RECOMMENDED BUDGET · 2020-05-01 · budget document that meets program criteria as a policy...

M E C K L E N B U R G C O U N T Y N O R T H C A R O L I N AMeckNC.gov

RECOMMENDED

BUDGETF I S C A L Y E A R 2 0 2 1

®

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget Presentation

Award PRESENTED TO

Mecklenburg County

North Carolina

For the Fiscal Year Beginning

July 1, 2019

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Executive Director

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation to Mecklenburg County for its annual budget for the fiscal year beginning July 1, 2019. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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FISCAL YEAR 2021 MECKLENBURG COUNTY

Chairman, District 3

George Dunlap (D)

Vice-Chairman, District 1

Elaine Powell (D)

At-Large At-Large At-Large

Pat Cotham (D) Trevor Fuller (D) Ella Scarborough (D)

District 2 District 4

Vilma Leake (D) Mark Jerrell (D)

District 5 District 6

Susan Harden (D) Susan Rodriguez-McDowell (D)

Clerk to the Board

Emily Kunze

County Manager

Dena R. Diorio

Assistant County Manager/Chief of Staff

Derrick Ramos

Assistant County Manager Assistant County Manager

Leslie Johnson Mark Foster

Assistant County Manager

Anthony Trotman

Executive Leadership

Mecklenburg Board of County Commissioners

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Management & Budget Director

Michael Bryant

Strategic Planning & Evaluation Director

Monica Allen

Budget Manager

Adrian Cox

Enterprise Management Analysts

Benjamin Chambers Brandon Juhaish

John Chesser Rachel Pillar

Jinitza Daniel Christopher Williams

Karli Godfrey Lyden Williams

Administrative Coordinator

Brittne Jones

Intern

Darius Miller

Office of Management and Budget

This document was prepared by the

Mecklenburg County Office of Management and Budget

For further information call or write:

Telephone: (980) 314-2933

Fax: (704) 336-5887

www.MeckNC.gov

Brittne Jones

600 East Fourth Street, 11th Floor

Charlotte, NC 28202-2842

Email: [email protected]

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County Assessor's Office

Ken Joyner, County Assessor

Finance Department

Sarah Cunningham, Director

Patricia Gibson, Deputy Finance Director

Kathy Pond, Division Director II

Human Resources

Paula Herman, Human Resources Director

Information Technology

Margaret Legge, Senior IT Programmer/Analyst

Tamika Bennett, Senior IT Programmer/Analyst

Public Information Department

Danny Diehl, Director

Tanisha Anderson, Public Information Specialist

Lawrence Corley, Public Information Specialist

Christine Edwards, Sr. Public Information Specialist

Rossana Seitter, Sr. Public Information Specialist

Josh King, Sr. Public Information Specialist

Albert Spear, Sr. Public Information Specialist

Mike Taylor, Public Information Manager

Acknowledgements

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TABLE OF CONTENTS

The annual budget document serves as a

policy document, financial plan, and operating

guide for County programs. The budget

document also provides information in such a

manner that the lay reader can understand

the operations of Mecklenburg County.

INTRODUCTION

vi Transmittal Letter

An overview of the County Manager’s vision

for the County

1 Executive Summary

The outlook for revenue, taxes, and expenditures

10 Community Service Grants Summary of CSG awards

12 FY2021 Budget Roadmap

Key dates in the FY2021 Budget process

PERFORMANCE RESULTS

13 FY2019 Mecklenburg County

Performance Results Performance results for the five goal areas

BUDGET OVERVIEW

16 FY2021 Recommended Budget Overview Revenue and Expenses for current and prior

fiscal years by fund

17 Summary of Net County Expenditures and

Revenues Major changes to expenditures and revenue

organized by strategic plan themes

18 Board Budget Priorities Summary of BOCC Budget Priorities

19 Total Expenditures by Agency and Fund Presentation of agency expenses by fund

20 FY2021 Budget by Financial Category Agency expenses by financial category

21 Budget Public Engagement Summary of Community Involvement in

Budget Process

BUDGET SUMMARIES

25 FY2021 Choice Matrix Expenditures organized by choices available to

the Board of County Commissioners

31 FY2021 Budget by Agency and Service Service budgets for each County agency

32 FY2021 Education Summaries Five-year comparison of funding to public

schools and the community college

43 Position Summaries Two-year comparison of County’s authorized

positions and explanation of position changes

REVENUE OVERVIEW

47 FY2021 Revenue Overview

Explanation of revenue sources and trends

53 Where the Money Comes From Outlook of revenue sources as a percent of the

budget

55 Comparison of County Revenue Four-year comparison of major revenue

sources

56 Allocation Comparison of County

Revenues by Service Area

Four-year comparison of key allocations of

County revenue

57 Budget Summary by Agency and Funding

Source Total revenue by agency and source

EXPENDITURE OVERVIEW

58 FY2021 Expenditure Overview

Explanation of expenditures and trends

71 Where the Money Goes Outlook of expenditures as a percent of

budget

72 Budget Comparison Summary by Agency Three-year comparison of total expenditures

by agency

AGENCY PAGES

73 Agency Pages

Mission, responsibilities, budget, and position

overview for each County agency

OTHER RELATED INFORMATION

99 FY2021 Fee Changes Statement of fee changes for FY2021

102 County Debt Policy Parameters for issuing and managing debt

114 Five Year Historical Tax Rate Comparison Comparison of peer jurisdiction tax rates

115 Majority Party by Year Comparison of board makeup by fiscal year,

tax rate, and majority party

116 Detailed New Funding by BOCC Priority Summary of FY2021 New Funding by BOCC

Priority

118 Detailed Strategic Business Plan Projects FY2021 SBP projects by department

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Introduction

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MECKLENBURG COUNTY

County Manager’s Office

Fiscal Year 2021 Recommended Budget Transmittal Letter

Mecklenburg Board of County Commissioners and

Residents of Mecklenburg County:

Good Morning Chair Dunlap and members of the Board of County Commissioners. It is an

honor and privilege to serve as your County Manager and present my Recommended

Budget for Fiscal Year 2021.

My remarks will serve as an executive summary and highlight the most important

investments and initiatives included in my Recommended Budget. Following my remarks,

Michael Bryant, Management and Budget Director, will present a more complete overview.

Before I begin listing my funding recommendations for fiscal year 2021 – please allow me a

moment to explain some of the factors that played a significant role in shaping my

recommendations.

COVID-19 PANDEMIC

Late last year an invisible enemy surfaced in Wuhan, China becoming one of the biggest

health threats in our country’s history.

The novel coronavirus – also known as COVID-19 has attacked the respiratory systems of

hundreds of thousands of people around the world.

Since its inception, the virus has swept and continues to sweep through the nation –

travelling from state to state harming individuals, families, societies and healthcare

systems.

But the impact of this invisible enemy reaches far beyond the physical - the virus has not

only ravaged the immune systems of people who have become infected – but it has also

pillaged our way of life by forcing us to change the way we go about conducting basic daily

tasks.

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On March 11 – COVID-19 was declared a pandemic by the World Health Organization. Then

days later – the first presumptive positive case of COVID-19 was identified in Mecklenburg

County.

Since that time – Mecklenburg County has become one of many jurisdictions around the

world to implement strategies to mitigate the virus’ impact, with hopes of saving lives and

making resources at area hospitals readily available.

Mecklenburg County was the first county in North Carolina to implement a Stay at Home

Proclamation– restricting non-essential activities to help slow the spread of the virus - and

our efforts worked!

Soon after the Stay at Home Proclamation went into effect in Mecklenburg County – we

have flattened the curve.

But while the strategies to extinguish the virus’ contagious flames in Mecklenburg County

are working – the effects of the virus rages on impacting our local economy and the

economies of communities around the world.

ECONOMIC IMPACT OF COVID-19 IN MECKLENBURG COUNTY

While the Stay at Home Proclamation remains a critical component in managing the virus

within the community – the order has led to a reduction of two major streams of revenue

the County so heavily relies upon - and that is sales tax and interest on investments.

The revenue generated by local sales, interest on investments, and property taxes are vital

to sustain the work we do in Mecklenburg County. It is through these streams of revenue as

well as other fees and charges that enables the County to provide services to our

community.

The County is anticipating a sharp decline in the economy during the 4th quarter of fiscal

year 2020 as a result of retail stores, restaurants, and other businesses closing as a result

of the Stay at Home Proclamation.

The temporary closing of local businesses, the reduction in hotel occupancies or the

temporary halt of sitting down for a meal at a local restaurant or bar – has had an impact

on the dollars that would have circulated through the community.

And the local economy may suffer even further due to the loss of employment so many

county residents have sustained in the days since the pandemic began.

PLANNING FOR TODAY AND BEYOND

Our national and local economists agree that this health crisis will evolve to a financial

crisis. As a result, several governments across this Country and State will be required to

reduce or eliminate critical services.

Fortunately, that is not the case for Mecklenburg County. The Great Recession of 2008

taught us valuable lessons. We were forced to make over $146.6M in reductions to services.

We eliminated 781 positions, which included 579 laid off employees, and we put a halt on

our capital projects. The actions we were forced to take during the Great Recession derailed

the County’s progress. It was not until this current fiscal year, that per capita funding for

Park & Recreation was restored to pre-recession levels.

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We cannot repeat the funding decisions that set the progress of this County back. As CFO, I

was tasked with leading the effort that would ensure that the County would be able to

respond much better when the next recession occurred – and the time is now to apply our

lessons learned. Mecklenburg County government is resilient and because of the Board of

County Commissioner’s commitment to the fiscal discipline strategy, we are in a strong

position to manage what lies ahead.

The County’s Fund Balance Policy has a provision that allows for this one-time funding

source to support recurring expenses during a financial crisis. Our strong reserves have

given the County the foundation it needs to weather the impact of revenue losses during

this crisis, while allowing us to fund critical programs and services for our residents and

avoid impacting our workforce.

The County began fiscal year 2020 with $259 million in reserves creating a strong fund

balance and healthy debt profile. Of this amount, approximately $102 million is available to

offset the anticipated loss in revenue in FY2021 and beyond.

The uncertainty of our current economy serves as a reminder of the importance of fiscal

discipline. Our commitment to this strategy has allowed us the necessary funding to create

a budget that will allow us to fulfill three main goals.

BUDGET GOALS:

The FY2021 recommended budget achieves three goals:

1) It funds the County’s core, critical services and programs that provide support to

our residents who need it the most

2) It maintains a fund balance that will be available to mitigate the impact of the

impending revenue shortfall as a result of the COVID-19 pandemic and,

3) It funds services and initiatives that align with the Board of County

Commissioners top 5 priorities

RECOMMENDED BUDGET FOR FISCAL YEAR 2021

My Fiscal Year 2021 recommended operating budget totals $1.9 billion dollars, an

increase of $5.6 million or .3% over Fiscal Year 2020. The Recommend Budget maintains

the current tax rate at 61.69 cents.

This first area I will cover is the revenue that supports the recommended budget.

REVENUE

At the Annual Board Retreat in January, our projected growth revenue for FY2021 was $46

million. However, given the economic impact of COVID 19 the revised revenue growth is

expected to be $19 million. Sales Tax is expected to be $7.5 million (4%) lower than the

FY2020 budget, and interest on investments is expected to decline by $6.2 million (52%

lower) in the upcoming year.

The recommended budget includes a total of $52 million in fund balance. Of this amount,

$33 million will address one-time expenses and $19 million will be appropriated to offset the

anticipated decline in revenue in FY2021.

While determining the amount of Fund Balance to be used to offset the revenue shortfall, it

is imperative to maintain fiscal discipline. Our policy stipulates that we replenish fund

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balance within two years “if” we fall below 28% of revenue. The amount of Fund Balance in

my recommended budget results in having $50 million available above the 28% threshold.

It is important that we have sufficient fund balance available should it take longer for

revenues to return to normal levels. Also, we must be mindful that the $19 million in fund

balance will eventually have to be replaced with recurring revenue to support those ongoing

expenses.

In short, the $19 million we spend today will impact our growth revenue in future fiscal

years.

Also, the budget includes repurposing $14 million or 3-quarters of one cent of the property

tax rate from the debt service fund to the general fund. This revision will still allow

sufficient funding to service our current debt and provide funding for future debt.

Over the last five years, the County has invested $30 million annually to address deferred

maintenance. The Recommended Budget provides $25 million, allowing $5 million to be

invested in County Services.

These adjustments in addition to the growth revenue will provide $52 million in revenue for

the General Fund.

COUNTY SERVICES

PUBLIC HEALTH DEPARTMENT

If there was ever a defining event that reiterates the importance of the County’s Public

Health Department – it would be COVID-19. The pandemic has illustrated the department’s

primary goal – in real time for our residents to witness - and that is to promote and protect

the public’s health.

During this crisis – the County’s Public Health Department has served as the nucleus for our

emergency response to the pandemic. The Public Health Department quickly evolved into

the department residents and the media turned to for guidance, information, data and

coordination of the services and resources needed to meet the current demands of COVID-

19 patients – while preparing for new cases.

I want to personally thank Gibbie Harris for her hard work and leadership throughout the

course of the pandemic! I would also like to thank the Public Health staff for their continued

commitment and dedication to the community.

But just as protecting the public’s health is a function of the department – Public Health also

bears the responsibility of finding innovative ways to promote healthy habits within the

community. It is through the creation and promotion of programs and services that allows

our residents opportunities to improve their health and reduce the risk of developing chronic

health conditions – and possibly assist in closing the gap where health disparities exist.

So, to support the department’s effort, I am recommending a total investment of $86.3

million for Fiscal Year 2021. The funding will give the department the support it needs to

provide quality services to County residents.

I am recommending an additional $104,000 for the Children’s Developmental Services

Agency to maintain service levels following a 13% increase in enrollment. The agency

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provides early intervention and support for children from birth to age three who have

developmental delays.

I am also recommending an additional $80,000 in funding for interpreter services to

accommodate the needs of the non-English speaking families.

I am also recommending $150,000 dollars for advanced Tuberculosis testing. The

evidence-based screening method is considered a best practice for Tuberculosis screening

tests and will replace the Tuberculin Skin Test.

In addition, I am recommending $43,000 for the Tuberculosis Clinic due to a decline in

state funding and an increase in active tuberculosis cases and investigations. The funds will

be used to purchase supplies and maintain service levels.

I am recommending $160,000 for the increased costs associated with LabCorp’s annual

contract.

I am recommending $60,000 to increase Prep funding. The additional investment will

bring total funding for the program to $250,000 for FY2021.

The recommended budget also includes $66,000 for one full-time school health nurse to

stay within the policy of one public health nurse per school.

DEPARTMENT OF SOCIAL SERVICES

While the pandemic is a world-wide crisis, there are many within the community who are

faced with individual crises and struggles each day.

The Department of Social Services continues to work to support these families and

individuals in their time of need. And those needs may increase due to the pandemic.

To sustain the level of services the department provides, and respond to increases in

demand, I am recommending that $165.5 million be appropriated for Fiscal Year 2021.

The recommended amount includes the following:

1. $258,000 to meet the increase funding for Foster Care placements

2. $86,000 to expand Senior Nutrition Meal Services to support increases to both

homebound and congregate meal programs

3. $206,000 to add 70 Wards to private guardianship.

I am also recommending investing $350,000 to fund the County’s portion of the Raise the

Age Funding Grant Match. This funding will provide therapeutic services to juveniles that

have come in contact with the criminal justice system.

As we continue our efforts to improve operational efficiencies in the department, my

Recommended Budget includes an additional $886,000 for Youth and Family Services

employee retention strategies, as well as $250,000 for an efficiency analysis of the

Economic Services Division.

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Finally, $151,000 will be appropriated to fund the first phase of the new Family Justice

Center. The funding will cover operating expenses for the center to better serve victims of

domestic violence.

ASSET AND FACILITY MANAGEMENT

This budget continues our efforts to keep our employees and customers safe when doing

business with the County. For Fiscal Year 2021, I am recommending an additional $1.6

million for security staffing as part of our weapons screening initiative at major facilities, as

well as $413,000 for enhanced security at park locations.

The Budget also includes $881,000 to fund increases in the County’s facility maintenance

contracts.

INFORMATION TECHNOLOGY

The County’s Information Technology team was in integral component of developing our

“virtual county government” in response to COVID-19. I cannot thank Keith Gregg and his

team enough for their efforts in deploying equipment, training employees to work at home,

and to do so safely and securely. The previous investments we have made and the

efficiencies we have implemented made this possible. My recommended budget for Fiscal

Year 2021 continues these investments. The budget includes $1.7 million in additional

funding for hardware and software upgrades and enhancements.

COUNTY ASSESSOR’S OFFICE

And as we plan for today – we must also look ahead to the future. As part of the County

Assessor’s Office’s effort to prepare for the 2023 revaluation – I am recommending $1.1

million for technology security enhancements needed for the North Carolina Property

Tax System and AssessPro Software, and $1.3 million to fund the Revaluation Reserve.

BOARD OF COUNTY COMMISSIONER PRIORITIES

REDUCING RACIAL DISPARITIES

In FY2020, the Board identified five priority areas to address critical needs in Mecklenburg

County.

In Fiscal Year 2020, the County invested $65.1 million to support Early Childhood

Education, Mental Health, Parks and Greenways, Affordable Housing and Reducing

Racial Disparities.

The COVID-19 Pandemic has reminded the world of the importance of addressing these

issues – specifically when it comes to disparities within communities.

According to hospital data released by the Centers for Disease Control from the first month

of the U.S. Pandemic – one in three patients who became sick enough to require

hospitalization for the virus was African American.

The COVID-19 pandemic has been exceptionally devastating because of the number of lives

that have been lost to the virus. But what has been equally devastating is what the data

reveals about the disproportionality in the demographics of those impacted by the virus.

Mecklenburg County is committed to doing its part in helping to reduce racial disparities

within the community, by providing support to programs and initiatives that help to close

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gaps where they exist, whether it is education, economic opportunity or in education and

health care.

I am recommending new investments of $2.5 million for the Board priority Reducing

Racial Disparities for FY 2021 to fund the following areas:

$1.3 million in funding for the United Way’s “Unite Charlotte” initiative. Unite Charlotte,

which launched in 2016, provides grant funding for grassroots organizations and programs

geared towards improving economic mobility through initiatives that address racial equity,

poverty, civil rights, and access and inclusion.

The County’s funding will support 25 Tier 1 grants of $25,000 each. In addition, Tier 1

grant recipients will participate in Duke University’s Certificate in Nonprofit Management

training program. The funding will also support 10, Tier 2 grants of $40,000. Tier 2 grant

recipients will participate in executive leadership training.

The budget includes $775,000 to address Food Insecurity in the County. The proposal

includes $125,000 to support the initial phase of the Three Sisters Food Market Co-Op

located on West Boulevard, and $600,000 reserved for the development of additional

initiatives to address the issue of food deserts within the community.

The remaining $50,000 funds the Loaves & Fishes agency to provide groceries to family

experiencing short term crisis through a network of food pantries.

I am also recommending $77,000 for one full-time Project Compliance Coordinator for

the Minority, Women, Small Business Enterprises Program. The coordinator will be

responsible for tracking data and analysis of construction projects to ensure equity and

access for minority contractors.

In addition to these investments, I am recommending $150,000 to fund a Community

Service Grant to the Young Black Leadership Alliance, and $50,000 for Prospera North

Carolina.

EARLY CHILDHOOD EDUCATION

In order to effectively address the underlying issues around disparities within our society –

you must look at education. Research shows that education is the gateway for future

success, but not everyone has been afforded that opportunity.

Since FY19, Mecklenburg County has created a pathway through MECK Pre-K to allow 4-

year-olds access to a quality pre-k education. More than 1,200 children have been enrolled

in the program since it began, and we want to increase the number of children served for

FY2021.

I am recommending a total investment of $21.3 million for MECK Pre-K for FY2021. That

is an increase of $5.5 million over FY2020. The investment will allow the County to add 20

classrooms – allowing for an additional 365 students to be served during the upcoming

school year. The increase will allow for an enrollment capacity of 1,602.

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MENTAL HEALTH

Just as it is important to provide opportunities to care for the physical and educational

wellbeing of the community – we must also continue to provide programs and services to

address the mental health needs in our community. The Board priority of Mental Health

Support allows the County to keep that goal in focus.

For Fiscal Year 2021 – I am recommending new investments of $6.2 million for the

following:

$1.3 million for additional services in our Detention Centers to increase efficiencies

and reduce wait times for those in need of help. Additional funding will provide an Assistant

Nursing Director, Licensed Practical Nurse, a Mental Health Clinician, a Physician, a

Psychiatrist, a Psychiatric Registered Nurse and a Recreational Therapist.

I am also recommending $945,000 for Charlotte Mecklenburg Schools Exceptional

Children Staffing and Special Education Support. This will fund 5 Teachers, 5 Teacher

Assts, 4 Itinerant Pre-K Teachers and 2 Occupational Therapists.

My budget also continues our commitment to expand supportive services in our schools. I

have included $3.4 million to fund an additional 15 social workers, 15 counselors, 5

psychiatrists, and 2 behavioral health specialists.

AFFORDABLE HOUSING

In Fiscal Year 2020 the County embarked on a journey to create more affordable housing

options within the community.

The County invested $15.2 million dollars in various programs and initiatives to begin the

process of helping residents obtain and maintain housing they could afford.

One of the programs the County invested in, was Habitat for Humanity’s Critical Home

Repair. The program addresses major safety concerns in homes by making necessary

repairs to keep homes in good condition.

In FY2020, the County invested $1 million for Critical Home Repair Projects. To date,

39 projects have been completed, and the County anticipates another 31 homes in need of

repair during FY21.

I am recommending an additional $1 million to help fund the program for a second year.

In addition, the Recommended Budget includes an additional $3 million to expand our

rental subsidy programs.

PARKS & GREENWAYS

The County’s Parks and Greenways continue to be an essential component in the livelihood

of our residents. The County’s parks and greenways have been a tremendous resource

during the pandemic – as many relied on these areas as an outlet for exercise.

For FY2021 I am recommending $2.8 million to support 59 part-time and limited part time

positions to support operations at the new Eastway Regional Recreation Center expected to

open later this year.

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The funding will also provide two 15 passenger wheelchair accessible buses for the center,

and computers for the computer lab.

I am recommending $100,000 to allow for 2 maintenance and operation full-time positions

at American Legion Memorial Stadium. In total, I am allocating $4.8 million in operating

costs and maintenance for new and existing Park and Recreation facilities.

I am also recommending $37,000 for additional programming and related expenses for

Steven’s Nature Creek and the McDowell Nature Center.

EMPLOYEE INVESTMENTS

The current public health crisis has impacted almost every aspect of our lives – including the

way we work. Mecklenburg County like many other service agencies, is still responsible for

providing the best possible service to our residents.

I would like to thank our County employees for their support and hard work during this

pandemic. Our workforce continued to provide all critical county services and made the

transition to a virtual government a seamless one! The talent and dedication that exists in

our County is like none other! I am grateful and proud to be the leader of such a talented,

dedicated and passionate workforce.

Just as the Country is bracing for what lies ahead in the days following the Coronavirus –

I’m sure – so are many of our employees. But there is one thing that our employees can be

sure of, and that is the County values their hard work and commitment and recognizes their

effort.

Last year, we kicked off a comprehensive review of our classification and compensation

system. This review was initiated as we realized that our County employees lag our

competitors as our pay structure has not been adjusted in over a decade. This has

presented significant challenges with recruitment and retention.

In Fiscal Year 2020, the Board of County Commissioners approved the first step in helping

to elevate employee salaries closer to the salaries of our competitors in the market by

approving a 5.5% percent salary increase for all County employees.

However, the estimated revenue loss due to COVID 19, will require us to delay the 2nd step

in right sizing our salaries, which is the implementation of the results from the review of our

classification and compensation system.

Although, we have to delay the implementation of our revised classification and

compensation system, it is imperative that we continue to recognize all of our employees for

their hard work. Many of these employees are on the frontlines, risking their own health on

a daily basis, as we combat COVID 19.

So, for Fiscal Year 2021, I am recommending the following:

$9.2 million for a 3% across the board increase for all employees.

I am also recommending, $682,000 to include a 3% merit increase for MEDIC employees.

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My recommended budget also includes an additional $4 million for required pension

contributions and $1.3 million for increased costs associated with medical and dental

insurance.

SHERIFF’S OFFICE

In addition to the mental health services highlighted above, I am recommending the

following investments for the Sheriff’s Office for Fiscal Year 2021:

$683,000 for Arrest Processing and field operations and the Strategic Response Unit during

the Republican National Convention. The funding will support staffing costs, program

supplies, equipment maintenance and repairs and metal detector rentals.

$218,000 to replace a total of 345 bullet proof vests. The vests should be replaced every

5 years.

I am also recommending, $54,000 to purchase three patrol narcotic detention canines.

Juvenile facilities are now required to provide more clothing and supplies for juvenile

offenders due to new requirements as a result of the Raise the Age legislation. I am

recommending $100,000 to provide the supplies needed for Juvenile Programs and

Housing.

Now I will review my funding recommendations for an area that continues to emerge as a

TOP priority for our community: Charlotte-Mecklenburg Schools.

I am recommending $523.5 million – for FY2021 that’s a 4% increase over FY2020.

Of that amount I am recommending additional funding of $19.4 million to support

Charlotte Mecklenburg Schools operating expenses.

The funding will cover costs for the following:

• Health insurance and retirement rate increase

• Funding to accommodate charter school and enrollment growth for 1,807 new

students

• Maintenance and operating costs for 1 new school, Student Support Staffing/social

and emotional learning support

• Exceptional children staffing and special education support

I am also recommending $5 million for building services preventative maintenance

staffing and $1.3 million in one-time funding for CMS’s Enterprise Resource Planning

Systems.

For Central Piedmont Community College, I am recommending an increase of $1.2 million

which is a 3% increase over FY2020. The funding will cover costs for the following:

• Salaries for maintenance staff

• Costs of maintenance and repairs of buildings and grounds

• Insurance fees for campus buildings, vehicles and

• Workers compensation for institutional employees paid from local funds and other

necessary insurance coverages.

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LIBRARIES AND ARTS & CULTURE

Opportunities to learn and grow are often found in places outside of a classroom setting.

One place learning occurs is our public libraries. The County recognizes the role our partners

play in furthering the educational development of our community.

I am recommending $350,000 in funding to support a Request for Proposal to develop a

libraries Facilities Master Plan. The purpose of the plan is to ensure that the community

has access to a library in their area.

Another area responsible for fostering growth and development within the community is

Arts and Culture. I am recommending a total of $900,000 in additional funding to

support three grant programs for the Arts and Science Council.

• $200,000 for the ASC Culture Vision Grant Program. The funding will provide

up to $10,000 in grants for arts programs

• $200,000 for the ASC’s Individual Artist Grant Program to support the

development of up and coming artists and,

• $500,000 for Operating Support Grants Program that will be used to support

emerging, grassroots arts, science and history organizations with annual budgets

under $1 million

My recommended budget also includes $1 million to support the capital campaign for the

Town of Cornelius’ Cain Center for the Arts which is currently under development.

CLOSING

In closing, I would like to take this opportunity to thank all my staff who worked so hard on

this Recommended Budget. This includes the members of my Executive Team, Management

and Budget Director Michael Bryant and the Office of Management and Budget staff,

Director of Strategic Planning & Evaluation Monica Allen and the Strategic Planning &

Evaluation staff, Sarah Cunningham and the Department of Financial Services, Danny Diehl

and the Public Information staff, and my entire Cabinet.

I also want to thank the residents of Mecklenburg County and the Board of County

Commissioners for your continued support.

Thank you,

Dena Diorio, County Manager

RECOMMENDED BUDGET


FY2021 Recommended Budget Executive Summary

Mecklenburg County’s Fiscal Year 2021 Recommended Budget totals $1.9 billion, a $5.6

million (0.3%) increase over the FY2020 Adopted Budget. The FY2021 Recommended Budget

supports 5,722 full-time positions. Of the total budget, County dollars represent $1.4 billion,

a $46.2 million (3.3%) increase over the FY2020 Adopted Budget. The Recommended

Budget’s tax rate remains at 61.69¢ per $100 of valuation.

Mecklenburg County Tax Base

The ad valorem property tax is Mecklenburg County’s largest source of revenue. The assessed

value of property is subject to the property tax rate levied by the Board of County

Commissioners (BOCC), per $100 of value. The estimated assessed valuation for FY2021 is

$189.4 billion, a $6.1 billion (3.3 percent) increase over FY2020.

Assessed Valuation

(In Millions) FY2019 FY2020 FY2021

Budgeted Budgeted* Projected

Real Property $105,003.00 $157,336.24 $161,672.77

Personal Property 10,709.00 10,743.86 11,604.61

Vehicles 9,780.00 10,142.29 10,842.17

State Certifications 4,231.00 5,141.23 5,296.89

Total $129,723.00 $183,363.62 $189,416.44

Percent Change 2.63% 41.35% 3.30%

Net Yield of One Cent $12,842,536 $18,198,839 $18,752,228

Tax Rate 82.32¢ 61.69¢ 61.69¢

Collection Rate1 99.00% 99.25% 99.00% 1Collection rate is limited to prior year collection rate per statutory requirement.

* Revaluation Year

RECOMMENDED BUDGET

FISCAL YEAR 2021 MECKLENBURG COUNTY 1

Revenue – Where the Money Comes From

Total Revenue by Source

The budget includes both revenues and

expenditures. Mecklenburg County

defines total revenue as the sum of

County, Federal, State, and Other

Revenue. The BOCC has discretionary

control over County revenue and some

sources of Other revenue, such as charges

for services and appropriated fund

balance. The BOCC does not have control

over Federal and State revenues, most of

which can be used only for specific

purposes.

Total Revenue by Type

Property Tax makes up the largest portion (61.1%) of total revenue, which is projected at

$1.2 billion. Sales Tax revenue, which includes taxes on retail sales and leases of tangible,

personal property, represents the second largest source of revenue, comprising 16.8% of all

revenues.

Property Tax$1,164,352,777

61.14%

Sales Tax320,405,502

16.83%

Charges For Services 133,435,116

7.01%

Federal Sources90,391,362

4.75%

Other Revenues88,432,200

4.64%

State Sources30,326,048

1.59%

Licenses & Permits 33,029,473

1.73%

Law Enforcement Service Districts18,466,581

0.97%

Investment Income11,003,277

0.58%

Fire Protection Service Districts

7,484,323 0.39%

Local ABC Profits6,987,049

0.37%

CountyRevenue

1,437,960,84475.51%

Federal Revenue

90,391,3624.75%

State Revenue150,233,942

7.89%

Other Revenue

225,727,56011.85%

RECOMMENDED BUDGET


Law Enforcement Service Districts

Mecklenburg County uses Law Enforcement Service Districts (LESD) to finance and provide

law enforcement services to unincorporated areas of the County. On May 1, 2018, the BOCC

approved a resolution converting what was formerly a single LESD district into six separate

districts to provide law enforcement services within the Extra-Territorial Jurisdictions (ETJs)

of Charlotte, Cornelius, Davidson, Huntersville, Mint Hill, and Pineville. The FY2021

recommended tax rates for all six LESD districts are shown in the table below:

LESD

Adopted

FY2020 Tax Rate

FY2021

Recommended Tax Rate

Charlotte 17.81¢ 17.81¢

Cornelius 13.32¢ 22.90¢

Davidson 14.32¢ 14.32¢

Huntersville 15.84¢ 15.84¢

Mint Hill 15.58¢ 15.58¢

Pineville 16.37¢ 16.37¢


In FY2013, the County, under the authority of NCGS 153A-301, levied a Fire Protection

Service District (FPSD) tax to pay for fire services in its unincorporated areas. The

unincorporated areas are organized into five ETJs. The ETJs include geography outside the

towns of Cornelius, Davidson, Huntersville, and Mint Hill, and the City of Charlotte. The tax

rates range from 4.56 cents for the Huntersville ETJ to 8.90¢ for the Davidson ETJ, as shown

in the table below:

FPSD

Adopted

FY2020 Tax Rate

FY2021

Recommended Tax Rate

Charlotte 6.67¢ 7.50¢

Cornelius 3.62¢ 6.12¢

Davidson 6.50¢ 8.90¢

Huntersville 4.10¢ 4.56¢

Mint Hill 7.00¢ 7.00¢

RECOMMENDED BUDGET


Expenditures – Where the Money Goes

Mecklenburg County categorizes expenditures as County Services, Education Services, and

Debt Services. Total expenditures amount to $1.9 billion in the FY2021 Recommended

Budget, of which $1.4 billion is County funded.

FY2020

Budget

FY2021

Recommended

Dollar

Change

Percent

Change

County Services $541,891,853 $568,444,849 $26,552,996 4.90%

Debt Service and Paygo* 271,112,364 264,984,378 -6,127,986 -2.26%

Education Services 578,769,626 604,531,617 25,761,991 4.45%

Total $1,391,773,843 $1,437,960,844 $46,187,001 3.32%

* Debt Service includes CMS and CPCC.

Mecklenburg County Expenses by Financial Category

Expenditures can be divided into nine financial categories. The following chart shows the

County dollar expenditure breakout according to the nine financial categories. As shown, the

largest funding recipients are the County’s education business partners: Central Piedmont

Community College (CPCC) & Charlotte-Mecklenburg Schools (CMS), who are recommended

to receive 47.6% of County funding, or $685.0 million.

*Business Partner Education includes debt service for CMS and CPCC.

Administrative Services

150,471,051 10.46%

Business Partners

19,057,428 1.33%

Business Partners -

Education*684,968,208

47.63%

Community Services

82,879,796 5.76%

Customer Satisfaction

and Management27,090,973 …

Detention and Court Support

Services119,703,393

8.32%

Financial Services

174,910,046 12.16%

Health and Human Services

171,892,980 11.95%

Land Use and Environmental Services and

Register of Deeds6,986,969

0.49%

RECOMMENDED BUDGET


Debt Service Fund

Debt service is the annual budget appropriation for repayment of the County’s outstanding

debt for capital projects, such as government buildings, schools, parks and libraries. In

FY2012, the Board of County Commissioners supported a strategy to provide for capital

projects using the Debt Service Fund. The model ensures debt service does not compete with

other funding needs in the General Fund and provides a mechanism to determine debt

capacity and generate fund balance.

The Debt Service Fund is used to provide a dedicated funding source for the County’s principal

and interest payments on debt, including debt service for Charlotte-Mecklenburg Schools

(CMS) and Central Piedmont Community College (CPCC). The Debt Service Fund ensures

compliance with recommended debt policies and ensures debt service is intentional and less

likely to be a potential strain on the annual operating budget. A standard, structured method

based on available funding capacity is used to manage debt issuance for capital projects. The

Fund includes County revenues dedicated for debt service - lottery funds, a portion of the

sales tax, and ABC and investment revenues. For FY2021, property taxes equivalent to 12.58

cents on the tax rate will provide most of the Debt Service Fund revenue.

The recommended general debt service within the Debt Service Fund for FY2021 is $34.5

million, a decrease of $11.4 million (-24.8%). Debt service for CMS is projected to be

$174.4 million, an increase of $20.5 million (13.3%). CPCC debt service is projected to be

$20.6 million, a decrease of $2.4 million (-10.5%). Consistent with the funding model, the

Debt Service Fund includes a contribution to fund balance in the amount of $60.5 million,

which represents a decrease of $14.7 million (-19.6%). Additionally, there is a transfer of

$25.0 million from Debt Service fund balance to support the County’s Deferred Maintenance

Plan.

Debt Service Fund

Debt Service

Revenue

County

Funding

Total

Funding

CMS Debt Service $71,625,067 $102,742,141 $174,367,208

CPCC Debt Service 909,516 19,659,032 20,568,548

General Debt Service 4,882,792 29,656,163 34,538,955

Fund Balance for Future Debt - 60,465,542 60,465,542

Debt Service Fund Balance to

Deferred Maintenance Plan - 25,000,000 25,000,000

Total Debt Service Fund $77,417,375 $237,522,878 $314,940,253

RECOMMENDED BUDGET


Deferred Maintenance

In FY2017, the BOCC approved a long-term strategy that provides dedicated funds to support

capital maintenance. This strategy is designed to complete maintenance that was deferred

during the Great Recession.

The Deferred Maintenance Plan is funded in FY2021 by a transfer from the Debt Service Fund.

The FY2021 Recommended Budget allocates funding as follows:

Fund Balance

The Recommended Budget utilizes $52.0 million of available fund balance, allocating $19.0

million due to a projected decrease in revenue growth and $33.0 million to support one-time

expenses. Funding from this source includes $17.3 million for Enterprise Reserves (capital,

technology, and fleet), $6.3 million for CMS (building services maintenances and ERP System

upgrades), $3.0 million for the Affordable Housing Reserve, $1.0 million for the Cornelius Art

Center, $1.0 million in Critical Home Repair through Habitat for Humanity, $600,000 to

implement the Food Desert’s initiative, and $26.4 million for other expenses. In addition,

Code Enforcement restricted fund balance in the amount of $2.8 million is allocated to provide

flexibility to respond to potential changes in fee revenue and $126,659 is allocated to the

Huntersville Fire Protection Service District.

Refer to either the Revenue Overview or Expenditure Overview sections of this document for

a detailed list of fund balance allocations.

COVID-19 Impact

At the Annual Board Retreat in January, the projected growth revenue for FY2021 was $46

million. However, given the economic impact of COVID-19 the revised revenue growth is

expected to be $19 million. Sales Tax is expected to be $7.5 million (4%) lower than the

FY2020 budget, and interest on investments is expected to decline by $6.2 million (52%

lower) in the upcoming year.

Deferred Maintenance Revenue Funding Sources

Debt Service Fund Balance $25,000,000

Total $25,000,000

Deferred Maintenance Expense Annual Funding

Charlotte Mecklenburg Schools $15,000,000

Central Piedmont Community College 3,000,000

Park and Recreation Deferred Maintenance 4,000,000

County and Library Facilities 3,000,000

Total $25,000,000

RECOMMENDED BUDGET


The recommended budget includes a total of $52 million in fund balance appropriation. Of

this amount, $33 million will address one-time expenses and $19 million will be used to offset

the anticipated decline in revenue in FY2021. Additionally, the budget includes repurposing

$14 million or 3-quarters of one cent of the property tax rate from the debt service fund to

the general fund. This revision will still allow sufficient funding to service our current debt

and provide funding for future debt.

Pay-As-You-Go Capital Funding

PAYGO funding reduces the impact of the capital program on future operating budgets by

reducing the need for borrowing. An equivalence of 1.62 cents per $100 assessed property

valuation is allocated for PAYGO.

For FY2021, the Recommended Budget provides $30.5 million for PAYGO, of which $3.0

million is from fund balance. The $3.0 million from fund balance will go towards the Affordable

Housing Reserve.

Organizational Changes

Budgeted Positions

The FY2021 Recommended Budget includes a total of 6,361 total positions, including 552

Limited Part-Time (LPT) positions, 87 Part-Time (PT) positions, and 5,722 Full-Time (FT)

positions. Limited Part-time staff work less than 38 hours per pay period, while part-time

staff work between 38 and 60 hours per pay period.

454 458 496 503 503 55251 67 60 6 5975 75 74 72

79 87

4,403 4,474

5,268 5,0225,389

5,486 5,437 5,550 5,589 5,721 5,722

4,454 4,541

5,3285,082

5,448

6,015 5,9706,120 6,164 6,303 6,361

FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 Limited Part-time Part-time Full-time

RECOMMENDED BUDGET


Education Services

The County provides funding to Charlotte-Mecklenburg Schools (CMS) and Central Piedmont

Community College (CPCC) for both their operating needs and debt service costs associated

with capital projects.

Charlotte-Mecklenburg Schools

The FY2021 Recommended Budget provides Charlotte-Mecklenburg Schools with $520.8

million in operating funds, which is an increase of $19.4 million (3.9%), and $200.6 million

in capital and debt funding, which is an increase of $11.2 million (5.9%), including $6.3 million

in appropriated fund balance. This fiscal year’s per-pupil allocation for operational costs is

$3,055, compared to $2,979 in FY2020.

Capital funding for CMS includes $5.0 million for capital replacement, $15.0 million for

deferred maintenance, $6.3 million for facility maintenance and its Enterprise Resource

Planning System, as well as $174.4 million for debt service.

The FY2021 total recommendation for CMS is $721.4 million.

CMS Funding (Total Funding)

FY2020

Adopted

Budget

FY2021

Recommended

Budget

Dollar

Change

Percent

Change

Current Expense $499,151,701 $518,515,366 $19,363,665 3.88%

Fines & Forfeitures 2,300,000 2,300,000 0 0.00%

OPERATING TOTAL $501,451,701 $520,815,366 $19,363,665 3.86%

Capital Replacement $4,960,000 $4,960,000 $0 0.00%

Deferred Maintenance1 18,000,000 15,000,000 -3,000,000 -16.67%

One-Time Funding2 12,600,000 6,300,000 -6,300,000 -50.00%

Debt Service 153,854,082 174,367,208 20,513,126 13.33%

CAPITAL TOTAL $189,414,082 $200,627,208 $11,213,126 5.92%

TOTAL $690,865,783 $721,442,574 $30,576,791 4.43%

CMS Enrollment3 146,829 147,144 315 0.21%

Charter Enrollment4 21,507 23,314 1,807 8.40%

Combined Enrollment 168,336 170,458 2,122 1.26%

% Change in Enrollment 0.7% 1.3% - -

Operating Cost Per-Pupil $2,979 $3,055 $76 2.55% 1 The funding source for Deferred Maintenance is Debt Service fund balance. 2 One-time funding is recommended for preventative maintenance and Enterprise Resource Planning system. 3 Enrollment is measured by the North Carolina Department of Instruction (DPI) at the last day of the 1st month of the school calendar.

Enrollment information is an estimate provided by CMS for FY2021. 4 Charter enrollments are provided by CMS and reflect students who reside in Mecklenburg County and attend a charter school.

RECOMMENDED BUDGET


Central Piedmont Community College The FY2021 Recommended Budget provides CPCC with $39.1 million in operating funds, which

is an increase of $1.2 million (3.2%). In addition to the debt service allocation of $20.6 million,

CPCC will receive $3.0 million for deferred maintenance.

The total FY2021 recommended appropriation for CPCC is $62.7 million.

CPCC Funding (Total Funding)

FY2020

Adopted

Budget

FY2021

Recommended

Budget

Dollar

Change

Percent

Change

CPCC Operating $37,884,035 $39,091,669 $1,207,634 3.19%

Deferred Maintenance1 $4,000,000 $3,000,000 -1,000,000 -25.00%

Debt Service 22,986,703 20,568,548 -2,418,155 -10.52%

Total CPCC Capital and

Debt 26,986,703 23,568,548 -3,418,155 -12.67%

CPCC Funding $64,870,738 $62,660,217 -$2,210,521 -3.41% 1 The funding source for Deferred Maintenance Debt Service fund balance.

RECOMMENDED BUDGET


Community Service Grants

The FY2021 Recommended Budget includes an appropriation of $1.3 million for the

Community Service Grants (CSG) program, which awards funding to non-profit organizations

through a competitive application process. Of the 16 recommended for funding, five are new

recipients.

The following table shows the adopted amounts for FY2020 and recommended amounts for

FY2021.

Comparison of FY2020 – FY2021 CSG Funding

Community Service Grants FY2020 FY2021

Adopted Recommended

A Better World $55,000 $-

Hope Haven Inc 40,000 -

Lake Norman Community Health Clinic** 140,000 -

Trees Charlotte 50,000 -

Veterans Bridge Home** 200,000 -

Wings for Kids, Incorporated 100,000 -

Mental Health America of Central Carolinas* - 180,113

Camino Community Development - 178,000

Young Black Leadership Alliance* - 150,000

YMCA Greater Charlotte 117,500 117,500

Community Link 100,000 100,000

Care Ring 75,000 75,000

Supportive Housing Communities 65,000 65,000

ASPIRE Community Capital - 60,000

Best Buddies International 50,000 60,000

RAIN, Inc. 58,573 59,000

Common Wealth Charlotte 50,000 50,000

Loaves and Fishes* - 50,000

Prospera North Carolina* - 50,000

Right Moves for Youth 50,000 50,000

Special Olympics NC 40,000 40,000

Time Out Youth Center* - 30,000

Total $1,191,073 $1,314,613

* New CSG Recipients

** Transitioned to Vendor Status

RECOMMENDED BUDGET


Sunset Provision

The sunset provision in the CSG program limits funding CSG recipients to three consecutive

fiscal years. Once sunset, organizations can apply as a vendor with the County. Programs that

are sunset without receiving vendor agreements are not eligible for funding as a grantee for

a period of three fiscal years. Three organizations are set to be sunset in Fiscal Year 2021,

including WINGS for Kids, Lake Norman Community Health Clinic, and Veterans Bridge Home.

Both Lake Norman Community Health Clinic and Veterans Bridge Home are recommended to

become a vendor with the Public Health Department and the Department of Community

Support Services, respectively; both are listed in the table, along with other prior CSG

recipients that now have contractual agreements with the County.

Vendor Contractual Agreements

As shown in the table below, the FY2021 Recommended Budget provides $4.0 million for 20

non-profit organizations that previously received CSG funding to continue their contractual

relationship as a vendor with the County.

Vendor Contractual Agreements

Comparison of FY2020 – FY2021 Funding

Sunset Vendor Contractual Agreement FY2020 FY2021

Adopted Recommended

100 Black Men of Charlotte $20,000 $20,000

Ada Jenkins Families 25,000 25,000

Arts & Science Council 350,000 350,000

Big Brothers Big Sisters (Mentoring 2.0) 25,000 25,000

Big Brothers Big Sisters (School Based Mentoring) 50,000 50,000

Camino Community Development Corp. 165,000 165,000

Care Ring (Nurse Family Partnership) 250,000 250,000

Care Ring (Physicians Reach Out) 250,000 250,000

Center for Community Transitions 100,000 100,000

Charlotte Community Health Clinic 270,919 270,919

Communities in Schools 900,000 900,000

Community Culinary School 80,000 80,000

CW Williams Community Health Clinic 390000 390,000

Latin American Coalition 50,000 50,000

NC MedAssist 550,000 550,000

Senior Activities & Services 95,000 95,000

Shelter Health Services 69,000 69,000

Urban League of Central Carolinas 50,000 50,000

Lake Norman Community Health Clinic - 164,892

Veterans Bridge Home - 200,000

Total $3,689,919 $4,054,811

RECOMMENDED BUDGET


July 1 – January 30 Strategic Plan Revisions October 24 Community Service Grants Information Session October 29 Community Service Grants Application Start December 2 Capital Reserve Submission Start Date December 2 Resident Budget Priority Survey Start Date December 5 Community Service Grants Deadline Ongoing Technology Reserve Capa-bilities Consultation January 7 1st Budget Public Hearing January 8 Annual Retreat Cabinet Preparation January 10 Capital Reserve Submission Due January 13 Resident Budget Priority Survey End Date January 29-30 Annual Board Retreat February 7 Budget Kick-Off February 8 North Region- Community Budget Workshop

February 12 West Region- Community Budget Workshop February 3-14 OMB Budget and Performance Meetings February 20 Central Region- Community Budget Workshop February 22 East Region– Community Budget Workshop February 26 South Region- Community Budget Workshop March 6 Agency Budget Requests Deadline March 19-20 Directors Budget Retreat May 1 Presentation of Manager’s Recommended Budget May 7 CMS Budget Request May 13 2nd Budget Public Hearing May 26-27 Board Straw Vote Sessions June 2 Adoption of the FY2021 Operating Budget

Roadmap for the Mecklenburg County Budget Process

Performance Results

FY2019 Mecklenburg County Performance Results

FY2019 Mecklenburg County Performance Results

Mecklenburg County’s 2017-2019 Corporate Strategic Business Plan translates the Board of

County Commissioners’ Community Vision into action. The County’s Community Vision is

“Mecklenburg County will be a community of pride and choice for people to LIVE, LEARN,

WORK and RECREATE.”

Within the Plan there are five goal areas that reflect the County’s strategic priorities, each with

one desired outcome. For each outcome, there are several strategies, key performance indicators

and associated methodologies for tracking progress towards the outcomes. The key performance

indicators are most integral to the County understanding its position around the key outcomes.

The following outlines the goal areas and associated desired outcomes.

Accountable Government Connected Community

To be an open, transparent and

high performing organization

that effectively uses resources

to provide high quality services

to our visitors and residents

To foster access to physical,

social and information

resources for all residents and

visitors in our community

Economic Opportunities Healthy Community Safe Community

To enhance the economic

stability and success of our

current and future residents

To create a culture of

health and wellness for our

residents

To have an efficient and

effective criminal justice

system

RECOMMENDED BUDGET


Accountable GovernmentKey Performance Indicators FY17 Results FY18 Results FY19 Results

Employee motivation and satisfactionTo have 84% or more of County employees motivated and satisfied to work for Mecklenburg County.

88% 89% 89%

2-year retention rate Target under development

75.97% 73.72% 68.88%

Hiring manager satisfaction with applicant poolTo have 84% of hiring managers satisfied with the applicant pool.

93.65% 98.10% 94.57%

General bonded debt per capitaTo have County general bonded debt per capita be at or below the per capita average for North Carolina benchmark jurisdictions.

Mecklenburg: $1,088Benchmark: $1,354



General fund expenditures per capitaTo have County general fund per capita be at or below the per capita average for North Carolina benchmark jurisdictions.

Mecklenburg: $1,030Benchmark: $971



Bond rating To maintain Triple A bond rating, the highest possible score.

AAA AAA AAA

Satisfaction with County communicationTo have 55% or more of residents rate the County’s communication with the public as “excellent” or “good”.

40% 37% 43%

Customer satisfaction To have 84% or more of County residents satisfied with services provided.

98% 98% 97%

Connected Community Key Performance Indicators FY17 Results FY18 Results FY19 Results

Capital park & recreation projects completedMeasure is for tracking purposes only

15 projects $44,141,488 of investments

13 projects$18,568,865 of investments

7 projects$5,363,104 of investments

Charlotte Mecklenburg Library active cardholdersTarget under development

40% of households with active library card user within the last

12 months


12 months


12 months

Economic Opportunities Key Performance Indicators FY17 Results FY18 Results FY19 Results

Homelessness rate per capitaMeasure is for tracking purposes only

1.37 homeless persons per 1,000 population



Work first training to employment To have 80% or more of individuals who complete Work First training enter employment.

87% 76% 68%

Healthy Community Key Performance Indicators FY17 Results FY18 Results FY19 Results

HIV infection rateTo have 26 per 100,000 population or less newly infected with HIV by the end of FY19.

30.4 individuals per 100,000 population



Youth smoking rate1

To have 10% or less of youth who smoked a cigarette in the last 30 days.10.3% 8.4% __

Colorectal cancer screening1

To have 80% or more of individuals over 50 screened for colon cancer.80% __ __

Health and fitness program utilization2

Target under development1,349 individuals per 100,000

population15,589 resident users of

programs15,235 resident users of

programs

Ozone NAAQS compliance AQ indicator To be 4% or less above the Federal Health-Based Standard for ozone.

0% 0% 0%

Corporate Strategic Business Plan Results

RECOMMENDED BUDGET


Safe Community Key Performance Indicators FY17 Results FY18 Results FY19 Results

Program-specific recidivism rate3

Target under development

22.92% of Re-Entry Services and Drug Treatment Court

participants were convicted of a new charge within 2 years of

program discharge

17.79% of Re-Entry Services and Recovery Court


program discharge

20.99% of Re-Entry Services and Recovery Court


program discharge

Court appearance rate3

Target under development

95.5% of Pretrial Services and Drug Treatment Court

participants appeared at their scheduled court date

94.94% of Pretrial Services and Recovery Court participants appeared at their scheduled

court date

90.84% of Pretrial Services and Recovery Court participants appeared at their scheduled

court date

Civil process service rate2

To have 77% or more of serviceable civil papers returned served.83%

68,241 papers served,26,466 papers not served or

unserviceable99%

1 Data is not available2 Results may not be comparable due to a change in methodology3 In 2018, the Drug Treatment Courts were renamed to "Recovery Courts"

RECOMMENDED BUDGET


Budget Overview

Revenues and Appropriations

Board of County Commissioner Budget Priorities

Budget Public Engagement

Revenue Summary FY2019AdoptedBudget

FY2020AdoptedBudget

FY2021Recommended

Budget

DollarChange

Percent Change

Net Property Taxes - Current $1,057,247,593 $1,122,687,214 $1,156,824,729 $34,137,515 3.0%Net Property Taxes - Prior 8,300,000 9,225,000 7,528,048 -1,696,952 -18.4%Sales Tax - Unclassified 191,250,000 208,000,000 200,497,608 -7,502,392 -3.6%Other Revenue* 33,727,722 39,803,629 48,310,459 8,506,830 21.4%Investment Interest 9,290,000 12,058,000 5,800,000 -6,258,000 -51.9%Fund Balance 12,884,491 - 19,000,000 19,000,000 0.0%Total County Revenue $1,312,699,806 $1,391,773,843 $1,437,960,844 $46,187,001 3.3%

Transit Sales Tax $56,300,000 $60,229,094 $59,863,301 -$365,793 -0.6%Law Enforcement Service Districts 15,859,529 17,777,260 18,466,581 689,321 3.9%Licenses & Permits 29,168,415 30,942,009 32,761,688 1,819,679 5.9%Fire Protection Service Districts 5,679,293 6,347,123 7,484,323 1,137,200 17.9%Fines and Forfeitures 2,465,651 2,453,653 2,436,182 -17,471 -0.7%Intergovernmental 111,660,334 115,564,829 121,461,808 5,896,979 5.1%Charges for Services 88,873,528 108,633,565 108,849,858 216,293 0.2%Sales Tax - School Debt 55,950,000 60,640,000 60,044,593 -595,407 -1.0%Miscellaneous Revenue** 15,022,845 22,536,572 19,010,794 -3,525,778 -15.6%Fund Balance for One-Time Expenses 45,063,794 81,770,705 35,973,736 -45,796,969 -56.0%Total Other Revenue $426,043,389 $506,894,810 $466,352,864 -$40,541,946 -8.0%TOTAL REVENUE $1,738,743,195 $1,898,668,653 $1,904,313,708 $5,645,055 0.3%

Expenditure Summary FY2019AdoptedBudget

FY2020AdoptedBudget

FY2021Recommended

Budget

DollarChange

Percent Change

General Debt Service (County) $161,062,048 $139,992,500 $115,121,705 -$24,870,795 -17.8%Capital (Pay-As-You-Go) 32,051,500 27,461,500 27,461,500 - 0.0%Education Services (County) 589,407,489 645,654,100 684,968,208 39,314,108 6.1%County Services (County) 530,178,769 578,665,743 610,409,431 31,743,688 5.5%Total County Expense $1,312,699,806 $1,391,773,843 $1,437,960,844 $46,187,001 3.3%

General Debt Service (Non-County) $15,519,881 $24,146,799 $7,882,792 -$16,264,007 -67.4%Education Services (Non-County) 69,818,000 87,111,603 80,225,067 -6,886,536 -7.9%County Services (Non-County) 340,705,508 395,636,408 378,245,005 -17,391,403 -4.4%Total Non-County Expense $426,043,389 $506,894,810 $466,352,864 -$40,541,946 -8.0%TOTAL EXPENDITURES $1,738,743,195 $1,898,668,653 $1,904,313,708 $5,645,055 0.3%

**Miscellaneous revenue consists of vital record fees, grant contributions, interfund transfers, and other sources.*Other revenue consists of rentals, transient occupancy tax, sale of properties, and other sources.

Non - County Expenditures

FY2021 Recommended Budget OverviewRevenues and Appropriations

County Revenue

Other Revenue

County Expenditures

RECOMMENDED BUDGET


Running Total

Starting Point - FY2020 Adopted Budget 1,391,773,843$

I. FY2021 Budget Impacts From FY2020 Decisions

Annualized funding for positions $707,826

$707,826 1,392,481,669$

II. A Sound Strategy for Sustainability

A. Efficiencies Savings and Redirection of Funds: No impact to County Services

Reduce Balance for Future Debt by .75 Pennies -$14,064,171

Reduce Deferred Maintenance -5,000,000

Redirections -2,778,775

Department Revenue Adjustments -1,242,886

Departmental FY2020 One-Time Funding -774,707

-$23,860,539 1,368,621,130$

B. Fiscal Discipline

Increase in CMS Debt $21,099,662

Decrease in CPCC Debt -2,356,853

Decrease in General Debt -5,806,624

$12,936,185 1,381,557,315$

C. Investments in County Services

Criminal Justice and Jails $2,125,620

Health And Human Services 973,216

Park Operations and Maintenance 698,542

Other Departments 749,124

$4,546,502 1,386,103,817$

D. Planned Investments

Early Childhood Education $5,490,662

Eastway Recreation Center Operations 1,842,362

Security Upgrades 1,630,392

Family Justice Center Operations 150,547

$9,113,963 1,395,217,780$

E. Sustaining Operations

Software Maintenance $1,813,012

Utilities Maintenance and Security 579,198

$2,392,210 1,397,609,990$

II. Business Partners

CMS Operating $19,363,665

MEDIC contract 1,905,772

United Way - Grass Roots 1,331,000

CPCC Operating 1,207,634

Arts and Science Council - Support Grants 900,000

Community Service Grants 488,432

Courts 105,676Read Charlotte 100,000

$25,402,179 1,423,012,169$

III. Investing In Our Employees

Wage adjustments $9,180,809

Local Government Employee Retirement System Increase 3,990,686

Medicial and Dental Insurance 1,297,324

Law Enforcement Seperation 444,000

$14,912,819 1,437,924,988$

IV. Budget Adjustments

Net Other Budget Adjustments $35,856

$35,856 1,437,960,844$

FY2020-2021 GRAND TOTAL OF COUNTY EXPENDITURES 1,437,960,844$

FY 2019-2020 County Revenue (61.69 tax rate) 1,391,773,843$

FY 2020-2021 County Revenue (61.69 tax rate) 46,187,001

FY2020-2021 GRAND TOTAL OF COUNTY REVENUE 1,437,960,844$

Summary of Net County Expenditures and Revenues

RECOMMENDED BUDGET


Board Budget Priorities During the annual retreat, the Board of County Commissioners confirmed that the identified

budget priorities will serve as guidelines for developing the FY2021 Budget. The top five

priorities identified by the Board were:

1. Reduce Racial Disparities

2. Fund Pre-K

3. Affordable Housing

4. Mental Health

5. Park and Greenways

The Recommended Budget includes $23.3 million in new funding that aligns to the five

priorities. This funding is detailed in the following table.

*Refer to Other Related section for detail of new funding by Board priority.

Board Budget Priorities Total

Dollars

County

Dollars

1. Reduce Racial Disparities $2,462,660 $1,783,123

2. Fund Pre-K 5,490,662 5,490,662

3. Affordable Housing 4,030,000 30,000

4. Mental Health Support 6,155,200 6,155,200

5. Parks and Greenways 5,175,209 2,540,968

Total* $23,313,731 $15,999,953

RECOMMENDED BUDGET


Agency/Fund General Capital

Reserve & Replacement

FleetReserve

Technology Reserve

SolidWaste

StormWater Transit Law

Enforcement Debt FireDistrict

GrandTotal

Asset and Facility Management $36,292,185 $36,292,185Attorney's Office 2,323,956 2,323,956 Central Piedmont Community College 39,091,669 20,568,548 59,660,217 Charlotte-Mecklenburg Schools 527,115,366 4,960,000 174,367,208 706,442,574 Commissioners 683,686 683,686 Community Resources 15,474,091 15,474,091 Community Service Grants 1,314,613 1,314,613 Community Support Services 19,733,082 19,733,082 County Assessor's Office 16,850,116 16,850,116 Criminal Justice Services 12,941,683 12,941,683 Debt Service 30,461,500 120,004,497 150,465,997 Elections Office 5,612,914 5,612,914 Emergency Medical Services 14,481,794 14,481,794 Financial Services 14,498,251 59,863,301 74,361,552 Historic Land Commission 493,734 493,734 Hospitals 1,000,000 1,000,000 Human Resources 7,158,740 7,158,740 Information Services and Technology 35,998,844 35,998,844 Internal Audit 1,864,664 1,864,664 Joint City County Agency 1,788,395 18,466,581 7,610,982 27,865,958 Land Use and Environmental Services 48,809,264 38,225,001 17,999,175 105,033,440 Manager's Office 9,510,273 9,510,273 Medical Examiner's Office 2,765,235 2,765,235 Non-Departmental 76,132,785 7,000,000 2,300,000 8,000,000 93,432,785 Office of Economic Development 11,400,308 11,400,308 Park & Recreation 51,287,840 51,287,840 Public Health 86,278,013 86,278,013 Public Information 3,172,750 3,172,750 Public Library 38,503,410 38,503,410 Register of Deeds 3,282,402 3,282,402 Sheriff's Office 136,849,563 136,849,563 Social Services 165,507,922 165,507,922 Office of the Tax Collector 6,269,367 6,269,367 Grand Total $1,424,948,415 $11,960,000 $2,300,000 $8,000,000 $38,225,001 $17,999,175 $59,863,301 $18,466,581 $314,940,253 $7,610,982 $1,904,313,708

Total Expenditures by Agency and FundFiscal Year 2021 Recommended Budget

RECOMMENDED BUDGET


Financial Category Total GeneralFund

Debt Service Fund

Capital Reserve

Fleet Reserve

Technology Reserve

SolidWaste

StormWater Transit LESD Fire

DistrictsAdministrative Services

Asset and Facility Management 36,292,185 36,292,185 Human Resources 7,158,740 7,158,740 Information Services and Technology 35,998,844 35,998,844 Internal Audit 1,864,664 1,864,664 Non-Departmental 93,432,785 76,132,785 7,000,000 2,300,000 8,000,000

Sub-Total $174,747,218 $157,447,218 - $7,000,000 $2,300,000 $8,000,000 - - - - - Business Partners

Central Piedmont Community College 59,660,217 39,091,669 20,568,548 Charlotte-Mecklenburg Schools 706,442,574 527,115,366 174,367,208 4,960,000 Community Service Grants 1,314,613 1,314,613 Emergency Medical Services 14,481,794 14,481,794 Historic Land Commission 493,734 493,734 Hospitals 1,000,000 1,000,000 Joint City County Agency 27,865,958 1,788,395 18,466,581 7,610,982

Sub-Total $811,258,890 $585,285,571 $194,935,756 $4,960,000 - - - - - $18,466,581 $7,610,982Community Services

Elections Office 5,612,914 5,612,914 Park & Recreation 51,287,840 51,287,840 Public Library 38,503,410 38,503,410

Sub-Total $95,404,164 $95,404,164 - - - - - - - - - Customer Satisfaction and Management

Attorney's Office 2,323,956 2,323,956 Commissioners 683,686 683,686 Manager's Office 9,510,273 9,510,273 Office of Economic Development 11,400,308 11,400,308 Public Information 3,172,750 3,172,750

Sub-Total $27,090,973 $27,090,973 - - - - - - - - - Detention and Court Support Services

Criminal Justice Services 12,941,683 12,941,683 Medical Examiner's Office 2,765,235 2,765,235 Sheriff's Office 136,849,563 136,849,563

Sub-Total $152,556,481 $152,556,481 - - - - - - - - - Financial Services

County Assessor's Office 16,850,116 16,850,116 Debt Service 150,465,997 30,461,500 120,004,497 - Financial Services 74,361,552 14,498,251 59,863,301 Office of the Tax Collector 6,269,367 6,269,367

Sub-Total $247,947,032 $68,079,234 $120,004,497 - - - - - $59,863,301 - - Health And Human Services

Community Resources 15,474,091 15,474,091 Community Support Services 19,733,082 19,733,082 Public Health 86,278,013 86,278,013 Social Services 165,507,922 165,507,922

Sub-Total $286,993,108 $286,993,108 - - - - - - - - - Land Use And Environmental Services

Land Use and Environmental Services 105,033,440 48,809,264 38,225,001 17,999,175 Register of Deeds 3,282,402 3,282,402

Sub-Total $108,315,842 $52,091,666 - - - - $38,225,001 $17,999,175 - - - Total $1,904,313,708 $1,424,948,415 $314,940,253 $11,960,000 $2,300,000 $8,000,000 $38,225,001 $17,999,175 $59,863,301 $18,466,581 $7,610,982

FY2021 Recommended Budget by Financial Category

RECOMMENDED BUDGET


FY2021 Budget Public Engagement The FY2021 Budget Process included a new Budget Public Engagement Initiative to ensure Mecklenburg County residents are given the opportunity to learn about and contribute to the annual budget process. The initiative leveraged technology, social media, community partners, and local news media outlets to ensure broad awareness and maximize participation by residents. The initiative consisted of a Resident Budget Priority Survey with a results dashboard, the Meck Budget Simulator, Community Budget Workshops featuring the County Manager & Budget Director, and an additional Budget Public Hearing. These activities will be repeated each year to continue engaging with and learning from residents.

Resident Budget Priority Survey

The County published an online survey designed to learn from residents regarding service priorities, agreement with the County Commissioner Priorities, and funding perceptions for a variety of County programs. In addition to being available online, the survey was provided on dedicated laptops and paper versions at 19 Charlotte/Mecklenburg Public Library branches, three Park & Recreation Senior Centers, and the Pilot Community Resource Center. The survey was live for six weeks, from December 2019 to January 2020, and was completed by 3,070 individuals. Results were published in an interactive dashboard that allowed for the filtering of results by respondent's location and demographic. Findings are included below and were used to inform budget decisions for FY2021.

Budget Priority Ranking Education 1 Health & Human Services 2 Affordable Housing 3 Environment 4 Park & Recreation 5 Economic Development 6 Criminal Justice 7 Other* 8 *Other includes Arts, Infrastructure,Transit, Public Safety, and others.

46%

44%

10%

Yes

No

NotSure

Do you agree with the Board of County Commissioners’ FY2020 Budget Priorities?

1. Reducing Racial Disparities2. Early Childhood Education3. Affordable Housing4. Mental Health5. Parks & Greenways

RECOMMENDED BUDGET

21

Meck Budget Simulator

The Meck Budget Simulator is an online program that allows residents to build their own balanced budgets by increasing and decreasing expenses and revenues. The simulator categorizes every dollar in the annual operating budget and provides information regarding County services, funding sources, full-time position counts, and links to each agency’s website. This tool was accessed by over 900 individuals during the FY2021 budget process.

2.7%

4.7%

9.2%

8.4%

4.9%

4.1%

8.5%

11.7%

5.2%

4.7%

11.0%

11.4%

7.0%

17.1%

8.3%

15.6%

29.6%

13.0%

19.0%

21.1%

16.9%

20.1%

29.5%

33.2%

31.2%

31.7%

39.0%

44.3%

40.5%

40.5%

45.5%

42.7%

56.3%

51.9%

45.2%

65.1%

78.3%

74.3%

73.9%

71.5%

65.6%

62.7%

60.3%

56.6%

55.8%

51.0%

48.5%

48.1%

47.5%

40.3%

35.4%

32.6%

25.2%

21.9%

Mental Health Services

Homeless Services

Affordable Housing

CMS

Child Welfare

Domestic Violence

Environment

Meck Pre-K

Veterans Services

Services for Seniors

Parks & Greenways

Courts

Workforce Development

Jails

Public Libraries

HIV/STI Prevention

Economic Development

CPCC

Resident Funding Perceptions

Over funded Current Funding Level is Appropriate Under Funded

RECOMMENDED BUDGET

22

Community Budget Workshops

The County planned five Community Budget Workshops in the North, South, West, East, and Central regions of the County to ensure all residents had access to provide input in person. The meetings were held in convenient, public facilities. One of the meetings was cancelled due to winter weather, with registered participants invited to a future session.

The meetings began with welcoming remarks from the County Manager and were followed with a Meck Budget 101 Presentation from the Budget Director, facilitated group prioritization exercises, an overview of the Meck Budget Simulator , and a Budget Q&A session with the County Manager and Budget Director. The events were very popular and attended by 82 residents whose input was factored as part of the FY2021 budget.

Participants at the Community Workshops were vocal about their appreciation for the opportunity to have face-to-face interaction with County staff and to have their input considered. These workshops will continue to be offered each year as part of the annual budget process.

RECOMMENDED BUDGET

23

Additional Budget Public Hearing

In North Carolina, all local governments are required to hold a Public Hearing prior to adoption of the annual budget ordinance. Mecklenburg County has historically held the hearing following the presentation of the Manager’s Recommended Budget. Beginning in FY2019, the County now holds an additional public hearing as the official kickoff of the budget process. This additional public hearing allows the Board of County Commissioners and County Manager to have public input at the very beginning of the process, rather than towards the end. This year’s additional budget public hearing themes are listed in the table below.

Subject Summary

Arts Seven speakers spoke in support for the current level of arts funding and advocated for continued support as a means to educate children, change lives, and bring our community together.

Meck Pre-K

Six speakers representing service providers, parents, and teachers spoke in support of MECK Pre-K and advocated for program expansion. Compliments from parents and teachers included being able to address individual needs of children as well as providing a culturally appropriate experience. The Director of Smart Start noted a growing number of approved applicants for the wait list.

Affordable Housing

Two speakers spoke in support of the Affordable Housing Initiative and advocated for homeless prevention. An illustration was provided detailing how a person had been approved to participate in MeckHome but became homeless while waiting for the program to begin.

Climate Change

Two speakers advocated for climate change. The first speaker suggested the board adopts a clean energy ordinance. The second speaker recommended climate change education and mitigation to raise public awareness.

Parks Two speakers spoke in support of current funding and advocated for additional funds to support the continuous improvement of facilities, programming, and the preservation of land and environmental services.

Community Reinvestment Funds

A speaker representing Equitable Communities advocated for the creation of a community reinvestment fund to support small business development, higher density housing, subsidized transit, neighborhood redevelopment, etc. The suggested funding source was property taxes.

Healthcare A board member from Care Ring, Inc. spoke in support of its current level of County funds received. The County is currently funding three of its programs in FY2020.

Library Access

A neighborhood association representative, Prosperity Village Area Association, advocated for library access. The speaker spoke in support of the “Book Mobile” that will be coming online soon, and advocated for capital funding to reduce library deserts in North West Charlotte.

RECOMMENDED BUDGET

24

Budget Summaries

21

21

21

21 s

No Funding Choice Funding Choice

No Choices No Program Choice(Program or

Funding) Funding Choice

FY2021 Recommended

FY2021 Recommended

$410,365,315 $1,004,286,912

Program Choice Program ChoiceNo Funding Choice Funding Choice

FY2021 Recommended

FY2021 Recommended

$40,140,079 $449,521,402

No Program Choice/Funding Choice (BLUE) – Programs listed in this category areimposed on the Board, yet the County has the flexibility when it comes to the level offunding necessary to meet the program needs. While some level of funding is realisticallyneeded to implement these required programs, the Board possesses the ability to modifythe funding levels.

Program Choice/No Funding Choice (PURPLE) – The Board has the option to providethe services in this category. If the County chooses to offer the program, then there arespending requirements and/or outcome expectations for the program. Grant fundedprograms frequently fall into this category; the Board has a choice to accept or reject thegrant, but once accepted the grant funds can only be used for a specific purpose.

Program and Funding Choice (GREEN) – The Board has complete control over bothprogram and funding decisions. This category offers the Board the greatest degree ofbudgetary flexibility.

Choice Matrix

The Choice Matrix was developed to illustrate the choices available to the Board of CountyCommissioners in funding services. All services funded by the County are categorized intoone of the following designations. Some services appear in multiple quadrants becauseportions of the program are subject to different levels of funding choice.

No

Prog

ram

Cho

ice

Prog

ram

Cho

ice

The four quadrants of the Choice Matrix are:

No Choices (RED) – Items in this category offer the Board no options when it comes toproviding services or the amount of funding. These are obligations that the County mustfund at a specified level, regardless of economic circumstances.

RECOMMENDED BUDGET


Program Funding Choice MatrixRED: MANDATED/MANDATED

Item FT PT LPT Agency CountyDollars

Total Dollars

County % of Total

CPCC - DEBT (CPC) 0 0 0 CPC $19,659,032 $20,568,548 96%CHILDCARE SERVICES (DSS) 0 0 0 DSS 0 2,252,783 0%MEDICAID RELATED PAYMENTS (DSS) 0 0 0 DSS 3,646,544 3,646,544 100%MEDICAID TRANSPORTATION (DSS) 0 0 0 DSS 0 1,000,000 0%DEBT SERVICE 0 0 0 DSV 115,121,705 120,004,497 96%CHARLOTTE AREA TRANSIT SYSTEM (FIN) 0 0 0 FIN 0 59,863,301 0%FIRE SERVICE DISTRICT (JCC) 0 0 0 JCC 0 7,610,982 0%LESD (JCC) 0 0 0 JCC 453,188 18,919,769 2%ABC PROFIT DISTRIBUTION 0 0 0 NDP 855,000 855,000 100%REVENUES (NDP) 0 0 0 NDP -3,545,543 0CMS-DEBT 0 0 0 SCH 102,742,141 174,367,208 59%TRAINING DIVISION - MANDATED (SHF) 11 0 0 SHF 1,276,683 1,276,683 100%TOTAL: 11 0 0 240,208,750$ 410,365,315$ 59%

BLUE: MANDATED/DISCRETIONARY


Total Dollars

County % of Total

BUSINESS PERSONAL PROPERTY AUDIT (CAO) 0 0 0 CAO $1,645,310 $1,690,310 97%REAL PROPERTY VALUATION (CAO) 63 0 0 CAO 5,926,155 7,226,155 82%COMMISSIONERS (COM) 9 0 0 COM 683,686 683,686 100%CPCC OPERATIONS FUNDING 0 0 0 CPC 39,091,669 39,091,669 100%CHILD SPRT ENFORCEMENT CUSTOMER SPRT & CASE MGT (DCR)

116 0 0 DCR 2,456,850 9,946,927 25%

CHILD SUPPORT COURT SERVICES (DCR) 11 0 0 DCR 227,720 669,765 34%CHILD SUPPORT ENFORCEMENT ADMINISTRATION (DCR)

5 0 0 DCR 188,591 554,678 34%

ADULT SUBSTANCE ABUSE TREATMENT CONTINUUM (CSS)

27 1 0 CSS 2,053,256 2,268,256 91%

SENIOR ADMINISTRATION (DCR) 7 0 0 DCR 835,775 835,775 100%ADULT SERVICES (DSS) 56 0 0 DSS 5,128,641 6,251,696 82%CHILDREN'S SERVICES (DSS) 432 0 0 DSS 29,280,158 50,698,959 58%COMMUNITY SOCIAL WORK (DSS) 31 0 0 DSS 948,793 2,732,192 35%LEGAL SERVICES (DSS) 15 0 0 DSS 1,714,590 1,926,384 89%MAINTAINING INDEPENDENCE SERVICES (DSS) 2 0 0 DSS 1,318,608 4,805,709 27%MECKLENBURG TRANSPORT (DSS) 38 2 0 DSS 2,247,600 5,436,056 41%PUBLIC ASSISTANCE (DSS) 584 3 0 DSS 12,569,344 42,885,659 29%QUALITY IMPROVEMENT (DSS) 18 0 0 DSS 1,492,262 2,144,858 70%RECORD & MAIL SERVICES (DSS) 7 0 0 DSS 540,513 886,762 61%WORK FIRST EMPLOYMENT SERVICE (DSS) 39 0 0 DSS 3,709,080 3,859,080 96%DISTRICT & PRECINCT (ELE) 0 0 1 ELE 43,580 72,634 60%EARLY & ABSENTEE VOTING (ELE) 0 0 0 ELE 430,677 717,795 60%PRIMARY & GENERAL ELECTIONS (ELE) 9 0 0 ELE 1,073,385 1,792,831 60%VOTER EDUCATION OUTREACH (ELE) 9 0 1 ELE 938,761 1,569,273 60%VOTER REGISTRATION & MAINTENANCE (ELE) 9 0 1 ELE 875,077 1,460,381 60%ADULT MENTAL HEALTH CONTINUUM (HLT) 5 0 0 HLT 482,568 497,688 97%CHILDREN'S DEVELOPMENTAL SERVICES (HLT) 104 1 0 HLT 5,250,003 9,905,656 53%COMMUNICABLE DISEASE (HLT) 48 0 1 HLT 3,927,427 4,983,988 79%FOOD & FACILITIES SANITATION (HLT) 67 0 0 HLT 5,840,268 6,188,672 94%HEALTH PLANNING (HLT) 41 0 0 HLT 3,216,811 4,657,364 69%HEALTH PROMOTION (HLT) 19 0 0 HLT 2,039,349 2,165,975 94%PATIENT SERVICES (HLT) 54 2 0 HLT 4,089,838 4,093,338 100%PEST MANAGEMENT & ENVIRONMENTAL SERVICES (HLT)

10 0 0 HLT 692,716 1,164,216 60%

PUBLIC HEALTH CLINICS (HLT) 72 0 2 HLT 5,460,599 9,975,875 55%SCHOOL HEALTH SERVICES (HLT) 204 0 23 HLT 17,652,184 17,708,184 100%ATTORNEY (ATY) 10 0 0 ATY 2,323,956 2,323,956 100%SENIOR ADMINISTRATION (HLT) 11 0 0 HLT 2,053,780 2,053,780 100%WOMEN, INFANTS, CHILDREN (HLT) 66 5 0 HLT 728,795 5,337,945 14%

26

BLUE: MANDATED/DISCRETIONARY


Total Dollars

County % of Total

CODE ENFORCEMENT (LUE) 259 0 8 LUE $19,250 $37,032,369 0%FIRE MARSHAL (LUE) 10 0 0 LUE 58,441 1,076,173 5%SOLID WASTE SERVICES (LUE) 95 0 3 LUE 0 37,141,509 0%SURFACE WATER QUALITY AND FLOOD HAZARD MITIGATION (LUE)

54 0 1 LUE 0 17,757,480 0%

CLERK'S OFFICE (MGR) 4 0 0 MGR 462,212 462,212 100%UNEMPLOYMENT INSURANCE (NDP) 0 0 0 NDP 250,000 250,000 100%REAL PROPERTY RECORDINGS & DOCUMENTATION (REG)

13 0 0 REG 599,232 983,183 61%

RECORDS RESEARCH & ASSISTANCE (REG) 11 0 0 REG 578,757 813,731 71%VITAL & MISCELLANEOUS RECORDS (REG) 8 0 0 REG 667,015 667,015 100%CMS - CAPITAL REPLACEMENT 0 0 0 SCH 4,960,000 4,960,000 100%CMS OPERATIONAL FUNDING 0 0 0 SCH 518,515,366 527,115,366 98%CHILD SUPPORT ENFORCEMENT (SHF) 6 0 0 SHF 1,209 1,209 100%COURT SECURITY (SHF) 106 0 9 SHF 9,175,599 9,175,599 100%DETENTION SERVICES (SHF) 671 0 0 SHF 50,662,073 77,823,657 65%DV ENFORCEMENT & EDUCATION (SHF) 8 0 0 SHF 844,164 844,164 100%FACILITY MANAGEMENT (SHF) 0 0 0 SHF 7,843,354 7,843,354 100%FIELD OPERATIONS (SHF) 106 0 2 SHF 9,287,543 11,899,532 78%INMATE LIBRARY SERVICE (SHF) 3 0 0 SHF 237,784 237,784 100%REGISTRATION DIVISION (SHF) 16 0 0 SHF 1,195,317 1,330,737 90%SENIOR ADMINISTRATION (SHF) 2 0 0 SHF 589,823 1,302,458 45%PROPERTY TAX COLLECTIONS (TAX) 35 0 0 TAX 3,619,958 4,076,113 89%TAX ADMINISTRATION (TAX) 1 0 0 TAX 229,140 229,140 100%TOTAL: 3,606 14 52 $778,974,612 $1,004,286,912 78%

PURPLE: DISCRETIONARY/MANDATED


Total Dollars

County % of Total

SPIRIT SQUARE/FACILITY MAINTENANCE (AFM) 0 0 0 AFM $750,000 $750,000 100%SHELTER PLUS CARE SERVICES (CSS) 2 0 0 CSS 123,917 123,917 100%SUPPORTIVE HOUSING (CSS) 0 0 0 CSS 2,469,295 2,469,295 100%GROUND WATER QUALITY (HLT) 13 0 0 HLT 1,085,004 1,368,795 79%AIR QUALITY (LUE) 20 0 1 LUE 0 1,965,690 0%LAND DEVELOPMENT (LUE) 17 0 0 LUE 236,505 2,551,639 9%MEDICAL EXAMINER (MED) 20 0 4 MED 1,653,735 2,765,235 60%BUSINESS INVESTMENT GRANTS (OED) 0 0 0 OED 3,319,730 3,319,730 100%DEVELOPMENT AGREEMENTS (OED) 0 0 0 OED 6,107,836 6,107,836 100%NATURE PRESERVES & NATURAL RESOURCES (PRK)

54 9 13 PRK 4,761,863 5,227,252 91%

JUVENILE JUSTICE (SHF) 123 0 1 SHF 12,595,730 13,490,690 93%TOTAL: 249 9 19 $33,103,615 $40,140,079 82%

GREEN: DISCRETIONARY/DISCRETIONARY


Total Dollars

County % of Total

CORPORATE FLEET MANAGEMENT (AFM) 3 0 0 AFM $877,391 $877,391 100%COURIER SERVICES (AFM) 3 0 0 AFM 312,006 312,006 100%DESIGN AND CONSTRUCTION PROJECT MANAGEMENT (AFM)

16 0 0 AFM 360,206 360,206 100%

FACILITY MANAGEMENT (AFM) 12 0 0 AFM 25,857,506 26,438,130 98%FACILITY SECURITY (AFM) 5 0 0 AFM 7,282,436 7,282,436 100%REAL ESTATE MANAGEMENT (AFM) 5 0 0 AFM 272,016 272,016 100%AUDIT (AUD) 15 0 0 AUD 1,864,664 1,864,664 100%ADMINISTRATIVE SUPPORT (CAO) 11 0 0 CAO 1,421,860 1,421,860 100%INFORMATION SYSTEM (CAO) 8 0 0 CAO 2,067,004 2,906,804 71%PROPERTY ASSESSMENT SERVICES (CAO) 36 0 0 CAO 2,789,774 2,990,249 93%SENIOR ADMINISTRATION (CAO) 3 0 0 CAO 614,738 614,738 100%CLERK OF SUPERIOR COURT (CJS) 0 0 0 CJS 486,478 546,478 89%COURT CHILD CARE (CJS) 0 0 0 CJS 250,000 250,000 100%CRIMINAL JUSTICE SERVICES ADMINISTRATION (CJS)

5 0 0 CJS 692,430 692,430 100%

27



Total Dollars

County % of Total

DISTRICT ATTORNEY'S OFFICE (CJS) 1 0 0 CJS $3,555,796 $3,555,796 100%DRUG TREATMENT COURT (CJS) 15 0 0 CJS 1,370,016 1,370,016 100%FORENSIC EVALUATIONS (CJS) 7 0 0 CJS 952,253 967,253 98%PRETRIAL SERVICES (CJS) 19 0 0 CJS 1,505,935 1,505,935 100%PUBLIC DEFENDER'S OFFICE (CJS) 0 0 0 CJS 1,614,952 1,764,952 92%REENTRY SERVICES (CJS) 7 0 0 CJS 781,404 781,404 100%RESEARCH AND PLANNING (CJS) 4 0 0 CJS 416,023 416,023 100%THE CENTER FOR COMMUNITY TRANSITIONS - LIFEWORKS! (CSG)

0 0 0 CJS 100,000 100,000 100%

TRIAL COURT ADMINISTRATOR'S OFFICE (CJS) 0 0 0 CJS 991,396 991,396 100%

ASPIRE COMMUNITY CAPITAL (CSG) 0 0 0 CSG 60,000 60,000 100%

BEST BUDDIES (CSG) 0 0 0 CSG 60,000 60,000 100%

CAMINO COMMUNITY DEVELOPMENT (CSG) 0 0 0 CSG 178,000 178,000 100%CARE RING - LOW COST CLINIC IMMIGRANT SERVICES (CSG)

0 0 0 CSG 75,000 75,000 100%

CHARLOTTE BRIDGE HOME (CSG) 0 0 0 CSG 200,000 200,000 100%COMMON WEALTH CHARLOTTE FINANCIAL EDUCATION (CSG)

0 0 0 CSG 50,000 50,000 100%

COMMUNITY LINK - HOMELESS TO HOUSING (CSG)

0 0 0 CSG 100,000 100,000 100%

CW WILLIAMS - HEALTHCARE FOR HOMELESS INITIATIVE (CSG)

0 0 0 CSG 390,000 390,000 100%

LAKE NORMAN COMMUNITY HEALTH CLINIC (CSG) 0 0 0 CSG 164,892 164,892 100%

LOAVES & FISHES (CSG) 0 0 0 CSG 50,000 50,000 100%MENTAL HEALTH AMERICA OF CENTRAL CAROLINAS (CSG)

0 0 0 CSG 180,113 180,113 100%

PROSPERA NORTH CAROLINA (CSG) 0 0 0 CSG 50,000 50,000 100%

RAIN, INC - HIV EARLY INTERVENTION (CSG) 0 0 0 CSG 59,000 59,000 100%RIGHT MOVES FOR YOUTH (CSG) 0 0 0 CSG 50,000 50,000 100%SPECIAL OLMPICS OF NORTH CAROLINA (CSG) 0 0 0 CSG 40,000 40,000 100%SUPPORTIVE HOUSING COMMUNITIES EMPLOYMENT SERVICES (CSG)

0 0 0 CSG 65,000 65,000 100%

TIME OUT YOUTH CENTER (CSG) 0 0 0 CSG 30,000 30,000 100%

YOUNG BLACK LEADERSHIP ALLIANCE (CSG) 0 0 0 CSG 150,000 150,000 100%

YMCA PARENTS AS TEACHERS (CSG) 0 0 0 CSG 117,500 117,500 100%100 BLACK MEN OF CHARLOTTE - MENTORING (CSG)

0 0 0 CSS 20,000 20,000 100%

ADA JENKINS FAMILIES AND CAREER DEVELOPMENT (CSG)

0 0 0 CSS 25,000 25,000 100%

ASC - STUDIO 345 (CSG) 0 0 0 CSS 350,000 350,000 100%BIG BROTHERS BIG SISTERS (CSG) 0 0 0 CSS 50,000 50,000 100%BIG BROTHERS BIG SISTERS MENTOR 2.0 (CSG) 0 0 0 CSS 25,000 25,000 100%COMMUNITIES IN SCHOOLS (CSG) 0 0 0 CSS 900,000 900,000 100%COMMUNITY SUPPORT SERVICES ADMINISTRATION (CSS)

7 0 0 CSS 1,009,301 1,009,301 100%

DOMESTIC VIOLENCE PERPETRATOR SERVICES (CSS)

6 0 0 CSS 671,462 751,462 89%

DV ADULT VICTIM SERVICES (CSS) 19 1 0 CSS 3,176,741 3,183,141 100%DV CHILDREN SERVICES (CSS) 7 0 0 CSS 800,358 800,358 100%HOMELESS HOUSING SERVICES MOORE PLACE (CSS)

12 0 0 CSS 1,098,669 1,098,669 100%

HOMELESS RESOURCE SERVICES (CSS) 20 0 0 CSS 4,489,468 4,489,468 100%KEEPING FAMILIES TOGETHER (CSS) 0 0 0 CSS 675,000 675,000 100%VETERAN SERVICES (CSS) 14 0 0 CSS 1,294,215 1,294,215 100%COMMUNITY CULINARY SCHOOL (DCR) 0 0 0 DCR 80,000 80,000 100%CRC OPERATIONS (DCR) 34 0 0 DCR 2,214,036 2,214,036 100%LATIN AMERICAN COALITION (DCR) 0 0 0 DCR 50,000 50,000 100%PATHWAYS TO INDEPENDENCE (DCR) 4 0 0 DCR 553,095 553,095 100%

28



Total Dollars

County % of Total

UNIFIED WORKFORCE DEVELOPMENT (DCR) 3 0 0 DCR $519,815 $519,815 100%URBAN LEAGUE OF CENTRAL CAROLINAS - JOB TRAINING (DCR)

0 0 0 DCR 50,000 50,000 100%

ADMINISTRATIVE SUPPORT (DSS) 18 0 0 DSS 1,862,236 3,602,040 52%BEHAVIORAL HEALTH (DSS) 13 0 0 DSS 12,421,365 12,911,505 96%FACILITIES MANAGEMENT (DSS) 0 0 0 DSS 725,968 1,103,721 66%FRAUD (DSS) 13 0 0 DSS -150,401 985,911 -15%GENERAL ASSISTANCE (DSS) 5 0 0 DSS 3,394,497 11,108,488 31%RETIREE MEDICAL INSURANCE (DSS) 0 0 0 DSS 1,847,402 3,026,543 61%SENIOR ADMINISTRATION (DSS) 1 0 0 DSS 138,341 281,133 49%SENIOR CITIZENS NUTRITION PROGRAM (DSS) 32 1 0 DSS 2,628,694 3,961,899 66%PAY AS YOU GO CAPITAL FUNDING 0 0 0 DSV 27,461,500 30,461,500 90%EMERGENCY MEDICAL SERVICES (EMS) 0 0 0 EMS 14,481,794 14,481,794 100%CENTRAL FINANCIAL SERVICES (FIN) 46 0 0 FIN 6,086,663 6,186,663 98%DEPARTMENT FINANCIAL SERVICES (FIN) 70 0 0 FIN 6,189,329 6,189,329 100%PROCUREMENT (FIN) 20 0 0 FIN 2,100,077 2,122,259 99%

HISTORIC LANDMARKS COMMISSION (HLC) 3 0 0 HLC 307,734 493,734 62%

ADMINISTRATIVE SUPPORT (HLT) 7 0 0 HLT 863,664 2,553,075 34%BETHESDA - ACCESS TO CARE (CSG) 0 0 0 HLT 165,000 165,000 100%CARE RING NURSE FAMILY PARTNERSHIP (CSG) 0 0 0 HLT 250,000 250,000 100%CHARLOTTE COMMUNITY HEALTH CLINIC-HOMELESS (CSG)

0 0 0 HLT 270,919 270,919 100%

CHILD DEVELOPMENT - COMMUNITY POLICING (HLT)

27 0 0 HLT 2,557,568 2,557,568 100%

HEALTH CASE MANAGEMENT (HLT) 89 1 0 HLT 1,935,688 8,956,083 22%MEDASSIST OF MECKLENBURG (CSG) 0 0 0 HLT 550,000 550,000 100%PHYSICIANS REACH OUT (CSG) 0 0 0 HLT 250,000 250,000 100%SHELTER HEALTH SERVICES (CSG) 0 0 0 HLT 69,000 69,000 100%HUMAN RESOURCE MANAGEMENT (HRS) 58 0 0 HRS 7,158,740 7,158,740 100%OFFSITE INMATE MEDICAL CARE 0 0 0 HSP 1,000,000 1,000,000 100%

IT BUSINESS OPERATIONS (IST) 13 0 0 IST 6,904,540 6,904,540 100%

IT QUALITY SERVICES (IST) 11 0 0 IST 1,359,508 1,359,508 100%IT SECURITY SERVICES (IST) 17 0 0 IST 3,373,538 3,623,538 93%IT TECHNICAL SERVICES (IST) 25 0 0 IST 2,674,753 2,674,753 100%SERVICE DEVELOPMENT (IST) 42 0 0 IST 5,556,981 5,556,981 100%SERVICE STRATEGY & PLANNING (IST) 45 0 0 IST 7,199,316 7,199,316 100%TECHNICAL SERVICES MANAGEMENT & DELIVERY (IST)

22 0 0 IST 5,578,357 5,578,357 100%

TELEPHONE AND NETWORK INFRASTRUCTURE (IST)

0 0 0 IST 3,101,851 3,101,851 100%

311 CALL CENTER (JCC) 0 0 0 JCC 1,335,207 1,335,207 100%ADMINISTRATION & FISCAL MANAGEMENT (LIB) 11 0 0 LIB 1,451,052 1,451,052 100%IMAGINON (LIB) 22 1 6 LIB 2,097,882 2,097,882 100%IT RESOURCE MANAGEMENT (LIB) 3 0 0 LIB 1,222,072 1,222,072 100%PUBLIC INFORMATION (LIB) 4 0 0 LIB 363,887 363,887 100%PUBLIC LIBRARY SERVICES (LIB) 308 7 99 LIB 33,018,517 33,368,517 99%ADMINISTRATIVE SUPPORT (LUE) 8 0 1 LUE 0 896,381 0%FISCAL ADMINISTRATION (LUE) 8 0 0 LUE 0 1,215,691 0%GIS APPLICATIONS (LUE) 8 0 0 LUE 1,347,231 1,347,231 100%LAKE NORMAN MARINE COMMISSION (LUE) 0 0 0 LUE 0 2,077 0%LAKE WYLIE MARINE COMMISSION (LUE) 0 0 0 LUE 0 1,325 0%LAND RECORDS (LUE) 21 0 0 LUE 1,490,194 1,640,194 91%MAPPING AND PROJECT SERVICES (LUE) 7 0 0 LUE 1,171,871 1,171,871 100%SENIOR ADMINISTRATION (LUE) 3 0 0 LUE 0 429,032 0%STORM WATER DATABASE MAINTENANCE (LUE) 9 0 0 LUE 0 804,778 0%ADMINISTRATIVE SUPPORT (MGR) 16 0 0 MGR 1,959,598 1,959,598 100%BUSINESS PROCESS MANAGEMENT (MGR) 14 0 0 MGR 1,826,195 1,826,195 100%ENTERPRISE PROJECT MANAGEMENT (MGR) 9 0 0 MGR 1,364,725 1,364,725 100%MANAGEMENT & BUDGET SERVICES (MGR) 16 0 0 MGR 2,031,378 2,031,378 100%SENIOR ADMINISTRATION (MGR) 5 0 0 MGR 1,866,165 1,866,165 100%

29



Total Dollars

County % of Total

ACCOUNTING (FIN) 0 0 0 NDP $4,876,765 $6,476,765 75%ASC - OPERATING SUPPORT 0 0 0 NDP 900,000 900,000 100%ASC-LIBRARY & PARKS ORCHESTRA PROGRAMING (NDP)

0 0 0 NDP 950,000 950,000 100%

ASSOCIATION DUES (NDP) 0 0 0 NDP 275,904 275,904 100%CAPITAL RESERVE (NDP) 0 0 0 NDP 0 7,000,000 0%CENTRALINA COUNCIL OF GOVERNMENTS (NDP) 0 0 0 NDP 285,204 285,204 100%CRITICAL HOME REPAIR (NDP) 0 0 0 NDP 0 1,000,000 0%EARLY CHILDHOOD EDUCATION (NDP) 0 0 0 NDP 41,964,552 41,964,552 100%EMPLOYEE COMPENSATION (NDP) 0 0 0 NDP 9,180,809 9,180,809 100%EMPLOYEE LEARNING SERVICES (HRS) 0 0 0 NDP 992,088 992,088 100%LAKE NORMAN MARINE COMMISSION (NDP) 0 0 0 NDP 28,923 28,923 100%LAKE WYLIE MARINE COMMISSION (NDP) 0 0 0 NDP 23,675 23,675 100%PROGRAM REVIEW & STUDIES (OMB) 0 0 0 NDP 100,000 100,000 100%READ CHARLOTTE (NDP) 0 0 0 NDP 100,000 100,000 100%RETIREE MEDICAL INSURANCE (NDP) 0 0 0 NDP 11,418,865 11,418,865 100%TECHNOLOGY RESERVE (NDP) 0 0 0 NDP 0 8,000,000 0%UNITED WAY - GRASSROOTS 0 0 0 NDP 1,331,000 1,331,000 100%VEHICLE RESERVE (NDP) 0 0 0 NDP 0 2,300,000 0%ACC FOOTBALL CHAMPIONSHIP (OED) 0 0 0 OED 275,000 275,000 100%BELK BOWL (OED) 0 0 0 OED 275,000 275,000 100%CHARLOTTE REGIONAL PARTNERSHIP (OED) 0 0 0 OED 161,525 161,525 100%CRVA - FILM COMMISSION (OED) 0 0 0 OED 150,000 150,000 100%ECONOMIC DEVELOPMENT (OED) 7 0 0 OED 924,017 924,017 100%MWSBE (OED) 2 0 0 OED 187,200 187,200 100%PUBLIC INFORMATION (PID) 15 0 1 PID 2,076,164 2,076,164 100%WEB SERVICES (PID) 7 0 0 PID 1,096,586 1,096,586 100%ATHLETIC SERVICES (PRK) 12 4 19 PRK 83,230 1,773,745 5%COOPERATIVE EXTENSION SERVICES (PRK) 0 0 0 PRK 222,071 231,484 96%FISCAL ADMINISTRATION (PRK) 9 1 1 PRK 915,760 915,760 100%IT RESOURCE MANAGEMENT (PRK) 1 0 0 PRK 111,945 111,945 100%PARK FACILITY PLANNING SERVICE (PRK) 8 0 0 PRK 1,137,463 1,137,463 100%PARK OPERATIONS (PRK) 137 7 52 PRK 12,347,539 13,671,339 90%PARK REPAIR AND MAINTENANCE (PRK) 57 1 5 PRK 7,942,886 8,299,632 96%POOLS (PRK) 18 8 119 PRK 2,133,318 4,099,987 52%RECREATION PROGRAMMING (PRK) 80 28 170 PRK 8,453,427 12,421,800 68%SENIOR ACTIVITIES AND SERVICES (CSG) 0 0 0 PRK 95,000 95,000 100%SENIOR MANAGEMENT & ADMINISTRATION (PRK) 9 3 2 PRK 1,652,087 1,652,087 100%THERAPEUTIC RECREATION (PRK) 9 0 2 PRK 912,019 1,054,048 87%VOLUNTEER COORDINATION (PRK) 1 1 0 PRK 596,298 596,298 100%ADMINISTRATIVE SUPPORT (REG) 3 0 0 REG 206,368 206,368 100%FISCAL ADMINISTRATION (REG) 2 0 0 REG 174,667 174,667 100%SENIOR ADMINISTRATION (REG) 2 0 0 REG 437,438 437,438 100%ADMINISTRATIVE SUPPORT (SHF) 2 0 0 SHF 249,150 249,150 100%COMMUNITY ENGAGEMENT (SHF) 14 0 0 SHF 1,113,629 1,113,629 100%FISCAL ADMINISTRATION (SHF) 16 0 3 SHF 1,531,664 1,531,664 100%HUMAN RESOURCES (SHF) 12 0 0 SHF 1,322,598 1,322,598 100%INMATE FINANCE & SUPPORT (SHF) 34 0 0 SHF 2,425,706 2,425,706 100%IT RESOURCE MANAGEMENT (SHF) 12 0 0 SHF 2,208,845 2,208,845 100%LEGAL SERVICES (SHF) 3 0 0 SHF 561,639 561,639 100%PUBLIC INFORMATION (SHF) 2 0 1 SHF 223,642 223,642 100%REHABILITATION SERVICES (SHF) 18 0 0 SHF 1,661,264 1,661,264 100%RESEARCH & PLANNING (SHF) 2 0 0 SHF 189,459 189,459 100%TRAINING DIVISION - NONMANDATED (SHF) 0 0 0 SHF 136,100 136,100 100%ATTORNEY (TAX) 0 0 0 TAX 295,387 295,387 100%BUSINESS TAX COLLECTIONS (TAX) 12 0 0 TAX -658,554 1,668,727 -39%TOTAL: 1,856 64 481 $385,673,867 $449,521,402 86%

GRAND TOTAL: 5,722 87 552 $1,437,960,844 $1,904,313,708 76%

30

FY2021 Recommended Budget by Agency and Service

Agency - Service FT PT LPT Federal Revenue

StateRevenue

OtherRevenue

CountyCost

TotalCost

FY2020 Adopted Budget

CORPORATE FLEET MANAGEMENT (AFM) 3 0 0 $0 $0 $0 $877,391 $877,391 $918,656COURIER SERVICES (AFM) 3 0 0 0 0 0 312,006 312,006 189,911DESIGN AND CONSTRUCTION PROJECT MANAGEMENT (AFM) 16 0 0 0 0 0 360,206 360,206 417,018

FACILITY MANAGEMENT (AFM) 12 0 0 0 0 580,624 25,857,506 26,438,130 24,830,871FACILITY SECURITY (AFM) 5 0 0 0 0 0 7,282,436 7,282,436 5,279,881REAL ESTATE MANAGEMENT (AFM) 5 0 0 0 0 0 272,016 272,016 465,104SPIRIT SQUARE/FACILITY MAINTENANCE (AFM) 0 0 0 0 0 0 750,000 750,000 750,000

Total: 44 0 0 $0 $0 $580,624 $35,711,561 $36,292,185 $32,851,441

ATTORNEY (ATY) 10 0 0 $0 $0 $0 $2,323,956 $2,323,956 $2,184,878 Total: 10 0 0 $0 $0 $0 $2,323,956 $2,323,956 $2,184,878

CPCC - DEBT (CPC) 0 0 0 $0 $0 $909,516 $19,659,032 $20,568,548 $22,986,703CPCC OPERATIONS FUNDING 0 0 0 0 0 0 39,091,669 39,091,669 37,884,035 Total: 0 0 0 $0 $0 $909,516 $58,750,701 $59,660,217 $60,870,738

CMS - CAPITAL REPLACEMENT 0 0 0 $0 $0 $0 $4,960,000 $4,960,000 $9,560,000CMS-DEBT 0 0 0 2,080,474 69,544,593 0 102,742,141 174,367,208 153,854,082CMS OPERATIONAL FUNDING 0 0 0 0 0 8,600,000 518,515,366 527,115,366 509,451,701 Total: 0 0 0 $2,080,474 $69,544,593 $8,600,000 $626,217,507 $706,442,574 $672,865,783

COMMISSIONERS (COM) 9 0 0 $0 $0 $0 $683,686 $683,686 $639,078 Total: 9 0 0 $0 $0 $0 $683,686 $683,686 $639,078

CHILD SPRT ENFORCEMENT CUSTOMER SPRT & CASE MGT (DCR) 116 0 0 $7,415,077 $0 $75,000 $2,456,850 $9,946,927 $9,665,894

CHILD SUPPORT COURT SERVICES (DCR) 11 0 0 442,045 0 0 227,720 669,765 715,625

CHILD SUPPORT ENFORCEMENT ADMINISTRATION (DCR) 5 0 0 366,087 0 0 188,591 554,678 383,848

COMMUNITY CULINARY SCHOOL (DCR) 0 0 0 0 0 0 80,000 80,000 0CRC OPERATIONS (DCR) 34 0 0 0 0 0 2,214,036 2,214,036 0LATIN AMERICAN COALITION (DCR) 0 0 0 0 0 0 50,000 50,000 0PATHWAYS TO INDEPENDENCE (DCR) 4 0 0 0 0 0 553,095 553,095 0SENIOR ADMINISTRATION (DCR) 7 0 0 0 0 0 835,775 835,775 3,353,710UNIFIED WORKFORCE DEVELOPMENT (DCR) 3 0 0 0 0 0 519,815 519,815 0

URBAN LEAGUE OF CENTRAL CAROLINAS - JOB TRAINING (DCR) 0 0 0 0 0 0 50,000 50,000 0

Total: 180 0 0 $8,223,209 $0 $75,000 $7,175,882 $15,474,091 $14,119,077

Asset and Facility Management

Charlotte-Mecklenburg Schools

Community Resources

Commissioners

Central Piedmont Community College

Attorney's Office

31


StateRevenue

OtherRevenue

CountyCost

TotalCost


A BETTER WORLD (CSG) 0 0 0 $0 $0 $0 $0 $0 $55,000ASPIRE COMMUNITY CAPITAL (CSG) 0 0 0 0 0 0 60,000 60,000 50,000BEST BUDDIES (CSG) 0 0 0 0 0 0 60,000 60,000 0CAMINO COMMUNITY DEVELOPMENT (CSG) 0 0 0 0 0 0 178,000 178,000 0

CARE RING - LOW COST CLINIC IMMIGRANT SERVICES (CSG) 0 0 0 0 0 0 75,000 75,000 75,000

COMMON WEALTH CHARLOTTE FINANCIAL EDUCATION (CSG) 0 0 0 0 0 0 50,000 50,000 50,000

COMMUNITY LINK - HOMELESS TO HOUSING (CSG) 0 0 0 0 0 0 100,000 100,000 100,000

HOPE HAVEN - FAMILY PROGRAM (CSG) 0 0 0 0 0 0 0 0 40,000LOAVES & FISHES (CSG) 0 0 0 0 0 0 50,000 50,000 0MENTAL HEALTH AMERICA OF CENTRAL CAROLINAS (CSG) 0 0 0 0 0 0 180,113 180,113 0

PROSPERA NORTH CAROLINA (CSG) 0 0 0 0 0 0 50,000 50,000 0RAIN, INC - HIV EARLY INTERVENTION (CSG) 0 0 0 0 0 0 59,000 59,000 58,573

RIGHT MOVES FOR YOUTH (CSG) 0 0 0 0 0 0 50,000 50,000 50,000SPECIAL OLMPICS OF NORTH CAROLINA (CSG) 0 0 0 0 0 0 40,000 40,000 40,000

SUPPORTIVE HOUSING COMMUNITIES EMPLOYMENT SERVICES (CSG) 0 0 0 0 0 0 65,000 65,000 65,000

TIME OUT YOUTH CENTER (CSG) 0 0 0 0 0 0 30,000 30,000 0TREES CHARLOTTE (CSG) 0 0 0 0 0 0 0 0 50,000WINGS FOR KIDS, INC (CSG) 0 0 0 0 0 0 0 0 100,000YOUNG BLACK LEADERSHIP ALLIANCE (CSG) 0 0 0 0 0 0 150,000 150,000 0

YMCA PARENTS AS TEACHERS (CSG) 0 0 0 0 0 0 117,500 117,500 117,500 Total: 0 0 0 $0 $0 $0 $1,314,613 $1,314,613 $851,073

100 BLACK MEN OF CHARLOTTE - MENTORING (CSG) 0 0 0 $0 $0 $0 $20,000 $20,000 $20,000

ADA JENKINS FAMILIES AND CAREER DEVELOPMENT (CSG) 0 0 0 0 0 0 25,000 25,000 25,000

ADULT SUBSTANCE ABUSE TREATMENT CONTINUUM (CSS) 27 1 0 0 0 215,000 2,053,256 2,268,256 2,326,492

ASC - STUDIO 345 (CSG) 0 0 0 0 0 0 350,000 350,000 350,000BIG BROTHERS BIG SISTERS (CSG) 0 0 0 0 0 0 50,000 50,000 50,000BIG BROTHERS BIG SISTERS MENTOR 2.0 (CSG) 0 0 0 0 0 0 25,000 25,000 25,000

CHARLOTTE BRIDGE HOME (CSG) 0 0 0 0 0 0 200,000 200,000 200,000COMMUNITIES IN SCHOOLS (CSG) 0 0 0 0 0 0 900,000 900,000 900,000COMMUNITY SUPPORT SERVICES ADMINISTRATION (CSS) 7 0 0 0 0 0 1,009,301 1,009,301 1,221,164

DOMESTIC VIOLENCE PERPETRATOR SERVICES (CSS) 6 0 0 0 0 80,000 671,462 751,462 769,452

DV ADULT VICTIM SERVICES (CSS) 19 1 0 0 0 6,400 3,176,741 3,183,141 3,025,632DV CHILDREN SERVICES (CSS) 7 0 0 0 0 0 800,358 800,358 786,273HOMELESS HOUSING SERVICES MOORE PLACE (CSS) 12 0 0 0 0 0 1,098,669 1,098,669 1,087,094

HOMELESS RESOURCE SERVICES (CSS) 20 0 0 0 0 0 4,489,468 4,489,468 4,437,125

KEEPING FAMILIES TOGETHER (CSS) 0 0 0 0 0 0 675,000 675,000 1,350,000SHELTER PLUS CARE SERVICES (CSS) 2 0 0 0 0 0 123,917 123,917 123,928SUPPORTIVE HOUSING (CSS) 0 0 0 0 0 0 2,469,295 2,469,295 2,469,745VETERAN SERVICES (CSS) 14 0 0 0 0 0 1,294,215 1,294,215 1,332,384 Total: 114 2 0 $0 $0 $301,400 $19,431,682 $19,733,082 $20,499,289

ADMINISTRATIVE SUPPORT (CAO) 11 0 0 $0 $0 $0 $1,421,860 $1,421,860 $1,121,129BUSINESS PERSONAL PROPERTY AUDIT (CAO) 0 0 0 0 0 45,000 1,645,310 1,690,310 1,631,391

INFORMATION SYSTEM (CAO) 8 0 0 0 0 839,800 2,067,004 2,906,804 3,195,470

PROPERTY ASSESSMENT SERVICES (CAO) 36 0 0 0 0 200,475 2,789,774 2,990,249 2,694,038

REAL PROPERTY VALUATION (CAO) 63 0 0 0 0 1,300,000 5,926,155 7,226,155 6,074,388SENIOR ADMINISTRATION (CAO) 3 0 0 0 0 0 614,738 614,738 608,813 Total: 121 0 0 0 0 2,385,275 14,464,841 16,850,116 15,325,229

Community Support Services

Community Service Grants


32


StateRevenue

OtherRevenue

CountyCost

TotalCost


CLERK OF SUPERIOR COURT (CJS) 0 0 0 $0 $0 $60,000 $486,478 $546,478 $546,478COURT CHILD CARE (CJS) 0 0 0 0 0 0 250,000 250,000 245,000CRIMINAL JUSTICE SERVICES ADMINISTRATION (CJS) 5 0 0 0 0 0 692,430 692,430 646,340

DISTRICT ATTORNEY'S OFFICE (CJS) 1 0 0 0 0 0 3,555,796 3,555,796 3,573,809DRUG TREATMENT COURT (CJS) 15 0 0 0 0 0 1,370,016 1,370,016 1,440,910FORENSIC EVALUATIONS (CJS) 7 0 0 0 0 15,000 952,253 967,253 954,701PRETRIAL SERVICES (CJS) 19 0 0 0 0 0 1,505,935 1,505,935 1,528,088PUBLIC DEFENDER'S OFFICE (CJS) 0 0 0 0 0 150,000 1,614,952 1,764,952 1,740,952REENTRY SERVICES (CJS) 7 0 0 0 0 0 781,404 781,404 759,206RESEARCH AND PLANNING (CJS) 4 0 0 0 0 0 416,023 416,023 404,337THE CENTER FOR COMMUNITY TRANSITIONS - LIFEWORKS! (CSG) 0 0 0 0 0 0 100,000 100,000 100,000

TRIAL COURT ADMINISTRATOR'S OFFICE (CJS) 0 0 0 0 0 0 991,396 991,396 978,704

Total: 58 0 0 $0 $0 $225,000 $12,716,683 $12,941,683 $12,918,525

DEBT SERVICE 0 0 0 $0 $0 $4,882,792 $115,121,705 $120,004,497 $151,139,299PAY AS YOU GO CAPITAL FUNDING 0 0 0 0 0 3,000,000 27,461,500 30,461,500 40,461,500 Total: 0 0 0 $0 $0 $7,882,792 $142,583,205 $150,465,997 $191,600,799

DISTRICT & PRECINCT (ELE) 0 0 1 $0 $0 $29,054 $43,580 $72,634 $125,956EARLY & ABSENTEE VOTING (ELE) 0 0 0 0 0 287,118 430,677 717,795 448,605PRIMARY & GENERAL ELECTIONS (ELE) 9 0 0 0 0 719,446 1,073,385 1,792,831 16,959,129VOTER EDUCATION OUTREACH (ELE) 9 0 1 0 0 630,512 938,761 1,569,273 1,726,622VOTER REGISTRATION & MAINTENANCE (ELE) 9 0 1 0 0 585,304 875,077 1,460,381 2,677,561

Total: 27 0 3 $0 $0 $2,251,434 $3,361,480 $5,612,914 $21,937,873

EMERGENCY MEDICAL SERVICES (EMS) 0 0 0 $0 $0 $0 $14,481,794 $14,481,794 $13,168,590 Total: 0 0 0 $0 $0 $0 $14,481,794 $14,481,794 $13,168,590

CENTRAL FINANCIAL SERVICES (FIN) 46 0 0 $0 $0 $100,000 $6,086,663 $6,186,663 $5,860,043

CHARLOTTE AREA TRANSIT SYSTEM (FIN) 0 0 0 0 59,863,301 0 0 59,863,301 60,229,094

DEPARTMENT FINANCIAL SERVICES (FIN) 70 0 0 0 0 0 6,189,329 6,189,329 6,135,389

PROCUREMENT (FIN) 20 0 0 0 0 22,182 2,100,077 2,122,259 2,088,100 Total: 136 0 0 $0 $59,863,301 $122,182 $14,376,069 $74,361,552 $74,312,626

HISTORIC LANDMARKS COMMISSION (HLC) 3 0 0 $0 $0 $186,000 $307,734 $493,734 $373,181

Total: 3 0 0 $0 $0 $186,000 $307,734 $493,734 $373,181

OFFSITE INMATE MEDICAL CARE 0 0 0 $0 $0 $0 $1,000,000 $1,000,000 $1,000,000 Total: 0 0 0 $0 $0 $0 $1,000,000 $1,000,000 $1,000,000

HUMAN RESOURCE MANAGEMENT (HRS) 58 0 0 $0 $0 $0 $7,158,740 $7,158,740 $6,999,317 Total: 58 0 0 $0 $0 $0 $7,158,740 $7,158,740 $6,999,317

IT BUSINESS OPERATIONS (IST) 13 0 0 $0 $0 $0 $6,904,540 $6,904,540 $5,982,989IT QUALITY SERVICES (IST) 11 0 0 0 0 0 1,359,508 1,359,508 1,855,193IT SECURITY SERVICES (IST) 17 0 0 0 0 250,000 3,373,538 3,623,538 3,154,862IT TECHNICAL SERVICES (IST) 25 0 0 0 0 0 2,674,753 2,674,753 3,277,511SERVICE DEVELOPMENT (IST) 42 0 0 0 0 0 5,556,981 5,556,981 4,795,254SERVICE STRATEGY & PLANNING (IST) 45 0 0 0 0 0 7,199,316 7,199,316 6,382,638TELEPHONE AND NETWORK INFRASTRUCTURE (IST) 0 0 0 0 0 0 3,101,851 3,101,851 3,000,251

TECHNICAL SERVICES MANAGEMENT & DELIVERY (IST) 22 0 0 0 0 0 5,578,357 5,578,357 5,331,363

Total: 175 0 0 $0 $0 $250,000 $35,748,844 $35,998,844 $33,780,061

AUDIT (AUD) 15 0 0 $0 $0 $0 $1,864,664 $1,864,664 $1,826,800 Total: 15 0 0 $0 $0 $0 $1,864,664 $1,864,664 $1,826,800

Criminal Justice Services

Debt Service

Information Services and Technology

Human Resources

Internal Audit

Emergency Medical Services

Elections Office

Hospitals

Historic Landmarks Commission

Financial Services

33


StateRevenue

OtherRevenue

CountyCost

TotalCost


311 CALL CENTER (JCC) 0 0 0 $0 $0 $0 $1,335,207 $1,335,207 $1,335,207FIRE SERVICE DISTRICT (JCC) 0 0 0 0 0 7,610,982 0 7,610,982 6,373,950LESD (JCC) 0 0 0 0 0 18,466,581 453,188 18,919,769 18,230,448 Total: 0 0 0 $0 $0 $26,077,563 $1,788,395 $27,865,958 $25,939,605

ADMINISTRATIVE SUPPORT (LUE) 8 0 1 $0 $0 $896,381 $0 $896,381 $850,017AIR QUALITY (LUE) 20 0 1 0 910,702 1,054,988 0 1,965,690 1,764,431CODE ENFORCEMENT (LUE) 259 0 8 0 0 37,013,119 19,250 37,032,369 32,766,364FIRE MARSHAL (LUE) 10 0 0 0 0 1,017,732 58,441 1,076,173 930,046FISCAL ADMINISTRATION (LUE) 8 0 0 0 0 1,215,691 0 1,215,691 1,380,385GIS APPLICATIONS (LUE) 8 0 0 0 0 0 1,347,231 1,347,231 1,331,037LAKE NORMAN MARINE COMMISSION (LUE) 0 0 0 0 0 2,077 0 2,077 2,077

LAKE WYLIE MARINE COMMISSION (LUE) 0 0 0 0 0 1,325 0 1,325 1,325

LAND DEVELOPMENT (LUE) 17 0 0 0 0 2,315,134 236,505 2,551,639 2,522,233LAND RECORDS (LUE) 21 0 0 0 0 150,000 1,490,194 1,640,194 1,506,865

MAPPING AND PROJECT SERVICES (LUE) 7 0 0 0 0 0 1,171,871 1,171,871 1,208,329

SENIOR ADMINISTRATION (LUE) 3 0 0 0 0 429,032 0 429,032 373,094SOLID WASTE SERVICES (LUE) 95 0 3 0 2,206,472 34,935,037 0 37,141,509 30,517,918STORM WATER DATABASE MAINTENANCE (LUE) 9 0 0 0 0 804,778 0 804,778 863,173

SURFACE WATER QUALITY AND FLOOD HAZARD MITIGATION (LUE) 54 0 1 0 0 17,757,480 0 17,757,480 17,346,684

Total: 519 0 14 $0 $3,117,174 $97,592,774 $4,323,492 $105,033,440 $93,363,978

ADMINISTRATIVE SUPPORT (MGR) 16 0 0 $0 $0 $0 $1,959,598 $1,959,598 $1,884,508

BUSINESS PROCESS MANAGEMENT (MGR) 14 0 0 0 0 0 1,826,195 1,826,195 1,841,345

CLERK'S OFFICE (MGR) 4 0 0 0 0 0 462,212 462,212 432,124ENTERPRISE PROJECT MANAGEMENT (MGR) 9 0 0 0 0 0 1,364,725 1,364,725 1,337,699

MANAGEMENT & BUDGET SERVICES (MGR) 16 0 0 0 0 0 2,031,378 2,031,378 1,963,085

SENIOR ADMINISTRATION (MGR) 5 0 0 0 0 0 1,866,165 1,866,165 1,828,000 Total: 64 0 0 $0 $0 $0 $9,510,273 $9,510,273 $9,286,761

MEDICAL EXAMINER (MED) 20 0 4 $0 $682,500 $429,000 $1,653,735 $2,765,235 $2,744,426 Total: 20 0 4 $0 $682,500 $429,000 $1,653,735 $2,765,235 $2,744,426

ABC PROFIT DISTRIBUTION 0 0 0 $0 $0 $0 $855,000 $855,000 $855,000ACCOUNTING (FIN) 0 0 0 0 0 1,600,000 4,876,765 6,476,765 4,925,432ASC - OPERATING SUPPORT 0 0 0 0 0 0 900,000 900,000 0ASC-LIBRARY & PARKS ORCHESTRA PROGRAMING (NDP) 0 0 0 0 0 0 950,000 950,000 950,000

ASSOCIATION DUES (NDP) 0 0 0 0 0 0 275,904 275,904 275,904CAPITAL RESERVE (NDP) 0 0 0 0 0 7,000,000 0 7,000,000 8,000,000CENTRALINA COUNCIL OF GOVERNMENTS (NDP) 0 0 0 0 0 0 285,204 285,204 281,904

CRITICAL HOME REPAIR (NDP) 0 0 0 0 0 1,000,000 0 1,000,000 1,000,000EARLY CHILDHOOD EDUCATION (NDP) 0 0 0 0 0 0 41,964,552 41,964,552 36,773,890EMPLOYEE COMPENSATION (NDP) 0 0 0 0 0 0 9,180,809 9,180,809 84,400EMPLOYEE LEARNING SERVICES (HRS) 0 0 0 0 0 0 992,088 992,088 907,688LAKE NORMAN MARINE COMMISSION (NDP) 0 0 0 0 0 0 28,923 28,923 28,923

LAKE WYLIE MARINE COMMISSION (NDP) 0 0 0 0 0 0 23,675 23,675 23,675

OTHER POST EMPLOYMENT BENEFITS (HRS) 0 0 0 0 0 0 0 0 8,000,000

PROGRAM REVIEW & STUDIES (OMB) 0 0 0 0 0 0 100,000 100,000 100,000READ CHARLOTTE (NDP) 0 0 0 0 0 0 100,000 100,000 0RETIREE MEDICAL INSURANCE (NDP) 0 0 0 0 0 0 11,418,865 11,418,865 10,953,588REVENUES (NDP) 0 0 0 0 0 3,545,543 -3,545,543 0 0SILOAM SCHOOL (NDP) 0 0 0 0 0 0 0 0 125,000TECHNOLOGY RESERVE (NDP) 0 0 0 0 0 8,000,000 0 8,000,000 15,000,000UNEMPLOYMENT INSURANCE (NDP) 0 0 0 0 0 0 250,000 250,000 250,000UNITED WAY - GRASSROOTS 0 0 0 0 0 0 1,331,000 1,331,000 0US CENSUS (NDP) 0 0 0 0 0 0 0 0 460,000VEHICLE RESERVE (NDP) 0 0 0 0 0 2,300,000 0 2,300,000 2,500,000 Total: 0 0 0 $0 $0 $23,445,543 $69,987,242 $93,432,785 $91,495,404

Medical Examiner's Office

Manager's Office

Non-Departmental

Land Use and Environmental Services Agency

Joint City County Agency

34


StateRevenue

OtherRevenue

CountyCost

TotalCost


ACC FOOTBALL CHAMPIONSHIP (OED) 0 0 0 $0 $0 $0 $275,000 $275,000 $275,000BELK BOWL (OED) 0 0 0 0 0 0 275,000 275,000 275,000

BUSINESS INVESTMENT GRANTS (OED) 0 0 0 0 0 0 3,319,730 3,319,730 3,919,156

CHARLOTTE REGIONAL PARTNERSHIP (OED) 0 0 0 0 0 0 161,525 161,525 161,525

CRVA - CIAA TOURNAMENT (OED) 0 0 0 0 0 0 0 0 275,000CRVA - FILM COMMISSION (OED) 0 0 0 0 0 0 150,000 150,000 150,000DEVELOPMENT AGREEMENTS (OED) 0 0 0 0 0 0 6,107,836 6,107,836 5,658,040ECONOMIC DEVELOPMENT (OED) 7 0 0 0 0 0 924,017 924,017 4,640,611MWSBE (OED) 2 0 0 0 0 0 187,200 187,200 109,308 Total: 9 0 0 $0 $0 $0 $11,400,308 $11,400,308 $15,463,640

ATHLETIC SERVICES (PRK) 12 4 19 $0 $0 $1,690,515 $83,230 $1,773,745 $1,660,883COOPERATIVE EXTENSION SERVICES (PRK) 0 0 0 0 0 9,413 222,071 231,484 231,484

FISCAL ADMINISTRATION (PRK) 9 1 1 0 0 0 915,760 915,760 850,262IT RESOURCE MANAGEMENT (PRK) 1 0 0 0 0 0 111,945 111,945 132,744NATURE PRESERVES & NATURAL RESOURCES (PRK) 54 9 13 $0 $0 $465,389 $4,761,863 $5,227,252 $5,061,667

PARK FACILITY PLANNING SERVICE (PRK) 8 0 0 0 0 0 1,137,463 1,137,463 1,052,019

PARK OPERATIONS (PRK) 137 7 52 0 0 1,323,800 12,347,539 13,671,339 14,295,545

PARK REPAIR AND MAINTENANCE (PRK) 57 1 5 0 0 356,746 7,942,886 8,299,632 8,277,161

POOLS (PRK) 18 8 119 0 0 1,966,669 2,133,318 4,099,987 3,967,609RECREATION PROGRAMMING (PRK) 80 28 170 0 0 3,968,373 8,453,427 12,421,800 9,653,932

SENIOR ACTIVITIES AND SERVICES (CSG) 0 0 0 0 0 0 95,000 95,000 95,000

SENIOR MANAGEMENT & ADMINISTRATION (PRK) 9 3 2 0 0 0 1,652,087 1,652,087 1,387,617

THERAPEUTIC RECREATION (PRK) 9 0 2 0 0 142,029 912,019 1,054,048 1,074,069VOLUNTEER COORDINATION (PRK) 1 1 0 0 0 0 596,298 596,298 594,646 Total: 395 62 383 $0 $0 $9,922,934 $41,364,906 $51,287,840 $48,334,638

ADMINISTRATIVE SUPPORT (HLT) 7 0 0 $0 $628,244 $1,061,167 $863,664 $2,553,075 $2,514,843ADULT MENTAL HEALTH CONTINUUM (HLT) 5 0 0 0 15,120 0 482,568 497,688 260,277

BETHESDA - ACCESS TO CARE (CSG) 0 0 0 0 0 0 165,000 165,000 165,000CARE RING NURSE FAMILY PARTNERSHIP (CSG) 0 0 0 0 0 0 250,000 250,000 250,000

CHARLOTTE COMMUNITY HEALTH CLINIC-HOMELESS (CSG) 0 0 0 0 0 0 270,919 270,919 270,919

CHILD DEVELOPMENT - COMMUNITY POLICING (HLT) 27 0 0 0 0 0 2,557,568 2,557,568 2,638,012

CHILDREN'S DEVELOPMENTAL SERVICES (HLT) 104 1 0 0 2,624,434 2,031,219 5,250,003 9,905,656 9,471,954

COMMUNICABLE DISEASE (HLT) 48 0 1 669,279 186,692 200,590 3,927,427 4,983,988 4,889,942CW WILLIAMS - HEALTHCARE FOR HOMELESS INITIATIVE (CSG) 0 0 0 0 0 0 390,000 390,000 390,000

FOOD & FACILITIES SANITATION (HLT) 67 0 0 0 194,454 153,950 5,840,268 6,188,672 6,533,735GROUND WATER QUALITY (HLT) 13 0 0 0 19,591 264,200 1,085,004 1,368,795 1,354,143HEALTH CASE MANAGEMENT (HLT) 89 1 0 424,632 5,198,100 1,397,663 1,935,688 8,956,083 9,486,477HEALTH PLANNING (HLT) 41 0 0 108,245 27,332 1,304,976 3,216,811 4,657,364 4,021,715HEALTH PROMOTION (HLT) 19 0 0 104,327 22,299 0 2,039,349 2,165,975 2,331,739LAKE NORMAN COMMUNITY HEALTH CLINIC (CSG) 0 0 0 0 0 0 164,892 164,892 140,000

MEDASSIST OF MECKLENBURG (CSG) 0 0 0 0 0 0 550,000 550,000 550,000PATIENT SERVICES (HLT) 54 2 0 0 0 3,500 4,089,838 4,093,338 4,376,515PEST MANAGEMENT & ENVIRONMENTAL SERVICES (HLT) 10 0 0 0 16,000 455,500 692,716 1,164,216 1,090,671

PHYSICIANS REACH OUT (CSG) 0 0 0 0 0 0 250,000 250,000 250,000PUBLIC HEALTH CLINICS (HLT) 72 0 2 994,132 652,539 2,868,605 5,460,599 9,975,875 10,297,751SCHOOL HEALTH SERVICES (HLT) 204 0 23 0 50,000 6,000 17,652,184 17,708,184 17,954,944SENIOR ADMINISTRATION (HLT) 11 0 0 0 0 0 2,053,780 2,053,780 1,673,405SHELTER HEALTH SERVICES (CSG) 0 0 0 0 0 0 69,000 69,000 69,000WOMEN, INFANTS, CHILDREN (HLT) 66 5 0 4,368,392 0 240,758 728,795 5,337,945 4,996,304 Total: 837 9 26 $6,669,007 $9,634,805 $9,988,128 $59,986,073 $86,278,013 $85,977,346

PUBLIC INFORMATION (PID) 15 0 1 $0 $0 $0 $2,076,164 $2,076,164 $1,915,800WEB SERVICES (PID) 7 0 0 0 0 0 1,096,586 1,096,586 1,068,100 Total: 22 0 1 $0 $0 $0 $3,172,750 $3,172,750 $2,983,900

Public Information

Public Health

Park and Recreation

Office of Economic Development

35


StateRevenue

OtherRevenue

CountyCost

TotalCost


ADMINISTRATION & FISCAL MANAGEMENT (LIB) 11 0 0 $0 $0 $0 $1,451,052 $1,451,052 $1,427,344

IMAGINON (LIB) 22 1 6 0 0 0 2,097,882 2,097,882 2,034,426IT RESOURCE MANAGEMENT (LIB) 3 0 0 0 0 0 1,222,072 1,222,072 1,197,981PUBLIC INFORMATION (LIB) 4 0 0 0 0 0 363,887 363,887 358,087PUBLIC LIBRARY SERVICES (LIB) 308 7 99 0 0 350,000 33,018,517 33,368,517 32,532,864 Total: 348 8 105 $0 $0 $350,000 $38,153,410 $38,503,410 $37,550,702

ADMINISTRATIVE SUPPORT (REG) 3 0 0 $0 $0 $0 $206,368 $206,368 $123,199FISCAL ADMINISTRATION (REG) 2 0 0 0 0 0 174,667 174,667 173,861REAL PROPERTY RECORDINGS & DOCUMENTATION (REG) 13 0 0 0 0 383,951 599,232 983,183 1,020,067

RECORDS RESEARCH & ASSISTANCE (REG) 11 0 0 0 0 234,974 578,757 813,731 702,032

SENIOR ADMINISTRATION (REG) 2 0 0 0 0 0 437,438 437,438 421,638

VITAL & MISCELLANEOUS RECORDS (REG) 8 0 0 0 0 0 667,015 667,015 606,477

Total: 39 0 0 $0 $0 $618,925 $2,663,477 $3,282,402 $3,047,274

ADMINISTRATIVE SUPPORT (SHF) 2 0 0 $0 $0 $0 $249,150 $249,150 $425,598CHILD SUPPORT ENFORCEMENT (SHF) 6 0 0 0 0 0 1,209 1,209 11,984COMMUNITY ENGAGEMENT (SHF) 14 0 0 0 0 0 1,113,629 1,113,629 0COURT SECURITY (SHF) 106 0 9 0 0 0 9,175,599 9,175,599 9,388,021DETENTION SERVICES (SHF) 671 0 0 200,000 0 26,961,584 50,662,073 77,823,657 88,927,237DV ENFORCEMENT & EDUCATION (SHF) 8 0 0 0 0 0 844,164 844,164 892,072FACILITY MANAGEMENT (SHF) 0 0 0 0 0 0 7,843,354 7,843,354 7,618,943FIELD OPERATIONS (SHF) 106 0 2 0 10,000 2,601,989 9,287,543 11,899,532 12,263,076FISCAL ADMINISTRATION (SHF) 16 0 3 0 0 0 1,531,664 1,531,664 1,480,546HUMAN RESOURCES (SHF) 12 0 0 0 0 0 1,322,598 1,322,598 1,259,929INMATE FINANCE & SUPPORT (SHF) 34 0 0 0 0 0 2,425,706 2,425,706 2,376,127INMATE LIBRARY SERVICE (SHF) 3 0 0 0 0 0 237,784 237,784 223,151IT RESOURCE MANAGEMENT (SHF) 12 0 0 0 0 0 2,208,845 2,208,845 2,203,537JUVENILE JUSTICE (SHF) 123 0 1 0 894,960 0 12,595,730 13,490,690 1,048,643LEGAL SERVICES (SHF) 3 0 0 0 0 0 561,639 561,639 477,677PUBLIC INFORMATION (SHF) 2 0 1 0 0 0 223,642 223,642 255,854REGISTRATION DIVISION (SHF) 16 0 0 0 0 135,420 1,195,317 1,330,737 1,317,936REHABILITATION SERVICES (SHF) 18 0 0 0 0 0 1,661,264 1,661,264 2,651,252RESEARCH & PLANNING (SHF) 2 0 0 0 0 0 189,459 189,459 194,065SENIOR ADMINISTRATION (SHF) 2 0 0 682,635 0 30,000 589,823 1,302,458 597,260

TRAINING DIVISION - MANDATED (SHF) 11 0 0 0 0 0 1,276,683 1,276,683 1,308,864

TRAINING DIVISION - NONMANDATED (SHF) 0 0 0 0 0 0 136,100 136,100 136,100

Total: 1,167 0 16 $882,635 $904,960 $29,728,993 $105,332,975 $136,849,563 $135,057,872

ADMINISTRATIVE SUPPORT (DSS) 18 0 0 $1,739,804 $0 $0 $1,862,236 $3,602,040 $4,260,455ADULT SERVICES (DSS) 56 0 0 1,083,715 39,340 0 5,128,641 6,251,696 5,830,447BEHAVIORAL HEALTH (DSS) 13 0 0 0 490,140 0 12,421,365 12,911,505 13,124,715CHILDCARE SERVICES (DSS) 0 0 0 2,092,376 160,407 0 0 2,252,783 2,289,788CHILDREN'S SERVICES (DSS) 432 0 0 17,312,971 4,078,853 26,977 29,280,158 50,698,959 47,968,068COMMUNITY CULINARY SCHOOL (CSG) 0 0 0 0 0 0 0 0 80,000COMMUNITY SOCIAL WORK (DSS) 31 0 0 1,783,399 0 0 948,793 2,732,192 2,972,980FACILITIES MANAGEMENT (DSS) 0 0 0 377,753 0 0 725,968 1,103,721 1,109,158FRAUD (DSS) 13 0 0 1,125,812 0 10,500 -150,401 985,911 1,013,552GENERAL ASSISTANCE (DSS) 5 0 0 7,713,711 280 0 3,394,497 11,108,488 12,087,980LATIN AMERICAN COALITION (CSG) 0 0 0 0 0 0 0 0 50,000LEGAL SERVICES (DSS) 15 0 0 211,794 0 0 1,714,590 1,926,384 1,815,262MAINTAINING INDEPENDENCE SERVICES (DSS) 2 0 0 2,866,298 619,803 1,000 1,318,608 4,805,709 4,775,177

MECKLENBURG TRANSPORT (DSS) 38 2 0 2,254,967 796,330 137,159 2,247,600 5,436,056 4,840,428MEDICAID RELATED PAYMENTS (DSS) 0 0 0 0 0 0 3,646,544 3,646,544 3,646,544MEDICAID TRANSPORTATION (DSS) 0 0 0 720,000 280,000 0 0 1,000,000 1,100,000PUBLIC ASSISTANCE (DSS) 584 3 0 29,571,054 21,456 723,805 12,569,344 42,885,659 42,101,344QUALITY IMPROVEMENT (DSS) 18 0 0 652,596 0 0 1,492,262 2,144,858 1,249,165RECORD & MAIL SERVICES (DSS) 7 0 0 346,249 0 0 540,513 886,762 871,194RETIREE MEDICAL INSURANCE (DSS) 0 0 0 1,179,141 0 0 1,847,402 3,026,543 3,443,715SENIOR ADMINISTRATION (DSS) 1 0 0 142,792 0 0 138,341 281,133 255,477SENIOR CITIZENS NUTRITION PROGRAM (DSS) 32 1 0 1,211,605 0 121,600 2,628,694 3,961,899 3,643,876

URBAN LEAGUE OF CENTRAL CAROLINAS - JOB TRAINING (CSG) 0 0 0 0 0 0 0 0 50,000

WORK FIRST EMPLOYMENT SERVICE (DSS) 39 0 0 150,000 0 0 3,709,080 3,859,080 4,647,903

Total: 1,304 6 0 $72,536,037 $6,486,609 $1,021,041 $85,464,235 $165,507,922 $163,227,228

Social Services

Sheriff's Office

Register of Deeds

Public Library

36


StateRevenue

OtherRevenue

CountyCost

TotalCost


ATTORNEY (TAX) 0 0 0 $0 $0 $0 $295,387 $295,387 $402,000BUSINESS TAX COLLECTIONS (TAX) 12 0 0 0 0 2,327,281 -658,554 1,668,727 1,644,421PROPERTY TAX COLLECTIONS (TAX) 35 0 0 0 0 456,155 3,619,958 4,076,113 3,800,142TAX ADMINISTRATION (TAX) 1 0 0 0 0 0 229,140 229,140 224,958 Total: 48 0 0 $0 $0 $2,783,436 $3,485,931 $6,269,367 $6,071,521

GRAND TOTAL: 5,722 87 552 $90,391,362 $150,233,942 $225,727,560 $1,437,960,844 $1,904,313,708 $1,898,668,653

Office of the Tax Collector

37

Current Expense $411,193,792 $426,444,699 $457,564,612 $499,151,701 $518,515,366Fines & Forfeitures 2,300,000 2,300,000 2,300,000 2,300,000 2,300,000OPERATING TOTAL $413,493,792 $428,744,699 $459,864,612 $501,451,701 $520,815,366Capital Replacement $4,960,000 $4,960,000 $4,960,000 $4,960,000 $4,960,000Deferred Maintenance1 18,000,000 18,000,000 18,000,000 18,000,000 15,000,000One-Time Funding2 4,600,000 12,600,000 6,300,000Debt Service (County) 105,095,736 112,271,839 75,065,800 81,642,479 102,742,141CAPITAL TOTAL $128,055,736 $135,231,839 $102,625,800 $117,202,479 $129,002,141% Change 5.9% 5.6% -24.1% 14.2% 10.1%TOTAL $418,453,792 $433,704,699 $469,424,612 $519,011,701 $532,075,366(w/out Debt Service and Deferred Maintenance)% Change 1.8% 3.6% 8.2% 10.6% 2.5%CMS Enrollment3 146,950 147,189 147,183 146,829 147,144Charter Enrollment4 18,408 18,083 19,955 21,507 23,314Combined Enrollment 165,358 165,272 167,138 168,336 170,458% Change in Enrollment 2.2% -0.1% 1.1% 0.7% 1.3%Operating Cost Per-Pupil $2,501 $2,594 $2,751 $2,979 $3,055

Charlotte - Mecklenburg Schools Funding

3 Enrollment is measured by the North Carolina Department of Instruction (DPI) at the last day of the 1st month of of the school calendar. Enrollment information is an estimate provided by CMS for FY2021. FY17-FY20 figures reflect revised counts by DPI.

1 The funding sources for Deferred Maintenance are fund balance, pay-as-you-go (PAYGO) financing, the debt service fund, and capital reserve fund.

4 Charter enrollments are provided by CMS and reflect students who reside in Mecklenburg County and attend a charter school.

2 In FY2019 and FY2020 one-time funding was provided for security upgrades, Enterprise Resource Planning system, and preventative maintenance. In FY2021, funding is recommended for continued implementation of an Enterprise Planning System and preventative maintenance.





FY2021 Recommended

Budget

$418,453,792 $433,704,699$469,424,612

$519,011,701 $532,075,366

FY2017 AdoptedBudget




FY2021Recommended

Budget

Total County Funding for Charlotte-Mecklenburg Schools

RECOMMENDED BUDGET


Current Expense $34,529,949 $35,149,940 $36,765,175 $37,884,035 $39,091,669Deferred Maintenance1 4,000,000 4,000,000 4,000,000 4,000,000 3,000,000Capital Maintenance and Repairs2 700,000

Debt Service (County) 8,901,176 10,224,822 15,051,902 22,015,885 19,659,032TOTAL $47,431,125 $50,074,762 $55,817,077 $63,899,920 $61,750,701% Change 3.5% 5.6% 11.5% 27.6% 10.6%TOTAL $38,529,949 $39,849,940 $40,765,175 $41,884,035 $42,091,669(w/out Debt Service)% Change 8.6% 3.4% 2.3% 5.1% 3.3%Annual FTE Enrollment3 17,571 17,513 17,233 17,330 16,950% Change in Enrollment -3.9% -0.3% -1.6% -1.0% -1.6%

2 These appropriations were in the Capital Reserve Fund.

Central Piedmont Community College Funding

3 CPCC supplies the total annual enrollment.

1 The funding sources for Deferred Maintenance are fund balance, pay-as-you-go (PAYGO) financing, the debt service fund, and capital reserve fund.




FY2021 Recommended

Budget


$38,529,949$39,849,940 $40,765,175 $41,884,035 $42,091,669





FY2021Recommended

Budget

Total County Funding for Central Piedmont Community College

RECOMMENDED BUDGET


Agency

FT PT LPT FT PT LPT FT PT LPT FT PT LPTAsset and Facility Management 36 37 43 44Attorney's Office1* 9 9 10Behavioral Health2 10Board of Elections 24 3 24 3 27 3 27 3Child Support Enforcement3 117 117Community Resources3 5 38 176 180Community Support Services 109 2 111 2 114 2 114 2County Assessor's Office 121 121 122 121County Commissioners 9 9 9 9Criminal Justice Services 60 58 60 58Economic Development 6 6 8 9Financial Services 139 138 136 136Historic Land Commission 2 2 2 3Human Resources 54 2 53 2 59 58Information Services & Technology 151 162 173 175Internal Audit 13 15 15 15Land Use & Environmental Services 507 14 517 14 517 14 519 14Manager’s Office1 68 61 64 64Medical Examiner 20 3 20 3 20 4 20 4Park & Recreation 335 39 337 343 39 339 393 47 339 395 62 383Public Health 817 10 25 832 8 26 844 8 27 837 9 26Public Information 21 1 21 1 22 1 22 1Public Library 351 16 99 351 16 99 348 16 99 348 8 105Register of Deeds 38 38 38 39Sheriff's Office 1,175 16 1,165 16 1,167 16 1,167 16Social Services2 1,323 7 1,303 7 1,308 6 1,304 6Tax Collector 39 39 47 48TOTAL 5,550 74 500 5,589 72 503 5,721 79 503 5,722 87 552FT - Full-time staff PT - Part-time staff LPT - Limited part-time staff

Notes:

∙ Temporary positions are not tracked. Departments have the flexibility to manage these positions within their budgets and they do not require Board approval.∙ Part-Time staff is defined as a regular employee who works less than 80.00 standard hours per pay period.∙ Limited Part-Time staff is defined as an employee that works less than 38 hours in a two-week period and does not qualify for retirement benefits.1 Prior to FY2019, Attorney' Office was included in the Manager's Office.2 In FY2019, Behavioral Health Division was consolidated into Social Services.3 In FY2020, Child Support Enforcement was consolidated with Community Resources.* The County Attorney’s Office has an additional 24 Full-Time (FT) positions budgeted in Child Support Enforcement (9 FT positions) and Social Services (15 FT positions).

FY2021Recommended

This chart displays comparative information on the County's positions from FY2018 to FY2021.

FY2021 Staff Summary Comparison by Agency

FY2020Adopted

FY2018 Adopted

FY2019 Adopted

RECOMMENDED BUDGET


Agency

FT PT LPT FT PT LPT FT PT LPT FT PT LPT FT PT LPT Asset and Facility Management 43 0 0 1 44 0 0Administrative Support Assistant II 1 0 0

0 0 0Attorney's Office 9 0 0 1 10 0 0Senior Associate Attorney 1

0 0 0Commissioners 9 0 0 9 0 0

0 0 0Community Resources1 176 0 0 4 180 0 0Behavioral Health Coordinator 1Social Services Program Coordinator 1Senior Quality & Training Specialist 2

0 0 0Community Support Services 114 2 0 114 2 0

0 0 0County Assessor's Office 122 0 0 -1 121 0 0IT Business Analyst -1

0 0 0Criminal Justice Services 60 0 0 0 -1 -1 58 0 0Administrative Support Assistant III -1 0 0Technology Associate -1

0 0 0Elections Office 27 0 3 27 0 3

0 0 0Finance 136 0 0 136 0 0

0 0 0Historic Land Commission 2 0 0 1 3 0 0Executive Director 1

0 0 0Human Resources 59 0 0 -1 58 0 0IT Project Manager II -1

0 0 0Information Technology 173 0 0 2 175 0 0IT Project Manager II 1Technology Associate 1

0 0 0Internal Audit 15 0 0 15 0 0

0 0 0LUESA 517 0 14 -1 3 519 0 14Environmental Specialist -1Environmental Supervisor 1 0 0Maintenance & Operations Specialist 1 0 0Project Manager 1 0 0

0 0 0Manager’s Office 64 0 0 64 0 0

0 0 0Medical Examiner 20 0 4 20 0 4

0 0 0Office of Economic Development 8 0 0 1 9 0 0Economic Development Specialist 1 0 0

0 0 0Park & Recreation 393 47 339 2 15 44 395 62 383Administrative Support Assistant II 2Environmental Educator 2Lifeguard 2 28Maintenance & Operations Technician 2Recreation Assistant 12Recreation Specialist 9 4

0 0 0Public Health 844 8 27 -8 1 -1 1 837 9 26Administrative Support Coordinator -1Information/Education Coordinator -1 1 -1Nurse Case Manager -2Nurse Supervisor -1Nurse (School Health) 1Senior Social Worker -3

0 0 0Public Information Department 22 0 1 22 0 1

0 0 0

FY2021 Staff Composition Changes by Agency

FY2020 Adopted Positions

Changes after FY2020 Budget Transfers Changes in the

FY2021 BudgetFY2021 Adopted

Positions

This chart displays staff changes for the FY2021 Recommended Budget.

RECOMMENDED BUDGET


Agency

FT PT LPT FT PT LPT FT PT LPT FT PT LPT FT PT LPT

FY2020 Adopted Positions

Changes after FY2020 Budget Transfers Changes in the

FY2021 BudgetFY2021 Adopted

Positions

Public Library 348 16 99 -8 6 0 0 348 8 105Library Assistants -8 6

0 0 0Register of Deeds 38 0 0 1 39 0 0Administrative Support Coordinator 1 0 0

0 0 0Sheriff's Office 1,167 0 16 1,167 0 16

0 0 0Social Services 1,308 6 0 -4 1,304 6 0Behavioral Health Coordinator -1Social Services Program Coordinator -1Senior Quality & Training Specialist -2

0 0 0Tax Collector 47 0 0 1 48 0 0IT Business Analyst 1

0 0 0TOTAL 5,721 79 503 -7 -7 5 0 0 0 8 15 44 5,722 87 552FT - Full-time staff PT - Part-time staff LPT - Limited Part-time staff

Notes:

Temporary positions are not tracked. Departments have the flexibility to manage these positions within their budgets and they do not require BOCC approval.1 Child Support Enforcement has been consolidated with Community Resources; the total number of full time positions consolidated totals 132.2 Part-time staff are defined as a regular employees who work more than 38.00 but less than 60.00 hours per pay period.3 Limited part-time staff are defined as regular employees who work less than 38.00 hours per pay period.

RECOMMENDED BUDGET


Explanation of Staff Changes by Agency

Asset and Facility Management The following full-time position is added in the FY2021 Recommended Budget:

• One (1) Administrative Support Assistant II; this position will manage security accessfor facilities. The service will no longer be outsourced to a vendor.

Attorney’s Office The following full-time position was added in FY2020:

• One (1) Senior Associate Attorney position approved via board action to assist withbankruptcies. This service was previously provided through a contractual agreementwith a law firm. The Office of the Tax Collector reduced its annual legal fee budget topay for this position.

Community Resources The following full-time positions were transferred in FY2020:

• One (1) Behavioral Health Coordinator, one (1) Social Services Program Coordinator,and two (2) Senior Quality & Training Specialists; these positions were transferredfrom Social Services to support Workforce Development and Pathways toIndependence.

County Assessor’s Office The following full-time position was transferred in FY2020:

• One (1) IT Business Analyst to the Office of the Tax Collector. This is a sharedposition that is periodically transferred between the two departments.

Criminal Justice Services The following full-time position was transferred in FY2020:

• One (1) Technology Associate to Information Technology. This position wasreassigned to support the Courts technology needs.

The following full-time position is removed in the FY2021 budget:

• One (1) Administrative Support Assistant III position from the County full-timeposition count; this position resides in the District Attorney’s Office and will befunded under the Administrative Office of the Courts contract moving forward.

Historic Land Commission The following full-time position was added in FY2020:

• One (1) Executive Director position approved via board action. This position waspreviously classified as a consultant; the adjustment makes the position a full-timeCounty funded position, similar to the other positions for the Historic Land Commission.

RECOMMENDED BUDGET


Human Resources The following full-time position was transferred in FY2020:

• One (1) IT Project Manager II from Human Resources. This position, which providesback-end support of PeopleSoft, has been transferred to Information Technology.

Information Technology The following full-time positions were transferred in FY2020:

• One (1) IT Project Manager II from Human Resources, and one (1) TechnologyAssociate from Criminal Justice Services. The Project Manager II was transferred toshift PeopleSoft backend support from HR to IST, while the Tech Associate wastransferred to provide technology support to the Courts.

Land Use & Environmental Services The following full-time position was removed in FY2020:

• One (1) vacant Environmental Specialist in the Air Quality Division. The budgeteddollars will offset the cost of expanding the recycling program with our businesspartners. The new position is detailed below.

The following full-time positions are added in the FY2021 Recommended Budget:

• One (1) Environmental Supervisor to oversee the collection of recycling for Charlotte-Mecklenburg Schools (CPCC), Central Piedmont Community College (CPCC), andpartner jurisdictions. This position is the result of a new contract to expand servicedelivery.

• One (1) Maintenance & Operations Specialist to increase collection routes due togrowing traffic, new sites at CPCC and CMS; as well as the Small Business RecyclingProgram.

• One (1) Project Manager to support capital projects in the Solid Waste Division.

Office of Economic Development The following position is added in the FY2021 Recommended Budget:

• One (1) Economic Development Specialist to ensure compliance and improveperformance within the Minority Women Small Business Enterprise Program. Theposition will track data as well as analyze construction and service contracts.

Park & Recreation The following part-time positions are added in the FY2021 Recommended Budget:

• Two (2) Administrative Support Assistant II positions, two (2) EnvironmentalEducators, nine (9) Recreation Specialists, and two (2) Lifeguards; the increase isbased upon the Operational Needs Assessment and will provide additional capacity atthe Eastway Regional Center.

RECOMMENDED BUDGET


The following limited part-time positions are added in the FY2021 Recommended Budget:

• Twenty-Eight (28) Lifeguards, twelve (12) Recreation Assistants, and four (4)Recreation Specialists; the increase is based upon the Operational Needs Assessmentand will provide additional capacity at the Eastway Regional Center.

The following full-time positions are added in the FY2021 Recommended Budget:

• Two (2) Maintenance & Operations Technicians; the increase is based upon theOperational Needs Assessment and will provide additional capacity at the AmericanLegion Memorial Stadium.

Public Health The following part-time position is added in the FY2021 Recommended Budget:

• One (1) part-time Information/Education Coordinator position for the PositiveParenting Program; budgeted hours increased to convert this position from limitedpart-time to part-time.

The following full-time positions are reduced in the FY2021 Recommended Budget:

• One (1) Administrative Support Coordinator, one (1) Nurse Case Manager, one NurseSupervisor, and three (3) Senior Social Workers; these positions for the Smart StartHealthy Family Program are 100% funded by the State.

• One (1) Nurse Case Manager associated with Case Management for At-Risk Children.

• One (1) Information/Education Coordinator associated with Maternal Child Health.

Public Library The following limited/part-time change occurred in FY2020:

• Eight (8) vacant part-time Library Assistants converted to six (6) limited part-timepositions; the remaining two (2) vacant part-time positions were classified astemporary positions and are not displayed in the official position count.

Register of Deeds The following position is added in the FY2021 Recommended Budget:

• One (1) Administrative Support Coordinator to increase capacity with managingthe office.

Social Services The following full-time positions were transferred in FY2020:

• One (1) Behavioral Health Coordinator, one (1) Social Services Program Coordinator,and two (2) Senior Quality & Training Specialists; these four positions were

RECOMMENDED BUDGET


transferred to Community Resources and will increase program capacity for: Workforce Development and Pathways to Independence.

Tax Collection The following position was transferred in FY2020:

• One (1) IT Business Analyst from the County Assessor’s Office. This is a sharedposition that is periodically transferred between the two departments.

RECOMMENDED BUDGET


Revenue Overview

21

s

FY2021 Recommended Budget Revenue Overview

The County’s total budget consists of the following major revenue categories:

• Ad Valorem Property Tax

• Law Enforcement Service District Tax

• Fire Protection Service District Tax

• Sales Tax

• Interest Earned on Investments

• Fund Balance

• Intergovernmental Revenue

• Licenses and Permits

• Charges for Services

• Miscellaneous Revenue (i.e., sale of properties and rentals)

Mecklenburg County classifies revenue as either: 1) County Revenue or 2) Non-County

Revenue. County revenue is defined as revenue over which the Board has

discretionary control. For example, the Board of County Commissioners can change

the tax rate or approve fee changes to increase or decrease County revenue. Revenue

in this category is comprised mainly of dollars generated from property tax. Non-

County revenue includes other sources of funding, such as State and Federal revenue.

For example, the County receives revenue from the State that can only be used for

debt service.

The County allocates revenue into three service areas:

1) County Services

2) General Debt Service

3) Education Services

County Services are provided directly by the County and/or by a nonprofit organization

via a contractual agreement. Debt Service is funding for payments on principal and

interest on obligations and other financing. These payments apply to debt associated

with CMS, CPCC, and the County. Education Services is comprised of funding for CMS

and CPCC operating budgets.

RECOMMENDED BUDGET


Revenues

Assessed Valuation

The County’s largest source of operating revenue is the ad valorem property tax. Real

property, automobiles, boats, trailers, and income-producing personal property are

subject to property tax unless specifically exempted by North Carolina statutes. The

assessed value of property is subject to the property tax rate levied by the Board of

Commissioners per $100 in value.

The estimated assessed valuation for FY2021 is $189.4 billion, a $6.1 billion (3.3%)

increase over FY2020.

FY2021 Property Tax

Based on a 99.00 percent collection rate and a recommended tax rate of 61.69 cents,

the property tax is projected to generate approximately $1.2 billion in revenue,

including prior year taxes.

Property Tax Revenue FY2020

Adopted

FY2021

Recommended

Dollar

Change

Percent

Change

Net Property

Taxes – Current $1,122,687,214 $1,156,824,729 $34,137,515 3.0%

Net Property

Taxes – Prior 9,225,000 7,528,048 -1,696,952 -18.4%

Total Property

Tax Revenue $1,131,912,214 $1,164,352,777 $32,440,563 2.9%

Assessed Valuation

(In Millions) FY2019 FY2020 FY2021

Budgeted Budgeted Projected

Real Property $105,003.00 $157,336.24 $161,672.77

Personal Property 10,709.00 10,743.86 11,604.61

Vehicles 9,780.00 10,142.29 10,842.17

State Certifications 4,231.00 5,141.23 5,296.89

Total $129,723.00 $183,363.62 $189,416.44

Percent Change 2.63% 41.35% 3.30%

Net Yield of One Cent $12,842,536 $18,198,839 $18,752,228

Tax Rate 82.32¢ 61.69¢ 61.69¢

Collection Rate* 99.00% 99.25% 99.00% *Collection rate is limited to prior year collection rate per statutory requirement.

RECOMMENDED BUDGET


Sales Tax

Sales tax revenue for the County is projected to be $320.4 million for FY2021. This is

an $8.5 million decrease (-2.6%) over the FY2020 budget; $60.0 million is dedicated

to pay CMS debt service, with $59.9 million dedicated to transit. In accordance with

the Transit Governance Interlocal Agreement, the net proceeds from the County’s

portion of the tax will be disbursed to the City of Charlotte to fund the operation of the

Charlotte Area Transit System (CATS) as defined in NCGS 105-506.

The remaining sales tax revenue is dedicated to funding County services. Sales tax

revenue will be allocated as follows:

Sales Tax Revenue

One Cent 1/2 Cent 1/2 Cent Total

Transit - - $59,863,301 $59,863,301

CMS Debt Service - 15,024,754 45,019,839 60,044,593

Unclassified 135,426,623 35,057,759 30,013,226 200,497,608

Total $135,426,623 $50,082,513 $134,896,366 $320,405,502

North Carolina Education Lottery

North Carolina law requires that 35 percent of total revenue of the North Carolina

Education Lottery will go to education programs. Five percent of the revenue

designated to education programs is transferred to the Education Lottery Reserve Fund

to be used when lottery proceeds fall short of targets. The Reserve Fund may not

exceed $50 million.

For FY2021, Mecklenburg County expects to receive $9.5 million from the North

Carolina Education Lottery Fund. Actual funding for Mecklenburg County will depend

on the lottery revenues collected over the course of the fiscal year.

Distribution of Proceeds

The net proceeds of the lottery are allocated as follows:

• 50 percent of the total remainder shall be used for reduction of class size in

early grades and for pre-kindergarten programs for at-risk four-year-olds who

would not otherwise be served in high-quality settings.

• 40 percent shall be used for school construction. Sixty-five percent of this total

shall be distributed to each county based on total school enrollment (average

daily membership). The remaining 35 percent shall be distributed based on

total school enrollment to those counties with effective property tax rates above

the state average.

RECOMMENDED BUDGET


• 10 percent shall be used for college scholarships for students who qualify for

the Federal Pell Grant. These scholarships can be used at North Carolina public

and private universities and community colleges.

Note: First 5% is set aside for the lottery reserve. The remainder is then apportioned based on the percentages outlined above.

Interest Earned on Investments

The County’s system of cash management forecasting and close monitoring of

progressive investment strategies results in maximized investment yields. North

Carolina General Statutes restrict the County’s investment portfolio to highly-rated

obligations of the United States government and certain financial institutions. The

projected investment income is $11.0 million for FY2021, an $11.3 million decrease

over the FY2020 Adopted Budget.

Total Interest Earned

FY2018

Adopted

Budget

FY2019

Adopted

Budget

FY2020

Adopted

Budget

FY2021

Recommended

Budget

General Fund $6,100,000 $9,790,000 $12,558,000 $6,300,000

Enterprise Fund 25,000 120,325 120,325 203,277

Debt Service Fund 1,500,000 2,590,000 9,600,000 4,500,000

Total $7,625,000 $12,500,325 $22,278,325 $11,003,277

Fund Balance

In 2012, the County adopted a new fund balance policy. The policy, in accordance

with Governmental Accounting Standards Board Statement No. 54, classifies general

fund balance into five components: non-spendable, restricted, committed, assigned,

and unassigned. The policy sets a target for total fund balance at 28 percent of prior

year’s general fund actual revenues, calculated by combining the general fund and

debt service fund balances. In accordance with the Local Government Commission

recommendations, the policy is intended to maintain 8 percent of the subsequent

year’s budget as unassigned fund balance to provide required resources to meet

operating cost needs, to make funds available to assist in unforeseen emergencies,

and to permit orderly adjustment to changes resulting from termination or

considerable reductions in revenue sources.

The Recommended Budget utilizes $52.0 million of available fund balance, allocating

$19.0 million for a temporary gap in revenue and $33.0 million to support one-time

expenses. Funding from this source includes $17.3 million for Enterprise Reserves

Distribution of Lottery Proceeds

Education Program Percent

Pre-K and Class-Size Reduction Programs 50%

School Construction 40%

College Scholarships 10%

Total 100%

RECOMMENDED BUDGET


(capital, technology, and fleet), $6.3 million for CMS (building services maintenances

and ERP System upgrades), $3.0 million for the Affordable Housing Reserve, $1.0

million for the Cornelius Art Center, $1.0 million in Critical Home Repair through

Habitat for Humanity, $600,000 to implement the Food Desert’s initiative, and $26.4

million for other expenses. In addition, Code Enforcement restricted fund balance in

the amount of $2.8 million is allocated to provide flexibility to respond to potential

changes in fee revenue and $126,659 is allocated to the Huntersville fire protection

service district.

Refer to either the Revenue Overview or Expenditure Overview sections of this

document for a detailed list of fund balance allocations.

COVID-19 Impact

At the Annual Board Retreat in January, the projected growth revenue for FY2021

was $46 million. However, given the economic impact of COVID-19 the revised

revenue growth is expected to be $19 million. Sales Tax is expected to be $7.5

million (4%) lower than the FY2020 budget, and interest on investments is expected

to decline by $6.2 million (52% lower) in the upcoming year.

The recommended budget includes a total of $52 million in fund balance

appropriation. Of this amount, $33 million will address one-time expenses and $19

million will be used to offset the anticipated decline in revenue in FY2021.

Additionally, the budget includes repurposing $14 million or 3-quarters of one cent of

the property tax rate from the debt service fund to the general fund. This revision

will still allow sufficient funding to service our current debt and provide funding for

future debt.

Charges for Service

Charging users for specific services is a method of providing services without resorting

to general tax dollars, which allows customers who receive the benefits to pay for the

service. For FY2021, fees in the Land Use and Environmental Services and Health

Department are adjusted to more accurately reflect the cost of services. Refer to the

Other Related Information section of this document for a detailed list of FY2021 fee

changes.

Law Enforcement Service Districts

The original Law Enforcement Service District (LESD) was established in January 1996

to finance law enforcement service to the unincorporated areas of the County. On May

1, 2018, the BOCC approved a resolution establishing six separate LESDs for the Extra-

Territorial Jurisdictions (ETJs) of Charlotte, Cornelius, Davidson, Huntersville, Mint Hill

and Pineville. These six districts will generate a combined $18.5 million to support the

contracts required to provide law enforcement services within these areas. Beginning

in FY2020, law enforcement services have been provided to the unincorporated areas

of the County through three separate contracts: the City of Charlotte, the Town of

Cornelius, and the Town of Huntersville. In addition to the revenue from the LESD

property tax, $453,188 will be funded with General Fund revenues.

RECOMMENDED BUDGET


District Assessed Value Tax Rate Collection

Rate

FY2021

Revenue Charlotte 7,576,150,493 17.81¢ 97.75% $13,189,529

Cornelius 62,625,146 22.90¢ 97.75% 140,185

Davidson 306,431,625 14.32¢ 97.75% 428,937

Huntersville 2,107,669,076 15.84¢ 97.75% 3,263,430

Mint Hill 535,355,385 15.58¢ 96.75% 806,976

Pineville 398,410,784 16.37¢ 97.75% 637,524

Total 10,986,642,509 $18,466,581

Law Enforcement Service District Revenue

Total LESD Tax Revenue $18,466,581

General Fund 453,188

Total $18,919,769


Prior to FY2013, the County provided individual subsidies or contracts to 15 volunteer

or municipal fire departments operating within Mecklenburg County. They were

responsible for providing fire services to residents in some of the towns and

unincorporated areas. This subsidy cost $2.5 million in FY2012.

Starting in FY2013, the County, under the authority of NCGS 153A-301 et seq., levied

a fire protection service district tax to pay for fire services in the towns and

unincorporated areas. A total of five Fire Protection Service Districts (FPSD’s) were

created to serve the ETJs in the county. The ETJs include geography outside the four

towns of Cornelius, Davidson, Huntersville, and Mint Hill and the City of Charlotte.

These districts were created to fund the cost of providing fire protection services to all

residents in the service district, with the cost burden carried by all service district

property owners, through the fire protection service district tax. The County uses the

funds raised by the Fire Protection Service District tax to contract with the City of

Charlotte, or the towns, or in some instances, directly with the Volunteer Fire

Department(s), to provide fire protection services for that area.

Fire Protection Service District Tax Rates

Charlotte Cornelius Davidson Huntersville Mint Hill

Value of 1¢ $783,008 $6,211 $30,173 $206,343 $52,041

Tax Rate 7.50¢ 6.12¢ 8.90¢ 4.56¢ 7.00¢

FY2021

Projected Tax

Revenue

5,872,559 38,011 268,541 940,923 364,289

FPSD Fund

Balance - - - 126,659 -

Revenue

Total $5,872,559 $38,011 $268,541 $1,067,582 $364,289

RECOMMENDED BUDGET


FY2020Adopted

FY2021Recommended

FY2021 Allocation % of Total Budget

1. Property Tax $1,131,912,214 $1,164,352,777 61.14%

2. Sales Tax 328,869,094 320,405,502 16.83%

3. Charges For Services 121,642,938 133,435,116 7.01%

4. Federal Sources 84,662,673 90,391,362 4.75%

5. Other Revenues 116,667,187 88,432,200 4.64%

6. State Sources 30,177,554 30,326,048 1.59%

7. Licenses & Permits 31,216,799 33,029,473 1.73%

8 Law EnforcementService Districts 17,777,260 18,466,581 0.97%

9. Investment Income 22,278,325 11,003,277 0.58%

10. Fire Protection ServiceDistricts 6,347,123 7,484,323 0.39%

11. Local ABC Profits 7,117,486 6,987,049 0.37%

$1,898,668,653 $1,904,313,708 100.00%

1.2.3.

4.

5.

6.

7.8.

9.10.

11.

Law Enforcement Service District Taxes are generated from the 14.32 to 22.9 cents tax for law enforcement services in the unincorporated areas.

Fire Protection Service District Taxes are generated from the 4.56 to 8.9 cents tax for fire protection services in the unincorporated areas.Local ABC Profits distribution revenues are net profits from local ABC stores. Mecklenburg County allocates 2 percent of the net profits to six municipalities and applies no less than 25 percent to the principal and interest on bond indebtedness.

Sales tax revenue consists of taxes on retail sales and leases of tangible personal property.

Licenses and Permits are revenues derived from business, marriage, and license fees.

Investment Interest is revenue from funds invested by the County.

Other Revenues include appropriated fund balance, revenues from rentals, transient occupancy tax, sale of properties, and other revenue sources.

Where the Money Comes From Total Revenue

Property taxes represent 61.14 percent of the total revenue for the Recommended Budget.

Charges for Services are revenues from user fees such as parks, landfill, storm water, health user fees, and others.Federal Sources consist of revenue from the Federal Government, which primarily funds health, mental health, and social services.Similar to Federal Sources, State Sources consist of revenue from the State of North Carolina, which funds various health, mental and social services, and State lottery funds.

RECOMMENDED BUDGET



150,471,051 10.46%

Business Partners19,057,428

1.33%

Business Partners -Education

684,968,208 47.63%

Community Services82,879,796

5.76%

Customer Satisfaction and Management

27,090,973 1.88%

Detention and Court Support Services

119,703,393 8.32%

Financial Services174,910,046

12.16%

Health and Human Services171,892,980

11.95%

Land Use and Environmental Services6,986,969

0.49%

Where the Money Goes(County Dollars)

RECOMMENDED BUDGET


FY2018 FY2019 FY2020 FY2021Adopted Adopted Adopted RecommendedBudget Budget Budget1 Budget

81.57¢ 81.57¢ 61.69¢ 61.69¢Net Property Tax - Current $1,020,734,352 $1,057,247,593 $1,122,687,214 $1,156,824,729Net Property Tax - Prior 6,910,000 8,300,000 9,225,000 7,528,048Sales Tax - One cent 127,028,000 129,850,000 142,900,000 135,426,623Sales Tax- Half cent 30,500,000 33,100,000 34,600,000 35,057,759Sales Tax - Add'l half cent 27,000,000 28,300,000 30,500,000 30,013,226Other Revenues2 33,314,847 46,612,213 39,803,629 67,310,459Interest On Investments 5,600,000 9,290,000 12,058,000 5,800,000TOTALS3 $1,251,087,199 $1,312,699,806 $1,391,773,843 $1,437,960,844Est. Assessed Valuation $126,400,000 $129,722,589,506 $183,351,155,001 $189,416,440,101Tax Levy 1,031,044,800 1,067,926,357 1,131,170,172 1,168,509,829Less: Uncollectible -10,310,448 -10,678,764 -8,482,958 -11,685,100Net - Property Taxes 1,020,734,352 1,057,247,593 1,122,687,214 1,156,824,729NET YIELD ONE CENT $12,513,600 $12,842,536 $18,198,853 $18,752,224

TAX RATE PER $100 81.57¢ 82.32¢ 61.69¢ 61.69¢ UNCOLLECTIBLE % -1.00% -1.00% -0.75% -1.00%COLLECTION RATE 99.00% 99.00% 99.25% 99.00%

Comparison of County Revenue

TAX RATE

2Other revenues include $19 million fund balance appropriation for non one-time expenses, room occupancy (transient) tax, vehicle rental tax, heavy equipment tax, and unclassified parking.3Includes contribution to Debt Service Fund.

1Property Revaluation Year

RECOMMENDED BUDGET


Fiscal Year FY2018 Adopted

Percent of Total

FY2019 Adopted

Percent of Total

FY2020 Adopted

Percent of Total

FY2021 Recommended

Percent of Total

SummaryCounty Services $508,652,560 40.66% $530,178,769 40.39% $578,665,743 41.58% $610,409,431 42.45%

General Debt Service 153,383,339 12.26% 193,113,548 14.71% 167,454,000 12.03% 142,583,205 9.92%

Education Services 589,051,300 47.08% 589,407,489 44.90% 645,654,100 46.39% 684,968,208 47.63%Total $1,251,087,199 100.00% $1,312,699,806 100.00% $1,391,773,843 100.00% $1,437,960,844 100.00%Education DetailsCMS

Operating $426,444,699 34.09% $457,564,612 34.86% $499,151,701 35.86% $518,515,366 36.06%

Capital Replacement 4,960,000 0.40% 4,960,000 0.38% 4,960,000 0.36% 4,960,000 0.34%

Debt Service 112,271,839 8.97% 75,065,800 5.72% 81,642,479 5.87% 102,742,141 7.14%Sub Total CMS $543,676,538 43.46% $537,590,412 40.95% $585,754,180 42.09% $626,217,507 43.55%CPCC

Operating $35,149,940 2.81% $36,765,175 2.80% $37,884,035 2.72% $39,091,669 2.72%

Debt Service 10,224,822 0.82% 15,051,902 1.15% 22,015,885 1.58% 19,659,032 1.37%Sub Total CPCC $45,374,762 3.63% $51,817,077 3.95% $59,899,920 4.30% $58,750,701 4.09%Combined CMS & CPCC

Operating $461,594,639 36.90% $494,329,787 37.66% $537,035,736 38.59% $557,607,035 38.78%

Capital Replacement 4,960,000 0.40% 4,960,000 0.38% 4,960,000 0.36% 4,960,000 0.34%

Debt Service 122,496,661 9.79% 90,117,702 6.87% 103,658,364 7.45% 122,401,173 8.51%Total Education $589,051,300 47.08% $589,407,489 44.90% $645,654,100 46.39% $684,968,208 47.63%*Table excludes one-time funding allocation.

Fiscal Year 2018 - 2021ALLOCATION COMPARISON OF COUNTY REVENUES BY SERVICE AREA*

RECOMMENDED BUDGET


56

Agency Total Budget Federal State Other* County

Asset and Facility Management $36,292,185 $580,624 $35,711,561Attorney's Office 2,323,956 2,323,956 Commissioners 683,686 683,686 Community Resources 15,474,091 8,223,209 75,000 7,175,882 Community Service Grants 1,314,613 1,314,613 Community Support Services 19,733,082 301,400 19,431,682 County Assessor's Office 16,850,116 2,385,275 14,464,841 Criminal Justice Services 12,941,683 225,000 12,716,683 Elections Office 5,612,914 2,251,434 3,361,480 Emergency Medical Services 14,481,794 14,481,794 Financial Services 14,498,251 122,182 14,376,069 Historic Landmarks Commission 493,734 186,000 307,734 Hospitals 1,000,000 1,000,000 Human Resources 7,158,740 7,158,740 Information Services and Technology 35,998,844 250,000 35,748,844 Internal Audit 1,864,664 1,864,664 Joint City County 8,946,189 7,610,982 1,335,207 Land Use & Environmental Services 105,033,440 3,117,174 97,592,774 4,323,492 Law Enforcement 18,919,769 18,466,581 453,188 Manager's Office 9,510,273 9,510,273 Medical Examiner's Office 2,765,235 682,500 429,000 1,653,735 Non-Departmental 93,432,785 23,445,543 69,987,242 Office of Economic Development 11,400,308 11,400,308 Park and Recreation 51,287,840 9,922,934 41,364,906 Public Health 86,278,013 6,669,007 9,634,805 9,988,128 59,986,073 Public Information 3,172,750 3,172,750 Public Library 38,503,410 350,000 38,153,410 Register of Deeds 3,282,402 618,925 2,663,477 Sheriff's Office 136,849,563 882,635 904,960 29,728,993 105,332,975 Social Services 165,507,922 72,536,037 6,486,609 1,021,041 85,464,235 Office of the Tax Collector 6,269,367 2,783,436 3,485,931 Transit Sales 59,863,301 59,863,301 Total County Services $987,744,920 $88,310,888 $80,689,349 $208,335,252 $610,409,431

General Debt Service & PAYGO $150,465,997 $7,882,792 $142,583,205

Education ServicesCMS Operating $527,115,366 $0 $0 $8,600,000 $518,515,366CMS Capital Replacement 4,960,000 - 4,960,000 CMS Debt Service 174,367,208 2,080,474 69,544,593 102,742,141 CPCC Operating 39,091,669 - - - 39,091,669 CPCC Debt 20,568,548 - - 909,516 19,659,032 Total Education Services $766,102,791 $2,080,474 $69,544,593 $9,509,516 $684,968,208

Total Appropriation $1,904,313,708 $90,391,362 $150,233,942 $225,727,560 $1,437,960,844*Fund Balance allocation is included in Other Revenue.

Budget Summary by Agency and Funding SourceFY2021 Recommended Budget

County Services

RECOMMENDED BUDGET


Expenditure Overview

21

FY2021 Recommended Budget Expenditure Overview

Appropriations The Fiscal Year 2021 Recommended Budget anticipates total expenditures of $1.90 billion, of

which County expenditures are $1.44 billion. County expenditures are funded, in part, by the

FY2021 recommended property tax rate of 61.69 cents per $100 valuation. A summary of

approved funding by financial category is below.

Financial Category County

Funding

Percent of

County

Total

Funding

Percent

of Total

Administrative Services $150,471,051 10.46% $174,747,218 9.10%

Business Partners 19,057,428 1.33% 45,320,991 2.38%

Business Partners -

Education 684,968,208 47.63% 766,102,791 40.26%

Community Services 82,879,796 5.76% 95,404,164 5.01%

Customer Satisfaction &

Management 27,090,973 1.88% 27,090,973 1.42%

Detention & Court

Support Services 119,703,393 8.32% 152,556,481 8.02%

Financial Services 174,910,046 12.16% 247,947,032 13.03%

Health & Human

Services 171,892,980 11.95% 286,828,216 15.07%

Land Use &

Environmental Services 6,986,969 0.49% 108,315,842 5.69%

Total $1,437,960,844 100.00% $1,904,313,708 100.00%

The Recommended Budget can be viewed according to the three broad expenditure

categories: County Services, Debt Service, and Education Services. The table below, and the

information that follows, shows the County funding for the FY2021 Recommended Budget by

expenditure category.

Expenditure Categories

County Funding

Percent of County

Total Funding

Percent of Total

County Services $610,409,431 42.45% $987,744,920 51.87%

Debt Service / PAYGO 142,583,205 9.92% 150,465,997 7.90%

Education Services* 684,968,208 47.63% 766,102,791 40.23%

Total County $1,437,960,844 100.00% $1,904,313,708 100.00%

*Includes education debt service totaling $194,935,756

RECOMMENDED BUDGET


Debt Service Fund

Debt service is the annual budget appropriation for repayment of the County’s outstanding

debt for capital projects, such as government buildings, schools, parks and libraries. In

FY2012, the County recommended a strategy to provide for capital projects using the Debt

Service Fund. The model ensures debt service does not compete with other funding needs in

the General Fund and provides a mechanism to determine debt capacity and generate fund

balance.

The Debt Service Fund is used to provide a dedicated funding source for the County’s principal

and interest payments on debt, including debt service for Charlotte-Mecklenburg Schools

(CMS) and Central Piedmont Community College (CPCC). The Debt Service Fund ensures

compliance with recommended debt policies and ensures debt service is intentional and less

likely to be a potential strain on the annual operating budget. A standard, structured method

based on available funding capacity is used to manage debt issuance for capital projects. The

Fund includes County revenues dedicated for debt service - lottery funds, a portion of the

sales tax, and ABC and investment revenues.

The recommended general debt service within the Debt Service Fund for FY2021 is $34.5

million, a decrease of $11.4 million (-24.8 percent). Debt service for CMS is projected to be

$174.4 million, an increase of $20.5 million (13.3 percent). CPCC debt service is projected to

be $20.6 million, a decrease of $2.3 million (-10.0 percent). Consistent with the funding

model, the Debt Service Fund includes a contribution to fund balance in the amount of $60.5

million, which represents a decrease of $14.7 million (19.5 percent). Additionally, there is a

transfer of $25.0 million, a decrease of $5.0 million (16.67%) from the Debt Service fund

balance to support the County’s Deferred Maintenance Plan.

Debt Service Fund

Debt Service

Revenue

County

Funding

Total

Funding

CMS Debt Service $71,625,067 $102,742,141 $174,367,208

CPCC Debt Service 909,516 19,659,032 20,568,548

General Debt Service 4,882,792 29,656,163 34,538,955

Fund Balance for Future Debt - 60,465,542 60,465,542

Debt Service Fund Balance to

Deferred Maintenance Plan - 25,000,000 25,000,000

Total Debt Service Fund $77,417,375 $237,522,878 $314,940,253

RECOMMENDED BUDGET


Deferred Maintenance As part of the FY2021 Recommended Budget, the County Manager continues to support a

long-term strategy to provide dedicated funds to support maintenance for projects included

in the County’s capital investment plan. This strategy is designed to catch up on deferred

maintenance that was not addressed during the Great Recession.

The Deferred Maintenance Plan is funded by a transfer from the Debt Service Fund. Beginning

in FY2017, this strategy provides $150.0 million for deferred maintenance over a five-year

period, with an annual appropriation of $30.0 million. However, in FY2021 this amount was

decreased to $25.0 million to preserve fund balance for COVID-19. The FY2021 Recommended

Budget allocates funding as follows:

Fund Balance

The Recommended Budget utilizes $52.0 million of available fund balance, allocating $19.0

million due to a projected decrease in revenue growth and $33.0 million to support one-time

expenses. Funding from this source includes $17.3 million for Enterprise Reserves (capital,

technology, and fleet), $6.3 million for CMS (building services maintenances and ERP System

upgrades), $3.0 million for the Affordable Housing Reserve, $1.0 million for the Cornelius Art

Center, $1.0 million in Critical Home Repair through Habitat for Humanity, $600,000 to

implement the Food Desert’s initiative, and $26.3 million for other expenses. In addition,

Code Enforcement fund balance in the amount of $2.8 million is allocated to provide flexibility

to respond to potential changes in fee revenue and $126,659 in restricted fund balance is

allocated to the Huntersville fire protection service district.

Deferred Maintenance Plan Funding Sources

Debt Service Fund Balance $25,000,000

Total $25,000,000

Deferred Maintenance Program Funding

Charlotte Mecklenburg Schools $15,000,000

Central Piedmont Community College 3,000,000

Park and Recreation 4,000,000

Other County and Library Facilities 3,000,000

Total $25,000,000

RECOMMENDED BUDGET


Fund Balance Allocation

Total County Description Amount

County One-time Funding to Fill a Temporary

Gap in Revenue $19,000,000

Sub-total $19,000,000

Reserve Description Amount

Technology Technology Upgrades $8,000,000

Capital Replacement, Renovation, and Repair 7,000,000

Fleet Vehicle Replacement 2,300,000

Sub-total $17,300,000

Agency Description Amount

Charlotte-Mecklenburg

Schools

Security Upgrades, Building Services

Staffing, and Enterprise Resource

Planning Upgrades

$6,300,000

Non-Departmental Affordable Housing Subsidy Program 3,000,000

County Assessor’s Office Transfer into Revaluation Fund

Leading up to 2023 Revaluation 1,300,000

Non-Departmental Senior Citizen Critical Home Repair to

Support Affordable Housing 1,000,000

Non-Departmental Cornelius Art Center 1,000,000

County Assessor’s Office Technology Security Enhancements 839,800

Non-Departmental Food Deserts 600,000

Public Library Funding for a Facilities Master Plan 350,000

Sheriff’s Office Replacement of Bullet Proof Vests 217,937

Park and Recreation

Funding to Purchase Two Vans and

Computers for the Computer Lab at

the Eastway Regional Center

215,056

County Assessor’s Office Funding to Update Bizworks Software 200,475

Information Services &

Technology

Hard Drives and CPU appliances for

the Exabeam Expansion 200,000

Criminal Justice Services E-Scanning of Public Defender’s Office

Paper Files for Efficient Storage 150,000

Financial Services Temporary Staffing to Reduce Backlog

of Work in Essential Functions 100,000

Park and Recreation Funding to Support the Operational

Needs of McAlpine Creek 56,000

Sheriff’s Office Canine Detection Dogs (3) 53,550

Information Services &

Technology

Cybersecurity Consulting for

Republican National Convention 50,000

County Assessor’s Office E-Scanning of County Assessor’s Files

for Efficient Storage 45,000

Financial Services Training for Procurement Division

Employees 22,182

Sub-total $15,700,000

Grand Total $52,000,000

RECOMMENDED BUDGET


Pay-As-You-Go Capital Funding

PAYGO funding reduces the impact of the capital program on future operating budgets by

reducing the need for borrowing. An equivalence of 1.62 cents per $100 assessed property

valuation is allocated for PAYGO.

For FY2020, the Recommended Budget provides $30.5 million for PAYGO, of which $3.0

million is from fund balance. The $3.0 million from fund balance will be added to the affordable

housing subsidy program.

Pay-As-You-Go Capital Funding Budget

FY2020

Adopted

FY2021

Recommended

Dollar

Change

Percent

Change

Pay-As-You-Go $40,461,500 $30,461,500 $(10,000,000) -24.7%

Other Fund Balance Allocation

Reserve Description Amount

Land Use & Environmental

Services Agency

To provide flexibility within fee

schedule $2,847,077

Fire Protection Service

Districts

Support for the Huntersville Fire

Protection Service District 126,659

Total $2,973,736

RECOMMENDED BUDGET


Education Services

Education Services is comprised of County funding for Charlotte-Mecklenburg Schools (CMS)

and Central Piedmont Community College (CPCC). By law, the County must fund the facility

construction and major renovation costs for CMS and CPCC. The County also has limited

funding obligations to pay for CMS and CPCC operational costs associated with facility

maintenance and other related items.

The Mecklenburg Board of County Commissioners, however, has provided operational funding

to CMS and CPCC as a supplement to state funding.

Education Services will receive a total of $766.1 million for operating, capital replacement,

and debt service obligations. Net County revenues used for Education services are $685.0

million. This represents 47.6% percent of available County revenue. This is an increase of

6.01%, or $39.3 million over FY2020.

Education Services (County Funds)

FY2020

Adopted

Budget

FY2021

Recommended

Budget

Dollar

Change

Percent

Change

CMS Operating $499,151,701 $518,515,366 $19,363,665 3.88%

CMS Debt Service 81,642,479 102,742,141 21,099,662 25.84%

CMS Capital Replacement 4,960,000 4,960,000 - 0.00%

CPCC Operating 37,884,035 39,091,669 1,207,634 3.19%

CPCC Debt Service 22,015,885 19,659,032 (2,356,853) -10.07%

Education Services $645,654,100 $684,968,208 $39,314,108 6.01%

RECOMMENDED BUDGET


Charlotte-Mecklenburg Schools Funding

The County’s total FY2021 Recommended Budget for Charlotte-Mecklenburg Schools (CMS)

is $646.9 million. The total budget includes $526.2 million for annual operating expenses,

which is an increase of $16.7 million (3.28 percent). Out of the total operating budget,

additional operating funds from fines and forfeitures are included for $2.3 million and a one-

time fund balance appropriation from the County for $6.3 million. The additional County

funds will be used to modernize CMS’ ERP System and to perform preventative maintenance

on school facilities. In addition to operating expenses, CMS is appropriated $102.7 million in

county funding for debt service, $13 million for deferred maintenance, and $4.96 million for

capital replacements. In FY2020, the County funded CMS at $2,751 per-pupil (combined

Charter and CMS enrollment). The recommended funding level for FY2021 increases the per-

pupil funding to $3,055.

CMS Funding (Total Funding)

FY2020

Adopted

Budget

FY2021

Recommended

Budget

Dollar

Change

Percent

Change

CMS Operating (County) $499,151,701 $518,515,366 $19,363,665 3.88%

Fines and Forfeitures 2,300,000 2,300,000 - -

Total CMS Operating 501,451,701 520,815,366 19,363,665 3.86%

CMS Pupil1 146,829 147,144 315 0.21%

Charter Pupil2 21,507 23,314 1,807 8.40%

Combined Per-Pupil $2,979 $3,055 $76 2.55%

Capital and Debt Funding

Deferred Maintenance $18,000,000 $15,000,000 $(3,000,000) -16.67%

One-time Security

Enhancement 12,600,000 6,300,000 (6,300,000) -50.00%

CMS Capital Replacement 4,960,000 4,960,000 - -

CMS Debt Service 154,854,082 174,367,208 19,513,126 12.60%

Total CMS Capital & Debt 190,414,082 200,627,208 10,213,126 5.36%

CMS Total Funding $691,865,783 $721,442,574 $29,576,791 4.27%

1 The funding source for Deferred Maintenance is Debt Service fund balance. 2 One-time funding is recommended for preventative maintenance and Enterprise Resource Planning system. 3 Enrollment is measured by the North Carolina Department of Instruction (DPI) at the last day of the 1st month of the school calendar. Enrollment information is an estimate provided by CMS for FY2021. 4 Charter enrollments are provided by CMS and reflect students who reside in Mecklenburg County and attend a charter school.

RECOMMENDED BUDGET


Central Piedmont Community College Funding

The FY2021 Central Piedmont Community College (CPCC) recommended operating funding is

$39.1 million, an increase of $1.2 million (3.19%) over FY2020. When combined with 4.0

million for deferred maintenance and $20.6 million in debt service, the total recommended

appropriation for FY2021 is $62.7 million.

CPCC Funding (Total Funding)

Operating Funding

FY2020

Adopted

Budget

FY2021

Recommended

Budget

Dollar

Change

Percent

Change

CPCC Operating $37,884,035 $39,091,669 $1,207,634 3.19%

Capital and Debt Funding

Deferred Maintenance $4,000,000 $3,000,000 $(1,000,000) -25.00%

Debt Service 22,986,703 20,568,548 (2,418,155) -10.52%

Total CPCC Capital and

Debt Service $26,986,703 $23,568,548 $(3,418,155) -12.67%

CPCC Total Funding $64,870,738 $62,660,217 $(2,210,521) -3.41%

RECOMMENDED BUDGET


County Services

County services are provided by Mecklenburg County departments and agencies. In the

FY2021 Recommended Budget, County services received the balance of available County

revenue, totaling $610.4 million, which represents an 80.2 million (15.13 percent) net

increase over the FY2020 Adopted Budget.

Three-Year Strategic Business Plans

In FY2017, each County department began executing its three-year strategic business plan

that served as a guide to funding decisions; this approach was an unprecedented County

practice to link the strategic plan to the budget. This is year two of the new three-year cycle

that will operate from FY2020 – FY2022. The Recommended Budget includes $9.4 million in

new funding for year two of the three-year strategic business plans. Below is a table of new

departmental investments categorized by County dollars, fund balance, and total dollars.

Department County Revenue Total

Assets & Facility Management $1,891,392 - $1,891,392

Community Support Services 43,214 - 43,214

County Assessor’s Office 270,000 - 270,000

County Manager’s Office 15,900 - 15,900

Criminal Justice Services 20,000 - 20,000

Financial Services 2,800 - 2,800

Human Resources 15,000 - 15,000

Information Technology 1,033,798 - 1,033,798

Land Use and Environmental Services - 192,179 192,179

Medical Examiner 14,800 - 14,800

Office of Economic Development 77,123 - 77,123

Park & Recreation 553,904 2,236,465 2,790,369

Public Health 125,486 535,609 661,095

Public Information 51,115 - 51,115

Public Library - 350,000 350,000

Social Services 350,000 1,686,010 2,036,010

Total $4,464,532 $5,000,263 $9,464,795

* Refer to Other Related section for a listing of funded projects.

RECOMMENDED BUDGET


Employee Compensation and Benefits

To effectively recruit and retain a qualified workforce, Mecklenburg County is committed to

providing employees with a competitive salary and benefits package. The FY2021

Recommended Budget includes funding for 1 new full-time position with benefits. Below is a

count of new positions by department.

The FY2021 Recommended Budget also includes $16.3 million for investments in current

employees. These investments include an adjustment to employees’ base salaries of 3.0%

and an increase to the employer contribution rate for Local Governmental Employees

Retirement System (LGERS). Below is a list of FY2021 employee investments.

County Funded Positions with Benefits

Department FY2020

Adopted

FY2021

Recommended

Count

Change

Percent

Change

Assets & Facility Management 43 44 1 2.32%

Board of County Commissioners 9 9 - 0%

Board of Elections 27 27 - 0%

Community Resources 176 180 4 2.27%

Community Support Services 114 114 - 0%

County Assessor’s Office 122 121 1 0.83%

County Attorney's Office 9 9 (1) -0.82%

County Manager’s Office 64 64 - 0%

Criminal Justice Services 60 58 (2) -3.33%

Finance 136 136 - 0%

Historical Land Commission 2 3 1 50.00%

Human Resources 59 58 (1) -1.70%

Information Technology 173 175 2 1.16%

Internal Audit 15 15 - 0%

Land Use and Environmental

Services 517 519 2 0.39%

Medical Examiner 20 20 - 0%

Office of Economic Development 8 9 1 12.50%

Office of the Tax Collector 47 48 1 2.13%

Park & Recreation 393 395 2 0.51%

Public Health 844 837 (7) -0.83%

Public Information 22 22 - 0%

Public Library 348 348 - 0%

Register of Deeds 38 39 1 2.63%

Sheriff’s Office 1,167 1,167 - 0%

Social Services 1,308 1,304 (4) -0.31%

5,721 5,722 1 0.02%

RECOMMENDED BUDGET


Other Post Employee Benefits (OPEB)

Typically, the County utilizes fund balance to fund Other Post-Employment Benefits (OPEB).

For Mecklenburg County, this constitutes the costs of providing health benefits to retirees.

While accounting requirements do not require a jurisdiction to fund the liability, bond rating

agencies (e.g., Fitch, Moody’s and Standard & Poor’s) expect every jurisdiction to demonstrate

a plan to address and manage this liability. The rating agencies have indicated that the

management of OPEB will be part of all future credit analyses and ratings. However, the

FY2021 Recommended Budget does not have an annual appropriation for this expense due to

the anticipated economic downturn attributed to COVID-19.

Investment in Employees

Item Amount

3.0% Wage Adjustment (County Employees) $9,180,809

Retirement System Increase 3,990,686

Medical & Dental Insurance 1,297,324

New Positions Annualized (from FY2020) 707,826

3.0% Wage Adjustment (MEDIC Employees) 681,733

Law Enforcement Separation 444,000

Total $16,302,378

RECOMMENDED BUDGET


Enterprise Reserve Funds The Board of County Commissioners adopted the PAYGO strategy that ensures a dedicated,

sustainable, steady and predictable funding source for ongoing investments in managing

technology, facilities, and fleet. These reserves are a budgetary mechanism used to maintain

key County assets through current year and/or existing funds. In accordance with the Fund

Balance Policy, the FY2021 Recommended Budget provides funding for these reserves in the

amount of $17.3 million.

The FY2021 Recommended Budget allocates funds as follows:

Reserve FY2020

Adopted

FY2021

Recommended

Dollar

Change

Technology1 $15,000,000 $8,000,000 -$7,000,000

Capital2 8,000,000 7,000,000 -1,000,000

Fleet3 2,500,000 2,300,000 -200,000

Total $25,500,000 $17,300,000 -$8,200,000 1 Reserve Balance as of 4/28/2020: $457,336 2 Reserve Balance as of 4/28/2020: $0 3 Reserve Balance as of 4/28/2020: $646,835

Technology Reserve

Since FY2005, the County has used the technology reserve to ensure the regular replacement

of technology assets. For FY2021, departments submitted 28 technology requests totaling

more than $12.2 million. The County Manager recommends $8.0 million for technology

reserve funding in FY2021, with an emphasis on modernization and technical transformation

to address technology concerns and nondiscretionary projects.

Fleet Reserve

Based on a study conducted in FY2006, the age of the County’s fleet was well beyond industry

standards. As a result, the Board of County Commissioners created a fleet reserve to provide

a stable funding source for fleet replacement. Since FY2015, the County has retired or

replaced over 598 vehicles.

For FY2021, the County Manager recommends $2.3 million for fleet reserve funding to replace

60 vehicles, which includes the 31 vehicles for the County and 29 for the Sheriff’s Office.

County vehicles scheduled for replacement are, on average, 10 years old with average

mileage of 80,000 miles. Sheriff’s vehicles are, on average, six years old, and average 96,000

miles.

RECOMMENDED BUDGET


Capital Facility Maintenance & Repair Reserve

In FY2006, the Board of County Commissioners approved a strategy to plan and manage more

effectively the replacement, renovation, and repair of the County’s capital assets. As part of

the FY2021 budget process, County departments and other County-funded agencies

submitted 75 capital reserve requests that totaled $17.2 million. The Recommended Budget

includes $7 million for 36 capital reserve projects categorized as critical or high priority.

Priority

Category Description

Critical This category is an immediate need and must be completed in the coming

fiscal year to prevent possible down-time for County services. Failure to

complete the project may result in liability to the County. This project type

generally involves water infiltration to the building or serious health and

safety issues. Projects may involve correction of serious health/safety code

violations where a high risk is involved. Examples include roof replacements

and sealing of building exterior walls where water has already infiltrated the

building, or projects involving emergency exit or egress requirements.

High This category is not an immediate need, but poses a high risk if the project

is not completed soon. Projects generally involve replacement of

equipment or building components that are nearing the end of their life

expectancy and/or have experienced repeated problems or failures.

Examples include repair/replacement of HVAC equipment, windows, repair

of trip hazards or other safety issues, and emergency generator projects.

Moderate This category is not an immediate need and does not pose a high risk if the

project is not completed soon. Projects generally involve efficiency

enhancements to building systems, or repair/replacement of non-critical

building equipment or components. Examples include upgrades to HVAC

systems, security equipment, or other building components that do not

involve a high risk.

Low This category is not an immediate need, but must be addressed in the

future. Projects generally involve cosmetic repairs/replacements of building

components, or repairs to buildings that are vacant or expected to be

disposed of in the near future. Examples include interior painting, carpet

replacement when no trip hazards are present, furniture replacement, and

window blind replacement.

Submitted Reserve Fund Projects

Rank Total Projects

Capital Facility Maintenance & Repair $17,160,000 75

Repair and Maintenance 12,095,000 42

Finishes 2,320,000 13

Renovations 2,135,000 15

Paving 610,000 5

Technology Reserve 12,225,687 28

Fleet Reserve 2,300,000 60

Total $48,845,687 163

RECOMMENDED BUDGET



150,471,051 10.46%

Business Partners19,057,428

1.33%

Business Partners -Education

684,968,208 47.63%

Community Services82,879,796

5.76%

Customer Satisfaction and Management

27,090,973 1.88%

Detention and Court Support Services

119,703,393 8.32%

Financial Services174,910,046

12.16%

Health and Human Services171,892,980

11.95%

Land Use and Environmental Services6,986,969

0.49%

Where the Money Goes(County Dollars)

RECOMMENDED BUDGET


AgencyFY2019AdoptedBudget

FY2020AdoptedBudget

FY2021Recommended

Budget

FY2021Dollar

Difference

FY2021 Percent

Difference

Asset and Facility Management $30,822,716 $32,851,441 $36,292,185 $3,440,744 10.47%

Attorney's Office 2,135,288 2,184,878 2,323,956 139,078 6.37%

Commissioners 616,866 639,078 683,686 44,608 6.98%

Community Resources 13,394,014 14,119,077 15,474,091 1,355,014 9.60%

Community Service Grants 707,500 1,191,073 1,314,613 123,540 10.37%

Community Support Services 16,872,727 20,299,289 19,733,082 -566,207 -2.79%

County Assessor's Office 15,367,811 15,325,229 16,850,116 1,524,887 9.95%

Criminal Justice Services 12,062,344 12,918,525 12,941,683 23,158 0.18%

Elections Office 5,094,830 21,937,873 5,612,914 -16,324,959 -74.41%

Emergency Medical Services 10,959,729 13,168,590 14,481,794 1,313,204 9.97%

Financial Services 13,353,124 14,083,532 14,498,251 414,719 2.94%

Historic Landmarks Commission 321,347 373,181 493,734 120,553 32.30%

Hospitals 1,000,000 1,000,000 1,000,000 0.00%

Human Resources 6,329,854 6,999,317 7,158,740 159,423 2.28%

Information Services and Technology 29,300,729 33,780,061 35,998,844 2,218,783 6.57%

Internal Audit 1,661,286 1,826,800 1,864,664 37,864 2.07%

Joint City County 6,979,225 7,709,157 8,946,189 1,237,032 16.05%

Land Use & Environmental Services 87,088,094 93,363,978 105,033,440 11,669,462 12.50%

Law Enforcement 16,598,000 18,230,448 18,919,769 689,321 3.78%

Manager's Office 8,374,388 9,286,761 9,510,273 223,512 2.41%

Medical Examiner's Office 2,472,805 2,744,426 2,765,235 20,809 0.76%

Non-Departmental 71,211,421 91,495,404 93,432,785 1,937,381 2.12%

Office of Economic Development 11,783,727 15,463,640 11,400,308 -4,063,332 -26.28%

Park and Recreation 41,058,587 48,334,638 51,287,840 2,953,202 6.11%

Public Health 79,733,202 85,837,346 86,278,013 440,667 0.51%

Public Information 2,692,374 2,983,900 3,172,750 188,850 6.33%

Public Library 36,105,228 37,550,702 38,503,410 952,708 2.54%

Register of Deeds 2,836,862 3,047,274 3,282,402 235,128 7.72%

Sheriff's Office 124,392,495 135,057,872 136,849,563 1,791,691 1.33%

Social Services 156,506,482 163,227,228 165,507,922 2,280,694 1.40%

Office of the Tax Collector 5,756,200 6,071,521 6,269,367 197,846 3.26%

Transit Sales 56,300,000 60,229,094 59,863,301 -365,793 -0.61%

Total County Services $869,889,255 $973,331,333 $987,744,920 $14,413,587 1.48%

General Debt Service & PAYGO $204,033,429 $191,600,799 $150,465,997 -$41,134,802 -21.47%

CMS Operating $459,864,612 $509,451,701 $527,115,366 $17,663,665 3.47%

CMS Capital Replacement 9,560,000 9,560,000 4,960,000 -4,600,000 -48.12%CMS Debt Service 142,583,800 153,854,082 174,367,208 20,513,126 13.33%CPCC Operating 36,765,175 37,884,035 39,091,669 1,207,634 3.19%CPCC Debt 16,046,924 22,986,703 20,568,548 -2,418,155 -10.52%Total Education Services $664,820,511 $733,736,521 $766,102,791 $32,366,270 4.41%

Total Appropriation $1,738,743,195 $1,898,668,653 $1,904,313,708 $5,645,055 0.30%

Budget Comparison Summary by Agency

Education Services

County Services

RECOMMENDED BUDGET


Budget and Staff Resources

Budget Overview FY2021Recommended

FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $2,505,185 $2,593,943 $2,330,010Contractual Services 33,212,785 29,613,175 28,003,154Commodities 438,896 395,792 354,233Other Charges 0 0 0Interdepartmental 135,319 135,319 135,319Capital Outlay 0 0 0Total Expense $36,292,185 $32,738,229 $30,822,716Federal $0 $0 $0State 0 0 0Other 580,624 555,792 0Total Revenue $580,624 $555,792 $0Net County Dollars $35,711,561 $32,182,437 $30,822,716

Position SummaryFY2021 Recommended FY2020 Adopted FY2019 Adopted

FT PT LPT FT PT LPT FT PT LPT44 0 0 43 0 0 37 0 0

Asset and Facility ManagementMissionTo enable the success of our customers through quality asset, facility, and project management services.

ResponsibilitiesServices include Design and Construction Project Management for the development of general government, park, justice, and library facilities; Facility Maintenance and Operations; Security Services; Real Estate Management; and Fleet and Courier Services.

This department provides internal support to all other County departments, the Charlotte Mecklenburg Library, and the Court System by satisfying land and space needs, facility maintenance, and providing healthy working environments.

RECOMMENDED BUDGET




FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $1,628,356 $1,487,899 $1,439,688Contractual Services 668,900 670,100 670,100Commodities 26,700 25,500 25,500Other Charges 0 0 0Interdepartmental 0 0 0Capital Outlay 0 0 0Total Expense $2,323,956 $2,183,499 $2,135,288Federal $0 $0 $0State 0 0 0Other 0 0 0Total Revenue $0 $0 $0Net County Dollars $2,323,956 $2,183,499 $2,135,288



Attorney's OfficeMissionTo provide superior legal guidance and counsel to the Officers and Employees of Mecklenburg County while maintaining the highest ethical standards and professional competence.

ResponsibilitiesThe Mecklenburg County Attorney's Office provides legal advice, counsel, and representation to all levels of Mecklenburg County government, including but not limited to, interpretation of applicable laws and regulations, compliance review and enforcement, and zealous representation in federal, state and administrative courts.

RECOMMENDED BUDGET




FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $607,784 $563,176 $540,964Contractual Services 70,898 70,898 70,898Commodities 5,004 5,004 5,004Other Charges 0 0 0Interdepartmental 0 0 0Capital Outlay 0 0 0Total Expense $683,686 $639,078 $616,866Federal $0 $0 $0State 0 0 0Other 0 0 0Total Revenue $0 $0 $0Net County Dollars $683,686 $639,078 $616,866



CommissionersMissionTo serve as the Board of Directors for Mecklenburg County government by setting public policy, regulations, the annual tax rate and budget in an effort to make Mecklenburg County a community of pride and choice for people to live, work and recreate.

ResponsibilitiesFunding provides Commissioners' salaries, benefits and travel expenses.

RECOMMENDED BUDGET


* Administers federal and state-mandated programs for eligible families who request food and medical assistance* Child Support Enforcement core services include locating parents, establishing paternity, establishing support orders and collecting support.* WIC (Women, Infants & Children) provides basic nutrition services to eligible pregnant, breastfeeding, and postpartum women, as well as infants and children.* Immunizations (shots) protect our community from deadly diseases. These diseases do still exist today and can spread quickly. It is better to prevent diseases then to treat them.* The Mecklenburg County Health Department's Family Planning Clinic provides comprehensive family planning & reproductive health services.* Veteran's Services assists military veterans and their families to access benefits from the U.S. Department of Veterans Affairs, the U.S. Department of Defense, and state and local agencies.



FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $13,370,521 $12,231,267 $11,321,245Contractual Services 1,962,821 1,703,715 1,915,064Commodities 134,667 169,835 148,034Other Charges 0 0 0Interdepartmental 6,082 6,082 6,082Capital Outlay 0 0 0Total Expense $15,474,091 $14,110,269 $13,390,425Federal $8,223,209 $7,718,501 $6,904,596State 0 0 0Other 75,000 19,444 452,723Total Revenue $8,298,209 $7,737,945 $7,357,319Net County Dollars $7,175,882 $6,372,324 $6,033,106



Department of Community ResourcesMissionTo promote the well-being of Mecklenburg County residents through an effective delivery of public health and human services.

Responsibilities

RECOMMENDED BUDGET




FY2020Adopted*

FY2019Adopted

Personnel Services & Employee Benefits $10,277,684 $10,295,578 $9,336,672Contractual Services 9,203,930 9,747,831 7,291,885Commodities 236,885 235,452 229,587Other Charges 0 0 0Interdepartmental 14,583 14,583 14,583Capital Outlay 0 0 0Total Expense $19,733,082 $20,293,444 $16,872,727Federal $0 $0 $4,000State 0 0 0Other 301,400 1,085,043 300,042Total Revenue $301,400 $1,085,043 $304,042Net County Dollars $19,431,682 $19,208,401 $16,568,685



Community Support ServicesMissionCommunity Support Services transforms lives and community by supporting veterans, ending homelessness, treating substance use, and preventing and intervening in community and domestic violence.

ResponsibilitiesCommunity Support Services comprises three divisions. Prevention and Intervention Services provides assistance to adult victims of domestic violence, child witnesses, teens, and perpetrators, in addition to substance use treatment in the shelters and jail, and community violence prevention awareness. Homeless Services provides social work staffing for Moore Place, Coordinated Assessment, and Shelter Plus Care, and connects people who are homeless, or about to become homeless, to available community resources. Veterans Services helps eligible military veterans and their families file benefit claims to federal, state and local agencies, and provides community outreach.

*Includes one-time fund balance allocation

RECOMMENDED BUDGET


* Assessing values for all real and personal property* Providing tax base values and other specialty reports to Finance Officer and other stakeholders* Discovering and billing all taxable real, business and individual personal property, including Public Service company valuations provided by the Department of Revenue* Listening to customer feedback and providing customer service and information* Accepting, reviewing and processing appeals to value, taxability or situs for all property types


Budget Overview FY2021 Recommended*

FY2020Adopted*

FY2019Adopted*

Personnel Services & Employee Benefits $10,589,003 $10,615,873 $9,976,747Contractual Services 6,050,806 4,457,830 5,162,038Commodities 166,710 167,711 170,429Other Charges 0 0 0Interdepartmental 42,597 42,597 42,597Capital Outlay 1,000 36,700 16,000Total Expense $16,850,116 $14,285,011 $13,708,199Federal $0 $0 $0State 0 0 0Other 2,385,275 1,035,700 1,859,612Total Revenue $2,385,275 $1,035,700 $1,859,612Net County Dollars $14,464,841 $14,285,011 $13,508,199



County Assessor's OfficeMissionTo discover, list, and appraise all real and personal property in Mecklenburg County in accordance with North Carolina General Statutes. The Assessor's Office provides accurate and timely information to internal and external customers while fostering good relationships with those customers and the community.

Responsibilities


RECOMMENDED BUDGET




FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $4,891,994 $5,063,497 $4,626,361Contractual Services 7,841,034 7,588,422 7,219,738Commodities 206,655 212,175 214,245Other Charges 0 0 0Interdepartmental 2,000 2,000 2,000Capital Outlay 0 0 0Total Expense $12,941,683 $12,866,094 $12,062,344Federal $0 $0 $0State 0 0 0Other 225,000 225,000 131,000Total Revenue $225,000 $225,000 $131,000Net County Dollars $12,716,683 $12,641,094 $11,931,344



Criminal Justice ServicesMissionThe mission of the Criminal Justice Services is to promote collaboration and ensure accountability, efficiency and effectiveness within the Mecklenburg County criminal justice system. CJS focuses on the enhancement of the criminal justice system's capacity to prevent crime, enforce laws, provide services, offer treatment alternatives and ensure expedient justice for offenders, victims, and community by promoting strategies and providing support and direction to criminal justice agencies and programs.

ResponsibilitiesCriminal Justice Services (CJS) promotes strategies and expands capacity among community-based organizations, prevention initiatives and other various programs by analyzing all relative factors in an effort to establish goals, priorities and standards that are based upon a combination of best practices and distinct state and local factors. CJS provides support and direction to criminal justice-related agencies and programs by facilitating coordination and promoting cooperation among state, local, and federal entities, as well as private-sector service. CJS funding decisions are heavily based upon statistical analysis and assessment of needs for services, while continued funding is primarily based upon program evaluation methods and criteria identified by Mecklenburg County's performance-based evaluation program.

RECOMMENDED BUDGET




FY2020Adopted*

FY2019Adopted

Personnel Services & Employee Benefits $3,022,243 $2,857,713 $2,522,373Contractual Services 2,505,324 3,927,180 2,482,480Commodities 82,402 15,140,939 87,032Other Charges 0 0 0Interdepartmental 2,945 2,945 2,945Capital Outlay 0 0 0Total Expense $5,612,914 $21,928,777 $5,094,830Federal $0 $0 $0State 0 0 0Other 2,251,434 18,611,117 2,047,198Total Revenue $2,251,434 $18,611,117 $2,047,198Net County Dollars $3,361,480 $3,317,660 $3,047,632



Elections OfficeMissionTo provide United States citizens residing in Mecklenburg County the opportunity to exercise their right to vote in the appropriate jurisdictions by establishing convenient and efficient voter registration, voting sites and services, and by operating the election process in an open, fair and efficient manner as set forth in the Constitutions and General Statues of North Carolina and the United States of America.

ResponsibilitiesThe Board of Elections maintains the voter registration system and conducts voter education. Additionally, the Board of Elections utilizes public information opportunities such as voting equipment demonstrations and precinct specific sample ballots on the web to inform voters of their ballot prior to arriving at the polls.

The Board of Elections website continues to serve as an extension of the office's customer service philosophy by allowing citizens access to voter information, such as precinct location, voter registration information, campaign finance reports and precinct specific sample ballots.

The administration of the election process, from the registration of candidates and political committees to insure compliance to State Campaign Finance law to the selection of precincts including the outfitting, training and staffing of the voting locations for all elections and the tabulation of results make up the last of the major responsibilities of the Board of Elections.


RECOMMENDED BUDGET




FY2020Adopted*

FY2019Adopted

Personnel Services & Employee Benefits $0 $0 $0Contractual Services 0 0 0Commodities 0 0 0Other Charges 14,481,794 13,168,590 10,959,729Interdepartmental 0 0 0Capital Outlay 0 0 0Total Expense $14,481,794 $13,168,590 $10,959,729Federal $0 $0 $0State 0 0 0Other 0 591,110 0Total Revenue $0 $591,110 $0Net County Dollars $14,481,794 $12,577,480 $10,959,729



Emergency Medical ServicesMissionThe Agency will provide care and meet the needs of our customers above all else providing appropriate, timely and courteous care through a comprehensive, accredited and cost effective EMS system. The Agency will continuously strive to educate our community.

ResponsibilitiesMedic Services provides emergency medical services to a population of over 1,000,000 people and 544 square miles. Additional responsibilities include ambulance services, SWAT assistance, medical research, and medical training.


RECOMMENDED BUDGET




FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $12,937,550 $12,712,620 $12,035,477Contractual Services 1,456,900 1,269,411 1,217,956Commodities 103,801 101,501 99,691Other Charges 59,863,301 60,229,094 56,300,000Interdepartmental 0 0 0Capital Outlay 0 0 0Total Expense $74,361,552 $74,312,626 $69,653,124Federal $0 $0 $0State 59,863,301 60,229,094 60,229,094Other 122,182 0 0Total Revenue $59,985,483 $60,229,094 $56,300,000Net County Dollars $14,376,069 $14,083,532 $13,353,124



Financial ServicesMissionTo ensure quality financial services and information are provided to management, departments, the financial community and others for the benefit of Mecklenburg County and its residents.

ResponsibilitiesResources are provided for financial management, administration, operations, funds receipting and disbursing and grant development and reporting. Control and accounting for fixed assets in accordance with Generally Accepted Accounting Principles (GAAP) is provided. Invested funds are managed to maximize interest. Compliance with N.C. General Statutes and GAAP is ensured with preparation of the Comprehensive Annual Financial Report, related audit, single audit and reports for the Local Government Commission. Required governmental statistical and management reports (capital projects, debt analyses and fund balance projections) are prepared.

Administrative support, preparation and management of all debt and other financings and processing of all financial transactions, contracts, payment requests, bi-weekly payroll, bank reconciliation and document microfilming are provided.


RECOMMENDED BUDGET




FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $336,305 $153,472 $137,638Contractual Services 155,579 218,359 182,359Commodities 1,850 1,350 1,350Other Charges 0 0 0Interdepartmental 0 0 0Capital Outlay 0 0 0Total Expense $493,734 $373,181 $321,347Federal $0 $0 $0State 0 0 0Other 186,000 161,000 125,000Total Revenue $186,000 $161,000 $125,000Net County Dollars $307,734 $212,181 $196,347



Historic Landmarks CommissionMissionTo identify, safeguard and promote the preservation and restoration of historic buildings, sites, areas and objects in the natural and man-made environments of Charlotte, Davidson, Huntersville, Mint Hill, Matthews, and Mecklenburg County, North Carolina.

ResponsibilitiesThe Historic Landmarks Commission (HLC) prepares surveys and research reports on prospective historic landmarks and processes same for designation; processes applications for Certificates of Appropriateness; and aids citizens through the designation process

RECOMMENDED BUDGET


* Provide executive leadership, development and administration of County human resources policies and procedures.* Attract a pool of qualified job candidates to meet the County's staffing needs.* Provide and administer employee benefits to current County employees and eligible retirees.* Develop and administer the County's classification, compensation and recognition programs.* Provide organizational learning and development opportunities.* Administer the County's Human Resource Management Information System.* Provide employee relations services to maintain cooperative relationships between the County and its employees.* Ensure County compliance with all State and Federal employment laws.* Ensure a safe, healthy and drug-free workplace for employees.* Provide strategic leadership for diversity management



FY2020Adopted

FY2019Adopted*

Personnel Services & Employee Benefits $6,035,925 $5,893,694 $5,161,479Contractual Services 1,095,014 1,060,192 1,133,502Commodities 27,801 36,623 34,873Other Charges 0 0 0Interdepartmental 0 0 0Capital Outlay 0 0 0Total Expense $7,158,740 $6,990,509 $6,329,854Federal $0 $0 $0State 0 0 0Other 0 0 155,000Total Revenue $0 $0 $155,000Net County Dollars $7,158,740 $6,990,509 $6,174,854



Human ResourcesMissionTo provide programs and services that enable the County to attract, develop and retain a qualified, diverse and high performing workforce.

Responsibilities

*Included one-time fund balance appropriation.

RECOMMENDED BUDGET




FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $21,400,336 $20,279,140 $17,666,619Contractual Services 13,981,072 12,902,667 8,060,801Commodities 337,513 291,282 491,005Other Charges 0 0 0Interdepartmental 17,523 17,523 17,523Capital Outlay 262,400 262,400 287,000Total Expense $35,998,844 $33,753,012 $26,522,948Federal $0 $0 $0State 0 0 0Other 250,000 395,632 0Total Revenue $250,000 $395,632 $0Net County Dollars $35,748,844 $33,357,380 $26,522,948



Information Services and TechnologyMissionWe provide business-valued IT Solutions and Services that are flexible, engaging and innovative. Our vision is to be the trusted technology partner to our Mecklenburg County Business Partners for realizing their strategic goals.

ResponsibilitiesWorking collaboratively with Mecklenburg County governmental agencies and users, on behalf of the citizens of the County, the Information Technology Services department partners to provide short and long-term strategic IT planning, development, implementation and day-to-day operational support of service enabling systems solutions.

RECOMMENDED BUDGET




FY2020Adopted

FY2019Adopted




Internal AuditMissionThrough open communication, professionalism, expertise and trust, Internal Audit assists County executive management and the Audit Review Committee in accomplishing the Board's objectives by bringing a systematic and disciplined approach to evaluate the effectiveness of the County's risk management, control and governance processes in the delivery of services.

ResponsibilitiesThe department conducts performance, financial-related and information system audits to assess the accountability, controls, efficiency and integrity of business practices within County operations. Internal Audit conducts follow-through reviews to ensure the resolution of audit concerns; conducts special analyses, investigations and advisory projects requested by management and the Board of County Commissioners; serves as advisors to departments regarding system controls in the operation and development of automation and assists external auditors in conducting the County's Annual Single Audit.

RECOMMENDED BUDGET


* Improving and maintaining healthy air quality.* Preventing loss of life and property from flooding.* Providing environmentally sound solutions for waste disposal.* Ensuring building safety by enforcing State building codes.* Protecting our surface waters.* Identifying groundwater contamination sites.* Administering zoning regulations.



FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $53,007,295 $50,589,735 $48,708,471Contractual Services 21,167,312 15,123,420 12,560,918Commodities 3,582,313 4,266,715 3,768,819Other Charges 16,958,171 18,337,001 11,666,124Interdepartmental 8,345,849 3,147,599 2,059,349Capital Outlay 1,972,500 1,896,990 8,324,413Total Expense $105,033,440 $93,361,460 $87,088,094Federal $0 $0 $0State 3,117,174 2,903,106 2,903,106Other 97,592,774 86,166,590 79,360,776Total Revenue $100,709,948 $89,069,696 $83,137,155Net County Dollars $4,323,492 $4,291,764 $3,950,939



Land Use & Environmental Services AgencyMissionWorks in partnership with the community to enhance the quality of life through environmental stewardship and economic vitality.

Responsibilities

RECOMMENDED BUDGET




FY2020Adopted

FY2019Adopted




Manager's OfficeMissionTo direct the operations of County departments by administering and implementing policies, regulations and the annual budget adopted by the Board of County Commissioners. In addition, the Manager's Office develops strategies to achieve the Board's 2020 Vision for the community.

ResponsibilitiesThe County Manager interprets/executes the Board's policies, procedures and regulations and oversees administration of County departments. Assistant County Managers work with focus area leadership teams and 42 advisory boards. Clerical support is available to the Commissioners, management and staff.

Additionally, the Manager's Office includes the Office of Management and Budget. This office is responsible for preparing the annual budget, developing policies and procedures for on-going fiscal management, strategic planning and evaluation activities.

RECOMMENDED BUDGET



Budget Overview FY2021 Recommended

FY2020Adopted*

FY2019Adopted

Personnel Services & Employee Benefits $2,548,037 $2,470,197 $2,229,600Contractual Services 116,816 181,320 147,284Commodities 93,224 85,751 85,727Other Charges 0 0 0Interdepartmental 3,184 3,184 3,184Capital Outlay 3,974 3,974 7,010Total Expense $2,765,235 $2,744,426 $2,472,805Federal $0 $0 $0State 682,500 794,328 794,328Other 429,000 598,000 567,000Total Revenue $1,111,500 $1,392,328 $1,361,328Net County Dollars $1,653,735 $1,352,098 $1,111,477



Medical Examiner's OfficeMissionTo aid in the investigation, determination, and certification of cause and manner of deaths under Medical Examiner jurisdiction (e.g., homicide, suicide, trauma, unexpected death, death in police custody, unattended death, etc.) occurring in Mecklenburg County. Also, the department is responsible for utilizing the morgue and its facilities when necessary.

ResponsibilitiesThe Medical Examiner provides autopsy and investigative services to Charlotte-Mecklenburg and Anson, Cabarrus, Cleveland, Gaston, and Union counties. The agency provides examination and determination of cause and manner of death in cases where death occurs suddenly/unexpectedly, at young age or in apparent good health, and/or death occurs due to injury (homicides, suicides, and accidental).


RECOMMENDED BUDGET


Responsibilities* Manage the County's participation in the Business Investment Program and other economic development grants* Assist with the redevelopment of County-owned real estate* Work closely with partner organizations such as the NC Department of Commerce, City of Charlotte, Charlotte Regional Business Alliance, Charlotte Center City Partners, Lake Norman Economic Development Cooperation (EDC), Lake Norman Chamber, Central Piedmont Community College, Centralina Council of Government (COG) and others to create effective partnerships



FY2020Adopted*

FY2019Adopted

Personnel Services & Employee Benefits $939,250 $800,670 $646,692Contractual Services 155,623 3,929,664 321,789Commodities 177,869 174,108 163,050Other Charges 10,127,566 10,552,196 10,052,196Interdepartmental 0 0 0Capital Outlay 0 0 0Total Expense $11,400,308 $15,456,638 $11,183,727Federal $0 $0 $0State 0 0 0Other 0 3,775,000 0Total Revenue $0 $3,775,000 $0Net County Dollars $11,400,308 $11,681,638 $11,183,727



Office of Economic DevelopmentMissionFacilitate private sector job growth and investment in Mecklenburg County.


RECOMMENDED BUDGET


* Coordination and planning of neighborhood and community recreational opportunities and special events.* Strategic analysis to support facility, park and greenway planning, design and development.* Programming/activities for therapeutic recreation (to serve both special and select populations).* Environmental education and stewardship of nature preserves.* Privatized management of five golf courses, and an equestrian center.* Marketing and public information about facilities programs.



FY2020Adopted*

FY2019Adopted*

Personnel Services & Employee Benefits $37,088,599 $33,917,905 $29,594,643Contractual Services 9,524,080 9,559,539 7,162,048Commodities 3,838,876 3,618,785 3,311,161Other Charges 1,517 104,967 104,967Interdepartmental 455,068 455,068 455,068Capital Outlay 379,700 594,200 430,700Total Expense $51,287,840 $48,250,464 $41,058,587Federal $0 $0 $0State 0 0 0Other 9,922,934 7,918,887 6,645,387Total Revenue $9,922,934 $7,918,887 $6,645,387Net County Dollars $41,364,906 $40,331,577 $34,413,200



Park & RecreationMissionTo enrich the lives of citizens by providing quality leisure opportunities, experiences and partnerships. To offer recreation for people of all ages, and to act as stewards of our natural resources.

ResponsibilitiesThis agency provides the administration, facilities, programs and fiscal support for the Park and Recreation Department and the Park and Recreation Commission. Park and Recreation is responsible for operations, maintenance and programming of more than 210 facilities. It manages the County's 17,700 +/-acres of parks, greenways, golf courses, recreation centers, swimming pools, special facilities and nature preserves.Additional services include:


RECOMMENDED BUDGET


Responsibilities* Monitor health status to identify community health problems.* Diagnose and investigate health problems and health hazards in the community.* Inform, educate and empower people about health issues.* Mobilize community partnerships to identify and solve health problems.* Develop policies and plans that support individual and community health efforts.* Enforce laws and regulations that protect health and ensure safety.* Evaluate effectiveness, accessibility and quality of personal and population-based health services.* Research for new insights and solutions to health problems.* Link people to needed personal health services and assure the provision of health care when otherwise unavailable.* Assure a competent public health and personal health care workforce.



FY2020Adopted*

FY2019Adopted

Personnel Services & Employee Benefits $71,941,289 $71,795,068 $67,579,593Contractual Services 12,174,223 11,454,917 9,003,739Commodities 2,004,206 2,084,480 2,535,532Other Charges 0 0 0Interdepartmental 158,295 158,295 158,295Capital Outlay 0 128,250 49,500Total Expense $86,278,013 $85,801,010 $79,326,659Federal $6,669,007 $6,143,568 $6,136,478State 9,634,805 10,460,236 10,460,236Other 9,988,128 9,862,382 7,615,165Total Revenue $26,291,940 $26,466,186 $24,633,779Net County Dollars $59,986,073 $59,334,824 $54,692,880



Public Health DepartmentMissionTo promote and protect the public's health.


RECOMMENDED BUDGET


*Web Services supports the MeckNC.gov website and MeckWeb Intranet site by providing guidance to County departments on creating and maintaining a strong web presence. Web Services is also charged with the continuous improvement of the County's overall web presence including multimedia integration, mobile capabilities, website usability and social media promotion.

*Digital & Multimedia Communications includes areas involving the use of TV and video, social media, community meetings, special events and other methods to provide information directly to residents and generate community/public input and other citizen involvement opportunities.

*Mass & Targeted Communications includes media relations, employee communications, direct communications, social media, marketing, printed materials and other methods to provide information to residents, County employees and other stakeholders.



FY2020Adopted

FY2019Adopted




Public InformationMissionTo effectively communicate the priorities, messages and goals of Mecklenburg County using multiple communication methods and channels.

ResponsibilitiesThe Public Information Department is strategically aligned into three centers of excellence: Web Services, Digital & Multimedia Communications, and Mass & Targeted Communications.

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* Improve Lives* Build a Stronger Community* Build a Sustainable Organization

Four Roles:* Library as Trusted Source* Library as Welcoming Place* Library as Community Partner* Library as Essential Leader



FY2020Adopted*

FY2019Adopted

Personnel Services & Employee Benefits $29,641,342 $28,742,136 $27,765,577Contractual Services 3,406,869 2,950,884 2,891,270Commodities 5,388,123 5,790,606 5,381,305Other Charges 0 0 0Interdepartmental 17,177 17,177 17,177Capital Outlay 49,899 49,899 49,899Total Expense $38,153,410 $37,150,702 $36,105,228Federal $0 $0 $0State 0 0 0Other 350,000 400,000 0Total Revenue $350,000 $400,000 $0Net County Dollars $38,153,410 $37,150,702 $36,105,228



Public LibraryMissionImprove lives and build a stronger community.

ResponsibilitiesThe Charlotte Mecklenburg Library is one of America's leading urban public libraries, serving a community of more than one million citizens in Mecklenburg County. Through 20 locations, targeted outreach and online, the Library delivers exceptional services and programs to hundreds of thousands of residents, while also responding to the needs of individual customers. In short, the Library strives to be essential to the community. Focusing on three key narratives and four key roles, the Library serves our customers and the community within in the following framework:

Three Narratives:


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FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $2,904,544 $2,763,390 $2,552,978Contractual Services 292,099 224,470 222,522Commodities 85,759 59,414 61,362Other Charges 0 0 0Interdepartmental 0 0 0Capital Outlay 0 0 0Total Expense $3,282,402 $3,047,274 $2,836,862Federal $0 $0 $0State 0 0 0Other 618,925 525,483 496,959Total Revenue $618,925 $525,483 $496,959Net County Dollars $2,663,477 $2,521,791 $2,339,903



Register of DeedsMissionConsiderate professionals dedicated to providing superior customer service while maintaining the accuracy and integrity of Mecklenburg County's valuable land and vital records.

ResponsibilitiesThe Register of Deeds is the custodian and manager of various public records filed in Mecklenburg County. This office is responsible for preserving and maintaining these records and providing the public with access to records that are available under the public records law. This office issues marriage licenses to qualified persons getting married in the State of North Carolina within sixty (60) days of the date the license was issued, and maintains copies of licenses. In addition to land records, the Register of Deeds maintains many other types of documents such as birth certificates, death certificates, notary public commissions, armed force discharges, historic landmarks, bonds and others. The office is responsible for providing certified copies of any official records it maintains. The Register collects fees for services and copies, and also collects state excise taxes on real estate transfers.

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FY2020Adopted*

FY2019Adopted*

Personnel Services & Employee Benefits $106,387,380 $105,958,031 $96,283,818Contractual Services 25,335,202 23,852,111 23,000,933Commodities 3,940,779 4,039.769 3,949,518Other Charges 720,452 738,161 692,476Interdepartmental 465,750 465,750 465,750Capital Outlay 0 0 0Total Expense $136,849,563 $135,053,822 $124,392,495Federal $882,635 $200,000 $200,000State 904,960 10,000 10,000Other 29,728,993 32,432,686 24,458,102Total Revenue $31,516,588 $32,642,686 $24,668,102Net County Dollars $105,332,975 $102,411,136 $99,724,393


FT PT LPT FT PT LPT FT PT LPT1,167 0 16 1,167 0 16 1,165 0 16

Sheriff's OfficeMissionTo protect the residents of Mecklenburg County by operating secure and professional rehabilitative detention facilities, enforcing civic and criminal laws, providing outstanding public service with integrity and upholding the constitutionality of the Sheriff's Office.

ResponsibilitiesThe Mecklenburg County Sheriff's Office is responsible for the operation of all county funded detention facilities in Mecklenburg County. Detention services include jail based rehabilitative and community based programming such as the Work Release and Restitution Center. In addition, Sheriff's Office employees provide security for judges, jurors, defendants, and witnesses and carry out orders of the court by serving criminal and civic processes.


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* The Economic Services division administers federal and state-mandated programs including Food and Nutrition Services (FNS), Medicaid, and Work First Family Assistance. Employment services are also offered to customers receiving Work First and FNS. The division is also responsible for general assistance which includes support to residents experiencing a crisis. Assistance includes help with food, transportation, medication, and utilities.

* The Services for Adults division provides protective services and support for seniors and adults with disabilities. Protective services evaluates allegations of abuse, neglect and/or exploitation. The division also provides support services to help seniors and vulnerable adults maintain their independence and/or stay in their home community. Services include In-Home Aide, Social Work, Adult Day Care, Transportation and the Senior Citizens Nutrition Program.

* The Youth and Family Services division provides child protective services which include investigating allegations of child abuse, neglect and/or dependency. The division focuses on family intervention and support services to prevent children from coming into care. When necessary, the division provides permanency planning for youth who have been placed into custody including foster care, independent living and adoptions.

* The Clinical and Contractual Services division provides integrated programmatic expertise through clinical consultation regarding Behavioral Health, Intellectual and Developmental Disabilities, Substance Abuse and nurse case management for children and adults. The division also manages an array of contracts for Health and Human Services.

* The Operations, Strategy & Innovation division is responsible for coordinating organizational support across all department programs. Support for the divisions include compliance monitoring, consumer advocacy, interpreter and translation services, program integrity, and data analytics.



FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $105,249,608 $103,231,597 $99,466,369Contractual Services 58,353,943 57,829,471 55,233,462Commodities 1,301,767 1,113,445 979,398Other Charges 0 5,000 5,000Interdepartmental 366,858 366,858 366,858Capital Outlay 235,746 305,746 454,545Total Expense $165,507,922 $162,852,117 $156,505,632Federal $72,536,037 $68,529,001 $65,109,866State 6,486,609 6,509,884 6,509,884Other 1,021,041 1,098,324 943,214Total Revenue $80,043,687 $76,137,209 $72,327,631Net County Dollars $85,464,235 $86,714,908 $84,178,001


FT PT LPT FT PT LPT FT PT LPT1,304 6 0 1,308 6 0 1,304 7 0

Social ServicesMission To provide economic and social services to sustain and/or improve the quality of life for its citizens.

Responsibilities

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* Business Tax Collection assesses and collects gross receipt taxes (taxes based on sales receipts) including room occupancy,prepared food and beverage, privilege licenses, vehicle rental tax, u-drive-it tax, heavy equipment tax, and other fees.* Enforced Collections collects ad valorem tax (taxes based on value) including real estate, business personal property and individualpersonal property taxes, and registered motor vehicle taxes, special assessments and other fees.* Tax Support Services receives and processes tax payments in the form of cash, checks, money orders, credit cards and electronicchecks via in person over the counter transactions, U.S. Mail or other courier services and through contractual agreements withproviders of services such as lockbox check processing and online/Interactive Voice Response (IVR) payment processing for creditcards and eChecks.* Tax Accounting deposits cash/checks received, reconciles payments and receipts, coordinates refunds and returned checks andadministers distribution of funds collected to various municipalities.* All units/services respond to customer inquiries, conduct research and assist with general informational requests.



FY2020Adopted

FY2019Adopted

Personnel Services & Employee Benefits $3,959,037 $3,644,700 $3,206,567Contractual Services 2,241,692 2,348,305 2,480,640Commodities 57,617 54,905 57,972Other Charges 0 0 0Interdepartmental 11,021 11,021 11,021Capital Outlay 0 0 0Total Expense $6,269,367 $6,058,931 $5,756,200Federal $0 $0 $0State 0 0 0Other 2,783,436 2,788,472 2,151,362Total Revenue $2,783,436 $2,788,472 $2,151,362Net County Dollars $3,485,931 $3,270,459 $3,604,838



Office of the Tax CollectorMissionThe Office of the Tax Collector serves Mecklenburg County residents with integrity by administering tax laws equitably and exceeding collection goals while achieving exemplary customer satisfaction results.

ResponsibilitiesThe Tax Collector provides the following services: Business Tax Collection, Enforced Collections, Tax Support Services and Tax Accounting. Below is a description of each service.

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21

Majority Party by Fiscal Year

Detailed New Funding by Board Priority

Item Current New Change Comments Revenue Generated

Dwelling Lead Investigation $437.25 $1,200.00 $762.75Adjustment in fee takes into account that multiple staff are needed to complete testing.

$3,814

Commerical Pools Plan Review Fee $250.00 $350.00 $100.00 Reviews have increased in complexity and require more time. $7,500

TB Risk Assesment/ Attestation $0.00 $20.00 $20.00 New fee request. $13,280

Emergency Contraception (ELLA) $0.00 $18.82 $18.82Miconazole vaginal cream 2% $0.00 $6.00 $6.00

$0 Vendor pass-through cost.

FY2021 Adopted Fee ChangesPublic Health

Public Health – Environmental Health

Public Health – 340B Drug Pricing

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Speedway Landfill Fee $34.50 per ton $35.60 per ton $1.10 per ton Required to meet contractual CPI increases.

$444,932

C&D Tipping Fee $49.50 per ton $51.00 per ton $1.50 per ton Increase based on cost to operate Fox Hole landfill.

$152,625

Development in the Flood Fringe - Minor Impact $395 $540 $145

Development in the Flood Fringe - Major Impact $1,100 $1,200 $100

Development in the Floodway - Minor Impact $1,625 $2,600 $975

Development in the Floodway - Major Impact $4,250 $6,200 $1,950

Community Letter of Map Revision $4,250 $6,200 $1,950

Sign <100 ft2 $138 $160 $22Sign >100 ft2 $193 $220 $27Zoning Use $138 $160 $22Single Family Residential $18 $20 $2Commercial - MA/PI/CNTY: $1 to $3K

$45 $50 $5

Commercial - MA/PI/CNTY: $3K to $50K

$95 $110 $15

Commercial - MA/PI/CNTY: $50K to $100K

$365 $420 $55

Commercial - MA/PI/CNTY: $100K to $1M

$770 $890 $120

Commercial - MA/PI/CNTY: $1M to $10M

$910 $1,050 $140

Commercial - MA/PI/CNTY: Over $10M

$910 $1,050 $140

Commercial - CN/DA: $1 to $3K $25 $30 $5

Commercial - CN/DA: $3K to $50K $45 $50 $5

Commercial - CN/DA: $50K to $100K

$183 $210 $27

Commercial - CN/DA: $100K to $1M $383 $440 $57

Commercial - CN/DA: $1 M to $10M $453 $520 $67

Commercial - CN/DA: Over $10M $453 $520 $67

Land Use & Environment Services - Zoning Fees

$2,892,828

FY2021 Adopted Fee ChangesLand Use and Environmental Services

Land Use & Environment Services - Floodplain Permit Fees

Residential Solid Waste Availability Fee

$33.50 per year

$39.50 per year $6 per year Continuing stepped increase

adopted in FY2017.

$16,859

Land Use & Environment Services - Zoning Fees

2nd year of a 2-year Phase in of Fee Increases

2nd year of a 2-year Phase in of Fee Increases $21,821

RECOMMENDED BUDGET



FY2021 Adopted Fee ChangesLand Use and Environmental Services

Concept Plan - Commercial $1,400 $2,200 $800Concept Plan - Subdivision $1,400 $2,200 $800Small Commercial Plan $3,000 $4,500 $1,500Plat Review $1,300 $1,500 $200Erosion Control Only per acre $535 $620 $85Driveway Permit $0 $0 $0Minor Revision to Approved Plans $585 $970 $385Major Revision to Approved Plans $1,250 $1,800 $550Plat Revision $470 $740 $270As-Built Survey - Storm Drainage $370 $740 $370As-Built Survey - BMP $550 $1,100 $550Posting Bond $735 $1,200 $465Renewing Bond $735 $1,200 $465Replacing Bond $735 $1,200 $465Releasing Bond $735 $1,200 $465Bond Draft Letter $530 $530 $0Re-Inspection $370 $370 $0Re-Plan Review ($/hr) $110 $110 $0

Large Commercial (>1 acre denuded* or PCO applies) - 18 projects (est.)

$8,600 $9,300 $700

Per denuded acre $250 $250 $0Per denuded acre (>5 acres) $1,000 $1,000 $0Residential Subdivision - 8 projects (est.)

$13,100 $16,200 $3,100

per denuded acre (</= 10 acres) $1,050 $1,050 $0Per denuded acre (>10 and </= 25 acres)

$0 $0 $0

Per denuded acre (>25 acres) $500 $500 $0Public Projects - 5 projects (est.) $4,600 $4,600 $0Per denuded acre $1,000 $1,000 $0*Denuded means to "strip/clear land" for development

Land Use & Environment Services - Single Year Projects


$137,178

Land Use & Environment Services - Multi-Year Projects


$37,400

RECOMMENDED BUDGET


Mecklenburg County, North Carolina Debt Policy

Introduction

The Debt Policy guides the issuance and repayment of debt in support of effective and efficient financial management. A debt policy establishes the parameters for issuing and managing debt. It also provides guidelines regarding the timing and purposes for which debt may be issued, the types of permissible debt, and the methods of sale that may be used.

The Debt Policy is used in conjunction with the County’s operating and capital budgets, Capital Improvement Program (CIP), and other financial policies. The Debt Policy:

• Enhances the quality of decisions;

• Documents the decision-making process;

• Identifies objectives for staff to implement;

• Demonstrates a commitment to long-term financial planning objectives; and

• Factors positively in private sector credit rating agencies’ review of the County’s creditpolicy.

The Debt Policy below reflects private sector credit rating agency guidance and criteria for highly-rated jurisdictions, the Local Government Commission (LGC) and best practices as outlined by the Government Finance Officers Association.

Long-Term Debt Instruments

General Obligation Bonds: General obligation (“GO”) bonds are secured by a promise to levy taxes in an amount necessary to pay debt service—principal and interest due each fiscal year. General obligation bonds are backed by the full faith and credit of the County. These bonds are either authorized by a referendum, or through a non-voted (two-third’s) authorization by the governing body. The authority for non-voted authorization allows governments to issue up to two-thirds of the previous year’s net debt reduction without a referendum.

Revenue Bonds: Revenue bonds are repaid from pledged revenues generated by debt-financed asset, or by the operating system of which that asset is a part.

Special Obligation Bonds: Special obligation bonds are bonds that are payable from the pledge of revenues other than locally-levied taxes. Examples include beer and wine tax or enterprise revenues.

Installment Financing/Limited Obligation Bonds (LOB): These are alternative financing methods that do not require voter approval.

Installment financing can take several forms. An Installment Purchase Contract is an agreement in which equipment or property is acquired, and repaid over a period, with or without interest. This type of structure can be used to finance a wide-range of capital projects and equipment purchases.

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Limited obligation bonds or certificates of participation are bonds that are issued to finance a project or asset. Revenues resulting from the operation or lease of the project are pledged to repay the debt.

Short-Term Debt Instruments

Generally, a government issues long-term debt based on when the bond proceeds are needed to begin construction on capital projects. However, other borrowing instruments may be more efficient and cost effective under specific circumstances. The County may consider short-term financing options, such as those outlined below, where such financing provides an efficient and effective means of financing. The County may consider other short-term or variable rate borrowing structures not listed below, including but not limited to, floating rate notes and variable rate demand bonds. The County will evaluate such options taking into account the projects being financed, the expected timing of cashflows and funding needs, the County’s overall financial position, and current market conditions, among other factors.

Bond Anticipation Notes: Bond anticipation notes are short-term obligations issued in advance of a larger, future bond issue. In certain circumstances, it may be appropriate for the County to issue short-term obligations to provide interim or bridge financing for a project with the intention of refinancing the notes with long-term debt or retiring the notes with other funds.

Commercial Paper: Commercial Paper (“CP”) is a short-term obligation with maturities ranging from 1 to 270 days. The County may consider utilizing CP as interim financing during the design and/or construction period to take advantage of typically lower interest rates at the short-term end of the yield curve. Once a capital project is completed, the County may recommend refunding CP with debt instruments.

Draw-Down Facility: A draw-down facility is a loan placed with a bank with a stated maximum balance and term, similar to a line of credit. As the County spends money on a capital project, the County would “draw” funds on the facility increasing the outstanding loan balance. The County would pay interest primarily on the “drawn” balance of the loan – not the maximum balance. This type of facility can be used to minimize initial interest costs prior to the project being completed.

Internal Financing

Another financing option the County may consider is internal financing, which is the use of internal sources (Pay-as-you-go “PAYGO”) to finance capital improvement projects or other purchases in place of third-party financing, such as pay as you go (“PAYGO”). The County will evaluate the use of internal financing where it offers economic and/or administrative efficiencies. Any internal financing structured as debt, such as a loan to the Solid Waste Enterprise Fund, will be repaid in full with interest and may not be forgiven except with the written authorization of the Director of Finance and the County Manager. All loans will be required to pay a rate of interest, which will be established by the Director of Finance and the County Manager at the time of execution.

Other Financing Options

The list above is not an exhaustive list of options available to the County. The County will evaluate other financing options, their legality under state statutes, and whether use of any such instrument would result in improved financing results for the County.

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County Debt Policy

a. Debt shall not be used to finance ongoing operational expenses.

b. Any debt issued shall not have a maturity date beyond the useful life of the asset beingacquired or constructed by the debt proceeds.

c. The County shall establish an affordable debt level to preserve credit quality andensure sufficient revenue is available to pay annual debt service. This will be balancedagainst the County’s need to maintain its infrastructure and manage growth.

d. The County will use appropriate debt instruments to provide funding for capital assetsat the lowest cost with minimal risk. The County will monitor its debt positions tomaintain the lowest effective cost.

e. The County will, at all times, manage its debt and sustain its strong financial position,including healthy reserves, to seek and maintain the highest credit rating possible.

f. The County will maintain a Debt Service Fund to provide dedicated funding andmanagement of general debt issuances and expenditures.

g. The County shall utilize pay-as-you go and other alternative sources of funding forcapital projects to minimize debt levels. To have an effective pay-as-you-go program,at least one funding source must be identified that is consistent, reliable, and largeenough to provide for capital needs in an amount that reduces dependency on debt.

Purposes for Debt Issuance

The County may issue debt to acquire or construct capital assets including land, buildings, machinery, equipment, technology, furniture, fixtures and any other eligible expenses specifically indicated in the Capital Improvement Policy. When feasible, debt issuance will be pooled together to minimize issuance expense. The County will prepare and adopt a Capital Improvement Program (CIP) to identify and establish an orderly plan to meet the County’s infrastructure needs. The CIP will also identify all financing sources and the related debt service impact.

Debt Structure

Debt will be paid off in a timeframe that is less than or meets the useful life of the asset or project acquired through the financing. The life of the debt, interest mode, and principal maturity schedule make up the structure of the debt. This debt could be general obligation, revenue or special obligation bonds or limited obligation bonds or short-term instruments, or installment financing.

The County may consider various financing techniques, including fixed or variable interest rate debt, and interest rate swap agreements or derivatives to minimize costs and risk over the life of the issue. The County will review any such proposed structure with its financial advisors and legal counsel to determine if the use of any swap or derivative is appropriate and warranted given the potential benefit, costs, risks, and objectives. The County will evaluate the use of swaps or derivatives based on market conditions. The County will limit the issuance of variable rate debt to help maintain the County’s “AAA” credit ratings. The

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County’s long-term variable rate debt ratio limit is 15% of total outstanding debt. The County shall not pursue swaps, derivatives, variable rate debt, or other structures for speculation.

Debt Ratios

The County shall abide by the following debt ratios:

• Direct Debt as a Percentage of Assessed Valuation

This ratio measures direct debt levels, debt issued by Mecklenburg County, against the property tax base which generates the tax revenues that are the main source of debt repayment. The ceiling for this ratio is 1.75%

• Direct Debt per Capita

This ratio measures the burden of direct debt placed on the population supporting the debt. This measure will not exceed $2,000.

• General Debt Service as a percentage of Operational Expenditures

This ratio reflects the County’s budgetary flexibility to adapt spending levels and respond to economic condition changes. This ratio is targeted at a level of 17%.

• Ten-year Payout Ratio

This ratio reflects the amortization of the County’s outstanding debt. A faster payout is considered to be a positive credit attribute. The County will maintain a floor for its ten-year payout of 64.0%.

In addition, the County will monitor the following debt ratios, which are impacted by external partners and economic trends.

• Overall Debt as a Percentage of Assessed Valuation

This ratio measures debt levels against the property tax base which generates the tax revenues that are the main source of debt repayment. The county will manage within a ceiling of 4.0% for this ratio.

• Overall Debt per Capita

This ratio measures the burden of debt placed on the size of the population supporting the debt and includes debt issued by municipalities within the County. It is widely used by rating analysts as a measure of an issuers’ ability to repay debt. This measure will not exceed $4,000.

These ratios will be calculated and reported each year in conjunction with the capital budget process, the annual financial audit and as needed for fiscal analysis. The county will also manage debt within parameters of related financial policies, including the General Fund Balance Policy.

Debt Management Policies

a. The County will issue debt only for purposes of constructing or acquiring capital assetsand for making major renovations to existing capital assets.

b. The County shall not construct or acquire a public facility if it is unable to adequatelyprovide for the subsequent annual operation and maintenance costs of the facility.

RECOMMENDED BUDGET


c. The County will ensure that adequate systems of internal controls exist, to providereasonable assurance as to compliance with applicable laws, regulations, andcovenants associated with outstanding debt.

d. The County will limit the use of Installment Financings, such as LOBs, to circumstancesthat require immediate action, or where there is a potential for significant benefit tothe county.

e. The County will manage debt issuance to comply with the adopted debt limits andother financial policies and will evaluate such limits at least every five years.

f. The County will attempt to structure debt in the best and most appropriate manner,consistent with the financial policies of the County.

g. The County will monitor its outstanding debt in relation to existing conditions in thedebt market and will refund any outstanding debt when sufficient cost savings can berealized or evaluate the use of interest rate swap agreements to achieve cost savings.

h. The County will utilize the Debt Service Fund to manage debt issuances and to makedebt service and capital expenditures more budget neutral and intentional.

i. To reduce the impact of capital programs on future years, the County will fund aportion of its CIP on a pay-as-you-go basis by:

• Appropriating a minimum amount of the property tax rate for capital projects,e.g., three cents or a proportional amount following revaluation of assessedproperty values;

• Appropriating proceeds from all county land sales for capital projects.

Pay-as-you-go funding will save money by eliminating interest expense on the funded projects. Pay-as-you-go capital appropriations improve financial flexibility in the event of sudden revenue shortfalls or emergency spending.

Refinancing of Outstanding Debt

The County in conjunction with its Financial Advisor will monitor the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. Current refundings of existing fixed rate debt will generally be considered when net present value savings meet or exceed 3% of the refunded par amount.

Additionally, the County may consider refinancing existing debt for reasons other than to achieve interest savings, including but not limited to mitigating risks associated with the County’s debt portfolio.

Taxable advance refundings, synthetic refinancing opportunities, and other alternative structures will be evaluated on a case-by-case basis and must be determined to be in the best interest of the County by the Director of Finance and the County Manager.

The County will attempt to coordinate refunding transactions with the issuance of new debt to leverage combined issuance costs and create administrative efficiencies.

Credit Enhancement

Credit enhancements (letters of credit, liquidity providers, bond insurance, etc.) may be used to improve the overall cost of funds on a debt financing, mitigate potential risks to the County,

RECOMMENDED BUDGET


or for other reasons deemed appropriate by the Finance Director and the County Manager. The County’s Financial Advisor will provide an analysis establishing the additional value any credit enhancement.

Administration and Implementation

The County Manager and the Director of Finance are responsible for the administration and issuance of debt including the completion of specific tasks and responsibilities included in this policy. The County will evaluate the debt policy at least every five years.

Capital Planning and Debt Determination

The Mecklenburg County Capital Improvement Program (CIP) comprises the financing, acquisition, development, and implementation of improvement projects for the County’s fixed assets. The CIP is a comprehensive five-year plan for land acquisition, and the development, modernization, or replacement of county-owned facilities, infrastructure, and equipment.

The Citizens Capital Budget Advisory Committee (CCBAC) is appointed by the Board of County Commissioners (BOCC) to review and make recommendations regarding proposed capital projects.

The County Manager and Director of Finance review, evaluate, and recommend capital projects for all functional areas through the CIP process. The BOCC adopts capital project ordinances to authorize projects in the CIP, and any amendments for capital plan updates. The BOCC also approves the capital budget to provide funding through the budget process. Available pay-as-you-go funding and debt issuance is allocated to fund the CIP, consistent with the Debt policy.

Where appropriate and consistent with the Debt Policy, the County will utilize the non-voted (two-thirds) bond authorization for bonds to fund projects, such as government facilities.

The County may use a combination of bonds and Installment Financings to finance capital assets. Installment Financings do not require voter approval but do require collateral as security.

Any capital item that has not been included in the CIP or capital budget process, but because of its critical or emergency nature, or is mandated immediately by either State or Federal requirements, will be considered for financing by installment purchase contract.

Debt Service Fund

The Debt Service Fund is established to provide separate dedicated funding for debt service management. The Debt Service Fund will be used to facilitate the payment of principal and interest for the County’s general debt service and assist in the continued compliance with adopted debt policies. Annually, the County will appropriate to the Debt Service Fund a set tax rate through the annual budget process but be no lower than a minimum of nineteen cents of the property tax rate, or proportional amount as adjusted for revaluation of assessed property values. Funds appropriated can only be utilized for debt service or pay-as-you-go capital in the current or subsequent fiscal years. Accumulated fund balance should be limited to two years’ non-property tax revenue. After the fund balance goal has been reached in the Debt Service Fund, a portion of the funds appropriated to the Debt Service Fund may be reallocated for use in pay-as-you-go capital funding.

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Pay-As-You-Go Funding

To reduce the impact of capital programs on future years, the County will fund a portion of its approved CIP on a pay-as-you-go basis, by annually appropriating three cents of the property tax rate, or proportional amount as adjusted for revaluation of assessed property tax values. In addition, proceeds from all County land sales will be appropriated for approved CIP projects. These revenue sources will allow additional funding for CIP projects, and reduce the County’s dependence on borrowing.

Issuance of Debt

The scheduling and amount of bond sales and installment purchase transactions will be recommended by the Director of Finance and the County Manager. The BOCC must approve the sale. These decisions will be based upon the identified cash flow requirements for each project to be financed, market conditions, and other relevant factors including the debt ratios. If the cash requirements for capital projects are minimal in any given year, the County may choose not to issue debt. Instead, the County may fund up-front project costs and reimburse these costs when financing is arranged. In these circumstances, the County will take steps required to reimburse itself in accordance with IRS guidelines.

Debt service for each issue will be structured with a goal to level out the county’s total debt service payments over the life of the debt portfolio and minimize the interest payments over the life of the issue. Structuring must take into consideration current market conditions and practices in the municipal finance market.

Method of Sale: There are four primary methods of issuing debt obligations: competitive sale, negotiated sale, private placement and bank loan. In a competitive sale, underwriters submit sealed bids and the underwriter or underwriting syndicate with the most favorable bid (as defined in the Notice of Sale), is awarded the bonds. In a negotiated sale, the underwriter or underwriting syndicate is selected by the County. The interest rates and underwriter’s discount are negotiated, and the bonds are sold to investors during an order period. In a private placement, the County hires a placement agent to place a debt obligation with a specific investor or group of investors. A bank loan is a debt obligation sold directly to a bank or group of banks.

Generally, new fixed rate general obligation bond sales are required to be conducted on a competitive basis by the Local Government Commission (LGC), a division of the Office of the State Treasurer. Refunding Bonds and all other types of securities can be sold using a method of sale selected by the County. Variable rate bonds, revenue and special obligation bonds and Installment Financings will be sold on a negotiated basis with the underwriter selection determined through a competitive process. Underwriter(s) will be selected for each issue based on the experience and expertise necessary for that issue.

Legality

The County must receive an opinion acceptable to the market from a nationally recognized law firm that each financing transaction complies with applicable law and all agreements in connection with any financing are legal, valid and binding obligations of the County.

RECOMMENDED BUDGET


Interest Rate Exchange Agreements

Interest Rate Exchange Agreement shall mean a written contract entered into in connection with the issuance of County debt or in connection with County debt already outstanding with a counterparty to provide for an exchange of payments based upon fixed and/or variable interest rates. The County will govern the use of Interest Rate Exchange Agreements by the policy described in Attachment I to this debt management policy.

Continuing Disclosure and Relationships with Other Interested Parties

The County is committed to full and complete primary and secondary financial disclosure to interested parties including state and national regulators as well as those in the underwriting market, institutional investors, rating agencies and other market participants to enhance the marketability of the County’s bonds. It will provide on-going disclosure information to established national information repositories and maintain compliance with disclosure standards promulgated by state and national regulatory agencies. The County will maintain good communications with investors and bond rating agencies to inform them about the County’s financial position making the County’s Comprehensive Annual Financial Report (CAFR), operating and capital improvements Budget and other required documents easily accessible.

Investment of Bond Proceeds

The County will invest its bond proceeds in compliance with North Carolina statutes, any restrictions within the related bond documents, and in compliance with the County’s investment policy. Additionally, the County will invest the proceeds of any tax-exempt bond issue in compliance with IRS or other federal rules and regulations.

Arbitrage Rebate Reporting

The County will comply with all arbitrage rebate requirements as established by the Internal Revenue Service and all disclosure requirements established by the Securities and Exchange Commission. This effort includes tracking investment earnings on bond proceeds, calculating rebate payments in compliance with the tax law and remitting rebatable earnings to the federal government in a timely manner in order to preserve the tax exempt status of the County’s outstanding debt issues.

Amended by the Board of County Commissioners, February 15, 2003 Amended by the Board of County Commissioners, April 15, 2003 Amended by the Board of County Commissioners, September 3, 2003 Amended by the Board of County Commissioners, November 5, 2008 Amended by the Board of County Commissioners, June 5, 2012 Amended by the Board of County Commissioners, May 20, 2014 Amended by the Board of County Commissioners, October 2, 2018

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Attachment I: Interest Rate Exchange Agreement Policy

Mecklenburg County Interest Rate Exchange Agreement Policy

This policy will govern the use by Mecklenburg County (the "County") of Interest Rate Exchange Agreements. "Interest Rate Exchange Agreement" shall mean a written contract entered into in connection with the issuance of County debt or in connection with County debt already outstanding with a counterparty to provide for an exchange of payments based upon fixed and/or variable interest rates. The failure by the County to comply with any provision of this policy will not invalidate or impair any Interest Rate Exchange Agreement.

The Conditions Under Which Interest Rate Exchange Agreements May Be Entered Into

Purposes Interest Rate Exchange Agreements may be used for the following purposes only to:

a. achieve significant savings as compared to a product available in the bond market ifthe use of derivatives helps to achieve diversification of a particular bond offering;

b. enhance investment returns within prudent risk guidelines;

c. prudently hedge risk in the context of a particular financing or the overall asset/liabilitymanagement of the County;

d. incur variable rate exposure within prudent guidelines;

e. achieve more flexibility in meeting overall financial objectives than available inconventional markets; and

f. accomplish a financial objective not otherwise obtainable using traditional financingmethods.

Legality The County must receive an opinion acceptable to the market from a nationally recognized law firm that the Interest Rate Exchange Agreement is a legal, valid and binding obligation of the County and entering into the transaction complies with applicable law.

Speculation Interest Rate Exchange Agreements shall not be used for speculative purposes. Associated risks will be prudent risks that are appropriate for the County to take.

Methods by Which Such Contracts Shall be Solicited and Procured In general, the County should procure Interest Rate Exchange Agreements by competitive bidding. The County shall determine which parties it will allow to participate in a competitive transaction. The County has the right to accept matching bids to diversify counterparty risk or reward firms for ideas and work performed. The parameters for the bid must be disclosed in writing to all potential bidders.

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Notwithstanding the above, the County may procure Interest Rate Exchange Agreements by negotiated methods when the County makes a determination that, due to the size or complexity of a given swap, a negotiated transaction would result in the most favorable pricing and terms or innovation.

To facilitate the procurement of Interest Rate Exchange Agreements, the County will engage an independent financial advisory firm to assist in the price negotiations, in the development of terms and in risk assessment. The County shall obtain an independent opinion that the terms and conditions of the Interest Rate Exchange Agreement reflect a fair market value of such agreement as of the date of its execution.

Form and Content of Interest Rate Exchange Agreements To the extent possible, the Interest Rate Exchange Agreements entered into by the County shall contain the terms and conditions set forth in the International Swap and Derivatives Association, Inc. ("ISDA") Master Agreement, including any schedules and confirmation. The schedule should be modified to reflect specific legal requirements and business terms desired by the County.

The County shall consider including provisions that permit the County to assign its rights and obligations under the Interest Rate Exchange Agreement and to optionally terminate the agreement at its market value at any time. In general, the counterparty shall not have the right to optionally terminate an agreement.

Events of Default Events of default of a counterparty shall include the following:

a. failure to make payments when due;

b. material breach of representations and warranties;

c. illegality;

d. failure to comply with downgrade provisions; and/or

e. failure to comply with any other provisions of the agreement after a specified noticeperiod.

The County will have the right to terminate the agreement upon an event of default by the counterparty. Upon such termination, the counterparty will be the "defaulting party" for purposes of calculating the termination payment owed.

Aspects of Risk Exposure Associated with Such Contracts Before entering into an Interest Rate Exchange Agreement, the County shall evaluate all the risks inherent in the transaction. These risks to be evaluated could include:

a. counterparty risk - the risk of a payment default on a swap by an issuer's counterparty;

b. termination risk - the risk that a swap has a negative value and the issuer owes abreakage fee if the contract has to be terminated;

c. rollover risk - the risk of a failed remarketing or auction with respect to any variablerate bonds associated with a swap; or the risk that an issuer cannot secure a cost-effective renewal of a letter or line of credit;

d. basis risk - the risk that floating rate cash flow streams may diverge from each other;

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e. tax event risk-the risk that the spread between taxable and tax-exempt rates willchange as a result of changes in income tax laws or other conditions; and

f. amortization risk - the risk that the amortization of the swap will not be fully integratedwith the amortization of the underlying bonds.

The County shall endeavor to diversify its exposure to counterparties. To that end, before entering into a transaction, it should determine its exposure to the relevant counterparty or counterparties and determine how the proposed transaction would affect the exposure. The exposure should not be measured solely in terms of notional amount, but also, how changes in interest rates would affect the County's "Value at Risk" exposure for outstanding agreements.

Counterparty Selection Criteria The County may enter into an Interest Rate Exchange Agreement if the counterparty has at least two long term unsecured credit ratings in the AA category from Fitch, Moody's, or S&P, and the counterparty has demonstrated experience in successfully executing Interest Rate Exchange Agreements. If after entering into an agreement the ratings of the counterparty are downgraded below the ratings required, then the agreement shall be subject to termination unless (a) the counterparty provides either a substitute guarantor or assigns the agreement, in either case, to a party meeting the rating criteria reasonably acceptable to the County or (b) the counterparty (or guarantor) collateralizes the Interest Rate Exchange Agreement in accordance with the criteria set forth in this Policy and the Interest Rate Exchange Agreement.

Provisions for Collateralization Should the rating of the counterparty, or if secured, the entity unconditionally guaranteeing its payment obligations not satisfy the requirements of the Counterparty Selection Criteria, then the obligations of the counterparty shall be fully and continuously collateralized by (a) direct obligations of, or obligations the principal and interest on which are guaranteed by, the United States of America or (b) direct obligations of U.S. Agencies and such collateral shall be deposited with the County or an agent thereof. The specific collateral requirements for each Interest Rate Agreement shall be set forth in the corresponding swap documentation.

Long-Term Implications In evaluating a transaction involving the use of Interest Rate Exchange Agreements, the County shall review long-term implications associated with entering into Interest Rate Exchange Agreements, including costs of borrowing, historical interest rate trends, variable rate capacity, credit enhancement capacity, opportunities to refund related debt obligations and other similar considerations.

Methods to be Used to Reflect Such Contracts in the County's Financial Statements The County shall reflect the use of Interest Rate Exchange Agreements on its financial statements in accordance with generally accepted accounting principles.

Monitoring The County shall monitor the performance of Interest Rate Exchange Agreements and may employ a financial advisor to assist in evaluating the effectiveness of its Agreements. A written report, provided at a minimum quarterly, shall include at least:

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a. preparing a description of each contract, including a summary of its terms andconditions, the notional amount, rates, maturity and other provisions thereof;

b. determining any amounts which were required to be paid and received, and that theamounts were paid and received;

c. determining that each counterparty is in compliance with it rating requirements;

d. determining that each counterparty is in compliance with the downgrade provisions, ifapplicable (See Counterparty Selection Criteria);

e. assessing the counterparty risk, termination risk, basis risk and other risks, which shallinclude the marked to market value for each counterparty and relative exposurecompared to other counterparties and a calculation of the County's Value at Risk foreach counterparty; and

f. determining, at least quarterly, that all posted collateral, if required, has a net marketvalue of at least the collateral in the Interest Rate Agreement.

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Change is the value that reflects the increase or decrease in the tax rate from the previous fiscal year. Tax rate and change are in cents. *Revaluation Year

County

FY16-17 Adopted

FY17-18 Adopted

FY18-19 Adopted

FY19-20* Adopted

FY20-21 Recommended

Tax Rate (Change)

Tax Rate (Change)

Tax Rate (Change)

Tax Rate (Change)

Tax Rate (Change)

Cabarrus 70.00 70.00 72.00 74.00 Not yet Available 0.00 0.00 2.00 2.00

Cumberland 74.00 79.90 79.90 79.90 Not yet Available 0.00 5.90 0.00 0.00

Durham 74.04 76.79 77.79 71.22 Not yet (5.27) 2.75 1.00 (6.57) Available

Forsyth 73.10 72.35 72.35 75.35 Not yet Available 0.0 (0.75) 0.00 3.00

Gaston 87.00 87.00 87.00 84.00 Not yet Available 0.00 0.00 0.00 (3.00)

Guilford 75.50 73.05 73.05 73.05 Not yet Available (0.50) (2.45) (0.00) 0.00

Iredell 52.75 52.75 52.75 52.75 Not yet 0.00 0.00 0.00 0.00 Available

Mecklenburg 81.57 81.57 82.32 61.69 61.69 0.00 0.00 0.75 (20.63) 0.00

Orange 87.80 83.77 85.04 86.79 Not yet 0.00 (4.03) 1.27 1.75 Available

Union 76.65 78.10 73.09 73.09 Not yet Available (1.00) 1.45 (5.01) 0.00

Wake 60.05 61.50 65.44 72.07 Not yet (0.65) 1.45 3.94 6.63 Available

Five Year Historical Comparison of Tax Rates

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Year Tax Rate Board Make-Up Party MajorityFY01 D 0.7300 R-2 D-7 U-0 DemocratFY02 D 0.8397 R-4 D-5 U-0 DemocratFY03 D 0.8397 R-4 D-5 U-0 DemocratFY04* R 0.7364 R-5 D-4 U-0 RepublicanFY05 R 0.7567 R-5 D-4 U-0 RepublicanFY06 D 0.8368 R-3 D-6 U-0 DemocratFY07 D 0.8189 R-3 D-6 U-0 DemocratFY08 D 0.8387 R-4 D-5 U-0 DemocratFY09 D 0.8387 R-4 D-5 U-0 DemocratFY10 D 0.8387 R-3 D-6 U-0 DemocratFY11 D 0.8387 R-3 D-6 U-0 DemocratFY12* D 0.8166 R-4 D-5 U-0 DemocratFY13 N 0.7922 R-4 D-4 U-1 No MajorityFY14 D 0.8157 R-3 D-6 U-0 DemocratFY15 D 0.8157 R-3 D-6 U-0 DemocratFY16 D 0.8157 R-3 D-6 U-0 DemocratFY17 D 0.8157 R-3 D-6 U-0 DemocratFY18 D 0.8157 R-3 D-6 U-0 DemocratFY19 D 0.8232 R-3 D-6 U-0 DemocratFY20* D 0.6169 R-0 D-9 U-0 DemocratFY21 D 0.6169 R-0 D-9 U-0 Democrat*Denotes RevaluationU Denotes Unaffiliated

Year and Majority Party

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Board Budget PrioritiesTotal

DollarsCounty Dollars

1. Reduce Racial Disparities 2,462,660$ 1,783,123$ Non-Departmental

Funding for initiatives to address food deserts in the County. 600,000Three Sisters Market Food Desert Initiative 125,000 125,000United Way - Unite Charlotte - Funding to provide grants to grassroots nonprofit organizations 1,331,000 1,331,000

Community Service GrantsLoaves and Fishes will provide groceries to individuals and families experiencing a short-term crisis through a network of food pantries in Mecklenburg County 50,000 50,000Prospera NC provides bilingual assistance to Hispanic entrepreneurs trying to establish or expand their business by offering business seminars, consulting services, and access to capital. 50,000 50,000The Young Black Leadership Alliance will leadership training sessions, college prep education, and community service projects at Johnson C. Smith University and UNCC 150,000 150,000

Public HealthAdditional interpreter services 79,537

Economic Development OfficeMWSBE Program Compliance Coordinator. 77,123 77,123

2. Fund Pre-K 5,490,662$ 5,490,662$ Non-Departmental

Additional funding to support 20 new classrooms, bringing the total to 80 and serving 1,602 students 5,490,662 5,490,662

3. Affordable Housing 4,030,000$ 30,000$ Non-Departmental

Additional Funding to the Rental Subsidy Program Fund 3,000,000Habitat for Humanity Critical Home Repair 1,000,000

Community Service GrantsTime Out Youth Center provides housing for LGBTQ youth ages 11-20. 30,000 30,000

4. Mental Health Support 6,155,200$ 6,155,200$ Community Service Grants

Mental Health America of Central Carolinas provides one-on-one and group support for families with youth experiencing emotional, behavioral, and mental health challenges, as well as community outreach and education on suicide prevention. 180,113 180,113

Charlotte Mecklenburg SchoolsExceptional Children Staffing and Special Education Support 945,644 945,644Student Support Staffing/Social and Emotional Learning Support 3,393,859 3,393,859

Sheriff's OfficeAdditional contracted medical and therapeutic staffing in the Jails 1,285,584 1,285,584

Social ServicesFunding expand therapeutic residential services for approximately 15 Raise the Age youth. This is a partnership with The Juvenile Crime Prevention Council.

350,000 350,000

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5. Parks and Greenways 5,175,209$ 2,540,968$ Park and Recreation

Additional programming at McDowell Nature Center 6,000Additional programming at Steven's Creek Nature Center 30,900Additional summer camps 69,130Increase landscape services for athletic field maintenance 100,000 75,000Operating for new greenways: McDowell Creek, Walker Branch, Plum Creek, Long Creek Greenway 137,460 81,460Operational Need Assessment for American Legion Memorial Stadium 100,456 100,456Operational Need Assessment for Eastway Regional Center 2,796,573 369,362Operational Need Assessment for Quest Nature Preserve 22,626 2,626

Asset and Facility ManagementIncrease Security Patrols at Parks 159,000 159,000New Park Facility Maintenance 601,664 601,664To provide security coverage at Eastway Rec Center 102,000 102,000Utilities for New Park Facilities 1,049,400 1,049,400

Grand Total 23,313,731$ 15,999,953$

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Strategic Business Plan Projects Positions County Revenue /

RedirectionTotal

Assets & Facility Management

Eastway Recreation Center Security - 102,000$ -$ 102,000$ Security Upgrades - Weapons

Screening Initiative 1 1,630,392 - 1,630,392

24/7 Security at Parks - 159,000 - 159,000

Sub-Total 1 $ 1,891,392 $ - $ 1,891,392

Community Support Services

Survivor Resource Center - 43,214$ -$ 43,214$

Sub-Total - $ 43,214 $ - $ 43,214


Document Management - 240,000$ -$ 240,000$ Queuing System - Equipment &

Annual Maintenance - 30,000 - 30,000

Sub-Total - $ 270,000 $ - $ 270,000

County Manager's Office

Technology for Advisory Board - 15,900$ -$ 15,900$

Sub-Total - $ 15,900 $ - $ 15,900

Criminal Justice Services

SOAR - CJS Program - 20,000$ -$ 20,000$

Sub-Total - $ 20,000 $ - $ 20,000

Financial Services

Increase in Procurement Training

Expense - 2,800$ -$ 2,800$

Sub-Total - $ 2,800 $ - $ 2,800

Human Resources

Backgroud Screening Cost Increase - 15,000$ 15,000$

Sub-Total - $ 15,000 $ - $ 15,000

Information Technology

Azure Cloud Services 503,192$ -$ 503,192$

Cisco SmartNet Maintenance - 100,000 - 100,000

Everbridge Alerting System - 34,000 - 34,000

Exterro Software Subscription - 34,000 - 34,000

KnowBe4 Cyber Awareness Tool for

Email Phishing - 85,000 - 85,000

Managed Engine License Expansion - 30,000 - 30,000

Mythics Auditing and Monitoring Tool

Maintenance - 30,000 - 30,000

Mythics Tooling Rack Maintenance - 100,000 - 100,000

Trend Micro Annual Maintenance - 82,000 - 82,000

Vulnerability License and

Compliance Renewal - 35,606 - 35,606

Sub-Total - $ 1,033,798 $ - $ 1,033,798

Land Use and Environmental Services

Solid Waste Project Manager 1 -$ 73,441$ 73,441$

LUE 2.2 2 - 118,738 118,738

Sub-Total 3 $ - $ 192,179 $ 192,179

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Medical Examiner

Holiday Pay Increase - 6,300$ -$ 6,300$

Overtime Budget Increase - 8,500 - 8,500

Sub-Total - $ 14,800 $ - $ 14,800

Office of Economic Development

MWSBE Project Compliance

Coordinator 1 77,123$ -$ 77,123$

Sub-Total 1 $ 77,123 $ - $ 77,123

Park & Recreation

American Legion Stadium 2 100,456$ -$ 100,456$

Eastway Regional Center 59 369,362 2,216,465 2,585,827

McAlpine Creek Greenway - 2,250 - 2,250

McDowell Creek (Gilead) Greenway - 1,500 - 1,500

Plum Creek (Bailey) Greenway - 11,660 - 11,660

Quest Nature Center - 2,626 20,000 22,626

Walker Branch Greenway - 10,500 - 10,500

Long Creek Greenway - 35,900 - 35,900

LSC I-485 to Polk Greenway - 11,400 - 11,400

McDowell Creek Greenway - 8,250 - 8,250

Sub-Total 61 $ 553,904 $ 2,236,465 $ 2,790,369

Public Health

Children's Developmental Service

Agency Operating Increase* - -$ 183,176$ 183,176$

Laboratory Increase* - - 159,433 159,433

Nurse - School Health 1 65,486 - 65,486

PrEP Program Expansion - 60,000 - 60,000

TB Clinic Operating Increase* - - 43,000 43,000

TB Interferon Gamma Ray Testing

(IGRA)* - - 150,000 150,000

Sub-Total 1 $ 125,486 $ 535,609 $ 661,095

Public Information

Enterprise ADA Content Creation

Training - 10,000$ -$ 10,000$

Equidox ADA PDF Compliance

Software - 10,000 - 10,000

Level Access ADA Consulting - 25,195 - 25,195

SiteImprove Subscription Upgrade - 5,920 5,920

Sub-Total - $ 51,115 $ - $ 51,115

Public Library

Facility Master Plan - -$ 350,000$ 350,000$

- $ - $ 350,000 $ 350,000

Social Services

Efficiency Project - -$ 250,000 250,000

Foster Care Funding - - 258,000 258,000

Guardianship Wards - - 205,800 205,800

Raise the Age - 350,000 - 350,000

Senior Nutrition Meal Expansion - - 86,460 86,460

YFS Retention Strategies - 885,750 885,750

Sub-Total - $ 350,000 $ 1,686,010 $ 2,036,010

Grand Total 67 4,464,532$ 5,000,263$ 9,464,795$ *Public Health items funded with Medicaid Escrow Reserve

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