Washington County, Maryland
2011 ANNUAL BUDGET
This document is a look at the 2011 Washington County budget. We hope it will enhance your understanding of how Washington County is organized, the services it provides, and the funding sources used to pro- vide those services. Our purpose is to deliver to the citizens of Washing- ton County the very highest quality of services as efficiently and economi- cally as possible, making every dollar count.
WASHINGTON COUNTY GOV'T Fiscal Year 2011 Operating and Capital Budgets
Office of Budget & Finance Black Rock Golf Course—The Rock 240-313-2300 Washington County, Maryland Table of Contents
Table of Contents Page
Distinguished Budget Presentation Award ...... 1
Budget Message ...... 3
Organization and Community Profile
County Commissioners of Washington County ...... 9
Vision and Mission Statement ...... 10
Goals & Objectives ...... 11
Key Goals for Fiscal Year 2011...... 13
Matrix of Primary County Goals by Department...... 14
Table of Organization ...... 17
Personnel Summary by Department ...... 19
Fiscal Year 2011 Summary of Changes in Positions...... 21
Community Profile ...... 23
Operational Overview
Comprehensive Fiscal Policies ...... 27
Budget Practices and Process ...... 33
Fund Summaries ...... 37
Total Sources and Uses of County Funds ...... 41
Combined Statement of Revenue, Expenditures, and Changes in Undesignated Fund Balance. 42
Capital Program and Debt Management
Capital Budgeting and Outstanding Debt ...... 47
Debt Affordability Analysis ……...... 50
Six-Year Capital Improvement Plan ...... 55
Development of the Capital Improvement Plan ...... 55
Capital Project Priority Ranking System…...... 56
Operating Impact of Capital Improvement Projects...... 58
Capital Improvement Budget Overview ...... 59
Capital Improvement Plan Funding Sources ...... 59
Six-Year Capital Improvement Plan Summary ...... 61
2011 Budget Document Washington County, Maryland Table of Contents
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Fiscal Year 2011 Capital Improvement Budget – Project Detail ...... 62
Summary of Major Capital Improvement Plan for FY 2012 – 2016 ...... 69
General Fund:
General Fund Revenue Summary ...... 73
General Fund Revenue Detail ...... 75
General Fund Expenditure Summary ...... 81
General Fund Expenditure Detail by Department and Agency
General Fund Education Summary ...... 83
Board of Education – Maintenance of Effort ...... 85
Board of Education – Other Funding ...... 87
Board of Education – School Health Nurses ...... 89
Hagerstown Community College ...... 91
Washington County Free Library ...... 93
Library Maintenance ...... 95
General Fund Public Safety Summary ...... 97
Sheriff - Judicial ...... 99
Process Servers ...... 101
Sheriff - Patrol ...... 103
Sheriff – Central Booking ...... 105
Sheriff - Detention Center ...... 107
Public Facilities Annex...... 109
Narcotics Task Force ...... 111
Civil Air Patrol ...... 113
Fire & Rescue Volunteer Services ...... 115
Fire & Rescue Operations ...... 117
Air Unit ...... 119
Special Operations ...... 121
2011 Budget Document Washington County, Maryland Table of Contents
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911 – Communications ...... 123
Emergency Management ...... 125
Communications Maintenance ...... 127
Humane Society of Washington County ...... 129
General Fund Transfers Summary ...... 131
Operating Transfers ...... 133
Capital Transfers ...... 135
General Fund Court System Summary ...... 137
Circuit Court ...... 139
Orphans Court ...... 141
States Attorney ...... 143
General Fund State Functions Summary ...... 145
Health Department ...... 147
Social Services ...... 151
Agricultural Extension Service ...... 153
Election Board ...... 155
Soil Conservation ...... 157
Weed Control ...... 159
Gypsy Moth Program ...... 161
Agricultural Marketing ...... 163
General Fund Non-Profits Summary ...... 165
Tri-County Council of Western Maryland ...... 167
Historical Society ...... 169
Children’s Village of Washington County ...... 171
Citizens Assisting and Sheltering the Abused ...... 173
Community Action Council ...... 175
Commission on Aging ...... 177
2011 Budget Document Washington County, Maryland Table of Contents
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Senior Living Alternative ...... 179
Museum of Fine Arts ...... 181
Arts Council ...... 183
Memorial Recreation ...... 185
Maryland Symphony Orchestra ...... 187
Miss Maryland ...... 189
Leadership of Washington County ...... 191
Discovery Station ...... 193
C Safe Initiative ...... 195
General Fund General Operations Summary ...... 197
County Commissioners ...... 199
County Clerk ...... 201
County Administrator ...... 203
Public Information ...... 205
Budget and Finance ...... 207
Independent Accounting and Audit ...... 209
Purchasing ...... 211
Treasurer ...... 213
County Attorney ...... 215
Human Resources ...... 217
Central Services ...... 219
Information Technology ...... 221
General Operations ...... 223
General Fund Planning and Permits Summary ...... 225
Planning and Community Development ...... 227
Zoning Appeals ...... 229
Building Inspections ...... 231
2011 Budget Document Washington County, Maryland Table of Contents
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General Fund Building Summary ...... 233
Buildings ...... 235
General Fund Other Summary ...... 237
Women’s Commission ...... 239
Historic District Commission ...... 241
General Fund Medical Summary ...... 243
Medical Examiner ...... 245
Contracted Ambulance ...... 247
Pauper Burial ...... 249
General Fund Public Works Summary ...... 251
Public Works Administration ...... 253
Public Works – Land Development ...... 255
Public Works – Capital Projects ...... 257
General Fund Parks and Recreation Summary ...... 259
Buildings, Grounds, and Parks ...... 261
Martin L. Snook Pool ...... 263
Recreation ...... 265
General Fund Economic Development Summary ...... 267
Economic Development Commission ...... 269
Highway Fund ...... 271
Other Governmental Funds Summary ...... 275
Foreign Trade Zone ...... 277
Agricultural Education Center ...... 279
Community Partnership ...... 281
Inmate Welfare ...... 285
Gaming ...... 287
Hotel Rental Tax ...... 289
Land Preservation ...... 291
2011 Budget Document Washington County, Maryland Table of Contents
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Contraband ...... 293
Enterprise Fund Summary ...... 295
Solid Waste ...... 297
Water Quality ...... 299
Transit ...... 303
Airport ...... 305
Golf Course ...... 307
Information Resources Frequently Asked Questions ...... 309 Contact Information ...... 310 County Documents ...... 311 Glossary ...... 313 Acronyms ...... 319
2011 Budget Document 1 Washington County, Maryland
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2011 Budget Document 2
Budget Message
Annual Operating and Summary Capital Improvement Budgets
BBuuddggeett MMeessssaaggee 2011
July 1, 2010
To the Citizens of Washington County:
We are pleased to present to you the fiscal year 2011 Operating and Capital budget for Washington County, Maryland. These budgets set forth the plans for implementing the initiatives and goals of the County Commissioners to provide appropriate services and direction for Washington County and its citizens.
Summary of Approved Budgets Budget for Fiscal Year 2011 Page Fund Description Current Year Approved Increase % Change Reference Budget 2010 Budget 2011 (Decrease)
Operating Funds: 81 General $ 209,346,700 $ 197,148,580 ($ 12,198,120) (5.8%) 271 Highway 8,694,790 8,489,090 (205,700) (2.4%) 297 Solid Waste 8,157,410 7,303,380 (854,030) (10.5%) 299 Water Quality 17,190,700 16,183,580 (1,007,120) (5.9%) 303 Transit 2,420,400 2,182,700 (237,700) (9.8%) 305 Airport 2,864,430 3,002,610 138,180 4.8% 307 Golf Course 1,246,490 1,204,760 (41,730) (3.4%)
$ 249,920,920 $ 235,514,700 ($ 14,406,220) (5.8%) Restricted Funds: 277 Foreign Trade Zone 7,000 0 (7,000) (100.0%) 279 Agricultural Education 190,760 187,430 (3,330) (1.8%) 281 Community Partnership 295,760 295,760 0 0% 285 Inmate Welfare 500,00 744,310 244,310 48.9% 287 Gaming Fund 2,375,160 2,150,980 (224,180) (9.4%) 289 Hotel Rental Tax 1,500,000 1,500,000 0 0% 291 Land Preservation 556,000 640,330 210,330 15.2% 293 Contraband 0 40,000 40,000 100.0%
$ 5,424,680 $ 5,558,810 $ 134,130 2.5% 61 Capital Funds 91,589,400 54,252,500 (37,336,900) (40.8%) Capital Improvement $ 91,589,400 $ 54,252,500 ($ 37,336,900) (40.8%)
Total Approved Budgets $ 346,935,000 $ 295,326,010 ($ 51,608,990) (14.9%)
The 2011 budgets were prepared with an emphasis on long-term financial planning and meeting financial management policies, while also addressing the County’s current and future growth issues. This document builds on goals of the Commissioners such as building partnerships with municipalities and education, continued comprehensive plan and financial development, and maintaining front line services in a cost effective manner.
The total adopted budget for all funds in fiscal year decreased by $51.6 million or (14.9%). Operating funds decreased $14.4 million or (5.8%). Public safety and educational expenditures provided within Washington County received overall decreases of (1.63%) and (.71%) respectively, while internal programs resulted in a net funding decrease of (26.5%). Restricted funds showed a slight increase of 2.5 %. Capital funds decreased by $37.3 million or (40.8%), mainly related to a decrease in funding sources. A comparison of the County’s current budget year to the approved budget is as follows.
2011 Budget Document 3 BBuuddggeett MMeessssaaggee 2011
The overall approved budget reflects a decrease of $51.6 million or (14.9%), in total operations. Downward trends in the housing market and high unemployment are the major cause of the reduction within the General fund. The Capital Improvement fund addresses major road development, school construction, water & sewer, and other major infrastructure projects. Due to projected economic trends the Capital Improvement fund was also restructured and now shows a $37.3 million decrease or (40.8%). Changes in the two major funds are reflected below in the table below:
General Fund Revenues Capital Improvement Fund Revenues 150 60 100 40 50 20 0 0 Property tax Other Charges for Grants/Other Cash Bonds Taxes Other General Services
2010 2011 2010 2011
Major highlights of the 2011 budgets are:
. Reduce operating costs by -5.2% and a four-year average decrease of -.4%. . Total General Fund budget has a four-year average change of 2.8% increase. . Provides maintenance of effort funding for the Board of Education. . Provides capital funding for roads, education, and environmental projects. . No salary steps or colas were provided to employees. . Maintains manageable debt levels and ratios. . Maintains balanced budget, no structural deficit while maintaining current services and programs. . Changed tax-setoff program from a tax rebate to a tax differential, reducing the County’s tax rate to all citizens living within an incorporated area of Washington County.
The following discussion reflects a more in-depth analysis of the fiscal year 2011 budgets, addresses issues facing Washington County now and in the future, and discusses issues that other funds will be facing outside of General Fund operations. All budgets were prepared based on best management practices, financial management policies, and debt affordability guidelines.
Local Economy
The County’s revenue outlook is expected to be sluggish over the next several years due to challenges we face in the real estate market and personal income tax, two major revenue sources. These challenges stem from projections of very modest growth in taxable values and the continued labor market strain. The County expects to experience a slowdown in economic development due to the projected decline in market activity. The expansion of taxable values has slowed considerably as the average sales price declined 11% from March 2009 and new home starts have declined by 17% for the same period. The County expects this trend to continue in the near term but is positioned to manage through any related fiscal impacts due to excess capital reserves saved to help manage the pay-go program. The County is seeing some growth in the aerospace and defense industries although it has been on a small scale. Redevelopment of the 591-acre former site of the Fort Ritchie U.S. Army Base serving as the center for new development is in development. The former fort will be redeveloped over the next 10 years to include residential and commercial space to accommodate an estimated 4,500 new jobs. The County’s unemployment rate for June 2010 was 10.2% compared to the State unemployment rate of 7.4%. Unemployment is projected to remain high for the foreseeable future.
2011 Budget Document 4 BBuuddggeett MMeessssaaggee 2011
Financial Stability
Good budgetary policies make it clear that the budget process is not simply an exercise in balancing revenues and expenditures one year at a time, but is strategic in nature, encompassing a multi-year financial and operating plan that allocates resources on the basis of identified goals. A good budget process moves beyond the traditional concept of line item expenditure control, it also provides incentives and flexibility to the County that can lead to improved program efficiency and effectiveness.
The County has outlined budget practices to provide long-term financial management and be proactive, not reactive in our business approach to County operations. As a result the County has upheld recent upgrades and recalibrations given by Standard & Poor’s of AA, Fitch Ratings of AA, and Moody’s Investors Service of Aa2. These ratings reflect a diverse property tax base, solid financial position with historically strong reserves, sound financial management, and strong debt policies with overall low debt levels.
Highlights of the General Fund Budget:
The General Fund decreased by $12.2 million or 5.8% in fiscal year 2011. This change is summarized as follows:
Revenues:
. Property Tax revenue decreased by $3.5 million or 2.7%. This decrease was due to adjustments made for conversion from a tax rebate to a tax differential method of applying the property tax set-off program. . Local Tax revenue decreased by $8 million or 11% due to Income tax revenue decreasing as a result of higher unemployment rates and lower company profits. . Program revenues decreased by $.7 reflecting the slowdown in permit sales and State revenue reductions to local governments.
Expenditures:
. No cola or step increases were provided to employees. There are no current plans to cut positions or institute furlough days within County government. . Overall operating costs decreased by 5.2% over prior year. The four year average operating change reflects a .4% decrease. . Total expenditures were reduced by 5.8% or a four-year average increase of only 2.8%. . Provides full maintenance of effort funding for the Board of Education, but eliminates one-time funding for buses in 2011. . No capital outlay funding was provided and the County’s 10-year capital improvement plan was restructured to accommodate reduced pay-go funding from the general fund from excess capital reserves.
Business development and residential growth in Washington County is slowing as inventories have grown and businesses await economic recovery, which mirrors the national economy. The county expects the current economic conditions to improve or stabilize starting in late 2011. Due to the county’s conservative fiscal management no detrimental financial effects are expected barring any unmanageable State cuts.
During the past four years the County has kept operating base line costs at an average of (.4%) negative growth. Excess revenues of the past several years were saved for anticipated downturns. These funds will be utilized in future years for unanticipated cost increases, economic downturns and/or budget issues anticipated with the State of Maryland’s structural deficit. Approximately $1.6 million is being utilized for the 2011 Capital Improvement budget.
The General fund cash reserve is anticipated to be funded for fiscal year 2010. This reserve of 17% or a 60-day reserve represents, but is not limited to, reserves for catastrophic events, economic downturns, cash flow requirements, and unanticipated opportunities. This percentage makes the General fund in compliance with written county policy but below the national median of 27% for AA rated counties as published in the Moody’s 2008 Local Government National Medians release for populations over 100,000 but fewer than 250,000.
2011 Budget Document 5 BBuuddggeett MMeessssaaggee 2011
As it relates to GASB 45 – Other Post Employment Benefits – the County has proactively responded by fully funding the annual required contribution (ARC) for all governmental fund types in the amount of $1.4 million. Enterprise activities funded the ARC for the fourth year in a five-year plan in the amount of $185,000 so that current rates could absorb increased expenditures to the activities without causing a substantial burden on the users of those services. The Actuarial Unfunded Accrued Liability is $16.6 million and the Annual Required Contribution is $1.6 million as of June 2009.
Capital Improvement Budget
The Capital Improvement budget includes funding for major infrastructure projects such as schools, roads, water and sewer, public safety and solid waste projects. The County uses detailed project analysis, cash management, priority ranking system, and operating disclosure to help prioritize, fund, and develop its capital improvement plan. The plan uses conservative financial and economic forecasts in its revenue estimates and uses debt affordability guidelines to stay within debt issuance limits. By adhering to cash management policies, self imposed debt affordability guidelines, and making the capital improvement plan a more realistic tool, the County is better able to forecast future needs and/or to foresee future issues.
The Capital Improvement budget for fiscal year 2011 is $54.3 million, representing a (40.8%) decrease. Major capital projects for fiscal year 2011 include new schools and renovations of $21.1 million for the Board of Education and Hagerstown Community College, $14 million for road improvements, $1.7 million of water and sewer improvements and upgrades, and $5.3 million for landfill projects.
The County’s capital improvement plan has been restructured in 2011 to account for decreasing trends in the housing market and other support revenues. Debt issuance is still projected to remain within acceptable levels, as fees, tax revenues, and pay-go funds are expected to support the demands for capital investments. Grants, pay-go, and growth related fees account for over $37.6 million in funding revenue or 69.3% of the funds needed to support the capital budget for fiscal year 2011.
The County’s total debt issuance for the capital plan is affordable based on the annual analysis, which is calculated at $16 million annually. The 2011 Capital Improvement Plan reflects debt issuance at amounts below the projected affordable levels, reflecting the conservative nature of Washington County. The County’s debt capacity is measured against other Maryland counties and national standards, in which benchmarks are updated on an annual basis to keep them current. This ensures that the County consistently maintains affordable debt levels now and in the future.
Highway Fund
The Highway Fund accounts for road maintenance, snow removal, storm damage, and other road related costs. Its main funding source was Highway User Revenues distributed by the State of Maryland. Highway User Revenue was eliminated due to State budget reductions. As mentioned last year, this reduction in Highway User revenue was anticipated and has been fully supplanted by the General Fund.
Water Quality Fund
The Water Quality Fund includes a revenue increase of 4% for fiscal year 2011. The Water Quality capital plan includes an Enhanced Nutrient Removal projects mandated by the State that involves over $67 million. This project will be funded by a combination of State grants, bonds, and cash. The remaining capital plan is related to line improvements, system upgrades, and new pumping stations. The fiscal year 2011-2016 capital plan is projected at $39 million. Funding for this program includes grants, debt and cash. Average revenue increases for the next 10 years are projected at 3% to 4%.
The 10-year financial plan follows current management practices and policy objectives by providing operational funding, maintaining capital equipment, allowing for known mandates, and providing affordable rate increases. The plan also includes a 90-day operating reserve and a capital reserve.
2011 Budget Document 6 BBuuddggeett MMeessssaaggee 2011
The Water Quality fund currently receives a subsidy from the General fund. Rating agencies consider the Water Quality fund self-supporting due to the financial plan in effect and the current financial strength of the fund. After eight years of the plan implementation design, cash reserve funding, budgetary forecasts, and long-term revenue planning, the County’s goal of removing the subsidy is on track and ahead of initial projections. It is programmed in the financial plan to remove the General Fund subsidy in fiscal year 2013.
Solid Waste
Solid Waste revenues decreased by $854,000 or 10.5% for fiscal year 2011 as a result of the decreasing waste stream. This reduction in waste stream is the result of the residential building market slow down and a portion of commercial haulers removing waste to out of state sites. The County is in the process of studying possible recycling and franchising options to improve waste stream options for the County.
Although this downturn has extended the landfill life, a balance must be maintained with the fixed operational costs. The County uses a cost of service analysis to determine the actual costs of programs and services for its solid waste operation, which includes operational cost, closure and post-closure cost, future construction cost, financing, and operating and capital reserves. The County evaluates trends in market price and tonnage activity on an on-going basis. The County has a financial plan in place to have operating, closure, post-closure, and future construction reserves funded within its cost of service model, which is used for rate setting.
Conclusion:
As the County prepared the fiscal year 2011 budgets, several priorities and issues were addressed. In addition to local development and sluggish revenue issues, the County also developed its long and short-term goals. During the Capital and Operating budget process the goals are articulated down to departmental goals. The highlights of the priorities, issues, and annual goals are summarized as follows:
Fiscal Year 2011 Budget Highlights:
. Provides second year of funding for a new Senior Citizen Center. . Completes funding for the 911 consolidation between the County and the City of Hagerstown. . Provides maintenance of effort funding for the Board of Education. . Provides capital funding for roads, education, and public utility projects even with reduced pay-go funding. . Fully funds the Emergency Medical Service Plan for 24/7 staffing of advanced life support and basic life support providers at all eight stations. . Maintains manageable debt levels and ratios. . Maintains balanced budget, with no tax increases and no structural deficit while maintaining current services and programs. . Provides a tax differential directly to citizens in place of the tax rebate paid directly to municipalities. . Provides full funding as it relates to the State Highway User cuts. . Operational costs were reduced by 5.2%, with a four year average decrease of (.4%).
Critical Challenges Faced in Preparing the Fiscal Year 2011 Budget:
. Providing adequate emergency services for Washington County citizens has been and will continue to be an issue facing Washington County. The correct mix of paid personnel and volunteers along with adequate services in all areas of the County will affect the long-range management plans and operational budgets.
. Decreases in both State and local revenues have created challenges with the County’s road and school construction programs. Adjustments have been made to the County’s long-range capital plan to account for the decreases in revenue, decreased development, and level population growth projections.
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Organization and Community Profile
■ County Commissioners of Washington County
■ Vision and Mission Statement
■ Goals & Objectives
■ Key Goals for Fiscal Year 2011
■ Matrix of Primary County Goals by Department
■ Table of Organization
■ Personnel Summary by Department
■ Summary of Changes in Positions
■ Community Profile
Annual Operating and Summary Capital Improvement Budgets
County Commissioners of Washington County
JOHN F. BARR, A first-term County Commissioners, was elected in 2006 and serves as President of the Board of County Commissioners. He was raised in Boonsboro, Maryland and is a Master Electrician in five states. In high school, Mr. Barr worked for his dad as a field electrician at M/L Electric, Inc., which began in 1927. In 1979 he formed the management team overseeing the service department. In 1984, Mr. Barr bought the company from his dad and changed the name to Ellsworth Electric, Inc. Mr. Barr is active in various service organizations and community projects.
TERRY L. BAKER, a first-term County Commissioner, was elected in 2006, and serves as Vice-President of the Board of County Commissioners. He is a 1973 graduate of Williamsport High School, a 1975 graduate of Hagerstown Community College, and a 1978 graduate of Auburn University, with a degree in Education. Mr. Baker is employed as a trade’s instructor (carpentry) at the Washington County Technical High School. Prior to being elected a County Commissioner he served as a Council Member for the municipality of Clear Spring, from 2002 to 2004, and as Assistant Mayor from 2004 to 2006.
JAMES F. KERCHEVAL, a second-term County Commissioner, was first elected in 2002. He was born and raised in Washington County. Mr. Kercheval graduated from Smithsburg High School (Co-Valedictorian) in 1983, attended Hagerstown Community College, and received a B.A. degree in Mathematics/Computer Science from Shippensburg University in 1987. Following college, he became a partner in Em-Ing’s Broiled Foods, a restaurant/catering operation in Ocean City, MD. In 1990, he opened Kerch’s Southern BBQ in Hagerstown. Mr. Kercheval is a member a member of various local organizations including the Washington County Chamber of Commerce, Board member of Hagerstown Rotary, Past-President of the Hagerstown Jaycees, and was named Washington County Chamber of Commerce’s Small Businessman of the Year in 2000.
WILLIAM J. WIVELL, C.P.A., a third-term County Commissioner, was first elected in 1998, and served as Vice-President of the Board from 2002 to 2006. Mr. Wivell is the Business Manager for Saint James School. He is a Certified Public Accountant and holds a Masters degree in Business Administration from Mount Saint Mary’s University. He also holds a Bachelor’s degree and Associate’s degree from Shepherd University and Hagerstown Community College, respectively. He is a member of the American Institute of CPA’s (AICPA) and the Maryland Association of CPA’s (MACPA). Mr. Wivell is a lifetime resident of Washington County, residing in Smithsburg with his wife, Robin, and children.
KRISTIN B. ALESHIRE, a first-term County Commissioner, was first elected in 2006. Mr. Aleshire is a native of Hagerstown and served six years on the City Council before being elected as a County Commissioner. He is a 1996 graduate of Hagerstown Community College and a 1998 graduate of Salisbury University. Mr. Aleshire is employed by the Town of Myersville in Frederick County, Maryland. He resides in Hagerstown with his wife, Tenneille, and two children.
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Washington County, Maryland Organization and Community Profile
Vision and Mission Statement
Vision Statement:
The vision of Washington County Government is to become the regional leader in providing and coordinating efficient and effective public services in an open and cooperative manner.
Mission Statement:
Supporting and strengthening individual and community self-reliance and responsibility; promoting education, economic opportunities, public health, safety, and welfare; protecting the environment and cultural resources we share and; planning for future urbanization and a culturally diverse population.
2011 Budget Document 10 Washington County, Maryland Organization and Community Profile
Goals & Objectives
The County has identified broad goals based on its assessment of the community it serves and its operating environment, which are stated under the County’s Mission Statement. Broad goals define the priorities and preferred future state of the County. They provide a basis for making resource allocation decisions during the budget process and serve as a focal point for assessing and coordinating various long-range or strategic plans.
The County’s broad goals are prioritized annually. Care is taken so the County has a clear understanding of the direction in which it is heading. Once the priority order of the Mission Statement is established, a more detailed action plan is developed and integrated with management and the budget process. The County Commissioner initiatives and annual goals are articulated down to departmental goals. Annual goals are mainly integrated throughout major departments such as Planning, Engineering, Water and Sewer, Education and Emergency Services. Smaller programs and or services tend to be narrower in focus for program related functions such as animal control, senior citizen programs, or recreational programming, as an example. The goals set by the County Commissioners reflect the associated mission statement, initiative, and responsible department for each goal.
Public Safety:
Goal: Protect and promote the general welfare of residents and visitors.
Objective: Ensure public health, safety and welfare of residents and visitors.
Education:
Goal: Provide the financial resources and facilities to promote a quality education.
Objective: Ensure that students have a safe and stimulating environment in which to learn and promote the availability of academic and technical education programs that prepare all students to compete in the global marketplace.
Quality of Life:
Goal: Preserve and enhance the County’s quality of life for residents and visitors.
Objective: Provide and encourage diverse recreational, educational and cultural opportunities.
Environmental Stewardship:
Goal: Protect, preserve and enhance the County’s natural resources.
Objective: Protect the environment through the acquisition and maintenance of environmentally sensitive lands and through the treatment of waste, stormwater management, and integrated waste management program. Appropriately use and promote the use of the County’s natural resources in a manner that maximizes their natural functions and values.
2011 Budget Document 11 Washington County, Maryland Organization and Community Profile
Governmental Efficiency:
Goal: Provide effective planning and implementation of services, policies, laws and regulations.
Objective: Provide planning and delivery of services through orderly growth management, setting levels of service standards and promoting and pursuing a positive economic development environment. Provide for the efficient use of facilities and personnel in implementing services, policies, laws and regulations.
Economic Opportunity:
Goal: Promote economic development to grow and sustain the County’s prosperity.
Objective: Foster an environment within government that encourages financial opportunity and supports private sector ventures that diversify Washington County’s economic base in new and existing businesses.
2011 Budget Document 12 Washington County, Maryland Organization and Community Profile
Key Goals for Fiscal Year 2011
Public Safety: Protect and promote the general welfare of residents and visitors.
Evaluate opportunities by station and/or service area to determine what changes are necessary to capture maximum efficiencies for emergency response operations including needed funding levels.
Quality of Life: Preserve and enhance the County’s quality of life for residents and visitors.
Construct Senior Center and place in operation. Construct new downtown library and place in operation.
Environmental Stewardship: Protect, preserve and enhance the County’s natural resources.
Complete full data analysis for Water Resources Element of the Comprehensive Plan and final document for review and adoption. Convene a local implementation team to develop strategies that allow compliance with tributary strategy initiatives. Adopt Comprehensive Plan. Adopt Urban Rezoning Plan.
Governmental Efficiency: Provide effective planning and implementation of services, policies, laws and regulations.
Continue to improve programs and services for ease of use by constituency. Insure continued efficiency of operations to hit budgetary targets and allow for conservative 2012 budgetary goals.
Economic Opportunity: Promote economic development to grow and sustain the County’s prosperity.
Attract and retain employment base through incentives and programs.
2011 Budget Document 13 Washington County, Maryland Organization and Community Profile
Matrix of Primary County Goals by Department
The table below indicates which departments are responsible for the implementation of FY 2011 key goals. Refer to the Budget Details section of this document for each department’s specific activities planned for FY 2011 in support of these goals.
Public Education Quality Environmental Governmental Economic Department/Division Safety of Life Stewardship Efficiency Opportunity General Fund Education Board of Education Maintenance of Effort School Health Nurses Hagerstown Community College Washington County Free Library Library Maintenance Public Safety Sheriff- Judicial Process Servers Sheriff - Patrol Sheriff - Central Booking Sheriff - Detention Center Public Facilities Annex Narcotics Task Force Civil Air Patrol Fire & Rescue Volunteer Services Fire & Rescue Operations Air Unit Special Operations 911 - Communications Emergency Management Communications Maintenance Humane Society of Washington County Court System Circuit Court States Attorney State Functions Health Department Social Services Agricultural Extension Service Election Board Soil Conservation Weed Control Agricultural Marketing Non-Profits Tri-County Council of Western Maryland Historical Society
2011 Budget Document 14 Washington County, Maryland Organization and Community Profile
Public Education Quality Environmental Governmental Economic Department/Division Safety of Life Stewardship Efficiency Opportunity Non-Profits (cont’d) Children’s Village of Washington County Citizens Assisting and Sheltering the Abused Community Action Council Commission on Aging Senior Living Alternative Museum of Fine Arts Arts Council Memorial Recreation Maryland Symphony Orchestra Leadership of Washington County Discovery Station C Safe Initiative General Operations County Commissioners County Administrator Public Information Budget and Finance Purchasing Treasurer County Attorney Human Resources Central Services Information Technology Planning & Permits Planning & Community Development Zoning Appeals Building Inspections Buildings Other Women’s Commission Historic District Commission Public Works Public Works Administration Public Works Land Development Public Works Capital Projects Parks & Recreation Buildings, Grounds & Parks Martin L. Snook Pool Recreation Economic Development Highway Fund Other Governmental Funds Agricultural Education Center Community Partnership Inmate Welfare Gaming
2011 Budget Document 15 Washington County, Maryland Organization and Community Profile
Public Education Quality Environmental Governmental Economic Department/Division Safety of Life Stewardship Efficiency Opportunity Other Governmental Funds (cont’d) Land Preservation Contraband Enterprise Funds Solid Waste Water Quality Transit Airport Golf Course
2011 Budget Document 16 Washington County, Maryland Organization and Community Profile
Citizens of Washington County, Maryland
Sheriff
Board of County Commissioners of
Washington County, Maryland
State’s Attorney
Treasurer
County Clerk County Administrator Office of Budget & Finance Chief Administrative Officer Chief Financial Officer CPLL 1-201 CPLL 1-104 CPLL 2-301
County Human Budget/Capital Purchasing Attorney Resources Accounting
Economic Children and Audit Development Families
Planning and Public Works Emergency Environmental Information Community Services Management Systems Development . 911 . Solid Waste and . Information . Comprehensive . Building, communication Recycling Technology Planning Grounds, and . Emergency . Water Quality . Radio . Water and Parks Management . Local Nutrient Communication Sewer Plan . Black Rock . Special Management . Broadband . Solid Waste Golf Course Operations Strategies Wireless Access Plan . Recreation . Emergency Air . Regional . Technology . Permits and . Engineering Unit Tributary Enhancement Inspection . Airport . Fire and Strategies . Gaming . Highways Rescue . Stormwater . Public Transit Services Management
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2011 Budget Document 1 8 Washington County, Maryland Organization and Community Profile
Personnel Summary by Department
Change from % of Summary of Budgeted Positions 2009 2010 2011 2010 to 2011 Employees
General Fund: County Commissioners 2.5 2.5 2.5 .26% County Clerk 1 1 1 .10% Circuit Court 23.5 23.5 25.5 2 2.62% Orphans Court 1.5 1.5 1.5 .15% States Attorney 34 34 34 3.49% County Administrator 4 4 3 -1 .31% Public Information 1 1 1 .10% Election Board 2 2 2 .21% Budget & Finance 15.5 16.5 16.5 1.69% Purchasing 6 6 6 .62% Treasurer 7.5 7.5 7.5 .77% County Attorney 5 5 5 .51% Human Resources 7 7 7 .73% Planning 17 17 17 1.74% Buildings 5 5 5 .51% Central Services 1 1 1 .10% Information Technology 14 14 14 1.44% Sheriff – Judicial 28 28 28 2.87% Sheriff – Process Servers 2 2 2 .21% Sheriff – Patrol 99 90.5 90.5 9.28% Sheriff – Central Booking 10 10 10 1.03% Sheriff – Detention 124 121 121 12.42% Narcotics Task Force 5 5 6 1 .62% Special Operations 1 4.5 4.5 .46% 911 – Communications 56 56 56 5.75% Fire & Rescue Operations 32 28 9 -19 .92% Emergency Management 2 2 2.5 .5 .26% Communications Maintenance 4 4 4 .41% Permits 29 29 25 -4 2.57% Public Works 4 4 4 .41% Public Works–Land Development 9 10 10 1.02% Public Works-Capital Projects 18 18 18 1.85% Building, Grounds & Parks 31 31 31 3.18% ML Snook Pool 8 8 8 .82% Recreation 99.5 99.5 99.5 10.21% Weed Control 3.5 3.5 3.5 .36% Economic Development 6 6 6 .62% Agricultural Marketing 1 1 1 .10%
2011 Budget Document 19
Washington County, Maryland Organization and Community Profile
Personnel Summary by Department - Continued
Change from % of Summary of Budgeted Positions 2009 2010 2011 2010 to 2011 Employees
Highway Fund 95.5 95.5 94.5 -1 9.70% Solid Waste Fund 28 28 28 2.87% Foreign Trade Zone Fund 0 0 0 0.00% Agricultural Education Center Fund 1 1 1 .10% Community Partnership Fund 8 7 6 -1 .62% Inmate Welfare Fund .5 .5 .5 .05% Gaming Fund 3.5 3.5 3.5 .36% Hotel Rental Tax Fund 0 0 0 0.00% Land Preservation Fund 0 0 0 0.00% Contraband Fund 0 0 0 0.00% Water Quality 79 79 79 8.10% Transit Fund 37.5 37.5 37.5 3.85% Airport Fund 16.5 16.5 16.5 1.69% Golf Course Fund 19 19 19 1.94%
Total 1,008 997 974.5 -22.5 100.00%
Represents Change
Table above represents budgeted full-time equivalents per year.
2011 Budget Document 20
Washington County, Maryland Organization and Community Profile
Fiscal Year 2011 Summary of Changes in Positions
Function Explanation of Change Change
Due to Senate Bill 398 Criminal Scheduling by Judges Order, two full-time Circuit Court 2 positions were added.
County Administrator The director of Special Projects retired and the position was eliminated. -1
The Gang Analyst position was moved from a grant position to a full-time Narcotics Task Force 1 employee.
Due to a change in the plan for Emergency Management Services, the funding Fire & Rescue Operations for positions will now be allocated directly to the volunteer rescue companies -19 instead of the county hiring Life Support Technicians.
Internship required for maintenance of the Washington County Virtual Emergency Management .5 Emergency Response System.
Due to the decrease in construction activity, the vacant positions of office Permits -4 associate, two permit technicians, and one permit specialist were eliminated.
Highway The vacant position of Equipment Operator I was eliminated. -1
Community Partnership The vacant position of Family Services Coordinator was eliminated. -1
Total Change in Positions -22.5
The Summary of Positions represents each departments personnel for the years listed. A detailed schedule, reflecting each position for the department can be found in appropriate sections of this budget document.
2011 Budget Document 21
Washington County, Maryland Organization and Community Profile
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2011 Budget Document 22
Washington County, Maryland Organization and Community Profile
Community Profile
Location
Washington County is situated in northwestern Maryland, bordered by Pennsylvania to the north and West Virginia to the south. It is bordered on the east by Frederick County, Maryland and on the west by Allegany County, Maryland. Washington County is approximately 460 square miles in area. The County Seat, Hagerstown, is 70 miles northwest of Washington, D.C. Two major highways, Interstate 81 – running north and south, and Interstate 70 – running east and west, cross within the County’s borders.
The major part of Washington County is fertile valley with rolling terrain. The lowland belt known as the Hagerstown Valley, which lies between the Blue Ridge Mountains to the west and the Appalachian ridges to the east, is an extension of the Shenandoah Valley of Virginia.
Washington County is a great place, not only for locating a business, but also for living and raising a family. The rural, friendly, community environment offers a taste of traditional values - and the close proximity to Baltimore and Washington DC offer access to metropolitan culture and lifestyle. It's the best of both worlds.
Founded in 1776, the very year our country declared its independence, Washington County is laced with parks, monuments and museums that tell America's story spanning three centuries. Its thriving hub city, Hagerstown, founded in 1762, reaches into the future, offering residents the latest services, shopping and entertainment, from the acclaimed Maryland Symphony Orchestra to nightlife and festivals.
2011 Budget Document 23 Washington County, Maryland Organization and Community Profile
Form of Government
The County is a body corporate and politic, which performs all local governmental functions in Washington County except those performed by the nine incorporated municipalities within Washington County. The executive offices of the County are located at 100 West Washington Street, Hagerstown, Maryland 21740.
Under the Code of the Public Local Laws of Washington County (1991 Edition), as amended, being Article 22 of the Code of Public Local Laws of Maryland (the "County Code"), both the executive and legislative functions of the County are vested in the elected, five-member Board of County Commissioners of Washington County (the “Board”). The Board may only exercise such powers as are conferred upon it by the General Assembly of Maryland, including authorization to issue debt to finance its capital projects. Commissioners are elected on a countywide basis and serve four-year terms.
Each member of the Board has one vote and a simple majority of the Board is sufficient to take action subject to the authority vested in the Board by the County Code. Emergency action also requires a simple majority vote. The Board elects its own officers. The General Assembly of Maryland must authorize powers not specifically authorized by the County Code. Transportation
A variety of transportation avenues are available in Washington County. Hagerstown Regional Airport is a Part 139 Facility which provides scheduled commercial service on Allegiant Air and Cape Air. The airfield also offers fixed base operation services to corporate and military aircraft. Over 20 businesses offer clients a variety of aviation services for all types of aircraft. The airport is part of the Washington County Foreign Trade Zone and is located in a County Enterprise Zone. More than 1,100 people are employed at the airport in various aviation-related businesses. In addition, Dulles International, Baltimore/Washington Thurgood Marshall International, and Ronald Reagan Washington National airports are located within 70 miles of Hagerstown.
Other transportation outlets include auto rental services, County bus service, commercial bus lines, intermodal container transfer, taxi, freight common carriers, and limousine service. The mainlines of CSX and Norfolk Southern provide economical shipment to anywhere on the Atlantic Seaboard and are both located within Washington County.
Health Care Services
Washington County Hospital is a 312-licensed bed acute care, nonprofit, general hospital serving the tri-state area and is a Regional Trauma Center. It is served by more than 300 physicians and surgeons, who represent more than 30 specialties. Washington County Hospital opened in 1905 as a nonprofit hospital. It provides a broad spectrum of services from inpatient to outpatient, from rehabilitation to cancer care, and from interventional radiology to home health care.
Antietam Health Services is the for-profit entity of the health system. Focusing on outpatient services, it includes 11 physician practices, the Hagerstown Medical Lab, two Urgent Care centers, Home Care Pharmacy, Diagnostic Imaging Services, the Robinwood Surgery Center, the Endoscopy Center, Health@Work, The Learning Center, Equipped for Life, and Mid-Maryland Transport. It also operates the Robinwood Medical Center as a condominium.
In 2008, construction began on a new hospital incorporating some of the latest technological advances in medical care. The 510,000 square-foot facility will have 297 single-patient rooms with private bathrooms. The new facility, scheduled to open in December 2010, is designed to consolidate patient services, to improve access for patients; create synergies between departments by co-location; providing more flexibility in patient care, enhanced privacy and confidentiality; and anticipate the demand for future healthcare advances and emerging technologies.
There are nine privately owned licensed nursing homes with more than 1,023 beds and one State-owned licensed nursing home with 63 beds in Washington County. In addition there are 26 privately owned senior-assisted living facilities with a total of 705 beds. Other medical facilities include the Western Maryland Center, a 123 bed State- owned, chronic care facility, and the Brook Lane Psychiatric Center, a privately-owned psychiatric facility. None of these facilities receives funds from the County.
2011 Budget Document 24 Washington County, Maryland Organization and Community Profile
Demographic Information
Population (Census 2000) Population Statistics (Census 2000) Year County Total 1980 113,086 Age: 19 & under 24.8% 1990 121,393 20-64 (workforce age) 61.1% 2000 131,923 65 & older 14.1% 2008 145,384 Median Age 38.1 2010 projected 149,250 Gender: Male 51.3% 2015 projected 160,500 Female 48.7% 2020 projected 170,950
Race: White 86.1% Black 9.3% Other 4.6%
Top 15 Employers in Washington County Education Facilities In Washington County Rank Employer Employment Higher Education: 1 Washington County Public Schools 2,958 Kaplan University - Hagerstown 2 Washington County Health System, Inc. 2,860 Hagerstown Community College 3 State of Maryland 2,438 University System of MD at Hagerstown 4 First Data 1,999 Primary Education: 5 Citi 1,920 26 Elementary Schools 6 Washington County Government 1,254 7 Middle Schools 7 Volvo Powertrain North America 1,115 7 Senior High Schools 8 FedEx Ground 734 1 Middle/Senior High School 9 The Bowman Group, LLP 720 1 Technical High School 10 Hagerstown Community College 688 1 Evening High School 11 Federal Government 637 1 Outdoor Education 12 Lehigh Phoenix 600 1 Special Education 13 Staples Distribution Center 598 26 Private Schools 14 City of Hagerstown 543 Pupil/Teacher Ratio: 15 Unilever Ice Cream 445 20:1 Elementary 23:1 Secondary
2011 Budget Document 25 Washington County, Maryland Organization and Community Profile
County Income County Employment Statistics
Per Capita Income $ 33,378 Civilian Labor Force 67,925 Employed 61,248 Median Household Income $ 52,150 Unemployed 6,677 Average Household Income $ 68,700 Unemployment Rate 9.8% Median Family Income $ 65,300 State Average 7.1%
County Water Quality Systems County Business Patterns Total # of Services Total # Establishments Full Service Water 1,328 Industry Services 1,211 Full Service Sewer 6,629 Retail Trade 665 Collection Service Sewer 3,464 Construction 474 Wholesale Sewer 5 Other 422 Total 11,426 Finance, Insurance, Real Estate 325 Wholesale Trade 158 Transportation/Warehousing 156
County Building Permits (000’s) Manufacturing 148 Information 53 Number Value Utilities 6 Residential New 133 $ 27,721 Agricultural 6 Other Permits 1,881 $ 73,869 Mining 3 Total 2,014 $ 101,590 Total 3,627
2011 Budget Document 26
Operational Overview
■ Comprehensive Fiscal Policies
■ Budget Practices and Process
■ Fund Summaries
■ Total Sources and Uses of County Funds
■ Combined Statement of Revenue, Expenditures, and Changes in Undesignated Fund Balance
Annual Operating and Summary Capital Improvement Budgets
Washington County, Maryland Operational Overview
Comprehensive Fiscal Policies
The summaries of the County’s fiscal policies below provide guidelines and goals that influence and guide the financial management practices of the County and are the cornerstone of sound financial management. By adhering to both short and long-term policies, the County will achieve fundamentally sound financial objectives of a successful organization. The following represents a summary of the County’s fiscal policies, which require an annual review.
OPERATING 1. The County will maintain timely collection systems and take a proactive approach in POLICIES the collection of those accounts.
2. Revenues will be monitored regularly and compared to established trends to ensure collections are consistent with those trends.
3. The County shall strive to maintain a diversified and stable revenue structure to shelter it from short-term fluctuations in any one-revenue source.
4. The County will prepare multi-year projections of revenues and other sources.
5. The County shall attempt to optimize all appropriate revenue sources to achieve an effective mix of revenues, and shall strive to seek new sources of revenue to broaden its revenue base.
6. The County will periodically recalculate the full cost of activities currently supported by user fees and charges to identify the impact of inflation and other cost increases.
7. The County will attempt to set fees and user charges for each enterprise fund at a level that fully supports the total direct and indirect costs of operations and debt service.
8. The County will prepare annually a five-year forecast summary budget.
9. The County will adopt a balanced budget, by fund, for all funds maintained by the County using current revenues sources which could include reserves funds under the guidelines of the reserve policy.
10. Non-recurring revenue will be used for non-recurring expenditures or reserves only.
11. The County will depreciate all capital assets over the capitalization threshold of $10,000 on a straight-line basis.
12. The County maintains control over assets that are not considered capital assets and classifies them as controllable assets, due to the fact that they fall under the capitalization limit of $10,000.
13. Physical inventories are required on consumable inventories in excess of $5,000 and all merchandising inventories.
RESERVE 1. It is the intention of the County to maintain a General Fund minimum reserve level POLCIES at the peer group median. It is the goal of the County to maintain a 17 percent reserve. The benchmark median is included in the annual debt affordability analysis.
2011 Budget Document 27 Washington County, Maryland Operational Overview
2. A reserve of 25 percent of the current year’s operations and maintenance budget is required for Enterprise Funds.
3. The General Fund budget will provide for contingency reserves in order to provide for unforeseen expenditures or new opportunities throughout the year.
4. Self-insurance reserves shall be monitored monthly for trends, with an annual analysis by an actuary to determine the adequacy of those reserves.
5. The County shall maintain reserves for closure and post-closure cost for its Solid Waste operation. A portion of the fees shall be set aside for reserve for future closure and post-closure costs and for future construction costs.
6. A separate capital contingency account will be budgeted within each of the capital improvement funds to be used for capital project adjustments.
7. Annual surplus is used to accomplish three goals (1) meet reserve requirements (2) avoid issuance of debt (3) provide for pay-go funding.
8. The County shall use reserves only for emergencies, non-recurring expenditures, unexpected opportunities, system failures, temporary funding shortfalls, or major one-time capital purchases.
9. The Budget and Finance Office shall prepare an annual analysis of all reserves with projections of reserve requirements.
10. The County will maintain separation of funds in accordance with Generally Accepted Accounting Principles.
11. The County will maintain separate Solid Waste and Water Quality Funds. An annual evaluation of the user rates shall be performed through a cost of service model and necessary adjustments will be made to reflect inflation, construction needs, bond covenants, and other factors.
DEBT 1. The County will prepare a multi-year capital program and update it annually. POLICIES 2. No County debt can be authorized by the County Commissioners unless an appropriation has been included in the Capital Improvement Plan or until it has been modified.
3. Debt capacity shall be evaluated on an annual basis. The evaluation includes statistical measures and comparisons with peer group medians to determine debt affordability.
4. The County’s General Obligation Debt for Water Quality can not exceed 10 percent of the total assessed valuation of all of the property in the County that is subject to County taxation during the County’s most recent fiscal year.
5. The County will not issue debt for periods exceeding the useful life or average useful lives of the project(s) to be financed.
6. Debt will not be issued to fund operating deficits. Net bonds proceeds shall be used and applied exclusively and solely for the acquisition, construction, improvement or development of public facilities for which the bonds are sold, in accordance with state law.
2011 Budget Document 28 Washington County, Maryland Operational Overview
7. The County encourages the issuance of long-term, tax-exempt Revenue or General Obligation Bonds. Although circumstances may warrant from time to time the use of other debt instruments.
8. The County encourages competitive sale when seeking its annual capital funds, although other means are available.
9. The Department of Budget and Finance shall be responsible for establishing a solicitation and selection process for securing professional services that are required to develop and implement the County’s debt program.
10. Periodic reviews of all outstanding debt will be undertaken to determine refunding opportunities.
11. All investments of bond proceeds will be consistent with those authorized by existing State law and County Investment policies.
12. The Department of Budget and Finance shall maintain a system of record keeping and reporting to meet the arbitrage compliance requirements of the federal tax code.
13. The Director of Budget and Finance in coordination with the County’s financial advisor shall be responsible for maintaining relationships with the rating agencies that currently assign the ratings to the County’s various debt obligations.
14. The County is committed to full and complete financial disclosure, and to cooperating fully with rating agencies, institutional and individual investors, other levels of government, and the general public to share clear, comprehensive, and accurate financial information.
INVESTMENT General: POLICY 1. The primary objectives of investments are safety, liquidity, and return on investment.
2. The Department of Budget and Finance shall be responsible for all transactions under-taken and shall establish a system of controls to regulate the activities of subordinate officials.
3. Officials and employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program or which would impair their ability to make impartial investment decisions.
4. The Department of Budget and Finance shall maintain a list of approved security broker/dealers selected by creditworthiness who are authorized to provide investment services in the State.
5. The County will diversify to avoid incurring unreasonable risks inherent in over investing in specific instruments, individual financial institutions or maturities.
6. All security transactions, including collateral for repurchase agreements, entered into by the County shall be conducted on a delivery-versus-payment basis.
7. Collateralization is required on certificates of deposits and repurchase agreements and must be equal to at least 102% of market value of principal and accrued interest.
2011 Budget Document 29 Washington County, Maryland Operational Overview
Pension: 1. The portfolio’s total value of assets should grow, net of payout, at a rate equal to or greater than the rate of inflation on a rolling three-year basis.
2. Performance and allocation is reviewed to determine if target weightings meet the current risk profile.
3. Investment managers will be reviewed on a quantitative basis in the form of quarterly reports to be provided by the advisor.
4. The pension committee and its advisor shall monitor the overall performance of the portfolio to insure that it is meeting objectives. Rebalancing will occur at least annually back to policy targets.
5. The custodian shall provide the pension committee with a report each month that lists all assets held in the portfolio, values of each asset and all transactions affecting assets within the portfolio, including additions and withdrawals.
6. The asset manager shall manage the asset in accordance with the policy guidelines and objectives expressed in the policy document.
CAPITAL 1. The County’s capital investments will be targeted to support the goals of the IMPROVEMENT Comprehensive Plan and other County functional plans. POLICIES 2. The County will support capital investment for economic development.
3. Existing assets will be preserved and maintained to ensure continued service.
4. External funding possibilities should be considered when choosing among projects.
5. Intergovernmental funding should be sought for regional projects.
6. Debt should be used carefully and managed in accordance with the goals and objectives of County policies.
7. Projects become eligible for the Capital Improvement Plan when the project supports or improves infrastructure needs or the productive capacity of the County.
8. The County will adopt a balanced Six-year Capital Improvement Plan, appropriating the first year of the six-year program.
9. Each project will be reviewed to determine the best financing method based on useful life, benefit of asset, cost, etc. It is also the policy of the County to establish a pay-as-you-go funding strategy that best matches benefits streams to cost streams as closely as possible, while maximizing the contribution level
10. The relationship between the operating and capital budget is considered during the budgeting process. The capital budget includes costs for long-term capital projects, which add to the capital asset base of the County. The operating budget assumes the cost of maintaining and operating new facilities that are built under the capital budget.
11. Self-supporting projects are determined by policy and by evaluation of financial information, including rate setting models, financial forecasts, and budgets and
2011 Budget Document 30 Washington County, Maryland Operational Overview
funding source evidence.
12. An annual contingency reserve will be funded in an amount of $200,000. In the event that the contingency account has excess funds, annual appropriations may be reduced for that year. All project savings and funding excess shall remain within the specific fund to be used at a later time.
13. The Director of Budget and Finance is authorized to initiate interim and long-term borrowing measures, as identified in the capital improvement plan.
14. The annual capital budget shall include only those projects, which can reasonably be accomplished in the time frame indicated.
15. Capital projects will not be budgeted unless there are reasonable expectations that revenues will be available to pay for them.
16. Capital projects, which are not completed during the fiscal year, will be carried over to the next fiscal year.
17. A comprehensive inventory of all capital assets shall be maintained to include estimated values, depreciation and useful life. See Capital Asset Policy.
18. The Director of Budget and Finance shall review the project status and revenues before any issuance of debt. Any modifications to a project and or the total debt to be issued based upon this review shall be approved by the Board of County Commissioners either for an increase or decrease in the total borrowing amount or for a change in the borrowing source.
19. A Capital Improvement Status Report will be maintained so that all project managers can monitor project expenditures and funding sources in real-time using the County’s financial system.
20. The County will adhere to established procedures for considering applications for development financing used for Economic development projects that provide improvements to public infrastructure in under-utilized areas in Washington County.
SHORT-TERM 1. The County will develop short and long-term fiscal management policies that link LONG-TERM operational and capital budgeting together with organizational goals. POLICIES 2. The County’s strategic planning and budgeting decisions are based on a number of statistical analysis and financial modeling tools.
3. The County prepares and annually updates a long-range financial forecasting system, which includes projections of revenues, expenditures, future costs, financing of capital improvements and cost service plans.
4. Revenues shall be monitored on a monthly basis to identify any potential trends, which would significantly impact those revenue sources.
5. The County will annually update its financial ratios and trend information to determine a peer group median from historical data in the following areas: revenues; expenditures; operating position; debt structure; condition of capital; and environmental and external factors.
6. The County will protect its assets by maintaining adequate insurance coverage.
2011 Budget Document 31 Washington County, Maryland Operational Overview
FINANCIAL 1. The County’s accounting and financial reporting systems will be maintained in REPORTING conformance with current accepted principles and standards of the Governmental POLICIES Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA).
2. The County will have an annual financial audit performed of the County finances.
3. The County will prepare an annual budget document that provides a basic understanding of the County’s planned financial operations for the upcoming fiscal year.
4. In the County’s Fund Financial Statement, governmental funds are prepared on a modified accrual basis of accounting, whereas, the proprietary funds are prepared on an accrual basis of accounting. For budgetary purposes, all funds are prepared on a modified accrual basis.
5. The County will seek the GFOA’s Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award.
2011 Budget Document 32 Washington County, Maryland Operational Overview
Budget Practices and Process
The County’s budgetary practices focus on long-term financial planning to ensure that budget decisions which affect multiple years are assessed as to whether program and service levels can be sustained over those years. The budget process requires the development of organizational goals, policies, and procedures to achieve the goals; and requires the allocation of resources to accomplish the goals.
Budget Calendar
Phase Process Time Frame
Update Five-Year Fiscal Capacity/Analysis Update Economic and October – Phase Financial Trend Analysis Capital and January and Debt Affordability Operational Forecast
Distribute Budget October - Budget Development Start Package November
December - Budget Development Phase Program/Service Six-Year Capital January Goals are Reviewed Improvement Plan and Identified Developed
January - April Review/Modification Phase Management Team and Commissioners Review
Adoption Phase Operational Capital May Budgets Improvement Budgets
Monthly Reporting July Start Up Phase and Monitoring
Budget Process
The budget process involves activities that encompass the development, implementation, and evaluation of a plan for the provision of services and capital assets.
Several essential features that characterize a good budget process are:
. Incorporates a long-term perspective . Establishes linkages to broad goals . Focuses budget decisions on results and outcomes
2011 Budget Document 33 Washington County, Maryland Operational Overview
These characteristics of budgeting make clear that the budget process is not simply an exercise in balancing revenues and expenditures one year at a time, but is strategic in nature, encompassing a multi-year financial and operating plan that allocates resources on the basis of identified goals. A good budget moves beyond the traditional concept of line item expenditure control, providing incentives and flexibility to managers that can lead to improved program efficiency and effectiveness.
The County’s budget process is key to its long-range strategic plan. With the adoption phase ending in May, the entire budget process encompasses nine months in preparation time. Financial forecasts, economic trends, policy reviews, and citizen input are all part of this process and result in the development of the operating and capital budgets for the year. The following describes the phases mentioned in the budget calendar above:
Financial and Debt Capacity Analysis Phase
The County develops statistical analysis of major revenue sources through various resources available. The County prepares and annually updates a long-range (5 year) financial forecasting system, which includes projections of: revenues; expenditures; future costs; financing of capital improvements that are included in the Capital Improvement Budgets, Cost of Service Plans and the Operating Budget.
Revenue estimates are monitored to identify any potential trends, which would significantly impact the various revenue sources. The County reviews current construction trends, the number of building permits, mortgage rates, and other economic data that can impact revenue collections.
The County uses other financial modeling techniques to forecast impacts on the long-term operations and rates for the Water Quality and Landfill Funds.
The County annually updates its financial ratios and trends. Most of the financial trend analysis includes evaluation of historical data and comparison to calculated peer group medians. Trend indicators are tracked for specific elements of the County’s fiscal policies for evaluation.
Debt capacity is evaluated on an annual basis prior to the adoption of the Capital Improvement Plan. The County examines statistical measures to determine debt capacity and compares these ratios to other counties, rating agency standards, and Washington County's historical ratios to determine debt affordability.
The economic and financial trend analysis is an integral part of the County’s decision-making process that includes short and long-term forecasts. The County’s current financial condition as well as future debt capacity, long-range plans, future goals and visions are evaluated. During this phase, forecasting of revenues, policy and reserve reviews, compensation adjustments, and inflation assumptions are made.
Budget Development Start
The development of the budget starts with the on-line release of Operational budgets and Capital Improvement budgets. Also provided are instructions for completing both budgets, due dates, and updated information on budgetary numbers, personnel positions, goals, and other pertinent information.
Budget Development Phase
The Capital Improvement Budget development begins in the winter after the development of the debt capacity and financial and economic trend analysis. The Capital Improvement Program (CIP) provides a comprehensive approach to planning and impacts all facets of County operations. The County Administrator, the Director of Budget and Finance, the Planning Director, and the Director of Public Works comprise the Capital Improvements Program Committee. From the time the CIP’s initial annual review is
2011 Budget Document 34 Washington County, Maryland Operational Overview
begun in October through its adoption in May of each fiscal year, there is constant interaction between departments, the CIP committee and the elected officials. This effort is characterized by cooperation and reflects a common goal of ensuring that the CIP meets the objectives of the County and remains affordable and achievable.
The CIP is reviewed in conjunction with the annual debt affordability analysis with revenue projections inclusive of rate analysis in order to determine funding availability. A financial analysis of funding sources and project costs is conducted for all proposed capital improvement projects.
It is the CIP committee’s responsibility to review all requests that County departments and agencies submit. All projects are ranked based on established criteria for priority ranking. Considering current and future needs, as developed in the six-year capital plan, available funding sources, and the results of the priority ranking process, the committee determines which capital projects best meet established criteria for the current fiscal year Capital Improvement Budget and the five-year forecast. Operating impacts of current and proposed capital projects are also taken into consideration by staff when developing their Capital Improvement Budget.
Operating Budgets represent existing service levels and two years of prior historical information. Departments and Agencies request funding for the upcoming fiscal year. Any increases in program and services require justification, as do, all capital outlay requests. These requests are summarized with projected funding shortfalls or overruns.
Review/Modification Phase
The County Administrator presents the Operating and Capital Improvement Budgets to the County Commissioners. Preliminary recommendations are reviewed to ensure that preliminary budgets address the County’s goals and fiscal management policies. The County Administrator and the Director of Finance work with the Commissioners on the proposed budget documents for adoption.
Adoption Phase
A Proposed Budget is voted on by the County Commissioners to take to a public hearing to communicate to the general public for all operating and capital funds. Advertisement is done in the local newspaper, handouts, and on the County web site. Documents and handouts are prepared for the public hearing.
Public hearings are held on the Proposed Budgets along with the current tax levy. A 10-day waiting period is held for public comment. Local Law requires a balance budget to be adopted by July1st.
Start Up
Department Managers are responsible for their budgets throughout the fiscal year. Expenditures percentages are calculated and compared to budget. Corrective action, if necessary, is taken if serious negative trends exist. Management and the County Commissioners have real-time budgeting reports available on-line, as well as, up-dates on major events and/or issues.
2011 Budget Document 35 Washington County, Maryland Operational Overview
Basis of Accounting and Budgeting
Budgeting Methods:
Washington County’s budget is prepared on a cash basis of modified accrual basis for all fund types, which means certain transactions are recognized in the budget on a basis other than Generally Accepted Accounting Principles (GAAP), which is the basis used to prepare the County’s financial report. The major differences between the budgetary and GAAP basis are:
Certain revenues, expenditures, and transfers are not included on the budget basis, but are accrued and reported on the GAAP basis. For example, increases or decreases in compensated absences are not reported for budget basis purposes, but are presented as revenues and expenditures on the GAAP basis.
Capital outlays in the Enterprise Funds are presented as expenses for budget basis, but are recorded as assets along with associated depreciation expenses on the GAAP basis.
Debt service principal payments in the Enterprise Funds are accounted for as expenses for budget purposes, but are reported as reductions of long-term debt liability on the GAAP basis.
Balanced Budget:
Under County code the County Commissioners annual budget shall have a figure for the total of all appropriations and a figure for the total of all revenues available to pay the appropriations. The figure for total appropriations shall not exceed the figure for total estimated revenues.
Costing of Services:
In addition to accrual basis budgeting, several enterprise funds utilize a cost of service approach. Cost of service is a method of accounting, which identifies both the cost of the program and the portion of the cost that will be recovered through fees and charges. By using this financial technique, the County is able to assess the true cost of providing a service. Currently water, sewer, and solid waste services use this approach to determine cost and rates.
Amendment to the Budget
The County’s Operating Budgets are adopted at the program/service level and the Capital Improvement Budgets are adopted at the project level. Transfers between programs or projects in excess of $25,000 require County Commissioner approval. Any transfer out of contingency requires the approval of the County Commissioners.
The Director of Budget and Finance reviews the project status and revenues before any issuance of debt. Any modifications to a project and or the total debt to be issued based upon this review is required to be approved by the County Commissioners either for an increase or decrease in total borrowing amount or for a change in the borrowing source.
2011 Budget Document 36 Washington County, Maryland Operational Overview
Fund Summaries
The following is an overview of the County’s legal compliance and financial management for various revenues and program expenditures and includes additional facts to help you understand how County programs and services are funded. The accounting and budget structure for a government unit are segregated into various self-balancing funds to account for restricted revenues, business like activities, and unrestricted resources similar to the General Fund.
All funds are subject to appropriation. An overview is presented below of the total revenues and expenditures, without regard to any fund type. This shows you the “total” County resources used to operate the governmental unit as a whole. However, the fund approach is meaningful from a restricted and non-restricted standpoint, as some revenues can only be used for specific operations and not for the governmental unit as a whole.
FY 2011 Funds
Capital Enterprise 18% 10% Restricted 4%
General 68%
General Fund: Unrestricted $197,148,580
The General Fund is the primary operating fund of the County. It exists to account for a full range of countywide services traditionally associated with local government. These services include education, court system, public safety, parks and recreation, general administration, economic development, and any other activity for which a special fund has not been created. (Major Fund)
Capital Improvement Fund: Restricted $54,252,500
Capital Improvement Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities. The County maintains several Capital Improvement Funds to ensure legal compliance and proper financial management. (Major Fund)
2011 Budget Document 37 Washington County, Maryland Operational Overview
Enterprise Funds: Restricted $29,877,030
Enterprise funds are used to account for operations, including debt service, that are financed and operated like a private business – where the intent is for the service to be self-sufficient, with all costs supported primarily by user charges. The County maintains eight Enterprise funds as follows:
. Water Quality Funds – The Water Quality Funds account for all operating activities necessary to provide water, wastewater, and pretreatment services. This includes, but is not limited to administration, operations and maintenance, financing, and related debt service. ($16,183,580 – Major Fund)
. Solid Waste Fund – The Solid Waste Fund accounts for municipal solid waste operations on a cost of service basis. This includes operations and maintenance, administration, related debt service on operational sites, closure and post-closure costs, pre-development costs, future construction cost reserves, and closed landfill sites. ($7,303,380 – Major Fund)
. Transit Fund – The Transit Fund accounts for the County public transit system funded mainly by Federal and State grants and include all operating activities necessary to provide that service. This includes, but is not limited to administration, operations and maintenance, and public assistance programs. ($2,182,700 – Non-Major Fund)
. Airport Fund – The Airport Fund accounts for all operating activities necessary to provide air transportation needs to the Quad-State area. This includes, but is not limited to administration, operations and maintenance, financing, and related debt service. ($3,002,610 – Major Fund)
. Golf Course – The Golf Course Fund accounts for all operating activities necessary to provide 18 holes of quality golf for residents of Washington County and surrounding areas. This includes, but is not limited to administration, operations and maintenance, and capital expenditures. ($1,204,760– Non-Major Fund)
Other Governmental Funds Restricted $14,047,900
These funds are used to account for the proceeds of specific sources that are restricted to expenditures for specified purposes. The County maintains the following five separate restricted Governmental Funds:
. Highway Fund - The Highway Fund accounts for all the activities necessary to maintain the County road system. This includes, but is not limited to patching, stabilization, right-of-way, storm damage, snow and ice removal, line striping, signal maintenance, administration, and fleet maintenance costs. ($8,489,090 – Non-Major Fund)
. Other Funds – The County maintains four other small funds that account for the activities associated with each of the funds mentioned and are immaterial in nature and total $5,558,810 (Non-major). They are:
Foreign Trade Zone $ 0
Agricultural Educational Center $ 187,430
Community Partnership $ 295,760
Inmate Welfare $ 744,310
Land Preservation Fund $ 640,330
2011 Budget Document 38 Washington County, Maryland Operational Overview
Gaming Fund $ 2,150,980
Hotel Rental Tax Fund $ 1,500,000
Contraband Fund $ 40,000
2011 Budget Document 39 Washington County, Maryland Operational Overview
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2011 Budget Document 40 Washington County, Maryland Operational Overview
Total Sources and Uses of County Funds
The following represents total County revenues and expenditures, which are used to provide services and programs to the citizens of Washington County. The graph below depicts the total resources and uses of the County for the fiscal year 2011.
Where Does the Money Come From?
Bonds Other 6% 3% Taxes 65% Fees 11%
Grants 9%
Interfund What Is The Money Used For? 6%
Education 46%
Roads 10% Water Quality 7%
General Operations Transportation Service 4% Solid Waste Public Safety 2% 4% 12% Programs/Services Debt & Paygo 9% 6%
The County’s three major funds are the General, Capital Improvement, and the Enterprise Funds. The following schedule summarizes the revenues and expenditures of those funds for the FY 2011. Also included is a column for the restricted funds.
The forecasted fund balances represent the non-capital portion of net assets, in which the County refers to as Unreserved Fund Balance. This Fund Balance is the excess of revenues over expenditures and transfers and is reserved in order to protect the County from unexpected adversity and to preserve its financial strength. The County unlike most governmental units requires all of its funds to maintain minimum operating reserves. Funds that do not meet the minimum amount are required to budget for the deficiency within their operating budgets.
The County is expected to meet its reserve target at June 30, 2010. This reserve protects the County against unanticipated revenue cuts or economic downturns. The reserve target rate is 17%, while the national peer group median for AA Counties with populations of 100,000-250,000 is 27%.
2011 Budget Document 41
Washington County, Maryland Operational Overview
Combined Statement of Revenues, Expenditures, and Changes in Undesignated Fund Balance Summary By Year Description Fiscal Year 2009 2010 2011 Revenue (By Major Type): Property Tax 121,737,573 129,348,700 125,823,260 Income Tax 63,033,878 68,000,000 60,000,000 Other Local Taxes 7,037,101 4,930,000 4,945,000 Highway User 7,639,537 3,600,000 _ Interest 3,080,022 819,940 813,170 Fees 28,476,144 35,309,160 29,887,020 Grants 28,703,704 42,457,790 26,867,680 Other 1,123,707 5,739,310 10,097,160 Bonds 14,268,800 22,711,700 16,654,300 Subtotal 275,100,466 312,916,600 275,087,590 Transfers 28,250,312 25,526,490 18,170,650 Reserves _ 8,491,910 2,067,770 Total Revenue 303,350,778 346,935,000 295,326,010 Expenditures (By Function): Education 110,872,536 152,992,800 132,660,810 Public Safety 38,375,913 39,813,160 35,504,610 State/Non-profit 5,787,008 5,939,850 6,104,250 Court System 4,598,642 3,851,490 3,749,530 General Government 25,324,168 16,296,760 24,208,740 Parks and Recreation 2,726,648 2,706,220 2,529,650 Water Quality 16,930,579 31,727,000 17,921,680 Roads/Infrastructure 18,412,716 30,406,090 22,510,990 Solid Waste 14,478,334 14,639,710 12,649,680 Transit System 4,212,561 3,236,000 2,600,700 Airport 5,151,128 4,750,330 3,410,610 Golf Course 1,223,637 1,246,490 1,239,760 Subtotal 248,093,870 307,605,900 265,091,010
Transfers 40,003,004 39,329,100 30,235,000
Total Expenditures 288,096,874 346,935,000 295,326,010
Excess (Deficiency) of Revenues over 15,253,904 _ _ Expenditures Other Financing Sources (Uses): _ _ Principal amount of new debt for advance _ _ 3,948,017 refunding Deposit of escrow fund for advance refunding _ _ (3,826,964) and repayment of loans Transfers to set up new funds (220,719) _ _ Increase (Decrease) in Fund Balance 15,154,238 _ _ GAAP Basis Adjustments 6,361,989 _ _ Beginning Fund Balance/Net Equity 328,311,174 349,827,401 350,227,401 Estimated Increase (Decrease) _ 450,000 _ Ending Fund Balance/Net Equity 349,827,401 350,277,401 350,227,401
2011 Budget Document 42
Washington County, Maryland Operational Overview
Combined Statement of Revenues, Expenditures, and Changes in Undesignated Fund Balance Fiscal Year 2011 Budgets – All Funds
Description Funds General Capital Enterprise Restricted Total
Revenue (By Major Type):
Property Tax 125,823,260 125,823,260 Income Tax 60,000,00 60,000,000 Other Local Taxes 4,945,000 4,945,000 Interest 813,170 813,170 Fees 3,683,760 2,885,300 20,194,880 3,123,080 29,887,020 Grants 1,883,390 22,540,500 2,443,790 26,867,680 Other 5,219,700 2,916,190 1,961,270 10,097,160 Bonds 16,654,300 16,654,300 Subtotal 197,148,580 47,299,800 25,554,860 5,084,350 275,087,590 Transfers 5,381,700 4,322,170 8,466,780 18,170,650 Reserves 1,571,000 496,770 2,067,770 Total Revenue 197,148,580 54,252,500 29,877,030 14,047,900 295,326,010
Expenditures (By Function): Education 104,037,710 28,623,100 132,660,810 Public Safety 34,530,800 229,500 744,310 35,504,610 State/Non-profit 6,104,250 6,104,250 Court System 3,749,530 3,749,530 General Government 15,961,640 3,432,600 4,814,500 24,208,740 Parks and Recreation 2,529,650 2,529,650 Water Quality 1,738,100 16,183,580 17,921,680 Roads/Infrastructure 14,021,900 8,489,090 22,510,990 Solid Waste 5,346,300 7,303,380 12,649,680 Transit System 418,000 2,182,700 2,600,700 Airport 408,000 3,002,610 3,410,610 Golf Course 35,000 1,204,760 1,239,760 Subtotal 166,913,580 54,252,500 29,877,030 14,047,900 265,091,010
Transfers 30,235,000 30,235,000
Total Expenditures 197,148,580 54,252,500 29,877,030 14,047,900 295,326,010
Beginning Fund Balance/Net Equity (forecast) 36,968,092 83,800,181 222,457,648 7,051,480 350,277,401
Ending Fund Balance/Net Equity (forecast) 36,968,092 83,800,181 222,457,648 7,051,480 350,277,401
2011 Budget Document 43
Washington County, Maryland Operational Overview
Combined Statement of Revenues, Expenditures, and Changes in Undesignated Fund Balance Fiscal Year 2010 Budgets – All Funds
Description Funds General Capital Enterprise Restricted Total
Revenue (By Major Type):
Property Tax 129,348,700 129,348,700 Income Tax 68,000,000 68,000,000 Other Local Taxes 4,930,000 4,930,000 Highway User 3,600,000 3,600,000 Interest 819,940 819,940 Fees 4,082,540 4,252,200 21,902,380 5,072,040 35,309,160 Grants 2,165,520 37,617,400 2,674,870 42,457,790 Other 2,894,300 2,845,010 5,739,310 Bonds 22,711,700 22,711,700 Subtotal 209,346,700 67,475,600 27,422,260 8,672,040 312,916,600 Transfers 20,377,800 4,457,170 691,520 25,526,490 Reserves 3,736,000 4,755,910 8,491,910 Total Revenue 209,346,700 91,589,400 31,879,430 14,119,470 346,935,000
Expenditures (By Function): Education 104,786,400 48,206,400 152,992,800 Public Safety 35,104,460 4,208,700 500,000 39,813,160 State/Non-profit 5,939,850 5,939,850 Court System 3,851,490 3,851,490 General Government 17,676,180 (6,304,100) 4,924,680 16,296,760 Parks and Recreation 2,659,220 47,000 2,706,220 Water Quality 14,536,300 17,190,700 31,727,000 Roads/Infrastructure 21,711,300 8,694,790 30,406,090 Solid Waste 6,482,300 8,157,410 14,639,710 Transit System 815,600 2,420,400 3,236,000 Airport 1,885,900 2,864,430 4,750,330 Golf Course 1,246,490 1,246,490 Subtotal 170,017,600 91,589,400 31,879,430 14,119,470 307,605,900
Transfers 39,329,100 39,329,100
Total Expenditures 209,346,700 91,589,400 31,879,430 14,119,470 346,935,000
Beginning Fund Balance/Net Equity 36,718,092 83,800,181 222,257,648 7,051,480 349,827,401
Estimated Increase (Decrease) 250,000 200,000 450,000
Ending Fund Balance/Net Equity (forecast) 36,968,092 83,800,181 222,457,648 7,051,480 350,277,401
2011 Budget Document 44
Washington County, Maryland Operational Overview
Combined Statement of Revenues, Expenditures, and Changes in Undesignated Fund Balance Fiscal Year 2009 Actuals – All Funds Description Funds General Capital Enterprise Restricted Total
Revenue (By Major Type):
Property Tax 121,737,573 121,737,573 Income Tax 63,033,878 63,033,878 Other Local Taxes 5,506,605 1,530,496 7,037,101 Highway User 7,639,537 7,639,537 Interest 3,080,022 3,080,022 Fees 4,026,853 789,974 20,475,244 3,184,073 28,476,144 Grants 3,906,625 19,006,202 3,515,531 2,275,346 28,703,704 Other 527,648 358,664 237,395 1,123,707 Bonds 14,268,800 14,268,800 Subtotal 201,819,204 34,423,640 23,990,775 14,866,847 275,100,466 Transfers 22,260,888 4,577,673 1,411,751 28,250,312 Total Revenue 201,819,204 56,684,528 28,568,448 16,278,598 303,350,778
Expenditures (By Function): Education 102,311,116 8,561,420 110,872,536 Public Safety 28,726,509 8,520,092 1,129,312 38,375,913 State/Non-profit 5,787,008 5,787,008 Court System 3,543,245 1,055,397 4,598,642 General Government 18,797,554 421,482 6,105,132 25,324,168 Parks and Recreation 2,326,217 261,843 138,588 2,726,648 Water Quality 3,423,032 13,507,547 16,930,579 Roads/Infrastructure 10,439,014 7,973,702 18,412,716 Solid Waste 6,122,263 8,356,071 14,478,334 Transit System 1,942,181 2,270,380 4,212,561 Airport 2,244,455 2,906,673 5,151,128 Golf Course 59,765 1,163,872 1,223,637 Subtotal 161,491,649 43,050,944 28,204,543 15,346,734 248,093,870 Transfers 40,003,004 40,003,004
Total Expenditures 201,494,653 43,050,944 28,204,543 15,346,734 288,096,874 Excess(Deficiency) of Revenues over 324,551 13,633,584 363,905 931,864 15,253,904 Expenditures Other Financing Sources (Uses): Principal amount of new debt for advance 3,948,017 3,948,017 refunding Deposit to escrow fund for advance refunding (3,826,964) (3,826,964) and repayment of loans Transfers to set up new funds (220,719) (220,719)
Increase (Decrease) in Fund Balance 224,885 13,633,584 363,905 931,864 15,154,238
GAAP Basis Adjustments (10,920,278) 17,282,267 6,361,989
Beginning Fund Balance/Net Equity 36,493,207 81,086,875 204,611,476 6,119,616 328,311,174
Ending Fund Balance/Net Equity 36,718,092 83,800,181 222,257,648 7,051,480 349,827,401
2011 Budget Document 45
Washington County, Maryland Operational Overview
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2011 Budget Document 46
Capital Program and Debt Management
■ Capital Budgeting and Outstanding Debt
■ Debt Affordability Analysis
■ Six-year Capital Improvement Plan
Annual Operating and Summary Capital Improvement Budgets
Washington County, Maryland Capital Program and Debt Management
Capital Budgeting and Outstanding Debt
Washington County government is responsible for providing infrastructure improvements to its citizens. To provide for these improvements on a continuing basis, the Board of County Commissioners established a Capital Improvement Program that forecasts the future needs and priorities of the community. Through sound planning and programming of capital projects the County can provide many improvements while utilizing the prescribed amount of funds available for this purpose.
A major purpose of the Capital Improvement Program is to provide a means for coordinating and consolidating all departmental and agency project requests into one document. The projects can then be examined and prioritized based on established criteria that includes County plans and policies.
A Six-year Capital Improvement Plan (“CIP”) is developed each fiscal year and includes scheduling and financing of future community facilities such as public buildings, roads, bridges, parks, water and sewer projects, and educational facilities. The plan itself covers six years with the first year being the Capital Improvement Budget. Funds for each project are allocated from federal, state, and local sources by the County Commissioners.
The Capital Improvement Plan accounts for the acquisition, expansion, and rehabilitation of infrastructure and other capital assets, and incorporates the following basic underlying principles of the County:
• Capital projects are targeted to support the goals of the Comprehensive Plan and other County functional plans. • Capital investments are made for economic development. • Existing assets are preserved and maintained to ensure continued service. • External funding possibilities are considered when reviewing and prioritizing projects. • Intergovernmental funding is sought for regional projects. • Debt is used carefully and managed in accordance with the goals and objectives of County policies.
One of the major sources of funding for capital projects is debt. Debt is issued to match the cash flow requirements of the Capital Improvement Plan, while considering the affect on the tax burden of the citizens. Therefore, along with the development of the Capital Improvement Plan, an annual debt affordability analysis is performed to evaluate the affect of debt service costs on operating budgets and to utilize long-term financial planning.
The following graph illustrates the percentage of total debt outstanding at June 30, 2010 by project category:
Percentage of Debt Outstanding by Project Category
Education 31% Other Solid Waste 15% 12%
Airport 8% Infrastructure 16% Utility Public Safety 14% 4%
2011 Budget Document 47 Washington County, Maryland Capital Program and Debt Management
The impact of the Capital Improvement Budget on the Operating Budget is evaluated during the budget process. The Capital Improvement Budget includes costs for long-term capital projects, which add to the capital asset base of the County. The Operating Budget includes the principal and interest cost associated with those assets and pay-go financing of capital projects. The following table shows the estimated impact of debt service on the Operating Budget for FY 2011 and the current outstanding balance at June 30, 2010.
Current Debt Balance and FY 2011 Principal and Interest Costs FY 2011 Current FY 2011 FY 2011 Total Debt Balance Principal Interest Service
General Fund:
2001 Public Improvement Bonds $ 350,961 $ 350,955 $ 14,916 $ 365,871 2002 Public Improvement Bonds 1,429,468 456,639 70,332 526,971 2002 Public Improvement & Refunding Bonds 5,250,014 1,215,069 237,163 1,452,232 2003 Public Improvement Bonds 4,420,733 316,119 181,074 497,193 2003A Public Improvement & Refunding Bonds 8,598,542 1,549,274 325,734 1,875,008 2005 Public Improvement & Refunding Bonds 24,010,491 2,374,344 936,288 3,310,632 2006 Public Facilities Bonds 8,945,000 405,000 372,488 777,488 2007 Public Improvement Bonds 12,410,670 469,346 517,480 986,826 2008 Public Improvement Bonds 14,254,305 541,352 562,645 1,103,997 2009 Public Improvement & Refunding Bonds 13,969,841 783,550 486,753 1,270,303 2010 Public Improvement & Refunding Bonds 22,447,555 423,670 4,109 427,779 MD Water Quality Solid Waste Refinancing 1,787,619 32,023 17,876 49,899 MD Water Quality Resh Capping Ph 1 4,516,176 245,039 45,162 290,201 Total General Fund Existing Debt $ 122,391,375 $ 9,162,380 $ 3,772,020 $ 12,934,400 2011 Planned Debt:
2011 Public Improvement Bonds 10,950,000 0 0 0 Total General Fund Debt $ 133,341,375 $ 9,162,380 $ 3,772,020 $ 12,934,400
Highway: 2008 Public Improvement Bonds $ 2,751,880 $ 104,510 $ 1 08 ,620 $ 213,130 Total Highway Existing Debt $ 2,751,880 $ 104,510 $ 108,620 $ 213,130
Solid Waste: 2001 Public Improvement Bonds $ 244,039 $ 244,040 $ 10,372 $ 254,412 2002 Public Improvement Bonds 10,532 3,364 518 3,882 2002 Public Improvement & Refunding Bonds 474,986 109,931 21,457 131,388 2003 Public Improvement Bonds 54,267 3,881 2,223 6,104 2003A Public Improvement & Refunding Bonds 486,458 130,726 16,736 147,462 2005 Public Improvement & Refunding Bonds 714,509 70,656 27,862 98,518 2007 Public Improvement Bonds 2,529,330 95,654 105,464 201,118 2009 Public Improvement & Refunding Bonds 3,167,925 241,318 108,732 350,050 2010 Public Improvement & Refunding Bonds 8,046,445 151,580 359,576 511,156 MD Water Quality Solid Waste Refinancing 4,911,142 87,974 49,110 137,084 MD Water Quality 40 West Cell 3 2,003,923 126,786 22,040 148,826 Total Solid Waste Existing Debt $ 22,643,556 $ 1,265,910 $ 724,090 $ 1,990,000
2011 Budget Document 48 Washington County, Maryland Capital Program and Debt Management
Current Debt Balance and FY 2011 Principal and Interest Costs Current FY 2011 FY 2011 FY 2011 Total
Balance Principal Interest Debt Service
2011 Planned Debt: 4,917,900 0 0 0 2011 Public Improvement Bonds Total Solid Waste Fund Debt $ 27,561,456 $ 1,265,910 $ 724,090 $ 1,990,000
Airport
2003A Public Improvement & Refunding Bonds $ 650,000 $ 35,000 $ 27,050 $ 62,050 MD Industrial Commercial Redevelopment 920,856 130,050 56,200 186,250 MD Industrial Land Act 652,033 35,260 35,140 70,400 2006 Runway Extension Project Bonds 12,800,000 575,000 545,350 1,120,350 Total Airport Existing Debt $ 15,022,889 $ 775,310 $ 663,740 $ 1,439,050
Water Quality: 1996 Series A Project & Refunding Bonds $ 5,738,749 $ 463,921 $ 586,078 $ 1,049,999 2008 Public Improvement Bonds 1,293,815 49,137 51,069 100,206 2009 Public Improvement & Refunding Bonds 3,572,234 140,132 126,028 266,160 2010 Public Improvement & Refunding Bonds 2,071,000 73,230 34,965 108,195 MD Water Quality Series 90A 406,860 406,860 13,833 420,693 MD Water Quality Series 93A 296,551 70,576 9,762 80,338 MD Water Quality Series BNR 2,118,583 176,779 36,016 212,795 MD Water Quality Cono. Refunding 2004 5,995,000 1,280,000 23,980 1,303,980 MD Water Quality Pretreatment Refunding 2004 5,556,063 410,000 22,224 432,224 MD Water Quality Halfway I & I 482,937 26,205 4,825 31,030 Total Water Quality Existing Debt $ 27,531,792 $ 3,096,840 $ 908,780 $ 4,005,620 2011 Planned Debt: 2011 Public Improvement Bonds 786,400 0 0 0 Total Water Quality Debt $ 28,318,192 $ 3,096,840 $ 908,780 $ 4,005,620
Total Existing and 2011 Planned Debt $ 204,487,951 $ 14,404,950 $ 6,177,250 $ 20,528,200
Bonded Limit Summary as of June 30, 2010
The County may only issue general obligation and revenue bonds under authority conferred by the Maryland General Assembly, excluding those issued for education. No referendum is required. As of June 30, 2010 the unused authorization available for issuance of general obligation bonds was $ 52,004,822.
By State law, the total bonded indebtedness of the County for Water, Wastewater, and Pretreatment purposes may not exceed 10% of the assessed value of all property in Washington County subject to unlimited County taxation. See following table.
2011 Budget Document 49 Washington County, Maryland Capital Program and Debt Management
Schedule of Legal Debt Margins – Department of Water Quality Estimated as of June 30, 2010 Assessed Value of Property in Washington County $ 14,860,571,000 Debt Limit: % of Assessed Value 10% Water Quality Borrowing Limitation 1,486,057,100 Water Quality Debt 27,531,792 Debt Margin 1,458,525,308 Ratio of Water Quality Debt to Assessed Value .19%
Debt Affordability Analysis
The key factor in the issuance of debt is the understanding that effective debt management is critical to the overall financial management of the County. Therefore, the issuance of debt is done in conformance with the County’s Debt Policy, which is an integral component of the County’s financial management program. Accordingly, critical to sound financial and debt management is the continuing evaluation of the County’s ability to afford, and plan for the issuance of debt. In this regard the County has instituted a self-imposed requirement that an annual debt affordability analysis be performed. The analysis provides a method by which the County’s debt position can be evaluated, tested for stress and affordability, and compared to other jurisdictions, “Peer Group”, that are considered comparable to the County. The analysis provides the County Commissioners and citizens with a way to assess the impact of bond issuance and allows for informed decisions regarding financing proposals and capital spending priorities.
The County undertakes the debt capacity analysis on an annual basis in conjunction with the issuance of bonds and the formulation of the long-range Capital Improvement Plan. This comprehensive and routine analysis of debt capacity provides assurance that the amount of debt issued by the County is affordable. It also ensures that an appropriate balance is maintained between the County’s capital needs and its ability to pay for them.
To determine the County’s debt affordability, a peer group was established for comparison. Our Peer Group consists of the following Maryland counties: Washington, Howard, Frederick, Harford, Carroll, Charles, St. Mary’s, Cecil, Wicomico, and Calvert. These counties share similar characteristics as Washington County in various areas, including but not limited to, population, region, bond rating, and budget thresholds. Our sample of counties was based on size and income indicators, such as per capita income, property values, population, access to interstate highways, and revenue generation.
As with any business, including County government, it is important to develop strategic objectives, including prudent borrowing limits. The debt ratios used by the County are relevant benchmarks used to measure its debt position. Establishing an acceptable range for the debt ratios has allowed the County to continually monitor its debt position and provide a mechanism for calculating debt capacity. The information provided by the ratios assists the County in the capital budgeting decision process, including prioritizing capital spending.
Measures of debt affordability are sensitive as they are impacted by the amount of outstanding debt and changes in both the demographic and economic factors. Changes in demographic factors such as population growth and personal income affect debt ratios. Economic cycles can have major impacts both positive and negative on targeted ratios and debt capacity. This volatility demonstrates the need for assessing changes in projected debt capacity on an annual basis.
Decisions regarding the use of debt is based on a number of factors including, but not limited to, the long-term needs of the County and the amount of resources available to repay the debt. Flexibility is required to enable the County’s management team to respond to unforeseen emergencies or opportunities in the operational budget. In order to provide for that flexibility, the most important ratio - Debt Service as a Percent of Revenue - is included in the analysis. Comparing debt ratios of the County’s Peer Group and national medians is useful in evaluating the County’s debt position. Evaluating the change in ranking over time also indicates a strengthening or weakening of
2011 Budget Document 50 Washington County, Maryland Capital Program and Debt Management the County’s debt position relative to the Peer Group and to national averages. Below is a four-year comparison of the County’s debt ratios for the tax-supported debt portion.
Ratio and Peer Group Median Comparisons Debt Service as a % Debt Service per Debt Per Capita Debt as Percent of of General Fund Capita as a % of FMV Revenue Income Per Capita Fiscal Year County Peer County Peer County Peer County Peer Amount Group Ratio Group Ratio Group Ratio Group Median Median Median Median
2006 750 1,139 1.20% 1.61% 6.76% 7.81% .26% .31% 2007 772 1,181 1.13% 1.51% 6.03% 7.55% .24% .33% 2008 842 1,302 1.13% 1.45% 5.93% 7.37% .24% .34% 2009 888 1,483 1.08% 1.39% 6.90% 8.07% .26% .36%
2010 projected 868 1,483 1.00% 1.39% 7.19% 8.07% .26% .36%
When the County compares its debt ratios to its Peer Group and national medians, it provides a snapshot of our debt position at a single point in time. However, to fully understand the County’s debt position, it is important to evaluate ratios over a long period of time so that trends can be ascertained, analyzed and evaluated.
In completing the debt affordability analysis the estimated debt capacity ceiling is established and policy guidelines are applied to the debt capacity calculations. The ratio of Debt Service as a Percentage of Revenue is considered the most critical criteria in establishing debt capacity, in part because the County controls both components of the ratio and the impact of the change is most pronounced in the budget and potentially the tax burden carried by our citizens.
Projections are based on net tax-supported debt currently outstanding plus average debt that is anticipated to be issued over the next twenty years. The projections are intended only to provide a method for assessing the impact of issuing more debt. The County’s debt affordability analysis is designed to: ensure that anticipated future debt is manageable from a fiscal and budgetary perspective, meet peer group ratio targets and avoid negative treatment by the rating agencies in the form of a rating downgrade, and keep borrowing costs to a minimum. The following tables illustrate the impact of long-term debt issuance as it relates to various Peer Group targets that the County monitors.
2011 Budget Document 51 Washington County, Maryland Capital Program and Debt Management
Debt Capacity Analysis – Effect of Debt Issuance on Debt Ratios Debt Service as a % Debt Service Per Debt as a Percent of Debt Per Capita of General Fund Capita as a % of Fiscal Year FMV Revenue Income Per Capita Projected Target Projected Target Projected Target Projected Target
2011 888 1,483 1.00% 1.39% 6.82% 8.07% .25% .36% 2012 890 1,483 .97% 1.39% 7.27% 8.07% .27% .36% 2013 920 1,483 .98% 1.39% 6.93% 8.07% .26% .36% 2014 940 1,483 .98% 1.39% 6.89% 8.07% .26% .36% 2015 959 1,483 .97% 1.39% 6.86% 8.07% .26% .36% 2016 977 1,483 .97% 1.39% 6.72% 8.07% .26% .36% 2017 994 1,483 .96% 1.39% 6.70% 8.07% .26% .36% 2018 1,011 1,483 .95% 1.39% 6.49% 8.07% .25% .36%
Debt Capacity Analysis – Effect of Debt Issuance on Debt Ratios Debt Service as a % Debt Service Per Debt as a Percent of Debt Per Capita of General Fund Capita as a % of Fiscal Year FMV Revenue Income Per Capita Projected Target Projected Target Projected Target Projected Target
2019 1,029 1,483 .95% 1.39% 6.33% 8.07% .25% .36% 2020 1,042 1,483 .94% 1.39% 6.44% 8.07% .26% .36% 2021 1,051 1,483 .92% 1.39% 6.50% 8.07% .26% .36% 2022 1,062 1,483 .91% 1.39% 6.25% 8.07% .25% .36% 2023 1,068 1,483 .89% 1.39% 6.27% 8.07% .26% .36% 2024 1,070 1,483 .87% 1.39% 6.32% 8.07% .26% .36% 2025 1,069 1,483 .85% 1.39% 6.32% 8.07% .26% .36% 2026 1,065 1,483 .83% 1.39% 6.20% 8.07% .26% .36% 2027 1,060 1,483 .80% 1.39% 6.08% 8.07% .26% .36% 2028 1,050 1,483 .77% 1.39% 6.10% 8.07% .27% .36% 2029 1,048 1,483 .75% 1.39% 5.58% 8.07% .25% .36% 2030 1,044 1,483 .73% 1.39% 5.47% 8.07% .24% .36%
Credit Ratings
Credit ratings are the rating agencies’ assessment of the County’s ability and willingness to repay debt on a timely basis. Credit ratings are an important indicator in the bond market and can influence the County’s long-term interest rates that it must pay. Rating agencies believe that debt management is an important factor in evaluating the County and assigning credit ratings.
The County’s credit ratings are AA by Standard & Poor’s, AA- by Fitch and an Aa3 by Moody’s Investors Service. The County’s credit ratings reflect strong financial management, continued economic development and diversification, strong financial position, strong financial policies, manageable capital needs, low debt, and strong reserves.
2011 Budget Document 52 Washington County, Maryland Capital Program and Debt Management
Changes in Economic Assumptions
In addition to analyzing the impact of the capital program on debt ratios and capacity, to remain prudent, the County analyzes the impact of changing economic conditions on the recommended maximum level of annual debt issuance. Three economic scenarios were created:
. Base case reflects future economic conditions based on historical and projected trends. . Best case reflects the best economic conditions based on historical high trends. . Worst case reflects the worst economic conditions based on historical low trends.
The assumptions used in determining debt capacity in each scenario are based on historical trends, judgment, and projected economic conditions. Each case assumption is applied to the twenty-year projection.
The base case projects the most affordable program. It achieves the goal of meeting the Peer Group medians. The best and worst case scenarios assume major changes in economic conditions for the twenty-year period that is projected and could require adjustments to the Capital Improvement Plan and the debt issuance plan. However, planning to issue debt on the best-case scenario every year is not advisable because some bonding capacity should be kept in reserve in anticipation of sudden unexpected economic downturns.
Final Analysis
There are multiple factors that can affect the County’s affordability to incur future indebtedness, including the County’s economy and the availability of adequate financial resources. For that reason the financial ratios and analysis used, take into account the entire County financial condition, as other factors can effectively deteriorate the County’s financial posture and affect its ability to incur debt. In addition, these managerial and unpredictable scenarios have been considered and tested in the model used, so that the known effects of worst and best-case results could be examined as were discussed earlier. It is important for the County to monitor its financial condition, the economic trends, and debt affordability results on a regular basis, in order to continue to evaluate the County’s credit position to determine whether annual issuance of debt should be adjusted to reflect a changing financial outlook for the County under altered circumstances.
The estimated maximum debt capacity is not intended to be an absolute limit or a recommendation on the amount of debt that can be incurred. It should be used as a guide for better long-term financial planning and improving capital budgeting. Debt capacity estimates can assist long-term capital planning by showing the resources available to fund needed infrastructure. The estimates can then be used to allocate restricted resources to priority projects. The County’s annual debt review analyzes the projected debt issuances to assure that long-term financial stability will remain intact.
2011 Budget Document 53 Washington County, Maryland Capital Program and Debt Management
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2011 Budget Document 54 Washington County, Maryland Capital Program and Debt Management
Six-Year Capital Improvement Plan
The Six-year Capital Improvement Plan (CIP) is developed and updated on an annual basis for both project costs and funding sources. The plan is flexible and covers six years with the first year being the Capital Improvement Budget. Along with the development of the Capital Improvement Plan, an annual debt affordability analysis is performed to evaluate the affect of debt service costs on operating budgets and to utilize long-term financial planning. As part of the annual review process, certain projects are closed out due to completion and others are added as the re-sequencing of project priorities occur.
Capital Project Definition
Capital Projects are included in the Capital Improvement Plan when the project supports or improves infrastructure needs and/or the productive capacity of the County. Projects should have a useful life greater than 10 years and an estimated cost of $25,000 or more, and should also meet one or more of the following criteria:
• Projects having restricted funding sources, including grants, that require them to be included in the Capital Improvement Budget;
• Systematic acquisitions over an extended time period to complete implementation of a major functional or operating system;
• Rehabilitation or replacement projects of governmental or agency facilities;
• Projects that require bond financing because of significant costs associated with acquisition or construction of the project;
• Planning and feasibility studies that support the acquisition, construction, or improvement of the items listed above. (These are not required to meet the useful life test).
Capital assets include land, improvements to land, easements, buildings, building improvements, vehicles, machinery, large equipment, infrastructure, and all other tangible and intangible assets that are used in operations and that have initial useful lives extending beyond a two-year reporting period. Assets not meeting the criteria above are budgeted as capital outlay in the Operating Budget.
Development of the Capital Improvement Plan
Capital Improvement Plan development begins in the winter after the development of the debt affordability analysis. The Capital Improvement Program provides a comprehensive approach to planning and impacts all facets of County operations. The County Administrator, the Finance Director, the Planning Director, and the Director of Public Works comprise the Capital Improvement Plan Committee, (“CIP Committee”). From the time the CIP’s initial annual review begins in October through its adoption in May of each year, there is constant interaction between departments, the CIP Committee, and the elected officials. This effort is characterized by cooperation and reflects a common goal of ensuring that the CIP meets the objectives of the County and remains affordable and achievable. The CIP Committee reviews the project submissions to ensure:
• The plans are properly coordinated with other projects, entities, etc.
• Long-term operating impacts are included in estimates (including staffing, utility, maintenance, and debt);
• Timeframes for construction activity and cash flow are realistic;
• Projects are reviewed to determine the adequacy of the budget and appropriate funding source;
• Projects are prioritized based on County goals, department priorities, and anticipated funding sources.
2011 Budget Document 55 Washington County, Maryland Capital Program and Debt Management
The CIP is reviewed in conjunction with the annual debt affordability analysis and revenue projections, inclusive of rate analysis, in order to determine funding availability. A financial analysis of funding sources and project costs is conducted for all proposed capital improvement projects. It is the CIP Committee’s responsibility to review all requests that County departments and agencies submit. All projects are ranked based on established criteria for priority ranking. Considering current and future needs, as developed in the six-year plan, available funding sources, and the results of the priority ranking process, the CIP Committee determines which capital projects best meet established criteria for the current fiscal year Capital Improvement Budget and the five-year forecast.
The Board of County Commissioners reviews the Six-year Capital Improvement Plan in regular public working sessions and at the public hearing. Following this review and before the end of the fiscal year, the Board formally approves and adopts the Six-year Capital Improvement Plan for the established projects.
Capital Project Priority Ranking System
During the review process the CIP committee prioritizes projects based on the County’s broad goals, department priorities, anticipated funding sources, and the priority-ranking matrix. The priority-ranking matrix is composed of fourteen scored and weighted criteria, which is the basis for assigning projects into one of the five priority-ranking categories.
The fourteen scored and weighted ranking criteria used by Washington County are:
1. Legal Mandates – This criterion assesses the risk with legal issues required by federal or state statute, court order, or regulation, or a project that moves the County into further compliance with such mandates.
2. Public Health and Safety – This criterion includes health related impacts like increases in traffic accidents, injuries, and deaths.
3. Environmental Impact – This criterion includes health related impacts like sickness due to poor water quality, health hazards due to sewer problems, or contamination from landfill sites.
4. Conformity to County Commissioners Goals and Plans - If a capital project directly addresses the County Commissioner’s goals and plans, the relative attractiveness of that project increases. It should tie into the Comprehensive plans or other written plans and goals of the County.
5. Conformity to Agency, Department and Jurisdictional Plans – If a capital project directly addresses the written plans of the agency, department or jurisdiction, the value of the project increases.
6. Community Support – This criterion refers to interest group advocacy and/or opposition and conformity to County master and strategic plans.
7. Project Cost – This criterion is for the total cost of constructing or installing the proposed project. The higher the cost the lower the weight. However the forced score should not be considered adversely with respect to an individual project as it simply identifies the financial issues within the CIP Budget. A project will rank high if warranted by other evaluation criteria when scored if appropriate.
8. Funding – This criterion evaluates available funding sources to be contributed towards the proposed project. Taking into consideration if the project is continuing from the prior year, in which funding would be required, or if there is proposed self-supporting funds, or if significant outside funding sources are available.
9. Operating Budget Impact: Cost/Benefit – This criterion reflects other costs relative to the proposed project, including operation and maintenance, start-up costs, personnel, and debt service, as well as cost savings and potential revenues generated by the completed project . 10. Preservation of Facility – Measures the possible effect of deferring the project, such as complete replacement of facility or equipment, major repair costs if not replaced, or added cost for new facility.
11. Project Life – This criterion measures the type of “bricks and mortar” spending that is proposed in the long-term capital plan. It places higher value on longer-term infrastructure assets.
2011 Budget Document 56 Washington County, Maryland Capital Program and Debt Management
12. Economic Impact – Measures the impact such as property value, future tax base, added jobs, income to citizens, changes in business income, and stabilization of neighborhoods. Such impacts may apply more to capital projects related to growth and expansion than to infrastructure maintenance although deteriorating structures can adversely affect business.
13. Recreational, Cultural or Aesthetic Value – A catch –all criteria for other significant quality-of-life related impacts that includes community appearance, recreational opportunities, and cultural improvements.
14. Percent of Population Benefiting – Estimates the number of persons likely to be affected by the project and nature of the impact.
After the projects are scored and weighted using above criteria, the projects are then categorized based on the score into Priority 1 through Priority 5. The priority category definitions are as follows:
Priority 1 Projects needed to comply with a court order or legislative mandate, and/or projects that are critical to the health, safety, and general welfare of County citizens.
Priority 2 Projects important to the general welfare of the community, operating or maintaining of a physical facility, and/or not critical relative to other projects.
Priority 3 Projects that provide a public operational improvement and/or projects not critical or important in relation to the County financial capabilities, needs, or other program requirements.
Priority 4 Projects that conflict with the master plan and/or projects for which there are concerns related to serious need, cost, justification, or timing.
Priority 5 Projects that will not be started until the completion of a study or submission of additional data, and/or projects on hold indefinitely.
After all proposed projects are prioritized using these criteria, the CIP Committee (1) reviews the project ranking report for reasonableness, (2) checks for any projects that appear out of order, (3) determines if there are any linkages between projects, (4) evaluates if there are any advantages to having projects done concurrently (5) ascertains if there are any projects dependent on one another, and (6) reviews the project’s impact on the operating budget. Adjustments to the final ranking may be necessary based on this extensive CIP prioritization process.
The CIP Committee provides an enterprise-wide view and prioritizes proposed projects while balancing project requests against known County objectives. After their review is complete the CIP Committee presents the Six-year Capital Improvement Plan to the Board of County Commissioners. The County Commissioners review the recommended Six-year Capital Improvement Plan during budget workshops and at a public hearing prior to budget adoption.
Program priorities, long-term service needs, and planning – like multidimensional ranking systems - complement rather than replace, the judgment that County officials must exercise in ranking requests for capital projects and acquisitions and developing the CIP and Capital Budget.
2011 Budget Document 57 Washington County, Maryland Capital Program and Debt Management
Operating Impact of Capital Improvement Projects
The operating impact of capital projects are reviewed and considered during the CIP review process. Estimated new revenues and or operational efficiency savings associated with projects are also taken into consideration. The operating costs of the projects are identified and considered during the ranking evaluation. The operating costs of projects to be completed and in-service during the budget year are identified and justified as part of the operating budget process. Departmental staff plans, significant start-up costs, as well as operation and maintenance costs of the new facilities are included in the operating budget. These conservative operating cost estimates represents personnel, equipment maintenance, building maintenance, debt service, and other major costs anticipated at the completion of the project. An important consideration in the County’s Capital Improvement Budget is the fiscal impact on the Operating Budget due to the additional debt service cost. Total debt service cost for fiscal 2011 is approximately $20.6 million.
The six-year operating budget impact forecasts for individual projects approved in the fiscal year 2011 Capital Budget are presented in the project detail schedule located in the next section. Operating cost include personnel, supplies, maintenance, debt service, and other major operational costs.
The summarized table below presents a six-year summary forecast of capital project impact on the operating budget, by category, for fiscal years 2011 to 2016.
Six-year Capital Improvement Plan Estimated Operating Impact
Project Category FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Airport $ 0 $ 0 $ 0 $ 15,000 $ 15,000 $ 15,000
Bridges 157 119,070 210,837 210,837 210,837 210,837
Drainage 0 42,178 42,178 42,178 42,178 42,178
Education 574,902 706,453 2,623,812 3,088,683 4,180,253 4,368,956
General Government/Parks 0 24,233 216,691 229,189 241,937 254,937
Public Safety 0 0 0 124,972 438,509 734,956
Railroad Crossings 0 0 0 26,690 26,690 26,690
Road Improvement 747,670 1,711,533 2,216,994 2,749,146 3,382,522 4,063,958
Solid Waste 628,981 770,266 836,860 838,980 860,049 847,869
Transit 0 0 1,000 0 1,000 0
Water Quality 130,417 657,882 1,180,682 1,733,677 1,977,873 2,083,090
Total $ 2,082,127 $ 4,031,615 $ 7,329,054 $ 9,059,352 $ 11,376,848 $ 12,648,471
2011 Budget Document 58 Washington County, Maryland Capital Program and Debt Management
Capital Improvement Budget Overview
A graphic illustration of planned capital project distribution and funding sources for fiscal year 2011 is shown below. The fiscal year 2011 Capital Improvement Budget is funded mainly from: tax supported and self-supported bonds, pay-go funds, federal and state funds, and developer based fees.
Funding Sources Capital Project Distibution Fees, Taxes Self- & supported Contributions Bonds Pay-go Solid Waste Other 15% 10% 13% 10% 2% Infrastructure 26%
General Tax- Government supported 6% Federal & Bonds Education State 20% 53% Water Quality 42% 3%
Capital Improvement Plan Funding Sources
Funding sources in the Capital Improvement Plan are budgeted in each fiscal year in which they will be received. All potential funding sources are considered when developing the Capital Improvement Plan to ensure that projects are funded with appropriate revenue streams. Some projects are funded with project-specific revenues that benefit particular projects and/or users, as is the case with development fees. The other information considered when funding the Capital Improvement Plan are the results of the debt affordability analysis, cash flow requirements of each project, and the financial costs associated with each funding source. Following are descriptions of the funding sources for the Capital Improvement Budget:
. Tax-supported Bonds are General Obligation Bonds secured by the full faith and credit of the issuer. General Obligation Bonds issued by the County are secured by a pledge of the County’s property taxing power, and must be authorized by legislative authority. The amount to be issued in this fiscal year is based on the County’s debt affordability guidelines, debt policies, and future project costs.
. Self-supported Bonds are issued for enterprise funds and the debt service is paid from user fees.
. Pay-Go Funds represent cash contributions from various operating funds for specific capital projects without a dedicated funding source. The fiscal year 2011 amount is based on available cash resources and was determined by maximizing the contribution level to best match funding strategies, useful lives, benefit of assets, and the cost.
. Federal and State Funds are for specific projects and are restrictive in nature. These funds are inconsistent from year-to-year and are not used as a base revenue stream.
. Fees and Taxes is the other major funding source. Excise tax is assessed for residential construction at $3 per sq foot (SF), and $1.5 SF for additions to residential properties. Excise tax for nonresidential non-retail is assessed at $1 SF and nonresidential retail at $3 SF. Budgeted excise tax is based on projected growth and development. Transfer tax is charged on recorded real property transfers in the County at a rate of .5%. Transfer tax revenue for FY11 is based on projected home sales and recordation activity. In addition, the County has an Adequate Public Facilities Ordinance Fee. It is used to generate revenue so that public facilities and services needed to support new development will be available concurrently with the impacts of the new developments.
2011 Budget Document 59 Washington County, Maryland Capital Program and Debt Management
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2011 Budget Document 60 Washington County, Maryland Capital Program and Debt Management Six-year Capital Improvement Plan Summary
Project Category FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Airport 40,900 408,000 2,080,800 5,726,300 2,262,300 2,456,600 3,522,100
Bridges 1,066,577 2,847,300 3,962,600 6,011,800 1,432,800 2,865,100 389,700
Drainage 35,000 705,600 631,000 409,600 43,300 563,500 1,178,400
Education 58,355,800 28,623,100 22,878,200 15,364,700 15,129,000 21,356,300 22,666,800
General Government 1,202,000 3,432,600 2,919,900 955,100 757,700 772,800 788,300
Parks & Recreation 0 35,000 37,700 0 0 347,800 112,600
Public Safety 225,000 229,500 0 0 1,738,500 5,724,700 5,996,500
Railroad Crossing 50,100 0 0 360,900 1,226,600 0 0
Road Improvement 25,180,323 10,469,000 13,445,000 10,695,100 10,254,800 10,963,500 12,532,200
Solid Waste 5,268,400 5,346,300 971,500 53,100 292,900 206,700 281,500
Transit 1,103,304 418,000 194,200 652,300 272,400 0 210,200
Water Quality 1,733,070 1,738,100 11,419,000 11,753,260 11,434,700 1,324,800 1,338,200
Total 94,260,474 54,252,500 58,539,900 51,982,160 44,845,000 46,581,800 49,016,500
Project Funding Source FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
General Fund 19,900,663 4,500,000 4,500,000 6,500,000 7,500,000 9,000,000 10,282,300
Water Quality Funding 699,900 451,100 263,100 159,200 719,900 110,400 112,700
Solid Waste Fund 311,000 428,400 428,900 53,100 54,100 55,200 56,300
Airport Fund 0 2,200 0 0 0 0 0
Tax Supported Bonds 11,909,150 10,950,000 15,000,000 16,000,000 14,000,000 15,000,000 16,000,000
Self Supported Bonds 5,409,270 5,704,300 7,261,900 6,872,060 6,608,500 1,365,900 1,450,700
Federal Grants 1,594,864 2,845,700 3,977,000 9,496,600 2,353,200 3,814,000 3,330,900
State Grants 24,800,600 19,694,800 19,577,500 8,023,600 10,927,100 8,503,100 12,354,400
Transfer Tax 5,051,073 1,160,300 620,800 0 0 457,300 1,000,000
Excise Tax – Non Residential 850,000 780,000 780,000 900,100 1,000,000 1,200,000 1,400,000
Excise Tax - Schools 3,437,000 661,500 802,000 945,000 1,228,500 1,512,000 1,795,500
Excise Tax - Roads 802,100 217,300 264,000 310,500 403,700 498,000 590,000
Excise Tax - Other 0 47,300 0 0 0 108,000 128,100
Excise Tax - Library 364,254 18,900 23,000 27,100 35,100 43,200 51,300
Capital Reserve 9,061,500 1,571,000 1,027,100 71,600 14,900 0 18,800
Contributions 1,568,000 5,219,700 4,014,600 2,623,300 0 4,914,700 445,500
Total 85,759,374 54,252,500 58,539,900 51,982,160 44,845,000 46,581,800 49,016,500
2011 Budget Document 61
Washington County, Maryland Capital Program and Debt Management Fiscal Year 2011 Capital Improvement Budget - Project Detail
Project Operating Project Name Project Description Budget Impact
Fuel Farm Relocation and Fuel Farm study and relocation. $ 408,000 $ - Upgrades
Marble Quarry Road Bridge is located in the 19900 Block of Marble Quarry 997,600 157 Bridge W6083 Road (ADC Map 32, Grid A-13). Replace deteriorated single land concrete bridge. Structure is considered eligible for the National Register of Historic Places.
Stevenson Road Culvert Culvert is in the 22700 block of Stevenson Road. The 242,800 - 07/20 work entails replacing the concrete slab bridge with precast concrete box culvert. Traffic barrier and safety upgrades will be included in the project.
Coffman Farms Road Bridge is located in Keedysville, near Main Street 6,100 - Bridge W6371 (ADC Map 31, Grid G-7). Rehabilitate stone arch structure. Structure is considered eligible for the National Register of Historic Places. Rehabilitation will include concrete fill, traffic barrier upgrades, scour repair, and repointing. Bridge Sufficiency Rating is 49.2 out of a maximum possible score of 100.
Dogstreet Road Bridge Bridge is located in the 19700 Block of Dogstreet Road 19,400 - W5932P (ADC Map 31, Grid K-9). Existing multiple corrugated metal pipe structure regularly clogs due to a heavy debris load in creek resulting in road overtopping and subsequent damage to road surface and adjacent property. Replace with single span bridge.
Old Forge Road Bridge Bridge is located in the 20800 Block of Old Forge Road 5,200 - W2382 (ADC Map 22, Grid D-1). Rehabilitate stone arch structure. Structure is considered eligible for the National Register of Historic Places. Rehabilitation will include concrete fill, traffic barrier upgrades, scour repair, and repointing.
Spur Road Culvert 07/16 Replace the existing concrete slab structure with a 213,200 - precast concrete box culvert. Project will also include traffic barrier upgrades.
Leitersburg/Smithsburg Culvert is located in the 22600 Block of 205,000 - Road Culvert 07/04 Leitersburg/Smithsburg Road (ADC Map 23, Grid D-1). Replace deteriorated concrete slab structure with new precast concrete box culvert. Project will also include traffic barrier upgrades.
Burnside Bridge Road Culvert is located in the 18500 Block of Burnside 255,000 - Culvert 01/02 Bridge Road (ADC Map 34, Grid D-2). Replace single lane steel stringer bridge with two lane precast box culvert and make traffic barrier approach road improvements.
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Washington County, Maryland Capital Program and Debt Management
Project Operating Project Name Project Description Budget Impact
Leiters Mill Road Bridge This project is in the 21300 block of Leiters Mill Road $ 135,700 $ - W2292 (ADC Map 11, Grid H-8). Repair existing stone arch bridge. Structure is eligible for the National Register or Historic Places. Although undetermined at this time, repair will most likely consist of concrete fill, traffic barrier upgrades, scour repair, riprap placement, and repointing the stone masonry. Bridge Sufficiency Rating is 30.7 out of a maximum possible score of 100.
Garis Shop Road Bridge Bridge is located in the 19700 Block of Dogstreet Road 135,700 - W4021 (ADC Map 31, Grid K-9). Existing multiple corrugated metal pipe structure regularly clogs due to a heavy debris load in creek resulting in road overtopping and subsequent damage to road surface and adjacent property. Replace with single span bridge.
Stevenson Road Culvert Culvert is located near 22650 Stevenson Road (ADC 275,400 - 07/18 Map 23, Grid E-1). Replace existing single lane concrete structure with a two lane precast concrete box culvert. Upgraded traffic barrier will be added as well to improve safety.
Old Roxbury Road Bridge Bridge is located in the 19700 block of Old Roxbury 265,200 - W5372 Road (ADC Map 26, Grid K-8). Road realignment to eliminate bridge and reduce or eliminate road flooding. Project may be influenced by the possible historical concerns. Bridge Sufficiency Rating is 13.7 out of a maximum possible score of 100.
Locust Grove Road Culvert is located in the 22200 block of Locust Grove 25,500 - Culvert 08/03 Road (ADC Map 35, Grid C-4). Replace deteriorated single lane steel stringer structure with new two lane precast concrete box culvert. Project also includes the widening of Locust Grove Road to two lanes from the structure out to MD 67, a distance of approximately 250 feet.
Beaver Creek Road Culvert is located in the 19000 block of Beaver Creek 25,500 - Culvert 16/01 Road (ADC Map 21, Grid H-11). Replace existing single lane concrete structure with a two lane precast box culvert. Upgraded traffic barrier will be added to improve safety.
Burnside Bridge Road Bridge is located in the 18900 block of Burnside Bridge 40,000 - Bridge W5851 Road (ADC Map 34, Grid E-4). Obtain geotechnical engineering firm to provide grout repairs to fill void behind the wall of the structure. Make repairs to inside wall and foundation to stabilize structure.
Mt. Aetna Road Culvert Ditch, channel and culvert improvements near 21818 169,300 - Mt. Aetna Road to correct road and property flooding.
2011 Budget Document 63
Washington County, Maryland Capital Program and Debt Management
Project Operating Project Name Project Description Budget Impact
Rice Road Culvert Culvert is located in the 14800 block of Rice Road $ 127,500 $ - (ADC Map 2, Grid C-4). Replace small corrugated metal pipe with concrete pipe and new headwalls. Traffic barrier will be added as well to improve safety.
Gilardi Road Culvert Culvert is located at the 7200 block of Gilardi Road 223,400 - (ADC Map 32, Grid H-2). Replace corrugated metal pipe/concrete pipe with concrete pipe and new headwalls. Replace gabion wall. Upgraded traffic barrier will be added as well to improve safety
Stream Restoration at Restore stream banks at various locations on the 40,800 - Various Locations Antietam Creek and Conococheague Creek to improve water quality.
Woodside Drive Drainage The property at 18425 Woodside Drive (ADC Map 26, 144,600 - Improvements Grid C-3) experiences significant flooding including impacts to an existing septic system drain field. The estimated drainage area to this site is 14.89 acres. Stormwater runoff from the existing drainage area is unmanaged and therefore the engineered conveyance system in the area is almost non-existent. The proposed solution to the drainage problem is to design and construct an adequate system to convey stormwater runoff from the intersection of Deanewood Lane and Woodside Drive to the existing drainage swale system at the intersection of Woodside Drive and Fernwood Lane. There is an existing 50 foot public right-of-way along Woodside Drive.
Eastern Primary (New New school construction of an 81,000 square foot 6,653,000 440,424 School) primary school building to house Pre-K through second grade. The school will be sistered with Eastern Elementary which will house third through fifth grade. Provisions have been made in this budget request to include an expanded gymnasium in partnership with the Buildings, Grounds, and Parks Department.
Antietam Academy Antietam Academy will serve as a center for Alternative 4,369,700 - (Replacement Alternative Education needs. Planned enrollment capacity for this School) 45,000 square foot school is 200 middle school and high school students (grades 6-12), as well as evening high school students.
Performing & Visual Arts The purpose of this project is to renovate the Kepler 8,801,500 - Education Center Theater and add a Performing & Visual Arts Education Center. The project will be the last phase of the Arts & Sciences Complex. The project will expand the lobby to include a gallery and create an educational space for the performing and visual arts.
2011 Budget Document 64
Washington County, Maryland Capital Program and Debt Management
Project Operating Project Name Project Description Budget Impact
Arts and Sciences The main purpose of this project is to provide $1,280,000 $ - Complex Hagerstown Community College with a new academic building supporting the mathematics and science programs of the Mathematics and Science Division (excluding Engineering) and renovation of facilities to support some of the classroom, laboratory, and office needs of the English and Humanities, Behavioral, and Social Sciences divisions. This project has three phases. Phase I is construction of a new science building with updated classrooms, science labs, and office space for faculty and support staff. Phase II includes the renovation of the existing Science Building and Phase III includes the renovation of the existing Classroom Building.
Renovation and Expansion Acquire land, demolish buildings, relocate public 7,518,900 134,478 of the Central Library utilities and construct surface parking lot. Renovate existing library and construct an expansion for a total building square footage of 84,357 square feet.
Bond Issuance Costs Costs associated with sale of bonds. The costs include 153,000 - fees for printing, financial advisor, bond counsel, discounts, and rating agency fees.
Chiller Replacement, 100 Replace 40-ton chiller at 100 West Washington Street 70,000 - W. Washington Street that provides air conditioning to the first floor and basement offices. Project includes engineering, demolition, and removal of the existing unit, installation and re-plumbing.
Air Conditioning System – Replace existing roof top heating/air conditioning unit 155,700 - County Office Building serving the fourth floor of the County Office Building, 33-35 West Washington Street, ductwork modifications and system controls to provide for occupant comfort and compliance with air quality performance requirements.
Senior Community Center Construction of Senior Community Center to provide 2,615,600 - focal point for services for senior adults in Washington County in order to maintain independence and quality of life. Centers offer information and assistance, health education, wellness/fitness opportunities, resource counseling, meals, socialization, recreation, and civic engagement.
Energy Efficiency and This project entails the retrofit and replacement of low 438,300 - Conservation Block Grant efficiency lighting fixtures and wiring systems with Program high efficiency lighting fixtures.
2011 Budget Document 65
Washington County, Maryland Capital Program and Debt Management
Project Operating Project Name Project Description Budget Impact
Irrigation Pump Station The project consists of two phases; first phase involves $ 35,000 $ - Upgrades design and installation of control components and software to upgrade the existing irrigation pump controls. Phase two involves design and installation of 1- 60 hp pump, 1 - 25 hp pump, 1 - 3 hp pump and all plumbing and valves at the existing pump station skid assembly.
GIS Parcel Vectorization The county property maps will be digitized into the 229,500 - Geographic Information System (GIS). The existing unrectified raster format maps are to be converted to vector format. Property lines will be aligned with aerial photographs to increase accuracy, eliminate overlaps and voids. Subdivisions approved since 1973 will be plotted by coordinate geometry from recorded plats. A vendor having experience in the methods required and in resolving the conflicts which are inherent in the existing maps will be retained to complete the project. The county will then take over the maintenance of the mapping. It is anticipated that it is a one-time expense and has similar characteristics as other more tangible physical infrastructure, even though it will become part of the county GIS spatial data infrastructure.
Pavement Maintenance Costs associated with 2008 Public Improvement Bond 215,000 - Issue for overlay of County road system.
Pavement Maintenance Modification of County-wide pavement maintenance 3,000,000 235,500 and Rehabilitation program targeting rehabilitation of County highway Program pavement as required. Techniques may include but not be limited to road reclamation, bituminous concrete overlay, crack sealing, and surface treatment. Individual projects will be determined on an annual basis consistent with the County’s overall Pavement Management Program.
Marsh Pike/Longmeadow Signalized intersection reconstruction to enhance 725,000 - Road Intersection capacity, reduce delays and improve safety. Work includes additional turning lanes, traffic signal reconstruction, storm drainage improvements and the placement of accessible sidewalks to accommodate pedestrians in and around Paramount Elementary School.
Robinwood North Realign Robinwood Drive between Hagerstown 20,400 - Community College and MD 64 in order to increase capacity and reduce congestion in the Robinwood community. Project will increase traffic safety. Projected costs also include public water and sewer. New road section will include 2 - 12 foot lanes in each direction with a raised grassed median and closed storm drain system. Final alignment will be west of the current road generally between Partridge Trail and Greenhill Drive.
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Washington County, Maryland Capital Program and Debt Management
Project Operating Project Name Project Description Budget Impact
Southern Boulevard I Project involves the construction of Southern Boulevard $ 2,286,900 $ 178,815 between East Oak Ridge Drive near South Pointe Drive to Frederick Street (US 40A). The project includes new intersections at each extent of the project, Frederick Street and a roundabout at East Oak Ridge Drive.
Eastern Boulevard Rehabilitate and widen Eastern Blvd from MD Rt 64 2,594,000 168,673 Widening Phase I (Jefferson Boulevard) to Security Road from the existing 2 lane roadway to a 4 lane divided roadway. Including drainage improvements, and traffic signal modifications.
Garis Shop/Poffenberger Realign the intersection of Garis Shop 95,000 - Roundabout Road/Poffenberger Road and Alternate US 40. Project involves the construction of a traffic roundabout at the intersection of Garis Shop Road and Poffenberger Road.
Transportation ADA Upgrades to existing street crossings and facilities to 74,700 - comply with Americans with Disabilities (ADA) requirements. This includes providing pavement markings, signs, sidewalks, ramps, and accessible pedestrian signals as necessary to bring the existing conditions into compliance.
Eastern Boulevard at Intersection improvements at Antietam Drive. This 300,000 18,024 Antietam Drive project will connect the Eastern Boulevard Widening Intersection Improvements Phase II project with the Eastern Boulevard Extended project. Two intersection configurations are being evaluated at this location, a traditional four-legged signalized intersection and a roundabout intersection.
Varsity Lane Extended Project involves the extension of Varsity Lane to a new 1,158,000 122,303 road on the former Mt. Aetna Farms property to connect to Scholar Drive (HCC). Road length is approximately 3,100 lf. Project includes the construction of two roundabout intersections.
Contingency – Solid A budgetary reserve to provide for emergency or 51,000 - Waste unanticipated expenditures.
Cell #7 Final design and construction for Cell #7 and #6, 3,136,500 628,981 including the preparation of bid documents. This item includes engineering support during construction. The cells will be combined.
Close Out Cap – Rubble Design and construct close out cap for the Rubble 1,697,800 - Fill Landfill. At this point in time it is not known if a gas collection system will be required. If so it will be a minimal passive system and should be considered included in the budget provided herein.
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Washington County, Maryland Capital Program and Debt Management
Project Operating Project Name Project Description Budget Impact
Leachate Pump Station Design and construct a landfill leachate pump station $ 377,400 $ - and Force Main and approximately 2,100 ft of force main to discharge leachate into the domestic wastewater transmission lines from the Forty west landfill and possibly the former City/County Landfill. This project is contingent upon completion of the wastewater transmission system to be constructed by private developers (Powers Estates) and the Cedar Springs Pump Station. Other expenses are for construction management & inspection services.
Hancock Landfill – Gas Replace gas vents with gas flares at the Hancock 83,600 - Flares Landfill.
Transit Buses FY 11 - Replace two (2) fixed-route transit buses, Units 418,000 - 649,650. FY 13 - Replace three (3) fixed-route transit buses, Units 646, 647,648.
Contingency – Utility A budgetary reserve to provide for emergency or 25,500 - Admin unanticipated expenditures.
Auto Analyzer for Replace Auto analyzer equipment for nutrients. 81,600 - Nutrients
Conococheague Complex General improvements to the existing storage building. 102,000 - – Storage Building Improvement
Contingency - Sewer A budgetary reserve to provide for emergency or 51,000 - unanticipated expenditures.
Winebrenner Wastewater Upgrade facility to comply with Maryland Department 1,287,000 81,318 Treatment Plant Upgrade or the Environment's (MDE) Enhanced Nutrient Removal (ENR) strategy and improve operational efficiency.
Contingency - Water A budgetary reserve to provide for emergency or 25,500 - unanticipated expenditures.
Replace Clear Well Replacement of the Clear Well at the Sharpsburg Water 165,500 - Sharpsburg Water Treatment Plant that was damaged beyond repair by a Treatment Plant vehicle accident.
$54,252,500 $2,008,673
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Washington County, Maryland Capital Program and Debt Management
Summary of Major Capital Improvement Plan for FY 2012-2016
Discussed below are several of the major projects scheduled in the Capital Improvement Plan for FY 2012 –2016.
Project Name Project Description Total Project Budget
Eastern Primary (New New school construction of an 81,000 square foot $25,205,100 School) primary school building to house Pre-K through second Began in FY 2009 grade. The school will be sistered with Eastern Elementary which will house third through fifth grade. Provisions have been made in this budget request to include an expanded gymnasium in partnership with the Buildings, Grounds, and Parks Department.
East City High (New Provides a new 202,650 square foot high school with a 73,233,200 School) capacity of 1,251 students, and core space(s) to support Beginning in FY 2016 future enrollment up to 1,600 students. This project will cover the projected seating deficit of five other high schools.
Bester Elementary Construct a new school to replace the existing Bester 23,985,400 (Replacement School) Elementary on the existing site. The new school is Beginning in FY 2012 planned as a four-round school, increasing the student capacity of this school from 511 students to 608 students. Portions of the existing school building will be demolished to make room for appropriate drives and play fields. Provisions have been made within this budget request to include an expanded gymnasium for community use in partnership with the Buildings, Grounds and Parks Department.
West City Elementary A new 82,400 square foot facility to house a 5-round, 25,688,200 School Pre-K through 5th grade elementary school with a Beginning in FY 2014 capacity of 745 students. Provisions have been made within this budget request for an expanded gymnasium for community use in partnership with the Buildings, Grounds, and Parks Department. This project will allow the closing and consolidation of two aging, inadequate elementary school facilities - Winter Street and Conococheague Elementary.
Smithsburg Wastewater Upgrade of facility to address Maryland Department of 15,788,530 treatment Plant – Facility the Environment strategy for Enhanced Nutrient Removal Improvements and expand capacity to address growth needs of the area. Beginning in FY 2010
Winebrenner Wastewater Upgrade facility to comply with Maryland Department of $16,851,700 Treatment Plant Upgrade the Environment Enhanced Nutrient Removal strategy Began in FY 2005 and improve efficiency.
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Washington County, Maryland Capital Program and Debt Management
Project Name Project Description Total Project Budget
Renovation and Expansion Acquire land, demolish buildings, relocate public $23,663,000 of the Central Library utilities, and construct surface parking lot. Renovate Began in FY 2007 existing library and construct an expansion of approximately 47,500 square feet.
Eastern Boulevard Rehabilitation and widen Eastern Blvd from Security 14,286,300 Widening Phase II Road to Antietam Drive from the existing 2 lane roadway Began 2009 to a 4 lane divided roadway. Including drainage improvements and railroad underpass.
Phase 2 – Detention Center Phase 2 of the Detention Center expansion involves the 22,856,500 Expansion building of a secure corridor between the existing Begin in 2014 Detention Center and the old Phoenix Color building. It also includes the moving of Administration, Food, Commissary, and laundry services to the old Phoenix Color building along with the building of two male 48 bed housing units. These housing units will house the kitchen trustees, work release inmates, and other trustees in the Detention Center.
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Washington County, Maryland Capital Program and Debt Management
The following charts illustrate the projects by category and the funding sources that are currently scheduled for FY 2012 thru FY 2016. The ‘Other’ category includes projects for: Parks & Recreation, Solid Waste, Transit and General Government. The ‘Education’ category includes projects for the Board of Education, the Hagerstown Community College and Public Libraries, including the Renovation and Expansion of the Central Library. The total for all projects represented in the chart is $251,183,060.
Capital Improvement Plan for FY2012 thru FY2016
Education 39% Other 4%
Public Safety 5%
Infrastructure 31% Water and Sewer 15% Airport 6%
Funding Sources for FY2012 thru FY2016
Pay-go Self Supported Bonds 16% 9% Tax Supported Bonds 30%
Federal & State 33%
Fees, Taxes, & Contributions 12%
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Washington County, Maryland Capital Program and Debt Management
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General Fund
■ General Fund Revenue Summary
■ General Fund Revenue Detail
■ General Fund Expenditure Summary
■ General Fund Expenditure Detail by Department and Agency that includes:
▪ Functions ▪ Accomplishments for Fiscal Year 2010 ▪ Goals for Fiscal Year 2011 ▪ Funding Sources and Program Expenditures ▪ Staffing Summaries or Services Provided
Annual Operating and Summary Capital Improvement Budgets
Washington County, Maryland General Fund
General Fund – Revenue Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Property Tax 121,737,573 129,348,700 125,823,260 (3,525,440) (2.73%)
Local Taxes 68,540,483 72,930,000 64,945,000 (7,985,000) (10.95%)
Interest Earnings 3,080,022 819,940 813,170 (6,770) (.83%)
Charges for Services:
Permits and Inspections 1,178,837 1,172,300 1,066,950 (105,350) (8.99%)
Planning 124,809 109,000 102,000 (7,000) (6.42%)
Parks and Recreation 408,440 440,000 418,000 (22,000) (5.00%)
Public Safety 1,690,592 1,384,320 1,284,090 (100,230) (7.24%)
Other 1,151,823 976,920 812,720 (164,200) (16.81%)
Grants for Operations 3,906,625 2,165,520 1,883,390 (282,130) (13.03%)
Total 201,819,204 209,346,700 197,148,580 (12,198,120) (5.83%)
General Fund Revenue Structure
The General Fund major functions are to provide funding for education, public safety, courts, planning, permits, public works, parks and recreation, general operations, and economic development. To provide these programs and services for the public, the above revenue sources are used to fund related expenditures for those programs and services.
Major revenue categories are Property Tax, Local Taxes, Interest Earnings, Charges for Services, and Grants for Operations, which can be seen in the table above. Property Tax and Income Tax represent the two major revenue sources in the General Fund, as they comprise 97% or $191 million of total General Fund revenues. Detail of the revenue sources and the underlying assumptions can be read on pages 75-80:
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Washington County, Maryland General Fund
General Fund – Revenue Detail
Property Tax 2009 2010 2011 Change Category Actual Budget Budget $ % Real Estate Tax 108,031,873 116,552,630 112,529,230 (4,023,400) (3.45%) Corporate Personal Property Tax 13,852,925 13,198,500 13,597,880 399,380 3.03% Interest on Property Taxes 537,916 450,000 510,000 60,000 13.33% Payment in Lieu of Taxes 160,142 117,130 136,150 19,020 16.24% Enterprise Tax Reimbursement 387,572 368,560 331,600 (36,960) (10.03%) Service Charge – Semi-Annual 115,045 50,000 120,000 70,000 140.00% Tax Sale Penalty and Other Fees 44,865 50,000 45,000 (5,000) (10.00%) Enterprise Zone Tax Credit (775,144) (747,120) (698,100) 49,020 (6.56%) Agricultural Tax Credit (324,544) (335,000) (340,000) (5,000) 1.49% New Jobs Tax Credit (0) (50,000) (10,000) 40,000 (80.00%) Historical Tax Credit (4,529) (6,000) (6,000) 0 0.00% County Homeowners Tax (0) (0) (100,000) (100,000) 100.00% Other Credits (18,259) (0) (2,500) (2,500) 100.00% Discount Allowed- Property Tax (290,435) (315,000) (305,000) 10,000 (3.17%) Federal Payment in Lieu of Taxes 20,146 15,000 15,000 0 0.00% Total 121,737,573 129,348,700 125,823,260 (3,525,440) (2.73%)
Property Tax is estimated at $125.7 million for FY 2011 and is mainly generated from Real Estate and Corporate Personal Property Tax. Real Estate tax is assessed at $.948 per $100 of assessed value. Property Tax revenue decreased by $3.5 million or 2.7%. This decrease was due to adjustments made for conversion from a tax rebate to a tax differential method of applying the property tax set-off program.
Local Taxes 2009 2010 2011 Change Category Actual Budget Budget $ % Income Tax 63,033,878 68,000,000 60,000,000 (8,000,000) (11.76%) Income Tax Reserve 0 (420,000) (420,000) 0 0.00% Admissions and Amusement Tax 387,200 375,000 390,000 15,000 4.00% Recordation Tax 4,683,063 4,550,000 4,550,000 0 0.00% Trailer Tax 436,342 425,000 425,000 0 0.00% Total 68,540,483 72,930,000 64,945,000 (7,985,000) (10.95%)
Local Taxes are projected to decrease by $8 million or 11% in FY 2011. The Local Income Tax rate is set at 2.8% of taxable income. Income and Recordation Tax account for 99% of this category. Income Tax was based on several factors including projected personal income trends, unemployment history, unemployment projections, job growth, state budgetary actions, and trend analysis. In the evaluation, income tax projections are being reduced for 2011. Recordation Tax rate is set at $3.80 per $500 and is set on instruments conveying title, articles of transfers, and amounts securing debt. Recordation revenue is projected at $4.6 million and is based on current trends and projected economic outlooks, excluding one-time revenues.
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Interest Earnings 2009 2010 2011 Change Category Actual Budget Budget $ % Interest Income - Investments 2,720,850 600,000 600,000 0 0.00% Interest Income – Municipal Investment 330,854 200,000 200,000 0 0.00% Interest Income - Other 28,318 19,940 13,170 (6,770) (33.95%) Total 3,080,022 819,940 813,170 (6,770) (.83%)
Budgeted interest earnings are based on the current year’s investment amount with the expected interest rates, which are expected to remain relatively stable. The County is considering investing in longer term investments to earn a higher rate of interest.
Charges for Services – Permits and Inspections 2009 2010 2011 Change Category Actual Budget Budget $ % Miscellaneous Licenses 700 1,000 1,000 0 0.00% Building Permits - Residential 167,630 213,350 200,000 (13,350) (6.26%) Building Permits - Commercial 156,202 120,500 120,500 0 0.00% Municipal Fees 18,886 21,500 20,000 (1,500) (6.98%) Electrical Licenses Fees 86,450 12,000 12,000 0 0.00% Electrical Permit - Residential 192,141 228,290 200,290 (28,000) (12.27%) Electrical Permit - Commercial 188,098 100,160 100,160 0 0.00% HVAC Registration Fees 1,240 2,000 2,000 0 0.00% HVAC - Residential 82,942 131,750 106,750 (25,000) (18.89%) HVAC - Commercial 48,333 29,500 29,500 0 0.00% Other Permit Fees 60,244 90,000 70,000 (20,000) (22.22%) Plumbing Licenses Fees 10,120 25,000 25,000 0 0.00% Plumbing Permits – Residential 101,716 131,750 116,750 (15,000) (11.39%) Plumbing Permits – Commercial 43,660 40,500 40,500 0 0.00% Zoning Appeals 20,475 25,000 22,500 (2,500) (10.00%) Total 1,178,837 1,172,300 1,066,950 (105,350) (8.99%)
Permit and Inspection revenue is projected to decrease by $105,350 for FY 2011. Residential permit revenue assumes a continued slow down in home building within the area, while commercial fees are expected to remain stable. Electrical licenses are renewed bi-annually with FY 2011 not being a renewal year.
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Charges for Services – Planning 2009 2010 2011 Change Category Actual Budget Budget $ % Reimbursed Expenses 26,295 0 0 0 0.00% Digital Data Fees 7,145 10,000 5,000 (5,000) (50.00%) Rezoning (2,000) 6,000 4,000 (2,000) (33.33%) Development Fees 90,211 90,000 90,000 0 0.00% Other Planning Fees 3,157 3,000 3,000 0 0.00% Total 124,809 109,000 102,000 (7,000) (6.42%)
Planning fees are projected to total $102,000. The major revenue source in this category is development fees, which generates $90,000. Development fees include site plan and subdivision review. Fees vary from project to project depending on the number of lots or acres in the subdivision. Development activity is expected to remain level for FY 2011.
Charges for Services – Parks and Recreation 2009 2010 2011 Change Category Actual Budget Budget $ % Parks: Sale of Wood 19,000 7,000 10,000 3,000 42.86% Rental Fees 36,445 35,000 35,000 0 0.00% Ball field Fees 5,350 5,000 5,000 0 0.00% Ball field Lighting Fees 2,435 3,500 3,500 0 0.00% Concession Stands 11,432 5,500 5,500 0 0.00% Contributions 810 1,000 1,000 0 0.00% Program Fees 9,560 8,000 8,000 0 0.00% Martin L. Snook Pool: Pool Fees 52,485 55,000 55,000 0 0.00% Concession Fees 18,987 20,000 20,000 0 0.00% Recreation: Program Fees 251,936 300,000 275,000 (25,000) (8.33%) Total 408,440 440,000 418,000 (22,000) (5.00%)
Parks and Recreation revenue are projected to produce $418,000 for FY 2011. A majority of this revenue source comes from program fees, rental fees and pool fees. Program fees are generated from recreation programs such as summer camps, which raise approximately $300,000 and are based on the cost of the program. Rental fees are estimated at $35,000 and are generated from pavilion usage. Pool fees are estimated at $55,000 and are generated from the County owned pool, which is operated during summer months. All three revenue estimates were based on current revenue, normal weather patterns, and projected trends.
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Charges for Services – Public Safety 2009 2010 2011 Change Category Actual Budget Budget $ % Sheriff – Judicial: Sheriff Fees 42,313 47,000 40,000 (7,000) (14.90%) Peace Order Service 0 0 4,000 4,000 100.00% Process Servers: Peace Order Service 194,309 200,000 200,000 0 0.00% Sheriff – Patrol: Parking Violations 1,694 1,870 1,000 (870) (46.52%) Peace Order Service 5,280 5,500 0 (5,500) (100.00%) Alarm Termination Fee 0 30,000 0 (30,000) (100.00%) Reimbursed Expenses 177,277 177,000 177,000 0 0.00% Sheriff – Central Booking: Rental Income 0 0 23,870 23,870 100.00% Sheriff – Detention: Housing Federal Prisoners 991 0 0 0 0.00% Housing State Prisoners 827,517 0 0 0 0.00% Home Detention Fees 59,477 92,000 59,800 (32,200) (35.00%) Prisoners Release Program Fees 49,829 60,000 43,040 (16,960) (28.27%) Alien Inmate Reimbursement 29,876 25,000 25,000 0 0.00% Social Security Income 14,767 18,000 18,000 0 0.00% Reimbursed Expenses 12,208 16,000 10,730 (5,270) (32.94%) Narcotics Task Force: Reimbursed Expenses 252,093 261,350 259,920 (1,430) (.055%) Emergency Services EMCS Salary Reimbursement 15,600 15,600 15,600 0 0.00% False Alarm Fines 0 0 500 500 100.00% Reimbursed Expenses 7,361 435,000 405,630 (29,370) (6.75%) Total 1,690,592 1,384,320 1,284,090 (100,230) (7.24%)
Public Safety is projected to generate fees of $1.3 million for FY 2011. The reimbursed expense for Emergency Services is the largest single source of revenue in this category. The County and City consolidated their 911 centers and the City will reimburse the County 85% of the previous City employees’ wages.
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Charges for Services – Other 2009 2010 2011 Change Category Actual Budget Budget $ % Circuit Court: Reimbursed Jurors 80,145 85,000 85,000 0 0.00% Reimbursed Expense 108,781 136,500 58,380 (78,120) (57.23%) States Attorney Reimbursed Expense 64,887 74,790 66,990 (7,800) (10.43%) Animal Control: Animal Licenses 24,460 25,000 25,000 0 0.00% Purchasing: Sale of Publications 11,540 8,000 7,000 (1,000) (12.50%) Public Works – Land
Development: Reimbursed Expense 5,427 5,000 5,000 0 0.00% Review Fees 104,277 100,000 90,000 (10,000) (10.00%) Public Works – Capital Projects: Drawings/ Blue Line Prints 7,833 1,000 1,000 0 0.00% Ag Marketing: Marketing Promotions 0 0 3,000 3,000 0.00% Weed Control: Weed Control Fees 153,652 126,130 118,630 (7,500) (5.95%) General: Gain/Loss- Sale of Asset 13,185 50,000 25,000 (25,000) (50.00%) Rental - Building 244,372 267,800 189,320 (78,480) (29.31%) Rental – Utilities 0 0 600 600 100.00% Reimburse Administrative 27,900 20,000 20,000 0 0.00% Election Filing Fees 0 500 600 100 20.00% Miscellaneous 260,831 75,000 75,000 0 0.00% Sheriff Auxiliary 41,777 0 40,000 40,000 100.00% Fuel 1,348 1,000 1,000 0 0.00% Bad Check Fee 1,425 1,200 1,200 0 0.00% Cash Drawer Over (Under) (17) 0 0 0 0.00% Total 1,151,823 976,920 812,720 (164,200) (16.81%)
Other Charges for Services accounts for fees generally related to general operational costs or minor categories and are small in nature. The major revenue sources in this section are Rental - Building and Reimbursed Expenses for the courts. The County owns various properties that are rented for various rates. Reimbursed expenses for the court system represents (1) reimbursement from the State of Maryland for jurors, based on the number of days and (2) reimbursement for the use of the facility and (3) reimbursement for salaries of court personnel.
2011 Budget Document 79 Washington County, Maryland General Fund
Grants for Operations 2009 2010 2011 Change Category Actual Budget Budget $ % Judicial - Nonsupport 194,154 155,000 155,000 0 0.00% Patrol: State Aid for Police 610,011 583,520 393,100 (190,420) (32.63%) State: Alcoholic Beverage Licenses 8,800 8,000 8,000 0 0.00% Trader’s Licenses 232,529 250,000 250,000 0 0.00% Court Costs and Fines (19,146) 35,000 35,000 0 0.00% Marriage Ceremony Fees 4,240 4,000 4,000 0 0.00% 911 Fees 998,686 1,025,000 950,000 (75,000) (7.32%) State Park Fees 89,671 0 0 0 0.00% Marriage Licenses 54,285 60,000 55,000 (5,000) (8.33%) Operating Grant- Patrol 0 15,000 0 (15,000) (100.00%) Operating Grant- 911 Communications 38,092 30,000 33,290 3,290 10.97% Other 1,695,303 0 0 0 0.00% Total 3,906,625 2,165,520 1,883,390 (282,130) (13.03%)
State Aid for Police, and 911 Fees represent the two major revenue sources in this category. State Aid for Police Protection is a grant received from the State of Maryland. Revenues are determined by formula, administered and calculated by the State of Maryland Police. The formula accounts for agency size, number of sworn officers, county population, net taxable income, and police protection expenditures per capita.
911 fees are set at $.75 per call to help defray County operating cost on all stationary and cellular residential and commercial telephone accounts. The telephone companies collect the tax and remit it to the State. The State in turn distributes the income to the counties plus interest.
GRAND TOTAL 201,819,204 209,346,700 197,148,580 (12,198,120) (5.83%)
2011 Budget Document 80 Washington County, Maryland General Fund
General Fund – Expenditure Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Education 102,311,116 104,786,400 104,037,710 (748,690) (.71%)
Public Safety 28,726,509 35,104,460 34,530,800 (573,660) (1.63%)
Transfers 40,003,004 39,329,100 30,235,000 (9,094,100) (23.12%)
Court System 3,543,245 3,851,490 3,749,530 (101,960) (2.65%)
State Functions 4,031,768 4,136,060 4,335,210 199,150 4.81%
Non-Profits 1,755,240 1,803,790 1,769,040 (34,750) (1.93%)
General Operations 9,709,469 9,502,470 8,284,270 (1,218,200) (12.82%)
Planning/Permits 3,055,565 3,499,590 3,181,310 (318,280) (9.09%)
Buildings 1,378,531 1,366,930 1,393,850 26,920 1.97%
Other 1,673,050 3,260 2,950 (310) (9.51%)
Medical 18,516 21,400 19,400 (2,000) (9.35%)
Public Works 2,319,257 2,622,300 2,453,350 (168,950) (6.44%)
Parks & Recreation 2,326,217 2,659,220 2,529,650 (129,570) (4.87%)
Economic Development 643,166 660,230 626,510 (33,720) (5.11%)
Total 201,494,653 209,346,700 197,148,580 (12,198,120) (5.83%)
General Fund expenditures are classified first by function or program, such as, education, public safety, courts, etc. This representation can be seen above, with the largest category being education, public safety, and operating and capital transfers. You will see that total appropriations decreased by 5.83% or $12 million over FY10. Each category is shown in detail following this page.
Within each program or function, expenditures are categorized by salaries and benefits, operating costs, and capital outlay.
Salaries and benefits are costs related to employees in connection with services performed. Operating costs are things such as, maintenance, repairs, supplies, transfers, debt service, and utilities. Capital outlay includes land, improvements to land, easements, buildings, building improvements, vehicles, machinery, and equipment that are used in operations and that have initial useful lives extending beyond a two year reporting period and that do not qualify for the Capital Improvement Fund.
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Washington County, Maryland General Fund
General Fund – Education Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Board of Education:
Maintenance of Effort 86,010,700 87,829,920 88,433,730 603,810 .69%
Other Funding 1,648,950 1,748,560 396,060 (1,352,500) (77.35%)
School Health Nurses 3,384,060 3,485,580 3,485,580 0 0.00% Hagerstown Community 8,697,128 9,045,010 9,045,010 0 0.00% College Free Library 2,532,710 2,641,830 2,641,830 0 0.00%
Library Branch Maintenance 37,568 35,500 35,500 0 0.00%
Total 102,311,116 104,786,400 104,037,710 (748,690) (.71%)
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Board of Education – Maintenance of Effort
Fund: General Fund Category: Education
Program Code: 90000 Contact: Dr. Elizabeth Morgan
Agency Function:
Washington County Public Schools is a countywide system serving just over 21,000 students in twenty-six elementary schools, seven middle schools, one middle-senior high school, seven senior high schools, one outdoor education center, one special education center, one technical high school, one early childhood center, one alternative learning academy, and one evening high school. In addition, four of the elementary schools and three of the middle schools offer magnet programs for gifted and talented education, and many high schools offer academies and signature programs.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Provided a transportation hub to give high school Implement a K-12 college and career readiness students throughout the county equal access to initiative. specialized, magnet, and signature programs. Meet the four Federal Race-to-the-Top Developed a comprehensive plan for balancing Assurances by adopting high quality standards enrollment throughout the school system to and assessments. alleviate overcrowding. Continue to recruit, develop, and retain effective Completed a successful initial year of Barbara teachers and leaders. Ingram School for the Arts, providing students a Continue the momentum that the school system college preparatory curriculum rooted in intense has developed in academic performance across pre-professional training in the arts. all subgroups, using data to inform instruction Allocated Federal stimulus funds for a literacy and implementing interventions to prevent low- program across the curriculum, upgrading food achieving schools. service equipment, and developing the Summit Continue to offer the taxpayers of Washington Program for students with special needs resulting County the best educational value while in fewer nonpublic placements. maintaining a high quality workforce.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 86,010,700 87,829,920 88,433,730 603,810 .69% Grants/Intergovernmental Fees/Charges Total 86,010,700 87,829,920 88,433,730 603,810 .69%
2011 Budget Document - Programs and Services 85 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 86,010,700 87,829,920 88,433,730 603,810 .69% Capital Outlay Total 86,010,700 87,829,920 88,433,730 603,810 .69%
Summary of Maintenance of Effort Appropriations Maintenance of Effort Excess of MOE Fiscal Year Local Funding Requirement Requirement 2009 84,732,576 86,010,700 1,278,124 2010 86,229,916 87,829,920 1,600,004 2011 88,433,725 88,433,730 5
Composite Cost Per Pupil
Fiscal Year Budgeted Cost Enrollment Cost Per Pupil 2009 259,779,663 21,262 12,281 2010 280,916,293 21,407 13,123 2011 276,623,809 (est.) 21,649 12,778
2011 Budget Document - Programs and Services 86 Board of Education – Other Funding
Fund: General Fund Category: Education
Program Code: 90010, 90030, 90035 Contact: Dr. Elizabeth Morgan
Agency Function:
In addition to the Maintenance of Effort funding, the County also funds several other programs directly related to the Board of Education. They include One-time costs, Disparity Grant, Crossing Guards and the Judith Center.
One time cost funding is used to purchase capital items that are allowable according to the State Department of Education. The County and the Board agree upon what qualifies as a one time cost expenditure and then a letter is sent to the State for approval.
The Crossing Guard program plays an important role in the traffic safety program in Washington County. The primary duty of the guards is to supervise the safe crossing of school children at designated crossing areas.
The Judith Center funding provides funding of the salary of the manager of the Judith P. Hoyer Early Childhood Center at Bester Elementary School.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,648,950 1,748,560 396,060 (1,352,500) (77.35%) Grants/Intergovernmental Fees/Charges Total 1,648,950 1,748,560 396,060 (1,352,500) (77.35%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 1,648,950 1,748,560 396,060 (1,352,500) (77.35%) Capital Outlay Total 1,648,950 1,748,560 396,060 (1,352,500) (77.35%)
2011 Budget Document - Programs and Services 87 Category Funding Breakdown 2009 2010 2011 Change Category Actual Budget Budget $ % One Time Cost 1,275,000 1,352,500 0 (1,352,500) (100.00%) Crossing Guards 304,430 324,650 324,650 0 0.00% Judith Center 69,520 71,410 71,410 0 0.00% Total 1,648,950 1,748,560 396,060 (1,352,500) (77.35%)
2011 Budget Document - Programs and Services 88 Board of Education – School Health Nurses
Fund: General Fund Category: Education
Program Code: 90020 Contact: Earl Stoner
Agency Function:
The Washington County Health Department manages the School Health Program. The School Health staff works in cooperation with Washington County Public School personnel as part of a multi-disciplinary team. The program promotes optimal learning opportunities for the students by supporting, maintaining and improving their physical, emotional, and mental health. Working from a cluster model, all 45 schools in the county have a Health Assistant or a LPN staffing the health room. A cluster RN provides delegation supervision of the Health Assistants and LPN’s. All staff is certified in CPR and first aid and are required to participate in continuous staff development. The Washington County School Health Program staff is committed to promoting wellness and providing the highest quality of student health services.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued successful compliance with COMAR Continue to ensure the health and safety of the 13A.05.05.08E&F, ensuring the health and safety students by providing medication of the students by providing medication administration, nursing treatments, etc. in administration, and nursing treatments, counseling, compliance with COMAR 13A.05.05.08E&F. etc. Provide needed vaccinations to students enrolled Assisted uninsured families with enrolling in the in school-based wellness services. MA for Families or Maryland Children’s Health Provide flu vaccine to elementary students. Programs. Participate in emergency response drills. Provided health education and promotion to Screen and monitor students for the control of students, teachers and families. communicable diseases. Provided H1N1 vaccination and seasonal flu Provide 45 day nursing assessments to all vaccinations to students. students on routine medications in compliance Continued screening and monitoring for the with COMAR 10.27.11. control of communicable diseases. Identify students with mental health, substance Continued identifying and referring students with use, and social and/or emotional issues and refer mental health, substance use, social and/or to appropriate services. emotional problems. Continue to ensure compliance with Continued to ensure compliance with immunization requirements, lead testing immunization requirements, lead testing documentation, and hearing and vision documentation, and hearing and vision screenings screenings per COMAR. per COMAR.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 3,384,060 3,485,580 3,485,580 0 0.00% Grants/Intergovernmental Fees/Charges Total 3,384,060 3,485,580 3,485,580 0 0.00%
2011 Budget Document - Programs and Services 89 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 3,384,060 3,485,580 3,485,580 0 0.00% Capital Outlay Total 3,384,060 3,485,580 3,485,580 0 0.00%
Services Provided or Clients Served
Programs FY 2009 FY 2010* (03/31/10) Students receiving Health Office Care 17,629 16,337 Health Office Visits 102,734 76,342 # Returned to Class 87,533 65,104 # Sent Home 14,392 10,942 # Transported by Emergency Vehicle 73 45
Students taking medication 1,560 1,349 Doses of medication administered 69,701 42,287 First aid administered 73,063 55,122 Home visits 57 28 Hearing Screenings Preschool - Grade 12 7,911 3,856 Vision Screenings Preschool - Grade 12 3,191 6,686
* FY 2010 includes first 3 quarters only
2011 Budget Document - Programs and Services 90 Hagerstown Community College
Fund: General Fund Category: Education
Program Code: 90040 Contact: Dr. Guy Altieri
Agency Function:
Hagerstown Community College strives to be a learner-centered, accessible, life-long learning institution dedicated to student and community success. The College will maintain a wide spectrum of college programs and services, with a special emphasis on teaching excellence as measured by verifiable student academic achievement. HCC is committed to staff success through planning and learning, shared campus governance, the promotion of internal and external partnerships and making the necessary strategic changes that will assure that the College successfully addresses its mission.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Finalized design and issued a Request for Proposal Reduce student attrition and increase program for the construction/renovation of the Arts and completion rates. Sciences Complex. Continue to pursue private and public grant Began design of the Performing and Visual Arts opportunities to equip the Arts and Sciences Education Center/ Kepler Theater. Complex and to support developing and Initiated selected cost-benefit and cost containment expanding programs. activities. Update, revise, and extend the Strategic Plan to Worked with community partners to expand 2016. biosciences educational programming and related Expand STEM programming to support related economic development. economic development. Expanded adult education and short-term job Integration of literacy education and short-term training initiatives. job training to support workforce development. Continued to improve the integration between Increase credit enrollment by 8 percent. program planning, academic advising and enrollment management. Collaborated with the Washington County Board of Commissioners to construct a Senior Center on the HCC campus. Completed the Middle States Periodic Review Report. Worked with local law enforcement, fire and emergency services agencies to complete a yearlong initiative to examine the potential for establishing a consolidated public safety training center for Washington County located on the College campus.
2011 Budget Document - Programs and Services 91 Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 8,697,128 9,045,010 9,045,010 0 0.00% Grants/Intergovernmental Fees/Charges Total 8,697,128 9,045,010 9,045,010 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 8,697,128 9,045,010 9,045,010 0 0.00% Capital Outlay Total 8,697,128 9,045,010 9,045,010 0 0.00%
Services Provided or Clients Served
Programs 2009 2010* Projected 2011 Students served:
Credit 5,901 6,545 7,068
Non-Credit 10,334 9,926 9,430
Total 15,640 15,883 16,498 Unduplicated
*Unofficial
2011 Budget Document - Programs and Services 92 Washington County Free Library
Fund: General Fund Category: Education
Program Code: 93400 Contact: Mary Baykan
Agency Function:
Washington County Free Library is continually striving to improve services to the public by providing free access to library materials in a variety of formats. The Library tries to promote community enrichment, economic vitality and individual achievement through reading and lifelong learning. They try to help people of all ages find information that meets their diverse personal, educational, and professional needs. The Library recognizes their responsibility to balance available resources to serve everyone in the community. They supply the local government with state, national and worldwide connectivity along with providing leadership in cooperative and innovative library service.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued working with the county, state, and city Begin construction on the Renovation and on the construction of the new central branch. Expansion of a new Central Library. Construction to begin in March 2010. To continue working with the county, state, and Secured funds for the new central branch including city on the construction of the new central state, county, city, state grants, and capital branch. campaign. To continue working on raising funds for the Opened a comprehensive collection for support of new central branch including state, county, city, the Barbara Ingram School for the Arts. Opening grants, and capital campaign. scheduled for September 2009. To continue providing public library service Continued the CLASS partnership with the Board through temporary branches during construction of Education which provides library visitations, of Central Library. activities, and library cards to students.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 2,532,710 2,641,830 2,641,830 0 0.00% Grants/Intergovernmental Fees/Charges Total 2,532,710 2,641,830 2,641,830 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 2,532,710 2,641,830 2,641,830 0 0.00% Capital Outlay Total 2,532,710 2,641,830 2,641,830 0 0.00%
2011 Budget Document - Programs and Services 93
Services Provided or Clients Serviced
Programs 2010 2011 Circulation of library materials 1,105,456 1,189,453 Children’s Story Hours and 1,194 1,474 Informational Programs for Adults 120 423 Registration of new borrowers 14,606 15,920 Reference questions answered 127,077 146,180 Number of computer center users 41,401 35,007
2011 Budget Document - Programs and Services 94 Library Maintenance
Fund: General Fund Category: Education
Program Code: 10990, 10991, 10992 Contact: James Sterling
Departmental Function:
The department is responsible for the maintenance and operation of the following facilities:
Clear Spring Library Smithsburg Library Boonsboro Library
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Worked with Library to improve on procedures for Continue to work with library Staff to improve maintenance issues. maintenance procedures and efficiencies.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 37,568 35,500 35,500 0 0.00% Grants/Intergovernmental Fees/Charges Total 37,568 35,500 35,500 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 37,568 35,500 35,500 0 0.00% Capital Outlay Total 37,568 35,500 35,500 0 0.00%
2011 Budget Document - Programs and Services 95 Services Provided or Clients Served
Programs 2009 2010 2011
Not Provided
Total
2011 Budget Document - Programs and Services 96 Washington County, Maryland General Fund
General Fund – Public Safety Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Sheriff - Judicial 1,902,867 2,069,890 2,048,850 (21,040) (1.02%)
Process Servers 105,748 116,730 115,370 (1,360) (1.17%)
Sheriff - Patrol 8,310,226 8,315,100 7,855,300 (459,800) (5.53%)
Sheriff- Central Booking 15,026 606,440 736,900 130,460 21.51%
Sheriff - Detention Center 10,460,715 11,485,530 11,321,660 (163,870) (1.43%)
Sheriff- Detention Center Annex 55,492 50,500 59,500 9,000 17.82%
Narcotics Task Force 567,826 590,500 584,760 (5,740) (.97%)
Civil Air Patrol 3,600 3,600 3,600 0 0.00% Fire & Rescue Volunteer 2,937,557 3,825,420 5,176,030 1,350,610 35.31% Services Fire & Rescue Operations 562,361 2,318,530 936,430 (1,382,100) (59.61%)
Air Unit 21,697 21,340 20,650 (690) (3.23%)
Special Operations 266,886 332,870 321,920 (10,950) (3.29%)
911 – Communications 1,784,122 3,695,980 3,505,800 (190,180) (5.15%)
Emergency Management 132,479 127,350 126,500 (850) (.67%)
Communications Maintenance 331,777 384,430 557,280 172,850 44.96% Humane Society of Washington 1,210,555 1,160,250 1,160,250 0 0.00% County Sheriff Auxiliary 57,575 0 0 0 0.00%
Total 28,726,509 35,104,460 34,530,800 (573,600) (1.63%)
2011 Budget Document 97
Washington County, Maryland General Fund
Intentionally left blank
2011 Budget Document 98
Sheriff – Judicial
Fund: General Fund Category: Public Safety
Program Code: 11300 Contact: Sheriff Doug Mullendore
Departmental Function:
The Washington County Sheriff’s Office Judicial Division provides courthouse and courtroom security for the Circuit Court. The Judicial Division also provides service of the various civil and criminal process issued by the District and Circuit Courts, as well as private attorneys. The Judicial Division also receives process service for other Sheriff’s Offices throughout the State for service in Washington County.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Obtained additional training for all members to Improve the working relationship with all maintain and improve security at the courthouse. agencies working in the courthouse. Identified ways to improve the efficiency of Continue to train and implement new policies in serving all court issued paperwork. the courthouse. Prepared and implemented a plan to test the Continue to have a low Non-Est rate compared security of the courthouse. to other Sheriff’s Offices across the State. Provided training in implementing new holding Ensure all personnel are aware and understand area policies and procedures. all security policies and procedures.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,860,554 1,867,890 1,849,850 (18,040) (.97%) Grants/Intergovernmental 0 155,000 155,000 0 0.00% Fees/Charges 42,313 47,000 44,000 (3,000) (6.38%) Total 1,902,867 2,069,890 2,048,850 (21,040) (1.02%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,756,001 1,916,360 1,903,540 (12,820) (.67%) Operating 100,197 128,530 145,310 16,780 13.06% Capital Outlay 46,669 25,000 0 (25,000) (100.00%) Total 1,902,867 2,069,890 2,048,850 (21,040) (1.02%)
2011 Budget Document - Programs and Services 99 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Major 1 1 1 Sergeant 3 2 2 Deputy First Class 11 12 13 Deputy Sheriff 2 2 1 Court Security Deputy 4 4 4 Senior Office Associate 2 2 2 Office Associate 2 2 2 Guards 3 3 3
Total 28 28 28
2011 Budget Document - Programs and Services 100 Process Servers
Fund: General Fund Category: Public Safety
Program Code: 11305 Contact: Sheriff Doug Mullendore
Departmental Function:
The Washington County Sheriff’s Office Constable Program is responsible for serving all of the summons and eviction notices issued by the District Court pertaining to landlord-tenant disputes. The Civil Process Servers may also assist the Judicial Division in the service of other civil process from time to time.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued to be an efficient and profitable Continue to be an efficient and profitable operation. operation. Obtained additional training for the Process Check with other Jurisdictions to see if we can Servers. be more efficient.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support (88,561) (83,270) (84,630) (1,360) (1.63%) Grants/Intergovernmental Fees/Charges 194,309 200,000 200,000 0 0.00% Total 105,748 116,730 115,370 (1,360) (1.17%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 100,125 106,940 108,180 1,240 1.16% Operating 5,623 9,790 7,190 (2,600) (26.56%) Capital Outlay Total 105,748 116,730 115,370 (1,360) (1.17%)
2011 Operating Budget – Programs and Services 101
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Senior Office Associate 1 1 1 Process Server 1 1 1
Total 2 2 2
2011 Operating Budget – Programs and Services 102 Sheriff – Patrol
Fund: General Fund Category: Public Safety
Program Code: 11310 Contact: Sheriff Doug Mullendore
Departmental Function:
The Washington County Sheriff’s Office Patrol Division is the chief law enforcement agency for Washington County. The Patrol Division responds to citizen’s complaints for violations of criminal or traffic law and arrests offenders as necessary. The Patrol Division also enforces a number of County Ordinances and is the primary security division for the Hagerstown Regional Airport. In addition, some of the other responsibilities of the Patrol Division include warrant services, executive protection, crime prevention, canine patrols, service of domestic violence orders, etc.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Implemented Problem Oriented Policing Team. Implementation of Mobile Data & Field Completed CALEA Accreditation Process. Reporting. Enhanced COMPSTAT to include Allied Police Renovation of Old Communications Center. Department. Assessment of calls for service based on MOU and Maryland State Police.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 7,515,964 7,502,210 7,093,780 (408,430) (5.44%) Grants/Intergovernmental 610,011 598,520 583,520 (15,000) (2.51%) Fees/Charges 184,251 214,370 178,000 (36,370) (16.97%) Total 8,310,226 8,315,100 7,855,300 (459,800) (5.53%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 6,806,578 6,952,930 6,948,640 (4,290) (.06%) Operating 821,450 983,640 906,660 (76,980) (7.83%) Capital Outlay 682,198 378,530 0 (378,530) (100.00%) Total 8,310,226 8,315,100 7,855,300 (459,800) (5.53%)
2011 Budget Document - Programs and Services 103
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Sheriff 1 1 1 Colonel 1 1 1 Major 2 2 2 Captain 1 1 1 Lieutenant 6 5 5 Sergeant 10 10 10 Tech. Corporal 0 3 3 Deputy First Class 34.5 31 31 Deputy 21 24 24 Office Manager 1 1 1 PCO II 1 0 0 PCO I 9 0 0 Administrative Assistant 1 1 1 Senior Office Associate 5 3 3 Auto Services Technician 1 1 1 Public Safety Systems Manager 1 1 1 Property/Planning/Fleet Management/Grants Coordinator 1 1 1 Training and Accreditation Coordinator 1 1 1 Sex Offender Compliance Officer 0 1 1 Sex Offender Registrar 1 1 1 GIS/Crime Analyst 0 1 1 Investigator/Property Clerk .5 .5 .5
Total 99 90.5 90.5
2011 Budget Document - Programs and Services 104 Sheriff - Central Booking
Fund: General Fund Category: Public Safety
Program Code: 11315 Contact: Sheriff Doug Mullendore
Departmental Function:
The Central Booking Unit is the collection point for all arrested individuals within Washington County. Law Enforcement Officers produce charging documents or serve charging documents on arrested individuals while at the Booking Unit. The arrested individual is then placed in the custody of a Central Booking Officer for processing and delivery to a District Court Commissioner for an initial appearance for bond.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Initiated the opening of Central Booking. Evaluate the overall operation of Central Evaluated computer programs. Booking. Created Memorandums of Understanding with Finalize the Operational Manual for Central agencies utilizing Central Booking. Booking. Trained Detention Center staff on the operations of Establish a weekly meeting with the District Central Booking. Court Commissioners during the first six months Researched the need for and the purchase of of operation. security equipment to be used in Central Booking. Establish a workable budget for Central Booking Operations. Collect statistics on the utilization of Central Booking. Identify and resolve issues related to the operations of Central Booking with agencies utilizing it.
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 15,026 606,440 713,030 106,590 17.58% Grants/Intergovernmental Fees/Charges 23,870 23,870 100.00% Total 15,026 606,440 736,900 130,460 21.51%
2011 Budget Document - Programs and Services 105 Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 0 558,320 693,880 135,560 24.28% Operating 0 40,320 38,020 (2,300) (5.70%) Capital Outlay 0 7,800 5,000 (2,800) (35.90%) Total 0 606,440 736,900 130,460 21.51%
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Lieutenant 0 1 1 Sergeant 1 0 0 Deputy First Class 5 5 5 Deputy 4 4 4
Total 10 10 10
2011 Budget Document - Programs and Services 106 Sheriff – Detention Center
Fund: General Fund Category: Public Safety
Program Code: 11320 Contact: Sheriff Doug Mullendore
Departmental Function:
The Washington County Detention Center maintains custody and control of all inmates, who have been arrested in Washington County, yet were unable to post a bond to secure their release. These inmates are held until they either post bond or go to trial on their charges. The Detention Center also houses those inmates sentenced by a judge to serve their sentence in the local Detention Center. Inmates will be provided access to rehabilitative programs during period of incarceration at the Detention Center. Other services that must be provided to the inmate during their incarceration include food services, medical services, laundry services, and recreational activities.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Completed Central Booking Project. Complete the Design and Construction of the Established a Corrections Emergency Response Emergency Housing Unit. Team. Continue placing cameras on housing units. Did an assessment and development process to Install a video visitation system in the new seek funding for a Day Reporting Program. housing unit and start instillation in the main jail. Install a new inmate phone system.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 9,466,050 11,274,530 11,165,090 (109,440) (.97%) Grants/Intergovernmental 873,151 0 0 0 0.00% Fees/Charges 121,514 211,000 156,570 (54,430) (25.80%) Total 10,460,715 11,485,530 11,321,660 (163,870) (1.43%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 7,735,921 8,709,910 8,577,960 (131,950) (1.51%) Operating 2,684,998 2,717,800 2,743,700 25,900 .95% Capital Outlay 39,796 57,820 0 (57,820) (100.00%) Total 10,460,715 11,485,530 11,321,660 (163,870) (1.43%)
2011 Budget Document - Programs and Services 107 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Major 1 1 1 Captain 2 1 1 Lieutenant 4 3 3 Sergeant 11 14 14 Corporal 1 2 2 Detention Officer First Class 61 52 52 Detention Officer 33 37 37 Classification Counselor 3 3 3 Senior Building Maintenance Mechanic 1 1 1 Building Maintenance Mechanic 2 2 2 Senior Office Associate 4 3 3 Administrative Assistant 0 1 1 Inmate Account Administrator 1 1 1
Total 124 121 121
2011 Budget Document - Programs and Services 108 Public Facilities Annex
Fund: General Fund Category: Public Safety
Program Code: 11325 Contact: Jim Sterling
Departmental Function:
All costs associated with maintaining this building are accounted for in this department.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Performed maintenance and updated as needed Continue to perform maintenance and update as based on usage. needed based on usage.
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 55,492 50,500 59,500 9,000 17.82% Grants/Intergovernmental Fees/Charges Total 55,492 50,500 59,500 9,000 17.82%
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 55,492 50,500 59,500 9,000 17.82% Capital Outlay Total 55,492 50,500 59,500 9,000 17.82%
2011 Budget Document - Programs and Services 109
Intentionally left blank
2011 Budget Document - Programs and Services 110 Narcotics Task Force
Fund: General Fund Category: Public Safety
Program Code: 11330 Contact: Sheriff Douglas Mullendore
Departmental Function:
The Narcotics Task Force conducts and coordinates covert investigations involving illegal drug transactions that affect the citizens of Washington County.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Utilized information assimilated by Gang Proactively investigate prescription drug abuse Intelligence Analyst to identify and target gang cases. members for enforcement action. Standardize archived and current cases to Proactively investigated the possible existence of Laserfiche format. Methamphetamine Labs located in Washington Upgrade GPS tracking capabilities. County. Upgraded body worn surveillance equipment.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 315,733 329,150 324,840 (4,310) (1.31%) Grants/Intergovernmental Fees/Charges 252,093 261,350 259,920 (1,430) (.55%) Total 567,826 590,500 584,760 (5,740) (.97%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 288,718 299,840 336,600 36,760 12.26% Operating 226,933 250,160 248,160 (2,000) (.80%) Capital Outlay 52,175 40,500 0 (40,500) (100.00%) Total 567,826 590,500 584,760 (5,740) (.97%)
2011 Budget Document - Programs and Services 111 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Assistant States Attorney III 1 1 1 Assistant States Attorney II 1 1 1 Intelligence Analyst 1 1 1 Senior Office Associate 2 2 1 Legal Secretary 0 0 1 Gang Analyst 0 0 1
Total 5 5 6
2011 Budget Document - Programs and Services 112 Civil Air Patrol
Fund: General Fund Category: Public Safety
Program Code: 93110 Contact: Barry McNew
Agency Function:
The Civil Air Patrol is an organization that teaches its members, youths, and adults, leadership skills, organizational management, and search and rescue techniques. We also provide training in communications, financial control, aerospace education, administration, public relations and other fields.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Started construction on our new 60’ X 80’ all Establish an Aerospace Educational Center that purpose building so cadets are able to train, drill, will be open to the general public which might exercise, and have large group gathering. be located behind our present building. We will Increased membership by two new cadets and two be working with two or three other businesses. new seniors. Train 2 seniors for Ground Team Leaders. Trained 1 senior for mission pilot. Train 1 senior for mission pilot. Increase our present membership by 10 new cadets and 3 seniors. Have cadets take a more active role in helping the citizens of Washington County.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 3,600 3,600 3,600 0 0.00% Grants/Intergovernmental Fees/Charges Total 3,600 3,600 3,600 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 3,600 3,600 3,600 0 0.00% Capital Outlay Total 3,600 3,600 3,600 0 0.00%
2011 Budget Document - Programs and Services 113
Services Provided Clients Served
Programs 2009 2010 2011 Aerospace Education and Leadership X X X Develop in our Cadet Program Each cadet is provided 5 hours of flying our X X X Cessna 172 and 5 glider flights Our plane stands ready to serve Washington X X X County Department of Emergency Services 24 hours/7 days for missing persons
2011 Budget Document - Programs and Services 114 Fire and Rescue Volunteer Services
Fund: General Fund Category: Public Safety
Program Code: 93130 Contact: Glen Fishack, President
Agency Function:
The Association will strive to enhance the protection of life and properties by disseminating information regarding fire suppression, prevention, Emergency Medical Services (EMS), rescue and related subjects. Also, to cultivate fraternal fellowship among its members and to promote the best interest of the volunteer fire, EMS and rescue personnel of Washington County by coordinating and cooperating with the Department of Emergency Services and the Board of County Commissioners. The Association will represent the interest of volunteer fire, EMS and rescue personnel to the County, State and Federal Governments. Association members will serve in an advisory capacity to the Board of County Commissioners relating to Fire and Rescue Communications and emergency services in Washington County. The Association will provide financial assistance to authorized fire and rescue companies who provide fire and emergency services to the citizens of Washington County.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Supported the establishment of EMS staffing Develop additional funding alternatives for agreements. emergency services delivery enhancement Supported and assisted with development of within various fire companies. consolidated training center initiative. Investigate and develop Length of Service Developed, designed and purchased replacement Awards Program enhancements for recruitment Rehab Unit for support of fire, EMS and Law and retention. Enforcement incidents. Support the implementation of countywide residential sprinkler initiative as part of 2009 Building Codes adoption.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 2,937,557 3,825,420 5,176,030 1,350,610 35.31% Grants/Intergovernmental Fees/Charges Total 2,937,557 3,825,420 5,176,030 1,350,610 35.31%
2011 Budget Document - Programs and Services 115 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 789,687 857,390 910,510 53,120 6.20% Operating 2,147,870 2,808,030 4,265,520 1,457,490 51.90% Capital Outlay 0 160,000 0 (160,000) (100.00%) Total 2,937,557 3,825,420 5,176,030 1,350,610 35.31%
Services Provided or Clients Served
Programs 2009 2010 2011
Not Provided
Total
2011 Budget Document - Programs and Services 116 Fire and Rescue Operations
Fund: General Fund Category: Public Safety
Program Code: 11520 Contact: Kevin Lewis
Departmental Function:
This department handles oversight of all fire, rescue and emergency medical services (EMS) for the County. Currently, its primary mission involves management of the jurisdictional emergency medical services operational program as defined in COMAR Title 30. In addition to its responsibilities in EMS, the department will increase its involvement in fire and rescue operations as the system continues to grow.
Goals Accomplished in Fiscal Year 2010 Goals for Fiscal Year 2011
Obtained Commissioners and Volunteer Implementation of Fire and EMS portion of Department approval for EMS Staffing Agreement new communications system. as part of “EMS Plan for the Future”. Place into service Paramedic 1820 for Southern Initial development of a strategic plan for training portion of Washington County. center consolidation / development in conjunction Review of countywide “Fire Plan” for with Law Enforcement, Hagerstown Fire Commissioner’s consideration and strategic Department, Volunteer Fire and Rescue planning. Association and Hagerstown Community College. Implementation of additional EMS programs to Completed Emergency Medical Technician – include: “AutoPulse”, Continuous Positive Intermediate Program. Airway Pressure (CPAP). Continued support of various fire and EMS Institute new Patient Care Reporting System. training initiative / programs. Placed into service Paramedic 1810 for Western portion of Washington County.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 562,361 2,318,530 936,430 (1,382,100) (59.61%) Grants/Intergovernmental Fees/Charges Total 562,361 2,318,530 936,430 (1,382,100) (59.61%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 54,814 1,908,910 711,820 (1,197,090) (62.71%) Operating 420,844 314,420 224,610 (89,810) (28.56%) Capital Outlay 86,703 95,200 0 (95,200) (100.00%) Total 562,361 2,318,530 936,430 (1,382,100) (59.61%)
2011 Budget Document - Programs and Services 117 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Emergency Medical Services Specialist 1 1 1 Advanced Life Support Technician I 18 16 0 Assistant Chief 1 1 0 Advanced Life Support Technician II 3 1 8 Basic Life Support Technician 9 9 0
Total 32 28 9
2011 Budget Document - Programs and Services 118 Air Unit
Fund: General Fund Category: Public Safety
Program Code: 11420 Contact: Kevin Lewis
Departmental Function:
This department provides vital support to the County’s fire and rescue system by providing purified compressed breathing quality air to support firefighting and rescue operations. Volunteer personnel provide all services.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Began the process for replacement unit design and Continue with process for unit replacement and funding options for air unit. investigate possible funding options. Continued to develop alternatives/options Increase volunteer recruitment and retention and increasing volunteer recruitment and retention. investigate various staffing options.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 21,697 21,340 20,650 (690) (3.23%) Grants/Intergovernmental Fees/Charges Total 21,697 21,340 20,650 (690) (3.23%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 21,697 21,340 20,650 (690) (3.23%) Capital Outlay Total 21,697 21,340 20,650 (690) (3.23%)
2011 Budget Document - Programs and Services 119
Services Provided or Clients Served
Programs 2009 2010 2011
Not Provided
2011 Budget Document - Programs and Services 120 Special Operations
Fund: General Fund Category: Public Safety
Program Code: 11430 Contact: Kevin Lewis
Departmental Function:
This department provides specialized emergency support services to the fire and rescue companies in Washington County and serves as the field operations unit for community civil defense and emergency preparedness. This department also provides five primary emergency service functions. They are: structural and trench collapse rescue, confined space rescue and recovery, technical (high-angle rope rescue and rigging, swift water rescue, and response to hazardous material, biological, chemical and nuclear incidents).
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Ensured adequate staffing to meet department Complete Special Operations Training for needs. Technical Rescue and HazMat disciplines. Examined funding alternatives for Special Provide training for support agencies in Operations apparatus, equipment and facilities. specialized topics. Provided training for personnel to meet the Institute a countywide air monitoring program growing demands of Washington County. and maintenance program for fire and rescue and Department of Environmental Management. Maintain and strengthen all existing relationships with all agencies. Maximize tool efficiencies for multi-discipline response for both fire and law enforcement support.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 266,886 332,870 321,920 (10,950) (3.29%) Grants/Intergovernmental Fees/Charges Total 266,886 332,870 321,920 (10,950) (3.29%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 116,468 199,330 198,830 (500) (.25%) Operating 110,266 133,540 123,090 (10,450) (7.83%) Capital Outlay 40,152 0 0 0 0.00% Total 266,886 332,870 321,920 (10,950) (3.29%)
2011 Budget Document - Programs and Services 121 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Part Time Emergency Services Staff 1 4.5 4.5
Total 1 4.5 4.5
2011 Budget Document - Programs and Services 122 911 – Communications
Fund: General Fund Category: Public Safety
Program Code: 11440 Contact: Kevin Lewis
Departmental Function:
This department provides leadership, coordination, and support for the County’s emergency communications, emergency management, and fire and rescue activities.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Researched and design for an emergency Obtain quotes and request grant funding notification system, designed to alert the citizens assistance from Maryland’s ENSB to begin the of Washington County of impending disasters, renovation of the 911 Back Up Center. thereby lessening the potential impact of the Installation of Cry Wolf False Alarm software & disaster. implementation of the False Alarm Program. Continued implementation of new Completion of “BARB” – Box Area Run Card communications system including necessary Builder software for Field Operations training and “GO LIVE” for Law Enforcement Responses. agencies and departments. Installation of Emergency Notification System. Obtained $81,638.50 from Maryland Emergency Continue implementation of new Number Systems Board for 911 education and communications system including necessary awareness commercials, Emergency Dispatch training and “GO LIVE” for Fire / EMS and software, and Emergency Dispatch Quality other government agencies. Assurance, Active Shooter, and Telecommunicator Instructor courses. Completed additional training of communications personnel for National Certification in Emergency Police Dispatch, Emergency Fire Dispatch and Emergency Medical Dispatch. Implemented of TeleStaff Scheduling Program for Emergency Communications, Emergency Medical Services and Special Operations. Acquired funding ENSB for “Parcel Vectorization” software.
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 762,475 2,190,380 2,134,070 (56,310) (2.57%) Grants/Intergovernmental 998,686 1,025,000 950,000 (75,000) (7.32%) Fees/Charges 22,961 450,600 421,730 (28,870) (6.41%) Total 1,784,122 3,695,980 3,505,800 (190,180) (5.15%)
2011 Budget Document - Programs and Services 123 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,332,928 3,010,770 3,032,110 21,340 .71% Operating 340,549 533,620 473,690 (59,930) (11.23%) Capital Outlay 110,645 151,590 0 (151,590) (100.00%) Total 1,784,122 3,695,980 3,505,800 (190,180) (5.15%)
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Director Division of Emergency Services 1 1 1 Deputy Director of Emergency Services 1 1 1 Director of Emergency Communications 1 1 1 Deputy Director–Communications (Operations) 1 1 1 Deputy Director-Communications (Administrative) 1 1 1 Information Technology Administrator 1 1 1 Professional Services Administrator 1 1 1 Emergency Communications Supervisors 6 6 6 Emergency Communications Specialists 33 33 33 (PT) Emergency Communications Specialists 12 12 12 Administrative Assistant 1 1 1
Total 56 56 56
2011 Budget Document - Programs and Services 124 Emergency Management
Fund: General Fund Category: Public Safety
Program Code: 11530 Contact: Kevin Lewis
Departmental Function:
The Emergency Management Agency coordinates and acts as a liaison with emergency service agencies, local government officials, and other government agencies. They promote emergency preparedness education and training. They also develop, test, and exercise the county emergency operations plan. They manage the emergency operations center; document community emergencies and resources used, and encourage citizen readiness and community volunteerism.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Completion of Administrative Function Continuity Review/Development of Various Emergency of Operations Plan. Support Functions. Development of additional County Continuity of Provide NIMS 300/400 Training. Operations Plans. Development of the County Mitigation Plan. Completed Emergency Operations Center training Implement new Severe Weather Awareness within new facility. Program for elementary school students. Revise the Home Chemical Safety Program.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 132,479 127,350 126,500 (850) (.67%) Grants/Intergovernmental Fees/Charges Total 132,479 127,350 126,500 (850) (.67%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 70,980 69,300 74,600 5,300 7.65% Operating 56,677 58,050 51,900 (6,150) (10.59%) Capital Outlay 4,822 0 0 0 0.00% Total 132,479 127,350 126,500 (850) (.67%)
2011 Budget Document - Programs and Services 125 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Emergency Management Specialist 1 1 1 Emergency Planner I 1 1 1 Intern 0 0 .5
Total 2 2 2.5
2011 Budget Document - Programs and Services 126 Communications Maintenance
Fund: General Fund Category: Public Safety
Program Code: 11540 Contact: Pete Loewenheim
Departmental Function:
The Communications Maintenance department designs, procures, installs, and maintains all non-cellular communications systems and related equipment in Washington County Government. The department is also the contractor for the City of Hagerstown Fire and Police Department, the Maryland Institute for Emergency Medical Systems, Washington County Board of Education, Washington County Health Department, and all municipalities located in Washington County.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Finalized implementation of new Communications Implement Mobile Data for Law Enforcement System. Vehicles. Added additional tower site in South County in Implement New Communications System lieu of Keep Tryst location. equipment in Fire/EMS, and DPW vehicles. Continued training and take over maintenance of Implement New Fire Station Alerting system new Communications System. and new paging system for Emergency Svcs Personnel.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 331,777 384,430 557,280 172,850 44.96% Grants/Intergovernmental Fees/Charges Total 331,777 384,430 557,280 172,850 44.96%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 284,850 308,730 311,080 2,350 .76% Operating 46,901 75,700 246,200 170,500 225.23% Capital Outlay 26 0 0 0 0.00% Total 331,777 384,430 557,280 172,850 44.96%
2011 Budget Document - Programs and Services 127
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Communications Maintenance Manager 1 1 1 Communications Electronic Technician 2 2 2 Installer 1 1 1
Total 4 4 4
2011 Budget Document - Programs and Services 128 Humane Society of Washington County
Fund: General Fund Category: Public Safety
Program Code: 93100 & 93101 Contact: Paul Miller
Agency Function:
The Humane Society of Washington County (HSWC) is contracted by Washington County Government to enforce the regulations set forth in the Washington County Animal Control Ordinance. This would include but not be limited to; the sheltering and care for homeless animals, investigation of alleged violations of barking, running at large, vicious and dangerous dogs, failure to have a current rabies and/or county dog license, exceeding the legal limit of dogs without obtaining a kennel permit, injured and/or sick animals, rabies exposures and quarantines, kennel inspections, lost and found animals, animal waste removal, dead animal removal by property owners, confinement of dogs in heat, public nuisance animals, animals as prizes, exotic animals or wild animals, adoptions, animal control fees, and several prohibited acts. HSWC is also part of the W. C. Emergency Operation Plan that is in place in the event a disaster or local emergency occurs and animals are at risk, and also manages the county spay/neuter program – SNAP.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Implemented annual inspection of all kennels & Complete brochure for public concerning deemed Dangerous/Vicious dogs. Animal Control procedures/options. Completed Maryland State required euthanasia Complete SOPs for WCAC related operations. training for all staff performing shelter euthanasia Coordinate w/ County Administrator as to and field tranquilizing. reporting format and time frame. Work to resolve all complaints within 30 days. Assist with revision of WC Animal Control Ordinance.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,185,555 1,135,250 1,135,250 0 0.00% Grants/Intergovernmental Fees/Charges 25,000 25,000 25,000 0 0.00% Total 1,210,555 1,160,250 1,160,250 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 1,210,555 1,160,250 1,160,250 0 0.00% Capital Outlay Total 1,210,555 1,160,250 1,160,250 0 0.00%
2011 Budget Document - Programs and Services 129 Category Funding Breakdown 2009 2010 2011 Change Category Actual Budget Budget $ % Humane Society 1,185,555 1,135,250 1,135,250 0 0.00% Spay/Neuter 25,000 25,000 25,000 0 0.00%
Total 1,210,555 1,160,250 1,160,250 0 0.00%
Services Provided or Clients Served Estimated Projected Programs 2009 FY 2010 FY 2011 SNAP animals altered 319 320 320
Animal Control – total field calls for service 3,267 3,200 3,250
Total Animals Sheltered 5,341 5,500 5,600
Shelter Visitors 23,930 21,000 22,000
2011 Budget Document - Programs and Services 130 Washington County, Maryland General Fund
General Fund – Transfers Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Operating Transfers 6,724,018 7,126,480 12,612,500 5,486,020 76.98% Capital Transfers 33,278,986 32,202,620 17,622,500 (14,580,120) (45.28%)
Total 40,003,004 39,329,100 30,235,000 (9,094,100) (23.12%)
2011 Budget Document 131 Washington County, Maryland General Fund
Intentionally left blank
2011 Budget Document 132 Operating Transfers
Fund: General Fund Category: Transfers
91020, 91021, 91023, Program Code: 91024, 91041, 91042, Contact: Kimberly Edlund 91043, 91044, 91045, 91046, 92000, 92010
Departmental Summary:
• Highway is due to the state reduction of Highway User Revenue.
• Solid Waste is in support of closed site costs. Please refer to the Municipal Solid Waste Full Cost Accounting report.
• Water, Sewer, and Pretreatment relates to mandated laws that support debt and operational costs.
• Transit is in support of operational costs and grant matches.
• Airport is in support of fire and marketing operations.
• Agricultural Education Center, Community Partnership, and Golf Course are in support of general operational costs.
• Tax set-off enables the County to compensate municipalities for governmental services that the municipalities provide in lieu of similar County programs.
• Payments in lieu of bank shares are made in accordance with Annotated Code of Maryland Article 25 which requires that each fiscal year the County shall pay to each incorporated municipality an amount of money equal to the amount received for fiscal year 1967-1968 by such municipality under 30(d) of former Article 81 of the Code of Maryland, relating to apportionment of shares of taxes on banks and finance corporations which the County no longer receives.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 6,724,018 7,126,480 12,612,500 5,486,020 76.98% Grants/Intergovernmental Fees/Charges Total 6,724,018 7,126,480 12,612,500 5,486,020 76.98%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 6,724,018 7,126,480 12,612,500 5,486,020 76.98% Capital Outlay Total 6,724,018 7,126,480 12,612,500 5,486,020 76.98%
2011 Budget Document - Programs and Services 133
Category Funding Breakdown 2009 2010 2011 Change Program Actual Budget Budget $ % Highway 0 0 7,856,020 7,856,020 100.00% Solid Waste 683,390 683,390 548,390 (135,000) (19.75%) Agricultural Ed Center 115,109 100,000 100,000 0 0.00% Community Partnership 279,553 295,760 295,760 0 0.00% Water 800,000 800,000 800,000 0 0.00% Sewer 1,970,000 1,970,000 1,970,000 0 0.00% Pretreatment 350,000 350,000 350,000 0 0.00% Transit 480,510 483,010 483,010 0 0.00% Airport 99,990 99,990 99,990 0 0.00% Golf Course 0 70,780 70,780 0 0.00% Tax Set-Off 1,906,923 2,235,000 0 (2,235,000) (100.00%) Municipalities in Lieu 38,543 38,550 38,550 0 0.00% Total 6,724,018 7,126,480 12,612,500 5,486,020 76.98%
2011 Budget Document - Programs and Services 134 Capital Transfers
Fund: General Fund Category: Transfers
Program Code: 12700 and 91230 Contact: Dawn Barnes
Departmental Summary:
Debt Service Department (12700) All principal and interest payments for the County’s general obligation bonds, loans, and other debt instruments are paid through this department. A Debt Affordability Analysis is prepared each year along with the Capital Improvement and Operating Budgets, to determine appropriate debt levels and assure that the debt service stays within the County’s established guidelines.
Capital Improvement Projects (91230) This department is used to record all General Fund appropriations to the Capital Improvement Budget for current year projects. Use of General Fund revenue for capital projects is considered pay-go funding.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 33,278,986 32,202,620 17,622,500 (14,580,120) (45.28%) Grants/Intergovernmental Fees/Charges Total 33,278,986 32,202,620 17,622,500 (14,580,120) (45.28%)
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 33,278,986 32,202,620 17,622,500 (14,580,120) (45.28%) Capital Outlay Total 33,278,986 32,202,620 17,622,500 (14,580,120) (45.28%)
Category Funding Breakdown 2009 2010 2011 Change Program Actual Budget Budget $ % Capital Improvement Projects 21,105,700 18,800,000 4,500,000 (14,300,000) (76.06%) Debt Service 12,173,286 13,402,620 13,122,500 (280,120) (2.09%) Total 33,278,986 32,202,620 17,622,500 (14,580,120) (45.28%)
2011 Budget Document - Programs and Services 135
Intentionally left blank
2011 Budget Document - Programs and Services 136 Washington County, Maryland General Fund
General Fund – Court System Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Circuit Court 1,243,326 1,351,930 1,282,460 (69,470) (5.14%)
Orphans Court 27,609 31,420 29,500 (1,920) (6.76%)
States Attorney 2,272,310 2,468,140 2,437,570 (30,570) (1.24%)
Total 3,543,245 3,851,490 3,749,530 (101,960) (2.65%)
2011 Budget Document 137
Washington County, Maryland General Fund
Intentionally left blank
2011 Budget Document 138
Circuit Court
Fund: General Fund Category: Court System
Program Code: 10200 Contact: Eunice Plank
Departmental Function:
The Circuit Court for Washington County is not a department of County Government. The Circuit Courts were created by the Maryland Constitution and are the highest common law and equity courts of record exercising original jurisdiction within the State. The Circuit Court for Washington County has full common law and equity powers and jurisdiction in all civil, juvenile, and criminal cases arising within the County, except when jurisdiction has been conferred upon another tribunal by law and in those situations the Circuit Court serves as an appellate court.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Washington County Circuit Court is the most With security upgrades nearing completion, we efficient mid-size court in the State of Maryland are providing the citizens we serve with a safe pursuant to performance measures implemented by and secure environment to conduct court the state. This assessment is done annually and it business. With the addition of two criminal is our goal to continue to be the most efficient assignment staff as mandated by Chief Judge court for the benefit of the citizens of Washington Bell, the Circuit Court will be scheduling all County. criminal cases under the direction of the Administrative Judge. This responsibility has been transferred from the State's Attorney's office to the court by Chief Judge Bell and it will be our goal to maintain our status as the most efficient mid-size court in Maryland while implementing this change in trial scheduling procedure.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,054,401 1,130,430 1,139,080 8,650 .77% Grants/Intergovernmental 188,925 221,500 143,380 (78,120) (35.27%) Fees/Charges Total 1,243,326 1,351,930 1,282,460 (69,470) (5.14%)
2011 Budget Document - Programs and Services 139 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 978,511 1,082,930 1,017,460 (65,470) (6.05%) Operating 225,894 269,000 265,000 (4,000) (1.49%) Capital Outlay 38,921 Total 1,243,326 1,351,930 1,282,460 (69,470) (5.14%)
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Standing Master 1 1 1 Assignment Clerk/Jury Coordinator 1 1 1 Assignment Clerk 1 1 3 Court Reporter 7 7 7 Legal Secretary 6 6 6 Family Support Services Coordinator 1 1 1 Bailiff 3.5 3.5 3.5 Law Clerk 2 2 2 TPR Coordinator 1 1 1
Total 23.5 23.5 25.5
2011 Budget Document - Programs and Services 140 Orphans Court
Fund: General Fund Category: Court System
Program Code: 10210 Contact: John Bloyer
Departmental Function:
The court conducts judicial probate, directs the conduct of a personal representative, and passes orders, which may be required in the course of the administration of an estate of a decedent. The court has the same legal and equitable powers to effectuate its jurisdiction, punish contempts, and carry out its orders, judgments, and decrees as a court of record.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Not Provided Not Provided
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 27,609 31,420 29,500 (1,920) (6.76%) Grants/Intergovernmental Fees/Charges Total 27,609 31,420 29,500 (1,920) (6.76%)
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 26,570 28,420 26,500 (1,920) (6.76%) Operating 1,039 3,000 3,000 0 0.00% Capital Outlay Total 27,609 31,420 29,500 (1,920) (6.76%)
2011 Budget Document - Programs and Services 141
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Judge 1.5 1.5 1.5
Total 1.5 1.5 1.5
2011 Budget Document - Programs and Services 142 States Attorney
Fund: General Fund Category: Court System
Program Code: 10220 Contact: Charles Strong
Departmental Function:
The Constitution of Maryland created the Office of the State’s Attorney. The office is responsible for prosecuting those people who have been charged with the commission of criminal offenses in Washington County. These prosecutions take place in the District Court of Washington County where jurisdiction is limited to traffic offenses and mostly misdemeanor criminal offenses. The Circuit Court of Washington County is where more serious criminal matters and jury trials are heard. The State’s Attorney is legal advisor to the Washington County Grand Jury and representatives of the States Attorney’s office frequently advise police officers in the course of criminal investigations.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Revised and updated State’s Attorney website to To expand our outreach to the community with make it more accessible, useful and informative greater services through our expanded web site. for the County’s citizens.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 2,207,423 2,393,350 2,370,580 (22,770) (.95%) Grants/Intergovernmental Fees/Charges 64,887 74,790 66,990 (7,800) (10.43%) Total 2,272,310 2,468,140 2,437,570 (30,570) (1.24%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 2,109,055 2,284,370 2,255,400 (28,970) (1.27%) Operating 145,393 183,770 182,170 (1,600) (.87%) Capital Outlay 17,862 0 0 0 0.00% Total 2,272,310 2,468,140 2,437,570 (30,570) (1.24%)
2011 Budget Document - Programs and Services 143 Staffing Summary (FTE’S)
Positions 2009 2010 2011 States Attorney 1 1 1 Deputy States Attorney 2 2 2 Assistant States Attorney III 3 2 2 Assistant States Attorney II 4 6 6 Assistant States Attorney I 0 0 0 Victim/Witness Unit Director 1 1 1 Victim/Witness Coordinator 1 2 2 Diversion Alternative Coordinator 1 1 1 Juvenile Court Witness Coordinator 1 0 0 Senior Investigator 1 1 1 Investigator 2 2 2 Caseworker 2 2 2 Office Manager 1 1 1 Legal Secretary 1 1 1 Senior Office Associate 11 10 10 Work Crew Supervisor 1 1 1 Part-Time Attorney 1 1 1 Total 34 34 34
2011 Budget Document - Programs and Services 144 Washington County, Maryland General Fund
General Fund – State Functions Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Health Department 2,389,270 2,389,270 2,389,270 0 0.00%
Social Services 321,390 326,800 324,050 (2,750) (0.84%) Agricultural Extension 220,720 249,720 249,720 0 0.00% Service Election Board 721,823 794,760 1,007,170 212,410 26.73%
Soil Conservation 59,240 75,040 75,040 0 0.00%
Weed Control 146,921 126,130 118,630 (7,500) (5.95%)
Gypsy Moth Program 75,146 75,000 75,000 0 0.00%
Agricultural Marketing 97,258 99,340 96,330 (3,010) (3.03%)
Total 4,031,768 4,136,060 4,335,210 199,150 4.81%
2011 Budget Document 145 Washington County, Maryland General Fund
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2011 Budget Document 146 Health Department
Fund: General Fund Category: State Functions
Program Code: 94000 Contact: Earl Stoner
Agency Function:
The Washington County Health Department (WCHD) is part of the State of Maryland Department of Mental Hygiene, Community Health Administration, and serves as an agency of Washington County Government. Funding for WCHD is a combination of federal, state, local monies, plus third party and private-pay reimbursements. The WCHD is committed to serving the community by promoting, protecting, and improving the health of every citizen. Public health functions include assessment, policy development, and assurance. “Assessment” is the foundation of public health activities and encompasses the identification of problems, analysis of data, and monitoring of progress. “Policy development” promotes the use of scientific knowledge by establishing a course of action for solving problems, educating the public and developing community partnership. The final public health function is “assurance” that services necessary to achieve agreed upon goals are provided either by encouraging action by others, requiring action by regulations and laws or providing services directly. The WCHD strives to maintain an effective partnership with all residents of Washington County by ensuring that all personnel and operations are of the highest quality and that continuous improvement occurs in our services to the community.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued involvement in Teen Pregnancy Explore strategies to increase home Coalition and increasing family planning services. visiting/prenatal services to high-risk pregnant Administered 13,092 doses of H1N1 vaccine. women. Implemented a successful H1N1 community Continue enhancement of oral health services by awareness campaign. exploration of in-school dental screenings and Implemented evidence-based diabetes program fluoride applications for third graders in Title 1 focused on reducing morbidity and mortality. schools. Continued targeting food facilities with chronic Finalize the agency’s strategic plan to enhance issues through civil penalties and community customer service and agency efficiency. heightened awareness regarding closures and Establish school-based wellness services at chronic issues. Boonsboro High School. Continued to enhance our ability to assist the Continue refining and enhancing the agency’s community with on-site septic repairs (mainly emergency response activities and plans. through Bay Restoration Funding). Continued to streamline agency operations to enhance efficiency and meet fiscal reductions. Enhanced our existing communicable disease outbreak surveillance and recall notification program.
2011 Budget Document - Programs and Services 147 Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 2,389,270 2,389,270 2,389,270 0 0.00% Grants/Intergovernmental Fees/Charges Total 2,389,270 2,389,270 2,389,270 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 2,389,270 2,389,270 2,389,270 0 0.00% Capital Outlay Total 2,389,270 2,389,270 2,389,270 0 0.00%
Clients / Contacts Programs FY 2009 Actual FY 2010 (03/31/10) Clients Visit Clients Visit Addictions / Substance Abuse: 109 3,051 N/A N/A Bridge Program – Catoctin Summit + Victor Cullen 21 5,267 21 3,398 Cameo 78 10,337 59 9,230 Catoctin Summit Adolescent Program (CSAP) 242 344 121 143 Community Drug Testing 15 532 8 130 Drug Court Treatment 257 4,577 226 3,810 Jail Substance Abuse (JSAP) & Aftercare 198 1,686 121 1,147 Trauma/Addictions/Mental Health/Recovery-TAMAR 219 1,554 194 1,314 Mental Health Services 76 1,672 56 1,088 Outpatient Services 2,840 25,032 2,380 20,888 TCA Services 563 663 585 651
Adult (Geriatric) Evaluation 261 316 183 212 AIDS Case Management 156 17,969 158 11,026 Audiology 283 314 220 241 Communicable Disease Control 539 899 455 676 Influenza Vaccine 5,000 5,000 2,839 2,839 Seasonal Flu Mist Vaccines N/A N/A 2,476 2,476 H1N1 Vaccine N/A N/A 5,702 5,702 H1N1 Flu Mist Vaccine N/A N/A 5,528 5,528 Pneumonia Vaccine 64 64 N/A N/A HIV Testing and Counseling 682 N/A 475 N/A Community Outreach – Dental Dental 919 1,377 926 1,340 Family Planning/Reproductive Health High Risk Children Clients / Contacts
2011 Budget Document - Programs and Services 148 Programs FY 2009 Actual FY 2010 (03/31/10) Clients Visit Clients Visit High Risk Prenatal/Postpartum 1,334 2,548 1,002 1,746 Nutrition 287 729 165 252 Personal Care Case Management 71 646 62 500 Sexually Transmitted Disease Control 523 636 423 513 Tuberculosis Control 272 814 196 634 School-Based Wellness Centers: Enrollees 821 1,361
Environmental Health: Septic Permits 160 320 96 192 New Permits 48 96 37 74 Repair Permits 112 224 59 118 Septic Installers 96 0 96 0 Lots Tested 93 41 84 38 Well Permits 149 298 71 142 Grouts 76 81 41 45 Building Permits 164 164 121 121 Subdivisions 122 0 103 0 Plan Reviews 160 0 126 0 Records Retrievals 33 0 26 0 Campground Permits 15 15 15 15 Mobile Home Permits 18 26 18 30 Spa Permits 10 40 10 40 Bathing Beach Permits 2 30 2 19 Sampled 2 90 2 62 Pool Permits 80 280 80 200 Burn Permits 12 16 9 13 Denied Permits 4 4 6 6 Revoked Permits 0 0 0 0 NOVs 6 12 3 6 Exotic Bird Permits 5 5 3 3 Food Permits 798 1100 706 1449 Environmental Inspections 785 785 495 495 Monitoring Inspections 315 315 954 954 Opening Inspections 75 100 34 46 Pre-Opening Inspections 53 62 24 37 Re-Inspections 52 52 16 16 Temporary Food Permits 661 261 466 193 Remodeled Food Facility Plan Review 20 0 15 2 New Food Facility Plan Review 45 0 48 0 Orders of Abatement 5 7 8 10 Daycares 109 83 159 104 Complaints 89 207 60 140 Non-Communities 79 193 75 111 Samples Tested At E.H. Lab 25 0 13 0 COPs Issued 43 35 13 15 Health Department Tested 15 35 10 15 Private Lab 28 0 3 0 Clients / Contacts Programs FY 2009 Actual FY 2010 (03/31/10) Clients Visit Clients Visit
2011 Budget Document - Programs and Services 149 Water Testing Animal Bites 453 365 392 215 Number of Positives 21 15 6 4 Number of Quarantines 422 290 360 240 Rabies Clinics 670 0 1292 0 Number Immunized Community Outreach - materials distribution 1200 8 500 4
2011 Budget Document - Programs and Services 150 Social Services
Fund: General Fund Category: State Functions
Program Code: 94010 Contact: David Engle
Agency Function:
The Washington County Department of Social Services is an agency of the State Department of Human Resources. It is the mission of the Department to aggressively pursue opportunities to assist people in economic need, increase prevention efforts and protect vulnerable children and adults. Our vision is a Maryland where people independently support themselves and their families and where individuals are safe from abuse and neglect. To this end, the Department is responsible for a continuum of human service programs, which must be assured to all in need. Primarily federal and state governments fund these programs. The County allocates funds for programs to meet specific local needs not met by other governmental sources.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Reduced the number of aged or disabled adults Reduce the number of aged or disabled adults being forced prematurely into institutional or being forced prematurely into institutional or nursing home placements. nursing home placements. Reduced repeat abuse and/or neglect of vulnerable Reduce repeat abuse and/or neglect of adults through protective foster home placements. vulnerable adults through protective foster home Increased elementary school children’s placements. opportunity for success by early identification and Increase elementary school children’s intervention with their attendance, academic opportunity for success by working and/or behavioral problems. collaboratively with school support services and Provided Liaison services to students and their providing intervention to complex, high needs families referred by school personnel. families. Conducted groups with students targeting specific Provide Liaison services to students and their behaviors identified by school and liaison staff. families referred by school personnel. Empowered families to become self-sufficient Conduct groups with students targeting specific through personal achievement, education and behaviors identified by school and liaison staff. positive parenting experiences. Empower families to become self-sufficient Supported parents of young children to complete through personal achievement, education and requirements for high school graduation. positive parenting experiences. Targeted three inter-city elementary schools Support parents of young children to complete focusing on increased attendance. requirements for high school graduation. Identified Bester Elementary as the community Target three inter-city elementary schools hub and implement specific outreach efforts to focusing on increased attendance. improve attendance and parental involvement. Identify Bester Elementary as the community hub and implement specific outreach efforts to improve attendance and parental involvement.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 321,390 326,800 324,050 (2,750) (0.84%) Grants/Intergovernmental Fees/Charges Total 321,390 326,800 324,050 (2,750) (0.84%)
2011 Budget Document - Programs and Services 151
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 321,390 326,800 324,050 (2,750) (0.84%) Capital Outlay Total 321,390 326,800 324,050 (2,750) (0.84%)
Services Provided or Clients Serviced
Programs 2009 Actual 2010 Budget 2011 Budget Adult Foster Care 44 35 35 School Family Liaison Families 213 200 200 Children 530 500 500 Family Support Center Adults 128 120 120 Children 106 95 95
Total 1,021 950 950
2011 Budget Document - Programs and Services 152 Agricultural Extension Service
Fund: General Fund Category: State Functions
Program Code: 94020 and 94030 Contact: Dr. Jennifer Bentlejewski
Agency Function:
University of Maryland Extension (UME) – Washington County Office is committed to contributing to the well being of county residents by increasing economic prosperity, improving environmental quality and enhancing quality of life through education. As part of the University of Maryland System, UME – Washington County plans and teaches educational programs in agriculture, horticulture, environmental science, 4-H youth development, nutrition, diet and health, financial management, and community development and leadership.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
University of Maryland Extension – Washington Provide innovative, educational programs in County Office developed, conducted and evaluated order to deliver measurable results impacting the timely and relevant educational programs related economy, environment, and community. to quality of life, economic prosperity and Assist local agricultural producers with environmental stewardship to Washington County establishing more sustainable and profitable citizens through local community organizations, practices resulting in a safe, affordable, and agencies and one-to-one contacts. accessible food supply. Provide nonformal education to youth and adults so that they may make more informed decisions about their health, housing, finances, and overall well-being. Build human capacity to achieve desired community outcomes and to be prepared to respond to uncertainties of economics, health, climate, and security.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 220,720 249,720 249,720 0 0.00% Grants/Intergovernmental Fees/Charges Total 220,720 249,720 249,720 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 220,720 249,720 249,720 0 0.00% Capital Outlay Total 220,720 249,720 249,720 0 0.00%
2011 Budget Document - Programs and Services 153
Category Funding Breakdown 2009 2010 2011 Change Category Actual Budget Budget $ % University of Maryland Extension 181,990 210,990 210,990 0 0.00% Service County Cooperative Extension 38,730 38,730 38,730 0 0.00% Total 220,720 249,720 249,720 0 0.00%
Services Provided or Clients Serviced
Programs 2009 2010
787 3rd grade Title I 733 3rd grade Title I Elementary Elementary school students school students participated in participated in Nutrition and Nutrition and Health Education; 71 Health Education; 141 youth EFNEP Youth youth ages 8-12 participated in ages 8-12 participated in Washington County 4-H Youth Washington County Youth Development summer day camp EFNEP summer day camp programs. programs.
EFNEP Families/Adult 119 Enrolled families 187 Enrolled families Quality of Life – Basic needs, personal needs and 5633 clientele 5425 clientele family and community development Economics Prosperity Education 701 clientele 189 clientele • Ag Business 593 clientele 1010 clientele Environmental Stewardship Education 5365 clientele 3966 clientele
494 Nutrient management plans 618 Nutrient management Nutrient Management Plans written and updated written and updated for 37,191 plans written and/or updated acres. for 47,913.5 acres.
1,231 horticulture questions 1,314 horticulture questions answered, answered, 46 Master Gardener Volunteers 65 Master Gardener Home Horticulture trained and giving 1,956 hours of Volunteers trained and giving volunteer service to Washington 4,000 hours of volunteer County. service to Washington County.
2,277 youth, ages 8-18 1,965 youth, ages 8-18 participated participated in an organized in an organized 4-H club program, 4-H Youth Development Programs 4-H club program, 4-H 4-H Afterschool programs, and/or Afterschool programs, and/or school enrichment programs. school enrichment programs.
2011 Budget Document - Programs and Services 154 Election Board
Fund: General Fund Category: State Functions
Program Code: 10400 Contact: Kaye Robucci
Departmental Function:
The Election Board bears the ultimate responsibility for complying with the statutory obligations (Registration and Election Laws of Maryland and regulations contained in Title 33 of the Code of Maryland Regulations – COMAR). It is also responsible for the administration of elections and voter registration and in conducting elections in Washington County that will protect the most fundamental right of citizens in a democracy – the right to vote and to have that vote counted.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Endeavor to find storage space. Successfully implement early voting. Voter outreach necessary with implementation of Train 500 election judges. early voting and two voting systems in each Conduct 2 elections. polling place for Gubernatorial Elections. Interview and fill vacancy left by Director’s Obtain heating and air conditioning for our space retirement. at Phoenix Color Building.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 721,823 794,260 1,006,570 212,310 26.73% Grants/Intergovernmental Fees/Charges 500 600 100 20.00% Total 721,823 794,760 1,007,170 212,410 26.73%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 53,280 38,210 47,830 9,620 25.18% Operating 668,543 744,570 959,340 214,770 28.84% Capital Outlay 0 11,980 0 (11,980) (100.00%) Total 721,823 794,760 1,007,170 212,410 26.73%
2011 Budget Document - Programs and Services 155 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Election Clerk 2 2 2
Total 2 2 2
2011 Budget Document - Programs and Services 156 Soil Conservation
Fund: General Fund Category: State Functions
Program Code: 12300 Contact: Elmer Weibley
Agency Function:
Washington County Soil Conservation District is recognized for effective leadership in natural resource conservation in assisting people and communities to achieve a productive land in harmony with a quality environment. The Conservation District will take available technical, financial, and educational resources whatever their source, and focus or coordinate them so that they meet the needs of the local land user for conservation of soil, water, and related resources.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Completed 82 Soil Conservation plans on 7,652 Complete 100 Soil Conservation plans on 9,000 acres. acres. Completed 145 Best Management Practices on Complete 150 Best Management Practices on County Farms. County Farms. Began construction of phase two of stream Complete construction of phase two of stream restoration project for county Landfill stream loss restoration project for county Landfill stream mitigation. loss mitigation. Continued grant funding for Antietam Creek Continue grant funding for Antietam Creek Watershed project. Watershed project. Continued grant funding for ½ time position to Complete Watershed Plan for Antietam Creek promote Management Intensive Grazing for dairy and submit to EPA for approval. farms. Complete farm assessments for 20 farms to Completed easement acquisition for 43 acres under determine opportunities for nutrient trading. the Forest Conservation Act and plant tree on 21 Hire/train Conservation Planner with acres of the site. Chesapeake Bay Trust Fund grant. Assisted County DPW with update of SWM, Erosion and Sediment Control and Grading Ordinance. Obtained Federal grant to complete Watershed plan for Antietam Creek to meet approved TMDL’s.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 52,940 75,040 75,040 0 0.00% Grants/Intergovernmental Fees/Charges Total 52,940 75,040 75,040 0 0.00%
2011 Budget Document - Programs and Services 157 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 52,940 75,040 75,040 0 0.00% Capital Outlay Total 52,940 75,040 75,040 0 0.00%
Services Provided or Clients Served
Services 2009 Goal 2010 Goal 2011 Goal Soil Conservation and Water Quality Plans (in acres) 9,000 9,000 9,000 Best Management Practices 150 150 150 Cost Share (in dollars) $500,000 600,000 800,000 Forest Conservation Act 2 1 1 Urban Reviews 900 800 800 Stream Projects 1 1 1 Cover Crop Acres 4,000 5,000 6,000 Information/Education Projects 5 6 7
2011 Budget Document - Programs and Services 158 Weed Control
Fund: General Fund Category: State Functions
Program Code: 12400 Contact: Lane Heimer
Departmental Function:
This is a cooperative program with the Maryland Department of Agriculture, Plant Protection and Weed Management Section. The function is to assist farmers, landowners, businesses and government agencies in the control of noxious and invasive weeds and enable them to comply with the Maryland Noxious Weed Law.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Focus on control of noxious and invasive weeds on Continue progress made in reducing distribution unoccupied and/or underdeveloped residential and and spread of noxious weeds in Washington commercial properties in Washington County due County. to the economy. To support the agricultural community in Continued the high level of service to the citizens Washington County by reducing the spread of of Washington County. noxious weeds from neighboring properties. Assisted State Highway Administration with their Partner with other governmental agencies to Canada Thistle infestation mapping program control noxious and invasive weeds on public Developed the County Weed Control website. properties. Provided weed control services, for a fee, to assist Develop and initiat new noxious and invasive with noxious weed control when requested. weed control awareness programs. Provided timely technical assistance and services Provide timely technical assistance and services to county landowners for control of noxious and to county landowners for control of noxious and invasive weeds. invasive weeds.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 0 0 0 0 0.00% Grants/Intergovernmental Fees/Charges 153,652 126,130 118,630 (7,500) (5.95%) Total 153,652 126,130 118,630 (7,500) (5.95%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 76,869 58,530 58,530 0 0.00% Operating 58,869 60,100 60,100 0 0.00% Capital Outlay 11,183 7,500 0 (7,500) (100.00%) Total 146,921 126,130 118,630 (7,500) (5.95%)
2011 Budget Document - Programs and Services 159
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Weed Control Coordinator 1 1 1 Weed Control Technician 2.5 2.5 2.5
Total 3.5 3.5 3.5
2011 Budget Document - Programs and Services 160 Gypsy Moth Program
Fund: General Fund Category: State Functions
Program Code: 12410 Contact: Kim Edlund
Departmental Function:
The Maryland Department of Agriculture (MDA) coordinates the Gypsy Moth program. The department’s responsibilities include detecting, monitoring, and assessing forest insect and disease situations relevant to the diverse forest and landscape tree resource of Maryland.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 75,146 75,000 75,000 0 0.00% Grants/Intergovernmental Fees/Charges Total 75,146 75,000 75,000 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 75,146 75,000 75,000 0 0.00% Capital Outlay Total 75,146 75,000 75,000 0 0.00%
2011 Budget Document – Program and Services 161
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2011 Budget Document – Program and Services 162 Agricultural Marketing
Fund: General Fund Category: State Functions
Lynn Little / Program Code: 94031 Contact: Leslie Hendrickson
Departmental Function:
The Agricultural Marketing Office has the responsibility for developing, marketing, and managing economic development strategies and implements marketing programs to attract, retain, preserve, and grow the agricultural industry and related businesses in Washington County, Maryland. The Agricultural Marketing office will serve as a liaison between the County and the agriculture industry community.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Created and developed a Farmers Market Brochure Publish and distribute Farmers Market Brochure. including pick-your-own and on-farm stands for Utilize established “Brand” and provide more citizens of Washington County. educational and collaborative opportunities for Applied for a grant(s) to further the education of more advanced brand recognition. Washington County consumers on the importance Provide more visitation, learning and outreach of buying local fresh produce and products. opportunities for Washington County students to Continued to grow and develop the “Brand” for raise awareness to the importance of agriculture Washington County Agriculture to utilize for in their daily lives and in our county. related business and events. “Grown in Agricultural education opportunities exist for all Washington County Maryland.” people of Washington County. Strategize and Created and developed an Agricultural brochure implement classes with University of Maryland featuring all local farms and agricultural-related Extension to bring new technologies, advanced enterprises for Washington County with a focus on methods and practices, and funding to support Agra-Tourism events. bio fuels, green energy, and clean water. Provided educational opportunities for farms and Expand farm and agricultural relationships with agricultural related businesses to expand and community and media. enhance existing skill sets. Using more media tools such as Facebook, Promoted regional Buyers and Growers meetings Twitter, blogs and web positioning to provide to connect more producers to more restaurants for more consumer reach potential. local business ventures. Partner with Convention and Visitors Bureau Increased Washington County Farmers’ Markets and Chamber of Commerce to promote with more vendors, events, promotions and Washington County’s agricultural heritage and marketing opportunities. diversity which will complement our rich history.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 97,258 99,340 93,330 (6,010) (6.05%) Grants/Intergovernmental Fees/Charges 3,000 3,000 100.00% Total 97,258 99,340 96,330 (3,010) (3.03%)
2011 Budget Document - Programs and Services 163 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 58,108 61,800 62,660 860 1.39% Operating 37,841 37,540 33,670 (3,870) (10.31%) Capital Outlay 1,309 0 0 0 0.00% Total 97,258 99,340 96,330 (3,010) (3.03%)
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Ag Marketing Specialist 1 1 1
Total 1 1 1
2011 Budget Document - Programs and Services 164 Washington County, Maryland General Fund
General Fund – Non-Profits Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Tri-County Council of 25,000 25,000 25,000 0 0.00% Western Maryland Historical Society 15,000 15,450 15,140 (310) (2.01%) Children’s Village of 25,000 25,000 24,500 (500) (2.00%) Washington County Citizens Assisting and 288,380 313,160 306,900 (6,260) (2.00%) Sheltering the Abused Community Action Council 213,680 228,880 224,300 (4,580) (2.00%)
Commission on Aging 861,650 863,720 846,450 (17,270) (1.99%)
Senior Living Alternative 26,500 27,200 26,660 (540) (1.99%)
Museum of Fine Arts 147,550 152,000 148,960 (3,040) (2.00%)
Arts Council 15,600 15,600 15,290 (310) (1.99%)
Memorial Recreation 28,080 28,080 27,520 (560) (1.99%) Maryland Symphony 13,800 14,200 13,920 (280) (1.97%) Orchestra Miss Maryland 15,000 15,500 16,000 500 3.23% Leadership of Washington 10,000 10,000 9,800 (200) (2.00%) County Discovery Station 25,000 25,000 24,500 (500) (2.00%)
C Safe Initiative 45,000 45,000 44,100 (900) (2.00%)
Total 1,755,240 1,803,790 1,769,040 (34,750) (1.93%)
2011 Budget Document 165
Washington County, Maryland General Fund
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2011 Budget Document 166
Tri-County Council of Western Maryland
Fund: General Fund Category: Non-Profits
Program Code: 93000 Contact: LeeAnn Mazer
Agency Function:
The Tri-County Council serves as the regional planning and development agency for Allegany, Garrett, and Washington Counties in Western Maryland. The Council was established in 1971 with a purpose of encouraging and facilitation of local government cooperation in addressing, on a regional basis, problems of greater than local significance. Annually, the Council prepares regional economic development strategic plans under the direction of the Economic Development Administration and the Appalachian Regional Commission that establishes the Council as a “development district” and qualifies the region for federal funding based on the degree of economic distress. The Council employs a staff of seven to develop and coordinate the work activities directed by the governing body of 27 members of the public and private sectors of the Western Maryland region.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Expanded RLF programs and capitalization. Expand RLF programs and capitalization. Provided regional coordination for Maryland Increase marketing RLF to banks and clients. Transit Administration. Continue regional coordination for Maryland Worked with other TCC’s to deploy broadband Transit Administration. services across rural Maryland. Continue to work with MD Broadband Coop in ARRA planning project for MD and to deploy broadband infrastructure across rural MD.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 25,000 25,000 25,000 0 0.00% Grants/Intergovernmental Fees/Charges Total 25,000 25,000 25,000 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 25,000 25,000 25,000 0 0.00% Capital Outlay Total 25,000 25,000 25,000 0 0.00%
2011 Budget Document - Programs and Services 167
Services Provided or Clients Served
Programs 2009/2010 2010/2011 Investment Projects: Local Funds $4,093,994 $6,204,946 Federal Funds $2,331,700 $3,837,405 Jobs Created 50 50 Jobs Retained Revolving Loan Fund: TCC Public Funds $750,000 $849,250 Other Public Funds Private Funds $2,250,000 $2,162,762 Jobs Created 75 59.5 Jobs Retained 25 108.5
2011 Budget Document - Programs and Services 168
Historical Society
Fund: General Fund Category: Non-Profits
Program Code: 93010 Contact: Bill Soulis
Agency Function:
The Washington County Historical Society promotes interest in the preservation of the history of Washington County. The Society maintains the Miller house and Beaver Creek School Museums along with the Simms Jamieson Genealogical Library.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Increased membership to insure the financial Increase membership and opportunities for viability of our organization. member participation. Worked with the Washington County Association Work with the Washington County Association of Museums and Historic Sites to promote of Museums and Historic Sites on programs that ‘heritage tourism’ in the county through mutual our mutually beneficial to all the member support of member programs. organizations. Increased the use of the Miller House and garden, Increase use of the Miller House, Miller House collaboratively with other non-profit groups, to gardens and Beaver Creek School Museum to generate operating funds, reducing dependence on generate funds and increase the public government bodies. awareness of the Historical Society. Continued and increased the collaboration with the Continue collaboration with the Discovery Discovery Station to increase visitation by school Station to increase visitation by school classes classes and home-study groups. and home-study groups. Worked with the Quad-state John Brown Increase the amount of grant funding to be used centennial group, and the Heart of the Civil War to upgrade the Miller House and Beaver Creek Heritage Area to promote the economic growth of School Museum buildings and infrastructure and the county through “heritage tourism.” to increase funds available for operating expenses. Plan and initiate 2011 Centennial Anniversary events and begin $1 million endowment fundraising campaign.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 15,000 15,450 15,140 (310) (2.01%) Grants/Intergovernmental Fees/Charges Total 15,000 15,450 15,140 (310) (2.01%)
2011 Budget Document - Programs and Services 169
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 15,000 15,450 15,140 (310) (2.01%) Capital Outlay Total 15,000 15,450 15,140 (310) (2.01%)
Services Provided or Clients Served
Programs FY 2009 FY 2010 FY 2011 Est. Miller House 1543 1,746 2,250 Beaver Creek School Museum 212 106** 250
** The Beaver Creek School Museum figures are down as a result of major building rehabilitation projects which necessitated the closing of the building for extended periods of time.
2011 Budget Document - Programs and Services 170 Children’s Village of Washington County
Fund: General Fund Category: Non-Profits
Program Code: 93120 Contact: Rochelle Morrell
Agency Function:
The primary function of Children’s Village of Washington County is to provide elementary school children of Washington County with the knowledge, skills, and confidence to prevent injury, and empower them to make informed safety decisions. This is accomplished through providing a two-day comprehensive safety education program for all second grade students in public, private and home schools through the county.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued education of county students. Work to secure grant funding to reinstate Continued special tours for area groups. program for out-of-county students, thereby Continued juvenile fire setter education classes. providing additional funds to support Continued tours for Fire Academy classes. Washington County students. Hosted annual community open house. Showcase facility in conjunction with Safe Communities Initiative.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 25,000 25,000 24,500 (500) (2.00%) Grants/Intergovernmental Fees/Charges Total 25,000 25,000 24,500 (500) (2.00%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 25,000 25,000 24,500 (500) (2.00%) Capital Outlay Total 25,000 25,000 24,500 (500) (2.00%)
2011 Budget Document - Programs and Services 171
Services Provided or Clients Served
Programs 2009 2010 2011 Estimated Education of County Students 2,000 2,000 2,000 Juvenile Fire setters Program 150 150 150 Out of County students 600 0 600 National Fire Academy Classes 500 500 500 Tours/Kids Alive Fest 400 400 400
Total 3,650 3,050 3,650
2011 Budget Document - Programs and Services 172
Citizens Assisting and Sheltering the Abused
Fund: General Fund Category: Non-Profits
Program Code: 93200 Contact: Vicki Sadehvandi
Agency Function:
To provide services that promote physical and emotional safety and foster growth for people involved in domestic violence or sexual assault.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Procured funding through the GOCCP to fund Explore all available funding sources for agency Sexual Assault Advocate Program. programs. Expanded Domestic Violence Fatality and Serious Enhance services to victims of domestic Injury Review Committee. violence. Domestic Violence Response Team and Lethality Continue community education relating to Assessment Program identified as a success by domestic violence and sexual assault. state representatives.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 234,095 253,160 251,900 (1,260) (.50%) Grants/Intergovernmental Fees/Charges 54,285 60,000 55,000 (5,000) (8.33%) Total 288,380 313,160 306,900 (6,260) (2.00%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 288,380 313,160 306,900 (6,260) (2.00%) Capital Outlay Total 288,380 313,160 306,900 (6,260) (2.00%)
2011 Budget Document - Programs and Services 173
Services Provided or Clients Served
Programs Actual 2009 Estimated 2010 Estimated 2011 Hotline Calls – support/information & referrals 24,654 24,800 24,800 Legal Services – Attorney/Victim Advocate 457 475 475 Counseling Clients 2,143 2,175 2,175 Comprehensive Services Clients 3,190 3,325 3,325 Emergency Shelter – Women & Children 867 875 875 Bed nights provided 11,544 10,275 10,275 Transitional Housing Clients 4 7 7 Sexual Assault Accompaniment 53 42 42 Employment/Educational Training 176 125 125 Job Placement 126 115 115 Ex-offender Program Assistance 17 35 35 Abuser Intervention Program 631 665 665 Children’s Program 162 260 260 Community Education/Outreach (groups) 144 180 180
2011 Budget Document - Programs and Services 174
Community Action Council
Fund: General Fund Category: Non-Profits
Program Code: 93220 Contact: David Jordan
Agency Function:
Washington County Community Action Council, Inc. (CAC) is the designated community action agency for Washington County. The agency’s mission is to assist Washington County residents in need to attain self sufficiency by providing holistic services ranging from emergency financial assistance, referrals, and information to pre-purchase counseling for the first-time homebuyer. CAC has been providing these services since 1965. The philosophy at CAC is “a hand up, not a hand out”.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Integrated of the Energy Assistance Program with Continue to develop and refine the Community the Weatherization Assistance program to ensure Culinary School, seek and solicit stabilized both programs reached eligible Washington funding for the program. County households in need of the service of both Establish a Board committee to seek resources programs. and assist in finding new space for the agency Continued the development of 9 workforce that meets current and future needs. housing units on South Potomac Street. Finalize development of and implement a Continued the development of the governing board strategic marketing plan for the organization. structure, soliciting new board members and Using the new governing board begin up dating develop a marketing component of the board and and refining policies and procedures related to agency. personnel and fiscal policies.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 213,680 228,880 224,300 (4,580) (2.00%) Grants/Intergovernmental Fees/Charges Total 213,680 228,880 224,300 (4,580) (2.00%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 213,680 228,880 224,300 (4,580) (2.00%) Capital Outlay Total 213,680 228,880 224,300 (4,580) (2.00%)
2011 Budget Document - Programs and Services 175 Services Provided or Clients Served
Programs 2009 2010 Crisis: 4,087 5,338 Has source of income 3,392 4,377 No source of income 695 961 Case Management: 268 1,003 Has a source of income 188 702 No source of income 80 301 Food: 2,182 4,973 Amount of Assistance (in dollars) $4,750 $13,371 Has a source on income 1,811 4,078 No source of income 371 895 Financial Assistance: 299 366 Amount of Assistance (in dollars) 5,093 $9,657 Has a source of income 248 300 No source of income 51 66 Rental Assistance: 1,130 2,078 Amount of Assistance (in dollars) $282,533 $204,408 Has s source on income 938 1,704 No source on income 192 374 Utility Assistance: 1,331 3,792 Amount of Assistance (in dollars) $41,196 $79,858 Has a source on income 1,105 3,109 No source of income 226 683 MD Emergency Assistance Program/Electric Universal Program 3,907 3,994 Amount of Assistance (in dollars) $3,300,000 $2,818,446 Has a source of income 3,367 3,865 No source of income 540 129 Has a source of income No source of income
2011 Budget Document - Programs and Services 176 Commission on Aging
Fund: General Fund Category: Non-Profits
Program Code: 93230 Contact: Susan MacDonald
Agency Function:
The Commission on Aging assists Washington County residents age 60 and older to maintain an independent living status in their own homes for as long as appropriate.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued to work with county on development of Senior center completed or near completion. permanent senior center. Continued to operate Relocation of staff and programs to senior temporary senior center. center. Opened nutrition site in Clear Spring/revamped Revise website and enhance information for services to Hancock. caregivers. Tracked ’10 program manager goals with Continue to integrate MAP services with new Comprehensive Plan and Area Plan Update. programs and external/internal initiatives. Implemented Benefits Outreach Center. Expand “living well” program to include diabetes self-management.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 861,650 863,720 846,450 (17,270) (1.99%) Grants/Intergovernmental Fees/Charges Total 861,650 863,720 846,450 (17,270) (1.99%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 861,650 863,720 846,450 (17,270) (1.99%) Capital Outlay Total 861,650 863,720 846,450 (17,270) (1.99%)
2011 Budget Document - Programs and Services 177 Services Provided or Clients Served
Positions 2009 Actual 2010 Projected 2011 Congregate meals 32,975 33,500 33,000 Home delivered meals 32,776 33,200 33,050 Maryland Access Point (MAP) 3,738 5,000 5,500 Medicaid Waiver Clients/Money Follows the 60/10 62/15 65/20 Person Ombudsman – Complaint Cases 77 80 85 Ombudsman – In-service, Consults 583 600 625 Transportation – Escort Units See congregate meals Senior Center 516 650 800 Information and Assistance Units See MAP See MAP See MAP Community Care Program 1,183 1,250 1,500 Health Promotion/Prevention Units 550 700 750
678 (taxes) 680 (taxes) 700 (taxes) RSVP Generally 473 475 volunteers/ 61,000 475 volunteers/ volunteers/ 60,339 hours 61,000 hours hours
Total * * *
*The State supplied database software does not provide a client total for all COA programs. Some of the above numbers reflect units of service and others actual clients served.
2011 Budget Document - Programs and Services 178 Senior Living Alternative
Fund: General Fund Category: Non-Profits
Program Code: 93240 Contact: Doug Wright, Jr.
Agency Function:
This agency provides safe and affordable housing with twenty-four hour awake supervision to low-income elderly residents who need assistance with activities of daily living.
Goals attained in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued to work on Endowment Fund. Finding funds to keep our doors open. Raised enough funds to keep our doors open. Work on Expanding Board of Directors.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 26,500 27,200 26,660 (540) (1.99%) Grants/Intergovernmental Fees/Charges Total 26,500 27,200 26,660 (540) (1.99%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 26,500 27,200 26,660 (540) (1.99%) Capital Outlay Total 26,500 27,200 26,660 (540) (1.99%)
2011 Budget Document - Programs and Services 179
Services Provided or Clients Served
Programs 2009 Projected 2010 Estimated 2011 Clients served with assistance in all Activities of daily living
Total 20 22 22
2011 Budget Document - Programs and Services 180
Museum of Fine Arts
Fund: General Fund Category: Non-Profits
Program Code: 93300 Contact: Rebecca Massie Lane
Agency Function:
To collect, preserve, interpret and exhibit art of lasting quality for the citizens of Hagerstown, Washington County, and the surrounding region. This is implemented through exhibitions, lectures, concerts, films, art instruction, and other programs to ensure that our visitors gain a better appreciation and understanding of the fine arts.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Of the six primary recommendations of I-MAP, Continue implementation of I-MAP program five have been addressed. goals. The museum completed construction bids and Begin Implementation of Collections-Museum signed a contract to enclose interior courtyard. Assessment Program recommendations. The capital campaign stands $1.9 million in gifts Undertake construction and completion of the and pledges. Fundraising continues. Courtyard Enclosure Project. Dedicate the new The museum membership drive was conducted in facility. a quiet phase in FY2010. Complete $2.5 million campaign for Courtyard In response to the recommendations of the I-MAP Enclosure. Implementation to reach fundraising study, the WCMFA applied for and was awarded goals of $323,000 in support of annual the Collections-MAP assessment; the Public operations. Work toward stabilization of Dimension Assessment will be applied for the finances and Museum infrastructure. future. Complete comprehensive Fundraising plan for AAM has changed its time frame for the WCMFA operations, endowment, and future capital to undergo accreditation and the Museum will expenses and revenues. follow the AAM schedule. Implement annual operating calendar. Doubled efforts to reach underserved populations Monitor AAM schedule for WCMFA’s through our arts education program with family reaccreditation, and apply when applicable. programming, classes for children, seniors and the Continue to serve the citizens of Washington mentally and physically challenged. County with an art collection, exhibitions and educational programs befitting a nationally recognized Art Museum. Complete Collections Management Plan and Collections Management Policy. Develop implementation plan for recommendations. Begin application process for PD-MAP, public dimension assessment with American Association of Museums. Implement Exhibitions and associated programming focused on architecture. Implement exhibitions and programs commemorating 80th anniversary of the WCMFA, September 2011. Plan commemoration for 150th anniversary of the Antietam Battle.
2011 Budget Document - Programs and Services 181
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 147,550 152,000 148,960 (3,040) (2.00%) Grants/Intergovernmental Fees/Charges Total 147,550 152,000 148,960 (3,040) (2.00%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 147,550 152,000 148,960 (3,040) (2.00%) Capital Outlay Total 147,550 152,000 148,960 (3,040) (2.00%)
Services Provided or Clients Served
Programs 2009 Estimated 2010 Estimated 2011 Attendance: 48,443 50,000 58,000 Museum exhibitions 48,443 50,000 58,000 Art education programs 8,553 9,500 11,000 Concerts and lectures 1,346 1,750 2,000 Website Visitors 15,400 15,500 18,000 Offsite Outreach 4,734 5,000 6,500
Total 68,577 70,500 82,500
2011 Budget Document - Programs and Services 182
Arts Council
Fund: General Fund Category: Non-Profits
Program Code: 93310 Contact: Mary Anne Burke
Agency Function:
The Washington County Arts Council (WCAC) strives to enhance the social, cultural, and economic life of the community through enriching and encouraging the arts.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Restructured operations due to state cuts. Provide exhibit opportunities for local artists. Opened The Gallery Shop on Saturdays to Continue offering The Gallery Shop at the support downtown retail efforts. Washington County Arts Council as a retail Established corps of volunteers. destination for downtown Hagerstown and a Supported the Western Maryland Blues Fest, venue for artists to show and sell their art. Augustoberfest, Music by the Lake, Gospel Continue the Community Arts Development Concerts in City Park and Center City Jazz granting program. concerts. Continue the Arts in Education programming. Partnered with ACT/SIFTA. Continued support of Western Maryland Blues Expanded The Gallery Shop as a revenue and Fest, Augustoberfest, Music by the Lake, and a venue for local artists. Gospel Concerts in City Park. Conducted membership drive, “special Planned--WCAC Strategic Planning (Fall 2010). appeal,” “end of year appeal” & developed WCAC Board Development (on-going). sponsorship opportunities. Planned--WCAC By-Laws review. Hosted first annual fundraiser: “The Art of Increase media presence. Cooking”. Establish electronic arts communication. Partnered with BISFA. Establish community “arts” calendar. Hosted after-concert reception for the MSO Continue working relationship with/and support Pops concert. for the Maryland Theatre, WCMFA, MSO, Hosted book signing for local author. BISFA and others. Hosted opening receptions for 20 exhibits Revitalize relationships within the A & E including one community show. District. Established Gallery Exhibit & Gallery Shop Host arts related events with the Washington jury committees. County Free Library. Established partnership with the Boys and Expand opportunities to partner with local arts Girls Club of Washington Co. organizations. Instituted targeted board development. Participate with SCIP. Launched new website. Manage/facilitate Public Art Project with the Participated with Downtown Hagerstown’s Washington County Free Library (renovated Artwalk 2010. building. Sponsored the Western Maryland Synergy in the Arts Conference. Sponsored Toby Towson the Alphabet Dancer at one-third of the Washington Co. Elem schools. Supported the Blues in the Schools Musician. Participated in the SCIP.
2011 Budget Document - Programs and Services 183 Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 15,600 15,600 15,290 (310) (1.99%) Grants/Intergovernmental Fees/Charges Total 15,600 15,600 15,290 (310) (1.99%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 15,600 15,600 15,290 (310) (1.99%) Capital Outlay Total 15,600 15,600 15,290 (310) (1.99%)
Services Provided or Clients Served
Programs Concert programming Audience of approximately 3590 Gallery programming Patronage of approximately 2,400 Re-granting programs Information not yet available Children’s programming Enrollment/audience of 1,952 Festivals and Events Approximately 31,000
2011 Budget Document - Programs and Services 184 Memorial Recreation
Fund: General Fund Category: Non-Profits
Program Code: 93320 Contact: Loretta Wright
Agency Function:
It is this agency’s goal to service children in the local community within Washington County’s “hot spots” area. The majority of the children we serve are from single parent family households. Our facility is within walking distance and is easily accessible to our youth.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Developed additional programs that will increase Take our mentoring programs of DIVAS and enrollment. MAN UP into the schools and community. Acquired a Program Coordinator/Director. Develop comprehensive reading program. Recruit new volunteers along with encouraging Develop a Bi-Lingual Lab targeting Spanish as a parental and community involvement. second language. Acquire funds to develop music and dance classes. Encourage people of the city to become mentors Obtain tutors for math and science. to a child. Always encouraging the youth that there is a better way of life for them-college, trade school, completing high school.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 28,080 28,080 27,520 (560) (1.99%) Grants/Intergovernmental Fees/Charges Total 28,080 28,080 27,520 (560) (1.99%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 28,080 28,080 27,520 (560) (1.99%) Capital Outlay Total 28,080 28,080 27,520 (560) (1.99%)
2011 Budget Document - Programs and Services 185 Services Provided or Clients Serviced
Programs Provided 2009 Estimated 2010 Summer camp 60 60 Summer Basketball league 80 90 After school program 20 30 D.I.V.A.S. program 10 20 Swimming pool 20 50
Building use-(4) Churches, NA, Boy & Girl Scouts, C-SAFE, 220 350 NAACP
Community garden 5 7
2011 Budget Document - Programs and Services 186 Maryland Symphony Orchestra
Fund: General Fund Category: Non-Profits
Program Code: 93330 Contact: Vicki Willman
Agency Function:
The Maryland Symphony Orchestra (MSO) is a professional non-profit organization whose mission is to provide musical performances and programs that educate and entertain while enhancing the cultural environment of Western Maryland and the surrounding region.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Maintained current concert programming and Maintain current concert programming and education initiatives during the recession. education initiatives during the continuing Continued to build new subscriber base for recession. MasterWorks concerts. Increase both subscriber base and single ticket Maintained donated (contributed) income in buyers. comparison to FY2009 levels. Maintain donated (contributed) income levels Successfully SOLD OUT two “Home for the in comparison to FY2010 levels. Holidays” Concerts but both cancelled due to Launch a new website and more effectively use blizzard/inclement weather. new media to attract younger audiences. Expanded educational offerings which included Build upon the success of initial FY2010 partnership opportunities with BISFA. collaboration with BISFA to include more Acquired new sponsor so all Washington County guest artist masterclasses and classroom visits. students can attend MSO classical MasterWorks Successfully launch an Endowment Campaign. concerts free. Focus on Board engagement and effectiveness.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 13,800 14,200 13,920 (280) (1.97%) Grants/Intergovernmental Fees/Charges Total 13,800 14,200 13,920 (280) (1.97%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 13,800 14,200 13,920 (280) (1.97%) Capital Outlay Total 13,800 14,200 13,920 (280) (1.97%)
2011 Budget Document - Programs and Services 187
Services Provided or Clients Serviced
Programs 2009 2010 Targeted 2011 Classical MasterWorks Series 7,258 6,202 7,000 MSO Pops 724 697 700 Holiday Concert (2010 Concerts Cancelled) 1,919 0 1,900 Family Concert 435 782 500 Salute to Independence 25,000 35,000 35.000 Youth Concerts 3,161 3,144 3,100 Kinder Konzerts 3,217 2,829 3,000 StringSounds 5,890 4,937 4,500 Brass Works 4,015 5,024 4,500 Wind Works 2,687 2,145 2,000 Little Maestros 0 117 100 High School Masterclasses 0 200 200 Kinder Konzerts, Frederick, MD 0 600 600
Total 54,306 61,677 63,100
2011 Budget Document - Programs and Services 188 Miss Maryland
Fund: General Fund Category: Non-Profits
Program Code: 93210 Contact: Mayor Bruchey
Agency Function:
The Miss Maryland Scholarship Pageant and The Miss Outstanding Teen Maryland Pageant are traditionally held in Hagerstown, Washington County, Maryland at the Maryland Theatre. The City and the County desire to facilitate the continued presence of the pageants at the Maryland Theatre. Therefore, the County has entered into a contract to fund a portion of the rent.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 15,000 15,500 16,000 500 3.23% Grants/Intergovernmental Fees/Charges Total 15,000 15,500 16,000 500 3.23%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 15,000 15,500 16,000 500 3.23% Capital Outlay Total 15,000 15,500 16,000 500 3.23%
2011 Budget Document - Programs and Services 189
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2011 Budget Document - Programs and Services 190 Leadership of Washington County
Fund: General Fund Category: Non-Profits
Program Code: 93141 Contact: Tara Horst
Agency Function:
Leadership Washington County exists to develop and inspire excellent leaders dedicated to serving the community and shaping its future.
Goals attained in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued to improve up and expand number of Continue to enhance and offer workshops and workshops/seminars and individual “coaching” seminar for non-profits boards. sessions for area nonprofits. Continue to develop excellent boardsmanship Continued to increase traffic and use of training with the core leadership program and www.WashingtonCountyNonprofits.org including encourage service on local boards, commission, the development and implementation of a committees and task forces. volunteer clearinghouse portion on the site – Increase the number of board positions recruited cooperating with other organizations including from the circle of LWC grads. Washington County Public Schools, the Chamber Increase the number of LWC grads that hold and the United Way of Washington County. positions on non-profit boards and governmental Increased the number of board positions recruited commissions. for from the circle of LWC grads. Continue improvement of core program to meet Increased the number of LWC grads that hold individual, organizational, and community position on county boards and commissions. objectives. Developed a new seminar designed to inspire and Continue to encourage alumni involvement in instruct individuals on how to run for political community service projects. office. Increase awareness of local and state Continued to strengthen flagship program and government issues by organizing two program raise awareness and activity on issues affecting the days. community. Continued to encourage volunteerism. Continued to connect new business leaders with the established business community and elected officials including plant tours and similar events.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 10,000 10,000 9,800 (200) (2.00%) Grants/Intergovernmental Fees/Charges Total 10,000 10,000 9,800 (200) (2.00%)
2011 Budget Document - Programs and Services 191
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 10,000 10,000 9,800 (200) (2.00%) Capital Outlay Total 10,000 10,000 9,800 (200) (2.00%)
Services Provided or Organizations Served
Programs 2010 Projected 2011 Non-profit seminars X X Nonprofits to Recruit LWC participants X X Boardsmanship Training for LWC participants X X Continuous improvement of core program to meet individual, X X organizational, and community objectives. Supported “How To Run For Elected Office” Seminar X Refer coaches to area non-profits for board training X X Support activities of Student Leadership program through PR X X efforts Support and promote www.WashingtonCountyNonprofits .org X X
2011 Budget Document - Programs and Services 192
Discovery Station
Fund: General Fund Category: Non-Profits
Program Code: 93335 Contact: B. Marie Byers
Agency Function:
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Completed endowment fund of $5,000 to Establish “Take Me Out to The Community Foundation. Ballgame…more than a game”. Began Weather Exhibit with a weather station. Create Moller Historic Organ Exhibit. Began Pre-Engineering Exhibit. Work to partner with the Barbara Ingram Arts School. Create Civil War Music Exhibit. Create Japan Exhibit. Expand Healthy Bodies Matter Exhibit.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 25,000 25,000 24,500 (500) (2.00%) Grants/Intergovernmental Fees/Charges Total 25,000 25,000 24,500 (500) (2.00%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 25,000 25,000 24,500 (500) (2.00%) Capital Outlay Total 25,000 25,000 24,500 (500) (2.00%)
2011 Budget Document - Programs and Services 193 Services Provided or Clients Serviced
Programs 2009 2010
W. C. 3rd grade student visitation 562 820 ARC Clients 250 275 Headstart 120 178 Teen Mothers & Babies 45 45
Total 977 1,318
2011 Budget Document - Programs and Services 194 C Safe Initiative
Fund: General Fund Category: Non-Profits
Program Code: 93340 Contact: Carolyn Brooks
Agency Function: The Washington County/Hagerstown C SAFE Youth Prevention After School programs provide grade 3, 4 and 5 participants, living in the “core” of the City of Hagerstown, with structured and supervised after school activities in a safe place that will foster their educational and social development. The programs sites are Bester, Fountaindale, Eastern and Winter Street elementary schools. Ages of participants range from approximately 8 to 12. The programs target students who are determined to be “at risk” of being successful because of : learning disabilities, single parent households, being left alone at home, family violence and disruption, substance abuse, gang activity and other negative community influences.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Increased reading ability for student participants. To improve computer literacy and reading skills. Enhanced the programs with computer tutorials. To continue assistance with homework Increased attachment and commitment to school. assignments and other school projects. Increased positive decision making skills. To improve social skills and peer interaction. To provide enrichment opportunities including field trips and gardening experiences.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 45,000 45,000 44,100 (900) (2.00%) Grants/Intergovernmental Fees/Charges Total 45,000 45,000 44,100 (900) (2.00%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 45,000 45,000 44,100 (900) (2.00%) Capital Outlay Total 45,000 45,000 44,100 (900) (2.00%)
2011 Budget Document - Programs and Services 195 Services Provided or Clients Serviced
Programs 2009 2010 Targeted 2011 Bester Elementary 38 37 38 Eastern Elementary 43 45 45 Fountaindale Elementary 27 30 32 Winter Street Elementary 30 33 35
Total 138 145 150
2011 Budget Document - Programs and Services 196 Washington County, Maryland General Fund
General Fund – General Operations Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget County Commissioners 216,628 225,310 229,210 3,900 1.73%
County Clerk 101,379 108,390 84,390 (24,000) (22.14%)
County Administrator 458,215 482,230 330,120 (152,110) (31.54%)
Public Information 76,458 86,090 83,150 (2,940) (3.42%)
Budget and Finance 1,061,059 1,174,050 1,191,050 17,000 1.45% Independent Accounting and 58,000 70,000 70,000 0 0.00% Audit Purchasing 390,925 423,010 402,550 (20,460) (4.84%)
Treasurer 403,953 424,310 420,660 (3,650) (.86%)
County Attorney 550,507 643,190 631,370 (11,820) (1.84%)
Human Resources 635,111 676,030 643,460 (32,570) (4.82%)
Central Services 201,834 224,870 204,910 (19,960) (8.88%)
Information Technology 1,664,672 1,705,320 1,558,140 (147,180) (8.63%)
General Operations 3,890,728 3,259,670 2,435,260 (824,410) (25.29%)
Total 9,709,469 9,502,470 8,284,270 (1,218,200) (12.82%)
2011 Budget Document 197 Washington County, Maryland General Fund
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2011 Budget Document 198 County Commissioners
Fund: General Fund Category: General Operations
Program Code: 10100 Contact: John Barr
Departmental Function:
The five County Commissioners are elected on an at-large basis for four-year terms in the years of statewide elections. The Board is responsible for the overall operation of County Government as appropriate, in accordance with the Washington County Code of Public Local Laws.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Updated Water & Sewer plan and finalized all data Complete full data analysis for Water Resources required for components of the Water Resources Element of the Comprehensive Plan and final Element of House Bill 1141. document for review and adoption. Developed long-term transportation plan. Convene a local implementation team to develop Completed Urban Growth Area rezoning strategies that allow compliance with tributary recommendations for public review. strategy initiatives. Completed update of review and permitting Evaluate opportunities by station and/or service policies for ease of customer use. area to determine what changes are necessary to Completed formal risk management program. capture maximum efficiencies for emergency Reviewed a comprehensive approach toward response operations including needed funding recycling and reduction of solid waste to ensure levels. efficient waste removal and extend the lifetime of Construct Senior Center and place in operation. the solid waste site including possible franchising Construct new downtown library and place in of solid waste/recycling service systems. operation. Began contractual agreement for use of solid waste Adopt Comprehensive Plan. resources such as methane to generate carbon Adopt Urban Rezoning Plan. credits and electricity. Implement approved tax incentives including Began process for construction of a new Senior senior credits and non-homeowner occupied Center. homestead credit. Received bond rating upgrade. Attract and retain employment base through Began full funding for EMS companies based on incentives and programs. revised Master Plan to ensure full staffing and accountability. Provided Tax Differential to municipal residents to account for differences in provision of services. Developed a Council of Governments. Opened new consolidated 911 and Central Booking. Successfully instituted short term economic incentive packages for residential and commercial sectors.
2011 Budget Document - Programs and Services 199 Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 216,628 225,310 229,210 3,900 1.73% Grants/Intergovernmental Fees/Charges Total 216,628 225,310 229,210 3,900 1.73%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 210,156 212,040 215,940 3,900 1.73% Operating 6,472 13,270 13,270 0 0.00% Capital Outlay Total 216,628 225,310 229,210 3,900 1.73%
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Commissioner - President .5 .5 .5 Commissioner 2 2 2
Total 2.5 2.5 2.5
2011 Budget Document - Programs and Services 200 County Clerk
Fund: General Fund Category: General Operations
Program Code: 10110 Contact: Vicki Lumm
Departmental Function:
The County Clerk is an appointed administrative position responsible for assisting the Board of County Commissioners in performing the duties and functions of their office and is responsible for keeping careful and accurate minutes of their proceedings. The Clerk is also responsible for insuring all records, papers, and documents of the County are kept in safe custody.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Not Provided Not Provided
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 101,379 108,390 84,390 (24,000) (22.14%) Grants/Intergovernmental Fees/Charges Total 101,379 108,390 84,390 (24,000) (22.14%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 78,599 83,050 59,050 (24,000) (28.90%) Operating 22,548 25,340 25,340 0 0.00% Capital Outlay 232 Total 101,379 108,390 84,390 (24,000) (22.14%)
2011 Budget Document - Programs and Services 201
Staffing Summary - County Clerk (FTE’S)
Positions 2009 2010 2011 County Clerk 1 1 1
Total 1 1 1
2011 Budget Document - Programs and Services 202
County Administrator
Fund: General Fund Category: General Operations
Program Code: 10300 Contact: Gregory B. Murray
Departmental Function:
The County Administrator is the Chief Administrative Officer of Washington County as outlined in the Code of Public Local Laws of Washington County and is under the supervision of the Board of County Commissioners. The County Administrator is responsible for the day-to-day operations of County government. A major function of the County Administrator is to interpret and execute the policies of the Board of County Commissioners as they pertain to County matters. The current County Administrator was appointed by the Board of County Commissioners on February 27th, 2007 with the following stated general objective:
“To lead the County as Chief Administrative Officer in a manner that reflects our duty to the Citizens of Washington County with regard to operational efficiency, fiscal responsibility, and responsiveness to the needs of the community. To share a vision of the future of Washington County and to ably assist the Board of County Commissioners of Washington County in achieving goals for moving the County forward as we address present needs and plan for the future.”
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Updated Water & Sewer plan and finalized all data Insure continued efficiency of operations to hit required for components of the Water Resources budgetary targets and allow for conservative Element of House Bill 1141. 2012 budgetary goals. Developed long-term transportation plan. Assist with transition of new Board. Completed Urban Growth Area rezoning Complete Water Resources Element for final recommendations for public review. adoption. Completed update of review and permitting Develop strategies that allow compliance with policies for ease of customer use. tributary strategy initiatives. Completed formal risk management program. Evaluate opportunities by station and/or service Reviewed a comprehensive approach toward area to determine what changes are necessary to recycling and reduction of solid waste to ensure capture maximum efficiencies for emergency efficient waste removal and extend the lifetime of response operations including needed funding the solid waste site including possible franchising levels. of solid waste/recycling service systems. Construct Senior Center and place in operation. Began contractual agreement for use of solid waste Construct new downtown library and place in resources such as methane to generate carbon operation. credits and electricity. Facilitate adoption of Comprehensive Plan. Began process for construction of a new Senior Facilitate adoption of Urban Rezoning Plan. Center. Attract and retain employment base through Received bond rating upgrade. incentives and programs. Began full funding for EMS companies based on Continue to improve programs and services for revised Master Plan to ensure full staffing and ease of use by constituency. accountability. Provided Tax Differential to municipal residents to account for differences in provision of services. Developed a Council of Governments. Opened new consolidated 911 and Central Booking. Successfully instituted short term economic incentive packages for residential and commercial sectors.
2011 Budget Document - Programs and Services 203 Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 458,215 482,230 330,120 (152,110) (31.54%) Grants/Intergovernmental Fees/Charges Total 458,215 482,230 330,120 (152,110) (31.54%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 411,287 435,360 294,250 (141,110) (32.41%) Operating 46,928 46,870 35,870 (11,000) (23.47%) Capital Outlay Total 458,215 482,230 330,120 (152,110) (31.54%)
Staffing Summary (FTE’S)
Positions 2009 2010 2011 County Administrator 1 1 1 Executive Office Assistant 1 1 1 Information Systems Manager 1 1 1 Director of Special Projects 1 1 0
Total 4 4 3
2011 Budget Document - Programs and Services 204 Public Information
Fund: General Fund Category: General Operations
Program Code: 10310 Contact: Norman Bassett
Departmental Function:
The Public Information/Disability Issues Office provides a variety of disparate services. All information for or about County Government is disseminated to the media and the public through the Public Information Office. Disability Issues serves as the ADA and 504 coordinator for Washington County Government, acts as liaison with the County Disability Advisory Committee, and provides public assistance on matters concerning disabilities and local government.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Managed video streamed flow of Commissioners’ Work with private sector (ACTV) to produce meetings and web page screen daily updates. and upload Video of Commissioners’ Meetings Assisted County Administrator in further for Video on Demand on cable. Manage video refinement to video system. streamed flow of Commissioners’ meetings and Continued refinement and improvement of radio web page screen daily updates. broadcasts, dissemination of information via print Continue refinement and improvement of radio and electronic means. broadcasts, dissemination of information via Began comprehensive ADA update of all County print and electronic means. facilities pending authorization of final rulemaking Continue comprehensive ADA update of all by the USDOJ. County facilities pending authorization of final Planned and implemented Disability Advisory rulemaking by the USDOJ. Committee ten-year anniversary event. Continue duties as ex-officio to Disability Continued duties as ex-officio to Disability Advisory. Advisory.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 76,458 86,090 83,150 (2,940) (3.42%) Grants/Intergovernmental Fees/Charges Total 76,458 86,090 83,150 (2,940) (3.42%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 71,337 73,690 74,550 860 1.17% Operating 5040 12,400 8,600 (3,800) (30.65%) Capital Outlay 81 Total 76,458 86,090 83,150 (2,940) (3.42%)
2011 Budget Document - Programs and Services 205 Staffing Summary (FTE’S)
Positions 2009 2010 2011 PIO/Disabilities Issues Coordinator 1 1 1
Total 1 1 1
2011 Budget Document - Programs and Services 206 Budget and Finance
Fund: General Fund Category: General Operations
Program Code: 10500 Contact: Debra Murray
Departmental Function:
The Office of Budget and Finance provides financial management and administration to the Board of County Commissioners. This includes the formulation, execution and oversight for operating and capital improvement program budgets, which involve both short-term and long-term analysis. It is responsible for the financial and accounting practices for all county operations, including but not limited to the management of cash funds and investments, administration of debt, interpretation and analysis of financial information, and the development and implementation of countywide financial policies and procedures, including financial and accounting control systems. The Office of Budget and Finance has oversight responsibilities for the Washington County Purchasing Office.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Assisted in implementing the salary scales in the Revise the Travel Expense Policy and software system. Procedures. Implemented and trained end users on the updated Create and implement new accounting operating budget module. procedure for a new fund for the HEPMPO Successfully changed from a tax rebate to a tax activities. differential. Evaluate long-term investment opportunities to Automated the budget adjustment process. maximize interest income.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,061,059 1,174,050 1,191,050 17,000 1.45% Grants/Intergovernmental Fees/Charges Total 1,061,059 1,174,050 1,191,050 17,000 1.45%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,020,209 1,110,590 1,135,390 24,800 2.23% Operating 39,417 58,510 55,660 (2,850) (4.87%) Capital Outlay 1,433 4,950 0 (4,950) (100.00%) Total 1,061,059 1,174,050 1,191,050 17,000 1.45%
2011 Budget Document - Programs and Services 207 Staffing Summary (FTE’S) Positions 2009 2010 2011 Director of Budget and Finance 1 1 1 Deputy Director of Budget and Finance 2 2 2 Accounting Supervisor 1 1 1 Budget Analyst 1 1 1 Fiscal Analyst 1 1 1 Grant Analyst 1 1 1 Payroll Technician 1 1 1 Accounts Payable Supervisor 1 1 1 Accounts Payable Technician 2 2 2 Account Receivable Supervisor 1 1 1 Accounts Receivable Technician 2 2 2 Senior Accountant 1 1 1 Accountant 0 1 1 Student Intern .5 .5 .5
Total 15.5 16.5 16.5
2011 Budget Document - Programs and Services 208 Independent Accounting and Audit
Fund: General Fund Category: General Operations
Program Code: 10510 Contact: Kim Edlund
Departmental Function:
The Washington County Code of Public Local Laws requires that an independent auditing firm perform an annual audit. The auditors conduct their audit in accordance with auditing standards generally accepted in the United States. Those standards require that the auditors plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit also includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 58,000 70,000 70,000 0 0.00% Grants/Intergovernmental Fees/Charges Total 58,000 70,000 70,000 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 58,000 70,000 70,000 0 0.00% Capital Outlay Total 58,000 70,000 70,000 0 0.00%
2011 Budget Document - Programs and Services 209
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2011 Budget Document - Programs and Services 210 Purchasing
Fund: General Fund Category: General Operations
Program Code: 10520 Contact: Karen Luther
Departmental Function:
The Purchasing Department provides the highest quality procurement services to all customers in the most efficient and fiscally responsible manner in accordance with all applicable laws, policies, rules, and regulations. All of these objectives are conducted without favoritism.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Submitted the Procurement Policy Manual for Transition to electronic issuance of Request for review/approval by the County Administrator and Quotations (RFQs). County Attorney for subsequent submittal to the Enhance Purchasing Department web site with Board of County Commissioners for review/ additional user-friendly information. approval in FY 2011. Compose plan to electronically store Certificates Participated in MPPA’s successful “2009 Reverse of Insurance associated to contracts. Trade Show” Research the capability of assuming Purchasing Streamlined process of sales of construction bid Department web site posting duties from the IT documents. Department.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 379,385 415,010 395,550 (19,460) (4.69%) Grants/Intergovernmental Fees/Charges 11,540 8,000 7,000 (1,000) (12.50%) Total 390,925 423,010 402,550 (20,460) (4.84%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 366,321 396,760 378,700 (18,060) (4.55%) Operating 22,404 26,250 23,850 (2,400) (9.14%) Capital Outlay Total 390,925 423,010 402,550 (20,460) (4.84%)
2011 Budget Document - Programs and Services 211 Staffing Summary (FTE’S) Positions 2009 2010 2011 Purchasing Agent 1 1 1 Buyer 1 1 1 Procurement Specialist 2 2 2 Procurement Technician II 1 0 0 Procurement Technician 1 2 2
Total 6 6 6
2011 Budget Document - Programs and Services 212 Treasurer
Fund: General Fund Category: General Operations
Program Code: 10530 Contact: Todd Hershey
Departmental Function:
The Treasurer is the collection agent for Washington County revenue. The Treasurer’s Office performs the billing and collection function for all real estate and personal property taxes, as well as the collection function for water and sewer and all other miscellaneous revenue due Washington County.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Implemented Real Estate Property Tax Initiatives Maintain the integrity of property tax billing & as directed by the Board of County collection policies and processes. Commissioners.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 403,953 424,310 420,660 (3,650) (0.86%) Grants/Intergovernmental Fees/Charges Total 403,953 424,310 420,660 (3,650) (0.86%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 314,664 329,410 323,010 (6,400) (1.94%) Operating 89,289 94,900 97,650 2,750 2.90% Capital Outlay Total 403,953 424,310 420,660 (3,650) (0.86%)
2011 Budget Document - Programs and Services 213 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Treasurer 1 1 1 Chief Deputy Treasurer 1 1 1 Deputy Treasurer 2 2 2 Accounts Receivable Technician 1 1 1 Cashier 2.5 2.5 2.5
Total 7.5 7.5 7.5
2011 Budget Document - Programs and Services 214 County Attorney
Fund: General Fund Category: General Operations
Program Code: 10600 Contact: John M. Martirano
Departmental Function:
The County Attorney is the chief legal officer for the County. The Office of the County Attorney provides legal advice and services to the Board of County Commissioners, County departments, agencies, boards and commissions, affiliated non-profit agencies, and the Washington County Sheriff’s department.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Worked closely with the Human Resources Dept. Continue to assist the Human Resources Dept. to review various County policies. with the review and revision of County polices. Managed litigation matters involving the County Implement 2010 legislation and draft legislation and assisted with various rezoning. for 2011. Implemented the 2009 legislation and drafted Assist with the revision and adoption of the legislation for 2010. Maryland Building Performance Standards and Assisted with the Urban Area rezoning process Trade Codes. and the update of the County's Comprehensive Assist with the review and adoption of revisions Plan. to the Forest Conservation Ordinance. Secured the adoption of revisions to the Weed Continue to assist the Planning Department with Control Ordinance. the Urban Area Rezoning Process and the Assisted with the County health insurance bid update of the County’s Comprehensive Plan. process and awarding of contract to new health insurance provider. Negotiated and completed various agreements relating to property transactions involving the County.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 550,507 643,190 631,370 (11,820) (1.84%) Grants/Intergovernmental Fees/Charges Total 550,507 643,190 631,370 (11,820) (1.84%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 472,633 490,550 487,730 (2,820) (0.57%) Operating 77,214 152,640 143,640 (9,000) (5.90%) Capital Outlay 660 0 0 Total 550,507 643,190 631,370 (11,820) (1.84%)
2011 Budget Document - Programs and Services 215
Staffing Summary (FTE’S)
Positions 2009 2010 2011 County Attorney 1 1 1 Assistant County Attorney 2 2 2 Legal Assistant 1 1 1 Legal Secretary 1 1 1
Total 5 5 5
2011 Budget Document - Programs and Services 216 Human Resources
Fund: General Fund Category: General Operations
Program Code: 10700 Contact: George William Sonnik, III
Departmental Function:
The Human Resources Department has two separate but compatible functions. One function deals with typical human resources responsibilities such as employee recruitment, compensation, classification, and benefits, etc. The second function covers all areas associated with the management of comprehensive property/casualty insurance and safety programs. In addition, the department also handles miscellaneous responsibilities such as training, administration of County-offered programs and the LOSAP program.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Started to design and implement document storage Continuation of implementation of document system for risk management records and other HR storage system for risk management and for records. other HR records. Continued review and revision of HR policies, and Continue review and revision of HR policies and employee handbook. employee handbook. Completed implementation of step process in Develop comprehensive building security plan PeopleSoft. for County Administration Building. Successfully bided for health care providers and Risk Management insurance broker.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 635,111 676,030 643,460 (32,570) (4.82%) Grants/Intergovernmental Fees/Charges Total 635,111 676,030 643,460 (32,570) (4.82%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 477,111 501,780 505,710 3,930 0.78% Operating 151,016 174,250 137,750 (36,500) (20.95%) Capital Outlay 6,984 0 Total 635,111 676,030 643,460 (32,570) (4.82%)
2011 Budget Document - Programs and Services 217 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Director of Human Resources 1 1 1 Human Resources Administrator 1 1 1 Safety Compliance Administrator 1 1 1 Benefits Administrator 1 1 1 Risk Management Administrator 1 1 1 Human Resources Technician 1 1 1 Senior Office Technician 1 1 1
Total 7 7 7
2011 Budget Document - Programs and Services 218 Central Services
Fund: General Fund Category: General Operations
Program Code: 10970 Contact: Jim Sterling
Departmental Function:
The department’s function is to provide support to all County Agencies, citizens and non-profit organizations. The services include operation of the mailroom, document copying, postal services, and to provide information to the citizens.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Cross trained employees in the operation of the Evaluate operations to find cost savings and department. improve efficiencies. Upgraded mail/postage due to changing rates.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 201,834 224,870 204,910 (19,960) (8.88%) Grants/Intergovernmental Fees/Charges Total 201,834 224,870 204,910 (19,960) (8.88%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 54,493 56,870 40,210 (16,660) (29.29%) Operating 147,341 168,000 164,700 (3,300) (1.96%) Capital Outlay Total 201,834 224,870 204,910 (19,960) (8.88%)
2011 Budget Document - Programs and Services 219 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Senior Office Associate 1 1 1
Total 1 1 1
2011 Budget Document - Programs and Services 220
Information Technology
Fund: General Fund Category: General Operations
Program Code: 11000 Contact: Ron Whitt
Departmental Function:
Information Technology (IT) provides automation, technology and telecommunication services to Washington County government and supported agencies. IT advises the Board of County Commissioners and the County Administrator on the effective application of technology across the enterprise, which include hardware, software (in-house and third party), networks, databases, Internet, voice, and video. IT constructs and maintains an integrated information technology infrastructure (voice and data), provides data management services, supports the County’s enterprise management system (PeopleSoft) and other departmental specific information systems. IT manages the County’s Internet presence, promotes e- government initiatives, and is responsible for the purchase and administration of technology and technology related services. IT adopts, establishes, and maintains standards for the use of information technology within the County infrastructure.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Finalized the IT portion of Washington County’s Identify, consolidate, and migrate physical Continuity of Operations Plan. servers and workstations to redundant Completed migration of voice and email systems virtualized computing resources. to a unified message management system Complete a systematic review and evaluation of platform. the County’s network infrastructure and traffic Completed major software implementation for to make appropriate adjustments/realignments. upgrade projects for the Division of Fire & Complete the County’s land parcel vectorization Emergency Services, the Division of Budget & project. Finance and the Human Resources Department. Complete software upgrade projects for the Human Resources Department, the Division of Fire & Emergency Services, and the Division of Budget & Finance.
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,664,672 1,705,320 1,558,140 (147,180) (8.63%) Grants/Intergovernmental Fees/Charges Total 1,664,672 1,705,320 1,558,140 (147,180) (8.63%)
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 994,849 1,027,640 1,044,510 16,870 1.64% Operating 468,847 550,130 513,630 (36,500) (6.63%) Capital Outlay 200,976 127,550 0 (127,550) (100.00%) Total 1,664,672 1,705,320 1,558,140 (147,180) (8.63%)
2011 Budget Document - Programs and Services 222
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Director of Information Technology 1 1 1 Database Administrator 1 1 1 Senior Technical Support Analyst 1 1 1 Systems Analyst 2 2 2 Technical Support Analyst II 1 1 1 IT Service Specialist III 1 1 1 IT Service Specialist II 1 1 1 IT Service Specialist I 2 2 2 Network Engineer 1 1 1 GIS Manager 1 1 1 GIS Specialist 1 1 1 GIS Database Administrator 1 1 1
Total 14 14 14
2011 Budget Document - Programs and Services 223 General Operations
Fund: General Fund Category: General Operations
Program Code: 11200 Contact: Kimberly Edlund
Departmental Function:
This department is used for expenses that cannot be easily allocated among the other General Fund departments based on their nature. These expenses include property, casualty, fleet and public liability insurance, unemployment compensation, state retirement costs and other miscellaneous items.
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 3,890,728 3,259,670 2,435,260 (824,410) (25.29%) Grants/Intergovernmental Fees/Charges Total 3,890,728 3,259,670 2,435,260 (824,410) (25.29%)
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 2,698,743 2,799,340 2,018,310 (781,030) (27.90%) Operating 1,191,985 460,330 416,950 (43,380) (9.42%) Capital Outlay Total 3,890,728 3,259,670 2,435,260 (824,410) (25.29%)
2011 Budget Document - Programs and Services 223
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2011 Budget Document - Programs and Services 224 Washington County, Maryland General Fund
General Fund – Planning/Permits Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Planning & Community Development 1,119,762 1,355,330 1,245,880 (109,450) (8.08%)
Zoning Appeals 51,487 56,940 55,940 (1,000) (1.76%)
Building Inspections 1,884,316 2,087,320 1,879,490 (207,830) (9.96%)
Total 3,055,565 3,499,590 3,181,310 (318,280) (9.09%)
2011 Budget Document 225 Washington County, Maryland General Fund
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2011 Budget Document 226 Planning and Community Development
Fund: General Fund Category: Planning/Permits
Program Code: 10800 Contact: Michael Thompson
Departmental Function:
The Department of Planning and Community Development is responsible for maintenance and administration of the Subdivision Ordinance, Zoning Ordinance, Forest Conservation Ordinance and historic preservation regulations. This department also maintains and administers the Comprehensive Plan, Sewer and Water Plan, Solid Waste Plan, Land Preservation, and Recreation Plan.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Finalized update of Comprehensive Plan. Adoption of updated Comprehensive Plan. Completed and adopted Water Resources Element Adoption of WRE. of Comprehensive Plan. Adoption of Solid Waste Plan. Finalized new Solid Waste Plan for the County. Completion of UGA Project. Adopted of changes to zoning map and text for Adoption of Water and Sewer Plan. UGA in light of recommendation of committee. Adoption of Updated Forest Conservation Updated Water and Sewer Plan to 2009. Ordinance. Start update to Land Preservation, Parks and Recreation Plan.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,002,099 1,256,330 1,148,880 (107,450) (8.55%) Grants/Intergovernmental Fees/Charges 117,663 99,000 97,000 (2,000) (2.02%) Total 1,119,762 1,355,330 1,245,880 (109,450) (8.08%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,086,403 1,143,890 1,167,440 23,550 2.06% Operating 22,624 206,440 78,440 (128,000) (62.00%) Capital Outlay 10,735 5,000 0 (5,000) (100.00%) Total 1,119,762 1,355,330 1,245,880 (109,450) (8.08%)
2011 Budget Document - Programs and Services 227 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Planning & Community Development Director 1 1 1 Chief Planner 2 2 2 Senior Planner 3 3 3 Planner 2 2 2 Rural Preservation Administrator 1 1 1 Land Preservation Planner 1 1 1 Parks & Environmental Planner 1 1 1 GIS Coordinator 1 1 1 GIS Analyst 1 1 1 GIS Technician 1 1 1 Permits Processor 1 1 1 Administrative Assistant 1 1 1 Office Associate 1 1 1
Total 17 17 17
2011 Budget Document - Programs and Services 228 Zoning Appeals
Fund: General Fund Category: Planning/Permits
Program Code: 10810 Contact: Dan DiVito
Departmental Function:
The Board of Zoning Appeals is located within the Permits & Inspections department and is assigned a secretary, which serves as an intermediary between the Board and the public. Zoning applications are accepted for variances, special exceptions, non- conforming uses and administrative error from the Director’s decision on the Zoning Ordinance and from the Planning Commission’s decision on the County Subdivision Ordinance and Public Facility Ordinance.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Established regular training workshops with Develop and implement Agri-Business Board. Amendments. Implemented approved text amendments. Implement Administrative Variance. Revised BZA hearing procedures. Establish standard procedures for appeals. Coordinated with Planning Department staff on Publish public information booklet for appeal appeals cases. process.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 31,012 31,940 33,440 1,500 4.70% Grants/Intergovernmental Fees/Charges 20,475 25,000 22,500 (2,500) (10.00%) Total 51,487 56,940 55,940 (1,000) (1.76%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 24,823 26,640 26,640 0 0.00% Operating 26,664 30,300 29,300 (1,000) (3.30%) Capital Outlay Total 51,487 56,940 55,940 (1,000) (1.76%)
2011 Budget Document - Programs and Services 229
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2011 Budget Document - Programs and Services 230 Building Inspections
Fund: General Fund Category: Planning/Permits
Program Code: 11500 Contact: Dan DiVito
Departmental Function:
The major function of the Building Inspections department is to administer and enforce codes and ordinances in order to promote and ensure public safety and the health and general welfare of the County residents. The department serves as a clearinghouse for numerous agencies. Permit applications are accepted and processed for new construction, renovations, demolition, plumbing, mechanical, electrical work, intents to build, zoning certifications, grading, floodplain, driveway entrances, and utility installations. This department is also charged with licensing plumbers biennially and electrical contractors every three years. Junkyards and operators of amusement devices are issued on yearly basis.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Adopted 2009 Building Codes. Establish standard operating procedure for Adopted 2008 Electrical Code. residential and commercial plan review process. Developed Advisory Committee to full potential. Publish public information booklet on trade Promoted customer satisfaction survey. licensing. Continued to develop software to full capabilities. Expand on line services to include license renewal application. Expand online service to include service requests. Publish public information booklet on commercial permit application process.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 725,955 940,020 835,040 (104,980) (11.17%) Grants/Intergovernmental Fees/Charges 1,158,361 1,147,300 1,044,450 (102,850) (8.96%) Total 1,884,316 2,087,320 1,879,490 (207,830) (9.96%)
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,739,234 1,943,050 1,746,630 (196,420) (10.11%) Operating 125,534 144,270 132,860 (11,410) (7.91%) Capital Outlay 19,548 0 0 0 0.00% Total 1,884,316 2,087,320 1,879,490 (207,830) (9.96%)
2011 Budget Document - Programs and Services 231
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Permits & Inspections Director 1 1 1 Permits & Inspections Deputy Director 1 1 1 Chief Plans Examiner 1 1 1 Plans Examiner II 2 1 1 Plans Examiner 1 1 1 Senior Plans Examiner 0 1 1 Zoning Coordinator 1 1 1 Building Inspector I 3 4 4 Building Inspector II 1 0 0 Chief Inspector 0 1 1 Electrical Inspector I 2 2 2 Electrical Inspector II 2 1 1 Combination Inspector 0 1 1 Office Manager 1 1 1 Permits Administrator 0 1 1 Permit Specialist 0 3 2 Permits Technician 6 3 1 Office Associate 1 1 0 Senior Building Inspector 1 1 1 PT Inspector 1 0 0 Zoning Inspector 1 1 1 Plumbing Inspector I 2 2 2 Plumbing Inspector II 1 0 0 Total 29 29 25
2011 Budget Document - Programs and Services 232 Washington County, Maryland General Fund
General Fund – Buildings Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Martin Luther King Center 75,393 100,750 99,750 (1,000) (0.99%)
Administration Building 328,645 287,220 278,900 (8,320) (2.90%)
Administration Building II 47,709 75,000 117,000 42,000 56.00%
Court House 580,489 545,850 550,540 4,690 0.86%
County Office Building 250,184 238,260 240,260 2,000 0.84%
Administration Annex 57,541 68,900 68,900 0 0.00%
Dwyer Center 36,130 36,500 34,000 (2,500) (6.85%)
Rental Properties 2,440 14,450 4,500 (9,950) (68.86%)
Total 1,378,531 1,366,930 1,393,850 26,920 1.97%
2011 Budget Document 233 Washington County, Maryland General Fund
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2011 Budget Document 234 Buildings
Fund: General Fund Category: Buildings
Program Code: 10900, 10910, 10915, Contact: James Sterling 10930, 10940, 10950, 10960, 10980
Departmental Function:
The department is responsible for the maintenance and operation of the following facilities: Court House and Court House Annex Administration Building Administration Building II County Office Building Administration Annex Martin Luther King Building Dwyer Center Rental Properties Maintenance operations include all countywide service contracts, tenant lease negotiations, county department support, snow removal, tenant support and technical support to all county agencies.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Replaced flooring on 1st and 4th floors County Install new chiller 4th floor County Office Office Building. Building. Completed design for chiller replacement 4th floor Install new chiller 1st floor Admin Building. COB. Remodel and occupy the Administration Replaced water tank in the heating system Admin Building II. Building.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,378,531 1,366,930 1,393,850 26,920 1.97% Grants/Intergovernmental Fees/Charges Total 1,378,531 1,366,930 1,393,850 26,920 1.97%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 274,886 283,350 286,040 2,690 0.95% Operating 1,079,122 1,083,580 1,107,810 24,230 2.24% Capital Outlay 24,523 0 0 0 0.00% Total 1,378,531 1,366,930 1,393,850 26,920 1.97%
2011 Budget Document - Programs and Services 235
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Deputy Building, Grounds & Parks Director 1 1 1 Building Maintenance Supervisor 1 1 1 Maintenance Leadworker 1 1 1 Maintenance Worker 2 2 2
Total 5 5 5
2011 Budget Document - Programs and Services 236 Washington County, Maryland General Fund
General Fund – Other Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Women’s Commission 2,001 2,000 2,000 0 0.00%
Historic District Commission 530 1,260 950 (310) (24.60%)
Grants 1,670,519 0 0 0 0.00%
Total 1,673,050 3,260 2,950 (310) (9.51%)
2011 Budget Document 237 Washington County, Maryland General Fund
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2011 Budget Document 238 Women’s Commission
Fund: General Fund Category: Other
Program Code: 11100 Contact: Bonnie Errico
Departmental Function:
The Commission for Women identifies problems, defines issues and recommends policies and solutions that would change practices which prevent the full participation of women in today’s society.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued to gather information and data on the Continue to gather information and data on the outstanding women of Washington County for outstanding women of Washington County. WWFF, volume 2. Continue to develop social networking for the Became more actively involved in the Maryland women of Washington County. Commission for Women.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 2,001 2,000 2,000 0 0.00% Grants/Intergovernmental Fees/Charges Total 2,001 2,000 2,000 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 2,001 2,000 2,000 0 0.00% Capital Outlay Total 2,001 2000 2,000 0 0.00%
Services Provided or Clients Served
Programs 2009 2010 2011
Not Provided
2011 Budget Document - Programs and Services 239
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2011 Budget Document - Programs and Services 240 Historic District Commission
Fund: General Fund Category: Other
Program Code: 11110 Contact: Steve Goodrich
Departmental Function:
The Commission’s purpose is to administer design review to protect the integrity of historic structures in the Historic Preservation and Antietam Overlay zoning designations, having authority to approve or deny certain construction activities. The Commission also serves in an advisory capacity to the County Commissioners and the Planning Commission making recommendations on specific preservation projects and general preservation policy.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Secured funding for continued historic inventory Complete inventories of Bakersville, completion. Brownsville, Gapland and Weverton. Progress on proposed Design Review guidelines. Continue review of development proposals for Implemented design review in Rural villages effects on historic sites. Proposed alternatives to demolition of historic resources at Airport.
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 530 1,260 950 (310) (24.60%) Grants/Intergovernmental Fees/Charges Total 530 1,260 950 (310) (24.60%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 530 1,260 950 (310) (24.60%) Capital Outlay Total 530 1,260 950 (310) (24.60%)
2011 Budget Document - Programs and Services 241 Services Provided or Clients Served
Programs 2009 2010 2011
Not Provided
2011 Budget Document - Programs and Services 242 Washington County, Maryland General Fund
General Fund – Medical Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Medical Examiner 15,120 15,000 15,000 0 0.00%
Contracted Ambulance 3,396 6,000 4,000 (2,000) (33.33%)
Pauper Burial 0 400 400 0 0.00%
Total 18,516 21,400 19,400 (2,000) (9.35%)
2011 Budget Document 243 Washington County, Maryland General Fund
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2011 Budget Document 244 Medical Examiner
Fund: General Fund Category: Medical
Program Code: 11550 Contact: Vicki Lumm
Departmental Function:
The appointed Medical Examiner investigates the death of a human being if the death occurs (I) by violence; (II) by suicide; (III) by casualty; (IV) suddenly, if the deceased was in apparent good health or unattended by a physician, or (V) in any suspicious or unusual manner. Annotated Code Maryland, Health – General Article, Section 5-309.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 15,120 15,000 15,000 0 0.00% Grants/Intergovernmental Fees/Charges Total 15,120 15,000 15,000 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 15,120 15,000 15,000 0 0.00% Capital Outlay Total 15,120 15,000 15,000 0 0.00%
2011 Budget Document - Programs and Services 245
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2011 Budget Document - Programs and Services 246 Contracted Ambulance
Fund: General Fund Category: Medical
Program Code: 11700 Contact: Vicki Lumm
Departmental Function:
Under State law, the County is required to contract for services for the transport of indigent patients.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 3,396 6,000 4,000 (2,000) (33.33%) Grants/Intergovernmental Fees/Charges Total 3,396 6,000 4,000 (2,000) (33.33%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 3,396 6,000 4,000 (2,000) (33.33%) Capital Outlay Total 3,396 6,000 4,000 (2,000) (33.33%)
2011 Budget Document - Programs and Services 247
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2011 Budget Document - Programs and Services 248 Pauper Burial
Fund: General Fund Category: Medical
Program Code: 11800 Contact: Katie Yoder
Departmental Function:
The County provides a proper burial for indigents.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 0 400 400 0 0.00% Grants/Intergovernmental Fees/Charges Total 0 400 400 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 0 400 400 0 0.00% Capital Outlay Total 0 400 400 0 0.00%
2011 Budget Document - Programs and Services 249
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2011 Budget Document - Programs and Services 250 Washington County, Maryland General Fund
General Fund – Public Works Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Public Works Administration 343,045 346,580 349,100 2,520 .73% Public Works – Land 657,784 825,710 798,570 (27,140) (3.29%) Development Public Works – Capital 1,318,428 1,450,010 1,305,680 (144,330) (9.95%) Projects
Total 2,319,257 2,622,300 2,453,350 (168,950) (6.44%)
2011 Budget Document 251 Washington County, Maryland General Fund
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2011 Budget Document 252 Public Works Administration
Fund: General Fund Category: Public Works
Program Code: 11600 Contact: Joe Kroboth, III
Departmental Function:
To provide administration, coordination, support and leadership for public works services and ensure high-quality construction and maintenance of the County’s public works infrastructure in an economic and environmentally responsible manner. Monitor/manage private sector land development construction of public improvements to ensure adequate construction quality and completion in accordance with terms and conditions agreed upon in Adequate Public Facilities Ordinance and Public Works Agreements. Administer the capital improvement program budget and ensure project implementation in accordance with the BOCC approved program. Provide policy guidance to the operating departments within Public Works. Acquire and dispose of real property on behalf of the Board of County Commissioners.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Developed a policy regarding Maintenance of Revise and submit for BOCC approval the S-3 Roadways during Private Sector Hauling Policy, Construction of Subdivision Operations. Infrastructure for Acceptance and Ownership by Developed draft policy regarding Property Washington County. acquisition and disposal. Revise and submit for BOCC approval the S-4 Initiated a tracking system for private development Policy, Maintenance of Roadways and Drainage projects using the Accela Software System. Facilities during Construction of Private or Acquired properties for Washington County Free Public Developments. Library, future Eastern Blvd. Extended and various Revise the snow and ice removal policy to other Capital Projects. become NIMS compliant. Completed Long Range Transportation Plan in Review and update Division of Public Works conjunction with the MPO. Website. Completed nine of ten tower sites and switched Evaluate alternative surety programs for private user agencies to new Public Safety development. Communications Project. Obtained General Assembly approval for revised Title 7, Roads, within the Code of Public Law. Completed and submitted for BOCC adoption a new Stormwater Management, Grading, Sediment and Erosion Control Ordinance.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 343,045 346,580 349,100 2,520 .73% Grants/Intergovernmental Fees/Charges Total 343,045 346,580 349,100 2,520 .73%
2011 Budget Document - Programs and Services 253 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 313,774 323,320 327,440 4,120 1.27% Operating 28,100 23,260 21,660 (1,600) (6.88%) Capital Outlay 1,171 0 0 0 0.00% Total 343,045 346,580 349,100 2,520 .73%
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Director of Public Works 1 1 1 Real Property Administrator 1 1 1 Administrative Assistant 1 0 0 Documents Coordinator 0 1 1 GIS Analyst 1 1 1
Total 4 4 4
2011 Budget Document - Programs and Services 254 Public Works – Land Development
Fund: General Fund Category: Public Works
Program Code: 11610 Contact: Jennifer Smith
Departmental Function:
To aid in providing public safety, protecting the environment and preserving public infrastructure functionality by ensuring compliance of private land development activities with County ordinances, policies and directives of the Board of County Commissioners. To investigate citizen complaints for drainage, traffic safety/congestion and other engineering related matters leading to a recommended mitigation plan, if deemed necessary.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Finalized the Update of the Stormwater Finalize Public Works Construction Standard Management Ordinance consistent with the SWM Details for Stormwater Management. Act of 2007. Complete a draft of the Public Works Design Completed a draft of the Washington County Manual for Hydrology, Hydraulics and Grading, Erosion and Sediment Control Stormwater Management. Ordinance. Continue to create an automated tracking system using Permits Plus, GIS, and Microsoft Access to track plan review and permitting submittals, comments and approvals of land development activity. Finalize the Washington County long-range transportation plan for the local highway system. Finalize and submit a report and recommended policy for creation of a stormwater utility. Fill the vacant Construction Inspector position. Initiate an update of the Washington County Floodplain Ordinance. Assist the Division of Planning and Community Development in the development of a Water Resources Element for Washington County. Develop written description of inspection procedures for S-3 policy inspections. Update plan review fee structure.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 553,507 720,710 703,570 (17,140) (2.38%) Grants/Intergovernmental Fees/Charges 104,277 105,000 95,000 (10,000) (10.53%) Total 657,784 825,710 798,570 (27,140) (3.29%)
2011 Budget Document - Programs and Services 255 Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 621,144 717,110 742,540 25,430 3.55% Operating 29,623 63,420 56,030 (7,390) (11.65%) Capital Outlay 7,017 45,180 0 (45,180) (100.00%) Total 657,784 825,710 798,570 (27,140) (3.29%)
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Deputy Director Land Development Engineer 1 1 1 Plan Reviewer 2 2 2 Transportation Engineer 1 1 1 Stormwater Management/Utility Coordinator 1 1 1 Stormwater Management Technician 1 1 1 Engineering Inspector 3 3 3 Office Associate 0 1 1 Deputy Director 1 0 0 Interns 0 1 1
Total 9 10 10
2011 Budget Document - Programs and Services 256 Public Works – Capital Projects
Fund: General Fund Category: Public Works
Program Code: 11620 Contact: Robert Slocum
Departmental Function: To provide survey, engineering, and project management services for the planning, design, and construction of various infrastructure improvements in the Capital Improvement Plan. The central categories of service, as specified in the Plan, are General Government, Drainage, Road Improvement, Railroad Crossings, Bridges, Airport and Parks. The department is also responsible to provide technical assistance to other County Departments.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Secured ARRA funds from MTA to construct the Construct the Transit Transfer Center and Transit Transit Transfer Center and the Transit Garage Garage Improvements. Improvements. Complete construction of Halfway and Massey Secured ARRA funds from MDE to construct road Boulevard Intersection Improvements, Barnes and stream bank stabilization projects at Burnside Road Bridge, and Harpers Ferry Bridge. Bridge Road and Lehmans Mill Road. Seek additional State and Federal aid for Secured ARRA funds from SHA to construct 8 Washington County Capital Projects. Train miles of Pavement Maintenance Improvements on County personnel to maintain and update 12 different roads. department’s website. Secured ARRA funds from DOE under an Energy Conduct energy audit and energy conservation Efficiency Conservation Block Grant; began retrofit project with Energy Efficiency energy efficiency training. Conservation Block Grant. Paved and repaired seven miles of road with Pave and repair fourteen miles of road with asphalt. Chip sealed and repaired 32 miles of road asphalt and 33 miles of road with chip seal. in coordination with the Highway Department. Assemble County wide traffic counts, and then Assembled County wide survey control, and post to internet. County wide pavement management survey Complete design and right of way phases of photos, then posted to the County intranet at Southern Boulevard I, Eastern Boulevard http://intranet.washco-md.net/gis/mainpage.shtm. Widening Phase II, Robinwood Corridor II, and Achieved significant design progress on Southern Marsh Pike/Longmeadow Road Intersection Boulevard I, Eastern Boulevard Widening Phase improvement projects. II, Robinwood Corridor II, and Marsh Complete construction of Phase IA Emergency Pike/Longmeadow Road Intersection projects. Housing Units, Southern Highway Section Fuel Completed design, began construction of the Phase Center and Smithsburg School Complex Signal. IA Emergency Housing Units at the Sheriff’s Advertise and begin construction of Central Office. Completed construction of Emergency Library renovation and expansion project. Services Improvements at Elliot Parkway. Complete design then advertise and begin Completed construction of Central Booking construction of the new Senior Center. Facility. Completed design of the $24M Central Library renovation and expansion project. Implemented Inspect Tech software to document and manage Major Bridge Inspections.
2011 Budget Document - Programs and Services 257 Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,310,595 1,449,010 1,304,680 (144,300) (9.95%) Grants/Intergovernmental Fees/Charges 7,833 1,000 1,000 0 0.00% Total 1,318,428 1,450,010 1,305,680 (144,300) (9.95%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,247,955 1,359,070 1,248,340 (110,730) (8.15%) Operating 36,745 61,460 57,340 (4,120) (6.70%) Capital Outlay 33,727 29,480 0 (29,480) (100.00%) Total 1,318,428 1,450,010 1,305,680 (144,330) (9.95%)
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Deputy Director Capital Projects 1 1 1 Chief, Capital Projects 1 1 1 Structural Engineer 1 1 1 Civil Engineer 2 2 2 Chief of Surveys 1 1 1 Project Manager 4 4 4 Engineering Technician III 3 3 3 Survey Party Chief 1 1 1 Survey Technician 1 1 1 Administrative Assistant 1 1 1 Construction Inspector 2 2 2
Total 18 18 18
2011 Budget Document - Programs and Services 258 Washington County, Maryland General Fund
General Fund – Parks & Recreation Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Buildings, Grounds & Parks 1,611,217 1,858,550 1,741,470 (117,080) (6.30%)
Martin L Snook Pool 110,308 116,320 127,400 11,080 9.53%
Recreation 604,692 684,350 660,780 (23,570) (3.44%)
Total 2,326,217 2,659,220 2,529,650 (129,570) (4.87%)
2011 Budget Document 259 Washington County, Maryland General Fund
Intentionally left blank
2011 Budget Document 260 Buildings, Grounds & Parks
Fund: General Fund Category: Parks & Recreation
Program Code: 11900 Contact: Jim Sterling
Departmental Function:
This department is responsible for the operation and maintenance of 456 acres of land within Washington County’s 17 park sites.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Finished walking trail at MLS Park. Install walkway lights Doubs Woods Park. Installed rubber mulch surface at MLS Install bathrooms at Doubs Woods Park. playground. Repair Devils Backbone Dam. Installed new roof at Pen Mar Dance Pavilion. Implement pet friendly areas to several parks. Installed irrigation at the MLS Park football field.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 1,535,745 1,793,550 1,673,470 120,080 (6.69%) Grants/Intergovernmental Fees/Charges 75,472 65,000 68,000 3,000 4.62% Total 1,611,217 1,858,550 1,741,470 (117,080) (6.30%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,263,173 1,430,210 1,401,100 (29,110) (2.04%) Operating 320,504 368,340 340,370 (27,970) (7.59%) Capital Outlay 27,540 60,000 0 (60,000) (100.00%) Total 1,611,217 1,858,550 1,741,470 (117,080) (6.30%)
2011 Budget Document - Programs and Services 261 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Director of Building, Grounds & Parks 1 1 1 Field Operations Supervisor 1 1 1 Park/Playground Inspector 1 1 1 Senior Office Associate 2 2 2 Facilities Coordinator 1 1 1 Equipment Operator/Mechanic 2 2 2 Maintenance Trades worker 2 2 2 Maintenance Leadworker 2 2 2 Maintenance Worker 9 9 9 Assistant Field Operations Supervisor 1 1 1 Ballfield Attendant 1 1 1 Park Attendant 8 8 8 Total 31 31 31
2011 Budget Document - Programs and Services 262 Martin L. Snook Pool
Fund: General Fund Category: Parks & Recreation
Program Code: 12000 Contact: Jim Sterling
Departmental Function:
The function of Martin L. Snook Pool is to offer swimming opportunities at the lowest possible cost, in a safe environment to the citizens.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Finished the filter replacement system. Replace gutter drain. Upgraded electric service in pump room. White coat pool. Complied with new main drain regulations. Made improvements to concession stand.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 38,836 41,320 52,400 11,080 26.82% Grants/Intergovernmental Fees/Charges 71,472 75,000 75,000 0 0.00% Total 110,308 116,320 127,400 11,080 9.53%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 71,706 67,470 78,550 11,080 16.42% Operating 38,602 48,850 48,850 0 0% Capital Outlay Total 110,308 116,320 127,400 11,080 9.53%
2011 Budget Document - Programs and Services 263 Staffing Summary (FTE’S)
Positions 2009 2010 2011 Pool Manager .5 .5 .5 Head Lifeguard .5 .5 .5 Lifeguard 4.5 4.5 4.5 Cashier 2.5 2.5 2.5
Total 8 8 8
2011 Budget Document - Programs and Services 264 Recreation
Fund: General Fund Category: Parks & Recreation
Program Code: 12200 Contact: Jaime Dick
Departmental Function:
The Department of Recreation administrates and coordinates a wide range of recreational programming to meet the needs of citizens of all ages and abilities in the community. This includes pursuing recreational facilities for organized activities in numerous locations throughout the county. The department is responsible for promoting the central coordination of leisure time services and programs to avoid duplication of services by other agencies and a more efficient use of available resources. The formulation of an economic strategy of “shared” or “host” agreements with other agencies both public and private has expanded the service delivery system for recreational opportunities. The department also works with special events, marketing, and scheduling of the Ag Center and Board of Education facilities for public and private community organizations.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Met with Budget & Finance to establish credit card Develop Guidelines and Reference Manual for capabilities for the registration process. Recreation Operations. Met with County Attorney to develop a joint use Establish more partnerships with community agreement with Hagerstown Community College organizations to offer expanded programs. for the ARCC and outdoor facilities on campus. Continue efforts to establish credit card Developed two new special events in the County capabilities for the registration process. Park system for the Citizens of Washington Develop a new program (Tournament) at Black County. (Park at Dark and Touch a Truck). Rock Golf Course.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 343,196 384,350 385,780 1,430 0.37% Grants/Intergovernmental Fees/Charges 261,496 300,000 275,000 (25,000) (8.33%) Total 604,692 684,350 660,780 (23,570) (3.44%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 464,313 538,580 535,510 (3,070) (0.57%) Operating 127,407 131,770 125,270 (6,500) (4.93%) Capital Outlay 12,972 14,000 0 (14,000) (100.00%) Total 604,692 684,350 660,780 (23,570) (3.44%)
2011 Budget Document - Programs and Services 265
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Recreation Programs Director 1 1 1 Senior Office Associate 1 1 1 Recreation Program Coordinator 3 3 3 Recreation Program Worker 94.5 94.5 94.5
Total 99.5 99.5 99.5
2011 Budget Document - Programs and Services 266 Washington County, Maryland General Fund
General Fund – Economic Development Summary
2009 2010 2011 Category $ Change % Change Actual Budget Budget Economic Development 643,166 660,230 626,510 (33,720) (5.11%) Commission
Total 643,166 660,230 626,510 (33,720) (5.11%)
2011 Budget Document 267 Washington County, Maryland General Fund
Intentionally left blank
2011 Budget Document 268 Economic Development Commission
Fund: General Fund Category: Economic Development
Program Code: 12500 Contact: Tim Troxell
Departmental Function:
The Hagerstown-Washington County Economic Development Commission is a County agency that provides assistance to new and expanding businesses throughout Hagerstown and Washington County, Maryland. The Economic Development Commission interacts with a vast network of public, private, and non-profit organizations to address the business needs of the community, as well as attract new companies to the County.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Assisted in bringing $145.5 million in new capital Support the current and future needs of existing investment to Washington County. businesses. Assisted in the creation of 508 new jobs in the Continue to identify and prioritize economic county. development infrastructure needs and Provided additional opportunities for workforce opportunities. development by facilitating the location of the Continue to focus on workforce development Pittsburgh Institute of Aeronautics at the initiatives. Hagerstown Regional Airport and encouraging the Attract new businesses to Washington County development of Alternative Energy programs at emphasizing target industries. HCC. Implemented a website strategy to help drive increased traffic to the EDC website.
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 643,166 660,230 626,510 (33,720) (5.11%) Grants/Intergovernmental Fees/Charges Total 643,166 660,230 626,510 (33,720) (5.11%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 460,895 476,730 458,980 (17,750) (3.72%) Operating 179,871 181,800 167,530 (14,270) (7.85%) Capital Outlay 2,400 1,700 0 (1,700) (100.00%) Total 643,166 660,230 626,510 (33,720) (5.11%)
2011 Budget Document - Programs and Services 269
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Economic Development Director 1 1 1 Deputy Director Economic Development 1 1 1 Marketing Specialist 0 1 1 Fiscal/Research Specialist 1 1 1 Administrative Assistant 1 1 1 Business Development Specialist 1 0 0 Project Coordinator 1 1 1
Total 6 6 6
2011 Budget Document - Programs and Services 270
Highway Fund
■ Highway Fund Summary
■ Highway Fund Detail includes:
▪ Functions ▪ Accomplishments for Fiscal Year 2010 ▪ Goals for Fiscal Year 2011 ▪ Funding Sources and Program Expenditures ▪ Staffing Summaries or Services Provided
Annual Operating and Summary Capital Improvement Budgets
Washington County, Maryland Highway Fund
Highway Fund Summary
Highway Fund Revenue
2009 2010 2011 Fund $ Change % Change Actual Budget Budget Highway Fund 8,063,200 8,694,790 8,489,090 (205,700) (2.37%)
Total 8,063,200 8,694,790 8,489,090 (205,700) (2.37%)
Highway Fund Expenditures
2009 2010 2011 Fund $ Change % Change Actual Budget Budget Highway Fund 7,973,700 8,694,790 8,489,090 (205,700) (2.37%)
Total 7,973,700 8,694,790 8,489,090 (205,700) (2.37%)
2011 Budget Document 271 Washington County, Maryland Highway Fund
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2011 Budget Document 272 Highway
Highway Category: Special Revenue Fund: Program Code: 20 Contact: Edwin Plank
Departmental Function:
The Washington County Highway Department is responsible for the maintenance of the County’s Road system; this includes but is not limited to patching, resurfacing, stabilization of dirt roads, keeping ditch lines clear of debris, mowing along County right of ways, mowing storm water management ponds, snow and ice removal, line striping, signal maintenance and signing of County Roads both regulatory and directional. Our fleet department also provides maintenance service for County owned vehicles.
Fund Summary
Highway Fund Revenue Summary Highway Fund Expense Summary
Fleet General Other Maint enance 14% 7% 20%
General Fund Approp. Traffic 93% 6% Storm Roads Snow 0% 8% 52%
The major source of revenue for the Highway operation is from the General fund due to the State reduction of the Highway User Revenue
Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Planned a training day at each section to include Research numerous options that will allow our classroom and skills training on snow plowing, department to move forward with getting a new snow removal issues and emergencies. Continued facility in FY2016. training will give our employees the skills they Work with B/F to develop new departments need to make our roads safer during inclement within our budget for Storm Water Management weather. and a Vehicle Replacement Program. Continue maintenance programs to enhance safe travel for citizens of Washington County. Continue to work in conjunction with the Engineering Department to prep roads for chip seal and Overlay.
______2011 Budget Document - Programs and Services 273 Detail Summary
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 7,856,020 7,856,020 100.00% Operating and Capital Grants Fees/Charges 8,063,205 8,694,790 633,070 (8,061,720) (92.72%) Total 8,063,205 8,694,790 8,489,090 (205,700) (2.37%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 5,211,252 5,595,940 5,563,500 (32,440) (0.58%) Operating 2,487,512 2,885,450 2,712,460 (172,990) (6.00%) Capital Related Costs 274,940 213,400 213,130 (270) (0.13%) Total 7,973,704 8,694,790 8,489,090 (205,700) (2.37%)
Staffing Summary (FTE’S) Positions 2009 2010 2011 Highway Director 1 1 1 Office Manager 1 1 1 Senior Office Associate 1 1 1 Section Supervisor 5 5 5 Assistant Section Supervisor 4 4 4 Road Crew Leader 1 1 0 Lead Construction Specialist 1 1 1 Equipment Operator III 13 13 13 Crew Coordinator/Equip Operator II 1 1 1 Equipment Operator II 22 22 22 Equipment Operator I 25 25 24 Traffic Control/Safety Supervisor 1 1 1 Sign Mechanic 2 2 2 Fleet Manager 1 1 1 Assistant Fleet Manager 1 1 1 Automotive Service Technician 5 5 5 Fleet Services Coordinator 1 1 1 Welder 1 1 1 Maintenance Service Assistant 1 1 1 Guards 6 6 6 Automotive Body Mechanic 1 1 1 PT Office Associate .5 .5 .5 Total 95.5 95.5 94.5
______2011 Budget Document - Programs and Services 274
Other Governmental Funds
■ Foreign Trade Zone Fund
■ Agricultural Education Center Fund
■ Community Partnership Fund
■ Inmate Welfare Fund
■ Gaming Fund
■ Hotel Rental Tax Fund
■ Land Preservation Fund
■ Contraband Fund
■ Fund Details include:
▪ Functions ▪ Accomplishments for Fiscal Year 2010 ▪ Goals for Fiscal Year 2011 ▪ Funding Sources and Program Expenditures ▪ Staffing Summaries or Services Provided
Annual Operating and Summary Capital Improvement Budgets
Washington County, Maryland Other Governmental Funds
Other Governmental Funds Summary
Other Governmental Funds Revenue
2009 2010 2011 Fund $ Change % Change Actual Budget Budget Foreign Trade Zone 0 7,000 0 (7,000) (100.00%) Agricultural Education 138,588 190,760 187,430 (3,330) (1.75%) Center Community Partnership 279,553 295,760 295,760 0 0.00%
Inmate Welfare 511,775 500,000 744,310 244,310 48.86%
Gaming 2,396,839 2,375,160 2,150,980 (224,180) (9.44%)
Hotel Rental Tax 1,530,496 1,500,000 1,500,000 0 0.00%
Land Preservation 432,487 556,000 640,330 84,330 15.17%
Contraband 65,059 40,000 40,000 0 0.00%
Total 5,354,797 5,464,680 5,558,810 94,130 1.69%
Other Governmental Funds Expenditures
2009 2010 2011 Fund $ Change % Change Actual Budget Budget Foreign Trade Zone 7,000 7,000 0 (7,000) (100.00%) Agricultural Education 138,588 190,760 187,430 (3,330) (1.75%) Center Community Partnership 279,553 295,760 295,760 0 0.00%
Inmate Welfare 530,014 500,000 744,310 244,310 48.86%
Gaming 2,396,839 2,375,160 2,150,980 (224,180) (9.44%)
Hotel Rental Tax 1,463,538 1,500,000 1,500,000 0 0.00%
Land Preservation 703,010 556,000 640,330 84,330 15.17%
Contraband 11,557 40,000 40,000 0 0.00%
Total 5,530,099 5,464,680 5,558,810 94,130 1.69%
2011 Budget Document 275 Washington County, Maryland Other Governmental Funds
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2011 Budget Document 276 Foreign Trade Zone
Fund: Foreign Trade Zone Category: Governmental Fund
Program Code: 22 Contact: Greg Larsen
Departmental Function:
The Federal Government created the U. S. Foreign-Trade Zone (FTZ) Program in the 1930’s to facilitate trade and to increase the global competitiveness of U.S. based companies. FTZs offer numerous economic benefits such as the ability to reduce, defer, or eliminate Custom’s duties on merchandise that enters these uniquely regarded areas, while providing importation efficiencies. FTZ 255 (Washington County) was designated by the U. S. Department of Commerce in July of 2002 by way of a “Grant of Authority” provided to the Board of County Commissioners. The Board established the FTZ Commission for Washington County, Maryland in January of 2002 to oversee the day-to-day operation and management of the Zone 255.
Detail Summary
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support Grants/Intergovernmental Fees/Charges 0 7,000 0 (7,000) (100.00%) Total 0 7,000 0 (7,000) (100.00%)
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 7,000 7,000 0 (7,000) (100.00%) Capital Outlay Total 7,000 7,000 0 (7,000) (100.00%)
2011 Budget Document - Program and Services 277
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2011 Budget Document - Program and Services 278
Agricultural Education Center
Fund: Agricultural Education Center Category: Governmental Fund
Program Code: 23 Contact: Jim Sterling
Departmental Function:
The Agricultural Education Center function is to promote agricultural and youth interest in Washington County and to educate the public about Washington County’s agricultural heritage. The site includes a multi-purpose building, three pole barns, horse show arena, tractor pull track, milking parlor, kennel club building, two pavilions, playground equipment, Washington County Extension Service’s offices and the Rural Heritage Museum. The Buildings, Grounds, and Parks Department maintain the facility.
Fund Summary
Agricultural Ed Center Revenue Summary Agricultural Ed Center Expense Summary
Rental Area General Fund Administration 24% Rental Fees 54% 30% 14%
Extension Office Museum Other Fees 12% 32% 34%
The General Fund appropriation accounts for 54% or $100,000 of the Agricultural Education Fund’s revenues. This amount is based on the projected shortfall of revenues generated by the operations over the operating expenses. The remainder of the revenue is generated from rental of the facilities.
Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Completed bread oven. Upgrade storm water plan and pond. Landscaped around 3 new buildings. Excavate for 2 new buildings in the Rural Completed reforestation area. Heritage Village. Removed trees from future site of Transportation Incorporate Rain Gardens in Rural Heritage Museum. Village. Secured $75,000 matching state grant for the Perform Site Grading for Transportation Transportation Museum. Museum.
2011 Budget Document - Programs and Services 279
Detail Summary
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 115,109 100,000 100,000 0 0.00% Grants/Intergovernmental Fees/Charges 23,479 90,760 87,430 (3,330) (3.67%) Total 138,588 190,760 187,430 (3,330) (1.75%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 33,113 42,130 42,150 20 0.05% Operating 105,475 148,630 145,280 (3,350) (2.25%) Capital Outlay Total 138,588 190,760 187,430 (3,330) (1.75%)
Staffing Summary (FTE’s) Positions 2009 2010 2011 Senior Office Associate 1 1 1
Total 1 1 1
2011 Budget Document - Programs and Services 280
Community Partnership
Fund: Community Partnership Category: Governmental Fund
Program Code: 24 Contact: Stephanie Stone
Departmental Function:
The mission of the Washington County Community Partnership (WCCP) for Children and Families is to work together to improve the lives of children and families in Washington County. The vision is that all Washington County children will be raised in a safe, healthy and nurturing environment to become healthy and responsible adults.
Fund Summary Community Partnership ExpenseSummary Commuity Parntership Revenue Summary Teen Operating Pregnancy 8% Prevention 40%
Wages & Benefits General Fund 52% 100%
Only the administrative costs of the Community Partnership Fund and the Teen Pregnancy Program funded by an appropriation from the General Fund are reflected in this budget. The State and Federal funding and those programs supported by those grants are not presented in this budget.
Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Provided technical assistance and program To provide technical assistance, contracting and monitoring at the level required by the Governor’s program monitoring per requirements of Office for Children (GOC), and other funding Governor’s Office for Children (GOC) as sources. specified in the GOC Policies and Procedures Continued to encourage community partnerships Manual. as part of the Local Management Board, To encourage community partnerships as part of cooperative Partners, and community stakeholders the Local Management Board (LMB), through regular Board and committee meetings collaborative partners, and community and collaborations addressing needs and issues of stakeholders through regular LMB board and the community as identified by the Community committee meetings addressing needs and issues Needs Assessment in conjunction with other of the community as identified by the current community initiatives. LMB’s Community Needs Assessment. Continued to seek to diversity funding sources by Provide funding of programs through the 2010 securing additional grants for programs identified Community Partnership Agreement with the through the comprehensive needs assessment. Governor’s Office for Children. (GOC) for Secured $167,200 in additional funds through Children’s Cabinet Interagency Funding. grant seeking. 2011 Budget Document - Programs and Services 281 Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued to provide funding to the community Participate in the Strategic Community Impact for clinical services and educational services to Planning (SCIP) which will provide information reduce teen births. The latest Teen Birth Rates to be used in making decisions about the areas (2008) showed a 20% decrease. that need to be addressed in the community. Provided funding of programs through the 2010 This plan will serve as the LMB Needs Community Partnership Agreement with the Assessment Plan to be used for future planning. Governor’s Office for Children. (GOC) Continue to provide, monitor and contract for Worked to maximize the availability of services to funding to the community for clinical and youth children, youth and families through the full development/educational services to reduce execution of the plans for the System of Care in county teen birth rates. Washington County. The regional Care Maximize the availability of services to Management Entity (CME) in FY 2010 began in children, youth and families through December 2009. This was completed through the collaborations with the Regional Care work of staff, a sub-committee of the LMB Board Management Entity (CME). and involvement at the state level.
Detail Summary
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 279,553 295,760 295,760 0 0.00% Grants/Intergovernmental Fees/Charges Total 279,553 295,760 295,760 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 149,392 149,310 152,810 3,500 2.34% Operating 18,346 27,150 23,650 (3,500) (12.9%) Appropriations 111,815 119,300 119,300 0 0.00% Total 279,553 295,760 295,760 0 0.00%
2011 Budget Document - Programs and Services 282 Staffing Summary (FTE’S) Positions 2009 2010 2011 Director, Children and Youth Services 1 1 1 Senior Office Associate 1 1 1 Fiscal Specialist – LMB 1 0 0 Family Services Coordinator 1 1 0 Project Coordinator 3 3 3 Senior Project Coordinator 1 1 1 Total 8 7 6
2011 Budget Document - Programs and Services 283
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2011 Budget Document - Programs and Services 284 Inmate Welfare
Fund: Inmate Welfare Category: Governmental Fund
Program Code: 25 Contact: Bradley White
Departmental Function:
The Washington County Inmate Welfare Fund was created by Article – Correctional Services Chapter 27 and 2 11-902. Each local correctional facility may establish an inmate welfare fund that is beneficial to the housed inmates. This fund may be used only for goods and services that benefit the general inmate population as defined by regulations that the managing official of the local correctional facility adopts. 11-903 Each fund is a special continuing, non-lapsing fund. (2) (I) Each fund consists of I 1-profits derived from the sale of good through the commissary operation, telephone and vending machine commissions. See Chapter 27 11-902-11-904 for more details.
Fund Summary
Inmate Welfare Fund Revenue Summary Inmate Welfare Fund Expense Summary Cost of Sales Capital Commissary 32% Fund Balance Outlay Reserve 49% 36% 31%
Supplies Wages Telephone 29% 3% 20%
Commissary sales account for 49% or $365,000 of the Inmate Welfare fund revenues. This revenue is generated from the sale of products to the general inmate population and is budgeted based on history. The remainder of the revenue is commission from the pay phones used.
Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Establish inmate video visitation in new housing Completed the process of computerization of the unit and start process in other units. inmate law library. Increase the usage of the inmate tracking Updated the inmate phone system. system. Started to research a video inmate visitation Computerize inmate visitation scheduling. system. Increase the number of books in the inmate Continued work on an inmate tracking system. library.
2011Budget Document - Programs and Services 285
Detail Summary
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support Grants/Intergovernmental 229,310 229,310 100.00% Fees/Charges 511,775 500,000 515,000 15,000 3.00% Total 511,775 500,000 744,310 244,310 48.86%
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 23,393 34,170 25,550 (8,620) (25.23%) Operating 465,206 465,830 458,760 (7,070) (1.52%) Capital Outlay 41,415 0 260,000 260,000 100.00% Total 530,014 500,000 744,310 244,310 48.86%
Staffing Summary (FTE’s) Positions 2009 2010 2011 Inmate Teacher .5 .5 .5
Total .5 .5 .5
2011Budget Document - Programs and Services 286 Gaming Fund
Fund: Gaming Fund Category: Special Revenue
Program Code: 26 Contact: Jim Hovis
Departmental Function:
The Gaming Office interprets, implements, and enforces State law, County Rules and Regulations as well as all policies governing tip jar and Bingo gaming activity within Washington County. The Office has sole authority to approve or deny license requests, monitor compliance of non-profit clubs and for-profit taverns and restaurants with all gaming laws and regulations. Responsibilities include the accurate collection and management of monies deposited to the Gaming Fund for distributions allocated by an appointed seven-member panel to fire and rescue companies and local charities. The Gaming Office also issues licenses and regulates coin operated amusements devices through out the county.
Fund Summary
Gaming Revenue Summary Gaming Expense Summary
Wages Operating 6% 1% Licenses 4% Fees 96%
Distributions 93%
The Gaming Fund generates 100% of its revenue from fees charged to operate gaming activities. The revenue budget is based on the prior year actual revenues.
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Prevented State control of Washington Co. Recruit new tip jar operators (revenue sources). gaming. Maintain or increase gaming fund revenues Fully implemented the tip jar operator through promotion of the program. reconciliation process developed in FY 2009. Promote responsible gaming through education. Promoted responsible gaming through education. Prevent State control of charitable gaming. Implemented an online application process to Improve upon the online licensing procedures. improve customer service. Recruited new tip jar operators/revenue sources.
2011 Budget Document - Programs and Services 287 Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % Gaming Fee Reserve (572) 17,160 0 (17,160) (100.00%) Grants/Intergovernmental Fees/Charges 2,397,411 2,358,000 2,150,980 (207,020) (8.78%) Total 2,396,839 2,375,160 2,150,980 (224,180) (9.44%)
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 147,273 154,250 160,050 5,800 3.76% Operating 13,818 20,910 20,080 (830) (3.97%) Capital Outlay 237 Gaming Distributions 2,235,511 2,200,000 1,970,850 (229,150) (10.42%) Total 2,396,839 2,375,160 2,150,980 (224,180) (9.44%)
Staffing Summary (FTE’S)
Positions 2009 2010 2011 Gaming Commission Director 1 1 1 Senior Office Associate 2 2 2 Part Time Gaming Inspector .5 .5 .5
Total 3.5 3.5 3.5
2011 Budget Document - Programs and Services 288 Hotel Rental Tax Fund
Fund: Hotel Rental Tax Category: Governmental Fund
Program Code: 27 Contact: Debra Murray
Departmental Function: The Hotel Rental Tax fund is used to account for revenue generated by a 6% local Hotel Rental Tax approved under Md. Code Article 24, Title 9, and Subtitle3 by local resolution. The expenditure of the Hotel Rental Tax revenue is restricted by State statue. The Convention and Visitors Bureau receive 50% to promote tourism. Municipalities receive a portion of the tax revenue based on population with each one receiving a minimum of $15,000; the remaining amount is distributed as approved by the County Commissioners to promote tourism, to encourage economic development, or to promote cultural and/or recreational activities in Washington County.
Fund Summary
Hotel Rental Tax Revenue Hotel Rental Tax Expenditures
Municipal 18%
Other Fees CVB 32% 100% 50%
The Hotel/Motel Tax Fund generates 100% of its revenue from the tax charged to hotels and motels based on occupancy. The estimated revenue is based on history. Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Established guidelines for use of the County There are no specific goals for FY2011. Commissioners’ portion and created a standard application form that is required to be submitted for each request for funding. Designed procedures for monitoring the municipalities’ use of the funds.
2011 Budget Document - Program and Services 289
Detail Summary
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support Grants/Intergovernmental Fees/Charges 1,530,496 1,500,000 1,500,000 0 0.00% Total 1,530,496 1,500,000 1,500,000 0 0.00%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 1,463,538 1,500,000 1,500,000 0 0.00% Capital Outlay Total 1,463,538 1,500,000 1,500,000 0 0.00%
2011 Budget Document - Program and Services 290
Land Preservation Fund
Fund: Land Preservation Fund Category: Governmental Fund
Program Code: 28 Contact: Eric Seifarth
Departmental Function: This fund is used to account for programs related to agricultural preservation. At least $400,000 of the revenues from the County transfer tax is used to purchase permanent easements through an installment purchase program. Also, a portion of the Agricultural transfer tax that is collected by the County is remitted to the State for the purchase of easements and transferable development rights. These programs enhance the viability of agriculture in the County.
Fund Summary
Land Preservation Fund Revenue Land Preservation Fund Expenditures
Development County Transfer Tax Rights 62% 95%
Ag Transfer Expenses Ta x Reserves 5% 5% 33%
Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Installment payments continued to protect 1,123 Continue to fund annually payments on 1,123 acres of agricultural of land. acres under the Installment Payment Program. With budget shortfalls, seek donated easements from landowners.
2011 Budget Document - Program and Services 291
Detail Summary
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support Grants/Intergovernmental Fees/Charges 432,487 556,000 640,330 84,330 15.17% Total 432,487 556,000 640,330 84,330 15.17%
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 23,779 30,000 28,950 (1,050) (0.35%) Operating 679,231 526,000 611,380 85,380 16.23% Capital Outlay Total 703,010 556,000 640,330 84,330 15.17%
2011 Budget Document - Program and Services 292
Contraband
Fund: Contraband Category: Governmental Fund
Program Code: 51 Contact: Sheriff Douglas Mullendore
Departmental Function:
Seized proceeds from controlled dangerous substance related activities. These funds are utilized to enhance operations of the Washington County Sheriff’s Office, Washington County State’s Attorney’s Office and the Hagerstown Police Department.
Fund Summary
Contraband Fund Revenue Summary Contraband Fund Expense Summary
Fund Balance Capital Reserve Out lay 100% 100%
Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
N/A Complete improvements at the City/County Firearms Range. Interface X-mobile servers (City and County).
2011Budget Document - Programs and Services 293 Detail Summary
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % Contraband Reserve 65,059 40,000 40,000 0 0.00% Grants/Intergovernmental Fees/Charges Total 65,059 40,000 40,000 0 0.00%
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits Operating 2,003 Capital Outlay 9,554 40,000 40,000 0 0.00% Total 11,557 40,000 40,000 0 0.00%
2011Budget Document - Programs and Services 294
Enterprise Funds
■ Enterprise Fund Summary
■ Solid Waste Fund
■ Water Quality Fund
■ Transit Fund
■ Airport Fund
■ Golf Course Fund
■ Fund Details include:
▪ Functions ▪ Accomplishments for Fiscal Year 2010 ▪ Goals for Fiscal Year 2011 ▪ Funding Sources and Program Expenditures ▪ Staffing Summaries or Services Provided
Annual Operating and Summary Capital Improvement Budgets
Washington County, Maryland Enterprise Funds
Enterprise Funds Summary
Enterprise Funds Revenue
2009 2010 2011 Fund $ Change % Change Actual Budget Budget Solid Waste 7,883,482 8,157,410 7,303,380 (854,030) (10.47%)
Water Quality 14,288,804 17,190,700 16,183,580 (1,007,120) (5.86%)
Transit 2,133,660 2,420,400 2,182,700 (237,700) (9.82%)
Airport 3,164,805 2,864,430 3,002,610 138,180 4.82%
Golf Course 1,097,697 1,246,490 1,204,760 (41,730) (93.35%)
Total 28,568,448 31,879,430 29,877,030 (2,002,400) (6.28%)
Enterprise Funds Expenditures
2009 2010 2011 Fund $ Change % Change Actual Budget Budget Solid Waste 8,356,071 8,157,410 7,303,380 (854,030) (10.47%)
Water Quality 13,507,547 17,190,700 16,183,580 (1,007,120) (5.86%)
Transit 2,270,380 2,420,400 2,182,700 (237,700) (9.82%)
Airport 2,906,673 2,864,430 3,002,610 138,180 4.82%
Golf Course 1,163,872 1,246,490 1,204,760 (41,730) (3.35%)
Total 28,204,543 31,879,430 29,877,030 (2,002,400) (6.28%)
2011 Budget Document 295 Washington County, Maryland Enterprise Funds
Intentionally left blank
2011 Budget Document 296 Solid Waste
Fund: Solid Waste Category: Enterprise Fund Program Code: 21 Contact: Clifford Engle
Departmental Function:
To protect the environment and public health by providing safe, reliable, efficient and cost effective solid waste disposal and recycling services for our customers.
Fund Summary
Solid Waste Fund Revenue Summary Solid Waste Fund Expense Summary
Tip Fee Landfilling 78% 54% Composting Other 2% 2%
General Fund Closed Sites Permits Permit 8% 8% 12% Program 26% Recycling 10%
The Solid Waste operation generates 78% of total revenue or $5,754,970 from tip fees and 12% or $866,880 from permit fees. The General Fund appropriation covers costs associated with closed landfill sites that no longer accept waste or generate a revenue stream. These sites never collected fees due to pre-regulatory operation or the sites only collected fees for a portion of their useful capacity once new regulatory guidelines were enacted. The General Fund appropriation is required due to closure and post-closure costs on these sites in which insufficient revenues and or reserves exist to support the future costs of these sites. The current landfilling and composting programs and activities are self-supporting from fees. The program/activity costs on these are determined based on a full cost accounting analysis. The analysis determines the total cost of service for each activity or program from which rates can then be set.
Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Continued the development of a comprehensive Continue the development of a comprehensive approach toward recycling and reduction of solid approach toward recycling and reduction of waste to ensure efficient waste removal and extend solid waste to ensure efficient waste removal the lifetime of the solid waste site. and extend the lifetime of the solid waste site. Reviewed feasibility of county-wide curbside Continue review of recycling program options recycling program, and presented options. including curbside program. Determine ability Initiated Cell 6/7 construction plan development; to franchise waste and/or recycling collection. Initiated Global E&S Plan revisions. Initiate methane recovery projects at 40-West Evaluated possibilities for methane extraction and and Resh Road landfills with Curtis Engine. use at Resh Road Landfill. Initiate construction of Cell 6/7 and scale house Signed contract for 40-West Landfill Methane Use relocation at 40-West Landfill, controlling costs Project with Curtis Engine. where applicable. Perform feasibility and cost/benefits analysis of unmanned transfer station access systems.
______2011 Budget Document - Programs and Services 297 Detail Summary
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 683,390 683,390 548,390 (135,000) (19.75%) Grants Fees and Charges 7,200,092 7,474,020 6,754,990 (719,030) (9.62%) Total 7,883,482 8,157,410 7,303,380 (854,030) (10.47%)
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,779,153 1,875,610 1,849,670 (25,940) (1.38%) Operating 3,272,509 4,146,030 3,430,880 (715,150) (17.25%) Capital Related Costs 3,304,409 2,135,770 2,022,830 (112,940) (5.29%) Total 8,356,071 8,157,410 7,303,380 (854,030) (10.47%)
Staffing Summary (FTE’S) Positions 2009 2010 2011 Solid Waste Director 1 1 1 Assistant Solid Waste Director 1 1 1 Operations Supervisor 1 1 1 Weigh Clerk 6 6 6 Administrative Assistant 1 1 1 Senior Office Associate 1 1 1 Operations/Safety Inspector 1 1 1 Auto Service Specialist 2 2 2 Equipment Operator III 1 1 1 Equipment Operator 7 7 7 Landfill Attendant 4 4 4 Recycling Program Coordinator 1 1 1 Guard 1 1 1
Total 28 28 28
______2011 Budget Document - Programs and Services 298 Water Quality
Fund: Water Quality Category: Enterprise Fund
Program Code: 40 – 43 Contact: Julie Pippel
Departmental Function:
The Water Quality Department performs various functions:
Utility Administration provides supportive services to the Water and Sewer Operations of the Water Quality Department. Services provided include administration, laboratory testing, and maintenance for vehicles and utility facilities. It also renders “contract services” for operating and maintaining other municipal treatment plants.
Water and Sewer Operations provide safe, reliable, and cost effective water and sewer services to the customers of the Water Quality Department with respect to construction, operations, maintenance, and management of systems in compliance with local, state, and federal regulations. These services provide support to the County’s goal of protecting the environment and public health.
Pretreatment Operations was privatized in 2006 through a long-term lease to a private corporation. As a result, the Pretreatment operational functions are no longer the responsibility of the Water Quality Department. Privatization was accomplished through a long-term process and was supported by the Washington County Board of County Commissioners. This privatization has allowed Washington County to maintain compliance with EPA regulations at a substantial savings.
Fund Summary
Water Quality Revenue Summary Water Quality Expense Summary
Allocation Water O&M Other Fees Pretreatment 10% 26% 3% 4%
Util Admin Pretreatment 23% Utility Fees Sewer O&M 2% General Fund 50% 63% 19%
The Water Quality Fund bills utility customers quarterly and $8,044,600 has been budgeted for FY11 or 50% of its annual budget. Utility rates are set each year and are determined using a cost based financial model. The General Fund provides a subsidy to the Water Quality Fund each year of $3,120,000, which is 19% of FY11 budget. The subsidy is used to help cover the costs of the economic development portion of the facilities and to maintain rates at a reasonable level. The Pretreatment Plant revenue from the lease agreement, along with funds from the County, will cover debt service at a substantial savings to the County due to privatization of the facility. The revenue projections are calculated using history of customer base and any known factors of growth. Allocation fees are budgeted at $430,300 –3% of budget. The Allocation fees are projected based on average growth factors in addition to any new service areas.
2011 Budget Document – Programs and Services 299
Departmental/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Tied County Capacity Management Plan into Planning Complete Design of Conococheague WwTP ENR Department goals for 2009 to facilitate new Upgrade Project. Comprehensive Plan and HB-1141. Begin Design of the Smithsburg WwTP ENR Upgrade. Continued Implementation of the GPS/GIS Mapping Begin Design of Winebrenner WwTP. System Expand the Local Implementation Team and Continue Prepare water/sewer component of comprehensive plan Development of a Washington County Basin Level in conjunction with the Planning Department to meet Tributary Strategy Plan. HB-1141. Replace the transit water line and put the new well in Completed additional I&I Rehabilitation work in the service for the Mt. Aetna water System. Halfway System. Completed the BioMag Pilot Project at the Winebrenner WwTP. Worked with Planning to complete the revision to the Water and Sewer Plan.
Detail Summary
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 3,313,783 3,120,000 3,120,000 0 0.00% Grants 1,089,725 Fees and Charges 9,885,296 14,070,700 13,063,580 (1,007,120) (7.16%) Total 14,288,804 17,190,700 16,183,580 (1,007,120) (5.86%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 4,844,812 5,240,270 5,339,280 99,010 1.89% Operating 2,792,808 6,317,990 6,387,580 69,590 1.10% Capital Related Costs 5,869,927 5,632,440 4,456,720 (1,175,720) (20.87%) Total 13,507,547 17,190,700 16,183,580 (1,007,120) (5.86%)
2011 Budget Document – Programs and Services 300 Staffing Summary (FTE’S) Positions 2009 2010 2011 Director of Environmental Management 1 1 1 Deputy Director of Engineering Services* 1 1 1 Deputy Director of Water Quality 1 1 1 Operations Superintendent 1 1 1 Collection/Distribution Superintendent 1 1 1 Assistant Collection/Distribution Superintendent 1 1 1 Assistant Operation Superintendent 1 1 1 Maintenance Superintendent 1 1 1 Assistant Maintenance Superintendent 1 1 1 Industrial Pretreatment Manager 1 1 1 Environmental Engineer* 1 1 1 Engineering Technician III* 1 1 1 Administrative Assistant** 1 1 1 Senior Office Associate* 2 2 2 Office Associate 2 2 2 Chief of Lab Testing** 1 1 1 Chemist** 1 1 1 Lab Technician III** 2 2 2 Lab Technician II** 1 1 1 Systems Construction Crew Leader 1 1 1 Senior Electrician 1 1 1 Electrician 2 2 2 Project Manager* 1 1 1 Senior Skilled Tradesperson 1 1 1 Skilled Tradesperson 2 2 2 Systems Mechanic III 1 1 1 Systems Mechanic II 1 1 1 Systems Mechanic I 1 1 1 Utilities Construction Inspector* 2 2 2 Automotive Services Technician 1 1 1 Inventory Clerk/Equipment Operator 1 1 1 Equipment Operator III 3 3 3 Utility Worker II 3 3 3 Utility Worker I 1 1 1 Senior Chief Plant Operator 1 1 1 Chief Plant Operator 5 5 5 Senior Plant Operator 7 9 10 Plant Operator 4 4 3 Plant Operator Trainee 5 3 3 Senior Collection/Distribution Operator 9 9 9 Collection/Distribution Operator Trainee 1 1 1 Electronics Technician 1 1 1 Infrastructure Planner/Coordinator 1 1 1 Guard 1 1 1 Total 79 79 79
*New Department of Engineering Services **Assigned to Director of Environmental Management
2011 Budget Document – Programs and Services 301
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2011 Budget Document – Programs and Services 302 Transit
Fund: Transit Category: Enterprise Fund Program Code: 44 Contact: Kevin Cerrone
Departmental Function:
The Public Transit Department provides safe, affordable, dependable and accessible public transportation that enhances the mobility of our customers. Established in 1972, service is provided to Valley Mall, Long Meadow, Williamsport, Maugansville, Robinwood, Smithsburg, Funkstown, and throughout the City of Hagerstown. Along with Fixed-route mass transit service the Public Transit Department also offers ADA Paratransit, SSTAP Taxi Voucher, and employment based services known as Job Opportunity Bus Shuttle (JOBS).
Fund Summary
Transit Fund Expense Summary Transit Fund Revenue Summary
Fare Box Social Services O ther 12% General Fund 9% 3% Para Transit 20% 10%
Ride Assistance Program 10% Revenue Fixed Route 27% Grants 71% 38%
The Transit Fund’s main support is from Federal, State, and Local grants, which account for 58% or $1,222,740. Program revenue is supported with a combination of Federal and State funds along with Client Fees. Fare Box revenue represents 12% or $285,000. The Transit Fund by nature is heavily supported by grants and will continue to be supported with this revenue stream.
Department/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Move forward with the Transfer Point design and Open the Transit Transfer Center for daily construction. Funding has been secured through operation enhancing the amenities for our ARRA and CDBG grants. customers and drivers (October 2010). Update 5 year transit plan which will address all Review recommendations presented in 5-year aspects of transit needs throughout the county. transit plan and begin implementation where Place in-service new low-floor transit buses which funding permits. will require driver and rider knowledge based user Develop a master plan for installation of training (12 units in all replacing older transit passenger shelters along fixed routes throughout coaches). the transit service area.
______2011 Budget Document - Programs and Services 303 Detail Summary
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 480,510 483,010 483,010 0 0.00% Grants 1,272,648 1,536,140 1,298,440 (237,700) (15.5%) Fees and Charges 380,502 401,250 401,250 0 0.00% Total 2,133,660 2,420,400 2,182,700 (237,700) (9.8%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 1,542,226 1,613,470 1,589,990 (23,480) (1.5%) Operating 728,154 806,930 592,710 (214,220) (26.5%) Capital Related Costs 0 0 0 0 0.00% Total 2,270,380 2,420,400 2,182,700 (237,700) (9.8%)
Staffing Summary (FTE’S) Positions 2009 2010 2011 Transit Director 1 1 1 Deputy Transit Director 1 1 1 Administrative Assistant 1 1 1 Office Associate 3.5 3.5 3.5 Bus Operator 19 19 19 Transit Fleet Manager 1 1 1 Mechanic 2.5 2.5 2.5 Custodian 1 1 1 Driver Supervisor 1 1 1 Bus Attendant 3 3 3 Van/Shuttle Driver 1 1 1 Paratransit Driver 2.5 2.5 2.5
Total 37.5 37.5 37.5
______2011 Budget Document - Programs and Services 304 Airport
Fund: Airport Category: Enterprise Fund Program Code: 45 Contact: Carolyn Motz
Departmental Function:
Hagerstown Regional Airport contributes to the economic base of Washington County by providing and supporting the air transportation needs of the Quad-State area in accordance with Federal Aviation Administration regulations, and State and County laws.
Fund Summary
Airport Revenue Summary Airport Expense Summary General ARFF General ARFF Rental Operations 3% Fund 3% 6% 2% 32% Airfield Fuel Farm 19% Grants 6% 38% T Hangar 13%
T-Hangars Other Fuel Farm 15% Terminal Airfield Rental Business 3% Terminal 9% 10% Park 22% 4% Property 6% 9%
T Hanger revenue accounts for 15% or $441,590 of Airport revenue. This revenue is generated from individual and corporate accounts and supports many of the operational costs of the Airport. Terminal revenue consists of concession fees and rental income from rental car firms and airline companies and accounts for 4% or $121,960.
Departmental Summary
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Worked with developers to welcome two new Update the Primary Guiding Documents. corporate hangars. Redevelop the Airport Fuel Farm Policy. Began construction of an Aircraft Rescue and Continued to research and analyze aviation Firefighting Facility. hybrid fuel sources and systems. Updated the Perimeter Monitoring System. Acquire snow removal equipment. Helped develop an Aircraft Maintenance Rewrite the Airport Emergency Plan. Technician Program. Conduct a Full Scale Mock Disaster Drill. Continued to identify adequate infrastructure requirements to support the airfield’s future growth. Acquired firefighter gear.
2011 Budget Document - Programs and Services 305
Detail Summary
Funding Sources
2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 99,990 99,990 99,990 0.00 0.00% Grants 1,153,158 1,138,730 1,145,350 6,620 .58% Fees and Charges 1,911,657 1,625,710 1,757,270 131,560 8.09% Total 3,164,805 2,864,430 3,002,610 138,180 4.82%
Program Expenditures
2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 820,832 840,060 888,570 48,510 5.77% Operating 543,911 455,580 567,050 111,470 24.47% Capital Related Costs 1,541,930 1,568,790 1,546,990 (21,800) (1.39%) Total 2,906,673 2,864,430 3,002,610 138,180 4.82%
Staffing Summary (FTE’S) Positions 2009 2010 2011 Airport Director 1 1 1 Operations Manager 1 1 1 Fire Chief 1 1 1 Administrative Assistant 1 1 1 Maintenance Supervisor 1 1 1 Maintenance Worker 1 1 1 Equipment Operator/Electrician 1 1 1 Equipment Operator/Firefighter 2 2 2 PT Maintenance Worker/Firefighter 4 4 4 PT Maintenance Worker/Groundskeeper .5 .5 .5 Maintenance Worker/Firefighter 1 1 1 Business Development Specialist 1 1 1 PT Office Associate .5 .5 .5 PT Weigh Clerk .5 .5 .5 Total 16.5 16.5 16.5
2011 Budget Document - Programs and Services 306 Golf Course
Fund: Golf Course Category: Enterprise Fund Program Code: 46 Contact: Darrell Whittington
Departmental Function
Black Rock Golf Course provides 18 holes of quality golf for the residents of Washington County and surrounding areas. There are three departments within the Black Rock organization being overseen by a Board of Directors consisting of seven members. Policies and procedures are set by this committee and implemented by the Director of Golf and Course Superintendent.
Fund Summary
Golf Course Revenue Summary Gol f Course Expe nse Summary
General 5% C lub House Restaurant Green Fees Cart Rentals 24% 15% 41% 30%
General Fund Pro-Shop Miscellaneous C ourse Appropriation Restaurant 15% 7% 1% Maintenance 6% 56%
A majority of the Golf Course operation funds is generated from Green Fees, generating $493,240 or 41% of the revenue. Green Fees average $25 per round, which includes in County, out of County, 18 holes, and weekday and weekend play. Cart rental is the second largest revenue source and accounts for $356,740 or 30%. Together, green fees and cart rental account for 71% or $849,980. The largest expense for the operational side of the golf course is the maintenance of the golf course itself. That accounts for $676,290 or 56% of the budget and includes salaries, chemicals, irrigation, and capital outlay costs.
Departmental/Agency
Accomplishments in Fiscal Year 2010 Goals for Fiscal Year 2011
Increased revenue. Increase play through tournament rounds. Built new tee box for Hole #18. Re-contour sand traps. Thinned trees throughout course to speed play. Overall beautification of golf course and clubhouse.
2011 Budget Document - Programs and Services 307 Detail Summary
Funding Sources 2009 2010 2011 Change Category Actual Budget Budget $ % General Fund Support 0 70,780 70,780 0 0.00% Operating and Capital Grants Fees and Charges 1,097,697 1,175,710 1,133,980 (41,730) (3.55%) Total 1,097,697 1,246,490 1,204,760 (41,730) (3.35%)
Program Expenditures 2009 2010 2011 Change Category Actual Budget Budget $ % Wages and Benefits 658,411 678,680 694,940 16,260 2.40% Operating 505,461 567,810 509,820 (57,990) (10.21%) Capital Related Costs Total 1,163,872 1,246,490 1,204,760 (41,730) (3.35%)
Staffing Summary (FTE’S) Positions 2009 2010 2011 Director of Golf 1 1 1 Golf Course Superintendent 1 1 1 Assistant Golf Course Superintendent 1 1 1 Golf Course Mechanic 1 1 1 Senior Golf Course Mechanic 1 1 1 Maintenance Worker 2 2 2 Cook II 1 1 1 Cook I 1 1 1 Seasonal Pro Shop 2.5 2.5 2.5 Seasonal Grounds Maintenance 3 3 3 Seasonal Restaurant 3 3 3 Cart Attendant 1.5 1.5 1.5
Total 19 19 19
2011 Budget Document - Programs and Services 308
Information Resources
■ Frequently Asked Questions
■ Contact Information
■ County Documents
■ Glossary
■ Acronyms
Annual Operating and Summary Capital Improvement Budgets
Washington County, Maryland Frequently Ask Questions
Frequently Asked Questions
Q. Why does the County require cash reserves?
A. Cash reserves are set aside to use in case of emergencies, cash flow, or for unexpected opportunities. These reserves can only be used according to the policy specifications. The County is a multi-million dollar corporation and like household finance, should have a savings account.
Q. What are the County’s tax rates?
Major Tax Rates
Type Rate Basis 2010 Revenue Additional Revenue
Real Estate: $ .948 $100 assessed value $ 112,529,320 -
Increased Rate By $ .01 $100 assessed value - $ 1,238,593
Income Tax: 2.80% Taxable Income $ 60,000,000 -
Increase Rate By .01% Taxable Income - $ 194,375
Q. I do not have any children, how do I benefit from tax dollars that go to education?
A. The role of our primary and secondary schools is to provide our young citizens the essential knowledge, skills, and attitudes to be contributing citizens and productive workers in Washington County. They will be our future doctors, engineers, teachers, accountants, electricians, bankers, and taxpayers. Their ability to join the workforce is key to the health and future of our economy, and their ability to be good citizens affects the livability of our community.
2011 Budget Document 309 Washington County, Maryland Frequently Ask Questions
Q. How much tax dollars are spent on education?
A. Operating funds of $ 110,398,660 are used to support various activities related to educational funding. These include operating funds and debt service costs. In addition to operational funding the County also provides funding for the Capital Improvement Plan of those various organizations. During the recent budget session the County approved use of developer based fees and taxes to fund educational projects. The additional revenue comes from such items as residential excise tax, transfer tax, and adequate public facility ordinance fees. In addition, bond financing is also available to finance educational projects. In fiscal year 2011 the Capital Improvement budget reflects $28,623,100 for education related projects, of which $18,081,000 is State funded. Total educational funding in the fiscal year 2011 budget is $120,094,760.
Q. Why does the County Issue Debt?
A. Paying for needed infrastructure on a “cash” basis avoids interest costs associated with financing over a number of years. However, many large Capital Improvement budgets are too expensive to be paid from a single year’s budget, making financing necessary. Additionally, a principle called “intergenerational equity” suggests having the costs of capital improvements benefiting the public over 15 or more years to be borne by future generations, and not entirely by the current taxpayer. This will be even more so with increasing growth pressure from development as it continues to increase.
Q. How can I contact someone and where do I get information?
Name Number, etc.
County Commissioners:
John Barr 240-313-2207 Terry Baker 240-313-2205 James Kercheval 240-313-2206 William Wivell 240-313-2208 Kristin Aleshire 240-313-2209
County Administrator Office
Greg Murray, County Administrator 240-313-2202
Budget and Finance Name Number, etc.
Debra Murray, Director 240-313-2300
2011 Budget Document 310 Washington County, Maryland Frequently Ask Questions
Documents: Available on-line @ 2011 Budget Document www.washco-md.net/budget_finance/budget.html Available on-line @ Six-year Capital Improvement Program www.washco-md.net/budget_finance/budget.html
Available on-line @ Audited Financial Statements www.washco-md.net/budget_finance/budget.html
Available on-line @ Official Statement for Bond Issue www.washco-md.net/budget_finance/budget.html
All documents above are available in hard copy upon request. Please call 240-313-2300 to request or mail a request to:
County Commissioners of Washington County Department of Budget and Finance 100 West Washington Street Room 304 Hagerstown, MD. 21740
2011 Budget Document 311 Washington County, Maryland Frequently Ask Questions
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2011 Budget Document 312 GLOSSARY OF TERMS
APPROPRIATION An authorization granted by the County Commissioners to make expenditures and to incur obligations for purposes specified in the appropriation resolution.
ASSESSABLE BASE The total value of real and personal property in the County for the purposes of taxation. The State Department of Assessments and Taxation determines assessable base.
ASSESSED VALUE The valuation established for individual real estate or other property by the State for purposes of taxation. The assessment for real property is currently established at 100% of market value.
BOND A written promise to pay a specified sum of money (called the face value or principal amount) at a specified date or dates in the future (called the maturity date), together with periodic interest at a specific rate.
BOND RATING An evaluation by investor advisory services indicating the probability of timely repayment of principal and interest on bonded indebtedness. These ratings significantly influence the interest rate that a borrowing government must pay on its bond issues. Washington County bonds are rated by three major advisory services: Moody’s Investors Service, Standard and Poor’s Corporation, and Fitch Investor Service.
BUDGET A complete plan of financial operations for a given period embodying and estimate of proposed expenditures and the proposed means of financing them. It is a means of allocating scarce resources.
BUDGETARY BASIS The method used to determine when revenues and OF ACCOUNTING expenditures are recognized for budgetary purposes.
CAPTIAL BUDGET The current fiscal year proposed budget for capital expenditures and the means of financing them.
2011 Budget Document 313
GLOSSARY OF TERMS
CAPITAL A six-year plan for the provision of the County’s long-term IMPROVEMENT facility and infrastructure needs (buildings, roads, parks, and PLAN (CIP) other elements). The plan, which is updated annually, schedules by fiscal year the proposed capital construction phases and related expenditure and financing needs expected to occur during the six-year period. It is integral to the County’s financial plan and is the basis for bond issuance. The funding of projects in the five years beyond the Capital Budget Year is not appropriated and therefore is subject to change with each new budget year.
CAPITAL A comprehensive program that provides a means for IMPROVEMENT coordinating all departmental and agency project requests into PROGRAM one document. The program is used to forecast the future needs and priorities of the community and plans for the appropriate funding required. Multiple departments are involved in the program to assure all areas of interest and concern are reviewed.
CAPITAL OUTLAY An appropriation and expenditure category for government assets with a value of $10,000 or more and a useful life of three or more years.
CAPITAL PROJECT Governmental effort involving expenditures and funding for the creation, expansion, renovation, or replacement of permanent facilities and other public assets having relatively long life. Expenditures within capital projects may include costs of planning, design, and construction management; land; site improvements; utilities; construction; and initial furnishings and equipment required to make a facility operational
CASH BASIS OF A basis of accounting in which transactions are recognized ACCOUNTING only when cash is increased or decreased.
COMPONENT UNITS Legally separate organizations for which the elected officials of the primary government are financially accountable. In addition, the nature and significance of their relationship with the primary government are such that exclusion would cause the reporting entity’s financial statements to be misleading or incomplete. The Board of Education of Washington County is a component unit of Washington County Government.
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GLOSSARY OF TERMS
CONSTANT YIELD A rate which, when applied to the coming year’s assessable TAX RATE base, exclusive of the estimated assessed value of property appearing on the tax rolls for the first time (new construction), will produce tax revenue equal to that produced in the current tax year. State law prohibits local taxing authorities from levying a tax rate in excess of the Constant Yield Tax Rate unless they advertise and hold public hearings on their intent to levy a higher rate.
CONTINGENCY Monies budgeted for unanticipated expenses or emergencies, RESERVES which arise during a fiscal year.
DEBT SERVICE The annual requirement to finance the County’s outstanding indebtedness. It includes both the periodic payment of interest and the redemption of principal.
DEPARTMENT A primary organizational unit within the County government.
DEPRECIATION The expiration of the useful life of a fixed asset over a determined period of time attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and obsolescence. Also, the portion of the cost of a fixed asset charged as an expense during a particular period.
DIVISION A primary organizational unit within a government department or agency. Divisions are usually responsible for administrating basic functions or major programs of a department.
ENCUMBRANCES Obligations in the form of purchase orders, contracts, or other commitments, which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise extinguished.
ENTERPRISE FUND A fund used to record the fiscal transactions of government activities financed and operated in a manner similar to private enterprise, with the intent that the costs of providing goods and services, including financing, are wholly recovered through charges to consumers or users.
EXPENDITURE A decrease in the net financial resources of the County generally due to the purchase of goods and services, the payment of salaries and benefits, and the payment of debt service.
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GLOSSARY OF TERMS
FISCAL POLICY The County Government’s policies with respect to taxes, spending and debt management as these relate to government services, programs and capital investment. Fiscal policy provides for an agreed-upon set of principles for the planning and programming of government budgets and their funding.
FISCAL YEAR The 12-month period to which the annual operating and capital budgets and their appropriations apply. The Washington County fiscal year starts on July 1 and ends on June 30.
FIXED ASSETS Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment.
FRINGE BENEFITS Personnel cost (Social Security Taxes, Life/Disability insurance premiums, Medical/Dental Insurance Premiums, Workers Compensation, etc) supplemental to employees’ salary and wages which are paid wholly or in part by the County.
FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, that are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.
FUND BALANCE The difference between assets and liabilities reported in a governmental fund. The balance in this account is the cumulative result of actual revenues exceeding expenditures over time.
FULL-TIME A method to measure or estimate the number of full-time EQUIVALENT employees. Employees working less than 2,080 hours a year are counted as .5.
GAAP Generally Accepted Accounting Principle. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.
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GLOSSARY OF TERMS
GENERAL FUND The principal operating fund for the County Government. It is used to account for all financial resources except those required to be accounted for in another fund.
GENERAL Bonds that are secured by the full faith and credit of the OBLIGATION BONDS issuing body and generally are considered to be payable from taxes and other general revenues.
GRANT A payment from one level of government to another or from a private organization to a government. Grants are made for specified purposes and must be spent only for that purpose.
HOMESTEAD TAX A State property tax credit program that limits the increase in CREDIT residential taxable assessments each year to a fixed percentage. Each County is required to limit taxable assessment increases to 10% or less.
INFRASTRUCTURE Road, bridges, curbs and gutters, buildings, streets, sidewalks, drainage systems, and lighting systems installed for the common good.
INTERFUND A transfer of resources from one fund to another as required TRANSFER by law or appropriation.
INVESTMENTS Securities and real estate held for income in the form of interest, dividends, rentals or lease payments.
MANDATED A program required by State or Federal statutes. PROGRAM
MODIFIED ACCRUAL The basis of accounting under which revenues are recognized when they become susceptible to accrual, that is, when they become both measurable and available to finance expenditures of the fiscal period. Expenditures are generally recorded at the time liabilities are incurred.
OPERATING BUDGET The Annual budget that supports day-to-day operations of the County agencies for a single fiscal year. It includes all services and programs planned, their expenditure requirements and revenue estimates to support the stated level of activity.
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GLOSSARY OF TERMS
OPERATING Those costs, other than expenditures for Wages and Benefits EXPENSE and Capital Outlay, that are necessary to support the operation of the department, such as charges for contractual services, telephones, printing, and office supplies.
PAY-AS-YOU-GO A term used to describe a financial policy by which capital BASIS projects are financed from current revenue in the operating budget rather than through borrowing.
POSITIONS Identified jobs into which persons may be hired either on a full-time or part-time basis.
PUBLIC HEARINGS Opportunities for citizens and constituent groups to voice opinions and concerns to public officials. Public hearings are advertised in the local papers. Speakers register to testify. If it is not possible to testify in person at the hearings, written testimony is acceptable and encouraged.
RESERVE An account used either to set aside budgeted resources that are not required for expenditure in the current budget year or to earmark resources for a specific future purpose.
RESOURCES Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances.
REVENUE All funds the County receives, including tax payments, fees for specific services, receipts from other governments, fines, forfeitures, shared revenues, and interest income.
SPECIAL REVENUE A fund used to account for the proceeds of specific revenue FUND sources that are legally restricted to expenditure for specified purposes.
TAX RATE The amount of tax levied for each one hundred dollars of assessed value.
TIPPING FEE A fee charged for each ton of solid waste disposed of, or “tipped” at the Solid Waste Transfer Station or Landfill. Each year the County Administrator recommends, and the County Commissioners approves, a tipping fee based on the full cost accounting analysis and market conditions.
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ACRONYMS
Acronyms are groups of initials used to avoid repetitive writing or speaking of frequently used titles or phrases. Some of the more common acronyms used in the budget document are as follows:
APFO Adequate Public Facilities Ordinance
BOCC Board of County Commissioners
BOE Board of Education
CIP Capital Improvement Program
COMAR Code of Maryland Annotated Regulations
EMS Emergency Medical Services
ENR Enhanced Nutrient Removal
FARM Free and Reduced Meal
FAQ Frequently Asked Questions
FEMA Federal Emergency Management Agency
FMV Fair Market Value
FTE Full- Time Equivalent
FTZ Foreign Trade Zone
FY Fiscal Year
GAAP Generally Accepted Accounting Principles
GASB Government Accounting Standards Board
GFOA Government Finance Officers Association
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ACRONYMS
GIS Geographic Information System
GO General Obligation (Bonds)
HCC Hagerstown Community College
HR Human Resources
HVAC Heating, Ventilation, and Air Conditioning Systems
IT Information Technology
MaCo Maryland Association of Counties
MCE Maryland Cooperative Extension
MDA Maryland Department of Agriculture
MDE Maryland Department of the Environment
MOE Maintenance of Effort
MSO Maryland Symphony Orchestra
NIMS National Incident Management System
PAYGO “Pay As You Go” Financing
WCAC Washington County Arts Council
WCCAC Washington County Community Action Council
WCCP Washington County Community Partnership
WCCOA Washington County Commission on Aging
WCHD Washington County Health Department
WCPS Washington County Public Schools
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