Approved Current Expense Budget...Approved Current Expense Budget and Budget Message Laura Neuman County Executive Karen Cook John R. Hammond Chief Administrative Officer Budget Officer

Approved Current Expense Budget

and Budget Message

Laura Neuman County Executive

F I S C A L Y E A R 2 0 1 5

Approved Current Expense Budget and Budget Message

Laura Neuman

County Executive Karen Cook John R. Hammond Chief Administrative Officer Budget Officer

Anne Arundel County Council

John J. Grasso Chairperson

Daryl Jones Derek Fink

G. James Benoit Dick Ladd

Chris Trumbauer Jerry Walker

Prepared By

The Office of the Budget Anne Arundel County, Maryland

Assistant Budget Officers Kurt Svendsen Jessica Leys

Budget and Management Analysts

Billie Penley Hujia Hasim

Wayne Greska

Administrative Support Michele Kirby

This Page Intentionally Blank

Table of Contents FY2015 Approved Budget

BUDGET MESSAGE County Executive’s Budget Address ........................................... i Long Term Goals .................................................................... 1 Budget Overview .................................................................... 4 Financial Policies .................................................................... 19 Financial Summaries .............................................................. 21 Position Summary .................................................................. 31 Budget Highlights .................................................................. 34

CURRENT EXPENSE BUDGET Revenue Section

Revenue Summary – General Fund .................................... 39 Revenue Summary – Other Funds ..................................... 57 Revenue Detail – General Fund ......................................... 65 Revenue Detail – Other Funds ........................................... 74

Expenditure Section Legislative Branch

County Council (County Auditor & Board of Appeals) ........... 84 Executive Branch

County Executive ......................................................... ….91 Office of Law .................................................................. .98 Office of Administrative Hearings ................................. ….104 Administrative Core Group

Chief Administrative Officer ....................................... 107 Office of Central Services .......................................... 115 Office of Finance ...................................................... 129 Office of Finance (Non-Departmental) ........................ 137 Office of Budget ....................................................... 154 Office of Personnel ................................................... 160 Office of Information Technology .............................. 168 State Agencies (treated as part of Executive Branch for funding and service coordination) Board of Education ................................................... 174 Community College .................................................. 178 Public Libraries ........................................................ 180

Land Use and Environment Core Group Office of Planning and Zoning ................................... 183 Department of Inspections and Permits ...................... 190 Department of Public Works ...................................... 201

Human Services Core Group

Department of Aging ............................................... 221 Department of Recreation and Parks ......................... 233 Health Department .................................................. 244 Department of Social Services .................................. 255

Public Safety Core Group Police Department ................................................... 262 Fire Department ...................................................... 272 Department of Detention Facilities ............................ 280

State Agencies (County funded but not assigned to Executive Branch) Circuit Court .................................................................. 289 Orphans’ Court .............................................................. 292 Office of the State’s Attorney .......................................... 295 Office of the Sheriff ....................................................... 298 Board of License Commissioners ..................................... 304 Board of Supervisors of Elections .................................... 307 Cooperative Extension Service ........................................ 310

Other Ethics Commission ......................................................... 312 Partnership for Children, Youth & Families ....................... 315

Glossary ................................................................................. 317 APPENDIX

Annual Report, Water and Wastewater Operating Fund .......... 320 Listing of Long Term Contracts ............................................. 321 Grants Listing ...................................................................... 332 ABAO and Amendments ...................................................... 340 Capital Budget and Program ................................................ 484

Budget Message by County Executive Laura Neuman

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Mr. Chairman Members of the County Council Cabinet Members Elected Officials Honored Guests Fellow County Employees and all Citizens of Anne Arundel County Good Morning! First, I want to thank Chairman Grasso and all the members of the County Council. It’s been sometimes interesting, occasionally frustrating but, overall, a pleasure to work with all of you over the last year. We may not always agree but we are always committed to keeping the lines of communication open with the common goal of serving the citizens of our County. With us today, there are also several new members of my administration. In every hire, I have looked for the best person for the job. Every person in my administration is committed to transparency, accountability and a fiscally conservative approach to managing taxpayer dollars. They all have choices about where they go to work every day and they have chosen to serve their community. Also present today are employee representatives, school board members and elected officials. Our county is experiencing unprecedented collaboration – with the employee groups in dealing with complex and difficult

issues, with the City of Annapolis to partner on joint initiatives to improve our quality of life and save taxpayer dollars (I had no idea when I took office that this would be the first time the city and county would collaborate – or even speak – in decades), with surrounding counties (we have already partnered with Howard County on transportation to improve service to our citizens and save hundreds of thousands of dollars) and, finally, with the school system for increased funding for school construction and to ensure our schools are a priority! I’m pleased that Mamie Perkins, our Interim Superintendent of Schools is joining us today. Mamie has done an exceptional job over the last year and it has truly been a pleasure to work with her. My only regret is that she will not be joining us on a permanent basis. ---- WOW! It is hard to believe it has been a year since I stood before you delivering my first budget address just a few short months in office. I told you then that the budget represented a new chapter and a fresh start for Anne Arundel County… committed to increasing efficiencies, fiscal responsibility and open, collaborative government. And this remains true today. This budget message is full of good news! I am proud of how hard we have worked to improve our government during the past year and I want to share some of those accomplishments with you today. Everything we have done has been in the spirit of more efficient, collaborative and transparent government. We

Budget Message FY2015 Approved Budget


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took a hard look at how we do business and have identified ways to increase efficiencies and save taxpayer dollars. When I took office our county was facing a challenging time financially. In the previous administration, we had just experienced four consecutive years of tax increases and two of the largest property tax increases since the tax cap was implemented in 1994…and the largest tax increase since 1984. Reserve funds, the Retiree Healthcare Fund and the Contingency fund had all been raided to balance the budget. We were also facing a structural deficit due to the prior administration using one-time revenue to cover on-going debt – a practice that is not financially sustainable. Before we go forward, let’s review last year’s budget… It’s been widely reported that last year’s budget included an overall increase of $72 million. Let’s set the record straight. The actual increase in the operating revenue was $38.7 million. This increase was largely due to an improved economy. The additional $33.8 million was one time fund balance. In fact, the total increase in the operating budget for FY14 of $38.7 paid for things like increased Maintenance of Effort, shifting of teacher pension costs, public safety and employee pension costs. The $33.8 million of one-time money was used to restock the Rainy Day fund, OPEB and PAYGo (which supports the capital budget). This IS the most fiscally

prudent way to use one-time funds, rather than to pay for ongoing debt. In fact, in FY14, we continued to have a structural deficit but we were able to reduce it. In the coming year, FY15, the structural deficit has again been decreased and we are working to eliminate it altogether. Despite these considerable challenges, I was able to turn the tide and cut the property tax increase by 2/3 in my first year in office. We’ve come along way. --- I am happy to report today that this positive trend continues. My Fiscal Year 2015 budget proposal includes a property tax rate cut – the first property rate tax cut in five years! And there’s more good news… Additionally, there will be NO increase in public water and wastewater bills! While saving taxpayers money, we are stabilizing county government. This budget also fully funds our Rainy Day reserve fund for the first time in seven years and corrects long-neglected unfunded liabilities such as OPEB. This is all possible due to increased efficiency. The Retiree Health Care Fund was an issue long-ignored by previous administrations, which led to a massive build-up of unfunded liability…an unfunded liability really



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means future deficit! No one was willing to tackle this sensitive and difficult issue – but I DID, along with the County Council! My administration worked hard to fix an unsustainable debt. Now, due to the passage of Bill 85-13, and in collaboration with each of you, the County is on a path to be able to meet required funding levels without bankrupting the County and passing it on to taxpayers. The Fiscal Year 2015 operating budget totals $1.3 billion and the capital budget totals $244.2 million. After four years of property tax rate increases, we are reducing the tax rate without cutting essential services or depleting our savings. In fact, my budget proposal

• increases services through improved processes, • invests in public safety and • for the first time in three years provides funding to

cover a four-shift schedule in the Fire Department, eliminating excessive overtime.

This budget is well-planned and supports my priorities to save money through improved efficiencies as we continue to strengthen and expand our delivery of services… by

• investing in technology enhancements • equipping and training our workforce to do their

jobs more effectively and efficiently • and modernizing our infrastructure and • growing our economy.

But we cannot do this alone….which is why I called on the citizens of our great county to get involved. Citizens should have a seat at the table in everything we do. And boy did they deliver with the Commission on Excellence. Commission on Excellence Last year, I shared my early experiences of what I encountered when coming into office. Shocking was the word I most often used to describe what I saw first-hand every day. We have spent the last year looking at how and why we do business the way we do… and the dated practices and processes in place that need to be updated. Updated with

• modern, • sensible and • new systems to move our County forward.

One of my first acts as County Executive was to establish the Commission on Excellence. Before I go into what they were tasked to do and what they accomplished, let me first recognize the 47 citizens (some of whom are here with us today) who made up the Commission on Excellence. --- They possess a variety of professional backgrounds, skills and expertise. I thank them for their tireless work



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and dedication to finding new ways of doing business with our government in order to make it easier, more productive and efficient. I established the Commission in the spirit of open and transparent government. Their goal was to conduct a top-to-bottom review of how our government operates. Members of the Commission were provided with unprecedented, unfettered access to 19 county departments and their daily operations. After thorough interviews with their respective department assignments, the Commission identified a number of strengths, weaknesses and opportunities to improve efficiency across all areas of county government. In fact, the Commission made over 200 recommendations and I’m pleased to share that we’ve already implemented over a dozen of their recommendations. They didn’t do all that hard work just to have a report sit on the shelf… it is a working document used to inform our decisions every day. While many of the recommendations were specific to individual departments, a number of common themes were reflected in their reports. The most notable were:

• technology, • workforce and • processes.

TECHNOLOGY

I have been outspoken about the state of technology in our county. Whether it is

• applying for a building permit, • reserving a field for a youth sports league, or • reporting a pothole in need of repair,

the Commission found that many of our current processes are paper-based and time-intensive. We need to provide residents a way to interact that is more efficient and responsive. This past year we moved from the Groupwise email system to Google Mail, which allows us to better communicate with

• citizens, • other jurisdictions • and each other.

We also made technological enhancements to our public safety sector by upgrading their communications equipment and supplying them with iPads. This budget proposal allocates $1.2 million to continue planning for major objectives for information technology in Fiscal Year 2015 and beyond. We are working to implement a base of technology that will support enhancements to County processes, procedures and systems while also reducing the long-term cost of operations and capital requirements.



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A major initiative that will begin this year is to look at integrating interagency systems to provide

• seamless information flow, • reduce labor costs and • increase efficiencies and public access to

services. In the next couple of years, the most notable of our effort will focus on our land use agencies:

• the Office of Planning and Zoning, • the Department of Inspections and Permits • and the Department of Public Works.

I don’t have to tell you that investing in fully-functioning, useful technology can be very expensive and we are doing our best to balance the price of long-overdue upgrades by saving money in other areas. Therefore, these upgrades will be phased in over the next few years. The previous administration spent $6.5 million on a new public safety system, which never worked. We are planning, to ensure success in project management and implementation. As we continue to update technology throughout the county, citizens and employees will see improved response times in service delivery as well as resolutions to age-old broken systems and processes. WORKFORCE When it came time for all the county departments to present their individual budget requests to my

Administration I made it very clear to each of them: with the exceptions of public safety, there will be NO NEW POSITIONS. Our county has cut 281 positions over the last few years, even as our population has grown by almost 6%. I wanted to ensure we became a more efficient organization rather than adding positions. I asked every department to take a hard look at how they were doing business and to find innovative ways to improve their daily operations; including making it easier for employees to be more effective and efficient in their jobs at the highest level possible. Our workforce is our greatest asset and we are fortunate to have a county that has so many dedicated and hard-working individuals delivering essential services to our citizens every day. I’ve had the opportunity to meet many of them myself – from snow plow operators to librarians – and I cannot say enough about how impressive so many of them are and how much they care about their community. We had lost the “service” in public service…but it’s coming back!! One of my biggest surprises, especially coming out of a recession, was how many long-time employees were nearing retirement. We face challenges in maintaining the skilled and knowledgeable workforce needed to provide the highest quality of services to our communities. Training was non-existent when I came into office.



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I want us to work with our local resources - such as our award-winning Anne Arundel Community College - to develop training and certification programs specifically tailored for jobs serving the community. The Department of Inspections and Permits has already taken the Commission on Excellence’s recommendation and is currently working with the college to develop a unique training program for their inspectors. I support substantive training and continuing education. Therefore, I have allocated $262,000 in order to reinstate the employee training and tuition reimbursement program. This is the first time in seven years that money has been allocated in support of this program. Our employees hear every day that our job is to serve the citizens of this county. We need to make sure they have the training necessary to do the job well. If we fail to recognize, reinforce and reward hard work, we stand to lose a valuable resource. I will continue to challenge department heads to take a close look at their departments’ business practices and restructure where necessary. But we also have a responsibility to provide employees the tools and training they need in order to deliver the highest quality of service to our citizens. PROCESSES And finally the Commission made recommendations about our business processes in the county. Duplicate processes between departments can create unnecessary

costs. In every area, we are evaluating more efficient, cost-effective measures. Currently, we are considering

• consolidating the operations at the county’s maintenance garage,

• centralizing the management of office space and • partnering with other jurisdictions when purchasing

large equipment such as county vehicles and police and fire equipment that may offer opportunities to reduce costs.

But there are a few exceptions and, since I am absolutely committed to transparency, you need to know about them. Did you know that we outsource prisoner transport? This was done by the former administration as a cost-cutting option. This is not an option! Last year, in the prior administration, a prisoner escaped while being transported from the jail to the courtroom by the private vendor. Some things cannot be outsourced or cut out of the budget. Nothing is more important than public safety and in my Administration; we will bring this back in-house. Along those lines, in Anne Arundel County, we do not have central booking capability for our law enforcement agencies. In fact, we are the only large jurisdiction that does not have a central booking facility. It was one of the first observations of the new police chief, Kevin Davis. In our county, when someone is arrested and going to the detention center, we handle booking though one of



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our 4 district police stations. This practice is inefficient and expensive. It takes police officers off of our streets for a significant amount of time in order to process a prisoner. Without a consistent, efficient approach to processing criminals, we face the possibility that one will be treated differently than another…and this is simply unacceptable. It opens us up to being challenged in a court case. Human error should not enter the discussion when we are talking about taking bad guys off the street. --- Mental health issues – a big issue for counties, states and the country. Mental health issues continue to increase as a serious concern in our society. We will spend over $300,000 at the Detention Center specifically to deliver treatment and counseling to inmates suffering from mental health ailments. It is one approach to attempting to reduce the amount of repeat offenders incarcerated due to mental health issues. This is just the start of my commitment to addressing mental health in our community. There are some roles that are central to county government. In every area, my Administration will continue to become more efficient and improve our delivery of services through the implementation of well-planned processes that are practical and exercise good fiscal management, while balancing the need for public safety.

PUBLIC SAFETY We deliver essential services to our citizens every day but one of the most valuable services we provide is public safety. Our police department has been persistently understaffed and stretched to its limits for a number of years. Staffing shortages result in increased overtime expenditures. I have been outspoken in my commitment to investing in police, fire and detention, and I have made it clear that adding more police officers over the next few years as well as replacing an aging fleet of vehicles and equipment are priorities. I have also advocated to forward-fund a new police academy. This budget proposes the addition of 20 new police officers in FY15, which will support staffing 18 full-time officers county-wide and increase law enforcement presence at Arundel Mills by 2 officers. We will also continue investing in our police fleet. I was surprised to find out that we order new cars without back-up cameras as a cost-cutting measure. It seemed fundamental to me that every police vehicle should have a back-up camera but I needed data. I requested the information and found out that 1/3 of police-involved accidents are back-up related. The addition of back-up cameras will reduce the occurrence of related accidents saving

• time,



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• resources and • taxpayers’ money.

I am committed to building a new police academy in the next few years. This budget dedicates $708,000 to begin design work as we plan for a new police academy in the future. I have said many times, and will continue to say, that if you don’t think we need a new academy, please join me for a visit. There aren’t sufficient words to describe the facility, so suffice it to say – if you can make it through that dump, then you’ve earned the job! In Fiscal Year 2014, I allocated funds to begin the upgrade of the Fire Department’s outdated radio communications system that is not capable of communicating with our neighboring jurisdictions such as Prince Georges County, Baltimore City, Baltimore County, BWI Airport or the State of Maryland. Our county has no cross-jurisdictional coordination capability! In my proposed Fiscal Year 2015 budget, $1 million is dedicated to the next phase of upgrades to increase interoperability with our surrounding state and local jurisdictions… and ensure that our Fire Department is P25 compliant, meaning it meets the FCC standard for Public Safety voice communications. Anne Arundel County citizens deserve no less when it comes to public safety. Our basic communications support for all first response agencies is outdated. There is also $3.5 million included

to modernize the radio system infrastructure used by our public safety sectors. Their current communications system will be at the end of its service life within the next two years. While we’re talking about the Fire Department, let me express my appreciation for Chief Cox and how hard he has worked to find a number of ways to directly cut costs while still realizing efficiencies throughout this past year. Chief Cox has worked for the Fire Department for 26 years – first as a volunteer and then as career…now that’s a public servant. I asked Chief Cox for a plan to reduce costs while still providing optimal service to the community. His list of cost-cutting improvements is too long to detail (seems he’s been building his list of ways to save money and improve the department for the last 26 years) but includes the following:

• Changed Fire Academy Recruit Training procedures to allow recruits with firefighting experience to complete the process faster. This allows the Department to place trained recruits quickly - to fill staffing vacancies and reduce overtime costs.

• Cancelled the purchase of a ladder truck (85% of

our fire calls are medical emergencies and we were sending a ladder truck out on every call) and instead purchased 6 ambulances that were desperately needed.



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• Implemented a policy to have ambulances (in lieu

of fire trucks) respond to emergency medical calls that might require additional personnel. This reduces unnecessary mileage, and wear and tear on these critical and costly apparatus. This was also a suggestion we heard from the community.

• Placed two Basic Life Support Ambulances in-

service… by cross staffing the units with existing personnel from fire suppression units.

• Enhanced medical services staffing at the Herald

Harbor and Galesville Fire Stations, which improved the ISO ratings for those two areas, saving our citizens money on homeowners insurance. We had communities where there were more people on a trash truck than a fire truck.

• Implemented a Rapid Dispatch Protocol that

reduced 911 call processing times by 50%. Our protocol was recognized and emulated both locally and nationally.

These efforts are saving real dollars and improving the efficiency of our Fire Department! Bond Ratings/Rainy Day Reserve Fund You will often hear me say that I manage the county’s finances as if they were my own. I am fiscally conservative and careful with our county’s finances. A

healthy Rainy Day fund strengthens our credit-worthiness with bond-ratings agencies, saves money and improves efficiency. I am happy to report that this year the three major bond-ratings agencies gave Anne Arundel County high marks for our structurally sound financial management, our positioning for future growth, our ideal location, our strong workforce and above-average wealth. We have been taken off “negative outlook” with all 3 agencies this past year because of our strong management and good financial policies that have guided our county toward maintaining fiscal stability. The Retiree Health Care Fund was raided during the previous administrations, which led to massive growth in this unfunded liability. While previous administrations were unwilling to tackle this difficult issue, my administration took it on and made some hard decisions. Now the County is on a path to meet its required funding levels without bankrupting the county and without asking our taxpayers to foot the bill. The ratings agencies have clearly noticed that we have

• lived within our means, • we have made tough financial decisions and • invested in good fiscal management,

which ultimately saves taxpayers’ money. In Fiscal Year 2014 we dedicated $20.3 million to the Rainy Day reserve fund, without raising taxes. This fund had been depleted in prior years as a result of budget deficits.



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This budget proposes to dedicate another $3.3 million to the Rainy Day reserve fund, bringing the balance to the maximum level permitted by the County Code - $48 million. Keeping healthy savings accounts improves our credit, reduces financial risk and frankly, it is a good business practice. While I am pleased with the progress we have made in the past two bond ratings reviews, my goal is for Anne Arundel to receive a Triple A rating from all three of the agencies which strengthens our financial stability even more. EDUCATION We have a strong public school system with premier programs that are a model for the entire state. Anne Arundel County is proud to have 12 nationally recognized Blue Ribbon schools. This budget includes $603 million for the public school system budget and adds $7 million over last year’s school budget. The total funding for the school system, with all funding sources is close to $1 billion. Last year, we allocated $7,517 per student. Calvert and Queen Anne’s counties, which are both wealthier counties than Anne Arundel, provide lower levels of funding than we do. Over 51 percent of the Fiscal Year 2015 budget is devoted to the Board of Education.

I support pay raises for teachers across the board and this budget proposal includes a 3% increase for teachers over what was funded in Fiscal Year 2014. We have a $2 billion backlog of capital projects in the county, with over 65% as school projects. At our current rate, we will never recover the backlog. As a result, I have allocated $150,000 in the budget and, in partnership with the school board, we will conduct a collaborative study that will look at best practices in school construction nation-wide. Currently, school construction is at $400 per square foot. We will work together to find ways to eliminate the backlog. There has been much discussion about the need for more schools. I agree that we need a 13th high school….and I would like to see it in Crofton. As we consider construction on any school, we work closely with the IAC, a state agency, to ensure we qualify for the maximum state match. This leverages every taxpayer dollar. Currently we do not qualify for any matching funds for a high school in Crofton. For the county to assume this entire liability would stress an already massive capital budget for school construction. We are working closely with the state as they evaluate the need to provide matching funding for the school. And we will continue to fight for a high school in Crofton.



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I have also fought hard to ensure that the replacement of Severna Park High School remains funded… according to the Board of Education’s schedule to be built in two years. I personally met with the Treasurer, Nancy Kopp, and the Comptroller Peter Franchot. I invited him for a visit to see for himself the importance of providing funding this year so we can keep this project on track. I am committed to moving forward to replace Severna Park High School. We will break ground this year! In addition, this budget continues funding for several Board of Education capital projects including: Annapolis Elementary School Crofton Elementary School Mills-Parole Elementary School Rolling Knolls Elementary School Benfield Elementary School West Annapolis Elementary School Lothian Elementary School Open space classroom enclosures and All day kindergarten and pre-kindergarten additions

--- An important part of the inter-connected team serving the citizens of Anne Arundel county is our county delegation. I would like to thank them for working to secure state funding and protect the interests and priorities of our county. During the 2014 legislative session, their hard work resulted in increased state assistance for the Board of Education, community college and the Health Department. Closing In closing, I am proud to submit this Fiscal Year 2015 budget proposal. It is a fiscally responsible budget that focuses on my priorities of

• saving money, • investing in public safety, • maximizing our reserve funds, • ending structural debt, • planning for our future, • improving services and efficiencies throughout the

County and • provides a property tax rate cut!

This budget accomplishes all of these objectives with

• No new taxes; • AND No new fees;



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I am proud of the hard work over the last 14 months. Our county government is headed in the right direction and we are not going to stop! I have enjoyed serving and meeting the fine citizens of our great county, listening to your concerns and ideas, and celebrating the pride we all share in making our county a leader in the state. You make Anne Arundel Proud! Thank you for the opportunity to present my Fiscal Year 2015 budget proposal.


This section provides an overview to the Anne Arundel County Performance Assessment Initiative. As a first step, a document entitled Long Term Goals, Objectives, and Outcome Indicators has been published on the County’s web site (see link below). http://www.aacounty.org/Budget/Resources/FY09Performance.pdf The County is constantly seeking to improve county operations and services. Performance Measurement is one of the tools used to do this. Anne Arundel County's performance measures are integrated into the annual budget to ensure accountability and establish the link between resources and results. The performance measures shown in the budget represent but a few of the many measures used to facilitate the management of the various functions of government. Despite this fact, over 400 such performance measures are shown in the budget. A key challenge to making this multitude of performance measures useful to the overall budgetary decision-making process is to relate these various functions of government to the vision and long-term goals of the organization. This relationship between the functions of each department and the long term goals of the organization is shown in the matrix provided on the last page of this section. Within each of these larger goal areas, outcome indicators have been developed and are reported on in the above mentioned document. The accomplishments and objectives shown in that document represent the County’s plan of action to achieve the County’s long term goals and improve performance as measured by each outcome indicator. While the Current Expense Budget identifies a large number of these accomplishments and objectives, and some specific performance measures, these do not tell the whole story. One of goals of the Performance Assessment Initiative is to provide summarized or high level information of this sort while also providing links to more detailed and comprehensive information of this sort on a departmental basis.

The budget planning process is not undertaken in the vacuum of annual increments but is instead guided by the vision and long term goals presented on the following page. This vision itself is not developed in isolation but has emerged as a result of the County’s comprehensive planning framework, the core of which is the General Development Plan, or GDP (see link below). http://www.aacounty.org/PlanZone/LongRange/GDP.cfm The GDP is a comprehensive land use plan prepared in compliance with State requirements and guidelines. It is a policy document that is formally adopted by the County Council. The plan is used by the County in making decisions about growth and development, land preservation, resource protection, and the provision of infrastructure and services over a 10 to 20 year planning horizon. The County has had a GDP since 1968, with updates in 1978, 1986, and 1997. The planning process for the 2008 update to the GDP began in the summer of 2007 and extended into the winter of 2009. A Draft GDP was made available for public review in January of 2009, and the plan was approved by the County Council under Bill No. 64-09 on October 19, 2009. It is expected that the vision and long term goals articulated in this document, and which serves as the underpinning to the County’s Performance Assessment Initiative, will be updated consistent with the updated GDP.

Budget MessageLong Term Goals

FY2015 Approved Budget

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Vision Anne Arundel County will continue to be a place that values and strives to protect the natural and cultural environment, where opportunities exist to live in a variety of well-designed and maintained neighborhoods and communities. It will be a place where a healthy local economy will provide jobs, and people can travel by foot, bicycle, car and transit to nearby employment areas and to a variety of educational, recreational and commercial services. Anne Arundel County will strive to provide the best educational and public safety services while maintaining a high quality of life for all of its citizens. Long Term Goals

1. Public Education – to build a working relationship with the Board of Education to provide for the needs of the children of the County, and to support the Community College and Library in the provision of life-long learning environments and services to all citizens of Anne Arundel County.

2. Public Safety – to provide a safe and secure environment to

everyone who lives, works and conducts business in Anne Arundel County.

3. Environmental Stewardship and Managing Growth– to protect and

maintain the character of the various types of communities throughout the County, including the revitalization of older communities and the preservation of agricultural land.

4. Fiscal Management – to adhere to conservative financial policies and

continually strive to efficiently utilize available resources.

5. Transportation – to establish and maintain a transportation plan and program that is compatible with the County’s land use, growth management, environmental and economic development priorities.

6. Economic Development – to attract and retain business investment,

focusing on those companies that maintain economic balance, that respect our quality of life on the magnificent Chesapeake Bay, and

that provide quality, high paying jobs to Anne Arundel County citizens.

7. Health – to educate the public about health hazards and promote

programs that increase awareness, detection and early detection of harmful diseases.

8. Recreation – To expand services to residents at low cost to enjoy the

benefits of preserving our natural resources, and contribute to a healthy and active community by improving trails, parks and activities.

Accomplishments and Objectives The Departments and State Agencies funded by the County budget collectively contribute to the accomplishment of these goals. In the Expenditure Detail section of the Budget, a mission statement is provided for each department along with a listing of key accomplishments over the past year and key objectives for the coming year. A selection from the many performance measures used by each department in managing its work is also presented in the Expenditure Detail section. The accomplishments and objectives shown for each department are driven by the pursuit of the long-term goals expressed above and their inter-relationships are represented in the matrix shown on the opposite page.



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Long Term Goals by Agency or Department

Numeric Key to Goals

1. Public Education 2. Public Safety 3. Environmental Stewardship and Managing

Growth 4. Fiscal Management 5. Transportation 6. Economic Development 7. Health 8. Recreation

Departments & State Agencies 1 2 3 4 5 6 7 8 County Executive Office of Law Admin Hearings Chief Admin. Officer Central Services Finance Budget Personnel Info Technology Bd. Of Education Community College Libraries Planning & Zoning Inspections & Permits Public Works Aging Recreation & Parks Health Social Services Police Fire Detention Circuit Court Orphan’s Court State’s Attorney Sheriff License Commissioners Elections Coop Extension Service



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Anne Arundel County is located thirteen miles east of Washington, D.C., with Baltimore City and Baltimore County as its northern boundary and the Chesapeake Bay as the county's entire eastern boundary. The County is also bordered by Howard County to the west, Prince George's County to the southwest and Calvert County at its southern tip. Situated within the Atlantic Coastal Plain, the elevation rises from sea level along its coast to approximately 300 feet in the northern part. The County terrain which varies from level plains to gentle rolling hills is well drained by its streams and rivers into the Chesapeake Bay. The area of the County is 416 square miles.

Annapolis, the County's seat as well as the capital of Maryland, remains the County's largest incorporated area. Annapolis serves not only as a government center, but also as the focus of boating and tourism for the Chesapeake Bay region. The city perhaps is best known as the home of the United States Naval Academy. With more than 534 miles of coastline, the County is naturally known for boating and water sports, fishing, crabbing, water skiing, sailing and swimming. But that’s just the beginning. For nature lovers, there are 2 state parks, over 70 county parks, and several nature preserves. The County also houses numerous greenways, including the 13-mile Baltimore and Annapolis Trail where walkers, runners, bicyclists and equestrians pass sunny mornings and afternoons.

For most of its 350 year history, Anne Arundel County consisted of the City of Annapolis and largely rural and agricultural tracts of land. Particularly during the last several decades, the nature of land use has changed in the county and its population has increased. Although much of the County retains a rural and agricultural character, large areas of the County have become suburbs that are closely linked to the Baltimore-Washington metropolitan area.

Housing Statistics 2012

Estimate % U.S.

Total Housing Units 215,991 Occupied Housing Units 201,934 93.5% 87.6% Owner-occupied 149,254 73.9% 63.9% Renter-occupied 52,680 26.1% 36.1% Vacant Housing Units 14,057 6.5% 12.4% Median Value $320,900 N.A. $171,900 Source: U.S. Census Bureau, 2012 American Community Survey

Population Characteristics 2012

Estimate % U.S. Total Population 550,488 Male 272,014 49.4% 49.2% Female 278,474 50.6% 50.8%

Median Age (years) 38.6 N.A. 37.4 Under 5 years 34,751 6.3% 6.3% 18 years and over 425,115 77.2% 76.5% 65 years and over 69,851 12.7% 13.7% Source: U.S. Census Bureau, 2012 American Community Survey 1-Year Estimates

Budget MessageBudget Overview


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Some key demographic statistics over the past decade are depicted below:

Demographic Statistics State U.S. Public

Fiscal Per

Capita Per

Capita Per

Capita School UnemplYear Population Income Income Income Enrollment Rate 1996 467286 $29,012 $27,393 $24,175 71,824 4.10% 1997 472356 $30,659 $28,666 $25,334 72,707 3.80% 1998 477749 $32,704 $30,317 $26,883 73,775 3.70% 1999 484800 $34,407 $31,796 $27,939 74,663 3.20% 2000 491394 $37,425 $34,256 $29,843 74,495 2.90% 2001 497045 $39,594 $36,203 $30,562 75,094 2.80% 2002 504884 $40,483 $37,092 $30,795 74,798 3.10% 2003 507769 $41,825 $38,153 $31,466 74,519 3.60% 2004 513259 $45,283 $40,499 $33,090 74,000 3.40% 2005 516171 $47,823 $42,405 $34,741 73,633 3.50% 2006 517698 $50,728 $44,858 $37,725 73,111 3.30% 2007 520503 $52,977 $46,839 $35,506 73,495 3.00% 2008 525304 $54,835 $48,864 $40,947 73,658 3.80% 2009 532395 $53,163 $47,419 $38,637 74,782 6.70% 2010 539390 $54,019 $48,621 $39,791 75,481 7.10% 2011 544818 $56,270 $50,656 $41,560 76,303 6.60% 2012 550488 $59,711 $53,816 $43,735 77,770 6.11% 2013 554743 $59,849 $54,230 $43,513 79,403 6.00%

Fort Meade, including its tenant organizations such as the National Security Agency, Defense Information Schools, the Environmental Protection Agency, etc., is the county's largest employer. Reflective of the county’s reliance upon government as an employer, the County’s top ten government employers account for nearly four times the number of employees than the county’s top ten private employers. See the below link for a listing of Anne Arundel County’s Top Ten Government Employers & Top Ten Private Sector Employers:

http://www.aaedc.org/partnerships-businesses/top-employers Based on the recommendations from the federal Base Realignment and Closure Commission (BRAC), Anne Arundel County expects 9,000 – 14,000 more jobs through the next five plus years connected directly and indirectly to the operations, activities and mission of Fort Meade. Up to 20,000 private contractors could follow thus creating 40,000 to 60,000 jobs in the County. In response, Anne Arundel County established a BRAC Task Force on March 1, 2007. The purpose of the task force is to help Anne Arundel County prepare a plan to address the community impact associated with BRAC. The County's economic base has broadened with the growth of high technology industries around the Baltimore-Washington International Airport and the Parole areas near Annapolis. Other major employers are shown below. Commercial employment has grown, spurred in part by the construction of large shopping malls and smaller shopping centers. Northwest Anne Arundel County, anchored by the National Security Agency, BWI Airport, and Fort George G. Meade, is rich with opportunity as companies cluster around the County’s strategic assets. These public and private enterprises have fueled tremendous economic growth and represent the heartbeat of the informatics corridor.



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Chief Administrative Officer

County Executive

Office of Law

Bd of License Comm

Admin Hearings

Orphan’s CourtCircuit Court

State’s Attorney Sheriff

Bd of Elections

Rec & Parks

Cooperative Extension Local Mgmt Board

Health

Boards & Commissions

Social Services

Legislative Branch

Planning & Zoning

Inspections & Permits

Police

Public Works Detention

Fire

Central Services

Finance

Personnel

Budget

Info Technology

Board of Education

Libraries

Community College

Voters

Aging

Anne Arundel County, Maryland

State Agencies



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The “form” of the comprehensive budget for FY2015 follows closely the requirements set forth in the County Charter. Section 703 of the Charter defines the comprehensive scope of the budget to include three things: the budget message, the current expense budget, and the capital budget and capital program. In the comprehensive budget for FY2015, these three things take the form of three separate documents each of which conform to the content requirements set forth in Section 706 of the Charter. In addition to meeting these Charter-mandated content requirements, each document also attempts to meet the awards criteria set forth by the Government Finance Officers Association for their Distinguished Budget Presentation Awards Program. Finally, any additional material required by the County Council as provided for under the Charter that is not otherwise included in these three documents is provided in appendices and/or supplements to these documents. Therefore, the broad outline of the Comprehensive Budget for FY2015 is as follows:

1. The Budget Message 2. The Current Expense Budget

3. The Capital Budget and Program

In addition to the requirements regarding the content of the County budget, the County Charter also provides, in sections 610, 704 and 705, specific requirements with respect to the process of formulating both the Current Expense Budget and the Capital Budget and Program. The steps of the annual budget process for both the Current Expense Budget and the Capital Budget and Program can be organized according to the following four phases:

1. Departmental Preparation and Affordability Recommendation 2. Review and Recommendation 3. Executive Review and Proposal 4. Legislative Review and Approval

The budget process is designed to encourage citizen input during each phase. The process is described on the following pages, and is summarized in the time-line figure shown at the conclusion of this section. Phase 1: Departmental Preparation and Affordability Recommendation Capital Budget and Program – September through January County departments receive capital budget preparation instructions in early September. Under the direction of the Chief Administrative Officer, the Department of Public Works Engineering Bureau and Office of the Budget, collectively steer this phase of the capital budget preparation process. For FY2015, as is typically the case, this phase concluded at the end of January with the transmission by the Budget Officer to the Office of Planning and Zoning an itemized list of the capital projects which each agency proposes to undertake in the ensuing fiscal year and the next succeeding five fiscal years thereafter for review and recommendation by the Planning Advisory Board, comprised of citizens appointed by the County Executive. Current Expense Budget – December through February County departments receive overall budget preparation guidance from the Chief Administrative Officer in early December. For FY2015, as is typically the case, departments were required to submit their requests and supporting materials to the Budget Officer by early February. Section 704 of the County Charter requires this to occur no later than 120 days prior to the end of each fiscal year, or about March 1.



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(An exception to this deadline for both the Capital and Current Expense Budgets is made for the Board of Education, for which state law sets a March 1 deadline for requests to the County government.)

Affordability Recommendation – October through January

There is a Spending Affordability Committee comprised of citizens appointed by the County Executive and confirmed by resolution of the County Council that makes advisory recommendations to the Office of the Budget, the County Executive, and the County Council relating to spending affordability including County spending levels to reflect the ability of the taxpayer to finance County services and long-term debt. The Committee’s recommendations are provided in a report finalized by the end of January.

Phase 2: Review and Recommendation

Planning Advisory Board Review and Recommendation – February through March The Planning Advisory Board, comprised of citizens appointed by the County Executive and responsible for review and recommendation of the General Development Plan, related Small Area Plans, and the Water and Wastewater Master Plans, reviews the itemized list of the capital projects which each agency proposes to undertake in the ensuing fiscal year and the next succeeding five fiscal years, and typically makes an interim recommendation by early March. Administrative Review and Recommendation – February through March The Chief Administrative Officer and the Budget Officer review the department requests, both operating and capital, during the month of February for accuracy, consistency with county goals, need, and affordability. The Chief Administrative Officer with the assistance of the Budget Officer considers the Spending Affordability Committee’s recommendations and the Planning Advisory Board’s recommendations, and recommends to the County Executive a comprehensive budget including both the Current Expense Budget and the Capital Budget and Program. This recommendation is typically made by early March.

Phase 3: Executive Review and Proposal

From early-March through mid-March, the County Executive holds a series of meetings with budget staff and with departments to discuss departmental requests and related recommendations. Final decisions are made in early April, and the Proposed Comprehensive Budget document is prepared for presentation to the County Council on May 1. Phase 4: Legislative Review and Approval

Following the presentation by the County Executive of the proposed comprehensive budget on May 1, the County Council holds budget hearings throughout the month of May. By Charter, the County Council can reduce, but not increase, budgets for county departments. An exception is made for the Board of Education budget which can be increased or reduced by the County Council in accordance with state law. However, the total county budget cannot exceed that proposed by the County Executive. Throughout the month of May, the County Council holds public hearings in different parts of the county to receive citizen input on the proposed budget. The Administration, primarily through the Office of Budget, provides detailed supplementary information to the county Auditor's Office for its review. The county Auditor's Office makes recommendations on the budget to the Council. The Council votes on proposed amendments to the County Executive's recommended budget. After all amendments have been considered, the County Council votes on the entire budget and sets the property tax rate. By Charter, the County Council must adopt the budget no later than June 15th, otherwise the Proposed Comprehensive Budget stands adopted.



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SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL Department Preparation

Capital Budget & Program

Current Expense Budget

Affordability Recommendation

Review & Recommendation

Planning Advisory Board Review

Administrative Review

Executive Review & Proposal Legislative Review & Approval Fiscal Year Begins



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

governments. Since agency funds report only assets and liabilities, these funds are not subject to appropriation. Pension Trust Fund – This fiduciary fund accounts for the activity of the Anne Arundel County Retirement and Pension System. Employer and employee contributions are paid into this system and invested to provide guaranteed pension benefits after retirement. Because these contributions and investment earnings are not County monies, but are held in Trust, expenses related to the Pension Trust Fund are not subject to appropriation in the current expense budget. All funds other than the General Fund that are subject to appropriation in the current expense budget are collectively referred to in this document as “other funds.”



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A brief description of the major fund types within which each of these “other funds” are categorized follows: The General Fund: is probably the most visible part of the County budget. It includes the budgets to pay for police and fire protection, maintain roads and plow the snow, operate the detention centers, provide grants to community social service agencies and a host of other activities, including the County’s contribution toward the operation of the County schools, community college and library system. The revenue to support the general fund comes primarily from local property and income taxes. Special Revenue Funds: a number of County revenues can only be spent for specific purposes. Examples of such special revenue funds include the reforestation, Laurel impact fee, and workforce development funds. Beginning with the FY2009 Budget, all grant revenues are accounted for in a new Grants Special Revenue Fund. Previously, such grant revenues were accounted for in the General Fund. This change is one component of an overall Countywide effort to better manage and control the grants management process.

Enterprise Funds: some government operations are fully supported by revenues they generate. The water and wastewater utility fund is an example. Internal Service Funds: Some government departments operate purely to support other local agencies. For example, the self insurance fund provides insurance coverage for County government agencies and charges their respective funds for the cost. Other internal funds include the central garage funds, and the health insurance fund. These “other funds” and the department to which they are assigned are shown in the chart on the following page.



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Departmental Assignments of Other Funds

Coun

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Cent

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Fina

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Insp

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Per

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Publ

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Rec

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Polic

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Dete

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Enterprise FundsUtility OperationsUtility Debt ServiceMaryland City Altern. Minimum TaxSolid WasteSolid Waste Financial AssuranceChild Care

Internal Service FundsSelf-InsuranceHealth InsuranceCentral Garage - Operations FundCentral Garage - Replacement Fund

Special Debt Service FundIPA Debt Service

Special Revenue FundsWhitmore GarageDeveloper Street Light InstallationForfeit & Asset SeizurePiney Orchard WW ServicePartnership for Children, Youth & FamiliesLaurel Impact FeeInmate BenefitReforestationWorkforce DevelopmentCommunity DevelopmentGrants FundImpact FeeVideo Lottery Impact Fee FundWatershed Protection and Restoration Fund

Tax Increment Financing and Special Tax District FundsNursery Road Tax IncrementWest County Tax IncrementFarmington Village Special Tax DistrictPark Place Tax IncrementArundel Mills Tax IncrementParole Tax IncrementNat'l Business Park Tax Dist Dorchester Special Tax District

Special Community Benefit Districts, and Erosion Control and Waterway Improvement Districts(These districts are community-initiated and are not assigned to a particular Department)

Board of Education, Community College, and Library(Funds have been established to accomodate appropriation of all funding sources for these component units)

Specific sub-funds assigned to each department receiving grants.

Specific sub-funds assigned to each department receiving VLT funds.



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GAAP Basis of Accounting The basis of accounting refers to the timing of when revenues and expenditures are reported in financial documents. The County presents financial statements in its Comprehensive Annual Financial Report (CAFR) in accordance with GAAP.

The governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized when measurable and available. Expenditures are generally recorded when incurred. In accordance with GAAP, the County considers revenue collected within 90 days of the end of the fiscal year as being available, except for property taxes, which must be collected within 60 days. Therefore, when revenues have not been received within these availability periods, they have been deferred into a future fiscal year.

The proprietary funds are reported using the economic resources measurement focus and the accrual basis of accounting. Revenues are recognized when earned, and expenses are recognized when a liability is incurred, regardless of the timing of cash flows.

Budgetary Basis of Accounting

The budgetary basis of accounting determines when a government charges expenditure to a budget appropriation, or when it credits revenue to its Funds for budgeting purposes. Although the County presents financial statements in its CAFR in accordance with GAAP, the budget is adopted on a modified cash basis. The major areas of difference between the two bases of accounting are as follows:

• For budgetary purposes, expenditures are recognized when encumbered. Under GAAP, encumbrances are classified as a reservation of fund balance.

• For budgetary purposes, grant revenue is recognized when the grant-related reimbursable expenditures are made. Under GAAP, these revenues are recognized when measurable and available.

• For budgetary purposes, depreciation expense is not appropriated, but capital outlays are. Under GAAP, in the proprietary funds, capital outlay transactions are recorded as an increase in capital assets, and depreciation expense is recognized on an annual basis regardless of when a capital asset is actually replaced.

In recognition of these differences, companion financial statements are presented in the CAFR according to the budgetary basis of accounting. Appropriation Control

Section 706 of the County Charter requires the County Executive to classify proposed expenditures within the current expense budget “by agency, character and object.” The nature of this classification is left to the discretion of the County Executive. The current expense budget classifies department (i.e., agency) expenditures by sub-departments (i.e., character) and seven expense objects including Personal Services, Contractual Services, Supplies & Materials, Business & Travel, Capital Outlay, Debt Service, and Grants, Contributions & Other. Section 715 prohibits the expenditure of funds in excess of the amounts appropriated under this general classification of expenditure. The specific level of appropriation control is identified in exhibits A, B and C which are part of the Annual Budget and Appropriations Ordinance a copy of which is included in the appendix to the Approved Current Expense Budget. Amendment to the Budget

The County Charter, Section 711 allows appropriations in a fiscal year to be transferred between general classifications of expenditure within the same department with the approval of the County Executive. Transfers between departments may be made only on the recommendation of the County Executive and approval of the County Council. Section 712 provides that during any fiscal year, the County Council, upon the recommendation of the County Executive, may by ordinance make additional, supplementary or emergency appropriations as long as they do not exceed the amount of funds certified as being available by the Controller.



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Balanced Budget

Section 710 (c) of the County Charter provides that the County budget shall be adopted in the Annual Budget and Appropriation Ordinance and “balanced as to proposed income and expenditures”. The County encourages commitment to a balanced budget through the preparation, management and execution of the yearly budget. The FY2015 Budget is balanced. One-Time Revenues

One-time revenues are defined as revenue sources that cannot be relied upon over time. One time revenues are generally utilized to fund capital projects or to enhance reserves. Statement of Contingency Reserves Under Section 706 (a) of the County Charter, contingency reserves are limited to 3% of general and other fund appropriations. A General Fund contingency account is typically funded under the Office of the Chief Administrative Officer. The FY2015 Budget includes $10,795,900 in this reserve account, or 0.8% of total General Fund appropriations. Revenue Reserve Fund

Section 8-107 of the Anne Arundel County Code creates a revenue reserve account known as the Rainy Day Fund. The Revenue Reserve Fund is a continuing, non-lapsing account in which funds are retained to support appropriations if general fund revenues fall below revenue estimates during a fiscal year. Pursuant to Section 8-107(b) the budget as proposed by the County Executive and approved by the County Council may contain an appropriation to the Revenue Reserve Fund. This contribution must not cause the balance of this fund to exceed 10% of the estimated average aggregate annual revenue derived from the income tax, real property transfer tax, recordation tax, and investment income of the General Fund in the three fiscal years preceding the fiscal year for which the appropriation is made.

Section 8-107(d) allows the County Executive with the approval of the County Council, to authorize a transfer from the Revenue Reserve Fund to the General Fund in the current expense budget if: (1) revenues for the current fiscal year will be below the estimated revenues relied on to fund the current expense budget, and (2) all reasonable reductions in expenditures have been made and will not be sufficient to offset the anticipated shortfall. Clearly, strict standards govern the use of this fund. In FY2009 and FY2010 a total of $32.75 million of the Revenue Reserve Fund was used. The County Council added $5 million in FY2012, $1 million in FY2013, and $ 20.3 million in FY2014. The FY2015 Budget transfers $3.3 million to the Fund bringing the balance to the maximum level permitted by the County Code. Budgetary Fund Balance

Fund Balance is the difference between the assets and liabilities of a governmental fund. It is always divided into two separate pieces: a “reserved” piece and an “unreserved” piece. The “unreserved” piece is generally the amount available for new spending. In some instances, a portion of this “unreserved” fund balance may be “designated” (or planned) for a particular purpose. The Budgetary Fund Balance represents the amount of net assets that are available for appropriation, consistent with the Budgetary Basis of Accounting. Budgetary Fund Balance data as of the end of the previous fiscal year is obtained from the County’s Comprehensive Annual Financial Report (CAFR).



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Pension Fund The County has established a proprietary pension system for County employees and affiliated groups. The employee contribution requirements for each employer defined benefit plan in the Retirement System are set by County legislation. The County's annual contribution is based on annual actuarial valuations. The table below provides the actuarial assumptions, funding methods and contributions related to the FY2013 financial statements.

For FY2015, the County is again funding the actuarially recommended amounts for the four plans:

Employees Police Fire Detention Plan Plan Plan Plan Contribution rates: County Legislated amount Legislated amount Legislated amount Legislated amount Plan members Tier One 4.00% 5.00% to 7.25% 5.00% to 7.25% 5.00% to 6.75% Tier Two - Not applicable Not applicable Not applicable Annual Pension Cost (APC) $23,958,375 $18,934,063 $16,409,138 $6,006,849 Contributions made $23,958,375 $18,934,063 $16,409,138 $6,006,849 Actuarial valuation date January 1, 2013 January 1, 2013 January 1, 2013 January 1, 2013 Actuarial cost method Projected Projected Projected Projected unit credit unit credit unit credit unit credit Amortization method Level % of payroll Level % of payroll Level % of payroll Level % of payroll Remaining amortization period Range 21-30 yrs Range 21-30 yrs Range 21-30 yrs Range 22-30 yrs Asset valuation method

5-yr smoothed market




Actuarial assumptions: Investment rate of return 4.50% 4.50% 4.50% 4.50% Inflation rate 3.50% 3.50% 3.50% 3.50% Projected salary increases Varies by age Varies by age Varies by age Varies by age 4.0% to 7.0% 4.5% to 6.5% 3.5% to 7.0% 4.75% to 6.5% Cost of living adjustments: Benefits earned prior to 2/97 3.00% 3.50% 3.50% 3.50% Benefits earned thereafter 2.10% 2.10% 2.10% 2.10%

Source: FY2013 Comprehensive Annual Financial Report

Employees’ Plan $24,943,780Police Plan $18,805,398Fire Plan $15,388,377Detention and Sheriffs Plan $6,215,127



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Other Post Retirement Funds Retirees of the Primary Government, Library, and Economic Development continue to receive medical coverage. The Primary Government pays eighty percent of the cost. These retirees have the option of retaining dental and vision coverage, but must pay the full cost of these benefits. Health benefits are provided to retirees through an agreement between the Primary Government and the Police labor union, and are extended to others by administrative policy. Board of Education employees who are eligible to receive retirement benefits from the State Retirement Agency and are members of the Board’s group medical insurance plan may elect to continue membership in the Board’s group medical, dental, and vision plans after retirement. The Board funds 80% of the premiums for medical and prescription drug coverage for employees hired on or before September 15, 2002. For employees hired after September 15, 2002, the Board funds a portion of the premiums ranging from 25% with 10 years of service to 75% with 20 or more years of service. No Board funding is provided for dental and vision plan coverage. The Board maintains separate medical coverage plans for active employees and retirees, and the retiree plan is rated separately based on claims experience of the retiree group. The Community College provides medical, dental, and vision benefits to eligible retirees who are enrolled in medical coverage at the time of retirement. The benefit levels, employee contributions, and employer contributions are governed by and may be amended by the College Board of Trustees. Retirees are eligible for these benefits if they have a minimum of 10 years of service and meet the eligibility requirement of their State of Maryland or other optional pension plans. The College contributes to the cost of retirees’ benefits at a rate of 2.5% for each year of service, and employees must have at least 10 years of service to qualify. The maximum paid by the College is 75%. Retirees have no vested rights to these benefits.

The number of individuals eligible to participate in the plans is presented on below. Inactive includes both retirees and those who are terminated and vested.

The Government Accounting Standards Board (GASB) has issued Statements 43 and 45 (effective in FY07 and FY08, respectively), which pertain to reporting requirements for other post retirement benefits. This will require governments to accrue the liability and expense of these benefits over the working career of employees, rather than recognize the cost when paid. For FY2014, the annual required contribution to fully fund this accrued liability in conformance with GASB is approximately $80 million. The Administration has evaluated the impact of these statements, and in FY2015 is committed to the implementation of a multi-year plan toward funding this accrued liability. The FY2015 budget contributes $20.7 million to the OPEB Fund. In addition, the County created the Benefits Collaborative Study Group as a result of the passage of Resolution 50-11 adopted by the County Council on September 6, 2011. This group was created to review existing employment and post-employment benefits provided by the County and report recommendations on fair and equitable reductions of continued benefits. As a result of the Final Report of the Benefits Collaborative Study Group, Bill 85-13 was passed changing the health benefit structure for employees and retirees. All savings associated with these actions are committed to future contributions to the Reserve Fund for Retiree Health Benefits.

Active

Inactive

Total

Primary Government 3,685 2,185 5,870 Board of Education 8,569 4,485 13,054 College 296 270 566 Library 172 122 294

Total 12,722 7,092 19,784



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Debt Limit The Annotated Code of Maryland, Article 25A, Section 5P provides that the aggregate amount of bonds and other evidences of indebtedness outstanding at any one time shall not exceed a total of 6% of the assessable basis of real property of the county and 15% of the county’s assessable basis of personal property and operating real property. In compliance with State Code, Section 9-101 of the County Code authorizes the County Council to approve the issuance of general obligation bonds up to a limit of 5.2% of the assessable basis of real property and 13% of the assessable base of personal property and certain operating real property of the County. Section 9-103 of the Code allows general obligation water and sewer bonds to be issued up to a debt limit of 5.6% of the assessable basis of real property and 14% of the assessable base of personal property and certain operating real property within the County’s sanitary district. The following calculation of the County’s legal debt margin is taken from the Comprehensive Annual Financial Report (CAFR) for the period ending 6/30/2013: Water and General Bonds Wastewater Relevant Limitation percentages 5.2%/13% 5.6%/14% Charter imposed limitation $4,197,492,032 $4,162,859,778 Bonded debt outstanding Installment Purchase Agreements 13,625,000 0 Long-term serial bonds 875,041,717 418,433,173 Long-term serial bonds, Solid Waste 26,028,283 0 Tax increment bonds 90,815,000 0 Bond anticipation notes 0 0 1,005,510,000 418,433,173 Legal debt margin $3,191,982,032 $3,744,426,605

Statement of Long-Term Outstanding Debt As of April 2014 (per 6/30/13 CAFR plus March 2014 Bond Issue) General Improvements Bonds 997,341,717 Solid Waste Bonds 30,628,283 Water and Wastewater Utility Bonds 497,633,175 Installment Purchase Agreements 13,625,000 State & Federal Loans 3,888,091 Tax Increment Bonds 90,815,000

Total Debt Outstanding 1,633,931,266(Source: Preliminary Official Statement dated March 2014)



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Statement of Debt Service Requirements

FY2013 FY2014 FY2015Funding Source Actual Estimate Total Principal InterestGeneral Fund

- General County 42,630,793 43,579,400 44,557,000 29,411,100 15,145,900 - Board of Education 58,599,882 62,319,300 67,691,800 42,755,700 24,936,100 - Community College 5,112,226 5,763,600 5,678,500 3,576,900 2,101,600 - Golf Course 1,861,019 1,906,000 1,901,000 1,030,000 871,000

General Fund Total 108,203,920 113,568,300 119,828,300 76,773,700 43,054,600Enterprise Funds

Water Debt Service 18,706,524 17,851,300 20,777,500 11,450,900 9,326,600Wastewater Debt Service 20,496,346 23,672,600 27,090,800 16,063,600 11,027,200Solid Waste 3,366,677 3,095,300 3,695,600 2,356,300 1,339,300Watershed Protection & Restor 0 348,000 725,500 354,900 370,600

Fiduciary and Special Debt Service FundsIPA Debt Service 749,416 748,300 747,200 20,000 727,200

Tax Increment Financing and Special Tax District FundsNursery Rd Tax Increment 174,911 172,000 174,000 90,000 84,000West Cnty Dev Dist Tax Inc 1,166,800 1,193,000 1,216,000 540,000 676,000Farmingtn Vlg Spc Tax Dist 643,937 439,000 446,700 260,000 186,700Rte 100 Dev Dist Tax Inc 2,231,931 2,264,000 2,322,000 950,000 1,372,000Parole TC Dev Dist Tax Inc 1,050,625 0 0 0 0Village South at Waugh Chapel 188,207 1,000,000 1,000,000 0 1,000,000National Business Park - North 0 1,811,000 1,811,000 0 1,811,000Dorchester Specl Tax Dist 1,197,958 982,000 1,002,700 0 1,002,700

158,177,253 167,144,800 180,837,300 108,859,400 71,977,900



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Anne Arundel County’s financial policies and guidelines provide the basic framework for the development of the fiscal year budget. These policies and guidelines provide direction for evaluating both current activities and proposals for future programs during the budget process. Many of the policies and guidelines represent long-standing principles and practices that have shaped County budgets in the past and have helped maintain the County’s financial stability. The policies and guidelines are reviewed annually.

Operating Budget

1. The budget will be balanced.

2. The County will maintain a budgetary control system to insure adherence to the budget and will hold monthly meetings to review reports comparing actual revenue collections and expenditure commitments to budgeted amounts.

3. The County will devote resources for loss prevention activities to

lessen losses experienced by the County’s self-insurance fund.

4. The County will endeavor to fund recurring expenses with recurring revenue. One-time revenue should be utilized for PayGo capital projects or to enhance reserves.

5. Given the County’s property tax revenue limitation, the County will

utilize techniques to smooth year-to-year expenditures so as to avoid volatile annual total expenditure swings.

6. The County will maximize its property tax realization under the

property tax revenue limitation Charter provision.

7. The County will utilize multi-year forecasts to evaluate the impact of budget decisions.

8. The County will endeavor to maintain a diversified and stable

revenue system so as to minimize exposure to economic cycles.

9. The County will aggressively pursue the collection of revenue it is due.

10. The County will regularly review user charges and permit fees so as

to keep them in line with actual costs.

11. The County will conservatively estimate revenues.

Fund Balance

1. The County shall maintain a Revenue Stabilization Fund equal to

10% of the previous three-year average of income tax, recordation tax and transfer tax receipts and investment income. The purpose of the fund is to provide a source of funds should revenue estimates in the current year not be achieved.

2. Before the Revenue Stabilization Fund may be accessed, every effort

to reduce expenditures shall be employed.

3. If the Revenue Stabilization Fund is utilized, the Fund shall be replenished within three years of the return to normal revenue growth rates.

4. The General Fund should generate a fund balance of at least $5

million each year.

5. Undesignated fund balance shall be utilized as a source of PayGo funding or to fund the Revenue Stabilization Fund.

6. The Utility Fund shall endeavor to have a fund balance of

approximately two months of operating expenses. The Solid Waste Fund shall endeavor to have a fund balance of 10% of operating revenue.

Budget MessageFinancial Policies


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Capital Budget

1. The County will endeavor to maintain its AAA bond rating from Standard and Poors, and continue its quest to raise the current rating of Aa1 from Moody’s.

2. The County will employ a debt affordability model so as to monitor

and comply with its debt policies.

3. The guidelines utilized for the debt affordability model are as follows:

4. Commercial paper issued to finance the construction of capital

projects shall be limited to a two-year maturity.

5. Tax supported debt issued to finance General County projects shall generally be limited to a twenty-year maturity, and have an average life of less than ten years.

6. Capital projects which have an overall estimated useful life of 10 or

more years are considered eligible for bond funding.

7. Utility Fund and Solid Waste Fund debt shall first be revenue supported debt, but may utilize a general obligation pledge as a secondary debt service source, however these Funds shall be individually self-supporting.

8. All County debt shall have a component of annual repayment.

Major Changes in Financial Policies and Guidelines

• None

Guideline

Measure

Tax

Supported Debt

Tax Increment, Special Taxing District,

And Other Revenue Supported Debt

Debt to Operating Income 10.0% 1.0%

Debt to Personal Income 3.0% 0.5%

Debt to Full Value Assess. 1.5% 0.25%

Debt per Capita $2,000 $200

Percentage of Tax-Supported Debt ------ 15%

Budget MessageFinancial Policies


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Statement of Unduplicated Expenditures - All FundsFY2013 FY2014 FY2015 Inc (Dec)

Funding Source Original Estimate Budget from Orig.General Fund $1,319,796,400 $1,317,882,300 $1,349,416,700 $29,620,300Other Funds $521,014,800 $475,486,400 $536,671,300 $15,656,500BOE Component Unit $1,004,580,000 $1,000,578,300 $1,019,987,700 $15,407,700AACC Component Unit $179,607,000 $179,607,000 $173,358,500 -$6,248,500AACPL Component Unit $20,215,000 $20,204,600 $22,404,900 $2,189,900Special Benefit Districts $11,354,900 $11,354,900 $11,977,800 $622,900

Total Operating Budget (with duplication) $3,056,568,100 $3,005,113,500 $3,113,816,900 $57,248,800(See pages 23 & 24)

Less Duplicate AppropriationsGF Contr to BOE $596,454,600 $596,454,600 $603,483,300 $7,028,700GF Contr to AACC 31,437,700 31,437,700 35,937,700 $4,500,000GF Contr to Library $16,558,700 $16,558,700 $18,584,000 $2,025,300GF Contr to Whitmore $170,000 $170,000 $170,000 $0GF Contr to IPA Debt Service $753,000 $753,000 $1,200,000 $447,000GF Contr to Community Devel $270,000 $270,000 $270,000 $0Internal Service Funds - Self Insurance Fund $19,727,400 $19,736,500 $23,368,000 $3,640,600 - Health Fund $105,006,000 $97,364,500 $117,382,500 $12,376,500 - Garage Working Capital Fund $16,682,600 $16,065,700 $17,089,800 $407,200 - Garage Vehicle Replacement $4,913,500 $4,847,600 $9,166,100 $4,252,600Pro Rata Share/Interfund Reimbursements - Whitmore Garage $30,000 $30,000 $30,000 $0 - Child Care Fund $374,500 $374,500 $374,500 $0 - Utility Opns Fund $9,503,000 $9,579,600 $10,346,600 $843,600 - Utility Debt Serv Funds $530,000 $530,000 $6,189,800 $5,659,800 - Solid Waste Fund $2,645,700 $2,645,700 $2,836,400 $190,700 - Watershed Protections and Res Fund $1,200,800 $1,200,800 $2,341,900 $1,141,100 - SIF Fund $278,000 $278,000 $278,000 $0 - Health Ins Fund $3,132,000 $5,632,000 $11,467,500 $8,335,500 - Central Garage Fund - Operating $455,800 $455,800 $455,800 $0 - Central Garage Fund - Replacement $42,300 $42,300 $42,300 $0 - Capital Projects Funds $7,250,000 $7,500,000 $8,100,000 $850,000TIF Districts Contrib to GF $27,761,000 $28,023,000 $30,084,000 $2,323,000

Total "Unduplicated" Operating Budget $2,211,391,500 $2,165,163,500 $2,214,618,700 $3,227,200

Add FY2015 Capital Budget: $379,659,689Less FY2015 PayGo/Bond Premium: $50,850,500

$2,543,427,889Total Unduplicated Comprehensive Budget:

Budget MessageFinancial Summaries


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Summary of Changes in Budgetary Fund Balance - All FundsFund Balance FY2014 Estimate Fund Balance FY2015 Budget Fund Balanceas of 6/30/13 Revenues Expenditures as of 6/30/14 Revenues Expenditures as of 6/30/15

General FundGeneral Fund 85,355,773 1,268,917,500 1,317,882,300 36,391,000 1,313,025,700 1,349,416,700 0Revenue Reserve Fund 23,000,203 21,650,000 0 44,650,203 3,300,000 0 47,950,203

Enterprise FundsWater & Wstwtr Operating 28,619,683 98,507,600 91,752,100 35,375,200 99,098,400 88,142,000 46,331,600Water & Wstwtr Sinking Fund 173,545,660 67,577,200 46,458,900 194,664,000 67,013,200 54,503,100 207,174,100Waste Collection Fund 16,339,856 51,126,800 52,637,700 14,829,000 50,179,100 54,577,900 10,430,200Watershed Protections and Restoration F 0 13,345,600 9,707,300 3,638,300 17,790,900 17,378,900 4,050,300Rec & Parks Child Care Fund 1,347,508 4,557,600 4,635,000 1,270,100 4,738,900 4,884,000 1,125,000

Internal Service FundsSelf Insurance Fund 1,085,451 21,109,700 19,736,500 2,458,700 22,957,300 23,368,000 2,048,000Health Insurance Fund 16,385,036 102,030,000 97,364,500 21,050,500 103,565,900 117,382,500 7,233,900OPEB Fund 0 15,000,000 0 15,000,000 20,700,000 0 35,700,000Garage Working Capital Fund 1,193,278 16,607,000 16,065,700 1,734,600 16,634,000 17,089,800 1,278,800Garage Vehicle Replacement 90,220 4,962,500 4,847,600 205,100 9,166,100 9,166,100 205,100

Special Debt Service / Fiduciary FundsAg & Wdlnd Prsrvtn Sinking Fund 7,640,662 753,000 748,300 7,645,400 1,200,000 747,200 8,098,200

Special Revenue FundsParking Garage Spec Rev Fund 0 557,800 544,400 13,400 563,100 550,400 26,100Developer Street Light Fund 956,988 500,000 271,200 1,185,800 0 0 1,185,800Bond Premium Revenue Fund 30,871,985 14,815,000 30,708,800 14,978,200 5,000,000 14,815,000 5,163,200Forfeit & Asset Seizure Fnd 1,305,974 250,000 678,200 877,800 250,000 480,100 647,700Piney Orchard WWS Fund 0 1,000,000 1,000,000 0 1,300,000 1,300,000 0Partnership Children Yth & Fam 40,009 1,597,200 1,576,700 60,500 2,718,300 2,718,300 60,500Laurel Race Track Comm Ben 24,381 152,000 152,000 24,400 357,000 357,000 24,400Inmate Benefit Fund 537,376 991,200 981,400 547,200 1,042,500 1,042,500 547,200Reforestation Fund 7,662,442 881,000 3,709,200 4,834,200 950,000 3,732,100 2,052,100AA Workforce Dev Corp Fund 0 1,200,000 1,200,000 0 1,200,000 1,200,000 0Community Development Fund 0 6,127,100 6,127,100 0 5,990,100 5,990,100 0Circuit Court Special Fund 100,291 230,000 230,000 100,300 231,000 231,000 100,300Video Lottery Impact Aid Fund 0 18,000,000 16,500,000 1,500,000 15,000,000 16,500,000 0Impact Fee Fund 18,597,327 13,019,000 2,701,100 28,915,200 8,729,000 25,495,400 12,148,800Grants Fund 178,743 26,418,400 29,022,500 N.A. 36,173,900 36,262,400 N.A.

Tax Increment Financing and Special Tax District FundsTax Increment Financing Districts N.A. 43,045,000 34,590,000 N.A. 37,316,300 36,865,900 N.A.Special Tax Districts N.A. 1,540,200 1,540,200 N.A. 1,891,600 1,891,600 N.A.

Special Community Benefit/Waterway Improvement/Erosion Control Districtsaggregate 4,469,100 6,885,800 11,354,900 4,566,400 7,411,400 11,977,800 0



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Summary of Changes in Budgetary Fund Balance - All FundsFund Balance FY2014 Estimate Fund Balance FY2015 Budget Fund Balanceas of 6/30/13 Revenues Expenditures as of 6/30/14 Revenues Expenditures as of 6/30/15

Component UnitsBoard of Education (BOE) 29,983,026 991,384,600 1,000,578,300 20,789,326 999,987,700 1,019,987,700 789,326Community College (AACC) 12,144,321 178,196,200 179,607,000 10,733,500 169,646,191 173,358,500 7,021,191Public Libraries (AACPL) 479,032 20,034,900 20,204,600 309,300 22,095,600 22,404,900 0

Totals 3,012,969,900 3,005,113,500 3,047,223,191 3,113,816,900(See page 24) (See pp 21 & 24) (See page 24) (See pp 21 & 24)

Per the County Charter, the General Fund budget must appropriate all revenues and estimated fund balance, including an appropriation of contingency reserves not to exceed 3% of the General Fund. This explains why the estimated fund balance as of 6/30/15 is zero.

Over the course of two fiscal years, FY09 & FY10, the Revenue Reserve Fund was drawn upon for a total of $32.5 million. The County Council amended the budget to provide for $5 million transfer to the Fund to begin the replenishing in FY12. The County Council added $1,083,800 in FY2013 and $21.6 million in FY2014 . The FY2015 budget includes a $3.3 million transfer to the Revenue Reserve Fund bringing the balance in this fund to the maximum level permitted by County Code.

The budget fully funds the actuarially determined Self Insurance Fund reserves. Following the actuarial valuation of claims in November of each year, budgetary adjustments are typically recommended as appropriate in future budgets.

The fund balance in the Health Fund provides a reserve for unanticipated claims. Additionally, in FY2014 & FY2015 there is $5.0 million recognized as a contribution to the County's OPEB liability attributed to savings from changes to health care benefits. A Health Insurance Holiday will add an additional $5.7 million to the OPEB Fund in FY2015.

The Central Garage Operations Fund is managed with the goal of maintaining little to no budgetary fund balance. However, for FY14 and FY15, the remaining fund balance provides a reserve for fuel cost increases.

The Central Garage Replacement Fund, on the other hand, is expected to regularly maintain a fund balance to accommodate the planned replacement of vehicles in the future. However, in recent years a substantial portion of this fund balance has been returned to the General Fund as a result of the freeze on equipment replacements in those years. For FY12, $3 million was budgeted for return to the General Fund. The County Council amended the FY12 budget to return an additional $1.5 million to the General Fund, and further reduced the equipment replacement budget by cutting over $1 million for police cars and ambulances. To address these neglected replacement cycles, the replacement component of the lease rate has been updated to account for the vehicle price increases over the last 10 years and police vechicle outfitting costs. Updated replacement rate also relfects shorter maximum economic life of public safety vechicles.

The Reforestation Fund balance is higher than desired, and staff continue to explore ways in which to utilize this fund balance in a manner consistent with the goals and requirements of the program.

The Tax Increment/Special Tax Funds are managed with a goal of maintaining no budgetary fund balance, the use of which is incorporated into the revenue estimates.



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Comparative Summary of Revenues and Expenditures - All FundsFY2013 FY2014 FY2014 FY2015 Inc (Dec)

Type/Object Actual Original Rev/Est Est/Bdgt from Orig.Revenue

General Fund 1,275,801,760 1,258,667,700 1,268,917,500 1,313,025,700 54,358,000Revenue Reserve Fund 474,120 20,300,000 21,650,000 3,300,000 (17,000,000)Other Funds 459,291,968 508,377,100 525,900,900 531,756,600 23,379,500BOE - County Contribution 584,579,700 596,454,600 596,454,600 603,483,300 7,028,700BOE - Local Sources 15,046,961 16,822,000 16,839,173 17,640,000 818,000BOE - State Grants 312,513,619 322,813,600 326,313,600 329,567,400 6,753,800BOE - Federal Grants 58,053,790 50,296,100 51,777,227 49,297,000 (999,100)AACC - County Contribution 32,047,700 31,437,700 31,437,700 35,937,700 4,500,000AACC - VLT Impact Aid Fund 0 3,700,000 3,700,000 1,700,000 (2,000,000)AACC - State of Maryland 27,473,716 28,308,500 28,308,500 29,522,500 1,214,000AACC - Tuition & Fees 44,621,848 45,710,000 45,710,000 42,566,000 (3,144,000)AACC - Other College 1,296,764 2,508,000 2,508,000 1,237,991 (1,270,009)AACC - Auxiliary & Other 47,190,223 66,532,000 66,532,000 58,682,000 (7,850,000)Library - County Contribution 16,002,800 16,558,700 16,558,700 18,584,000 2,025,300Library - VLT Impact Aid Fund 0 500,000 500,000 500,000 0Library - State Aid 2,113,638 2,113,600 2,113,600 2,100,600 (13,000)Library - Laurel Race Track 0 0 0 60,000 60,000Library - Fees, Fines, Collections 859,475 903,000 862,600 851,000 (52,000)Special Benefit Districts 6,989,100 6,885,800 6,885,800 7,411,400 525,600

Total Revenues 2,884,357,182 2,978,888,400 3,012,969,900 3,047,223,191 68,334,791Expenditures

Personal Services 495,466,010 531,776,000 525,874,700 560,976,200 29,200,200Contractual Services 161,333,867 179,436,800 178,090,800 191,655,100 12,218,300Supplies & Materials 32,888,334 34,509,300 35,056,200 39,950,700 5,441,400Business & Travel 1,436,474 1,887,900 1,812,500 2,334,500 446,600Capital Outlay 13,476,920 13,880,200 13,855,200 21,985,700 8,105,500Debt Service 158,716,713 169,539,600 172,084,800 181,607,300 12,067,700Grants, Contrib. & Other 802,051,838 909,781,400 866,594,500 887,578,500 (22,202,900)BOE Categories 945,128,209 1,004,580,000 1,000,578,300 1,019,987,700 15,407,700AACC Categories 150,616,669 179,607,000 179,607,000 173,358,500 (6,248,500)AACPL Categories 18,809,220 20,215,000 20,204,600 22,404,900 2,189,900Special Benefit Districts 11,575,400 11,354,900 11,354,900 11,977,800 622,900

Total Expenditures 2,791,499,654 3,056,568,100 3,005,113,500 3,113,816,900 57,248,800(see pp. 21 & 23) (see pp. 21 & 23)

Net use of (contribution to) Budgetary Fund balance: (92,857,528) 77,679,700 (7,856,400) 66,593,709

General Fund (35,394,071) 40,828,700 28,664,800 33,091,000All Others (57,463,457) 36,851,000 (36,521,200) 33,502,709

Net Use of Fund Balance (92,857,528) 77,679,700 (7,856,400) 66,593,709



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Comparative Statement of Revenues - General Fund

FY2013 FY2014 FY2014 FY2015 Inc (Dec)Funding Source Actual Original Revised Estimate from Orig.Property Taxes 589,899,231 602,719,000 605,147,000 622,502,000 19,783,000Local Income Tax 407,582,398 417,300,000 419,400,000 437,600,000 20,300,000State Shared Revenues 30,436,273 11,542,000 12,305,000 11,822,000 280,000Recordation & Transfer Taxes 81,036,685 73,000,000 76,000,000 78,000,000 5,000,000Local Sales Taxes 32,689,946 32,370,000 31,530,000 31,804,000 (566,000)Licenses and Permits 15,306,285 15,060,100 15,342,800 15,517,500 457,400Investment Income 189,172 400,000 400,000 400,000 0Other Reimbursements 57,142,987 54,201,900 55,979,200 58,134,500 3,932,600Interfund Reimbursements 61,518,783 52,074,700 52,813,500 57,245,700 5,171,000

Total County Revenue 1,275,801,760 1,258,667,700 1,268,917,500 1,313,025,700 54,358,000Fund Balance (34,310,271) 61,128,700 48,964,800 36,391,000 (24,737,700)

Total 1,241,491,489 1,319,796,400 1,317,882,300 1,349,416,700 29,620,300

Property Tax46%

Income Tax33%

State Shared1%

Rec & Transfer6%

Sales Tax 2%

Lic & Permits 1%

Other Reimb4%

Interfund Reimb4%

Invest Inc0%Fund Balance

3%

Other15%

FY2015 Revenue Estimate$1,349,416,700



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Comparative Statement of Expenditures - General FundFY2013 FY2014 FY2014 FY2015 Inc (Dec) from Approved

Department/Agency Actual Approved Estimate Budget $ %Legislative Branch

Legislative Branch 3,210,196 3,325,600 3,304,600 3,610,800 285,200 8.6%Executive Branch

County Executive 4,292,569 5,074,600 5,087,100 5,155,500 80,900 1.6%Office of Law 3,594,218 3,662,900 3,725,400 3,876,000 213,100 5.8%Office of Administrative Hearings 263,265 277,500 271,300 293,100 15,600 5.6%Administrative Core GroupChief Administrative Officer 4,026,926 17,022,700 2,384,100 13,595,900 (3,426,800) -20.1%Office of Central Services 17,233,005 17,789,100 18,541,400 19,496,400 1,707,300 9.6%Office of Finance 7,237,847 7,443,600 7,321,800 7,866,500 422,900 5.7%

* Office of Finance (Non-Departmental) 161,579,254 205,649,500 205,730,000 194,467,300 (11,182,200) -5.4%Office of the Budget 878,118 1,094,600 1,050,400 1,073,100 (21,500) -2.0%Office of Personnel 5,500,682 5,731,400 5,481,700 6,022,100 290,700 5.1%Office of Information Technology 14,292,959 15,251,200 14,951,400 16,837,900 1,586,700 10.4%

* Board of Education 584,579,700 596,454,600 596,454,600 603,483,300 7,028,700 1.2%Community College 32,047,700 31,437,700 31,437,700 35,937,700 4,500,000 14.3%Libraries 16,002,800 16,558,700 16,558,700 18,584,000 2,025,300 12.2%Land Use and Environment Core GroupOffice of Planning and Zoning 7,489,477 8,058,500 7,767,700 8,440,200 381,700 4.7%Department of Inspections and Permits 10,908,146 10,913,100 10,726,600 11,490,700 577,600 5.3%Department of Public Works 36,325,759 31,490,300 38,144,500 33,221,600 1,731,300 5.5%Human Services Core GroupDepartment of Aging and Disabilities 7,745,658 8,642,700 8,640,400 9,316,000 673,300 7.8%Department of Recreation and Parks 21,861,330 22,082,800 22,583,200 23,342,900 1,260,100 5.7%Health Department 29,143,078 32,743,600 31,742,900 33,897,700 1,154,100 3.5%Department of Social Services 4,006,019 4,627,900 4,150,400 4,627,300 (600) 0.0%Public Safety Core GroupPolice Department 105,660,390 107,697,500 111,050,100 120,878,200 13,180,700 12.2%Fire Department 99,276,787 99,023,400 102,744,700 102,144,800 3,121,400 3.2%Department of Detention Facilities 38,698,702 40,988,300 40,342,600 42,842,400 1,854,100 4.5%

State AgenciesCircuit Court 4,772,469 4,924,900 4,992,200 5,196,900 272,000 5.5%Orphans' Court 113,225 123,400 114,100 118,100 (5,300) -4.3%Office of the State's Attorney 9,000,524 9,288,800 9,142,400 9,779,700 490,900 5.3%Office of the Sheriff 7,480,326 7,706,100 8,453,400 8,797,500 1,091,400 14.2%Board of License Commissioners 656,005 663,500 646,400 676,900 13,400 2.0%Board of Supervisors of Elections 3,224,364 3,629,400 3,929,600 3,913,100 283,700 7.8%Cooperative Extension Service 217,184 238,100 238,100 246,800 8,700 3.7%

OtherEthics Commission 172,807 180,400 172,800 186,300 5,900 3.3%

1,241,491,488 1,319,796,400 1,317,882,300 1,349,416,700 29,620,300 2.2%



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Comparative Statement of Revenues - Other Funds

FY2013 FY2014 FY2014 FY2015 Inc (Dec)Actual Original Revised Estimate from Orig.

Enterprise FundsWater & Wstwtr Operating Fund 92,428,057 94,538,500 98,507,600 99,098,400 4,559,900Water & Wstwtr Sinking Fund 63,727,458 72,590,900 67,577,200 67,013,200 (5,577,700)Waste Collection Fund 51,469,766 49,779,900 51,126,800 50,179,100 399,200Watershed Protection and Restorati 0 13,920,100 13,345,600 17,790,900 3,870,800Rec & Parks Child Care Fund 4,087,635 4,413,300 4,557,600 4,738,900 325,600

Internal Service FundsSelf Insurance Fund 19,067,067 19,650,500 21,109,700 22,957,300 3,306,800Health Insurance Fund 94,384,890 102,506,000 102,030,000 103,565,900 1,059,900OPEB Fund 0 12,500,000 15,000,000 20,700,000 8,200,000Garage Working Capital Fund 16,018,700 16,336,200 16,607,000 16,634,000 297,800Garage Vehicle Replacement Fnd 5,003,600 4,919,000 4,962,500 9,166,100 4,247,100

Fiduciary & Special Debt Service FundsAg & Wdlnd Prsrvtn Sinking Fnd (682,682) 755,000 753,000 1,200,000 445,000

Special Revenue FundsParking Garage Spec Rev Fund 557,165 545,900 557,800 563,100 17,200Developer Street Light Fund 1,532,238 1,000,000 500,000 0 (1,000,000)Bond Premium Revenue Fund 15,318,078 15,000,000 14,815,000 5,000,000 (10,000,000)Forfeit & Asset Seizure Fnd 949,625 250,000 250,000 250,000 0Piney Orchard WWS Fund 967,792 1,000,000 1,000,000 1,300,000 300,000Partnership Children Yth & Fam 1,324,106 1,645,100 1,597,200 2,718,300 1,073,200Laurel Race Track Comm Ben Fnd 71 152,000 152,000 357,000 205,000Inmate Benefit Fund 1,013,708 1,011,700 991,200 1,042,500 30,800Reforestation Fund 1,447,811 1,050,000 881,000 950,000 (100,000)AA Workforce Dev Corp Fund 2,229,720 1,200,000 1,200,000 1,200,000 0Community Development Fund 6,396,383 6,131,100 6,127,100 5,990,100 (141,000)Circuit Court Special Fund 170,955 231,000 230,000 231,000 0Video Lottery Impact Aid Fund 0 20,000,000 18,000,000 15,000,000 (5,000,000)Impact Fee Fund 16,313,133 0 13,019,000 8,729,000 8,729,000Grants Fund 30,399,556 31,305,800 26,418,400 36,173,900 4,868,100

Tax Increment Financing and Special Tax District FundsTax Increment Financing Districts 32,210,912 34,404,900 43,045,000 37,316,300 2,911,400Special Tax Districts 2,956,220 1,540,200 1,540,200 1,891,600 351,400

459,291,968 508,377,100 525,900,900 531,756,600 23,379,500



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Comparative Statement of Expenditures - Other Funds

FY2013 FY2014 FY2014 FY2015 Inc (Dec)Actual Original Estimate Budget from Orig.

Enterprise FundsWater & Wstwtr Operating 92,435,494 93,054,700 91,752,100 88,142,000 (4,912,700)Water & Wstwtr Sinking Fund 39,962,344 43,759,400 46,458,900 54,503,100 10,743,700Waste Collection Fund 48,919,286 53,539,000 52,637,700 54,577,900 1,038,900Watershed Protection and Restoration Fund 0 12,304,700 9,707,300 17,378,900 5,074,200Rec & Parks Child Care Fund 3,892,576 4,636,200 4,635,000 4,884,000 247,800

Internal Service FundsSelf Insurance Fund 16,875,871 19,727,400 19,736,500 23,368,000 3,640,600Health Insurance Fund 91,583,439 105,006,000 97,364,500 117,382,500 12,376,500Garage Working Capital Fund 16,147,638 16,682,600 16,065,700 17,089,800 407,200Garage Vehicle Replacement 4,523,396 4,913,500 4,847,600 9,166,100 4,252,600

Fiduciary & Special Debt Service FundsAg & Wdlnd Prsrvtn Sinking 749,416 758,300 748,300 747,200 (11,100)

Special Revenue FundsParking Garage Spec Rev Fund 415,930 529,400 544,400 550,400 21,000Developer Street Light Fund 958,858 1,000,000 271,200 0 (1,000,000)Bond Premium Revenue Fund 154,858 30,708,800 30,708,800 14,815,000 (15,893,800)Forfeit & Asset Seizure Fnd 580,355 703,200 678,200 480,100 (223,100)Piney Orchard WWS Fund 967,792 1,000,000 1,000,000 1,300,000 300,000Partnership Children Yt 1,446,341 1,645,100 1,576,700 2,718,300 1,073,200Laurel Race Track Comm Ben 0 152,000 152,000 357,000 205,000Inmate Benefit Fund 925,628 992,800 981,400 1,042,500 49,700Reforestation Fund 573,739 3,731,200 3,709,200 3,732,100 900AA Workforce Dev Corp Fund 2,229,720 1,200,000 1,200,000 1,200,000 0Community Development Fund 4,623,001 6,131,100 6,127,100 5,990,100 (141,000)Circuit Court Special Fund 148,718 231,000 230,000 231,000 0Video Lottery Impact Aid Fund 0 20,000,000 16,500,000 16,500,000 (3,500,000)Impact Fee Fund 30,337,662 31,177,600 2,701,100 25,495,400 (5,682,200)Grants Fund 31,446,154 31,485,700 29,022,500 36,262,400 4,776,700

Tax Increment Financing and Special Tax District FundsTax Increment Financing Districts 29,952,479 34,404,900 34,590,000 36,865,900 2,461,000Special Tax Districts 3,086,970 1,540,200 1,540,200 1,891,600 351,400

422,937,668 521,014,800 475,486,400 536,671,300 15,656,500



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APPROPRIATION AND REVENUE SUMMARY

Original FY2014 Assessable Base, Tax Tax Amount County FY2015 AppropriationDistrict Appropriation Lots/Tax Accts. Rate FY2015 Funds Aval Funds Fund Balance FY2015

Amberley 900001 30,558 182 t.a. 120.88 22,000 0 22,000 39,449 61,449Annapolis Roads 900002 408,031 158,100,000 0.216 341,496 0 341,496 134,690 476,186Arundel on the Bay 900003 270,259 165,500,000 0.125 206,875 0 206,875 65,041 271,916Avalon Shores 900004 105,771 584 t.a. 70.94 41,429 0 41,429 76,942 118,371Bay Highlands 900005 71,600 43,000,000 0.15 64,500 0 64,500 23,000 87,500Bay Ridge 900006 332,833 463 t.a. 558.29 258,488 0 258,488 20,499 278,987Bayside Beach 900072 9,001 79,900,000 0.01258 10,052 0 10,052 0 10,052Beverly Beach 900007 35,880 368 t.a. 97.50 35,880 0 35,880 0 35,880Birchwood 900008 4,814 96 50.00 4,800 0 4,800 0 4,800Bittersweet 900057 9,723 11 t.a. 500.00 5,500 0 5,500 4,223 9,723Cape Anne 900009 14,450 151 t.a. 50.00 7,550 0 7,550 10,700 18,250Capetowne 900069 46,461 98 t.a. 173.67 17,020 0 17,020 137 17,157Cape St. Claire 900010 344,910 2,298 t.a. 125.00 287,250 100 287,350 5,491 292,841Carrollton Manor 900047 81,263 535 t.a. 150.00 80,250 0 80,250 21,733 101,983Cedarhurst on the Bay 900011 128,400 79,300,000 0.19 150,670 0 150,670 3,000 153,670Chartwell 900012 90,207 671 t.a. 55.00 36,905 0 36,905 60,743 97,648Columbia Beach 900013 158,711 49,700,000 0.1818 90,356 0 90,356 51,144 141,500Crofton 900014 1,381,634 1,017,300,000 0.086 874,878 0 874,878 540,933 1,415,811Deale Beach 900066 9,543 180 t.a. 40.00 7,200 1,688 8,888 757 9,644Eden Wood 900048 23,533 12 t.a. 750.00 9,000 0 9,000 22,803 31,803Epping Forest 900015 558,708 131,800,000 0.183 241,194 0 241,194 333,705 574,899Fairhaven Cliffs 900016 22,229 28 t.a. 150.00 4,200 22,594 26,794 0 26,794Felicity Cove 900062 41,690 34 t.a. 376.48 12,800 0 12,800 29,916 42,716Franklin Manor 900017 125,500 151,400,000 0.04 60,560 0 60,560 105,000 165,560Gibson Island 900018 494,477 394,700,000 0.078553 310,049 1,000 311,049 181,784 492,833Greenbriar Gardens 900058 24,722 48 t.a. 378.00 18,144 0 18,144 15,794 33,938Greenbriar II 900054 21,000 35 t.a. 600.00 21,000 0 21,000 0 21,000Heritage 900065 67,717 101 lots 455.00 45,955 400 46,355 22,647 69,002Hillsmere 900019 291,501 1,223 lots 215.00 262,945 3,100 266,045 29,556 295,601Homewood 900074 8,345 40 t.a. 208.40 8,336 0 8,336 18 8,354Hunters Harbor 900020 32,217 108 t.a. 150.00 16,200 0 16,200 11,415 27,615Idlewilde 900070 9,775 115 t.a. 85.00 9,775 0 9,775 0 9,775Indian Hills 900021 94,568 65,900,000 0.157 103,463 1,200 104,663 40,703 145,366Little Magothy River 900060 215,750 102 t.a. 350.00 35,700 0 35,700 190,209 225,909Long Point on the Severn 900023 45,102 55 t.a. 250.00 13,750 6,862 20,612 40,015 60,627Magothy Beach 900055 5,140 159 t.a. 40.00 6,360 0 6,360 1,480 7,840Magothy Forge 900068 6,263 146 t.a. 36.75 5,366 0 5,366 923 6,288Manhattan Beach 900024 284,897 618 t.a. 150.00 92,700 0 92,700 256,030 348,730North Beach Park 900025 21,583 89,000,000 0.00 0 0 0 21,472 21,472Owings Beach 900026 81,059 22,200,000 0.036 8,000 16,507 24,507 50,469 74,976Owings Cliffs 900073 6,082 37 t.a. 50.00 1,850 900 2,750 2,552 5,302Oyster Harbor 900027 660,259 127,600,000 0.27 344,520 0 344,520 376,774 721,294Parke West 900028 98,928 421 t.a. 105.00 44,205 0 44,205 54,616 98,821Pine Grove Village 900050 32,332 138 t.a. 80.00 11,040 0 11,040 7,562 18,602Pines on the Severn 900067 66,356 237 t.a. 206.18 48,865 0 48,865 25,140 74,005Provinces 900049 26,431 880 t.a. 12.00 10,560 0 10,560 16,297 26,857Queens Park 900029 51,976 449 t.a. 115.51 51,865 100 51,965 11,900 63,865Rockview Beach/Riviera Is 900063 20,796 230 t.a. 41.93 9,644 0 9,644 14,198 23,842Selby on the Bay 900030 263,941 854 t.a. 90.00 76,860 0 76,860 35,564 112,424Severndale 900032 36,578 131 lots 49.99 6,549 0 6,549 32,430 38,979Severn Grove 900071 20,190 111 t.a. 130.00 14,430 0 14,430 15,575 30,005

SPECIAL COMMUNITY BENEFIT DISTRICTS

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APPROPRIATION AND REVENUE SUMMARY

Original FY2014 Assessable Base, Tax Tax Amount County FY2015 AppropriationDistrict Appropriation Lots/Tax Accts. Rate FY2015 Funds Aval Funds Fund Balance FY2015

Sherwood Forest 900033 1,228,760 340 lots 4,154.00 1,412,360 0 1,412,360 0 1,412,360Shoreham Beach 900034 54,280 140 t.a. 375.00 52,500 0 52,500 1,890 54,390Snug Harbor 900035 15,284 96 t.a. 55.74 5,351 0 5,351 60,760 66,111South River Heights 900037 11,737 84 t.a. 139.73 11,737 0 11,737 0 11,737South River Manor 900038 7,434 30 t.a. 150.00 4,500 0 4,500 5,664 10,164South River Park 900039 53,867 114 t.a. 300.00 34,200 300 34,500 40,582 75,082Steedman Point 900040 16,591 16 t.a. 250.00 4,000 0 4,000 16,192 20,192Stone Haven 900052 6,639 114 t.a. 44.19 5,038 0 5,038 4,385 9,423Sylvan View on the Magoth 900044 18,524 142 t.a. 75.00 10,650 0 10,650 14,096 24,746Upper Magothy Beach 900059 23,200 293 t.a. 50.00 14,650 0 14,650 6,878 21,528Venice Beach 900042 84,788 22,800,000 0.15 34,200 0 34,200 57,700 91,900Venice on the Bay 900053 17,109 205 t.a. 35.00 7,175 0 7,175 4,617 11,792Warthen Knolls 900064 7,747 11 0.00 0 0 0 5,759 5,759Wilelinor 900056 85,683 56 t.a. 400.00 22,400 0 22,400 67,834 90,234Woodland Beach 900043 648,050 6215 lots 80.00 497,200 4,200 501,400 159,285 660,685Woodland Bch, Pasadena 900046 7,340 22 t.a. 300.00 6,600 300 6,900 500 7,400

Totals 9,580,723 6,571,544 59,251 6,630,794 3,451,171 10,081,965

Annapolis Cove 900371 6,660 210 lots 71.36 14,986 900 15,886Annapolis Landing 900372 3,298 246 t.a. 13.50 3,321 0 3,321Arundel on the Bay 900303 93,700 165,500,000 0.02 33,100 76,500 109,600Bay Ridge 306406506 283,159 454,100,000 117,682 220,782 338,464Cape Anne 900309 21,881 36,300,000 0.027472 9,972 28,800 38,772Camp Wabana 900308 9,687 1 t.a. 9,687.00 9,687 0 9,687Cedarhurst on the Bay 900311 97,300 79,300,000 0.08 63,440 66,300 129,740Columbia Beach 900313 224,538 49,700,000 0.1207 60,000 166,874 226,874Elizabeths Landing 900373 13,668 120,000,000 0.011 13,200 500 13,700Franklin Manor 900317 221,500 151,400,000 0.06 90,840 84,500 175,340Idlewilde 900374 48,342 31,500,000 0.0535 16,842 47,500 64,342Mason's Beach 900375 163,641 21,700,000 0.184 40,000 120,331 160,331North Beach Park 900325 172,334 89,000,000 0.125 111,250 46,486 157,736Riviera Beach 900377 190,060 295,300,000 0.04 118,120 102,400 220,520Snug Harbor 900335 6,124 96 t.a. 81.32 7,807 400 8,207

Totals 1,555,890 710,246 962,273 1,672,519

Amberley 900690, 691 5,779 181 t.a. varies 5,789 100 5,889Browns Pond 900680 38,035 10.75 shrs 1,116.77 12,005 33,305 45,310Buckingham Cove 900685 9,350 15 t.a. 620.00 9,300 0 9,300Cattail Creek 900687 5,400 cu.yd. 5,400 5,400Johns Creek 900681 7,684 9 t.a 807.33 7,266 0 7,266Lake Hillsmere II 900688 8,050 t.a. 0 0Romar Estates 900686 12,980 25 t.a. 501.03 12,526 300 12,826Snug Harbor 900635 93,200 44 t.a 1,300.00 57,200 41,000 98,200Spriggs Pond 900684 30,156 33 t.a 450.00 14,850 17,478 32,328Whitehall 900689 7,688 14 shrs 373.34 5,227 1,600 6,827

Totals 218,322 129,563 93,783 223,346

WATERWAY IMPROVEMENT DISTRICTS

SHORE EROSION CONTROL DISTRICTS

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FY2013 FY2014 FY2014 FY2014 FY2015Approved Request Approved Adjusted Budget Variance

General Fund

Positions in the County Classified Service 3,226 3,216 3,216 3,329 3,368 39

Positions Exempt from the County Classified Service 289 289 289 289 290 1

General Fund Total 3,515 3,505 3,505 3,618 3,658 40

Rec & Parks Child Care Fund 9 9 9 9 9 0

Water & Wstwtr Operating Fund 350 376 376 376 378 2

Waste Collection Fund 88 88 88 88 90 2

Wastewater Protection and Restoration Fund 0 66 66 66 65 -1

Self Insurance Fund 14 14 14 14 14 0

Garage Working Capital Fund 66 67 67 67 67 0

Reforestation Fund 4 5 5 5 5 0

All Funds 4,046 4,130 4,130 4,243 4,286 43

Position Summary FY2015 Approved Budget

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Adjusted Budget VarianceApprovedRequest

Positions in the County Classified Service

Approved

Position Summary FY2015 Approved Budget

FY2015FY2014FY2014FY2014FY2013

General Fund

11 11 0111111Legislative Branch

31 31 0313130Office of Law

114 114 0114114112Office of Central Services

73 73 0737371Office of Finance

6 6 0666Office of the Budget

38 38 0383838Office of Personnel

84 84 0848479Office of Information Technology

72 72 -1717271Office of Planning and Zoning

119 119 1120119117Department of Inspections and Permits

241 241 0241241268Department of Public Works

62 62 0626264Department of Aging and Disabilities

85 85 0858585Department of Recreation and Parks

82 82 0828281Health Department

11 11 0111111Department of Social Services

917 917 30947917907Police Department

778 891 6897778783Fire Department

396 396 0396396396Department of Detention Facilities

96 96 3999696Office of the Sheriff

3,216 3,329 393,3683,2163,226General Fund

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buleys00

Line

Adjusted Budget VarianceApprovedRequest

Positions Exempt from the County Classified Service

Approved

Position Summary

FY2015FY2014FY2014FY2014FY2013


General Fund

25 25 0252525Legislative Branch

19 19 0191918County Executive

2 2 0222Office of Law

2 2 0222Office of Administrative Hearings

2 2 0223Chief Administrative Officer

1 1 0111Office of Central Services

2 2 0222Office of Finance

1 1 0111Office of the Budget

2 2 0222Office of Personnel

2 2 0222Office of Information Technology

2 2 0222Office of Planning and Zoning

9 9 09910Department of Inspections and Permits

2 2 0222Department of Public Works

2 2 0222Department of Aging and Disabilities

2 2 0222Department of Recreation and Parks

1 1 0111Health Department

2 4 0422Police Department

2 2 2422Fire Department

2 2 0222Department of Detention Facilities

58 58 0585857Circuit Court

3 3 0333Orphans' Court

110 108 0108110110Office of the State's Attorney

3 3 -1233Office of the Sheriff

27 27 0272727Board of License Commissioners

4 4 0444Board of Supervisors of Elections

2 2 0222Ethics Commission

289 289 1290289289General Fund

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FY2014 FY2015 IncOriginal Budget (Dec)

Category (% of whole)Bd of Education* (51.1%) 676,254,600 688,983,300 1.9%College (2.7%) 31,437,700 35,937,700 14.3%Libraries (1.4%) 16,558,700 18,584,000 12.2%Public Safety (19.3%) 242,909,200 260,965,400 7.4%Health/Social Services (1.9%) 24,671,500 25,625,000 3.9%Other State Agencies (2.1%) 26,574,200 28,729,000 8.1%Other Departments (11.6%) 146,104,700 156,329,500 7.0%Specified Items (9.9%) 155,285,800 134,262,800 -13.5%

Total (100%) 1,319,796,400 1,349,416,700 2.2%

Other DepartmentsPublic Works (2.5%) 31,490,300 33,221,600 5.5%Planning & Zoning / Insp & Permits (1.5%) 18,971,600 19,930,900 5.1%Recreation & Parks (1.7%) 22,082,800 23,342,900 5.7%Central Services (1.4%) 17,789,100 19,496,400 9.6%Office of Information Technology (1.2%) 15,251,200 16,837,900 10.4%Other (3.2%) 40,519,700 43,499,800 7.4%

Sub-Total (11.6%) 146,104,700 156,329,500 7.0%

Specified ItemsCAO Contingency (0.8%) 14,615,900 10,795,900 -26.1%PayGo (1.7%) 25,177,000 23,016,500 0.0%Debt Service (3.9%) 51,268,300 52,128,300 1.7%Self Insurance (1.0%) 11,918,000 12,942,000 8.6%Revenue Reserve (0.2%) 20,300,000 3,300,000 -83.7%Retiree Health (1.5%) 20,000,000 20,000,000 0.0%OPEB Contribution (0.7%) 10,000,000 10,000,000 0.0%State Dept of Assess (0.2%) 2,006,600 2,080,100 3.7%

Sub-Total (9.9%) 155,285,800 134,262,800 -13.5%

General Fund Appropriations$1,349,416,700

BdofEducation*51.1%

College2.7%

Libraries1.4%PublicSafety

19.3% Health/SocialServices1.9%

OtherStateAgencies2.1%

OtherDepartments

11.6%

SpecifiedItems9.9%

Other24.3%

* Includes Indirect Support

Budget MessageOperating Budget Highlights


Page 34

Budget Highlights FY2015 Approved Budget Capital Budget and Program Significant Capital Projects The presentation above shows that the FY2015 budget provides $242,459,389 in appropriation authority for General County Capital Projects. This amount of appropriation authority is distributed among a total of 151 capital projects. The “80-20 Rule” (whereby 80% of the whole can be explained by just 20% of the detail) again applies to the Capital Budget this year. That is, just 19 capital projects (12.6% of the 151 projects) account for $192,946,000, or 79.6%, of the FY2015 Capital Budget appropriation. The table in the opposite column lists these 19 capital projects and sorts them into two categories: those that are of a recurring nature, and those that are not. The recurring projects represent major initiatives to renovate and rehabilitate existing infrastructure. This investment will not only improve the quality of life in Anne Arundel County but should also have a positive impact on the operating budget in that facilities that are beyond their useful life tend to require more maintenance. Give the maintenance backlogs in virtually all of these major infrastructure categories (e.g., schools, roads, county buildings, etc.) this positive impact is not likely to result in operating budget reductions but rather in improved service delivery. Virtually all of the non-recurring projects are similar to the recurring projects in that they represent the renovation, rehabilitation or replacement of existing infrastructure. A brief description of these major capital projects is shown on the following pages. More detail regarding these and all the other capital projects can be found in the Capital Budget and Program, which is an integral part of the County’s Comprehensive Budget.

Major Capital Projects

Capital Project FY2015 Amount

Building Systems Renov $19,741,000Information Tech Enhance $11,941,000Road Reconstruction $11,000,000Open Space Classroom Enclosures $8,630,000Maintenance Backlog $5,620,000All Day K and Pre K $5,000,000Road Resurfacing $5,000,000Developer Streetlights $4,500,000Bd of Education Overhead $4,000,000Athletic Stadium Imprv $3,500,000County Facilities & Sys Upgrad $3,350,000

Recurring Subtotal $82,282,000 Severna Park HS $49,951,000Rolling Knolls ES $17,100,000Benfield ES $14,000,000West Annapolis ES $12,000,000Lothian ES $6,762,000Mills-Parole ES $3,551,000Crofton ES $3,466,000South Shore Trail $3,834,000

Non-Recurring Subtotal $110,664,000

Total $192,946,000

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Budget Highlights FY2015 Approved BudgetCapital Budget and Program Severna Park HS (total cost estimate: $134.2 million) This project provides for the replacement of Severna Park HS. The current school facility was originally constructed in 1959 with additions and renovations in 1973 and a cafeteria addition in 1982. The existing building is not configured to support the current and future educational program. Although this project provides additional capacity, the impact on the operating budget is not expected to be significant; it is anticipated that the impact on the operating budget could be $100,000 to $500,000 per year. Rolling Knolls ES (total cost estimate: $36.6 million) The project provides for the replacement of Rolling Knolls ES. The current school facility was originally constructed in 1963. The existing building is not configured to support the current and future educational program. Although this project provides additional capacity, the impact on the operating budget is not expected to be significant; it is anticipated that the impact on the operating budget could be $100,000 to $500,000 per year. Benfield ES (total cost estimate: $37.6 million) This project provides a modernization and an addition for Benfield ES. The current school facility was originally constructed in 1962. The existing building is not configured to support the current and future educational program. Although this project provides additional capacity, the impact on the operating budget is not expected to be significant; it is anticipated that the impact on the operating budget could be $100,000 to $500,000 per year. West Annapolis ES (total cost estimate: $23.9 million) This project provides a modernization for Phoenix Annapolis at Germantown ES. The current facility was originally constructed in 1939 with additions in 1956 and 1984. The existing building is not configured to support the current and future educational program. Although this project provides additional capacity, the impact on the operating budget is not expected to be significant; it is anticipated that the impact on the operating budget could be $100,000 to $500,000 per year.

Lothian ES (total cost estimate: $31.7 million) This project provides for the replacement of Lothian ES. The current facility was originally constructed in 1956 with additions in 1966, 1977 and 1993. The existing building is not configured to support the current and future educational program. Although this project provides additional capacity, the impact on the operating budget is not expected to be significant; it is anticipated that the impact on the operating budget could be $100,000 to $500,000 per year. Mills-Parole ES (total cost estimate: $30.5 million) This project provides for the revitalization of and addition to Mills-Parole ES. The current facility was originally constructed in 1952 with additions in 1958, 1965 and 1994. The existing building is not configured to support the current and future educational program. Although this project provides additional capacity, the impact on the operating budget is not expected to be significant; it is anticipated that the impact on the operating budget could be $100,000 to $500,000 per year. Crofton ES (total cost estimate: $28.5 million) This project provides for the revitalization of and addition to Crofton ES. The current facility was originally constructed in 1969 with additions in 1999, and 2004. The existing building is not configured to support the current and future educational program. Although this project provides additional capacity, the impact on the operating budget is not expected to be significant; it is anticipated that the impact on the operating budget could be $100,000 to $500,000 per year. South Shore Trail (total cost estimate: $10.3 million) This project is authorized to acquire property, design and construct a paved multi-use trail primarily utilizing the abandoned road bed of the WB& A Railroad between Annapolis and Odenton. The trail will connect with the Colonial Annapolis Maritime Trail on the east end and the WB & A Trail on the west. The trail will be a component of the East Coast Greenway and the American Discovery Trail. Although this project provides additional capacity, the impact on the operating budget is not expected to be significant; it is anticipated that the impact on the operating budget could be $100,000 to $500,000 per year.

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Budget Highlights FY2015 Approved BudgetCapital Budget and Program Life Long Learning Board of Education

• Funds recurring projects totaling $33.6 million in FY2015 o Systemic Replacements o Student Safety o School Furniture Replacement o School Bus Replacement o Driveway and Parking Lots o Roof Replacement o Additions o Athletic Stadium Improvements

• Provides funding of $16.1 million in FY2015 for the completion of the

following schools with total project costs in excess of $119.6 million: o Annapolis ES ($2,348,000) o Lothian ES ($6,762,000) o Crofton ES ($3,466,000) o Mills-Parole ($3,551,000)

• Provides construction funding of $93 million for the following

projects in FY2015 with total project costs of nearly $232.3 million: o Benfield ES ($14,000,000) o Rolling Knolls ES ($17,100,000) o West Annapolis ES ($12,000,000) o Severna Park HS ($49,951,000)

• FY2015 Budget provides feasibility funding for Manor View ES and

High Point ES. Planning, design and construction funding provided in the program.

• All Day K and Pre K ($5 million), Open Space Classroom Enclosures

($8.6 million), Relocatable Classrooms ($1.2m) and Maintenance Backlog ($5.6m)

Community College

• Provides funding ($56.5) in the program for the renovation and addition to the Florestano Allied Health Building. (total project cost of $80.9 million)

• Provides funding of $746k in FY2015 to purchase a modular facility

that used during the Library and Administration projects for surge space.

• Provides $275k in FY2015 to replace control system in the CADE Building.

• Funding is included for Campus Improvements ($700k), Walkways,

Roads and Parking Lots ($500k) and Systemics ($1m).

Library

• Provides $350,000 for Library Renovations.

• Provides construction funding in the program ($35.6 m) for the replacement of the Annapolis Regional Library.

• Funds $428k for a generator at Library Headquarters.

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Budget Highlights FY2015 Approved BudgetCapital Budget and Program Public Safety Fire • Provides funding ($1.4 m) for the construction of the Lake Shore Fire

Station. • FY2015 includes funding to purchase the site for the new Galesville

Fire Station replacement. • Funding provided in the program for the renovation, replacement or

relocation of the following fire stations: Galesville Fire Station, Harmans Dorsey, Jessup, Jacobsville and Herald Harbor.

Police • Funding provided in the program in FY2016 ($10.2 m) for the

construction of the Police Training Academy.

Detention Facilities • Funding provided in FY2015 to complete the fire alarm system at

Jennifer Road Detention Center. In addition, funding is included for security upgrades of Jennifer Road and Ordinance Road Detention Centers.

General County

• Provides $11.9 m in funding for Information Technology

Enhancements.

• Continues to provide funding for the County to promote the program to subsidize water treatment systems on approved properties and for lab testing and other services to evaluate groundwater quality

General County (continued)

• Continues to provide funding for the Failed Sewage & Private Well

program that provides for laboratory, outreach and other services required to assess public health issues related to private wells, septic systems, water treatment systems, and recreational water quality.

• Continues to fund the efforts to improve roads in the County.

• Funds the dredging of Rockhold and Pocahontas Creeks to restore recreational boating to the community with the assistance of Maryland Waterway Improvement Funds. • Continue to acquire land through the Greenways, Parkland and Open

Space Project to include the preservation of the County’s natural resources and the provision of recreation areas for County citizens. State Program Open Space grants and the County’s Forest Conservation Fund are the primary fund sources for this effort.

• Continue to pursue agricultural and woodland easements in

accordance with state and local preservation programs.

Page 38

Comparative Statement of Revenues - General Fund

FY2013 FY2014 FY2014 FY2015 Inc (Dec)Funding Source Actual Original Revised Estimate from Orig.Property Taxes 589,899,231 602,719,000 605,147,000 622,502,000 19,783,000Local Income Tax 407,582,398 417,300,000 419,400,000 437,600,000 20,300,000State Shared Revenues 30,436,273 11,542,000 12,305,000 11,822,000 280,000Recordation & Transfer Taxes 81,036,685 73,000,000 76,000,000 78,000,000 5,000,000Local Sales Taxes 32,689,946 32,370,000 31,530,000 31,804,000 (566,000)Licenses and Permits 15,306,285 15,060,100 15,342,800 15,517,500 457,400Investment Income 189,172 400,000 400,000 400,000 0Other Reimbursements 57,142,987 54,201,900 55,979,200 58,134,500 3,932,600Interfund Reimbursements 61,518,783 52,074,700 52,813,500 57,245,700 5,171,000

Total County Revenue 1,275,801,760 1,258,667,700 1,268,917,500 1,313,025,700 54,358,000Fund Balance (34,310,271) 61,128,700 48,964,800 36,391,000 (24,737,700)

Total 1,241,491,489 1,319,796,400 1,317,882,300 1,349,416,700 29,620,300

Property Tax46%

Income Tax33%

State Shared1%

Rec & Transfer6%

Sales Tax 2%

Lic & Permits 1%

Other Reimb4%

Interfund Reimb4%

Invest Inc0%Fund Balance

3%

Other15%

FY2015 Revenue Estimate$1,349,416,700

Revenue Summary FY2015 Approved Budget

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Revenue SummaryGeneral Fund


Property TaxesRevenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

4,698,000644,881,975 644,479,000 647,932,000 649,177,000Real Property Tax(1,961,000)58,334,257 58,010,000 57,247,000 56,049,000Corporate Property Tax

92,000733,119 643,000 749,000 735,000Personal Property Tax18,147,000(111,208,975) (96,947,000) (95,825,000) (78,800,000)Homestead Tax Credit

113,000(1,580,242) (1,633,000) (1,503,000) (1,520,000)Homeowner Credit - Local165,000(3,579,383) (3,665,000) (3,458,000) (3,500,000)Homeowner Credit - State

(734,000)(1,170,770) (1,199,000) (2,309,000) (1,933,000)Other Property Tax Credit(165,000)3,579,383 3,665,000 3,458,000 3,500,000State Circuit Breaker Rei(355,000)(1,191,046) (1,836,000) (2,158,000) (2,191,000)Prior Year Tax & Credits(217,000)1,100,913 1,202,000 1,014,000 985,000Interest and Penalties

Total 19,783,000589,899,231 602,719,000 605,147,000 622,502,000

FY14 collections are projected to be higher than originally estimated due to better than expected new construction activity.

•

The FY15 estimate is a 2.8% increase over the revised estimate for FY14.

•

The difference between this estimated growth and that allowed under the Property Tax Cap (1.89% for FY15) is attributable to new construction which is excluded from the limit.

•

County property taxes are levied against real property and personal property. Both residential and business real property is subject to property tax while only business personal property is subject to property tax. In addition to the exemptions for properties that are owned and used by religious, charitable, or educational organizations, and for property owned by the Federal, State, or local governments, these property taxes are the subject of many credit programs, as well as the Property Tax Revenue Limit (i.e., “Tax Cap”) imposed by county voters in November of 1992.

The general process of estimating property taxes can be described as follows:1.The assessable base for real and personal property is estimated2.The impact of property tax credit programs is estimated and subtracted from the assessable base3.Tax rates are then identified and applied to this adjusted assessable base, and an associated revenue yield is determined. While this generally describes the estimation process, the actual estimation process is more complicated due to the specific requirements of the different property tax credit programs, the Tax Cap, and the calculation of the City of Annapolis tax differential.

Background

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Revenue Summary FY2015 Approved Budget General Fund Property Taxes Assessment of Real Property Each year the Department of Assessments and Taxation values one-third of all real property. Over a three-year period, all properties in the State are required to be appraised based on a physical inspection. Any increase in the full cash value (market value) is phased in over the next three years. The phased-in full cash value is the assessed value for each taxable year. The assessment areas for Anne Arundel County are shown in the following figure and the cycle is as follows:

• Group 1 will be reassessed for January 1, 2016 • Group 2 will be reassessed for January 1, 2017 • Group 3 will be reassessed for January 1, 2015

Assessment of Personal Property Personal property includes such items as business furniture, fixtures, and equipment; commercial or manufacturing inventory; and manufacturing machinery. The assessment of personal property is also the responsibility of the Department of Assessments and Taxation. All assessments are made on the full cash value of the property on the date of finality, subject to the many exemptions allowed by the local governments. Assessments are made annually on the basis of sworn reports filed by businesses with the department’s central office and covering all tangible personal property located in Maryland. Separate provisions apply to the assessment of operating property of railroads and public utilities. Electricity deregulation legislation enacted by the 1999 General Assembly resulted in a 50% exemption for certain personal property used to generate electricity for sale. This property tax exemption reduced the assessable base by over $400 million and reduced revenues by an estimated $10 million. A portion ($7.8 million) of this revenue reduction was offset by a state deregulation grant to the county. The 2007 Special Session eliminated this grant but provided for the recapture of this revenue through the local property tax.

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Revenue Summary FY2015 Approved Budget General Fund Property Taxes Estimated Assessable Base The County’s assessable tax base is estimated to decrease by 4% to $76.4 billion. The real property component of this assessable base is estimated to increase by 1% while the personal property component is estimated to decrease by 1%.

($ in millions)

Fiscal Real Property Personal Property Total Property Year Amount Change Amount Change Amount Change 1991 18,449.5 14% 1,487.6 6% 19,937.1 13% 1992 21,131.1 15% 1,544.9 4% 22,675.9 14% 1993 23,753.8 12% 1,960.0 27% 25,713.8 13% 1994 25,548.5 8% 1,985.8 1% 27,534.3 7% 1995 26,405.4 3% 2,074.3 4% 28,479.7 3% 1996 27,051.8 2% 2,187.7 5% 29,239.5 3% 1997 27,735.8 3% 2,305.0 5% 30,040.8 3% 1998 28,408.0 2% 2,340.6 2% 30,748.6 2% 1999 29,299.1 3% 2,383.3 2% 31,682.4 3% 2000 30,332.9 4% 2,532.4 6% 32,865.3 4% 2001 31,785.6 5% 2,409.1 (5%) 34,194.7 4% 2002 33,562.1 6% 2,419.7 0% 35,981.7 5% 2003 35,715.6 6% 2,445.0 1% 38,160.6 6% 2004 39,116.3 10% 2,379.4 (3%) 41,495.7 9% 2005 43,803.1 12% 2,406.5 1% 46,209.5 11% 2006 50,253.5 15% 2,478.8 3% 52,732.3 14% 2007 58,870.2 17% 2,589.1 4% 61,459.3 17% 2008 69,445.6 18% 2,518.2 (3%) 71,963.8 17% 2009 79,621.4 15% 2,753.6 9% 82,375.0 14% 2010 84,417.2 6% 2,736.4 (1%) 87,153.5 6% 2011 82,238.1 (3%) 2,642.0 (3%) 84,880.1 (3%)2012 77,289.4 (6%) 2,553.9 (3%) 79,843.4 (6%)2013 74,266.0 (4%) 2,581.2 1% 76,847.2 (4%)

2014 est. 74,405.3 0% 2,513.1 (3%) 76,918.4 0% 2015 est. 75,292.3 1% 2,479.4 (1%) 77,771.7 1%

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Revenue Summary FY2015 Approved Budget General Fund Property Taxes Rate of Growth: Property Assessments versus Property Tax Revenue The annual rate of growth estimated for real property assessments in FY2006 and FY2007 had not been so great since FY1992. However, after six straight years of double-digit assessment increases between FY2004 and FY2009, FY2010’s growth rate was dramatically lower, and was followed by three consecutive years of declines from FY2011 through FY2013. The FY2014 estimate is flat, and the FY2015 estimate is for a small 1% increase. The impact of the property tax cap and the Homestead Credit Program is seen in the wide gap shown in the chart below which provides this revenue category a significant hedge against housing market downturns.

Real Property Assessments and Property Tax Revenue

Comparison of Historical and Estimated Change

(10%)

(5%)

0%

5%

10%

15%

20%

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

est.

2015

est.

Real Property Assessments Total Property tax revenues

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Revenue Summary FY2015 Approved Budget General Fund Property Taxes

Property Tax Credit Programs The largest property tax credit program is the Homestead Tax Credit. This state law (www.dat.state.md.us/sdatweb/homestead.html ) was established to help homeowners deal with large assessment increases. The Homestead Credit limits the increase in taxable assessments each year to a fixed percentage. Every county and municipality in Maryland is required to limit taxable assessment increases to 10% or less each year. Anne Arundel County has established this limit to be 2%. In the City of Annapolis, the limit is set at 10%, which applies to taxes levied by the City of Annapolis. The Homestead Credit applies only to the principal residence of the property owner. Technically, the Homestead Credit does not limit the market value of the property as determined by the Department of Assessments and Taxation. It is actually a credit applied against the tax due on the portion of the reassessment exceeding 2% from one year to the next. The credit is calculated based on the 10% limit for purposes of the State property tax, and 2% for purposes of County taxation. In other words, the homeowner pays no property tax on the assessment increase which is above the limit. Chapters 564 and 565 of the 2007 General Assembly Session require homeowners to apply by December 30, 2012 to the State Department of Assessments and Taxation to continue to receive the Homestead Credit. This deadline was extended by one year by Chapter 25 of the 2013 Session. As a result, in Anne Arundel County approximately 14,000 owners became ineligible for the credit because they did not submit applications before the deadline or because their properties were determined to be ineligible (e.g., vacation homes or rental properties) for the tax credit. The value of these properties is approximately $1 billion, which will result in additional property tax payments of approximately $9.8 million. Given the Property Tax Revenue Cap, however, this does NOT result in the realization of additional property tax revenue but instead puts downward pressure on the property tax rate allowed under the tax cap.

The next largest tax credit program is the Homeowner’s Property Tax Credit which is also known as the “Circuit Breaker”. This State funded program (www.dat.state.md.us/sdatweb/htc.html) provides relief to homeowners who meet the income eligibility criteria, regardless of age. The tax credit is determined according to the relationship between the homeowner's income and actual property tax that is levied against the property owner's principal residence. The tax credit does not cover the full amount of the property tax. Rather, credits are computed according to a sliding scale, with the result that the tax credit diminishes as the gross household income increases. Anne Arundel County provides a local supplement to the credits provided under this program. Because the State funds their component of this program, the budget summary for Property Taxes shows the foregone revenue associated with this program along with a reimbursement from the State for a comparable amount. The impact of a variety of other property tax credit programs is also included in the revenue estimate. However, the Homestead and Homeowner’s Tax Credit Programs account for about 98% of all credits. The following table shows the estimated assessable base for FY2015, subtracts the estimated amounts associated with all of the tax credit programs, and estimates the revenue yield using the approved property tax rates.

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FY2015 Property Tax Estimate County City Total

A. Assessable Base Estimate Real Property Full Year - Existing Properties $64,772,385,000 $5,855,811,000 $70,628,196,000 Full Year - New Construction 385,000,000 15,000,000 400,000,000 Half Year - New Construction 170,000,000 5,000,000 175,000,000 Total Real Property $65,327,385,000 $5,875,811,000 $71,203,196,000 Personal Property Unincorporated Businesses 29,700,000 2,475,000 32,175,000 Corporations 1,483,664,000 86,130,000 1,569,794,000 Public Utilities 791,171,000 86,275,000 877,446,000 Total Personal Property $2,304,535,000 $174,880,000 $2,479,415,000

Total Assessable Base Estimate $67,631,920,000 $6,050,691,000 $73,682,611,000

B. Less Tax Credits Real Property Tax Credits Agricultural Tax Credit $63,345,000 $0 $63,345,000 Airport Noise Zone Tax Credit 642,000 0 642,000 Brownfields Tax Credit 84,836,000 0 84,836,000 Civic Association Tax Credit 0 0 0 Community Revitalization Tax Credit 1,030,000 0 1,030,000 Conservation Property Tax Credit 11,330,000 0 11,330,000 Homeowners Tax Credit--Local 146,201,000 25,015,000 171,216,000 Homeowners Tax Credit--State 329,142,000 70,267,000 399,409,000 Homestead Tax Credit (102%) 7,954,270,000 672,159,000 8,626,423,000 Total Real Property Tax Credits $8,590,796,000 $767,441,000 $9,358,237,000 Personal Property Tax Credits Foreign Trade Zone Tax Credit 17,510,000 0 17,510,000 Total Personal Property Tax Credits 17,510,000 0 17,510,000

Total Tax Credits $8,608,306,000 $767,441,000 $9,375,747,000

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Real Property Base Less Credits $56,736,589,000 $5,108,370,000 $61,844,959,000 Personal Property Base Less Credits 2,287,025,000 174,880,000 2,461,905,000 Total Assessable Base Less Credits 59,023,614,000 5,283,250,000 64,306,864,000

C. Tax Rates and Revenue Yield Real Property Tax Rate Tax Rate $0.943 $0.564 Total Yield 535,026,000 28,811,000 563,837,000 Personal Property Tax Rate Tax Rate $2.357 $1.410 Total Yield 53,905,000 2,466,000 56,371,000 Total Property Tax Yield 588,931,000 31,277,000 620,208,000

The following table and chart summarizes property taxes for an average homeowner-occupied property both within and outside of the City of Annapolis:

Outside WithinAnnapolis Annapolis

1. FY2014 tax rates (real property / personal property) $0.950 / $2.375 $0.569 / $1.4222. FY2014 tax differential (real property / personal property) $0.381 / $0.9533. FY2014 avg property tax for homeowner-occupied property $2,558 $1,6224. FY2014 property tax yield per penny $6,070,000 $543,0005. FY2015 tax rates (real property / personal property) $0.943 / $2.357 $0.564 / $1.4106. FY2015 tax differential $0.379 / $0.9477. FY2015 avg property tax for homeowner occupied property $2,569 $1,6268. $ and percent changes from FY2014 average tax bill $11 / .4% $4 / .2%9. FY2015 avg full (market) value of homeowner occupied property $343,900 $387,700

10. FY2015 avg taxable value of homeowner occupied property(full value minus average homestead tax credit)

$272,400 $288,200

11. Effect of 1¢ change ($ and %) on average property tax bill $27 / 1.1% $29 / 1.8%12. FY2015 property tax yield per penny $6,287,500 $560,500

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Average County Property Tax Bills -- FY1991-2015

2,5692,558

1,0861,1931,307 1,3181,348

1,4041,431

1,4521,465

1,489

1,5571,611

1,6521,711

1,7571,832

1,910

1,9592,060

2,1392,212

2,3262,463

2,5692,610

1,9932,0732,214

2,1622,1572,185 2,1682,1352,1212,120 2,1592,1522,1822,2032,2192,247

2,253 2,2642,283 2,370 2,388

2,4712,542

$0

$1,000

$2,000

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

E20

15E

Average Tax bill in Constant $

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SUMMARY OF IMPACT OF PROPERTY TAX REVENUE LIMIT

• The Property Tax Revenue measure approved by County voters in November 1992 limits the growth of total property tax revenues from properties on the tax rolls at the beginning of Fiscal Year 2014 to the lesser of: (a) the percentage increase in the preceding January's Consumer Price Index; or (b) 4.5%.

• Property tax revenues from new properties coming onto the tax rolls during FY2015 are excluded from the Limit. Similarly, certain other revenues including prior year accounts and the State Circuit Breaker Reimbursement are excluded from the Limit. Therefore, the percentage growth of total property tax revenues can be greater than the maximum percentage allowable under the Revenue Limit.

• The January 2014 increase of the Washington-Baltimore Area Consumer Price Index for all Urban Consumers was 1.89% over January 2013.

• FY2015 property tax revenues from properties on the tax rolls are allowed to increase by 1.89% over estimated FY2014 revenues. Estimated FY2014 property tax revenues subject to the limit are $604.3 million. Therefore, before taking revenues from new properties into account, the maximum increase in property tax revenues is $11.4 million (1.89% of $604.3 million).

• The estimated amount of FY2015 revenues generated by new construction activity is $5.3 million. Adding this $5.3 million of revenues from new properties and the $11.4 million increase allowed from existing properties results in a total allowable FY2015 increase of $16.7 million. This is a combined 2.8% increase over FY2014 total estimated revenues subject to the Cap.

• Estimates by the Budget Office, relying on the State Department of Assessments and Taxation’s estimates for the County's FY2015 assessable base, indicate that the existing properties base (net of property tax credits) will increase by 2.7% over FY2014. Absent the limit's provisions and any change in the property tax rate, this would result in an additional $16 million in revenues, which would exceed the allowable amount of increase ($11.4 million) by $4.6 million.

• In order to bring estimated FY2015 Property Tax revenues in line with the allowable increase in revenues under the Property Tax Cap, the FY2015 Anne Arundel County Budget proposes to decrease the County real property tax rate outside Annapolis by 0.7 cents and the County real property tax rate within Annapolis by 0.5 cents.

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Constant Yield Tax Rate Provision The constant yield tax rate is the rate that, when applied to the current base, yields the same property tax revenue as in the prior year. Generally, when there is growth in the real property assessable base, the constant yield tax rate is lower than the existing tax rate. Under the State mandated constant yield tax rate program, taxing authorities are required to: (1) provide extensive information to the public about the constant yield tax rate and the assessable base; and (2) hold public hearings regarding proposals to enact a tax rate that is higher than the constant yield rate. This budget proposes reducing the real property tax rate from $0.95 to $0.943 which is 1.6% higher than the constant yield rate of $0.9283 and will generate $8.2 million in additional property tax revenues. Therefore, as required by law, a public hearing is scheduled.

City of Annapolis Tax Differential Residents of the City of Annapolis pay both a City and a County property tax. The tax differential represents the “non-city” portion of the County property tax rate. The City of Annapolis tax differential is calculated by allocating county spending into countywide and non-city categories. Countywide services include the Board of Education, the Community College, judicial services and detention facilities, health, and human services functions. Examples of non-city services include recreation and parks, and most police services, fire services and planning and zoning services. All taxes, grants and other revenues, except for property taxes, are allocated to offset the costs of either countywide or non-city services. An annual report that provides details pertaining to this calculation and which sets the tax differential amount is presented by the County Executive to the City of Annapolis each May.

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Local Income TaxRevenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

20,300,000407,582,398 417,300,000 419,400,000 437,600,000Local Income Taxes (IncoTotal 20,300,000407,582,398 417,300,000 419,400,000 437,600,000

The FY14 revised and FY15 estimate are consistent with an assumed increase of 3.5%, 4.0% & 4.5% in the income tax distributions attributable to calendar years 2013, 2014 & 2015, respectively.

•

The County Council approved a one-time reduction in the income tax rate from 2.56% to 2.49% effective January 1, 2011. This change resulted in a revenue loss of approximately $4 million in both FY12 and FY13. The current rate is 2.56%, and no change in this rate isadopted for FY15.

•

Historically, the income tax rate was stated as a percent of the State tax due. In 1999 State legislative action altered the manner by which income taxes are calculated for counties. This legislation was intended to simplify the calculation of local income taxes by taxpayers when they complete their state income tax forms. Most notably, county taxpayers now use one personal exemption amount to determine both their state and local income tax liability.

The income tax rate is now expressed as a percent of Maryland Net Taxable Income. The current rate in Anne Arundel County is 2.56%. No change in this rate is adopted for FY2015.

Revenue from the income tax is derived from personal income from County residents like salaries and social security payments as well as income from capital gains, interest and some business income. Local income tax revenue is collected by the State and distributed to local government throughout the year. These distributions consist of two components:

(a) Distributions of quarterly withholdings, estimated income tax payments, and reconciling distributions related to specific calendar year tax returns. This accounts for about 90% of total income tax revenue.

(b) Other miscellaneous distributions, including penalty and interest payments, delinquent filings, fiduciary returns, and unallocated withholdings, all of which are not allocable to specific calendar year tax returns.

Background

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Revenue Summary FY2015 Approved Budget General Fund Local Income Tax The fundamental relationship between the rate of change in the growth of personal income and the rate of change in growth of income tax revenues is shown below.

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Revenue Summary FY2015 Approved Budget General Fund Local Income Tax

While income taxes are generated on a calendar year (CY) basis (Jan. 1 to Dec. 31), the fiscal year (FY) in Anne Arundel County runs from July 1 to June 30. Over 90% of the income tax revenue received in a given fiscal year can be traced back to the specific calendar year from which it was generated. For FY 2012, income tax revenue can be broken-down as shown below. Each fiscal year, income tax revenue is received that relates to tax returns from three different calendar years. As shown in the above chart, we know that 44% of FY 2012 income tax revenue was generated from CY 2011. We also know that income tax revenue generated from CY 2011 tax returns totaled $353.8 million and was received by Anne Arundel County in the following fiscal years: Historically, this distribution of calendar year income tax revenue across fiscal years has been very consistent. Therefore, the strong relationship between personal income and calendar year income tax revenue can be useful in projecting income tax revenue on a fiscal year basis.

The Bureau of Economic Analysis’s measure of aggregate personal income consists of three primary components: Earnings by Place of Residence, Dividends / Interest / Rents, and Transfer Payments. Over-laying these component parts onto the chart from the previous page, as is done below, helps explain the divergence between personal income and income tax revenue. Transfer payments (including unemployment insurance) are counter-cyclical and generate no income tax, while dividends / interest / rents are very volatile and tend to move in tandem with economic cycles.

Received in Millions % of TotalFY 2011 $146.5 41.4%FY 2012 $174.2 49.2%FY 2013 $33.1 9.4%

CY 2011 Total $353.8 100.0%

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Revenue Summary FY2015 Approved Budget General Fund Local Income Tax The Regional Economic Studies Institute (RESI) at Towson University’s predicts increases in personal income of 5.2% and 5.4% in CY 2014 and CY 2015, respectively. This translates to a forecasted growth of 5.3% for FY 2015. The Anne Arundel County Spending Affordability Committee has previously reported its observation that these forecasted growth rates in personal income tend to be optimistic. This observation, combined with the County’s financial policy to “conservatively estimate revenues,” explains why the underlying assumptions for growth in personal income used in the County’s income tax revenue estimates tend to be slightly lower than those generally forecasted. The income tax revenue estimates for FY14 and FY15 are consistent with an assumed increase in personal income in calendar years 2013, 2014, and 2015, of 3.5%, 4.0% and 4.5%, respectively. The reason why it is important to describe income tax revenue estimates for a Fiscal Year, in terms of the underlying assumptions for growth in personal income on a Calendar Year basis for the three Calendar Years which contribute to that Fiscal Year’s income tax revenue yield is illustrated to the right.

The following chart plots the relationship between personal income and income tax revenue on a FY-basis. When compared to the chart at the beginning of this section (shown again below), the relationship between personal income and income tax revenue on a FY-basis is significantly distorted. This is primarily due to (1) the nature of the statewide income tax distribution process, and (2) the fact that income tax revenue received in a given fiscal year, relates to tax returns from three different calendar years.

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State Shared RevenuesRevenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

08,407,658 8,980,000 8,800,000 8,980,000Admissions 03,625 2,000 2,000 2,000Auto/Boat Rec Fees

280,0002,568,114 2,560,000 3,503,000 2,840,000Highway User Revenue 019,456,875 0 0 0VLT-Impact Aid

Total 280,00030,436,273 11,542,000 12,305,000 11,822,000

Effective 7/1/2013, VLT Impact Aid has been accounted for in a special revenue fund.

•

Recordation & Transfer TaxesRevenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

2,500,00042,040,038 36,500,000 38,000,000 39,000,000Recordation Tax 2,500,00038,996,647 36,500,000 38,000,000 39,000,000Transfer Tax

Total 5,000,00081,036,685 73,000,000 76,000,000 78,000,000

This volatile revenue category, having gone from a peak in FY08 of $133 million to a low of $56 million in FY09, is expected to continue to recover.

•

The FY13 actual includes a one-time bump of $4.6M related to the Constellation Energy sale.

•

Local Sales Taxes Revenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

400,0005,086,423 4,900,000 5,200,000 5,300,000Sales-Electricity 110,000814,719 780,000 870,000 890,000Sales-Gas

(200,000)6,347,591 6,300,000 6,200,000 6,100,000Sales-Telephone 10,00054,458 50,000 60,000 60,000Sales-Fuel

(726,000)13,653,147 13,670,000 12,690,000 12,944,000Sales-Hotel/Motel (100,000)5,509,234 5,500,000 5,400,000 5,400,000Sales-Parking

0916,672 910,000 910,000 910,000Trailer Park Rental Pmts (60,000)307,702 260,000 200,000 200,000Gross Receipt Tax-Hvy Eq

Total (566,000)32,689,946 32,370,000 31,530,000 31,804,000

The reduction in this revenue category is driven by the declining share of hotel/motel sales tax revenues which can retained by the County. The State Legislature mandates an increasing share of this locally imposed tax be dedicated to the Conference & Visitors Bureau and the Arts Council.

•

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Licenses and Permits Revenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

(21,500)183,870 253,000 231,500 231,500Amusements 07,950 7,000 7,000 7,000Special Events 01,019,594 970,000 970,000 970,000Beer, wine, liquor 0274,810 279,500 279,500 279,500Trade licenses 0854,505 800,000 800,000 800,000Traders

474,1008,028,611 8,040,500 8,281,800 8,514,600Permits 077,409 66,000 68,000 66,000Fines

(2,000)29,490 32,600 30,600 30,600Mobile Home Parks 5,000123,836 117,000 122,000 122,000Taxicabs

(15,000)340,112 345,000 330,000 330,000Animal Control 16,8002,420,632 2,291,500 2,304,700 2,308,300Other

01,033,964 1,041,000 1,041,000 1,041,000Health 0911,505 817,000 876,700 817,000Public Space Permit Fees

Total 457,40015,306,285 15,060,100 15,342,800 15,517,500

Investment Income Revenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

02,708 0 0 0Investment Income-Misc 060,329 150,000 150,000 150,000Invest Inc-Restr-Split IS 0318,088 250,000 250,000 250,000Invest Inc-Gen Portfolio 0237 0 0 0Invest Inc-Sweep Accoun0(192,191) 0 0 0Investment Income Trans

Total 0189,172 400,000 400,000 400,000

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Other ReimbursementsRevenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

2,272,60011,306,302 11,863,100 13,533,500 14,135,700Reimbursements (45,000)1,432,095 1,495,000 1,450,000 1,450,000Rental Income (5,000)74,553 75,000 70,000 70,000Sheriff Fees

950,0004,300,663 6,370,000 5,320,000 7,320,000Administrative Fees 296,3001,986,260 3,746,900 3,948,000 4,043,200Health Department Fees (15,000)134,650 140,000 125,000 125,000Certification of liens

00 0 430,000 0Sale of Surplus Property 0107,302 60,000 60,000 60,000Developers Fees- Strt Lig03,220,373 1,500,000 1,500,000 1,500,000Sub-division

750,00010,229,615 9,700,000 10,000,000 10,450,000Cable Fees 42,6004,947,577 4,377,700 4,377,700 4,420,300Golf Course 38,8006,110,308 6,227,200 6,209,700 6,266,000Recreation and Parks 50,000352,493 305,000 355,000 355,000Seized/forfeited funds

(25,000)572,176 600,000 575,000 575,000Fines and fees (377,700)12,368,620 7,742,000 8,025,300 7,364,300Miscellaneous "Other"

Total 3,932,60057,142,987 54,201,900 55,979,200 58,134,500

The "reimbursements" item consists primarily of police and fire aid, and 911 Trust Fund reimbursements ($10.5M). The increases reflected in FY14 and FY15 are due to the restoration of police aid funding cuts dating back to FY10. The virtual elimination of the multi-million dollar state prisoner reimbursement program at that same time has not yet been restored.

•

The largest component of the "administrative fees" item is the ambulance transport fee. The increase shown is due to expected improvements in the collection of this fee.

•

Interfund ReimbursementsRevenue Category:Inc (Dec)from Orig.Funding Source

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

1,779,60010,843,500 12,359,600 12,490,800 14,139,200Enterprise Recoveries 148,6001,366,100 1,395,000 1,408,100 1,543,600Internal Service Recoveri850,00012,252,844 7,250,000 7,500,000 8,100,000Capital Projects Recoverie67,80012,308,438 3,691,100 3,773,600 3,758,900Special Revenue Recoveri

2,325,00024,212,402 26,879,000 27,141,000 29,204,000Debt Service Recoveries 0535,500 500,000 500,000 500,000Fiduciary Recoveries

Total 5,171,00061,518,783 52,074,700 52,813,500 57,245,700

The largest component of this revenue categaory is "debt service recoveries" which represents incremental real property tax revenue in excess of that required to pay debt service charges in Tax Increment Funds transferred to the General Fund.

•

The remaining components represent reimbursement to the General Fund for indirect costs incurred in support of various Other Funds. The largest component consisting of enterprise funds such as the Water & Wastewater Utility, Waste Management, and the new Watershed Protection & Restoration Fund.

•

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Revenue SummaryOther Funds


Inc (Dec)from Orig.Funding Source

Water & Wstwtr Operating Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

038,449 26,000 26,000 26,000Investment Income 01,591,464 0 0 0Other Reimbursements

128,0000 0 128,000 128,000Interfund Reimbursements3,487,60084,555,353 86,895,700 90,383,300 90,383,300Charges for Services

300,0001,101,643 800,000 1,100,000 1,100,000W & S Assessments 644,3004,973,413 6,816,800 6,870,300 7,461,100Other

0167,736 0 0 0Other Revenue 4,559,90092,428,057 94,538,500 98,507,600 99,098,400Total Water & Wstwtr Operating Fun


Water & Wstwtr Sinking Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

606,000392,544 750,000 898,000 1,356,000Investment Income 5,749,8006,559,646 550,000 320,000 6,299,800Other Reimbursements(130,000)4,031,526 4,030,000 3,958,900 3,900,000W & S Assessments

(12,089,400)31,843,560 47,347,900 42,542,100 35,258,500Capital Connections 0232,843 0 0 0Odenton Town Ctr Charge0538,473 615,000 615,000 615,000Other

131,00018,682,227 19,220,000 19,220,000 19,351,000Environmental Protection Fees 154,9001,439,640 78,000 23,200 232,900Other Revenue

(5,577,700)63,720,458 72,590,900 67,577,200 67,013,200Total Water & Wstwtr Sinking Fund

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Solid Waste Assurance Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

060,197 85,000 45,000 85,000Investment Income 1,814,300748,800 750,000 3,450,000 2,564,300Solid Waste Assurance Fund 1,814,300808,997 835,000 3,495,000 2,649,300Total Solid Waste Assurance Fund


Waste Collection Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

064,784 55,000 55,000 55,000Investment Income 5,0001,044,401 0 12,000 5,000Other Reimbursements

608,50045,599,267 45,826,400 46,099,500 46,434,900Charges for Services (165,000)3,575,594 3,280,000 3,297,900 3,115,000Landfill Charges (49,300)1,185,720 618,500 1,662,400 569,200Other 399,20051,469,766 49,779,900 51,126,800 50,179,100Total Waste Collection Fund


Watershed Protection and Restoration Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

00 0 4,500 0Investment Income (299,200)0 599,200 126,100 300,000Interfund Reimbursements

4,170,0000 13,320,900 13,215,000 17,490,900Charges for Services 3,870,8000 13,920,100 13,345,600 17,790,900Total Watershed Protection and Rest

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Rec & Parks Child Care Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

325,6004,087,635 4,413,300 4,557,600 4,738,900Other Reimbursements325,6004,087,635 4,413,300 4,557,600 4,738,900Total Rec & Parks Child Care Fund


Self Insurance Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

481,500(1,459,665) 885,400 2,380,900 1,366,900Investment Income 010,579 0 0 0Other Reimbursements

2,825,30019,909,000 18,565,100 18,565,100 21,390,400Charges for Services 0607,152 200,000 163,700 200,000Other

3,306,80019,067,067 19,650,500 21,109,700 22,957,300Total Self Insurance Fund


Health Insurance Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

062,199 0 0 0Investment Income 058,440 0 0 0Other Reimbursements

1,059,90093,892,410 102,506,000 102,030,000 103,565,900Medical Premiums 0371,841 0 0 0Other

1,059,90094,384,890 102,506,000 102,030,000 103,565,900Total Health Insurance Fund


OPEB Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

8,200,0000 12,500,000 15,000,000 20,700,000Medical Premiums 8,200,0000 12,500,000 15,000,000 20,700,000Total OPEB Fund

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Garage Working Capital Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

297,40015,954,740 16,305,400 16,575,800 16,602,800Charges for Services 40063,961 30,800 31,200 31,200Other

297,80016,018,700 16,336,200 16,607,000 16,634,000Total Garage Working Capital Fund


Garage Vehicle Replacement Fnd

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

0728 0 0 0Other Reimbursements4,247,1004,857,820 4,844,000 4,877,000 9,091,100Charges for Services

0145,052 75,000 85,500 75,000Other 4,247,1005,003,600 4,919,000 4,962,500 9,166,100Total Garage Vehicle Replacement F


Ag & Wdlnd Prsrvtn Sinking Fnd

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

(2,000)(749,682) 2,000 0 0Investment Income 447,00067,000 753,000 753,000 1,200,000Contributions 445,000(682,682) 755,000 753,000 1,200,000Total Ag & Wdlnd Prsrvtn Sinking Fn


Parking Garage Spec Rev Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

17,200557,165 545,900 557,800 563,100Other Reimbursements17,200557,165 545,900 557,800 563,100Total Parking Garage Spec Rev Fund

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Developer Street Light Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

(1,000,000)1,532,238 1,000,000 500,000 0Other Reimbursements(1,000,000)1,532,238 1,000,000 500,000 0Total Developer Street Light Fund


Bond Premium Revenue Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

(10,000,000)15,318,078 15,000,000 14,815,000 5,000,000Other Reimbursements(10,000,000)15,318,078 15,000,000 14,815,000 5,000,000Total Bond Premium Revenue Fund


Forfeit & Asset Seizure Fnd

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

02,956 0 0 0Investment Income 0946,669 250,000 250,000 250,000Other Reimbursements0949,625 250,000 250,000 250,000Total Forfeit & Asset Seizure Fnd


Piney Orchard WWS Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

300,000967,792 1,000,000 1,000,000 1,300,000Other Reimbursements300,000967,792 1,000,000 1,000,000 1,300,000Total Piney Orchard WWS Fund

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Partnership Children Yth & Fam

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

1,143,2001,338,373 1,575,100 1,549,800 2,718,300Grants & Aid - State/Fed0564 0 0 0Investment Income 0100 0 0 0Other Reimbursements

(70,000)0 70,000 47,400 0Fund Balance1,073,2001,339,037 1,645,100 1,597,200 2,718,300Total Partnership Children Yth & Fa


Laurel Race Track Comm Ben Fnd

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

071 0 0 0Investment Income 205,0000 152,000 152,000 357,000Other Reimbursements205,00071 152,000 152,000 357,000Total Laurel Race Track Comm Ben F


Inmate Benefit Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

01,904 1,200 1,200 1,200Investment Income 30,8001,011,804 1,010,500 990,000 1,041,300Other Reimbursements30,8001,013,708 1,011,700 991,200 1,042,500Total Inmate Benefit Fund


Reforestation Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

(100,000)1,447,811 1,050,000 881,000 950,000Other Reimbursements(100,000)1,447,811 1,050,000 881,000 950,000Total Reforestation Fund

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AA Workforce Dev Corp Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

1,200,0002,229,720 0 0 1,200,000Grants & Aid - State/Fed(1,200,000)0 1,200,000 1,200,000 0Other Reimbursements

02,229,720 1,200,000 1,200,000 1,200,000Total AA Workforce Dev Corp Fund


Community Development Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

(141,000)6,396,383 6,131,100 6,127,100 5,990,100Other Reimbursements(141,000)6,396,383 6,131,100 6,127,100 5,990,100Total Community Development Fund


Circuit Court Special Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

0170,955 231,000 230,000 231,000Other Reimbursements0170,955 231,000 230,000 231,000Total Circuit Court Special Fund


Grants Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

4,853,10030,013,284 31,210,800 26,410,900 36,063,900Grants & Aid - State/Fed15,000386,272 95,000 7,500 110,000Other Reimbursements

4,868,10030,399,556 31,305,800 26,418,400 36,173,900Total Grants Fund

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Impact Fee Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

8,595,00016,166,890 0 12,095,000 8,595,000Impact Fees 134,000146,244 0 924,000 134,000Investment Income

8,729,00016,313,133 0 13,019,000 8,729,000Total Impact Fee Fund


Video Lottery Impact Aid Fund

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

(5,000,000)0 20,000,000 18,000,000 15,000,000State Shared Revenues(5,000,000)0 20,000,000 18,000,000 15,000,000Total Video Lottery Impact Aid Fund


Tax Increment Financing Districts

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

2,771,60032,160,623 34,336,300 43,026,000 37,107,900Property Taxes(25,900)50,289 41,200 19,000 15,300Investment Income 165,7000 27,400 0 193,100Fund Balance

2,911,40032,210,912 34,404,900 43,045,000 37,316,300Total Tax Increment Financing Distri


Special Tax Districts

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

20,0001,709,868 1,485,000 1,485,000 1,505,000Property Taxes026,353 100 100 100Investment Income

(27,700)1,219,999 55,100 55,100 27,400Other Reimbursements359,1000 0 0 359,100Fund Balance351,4002,956,220 1,540,200 1,540,200 1,891,600Total Special Tax Districts

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General FundRevenue Detail FY2015 Approved Budget

ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

Property TaxesReal Property Tax

4,698,000644,881,975 644,479,000 647,932,000 649,177,000Real Property Current 5003 Corporate Property Tax

(1,961,000)58,334,257 58,010,000 57,247,000 56,049,000Corp Prop Current Yr 5015 Personal Property Tax

92,000733,119 643,000 749,000 735,000Personal Prop Currnt 5010 Homestead Tax Credit

18,147,000(111,208,975) (96,947,000) (95,825,000) (78,800,000)Assessable Base 15% 5035 Homeowner Credit - Local

113,000(1,580,242) (1,633,000) (1,503,000) (1,520,000)Cty Spplmnt Credit Curr 5025 Homeowner Credit - State

165,000(3,579,383) (3,665,000) (3,458,000) (3,500,000)Homeowner-Tax Credit 5032 Other Property Tax Credits

11,000(112,758) (118,000) (105,000) (107,000)Conservation Tax Credit 5031 12,000(587,801) (609,000) (584,000) (597,000)Agricultural Tax Credit 5036 35,000(456,172) (448,000) (404,000) (413,000)Foreign Trade Zone Prop Tax Cr5037 9,000(9,704) (19,000) (10,000) (10,000)Not in Grand Master5038

(1,000)(4,335) (5,000) (6,000) (6,000)County Airport Noise Zone Cred5045 (800,000)0 0 (600,000) (800,000)Brownsfield Credit 5046

00 0 (600,000) 0Pr Yr Brownsfield Credit 5047 State Circuit Breaker Reimb.

(165,000)3,579,383 3,665,000 3,458,000 3,500,000State Circuit Breaker 5033 Prior Year Tax & Credits

(500,000)(1,419,836) (1,500,000) (1,900,000) (2,000,000)Real Prop Prior Yr 5004 (15,000)136,005 5,000 (10,000) (10,000)Personal Prop Prior 5011

(100,000)68,415 (200,000) (300,000) (300,000)Corp Prop Prior Yr 5016 1,00013,980 9,000 18,000 10,000Unearn Rev 50 Yr R.E. Program 5020

(50,000)(122,028) (100,000) (225,000) (150,000)Prior Year Old Age 5042 309,000132,420 (50,000) 259,000 259,000Pr Yr Assess Base 5043

Interest and Penalties (47,000)247,838 212,000 194,000 165,000R/E Svc Chg-Lost Int 5040

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

019,264 20,000 20,000 20,000R/E Svc Chg - Admin Fee 5041 (170,000)833,811 970,000 800,000 800,000Interest and Penalties 5075

19,783,000589,899,231 602,719,000 605,147,000 622,502,000Property TaxesTotalLocal Income TaxLocal Income Taxes (Income Tax

20,300,000407,582,398 417,300,000 419,400,000 437,600,000Local Income Taxes (Income Tax5100 20,300,000407,582,398 417,300,000 419,400,000 437,600,000Local Income TaxTotal

State Shared RevenuesAdmissions

08,407,658 8,980,000 8,800,000 8,980,000Admissions 5111 Auto/Boat Rec Fees

03,625 2,000 2,000 2,000Auto/Boat Rec Fees 5112 Highway User Revenue

280,0002,568,114 2,560,000 3,503,000 2,840,000Highway User Revenue 5113 VLT-Impact Aid

019,456,875 0 0 0VLT-Impact Aid 5114 280,00030,436,273 11,542,000 12,305,000 11,822,000State Shared RevenuesTotal

Recordation & Transfer TaxesRecordation Tax

2,500,00042,040,038 36,500,000 38,000,000 39,000,000Recordation Tax 5751 Transfer Tax

2,500,00038,996,647 36,500,000 38,000,000 39,000,000Transfer Tax 5752 5,000,00081,036,685 73,000,000 76,000,000 78,000,000Recordation & Transfer TaxTotal

Local Sales Taxes Sales-Electricity

400,0005,086,423 4,900,000 5,200,000 5,300,000Sales-Electricity 5776 Sales-Gas

110,000814,719 780,000 870,000 890,000Sales-Gas 5777 Sales-Telephone

(200,000)6,347,591 6,300,000 6,200,000 6,100,000Sales-Telephone 5778 Sales-Fuel

10,00054,458 50,000 60,000 60,000Sales-Fuel 5779

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

Sales-Hotel/Motel (726,000)13,653,147 13,670,000 12,690,000 12,944,000Sales-Hotel/Motel 5780

Sales-Parking (100,000)5,509,234 5,500,000 5,400,000 5,400,000Sales-Parking 5781

Trailer Park Rental Pmts 0916,672 910,000 910,000 910,000Trailer Park Rental Pmts 5786

Gross Receipt Tax-Hvy Equp (60,000)307,702 260,000 200,000 200,000Gross Receipt Tax-Hvy Equp 5787

(566,000)32,689,946 32,370,000 31,530,000 31,804,000Local Sales Taxes TotalLicenses and Permits Amusements

(20,000)152,370 220,000 200,000 200,000Amusements 5802 (1,500)31,500 33,000 31,500 31,500Bingo License 5803

Special Events 07,950 7,000 7,000 7,000Special Events 5810

Beer, wine, liquor 01,019,594 970,000 970,000 970,000Beer, wine, liquor 5815

Trade licenses 07,702 8,000 8,000 8,000Electrician Applications 5821 0100 200 200 200Electrician Exams 5822 099,163 100,000 100,000 100,000Electrician Licenses 5823 08,300 7,500 7,500 7,500Electrician Other 5824 0600 800 800 800Gasfitter Applications 5825 09,300 9,000 9,000 9,000Gasfitter Licenses 5827 04,875 5,500 5,500 5,500Plumbers Applications 5829 070,200 73,000 73,000 73,000Plumbers Licenses 5830 050 100 100 100Disposal Systs Appl 5832 050 100 100 100Disposal Systs Exams 5833 03,430 3,000 3,000 3,000Disposal Systs Licenses 5834 0125 300 300 300Utility Contrctrs Appl 5835 0400 500 500 500Utility Contrctrs Exams 5836 04,660 4,500 4,500 4,500Utility Contrcts Licenses 5837

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

04,900 4,500 4,500 4,500Mechanic Applications 5838 060,955 62,500 62,500 62,500Mechanic Licenses 5840

Traders 0854,505 800,000 800,000 800,000Traders 5860

Permits 18,000321,720 300,000 309,000 318,000Electrical Perm Applic 5871 54,000832,894 900,000 927,000 954,000Electrical Permits 5872 6,000113,140 100,000 103,000 106,000Gas Applications 5873 9,000181,970 150,000 154,500 159,000Gas Permits 5874

10,800177,860 180,000 185,400 190,800Plumbing Applications 5875 1,80036,825 30,000 30,900 31,800Water/Sewer Applications 5876

23,400399,810 390,000 401,700 413,400Plumbing Permits 5877 3,60078,010 60,000 61,800 63,600Water/Sewer Inspections 5878

70012,200 12,000 12,400 12,700Septic Tank Applications 5879 9,000157,695 150,000 154,500 159,000Mechanical Applications 5880

24,000375,268 400,000 412,000 424,000Mechanical Permits 5881 13,200209,172 220,000 226,600 233,200Building Applications 5882

198,0003,088,723 3,300,000 3,399,000 3,498,000Building Permits 5883 6009,443 10,000 10,300 10,600Grading Applications 5884

102,0001,856,455 1,700,000 1,751,000 1,802,000Grading Permits 5885 045,100 40,000 41,200 40,000Cert of Occupancy Fee 5886 09,825 10,000 10,300 10,000Invvestigation Fee 5887 014,575 13,000 13,400 13,000Reinspection Fee 5888 00 500 500 500Occupied w/o Cert of Occup Fee5889 033,922 25,000 25,800 25,000Non-Critical Area Forestation 5893 074,004 50,000 51,500 50,000Critical Area Forestation Fee 5894

Fines 023,685 25,000 25,800 25,000Construction Civil Fines 5901 053,424 40,000 41,200 40,000Grading Civil Fines 5902 0125 500 500 500License Civil Fines 5903 0175 500 500 500Late Fees 5904

Mobile Home Parks

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

016,790 17,000 17,000 17,000Trailer Park License 5916 (2,000)12,000 15,000 13,000 13,000Individual Mobile Home 5918

0700 600 600 600Mobile Home Dealer 5919 Taxicabs

3,00062,950 60,000 63,000 63,000Taxicab Registration 5926 2,00057,056 53,000 55,000 55,000Taxicab License 5927

02,142 2,000 2,000 2,000Taxicab Other 5928 01,688 2,000 2,000 2,000Taxi Duplicate License 5929

Animal Control 0187,484 180,000 180,000 180,000Dog Licenses 5941

(5,000)23,829 30,000 25,000 25,000Animal Control Summons 5942 (10,000)107,311 110,000 100,000 100,000Spay/Neuter Fees 5943

021,488 25,000 25,000 25,000Animal Control Other 5944 Other

012,475 13,000 13,000 13,000Roadside Vendor 5952 02,975 2,500 2,500 2,500Parade 5954 01,750 2,000 2,000 2,000Pawnbroker 5956 015,350 17,000 17,000 17,000Auctioneer 5957 013,354 13,000 13,000 13,000Huckster 5958 0483,801 429,500 429,500 429,500Multi Dwelling 5959

(2,000)4,390 6,000 4,000 4,000Multi Dwelling Late Fee 5960 05,025 5,000 5,000 5,000Towing 5961 04,750 4,000 4,000 4,000Scavenger 5962 020,475 20,000 20,000 20,000Scavenger Inspections 5963 0233,950 210,000 220,000 210,000Marriage License/Ceremony 5964

16,300100,870 105,000 110,500 121,300Zoning Fees 5965 05,535 9,000 6,100 9,000Non-Conforming Use 5968 0141,879 125,000 125,000 125,000Waiver Requests 5969

500807 500 1,100 1,000Landscape Screening 5970 01,340,022 1,300,000 1,300,000 1,300,000Food Service Facilities 5971 010,325 10,000 10,000 10,000Tow License Application Fee 5976

2,00022,900 20,000 22,000 22,000Second Hand Dealer 5977

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

Health 022,350 21,000 21,000 21,000Occupancy Permits 6001 0331,025 325,000 325,000 325,000Percolation 6002 0144,875 150,000 150,000 150,000Swimming Pool Prmts 6003 044,465 50,000 50,000 50,000Swim Pool Oper Lic 6004 0122,093 150,000 150,000 150,000Septic System Permit 6005 0832 5,000 5,000 5,000Well Water Tests 6006 0197,174 180,000 180,000 180,000Well Drilling Permits 6007 0171,150 160,000 160,000 160,000I&A Non-Conventional Systems 6008

Public Space Permit Fees 0586,849 517,000 477,400 517,000Indidivual Space Permit Fees 6031 0324,656 300,000 399,300 300,000Maintenance Space Permit Fees 6032

457,40015,306,285 15,060,100 15,342,800 15,517,500Licenses and Permits TotalInvestment Income Investment Income-Misc

02,708 0 0 0Investment Income-Misc 6152 Invest Inc-Restr-Split IS

060,329 150,000 150,000 150,000Invest Inc-Restr-Split IS 6153 Invest Inc-Gen Portfolio

0318,088 250,000 250,000 250,000Invest Inc-Gen Portfolio 6155 Invest Inc-Sweep Accounts

0237 0 0 0Invest Inc-Sweep Accounts 6156 Investment Income Transf In

0(192,191) 0 0 0Investment Income Transf In 6157 0189,172 400,000 400,000 400,000Investment Income Total

Other ReimbursementsReimbursements

5,000126,536 125,000 130,000 130,000Bay Ridge Spec Polce 6172 (2,000)4,112 10,000 8,000 8,000Extradition Reimbursement 6177 (5,000)181,305 180,000 140,000 175,000State Pris Hse Reimb 6180

(18,300)1,241,967 1,600,000 1,212,600 1,581,700DSS Reimb 6181 3,00041,250 42,000 42,000 45,000Detention Cr Weekend Fees 6182

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

03,893,144 3,900,000 3,900,000 3,900,000911 Trust Fund Reimb 6185 18,00092,480 57,000 75,000 75,000Hidta Drug Reimb O/T 6198 10,000233,060 220,000 230,000 230,000Circuit Court Jury Fees 6201

0446,777 440,000 440,000 440,000Circuit Court Masters 6202 45,100119,719 400,000 300,000 445,100DSS Adm 6203 6,800474,878 474,100 480,900 480,900Health Reimb 6204

10,000812,220 800,000 810,000 810,000Fire State Aid 6205 2,200,0003,619,647 3,600,000 5,750,000 5,800,000Police State Aid 6206

019,207 15,000 15,000 15,000State BRF Admin Costs 6210 Rental Income

(45,000)1,432,095 1,495,000 1,450,000 1,450,000Rental Income 6230 Sheriff Fees

(5,000)74,553 75,000 70,000 70,000Sheriff Fees 6235 Administrative Fees

0103,307 100,000 100,000 100,000Adm Fees Spec Assess 6241 013,700 20,000 20,000 20,000Bd of Appeals Fees 6242

1,000,0003,940,989 6,000,000 5,000,000 7,000,000Ambulance Fees 6243 (50,000)242,666 250,000 200,000 200,000False Alarm Fines 6244

Health Department Fees (12,500)20,113 37,500 24,200 25,000Bad Debt Collections 6251 (78,000)167,329 268,100 207,800 190,100Self Pay Collections 6252 64,50027,727 30,500 13,000 95,000Private Insur Collections 6253

317,3001,508,901 3,155,800 3,443,000 3,473,100Medical Assistance Collections6254 (15,000)15,692 30,000 15,000 15,000Medicare Collections 6255 20,000246,498 225,000 245,000 245,000Other Collections 6256

Certification of liens (15,000)134,650 140,000 125,000 125,000Certification of liens 6280

Sale of Surplus Property 00 0 430,000 0Sale of Surplus Property 6285

Developers Fees- Strt Lighting0107,302 60,000 60,000 60,000Developers Fees- Strt Lighting6290

Sub-division

Page 66

Page 71



ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

03,220,373 1,500,000 1,500,000 1,500,000Pub Works Subdivisns 6296 Cable Fees

750,00010,229,615 9,700,000 10,000,000 10,450,000Cable Fees 6300 Golf Course

42,6003,930,700 4,377,700 4,377,700 4,420,300Golf Course Revenue 6306 01,016,878 0 0 0Golf Crse Sale/Amsmt Tax 6314

Recreation and Parks 0(13,242) 0 0 0Quiet Waters Park 6326 08,716 0 0 0Permits-Jug Bay 6336 055,410 0 0 0Parks-Miscellaneous 6337

38,8006,059,424 6,227,200 6,209,700 6,266,000Rec and Park Fees 6360 Seized/forfeited funds

08,840 5,000 5,000 5,000Fast - Veh Proceeds 6423 50,000343,653 300,000 350,000 350,000Fast - Forfeited County 6424

Fines and fees 04,065 0 0 0Copy Reproduction 6469

(25,000)568,112 600,000 575,000 575,000Fines 6472 Miscellaneous "Other"

(60,000)920,416 890,000 830,000 830,000Sheriff Civil Process Fee 6496 5,00093,211 45,000 100,000 50,000Sales Tax Pen & Int 6497

027,194 17,000 20,000 17,000Base Maps 6499 (71,100)403,670 380,000 355,000 308,900Ma Personal Care Provider 6500

0306,706 200,000 200,000 200,000Tax Sales 6503 074,441 30,000 29,000 30,000Traffic Sign Fees 6506

5,00050,028 45,000 45,000 50,000DC Live In Work Out 6508 30,00041,412 25,000 25,000 55,000DC House Arrest Alt Sent 6509 (3,000)22,805 25,000 25,000 22,000Det Ctr Alternative Sent 6510

(25,000)480,450 575,000 550,000 550,000Development Serv Fee 6511 1,00014,352 14,000 14,000 15,000Inmate Medical Fees 6512

021,486 20,000 20,000 20,000Dishonored Check Fee 6513 018,495 15,000 15,000 15,000Zoning Violat. Penal 6514

(5,000)59,335 60,000 160,000 55,000State Reimb Inmate Med Fees 6518

Page 67

Page 72



ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

0296,363 200,000 200,000 200,000Parking Fines 6522 019,484 40,000 40,000 40,000Circuit Court Fines 6523

(5,000)9,511 12,000 7,000 7,000State Attorney Revolv Fund 6526 (150,000)940,430 900,000 750,000 750,000Prior Year Encumb W/O 6529

01,205,172 1,000,000 1,000,000 1,000,000Transfer Station Host Fee 6534 013,683 15,000 23,000 15,000Cable TV R/W 6535

(49,600)5,007,390 1,884,000 2,117,300 1,834,400Misc. Revenues-All Funds 6550 01,357 0 0 0OBC Suspense Cks 6553 010,009 0 0 0OEM / EOC Reimbursements 6554 0375 0 0 0Suspense Checks 6555 0937,151 0 200,000 0Fed Storm Reimbusement 6556

(100,000)1,339,327 1,350,000 1,250,000 1,250,000BABs Rebate 6557 50,00052,757 0 50,000 50,000Other Reimbursements 6559

01,610 0 0 0Discounts Available 6599 3,932,60057,142,987 54,201,900 55,979,200 58,134,500Other ReimbursementsTotal

Interfund ReimbursementsEnterprise Recoveries

1,779,60010,843,500 12,359,600 12,490,800 14,139,200Enterprise Recoveries 6681 Internal Service Recoveries

148,6001,366,100 1,395,000 1,408,100 1,543,600Internal Service Recoveries 6682 Capital Projects Recoveries

850,00012,252,844 7,250,000 7,500,000 8,100,000Capital Projects Recoveries 6683 Special Revenue Recoveries

67,80012,308,438 3,691,100 3,773,600 3,758,900Special Revenue Recoveries 6684 Debt Service Recoveries

2,325,00024,212,402 26,879,000 27,141,000 29,204,000Debt Service Recoveries 6685 Fiduciary Recoveries

0535,500 500,000 500,000 500,000Fiduciary Recoveries 6686 5,171,00061,518,783 52,074,700 52,813,500 57,245,700Interfund ReimbursementsTotal

Page 68

Page 73


Revenue DetailOther Funds


ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

Water & Wstwtr Operating FundFund:038,449 26,000 26,000 26,000Invest Inc-Gen Portfolio 6155 038,449 26,000 26,000 26,000Investment Income Total01,591,464 0 0 0Prior Year Encumb W/O 6529 01,591,464 0 0 0Other ReimbursementsTotal

128,0000 0 128,000 128,000Enterprise Recoveries 6681 128,0000 0 128,000 128,000Interfund ReimbursementsTotal

1,2009,210 8,000 9,200 9,200Holding Tank Waste 6767 223,9002,293,929 2,226,100 2,450,000 2,450,000Reimb-City of Annap-WWTP 6783 237,50071,757 62,500 300,000 300,000Septic Tank Chem Waste 6766

01,479,529 1,470,000 1,470,000 1,470,000Service Fees Wastewater 6770 01,462,737 1,530,000 1,530,000 1,530,000Service Fees Water 6769 02,401,474 3,276,000 3,276,000 3,276,000Alloc. Usage Charges-WW 6781 01,368,578 1,869,000 1,869,000 1,869,000Alloc. Usage Charges-W 6782 028,636,233 28,980,000 28,980,000 28,980,000Usage Charges-Water 6761

2,917,30047,819,379 49,081,800 51,999,100 51,999,100Usage Charges-W/Water 6762 0(2,444,520) (2,500,000) (2,500,000) (2,500,000)Usage Credit-W/Water 6764

107,7001,457,046 892,300 1,000,000 1,000,000Usage Charge-Mayo 6765 3,487,60084,555,353 86,895,700 90,383,300 90,383,300Charges for Services Total

300,000807,464 500,000 800,000 800,000User Connections-Water 6812 0294,178 300,000 300,000 300,000User Connections-Wastewater 6813

300,0001,101,643 800,000 1,100,000 1,100,000W & S Assessments Total0310,546 75,000 75,000 75,000Develop Svc Fee W/Water 6905

(500)2,300 2,500 2,000 2,000Haulers 6909 (20,000)19,802 40,000 20,000 20,000Leachate 6901 50,000133,202 150,000 200,000 200,000Miscellaneous Income-All Funds6949

01,934,327 1,957,000 1,957,000 1,957,000Penalty Charges-W/Water 6887 0274,843 160,000 160,000 160,000Pretreatment 6908

83,0000 1,000,000 1,000,000 1,083,000Reimb Cap Proj-W/Water 6891 83,0000 1,000,000 1,000,000 1,083,000Reimb Cap Proj-Water 6892

04,469 0 0 0Reimb For Damages-WW 6894 7,00068,571 63,000 70,000 70,000Reimb for Lake Shore 6889

Page 69

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

025,964 0 17,000 0Reimburse For Damage-Wtr 6893 54,7001,659,389 1,823,600 1,823,600 1,878,300Rental Income-Water 6903

193,400270,000 273,000 273,000 466,400WTR WMS Pro Rata 6898 193,700270,000 272,700 272,700 466,400WW WMS Pro Rata 6897 644,3004,973,413 6,816,800 6,870,300 7,461,100Other Total

0431 0 0 0Discounts Available 6985 0(45) 0 0 0Discounts Lost 6984 0167,349 0 0 0Int on W/Water Install 6971 0167,736 0 0 0Other Revenue Total

4,559,90092,428,057 94,538,500 98,507,600 99,098,400Total Water & Wstwtr Operating Water & Wstwtr Sinking FundFund:

600,000350,266 600,000 800,000 1,200,000Invest Inc-Gen Portfolio 6155 (30,000)46,186 70,000 40,000 40,000Invest Inc-Restr-Split IS 6153 36,000(3,908) 80,000 58,000 116,000Investment Income Transf In 6157

606,000392,544 750,000 898,000 1,356,000Investment Income Total5,659,8006,011,636 0 0 5,659,800Misc. Revenues-All Funds 6550

90,000548,010 550,000 320,000 640,000BABs Rebate 6557 5,749,8006,559,646 550,000 320,000 6,299,800Other ReimbursementsTotal

(30,000)791,176 730,000 659,200 700,000Front Foot Water-Current 6815 (100,000)3,203,449 3,300,000 3,290,000 3,200,000Front Foot Wastewater-Current 6816

06,300 0 6,300 0User Connections-Water 6812 030,600 0 3,400 0User Connections-Wastewater 6813

(130,000)4,031,526 4,030,000 3,958,900 3,900,000W & S Assessments Total(4,395,400)13,181,406 20,063,600 19,176,600 15,668,200Capital Connections-Water 6821 (7,694,000)15,567,358 24,209,300 20,217,500 16,515,300Capital Connections-Wastewater6822

0602,342 400,000 473,000 400,000Capital Facility-Water-Current6824 0422,531 300,000 300,000 300,000Capital Facility-Wastewater-Cu6825 0106,504 115,000 115,000 115,000Capital Facility-Mayo 6828 0262,122 260,000 260,000 260,000Mayo Serv Avail Chrg-Current 6830 01,701,298 2,000,000 2,000,000 2,000,000Capital Fac Recoup Fee 6832

(12,089,400)31,843,560 47,347,900 42,542,100 35,258,500Capital Connections Total0232,843 0 0 0Odenton Town Ctr Chg 6833

Page 70

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

0232,843 0 0 0Odenton Town Ctr ChargeTotal0538,473 615,000 615,000 615,000Miscellaneous Income-All Funds6949 0538,473 615,000 615,000 615,000Other Total

131,00018,682,227 19,220,000 19,220,000 19,351,000Enviromental Protect Fee 6951 131,00018,682,227 19,220,000 19,220,000 19,351,000Environmental Protection Fees Total162,9001,389,964 50,000 0 212,900Alloc - Interest & Penlty 6974

(8,000)8,682 8,000 3,200 0Int on W/Water Install 6971 040,994 20,000 20,000 20,000W/Water Penalties 6973

154,9001,439,640 78,000 23,200 232,900Other Revenue Total(5,577,700)63,720,458 72,590,900 67,577,200 67,013,200Total Water & Wstwtr Sinking Fu

Solid Waste Assurance FundFund:060,197 85,000 45,000 85,000Invest Inc-Gen Portfolio 6155 060,197 85,000 45,000 85,000Investment Income Total

1,814,300748,800 750,000 3,450,000 2,564,300Solid Waste Contribution 6806 1,814,300748,800 750,000 3,450,000 2,564,300Solid Waste Assurance Fund Total1,814,300808,997 835,000 3,495,000 2,649,300Total Solid Waste Assurance Fun

Waste Collection FundFund:044,509 55,000 40,000 55,000Invest Inc-Gen Portfolio 6155 03,419 0 4,000 0Invest Inc-Restr-Split IS 6153 016,856 0 11,000 0Investment Income Transf In 6157 064,784 55,000 55,000 55,000Investment Income Total0459,975 0 0 0Prior Year Encumb W/O 6529

5,000526,334 0 12,000 5,000Misc. Revenues-All Funds 6550 058,091 0 0 0BABs Rebate 6557

5,0001,044,401 0 12,000 5,000Other ReimbursementsTotal533,50045,520,523 45,826,400 46,024,500 46,359,900Solid Waste Service Chg 6791 75,00078,744 0 75,000 75,000WC Int Delinq Fees 6795

608,50045,599,267 45,826,400 46,099,500 46,434,900Charges for Services Total5,000556,874 545,000 545,000 550,000Energy Sales 6804

(74,000)1,418,921 1,400,000 1,326,000 1,326,000Landfill Fees 6802 (96,000)1,599,799 1,335,000 1,426,900 1,239,000Sales Salvage Material 6801

(165,000)3,575,594 3,280,000 3,297,900 3,115,000Landfill Charges Total

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

(80,500)168,666 80,500 145,600 0Equipment Buy Backs 6915 09,280 5,000 5,000 5,000Landfill Restitution 6919

31,20090,003 33,000 1,011,800 64,200Miscellaneous Income-All Funds6949 0917,772 500,000 500,000 500,000Single Stream Recycling 6914

(49,300)1,185,720 618,500 1,662,400 569,200Other Total399,20051,469,766 49,779,900 51,126,800 50,179,100Total Waste Collection Fund

Watershed Protection and Restoration FundFund:00 0 4,500 0Invest Inc-Gen Portfolio 6155 00 0 4,500 0Investment Income Total

(299,200)0 599,200 126,100 300,000Capital Projects Recoveries 6683 (299,200)0 599,200 126,100 300,000Interfund ReimbursementsTotal

4,170,0000 13,320,900 13,215,000 17,490,900WPRF Fees 6785 4,170,0000 13,320,900 13,215,000 17,490,900Charges for Services Total3,870,8000 13,920,100 13,345,600 17,790,900Total Watershed Protection and

Rec & Parks Child Care FundFund:325,6004,070,150 4,413,300 4,557,600 4,738,900Child Care Fees 6400

017,192 0 0 0Prior Year Encumb W/O 6529 0293 0 0 0Misc. Revenues-All Funds 6550

325,6004,087,635 4,413,300 4,557,600 4,738,900Other ReimbursementsTotal325,6004,087,635 4,413,300 4,557,600 4,738,900Total Rec & Parks Child Care Fun

Self Insurance FundFund:481,500(1,459,665) 885,400 2,380,900 1,366,900Invest Inc-Gen Portfolio 6155 481,500(1,459,665) 885,400 2,380,900 1,366,900Investment Income Total

010,579 0 0 0Prior Year Encumb W/O 6529 010,579 0 0 0Other ReimbursementsTotal

2,825,30019,909,000 18,565,100 18,565,100 21,390,400Self Insurance 6750 2,825,30019,909,000 18,565,100 18,565,100 21,390,400Charges for Services Total

0407 0 100 0BOE-Workers Comp Recpt 6883 0437,288 200,000 87,900 200,000County Veh Damage Receipt 6876 0152,229 0 66,500 0County Workers Comp Recpt 6878 03,120 0 0 0Miscellaneous Income-All Funds6949 0(7) 0 3,600 0Miscellaneous Receipts 6885

Page 72

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

014,115 0 5,600 0Outside Insurer's Reimb 6875 0607,152 200,000 163,700 200,000Other Total

3,306,80019,067,067 19,650,500 21,109,700 22,957,300Total Self Insurance FundHealth Insurance FundFund:

062,199 0 0 0Invest Inc-Gen Portfolio 6155 062,199 0 0 0Investment Income Total058,440 0 0 0Prior Year Encumb W/O 6529 058,440 0 0 0Other ReimbursementsTotal0806,016 0 0 0AACC Dental 6840 01,496,213 0 0 0AACC Employee 6840

(768,000)9,312,663 13,068,000 12,700,000 12,300,000AACC Employer 6840 069,620 0 0 0AACC Vision 6840

(235,400)6,007,813 6,941,000 6,500,000 6,705,600County Employee 6840 2,100,00045,641,676 50,900,000 50,600,000 53,000,000County Employer 6840

0112,617 150,000 130,000 150,000Cobra Payments 6840 00 1,200,000 1,200,000 1,200,000Library Employee 6840

223,0002,432,512 2,380,000 2,700,000 2,603,000Library Employer 6840 01,108,653 0 0 0Library Employr Prescrip Card 6840 01,289,352 1,200,000 1,500,000 1,200,000Privatized Agencies 6840

(259,700)6,599,900 6,667,000 7,000,000 6,407,300Retirees Employee 6840 019,015,373 20,000,000 19,700,000 20,000,000Retirees Employer 6840

1,059,90093,892,410 102,506,000 102,030,000 103,565,900Medical Premiums Total0371,841 0 0 0Miscellaneous Income-All Funds6949 0371,841 0 0 0Other Total

1,059,90094,384,890 102,506,000 102,030,000 103,565,900Total Health Insurance FundOPEB FundFund:

8,200,0000 12,500,000 15,000,000 20,700,000OPEB Contribution 6840 8,200,0000 12,500,000 15,000,000 20,700,000Medical Premiums Total8,200,0000 12,500,000 15,000,000 20,700,000Total OPEB Fund

Garage Working Capital FundFund:118,0005,561,336 5,413,000 5,648,800 5,531,000Direct Charges - Non-Fuel 6734 179,40010,393,404 10,892,400 10,927,000 11,071,800Leased Vehicle Rev 6740

Page 73

Page 78




ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

297,40015,954,740 16,305,400 16,575,800 16,602,800Charges for Services Total06,188 0 0 0Insurance Recoveries 6871

8,60047,102 15,200 23,800 23,800Miscellaneous Income-All Funds6949 (8,200)10,670 15,600 7,400 7,400Towing/Storage Fees Fast 6873

40063,961 30,800 31,200 31,200Other Total297,80016,018,700 16,336,200 16,607,000 16,634,000Total Garage Working Capital Fu

Garage Vehicle Replacement FndFund:0728 0 0 0Prior Year Encumb W/O 6529 0728 0 0 0Other ReimbursementsTotal

4,247,1004,857,820 4,844,000 4,877,000 9,091,100Leased Vehicle Rev Rep 6741 4,247,1004,857,820 4,844,000 4,877,000 9,091,100Charges for Services Total

0116,089 75,000 75,000 75,000Auction Revenue 6874 018,506 0 0 0Insurance Recoveries 6871 010,457 0 10,500 0Lease Vehicle Upgrades 6911 0145,052 75,000 85,500 75,000Other Total

4,247,1005,003,600 4,919,000 4,962,500 9,166,100Total Garage Vehicle ReplacemeAg & Wdlnd Prsrvtn Sinking FndFund:

(2,000)(749,682) 2,000 0 0Invest Inc-Gen Portfolio 6155 (2,000)(749,682) 2,000 0 0Investment Income Total

447,00067,000 753,000 753,000 1,200,000Contributions 6990 447,00067,000 753,000 753,000 1,200,000Contributions Total445,000(682,682) 755,000 753,000 1,200,000Total Ag & Wdlnd Prsrvtn Sinkin

Parking Garage Spec Rev FundFund:06,003 0 0 0Prior Year Encumb W/O 6529 0170,000 170,000 170,000 170,000Anne Arundel Co Fees 6381

(1,500)230,840 231,400 229,400 229,900State of Md Fees 6382 4,30090,427 85,000 89,300 89,300Transient Fees 6383

14,40059,896 59,500 69,100 73,900Misc Receipts 6384 17,200557,165 545,900 557,800 563,100Other ReimbursementsTotal17,200557,165 545,900 557,800 563,100Total Parking Garage Spec Rev F

Developer Street Light FundFund:(1,000,000)1,489,648 1,000,000 500,000 0Devel Streetlight Install 6411

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

09,931 0 0 0Prior Year Encumb W/O 6529 032,660 0 0 0Misc. Revenues-All Funds 6550

(1,000,000)1,532,238 1,000,000 500,000 0Other ReimbursementsTotal(1,000,000)1,532,238 1,000,000 500,000 0Total Developer Street Light Fun

Bond Premium Revenue FundFund:(10,000,000)15,318,078 15,000,000 14,815,000 5,000,000Misc. Revenues-All Funds 6550 (10,000,000)15,318,078 15,000,000 14,815,000 5,000,000Other ReimbursementsTotal(10,000,000)15,318,078 15,000,000 14,815,000 5,000,000Total Bond Premium Revenue Fu

Forfeit & Asset Seizure FndFund:02,956 0 0 0Invest Inc-Gen Portfolio 6155 02,956 0 0 0Investment Income Total0946,669 250,000 250,000 250,000Fast - Fed 6422 0946,669 250,000 250,000 250,000Other ReimbursementsTotal0949,625 250,000 250,000 250,000Total Forfeit & Asset Seizure Fnd

Piney Orchard WWS FundFund:300,000967,792 1,000,000 1,000,000 1,300,000Piney Orchard WWS 6530 300,000967,792 1,000,000 1,000,000 1,300,000Other ReimbursementsTotal300,000967,792 1,000,000 1,000,000 1,300,000Total Piney Orchard WWS Fund

Partnership Children Yth & FamFund:1,143,2001,338,373 1,575,100 1,549,800 2,718,300Grants 5132 1,143,2001,338,373 1,575,100 1,549,800 2,718,300Grants & Aid - State/FedTotal

0564 0 0 0Invest Inc-Gen Portfolio 6155 0564 0 0 0Investment Income Total0100 0 0 0Misc. Revenues-All Funds 6550 0100 0 0 0Other ReimbursementsTotal

(70,000)0 70,000 47,400 0Surplus Fund Balances 6691 (70,000)0 70,000 47,400 0Fund BalanceTotal

1,073,2001,339,037 1,645,100 1,597,200 2,718,300Total Partnership Children Yth & Laurel Race Track Comm Ben FndFund:

071 0 0 0Invest Inc-Gen Portfolio 6155 071 0 0 0Investment Income Total

205,0000 152,000 152,000 357,000Laurel Racetrack Revenue 6635

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

205,0000 152,000 152,000 357,000Other ReimbursementsTotal205,00071 152,000 152,000 357,000Total Laurel Race Track Comm B

Inmate Benefit FundFund:01,904 1,200 1,200 1,200Invest Inc-Gen Portfolio 6155 01,904 1,200 1,200 1,200Investment Income Total

30,800643,056 660,500 660,000 691,300Commissary Sales 6441 00 30,000 30,000 30,000Commissary Commissions 6442 0293,602 320,000 300,000 320,000Telephone Commissions 6443 075,146 0 0 0Prior Year Encumb W/O 6529

30,8001,011,804 1,010,500 990,000 1,041,300Other ReimbursementsTotal30,8001,013,708 1,011,700 991,200 1,042,500Total Inmate Benefit Fund

Reforestation FundFund:021,720 0 0 0Prior Year Encumb W/O 6529

(100,000)1,426,091 1,050,000 881,000 950,000Misc. Revenues-All Funds 6550 (100,000)1,447,811 1,050,000 881,000 950,000Other ReimbursementsTotal(100,000)1,447,811 1,050,000 881,000 950,000Total Reforestation Fund

AA Workforce Dev Corp FundFund:1,200,0002,229,720 0 0 1,200,000Miscellaneous Grants 5601 1,200,0002,229,720 0 0 1,200,000Grants & Aid - State/FedTotal

(1,200,000)0 1,200,000 1,200,000 0Workforce Development Corp. 6673 (1,200,000)0 1,200,000 1,200,000 0Other ReimbursementsTotal

02,229,720 1,200,000 1,200,000 1,200,000Total AA Workforce Dev Corp FuCommunity Development FundFund:

(141,000)6,396,383 6,131,100 6,127,100 5,990,100Arundel Comm Dev Svcs (ACDS) 6675 (141,000)6,396,383 6,131,100 6,127,100 5,990,100Other ReimbursementsTotal(141,000)6,396,383 6,131,100 6,127,100 5,990,100Total Community Development F

Circuit Court Special FundFund:0500 0 0 0Unrestricted Revenues 6676 0170,455 231,000 230,000 231,000Misc. Revenues-All Funds 6550 0170,955 231,000 230,000 231,000Other ReimbursementsTotal0170,955 231,000 230,000 231,000Total Circuit Court Special Fund

Grants FundFund:

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

4,544,90027,606,322 30,059,400 25,360,300 34,604,300Grants 5132 332,500787,728 1,037,100 975,600 1,369,600General Fund Contribution 5133 10,00042,427 30,000 30,000 40,000Bad Debt Collections 5180

(16,800)54,279 66,800 45,000 50,000Self Pay Collections 5190 (500)914,872 500 0 0Private Insurance Collections 5200

(17,000)607,656 17,000 0 0Medical Assistance 5210 4,853,10030,013,284 31,210,800 26,410,900 36,063,900Grants & Aid - State/FedTotal

013,537 0 0 0Adm Fees Spec Assess 6241 15,000372,735 95,000 7,500 110,000Misc. Revenues-All Funds 6550 15,000386,272 95,000 7,500 110,000Other ReimbursementsTotal

4,868,10030,399,556 31,305,800 26,418,400 36,173,900Total Grants FundImpact Fee FundFund:

8,595,00016,166,890 0 12,095,000 8,595,000Impact Fees 6045 8,595,00016,166,890 0 12,095,000 8,595,000Impact Fees Total

134,000146,244 0 924,000 134,000Invest Inc-Gen Portfolio 6155 134,000146,244 0 924,000 134,000Investment Income Total

8,729,00016,313,133 0 13,019,000 8,729,000Total Impact Fee FundVideo Lottery Impact Aid FundFund:

(5,000,000)0 20,000,000 18,000,000 15,000,000VLT-Impact Aid 5114 (5,000,000)0 20,000,000 18,000,000 15,000,000State Shared RevenuesTotal(5,000,000)0 20,000,000 18,000,000 15,000,000Total Video Lottery Impact Aid F

Tax Increment Financing DistrictsFund:1,165,70025,394,518 28,727,300 36,150,000 29,893,000Real Property Current 5050

780,9001,410,000 0 1,310,000 780,900Special Assessment Taxes 5051 825,0005,356,105 5,609,000 5,566,000 6,434,000Real Property Current 5003

2,771,60032,160,623 34,336,300 43,026,000 37,107,900Property TaxesTotal(26,000)50,289 41,000 15,000 15,000Invest Inc-Gen Portfolio 6155

1000 200 4,000 300Investment Income-Misc 6152 (25,900)50,289 41,200 19,000 15,300Investment Income Total165,7000 27,400 0 193,100Surplus Fund Balances 6691 165,7000 27,400 0 193,100Fund BalanceTotal

2,911,40032,210,912 34,404,900 43,045,000 37,316,300Total Tax Increment Financing D

Page 77

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ActualFY2013

OriginalFY2014

RevisedFY2014

EstimateFY2015

Special Tax DistrictsFund:20,0001,709,868 1,485,000 1,485,000 1,505,000Special Assessment Taxes 5051 20,0001,709,868 1,485,000 1,485,000 1,505,000Property TaxesTotal

0953 0 0 0Invest Inc-Gen Portfolio 6155 025,400 100 100 100Investment Income-Misc 6152 026,353 100 100 100Investment Income Total01,219,999 0 0 0Misc. Revenues-All Funds 6550

(27,700)0 55,100 55,100 27,400Discounts Available 6599 (27,700)1,219,999 55,100 55,100 27,400Other ReimbursementsTotal359,1000 0 0 359,100Surplus Fund Balances 6691 359,1000 0 0 359,100Fund BalanceTotal351,4002,956,220 1,540,200 1,540,200 1,891,600Total Special Tax Districts

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Legislative Branch FY2015 Approved Budget

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

Mission Statement Personnel Summary

District 1 - Daryl JonesDistrict 2 - John J. GrassoDistrict 3 - Derek FinkDistrict 4 - G. James BenoitDistrict 5 - Dick LaddDistrict 6 - Chris TrumbauerDistrist 7 - Jerry Walker

Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014

BudgetFY2015Category

Summary of Budgeted Positions in County Classified Service

FundGeneral Fund 011 11 11 11

Total by Fund 011 11 11 11

Barg UnitNon-Represented 0.0011.00 11.00 11.00 11.00Total-Barg Unit 0.0011.00 11.00 11.00 11.00

CharacterCounty Council 0.003.00 3.00 3.00 3.00County Auditor 0.006.00 6.00 6.00 6.00Board of Appeals 0.002.00 2.00 2.00 2.00Total-Character 0.0011.00 11.00 11.00 11.00

In addition to the 12 Merit employess shown above, the Legislative Branch consists of 25 positions exempt from the County Classified service. These positions include:(14) 7 Council Members and 7 Aides(1) 1 Legislative Counsel to the County Council(2) 1 Administrative Officer and 1 Asst. Administrative Officer to the County Council(1) 1 County Auditor(7) 7 Members of the Board of Appeals

•

A listing of all positions, by department and by job title, is provided at the end of this section.

•

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Comparative Statement of Expenditures

Legislative Branch FY2015 Approved Budget

Inc (Dec)from Orig.

Original Estimate BudgetGeneral Classificationsof Expenditure FY2013

ActualFY2014 FY2014 FY2015

FundGeneral Fund 285,2003,210,196 3,325,600 3,304,600 3,610,800

Total by Fund 285,2003,210,196 3,325,600 3,304,600 3,610,800CharacterCounty Council 131,2001,775,795 1,807,500 1,810,700 1,938,700County Auditor 131,7001,089,387 1,166,800 1,143,400 1,298,500Board of Appeals 22,300345,014 351,300 350,500 373,600

Total by Character 285,2003,210,196 3,325,600 3,304,600 3,610,800ObjectPersonal Services 261,9002,765,171 2,824,600 2,822,800 3,086,500Contractual Services 15,000367,086 408,300 388,800 423,300Supplies & Materials 2,60024,690 37,100 37,500 39,700Business & Travel 5,70053,250 55,600 55,500 61,300Capital Outlay 00 0 0 0

Total by Object 285,2003,210,196 3,325,600 3,304,600 3,610,800

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Legislative BranchCounty Council


The constitution of the State of Maryland requires all charter counties to have a council which is vested with the power to enact local legislation. The County Council is the elected body of the County and is vested with the power to enact legislation. The seven member council generally meets the first and third Mondays of each month, in addition to budget deliberations in May. The Council must adopt a budget by June 15 or the County Executive’s request stands as proposed. With the exception of the Board of Education budget, the Council may only delete programs and funding from the County Executive’s proposal.

Program StatementInc (Dec)from Orig.

Actual Original Estimate BudgetGeneral Classof Expenditure

Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 131,2001,775,795 1,807,500 1,810,700 1,938,700

Total by Fund 131,2001,775,795 1,807,500 1,810,700 1,938,700

ObjectPersonal Services 119,1001,682,260 1,695,400 1,703,000 1,814,500Contractual Services 9,00039,798 46,400 45,100 55,400Supplies & Materials 2,00013,918 23,500 23,500 25,500Business & Travel 1,10039,818 42,200 39,100 43,300Capital Outlay 00 0 0 0Total by Object 131,2001,775,795 1,807,500 1,810,700 1,938,700

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Legislative BranchCounty Auditor


The County Auditor serves at the pleasure of the County Council and acts in an oversight capacity to ensure that public funds are spent in accordance with the budget and applicable county laws. The Auditor is also responsible for ensuring the Comprehensive Annual Financial Report (CAFR) is audited annually.



Budget Summary


Total by Fund 131,7001,089,387 1,166,800 1,143,400 1,298,500

ObjectPersonal Services 119,800860,622 913,100 906,700 1,032,900Contractual Services 7,000209,425 233,800 215,600 240,800Supplies & Materials 4006,264 6,900 7,300 7,300Business & Travel 4,50013,076 13,000 13,800 17,500Total by Object 131,7001,089,387 1,166,800 1,143,400 1,298,500

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Legislative BranchBoard of Appeals


Independent of both the executive and legislative branches, the Board of Appeals renders final decisions on appeals relating to zoning, licenses, permits, executive, administrative, and judicatory orders. The seven members of the Board are appointed by the County Council to terms coterminous with those of the Council. Appellants of decisions on special exceptions, rezonings and variances have already appeared before the Administrative Hearings Officer, and may subsequently pursue their cases in Circuit Court if they are not satisfied with the decision of the Board. Board members each receive an annual stipend of $5,250, and a per diem allowance of $50.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 22,300345,014 351,300 350,500 373,600

Total by Fund 22,300345,014 351,300 350,500 373,600

ObjectPersonal Services 23,000222,289 216,100 213,100 239,100Contractual Services (1,000)117,863 128,100 128,100 127,100Supplies & Materials 2004,508 6,700 6,700 6,900Business & Travel 100355 400 2,600 500Total by Object 22,300345,014 351,300 350,500 373,600

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Job Code - Title Plan Grade Adjusted Budget Variance

Legislative BranchGeneral Fund

ApprovedRequest

Personnel Summary - Positions in the County Classified Service

Approved

FY2014FY2014 FY2014FY2013 FY2015


0225 Legislative Staff Auditor LA 1 0 0 00010226 Legislative Sr Staff Auditor LA 2 1 1 01100227 Legislative Audit Manager LA 3 2 2 02220229 Legislative Management Assistant II NR 17 1 1 01110230 Legis Administrative Secretary NR 12 4 4 04440234 Legislative Senior Secretary NR 10 1 1 01110238 Asst County Auditor LA 4 2 2 0222

11 11 0111111Fund Summary

11 11 0111111Department Summary

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Legislative BranchGeneral Fund

ApprovedRequest

Personnel Summary - Positions Exempt from the County Classified Service

Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0180 County Auditor E 8 1 1 01110185 Admin Officer to County Councl E 5 1 1 01110190 Asst Admin Officer to Co Counl E 3 1 1 01110192 Legis Aide II CC EL 3 7 7 07770193 Legis Counsel To Co Council E 6 1 1 01118010 Council Member EO 3 7 7 07778550 Board Member Bd of Appeals ET 2 7 7 0777



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County Executive FY2015 Approved Budget

Mission Statement The County Executive shall be responsible for the proper and efficient administration of such affairs of the County as are placed in the charge or under the jurisdiction and control of the County Executive under the Charter or by law. Program Statement The Office of the County Executive is responsible for providing management and policy direction for the operation of county government. County Executive – this budget includes public information, government relations, human relations and Community Services.

Anne Arundel Economic Development Corporation (AAEDC) – this is a privatized agency of county government responsible for promoting Anne Arundel County as an attractive place for business. In addition to the operating subsidy provided by the county, its non-profit status allows the corporation to receive grants and aid that otherwise would not be available to government agencies. Laurel Race Track Impact Aid – there is a Laurel Impact Fee Special Revenue Fund to account for the funds paid to the County as impact aid for the Laurel Racetrack. The County Executive has established a committee to recommend how best to spend these funds.

Personnel Summary There are no positions in the "County Classified Service" within the County Executive's Office. All positions are exempt from the merit system. A listing of all positions, by department and job title, is provided at the end of this section.

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County Executive FY2015 Approved Budget

Inc (Dec)from Orig.



FundGeneral Fund 80,9004,292,569 5,074,600 5,087,100 5,155,500Laurel Race Track Comm Ben Fn 205,0000 152,000 152,000 357,000Video Lottery Impact Aid Fund (1,900,000)0 3,000,000 1,500,000 1,100,000

Total by Fund (1,614,100)4,292,569 8,226,600 6,739,100 6,612,500CharacterCounty Executive 78,8001,717,935 2,037,700 2,107,700 2,116,500Economic Development Corp 2,1002,574,634 3,036,900 2,979,400 3,039,000Laurel Race Track Impact Aid 205,0000 152,000 152,000 357,000VLT Community Grants (1,900,000)0 3,000,000 1,500,000 1,100,000

Total by Character (1,614,100)4,292,569 8,226,600 6,739,100 6,612,500ObjectPersonal Services 163,4001,813,077 2,035,100 2,137,900 2,198,500Contractual Services (5,800)39,423 43,300 29,200 37,500Supplies & Materials 038,140 50,500 50,500 50,500Business & Travel 01,929 18,000 18,500 18,000Capital Outlay 00 1,000 1,000 1,000Grants, Contributions & Other (1,771,700)2,400,000 6,078,700 4,502,000 4,307,000

Total by Object (1,614,100)4,292,569 8,226,600 6,739,100 6,612,500

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County ExecutiveCounty Executive


The County Executive is responsible for providing management and policy direction for the operation of county government. Specifically, this budget includes public information, government relations, human relations and community services.

Public Information – this office is responsible for media relations, speech writing and editing, ceremonial documents and correspondence, and special events.

Governmental Relations – this office assists the County Executive in the development and passage of local and state legislation that enables and enhances the operation of county government through a critical review of all proposed legislation by the Legislative Review Committee.

Human Relations – responsibilities within this office include fostering, encouraging and guaranteeing equal treatment to all persons regardless of race, creed, color, sex, national origin, age, religion, or mental/physical handicap.

Community Services – this is the focal point for communication between local government and the communities of the County. The goal being better informed citizens as to the actions and programs of the government as well as the government being continuously informed as to the needs and desires of the community.



Budget Summary


Total by Fund 78,8001,717,935 2,037,700 2,107,700 2,116,500

ObjectPersonal Services 161,3001,638,443 1,848,200 2,008,500 2,009,500Contractual Services (5,800)39,423 43,300 29,200 37,500Supplies & Materials 038,140 50,500 50,500 50,500Business & Travel 01,929 18,000 18,500 18,000Capital Outlay 00 1,000 1,000 1,000Grants, Contribution (76,700)0 76,700 0 0Total by Object 78,8001,717,935 2,037,700 2,107,700 2,116,500

The increase in Personal Services is attributable to Countywide increases to the pay package.

•

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County ExecutiveEconomic Development Corp


Anne Arundel Economic Development Corporation (AAEDC) is a privatized agency of county government responsible for promoting Anne Arundel County as an attractive place for business. In addition to the operating subsidy provided by the county, its non-profit status allows the corporation to receive grants and aid that otherwise would not be available to government agencies.

An operating subsidy is provided by the County in an amount equal to the revenue yield of half of one percent (0.5%) of the Hotel Motel Tax rate. The prior practice of dedicating these Hotel Tax revenues to a Special Revenue Fund is prohibited under the provisions of the County Charter. Beginning with the FY2009 Budget, a direct appropriation from the County Executive’s General Fund Budget provides this funding.

With respect to the Economic Development Corporation, the County Executive’s General Fund Budget has historically provided additional funding beyond that which was dedicated from the Hotel Tax.

The purpose of this page in the budget is to consolidate all funding in support of the Economic Development Corporation into one section of the budget.



Budget Summary


Total by Fund 2,1002,574,634 3,036,900 2,979,400 3,039,000

ObjectPersonal Services 2,100174,634 186,900 129,400 189,000Grants, Contribution 02,400,000 2,850,000 2,850,000 2,850,000Total by Object 2,1002,574,634 3,036,900 2,979,400 3,039,000

This budget provides the appropriation authority for a grant to the Economic Development Corporation. A portion of this funding is based on the dollar equivalent to the revenue yield of half of one percent (0.5%) of the Hotel Tax.

•

The Director of Programming, an Exempt position in the County system, is the Executive Director of AAEDC and is appointed by the County Executive. All other employees are employed by the Economic Development Corporation.

•

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County ExecutiveLaurel Race Track Impact Aid


The Laurel Impact Fee Special Revenue Fund accounts for the funds paid to the County as impact aid for the Laurel Racetrack. The County Executive has established a committee to recommend how best to spend these funds.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundLaurel Race Track C 205,0000 152,000 152,000 357,000

Total by Fund 205,0000 152,000 152,000 357,000

ObjectGrants, Contribution 205,0000 152,000 152,000 357,000Total by Object 205,0000 152,000 152,000 357,000

$ 40,000 - Beautification of Route 198$ 60,000 - Plant Replacement for Route 198$ 182,000 - Maryland City VFD$ 55,000 - Maryland City at Russett Library Sunday Hours$ 5,000 - Library Children's Story Computer$ 15,000 - Ox Bow Lake platform & pathways

•

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County ExecutiveVLT Local Impact Grants


The purpose of this appropriation is to disburse funds for community grants as recommended by the Local Development Council, proposed by the County Executive, and approved by the County Council.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundVideo Lottery Impac (1,900,000)0 3,000,000 1,500,000 1,100,000

Total by Fund (1,900,000)0 3,000,000 1,500,000 1,100,000

ObjectGrants, Contribution (1,900,000)0 3,000,000 1,500,000 1,100,000Total by Object (1,900,000)0 3,000,000 1,500,000 1,100,000

$ 250,000 - LDC Community Grant Fund$ 250,000 - YWCA Domestic Abuse Shelter$ 100,000 - Ft. Meade Alliance$ 500,000 - Transportation and Roadway Beautification Contingency

•

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County ExecutiveGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0100 County Executive EO 1 1 1 01110101 Dir Of Programming E 7 1 1 01110102 Public Information Officer E 5 1 1 01110103 Chief of Staff E 6 1 1 01100151 Exec Administrative Secretary EX 13 4 4 04440152 Co Exec Appointment Coordinatr EX 15 1 1 01110153 Exec Management Assistant I EX 16 4 4 04440154 Exec Management Assist II EX 18 2 2 02220163 Legislative Liaison Officer E 6 1 1 01110165 Asst To The County Executive E 5 3 3 0333



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Office of Law FY2015 Approved Budget

Mission Statement The Office of Law provides virtually all legal services to the Executive and Legislative branches of County government and, by agreement, to certain other entities supported by the County government. These services include representing the County and its employees in a wide range of litigation, reviewing contracts, drafting legislation, and providing advice to every office and department of County government. The mission of the Office of Law is to provide timely and accurate legal services in a manner that protects the interests of the County and its citizens, and best assists our client agencies in accomplishing their goals. Major Accomplishments

• Eliminated one part-time position and replaced a senior administrative position with an entry-level paralegal position by the realignment of duties and other efficiencies, resulting in a savings of $95,265.

• The Office of Law had 595 active code enforcement cases in FY

2013, of which 122 were in the Critical Area and 473 were outside the Critical Area. Total fines levied were $149,922, of which $53,525 was in the Critical Area and $96,397 was outside of the Critical Area.

• Collected $570,103.70 in personal property taxes for FY13, and

from 7/1/13 – 12/31/13 another $275,307.08. Also collected $40,345 in bond monies from sureties of principals who defaulted on grading bonds, $284,114.46 in agreements from sureties for remedial actions, and $100,000 in miscellaneous debt matters, including subrogation of claims for property damage.

• Actively participated in the McKesson Government Entity class

action litigation, resulting in the recovery of over $365,000 related to the over-pricing of prescription drugs.

• Negotiated under the threat of litigation payment of the County’s

hotel occupancy tax by seven on-line travel companies: Orbitz, Cheaptickets, Travelocity, Egencia, Travelscape, Hotels.com, and Hotwire.com. This resulted in the collection of $312,000 in taxes

and $30,000 in penalties and interest. Non-payment of this tax by the on-line companies placed local motels and hotels that do their own booking (and that were paying the tax) at a competitive disadvantage.

• Successfully litigated County v. Belcher, et al., a complex bond

default matter that involved a defective sewer pipe and other infrastructure in a subdivision. The owners of the business filed for bankruptcy and the surety refused to correct the defects. The County was able to get the bankruptcy stay lifted for purposes of prosecuting its claim against the surety, a judgment was obtained against the surety, and the surety remedied the defect at a cost of $215,000.

Key Objectives

• Expand collection efforts of debts owed to the County, including the collection of taxes owed by internet based on-line hotel booking companies. Institute innovative means of collection.

• The Office will continue to provide quality legal defenses in

actions brought against the County and its employees. • Aggressively enforce the County’s program of code enforcement

in the Chesapeake Bay Critical Area. • The Office will continue to evaluate procedures, equipment, and

software in an effort to reduce costs and improve efficiency. • The Office will continue to provide training and educational

opportunities for the attorneys and staff in order to provide increased expertise and assistance in the various areas of law.

• The Office will continue to provide high quality legislation.

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Inc (Dec)from Orig.



FundGeneral Fund 213,1003,594,218 3,662,900 3,725,400 3,876,000Watershed Protection & Restor 00 79,300 79,300 79,300

Total by Fund 213,1003,594,218 3,742,200 3,804,700 3,955,300CharacterOffice of Law 213,1003,594,218 3,742,200 3,804,700 3,955,300

Total by Character 213,1003,594,218 3,742,200 3,804,700 3,955,300ObjectPersonal Services 183,4003,448,293 3,615,800 3,652,000 3,799,200Contractual Services 072,196 70,300 70,300 70,300Supplies & Materials 12,20043,174 29,300 32,300 41,500Business & Travel 17,50023,835 20,500 43,800 38,000Capital Outlay 03,017 1,500 1,500 1,500Grants, Contributions & Other 03,702 4,800 4,800 4,800

Total by Object 213,1003,594,218 3,742,200 3,804,700 3,955,300

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The Office of Law provides legal services for the County and its offices, departments, boards, commissions, and agencies.

Litigation – provides representation to the County and its officers and employees in civil litigation. The program includes civil rights actions, employment discrimination claims, premise liability matters, code enforcement, and contract disputes. It also includes bankruptcy and collection matters.

Self-Insurance Fund – represents the County and its officers and employees in civil litigation matters, including Worker's Compensation claims, as mandated by § 3-11-108 of the County Code, and motor vehicle torts. Personnel costs for three Law Office employees, an attorney, a paralegal, and a legal secretary, are funded by the Self Insurance Fund.

Department of Social Services -- State law (Article 88A, Section 7(a)) requires the Office of Law to represent the Anne Arundel County Department of Social Services in Child in Need of Assistance cases before the Circuit Court for Anne Arundel County, sitting as the juvenile court, and in termination of parental rights cases before the Circuit Court. The Office of Law dedicates three attorneys and a legal secretary to this activity. Personnel funding is provided by the State through the Department of Social Services. One of the three attorneys does not appear in the Office of Law's Personal Services Computation but resides in the Department of Social Services’ Personal Services Computation.

Legal Advice – encompasses the review of legal papers and the provision of legal opinions for the County and all of its offices, departments, boards, commissions, and agencies, including the County Council. Pursuant to Charter Section 526, the County Attorney approves all contracts and other legal instruments for form and legal sufficiency prior to execution by the County.

Legislation – encompasses reviewing all ordinances passed by the County Council and advising the County Executive as to their legality prior to signing. Additionally, the Office of Law is responsible for drafting ordinances and resolutions.

Program Statement CommentaryThe increase in Personal Services is attributable to Countywide increases to the pay package.

•

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014






CharacterOffice of Law 0.0027.00 28.00 28.00 28.00Total-Character 0.0027.00 28.00 28.00 28.00

In addition to the above positions, the Department contains a County Attorney and an Administrative Secretary that are exempt from the County Classified service.

•


•

MeasureEstimateEstimateActualActual

Performance Measures

FY2012 FY2013 FY2014 FY2015

Office of LawCivil Litigation 2,900 2,9002,9262,654Self-Insur. Fund Representation 2,600 2,6002,4342,201Social Service Representation 280 280282189Legislation 165 165149165Legal Advice-Opinions & Doc Rvw 4,200 4,2004,0175,609Bankruptcy Collections ($) $300,000 $300,000$328,248$340,196Personal Property Collections ($) $500,000 $500,000$570,104$510,565Tax Sale Foreclosures ($) $3,000,000 $3,000,000$3,001,324$3,273,620

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Office of LawGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0209 Secretary II (NR) NR 7 1 1 01110242 Management Assistant II NR 17 1 1 01110500 Senior Paralegal NR 14 1 1 01110501 Paralegal NR 12 3 3 03330502 Legal Secretary NR 10 6 6 06660512 Attorney II NR 19 4 3 03440513 Attorney III NR 21 6 7 07650520 Senior Assistant Co Attorney NR 22 6 6 06650521 Deputy County Attorney NR 24 1 1 01120522 Supervising County Attorney NR 23 2 2 0222



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Office of LawGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0120 County Attorney E 8 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Office of Administrative Hearings FY2015 Approved Budget

Mission Statement The mission of the Office of Administrative Hearings is to provide the requisite public notice of pending applications, conduct quasi-judicial hearings, and decide pending matters in a timely manner. Program Statement This program accounts for the Administrative Hearing Officer. Duties are to provide public notice, to conduct quasi-judicial hearings, and to write decisions in a timely manner for all zoning petitions (zoning reclassifications, special exceptions, variance and critical area reclassifications). The next level of appeal is the County Board of Appeals. The Administrative Hearing Officer may also hear and decide certain construction contract disputes, which are appealed directly to the Circuit Court. The Administrative Hearing Officer is responsible for conducting public hearings on petitions to change or reclassify the zoning of individual or particular parcels of property. The Administrative Hearing Officer may grant variances from and make special exceptions to the zoning laws, regulations, ordinances or resolutions. Commentary

• The increase in Personal Services is attributable to Countywide increases to the pay package.

Personnel Summary There are no positions in the "County Classified Service" within the Administrative Hearings Office. All positions are exempt from the merit system. The FY2015 Budget includes funding for two positions, including the Administrative Hearing Officer and an Administrative Secretary. A listing of all positions, by department and by job title, is provided at the end of this section. Performance Measures Actual Actual Estimate Projected Measure 2012 2013 2014 2015 Variances 283 265 280 290 Special Exceptions 16 9 25 28 Re-zonings 2 4 5 6 Critical Area Reclassification 0 0 1 1 Contract Construction Cases 0 0 1 1

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Office of Administrative Hearings FY2015 Approved Budget

Inc (Dec)from Orig.



FundGeneral Fund 15,600263,265 277,500 271,300 293,100

Total by Fund 15,600263,265 277,500 271,300 293,100CharacterOffice of Admin.Hearings 15,600263,265 277,500 271,300 293,100

Total by Character 15,600263,265 277,500 271,300 293,100ObjectPersonal Services 15,600257,892 265,500 261,000 281,100Contractual Services 01,798 3,000 1,900 3,000Supplies & Materials 03,576 9,000 8,400 9,000Capital Outlay 00 0 0 0

Total by Object 15,600263,265 277,500 271,300 293,100

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Office of Administrative HearingsGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0135 Administrative Hearing Officer E 7 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Chief Administrative Officer FY2015 Approved Budget

Mission Statement The Chief Administrative Officer is appointed by and is responsible directly to the County Executive. The Chief Administrative Officer shall have supervisory authority over the executive branch offices and departments as provided in Article V of the County Charter, and over other executive offices as the County Executive may direct. Program Statement The Chief Administrative Officer has the overall responsibility for the functions performed by the Office of the Budget, Office of Finance, Office of Central Services, and the Office of Personnel. As such, the Chief Administrative Officer is responsible for many of the daily activities of county government. Management and Control – in addition to the above functions, this bureau is responsible for the coordination of administrative and financial functions with the independent Board of Education and the trustees of the community college and library. Contingency – this bureau accounts for those funds held in contingency. In general, these funds have been utilized to cover unforeseen items such as snow removal expenses above that which is budgeted for in the Department of Public Works. In the past, contingency funds have also been reserved for items such as pay packages that were still in negotiations, as well as performance increases for non-represented employees. In addition, this office directly manages and oversees two privatized entities that manage County “pass-through” grants on behalf of the County. These include Arundel Community Development Services, Inc. (ACDS), and the Anne Arundel Workforce Development Corporation.

Personnel Summary There are no positions in the "County Classified Service" within the Chief Administrative Office. All positions are exempt from the merit system. A listing of all positions, by department and job title, is provided at the end of this section.

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Inc (Dec)from Orig.



FundGeneral Fund (3,426,800)4,026,926 17,022,700 2,384,100 13,595,900Community Development Fund (141,000)4,623,001 6,131,100 6,127,100 5,990,100Grant Fund-Chief Adm Office (710,500)495,335 1,130,500 239,300 420,000Video Lottery Impact Aid Fund 100,0000 100,000 100,000 200,000AA Workforce Dev Corp Fund 02,229,720 1,200,000 1,200,000 1,200,000

Total by Fund (4,178,300)11,374,983 25,584,300 10,050,500 21,406,000CharacterManagement & Control (317,300)3,462,261 2,477,300 1,563,400 2,160,000Contingency (3,820,000)0 14,615,900 0 10,795,900Community Development Svcs C (141,000)5,784,193 6,796,100 6,792,100 6,655,100Workforce Development Corp. 100,0002,624,720 1,695,000 1,695,000 1,795,000

Total by Character (4,178,300)11,871,174 25,584,300 10,050,500 21,406,000ObjectPersonal Services (142,200)605,152 558,600 333,500 416,400Contractual Services (3,800)12,100 9,300 6,500 5,500Supplies & Materials 04,565 5,500 3,000 5,500Business & Travel 05,253 2,000 3,900 2,000Capital Outlay 00 2,000 0 2,000Grants, Contributions & Other (4,032,300)10,747,913 25,006,900 9,703,600 20,974,600

Total by Object (4,178,300)11,374,983 25,584,300 10,050,500 21,406,000

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Chief Administrative OfficerManagement & Control


The Chief Administrative Officer has the overall responsibility for the functions performed by the Office of the Budget, Office of Finance, Office of Central Services, and the Office of Personnel. In addition to these functions, this bureau is responsible for many of the daily activities of county government as well as for the coordination of administrative and financial functions with the independent Board of Education and the trustees of the community college and library.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 393,2002,966,926 1,346,800 1,324,100 1,740,000Grant Fund-Chief A (710,500)495,335 1,130,500 239,300 420,000

Total by Fund (317,300)3,462,261 2,477,300 1,563,400 2,160,000

ObjectPersonal Services (142,200)605,152 558,600 333,500 416,400Contractual Services (3,800)12,100 9,300 6,500 5,500Supplies & Materials 04,565 5,500 3,000 5,500Business & Travel 05,253 2,000 3,900 2,000Capital Outlay 00 2,000 0 2,000Grants, Contribution (171,300)2,835,192 1,899,900 1,216,500 1,728,600Total by Object (317,300)3,462,261 2,477,300 1,563,400 2,160,000

The reduction in Personal Services is due to the BRAC grant being administered by AAEDC in FY15. The General Fund Personal Services increase is attributable to Countywide increases to the pay package.

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Government Grants

FY2014 FY2015 FY2014 FY2015

AA Conflict Resolution Center 10,000 10,000 Kunta Kinte-Alex Haley Foundation 3,000 3,000

AACo. CASA (Court Appointed Special Advocates) 15,000 15,000 Legal Aid Bureau of AA County 22,000 22,000

AACo. Community Action Agency 200,000 200,000 Light House Shelter 50,000 100,000

AACo. Food Bank 95,000 100,000 Maryland Therapeutic Riding - 20,000

AACo. Literacy Council - 10,000 Muscular Dystrophy Association - 20,000

AACo. Mental Health Agency 150,000 150,000 Opportunities Industrialization Center of AA County - 11,000

American Red Cross 2,500 2,500 Partners in Care 45,000 45,000

Annapolis Wellness Club - 30,000 P.A.W.S Anne Arundel County 20,000 20,000

Arundel House of Hope - 10,000 Providence Center - 25,000

Arundel Lodge - 28,400 Restoration Community Development (Gems & Jewels) 10,000 10,000

Assistance League of the Chesapeake - 1,500 Rise for Autism - 25,500

Bello Machre Inc. 3,000 10,000 Robert A. Pascal Family Services 20,000 -

Best Buddies International - 15,000 Rob's Barbershop Community Foundation 1,000 1,000

Boys and Girls Clubs Of Annapolis & AA County 50,000 60,000 Samaritan House - 50,000

Calvary Economic Development Corp 5,000 5,000 Sarah's House/Associated Catholic Charities 15,000 16,000

Center for Help 5,000 5,000 Seeds for Success 12,500 12,500

Chesapeake Center for Youth Development (YSB) 30,000 21,200 South County Faith Network, Inc. 1,000 -

Chrysalis House - 10,000 The ARC of the Central Chesap. Region 70,000 70,000

Creating Communities, Corp 5,000 5,000 The Metropolitan Washington Ear 1,500 1,500

Food Link, Inc. 5,000 - Volunteer Center Anne Arundel 30,000 30,000

Friends of Arundel Seniors 2,500 - Wiley H. Bates Legacy Center 7,500 7,500

Emmaus Center - 5,000 Wabanna Bible Conference Association - 5,000

H.O.P.E. for All (He Opens a Path to Everyone, Inc) - 5,000 Woods Community Center 10,000 15,000 Hospice of the Chesapeake 5,000 5,000 YWCA of Annapolis and AACo. 95,000 95,000

Government Grants Total 996,500 1,308,600

Arts Council of AA Cty (Cultural Arts Found) 512,500 485,400(Now funded directly from Hotel Tax)

1,256,500 1,794,000


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Chief Administrative OfficerContingency


Appropriations in this Contingency Account are “conditioned” by the Council Council such that all or part of this appropriation may not be expended within this account but can only be transferred to other accounts at the request of the County Executive and upon approval by ordinance of the County Council.

In general, these funds have been utilized to cover unforeseen items such as snow removal expenses above that which is budgeted for in the Department of Public Works. In the past, contingency funds have also been reserved for items such as pay packages that were still in negotiations, as well as performance increases for non-represented employees.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (3,820,000)0 14,615,900 0 10,795,900

Total by Fund (3,820,000)0 14,615,900 0 10,795,900

ObjectGrants, Contribution (3,820,000)0 14,615,900 0 10,795,900Total by Object (3,820,000)0 14,615,900 0 10,795,900

Contingency includes approximately $250K as a local match for the Odenton Transit Center design as specified in the Maryland Department of Transportation TIGER grant application. These funds will be made avaliable upon notice of a grant award from the US Department of Transportation.

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Chief Administrative OfficerCommunity Development Svcs Cor


Arundel Community Development Services, Inc. (ACDS), on behalf of and with the approval of the County, plans and implements housing and community development activities which principally benefit low and moderate income residents, remove slum and blighting conditions, or meet an urgent need.

Much of the funding for these initiatives comes from federal grants such as: - Community Development Block Grant (CDBG) & Emergency Shelter Grant (ESG) - Home Investment Partnerships Program (HOME) - American Dream Downpayment Initiative (ADDI) - Supportive Housing Program (SHP) - Housing Opportunities for Persons with Aids (HOPWA) - Other, non-recurring, Grants

Funding also is provided from the County’s General Fund for the following purposes:

The Homeownership and Foreclosure Counseling Program provides intensive counseling and direct assistance to renters, enabling them to become financially prepared and empowered to undertake the responsibilities of homeownership. The program also provides foreclosure counseling to households facing default and the loss of their home.

The Workforce Housing Program would help to increase the supply of workforce housing units available to low to moderate income homebuyers and to stabilize our older neighborhoods.

Administrative operating funds are also provided to support the cost of planning, administering and implementing federal and State programs that are not fully funded by the grants. These costs were historically covered by County government prior to privatization. There are no County positions funded in this budget; all of the employees are employed by Arundel Community Development Services, Inc.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 0665,000 665,000 665,000 665,000Community Develop (141,000)5,119,193 6,131,100 6,127,100 5,990,100

Total by Fund (141,000)5,784,193 6,796,100 6,792,100 6,655,100

ObjectGrants, Contribution (141,000)5,784,193 6,796,100 6,792,100 6,655,100Total by Object (141,000)5,784,193 6,796,100 6,792,100 6,655,100

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Chief Administrative OfficerWorkforce Development Corp.


The Anne Arundel Workforce Development Corporation is a 501 (c) 3 corporation that is Anne Arundel County’s administrative agent and operator of the federal Workforce Investment Act. These federal funds represent the primary funding source for this budget and enable the Corporation to provide employment services to the County’s dislocated workers and adults otherwise seeking entry and skills development. The Corporation also provides youth employment programs with these federal funds.

Funding also is provided from the General Fund of County Government to administer the above mentioned program.

There are no County positions funded in this budget; all of the employees are employed by the Anne Arundel Workforce Development Corporation.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 0395,000 395,000 395,000 395,000Video Lottery Impac 100,0000 100,000 100,000 200,000AA Workforce Dev C 02,229,720 1,200,000 1,200,000 1,200,000

Total by Fund 100,0002,624,720 1,695,000 1,695,000 1,795,000

ObjectGrants, Contribution 100,0002,624,720 1,695,000 1,695,000 1,795,000Total by Object 100,0002,624,720 1,695,000 1,695,000 1,795,000

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Chief Administrative OfficerGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0105 Chief Administrative Officer E 9 1 1 01110151 Exec Administrative Secretary EX 13 1 1 01110164 Asst To Chief Admin Officer E 5 0 0 0001



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Office of Central Services FY2015 Approved Budget

Mission Statement The mission of the Office of Central Services is to provide efficient services to county operating departments, and the public, through effective leadership of centralized purchasing, risk management, insurance and safety, facilities management, fleet management and real estate, thus providing the residents and business owners of Anne Arundel County maximum value for their tax dollar. Major Accomplishments

• Created a comprehensive Emergency Action Plan (EAP) and complementary emergency preparedness training program for the Arundel Center.

• Worked with OIT to create centralized program on County intranet to meet OSHA standards for Hazardous Materials training.

• Worked with one of the primary providers of care for County Workers' Compensation injuries to update urgent and initial care protocols based on individual department needs and availability of light duty.

• Created and implemented a P-card training program for Approving Officials.

• Established terms and conditions for the sale of five surplus property projects approved by the County Council.

• Settled two unimproved right of way surplus property projects and a surplus property sale - adding over $200,000 to the County’s General Fund.

• Returned four parcels of land to County tax rolls.

• Assisted I&P with construction re-fit of 1st and 2nd floors at 2664 Riva Road; Phase I, Phase II, Phase II.5 and Phase III all complete.

• Completed mechanical system retrofits at Brooklyn Park Library, Fire Department Headquarters & Health Department (3 HST Pkwy) to improve indoor air quality and reduce energy costs.

• Minimized environmental threats by embarking on a program to close fuel sites, upgrade the remaining underground fuel tanks, and reassign staff to ensure compliance with MDE requirements.

• Updated vehicle lease replacement rates in partnership with the Budget Office.

Key Objectives

• Implement emergency preparedness training program and drills in buildings within our areas of responsibility, and provide assistance and encouragement for all other County buildings to do the same.

• Update claims software to better utilize existing staff and increase our ability to track performance.

• Expand the P-Card Program to include Capital Improvement Program Payments. Assess expansion of P-card Program for smaller capital purchases.

• Research options to use and obtain e-signatures on contracts, leases, etc., in order to create efficiencies in contracting with vendors and satisfy Office of Law requirements.

• Develop and implement a strategic real estate plan based on the updated Facilities Condition Assessment and space utilization analysis.

• Develop and implement an equitable and transparent process of leasing County facilities to non-profit organizations.

• Replace roofs at Heritage Complex (all 4 buildings), Police Academy, Winterode Building & South County Recreation & Parks.

• Add buildings to Energy Management System (EMS) to improve energy efficiency through remote monitoring and equipment access.

• Continue to work in partnership with the Police Department to maintain and improve security in County facilities, with specific projects at the Arundel Center, Whitmore Garage and senior centers.

• Evaluate and update vehicle lease operating rates in partnership with the Budget Office.

• Develop plan to centralize fleet maintenance and administration.

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Inc (Dec)from Orig.



FundGeneral Fund 1,707,30017,233,005 17,789,100 18,541,400 19,496,400Parking Garage Spec Rev Fund 21,000415,930 529,400 544,400 550,400Watershed Protection & Restor 33,0000 118,500 118,500 151,500Self Insurance Fund 3,640,60016,875,871 19,727,400 19,736,500 23,368,000Garage Working Capital Fund 407,20016,147,638 16,682,600 16,065,700 17,089,800Garage Vehicle Replacement Fnd 4,252,6004,523,396 4,913,500 4,847,600 9,166,100

Total by Fund 10,061,70055,195,841 59,760,500 59,854,100 69,822,200CharacterAdministration 58,400633,455 682,000 662,300 740,400Purchasing 105,7001,795,860 1,990,500 1,924,200 2,096,200Facilities Management 1,625,30014,949,525 15,475,600 16,317,000 17,100,900Real Estate (28,100)270,096 288,900 300,800 260,800Risk Management 3,640,60016,875,871 19,727,400 19,736,500 23,368,000Vehicle Operations 407,20016,147,638 16,682,600 16,065,700 17,089,800Vehicle Replacement 4,252,6004,523,396 4,913,500 4,847,600 9,166,100

Total by Character 10,061,70055,195,841 59,760,500 59,854,100 69,822,200ObjectPersonal Services 773,60013,594,347 14,383,600 14,050,200 15,157,200Contractual Services 5,208,00025,524,872 28,411,100 29,491,300 33,619,100Supplies & Materials (342,100)10,762,351 11,237,600 10,633,000 10,895,500Business & Travel 25,00021,386 25,700 40,900 50,700Capital Outlay 4,397,2004,486,786 4,896,400 4,832,600 9,293,600Grants, Contributions & Other 0806,100 806,100 806,100 806,100

Total by Object 10,061,70055,195,841 59,760,500 59,854,100 69,822,200

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund 0112 114 114 114Self Insurance Fund 014 14 14 14Garage Working Ca 066 67 67 67

Total by Fund 0192 195 195 195

Barg UnitLabor/Maintenance 0.00113.00 114.00 114.00 114.00Non-Represented 0.0061.00 63.00 63.00 63.00Office Support 0.0018.00 18.00 18.00 18.00Total-Barg Unit 0.00192.00 195.00 195.00 195.00

CharacterAdministration 0.005.00 5.00 5.00 5.00Purchasing 0.0021.00 23.00 23.00 23.00Facilities Manageme 0.0083.00 83.00 83.00 83.00Real Estate 0.003.00 3.00 3.00 3.00Risk Management 0.0014.00 14.00 14.00 14.00Vehicle Operations 0.0066.00 67.00 67.00 67.00Total-Character 0.00192.00 195.00 195.00 195.00

In addition to the positions in the Classified Service shown above, there is one exempt position: the Central Services Officer.

•


•



FY2012 FY2013 FY2014 FY2015

PurchasingP-Card Transactions 74,010 74,50073,50773,082Purchase orders 4,600 4,7004,5874,070Purchasing agreements 220 230211232Direct Payments 7,700 7,8007,9048,479

Facilities ManagementFMD work orders requested 8,000 8,0007,9698,170Back log of work orders 200 200187122Emergency call Ins 250 250251201Routine maintenance sq ft per em 63,948 64,11563,94863,948Custodial operations sq ft per em 40,167 40,16740,16740,167

Risk ManagementWorkers Comp claims 1,700 1,6901,7131,703Vehicle claims 715 705727788General liability claims 125 115134188

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Office of Central ServicesAdministration


The mission of the Office of Central Services is to provide efficient and cost effective services to county operating departments. This support consists of centralized Purchasing, Risk Management, Insurance and Safety, Facilities Management, Fleet Management and Real Estate. The Administration program’s function is to provide support and coordination of the different bureaus and varied activities within the department including the Minority Business Enterprise Program. This program is also responsible for operating the telephone information center.

The Minority Business Enterprise (MBE) Program consists of one (1) MBE Coordinator (full time). Through the MBE Program and MBE Committee, we plan, coordinate and implement a number of special projects designed to identify new business opportunities for local women and other minorities. There are several hundred Woman and Minority-Owned firms successfully conducting business with the Purchasing Office. These firms provide the County with a variety of commodities, supplies, and services at competitively bid prices.



Budget Summary


Total by Fund 58,400633,455 682,000 662,300 740,400

ObjectPersonal Services 52,400564,303 611,300 588,800 663,700Contractual Services 4,00064,712 65,600 67,300 69,600Supplies & Materials (1,000)4,121 5,100 4,400 4,100Business & Travel 3,000275 0 1,500 3,000Capital Outlay 043 0 300 0Total by Object 58,400633,455 682,000 662,300 740,400


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Office of Central ServicesPurchasing


This unit oversees all of Anne Arundel County’s purchasing activities, including the procurement card and assets control programs. The Purchasing Agent and his staff approve non-personnel expenditures to assure that agencies meet the Anne Arundel County Code and Charter requirements for competitive bids and quality assurance.

Purchasing Administration – This program accounts for the Purchasing Agent, Assistant Purchasing Agent, Management Aide and an Office Secretary III. Duties of the Purchasing Agent include those duties as contained in Article 8 of the Anne Arundel County Code and serving as Chairman of the Consultant Selection Committee. The Procurement Card Program is also managed out of this section.

Service and Commodity Buyers – The Service and Commodity Buyers Program is responsible for procuring all equipment, supplies, materials and services required to sustain the County’s operations.

Public Works Buyer Group – The Public Works Buying Group purchases all the Capital Construction and services for projects contained in the Capital Program as well as all purchases required by the Department of Public Works. This also includes administering all of the bid requirements for capital projects including architectural, engineering and construction contracts.

Fixed Assets/Property Control – This program maintains the non-Capital fixed assets identification system and coordinates the annual physical inventory.

Mail Room – This program is responsible for countywide delivery, pick-up and processing of incoming and outgoing mail and packages.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 72,7001,795,860 1,872,000 1,805,700 1,944,700Watershed Protectio 33,0000 118,500 118,500 151,500

Total by Fund 105,7001,795,860 1,990,500 1,924,200 2,096,200

ObjectPersonal Services 91,4001,619,796 1,850,600 1,762,000 1,942,000Contractual Services 14,30056,598 75,000 76,200 89,300Supplies & Materials (1,000)115,410 56,800 78,500 55,800Business & Travel 1,0004,057 8,100 7,500 9,100Total by Object 105,7001,795,860 1,990,500 1,924,200 2,096,200


•

Increase in Contractual Services is attributable to cost increases in maintenance contracts and the repair cost of the inserter in mail room.

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Office of Central ServicesFacilities Management


Facilities Management Division acknowledges the necessity to proactively plan and implement programs to address security, indoor air quality, building renovations, energy conservation and maintenance management. As a customer service organization, Facilities Management strives to continuously evaluate the services provided as well as the utilization of funding and personnel in the most economical manner and best interest of its internal customers.

Facilities Management is responsible for the general operation and maintenance of approximately 220 County buildings, totaling 3.1 million sq ft, 11 miles of highway landscape maintenance, and 5 County Gateways. Of this total, Facilities Management has full maintenance responsibilities for 126 buildings and on-call responsibilities in the remaining 94 buildings.

Administration – Mid level managers are responsible for day-to-day operations, organizational development, supervision, project management, technical review, special projects, contractor coordination and routine contract specification. Clerical staff are responsible for customer service concerns, routine contract compliance, maintaining the work order system, purchasing, paying, receiving, and developing/maintaining the division’s operation data bases.

Mobile Crews – Maintenance and repair of primary building systems is the responsibility of three mobile maintenance crews assigned within three geographical districts. Construction crews are responsible for painting and general office renovations, and overseeing projects to include office modifications, carpet replacement, concrete work, etc. The Horticulture Crew is responsible for grounds maintenance at twenty-three locations and on-call at an additional forty-three locations.

Custodial – The Custodial Operation provides housekeeping at sixteen locations and Security Attendants at six locations.

Parking Garage – The Whitmore Parking Garage is operated through a private vendor contract. The County and State each contribute funding based upon the number of spaces allocated to each. Other revenues are collected from fees charged to the general public.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 1,604,30014,533,594 14,946,200 15,772,600 16,550,500Parking Garage Spe 21,000415,930 529,400 544,400 550,400

Total by Fund 1,625,30014,949,525 15,475,600 16,317,000 17,100,900

ObjectPersonal Services 321,4005,444,620 5,661,500 5,560,700 5,982,900Contractual Services 1,221,6008,593,297 8,916,200 9,820,700 10,137,800Supplies & Materials 58,700878,753 867,600 903,500 926,300Business & Travel 2,0002,856 300 300 2,300Capital Outlay 21,6000 0 1,800 21,600Grants, Contribution 030,000 30,000 30,000 30,000Total by Object 1,625,30014,949,525 15,475,600 16,317,000 17,100,900


•

The increase in Supplies and Materials is attributable to the increased funding in landscape materials and in-house repair parts and supplies.

•

About 70% of Contractual Services costs, or nearly $7 million are for utilities, including electricity, gas, fuel oil and water/sewer costs and there has been a slight increase in these costs. In addition, this line item also includes additional funding as follows: $300,000 for County facility repair and renovations; $75,000 additional cost for space rentals; about $200,000 for operating equipment repair and services; $55,000 for landscaping; and $100,000 for custodial and security services, etc.

•

Capital Outlay includes $20,000 funding for purchase of mechanical equipment such as salt spreaders, snow blowers, floor burnishers and scrubbers.

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Office of Central ServicesReal Estate


The Real Estate Division’s primary mission is to service the needs and reasonable expectations of the County, customers and employees by managing all Real Estate issues in a professional manner, with the County’s best interest always in mind, and to assist all Departments with Space Planning when requested.

Real Estate Administration – The Real Estate Manager, with the assistance of a secretary, is responsible for the administering of all leases, deeds, contracts of sale, etc. The Real Estate Manager oversees all space planning projects, as well as all surplus property activity.

Lease Management – This program handles the preparation and management of all lease agreements between the County and tenant, deeds, contracts of sale, surplus property, sales and conveyance. Currently, there are 16 rental houses, 10 tower sites, 28 antenna leases on water tanks, and 63 lease agreements for office buildings, community centers, senior centers, etc. currently bringing in approximately $1.7 million in revenue annually.

Surplus Property – A database of over 1,700 County owned properties is maintained within this program by the program specialist I. This database contains properties actively being utilized by County Agencies as well as properties that may be deemed surplus by the County Council in the future.

Space Planning – This includes determining the specific needs of the requestor, determining the cost and funding source, providing information and input concerning color choices, fabrics, furniture, etc.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (28,100)270,096 288,900 300,800 260,800

Total by Fund (28,100)270,096 288,900 300,800 260,800

ObjectPersonal Services (36,100)255,966 269,100 276,100 233,000Contractual Services 11,90010,113 13,000 23,200 24,900Supplies & Materials (3,900)4,017 6,800 1,500 2,900Total by Object (28,100)270,096 288,900 300,800 260,800

The decrease in Personal Services is attributable to elimination of temporary positions which partly offset by Countywide increases to the pay package.

•

The increase in the Contractual Services is attributable to $11,900 additional funding for real estate appraisals, surveys and legal notices associated with County real estate transcations.

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Office of Central ServicesRisk Management


The primary mission of Risk Management is to protect the assets of the County. This is accomplished through a program of safety advocacy, commercial insurance and Self-Insurance with centralized claims management and administration.

The Self-Insurance Program is administered with in-house management of claims. Self-Insurance includes Comprehensive General Liability, Vehicle Liability, Collision and Comprehensive coverage for the County and the Board of Education, and Workers’ Compensation coverage for the County, the Board of Education and the Community College.

The commercial policies purchased include Contractor School Bus Liability for the Board of Education; Real & Personal Property coverage; Boiler & Machinery coverage; Public Official Bonds and Blanket Bonds for the County and the Board of Education; and Vehicle Liability Coverage for the Department of Aging’s Seniors Transportation Program. These policies provide coverage where the County has elected to remain commercially insured. Policy premiums are apportioned to, and budgeted within, the appropriate fund.

The safety advocacy program includes: 1) the development of policies and procedures to implement MOSH/OSHA regulations and to address identified problem areas. 2) The development and implementation of safety awareness training for County, Community College and Board of Education employees. 3) The inspection of County work places and equipment to identify and correct hazardous conditions and operations. 4) The participation in Safety Committees, supervisor/manager consultation, and departmental meetings to promote safety and encourage a positive safety culture.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundSelf Insurance Fund 3,640,60016,875,871 19,727,400 19,736,500 23,368,000

Total by Fund 3,640,60016,875,871 19,727,400 19,736,500 23,368,000

ObjectPersonal Services 66,1001,015,210 1,111,700 1,075,200 1,177,800Contractual Services 3,565,00015,539,206 18,295,100 18,303,700 21,860,100Supplies & Materials 15,50026,108 24,000 46,700 39,500Business & Travel 011,972 10,600 24,900 10,600Capital Outlay (6,000)5,375 8,000 8,000 2,000Grants, Contribution 0278,000 278,000 278,000 278,000Total by Object 3,640,60016,875,871 19,727,400 19,736,500 23,368,000

The majority of this fund's Contractual Services are for payments related to workers' compensation, general liability, automobile liability, and vehicle collision claims. Workers' compensation is the largest of these components at over $18 million which is $1.9 million higher than FY2014 budgets.

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Office of Central ServicesVehicle Operations


The mission of the Central Garage is to provide the highest quality, economically efficient, environmentally responsive, and safest fleet maintenance and fueling services to our intra-county user agencies that serve the citizens of Anne Arundel County. The Central Garage is responsible for the repair and maintenance of over 4,400 vehicles and pieces of equipment.

Fleet Administration – This program accounts for the Fleet Administrator, three Management Assistants, a Warehouse Supervisor, a Secretary III, and an Office Support Assistant. Duties include overseeing and assisting with all fleet maintenance management functions.

Millersville (Truck Side) Garage – This program accounts for Supervisors, Technicians, and a portion of the activities of a Maintenance Manager, and Storekeepers. Duties include managing the services, and repairs for the Fire Department’s fleet of vehicles and equipment.

Millersville (Car Side) Garage – This program accounts for Supervisors, Technicians, and a portion of the activities of a Maintenance Manager, and Storekeepers. Duties include managing the services, and repairs of vehicles and equipment in the central region of the County.

Glen Burnie Garage – This program accounts for Managers, Supervisors, Technicians, and Storekeepers. The duties include managing the services, and repairs for vehicles and equipment in the northern region of the County.

Davidsonville Garage – This program accounts for Managers, Supervisors, Technicians, and Storekeepers. The duties include managing the services, and repairs for vehicles and equipment in the southern region of the County.

Vehicle Replacement – Functions of the program include the cyclic replacement of County vehicles, their subsequent disposal by means of auction, and the introduction of new vehicles to the County fleet.

Fuel System – This program accounts for the Fuel System Technician. Duties include managing the operations for the gasoline and diesel fuel inventory, and fuel dispensing systems.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGarage Working Ca 407,20016,147,638 16,682,600 16,065,700 17,089,800

Total by Fund 407,20016,147,638 16,682,600 16,065,700 17,089,800

ObjectPersonal Services 278,4004,694,453 4,879,400 4,787,400 5,157,800Contractual Services 391,2001,249,900 1,036,200 1,190,200 1,427,400Supplies & Materials (410,400)9,733,943 10,277,300 9,598,400 9,866,900Business & Travel 19,0002,225 6,700 6,700 25,700Capital Outlay 129,00011,317 27,200 27,200 156,200Grants, Contribution 0455,800 455,800 455,800 455,800Total by Object 407,20016,147,638 16,682,600 16,065,700 17,089,800


•

The majority of the Contractual Services costs relate to subcontracted work not typically handled at the garage. Operating costs associated with outsourced repairs and vehicle parts have increased due to the cost of the County's aging fleet.

•

Most of the Supplies & Materials costs relate to the cost of fuel. The slight decrease is attributable to the estimated decrease in working capital pricing.

•

The increase in Capital Outlay is for purchasing mechanical equipments in the Garage.

•

The fund balance remaining at approximately $1.2 million represents the first line of contingency funding in the event fuel prices escalate beyond the budgeted capacity.

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Office of Central ServicesVehicle Replacement


The Replacement Fund’s mission is the cyclic replacement of County lease rate vehicles and disposal of replaced vehicles by auction. New vehicles are purchased through the bid process and old vehicles are disposed at auction. Auction proceeds are then used to help offset new vehicle costs.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGarage Vehicle Repl 4,252,6004,523,396 4,913,500 4,847,600 9,166,100

Total by Fund 4,252,6004,523,396 4,913,500 4,847,600 9,166,100

ObjectContractual Services 011,046 10,000 10,000 10,000Capital Outlay 4,252,6004,470,050 4,861,200 4,795,300 9,113,800Grants, Contribution 042,300 42,300 42,300 42,300Total by Object 4,252,6004,523,396 4,913,500 4,847,600 9,166,100

Increased Capital Outlay appropriation reflects an updated replacement component of lease rate schedules, as well as $600,000 one time funding to replace 24 vehicles totaled over the past several years.

•

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Office of Central ServicesGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 4 4 04440213 Office Support Specialist OS 6 2 2 02220223 Secretary III OS 6 2 2 02220224 Management Aide NR 12 4 4 04430241 Management Assistant I NR 15 0 0 11000242 Management Assistant II NR 17 2 2 02220245 Senior Management Assistant NR 19 1 1 01110265 Program Specialist I NR 15 1 1 01110266 Program Specialist II NR 17 1 1 -10110552 Real Estate Manager NR 21 1 1 01110701 Mail Clerk OS 2 3 3 03330702 Mail Room Supervisor NR 11 1 1 01110722 Buyer II NR 13 1 1 01110723 Buyer III NR 16 5 5 05540724 Buyer IV NR 18 2 2 02220725 Minority Bus/Small Bus Coord NR 16 1 1 01110731 Assistant Purchasing Agent NR 19 2 2 02220741 Purchasing Agent NR 22 1 1 01110802 Telephone Clerk OS 3 2 2 02222101 Facilities Attendant LM 1 7 7 -16772111 Custodial Worker LM 2 23 23 02323232112 Custodial Supervisor NR 8 4 4 04442121 Facilities Maintenance Mech I LM 7 10 10 11110102122 Facilities Maintenance Mech II LM 9 18 18 01818182131 Facilities Maintenance Supvr NR 14 4 4 04442141 Fac Construction Supervisor NR 16 1 1 01112143 Facilities Maintenance Manager NR 16 3 3 03332150 Facilities Administrator NR 20 1 1 01112151 Asst Facilities Administrator NR 18 1 1 01112275 Construction Inspection Supvsr NR 17 1 1 01112412 Maintenance Worker II LM 5 4 4 04443055 Horticulturist II NR 16 1 1 0111

114 114 0114114112Fund Summary

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Office of Central ServicesSelf Insurance Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 3 3 03330224 Management Aide NR 12 1 1 01110845 Assistant Claims Adjustor NR 12 2 2 02220846 Claims Adjustor NR 16 4 4 04440851 Safety Coordinator NR 15 2 2 02220861 Asst Manager, Safety & Insur NR 19 1 1 01110871 Manager, Safety & Insurance NR 20 1 1 0111


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Office of Central ServicesGarage Working Capital Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 1 1 01110223 Secretary III OS 6 1 1 01110241 Management Assistant I NR 15 1 1 01110242 Management Assistant II NR 17 1 1 01110711 Storekeeper I LM 4 4 4 04440712 Storekeeper II LM 6 3 3 03330715 Warehouse Supervisor NR 11 1 1 01112011 Automotive Service Worker LM 5 3 3 03332021 Automotive Mechanic I LM 7 9 9 09992022 Automotive Mechanic II LM 9 15 15 01515152023 Automotive Mechanic III LM 11 15 15 01515142025 Automotive Machinist LM 11 2 2 02222026 Fuel Systems Technician NR 15 1 1 01112032 Welder LM 10 1 1 01112041 Automotive Maintenance Supervr NR 15 5 5 05552061 Automotive Maintenance Manager NR 16 3 3 03332071 Automotive Fleet Administrator NR 20 1 1 0111



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Office of Central ServicesGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0125 Central Services Officer E 7 1 1 0111



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Office of Finance FY2015 Approved Budget

Mission Statement Anne Arundel County Office Finance, headed by the County Controller, bills and collects most of Anne Arundel County’s revenues, oversees the expenditure of funds in accordance with approved operating and capital budgets, invests funds, and accounts for all revenues and expenditures. The Office issues debt and provides a range of financial services to County departments. The Office of Finance produces Anne Arundel County’s Comprehensive Annual Financial Report and the disclosure statements used by investors who purchase the County’s debt issuances. The Office is dedicated to managing the County's finances in an efficient and responsible manner, providing excellent customer service to our citizens, and protecting financial assets. The Office seeks to build partnerships with other County Departments and the public by sharing knowledge and providing clear, timely information concerning financial activities within the County. We deliver customer focused service that is accessible, user friendly, respectful and efficient. Major Accomplishments

• Received the Certificate of Achievement for Excellence in

Financial Reporting – Anne Arundel County’s Comprehensive Annual Financial Report for the Fiscal Year Ended June 30, 2012.

• The County maintained an AAA Bond Rating from Standard and

Poor’s (S&P) bond rating service. Outlook was upgraded from negative to positive by S&P and Moody’s rating agencies.

• Successful upgrade of the check printing process which

eliminates paper copy of Accounts Payable checks, saving time, money and improving customer service.

• Tested and conducted upgrade of MUNIS software to V10.4.

• Implemented stormwater fee on real estate tax bills.

• Upgraded Enterprise One to a Web-Based Financial System.

• Evaluated the migration/implementation of the current utility billing software to UB/CIS, the next generation of MUNIS utility billing software, currently scheduled for February 2015.

• Replaced the Business Objects report writing software with user

friendly Tyler Reporting Services. This change enables other end users outside of Finance to write their own reports.

• Successfully negotiated a reduction in on-line payment fees and

added VISA as a payment option.

• Obtained a clean audit opinion for Anne Arundel County’s Comprehensive Annual Financial Report for the Fiscal Year Ended June 30, 2013.

Key Objectives

• Secure the Certificate of Achievement for Excellence in Financial Reporting – Anne Arundel County’s Comprehensive Annual Financial Report for the Fiscal Year Ended June 30, 2013.

• Continue to review and update the Policy and Procedures

Manuals for Accounting & Control and Accounts Payable Divisions.

• Complete the migration/implementation of the current utility

billing software to UB/CIS, the next generation of MUNIS utility billing software, currently scheduled for February 2015.

• Work with OIT and create an in-house supported web-based tax

sale program.

• Reduce the number of vendor payments made through an automated process with Bank of America. The County will receive a rebate associated with these transactions.

• Update 2008 Risk Assessment.

• Implement BOA Cash Pro module, reducing manual input,

improving accuracy and freeing up time for higher level analysis.

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Inc (Dec)from Orig.



FundGeneral Fund 422,9007,237,847 7,443,600 7,321,800 7,866,500Watershed Protection & Restor 00 43,100 43,100 43,100

Total by Fund 422,9007,237,847 7,486,700 7,364,900 7,909,600CharacterAccounting & Control 463,4002,737,420 2,919,900 2,714,200 3,383,300Billings & Customer Svc 424,5004,056,708 4,101,800 4,201,800 4,526,300Operations (465,000)443,719 465,000 448,900 0

Total by Character 422,9007,237,847 7,486,700 7,364,900 7,909,600ObjectPersonal Services 414,3005,778,849 5,962,200 5,950,900 6,376,500Contractual Services (18,500)984,553 1,018,600 925,300 1,000,100Supplies & Materials 19,400456,007 486,700 465,000 506,100Business & Travel 7,70017,095 16,900 22,200 24,600Capital Outlay 01,344 2,300 1,500 2,300

Total by Object 422,9007,237,847 7,486,700 7,364,900 7,909,600

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014





Barg UnitNon-Represented 0.0038.00 39.00 39.00 39.00Office Support 0.0033.00 34.00 34.00 34.00Total-Barg Unit 0.0071.00 73.00 73.00 73.00

CharacterAccounting & Contr 7.0020.00 21.00 20.00 27.00Billings & Customer 0.0044.00 45.00 46.00 46.00Operations (7.00)7.00 7.00 7.00 0.00Total-Character 0.0071.00 73.00 73.00 73.00

Two exempt category employees including the Controller and an exempt Administrative Secretary complement the classifed service staffing.

•


•



FY2012 FY2013 FY2014 FY2015

Billings & Customer SvcTelephone Inquiries 104,300 104,800104,314104,398Deeds Processed 20,000 20,00020,38317,085Real Estate Bills Annual 43,000 43,00039,35339,395Real Estate Bills Semi Annual 159,700 160,000158,349157,345Real Estate Bills Total 202,700 203,000197,699196,740Electronic Payments Received 14,300 14,30014,30014,300

OperationsElectronic Payments Processed 2,300 2,3002,2501,828Total Payments Processed (paper 34,300 34,00034,30034,645

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Office of FinanceAccounting & Control


The Accounting and Control Unit and the Operations Unit comprises the general County government’s financial accounting staff and services. This includes:

Administering the daily operations of the Office of Finance.

Administering the accounts payable functions for the general County government. This unit processes all County payments to vendors, prepares federal and state mandated reports, and processes all Federal 1099 reports to County vendors.

Administering the financial affairs of the County including capital project accounting, investments, cash and debt management as well as collecting taxes other than property taxes, fees, fines, and other revenues.

Preparing the Comprehensive Annual Financial Report for both the County and Pension Trust Funds, the Single Audit Schedule of Federal Financial Assistance, the County Indirect Cost Report, the Uniform Financial Report for filing with the state, and various other reports for internal and external use. Grant accounting and reporting includes filing and aiding others in filing grant reimbursement reports.

Handling the offering statements for County General Obligation Debt, and coordinates the sale of these bonds and the “commercial paper” program of short term debt, as well as originating all debt service payments.

The Unit also handles the financial aspects of the County’s special assessments and tax increment districts.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 463,4002,737,420 2,876,800 2,671,100 3,340,200Watershed Protectio 00 43,100 43,100 43,100

Total by Fund 463,4002,737,420 2,919,900 2,714,200 3,383,300

ObjectPersonal Services 520,0002,074,267 2,194,300 2,124,400 2,714,300Contractual Services (68,200)617,855 668,700 530,600 600,500Supplies & Materials 4,60036,589 47,500 44,200 52,100Business & Travel 7,0008,709 9,400 15,000 16,400Capital Outlay 00 0 0 0Total by Object 463,4002,737,420 2,919,900 2,714,200 3,383,300

The increase in Personal Services is attributable to Countywide increases to the pay package and the transfer of employees from the "Operations" bureau.

•

Contractual Services includes funds that pay a firm to handle collection of ambulance fees.

•

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Office of FinanceBillings & Customer Svc


The Billings and Customer Service Unit comprises the principal revenue collection functions of the County’s government. The Unit’s main office is in Annapolis; satellite operations are located at the Heritage Office and in Glen Burnie.

Cashier Operations – collects the vast majority of all County funds. This program controls deposits of County collections, manages lockbox operations and the County mass payment program. Offices are currently maintained in Annapolis, the Heritage Office Complex in Riva and Glen Burnie.

Utility Billing – bills for water and wastewater services for 120,000 customers, as well as front foot, capital facility assessments and installment agreements. The Unit also administers utility credit programs, commercial surcharges, as well as disconnecting and reconnecting delinquent accounts.

Tax Billing – bills for real and personal property taxes for 200,000 accounts for the State, the City of Annapolis and Highland Park, and numerous special community benefit districts. This program also bills County Waste Collection Fees and Local Sales and Use Taxes while administering various property tax credit programs including County and State Homeowner and Homestead Credits.

The Unit also manages tax sales and handles bankruptcy cases, as well as debt collection.

Customer Service – communicates with the public by telephone, letter, in-person and electronically with regard to all County billing and collection issues. A major function is educating the public regarding eligible credit programs, available services, and remediate utility, tax and waste collection problems. Other important functions handled by customer service is processing deeds, preparing lien certificates and providing support to title and mortgage companies.

Recordation Tax – reviews and processes documents presented for recording. Calculates tax and collects according to fee schedule.



Budget Summary


Total by Fund 424,5004,056,708 4,101,800 4,201,800 4,526,300

ObjectPersonal Services 352,0003,266,012 3,310,200 3,380,400 3,662,200Contractual Services 53,700364,220 345,900 394,600 399,600Supplies & Materials 17,800416,746 436,200 418,100 454,000Business & Travel 1,0008,385 7,200 7,200 8,200Capital Outlay 01,344 2,300 1,500 2,300Total by Object 424,5004,056,708 4,101,800 4,201,800 4,526,300


•

Contractual Services provides funds for a variety of purposes such as lock box services; software contracts; advertising for the property tax sale; and, funds to reimburse the State for calculating the Homestead Property Tax program for the County.

•

Supplies & Materials includes a variety of items notably including postage for tax and utility bills.

•

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Office of FinanceOperations


The bureau has been combined with the "Accounting & Control" bureau to streamline the office organization.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (465,000)443,719 465,000 448,900 0

Total by Fund (465,000)443,719 465,000 448,900 0

ObjectPersonal Services (457,700)438,570 457,700 446,100 0Contractual Services (4,000)2,478 4,000 100 0Supplies & Materials (3,000)2,672 3,000 2,700 0Business & Travel (300)0 300 0 0Total by Object (465,000)443,719 465,000 448,900 0

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Office of FinanceGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 3 3 03330224 Management Aide NR 12 2 2 02220253 Assistant Controller NR 23 2 2 02220264 Program Manager NR 19 1 1 01110430 Cashier II NR 8 3 3 03330431 Cashier I OS 3 4 4 04440432 Customer Service Representativ OS 7 13 13 01313130450 Investment Analyst NR 19 1 1 01110462 Financial Clerk I OS 7 14 14 01414130463 Financial Clerk II NR 11 5 5 05550471 Accountant I NR 15 5 6 06550472 Accountant II NR 17 2 2 02220473 Accountant III NR 19 7 7 07770482 Financial Reporting Manager NR 21 3 3 03330484 Financial Operations Supervisr NR 16 6 6 06660501 Paralegal NR 12 1 1 01111460 Accountant I NR 15 1 0 0010



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Office of FinanceGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0116 Controller E 7 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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FY2015 Approved BudgetOffice of Finance (Non-Departmental)

Inc (Dec)from Orig.

ActualFY2013

OriginalFY2014

EstimateFY2014

BudgetFY2015

General Classificationsof ExpenditureMission Statement

The expenditures included in this agency are of a Non-Departmental nature. That is, they represent costs of government that cannot be readily tied to any one particular department. Debt Service payments and Pay-as-you-Go contributions to the Capital Budget are typically two of the largest such expenditures included here.

FundGeneral Fund (11,182,200)161,579,254 205,649,500 205,730,000 194,467,300Ag & Wdlnd Prsrvtn Sinking Fnd (11,100)749,416 758,300 748,300 747,200Bond Premium Revenue Fund (15,893,800)154,858 30,708,800 30,708,800 14,815,000Grants Fund (15,000)0 180,000 100,000 165,000Impact Fee Fund (5,682,200)30,337,662 31,177,600 2,701,100 25,495,400Video Lottery Impact Aid Fund (200,000)0 3,000,000 3,000,000 2,800,000Tax Increment Financing District 2,461,00029,952,479 34,404,900 34,590,000 36,865,900Special Tax Districts 351,4001,866,990 1,540,200 1,540,200 1,891,600

Total by Fund (30,171,900)224,640,659 307,419,300 279,118,400 277,247,400CharacterPay-As-You-Go (2,160,500)15,462,500 25,177,000 25,177,000 23,016,500Debt Service 6,411,800108,681,327 114,094,900 114,153,400 120,506,700Mandated Grants 91,5004,208,627 2,970,600 2,988,600 3,062,100Pension Admin. 00 0 0 0Contrib to Parking Garage Fund 0170,000 170,000 170,000 170,000Contrib to IPA Fund 447,00067,000 753,000 753,000 1,200,000Contribution to Self Insur 1,028,00012,726,000 11,914,000 11,918,000 12,942,000Contrib to Revenue Reserve (17,000,000)1,083,800 20,300,000 20,300,000 3,300,000Contrib to Retiree Health Ins 018,910,000 30,000,000 30,000,000 30,000,000Contrib to Community Dev 0270,000 270,000 270,000 270,000Bond Premium (15,893,800)154,858 30,708,800 30,708,800 14,815,000Grants-Finance (15,000)0 180,000 100,000 165,000Tax Increment Districts 2,461,00029,952,479 34,404,900 34,590,000 36,865,900Special Tax Districts 351,4002,103,320 1,540,200 1,540,200 1,891,600Development Impact Fees (5,682,200)30,337,662 31,177,600 2,701,100 25,495,400IPA Debt Service (11,100)749,416 758,300 748,300 747,200Video Lottery Impact Aid (200,000)0 3,000,000 3,000,000 2,800,000

Total by Character (30,171,900)224,876,988 307,419,300 279,118,400 277,247,400

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Office of Finance (Non-Departmental)Pay-As-You-Go


Pay-as-you-Go funding for capital projects is utilized in lieu of bond sale proceeds to pay for various capital improvement projects. The result is substantial savings over issuing additional bonded indebtedness. Some projects mandate Pay-as-you-Go funding because they are not eligible for bond funding.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (2,160,500)15,462,500 25,177,000 25,177,000 23,016,500

Total by Fund (2,160,500)15,462,500 25,177,000 25,177,000 23,016,500

ObjectGrants, Contribution (2,160,500)15,462,500 25,177,000 25,177,000 23,016,500Total by Object (2,160,500)15,462,500 25,177,000 25,177,000 23,016,500

The PayGo funding is supported by undesignated fund balance. Consistent with County financial policy, undesignated fund balance is utilized as a source of PayGo funding for the capital budget.

•

Detailed descriptions of the projects under these categories can be found in the Capital Budget and Program.

•

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Office of Finance (Non-Departmental)Debt Service


Debt Service provides for principal and interest payments on county bonds and short-term commercial borrowing. It also includes funds for other costs related to county debt issuances.

This program also includes an annual payment to the State of Maryland for the county’s state pension liability for employees and retirees who were either members of the State Retirement System before 1969 or who remained in the state system after 1969.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 6,411,800108,681,327 114,094,900 114,153,400 120,506,700

Total by Fund 6,411,800108,681,327 114,094,900 114,153,400 120,506,700

ObjectContractual Services 195,000346,453 205,000 205,000 400,000Debt Service 6,128,500106,652,888 112,123,800 112,182,300 118,252,300Grants, Contribution 88,3001,681,986 1,766,100 1,766,100 1,854,400Total by Object 6,411,800108,681,327 114,094,900 114,153,400 120,506,700

In the FY12 budget, debt service associated with Board of Education capital projects was shown as an appropriation to the Board of Education in the School Construction Fund. State law has now changed disallowing the use of debt service as part of the Maintenance of Effort calculation.

•

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Office of Finance (Non-Departmental)Mandated Grants


Mandated Grants provides for the following payments to the City of Annapolis: - The City’s share of sales tax revenues - A state mandated payment representing financial institutions’ revenues - The City’s share of State 911 Trust Fund payments and Fire Protection Aid

Starting in FY12, the Maryland State Legislature passed on to County's the burden of paying for 90% of the cost of the State Department of Assessments.



Budget Summary


Total by Fund 91,5004,208,627 2,970,600 2,988,600 3,062,100

ObjectGrants, Contribution 91,5004,208,627 2,970,600 2,988,600 3,062,100Total by Object 91,5004,208,627 2,970,600 2,988,600 3,062,100

The reduction shown in FY2014 and FY2015 reflects a reduction in the portion of costs paid by the County for the State Department of Assessments.

•

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Office of Finance (Non-Departmental)Contrib to Parking Garage Fund


A private vendor under contract with Anne Arundel County operates the Whitmore Parking Garage, located in Annapolis near the Arundel Center. In addition to other revenues collected from fees charged to the general public, the County and the State each contribute to the funding of the garage based upon the number of spaces allocated to each. This is where the County’s contribution is appropriated.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 0170,000 170,000 170,000 170,000

Total by Fund 0170,000 170,000 170,000 170,000


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Office of Finance (Non-Departmental)Contrib to IPA Fund


The County has instituted an Installment Purchase Agreement (IPA) Program to facilitate County purchase of real property easements to maintain farmland and other open space. Under this program the County signs long-term debt agreements with property holders with a minimal down payment, typically 10%. Interest and nominal principal payments are made over the life of the agreement and a balloon payment is due at the end of the term to pay off the remaining principal. In order to pay the balloon payment, the County purchases and reserves a zero coupon U.S. Treasury Strip. This investment matures when the agreement expires and effectively earns the same interest rate that the County pays on the debt.

The appropriation shown here is the General Fund contribution required to cover these debt service requirements, purchase the investments mentioned above, and to pay for consultant costs associated with settlement of these IPAs.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 447,00067,000 753,000 753,000 1,200,000

Total by Fund 447,00067,000 753,000 753,000 1,200,000

ObjectGrants, Contribution 447,00067,000 753,000 753,000 1,200,000Total by Object 447,00067,000 753,000 753,000 1,200,000

The increase is due to the demand for the IPA program.•

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Office of Finance (Non-Departmental)Contribution to Self Insur


The Self-Insurance Program is self-administered with in-house management of claims. Self-Insurance includes Comprehensive General Liability, Vehicle Liability, Collision and Comprehensive coverage for the County and the Board of Education, and Workers’ Compensation coverage for the County, the Board of Education and the Community College.



Budget Summary


Total by Fund 1,028,00012,726,000 11,914,000 11,918,000 12,942,000

ObjectGrants, Contribution 1,028,00012,726,000 11,914,000 11,918,000 12,942,000Total by Object 1,028,00012,726,000 11,914,000 11,918,000 12,942,000

The appropriation shown here is the General County General Fund contribution required to adequately fund the Self-Insurance Fund.

Contributions from the Enterprise Funds, and Board of Education, Community College, and Library Funds are made separately under those sections of the budget.

•

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Office of Finance (Non-Departmental)Contrib to Revenue Reserve


The Revenue Reserve Fund is a continuing, non-lapsing account in which funds are retained to support appropriations if estimated general fund revenues decline below current expense budget appropriations during a fiscal year.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (17,000,000)1,083,800 20,300,000 20,300,000 3,300,000

Total by Fund (17,000,000)1,083,800 20,300,000 20,300,000 3,300,000

ObjectGrants, Contribution (17,000,000)1,083,800 20,300,000 20,300,000 3,300,000Total by Object (17,000,000)1,083,800 20,300,000 20,300,000 3,300,000

Over the course of two fiscal years, FY09 and FY10, a total of $32.5 million was transferred to the General Fund from the Revenue Reserve Fund due to the under-attainment of revenue estimates.

•

The County Council amended the budget to provide for a $5 million transfer to begin the process of replenishing this Fund in FY12, added $1,083,800 in FY2013 and $20.3 million in FY2014.

•

FY2015 contribution of $3.3 million maximizes the contribution allowed under the County Code to the Revenue Reserve Fund.

•

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Office of Finance (Non-Departmental)Contrib to Retiree Health Ins


Retirees of County government continue to receive medical coverage. The County pays 80% of these costs. These retirees have the option of retaining dental and vision coverage, but must pay the full cost of these benefits.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 018,910,000 30,000,000 30,000,000 30,000,000

Total by Fund 018,910,000 30,000,000 30,000,000 30,000,000

ObjectGrants, Contribution 018,910,000 30,000,000 30,000,000 30,000,000Total by Object 018,910,000 30,000,000 30,000,000 30,000,000

The $20 million of the appropriation shown here represents the General Fund contribution to the County’s Health Insurance Fund necessary to pay retiree healthcare costs in the upcoming year. This is known as the "Pay-as-you-Go" costs associated with retiree healthcare.

•

$10 million of the above appropriation represents a contribution to the reserve fund for the Retiree Health Benefits.

•

Page 140

Page 145

Office of Finance (Non-Departmental)Contrib to Community Dev


The Community Development Fund was created effective July 1, 2005 and replaced the Community Development class of capital projects in the Capital Budget and Program in order to comply with Generally Accepted Accounting Principles. Grant funds awarded to the County are accounted for in this special fund. These funds are then passed on to Arundel Community Development Services, Inc. (ACDS) who, on behalf of and with the approval of the County, plans and implements housing and community development activities which principally benefit low and moderate income residents, remove slum and blighting conditions, or meet an urgent need.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 0270,000 270,000 270,000 270,000

Total by Fund 0270,000 270,000 270,000 270,000


The appropriation shown here represents the General Fund contribution to this special revenue fund. These General Fund contributions are limited to the local match requirements associated with the State or Federal grants accounted for in this fund.

•

The County also makes funding contributions to ACDS, Inc. directly. These contributions are shown under the Chief Administrative Officer’s budget.

•

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Office of Finance (Non-Departmental)Bond Premium


Beginning with the FY2011 budget, the practice of "netting" bond premium against interest costs was stopped, and bond premium is now deposited in this newly created Bond Premium Special Revenue Fund. These are restricted funds which may be used to fund capital improvements or pay interest costs associated with the issue from which they were derived.

Bonds are typically sold in the Spring of each year, and the bond premium associated with each issue is deposited in this fund at that time. Those funds are then typically appropriated in the budget of the subsequent fiscal year for transfer to either the General Fund for use in paying interest costs, or to another fund for use in financing a capital improvement.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundBond Premium Reve (15,893,800)154,858 30,708,800 30,708,800 14,815,000

Total by Fund (15,893,800)154,858 30,708,800 30,708,800 14,815,000

ObjectGrants, Contribution (15,893,800)154,858 30,708,800 30,708,800 14,815,000Total by Object (15,893,800)154,858 30,708,800 30,708,800 14,815,000

FY2014 appropriation represents the transfer to the capital budget projects of $15.7 million in bond premium from the June 2012 sale plus a $15 million from the bond sale in June of 2013.

•

FY2015 appropriation represents the utilization of the bond premium from the March 2014 bond sale for Capital Projects.

•

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Office of Finance (Non-Departmental)Grants-Finance


Beginning in FY2009, as part of an overall Countywide effort to better manage and control the grants management process, grant revenues began to be accounted for in a new Grants Special Revenue Fund rather than intermingling these restricted funds with the discretionary funds included in the General Fund.

The appropriation shown here represents a contingency reserve to be used in the event the County receives an unanticipated grant during the year which requires a County match. In such an event, a portion of this appropriation would be transferred, within the Grants Fund, to the agency which will administer the unanticipated grant.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundFinance-Non Depart (15,000)0 180,000 100,000 165,000

Total by Fund (15,000)0 180,000 100,000 165,000

ObjectGrants, Contribution (15,000)0 180,000 100,000 165,000Total by Object (15,000)0 180,000 100,000 165,000

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Office of Finance (Non-Departmental)Tax Increment Districts


Tax Increment Funds (TIF) provide funding for public improvements serving the established district through the issuance of bonds. Appropriation authority for the construction of such improvements is provided in the Capital Budget. Funds required to pay the debt service associated with these bonds come from the incremental real property taxes generated from the value of the property above the base assessment of the district determined as of a certain date.

Any incremental real property taxes revenue in excess of that required to pay debt service charges are budgeted for transfer to the General Fund, and are reflected in the revenue estimates under the Inter-fund Reimbursements category.

The Nursery Road TIF in an area to the north of the BWI Airport was established in 1984 with a base assessment of $68,883,983 on 1/1/84.

The West County (National Business Park) TIF in the Jessup area of the County was established in 1997 with a base assessment of $37,704,500 on 1/1/96.

The Route 100 (Arundel Mills) TIF in the Severn area of the County was established in 1998 with a base assessment of $14,713,200 on 1/1/97.

The Parole TIF in the area to the west of the City of Annapolis was established in 1999 with a base assessment of $647,950,635 on 1/1/99.

The Park Place TIF in the City of Annapolis was established in 2001 with a base assessment of $6,330,961 on 1/1/00.

The National Business Park North TIF in the Jessup area of the County was established in 2010 with a base assessment of $9,921,922 on 1/1/10.

The Village South at Waugh Chapel TIF in the Gambrills area of the County was established in 2010 with a base assessment of $909,907 on 1/1/10.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundNursery Rd Tax Incr (65,000)4,702,120 4,968,000 4,765,000 4,903,000West Cnty Dev Dist 822,0005,363,842 5,616,000 5,568,000 6,438,000Park Place Tax Incr (2,000)869,130 882,000 882,000 880,000Rte 100 Dev Dist Ta 697,0007,458,064 8,148,000 8,428,000 8,845,000Parole TC Dev Dist 956,00011,339,646 11,903,000 12,136,000 12,859,000National Business P 0219,677 1,887,900 1,811,000 1,887,900Village South at Wa 53,0000 1,000,000 1,000,000 1,053,000

Total by Fund 2,461,00029,952,479 34,404,900 34,590,000 36,865,900

ObjectContractual Services 55,00058,473 203,900 127,000 258,900Debt Service 83,0004,812,474 6,440,000 6,440,000 6,523,000Grants, Contribution 2,323,00025,081,532 27,761,000 28,023,000 30,084,000Total by Object 2,461,00029,952,479 34,404,900 34,590,000 36,865,900

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Office of Finance (Non-Departmental)Special Tax Districts


Special Tax District Funds (STD) provide funding for public improvements serving the established district through the issuance of bonds. Appropriation authority for the construction of such improvements is provided in the Capital Budget. Funds required to pay the debt service associated with these bonds come from an assessment of an additional tax rate on properties within the district.

The Dorchester STD was established in 1996 to provide funding for some public improvements to the Dorchester Mixed Use development in the Severn area of the County.

The Farmington Village STD was established in 1998 to provide funding for some public improvements to the Farmington Village residential development in Pasadena.

The Two Rivers STD was established in 2010 to provide funding for some public improvements to the Two Rivers residential development in the Crofton area of the County.

The Cedar Hill STD was established in 2010 to provide funding for some public improvements to the Cedar Hill residential development in the Brooklyn Park area of the County.

The Arundel Gateway STD was established in 2012 to provide funding for some public improvements to the Arundel Gateway mixed use project in the Fort Meade area of the western part of the County.

Bonds for the Cedar Hill and Arundel Gateway districts have not yet been sold.

$2,000,000 of Two Rivers bond have been issued. However, there is no current debt service due on the bonds.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundFarmingtn Vlg Spc 23,500653,708 488,500 488,500 512,000Dorchester Specl Ta 327,9001,213,282 1,051,700 1,051,700 1,379,600Two Rivers Special 0236,329 0 0 0

Total by Fund 351,4002,103,320 1,540,200 1,540,200 1,891,600

ObjectContractual Services 323,000261,425 119,200 119,200 442,200Debt Service 28,4001,841,895 1,421,000 1,421,000 1,449,400Total by Object 351,4002,103,320 1,540,200 1,540,200 1,891,600

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Office of Finance (Non-Departmental)IPA Debt Service


The County has instituted an Installment Purchase Agreement (IPA) Program to facilitate County purchase of real property easements to maintain farmland and other open space. Under this program the County signs long-term debt agreements with property holders with a minimal down payment, typically 10%. Interest and nominal principal payments are made over the life of the agreement and a balloon payment is due at the end of the term to pay off the remaining principal. In order to pay the balloon payment, the County purchases and reserves a zero coupon U.S. Treasury Strip. This investment matures when the agreement expires and effectively earns the same interest rate that the County pays on the debt.

The appropriation shown here is used to actually pay debt service on existing IPAs, purchase the investments mentioned above, and to pay for consultant costs associated with settlement of these IPAs.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundAg & Wdlnd Prsrvtn (11,100)749,416 758,300 748,300 747,200

Total by Fund (11,100)749,416 758,300 748,300 747,200

ObjectContractual Services (10,000)0 10,000 0 0Debt Service (1,100)749,416 748,300 748,300 747,200Total by Object (11,100)749,416 758,300 748,300 747,200

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Office of Finance (Non-Departmental) FY2015 Approved BudgetDevelopment Impact Fees

FY2015 Budget SummaryProgram Statement Appropriation Authority

For use as to Appropriation Authority Reimburse Debt Service Total

For use as a Impact Fee Gen. Oblig. AppropriationImpact Fee District PayGo Funding Source Bonds Bonds AuthoritySchool District 1 0 975,600 0 975,600School District 2 0 123,500 0 123,500School District 3 1,054,000 198,000 0 1,252,000School District 4 (200,000) 118,900 0 (81,100)School District 5 500,000 10,500 0 510,500School District 6 0 10,200 0 10,200School District 7 0 116,100 0 116,100Transportation District 1 9,028,700 76,500 303,800 9,409,000Transportation District 2 1,120,300 21,000 0 1,141,300Transportation District 3 2,189,100 106,600 248,500 2,544,200Transportation District 4 8,257,100 3,200 0 8,260,300Transportation District 5 911,900 17,300 0 929,200Transportation District 6 0 1,100 0 1,100Public Safety (Countywide) 0 303,500 0 303,500

Total 22,861,100 2,082,000 552,300 25,495,400

The Impact Fee Fund is a Special Revenue Fund that accounts for impact fees collected from developers to pay a share of the cost of school and road capacity improvements necessitated by development. Disbursements have historically been made from these funds to the General County Capital Projects Fund as eligible expenditures are incurred. Appropriations for expenditures supported by these funds were made through the Capital Budget.

Starting in FY2009, some impact fees have been transferred to the General Fund for the purpose of paying debt service costs related to specific "Impact Fee Bonds" identified as a funding source in the Capital Budget funding plan, and authorized in the Annual Bond Ordinance.

Starting with the FY2013 Budget, a substantial portion of these impact fees were transfered to the General Fund for the purpose of compensating the General Fund for a portion of General Obligation debt service costs previously paid by the General Fund in relation to impact fee eligible projects.This practice continues, but now involves a smaller amount since it is related to just one more year.

Since the manner in which Impact Fees are being used is now varied, appropriation authority to direct the use of these funds is being requested. Impact Fees may be used as a cash (i.e., PayGo) funding source to eligible capital projects or to compensate the General Fund for debt service payments incurred on eligible capital

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Office of Finance (Non-Departmental)Video Lottery Impact Aid


The purpose of this appropriation is to disburse funds from the Video Lottery Terminal (VLT) Impact Aid Fund that are not otherwise disbursed within specific departmental budgets. Presently, this is limited to the contribution of funds to the Capital Projects Fund to cover capital project costs, on a pay-as-you-go basis, that are incurred primarily in the communities in immediate proximity to the VLT Facility.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundVideo Lottery Impac (200,000)0 3,000,000 3,000,000 2,800,000

Total by Fund (200,000)0 3,000,000 3,000,000 2,800,000

ObjectGrants, Contribution (200,000)0 3,000,000 3,000,000 2,800,000Total by Object (200,000)0 3,000,000 3,000,000 2,800,000

This appropriation supports the contribution of $2.8 million of VLT Impact Aid to the Capital Projects Fund for road resurfacing and side walk projects, as well as Harmans Park design and park projects.

•

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Office of the Budget FY2015 Approved Budget

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

• Coordinated the development and adoption of a balanced operating and capital budget for FY2014.

• Published electronic version of the FY2014 operating and capital

budget documents on the County’s web site.

Key Objectives

• Continue to provide professional budgetary and managerial advice and support to departments, Chief Administrative Officer and County Executive.

• Continue to make the operating budget presentation more

understandable through user-friendly design and more descriptive narratives.

• Continue to develop a method to better link existing

performance measures with budget decision-making processes, and to develop additional performance measures where cost effective.

• Continue the annual update of the County’s debt affordability

model and maximization of the use of restricted funding sources (e.g., impact fees, program open space and waterway improvement fund grants) in the development of a balanced capital budget and five year capital program.

• Link operating department performance to County’s long-range

objectives.

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Inc (Dec)from Orig.



FundGeneral Fund (21,500)878,118 1,094,600 1,050,400 1,073,100

Total by Fund (21,500)878,118 1,094,600 1,050,400 1,073,100CharacterBudget & Management Analysis (21,500)878,118 1,094,600 1,050,400 1,073,100

Total by Character (21,500)878,118 1,094,600 1,050,400 1,073,100ObjectPersonal Services (17,500)853,669 1,063,000 1,025,300 1,045,500Contractual Services (1,500)8,505 12,400 8,900 10,900Supplies & Materials (2,500)12,299 16,800 13,800 14,300Business & Travel 02,766 2,400 2,400 2,400Capital Outlay 0878 0 0 0

Total by Object (21,500)878,118 1,094,600 1,050,400 1,073,100

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The Office of the Budget is responsible for the analysis, formulation, and control of the annual county operating and capital budgets, and also provides management advisory services to the County Executive and the departments and offices of county government. These efforts involve staffing two citizens’ advisory groups, the Spending Affordability Committee and the Planning Advisory Board, as well as the analysis of the fiscal impact of proposed county and state government legislation. In addition to these basic functions, the Office is responsible for:

County Pension System Investments – One of the primary duties of the Budget Officer includes serving as Chairman of the Investment Committee of the Board of Trustee's of the County pension system and serving as a member of the pension system Board of Trustees.

Program Statement CommentaryThe decrease in Personal Services is attributable to an adjustment to turnover, this is partially offset by Countywide increases to the pay package.

•

The decrease in the budget is due to the savings associated with the VoIP phone system and budget book printing costs.

•

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014






CharacterBudget & Managem 0.006.00 6.00 6.00 6.00Total-Character 0.006.00 6.00 6.00 6.00

In addition to the positions shown above, there is one position exempt from the Classified Service. This is the Budget Officer.

•


•

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Office of the BudgetGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0224 Management Aide NR 12 1 1 01110246 Senior Budget Mgmt Analyst NR 21 2 2 02220247 Assistant Budget Officer NR 23 2 2 02220252 Budget Mgmt Analyst III NR 20 1 1 0111



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Office of the BudgetGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0118 Budget Officer E 8 1 1 0111



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Office of Personnel FY2015 Approved Budget

Mission Statement The mission of the Office of Personnel is to support the employees of Anne Arundel County Government who provide public services to our citizens. The Office of Personnel provides human resources services that promote a work environment characterized by open communications, personal accountability, and fair treatment of all employees, trust, mutual respect, and equal opportunity for learning and personal growth. Major Accomplishments

• Successfully negotiated 9 two year union labor bargaining

agreements for FY 2014 - 2015 and 4 one year union labor bargaining agreements for FY 2015.

• Improved automation of recruitment processes to expedite hiring

of public safety employees.

• Expanded employee wellness initiatives.

• Supported the Administration and County Council in the development and passage of revised health care and pension legislation.

• Successfully negotiated no cost administrative fee renewals for

medical care administration contracts in CY 2014.

• Reinstituted partnership meetings to promote cooperative relationships between the County and its employees.

Key Objectives

• Develop and release RFP for employee health benefits including options for post 65 retiree health benefits.

• Negotiate up to 13 union labor bargaining agreements for FY

2016.

• Continue to update automation processes to improve efficiencies.

• Continue to expand employee wellness initiatives.

• Implement changes mandated by approval of County health care

legislation (Bill 85-13) and of the federal Patient Protection Affordable Care Act (PPACA) which affects health benefits administration.

• Implement changes mandated by approval of County pension

legislation (Bill 97-13).

• Promote employee development through developing career related training programs and tuition reimbursement.

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Inc (Dec)from Orig.



FundGeneral Fund 290,7005,500,682 5,731,400 5,481,700 6,022,100Health Insurance Fund 12,376,50091,583,439 105,006,000 97,364,500 117,382,500Pension Fund 893,000100,677,892 8,434,200 8,434,200 9,327,200

Total by Fund 13,560,200197,762,014 119,171,600 111,280,400 132,731,800CharacterOffice of Personnel 290,7005,500,682 5,731,400 5,481,700 6,022,100Health Costs 12,376,50091,583,439 105,006,000 97,364,500 117,382,500Pension Admin. 893,000100,677,892 8,434,200 8,434,200 9,327,200

Total by Character 13,560,200197,762,014 119,171,600 111,280,400 132,731,800ObjectPersonal Services 3,064,50094,084,094 104,974,200 94,583,000 108,038,700Contractual Services 1,925,60011,751,298 10,385,600 10,385,600 12,311,200Supplies & Materials 18,000105,723 150,300 150,300 168,300Business & Travel 216,6006,843 29,500 29,500 246,100Grants, Contributions & Other 8,335,50091,814,056 3,632,000 6,132,000 11,967,500

Total by Object 13,560,200197,762,014 119,171,600 111,280,400 132,731,800

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014






CharacterOffice of Personnel 0.0038.00 38.00 38.00 38.00Total-Character 0.0038.00 38.00 38.00 38.00

In addition to the above positions, the Department contains a Personnel Officer and an Administrative Secretary that are exempt from the County Classified service.

•


•



FY2012 FY2013 FY2014 FY2015

Office of PersonnelAnnouncement Advertisements 250 300106156Examinations 3,870 6,0001,7891,269Internal/External Hires 850 900170155Re-Class & Class Maint. Studies 180 200179140CDS/Alcohol testing 900 1,6009491,455Personnel Authorizations 22,800 22,00016,92114,840Contract & Temp Empl’s Hired 360 40082317ID Badges 750 750516506Payroll Checks 170,000 165,000162,328167,471Retirements 155 190155148Grievance Hearings 27 251928Enrolled Benefits Participants 7,900 8,0007,5417,823

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Office of PersonnelOffice of Personnel


Classification and Compensation – maintains the County’s classification plan through individual and class series studies and analysis with peer organizations and supports collective bargaining through compensation and benefits survey and analysis.

Employee Services and Development – handles recruitment and selection of County employees. This includes developing of appropriate screening and proper examination processes, background investigations/verifications, medical evaluations, and setting assessment criteria.

Human Resources Records– This unit applies position and pay changes, maintains deductions, accruals, and employee demographic information in the automated human resource information system.

Payroll – Ensures the timely and accurate collection of employee time and attendance information as well as the payment of wages, allowances, wage deductions and taxes. Ensures compliance with all Federal, State and County rules and regulations regarding payroll including adherence to union contracts and the Fair Labor Standards Act.

Health Benefits – Maintains County employee benefit programs to provide for the mental, and physical, health and wellness of our employees, retirees and their families. This is accomplished by obtaining health coverage at competitive rates and administering benefits according to federal, state and county law.

Pension Benefits – provides oversight of four defined benefit pension plans that employees draw upon at retirement. This unit offers guidance and trainings so employees can make informed decisions.These plans and deferred compensation provide meaningful opportunities for employees to secure their post financial security.

Employee and Labor Relations – Promotes harmonious and cooperative relationships between the County and its employees by helping to ensure compliance with employment laws, negotiating collective bargaining agreements, and investigating, resolving or recommending solutions pertaining to management or employee concerns.



Budget Summary


Total by Fund 290,7005,500,682 5,731,400 5,481,700 6,022,100

ObjectPersonal Services 95,5003,722,107 3,832,700 3,583,000 3,928,200Contractual Services (35,400)1,725,412 1,829,200 1,829,200 1,793,800Supplies & Materials 14,00051,234 61,600 61,600 75,600Business & Travel 216,6001,930 7,900 7,900 224,500Total by Object 290,7005,500,682 5,731,400 5,481,700 6,022,100

The increase in Personal Services is attributable to Countywide increases to the pay package. This is partially offset by an adjustment to turnover by the County Council.

•

Contractual Services includes:$960K - Payroll contractor$311K - Unemployment Insurance $172K - Drug testing, pre-employment physicals, fitness for duty$110K - Labor relations and counsel for arbitration$ 90K - Employee Assistance Program$ 60K - Employment Testing $ 26K - Recruitment expenses primarily advertising

•

The increase in Business & Travel is due to funding for Countywide employee training and tuition reimbursement.

•

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Office of PersonnelHealth Costs


The Health Insurance Fund is an internal service fund. The fund will account for all the expenses of administering health benefits for participants and their eligible family members who include current and retired employees of Anne Arundel County Government, the Library and the Community College. The fund will account for both employee and employer premium costs as well as account for the costs of staff and expenses to administer the plans. The fund, although not legally established like the Pension Trust Fund, operates in a similar manner with respect to the costs of health insurance.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundHealth Insurance Fu 12,376,50091,583,439 105,006,000 97,364,500 117,382,500

Total by Fund 12,376,50091,583,439 105,006,000 97,364,500 117,382,500

ObjectPersonal Services 2,969,00090,361,988 101,141,500 91,000,000 104,110,500Contractual Services 1,068,000597,888 683,500 683,500 1,751,500Supplies & Materials 4,00032,668 44,900 44,900 48,900Business & Travel 0896 4,100 4,100 4,100Grants, Contribution 8,335,500590,000 3,132,000 5,632,000 11,467,500Total by Object 12,376,50091,583,439 105,006,000 97,364,500 117,382,500

The County health care costs reflect the January 2014 rate offset by a savings in County/Employee cost share. In addition, $5 million is being transferred from the fund as a contribution to the OPEB fund as a result of plan design changes and $5.7 million is being transferred to OPEB as a result of a Health Insurance Holiday.

•

Staffing for the Health Fund is appropriated in the Office of Personnel’s General Fund. The Health Insurance fund provides a pro-rata share contribution to the County’s General Fund to recoup Health Insurance overhead costs; this is reflected in the Grants and Contribution line above.

•

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Office of PersonnelPension Admin.


The Anne Arundel County Retirement and Pension System, established to provide benefits for participants in the plans of which it consists, is an agency in the Executive Branch of County Government and has the powers and privileges of a corporation to the extent permitted by law.

The Anne Arundel County Retirement and Pension system consists of

(1) the Employees' Retirement Plan, (2) the Fire Service Retirement Plan, (3) the Police Service Retirement Plan and; (4) the Pension Plan for Detention Officers and Deputy Sheriffs.

The Pension Trust Fund was established in FY1998 after the passage of Bill 88-96 creating a Board of Trustees with budgetary responsibility for pension assets and expenses. The Pension Trust Fund accounts for all items of expenditure which are related to asset management and retirement administration.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundPension Fund 893,000100,677,892 8,434,200 8,434,200 9,327,200

Total by Fund 893,000100,677,892 8,434,200 8,434,200 9,327,200

ObjectContractual Services 893,0009,427,998 7,872,900 7,872,900 8,765,900Supplies & Materials 021,821 43,800 43,800 43,800Business & Travel 04,017 17,500 17,500 17,500Grants, Contribution 091,224,056 500,000 500,000 500,000Total by Object 893,000100,677,892 8,434,200 8,434,200 9,327,200

All of the County employee Personal Services expenses attributable to operating the pension system are reflected in the General Fund portion of the Office of Personnel - Administration budget. The Fund reimburses these costs via a pro-rata share expenditure.

•

The Contractual Service expenses represent the costs of management services for the various plans in which County employees participate.

•

Actual expenditures include $85,494,766 in pension benefit payments to retirees that do not require appropriation authority.

•

The FY2015 Budget includes $65,353,500 budgeted for Pension consistent with the actuarial recommended contribution.

•

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Office of PersonnelGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0205 Office Support Asst I (NR) NR 5 1 1 01110206 Office Support Asst II (NR) NR 7 1 1 01110207 Office Support Specialist (NR) NR 9 1 1 01110224 Management Aide NR 12 1 1 01100241 Management Assistant I NR 15 3 2 -11330242 Management Assistant II NR 17 1 2 02110611 Personnel Assistant I NR 10 2 1 01210612 Personnel Assistant II NR 12 10 11 01110110621 Personnel Analyst I NR 15 0 0 00010623 Personnel Analyst III NR 19 9 9 09990624 Senior Personnel Analyst NR 20 6 6 06660631 Assistant Personnel Officer NR 22 2 2 02220633 Deputy Personnel Officer NR 23 1 1 01119999 Human Resources Records Manager NR 16 0 0 1100



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Office of PersonnelGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0122 Personnel Officer E 7 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Office of Information Technology FY2015 Approved Budget

Mission Statement It is the mission of the Office of Information Technology to provide value, leadership and support that facilitate the identification, implementation and use of technology to support the Citizens while enhancing the effectiveness and quality of service provided by the Anne Arundel County Government. Major Accomplishments:

• Strategic Planning initiatives to improve alignment of technology and County business practices.

• Replaced antiquated County email system with cloud-based

Google Mail and Drive.

• Established the Public Safety Technology Board consisting of representatives of Police, Fire, Detention, Sheriff and OIT for the purpose of defining unified technology strategy and plans.

• Established the Land Management Technology Board consisting

of representatives of Planning and Zoning, Permits and Inspections, Central Services, DPW and OIT.

• Replaced over 900 County PCs, 100 Laptops. Continued efforts

to minimize printer replacement while expanding and utilizing multi-function print and scanning devices.

• Replaced approx. 150 Mobile Data Computing devices and

improved wireless system connectivity. Deployed tablets and iPads where appropriate. Initiated trials for lower-cost Mobile Data Computers for Public Safety use.

• Completed BTOP/ICBN fiber network build-out. Partnered with

Broadstripe to provide historically unserved South County with broadband and cable television.

• Upgraded County’s Wi-Fi system to a centralized system

providing employee access and Secure Guest Access.

• Public Safety Systems Enhancements: Upgraded current CAD software to the latest vendor version. Initiated trail of 3 Generation “windows” based CAD system.

• Inspections and Permits: Completed various enhancements to

systems to improve inspections, business licensing and citizen interaction.

• Initiated the 800MHz system update to P25 standards.

• Continued the conversion for traditional key telephone systems to the network based VoIP systems.

Key Objectives • Enhance and modernize the Public Safety Radio System in

accordance with P25 standards. • Complete the major County Fiber network upgrade – 10 times

performance improvement; increase capacity to the Internet to support growth in schools and general County requirements; and continue expansion of Wi-Fi access throughout County facilities.

• Continue to implement Mobile and other applications and

technologies to improve business processes enabling greater employee efficiency and effectiveness.

• Continue to improve content, mobile and, application availability to citizens for better access to County services.

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Inc (Dec)from Orig.



FundGeneral Fund 1,586,70014,292,959 15,251,200 14,951,400 16,837,900Watershed Protection & Restor 00 58,300 58,300 58,300

Total by Fund 1,586,70014,292,959 15,309,500 15,009,700 16,896,200CharacterOffice of Info. Technology 1,586,70014,292,959 15,309,500 15,009,700 16,896,200

Total by Character 1,586,70014,292,959 15,309,500 15,009,700 16,896,200ObjectPersonal Services 469,1007,836,586 8,676,400 8,066,100 9,145,500Contractual Services 1,065,6006,260,078 6,394,800 6,708,200 7,460,400Supplies & Materials 051,403 66,500 66,200 66,500Business & Travel 30,00028,872 33,800 32,200 63,800Capital Outlay 22,000116,020 138,000 137,000 160,000

Total by Object 1,586,70014,292,959 15,309,500 15,009,700 16,896,200

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The Office of Information Technology provides essential technical services to County agencies.

Administration –Provides operational and strategic management, financial and budget management, and office management activities for the department.

Application Services –provides for enterprise and departmental computer program application development and maintenance support. Four core application support areas include: Administration and Finance, Human Resources, Land Use and Public Safety.

Cable Television – regulates the cable television industry within Anne Arundel County. Its primary focus includes, but is not limited to, setting customer service standards and negotiating franchise agreements to provide services to the citizens. In addition, this program is overseeing the development of the Public, Educational and Governmental program (PEG).

Geographic Services – supports centralized (GIS) functions for the entire County, including: street centerline development and maintenance, GIS data maintenance, GIS data standards, GIS Aerial photography and topography, and GIS data access tool administration (MapOptix and CountyView).

Technical Services – includes Circuit Court audio-visual systems, County Home Page/Intranet, data cable installation, enterprise functions, network administration, financial system support and Police Fire 911 support.

Telecommunications – administers all County Telecommunications functions, such as telephone (wired & wireless), 800 MHz Public Safety Radio system as well as computer communications systems. Coordinates installations and repair of phone systems, management of the 800MHz radio system, pagers, wireless phones as well as representing the County in 911 communication issues.

Program Statement CommentaryThe increase in Personal Services is attributable to Countywide increases to the pay package.

•

The Contractual Services budget includes technology services contracts serving a wide variety of programming and software maintenance. Increases in this category can be attributed to professional services such as desktop support and network support; software maintenance such as gmail licenses and software contract increases; and hardware maitenance to the County's enterprise network infrastructure and servers.

•

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014






CharacterOffice of Info. Tech 0.0079.00 84.00 84.00 84.00Total-Character 0.0079.00 84.00 84.00 84.00

Two exempt category employees including the Chief Information Officer and an exempt Administrative Secretary complement the classifed service staffing.

•


•



FY2012 FY2013 FY2014 FY2015

Office of Info. TechnologyHelp Center Calls (monthly) 1,230 1,2301,2501,335Help Ctr Calls resolved-initial cont 91% 91%91%91%CATV Subscriber complnts (mnth) 408 400408408Citizen WEB site hits (monthly) 1,620,000 1,625,0001,558,9971,614,213E911 CAD Dispatch Transact (mnt 57,000 50,00056,00052,750Business Applications Supported 126 125122100Geographc Data Layers Supporte 370 390250207Network Availability 100% 100%100%100%800MHz Radio System Availability 100% 100%100%100%EMail msgs processed (monthly) 975,000 1,563975,000950,000Network locations supported 200 265200180Network Devices connected 4,600 4,6504,6004,500Computer Servers supported 120 210120120PC’s supported 4,500 4,5004,5004,500Printers supported 1,600 1,8001,6001,700Wired Telephones supported 3,000 3,0003,0003,000Wireless Telephones supported 1,000 1,0001,000960Telephone Systems supported 137 137137138Radio Towers supported 10 101010800 MHz Radios supported 2,733 2,7332,7332,733Cable TV Franchises Admin'ed 4 444

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Office of Information TechnologyGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0213 Office Support Specialist OS 6 1 1 01110241 Management Assistant I NR 15 2 2 02220242 Management Assistant II NR 17 1 1 01110243 Sr Info Syst Support Specialis NR 15 3 3 03330244 Info System Support Specialist NR 14 18 18 01818160333 Manager Computer Operations NR 19 1 1 01110335 Computer Operations Supervisor NR 14 1 1 01110343 Programmer II NR 16 3 3 03330351 Programmer-Analyst I NR 17 4 4 04440352 Programmer-Analyst II NR 18 8 8 08880353 Systems Analyst NR 20 14 14 01414130354 I/S Quality Assurance Analyst NR 18 1 1 01110361 Systems Programmer I NR 17 11 11 01111110362 Systems Programmer II NR 19 2 2 02220363 Data Base Administrator NR 18 1 1 01110365 Chief, Data Resources NR 21 1 1 01110366 Info Technology Sr Project Mgr NR 21 0 1 01000374 Chief,Telecommunication Servcs NR 21 1 1 01110384 Chief, Client Support NR 20 1 1 01110387 Chief,Project Mgmt & Planning NR 23 0 1 01000388 Asst Info Technology Officer NR 24 1 1 01110803 Communications Services Managr NR 17 1 1 01110873 GIS Specialist NR 15 1 1 01111165 Cable Television Administrator NR 19 1 1 01111169 Project Development Administrator NR 21 1 0 00101302 Communications Officer NR 19 3 3 03332345 Engineer Manager NR 21 1 1 01119999 Chief, Project Mgt and Planning NR 23 1 0 0010



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Office of Information TechnologyGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0130 Information Technology Officer E 7 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Board of Education FY2015 Approved Budget Mission Statement Anne Arundel County Public Schools (AACPS) will accelerate achievement for all students and minimize the achievement disparities among all groups of students, provide a safe and orderly learning environment that promotes achievement and establish community collaboration and partnerships to promote achievement, in a welcoming school environment. Legal Authority The Anne Arundel County public school system is a State Agency governed by the Anne Arundel County Board of Education (BOE) acting as the Local Education Authority (LEA) in accordance with State law and the Maryland State Department of Education (MSDE). While the BOE governs all aspects of the Anne Arundel County public school system, the Board has no authority to levy taxes or issue bonds. Accomplishments and Objectives As a separate legal entity, the BOE prepares its own budget document and issues its own audited Comprehensive Annual Financial Report (CAFR). Significant policies and statements relative to performance can be found in these documents and other publications found on the BOE website: http://www.aacps.org/ Overview of the All Funds Budget The “All Funding Sources” budget includes $35.9 million of restricted grant funds; grant funds represent highly targeted student groups, schools, and or functions. The $28.2 million food services fund is also restricted as to its use. A total of $64.1 million of the All Funds Budget is restricted in this way. The school system’s All Funds budget increases by $15.4 million.

Overview of the Unrestricted Budget The “Unrestricted Funding” budget excludes the restricted grants and food services funds to illustrate the increases in the discretionary education funding provided from State, Federal, Board and County resources.

• The school system’s Unrestricted Budget increases by $15.8 million.

• Federal aid increases by $250,000.

• State aid increases by $6.7 million. • The County’s appropriation to the BOE, excluding debt service,

increases by $7.0 million. This amount meets the State matching funds requirements known as Maintenance of Effort (MOE).

• The cost of BOE employee pensions that the State shifted to the

Local Jurisdictions totals $15.9 million, up from the initial shift of $11.5 million in FY13.

• Per Amendment #66, the County Council fully funded the proposed

TAAC agreement with restricted salary scales and FY15 STEP increases. The amendment also funds $528,838 for magnet program expansion, $493,577 for English language acquisition staffing, and $185,430 for bilingual facilitators. This is partially offset by making less of a contribution to health insurance from fixed charges ($9,661,200) and a reduction in transportation ($1,000,000).

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Board of Education FY2015 Approved Budget Overview Maryland Law requires local governments to adopt a budget for their local school systems using specific categories defined in State law. The budget includes revenues from all State, Federal and Local sources. The categories include:

Administration includes those activities and costs associated with the general regulation, direction, and control of the school system. Administrative expenditures affect the school system as a whole and are not confined to a single school building.

Mid-level Administration incorporates all activities and functions related to the management of the instructional program including school-based administrative positions and costs related, for example, to the office of the principal.

Instructional Salaries and Wages is a subset of instruction and teachers and aides. Iinstructional program employees funded in this category include media services, guidance and psychological services, instructional staff development, and school department chairpersons. Fringe benefit costs are budgeted separately in the fixed charges category. Instructional Supplies and Materials includes all supplies and materials used in support of classroom instruction. Supplies and materials for non- instructional staff are funded in each relevant category. Other Instructional Costs include the ancillary costs associated with contracted items, travel, and other charges as well as equipment used by the instructional staff. Special Education includes costs associated with programs for children with disabilities. There are many services available for these children, including Intensity I through Intensity VI educational and related services based upon an Individualized Education Program, vision and hearing programs, and speech therapy. Students needing services the school system is unable to provide are sometimes placed in non-public facilities, and that cost is included in this category.

Pupil Services includes the costs of those personnel assigned the task of working with children who demonstrate problems which make them at-risk of dropping out of school. Pupil Transportation includes the cost of school bus operation and other costs related to the transportation of students to class. Operation of Plant covers all costs of operating and cleaning the physical facilities of the school system, including heat and electric, water and sewer, trash removal, and general janitorial services. Plant Maintenance personnel maintain the buildings and grounds owned by the school system; the costs of materials and contracted repair services are funded in this category. Fixed Charges include the cost of payroll taxes, insurance, and employee fringe benefits for all of the employees. In FY2013, the State mandated shift of pension costs to the local government. Community supports annual exhibits of school work, multicultural festivals, community-student performance activities, and hosting international education teams. Capital Outlay funds the activities related to the cost of directing and managing the acquisition, construction, and renovations of land, buildings, and equipment. Food Services include the operating expenses for providing meals in the school. The Food Services account stands alone as it is funded by cash sales and federal and State reimbursement. The Anne Arundel County Board of Education oversees a food services budget and sets rates for the services. Debt Service includes the cost of interest and the repayment of principal for building school facilities. All counties handle debt for all local Boards of Education in Maryland. As discussed above, effective FY 2013, the appropriation is made on-behalf of the BoE by the County in the Office of Finance.

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Board of Education FY2015 Approved Budget

Comparative Statement of Expenditures All Funding Sources

General Classification of Expenditure

FY2013 Actuals

FY2014 Original

FY2014 Estimate

FY2015 Approved

Inc (Dec) From Orig

CharacterAdministration 25,376,222 27,565,300 27,534,413 28,868,500 1,303,200Mid-Level Administration 61,540,244 64,047,800 63,865,028 66,186,600 2,138,800Instructional Salaries 354,904,820 367,940,900 368,477,351 382,779,096 14,838,196Instructional Supplies 31,699,670 29,910,100 30,435,973 31,097,000 1,186,900Other Instruction 17,273,976 15,369,000 15,706,248 15,842,500 473,500Special Education 115,279,611 119,065,400 118,476,566 124,729,300 5,663,900Pupil Services 6,278,165 6,708,200 6,648,399 6,973,300 265,100Transportation 48,942,772 53,425,000 53,018,608 53,377,100 (47,900)Plant Operations 61,690,459 64,147,300 63,575,452 64,450,800 303,500Maintenance of Plant 14,369,919 16,136,400 15,992,550 17,348,600 1,212,200Fixed Charges 201,026,219 210,068,700 206,847,657 196,155,004 (13,913,696)Community Services 313,237 375,000 431,122 373,100 (1,900)Capital Outlay 3,905,764 3,550,900 3,533,120 3,636,800 85,900Food Services 25,402,203 26,270,000 26,035,813 28,170,000 1,900,000

Total By Character 968,003,281 1,004,580,000 1,000,578,300 1,019,987,700 15,407,700All Funds BudgetRevenuesState 312,513,619 322,813,600 326,313,600 329,567,400 6,753,800Federal 58,053,790 50,296,100 51,777,227 49,297,000 (999,100)Board of Education 24,018,306 21,208,700 21,225,873 23,015,000 1,806,300Food Services 11,028,655 13,807,000 13,807,000 14,625,000 818,000Anne Arundel County 584,579,700 596,454,600 596,454,600 603,483,300 7,028,700

Total by Sources 990,194,070 1,004,580,000 1,009,578,300 1,019,987,700 15,407,700

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Board of Education FY2014 Approved Budget

Comparative Statement of Expenditures Unrestricted Funding Sources


FY2013 Actuals

FY2014 Original

FY2014 Estimate

FY2015 Approved

Inc (Dec) From Orig

CharacterAdministration 24,059,680 26,246,200 26,246,200 27,252,400 1,006,200Mid-Level Administration 61,244,978 63,744,600 63,764,600 65,510,300 1,765,700Instructional Salaries 345,209,856 358,469,800 358,907,040 367,830,100 9,360,300Instructional Supplies 29,566,227 28,406,800 28,422,008 28,778,700 371,900Other Instruction 15,658,348 14,657,700 14,657,700 14,869,100 211,400Special Education 99,837,952 103,761,000 104,534,538 108,180,400 4,419,400Pupil Services 6,086,792 6,545,600 6,545,600 6,671,200 125,600Transportation 48,800,420 53,323,100 53,323,100 53,643,000 319,900Plant Operations 61,679,379 64,139,300 64,139,300 63,580,800 (558,500)Maintenance of Plant 14,369,919 16,136,400 16,136,400 17,211,900 1,075,500Fixed Charges 187,477,602 201,324,000 200,078,014 198,725,700 (2,598,300)Community Services 87,660 102,900 102,900 101,900 (1,000)Capital Outlay 3,719,113 3,300,900 3,300,900 3,562,200 261,300Food Services 0 0 0 0 0

Total By Character 897,797,926 940,158,300 940,158,300 955,917,700 15,759,400 Unrestricted RevenuesState 309,543,606 320,395,000 320,395,000 327,069,400 6,674,400Federal 2,583,598 2,100,000 2,100,000 2,350,000 250,000Board of Education 23,702,679 21,208,700 21,208,700 23,015,000 1,806,300Anne Arundel County 584,579,700 596,454,600 596,454,600 603,483,300 7,028,700

Total by Sources 920,409,583 940,158,300 940,158,300 955,917,700 15,759,400

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Community College FY2015 Approved Budget Mission Statement The Mission of Anne Arundel Community College (AACC) is to provide high quality, affordable higher education that is accessible and responsive to the needs of our Community.

Accomplishments and Objectives As a separate legal entity, the Anne Arundel Community College prepares its own budget document and issues its own audited Comprehensive Annual Financial Report (CAFR). Significant policies and statements relative to performance can be found in these documents and other publications found on the AACC website: http://www.aacc.edu/default.cfm

Significant Changes

• State aid increases by $1.2 million.

• The County’s appropriation to the AACC, excluding debt service, increases by $4.5 million. VLT Impact funds decreased $2.0 million, therefore the net increase to AACC is $2.5 million.

• Tuition rate and fee increases proposed for FY15 are offset by

expected enrollment decline, resulting in an overall decrease of $3.1 million.

• The Unrestricted Operating Budget increases by $1.6 million.

Compensatory adjustments are funded along with essential technology enhancements and retention strategies.

• The Community College’s debt service is $5.7 million and is paid on

behalf of the College by the County. The amount is detailed in the Office of Finance (Non-Departmental) section of this budget.

• The Restricted Budget decreases by $7.9 million. The primary reason for the decline is related to the timing of grant activity under the federal Department of Labor (DOL) pass-through training program.

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Community College FY2015 Approved Budget


General Classification FY2013 FY2014 FY2014 FY2015 Inc (Dec)of Expenditure Actuals Original Estimate Approved From OrigInstruction 54,059,282 58,147,100 58,147,100 59,126,200 979,100 Academic Support 15,485,842 17,769,700 17,769,700 17,194,700 (575,000) Student Services 8,054,090 9,473,900 9,473,900 9,692,100 218,200 Plant Operations 10,549,838 10,849,300 10,849,300 11,226,100 376,800 Institutional Support 15,277,394 16,835,000 16,835,000 17,437,400 602,400

Subtotal Unrestricted 103,426,446 113,075,000 113,075,000 114,676,500 1,601,500

Auxilliary, Enterprise and Restricte 47,190,223 66,532,000 66,532,000 58,682,000 (7,850,000) Total 150,616,669 179,607,000 179,607,000 173,358,500 (6,248,500)

Revenue SourcesAnne Arundel County 32,047,700 31,437,700 31,437,700 35,937,700 4,500,000 VLT Impact Aid Fund - 3,700,000 3,700,000 1,700,000 (2,000,000) State of Maryland 27,473,716 28,308,500 28,308,500 29,522,500 1,214,000 Tuition & Fees 44,621,848 45,710,000 45,710,000 42,566,000 (3,144,000) Other College (716,818) 3,918,800 3,918,800 4,950,300 1,031,500

Subtotal Unrestricted 103,426,446 113,075,000 113,075,000 114,676,500 1,601,500

Auxilliary, Enterprise and Restricte 47,190,223 66,532,000 66,532,000 58,682,000 (7,850,000) Total 150,616,669 179,607,000 179,607,000 173,358,500 (6,248,500)

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Public Libraries FY2015 Approved Budget Mission The Anne Arundel County Public Library (AACPL) has 15 libraries situated throughout the county, ranging in size from 8,730 to 40,000 square feet. A self-perpetuating Board of Trustees representing all areas of the County governs AACPL. The Library is created under 552 of the Code and authorized under the Maryland Education Article, Title 23 et seq. Life Expanded - Anne Arundel County Public Library expands life's possibilities by sharing resources for knowledge, entertainment, and community engagement. We provide discovery tools and innovative spaces to expand minds and create learning opportunities from early childhood through adulthood. The goals of the library in the coming years are: ensure school readiness through early literacy education to children, families, and caregivers; foster community engagement between each library branch and its service area; connect county residents to technology, the Internet and virtual services; create welcoming, accessible and functional spaces, and market library services, programs and materials in ways that reach every County resident. Major Accomplishments

• With funding provided by the County, AACPL hired 31 new staff in order to expand and standardize its operating hours throughout the system. Since January 26, all 15 libraries are open from 9 a.m. to 9 p.m. Monday through Thursday, and from 9 a.m. to 5 p.m. on Fridays and Saturdays. The Severna Park, Crofton, North County, Annapolis and West County Libraries are also open 1 to 5 p.m. on Sundays between September and May.

• In 2014, AACPL placed at least two early literacy specialists in every library to create research-based, developmentally appropriate programming for babies, toddlers, preschooler and their families. These special programs will be offered each week, in every branch to help ensure that all children in the county enter school ready to read and learn.

• In the Fall of 2013, an emphasis was placed on providing programs for preschool through high school students that focused on mathematics and science through the Science Technology Engineering Mathematics (STEM) program.

• The new Anne Arundel County Public Library website launched on September 30, 2013, resulting in greatly improved access to library information for customers.

• Outdated PCs were replaced in all library locations.

Key Objectives • Complete work on a strategic plan that will guide AACPL for the next

three to five years.

• Determine a site for the new Annapolis Regional Library and begin work on the design phase of that project.

• Design and construct new service points for the Severna Park

Community Library that will enhance staffing efficiency, combine Information and Circulation service desks and provide more displays for popular library materials.

• Purchase and implement a modern PC-based system that will include

new point of sale cash registers that integrate with the automated circulation system, and allow for customers to pay fines online and at branch kiosks.

Personnel Summary The Library Board has 252 positions authorized and also employs a cadre of part-time staff.

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Public Libraries FY2015 Approved Budget Performance Measures and Condition Assessment Growing population - The County population grew nearly 10 percent between 2000 and 2010, with the largest growth coming in the western part of the County. In anticipation of the Defense Base Realignment and Closure (BRAC), which is driving the influx to the Western region, AACPL opened the West County Area Library in 2004. School Readiness – According to the 2012-’13 Maryland School Readiness Report, “82% of children in Anne Arundel County entering kindergarten in school year 2012-2013 are fully school-ready, up from 49% in 2001-2002.” AACPL will support the continuation of this upswing by working with parent’s, caregivers, extended family, Head Start programs and other agencies that are invested in the success of young children. Educational Level - Anne Arundel County ranks third in the State in terms of percentage of the population who have earned a Bachelor’s Degree or higher, at 35.3 percent. Adults with advanced degrees and their families can be expected to make greater use of Library resources. Proliferation of Technology - Customers expect the Library to keep pace with the technology explosion, but in older buildings, books compete for space with equipment that didn’t exist when those facilities were built. Web access to the Library's resources and services continues to increase significantly, creating additional challenges. The Library will need to make significant investments in technology to continue to provide the service our patrons want and need.

FY12 FY13 FY14 FY2015 Actual Actual Estimated Projected Customer Visits 2,594,997 2,535,519 2,600,000 2,800,000 Active Borrowers 244,878 282,018 295,000 310,000 Circulation 4,705,103 4,661,600 4,850,000 5,000,000

Budget Highlights and Commentary

• Personal Services includes salary and benefits for the Library’s merit system staff as well as part-time seasonal staff. The budget provides sufficient appropriation to (1) provide a 3% compensation increase for FY15 and (2) provide for expanded hours for a full year as noted under the objectives.

• Supplies and Materials includes $3 million for Library materials. The

remaining funds in this category pay for routine office and building supplies for the 15 branches and headquarters.

• Capital Outlay includes additional funds for display furniture and children’s furniture.

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Public Libraries FY2015 Approved Budget



Actuals FY2013

Original FY2014

Estimate FY2014

Approved FY2015

Inc (Dec) From Orig

CharacterPublic Libraries 18,809,220 20,215,000 20,204,600 22,404,900 2,189,900

Total by Character 18,809,220 20,215,000 20,204,600 22,404,900 2,189,900 Object

Personal Services 14,175,579 15,257,900 15,242,600 17,425,100 2,167,200 Contractual Services 1,078,978 1,094,100 1,109,500 1,193,500 99,400 Supplies & Materials 3,299,308 3,298,900 3,288,400 3,304,900 6,000 Business & Travel 79,240 89,100 89,100 138,900 49,800 Capital Outlay 176,116 475,000 475,000 342,500 (132,500)

Total by Object 18,809,220 20,215,000 20,204,600 22,404,900 2,189,900 All Funds BudgetRevenuesGeneral Fund 16,002,800 16,558,700 16,558,700 18,584,000 2,025,300 State Aid 2,113,638 2,113,600 2,113,600 2,100,600 (13,000) Laurel Race Trk - - - 60,000 60,000 VLT Impact Aid Revenue - 500,000 500,000 500,000 Fees, Fines Collections 859,475 903,000 862,600 851,000 (52,000) Lib Fund Balance 139,700 139,700 309,300 169,600

Total 18,975,913 20,215,000 20,174,600 22,404,900 2,189,900

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Office of Planning and Zoning FY2015 Approved Budget

Mission Statement The Office of Planning and Zoning (P&Z) is responsible for planning and managing the physical growth and development of the county. P&Z performs its planning responsibility by periodically reviewing and updating the General Development Plan and preparing functional master plans and small area plans. P&Z fulfills its growth management role by administering zoning, subdivision and environmental regulations. In partnership with Inspections and Permits, the Office continues to modify and improve the Permit Information Processing System (PIPS) and Subdivision Tracking System (STS) to accommodate changes due to revised and updated subdivision and development regulations. Major Accomplishments

• Obtained Critical Area Commission approval of the County’s Critical Area regulations.

• Implemented new development review procedures with reduction in time frames from 45 to 30 days.

• Prepared solar energy legislation, adopted by Council.

• Completed work on the County Executive’s Transportation

Commission.

• Completed Pedestrian-Bicycle Master Plan.

• Made available to the public through My Anne Arundel, new data, including zoning information.

• Developed GIS protocols for future updates of the Sewer-Water

Master Plan.

• Received approval from the Maryland Department of Planning for the County’s Growth Tiers map.

• Received approval from the Maryland Department of Housing

and Community Development for Sustainable Communities in Brooklyn Park and Glen Burnie.

• Establishment of Designated Places for Anne Arundel County in accordance with the state’s PlanMaryland requirements.

• Completed a comprehensive update of the County Inventory of Historic Places, and updated our data base with the information.

Key Objectives

• Implement new traffic study guidelines to integrate computer

modeling of traffic forecasts.

• Implement any recommendations from the Commission on Excellence process.

• Work with other agencies to establish a comprehensive digital

document management and plan review program.

• Provide Critical Area mapping information online.

• Completion of the Transportation Functional Master Plan.

• Revision to the Zoning Code (Article 18) to address issues related to non-conforming uses.

• Revision to the Zoning Code to address issues related to

signage.

• Update the Odenton Town Center Master Plan.

• Prepare legislation to update and improve the Commercial Revitalization program.

• Research viable incentive programs that will enhance

preservation of the County’s cultural resources.

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Inc (Dec)from Orig.



FundGeneral Fund 381,7007,489,477 8,058,500 7,767,700 8,440,200Grant Fund-Planning & Zoning 518,700733,140 730,400 688,900 1,249,100

Total by Fund 900,4008,222,617 8,788,900 8,456,600 9,689,300CharacterAdministration 824,8005,060,660 5,415,500 5,195,900 6,240,300Development 75,6003,161,957 3,373,400 3,260,700 3,449,000

Total by Character 900,4008,222,617 8,788,900 8,456,600 9,689,300ObjectPersonal Services 367,5006,619,678 7,066,200 6,897,700 7,433,700Contractual Services (47,500)470,547 542,700 419,200 495,200Supplies & Materials 043,919 52,500 47,600 52,500Business & Travel 03,164 4,900 4,000 4,900Capital Outlay 11,0000 400 600 11,400Grants, Contributions & Other 569,4001,085,310 1,122,200 1,087,500 1,691,600

Total by Object 900,4008,222,617 8,788,900 8,456,600 9,689,300

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund (1)71 72 72 71

Total by Fund (1)71 72 72 71

Barg UnitLabor/Maintenance 0.001.00 1.00 1.00 1.00Non-Represented 0.0054.00 55.00 55.00 55.00Office Support (1.00)16.00 16.00 16.00 15.00Total-Barg Unit (1.00)71.00 72.00 72.00 71.00

CharacterAdministration 0.0037.00 37.00 37.00 37.00Development (1.00)34.00 35.00 35.00 34.00Total-Character (1.00)71.00 72.00 72.00 71.00

In addition to the above positions, the Department contains a Planning & Zoning Officer and an Administrative Secretary that are exempt from the County Classified service.

•

One (1) Planning Technician II position is moved to the Department of Inspections and Permits.

•


•



FY2012 FY2013 FY2014 FY2015

AdministrationSite Development Reviews 220 220216215Volunteer hours - Archeology 3,000 3,0003,3592,974Zoning Cases 314 320297303

DevelopmentBuilding & Grading Permits 3,100 3,3003,1914,000Subdivision - Commrcl/Industrl 80 9085100Subdivision - Residential 150 130116150Subdivision Fees ($) $550,000 $550,000$480,450$615,050

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Office of Planning and ZoningAdministration


The Planning Division provides management control, administration and program direction for the Planning and Zoning Department.

Zoning Division – responsible for the processing, review, and presentation of zoning applications. Other duties include the research and writing of administrative decisions, the registration of nonconforming uses and the review of zoning certificates of use. Zoning also serves to answer all public inquiries regarding zoning regulations, including telephone inquiries, zoning verification letters, and walk-in customers.

Long Range Planning Division – responsible for updating and revising the County’s General Development Plan. The GDP guides the future growth and development in the County and recommends goals and policies to protect and enhance its natural and cultural resources.

Research & GIS Division – responsible for providing demographic, geographic, and economic information through the collection, maintenance, and analysis of county data. The Division provides Geographic Information System (GIS) services to the Department, other governmental agencies and the public.

Transportation Division – responsible for the coordination of transportation system planning efforts throughout the County. The program consists of identification and prioritization of near term and long-range surface transportation projects, including highway, transit and non-motorized (bicycle and pedestrian) projects.

Cultural Resources – responsible for the review of all development activities that potentially affect archaeological sites, historic structures, cemeteries and scenic and historic roads. The Division also coordinates preservation projects to maintain cultural resources in the County.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 306,1004,327,519 4,685,100 4,507,000 4,991,200Grant Fund-Plannin 518,700733,140 730,400 688,900 1,249,100

Total by Fund 824,8005,060,660 5,415,500 5,195,900 6,240,300

ObjectPersonal Services 291,9003,457,720 3,692,800 3,637,000 3,984,700Contractual Services (47,500)470,547 542,700 419,200 495,200Supplies & Materials 043,919 52,500 47,600 52,500Business & Travel 03,164 4,900 4,000 4,900Capital Outlay 11,0000 400 600 11,400Grants, Contribution 569,4001,085,310 1,122,200 1,087,500 1,691,600Total by Object 824,8005,060,660 5,415,500 5,195,900 6,240,300


•

The decrease in Contractual Services is in Grant Funds.•FY2015 Capital Outlay includes the replacement cost of a Plotter/Printer in the GIS & Research section.

•

Grants, Contribution and Other represents both County funds and grant funds that are passed through to provide public transit services. The County contribution to two transportation vendors is: $135,000 - Annapolis Transit and $602,500 - Central Maryland Regional Transit. Also, $130,000 funds the Baltimore Metropolitan Council and $62,500 is the General fund contribution to the Grant Fund to meet County matching requirements in grants the Department receives. FY2015 also includes an anticipated MTA large urban transportation grant of $593,900.

•

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Office of Planning and ZoningDevelopment


The Development Division is responsible for the review and approval of all commercial and residential subdivisions, grading permits, Board of Education projects, Capital Projects, and major projects that support economic development. Additionally, the Development Division is responsible for the review, tracking and decision on all waivers to the subdivision regulations, as well as waivers for permits being reviewed.

This Division consists of four (4) review teams:

Two geographic teams (North and South) made up of planners, engineers and clerical staff that review residential and commercial projects;

A regional review team made up of planners, engineers and clerical staff that review priority commercial and economic development projects;

A Critical Area Team which concentrates on strict enforcement and consistent interpretation of existing Critical Area regulations.



Budget Summary


Total by Fund 75,6003,161,957 3,373,400 3,260,700 3,449,000

ObjectPersonal Services 75,6003,161,957 3,373,400 3,260,700 3,449,000Total by Object 75,6003,161,957 3,373,400 3,260,700 3,449,000


•

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Office of Planning and ZoningGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 3 3 03330222 Secretary II OS 4 5 5 05550223 Secretary III OS 6 2 2 02220242 Management Assistant II NR 17 1 1 01110264 Program Manager NR 19 1 1 01110872 GIS Technician NR 11 1 1 01110873 GIS Specialist NR 15 3 3 03330901 Planning Technician I OS 7 1 1 01110902 Planning Technician II OS 9 5 5 -14550911 Planner I NR 15 2 2 02220912 Planner II NR 17 15 15 01515150913 Planner III NR 18 8 8 08870914 Senior Planner NR 19 4 4 04450921 Planning Administrator NR 21 8 8 08871181 Assistant Plan & Zoning Officr NR 22 2 2 02222312 Traffic Analyst II LM 12 1 1 01112342 Engineer II NR 17 2 2 02222343 Engineer III NR 18 6 6 06662344 Senior Engineer NR 19 1 1 01112345 Engineer Manager NR 21 1 1 0111

72 72 -1717271Fund Summary

72 72 -1717271Department Summary

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Office of Planning and ZoningGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0131 Planning & Zoning Officer E 7 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Department of Inspections and Permits FY2015 Approved Budget

Mission Statement The mission of the Department of Inspections and Permits is to protect public health, safety, the shared natural and built environment, and the general welfare of Anne Arundel County citizens through the issuance of permits, through the application of law and appropriate building codes, and through prompt and fair inspection and enforcement services. The Department is dedicated to demonstrating consistently high levels of customer service and implementing innovative approaches to permit and inspection services. Major Accomplishments

• The Permit Application Center underwent extensive renovations to focus on creating an office that is well-suited to support customer service and efficiency. Features of this renovation include improving the quality of user spaces to provide privacy to the customers, minimizing wait times and consolidating permitting activities into more efficient and effective groupings. This fiscally sensitive redesign was accomplished through the use of repurposed systems furniture and an in-house architect.

• With the improving economy and completed renovations to the

PAC, the Trades Desk was reinstated to provide efficient service to contractors conducting business within Anne Arundel County.

• Forestry Section was able to identify three (3) separate

environmentally valuable parcels in the Southern County for purchase utilizing fee-in-lieu forestation funds. Transfer of funds has been approved by the County Council and Administration. Appraisals have been completed; environmental assessments, and purchase negotiations are ongoing through the Department of Public Works/Right of Way Division.

• Implementation of the Inspections and Permits portion of the

Watershed Protection and Restoration Program to include hiring of applicable personnel and renovation of existing office space. The WPRP enables Anne Arundel County to fulfill obligations associated with the NPDES/MS4 permit to include triennial

inspections of stormwater management facilities as well as investigation and elimination of illicit discharges.

• Certification of all first line supervisors within the Inspection

Services division for Incident Command Structure (ICS 100, 200, 700).

• The department travelled over 500,000 miles conducting

inspections without suffering a loss of time accident.

• Participated in the International code Council’s 2015 Code Development Hearings and the ICC’s Green Code Development Process.

Key Objectives

• Utilization of the G.I.S. mapping layers of the Urban Canopy

Tree Assessment project which previously identified overall existing tree cover patterns in the County and classifying contiguous environmentally sensitive areas for conservation efforts utilizing forestation fee-in-lieu funds in accordance with State and County legislative mandates.

• Continue implementation of the I&P portion of the Watershed

Protection and Restoration Program. This will include hiring of the remaining inspectors (dependent upon DPW projects).

• Continue ICS training (ICS 100, 200, 700) for all managers and

supervisors.

• Work with AACC to develop and implement a customer service training program for all Inspection and Permit personnel.

• Improve the current ISO rating for the department by instituting

regular training and certification of inspectors.

• Implementation of a Que Management System and self-service kiosks to improve customer service and minimize waiting times.

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Inc (Dec)from Orig.



FundGeneral Fund 577,60010,908,146 10,913,100 10,726,600 11,490,700Watershed Protection & Restor 301,0000 1,001,000 967,200 1,302,000Reforestation Fund 900573,739 3,731,200 3,709,200 3,732,100

Total by Fund 879,50011,481,886 15,645,300 15,403,000 16,524,800CharacterPermits Application 102,8002,325,383 2,675,600 2,474,000 2,778,400Inspection Services 776,7009,156,503 12,969,700 12,929,000 13,746,400

Total by Character 879,50011,481,886 15,645,300 15,403,000 16,524,800ObjectPersonal Services 841,30010,538,248 11,324,900 11,106,400 12,166,200Contractual Services 38,300797,704 4,012,900 3,999,100 4,051,200Supplies & Materials 1,700138,483 152,700 152,700 154,400Business & Travel 22,9007,451 22,100 22,300 45,000Capital Outlay (24,700)0 132,700 122,500 108,000

Total by Object 879,50011,481,886 15,645,300 15,403,000 16,524,800

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund 1117 119 119 120Watershed Protectio 00 9 9 9Reforestation Fund 04 5 5 5

Total by Fund 1121 133 133 134

Barg UnitLabor/Maintenance 0.0050.00 56.00 56.00 56.00Non-Represented 0.0036.00 41.00 41.00 41.00Office Support 1.0035.00 36.00 36.00 37.00Total-Barg Unit 1.00121.00 133.00 133.00 134.00

CharacterPermits Application 1.0033.00 36.00 36.00 37.00Inspection Services 0.0088.00 97.00 97.00 97.00Total-Character 1.00121.00 133.00 133.00 134.00

In addition to the above positions, the Department contains a Director of Inspections & Permits and Administrative Secretary that are exempt from the County Classified service.

•

Soil Conservation contains:1 Soil Conservation District Secretary (WPRF); 1 Soil Conservation Office Manager; 4 Soil Conservation Specialist (1 in WPRF); 2 Sr Soil Conservation Specialist; 1 Soil Conservation District Manager

•

1 Planning Technician II position is moved from the Office of Planning and Zoning to this Department.

•



FY2012 FY2013 FY2014 FY2015

Permits ApplicationBuilding Permits 8,900 9,4348,88510,588Electrical Permits 13,000 13,78013,21011,707Grading Permits 400 424385355Mechanical Permits 7,000 7,4206,5206,449Plumbing Permits 11,500 12,19011,76510,256Tank Permits 450 477487489Water/Sewer Permits 1,500 1,5901,4571,153

Inspection ServicesBuilding Inspections 23,766 25,42921,00518,909Electrical Inspections 24,825 26,56222,11718,037Combination Inspections 38,127 40,79536,25227,736Plumbing/Mechanical Inspections 40,575 43,41536,37330,271Grading Inspections 16,000 16,00015,12316,358Infrastructure Inspections 14,000 14,00011,10615,709Building Violations 4,460 4,7723,9423,426Combination Violations 6,781 7,2566,4484,511Plumbing/Mechanical Violations 7,362 7,8776,6003,932Electrical Violations 5,866 6,2775,2272,887Complaint Investigations 694 743649999

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Department of Inspections and PermitsPermits Application


The Permit Application Division provides management control, administration and program direction for all divisions within the Permit Application Center (PAC).

Permit Issuance – responsible for processing various construction permit applications. This staff operates at the Heritage Complex in Annapolis. This work program acts as custodian of permit records and distributes permit information to local utilities, state agencies and interested property owners.

Technical Services – responsible for permit applications for building and fire codes, sprinkler systems, and fire alarms and smoke detection as well as commercial hood and duct plans.

Licensing – responsible for receiving, reviewing, issuing and inspecting all license applications required by County Code. This section provides staff and office support to six appointed advisory boards and commissions. They also plan and direct all enforcement activities, which include inspections, violation notices, court proceedings and Board of Appeals hearings and fines.

Subdivision & Agreements – responsible for review of all residential building permits for public works, grading and utility issues. This section also issues all grading permits, processes private storm water management agreements and prepares and executes utility and public development agreements.



Budget Summary


Total by Fund 102,8002,325,383 2,675,600 2,474,000 2,778,400

ObjectPersonal Services 109,4002,252,143 2,580,200 2,378,700 2,689,600Contractual Services 40010,321 28,800 28,800 29,200Supplies & Materials (7,000)61,619 61,700 61,700 54,700Business & Travel 01,299 4,900 4,800 4,900Capital Outlay 00 0 0 0Total by Object 102,8002,325,383 2,675,600 2,474,000 2,778,400


•

Contractual services covers vehicle replacement and operating payments, as well as services to scan documents.

•

Supplies and Materials are funds for routine office supplies and photo-copying. The slight decrease is attributable to decreased commercial printing.

•

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Department of Inspections and PermitsInspection Services


The Inspection Services Division provides management control, administration and program direction for the Inspection Services, Zoning Enforcement and Infrastructure and Environmental Programs. Funding for the Soil Conservation District grant is included in this program as well.

Inspection Services – responsible for conducting periodic and required inspections to verify compliance with all adopted building, plumbing, mechanical, electrical, state handicapped, flood plain and energy codes and all other related codes and standards that are administered through the permit process. Enforcement activities include visual inspections of all construction operations, civil fines, informal violations or correction requirements.

Zoning Enforcement – responsible for conducting inspections to enforce Anne Arundel County’s Zoning Ordinance.

Infrastructure and Environmental Programs – responsible for the uniform inspections of active construction sites to assure conformance to approved plans, standards and specification; enforcement of the Critical Area program, floodplains, sediment control and storm water management. This division is also responsible for investigating and resolving complaints, violations and other infractions of applicable construction and environmental legislation associated with permitted and non-permitted construction and development activities.

Soil Conservation District – (SCD) was organized in 1946 and is one of 24 districts in Maryland. The district’s purpose is to provide for the conservation of soil and water resources as well as the prevention of soil erosion, both urban and agricultural.

Code Compliance – responsible for inspection and enforcement of non-permitted activities including land use, construction and environmental protection. Inspectors investigate reports of potential violations to determine of Code or permit violations exist.

Forestry – responsible for addressing requirements of the Critical Area Act and replacing areas of forest and woodland lost to development.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 474,8008,582,764 8,237,500 8,252,600 8,712,300Watershed Protectio 301,0000 1,001,000 967,200 1,302,000Reforestation Fund 900573,739 3,731,200 3,709,200 3,732,100

Total by Fund 776,7009,156,503 12,969,700 12,929,000 13,746,400

ObjectPersonal Services 731,9008,286,105 8,744,700 8,727,700 9,476,600Contractual Services 37,900787,383 3,984,100 3,970,300 4,022,000Supplies & Materials 8,70076,863 91,000 91,000 99,700Business & Travel 22,9006,152 17,200 17,500 40,100Capital Outlay (24,700)0 132,700 122,500 108,000Total by Object 776,7009,156,503 12,969,700 12,929,000 13,746,400


•

Reforestation Fund staff are funded in this bureau and the total salary and benefit cost for them is $385,000.

•

Contractual Services consist of $3,300,000 of management services related to Reforestation projects in the Reforestation Fund. The General Fund portion of Contractual Service covers $82,000 in telecommunications costs with the balance mostly covering the vehicle operating and replacement payments at $495,000.

•

Business and Travel increased due to $22,900 one-time funding for customer service training.

•

Capital Outlay decreased due to the decrease in funding in the initial purchase of vehicles for new Inspectors in WPRF.

•

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Department of Inspections and PermitsGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0211 Office Support Assistant I OS 2 4 4 04440212 Office Support Assistant II OS 4 7 7 07770213 Office Support Specialist OS 6 2 2 02220222 Secretary II OS 4 1 1 01110223 Secretary III OS 6 2 2 02220224 Management Aide NR 12 2 2 02220241 Management Assistant I NR 15 1 1 01110245 Senior Management Assistant NR 19 1 1 01110264 Program Manager NR 19 1 1 01110902 Planning Technician II OS 9 7 7 18770917 Zoning Inspector OS 12 6 6 06660919 Zoning Inspection Supervisor NR 18 1 1 01111103 Residential Permit Coordinator NR 17 1 1 01111104 Commercial Permit Coordinator NR 19 1 1 01111108 Permits Processor I OS 6 6 6 06651114 License Inspector LM 9 2 2 02221116 Combination Inspector NR 16 5 5 05551118 Combination Inspections Suprvr NR 18 1 1 01111120 Construction Code Inspector LM 12 20 20 02020191123 Chief, Building Inspection NR 19 1 1 01111132 Electrical Inspections Supervr NR 17 1 1 01111140 Code Enforce Administrator NR 21 3 3 03331141 Environmental Control Inspectr LM 12 17 17 01717191142 Envirn Contrl Inspection Supvr NR 17 3 3 03331162 Plumbing Inspection Supervisor NR 17 1 1 01111167 Chief Of Licensing NR 19 1 1 01111169 Project Development Administra NR 21 0 1 01001169 Project Development Administrator NR 21 1 0 00101191 Asst Director Inspect & Permit NR 22 2 2 02222272 Construction Inspector LM 12 10 10 01010102275 Construction Inspection Supvsr NR 17 2 2 02222342 Engineer II NR 17 2 2 02222343 Engineer III NR 18 2 2 02212344 Senior Engineer NR 19 1 1 0111

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ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


2345 Engineer Manager NR 21 1 1 0111

119 119 1120119117Fund Summary

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Department of Inspections and PermitsWatershed Protection & Restor

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0241 Management Assistant I NR 15 1 1 01101141 Environmental Control Inspectr LM 12 1 7 07101142 Envirn Contrl Inspection Supvr NR 17 0 1 01002272 Construction Inspector LM 12 6 0 00602275 Construction Inspection Supvsr NR 17 1 0 0010


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Department of Inspections and PermitsReforestation Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0213 Office Support Specialist OS 6 1 1 01110265 Program Specialist I NR 15 2 2 02210266 Program Specialist II NR 17 1 1 01110912 Planner II NR 17 1 1 0111



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ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0132 Director Inspections & Permits E 7 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 01118701 Soil Conservation Office Asst ES 1 0 0 00018703 Soil Conservation Office Mangr ES 3 1 1 01118704 Soil Conservation Specialist ES 4 3 3 03338705 Sr Soil Conservation Specialst ES 5 2 2 02228706 Soil Conservation District Mgr ES 6 1 1 0111


Page 194

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Department of Inspections and PermitsWatershed Protection & Restor

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


8702 Soil Conservation District Secretary ES 2 1 0 00108702 Soil Conservation District Sec ES 2 0 1 01008704 Soil Conservation Specialist ES 4 1 1 0110



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Department of Public Works FY2015 Approved Budget

Mission Statement The mission of the Department of Public Works is to improve and maintain the quality of life for Anne Arundel County residents and businesses by providing essential public services like safe drinking water; enhanced wastewater treatment; efficient trash collection, recycling, and waste disposal; a safe, efficient, and well-run road and bridge network; and innovative environmental restoration projects. Through its dedicated employees and wise use of technology, the Department strives to plan, design, build, operate, and maintain public infrastructure to improve our quality of life and preserve our natural resources in a fiscally prudent manner. Major Accomplishments

• Extended the life of the Millersville Landfill by recycling 145,301 tons of material, using a private facility for disposal of 121,892 tons of trash outside of Anne Arundel County, and landfilling 69,606 tons of solid waste at the Millersville Landfill.

• Increased the residential curbside recycling rate to 44% toward our goal of 50%.

• Adopted the 10-Year Solid Waste Management Plan. • Received the EPA Project of the Year award for the Millersville

Landfill Gas-to-Electricity Facility, and over $1M from the sale of electricity.

• Upgraded / installed 240 street lights for improved security in coordination with Police Department.

• Completed 60 miles of road rehabilitation, 80,000 linear feet of curb and gutter replacement, and 300,000 square feet of sidewalk replacement in FY14 (estimated).

• Completed second year of LED Conversion Program. Approximately 245 mercury vapor luminaires are being converted to light emitting diode (LED) fixtures. This will eliminate a hazardous waste problem and reduce ongoing energy and maintenance costs.

• Completed congestion relief improvements at the intersection of MD 468 and MD 214.

• Completed water system expansion in Odenton Town Center (OTC) and sewer system expansion will be done in 2014. Together utility

upgrades provide water and sewer capacity needs to support the OTC Master Plan growth and development.

• Utilities staff won American Waterworks Association 2013 Top Ops Award and will represent the Chesapeake Section at the National Top Ops Competition in Summer 2014.

• Received National Association of Clean Water Agencies (NACWA) Platinum Awards at Annapolis, Broadneck, and Broadwater water reclamation facilities.

• Implemented program and system of fees to support compliance with State and Federal stormwater discharge permits.

Key Objectives

• Implement scheduled sign replacement program to comply with State requirements for sign visibility.

• Continue successful implementation of Watershed Protection and Restoration Fund.

• Continue implementation of Forest Drive Automated Control System

Project to improve traffic flow along the Forest Drive corridor.

• Complete the distribution of 65-gallon recycling carts by September 2014.

• Begin construction of the first subcell in the Cell 9 disposal area at

the Millersville Landfill and continue with preparations for Cell 8 closure.

• Completed Enhanced Nutrient Removal (ENR) upgrades at

Annapolis, Broadwater, Patuxent, and Maryland City Water Reclamation Facilities will be in service, providing a higher quality effluent with reduced nutrient loading to the bay.

• Plant expansion projects at Maryland City and Patuxent Water

Reclamation Facilities will be under construction.

• Opening of new Eastern District Police Station.

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Inc (Dec)from Orig.



FundGeneral Fund 1,731,30036,325,759 31,490,300 38,144,500 33,221,600Developer Street Light Fund (1,000,000)958,858 1,000,000 271,200 0Piney Orchard WWS Fund 300,000967,792 1,000,000 1,000,000 1,300,000Water & Wstwtr Operating Fund (4,912,700)92,435,494 93,054,700 91,752,100 88,142,000Water & Wstwtr Sinking Fund 10,743,70039,962,344 43,759,400 46,458,900 54,503,100Waste Collection Fund 1,038,90048,919,286 53,539,000 52,637,700 54,577,900Solid Waste Assurance Fund 0941,000 0 0 0Watershed Protection & Restor 4,740,2000 11,004,500 8,440,900 15,744,700

Total by Fund 12,641,400220,510,534 234,847,900 238,705,300 247,489,300CharacterDirector's Office 26,800448,788 469,600 489,800 496,400Bureau of Engineering 1,185,7008,003,662 7,922,500 7,889,100 9,108,200Bureau of Highways 2,977,90027,873,308 29,128,300 36,114,200 32,106,200Water & Wstwtr Operations (6,162,900)78,908,095 76,732,000 75,338,600 70,569,100Water & Wstwtr Finance & Admi 1,057,30013,527,399 14,207,600 14,264,100 15,264,900Water & Wstwtr Debt Service 10,743,70039,962,344 43,759,400 46,458,900 54,503,100Other DPW Funds (700,000)1,926,651 2,000,000 1,271,200 1,300,000Waste Mgmt. Services 1,038,90049,860,286 53,539,000 52,637,700 54,577,900Watershed Protection & Restor 2,474,0000 7,089,500 4,241,700 9,563,500

Total by Character 12,641,400220,510,534 234,847,900 238,705,300 247,489,300ObjectPersonal Services 5,564,80055,486,620 59,240,000 59,847,400 64,804,800Contractual Services 706,70073,038,700 82,258,200 81,846,600 82,964,900Supplies & Materials 670,00010,494,536 10,710,200 12,684,200 11,380,200Business & Travel 23,600190,524 245,500 221,100 269,100Capital Outlay 1,524,9003,329,271 4,189,000 4,207,700 5,713,900Debt Service 5,828,90042,799,021 46,905,500 49,387,200 52,734,400Grants, Contributions & Other (1,677,500)35,171,863 31,299,500 30,511,100 29,622,000

Total by Object 12,641,400220,510,534 234,847,900 238,705,300 247,489,300

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund 0268 241 241 241Water & Wstwtr Op 2350 376 376 378Waste Collection Fu 288 88 88 90Watershed Protectio (1)0 55 55 54

Total by Fund 3706 760 760 763

Barg UnitLabor/Maintenance 1.00451.00 465.00 465.00 466.00Non-Represented 3.00205.00 244.00 244.00 247.00Office Support (1.00)50.00 51.00 51.00 50.00Total-Barg Unit 3.00706.00 760.00 760.00 763.00

CharacterDirector's Office 0.001.00 1.00 1.00 1.00Bureau of Engineeri 0.0080.00 86.00 86.00 86.00Bureau of Highways (1.00)187.00 203.00 203.00 202.00Water & Wstwtr Op 1.00330.00 337.00 336.00 337.00Water & Wstwtr Fin 1.0020.00 20.00 21.00 22.00Waste Mgmt. Servic 2.0088.00 88.00 88.00 90.00Watershed Protectio 0.000.00 25.00 25.00 25.00Total-Character 3.00706.00 760.00 760.00 763.00

In addition to the positions in the Classified Service shown above, there are two exempt positions including the Director and an Administrative Secretary to the Department Head.

•

Water & Wastewater Operating Fund added two (2) new positions.

•

Waste Collection Fund added two (2) new positions.•WPRF positions decreased by one (1) as three (3) Construction Inspector positions have been reclassfied as two (2) Engineer III positions.

•



FY2012 FY2013 FY2014 FY2015

Bureau of HighwaysCustomer requests (roads) 8,500 9,0008,0238,541Miles of roadway (centerline) 1,820 1,8301,7901,783Right of way permits (individual) 2,200 2,2002,3581,806Right of way permits (maintenanc 15,000 15,00013,29214,800Signals - routine & emergency call 1,150 1,3001,1251,103

Water & Wstwtr OperationsCalls received to dispatch unit (uti 62,900 63,50062,50064,000Preventive Maint Work Orders (uti 6,798 7,0006,7417,474Corrective Maint Work Orders (util 2,938 3,0262,7142,121Millions of gallons of water produc 13,000 14,00012,94812,709Millions of gallons of water purcha 506 400522678Millions of gallons of wastewater t 11,600 11,70011,56911,826

Waste Mgmt. ServicesCustomers at curbside 155,252 156,527153,097151,825% trash of waste stream 55% 53%57%60%Curbside recycling rate 45% 47%43%40%

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Department of Public WorksDirector's Office


The Director’s Office provides policy guidance and direction to the entire Public Works organization which includes the bureaus of Engineering, Highways, Water & Wastewater Operations, and Waste Management Services.



Budget Summary


Total by Fund 26,800448,788 469,600 489,800 496,400

ObjectPersonal Services 20,000435,447 450,800 467,500 470,800Contractual Services 6,5006,098 7,700 10,900 14,200Supplies & Materials 03,226 6,400 6,400 6,400Business & Travel 3004,018 4,700 5,000 5,000Capital Outlay 00 0 0 0Total by Object 26,800448,788 469,600 489,800 496,400


•

Increase in Contractual Services is attributable to vehicle operating and lease payments.

•

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Department of Public WorksBureau of Engineering


Capital Improvement Program – provides management of all the County’s capital projects including in-house and consultant engineering expertise.

Development Review – conducts water and sewer capacity analyses for proposed development as well as fire flow testing.

Administration – provides for operating budget preparation/monitoring, capital improvement program budget preparation, and all clerical/support activities.

Inspections – provides quality control for the Capital Improvement Program.

Right of Way – acquires real property essential for projects in the Capital Improvement Program as well as all other real property acquisition needs.

Survey – performs surveys of County properties, infrastructure and/or interests for all departments and agencies within the framework of county government.

Utilities Strategic Planning – engineering activities within the Planning Section that are attributed to water and sewer strategic planning.

Utility Mapping/GIS – creates and updates 40-scale operating maps, manages and deployes database sets necessary to support the DPW

Computer Infrastructure Management System (CIMS), the CountyView application, and water and sewer models.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 409,9008,003,662 5,208,200 4,936,400 5,618,100Water & Wstwtr Op 192,9000 2,115,100 2,149,400 2,308,000Watershed Protectio 582,9000 599,200 803,300 1,182,100

Total by Fund 1,185,7008,003,662 7,922,500 7,889,100 9,108,200

ObjectPersonal Services 894,6007,686,609 7,468,200 7,331,800 8,362,800Contractual Services 198,800178,548 245,900 301,000 444,700Supplies & Materials 24,00076,832 99,900 104,200 123,900Business & Travel 5,8009,728 24,200 26,800 30,000Capital Outlay 62,50051,944 84,300 125,300 146,800Total by Object 1,185,7008,003,662 7,922,500 7,889,100 9,108,200


•

Increase in Contractual Services is attributable to $100,000 General Fund funding for rebuilding GIS mapping web interface, $70,000 increase in professional services in Water and Wastewater Operating fund and $14,000 increase in WPRF communication services.

•

The increase in Capital Outlay is due to the replacement of mission critical survey equipment in General fund and initial purchase of vehicles in the WPRF engineering section.

•

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Department of Public WorksBureau of Highways


Highway Administration – plans, designs, administers and provides budgetary oversight of all activities related to road and drainage maintenance within County rights of way, and all programs within the bureau.

Pavement Maintenance – manages the inventory, inspection and program development for maintenance of the County’s highway infrastructure. Performs, through management of both contractual and County forces, various patching, sealing, surfacing and road construction activities.

Roadside Maintenance – maintains drainage, safety, appearance, shoulders, mowing, trimming, cutting or removing vegetation to eliminate safety hazards and control impediments to visibility, road sweeping, and litter pickup. Also repairs and upgrades guardrail, concrete curb, and sidewalk.

Storm Water Maintenance – manages the inventory, inspection and program development for maintenance of the County’s storm drain/storm water infrastructure. Activities to include pipe cleaning and repair, machine cleaning drainage structures, and ditch cleaning by hand and machine.

Other Programs – manage snow and ice control operations, streetlights, County participation in State gypsy moth control, right of way management (space permit program), weeded lots, and work for others.

Support Services – performs regular maintenance and minor repairs, paints and services equipment, and maintains district buildings and grounds.

Traffic Engineering – provides technical analysis of the County’s road network, evaluating the need for new signals through traffic counts, and the resolution of neighborhood traffic control problems.

Traffic Maintenance – manufactures and installs all street name and traffic signs, and maintains all pavement markings and traffic signals.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 1,294,60027,873,308 25,812,500 32,718,300 27,107,100Watershed Protectio 1,683,3000 3,315,800 3,395,900 4,999,100

Total by Fund 2,977,90027,873,308 29,128,300 36,114,200 32,106,200

ObjectPersonal Services 1,290,30012,988,767 13,812,900 14,850,200 15,103,200Contractual Services 523,50012,317,431 12,505,800 16,795,800 13,029,300Supplies & Materials 7,0001,620,313 1,571,400 3,215,400 1,578,400Business & Travel 2,10010,370 25,700 18,100 27,800Capital Outlay 1,155,000936,428 1,212,500 1,234,700 2,367,500Total by Object 2,977,90027,873,308 29,128,300 36,114,200 32,106,200

The increase in Personal Services is attributable to Countywide increases to the pay package and restores funding of positions in Highways section of the WPRF.

•

Included in Contractual Services is $6.2 million for electricity and other costs related to the operation and maintenance of streetlights. Also included is approximately $2.6 million for the operation and replacement of the fleet, and approximately $1.7 million for items such as permanent patch, storm drain design and repair, guardrails, permit inspections, masonry, as well as tree services and gypsy moth control.

•

The Increase in Contractual Services is attributable to General Fund funding of $200,000 for equipping highway vehicles with Automated Vehicle Location equipment and $160,000 for tree services, as well as slight increase in the WPRF funding.

•

The increase in Capital Outlay is due to $250,000 additional funding for heavy equipment replacement in the General Fund and $900,000 funding in the WPRF for the purchase of two vacuum rodder trucks.

•

The considerable increase in the FY14 Estimate is due to approximately $6 million of costs incurred for snow removal.

•

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Department of Public WorksWater & Wstwtr Operations


Utility Operations Administration – manages the overall Bureau and plans, designs, and administers the various operational divisions.

Wastewater Operations Division – operates and maintains 7 water reclamation facilities, 252 sewage pumping stations, and the Bio-Solids Program.

Infrastructure Division – maintains 1,463 miles of sanitary sewer system infrastructure and 1,260 miles of water distribution system infrastructure, 1,000+ valves (sanitary sewer system) and more than 200,000 water/sewer service connections countywide.

Water Operations Division – operates and maintains 120 water production, distribution, and storage facilities throughout the entire county. This includes 12 water treatment plants, 4 self-contained wells, 55 production wells, 17 water booster pump stations, and 32 water storage tanks. This division also maintains 12,000+ water distribution valves and 13,000+ fire hydrants.

Technical Support Division – is comprised of several programs, including Meter Services, Line Location, SCADA (Supervisory Control and Data Acquisition) System Operations, which monitors the status of Bureau facilities within the county 24/7/365, Emergency Services, and the Bureau’s Dispatch/Control Center Operations.

Business Management – this division is comprised of the Safety Program, Security Program, and Pretreatment Program, which regulates more than 1,500 commercial and industrial dischargers into the County’s sanitary sewer system, Backflow Prevention Program, Technology Coordination Program, Regulatory Compliance Program, and the EXCEL/ Training Program.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundWater & Wstwtr Op (6,162,900)78,908,095 76,732,000 75,338,600 70,569,100

Total by Fund (6,162,900)78,908,095 76,732,000 75,338,600 70,569,100

ObjectPersonal Services 1,710,90026,269,913 28,030,100 27,251,800 29,741,000Contractual Services 269,10023,164,777 26,949,700 26,039,100 27,218,800Supplies & Materials 835,3006,909,619 6,752,200 7,035,100 7,587,500Business & Travel 15,900133,806 160,900 141,900 176,800Capital Outlay (27,700)1,282,418 1,276,100 1,231,100 1,248,400Grants, Contribution (8,966,400)21,147,563 13,563,000 13,639,600 4,596,600Total by Object (6,162,900)78,908,095 76,732,000 75,338,600 70,569,100

The increase in Personal Services is attributable to Countywide increases to the pay package, decrease in turnover, and addtion of two new positions.

•

The bulk of the $28 million in Contractual Services consists of items such as $8.5 million in electricity, $9.2 million in sludge disposal and $2.3 million in vehicle related expenses. The increase is mainly attributable to the increase in sludge disposal.

•

The increase in Supplies & Materials is due primarily to increased cost and volume of chemicals associated with water and wastewater treatment, and increased cost in equipment repair parts.

•

The Grants and Contributions object includes contributions to the Capital Projects Fund of $3.9 million (i.e., PayGo), and to the Self-Insurance Fund of $717,000. Decrease is attributable for less PayGo funding in FY15.

•

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Department of Public WorksWater & Wstwtr Finance & Admin


Financial Services – provides overall financial management of the department’s many activities including: budget preparation and administration, financial planning and reporting, fiscal analysis, allocation administration, utility front foot assessment calculations, petition administration and pretreatment billing/permitting, and grants administration.

Personnel – manages departmental administrative policy and procedures as well as administers all human resource related matters, including liaison with the County Office of Personnel. This program is the focal point for labor relations, conducting Step II grievance hearings and acting as a conduit for the department with Step III and Step IV grievance hearings.

Customer Service – deals with customer service issues at the department level and develops mechanisms to inform and educate the public about the department’s programs and services. The receptionist handles or directs all incoming calls to the switchboard, as well as greets and directs visitors to the department. Customer Relations staff handle review of requests for exception or adjustment to utility and landfill billing. The unit works with Engineering to ensure community outreach on capital projects. Also, the unit produces brochures, newsletters, notices, and utilizes the department web site to educate and inform the public.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundWater & Wstwtr Op 1,057,30013,527,399 14,207,600 14,264,100 15,264,900

Total by Fund 1,057,30013,527,399 14,207,600 14,264,100 15,264,900

ObjectPersonal Services 338,5001,506,568 1,584,200 1,724,600 1,922,700Contractual Services (62,900)3,438,841 3,023,100 3,446,400 2,960,200Supplies & Materials (45,700)106,384 135,200 127,900 89,500Business & Travel (5,400)2,292 9,600 2,400 4,200Capital Outlay 72,800143,315 70,500 92,800 143,300Grants, Contribution 760,0008,330,000 9,385,000 8,870,000 10,145,000Total by Object 1,057,30013,527,399 14,207,600 14,264,100 15,264,900


•

In addition to consultant services to provide studies such as utility rates and capital facility rates, the largest part of Contractual Services is related to the purchase of approximately $2.7 million of water and sewer services from other jurisdictions.

•

The Grants and Contributions object includes the unanticipated needs account of $515,000 plus the contribution to the General Fund of $9.63 million (i.e., pro rata share). Estimated pro rata share increased by $0.76 million due to increased expenditures and other factors used in cost allocation. The pro rata share calculation relies upon the annual cost allocation report prepared in conformance with OMB Circular A-87 by the Office of Finance each year.

•

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Department of Public WorksWater & Wstwtr Debt Service


The Utility Debt Service Fund accounts for the accumulation of resources for, and the payment of, long-term debt principal and interest incurred for the construction of water and wastewater facilities. Debt is retired primarily through dedicated revenues from water and wastewater assessments and capital connection charges.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundWater & Wstwtr Sin 10,743,70039,962,344 43,759,400 46,458,900 54,503,100

Total by Fund 10,743,70039,962,344 43,759,400 46,458,900 54,503,100

ObjectContractual Services 00 0 0 0Debt Service 5,083,90039,432,344 43,229,400 45,928,900 48,313,300Grants, Contribution 5,659,800530,000 530,000 530,000 6,189,800Total by Object 10,743,70039,962,344 43,759,400 46,458,900 54,503,100

The increase in Debt Service is attributable to the significantly increased level of capital activity in recent years combined with increased activity in the near term.

•

The Grants/Contributions line reflects the contribution to the General Fund for its share of indirect expenses incurred on behalf of the Utility Debt Service Fund (i.e., pro rata share) and the appropriation of Bond Premium which was realized in prior bond sales.

•

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Department of Public WorksOther DPW Funds


The Developer Streetlight Special Revenue Fund accounts for the installation of streetlights through developer contributions.

The Piney Orchard Wastewater Service Fund accounts for the allocation of net operating revenues between the developer who built and operates the Piney Orchard wastewater plant and the County Department of Public Works.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundDeveloper Street Li (1,000,000)958,858 1,000,000 271,200 0Piney Orchard WWS 300,000967,792 1,000,000 1,000,000 1,300,000

Total by Fund (700,000)1,926,651 2,000,000 1,271,200 1,300,000

ObjectPersonal Services 069,605 0 71,200 0Contractual Services (700,000)1,857,046 2,000,000 1,200,000 1,300,000Total by Object (700,000)1,926,651 2,000,000 1,271,200 1,300,000

Developer Streetlight Fund - Developers pay for installation and any associated repair and electrical costs for a two-year period after which the fixture reverts to the County. Starting FY2015 developer street light fund activites will be handled in CIP.

•

Piney Orchard WWS Fund - The County handles billings and collections for this fund and retains an administrative fee for the service.

•

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Department of Public WorksWaste Mgmt. Services


Administration – executes the entire operating budget which includes all aspects of waste reduction, waste collection and disposal, marketing and recycling. Public facilities requiring operation and maintenance include: three recycling centers, two closed landfills, one active landfill and a landfill gas-to-electricity facility. Private facilities requiring contract oversight are a solid waste transfer station, two yard waste composting facilities and one recycling acceptance facility. Strategic plans and initiatives are developed to preserve valuable landfill disposal capacity and promote waste reduction, reuse, and recycling.

Alternative Disposal – captures the cost of transferring residential solid waste to an out-of-county disposal facility to prolong the life of the Millersville landfill.

Equipment Maintenance – maintains approximately 300 pieces of rolling and fixed stock valued at $13 million, the majority of which is specialized for trash and recyclable material handling, transportation, recycling, or disposal.

Landfills – maintains the three County landfills: Glen Burnie Landfill which was closed in 1980; Sudley Landfill which was closed in 1993; Millersville Landfill which is the County’s active landfill. The program has five main responsibilities – receiving materials from customers, providing recycling and resource recovery opportunities, environmental monitoring, caring for closed landfills, and selling electricity produced using landfill gas.

Community Services – includes four main responsibilities:- Bulk Metal Collection: curbside collection of appliances and other metal items.- Community Cleanup: provides dumpsters in neighborhoods.- Curbside Collection: administers day-to-day operations for curbside collection of residential recyclables, yard waste, and trash.- Recycling Centers: provide three locations in Glen Burnie, Severn,and Deale, for County residents to bring their recyclables and trash.

Recycling and Waste Reduction – preserves valuable, finite landfill space and insures we exceed the state-mandated recycling rate, as well as meet a self-imposed residential recycling target of at least 50%.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundWaste Collection Fu 1,038,90048,919,286 53,539,000 52,637,700 54,577,900Solid Waste Assuran 0941,000 0 0 0

Total by Fund 1,038,90049,860,286 53,539,000 52,637,700 54,577,900

ObjectPersonal Services 604,9006,529,712 6,695,300 6,912,700 7,300,200Contractual Services 530,90032,075,959 33,531,700 32,929,900 34,062,600Supplies & Materials (203,300)1,778,162 2,090,900 2,141,900 1,887,600Business & Travel 3,00030,310 16,800 23,300 19,800Capital Outlay 7,900915,166 1,255,500 1,248,900 1,263,400Debt Service 367,5003,366,677 3,328,100 3,110,300 3,695,600Grants, Contribution (272,000)5,164,300 6,620,700 6,270,700 6,348,700Total by Object 1,038,90049,860,286 53,539,000 52,637,700 54,577,900

The increase in Personal Services is attributable to Countywide increases to the pay package and addition of two new positions.

•

At $24.6 million, curbside trash, yard waste and recycling collection is the majority of this budget’s Contractual Services. An additional $5 million pays for solid waste diversion from disposal at the County landfill. The increase in Contractual Services is attributable to a waste diversion price increase and built-in increase in residential trash collection contracts.

•

The decrease in Supplies & Materials is due to fewer 65 gallon recycling cart distributions in FY2015. This project is to be completed by the end of FY 2015.

•

Grants and Contributions includes the unanticipated needs account of $300,000, pro rata share contributions of $2.57 million, contribution to Self Insurance Fund of $266,400, Paygo contribution to Capital Projects of $468,000 and a contribution to Solid Waste Assurance Fund (SWAF) of $2.56 million.

•

The decrease in the Grants and Contributions is attributable to a decreased contribution to the SWAF.

•

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Department of Public WorksWatershed Protection and Restorati


This program supports compliance with the requirements of the County's National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) Permit, Chesapeake Bay Total Maximum Daily Load (TMDL) and local watershed Total Maximum Daily Load, as well as stormwater watershed implementation plans. Administration and Finance – administers all aspects of the program and dedicated revenue fund. Develops and executes annual operating budget to support the program; tracks expenditures and revenues collected; maintains rate model to ensure fund balance and rate stabilization; administers Stormwater Fee credit, rebate and grant programs; investigates fee appeals; reviews and approves hardship requests, facilitates public education and outreach efforts in support of permit requirements. Environmental Restoration Capital Improvement Program – provides management of the County’s capital improvement projects associated with stormwater including natural infrastructure stabilization and storm drain infrastructure rehabilitation to comply with MS-4 NPDES Permit which requires a 20 percent reduction in effective impervious area, and Watershed Implementation Plan which requires adherence to the Bay TMDL pollutant Diet. MS-4 NPDES Permit Administration - administers all aspects of the County’s compliance with its regulatory obligations including: annual reporting to MDE; watershed condition assessments; stream assessments; illicit discharge detection; water quality monitoring; bio-monitoring; and oversight and coordination of other agency management programs such as the Stormwater Management Ordinance administered by the Office of Planning and Zoning and the Erosion and Sediment Control Program administered by Department of Inspections and Permits. Modeling and Analysis – core resource for technical support associated with stormwater fee assessment and documentation of progress toward meeting TMDL and load and waste load allocations assigned to the County by the State. This section develops restoration plans that are executed through the CIP, maintains impervious area database, classifies billing accounts, and performs ERU calculations.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundWatershed Protectio 2,474,0000 7,089,500 4,241,700 9,563,500

Total by Fund 2,474,0000 7,089,500 4,241,700 9,563,500

ObjectPersonal Services 705,6000 1,198,500 1,237,600 1,904,100Contractual Services (59,200)0 3,994,300 1,123,500 3,935,100Supplies & Materials 52,7000 54,200 53,300 106,900Business & Travel 1,9000 3,600 3,600 5,500Capital Outlay 254,4000 290,100 274,900 544,500Debt Service 377,5000 348,000 348,000 725,500Grants, Contribution 1,141,1000 1,200,800 1,200,800 2,341,900Total by Object 2,474,0000 7,089,500 4,241,700 9,563,500

The increase in Personal Services is attributable to Countywide increases to the pay package and restore funding of WPRF positions.

•

Contractual Services include NPDES MS4 Permit program funding of $3.4 million and $400,000 for Stream Monitoring.

•

Grants, Contribution includes an estimated contribution to the General Fund of $2.3 million (i.e., pro rata share). The pro rata share calculation relies upon the annual cost allocation report prepared in conformance with OMB Circular A-87 by the Office of Finance each year.

•

$725,000 Debt Service is to pay debt service for funding stormwater related capital projects.

•

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Department of Public WorksGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 3 3 03340213 Office Support Specialist OS 6 1 1 01110222 Secretary II OS 4 4 4 04440223 Secretary III OS 6 4 4 04450241 Management Assistant I NR 15 3 3 03330242 Management Assistant II NR 17 1 1 01110261 Deputy Director, Public Works NR 24 2 2 02220264 Program Manager NR 19 3 3 03340266 Program Specialist II NR 17 2 2 02220463 Financial Clerk II NR 11 2 2 02220541 Title Abstractor NR 9 1 1 01110551 Property Acquisition Agent NR 15 3 3 03330571 Chief, Rights-Of-Way NR 19 1 1 01110872 GIS Technician NR 11 9 9 09990873 GIS Specialist NR 15 3 3 03350912 Planner II NR 17 0 0 00010914 Senior Planner NR 19 0 0 00010921 Planning Administrator NR 21 0 0 00011105 Space Permits Facilitator OS 7 1 1 01112001 Equipment Operator I LM 6 36 36 03636362002 Equipment Operator II LM 7 20 20 02020202003 Equipment Operator III LM 9 1 1 01112004 Senior Equipment Operator LM 10 3 3 03332006 Vacuum/Rodder Operator LM 8 2 2 02222011 Automotive Service Worker LM 5 2 1 -10222022 Automotive Mechanic II LM 9 3 4 15332205 Survey Technician NR 14 1 1 01112210 Survey Field Technician LM 8 3 3 03332211 Survey Crew Chief NR 14 4 4 04442212 Assistant Chief, Surveys NR 16 2 2 02222221 Chief, Surveys NR 19 1 1 01112270 Quality Control Inspector NR 16 1 1 01112272 Construction Inspector LM 12 4 4 04452275 Construction Inspection Supvsr NR 17 1 1 0111

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ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


2311 Traffic Analyst I LM 10 3 3 03332312 Traffic Analyst II LM 12 1 1 01112333 Assistant Director Public Work NR 24 1 1 01112341 Engineer I NR 16 0 0 00022343 Engineer III NR 18 9 9 099132344 Senior Engineer NR 19 7 7 077152345 Engineer Manager NR 21 4 4 04462346 Engineer Administrator NR 22 1 1 01122383 Utility Systems Technician III LM 10 0 0 00012401 Mason LM 7 3 3 03332411 Maintenance Worker I LM 3 14 14 01414142412 Maintenance Worker II LM 5 34 34 03434342414 Traffic Maintenance Technician LM 8 1 1 -10112418 Roads Maintenance Crew Leader LM 10 7 7 18772419 Roads Maintenance Supervisor NR 14 10 10 01010102420 Roads Maintenance Mgmt Admin NR 17 1 1 01112431 Sign Fabricator LM 10 2 2 02222432 Sign Fabrication Supervisor NR 15 1 1 01112441 Traffic Signal Technician LM 11 3 3 03332442 Sr Traffic Signal Technician NR 16 1 1 01112455 Road Operations Supervisor NR 16 4 4 04442462 Urban Roads Superintendent NR 19 4 4 04442465 Asst Chief, Road Operations NR 20 1 1 01112471 Chief, Road Operations NR 21 1 1 01112472 Asst Chief, Bureau of Highways NR 19 1 1 0111

241 241 0241241268Fund Summary

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Department of Public WorksWater & Wstwtr Operating Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0211 Office Support Assistant I OS 2 1 1 01110212 Office Support Assistant II OS 4 13 13 01313130213 Office Support Specialist OS 6 5 5 05550222 Secretary II OS 4 2 2 02220223 Secretary III OS 6 5 5 05540224 Management Aide NR 12 7 7 07760241 Management Assistant I NR 15 0 0 33000242 Management Assistant II NR 17 7 7 07770243 Sr Info Syst Support Specialis NR 15 1 1 01110244 Info System Support Specialist NR 14 2 2 -11220246 Senior Budget Mgmt Analyst NR 21 1 1 01110255 Public Services Dispatcher LM 7 7 7 07770256 Manager PW Personnel Admin NR 19 1 1 -10110256 Manager PW Personnel Admin NR 20 0 0 11000261 Deputy Director, Public Works NR 24 1 1 01110263 Emergency Services Manager NR 18 2 2 -11220264 Program Manager NR 19 5 5 05550265 Program Specialist I NR 15 7 7 07770266 Program Specialist II NR 17 1 1 01110296 Manager PW Customer Relations NR 17 1 1 01110361 Systems Programmer I NR 17 2 2 02220404 Meter Technician I LM 4 7 6 177120405 Meter Technician II LM 6 5 6 06500406 Meter Technician III LM 7 2 2 -11220416 Meter Services Manager NR 18 1 1 01110422 Utility Assessments Technician OS 9 2 2 -11220425 Financial Analyst NR 16 1 1 01120711 Storekeeper I LM 4 1 1 01110716 Warehouse Manager NR 14 1 1 01110873 GIS Specialist NR 15 2 2 02202002 Equipment Operator II LM 7 1 1 01112003 Equipment Operator III LM 9 11 11 01111112004 Senior Equipment Operator LM 10 1 1 01112022 Automotive Mechanic II LM 9 1 1 0111

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ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


2252 Laboratory Technician LM 10 7 7 -16772255 Chemist NR 17 1 1 01112256 Water Quality Compliance Spec NR 18 1 1 01112272 Construction Inspector LM 12 4 4 -13432275 Construction Inspection Supvsr NR 17 1 1 01112341 Engineer I NR 16 2 1 01202342 Engineer II NR 17 1 2 02112343 Engineer III NR 18 3 2 13222344 Senior Engineer NR 19 8 8 08812345 Engineer Manager NR 21 2 3 03302346 Engineer Administrator NR 22 1 1 01102381 Utility Systems Technician I LM 6 4 4 04442382 Utility Systems Technician II LM 8 7 7 07772383 Utility Systems Technician III LM 10 4 4 04432386 Util Emergency Response Tech LM 9 7 7 07772412 Maintenance Worker II LM 5 1 1 01112543 Wastewater Plant Supervisor NR 16 1 1 -10112577 Utilities Team Manager NR 19 12 12 01212122580 Technical Support Prog Admin NR 20 2 2 02212583 Util Operations Administrator NR 22 5 5 05542607 Utilities Support Worker I LM 6 5 5 05552608 Utilities Support Worker II LM 7 34 34 03434322610 Utilities Special Crew Leader LM 9 5 5 05542611 Utilities Maintenance Crew Ldr LM 8 13 13 01313122612 Utilities Repair Crew Leader LM 11 10 10 01010102615 Utilities Maint & Repair Suprv NR 16 2 2 02222621 Utility Lines Superintendent NR 18 4 4 04442623 Utilities Line Marking Tech LM 7 4 4 04442628 Electrical Technician II FW 2 8 7 18892629 Electrical Technician III FW 3 3 4 04332630 Senior Electrical Technician FW 4 2 2 02212638 Instrumentation Technician II FW 2 4 4 15462639 Instrumentation Technician III FW 3 3 4 -13312640 Senior Instrumentation Technician FW 4 1 0 1111

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ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


2642 Util Electrical Coordinator NR 18 1 1 01112647 Mechanical Technician I FW 1 2 3 03222648 Mechanical Technician II FW 2 19 19 01919192650 Senior Mechanical Technician FW 3 1 0 00112657 Generator Technician I FW 1 0 0 00012658 Generator Technician II FW 2 2 2 02212659 Generator Technician III FW 3 3 3 03332671 Util Mechanical Maintenan Supt NR 19 1 1 01112681 Water/Wastewater Sys Tech I FW 1 10 11 21310142682 Water/Wastewater Sys Tech II FW 2 57 56 05657512683 Water/Wastewater Sys Tech III FW 3 1 1 0111

376 376 2378376350Fund Summary

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Department of Public WorksWaste Collection Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 6 6 06660213 Office Support Specialist OS 6 1 1 01110223 Secretary III OS 6 1 1 01110224 Management Aide NR 12 1 1 01110242 Management Assistant II NR 17 1 1 01110261 Deputy Director, Public Works NR 24 1 1 01110265 Program Specialist I NR 15 5 5 05550712 Storekeeper II LM 6 1 1 01112002 Equipment Operator II LM 7 9 9 09992003 Equipment Operator III LM 9 3 3 25332004 Senior Equipment Operator LM 10 8 8 08882021 Automotive Mechanic I LM 7 1 1 01112022 Automotive Mechanic II LM 9 1 1 01112023 Automotive Mechanic III LM 11 1 1 01112032 Welder LM 10 1 1 01112342 Engineer II NR 17 1 1 01112411 Maintenance Worker I LM 3 10 10 01010102412 Maintenance Worker II LM 5 12 12 01212122481 Solid Waste Collection Inspect LM 8 6 6 06662483 Environmental Technician LM 10 2 2 02222485 Solid Waste ScaleHouse Operatr LM 5 3 3 03332486 Solid Waste Supervisor NR 15 3 3 03332487 Landfill Manager NR 19 1 1 01112491 Solid Waste Disposal&Maint Mgr NR 21 1 1 01112492 Solid Waste Community Svcs Mgr NR 20 1 1 01112494 Solid Waste Operations Admin NR 22 1 1 01112495 Solid Waste Crew Supervisor NR 14 3 3 03332496 Solid Waste Equip Maint Superv NR 16 1 1 01112497 Scale House Supervisor NR 15 1 1 01112498 Solid Waste Recycling Manager NR 20 1 1 0111


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Department of Public WorksWatershed Protection & Restor

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 1 1 01100213 Office Support Specialist OS 6 1 1 01100241 Management Assistant I NR 15 2 2 02200242 Management Assistant II NR 17 1 1 01100264 Program Manager NR 19 1 1 01100265 Program Specialist I NR 15 4 4 04400266 Program Specialist II NR 17 4 4 04400463 Financial Clerk II NR 11 2 2 02200873 GIS Specialist NR 15 5 5 05500912 Planner II NR 17 1 1 01100914 Senior Planner NR 19 1 1 01100921 Planning Administrator NR 21 1 1 01102006 Vacuum/Rodder Operator LM 8 1 1 12102272 Construction Inspector LM 12 7 7 -43702275 Construction Inspection Supvsr NR 17 2 2 02202342 Engineer II NR 17 1 1 01102343 Engineer III NR 18 12 12 2141202344 Senior Engineer NR 19 4 4 04402345 Engineer Manager NR 21 3 3 03302346 Engineer Administrator NR 22 1 1 0110



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ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0110 Director of Public Works E 8 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Department of Aging & Disabilities FY2015 Approved Budget

Mission Statement The mission of the Department of Aging and Disabilities is to: Develop and administer services and programs which promote choice, independence and dignity for seniors, adults with disabilities and their families and caregivers; advocate for and protect the rights of vulnerable older persons and adults with disabilities a population that is rising. We will achieve our mission through extensive outreach, leadership, teamwork, professionalism and a commitment to the community we serve. Major Accomplishments

• Waiver for Older Adults (WOA)

• Transfer to a fee for service program has been so successful in Anne Arundel County that it has become a model for other counties who are struggling to have the program remain viable.

• The program is ready to launch as support planners for both the

new State combined Home and Community Based Options Waiver and Community 1st Choice.

• Our chronic Disease Self Management Program under Senior

Care has been a phenomenal success. Through workshops participants are taught how to:

a. Manage their symptoms b. Communicate effectively with doctors and caregivers c. Lessen frustration d. Fight fatigue e. Make daily tasks easier f. Get more out of life

These programs have developed strong partnerships with both Anne Arundel Medical Center and Baltimore/Washington Medical Center to assist adults over the age of 21 to manage their chronic conditions.

• Opened the Independence Room, an Aging and Disability Resource Center. The room is a fully accessible conference room for individuals with disabilities. As a resource center, the room is being used as a training facility for the employees and the public on topics such as Maryland Relay 7-1-1 training, planning and construction of public infrastructure and the Maryland Technology Assistance Program.

• Streamlined the Senior Nutrition Program to create efficiencies in

service and employment practices. Key Objective

• Provide access to a range of community based services to enable seniors and adults with disabilities to live in the least restrictive environment for as long as possible.

• Increase awareness of the Anne Arundel County Department of

Aging and Disabilities as the primary resource for information and guidance on services for seniors, adults with disabilities and their caregivers.

• Increase community awareness of services for both older and

disabled citizens through aggressive promotion efforts.

• Provide educational and support services in order to reduce caregivers’ stress; Assist caregivers in obtaining respite care or supplemental services to aid them in the care of their loved ones.

• Launch new user-friendly website.

• Implement a reorganization to provide more efficient customer service.

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Department of Aging and Disabilities FY2015 Approved Budget

Inc (Dec)from Orig.



FundGeneral Fund 673,3007,745,658 8,642,700 8,640,400 9,316,000Grant Fund-Dept of Aging 133,2003,752,993 3,512,400 3,608,000 3,645,600

Total by Fund 806,50011,498,650 12,155,100 12,248,400 12,961,600CharacterDirection/Administration 121,3001,061,407 1,127,300 1,174,600 1,248,600Nutrition (17,900)1,560,390 1,320,700 1,330,300 1,302,800Transportation 16,8002,856,003 3,236,800 3,238,500 3,253,600Senior Centers 91,5001,607,786 1,760,200 1,700,300 1,851,700Outreach & Referral 218,800629,468 721,000 778,100 939,800Volunteers & Employment 102,600407,928 421,200 418,800 523,800Long Term Care 273,4003,375,668 3,567,900 3,607,800 3,841,300

Total by Character 806,50011,498,650 12,155,100 12,248,400 12,961,600ObjectPersonal Services 764,7005,551,425 5,968,400 6,072,500 6,733,100Contractual Services (85,300)4,550,800 4,937,800 4,840,500 4,852,500Supplies & Materials 126,9001,240,701 1,057,900 1,068,000 1,184,800Business & Travel 4,90071,986 92,000 90,500 96,900Capital Outlay (4,700)15,975 17,500 13,900 12,800Grants, Contributions & Other 067,763 81,500 163,000 81,500

Total by Object 806,50011,498,650 12,155,100 12,248,400 12,961,600

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Department of Aging and Disabilities FY2015 Approved Budget

Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund 053 55 57 57Grant Fund-Dept of 011 7 5 5



CharacterDirection/Administr 0.009.00 9.00 9.00 9.00Nutrition 0.002.00 2.00 2.00 2.00Transportation 0.003.00 3.00 3.00 3.00Senior Centers 0.0015.00 16.00 16.00 16.00Outreach & Referral 0.005.00 5.00 6.00 6.00Volunteers & Emplo 0.003.00 3.00 3.00 3.00Long Term Care 0.0027.00 24.00 23.00 23.00Total-Character 0.0064.00 62.00 62.00 62.00

In addition to the above positions, the Department contains a Director of Aging & Disabilities and an Administrative Secretary that are exempt from the County Classified service.

•


•



FY2012 FY2013 FY2014 FY2015

Direction/AdministrationMeal participants (Unduplicated) 3,934 3,9343,9343,600Meals served in Nutrition Prgm 215,320 215,000215,320250,000Van Riders (Unduplicated) 4,200 4,8003,1503,336Handy Cab participants (Unduplic) 2,100 3,0001,7001,800Senior Cntr participants (Undupl) 13,156 13,50012,41816,844Participants in Senior Center Plus 40 4535100Unannounced Insp/Invest. in ALF 310 315296311Older Adult Waiver Appl-Nrs Hms 140 15013860Ombudsman cases 250 300240315Friendly Visitor Volunteers 338 34532770Foster Grandparent Volunteers 64 676368

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Department of Aging and DisabilitiesDirection/Administration


The Administrative Bureau provides overall direction to the Department of Aging. The bureau also provides grants to organizations serving Anne Arundel County’s seniors.

The role of administration is to provide leadership, planning, guidance and direction for all programming & staffing to achieve the goals of the administration.



Budget Summary


Total by Fund 121,3001,061,407 1,127,300 1,174,600 1,248,600

ObjectPersonal Services 108,900909,938 962,400 1,011,000 1,071,300Contractual Services 7,500102,890 108,800 110,900 116,300Supplies & Materials 3,00034,499 45,700 46,500 48,700Business & Travel 3,5007,619 3,800 3,200 7,300Capital Outlay (1,600)6,461 6,600 3,000 5,000Total by Object 121,3001,061,407 1,127,300 1,174,600 1,248,600

The increase in Personal Services is attributable to Countywide increases to the pay package and revised turnover.

•

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Department of Aging and DisabilitiesNutrition


The Nutrition Program is responsible for providing adults over the age of 60 with a combination of nutrition and health promotion services designed to sustain the senior population in positive nutrition status, remain healthy and live independently in the community. Meals provided are hot lunches, cold breakfasts, and emergency shelf stable meals for inclement weather conditions.

In addition to meals, the program provides socialization, consumer information, health and nutrition education, nutrition counseling, direct health and health screening. Many volunteer opportunities are available for seniors in the nutrition program.

Outreach activities strive to reach senior citizens in all areas of the County through the use of congregate and home-delivered meals, the Family Dining Program and Farmer’s Market Coupons for income eligible senior citizens.

All senior citizens over the age of 60 regardless of income are provided the opportunity to receive meals for a voluntary, non-coercive donation. Other senior citizens under the age of 60 may receive a meal, but must pay the full price which currently is $4.10.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 9,100394,770 338,800 341,100 347,900Grant Fund-Dept of (27,000)1,165,620 981,900 989,200 954,900

Total by Fund (17,900)1,560,390 1,320,700 1,330,300 1,302,800

ObjectPersonal Services 158,600172,436 198,200 207,800 356,800Contractual Services (319,800)426,125 367,100 367,100 47,300Supplies & Materials 143,300946,766 748,700 748,700 892,000Business & Travel 2,60012,638 4,100 4,100 6,700Capital Outlay (2,600)2,425 2,600 2,600 0Total by Object (17,900)1,560,390 1,320,700 1,330,300 1,302,800

The increase in Personal Services is partially attributed to Countywide increases to the pay package.

•

The Supplies & Materials and Contractual Services budgets include the cost of food program purchases and contractor costs for meals handled through the family dining program and the cost of food coupons for purchases made at farmer’s markets.

•

The changes reflected in Personal Services, Contractual Services and Supplies & Materials are as a result of a reorganization in the management of the Nutrition Program.

•

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Department of Aging and DisabilitiesTransportation


The Transportation Bureau transports seniors around Anne Arundel County through two basic programs:

Van transportation provides direct transport for seniors and eligible citizens with disabilities on the County-owned fleet of vans, many of which are wheel chair accessible. There is no cost to the passengers. The vans are operated by a contractor and the vehicles are owned and maintained by the County.

The Handycab program provides seniors transportation by a voucher program wherein seniors purchase discounted coupons to ride taxis.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 1,8002,668,848 2,834,300 2,748,200 2,836,100Grant Fund-Dept of 15,000187,155 402,500 490,300 417,500

Total by Fund 16,8002,856,003 3,236,800 3,238,500 3,253,600

ObjectPersonal Services 10,100239,286 243,200 236,000 253,300Contractual Services 1,2002,552,607 2,893,600 2,818,500 2,894,800Supplies & Materials 5,90017,584 14,400 16,700 20,300Business & Travel (200)1,263 2,100 2,300 1,900Capital Outlay (200)0 2,000 2,000 1,800Grants, Contribution 045,263 81,500 163,000 81,500Total by Object 16,8002,856,003 3,236,800 3,238,500 3,253,600


•

Contractual Services cover the costs of operating the agency’s 42 van fleet. These funds provide vehicle operating expenses, insurance, and contractor reimbursements.

•

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Department of Aging and DisabilitiesSenior Centers


The Senior Center program’s goal is to improve the quality of life of older persons and help them to maintain a vital, healthy and productive lifestyle for more years, enabling them to live in independent living arrangements appropriate for their daily needs. Senior Centers are the focal point in the community, offering programs and services for older adults that are designed to: enhance the dignity of older persons, support their independence, increase socialization opportunities, provide mentally stimulating educational opportunities, provide cultural awareness and promote health and well-being through physical activities and health programs.

Anne Arundel County’s seven senior centers serve individual adults ranging from ages upwards of 55; centers have served residents of 105 years of age.

The Department, in conjunction with Anne Arundel County Community College, offers educational programming at the Centers.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 91,5001,602,221 1,753,200 1,693,300 1,844,700Grant Fund-Dept of 05,565 7,000 7,000 7,000

Total by Fund 91,5001,607,786 1,760,200 1,700,300 1,851,700

ObjectPersonal Services 83,5001,193,952 1,343,700 1,283,800 1,427,200Contractual Services 10,900353,395 351,500 354,100 362,400Supplies & Materials (1,000)47,713 50,800 48,900 49,800Business & Travel (1,600)5,637 7,900 7,200 6,300Capital Outlay (300)7,089 6,300 6,300 6,000Total by Object 91,5001,607,786 1,760,200 1,700,300 1,851,700


•

Contractual Services provides funding for a variety of services at the centers, including the lease costs for the Pasadena Center, educational services from vendors as well miscellaneous operating expenses.

•

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Department of Aging and DisabilitiesOutreach & Referral


The Older Americans Act provides for the establishment and maintenance of information and referral services in sufficient numbers to assure that all older individuals within the planning and service area will have reasonably convenient access to such services. In furtherance of this Federal law and with State law requiring a Single Point of Entry, the Outreach and Referral Bureau provides senior citizens or those concerned with the needs of the elderly and disabled adults with reliable information and assistance by:

Linking elderly and disabled residents who are in need of assistance with the support services required to meet their needs.

Providing screening and assessment services for elderly and disabled callers or their representatives to help define problem areas and determine eligibility for needed services.

Advocating for the elderly and assisting with the completion of applications for benefit programs.

Providing on site information, assistance, and guidance to participants at Senior Centers, Nutrition Sites, and Senior Housing complexes and other designated locations.

Assisting the homebound frail elderly to access the necessary services that will allow them to remain in their own homes and communities.

Providing case management for those clients who require on-going assistance. Educating the public about resources available for seniors.

Maintaining a website resource directory for seniors, families & caregivers, and adults with disabilities.

Partnering with local businesses in order to enhance delivery of services.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 228,700201,453 306,900 384,800 535,600Grant Fund-Dept of (9,900)428,015 414,100 393,300 404,200

Total by Fund 218,800629,468 721,000 778,100 939,800

ObjectPersonal Services 131,300548,152 593,400 695,100 724,700Contractual Services 81,00048,892 101,400 57,300 182,400Supplies & Materials 4,10022,280 6,800 6,700 10,900Business & Travel 2,40010,144 19,400 19,000 21,800Total by Object 218,800629,468 721,000 778,100 939,800

Outreach & Referral is mostly funded by grants with the exception of five (5) County classifed positions that are in the General Fund.

•


•

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Department of Aging and DisabilitiesVolunteers & Employment


The Volunteers and Employment Bureau provides services to the community and seniors through a variety of programs, including:

The Friendly Visitor program is designed to improve the quality of life of homebound seniors. Volunteers are recruited, trained, placed, and monitored in the homes of elderly clients throughout the County. The volunteers make a commitment to visit once-a-week for at least an hour per visit. Program staff monitors the volunteers.

The Foster Grandparent Program (FGP) delivers service to Anne Arundel County’s special needs children by placing trained, senior, volunteer Foster Grandparents in outcome-based roles in non-profit childcare institutions, schools, transitional centers, and at-risk youth centers. Approximately 65 volunteers offer one-on-one mentoring, tutoring, and personal care assistance across the County.

The Retired and Senior Volunteer Program (RSVP) volunteers contribute to the quality of life in Anne Arundel County in many venues such as Telephone Reassurance, Food Link, Lifeline, VITA, and Community Policing.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 4,70066,674 80,800 79,600 85,500Grant Fund-Dept of 97,900341,254 340,400 339,200 438,300

Total by Fund 102,600407,928 421,200 418,800 523,800

ObjectPersonal Services 64,300225,365 220,100 216,100 284,400Contractual Services 32,800150,473 171,600 173,200 204,400Supplies & Materials 4,70011,233 7,900 7,900 12,600Business & Travel 80020,858 21,600 21,600 22,400Total by Object 102,600407,928 421,200 418,800 523,800

The Volunteer & Employment Bureau is primarily funded by grants.•The Department’s Transportation Bureau assists the Volunteers Programs by providing important transit services to seniors who volunteer for the programs. These programs’ operating expenses are funded by this Bureau while the budgeted costs of transporting the volunteers are reflected in the Transportation Bureau’s budget.

•


•

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Department of Aging and DisabilitiesLong Term Care


The Long Term Care Bureau provides a variety of direct care and support programs for seniors and their families:

The Sheltered Housing program’s main objectives are to oversee the quality of care and services offered in residential assisted living and congregate living facilities. The program recommends licensure renewals to the Maryland Office of Health Care Quality. Additionally, complaints about care, abuse or neglect, and residents rights violations are investigated in tandem with a care team, which could include Ombudsman, Adult Protective Services or Medicaid Waiver Program representatives.

The Ombudsman program advocates for residents of 15 Anne Arundel County nursing homes and 104 assisted living facilities on issues that affect their health, safety and rights. The program works for quality care in these facilities by consulting with administrators and professional staff of facilities and educates the public on the subject of long term care services, resident rights and related concerns.

The Medicaid Waiver for Older Adults allows services that are typically covered by Medicaid only in a Long Term Care Facility to be provided to eligible persons in their own homes or in an assisted living facility.

The Senior Care/Community Care Partnership (CCP) Program aims to delay nursing home placement by offering effective alternatives to the frail elderly in Anne Arundel County. The Adult Evaluation and Review Services Program (AERS) evaluates each client eligible for CCP services who may receive purchased services such as personal care, homemaker services, adult day care, medications, medical supplies and incontinent supplies.

Other programs in the Long Term Care Bureau include the Caregivers Program, the Respite Care Program, the Senior Health Insurance Program, and the Guardianship programs.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 216,2001,750,285 2,201,400 2,218,800 2,417,600Grant Fund-Dept of 57,2001,625,383 1,366,500 1,389,000 1,423,700

Total by Fund 273,4003,375,668 3,567,900 3,607,800 3,841,300

ObjectPersonal Services 208,0002,262,296 2,407,400 2,422,700 2,615,400Contractual Services 101,100916,419 943,800 959,400 1,044,900Supplies & Materials (33,100)160,626 183,600 192,600 150,500Business & Travel (2,600)13,827 33,100 33,100 30,500Grants, Contribution 022,500 0 0 0Total by Object 273,4003,375,668 3,567,900 3,607,800 3,841,300


•

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Department of Aging and DisabilitiesGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 8 8 08880213 Office Support Specialist OS 6 2 2 02220223 Secretary III OS 6 1 1 01110224 Management Aide NR 12 2 2 02220241 Management Assistant I NR 15 2 2 02220245 Senior Management Assistant NR 19 3 3 03310264 Program Manager NR 19 2 2 02220265 Program Specialist I NR 15 3 3 03330266 Program Specialist II NR 17 15 15 01515154015 Human Services Aide I OS 7 3 3 03334016 Human Services Aide II OS 9 4 4 04444017 Human Services Specialist NR 15 16 16 01616204018 Human Services Supervisor NR 17 1 1 0111



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Department of Aging and DisabilitiesGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0106 Director of Aging/Disabilities E 7 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Department of Recreation and Parks FY2015 Approved Budget

Mission Statement The Anne Arundel County Department of Recreation and Parks is essential to the well being and quality of life of every individual, family and community in Anne Arundel County. Our mission is to enrich the lives of our citizens by offering quality active and passive recreational opportunities and accessible youth and adult services while pursuing the preservation and enhancement of our natural, cultural and historic resources. Major Accomplishments

• Acquired the 36 acre former Carr Property to expand Riva Park. • Constructed Phase 1A of the Broadneck Peninsula Trail from Old

Cape St. Claire Road to Green Holly Drive.

• Constructed a new playground at Broadneck Park.

• Park Renovations County-wide to include:

o Lake Waterford basketball courts and concession/restroom upgrades

o Mayo Beach park pavilion and office renovations o Arundel Olympic Swim Center air quality improvements

(ultra-violet system) o Brooklyn Park Area I road and parking lot resurfacing o London Town Office and pavilion renovations o Shadyside parking lot resurfacing o Improved water access at several parks

• Co-sponsored inaugural All American Sportsfest multi-sport,

multi-day tournament at Recreation and Parks and Board of Education facilities.

• Started “Move More” Race Series featuring 5K to 7K races in regional parks and on trails.

Key Objectives • Commence construction on Fort Smallwood Park boating facility

• Commence construction on the South Shore Trail Phase I which

extends from Maryland Route 3 to Waterbury Road.

• Continue to improve water access at existing parks.

• Commence stabilization of the Quiet Waters Park shoreline.

• Upgrade Department technology software.

• Replace lighting on two multi-purpose fields at Loopers Park.

• Install new lights on a multi-purpose field at Southern Middle School to facilitate after school programing.

• New playgrounds at Green Haven, Solley, Lake Shore, Bestgate

and Quiet Waters.

• Potential acquisition of 70 acres of parkland on Marley Neck Boulevard to address growth in the Marley Neck Corridor.

• Study the feasibility to construct an indoor facility for tennis, basketball, volleyball and soccer.

• Increase revenue via special events and sports tournaments

• Form committee to explore Commission for Accreditation of Parks and Recreation Agencies

Significant Changes

• Marketing Department via social media.

• Realignment of maintenance division.

• Dedicated staff liaison to Water Access Committee.

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Inc (Dec)from Orig.



FundGeneral Fund 1,260,10021,861,330 22,082,800 22,583,200 23,342,900Rec & Parks Child Care Fund 247,8003,892,576 4,636,200 4,635,000 4,884,000Grant Fund - Rec & Parks (15,000)8,496 15,000 0 0

Total by Fund 1,492,90025,762,402 26,734,000 27,218,200 28,226,900CharacterDirector's Office 256,200642,463 2,011,000 2,241,500 2,267,200Recreation 335,9008,375,619 6,826,000 6,850,900 7,161,900Parks 590,5007,591,811 7,696,400 7,921,400 8,286,900Golf Courses 62,5005,259,934 5,564,400 5,569,400 5,626,900Child Care 247,8003,892,576 4,636,200 4,635,000 4,884,000

Total by Character 1,492,90025,762,402 26,734,000 27,218,200 28,226,900ObjectPersonal Services 1,197,70013,114,126 13,610,100 14,088,500 14,807,800Contractual Services 142,5007,522,481 7,778,800 7,821,200 7,921,300Supplies & Materials (39,300)1,267,900 1,437,500 1,395,200 1,398,200Business & Travel (3,600)40,531 62,400 53,200 58,800Capital Outlay 195,60077,773 65,600 75,500 261,200Debt Service 01,861,019 1,901,000 1,906,000 1,901,000Grants, Contributions & Other 01,878,572 1,878,600 1,878,600 1,878,600

Total by Object 1,492,90025,762,402 26,734,000 27,218,200 28,226,900

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund 085 85 85 85Rec & Parks Child C 09 9 9 9


Barg UnitLabor/Maintenance 0.0017.00 17.00 17.00 17.00Non-Represented 0.0053.00 53.00 53.00 53.00Office Support 0.0010.00 10.00 10.00 10.00Park Rangers 0.0014.00 14.00 14.00 14.00Total-Barg Unit 0.0094.00 94.00 94.00 94.00

CharacterDirector's Office 0.003.00 9.00 9.00 9.00Recreation 0.0023.00 18.00 18.00 18.00Parks 0.0059.00 58.00 58.00 58.00Child Care 0.009.00 9.00 9.00 9.00Total-Character 0.0094.00 94.00 94.00 94.00

Two exempt category employees including the Director and an exempt administrative secretary complement the classifed service staffing.

•

The School-aged Child Care Fund full-time staff supervises more than 183 part-time child care center directors and assistant directors as well as direct services employees.

•

The Department's parks and recreation full-time staff is complemented by a hundreds of part-time, seasonal staff who serve as gatehouse attendants, life guards, recreational leaders and instructors, part-time rangers, clerical support, and maintentance personnel.

•


•



FY2012 FY2013 FY2014 FY2015

Director's OfficeRecreation programs-participants 96,000 96,00096,00096,000Multiuse trails-miles 92 937979Playing fields-maintained 327 329361361Playgrounds-maintained 59 667171Recreational land-acres 7,188 7,2317,1217,120Natural Resource Lands-acres 5,040 5,0624,7174,717Eisenhower GC-rnds of golf 39,067 39,19438,37736,278Compass Pointe GC-rnds of golf 58,219 59,18555,48161,089Regional Park- visits 1,405,172 1,407,0991,370,9001,374,905

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Department of Recreation and ParksDirector's Office


The Director’s Office provides overall direction, planning, and control at the department level and includes the Director, a Parks Administrator, a Recreation Administrator, and support staff consisting of a Senior Management Assistant and an Administrative Secretary. The Director's Office also includes the functions of the Marketing, Events and Scheduling section.

The Recreation Bureau is responsible for overall planning operations of the department’s recreational programming, including basic recreation programs and adult and youth athletic programs. Recreation Administration oversees the before and after School Age Child Care Program funded through the Child Care Fund.

The Parks Bureau is responsible for the day-to-day operation and maintenance of County park facilities and long-range planning for the acquisition, development, and operation of future facilities.

The Director’s Office also oversees the Golf Courses.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 256,200642,463 2,011,000 2,241,500 2,267,200

Total by Fund 256,200642,463 2,011,000 2,241,500 2,267,200

ObjectPersonal Services 277,200561,249 975,800 1,211,500 1,253,000Contractual Services 2,60041,475 60,000 58,800 62,600Supplies & Materials (24,700)23,147 124,700 120,600 100,000Business & Travel 1,1001,591 3,200 3,300 4,300Capital Outlay 00 500 500 500Grants, Contribution 015,000 846,800 846,800 846,800Total by Object 256,200642,463 2,011,000 2,241,500 2,267,200


•

Contractual Services and Supplies & Materials fund the routine costs such as telephones, printing, et cetera.

•

Grants include $832,000 to reimburse AACPS for building use by leagues and other community uses; primarily for the purpose of defraying AACPS custodial overtime.

•

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Department of Recreation and ParksRecreation


Bureau of Recreation consists of an administrative oversight unit as well as three Divisions including: Recreation programs, Athletic programs, primarily organized sports, and Athletic facilities and complexes.

The Recreation Programs Division manages a wide variety of departmental recreational programs. Funding supports the part-time staff of instructors who run the programs and oversee related supplies and equipment directly dedicated to the programs and participants. Citizens participate in programs ranging from recreation activities at more than 90 sites, and adaptive recreation programs. Participants pay a fee for all programs. Individuals pay admission for use of the two swim centers.

The Athletic Programs Division oversees the department’s youth and adult sports programs. Funding supports the direct operating expenses of these programs, including officiating fees and supplies. Teams pay a league fee to participate in these programs.

The Athletic Facilities Division is responsible for the department’s youth and adult sports programs held at regional complexes. Teams pay a league fee to participate.

The Bureau of Recreation generates about $4.5 million in revenues against expense of $7.3 million or about 62.4% of the cost.



Budget Summary


Total by Fund 335,9008,375,619 6,826,000 6,850,900 7,161,900

ObjectPersonal Services 296,3004,629,344 4,079,000 4,078,400 4,375,300Contractual Services 45,4002,073,580 1,946,900 2,005,300 1,992,300Supplies & Materials (6,800)477,214 446,300 411,300 439,500Business & Travel 1,0007,565 1,300 2,200 2,300Capital Outlay 013,145 9,500 10,700 9,500Grants, Contribution 01,174,772 343,000 343,000 343,000Total by Object 335,9008,375,619 6,826,000 6,850,900 7,161,900

The increase in Personal Services is attributable to Countywide increases to the pay package and is partially offset by an adjustment to turnover.

•

Contractual Services funds recreation officials and contractors to handle services at recreation facilities not located in the County's primary parks; it also funds electricty as well as water and sewerage expenses for those recreation facilitities.

•

Supplies includes printing, postage, landscaping materials, and recreational supplies.

•

Grants include $328,000 in maintenance grants funds for sports organizations who typically receive small grants providing a service benefit far in excess of the grant cost.

•

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Department of Recreation and ParksParks


The Parks Bureau consists of 5 Divisions that operate and maintain County parks and cultural resources.

The Planning and Construction Division identifies land preservation and recreational facility needs, manages Program Open Space, and conducts subdivision reviews.

The Park Operations Divisions (North and South) manage five regional parks, ranging in size from the 244 acre Down’s Park to the 1,400 acre Jug Bay Wetlands Sanctuary, community parks, and the maintenance operation. The Maintenance section is responsible for horticulture and maintaining 71 playgrounds, more than 200 courts, and 350 playing fields to include 58 irrigated fields and associated buildings and structures.

The Trails Division administers 28 miles of greenway as well as surrounding parkland and natural areas. This includes the B&A, BWI, WB&A, Jonas Green, South Shore and Broadneck Trails, totaling approximately 3,620 acres of natural parklands within the park system.

The Cultural Resources Division handles funding to Historic London Town, Hancock’s Resolution, Linthicum Walks and related programs, the Dairy Farm at Gambrills, and various historic properties.

The Parks Bureau generates about $1.3 million in revenues against expenses of $8.5 million or about 14.8% of costs.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 605,5007,583,315 7,681,400 7,921,400 8,286,900Grant Fund - Rec & (15,000)8,496 15,000 0 0

Total by Fund 590,5007,591,811 7,696,400 7,921,400 8,286,900

ObjectPersonal Services 393,6005,060,630 5,097,900 5,351,400 5,491,500Contractual Services 2,9001,784,095 1,848,000 1,810,800 1,850,900Supplies & Materials (7,000)446,848 466,600 460,700 459,600Business & Travel 1,0005,448 3,600 4,200 4,600Capital Outlay 200,00060,489 46,000 60,000 246,000Grants, Contribution 0234,300 234,300 234,300 234,300Total by Object 590,5007,591,811 7,696,400 7,921,400 8,286,900

The increase in Personal Services is attributable to Countywide increases to the pay package and is partially offset by an adjustment to turnover.

•

Contractual Services includes: $474,000 - Electricity$245,100 - Leases, primarily to lease the Dairy Farm from the Navy$468,200 - Vehicle costs$381,700 - Mowing, maintenance, waste disposal services and repairs

•

The increase in Capital Outlay is to implement the replacement of large equipment needed for park maintenance.

•

A grant is funded to the Londontown Foundation to operate the Londontown Park and Gardens for $234,300.

•

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Department of Recreation and ParksGolf Courses


The Department’s Golf Courses Bureau provides funding for the County’s two public golf courses, Eisenhower and Compass Pointe. Both golf courses are generally self-sustaining and neither course employs County employees. The Department oversees operations of the two courses through an interagency committee. The current operator is Billy Casper Golf, Inc.

Eisenhower Golf Course is an 18-hole public golf course with a driving range and a practice putting green. It is located in Crownsville, along General’s Highway on land leased from the City of Annapolis. The County constructed the golf course in the mid-1960s and operates it under a lease that expires in 2016.

Compass Pointe Golf Course is a 36-hole public golf course with a driving range and a practice putting green. It is located on County owned land in Pasadena, along Fort Smallwood Road. Initially developed by the State’s economic development agency, MEDCO, the County began operating Compass Pointe in FY2006.

The courses continue to be the Department's best performing cost recovery recreation activity at greater than 78.6%.



Budget Summary


Total by Fund 62,5005,259,934 5,564,400 5,569,400 5,626,900

ObjectContractual Services 62,5003,398,915 3,663,400 3,663,400 3,725,900Debt Service 01,861,019 1,901,000 1,906,000 1,901,000Total by Object 62,5005,259,934 5,564,400 5,569,400 5,626,900

The County's two golf courses are operated by a contracted vendor and no County employees are employed at either course.

•

Contractual Services includes the $3.6 million payment to the vendor-operator of the two courses and $145,000 to the City of Annapolis for the profit sharing lease agreement at Eisenhower Golf Course.

•

The total debt service allotment covers the debt service for Compass Pointe.•

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Department of Recreation and ParksChild Care


The mission of the School Age Child Care (SACC) program is to provide a safe, nurturing environment that promotes social interaction, community integration, and physical development while encouraging a positive self-image for all participants. The program operates in accordance with regulations of the State Office of Child Care and NSACA standards for quality school age care.

The Enterprise Fund is self-sustaining based on fees paid by families for services rendered. No County General Funds support the program.

Operation of 34 school year locations include before and after school care at 33 elementary school sites and one (1) middle school site.

Before school care is offered from 7 a.m. until the start of the school day. After school care is offered from the end of the school day until 6 p.m. everyday the school is open for students.

Approximately 183 seasonal-temporary staff members work at 34 locations.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundRec & Parks Child C 247,8003,892,576 4,636,200 4,635,000 4,884,000

Total by Fund 247,8003,892,576 4,636,200 4,635,000 4,884,000

ObjectPersonal Services 230,6002,862,903 3,457,400 3,447,200 3,688,000Contractual Services 29,100224,415 260,500 282,900 289,600Supplies & Materials (800)320,692 399,900 402,600 399,100Business & Travel (6,700)25,928 54,300 43,500 47,600Capital Outlay (4,400)4,139 9,600 4,300 5,200Grants, Contribution 0454,500 454,500 454,500 454,500Total by Object 247,8003,892,576 4,636,200 4,635,000 4,884,000

The School Aged Child Cared Fund is a fully self-sustaining special fund whose revenues are service fees paid by parents.

•

Personal Services is comprised of approximately $685,900 of pay and benefits for County Merit System employees the balance is for part-time seasonal employees spending.

•

The budget for Contractual Services, Supplies and Business & Travel are for wide ranging expenses to operate before and after school child care at sites co-located in schools through-out the Anne Arundel County Public School system. Examples include, telephones, vehicle costs, ordinary office supplies, as well as items for children.

•

Grants and contributions made by the SACC Fund to pay post-retirement health care but primarily to reimburse the County General Fund for overhead services provided by the offices of Finance, Central Services , Personnel and Information Technology as well as the Board of Education for the use of AACPS buildings.

•

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Department of Recreation and ParksGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0213 Office Support Specialist OS 6 6 6 06660223 Secretary III OS 6 1 1 01110224 Management Aide NR 12 3 3 03330241 Management Assistant I NR 15 1 1 01110242 Management Assistant II NR 17 1 1 01110245 Senior Management Assistant NR 19 6 6 06660266 Program Specialist II NR 17 2 2 02220911 Planner I NR 15 1 1 01112001 Equipment Operator I LM 6 5 5 05552022 Automotive Mechanic II LM 9 1 1 01112411 Maintenance Worker I LM 3 1 1 01112412 Maintenance Worker II LM 5 9 9 09992419 Roads Maintenance Supervisor NR 14 1 1 01113001 Park Ranger NR 13 0 0 000143001 Park Ranger R 1 14 14 0141403015 Recreation Supervisor NR 17 7 7 07773016 Recreation Specialist NR 13 2 2 02223023 Parks Administrator NR 22 1 1 01113024 Recreation Administrator NR 22 1 1 01113040 Park Maintenance Supervisor NR 13 5 5 05553042 District Park Maintenance Supv NR 14 3 3 03333043 Sports Complex Supervisor NR 14 1 1 01113045 Rec&Parks Facility Superintend NR 17 7 7 07773051 Naturalist NR 14 1 1 01113052 Horticulturist I LM 10 1 1 01113055 Horticulturist II NR 16 1 1 01113070 Turf Maintenance Assistant NR 9 1 1 01113071 Turf Maintenance Specialist NR 16 1 1 01113083 Chief Of Plan & Const Programs NR 20 1 0 00113083 Chief, Plan & Const Programs NR 20 0 1 0100


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Department of Recreation and ParksRec & Parks Child Care Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 2 2 02220223 Secretary III OS 6 1 1 01110224 Management Aide NR 12 1 1 01113007 Child Care Program Specialist NR 13 4 4 04443015 Recreation Supervisor NR 17 1 1 0111



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Department of Recreation and ParksGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0175 Director Of Recreation & Parks E 7 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Health Department FY2015 Approved Budget

Mission Statement The Anne Arundel County Department of Health's vision is a vibrant Anne Arundel County with healthy people in healthy communities. In furtherance of that vision, our mission is to preserve, promote and protect the public health of all people who live, work and play in Anne Arundel County. Critical to achieving our vision and mission are strong, sustainable partnerships with individual residents, public sector agencies, community-based organizations, health care providers and insurers, academic institutions, businesses and other private sector agencies. The Department of Health is committed to leadership and service to assure that all County residents have access to high quality personal, preventive and environmental health services and information. Major Accomplishments

• Developed the Department’s first Cultural Competency initiative as part of continuing efforts to address the intrinsic and extrinsic effects of cultural diversity, including health disparities.

• Established partnerships with the Maryland Health Benefit Exchange and the central region Connector Entity, HealthCare Access Maryland (HCAM), to provide access to new health insurance options. Presented a series of nine community forums educating residents in all councilmanic districts about the Affordable Care Act and local implementation efforts, in collaboration with HCAM, the County Department of Social Services and the County Department of Aging and Disabilities.

• Approved the installation of 191 nitrogen-reducing on-site sewage disposal systems and performed 4,299 food facility inspections.

• Administered nearly 24,000 doses of seasonal flu vaccine to

County residents, including nearly 18,000 doses of FluMist vaccine to school-aged students in County public schools.

• Returned 92% of nearly 659,000 students seen in County school

health rooms back to classrooms ready to learn, while providing

disease case management to 6,237 students with complex chronic medical needs.

• Opened three wellness and recovery centers, including two Adolescent Clubhouses, that provide services for residents in recovery from substance abuse or co-occurring disorders.

• Provided 34,504 nutrition education sessions to over 13,000 low-income pregnant, breastfeeding, and postpartum women who participate in WIC.

• Provided necessary dental treatment and preventive care to 4,672 people.

Key Objectives • Monitor developments in the State’s health care system

transformation efforts, including the impact of Affordable Care Act implementation in the community, work with local health care providers in the new landscape to strategically plan to meet the overall health needs of County residents.

• Maximize utilization of the Bay Restoration (septic) program to reduce the amount of nitrogen from septic systems by providing grants that support best available technology (BAT), and where possible, connection of households to public sewer with abandonment of existing septic systems.

• Continue work with the Healthy Anne Arundel Coalition to

improve the health of all county residents, specifically addressing obesity prevention and co-occurring disorders and increasing engagement with community organizations and businesses.

• Develop a plan to integrate the public mental health and substance abuse systems with the Anne Arundel County Mental Health Agency, Inc. in order to enhance local provider capacity and improve care quality and coordination for County patients and families who need services.

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Inc (Dec)from Orig.



FundGeneral Fund 1,154,10029,143,078 32,743,600 31,742,900 33,897,700Grant Fund-Health Dept 1,300,90021,026,052 19,108,700 19,356,100 20,409,600

Total by Fund 2,455,00050,169,130 51,852,300 51,099,000 54,307,300CharacterAdministration & Operations 510,6003,790,980 3,697,400 3,652,300 4,208,000Disease Prevention & Mgmt (269,000)6,537,287 7,149,900 7,038,000 6,880,900Environmental Health Services 601,0006,147,220 6,601,800 6,317,800 7,202,800School Health & Support 235,90011,836,700 12,695,600 12,255,500 12,931,500Behavioral Health Services 621,40011,916,111 12,396,000 12,506,800 13,017,400Family Health Services 755,1009,940,831 9,311,600 9,328,600 10,066,700

Total by Character 2,455,00050,169,130 51,852,300 51,099,000 54,307,300ObjectPersonal Services 1,765,00036,566,966 39,617,500 38,971,800 41,382,500Contractual Services 4,40010,045,801 9,366,600 9,066,000 9,371,000Supplies & Materials 43,6001,151,225 1,183,100 1,009,200 1,226,700Business & Travel 53,700252,115 243,400 269,500 297,100Capital Outlay (68,200)692,845 93,300 49,200 25,100Grants, Contributions & Other 656,5001,460,180 1,348,400 1,733,300 2,004,900

Total by Object 2,455,00050,169,130 51,852,300 51,099,000 54,307,300

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund 064 69 69 69Grant Fund-Health 017 13 13 13



CharacterDisease Prevention 0.001.00 1.00 1.00 1.00Environmental Healt 0.0050.00 51.00 51.00 51.00School Health & Su 0.001.00 1.00 1.00 1.00Behavioral Health S 0.0029.00 29.00 29.00 29.00Total-Character 0.0081.00 82.00 82.00 82.00

In addition to the 82 Merit employees illustrated above, the Department employs:An Administrative Secretary that is exempt from the County Classified Service358 Exempt Employees - Non-merit employees hired on a contractual basis250 State Merit Employees - Salaries partially reimbursed by the State

•


•



FY2012 FY2013 FY2014 FY2015

Disease Prevention & MgmtSeasonal Flu Vaccines 10,000 3,20010,0009,122Mammograms 1,000 8001,1401,283Reportable diseases investigated 2,200 2,2002,5002,070Children in smoking prevention 60,000 60,00075,60974,676

Environmental Health ServicesFood facility inspections 4,330 4,3504,2994,349Housing complaints investigated 1,680 1,6901,6741,639Well permits issued 675 725667596

School Health & SupportSchool health treatments perform 85,330 90,00080,50080,240FluMist vaccinations given in scho 16,000 18,00020,00017,884

Behavioral Health ServicesAdult Addictions sessions held 5,850 5,9005,7734,440Adolescent & Family mental healt 7,410 7,6805,9466,600Criminal Justice client assessment 2,000 2,0001,9511,892

Family Health ServicesHealthy Start Referrals 1,555 1,5601,5531,353Dental patient visits 7,990 8,2007,6909,413MA Transportation Rides Complet 49,500 66,00049,71834,758WIC clients certified or recertified 13,150 13,20013,13416,529

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Health DepartmentAdministration & Operations


The Administration Bureau provides the Department’s overall direction and support functions necessary for the five ‘line’ bureaus within the Department of Health to complete their missions.

Budget and Finance prepares annual budgets, processes billing, accounts receivable, accounts payable and purchasing for the Department of Health. This entails managing the Department’s $54.3 million plus budget and annually handling over 15,000 financial transactions for purchase requisitions, direct payments, invoices and purchasing card orders.

Central Services provides the logistical, security and communications support necessary to operate the Department’s numerous clinical and office sites.

The Human Resources Office supports the agency through recruitment, compensation, employee relations, benefits management, employee development, policy interpretation, and payroll/timekeeping. The Department employs almost 700 people under both State and County Merit System rules and regulations and handles hundreds of temporary, seasonal, contractual and employment agreement employees every year.

The Information Technologies program provides all computer technology services for the Department of Health. The program maintains 35 servers and over 850 computers and auxiliary devices. The Program is also responsible for all software applications used by staff, whether created in-house, purchased from outside vendors or provided the State and County. The program’s goal is to provide the Programs and staff within the Department of Health the technology tools they need to meet their individual missions.

The Health Planning and Surveillance Program serves as a resource for information and data for Department of Health initiatives. The Program assists the Department’s five operating bureaus in developing goals and objectives based on health indicators and emerging concerns, and in performing data-based assessments of program outcomes. Residents have access to a comprehensive profile of the County’s health status on the Department of Health website.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 331,4003,101,948 3,364,700 3,211,800 3,696,100Grant Fund-Health 179,200689,032 332,700 440,500 511,900

Total by Fund 510,6003,790,980 3,697,400 3,652,300 4,208,000

ObjectPersonal Services 320,7002,548,378 2,748,000 2,656,800 3,068,700Contractual Services 18,500855,313 799,800 848,900 818,300Supplies & Materials 2,600114,869 124,200 124,800 126,800Business & Travel 19,80015,008 18,400 15,800 38,200Capital Outlay (1,000)257,411 7,000 6,000 6,000Grants, Contribution 150,0000 0 0 150,000Total by Object 510,6003,790,980 3,697,400 3,652,300 4,208,000


•

Grants include:$50,000 - Shock Trauma$100,000 - Anne Arundel Medical Center

•

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Health DepartmentDisease Prevention & Mgmt


The Bureau of Disease Prevention and Management is comprised of five programs. These programs are responsible for providing comprehensive health outreach and communication activities to promote good health and healthy lifestyles, prevent disease, and protect the health of County residents.

Infectious Disease Control includes: community education, evaluation and treatment for persons with TB, anonymous and confidential HIV counseling and testing, STD prevention investigation/ partner notification services, case management for persons with HIV/AIDS and workplace/communicable program to ensure agency compliance with OSHA.

Infectious Disease Prevention and Control investigates reportable diseases and human exposures to rabies, administers vaccines and reduces barriers to ensure availability of vaccines to County residents. Childhood and adult vaccines are offered by appointment and through walk-in clinics at 2 area health centers, as well as through special clinics throughout the year.

Cancer Screening Services provides free breast and cervical cancer screening for low income eligible AACo women including covering the cost of PAP tests, clinical breast examinations, mammograms and other diagnostic tests and treatment.

The Community Education and Health Disparities Program develops health information and programs on age appropriate cancer screenings, tobacco prevention and cessation, cardiovascular health, healthy eating, physical activity, childhood injury prevention and teen reproductive health to encourage healthy behaviors in children and adult Anne Arundel County residents. Health disparities are addressed by coordinating services through a network of community based outreach programs.

The Communications Program provides public information services including the administration and content of the Department’s web sites to communicate the department’s health information and services to County residents.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (402,500)2,410,978 3,022,000 2,797,500 2,619,500Grant Fund-Health 133,5004,126,309 4,127,900 4,240,500 4,261,400

Total by Fund (269,000)6,537,287 7,149,900 7,038,000 6,880,900

ObjectPersonal Services 57,4004,668,429 5,483,300 5,536,400 5,540,700Contractual Services (162,400)1,382,405 1,181,400 1,155,800 1,019,000Supplies & Materials (156,800)388,688 412,900 261,900 256,100Business & Travel 2,00033,816 32,600 41,300 34,600Capital Outlay 016,581 0 0 0Grants, Contribution (9,200)47,368 39,700 42,600 30,500Total by Object (269,000)6,537,287 7,149,900 7,038,000 6,880,900


•

The decrease in Contractual Services is attributed to the elimination of the Life Screen Program.

•

The decrease in Supplies & Materials is due to the reduction in flu clinics.•

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Health DepartmentEnvironmental Health Services


The Bureau of Environmental Health promotes and protects public health and safety through environmental regulation, inspection, and education of the public in areas of food protection, housing, private septic systems and wells, recreational water quality, and zoonotic diseases.

Environmental Health Administration provides management and leadership to the Bureau, and facilitates and coordinates support services, including fiscal management, personnel oversight, information technology, and data analysis.

The Sanitary Engineering program promotes and protects public health and safety through a wide range of inspection and regulatory activities associated with the installation of private septic systems and wells in the County. Additional functions of the program include public swimming pool and spa inspections and licensing, pool operator and lifeguard licensing, inspecting vehicles used to transport septic tank waste, and undertaking studies to evaluate the quality of groundwater for well water users.

The Housing and Food Protection Services program protects the health, safety and general welfare of the citizens and visitors of Anne Arundel County by ensuring safe and sanitary housing conditions. The Program licenses and inspects a wide range of activities including food service facilities and special events, multiple dwellings, mobile home parks, adoptive and foster homes, camps and exotic bird facilities. The program also investigates complaints concerning health and safety and hazards including trash, sewage and wastewater discharges, general nuisances, animal waste, rodents and housing violations.

The Office of Assessment, Planning and Response (OAPR) establishes and maintains a sustained level of response capability for public health emergencies. OAPR continues ongoing efforts to ensure local and regional readiness, interagency collaboration, and preparedness for bioterrorism events, outbreaks of infectious disease, and other public health threats and emergencies.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 661,9005,354,681 5,907,300 5,678,000 6,569,200Grant Fund-Health (60,900)792,540 694,500 639,800 633,600

Total by Fund 601,0006,147,220 6,601,800 6,317,800 7,202,800

ObjectPersonal Services 415,4005,386,538 6,003,800 5,812,700 6,419,200Contractual Services 128,900473,826 410,500 392,800 539,400Supplies & Materials 124,40067,835 74,600 63,300 199,000Business & Travel 2,50029,473 25,300 24,100 27,800Capital Outlay (60,800)167,551 60,800 3,000 0Grants, Contribution (9,400)21,997 26,800 21,900 17,400Total by Object 601,0006,147,220 6,601,800 6,317,800 7,202,800


•

The increase in Contractual Services and Supplies & Materials is primarily attributed to the addition of the Oral Rabies Vaccine (ORV) Program. In addition, an increase in the mosquito control program and an operating lease rate adjustment contributed to the increase in Contractual Services.

•

The decrease in Capital Outlay is attributable to a reduction in grant funding.•

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Health DepartmentSchool Health & Support


The Bureau of School Health and Support provides county residents with school health nursing, audiology, and vision and hearing screening.

School Health and Support Administration provides leadership, management direction and support appropriate to individual employees and teams in order to continuously improve performance in the bureau. Emphasis is placed on cost-effectiveness, quality measures, adhering to governmental regulation, and compliance with Health Department policies and procedures. Day-to-day activities include fiscal management, facilities management, and personnel oversight for the three programs.

The School Health Services program preserves, protects and promotes the health of public school children. The program includes school nursing and support services, such as vision and hearing screening, as well as audiology testing primarily for County public school students. These services provide health teaching, counseling, screenings, home visiting, health promotion, case management and coordination of care for special needs students, as well as emergency management, crisis intervention, first aid, and medication administration. The program provides about 80,000 treatments annually in all of Anne Arundel County’s schools.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 266,40011,419,000 12,242,900 11,767,500 12,509,300Grant Fund-Health (30,500)417,700 452,700 488,000 422,200

Total by Fund 235,90011,836,700 12,695,600 12,255,500 12,931,500

ObjectPersonal Services 239,30011,327,731 12,152,300 11,707,800 12,391,600Contractual Services (5,600)309,030 343,900 354,200 338,300Supplies & Materials (3,100)95,697 124,800 114,000 121,700Business & Travel 1,80087,684 71,100 76,000 72,900Capital Outlay 3,50016,558 3,500 3,500 7,000Total by Object 235,90011,836,700 12,695,600 12,255,500 12,931,500

This unit provides direct health care services to the County school system by employing 45 State Merit employees, 265 Contractual employees, and 1 County Merit employee.

•

The increase in Personal Services is attributable to Countywide increases to the pay package and the addition of Monarch and Applied Technology schools to the school health program.

•

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Health DepartmentBehavioral Health Services


The Behavioral Health Bureau assesses mental health and substance abuse problems, promotes behavioral health through education, prevention, and treatment. It provides leadership in organizing effective public and private strategies to meet the needs of County residents affected by mental health, substance abuse and violence.

Behavioral Health Administration is responsible for providing coordination and supervision of the bureau services, including program and funding oversight of the Sexual Assault Crisis Center and the Domestic Violence Program. The Young Woman’s Christian Association (YWCA) is the vendor for both the Sexual Assault Crisis Center and the Domestic Violence Program.

Adolescent and Family Services provides both outpatient mental health and addiction services to the youth of Anne Arundel County. The Mental Health program provides services to children and adolescents ranging in age from 5 to 18 years old. The Addiction program provides assessment and treatment services to those 12 to 17 years of age.

The Adult Addiction Clinic provides assessment, referral and medication treatment (including methadone and buprenorphine) to County residents diagnosed with opiate dependency. The Adult Addiction Clinic collaborates with multiple community and private providers to coordinate patient care, develop policies and problem solving.

Community Treatment Services is responsible for coordination of substance abuse assessment, referral and treatment services for indigent county residents. Services are primarily accessed by individuals involved in the Criminal Justice System. The four programming elements designed to reduce barriers to treatment are: Assessment and Treatment Referral Program; Community Treatment Services Funding Office; and Drug Court Community Care Monitoring (CCM) Program.

The Adult Evaluation and Review Services (AERS) and the Medical Assistance Personal Care Programs serve adults over the age of 55. These programs work closely with the Community Care Partnership Nurse Case Management Program at the Department of Aging and Disabilities.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 478,9003,598,775 5,778,900 5,948,900 6,257,800Grant Fund-Health 142,5008,317,336 6,617,100 6,557,900 6,759,600

Total by Fund 621,40011,916,111 12,396,000 12,506,800 13,017,400

ObjectPersonal Services 566,3006,099,110 6,919,100 7,048,000 7,485,400Contractual Services (581,100)4,505,285 4,308,400 3,910,300 3,727,300Supplies & Materials 86,400275,122 280,300 269,900 366,700Business & Travel 17,80023,694 29,700 29,400 47,500Capital Outlay (900)191,396 8,000 19,200 7,100Grants, Contribution 532,900821,504 850,500 1,230,000 1,383,400Total by Object 621,40011,916,111 12,396,000 12,506,800 13,017,400


•

The Contractual Services decrease and Grants & Contributions increase are as a result of a net shift in Addictions Treatment and Recovery Support Services Grant Dollars to Providers of Care.

•

Grants, Contributions & Other contains:$490,000 - General Fund contribution to the Grant Fund to meet County match requirements $227,100 - Indirect cost allocation to the Grant Fund$494,500 - Addictions Treatment & Prevention and Recovery & Support Services Grants$171,800 - Halfway House Grants

•

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Health DepartmentFamily Health Services


The Bureau of Family Health Services is comprised of the following programs: Dental Health, WIC, Healthy Start, REACH/Administrative Care Coordination/Ombudsman, and Eligibility and Enrollment.

The Dental Health Program provides dental care and oral care information to special population groups, with an emphasis on pediatric care.

The Special Supplemental Nutrition Program for Women, Infants and Children (WIC) provides low-income women and children up to age 5 who are at nutritional risk healthy foods to supplement diets and information on healthy eating and promotes breastfeeding.

Healthy Start provides home-based case management services to prenatal and postpartum women, high/at risk families, infants and children.

The REACH Program provides access to quality health care and discounted prescription drugs for low-income uninsured individuals. The Administrative Care Coordination/Ombudsman Program provides outreach, education and coordination of care for residents of the County enrolled in HealthChoice.

The Eligibility and Enrollment Program provides access to health care for eligible low to moderate income Anne Arundel County residents through the Maryland Children’s Health Program and Medical Assistance for Families Medical Assistance Transportation provides transportation to Medicaid-covered health care for eligible Medicaid and Health Choice recipients in Anne Arundel County



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (182,000)3,257,697 2,427,800 2,339,200 2,245,800Grant Fund-Health 937,1006,683,135 6,883,800 6,989,400 7,820,900

Total by Fund 755,1009,940,831 9,311,600 9,328,600 10,066,700

ObjectPersonal Services 165,9006,536,779 6,311,000 6,210,100 6,476,900Contractual Services 606,1002,519,941 2,322,600 2,404,000 2,928,700Supplies & Materials (9,900)209,012 166,300 175,300 156,400Business & Travel 9,80062,439 66,300 82,900 76,100Capital Outlay (9,000)43,349 14,000 17,500 5,000Grants, Contribution (7,800)569,310 431,400 438,800 423,600Total by Object 755,1009,940,831 9,311,600 9,328,600 10,066,700


•

The increase in Contractual Services is attributed to the increase in the Medical Assistance Transportation grant.

•

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Health DepartmentGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 1 1 01110222 Secretary II OS 4 1 1 01110231 Administrative Secretary NR 12 1 1 01110245 Senior Management Assistant NR 19 3 3 03330264 Program Manager NR 19 4 4 04440265 Program Specialist I NR 15 2 2 02220275 Addictions Specialist NR 14 12 12 01212120276 Director, Public Health Progms NR 21 3 3 03330277 Dep Director, Public Hlth Prog NR 20 2 2 02220873 GIS Specialist NR 15 1 1 01111221 Environmental Sanitarian II NR 15 25 25 02525251222 Environmental Sanitarian III NR 16 9 9 09991225 Environmental Sanitarian Supvr NR 17 8 8 08881261 Crisis Intervention Counselor NR 14 1 1 01112342 Engineer II NR 17 1 1 01102343 Engineer III NR 18 1 1 01114017 Human Services Specialist NR 15 4 4 04444018 Human Services Supervisor NR 17 1 1 01114023 Special Program Manager II NR 16 2 2 0222



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Health DepartmentGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



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Department of Social Services FY2015 Approved Budget

Mission Statement The Anne Arundel County Department of Social Services will assist County residents to achieve and maintain self-sufficiency, provide services to strengthen individuals and families, and join our community partners in the protection of vulnerable adults and children. Major Accomplishments

• Over $141 million in benefits were provided to County residents in 2013, to be spent in the local economy.

• Monthly, the agency provided Food Stamps to 42,117 households

and access to health care to about 29,436 individuals, provided cash assistance to 3,639 families through the Temporary Cash Assistance program, 609 adults through the Temporary Disability Assistance Program, and 453 children were served through our Child Care Subsidy unit.

• Federal requirements measure the rate at which children are

subjected to repeat maltreatment. In FY13, the Anne Arundel County rating core for the avoidance of repeat maltreatment was 95%.

• FY 2013, $175,500 in County Emergency Assistance funds,

$50,300 in State Flex Funds and $285,334 in State Emergency Assistance funds were made available to County residents to prevent utility shut offs, to provide pharmacy assistance, and to prevent eviction.

• The Department provides services 24 hours a day for County residents. Every evening and weekend, there are at least two workers and a supervisor on call. Calls include referrals of maltreatment to children and vulnerable adults, assessment of families and single adults who may be homeless and in need of shelter, and all other requests for information and deferral. Emergencies are dealt with when the call is received, and non-emergent calls are forwarded to the Department on the next business day. There were 2515 calls received after hours in FY 13.

• At the Family Support Center, 344 children received child & family care and 260 fathers had enrolled in Young Fathers Program and high school graduation programs (Teen Parent Alternative, GED).

• The Work Opportunities Program achieved over 1000 job

placements for County residents at an average wage of almost $11 per hour. The Department of Social Services provides almost $900, 000 per year to AAWDC to provide job related services for FY2013.

• Anne Arundel County DSS was the first in the State to establish

a home that provides supervised visitation to children who are in State custody. In FY 13, there were 748 supervised visits.

• In FY2013, there were 173 children in out of home care and 31

new resource homes were approved for placement of foster children.

• Our Holiday Sharing Program served 1,826 families at

Thanksgiving and 4,848 Families at Christmas. The monetary value of the volunteer time and 739 donations is worth $2,256,990.

• Homeless Resource Day was on March 29, 2014. The event cost $4k in County funds. Estimated value of the day is worth over $260,000 in donated services which assisted 495 homeless individuals.

• The Back to School program, a partnership between DSS and the

Board of Education, assisted 6,593 students in county elementary schools. Twelve middle schools received $1,000 each for school supplies. 949 donors made this possible. Monetary value of this program is $535,293.

Key Objectives

• Coordinate a yearly Homeless Resource Day. • Partner with Board of Education to offer school supplies to 6,000

underprivileged children. • Prevent homelessness through eviction prevention, utility

assistance. • Provide support and assistance to relative caregivers who are

raising children.

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Inc (Dec)from Orig.



FundGeneral Fund (600)4,006,019 4,627,900 4,150,400 4,627,300Grant Fund-Social Services (21,000)1,006,461 1,044,900 1,106,400 1,023,900

Total by Fund (21,600)5,012,480 5,672,800 5,256,800 5,651,200CharacterAdult Services 69,1001,962,452 2,154,000 2,060,200 2,223,100Family & Youth Services (94,400)2,787,303 3,214,200 2,914,900 3,119,800Family Preservation 3,700262,724 304,600 281,700 308,300

Total by Character (21,600)5,012,480 5,672,800 5,256,800 5,651,200ObjectPersonal Services (61,200)3,702,113 4,248,300 3,902,100 4,187,100Contractual Services (5,600)96,134 102,900 154,000 97,300Supplies & Materials 018,689 29,100 22,600 29,100Business & Travel 03,173 14,000 12,000 14,000Grants, Contributions & Other 45,2001,192,371 1,278,500 1,166,100 1,323,700

Total by Object (21,600)5,012,480 5,672,800 5,256,800 5,651,200

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014






CharacterFamily & Youth Serv 0.0014.00 14.00 14.00 14.00Total-Character 0.0014.00 14.00 14.00 14.00

In addition to the 14 Merit employees illustrated above, the Department is comprised of:76 Exempt Employees - Non-merit employees hired on a contractual basis6 Salary Supplements - County supplements for State salaries3 State Merit Employees - Salaries partially reimbursed by the State

•


•



FY2012 FY2013 FY2014 FY2015

Adult ServicesAdults Housed & Supervised 3 333Bed nights - Homeless Shelter 45,000 45,00041,00041,000Meals - Homeless Shelter 40,000 43,00040,00040,000Local Emergency Assistance Client 1,515 1,5521,4571,159

Family & Youth ServicesPhysical Exams-Abused Children 42 353535Emgncy Intake Calls-Child Prot Sv 1,330 1,3601,3001,269Foster Care Supplements-Children 44 444444New Foster Home Recruits 43 414242

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Department of Social ServicesAdult Services


Adult Services includes gap-filling funding for Adult Foster Care, operating costs for Sarah’s House Supportive Housing Program, and local emergency assistance when other resources have been exhausted or are not available and the Community Resource Center. Adult Foster Care – provides funds to ensure safe, stable and supervised living arrangements for disabled adults who have a chronic mental and/or physical illness. These adults are without relative resources, and are at risk of being institutionalized.

Homeless Shelter Program – provides operating funds for the Sarah’s House Supportive Housing Program for homeless men, women and children via a contract with Associated Catholic Charities. Sarah’s House has 66 beds in the emergency shelter and 62 beds in the transitional shelter. Oversight is provided by Anne Arundel County Department of Social Services which serves as the single source of referrals for the program.

Work Opportunities – ensures Temporary Cash Assistance (TCA) applicants and recipients meet the federal work participation rates. Many services are provided to assist customers in gaining self- sufficiency.

Local Emergency Assistance – provides funds for gap-filling services for county citizens in need. These services may include emergency shelter, medications and prescriptions, food, transportation, psychiatric services, home maintenance and repair, and moving and storage of possessions in cases of evictions. These funds provide often-crucial services on an emergency assistance basis when other resources cannot be found.

Community Resource Center – a “mall-like” facility with a single point of entry, which brokers services and resources for the citizens of Anne Arundel County. The center, which is operated by the Department of Social Services, houses eleven (11) State and community based partner organizations.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 13,6001,316,887 1,496,600 1,403,000 1,510,200Grant Fund-Social S 55,500645,566 657,400 657,200 712,900

Total by Fund 69,1001,962,452 2,154,000 2,060,200 2,223,100

ObjectPersonal Services 13,600768,971 933,300 920,100 946,900Contractual Services 2,10037,114 42,200 34,600 44,300Supplies & Materials 0197 1,000 600 1,000Grants, Contribution 53,4001,156,171 1,177,500 1,104,900 1,230,900Total by Object 69,1001,962,452 2,154,000 2,060,200 2,223,100

The Adult Services program contains 26 County Exempt Employees hired on a contractual basis.

•


•

Grants and Contributions include Federal and State grants and child care for the County’s homeless shelter at Sarah’s House in Fort Meade.

•

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Department of Social ServicesFamily & Youth Services


The Family & Youth Services Program provides services that protect vulnerable children and their families. It includes Family Support centers, Child Protective Services, Foster Care to Children, Legal Services and Support Services.

Support Services – provides funding for administrative support for agency programs and County projects managed by the Department of Social Services. Two fiscal positions help manage and assist with administrative work related to the County budget, associated revenue and grants and processing requisitions, receiving, and accounts payable through the County's financial system.

Family Support Centers – located in Annapolis and Glen Burnie , they offer a variety of services and programs for Anne Arundel County families including: Free on-site childcare for parents receiving services, Transportation to and from the Center within a fifteen minute radius, Developmental screening for infants and toddlers, Parenting classes and support groups, Home Visitation/Parenting and Life Skills Services, Young Fathers Support Network, Building Blocks Youth Program, Computer training classes, Health services, Emergency baby supplies, Adult Education Classes, English As a Second Language, Job Readiness Training, Counseling and Referrals.

Child Protective Services – provides funds for seven workers and one supervisory position who assist police in investigating complaints of child sexual assault and assist families of assaulted children in dealing with the legal system.

Foster Care to Children – funds several training seminars for prospective foster parents. It provides needed materials and supplies to the Foster Parent Association to enable this group to recruit additional foster parents for County children.

Legal Services – provides state-mandated legal services for agency juvenile court and guardianship cases. County funds are partially offset by Federal matching funds.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (17,900)2,426,408 2,826,700 2,465,700 2,808,800Grant Fund-Social S (76,500)360,895 387,500 449,200 311,000

Total by Fund (94,400)2,787,303 3,214,200 2,914,900 3,119,800

ObjectPersonal Services (78,500)2,676,665 3,012,600 2,702,500 2,934,100Contractual Services (7,700)52,773 58,500 117,200 50,800Supplies & Materials 018,493 28,100 22,000 28,100Business & Travel 03,173 14,000 12,000 14,000Grants, Contribution (8,200)36,200 101,000 61,200 92,800Total by Object (94,400)2,787,303 3,214,200 2,914,900 3,119,800

The Family & Youth Services program is comprised of 11 County Merit Employees, plus 3 Attorneys from the Office of Law, 41 County Exempt Employees hired on a contractual basis and 3 State Positions.

•

The decrease in Personal Services is primarily attributed to changes in contractual employees.

•

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Department of Social ServicesFamily Preservation


The Family Preservation Program represents a partnership between the Department and the State to establish a service delivery system to enhance the well-being of children and their families.



Budget Summary


Total by Fund 3,700262,724 304,600 281,700 308,300

ObjectPersonal Services 3,700256,477 302,400 279,500 306,100Contractual Services 06,247 2,200 2,200 2,200Total by Object 3,700262,724 304,600 281,700 308,300

There is no County funding associated with this program. The State provides the full amount budgeted.

•

Personal Services funds 8 County Exempt positions hired on a contractual basis.

•

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Department of Social ServicesGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0213 Office Support Specialist OS 6 1 1 01110241 Management Assistant I NR 15 2 2 02220242 Management Assistant II NR 17 1 1 01110513 Attorney III NR 21 1 1 01114017 Human Services Specialist NR 15 1 1 01114022 Special Program Manager I NR 14 2 2 02224023 Special Program Manager II NR 16 3 3 0333



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Police Department FY2015 Approved Budget

Mission Statement To fight and drive down all crimes while working in partnership with our community. Major Accomplishments

• Initiated Operation EAGLE which targeted distracted drivers using cell phones and texting. Officers used written warnings, citations and pamphlets as a tool to educate the public.

• Western District detectives solved a series of daytime burglaries

when a detective was able to identify one of the suspects. The detective then partnered with Baltimore County Police, where the suspect resided, to utilize a GPS location device on the suspect’s vehicle. Investigation revealed a storage unit utilized by the suspects in which a search warrant was also obtained. Over a half million dollars worth of stolen property was recovered and returned to its owners.

• Volunteer programs within the department provided over 25,000

hours of service to the taxpayers of the County.

• Special enforcement investigations resulted in the total dismantling of ten drug organizations within the County.

• Seized more than $1.9 million worth of controlled dangerous

substances during various investigations.

• Conducted weekly low cost rabies clinics vaccinating 4,308 pets and held monthly microchip clinics implanting 241 microchips this year to increase the success rate of pets reuniting with their owners.

Key Objectives

• Formulation of a new centralized Precious Metals Theft Unit while utilizing an offender based strategy to effectively identify repeat offenders to aid investigations and combat metal thefts globally.

• Partner our covert investigative assets with federal, state and

local law enforcement to identify drugs sources and aggressively pursue them. Prevention strategies will include Drug Enforcement Agency (DEA) training for all School Resource Officers to establish prescription drug and heroin education for middle and high school students.

• Determine the nexus between commercial robberies and citizen

robberies within each patrol district to help identify suspects more quickly. Decentralize commercial robbery investigations within the agency and develop effective response strategies.

• Utilize the “Intelligence Led Policing” philosophy to effectively

identify repeat offenders of theft from autos and determine areas victimized on a regular basis. Develop patrol strategies to deter, prevent and solve cases. Continue to develop public relation strategies to educate the community of crime prevention measures.

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Inc (Dec)from Orig.



FundGeneral Fund 13,180,700105,660,390 107,697,500 111,050,100 120,878,200Forfeit & Asset Seizure Fnd (223,100)580,355 703,200 678,200 480,100Grant Fund-Police Dept 74,200560,541 725,800 504,000 800,000Video Lottery Impact Aid Fund 500,0000 2,700,000 2,700,000 3,200,000

Total by Fund 13,531,800106,801,287 111,826,500 114,932,300 125,358,300CharacterPatrol Services 5,048,60051,838,755 52,529,900 56,543,900 57,578,500Special Services 1,175,50020,587,215 21,167,200 21,250,600 22,342,700Admin Services 7,530,80033,794,962 37,426,200 36,459,600 44,957,000Forfeiture & Asset Seizure Exp (223,100)580,355 703,200 678,200 480,100

Total by Character 13,531,800106,801,287 111,826,500 114,932,300 125,358,300ObjectPersonal Services 8,320,70091,784,913 96,623,200 100,158,500 104,943,900Contractual Services 2,927,30011,191,902 11,728,300 11,295,900 14,655,600Supplies & Materials 324,6001,930,212 1,983,900 1,895,000 2,308,500Business & Travel 57,600144,865 217,700 221,000 275,300Capital Outlay 1,901,6001,650,471 1,153,400 1,241,900 3,055,000Grants, Contributions & Other 098,924 120,000 120,000 120,000

Total by Object 13,531,800106,801,287 111,826,500 114,932,300 125,358,300

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014




Total by Fund 30907 917 917 947

Barg UnitLabor/Maintenance 0.00109.00 108.00 108.00 108.00Non-Represented 0.0071.60 73.60 74.00 74.00Office Support 0.0070.00 70.00 70.00 70.00Police Lieutenant 0.0032.00 32.00 32.00 32.00Police Officers 30.00552.00 561.00 561.00 591.00Police Sergeants 0.0072.00 72.00 72.00 72.00Total-Barg Unit 30.00906.60 916.60 917.00 947.00

CharacterExecutive Services 0.0037.60 0.00 0.00 0.00Patrol Services (11.00)503.00 459.00 508.00 497.00Special Services 18.00173.00 134.00 127.00 145.00Admin Services 23.00193.00 323.60 282.00 305.00Total-Character 30.00906.60 916.60 917.00 947.00

In addition to the positions in the Classified Service shown above, there are now four (4) exempt positions including the Police Chief, an Administrative Secretary to the Department Head, an Assistant Chief of Police, and a Police Chief of Staff.

•

A summary of all positions, by department and by job title, is provided at the end of this section.

•



FY2012 FY2013 FY2014 FY2015

Executive ServicesCDS Cases Analyzed 2,300 2,3002,3182,280Traffic Citations Issued 68,000 68,00065,33570,228Auto Theft Cases 92 928788Extraditions 75 758474Commercial Vehicles Inspected 610 625607600Narcotics Cases Assigned 350 350272320Narcotics Cases Closed 370 370350255Cases Assigned to Homicide 65 655362Child Abuse Cases Assigned 196 200198199Robbery Cases Assigned 88 887982911 Calls Received (Avg) 902 906878939Animals Successfully Adopted 2,000 2,0002,2781,926Incident Reports Processed 50,000 52,00051,24249,742Arrests 18,500 18,50014,94016,914

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Police DepartmentPatrol Services


Patrol Division – Uniform patrol officers are responsible for the immediate response to calls for service including the preliminary investigation of crimes and traffic accidents, the arrest of individuals found to be in violation of state and county laws, and referral of non-enforcement matters to other agencies.

Homeland Security & Intelligence - Strives to serve as a leader in the prevention, disruption, and interdiction of organized crime, gang activity, terrorism, violent criminals, and illegal activity. Our mandate is to do so by facilitating intelligence exchange, employing proactive investigative measures, and by leveraging the use of technology to effectively operate within the Intelligence-led policing model.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 5,433,40051,626,075 49,534,100 53,973,200 54,967,500Grant Fund-Police D (10,800)212,680 295,800 244,700 285,000Video Lottery Impac (374,000)0 2,700,000 2,326,000 2,326,000

Total by Fund 5,048,60051,838,755 52,529,900 56,543,900 57,578,500

ObjectPersonal Services 4,894,00051,361,519 52,021,600 55,999,500 56,915,600Contractual Services 147,500344,326 337,400 340,100 484,900Supplies & Materials (4,800)117,556 144,300 177,500 139,500Business & Travel (8,000)4,168 16,800 10,300 8,800Capital Outlay 19,90011,186 9,800 16,500 29,700Total by Object 5,048,60051,838,755 52,529,900 56,543,900 57,578,500

The increase in Personal Services is attributable to Countywide increases to the pay package and an adjustment to turnover.

•

The Police budget includes $3.2 million in Video Lottery Impact Aid for the staffing of the new posts near Arundel Mills and sustaining services in the communities in immediate proximity to the VLT Facility.

•

Contractual Services consists mainly of the prisoner transportation contract.•

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Police DepartmentSpecial Services


School Resource Officers – This program works in partnership with the AACo Board of Education. The school resource officers assist with identifying students at risk for academic failure, truancy, and or involvement in criminal activities.

Special Operations – Responsible for providing response support in emergency situations requiring specialized tactics and / or equipment including barricades and maritime operations.

Traffic Safety – Responsible for the investigation of serious departmental accidents, fatal accidents, traffic trends and analysis, the chemical test program, the towing program, motorcycle operations, taxi cab inspections and more. K-9 Patrol – The responsibility of the Canine Unit is to provide line support to divisions within the department with specially trained police dogs. Aviation – Serves the police department’s need for aerial search and reconnaissance capability.

Special Enforcement Section - Responsible for the investigation of major drug trafficking organizations; prescription drug diversion; vice crimes (including human trafficking, prostitution and illegal gambling).

Criminal Investigation - Responsible for the investigation of homicides; kidnappings; uses of deadly force by law enforcement; in-custody deaths; rape; felony sex offenses; violations committed by registered sexual offenders; child and vulnerable adult abuse; critical missing persons; major auto theft cases; major financial crimes; and crimes and regulatory violations related to pawn, second hand, and precious metal dealers.

Community Relations – Manages and supervises Arundel Mills Public Safety Corridor as well as all activities associated with the Residential Security Program, Police Explorers Program, Citizens Police Academy, Police Reserve Officer Program, Volunteers in Police Service (VIPS), Chaplains Program, Senior Liaison Program, Court Liaison, Bike Patrol Unit, and the Agency’s False Alarm Project.



Budget Summary


Total by Fund 1,175,50020,587,215 21,167,200 21,250,600 22,342,700

ObjectPersonal Services 1,037,40019,486,901 19,981,100 20,157,400 21,018,500Contractual Services 111,000778,821 778,100 744,400 889,100Supplies & Materials 21,200289,508 290,400 248,100 311,600Business & Travel 39,20024,678 28,100 29,200 67,300Capital Outlay (33,300)7,306 89,500 71,500 56,200Total by Object 1,175,50020,587,215 21,167,200 21,250,600 22,342,700

School Crossing Guards are provided with a 5% wage increase.•Most of the increase in Personal Services is attributable to countywide increases to the pay package.

•

The majority of Contractual Services is comprised of vehicle operations and replacement for School Resource Officers and the Red Light Camera program.

•

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Police DepartmentAdmin Services


The Bureau of Administrative Services provides operational support to the rest of the department as follows:

Communications – Provides coordination of incoming and outgoing 911 calls for police, fire and EMS service.

Training Academy – Recruitment as well as entry-level, in-service and specialized training as required by the Maryland Police Training Commission.

Personnel – Responsible for transfer, promotions, terminations, retirements, monitors compliance with FMLA, ADA FLSA and labor agreements.

Records – Responsible for maintaining control and custody of police incident reports and criminal history records as well as the FBI’s Uniform Crime Reporting Program.

Animal Control – Ensuring public safety, the humane treatment of animals, and providing quality professional services to the public.

Evidence Collection – Collection and processing of physical evidence, crime scene and special forensic photography, identification, latent print examination, and coordination of other lab services.

Crime Lab – Secures and ID’s CDS, serological testing and DNA analysis to support investigations and prosecutions.

Technology & Property – Provides research and coordination of technology as well as evidence storage and quartermaster functions.

Management & Planning – Oversees management and administrative functions such as fiscal analysis, budget, vehicle fleet, procurement, and grant administration.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 6,571,80033,447,101 36,996,200 35,826,300 43,568,000Grant Fund-Police D 85,000347,861 430,000 259,300 515,000Video Lottery Impac 874,0000 0 374,000 874,000

Total by Fund 7,530,80033,794,962 37,426,200 36,459,600 44,957,000

ObjectPersonal Services 2,389,30020,936,493 24,620,500 24,001,600 27,009,800Contractual Services 2,813,80010,068,755 10,467,800 10,211,400 13,281,600Supplies & Materials 308,2001,523,147 1,549,200 1,469,400 1,857,400Business & Travel 46,400116,019 152,800 181,500 199,200Capital Outlay 1,973,1001,150,547 635,900 595,700 2,609,000Total by Object 7,530,80033,794,962 37,426,200 36,459,600 44,957,000

Thirty (30) new Police Officer positions are included in the Training Academy budget. Once training is completed, they will be transferred to their new assignments.

•

The increase in Personal Services is attributable to Countywide increases to the pay package and the addition of 30 Police Officers.

•

Contractual Services consists mainly of costs related to vehicle maintenance and operations. The budget increase is mainly driven by initiation of a more aggressive replacement program, the addition of thirty new vehicles and a one-time addition of $600,000 to replace vehicles totalled over the past few years.

•

Capital Outlay provides for 30 new vehicles for the new Officers as well as $750,000 for license plate readers of which $500,000 is funded by VLT revenues.

•

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Police DepartmentForfeiture & Asset Seizure Exp


The Forfeit and Asset Seizure Fund is used to account for funds received through the United States Department of Justice Forfeiture Program. The primary purpose of this program is to deter crime by depriving criminals of the profits and proceeds of their illegal activities and to weaken criminal enterprises by removing the instrumentalities of crime. An ancillary purpose of the program is to enhance cooperation among federal, state, and local law enforcement agencies through the equitable sharing of federal forfeiture proceeds.

Any state or local law enforcement agency that directly participates in an investigation or prosecution that results in a federal forfeiture may request an equitable share of the net proceeds of the forfeiture. The budget represented here provides the local appropriation authority necessary for the Chief of Police to authorize the expenditure these funds in accordance with the Equitable Sharing Agreement and annual certification report.

Prior to FY2010, this Fund was also used to account for forfeiture proceeds arising from the enforcement of State laws. It has recently been determined by the County Office of Law that the various provisions of State law that govern such forfeitures indicate that any money that is forfeited, as well as the proceeds of the sale of other forfeited assets, must go to the County Controller for deposit into the County's General Fund. Therefore, the balance of proceeds related to State forfeitures, or about $250,000, was transferred from this Fund into the General Fund at the end of FY2009.

As a matter of policy, the County will continue to use these State forfeiture proceeds for the same purposes they have been used for in the past; to provide funding for capital outlay purchases in the Police Department.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundForfeit & Asset Seiz (223,100)580,355 703,200 678,200 480,100

Total by Fund (223,100)580,355 703,200 678,200 480,100

ObjectContractual Services (145,000)0 145,000 0 0Business & Travel (20,000)0 20,000 0 0Capital Outlay (58,100)481,432 418,200 558,200 360,100Grants, Contribution 098,924 120,000 120,000 120,000Total by Object (223,100)580,355 703,200 678,200 480,100

The FAST Fund budget provides for the purchases of one-time durable law enforcement items and services.

•

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Police DepartmentGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0211 Office Support Assistant I OS 2 4 4 04440212 Office Support Assistant II OS 4 16 16 01616160213 Office Support Specialist OS 6 10 10 01010100222 Secretary II OS 4 5 5 05550223 Secretary III OS 6 1 1 01110224 Management Aide NR 12 2 2 02220241 Management Assistant I NR 15 6 6 06660242 Management Assistant II NR 17 3 3 03320245 Senior Management Assistant NR 19 1 1 01110246 Senior Budget Mgmt Analyst NR 21 1 1 01110255 Public Services Dispatcher LM 7 2 2 02220264 Program Manager NR 19 2 2 02220265 Program Specialist I NR 15 1 0 00010266 Program Specialist II NR 17 1 2 02210712 Storekeeper II LM 6 2 2 02220716 Warehouse Manager NR 14 1 1 01110873 GIS Specialist NR 15 1 1 01111003 Animal Control Officer LM 8 10 10 01010101011 Animal Control Technician LM 9 2 2 02221021 Animal Control Supervisor NR 15 2 2 02221031 Animal Control Administrator NR 20 1 1 01111511 Latent Print Examiner I NR 14 2 2 02211512 Latent Print Examiner II NR 16 2 2 02221516 Forensic Chemist II NR 17 4 4 04441517 Senior Forensic Chemist NR 18 2 2 02221518 Forensic Chemist Supervisor NR 19 1 1 01111521 Police Records Manager NR 19 1 1 01111525 Crime Scene Technician II OS 11 12 12 01212121527 Evidence Coordinator NR 15 1 1 01111528 Evidence Coordinator Leader NR 16 1 1 01111532 Booking Officer OS 7 22 22 02222221535 Polygraph Examiner NR 15 1 1 01111536 Photographic Laboratory Techcn NR 12 1 1 01111537 Sr Photographic Laborat Techcn NR 13 1 1 0111

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ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


1539 Senior Special Investigator NR 15 1 1 01111540 Police Communicat Operator IV NR 16 4 4 04441541 Police Communicat Operator I LM 9 27 27 02727291542 Police Fleet Coordinator NR 13 1 1 01111543 Police Communicat Operator II LM 10 53 53 05353521544 Police Communicat Coordinator NR 14 1 1 01111545 Police Communicat Operator III NR 14 11 11 01111111546 Police Communications Manager NR 20 1 1 01111547 Special Investigator NR 14 2 2 02221549 Communications System Manager NR 16 1 1 01111551 Police Officer P 1 130 103 301331301111552 Police Officer First Class P 1A 94 91 -68594791553 Police Corporal P 1B 337 367 63733373621561 Police Sergeant P 2 72 72 07272721571 Police Lieutenant P 3 32 32 03232321581 Police Captain P 4 9 9 09981585 Police Major P 5 3 3 03331591 Deputy Police Chief P 6 1 1 01122111 Custodial Worker LM 2 6 6 06662412 Maintenance Worker II LM 5 6 6 0666

917 917 30947917907Fund Summary


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ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0158 Chief Of Police E 8 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 01111586 Asst Chief of Police E 7 0 1 01001587 Police Chief of Staff E 5 0 1 0100



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Fire Department FY2015 Approved Budget

Mission Statement The mission of the Anne Arundel County Fire Department is to provide essential emergency and non-emergency services to eliminate threats to life, property, and the environment to the residents of Anne Arundel County and surrounding communities. Major Accomplishments

• Over $23.8 Million collected in Emergency Medical Service (EMS) Transport Fees since program inception.

• Estimate over $2 million in cost savings through reduction in

work-related injuries via Exercise Kinesiology Program Specialist and Wellness and Fitness Program.

• Increased staffing at Herald Harbor and Galesville Fire Stations

which resulted in improved ISO rating for those two areas.

• Implemented a Rapid Dispatch Protocol that reduced 911 call processing times by 50%.

• Re-commissioned the Fire Advisory Board.

• Enhanced marine responses by placing a Volunteer Rescue Boat in-service at the Deale VFD.

• Instituted changes to the Fire Academy Recruit Training process to realize cost savings by streamlining the curriculum of pre-trained personnel that were entering the academy.

• Launched a Diversity Recruitment Plan and established a Departmental Recruitment Workgroup.

• Placed (2) additional Basic Life Support Ambulances in-service by cross staffing these units with existing personnel from fire suppression units.

Key Objectives

• Complete the design phase and begin construction of the new

Lake Shore Fire Station capital project.

• Review and revise emergency medical responses to ensure the most effective use of available resources.

• Work groups are developing appropriate goals in accordance

with the Strategic Plan and the Commission on Excellence Report.

• Continue to prepare for the impact of Base Realignment and

Closure (BRAC) in the Fort Meade area.

• Improve the Wellness and Fitness initiative to continue reduced firefighter injuries.

• Continue to evaluate the “Paramedic Engine” concept to reduce

Advance Life Support (ALS) response times.

• Identify and use report based data to make strategic decisions that will improve services to residents, create best practices, and produce efficiencies.

• Empower our residents, regardless of age to improve their health, safety and preparedness through topic based public education.

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Inc (Dec)from Orig.



FundGeneral Fund 3,121,40099,276,787 99,023,400 102,744,700 102,144,800Grant Fund-Fire Dept 3,493,6001,539,055 2,152,700 1,304,900 5,646,300Video Lottery Impact Aid Fund 00 7,000,000 5,000,000 7,000,000

Total by Fund 6,615,000100,815,841 108,176,100 109,049,600 114,791,100CharacterPlanning & Logistics 9,163,80019,409,739 21,157,400 24,944,900 30,321,200Operations (1,528,900)79,478,346 84,406,600 82,382,700 82,877,700Emergency Management (1,019,900)1,927,756 2,612,100 1,722,000 1,592,200

Total by Character 6,615,000100,815,841 108,176,100 109,049,600 114,791,100ObjectPersonal Services 1,245,40086,504,272 92,436,500 94,313,400 93,681,900Contractual Services 757,5008,349,591 8,900,900 8,431,100 9,658,400Supplies & Materials 4,552,1002,332,826 2,928,700 2,532,100 7,480,800Business & Travel (3,700)152,409 220,600 165,400 216,900Capital Outlay 63,7002,931,443 3,061,400 2,999,600 3,125,100Grants, Contributions & Other 0545,300 628,000 608,000 628,000

Total by Object 6,615,000100,815,841 108,176,100 109,049,600 114,791,100

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund 6782 777 890 896Grant Fund-Fire De 01 1 1 1

Total by Fund 6783 778 891 897

Barg UnitFire Battalion Chief 0.0017.00 17.00 17.00 17.00Fire 8.00717.00 712.00 825.00 833.00Labor/Maintenance 0.0016.00 16.00 16.00 16.00Non-Represented (2.00)23.40 23.40 23.00 21.00Office Support 0.0010.00 10.00 10.00 10.00Total-Barg Unit 6.00783.40 778.40 891.00 897.00

CharacterPlanning & Logistics (92.00)90.00 89.00 195.00 103.00Operations 98.00691.00 687.00 693.00 791.00Emergency Manage 0.002.40 2.40 3.00 3.00Total-Character 6.00783.40 778.40 891.00 897.00

In addition to the positions in the Classified Service shown above, there are now four (4) exempt positions including the Fire Chief, an Administrative Secretary to the Department Head, an Assistant Fire Chief and a Fire Chief of Staff.

•

The Office of Emergency Management is located within the Fire Department's budget and is overseen by a civilian Director of Emergency Management.

•


•



FY2012 FY2013 FY2014 FY2015

Planning & LogisticsResponses to calls for service 79,100 80,00073,70778,200Repairs to apparatus 2,535 2,6612,4152,300Hazardous materials incidents 80 905695Inspections performed by FMO 7,692 7,6005,4725,935Inspections performed by Stations 6,000 6,0006,3455,280Fire Investigations 310 310300370Public fire safety educ. classes 560 575536105Arson case closures 45% 45%51%26%Smoke Alarm Outreach 150 160133150

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Fire DepartmentPlanning & Logistics


The Planning Bureau supports the Department mission as follows:

Administration Section -This section is headed by the Bureau Deputy Chief. This section includes human resources and fiscal management.

Records Section - A Management Assistant I is responsible for the administration of Fire and EMS reports generated as a result of emergency responses.

Payroll Section - Three Office Support Specialists receive payroll and leave reports from field timekeepers and re-enter this information into the Time and Attendance System or onto MSA paper time sheets.

Fire Training - Provides training of new recruits when necessary as well as ongoing training for incumbent personnel to maintain professional certifications, improve the general training levels of employees, and enhance the safety of personnel.

Fire Investigations – Provides investigative services following fire incidents including determination of origin, cause of the fire, and follow-up arson investigation.

Fire Inspections – Provides inspection services for permitted building activity as well as coordination of in-service fire inspections performed by station personnel and review of plans associated with permit applications.

Operations Support – Coordinates the repair and maintenance of fire apparatus, the testing and maintenance of self-contained breathing apparatus, and the inventory of replacement equipment, protective clothing and uniforms.

Communications – Provides call taking and dispatch services in response to calls for service. Maintains all forms of communications, phones, radios and pagers.

Capital Projects - Provides oversight and control of department capital projects.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 4,471,60019,409,739 21,157,400 24,944,900 25,629,000Grant Fund-Fire De 4,692,2000 0 0 4,692,200

Total by Fund 9,163,80019,409,739 21,157,400 24,944,900 30,321,200

ObjectPersonal Services 1,967,1009,895,505 10,487,700 14,465,100 12,454,800Contractual Services 1,256,1007,172,496 7,366,300 7,208,000 8,622,400Supplies & Materials 5,421,000667,265 1,204,600 1,172,100 6,625,600Business & Travel 90,6004,592 3,300 5,600 93,900Capital Outlay 429,0001,669,881 2,095,500 2,094,100 2,524,500Grants, Contribution 00 0 0 0Total by Object 9,163,80019,409,739 21,157,400 24,944,900 30,321,200

The increase in Personal Services is attributable to Countywide increases to the pay package and the movement of positions within the Department.

•

Funding is included for a contractual Medical Director ($108,000).•The Contractual Services category mainly funds apparatus operations, maintenance, and replacement funding. The increase is a result of adjusted lease rate replacement rates.

•

The Supplies and Materials category includes uniforms and safety equipment. The increase is due to a recruit class scheduled to begin in FY2015. Also included is the cost of medical supplies transferred to this category from Operations ($760,000) and a grant of $4.5 million for the replacement of all SCBA equipment.

•

The Capital Outlay increase reflects the purchase of additional replacement Fire equipment.

•

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Fire DepartmentOperations


The Operations Bureau in responsible for the daily staffing of 31 stations located throughout the County and provides fire suppression and emergency medical services, both basic life support (ambulance) and advanced life support (paramedic):

Suppression – Is responsible for daily staffing at the 31 stations in the County, responding to calls for service involving fire suppression, medical calls as first responder, and various rescue scenarios.

Basic Life Support – Provides response to medical emergency calls where protocol indicates a requirement for basic life support and response to major fire incidents to provide medical backup / transportation.

Advanced Life Support – Provides response to medical emergency calls where protocol indicates a requirement for advanced life support and response to major fire incidents to provide medical backup / transportation.

EMS Training & Quality Assurance – Provides emergency medical training for both career and volunteer personnel and Quality Assurance of all medical providers thru the use of EMS Supervisors.

Volunteer Coordinator – One full-time employee provides coordination between management and volunteer companies. This includes managing the volunteer certification database, coordinating quarterly training with Training Division Staff, managing CDS testing for volunteers and other matters as needed.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund (1,528,900)79,458,692 77,406,600 77,382,700 75,877,700Grant Fund-Fire De 019,654 0 0 0Video Lottery Impac 00 7,000,000 5,000,000 7,000,000

Total by Fund (1,528,900)79,478,346 84,406,600 82,382,700 82,877,700

ObjectPersonal Services (397,200)76,037,937 80,933,600 79,167,600 80,536,400Contractual Services (68,000)733,849 779,700 769,000 711,700Supplies & Materials (741,300)1,312,257 1,301,100 1,144,100 559,800Business & Travel (85,600)86,097 106,800 97,000 21,200Capital Outlay (236,800)762,906 657,400 597,000 420,600Grants, Contribution 0545,300 628,000 608,000 628,000Total by Object (1,528,900)79,478,346 84,406,600 82,382,700 82,877,700

The Fire Department Budget includes $7,000,000 in Video Lottery Impact Aid for the continued staffing of a new ambulance unit at the Harmans-Dorsey Station newly created in FY 13 and sustaining services in the communities in immediate proximity to the VLT Facility.

•

Included are 8 new Fire Fighter positions partially funded in FY2015 to provide daytime staffing of additional ambulances and making those units independently staffied during peak hours.

•

The Capital Outlay funding is for the replacement of Fire/Rescue Operations equipment and Advanced Life Support Equipment.

•

Funds are included for the Length of Service Awards Program (LOSAP) for the volunteer community.

•

Grants to volunteer fire companies are included in Grants and Contributions ($408,000).

•

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Fire DepartmentEmergency Management


The role of the Office of Emergency Management (OEM) of the Anne Arundel Fire Department, Emergency Management Bureau is to provide oversight and coordination for all countywide emergency preparedness, pre and post emergency mitigation efforts, and the development, review, approval, and integration of County emergency response planning. This includes the integration of volunteer organizations and the private sector into the County’s emergency management scheme as well as oversight of response, exercises, training, and emergency operations planning.

The OEM is responsible for assuring the County’s readiness and ability to respond to and recover from natural, manmade and technological emergencies. This is done by assisting county departments with their emergency preparedness, response, and recovery efforts while providing a crucial link for accessing State/Federal assistance and support. Crucial aspects of this mission include operating and managing all activations of the Anne Arundel County Emergency Operations Center, maintaining and coordinating revisions to the County Emergency Operations Plan, and providing guidance for, and the management of numerous Federal and State Department of Homeland Security Grants.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 178,700408,356 459,400 417,100 638,100Grant Fund-Fire De (1,198,600)1,519,401 2,152,700 1,304,900 954,100

Total by Fund (1,019,900)1,927,756 2,612,100 1,722,000 1,592,200

ObjectPersonal Services (324,500)570,830 1,015,200 680,700 690,700Contractual Services (430,600)443,246 754,900 454,100 324,300Supplies & Materials (127,600)353,304 423,000 215,900 295,400Business & Travel (8,700)61,720 110,500 62,800 101,800Capital Outlay (128,500)498,657 308,500 308,500 180,000Total by Object (1,019,900)1,927,756 2,612,100 1,722,000 1,592,200

The majority of grant funding received in the Fire Department is managed by the Office of Emergency Management.

•

The level of General Fund support for this Office focuses on personnel and those contractual costs related primarily to emergency communications.

•

The decrease in Personal Services is attributable to the movement of positions within the Department, offset by Countywide increases to the pay package.

•

A listing of all the grants for which appropriation is requested is provided in the Current Expense Appendix.

•

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Fire DepartmentGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 2 2 02220213 Office Support Specialist OS 6 4 4 04440223 Secretary III OS 6 4 4 04440224 Management Aide NR 12 3 3 03330242 Management Assistant II NR 17 2 2 02220265 Program Specialist I NR 15 2 2 02220266 Program Specialist II NR 17 1 1 01110711 Storekeeper I LM 4 2 2 02220716 Warehouse Manager NR 14 1 1 01111301 Dir of Emergency Management NR 19 0 0 11001305 Comm Systems Support Specialis NR 13 1 1 01111400 Fire Communication Operator LM 10 9 9 09991402 Fire Fighter II F 1 163 254 292831631831403 Fire Fighter III F 2 167 177 -111661671591404 FF Emergency Med Tech-Intermed F 3 30 25 -22330251405 FF Emergency Medical Tech - PM F 4 201 200 -81922011941411 Fire Lieutenant F 5 121 136 01361211261421 Fire Captain F 6 30 33 03330301431 Fire Battalion Chf F 7 17 17 01717171441 Fire Division Chief F 8 11 11 -3811111451 Fire Deputy Chief F 9 2 2 02221461 Fire Inspector LM 12 3 3 03332023 Automotive Mechanic III LM 11 2 2 0222

778 891 6897778783Fund Summary


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Fire DepartmentGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0170 Fire Chief E 8 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 01111471 Asst Fire Chief E 7 0 0 11001481 Fire Chief of Staff E 5 0 0 1100



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Department of Detention Facilities FY2015 Approved Budget

Mission Statement

The mission of the Anne Arundel County Department of Detention Facilities is to provide for public safety through the detention and confinement of pre-trial detainees and convicted offenders in safe and secure institutions, and by offering alternatives to incarceration as well as services to prepare inmates for re-entry into the community.

Major Accomplishments

• Fully implemented Jail Management/IMS system to capture key data and other information, providing quick access to incarceration records for inmates. Upgrades also improved biometric photo-ID system, added a web-based learning management system for staff training and installed Wi-Fi for Pretrial Interviews.

• Fully integrated Public Defender’s in the JRDC to represent inmates during daily Bail Reviews. The practice has resulted in an increased number of inmates released from custody pending future judicial hearings/trial.

• Automated GED testing requirements with Pearson-Vue to meet

Maryland Department of Education mandate. This ensures our program is certified to test and guarantees results are accepted by the state. Our GED program exceeded 800 graduates during FY2014.

• Roadway to Recovery Methadone Maintenance Program is

operated in partnership with Health Department to provide Methadone to inmates with drug abuse problems. Program includes key components and has resulted in an 18 month success rate of 81% with inmates continuing treatment post-release and not being re-arrested on new charges.

• Security enhancements include advanced video

monitoring/recording system that fully complies with DOJ Standards governing Prison Rape Elimination Act (PREA).

• Inmate Re-entry Program expanded to include vocational, substance abuse, transportation and housing resources for inmates prior to discharge from the ORCC to their communities. Program is exceeding expectations with three year recidivism rate below 30%.

• Awarded National Institute of Corrections (NIC) Grant to provide

specialized training on Corrections Fatigue and Stress. Staff who attended received certification to train others and the full program is being offered to all staff through the Department’s In-Service training program.

Key Objectives

• Upgrade Security surveillance system to ensure critical security

areas are monitored at all times in partnership with recommendations provided by Commission on Excellence. Objective includes cellphone disruption technology.

• Integrate Pilot MDEC (Maryland Electronic Courts) and set the

standard for record sharing between courts and Jails for all Counties in Maryland.

• Ensure full compliance with Maryland Court of Appeals decision

(Richmond V DeWolfe) pertaining to Bail Review and representation of Pre-trial Indigent Criminal Defendants.

• Fully integrate electronic monitoring GPS House Arrest Units to

reduce the time between costly incarceration and electronic monitoring by an average of 5 days.

• Review all record retention schedules, develop platform for

maintaining electronic records and eliminate use of private services by 80%.

• Ensure 100% compliance with first National Commission on

Correctional Health Care (NCCHC) audit scheduled for both facilities.

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Inc (Dec)from Orig.



FundGeneral Fund 1,854,10038,698,702 40,988,300 40,342,600 42,842,400Grant Fund-Detention Center (254,700)156,878 319,700 70,000 65,000Inmate Benefit Fund 49,700925,628 992,800 981,400 1,042,500

Total by Fund 1,649,10039,781,208 42,300,800 41,394,000 43,949,900CharacterJennifer Road - Pretrial 713,90022,062,280 23,568,100 23,094,200 24,282,000Ordnance Road - Inmates 966,60014,403,023 15,009,000 14,926,900 15,975,600Admin/Support Service (81,100)2,390,278 2,730,900 2,391,500 2,649,800Inmate Benefit Fnd Expenditure 49,700925,628 992,800 981,400 1,042,500

Total by Character 1,649,10039,781,208 42,300,800 41,394,000 43,949,900ObjectPersonal Services 1,617,00030,035,812 31,976,400 31,717,200 33,593,400Contractual Services (80,700)6,570,551 7,025,000 6,527,300 6,944,300Supplies & Materials 32,0002,124,609 2,223,300 2,103,000 2,255,300Business & Travel 3,80017,258 31,700 17,100 35,500Capital Outlay 27,300107,350 51,600 48,000 78,900Grants, Contributions & Other 49,700925,628 992,800 981,400 1,042,500

Total by Object 1,649,10039,781,208 42,300,800 41,394,000 43,949,900

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014




Total by Fund 0396 396 396 396

Barg UnitCorrectional Spec. 0.0034.00 34.00 34.00 34.00Detention Officers 0.00245.00 245.00 243.00 243.00Detention Sergeant 0.0023.00 23.00 24.00 24.00Labor/Maintenance 0.007.00 7.00 7.00 7.00Non-Represented 0.0044.00 44.00 45.00 45.00Office Support 0.0043.00 43.00 43.00 43.00Total-Barg Unit 0.00396.00 396.00 396.00 396.00

CharacterJennifer Road - Pret 0.00240.00 243.00 240.00 240.00Ordnance Road - In 0.00140.00 137.00 140.00 140.00Admin/Support Serv 0.0016.00 16.00 16.00 16.00Total-Character 0.00396.00 396.00 396.00 396.00

Two exempt category employees including the Superintendent and an exempt administrative secretary complement the classifed service staffing.

•


•



FY2012 FY2013 FY2014 FY2015

Jennifer Road - PretrialDisciplinary hearings 822 892854921Inmates tested for drugs 2,916 2,2061,7401,769Medical clinic visits 28,932 27,54729,75721,546Mental health referrals 3,857 3,9413,5084,113Security breaches 0 000

Ordnance Road - InmatesDisciplinary hearings 1,080 1,2001,6081,502Inmates tested for drugs 6,366 7,0007,4967,536Medical clinic visits 12,084 12,56713,00216,121Mental health referrals 440 449521461Security breaches 0 000

Admin/Support ServiceVolunteers 324 340332331Substance abuse program particip 634 665492520House arrest intakes 238 245231209Education program participation 424 430217230GEDs acquired 118 1205749New Weekenders 1,114 1,1501,0991,180

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Department of Detention FacilitiesJennifer Road - Pretrial


The Jennifer Road Detention Center (JRDC) is the County’s maximum security, intake and pretrial detention facility. Its population is comprised primarily of men awaiting trial, though it also maintains a small population of sentenced men and women who are not appropriate for housing at the Ordnance Road Correctional Center.

Security Operations - Security staff at the Jennifer Road Detention Center are responsible for maintaining the safety of the public, staff and inmate population. Security duties include supervising the inmate population in their housing units and program activities.

Case Management - The Department employs a Case Management approach to delivering classification and program services to the inmates. For pretrial inmates, Case Management centers on offering assistance in understanding and navigating the criminal justice process.

Pretrial Services Program - The function of Pretrial Services is two fold: to make release recommendations at bail hearings and to monitor compliance with the conditions of release for defendants released to the program's supervision pending trial.

Volunteer Services – Citizen volunteers at both facilities provide religious, substance abuse, recreational, literacy and self help programs to inmates.

Records – The Records Division is responsible for interpreting, maintaining, and complying with all court orders governing commitment and release from custody, calculation of diminution of sentence (“good time”) credits, and maintaining the inmate Management Information System.

Mental Health Services – DDF offers a system of mental health service delivery that begins with assessment following intake, continues with treatment, and concludes with aftercare and case management servies upon release. The Mental Health Unit houses inmates with mental illness until they are stabilized and returned to the general population or released.



Budget Summary


Total by Fund 713,90022,062,280 23,568,100 23,094,200 24,282,000

ObjectPersonal Services 469,80017,668,522 18,996,900 18,651,100 19,466,700Contractual Services 231,4003,511,733 3,642,800 3,569,800 3,874,200Supplies & Materials 7,200855,506 898,400 846,000 905,600Business & Travel 5,2001,827 3,300 2,300 8,500Capital Outlay 30024,692 26,700 25,000 27,000Total by Object 713,90022,062,280 23,568,100 23,094,200 24,282,000

The increase in Personal Services is attributable to Countywide increases to the pay package. This amount has been offset by an adjustment to turnover.

•

Re-bidding of the District Court Security contract results in an increase of $151,000 in Contractual Services. An increase in the grant to the Public Defenders Office of $83,000 is also included.

•

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Department of Detention FacilitiesOrdnance Road - Inmates


The Ordnance Road Correctional Center (ORCC) was designed to house minimum and medium security men and women who have been convicted and sentenced for terms up to 18 months.

Security Operations – Security Staff at the Ordnance Road Correctional Center are responsible for maintaining the safety of the public, staff, and inmate population.

Case Management - The Department employs a Case Management approach to delivering classification and program services to the inmate population. Case Management includes advocacy, intake, assessment, classification, referral, intervention, monitoring, and evaluation.

Treatment, Addictions, Mental Health & Recovery (TAMAR) – Provides group and individual counseling for women at ORCC who have suffered abuse or trauma.

Community Services – A form of restitution where participants "pay" for their misconduct by providing uncompensated hours of service to the community.

Work Release – Allows eligible inmates to maintain regular employment while serving their sentences, facilitating payment of family support, fines, court costs, taxes and restitution.

Substance Abuse Services - Offers substance abuse education, aftercare planning and case management pot-release.

People Acquiring Skills for Success (PASS) – Provides job readiness coaching and placement services.

Inmate Work Program – Assigns qualified inmates to work details which serve other County Departments and agencies including Public Works, Animal Control, Inspections and Permits, Landfill, and Food Bank.

House Arrest Sentencing Program (HAASP) - An alternative to incarceration where offenders are confined to their homes during established curfew



Budget Summary


Total by Fund 966,60014,403,023 15,009,000 14,926,900 15,975,600

ObjectPersonal Services 984,60011,010,349 11,559,000 11,605,100 12,543,600Contractual Services (3,900)2,614,429 2,705,000 2,570,000 2,701,100Supplies & Materials (3,600)761,161 714,900 726,500 711,300Business & Travel (2,500)5,312 5,200 2,300 2,700Capital Outlay (8,000)11,772 24,900 23,000 16,900Total by Object 966,60014,403,023 15,009,000 14,926,900 15,975,600

The increase in Personal Services is attributable to Countywide increases to the pay package. This amount has been offset by an adjustment to turnover.

•

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Department of Detention FacilitiesAdmin/Support Service


General Department Administration provides interdepartmental support for the operations of the two facilities and the programs operated at each location. Responsibilities include procurement; budgeting and expenditure control; inmate accounting and commissary; contract monitoring; personnel and payroll; correctional standards compliance; information technology; and training.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundGeneral Fund 173,6002,233,400 2,411,200 2,321,500 2,584,800Grant Fund-Detenti (254,700)156,878 319,700 70,000 65,000

Total by Fund (81,100)2,390,278 2,730,900 2,391,500 2,649,800

ObjectPersonal Services 162,6001,356,941 1,420,500 1,461,000 1,583,100Contractual Services (308,200)444,389 677,200 387,500 369,000Supplies & Materials 28,400507,943 610,000 530,500 638,400Business & Travel 1,10010,119 23,200 12,500 24,300Capital Outlay 35,00070,886 0 0 35,000Total by Object (81,100)2,390,278 2,730,900 2,391,500 2,649,800


•

The decrease in Contractual Services results from lower grant funding.•

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Department of Detention FacilitiesInmate Benefit Fnd Expenditure


This special revenue fund is used to account for inmate benefit and welfare activities. These activities include the commissary operation as well as the acquisition of goods and services to support the health, education, and recreation of the general inmate population.

Commissary – Provides various products including snacks, reading materials, etc. to inmates who are able to purchase them; there is no cost to taxpayers.

Welfare activities – Provides inmates with general hygiene items, recreational items including magazines and newspapers, and educational resources at no cost to taxpayers.



Budget Summary

FY2013 FY2014 FY2014 FY2015FundInmate Benefit Fun 49,700925,628 992,800 981,400 1,042,500

Total by Fund 49,700925,628 992,800 981,400 1,042,500

ObjectGrants, Contribution 49,700925,628 992,800 981,400 1,042,500Total by Object 49,700925,628 992,800 981,400 1,042,500

The Inmate Benefit Fund is a self-sustaining operation that receives no tax payer funding.

•

The Fund purchases wide ranging items for inmates from the proceeds of the Center's commissary.

•

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Department of Detention FacilitiesGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 8 8 08880213 Office Support Specialist OS 6 18 18 01818180223 Secretary III OS 6 2 2 02220241 Management Assistant I NR 15 2 2 02220242 Management Assistant II NR 17 5 5 05540265 Program Specialist I NR 15 5 5 05550266 Program Specialist II NR 17 1 1 01110462 Financial Clerk I OS 7 1 1 01110463 Financial Clerk II NR 11 1 1 01110712 Storekeeper II LM 6 2 2 02221201 Detention Officer D 1 205 203 02032052051202 Detention Corporal D 2 40 40 04040401203 Detention Sergeant D 3 23 24 02423231204 Detention Lieutenant D 5 9 9 09991206 Detention Captain D 6 2 3 03221207 Asst Correctional Faclty Admin D 7 3 3 03331209 Correctional Facility Adminis D 8 2 2 02221214 Correctional Program Spec I C 1 1 1 01111215 Correctional Program Spec II C 2 33 33 03333331216 Correctional Records Clerk OS 7 14 14 01414141217 Correctional Support Servc Mgr NR 20 1 1 01111265 Criminal Justice Program Supvr C 3 7 7 07781271 Laundry Supervisor NR 12 2 2 02221547 Special Investigator NR 14 2 2 02222122 Facilities Maintenance Mech II LM 9 5 5 05552131 Facilities Maintenance Supvr NR 14 2 2 0222

396 396 0396396396Fund Summary


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Department of Detention FacilitiesGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0156 Superintendent Detention Cente E 8 1 1 01110200 Admin Secty To Dpt/Agency Head E 1 1 1 0111



Page 283

Page 288

Circuit Court FY2015 Approved Budget

Mission Statement The mission and responsibility of the Circuit Court for Anne Arundel County is to provide a forum for expedient disposition of justice in accordance with the laws of the State of Maryland. Major Accomplishments

• Continued hearing cases within Case Time Standards, which contributed to Anne Arundel County’s ranking as the most efficient of the "big five" counties in Maryland.

• Implementation of the Maryland Electronic Court System (MDEC)

is set to go live Columbus Day Weekend, October 11-13, 2014 with the Circuit Court for Arundel County as the initial roll-out county for this historic project.

• Continued successful “Ask-A-Lawyer-In-The-Library” Program to

assist the general public with Civil Non-Family Law issues.

• Implemented in-house Foreclosure ADR Program which helps resolve foreclosure cases without costly litigation and enables many homeowners in Anne Arundel County to create workable solutions in their cases.

• New Jury Management System to be implemented in May 2014.

Jury Plus program is a statewide initiative which will allow jurors to complete juror questionnaires on-line and request rescheduled dates more easily.

Key Objectives

• Continue to reduce the time from filing to disposition in all cases and implement MDEC program for increased efficiency.

• Increase the number of participants served in drug treatment

programs. • Enhance web-based information on Family Law education and

resources.

Personnel Summary All employees of the Circuit Court are in the exempt service and are not subject to the County’s personnel laws and policies. The FY2015 Budget includes funding for 49 positions including the Court Administrator, management assistants and aides, court reporters as well as a variety of positions to provide court scheduling, paralegal service; a cadre of bailiffs are employed on per diem basis. The State Judiciary funds all of the costs of the Court’s Judges and Law Clerks and assumed the costs of the Court Masters. For those (3) Court Masters opting to remain in the County benefit plan the State will reimburse the County. Finally, the Court also employs 9 grant-funded positions principally in the family law and drug-courts for adults as well as juveniles. The State also fully reimburses for County for all Juror fees. These exempt employees are not subject to the position control section (6-1-110) of the County Code. However, these positions are treated similarly to “classified” positions by the County’s Office of Personnel pursuant to section 6-2-104 of the County Code. The estimated costs associated with these exempt positions, together with other positions of a “contractual” nature have been used to build this budget. A listing of all positions, by department and job title, is provided in the Current Expense Budget Appendix. Commentary The increase in Personal Services is attributable to countywide

increases to the pay package. • Contractual Services includes $230,000 in General Fund expenditures

to pay juror fees, for which the county receives a 100% reimbursement. The State of Maryland reimburses the County quarterly based on actual juror fee payouts.

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Circuit Court FY2015 Approved Budget

Inc (Dec)from Orig.



FundGeneral Fund 272,0004,772,469 4,924,900 4,992,200 5,196,900Grant Fund-Circuit Court 6,8001,027,071 1,326,300 599,700 1,333,100Circuit Court Special Fund 0148,718 231,000 230,000 231,000

Total by Fund 278,8005,948,258 6,482,200 5,821,900 6,761,000CharacterDisposition of Litigation 278,8005,948,258 6,482,200 5,821,900 6,761,000

Total by Character 278,8005,948,258 6,482,200 5,821,900 6,761,000ObjectPersonal Services 295,8005,059,736 5,315,800 5,076,100 5,611,600Contractual Services 7,400526,842 674,300 336,700 681,700Supplies & Materials (11,000)115,802 137,500 90,600 126,500Business & Travel (13,400)240,791 348,600 315,500 335,200Capital Outlay 05,086 6,000 3,000 6,000

Total by Object 278,8005,948,258 6,482,200 5,821,900 6,761,000

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Circuit CourtGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


8624 Ct Program Specialist I NR 15 0 0 00008625 Ct Program Specialist II NR 17 1 0 00118626 Ct Program Manager NR 19 1 1 01118629 Court Social Worker NR 16 8 8 08888632 Court Clerk III NR 6 1 1 01118640 Court Administrative Secretary NR 11 1 1 01118643 Court Bailiff Supervisor NR 4 1 1 01118646 Court Paralegal NR 12 2 2 02228647 Court Reporter I NR 12 3 3 03338648 Court Reporter II NR 15 1 1 01118653 Masters Administrative Aide NR 12 6 6 06668655 Court Management Asst I NR 15 13 14 01413138656 Court Management Asst II NR 17 6 6 06658658 Deputy Jury Commissioner NR 14 1 1 01118659 Jury Commissioner NR 17 1 1 01118660 Family Law Administrator NR 19 1 1 01118663 Court Administrator NR 23 1 1 01118665 Master Circuit Court NR 23 3 3 03338666 Court Systems Programmer NR 17 1 1 01118669 Court Assignment Clerk NR 11 0 0 00008669 Court Assignment Clerk NR 12 3 3 03338670 Director of Court Operations NR 20 1 1 01118671 Assistant Director Assignment NR 14 1 1 01118677 Director of Assignment NR 17 1 1 0111



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Orphans’ Court FY2015 Approved Budget

Mission Statement The Orphans’ Court is a court of limited special jurisdiction, responsible for conducting judicial probate, directing the conduct of a personal representative, and passing any orders which may be required in the course of the administration of an estate. Orphans’ Court judges are elected directly by the voters of Anne Arundel County. The Governor designates one of the judges as a chief judge.

Commentary The budget for the Orphans’ Court changes to reflect the cost of new changes in health insurance coverage. Each judge receives an expense allowance up to $150 per month for personal expenses incidental to their duties. Personnel Summary The Orphans’ Court consists of three elected Judges whose salaries are fixed in law.

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Orphans' Court FY2015 Approved Budget

Inc (Dec)from Orig.



FundGeneral Fund (5,300)113,225 123,400 114,100 118,100

Total by Fund (5,300)113,225 123,400 114,100 118,100CharacterOrphans Court (5,300)113,225 123,400 114,100 118,100

Total by Character (5,300)113,225 123,400 114,100 118,100ObjectPersonal Services (5,300)106,495 116,200 107,000 110,900Contractual Services 01,772 1,800 2,100 1,800Supplies & Materials 01,428 1,500 1,500 1,500Business & Travel 03,530 3,900 3,500 3,900

Total by Object (5,300)113,225 123,400 114,100 118,100

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Orphans' CourtGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


8612 Chief Judge Orphans Court EO 8 1 1 01118613 Orphans Court Judge EO 7 2 2 0222



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Office of the State’s Attorney FY2015 Approved Budget

Mission Statement The Office of the State's Attorney is responsible for the prosecution of individuals charged with crimes committed in Anne Arundel County, ranging from serious traffic offenses to murder. The operations are divided between the Circuit, Juvenile, and two District Courts located in Annapolis and Glen Burnie. Additionally, a civil unit seizes and imposes forfeitures for property obtained through illegal drug activities. Major Accomplishments

• Successful prosecution of thousands of serious motor vehicle and criminal matters in the District Court and Circuit Court for Anne Arundel County ensuring that criminals are held accountable for their actions and keeping Anne Arundel County safe.

• A new Community Outreach Program was developed in 2013 with a goal of increasing the number of crime prevention presentations to constituents. These presentations include: (1) Cybersafety: Keeping Children Safe in a High Tech World; (2) Communities Against Senior Exploitation: How to Prevent You or Your Loved Ones from Becoming a Victim of Crime; (3) Gang-Related Investigations and Prosecution: Prevention and Community Awareness; (4) Avoiding Identity Theft: How to Deter, Detect, and Defend Against It; (5) Dating Violence Awareness and Prevention; (6) Forensic Evidence in the 21st Century.

• Driving While Suspended Diversion. Diverted 627 cases from the courts and provided classes to offenders to teach them ways to avoid similar troubles in the future.

• Bad Check Unit offers local business owners the ability to collect on bad checks. The program recouped $65,395.12 for county businesses in 2013.

• Volunteer Program allows us to support office efforts and administrative matters with the use of volunteers saving the County well over $100K in manpower hours.

Key Objectives

• Successful prosecution of those charged with crimes in Anne Arundel County to make certain justice is served.

• Keep recidivism rates low. • Continue to develop and provide new programs and services to

the residents of Anne Arundel County. • Commitment to partnership efforts with law enforcement

agencies and other agencies for a better dialogue and concerted effort in the overall mission of criminal justice.

• Increase training and technology within the office.

Personnel Summary All employees of the State’s Attorney of the County are in the exempt service and are not subject to the County’s personnel laws and policies. The FY2015 Approved Budget includes funding for 108 positions including the State’s Attorney, an Administrative Assistant to the State’s Attorney, two Deputies and Assistant State’s Attorney positions These exempt employees are not subject to the position control section (6-1-110) of the County Code. A listing of all positions, by department and job title, is provided in the Current Expense Appendix. Commentary • The increase in Personal Services is attributable to countywide

increases to the pay package. • Business and Travel funds the Office’s publications needs as well as

transportation requirements for staff and trial witnesses.

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Office of the State's Attorney FY2015 Approved Budget

Inc (Dec)from Orig.



FundGeneral Fund 490,9009,000,524 9,288,800 9,142,400 9,779,700Grant Fund-State's Attorney 187,000400,582 408,600 463,700 595,600

Total by Fund 677,9009,401,106 9,697,400 9,606,100 10,375,300CharacterOffice of the State's Attorney 677,9009,401,106 9,697,400 9,606,100 10,375,300

Total by Character 677,9009,401,106 9,697,400 9,606,100 10,375,300ObjectPersonal Services 594,0009,018,066 9,298,800 9,210,000 9,892,800Contractual Services (3,200)108,336 129,400 115,800 126,200Supplies & Materials 8,000150,489 129,000 155,000 137,000Business & Travel (1,900)57,357 67,200 53,600 65,300Capital Outlay 04,324 7,300 6,000 7,300Grants, Contributions & Other 81,00062,533 65,700 65,700 146,700

Total by Object 677,9009,401,106 9,697,400 9,606,100 10,375,300

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Office of the State's AttorneyGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


8100 State's Attorney EO 6 1 1 01118101 Admin Asst To State's Atty SA 6 1 1 01118101 Assistant to States Attorney SA 6 0 0 00008103 S/A Investigator I SA 3 3 3 03338104 S/A Investgator II SA 4 0 0 00008104 S/A Investgator II SA 5 1 1 01118110 Deputy State's Attorney SA 8 2 2 02228120 Assistant State's Attorney SA 7 44 43 14444448121 S/A Office Support Assistant SA 1 3 3 03358122 S/A Case Coordinator SA 2 20 19 01920188123 S/A Law Clerk SA 2 1 2 -11118124 S/A Paralegal SA 2 8 8 08888125 S/A Vic/Witness Advocate SA 3 13 13 01313138126 S/A Case Manager SA 3 2 2 02228127 S/A Exec Secretary SA 3 1 1 01118128 S/A Management Assistant I SA 3 3 3 03338130 S/A Management Assistant II SA 4 1 1 01118131 S/A Mediator SA 4 2 1 01228133 S/A Public Information Officer SA 4 0 0 00008133 S/A Public Information Officer SA 5 1 1 01118134 S/A Senior Management Asst SA 5 1 1 01118135 S/A Director Vic/Witness Progs SA 6 1 1 01118136 S/A Court Systems Programmer SA 4 1 1 0111

110 108 0108110110Fund Summary


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Office of the Sheriff FY2015 Approved Budget

Mission Statement To serve the citizens of Anne Arundel County and advance the Criminal Justice System and the public safety of Anne Arundel County by providing professional and uncompromising service through teamwork and a commitment to excellence and to preserve and maintain the safety and dignity of the Circuit Court and of all individuals through fair and impartial performance of duty. Major Accomplishments

• Instituted an additional full service K-9 unit which has been instrumental in the service of numerous warrants and the detection and location of CDS.

• Anne Arundel County Warrant Intercept Program 5-year extension legislation passed for the initiative with the State of Maryland’s Comptroller’s Office to link individuals with open warrants and tax refund checks. It is now being mirrored by other jurisdictions and State-wide legislation has been proposed.

• Streamlined the process from intake to service of civil process

documents. Maintaining the exceptional service rate on a workload that has increased 65% since 2000 without the benefit of increased staffing levels.

Key Objectives

• Oversee and monitor the initiative with the State of Maryland’s Comptroller’s Office to link individuals with open warrants and tax refund checks.

• Streamline the process from intake to service of civil process

documents. Maintaining the exceptional service rate on the ever increasing civil documents attributed to the population growth and economic fluctuations within Anne Arundel County.

• Conduct three countywide warrant apprehension sweeps

working in partnership with the Anne Arundel County Police and Annapolis Police Departments removing violent offenders off the streets and decreasing warrant backlogs.

• Work with Maryland lawmakers to expand the Warrant Intercept

Program into a state-wide program.

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Inc (Dec)from Orig.



FundGeneral Fund 1,091,4007,480,326 7,706,100 8,453,400 8,797,500Grant Fund-Sheriff's Office 78,500739,550 830,700 981,500 909,200

Total by Fund 1,169,9008,219,876 8,536,800 9,434,900 9,706,700CharacterOffice of the Sheriff 1,169,9008,219,876 8,536,800 9,434,900 9,706,700

Total by Character 1,169,9008,219,876 8,536,800 9,434,900 9,706,700ObjectPersonal Services 1,004,5007,209,480 7,533,100 8,368,500 8,537,600Contractual Services 79,800548,719 561,600 575,200 641,400Supplies & Materials 29,200129,250 116,700 107,100 145,900Business & Travel 50021,529 11,800 17,500 12,300Capital Outlay 41,00036,198 53,200 106,600 94,200Grants, Contributions & Other 14,900274,700 260,400 260,000 275,300

Total by Object 1,169,9008,219,876 8,536,800 9,434,900 9,706,700

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Administrative Division coordinates the direction of the office, sets goals, establishes objectives, and handles daily administrative functions.

Security Bureau is comprised of the Courts and Facilities section, the Detention Command Center and the Building Command Center. These include:

- Courts and Facilities – Is responsible for the security in and adjacent to the Anne Arundel County Circuit judicial complex located in Annapolis. - Detention Command Center – Monitors incarcerated defendants at trial and in a temporary holding area located in the Circuit Court; the unit also transports prisoners between the Detention Center and the Circuit Court. - Building Command Center –Operates the complex electronic access controls and video surveillance equipment, monitoring and controlling pedestrian traffic in and around the facility and responding to alarms within Courthouse.

The Operations Bureau is comprised the Domestic Relations Violence Unit, the Civil Process Unit, Domestic Relations, and Records Management.

- Warrants Teams are responsible for executing warrants as well as transporting defendants arrested in other counties of the State back to Anne Arundel County for processing. They are divided among 3 teams that operate 7 days a week. - Domestic Violence – The goal is to make every responsible effort to serve each domestic violence order post-haste. Domestic Violence Orders are issued by the District Court and the Circuit Court. - Record management –Handles data entry and handles a large volume of records. - Domestic Relations - This is the Child Support Unit. The program is reimbursed 66% through a cooperative reimbursement agreement. - Civil Process – Papers range from witness summonses and subpoenas for documents, to executing judgments (i.e., the seizure of property), and handling landlord-tenant matters such as ejectments and evictions.

Program Statement CommentaryThe increase in Personal Services is attributable to Countywide increases to the pay package and the funding of two new positions.

•

Contractual Services primarily funds automobile cost and a variety of items required to operate the office such as telephones. The increase in Contractual Services is primarily attributed to an replacement rate adjustment.

•

Supplies cover a variety of items ranging from general office supplies to uniform purchases.

•

Business and Travel expenses includes training costs.•Grants represent the County's cost of matching grants, the largest one of which is the domestic relations/ child support enforcement program.

•

The monies in Capital Outlay spending purchase scheduled automotive safety items.

•

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Inc (Dec)from Orig.

AuthFY2013

ApprovedFY2014

AdjustedFY2014



FundGeneral Fund 387 87 87 90Grant Fund-Sheriff's 09 9 9 9


Barg UnitLabor/Maintenance 0.009.00 9.00 9.00 9.00Non-Represented 1.008.00 8.00 8.00 9.00Office Support 0.0013.00 13.00 13.00 13.00Deputy Sheriffs 2.0058.00 58.00 58.00 60.00Sheriff Sergeants 0.008.00 8.00 8.00 8.00Total-Barg Unit 3.0096.00 96.00 96.00 99.00

CharacterOffice of the Sheriff 3.0096.00 96.00 96.00 99.00Total-Character 3.0096.00 96.00 96.00 99.00

Two exempt category employees including the Sheriff and the Chief Deputy complement the classifed service staffing.

•


•



FY2012 FY2013 FY2014 FY2015

Office of the SheriffNumber of court sessions held 5,752 5,8676,3195,819Number of court cases heard 28,720 29,29430,58629,046Number of prisoner transports for 3,298 3,3633,2903,290Prisoners held in custody 4,780 4,8754,3374,337Circuit Court warrants served/clrd 1,414 1,4851,5941,749Dist. Court warrants served/clrd 12,704 13,33912,09911,092Ex Parte Peace Orders served 1,302 1,3671,3281,211Ex Parte Protective Orders served 1,622 1,7031,7251,581Domestic Relations arrest warrant 286 300315227Domestic Relations summonses 1,394 1,4641,1951,406Criminal summons-charging docs 2,760 2,8983,0322,368Failure to pay rent petitions srvd 49,748 52,23547,77441,042Summonses/subpoenas served 22,150 23,63620,12322,950Warrants served-restit & possess 17,196 18,05613,65813,889

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Office of the SheriffGeneral Fund

ApprovedRequest


Approved

FY2014FY2014 FY2014FY2013 FY2015


0212 Office Support Assistant II OS 4 10 10 01010100213 Office Support Specialist OS 6 3 3 03330224 Management Aide NR 12 1 1 01110231 Administrative Secretary NR 12 0 0 11000241 Management Assistant I NR 15 2 2 02221593 Sheriff Communication Operator LM 6 9 9 09991595 Deputy Sheriff IV S 4 2 2 02221596 Law Enforcement Train Coord NR 14 1 1 01111597 Deputy Sheriff I S 1 58 58 26058581598 Deputy Sheriff II S 2 8 8 08881599 Deputy Sheriff III S 3 2 2 0222



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Office of the SheriffGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0200 Admin Secty To Dpt/Agency Head E 1 1 1 -10118200 Sheriff EO 2 1 1 01118201 Chief Deputy ET 1 1 1 0111


3 3 -1233Department Summary

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Board of License Commissioners FY2015 Approved Budget

Mission Statement The Board is responsible for administering and enforcing liquor laws, as well as controlling and issuing liquor licenses. Inspectors visit and inspect all licensed establishments at least twice per year to assure compliance with the rules and regulations governing the sale of alcoholic beverages at retail establishments in Anne Arundel County. Article 2B of the Annotated Code of Maryland, governs the Board’s powers. The Board of License Commissioners is appointed by the Governor with the advice and consent of the Senate, and operates under the authority of the State Comptroller. Personnel Summary The Board consists of three commissioners. There are three full-time staff, an attorney, and effective July 2007, 20 part-time inspectors.

Commentary

• Personal Services includes the pay package for three full-time staff that are paid, under statute, within County pay schedules.

• Personal Services changes are entirely attributable to pension

and health insurance for the same staff.

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Board of License Commissioners FY2015 Approved Budget

Inc (Dec)from Orig.




Total by Fund 13,400656,005 663,500 646,400 676,900CharacterBoard of License Commissnrs 13,400656,005 663,500 646,400 676,900

Total by Character 13,400656,005 663,500 646,400 676,900ObjectPersonal Services 8,400515,851 531,400 514,300 539,800Contractual Services 5,00095,717 92,600 92,600 97,600Supplies & Materials 022,423 23,700 23,700 23,700Business & Travel 07,133 15,800 15,800 15,800Capital Outlay 014,881 0 0 0

Total by Object 13,400656,005 663,500 646,400 676,900

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Board of License CommissionersGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


8150 Attorney Bd Of License Comm ET 4 1 1 01118400 Chairman Bd Of License Comm ET 3 1 1 01118410 Commissioner, Bd of Licnse Com ET 5 2 2 02228414 Dep Chief Inspector Bd Lic Com ET 15 1 1 01118415 Chief Inspector Bd Lic Comm ET 6 1 1 01118416 Inspector Bd License Comm ET 7 18 18 01818188499 Administrator Bd of Licnse Com NR 16 2 2 02228500 Secretary Bd License Comm NR 13 1 1 0111



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Board of Supervisors of Elections FY2015 Approved Budget

Mission Statement The mission of the Anne Arundel County Board of Elections is to provide all eligible citizens of Anne Arundel County convenient access to voter registration; to provide all registered voters accessible locations in which they may exercise their right to vote; to ensure uniformity of election practices; to promote fair and equitable elections; and to maintain registration records, and other election-related data accurately and in a form that is accessible to the public. The office of the Board of Elections is a State Agency totally funded by the County. The activities of the Board of Elections are driven by the demands of a four-year election cycle: • Year one – 2014 Gubernatorial General Election (FY2015) • Year two – 2016 Presidential Primary Election (FY2016) • Year three – 2016 Presidential General Election (FY2017) • Year four – 2018 Gubernatorial Primary Election (FY2018) Major Accomplishments • Anne Arundel County has over 377,331 active, inactive, and pending

registered voters. • Registered and updated approximately 131,640 voter registration

records. • Completed preparations for the 2014 Gubernatorial Primary Election

and Early Voting, including hiring and training 2,800 election officials, locating and managing 161 polling places, 5 early voting sites, and programming 1,633 voting units and 637 electronic pollbooks.

• Completed redistricting of 197 precinct boundary lines in accordance with Joint Resolution 1 of the 2012 Legislative session, incorporating new Legislative, Councilmanic and Municipal district boundaries.

• Incorporated the new statewide Online Voter Registration (OLVR) procedures into the daily business practices for registering voters.

• Introduced Mock Election Day Training Classes to train 2,800 election officials. The Board schedules classes by polling place. This unique and successful training method has received positive feedback from Election Judges and other election officials.

• Processed approximately 22,000 returned Voter Notification Cards from the 2013 Legislative and Councilmanic Redistricting project, in accordance with the National Voter Registration Act.

Key Objectives • Successfully manage 18 Election Days in 2014: 16 days of Early

Voting and 2 Election Days. • Prepare for the 2014 Gubernatorial General Election by hiring and

training 75 temporary election clerks, locating 161 facilities to serve as polling places, locating five facilities to serve as early voting sites, recruiting, hiring, and training 2,800 election officials, processing and mailing approximately 20,000 absentee ballots, and registering approximately 25,000 new voters.

• Prepare for changes to Early Voting and Voter Registration procedures based on legislative changes introduced during the 2013 Session of the Maryland General Assembly.

• Coordinate with State Board of Elections and other local boards of elections to prepare for the 2016 launch of the new statewide voting system.

• Implement a state-wide online Absentee Ballot Request Tool available to all registered voters. The Board anticipates a significant increase in the number of Absentee Ballot Requests that will be generated online due to the web resource.

Personnel Summary All of employees of the County Board of Elections (15 positions) are State Employees; Anne Arundel County reimburses the State for their salaries and benefits. There are also three Board members, two alternates, as well as an appointed attorney. Commentary • There is one election during FY2015 as well as Early Voting. • Personal services costs reflect three types of costs including the

Board, the State employees, and; a cadre of temporary, hourly employees hired to handle the logistics of preparing for and conducting the election.

• Contractual Services, in part ,includes: - $780,500 - to reimburse the State one half of the cost of

elections equipment and services supporting that equipment. - $582,700 - to pay election officials a per diem ranging from

$150 to $200 for about a 12 hour day to work at 189 polling places during the primary as well as at 5 polling places handling Early Voting.

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Board of Supervisors of Elections FY2015 Approved Budget

Inc (Dec)from Orig.



FundGeneral Fund 283,7003,224,364 3,629,400 3,929,600 3,913,100

Total by Fund 283,7003,224,364 3,629,400 3,929,600 3,913,100CharacterBrd of Supervisor of Elections 283,7003,224,364 3,629,400 3,929,600 3,913,100

Total by Character 283,7003,224,364 3,629,400 3,929,600 3,913,100ObjectPersonal Services 395,8001,822,732 1,645,300 1,824,000 2,041,100Contractual Services (113,100)1,147,337 1,635,300 1,697,400 1,522,200Supplies & Materials (15,300)219,890 280,500 336,200 265,200Business & Travel (2,500)31,147 60,700 64,900 58,200Capital Outlay 18,8003,257 7,600 7,100 26,400

Total by Object 283,7003,224,364 3,629,400 3,929,600 3,913,100

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Board of Supervisors of ElectionsGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


8149 Attorney Board of Elections ET 8 1 1 01118420 Supervisor Bd of Elections Sup ET 9 3 3 0333



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Cooperative Extension Service FY2015 Approved Budget

Mission Statement The mission of Maryland Cooperative Extension (MCE), University of Maryland is to extend life-long, continuing educational opportunities to the residents of the state in areas that support the state's agricultural industry, protect its valuable natural resources, enhance the well being of families and individuals and foster the development of strong, stable communities. The MCE provides sustainable production, economics and marketing service, nutrient management programming and related service to agriculture. The service also provides family and consumer science education programming concerning food and nutrition benefiting families and youths in particular. 4H programming as well as master gardener education programs are presented throughout the County.

Commentary The Personal Services budget includes funds to defray the increasing cost of employee benefits paid to the university system employees.

There are no County employees and the budgeted funds cover the cost of reimbursing the University of Maryland’s for the services provided to Anne Arundel County residents.

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Cooperative Extension Service FY2015 Approved Budget

Inc (Dec)from Orig.




Total by Fund 8,700217,184 238,100 238,100 246,800CharacterCooperative Extension Service 8,700217,184 238,100 238,100 246,800

Total by Character 8,700217,184 238,100 238,100 246,800ObjectPersonal Services 00 9,800 9,800 9,800Contractual Services 8,700198,661 210,800 210,800 219,500Supplies & Materials 014,023 7,500 7,500 7,500Business & Travel 04,500 10,000 10,000 10,000Capital Outlay 00 0 0 0

Total by Object 8,700217,184 238,100 238,100 246,800

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Ethics Commission FY2015 Approved Budget

Mission Statement The mission of the Anne Arundel County Ethics Commission is to carry out the legislative policy expressed in Article 7, §7-1-102, the Public Ethics Law. The Commission collects, reviews, and maintains financial disclosure and lobbying information, and enforces the minimum standards of ethical conduct imposed upon county employees and volunteers by the ethics law. The Commission initiates investigations of possible ethics law violations, and responds to requests to investigate allegations of violations, and may file complaints against alleged violators. The Commission holds confidential evidentiary hearings on complaints that are filed. The Commission also provides advice, upon request, to county employees and others, and provides educational material and training about the ethics law to all interested people. Major Accomplishments

• The Commission logged in and reviewed 71 lobbying registrations and 114 activity reports.

• The Commission updated its website with current lobbying

information and newly issued advisory opinions twice every month.

• The Commission received and reviewed 234 financial and conflict

of interest disclosure forms. • The Commission achieved 100% compliance with all filing

requirements and collected over $700 in late fees. • The Commission provided ethics training on a voluntary basis to

71 employees.

• The Commission responded to 103 requests for advice or allegations of ethics law violations.

• The Commission resolved two violations of the ethics law with

consent orders and resolved 3 complaints.

Key Objectives

• Expand website to include multi-media presentations • Bring the county’s Public Ethics Law into full compliance with the

State law.

• Increase the number of employees attending ethics training.

Commentary

• The increase in Personal Services is attributable to Countywide increases to the pay package.

Personnel Summary There are no positions in the "County Classified Service" within the Ethics Commission. All positions are exempt from the merit system. The FY2015 Budget includes funding for two part-time positions, including the Executive Director and a Secretary. A listing of all positions, by department and by job title, is provided at the end of this section.

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Ethics Commission FY2015 Approved Budget

Inc (Dec)from Orig.




Total by Fund 5,900172,807 180,400 172,800 186,300CharacterEthics Commission 5,900172,807 180,400 172,800 186,300

Total by Character 5,900172,807 180,400 172,800 186,300ObjectPersonal Services 5,900163,803 169,200 161,600 175,100Contractual Services 02,309 3,100 3,100 3,100Supplies & Materials 04,061 5,200 5,200 5,200Business & Travel 01,912 2,300 2,300 2,300Grants, Contributions & Other 0722 600 600 600

Total by Object 5,900172,807 180,400 172,800 186,300

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Ethics CommissionGeneral Fund

ApprovedRequest


Approved

FY2013 FY2014 FY2014 FY2014 FY2015


0176 Secretary Ethics Comm EE 1 1 1 01110177 Exec Director Ethics Comm EE 2 1 1 0111



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Partnership for Children, Youth & Families FY2015 Approved Budget

Mission Statement The Partnership provides leadership to improve the quality of life for all children and their families in Anne Arundel County. The Partnership:

• Emphasizes child-centered, family-driven solutions • Promotes collaboration among all public and private partners • Plans a wide array of services • Acquires, allocates and coordinates resources • Monitors and evaluates effectiveness • Raises awareness and advocates for children and families

Major Accomplishments

• The Partnership’s Community Conferencing program was created

to divert young first offenders from the juvenile justice system and address disproportionate minority contact. A community conference is a voluntary meeting of people who have been impacted by a crime. The meeting is a convened by a neutral facilitator supplied by the Anne Arundel County Conflict Resolution Bureau or the Baltimore Conflict Resolution Center. During the conference everyone has a chance to explain what happened from their point of view and how they feel about the crime and the offender. Conferencing is particularly successful for the victims because they are given the opportunity to confront the offender in a safe setting. At the end of each conference all attendees participate in a signed agreement that includes sanctions for the offender. The agreement is tracked for compliance by the Community Conferencing Coordinator to ensure the offender complies with the sentence and does not reoffend. Thus far we have diverted 263 juveniles of which 227 were African American with a recidivism rate of 92%.

• The Partnership in collaboration with Anne Arundel County Public

Schools was pleased to launch infoAnneArundel: An up-to-date, user-friendly website containing an inventory of local human services. The primary objectives of infoAnneArundel are to link residents with needed resources and services and to support community needs assessments by analyzing the types and distribution of resources to better quantify gaps in services and

plan for resource allocation. InfoAnneArudel is a community initiative relying on organizations to become “members” of the website. Membership is free and based on specific inclusion criteria (no cost, low cost, sliding scale, accept Medicaid/Medicare, or offer a unique service to the community). By the end of FY13, over 100 member organizations have contributed to the website by listing hundreds of local programs offered to Anne Arundel County residents.

Key Objectives

The Partnership for Children, Youth and Families and its partners work together to identify and prioritize human service needs in each jurisdiction, utilizing the most current available data and field information. Roles and responsibilities include collaborative planning and decision-making with regard to the following:

• Advocating for all children • Collecting and analyzing data to assess community need • Serving as a neutral convener for interagency program

coordination • Bridging community service gaps • Maximizing and leveraging federal, state and private

resources • Monitoring community initiatives using the results-based

accountability model Significant Changes

• The Partnership employees are State, Federal, and Private Grant funded positions; no County money is involved.

• The Partnership for Children, Youth & Families continues through

grant writing and community collaboration to seek out new sources of revenue in order to diversify and increase their overall grant funding level.

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Partnership for Children, Youth & Families FY2015 Approved Budget

Inc (Dec)from Orig.



FundPartnership Children Yth & Fam 1,073,2001,446,341 1,645,100 1,576,700 2,718,300

Total by Fund 1,073,2001,446,341 1,645,100 1,576,700 2,718,300CharacterPartnership Children Yth & Fam 1,073,2001,446,341 1,645,100 1,576,700 2,718,300

Total by Character 1,073,2001,446,341 1,645,100 1,576,700 2,718,300ObjectPersonal Services 92,100628,544 685,900 645,200 778,000Contractual Services 21,50046,033 51,900 61,900 73,400Supplies & Materials 11,3007,762 3,300 3,600 14,600Business & Travel 2,20027,888 26,400 21,900 28,600Grants, Contributions & Other 946,100736,113 877,600 844,100 1,823,700

Total by Object 1,073,2001,446,341 1,645,100 1,576,700 2,718,300

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APPROPRIATION: Money set aside by Council action for a specific use. ASSESSABLE BASE: The total value of property in the county for the purposes of taxation. It is not the market value of the property. Assessable base is determined by the State Department of Assessments and Taxation. BOND RATING: An evaluation of the ability of a government agency to repay its debt on schedule. Bond ratings are issued by private rating agencies based on factors such as the amount of debt incurred and the economic and demographic characteristics of the borrowing government. BONDS: Interest-bearing certificates of public indebtedness used to finance the county's capital program. These are generally long-term obligations. BUDGET: A plan for coordinating income and expenses. BUDGETARY BASIS OF ACCOUNTING: Determines when a government charges expenditure to a budget appropriation, or when it credits revenue to its Funds for budgeting purposes. Although the County presents financial statements in its CAFR in accordance with GAAP, the budget is adopted on a modified cash basis. (see Budget Overview for further information). BUDGETARY FUND BALANCE: The amount of net assets that are available for appropriation, consistent with the Budgetary Basis of Accounting. BUSINESS AND TRAVEL: An object of operating budget expenditure that includes authorized travel, professional activities, journals and published materials, and education and training expenses. BUSINESS UNIT: A unit or division of a county agency that provides specific services. CAPITAL BUDGET AND PROGRAM: The annual capital budget appropriation necessary to build and construct permanent public improvements and the five-year program plan for scheduling, funding and timing projects. It is integral to the county's financial plan and is the basis for bond issuance. The capital budget is financed by bonds, grants and contributions, impact fees and pay-as-you-go funds.

CAPITAL BUDGET CLASS: A way of categorizing capital budget spending, usually related to the county department that will provide services in or maintain the facility being constructed. CAPITAL EXPENDITURE: A term that can refer to two different types of expenditures, one of which is budgeted for in the Operating Budget and the other of which is budgeted for in the capital budget. Capital Outlay (defined below) is an object of expenditure in the Operating Budget. Capital Projects (defined below) collectively constitute the Capital Budget and Program. CAPITAL OUTLAY: An object of operating budget expenditure that includes purchase costs for vehicles and equipment that are classified as fixed assets and have a useful life of more than one year. CAPITAL PROJECT: A term that is specifically defined in the County Charter as: (1) any physical public betterment or improvement and any preliminary studies and surveys related thereto; (2) the acquisition of property of a permanent nature for public use; and (3) the purchase of equipment for any public betterment or improvement when first constructed. CONSTANT YIELD TAX RATE (CYTR): The property tax rate that when applied to new assessments would result in the taxing authorities receiving the same revenue in the coming tax year that was received in the prior tax year. The Department is required to certify the CYTR each year and local governments are required to hold a public hearing if the new tax rate exceeds the CYTR. CONTINGENCY: Funds that either have not been allocated to departments or that are held in reserve for emergencies and unexpected expenses. CONTRACTUAL SERVICES: An object of operating budget expenditure that includes all services from outside organizations and private businesses. Examples are rents, utilities, management services, and maintenance contracts. CURRENT DOLLARS: The nominal amount of spending, not adjusted to remove the effects of inflation. CURRENT EXPENSE BUDGET: The County's comprehensive operating plan for a single fiscal year. It includes all services and programs planned, their

Glossary FY2015 Approved Budget

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expenditure requirements and revenue estimates to support the stated level of activity. DEBT SERVICE: The annual requirement to finance the county's outstanding indebtedness incurred by the capital improvement program. It includes both the periodic payment of interest and the redemption of principal. DEPARTMENT: An agency of county government. ENTERPRISE FUNDS: Established to account for the revenues and expenditures of services and programs operated as a business and supported by user fees and charges. Anne Arundel County has enterprise funds for both water and wastewater and solid waste disposal functions. Enterprise funds are required to be self-supporting. EXPENDITURE: To pay out or spend. FISCAL YEAR: Year running from July 1 through June 30, designated by the calendar year in which it ends. FUND BALANCE: the difference between the assets and liabilities of a governmental fund. GENERAL FUNDS: The majority of current expenses for normal county operations which provide services that are generally available to everyone. GENERAL OBLIGATION BONDS: Bonds for whose payment the full faith and credit of the issuing body are pledged. GRANT REVENUES: Funds received from the federal or state government. Grant revenues may be for specific or general purposes and must be spent according to the guidelines imposed by the granting agency. HOMEOWNERS' PROPERTY TAX CREDIT PROGRAM: A property tax relief program that allows a property tax credit to households whose total gross income is below a standard set by the legislature. HOMESTEAD TAX CREDIT PROGRAM: A property tax relief program that provides a property tax credit for the principal residence of a property owner.

Upon qualification, this credit is automatically applied to the tax bill when the assessment increases more than 10% over the prior year. Counties and municipalities have the option to set a limit lower than 10% for local tax purposes. Anne Arundel County has set this limit at 2%. IMPACT FEES: Charges levied on new development to offset the cost of that development. Impact fees are levied for road and school construction and are applied as a funding source to specific capital projects. INTERNAL SERVICE FUNDS: Established to account for activities which support other operations of the county government. Examples would include inventories, stock and mail operations, print shop and garage activities. They are financed by sales and services to user departments and must be self-supporting. MERIT EMPLOYEE: An employee afforded the protections of the county personnel system. Merit employees receive all benefits including insurance and pension. MISCELLANEOUS OUTLAY: An object of operating budget expenditure that is not readily classifiable in other objects. Examples are grants and contributions, inter-fund reimbursements, and depreciation. OBJECTS OF EXPENDITURE: A grouping of expenditures on the basis of goods or services purchased (e.g., personal services, supplies and materials, capital outlay, etc.). OBJECTIVES: Something to be accomplished in a specified period of time. Should be easily defined and measurable. OTHER POST-EMPLOYMENT BENEFITS (OPEB): Benefits owed to County employees for health care and insurance when they retire. GASB Statement No. 45 requires public-sector employers to recognize the cost of other post-employment benefits over the active life of their employees rather than on a pay-as-you-go basis. PAY-AS-YOU-GO: Capital projects that are funded by operating budget revenues, not through bonded indebtedness.


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PERFORMANCE/WORK LOAD INDICATORS: A unit measurement of work to be accomplished. Alone or in combination with other information they permit assessment of efficiency and effectiveness. PERSONAL SERVICES: An object of operating budget expenditure that includes the salary and benefit costs of all employees. REVENUE: Money collected by a government to support its programs and services; may be taxes, user fees and charges, grants, etc. SELF-INSURANCE: the County’s fund to pay claims for workers' compensation, auto liability and collision, and general liability. Self insurance is less costly than purchasing insurance coverage from private companies. SPECIAL TAXING DISTRICT: A group of property owners in a geographic area who have opted to pay additional taxes for services which they would not otherwise receive. SPECIAL REVENUE FUNDS: Account for revenues from specific taxes or other earmarked revenue sources which by law are designated to finance particular functions or activities of government. SUPPLIES AND MATERIALS: An object of operating budget expenditure that includes consumable items such as paper, uniforms, and cleaning compounds, as well as the cost of printing and mailing. TAX DIFFERENTIAL: The difference between the county tax rate paid outside the City of Annapolis and the rate paid in Annapolis. The reason for the differential is that the City of Annapolis provides its own police, fire, recreation, planning and public works services. TAX INCREMENT FUND: Set up to account for the cost of construction of specific capital improvements and repayment of same through charges to property owners benefiting from those improvements in a defined geographic area of the county. TURNOVER: Estimated savings in personnel costs due to vacancies in authorized positions throughout the course of the fiscal year.

USER FEES/CHARGES: Charges levied for specific services or programs and paid only by those receiving or benefiting from that service as opposed to the general population.


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Anne Arundel County, Maryland Water and Wastewater Operating Fund

Annual Report

The fund balance in the Water and Wastewater Operating Fund as of June 30, 2013 was $28.6 million. The estimated revenue for fiscal year 2014 is $98.5 million. This is $3.9 million, or about 4.1%, more than the amount projected in the approved budget. With actual expenditures for fiscal year 2014 projected to be $91.8 million, or about $1.3 million less than the amount projected in the approved budget, the County will generate $6.8 million of fund balance in fiscal year 2014. The fund balance at the end of the current fiscal year is projected to be $35.4 million. For fiscal year 2015, revenues are projected at $99.0 million. The usage rates will not increase in FY2015. The approved operating budget book provides the support for the fiscal year 2015 approved budget of $106.3 million. This amount is more than the estimated revenue and projects the use of $7.4 million of fund balance. The projected fund balance at the end of fiscal year 2015 is $28.0 million ($35.4 million estimated balance at the end of fiscal year 2014 minus the use of $7.4 million from fiscal year 2015 operations). The calculated two-month fund balance requirement is approximately $17.6 million. The projected balance at the end of fiscal year 2015 is sufficient to cover any reasonably unexpected shortfall in this fund. Anne Arundel County, Maryland

Appendix FY2015 Approved Budget

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DESCRIPTION VENDOR CONTRACT # EXPIRATION DATE RENEWAL

Online Web Services Pictometry International Corp 8193 8/31/2015 0Job Order Contracting North Point Builders Inc 8941 6/30/2014 3Mutual Fund Manager Dimensional Fund Advisors LP 9164 6/27/2014 1

Energy Consulting Services EnerNOC 8770 10/31/2014 7Government Purchasing Card Program U S Bank 5956 4/30/2014 1

AA CO Retirement & Pension System- Trading Advisor State Street Global Markets 6034 9/14/2014 1Mailroom Equipment and Maintenance Neopost USA Inc dba Hasler 8918 7/31/2015 0

Interface for CAD System ImageTrend Inc 9237 11/30/2014 1BRCPC Gas Supply Contract Constellation New Energy-Gas Division LLC 8846 4/30/2014 3

Beast Barcode System Support Porter Lee Corporation 8923 4/30/2014 1Extended Warranty and Support Svcs for Computer Hardware at

Det Ctr BI Inc 9210 6/30/2014 4

Aerial Image Capturing and Processing Pictometry International Corp 9188 6/30/2015 0Live Scan Fingerprinting System Maintenance Morphotrust USA Inc 9190 6/30/2014 1

Servsafe Handler Course Trinity Services I LLC 9211 6/30/2014 4Dedicated VPN Line for Arundel Mills Substation Comcast of Maryland Inc. 7926 1/14/2017 1

Success Through Education Program (STEP) Anne Arundel Community College 9208 6/30/2014 1Ambutrak Inventory and Asset Management Software EMS Technology Solutions LLC 9052 12/31/2014 3

Application for Reaccrediation Commission on Accreditation for Law Enforcement 7681 6/30/2014 1

Court Reporting Services for Grand Jury Proceedings CompuScribe 8740 6/30/2014 3Health Care for Anne Arundel County Detention Center Corizon Inc 9276 9/30/2014 4

Digital Printer Service Maintenance Agreement Noritsu America Corporation 9234 11/13/2014 4Food Services Anne Arundel County Detention Facility Trinity Services 1 LLC 9303 6/30/2014 5

Agilent Life Sciences & Chemical Analysis Agilent Technologies Inc 7919 8/31/2014 1Verint Audiolog Series Maintenance McEnroe Voice & Data Corp 8908 4/30/2014 1

Nicolet FT-IR Support Plan Thermo Electron North America LLC 8959 7/16/2014 1Lifepak Defibrillator Monitor Repair Service Physio-Control Inc 9170 6/30/2016 0

Upgrade Advantage for Power DMS & Test Power Survey Innovative Data Solutions dba Power DMS Inc. 9003 6/14/2014 1

Drug Abuse Testing for Inmates Siemens Healthcare Diagnostics Inc 8940 7/31/2014 3Veterinary Services Animal Birth Control LLC 8956 6/30/2014 3

Tandberg 3000 MXP Codec Tandberg Centric 1700 MXP IVCI LLC 7865 9/24/2014 0Disk Xtender Maintenance & Support NMS Imaging Inc. 7893 8/22/2014 1

Blanket Insurance for Volunteer Fire and Rescue Personnel Provident Agency Inc 9281 2/28/2015 3Cooking & Refrigeration Equipment Maintenance EMR Service Division 8883 3/31/2015 2

Photo System Maintenance and Support Dataworks Plus LLC 9212 8/31/2014 4

CURRENT EXPENSE BUDGET LONG TERM CONTRACTS (FY15)


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Armored Car Service Dunbar Armored Inc 7674 12/6/2014 1Veterinary Services Howard (Melvin D) DVM 5636 6/30/2014 1

Public Performing Licensing Swank Motion Pictures Inc 8955 6/30/2014 1Maint Service Washers Dryers at Ordnance Rd Det Ctr FMB Laundry Inc 8520 11/30/2014 1

911 Recording System Maintenance Contract Synergon Solutions Inc 9068 1/14/2015 3

Zip Enhancements Deborah Clarke dba Ctech Software Soultions 9038 6/30/2014 3

ADACS Systems Systems Engineering Technology Corp 8229 6/16/2014 1Humane Educator Marjorie Nilsson Inc 8686 6/30/2014 2

Genetic Analyzer Equipment Maintenance Plan Life Technologies Corp 9036 11/13/2014 3Lifepak 15 Service Agreement Physio Control Inc 8459 5/3/2015 0

Driving Simulation System Maintenance Service Agreement Doron Precision Systems Inc 9082 1/31/2015 3Lifepak 12 Physio Control Inc 8524 8/31/2014 1

Emergency Vehicle Operation Traning MD Police and Correctional Training Commissions 8960 7/29/2014 3

Medic Monthly Modules Kaplan Higher Education LLC dba Kaplan Fire and EMS 9213 9/30/2014 4

Tenant Lease Agreement Police Brooklyn Park Section II LLC 7631 6/30/2021 0Tenant Lease Agreement - Police Consulidated Laurel LLC 7630 3/31/2016 0Installation of Microfiche Digitizer Micrographic Equipment Designs Inc 9218 9/30/2014 0

WebEOC ESI Acquisition Inc 8510 6/30/2014 1Unificare/Justice Benefits SCAAP Unificare Ltd dba Justice Benefits Inc 8852 3/31/2015 2

Lifepak 15 Service Agreement Physio Control Inc 8367 11/4/2014 0Electronic Security System Maintenance Agreement Stanley Convergent Security Solution Inc 9214 6/30/2016 0

Dedicated VPN Line Comcast of MD Inc 8257 1/4/2019 1ESP System Maintenance Agreement Priority Dispatch Corporation 8199 6/30/2014 1

AMS Software Upgrade/Methadone Program at Adult Addictions Netsmart Technologies Inc 8452 6/30/2014 1

AMS Software Upgrade/Methadone Program at Correctional Center Netsmart Technologies Inc 8453 6/30/2014 1

Taxi Voucher Program Reimbursement D/P United Cab Co of Anne Arundel Ct LLC 8197 6/30/2015 0Preventative Maintenance and Repair of Generators Johnson & Towers Inc 8418 4/30/2014 1

Sexual Assault Crisis & Hotline Services YWCA 8253 12/31/2014 0Taxi Voucher Program Reimbursement D/P Diamond Cab of Anne Arundel County Inc. 8469 10/12/2014 1

Alarm Monitoring Services Stanley Convergent Security Solutions Inc 8971 7/31/2014 1Taxi Voucher Program Reimbursement D/P Pasadena Passenger Service 8172 6/1/2015 0

Ombudsman Software Maintenance Renewal Synergy Software Technologies, Inc. 9078 12/31/2014 1


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Fiber Optic Upgrades for Dept of Health Verizon Select Services Inc 8876 6/30/2017 1Family Assistance Center Plan Development University of Maryland Baltimore 9127 6/4/2014 1Elevator Maintenance Inspection and Repair Schindler Elevator Corporation 8733 8/31/2014 2

Electricity Supply Contract Washington Gas Energy Services Inc 8729 9/5/2014 2Senior Nutrition Program Title III-C Germain Holdings DBA Overlea Caterers 9105 10/31/2014 1

Taxi Voucher Reimbursement Program D/P Aging/OE Taz Inc dba Checker Cab of Anne Arundel County 9035 6/30/2014 1

Exhaust Systems Maintenance and Repairs Wood Stear and LeDoux Inc t/a Air Cleaning Tech 8493 8/31/2014 2

Taxi Voucher Program Reimbursement D/P ABC Green Taxi Cab Services 8427 6/30/2015 0Taxi Voucher Program Reimbursement D/P Neet N Klean Taxi Co 8428 6/30/2015 0

Taxicab Voucher Reimbursement Program D/P - Aging TopCat Transport Inc 8605 3/31/2015 1Lawn Services for County Health Centers LMC Landscaping Inc 8604 3/31/2015 1

Medical Assistance Personal Care Case Monitoring Babet L Regalado 9194 6/30/2014 1HVAC Maintenance, Repair, Replacement & New Installation Reliable Engineering Services Inc 9272 11/30/2014 4

Medical Waste Pickup Biomedical Waste Services, Inc 9125 3/31/2015 3Medical Assistance Personal Care Case Monitoring Maureen Koziolek 9193 6/30/2014 1Medical Assistance Personal Care Case Monitoring Danielle M Brown 9192 6/30/2014 1Medical Assistance Personal Care Case Monitoring Tamla Williams 9191 6/30/2014 1

Perinatology Services Anne Arundel Physicians Group LLC dba Center for Maternal & Fetal Medicine 9049 10/31/2014 0

Custodial Services Brooklyn Park Senior Center J & H Maintenance Services Corp 8544 2/28/2015 1Taxicab Voucher Reimbursement Program D/P DOH/OE A A Cab Connection LLC 8763 1/20/2016 1

Courier Services U S Pack Logistics LLC 8761 12/31/2014 2Transportation Program - Aging & Disabilities First Transit Inc 9257 12/31/2014 4

Insect and Pest Control Services Professional Pest Solutions LLC 9279 1/31/2015 4Taxi Voucher Program Reimbursement D/P Checker Cab of Anne Arundel County 8137 6/30/2014 4

Homeless Mgmt Info System Bowman Internet Systems LLC 5907 5/31/2015 1Automatic Sprinkler Testing Maintenance New Installation and

Repairs Advanced Fire Protection Systems LLC 8793 11/30/2014 2

Preventive Medicine Residency Rotation Johns Hopkins Univ Schl of Hygiene & Public Health 8701 6/30/2015 0

Maternity Program Anne Arundel Medical Center Inc 8874 10/31/2014 0Taxi Voucher Program Reimbursement D/P Diamond Cab of Annapolis Inc 8166 6/30/2015 0

Security Monitoring Services for AA Co Libraries ADT Security Services Inc 8013 7/31/2014 1Annapolis Neck Fire Station Monitoring Trojan Alarm Solutions, Inc 9019 6/26/2014 1

Recovery Housing Services Samaritan Houses Inc 9122 6/30/2014 1


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Taxicab Voucher Reimbursement Program D/P Aging/OE Michael Aaron Sugar dba Road Pilot Cabs 8854 6/30/2014 1Taxi Voucher Program Reimbursement D/P Annapolis Yellow Cab Inc 8179 6/30/2015 0

Custodial Services for Health Centers and Other County Depts Abacus Corporation 8878 6/30/2014 3

DocStar Electronic Record Management Support Micrographic Equipment Design Inc 9022 6/30/2014 3

Custodial Services for Health Centers and Other County Depts J & H Maintenance Services Corporation 8877 6/30/2014 3

Taxicab Voucher Reimbursement Program D/P Aging/OE AA Cab Connection LLC 8853 6/28/2016 1Whitmore Parking Garage Management PMS Parking Inc 8920 6/30/2014 3

Median Landscape Maintenance Greenlink Incorporated 8837 2/28/2015 2Taxi Voucher Program Reimbursement D/P A A Taxi Service LLC 8136 6/30/2015 1

Recovery Housing Services Chrysalis House Inc 9123 6/30/2014 1Basinet Project Management System Florida Assn of Healthy Start 7842 11/4/2014 1

Taxi Voucher Program Reimbursement D/P Towson Sedan Inc dba City Line Sedan 8138 6/30/2014 4Taxi Voucher Program Reimbursement D/P Annapolis Bay Area Cab Co 8139 6/30/2015 1Taxi Voucher Program Reimbursement D/P Stoney Creek Passenger Service 8135 6/30/2015 0Taxi Voucher Program Reimbursement D/P New Harbor Transport Inc 8173 6/30/2015 0

FMD Work Order System Database Design and Support Services Millot and Associates, LLC 9044 6/30/2014 3

Taxi Voucher Program Reimbursement D/P Yellow Cab of A.A.County Inc 8181 6/30/2015 0Subfinder Software Maintenance CRS Inc 8023 6/30/2014 1

Medical Assistance Transportation AM Van Inc dba All American Ambulance 8871 6/30/2014 5Taxi Voucher Program Reimbursement D/P Reliable Cab Dispatch Services 8180 8/31/2015 0

Outside Legal Counsel Smith & Downey 7707 8/1/2014 1Site Executive Software Maint Systems Alliance Inc 7435 9/30/2014 1Pension Consulting Services New England 5302 8/1/2014 1

Yoga Instructor Claire Spencer 8382 6/30/2014 1Monitoring of Security Systems Remote Security Associates Inc 8288 1/31/2015 1

Dynamic Report System Levi Ray & Shoup Inc 7386 10/19/2014 1AIM Maintenance Saber Corporation 7422 6/30/2014 1

Munis Online for Tax & Utility Billing Tyler Technologies Inc 7493 9/29/2014 1Virtual Partner Engine Quickvoive Advanced Public Safety Inc 7727 8/31/2014 1

Pension Management Fees Westwood Management Corp 7258 12/20/2014 0Picture Link Imaging System Maintenance Dynamic Imaging Systems Inc 8337 4/30/2014 1

Investment Management ING Investment Management Co 7289 9/21/2014 1Aerobic Excerise Classes BioFitness LLC 9043 12/31/2014 3

Mobile Licenses, Mapping & Training Services Infor Public Sector Inc 7470 6/30/2014 1


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ESRI Master License Agreement ESRI 7716 12/17/2014 1Pet CPR & First Aid Best Friends Forever Pet Services 8741 6/30/2014 2

Custodial Services for the N Arundel Aquatic Center J & H Maintenance Services Corp 8754 10/31/2014 2Conduit Pole Rental Etc Verizon 8732 6/30/2014 1

Payroll System Implementation ADP Inc 5171 12/16/2016 1Multivendor Information Tech Recovery Services IBM Corporation 8542 12/31/2014 0

Comcast Internet Service Annapolis West St Comcast of Maryland 8680 6/30/2014 1Technical Assistance for S River Watershed US Fish & Wildlife Service 8749 7/10/2016 0

Software Programs & Maintenance License Fee Computer Associates Intl Inc 7067 6/30/2015 1Munis Software Annual Support & License Tyler Technologies Inc 7491 9/29/2014 1

Heat Maintenance Services Frontrange Heat Division Inc 7419 10/31/2014 1Retirement and Pension System K2 Investment Partners II LLC 6089 10/1/2014 1

Benefit Pay Plan Wellington Trust Company 7564 12/22/2014 1Applicant Mgmt Services - Online Serv Agrmt Government Jobs.Com Inc 7037 6/30/2014 1

Fidelity Group Trust for Employee Benefit Plans Fidelity Management Trust Company 7065 6/19/2014 1Consulting and Technical Services First Information Technology Services Inc 7410 6/30/2014 1

Anne Arundel County Pension Plan Connecticut General Life Insurance Company 6006 9/1/2014 1

Mainframe Operating Systems Support Services for OIT Jacob & Sundstrom Inc 7388 6/30/2014 1Fitness Classes Elaine W Farr 8714 6/30/2014 2

Comprehensive Telecommunications Services PaeTec Communications, Inc 9016 8/15/2014 1Benefit Pay Plan Penn Capital Management Company Inc 7565 12/27/2014 1

Bond Issue Advisory Services Public Resources Adv Group Inc 7421 6/30/2014 1Financial Software Package Sungard Treasury Systems 5563 6/30/2015 0

Anne Arundel County Retirement & Pension System DuPont Capital Management 7819 6/29/2014 1Anne Arundel County Retirement & Pension System Newstone Capital Partners LP 7818 6/22/2014 1Anne Arundel County Retirement & Pension System TCW Crescent Mezzanine IV LLC 7817 8/15/2014 1

Master Purchase Agr For GIS Software, Data, Web Services, etc Environmental Systems Research / ESRI 7809 6/30/2014 1

OSDBA Support for OS Database Tyler Technologies Inc aka Munis 7713 9/29/2014 1AutoCAD Map 3D 2013 - P & Z DLT Solutions LLC 9015 10/31/2014 1

Routing for Transportation Vehicles - Aging Software Maint & Tech Support Route Match Software Inc 8069 1/31/2015 1

Maintenance Support for Stratus Server Systems Stratus Technologies Ireland LTD 8957 9/30/2014 1Bond Sale Services McKennon Shelton & Henn LLP 7385 10/1/2014 1

Pension Investment Manager Bridgewater 6004 1/2/2015 1CassWorks Maintenance and Support RJN Group Inc 7599 6/30/2014 1


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E Time Collection Software and Service ADP Inc 6075 1/3/2016 0Bike Track Severn Danza Park Chesapeake BMX 8016 12/31/2014 1

Database for Online Legal Research LexisNexis A Div of Reed Elsevier Inc 8648 3/31/2015 1Officials Youth Basketball Game Guardians 8685 7/31/2014 2

Security System Monitoring Fee Shafer Security Services LLC 8261 11/30/2014 1Radio System Maintenance and Repair Motorola Inc 8183 6/30/2015 1

Commercial Paper Notes J P Morgan Securities Inc 7605 1/26/2015 1IBM Master Agreement IBM Corporation 7922 6/30/2014 1

Dairy Farm Lease USNA Naval Academy Business Service Division 7924 7/31/2014 0Pension Investment Manager Mariner investment Group Inc 6019 10/1/2014 1

Voluntary Benefits Program Management Services SF&C Select Benefits Comm Group LLC 5879 9/3/2014 1Administrative Grant for Londontown Londontowne Foundation 5884 6/30/2014 5

Pension Investment Manager Pacific Financial Research 6010 9/29/2014 1Trust Agreement Assest Custody Services State Street Bank 6011 1/1/2015 0

Pension Investment Manager Southeastern Asset Management Inc 6013 7/4/2014 1Investment Consultant New England Pension Consultants 6015 5/13/2014 1

Pension Investment Manager Western Asset Management Company 6016 2/7/2015 1Benefit Pay Plan AETNA Life Insurance Company 6000 1/1/2015 1

Recordation Tax Revenue Collection System Maintenance Support and Upgrades PCI LLC 9215 8/31/2014 5

Credit Card Convenience Fees Official Payments Corp 7899 5/16/2014 1Pension Investment Manager Chartwell Investment Partners 6007 3/31/2015 1

Wireless Services Accessories and Equipment Sprint Solutions Inc 8977 10/31/2015 1Pension Investment Manager Grantham Mayo Van Otterloo & Co LLC 6020 9/10/2014 0Pension Investment Manager Buckhead Capital Investment Counsel 6021 8/10/2014 0

Investment Advisory Agreement WEDGE Capitol Management LLP 9165 6/25/2014 1Cheer, Dance, Princess & Superhero Camps Epic Spirit Ventures Inc 9128 6/23/2014 4

Strategic Planning Consultant Orange Boy Inc 9139 5/31/2015 1Pension Investment Manager Prudential Insurance Company of America 6018 6/23/2014 1

Anne Arundel County Retirement and Pension System Sands Capital Management Inc 6033 8/4/2014 0Self Defense 10 Second Defense LLC 9167 8/31/2014 4

One World Consultant First Information Technology Inc. 6076 6/30/2014 1Cigna Vision Insurance Cigna Vision & Dental Care 5944 12/31/2014 1

Prescription Drug Coverage CVS Caremark Corp 8995 12/31/2014 5Automated Data Processing Services ARINC Inc 9072 6/30/2014 1

Internet Service State of Maryland DOIT State of MD Comptroller of the Treasury 8857 6/30/2014 1


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Confidentiality Agreement Caremark PCS Health LLC/AON Consulting Inc 8899 1/4/2015 1

Musical Compositions and Sound Recording Universal Music - MGB NA LLC dba Killer Tracks 9042 6/30/2014 1

Nintex Software Quality Associates Inc 8850 12/5/2014 2Armored Car Services Dunbar Armored Inc 9252 11/30/2014 1

Symago Software Maintenance Symago LLC 8925 6/30/2014 3Ice Rink Compressor Maintenance Quiet Waters Arctic Refrigeration Inc 8777 3/31/2015 1

Subscription Agreement for Anne Arundel County Retirement And Pension System Quellos Private Capital II LP 7502 3/11/2015 1

Paddle Fitness Mantra Fit Inc 9076 5/31/2014 4Symantec Netbackup Maintenance EnPointe Technologies Sales Inc 9041 1/27/2015 1

Adult Softball Officials United States Specialty Sports Assn Inc 9126 7/31/2014 4Adaptive Boating Annapolis Community Boating Inc 8593 4/30/2014 2

Highway Capacity Software McTrans Center 8935 5/31/2014 1Telestaff Service & Support Krono's Inc 8978 8/31/2014 1

Community Use of Public Schools Board of Eductation 8783 6/30/2014 1Officials Field Hockey Game Guardians LLC 8653 4/30/2014 2

Officials Youth Football Mid Atlantic Officials Alliance Inc dba Champion 8672 6/30/2014 2

Inspection of Communication Towers Blanton Antenna Service Inc 9226 12/1/2014 4Symantec Software & Maintenance En Pointe Technologies Sales Inc 8828 1/27/2015 1

Webinar Training for GMAIL SADA Systems Inc 9227 10/31/2014 1Economic Analysis Government Arbitration Svcs Public Financial Management Inc 8790 6/30/2014 2

Professional Legal Services Best Best & Krieger LLP 8767 6/30/2014 1Employee Benefits Consulting Services AON Consulting Inc 9273 3/31/2015 0

Officials Youth Soccer Capital Area Soccer Referees Association 8620 7/31/2014 3Ice Rink Management at Glen Burine Town Center Tristate Ice Management at Glen Burnie LLC 8730 9/30/2014 2

Fire Saftey Equipment Inspection Maintenance Upgrades Fireline Corporation 8881 4/30/2014 3Tiburon Software Support and Maint for Fire Dept Fire Reporting

System Tiburon Inc 8430 5/15/2014 3

Google Apps for Government SADA Systems Inc 8994 9/30/2014 1Infant-Elementary Aged Educational Programs Innovative & Creative Education Inc 8355 5/31/2014 1

Pension Actuarial Validation Bolton Partners Inc 8750 9/30/2014 1Findaway Playaways Midwest Tape LLC 9239 10/31/2014 4

Live Link Quality Associates 9039 9/30/2014 1Findaway Views Mackin Book Company 9240 10/31/2014 4


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Groundwater & Landfill Gas Monitoring Sands RD Maryland Environmental Service 8506 6/30/2014 1Educational Programs at Multiple Rec & Parks Locations Educational Resource Group LLC 8839 6/30/2014 3

Pre Competitive Swimming-Weekday Susan P Dennis 8419 7/31/2014 1Chess Instruction Silver Knights Chess LLC 8420 6/30/2014 1

Ice Skating Instruction at Quiet Waters Park Amir K Haan 8450 7/31/2014 1Master Agreement TCPN (Office Depot & Tech Depot) 9046 10/31/2014 2Wireless Services Cellco Partnership dba Verizon Wireless 8913 10/31/2014 2

IBM zEnterprise 114 PSR Inc 9205 9/30/2014 1Morning Masters Swim Program Traci McNeil 9249 12/31/2014 4

Employee Assistance Program Janus Associates Inc dba Business Health Services 9277 11/30/2014 1

Auto CAD Map 3D - DPW DLT Solutions LLC 8588 2/6/2015 1Magic Carnival Act Clown Lessons Christopher Bowers dba Mystery Academy 8368 3/31/2015 0Pet Waste Collection & Disposal Doody Calls Fairfax VA LLC 8885 6/30/2014 3

Personnel Selection Software Biddle Consulting Group Inc 8538 2/23/2015 2Fire Eye Software ITSolutions Net Inc 8933 12/28/2014 1

Fundamentals of Sports Krazy Kidz Sports and Fitness LLC dba Jump Bunch 8880 6/30/2014 3

Netmail Archive Subscription Messaging Architects 9104 2/22/2015 0C-Series Check Printing Software Upgrade Bottomline Technologies Inc 9066 5/31/2014 1

Long Distance Calling Services AT&T Corporation 9091 11/1/2014 2Office Supplies Master Piggyback Agreement Office Depot Inc 9181 12/31/2016 0

Floor Coverings with Related Supplies Equipment & Services Interface Americas Inc 8898 3/19/2015 2BRCPC Office Furniture & Equipment Blanket Douron Inc 8045 12/31/2014 1BRCPC Office Furniture & Equipment Blanket Glover Equipment Sales Group LLC 8236 12/31/2014 1Groundwater and Surface Water Evaluation EA Engineering Science & Technology Inc 8188 9/30/2014 0

Water System Security Video Services at Montevideo BPS Comcast Cablevision of Maryland 9197 9/13/2016 0

Water System Security Video Services Old Waugh Chapel Rd Comcast Cablevision of Maryland 9196 9/13/2016 0

Water System Security Video Services at CroftonMeadows WTP Comcast Cablevision of Maryland 9198 9/13/2016 0

Water System Security Video Services at Arnold WTP Comcast Cablevision of Maryland 9199 9/13/2016 0Mail Room Equipment Services and Support Neopost USA Inc 9134 8/1/2014 0

Curbside Recycling Yard Waste & Trash Collection Service Areas 4 Gunther Refuse Service Inc 7278 6/30/2014 1

Wildlife Damage Management USDA APHIS WS 9163 9/30/2014 0Transit Service for Odenton Marc/Piney Orchard Central Maryland Regional Transit Corp 8584 1/31/2015 2


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Curbside Recycling Yard Waste & Trash Collection Service Areas 10 & 11 Uneeda Disposal Service Inc 7762 7/31/2014 3

Curbside Recycling Yard Waste & Trash Collection Service Area 8 Ecology Services Inc 7249 6/30/2014 2

Archaeological Services Generals Hwy Carolyn Gryczkowski 9287 6/30/2014 2Modifications Updates Enhancement to Cass Works RJN Group Inc 8332 12/31/2014 2

Groundwater Testing Sawmill Creek MD Geological Survey 9207 6/30/2014 1

Epping Forest Reforestation Project Patriot Land & Wildlife Management Service Inc 8962 6/30/2014 3

Janitorial Services for Annapolis WRF Acclaim USA Inc 9209 9/30/2014 4Curbside Recycling Yard Waste & Trash Collection Service

Areas 5 Ecology Services Inc 7251 6/30/2014 2

Archaeological Services Generals Hwy Shawn Sharpe 9288 6/30/2014 2Curbside Recycling Yard Waste & Trash Collection Service Area

1 Ecology Services Inc 7246 6/30/2014 2

Curbside Recycling Yard Waste & Trash Collection Service Area 6 Bates Trucking Company Inc 7245 6/30/2014 2

Archaecological Services Generals Hwy Jasmine Gollup 9284 6/30/2014 2Archaecological Services Generals Hwy Amanda Melton 9285 6/30/2014 2

Winterization and Refurbish Air Atomized Truck Mounted Paint Striper JCL Equipment Co Inc 8987 8/31/2014 2

Call Center Services One Call Concepts 8340 6/30/2014 1Annual Drinking Water Quality Report Printing & Distribution Omni Print Inc 8379 6/30/2014 1Jurisdiction Contribution To Northeast MD Waste Disposal

Authority Northeast MD Waste Disposal Authority 7377 6/30/2014 1

Environmental Compliance Tracking System Northeast MD Waste Disposal Authority 8917 6/30/2014 4

Utility Fund Rates Financial Services Management & Financial Services Group LLC 8371 3/31/2014 1

Water Service Baltimore City Baltimore City Water Dept 7847 6/30/2014 1Curbside Recycling Yard Waste & Trash Collection Service Area

7 Ecology Services Inc 7248 6/30/2014 2

Curbside Recycling Yard Waste & Trash Collection Ecology Services Anne Arundel Ct Cartage LLC 7526 6/30/2014 3

Curbside Recycling Yard Waste Trash SA 14 Bates Trucking Company Inc 8768 6/30/2014 9Archaeological Services Generals Hwy Stephanie Taleff Sperling 9289 6/30/2014 2

Solid Waste Disposal Northeast MD Waste Disposal 9113 4/11/2015 5Asphalt Trench & Overlay Services Bravo Equipment & Construction Co Inc 9121 4/30/2014 2


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Curbside Recycling Yard Waste & Trash Collection Ecology Services Inc 7247 6/30/2014 2Curbside Recycling Yard Waste & Trash Collection Serv areas

3,9,12,14 & 15Ecology Services Anne Arundel County

Cartage LLC 7529 6/30/2014 3

Curbside Recycling Yard Waste Trash SA 11 The Goode Companies Inc 8769 6/30/2014 9Aerial Surveys Volume & Settlement Analysis for Landfills BAI Group dba Blazosky Associates Inc 8985 9/30/2014 4

Curbside Recycling Yard Waste & Trash Collection Service Ecology Services Anne Arundel Ct Cartage LLC 7525 6/30/2014 3

Risk Management Info System Annual Maintenance CS Stars 7972 7/31/2015 0Road Sensors Maintenance Agreement Vaisala Inc 8644 2/28/2015 3

Curbside Recycling Yard Waste & Trash Collection Services Ecology Services Anne Arundel County Cartage LLC 7527 6/30/2014 3

Tree Trimming & Removal Services Lewis Tree Service Inc 8789 7/31/2014 3Archaeological Services Generals Hwy John Kille 9290 6/30/2014 2Archaeological Services Generals Hwy Anastasia Lee Poulos 9286 6/30/2014 2

LFG System Monitoring Maintenance and Routing Operation Services Shaw Environmental & Infrastructure Inc 8992 10/31/2014 3

Mowing Services Storm Water Management Ponds David Lee Poe dba Chesapeake Lawn Maintenance 8717 3/31/2015 4

Tree Trimming & Removal Services Asplundh Tree Expert Co 8788 7/31/2014 1Methanol Intercoastal Trading Inc 9064 8/31/2014 3

Curbside Recycling Yard Waste Trash SA13 Gunther Refuse Service Inc 8779 6/30/2014 8Archaeological Services for Lost Towns Project Sperling (Stephanie) 7737 6/30/2014 1

Study Transportation Plan for Major Intersection/Important Facilities CEI Vision Joint Ventures 9253 6/30/2015 1

County Code Book Publication American Legal Publishing Corp 7000 6/30/2014 3Legal Council Liquor Board Commission Sara H Arthur Esq 8482 6/30/2014 1

Fleet Mgmt Information System Annual Software Maintenance CCG Systems Inc 7215 6/30/2014 1

Digital Recording Maintenance Agreement Courtsmart Digital System Inc 9071 6/30/2014 1Audit Services Clifton Larson Allen LLP 8378 6/30/2014 1

Monitoring & Testing Services Alarms Burtel Security Division of D J Enterprises 7976 7/31/2014 0Library Periodicals EBSCO Information Servcies 9175 6/30/2014 5

Automated Fuel Control System E J Ward Inc 9031 9/30/2014 3Merchant Services for Library Bank of America Merchant Services 7977 8/31/2014 0

Comcast Internet Severn Library Comcast of Maryland 8675 6/30/2014 1Comcast Internet Service Harry Truman Pkway Comcast of Maryland 8683 6/30/2014 1

Comcast Internet Service Hillsmere Drive Comcast of Maryland 8682 6/30/2014 1


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Comcast Internet Service Broadneck Green Holly Dr Comcast of Maryland 8681 6/30/2014 1Comcast Internet Service Deale Library Comcast of Maryland 8679 6/30/2014 1

Comcast Internet Service RIV Library Branch Comcast of Maryland 8678 6/30/2014 1Comcast Internet Service Pasadena Mountain Rd Comcast of Maryland 8677 6/30/2014 1

Comcast Internet Service Laurel MDC Branch Comast of Maryland 8676 6/30/2014 1

Refurbish Horton Ambulances Laake Enterprises Inc dba Fesco Emergency Sales 9124 4/30/2014 4

Collection Agency Services Unique Management Services Inc. 8721 5/31/2014 2Software Milestones SAAS Migration Sirsi Corporation 8540 6/16/2017 0

Legal Services Ward Pratz & Associates PA 7921 6/30/2014 1Library Maintenance Agreement West Thomson Reuters 8864 5/31/2014 3

Actuarial Services AMI Risk Consultants Inc 8911 6/30/2014 1Crime Insurance RCM&D INC 8912 6/30/2014 1

Comcast Internet Service Annapolis West St Comcast of Maryland 8680 6/30/2014 1Marketing and Public Relations Management Systems Vocus Inc 9147 5/31/2014 4

Family Law Pro SE Project Legal Aid Bureau 5699 6/30/2014 1Software Services and Data Reports Davis (Michael) Consulting Inc 7430 6/30/2014 1

MSDS Management Services MSDSOnline Inc 8965 7/31/2014 3Courthouse Preventative Maintenance Siemens Industry Inc 7362 6/30/2014 1

Office and Classroom Related Supplies and Accessories Staples Inc and Subsidiaries 9180 6/30/2014 1


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Grants Special Revenue FundGrants Listing

DepartmentBureau FY2013 FY2014 FY2014 FY2015

Grant Actual Original Estimate BudgetChief Administrative Office

110-Management & Control GCA002-Community Economic Adjustment 473,054 1,110,500 219,300 400,000GCA003-Emergency Food Assistance Prog 22,281 20,000 20,000 20,000

110-Management & Control Total 495,335 1,130,500 239,300 420,000Chief Administrative Office Total 495,335 1,130,500 239,300 420,000

Circuit Court460-Disposition of Litigation

GCC001-Drug Treatment Court Commissio 0 0 0 0GCC002-Drug Treatment Court Commissio 229,174 325,700 213,400 265,400GCC004-Edward Byrne Memorial Justice 65,324 79,400 17,600 84,700GCC005-Family Services Program 685,267 867,800 344,400 885,900GCC007-Mediation & Conflict Resolutio 47,307 53,400 24,300 93,500GCC010-FCCIP Child Welfare Prgm 0 0 0 3,600

460-Disposition of Litigation Total 1,027,071 1,326,300 599,700 1,333,100Circuit Court Total 1,027,071 1,326,300 599,700 1,333,100

Department of Aging365-Nutrition

GAG008-Nutrition Services Incentive 154,351 160,000 160,000 133,600GAG205-IIIC-1 Nutrition 608,178 463,300 470,600 456,500GAG206-IIIC-2 Home Delivered Meals 274,914 233,700 233,700 241,100GAG207-IIID Preventative Health 24,461 21,200 21,200 20,000GAG306-BG-Nutrition 103,716 103,700 103,700 103,700

365-Nutrition Total 1,165,620 981,900 989,200 954,900370-Transportation

GAG004-STWide Special Transpo Assist 187,155 402,500 490,300 417,500370-Transportation Total 187,155 402,500 490,300 417,500

375-Senior Centers GAG001-Senior Center Operating Grant 5,565 7,000 7,000 7,000

375-Senior Centers Total 5,565 7,000 7,000 7,000380-Outreach & Referral

GAG004-STWide Special Transpo Assist 0 0 6,000 6,700GAG010-Maryland Access 43,566 37,000 37,000 19,600GAG201-IIIB Public Relations/Admin IA 254,476 235,000 211,600 248,800GAG202-IIIB Legal Aid Bureau IA 40,000 52,500 45,000 45,000


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Grant Actual Original Estimate BudgetGAG203-IIIB Telephone Reassurance IA 9,165 8,800 2,300 2,300GAG300-BG-Information & Assistance 46,134 46,100 55,900 47,100GAG307-BG-Vulnerable Elderly 34,674 34,700 35,500 34,700

380-Outreach & Referral Total 428,015 414,100 393,300 404,200385-Volunteers & Employment

GAG002-Foster Grandparent Program 225,338 237,400 238,800 274,500GAG003-Retired Senior Volunteer Prgm 58,693 52,000 50,100 100,800GAG009-Ctrs for Medicare/caid Service 38,412 37,100 46,200 58,900GAG204-IIIB Friendly Visitor 18,810 13,900 4,100 4,100

385-Volunteers & Employment Total 341,254 340,400 339,200 438,300390-Long Term Care

GAG005-Curb Abuse Medicare/caid SMP 23,453 16,900 12,900 12,400GAG006-Medical Assist Personal Care 661 0 0 0GAG007-Medicaid Waiver 133,434 0 300 0GAG200-IIIB Senior Care 75,601 80,000 86,500 85,000GAG208-IIIE National Family Caregiver 191,528 180,100 159,700 209,200GAG209-VII Ombudsman 46,105 28,900 30,200 33,400GAG301-BG-Senior Care 498,191 496,900 513,600 496,900GAG302-BG-Guardianship 9,065 9,100 18,300 9,200GAG304-BG-Housing 424,055 453,600 451,600 486,800GAG305-BG-Ombudsman 81,047 81,000 95,400 78,300GAG308-Money Follows the Person 138,958 0 500 0GAG309-Chronic Disease Self Mngt 3,285 0 0 0GAG310-Chronic Disease Self Mngt 0 20,000 20,000 12,500

390-Long Term Care Total 1,625,383 1,366,500 1,389,000 1,423,700Department of Aging Total 3,752,993 3,512,400 3,608,000 3,645,600

Detention Center405-Admin/Support Service

GDC002-SCAAP 156,878 319,700 70,000 65,000405-Admin/Support Service Total 156,878 319,700 70,000 65,000

Detention Center Total 156,878 319,700 70,000 65,000Fire Department

260-Planning & Logistics GFR026-Driver Simulator 0 0 0 4,500,000GFR049-State Numbers Board 0 0 0 180,000


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Grant Actual Original Estimate BudgetGFR051-MIEMSS Mass Casualty Equipment 0 0 0 12,200

260-Planning & Logistics Total 0 0 0 4,692,200265-Operations

GFR008-Advanced Life Support 19,654 0 0 0265-Operations Total 19,654 0 0 0

278-Emergency Management GFR001-Citizens Corps 6,134 9,000 5,500 0GFR002-EMPG-State & Local Assistance 187,626 174,700 175,900 182,100GFR003-HMEP 0 5,000 0 2,000GFR005-Local Emergency Planning 0 7,500 0 1,300GFR006-State Homeland Security 539,519 648,400 593,400 179,400GFR007-Urban Area Security Initiative 26,081 20,300 14,100 18,100GFR010-Emergency Management Support 62,040 210,000 59,300 165,000GFR012-Homeland Sec-Incident Mgt Trai 61,173 191,200 71,500 69,000GFR013-Homeland Sec-Vol Mobilization 16,224 30,500 15,500 0GFR014-Homeland Sec-HAZMAT Support 53,137 80,500 15,500 48,000GFR021-UASI-Tactical Equipment 69,980 195,000 80,000 127,300GFR023-UASI-CCTV 152,779 196,000 124,000 44,700GFR024-UASI-Conference 6,486 2,600 0 0GFR025-UASI-Ambulance Buses 16,291 108,500 108,500 38,800GFR027-Hazard Mitigation 1,853 0 0 0GFR029-Port Security Program 96,663 0 0 0GFR034-UASI ENS/Reverse 911/Geocoding 0 160,000 0 0GFR036-UASI High School Education 0 0 0 0GFR041-UASI Tech Training WEB EOC 36,497 45,700 20,700 64,900GFR042-UASI - Sheltering 186,920 67,800 21,000 13,500GFR050-UASI Urban Search & Rescue 0 0 0 0

278-Emergency Management Total 1,519,401 2,152,700 1,304,900 954,100Fire Department Total 1,539,055 2,152,700 1,304,900 5,646,300

Health Department535-Administration & Operations

GHL492-CPHF-Planning & Surveillance 689,032 332,700 440,500 511,900535-Administration & Operations Total 689,032 332,700 440,500 511,900

540-Disease Prevention & Mgmt GHL422-CPHF-Adult Immunization 421,984 432,800 457,000 650,200


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Grant Actual Original Estimate BudgetGHL423-CPHF-Communicable Disease 635,076 697,400 678,000 697,600GHL487-CPHF-Breast & Cervical Cancer 103,688 91,400 105,500 117,000GHL488-CPHF-Health Information 476,624 438,600 466,400 399,200GHL632-ABC Ryan White I Grant 235,141 258,600 263,300 258,600GHL676-B&C Cancer Diagnosis Grant 215,775 217,600 204,700 201,300GHL714-B&C Cancer Outreach Grant 158,361 162,500 162,500 162,500GHL740-TB Control Grant 2,000 2,000 2,000 2,000GHL741-STD Grant 33,240 33,200 33,200 33,200GHL748-Immunization Grant 114,700 114,700 114,700 126,200GHL763-RW II Health Support Services 346,439 373,600 234,100 82,600GHL765-Counseling, Testing & Referral 159,056 192,400 192,100 67,100GHL901-CRF Cancer: Non-Clinical 218,498 218,500 225,100 225,400GHL902-CRF Cancer: Clinical 399,971 416,100 421,300 422,600GHL903-CRF Cancer: Administrative 40,916 40,900 42,300 42,400GHL920-CRF Tobacco: Community Based 73,223 81,400 97,600 99,000GHL930-CRF Tobacco: School Based 49,354 46,800 81,100 81,600GHL950-CRF Tobacco: Cessation 53,228 43,000 52,000 52,000GHL667-B&C Cancer Case Mgt Grant 130,405 123,600 135,900 136,000GHL744-HIV Partner Services 11,050 11,100 11,100 11,100GHL602-Personal Responsibility Ed Prg 41,736 37,000 34,000 34,000GHL760-AIDS Case Management 58,807 69,000 194,600 355,200GHL639-Maryland Million Hearts 142,520 21,100 32,000 0GHL641-B&C Cancer Screening & Prev. 4,518 4,600 0 4,600

540-Disease Prevention & Mgmt Total 4,126,309 4,127,900 4,240,500 4,261,400545-Environmental Health Services

GHL335-PHP Emergency Preparedness 444,342 392,000 365,600 374,300GHL344-PHP Cities Readiness 104,551 104,700 92,400 93,100GHL466-CPHF-Food Control 126,078 157,000 181,800 166,200GHL573-Public Hlth Emerg Preparedness 117,569 40,800 0 0

545-Environmental Health Services Total 792,540 694,500 639,800 633,600550-School Health & Support

GHL417-CPHF-School Health 417,700 417,700 488,000 422,200GHL675-Challenging Behaviors 0 35,000 0 0

550-School Health & Support Total 417,700 452,700 488,000 422,200551-Behavioral Health Services


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Grant Actual Original Estimate BudgetGHL416-CPHF-Childrens Mental Health 30,747 82,200 112,500 135,600GHL616-High Intensity Drug Traffickin 154,032 134,500 134,500 134,500GHL617-ARRA Strengthening Families 45,000 45,000 0 45,000GHL618-DUI-Justice Assistance Grant 141,850 142,200 142,200 142,000GHL619-BJAG-Circuit Court Drug Court 54,946 73,400 57,900 55,900GHL620-Hot Spots-Drug Free Schools 0 0 0 0GHL720-Geriatric Evaluation Services 560,258 0 0 0GHL840-Ft. Meade Disaster Relief Fund 2,227,367 2,103,700 2,133,300 2,230,100GHL841-Prevention Project Grant 277,840 279,500 274,000 283,500GHL357-Addictions third Party PAC 960,005 0 0 0GHL430-CPHF-Personal Care 166,115 190,000 190,000 81,800GHL854-Drug Court Treatment Services 95,350 96,300 96,300 96,300GHL315-BJAG Recidivism Reduction 46,081 50,000 30,000 30,000GHL843-Addictions Project Grant 2,743,504 2,547,400 2,217,900 2,291,500GHL865-TCA Addictions Program Special 49,307 73,100 77,300 77,400GHL842-Strategic Prevention Framework 33,400 33,500 0 60,300GHL859-Recovery Support Services 731,534 766,300 1,029,800 1,033,400GHL776-Integ of Sxl Hlth in Recovery 0 0 62,200 62,300

551-Behavioral Health Services Total 8,317,336 6,617,100 6,557,900 6,759,600555-Family Health Services

GHL418-CPHF-Maternity 70,320 36,000 36,000 45,200GHL421-CPHF-Dental Health 112,619 109,700 171,700 124,000GHL426-CPHF-Cancer 37,168 45,500 44,300 78,400GHL427-CPHF-Home Visiting 152,582 191,400 221,700 264,000GHL429-CPHF-Eligibility & Enrollment 305,773 301,000 295,100 320,200GHL538-Breastfeeding Peer Counselor 67,227 82,300 82,300 68,700GHL559-WIC Training & Temp Staffing 450,495 591,300 591,300 605,000GHL564-Healthy Start 403,675 400,000 400,000 400,000GHL691-Family Planning Grant 310,589 316,400 0 0GHL693-Healthy Teens Grant 189,736 263,500 263,700 264,800GHL696-Improved Pregnancy Outcome 41,207 41,300 41,300 41,300GHL705-Women, Infants & Children 1,308,403 1,493,000 1,493,000 1,622,500GHL730-Admin. Care Coordination 379,854 410,000 404,600 410,000GHL731-PWC Eligibility Grant 867,128 988,400 960,200 988,300GHL738-MA Transportation Grant 1,975,108 1,602,700 1,848,300 2,452,500


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Grant Actual Original Estimate BudgetGHL543-Oral Disease & Inj Prevent 11,250 11,300 7,100 7,100GHL262-Min Infant Mort Reduc Dem Prog 0 0 116,700 116,900GHL636-Dental Sealant Program 0 0 12,100 12,000

555-Family Health Services Total 6,683,135 6,883,800 6,989,400 7,820,900Health Department Total 21,026,052 19,108,700 19,356,100 20,409,600

Office of Finance Non-Departme169-Grants-Finance

- . 0 180,000 100,000 165,000169-Grants-Finance Total 0 180,000 100,000 165,000

Office of Finance Non-Departme Total 0 180,000 100,000 165,000Office of the Sheriff

435-Office of the Sheriff GSH001-Child Support Enforce-Reimb 699,126 773,200 865,700 870,500GSH002-Child Support Enforce-Incentiv 2,411 3,000 0 0GSH003-Domestic Violence Protective 20,231 30,000 29,100 27,700GSH004-Byrne Justice Recovery Act 3,679 0 0 0GSH005-Byrne Mem Justice Assis 14,102 24,500 28,600 11,000GSH008-Byrne Mobile Data Computers 0 0 58,100 0

435-Office of the Sheriff Total 739,550 830,700 981,500 909,200Office of the Sheriff Total 739,550 830,700 981,500 909,200

Office of the State's Attorney430-Office of the State's Attorney

GST002-Drug Treatment Court Commissio 117,318 119,800 112,300 115,300GST003-Edward Byrne Memorial Justice 26,500 0 21,800 49,000GST007-Victims of Crime Assistance 82,293 98,800 131,600 158,900GST009-Danger Assessment Advocate 44,000 52,400 67,000 56,100GST011-St Cap Cities Safe Str Initiat 67,600 68,800 69,900 74,000GST013-Safe Streets 62,871 68,800 61,100 77,400GST014-Gun Violence Reduction 0 0 0 64,900

430-Office of the State's Attorney Total 400,582 408,600 463,700 595,600Office of the State's Attorney Total 400,582 408,600 463,700 595,600

Planning and Zoning290-Administration

GPZ001-Critical Area 9,000 9,000 8,000 8,000GPZ003-Federal Transit Formula 193,397 193,400 193,400 193,400


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Grant Actual Original Estimate BudgetGPZ004-Federal Transit Metro Planning 530,743 515,500 428,700 200,100GPZ013-CMAQ Application for Bike Rack 0 12,500 0 12,500GPZ014-Historic Gen Hwy Corrid Survey 0 0 58,800 241,200GPZ015-MTA Large Urban Transportation 0 0 0 593,900

290-Administration Total 733,140 730,400 688,900 1,249,100Planning and Zoning Total 733,140 730,400 688,900 1,249,100

Police Department240-Patrol Services

GLM019-CP-Communities Mobilizing 0 23,000 7,300 10,000GPD004-Community Traffic Safety 97,161 149,800 111,800 140,000GPD012-School Bus Safety Enforcement 18,000 20,000 20,100 20,000GPD013-Sex Offender Compliance Enf MD 38,099 35,000 32,600 40,000GPD014-Viper XIII Vehicle Theft Preve 41,274 45,000 47,600 50,000GPD025-ARRA Port Security 4,890 0 0 0GPD036-Safe Streets 7,694 0 15,400 10,000GPD037-MCSAP 5,561 23,000 9,900 15,000

240-Patrol Services Total 212,680 295,800 244,700 285,000250-Admin Services

GPD005-Edward Byrne Memorial Justice 36,752 33,500 18,500 68,000GPD006-Forensic Casework DNA Backlog 90,487 236,000 102,900 236,000GPD010-Paul Coverdell Forensic Scienc 0 60,000 0 50,000GPD011-Paul Coverdell Forensic Scienc 59,020 7,000 0 7,000GPD017-STOP Gun Violence Grant 41,000 41,000 37,900 41,000GPD022-Byrne Justice Recovery Act 21,150 0 0 0GPD034-MD ICAC Task Force 8,395 10,000 14,000 10,000GPD026-Technology Enhancements 35,972 42,500 78,100 50,000GPD035-BJAG - Crime Alalysts PROTECT 20,925 0 0 0GPD039-Repeat Offender Crime Analyst 31,181 0 300 0GPD041-Bike Safety Maryland 2,980 0 7,600 13,000GPD043-Crisis Intervention Team 0 0 0 40,000

250-Admin Services Total 347,861 430,000 259,300 515,000Police Department Total 560,541 725,800 504,000 800,000

Recreation and Parks335-Parks

GRP002-Jug Bay Sanctuary Enhancement 0 10,000 0 0


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Grant Actual Original Estimate BudgetGRP003-Jug Bay Sanct Enhancement II 0 5,000 0 0GRP006-Jug Bay Marsh Boardwalk 8,496 0 0 0

335-Parks Total 8,496 15,000 0 0Recreation and Parks Total 8,496 15,000 0 0

Social Services500-Adult Services

GSS001-Community Economic Adj Plannin 416,000 417,000 417,000 472,900GSS002-Emergency & Transitional Housi 101,803 101,800 101,800 101,800GSS004-Homeless Women-Crisis Shelter 73,673 73,700 71,200 71,200GSS006-Service Linked Housing Program 18,345 18,300 18,400 18,300GSS014-Mental Health Care Provider 35,745 46,600 48,800 48,700

500-Adult Services Total 645,566 657,400 657,200 712,900505-Family & Youth Services

GSS007-Temp Assistance-Needy Families 267,408 267,400 396,100 266,600GSS008-Young Fathers Employment Prgm 93,487 120,100 53,100 44,400

505-Family & Youth Services Total 360,895 387,500 449,200 311,000Social Services Total 1,006,461 1,044,900 1,106,400 1,023,900Grand Total 31,446,154 31,485,700 29,022,500 36,262,400


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Capital Budget and Program Fiscal Year 2015

Laura Neuman

County Executive Karen Cook John R. Hammond Chief Administrative Officer Budget Officer

Anne Arundel County Council

John J. Grasso Chairperson

G. James Benoit

Derek Fink Dick Ladd

Daryl Jones Chris Trumbauer

Jerry Walker

Page 484

FY2015 Approved Capital Budget and Program

Table of Contents

CAPITAL PROGRAM OVERVIEW Debt Affordability ..............................................................................................................486

Project Class Summary ......................................................................................................488

Funding Source Summary ..................................................................................................489

Project Listings & Funding Details – by Class General County ......................................................................................................493

Fire & Police ...........................................................................................................496

Recreation & Parks .................................................................................................498

Roads & Bridges .....................................................................................................501

Traffic Control ........................................................................................................504

Dredging ................................................................................................................506

Water Quality Improvements ..................................................................................508

Stormwater Runoff Controls ....................................................................................510

Special Benefit Districts ...........................................................................................512

School Off-Site .......................................................................................................514

Board of Education .................................................................................................516

Community College .................................................................................................519

Library ...................................................................................................................521

Waste Management ................................................................................................523

Wastewater ............................................................................................................525

Water ....................................................................................................................529

Watershed Protection and Restoration .....................................................................532

INTRODUCTION TO THE PROJECT PAGES Explanation of Terms .........................................................................................................537

Page 485

FY 2015 Debt Affordability

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

New Authority, Normal $120,000,000 $120,000,000 $120,000,000 $120,000,000 $120,000,000 $120,000,000Not used in prior year $35,600,000New Authority, IPA's $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000Total New Authority Affordable $155,600,000 $123,000,000 $123,000,000 $123,000,000 $123,000,000 $123,000,000

Affordability Ratios and Guidelines

Debt Service as % of Revenue 10.0% 9.2% 9.2% 9.7% 9.8% 10.0% 10.0%

Debt as % of Full Value 1.50% 1.29% 1.36% 1.36% 1.36% 1.35% 1.33%

Debt as % of Personal Income 3.0% 2.7% 2.8% 2.8% 2.7% 2.7% 2.6%

Debt per Capita $2,000 $1,805 $1,931 $1,978 $2,017 $2,047 $2,072

Debt Service $121,231,614 $126,115,917 $136,739,613 $144,170,902 $150,865,812 $156,173,800

Debt at end of fiscal year $998,510,171 $1,074,383,295 $1,107,490,397 $1,135,748,486 $1,159,693,911 $1,181,183,812

General Fund Revenues $1,323,962,000 $1,369,000,000 $1,416,000,000 $1,465,000,000 $1,516,000,000 $1,569,000,000

Estimated Full Value (000) $77,373,480 $78,773,441 $81,137,000 $83,571,000 $86,078,000 $88,660,000

Total Personal Income (000) $36,362,000 $37,998,000 $39,708,000 $41,495,000 $43,362,000 $45,313,000

Population 553,160 556,479 559,817 563,176 566,555 569,955

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Page 486

FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

New Authority, Normal 120,000,000 120,000,000 120,000,000 120,000,000 120,000,000 120,000,000Not Used in Prior Year 35,600,000Adjusted Affordability 155,600,000 120,000,000 120,000,000 120,000,000 120,000,000 120,000,000

Use of New Bond Authority 137,761,000 149,124,000 112,326,000 123,967,000 129,021,000 94,721,000

Recurring Revenues for PayGo 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 "One-Time" Revenue 14,000,000 10,000,000 5,000,000 Bond Premium 14,815,000 5,000,000 0Adjusted Affordability 38,815,000 25,000,000 15,000,000 10,000,000 10,000,000 10,000,000

Use of PayGo (including Bond Premium) 37,831,500 20,000,000 15,000,000 10,350,000 10,350,000 10,350,000

Bonds & PayGo Affordability 194,415,000 145,000,000 135,000,000 130,000,000 130,000,000 130,000,000

Use of Bonds & PayGo (incl. Bond Prem.) 175,592,500 169,124,000 127,326,000 134,317,000 139,371,000 105,071,000

Amount Over (Under) Affordability (18,822,500) 24,124,000 (7,674,000) 4,317,000 9,371,000 (24,929,000)

Cumulative: 5,301,500 (2,372,500) 1,944,500 11,315,500 (13,613,500)

PayGo Affordability

Bonds & PayGo Affordability (Combined)

USE OF BONDS & PAYGO IN PROPOSED BUDGET

BONDS & PAYGO AFFORDABILITYCOMPARED WITH

Bonds Affordability

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Project Class SummaryProject Class Total Prior FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

Council Approved

Anne Arundel County, Maryland Capital Budget and Program

$292,789,206 $29,784,500 $23,825,000 $21,625,000 $21,625,000 $21,625,000 $21,625,000General County $432,898,706

$24,455,808 $5,313,000 $17,325,000 $10,609,000 $6,165,000 $10,570,000 $5,791,000Fire & Police $80,228,808

$82,961,038 $13,793,000 $9,970,000 $17,197,000 $7,981,000 $5,700,000 $12,760,000Recreation & Parks $150,362,038

$149,756,744 $25,163,889 $24,847,000 $19,631,000 $20,338,000 $19,225,000 $19,225,000Roads & Bridges $278,186,633

$3,833,452 $6,274,000 $3,324,000 $3,349,000 $3,060,000 $3,060,000 $3,060,000Traffic Control $25,960,452

$18,181,978 $2,394,000 $2,983,000 $1,200,000 $1,200,000 $1,200,000 $1,200,000Dredging $28,358,978

$25,788,315 $2,382,000 $0 $0 $0 $0 $0Water Quality Improvements $28,170,315

$15,677,297 ($295,000) $0 $0 $0 $0 $0Stormwater Runoff Controls $15,382,297

$228,000 $0 $0 $0 $0 $0 $0Special Benefit Districts $228,000

$1,642,139 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000School Off-Site $3,142,139

$766,100,697 $153,401,000 $126,708,000 $93,741,000 $111,267,000 $94,783,000 $49,699,000Board of Education $1,395,699,697

$43,446,000 $3,221,000 $2,200,000 $1,700,000 $8,206,000 $20,700,000 $30,700,000Community College $110,173,000

$4,860,564 $778,000 $16,659,000 $19,695,000 $350,000 $350,000 $350,000Library $43,042,564

$1,429,721,238 $242,459,389 $228,091,000 $188,997,000 $180,442,000 $177,463,000 $144,660,000General County $2,591,833,627Sub-Tota

$47,199,589 $2,067,000 $22,425,000 $1,450,000 $1,450,000 $23,875,000 $1,450,000Waste Management $99,916,589

$47,199,589 $2,067,000 $22,425,000 $1,450,000 $1,450,000 $23,875,000 $1,450,000Solid Waste $99,916,589Sub-Tota

$733,695,101 $67,464,000 $21,034,000 $17,935,000 $17,935,000 $17,935,000 $17,935,000Wastewater $893,933,101

$384,639,308 ($11,258,000) $70,022,000 $73,422,000 $19,206,000 $17,965,000 $21,078,000Water $575,074,308

$1,118,334,409 $56,206,000 $91,056,000 $91,357,000 $37,141,000 $35,900,000 $39,013,000Utility $1,469,007,409Sub-Tota

$76,656,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200Watershed Protection & Restor. $540,593,800

$76,656,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200Watershed Protection $540,593,800Sub-Tota$2,671,912,036 $379,659,689 $418,154,100 $357,619,100 $294,783,300 $313,911,000 $265,312,200Grand-Total $4,701,351,425

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Page 488

Funding Source SummaryProject Project Title Total Prior FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

Council Approved

Capital Budget and ProgramAnne Arundel County, Maryland

General County Bonds

$704,975,124 $137,761,000 $149,124,000 $112,326,000 $123,967,000 $129,021,000 $94,721,000General County Bonds $1,451,895,124$19,107,000 $0 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000IPA Bonds $34,107,000$4,410,000 $1,793,000 $0 $0 $0 $0 $0WPRF Bonds $6,203,000

$60,000 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 1 $60,000$6,000 $242,000 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 2 $248,000

$1,296,000 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 3 $1,296,000$0 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 4 $0

$206,000 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 5 $206,000$13,000 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 6 $13,000

$220,000 $0 $0 $0 $0 $0 $0Public Safety Impact Fee Bonds $220,000$79,000 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 1 $79,000

$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 2 $0$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 3 $0$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 4 $0$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 5 $0$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 6 $0

$730,372,124 $139,796,000 $152,124,000 $115,326,000 $126,967,000 $132,021,000 $97,721,000Bonds $1,494,327,124PayGo

$700,000 $0 $0 $0 $0 $0 $0WasteWater PayGo $700,000$200,000 $0 $0 $0 $0 $0 $0Solid Wst Mgmt PayGo $200,000

$123,628,141 $23,016,500 $20,000,000 $15,000,000 $10,350,000 $10,350,000 $10,350,000General Fund PayGo $212,694,641$1,511,700 $0 $0 $0 $0 $0 $0Bd of Ed PayGo $1,511,700$1,745,000 $212,000 $0 $0 $0 $0 $0Community College Pay Go $1,957,000

$127,784,841 $23,228,500 $20,000,000 $15,000,000 $10,350,000 $10,350,000 $10,350,000PayGo $217,063,341Impact Fees

$9,884,000 $1,352,000 $0 $0 $0 $0 $0Hwy Impact Fees Dist 1 $11,236,000$5,199,000 ($28,000) $0 $0 $0 $0 $0Hwy Impact Fees Dist 2 $5,171,000$4,612,750 $0 $0 $0 $0 $0 $0Hwy Impact Fees Dist 3 $4,612,750

$11,328,000 $568,000 $1,755,000 $0 $0 $0 $0Hwy Impact Fees Dist 4 $13,651,000$3,887,000 $264,000 $0 $0 $0 $0 $0Hwy Impact Fees Dist 5 $4,151,000$2,700,000 $0 $0 $0 $0 $0 $0Impact Fees - Ed $2,700,000

$13,739,500 $0 $0 $2,580,000 $2,000,000 $500,000 $500,000Ed Impact Fees Dist 1 $19,319,500$4,942,600 $0 $400,000 $200,000 $200,000 $200,000 $0Ed Impact Fees Dist 2 $5,942,600$7,291,300 $0 $2,906,000 $1,500,000 $500,000 $400,000 $0Ed Impact Fees Dist 3 $12,597,300

$352,800 ($200,000) $0 $0 $0 $0 $0Ed Impact Fees Dist 4 $152,800$1,980,700 $0 $500,000 $200,000 $0 $0 $0Ed Impact Fees Dist 5 $2,680,700

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Council Approved


$7,133,000 $0 $500,000 $0 $0 $0 $0Ed Impact Fees Dist 6 $7,633,000$197,500 $0 $0 $0 $0 $0 $0Ed Impact Fees Dist 7 $197,500

$1,730,000 $0 $500,000 $200,000 $200,000 $200,000 $200,000Public Safety Impact Fees $3,030,000$74,978,150 $1,956,000 $6,561,000 $4,680,000 $2,900,000 $1,300,000 $700,000Impact Fees $93,075,150

Grants & Aid$2,608,000 $0 $0 $0 $0 $0 $0Grants and Aid-CP Fed $2,608,000

$133,369 $0 $0 $0 $0 $0 $0Federal Aviation Auth $133,369$4,948,000 $92,000 $2,585,000 $0 $833,000 $0 $0Fed Bridge Repair Prgm $8,458,000

$15,944,763 $3,297,000 $0 $320,000 $0 $0 $0Other Fed Grants $19,561,763$12,506,822 $1,417,000 $1,100,000 $1,100,000 $1,100,000 $1,100,000 $1,100,000POS - Acquisition $19,423,822$20,795,929 $1,298,000 $1,450,000 $1,406,000 $1,680,000 $1,200,000 $1,800,000POS - Development $29,629,929$1,531,732 ($407,000) $0 $0 $0 $0 $0MDE Erosion & Water Qlty $1,124,732$7,754,090 $47,000 $812,000 $0 $0 $0 $0MD Waterway Improvement $8,613,090

$11,814,000 ($212,000) $0 $0 $3,253,000 $10,000,000 $15,000,000Maryland Higher Education $39,855,000$183,744,728 $36,877,000 $29,809,000 $37,157,000 $25,664,000 $13,797,000 $10,294,000Inter-Agency Committee $337,342,728$42,672,373 $9,448,889 $3,390,000 $7,790,000 $3,390,000 $3,390,000 $3,390,000Other State Grants $73,471,262

$304,453,806 $51,857,889 $39,146,000 $47,773,000 $35,920,000 $29,487,000 $31,584,000Grants & Aid $540,221,695Other

$5,000 $0 $0 $0 $0 $0 $0Developer Contribution $5,000$5,994,266 $4,525,000 $1,525,000 $1,525,000 $1,525,000 $1,525,000 $1,525,000Developer Contribution $18,144,266$6,475,455 $70,000 $0 $959,000 $0 $0 $0Other Funding Sources $7,504,455

$0 $0 $0 $0 $0 $0 $0Forfeiture $0$9,506,868 $4,611,000 $2,055,000 $2,054,000 $1,100,000 $1,100,000 $1,100,000Miscellaneous $21,526,868

$750,000 $0 $0 $0 $0 $0 $0Project Reimbursement $750,000$260,000 $0 $0 $0 $0 $0 $0City of Annapolis $260,000

$30,700,000 $14,815,000 $5,000,000 $0 $0 $0 $0Bond Premium $50,515,000$0 $0 $0 $0 $0 $0 $0Special Fees $0

$13,440,000 $1,600,000 $1,680,000 $1,680,000 $1,680,000 $1,680,000 $1,680,000Cable Fees $23,440,000$0 $0 $0 $0 $0 $0 $0School Waiver Fees $0

$25,000,000 $0 $0 $0 $0 $0 $0Arundel Gateway Tax Dist $25,000,000$30,000,000 $0 $0 $0 $0 $0 $0Two Rivers Spec Tax Dist $30,000,000

$728 $0 $0 $0 $0 $0 $0Natl. Bus Park Tax Dist $728$30,000,000 $0 $0 $0 $0 $0 $0Natl Bus Park North $30,000,000$16,000,000 $0 $0 $0 $0 $0 $0Village South Waugh Chapel $16,000,000$24,000,000 $0 $0 $0 $0 $0 $0Cedar Hill Tax Dist $24,000,000

$192,132,317 $25,621,000 $10,260,000 $6,218,000 $4,305,000 $4,305,000 $4,305,000Other $247,146,317$1,429,721,238 $242,459,389 $228,091,000 $188,997,000 $180,442,000 $177,463,000 $144,660,000General County $2,591,833,627

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Solid Waste Bonds

$40,642,804 $1,599,000 $6,299,000 $895,000 $895,000 $23,320,000 $895,000Solid Waste Bonds $74,545,804$40,642,804 $1,599,000 $6,299,000 $895,000 $895,000 $23,320,000 $895,000Bonds $74,545,804

PayGo$4,865,785 $468,000 $555,000 $555,000 $555,000 $555,000 $555,000Solid Wst Mgmt PayGo $8,108,785

$941,000 $0 $15,571,000 $0 $0 $0 $0SW Financial Assurance PayGo $16,512,000$5,806,785 $468,000 $16,126,000 $555,000 $555,000 $555,000 $555,000PayGo $24,620,785

Grants & Aid$0 $0 $0 $0 $0 $0 $0Other Fed Grants $0$0 $0 $0 $0 $0 $0 $0Grants & Aid $0

Other$750,000 $0 $0 $0 $0 $0 $0Project Reimbursement $750,000$750,000 $0 $0 $0 $0 $0 $0Other $750,000

$47,199,589 $2,067,000 $22,425,000 $1,450,000 $1,450,000 $23,875,000 $1,450,000Solid Waste $99,916,589

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Council Approved


Utility Bonds

$0 $0 $0 $0 $0 $0 $0General County Bonds $0$343,593,220 ($13,167,000) $61,482,000 $64,882,000 $10,666,000 $10,617,000 $11,125,000Water Bonds $489,198,220$534,561,859 $55,685,900 $6,688,000 $6,195,000 $6,195,000 $6,195,000 $6,195,000WasteWater Bonds $621,715,759$878,155,079 $42,518,900 $68,170,000 $71,077,000 $16,861,000 $16,812,000 $17,320,000Bonds $1,110,913,979

PayGo$63,249,273 $4,735,000 $11,869,000 $10,940,000 $10,940,000 $10,940,000 $10,940,000WasteWater PayGo $123,613,273$38,712,909 ($855,000) $9,340,000 $9,340,000 $9,340,000 $8,148,000 $10,753,000Water PayGo $84,778,909

$101,962,182 $3,880,000 $21,209,000 $20,280,000 $20,280,000 $19,088,000 $21,693,000PayGo $208,392,182Grants & Aid

$1,347,000 $0 $0 $0 $0 $0 $0Other Fed Grants $1,347,000$127,812,895 $4,148,100 $0 $0 $0 $0 $0Other State Grants $131,960,995$129,159,895 $4,148,100 $0 $0 $0 $0 $0Grants & Aid $133,307,995

Other$430,000 $0 $0 $0 $0 $0 $0Developer Contribution $430,000

$3,250,253 $0 $0 $0 $0 $0 $0Developer Contribution $3,250,253$1,377,000 $0 $1,677,000 $0 $0 $0 $0Other Funding Sources $3,054,000$4,000,000 $0 $0 $0 $0 $0 $0Project Reimbursement $4,000,000

$0 $5,659,000 $0 $0 $0 $0 $0Bond Premium $5,659,000$0 $0 $0 $0 $0 $0 $0User Connections $0$0 $0 $0 $0 $0 $0 $0Special Tax Districts $0

$9,057,253 $5,659,000 $1,677,000 $0 $0 $0 $0Other $16,393,253$1,118,334,409 $56,206,000 $91,056,000 $91,357,000 $37,141,000 $35,900,000 $39,013,000Utility $1,469,007,409

Watershed ProtectionBonds

$74,056,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200WPRF Bonds $537,993,800$74,056,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200Bonds $537,993,800

Other$2,600,000 $0 $0 $0 $0 $0 $0Project Reimbursement $2,600,000$2,600,000 $0 $0 $0 $0 $0 $0Other $2,600,000

$76,656,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200Watershed Protection $540,593,800

$2,671,912,036 $379,659,689 $418,154,100 $357,619,100 $294,783,300 $313,911,000 $265,312,200Grand-Total $4,701,351,425

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Page 492


Council ApprovedProject Class Summary - Project ListingProject Project Title Total Prior FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

Capital Budget and Program

General CountyProject Class

$607,780 $222,780 $85,000 $60,000 $60,000 $60,000 $60,000 $60,000C206500 Demo Bldg Code/Health

$294 $14,794 ($14,500) $0 $0 $0 $0 $0C383200 Conservation Trust

$2,258,742 $658,742 $540,000 $660,000 $100,000 $100,000 $100,000 $100,000C437000 Undrgrd Storage Tank Repl

$54,140,884 $33,940,884 $1,200,000 $3,800,000 $3,800,000 $3,800,000 $3,800,000 $3,800,000C443400 Agricultural Preservation Prgm

$5,019,590 $1,119,590 $650,000 $650,000 $650,000 $650,000 $650,000 $650,000C443500 Facility Renov/Reloc

$137,235 $30,235 $107,000 $0 $0 $0 $0 $0C452100 Gen Co Project Plan

$915,000 $555,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000C501100 Failed Sewage&Private Well Fnd

$78,929,723 $40,348,723 $11,941,000 $6,640,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000C519600 Information Technology Enhance

$2,064,000 $1,914,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000C531200 Reforest Prgm-Land Acquistion

$23,440,000 $13,440,000 $1,600,000 $1,680,000 $1,680,000 $1,680,000 $1,680,000 $1,680,000C537500 CATV PEG

$28,600,000 $11,200,000 $2,900,000 $2,900,000 $2,900,000 $2,900,000 $2,900,000 $2,900,000C537700 Septic System Enhancements

$31,228,239 $11,128,239 $3,350,000 $3,350,000 $3,350,000 $3,350,000 $3,350,000 $3,350,000C537800 County Facilities & Sys Upgrad

$2,700,654 $1,097,654 $1,603,000 $0 $0 $0 $0 $0C543800 Rural Legacy Program

$1,144,000 $479,000 $665,000 $0 $0 $0 $0 $0C548800 Roads Ops Facility

$32,000,000 $8,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000C549500 Bd of Education Overhead

$766,000 $153,000 $613,000 $0 $0 $0 $0 $0C560500 Rock Creek Aerator

$500,000 $750,000 ($250,000) $0 $0 $0 $0 $0C562200 School Facilities Study

$210,000 $0 $210,000 $0 $0 $0 $0 $0C562300 Carwash Fac Comp/Equip

$500,000 $0 $500,000 $0 $0 $0 $0 $0C562400 Add'l Salt Storage Capacity

$80,603 $80,603 $0 $0 $0 $0 $0 $0C106700 Advance Land Acquisition

$78,283 $78,283 $0 $0 $0 $0 $0 $0C343500 Chg Agst GC Closed Projects

$3,361,679 $3,361,679 $0 $0 $0 $0 $0 $0C423800 Tipton Airport

$750,000 $750,000 $0 $0 $0 $0 $0 $0C452000 Gen Co Program Mangmnt

$6,952,000 $6,952,000 $0 $0 $0 $0 $0 $0C500700 Arundel Center Renovation

$31,514,000 $31,514,000 $0 $0 $0 $0 $0 $0C504400 800 MHZ Radio System

$30,000,000 $30,000,000 $0 $0 $0 $0 $0 $0C547300 National Business Park - North

$16,000,000 $16,000,000 $0 $0 $0 $0 $0 $0C547400 Village South at Waugh Chapel

$24,000,000 $24,000,000 $0 $0 $0 $0 $0 $0C548300 Cedar Hill Tax District

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$25,000,000 $25,000,000 $0 $0 $0 $0 $0 $0C548400 Arundel Gateway Tax District

$30,000,000 $30,000,000 $0 $0 $0 $0 $0 $0C548700 Two Rivers Special Taxing Dist

$292,789,206 $29,784,500 $23,825,000 $21,625,000 $21,625,000 $21,625,000 $21,625,000General CountyTotal $432,898,706

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Page 494

Council ApprovedProject Class Summary - Funding DetailProject Project Title Total Prior FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

Capital Budget and Program Anne Arundel County, Maryland

General CountyProject ClassBonds

$47,053,976 $11,078,000 $8,410,000 $7,850,000 $7,850,000 $7,850,000 $7,850,000General County Bonds $97,941,976$19,107,000 $0 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000IPA Bonds $34,107,000$66,160,976 $11,078,000 $11,410,000 $10,850,000 $10,850,000 $10,850,000 $10,850,000Bonds $132,048,976

PayGo$700,000 $0 $0 $0 $0 $0 $0WasteWater PayGo $700,000$200,000 $0 $0 $0 $0 $0 $0Solid Wst Mgmt PayGo $200,000

$61,394,484 $6,067,500 $7,410,000 $5,770,000 $5,770,000 $5,770,000 $5,770,000General Fund PayGo $97,951,984$62,294,484 $6,067,500 $7,410,000 $5,770,000 $5,770,000 $5,770,000 $5,770,000PayGo $98,851,984

Grants & Aid$133,369 $0 $0 $0 $0 $0 $0Federal Aviation Auth $133,369$198,723 $0 $0 $0 $0 $0 $0Other Fed Grants $198,723

$0 $0 $0 $0 $0 $0 $0POS - Acquisition $0$18,897,654 $4,203,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000Other State Grants $39,100,654$19,229,746 $4,203,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000Grants & Aid $39,432,746

Other$1,914,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000Developer Contribution $2,064,000

$0 $0 $0 $0 $0 $0 $0Forfeiture $0$4,000,000 $1,811,000 $100,000 $100,000 $100,000 $100,000 $100,000Miscellaneous $6,311,000

$750,000 $0 $0 $0 $0 $0 $0Project Reimbursement $750,000$0 $5,000,000 $0 $0 $0 $0 $0Bond Premium $5,000,000

$13,440,000 $1,600,000 $1,680,000 $1,680,000 $1,680,000 $1,680,000 $1,680,000Cable Fees $23,440,000$25,000,000 $0 $0 $0 $0 $0 $0Arundel Gateway Tax Dist $25,000,000$30,000,000 $0 $0 $0 $0 $0 $0Two Rivers Spec Tax Dist $30,000,000$30,000,000 $0 $0 $0 $0 $0 $0Natl Bus Park North $30,000,000$16,000,000 $0 $0 $0 $0 $0 $0Village South Waugh Chapel $16,000,000$24,000,000 $0 $0 $0 $0 $0 $0Cedar Hill Tax Dist $24,000,000

$145,104,000 $8,436,000 $1,805,000 $1,805,000 $1,805,000 $1,805,000 $1,805,000Other $162,565,000$292,789,206 $29,784,500 $23,825,000 $21,625,000 $21,625,000 $21,625,000 $21,625,000General County $432,898,706

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Fire & PoliceProject Class

$65,190 $48,190 $17,000 $0 $0 $0 $0 $0F346500 Chg Agst F & P Clsd Proj

$879,129 $279,129 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000F441500 Rep/Ren Volunteer FS

$252,471 $222,471 $30,000 $0 $0 $0 $0 $0F460700 Fire/Police Project Plan

$4,018,000 $4,043,000 ($25,000) $0 $0 $0 $0 $0F529600 Marley Fire Station Replace

$2,631,219 $1,131,219 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000F536700 Detention Center Renovations

$3,167,799 $1,367,799 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000F543900 Fire Suppression Tanks

$6,851,000 $5,400,000 $1,451,000 $0 $0 $0 $0 $0F545800 Lake Shore Fire Station

$3,560,000 $2,160,000 $1,400,000 $0 $0 $0 $0 $0F547600 Det Center Fire Alarms

$330,000 $350,000 ($20,000) $0 $0 $0 $0 $0F550500 Replace Fire Dept Pagers

$20,500,000 $500,000 $1,000,000 $5,000,000 $5,000,000 $5,000,000 $4,000,000 $0F560700 Public Safety Radio Sys Upg

$10,160,000 $0 $0 $10,160,000 $0 $0 $0 $0F563000 Police Training Academy

$6,111,000 $0 $0 $0 $0 $0 $970,000 $5,141,000F563100 Herald Harbor Fire Station

$955,000 $0 $0 $955,000 $0 $0 $0 $0F563200 Harmans Dorsey Fire Station

$5,465,000 $0 $0 $0 $0 $515,000 $4,950,000 $0F563300 Jacobsville Fire Station

$954,000 $0 $0 $0 $954,000 $0 $0 $0F563400 Jessup Fire Station

$5,375,000 $0 $810,000 $560,000 $4,005,000 $0 $0 $0F563500 Galesville Fire Station

$8,954,000 $8,954,000 $0 $0 $0 $0 $0 $0F507600 New Eastern PS

$0 $0 $0 $0 $0 $0 $0 $0F525300 Fire Station Program

$24,455,808 $5,313,000 $17,325,000 $10,609,000 $6,165,000 $10,570,000 $5,791,000Fire & PoliceTotal $80,228,808

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Fire & PoliceProject ClassBonds

$14,539,226 $4,933,000 $15,520,000 $9,105,000 $5,615,000 $10,020,000 $5,241,000General County Bonds $64,973,226$220,000 $0 $0 $0 $0 $0 $0Public Safety Impact Fee Bonds $220,000

$14,759,226 $4,933,000 $15,520,000 $9,105,000 $5,615,000 $10,020,000 $5,241,000Bonds $65,193,226PayGo

$1,500,582 $380,000 $350,000 $350,000 $350,000 $350,000 $350,000General Fund PayGo $3,630,582$1,500,582 $380,000 $350,000 $350,000 $350,000 $350,000 $350,000PayGo $3,630,582

Impact Fees$1,730,000 $0 $500,000 $200,000 $200,000 $200,000 $200,000Public Safety Impact Fees $3,030,000$1,730,000 $0 $500,000 $200,000 $200,000 $200,000 $200,000Impact Fees $3,030,000

Grants & Aid$1,866,000 $0 $0 $0 $0 $0 $0Other Fed Grants $1,866,000$1,866,000 $0 $0 $0 $0 $0 $0Grants & Aid $1,866,000

Other$0 $0 $955,000 $954,000 $0 $0 $0Miscellaneous $1,909,000

$4,600,000 $0 $0 $0 $0 $0 $0Bond Premium $4,600,000$4,600,000 $0 $955,000 $954,000 $0 $0 $0Other $6,509,000

$24,455,808 $5,313,000 $17,325,000 $10,609,000 $6,165,000 $10,570,000 $5,791,000Fire & Police $80,228,808

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Recreation & ParksProject Class

$10,321,000 $6,253,000 $3,834,000 $0 $234,000 $0 $0 $0P372000 South Shore Trail

$13,999,000 $5,543,000 $400,000 $601,000 $7,455,000 $0 $0 $0P393600 WB & A Trail

$14,948,905 $7,410,905 $1,543,000 $1,199,000 $1,199,000 $1,199,000 $1,199,000 $1,199,000P400200 Greenways, Parkland&OpenSpac

$5,170,496 $2,378,496 $612,000 $436,000 $436,000 $436,000 $436,000 $436,000P445800 Facility Lighting

$2,652,449 $852,449 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000P457000 School Outdoor Rec Facilities

$5,800,810 $2,208,810 $350,000 $350,000 $723,000 $723,000 $723,000 $723,000P468700 Shoreline Erosion Contrl

$14,035,252 $2,485,252 $2,050,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000P479800 Park Renovation

$1,580,000 $1,610,000 ($30,000) $0 $0 $0 $0 $0P503400 Crownsville Area Park

$5,052,000 $1,863,000 $2,795,000 $50,000 $0 $0 $344,000 $0P504100 Broadneck Peninsula Trail

$2,282,000 $1,199,000 $533,000 $50,000 $500,000 $0 $0 $0P509000 Peninsula Park Expansion

$747,545 $147,545 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000P509100 Facility Irrigation

$12,448,000 $6,130,000 $82,000 $0 $640,000 $796,000 $0 $4,800,000P535900 Fort Smallwood Park

$3,834,000 $812,000 $0 $0 $3,022,000 $0 $0 $0P544100 Dairy Farm

$1,239,000 $1,189,000 $50,000 $0 $0 $0 $0 $0P544200 Adaptive Rec Athletic Complex

$52,000 $180,000 ($128,000) $0 $0 $0 $0 $0P546800 Homeport Farms Park Develop.

$2,457,000 $198,000 $0 $2,259,000 $0 $0 $0 $0P561500 Looper Park Improvements

$2,396,000 $364,000 $204,000 $432,000 $0 $0 $698,000 $698,000P561600 Arundel Swim Center Reno

$7,229,000 $2,250,000 $137,000 $2,293,000 $128,000 $2,293,000 $0 $128,000P561700 Turf Fields in Regional Parks

$721,000 $0 $161,000 $0 $560,000 $0 $0 $0P564900 B&A Ranger Station Rehab

$2,710,000 $0 $0 $0 $0 $234,000 $0 $2,476,000P565000 Southgate-Old Mill Park Imprv

$500,000 $0 $500,000 $0 $0 $0 $0 $0P565100 Northwest Area Park Imprv

$300,000 $0 $300,000 $0 $0 $0 $0 $0P565200 Matthewstown-Harmans Park Imp

$5,762,500 $5,762,500 $0 $0 $0 $0 $0 $0P311200 Londontown Historic Site

$58,755 $58,755 $0 $0 $0 $0 $0 $0P346100 Chg Agst R & P Clsd Projects

$10,174,500 $10,174,500 $0 $0 $0 $0 $0 $0P418500 Kinder Park Development

$309,826 $309,826 $0 $0 $0 $0 $0 $0P452500 R & P Project Plan

$3,964,000 $3,964,000 $0 $0 $0 $0 $0 $0P462100 Lake Shore Complex Expan

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$825,000 $825,000 $0 $0 $0 $0 $0 $0P482400 Hancocks Hist. Site

$3,063,000 $3,063,000 $0 $0 $0 $0 $0 $0P513900 Bay Head Park

$9,874,000 $9,874,000 $0 $0 $0 $0 $0 $0P542800 Stadium Renovations

$4,281,000 $4,281,000 $0 $0 $0 $0 $0 $0P544600 South River Greenway

$453,000 $453,000 $0 $0 $0 $0 $0 $0P546900 Southern MS Field Lighting

$900,000 $900,000 $0 $0 $0 $0 $0 $0P551200 Bates Heritage Park Turf Fld

$221,000 $221,000 $0 $0 $0 $0 $0 $0P561800 Andover Park Storage Addition

$82,961,038 $13,793,000 $9,970,000 $17,197,000 $7,981,000 $5,700,000 $12,760,000Recreation & ParksTotal $150,362,038

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Page 499



Recreation & ParksProject ClassBonds

$31,119,910 $5,801,000 $5,420,000 $7,012,000 $3,201,000 $1,400,000 $7,860,000General County Bonds $61,813,910$31,119,910 $5,801,000 $5,420,000 $7,012,000 $3,201,000 $1,400,000 $7,860,000Bonds $61,813,910

PayGo$6,337,923 $800,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000General Fund PayGo $17,137,923$6,337,923 $800,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000PayGo $17,137,923

Grants & Aid$2,608,000 $0 $0 $0 $0 $0 $0Grants and Aid-CP Fed $2,608,000$4,661,000 $3,297,000 $0 $320,000 $0 $0 $0Other Fed Grants $8,278,000

$12,506,822 $1,417,000 $1,100,000 $1,100,000 $1,100,000 $1,100,000 $1,100,000POS - Acquisition $19,423,822$20,562,929 $1,298,000 $1,450,000 $1,406,000 $1,680,000 $1,200,000 $1,800,000POS - Development $29,396,929$3,759,000 $310,000 $0 $4,400,000 $0 $0 $0Other State Grants $8,469,000

$44,097,751 $6,322,000 $2,550,000 $7,226,000 $2,780,000 $2,300,000 $2,900,000Grants & Aid $68,175,751Other

$5,000 $0 $0 $0 $0 $0 $0Developer Contribution $5,000$50,455 $70,000 $0 $959,000 $0 $0 $0Other Funding Sources $1,079,455

$1,250,000 $800,000 $0 $0 $0 $0 $0Miscellaneous $2,050,000$100,000 $0 $0 $0 $0 $0 $0Bond Premium $100,000

$0 $0 $0 $0 $0 $0 $0Special Fees $0$1,405,455 $870,000 $0 $959,000 $0 $0 $0Other $3,234,455

$82,961,038 $13,793,000 $9,970,000 $17,197,000 $7,981,000 $5,700,000 $12,760,000Recreation & Parks $150,362,038

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Page 500




Roads & BridgesProject Class

$6,053,300 $4,671,300 $1,382,000 $0 $0 $0 $0 $0H387900 Hospital Drive Extension

$3,874,200 $3,712,200 $162,000 $0 $0 $0 $0 $0H428000 Sands Rd Bridge Repl

$1,009,000 $1,039,000 ($30,000) $0 $0 $0 $0 $0H464500 Dicus Mill/Severn Run

$1,763,000 $1,791,000 ($28,000) $0 $0 $0 $0 $0H474400 Pasadena At Lake Waterford

$42,515,699 $12,515,699 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000H478600 Road Resurfacing

$3,649,452 $1,449,452 $200,000 $400,000 $400,000 $400,000 $400,000 $400,000H478700 Mjr Bridge Rehab (MBR)

$3,384,555 $1,634,555 $0 $350,000 $350,000 $350,000 $350,000 $350,000H478800 Hwy Sfty Improv (HSI)

$130,948,027 $64,948,027 $11,000,000 $11,000,000 $11,000,000 $11,000,000 $11,000,000 $11,000,000H478900 Rd Reconstruction

$7,992,530 $1,992,530 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000H479000 Masonry Reconstruction

$752,795 $302,906 $74,889 $75,000 $75,000 $75,000 $75,000 $75,000H508400 Sidewalk/Bikeway Fund

$6,792,000 $6,528,000 $264,000 $0 $0 $0 $0 $0H512800 MD 214 @ MD 468 Impr

$3,788,000 $3,146,000 $642,000 $0 $0 $0 $0 $0H525700 Pasadena Rd Improvements

$1,613,000 $392,000 $0 $1,221,000 $0 $0 $0 $0H535100 Harwood Rd Brdg/Stocketts Run

$1,613,000 $252,000 $0 $1,361,000 $0 $0 $0 $0H535200 Furnace Ave Brdg/Deep Run

$1,355,432 $455,432 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000H539600 Trans Facility Planning

$1,333,000 $281,000 $1,052,000 $0 $0 $0 $0 $0H546000 Wayson Rd/Davidsonville

$3,562,000 $2,878,000 $457,000 $227,000 $0 $0 $0 $0H547800 Brock Bridge/MD 198

$1,905,000 $266,000 $111,000 $1,528,000 $0 $0 $0 $0H560900 Jessup-Wigley Imprvmt

$1,228,000 $74,000 $44,000 $1,110,000 $0 $0 $0 $0H561000 O'Connor Rd / Deep Run

$1,223,000 $0 $0 $46,000 $64,000 $1,113,000 $0 $0H561100 Polling House/Rock Branch

$1,500,000 $0 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000H563700 Ped Improvement - SHA

$1,378,000 $0 $1,378,000 $0 $0 $0 $0 $0H563800 Odenton Grid Streets

$526,000 $0 $55,000 $129,000 $342,000 $0 $0 $0H563900 AACC B&A Connector

$3,100,000 $0 $600,000 $500,000 $500,000 $500,000 $500,000 $500,000H564000 Severn-Harman Ped Net

$3,900,000 $0 $1,400,000 $500,000 $500,000 $500,000 $500,000 $500,000H564100 Arundel Mills LDC Roads

$2,647,205 $2,647,205 $0 $0 $0 $0 $0 $0H161200 Road Agreement W/T Devlpr

$460,838 $460,838 $0 $0 $0 $0 $0 $0H346600 Chg Agst R & B Clsd Projects

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$245,000 $245,000 $0 $0 $0 $0 $0 $0H371200 Town Cntr To Reece Rd

$2,290,000 $2,290,000 $0 $0 $0 $0 $0 $0H443100 MD173/MD607 Improvements

$4,488,000 $4,488,000 $0 $0 $0 $0 $0 $0H461000 Cap St Claire Rd Wide

$3,944,000 $3,944,000 $0 $0 $0 $0 $0 $0H474600 Chesapeake Center Drive

$407,000 $407,000 $0 $0 $0 $0 $0 $0H507900 East Park Drive

$1,274,000 $1,274,000 $0 $0 $0 $0 $0 $0H510000 Catherine Avenue Widening

$2,943,000 $2,943,000 $0 $0 $0 $0 $0 $0H515200 Forest Drive

$889,000 $889,000 $0 $0 $0 $0 $0 $0H525400 Freetown Rd Sidewalk

$4,249,000 $4,249,000 $0 $0 $0 $0 $0 $0H529700 Riva Rd at Gov Bridge Rd

$1,079,000 $1,079,000 $0 $0 $0 $0 $0 $0H534800 Ridge/Teague Rds RTL

$3,366,000 $3,366,000 $0 $0 $0 $0 $0 $0H534900 Mgthy Bridge Rd Brdg/Mgthy Riv

$1,474,000 $1,474,000 $0 $0 $0 $0 $0 $0H535000 Chstrfld Rd Brdg/Bacon Rdge Br

$3,900,000 $3,900,000 $0 $0 $0 $0 $0 $0H539800 Rt 198 Widening

$1,921,600 $1,921,600 $0 $0 $0 $0 $0 $0H541700 Cent MD Trans OPS Fac

$412,000 $412,000 $0 $0 $0 $0 $0 $0H541800 Sands Rd/Stocketts Run

$467,000 $467,000 $0 $0 $0 $0 $0 $0H542000 Edwin Raynor Blvd Ext

$200,000 $200,000 $0 $0 $0 $0 $0 $0H545900 R & B Project Plan

$930,000 $930,000 $0 $0 $0 $0 $0 $0H547900 Riva Rd Bridge Repairs

$150,000 $150,000 $0 $0 $0 $0 $0 $0H550600 Race Road Jessup Village

$2,010,000 $2,010,000 $0 $0 $0 $0 $0 $0H550800 MD177 Woods Rd Bypass

$1,681,000 $1,681,000 $0 $0 $0 $0 $0 $0H561200 Riva Bridge Pile Repairs

$149,756,744 $25,163,889 $24,847,000 $19,631,000 $20,338,000 $19,225,000 $19,225,000Roads & BridgesTotal $278,186,633

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Page 502



Roads & BridgesProject ClassBonds

$77,616,174 $10,138,000 $14,122,000 $18,246,000 $18,120,000 $17,840,000 $17,840,000General County Bonds $173,922,174$60,000 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 1 $60,000$6,000 $242,000 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 2 $248,000

$1,296,000 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 3 $1,296,000$0 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 4 $0

$206,000 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 5 $206,000$13,000 $0 $0 $0 $0 $0 $0Hwy Impact Fee Bonds Dist 6 $13,000

$79,197,174 $10,380,000 $14,122,000 $18,246,000 $18,120,000 $17,840,000 $17,840,000Bonds $175,745,174PayGo

$8,497,711 $1,331,000 $195,000 $195,000 $195,000 $195,000 $195,000General Fund PayGo $10,803,711$8,497,711 $1,331,000 $195,000 $195,000 $195,000 $195,000 $195,000PayGo $10,803,711

Impact Fees$9,884,000 $1,352,000 $0 $0 $0 $0 $0Hwy Impact Fees Dist 1 $11,236,000$5,199,000 ($28,000) $0 $0 $0 $0 $0Hwy Impact Fees Dist 2 $5,171,000$4,612,750 $0 $0 $0 $0 $0 $0Hwy Impact Fees Dist 3 $4,612,750

$11,328,000 $568,000 $1,755,000 $0 $0 $0 $0Hwy Impact Fees Dist 4 $13,651,000$3,887,000 $264,000 $0 $0 $0 $0 $0Hwy Impact Fees Dist 5 $4,151,000

$34,910,750 $2,156,000 $1,755,000 $0 $0 $0 $0Impact Fees $38,821,750Grants & Aid

$4,948,000 $92,000 $2,585,000 $0 $833,000 $0 $0Fed Bridge Repair Prgm $8,458,000$6,043,000 $0 $0 $0 $0 $0 $0Other Fed Grants $6,043,000

$828,875 $189,889 $190,000 $190,000 $190,000 $190,000 $190,000Other State Grants $1,968,764$11,819,875 $281,889 $2,775,000 $190,000 $1,023,000 $190,000 $190,000Grants & Aid $16,469,764

Other$4,070,505 $0 $0 $0 $0 $0 $0Developer Contribution $4,070,505

$0 $2,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000Miscellaneous $7,000,000$260,000 $0 $0 $0 $0 $0 $0City of Annapolis $260,000

$11,000,000 $9,015,000 $5,000,000 $0 $0 $0 $0Bond Premium $25,015,000$728 $0 $0 $0 $0 $0 $0Natl. Bus Park Tax Dist $728

$15,331,233 $11,015,000 $6,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000Other $36,346,233$149,756,744 $25,163,889 $24,847,000 $19,631,000 $20,338,000 $19,225,000 $19,225,000Roads & Bridges $278,186,633

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Traffic ControlProject Class

$485,926 $125,926 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000H479100 Guardrail

$2,137,833 $537,833 $250,000 $250,000 $275,000 $275,000 $275,000 $275,000H479200 Traffic Signal Mod

$1,006,907 $406,907 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000H479300 State Highway Proj

$3,733,524 $1,383,524 $600,000 $350,000 $350,000 $350,000 $350,000 $350,000H479400 New Traffic Signals

$1,466,273 $566,273 ($100,000) $200,000 $200,000 $200,000 $200,000 $200,000H479500 Nghborhd Traf Con

$684,989 $234,989 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000H542100 New Streetlighting

$1,445,000 $578,000 $289,000 $289,000 $289,000 $0 $0 $0H550700 Streetlight Conversion

$3,000,000 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000H563600 SL Pole Replacement

$12,000,000 $0 $4,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000H564200 Developer Streetlights

$3,833,452 $6,274,000 $3,324,000 $3,349,000 $3,060,000 $3,060,000 $3,060,000Traffic ControlTotal $25,960,452

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Page 504



Traffic ControlProject ClassBonds


PayGo$812,034 ($25,000) $275,000 $275,000 $275,000 $275,000 $275,000General Fund PayGo $2,162,034$812,034 ($25,000) $275,000 $275,000 $275,000 $275,000 $275,000PayGo $2,162,034

Grants & Aid$160,040 $0 $0 $0 $0 $0 $0Other Fed Grants $160,040

$0 $0 $0 $0 $0 $0 $0Other State Grants $0$160,040 $0 $0 $0 $0 $0 $0Grants & Aid $160,040

Other$0 $4,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000Developer Contribution $12,000,000$0 $4,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000Other $12,000,000

$3,833,452 $6,274,000 $3,324,000 $3,349,000 $3,060,000 $3,060,000 $3,060,000Traffic Control $25,960,452

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Page 505




DredgingProject Class

$327,000 $0 $327,000 $0 $0 $0 $0 $0D562500 CSX DMP Site Restoration

$618,000 $0 $618,000 $0 $0 $0 $0 $0D562600 Rock Creek DMP Restoration

$2,978,000 $0 $1,195,000 $1,783,000 $0 $0 $0 $0D562700 Rockhold Crk County Dredging

$366,000 $0 $366,000 $0 $0 $0 $0 $0D562800 Pocahontas Creek Dredging

$1,529,869 $629,869 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000Q500000 DMP Site Management

$5,000,000 $0 $0 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000Q514600 Waterway Improvement Program

$448,011 $198,011 $0 $50,000 $50,000 $50,000 $50,000 $50,000Q542900 SAV Monitoring

$2,284,000 $1,892,000 $392,000 $0 $0 $0 $0 $0Q548200 Duvall Creek Dredging

$193,000 $238,000 ($45,000) $0 $0 $0 $0 $0Q549100 SAV Mitig & Uplnd Ret

$665,000 $744,000 ($79,000) $0 $0 $0 $0 $0Q551300 Severn River HW Dredging

$119,000 $154,000 ($35,000) $0 $0 $0 $0 $0Q551400 Saltworks Creek Dredging

$887,000 $1,382,000 ($495,000) $0 $0 $0 $0 $0Q561900 Upper West River Dredging

$75,646 $75,646 $0 $0 $0 $0 $0 $0D346400 Chg Agnst Dredging Closed Proj

$775,191 $775,191 $0 $0 $0 $0 $0 $0Q463600 Waterway Improv Proj Pln

$301,262 $301,262 $0 $0 $0 $0 $0 $0Q475000 Waterway Dredge Placement

$3,438,000 $3,438,000 $0 $0 $0 $0 $0 $0Q509400 Cypress Creek Retrofit

$1,422,000 $1,422,000 $0 $0 $0 $0 $0 $0Q514100 Sloop,Eli&Long Coves Retrofits

$2,621,000 $2,621,000 $0 $0 $0 $0 $0 $0Q517300 Town Point DMP Site Upgrade

$940,000 $940,000 $0 $0 $0 $0 $0 $0Q517600 Whitehall Creek Dredging

$2,344,000 $2,344,000 $0 $0 $0 $0 $0 $0Q540200 Parish Creek Dredging

$1,027,000 $1,027,000 $0 $0 $0 $0 $0 $0Q544700 Rockhold Crk Fed Chanl Dredg

$18,181,978 $2,394,000 $2,983,000 $1,200,000 $1,200,000 $1,200,000 $1,200,000DredgingTotal $28,358,978

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Page 506



DredgingProject ClassBonds


PayGo$1,075,946 $150,000 $200,000 $200,000 $200,000 $200,000 $200,000General Fund PayGo $2,225,946$1,075,946 $150,000 $200,000 $200,000 $200,000 $200,000 $200,000PayGo $2,225,946

Grants & Aid$1,269,000 $0 $0 $0 $0 $0 $0Other Fed Grants $1,269,000

$593,000 $0 $0 $0 $0 $0 $0MDE Erosion & Water Qlty $593,000$7,754,090 $47,000 $812,000 $0 $0 $0 $0MD Waterway Improvement $8,613,090

$0 $0 $0 $0 $0 $0 $0Other State Grants $0$9,616,090 $47,000 $812,000 $0 $0 $0 $0Grants & Aid $10,475,090

Other$135,000 $0 $0 $0 $0 $0 $0Other Funding Sources $135,000$135,000 $0 $0 $0 $0 $0 $0Other $135,000

$18,181,978 $2,394,000 $2,983,000 $1,200,000 $1,200,000 $1,200,000 $1,200,000Dredging $28,358,978

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Water Quality ImprovementsProject Class

$3,228,154 $2,428,154 $800,000 $0 $0 $0 $0 $0D499900 NPDES SD Retrofits

$1,968,307 $1,392,307 $576,000 $0 $0 $0 $0 $0Q437300 Stream & Ecological Restor

$1,287,000 $1,387,000 ($100,000) $0 $0 $0 $0 $0Q514300 Crofton Trib Restoration

$2,122,000 $1,934,000 $188,000 $0 $0 $0 $0 $0Q514500 Warehouse Creek Stream Restr

$776,000 $639,000 $137,000 $0 $0 $0 $0 $0Q516500 Old County Road Swm Bmp

$3,178,000 $2,310,000 $868,000 $0 $0 $0 $0 $0Q517400 Cowhide Branch Retro

$283,000 $369,000 ($86,000) $0 $0 $0 $0 $0Q526500 Riverdale Outfall Rehab

$1,717,000 $1,645,000 $72,000 $0 $0 $0 $0 $0Q540300 Rutland Rd Fish Passage

$153,468 $253,468 ($100,000) $0 $0 $0 $0 $0Q540400 Stream Monitoring

$1,081,000 $1,054,000 $27,000 $0 $0 $0 $0 $0Q551500 Barrensdale Outfall Restor

$2,700,666 $2,700,666 $0 $0 $0 $0 $0 $0D406900 NPDES Permit Program

$1,238,000 $1,238,000 $0 $0 $0 $0 $0 $0D515900 Four Season Stream Rehab

$67,721 $67,721 $0 $0 $0 $0 $0 $0Q416000 Chg Agst Clsd Projects

$29,000 $29,000 $0 $0 $0 $0 $0 $0Q516400 Beacrane Road Bog Rehab

$717,000 $717,000 $0 $0 $0 $0 $0 $0Q516600 Evergreen Road Outfall Rehab

$714,000 $714,000 $0 $0 $0 $0 $0 $0Q530800 Ruppert Ravine Phase 2

$785,000 $785,000 $0 $0 $0 $0 $0 $0Q536000 Windsor Ridge Stream Stablizat

$284,000 $284,000 $0 $0 $0 $0 $0 $0Q536100 N Carolina Wetland Rec Phase 2

$423,000 $423,000 $0 $0 $0 $0 $0 $0Q536400 Picture Spring Branch Str Rest

$5,418,000 $5,418,000 $0 $0 $0 $0 $0 $0Q543000 Shipley's Choice Dam Rehab

$25,788,315 $2,382,000 $0 $0 $0 $0 $0Water Quality ImprovementsTotal $28,170,315

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Page 508



Water Quality ImprovementsProject ClassBonds

$17,268,918 ($200,000) $0 $0 $0 $0 $0General County Bonds $17,068,918$1,611,000 $1,793,000 $0 $0 $0 $0 $0WPRF Bonds $3,404,000

$18,879,918 $1,593,000 $0 $0 $0 $0 $0Bonds $20,472,918PayGo

$2,017,798 $0 $0 $0 $0 $0 $0General Fund PayGo $2,017,798$2,017,798 $0 $0 $0 $0 $0 $0PayGo $2,017,798

Grants & Aid$1,747,000 $0 $0 $0 $0 $0 $0Other Fed Grants $1,747,000

$856,732 ($407,000) $0 $0 $0 $0 $0MDE Erosion & Water Qlty $449,732$1,558,000 $1,196,000 $0 $0 $0 $0 $0Other State Grants $2,754,000$4,161,732 $789,000 $0 $0 $0 $0 $0Grants & Aid $4,950,732

Other$0 $0 $0 $0 $0 $0 $0Developer Contribution $0

$728,868 $0 $0 $0 $0 $0 $0Miscellaneous $728,868$728,868 $0 $0 $0 $0 $0 $0Other $728,868

$25,788,315 $2,382,000 $0 $0 $0 $0 $0Water Quality Improvements $28,170,315

28 of 75

Page 509




Stormwater Runoff ControlsProject Class

$371,544 $391,544 ($20,000) $0 $0 $0 $0 $0D451100 Culvert and Closed SD Rehab

$1,077,467 $1,177,467 ($100,000) $0 $0 $0 $0 $0D478500 Emergency Storm Drain

$1,667,000 $1,767,000 ($100,000) $0 $0 $0 $0 $0D527400 South Down Shores SD Imp

$532,000 $607,000 ($75,000) $0 $0 $0 $0 $0D549600 Buena Vista Outfall Restor.

$311,845 $311,845 $0 $0 $0 $0 $0 $0D448300 Stormwtr Pond Maint

$2,896,000 $2,896,000 $0 $0 $0 $0 $0 $0D480900 New Cut Rd Cul Rep

$1,192,000 $1,192,000 $0 $0 $0 $0 $0 $0D510200 Saunders Point Storm Drains

$1,383,000 $1,383,000 $0 $0 $0 $0 $0 $0D515500 Selby On The Bay SD

$2,575,000 $2,575,000 $0 $0 $0 $0 $0 $0D515600 Harmans Road Culvert Rehab

$3,366,440 $3,366,440 $0 $0 $0 $0 $0 $0D537900 Storm Drainage/SWM Infrastr

$10,000 $10,000 $0 $0 $0 $0 $0 $0D545100 Chg Agst Closed Stormwater Pro

$15,677,297 ($295,000) $0 $0 $0 $0 $0Stormwater Runoff ControlsTotal $15,382,297

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Page 510



Stormwater Runoff ControlsProject ClassBonds

$12,064,452 ($295,000) $0 $0 $0 $0 $0General County Bonds $11,769,452$2,799,000 $0 $0 $0 $0 $0 $0WPRF Bonds $2,799,000

$14,863,452 ($295,000) $0 $0 $0 $0 $0Bonds $14,568,452PayGo

$321,845 $0 $0 $0 $0 $0 $0General Fund PayGo $321,845$321,845 $0 $0 $0 $0 $0 $0PayGo $321,845

Grants & Aid$82,000 $0 $0 $0 $0 $0 $0MDE Erosion & Water Qlty $82,000

$410,000 $0 $0 $0 $0 $0 $0Other State Grants $410,000$492,000 $0 $0 $0 $0 $0 $0Grants & Aid $492,000

$15,677,297 ($295,000) $0 $0 $0 $0 $0Stormwater Runoff Controls $15,382,297

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Page 511




Special Benefit DistrictsProject Class

$228,000 $228,000 $0 $0 $0 $0 $0 $0Q547500 Annapolis Cove SECD

$228,000 $0 $0 $0 $0 $0 $0Special Benefit DistrictsTotal $228,000

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Page 512



Special Benefit DistrictsProject ClassOther

$228,000 $0 $0 $0 $0 $0 $0Miscellaneous $228,000$228,000 $0 $0 $0 $0 $0 $0Other $228,000$228,000 $0 $0 $0 $0 $0 $0Special Benefit Districts $228,000

32 of 75

Page 513




School Off-SiteProject Class

$1,925,976 $425,976 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000C478300 School Sidewalks

$1,216,162 $1,216,162 $0 $0 $0 $0 $0 $0C478400 Drvwy & Park Lots

$1,642,139 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000School Off-SiteTotal $3,142,139

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Page 514



School Off-SiteProject ClassBonds

$1,632,378 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000General County Bonds $3,132,378$1,632,378 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000Bonds $3,132,378

PayGo$0 $0 $0 $0 $0 $0 $0General Fund PayGo $0$0 $0 $0 $0 $0 $0 $0PayGo $0

Other$9,761 $0 $0 $0 $0 $0 $0Developer Contribution $9,761$9,761 $0 $0 $0 $0 $0 $0Other $9,761

$1,642,139 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000School Off-Site $3,142,139

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Page 515




Board of EducationProject Class

$21,029,937 $23,029,937 ($2,000,000) $0 $0 $0 $0 $0E521700 Phoenix Annapolis

$16,618,000 $16,744,000 ($126,000) $0 $0 $0 $0 $0E521800 Belle Grove ES

$28,873,208 $26,525,208 $2,348,000 $0 $0 $0 $0 $0E521900 Annapolis ES

$26,114,000 $28,114,000 ($2,000,000) $0 $0 $0 $0 $0E522100 Point Pleasant ES

$37,596,000 $6,249,000 $14,000,000 $14,563,000 $2,784,000 $0 $0 $0E522200 Benfield ES

$102,651,597 $57,651,597 $5,000,000 $5,000,000 $5,000,000 $10,000,000 $10,000,000 $10,000,000E524100 All Day K and Pre K

$22,805,000 $22,864,000 ($59,000) $0 $0 $0 $0 $0E524300 Southgate ES

$17,110,000 $17,307,000 ($197,000) $0 $0 $0 $0 $0E524400 Overlook ES

$20,354,000 $20,804,000 ($450,000) $0 $0 $0 $0 $0E534200 Germantown ES

$6,750,000 $3,500,000 $750,000 $500,000 $500,000 $500,000 $500,000 $500,000E538000 Health & Safety

$14,700,000 $8,700,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000E538100 Security Related Upgrades

$173,588,000 $103,847,000 $19,741,000 $10,000,000 $10,000,000 $10,000,000 $10,000,000 $10,000,000E538200 Building Systems Renov

$65,595,000 $39,975,000 $5,620,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000E538300 Maintenance Backlog

$24,000,000 $12,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000E538400 Roof Replacement

$6,500,000 $5,300,000 $1,200,000 $0 $0 $0 $0 $0E538500 Relocatable Classrooms

$8,950,000 $4,900,000 $300,000 $750,000 $750,000 $750,000 $750,000 $750,000E538600 Asbestos Abatement

$5,400,000 $2,650,000 $250,000 $500,000 $500,000 $500,000 $500,000 $500,000E538700 Barrier Free

$8,350,000 $3,550,000 $800,000 $800,000 $800,000 $800,000 $800,000 $800,000E538800 School Bus Replacement

$1,450,000 $1,200,000 $250,000 $0 $0 $0 $0 $0E538900 Health Room Modifications

$3,300,000 $2,900,000 $400,000 $0 $0 $0 $0 $0E539000 School Furniture

$3,159,998 $2,759,998 $400,000 $0 $0 $0 $0 $0E539100 Upgrade Various Schools

$3,650,000 $1,550,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000E539200 Vehicle Replacement

$11,583,744 $7,908,744 $675,000 $600,000 $600,000 $600,000 $600,000 $600,000E539300 Aging Schools

$3,995,000 $1,595,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000E539400 TIMS Electrical

$80,311,573 $44,681,573 $8,630,000 $5,000,000 $5,000,000 $9,000,000 $4,000,000 $4,000,000E540900 Open Space Classrm. Enclosures

$20,373,000 $20,771,000 ($398,000) $0 $0 $0 $0 $0E541400 Pershing Hill ES

$97,011,933 $101,011,933 ($4,000,000) $0 $0 $0 $0 $0E543200 Northeast HS

35 of 75

Page 516




$20,179,000 $21,063,000 ($884,000) $0 $0 $0 $0 $0E544900 Folger McKinsey ES

$31,700,000 $24,938,000 $6,762,000 $0 $0 $0 $0 $0E545200 Lothian ES

$28,486,000 $25,020,000 $3,466,000 $0 $0 $0 $0 $0E545300 Crofton ES

$30,494,000 $26,943,000 $3,551,000 $0 $0 $0 $0 $0E545400 Mills-Parole ES

$36,644,000 $4,512,000 $17,100,000 $15,032,000 $0 $0 $0 $0E545500 Rolling Knolls ES

$23,921,000 $2,175,000 $12,000,000 $9,746,000 $0 $0 $0 $0E545600 West Annapolis ES

$134,165,000 $26,551,000 $49,951,000 $48,471,000 $9,192,000 $0 $0 $0E547200 Severna Park HS

$24,147,000 $22,147,000 $2,000,000 $0 $0 $0 $0 $0E549200 Additions

$9,350,000 $5,850,000 $3,500,000 $0 $0 $0 $0 $0E549300 Athletic Stadium Improvements

$6,475,000 $1,975,000 $750,000 $750,000 $750,000 $750,000 $750,000 $750,000E549400 Drvwy & Park Lots

$32,089,000 $0 $177,000 $2,270,000 $13,759,000 $12,229,000 $3,654,000 $0E549700 Manor View ES

$41,307,000 $0 $177,000 $2,906,000 $17,806,000 $15,751,000 $4,667,000 $0E549800 High Point ES

$28,970,000 $177,000 $0 $2,070,000 $12,405,000 $11,020,000 $3,298,000 $0E549900 George Cromwell ES

$37,114,000 $212,000 $0 $0 $2,580,000 $15,977,000 $14,146,000 $4,199,000E550000 Jessup ES

$36,379,000 $177,000 $0 $0 $2,565,000 $15,640,000 $13,868,000 $4,129,000E550100 Arnold ES

$11,721,000 $0 $0 $0 $500,000 $0 $5,500,000 $5,721,000E550200 Old Mill HS

$250,000 $0 $0 $0 $250,000 $0 $0 $0E550300 Old Mill MS North

$250,000 $0 $0 $0 $250,000 $0 $0 $0E550400 Old Mill MS South

$92,000 $125,000 ($33,000) $0 $0 $0 $0 $0E560600 Energy Efficiency Init. (EEI)

$14,000,000 $0 $0 $0 $0 $0 $14,000,000 $0E562900 Old Mill Property Acquisition

$16,146,707 $16,146,707 $0 $0 $0 $0 $0 $0E511900 Science Lab Modernization

$766,100,697 $153,401,000 $126,708,000 $93,741,000 $111,267,000 $94,783,000 $49,699,000Board of EducationTotal $1,395,699,697

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Page 517



Board of EducationProject ClassBonds

$465,968,640 $98,411,000 $83,373,000 $65,315,000 $81,693,000 $78,676,000 $37,695,000General County Bonds $911,131,640$79,000 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 1 $79,000

$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 2 $0$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 3 $0$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 4 $0$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 5 $0$0 $0 $0 $0 $0 $0 $0ED Impact Fee Bonds Dist 6 $0

$466,047,640 $98,411,000 $83,373,000 $65,315,000 $81,693,000 $78,676,000 $37,695,000Bonds $911,210,640PayGo

$34,541,213 $13,963,000 $9,220,000 ($13,211,000) $1,210,000 $1,210,000 $1,210,000General Fund PayGo $48,143,213$1,511,700 $0 $0 $0 $0 $0 $0Bd of Ed PayGo $1,511,700

$36,052,913 $13,963,000 $9,220,000 ($13,211,000) $1,210,000 $1,210,000 $1,210,000PayGo $49,654,913Impact Fees

$2,700,000 $0 $0 $0 $0 $0 $0Impact Fees - Ed $2,700,000$13,739,500 $0 $0 $2,580,000 $2,000,000 $500,000 $500,000Ed Impact Fees Dist 1 $19,319,500$4,942,600 $0 $400,000 $200,000 $200,000 $200,000 $0Ed Impact Fees Dist 2 $5,942,600$7,291,300 $0 $2,906,000 $1,500,000 $500,000 $400,000 $0Ed Impact Fees Dist 3 $12,597,300

$352,800 ($200,000) $0 $0 $0 $0 $0Ed Impact Fees Dist 4 $152,800$1,980,700 $0 $500,000 $200,000 $0 $0 $0Ed Impact Fees Dist 5 $2,680,700$7,133,000 $0 $500,000 $0 $0 $0 $0Ed Impact Fees Dist 6 $7,633,000

$197,500 $0 $0 $0 $0 $0 $0Ed Impact Fees Dist 7 $197,500$38,337,400 ($200,000) $4,306,000 $4,480,000 $2,700,000 $1,100,000 $500,000Impact Fees $51,223,400

Grants & Aid$233,000 $0 $0 $0 $0 $0 $0POS - Development $233,000

$183,744,728 $36,877,000 $29,809,000 $37,157,000 $25,664,000 $13,797,000 $10,294,000Inter-Agency Committee $337,342,728$17,095,016 $3,550,000 $0 $0 $0 $0 $0Other State Grants $20,645,016

$201,072,744 $40,427,000 $29,809,000 $37,157,000 $25,664,000 $13,797,000 $10,294,000Grants & Aid $358,220,744Other

$6,290,000 $0 $0 $0 $0 $0 $0Other Funding Sources $6,290,000$3,300,000 $0 $0 $0 $0 $0 $0Miscellaneous $3,300,000

$15,000,000 $800,000 $0 $0 $0 $0 $0Bond Premium $15,800,000$0 $0 $0 $0 $0 $0 $0School Waiver Fees $0

$24,590,000 $800,000 $0 $0 $0 $0 $0Other $25,390,000$766,100,697 $153,401,000 $126,708,000 $93,741,000 $111,267,000 $94,783,000 $49,699,000Board of Education $1,395,699,697

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Page 518




Community CollegeProject Class

$12,265,000 $8,065,000 $700,000 $700,000 $700,000 $700,000 $700,000 $700,000J441200 Campus Improvements

$5,585,000 $1,585,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0J540700 Systemics

$5,000,000 $4,000,000 $500,000 $500,000 $0 $0 $0 $0J540800 Walkways, Roads & Parking Lots

$56,506,000 $0 $0 $0 $0 $6,506,000 $20,000,000 $30,000,000J564300 Allied Health Renov & Addition

$746,000 $0 $746,000 $0 $0 $0 $0 $0J564400 Modular Building

$275,000 $0 $275,000 $0 $0 $0 $0 $0J564500 Building Controls/CADE

$5,968,000 $5,968,000 $0 $0 $0 $0 $0 $0J519400 Administration Bldg Renovation

$19,666,000 $19,666,000 $0 $0 $0 $0 $0 $0J529900 Library Renovation & Addition

$0 $0 $0 $0 $0 $0 $0 $0J542200 Lila Schwartz Building Renov

$1,162,000 $1,162,000 $0 $0 $0 $0 $0 $0J548600 CyberCenter

$0 $0 $0 $0 $0 $0 $0 $0J549000 Dragun Building Renovations

$0 $0 $0 $0 $0 $0 $0 $0J550900 Humanities Building Renovation

$3,000,000 $3,000,000 $0 $0 $0 $0 $0 $0J551000 Info Tech Enhancement

$43,446,000 $3,221,000 $2,200,000 $1,700,000 $8,206,000 $20,700,000 $30,700,000Community CollegeTotal $110,173,000

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Page 519



Community CollegeProject ClassBonds


PayGo$2,670,000 $0 $0 $0 $0 $0 $0General Fund PayGo $2,670,000$1,745,000 $212,000 $0 $0 $0 $0 $0Community College Pay Go $1,957,000$4,415,000 $212,000 $0 $0 $0 $0 $0PayGo $4,627,000

Grants & Aid$11,814,000 ($212,000) $0 $0 $3,253,000 $10,000,000 $15,000,000Maryland Higher Education $39,855,000$11,814,000 ($212,000) $0 $0 $3,253,000 $10,000,000 $15,000,000Grants & Aid $39,855,000$43,446,000 $3,221,000 $2,200,000 $1,700,000 $8,206,000 $20,700,000 $30,700,000Community College $110,173,000

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Page 520




LibraryProject Class

$3,328,433 $1,228,433 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000L479600 Library Renovation

$39,158,000 $3,504,000 $0 $16,309,000 $19,345,000 $0 $0 $0L561300 Annapolis Regional Library

$428,000 $0 $428,000 $0 $0 $0 $0 $0L564600 Generator for Library HQ

$28,131 $28,131 $0 $0 $0 $0 $0 $0L357500 Chg Agst Lib Clsd Projects

$100,000 $100,000 $0 $0 $0 $0 $0 $0L542400 Library Proj Plan

$4,860,564 $778,000 $16,659,000 $19,695,000 $350,000 $350,000 $350,000LibraryTotal $43,042,564

40 of 75

Page 521



LibraryProject ClassBonds

$278,131 $428,000 $16,309,000 $274,000 $0 $0 $0General County Bonds $17,289,131$278,131 $428,000 $16,309,000 $274,000 $0 $0 $0Bonds $17,289,131

PayGo$4,458,605 $350,000 $350,000 $19,421,000 $350,000 $350,000 $350,000General Fund PayGo $25,629,605$4,458,605 $350,000 $350,000 $19,421,000 $350,000 $350,000 $350,000PayGo $25,629,605

Grants & Aid$123,828 $0 $0 $0 $0 $0 $0Other State Grants $123,828$123,828 $0 $0 $0 $0 $0 $0Grants & Aid $123,828

$4,860,564 $778,000 $16,659,000 $19,695,000 $350,000 $350,000 $350,000Library $43,042,564

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Page 522




Waste ManagementProject Class

$9,434,000 $9,639,000 ($205,000) $0 $0 $0 $0 $0N513600 Landfill Gas Mangt Sys Upgd

$14,203,969 $5,590,969 $1,363,000 $1,450,000 $1,450,000 $1,450,000 $1,450,000 $1,450,000N526900 Solid Waste Renovations

$27,503,000 $26,955,000 $548,000 $0 $0 $0 $0 $0N530600 Cell 9 Disposal Area

$16,512,000 $941,000 $0 $15,571,000 $0 $0 $0 $0N551100 Cell 8 Closure

$23,425,000 $0 $0 $1,000,000 $0 $0 $22,425,000 $0N561400 MLFRRF Subcell 9.2

$4,765,000 $0 $361,000 $4,404,000 $0 $0 $0 $0N564800 MLF Compost Pad Phase 2

$283,314 $283,314 $0 $0 $0 $0 $0 $0N422700 SW Project Planning

$750,000 $750,000 $0 $0 $0 $0 $0 $0N426900 Solid Waste Proj Mgmt

$430,000 $430,000 $0 $0 $0 $0 $0 $0N496200 Chg Agst SW Closed Projects

$1,331,306 $1,331,306 $0 $0 $0 $0 $0 $0N535400 Landfill Buffer Exp

$1,279,000 $1,279,000 $0 $0 $0 $0 $0 $0N542500 Sudley CC Upgrade

$0 $0 $0 $0 $0 $0 $0 $0N564700 MLF CNG Facility

$47,199,589 $2,067,000 $22,425,000 $1,450,000 $1,450,000 $23,875,000 $1,450,000Waste ManagementTotal $99,916,589

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Page 523



Waste ManagementProject ClassBonds

$40,642,804 $1,599,000 $6,299,000 $895,000 $895,000 $23,320,000 $895,000Solid Waste Bonds $74,545,804$40,642,804 $1,599,000 $6,299,000 $895,000 $895,000 $23,320,000 $895,000Bonds $74,545,804

PayGo$4,865,785 $468,000 $555,000 $555,000 $555,000 $555,000 $555,000Solid Wst Mgmt PayGo $8,108,785

$941,000 $0 $15,571,000 $0 $0 $0 $0SW Financial Assurance PayGo $16,512,000$5,806,785 $468,000 $16,126,000 $555,000 $555,000 $555,000 $555,000PayGo $24,620,785

Grants & Aid$0 $0 $0 $0 $0 $0 $0Other Fed Grants $0$0 $0 $0 $0 $0 $0 $0Grants & Aid $0

Other$750,000 $0 $0 $0 $0 $0 $0Project Reimbursement $750,000$750,000 $0 $0 $0 $0 $0 $0Other $750,000

$47,199,589 $2,067,000 $22,425,000 $1,450,000 $1,450,000 $23,875,000 $1,450,000Waste Management $99,916,589

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Page 524




WastewaterProject Class

$50,472,000 $31,088,000 $19,384,000 $0 $0 $0 $0 $0S769700 Mayo WRF Expans

$4,250,000 $3,350,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000S776700 Wastewater Strategic Plan

$22,256,000 $23,710,000 ($1,454,000) $0 $0 $0 $0 $0S777200 Central Sanitation Facility

$56,497,474 $27,847,474 $4,775,000 $4,775,000 $4,775,000 $4,775,000 $4,775,000 $4,775,000S791800 Upgr/Retrofit SPS

$13,072,000 $15,901,000 ($2,829,000) $0 $0 $0 $0 $0S792900 Cayuga Farms PS & FM

$4,330,000 $4,130,000 $200,000 $0 $0 $0 $0 $0S798100 Wastewater Scada Upg

$10,435,393 $5,722,393 $2,213,000 $500,000 $500,000 $500,000 $500,000 $500,000S799200 Mayo Collection Sys Upgrade

$3,165,000 $3,309,000 ($144,000) $0 $0 $0 $0 $0S800100 Riva Road Force Main

$46,433,000 $20,744,000 $25,689,000 $0 $0 $0 $0 $0S800600 Dewatering Facilities

$140,863,000 $142,086,000 ($1,223,000) $0 $0 $0 $0 $0S802200 Cox Creek WRF ENR

$10,897,624 $4,897,624 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000S802300 WRF Infrastr Up/Retro

$6,323,000 $392,000 $3,761,000 $2,170,000 $0 $0 $0 $0S802500 Grease/Grit Facility

$252,000 $302,000 ($50,000) $0 $0 $0 $0 $0S802700 WRF Effluent Wells

$19,974,945 $19,454,945 $520,000 $0 $0 $0 $0 $0S802900 Annapolis WRF ENR

$25,775,000 $24,173,000 $1,602,000 $0 $0 $0 $0 $0S803100 Broadneck WRF ENR

$9,000 $3,672,000 ($3,663,000) $0 $0 $0 $0 $0S803200 Mayo WRF ENR

$15,791,950 $14,193,950 $1,598,000 $0 $0 $0 $0 $0S803700 Broadwater WRF ENR

$4,149,000 $4,556,000 ($407,000) $0 $0 $0 $0 $0S804000 Sylvan Shores PS Upg

$1,199,500 $1,233,500 ($34,000) $0 $0 $0 $0 $0S804200 Riva Woods PS Upg

$1,729,000 $2,805,000 ($1,076,000) $0 $0 $0 $0 $0S804500 Pasadena ES Sewer

$3,089,000 $2,160,000 $0 $929,000 $0 $0 $0 $0S804600 WW System Security

$9,377,000 $9,077,000 $300,000 $0 $0 $0 $0 $0S804700 Mill Creek SPS Upg

$4,827,000 $4,727,000 $100,000 $0 $0 $0 $0 $0S804900 Parole SPS Upgrade

$42,000 $286,000 ($244,000) $0 $0 $0 $0 $0S805000 WRF Effluent Reuse

$4,229,000 $5,129,000 ($900,000) $0 $0 $0 $0 $0S805400 Marley SPS Upgrade

$41,249,000 $17,855,000 $3,844,000 $3,910,000 $3,910,000 $3,910,000 $3,910,000 $3,910,000S806200 SPS Fac Gen Replace

$8,367,000 $7,025,000 $1,342,000 $0 $0 $0 $0 $0S806700 Cinder Cove FM Rehab

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$3,117,000 $845,000 $2,272,000 $0 $0 $0 $0 $0S806900 Rolling Knolls ES Sewer Ext

$2,528,000 $190,000 $2,338,000 $0 $0 $0 $0 $0S807000 Broadwater WRF Headworks

$77,952,652 $41,552,652 $9,400,000 $5,400,000 $5,400,000 $5,400,000 $5,400,000 $5,400,000X738800 Sewer Main Repl/Recon

$11,939,096 $4,939,096 ($1,000,000) $1,600,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000X741200 WW Service Connections

$1,920,063 $920,063 $0 $200,000 $200,000 $200,000 $200,000 $200,000X800000 State Hwy Reloc-Sewer

$3,689,429 $1,689,429 $0 $400,000 $400,000 $400,000 $400,000 $400,000Z533200 Routine Sewer Extensions

$21,604,800 $21,604,800 $0 $0 $0 $0 $0 $0S647500 Balto. County Sewer Agreement

$640,348 $640,348 $0 $0 $0 $0 $0 $0S741300 Chg Against WW Clsd Projects

$10,235,000 $10,235,000 $0 $0 $0 $0 $0 $0S783700 Marley-Jumpers Swr Rehab

$1,197,602 $1,197,602 $0 $0 $0 $0 $0 $0S792700 Fac Abandonment WW2

$754,000 $754,000 $0 $0 $0 $0 $0 $0S797800 Furnace Brn Swr Repl

$12,386,000 $12,386,000 $0 $0 $0 $0 $0 $0S797900 Broadneck WRF Upgrd

$9,101,000 $9,101,000 $0 $0 $0 $0 $0 $0S799000 Ridgeview SPS & FM

$984,500 $984,500 $0 $0 $0 $0 $0 $0S800700 Regional Sludge Facility

$2,074,000 $2,074,000 $0 $0 $0 $0 $0 $0S802000 Deale Road Sewer

$2,000,000 $2,000,000 $0 $0 $0 $0 $0 $0S802800 Sewer Proj Mgmt

$11,236,000 $11,236,000 $0 $0 $0 $0 $0 $0S803000 Maryland City WRF ENR

$3,852,000 $3,852,000 $0 $0 $0 $0 $0 $0S803800 Sylvan Shores WW Collect Sys

$13,900,000 $13,900,000 $0 $0 $0 $0 $0 $0S804100 Patuxent WRF ENR

$10,275,000 $10,275,000 $0 $0 $0 $0 $0 $0S804300 Jennifer Road PS Upg

$1,235,000 $1,235,000 $0 $0 $0 $0 $0 $0S804400 Balto City Sewer Agrmnt

$90,700 $90,700 $0 $0 $0 $0 $0 $0S804800 Brushwood Sewer Ext

$5,998,000 $5,998,000 $0 $0 $0 $0 $0 $0S805200 Rivieria Beach SPS Mods

$12,925,000 $12,925,000 $0 $0 $0 $0 $0 $0S805300 Cinder Cove SPS Mods

$0 $0 $0 $0 $0 $0 $0 $0S805600 Edgewater Beach Sewer

$12,740,000 $12,740,000 $0 $0 $0 $0 $0 $0S805900 Odenton Town Cntr Sewr

$2,166,000 $2,166,000 $0 $0 $0 $0 $0 $0S806000 Chesapeake Bch WWTP

$25,998,000 $25,998,000 $0 $0 $0 $0 $0 $0S806100 Cox Creek WRF Non-ENR

$3,756,000 $3,756,000 $0 $0 $0 $0 $0 $0S806300 Big Cypress SPS Retro

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$62,844,000 $62,844,000 $0 $0 $0 $0 $0 $0S806500 Patuxent WRF Exp

$47,752,600 $47,752,600 $0 $0 $0 $0 $0 $0S806600 Maryland City WRF Exp

$438,000 $438,000 $0 $0 $0 $0 $0 $0S806800 Parkway Ind Park Sewer Rehab

$3,250,253 $3,250,253 $0 $0 $0 $0 $0 $0X749000 Agreements W/Developers

$4,298,173 $4,298,173 $0 $0 $0 $0 $0 $0X764200 WW Project Planning

$733,695,101 $67,464,000 $21,034,000 $17,935,000 $17,935,000 $17,935,000 $17,935,000WastewaterTotal $893,933,101

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WastewaterProject ClassBonds

$1,600,000 $0 $0 $0 $0 $0 $0Water Bonds $1,600,000$534,561,859 $55,685,900 $6,688,000 $6,195,000 $6,195,000 $6,195,000 $6,195,000WasteWater Bonds $621,715,759$536,161,859 $55,685,900 $6,688,000 $6,195,000 $6,195,000 $6,195,000 $6,195,000Bonds $623,315,759

PayGo$63,249,273 $4,735,000 $11,869,000 $10,940,000 $10,940,000 $10,940,000 $10,940,000WasteWater PayGo $123,613,273

$843,821 ($500,000) $800,000 $800,000 $800,000 $800,000 $800,000Water PayGo $4,343,821$64,093,094 $4,235,000 $12,669,000 $11,740,000 $11,740,000 $11,740,000 $11,740,000PayGo $127,957,094

Grants & Aid$126,812,895 $4,148,100 $0 $0 $0 $0 $0Other State Grants $130,960,995$126,812,895 $4,148,100 $0 $0 $0 $0 $0Grants & Aid $130,960,995

Other$3,250,253 $0 $0 $0 $0 $0 $0Developer Contribution $3,250,253$1,377,000 $0 $1,677,000 $0 $0 $0 $0Other Funding Sources $3,054,000$2,000,000 $0 $0 $0 $0 $0 $0Project Reimbursement $2,000,000

$0 $3,395,000 $0 $0 $0 $0 $0Bond Premium $3,395,000$0 $0 $0 $0 $0 $0 $0User Connections $0$0 $0 $0 $0 $0 $0 $0Special Tax Districts $0

$6,627,253 $3,395,000 $1,677,000 $0 $0 $0 $0Other $11,699,253$733,695,101 $67,464,000 $21,034,000 $17,935,000 $17,935,000 $17,935,000 $17,935,000Wastewater $893,933,101

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WaterProject Class

$14,441,396 $4,313,396 $2,128,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000W744400 Exist Well Redev/Repl

$4,273,000 $4,013,000 $260,000 $0 $0 $0 $0 $0W777600 Gibson Island WTP Upgr

$24,393,000 $29,286,000 ($4,893,000) $0 $0 $0 $0 $0W778400 TM Odenton to GB High P Zone

$1,960,000 $1,660,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000W778800 Water Strategic Plan

$1,109,000 $984,000 $125,000 $0 $0 $0 $0 $0W783000 Cape St Claire Rd TM

$4,448,424 $2,348,424 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000W787800 Fire Hydrant Rehab

$104,136,196 $68,659,196 ($17,000,000) $13,861,000 $8,755,000 $9,359,000 $9,997,000 $10,505,000W799600 Elevated Water Storage

$5,021,000 $6,341,000 ($1,320,000) $0 $0 $0 $0 $0W801000 350 Zone Improvements

$2,460,100 $1,855,100 $605,000 $0 $0 $0 $0 $0W801300 16" Reidel to Rte 3

$38,132,000 $5,268,000 $0 $16,432,000 $16,432,000 $0 $0 $0W801400 Crofton Meadows II Exp Ph 2

$14,503,800 $8,549,800 $0 $5,954,000 $0 $0 $0 $0W801600 TM-MD Rte 32 @ Meade

$5,933,319 $2,933,319 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000W803300 WTR Infrastr Up/Retro

$36,366,000 $19,620,000 $0 $0 $16,746,000 $0 $0 $0W803600 East/West TM - North

$51,161,000 $7,651,000 $0 $21,755,000 $21,755,000 $0 $0 $0W804700 Northeast Water Facility

$9,077,000 $4,632,000 $2,496,000 $1,949,000 $0 $0 $0 $0W805000 Water Fac Emerg Generators

$42,568,694 $19,568,694 $2,000,000 $4,200,000 $4,200,000 $4,200,000 $4,200,000 $4,200,000X733700 Water Main Repl/Recon

$914,423 $1,214,423 ($300,000) $0 $0 $0 $0 $0X764300 Water Proj Planning

$35,188,880 $17,754,880 $3,741,000 $3,171,000 $2,834,000 $2,947,000 $1,068,000 $3,673,000X787000 Water Storage Tank Painting

$2,489,752 $1,489,752 $0 $200,000 $200,000 $200,000 $200,000 $200,000Y514200 Routine Water Extensions

$663,390 $663,390 $0 $0 $0 $0 $0 $0W741400 Chg Against Wtr Clsd Projects

$515,723 $515,723 $0 $0 $0 $0 $0 $0W753400 Demo Abandoned Facilities

$38,397,000 $38,397,000 $0 $0 $0 $0 $0 $0W778600 Crofton Meadows II WTP Upgr

$8,983,000 $8,983,000 $0 $0 $0 $0 $0 $0W793200 TM Meade to Jessup

$6,347,000 $6,347,000 $0 $0 $0 $0 $0 $0W793400 Disney Road Booster Station

$2,171,058 $2,171,058 $0 $0 $0 $0 $0 $0W797600 Independent Well Upgrd

$3,485,000 $3,485,000 $0 $0 $0 $0 $0 $0W799400 Severndale WTP Upgrade PH III

$6,809,154 $6,809,154 $0 $0 $0 $0 $0 $0W800200 Water System Security

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$14,270,000 $14,270,000 $0 $0 $0 $0 $0 $0W800300 Balto City Water Main Rpr

$3,836,000 $3,836,000 $0 $0 $0 $0 $0 $0W801200 12" St Marg/Old Mill Bttm

$5,403,000 $5,403,000 $0 $0 $0 $0 $0 $0W801700 Glen Burnie High Zone

$35,639,000 $35,639,000 $0 $0 $0 $0 $0 $0W801800 Arnold WTP Exp

$2,000,000 $2,000,000 $0 $0 $0 $0 $0 $0W803400 Water Proj Mgmt

$1,176,000 $1,176,000 $0 $0 $0 $0 $0 $0W803500 Hospital Drive WTR Ext

$4,500,000 $4,500,000 $0 $0 $0 $0 $0 $0W803700 Sylvan Shores Water

$26,439,000 $26,439,000 $0 $0 $0 $0 $0 $0W804000 Broad Creek WTP Exp

$0 $0 $0 $0 $0 $0 $0 $0W804100 Edgewater Bch Wtr Ext

$7,092,000 $7,092,000 $0 $0 $0 $0 $0 $0W804200 Withernsea WTP

$1,176,000 $1,176,000 $0 $0 $0 $0 $0 $0W804300 New Cut WTP

$7,189,000 $7,189,000 $0 $0 $0 $0 $0 $0W804500 North Co Water Dist Imp

$106,000 $106,000 $0 $0 $0 $0 $0 $0W804600 Balt City - Fullerton WTP

$0 $0 $0 $0 $0 $0 $0 $0W804800 Woodland Beach Water

$300,000 $300,000 $0 $0 $0 $0 $0 $0W804900 Petition-Cape St Claire Water

$384,639,308 ($11,258,000) $70,022,000 $73,422,000 $19,206,000 $17,965,000 $21,078,000WaterTotal $575,074,308

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WaterProject ClassBonds

$0 $0 $0 $0 $0 $0 $0General County Bonds $0$341,993,220 ($13,167,000) $61,482,000 $64,882,000 $10,666,000 $10,617,000 $11,125,000Water Bonds $487,598,220$341,993,220 ($13,167,000) $61,482,000 $64,882,000 $10,666,000 $10,617,000 $11,125,000Bonds $487,598,220

PayGo$37,869,088 ($355,000) $8,540,000 $8,540,000 $8,540,000 $7,348,000 $9,953,000Water PayGo $80,435,088$37,869,088 ($355,000) $8,540,000 $8,540,000 $8,540,000 $7,348,000 $9,953,000PayGo $80,435,088

Grants & Aid$1,347,000 $0 $0 $0 $0 $0 $0Other Fed Grants $1,347,000$1,000,000 $0 $0 $0 $0 $0 $0Other State Grants $1,000,000$2,347,000 $0 $0 $0 $0 $0 $0Grants & Aid $2,347,000

Other$430,000 $0 $0 $0 $0 $0 $0Developer Contribution $430,000

$0 $0 $0 $0 $0 $0 $0Other Funding Sources $0$2,000,000 $0 $0 $0 $0 $0 $0Project Reimbursement $2,000,000

$0 $2,264,000 $0 $0 $0 $0 $0Bond Premium $2,264,000$2,430,000 $2,264,000 $0 $0 $0 $0 $0Other $4,694,000

$384,639,308 ($11,258,000) $70,022,000 $73,422,000 $19,206,000 $17,965,000 $21,078,000Water $575,074,308

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Watershed Protection & Restor.Project Class

$33,366,200 $4,766,600 $4,766,600 $4,766,600 $4,766,600 $4,766,600 $4,766,600 $4,766,600B551600 Culvert and Closed SD Rehab

$4,200,000 $600,000 $600,000 $600,000 $600,000 $600,000 $600,000 $600,000B551700 Emergency Storm Drain

$7,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000B551800 Storm Drainage/SWM Infrastr

$4,470,200 $658,600 $0 $518,900 $3,191,300 $101,400 $0 $0B552000 MR-ST-01

$3,002,200 $452,500 $0 $356,600 $2,193,100 $0 $0 $0B552100 MR-ST-02

$7,152,700 $0 $1,078,200 $0 $849,600 $5,224,900 $0 $0B552200 MR-ST-03

$6,753,200 $1,018,000 $0 $802,200 $4,933,000 $0 $0 $0B552300 MR-ST-04

$7,068,100 $0 $7,068,100 $0 $0 $0 $0 $0B552400 MR-OF-04

$7,722,300 $0 $0 $7,722,300 $0 $0 $0 $0B552500 MR-OF-03

$6,252,100 $0 $0 $6,252,100 $0 $0 $0 $0B552600 MR-OF-02

$6,581,000 $0 $0 $6,581,000 $0 $0 $0 $0B552700 MR-OF-01

$752,100 $0 $0 $77,400 $0 $341,400 $333,300 $0B552800 MR-PP-01

$7,870,200 $0 $0 $0 $0 $0 $800,600 $7,069,600B553000 MR-OF-05

$8,783,000 $0 $0 $0 $0 $0 $8,783,000 $0B553100 MR-OF-06

$6,655,200 $0 $0 $0 $0 $0 $6,655,200 $0B553200 MR-OF-07

$11,332,600 $0 $0 $11,332,600 $0 $0 $0 $0B553300 PT-PP-01

$37,894,100 $5,723,000 $0 $4,437,200 $27,733,900 $0 $0 $0B553500 PT-ST-01

$6,967,900 $0 $0 $0 $0 $0 $6,967,900 $0B553600 PT-OF-02

$21,977,400 $3,319,100 $0 $2,573,400 $16,084,900 $0 $0 $0B553700 PT-ST-02

$4,796,300 $0 $0 $4,796,300 $0 $0 $0 $0B553800 PT-OF-03

$14,472,800 $2,181,600 $0 $1,719,100 $10,572,100 $0 $0 $0B553900 PT-ST-03

$3,821,700 $0 $0 $0 $0 $0 $3,821,700 $0B554200 PT-OF-05

$7,085,300 $0 $0 $1,065,900 $0 $280,000 $5,739,400 $0B554300 PT-ST-04

$4,510,200 $0 $0 $678,500 $0 $178,300 $3,653,400 $0B554400 PT-ST-05

$7,481,400 $0 $0 $0 $0 $0 $7,481,400 $0B554500 PT-ST-06

$6,649,300 $0 $0 $0 $0 $0 $6,649,300 $0B554600 PT-OF-06

$16,469,600 $0 $0 $0 $0 $0 $13,576,100 $2,893,500B554700 PT-OF-07

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$29,377,500 $0 $5,489,600 $0 $1,160,800 $22,727,100 $0 $0B554800 PT-ST-07

$4,544,300 $0 $0 $0 $0 $0 $0 $4,544,300B555000 PT-OF-09

$6,857,600 $0 $0 $0 $0 $0 $0 $6,857,600B555200 PT-OF-11

$11,251,500 $0 $0 $0 $0 $0 $0 $11,251,500B555400 PN-OF-02

$5,296,200 $0 $5,296,200 $0 $0 $0 $0 $0B555600 PN-PP-01

$1,182,000 $0 $178,200 $0 $140,400 $863,400 $0 $0B555800 BK-ST-01

$8,464,400 $0 $0 $0 $0 $0 $0 $8,464,400B555900 BK-OF-01

$43,700 $0 $0 $43,700 $0 $0 $0 $0B556000 BK-PP-01

$4,488,600 $0 $675,300 $0 $177,400 $3,635,900 $0 $0B556200 UP-ST-01

$2,578,600 $274,100 $2,304,500 $0 $0 $0 $0 $0B556300 UP-OF-01

$1,008,500 $0 $0 $1,008,500 $0 $0 $0 $0B556400 UP-PP-01

$7,488,600 $0 $0 $0 $0 $0 $0 $7,488,600B556600 UP-OF-02

$5,351,000 $0 $0 $5,351,000 $0 $0 $0 $0B556700 LP-OF-01

$8,801,200 $0 $8,801,200 $0 $0 $0 $0 $0B556800 LP-OF-02

$7,862,700 $0 $7,862,700 $0 $0 $0 $0 $0B556900 LP-OF-03

$6,020,700 $0 $0 $0 $0 $0 $780,900 $5,239,800B557000 LP-PP-01

$2,372,000 $0 $0 $0 $0 $252,200 $2,119,800 $0B557200 HB-OF-01

$487,700 $0 $0 $0 $0 $0 $63,300 $424,400B557400 RR-OF-01

$151,700 $0 $0 $0 $0 $151,700 $0 $0B557500 RR-PP-01

$477,100 $0 $0 $0 $0 $0 $61,800 $415,300B557600 WR-OF-01

$6,856,300 $0 $1,031,500 $0 $270,900 $5,553,900 $0 $0B557700 SE-ST-01

$6,271,900 $0 $943,500 $0 $247,800 $5,080,600 $0 $0B557800 SE-ST-02

$5,182,600 $0 $5,182,600 $0 $0 $0 $0 $0B557900 SE-OF-01

$3,430,100 $0 $3,430,100 $0 $0 $0 $0 $0B558000 SE-PP-01

$4,213,700 $0 $633,900 $0 $166,500 $3,413,300 $0 $0B558200 SE-ST-03

$6,579,200 $0 $989,800 $0 $260,000 $5,329,400 $0 $0B558300 SE-ST-04

$1,949,400 $293,400 $982,000 $0 $674,000 $0 $0 $0B558400 SE-ST-05

$2,282,600 $0 $343,400 $0 $90,200 $1,849,000 $0 $0B558500 SE-ST-06

$8,097,900 $0 $0 $0 $0 $0 $0 $8,097,900B558600 SE-OF-02

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$5,942,900 $0 $0 $0 $0 $0 $0 $5,942,900B558700 SE-OF-03

$5,132,800 $0 $0 $0 $0 $0 $0 $5,132,800B559000 SE-OF-06

$4,537,800 $0 $682,700 $0 $179,300 $3,675,800 $0 $0B559100 SO-ST-01

$4,136,300 $0 $4,136,300 $0 $0 $0 $0 $0B559200 SO-OF-01

$3,640,000 $0 $547,600 $0 $143,800 $2,948,600 $0 $0B559300 SO-ST-02

$5,125,700 $0 $771,100 $0 $202,600 $4,152,000 $0 $0B559400 SO-ST-03

$3,209,700 $0 $0 $3,209,700 $0 $0 $0 $0B559500 SO-OF-02

$4,644,900 $0 $4,644,900 $0 $0 $0 $0 $0B559600 SO-OF-03

$4,474,900 $0 $673,200 $0 $176,900 $3,624,800 $0 $0B559700 SO-ST-04

$4,093,500 $0 $4,093,500 $0 $0 $0 $0 $0B559800 SO-OF-04

$7,138,700 $0 $0 $7,138,700 $0 $0 $0 $0B559900 SO-OF-05

$4,720,600 $0 $4,720,600 $0 $0 $0 $0 $0B560000 SO-OF-06

$7,369,700 $0 $0 $4,550,400 $0 $0 $2,819,300 $0B560100 SO-PP-01

$2,600,000 $2,600,000 $0 $0 $0 $0 $0 $0B551900 Stormwater Project Management

$2,638,500 $2,638,500 $0 $0 $0 $0 $0 $0B552900 MR-PC-01

$5,047,700 $5,047,700 $0 $0 $0 $0 $0 $0B553400 PT-OF-01

$7,236,200 $7,236,200 $0 $0 $0 $0 $0 $0B554000 PT-PC-01

$6,617,100 $6,617,100 $0 $0 $0 $0 $0 $0B554100 PT-OF-04

$4,656,300 $4,656,300 $0 $0 $0 $0 $0 $0B554900 PT-OF-08

$0 $0 $0 $0 $0 $0 $0 $0B555100 PT-OF-10

$7,884,200 $7,884,200 $0 $0 $0 $0 $0 $0B555300 PN-OF-01

$0 $0 $0 $0 $0 $0 $0 $0B555500 PN-OF-03

$3,158,100 $3,158,100 $0 $0 $0 $0 $0 $0B555700 PN-PC-01

$2,641,800 $2,641,800 $0 $0 $0 $0 $0 $0B556100 BK-PC-01

$235,700 $235,700 $0 $0 $0 $0 $0 $0B556500 UP-PC-01

$2,285,800 $2,285,800 $0 $0 $0 $0 $0 $0B557100 LP-PC-01

$0 $0 $0 $0 $0 $0 $0 $0B557300 MP-OF-01

$8,122,600 $8,122,600 $0 $0 $0 $0 $0 $0B558100 SE-PC-01

$0 $0 $0 $0 $0 $0 $0 $0B558800 SE-OF-04

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$0 $0 $0 $0 $0 $0 $0 $0B558900 SE-OF-05

$3,245,900 $3,245,900 $0 $0 $0 $0 $0 $0B560200 SO-PC-01

$0 $0 $0 $0 $0 $0 $0 $0B560300 SO-OF-07

$0 $0 $0 $0 $0 $0 $0 $0B560400 SO-OF-08

$76,656,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200Watershed Protection & RestTotal $540,593,800

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Watershed Protection & Restor.Project ClassBonds

$74,056,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200WPRF Bonds $537,993,800$74,056,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200Bonds $537,993,800

Other$2,600,000 $0 $0 $0 $0 $0 $0Project Reimbursement $2,600,000$2,600,000 $0 $0 $0 $0 $0 $0Other $2,600,000

$76,656,800 $78,927,300 $76,582,100 $75,815,100 $75,750,300 $76,673,000 $80,189,200Watershed Protection & Restor. $540,593,800

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EXPLANATION OF SIGNIFICANT CAPITAL BUDGET ITEMS AND TERMS PROJECT TITLE - Project titles are developed to afford identification by geographic reference or the nature of the work to be performed. PROJECT NUMBER - All projects for which the county has expenditure accountability are assigned project numbers. All projects are assigned a seven character alphanumeric indicator which includes a single alpha character identifying the project class, followed by a four digit project identification number, followed by a two digit contract number. For the purposes of budgeting, the two digit job number is always "00". The alpha prefixes are as follows: C - General County H - Roads and Bridges C - School Off Site N - Solid Waste F - Fire & Police H - Traffic Control E - Board of Education S - Wastewater (also X, Y & Z) P - Recreation & Parks Q - Dredging J - Community College W - Water (also X, Y & Z) Q – Water Quality Improvements

Q – Stormwater Runoff Controls L – Libraries B – Watershed Protection and

Restoration Q – Special Taxing Districts PROJECT DESCRIPTION - This is a general description of the proposed improvement including the scope of work and purpose of the project. Other useful information is also provided such as project status, financial activity, the estimated impact of the project on the operating budget, changes from prior year, amendment history, and where applicable a vicinity map identifying the general location of the project. FUNDING TABLE - Below the project description is a funding table. The top half represents information pertaining to the various phases associated with capital projects. The standard phases used include:

• Plans and Engineering – “soft” costs related to studies and design activities. • Land – costs related to appraisals and/or the acquisition of land or the right to use it. • Construction – “hard” costs related to performing the actual construction work associated with a particular project. • Overhead – a charge assessed to capital projects to cover the indirect costs of general county support services such as purchasing, personnel,

law, budget and finance, etc. • Furn., Fixtures and Equip. – costs for furniture, fixtures and equipment associated with the scope of the project. • Other – other costs associated with the scope of the project but which do not fit any of the above categories. For instance, county

contributions to larger projects being managed by another entity (e.g., state or other county), books for new libraries, grants provided by the county to support capital improvement efforts by other entities (e.g., non-profits).

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EXPLANATION OF SIGNIFICANT CAPITAL BUDGET ITEMS AND TERMS (continued) FUNDING TABLE (continued) The bottom half of the funding table represents information about the funding sources used to finance the project. The standard funding categories include:

• Bonds - representing long-term, interest-bearing certificates of public indebtedness. • Pay-Go – representing the use of budget year revenues or fund balance. • Impact Fees - representing fees collected by the county to defray a portion of the costs associated with public school and transportation

facilities necessary to accommodate new development in a designated area. • Grants and Aid - primarily representing awards from the State of Maryland and the federal government to assist in the undertaking of

specified projects. • Other - representing other funding sources such as developer contributions, special revenues and fees, special tax districts, etc.

These Phases and Funding as described above are shown as separate lines or rows in this table. The columns of information provided in this table are as follows: PROJECT TOTAL - This represents the estimated total cost to complete a project as proposed by the County Executive, including prior approval, as well as the level of funding requested for the FY2015 budget year and that programmed for the period FY2016 through FY2020. If a project is programmed to exceed the five-year program, and a cost estimate is known for the period beyond six-years, then these costs will be included in the project total. PRIOR APPROVAL - This represents the cumulative legal authorization for a project prior to, but not including, the budget fiscal year, i.e. FY2015. FY2015 BUDGET - This represents the request for the upcoming budget year. If approved by the County Council, this amount combined with the prior authorization described above establishes the legal authorization to spend for the upcoming budget year. FY2016 through FY2020 (CAPITAL PROGRAM) - This represents the level of funding requested over the next five years and represents a spending plan.

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Documents

Approved Current Expense Budget...Approved Current Expense Budget and Budget Message Laura Neuman County Executive Karen Cook John R. Hammond Chief Administrative Officer Budget Officer