated program.
• The Work First Family Assistance (WFFA) program provides financial assistance to around 500 families.
Major Accomplishments
• Processed 99% of WFFA applications timely • Processed 99% of WFFA re-determinations timely.
Key Objectives
During FY 07-08:
• Process all re-determinations for Work First Family Assistance (WFFA) in a timely manner. • Process applications in WFFA within the state time standard of 45 days.
Performance Measures
Measure Actual 05-06 Actual 06-07 Projected 07-08 Timely reviews: WFFA 99% 99% 99% Applications processed 99% 99% 99% timely
J-129 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 19,046 27,508 24,664 24,664 24,664 -10.34% State 0.00% Charges 0.00% Other Local 0.00% Total 19,046 27,508 24,664 24,664 24,664 -10.34%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 384,257 416,543 434,030 423,028 423,028 1.56% Supplies & Operating 26,094 41,530 45,539 45,539 45,539 9.65% Capital Outlay 0.00% Total 410,351 458,073 479,569 468,567 468,567 2.29%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 11 10 10 10 10 10 Part time Other Total 11 10 10 10 10 10
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Onslow County Division Detail
Fiscal Year 2007-08 Food Assistance 5383
Division Overview
The Food Assistance Program consists of the following program: Food Assistance for eligible households, provided through an EBT card. This is a mandated program. • The Food Assistance program helps over 4600 families, over 11,000 individuals, meet their basic nutritional needs.
Major Accomplishments
• Maintained a 100% accuracy rate in the Food Assistance program. • Reduced the number of denials from 19.66% to 8.31% • Increased participation from 39.75% to 42.48% • Processed 100% of Emergency Food Assistance applications timely • Processed 99.99% of Food Assistance applications timely
Key Objectives
During FY 07-08: • Maintain 100% accuracy rate in the Food Assistance program • Continue outreach activities • Reduce the number of terminations in the active Food Stamp caseloads. • Process Food Assistance applications within the 30 day time standard. • Process emergency Food Assistance applications within the 7 day time standard. • Increase the participation rate to 50% • Provide better service by adding one caseworker
Performance Measures Measure Actual 05-06 Actual 06-07 Projected 07-08 Timely FS application 100% 100% 100% processing Timely Emergency FS 99% 100% 100% Application Participation Rate 39.75% 42.48% 50% FS terminations 18% 17% 15%
J-131 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 470,723 585,456 729,174 732,822 732,822 25.17% State 9,101 18,765 18,882 18,882 18,882 0.62% Charges 0.00% Other Local 0.00% Total 479,824 604,221 748,056 751,704 751,704 24.41%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 752,202 877,226 966,112 958,072 958,072 9.22% Supplies & Operating 98,482 91,167 101,145 101,145 101,145 10.94% Capital Outlay 0.00% Total 850,684 968,393 1,067,257 1,059,217 1,059,217 9.38%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 23 23 23 24 24 24 Part time Other Total 23 23 23 24 24 24
Emerging Issues
• Continued Outreach: The State’s push to increase counties participation rates in the Food Assistance program will continue to increase caseloads.
• Increased income limits for the Food Assistance Program: Increased income limits in this program will qualify more applicants and increase the caseload sizes.
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Onslow County Division Detail
Fiscal Year 2007-08 Public Assistance 5400
Division Overview
The Public Assistance Division consists of the following programs: The county portion of the Medicaid budget; the county portion of the Special Assistance budget; and Emergency Assistance. These are mandated programs.
• The Medicaid program is covered in Divisions 5314 and 5452 • The Special Assistance program is covered in Division 5314 • The Emergency Assistance program helps low-income families with utility bills and other needs on a one-time a year, non-recurring basis. This program assists approximately 75 families. Personnel for this Division are found in Division 5381.
Major Accomplishments
• Processed EA applications timely.
Key Objectives
During FY 06-07: • Process all applications timely.
Performance Measures
Measure Actual 05-06 Actual 06-07 Projected 07-08
Timely application 100% 100% 100% processing
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 10,561 18,317 19,890 19,890 19,890 8.59% Charges 9,500 0.00% Other Local 0.00% Total 20,061 18,317 19,890 19,890 19,890 8.59%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 5,676,022 6,158,769 7,047,044 7,047,044 7,047,044 14.42% Capital Outlay 0.00% Total 5,676,022 6,158,769 7,047,044 7,047,044 7,047,044 14.42%
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Onslow County Division Detail
Fiscal Year 2007-08 Medicaid 5452
Division Overview
The Medicaid Unit consists of the following programs: Medicaid for Families, Medicaid for Infants and Children, Medicaid for Pregnant Women, North Carolina Health Choice for Children, Adoption Assistance Medicaid, Foster Children Medicaid, Family Planning Medicaid, Breast and Cervical Cancer Medicaid, Medicaid Transportation, Carolina Access and Program Integrity. These programs are all mandated. • The Family & Children’s Medicaid programs provide an avenue for routine and emergent health care for over 11,500 individuals. • The Medicaid Transportation program provides transportation to medical providers for Medicaid recipients, average of 970 per month. • The Carolina Access program provides Medicaid recipients a link to a primary care provider. • The Program Integrity unit researches and investigates referrals of inappropriate use of services provided through our agency.
Major Accomplishments
• Passed the state application report card by meeting the 45 day processing time in all programs. • Took an average of 660 applications per month • Processed an average of 650 applications per month • Processed an average of 298 reviews monthly with less than 1% overdue
Key Goals and Objectives
During FY 07-08: • Process all re-determinations for Medicaid in a timely manner • Process applications in Medicaid within the state time standards of 45 day • Increase the efficiency and effectiveness of the Medicaid programs by placing all Medicaid units under a program manager. • Decrease waiting time and increase efficiency by adding two new positions • Better manage the Program Integrity Unit by having a PI Supervisor
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Timely reviews: 99% 99% 99% Medicaid Savings through front-end investigations $188,099 $140,000 $150,000
J-135 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 1,728,191 674,587 627,320 628,207 628,206 -6.88% State 142,589 155,150 150,800 150,800 150,800 -2.80% Charges 0.00% Other Local 0.00% Total 1,870,780 829,737 778,120 779,007 779,006 -6.11%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 1,307,368 1,462,022 1,680,438 1,653,834 1,653,834 13.12% Supplies & Operating 467,207 581,506 555,860 555,860 555,860 -4.41% Capital Outlay 0.00% Total 1,774,575 2,043,528 2,236,298 2,209,694 2,209,694 8.13%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 38 39 38 42 42 42 Part time Other Total 38 39 38 42 42 42
Emerging Issues
• Citizenship, identity and residence policy: New policy has made it mandatory to obtain citizenship, identity and residency on all applicants and recipients of our Medicaid programs. This has increased the time it takes to take and process both applications and reviews in all Medicaid programs. • Increased income limits for Medicaid: Increased income limits in these programs will qualify more applications and increase the caseload sizes.
J-136 Onslow County Division Detail
Fiscal Year 2007-08 Family Builders Unit 5470
Division Overview
Adoptions - The primary purpose of adoption is to help children whose parents are incapable of assuming or continuing parental responsibilities to become part of a new family. Mandated child placement services are provided to create a new, legal family for a child.
Major Accomplishments A total of 32 foster children achieved permanency through finalization of their adoption. • Over the past year, eleven new foster families were recruited and licensed as placement providers within our foster care program. • Special Children Adoption Fund The General Assembly established the Special Children Adoption Fund in 1997, to enhance adoption programs and to secure permanent homes for harder to place children. The Division of Social Services has designed a fund performance-base-payment system that is activated after a Decree of Adoption is issued. During this fiscal year, the agency was awarded $ 82,500.00, for exceeding our baseline.
Child and Family Services Review In June 2006, the state reviewed the agency’s child welfare service delivery system, which was in compliance in five of the seven areas assessed. The Federal Child and Family Services Review outcomes and indicators are utilized by the state to measure the extent to which agencies achieved substantial conformity with each of the seven outcomes related to safety, permanency and well-being. To receive a rating of "substantial conformity" for any outcome, at least 90 percent of the applicable cases reviewed must have been rated as having "substantially achieved" that outcome.
IV-E On-Site Monitoring Review The IV-E On-Site Monitoring Review was conducted on October 17, 2006. Five cases were successfully reviewed and no errors were cited in the determination of eligibility. Initially one case was deemed to be ineligible for IV-E foster care maintenance payment due to a court hearing not being heard timely; however, the decision was appealed in the agency’s favor.
Key Objectives
During FY 07-08: • Objective: Increase the number of children whose adoptions are finalized within 2 years of entering foster care. The previous process oriented indicator has been replaced by a federal outcomes measure.
J-137 Performance Measures
Measure Actual 05-06 Actual 06-07 (ytd) Projected 07-08 % of children whose adoption was within 24 33.33% State data unavailable 22.00% months (Federal Standard - 32% or more State Average – 36.57%)
The Federal Child and Family Services Review measures are based on data from a 12-month reporting period and capture the percentage of children who had a terminated case due to finalization of an adoption with the reporting period of 2 years. The agency slightly surpassed the federal bench mark of 32% by 1.33% this fiscal year despite a 20% social work turnover rate. The foster care backlog consists of those children who have been in care 12 months or more. Of the 42 children in need of Termination of Parental Rights and Adoption Services, 32 are in the backlog. These children have been under served primarily due to turnover in the Legal Department. The agency is exploring ways to utilize the Special Children Adoption Funds to contract for legal services to address the numerous children in need of having a petition filed to free them for the purpose of adoption. Subsequently, the majority of these children will not have a plan of adoption realized within 2 years of having entered into the foster care system.
Foster Child Population (Nov 00 - Dec 06)
300
250
200
150
100
50
0
0 1 1 1 1 2 2 2 2 3 3 3 3 4 4 4 4 5 5 5 5 6 6 6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ------0 - - - v b y g v b y g v b y g v b y g v b y g v b y g v o e u o e a u o e u o e a u o e a u o e a u o N F Ma A N F M A N F Ma A N F M A N F M A N F M A N
J-138 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 306,620 384,545 403,224 406,153 406,153 5.62% State 158,135 426,698 342,500 403,238 403,238 -5.50% Charges 0.00% Other Local 0.00% Total 464,755 811,243 745,724 809,391 809,391 -0.23%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 316,308 361,763 413,491 368,298 368,298 1.81% Supplies & Operating 272,760 334,006 366,071 362,160 362,160 8.43% Capital Outlay 0.00% Total 589,067 695,769 779,562 730,458 730,458 4.99%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 7 7 7 8 7 7 Part time Other Total 7 7 7 8 7 7
Emerging Issues
A licensing worker is needed to provide foster parent support and to perform eligibility tasks essential for foster care funding reimbursement. The request for an additional licensing worker was deferred last year and continues to be imperative to conduct at least monthly visits with foster families to increase retention efforts. Due to the lack of available agency foster homes, the agency often has to pay for placements within the private sector which is not cost effective. Over the past year the agency paid an average of $65.00 per day a child when the agency could not place the child within our system. This yields a cost of $2,015 per month per child. The agency averages at least two children a month who meet this criterion. The majority of this cost is all county funding. The average stay of a child in these homes has averaged eight to nine months. If two children meet this criterion for eight months the cost would be $32,240 compared to $6,240 if the child was under six and in an agency home receiving state board rate. Increased retention and recruitment efforts by this additional staff social worker will effectively lower this all-county co
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Onslow County Division Detail Fiscal Year 2007-08 Special Children Adoption 5471
Program Overview
• Special Children Adoption - The General Assembly established the Special Children Adoption Fund in 1997, to enhance adoption programs, to secure permanent homes for harder to place children and to foster public/private partnerships.
Major Accomplishments
• During the past fiscal year, the agency was awarded $ 82,500.00, for exceeding our baseline.
Key Objectives
During FY 07-08:
• Objective: To achieve the performance baseline established by the Division of Social Services annually that activates the fund base-payment system after the designated number of Decrees of Adoption has been issued.
Performance Measures
Measure Actual 05-06 Actual 06-07 (ytd) Projected 07-08 The baseline for 36 21 State Data Unavailable participation in the Special Children Adoption Fund in SFY 06-07 is 21
Annually a committee comprised of representatives from the Division of Social Services, the Association of County Directors of Social Services, departments of social services and participating private adoption agencies convene to recommend guidelines for administration of the Special Children Adoption Fund. In reference to the SFY06-06, each agency’s baseline will be governed by the average number of children who exited the foster care system by a Decree of Adoption during three of the last four years. The highest number in the four years period is not included in the average for the baseline. Information fro the baseline comes from the Adoption Information Management System (AIMS). Data in AIMS includes the dates of the Decree of Adoption, placing agency-whether public or private, and names of children.
J-141 The payment levels for disbursement of the Special Children Adoption Funds for SFY 06-07 are:
• Payment level of $9,000 per child for children from 0-12 years • Payment level of $15,000 per child for children from 13-18 • Payment level of $15,000 per child for sibling groups of three or more who are placed together at the same time in an adoptive family
The total amount is paid to an agency when the agency recruits, prepares, and supervises the placement. The amount is shared when agencies work together to place a child. For example, each agency receives 50% of the payment if one agency recruits and trains the adoptive family and another agency supervises the placement and completes the necessary paperwork to finalize the adoption. The fund is performance-based in that payments can only be made after a Decree of Adoption has been issued. Payments can only be made on behalf of children who have been determined eligible for adoption assistance cash payments. Children who meet the “potential handicap criteria for adoption assistance cash payment do not qualify for payment under the fund.
Special Children Adoption Baseline FY 02-03 - FY 05-06 120% 100% 80% 60% 40% 20% 0%
3 5 0 0 6/04 - 6/ - - 6/ 3 /05-6/06 /02 /0 /04 7 7 7 7
This chart illustrates the agency’s consistently surpassing the baseline established by the Division of Social Services. The baseline is driven by the Federal Child and Family Services Measures which are based on data from a 12-month reporting period and captures the percentage of children who had a terminated case due to finalization of an adoption.
J-142 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 100,500 30,000 60,738 - - -100.00% State 0.00% Charges 0.00% Other Local 0.00% Total 100,500 30,000 60,738 - - -100.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 23,146 133,198 60,738 60,738 60,738 -54.40% Capital Outlay 0.00% Total 23,146 133,198 60,738 60,738 60,738 -54.40%
Emerging Issues
The Federal Child and Family Services Review measures are based on data from a 12-month reporting period and capture the percentage of children who had a terminated case due to finalization of an adoption with the reporting period of 2 years. The agency slightly surpassed the federal bench mark of 32% by 1.33% this fiscal year despite a 20% social work turnover rate. The foster care backlog consists of those children who have been in care 12 months or more. Of the 42 children in need of Termination of Parental Rights and Adoption Services, 32 are in the backlog. These children have been under served primarily due to turnover in the Legal Department. The agency is exploring ways to utilize the Special Children Adoption Funds to contract for legal services to address the numerous children in need of having a petition filed to free them for the purpose of adoption. Subsequently, it is projected that agency may not meet the FY07-08 baseline as the majority of these children will not have a plan of adoption realized within 2 years of having entered into the foster care system.
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Onslow County Department Summary Fiscal Year 2007-08 Crisis Intervention 5481
Division Overview
This Division provides heating and cooling assistance to low-income families in the community. These programs are mandated by the State and/or Federal Government. The personnel for this program are included in Division 5381.
• The Crisis Intervention program provides temporary assistance for around 900 families each year.
Major Accomplishments
• Processed 99% of applications timely.
Key Objectives
During FY 06-07: • Process all applications timely
Performance Measures
Measure Actual 05-06 Actual 06-07 Projected 07-08 Applications processed Unknown 99% 100% timely
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 97,926 176,024 124,527 124,527 124,527 -29.26% State 31,834 11,512 12,876 12,876 12,876 11.85% Charges 0.00% Other Local 0.00% Total 129,760 187,536 137,403 137,403 137,403 -26.73%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 123,871 187,536 137,403 137,403 137,403 -26.73% Capital Outlay 0.00% Total 123,871 187,536 137,403 137,403 137,403 -26.73%
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Onslow County Department Summary Fiscal Year 2007-08 Onslow County Senior Services 5500-5571
Mission Statement
Onslow County Senior Services is committed to serving older adults with an emphasis on preserving their right to self determination, keeping them active and involved in the community and preventing premature institutionalization.
Revenue
% 2008 2006 2007 2008 2008 Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Federal 522,019 551,937 551,937 551,937 551,937 0.00% State 50,236 50,835 47,672 47,672 47,672 -6.22% Interest earned - - - - - 0.00% Charges 813,417 1,141,768 1,025,294 1,025,294 1,025,294 -10.20% Other Local 12,439 876 376 376 376 -57.08% Total 1,398,112 1,745,416 1,625,279 1,625,279 1,625,279 -6.88%
Expenses
% 2008 2006 2007 2008 2008 Change Board FY Amended Department Manager from 2007 Approved Actual Budget Requested Recommend Budget Salaries & Benefits 2,773,303 3,811,637 3,157,810 3,010,462 3,010,462 -21.02% Supplies & Operating 506,291 662,541 683,747 683,747 683,747 3.20% Capital Outlay - 12,630 - - - 0.00% Total 3,279,594 4,486,808 3,841,557 3,694,209 3,694,209 -17.67%
Employees
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 106 101 97 74 74 74 Part time 22 22 22 14 14 14 Other ------Total 128 123 119 88 88 88
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Onslow County Division Detail
Fiscal Year 2007-08 Administration 5500
Division Overview
Senior Services Administration provides oversight and support to the eleven divisions within the agency. Onslow County Senior Services is the focal point for aging services for the county and is committed to meeting the needs of Onslow County seniors through direct and indirect services.
Major Accomplishments
Administration has conducted extensive program reviews and implemented change to improve service delivery and efficiency within the Department. Billing has been brought up to date and streamlined to maximize reimbursement. Staff conducted an extensive search for a program to organize and schedule activities, collect data and generate statistics in an effort to improve service delivery. This program “My Senior Center” will be purchased and implemented in the next fiscal year.
Key Goals and Objectives
Goal: To provide support and oversight to the divisions within the agency.
Objective: Plan for the future of activities and services to meet the needs of clients. Objective: Ensure data collection is accurate and timely to support agency needs. Objective: Ensure monthly billing is completed within AAA timeframes. Objective: Provide staff development to support agency goals.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Satisfactory client surveys 90% 90% 93%
J-149 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 1,000 3,100 3,100 3,100 3,100 100.00% Interest earned 0.00% Charges 2,130 2,500 2,000 2,000 2,000 -20.00% Other Local 436 376 376 376 376 0.00% Total 3,566 5,976 5,476 5,476 5,476 -8.37%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 512,183 549,009 601,105 614,727 614,727 11.97% Supplies & Operating 64,950 107,737 108,365 108,365 108,365 0.58% Capital Outlay 0.00% Total 577,133 656,746 709,470 723,092 723,092 10.10%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 11 11 11 11 11 11 Part time 2 2 2 2 2 2 Other Total 13 13 13 13 13 13
Emerging Issues
Senior Services is preparing to address the needs and interests of the baby boomer population in addition to continuing to serve the interests of older seniors. Reorganization within the department will necessitate some changes in responsibility and reporting. Data collection has historically been done manually with sign in sheets etc. creating significant room for error. This information is an integral part of the agency’s planning process and needs to be as accurate and accessible as possible. Additionally, the man hours required to aggregate this data are significant. Purchase of the My Senior Center program would improve accuracy of the information as well as reduce the time to aggregate the data to a few keystrokes.
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Onslow County Division Detail Fiscal Year 2007-08 Adult Day Care 5524
Division Overview
New Life Enrichment Center serves the adult population with daily supervision and care. This allows caregivers a much needed break and in many cases the freedom to maintain their employment. Adult Day Care is a much less costly alternative to placement in a long term care facility such as a nursing home. While at the Adult Day Care, our clients are involved in activities and programs that enhance their social, emotional and physical well being; including exercise, educational programs, trips, craft classes, health screenings, social activities as well as rest and relaxation. Their meals and snacks are also provided as a part of the program.
Major Accomplishments
An Adult Day Care Director position was created and filled bringing New Life Enrichment Center into compliance with state guidelines. This also reduced the staff to client ratio. Staff have received additional training which has enhanced service delivery to the clients through the activities offered to the clients.
Key Goals and Objectives
Goal: To provide daily care and supervision to clients as an alternative to placement in a long term care facility; maintaining compliance with state regulations.
Objective: Complete individual care plans for clients. Objective: Provide an array of activities to interest clients. Objective: Ensures staff are trained on new state policies.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Increase day care attendance 2074 2074 2177 Achieve 90% accuracy on QA No data 90% 95% of client records No corrective actions or rules 1 0 0 violations cited
J-151 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 16,181 24,008 24,008 24,008 24,008 0.00% State 8 100 100 100 100 0.00% Interest earned 0.00% Charges 33,971 46,368 44,894 44,894 44,894 -3.18% Other Local 0.00% Total 50,160 70,476 69,002 69,002 69,002 -2.09%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 85,057 105,399 111,396 110,391 110,391 4.74% Supplies & Operating 2,842 5,325 5,370 5,370 5,370 0.85% Capital Outlay 0.00% Total 87,899 110,724 116,766 115,761 115,761 4.55%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 3 3 3 3 3 3 Part time 1 1 1 1 1 1 Other Total 4 4 4 4 4 4
Emerging Issues
New rules and regulations are being implemented by the state this fiscal year. All staff will need to be trained to ensure compliance.
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Onslow County Division Detail
Fiscal Year 2007-08 In Home Medicaid Services 5525
Division Overview
Certified Nurse’s Assistants provide in home aide services to Medicaid recipients allowing them to remain safely in their homes and prevent premature institutionalization. These services must be authorized by a physician and care plans are developed by a Registered Nurse.
Major Accomplishments
Clients were served in this program preventing remained safe and independent in their homes. This program is a much more cost effective and less restrictive way to ensure the clients’ needs are met.
Key Goals and Objectives
Goal: To provide services to allow seniors to remain independent in their home, preventing premature institutionalization; maintaining compliance with Medicaid regulations.
Objective: Maintain client records to ensure compliance with programmatic guidelines. Objective: Ensure staff development supports best practice.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 All in home aide staff 100% 100% 100% maintain CNA certifications All in home aide staff 100% 100% 100% maintain current CPR and first aid certifications Accuracy on QA of client 90% 95% 95% records
J-153 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Interest earned 0.00% Charges 95,891 220,100 680,000 680,000 680,000 208.95% Other Local 0.00% Total 95,891 220,100 680,000 680,000 680,000 208.95%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 153,635 317,415 1,154,349 1,001,575 1,001,575 215.54% Supplies & Operating 7,124 18,245 37,300 37,300 37,300 104.44% Capital Outlay 2,105 0.00% Total 160,758 337,765 1,191,649 1,038,875 1,038,875 207.57%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 11 17 17 30 30 30 Part time 2 2 2 Other Total 13 19 19 30 30 30
Emerging Issues
This department will consolidate in home Medicaid services in order to serve these clients in the most efficient manner. Since this agency began providing these services over a decade ago; several private agencies have also begun serving these same populations. We will reduce the caseload and staff by attrition over the next several years.
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Onslow County Division Detail
Fiscal Year 2007-08 Block Grant In Home Services 5532
Division Overview
Onslow County Senior Services is the lead agency for Home and Community Care Block Grant (HCCBG) funding. This funding requires that In Home services be provided to seniors that are at risk of abuse, neglect or exploitation or are at risk of placement, in order to reduce these risks and prevent institutionalization. The assessment is completed by a Registered Nurse who then prepares a case plan to meet the needs of the client and reduce the risk.
Major Accomplishments
This department served 268 clients in fiscal year 06 allowing them to remain independent and safe in their own homes; supporting the agency’s mission to provide services that prevent premature institutionalization.
Key Goals and Objectives
Goal: To provide in home aide services to seniors who are at risk of abuse, neglect or exploitation or are at risk of placement, reducing the risk and preventing or postponing institutionalization.
Objective: Maintain client records in accordance with programmatic guidelines. Objective: Ensure staff development supports best practice.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Accuracy on QA of client 90% 95% 95% records No corrective actions or rule 0 0 0 violations on AAA review All in home aide staff 100% 100% 100% maintain CNA certifications All in home aide staff 100% 100% 100% maintain current CPR and first aid certifications
J-155 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 302,417 321,937 321,937 321,937 321,937 0.00% State 19,823 25,000 21,858 21,858 21,858 -12.57% Interest earned 0.00% Charges 20,047 25,350 25,000 25,000 25,000 -1.38% Other Local 0.00% Total 342,287 372,287 368,795 368,795 368,795 -0.94%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Type Actual Budget Requested Recommend Approved Budget Salaries & Benefits 905,559 839,520 881,330 823,984 823,984 -1.85% Supplies & Operating 78,394 71,814 80,874 80,874 80,874 12.62% Capital Outlay 0.00% Total 983,953 911,334 962,204 904,858 904,858 -0.71%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 23 14 13 24 24 24 Part time 8 8 8 2 2 2 Other Total 31 22 21 26 26 26
Emerging Issues
This department has a waiting list of 245 at this time. The average time on the waiting list is about 18 months to 2 years. With Baby Boomers now in this population, the need for this service is expected to increase over the next several years. As this department grows, scheduling client service has become a challenge and takes in excess of 30% of supervisory time to complete. The purchase of the My Senior Center program with allow the scheduling to be automated and reduce man hours required for this task.
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Onslow County Division Detail
Fiscal Year 2007-08 CAP Case Management 5535
Division Overview
Onslow County Senior Services is the designated lead agency for case management of the Community Alternative Program or CAP/DA. Onslow County has a maximum caseload of 165 for this program that is designed to serve Medicaid recipients who are in need of intermediate or skilled nursing care, as determined by a physician, and who wish to remain in their own homes. An eligibility assessment is completed by the social worker and if approved, a care plan is also completed. CAP/DA offers a cost effective home and community based alternative to nursing home placement.
Major Accomplishments
CAP/DA served 178 clients in fiscal year 06 coordinating services that met the health, safety and welfare needs of the clients allowing them to remain in their homes. We have successfully entered all client data into the new state system Aquip II. DMA completed a program review and concluded “Onslow County Senior Services CAP/DA program continues to provide quality care to the elderly and disabled population of this county.”
Key Goals and Objectives
Goal: To serve CAP/DA clients in the most efficient manner while ensuring compliance with DMA guidelines.
Objectives: Maintain client records in accordance with programmatic guidelines. Objectives: Ensure staff development to support best practice.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Accuracy on authorization of No data 90 95% client services No corrective actions on DMA 0 0 0 review
J-157 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Interest earned 0.00% Charges 630,337 800,700 226,100 226,100 226,100 -71.76% Other Local 0.00% Total 630,337 800,700 226,100 226,100 226,100 -71.76%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 987,996 1,839,081 244,836 309,150 309,150 -83.19% Supplies & Operating 63,313 85,525 77,785 77,785 77,785 -9.05% Capital Outlay 10,525 0.00% Total 1,051,309 1,935,131 322,621 386,935 386,935 -80.00%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 57 55 52 5 5 5 Part time 1 Other Total 58 55 52 5 5 5
Emerging Issues
CAP/DA has operated with 145 client slots for several years and this year has 165 available slots. This will cause an increase in caseload for each of 4 case management social workers. Additionally, the 18% increase in caseload will result in an increase in supplies and operating expenses.
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Onslow County Division Detail
Fiscal Year 2007-08 Congregate Meals 5550
Division Overview
The congregate meal program is designed to improve the health and well being of older adults through the provision of a nutritionally balanced meal served in a congregate setting to those seniors 60 and older. This program also encourages socialization and an active lifestyle by reducing isolation and providing daily activities. Services and programs are offered to enhance the seniors’ ability to maintain their independence.
Major Accomplishments
This program provided over 26,000 congregate meals in FY 06. An average of 50 classes and activities are offered each month with an average participation rate of 1752 per month. New classes and activities have been offered to attract new clientele. Seniors and the community are informed of services and resources through public service announcements and the distribution of over 2000 monthly newsletters. Services have been improved within the Senior Center with the addition of a part time afternoon receptionist who is able to assist and direct clients more efficiently. Seniors were empowered with information on how to protect themselves from identity theft when we co-sponsored a Scam Jam with the Attorney General’s office.
Key Goals and Objectives
Goal: To promote independence and improve the health and well being of older adults through the provision of a nutritionally balanced meal, daily activities and socialization.
Objective: Increase site attendance and participation by 5% in the coming fiscal year through publicity such as PSA’s and newsletter distribution, etc. Objective: Offer a wide array of programs based on client interest. Objective: Increase efficiency and accuracy of data collection efforts with use of My Senior Center.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Increase center attendance 39,200 39,500 40,000 and participation
J-159 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 71,530 76,035 76,035 76,035 76,035 0.00% State 0.00% Interest earned 0.00% Charges 21,881 29,000 29,000 29,000 29,000 0.00% Other Local 0.00% Total 93,411 105,035 105,035 105,035 105,035 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 78,415 103,510 105,337 91,513 91,513 -11.59% Supplies & Operating 105,342 140,532 146,350 146,350 146,350 4.14% Capital Outlay 0.00% Total 183,757 244,042 251,687 237,863 237,863 -2.53%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time Part time 6 7 7 7 7 7 Other Total 6 7 7 7 7 7
Emerging Issues
We have seen an increase in younger seniors this year with the arrival of the baby boomers. Clients are being surveyed to address their interests with regard to planning. DAAS has plans to implement a new ARMS database for billing that has been put off for over a year. New intake forms will need to be entered when the database is complete. Data collection for this department has been done manually which creates mountains of paperwork with less than accurate results. Additionally, many man hours are spent aggregating the data. The purchase of the MySeniorCenter program would allow the data to be collected electronically at the time of sign in, making it immediately available to staff. The sign in process would also allow seniors to see all activities offered that day and encourage additional participation. Staff time would also be reduced for scheduling programs and activities.
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Onslow County Division Detail Fiscal Year 2007-08 Home Delivered Meals 5555
Division Overview
The Home Delivered Meals program, known as Meals on Wheels, is designed to improve the health and well being of impaired older adults by providing a nutritious daily meal in their homes for the purpose of promoting their independence and preventing premature institutionalization. The meals are delivered by volunteers who also provide socialization for the seniors with their daily visits.
Major Accomplishments
This program provided over 1200 meals during fiscal year 06. These meals are delivered by over 60 volunteers who provide an average of 700 volunteer hours per month. A new route was added this year which reduced the waiting list for this program.
Key Goals and Objectives
Goal: To promote the health and well being of impaired older adults through the provision of a nutritionally balanced meal delivered to their homes.
Objective: Decrease the waiting list. Objective: Complete new DAAS intake form on all clients. Objective: Increase volunteer base. Objective: Increase efficiency and accuracy of data collection efforts with use of MySeniorCenter.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Reduce Waiting list 22 32 25
J-161 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 60,326 68,809 68,809 68,809 68,809 0.00% State 0.00% Interest earned 0.00% Charges 5,900 15,000 15,000 15,000 15,000 0.00% Other Local 0.00% Total 66,226 83,809 83,809 83,809 83,809 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 50,457 57,703 59,457 59,122 59,122 2.46% Supplies & Operating 50,492 74,150 83,300 83,300 83,300 12.34% Capital Outlay 0.00% Total 100,949 131,853 142,757 142,422 142,422 8.02%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 1 Part time 2 2 2 2 2 2 Other Total 3 3 3 3 3 3
Emerging Issues
DAAS has plans to implement a new ARMS database that has been put off for over a year. New intake forms will need to be entered when the database is complete. As this program is supported by volunteers we will need to increase our volunteer base as our client list increases. We will do this through PSA’s on G- 10 etc. The continued high cost of fuel presents a unique challenge for this program as volunteers are not reimbursed for their fuel so we are unable to address this issue in the budget process.
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Onslow County Division Detail
Fiscal Year 2007-08 Medical Transportation 5560
Division Overview
This program assists seniors with transportation to medical appointments and pharmacy visits in an effort to support their independence and allow them to remain in their homes. Transportation is provided through a contract with Onslow United Transit System.
Major Accomplishments
Over 700 trips were provided in this program in fiscal year 06.
Key Goals and Objectives
Goal: To provide medical transportation to qualified seniors in an effort to support their independence.
Objective: Complete new DAAS intake form on all clients. Objective: Increase efficiency and accuracy of data collection with the use of MySeniorCenter.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Maintain consistent level of 804 875 900 trips
J-163 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 4,679 7,134 7,134 7,134 7,134 0.00% State 0.00% Interest earned 0.00% Charges 215 250 400 400 400 60.00% Other Local 0.00% Total 4,894 7,384 7,534 7,534 7,534 2.03%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 5,373 15,456 18,100 18,100 18,100 17.11% Capital Outlay 0.00% Total 5,373 15,456 18,100 18,100 18,100 17.11%
Emerging Issues
The continued high cost of fuel is causing our number of trips to decrease while the need is increasing.
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Onslow County Division Detail
Fiscal Year 2007-08 Nutritional Transportation 5565
Division Overview
The Nutritional Transportation program is designed to support the Congregate Nutrition program by providing access to services for seniors who are no longer able to drive. This program allows the client to attend one of 5 nutrition sites in the county and participate in the activities provided at these sites in addition to the nutritionally balanced meal. The transportation is provided through a contract with Onslow United Transit System.
Major Accomplishments
Over 11,300 trips were provided in fiscal year 06 allowing seniors access to services.
Key Goals and Objectives
Goal: To provide transportation for seniors to one of 5 nutrition sites for the congregate nutrition program and activities.
Objective: Complete new DAAS intake form on all clients. Objective: Increase efficiency and accuracy of data collection with the use of MySeniorCenter.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Maintain a consistent level of 11,300 13,500 14,000 trips.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 51,886 54,014 54,014 54,014 54,014 0.00% State 16,792 10,000 10,000 10,000 10,000 0.00% Interest earned 0.00% Charges 3,046 2,500 2,900 2,900 2,900 16.00% Other Local 0.00% Total 71,724 66,514 66,914 66,914 66,914 0.60%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 84,871 121,338 110,464 110,464 110,464 -8.96% Capital Outlay 0.00% Total 84,871 121,338 110,464 110,464 110,464 -8.96%
Emerging Issues
The continued high cost of fuel will cause our numbers to decrease unless there is a budget increase.
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Onslow County Division Detail Fiscal Year 2007-08 Title IIID 5570
Division Overview
Title IIID is the Health Promotion and Disease Prevention Program. This program is designed to promote a healthy lifestyle for seniors. Through this program we offer educational materials, health videos, nutritional information, health screenings, etc.
Major Accomplishments
Participation in health screenings, educational seminars and advocacy activities exceeded 3000 during fiscal year 06
.
Key Goals and Objectives
Goal: To provide activities and materials to seniors that will promote a healthy lifestyle.
Objective: Purchase educational materials on topics such as health, nutrition etc. for distribution to seniors. Objective: Host health screenings and health fairs for seniors.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 ncrease participation in health 3026 3500 3800 promotions activities.
J-167 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 7,159 7,181 7,160 7,160 7,160 -0.29% Interest earned 0.00% Charges 0.00% Other Local 0.00% Total 7,159 7,181 7,160 7,160 7,160 -0.29%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 7,664 7,979 7,956 7,956 7,956 -0.29% Capital Outlay 0.00% Total 7,664 7,979 7,956 7,956 7,956 -0.29%
Emerging Issues
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Onslow County Division Detail
Fiscal Year 2007-08 Senior Center Grant 5571
Division Overview
The Senior Center Grant is a state grant that provides funding for senior centers to purchase equipment or improve facilities in order to better serve the seniors of Onslow County.
Major Accomplishments
This grant has allowed the senior center to make improvements to the dining hall which will allow a more enjoyable and social experience for the participants.
Key Goals and Objectives
Goal: To purchase equipment or improve facilities in order to better serve the seniors.
Objective: Expand and improve outdoor recreational facilities for seniors.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Complete at least one Complete wrap around Completed renovation Assist with development improvement project each driveway for safety of dining hall of park fiscal year.
J-169 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 5,454 5,454 5,454 5,454 5,454 0.00% Interest earned 0.00% Charges 0.00% Other Local 714 500 -100.00% Total 6,168 5,954 5,454 5,454 5,454 -8.40%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 8,398 7,883 7,883 7,883 7,883 0.00% Capital Outlay 0.00% Total 8,398 7,883 7,883 7,883 7,883 0.00%
Emerging Issues The completion of the park is dependent on other agencies and groups, therefore; other projects may be considered due to time constraints.
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Onslow County Department Summary
Fiscal Year 2007-08 Veteran Services 5820
Mission Statement
Veteran Services informs, advises and assists Onslow County Veterans, their dependents, or survivors in obtaining benefits from the Department of Veterans Affairs, state or local municipalities.
Department Overview
There are an estimated 18, 936* veterans living in Onslow county. As a resource for local veterans, this department monitors federal legislation, provides benefit information and assists with the preparation of federal and state forms required as part of the benefit application process by the Department of Veterans Affairs and the Department of Defense. Veteran Services is a soft mandated department regulated under North Carolina General Statues (Ch 165). All Veteran Service Officers are required to be accredited with the North Carolina Division of Veterans Affairs and certified with the Veterans Affairs.
In 2005/2006 this office served 11, 450 clients, resulting in local cumulative Veterans Affairs expenditures of $75, 827,000.*(VA Geographical expenditures and the office of Actuary)
Major Accomplishments
• Decreased client interview wait times from approximately 7 days during the 05/06 FY to 1.32 days for the current 06/07 FY. • Reduced the appointment no show rate of 9.60% for the 05-06 FY year to 7.01% for FY 06/07. • Maintained high level of client assistance during training of new Veteran Service Officer and office staff. • Face to face interviews increased 38.85% as the result of a new service assistant hired in FY 05/06, although the total calls and interviews decreased from11, 731 FY 04//05 to current 11,450 for FY 05/06. • Managed VA funded work-study program providing a savings to the county of $12,360. • Interfaced with Camp Lejeune Family services to facilitate assistance with Headquarters Marine Corps and Onslow Veterans needing assistance with corrections to military records. • Concluded the “Walk-In Triage Day” needed to see client overflow.
Key Goals and Objectives
1. Improve productivity through training and continued procedural re-organization in order to better serve clients. 1. Maintain client appointment wait times to 3 days or less. 2. Continue to reduce the appointment no show rate of 7.01% for 06/07 fiscal year to 3.00% or less for 07/08 FY, and improve client service and timeliness.
J-171 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Client Wait Time 7 days 1.32 days 3 days or less Appointment No Show Rate 9.60% 7.01% 3.00% Clients Served 11,450 11,500 12,000
Charts Client Wait Time 20
15 Complex Claims CRDP and CRSC pay issues Complex Medical Center issues
Days VA’s New Regulations 10 requiring 3 or more responses
7
5 3 1.32
0 Actual 05/06 Estimated 06/07 Projected 07/08
This chart depicts the progress made with client wait time for appointments. The decrease in days waiting is indicative of experienced service officers working efficiently during the last year with transitional office staff.
J-172 Clients Served 15,000
12,000 11,450 11,500
10,000 Veterans/Clients Served Veterans/Clients 5,000
0 Actual 05/06 Estimated 06/07 Projected 07/08
This chart depicts the total number of clients assisted for the year. Due to transition and continued training of new service officers the number of clients seen were less in FY 06-07 than the FY 05-06.
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Appointment No Show Rate
9.60% 10.00%
7.01%
7.50%
5.00% 3%
2.50%
0.00% Actual 05/06 Estimated 06/07 Projected 07/08
This chart depicts the no show rate for appointments. Although the rate was reduced from 9.60% to 7.01%, Veteran Services did not meet the projected goal of 3.00% or less overall no show rate. It is important to note that the decrease in no show rate for FY 05/06 to FY 06/07 was 2.60%.
Total VA Benefit 2004-2005 Onslow Cumberland $300
$243 $250
$200 $187
$150 $ (MM)
$100 $76 $76
$50
$- 2004 2005
The above graph depicts the total benefits for Onslow and Cumberland County. It is important to note that Onslow and Cumberland County’s yearly VA benefit for CY 05 no longer includes VA Medical Center expenditures. (VA Geographical Expenditures and office of Actuary) Cumberland County was used in comparison because this county has a military population due to Ft. Bragg.
J-174 Total Number of Veterans 2004-2005 Onslow Cumberland 50000
45000
40000
n 35000
30000
25000
20000 Veteran Populatio Veteran 15000
10000
5000
0 2004 2005
This graph depicts the number of veterans for Onslow and Cumberland for CY 04 and 05. Onslow’s veteran population for CY 05 is 18,936 compared to Cumberland of 43,011.
Average Expenditure per Veteran 2004-2005 Onslow Cumberland $7,000
$5,976 $6,000
$5,000 $4,382 $4,348 $4,004 $4,000
$3,000
$2,000
$1,000
$- 2004 2005
This graph depicts the average VA expenditure per veteran for CY 04 and 05. It compares the average VA expenditure between Onslow and Cumberland County. It is important again to note that without the VA’s medical expenditures added to Cumberland County, Onslow’s VA benefit spent per veteran is very close to that spent per veteran in Cumberland County.
J-175 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 2,000 2,000 2,000 2,000 2,000 0.00% Interest earned 0.00% Charges 0.00% Other Local 0.00% Total 2,000 2,000 2,000 2,000 2,000 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 145,837 168,534 166,834 171,617 170,277 1.03% Supplies & Operating 19,211 18,804 20,504 19,004 19,004 1.06% Capital Outlay 0.00% Total 165,048 187,338 187,338 190,621 189,281 1.04%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 4 4 4 4 4 4 Part time Other Total 4 4 4 4 4 4
Emerging Issues
• Numerous personnel changes this past year and ongoing changes have created intense training, which ultimately impacts the ability to maintain timeliness of assisting clients. • Congressional approval of concurrent and combat pay continues to increase the complexity of paperwork, along with the Department of Defense retroactive pay for military retirees. • Iraq combat veterans are beginning to leave the military and will continue to have significant impact on new cases being reopened. • Continued Agent Orange and radiation cases for veterans and widows.
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Onslow County Department Summary Fiscal Year 2007-08 Youth Services 5830-5844
Mission Statement The mission of Onslow County Youth Services is to develop and implement programs that address the needs of delinquent and undisciplined youth and their families in a community-based setting to reduce juvenile crime and make our community safer.
Revenue
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal - - - - - 0.00% State 430,002 506,416 519,588 519,588 506,416 0.00% Interest earned - - - - - 0.00% Charges 14,938 12,000 9,500 9,500 9,500 -20.83% Other Local - - - - - 0.00% Total 444,940 518,416 529,088 529,088 515,916 -0.48%
Expenses
% 2006 2007 2008 2008 2008 Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 642,480 840,375 1,004,528 923,431 923,431 9.88% Supplies & Operating 261,234 320,067 303,145 303,145 290,586 -9.21% Capital Outlay - - - - - 0.00% Total 903,714 1,160,442 1,307,673 1,226,576 1,214,017 4.62%
Employees
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 16 17 17 19 18 18 Part time - - - 1 - - Other ------Total 16 17 17 20 18 18
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Onslow County Division Detail
Fiscal Year 2007-08 Youth Services Administration 5830
Division Overview The mission of Youth Services Administration is to provide administrative support and oversite to the Juvenile Crime Prevention Council and all programs operated by the Youth Services agency to ensure the effective and efficient flow of services and to meet programmatic and funding requirements.
Major Accomplishments • Since the inception in 2001 of the Citizen Comment process by the county and the agency’s maintaining a Comment Box in the lobby no negative comments have been received. • There has been no staff turnover in the Administrative unit in 6 years • Providing training and supervision to one Title V worker
Key Goals and Objectives • To process all state client data within established time frames All data will be processed and sent by the 5th of each month
• To provide all JCPC members with notifications and documentation required for each meeting Notifications and documentation will be received by all JCPC members within one day of Executive Committee meeting
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 All client data will be 423/423 271/308 355/355 processed and sent by the 5th 100% 88% 100% day of each month All notifications and 126/126 126/126 126/126 documentation sent within 100% 100% 100% one day of Executive Committee meeting
J-179 Charts
All client data will be processed and sent by the 5th day of each month
100% 100%
88%
Actual 05/06 Estimated 06/07 through 12-31-06 Projected 07/08
This chart shows the percentage of time that Admission & Termination data reports were submitted to the State as required.
All notifications and documentation sent within one day of Executive Committee meeting
100% 100% 100%
Actual 05/06 Estimated 06/07 through 12-31-06 Projected 07/08
The chart above reflects the percentage of time that the Board Agenda has been submitted to all Board members within one day of the Executive Committee meeting.
J-180 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Interest earned 0.00% Charges 0.00% Other Local 0.00% Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 232,222 266,740 309,786 277,989 277,989 4.22% Supplies & Operating 142,911 159,370 164,989 164,989 164,989 3.53% Capital Outlay 0.00% Total 375,133 426,110 474,775 442,978 442,978 3.96%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved Full time 5 4 4 5 4 4 Part time Other Total 5 4 4 5 4 4
Emerging Issues
• Client needs exceed available space. • The potential legislative change ( HB 492) increasing the juvenile age from 16 to 18, if passed, will have a tremendous impact on all resources
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Onslow County Division Detail
Fiscal Year 2007-08 Youth Shelter 5831
Division Overview
The mission of the Youth Shelter is to provide comprehensive residential care services for high-risk juveniles ages 7-17 to assist the juveniles and their family in learning to deal constructively with their issues and avoid more costly, restrictive placements. • The Youth Shelter serves youth ages 7-17 who are involved in juvenile court proceedings or because of their behavior are at risk of becoming involved with the legal system • Comprehensive residential care services are provided 365 days a year on a 24/7 basis as an alternative to more costly placement such as secure detention. • Individual and family focused intervention services are offered that assist the juvenile and their family in recognizing and learning to deal constructively with their issues • This program currently receives state Juvenile Crime Prevention Council (JCPC) grant funding (66%), Title IV-E (2%), Out-of-County Fees (.004%) and county funds (32%) • All Youth Services programs are soft mandates
Major Accomplishments
• Receiving a rate of “Substantial Compliance” in all State Licensing requirements for the past 10 years. • Maintaining a safe and healthy environment for staff and residents as evidenced by 9 years of “A” sanitation grade rating • Providing 24 hour, seven day care and supervision to juveniles most at risk for subsequent delinquency, with minimal staff, resulting in no incidents of physical injury.
Key Goals and Objectives • To provide behavior management services for juveniles ages 7-17, admitted to the program to prevent disruptive school behavior. • To reduce the percentage of juveniles who have incidents of disruptive school behavior by 1% from 98% to 99% toward a target of 100%. • To provide alternative placements for court involved juveniles ages 7-17 and their families in order to prevent further court involvement. • To increase the percentage of juveniles who do not have further involvement with the court for one year after receiving services by 5% from 80% to 85% toward a target of 90%.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Juveniles not having incidents of disruptive school behavior 147/148 99% 100% while in the program 99% Juveniles with no further court involvement one year 142/148 after termination from the 96% 97% 98% program
J-183 Charts
Juveniles not having incidents of disruptive school behavior while in the program
10 0 %
99% 99%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
The above chart shows that the percentage of youth who do not display disruptive school behavior while staying at the County Youth Shelter.
Juveniles with no further court involvement one year after termination from the program
98%
97%
96%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
This chart shows the percentage of youth who were not involved in a court action one year after they left the program.
J-184 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 283,437 300,133 282,313 282,313 282,313 -5.94% Interest earned 0.00% Charges 14,938 12,000 9,500 9,500 9,500 -20.83% Other Local 0.00% Total 298,375 312,133 291,813 291,813 291,813 -6.51%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 330,486 389,068 456,509 453,159 453,159 16.47% Supplies & Operating 48,661 67,082 50,003 50,003 50,003 -25.46% Capital Outlay 0.00% Total 379,147 456,150 506,512 503,162 503,162 10.31%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 9 9 9 10 10 10 Part time Other Total 9 9 9 10 10 10
Emerging Issues
• The on-going need for an additional Residential Counselor to provide adequate coverage for program residents continues to be a safety, resident supervision and quality service concern due to the 24/7 program operation and the risk levels of the clients it serves. • The presence of gangs on Onslow County and the need to be prepared. • The potential legislative change (HB 492) increasing the juvenile age from 16 to 18, if passed, will have a tremendous impact on all resources: financial, human and capital.
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Onslow County Division Detail
Fiscal Year 2007-08 Juvenile Crime Prevention Council 5833
Division Overview
The Juvenile Crime Prevention Council (JCPC) promotes juvenile delinquency prevention, intervention and treatment so that juvenile crime and delinquency are reduced through planning and program funding. This is accomplished through a state/county partnership. • The JCPC is a County Commissioner appointed advisory board, legislatively mandated (NCGS 143B543) • The role of the JCPC is to develop community-based programs that increase public safety and are alternatives to Youth Development Center and secure detention placements. • The JCPC makes funding recommendations for these program alternatives to the County Commissioners. • This program budget is for Administrative support to the JCPC only. • This program is 100% state funded with no county match required.
Major Accomplishments
• Partnered with county government and private non-profits to provide services to 422 juveniles and their families
Key Goals and Objectives
• To gather community leaders to develop a juvenile delinquency prevention strategy in order to reduce juvenile crime. • To increase the percentage of appointed member attendance at all scheduled meeting by 5% from 62% to 67% toward a goal of 75%. • To identify resources available in the community to ensure all required services are provided to the court (dispositional options). • To increase the percentage of dispositional options available by 10% from 90% to 100% and to maintain a goal of 100%.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 APPOINTED MEMBERSHIP ATTENDANCE 64% 68% 75% Identified dispositional 7/7 6/6 options provided 100% 100% 100%
J-187 Charts
Appointed Membership Attendance
75%
68%
64%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
The chart above shows the attendance percentage of the JCPC Board members.
Identified Dispositional Options Provided
100% 100% 100%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
The chart reflects the percentage of programs provided by the County based on the identified dispositional options for community based services as defined by the Court system for Court involved juveniles.
J-188 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 1,785 2,845 1,885 1,885 1,885 -33.74% Interest earned 0.00% Charges 0.00% Other Local 0.00% Total 1,785 2,845 1,885 1,885 1,885 -33.74%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 1,660 2,845 1,885 1,885 1,885 -33.74% Capital Outlay 0.00% Total 1,660 2,845 1,885 1,885 1,885 -33.74%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time Part time Other Total ------
Emerging Issues
• Requests for funds continue to exceed available allocation
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Onslow County Division Detail Fiscal Year 2007-08 Community Service/Restitution 5834
Division Overview
The mission of the Community Service/Restitution program is to provide a means and an opportunity for juveniles, ages 6-17, to perform community service work and be held accountable for their actions to the community and their victim(s) • The Community Service/Restitution program provides a means for juveniles to perform community service work and earn funds to pay court-ordered damages to their victims. • Referrals can come from Juvenile Court Counselors, Court Order and Youth Diversion. • Juveniles work at community sites (18) and their earnings are credited against their judgment with the Clerk of Court. • This program currently receives funding through a state Juvenile Crime Prevention Council (JCPC) grant funding (66%) and county funds (34%). • All Youth Services programs are soft mandates.
Major Accomplishments
• Background checks were completed on all work site supervisors • The addition of a new worksite (Guardian Care) has been added to the program. • Increased the number of program participants from prior fiscal year by 16% from 153 to 183.
Key Goals and Objectives • To provide a way and an opportunity for juveniles involved in the court system to be held accountable for their actions to the community. • To increase the percentage of clients completing their community service work by 3% from 77% to 80% toward a target of 85%. • To provide work opportunities for court involved juveniles in order to reduce victim losses. • To increase the percentage of victim compensation paid by 5% from 90% to 95% toward a target of 98%.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Juveniles successfully 153/165 completing the program 93% 98% 99% Juveniles providing victim 36/37 compensation $11,252/$11,793 97% 98% 99%
J-191 Charts
Juveniles Successfully Completing the Program
99%
98%
93%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
This chart reflects the percentage of juveniles that fulfill their court ordered restitution/community service obligation by completing the required numbers of Community Services hours and/or paying the required numbers of monetary restitution.
Juveniles Providing Victim Compensation
99%
98%
97%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
This chart reflects the percentage of juveniles that provide victim compensation by completing a specific number of Community Service hours to pay the required amount of monetary restitution. Victim compensation is paid upon juvenile completion of hours or at the end of the fiscal year.
J-192 Revenues
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 45,000 40,000 60,000 60,000 60,000 50.00% Interest earned 0.00% Charges 0.00% Other Local 0.00% Total 45,000 40,000 60,000 60,000 60,000 50.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 39,077 47,566 94,595 49,928 49,928 4.97% Supplies & Operating 16,661 21,508 15,835 15,835 15,835 -26.38% Capital Outlay 0.00% Total 55,738 69,074 110,430 65,763 65,763 -4.79%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 1 Part time 1 Other Total 1 1 1 2 1 1
Emerging Issues
• The potential legislative change ( HB 492) increasing the juvenile age from 16 to 18, if passed, will have a tremendous impact on all resources: financial, human and capital. • Maintaining the state standards for worksite volunteers and clients with minimal staff.
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Onslow County Division Detail
Fiscal Year 2007-08 School Treatment Program 5839
Division Overview
The mission of the School Treatment Program is to provide an educational alternative to juveniles, primarily on probation, who would receive short-term out of school suspensions to increase school success and reduce unsupervised time. • The School Treatment Program will provide an alternative to 3-10 day Out-of-School suspensions for juveniles on probation by providing educational and supplemental services. • This program currently receives funding through a state Juvenile Crime Prevention Council (JCPC) grant (52%) and county funds (48%). • All Youth Services programs are soft mandates.
Major Accomplishments
• Provided education services and daily supervision to 58 youth most at risk for subsequent delinquency who otherwise would have been suspended from school and in the community unsupervised • This program is serving Level III youth who are being successfully returned to their home school at grade level.
Key Goals and Objectives
• To provide an alternative educational setting for juveniles on probation, who have been suspended in order to reduce disruptive school behavior o To decrease the percentage of juveniles who have further incidents of disruptive school behavior by 30% toward a target of 35% • To provide social skills training for juveniles on probation in order to prevent further court involvement o To decrease the percentage of juveniles from having further involvement with the court for one year after receiving services by 30% toward a target of 35%
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Juveniles not having incidents of disruptive school behavior 51/51 6 months after termination 100% 99% 99% Juveniles not becoming further involved with the Unable to measure 30% 35% court one year after receiving services
J-195 Charts
Juveniles not having incidents of disruptive school behavior 6 months after termination
100%
99% 99%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
The chart above show the percentage of youth in the STP Program that will not be suspended/expelled from school six months after completing the program.
Juveniles not becoming further involved w ith the court one year after receiving services
35%
30%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
This chart shows the percentage of juveniles that have not committed any new offenses on year after completing the program.
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Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State - 41,100 39,240 39,240 39,240 -4.53% Interest earned 0.00% Charges 0.00% Other Local 0.00% Total - 41,100 39,240 39,240 39,240 -4.53%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 68,124 54,575 54,240 54,240 -20.38% Supplies & Operating 5,868 11,438 5,066 5,066 5,066 -55.71% Capital Outlay 0.00% Total 5,868 79,562 59,641 59,306 59,306 -25.46%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 Part time Other Total - 1 1 1 1 1
Emerging Issues
• Client needs exceed available space. • The potential legislative change ( HB 492) increasing the juvenile age from 16 to 18, if passed, will have a tremendous impact on all resources
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Onslow County Division Detail
Fiscal Year 2007-08 Day Services 5843
Division Overview
The mission of Day Services is to provide intensive services for juveniles who, because of their behavior, have been sent to a Youth Development Center but are better served in their home community to reduce incidents of delinquent behavior. • The Day Services program serves youth ages 10-16 that have been committed to a Youth Development Cent (like adult prison) and have been determined eligible for early release to this program. • This program will provide intensive social work and other needed services for these juveniles and their families including alternative education, counseling, residential services and social/life skills training under the umbrella of 24 hour structured adult supervision. • This program is funded at 100% by state grant money. • This program saves the state a considerable amount of money as it costs approximately $80,000 to house a juvenile in a Youth Development Center for 6 months vs. the $20,000 per juvenile for 12 months in this program. • This program is projected to serve 5 Level III juveniles and their families during this fiscal years funding cycle.
Major Accomplishments
• No youth in the program had to be returned from the community setting to a Youth Development Center. • All program participants achieved grade level and returned to their home school.
Key Goals and Objectives
• To provide intensive services to juveniles and their families to prevent placement back into the YDC O To reduce by 50% the number of committed juveniles returning to the YDC toward a goal of 70% • To equip juveniles with social competency skills to prevent further delinquent behavior O To reduce by 50% the number of juveniles committing further delinquent acts toward a goal of 70%
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Juveniles having no further incidents of delinquent Unable to measure 65% 70% behavior Juveniles not placed back into the YDC Unable to measure 65% 70%
J-199 Charts
Juveniles having no further incidents of delinquent behavior
70%
65%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
This chart shows the percentage of juveniles that did not commit any new offenses while in the program.
Juveniles not placed back into the YDC
70%
65%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
This chart reflects the percentage of juveniles that have not committed any new offenses or have any violations of probation that would place them back in a Youth Development Center.
J-200 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 9,780 86,828 100,000 100,000 86,828 0.00% Interest earned 0.00% Charges 0.00% Other Local 0.00% Total 9,780 86,828 100,000 100,000 86,828 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 3,488 41,169 43,960 43,347 43,347 5.29% Supplies & Operating 6,292 45,726 56,040 56,040 43,481 -4.91% Capital Outlay 0.00% Total 9,780 86,895 100,000 99,387 86,828 -0.08%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 1 Part time Other Total 1 1 1 1 1 1
Emerging Issues
• The potential legislative change (HB 492) increasing the juvenile age from 16 to 18, if passed, will have a tremendous impact on all resources: financial, human and capital.
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Onslow County Division Detail Fiscal Year 2007-08 Youth and Family Skills 5844
Division Overview
The mission of the Youth and Family Skills program is to provide an array of skill building services to provide juveniles and parents an opportunity to learn new skills needed to develop supportive relationships within the home to increase family stability and reduce further undisciplined and delinquent behaviors.
• The Youth and Family Skills Program serves youth, ages 7-17, who are under the jurisdiction of the juvenile court system or who because of their behavior are at risk of court involvement. • The program provides an array of skill building services in a group and/or individual setting for youth and families. • The program addresses the need of Interpersonal Skills and Parent/Family Skill Building, which were identified as service priorities by the Juvenile Crime Prevention Council. • The program provides juveniles and parents an opportunity to learn new skills needed to develop supportive relationships within the home through instruction, modeling, reinforcement, etc. • Funding will be through a state Juvenile Crime Prevention Council (JCPC) grant (86%) and county funds (14%).
Major Accomplishments
• Coordinating with internal and external programs in identifying the most appropriate services and method of delivery. • Assessing and evaluating the needs of the program and modifying the structure as it became apparent were necessary.
Key Goals and Objectives
• To provide opportunities for parents and/or juveniles to learn skills and attitudes needed to improve family relationships • To reduce the percentage of out-of-home placement of juveniles whose parents complete the program by 30% toward a goal of 35%. • To prevent juveniles from committing undisciplined and/or delinquent acts by developing skills needed for positive interactions with others • To reduce the percentage of juveniles re-offending or becoming involved in the court system by 30% toward a goal of 35%
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Juveniles not placed out of the home while in the program Unable to measure 30% 35%
Juveniles not having further court involvement while in the Unable to measure 30% 35% program
J-203 Charts
Juveniles not placed out of the home while in the program
35%
30%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
This chart shows the percentage of youth not placed out of the home due to undisciplined or delinquent behavior while in the program.
Juveniles not having further court involvement w hile in the program
35%
30%
Actual 05/06 Estimated 06/07 through 12-31-07 Projected 07/08
This chart reflects the percentage of youth who did not commit any new offenses while in the program, as determined by Youth Services follow-up with family and Court Counselors.
J-204 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 26,000 36,150 36,150 36,150 39.04% Interest earned 0.00% Charges 0.00% Other Local 0.00% Total - 26,000 36,150 36,150 36,150 39.04%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 27,708 45,103 44,768 44,768 61.57% Supplies & Operating 2,588 9,327 9,327 9,327 260.39% Capital Outlay 0.00% Total - 30,296 54,430 54,095 54,095 78.55%
Positions
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager 2008 Board Budget Budget Budget Requested Recommend Approved Full time 1 1 1 1 1 Part time Other Total - 1 1 1 1 1
Emerging Issues
o The potential legislative change (HB 492) increasing the juvenile age from 16 to 18, if passed, will have a tremendous impact on all resources: financial, human, and capital.
J-205
J-206 Onslow County Department Summary
Fiscal Year 2007-08 Behavioral Health Debt 5298
Department Overview
The non departmental debt accounts for all principal and interest payments on the outstanding debt of the County except that which relates to Behavioral Health. These debt issues are shown in the functional categories to which they relate. The outstanding debt include here consist of general obligation (GO) debt and installment financings. All debt is approved the Board of Commissioners and the Local Government Commission, a division of the North Carolina State Treasurer.
Revenue
2006 2007 2008 2008 2008 Amended Amended Department Manager Board Change Budget Budget Requested Recommend Approved as % Federal State Interest earned Charges Other Local Total - - - - -
Expenses
2006 2007 2008 2008 2008 Amended Amended Department Manager Board Change Budget Budget Requested Recommend Approved as % Installment Purchase Principle 158,564 233,320 114,667 114,667 114,667 -50.85% Installment Purchase Interest 64,995 56,924 49,751 49,751 49,751 -12.60% Total 223,558 290,244 164,418 164,418 164,418 -43.35%
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J-208
Onslow County Department Summary
Fiscal Year 2007-08 Mosquito and Vector Control 4730-4731
Mission Statement
Mosquito and Vector Control are dedicated to maintaining open waterways within the County and monitoring and controlling the mosquito populations for the health and safety of our residents.
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget REVENUES: Federal - 7,000 7,000 7,000 7,000 0.00%
State 11,586 12,000 12,000 12,000 12,000 0.00%
Charges - - - - -
Other Local - - - - -
Program Fund balance - - - - -
Total 11,586 19,000 19,000 19,000 19,000 0.00%
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget EXPENSES: Salaries & Benefits 232,442 293,269 302,906 300,109 300,109 -0.92%
Supplies & Operating 55,394 75,763 82,895 192,895 192,895 132.70%
Capital Outlay - - - - -
Other - - - 4,000 4,000 100.00% Total 287,836 369,032 385,801 497,004 497,004 28.82%
POSITIONS 2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full time 6 7 7 7 7 7 Part time Other - - - - - Total 6 7 7 7 7 7
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Onslow County Division Detail Fiscal Year 2007-08 Mosquito Control 4731
Division Overview
The Mosquito Control program services Onslow County with pesticides and larvicides to alleviate the mosquito population during the active months (typically May through October). This division also monitors rainfall amounts at various locations throughout the County. Mosquito collection traps are set at seven different sites year round for identification and reporting to the state public health lab.
Major Accomplishments
• Purchase of sentinel chicken flock to test for mosquito borne disease such as West Nile Virus and EEE. • Maintaining seven mosquito collection traps year round for scientific data purposes.
Key Goals and Objectives
• Responding to and accurately recording the number of resident mosquito complaints received each month during the active season. • Collection and recording of the number of blood samples drawn from flock submitted to the state lab, and keeping their results on file.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Total number of resident 663 600 700 mosquito complaints received and responded to (active season only) Total number of blood 60 60 60 samples drawn/submitted for disease testing
K-3
Charts
Mosquito Complaints Received by Month
250 200 150 FY 04-05 100 FY 05-06 50 0 July Aug Sep Oct Nov Dec Jan Feb Mar Apr May June
FY 04-05 43 81 54 9 0 0 0 0 0 0 14 47 FY 05-06 70 54 90 220 40 0 0 0 0 0 15 174
This chart reflects how rainfall and or tropical systems can affect the mosquito population, therefore increasing or decreasing the complaints received.
Blood Samples Submitted to State Lab for Testing FY 05-06
6 555555 5
4 Number of Samples Submitted 3 2 Number of Samples 2 Positive for Disease 1 00000 0 May June July August Sept. October
This chart reflects samples submitted on time for testing. Timely submission ensures that if any diseases are detected the lab will notify us quickly and we can take the necessary steps to prevent anything spreading to other areas of the County.
K-4
Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal - 7,000 7,000 7,000 7,000 0.00% State - - - - Charges Other Local Program Fund balance Total - 7,000 7,000 7,000 7,000 0.00%
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 130,229 151,003 151,108 149,870 149,870 -0.75% Supplies & Operating 32,257 35,300 39,100 39,100 39,100 10.76% Capital Outlay Other Total 162,486 186,303 190,208 188,970 188,970 1.43%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 4 4 4 4 4 4 Part Time Other
Emerging Issues
*For the 2007 active mosquito season, we plan to increase our chicken flock by one additional flock. The goal of this is to have a more widespread sampling in the County for the monitoring of mosquito borne disease.
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K-6
Onslow County Division Detail Fiscal Year 2007-08 Vector Control 4730
Division Overview
Removal of dead/downed trees from the rivers of Onslow County and their tributaries is the largest part of the work of this division. The residents of the County benefit greatly from this work with less flooding in outlying areas of the county.
Major Accomplishments
• Keeping County waterways free and clear of debris. • Keeping kayak/canoe trails open for public enjoyment. • Working with the NC DENR to eradicate aquatic weeds from waterways. • Maintaining the Onslow County Project area of the New River by agreement with the USACE. Project area is 16.8 miles long, beginning approximately three miles north of Richlands off of Hwy 24 west, all the way into Jacksonville.
Key Goals and Objectives
• Waterways cleaned and cleared of debris. • Continuing to maintain the Onslow County Project area of the New River.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Linear feet of cleared debris 78581/6548 75000 77500 vs. average completed by month
K-7 Charts
Linear Feet of Waterw ays Cleared FY04-05 and FY 05-06
18000
16000
14000
12000 Linear ft. of w aterw ays cleared 10000 FY 04-05
8000 Linear ft. of w aterw ays cleared FY 05-06 6000
4000
2000
0
il e ct ov ug ept O Jan Feb pr July A S N Dec arch A May Jun M
There are 625 miles of waterways within Onslow County. We have increased our efforts to clear these waterways as shown in the chart above. Additional funding is provided in the Fiscal Year 2007-2008 budget to assist with this program.
K-8
Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State 11,586 12,000 12,000 12,000 12,000 0.00% Charges Other Local Program Fund balance Total 11,586 12,000 12,000 12,000 12,000 0.00%
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 102,213 142,266 151,798 150,239 150,239 5.60% Supplies & Operating 23,137 40,463 43,795 153,795 153,795 280.09% Capital Outlay Other 4,000 4,000 100.00% Total 125,350 182,729 195,593 304,034 304,034 66.39%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget requested Recommend Approved Full Time 4 4 4 4 4 4 Part Time Other
Emerging Issues
*Beavers and their dams are becoming an increasing nuisance in our waterways. We would like the BOC to consider designating funds to contract out trapping and dam removal.
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K-10
Onslow County Fiscal Year 2007-08
Cultural and Recreational
Function Overview
The cultural and recreational programs of the county provide a library system that consists of a main branch and 3 smaller branches plus a law library, a district park system throughout the county and a museum.
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget REVENUES:
Federal - - - - - State 263,795 274,474 265,000 265,000 265,000 0.00% Charges 135,700 140,035 137,300 137,300 137,300 0.00%
Other Local 70,916 49,240 35,100 35,100 136,100 176.40%
Program Fund balance - - - - - Total 470,411 463,749 437,400 437,400 538,400 16.10%
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget EXPENSES:
Salaries & Benefits 2,411,889 2,857,363 3,103,343 3,087,269 3,087,269 8.05% Supplies & Operating 772,220 918,418 1,127,007 1,071,567 1,074,767 17.02% Capital Outlay 3,216 81,805 169,150 114,650 114,650 40.15%
Total 3,187,325 3,857,586 4,399,500 4,273,486 4,276,686 10.86%
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved POSITIONS: Full time 57 55 55 57 57 57 Part time 34 36 36 38 38 38 Other 5.38 5.38 2.78 2.78 2.78 2.78 Total 96 96 94 98 98 98
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L-2
Onslow County Department Summary
Fiscal Year 2007-08 Onslow County Public Library 6110-6116
Mission Statement
The mission of the Onslow County Public Library system is to provide quality materials and services that fulfill the educational, informational, and cultural needs of all citizens in a welcoming and stimulating atmosphere.
Department Overview
With branches in Jacksonville, Richlands, Sneads Ferry, and Swansboro, the Onslow County Public Library system provides a full-range of in-house and outreach services to adults, families, young adults, and children in Onslow County through books, audiovisual materials, electronic resources, reference services and programs.
Major Accomplishments
• Presented new Long Term Facilities Master Plan to Commissioners and the public. • Appointed new Main Library Circulation Manager. • Appointed new Marketing Coordinator. • Reinstituted Sunday Hours at Main Library. • Expanded wireless access to all branch locations. • Working with members of the Facilities Maintenance Department, replaced worn Main Library carpet with carpet tile product which immediately enhanced appearance of Main Library facility. • Purchased and installed new Telephone Notification Module which automated billing and reserve notification process for all patrons. • Obtained countywide subscription to World Book Online electronic resource product. • Initiated study and overhaul of system-wide ordering process to create better mix of book, audio and DVD products and to produce better local availability of titles appearing on major bestseller lists. • Created system-wide acquisitions team. • Devised new collection weeding/maintenance strategy and overhauled vendor selection behavior to better utilize materials budget and improve attractiveness of library materials. • Initiated efforts to better coordinate system-wide programming. • Rearranged Main Library Children’s Department to improve usability for patrons. • Reworked and redesigned library-related marketing materials to improve image of the public library and create new sense of excitement. • Acquired security cases for audio and DVD items to reduce theft of materials. • Created new user aids for Law Library materials. • Cross-trained staff to increase coverage of Law Library during sickness and vacations. • Acquired equipment needed to maintain and repair growing DVD/CD collections. • Strengthened fundraising capability by helping the Main Library Building Fund Committee transform into a full fledged library foundation. • Worked with other county department staff members to improve website presence. • Created a new children’s public access area at Main Library.
L-3 Key Goals and Objectives
• Increase the percentage of cardholders among Onslow County residents to 40% by end of FY07- 08. • Increase usage of library collections and electronic resources. • Ensure a higher percentage of library materials are timely and effective. • Increase the percentage of Onslow youth participation in summer reading activities. • Improve effectiveness of library programming for adults, youth and families. • Initiate the design/development process for new Main Library facility. • Initiate the design/development process for new Sneads Ferry branch facility. • Build fundraising capacity of new Onslow County Public Library Foundation. • Establish and strengthen effective community partnerships. • Improve safety and security at Main Library.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Through Total Number of Library Card 49,498 54,671 60,138 Holders- Main, Richlands, Sneads Ferry, Swansboro Total Number of Library Visits 263,537 284,755 313,230 - All Branches
L-4 Charts
Total Registered Patrons
60,000
50,000
40,000
30,000
20,000
10,000
- FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FYO2-03 FY03-04 FY04-05 FY05-06
The number of registered library cardholders in the entire service area has consistently hovered around 30% of the total population in Onslow County. Based on the July 2005 population estimate of 157,748, the percentage of citizens who possessed a library card in fiscal year 2005-2006 was 31%. Based on the same population estimate, the percentage of library cardholders will be approximately 35% in fiscal year 2006-2007. In 2007-2008, library staff members hope to increase the percentage of citizens who hold a library card to 40% of the total population. The benchmark public library systems often have cardholder percentages in the plus 50% range.
L-5 Cardholders By Type
40,000
35,000
30,000
25,000
Adults 20,000 Juveniles
15,000
10,000
5,000
- FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FYO2-03 FY03-04 FY04-05 FY05-06
An important factor that will be addressed in the coming year is the low number of Onslow County youth who hold library cards. The Youth Services staff members have implemented several timely youth and teen programs that will hopefully increase youth library memberships by a few thousand over the next twelve months. Additionally, greater emphasis will be placed on growing the somewhat low key partnership with Onslow County Public Schools. Success in with these efforts will play a major role in reaching the 40% range for total patron registrations.
L-6 Library Visits
300,000
270,168 263,629 250,000
229,729 229,344 224,945 228,583 225,854 225,977
205,566 200,000 197,006
150,000
100,000
50,000
- FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FYO2-03 FY03-04 FY04-05 FY05-06
The trend line for library visits over the last decade shows two distinct periods. First there was a five- year period of flat growth, followed by a significant decline. The last four years show a strong upward trend. The system experienced a 37% growth in visitor activity during this time. But the overall gain over the decade of measurement is only 20%. The trough in the graph above resulted from the extended closing of the Swansboro Branch during renovation and expansion.
L-7 Library Visits FY05-06
Law Library 2% Swansboro Branch 12%
Sneads Ferry Branch 9%
Main Library Richlands Branch Sneads Ferry Branch Richlands Branch Swansboro Branch 8% Law Library
Main Library 69%
The pie chart above shows the distribution of total visits for FY05-06 across the various service points in the system. As it has been since inception, Main Library continues to be the most heavily used of all the facilities. Swansboro is technically second. However Swansboro’s advantage is relatively minor compared to Sneads Ferry and Richlands. It can be said the three branch facilities are equal in usage as measured by patron visits. The Law Library’s patron usage is not an insignificant number. Its 2% slice of the pie represents around 6,631 visitors.
The projected result for FY06-07 and FY07-08 will be affected by three important events. First, library administrators reinstated Sunday hours in July 2006. Sunday service became an immediate hit for the general public. This added day of visits added more than 15,000 visits to the bottom line in this category. The second important event is the decision to place greater emphasis on marketing of library services to the general public which will raise awareness of library offerings. The third important event is the decision to change the decision-making process for the acquisition of library materials. This change has already resulted in a better mix of timely and popular materials in book, audio book and DVD formats at all circulating locations. These actions will continue to increase foot traffic across the system. Strengthening public programming activities throughout the system will also increase patron attendance.
The greater emphasis on marketing of library products, services, resources and programs should have a measurable impact on library visits and patron registrations. Effective nurturing of partnerships with important community agencies such as Onslow County Public Schools will also increase patron attendance and cardholder levels.
L-8
Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal - - - - - State 263,795 274,474 265,000 265,000 265,000 -3.45% Charges 64,162 72,100 66,700 66,700 66,700 -7.49% Other Local 60,559 40,950 30,000 30,000 30,000 -26.74% Program Fund balance - - - - - Total 388,516 387,524 361,700 361,700 361,700 -6.66%
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 1,374,417 1,595,738 1,674,351 1,661,989 1,661,989 -0.74% Supplies & Operating 492,855 566,295 611,435 611,435 611,435 0.00% Capital Outlay 1,659 28,617 - - - Total 1,868,931 2,190,650 2,285,786 2,273,424 2,273,424 -0.54%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 33 31 31 31 31 31 Part Time 12 14 14 14 14 14 Other 1 1 1 1 1 1
L-9
Emerging Issues
There are several emerging issues that need to be considered during the FY07-08 budget year. Among these are:
• Library administrators, Trustees, Foundation Board members and representatives from the various Friends of the Library groups will work to create a new strategic plan for library services in Onslow County. • Resources will need to be available to allow County staff to contract for architectural services for both the Main Library and Sneads Ferry Branch projects. The goals are to initiate design/development for the new main library project and begin and complete the design/development phases for a new Sneads Ferry Branch. • Increases in telecommunications line items will occur, driven by County IT required upgrades in preparation of installation of Voice-Over-Internet-Protocol (VOIP) networking equipment and upgrade from Frame Relay to Ethernet network. • An increase in security cost for Main Library is being sought. The increase is necessitated by both the increase in per hour rate required by the new service provider and the desire to ensure the presence of a security officer during all public hours. • Increased marketing efforts will require more and in some cases upgraded departmental and office supplies. • Library administrators will continue efforts initiated in the FY06-07 budget year to identify and capture opportunities for internal efficiencies. • Four important conferences occur in the FY07-08 budget year. The Gaylord Information Systems Users Group conference occurs in the fall of 07. This is the premiere conference for clients like us who use the Polaris circulation system. The North Carolina Library Association Conference also occurs fall 07. The Public Library Association National Conference takes place spring 08. The American Library Association Annual Conference is scheduled in June 08. It will be extremely beneficial if some combination of library staff members, trustees and Friend members can attend at least one of these events. Each conference represents an important continuing education opportunity. Library administrators will help staff members submit continuing education grant applications to the State Library to offset some eligible costs for one or more of the three library conferences.
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Onslow County Division Detail
Fiscal Year 2007-08 Main Library 6110
Mission Statement
The mission of the Onslow County Public Library system is to provide quality materials and services that fulfill the educational, informational, and cultural needs of all citizens in a welcoming and stimulating atmosphere.
Department Overview
Main Library serves as the flagship for the library system. It produces two-thirds or more of all circulation, reference, programming, and other patron activities. Main Library has the most extensive collections, the greatest number of public workstations, the largest meeting room and the widest array of activities of any other location. It is the most heavily visited of all library facilities. Its services include full reference, genealogy, youth services and programming, circulation, interlibrary loan, and readers’ advisory assistance.
Major Accomplishments
• Appointed new Main Library Circulation Manager. • Reinstituted Sunday Hours. • Implemented wireless access. • With assistance from members of the Facilities Maintenance Department, had worn carpet replaced which immediately enhanced facility’s appearance. • Had furniture rearranged to improve traffic flow and capture more interior space. • Rearranged Main Library Children’s Department to improve usability for patrons. • Acquired security cases for audio and DVD items to reduce theft of materials. • Cross-trained staff to increase coverage of Law Library during sickness and vacations. • Acquired equipment needed to maintain and repair growing DVD/CD collections. • Created a new children’s public access area at Main Library.
Key Goals and Objectives
• Increase the percentage of cardholders among Onslow County residents to 40% by end of FY07- 08. • Increase usage of library collections and electronic resources. • Ensure a higher percentage of library materials are timely and effective. • Increase the percentage of Onslow youth participation in summer reading activities. • Improve effectiveness of library programming for adults, youth and families. • Initiate the design/development process for new Main Library facility. • Initiate the design/development process for new Sneads Ferry branch facility. • Build fundraising capacity of new Onslow County Public Library Foundation. • Establish and strengthen effective community partnerships. • Improve safety and security at Main Library.
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Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Through Total Number of Library Card 49,498 54,671 60,138 Holders- Main, Richlands, Sneads Ferry, Swansboro Total Number of Library Visits 185,658 203,100 223,410 to Main Branch
Charts
Total Registered Patrons
60,000
50,000
40,000
30,000
20,000
10,000
- FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FYO2-03 FY03-04 FY04-05 FY05-06
The number of registered library cardholders in the entire service area has consistently hovered around 30% of the total population in Onslow County. Based on the July 2005 population estimate of 157,748, the percentage of citizens who possessed a library card in fiscal year 2005-2006 was 31%. Based on the same population estimate, the percentage of library cardholders will be approximately 35% in fiscal year 2006-2007. In 2007-2008, library staff members hope to increase the percentage of citizens who hold a library card to 40% of the total population. The benchmark public library systems often have cardholder percentages in the plus 50% range.
L-12 Cardholders By Type
40,000
35,000
30,000
25,000
Adults 20,000 Juveniles
15,000
10,000
5,000
- FY96-97 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FYO2-03 FY03-04 FY04-05 FY05-06
An important factor that will be addressed in the coming year is the low number of Onslow County youth who hold library cards. The Youth Services staff members have implemented several timely youth and teen programs that will hopefully increase youth library memberships by a few thousand over the next twelve months. Success in this area will play a major role in reaching the 40% range for total community registrations.
The greater emphasis on marketing of library products, services, resources and programs should have a measurable impact on library visits and patron registrations.
L-13 Library Visits FY05-06
Law Library 2% Swansboro Branch 12%
Sneads Ferry Branch 9%
Main Library Richlands Branch Sneads Ferry Branch Richlands Branch Swansboro Branch 8% Law Library
Main Library 69%
Main Library experienced a 4.7% increase in patron visits between FY05/06 and FY06/07. It contributed 69% of the total patron visits for the library system. This is in keeping with its historic trend.
The projected result for FY06-07 and FY07-08 will be affected by three important events. First, library administrators reinstated Sunday hours in July 2006. Sunday service became an immediate hit for the general public. The addition day of visits added more than 15,000 visits to the bottom line in this category. The second important event is the decision to place greater emphasis on marketing of library services to the general public which raised awareness of library offerings. The third important event is the decision to change the decision-making process for the acquisition of library materials. This change resulted in a better mix of timely and popular materials in book, audio book and DVD formats at all circulating locations. These actions increased foot traffic across the system. Improvement in this measure will also be driven by a strengthening of the public programming activities throughout the system.
L-14 Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State 263,795 274,474 265,000 265,000 265,000 -3.45% Charges 64,162 72,100 66,700 66,700 66,700 -7.49% Other Local 58,341 38,950 28,000 28,000 28,000 -28.11% Program Fund balance Total 386,298 385,524 359,700 359,700 359,700 -6.70%
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 1,328,431 1,195,295 1,261,993 1,253,773 1,253,773 4.89% Supplies & Operating 457,404 384,450 425,690 425,690 425,690 10.73% Capital Outlay 1,659 28,617 -100.00% Total 1,787,494 1,608,362 1,687,683 1,679,463 1,679,463 4.42%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 25 24 24 24 24 24 Part Time 7 8 8 8 8 8 Other
Emerging Issues
There are several emerging issues that need to be considered during the FY07-08 budget year. Among these are:
• Resources will need to be available to allow County staff to contract for architectural services for a new main library project. The goals are to initiate design planning process for the new main library project in the FY07-08. More specifically, if funding is provided, the design team should be able to move from the program statement phase through the design/development phase in the coming fiscal year. • Increases in telecommunications line items will occur, driven by County IT required upgrades, in preparation of installation of Voice-Over-Internet-Protocol (VOIP) networking equipment and upgrade from Frame Relay to Ethernet network. • An increase in security cost for Main Library is being sought. The increase is necessitated by both the increase in per hour rate required by the new service provider and the desire to ensure the presence of a security officer during all public hours.
L-15 • Library administrators will continue efforts initiated in the FY06-07 budget year to identify and capture opportunities for internal efficiencies. • Four important conferences occur in the FY07-08 budget year. The Gaylord Information Systems Users Group conference occurs in the fall of 07. This is the premiere conference for clients like us who use the Polaris circulation system. The North Carolina Library Association Conference also occurs fall 07. The Public Library Association National Conference takes place spring 08. The American Library Association Annual Conference is scheduled in June 08. It will be extremely beneficial if some combination of library staff members, trustees and Friend members can attend at least one of these events. Each conference represents an important continuing education opportunity. Library administrators will help staff members submit continuing education grant applications to the State Library to offset some eligible costs for one or more of the three library conferences. • Main Library is also scheduled for the replacement of major HVAC components in the coming year. This will have a detrimental but unavoidable impact on patron services if the facility is forced to close intermittently during the replacement/upgrade process.
L-16
Onslow County Department Summary
Fiscal Year 2007-08 Law Library 6111
Mission Statement
The mission of the Onslow County Public Library system is to provide quality materials and services that fulfill the educational, informational, and cultural needs of all citizens in a welcoming and stimulating atmosphere.
Department Overview
The Law Library serves as the legal reference center for the library system. It provides reference and legal research support for judges, legal staff and other participants in the Onslow County judicial system. It also serves members of the general public who seek information on legal matters ranging from contracts to divorce.
Major Accomplishments
• Helped cross-train Main Library staff to increase coverage of Law Library during sickness and vacations. • Upgraded copier. • Began developing better patron guide tools • Updated several important multivolume reference sets.
Key Goals and Objectives
• Increase usage of library collections and electronic resources. • Ensure a higher percentage of library materials are timely and effective. • Continue program to develop better user assistance tools for the collection. • Standardize and systematically capture indicators of usage for improved statistical tracking.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Through Law Library Visits 6,631 7,357 8,093 Reference Queries 185,658 203,100 223,410
L-17 Charts
Library Visits FY05-06
Law Library 2% Swansboro Branch 12%
Sneads Ferry Branch 9%
Main Library Richlands Branch Sneads Ferry Branch Richlands Branch Swansboro Branch 8% Law Library
Main Library 69%
The Law Library’s patron usage is not an insignificant number. Its 2% slice of the pie represents around 6,631 visitors. Its walk-in usage grew 2% between FY04-05 and FY05-06.
Law Library Visits
6,750 6,724
6,700
6,650 6,631
6,600
6,550
6,510
6,500
6,450
6,400 FY04-05 FY05-06 FY06-07
The rate of growth for the number of visitors to the Law Library has been increasing.
L-18 Law Library Reference Inquiries
8,200
8,000
7,800
7,600
7,400
7,200
7,000
6,800
6,600
6,400
6,200
6,000 FY04-05 FY05-06 FY06-07
While the actual visitors to the Law Library are increasing at approximately 2%, we also assist via telephone inquiries. The increase in the number of inquiries is reflected in the above chart.
L-19 Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local 2,218 2,000 2,000 2,000 2,000 0.00% Program Fund balance Total 2,218 2,000 2,000 2,000 2,000 0.00%
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 45,986 54,663 56,892 56,557 56,557 -0.59% Supplies & Operating 35,451 44,130 41,730 41,730 41,730 0.00% Capital Outlay Total 81,437 98,793 98,622 98,287 98,287 -0.34%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 1 1 1 1 1 1 Part Time Other
Emerging Issues
• Library administrators will continue efforts initiated in the FY06-07 budget year to identify and capture opportunities for internal efficiencies. • Cross Training of Main Library staff will need to continue to ensure backup staffing for the Law Library.
L-20
Onslow County Department Summary
Fiscal Year 2007-08 Swansboro Branch 6114
Mission Statement
The mission of the Onslow County Public Library system is to provide quality materials and services that fulfill the educational, informational, and cultural needs of all citizens in a welcoming and stimulating atmosphere.
Department Overview
The Swansboro Branch serves as the branch outlet for the eastern and northeastern portions of Onslow County. It provides a full-range of in-house and outreach services to adults, families, young adults, and children in Onslow County through books, audiovisual materials, electronic resources, reference services and programs.
Major Accomplishments
• Helped initiated study and overhaul of system-wide ordering process to create better mix of book, audio and DVD products and to produce better local availability of titles appearing on major bestseller lists. • Helped establish a system-wide acquisitions team. • Helped devised new collection weeding/maintenance strategy and overhauled vendor selection behavior to better utilize materials budget and improve attractiveness of library materials. • Helped initiated efforts to better coordinate system-wide programming.
Key Goals and Objectives
• Increase the percentage of cardholders among Onslow County residents to 40% by end of FY07- 08. • Increase usage of library collections and electronic resources. • Ensure a higher percentage of library materials are timely and effective. • Increase the percentage of Onslow youth participation in summer reading activities. • Improve effectiveness of library programming for adults, youth and families. • Build fundraising capacity of new Onslow County Public Library Foundation. • Establish and strengthen effective community partnerships.
L-21
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Through Total Number of Library Card 49,498 54,671 60,138 Holders- Main, Richlands, Sneads Ferry, Swansboro Total Number of Library Visits 31,867 33,723 35,915 to Swansboro Branch
Charts
Library Visits FY05-06
Law Library 2% Swansboro Branch 12%
Sneads Ferry Branch 9%
Main Library Richlands Branch Sneads Ferry Branch Richlands Branch Swansboro Branch 8% Law Library
Main Library 69%
The Swansboro Branch patronage historically represents about 12% of the total number of visitors to library facilities.
L-22 Swansboro Visits
35,000
34,000 33,723
33,000
32,000 31,867
31,000
30,000 29,654
29,000
28,000
27,000 FY04-05 FY05-06 Projected FY06-07
As the County continues to grow each of our branch Libraries has seen an increase in the number of visits. Its visitor growth rate averages about 6.5% per year.
L-23 Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board From 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - - -
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 114,690 121,318 119,044 119,044 -1.87% Supplies & Operating - 52,215 54,775 54,775 54,775 0.00% Capital Outlay Total - 166,905 176,093 173,819 173,819 -1.29%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approves Full Time 3 2 2 2 2 2 Part Time 1 2 2 2 2 2 Other
Emerging Issues
• Library administrators, Trustees, Foundation Board members and representatives from the various Friends of the Library groups will work to create a new strategic plan for library services in Onslow County. • Increases in telecommunications line items will occur, driven by County IT required upgrades in preparation of installation of Voice-Over-Internet-Protocol (VOIP) networking equipment and upgrade from Frame Relay to Ethernet network. • Library administrators will continue efforts initiated in the FY06-07 budget year to identify and capture opportunities for internal efficiencies. • Four important conferences occur in the FY07-08 budget year. The Gaylord Information Systems Users Group conference occurs in the fall of 07. This is the premiere conference for clients like us who use the Polaris circulation system. The North Carolina Library Association Conference also occurs fall 07. The Public Library Association National Conference takes place spring 08. The American Library Association Annual Conference is scheduled in June 08. It will be extremely beneficial if some combination of library staff members, trustees and Friend members can attend at least one of these events. Each conference represents an important continuing education opportunity. Library administrators will help staff members submit continuing education grant applications to the State Library to offset some eligible costs for one or more of the three library conferences.
L-24
Onslow County Department Summary
Fiscal Year 2007-08 Sneads Ferry Branch 6115
Mission Statement
The mission of the Onslow County Public Library system is to provide quality materials and services that fulfill the educational, informational, and cultural needs of all citizens in a welcoming and stimulating atmosphere.
Department Overview
The Sneads Ferry Branch serves as the branch outlet for the southeastern and western portions of Onslow County. It provides a full-range of in-house and outreach services to adults, families, young adults, and children in Onslow County through books, audiovisual materials, electronic resources, reference services and programs.
Major Accomplishments
• Helped initiated study and overhaul of system-wide ordering process to create better mix of book, audio and DVD products and to produce better local availability of titles appearing on major bestseller lists. • Helped establish a system-wide acquisitions team. • Helped devised new collection weeding/maintenance strategy and overhauled vendor selection behavior to better utilize materials budget and improve attractiveness of library materials. • Helped initiated efforts to better coordinate system-wide programming.
Key Goals and Objectives
• Increase the percentage of cardholders among Onslow County residents to 40% by end of FY07- 08. • Increase usage of library collections and electronic resources. • Ensure a higher percentage of library materials are timely and effective. • Increase the percentage of Onslow youth participation in summer reading activities. • Improve effectiveness of library programming for adults, youth and families. • Build fundraising capacity of new Onslow County Public Library Foundation. • Establish and strengthen effective community partnerships. • Initiate the design/development process for new Sneads Ferry branch facility.
L-25 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Through Total Number of Library Card 49,498 54,671 60,138 Holders- Main, Richlands, Sneads Ferry, Swansboro Total Number of Library Visits 21,326 23,147 23,749 to Sneads Ferry Branch
Charts
Library Visits FY05-06
Law Library 2% Swansboro Branch 12%
Sneads Ferry Branch 9%
Main Library Richlands Branch Sneads Ferry Branch Richlands Branch Swansboro Branch 8% Law Library
Main Library 69%
The Sneads Ferry Branch patronage historically represents about 9% of the total number of visitors to library facilities.
L-26 Sneads Ferry Branch Visits
24,000
23,500
23,000
22,500
22,000
21,500
21,000
20,500
20,000 FY04-05 FY05-06 Projected FY06-07
As the County continues to grow each of our branch Libraries has seen an increase in the number of visits. Its visitor growth rate averages about 5.6% per year.
L-27 Revenue % Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - - -
Expenses % Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 102,588 106,930 106,260 106,260 -0.63% Supplies & Operating - 45,750 44,822 44,822 44,822 0.00% Capital Outlay Total - 148,338 151,752 151,082 151,082 -0.44%
Positions 2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 2 2 2 2 2 2 Part Time 1 2 2 2 2 2 Other 1 1 1 1 1 1
Emerging Issues
• The permanent closing of the rear gates of Camp Lejeune to general public traffic and the temporary closing of a portion of Hwy 210 for bridge replacement will probably reduce some of the patron visits to the branch. • This budget county and library staff will initiate the design/development process for new Sneads Ferry branch facility if funding permits. • Increases in telecommunications line items will occur, driven by County IT required upgrades in preparation of installation of Voice-Over-Internet-Protocol (VOIP) networking equipment and upgrade from Frame Relay to Ethernet network. • Library administrators will continue efforts initiated in the FY06-07 budget year to identify and capture opportunities for internal efficiencies. • Four important conferences occur in the FY07-08 budget year. The Gaylord Information Systems Users Group conference occurs in the fall of 07. This is the premiere conference for clients like us who use the Polaris circulation system. The North Carolina Library Association Conference also occurs fall 07. The Public Library Association National Conference takes place spring 08. The American Library Association Annual Conference is scheduled in June 08. It will be extremely beneficial if some combination of library staff members, trustees and Friend members can attend at least one of these events. Each conference represents an important continuing education opportunity. Library administrators will help staff members submit continuing education grant applications to the State Library to offset some eligible costs for one or more of the three library conferences.
L-28
Onslow County Department Summary
Fiscal Year 2007-08 Richlands Branch 6116
Mission Statement
The mission of the Onslow County Public Library system is to provide quality materials and services that fulfill the educational, informational, and cultural needs of all citizens in a welcoming and stimulating atmosphere.
Department Overview
The Richlands Branch serves as the branch outlet for the northern portions of Onslow County. It provides a full-range of in-house and outreach services to adults, families, young adults, and children in Onslow County through books, audiovisual materials, electronic resources, reference services and programs.
Major Accomplishments
• Helped initiated study and overhaul of system-wide ordering process to create better mix of book, audio and DVD products and to produce better local availability of titles appearing on major bestseller lists. • Helped establish a system-wide acquisitions team. • Helped devised new collection weeding/maintenance strategy and overhauled vendor selection behavior to better utilize materials budget and improve attractiveness of library materials. • Helped initiated efforts to better coordinate system-wide programming.
Key Goals and Objectives
• Increase the percentage of cardholders among Onslow County residents to 40% by end of FY07- 08. • Increase usage of library collections and electronic resources. • Ensure a higher percentage of library materials are timely and effective. • Increase the percentage of Onslow youth participation in summer reading activities. • Improve effectiveness of library programming for adults, youth and families. • Build fundraising capacity of new Onslow County Public Library Foundation. • Establish and strengthen effective community partnerships.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Through Total Number of Library Card 49,498 54,671 60,138 Holders- Main, Richlands, Sneads Ferry, Swansboro Total Number of Library Visits 22,865 24,039 24,520 to Richlands Branch
Charts L-29 Library Visits FY05-06
Law Library 2% Swansboro Branch 12%
Sneads Ferry Branch 9%
Main Library Richlands Branch Sneads Ferry Branch Richlands Branch Swansboro Branch 8% Law Library
Main Library 69%
The Richlands Branch patronage historically represents about 8% of the total number of visitors to library facilities.
L-30 Richlands Branch Visits
24,500
24,039 24,000
23,500
23,000 22,865
22,500 22,445
22,000
21,500 FY04-05 FY05-06 Projected FY06-07
As the County continues to grow each of our branch Libraries has seen an increase in the number of visits. Its visitor growth rate averages about 2% per year.
L-31 Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - - -
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 128,502 127,218 126,355 126,355 -0.68% Supplies & Operating - 39,750 44,418 44,418 44,418 0.00% Capital Outlay Total - 168,252 171,636 170,773 170,773 -0.50%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 2 2 2 2 2 2 Part Time 2 2 2 2 2 2 Other
Emerging Issues
• Increases in telecommunications line items will occur, driven by County IT required upgrades in preparation of installation of Voice-Over-Internet-Protocol (VOIP) networking equipment and upgrade from Frame Relay to Ethernet network. • Library administrators will continue efforts initiated in the FY06-07 budget year to identify and capture opportunities for internal efficiencies. • Four important conferences occur in the FY07-08 budget year. The Gaylord Information Systems Users Group conference occurs in the fall of 07. This is the premiere conference for clients like us who use the Polaris circulation system. The North Carolina Library Association Conference also occurs fall 07. The Public Library Association National Conference takes place spring 08. The American Library Association Annual Conference is scheduled in June 08. It will be extremely beneficial if some combination of library staff members, trustees and Friend members can attend at least one of these events. Each conference represents an important continuing education opportunity. Library administrators will help staff members submit continuing education grant applications to the State Library to offset some eligible costs for one or more of the three library conferences.
L-32
Onslow County Department Summary Fiscal Year 2007-08 Parks and Recreation 6120-6123
Mission Statement
The mission of the Onslow County Parks and Recreation Department is to enhance the quality of life of the citizens by offering a variety of both active and passive activities. This is accomplished through recreation programs, district parks, beach access sites, and an active partnership with the community.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board From 2007 Actual Budget Requested Recommend Approved Budget Federal - - - - - State - - - - - Charges 66,472 64,300 67,000 67,000 67,000 0.00% Other Local 10,207 7,350 5,000 5,000 106,000 2020.00% Program Fund balance - - - - - Total 76,678 71,650 72,000 72,000 173,000 140.28%
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 817,610 1,007,060 1,171,980 1,153,151 1,153,151 -1.61% Supplies & Operating 223,597 283,666 433,957 379,557 382,757 -12.54% Capital Outlay - 36,000 169,150 114,650 114,650 -32.22% Total 1,041,207 1,326,726 1,775,087 1,647,358 1,650,558 -7.20%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Budget Recommends Approved Full Time 19 19 19 21 21 21 Part Time 21 21 21 23 23 23 Other 4.38 4.38 1.78 1.78 1.78 1.78
L-33
L-34
Onslow County Division Detail
Fiscal Year 2007-08 Parks And Recreation Administration 6120
Division Overview
The mission of the Parks & Recreation Administration Division is to effectively and efficiently handle the management of overall day-to-day agency business operations including budget, personnel and purchasing functions, and provide support to the Department’s other Divisions.
Parks & Recreation Administration is made up of three (3) staff members. They are the Parks and Recreation Director, Administrative Assistant, and part-time Office Assistant. It is our responsibility to interact with other agencies (Federal, State, County, and Municipal, community groups and non-profit) in providing recreational facilities to the citizens of Onslow County; to process payroll and human resources needs for our agency; submit purchase requests and process departmental bills to be paid; and oversee the daily operations of the Parks and Recreation Department, in particular, citizen requests by telephone and email, making facility reservations and receipting fees paid, as well as maintaining the Department’s Web Page and Calendar programs.
Major Accomplishments
• Obtained matching funds to begin Phase 1 development of Deppe Park in Hofmann Forest • Expanded web site to increase types of information that may be needed by the public. The following have been added: o Rules, Policies, and By-Laws for Youth Basketball & Cheerleading o Rules, Policies, and By-Laws for Youth Baseball/Softball o Playing Rules for Adult Sports – Co-Rec Softball, Women’s Soccer, 30 & Over Soccer, Church Basketball o Game Schedules and Tournament Brackets for each sport o Parks and Recreation Ordinances
Key Goals and Objectives
• Goal – Deppe Park in Hofmann Forest – Phase 1 o Objective – Oversee development of Phase 1 of Deppe Park in Hofmann Forest • Goal – Continue to expand web-site. o Objective – Increase capabilities of web-site to include customer friendly aspects, on-line registration for programs, etc.
L-35 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Obtain funding from State and Federal Grant funds $250,000 0 19,050 Total Revenues 67,300 82,201 77,400 Revenues from Credit Card $3,189 4.5% 5,000 6.1% 6,500 8.5%
Charts
Total Revenues vs Credit Card
90,000.00 80,000.00 70,000.00 60,000.00 50,000.00 40,000.00 30,000.00 20,000.00 10,000.00 0.00 2005-06 2006-07 2007-08 Revenues 67,300.00 82,201.00 77,400.00 Credit Card 3,189 5,000 6,500
In an effort to become more customer friendly, this department has begun accepting credit card payments. Also, forms are available on our web site and if forms are faxed in, payment may be made over the phone. We expect to see the percentage of credit card payments increase over the next few years. Revenues for Fiscal Year 2007-2008 are projected.
L-36
Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges 66,472 64,300 67,000 67,000 67,000 4.20% Other Local 10,207 7,350 5,000 5,000 5,000 -31.97% Program Fund balance Total 76,678 71,650 72,000 72,000 72,000 0.49%
*All Department revenues shown under 6120 Department Overview
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 817,610 154,681 180,744 168,776 168,776 9.11% Supplies & Operating 223,597 30,941 107,478 53,078 56,278 81.89% Capital Outlay Total 1,041,207 185,622 288,222 221,854 225,054 21.24%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approves Full Time 2 2 2 2 2 2 Part Time 1 1 1 1 1 1 Other 0 0 0 0 0 0
Emerging Issues
• New County Financial Software programs • New County Web system
L-37
L-38
Onslow County Division Detail
Fiscal Year 2007-08 Parks 6121
Division Overview
The mission of the Parks Division is to effectively and efficiently handle the management of overall day- to-day maintenance of all facilities maintained by the Onslow County Parks and Recreation Department.
The Parks Division is primarily made up of twelve (12) staff members. They are the Parks Superintendent, Parks Maintenance Supervisor, two (2) Security Officers, and eight (8) Maintenance Workers. Staffing also includes up to twelve (12) regular and temporary part-time Park Attendants. It is the Parks Division’s responsibility to maintain the Department’s facilities to include: mowing, trimming, clearing, fertilizing all grass areas, athletic fields, and landscaping; ordering and distributing needed supplies and processing invoices; managing personnel issues; providing safe and secure facilities for use by the general public.
Major Accomplishments
• Replaced outdated playground equipment at Onslow Pines Park, Hubert By-Pass Park, and Stump Sound Park. • Expanded Trails at Oakhurst Nature Park to include new larger trail • Provided support to the Recreation Division, Administration Division, other County Agencies, and park patrons as needed for daily operations.
Key Goals and Objectives
• Goal – Renovation of older facilities • Objective – Continue to refurbish and replace infrastructure at older park sites as funding allows. • Goal – Expand development at Oakhurst Nature Park. • Objective – Continue development of trails and facilities at Oakhurst Nature Park, including a floating dock at the paddling access.
L-39 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Cost per acre Managed 626 / $664,758* 1001 / $778,248* 1051 / $1,062,163* $1,062 $777 $1,011 * Parks Division Budget
Charts
Cost per Acres Managed
1200
1000
800
600 Acres 400
200
0 Acres Cost 2005-06 626 1,062.00 2006-07 1001 777.00 2007-08 1051 1,011.00
The department has added several facilities which has increased the total acreage managed. New sites include Paddling Trail access sites, Oakhurst Nature Park and Deppe Park in Hoffman Forest (under construction). Operating costs will increase once Deppe Park in Hoffman Forest is opened to the public.
L-40 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Number of Sites Managed 27 54 58
Charts
Number of Sites Managed
80
60
40 Series1 Sites 20
0 2005-06 2006-07 2007-08 Series1 27 54 58 Years
The number of sites managed by the department has increased significantly over the last few years. Although most are small sites scattered throughout the County, they have been incorporated into the maintenance schedule, at a cost of man-hours, fuel and maintenance supplies.
L-41 Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local 101,000 100.00% Program Fund balance Total - - - - 101,000 100.00%
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 563,538 681,337 676,446 676,446 20.04% Supplies & Operating - 187,735 220,675 220,675 220,675 17.55% Capital Outlay - 36,000 159,150 104,650 104,650 190.69% Total - 787,273 1,061,162 1,001,771 1,001,771 27.25%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 12 12 12 14 14 14 Part Time 9 9 9 11 11 11 Other 3 3 .40 .40 .4 .4
Emerging Issues
• Rising gasoline prices • Continue to improve playground areas to meet ADA standards. • Incorporate Deppe Park in Hofmann into schedule after Grand Opening • Oversee Gateway signs and FEMA Lots
L-42
Onslow County Division Detail
Fiscal Year 2007-08 Recreation 6122
Division Overview
The mission of the Recreation Division is to enhance the quality of life of the citizens through a variety of recreational programs including, youth and adult sports, instructional classes, and special events programs.
The Recreation Division is comprised of three (3) full-time staff members, including the Recreation Supervisor, and two (2) Assistant Recreation Supervisors, as well as eleven (11) part-time and thirteen (13) seasonal employees. Division programs include traditional youth and adult team sports, instructional classes, Senior Games program, summer day camps, and a variety of special event programs that are offered at least twice monthly.
Major Accomplishments
• Expanded the Department web-site and increased public awareness by making Youth & Adult sports rules, by-laws, procedures, and game schedules easily accessible on the web-site • Provided youth sports programs to 3,730 participants • Provided 36 special events/programs to 33,642 participants
Key Goals and Objectives
• Goal – Funding and implementation of Volunteer Background Check program. o Objective – To limit financial liability to Onslow County and to better protect program participants.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Recreation Funding $225,804 ÷158,533 $266,747 ÷ 159,318 $297,037 ÷ 159,841 per capita $1.42 $1.67 $1.85 *Population figures provided by Planning Dept.
L-43
Charts
Recreation Division Funding Per Capita
$500,000.00 $450,000.00 $400,000.00 $350,000.00 $300,000.00
Budget $250,000.00 $200,000.00 $150,000.00 $100,000.00 Budget Population 2005-06 225,804.00 158,533 2006-07 266,747.00 159,318 2007-08 297,037.00 159,841
Overall increases in the recreation budget are reflected in an increased level of recreation funding per capita.
L-44 Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - - -
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 216,765 229,341 228,041 228,041 5.20% Supplies & Operating - 52,690 74,904 74,904 74,904 42.16% Capital Outlay Total - 269,455 304,245 302,945 302,945 12.43%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 3 3 3 3 3 3 Part Time 2.4 11 11 11 11 11 Other 1.38 1.38 1.38 1.38 1.38 1.38
Emerging Issues
• Management of background screening program. • Providing adequate facilities to meet recreational needs of an increasing population. • Increase use of technology in marketing and managing programs.
L-45
L-46
Onslow County Division Detail
Fiscal Year 2007-08 Grounds 6123
Division Overview
The mission of the Grounds Division is to effectively and efficiently maintain grounds around County Buildings not affiliated to the Parks and Recreation Department, but under their auspices beginning July 1, 2006.The Grounds Division is made up of two (2) Maintenance Workers. It is the division’s responsibility to maintain the grounds around County Buildings: mowing, trimming, clearing, fertilizing all grass areas and landscaping; providing safe and secure facilities for use by the general public.
Major Accomplishments
• Merged with Parks Division and increased maintenance of facilities from every other week to weekly. • Began assuming responsibility of 3 Gateway Signs and 4 FEMA lots
Key Goals and Objectives
• Goal – Assume responsibility of 2 additional Gateway Signs o Objective – As soon as leases have been obtained, install Gateway Signs and landscape immediate area. Maintain on a regular basis. • Goal – Maintain Effectiveness o Objective – Continue 2nd year of maintaining all County Grounds on a weekly basis.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Cost per Acres Managed 61 / No Data 63 / $96,876 78 / $111,572 $1,538 $1,430 *Grounds Division Budget
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Charts
Cost Per Acres Managed
1800
1600
1400
1200 2005-06 1000 2006-07 800 2007-08 600
400
200
0 Acres Cost 2005-06 61 0 2006-07 63 1,538 2007-08 78 1,430
Grounds Division incorporated into Parks & recreation on July 1, 2006. Acreage has increased due to gaining Gateway Sign Maintenance. Cost per acre managed has been reduced. No figures available for Fiscal Year 2005-2006.
L-48 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Number of Sites Managed 25 28 34
Charts
Number of Sites Managed
40
30
20 Series1 Sites 10
0 2005-06 2006-07 2007-08 Series1 25 28 34 Years
The number of sites managed by the department has increased significantly over the last few years. Although most are small sites scattered throughout the County, they have been incorporated into the maintenance schedule, at a cost of man-hours, fuel and maintenance supplies.
L-49 Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges Other Local Program Fund balance Total - - - - -
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits - 72,076 80,558 79,888 79,888 10.84% Supplies & Operating - 12,300 30,900 30,900 30,900 151.22% Capital Outlay - - 10,000 10,000 10,000 100.00% Total - 84,376 121,458 120,788 120,788 43.15%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 2 2 2 2 2 2 Part Time 0 0 0 0 0 0 Other 0 0 0 0 0 0
Emerging Issues
• Rising gasoline prices • Managing additional properties (Gateway Signs & FEMA Lots) without additional staff • Operating with limited and borrowed equipment
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Onslow County Department Summary
Fiscal Year 2007-08 Museum 6140
Mission Statement
The Onslow County Museum is a public, non-profit, educational institution…
Whose purpose is to stimulate an interest in and teach about the cultural and natural history of Onslow County and its agricultural, marine, and industrial resources and development so that residents of and visitors to the county will be able to gain an understanding of its past, present, and future.
Through the use of loans and traveling exhibitions, the Museum will from time to time, broaden its horizons to include exhibits and educational programs that relate to areas outside the limits of Onslow County. In order to full this purpose, the Museum will be an exciting and changing institution, appealing to people of all ages.
Department Overview
Constructed in 1993/94, Onslow County Museum comprises 15,000 sq. ft. (approximately 1/3 collections storage, 1/3 public/exhibition space, and 1/3 support and administrative space). The signature exhibit, THE WATER AND THE WOOD: The History of Onslow County, opened in April 1999. This exhibit was funded through a $500,000 capital campaign sponsored by the Onslow County Museum Foundation, Inc., the Museum’s non-profit support organization. Anticipated lifespan of this exhibit is 15 years. The changing gallery (approximately 1,000 sq. ft) features a new exhibit every 6-9 months.
The Museum’s current Long-Range Plan was adopted in 2003 and outlines (10) central goal statements including: finance, volunteerism, technology and communications, membership, exhibition, physical plant and facilities, audience and public service, collections, by-laws and governance, and education.
PROGRAMS: • Audience and Public Service: Gallery Admission/General public tours (youth and adult), Annual and Special Events, Off-Site presentations, lectures, media activities, publications, and community collaborations and partnerships; • Collections Management: Acquisition, research, documentation, and care and storage of Museum’s permanent collections of (5,000+) artifacts; • Exhibitions: Signature Exhibition, changing gallery, mini-feature exhibits, and traveling exhibitions; • Educational Programming: School visits/field trips, outreach programming, summer art, and adult continuing education opportunities; • Research and Archival Image Service: Research Room requests, genealogical research assistance, and historic image duplication requests
The Museum’s FY 06/07 operating budget: $337,210. Approximately 74% salaries/benefits; 20% operations/utilities; and 6 % programming – or – approximately $2.14 per capita.
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Major Accomplishments
• AUDIENCE/PUBLIC SERVICE 2ND Year of admission change $2.00 adults/$1.00 youth. Continue to see increased revenue 1. Visitor Analysis: Documented in-county vs. out-of-county visitation; return vs. first- time visitors; and media outlets/resources for finding Museum; Factors influencing out of county visitation – featured article in OUR STATE MAGAZINE. 2. Community Resource: Increased activities/response for historical and genealogical research. 3. Event Programming Change a. Discontinued Annual Quilt Show result of event evaluation using a matrix of mission vs. margin. Released management of event to local quilt guild who expressed interest in coordinating event themselves. b. Broaden scope of annual Civil War Encampment to a comprehensive Living History Weekend – Will continue to build upon this event and create additional partnerships.
• PHYSICAL PLANT / FACILITIES 1. Completed painting of exterior 2. Landscape Improvements working with Onslow County Park and Recreation/Grounds and Master Gardeners 3. Installed interpretative signage and picnic tables in fossil find outdoor classroom • EXHIBIT 1. Traveling exhibit partnerships with Town of Richlands, Farmer’s Market, photo display with Onslow County Tourism at Airport, mini-lobby exhibits featuring artifacts, programs, and children’s artwork. 2. Developing plan for expansion of signature exhibit, The Water and The Wood 3. Installation of FUN AND GAMES: A History of Toys and Play – Interactive exhibit for children – meeting demand and expectations of community. Due to overwhelming response FUN and GAMES: 2007 will be installed in May. Plan for this exhibit to return to the changing gallery each summer. • COLLECTION 1. Completed installation of “Past Perfect” collections management software – Transfer of all records to new system, will allow for objects to be more efficiently documented and retrieved for review. 2. Completed de-accessioning policy. Approval pending. • EDUCATION 1. Expanded “Borrow Me Box” outreach kits from 3 – 5 available kits on natural and cultural history units for distribution to area schools. 2. Implemented outreach programming evaluation tool.
• GOVERNANCE 1. Completed Institute of Museum and Library Services/American Association of Museums’ Museums Assessment Program – self-study and on-site peer review; final report pending. 2. Established “Friends of the Museum” membership program.
L-52 Key Goals and Objectives
• AUDIENCE/PUBLIC SERVICE 1. Annual Attendance – Visitation – Create an general post-visit evaluation tool to determine visitor satisfaction and visitor interest to help direct future programming and exhibit development 2. Annual Events – To refine and enhance the mission centered focus of the Museum’s (2) annual events – Spring / Living History Weekend – and Fall / Arts and Craft Festival. Want to attract and retain more diverse audience – county-wide and beyond county borders.
• PHYSICAL PLANT / FACILITIES 1. Master Planning /Review of facilities – condition and potential for expansion
• EXHIBIT 1. Children’s Discovery Gallery – continue the development of exhibition themes/ design that reflect signature exhibition – The Water and The Wood, enhancing youth experience through educational hands-on activities. 2. Traveling Exhibits Program – continue to engage in partnerships with area agencies and departments – creating exhibits about said agencies and/or installing topical exhibitions designed by Museum staff. 3. Increase participation in special exhibit programming (lectures, concerts, book signings).
• COLLECTION 1. Implement deaccessioning policy/procedure – Create 3 year plan for removing artifacts from the collection that no-longer per policy fit collecting criteria (provenance, condition, redundancy) - 2. Begin artifact digitization process – Create a digital catalogue of collection and archival holdings. Will allow e-access to review collections by the public for research.
• EDUCATION In conjunction with web-site redesign, create teacher’s guide and newsletter of all educational programs; create on-line registration process for programming.
• GOVERNANCE Conclude IMLS Governance Study; Continue to build upon study findings – increasing board engagement (attendance, membership, and participation)
L-53 Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 ytd Visitation General Attendance a. 1. 275 a. 1. 167 a. 1. 200 a. Adult In-County 1. first time a. 2. 253 a. 2. 162 a. 2. 175 visitor: 2. repeat visitor b. 1. 252 b. 1. 138 b. 1. 150 b. Adult Out-of-County 1. first time b. 2. 25 b. 2. 15 b. 2. 25 visitor 2. repeat visitor other: 58 other: 193 other: Total adult: 863 Total Adult: 675 Total Adult:550 c. Youth In-County c.1. 123 c.1. 160 c.1. 200 1. first time visitor c.2. 144 c.2. 111 c.2. 125 2. repeat visitor d. Youth out-of-county d.1. 26 d.1. 25 d.1. 30 1. first time visitor d.1. 20 d.1. 8 d.1. 30 2. repeat visitor other: other: other: e. Youth/School Tour Total youth: 358 Total youth:383 Total youth:385
e. 1,382 + 700 non- e. 1,552 e. 1,500 *Additional visitation with no paid for Heritage Day +anticipated 700 for +anticipated 700 for revenue includes on-site special Program for area 4th Heritage Day Heritage Day events (Museum Fest and Living grade History Weekend); Total youth tours: Family free days, and holiday 2,082 Total youth tours: Total youth tours: open house) - Approximately 2, 252 2,200 15,000 annually; In fy 06-07, Museum staff also began documenting resource / finding aids for visitors. Factors influencing visitor awareness: Media coverage and signage. The Museum plans to implement formal exit-evaluation to measure visitor satisfaction.
Collections management a. Accessioned Artifacts a. 34 individual artifacts a. 11 accessions,(2) large b. Request for historic and (1) large documentary documentary collections – images for public and collection containing number of collections commercial use several hundred pieces; currently pending review b. 90 images including by collections committee large collection requested b. 48 images requested for documentary production
Education a. Out-Reach Programming a. 6,720 students a. 6,129 a.6,000 b. Increase awareness about b. 3 – kits available b. 5 – kits available with b. 5 kits in circulation/ “Out-Reach Kits” 2 requests recorded 5 requests for usage
L-54 Charts
Visitation Comparison
1000
900
800
700
600 Fy 05-06 500 Fy 06-07 400 # of Visitors 300
200
100
0 r r ly st e e y y h y u u ber b b r c J Ma g m m m nuar April June u e e a Mar A October v c J o e Februa Septe N D
*The above chart outlines the Onslow County Museum for Fiscal Years 2005-2006 and 2006-2007. The chart provides a summary of monthly visitation delineating between adult and youth visitors, scheduled guided “tours”, as well as capturing data for in-county and out-of-county visitors. The purpose of this breakdown is to provide the Museum with an understanding of its visitor demographics and a means to measure the Museum’s success in marketing. An analysis of visitation reveals significant increases in student tours in late fall (October/November) and summer (youth day-camps). Variables include curriculum based tours and school transportation availability.
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Revenue
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Federal State Charges 5,067 3,635 3,600 3,600 3,600 0.00% Other Local 150 940 100 100 100 0.00% Program Fund balance Total 5,217 4,575 3,700 3,700 3,700 0.00%
Expenses
% Change 2006 2007 2008 2008 2008 From FY Amended Department Manager Board 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 219,862 254,565 257,012 272,129 272,129 6.90% Supplies & Operating 55,768 68,457 81,615 80,575 80,575 17.70% Capital Outlay 1,557 17,188 - -100.00% Total 277,187 340,210 338,627 352,704 352,704 3.67%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 5 5 5 5 5 5 Part Time 1 1 1 1 1 1 Other
L-56 Emerging Issues • Physical Plant/Facilities 1. Age/Condition of Building a. Parking Lot: Needs to be resurfaced, striped, and repaired – Due to the number of children using the facilities – speed bumps and appropriate signage for safety purpose b. Roof: In 2006/07 – Made repairs to (2) sections of roofing – Need an overall- all assessment of the roof to determine plan for repairing and/or replacing. c. HVAC System: In 2006/07 – Replaced fan motor in one unit and completely replaced heat pump and air handler in collections unit; will continue to see units break-down due to age.
2. Exhibit Galleries a. Changing Gallery Space – Due to overwhelming response to summer children’s discovery exhibit, the Museum is developing a long-range plan for a permanent children’s discovery gallery installation. This exhibit will be an interactive – hands-on gallery incorporating the themes of Onslow County’s cultural and natural history. a.1. Gallery renovation – installing a section of mobile wall units to reconfigure space. • Site Expansion Following the presentation of the Onslow County Public Library’s Master Plan for its main branch and community/townships branch, Onslow County Museum has begun developing concepts for use of its location. Several factors have influenced this decision 1. The decision to locate the new Richlands School at Steed Park Site. The Museum has re-evaluated the feasibility and sustainability of creating the proposed living history farm project. Rather the Museum’s goal is to create a broader visitor experience on-site - 2. The plan to relocate and construct a new 10,000 sq.ft. Richlands Branch Library will allow the Museum to expand its area of operations into the 3,000 sq. ft. that will be vacated by the library. Possible uses include creating additional gallery space, office space, and the development of a heritage research center and archival collections. 3. The need for additional collections storage space. At present the Museum’s collections storage area is at capacity with another off-site storage area that is neither climate controlled nor properly secured. Need to consider the construction of a 4,500 collections addition or annex on-site.
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Onslow County Fiscal Year 2007-08 Education
Function Overview
The education function of the county reflects the county portion of the operations of the local school system and Coastal Community College. This includes current expense, capital outlay and debt service on financings to cover cost of school construction for new schools or additions to existing facilities.
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager Change Budget Budget Budget Requested Recommend as % REVENUES: Federal-Timber Sales 60,000 ADM Funds 824,239 2,088,788 2,088,788 2,027,265 2,027,265 -2.95% SOS grant 75,450 75,450 75,450 75,450 75,450 0.00% Lottery - - 1,375,000 284,000 284,000 -79.35% Proceeds from bonds 12,832,936
Total 13,792,625 2,164,238 3,539,238 2,386,715 2,386,715 -32.56%
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager Change Budget Budget Budget Requested Recommend as % EXPENSES: Current expense 24,325,000 28,091,250 28,091,250 31,552,481 31,552,481 12.32% Capital Outlay 3,300,000 1,600,000 3,300,000 3,477,000 3,477,000 5.36% Timber Sales 60,000 - - - - SOS program 75,450 75,450 75,450 75,450 75,450 0.00% School Bus garage 600,000 - - - - School Debt Principal 2,961,667 5,331,667 5,331,667 5,272,095 5,272,095 -1.12% School Debt Interest 1,505,014 4,167,606 4,167,606 4,045,170 4,045,170 -2.94%
Total 32,827,131 39,265,973 40,965,973 44,422,196 44,422,196 8.44%
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Onslow County Department Summary Fiscal Year 2007-08 Board of Education 5900
Department Overview
The County’s public school system is a consolidated school system governed by seven member Board of Education which is elected on a non-partisan basis for staggered four-year terms. The Board of Education submits an annual budget request to the Board of Commissioners which covers the operations and general capital outlay for the schools. The current system consists of 33 schools. (18 elementary, 8 middle and 7 high schools)
The County provides funding for local current operating expenses. Additionally the county is also responsible for provided and maintenance of school facilities. The Board of Commissioners provides annual funding for capital outlay needs and has issued debt for the construction of school facilities.
Revenues
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal Timber Sales 65,295 0.00% ADM Funds 824,225 2,088,788 2,027,265 2,027,265 2,027,265 -2.95% SOS Grant 75,450 75,450 75,450 75,450 75,450 0.00% Lottery 1,375,000 284,000 284,000 284,000 -79.35% Proceeds from Bonds 12,833,662 0.00% Total 13,798,631 3,539,238 2,386,715 2,386,715 2,386,715 -32.56%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Current Expense 22,225,000 25,736,250 28,836,250 28,836,250 28,836,250 12.05% Capital Outlay 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 0.00% Timber Sales 65,295 0.00% SOS Program 75,450 75,450 75,450 75,450 75,450 0.00% School Bus Garage - - 0.00% School Debt Principal 2,961,667 5,354,152 5,272,095 5,272,095 5,272,095 -1.53% School Debt Interest 1,504,533 4,167,606 4,045,170 4,045,170 4,045,170 -2.94% Total 29,831,944 38,333,458 41,228,965 41,228,965 41,228,965 7.55%
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Emerging Issues
• Continue growth in number of students • Commitment of the Board of Commissioners to increase Local Current Expense Funding by $3 million per year through Fiscal Year 2008-2009 • Continued improvements to facilities
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Onslow County Department Summary Fiscal Year 2007-08 Coastal Carolina Community College 5910
Department Overview
The County provides local operational and capital funding to Coastal Carolina Community College. The community college, unlike the school system, has no legal authority to challenge county funding provided by the Board of Commissioners. The Coastal Carolina Community College board is given broad discretion in determining the best use of county funds.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 0.00% Interest Earned 0.00% Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Current Expense 2,100,000 2,355,000 2,716,231 2,716,231 2,716,231 15.34% Capital Outlay 300,000 300,000 477,000 477,000 477,000 59.00% Total 2,400,000 2,655,000 3,193,231 3,193,231 3,193,231 20.27%
Emerging Issues
• Aging facilities will require more maintenance
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Onslow County Fiscal Year 2007-08
Debt Service
Function Overview This accounts for the payments of long-term debt principal and interest payments. We budget for the debt payments of the schools in the departmental budget. For debt payments of the general fund they are budgeted in non-departmental debt. There are two loans for facilities which house mental health facilities for which Onslow-Carteret Behavioral Healthcare is reimbursing the county for the annual payments. These buildings were purchased during the period in which behavioral health was a county department.
All debt payments for the Solid Waste fund are reflected in the Solid Waste budget.
For greater detail on the outstanding debt please refer the debt section of the budget summary.
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Onslow County Department Summary Fiscal Year 2007-08 Non-Departmental Debt 9100
Department Overview
The non departmental debt accounts for all principal and interest payments on the outstanding debt of the County except that which relates to school debt, Behavioral Health, and Solid Waste debt. These debt issues are shown in the functional categories to which they relate. The outstanding debt include here consist of general obligation (GO) debt and installment financings. All debt is approved the Board of Commissioners and the Local Government Commission, a division of the North Carolina State Treasurer.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 0.00% Program Fund balance 0.00% Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget GO Principal 12,957,476 162,515 159,573 159,573 159,573 -1.81% GO Interest 103,250 97,850 92,450 92,450 92,450 -5.52% Installment Purchase Principal 873,626 1,217,013 620,803 620,803 620,803 -48.99% Installment Purchase Interest 290,209 710,322 216,005 216,005 216,005 -69.59% Total 14,224,560 2,187,700 1,088,831 1,088,831 1,088,831 -50.23%
Emerging Issues
• Future debt for County Administrative Offices, Sheriff’s Office, and Detention Facility.
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Onslow County Fiscal Year 2007-08
Other Programs
Function Overview
These programs cover the cost of items that are not assigned to a specific department. These costs will cover several functional areas. These include such items as audit, cost of county government week, retiree health insurance, liability insurance , auto insurance, health insurance costs in excess of amount covered by the calculated premium, unemployment, merit pay funds, contribution to outside agencies and transfer between county funds.
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager Change REVENUES: Budget Budget Budget Requested Recommend as %
Federal - - - - - State 333,526 293,360 377,925 349,381 349,381 -7.55% Interest 5,201 - - - Transfer from component units - - - 25,000 25,000 100.00% Transfer from general 1,000,000 1,000,000 1,000,000 928,000 928,000 -7.20%
Total 1,338,727 1,293,360 1,377,925 1,302,381 1,302,381 -5.48%
2006 2007 2007 2008 2008 Amended Adopted Amended Department Manager Change EXPENSES: Budget Budget Budget Requested Recommend as %
Salaries & benefits 850,000 885,000 885,000 - 1,620,000 83.05% Supplies & Operating 2,629,255 3,520,828 3,400,202 3,381,189 3,437,189 1.09% Capital Outlay 10,954 - 1,236,500 - 800,000 -35.30% Contributions to agencies 1,266,070 ,349,104 1,433,669 1,597,276 1,369,276 -4.49% Transfer to other funds 1,887,710 3,890,077 4,140,077 1,182,523 2,312,523 -44.14% Total 6,643,989 9,645,009 11,095,448 6,160,988 9,538,988 -14.03%
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Onslow County Department Summary Fiscal Year 2007-08 Non-Departmental 6600
Department Overview
This department is used to account for expenditures that relate to all county agencies or are general in nature. Items covered are professional services (audit, indirect cost plan preparation), unemployment compensation, actual cost of hospitalization claims in excess of premiums estimated be needed to cover such cost, retiree hospitalization cost, insurances (general liability, auto, professional liability), merit pay contingency, and County contribution to municipalities due to sales tax agreement. The major portion of this program increase is the establishment of the merit pay contingency as merit pay will be awarded at the time of the employees’ evaluation. This evaluation will be on the employees’ anniversary date with the county or the data of the last promotion. Funds will then be transferred the department budget as needed.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 333,517 378,425 349,381 349,381 435,201 15.00% Charges 0.00% Other Local 25,000 25,000 25,000 100.00% Interest Earned 0.00% Transfer from General Total 333,517 378,425 374,381 374,381 460,201 21.61%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 780,140 885,000 1,620,000 1,620,000 83.05% Supplies & Operating 1,236,974 2,178,808 2,280,750 2,336,750 2,336,750 7.25% Contribution to other agencies 0.00% Transfers to other Funds 0.00% Capital Outlay 10,954 1,236,500 800,000 400,000 -67.65% Total 2,028,067 4,300,308 2,280,750 4,756,750 4,356,750 1.31%
Emerging Issues
• Increasing cost of medical care
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Onslow County Department Summary Fiscal Year 2007-08 Agencies and Non-profits 6610
Department Overview
These funds are provided to the various agencies and non-profit organizations to which serve the citizens of the County. Each year agencies request financial support for their programs. We have established a contract that each organization that is funding must sign which outlines the requirements and responsibilities of both the agency and the County. These agencies provide a wide range of services most of which are in the Human Services function.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 0.00% Interest Earned 0.00% Transfer from General Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 0.00% Contribution to other agencies 1,398,016 1,597,078 1,769,715 154,715 1,655,035 3.63% Transfers to other Funds Capital Outlay 0.00% Total 1,398,016 1,597,078 1,769,715 154,715 1,655,035 3.63%
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2006 2007 2008 2008 2008 FY Amended Department Manager Board Function/Agency Actual Budget Requested Recommend Approved General Government East Carolina Council 23,457 30,038 28,641 28,641 28,641 NRCS - Pole Shelter - 20,000 - - - Public Safety National Night Out 1,000 1,000 2,000 2,000 2,000 Economic Development BOLD 20,000 20,000 25,000 - 20,000 YOU, Inc. 102,000 200,000 200,000 200,000 200,000 Transportation OUTS 145,913 200,680 139,672 139,672 225,492 Health & Human Services Belgrade Community Action Assoc. 5,000 5,000 125,000 60,000 60,000 Big Brothers & Big Sisters - - 10,000 - - Boys & Girls Club 25,000 35,000 45,000 45,000 45,000 Chamber of Commerce - Proj care 10,000 - - - - Christmas Cheer 2,000 2,000 3,000 2,000 2,000 Day Reporting Center 170,601 160,745 142,709 142,709 142,709 East Carolina Human Services - 10,000 10,000 10,000 10,000 Jacksonville community penalties 9,000 9,000 9,000 9,000 9,000 Jacksonville Pre-trial Services 79,334 89,000 97,900 97,900 97,900 Miracle Meadows 10,000 10,000 - - - OCBHS Contribution 500,000 500,000 500,000 500,000 500,000 Onslow CHIP - - 60,000 - - Onslow Community Ministries 10,000 10,500 18,000 10,500 18,000 Red Cross 20,000 20,000 20,000 20,000 20,000 Teen Court - County 7,500 - - - - Teen Court JCPC 17,000 17,000 - 17,000 17,000 USO 10,000 10,000 - 10,000 10,000 Vocational rehabilitation 19,876 20,706 21,354 21,354 21,354 White Oak Ecumenical Outreach 5,000 5,000 - - - Women's Center 38,500 38,500 38,500 38,500 38,500 Environmental Beaver management program 4,000 4,000 4,000 - - Friends of Upper White Oak River - 1,000 - - - New River Foundation 5,569 - - - - NRCD (forestry) 142,265 162,909 172,439 172,439 172,439 Cultural/Recreational Arts council 15,000 15,000 15,000 15,000 15,000 Jacksonville Children's Museum - - 72,500 - - Town of Surf City Sports Complex - - 10,000 - -
Total 1,398,016 1,597,078 1,769,715 1,541,715 1,655,035
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Onslow County Department Summary Fiscal Year 2007-08 Special Appropriations 9800
Department Overview
This accounts for the transfers to other funds of the county. These include E911 fund, Capital Improvement fund, Workers Compensation Fund, and Capital Project Fund. The capital project fund will include funds reserved for capital projects and will be used either for transfers to cover debt payment or direct project cost.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 0.00% Interest Earned 0.00% Transfer from General 0.00% Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 0.00% Contribution to other agencies 0.00%
Transfers to other Funds 1,655,710 414,077 1,182,523 2,312,523 2,312,523 458.48% Capital Outlay 0.00% Total 1,655,710 414,077 1,182,523 2,312,523 2,312,523 458.48%
Emerging Issues
• Establishment of capital project reserves
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Onslow County Department Summary Fiscal Year 2007-08 Worker’s Compensation Fund 14-9700
Mission Statement
The Human Resources Department is committed to be an essential and effective partner in developing and executing the organizational strategy and key initiatives of Onslow County Government.
Department Overview
Administration of the County’s self-insured worker’s compensation program which is mandated under N.C.G.S. Chapter 96. This program is responsible for providing medical coverage, disability income, and survivor benefits to County employees in the event of on-the-job injuries, illnesses or death.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 0.00% State 0.00% Charges 0.00% Other Local 253,483 0.00% Interest Earned 16,249 0.00% Transfer from General 1,000,000 1,000,000 928,000 928,000 928,000 -7.20% Total 1,269,731 1,000,000 928,000 928,000 928,000 -7.20%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 0.00% Supplies & Operating 1,005,201 1,000,000 928,000 928,000 928,000 -7.20% Contribution to other agencies 0.00% Transfers to other Funds 0.00% Capital Outlay 0.00% Total 1,005,201 1,000,000 928,000 928,000 928,000 -7.20%
Emerging Issues
• Increasing cost of medical care for employee injuries and illnesses. • Increasing litigation associated with work-related injuries and illnesses. • Changing legislation related to the N.C. Worker’s Compensation Act.
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O-10
Onslow County Fiscal Year 2007-08
Special Revenue Funds
Function Overview
These funds account for the proceeds of special revenues sources that are legally restricted to expenditures for specific purposes.
These are:
Emergency 911 Fund – Accounts for the operations of the County’s Emergency E 911 system
Workers Compensation Fund – Accounts for the County’s receipts and disbursements pertaining to workers’ compensation
Register of Deeds Automation – Accounts for the funds restricted for use by the county for the automation of the register of deeds records
REVENUES 2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Charges 752,169 557,660 606,660 606,660 606,660 8.79% Interest Earned 69,710 19,197 42,523 42,523 42,523 121.51% Transfer from General - 122,173 55,994 55,994 55,994 -54.17% Program Fund Balance Total 821,879 699,030 705,177 705,177 705,177 0.88%
EXPENSES 2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Type Actual Budget Requested Recommend Approved Budget Supplies & Operating 290,042 497,909 443,345 443,345 443,345 -10.96% Capital Outlay 76,874 4,489 70,277 70,277 70,277 1465.54% Debt Principal 145,000 145,000 145,000 145,000 145,000 0.00% Debt Interest 63,353 66,632 58,555 58,555 58,555 -12.12% Total 575,269 714,030 717,177 717,177 717,177 0.44%
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P-2
Onslow County Department Summary
Fiscal Year 2007-08 E911 Fund 21
Department Overview This fund accounts for the expenditures of the funds receive from the E911 surcharge and wireless surcharge.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Charges 647,845 461,660 510,660 510,660 510,660 10.61% Interest Earned 25,437 10,000 10,000 10,000 10,000 0.00% Transfer from General 69,710 19,197 42,523 42,523 42,523 121.51% Program Fund Balance - 34,225 37,494 37,494 37,494 9.55% Total 742,992 525,082 600,677 600,677 600,677 14.40%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Supplies & Operating 251,819 313,450 326,845 326,845 326,845 0.00% Capital Outlay 68,655 - 70,277 70,277 70,277 100.00% Debt Principal 145,000 145,000 145,000 145,000 145,000 0.00% Debt Interest 63,353 66,632 58,555 58,555 58,555 0.00% Total 528,827 525,082 600,677 600,677 600,677 14.40%
P-3
P-4
Onslow County Division Detail
Fiscal Year 2007-08 4325 Wireline Onslow County Emergency Services E911
Mission Statement Deliver a professional, courteous, timely and effective service to all citizens and responders. Deliver lifesaving techniques and professional support to those in need.
Department Overview Onslow County E911 is the primary public service answering point for Onslow County. All emergency response is received, prioritized and dispatched appropriately to those in need with the exception of Jacksonville City fire and police and Camp Lejeune. The administrative and/or 911 call is received, documented in a CAD and recording system, prioritized, and dispatched to the appropriate department and responder with all associated activity documented. Extensive training and required certifications, to include Emergency Medical Dispatch, prepare Telecommunicators to receive and process calls for service in a professional and expedient method with emphasis on saving life and property. Operational 24 hrs a day, receiving calls and dispatching responders for 4 municipal police departments, 7 EMS stations, 9 rescue squads, 20 fire departments, Sheriff Dept., to include Animal Control, Airport Police, Forestry, and various other assists to agencies after hours such as Dept. of Social Services and Probation. We maintain a satellite telephone and radio for communications with the state and federal emergency management agencies and Camp Lejeune. Each Telecommunicator is required to maintain certifications in Emergency Medical Dispatch, Division of Criminal Information, CPR, National Telecommunicator Certification, NIMS, and Sexual Harassment/Workplace Violence, averaging about 24 hours annually of required certification. Additional con-ed and conferences average approximately 120 hours annually.
Major Accomplishments
• Employee recognition program • Enhanced training program for new hires and existing staff • Emphasis on workplace safety and employee well being supported by ergonomical hardware and educational material and awards program to promote “wellness” • Support of agencies we service by involvement in special operations and providing employee and technical assistance • Initializing additional tower project to provide better radio support • Dispatching almost 68,000 calls for service • Initialization of 800 MHz rebanding project
P-5 Key Goals and Objectives
• Achieve accuracy percentage of 97% for EMD calls and QA 5% of non medical • Improve retention of staff through training, awards and recognition • Enhance radio communications with new tower site and equipment • Enhance support of agencies we service through involvement in special projects
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 EMD accuracy 96% 0 93% 97% QA 10% of all EMD calls 1,116 1,292 1,400 QA 5% of all non-medical 0 2,588 3,000 calls
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Charges 461,382 330,660 330,660 330,660 330,660 0.00% Interest Earned 25,437 10,000 10,000 10,000 10,000 0.00% Transfer from General 69,710 19,197 34,523 34,523 34,523 79.84% Program Fund Balance 0.00% Total 556,529 359,857 375,183 375,183 375,183 4.26%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Supplies & Operating 133,324 148,225 139,985 139,985 139,985 0.00% Capital Outlay 39,593 31,643 31,643 31,643 100.00% Debt Principal 0.00% Debt Interest 0.00% Total 172,917 148,225 171,628 171,628 171,628 15.79%
Emerging Issues
- Replacement of CAD servers
P-6
Onslow County Division Detail Fiscal Year 2007-08 4326- Wireless Onslow County Emergency Services E911
Mission Statement Deliver a professional, courteous, timely and effective service to all citizens and responders. Deliver lifesaving techniques and professional support to those in need.
Department Overview Onslow County E911 is the primary public service answering point for Onslow County. All emergency response is received, prioritized and dispatched appropriately to those in need with the exception of Jacksonville City fire and police and Camp Lejeune. The administrative and/or 911 call is received, documented in a CAD and recording system, prioritized, and dispatched to the appropriate department and responder with all associated activity documented. Extensive training and required certifications, to include Emergency Medical Dispatch, prepare Telecommunicators to receive and process calls for service in a professional and expedient method with emphasis on saving life and property. Operational 24 hrs a day, receiving calls and dispatching responders for 4 municipal police departments, 7 EMS stations, 9 rescue squads, 20 fire departments, Sheriff Dept., to include Animal Control, Airport Police, Forestry, and various other assists to agencies after hours such as Dept. of Social Services and Probation. We maintain a satellite telephone and radio for communications with the state and federal emergency management agencies and Camp Lejeune. Each Telecommunicator is required to maintain certifications in Emergency Medical Dispatch, Division of Criminal Information, CPR, National Telecommunicator Certification, NIMS, and Sexual Harassment/Workplace Violence, averaging about 24 hours annually of required certification. Additional con-ed and conferences average approximately 120 hours annually.
Major Accomplishments
• Employee recognition program • Enhanced training program for new hires and existing staff • Emphasis on workplace safety and employee well being supported by ergonomical hardware and educational material and awards program to promote “wellness” • Support of agencies we service by involvement in special operations and providing employee and technical assistance • Initializing additional tower project to provide better radio support • Dispatching almost 68,000 calls for service • Initialization of 800 MHz rebanding project
P-7 Key Goals and Objectives
• Achieve accuracy percentage of 97% for EMD calls and QA 5% of non medical • Improve retention of staff through training, awards and recognition • Enhance radio communications with new tower site and equipment • Enhance support of agencies we service through involvement in special projects
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 EMD accuracy 96% 0 93% 97% QA 10% of all EMD calls 1,116 1,292 1,400
QA 5% of all non-medical 0 2,588 3,000 calls
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Charges 186,463 131,000 180,000 180,000 180,000 0.00% Interest Earned 0.00% Transfer from General 8,000 8,000 8,000 0.00% Program Fund Balance 34,225 37,494 37,494 37,494 9.55% Total 186,463 165,225 225,494 225,494 225,494 36.48%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Supplies & Operating 118,495 165,225 186,860 186,860 186,860 13.09% Capital Outlay 29,062 38,634 38,634 38,634 100.00% Debt Principal 0.00% Debt Interest 0.00% Total 147,557 165,225 225,494 225,494 225,494 36.48%
Emerging Issues
- Replacement of CAD servers
P-8
Onslow County Division Detail Fiscal Year 2007-08 E911 Debt 9100
Department Overview
The funds reflected below cover the Installment purchase that was issued to cover the construction of the E911 tower. All debt is approved the Board of Commissioners and the Local Government Commission, a division of the North Carolina State Treasurer.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Charges 0.00% Interest Earned 0.00% Transfer from General 0.00% Program Fund Balance 0.00% Total - - - - - 0.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Supplies & Operating 0.00% Capital Outlay 0.00% Debt Principal 145,000 145,000 145,000 145,000 145,000 0.00% Debt Interest 63,353 66,632 58,555 58,555 58,555 -12.12% Total 208,353 211,632 203,555 203,555 203,555 -3.82%
P-9
P-10
Onslow County Department Summary
Fiscal Year 2007-08 Register of Deeds Fund 26-4181
Program Overview This special revenue fund is for the purpose of providing for the automation of the records in the Register of Deeds office. This includes scanning in the records prior to the current scanning system to allow for more access by the public. The State of North Carolina increased the fees of the Register of Deeds to cove the cost of this process.
Accomplishments: Deeds for 1995 – Date have been scanned and are now available on-line.
Goal: Seek grant funding to supplement these funds to allow for additional scanning of records to provide more access on-line.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Charges 104,324 96,000 96,000 96,000 96,000 0.00% Interest Earned 5,591 5,000 2,000 2,000 2,000 -60.00% Transfer from General 0.00% Program Fund Balance 87,948 18,500 18,500 18,500 -78.96% Total 109,915 188,948 116,500 116,500 116,500 -38.34%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Supplies & Operating 38,223 184,459 116,500 116,500 116,500 -36.84% Capital Outlay 8,219 4,489 0.00% Debt Principal 0.00% Debt Interest 0.00% Total 46,442 188,948 116,500 116,500 116,500 -38.34%
Emerging Issues
• Continue to scan older records for access on-line
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Onslow County Fiscal Year 2007-08 Solid Waste Enterprise Fund
Function Overview
The county operates one enterprise fund. This is the Solid Waste Fund which accounts for the operation of the landfill, convenience centers, Keep Onslow Beautiful program and associate debt of the enterprise fund.
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget REVENUES:
Federal 18,621 - - - 32,636 100.00%
State 232,524 180,196 238,063 238,063 238,063 32.11%
Interest earned 589,314 413,341 500,000 500,000 500,000 20.97%
Charges 5,802,176 6,113,842 5,670,650 6,378,850 6,378,850 4.33%
Other Local 11,139 10,200 11,750 11,750 11,750 15.20%
Program Fund balance - 110,000 1,682,931 332,021 319,036 190.03%
Total 6,653,774 6,827,579 8,103,394 7,460,684 7,480,335 9.56%
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget EXPENSES:
Salaries & Benefits 1,009,701 1,011,113 1,096,085 1,068,421 1,088,072 7.61%
Supplies & Operating 2,960,595 3,578,041 3,410,773 3,443,931 3,443,931 -3.75%
Capital Outlay - 520,967 587,000 587,000 587,000 12.68%
Debt Payment 387,957 1,717,458 3,009,536 2,361,332 2,361,332 37.49%
Total 4,358,253 6,827,579 8,103,394 7,460,684 7,480,335 9.56%
2006 2007 2007 2008 2008 2008 Adopted Adopted Amended Department Manager Board Budget Budget Budget Requested Recommend Approved POSITIONS:
Full time 25 26 26 27 26 26
Part time - 2 2 1 2 2
Other - - - - -
Total 25 28 28 28 28 28
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Q-2
Onslow County Department Summary
Fiscal Year 2007-08 SOLID WASTE 7400
Mission Statement To provide the citizens of Onslow County with an environmentally sound Sub-title D Landfill. Provide for solid waste collection, disposal, and recycling services to suit the needs of residents and businesses, and to protect the health and welfare of the people and environment. To collect fees for solid waste services sufficient to pay for all solid waste management activities and ensure that each segment of solid waste service users pay equitable fees.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 18,621 - - - 32,636 100.00% State 232,524 180,196 238,063 238,063 238,063 32.11% Interest earned 589,314 413,341 500,000 500,000 500,000 20.97% Charges 5,802,176 6,113,842 5,670,650 6,378,850 6,378,850 4.33% Other Local 11,139 10,200 11,750 11,750 11,750 15.20% Program Fund balance - 110,000 1,682,931 332,021 319,036 190.03% Total 6,653,774 6,827,579 8,103,394 7,460,684 7,480,335 9.56%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 1,009,701 1,011,113 1,096,085 1,068,421 1,088,072 7.61% Supplies & Operating 2,960,595 3,578,041 3,410,773 3,443,931 3,443,931 -3.75% Capital Outlay - 520,967 587,000 587,000 587,000 12.68% Total 3,970,296 5,110,121 5,093,858 5,099,352 5,119,003 0.17%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 25 26 26 27 26 26 Part Time 2 2 1 2 2 Other
Q-3
Q-4
Onslow County Division Detail
Fiscal Year 2007-08 Administration 7420
Division Overview
Adheres to North Carolina Solid Waste Management rules and regulations, general statute and current policy information. Performs and maintains records on waste screening, personnel training, facility operations, maintenance, special waste handling, site safety, environmental monitoring and record keeping. Mails billing statements to account holders monthly. Mandated-GS153A-186 (Authority to regulate solid waste)
Major Accomplishments
Established a Visa/Master Card and American Express debit and credit service for a more convenient way of paying for garbage disposal for the public.
Upgraded computers and Microsoft Office
Mailed flyers for Notice of Holidays, price changes, list of recyclables,
Web site
Training Classes
Key Goals and Objectives
Training Classes
Web Site Updated
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 NSF Checks 7 10 12 Unpaid Checks 2 2 Active Accounts 175 175 195 New Accounts 15 20
Q-5
Charts
Non-Sufficient Funds Checks
15 10 NSF Unpaid 5 Projected 0 2005-2006 2006-2007 2007-2008 NSF 710 Unpaid 22 Projected 12
Onslow County Landfill Credit Accounts
200
100 Active Accounts New Accounts 0 2005- 2006- 2007- Projected 2006 2007 2008
Active Accounts 175 175 195 New Accounts 15 Projected 20
Q-6
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 18,621 State 6,207 Interest earned 589,314 413,341 500,000 500,000 500,000 20.97% Charges Other Local 3,142 2,200 250 250 250 -88.64% Program Fund balance - 110,000 1,682,931 332,021 319,036 190.03% Total 617,284 525,541 2,183,181 832,271 819,286 55.89%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 162,339 183,383 195,206 194,033 194,033 5.81% Supplies & Operating 373,863 218,480 226,525 229,300 229,300 4.95% Capital Outlay - 1,190 - - -100.00% Total 536,203 403,053 421,731 423,333 423,333 5.03%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 4 4 4 4 4 4 Part Time Other
Q-7
Q-8
Onslow County Division Detail Fiscal Year 2007-08 Landfill Operations 7421
Division Overview
This program operates a Subtitle D Landfill, a land clearing and inert debris (LCID) Landfill and maintains a convenience center for public use. The convenience center is located at the Landfill and accepts household waste from individuals in small vehicles. Mandated Service-Discretionary.
Major Accomplishments
♦ White Goods Area with concrete pad ♦ Collection Area for tires. ♦ Diverting storm water from off landfill to keep it from infiltrating into the trash. ♦ No fines or violations from the state of NC ♦ Started a new borrow areas with all measures and requirements in place. ♦ Having an excellent groundwater and methane gas monitoring program ♦ Completed re-permitting LCID Landfill
Key Goals and Objectives
♦ To establish positive customer relationships and provide good customer service to the citizens of Onslow County ♦ To employ environmentally sound procedures in the operation and maintenance of the Subtitle-D Landfill
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Tonnage 141,239 141,600 144,000 Transactions 76,841 75,000 78,500
Q-9
Charts
Landfill Tonnage
150,000
100,000
50,000 Tonnage Projected 0 2005- 2006- 2007- 2006 2007 2008 Tonnage 141,239 94,400 Projected 141,600 144,000
Landfill Transactions
100,000
Transactions 50,000 Projection
0 2005-2006 2006-2007 2007-2008 Transactions 76,841 53,530 Projection 75,000 78,500
Q-10
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State Interest earned Charges 5,802,176 6,113,842 5,510,650 6,218,850 6,218,850 1.72% Other Local 1,500 1,500 1,500 0.00% Program Fund balance Total 5,802,176 6,113,842 5,512,150 6,220,350 6,220,350 1.74%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 421,809 450,401 475,921 471,950 471,950 4.78% Supplies & Operating 2,135,211 2,770,060 2,566,510 2,568,020 2,568,020 -7.29% Capital Outlay - 378,000 25,000 25,000 25,000 -93.39% Total 2,557,020 3,598,461 3,067,431 3,064,970 3,064,970 -14.83%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 11 11 11 10 10 10 Part Time Other
Emerging Issues
Making a decision as to whether the county continues to maintain and operate a Landfill or allows private industry to do so.
Q-11
Q-12
Onslow County Division Detail Fiscal Year 2007-08 Refuse Collection Sites 7422
Division Overview
This program operates ten convenience centers throughout the county to provide rural citizens with clean, well-maintained and staffed drop-off locations for household waste as well as recyclables and white goods. Fees are as follows: ♦ Household Debris $1.50 per bag, up to 30 gallons ♦ Large Items such as TV's, Mattresses, etc. $3.00 per item ♦ Recyclable Material, No Charge ♦ White Goods, Washers, Dryers, Water Heaters, Refrigerators, Stoves, No Charge ♦ Grass Clippings at Folkstone and Midway Park Sites only $ .25 per bag ♦ Mandated Services-Discretionary
Major Accomplishments
Reduced operating hours from 72 to 40 per week to reduce expense
40 yard container to replace 30 yard container to make disposal of white goods easier for patrons at Swansboro Site
Purchased the land where the Swansboro Site is located.
Key Goals and Objectives
Training Classes
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Patrons Served 48,008 47,302 50,000
Tonnage 1,826 1,750 1,800
Q-13
Charts
Convenience Center Patrons
54000 52000 50000 Patrons 48000 Projected 46000 44000 2004-2005 2005-2006 2006-2007 2007-2008 Patrons 51974 48,008 Projected 47,302 50,000
Convenience Center Household Trash Tonnage
2000
Household 1000 Projected
0 2004-2005 2005-2006 2006-2007 2007-2008
Household 1665 1826 1142 Projected 1750 1800
Q-14
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State Interest earned Charges - - 160,000 160,000 160,000 100.00% Other Local Program Fund balance Total - - 160,000 160,000 160,000 100.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 186,511 235,659 253,711 251,236 251,236 6.61% Supplies & Operating 212,140 271,551 276,028 266,828 266,828 -1.74% Capital Outlay - 110,577 - - -100.00% Total 398,651 617,787 529,739 518,064 518,064 -16.14%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approves Full Time 8 8 8 8 8 8 Part Time Other
Q-15
Q-16
Onslow County Division Detail
Fiscal Year 2007-08 Recycling Program 7423
Division Overview
This program operates in conjunction with the eleven collection sites and is available for citizens of the county to participate in recycling. Coordinates the collection of recycle materials from schools that participate in the KOB School Recycling Program.
The program currently assists 4 schools with a recycling program and is currently in the process of expanding to more schools
Acceptable Recycling materials-Soft Mandate-GS130A-309 6 (7) ♦ Newspapers and Magazines ♦ Mixed Paper ♦ Junk Mail ♦ #1 (PETE) and #2 (HDPE) Plastic ♦ Aluminum Cans, Steel Cans ♦ Brown, green and clear glass Bottles
The Program also includes the collection and disposal of scrap tires-Hard Mandate-GS 130A-309.51
Major Accomplishments
A materials recovery facility (MRF) is located on the Landfill and is operated by Coastal Enterprises of Jacksonville, NC. There is no fee associated with the recycling
Larger container bins were purchased for recycling materials
Key Goals and Objectives
♦ To establish positive customer relationships and provide good customer service to the citizens of Onslow County. ♦ Ensure the availability of recycling containers for customers at the convenience centers.
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 Recyclables tonnage from 219 356 514 Sites Hauls from Sites 281 322 465
Q-17
Charts
Container Sites Recycle Tonnage
1000 Tonnage 500 Projected 0 2004-2005 2005-2006 2006-2007 2007-2008 Tonnage 442.26 219 356 Projected 514
Container Sites Recycle Hauls
600
400 Recycle Hauls 200 Projected
0 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 Recycle Hauls 289 250 219 322 Projected 465 500
Q-18
Revenue
2006 2007 2008 2008 2008 %Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State 163,320 160,000 160,000 160,000 160,000 0.00% Interest earned Charges Other Local Program Fund balance Total 163,320 160,000 160,000 160,000 160,000 0.00%
Expenses
2006 2007 2008 2008 2008 %Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 37,247 42,162 45,826 45,390 45,390 7.66% Supplies & Operating 166,109 206,550 218,950 232,220 232,220 12.43% Capital Outlay - 12,000 562,000 562,000 562,000 4583.33% Total 203,356 260,712 826,776 839,610 839,610 222.05%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 1 1 2 2 2 2 Part Time Other
Q-19
Q-20
Onslow County Division Detail Fiscal Year 2007-08 White Goods 7425
Division Overview
Each county is mandated to provide at least one site for the collection of discarded white goods. Onslow provides eleven locations for citizens to use. White Goods are defined as refrigerators, ranges, water heaters, freezers, washing machines, dishwashers, clothes dryers and other similar domestic and commercial large appliances. The Solid Waste Department at no charge accepts White Goods. As a disposal fee, the owner pays when the item is purchased. Hard Mandate:GS 130A-309-80 (management of discarded white goods)
Major Accomplishments
Onslow County has entered into a contract with Stateline Scrap Metal to recycle white goods collected from within Onslow County. Stateline Scrap Metal is responsible for removing all Freon from appliances. This is accomplished by an EPA approved process by a duly licensed technician. Stateline provides Onslow County with documentation of Freon removed and tons of scrap metal processed. The county receives fifteen dollars per ton for scrap appliances.
Key Goals and Objectives
♦ Provide information to the public concerning the white goods program ♦ Ensure the availability of container space for the disposal of white goods at the convenience sites ♦ To establish positive customer relationships and provide quality customer service to the citizens of Onslow County ♦ Provide detailed signage for customers
Performance Measures
Measure Actual 05-06 Estimated 06-07 Projected 07-08 White Goods Tonnage 964 1000 1100 White Goods Freon Removal 65 lbs. 60 lbs. 70 lbs
Q-21
Charts
White Goods Tonnage
2000
1000
0 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 Actual 976 1048 964 685 Projected 1000 1100
Actual Projected
White Goods Freon Removal
100
POUNDS 0 2004-2005 2005-2006 2006-2007 2007-2008 Actual 60 65 40 Projected 60 70
Actual Projected
Q-22
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State 62,997 66,000 66,000 66,000 100.00% Interest earned Charges Other Local 7,998 8,000 10,000 10,000 10,000 25.00% Program Fund balance Total 70,995 8,000 76,000 76,000 76,000 850.00%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 26,119 32,627 35,152 34,829 34,829 6.75% Supplies & Operating 30,535 58,350 65,150 65,150 65,150 11.65% Capital Outlay - - - - 0.00% Total 56,654 90,977 100,302 99,979 99,979 9.89%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 1 1 1 1 1 1 Part Time Other
Q-23
Q-24
Onslow County Division Detail
Fiscal Year 2007-08 Keep Onslow Beautiful 7460
Division Overview
We develop and run public outreach programs to teach school children and other citizens about a variety of solid waste and environmental issues (such as recycling, reducing littering and illegal dumping, controlling storm water runoff, reducing pollution, protecting wildlife, and preserving natural resources), how these issues might be addressed in a sustainable manner, and what individuals can do to contribute to solutions. We also encourage citizens to get directly involved with improving their environment by participating in cleanups, recycling, reporting litterbugs and illegal dumping, beautification projects, and other programs to improve their environment. We run the Onslow School Recycling Program. We also support the Keep Onslow Beautiful Committee.
Major Accomplishments • Won President’s Circle Award from National Keep America Beautiful 3rd year in a row. • Completed the 3yr. Update to the 10yr. Solid Waste Management Plan • Developed a “Get Caught Recycling” Program to encourage County Departments to take part in the County Office Recycling Program. • Create and distributed over 2,000 copies of the “Onslow Recycle Guide”. • Distributed program information to every County school • Got a DPPEA grant and started Onslow County’s first School Recycling Program at the three Dixon Schools and recently expanded to Queen’s Creek Elem. School. • Publish Quarterly School Recycling Newsletters and distribute to participating schools and others. • Increased the number of students and citizens reached with environment education by 44% in 06- 07.
Key Goals and Objectives
• Expand School recycling program at selected public schools • Research Feasibility of Electronic Recycling Program. • Increase the number of students and citizens reached by environmental outreach programs in 2007- 08 • Distribute 5,000 Recycle Guides • Increase recycling participation to a waste reduction of 2% in FY 2007-08
Q-25
Performance Measures
Measure Actual 05/06 Estimated 06/07 Projected 07/08 Miles of County 81 85 90 shoreline cleaned up No. of trees planted 27 30 40 on public property No. of students and citizens reached by 3,804 5,477 7,500 environmental education programs No. of volunteers 3,615 2,143 2,500
Percentage of recycled materials 1% 1% 2% verses land filled Litter Index 1.4 1.7 1.4
Q-26
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal 32,636 100.00% State - 20,196 12,063 12,063 12,063 -40.27% Interest earned Charges Other Local Program Fund balance Total - 20,196 12,063 12,063 44,699 121.33%
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Salaries & Benefits 175,675 66,881 90,269 70,983 90,634 35.52% Supplies & Operating 42,738 53,050 57,610 82,413 82,413 55.35% Capital Outlay - 19,200 - - - -100.00% Total 218,412 139,131 147,879 153,396 173,047 24.38%
Positions
2006 2007 2007 2008 2008 2008 Amended Adopted Amended Department Manager Board Budget Budget Budget Requested Recommends Approved Full Time 1 1 1 1 1 1 Part Time 2 2 2 2 2 2 Other
Q-27
Q-28
Onslow County Department Summary Fiscal Year 2006-07 Solid Waste Debt 9100
Department Overview
The funds reflected below cover the special obligation bonds that have been issued to cover the construction of the cells of the landfill. All debt is approved the Board of Commissioners and the Local Government Commission, a division of the North Carolina State Treasurer.
Revenue
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Federal State Interest earned Charges Other Local Total - - - -
Expenses
2006 2007 2008 2008 2008 % Change FY Amended Department Manager Board from 2007 Actual Budget Requested Recommend Approved Budget Special Obligation Principal - 1,387,299 2,281,743 1,855,993 1,855,993 33.78% Special Obligation Interest 387,957 330,159 727,793 505,339 505,339 53.06% Total 387,957 1,717,458 3,009,536 2,361,332 2,361,332 37.49%
Emerging Issues
• Future debt issues for Phase III of the expansion of the landfill
Q-29
Q-30 .
Onslow County Fiscal Year 2007-08
Capital Improvement Plan and Multi-year project ordinances
Function Overview
This plan will be used as a guideline for scheduling and funding the capital needs of the county. This plan will be for a five year period and will be the basis for appropriations during the annual budget process. The items in the plan will have a value of $50,000 and/or a useful life over one year.
There are six funds used to account for the items covered by the capital improvement plan. These are:
Annual Budgets
Capital Improvement Fund - accounts for the improvements that will be made to facilities on an annual basis
Burton Park Fund – accounts or the improvement and maintenance of the Burton Industrial Park
Multi-year Project Ordinances
Capital Projects Fund - For those projects that will cover more than one fiscal year a project ordinance is prepared to account for the cost over the construction period
School Construction Fund – Accounts for construction and additions to the school facilities that are financed through the issuance of debt
Airport Fund –Accounts for the funds received and expended related to federal and state grants and passenger facility charges for airport improvements projects
Solid Waste Landfill construction - This fund accounts for the construction on the next cell of our Subtitle D landfill.
R-1 .
R-2 .
Onslow County Department Summary Fiscal Year 2007-08 Capital Improvement Fund – 40-6600
Department Overview This fund is to account for capital expenditures on projects that are expected to be completed within the current fiscal year and are improvements, furnishings or major repairs to facilities which will extend the useful life of the facility.
Revenue
2006 2007 2008 2008 %Change FY Amended Manager Board from 2007 Actual Budget Recommended Approved Budget Federal State 14,850 100% Interest 4,994 5,150 100% Transfer from general fund 296,000 355,680 550,000 550,000 54.63% Fund balance appropriated 165,000 52,600 52,600 -68.12% Total 301,243 520,680 602,600 622,600 19.54%
Expenses
2006 2007 2008 2008 %Change FY Amended Manager Board from 2007 Actual Budget Recommended Approved Budget Salaries & benefits Supplies & Operating Capital Outlay 266,001 520,680 602,600 622,600 19.54% Total 266,001 520,680 602,600 622,600 19.54%
Emerging Issues
• Aging and general condition of facilities
Future Impact
These improvements will have an overall reduction in operating cost in the future. This will be through reduction of maintenance cost to our facilities and the HVAC systems will be more energy efficient. The regional park improvements will allow us to replace outdated equipment at various sites.
R-3 . Capital Improvement Fund Expenditures for FY 07-08
Land $ 10,000
This is to cover possible purchase of land for expansion of the Museum
Superior Courthouse Improvements $ 20,000
There are several improvements needed to our Superior Courthouse. These include but are not limited to painting of the cupola.
Summersill Building Improvements $ 50,000
These funds will provide for improvements to the Summersill building through the replacement of the skylight panels. The existing panels have deteriorated and allow very little light to enter.
Carpet Replacement $ 35,000
Several locations are need of carpet replacement such as tax office and main library.
Regional Park Improvements $ 165,600
These funds will allow for upgrades to all of our regional park sites.
Roofing $ 50,000
We have several roofs that are in need of repair. These funds will assist in the making necessary repairs to extend the life of the facilities.
Parking Lot $ 32,000
This will fund the construction of an off site parking for county vehicles near our vehicle maintenance facility. This will help toward relieving parking issues that will occur in the downtown area during the construction of the new detention facility and provide future relief for parking at the new government administration complex when completed.
General Improvements $180,000
These funds will be used for a variety of needs such as jail kitchen fire suppression, jail sewer evaluation, museum building maintenance, underground storage tank removal, and a mezzanine at the county warehouse for storage of records.
HVAC Replacement $ 60,000
There are several locations that have older HVAC systems. These funds will replace any that fail during the fiscal year.
R-4 .
Onslow County Department Summary Fiscal Year 2007-08 Burton Park Fund - 17
Department Overview This budget is for the purpose of accounting for the cost of enhancements and maintenance of Burton Industrial Park.
Revenue
2006 2007 2008 2008 %Change FY Amended Manager Board from 2007 Actual Budget Recommended Approved Budget Federal State Interest 1,238 Miscellaneous revenue 150,000 150,000 100.00% Transfer from general 255,000 250,000 -100.00% Sale of real property 295,000 292,500 100.00% Fund balance appropriated 180,000 220,000 220,000 22.22% Total 256,238 430,000 662,500 662,500 54.07%
Expenses
2006 2007 2008 2008 %Change FY Amended Manager Board from 2007 Actual Budget Recommended Approved Budget Supplies & Operating 16,762 400,000 440,000 440,000 10.00% Capital Outlay 30,000 222,500 222,500 641.67% Total 16,762 430,000 662,500 662,500 54.07%
Emerging Issues
• Completion of storm water management plan • Completion of master plan • Clearing and/or thinning of timber to make sites more accessible • Improvements to street lightning • Improvements to landscaping of entrance and streets
Future Impact
The improvements will make the industrial park more marketable. As tenants occupy the park we will see an increase in general fund revenues from property taxes. This will also assist in our desire to diversify our economy.
R-5 .
R-6 .
Onslow County Department Summary Fiscal Year 2007-08 Capital Projects Fund – 44
Fund Overview
This fund is to account for capital expenditures on projects that are expected to be completed over several fiscal years. The expenditures for these projects are not a part of the annual budget ordinance. The current year general fund transfers to this fund can be found in the special appropriations department (10-9800) of the general funds. Many of these projects but many are funded by other sources as well. Below is an outline of projects and their potential funding added for FY 07-08.
FY 07-08
Fourth Tower Site Phase II Cost $750,000 Funding County $750,000
This is the second phase funding of this project. The total project has a total cost of $1,500,000 and will be to construct a radio tower in the Richlands area of the county and includes tower, building, radio infrastructure, antennas and cabling needed.
EMS Station #3 Cost $ 50,000 Funding County $ 50,000
This will provide funds to begin the design of a replacement EMS as we plan for future needs to increase the number of paramedics with future activation of a new EMS unit.
Future Impact The schedules on page 8 and page 9 show the impact this project have on future operating budgets.
R-7 .
Capital Improvement Plan 2008 thru 2012 Contact M.Goodman Onslow County, North Carolina Department E-911-4315 Project # 4315-5 Type Building Useful Life Project Name:Fourth Tower Site- Category Buildings Priority n/a Total Project Cost $1,500,000 Description: Tower site to include building and all radio infrastructures for Onslow County Public Safety
Phase 1 was appropriated in FY 06-07 for $750,000.
This is for phase 2
Justification: Radio upgrade in 1999/2000 did not include the fourth site of which was recommended in order to have 100% radio coverage for all emergency responders. This site would include the radio infrastructure needed to expand the coverage area using the same frequencies and radio systems currently in use. It is recommended to use property already owned by Onslow County in the Richlands area. The proposed expenditure includes a tower and building, radio infrastructure and antennas and cabling. The estimate does include any site work or electrical, unforeseen fees for coordination costs associated with frequencies or costs unknown until exact site is chosen and quotes accepted.
Prior Expenditure 2008 2009 2010 2011 2012 Total 750,000 Construction 750,000 750,000 Total Total 750,000 750,000
Prior Funding Sources 2008 2009 2010 2011 2012 Total 750,000 General Fund Contribution 750,000 750,000 Total Total 750,000 750,000
Operational Impact/Other The ongoing cost would include maintenance on the tower and equipment, electric and fuel.
R-8 .
Capital Improvement Plan 2008 thru 2012 Contact M.Goodman Onslow County, North Carolina Department EMS-4371 Project # 4371-6 Type Building Useful Life Project Name New EMS Station 3 Category New facilities Priority 1 Total Project Cost $250,000 Description:
New building to include climate controlled ambulance bay, staff office, restrooms, and locker rooms with showers, bunk room and day room. Also needed will be purchase of one half acre land tract in Jacksonville, in the Montfort Point Rd. While an estimated cost for that land tract is included, there is a possibility that Marine Corp Base Camp Johnson/MCB Camp Lejeune will provide a land tract at not cost to the County.
Justification:
This new Station will definitely be needed if our request for 8 new paramedic positions and activation of EMS ambulance unit #8 is approved by the BOC. Our intent is to move our existing EMS #3 unit into this new EMS station on the SW side of Jacksonville, then we will have room to house our new EMS 8 unit at our EOC EMS station 1. This will allow us to provide much improved EMS service to the citizens of SW Jacksonville from Piney Green to Triangle area as well as rapid response to the new US17 by-pass
Expenditure 2008 2009 2010 2011 2012 Total Construction 50,000 200,000 250,000 Total 50,000 200,000 250,000
Funding Sources 2008 2009 2010 2011 2012 Total General Fund Contribution 50,000 200,000 250,000 Total 50,000 200,000 250,000
Operational Impact/Other: Approx $4000 per year for utilities and maintenance
R-9 .
Onslow County Fiscal Year 2007-08
Status of Current Project Ordinances as of 6-30-07
CAPITAL PROJECTS FUND Revenues REVENUES Budget to date Balance Vietam Veterans Memorial 400,000 528,854 (128,854) Jail/Detention Center 55,000,000 - 55,000,000 Living History Farm 130,250 143,164 - (12,914) Marine Corps Museum 300,000 413,796 - (113,796) Sneads Ferry Library 76,130 76,130 - - Accounting Software 200,375 200,335 40 Accella Software ( Planning) 213,786 213,786 - Tabernacle Soccer Complex 161,212 161,212 - Southwest Soccer Association 42,500 42,500 - Government Admin Facility 23,000,000 23,000,000 EMS Station 6 renovation 94,600 94,600 - Radio Tower 750,000 750,000 - Deppe Park 661,100 442,296 218,804 Tax Software Package 1,000,000 500,000 500,000 Health Dept Elevator replacement 250,000 250,000 - Energy Savings Contract 846,527 846,527 Shell Rock Landing Property 420,000 420,000 - Total 83,546,480 4,236,673 - 79,309,807
Expenditures EXPENSES Budget to date Encumbered Balance Vietam Veterans Memorial 400,000 - 400,000 Jail/Detention Center 55,000,000 2,706,381 1,671,812 50,621,807 Living History Farm 130,250 18,000 6,930 105,320 Marine Corps Museum 300,000 75,677 - 224,323 Sneads Ferry Library 76,130 - - 76,130 Accounting Software 200,375 165,699 34,634 42 Accella Software ( Planning) 213,786 210,258 - 3,528 Tabernacle Soccer Complex 161,212 95,353 65,859 - Southwest Soccer Association 42,500 - - 42,500 Government Admin Facility 23,000,000 201,707 2,723,019 20,075,274 EMS Station 6 renovation 94,600 57,036 24,295 13,269 Radio Tower 750,000 - - 750,000 Deppe Park 661,100 64,124 596,976 - Tax Software Package 1,000,000 1,000,000 Health Dept Elevator replacement 250,000 21,800 215,696 12,504 Energy Savings Contract 846,527 35,000 811,527 Shell Rock Landing Property 420,000 5,000 415,000 Total 83,546,480 3,621,035 5,374,221 74,551,224
R-10 .
SCHOOL CONSTRUCTION PROJECTS Revenues REVENUES Budget to date Balance Firetower Road School 15,950,000 16,447,193 (497,193) 2006 School Bond Project 90,623,897 53,133,411 37,490,486 Total 106,573,897 69,580,604 - 36,993,293
Expenditures EXPENSES Budget to date Encumbered Balance Firetower Road School 15,950,000 8,306,715 7,502,396 140,889 2006 School Bond Project 90,623,897 14,713,324 20,943,863 54,966,710 Total 106,573,897 23,020,039 28,446,259 55,107,599
AIRPORT IMPROVEMENT PROJECTS Revenues REVENUES Budget to date Balance Small Community Air Service Development 700,000 142,157 557,843 AIP 25 812,750 764,450 48,300 Airport Master Plan 200,000 200,000 - - AIP 26 184,000 179,684 - 4,316 AIP 27 3,000,000 25,000 - 2,975,000 Total 4,896,750 1,311,291 - 3,585,459
Expenditures EXPENSES Budget to date Encumbered Balance Small Community Air Service Development 700,000 49,065 650,935 AIP 25 812,750 764,449 48,301 Airport Master Plan 200,000 72,173 127,525 302 AIP 26 184,000 180,229 3,500 271 AIP 27 3,000,000 74,007 12,371 2,913,622 Total 4,896,750 1,139,923 143,396 3,613,431
LANDFILL CONSTRUCTION Revenues REVENUES Budget to date Balance Proceeds from Special Obligation Bonds 8,515,000 - 8,515,000 Total 8,515,000 - - 8,515,000
Expenditures EXPENSES Budget to date Encumbered Balance Landfill Construction 8,515,000 202,152 8,312,848 Total 8,515,000 202,152 - 8,312,848
R-11 .
The following schedule is a tentative list of projects that have been requested by our various departments. This schedule is reviewed and revised annually to reflect changes to the plans of the departments as well as the priorities of the Board of Commissioners. Additionally, this document will provide a basis for our discussions with the Board of Commissioners for the future creation of a formal capital improvement plan.
Onslow County, North Carolina Capital Improvement Plan 2008 thru 2012
PROJECTS BY CATEGORY AND DEPARTMENT
Department Category 2008 2009 2010 2011 2012 Total
AIP- Fund 41 Buildings Terminal Renovations ( design Only) 300,000 300,000 Category Sub-Total 300,000 300,000
Equipment/Furnishings Airport Signage 100,000 100,000 ARFF equipment 50,000 50,000 Category Sub-Total 50,000 100,000 150,000
Improvements Air Carrier rehab & GA Apron expansion (design) 150,000 150,000 Airfield Drainage Improvements 120,000 120,000 Emergency Access Road Improvements 150,000 150,000 Apron Lighting 100,000 100,000 GA Access Road (Design Only) 30,000 30,000 Ga Access Road Relocation 150,000 150,000 Terminal Renovation 2,500,000 2,500,000 Air Carrier Apron Rehabilitation 500,000 500,000 Category Sub-Total 130,000 150,000 2,650,000 500,000 270,000 3,700,000 Department Total: 180,000 450,000 2,650,000 600,000 270,000 4,150,000
Airport-4530 Improvements Parking Lot Expansion 355,000 355,000 Category Sub-Total 355,000 355,000 Department Total: 355,000 355,000
Burton Park - 17-4980 Improvements Infrastructure Improvements 122,500 50,000 172,500 Landscaping Improvements 30,000 30,000 Category Sub-Total 152,500 50,000 202,500 Department Total: 152,500 50,000 202,500
Cooperative Extension-4950 Equipment/Furnishings Security System 23,000 23,000 Category Sub-Total 23,000 23,000 Improvements Discovery Gardens 85,000 119,300 75,500 39,600 319,400 Deppe Park Project 20,000 6,200 26,200 Category Sub-Total 20,000 91,200 119,300 75,500 39,600 345,600 Department Total: 20,000 114,200 119,300 75,500 39,600 368,600 R-12 .
Department Category 2008 2009 2010 2011 2012 Total
E-911-4315 Buildings Fourth Tower Site- 750,000 750,000 Category Sub-Total 750,000 750,000
Equipment/Furnishings Astro 25 trunked 800 MHz radio system 6,000,000 6,000,000 Category Sub-Total 6,000,000 6,000,000 Department Total: 750,000 6,000,000 6,750,000 EMS-4371 New facilities New EMS Station 3 50,000 200,000 250,000 New EMS station 5 240,000 240,000 Category Sub-Total 50,000 440,000 490,000 Department Total: 50,000 440,000 490,000
Facility Fees-4160 Maintenance Refurbish Courtrooms 24,000 24,000 Security enhancements at Summersill & Old Courthouse 100,000 100,000 Category Sub-Total 100,000 24,000 124,000 Department Total: 100,000 24,000 124,000
Facility Maintenance-4260 Improvements Parking Lot - Court Street 1,000,000 1,000,000 Category Sub-Total 1,000,000 1,000,000
Maintenance Door replacements at Summersill Bldg 14,000 14,000 Underground Storage Tank Removal 40,000 20,000 60,000 Carpet replacement 35,000 35,000 35,000 35,000 35,000 175,000 HVAC replacements 60,000 30,000 30,000 30,000 30,000 180,000 Parking Lots at Health/Sheriff/Cty Mgr 27,000 27,000 Roofing 50,000 50,000 50,000 50,000 50,000 250,000 Finance parking Lot 12,000 12,000 Kitchen Fire Suppression replacment at jail 20,000 20,000 Sewer Evaluation at Jail 10,000 10,000 Halsey Bldg Parking Lot 150,000 150,000 Sexton Bldg roof repair 65,000 65,000 Painting cupola - old courthouse 20,000 20,000 Skylight replacement - EW Summersill Court bldg 50,000 50,000 Category Sub-Total 285,000 403,000 115,000 115,000 115,000 1,033,000
Unassigned Remote Parking lot - Onslow Pines 32,000 32,000 Category Sub-Total 32,000 32,000 Department Total: 1,317,000 403,000 115,000 115,000 115,000 2,065,000
Library-6110 New facilities New Main Library 100,000 10,250,000 10,350,000 New Sneads Ferry Branch 100,000 2,621,122 2,721,122 New Richlands Branch 475,000 2,936,029 3,411,029 Category Sub-Total 200,000 2,621,122 10,250,000 475,000 2,936,029 16,482,151 Department Total: 200,000 2,621,122 10,250,000 475,000 2,936,029 16,482,151 R-13 .
Department Category 2008 2009 2010 2011 2012 Total
Museum-6140 Improvements Museum Site Expansion/development 10,000 1,035,000 1,045,000 Category Sub-Total 10,000 1,035,000 1,045,000
Maintenance Museum Maintenance 10,000 10,000 10,000 10,000 10,000 50,000 Category Sub-Total 10,000 10,000 10,000 10,000 10,000 50,000 Department Total: 20,000 10,000 10,000 10,000 1,045,000 1,095,000
Parks and Recreation-6120 Park Improvements Deppe District Park 1,980,000 50,000 2,200,000 4,230,000 Onslow Greenway 220,000 440,000 660,000 5,880,000 7,200,000 Hubert By Pass park 50,000 1,000 2,000,000 200,000 2,251,000 New River waterfront Park 20,000 1,100,000 1,120,000 Oakhurst Nature Park 10,000 500,000 750,000 1,260,000 Onslow Pines Park 200,000 1,101,000 250,000 200,000 1,751,000 Richlands Steed Park 1,001,000 1,100,000 400,000 2,501,000 Stump Sound park 55,000 61,000 70,000 186,000 General park Improvements 100,000 200,000 400,000 700,000 McAllister Landing 5,600 5,600 Category Sub-Total 165,600 495,000 6,384,000 4,130,000 10,030,000 21,204,600 Department Total: 165,600 495,000 6,384,000 4,130,000 10,030,000 21,204,600
Purchasing - 4240 Improvements Mezzanine/warehouse 100,000 100,000 Category Sub-Total 100,000 100,000 Department Total: 100,000 100,000
Senior Services-5500 Maintenance Multi-purpose Complex Park Plan 7,883 7,883 7,883 7,883 31,532 Category Sub-Total 7,883 7,883 7,883 7,883 31,532 Department Total: 7,883 7,883 7,883 7,883 31,532 Youth Services-5830 Equipment/Furnishings Replace phone system at Youth Services 8,000 8,000 Category Sub-Total 8,000 8,000
Improvements Addition to building at Youth Services 50,000 50,000 Extend Shelter Office at Youth Services 50,000 50,000 Kitchen remodeling in addition at Youth 59,000 59,000 Category Sub-Total 159,000 159,000
Maintenance Replace carpet throughout bldg at Youth Services 11,000 11,000 Replacement to heat pumps at Youth Services 12,000 12,000 Category Sub-Total 12,000 11,000 23,000 Department Total: 159,000 20,000 11,000 190,000 GRAND TOTAL 3,417,983 10,774,205 19,556,183 5,413,383 14,446,629 53,608,383
R-14 . Onslow County, North Carolina Capital Improvement Plan 2008 thru 2012
FUNDING SOURCE SUMMARY
Source 2008 2009 2010 2011 2012 total
COPS Financing 10,250,000 10,250,000
Federal grant 171,000 427,500 2,517,500 570,000 4,256,500 7,942,500
Fund balance 152,500 50,500 202,500
General Fund Contribution 1,508,971 1,632,171 5,250,271 3,832,471 5,255,600 17,479,484
Installment Purchases 1,200,000 8,621,122 475,000 3,971,029 14.267.151
Other 4,500 11,250 66,250 15,000 6,750 103,750
State Grant 14,612 32,162 1,272,162 520,912 506,750 2,346,598
Tourism 366,400 200,000 450,000 1,016,400
GRAND TOTAL 3,417,983 10,774,205 19,556,183 5,413,383 14,446,629 53,608,383
R-15 .
R-16 .
Onslow County Fiscal Year 2007-08
Community Development Block Grant Funds
Function Overview
This fund accounts for the funds received from the state Community Development Block Grant (CDBG) Program and related funds. The funds are used to revitalize rural communities by eliminating substandard housing and blight conditions and promoting economic development. It consists of monies awarded from State Community Development Block Grant (CDBG) programs to provide housing assistance for low-income households and improve infrastructure serving low-income neighborhoods. CDBG funding is also used to assist area nonprofit organizations and community groups in building their capacity to address the County's affordable housing, community development, and economic development needs.
Major Accomplishments
• Completed CDBG Scatted Site Housing (SSH) project assisting 6 very-low-income households with needed replacement housing • Helped low-income households save for and obtain financing to buy a new home through CDBG Individual Development Account (IDA) grant • Submitted application for $700,000 CDBG-Concentrated Needs grant to provide street, utility, drainage, and housing improvements in blighted area at the Frost Lane/Mattocks Road intersection in the Belgrade area • Submitted application for $75,000 CDBG-Capacity Building grant to facilitate the North East Community Development Corporation, a local nonprofit organization, to extend its community development activities to include new construction of affordable housing in the Southwest community
Key Goals and Objectives
• Develop and apply well-defined process and criteria for determining eligibility and prioritizing needs for housing assistance (deferred from 2006-07) • Increase active participation in the CDBG-IDA program by 10% in FY 2007-08 • Identify and apply for new CDBG funding to help plan for and provide housing assistance for low- and moderate-income households
S-1 .
Below is a recap of the status to the projects included in this fund:
Status of Community Development Project Ordinances as of 6-30-07
COMMUNITY DEVELOPMENT PROJECTS Revenues REVENUES Budget to date Balance CDBG-IDA 40,000 25,215 14,785 NCDOL-IDA 31,692 12,253 19,439 SSH Project 430,000 378,583 Total 501,692 416,051 - 85,641
Expenditures EXPENSES Budget to date Encumbered Balance CDBG-IDA 40,000 25,215 14,785 NCDOL-IDA 31,692 15,253 16,439 SSH Project 430,000 348,583 11,175 70,242 Total 501,692 389,051 11,175 101,466
Emerging Issues
• County must compete for limited CDBG funding for its housing assistance programs, which substantially limits opportunities to effectively address housing needs • Greater coordination with other organizations to better address unmet housing needs through CDBG programs • Reevaluate administration needs for CDBG-IDA program • Section role in housing has shifted from administering specific CDBG programs (now being outsourced) to assessing housing needs, seeking more funding and collaborative opportunities to provide affordable housing and coordinating affordable housing efforts in the county by a number of entities
S-2
ONSLOW COUNTY FEE SCHEDULE & CHARGES FISCAL YEAR 2007-2008
EFFECTIVE JULY 1, 2007 APPROVED THIS THE 20th DAY OF JUNE, 2007
ONSLOW COUNTY BOARD OF COMMISSIONERS
Martin Aragona, Jr. Chairman
TABLE OF CONTENTS
ALL DEPARTMENTS...... 3 GOVERNING BODY...... 4 TAX OFFICE...... 5 BOARD OF ELECTIONS...... 6 REGISTER OF DEEDS ...... 7 SHERIFF, JAIL ...... 8 EMERGENCY MANAGEMENT, E-911...... 9 EMERGENCY MEDICAL SERVICES ...... 10 AIRPORT ...... 11 PLANNING (LAND USE) ...... 12 CODE ENFORCEMENT ...... 13-14 TOURISM ...... 15 COOPERATIVE EXTENSION ...... 16 HEALTH...... 19, 21-25 ANIMAL CONTROL ...... 17-18 ENVIRONMENTAL HEALTH ...... 20 SOCIAL SERVICES...... 26 SENIOR SERVICES ...... 27 YOUTH SERVICES ...... 28 LIBRARY...... 29 PARKS & RECREATION...... 30 MUSEUM ...... 31 SOLID WASTE ...... 32
T-2
ALL DEPARTMENTS
Bad check fee $ 25.00 each Copy of Audit $ 15.00 each Copies $ .10 per page County Flags (screenprint) $ 50.00 each County Flags (sewn) $ 140.00 each County License Plate $ 5.00 each Cable Franchise Fee Falcon 3% Time Warner 3%
T-3
GOVERNING BODY
BOC Agenda Package (Special Meetings, BOC Meetings and Other Meetings) Full $ 50.00 per fiscal year Six months or less $ 25.00 Mailed Agenda Memo $ 20.00 per fiscal year Notice of Meetings $ 10.00 per year
T-4
TAX OFFICE
Bad check (GS 105-357) $ 25.00 or 10% of the check, whichever greater, is subject to a maximum of $ 1,000 Scrolls (printed or tape) $ .01 per page Certified Copy $ 5.00 each Maps: Property line (w/o aerial) $ 1.00 each + Shipping & Handling Composite Aerial Overlaid $ 1.00 each + Shipping & Handling Blueprint of aerial worksheet $ 1.00 each + Shipping & Handling Old County Grid (1975) $ 1.00 each + Shipping & Handling Town Grid $ 1.00 each + Shipping & Handling New County Grid (1984) $ 1.00 each + Shipping & Handling 2510 Engineering copier Bond copy $ 4.00 per linear ft. Property record card (in office) $ .10 per page Property record card (mail) $ 1.00 each + .50 each add'l page Bond letter (in county) $ 3.00 each Bond letter (out of county) $ 5.00 each Municipal tax collection fee 1 1/2% of collections Privilege Licenses Amusements-per location $ 25.00 Outside city (Bagatelle table, foosball, kiddie rides, merry-go-round, pinball, shooting gallery, skating rink, swimming pool) Circus & animal shows $ 25.00 (per day) Auto accessories/retail $ 12.50 Auto accessories/wholesale $ 37.50 Auto garage $ 12.50 (storing/upholstery/wash/trailers/semi-trailer) Bowling Alley $ 10.00 (per alley-outside city) Electronic Video Game $ 5.00 (per machine) Elevator & Auto Sprinkler System (in Onslow) $100.00 Emigrant Employment Agency $100.00 Firearms Dealer $ 50.00 Itinerant Merchant $100.00 Loan Agency/Broker $100.00 Motor Vehicle Dealer $ 25.00 Motor Vehicle Dealer/Seasonal $300.00 Motorcycle Dealer $ 12.50 Music Machine/Jukebox/per machine $ 5.00 Pawnbroker $275.00 Palmreader $100.00 Peddler of farm products only $ 25.00
Peddler by vehicle w/merchandise $ 25.00 Peddler on foot w/merchandise $ 10.00 Pool Table/per location/outside city $ 25.00 Service Station/Garage/Storing/Upholstering / Wash/Welding $ 12.50 Specialty Market/Flea Market $200.00 Weapons Dealer- (Bowie knives, daggers, Dirks, iron/metallic knuckles, leaded canes) $200.00 Wholesale Supply dealer by vehicle $ 25.00 Beer Off Premises License $ 5.00 Beer on/off premises lic. $ 25.00 Wine on/off premises lic. $ 25.00 Check cashing/businesses $100.00
*Motor Vehicles Gross Tax Receipts 1 ½% 5% penalty for failure or refusal to file a return or to pay the tax by the 15th of each month, not exceed 25% of the tax or $5.00 whichever to is greater. Penalty of 10% for failure to pay the tax when due, with a minimum of $5.00. **Interest in the amount of ¾% per month on any delinquent account
T-5 *NC General Statute 105-275(41) **NC General Statute 105-241.1(i)
BOARD OF ELECTIONS
Voter Registration list $ .03 per name Voter list on gummed labels $ .035 per name Voter list on floppy disk $ 15.00 per hour (minimum $ 25.00) Filing fees 1% of salary for position
T-6
REGISTER OF DEEDS
Instruments in General $12.00 1st page $3.00 additional page Deeds of Trust & Mortgages $12.00 1st page $3.00 additional page Multiple Instruments, Deeds of Trust or Mortgages $10.00 each distinct legal document Non-Standard document (effective 7/1/2002) $25.00 plus recording fee Probate $ 2.00 Plats $21.00 per page Certified copy $ 5.00 Right of Way Plans $21.00 1st page $5.00 additional page Certified Copies For which no other provision is made $ 5.00 1st page $2.00 additional page Comparison of copy for certification $ 5.00 Notary Public Qualification $10.00 Marriage Licenses Issuance of license $50.00 Issuance of delayed certificate (1 certified copy) $20.00 Proceeding for correction (1 certified copy) $10.00
Certified copies of Birth, Death and Marriages $10.00 Birth Certificate registration one year or more after birth Birth to be registered in another County $10.00 Papers prepared and registered in same County, With one certified copy $20.00 Papers prepared in another County, With one certified copy $10.00 Birth or Death Amendment $10.00 Birth Certificate for persons over the age of 62 FREE (1 copy) Legitimating $10.00 Filing all UCC forms 2 pages or less $38.00 More than 2 pages, less than 10 pages $45.00 More than 10 pages $45.00 Each additional page $ 2.00 UCC Record Searches $38.00
T-7
SHERIFF
Incident Reports $ 1.00 Fingerprinting $ 4.00 False Alarms $ 25.00 Concealed handguns: Firearm application fee $ 80.00 first application (State-$45/County-$35) $ 5.00 all subsequent Applications (red card) Duplicate of application $ 25.00 Renewal of handgun permit $ 75.00 (State-$40/County-$35) Concealed Handgun Fingerprinting $ 10.00 Pistol permit $ 5.00 ID Photos $ 5.00 Civil Process $ 15.00
JAIL
Housing Federal Prisoners $ 25.00 per day
T-8
EMERGENCY MANAGEMENT
Hazard Material Fees
Emergency Support Vehicle $200.00 per hour Fire Department Engine $200.00 per hour Manpower $ 15.00 (hr.) per person Rental Equipment at costs Supplies and Materials at costs plus 15% No charge Less than an hour Dept. of Emergency Services Personnel $ 34.25 per hour Dept. of Emergency services Vehicles $ 25.00 per hour Command Communications Vehicle $200.00 per hour
Fire Code Enforcement Fees
Periodic Fire Inspection Level 1 $ 35.00 Level 2 $ 45.00 Level 3 $ 55.00
First Inspection (non-compliance) $ 30.00 Second/subsequent Re-inspection for Non-compliance $ 50.00
E-911
Surcharge Rate $ 1.00 per phone customer
T-9
EMERGENCY MEDICAL SERVICES
BLS Non-Emergent $250.00 BLS Emergent $300.00 ALS Non-Emergent $425.00 ALS1 Emergent $425.00 ALS2 Emergent $505.00 ALS-1 Treat (No Transport) $100.00 ALS-2 Treat (No Transport) $250.00 Mileage (<51 miles) $ 6.25 per mile Mileage (>50 miles) $ 7.81 per mile Stand by Fee (ambulance) $ 30.00 per 30 minutes (2 hr. minimum) Stand by Fee (QRV) $ 20.00 per 30 minutes (1 hr. minimum)
T-10
AIRPORT
Public parking 0 - 10 minutes $ free 10 minutes – 30 minutes $ .75 30 minutes – 1 hour $ 1.50 1 hour -1 hour and 30 minutes $ 2.25 1 hour and 30 minutes – 2 hours $ 3.00 2 hours – 3 hours $ 4.00 3 hours – 4 hours $ 5.00 4 hours - 24 hours (daily rate) $ 6.00
Parking stickers (tenant employees/ ga aircraft owner/pilots) 1st & 2nd vehicle $ 5.00 annually
Parking cards (tenant employees) 1st card $ 20.00 per year $ 25.00 replacement fee Landing fees Scheduled commercial aircraft $ .75 /thousand pounds Commercial Charters $175.00 per day on ramp
General aviation ramp (vehicle decals) $ 5.00 annually
T-Hangar Rentals Large hangar (#10) $275.00 per month Small Hangar $225.00 per month
Taxi Permits $ 15.00 per year Taxi Application/Business fee $728.00 annually with Annual CPI adjustment Each July 1
County Residence/Airline Employee $150.00 per year Non-Residence/Airline Commuter $500.00 per year GA Commuter/Non-Residence $150.00 per year Air Side Business Access Fee $500.00 per year
T-11
LAND USE
SUBDIVISIONS Major Subdivision Plans Sketch Plan $ 200.00 Preliminary Plan $ 200.00 Final Plat $ 100.00 Minor Subdivision Plans $ 150.00 Rural Subdivisions Plans $ 200.00
ZONING-HEARING Appeals $ 250.00 Text Amendments $ 250.00 Rezoning $ 300.00 Special Use $ 250.00 Variance $ 250.00
ZONING FEES Zoning Permit $ 50.00 Special Requirement Site Plans $100.00 Zoning Verification Letter $ 15.00
SIGNS On premise Sign (one) $ 50.00 On premise (multiple) $100.00 Temporary signs $ 50.00 Off premise $500.00
CELL TOWERS Tower (new) $500.00 Co-location $300.00
MISCELLANEOUS FEES Ordinances $ 5.00 Comprehensive Plan $ 70.00 (Hard Color Copy) (free on-line)
MINIMUM HOUSING/SOLID WASTE Appeal to Board of Appeals $200.00
CAMA CAMA Minor Permit $100.00
FLOOD Flood Development Permit $ 50.00 Flood Review $ 5.00
T-12
CODE ENFORCEMENT Residential
1) Fee based on square footage NOT cost of construction. 2)*Apply minimum Fee
Minimum Permit/Inspection Fee $ 60.00 (Excluding SF) Building, Additions & Renovations $ .12 per SF +50.00 * (Includes insulation + applicable trade fees) Building Sign $ 60.00 Mechanical $ .08 per heated SF* Mechanical (Woodstoves, Fireplaces) $ 60.00 Mechanical Change Out $ 60.00 Fuel Piping $100.00 + ($20.00 per additional appliance) Plumbing $ 10.00 per fixture* Plumbing Sign $ 60.00 Electrical (new building) $ .08 per SF* Electrical Sign $ 60.00 Swimming pool $ 60.00 + .05 per SF of pool (Bathhouses: Add building fee & trade fees) Electrical Service – Upgrade Change Out Up to 400 amps $ 60.00 Over 400 amps $ 60.00 + $15.00 per 100 amps Temporary Pole $ 50.00 Refrigeration $ 60.00 for 1st TON + $ 20.00 for each additional TON (Max. $600.00) Moved house $150.00 Moved house with renovations $150.00 + applicable Trade Fee Docks & Piers $ 60.00 + $.12 per SF Bulkhead/Seawall/Retaining Wall $ 60.00 + $.12 per LF Single Wide Manufactured Home (up to 16 ft.) $150.00 Multi Wide Manufactured Home (> 17 ft.) $200.00 Modular Homes $ .22 per SF*(Includes elect, plumb, ins. & mechanical) Demolition Permit $100.00 + $25.00 per trade Cooking Hood (Commercial grade) $100.00 Technology Fee $ 5.00
Fire Code Enforcement (Residential) Sprinkler System $ .06 per SF New Day Care Facility $ 50.00 Foster Care Fire Inspection $ 50.00 Annual Day Care Inspection $ 50.00 Family Care & Group Homes Inspection $ 50.00 Home School Inspection $ 50.00 Private Residence Inspection $ 50.00 Home Day Care $ 50.00 Homeowners Recovery Fund (General Contractors Only) $ 10.00 Permit Revision $ 50.00 New Assisted Living & Group Home $100.00 Occupancy Inspection $ 50.00 Re-inspection $ 45.00 (No charge for 1st re-inspection on each phase of construction)
• Permit fees will be doubled if not obtained prior to construction. Construction is any activity following digging for footings. T-13 • Refund policy on Issued permits: Up to six (6) months after issuance, all fees are refundable except the minimum building fee ($60), Zoning permit ($50), Tech fee ($5),and Flood fee ($5): Total $120. After six (6) months, permit fees are non-refundable.
CODE ENFORCEMENT (con’t.) Commercial
1) Fee based on square footage NOT cost of construction. 2)*Apply minimum Fee
Minimum Permit/Inspection Fee (Excluding SF) $100.00 Building, Additions & Renovation $ .20 per 1st 1000 SF* (Includes insulation + applicable trade fees) .15 over 1000 SF* Building Sign $100.00 Mechanical $ .10 per 1st 1000 htd SF* .08 over 1000 htd SF* Mechanical (Woodstoves, Fireplaces) $100.00 Mechanical Change Out $100.00 Fuel Piping $200.00 + $20.00 per additional appliance Plumbing $ 10.00 per fixture* Plumbing Sign $100.00 Electrical (New Building) $ .10 per 1st 1000 SF* .08 over 1000 SF* Electrical Sign $100.00 Swimming pools $100.00 + .05 per SF of pool (Bathhouse: Add building fee & trades) Electrical Service – Upgrade/Change Out Up to 400 amps $100.00 Over 400 amps $100.00 + $15.00 per 100 amps Temporary Pole $ 50.00 Refrigeration $100.00 for 1st TON +$20.00 for each Additional TON (Max. $600.00) Moved house $150.00 Moved house with renovations $150.00 + applicable Trade Fee Docks & Piers $100.00 + .12 per SF Bulkhead/Seawall/Retaining Wall $100.00 + .12 per LF Modular Homes $ .22 per SF* (Includes electric, plumbing, & mechanical) Commercial Plan Review: construction cost <$30,000 $ 75.00/hour >$30,000 $175.00/hour Construction Trailer $100.00 Fuel tanks $100.00 per tank Demolition $200.00 + $50.00 per trade Commercial Cooking Hood $100.00 Electrical for campsite $100.00 + $10 Per campsite Plumbing for RV parks $100.00 + $10 Per campsite Technology Fee $ 5.00
Fire Code Enforcement Fees New Construction <5000 sq. ft. $100.00 New Construction <10000 sq. ft. $150.00 New Construction >10000 sq. ft. $300.00 Sprinkler system $ .06 per SF Fire Pump Additional Fire Alarm & Fire Pump $100.00 each A.L.E. (Alcohol License) $100.00 Occupancy inspection $100.00 Fireworks (Retail/Sales Included Tent) $100.00 Fireworks (Display – show) $200.00 New Assisted Living & group Home $125.00 New Day Care Facility $125.00 T-14
• Permit fees will be doubled if not obtained prior to construction. Construction is any activity following digging for footings. • Refund policy on Issued permits: Up to six (6) months after issuance, all fees are refundable except the minimum building fee ($100), Zoning permit ($50), Tech fee ($5),and Flood fee ($5):Total $160. After six (6) months, permit fees are non-refundable.
TOURISM
Occupancy Tax (GS 105-164.4) 5% of Gross receipts Penalty for failure to file return $10.00 per day Additional tax for failure to file Return and pay tax 5% of the tax due plus 5% for each month or fraction of month until paid
T-15
COOPERATIVE EXTENSION
Grain Drill Rent $ 10.00 per day plus $4.00 per acre
Multi-Purpose Auditorium
Full Auditorium $250.00 One-Third Section $100.00 (each section) Catering Kitchen $ 50.00 Refundable Damage Deposit $100.00
T-16
HEALTH
ANIMAL CONTROL
Owner Animal Pickup $ 30.00 per animal Redemption/Boarding $ 40.00 1st day/$20.00 each additional day/no max. ♦ Adoption fee Dogs & Puppies male $ 30.00 female $ 30.00 altered $ 30.00
Cats & Kittens male $ 20.00 female $ 20.00 altered $ 20.00
Spay/Neuter fee Dogs & Puppies male $ 55.00 female $ 80.00
Cats & Kittens male $ 30.00 female $ 55.00
Owner Turn-In $ 5.00 per animal $ 25.00 per litter
♦ 1. Adoption fee is waived for Onslow County Senior Citizens aged 60+ years old with proper ID. 2. Adoption fee is waived for recognized breed rescue groups.
Individuals over sixty years of age and are residents of Onslow County, a valid photo ID shall be produced which shall verify age and current address.
Breed Rescue Groups are defined as those groups of volunteers concerned about the welfare of a particular breed of animal whose objective is the placement of the animal in a responsible home and are non-profit. The Breed Rescue Groups must be recognized by the Onslow County Animal Shelter.
The spay and neuter fee shall remain the same and shall be paid before any animal leaves the shelter. All other provisions of the adoption contract shall remain in effect.
T-17
Animal Control (con’t.)
CITATIONS/VIOLATIONS Section 4-9, 4-21, 4-22 Rabies Vaccination and Control 1st $ 50.00 2nd $100.00 3rd $250.00 Section 4-6, 4-7, 4-8 Duty of owner to control animal 1st $ 50.00 2nd $100.00 3rd $250.00 Section 4-7 Unlawful to allow dog to run loose 1st $ 50.00 2nd $100.00 3rd $250.00 Section 4-8 Public Nuisance 1st $ 50.00 2nd $100.00 3rd $250.00 Section 4-8.1 Regulation of Large-Volume Breeder 1st $ 50.00 2nd $100.00 3rd $250.00 Section 4-9 Mistreatment of Animals 1st $ 50.00 2nd $100.00 3rd $250.00 Section 4-10 Cruel Treatment prohibited 1st $ 50.00 2nd $100.00 3rd $250.00 Section 4-5 Interference with Enforcement 1st $ 50.00 2nd $100.00 3rd $250.00
T-18
HOSPICE
Routine home care(daily) $125.00/per day Continuous home care(daily) $668.19 In-patient respite care(daily) $120.07 General in-patient(daily) $511.56
HOME HEALTH
Public health nurse visit $125.00 per visit Home health aide $ 50.00 per visit Physical therapy $145.00 per visit Speech therapy $145.00 per visit Occupational therapy $145.00 per visit Medical social services $150.00 per visit
T-19
ENVIRONMENTAL HEALTH
IMPROVEMENT PERMIT 1) Individual Dwelling Unit (one house or manufactured home) $ 250.00 2) Multiple Dwelling Units On Common Wastewater System $ 125.00 per unit 3) Individual Non-residential/Commercial Unit $ 250.00 4) Multiple Non-residential/Commercial Units on Common System $ 125.00 per unit
REFUND POLICY $ 25.00 Full minus processing fee $ 25.00 Full minus revisit (site not ready documented) by letter fee
CONSTRUCTION AUTHORIZATION 1)Type I, II, IIIa, III c-g) $ 250.00 2)Type III b $ 400.00 3)Type IV $ 600.00 4)Type V $ 800.00 5)Type VI $1000.00
OTHER WASTEWATER PERMITS 1)Existing Wastewater System Operation Permits $ 100.00 (Creating a permit for an existing wastewater system when no copy of permit in file) 2)From gravity to effluent pump system $ 200.00 3)From any other trench type to LPP $ 400.00 4)adding any type V pretreatment device $ 600.00 5)Revised Construction Authorization-Only $ 50.00
(Changes in wastewater system type or location within previously approved site) APPLICATION FOR SWIMMING POOL PERMITS & PLAN REVIEW 1)Inspection of 1 pool and 1 wading pool on the same deck $ 150.00 2)Inspection of each additional pool or spa (same site) $ 100.00 3)Swimming pool plan review $ 200.00
PLAN REVIEWS Food Service Establishments $ 200.00
APPICATION FOR WATER SAMPLES All samples (each) $ 50.00
WELL SITE PERMITS Well permit & first samples $ 200.00
APPLICATION FOR TATTOO ARTISTRY PERMITS Tattoo artist permit (each) $ 300.00
REVISITS Site or business not ready for eval/inspect $ 50.00
FOOD SERVICE CLASSES Each participant $ 5.00
MIGRANT CAMP INSPECTION Existing Septic System Inspection $ 50.00
T-20 AUTHORIZATION TO CONNECT TO A MANUFACTURED HOME PARK Less than 50 Septic Systems in park $ 50.00 50 to 100 Septic Systems in park $ 75.00 Greater than 100 Septic Systems in park $100.00
GENERAL VISIT CODES
New Patient Office Visit, (Problem Focused) $ 70.00 Office Visit, (Expanded Problem Focused) $105.00 Office Visit, (Detailed) $150.00 Office Visit, (Comprehensive) $225.00 Office Visit, (Comprehensive) $275.00
Established Patient Office Visit, (Brief) $ 40.00 Office Visit, (Problem Focused) $ 65.00 Office Visit, (Expanded Problem Focused) $ 95.00 Office Visit, (Comprehensive) $135.00 Office Visit, (Comprehensive) $205.00
FAMILY PLANNING
New Patient Preventive Medicine, Age 9-11 $200.00 Preventive Medicine, Age 12-17 $200.00 Preventive Medicine, Age 18-39 $200.00 Preventive Medicine, Age 40-64 $200.00 Preventive Medicine, Age 65+ $215.00
Established Patient Preventive Medicine, Age 9-11 $160.00 Preventive Medicine, Age 12-17 $160.00 Preventive Medicine, Age 18-39 $160.00 Preventive Medicine, Age 40-64 $160.00 Preventive Medicine, Age 65+ $175.00
CHILD HEALTH
New Patient Preventive Medicine, Age <1 $100.00 Preventive Medicine, Age 1-4 $100.00 Preventive Medicine, Age 5-11 $100.00 Preventive Medicine, Age 12-17 $100.00 Preventive Medicine, Age 18-20 $100.00
Established Patient Preventive Medicine, Age <1 $100.00 Preventive Medicine, Age 1-4 $100.00 Preventive Medicine, Age 5-11 $100.00 Preventive Medicine, Age 12-17 $100.00 Preventive Medicine, Age 18-20 $100.00
AF (Administrative Fee)=Applied to State Provided Vaccines * = This service is not subject to Sliding Fee Scale adjustment ** = This service billable to Medicaid and private insurance – no out-of-pocket expense for the patient
T-21
FAMILY PLANNING CONTRACEPTIVES (sliding scale)
Depo Provera contraceptive Injection $ 65.00 IUD Device & Insertion $125.00 IUD Removal $125.00
MATERNAL HEALTH
Childbirth Education classes (per attendance)(1 unit =2 hrs.) $ 22.00 Parenting Education classes (per attendance) .00 Maternity Care Coordination (Medicaid & Private Insurance only)** (per 15 minutes) $ 29.30* Postpartum HV: mat assessment (Medicaid & Private Insurance only)** $ 60.00* RHO D Immune Globulin $120.00
ADULT HEALTH PROMOTIONS (sliding scale)
Colposcopy without biopsy $150.00 Colposcopy with biopsy $175.00 Cryosurgery $175.00 Endometrial Biopsy $120.00 Endocervical curettage $120.00 LEEP – Cervix $325.00 Polypectomy $150.00 Vulva Biopsy $120.00 Vaginal Biopsy $120.00 GYN Exam (see OV Expanded (new/estab.)*(+ any additional labs)* (plus Stool for Occult Blood, if age =>40* Glucometer Calibration $ 10.00 per machine* TB skin test (TST) $ 15.00* TB Screen form completion (HX of + TST) $ 15.00* AHA Health Care Providers CPR (4 hours) $ 50.00* Health Education Presentations for Contract Price* (Non-county organizations) Health Promotion/prevention package Contract Price* (for industry, civic groups, etc.)
NUTRITION SERVICES
Menu Planning $ 50.00/hr. Medical Nutrition Therapy, $ 25.00 each Initial Assessment (15 mins.) Medical Nutrition Therapy, $ 25.00 each Re-assessment & Intervention (15 mins.) Medical Nutrition Therapy, $ 25.00 each Group (2 or more) (30 mins.) Diabetes Self Management Training $ 60.00 each (individual) (30 mins.) Diabetes Self Management Training $ 25.00 each (Group) (2 or more) (30 mins.) Weight Loss Class (8 classes/1 hour per week) $ 80.00 per session T-22
AF (Administrative Fee)=Applied to State Provided Vaccines * =This service is not subject to Sliding Fee Scale adjustment ** = This service billable to Medicaid and private insurance – no out-of-pocket expense for the patient
COMMUNICABLE DISEASE
Registered Nurse Service (Medicaid & Private Insurance Only)**$ 20.00(per 15 minutes)
(Services rendered by MD, PA, NP see appropriate OVCPT) Venereal Wart Treatment $120.00
CHILD HEALTH (sliding scale)
Well Child Screening (see age appropriate CPT) Oral Evaluation, (Medicaid Only) $ 40.00 Topical Flouride Varnish $ 16.00 Child Service Coordination (Medicaid & Private Insurance Only)** $ 25.00 (per 15 minutes) Denver II (Medicaid & Private Insurance Only)** $ 15.00 Newborn assessment (Medicaid & Private Insurance Only)** $ 60.00 Newborn home visit: EPSDT screen (Medicaid & Private Insurance Only)** $ 65.00 Hearing Screening $ 15.00 (Performed at appropriate age in conjunction with Periodic well-child screening) Vision Screening $ 15.00 (Performed at appropriate age in conjunction with Periodic well-child screening)
IMMUNIZATIONS
Hepatitis A, Adult (per shot)(2) $ 70.00 ea.* Hepatitis B, Adult (per shot)(3) $ 70.00 ea.* HPV (per shot) (3) $150.00 MMR, Aged 19+ $ 55.00* Menactra $100.00* Pneumonia Vaccine $ 45.00* Rabies IM or DM $200.00 Flu Vaccine $ 30.00* Prevnar $ 70.00* Immunization Injection $ 18.00
IMMUNIZATIONS (STATE PROVIDED VACCINES)
Immunization administrative fee (AF) (Aged <21) (State provided Vaccines) $ 30.00* DT (Peds) AF DtaP AF DTP AF Hepatitis B, Peds/Adolescent AF Hib, 4 dose AF Hib, 3 dose AF IPV AF MMR(<19 & others) AF Tetanus AF T-23 Varicella (Chickenpox) AF
AF (Administrative Fee)=Applied to State Provided Vaccines * =This service is not subject to Sliding Fee Scale adjustment ** = This service billable to Medicaid and private insurance – no out-of-pocket expense for the patient
LABORATORY/NUTRITION In-House Lab(Sliding Fee Scale) (Note: When in-house lab is provided, no handling or collection is attached.) (Note: Patients with medical insurance will have lab sheet sent to OMH marked insurance/private pay with insurance documentation attached.)
Blood glucose fasting (prenatal only) (post GTT) $ 10.00 Blood Glucose (monitor) $ 10.00 Blood Glucose (DT60 (2 hr. PP) $ 25.00 Cholesterol (DT 60) $ 25.00 Cholesterol Analyzer $ 15.00 Blood Glucose Analyzer (1 hr. GTT) $ 25.00 Culture, Gonorrhea $ 20.00 Culture, Urine $ 20.00 Glucose tolerance (3 hours)(3 specimens) $ 25.00 Glucose tolerance (beyond 3 specimens) $ 25.00 Hemoglobin $ 10.00 Hemoglobin (AIC Fingerstick) $ 35.00 KOH Prep/Wet Mount $ 15.00 Potable Water Analysis $ 20.00 Pregnancy Test (Urine) No Charge Stool for occult blood $ 10.00 Urinalysis automated w/micro $ 15.00 Urinalysis automated w/o micro $ 10.00 Urinalysis non-automated $ 10.00 Urine Culture & Urinalysis (W/Micro) $ 20.00
State Lab(Sliding Fee Scale) (Note: When State Lab is provided only the handling fee (non-Medicaid) or a Venipuncture fee (Medicaid) is charged for lab service.)
Handling Fee (CF) $ 15.00 Venipuncture Fee (HF) $ 15.00 AFP Test (Chapel Hill) Blood Typing, ABO Blood Typing, RH (D) Culture, Chlamydia Culture, Enteric Culture, Herpes Hepatitis B Surface Antigen HIV Antibody/Collection OB Panel plus Pap Smear, Thin Prep Parasitology/Stool & Ova Screening, Lead Screening, Sickle Cell STS/RPR/Trust Rubella/Marriage T3 N/A T4/Total Thyroxine N/A Titer, Measles (Rubella) (Prenatal Only) TSH N/A Toxoplasma T-24
AF (Administrative Fee)=Applied to State Provided Vaccines * =This service is not subject to Sliding Fee Scale adjustment ** = This service billable to Medicaid and private insurance–no out-of-expense pocket for the patient
OUTSIDE LABS (Note: When outside (i.e., OMH) lab is provided to an insured (private insurance, Medicaid, etc.) client, the outside lab should be instructed to bill the insurance & client directly for reimbursement and that outside lab should be provided with all pertinent client insurance information.)
Handling Fee (CF) $ 15.00 Venipuncture Fee (HF) $ 15.00 Albumin (serum) $ 15.00* + HF/CF Albumin (urine) $ 15.00* + HF/CF AST-SGOT $ 15.00* + HF/CF Basic metabolic Profile (SMAC7/chem7) $ 40.00* + HF/CF CA 125 $ 60.00* + HF/CF CBC with differential $ 20.00* + HF/CF CBC without differential $ 15.00* + HF/CF Comprehensive Metabolic Profile (SMAC12/chem12) $ 60.00* + HF/CF Culture, Throat $ 25.00* + HF/CF Culture, Urine $ 25.00* + HF/CF Estradiol (GYN) $ 90.00* + HF/CF Fructosamine $145.00* + HF/CF FSH (Blood) $ 65.00* + HF/CF Group B Strep $ 40.00* + HF/CF Hemoglobin A1C (Glycosylated Hgb) $ 40.00* + HF/CF Hepatic Profile/Hepatic Function Panel $ 40.00* + HF/CF LH (GYN) $ 65.00* + HF/CF Lipid panel cardiac (LDL and HDL) $ 45.00* + HF/CF Pap Smear (Sent to OMH for COLPO Serv) $ 35.00* + HF/CF Pregnancy Test (Qualitative) $ 30.00* + HF/CF Pregnancy Test (Quantative) $ 50.00* + HF/CF PSA (In-house orders only $ 75.00* + HF/CF Sedimentation Rate $ 20.00* + HF/CF Serum Creatinine $ 25.00* + HF/CF Serum Prolactin $ 65.00* + HF/CF Serum Uric Acid $ 15.00* + HF/CF Thyroid Panel (TSH)Thyroid Stimulating Hormone $ 45.00* + HF/CF T3 Free $ 40.00* + HF/CF T4 Free $ 45.00* + HF/CF Titer, Hepatitis A $150.00* + HF/CF Titer, Hepatitis C $ 60.00* + HF/CF Titer, Hepatitis B Surface Antibody $ 45.00* + HF/CF Titer, MMR $140.00* + HF/CF Titer, Mumps $ 50.00* + HF/CF Titer, Rabies $ 40.00* + HF/CF Titer, Rubella (Measles) (Non-Prenatal) $ 70.00* + HF/CF Titer, Rubeola (Non-Prenatal) $ 50.00* + HF/CF Titer, Varicella (Chickenpox) $ 60.00* + HF/CF Triglycerides $ 20.00* + HF/CF Urine Culture & Urinalysis (w/micro) $ 25.00
T-25
AF (Administrative Fee)=Applied to State Provided Vaccines * =This service is not subject to Sliding Fee Scale adjustment ** = This service billable to Medicaid and private insurance – no out-of- pocket expense for the patient
SOCIAL SERVICES
Application fee IV-D $ 10.00-25.00 (depending on income) Blood Test $ 69.00 per person Child Day care* Amount varies from $5.00 to $290.00 for income eligible client only Child Custody Investigation * $400.00 per household
*A sliding fee scale will be utilized to ensure that the lack of resources is not an obstacle to the receipt of quality services. Fees may be reduced or waived if it can be documented that the fee would create a barrier to the service.
T-26
SENIOR SERVICES
Meals (congregate & on wheels) Consumer Contribution ONLY In home aide Consumer Contribution ONLY Transportation (to sites) Consumer Contribution ONLY Medical transportation Consumer Contribution ONLY Newsletter subscription $ 10.00 per year Newsletter sponsorship –Individuals $ 20.00 per month Newsletter sponsorship - Business $ 35.00 per month Adult day care $ 30.00 per day Personal Care Services(PCS) $ 14.60 per hour Community Alternative Program (CAP) $ 14.60 per hour Nutritional Transport Reimbursement $ 6.00 a unit Private Pay Referral $ 10.00 per request/replacement MED Transport Reimbursement $ 12.00 per trip Instructional Classes $ 35.00 per student
T-27
YOUTH SERVICES
Shelter fee (out of county client) $100.00 per day
T-28
LIBRARY Audiovisual: VHS Maintenance Fee $ .50 DVD Maintenance Fee $ 1.00 VHS rewind fee $ .50
Booksale Sets (6 or more) $ 5.00 Paperback $ .50 per book Trade Paperback $ 1.00 per book Hardback $ 1.00 per book Current High Demand Titles $ 5.00
Magazines $ .10 each Video & Audio cassettes $ 2.00 Human Resource Manual $ 3.00 Plastic Book Bags $ .75 Floppy Disk $ .50
Copies (per page) Microfilm $ .10 Regular (8.5 x 11 or 11 x 14) $ .10 Ledger (11 x 17) $ .20 Computer database printouts $ .20 per page
Damaged Items that can be repaired:(per item) (Include Baker & Taylor leased books) Bindery Fee $11.00 Bound Periodicals (National Geographic) Bindery Fee + Current Market Value Equipment (repair cost not to exceed replacement cost)
Inter-Library Loan (per item) Failure to pick up $ 1.50 Filled request $ .50
Lost Items:(per item) Library card $ 1.00 Book/video/cassette/CD/DVD Cost of item + overdue fee Equipment Replacement cost of item Audio Visual Cases $ 1.00
Lost books no longer in print:(per item) Hardcover Fiction $25.00 Hardback Non-Fiction $35.00 Paperback $ 8.00 Trade Paperback $15.00 Books on Cassette $30.00 Books on CD $50.00
Miscellaneous Research fee (up to 5 pages) $ 5.00 (Phone request to be mailed)
T-29 Fax (including cover sheet) $ 1.00 per page Proctor Fee $10.00
Overdues: (per day) Books/CD/Audio Cassettes $ .20 per day Videos/DVD $ 1.50 per title per day (max $18.00) Storytelling Kits $ 1.00 per day/max $25.00 Interlibrary loan materials $ .50 per item per day Audiovisual equipment $ 5.00 per item per day
PARKS & RECREATION
RENTAL FEES
Picnic pavilion (small) $ 20.00 (3 hours) (large) $ 30.00 (3 hours) Each additional hour $ 5.00 Arena (day) $ 80.00 Arena (concession, judges)(day) $100.00 Arena (concession, judges , electricity) $120.00 Arena (overtime) $ 25.00 per hour Stage area (electricity, restrooms, concession stands 4 hrs.) $ 60.00 Stage area (electricity, restrooms, concession stand day) $ 100.00 Special permit fee $ 10.00 Athletic field (3 hours) $ 20.00 Each additional hour $ 5.00 Athletic field (day) $ 50.00 Athletic field lights (3 hours) $ 20.00
Beach access- lot Oct - Mar $ 50.00 (4 hours or less) Beach access- lot Oct - Mar $100.00 more than 4 hours Vendor space special events $ 45.00 Tennis courts unlighted 3 courts $ 30.00 per day Tennis courts lighted 3 courts $ 40.00 per day
REGISTRATION FEES
Youth baseball/basketball $ 8.00 Adult softball/volleyball/soccer/basketball Adult softball (team) $ 325.00 Adult volleyball (team) $ 175.00 Adult soccer (team) $ 220.00 Adult Soccer 7 on 7 $ 225.00 Adult basketball (team w/trophies) $ 325.00 Adult basketball (team no trophies) $ 265.00 Adult basketball (team w/trophies (3on3) $ 180.00 Summer day camp - first child/family $ 55.00 first child second and subsequent child $ 35.00 each Hunting Safety Class $ 5.00 All other instructional classes $ 35.00 (Tennis, golf, modeling, cheerleading) Saltwater Fishing Class off shore $ 20.00 Saltwater Fishing Class on shore $ 20.00 Combined Saltwater Fishing class $ 30.00 Sunday open gym (ages 16 and over) $ 5.00
T-30
MUSEUM
QUILT SHOW Quilt appraisal fee $ 5.00 Competition entrance fee $ 1.00 per quilt (no charge for antique quilts Quilt Show Commemorative Pin $ 6.00 School Tours $ 1.00
Book/Architectural History of Onslow County Individuals $ 50.00 Book sellers $ 40.00 each(by case) (9 per case)
Quilting Class Fee $ 15.00 Cost of Fabric/Kit $ 9.50
Photographic Reproduction Private Use $ 10.00 Commercial Use $ 30.00
Genealogy Class $ 30.00
MUSEUM GALLERY Adult Admission $ 2.00 Youth 3-18/student tours $ 1.00
Community Free Days – Free Admission Special Events-2001-25th Anniversary Family Summer Fun Day (Saturday, August 25, 2001) Bluegrass & B-B-Q (Saturday October 27, 2001)
Annual Events 1st Sunday of November – Museum Fest 3rd Weekend of April – Civil War Encampment May 18th of each year-International Museum Day
EXHIBIT LUNCHEON/LECTURE FEE Luncheon/lecture/tours for changing exhibition Gallery Admission and lunch $ 8.00 per person
SPECIAL EVENT VENDOR’S FEE Vendors to participate in special events $ 45.00 per vendor
T-31
SOLID WASTE
LANDFILL
Household trash $ 45.00 per ton (Includes furniture) Recyclables No Charge Special handling (asbestos, etc.) $ 52.25 per ton Inert Debris: $ 24.00 per ton (brick, rocks, concrete, untreated/unpainted wood & uncontaminated dirt) Construction $ 45.00 per ton Vehicle weigh-ins $ 1.00 each State Landfill Fee $ 2.50 per ton
Container Site Sale of County 30 gallon bag $ 1.50 each Any other 30 gallon bag $ 1.50 each Household furniture $ 3.00 each Recyclable No Charge
Tires Out of State Tires $ .75 each Tires on Rims $ .25 each
T-32 GLOSSARY
Ad Valorem Taxes – commonly referred to as property taxes, are levied on both real and personal property according to the property’s valuation and the tax rate.
Annual Budget – a budget covering a single fiscal year (e.g., July 1June 30).
Appropriation – the amount of money earmarked for a projected expense legally authorized by the Board of Commissioners.
Assessed Valuation – the value of real estate and personal property as determined by tax assessors. This value is used as the basis for levying taxes.
Assessment – the process of determining value of real and personal property for taxation purposes.
Asset – a resource owned or held by a government which has monetary value.
Authorized Bonds – bonds that have been legally authorized, but that may or may not have been sold. Authorized bonds may be issued or sold at any time.
Authorized Positions – employee positions which are authorized in the adopted budget, to be filled during the year.
Balanced Budget – a budget in which the estimated revenues equal the estimated expenditures.
Bond – a written promise to pay a specific amount of money, plus interest, within a specific (usually long- term) time period.
Bond Refinancing – the payoff and re-issuance of bonds, to obtain better interest rates and/or bond conditions.
Budget – financial plan containing projected expenditures and financial resources during a fiscal year.
Budget Document – a formal document presented to the Board of Commissioners containing the County’s financial plan for a fiscal year. The budget document is presented in two phases – preliminary and final. The final budget document reflects the budget as adopted by the Board of Commissioners.
Budget Message – the County Manager’s written overview of the proposed budget addressed to the Board of Commissioners. The budget message addresses the major budget items, and the County’s present and expected financial condition.
Budget Ordinance – an ordinance enacted for the purpose of establishing an annual budget and establishing a tax rate.
Capital Asset – assets of long-term character than are intended to continue to be held or used, such as land, building, machinery, furniture, and other equipment.
Capital Budget – a financial plan for projected capital projects containing expenditures and resources covering a fiscal year.
Capital Improvement Program (CIP) – a long range plan of proposed capital improvement projects, which includes estimated project costs and funding over a specified period of years. The capital improvement program is updated annually to reassess capital needs during the preparation of the capital budget.
U-1 Capital Outlay – expenditures budgeted to purchase or add to fixed assets costing $5,000 or more.
Certificates of Participation (COPS) – debt secured by capital project/ issued without voter authorization.
Contingency – an appropriation to cover unanticipated events that may occur during the fiscal year. Transfers for this account must be approved by the Board of Commissioners.
Cost-of-living Adjustment (COLA) – an increase in salaries to offset the adverse effect of inflation on employees’ compensation.
County Appropriation – reflects general fund revenues used to meet an operating department’s cost. Most revenues in the general fund are not program linked and can be used to fund all operations. Several examples are: Ad Valorem Taxes, Sales Taxes, Unrestricted Intergovernmental Revenues and Interest earnings.
Debt Service – payment of interest and repayment of principal to holders of a government’s debt instruments (bonds and loans).
Deficit – the excess of expenditures or expenses over revenues during an accounting period.
Department – a basic organizational unit of the County which is functionally unique in its delivery of services with possibly one or more divisions.
Depreciation – the expiration of service life of capital assets due to wear and tear, deterioration, inadequacy or obsolescence.
Disbursement – expenditure of monies from an account.
Distinguished Budget Presentation Awards Program – a voluntary, annual awards program administered by the Government Finance Offices Association (GFOA) to encourage governments to prepare effective budget documents.
Enhanced 911 (E911) – allows the citizens the ability to dial 911 in the event of an emergency. The system provides the callers name, address, phone number and emergency responder information that is automatically displayed on a computer screen in the Emergency Communication Center.
Encumbrances – a financial commitment for services, contracts, or goods which have not, as yet, been delivered or performed.
Enterprise Fund – a fund that accounts for operations that are financed from user charges and whose operation resembles a business (e.g., Solid Waste Fund).
Expenditures – the payment of cash for the purpose of acquiring an asset, service, or settling a loss.
Expense – charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges.
Fiscal Year – a 12month period (July 1 – June 30 for Onslow County) to which the annual operating budget applies, and at the end of which an assessment is made of the county’s financial condition and the performance of its operations.
Forecast – an estimation of revenues and expenses for the current fiscal year to be used to determine the expected balances at the end of the year.
U-2 Full-time Equivalent Position (FTE) – the unit of accounting for employee positions where part-time positions are converted to the decimal equivalent of a full-time position based on 2,080 hours per year.
Function – a title for the grouping of departments according to a common area of service.
Fund – an accounting entity created to record the financial activity for a selected financial grouping. A fund is set up to carry out a special function or to attain certain objectives in accordance with set laws or regulations.
Fund Balance – cash and investments that are left over at the end of the fiscal year and may be appropriated to finance expenditures in the next fiscal year.
General Fund – a fund which provides for the accounting of all financial resources except those designated for other funds. Most basic government services, such as public safety, tax administration, personnel and finance are accounted for in this fund.
General Obligation Bonds – bonds issued by a government that are backed by the full faith and credit of its taxing authority.
Goal – a statement of broad direction, purpose or intent based on the needs of the community.
Government Finance Officers Association (GFOA) – National organization overseeing local government finance.
Grants – contributions or gifts of cash or other assets, in most cases from another government, to be used for a specific purpose. For example, a grant from the State of North Carolina may be made to finance a public health program.
Installment Purchase Agreement - Contract under which the County gives the seller or other interest in the property to secure payment of the purchase price.
Interest & Penalties Receivable on Taxes – uncollected interest/penalties on property taxes.
Intergovernmental Revenues – revenues from other governments (state, federal, other local) that can be in the form of grants, shared revenues or entitlements.
Lease Purchase Agreement – a contractual agreement by which capital assets are acquired over a period of time through lease payments.
Line Items – units of budgeted expense set up within each division used to classify expenditures by item or category and established the permissible level of expenditure for that item.
Local Government Commission (LGC) – overseeing organization for local government finances within the North Carolina State Treasurer.
Long-term Debt – debt with a maturity of more that one year after the date of issuance.
Modified Accrual – Under this basis, expenditures are recognized when encumbered and revenues are recognized when they are collected.
Municipal Bond – a bond issued by a state or local government.
Non-operating Revenues – revenues that are generated from other sources (e.g., interest) and that are not directly related to service activities.
U-3 Objective – something to be accomplished in specific, well defined, and measurable terms, and that is achievable within a specific time frame.
Operating Budget – a plan of financial operation which encompasses an estimate of proposed expenditures for the fiscal year and the proposed means of financing these expenditures (revenues).
Ordinance – a legislative enactment by the governing body of the County. It has the full force of law within the County if it is not in conflict with any higher form of law.
Performance Measure – data collected to determine how effective or efficient a program is in achieving its objectives.
Program – a service or services for which expenditures are made from several general ledger accounts which are combined into a single budgetary unit.
Program Changes – budget requests that reflect funding requirements for a change in programs or service levels.
Proprietary Funds – funds operated like a business and charging user fees. Enterprise Funds fall within this classification.
Referendum – presenting an issue to the voters of the County where a majority of voters decide on the issue.
Reserve – an account designated for a portion of the fund balance to be used for a specific purpose.
Resources – total dollars available for appropriations including estimated revenues, fund transfers and beginning fund balances.
Revenue – income received by the County from various sources used to finance its operations.
Revenue Estimate – formal estimate of how much revenue will be earned from a specific revenue source for some future period.
Salaries & Benefits – expenditures for salaries, wages, and fringe benefits of a government’s employees.
Shared Revenues – revenues levied and collected by one government and shared with another on a predetermined basis.
Special Assessment – a levy on certain properties to defray all or part of the costs associated with improvements or services that will benefit those properties.
Special Obligation Bond – A type of revenue bond used to finance the construction and expansion of the Subtitle “D” Landfill. Pledges revenues from the enterprise and/or other revenues, but not the taxing authority of the County.
Special Revenue Funds – to account for specific sources of revenue such as seized drug monies or telephone surcharges that are legally restricted for specific expenditures or specific purposes.
Tax Base – the total assessed valuation of real property within the County.
Tax Levy – the total amount of revenue to be raised from the property tax levied in the budget ordinance.
Tax Rate – the amount of tax levied per $100 assessed valuation.
U-4 Taxes – compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people.
Transfers In/Out – amounts transferred from one fund to another to assist in financing the services for the recipient fund.
Trust Funds – to account for cash set aside in a trustee capacity such as donations for certain programs.
Two-Thirds Bond – general obligation bonds that can be issued by local government without voter authorization under a formula set by the state allowing issuance of bonds equal to two-thirds of the previous year’s net debt reduction.
Unencumbered Balance – the amount of an appropriation that is neither expended nor encumbered. It is basically the amount of money still available for future purposes.
Unreserved Fund Balance – the portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation.
User Charges – the payment of a fee for direct receipt of a public service by the person benefiting from the service, such as utility charges and emergency medical fees. Also known as user fees.
U-5
U-6
Acronyms
ABC BOARD Alcohol, Beverage & Control AIP Airport Improvement Program BOC Board of Commissioners CAFR Comprehensive Annual Financial Report CAMA Coastal Area Administration Act CDBG Community Development Block Grant CERT County Emergency Rescue Team COPS Certificates of Participation COPS GRANT Community Oriented Policing Services DHHS Department of Health & Human Services DJJDP Dept. of Juvenile Justice & Deliquency Program DMV Division of Motor Vehicles DOL Department of Labor DOT Department of Transportation DSS Department of Social Services ECC Eastern Carolina Council EFNEP Expanded Food & Nutrition Program EMS Emergency Medical Service EOC Emergency Operations Center FAA Federal Aviation Administration FEMA Federal Emergency Management Agency FLSA Fair Labor Standards Act FSA Farm Service Agency FTE Full Time Equivalent GFOA Government Finance Officers Association GIS Geographic Information Systems HAZMAT Hazardous Materials HCCBG Home & Community Care Block Grant HRSA Human Resources & Services Administration ITS Information Technology Systems JAG Justice Assistance Grant MAP Medical Assistance Program MRC Medical Reserve Corp NCACC North Carolina Association of County Commissioners NCDEM North Carolina Department of Emergency Management NCDENR N.C. Department of Environment & Natural Resources NCGS North Carolina General Statutes NCSU North Carolina State University OCPC Onslow County Partnership for Children OMH Onslow Memorial Hospital OUTS Onslow United Transit System PAFR Popular Annual Financial Report
U-7
PARTF Parks & Recreation Trust Fund PFC Passenger Facility Charge SERT State Emergency Rescue Team SHSG State Homeland Security Grant SMAT State Medical Assistance Team SSH Scattered Site Housing UNC University of North Carolina USDA United States Department of Agriculture USPS United States Postal Service VA Veterans Administration YS Youth Services
U-8
STATISTICAL SECTION
The information presented in this section is provided for additional analysis purposes only and has not been subjected to audit verification as presented. Data presented here is as of June 30, 2006.
U-9
U-10 Schedule 1 Onslow County, North Carolina Net Assets by Component Last Five Fiscal Years (accrual basis of accounting)
Fiscal Year 2002 2003 2004 2005 2006 Governmental activities Invested in capital assets, net of related debt $ 25,121,935 $ 25,698,416 $ 25,832,419 $ 24,774,508 $ 37,047,375 Restricted 363,324 579,066 367,728 695,635 1,266,678 Unrestricted (1,751,782) (3,392,504) (1,469,036) 9,416,825 4,864,358
Total governmental activities net assets $ 23,733,477 22,884,978 24,731,111 $ 34,886,968 43,178,411
Business-type activities Invested in capital assets, net of related debt $ 22,000,415 $ 23,846,103 $ 30,828,157 $ 4,218,600 $ 4,218,600 Unrestricted 23,658,874 22,020,137 10,503,745 8,678,377 8,898,274
Total business-type activities net assets 45,659,289 45,866,240 41,331,902 $ 12,896,977 13,116,874
Primary government Invested in capital assets, net of related debt $ 47,122,350 $ 49,544,519 $ 56,660,576 $ 28,993,108 $ 41,265,975 Restricted 363,324 579,066 367,728 695,635 1,266,678 Unrestricted 21,907,092 18,627,633 9,034,709 18,095,202 13,762,632
Total primary governmental net assets $ 69,392,766 $ 68,751,218 $ 66,063,013 $ 47,783,945 $ 56,295,285
U-11 Schedule 2 Onslow County, North Carolina Changes in Net Assets, Last Four Fiscal Years (accrual basis of accounting) Fiscal Year 2003 2004 2005 2006
Expenses Governmental activities: General government $ 11,966,742 $ 11,271,120 $ 10,048,810 $ 14,411,221 Public safety 14,912,511 15,216,789 17,624,991 19,090,869 Transportation 1,217,028 2,459,869 1,398,303 1,518,949 Economic and physical development 1,580,952 1,980,480 1,236,564 1,871,560 Human services 42,950,570 45,016,259 48,293,940 40,545,428 Environmental protection 388,550 375,558 386,587 434,101 Cultural and recreation 2,666,510 2,875,397 3,198,328 3,424,483 Education 27,923,209 31,908,128 27,949,911 27,765,745 Interest on debt 2,360,738 2,563,572 2,216,091 2,162,450 Total governmental activities 105,966,810 113,667,172 112,353,525 111,224,806
Business-type activities: Solid waste 4,257,914 4,257,969 4,153,601 4,358,253 Water and sewer 6,485,087 7,731,846 7,377,729 -
Total primary government expenses $116,709,811 $ 125,656,987 $ 123,884,855 $ 115,583,059
Program Revenues Governmental activities Charges for services: General government $ 2,456,225 $ 2,830,613 $ 1,942,596 $ 2,189,457 Public safety 3,237,161 2,803,589 3,621,076 4,470,016 Transportation 412,777 570,739 914,723 984,754 Economic and physical development 21,750 42,828 - - Human services 8,425,841 9,522,803 - 37,742 Cultural and recreation 143,650 145,335 61,591 80,450 Education 53,142 49,460 48,404 -
Operating grants and contributions: General government 102,264 259,403 - 360,297 Public safety 86,548 181,570 793,243 940,282 Economic and physical development 224,606 88,753 142,785 24,926 Human services 22,148,492 24,006,252 35,848,355 23,820,409 Social services Health Environmental protection 313,451 - - 83,566 Cultural and recreation 725,631 390,625 345,889 388,667 Education - 814,191 1,285,239 1,297,509
Capital grants and contributions: General government 154,263 930,000 - 255,917 Public safety - - 110,783 - Transportation 1,468,879 1,033,334 1,946,045 720,441 Economic and physical development 1,635,267 947,132 166,666 264,889 Education 3,804 37,396 - - Total governmental activities program revenues 41,613,751 44,654,023 47,227,395 35,919,322
U-12 Business-type activities: Charge for services - Solid waste 4,536,505 5,125,881 5,470,632 6,064,461 Charge for services - Water and sewer 7,689,234 8,836,189 2,946 - Total business-type activities program revenues 12,225,739 13,962,070 5,473,578 6,064,461
Total primary government program revenues $ 53,839,490 $ 58,616,093 $ 52,700,973 $ 41,983,783
Net (Expense)/Revenue Governmental activities $ (64,353,059) $ (69,013,149) $ (65,126,130) $ (75,305,484) Business-type activities 1,482,738 1,972,255 (6,057,752) 1,706,208
Total primary government net (expense)/revenue $ (62,870,321) $ (67,040,894) $ (71,183,882) $ (73,599,276)
General Revenues and Other Changes in Net Assets Governmental activities: Property taxes 38,803,549 39,924,011 41,712,759 44,584,792 Local option sales tax 19,554,491 24,264,016 26,314,559 28,802,387 Other taxes and licenses 2,031,188 3,967,492 2,131,473 2,542,563 Investment earnings 384,795 324,355 703,927 1,962,466 Miscellaneous 1,028,043 916,495 4,357,271 5,704,719 Transfers 1,702,494 - 62,000 - Total governmental activities: 63,504,560 69,396,369 75,281,989 83,596,927
Business-type activities: Investment earnings 407,515 297,409 404,952 589,314 Miscellaneous 19,192 195,999 24,051 Special Item (7,000,000) (22,744,176) (2,075,625) Transfers (1,702,494) - (62,000) - Total business-type activities (1,275,787) (6,506,592) (22,377,173) (1,486,311)
Total primary government $ 62,228,773 $ 62,889,777 $ 52,904,816 $ 82,110,616
Change in Net Assets Governmental activities (848,499) 383,220 10,155,859 8,291,443 Business-type activities 206,951 (4,534,337) (28,434,925) 219,897
Total primary government $ (641,548) $ (4,151,117) $ (18,279,066) $ 8,511,340
Note: Accrual-basis financial information for the county government as a whole is available back to 2003 only, the year GASB Statement 34 was implemented.
U-13 Schedule 3 Onslow County, North Carolina Fund Balances of Governmental Funds Last Ten Fiscal Years (modified accrual basis of accounting)
Fiscal Year 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 General Fund Reserved $ $ 8,704,163 7,933,037$ 8,580,401$ 9,554,252$ 10,935,690$ 10,851,872$ 13,233,766$ 13,901,774$ 14,431,038$ 11,334,672 Unreserved designated 5,316,205 5,909,214 6,677,195 8,222,105 9,578,529 9,913,776 6,673,213 7,802,388 11,914,900 10,813,666 Unreserved undesignated 7,034,888 9,199,429 11,128,675 10,566,544 7,856,633 5,901,650 6,290,979 9,440,689 13,787,017 22,622,467
Total general fund $ 21,055,256 $ 23,041,680 $ 26,386,271 $ 28,342,901 $ 28,370,852 $ 26,667,298 $ 26,197,958 $ 31,144,851 $ 40,132,955 $ 44,770,805
All Other Governmental Funds Reserved $ 1,128,319 $ 2,685,513 $ 2,904,517 $ 1,644,515 $ 3,216,655 $ 1,092,180 $ 6,786,779 $ 1,675,819 $ 1,688,753 $ 1,633,792 Unreserved designated 47,802 0 331,000 1,591,978168,997 0 0 1,224,196 196,852 62,626,002 Unreserved undesignated reported in: Special revenue funds 6,051,799 4,587,859 1,751,644535,271 1,974,733 695,060 896,290 393,660 472,897 677,131 Capital project funds 7,931,961 1,145,963 1,689,251(29,557) 649,030 (381,026) (878,917)78,872 104,458648,623
Total all other governmental funds$ 15,159,881 $ 8,419,335 $ 6,676,412 $ 5,181,669 $ 4,569,953 $ 1,406,214 $ 6,804,152 $ 3,398,133 $ 2,437,374 $ 65,585,548
U-14 Schedule 3a Onslow County, North Carolina Fund Balances of Governmental Funds as % of Expenditures Last Ten Fiscal Years (modified accrual basis of accounting)
Fiscal Year 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 General Fund Expenditures $ 70,548,875 $ 76,432,867 $ 83,355,180 $ 86,225,535 $ 93,257,365 $ 97,709,555 $ 99,954,049 $ 115,232,775 $ 109,367,733 $ 109,299,618
Reserved 12.34% 10.38% 10.29% 11.08% 11.73% 11.11% 13.24% 12.06% 13.19% 10.37% Unreserved designated 7.54% 7.73% 8.01% 9.54% 10.27% 10.15% 6.68% 6.77% 10.89% 9.89% Unreserved undesignated 9.97% 12.04% 13.35% 12.25% 8.42% 6.04% 6.29% 8.19% 12.61% 20.70%
Total general fund 29.84% 30.15% 31.66% 32.87% 30.42% 27.29% 26.21% 27.03% 36.70% 40.96%
All Other Governmental Funds Expenditures $ 25,551,597 $ 23,494,055 $ 14,373,462 $ 25,968,290 $ 21,636,832 $ 19,287,125 $ 10,213,552 $ 15,120,036 $ 5,528,710 $ 6,321,785
Reserved 4.42% 11.43% 20.21% 6.33% 14.87% 5.66% 66.45% 11.08% 30.55% 25.84% Unreserved designated 0.19% 0.00% 2.30% 6.13% 0.78% 0.00% 0.00% 8.10% 3.56% 990.64% Unreserved undesignated reported in: Special revenue funds 23.68% 19.53% 12.19% 7.60% 2.47% 3.60% 8.78% 2.60% 8.55% 10.71% Capital project funds 31.04% 4.88% 11.75% -0.11% 3.00% -1.98% -8.61% 0.69% 1.43% 10.26%
Total all other governmental funds 59.33% 35.84% 46.45% 19.95% 21.12% 7.29% 66.62% 22.47% 44.09% 1037.45%
U-15 Schedule 4 Onslow County, North Carolina Changes in Fund Balances, Governmental Funds Last Ten Fiscal Years (modified accrual basis of accounting) 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Revenues Taxes: Property 23,167,128$ 24,292,201$ 27,421,758$ 28,594,206$ 33,054,208$ 37,876,012$ 38,482,631$ 39,917,765$ 41,562,890$ 44,189,585$ Sales 14,948,268 15,710,819 16,216,029 17,116,952 17,519,612 17,897,030 19,554,491 24,264,016 26,314,559 28,802,387 Other 1,387,081 1,241,150 1,304,741 1,276,858 1,368,792 1,038,630 1,212,542 1,675,331 2,131,473 2,542,563 Total taxes 39,502,477 41,244,170 44,942,528 46,988,016 51,942,612 56,811,672 59,249,664 65,857,112 70,008,922 72,991,972 Intergovernmental 32,323,131 47,152,233 46,244,480 53,237,507 50,203,859 49,452,266 37,531,998 41,787,857 43,803,479 32,319,199 Charges for Services 1,582,066 2,392,767 2,163,800 2,425,222 2,298,561 2,030,006 2,751,718 2,979,181 3,571,096 4,600,061 Interest 1,891,739 1,854,626 1,539,722 1,744,797 1,794,275 639,018 384,795 324,355 703,927 1,962,466 Miscellaneous 1,509,738 973,315 1,318,480 1,549,188 1,252,623 2,760,665 3,156,263 2,993,644 3,617,177 4,727,009 Total Revenues 76,809,151 93,617,111 96,209,010 105,944,730 107,491,930 111,693,627 103,074,438 113,942,149 121,704,601 116,600,707
Expenditures General Government 5,983,619 5,927,187 5,508,225 6,804,327 7,092,776 7,492,612 8,074,044 7,732,593 7,270,051 12,685,794 Public Safety 10,645,312 10,243,717 11,227,279 13,509,358 15,618,489 14,431,534 14,008,239 14,945,327 16,267,173 18,005,068 Transportatin 561,430 626,132 722,632 769,398 690,013 689,919 674,388 747,513 924,701 1,115,853 Economic Development 741,288 772,997 1,585,235 2,204,795 2,374,486 1,328,252 1,406,074 1,078,125 1,228,651 1,863,031 Human Services 30,325,963 34,663,047 36,158,875 37,331,554 40,353,880 41,992,442 43,146,607 44,961,773 47,952,941 38,916,980 Environmental Protection 433,843 342,566 325,148 489,580 465,931 423,333 383,699 371,192 386,587 434,101 Culture and Recreation 1,968,701 2,112,870 2,467,678 2,555,084 2,892,821 2,801,922 2,858,590 3,125,447 2,913,545 3,187,323 Non-departmental - - 204,964 461,476 504,138 553,530 569,201 710,254 536,752 1,962,469 Education 14,210,000 15,490,756 19,798,395 19,747,260 21,605,670 23,774,985 24,258,317 25,282,960 26,441,854 27,765,745 Capital Outlay 25,551,597 23,272,100 13,400,506 23,043,618 17,680,995 17,886,144 8,992,232 13,254,097 4 ,452,636 5,712,086 Debt Service: Principal 3,539,721 3,938,591 4,008,747 3,061,165 3,238,876 3,345,018 3,435,472 15,579,958 4,305,461 4,177,746 Interest and Fees 2,138,998 2,536,959 2,320,958 2,216,210 2,376,123 2,356,510 2,360,738 2,563,572 2,216,091 2,162,450 Total Expenditures 96,100,472 99,926,922 97,728,642 112,193,825 114,894,198 117,076,201 110,167,601 130,352,811 114,896,443 111,648,450
Excess of revenues over (under) expenditures (19,291,321) (6,309,811) (1,519,632) (6,249,095) (7,402,268) (5,382,574) (7,093,163) (16,410,662) 6,808,158 4,952,257
Other Financing Sources (Uses) Transfers in 2,007,403 4,854,497 7,082,635 6,223,204 3,201,908 1,719,809 2,896,728 4,158,544 1,764,378 1,642,223 Transfers out (1,945,403) (3,792,497) (5,495,635) (4,336,401) (1,514,887) (1,657,808) (1,194,233) (4,158,544) (1,702,378) (1,642,223) Proceeds from issuance of debt 23,451,808 471,024 1,083,304 4,797,546 5,105,927 325,007 10,237,624 16,282,243 284,116 66,438,716 Proceeds from sale of capital assets 3,950 22,665 450,996 26,633 25,556 128,272 81,647 206,374 878,030 493,847
Total other financing sources (uses) 23,517,758 1,555,689 3,121,300 6,710,982 6,818,504 515,280 12,021,766 16,488,617 1,224,146 66,932,563
Net change in fund balances 4,226,437 (4,754,122) 1,601,668 461,887 (583,764) (4,867,294) 4,928,603 77,955 8,032,304 71,884,820
Debt service as a percentage of noncapital expenditures 8.05% 8.45% 7.51% 5.92% 5.78% 5.75% 5.73% 15.49% 5.90% 5.98% U-16 Schedule 5 Onslow County, North Carolina Assessed Value and Actual Value of Taxable Property Last Ten Fiscal Years
Fiscal Total Estimated Assessed Year Real Property Total Taxable Direct Actual Value as a Ended Residential Commercial Industial Present-use Personal Public Service Assessed Tax Taxable Percentage of 1 2 3 4 30-Jun Property Property PropertyValue Property Companies Exemptions Value Rate Value Actual Value
1997 $ 2,345,836,935 $ 446,296,298 $ 19,248,729 $ 91,929,087578,724,790 $ $ 123,130,392 13,158,117 $ 3,592,008,114 $ 0.644 $ 4,016,558,32989.76% 1998 2,320,266,892 483,450,605 19,581,911 91,715,243738,805,318 118,254,554 16,666,720 3,755,407,803 0.694 4,309,625,66387.53% 1999 2,465,247,466 499,991,705 19,617,805 91,513,374773,926,209 123,130,392 16,763,376 3,956,663,575 0.694 4,725,502,89684.08% 2000 2,556,192,024 528,738,922 19,132,898 89,904,405854,372,619 117,561,263 23,641,556 4,142,260,575 0.694 5,091,274,06081.82% 2001 3,232,646,565 776,697,138 15,565,870 103,873,649947,918,718 145,977,916 24,316,593 5,198,363,263 0.630 5,198,363,263100.47% 2002 3,504,475,369 753,545,075 15,565,870 102,486,2511,003,551,547 153,869,269 25,240,287 5,508,253,094 0.690 5,605,223,46098.72% 2003 3,623,773,690 774,280,743 15,569,658 102,696,5651,020,746,450 153,652,207 32,198,123 5,658,521,190 0.680 5,820,326,26097.77% 2004 3,690,926,003 907,315,747 15,551,566 101,656,7841,074,000,975 155,361,775 35,151,088 5,909,661,762 0.670 6,353,791,80993.56% 2005 3,865,901,186 950,881,418 15,551,566 100,508,7561,101,713,194 162,597,762 35,207,514 6,161,946,368 0.670 6,834,456,93090.68% 2006 4,110,064,998 965,711,436 15,662,864 96,658,1961,245,776,737 176,170,423 34,733,081 6,575,311,573 0.670 7,834,280,44084.37%
Source: Annual County Report of Valuation and Property Tax Levies
Notes:
1 Present use value property is agricultural, horticultural and forestland for which the owner has applied befor taxedthe property at its present to use. The difference in taxes on the present use basis and the taxes that would have been payable are a liend on are the deferred. property The an taxes become due if the property ceases to qualify for present use value. The preceding three fiscal years taxesired to are be thenpaid. requ 2 Public service companies valuationsprovided are to the County by the North Carolina Department of Revenue. Theseclude amounts both in real and personal property. 3 Per $100 of value. 4 The estimated market value is calculated by dividingssed the valueasse by an assessment-to-sales ratio determined teby Departmentthe Sta of Revenue. The ratio is based on actual property sales which took place during the fiscal year. 5 Property in Onslow County is reassessed every sixyears. to eight The last reassessments onwa January 1,2006 and illw be het basis for fiscal 2006 taxes.
U-17 Schedule 6 Onslow County, North Carolina Direct and Overlapping Property Tax Rates Last Ten Fiscal Years
Year Taxes Are Payable 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Onslow County $ 0.6440 $ 0.6940 $ 0.6940 $ 0.6940 $ 0.6300 $ 0.6900 $ 0.6800 $ 0.6700 $ 0.6700 $ 0.6700
Municipality Rates: Holly Ridge 0.5000 0.5000 0.5000 0.5000 0.5000 0.5000 0.5000 0.5000 0.5000 0.5000 Jacksonville 0.5530 0.6230 0.6230 0.6230 0.5900 0.5900 0.5900 0.5900 0.5900 0.5900 North Topsail Beach 0.2900 0.3900 0.4500 0.4500 0.4500 0.4500 0.4500 0.4500 0.4500 0.4500 Richlands 0.4500 0.4500 0.4500 0.4500 0.4500 0.4500 0.4500 0.4500 0.4500 0.4500 Surf City (1) 0.3500 0.3500 0.3500 0.3500 0.3700 0.3700 0.3500 0.3500 0.3500 0.3500 Swansboro 0.5000 0.5000 0.5000 0.5000 0.3800 0.3800 0.3800 0.3800 0.3800 0.3800
1 This municipality became a multi-county town through annexation in 1988.
Notes: A Property was revalued in 2006. B For each government, certain motor vehicles were taxed at the preceding year's rates.
Source: Onslow County Tax Administration
U-18 Schedule 7 Onslow County, North Carolina Principal Property Tax Payers Current Year and Nine Years Ago
2006 1997 Percentage Percentage of Total County of Total County Taxable Taxable Taxable Taxable Assessed Assessed Assessed Assessed Taxpayer Value Rank Value Value Rank Value Jones Onslow EMC 81,384,949 1 1.24% 37,012,000 2 1.03% Carolina Telephone 56,508,682 2 0.86% 42,736,000 1 1.19% Crown America Acquisition Assoc II LP 35,291,135 3 0.54% Carolina Power & Light 29,717,665 4 0.45% 21,050,000 3 0.59% Wal-Mart Real Estate Bus Trust 18,009,660 5 0.27% Marine Federal Credit Union 15,468,044 6 0.24% Jax Commons LLC 14,265,909 7 0.22% Holly Ridge Foods 12,644,768 8 0.19% UDRT of North Carolina LLC 12,644,768 9 0.19% Cross Pointe Developers LLC 11,665,299 10 0.18% Beckley Jacksonville LTD 19,446,000 4 0.54% John Hancock Mutual Life Ins. Co. 12,358,000 5 0.34% Bailey & Associates 11,278,000 6 0.31% Liberty Crossing Apartments 10,856,000 7 0.30% North Hills Properties 10,357,000 8 0.29% AT&T Communications 9,081,000 9 0.25% Carl Beacham & Associates 836,000 10 0.02%
Total 287,600,879 4.37% 175,010,000 4.87%
Source: County Tax Administration
U-19 Schedule 8 Onslow County, North Carolina Property Tax Levies and Collections Last Ten Fiscal Years Expressed in Thousands
Collections within the Fiscal Fiscal Year of the Levy Total Collections to Date Year Taxes levied Percent Collections Percent Ended for the of Levy in Subsequent of Levy 30-Jun Fiscal Year Amount Collected Years Amount Collected 1997 $ 23,262 $ 22,357 96.11% $ 738 $ 23,095 99.28% 1998 24,324 23,394 96.18% 713 24,107 99.11% 1999 27,557 26,535 96.29% 788 27,323 99.15% 2000 28,911 27,667 95.70% 967 28,634 99.04% 2001 33,117 31,821 96.09% 1,021 32,842 99.17% 2002 38,054 36,554 96.06% 1,157 37,711 99.10% 2003 38,751 37,106 95.75% 1,266 38,372 99.02% 2004 39,898 38,277 95.94% 1,147 39,424 98.81% 2005 41,706 40,052 96.03% 1,016 41,068 98.47% 2006 44,529 42,631 95.74% - 42,631 95.74%
Source: Onslow County Tax Administration
U-20 Schedule 9 Onslow County, North Carolina Ratios of Outstanding Debt by Type Last Ten Fiscal Years
Governmental Activities Business-type Activities
General Installment Bond Certificates General Special Total Percentage Fiscal Obligation Purchase Anticipation of Obligation Revenue Obligation Per Primary of Personal Year Bonds Obligations Notes Participation Bonds BondsBonds Government Capita (1) Income (1)
1997 $ 44,150,000 $ 2,414,376 $ 400,000 $ 0 $ 3,342,700 $ 10,535,000 $ 0 $ 60,842,076 $ 413 2.14% 1998 40,775,000 2,376,528 400,000 0 2,909,500 10,175,000 6,844,317 63,480,345 428 2.09% 1999 37,550,000 2,741,259 0 0 2,433,000 9,795,000 6,516,789 59,036,048 395 1.87% 2000 37,700,000 4,327,317 0 0 1,908,800 9,395,000 10,506,958 63,838,075 428 1.94% 2001 35,450,000 8,444,367 0 0 1,332,200 8,977,970 9,807,538 64,012,075 432 1.86% 2002 33,200,000 7,676,745 0 0 697,900 8,535,000 9,066,788 59,176,433 394 1.64% 2003 30,950,000 16,728,897 0 0 0 8,075,000 12,483,896 68,237,793 448 1.91% 2004 29,275,000 19,611,018 0 0 0 0 11,221,996 60,108,014 384 1.55% 2005 26,755,000 18,109,675 0 0 0 0 9,915,303 54,779,978 343 1.26% 2006 74,530,000 16,292,000 0 15,500,000 0 0 8,570,338 114,892,338 709 2.40%
Notes: Details regarding the county's outstandingcan debt be found in the notes to the financial statements. (1) See Schedule 14 for personal incomeand population data. These ratios are calculated using personal income and for population the prior calendar year.
U-21 Schedule 10 Onslow County, North Carolina Ratios of Net General Bonded Debt Outstanding, Last Ten Fiscal Years
General Bonded Debt Outstanding Less: Amounts Percentage General Restricted Percentage of Actual Fiscal Obligation to Repaying of Personal Taxable Value Per Year Bonds Principal Total Income(1) of Property(2) Capita(1)
1997 $ 47,892,700 $ 0 $ 47,892,700 1.69% 1.33% $ 325 1998 44,084,500 0 44,084,500 1.45% 1.17% 297 1999 39,983,000 0 39,983,000 1.27% 1.02% 268 2000 39,608,800 0 39,608,800 1.20% 0.96% 266 2001 36,782,200 0 36,782,200 1.07% 0.71% 248 2002 33,897,900 0 33,897,900 0.94% 0.62% 225 2003 30,950,000 0 30,950,000 0.86% 0.55% 203 2004 29,275,000 0 29,275,000 0.76% 0.50% 187 2005 26,755,000 0 26,755,000 0.62% 0.43% 168 2006 74,530,000 0 74,530,000 1.56% 1.13% 460
Notes: Details regarding the County's outstanding debtcan be found in the notes to the Financial Statements. (1) See Schedule 14 for personal income and population data. These ratios are calculated using personal income and population for the prior calendar year. (2) See schedule 5 for property value data.
U-22 Schedule 11 Onslow Cunty , North Carolina Legal Debt Margin Information, Last Ten Fiscal Years (dollars in thousands)
Fiscal Year 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Assessed Value of Property 3,592,008 3,755,407 3,956,663 4,142,260 5,198,363 5,508,253 5,658,521 5,909,661 6,161,946 6,575,312
Debt Limit, 8% of Assessed Value (Statutory Limitation) 287,361 300,433 316,533 331,381 415,869 440,660 452,682 472,773 492,956 526,025
Amount of Debt Applicable to Limit General obli gation bonds 47,493 43,685 39,983 39,609 36,782 33,898 30,950 29,275 26,755 74,530 Bonds authorized but not issued 0 0 0 0 0 0 0 16,425 16,425 43,780 Installment purchasegreements a 2,414 2,377 2,741 4,327 8,444 7,677 16,729 19,611 18,110 16,292 Bond anticipaion bonds 40040000000000 Certificates of participation 0 0 0 0 0 0 0 0 0 15,500 Revenue bonds 10,535 10,175 9,795 9,395 8,978 8,5350 8,075 0 0 Special obligation bonds 0 6,844 6,517 10,507 9,808 9,067 12,484 11,222 9,915 8,570 Gross Debt 60,842 63,480 59,036 63,838 64,012 59,176 68,238 76,533 71,205 158,672
Less: Debt outstanding for water and sewer purposes 3,343 2,910 2,433 1,909 1,332698 0 0 0 0 Revenue bonds 10,535 10,175 9,795 9,395 8,978 8,5350 8,075 0 0 Special Obligation Bonds 0 6,844 6,517 10,507 9,808 9,067 12,484 11,222 9,915 8,570 Total net debt applicable to limit 46,964 43,552 40,291 42,027 43,894 40,877 47,679 65,311 61,290 150,102
Legal Debt Margin $ 240,396 $ 256,881 $ 276,242 $ 289,353 $ 371,975 $ 399,783 $ 405,003 $ 407,462 $ 431,666 $ 375,923
U-23 Schedule 12 Onslow County, North Carolina Computation of Direct and Overlapping Debt General Obligation Bonds June 30, 2006 (unaudited)
Estimated General Obligation Bonded Share o f Debt Outstanding Estimated Direct and Governmental Business-type Percentage Overlapping Governmental Unit Activities Activities Applicable Debt
Direct Debt: Onslow County 74,530,000 0 100.00% 74,530,000
Overlapping Debt:
Jacksonville 0 0 100.00% 0 Holly Ridge 314,000 0 100.00% 314,000 North Topsail Beach 0 0 100.00% 0 Richlands 0 0 100.00% 0 Surf City * 620,000 0 42.82% 265,484 Swansboro 0 0 100.00% 0
Total direct and overlapping debt 579,484
* Municipality is split between Onslow and Pender County this percent represents share of property tax from Onslow County
U-24 Schedule 13 Onslow County, North Carolina Calculation of Debt Service Coverage Solid Waste Fund Last Ten Years (amounts expressed in thousands) (unaudited)
Net Revenue Fiscal Year Gross Direct Non Available Ended Operating Operating Operating for Debt Debt Service Requirements June 30 Revenue Expenses Revenuesvice Ser Principal Interest Total Coverage
1997 N/A N/A N/A N/A N/A N/A N/A N/A 1998 N/A N/A N/A N/A N/A N/A N/A N/A 1999 N/A N/A N/A N/A N/A N/A N/A N/A 2000$ 4,705 $ 2,646 $ 514 $ 2,573 $ 470 $ 371 $ 841 3.06 2001 4,285 2,106 1,231 3,410 711 549 1,260 2.71 2002 4,347 2,167 181 2,361 733 516 1,249 1.89 2003 4,537 1,836 142 2,843 793 420 1,213 2.34 2004 5,126 2,020 95 3,201 1,262 472 1,734 1.85 2005 5,471 2,276 280 3,475 1,307 443 1,750 1.99 2006 6,064 2,350 589 4,303 1,345 388 1,733 2.48
Source: Onslow County Audits
U-25 Schedule 14 Onslow County, North Carolina Demographic and Economic Statistics Last Ten Fiscal Years
Personal Per Income (2)(5) Capita Public (thousands Personal Median School Unemployment Year Population(1) of dollars) Income (2)(5) Age (1) Enrollment(3) Rate(4)
1997 147,352 $ 2,840,383 $ 19,107 24.97 20,696 3.90% 1998 148,324 3,038,156 20,534 24.96 21,000 3.80% 1999 149,341 3,151,787 20,904 24.95 22,056 4.00% 2000 149,007 3,293,434 22,011 25.00 22,952 3.30% 2001 148,268 3,437,230 22,900 24.59 23,945 4.10% 2002 150,355 3,607,640 24,362 25.00 22,810 6.30% 2003 152,424 3,580,321 23,910 24.04 21,975 6.10% 2004 156,697 3,874,134 25,579 23.86 21,947 4.80% 2005 159,711 4,344,447 28,104 23.78 22,940 5.70% 2006 161,958 4,785,000 31,387 23.85 23,854 4.80%
* Information not yet available.
Notes: (1) N.C. State Office of State Budget and Management (2) Bureau of Economic Analysis, U. S. Department of Commerce. Figures are for the prior calendar year (3) N.C. Department of Public Instruction, First Month Average Daily Membership (4) N. C. Employment Security Commission, Annual Average for prior calendar year. (5) 2006 amounts are Preliminary figures from Bureau of Economic Analysis
U-26 Schedule 15 Onslow County, North Carolina Principal Employers Current Year and Seven Years Ago
2006 1999 Percentage Percentage of Total County of Total County Employer Employees Rank Employment Employees Rank Employment
USMC Base, Camp Lejeune 41,370 1 41.42 % 42,147 1 44.92 % Camp Lejeune Civil Service 4,675 2 4.68 4,631 2 4.94 Onslow County Board of Education 3,150 3 3.15 2,650 3 2.82 Onslow County Government 1,075 4 1.08 1,603 4 1.71 Onslow Memorial Hospital 1,000 5 1.00 1,200 5 1.28 CustomerLinx of North Carolina 620 6 0.62 Wal-Mart Associates, Inc. 610 7 0.61 Camp Lejeune Dependent Schools 585 8 0.59 City of Jacksonville 480 9 0.48 Convergys Marketing 450 10 0.45 800 7 0.85 Naval Hospital 1,098 6 1.17 Thorn Apple Valley Inc 522 8 0.56 Gibralter Publishing 450 9 0.48 Stanadyne 400 10 0.43
Total 54,015 54.08 % 55,501 59.15 %
Source: NC Employment Security Commission
U-27 Schedule 16 Onslow County, North Carolina Full-time Equivalent County Government Employees by Function, Last Ten Fiscal Years
Full-time Equivalentgeted Bud Employees as of June 30 Function/Program 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Generalg overnment N/A 123 125 131 130 129 129 133 127 124 Public safety N/A 229 238 254 257 235 252 257 297 305 Transportation N/A 19 19 22 15 15 15 15 18 23 Economic & physical development N/A 20 20 22 22 23 23 16 29 30 Human Services * N/A 710 739 799 813 787 808 750 545 556 Environmental protection/A N 77777776 7 Cultural and recreational/A N 15 535664616461860 9 Enterprise Fund - Solid Waste N/A 34 34 34 35 34 34 34 34 32 Enterprise Fund - Public Utilities ** N/A 54 55 58 58 58 58 59 Total 0 1247 1290 1383 1401 1349 1390 13321167 1142
Source: County Human Resources Department
Note: This schedule represents number of employees bud geted per fiscal year
* Mental health noger lon a county dept as of 2005 ** Water Dept no gloner a county dept as of 2005
U-28 Schedule 17 Onslow County, North Carolina Operatin g Indicators by Function/Pro g ram, Last Ten Fiscal Years
Function/Pro g ram 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 General government Number of re gistered voters 42,732 44,176 47,081 42,732 53,881 60,012 62,365 66,427 71,431 73,616 Marriage licenses issued 1,943 1,992 2,086 1,997 2,215 2,348 2,421 2,550 2,509 1,780 2 Deeds recorded n/a n/a n/a n/a n/a n/a n/a 6,703 8,603 5,568 2 Public Safety # of warrants served n/a n/a n/a n/a n/a n/a n/a n/a 8,079 10903 2 # of E911 EMS calls n/a 13,862 17,063 9,672 9,744 10,226 10,555 11,276 12,396 7610 # of E911 Fire calls n/a 2,992 1,838 2,200 2,109 2,389 2,944 2,296 3,455 1,660 2 # of E911 law enforcement calls n/a 32,469 33,202 36,693 36,276 38,122 40,621 40,713 48,314 28,486 2 Animal Complaints 4,902 10,051 8,999 8,129 7,871 8,770 8,908 9,087 9,839 4,204 1 Animals sheltered 6,306 8,662 7,263 7,530 7,053 7,473 7,651 7,599 8,272 3,361 1 Transportation Enplanements 70,650 65,583 54,974 36,939 29,500 30,587 41,047 72,743 92,698 50,287 3 Economic & Physical Development # of buildin g permits 1,889 1,902 1,693 1,450 1,549 1,685 1,609 1,765 1,951 2,752 # of buildin g inspections n/a n/a n/a n/a 5,421 11,792 13,216 17,171 20,726 20,870 Human Services Health Dept # of Food & Lod gin g inspections 1,693 1,647 1,756 1,761 1,822 1,827 1,866 1,851 1,579 1,456 # of patients contacts n/a n/a n/a n/a n/a 17,051 n/a 16,519 17,950 30,066 Social Services - # of clients served n/a 17,791 13,560 14,740 15,795 17,528 20,915 19,304 22,877 20,737 Senior Services # of clients served 37,676 37,701 37,676 38,382 37,513 37,952 37,299 37,430 40,498 39,492 Veterans Services # clients served n/a n/a n/a 6,898 6,356 12,833 12,673 12,972 11,528 12,136 Environmetal Protection feet on waterways cleared of debris & n/a n/a 72,043 31,946 43,730 39,670 12,065 56,726 24,661 83,922 #responses of citizen mosquito complaints n/a n/a 272 752 549 196 1,123 316 262 601 Cultural & recreational # of library visits 224,945 228,283 229,729 225,854 225,977 205,566 197,006 229,344 263,629 263,537 4 4 4 4 # of museum visits n/a n/a n/a n/a n/a 15,000 15,000 15,000 18,532 15,000 Enterprise Fund-Solid Waste Landfill & Convenience site transactions n/a n/a n/a n/a 119,535 119,515 123,122 132,230 128,230 130,458 Tonna ge at sites n/a n/a n/a n/a 1968.88 1929.21 1731.19 1884.43 1664.62 2506.23 Recyclables tonna ge from sites n/a n/a n/a n/a n/a 164.84 418.68 351.25 400.72 367.34 White goods tonna ge n/a n/a n/a n/a 677 750 829 975 1048 964
1 thru May 2006 2 thru 8/23/06 3 thru July 2006 4 estimate U-29 Schedule18 Onslow County, North Carolina Capital Asset Statistics by Function/Program, Last Ten Fiscal Years
Function/Program 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Public Safety Number of patrol vehicles N/A N/A N/A N/A N/A N/A N/A N/A 150 151 Volunteer Fire Depts 22202020202020202019 Number of EMS stations 13 13 13 13 13 13 13 6 6 7 Number of ambulances N/A N/A N/A N/A N/A N/A N/A N/A 20 19 Number of Rescue Squads 999 Number of jail beds 118 118 118 118 118 118 118 118 118 118
Cultural & Recreational Number of Parks 9 9 9 10 10 11 12 13 13 13 Acreage 367 367 367 370 370 382 765 1,050 1,050 1,050 Number of libraries 5 5 5 5 5 5 5 5 5 5
Enteprise fund Solid Waste Number of convenience sites n/a n/a n/a n/a 11 11 11 11 11 10 Yrs of estimated life of Landfill n/a n/a n/a n/a n/a n/a n/a 17 15 14
Education Number of Public Schools 30 32 32 32 32 33 33 33 33 33
U-30