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Home My WebLink About2000-03-10 ABLE OF CONTENTS VIEW STEERING COMMITFEE MEMBERS ........................................... i ORGANIZATIONAL CHART ...................................... : .................. ii INTRODUCTION ................................................................... 1 WELFARE REFORM ............................................................... 2 Background and Context .................................................... 2 Employment and Unemployment ............................................. 3 VIEW STEERING COMMITFEE ACTION AGENDA - PROGRESS REPORT ................ 4 Employment ................ : ....................................... 4 Job Readiness ............................................... 4 Job Finding and Placement .................................... 4 VIEW Work Activities .......................................... 5 Job Training ................................................. 6 Job Retention ............................. ; ................. 6 Making Ends Meet: Welfare Reform and Poverty ................. 7 II. Transportation ...................................................... 9 Child Care ......................................................... 11 Child Day Care: Availability, Affordability and Quality .............. 12 IV. Faith Community ................................................... 13 V. Education of Participants and the Community .......................... 15 Community Education ....................................... 15 Participant Education ........................................ 16 VI. Communication .................................................... 18 VII. VIII. Evaluation ........................................................ 20 Welfare Reform Implementation Activities ............................. 21 Start-Up Activities .......................................... 21 Enrollment of VIEW Participants .............................. 22 Finding Jobs ........................................ ........ 22 Job Readiness ............................................. 22 Business Involvement ...................................... 23 Child Care ................................................. 23 Transportation ............................................. '23 Education and Training ...................................... 24 Child Support .............................................. 24 APPENDIX - VIEW WORK ACTIVITIES AS OF JUNE 1998 - GRAPHS Cumulative Number of Individuals Enrolled in View Percentage of Enrolled VIEW Participants Placed in a Work Activity Percentage of Enrolled VIEW Participants Employed Number of Full and Part-Time Jobs Obtained by VIEW Participants Percentage of Enrolled VIEW Participants Placed in Community Work Experience Percentage of Enrolled VIEW Participants Placed in On-the-Job Training Average Wage for All VIEW Participants Employed Average Monthly Earnings for VIEW Participants Employed Three and Six Month Job Retention Rates for VIEW Participants Employed VIEW STEERING COMMITTEE MEMBERS Chairperson: Virginia Daugherty Charlottesville City Council Kenneth Ackerman Director, Monticello Area Community Action Agency Willie Blanton Director, Piedmont Job Training Administration Hunter Bowles Ead Ford Director, Louisa County Department of Social Services Joanne G. Burkholder Greene County Board of Supervisors Judith E. Cole Director, Fluvanna County Department of Social Services Thomas Conner Director, Nelson County Department of Social Services ' Robert A. Cox, III Director, Charlottesville Department of Social Services Sam DeLaura Nelson County Board of Supervisors Leonard Gardner Fluvanna County Board of Supervisors Charlotte Humphds Albemade County Board of Supervisors James B. Keenan, Jr. Director, Greene County Department of Social Services Alicia Lugo Director, Teensight Don Martin Director, Virginia Employment Commission Kathy Ralston Director, Albemade County Department of Social Services Welfare Reform in the Thomas Jefferson Planning District YEAR ONE REPORT Atom INTRODUCTION The six jurisdictions of Virginia's Thomas Jefferson Planning District implemented the state's new welfare reform program, the "Virginia Initiative for Employment Not Welfare" (VIEW), on July 1, 1997. Among the many reforms of VIEW is a two-year time limit on receipt of financial aid from the Temporary Assistance to Needy Families (TANF) program. June 30, 1998 marked the end of year one of the first two-year VIEW cycle in the region. Planning and implementation of the VIEW program in our region was coordinated by the VIEW Steering Committee, representing elected officials, Departments of Social Services, and other human services agencies, with support from the Thomas Jefferson Planning District Commission and the Charlottesville-Albemarle Chamber of Commerce. The Steering Committee issued a report in July of 1997, "Welfare Reform in the Thomas Jefferson Planning District," which documented planning activities in fiscal year 1996-97. This "Year: One Report" documents the activities undertaken and progress made in our community during the first year of this new program. It includes background information on welfare reform and an update on the Committee's 1997 "Action Agenda" items, along with second year goals and long-term challenges. Also included are a list of some of the many implementation activities throughout the region and information on several key issues in welfare reform. In fiscal year 1998-99, the Steering Committee and the VIEW Business Leadership Council are studying options for merger or other restructuring to respond effectively to the evolving challenges of welfare reform. The Committee calls the attention of the region to these critical long-term issues and requests the commitment and involvement of all citizens in making these historic changes positive ones for families and our regional community. WELFARE REFORM: Back.eiround and Context The Virginia Initiative for Employment not Welfare (VIEW) program took effect in this region on July 1, 1997 with major changes to the welfare system affecting hundreds of families receiving benefits from the Temporary Assistance to Needy Families (TANF) program, formerly Aid to Families with Dependent Children (AFDC). Federal welfare reform in 1996 also changed Food Stamps and other federal programs. Some of the major changes resulting from welfare reform are: A "work first" approach to welfare eligibility which requires able-bodied recipients with children over 18 months old to get a job within 90 days. The job must be a minimum of 30 hours per week, or may be fewer hours if combined with training or education up to a total of 30 hours per week. There are restrictions on the type and duration of education and training programs permitted. Temporary Assistance to Needy Families payments, formerly named Aid to Families with Dependent Children, may continue until the combination of assistance and eamings reaches the federal poverty limit (see "Federal Poverty Limits," page 7). If no job is found, recipients must work for their TANF grant in a "workfare" job (a temporary placement in a government or non-profit agency). "On-the-job training" and brief job readiness programs are stressed, rather ~{han substantial education and training programs. Once participants are enrolled in VIEW, there is a two year time limit on TANF cash payments, child care, Medicaid, and transportation, with a possible third year extension of child care, transportation and Mediceid assistance. After two years of TANF cash benefits, a family in Virginia cannot receive this assistance for the next two years. Under federal law, there is a five year lifetime limit. Children born ten months or longer after a client starts receiving TANF are not eligible for cash assistance, nor are the parents exempt from VIEW work requirements based on the age of those children. Unless working at least 20 hours a week, able-bodied unemployed Food Stamp recipients with no dependents are limited to three months of Food Stamps in a 36 month period. These laws went into effect on December 1, 1996. Persons convicted of a drug felony of possession, use, or distribution after August 22, 1996 are ineligible for TANF benefits and Food Stamps. Legal immigrants are ineligible for Social Security benefits until they become U.S, citizens. TANF, Medicaid and Food Stamps are not available to immigrants for five years after entering the country. TANF was changed from an "entitlement" program to a capped block grant to states. Entitlement programs are funded at the level of actual need, while the block grant remains a fixed amount regardless of whether it is sufficient to serve all who need and qualify for benefits. Presently these block grants exceed the level of need but if caseloads rise in a future economic downturn, there could be insufficient funds to assist all families who need help. Employment and Uneml lovment Welfare reform implementation fortunately occurred during good economic times. In 1997, Virginia's average unemployment rate was 4% and jobs were readily available in most parts of the state. In the Thomas Jefferson Planning District, unemployment averaged 3.58% in 1997 and was even lower in the first pa~ of 1998. Albemarle and Greene Counties had the lowest rate in the state for June of 1998 at 1.5%; Charlottesville and Fluvanna County were about 2%. Growth in employment in the Charlottesville Metropolitan Statistical Area (the City and the counties of Albemarle, Fluvanna, and Greene) is predicted to be 16% over the next seven years. New jobs are expected to be concentrated in three categories: 1) professional, paraprofessional, and technical (34%); 2) service occupations (28%); and 3) executive, administration, and managerial (24%), Distribution of the district's workforce varies by locality: Charlottesville, 30% service occupations and 17% state and local government; Albemarle, 21% state government, 19% service and 15% retail; Fluvanna, 26% service and 22% state and local government; Louisa, 22% manufacturing and 20% retail/service; Greene, 21% local government; and Nelson, 38% service. In the first year of the VIEW program, 79% of enrolled participants became employed, most of them in service industry occupations. With an average hourly wage of $5.91, the earnings of these newly employed workers left them still well below the federal poverty level. VIEW STEERING COMMITTEE ACTION AGENDA Prodress Report I. EMPLOYMENT VIEW is a "work first" program. Job readiness, job finding and placement were the priorities in year one. The Committee's 1997 Action Agenda identified job training and job retention as other critical issues of the welfare-to-work program. Job Readiness Year One Goal:. Address the job readiness needs of the VIEW job seekers in partnership with the VIEW Business Leadership Council's Task Force for Job Readiness. Year One Pro.Qress: "Job readiness" was identified by the Business Leadership Council as a high priority need of many persons hired for entry level jobs. A variety of approaches were tried in the region to help VIEW participants acquire the information, skills, and attitudes needed to succeed in the workplace (see "Implementation Activities," page 22). Year Two Goal: Ensure job readiness activities are provided timely and are available to all TANF recipients as well as VIEW participants. Lon.cl-Term Challen.cles: Identify the most effective way for participants to become "job ready." Job FindinQ and Placement Year One Goals: · Enroll all mandatory VIEW participants in the program. · Identify available jobs and support participants' job search. · Place all participants in jobs or other work activities. Year One Progress: VIEW Work Activities (as of June t998) Cumulative Dam Total Enrolled in VIEW Participants in a Work Activity % of Total Enrolled Participants Employed % of Total Enrolled Full Time Jobs % of Cumulative Jobs Part-Time Jobs % of Cumulative Jobs Community Work Experience % of Total Enrolled On the Job Training % of Total Enrolled Average Wage Average Monthly Earnings Three Months Employment Six Months Employment Total Al'marle Fluvanna 670 109 11 542 88 10 81% 81% 91% 528 87 10 79% 80% 91% 527 85 10 72% 74% 91% 204 30 1 28% 26% 9% 54 4 0 8% 4% 0% 6 2 0 1% 2% 0% $5.91 $6.51 $6.65 $722 $847 $1,024 69% 66% 88% 46% 51% 93% NOTE: See Appendix for information provided in graph format Year Two Goals: · Establish padnerships with employers for VIEW clients with their companies. · Focus job finding efforts on companies paying and/or offering advancement opportunities. Lone-Term Challen.aes: Greene Louisa 30 60 23 46 77% 77% 21 44 70% 73% 19 41 70% 79% 8 11 30% 21% 3 7 10% 12% 0 0 0% 0% $5.57 $5.79 $739 $785 47% 63% 33% 52% Nelson 22 13 59% 13 59% 12 80% 3 20% 0 0% 0 0% $5.64 $776 82% 57% identification and placement of higher entry-level wages Availability of jobs paying wages sufficient for self-support when families are no longer eligible for public .assistance. C'ville 438 362 83% 353 81% 360 70% 151 30% 40 9% 4 1% $5.80 $751 71% 45% Job Trainin~ Year One Goal: In partnership with the VIEW Business Leadership Council, establish a strategy in each locality to address the job training needs of VIEW participants. Year One ProGress: Due to the initial priority on enrollment of VIEW participants, job search and job placement, there was minimal activity in the area of job training in the first year. The Business Leadership Council did not identify specific job*skills training as a high priority for applicants for entry level jobs. Year Two Goal: Identify creative ways to incorporate job training within the restrictions of VIEW policy, e.g., on-the-job or other employer-provided training· LonG.Term ChallenGes: · Increase opportunities for workers to get job training in combination with employment. · Modify welfare reform programs and policy to allow for incorporation of job training needed by recipients to obtain self-supporting employment. Job Retention Year One Goal: Identify strategies to enable participants to succeed on the job. Year One ProGress: Due to the emphasis 'on enrolling VIEW participants, job readiness, job identification, referral and placement, programs and services targeted to retention were not emphasized in the first year. Year Two Goals: Determine reasons for job retention and job loss. Identify effective ways to work with participants and employers to improve job retention rates for VIEW participants. ,lee Lon.a-Term Challen.aes: Learn what employers with good job retention rates are doing and work with the Business Leadership Council to publicize and support these strategies. MAKING ENDS MEET: Welfare Reform and Poverty The VIEW prog.ram does not, in and of itself, address the problem of poverty; rather, it aims to replace welfare checks with paychecks. The average VIEW participant employed in 1997-98 earned $722 per month (at $5.91 per hour, full-and part-time jobs averaged), about 37% below the federal poverty level for a family of three (those employed full-time at $5.91 would be 10% below poverty). Entering the workforce satisfies the requirements of the VIEW program, but most families remain below the poverty level. Federal poverty limits, listed below, vary by family size and are a standard benchmark for evaluating the economic status of families. Federal Poverty Limits: 1998-99 Family Size MonthIv Income Yearly Income 1 671 8,052 2 904 10,848 3 1,138 13,656 4 1,371 16,452 5 1,604 19,248 6 1,838 22,056 VIEW participants who go to work have the option of retaining their eligibility for TANF (for a maximum of two years) until their combined income from TANF and employment reaches the poverty level for their family size. At that point, or after two years, eligibility for cash aid from TANF ends. According to 1990 census data, there were a total of 20,631 people and 3,117 families below poverty in our region. As of June 1998, approximately 900 families in the region received TANF and about 670 individuals had been enrolled in the VIEW Program. At any point in time, only a fraction of the families in poverty receive welfare benefits from the TANF program (probably less than one-third based on the above data from 1990 and 1998), though many families tend to cycle on and off of TANF aid periodically. While some VIEW participants have secured jobs with higher earnings, most continue to live below the poverty level after employment. This is due to many factors including lack of education and training, limited job skills and work history, and the prevalence of low wage service industry jobs in our area. These factors also contribute to the relatively low job retention rates thus far for VIEW participants, 69% at 3 months and 46% at 6 months. II. TRANSPORTATION VIEW participants need reliable, flexible, and affordable transportation. These challenges are particularly acute in our rural counties. In addition to trying to secure reliable child care, many of these workers have to drive long distances in poorly maintained cars to get to the major job markets in the Charlottesville and Richmond areas. Moreover, many entry-level jobs require shift work in the evenings or on weekends, when public transportation is either limited or unavailable. Year One Goals: Expand affordable public transportation services to nights and weekends. · Provide special transportation services to high density employment areas. · Expand RideShare data base. · Improve coordination between transportation and social service agencies. · Promote innovative transportation strategies. Year One Progress: · JAUNT received a grant to provide free transportation for Charlottesville, Albemarle, and Fluvanna VIEW participants 7 days a week, 24 hours a day. · JAUNT and Social Services provided free bus passes for CTS. · In cooperation with the six Social Services departments, JAUNT has applied for a federal Welfare-to-Work grant to expand its VIEW transportation program to the whole region. '· RideShare now has a web page and a "Guaranteed Ride Home" program for those who use public transportation or the carpool program. · MACAA and Albemarle County's "Cars, Taxes, and Turnarounds" program provided cars for 8 VIEW participants. Year Two Goals: · Secure funding to continue JAUNT's VIEW transportation program and expand it to the whole region. · Expand the community's donated car program. · Work with the Business Leadership Council on innovative transportation approaches. LonG-Term ChallenGes: Transportation will continue to be a barrier for some VIEW participants and low income working families who have left the VIEW program. While JAUNT has been an answer for many in Charlottesville, Albemarle County and Fluvanna County, the remaining counties are awaiting approval of another grant that would enable JAUNT' to provide similar services to their VIEW participants. The long term challenge for the region is how to ensure there is affordable transportation for low income working families when these grant-funded programs end. lO III. CHILD CARE The-availability of good quality affordable child care is critical to the success of parents entering the work force. Year One Goals: · Make subsidized child care available for all VIEW participants who need it. · Develop action plans to implement the recommendations in the 1996 report "Caring for Children," by the Charlottesville-Albemarle Children and Youth (CACY) Commission. Year One Pro.aress: · Social Services Departments provided subsidized child care to all VIEW participants who required it. · Children, Youth and Family Services, Inc. (CYFS) received Community Development Block Grant (CDBG) funding to pursue implementation of the CACY Commission recommendations. Beginning July 1, 1998, the Welfare Reform Children's Services Project will: > Survey and document needs for care during non-traditional hours. > Survey centers and family child care providers on willingness and ability to provide care at non-traditional times. >.- Encourage employers to assist employees with non-traditional child care needs. >-Conduct community education on finding and choosing quality child care. · Charlottesville, Albemarle, and Greene contracted with CYFS and United Way to implement a child care quality enhancement program to include: > .Community resource and referral services. > Comprehensive consumer education. > Training and technical assistance for child care providers. > Development of voluntary local standards for family day care providers and assistance to providers wishing to adopt them· Year Two Goals: · Develop resources for child care dudng non-traditional hours. · ·Increase community awareness of child care quality issues. · Enhance the overall level of quality of child care in the community. · Ensure that financial assistance for child care is available to all families who are leaving the VIEW program and need it to succeed in employment. I1 LonG-Term ChallenGes: · While subsidized child care is available to all VIEW participants, time-limited welfare benefits will result in increasing numbers of low-income working families not eligible for VIEW benefits. The community needs to secure resources to assist all low-income working families with the cost of child care. · The quality of child care has a large impact on the development of children and the future of the community. There needs to be a strong long-term commitment to the provision of high quality care for all children. CHILD DAY CARE: Availability, Affordability, and Quality The need for child care during night and weekend hours was predicted to be a challenge in welfare reform. To assess this need, Children, Youth, and Family Services, Inc. (CYFS) is conducting a survey of low-income families, mailing 600 surveys and distributing 165 through work sites. The agency is also exploring with child care centers the possibility of offering evening and weekend services, and recruiting family day care providers willing to provide care at these "non-traditional" times. There currently are 32 family providers in the City and 19 in Albemarle County known to offer evening and weekend care. As expected, welfare reform has increased the need for financial assistance with the cost of child care for working families (the City's child care assistance caseload more than doubled in 1997-98). As more families leave the welfare rolls for low.wage employment, the need for subsidized child care for working families will become more critical. Child care subsidy programs for non- welfare working families have limited budgets and frequently must keep waiting lists. A major post-welfare reform challenge for 'Virginia will be to shift funding emphasis from welfare payments to child care assistance so the newly employed will have the necessary support to meet their families' basic economic needs. A number of initiatives are under way to enhance the quality of child care in our community. With funding from the Community Development Block Grant, CYFS is making presentations to parents on how to find the best quality child care programs, and working one-on-one with VIEW participants on selecting the best providers. The City and Albemarle and Greene Counties have contracted with CYFS and the United Way to put expanded child care information on the Information and Referral system and to develop new training programs for family day care providers and child care center staff. In the Play Partners Program, volunteers from several churches visit family day care homes to provide reading and language development activities for children. IV. FAITH COMMUNITY Churches, synagogues and religious groups are important community resources to help families get off welfare through programs such as mentoring, child care, emergency assistance, transportation, clothing assistance and psychological and spiritual counseling. Year One Goals: United Way Information and Referral (I&R) should maintain a list of religious organizations offering programs in support of welfare reform. Increase the number of families served by Project Breakthrough. · Increase the number of child care openings and scholarship support. · Increase the funds available for emergency assistance through the Community Assessment Program. · Increase cooperation among area food banks to respond to growing needs. · Supply work clothes, shoes, and personal care services for job seekers. · Provide support groups and individual counseling for those making the transition from welfare to work. ~m Year One Progress: · The United Way I&R Center published the "Quick Guide to Welfare Reform Resources in PD 10," which included religious organizations. · Project Breakthrough served 50% more families in 1998 than 1997. · Wesley Memorial Church opened a new child care center with extended hours. · Trinity Episcopal Church developed a scholarship program. · The Community Assessment Program provided an average of $13,400 per month in emergency aid. · Local food banks set up a cooperative network. · JAUNT, MACAA, Albemarle County and the Albemarle Baptist Association wrote a proposal for funding to the Department of Labor to expand the "Cars, Taxes, and Turnarounds" project and to create a repair service. · The Albemarle Baptist Clothing Center spent over $10,000 on new work clothes, shoes, and haircuts, and has distributed used clothing valued at more than $40,000. · The Albemarle Baptist Association and First Baptist Church-West Main are training community counselors to help VIEW families. · With the Albemarle-Charlottesville Dental Association, the Albemarle Baptist Association developed a dental network for people with severe needs and e~mm~ provided $80,000 worth of free care donated by 33 local dentists to 41 people. Year Two Goals: · Increase the number of people involved in mentoring programs. · Help clients get beyond entry level jobs. · Help in restructuring the Community Assessment Program so that emergency support will continue. Increase the CT&T program and create the repair service. · Start a community counseling network. · Help with more day care openings and scholarships. · Increase the availability of free medical and dental care. · Develop the Albemarle Baptist Association Clothing Center as a one stop job preparation center for clothes, tools, and referral needs. · Develop more sources for emergency food. Lon.a-Term Challenges: · Secure training and jobs that offer a living wage to single parent families. · Help .families after TANF and VIEW support (financial aid, day care, transportation, and medical care) end. · Develop programs to educate children for work and life. · Help communities develop support groups for those in need. · Restructure our governmental and religious social services to prepare to meet increases in unemployment and poverty when the economy dips and TANF ends. 14 V. EDUCATION OF PARTICIPANTS AND THE COMMUNITY Both the community as a whole and parents who are in the VIEW program need information and education about the facts and implications of welfare reform. Parents in VIEW need to learn about welfare reform to make the best possible plans and decisions for their families, and the community must be educated to develop and support effective responses to the problems of welfare and poverty. Ways must be found to incorporate the basic education and work skill development needs of participants into welfare reform programs. Community Education Year One Goals: · Educate the community on the implications of welfare reform and VIEW. · Develop the Thomas Jefferson Area's United Way Information and Referral Center (I&R) into a central clearing house for welfare reform information for all community members. · Use a team approach for public presentations on welfare reform including government leaders, Social Services personnel, and non-profit agencies. Year One ProQress: · Formal and informal education by Social Services directors and staff through presentations to interested groups, e.g., VIEW Business Leadership Council, schools, civic organizations, and other human services agencies. · United Way I&R Center developed "Quick Guide to Welfare Reform Resources in Planning District 10." · VIEW progress updates were reported in the "City Notes" newsletter, the Daily ProGress, WINA radio, and WVIR television. · The VIEW Business Leadership Council was formed for business/social services collaboration. Year Two Goals: · Educate the community on the expiration of two-year time limits for TANFNIEW recipients beginning in July 1999, to encourage support for alternative resources for families. · Promote awareness of the need for a "living wage" and encourage additional. "model employers" (those providing wage advancement, orientation programs, mentoring, family friendly policies, flexible work schedules, etc: ). · Promote the advantages of hiring VIEW participants, e.g., tax credits, supportive services. · Promote cultural sensitivity among businesses and the community, e.g., race, gender, poverty, single parenthood. Lon~-Term Challenges: · Educate the community on the long-term implications of Virginia's two-year · time limit for TANF, and the federal five-year lifetime limit. · Educate the business community on the need for employee support programs such as orientation, mentoring, child care, crisis assistance, training and education to improve worker skills,' and career ladders to achieve a livable wage. · Inform the business community of the availability of job placement and support services for VIEW participants. · Change welfare reform programs and policies to better address participants' needs for the basic education and specific training needed to compete for jobs paying better wages. · Educate the community and political leaders on the need for "safety net" programs for persons with severe employment barriers, and for times of economic downturn. Participant Education Year One Goals: · Educate VIEW participants on program requirements, resources and support available, and the implications of time-limited assistance. · Address the "job readiness" needs of VIEW job seekers by providing information on what employers expect of employees, how to apply for a job and how to succeed in the workplace. · Educate parents on the importance of quality child care and how to access it. Year One Pro.~ress: · United Way I & R developed a "quick resource guide" for frequently used services, including child care resources. · · Social Services Departments and MACAA provided or sponsored job readiness classes for VIEW participants and other TANF recipients. · Social Services Departments published VIEW newsletters for clients. 16 · Social Services child care staff assisted participants with making child cam choices and referred them to Children, Youth, and Family Services, Inc. (CYFS) for provider listings and other information. · The VPI-SU Extension Service sponsored classes on certification for child care providers. Year Two Goals: · Educate TANF recipients 'on the expiration of two-year time limits beginning in July 1999. · Educate TANF recipients about available transitional services, including child care assistance. · Change focus from job readiness to job retention with instructional classes, support groups, etc. · Educate VIEW participants on child care quality and resources to assist them in making good choices after time limited assistance ends. LonG-Term ChallenGes: 'Educate participants on available resources to assist with job retention. · Provide readily accessible information on how to find new employment in the event of job loss. · Enable participants to effectively address their needs to complete basic education and access training for specific jobs and careers. · Provide career planning assistance to improve wages and career choices. · Provide information on resources for 'budget counseling, mental health and substance abuse treatment, help with domestic abuse, conflict resolution, etc. VI. COMMUNICATION Effective communication among service providers, program participants, policy makers, and community members is essential to the success of welfare reform. Year One Goals: · Establish links among Departments of Social Services to communicate welfare reform progress. · Establish communication links with businesses to locate jobs and work cooperatively to place VIEW participants. · Provide accessible information on available jobs to participants. Year One Progress: · The VIEW Steering Committee met regularly for communication and coordination among agencies serving VIEW participants. · The Business Leadership Council met regularly with staff of social service agencies to share information and develop ideas for program success. · The Steering Committee contracted with the Charlottesville-Albemarle Chamber of Commerce for staff support and better communication with area businesses. · Funding was secured for a Job Developer position to work directly with businesses to identify available jobs and develop procedures for screening and placing VIEW participants from our region. · Several Social Services Departments created "job boards" to give participants information on available jobs. · PIEDMONT WORKS, Monticello Avenue, and the Disabilities Services Board, in cooperation with the VIEW Business Leadership Council, developed the automated Internet-based Thomas Jefferson Area Job Board to help VIEW participants and other job seekers make connections with companies seeking to fill job openings. · The PIEDMONT WORKS One-Stop Career Center educated groups of VIEW participants on job search resources available at the Center. · PIEDMONT WORKS, the Department of Rehabilitative Services, the County of Louisa, the Louisa Department of Social Services, the Virginia Economic Development Corporation Micr01oan Program and the Volunteers of Louisa worked together to open and staff the Louisa Employment Resource Center to provide career development information and services to county job seekers. 18 Year Two Goals: · Expand use of the PIEDMONT WORKS/Disability Services Board automated job boardon the Internet. · Expand employedSocial Services network through the work of the Job Developer. · Merge the VIEW Steering Committee and VIEW Business Leadership Council to complete a community strategic plan for long-term welfare reform success. Continue to strengthen the relationship between the Chamber of Commerce and human services agencies for an effective employment services system. · Communicate on a regular basis with employers through the Chamber of Commerce newsletter. · Communicate progress and plans for future years to the community. LonGsTerm ChallenGes: · Establish an effective system to match job seekers with job openings. · Strengthen systems of communication between human services and businesses in order to react to the changing picture of welfare reform. · Create an efficient way to inform the community of job opportunities, education and skill development programs, and job seeker support services. and to give employers convenient access to information about job seekers with qualifications to meet their requirements. · Provide centralized, accessible information for employers seeking help to improve job retention in their work force. VII. EVALUATION Currant welfare reform programs ara largely experimental and their long.term effects ara not yet known. Methodical evaluation of how VIEW affects the lives of families is necessary so that adjustments can be made to ensure the best possible chance of long-term positive outcomes. Year One Goals: · Secure funding for formal evaluation of the VIEW program in our region. · Establish an evaluation oversight committee. · Create links with other evaluation studies in the state. Year One ProGress: · Funding was obtained from the Virginia Department of Social Services to conduct a program evaluation of VIEW in our region. · Discussions began with the Southeastern Rural Mental Health Research Center to develop an evaluation plan for our region; the Center is involved in VIEW evaluations in other parts of the state. Year Two Goals: · Conduct an evaluation of the VIEW program in Planning District Ten. · Explore funding opportunities for a second phase of the evaluation after expiration of the first two-year VIEW cycle. LonG-Term ChallenGes: · Ensure a community commitment to good evaluation of the outcomes of welfare reform and its effects on families. · Effectively use the rasults of evaluation to improve programs, policies, and services and to advocate for legislative changes necessary to make welfare reform efforts work to the maximum benefit of families and the community. 20 WELFARE REFORM IMPLEMENTATION ACTIVITIES A wide variety of activities in support of welfare reform occurred throughout the region in fiscal year 97-98, involving many organizations and community members. Examples include: Startup Activities · On July 1, 1997, a formal "kickoff' event for VIEW was held at the United Parcel Service facility in Albemarle County, attended by the Governor, Commissioner of Social Services, other officials, the public, and the news media. · Charlottesville and Albemarle County Social Services sponsored two information forums on welfare reform and the VIEW program for approximately 200 representatives of community organizations.' · Albemarle Social Services held a VIEW "kickoff' meeting in July of 1997 to provide information to clients. · Monticello Area Community Action Agency sponsored a conference on welfare reform and employment for welfare recipients. · Departments of Social Services hosted informational meetings for TANF recipients to learn about VIEW requirements and opportunities. · Departments of Social Services reorganized and trained staff to transform from a benefits-issuance focus to an employment services focus. · Newsletters for TANF and VIEW clients were published by Albemarle ("STEPS FORWARD") and Charlottesville ("Outlook: News with a VIEW") Social Services. · Fluvanna County Social Services held monthly community forums on welfare reform and the VIEW program, and made presentations to the Chamber of Commerce, Board of Supervisors, the Fluvanna Interagency Council and other groups and organizations. · Fluvanna County held a VIEW kick-off reception for volunteers, business leaders, government officials, and Social Services clients in July 1997. · Fluvanna Social Services hosted a dinner in honor of volunteers who helped implement the VIEW program. · The United Way's Thomas Jefferson Area I&R Center created and distributed a "Quick Guide to Welfare Reform Resources in PD 10," listing over 200 programs, and organizations providing services in support of welfare reform objectives. 21 Enrollment of VIEW Participants Social Services Departments enrolled 670 TANF recipients in the VIEW program during the year: · Charlottesville: 438 · Albemarle: 109 · Louisa: 60 · Greene: 30 · Nelson: 22 · Fluvanna: 11 Findinc~ Jobs · Charlottesville, Albemarle, and Fluvanna, created "job boards" in their offices to provide job leads for VIEW participants, · PIEDMONT WORKS, in cooperation with the Disability Services Board and the VIEW Business Leadership Council, established the Thomas Jefferson Area Job Board on the Internet, a new service for employers wishing to post job openings and job seekers looking for employment. · Louisa County held a job fair for VIEW participants in June of 1997. · A job fair was held in August 1997, sponsored by Gimbel and Associates and the six Social Services departments. Fifty businesses and over 300 job seekers attended. The six Social Services departments and the Junior League sponsored a job fair in April 1998, attended by 50 businesses and over 200 job seekers. Job Readiness · Charlottesville, Albemarle, and Louisa conducted job readiness classes for VIEW participants: >- Charlottesville: 442 participants >- Albemarle: 80 participants > Louisa: 17 participants · The Monticello Area Community Action Agency implemented the Readiness Achievement Project (RAP) to prepare welfare recipients for employment and place them in jobs. Of 35 total participants, 57% gained employment and 85% of those still had jobs after 6 months at an average hourly wage of $6.91. · In the fall of 1997, the Leadership Charlottesville class of the Charlottesville/Albemarle Chamber of Commerce worked with MACAA's RAP program to review and evaluate class sessions, provide mentors for participants, and assist with employer networking and job development. · The Salvation Army's Project Breakthrough family mentoring program expanded to serve Fluvanna County residents. Business Involvement · The VIEW Business Leadership Council met periodically with Social Services staff to collaborate on strategies to place participants in jobs and assist them with job retention. PeriOdic "employer network" meetings were held to develop relationships among employers and social service agency staff. · The Interagency JOBS Committee met periodically to share information about employment resources and training programs in the community. · The VIEW Steering Committee received funds from the state Department of Social Services for a "VIEW Support Program." Elements. of the program include a contract with the Charlottesville/Albemarle Chamber of Commerce to provide staff support to the Committee and Business Leadership Council and assist with employer networking; funding to perform an evaluation of the VIEW program in the ragion; and funds to support creation of a Job Developer position. · With funds from the state and the Community Development Block Grant, the Charlottesville Department of Social Services established a Job Developer position to seek working partnerships with businesses interested in hiring VIEW participants. Of the 65 businesses approached thus far, 60 have agreed to work cooperatively with the program. Information on jobs, qualifications needed, and protocols for screening and evaluating applicants were distributed to all Departments of Social Services in the region. Child Care · Social Services Departments provided subsidized child care services for families who went to work through the VIEW program: · .- Charlottesville: 212 families, 383 children, $406,973 spent for services -- Albemarle: 43 families, 77 children, $80,428 spent for services ~.- Louisa: 48families, 74 children, $19,847 spent for services ~ Fluvanna: 12 families, 23 children, $6,330 spent for services ~.- Nelson: 8 families, 12 children, $8,514 spent for services ~ Information not available for Greene County · Albemarle and Charlottesville Social Services eliminated their waiting lists for child day care services for non-welfare, low income working families in 1997- 98. Transportation JAUNT, Inc. received a grant from the state through Albemarle Social Services to provide transportation for VIEW clients in Albemarle, Charlottesville, and Fluvanna. From November through June, 185 VIEW clients were served and over 8, 100 tnps were provided. by JAUNT to and from work, job training, education programs, child care, and appointments for employment services. In addition, 6,810 bus passes for Charlottesville Transit were distributed. JAUNT hired several VIEW participants as bus drivers. Louisa County obtained a grant to provide transportation assistance to VIEW participants. JAUNT and the Albemarle County Adult Education program developed a new program to provide classroom instruction and behind the wheel training for VIEW clients to secure a driver's license. Education and Trainin.Q · The PIEDMONT WORKS One-Stop Career Center hosted weekly meetings for VIEW clients to provide an orientation to the Center's services and to provide individual help with job searches, resume writing, and aptitude assessments. · PIEDMONT WORKS, the Department of Rehabilitative Services, the County of Louisa, Louisa Social Services, the VEDC Microloan Program and the Volunteers of Louisa jointly opened and staffed the Louisa Employment Resource Center. · PIEDMONT WORKS, job training programs assisted 44 VIEW, TANF,. and Food Stamp recipients from the region to attend basic education or vocational skills Classes at the Charlottesville-Albemarle Technical Education Center or Piedmont Virginia Community College. Child Support · Social Services Departments coordinated with State Division of Child Support Enforcement on ways to increase child support paid for children of VIEW participants. · The State's Division of Child Support Enforcement held a "Patemity Fair" to identify fathers of 129 children of TANF recipients and establish child support payments. AP.PENDIX VIEW Work Activities as of June 1998 (graphs) SlUnp!A!pUI Jo # Slnnp!A!pUI Jo # SlUnp!A!pUI Jo # ~:~ sqoF jo # ~, elssl .% %% emm ,mm s3u!u.se~l ,~lq~uolAI =~ r..~ c c c c Q c ~o.nt~l ~xec.t~ve'~ ~ecommended O]ae~attn~ 7~ud~et 7qll;ema~le e o untV, 73~t~tnta 7~ .d:~et S urnmawrl fl4a~cl4 3, ~999 7~ ud~et ~ alenda~ March 3 - County Executive's Recommended Budget Sent to Board of Supervisors March 10 ' Public Hearing on Recommended Budget March 15 - Board Work Session: March 17 - Board Work Session: Budget/Debt Service March 22 - Board Work Session: March 24 - Board Work Session: Overview, Schools, & General Government Critical Issues General Government Critical Issues (Continued) & Capital Other Board Issues Other Board Issues April 7 - Public Hearing on Board of Supervisors' Proposed Budget & Tax Levy April 14 - Budget/CIP Adoption, Tax Levy Set The major purpose of budgeting is to formally convert the County' s long range plans and policies into services and pro- grams. The budget provides detailed financial information on the costs of services and the expected revenues for the up- coming fiscal year. The budget process also provides a forum for a review of progress made in the current year and for a review of the levels of service provided by local government. The budget is divided into three major parts, each with sepa- rate documents and public hearings. The operating budget is the total and complete budget used to finance all of the day-to-day operations of local govern- ment. It consists of several major sections including general government operations, the transfer to school operations, school debt service, capital outlay, and the City-County reve- nue sharing payment. Funding for this budget is derived pri- marily from taxes, fees, licenses, fines, and from state and federal revenues. The school budget is used to completely describe the opera- tions of the County' s schools. It is prepared by the Superin- tendent's office and is approved by the School Board. The schools have their own budget calendar which is separate from that of other budgets. Funding for the school budget is derived mainly from transfers from the General Fund, fees, and inter-governmental revenues (i.e. state and federal fund- ing.) The Capital Improvements Program (CIP) is used to pur- chase or finance the construction of capital goods from the building of schools, parks, and roads to the upgrading of com- puter and phone system equipment. Funding for these proj- ects is obtained primarily from bond issues (long term debt which is typically borrowed for the building of school proj- ects) and from transfers from the operating budget. The Commonwealth of Virginia requires that all localities meet certain budget guidelines, as outlined in Sections 15.2- 2500 to 15.2-2513 of the Code of Virginia (1950), as amended. According to these guidelines, all localities within Virginia must have a fiscal year beginning on July 1 and end- ing on June 30 and must approve a balanced budget. The School Board must approve the School Budget by May 1 or within 15 days of receiving estimates of state funding, which- ever shall occur later. The Board of Supervisors must approve the operating budget. and set the tax rate by July 1 of each year. The adoption of the operating budget and the tax rate requires the Board to hold a public hearing and to advertise this hearing no less than 7 days in advance. Although these are the minimum state requirements, the County traditionally has adopted the budget by April 15 in order to establish teacher contracts and to set the personal property tax prior to the tax bill mailing date. The official appropriation of funds takes place prior to July 1 of each year. [,Ohen a~e the 7~ttd~et 2)eczgiong /']4ade and ot{o~ can 9 ~a~tzctpate in the ~oce~g? Each year the Coun~ develops a schedule of events which describe the dates of public and Board paaicipation in the budget process. The Board is asked to approve the schedule of the budget process m order to establish tim dates Br meetings and pro~de the public with as much notice as possi- ble. A copy of the budget calendar is included in this section on the back of the divider page. The County's FY 1999/00 operating budget schedule began on October 13, 1998, with the preliminary projection of reve- nues for the coming year. On November 4, the Board pro- vided the County Executive with financial guidelines for the development of the budget. On November 13, the County Executive' s Office sent budget instructions to all depart- ments. In the middle of December, departments submitted budget requests to the County Executive's Office. From the middle of December to the middle of January, the executive staff reviewed budget requests and developed budget-related questions. From these discussions, the execu- tive staff developed recommendations ranging from the fund- ing of new programs to the reduction of funding for current programs. In mid-February, the School Superintendent sub- mitted the school budget to the County Executive and the ex- ecutive staff reviewed the school budget. At the end of Febru- ary, the County Executive made the necessary adjustments to balance the budget and staff printed the County Executive's recommended budget. This budget will be presented to the Board of Supervisors on March 3, with a public hearing on the County Executive's recommendation scheduled for March 10. After the public hearing, the Board begins a detailed review of each area of the budget and recommends specific cuts or additions to the County Executive's recommended budget. After all of the budget changes are agreed upon, a public hearing on the Board of Supervisors' proposed budget and the tax rate will be held. The FY 99/00 public hearing is sched- uled for April 7, 1999. On April 14, the Board adopts the op- erating and capital budgets, and sets the tax levy for the com- ing year. The budget is legally enacted through passage of a Resolution of Appropriation prior to June 30. 7iS'udder C)t;jectivea g dqi hli /4ta Basic service levels will be maintained at current levels; · Property tax rates will be maintained at current levels - real property at $0.72/$100 assessed valuation and personal property at $4.28/$100 assessed valuation; · Current fiscal planning policies will be maintained; Education and public safety continue to be high priorities for the provision of services; Local revenues are not used to replace reduced or eliminated federal or state programs; · Future fiscal uncertainties are reduced and fiscal stability is maintained through an appropriately funded General Fund Bal- ance; and · Necessary infrastructure improvements are programmed for im- plementation. · State and federal re'C, enues for FY 2000 increased by $4.68 mil- lion (13.6%) over the current year, largely due to economic prosperity at the State-level and growth in state income tax - revenues; · School Division revenues increased by $2.81 million (10.6%) from state and fed&al sources, and by $2.15 million (4.4%) from the General Fund, for a total transfer of $51,385,564; · Local revenues for FY 2000 increased by $5.11 million (5.5%) over the current year, with real property tax revenues increasing $2.33 million or 5.9% over the current year due to this year's reassessment and $178.6 million in new construction; personal property revenues increased by $0.41 million or 2.0% over cur- rent year; and meals tax revenues increased by $0.80 million, or 34.7%, over the current year; · The revenue sharing agreement with the City of Charlottesville provides them with an additional $266,781 for a total payment of $5,85 million; · Debt service of $8.45 million for school construction projects has been funded; · Community agencies receive an average funding increase of 5%; · Departmental operating budgets are level funded with no in- crease over their current budget; · Compression pay for 'long-time employees is in the second year of a three year phase-in as directed by the Board of Supervisors last year; · School Division and General Government employees are pro- posed to receive a 4% performance increase; · A General Government debt service reserve of $200,000 is funded for proposed bonded projects; and · A Board of Supervisors contingency reserye in the amount of $200,000 is provided for the Board's discretionary use. Administration- Funding is provided to increase the amount of continuing education assistance available to each employee and to .~ire a Strategic Planning and Process Review Manager (Human Re- sources); and to fund the second year of the three-year compression phase-in. Judicial - A permanent bailiff is funded at the Juvenile & Domestic Relations Court; ongoing funding is provided for Hunting Control Enforcement (Sheriff); and funding is allocated for a chair and com- puter in the General District Court Judge's chambers. Public Safety - Funding is provided for a new Police Traffic Offi- cer; for specialized Police training; for additional operating and staff associated with the regional jail expansion; for an additional dis- patcher and Regional Crime Information Network (RCIN) Coordina- tor at. the Emergency Communications Center; for three new career ftrefighters and Hazardous Materials supplies (Fire/Rescue); and for vehicle maintenance and fuel expenses for volunteer fire companies and rescue squads (J.C.F.R.A.) j Public Works - Funds are budgeted for a new Senior Civil Engi- neer and an erosion control Plans Reviewer/Inspector in Engineer- ing; for stormwater detention basin maintenance (Engineering); and for weed control, maintenance and mowing of median strips along Routes 250 and 20 South (Public Works.) Human Development - 2.0 FTE new foster care social workers and 2.0 FTE child protective services social workers are added in Social Services; additional Comprehensive Services Act funding is budg- eted to address the increase in foster care cases; JABA received ad- ditional funds for congregate and home delivered meals; Children, Youth and Family Services received additional funds for the Run- away Emergency Shelter; Growing Healthy Families received $25,000 for home visits (Commission on Children & Families); Madison House received additional operating funds; the AIDS/HIV Services Group was funded; and Piedmont Virginia Community College received additional operating and capital project funds. Parks, Recreation and Culture - Funding was t~rovided for ten special needs assistants at Parks' Summer Playground Program, as well as for the following Library requests: a Library Clerk at North- side, a Technical Services Librarian at the Central Library, and Sun- day hours at the Monticello Avenue Virtual Village (Mont-AVV) Internet lab. Community Development - Funding was added for a Planning Technician, a GIS Specialist, aerial photography, and tax map/parcel digital conversion in Planning; a new Zoning Assistant is provided to help with plan review; additional .funding is provided to MACAA for the Community Assessment Program (CAP) and salary adjust- ments; and funds are budgeted to the Planning District Commission for additional RideShare staff and a Rivanna River Basin study. Education- The School Division has added 15.2 growth teachers and other costs in support of 224 new students, including 2.0 new health clinicians and additional elementary art, music and physical education staffing; provided additional funding for high school ath- letics; funded the Standards of Accreditation; funded technology support; and other initiatives. FY 1999/00 Recommended Total County Revenues $145,491,378 Local Property Taxes 47% Self-Sustaining 00 Federal Reve~/~ \ ~ ::-: :..'::~ = · :. 'E: :: :L State2R4eo,~e Carry-Over/Fund Other Local Balance Revenues t % 22% FY 97/98 FY 98/99 FY 98199 FY 99/00 FY 99/00 $ % % TOTAL COUNTY REVENUES ACTUAL ADOPTED ~ REQUEST RECOMM INC INC TL LOCAL REVENUE PROPERTY TAXES 59,796,119 63,233,900 63,233,900 65,226,315 66,173,400 2,939,500 4.65% 45.48% OTHER LOCAL REVENUE 27,206,324 29,008,387 29,034,120 31,042,800 31,278,330 2,269,943 7.83% 21.50% OTHER LOCAL- SCHOOL FUND 633.977 612.099 642.137 516.254 516.254 (95.845~. -15.66% 0.35% SUBTOTAL 87,636,420 92,854,386 92,910,157 96,785,369 97,967,984 5,113,598 5.51% 67.34% STATE REVENUE GENERAL 5,088,270 5,410,678 5,560,828 5,810,600 6,894,253 1,483,575 27.42% 4.74% SCHOOL FUND 24,104.339 25.549.819 25.638.989 28,275.580 28.275.580 2.725.761 .10.67% 19.43% SUBTOTAL 29,192,609 30,960,497 31,199,817 34,086,180 35,169,833 4,209,336 13.60% 24.17% FEDERAL REVENUE GENERAL 2,458,915 2,577,834 2,577,834 2,293,500 2,964,576 386,742 15.00% 2.04% SCHOOL FUND 812.103 946.448 946.448 1.027.860 1.027.860 81.412 8.60% 0.71% SUBTOTAL 3,271,018 3,524,282 3,524,282 3,321,360 3,992,436 468,154 13.28% 2.74% SELF-SUSTAINING FUNDS 6,968,689 6,545,782 6,726,525 7,275,680 7,275,680 ' 729,898 11.15% 5.00% TRANSFERS/FUND BALANCE GOVT: CARRY-OVER/FUND BAL 0 69,916 1,004,616 0 0 (69,916) -100.00% 0.00% GOVT: TRANSFERS 136,697 30,000 30,000 110,300 136,775 106,775 355.92% 0.09% SCHOOLS: CARRY-OVER/FUND BAL 0 985,512 985,512 790,000 790,000 (195,512) -19.84% 0.54% SCHOOLS: TRANSFERS 58.670 58.670 58.670 158.670 158.670 1 I:)0.000 170.44% 0.11% SUBTOTAL 195,367 1,144,098 2,078,798 1,058,970 1,085,445 (58,653) -5.13% 0.75% TOTAL REVENUE 127,264,102 135,029,045 136,439,578 142;527,559 145,491,378 10,462,333 7..75% 100.00% (Zotal (] o .ntV n/aendit FY 1999/00 Recommended Total County Expenditures $145,491,378 General Gev't. General Gev't IVisc. <1% Operations 27% Capital Program ,: ~'.: ::: .:,::i~:ii,~i:7:":"',t?, ':' Revenu:%Sharing % · ~,a-'.;:7.~ __~_ :-: - . Sef-Sustaini~.:E 7' .:' ~ ' ' :: , Debt Service 6% School Division Operations 57% TOTAL COUNTY EXPENDITURES GENERAL GOVERNMENT FUNCTIONS ADMINISTRATION JUDICIAL PUBLIC SAFETY PUBLIC WORKS HUMAN DEVELOPMENT · PARKS, RECREATION & CULTURE COMMUNITY DEVELOPMENT COMPRESSION RESERVE SUBTOTAL SCHOOL DIVISION SCHOOL FUND OPERATIONS SELF-SUSTAINING FUNDS DEBT SERVICE FUND DEBT SERVICE RESERVE CAPITAL IMPROVEMENT PROGRAM SUBTOTAL NON-DEPARTMENTAL CAPITAL PROGRAM - GEN. GOV'T. CITY/COUNTY REVENUE SHARING DEBT SERVICE - GENERAL GOVT JAIL EXPANSION RESERVE CONTINGENCY RESERVE REFUNDS SUBTOTAL SUBTOTAL EXPENDITURES FY 97/98 FY 98/99 FY 98/99 FY 99/00 ACTUAL ADOPTED BE_VJ.SE~ REQUEST FY 99~00 $ % % RECOMM INC ~ TL 5,574,778 5,779,233 5,947,869 6, 184,605 6, 111,362 332, 129 5.75% 2,032,550 2,106,855 2,206,846 2,297,318 2,315,457 208,602 9.90% 10,474,875 11,113,901 11,227,001 12,084,876 12,090,320 976,419 8.79% 2,205,643 2,289,742 2,615,415 2,643,376 2,573,495 283,753 12.39% 7,094.339 7,641,464 7,686,041 8,810,226 8.504,582 863,118 11.30% 3,518,675 3,751,919 3,762,022 4,070,921 3,985,525 233,606 6.23% 2,504,123 2,677,699 3,166,611 3,314,321 3,279,883 602,184 22.49% 0 196.240 ~5.770 196-240 202.734 6.494 3.31% 33,404,983 35,557,053 36,677,575 39,601,883 39,063,358 3,506,305 9.86% 4.20% 1.59% 8.31% 1.77% 5.85% 2.74% 2.25% 0.14% 26.85% 1,325,927 1,712,312 1,712,312 2,157.930 2,157,930 445,618 26.02% 1.48% 5.518,393 5,587,013 5,587,013 5,853,794 5,853,Z94 266,781 4.78% 4.02% 0 110,688 110,688 110,688 310,688 200,000 180:69% 0.21% 100,000 0 0 0 0 0 0.00% 0.00% 0 184,913 174,976 50,000 200,000 15,087 8.16% 0.14% 35.648 81.500 81.500 26,000 26.000 (55.500) -68.10% 0.02% 6,979,968 7,676,426 7,666,488 8,198,412 8,548,412 871,986 11.36% 5,88% 126,998,391 135,029,045 136,439,578 146,656,675 145,491,378 10,462,333 7.75% 100.00% 70,675,712 77,391,036 77,510,244 83,130,700 82,153,928 4,762,892 6.15% 56.47% 7,096,627 6,545,782 6,726,525 7,275,680 7,275,680 729,898 11.15% 5.00% 6,845,880 7,558,748 7,558,748 8,450,000 8,450,000 891,252 11.79% 5.81% 600,000 0 - 0 0 0 0 · 0.00% 0.00% 1.395.221 300.000 300.000 .Q 0 (300.000) -100.00% 0.00% 86,613,440 91,795,566 92,095,516 98,856,380 97,879,608 6,084,042 6.63% 67.28% ene al und umn4a V ,z x]aendttu e GENERAL FUND EXPENDITURES FY 67/98 FY 98/99 FY 98/99 FY 99/00 FY 99/00 $ % % ACTUAL ADOPTED REVISED REQUEST ' RECQMM INC INC TL ADMINISTRATION 'BOARD OF SUPERVISORS 290,417 304,495 329,171 323,888 322,388 17,893 5.88% 0.30% COUNTY ATTORNEY 521,743 418,997 420,552 438,413 438,913 19,916 4.75% 0.41% COUNTY EXECUTIVE ~i54,714 601,100 622,370 633,800 633,800 32,700 5.44% 0.59% FINANCE 2,225,421 2,427,061 2,517,599 2,558,240 2,526,740 99.679 4.11% 2.35% INFORMATION SERVICES 1,505,611 1,520,086 1,535,030 1,608,898 1,608,898 88,812 5.84% 1.50% HUMAN RESOURCES 274,519 314,185 314.185 403,419 374,484 60,299 19.19% 0.35% VOTER REGISTRATION/ELECTIONS 202,354 193.309 208.962 217,947 206.139 12.830 6.64% 0.19% SUBTOTAL 5,574,778 5,779,233 5,947,869 6,184,605 6,111,362 332,129 5.75% 5.69% JUDICIAL CIRCUIT COURT 76,568 73,382 73,382 75,126 75,126 1,744 2.38% 0.07% CLERK OF CIRCUIT COURT 495,273 502,883 527,603 540,848 540,848 37,965 7.55% 0.50% COMMONWEALTH'S A'FrORNEY 461,630 488,900 489,829 501,379 501,379 12,479 2.55% 0.47% GENERAL DISTRICT COURT 10,935 12,830 15,330 15,330 15,330 2,500 19.49% 0.01% JUVENILE COURT 68,723 132,984 132,984 119,934 119,934 (13,050) -9.81% 0.11% MAGISTRATE 15,046 18,020 18,020 19,355 19,355 1,335 7.41% 0.02% SHERIFF 904.375 877.856 949.698 1.025.346 1.043.485 165.629 18.87% 0.97% SUBTOTAL 2,032,550 2,106,855 2,206,846 2,297,318 2,315,457 208,602 9.90% 2.15% PUBLIC SAFETY COMMUNITY ATTENTION 238,183 CRIMINAL JUSTICE BOARD 3,865 EMERGENCY COMMUNIC. CTR 1,057,524 FIRE DEPARTMENT - CITY 641,290 FIRE DEPARTMENT- JCFRA' 537,509 FIRE/RESCUE ADMINISTRATION 671,886 FIRE/RESCUE CI:5,EDIT 63,775 FOREST FIRE EXTINCTION 13,758 INSPECTIONS 633,100 JUVENILE DETENTION HOME 123,468 OFFENDER AID &RESTORATION 39,680 POLICE DEPARTMENT 6,006,297 REGIONAL JAIL AUTHORITY 224,651 RESCUE SQUADS - JCFRA 188,168 SPCA 31.720 SUBTOTAL 10,474,875 PUBLIC WORKS ENGINEERING WATER RESOURCES MGNT. PUBLIC WORKS SUBTOTAL HUMAN DEVELOPMENT AIDS SUPPORT GROUP ARC OF CHARLOTTESVILLE BRIGHT STARS PROGRAM CHARLOTTESVILLE FREE CLINIC COMM. ON CHILDREN & FAMILIES CHILDREN, YOUTH & FAMILY SVCS DISTRICT HOME FOCUS - TEENSIGHT HEALTH DEPARTMENT JAUNT JEFFERSON AREA BD. FOR AGING JABA - ADULT HEALTH FACILITY LEGAL AID MADISON HOUSE (Continued on Next Page) 863,716 54,328 1.287.598 2,205,643 0 0 118,810 5,150 26,566 35,035 56,963 20,205 668,370 293,075 118,580 14,400 16,610 4,545 0 0 0 0 0 0.00% 0.00% 3,971 3,971 5,533 4,170 199 5.01% 0.00% 1,125,891 1,125,891 1,320,468 1,242,040 116,149 10.32% 1.16% 656,040 656,040 666,535 666,535 10,495 1.60% 0.62% 642,295 642,295 695,060 735,060 92,765 14.44% 0.68% 888,380 898,485 1,103,059 1,038,652 150,272 'L6.92% 0.97% 65,000 65,000 70,000 70,000 5,000 7.69% 0.07% 13.800 13,800 13,800 13,800 0 0.00% 0.01% 699,443 706,805 715,137 715,137 15,694 2.24% 0.67% 132,901 132,901 123,037 123,037 (9,864) -7.42% 0.11% 40,872 40,872 42,507 42,507 1,635 4.00% 0.04% 6,354,487 6,450,120 6,697,151 6,806,793 452,306 7.12% 6.34% 266,685 266,685 403,281 403,281 136,596 51.22% 0.38% 186,696 186,696 189,993 189,993 3,297 1.77% 0.18% 37.440 37.440 39.315 39.315 1.875 5.01% 0.04% 11,113,901 11,227,001 12,084,876 12,090,320 976,419 8.79% 11.25% 959,690 t,078,586 1,158,424 1,123,543 163,853 17.07% 1.05% 58.657 98,657 115,126 115,126 56,469 96.27% 0.11% 1.271.395 1.438.172 1.369.826 1.334.826 63.431 4.99% 1.24% 2.289,742 ;~,615,415 2,643.376 2,573,495 283,753 12.39% 2.40% 0 0 3,260 3,260 3,260 100.00% 0.00% 0 0 19,750 0 0 0.00% 0.00% 130,616 130,616 223,460 223,460 92,844 71.08% 0.21% 5,305 5,305 5,570 5,570 265 5.00% 0.01% 268,703 268,703 279,469 304,469 35,766 13.31% 0.28% 36,147 36,147 69,719 39,080 2,933 8.11% 0.04% 41,100 41,100 0 0 (41,100) -100.00% 0.00% 20,205 20,205 21,215 21,215 1,010 5,00% 0.02% 703,821 703,821 823,084 746,050 42,229 6.00% 0.69% 317,494 317,494 330,908 330,908 13,414 4.22% 0.31% 126,458 126,458 163,889 136,639 10, 181 8.05% 0.13% 14,400 14,400 14,400 14,400 0 0.00% 0.01% 18,579 18,579 24.341 19,510 931 5.01% 0.02% 4,700 4,700 7,200 7,200 2,500 53.19% 0.01% ene al .nd ,umn4aW x/aendttu e (Continued from Previous Page) GENERAL FUND F×PENDITURES FY 97/98 FY 98/99 FY 98/99 FY 99/00 FY 99/00 $ % ACTUAL ADOPTED REVISED REQUEST RECOMM INC INC MENTAL HEALTH - REGION TEN 259,365 294,500 294,500 358,457 312,170 17,670 6,00% MENTAL HEALTH FACILITY 75,000 0 0 0 0 0 0.00% SEXUAL ASSAULT RES OU RCE AGCY. 20, 190 20, 190 20,190 24,000 21,210 1,020 5.05% SHELTER FOR HELP IN EMGCY. 61,840 ' 64, 173 64, 173 66,573 66,573 2,400 3.74% SOCIAL SERVICES ' 5,071,528 5,272,513 5,317,090 6,054,765 · 5,932.702 660,189 12.52% TAX RELIEF -ELDERLY/DISABLED 163,038 231,000 231,000 245,000 245,000 14,000 6.06% UNITED WAY SCHOLARSHIP PGM. 56.785 63.025 63.025 64.916 64.916 1.891 3.00% SUBTOTAL 7,086,055 7,632,929 7,677,506 8,799,976 8,494,332 861.403 11.29% 0.29% 0.00% 0.02% 0.06% 5.52% 0.23% 0.06% 7.91% EDUCATION PIEDMONT VA. COMM. COLLEGE 8,284 8,535 8,535 10.250 10,250 1,715 20.09% 0.01% PARKS & RECREATION DARDEN TOWE MEMORIAL PARK 106,132 110,685 110,685 118,745 115,450 4,765 4.31% 0.11% DISCOVERY MUSEUM 8,855 9,360 9,435 9,792 9,792 432 4.62% 0.01% LIBRARY 1,685,260 1,778,314 1,778,314 1,870,390 1,861,454 83,140 4.68% 1.73% LITERACY VOLUNTEERS 15,750 15,050 15,050 15,680 15,680 630 4.19% 0.01% PARKS &RECREATION 1,101,222 1,236,550 1,246,503 1,328,719 1,281,679 45,129 3.65% 1.19% PIEDMONT COUNCIL OF THE ARTS 8,855 9,360 9,435 9,750 9,750 390 4.17% 0.01% TRANSER: TOURISM 585,600 585,600 585,600 684,720 684,720 99,120 16.93% 0.64% VIRGINIA ARTISANS 0 0 0 1,125 0 0 0.00% 0.00% VIRGINIA FESTIVAL OF THE BOOK 0 0 0 15,000 0 0 0.00% 0.00% VIRGINIA FILM FESTIVAL 0 0 0 10,000 0 0 0.00% 0.00% VISITOR'S BUREAU 0 0 0 0 0 0 0.00% 0.00% VVVPT PUBLIC TELEVISION 7.000 7.000 7.000 7.000 7.000 0 0.00% 0.01% SUBTOTAL 3,518,675 3,751,919 3,762,022 4,070,921 3,985,525 233,606 6.23% 3.71% COMMUNITY DEVELOPMENT ALBEMARLE HOUSING IMPROV. 357,375 357,456 357,456 368,506 368,506 11,050 3.09% 0.34% BUS SERVICE/ROUTE 29 46,000 48,100 48,100 106,500 50,500 2,400 4.99% 0.05% GE FANUC/ECON. DEVELOPMENT 0 0 150,000 0 0 0 0.00% 0.00% MONTICELLO COMM. ACTION AGCY. 60,335 62,145 62,145 '134,062 88,918 26,773 43.08% 0.08% OFFICE OF HOUSING 336,656 433,658 466,679 476,400 413,152 (20,706) -4.77% 0.38% PIEDMONT HOUSING ALLIANCE 0 35,000 35,000 42,500 85,000 50,000 142.86% 0.08% PLANNING 967,711 994,215 1,276,408 1,321,956 1,421,241 427,026 42.95% 1.32% PLANNING DISTRICT COMMISSION 62,686 64,926 64,926 84,184 84,184 19,258 29.66% 0.08% SOIL &WATER CONSERVATION 30,500 30,736' 41,570 46,562 46,562 15,826 51.49% 0.04% VPI EXTENSION SERVICE 141,645 151,104 151,104 160,911 158,756 7,652 5.06% 0.15% ZONING 501.214 500.159 511.223 572.740 563.064 62.905 12.58% 0.52% SUBTOTAL 2,504,123 2,677,699 3,166,611 3,314,321 3,279,883 602,184 22.49% 3.05% 35,360,813 36,611,805 39,405,643 38,860,624 3,499,811 9.90% 36.t 7% 196.240 65.770 196.240 202.734 6.494 3.31% 0.19% 35,557,053 36,677,575 39,601,883 39,063,358 3,506,305 9.86% 36.36% SUBTOTAL GEN. FUND OPERATIONS 33,404,983 PLUS COMPRESSION RESERVE 0 TOTAL GEN. FUND OPERATIONS 33,404,983 NON-DEPARTMENTAL TRANSFER TO CAPITAL FUNDS 2,721,148 2,012,312 2,012,312 2,157,930 2,157,930 145,618 7.24% 2.01% GENERAL GOV'T DEBT SERVICE 0 110,688 110,688 110,688 310,688. 200,000 ' 180.69% 0.29% SCHOOL DEBT SERVICE RESERVE 600,000 0 0 0 0 0 0.00% 0.00% CITY/COUNTY REVENUE SHARING 5,518,393 5,587,013 5,587,013 5,853,794 5,853,794 266,781 4.78% 5.45% CONTINGENCY RESERVE 0 184,913 174,976 50,000 200,000 15,087 8.16% 0.19% JAIL EXPANSION RESERVE 100,000 0 0 0 0 0 0.00% 0.00% SCHOOL DIVISION DEBT SERVICE 6,845,880 7,558,748 7,558,748 8,450,000 8,450,000 891,252 11.79% 7.86% REFUNDS 35.648 81.500 81.500 26.000 26.000 (55.500) -68.10% 0.02% SUBTOTAL 15,821,069 15,535,174 15,525,237 16,648,412 16,998,412 1,463,238 9.42% 15.82% SUBTOTAL GEN. FUND EXPENDITURE 49,226,052 51,092,227 52,202,812 56,250,295 56,061,770 4,969,543 9.73% 52.18% 49,038,488 49,038,488 51,335,564 51,335,564 2,297,076 4.68% 47.78% 200.000 200.000 50.000 50.000 (150!000) -75.00% 0.05% 49,238,488 49,238,488 51,385,564 51,385,564 2,147,076 4.36% 47.82% TRANSFER TO SCHOOL DIVISION 46,091,436 SCHOOL TRANSFER - ONE TIME 0 SUBTOTAL 46,091,436 TOTAL GENERAL FUND 95,317,488 100,330,715 101,441,298 107,635,859 107,447,334 7,116,619 7,09% 100.00% eo,nttl .E ec,t ve' . , u ed Administration Strategic Planning & Process Review Manager (Hired in January, 2000) - HUman Resources Increased Funding for Continuing Education Tuition Reimbursement - Human Resources Judicial I-~eplacement Chair and Computer for Judge - ~5eneral U~stnct Court Hermanent Juvenne & Uomest~¢ h~elat~ons Court I:Jallltr - :Sner~trs Utt~ce (County Snare ~_. ungo~ng hund~ng tor Hunting Control Fntorcement - 5ner~n's umce Public Safety Additional Overtime for Specialized Police Training - Police Department 1.0 FTE Traffic Officer for Community Policing Unit - Police Department Market Equity Adjustment for Police Officers - Police Department Regional Crime Information Network Coordinator - ECC (County Share @ 33%) 1.0 FTE Dispatcher - Emergency Communications Center (County Share @ 43.29%) 3.0 FTE Career Firefighters (Hired in October, 1999) - Fire/Rescue Division HazardOus Materials Response Unit Supplies - Fire/Rescue Division J.C.F.R.A. Vehicle Maintenance Funds - J,C.F.R.A J.C.F.R.A. Vehicle Fuel Funds - J.C.F.R.A Additional Operating Costs for Regional Jail Expansion - Regional Jail Engineering & Public Works 1.0 FTE Civil Engineer Senior for Plan Review - Engineering 1.0 FTE Erosion Control Plans Reviewer/Inspector - Engineering Stormwater Detention Basin Maintenance - Engineering Median Strip Mowing Funds - Public Works - Maintenance Human Services 2.0 FTE Foster Care Social Workers - Social Services 2.0 FTE Child Protective Services Social Workers - Social Services Comprehensive Services Act Local Match Funding Increase - Social Services Additional Funds for Growing Healthy Families - Commission on Children and Families Additional Congregate Meals - JABA Additional Home Delivered Meals - JABA Additional Funds- Madison House Agency Funding - AIDS Support Group Additional Local Match for the Runaway Emergency Shelter - Children, Youth & Family Services Additional Operating Costs - Piedmont Virginia Community College Parks/Recreation/Cu Iture 10 Summer Playground Program Special Needs Assistance - Parks & Recreation 40 Hr./Week Library Assistant - Northside Library (County Share @ 81.09%) Technical Services Librarian - Central Library (County Share @54.87%) Sunday Hours at Mont-AW Computer Lab - Central Library (County Share @ 50%) 33,O65 3,500 Z,bUU 10,951 36,731 * 141,500 20,000 12,307 123,632 6,100 50,000 40,000 67,259 59,780 60,770 * 10,000 15,600 20,167 * 32,164 * 250,000 25,000 1,358 4,109 2,500 3,260 1,250 1,715 16,205 18,452 7,227 1,050 Continued on nextpage) ene a( ove nn4ent /2 to tties (Continued from previous page) Community Development 1.0 FTE Planning Technician (Hired in October, 1999) - Planning Funding for Tax Map/Parcel Digital Conversion o Planning/E-911 Funding for Aerial Photography - Planning/E-911 1.0 FTE GIS Specialist I - Planning/E-911 1.0 FTE Zoning Assistant (Hired in October, 1999) Additional Overtime for Zoning Inspectors - Zoning Salary Adjustments for MACAA Staff- MACAA CommunityAssessment Program (CAP)/Centralized Intake Funds - MACAA Additional Staff for the RideShare Program - TJPCD Rivanna River Basin Corridor Study - TJPDC Capital Improvement Program & Debt Service PVCC Main Academic Facility Renovations (County Share @ 40.9%) - 1st of 2 Annual Payments General Goverhment Debt Service Reserve Funds Total County Executive Funded Priorities' * Net of Offsetting Additional Revenues Public Safety Additional Overtime for Specialized Police Training - Police Department 1.0 FTE Traffic Officer for Community Policing Unit - Police Department 6.0 FTE Dis. patchers - Emergency Communications Center (County Share @ 43.29%) Engineering & Public Works Additional Funding for Stormwater Detention Basin Maintenance - Engineering Leaf Amnesty Program (October - November) - Public Works - Recycling Human Services Comprehensive Services Act Local Match Funding Increase - Social Services Parks/Recreation/Culture 12 Hr./Week Library Clerk- Northside Library (County Share @ 81.09%) Community Development DISC Consultant Assistance with Neighborhood Plans DISC Consultant Assistance with Ordinance Re-Write Pantops Shuttle o CTS * Net of Offsetting Additional Revenues 22,310 30,076 1,125 6,600 17,600 6,124 10,000 18,618 200.000 1,418,681 27,377 36,731 73,854 27,000 5,OO0 250,000 3,236 50,000 200,000 56,000 SCHOOL DIVISION BUDGET EXPENDITURES SCHOOL FUND OPERATIONS SELF-SUSTAINING OPERATIONS SUBTOTAL REVENUES GENERAL FUND TRANSFER OTHER SCHOOL FUND REVENUES SELF-SUSTAiNING OPERATIONS SUBTOTAL OVER/UNDER FY 97/98 FY 98/99 FY 98/99 FY 99/00 FY 99/00 $ % % ACTUAL ADOPTED REVISED REQUEST RECOMM INC INC TL 70,675,712 77,391,036 77,510,244 83,130,700 82,153,928 4,762,892 6.15% 91.86% 7.096.627 6,545.782 ~ 7.275.680 7.275.680 729.898 11.15% 8.14% 77,772,339 83,936,818 84,236,768 90,406,380 89,429,608 5,492,790 6.54% 100.00% 46,091,436 49,238,488 49,238,488 51.385,564 51,385.564 2,147.076 4.36% 57.46% 25,609,088 28,152,548 28,271,756 30,.768,364 30,768,364 2,615,816 9.29% 34.41% 6.968.689 6.545.782 6.726.525 7.275.680 7.275.680 729.898 11.15% 8.14% 78,669,213 83,936,818 84,236,768 89,429,608 89,429,608 5,492,790 6.54% 100.60% 896,874 0 0 -976,772 0 0 0.00% 0.00% The School Board's requested budget of $90,406,380 includes $83,130,700 in regular School Fund operations and $7,275,680 in self-sustaining fund operations, for an increase of $6.5 million (7.7%) over the current year. This requested \ budgbt exceeds available revenues of $89,429,608 by $0.977 million. The major components of the funded portion of the School Board's baseline operational request include: $1.7 million in growth costs for the anticipated 224 new students and other improvements, including 15.2 new teachers for regular and spe- cial education; $0.7 million in funding for the Standards of Accreditation, including 12.0 new teachers to equalize baseline class sizes for all schools, in light of the differentiated staffing, seven period high school schedule and other instructional fac- tors; and regular salary and benefit increases for teaching and classified staff. Expanded funding also is requested by the School Board for the following unfunded needs: · Three (3) Additional Mobile Classi'ooms · Elementary Art, Music and Physical Education Staffing (3.0 FTE) · English as a Second Language - Phase II · Gifted Education - Phase II · 2% Operational Increases for School and Department Budgets · Orchestra - Phase I · Secondary Alternative Education · . Staffing Committee Recommendations (Partial Funding for 4.0 FTE) / · Tuition Reimbursement Phase-In $120,000 $122,709 $76;032 $102,086 $120,060 $46,180 $180,000 $163,612 $60,000 The recommended School Division budget of $89,429,608 is balanced with available revenues and reflects a $5.5 million (6.5%) increase over FY 98/99. This recommended amount includes $82,153,928 for School Fund operations and $7,275,680 in self-sustaining fund operations. Additional funding for the School Board' s $976,772 shortfall may be addressed from the Board of Supervisors' contin- gency reserve of $200,000 (recurring funds), and from the School Board's $58,900 budgeted reserves. Additionally, one-time expenditure savings from the mild winter we have experienced this year could be utilized for identified non- recurring expenditures, assuming mild spring weather. We anticipate these savings to be approximately $150,000. cttool 'Z) t v t ion '7 e v en ue FY 1999/00 Recommended School Division Revenues $89,429,608 General Fun~ Transfer o 57Yo =': .;~. ~--~ <~ _ ~ _ Federal 1% Carry Over/Fund Balance 1% Self-Sustaining 8% Local 1% State 32% SCHOOL REVENUES . LOCAL REVENUE USE OF MONEY-AND PROPERTY 87,051 CHARGES FOR SERVICES 231,175 MISCELLANEOUS REVENUE 101,623 RECOVERED COSTS 214.127 SUBTOTAL 633,977 STATE REVENUE RECOVERED COSTS STATE BASIC AID STATE SOQ ACCOUNTS OTHER CATEGORICAL AID SUBTOTAL FEDERAL CATEGORICAL SELF-SUSTAINING FUNDS TRANSFERS/CARRY-OVER/FUND BAL GEN. FUND TRANSFER (RECURRIN(2 46,091,436 GEN. FUND TRANSFER (ONE-TIME) 0 OTHER TRANSFERS 58,670 CARRY-OVER 0 FUND-BALANCE ~2 SUBTOTAL 46, 150, 106 78,669,213 TOTAL REVENUE FY 97/98 FY 98/99 FY 98/99 FY 99/00 FY 99/00 ACTUAL ADOPTED REVISED REQUEST RECOMM 1,381,998 19,296,333 2,075,664 1.348.344 24, 104,339 812,103 6,968,689 57,000 57,000 62,500 62,500 5,500 266,000 266,000 113,000 113,000 (153,000) 57,000 87,038 57,000 57,000 0 232.099 232.099 283.754 283.754 51.655 612,099 642,137 516,254 516,254 (95,545) 1,640,402 19,777,915 2,52Z809 1.608.693 25.549,819 946,448 6,545282 9.65% -57.52% 0,00% 22.26% -15.66% 1,640,402 1,746,858 1,746,858 106,456 6.49% 19,777,915 22,205,205 22,205,205 2,427,290 12.27% 2,522,809 2,588,868 2,588,868 66,059 2.62% 1.697.863 1.734.649 1,734.649 12~956 7.83% 25,638,989 28,275,580 28,275,580 2,725,761 10.67% 946,448 1,027,860 1,027,860 81,412 8.60% 6,726,525 7,275,680 7,275,680 729,898 41.15% 0.07% 0.13% O.O6% 0.32% 0.58% 1.95% 24.83% 2.89% 1.94% 31.62% 1.15% 8.14% 49,038,488 49,038,488 51,335,564 51,335,564 2,297,076 4.68% 57.40% 200,000 200,000 50,000 50,000 (150,000) -75.00% 0.06% 58,670 58,670 158,670 158,670 1 O0,000 170.44% O. 18% 195,422 195,422 0 0 (195,422) - 100.00% 0.00% 790.090 790.090 790.000 790.000 ~ -0..01% 0.88% 50,282,670 50,282,670 52,334,234 52,334,234 2,051,564 4.08% 58.52% 83,936,818 84,236,768 89,429,608 89,429,608 5,492,790 6.54% 100.00% c ool 'Z3i v ion Instruction/ Instructional Support 70% FY 1999/00 Recommended School Division Expenditures $89,429,608 Self-Sustaining operations 8% School Allocations 4% Administration 4% Transportatbn 6% Building Services 8% Other <1% SCHOOL EXPENDITURE8 INSTRUCTION/INSTRUCTIONAL SUPPORT K-12 INSTRUCTION-SALARIES C.A.T,E.C SUMMER SCHOOL INSTRUCTIONAL SUPPORT STUDENT SERVICES COMMUNIT'fiFED.\VOC. PRGMS MEDIA SERVICES COMPUTER TECHNOLOGY VOCATIONAL EDUCATION SUBTOTAL SCHOOL ALLOCATIONS ELEMENTARY SCHOOLS MIDDLE SCHOOLS HIGH SCHOOLS SUBTOTAL OTHER SERVICES ADMINISTRATION TRANSPORTATION SERVICES BUILDING SERVICES SALARY RESTRUCTURING LASPE FACTOR ACCOUNT SUBTOTAL SELF-SUSTAINING FUND OPERATIONS TOTAL EXPENDITURES FY 97198 FY 98/99 FY 98/99 FY 99t00 FY 99100 ACTUAL ADOPTED REVISED REQUEST RECOMM 46,573,996 51,341,034 51,341,034 55,001,855 54,528,517 3,187,483 6.21% 60.97% 802,131 819,208 819,208 898,074 898,074 78,866 9.63% 1,00% 39,243 124,243 124,243' 124,243 124,243 0 0.00% O. 14% 1,094,635 1,412,909 1,413,109 1,806,408 1,604,296 191,387 13.~55% 1.79% 3,042.286 3,260,143 3,261,143 3,699.856 3,695,256 435,113 13.35% 4,13% 142.311 309,963 309,963 307,391 307,016 (2,947) -0.95% 0.34% 877,079 985,249 .1,075,869 882,931 819,686 (165,563) -16.80% 0.92% 693,154 822,748 822,748 929,052 927,688 104,940 12.75% 1.04% 78.865 80.380 80.380 83.239 81.666 1.286 1.60% 0.09% 53,343,700 59,155,877 59,247,697 63,733,049 62,986,442 3,830,565 6.48% 70.43% 1,207,719 1,121,583 1,140,641 1,153,765 1,132,078 10,495 0.94% 1.27% 645,418 619,898 622,398 644,677 632,471 12,573 2.03% 0.71% 1.340.807 1.427.613 1.428.613 1.590.845 1.560.747 133.134 9.33% 1.75% 3,193,944 3,169,094 3,191,652 3,389,287 3,325,296 156,202 4.93% 3.72% 3.22% 6.46% 4.53% 1.97% -7.76% 5.15% 11.15% 6.54% 2,651,075 3,074,533 3,079,363 3,164,968 3,173.534 99,001 5,088,919 5,080,273 5,080,273 5,414,696 5,408,703 328,430 6,398,073 7.167,648 7,167,648 7,660.948 7,492,201 324,553 0 43,610 43,610 44,467 44,467 857 0 -300,000 -300.000 -276.715 -276.715 23.285 14, 138,067 15,066,064 15,070,894 16,008,364 15,842,190 776,126 7,096.627 6.545.782 6.726.525 7.275.680 7,275.680 729.898 77,772,339 83,936,818 84,236,768 90,406,380 89,429,608 5,492,790 3.55% 6,05% 8,38% 0,05% o0.31% 17.71% 8.14% 100.00% Projected Revenue Available Additional Funds * Local Revenue Decrease Increa.sed General Fund Transfer (Recurring Funds from Local Government) State Revenue Increase (Estimated ADM of 12,057) Additional Federal Revenue (Special Education Only) Less Local Government One-Time Funding. Include One-Time Transfer from CIP Less Budgeted School Fund Balance Less FY 1996-97 Carryover Include FY 1997-98 Carryover Expenditure Changes Decrease Lapse Factor to -$276,715 Other Reductions One-Time Item Reductions ITotal Available Funds (95,845) 2,297,076 2,725,761 81,412 (100,000) 100,000 (195,422) (790,090) 790,000 (23,285) 19,830 554,247 5,363,6841 Proposed Expenditures Funding for Growth & Other Improvements SOA Funding Maintain Competitive Compensation 100% Funding for Regular Education Staffing to Support Growth (11.2 FTE) Special Education Staffing to Support Growth (4 FTE) Per Pupil Allocation (224 additional Students) Textbooks for Growth Additional Placements at Ivy Creek School Custodial/Maintenance/Operations at Ivy Creek/Henley/StOne Robinson Increased Comprehensive Services Act Funding Increased Funding for CATEC Enhanced English as a Second Language (ESOL) Services Additional Mobile Classrooms Additional Special Education Cars'and Drivers (2 FTE) Health Clinicians Phase II of III (2 FTE) Elementary Media Teaching Assistant Time (3 FTE) Additional Elementary Art, Music, & PE Staffing (0.8 FTE) Additional Funding for High School Athletics Technology Reorganization Standards of Accreditation Funding Staffing for an Equal Baseline (12 FTE) Staff Development Clerical Position (0.5 FTE) 4.0% Classified Merit Pool 4.0% Teacher Incr. (Step, $700 for teachers in transition, & 2.36% Scale AdD VRS Rate Increase Increased Medical Insurance (From $2,445 to $2,608 Per Person) Increased Dental Insurance (From $73 to $84 Per Person) Funding for Phase-in of Compression Adjustments 458,114 163,612 '83,487 50,425 97,172 108,658 175,000 78,866 76,301 40 000 50 046 54 192 40 932 32 723 80 000 80 000 200,000 490,836 12,325 749,571 1,321,538 428,139 235,698 13,920 44,467 (Continued on next page) Misc. Adjustments (Continued from previous page) Additional Funds for Board Deputy Clerk Position (:0.5 FTE) Additional Funds for ESOL Positions Recurring Funding for Technology Instructional Coordinator Additional Funding for School Resource Officer at Monticello Additional instructional and Administrative Reclassifications ITotal Proposed Expenditures Reserve School Board Reserve ITotal Reserve Total New Expenditures & Reserve Less Available Funds IAdditional Revenue Needed to Fund Proposed Budget * Based on School Board approved budget of $77,341,036 for FY 98/99. 15,914 21,000 51,033 23,125 27,683 5,304,777J 58,907 58,907] 5,363,684 (5,363,684) ol ,_,~cAooZ~ 7g'oa~d ~,(~u~ded ~;2~Zo,zZtZe~ School Board Additions to Superintendent's Budget School Board Additions Additional Mobile Classrooms (3) Elementary Art, Music, & PE Staffing ('3.0 FTE) English as a Second Language - Phase II Gifted- Phase II Increase School and Department Budgets by 2% Orchestra - Phase l(Revised) Secondary Alternative Education Staffing Committee Recommendations (Partial Funding 4.0 FTE) Tuition Reimbursement (Phase-in) 120 000 122 709 76 032 102 086 120 060 46 180 180 000 163 612 60 000 ITotal School Board Additions (Unfunded) 990,679 ona a ative xj enditu e Fiscal Year 1996/97 Selected Counties General Judicial Public Public Health. Rec & Comm. Admin Admin. Safety Works Welfare Education* Culture Develop. Misc.** Per Per Per Per Per Per Per Per Per Capita Capita Capita Capita Capita Capita Capita Capita Capita Total Expenditures Fairfax Prince William Chesterfield Hendco Arlington Loudoun Roanoke Montgome~ Stafford Albemarle Hanover Spotsylvania Rockingham Augusta Henry Pittsylvania York Bedford Fauquier Frederick Charlottesville 90.21 21.83 260.65 148.04 272.11 1,124.28 84.93 91.95 58.66 29.21 279.02 88.35 145.91 1,138.62 83.26 48.76 64.59 31.57 259.99 46.49 106.42 1,057.87 45.71 28.16 101.09 27.4 324.67 110.57 117.03 879.97 61.24 26.62 188.22 48.38 457.8 143.4 429.49 939.27 196.87 73.94 96.06 26.15 164.34 64.22 164.68 1,080.95 76.94 64.73 '64.44 28.61 197.08 155.59 88.89 1,022.15 50.67 19.85 28.61 13.81 48.59 38.55 104.32 692.47 24.21 10.81 49.18 22.74 151.13 40.22 91.9 1,049.43 51.76 20.2 45.91 23.77 139.34 28.53 163.51 918.64 ' 42.01 49.92 50.83 15.45 160.15 42.19 97.76 885.27 31.17 28.95 52.86 28.73 134.02 46.78 99.79 1,093.27 42.16 18.39 33.03 21.15 97.08 55.06 94.66 946.52 13.62 11,29 32.36 12.17 107.75 30.66 78.82 951.26 23.08 53.8 38.49 23.49 104o76 39.58 121.28 862.38 25.49 21.18 26.25 20.1 121.52 28.6 133.89 807,60 8.1 29.47 68.34 20.48 195.07 123.67 126.99 997.89 32 27.63 25.73 12.19 100.3 66.19 95.23 689.73 25.61 17.81 103.76 40.69 157.72 177.43 200.51 1,071,58 43.95 37.06 49.61 29.91 134.14 84.6 91.7 1,009.31 49.21 36.74 123.89 35.21 327.04 190.09 372.09 1,013.26 135.8 32.54 85.04 Average 66.29 25.38 187.75 83.28 152.24 963.42 54.66 35.23 3.10 For Vi~inia Counties 67.97 26.23 190.12 85.77 · 175.19 968.49 53.24 45.82 30.60 * Education expenditures exclude debt service. ** Revenue Sharing with the City of Charlottesville. Source: Commonwealth of Virginia, Auditor of Public Accounts. Comparative Report of Local Government Revenues & Expendituras: For the Fiscal Year Ended June 30, 1997. Richmond, Virginia. 1,924,194,302 472,264,000 399,985,046 402,749,514 444,689,758 233,891,990 132,785,885 74,025,168 130,379,814 117.393,311 103,105,139 117,793,791 82,069,940 79,974,157 69,621,853 67,945,520 90,111,289 57,939,265 95,117,166 80,943.994 64,982,801 250,569,224 7,165,546,265 COMPARATIVE REAL PROPERTY TAX RATES - FY 97/98 Selected Counties Fairfax Prince William Henrico Chesterfield Arlington Loudoun Stafford Spotsylvania Roanoke Hanover lAIbemarle Montgomery Rockingham Augusta Pittsylvania York Bedford Henry Frederick Fauquier Averages Charlottesville * Per $100 of assessed value. Source: 1998 Population 930.400 258.700 247.200 246.100 181 700 143 900 87400 83,500 81,600 81,500 80,200 77,500 65,000 62,400 58,900 57,200 56,600 56,000 55,800 52,600 148,210 38,100 Tax Rates: University of Virginia, Weldon Cooper Center for Public Service. 1998 Tax Rates: Virginia's Cities, Counties and Selected Towns. Albemarle, Virginia, 1999. PopUlation: University of Virginia, Weldon Cooper Center for Public Service (1998 Provisional) 1998 Tax Rate* 1.23 1.36 0.94 1.08 0.998 1.11 1.08 0.94 1.13 0.73 0.72 0.76 0.68 0.58 0.48 0.86 0.64 0.60 0.59 1.00 0.88 1.11