FY2009

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					BOARD OF COMMISSIONERS




            FY2009
       AnnualBudget
C A R V E R   C O U N T Y




                            ii
 CARVER COUNTY
Board of Commissioners




        Gayle Degler
         District #1

       Tom Workman
         District #2

      Randy Maluchnik
        District #3

    Tim Lynch, Vice Chair
        District # 4

      James Ische, Chair
         District #5

              iii
                          Elected Officials
Attorney                                                               Sheriff
James Keeler                                                        Bud Olson



                       Appointed Division Directors

County Administrator                              Employee Relations Director
David Hemze                                                   Doris Krogman

Administrative Services Director                    Financial Services Director
Steve Taylor                                                   David Frischmon

Public Health Director                          Land & Water Services Director
Del Hurt                                                         Dave Drealan

Community Social Services Director                      Public Works Director
Gary Bork                                                     Roger Gustafson

Property Records & Taxpayer Services Director
Mark Lundgren
Table of Contents
                                                                              
ADMINISTRATOR’S BUDGET MESSAGE                               1            Health 
   Attachment A: Staffing Changes                          17                Public Health .....................................275
   Attachment B: Capital Items                             19             Culture & Recreation 
   Attachment C1: Budget Reduction-                                          Library ................................................305 
    Overview (8.9% & 6.9% Reductions) 27                                     Parks Administration .........................315 
   Attachment C2: Budget Reduction-                                          University of Minnesota Extension....331 
    Overview (4.9% Reductions)                              45               Historical Society Grant ....................339
                                                                             Library Allocation Grant ..……………....346
BUDGET OVERVIEW                                            49                Agricultural Society Grant………………347
BUDGET RESOLUTIONS                                         71                Memorial Services Grant………………...348 
                                                                          Conservation of Natural Resources
                                                                             Land & Water Services ......................352
ALL COUNTY FUNDS COMBINED                                  85 
                                                                          Non-Departmental

GENERAL FUND                                               97                Non-Departmental ..............................383 

General Government
                                                                          ROAD & BRIDGE FUND                                      385 
   Commissioners .................................. 101 
                                                                             Road and Bridge ................................387 
   County Administrator ........................ 105
                                                                             Road and Bridge Recap .....................387 
   Administrative Services Division…….109 
                                                                             Regional Rail Authority ......................396 
     Administration Services -
                                                                             Construction ......................................397
     Administration ................................ 111 
                                                                             Equipment Maintenance ..……………...398
     Facility Services ............................. 115 
                                                                             Highway Administration ..……………….399
     Information Services ...................... 119 
                                                                             Highway Ditch ..…………………………….400
     Veterans Services .......................... 135 
                                                                             Highway Engineering ……...……………..401
   Attorney’s Office ............................... 141 
                                                                             Highway Maintenance ……………………402
   Court Administration ......................... 141
                                                                             Highway Maintenance - Shop ...……….403
   Employee Relations Division…………..151 
                                                                             Non-Departmental………………….………404
     Personnel Services......................... 153
                                                                             Surveyor……………………………….……….405 
   Financial Services ............................. 161 
   Property Records and Taxpayer
                                                                          COMMUNITY SOCIAL SERVICES FUND                          407 
   Services Division ............................... 169 
                                                                             Overall Social Services Budget .........429 
     Taxpayer Services.......................... 171 
                                                                             Alternative Response Grant ..............430 
     Property Records............................ 183 
                                                                             Cd/Dd Services ...................................431 
     Property Assessment ..................... 189
                                                                             Child/Family .......................................432 
Public Safety 
                                                                             Children’s SVS/Visions .......................433 
   Sheriff’s Office ................................... 199 
                                                                             CSS Court Services ............................434 
   Court Services ................................... 235 
                                                                             Employment & Training .....................435
   Emergency Management ................... 255 
                                                                             Family Services Collaborative………...436 
   Coroner .............................................. 263
                                                                             Income Maintenance .........................437 
   Battered Woman Grant…………………..267
                                                                             License & Volunteers ........................438 
   Sexual Violence Grant…………………...268
                                                                             Mental Health ....................................439 
Human Services 
                                                                             Mental Health Adolescents Grant .....440 
   Scott Carver Economic Council
                                                                             Non Departmental ..............................441 
   Grant .................................................. 275

                                                                      v
   Program Administration .................... 442 
   School Based Services ...................... 443 
   Senior Services ................................. 444 
   Social Services Overhead ................. 445 
   Transportation ................................... 446 


DITCH FUND                                           447 

BUILDINGS CIP FUND                                   453
   Buildings CIP .................................... 463 
   Public Works Cold Storage ................ 463 
   Government Center Remodel ............ 463 
   Lake Waconia Park............................ 464 
   Chanhassen License Center ............. 465 
   Chaska License Center ..................... 466 
   Land Acquisition Remote Services ... 467 
   Data and Phone Cabling Needs –
   County Facilities ............................... 468 


ROAD & BRIDGE CIP FUND                               470 

DEBT SERVICE                                         478 
   Debt Service ...................................... 481 
   Capital Improvement Refunding
   Bonds 1998 ........................................ 482 
   Jail Refunding Bonds 1997 ............... 483 
   GO Road Project Bonds 2005 ............ 484 
   GO Courthouse Bonds 2004A ............ 485 
   GO Revenue Bonds 2008 ................... 486 
   GO Improvement Bonds 2009 ........... 487 


INTERNAL SERVICE FUND                                489 
   Risk Management/Self Insurance ..... 491 


SUPPLEMENTAL SCHEDULES                               497 
   Combined Schedule of
   Bonds Payable ................................... 499 
   Conference and Training List ............ 500
   Operating Indicators ……………………..511 


SEPARATE TAX LEVY AUTHORITIES                        515
   Rail Authority Fund ..……………………. 517
   Carver County Community
   Development Agency…………………… 527 
              FY 2009




Administrator’s
Budget Message
       1
2
C A R V E R   C O U N T Y




I.      Executive Summary

        This 2009 Budget applies prioritized resources to Carver County’s services. The
        recommendations included in this document reflect the historically difficult economic times
        experienced in Carver County, across the United States, and beyond. Key components of
        this budget include the following.

                 • Targeted reductions in certain services and related staffing levels.
                 • Expenditure reductions and revenue increases resulting from numerous changes
                   to make the organization more efficient and effective.
                 • Funding for significant cost of business increases brought on by rising prices for
                   necessities such as gas and bituminous products and the rising cost of employee
                   health insurance.
                 • A continued aggressive philosophy of projecting certain expenditure and revenue
                   categories based on trend analysis and budgetary pressures.
                 • A zero impact for County property taxes on the average value home.

        The process of establishing this budget began by setting a 2% increase limit on Division’s
        operational budget requests, implementing a soft hiring freeze, and establishing a “no new
        personnel” policy. Divisional requests were originally reduced to arrive at a targeted 9.9%
        levy. The County Board then set the preliminary levy at 8.9% and requested options to
        reduce this number down to 6.9%. The County Administrator recommended a levy increase
        of 6.9% with a 2.5% increase in County property taxes on the average value home. The
        County Board then requested a “zero impact” 2009 County property tax levy of 4.5% which
        was eventually adopted on December 16th, 2008.

        This document provides a broad overview of historical budget trends and significant 2009
        components. Attachments A and B provide detail on changes to personnel and capital
        budgets and Attachments C1 and C2 outlines the changes to service levels, other
        organizational operations, and related adjustments made during the 2009 Budget process.

        In addition to this annual budget, a Long Term Financial Plan was put into place in 2008 as a
        road map to fund significant current and future road and building needs by allocating
        existing dollars and setting aside funds in anticipation of bonding. That separate document
        was updated and approved by the Board on December 16th, 2008.

        The hard work staff members provided in assisting with the preparation of this budget
        should be acknowledged. In particular, the assistance of Division Heads, Department
        Managers, and finance staff was instrumental in preparing this budget and is greatly
        appreciated.




                                                   3
II.   Historical Trends

      It is helpful to review past trends as we prepare our future budget. The following are key
      historical trends which were used to form the foundation of the 2009 budget.

      A.     Population

             Carver County’s current population is just over 88,000. Chart #1 shows the
             dramatic forecasted increase to 195,400 citizens by the year 2030. This is roughly
             2.25 times the current number of citizens within that timeframe. This population
             growth is the biggest factor relating to service demand pressure.

                                             Chart #1: Population Trend




      B.     General Aid and Property Tax Levy

             General property tax aid provided from the State of Minnesota to Carver County is
             illustrated in Chart #2. This chart shows a dramatic reduction in aid from year 2002
             to 2009. The majority of this loss was suffered between years 2002 and 2004. The
             general trend beyond year 2004 has been a stabilization of this aid with a slight
             increase in year 2009 projected aid. The 2009 aid projection, however, is not
             guaranteed and may be reduced by the legislature when it gets back into session the
             spring of 2009 when they will face a $2.2 billion State budget deficit.

             Updated information as of the printing of this document in January 2009:

                 -   The State’s December ’08 Forecast increased the State’s Budget deficit to over $4.8
                     million.

                 -   On December 19th, the Governor announced that the County’s 2008 State Aid payment
                     would be unallotted (cut) by $761,036.


                                                    4
                                                            Chart #2: State Property Tax Aid
                $5,0 0 0 , 0 0 0
                                                                          4 , 9 6 3 , 5 10

                                                             4,534,940                  4,626,548


                $4 , 2 50 , 0 0 0                4,334,432




                $3 , 50 0 , 0 0 0




                $2 ,750 , 0 0 0
                                                                                2,647,780                                                              2,508,902
                                                                                                                       2,323,333
                                                                                                2 , 3 3 0 , 5 15
                                                                                                                                  2,359,948            2 , 17 3 , 5 3 8
                $2 ,0 0 0 , 0 0 0
                                         2000        2001       2002         2003             2004           2005        2006       2007        2008       2009
                                                                                                     Y ear




C.   Property Taxation

     Despite the fiscal pressures faced by factors described earlier such as state aid
     reductions and increasing service demand pressures from a rising population, Chart
     #3 illustrates the increase in the average home’s property tax tracks closely with the
     Consumer Price Index (CPI) over the past several years. (The CPI is an inflationary
     indicator that measures of the average change in prices over time in a fixed market
     basket of goods and services typically purchased by consumers.) An item to note in
     the chart is the reduced valuation of the average value home from 2008 to 2009.
     This reverses a trend of double-digit increases in home valuations.

                                                    Chart #3: Average Home’s Property Tax
                                Value:           Value:        Value:          Value:               Value:             Value:        Value:
                                $196,500         $220,600      $242,900        $267,800             $282,200           $314,600      $312,300

                 $1,350


                 $1,300
                                                                                                                                           $1,269

                 $1,250

                                                                                                                                  $1,217
                 $1,200
       Amount




                                                                   $1,176                    $1,181
                                                                                                                       $1,169
                                                        $1,172                                                                             $1,143
                 $1,150
                                                                                             $1,140           $1,152            $1,143
                 $1,100
                                                                          $1,103
                                                               $1,068
                 $1,050
                                          $1,048
                 $1,000
                                      2003           2004           2005                2006                2007           2008            2009
                                                                                Taxes Payable
                                                                                   Tax Burden                CPI
                     Source: Taxpayer Services




                                                                           5
The rapid pace of the home’s rising value and relatively modest rate of tax increase
has resulted in a decreasing effective tax rate for the homeowner as is illustrated in
Chart #4. The effective tax rate is the percentage of market value a homeowner is
paying in property taxes and is calculated simply by taking the home’s market value
and dividing it by the tax. The declining rate is a clear reflection the County Board’s
conservative tax policy. This decline also reveals that new construction is reflected in
our tax rate, but the majority of the market valuation growth of existing properties
has not been captured. Year 2009 shows a slight movement upward in this line,
which is related to the decreasing valuation of homes as compared to the proposed
tax.

                                          Chart #4: Effective Tax Rate
           0.60%
                           0.59%




           0.55%


                                                  0.50%
                                      0.49%
           0.50%
    ETR




                                                                 0.46%


           0.45%
                                                                                   0.42%


                                                                                               0.39%
           0.40%
                                                                                                                        0.37%
                                                                                                         0.36%


           0.35%
                    2002           2003           2004           2005              2006      2007        2008           2009
                                                                            Year




This modest tax growth is also illustrated in Chart #5 which shows the property tax
on a per capita basis. Again, the increase mirrors the CPI trend line.

                                   Chart #5: Property Taxes Per Capita


           $500
                                                                                                                $488
           $480
                                                                                                       $453
           $460
                                                                                                                 $463
           $440                                                                       $423
                                                                                             $428        $443
  Amount




           $420                                                             $402
                                                             $389                            $426
           $400                                   $382                         $398 $415
                                      $373
           $380             $367
                                                                     $390
                   $351                                   $367
           $360
                              $346         $360
           $340    $355
           $320
                   1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
                                                                     Year


                                                             Actual                CPI




                                                                 6
D.   Employees

     Since the majority of the County’s budget is comprised of personnel costs, it is
     helpful to view how our employee population has changed over time. Chart #6
     shows the number of Full Time Equivalent (FTE) employees from 2000 through
     2009.
                              Chart #6: Total Employees
                                                              Carver County Full Time Equivalents, 2000-2009
                   670
                                                                                                                                                   664
                   650
                                                                                                                                                                644 (Adopted)
                                                                                                                                            634
                   630
                                                                                              608
                   610                                                          607
                                                                                                                               605

                   590
                                                                     589
            FTE's




                                                                                                         586
                   570

                                                      556                                                        * In 2005, Court Administration (17 people) became
                   550
                                                                                                                 State employees


                   530                 529

                   510


                   490
                                2000           2001            2002           2003           2004   Year 2005           2006           2007              2008           2009




     This chart shows the employee population trending upward from 2000 through
     2003, decreasing between 2003 and 2005, and then trending upward again with a
     reduction in proposed 2009 numbers. It should be noted that these numbers include
     employees paid for outside revenue sources such as contract deputies and license
     center employees.

     Chart #7 shows how many employees we have per 1000 citizens. This chart follows
     the general trends shown in Chart #6.

                                               Chart #7: Employees Per 1000 Citizens


                         8.00

                                                                                      7.79
                         7.80

                                                                                                       7.69

                         7.60
                                                                             7.58                                                                                          7.44
                                                              7.54
                                                                                                                 7.40
                                               7.43
                         7.40
       Employees




                         7.20                                                                                                                                    7.18



                         7.00

                                                                                                                               6.91         6.91
                         6.80


                         6.60
                                        1999           2000           2001          2002        2003          2004        2005           2006            2007           2008
                                                                                                       Year




                                                                                       7
E.   Year End Savings Account

     The final trend presented in this document relates to the historical balance of the
     Year End Savings (YES) Account. The YES account, by definition, carries the
     undesignated, unreserved dollars remaining at year-end. Chart #8 shows the trend in
     this account’s balance over the last 9 years, with the average balance during this
     timeframe standing at approximately $7.7 million.

                                                     Chart #8: Year End Savings Account


                                                                                          $12,016,206
                $12,000,000
                                                                                                               $11,322,284

                $10,000,000

                                                                     $8,734,784
                                                                                                                                      $8,645,473
       Amount




                 $8,000,000
                                        $7,251,511             $7,842,066
                                                                                   $7,247,727
                                                                                                                   $6,738,091
                 $6,000,000

                                               $5,285,034
                 $4,000,000

                                                                                                                                $2,255,685
                 $2,000,000
                                    1998          1999      2000        2001       2002         2003    2004          2005        2006        2007
                                                                                     Year End



      Source: Carver County 1998-2007 CAFR's




     The actual balance shown in the financial statement for year-end 2007 is $2.26
     million. The County Board approved using $490,000 of this balance to finish off the
     second floor and add a lower level to the Chanhassen License Center. Thus, the
     revised balance is $1.77 million.

     Based on current projections, it is estimated that positive budget variance mainly
     related to an overall county-wide tightening on spending will offset negative budget
     variances from declining revenues mainly related to building permits and mortgage
     fees. Thus, the projected year-end 2008 balance is not expected to change
     significantly from the current balance of $1.77 million. This budget includes
     retaining the majority of these funds for future unknowns such as unanticipated 2009
     funding cuts/unfunded mandates resulting from the 2009 State Legislative session.
     This balance will be used to fund the following in 2009.




                                                                               8
           •   $100,000 for a one-time contribution to begin accumulating assets to offset
               the County’s Other Post Employments Benefits (“OPEB”) liability. This
               recommendation also includes an additional $100,000 property tax allocation
               to fund the County’s OPEB liability. See the County’s Long Term Financial
               Plan for further discussion on funding the County’s OPEB liability.


           •   $100,000 to establish a “safety net” loan program to assist property owners
               with extremely limited financial capability who have Direct Discharge issues
               consistent with the Resolution Establishing a Program to Accelerate the
               Elimination of Direct Discharge Individual Sewage Treatment (ISTS) in
               Carver County adopted by the Board on April 8, 2008. The Carver County
               Community Development Agency has agreed to administer this “safety net”
               program in conjunction with the County’s Land and Water Services Division.

With the above uses of fund balance, the projected 2008 YES account balance is $1.57
million.




                                         9
III.   Adopted Budget

The 2009 Adopted Budget totals $82.5 million. The adopted budget is best summarized
through an examination of its major components itemized in Attachments A (Personnel
List), B (Capital List), and C1 and C2 (Budget Reduction Overviews).

A.     Personnel

       Approved changes to personnel are listed in Attachment A. A net total reduction of
       19.45 full-time equivalents (FTE) is achieved by holding back new requests,
       eliminating vacancies, restructuring, reducing hours, and employee lay-offs. The
       total net personnel cost reduction associated with this budget is $1,403,431.

       This 2009 budget also includes a $900,000 reduction in personnel wage and benefit
       costs as compared to full staffing levels to account for personnel attrition (see
       Attachment C1, item 3b.) This reduction is based on turnover trend analysis and a
       review of divisional staffing needs. In addition, Carver County has implemented a
       soft hiring freeze to ensure a thorough review of any vacant positions before they are
       re-filled. Possible alternatives to filling vacant positions are also considered as part
       of this review including position restructuring or elimination to achieve cost savings.

B.     Capital

       1.        Furniture, Fixtures, and Equipment (FF&E)

                 This adopted budget includes an investment of over $2 million in FF&E as is
                 illustrated in Chart #9. A complete detailed list can be found in Attachment
                 B.

                                      Chart #9: Furniture, Fixtures, and Equipment
                                             Furniture, Fixtures and Equipment




                                                                                                                     Budget   Actual
                        3,000,000



                        2,500,000



                        2,000,000



                  ($)   1,500,000



                        1,000,000



                         500,000



                                -

                                    2005        2006               2007          2008 Adopted Budget   2009 Adopted Budget


                                                                   Year




                                                  10
     2.     Buildings Projects

            The 2008 budget included funding a total of $13 million in building projects.
            The 2009 budget includes no new dollars for building projects other than a
            $200,000 allocation for facility data and phone cabling (see attachment B)

     3.     Roads

            While the 2008 budget included $9.4 million in County funding for
            road projects, the 2009 budget includes no new County dollars for
            County roads. A $1.5 million general property tax allocation was
            approved for Public Work’s resurfacing and maintenance program
            (see Attachment B). In addition, the debt service on 2008 Road
            Bonds will increase by $200,000 for 2009

C.   Budget Reduction Overview

     Attachments C1 and C2 provide a broad overview of the reductions made to arrive
     at an 8.9%, 6.9% and a 4.5% levy increase. These attachments show the net change
     made from the Division’s original requests as compared to the 2009 Adopted
     Budget. A variety of expenditure reductions and revenue increases are itemized and
     include brief impact statements.




                                      11
D.   Other Key Budget Components

1.   Decreasing Revenue

     This budget continues an aggressive philosophy of projecting certain
     expenditure and revenue categories based on trend analysis. Inmate
     boarding revenues, for example, are budgeted at $1.2 million in 2009 as
     compared to $800,000 in 2008. Overall revenues, however, are forecasted
     to be approximately $800,000 lower with significant reductions in areas such
     as investment income and mortgage registrations.

2.   Increasing Bond Payments

     Overall bond payments are projected to increase by approximately $700,000
     in the 2009 budget. The Government Center’s central plant project and
     increases to road bonds issues in 2008 are the major contributors to this
     increase. Energy savings of approximately $300,000 are projected from the
     Government Center’s central plant project. Carver County’s debt per capita
     is the lowest of the metropolitan counties as of December 31, 2007 as
     illustrated in Chart #10.

                                                   Chart #10:
                                      2007 County Debt per Capita (Ave = $410)
                                               Source: 2007 CAFRs

               800

                                                                                                       Scott, 720

               700



               600


                                                                                          Anoka, 514
               500                                                      Washington, 480


                                                               Hennepin, 414
     Dollars




               400
                                                 Ramsey, 360



               300


                                   Dakota, 213
               200   Carver, 170



               100



                0
                                                                    1
                                                          Metro Area Counties




                                                        12
3.   Fiber Optic Line

     Attachment C, item 1d, shows a $500k reduction from the original budget
     request to fund a proposed fiber optic project. This proposed project
     includes entering into a public-private partnership to build a fiber optic ring
     which connects county facilities and potentially provides residents with high
     speed data access. This project has an anticipated payback of 4.5 years.

     This budget relieves general levy pressure by spreading project payments
     onto a lease purchase agreement with the first payment anticipated in year
     2010. The 2008 budget included $400,000 in project funding which will be
     carried over into 2009, while the County’s projected cost for this line is
     approximately $1.5 million. Therefore, the amount to be borrowed is
     anticipated to be $1.1 million.

4.   Conferences and Training for Employees

     Carver County is committed to providing its employees with
     adequate training to ensure they have the knowledge and skills
     necessary to perform their jobs at an exemplary level. Each
     Division’s level of funding for conferences and trainings was
     thoroughly reviewed to ensure appropriate levels of training as part
     of the 2009 budget.

5.   Commissioner Contingency

     Carver County’s budget has historically set aside $300,000 for a
     “Commissioner Contingency.” This fund has generally been used for a
     variety of unanticipated items. The Administrator’s 2009 Recommended
     Budget included funding this account at a much higher level of $800,000 due
     to the difficult economic environment. These funds could then be used to
     offset future unknowns such as unanticipated 2009 funding cuts resulting
     from the 2009 State Legislative session. As part of the budget reduction
     process to get to a zero impact budget, this “Commissioner Contingency”
     was lowered to $250,200 for 2009.




                                13
IV.   Property Taxation

      This budget includes a year 2009 levy of $45,065,587. Chart #11 compares the adopted year
      2009 levy to the 2008 Certified Levy.

                                              Chart #11
                             Year 2008 to 2009 General Levy Comparison
            Pay 2008          Pay 2009 Certified
            Certified Levy    Levy                  $ Increase   % Increase

            $43,124,587       $45,065,587            $1,941,000     4.50%

      The year 2009 levy is estimated to have no impact on the average value home’s County
      property tax. This estimate includes an average market valuation decrease on that home
      from $314,600 in year 2008 to $312,300 in year 2009.




                                              14
V.   Expenditures and Revenue Comparisons

     The following series of charts (#12 thru #15) provide broad-based illustrations of budget
     changes. These charts provide comparisons between the adopted 2008 budget and the
     adopted 2009 budget.

                                                      Chart #12:


                              Distribution of 2009
                                 Expenditures

                                          No n -                 B uilding
                                                                                 Debt Service
                                       Departmental           Impro vements
                                                                                      5%
                                           0%                       0%
                                                                                            General
                        Self Insurance                                                    Go vernment
                               1%                                                             20%

                                                                                              Culture and
                    So cial Services
                                                                                              Recreatio n
                          27%
                                                                                                  2%


                     Ro ad & B ridge                                                      Health
                          10%                                                              4%
                                         Co nservatio n o f                     Library
                                                               P ublic Safety
                                             Natural                              4%
                                                                    22%
                                           Reso urces
                                               5%



                                                          Chart #13:


                          Distribution of 2008
                             Expenditures
                                                                               Building
                                                  Non Departmental          Improvements
                                         Public Safety  0%                      13%
                                             16%                                     Debt Service
                   Social Services
                                                                                         3%
                        21%
                                                                                                  General
                                                                                                Government
                                                                                                   16%



                        Self Insurance                                                             Culture and
                              1%                                                                   Recreation
                                                       Conservation of                                4%
                               Road & Bridge          Natural Resources Library
                                   16%                                                    Public Health
                                                              4%          3%                    3%




                                                                15
                                Chart #14:

          SOURCES OF 2009
             REVENUES


                                              Fines       Fees
                                               0%         14%        Licenses
               Taxes                                                    1%
                58%                                                     Other
                                                                         3%




                                                                         Gifts
                                                                         0%

               County Program
                    Aid                      Investment       Intergovermental
                    3%                        Earnings              18%
                                                 3%




                                Chart #15:


        SOURCES OF 2008
           REVENUES
             Inter-
          Govermental
              15%                            County Program
                        Investment
                                                  Aid
                         Earnings
                                                   2%
                            4%

Gifts
 0%




                                                                                 Taxes
                                                                                  53%




Other
14%
        Licenses
                    Fees             Fines
           1%
                    11%               0%




                                     16
                                                     Attachment A:
                                           Staffing Changes for 2009
                          Requested Approved FTE's                                    Requested    Requested           Approved Net
     Department             FTE's      Changes                   Position              Gross ($)     Net ($)                ($)

2009 New Positions
Administrative Services     (0.10)      (0.10)       P.O.C Support Personnel         $    (3,475) $    (3,475)         $     (3,475)
Environmental Services       0.50        0.00        Environmentalist I                   35,784       35,784                     -
Environmental Services      (0.25)       0.00        Environmental Intern/Assistant       (7,420)      (7,420)                    -
Facillities Services         1.00        0.00        Custodian                            54,792       54,792                     -
Information Services         0.20        0.20        Webmaster                            12,998       12,998                12,998
Information Services         1.00        1.00        GIS Specialist                       71,031       21,309    *           21,309
Public Health                1.00        0.00        Health Planner - Communications      93,346       18,669    **               -
Public Health                1.00        0.00        Health Planner - Environmental       93,346       18,669    **               -
Public Health                1.00        0.00        Jail Nurse Supervisor                92,632       92,632                     -
Public Health               (1.00)       0.00        Registered Nurse (Jail Health)      (86,628)     (86,628)                    -
Sheriff                      1.00        0.00        Detention Deputy                     65,814            -     *
Sheriff                      1.00        0.00        Patrol Deputy                        74,693       74,693                     -
Sheriff                     (1.00)       0.00        Part-time Patrol Deputy             (46,479)     (46,479)                    -
U of M Ext. Services         0.11        0.00        On-Call Clerical                      3,071        2,031    **               -
U of M Ext. Services         0.15        0.15        Food Stand Worker                     4,800            -     *               -
Historical Society           0.50        0.00        Archivist                            40,731       40,731                     -
Subtotal                     6.11        1.25                                        $   499,036 $    228,306          $     30,832

Eliminate Vacant Positions
Veterans Services            n/a         (0.20)      Van Driver                          n/a          n/a                    (9,002)
Property Records             n/a         (1.00)      Land Title Specialist               n/a          n/a                   (56,529)
Property Records             n/a         (1.00)      Land Title Specialist               n/a          n/a                   (56,529)
Public Health                n/a         (1.00)      Epidemiologist                      n/a          n/a                   (96,828)
Public Health                n/a         (1.00)      Public Health Nurse                 n/a          n/a                   (82,463)
Public Health                n/a         (0.50)      Registered Nurse (Jail Health)      n/a          n/a                   (33,373)
Public Works                 n/a         (1.00)      Program Engineer                    n/a          n/a                  (117,943)
Social Services              n/a         (1.00)      Eligbility Specialist               n/a          n/a                   (26,818)
Social Services              n/a         (1.00)      Social Worker II                    n/a          n/a                   (81,859)
Social Services              n/a         (0.50)      Support Services Aide               n/a          n/a                   (19,566)
Sheriff                      n/a         (1.00)      Deputy                              n/a          n/a                   (67,000)
U of M Ext. Services         n/a          n/a        4-H Program Coordinator             n/a          n/a        ***        (32,500)
Property Records             n/a         (0.60)      Recorder's Clerk                    n/a          n/a                   (37,000)
Employee Relations           n/a         (0.20)      Administrative Assistant            n/a          n/a                    (8,976)
Land & Water Services        n/a         (1.00)      Planning Technician                 n/a          n/a                   (70,000)
Subtotal                                (11.00)                                                                        $   (796,386)




                                                         17
                                       Staffing Changes for 2009 (Continued)
                            Requested Approved FTE's                                                 Requested      Requested     Approved Net
      Department              FTE's      Changes                           Position                   Gross ($)       Net ($)          ($)

Restructuring - Reorganization, Lay-offs & Reductions in Hours
Facilities Services             n/a             (1.00)        Facilities Services Supervisor             n/a            n/a            (101,815)
Facilities Services             n/a             (1.00)        Custodian                                  n/a            n/a             (55,273)
Facilities Services             n/a              1.00         Custodian Supervisor                       n/a            n/a              71,514
Court Services                  n/a             (1.00)        Assistant Probation Officer                n/a            n/a             (55,805)
Court Services                  n/a             (0.50)        Corrections Admin. Assistant               n/a            n/a             (21,903)
Information Services            n/a             (1.00)        Support Analyst                            n/a            n/a             (83,627)
Social Services                 n/a             (1.00)        Collection Officer                         n/a            n/a             (66,745)
Social Services                 n/a             (0.25)        Therapist                                  n/a            n/a              (8,469)
Library                         n/a             (0.20)        Branch Manager (Chaska)                    n/a            n/a             (16,983)
Library                         n/a             (0.20)        Branch Manager (Chanhassen)                n/a            n/a             (16,983)
Library                         n/a             (0.20)        Volunteer Coordinator                      n/a            n/a             (15,648)
Library                         n/a             (0.18)        On-Call Library Assistant                  n/a            n/a              (5,410)
Library                         n/a             (0.12)        On-Call Librarian                          n/a            n/a              (3,629)
Library                         n/a             (0.25)        Shelver                                    n/a            n/a              (3,536)
Sheriff                         n/a             (1.00)        Evidence Technician                        n/a            n/a             (61,029)
Sheriff                         n/a              1.00         Evidence / Civil Processing Tech.          n/a            n/a              61,029
Social Services                 n/a             (1.00)        Therapist                                  n/a            n/a             (63,644)
Social Services                 n/a             (1.00)        Therapist                                  n/a            n/a             (63,644)
Social Services                 n/a             (0.50)        Recreational Therapist                     n/a            n/a             (31,824)
Employee Relations              n/a             (0.80)        Occupational Health Nurse                  n/a            n/a             (61,079)
Public Health                   n/a             (1.00)        Public Health Manager                      n/a            n/a            (119,621)
Employee Relations              n/a              1.00         Wellness Program Manager                   n/a            n/a             119,621
Public Health                   n/a             (0.50)        Nurse                                      n/a            n/a             (33,374)
Subtotal                                        (9.70)                                                                            $    (637,877)

Totals                         6.11            (19.45)                                               $   499,036    $   228,306   $   (1,403,431)

* These positions receive non-levy funding to offset the net cost as indicated
** These positions have consulting contractual agreements which will offset the gross cost as indicated
*** The 4-H Program Coordinator is not an employee of the County, but the County assists in funding the position.

Board Approved Staffing Changes in 2008
Attorney                        n/a             (0.80)        Victim Witness Coordinator                 n/a            n/a            n/a
Attorney                        n/a              1.00         Attorney I                                 n/a            n/a            n/a
Employee Relations              n/a             (0.80)        Employee Relations Technician              n/a            n/a            n/a
Employee Relations              n/a              0.80         Occupational Health Nurse                  n/a            n/a            n/a
Sheriff                         n/a              1.00         Police Contract Assistant****              n/a            n/a            n/a
Sheriff                         n/a              0.17         Community Service Officer****              n/a            n/a            n/a
Sheriff                         n/a              1.00         Deputy Sheriff****                         n/a            n/a            n/a
Sheriff                         n/a              1.00         Deputy Sheriff****                         n/a            n/a            n/a
Sheriff                         n/a              1.00         Deputy Sheriff****                         n/a            n/a            n/a
Sheriff                         n/a              1.00         Deputy Sheriff****                         n/a            n/a            n/a
Social Services                 n/a              0.20         Clinical Director                          n/a            n/a            n/a
Social Services                 n/a             (0.60)        Community Support Aide                     n/a            n/a            n/a
Social Services                 n/a              0.60         Social Worker II                           n/a            n/a            n/a
Social Services                 n/a              1.00         Therapist****                              n/a            n/a            n/a
Social Services                 n/a              1.00         Therapist****                              n/a            n/a            n/a

Totals                                          7.57

**** These FTEs are funded by non-property tax levy dollars i.e. police contract, grants, etc.




                                                                    18
                          Attachment B: 2009 Furniture, Fixtures, and Equipment
                                        FURNITURE, FIXTURES AND EQUIPMENT LISTING
                                                BY DEPARTMENT FOR 2009
                `
              DEPT.           CIP #                     DESCRIPTION                           Requested       Approved       Inc./Dec

Commissioners

                                             Equipment: 01-001-000-0000-6660                              -              -              -

Dept Total                            01-001-000-0000-66XX                                                -              -              -

County Administration

                                      Equipment: 01-030-000-0000-6660                                     -              -              -

Dept Total                            01-030-000-0000-66XX                                                -              -              -

Administrative Services - Administration

Dept Total                            01-048-XXX-0000-66XX                                                -              -              -

Administrative Services - Facilities
 110-         PWHQ                     Entrance Sign Monument - New Extension&PWHQ                18,000             -          18,000
                                       Sign Shop Dust Collector                                   12,500             -          12,500
                                       Caulk & Inspect PreFabricated Panels - 5 yr report         15,000             -          15,000
        LEC                            Dispatch Window Well                                        8,000             -           8,000
                                       Entrance Mats                                               5,000           5,000           -
                                       Bio Metric Scanners for Patrol - Card Reader Repla         45,000             -          45,000
                                       TUCK/POINT CAULK                                            7,000             -           7,000
                                       Furniture - Sheriff's Office - Front Lobby Upgrade         12,500             -          12,500
        CHASKA CSS                     Lower Level Restroom Remodel                               16,000             -          16,000
                                       Board Conference/Office Remodel                            15,000             -          15,000
                                       Security system upgrades (TASK FORCE)                       8,000           8,000           -
                                       Admin Card Reader Upgrades to Executive Levels             20,000             -          20,000
                                       Information Desk/Security Install/Flat Panel Info TV       25,000             -          25,000
        Admin.North                    Carpet Replacement-Admin                                   15,000           7,000         8,000
                                       Remodel Assessor Conference_Technology                      5,000             -           5,000
                                       Data Center Electric Redundancy - Transformer/Ge           75,000          75,000           -
                                       Land&Water/Survey Manager Office Walls                     15,000          15,000           -
        Admin. West                    Air Quality Issues - Vapor Barrier for Crawl Space         45,000          30,000        15,000
                                       Furniture - Remodeled and New Offices                      15,000          15,000           -
                                       Courtroom & Finance                                        20,000          20,000           -
                                       Generator Paint & Noise Abatement                          15,000          15,000           -
                                       Entry Door Replacements - Plans & SS Main                  25,000          21,770         3,230
                                       Admin West FFE-Shipping & Receiving Modification           75,000             -          75,000
        Courts Bldg                    Carpet Replacement-Courtroom #1                            10,000          10,000           -
                                       Woodwork Stain & Maintenance-Courtroom 1 & 2               10,000             -          10,000
                                       LL Vending-Kitchen-Custodian Equipment-Shelving            50,000          50,000           -
                                       Sump Monitoring Equipment Replacement                      50,000             -          50,000
        1st Street                     Parking Removal and Replacement Phase I                    25,000             -          25,000
                                       Windows/Wall Replacement Arch. Plans & Phase I             40,000             -          40,000
                                       Elevator Installation - Entry changes                     120,000          60,000        60,000
                                       Veterans Service Office Remodel                            10,000             -          10,000
        History Center                 Replace Roof/Flashing/Repair                              100,000          20,000        80,000
                                       Emergency Building Repairs-Capital                         50,000          50,000           -
                                       Building Improvements - Capital - Miscellaneous            50,000          50,000           -
        Chaska Taxpayer                Signage - Irrigation - Parking Lot Seal Coat               50,000          20,000        30,000
        Chanhassen Tax.                Signage - Controls and FFE                                 20,000          20,000           -
        Jail                           Paint                                                      10,000          10,000           -
                                       Flooring                                                   15,000          15,000           -
                                       Building Improvements 01-110-000-0000-6640              1,122,000         516,770       605,230

 Dept Total                            01-110-XXX-0000-66XX                                    1,122,000         516,770       605,230




                                                                  19
Administrative Services - Information Services
 Manager Capital Initiatives
                                    Technology                                                400,000   175,000    225,000
                                    Fiber                                                     500,000              500,000
                                    Data and Phone Cabling Needs - County Facilities          250,000       -      250,000
                                    EOC                                                        50,000    50,000        -
                                    Software: 01-049-000-0000-6655                          1,200,000   225,000    975,000
                                    Total 01-049-000-0000-66XX                              1,200,000   225,000    975,000
 Technical Unit
                                    County Wide Technology                                   220,000    176,000     44,000
                                      Server replacement program
                                      Cologne DC Main Switch Replacement
                                      VMWare Expansion (virtual server design)
                                      Copier/Printer Replacement program
                                       Network Closet Switch Upgrades
                                       High Availability - Critical Servers (CIS/Exchange
                                      County Wide Internal Wireless
                                    Voice Over IP                                             50,000     25,000      25,000
                                    Equipment: 01-049-046-0000-6660                          270,000    201,000      69,000
                                    Total 01-049-046-0000-66XX                               270,000    426,000   1,044,000

 Central Services
                                    Work Stations                                             15,000     15,000        -
                                    Folder/Sorter/Stuffer                                     15,000     15,000        -
                                    Motorized Mail Cart                                        1,500        -        1,500
                                    Equipment: 01-049-060-0000-6660                           31,500     30,000      1,500
                                    Total 01-049-060-0000-66XX                                31,500     30,000      1,500

 Records Management
                                    Work Stations                                             15,000     15,000        -
                                    Copier/fax/printer                                         8,000        -        8,000
                                    Scanners for Imaging program                              23,000     23,000        -
                                    Moveable Storage Shelves                                  30,000     30,000        -
                                    Lift for box filing and moving                             8,000      8,000        -
                                    Imaging Records Management Program - Storage             100,000     50,000     50,000
                                    Equipment: 01-049-061-1000-6660                          184,000    126,000     58,000
                                    Total 01-049-061-1000-66XX                               184,000    126,000     58,000

 PMO                                Work Stations                                             15,000     15,000         -
                                    Equipment: 01-049-063-2000-6660                           15,000     15,000         -
                                    Total 01-049-063-2000-66XX                                15,000     15,000         -

 Dept Total                         01-049-XXX-XXXX-66XX                                    1,700,500   597,000   1,103,500

Administrative Services - Library
 Administration
                                    Innovative Interface Server                               25,000     25,000         -
                                    Equipment: 14-500-000-0000-6660                           25,000     25,000         -
                                    Total 14-500-XXX-0000-66XX                                25,000     25,000         -

Chanhassen                                                                                                  -           -
                                    Equipment: 14-501-000-0000-6660
                                    Total 14-501-XXX-0000-66XX                                    -         -           -

Chaska
                                    Building: 14-502-000-000-6660                                 -         -           -
                                    Total 14-502-XXX-0000-66XX                                    -         -           -

Waconia
                                    Equipment: 14-503-000-0000-6660                               -         -           -
                                    Total 14-503-XXX-0000-66XX                                    -         -           -




                                                                 20
Library - Continued
Watertown
                                 Equipment: 14-504-000-0000-6660                           -          -          -
                                 Total 14-504-XXX-0000-66XX                                -          -          -

Norwood Young America                                                                      -                     -
                                 Equipment: 14-505-000-0000-6660                           -          -          -
                                 Total 14-505-XXX-0000-66XX                                -          -          -

Dept Total                       14-XXX-XXX-XXXX-66XX                                   25,000     25,000        -


Administrative Services - University of Minnesota Extension
                                                                                               -          -          -
                                Equipment: 01-601-000-0000-6660                                -          -          -

                                                                                               -          -          -
                                Software: 01-601-000-0000-6655                                 -          -          -

Dept Total                      01-601-XXX-XXXX-66XX                                           -          -          -

Administrative Services - Veterans Services

                                Purchase three new office work stations to replace, o    4,500      4,500            -
                                                                                         4,500      4,500            -

Dept Total                      01-120-000-0000-66XX                                     4,500      4,500            -

Attorney
                                                                                                          -          -
                                Equipment: 01-090-000-0000-6660
                                01-090-XXX-XXXX-66XX

Court Services
                                                                                               -                     -
                                         Software: 01-252-252-0000-6655                        -          -          -

                                                                                               -          -          -
                                        Equipment: 01-252-252-0000-6600                        -          -          -

Dept Total                      01-252-XXX-0000-66XX                                           -          -          -

Employee Relations - Personnel Services
                                                                                           -                     -
                                        Equipment: 01-050-000-0000-6660                    -          -          -

Dept Total                      01-050-000-0000-66XX                                       -          -          -

Employee Relations - Emergency Management
                                                                                               -          -          -
                                         Software: 01-280-280-0000-6655                        -          -          -

                                                                                             -            -        -
                                Emergency Response Vehicle                              35,000            -   35,000
                                Equipment: 01-280-280-0000-6660                         35,000            -   35,000

Dept Total                      01-280-280-0000-66XX                                    35,000            -   35,000




                                                              21
Finance
                                                                                           -              -       -
                                             Equipment: 01-045-000-000-6660                -              -       -

Dept Total                           01-045-000-0000-66XX                                  -              -       -

Land & Water Services - Land Management
                                                                                               -              -       -
                                     01-123-160-XXXX-6630                                      -              -       -

 Land & Water Services - Environmental Services (Paid from Solid Waste Reserves)
                              130-01 Env Center Canopy                                 100,000        100,000         -
                              130-02 Vehicle Replacement                                23,000         23,000         -
                                     01-123-130-XXXX-6630                              123,000        123,000         -

 Land & Water Services - Planning & Water Management (Paid from Water Management Organization Levy)
                              123-01 Bevens Creek Project Fund                         20,000          20,000         -
                              123-02 Burandt Lake Outlet                               25,000          25,000         -
                              123-03 Burandt Lake Rain Gardens                         20,000          20,000         -
                              123-04 Government Center Parking Lot Retrofit             5,000           5,000         -
                              123-05 Mayer Porous Pavement Project                     35,000          35,000         -
                              123-06 MaEast Creek Ravine Project                       15,000          15,000         -
                              123-07 West Creek Capital Fund                            7,500           7,500         -
                                     01-123-123-XXXX-6630                             127,500         127,500         -

 Division Total                      01-123-XXX-XXXX-66XX                              250,500        250,500         -

Property Records & Taxpayer Services -
Taxpayer Services
 Administration

                                       Software: 01-040-040-0000-6655                          -              -       -


                                            Equipment: 01-040-040-0000-6660                    -              -       -

                                     Total 01-040-040-0000-66XX                                -              -       -

 License Center

                                       Software: 01-040-055-0000-6655                          -              -       -

                                                                                                              -       -
                                            Equipment: 01-040-055-0000-6660                    -              -       -

                                     Total 01-040-055-0000-66XX                                -              -       -

 Elections

                                       Software: 01-040-055-0000-6655                          -              -       -


                                       Equipment: 01-040-065-0000-6660                         -              -       -

                                     Total 01-040-055-0000-66XX                                -              -       -

Dept Total                           01-040-000-0000-66XX                                      -              -       -




                                                              22
Property Records & Taxpayer Services -
Property Assessment
                                                                                   -           -           -
                                          Software: -1-047-000-0000-6655           -           -           -

Dept Total                       01-047-XXX-XXXX-66XX                              -           -           -

Property Records & Taxpayer Services -
Property Records
                                                                                   -           -           -
                                         Software: 01-100-000-0000-6655            -           -           -

                                                                                   -           -           -
                                         Equipment: 01-100-000-0000-6660           -           -           -

Dept Total                       01-100-XXX-0000-66XX                              -           -           -

Public Health
                                                                                   -           -           -
                                                                                   -           -           -
                                 Equipment: 01-460-460-0000-6660                   -           -           -

Dept Total                       01-460-000-0000-66XX                              -           -           -

Sheriff's Office

Recreational Services
                        231-01   ATV Utility Vehicle                        10,000         -        10,000
                        231-07   Two snowmobiles                            16,000         -        16,000
                                    Equipment 01-201-231-1653-6660          10,000         -        10,000
                                    Equipment 01-201-231-1652-6660          16,000         -        16,000
                                 Total Capital Outlay 01-201-231            26,000         -        26,000
Jail
                        235-01   Paint (Moved to Facilities Budget)            -           -           -
                        235-02   Flooring (Moved to Facilities Budget)         -           -           -
                                 Equipment: 01-201-235-0000-6660               -           -           -
                                 Total Capital Outlay 01-201-235               -           -           -
Patrol
                        236-01   Vehicles                                  344,000     144,000     200,000
                                 Vehicles: 01-201-236-0000-6670            344,000     144,000     200,000
                                 Total Capital Outlay 01-201-236           344,000     144,000     200,000
Investigation
                                                                               -                       -
                                 Equipment: 01-201-239-0000-6655               -           -           -
  Crime Lab
                        239-                                                   -                       -
                                 Equipment: 01-201-239-1713-6660               -           -           -
                                 Total Capital Outlay 01-201-239               -           -           -
911 Communication
                        240-11   Communications Center Expansion Proj.     186,861     186,861         -
                        240-12   PSAP UPS Battery Replacement                5,500       5,500         -
                        240-13   CIS Pictometry Software Interface           9,570       9,570         -
                                 Equipment: 01-201-240-0000-6660           201,931     201,931         -
                                 Total Capital Outlay 01-201-240           201,931     201,931         -

Dept Total                       01-201-XXX-XXXX-66XX                      571,931     345,931     226,000




                                                            23
Public Works - Road & Bridge
 Administration
                               Equipment: 03-301-000-0000-6660               -         -         -
 Engineering
                                                                             -         -         -
                               Software: 03-303-000-0000-6655                -         -         -
                                                                             -         -         -
                                                                             -         -         -
                               Equipment: 03-303-000-0000-6660               -         -         -
                                                                             -         -         -
                               Equipment: 03-303-000-0000-6670               -         -         -
                               Total Capital Outlay: 03-303                  -         -         -
 Highway Maintenance
                                                                             -         -         -
                               Equipment: 03-304-000-0000-6660               -         -         -
                               SINGLE AXLE DUMP TRUCK                  163,000   163,000         -
                               NEW BOOM TRUCK                          144,000         -   144,000
                               SEMI TRACTOR                            128,000         -   128,000
                               PICKUP                                   40,000         -    40,000
                               Hwy Vehicles: 03-304-000-0000-6670      475,000   163,000   312,000
                               ROTARY DISC MOWER                         9,500     9,500         -
                               EQUIPMENT TRAILER                         7,500     7,500         -
                               Hwy Eq: 03-304-000-0000-6690             17,000    17,000         -
                               Total Capital Outlay: 03-304            492,000   180,000   312,000
 Maintenance Shop
                               PAVING SHOP LOTS                         30,000         -    30,000
                               Site & Grounds: 03-305-000-0000-6610     30,000         -    30,000

                               Equipment: 03-305-000-0000-6660               -         -         -
                               Total Capital Outlay 03-305              30,000         -    30,000
 Equipment Maintenance
                                                                             -         -         -
                               Equipment Maint: 03-306-000-0000-6660         -         -         -
                               Total Capital Outlay 03-306                   -         -         -
 Surveyor
                               GPS EQUIPMENT UPGRADE                    26,500         -    26,500
                               Equipment Maint: 03-310-000-0000-6660    26,500         -    26,500
                                                                             -         -         -
                               Equipment Maint: 03-310-000-0000-6660         -         -         -

                               Total Capital Outlay 03-310              26,500         -    26,500

 Dept Total                    03-XXX-XXX-XXXX-66XX                    548,500   180,000   368,500




                                                             24
Public Works - Parks
 Administration
                             520- Septic System - Campground host               10,000        10,000             -
                             520- LMP Shade Enhancements                        11,000             -        11,000
                                  Site Improvements: 01-520-000-0000-6610       21,000        10,000        11,000

                             520-                                                       -             -             -
                                    Bldg Improvements: 01-520-000-0000-6640             -             -             -

                             520- Equipment Trailer                             10,000                -     10,000
                             520- Commercial Mower                              45,000                -     45,000
                                  Equipment: 01-520-000-0000-6660               55,000                -     55,000

                             520-                                                       -             -             -
                                    Vehicles: 01-520-000-0000-6670                      -             -             -

Parks - LWP Grant
                             526-                                                                     -             -
                                    Equipment: 01-520-526-0000-6610                     -             -             -

Dept Total                          01-520-XXX-0000-66XX                        76,000        10,000        66,000

Social Services

                    405             Software for Laser Printer                   4,000         4,000            -
                    405             Pinnacle video Editing Software                400           400            -
                                    Equipment 11-XXX-XXX-XXXX-6665               4,400         4,400            -

                    405   405-01    Reception Office Furniture                   7,000           -           7,000
                    454             Workforce Center Compass/OnBase             24,000        24,000           -
                    480             Modular Furniture - CSP                     27,915           -          27,915
                                    Equipment 11-XXX-XXX-XXXX-6660              58,915        24,000        34,915

                    448                                                             -             -             -
                                    Equipment 11-XXX-XXX-XXXX-6670                  -             -             -

Dept Total                          11-XXX-XXX-XXXX-66XX                        63,315        28,400        34,915

County Totals                                                                 4,397,246     1,958,101     2,439,145




                                                              25
                                                2009 Capital Projects

                                                       CAPITAL PROJECTS
                                                       BY FUND FOR 2009

             DEPT.           CIP #                     DESCRIPTION                    Requested    Approved      Inc./Dec

Parkland Acquisition

                              520-01 Advance Funding Parkland Acquisition -
                                       Local Contribution                                 50,000       50,000           -
                                     01-520-820-XXXX-6610                                 50,000       50,000           -

Fund Total                           30-XXX-XXX-XXXX-66XX                                 50,000       50,000               -

Building Capital Improvements

                              820-02 Data & Phone Cabling Needs - County Facilities      200,000      200,000          -
                              820-01 Fiber Optics - County Facilities                    500,000          -        500,000
                                     30-XXX-XXX-XXXX-6630                                700,000      200,000      500,000
                                                                                             -            -            -
                                     30-XXX-XXX-XXXX-6601                                    -            -            -

Fund Total                           30-XXX-XXX-XXXX-66XX                                700,000      200,000      500,000

Road & Bridge Capital Improvements

 Resurfacing/Maintenance
                                                                                                                       -
                             307-01 Resurfacing/Maintenance                            1,600,000     1,500,000     100,000
                                                 32-307-000-0000-6260                  1,600,000     1,500,000     100,000

 Pre-construction Services
                                                                                                                        -
                                     Professional Services                                   -             -            -
                                                   32-307-000-0000-6260                      -             -            -

 Construction                                                                                                           -
                                                                                             -             -            -
                                                   32-307-000-0000-6281                      -             -            -

Fund Total                           32-307-XXX-XXXX-66XX                              1,600,000     1,500,000     100,000




                                                            26
Attachment C1: Budget Reduction Overview
                                                                            8.9% Levy        6.9% Levy
 Division            Department          Item                               Cuts             Cuts          Impact
 1. Administrative   a. Admin Services   Misc. Reductions                         $63,000                  Eliminate proposal to broadcast County Board meetings live over intranet
 Services                                                                                                  ($29k); cut ACCEL facilitator contract and use in-house staff ($12,000); drop
                                                                                                           from 6 issues of Citizen to 4 and renegotiate contract ($17k); limit
                                                                                                           construction management and architectural services ($5k).

                     b. Extension        Eliminate 4-H Program                                    $32,500 The purpose of this position is to manage the 4-H Afterschool Adventures
                                         Coordinator                                                      Program. Duties of the coordinator include curriculum development,
                                                                                                          teaching, resource management, and expanding the program. In addition,
                                                                                                          the half-time Program Coordinator works with the 4-H Club program. This
                                                                                                          reduction will affect 3,462 youth contacts which were made in 2008 between
                                                                                                          the two programs. In 2009, if we need to continue without the half-time 4-H
                                                                                                          position, our potential youth contacts would be cut in half to approximately
                                                                                                          1,500 youth.

                     c. Extension        Misc. Reductions                         $21,055                  Marketing of Extension which began in 2008 will not be continued ($11k).
                                                                                                           The Ag Leadership program will be canceled ($3k). On call clerical hours
                                                                                                           reduced - offices may be closed as necessary ($2k). Summer intern hours
                                                                                                           cut ($1k). Various other account reductions such as office supplies and
                                                                                                           educational materials reduced.
                     d. Facilities       Misc. Reductions                        $208,022                  No new expansions to software licenses ($8k); reduce services for lawn
                                                                                                           maintenance and landscaping ($10k); various equipment reductions
                                                                                                           ($115,500); other various reductions.
                     e. Facilities       Eliminate Custodian                      $55,273                  This position elimination is related to the restructuring of Facilities (relates to
                                                                                                           the elimination of the Supervisor of Facility Services and the creation of a
                                                                                                           Custodial Supervisor.)
                     f. Facilities       Eliminate Supervisor of Facility                        $101,815 This proposal flattens the hierarchy in Facilities. Initially, there will be some
                                         Services                                                         contract dollars expended to afford lead staff member time to get up to
                                                                                                          speed. This would require relying more on facility maintenance software for
                                                                                                          work orders and greater use and reliance on automated building controls and
                                                                                                          software.

                     g. Facilities       Create a Custodial Supervisor                           -$71,514 This new position is related to the elimination of the Supervisor of Facility
                                                                                                          Services and Custodian and provides greater oversight and accountability to
                                                                                                          custodial staff. This position is a supervisor, but is also a working staff
                                                                                                          member. Impacts will include reduction of specialty cleaning and flexibility in
                                                                                                          using custodians for special work along with maintenance crews such as
                                                                                                          snow removal, shipping and receiving, conference room set-ups, etc.




                                                                                        27
                                                                           8.9% Levy        6.9% Levy
Division        Department                Item                             Cuts             Cuts          Impact
1. Admin Svcs   g. Historical Society     Grant Reduction                                         $5,000 Reduction in Education Assistant hours from 40 to 32 ($3,110). Historical
(cont.)                                                                                                  Society has had a 41% increase in attendance since they increased the
                                                                                                         Education Assistant’s hours to 40. A decrease in hours will reduce
                                                                                                         number of residents the Historical Society can serve in Carver County. The
                                                                                                         Education Assistant is also the web master and has made significant
                                                                                                         upgrades to the website. The extra hours saves money by not having to
                                                                                                         employ a web master and saves the county time by not having county staff
                                                                                                         work on our web site. A reduction in hours will also make it harder to fill
                                                                                                         the position once she leaves with quality personnel. Staff Training
                                                                                                         Reduction ($500) - eliminate attendance at American Association of State
                                                                                                         and Local History. Fundraising expenses ($500) - reduces advertising,
                                                                                                         printing tickets, invitations to events. Collections care ($400) – Reduces
                                                                                                         ability to purchase items such as shelving and boxes etc. Technology
                                                                                                         ($250) – Reduce funds for software upgrades to financial system and
                                                                                                         membership software.
                h. Historical Society     Grant Reduction                        $14,500                 Eliminate a new position request for an Archivist Position.
                i. Information Services   Misc. Reductions                      $209,500                 Reduce outsourcing that assists various staff such as data base
                                                                                                         administrator and webmaster ($25k); reduce purchases of large items such
                                                                                                         as servers and copiers ($44k); reduce non capitalized equipment such as
                                                                                                         network switches and medium to large printers ($83k); reduce amount of
                                                                                                         outside services for repair and maintenance of equipment ($25k); extend
                                                                                                         replacement period for PC's monitors, cards, etc which will bring these
                                                                                                         items outside of warranty period which is approximately a 50% reduction in
                                                                                                         this budget ($47k); and other various cuts.
                j. Information Services   Eliminate a Support                                    $83,627 Based on usage statistics, the two remaining Support Specialists will
                                          Specialist                                                     perform the functions adequately although there will be some performance
                                                                                                         and turn-around time impacts. Plan is to utilize power users to support
                                                                                                         this effort.
                k. library                Reduction in staffing hours (2                         $62,195 A reduction in Library staff, including management and temporary
                                          Branch Managers from 40 to                                     positions, impacts the ability to maintain public service hours in the
                                          32; volunteer coordinator from                                 community libraries. Almost all library positions, including those in
                                          40 to 32; on-call library                                      administration, perform public contact duties, if not regularly, on an “as
                                          assistants from 27 to 20                                       needed” basis. The Library Department has made efficiency improvements
                                          hours per week; on call                                        through use of technology and training and regular updates in classification
                                          librarians from 25 to 20 hours                                 descriptions with changes in staff duties to match public demand for library
                                          per week; library shelvers                                     services. Library usage indicators, such as circulation and public
                                          from 100 to 90 hours per                                       computer use statistics, influence our evaluation that a reduction in staff
                                          week). Note: This will be a                                    hours of 46 hr/wk plus the prior 14 hr/wk vacancy reduction would require a
                                          one-year pilot project to                                      15 hour reduction in total library public service hours per week as follows.
                                          determine if this type of
                                          across-the-board hourly
                                          reduction is effective.

                                                                                       28
                                            8.9% Levy        6.9% Levy
Division        Department           Item   Cuts             Cuts        Impact
1. Admin Svcs   k. Library (cont.)
                                                                         Norwood Young America
(cont.)
                                                                                        NOW                              PROPOSED
                                                                         MON               12-8                          1-8
                                                                         TUES              10-6                          10-5
                                                                         WED               12-8                          1-8
                                                                         THURS              10-6                         1-5
                                                                         FRI               12-5                          1-5
                                                                         SAT               9-12                          9-12
                                                                         Total Hrs/Wk       40                 (-8)       32

                                                                         Watertown
                                                                                        NOW                              PROPOSED
                                                                         MON               1-8                           1-8
                                                                         TUES              10-5                          10-5
                                                                         WED               1-8                           1-8
                                                                         THURS             1-5                           1-5
                                                                         FRI               12-5                          1-5
                                                                         SAT               9-1                           1-4
                                                                         Total Hrs/Wk       34                (-2)         32

                                                                         Chaska
                                                                                        NOW                              PROPOSED
                                                                         MON               10-8                          10-8
                                                                         TUES              10-8                          10-8
                                                                         WED               10-8                          10-8
                                                                         THURS             10-8                          10-8
                                                                         FRI               10-5                          10-5
                                                                         SAT               10-4                          10-3
                                                                         Total Hrs/Wk        53               (-1)         52

                                                                         Chanhassen

                                                                                        NOW                              PROPOSED
                                                                         MON               10-9                          10-8
                                                                         TUES              10-9                          10-8
                                                                         WED               10-9                          10-8
                                                                         THURS             10-9                          10-8
                                                                         FRI               10-5                          10-5
                                                                         SAT               10-5                          10-5
                                                                         SUN               1-5                           1-5
                                                                         Total Hrs/Wk      62                 (-4)         58

                                                                         Waconia
                                                                                            NOW         (no change proposed)
                                                                         MON                10-8
                                                                         Tuesday            10-8
                                                                         WED                10-6
                                                                         THURS              10-6
                                                                         FRI                10-5
                                                                         SAT                10-3
                                                                         Total Hrs/Wk       48


                                                                         TOTALS             2008                         2009
                                                                                            237 hr/wk         (-15)      222 hr/wk




                                                        29
                                                                          8.9% Levy        6.9% Levy
Division             Department           Item                            Cuts             Cuts         Impact
1. Admin Svcs        l. library           Misc. Reductions                     $207,127                 Cut the collection budget by approximately 40% from the initial request
(cont.)                                                                                                 ($184k). Eliminate vacant Library Assistant position at Chaska - 14 hours per
                                                                                                        week ($13k). This will be covered by improvements in technology and
                                                                                                        efficiencies due to remodeling. Reduce conference and training budget
                                                                                                        ($10k).
                     m. library           Conferences, Professional                              $3,145 Professional conference and/or training opportunities will be further reduced
                                          Training
                     n. library           Professional Fees for Service                          $5,782 Library automation consultant will not be hired in 2009 to review Integrated
                                                                                                        Library Software (Innovative Interface) on the current bi-year schedule as part
                                                                                                        of Technology Plan.
                     o. Veteran's         Misc. Reductions                      $12,300                 Eliminate virtual veteran's software package and try to obtain grant for this
                                                                                                        item ($5,800); reduce tuition reimbursement ($6k)

2. County Board/     a. CAP               Grant reduction                         $243             $500 CAP’s original request of $4,050 was reduced by 6% down to $3,807 as part
Administration                                                                                          of the 8.9% levy recommendation. This would reduce their allocation to
                                                                                                        $3,307.
                     b. Fair Board        Grant reduction                        $6,600         $10,000 The Fair Board’s original request of $110,000 was reduced by 6% down to
                                                                                                        $103,400 as part of the 8.9% levy recommendation. This would reduce their
                                                                                                        allocation to $93,400.

                     c. County Board      Misc. Reductions                       $6,500                 Reductions to fair rentals ($2,250); office supplies ($500); miscellaneous
                                                                                                        expenses ($500); conferences and training ($2,950).

                     d. Administration    Misc. Reductions                      $10,500                 Reductions to office supplies ($1k); office equipment ($500); and conferences
                                                                                                        and training ($2k). Legal notices and membership Dues also reduced by $7k
                                                                                                        based on trend analysis.
3. County-wide       a. County-Wide       Capital Expenditures               $2,219,515                 Various capital expenditure cuts (see Attachment B for complete list.)
                     b. County-Wide       Personnel Attrition                  $700,000                 Reduction from original budget set at full staffing levels to account for
                                                                                                        vacancy and turnover based on trend analysis.
                     c. County-Wide       Vacancy Elimination                  $680,410                 A number of vacant positions were eliminated based on a needs analysis in
                                                                                                        addition to other personnel changes described in this document. The detail is
                                                                                                        shown in Attachment A.
                     d. County-Wide       Fiber Optic Line                     $500,000                 Enter into a lease purchase agreement for the Fiber Optic project in year
                                                                                                        2009 versus adding the costs to the levy.
4. County Attorney   a. County Attorney   Expert witnesses                       $3,000                 Reduction in contingency for expert witnesses from $8k to $5k.

                     b. County Attorney   Misc. Reductions                      $10,000                 Reductions to conferences and trainings for all staff ($6k); various office
                                                                                                        supply cuts ($2k); and a reduction in supeona budget ($2k).




                                                                                      30
                                                                        8.9% Levy        6.9% Levy
Division          Department                Item                        Cuts             Cuts         Impact
5. Employee       a. ER & Risk/Emergency Mg Various cuts                      $76,048                 Delay continuity of operations implementation ($17k); costs of wellness
Relations                                                                                             program offset by health insurance savings ($47k); additional costs for
                                                                                                      coroner services (-$8k); reduce advertising budget ($20k); other misc. cuts.
6. Finance        a. Finance                Software licensing fees.          $21,100                 Rollover dollars will be used for one-time costs.
                  b. Finance                Cost Recovery                     $80,000                 Increase cost recovery revenue based on new cost recovery estimate.
                  c. Finance                Investment Income                $200,000                 Increase in income investment based on trend analysis and more aggressive
                                                                                                      revenue forecasting.
7. Community      a. CSS                    Misc. Reductions                 $434,057                 This item includes a number of revenue increases and expenditure
Social Services                                                                                       reductions. Revenue increases are generally based on better information
                                                                                                      resulting in increased projections. Examples include Adult Mental
                                                                                                      Health/Targeted Case Management ($22,800) where revenue was previously
                                                                                                      unbudgeted, but should have been included in the budget request. Various
                                                                                                      personnel vacancies are also included in this number and are outlined in
                                                                                                      Attachment A. A variety of expenditure reductions are in this number
                                                                                                      including the elimination of the Mentor Program ($11,750); a reduction in the
                                                                                                      Court Services Purchase of Services based on historical trends ($50k); and a
                                                                                                      reduction in Child and Family Purchase of Services due to improvements
                                                                                                      made through the Signs of Safety program ($83k).

                  b. CSS                    CART                                              $56,545 In the Division’s discussions with Scott County Transit there is a very
                                                                                                      favorable revenue enhancement potential that is possible with a formal
                                                                                                      collaboration with Scott County. The Division is working with Scott County on
                                                                                                      a Joint Powers Agreement for 2009. Scott County currently is able to collect
                                                                                                      an enhanced ridership rate (ADA Rate) when they transport eligible clients
                                                                                                      that are within .75 miles of a fixed route, such as Southwest Metro. Since the
                                                                                                      Met Council has been supportive of this collaboration, we believe that this
                                                                                                      enhanced rate will also be available to riders in Carver County that meets the
                                                                                                      ADA criteria. This would eliminate the County tax levy that is currently
                                                                                                      budgeted for CART in 2009.

7. CSS (Cont.)    c. CSS                    Reduce a .5 FTE Therapist                          $8,469 The incumbent in this position requested a reduction from 20 hours per week
                                            position to .25 FTE                                       to 10 hours per week. The Department Manager is recommending that her
                                                                                                      request be granted. The Division is proposing to delete .25 FTE. This
                                                                                                      position is a co-located Therapist p




                  d. CSS                    Delete Senior Companion                            $3,665 The Division continued to support the Senior Companion Program, which is
                                            Program                                                   operated by Lutheran Social Services after the Volunteer Program was
                                                                                                      eliminated as part of the 2004 Budget Reductions. The Division pays for
                                                                                                      mileage and per diems for the Senior Com




                                                                                    31
                                                          8.9% Levy        6.9% Levy
Division         Department   Item                        Cuts             Cuts         Impact
7. CSS (Cont.)   c. CSS       Reduce a .5 FTE Therapist                          $8,469 The incumbent in this position requested a reduction from 20 hours per week
                              position to .25 FTE                                       to 10 hours per week. The Department Manager is recommending that her
                                                                                        request be granted. The Division is proposing to delete .25 FTE. This
                                                                                        position is a co-located Therapist position working in the Carver Scott
                                                                                        Educational Cooperative’s Early Childhood program. The position provides
                                                                                        therapy to teen parents of newborns which include post partum depression.
                                                                                        The staff person is very skilled therapist that has been especially effective
                                                                                        with this clientele. The Manager believes that her effectiveness may
                                                                                        somewhat mitigate the loss of hours. Children’s Mental Health Services are a
                                                                                        mandated service. Gross Reduction: $18,020 Revenue Reduction: $9,551
                                                                                        Net Tax Levy Reduction: $8,469

                 d. CSS       Delete Senior Companion                            $3,665 The Division continued to support the Senior Companion Program, which is
                              Program                                                   operated by Lutheran Social Services after the Volunteer Program was
                                                                                        eliminated as part of the 2004 Budget Reductions. The Division pays for
                                                                                        mileage and per diems for the Senior Companions. The Senior Companion
                                                                                        Program has dwindled to two Senior Companions serving five to six clients.
                                                                                        There is one Senior Companion in Waconia and one in Chaska. LSS has
                                                                                        approached the Division about re-energizing the program. The Division's
                                                                                        continued involvement with this program was an understanding after our
                                                                                        Volunteer Program was eliminated. Given the current status of the program
                                                                                        the Division is recommending that we discontinue our minimal support of this
                                                                                        discretionary program.


                 e. CSS       Restructure Chemical                              $20,000 The Division currently has two Social Workers conducting chemical
                              Dependency Social Workers                                 dependency assessments (Rule 25 Assessments) and case managing clients
                                                                                        receiving treatment under the Chemical Dependency Treatment Fund. The
                                                                                        Division is proposing to reassign .5 FTE to the Adult Mental Health to case
                                                                                        manage mental health clients which can be billed to Targeted Case
                                                                                        Management. Chemical dependency assessments will be conducted
                                                                                        primarily by one full time social worker with back up from the position being
                                                                                        split between chemical dependency and adult mental health. Chemical
                                                                                        Dependency assessments are a mandated service as is treatment for
                                                                                        persons in Tier 1 (public assistance clients). The Division requested an
                                                                                        additional Adult Mental Health Case Manager in 2007 which was not granted.
                                                                                        The Division believes that there is greater potential for impact on the budget
                                                                                        and liability with the mental health clients than the chemical dependency
                                                                                        clients. In addition, adult mental health case management is reimbursable
                                                                                        and also a mandated service. The $20,000 is an increase in Adult Mental
                                                                                        Health Targeted Case Management revenue.




                                                                      32
                                                            8.9% Levy        6.9% Levy
Division         Department   Item                          Cuts             Cuts          Impact
7. CSS (Cont.)   f. CSS       Consolidate Budgeting on a                          $21,214 The Division has analyzed its Purchase of Services Budget. There are six
                              number of Variable Purchase                                 line items in Child and Family and Developmental Disabilities that have
                              of Services Accounts                                        extremely variable expenditure patterns over the last four years. When
                                                                                          viewed individually by managers and supervisors it is difficult to determine a
                                                                                          budget amount and as such will budget in case they have the higher
                                                                                          expenditure that happened within the last few years. When looked at
                                                                                          collectively, we can mitigate the individual risk and spread it out over the six
                                                                                          accounts thereby decreasing county tax levy. The majority are mandated.
                                                                                          The risk to the Division is if every account has the high expenditure year, the
                                                                                          same year. The total budgeted for these six accounts for 2009 is $60,000
                                                                                          while the average per year expenditure is $32,000.

                 g. CSS       Semi-Independent Living                             $10,000 The Division receives a Semi-Independent Living Services allocation from the
                              Services for Developmental                                  state which we are required to match with County Levy at 30%. The County
                              Disabled Adults                                             has also provided funds above the match to provide services to more clients.
                                                                                          Semi-independent living services support clients to live in their own
                                                                                          residences with supportive services. This is a very cost effective service as
                                                                                          compared to full care living arrangements such as Intermediate Care
                                                                                          Facilities for the Mentally Retarded and corporate adult foster homes. This
                                                                                          reduction will limit the growth in this service and maintain the service for the
                                                                                          clients currently being served. New clients that would benefit from this
                                                                                          service will be limited in accessing the service. Services to Developmentally
                                                                                          Disabled Adults are mandated services but we do have the ability to limit this
                                                                                          service to the state allocation but are required to case management the
                                                                                          client. The Division will not expend the entire budget for this service in 2008
                                                                                          and this action will limit future growth.

                 h. CSS       Reduce Personnel Budget for                          $3,962 The Division has approximately 180 employees. Some of those employees
                              Unpaid Medical Leave                                        exhaust their sick leave benefits and pursuant to the Labor Agreement and
                                                                                          the Family Medical Leave Act are granted leaves of absences without pay.
                                                                                          The Division has calculated the unspent salary and benefits that were
                                                                                          budgeted and is proposing to deduct this amount from the budget.

                 i. CSS       Detoxification                                       $9,400 The Division is proposing to reduce the Detoxification purchase of services
                                                                                          budget by $20,000. Detoxification is a mandated service. While the Division
                                                                                          pays for Detoxification, it is law enforcement that actually initiates the service.
                                                                                          Intoxicated persons are picked up by law enforcement, our contracted
                                                                                          detoxification provider is called by law enforcement, and the provider picks up
                                                                                          the person and transports them to their facility in Hastings. The budget for
                                                                                          this service has risen substantially over the last 10 years from a budget of
                                                                                          $90,000 to $250,000.




                                                                        33
                                                           8.9% Levy        6.9% Levy
Division         Department   Item                         Cuts             Cuts          Impact
7. CSS (Cont.)   j. CSS                                                                   Historically, actual spending was usually greater than the budget and in the
                                                                                          last two years the Division has significantly increased the budget to try keep
                                                                                          up with the expenditure increases. For what ever reason, the growth rate that
                                                                                          spiked in 2006 has declined and leveled off. Unlike other purchase of
                                                                                          services the Division has very little ability to manage this service since our
                                                                                          staff does not authorize the utilization of this service. The Division has also
                                                                                          developed a very effective collections system for detoxification which
                                                                                          averages 53 cents on the dollar. Gross Reduction: $20,000 Revenue
                                                                                          Reduction: $10,600 Net Levy Reduction: $9,400

                 k. CSS       Delete 1.0 FTE Collections                         $66,745 The Division is proposing to reduce the number of Collections Officers from
                              Officer                                                    two to one. In September of 2005 Employee Relations approved the
                                                                                         conversion of a vacant Account Technician to a Collections Officer. Both
                                                                                         positions are at Pay Grade 9. The Division hired the second Collections
                                                                                         Officer in January of 2006. The Division is proposing to delete the second
                                                                                         Collections Officer which has an incumbent occupying the position. The
                                                                                         Division will return to the type of collections system that it had prior to 2006.
                                                                                         While we did realize increased collections with two officers, the Division
                                                                                         believes that we can sustain that level of collections but can not make that
                                                                                         guarantee. A Collections Officer collects money that is mandated by the state
                                                                                         to collect and county generated fees based on the client’s ability to pay.


                 l. CSS       Child placement budget            $100,000                  This cut would result in a 15% reduction in the 2009 Court Services managed
                              reduction                                                   Child Placement Budget. Negative impacts may be significant if we
                                                                                          experience a higher than average number of serious and/or violent juvenile
                                                                                          offenders, resulting in increases in Court Ordered long-term child treatment
                                                                                          and consequence placements and secure detentions.

                 m. CSS       Compass On Base                    $52,500                  A portion of this software is included in the 2009 request ($85,500). This
                                                                                          moves the remaining cost of $52,500 into year 2010.




                                                                       34
                                                                           8.9% Levy        6.9% Levy
Division            Department          Item                               Cuts             Cuts        Impact
8. Court Services   a. Court Services   Assistant Probation Officer (1.0                    $55,805     The primary functions of this position include handling an adult administrative
                                        FTE)                                                            caseload (approx. 400 offenders), adult intake and offender screening and
                                                                                                        risk assessment, community work service coordination and tracking,
                                                                                                        conditional release services, and drug testing. Elimination of this position will
                                                                                                        have several implications, as follows: 1) Decreased capacity to monitor pre-
                                                                                                        trial, court ordered conditions of release from jail, 2) Decreased ability to
                                                                                                        monitor the placement and follow-up of offenders court-ordered to complete
                                                                                                        community work service as part of a sentence, and 3) Decreased capacity to
                                                                                                        monitor the court-ordered probation conditions for hundreds of administrative
                                                                                                        cases. As a result of this cut, it would be necessary to shift the responsibilities
                                                                                                        of this caseload to the adult probation officers. Increased caseloads would
                                                                                                        make it more difficult to supervise the higher-risk offenders who pose a
                                                                                                        greater risk to the public.

                                                                                                        This cut may also result in a change in judicial practices. Offenders who
                                                                                                        have historically been placed on probation may be given sanctions without
                                                                                                        probation supervision of any kind and no follow-up to ensure offenders are
                                                                                                        remaining law abiding. Note: Currently, Court Services receives $17,800 in
                                                                                                        revenue for this position via the Case Load Reduction Grant from MN
                                                                                                        Department of Corrections (DOC). If this position is eliminated, Court
                                                                                                        Services will need to provide the MN DOC with an amended budget request
                                                                                                        and receive approval to shift these dollars onto other positions that are
                                                                                                        related to caseload reduction activities.

                    b. Court Services   Corrections Administrative                          $21,093     The primary functions of this position include data entry, customer service,
                                        Assistant (.5 FTE)                                              phones, and administrative support. Elimination of this position would
                                                                                                        hamper our ability to entry Court Services Tracking System (CSST) and other
                                                                                                        types of offender related data in a timely fashion. Our data is shared
                                                                                                        statewide, as it is pulled out by other data systems through CrimNet. In
                                                                                                        addition, we would experience a diminished capacity to effectively deal with
                                                                                                        our customers who report for probation services upon being sentenced and
                                                                                                        subsequently reporting for probation supervision and drug testing. Similar to
                                                                                                        the above position, this position provides administrative support to the
                                                                                                        probation officers and managers. Without this support, there is ultimately a
                                                                                                        diminished ability to supervise and provide services for the highest risk
                                                                                                        offenders, therefore increasing risk to the public. Loss of this position will
                                                                                                        also result in additional challenges in staffing two separate office locations
                                                                                                        after Court Services is split-up due to the Justice Center remodeling.




                                                                                       35
                                                                               8.9% Levy        6.9% Levy
Division            Department                  Item                           Cuts             Cuts         Impact
8. Court Services   c. Court Services           Various operating expense             $8,500                 Drug testing would be potentially reduced, and cognitive-behavioral program
(Cont.)                                         reductions                                                   options would be further limited. Probation Officers would have reduced field
                                                                                                             visits with offenders in order to lower expense reimbursements. May
                                                                                                             adversely impact ability to cover repairs and service to office equipment and
                                                                                                             essential supervision tools (i.e. PBT's, etc.). Language barriers continue to
                                                                                                             bring additional service challenges, particularly related to legal terms and
                                                                                                             conditions for clients and families. Office supply shortages will be a greater
                                                                                                             challenge after Court Services Department splits into two locations with the
                                                                                                             current remodel plan.

                    d. Court Services           Juvenile Victim Restitution           $9,000                 These reductions assume that additional dollars could be transferred from the
                                                Fund                                                         prior year's Juvenile Restitution Fund (JRF) reserve amounts in order to
                                                                                                             continue ongoing victim compensation/restitution payments per Court Order.

9. Land and Water   a. Environmental Services   Cease planning and operation                         $15,000 This site was made available by the City of Mayer to combine and improve
Services                                        of combined Mayer/New                                        services for Mayer and New Germany. Elimination of these funds will end
                                                Germany recycling facility                                   any County presence in the New Germany site and halt development of the
                                                                                                             combined Mayer/New Germany site. Area residents would need to use
                                                                                                             recycling and special waste services at the sites in Watertown, Cologne and
                                                                                                             NYA. The Cities of Mayer and New Germany were expecting this site to be
                                                                                                             available for their residents. About $15,000 has already been invested in site
                                                                                                             and operational planning. These investments would in large part be negated
                                                                                                             by this reduction.

                    b. Environmental Services   Elimination of Dump Clean-up                         $25,000 The County has made a portion of these funds ($15,000) available to property
                                                grants and grants to schools                                 owners to help clean illegal solid waste dumps on their property. The ability
                                                and businesses                                               to offer an incentive has made it easier to get small dumps cleaned up. This
                                                                                                             does not remove the legal requirement for the property owner to clean up
                                                                                                             these dumps. With the incentive removed, staff will likely need to spend
                                                                                                             more time on enforcement actions. The school and business grants of
                                                                                                             $10,000 were made to support small projects to initiate or support recycling
                                                                                                             efforts – for example buying recycling containers to get an organics project
                                                                                                             started in a school or business. Elimination of these funds may result in fewer
                                                                                                             recycling opportunities.




                                                                                           36
                                                                           8.9% Levy        6.9% Levy
Division            Department             Item                            Cuts             Cuts          Impact
9. L&W (cont.)      c. Land Services/CDA   Share cost of Planning Tech                           $35,000 Planning & Water Management has a Planning Tech position that worked on
                                           position with CDA                                             the Comprehensive Plan but is currently vacant. This position is intended to
                                                                                                         support the initiatives identified in the Comprehensive Plan, particularly
                                                                                                         Economic Development. The CDA has a planning /coordination position in
                                                                                                         the Economic Development Department that is currently vacant. The
                                                                                                         possibility of combining these two positions into a single FTE housed in
                                                                                                         Planning & Water Management was discussed with CDA management. The
                                                                                                         CDA is supportive of this approach and will use the funding from their vacant
                                                                                                         position to pay for 50% of the position at the County. Planning & Water
                                                                                                         Management and the CDA successfully collaborated to develop Economic
                                                                                                         Development element and on other elements of the Comprehensive plan so
                                                                                                         there is a history of the agencies working together.
                                                                                                         The County position will focus on the planning and organizational elements of
                                                                                                         the economic development effort while CDA will continue its current role of
                                                                                                         marketing and financial packaging. This approach will make resources
                                                                                                         available to support economic development efforts and reduce costs in both
                                                                                                         agencies.
                    d. SWCD                Reduction of the grant to the                         $25,000 The SWCD Manager and Board are developing the cuts in their budget
                                           Soil & Water Conservation                                     necessary to reduce the SWCD grant request. More information will be
                                           District                                                      available after their Budget Committee meets and formulates
                                                                                                         recommendations for the SWCD Board.
                    e. SWCD                Cost shift                            $57,581                 The majority of these costs were moved to the Water levy. As part of this
                                                                                                         change, SWCD reduced its request by $6,318.
                    f. SWCD                Misc. Reductions                      $23,000                 Mileage reduction ($8k); vacancy in SWCD ($10k); reduction in building
                                                                                                         inspection services ($4k); reduction in public notice budget ($1k).
10. Public Health   a. Public Health       Misc. Reductions                     $159,491                 A variety of reductions such as the elimination of a software program
                                                                                                         purchase ($46k); reduction in employee mileage ($4k); reduction in rental for
                                                                                                         outside facilities ($2k); reduction in office equipment budget ($10k); reduction
                                                                                                         in interpreter services ($4k); reduction in budget for Ready Carver activities
                                                                                                         ($6k); reduction in membership and consulting budget ($11k); and cuts to
                                                                                                         conferences and training ($8k).

                    b. Public Health       .5 Jail RN vacancy                                    $33,374 This FTE is included in our budget to provide correctional health services at
                                           eliminated/filled internally                                  the Carver County jail. If the amount is cut from our budget, Public Health
                                                                                                         plans to continue providing these services for the jail by reassigning .5 of an
                                                                                                         existing FTE from Disease Prevention and Control Immunization Services
                                                                                                         and will allocate this time equivalent to the Jail Medical Unit. This reduces
                                                                                                         Disease Prevention services and immunization counter measures that control
                                                                                                         disease in our county.




                                                                                       37
                                                                         8.9% Levy        6.9% Levy
Division            Department                 Item                      Cuts             Cuts          Impact
10. Public Health   b. Public Health (cont.)                                                            There will be: limited time to provide information and referral resources for
(cont.)                                                                                                 individuals calling our division, a reduction of connecting with medical clinics
                                                                                                        in Carver County on vaccine storage and handling practices, a reduction of
                                                                                                        case management services for Refugee Health and Peri-natal Hepatitis B
                                                                                                        clients. The ability to remain current with the frequency of changes of
                                                                                                        vaccines will be compromised and will rely on monitoring websites and
                                                                                                        Minnesota Department of Health. Community members will not have prompt
                                                                                                        answers to their questions around vaccines, immunization schedules, and
                                                                                                        effects of immunizations possibly resulting in reduced vaccination rates in
                                                                                                        Carver County.
                    c. Public Health           1.0 Public Health Nurse                         $82,464 This position works to identify children, ages birth to three, with special health
                                               vacancy eliminated                                      and mental health needs early, so that treatment and positive outcomes are
                                                                                                       more likely to occur, with less cost to individuals and taxpayers than if treated
                                                                                                       later. If the position is eliminated there will be fewer qualified staff to respond
                                                                                                       to parents with questions regarding the growth and development and mental
                                                                                                       health needs of their young children, and fewer Public Health Nurses able to
                                                                                                       meet the requirements of the Essential Local Activities, upon which our Local
                                                                                                       Public Health grant funding and corresponding match obligation are based.

                    d. Public Health           Child and Teen Check-up                         $19,162 Public Health has been awarded a 2-year contract to provide administrative
                                               Services                                                services for the Child and Teen Checkups program for years 2008 and 2009.
                                                                                                       The contract has been in existence and has been renewed for 20 or more
                                                                                                       years. Annually, the division submits a new budget and work plan for the
                                                                                                       upcoming year’s program costs. Public Health expects to receive
                                                                                                       confirmation of its 2009 contract amount in October or November. The
                                                                                                       service revenue and the related program costs were not included in the
                                                                                                       division’s 2009 budget request in 6/08. The division has now made the
                                                                                                       decision to assign most of the outreach activities to internal staff rather than
                                                                                                       subcontracting for these services. This will shift some of our personnel costs
                                                                                                       from being levy-funded to non-levy funded.
                                                                                                        These funds are not otherwise allocated at this time. This move will take
                                                                                                        away our ability to place these services with an outside consultant or partner
                                                                                                        agency, which impacts the division’s ability to expand the program and
                                                                                                        services and narrows the scope of what we can do with the available funding.
                                                                                                        We plan to continue to support internal staff with these funds in the future.




                                                                                     38
                                                                             8.9% Levy        6.9% Levy
Division            Department             Item                              Cuts             Cuts          Impact
10. Public Health   e. Public Health       Eliminate collaborative support         $74,000         $65,000 Eliminating the collaborative support provided to the Carver County Health
(cont.)                                    to Carver County Health                                         Partnership (CCHP) will impact the community initiatives which this
                                           Partnership                                                     organization has launched, and the partnership may not be able to continue
                                                                                                           without this support from the county. The Mission of CCHP: To improve the
                                                                                                           health and well-being of all who live and work in Carver County by building
                                                                                                           “Communities for a Lifetime”. Funding was initially set up to provide
                                                                                                           infrastructure support so the CCHP could achieve its vision of making Carver
                                                                                                           Co the healthiest community in the nation. This infrastructure support
                                                                                                           includes convening and facilitating meetings of community partners, hiring an
                                                                                                           Executive Director, funding consultants to work in the areas of Youth
                                                                                                           Development and Community Engagement. At this time 100% of the CCHP’s
                                                                                                           revenue comes from Carver County Public Health, as authorized by the
                                                                                                           Carver County Board in 2001. They receive no other funding for
                                                                                                           infrastructure.

11. Property       a. Taxpayer Services    Misc. Reductions                        $45,348                  Manatron tax payment adjustment ($34,348); reduction in office supplies,
Records & Taxpayer                                                                                          ballots, and telephone charges ($11,000)
Services



                    b. Taxpayer Services   License Center Revenue                 $150,000                  Increase in revenue forecast based on trend analysis and more aggressive
                                                                                                            budgeting.
                    c. Assessor            Misc. Reductions                        $17,650                  Reduction in gasoline budget ($5k); CAMA payment adjustment ($12,650).

                    d. Property Records    Misc. Reductions                        $41,750                 Complete microfilming in house.
                    e. Property Records    Technology fund                        $100,000                 Cost shift of technology projects related to the Recorder's Office off the
                                                                                                           general levy to the Recorder's fund.
12. Public Works    a. Road & Bridge       212 Turn-back Revenue                                   $80,000 An agreement between the State and Carver County for the jurisdictional
                                                                                                           transfer of the TH 212 route between CSAH 11 and the Carver/Hennepin
                                                                                                           County line (Old 212 through downtown Chaska and the Tri-Y) is currently
                                                                                                           being drafted. The current intent is to target the actual transfer of jurisdiction
                                                                                                           for some date between mid-April and the end-of-May, 2009. Terms in this
                                                                                                           draft document currently include a provision for a lump sum payment of about
                                                                                                           $5.5 million to the County for roadway rehabilitation and maintenance repairs.
                                                                                                           It is expected that the County would request payment of these dollars in June,
                                                                                                           2009. Investment of these dollars for the remainder of 2009 is expected to
                                                                                                           yield about $80,000. The risk is in not finalizing the agreement as now being
                                                                                                           discussed. Also, the investment return for the last six months of 2009 is an
                                                                                                           estimate.




                                                                                         39
                                                                 8.9% Levy       6.9% Levy
Division           Department         Item                       Cuts            Cuts         Impact
12. Public Works   b. Road & Bridge   Misc. Reductions                $220,200                Reduces dollars available for joint transportation studies ($50k). Includes a
(cont.)                                                                                       variety of reductions in various accounts such as electricity and natural gas
                                                                                              and a reduction in site and grounds improvements for remote shops ($30k).
                                                                                              Revised estimates of fuel based on downward pricing trends ($100k). Also
                                                                                              includes revenue for snow & ice removal agreement with MnDot not
                                                                                              previously included in the budget request ($37k).


                   c. Parks           Misc. Reductions                 $28,700                Eliminates Baylor Park master plan amendment ($20k). Other miscellaneous
                                                                                              items such as elimination of new paddleboat at Baylor Park ($3k); revised
                                                                                              estimates of fuel based on downward pricing trends ($7k); and reduction in
                                                                                              Met Council grants due to corresponding levy reductions ($3k).

13. Sheriff        a. Sheriff         Inmate Boarding Revenue         $400,000                Increase in inmate boarding revenue projections from $800,000 to
                                                                                              $1,200,000 based on trend analysis and more aggressive budgeting.

                   b. Sheriff         Misc. Reductions                 $77,000                Cuts to materials and supplies ($71k) and other misc accounts.
                   c. Sheriff         Cut Overtime                    $200,000                Reduce overtime by changing policy and practices.
                   d. Sheriff         Out of state training                           $14,000 The Sheriff has been appointed to two high profile committees with the
                                                                                              National Sheriff’s Association (NSA) and has served as an appointed NSA
                                                                                              Board of Director. Jail Administration and Communications administrators
                                                                                              have attended national conferences and have been actively involved in their
                                                                                              respective organizations as well. By eliminating these national training
                                                                                              conferences we will have to rely on our local associations for guidance and
                                                                                              resources to keep updated on best practices. The Sheriff used the national
                                                                                              resources repeatedly to review and recommend changes to the contract law
                                                                                              enforcement services we provide. To date, these changes have had a
                                                                                              positive effect on the contract system and the community we serve. Jail staff
                                                                                              have brought back and implemented policy changes to managing a safe and
                                                                                              secure jail.

                                                                                              Federal legislation gets enacted yearly that has large impacts on local public
                                                                                              safety operations, such as the Prison Rape Reform Act, Byrne Grant, COPS
                                                                                              grant funding. Carver County has used these national resources to bring
                                                                                              money and programs back to our local operations, sometimes to improve our
                                                                                              service delivery, other times to implement policy changes that will reduce our
                                                                                              liability and risk exposure.

                   e. Sheriff         Law Enforcement Supplies                         $5,000 We need county levy dollars to maintain our daily operations. Equipment
                                                                                              breaks, gets old, and loses its effectiveness. We need to replace training
                                                                                              equipment because we are putting 100+ employees through the training
                                                                                              periodically and the equipment gets hard use. In our proposal we are
                                                                                              eliminating a portion of our non-mandated training thus a reduction in
                                                                                              supplies we need to support the training.




                                                                         40
                                                                 8.9% Levy        6.9% Levy
Division             Department   Item                           Cuts             Cuts          Impact
13. Sheriff (cont)                Patrol Non-Capital Equipment                         $15,000 Because we are reducing our capital outlay for patrol squads we will need
                     f. Sheriff                                                                less squad equipment to outfit the new patrol units
                     g. Sheriff   Range Supplies                                        $5,000 We have proposed to reduce our firearms training program thus the need for
                                                                                               supplies. The real impact here is the proficiencies of our deputies and the
                                                                                               risk we take to have a lawsuit for failure to train or negligence training of our
                                                                                               deputies. There is a large body of federal litigation over an agencies firearms
                                                                                               and use of force training. We have for years established a strong use of
                                                                                               force training program to reduce our exposure in making poor decisions and
                                                                                               mistakes when dealing with use of force and firearms situations. We pull our
                                                                                               weapons on many situations to cover the potential deadly circumstances that
                                                                                               might occur. We train our deputies to recognize dangerous situations and to
                                                                                               react with the proper amount of force. Reducing our level of training has the
                                                                                               potential to increase our risk exposure.

                     h. Sheriff   Dispatch Non-Capital                                 $10,000 We had a schedule of replacing dispatch equipment that in this technology
                                  Equipment                                                    intense environment our 9-1-1 dispatchers rely upon daily. We can no longer
                                                                                               take the position that we buy a piece of technology or supporting equipment
                                                                                               and it will be supported for years. It just doesn’t happen in our business any
                                                                                               longer. If we keep delaying these types of purchases the maintenance costs
                                                                                               will be unavoidable. Not to take away from the fact the equipment may not
                                                                                               have support even if we keep it.

                     i. Sheriff   Office wide Non-Mandatory                            $17,500 We are proposing to cut significantly into our staff development and training
                                  Training                                                     budget. This means our supervisors, administrators, and line staff will have
                                                                                               to rely on other county resources and internet resource to get their
                                                                                               professional updates and to stay current on industry developments. The
                                                                                               impacts here are hiring, retaining and motivating a workforce. It also walks
                                                                                               into the discussion of having employees “work harder and smarter” with less
                                                                                               training opportunities to learn on how to do this. Truly it is a cut in our level of
                                                                                               service to our customers. When we rely on “the way we have always done it”
                                                                                               we rely on a broken system of making the same old mistakes. Mistakes in
                                                                                               public service or public safety now have the “deep pockets” theory of liability.
                                                                                               Creating a custom or practice that involves a person civil rights, privacy rights
                                                                                               or work place rights can be very costly to defend.




                                                                             41
                                                                   8.9% Levy        6.9% Levy
Division              Department   Item                            Cuts             Cuts          Impact
14. Sheriff (cont.)   j. Sheriff   Uniforms and Clothing-Posse                            $5,000 The Posse is a volunteer community outreach program that because of a
                                                                                                 1995 state auditor’s examination needed to be a part of the Sheriff’s Office
                                                                                                 budget. We have tried to support our volunteers with small supplemental tax
                                                                                                 levy dollars in order to buy uniforms and equipment that maintains them at
                                                                                                 the equivalent standard of professional appearance and decorum. They
                                                                                                 represent the County of Carver and the Sheriff when they are requested for
                                                                                                 mutual aid search and rescue missions, missing person investigations or
                                                                                                 asked to do public speaking appearances. We will have to rely on more
                                                                                                 fundraising efforts and charitable donations to keep them at our current level.

                      k. Sheriff   Food and Beverage-Jail                                $34,000 Through extraordinary efforts of our jail employees and administration we
                                                                                                 have been able to negotiate with our jail food contractor for a three year
                                                                                                 contract where our food costs have stabilized in an unstable market. We are
                                                                                                 providing meals at a cost we did 5 years ago. Food costs have risen
                                                                                                 dramatically over the past 2 years. We secured our rate just prior to the
                                                                                                 increases taking effect. The variable we don’t have a solid handle on is the
                                                                                                 number of “special needs” inmates we have to provide specific food items for,
                                                                                                 and the number of borders we will need to feed. If we miss our estimate on
                                                                                                 this account we will have to ask the Commissioners for money to cover our
                                                                                                 expenses.

                      l. Sheriff   Reduce Evidence-Tech and                              $25,000 We recently received the resignation of our evidence technician. We have
                                   create Evidence/Civil Process                                 also identified a need for a .5 civil process clerk to do the work a licensed
                                   Technician                                                    deputy is currently doing. The civil process work is mainly our conceal and
                                                                                                 carry permit applications. The state legislature provided a funding
                                                                                                 mechanism for Sheriffs’ to recover our cost for administering and maintaining
                                                                                                 this program. We have designated funds available to cover the .5 civil
                                                                                                 process clerk and combining these two positions into one. There is a
                                                                                                 tremendous evidentiary burden on proving the chain of custody for evidence.
                                                                                                 If we slide in this area due to this change, the cost for the county and the
                                                                                                 office will be greater than the savings we are going to realize.

                      m. Sheriff   Deputy Sheriff                                        $67,000 There is generally at least one Deputy position vacant. Eliminating one
                                                                                                 position will require more immediate need to re-assign tasks to filled positions
                                                                                                 to cover the variety of work done by the licensed Deputies. This is
                                                                                                 unfortunate in light of community survey response indicating a concern in this
                                                                                                 area. It may include reassigning juvenile investigations to adult investigators,
                                                                                                 moving base patrol personnel to cover courtrooms. It may require other
                                                                                                 changes between civil and criminal duties as well. It will cause a change in
                                                                                                 the level of service for our recreational services program in responding to
                                                                                                 incidents on our trails, parks and lakes.

                      n. Sheriff   Dispatch Non-Mandatory                                 $2,500 See office wide non mandatory training item above. This includes our
                                   Training                                                      dispatch personnel in the cut to their professional training and development.




                                                                               42
                                                                  8.9% Levy        6.9% Levy
Division               Department   Item                          Cuts             Cuts         Impact
 14. Sheriff (cont.)   o. Sheriff   Dispatch Service Agreements                          $20,000 MNDot has been working on a service agreement for the repair of radio
                                                                                                 equipment to support the 800 MHz backbone system. The service
                                                                                                 agreement has yet to be signed so MNDot has not charged Carver County for
                                                                                                 work they do at the radio sites. We can expect
                                    GRAND TOTAL =                     $7,503,470      $1,109,948




                                                                              43
44
Attachment C2: Budget Reduction Overview (amendments to arrive at zero tax impact)
                                                                                 Zero Impact
                                                                                 Cuts (4.5%
Division            Department                 Item                              levy)           Impact

1. Administrative   a. Facilities              First Street Center Windows               $40,000 The windows in First Street Center will be purchased in 2008 due to their
Services                                                                                         extremely poor condition. This was a 2009 capital request, so it can be
                                                                                                 eliminated from the 2009 budget.

                    b. Facilities              Board Conference/Office                   $15,000 Eliminate project to update furniture, walls and decor of the Board
                                               Remodel                                           Conference Room and remodeling reception area in the
                                                                                                 Commissioners/Administration office.
2. County-wide      a. County-Wide             Health Insurance Savings                  $90,000 Utilizes health insurance savings to fund Occupational Health Nurse position.
                                                                                                 Staff will be reviewing possible reassignments to cover this position. Another
                                                                                                 $40k in health insurance savings is also being utilized for the wellness
                                                                                                 program for a total of

                    b. County-Wide             Carry-over from 6.9% levy                 $43,690 The budget reductions made to get to a 6.9% levy resulted in additional cuts
                                               budget cuts                                       beyond the 6.9% level. This item captures those dollars.

3. County           a. County Administration   Mediation Services                        $10,000 This eliminates a proposal to contract for mediation services related to
Administration                                                                                   resolve disputes such as property rights or neighborhood concerns before
                                                                                                 they are thrown into the court system. The County Attorney's Office provided
                                                                                                 these services in the past, but


4. County Board     a. County Board            Commissioner Contingency               $500,000 This reduces a Commissioner Contingency of $800k down to $300k. This
                                                                                               reduction reduces the flexibility to deal with unanticipated budgetary items in
                                                                                               2009 such as reductions in State aid.

                    b. Fair Board              Grant Reduction                           $38,400 The Fair Board’s original request of $110,000 was reduced by 6% down to
                                                                                                 $103,400 as part of the 8.9% levy recommendation. The 6.9% levy reduce
                                                                                                 their allocation to $93,400. This reduction would be the equivalent of
                                                                                                 reducing their request by a total of $5

5. Community        a. CSS                     Salary Redistribution of Crisis           $26,553 Historically, 22.5% of the Crisis Supervisor has been allocated to the
Social Services                                Supervisor to Crisis Program                      Outpatient Program. The Crisis Program is projected to have revenues in
                                                                                                 excess of expenditures in 2009. In addition, the State has given the County a
                                                                                                 Children’s Mental Health Grant w




                                                                                    45
Attachment C2: Budget Reduction Overview (amendments to arrive at zero tax impact)
                                                                    Zero Impact
                                                                    Cuts (4.5%
Division           Department         Item                          levy)           Impact
Community Social   b. CSS             Delete the Visions Day                $79,556 The Visions Day Treatment Program provides mental health services to
Services (cont.)                      Treatment                                     seriously emotionally disturbed adolescents in a school based setting since
                                                                                    1991. Children’s mental health services are mandated and specifically day
                                                                                    treatment. The program is staffed b




                                                                                    The Division is recommending the elimination of the program effective with
                                                                                    the end of the 2008-09 school year. This means deleting two Therapists and
                                                                                    one .5 FTE Recreational Therapist. The Division and the Cooperative believe
                                                                                    that the mental health need




6, Public Health   a. Public Health   Eliminate West Suburban            $35,000 Temporary Assistance to Needy Families (TANF) is a grant that reimburses
                                      Teen Clinic's grant funding                for identified services to a target population in one or more program areas
                                                                                 which includes non-medical home visiting, WIC clinic, or group youth
                                                                                 development activities focused on pre




                                                                       46
Attachment C2: Budget Reduction Overview (amendments to arrive at zero tax impact)
                                                                             Zero Impact
                                                                             Cuts (4.5%
Division              Department              Item                           levy)           Impact
Public Health (cont.) b. Public Health        Eliminate .5 FTE RN Position        $33,374 An existing nursing staff position will be reassigned to cover the duties of the
                                                                                          .50 FTE in correctional health services. The position to be reassigned
                                                                                          currently provides immunization services. Duties will be reduced and/or
                                                                                          reallocated across the Divisio




                      c. Public Health        Eliminate budget for levy           $11,626 If eliminated, division staff and management will not benefit from the direct
                                              funded out-of-state                         knowledge, training and activities that occur at the national level for topics
                                              conferences                                 which impact the health of our local population, such as Infection Control and
                                                                                          Disease Control, or

7. Employee           a. Employee Relations   Reduce Administrative                   $8,976 This is .2 FTE reduction and matches the hours that this position is working
Relations                                     Assistant by .2 FTE                            as compared to the amount budgeted.

8. Land and Water     a. Land & Water         Reduce Comp Plan resources             $15,000 Reduces resources available to address initiatives generated by the 2030
                                                                                             Comprehensive Plan.

                      b. Land & Water         Eliminate .5 FTE Planning              $35,000 The previous recommendation proposed funding a full-time Planning Tech
                                              Tech                                           position using 1/2 County and 1/2 Community Development Agency (CDA)
                                                                                             funds. This proposal eliminates the County funding for this position. This
                                                                                             position would have focused on the eco




9. Property Records a. Recorder               Eliminate Vacant .6 FTE                $37,000 This vacancy elimination is based on an analysis of staff needs in the
& Taxpayer Services                           Recorder's Clerk                               Recorder's Office. Current documentation volume is down due to market
                                                                                             forces. This office has also implemented various technologies to improve
                                                                                             staffing efficiencies.

                      b. Recorder             Electronic Document Revenue            $20,000 This is a proposed increase in fees to access recorded electronic documents.
                                                                                             This increase will be proposed as part of an update to the fee for service
                                                                                             schedule.


                                              GRAND TOTAL =                     $1,039,175



                                                                                47
B U D G E T   O V E R V I E W




                                48
            FY 2009




Budget Overview

      49
B U D G E T   O V E R V I E W




                                50
Population                                            Labor Force
Carver County Population                   86,297*    Total Labor Force                          49,058*
                                                                                                            Carver County
 1860 – 5,106     1900 – 17,644
 1980 – 37,046 1990 – 47,915
                                 1950 – 18,155
                                 2000 –70,205**
                                                      Unemployment Rate                          4.7%**     2009 Snapshot
Median Age                                    34.5*   Major Employers**
                                                                                                             
Population Rank in Minnesota     11 of 87 counties*   Emerson Process Management                   1,592     
Population over age 65                       6512*    Ridgeview Medical Center                     1,202     
Housing Units                              32,537*    I.S.D. No. 112 Chaska                        1,001    Budget Summary 
Persons per Household                        2.73*    SuperValu Corporate Headquarters               950                               2009 Adopted Budget
Source: *2007 U.S. Census Bureau Estimates            The Instant Web Company                        824    Operating Costs                     $78,813,949
**2000 U.S. Census                                    Carver County                                  815    Capital Projects                      3,708,101
                                                      Entegris, Inc                                  798    Total                              $82,522,050
                                                      Beckman Coulter, Inc                           750
                                                      Lake Region Manufacturing, Inc.                711    Revenue Sources
                                                      Medallion Cabinetry, Inc.                      671    Taxes                               $47,847,247
                                                                                                            Intergovernmental                    17,101,459
                                                      Occupations*                                          Charges for Services                 11,038,447
                                                      Management, Professional                    40.2%     Investment Earnings                   2,606,370
                                                      Sales and Office                            27.2%     Licenses & Permits                    1,009,260
                                                      Service                                     12.9%     Other                                 2,471,267
                                                      Production, Transportation, Material Moving 10.4%
                                                      Construction, Extraction, Repair              8.9%    Expenditures
                                                      Farming, Fishing, Forestry                     .3%    General Government                  $16,699,732
                                                      Source: *2007 U.S. Census Bureau Estimates            Public Safety                        18,165,646
Economic                                              **Official Statement for 2008 Bond Issue from         Highways & Streets                    7,941,460
Median Household Income                 $78,035*      Ehlers & Associates, Inc.
                                                                                                            Human Services                       22,418,556
Per Capita Income                       $35,454*
                                                                                                            Health                                3,338,090
Mean Travel Time to Work              20 minutes*     School District Enrollment                            Culture & Recreation                  5,089,780
Source: * 2007 U.S. Census Bureau Estimates           I.S.D. No. 108 Central Public School         1,036    Conservation of Natural Resources     3,861,228
                                                      I.S.D. No. 110 Waconia                       2,964    Debt Service                          3,892,828
                                                      I.S.D. No. 111 Watertown-Mayer               1,685    Other                                 1,114,730
2030 Forecast/Growth Rate from 2000                   I.S.D. No. 112 Chaska                        8,603
Population              195,400 (179% increase)*      Source: Official Statement for 2008 Bond Issue from   Carver County Government Center
Households               76,180 (213% increase)*      Ehlers & Associates, Inc.                             600 East Fourth Street
Employment                59,080 (106% increase)*                                                           Chaska, Minnesota 55318
Source: *Metropolitan Council Forecasts of
Population, Households, and Employment 1/9/08                                                               General Information 952-361-1500
                                                                                                            www.co.carver.mn.us
                                                                                                             
                                                                                                             
                                                                                                             
                                                                                                             
                                                                                                             
                                                                                 51
B U D G E T   O V E R V I E W

 
 
 
 




                                52
 



    SOURCES OF 2009
       REVENUES



                        Fines    Fees
                         0%      14%



                                              Licenses
                                                 1%

      Taxes
       58%                                        Other
                                                   3%




                                                  Gifts
                                                   0%




                                     Intergovermental
       County Program   Investment         18%
            Aid          Earnings
            3%              3%




                            53
B U D G E T   O V E R V I E W




               SOURCES OF 2008
                  REVENUES



                                Investment   County Program
                 Inter-          Earnings         Aid
              Govermental           4%            3%
                  15%




      Gifts
       0%                                                     Taxes
                                                               52%




        Other
        14%
                 Licenses
                                             Fines
                    1%            Fees
                                              0%
                                  11%




                                                 54
        SOURCES OF 2007
           REVENUES



                                                       Taxes
                                                        52%
        County Program
             Aid
             3%


Investment
 Earnings
    4%




    Inter-
                                                               Fines
 Govermental
                                                                0%
     24%

                                     Licenses        Fees
                                        1%           10%
                     Gifts
                             Other
                      0%
                              6%




                                                55
B U D G E T   O V E R V I E W




              Distribution of 2009
                 Expenditures
                                                               Building
                                                             Improvements
                                                                  0%       General
                                Non - Departmental                       Government
                                        0%                                  20%
                                                              Debt Service
                                                                  5%
                           Self Insurance
                                  1%
                                                                              Culture and
                   Social Services
                                                                              Recreation
                        27%                                                       2%




                                                                               Health
                                                                                4%



                         Road & Bridge
                             10%
                                          Conservation of
                                         Natural Resources               Library
                                                 5% Public Safety          4%
                                                          22%




                                                        56
Distribution of 2008
   Expenditures

                                       Building
                                     Improvements
                                         13%
              Non Departmental
                    0%                         Debt Service
                         Public Safety             3%
                             16%
                                                          General
       Social Services                                   Government
            21%                                             16%




                                                              Culture and
                                                              Recreation
  Self Insurance                                                  4%
        1%
               Road & Bridge
                                             Public Health
                   16%        of
                 Conservation Library            3%
                     Natural    3%
                   Resources
                       4%




                                57
B U D G E T   O V E R V I E W




               Distribution of 2007
                  Expenditures                  Building
                                Non Departmental
                                            Improvements
                                      2%          4%     Debt Service
                                                             3%           General
                                                                        Government
                                                                           19%

                          Social Services
                               24%
              Self Insurance
                    1%




                                                                                     Library
                                                                                       4%
                                                                    Health
                 Road & Bridge                                       4%      Culture and
                     15%                        Public Safety
                                                                             Recreation
                                                    21%
                                                                                1%
   Conservation of
      Natural
     Resources
        1%




                                                   58
         COUNTY LEVY

          2001                2009
  2002

                                     2008
2003



                                     2007
 2004


         2005                 2006




         Year          Levy
         2009         45.06
         2008         43.58
         2007         40.07
         2006         39.79
         2005         38.21
         2004         35.55
         2003         35.54
         2002         32.30
         2001         30.99
         2000         28.65




                 59
B U D G E T   O V E R V I E W


                                   MARKET VALUES

                 15.000

           10.000
     BILLIONS


                    5.000

                    0.000            2000   2001    2002   2003   2004     2005   2006   2007   2008     2009




                                                                  YEAR


    Payable                     Market
     Year                       Billions           % Change
     2009                       11.771               1.0%                * Proposed 2009 Market Values

     2008                       11.659              17.1%                ** Proposed number updated to final number

     2007                       9.957               14.1%
     2006                       8.725               13.7%
     2005                       7.675               16.2%
     2004                       6.604               16.0%
     2003                       5.695               15.3%
     2002                       4.940               12.8%
     2001                       4.378               12.0%
     2000                       3.910                8.7%




                                                           60
                  TAX CAPACITY
140,000,000
120,000,000
100,000,000
 80,000,000
 60,000,000
 40,000,000
 20,000,000
          0     2000   2001   2002   2003   2004   2005        2006     2007     2008    2009


                                     YEAR



 Payable          Tax
  Year          Capacity             % Change
  2009        123,063,016               3.3%              * Proposed 2009 Tax Capacity (before

  2008        119,092,760               9.2%              adjustments for Fiscal Disparity and TIF)

  2007        109,094,828             14.8%
  2006        95,008,647               13.5%
  2005        83,722,682               15.4%
  2004        72,527,112               14.9%
  2003        63,143,235               14.5%
  2002        55,161,471              -20.2%
  2001        69,163,867               13.2%
  2000        61,121,798                6.3%




                                       61
B U D G E T   O V E R V I E W

           Pay 2008 Carver County Ten Largest Taxpayers
                                  Taxable
Taxpayer                        Market Value        Net Tax Capacity      Property Classification


Northern States Power                27,272,800                544,410 Utilities

Target Corporation T 0862            27,076,000                529,117 Commercial

Rosemount Inc                        19,872,100                396,692 Industrial

IRET Properties                      19,205,300                380,356 Commercial/Industrial

CenterPoint Energy Minnegasco        18,582,700                370,877 Utilities

IDS Financial Services Inc           19,349,900                360,919 Comm/Ag/Res 1-3

Istar Minnesota LLC                  16,427,900                326,308 Commercial

Fluoroware Inc                       15,315,000                303,855 Industrial

Klein Financial Inc                  14,778,700                291,074 Commercial

Aurora Investments LLC               16,213,100                300,574 Ag/Commercial




                                               62
63
B U D G E T     O V E R V I E W




Carver County Employee’s
   Prior Year, Current Year, & Budget Year Comparison
Function/department                              FTE's        FTE's        FTE's

General Government
  Administration                                       2.00         2.00         2.00
  Administrative Services - Admin.                     2.00         2.10         2.00
  Property Assessment                                 12.00        12.00        12.00
  Attorney                                            29.13        29.88        29.88
  Taxpayer Services                                   19.04        23.54        23.54
  Commissioners                                        5.00         5.00         5.00
  Facilities Management                               17.00        17.00        16.00
  Financial Services                                   7.70         6.70         6.70
  Employee Relations                                   6.50         6.50         6.50
  Information Services                                21.10        26.20        26.40
  Property Records                                     9.60         9.60         7.00
  Veterans Services                                    3.20         3.70         3.50
                                     Subtotal:       134.27       144.22       140.52

Public Safety
  Court Services                                      16.05        16.05        14.55
  Emergency Management                                 3.00         3.00         3.00
  Sheriff                                            161.04       170.01       169.01
                                     Subtotal:       180.09       189.06       186.56

Highways & Streets
  Public Works                                        45.25        47.25        46.25
                                     Subtotal:        45.25        47.25        46.25

Human Services
  Community Social Services                          166.86       171.28       165.03
                                     Subtotal:       166.86       171.28       165.03

Health
  Public Health Services                              34.00        35.55        31.55
                                     Subtotal:        34.00        35.55        31.55

Culture & Recreation
  Library                                             40.45        41.92        40.77
  Parks                                                9.19         9.19         9.19
                                     Subtotal:        49.64        51.11        49.96

Conservation of Natural Resources
  Land & Water Services                               22.18        23.43        22.43
  University of MN Extension                           1.65         1.65         1.80
                                     Subtotal:        23.83        25.08        24.23

County Total:                                      633.94       663.55       644.10




                                         64
                          Carver County 2009 Budgeted FTE's by Function

                                            Conservation of Natural 
          Culture & Recreation, 8%              Resources, 4%                   General 
                                                                            Government, 22%
  Health, 5%




Human Services, 25%
                                                                                       Public Safety, 29%

                                 Highways & Streets, 7%




                          Carver County 2008 Budgeted FTE's by Function
                                            Conservation of Natural 
               Culture & Recreation, 8%         Resources, 4%                         General 
                                                                                  Government, 22%
     Health, 5%




                                                                                              Public Safety, 28%
Human Services, 26%



                                     Highways & Streets, 7%




                                                                       65
B U D G E T   O V E R V I E W




                                12/31/2008 Vacant Positions *
                                     Vacant                                              Adopted             Adopted Net
         Department                  FTE's                    Position                   Gross ($)               ($)

2009 New Positions
Facillities Services                  1.00      Custodian Superviser                    $    71,514          $      71,514
Information Services                  1.00      Records (EDMS)                               60,507                 60,507
Taxpayer Services                     1.00      License Center Supervisor                    70,382    ***          23,460
Taxpayer Services                     1.00      License Clerk                                64,057    ***          21,352
Taxpayer Services                     1.00      License Clerk                                64,057    ***          21,352
Taxpayer Services                     0.50      License Clerk                                22,837    ***           7,612
Taxpayer Services                     0.50      License Clerk                                22,837    ***           7,612
Taxpayer Services                     0.50      License Clerk                                22,837    ***           7,612
Taxpayer Services                     0.50      License Clerk                                22,837    ***           7,612
Taxpayer Services                     0.50      License Clerk                                22,837    ***           7,612
Veterans Services                     0.30      Veterans Services Clerk                      13,801                 13,801
Road & Bridge                         1.00      Traffic & Program Engineer                   78,195                 78,195
Road & Bridge                         1.00      Civil Engineer                               86,841                 86,841
Road & Bridge                         1.00      Engineering Technician                       70,663                 70,663
Sheriff                               1.00      Administrative Receptionist                  59,646                 59,646
Sheriff                               1.00      Records Specialist                           61,057                 61,057
Sheriff                               1.00      Patrol Seargent                             109,272                109,272
Sheriff                               1.00      Deputy Sheriff                               66,966                 66,966
Sheriff                               1.00      Deputy Sheriff                               85,804                 85,804
Sheriff                               1.00      Deputy Sheriff                               66,966                 66,966
Sheriff                               1.00      Deputy Sheriff                               81,733     **               -
Sheriff                               1.00      Deputy Sheriff                               66,966     **               -
Sheriff                               1.00      Detention Seargent                          104,646                104,646
Sheriff                               1.00      Detention Deputy                             84,532                 84,532
Sheriff                               1.00      Detention Deputy                             99,107                 99,107
Sheriff                               1.00      Dispatch - 911                               78,337                 78,337
Sheriff                               1.00      Dispatch - 911                               68,067                 68,067
Sheriff                               1.00      Evidence Technician                          61,029                 61,029
Social Services                       0.50      Support Services Aide                        38,317                 38,317


Subtotal                             25.30                                              $ 1,826,647          $ 1,469,491

* These are projected remaining positions after eliminated vacant positions, amounts include salary and benefits
** Amounts are offset from contract revenue
*** Amounts are offset by license center revenue




                                                  66
2009 Vacancy/Savings Allocation
                                                        2009 Allocation of Vacancy/Turnover $'s

                                              12/31/08
                             Allocation of    Projected        Anticipated                       2009
                              Prior Year       Vacant         Savings from      Additional     Vacancy
          Department          Vacancies         FTE's         Vacant FTEs       Allocation*   Allocation
  Attorney                       105,315
  CSS                            102,899               0.50          (12,772)                     (12,772)
  Employee Relations              21,825                                                                -
  Facilities                                           1.00          (11,919)                     (11,919)
  Information Services             35,319              1.00           (2,521)                      (2,521)
  Library                          21,432                                                               -
  Public Health                    52,837                                                               -
  Public Works                     49,592              3.00         (191,515)                    (191,515)
  Recorders                       123,201                                                               -
  Risk Management                  33,902
  Sheriff                         221,482          14.00            (206,673)                    (206,673)
  Taxpayer Services                23,553           5.50                   -                            -
   Veterans Services                                0.30              (2,300)                      (2,300)
  Unallocated Savings                                                             (470,994)      (470,994)

  Totals                          791,357          25.30            (427,700)     (470,994)      (898,694)

  The Unallocated Vacancy Savings will be allocated to departments in 2009 as turnover occurs.

  The 2009 Adopted Budget will be adjusted to allocate these dollars from the 2009 Contigency
  to the respective departments based on the above information prior to adoption.



 The 2009 Budget contains an estimated $898,694 savings from employee vacancies and
 turnover. $427,700 of this amount is allocated to the departments based upon current
 12/31 vacant positions, the remaining $470,994 will be allocated during 2009 based on
 employee turnover. The County has implemented a soft hiring freeze in which each
 position as it becomes vacant is reviewed for possible restructuring and is held open to the
 extent possible to create these budgeted savings.




                                                  67
B U D G E T   O V E R V I E W




Budgeted Fund Balances
                                  Actual     Budgeted 2008                   Budgeted      Budgeted 2009            Budgeted 
Fund                         12/31/2007            Changes                 12/31/2008           Changes           12/31/2009
General Fund              $     27,701,065 $         (724,000) $     26,977,065 $             29,199 $     27,006,264
Road & Bridge                      2,030,376                           ‐         2,030,376           (260,000)           
                                                                                                                        1,770,376
Community Social 
Services                         10,305,068                                ‐         10,305,068                                        10,305,068
Library                                477,199                             ‐               477,199           (477,199)                                    ‐
Ditch Fund                             102,064                             ‐               102,064                                           102,064
Self Insurance Fund                    264,904                             ‐               264,904                                           264,904
Buildings CIP                    12,536,336            (12,500,000)                          36,336                                            36,336
Road & Bridge CIP                      315,976              (300,000)                        15,976             260,000                      275,976
Debt Service                       3,620,218
                                                                           ‐           3,620,218                                         3,620,218
                                                                                                                                          
Regional Rail Authority                210,117                             ‐               210,117                          ‐                210,117
Total                     $     57,563,323       $     (13,524,000)            $     44,039,323 $         (448,000)             $     43,591,323

The Minnesota Office of the State Auditor recommends that counties maintain unreserved
fund balances of 35-50 percent of fund operating expenditures. This is generally applied in
the context of long-term forecasting, thereby avoiding the risk of placing too much
emphasis on the level of unreserved fund balance at any one time.

The County currently designates up to 40% of the subsequent year’s expenditure budget for
all funds as working capital. Remaining fund balances over 40% of the subsequent year’s
expenditure budget shall be transferred to the General Fund at year-end. An additional 5%
of the subsequent year’s expenditures for all funds may be designated in the General Fund
as the Year-End Savings (“Y.E.S.”) Account to accumulate funds for future one-time capital
purchases and/or significant budget variances.

Budgeted 2009 Fund Balance Changes

                 The County Board approved the transition of Library operations to the
                 General fund. The remaining Library fund balance at year-end 2008 will be
                 transferred to the General fund.

                 Transfer the $260,000 remaining unspent construction dollars from Fund
                 #03 -Road & Bridge (operating fund) to Fund #32 - Road & Bridge CIP
                 (capital project fund)

                 $100,000 for a one-time contribution from the “Y.E.S.” account to begin
                 accumulating assets to offset the County’s Other Post Employment Benefits
                 (OPEB) liability.



                                                               68
$100,000 from the “Y.E.S.” account to establish a “safety net” loan program
to assist property owners with extremely limited financial capability who
have Direct Discharge issues consistent with the Resolution Establishing a
Program to Accelerate the Elimination of Direct Discharge Individual
Sewage Treatment (ISTS).

The use of $123,000, $100,000 and $25,000 from the Solid Waste, Recorder’s
Technology, and Sheriff’s Office Civil Process Reserves respectively.




                             69
  B U D G E T   O V E R V I E W




  Budget Schedule
5-09-08           Distribution of 2009 budget guidelines and 2009 – 2013 CIP Request Forms
                  to Departments

6-15-08           Departments return completed budget and CIP requests to Finance Office,
(CSS due          and New Personnel Requests to Employee Relations
7-11-08)

7-14-08 to        Division Budget and CIP meetings with Administration and County Board
8-4-08            are held the weeks of:

7-24-08           Division Director meeting to discuss preliminary 2009 Budget & CIPs

8-19-08           Budget Workshop with County Board & Division Directors

8-21-08           Division Director meeting: Follow-up discussion from Board workshop

9-9-08            Administrator’s Recommended Preliminary 2009 Levy presented to Board,
                  County Board sets the preliminary levy for 2009 by September 15th per
                  statute. (8.9% Levy)

  9-19-08         Inform affected Departments of Administrator’s recommended 2009 budget
                  & CIPs

 10-28-08         County Administrator’s Recommended 2009 Budget. (6.8% Levy)

 11-25-08         County Administrator Amends 2009 Budget Recommendation (4.5% Levy)

 12-02-08         County Administrator Recommends Long Term Financial Plan to County
                  Board. Appeals to the Administrator’s Recommended 2009 Budget

 12-04-08        Truth-in-Taxation Public Hearing

 12-16-08     County Board formally adopts Final 2009 Property Tax Levy, Budget, and
              Long-Term Financial Plan
  Dates in bold are regularly scheduled meeting dates



                                            70
        FY 2009




    Budget
Resolutions
  71
B U D G E T   R E S O L U T I O N S




                                      72
                               BOARD OF COUNTY COMMISSIONERS
                                     CARVER COUNTY, MINNESOTA


Date:      December 16, 2008                                  Resolution:        #95-08
Motion by Commissioner:     Degler           Seconded by Commissioner:      Lynch


                                                 CERTIFYING
                                       2009 PROPERTY TAX LEVY
WHEREAS, the County of Carver, State of Minnesota, requires an Ad Valorem Property Tax to provide needed and
necessary services to the citizens of Carver County; and

WHEREAS, the Carver County Board of Commissioners has reviewed budget requests from various divisions and
agencies of the County and has made a determination of the Ad Valorem Property Tax required to support county
operations for the Calendar Year 2009.

NOW, THEREFORE, BE IT RESOLVED by the Carver County Board of Commissioners that there by, and hereby is,
levied upon the taxable property of the County of Carver the following sums for the respective purposes indicated
herein for the calendar year commencing January 1, 2009, to wit:
   GENERAL FUND                                                                                         $26,820,083

   ROAD & BRIDGE FUND                                                                                     4,071,460

   COMMUNITY SOCIAL SERVICES FUND                                                                         8,896,216

   BUILDINGS CAPITAL IMPROVEMENT FUND                                                                       200,000

   ROAD & BRIDGE CAPITAL IMPROVEMENT FUND                                                                 1,500,000

   DEBT SERVICES FUND                                                                                     3,506,828

   UNESTAD TAX ABATEMENT                                                                                     71,000

   TOTAL LEVY COUNTY                                                                                    $45,065,587


   CARVER WATERSHED MANAGEMENT ORGANIZATION                                                                514,984



   TOTAL COMBINED LEVY                                                                                  $45,580,571




           YES                                   ABSENT                                            NO

   Degler                                                                                 __________________________
   Lynch                                                                                  ___________________________
   Ische                                                                                  ___________________________
   Maluchnik                                                                              ___________________________
   Workman                                                                                ___________________________


                                                     73
A L L   F U N D S   C O M B I N E D


STATE OF MINNESOTA
COUNTY OF CARVER

  I, David Hemze, duly appointed and qualified County Administrator of the County of Carver, State of Minnesota, do hereby
  certify that I have compared the foregoing copy of this resolution with the original minutes of the proceedings of the Board of
  County Commissioners, Carver County, Minnesota, at its session held on the 16th day of December, 2008, now on file in the
  Administration Office, and have found the same to be a true and correct copy thereof.

Dated this 16th day of December, 2008.

                                                                                                 David Hemze
                                                                                                        County Administrator




                                                               74
                                   BOARD OF COUNTY COMMISSIONERS
                                      CARVER COUNTY, MINNESOTA

Date:      December 16, 2008                              Resolution:     #96-08
Motion by Commissioner: Degler                   Seconded by Commissioner: Lynch


                                   COUNTY BOARD ADOPTION OF THE
                                              2009 BUDGET
                                          FOR CARVER COUNTY

WHEREAS, the Budget fulfills the County Board’s direction to “connect financial strategies to the
County’s short-term strategic goals and objectives”; and

WHEREAS, the annual operating and capital budgets (the “Budget”) for Carver County, which have been
prepared by division directors and reviewed by the County Board of Commissioners, provided the basis
for determining the allocation of available County resources and the property tax levy of Carver County
necessary to fund the various functions of Carver County for the coming year; and

WHEREAS, the Carver County Board of Commissioners has established the property tax levy for Carver
County which serves as a major funding source for County operations and capital projects; and

WHEREAS, the budgets as reviewed and amended by the County Board of Commissioners are within all
limits of the afore-referenced levy as prescribed by law; and

WHEREAS, it is the stated purpose of the Budget to serve as a management tool for division directors
and the County Board of Commissioners and sets the authorized expenditure limits for the 2009 budget
year; and

WHEREAS, the revenue and expenditure budget totals by fund are set forth below:

                           2009 CARVER COUNTY BUDGETS

                                                               REVENUE                EXPENDITURE
 General Revenue Fund                                          $46,691,530              $47,139,530
 Road and Bridge Fund                                            6,126,460                6,126,460
 Community Social Services Fund                                 22,418,556               22,418,556
 Buildings CIP Fund                                                200,000                  200,000
 Road & Bridge CIP Fund                                          1,815,000                1,815,000
 Debt Service Fund                                               3,892,828                3,892,828
 County Ditch Fund                                                   1,270                    1,270
 Self-Insurance Revolving Fund                                     928,406                  928,406

        TOTAL OPERATING                                        $82,074,050               $82,522,050

        OPEB Contribution (Year End Savings)                      100,000
        ISTS Safety Net Loan Program (Year End Savings)            100,000
        Solid Waste Fund Balance                                   123,000
        Sheriff’s Office Civil Process Reserves                     25,000
        Recorder’s Reserve                                         100,000

        TOTAL                                                 $82,522,050               $82,522,050

                                                 75
A L L   F U N D S   C O M B I N E D
        NOW, THEREFORE, BE IT RESOLVED by the Carver County Board of Commissioners that the 2009
        operating and capital budgets are hereby adopted and placed on file in the Carver County Taxpayer
        Service's Office.

        BE IT FURTHER RESOLVED, funds are hereby appropriated for the execution of the aforementioned
        2009 budgets, specifically including the following changes:

              •     Close the Library Fund by transferring accumulated Carver County Library Funds from Fund
                    #14 – Library Fund to Fund #01 – General Fund
              •     Transfer of remaining unspent construction dollars from Fund #03 – Road & Bridge to Fund
                    #32 – Road & Bridge CIP

        BE IT FURTHER RESOLVED, individual Department Budgets cannot be exceeded in total.

        BE IT FURTHER RESOLVED, any adjustments to the approved budget, requested by originating
        departments, can be approved by the Finance Director after review for adequate transfer of existing budget
        or addition of new revenue sources.

        BE IT FURTHER RESOLVED, capital expenditures that have been itemized in the 2009 budget when
        purchased must conform with State Statute 471.345 as amended. Any capital expenditure (object code
        6600’s) greater than $5,000 not itemized in the budget must have prior County Board approval for purchase.
        Items classified as building improvements (code 6640) which are needed on an emergency basis may be
        purchased without prior Board approval but subsequent Board ratification will be required.

        BE IT FURTHER RESOLVED, all position changes which are itemized and approved in the 2009 budget will
        not be required to be brought before the County Board for prior approval to fill. All salary and benefit issues
        will be funded and accounted for on a full accrual basis in accordance with GAAP.

        BE IT FURTHER RESOLVED, that the County Administrator is delegated the authority to fill newly created
        classifications or remove, incumbents from existing classifications which are eliminated within this budget on
        a timeframe within year 2009 as deemed appropriate by the Administrator.

        BE IT FURTHER RESOLVED, the County Sheriff and County Attorney are authorized to expend funds from
        their respective contingency accounts for the purpose of travel to secure suspects, prisoners or other
        individuals at odds with the justice system upon presentation of a properly executed claim form to the office
        of the County Finance Director.

        BE IT FURTHER RESOLVED, that the County Administrator is authorized at his discretion to expend County
        funds prior to board approval for purchases within an approved budget line item to qualify for a cash discount
        from early payment.

        BE IT FURTHER RESOLVED, the 2009 budget is adopted on a GAAP basis by fund at the function level for
        the General Fund and the Special Revenue Funds; for the Capital Projects Funds the 2009 budget is
        adopted by the life of the project and remaining balances shall be carried over from the prior year and for the
        Debt Service Fund according to bond commitments. Budget appropriations for operating funds can be
        extended to a subsequent year upon approval of the County Administrator.

        BE IF FURTHER RESOLVED, up to 40% of the subsequent year’s expenditure budget for all Funds shall be
        designated as working capital. Reserves over 40% of the subsequent year’s expenditure budget shall be
        transferred to the General Fund at year-end. An additional 5% of the subsequent year’s expenditure for all
        funds may be designated in the General Fund as the Year-End Savings (“Y.E.S.”) Account to accumulate
        funds for future one-time capital purchases and/or significant variances.




                                                           76
BE IT FINALLY RESOLVED, that copies of this resolution and individual division budgets be forwarded to
division directors of Carver County.


            YES                                              ABSENT                                            NO

   Degler                                                                                     _        ____________________
   Lynch                                                                                      _____________________________
   Ische                                                                                      _____________________________
   Maluchnik                                                                                  _____________________________
   Workman                                                                                    _____________________________

STATE OF MINNESOTA
COUNTY OF CARVER

I, David Hemze, duly appointed and qualified County Administrator of the County of Carver, State of Minnesota, do hereby certify that
I have compared the foregoing copy of this resolution with the original minutes of the proceedings of the Board of County
Commissioners, Carver County, Minnesota, at its session held on the 16th day of December, 2008, now on file in the Administration
office, and have found the same to be a true and correct copy thereof.

Dated this 16th day of December, 2008.



                                                                                                       David Hemze          _____
                                                                                                               County Administrator




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                                      78
Budget Policies
For Preparation of Fiscal Year 2009 Budget.

   1. Carver County’s budget is designed to serve four general purposes:

       A. Planning

       B. Fund Control

       C. Public Information

       D. Legal Compliance

   2. The budget will be constructed by line item for control purposes.

   3. Wherever possible, programs will be identified and cost of each program reflected in separate budget
      schedules in addition to the line item budget.

   4. Program budgets will keep track of functions (programs) within each department and produce monthly
      budget reports for revenues and expenditures for each program with a total for each department.

   5. Division budgets will be initiated within each division.

   6. The ultimate authority for determining budgetary priorities rests with the County Board.

   7. The division heads will have the authority to exercise maximum flexibility within their approved budget to
      manage the resources provided and to accomplish the goals and mission of the division.

   8. The division heads are responsible for operating within their approved budget amount at the department
      level.

   9. Amendments to the approved budget, requested by originating departments, can be approved by the
      Finance Director after review for adequate transfer of existing budget or addition of new revenue sources .

   10. Any changes to 2009 positions must be included in the budget request.

   11. Divisions will budget the cost of maintenance contracts and software in their budgets instead of Data
       Processing.

   12. Each division will itemize the costs for out-of-state conference and training for their division.

   13. All items costing $5000 or more and having useful lives greater than one accounting period and retains its
       form in use, are classified as a capital expenditure. For financial reporting purposes only items over $5000
       and with a life of at least three years will be depreciated.

   14. Divisions which itemize capital expenditures, position changes, and out-of-state conference and travel in
       their budgets will not have to request prior approval for these expenditures if the Board approves the
       proposed budget. The only exception to this is for capital expenditures that require competitive bidding.
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    15. At the end of each budget year, Divisions can request uncompleted professional service obligations and/or
        capital appropriating and unexpended grants be extended to the subsequent year by submitting a listing to
        the County Administrator for approval. Capital Projects appropriations shall last for the life of the project.

    16. It shall be the goal to maintain as a minimum a designation of fund balance in the General Revenue Fund
        for cash flow purposes of 40% of the next year’s expenditure budget.

    17. The County will follow Generally Accepted Accounting Principles for year end financial reporting and
        budget purposes.




                                                         80
Budget Definitions
Reporting Unit

Primary Government is a term used in connection with defining the financial reporting entity. The primary
government is the focus of the financial reporting entity. For the county, the primary government represents the
financial activities, funds, or accounts directly under the control of the board.

Component Unit describes a legally separate organization for which the county board is financially accountable. In
addition, component units can be other organizations for which the nature and significance of their relationship
with the county are such that exclusion would cause the reporting entity’s financial statements to be misleading or
incomplete. The component units of the County include the Carver County Regional Rail Authority and the Carver
County Community Development Agency.

County Governmental Fund Type

The General Fund is the general operating fund of the county. It is used to account for all financial resources
except those that are required to be accounted for in another fund.

Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted
for specified purposes. These funds include Road & Bridge, Community Social Services, Rail Authority, and the
County Ditch funds.

Debt Service Funds are used to account for the accumulation of resources for, and the payment of principal,
interest, and related costs of general long-term debt.

Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction
of major capital facilities. These funds include the Buildings Capital Improvement and Road & Bridge Capital
Improvement funds.

County Proprietary Funds

Internal Service Funds are used to report any activity that provides goods or services to other funds, departments,
or agencies of the primary government and its component units, or to other governments, on a cost reimbursement
basis. These funds include the Self Insurance and Compensated Absences fund.

Character Classification of County Expenditures

The county’s governmental expenditures are classified by character or the periods expenditures are presumed to
benefit. The county has the following character classifications:

        Current operating expenditures are presumed to benefit the current fiscal period.

        Debt service are presumed to benefit prior fiscal periods as well as current and future periods and includes
        amount expended for the payment of principal, interest and other costs associated with debt.

        Capital outlays are presumed to benefit current and future fiscal periods and include amounts expended
        for the construction or acquisition of county capital assets.


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Classification of County Functions

Functions are a group of related activities aimed at accomplishing a major service or regulatory program for which
the county is responsible. The county has the following function classifications:

The General Government function include expenditures for general county activities such as the county
commissioners, county administration, county attorney’s office, county, taxpayer services and land records, and
other county general service offices.

Public Safety relates to the objective of protection of persons and property and includes expenditures for
corrections activities, operations of the sheriff’s department, the county jail, civil defense, and emergency services.

Highways and Streets includes expenditures relating to the construction and maintenance of county highways and
streets.

Human Services represents activities designed to provide public assistance and institutional care for individuals
unable to provide essential needs for themselves. These programs include child support collection, child welfare,
chemical dependency, medical assistance, and others that are funded through the Community Social Services Fund.

Health involves all activities involved in the conservation and improvement of public health. This function includes
expenditures for the county public health department, home health aid services, other nursing services, maternal and
child health, supplemental nutrition programs and programs to protect public and private water systems.

Culture and Recreation involves cultural and recreational activities maintained for the benefit of county residents
and visitors. These activities include county libraries, parks and other recreation programs.

Conservation of Natural Resources involves activities designed to conserve and develop such natural resources
as water, soil, and forests and includes such programs as soil and water conservation, county extension, water
planning, and other.

Economic Development activities are directed toward economically developing the area encompassed by the
county and providing assistance to and opportunity for economically disadvantaged persons or businesses.




                                                          82
                                   **Budget Narrative – Disclaimer

The Budget Narratives included in this budget book were written by Division Directors/Department Heads
at the time their budget requests were submitted in June/July 2008. These narratives have not been updated
                  to reflect the budget cuts that have occurred throughout this year’s process.




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                                      84
             FY 2009




All County Funds
      Combined
       85
A L L   F U N D S   C O M B I N E D




                                      86
All County Funds Combined
                                                                2009
                                   2007           2008        Approved        Dollar        Percent
            Category              Actual         Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties       40,490,418     45,588,068    47,847,247      2,259,179        4.96%
5100      Licenses & Permits         861,850        896,615     1,009,260        112,645       12.56%
5200-5400 Intergovernmental       27,167,138     15,847,793    17,101,459      1,253,666        7.91%
5500      Charges for Services    10,779,656     10,165,236    11,038,447        873,211        8.59%
5600      Fines & Forfeitures        311,902        170,000       166,977         (3,023)      -1.78%
5700      Investment Earnings      5,239,870      3,284,340     2,606,370       (677,970)     -20.64%
5750      Gifts & Contributions       33,707         17,000        10,000         (7,000)     -41.18%
5800-5900 Other Revenues          10,255,616     12,772,280     2,294,290    (10,477,990)     -82.04%
TOTAL REVENUES                    95,140,157     88,741,332    82,074,050     (6,667,282)      -7.51%
EXPENDITURES:

6000      Public Assistance        6,849,140      6,584,569     6,868,287        283,718        4.31%
6100      Personal Services       44,101,704     46,758,043    51,809,073      5,051,030       10.80%
6200-6300 Services & Charges      26,609,584     19,988,848    11,864,740     (8,124,108)     -40.64%
6400-6500 Material & Supplies      4,713,846      4,657,523     4,332,519       (325,004)      -6.98%
6600      Capital Outlay           4,495,469     15,852,352     2,208,101    (13,644,251)     -86.07%
6700      Debt Services            2,440,073      3,238,160     4,092,828        854,668       26.39%
6800      Other Expenses             534,521        653,573       169,814       (483,759)     -74.02%
6900      Transfers                8,524,225      4,532,264     1,176,688     (3,355,576)     -74.04%
TOTAL EXPENDITURES                98,268,562    102,265,332    82,522,050    (19,743,282)     -19.31%

RESERVES USED                                    13,524,000       448,000    (13,076,000)     -96.69%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (3,128,405)             -              -              -          0%




                                                   87
General Fund
                                                               2009
                                   2007          2008        Approved        Dollar        Percent
            Category              Actual        Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties       24,566,569    27,511,706    29,156,743    1,645,037          5.98%
5100      Licenses & Permits         861,850       896,615     1,009,260      112,645         12.56%
5200-5400 Intergovernmental        6,935,795     4,761,227     5,508,271      747,044         15.69%
5500      Charges for Services     7,137,004     6,680,273     7,502,220      821,947         12.30%
5600      Fines & Forfeitures        311,902       170,000       166,977       (3,023)        -1.78%
5700      Investment Earnings      4,858,803     3,209,000     2,410,600     (798,400)       -24.88%
5750      Gifts & Contributions       33,707        17,000        10,000       (7,000)       -41.18%
5800-5900 Other Revenues           1,173,410       567,541       927,459      359,918         63.42%
TOTAL REVENUES                    45,879,040    43,813,362    46,691,530    2,878,168          6.57%
EXPENDITURES:

6000      Public Assistance              196             -             -             -         0.00%
6100      Personal Services       26,691,382    28,227,531    34,553,876     6,326,345        22.41%
6200-6300 Services & Charges       7,683,181     6,977,687     7,100,999       123,312         1.77%
6400-6500 Material & Supplies      2,513,222     2,360,463     2,628,452       267,989        11.35%
6600      Capital Outlay           1,136,575     2,227,950     1,799,701      (428,249)      -19.22%
6700      Debt Services                    -             -       200,000       200,000         0.00%
6800      Other Expenses             349,131       543,573        59,814      (483,759)      -89.00%
6900      Transfers                8,803,290     4,152,264       796,688    (3,355,576)      -80.81%
TOTAL EXPENDITURES                47,176,977    44,489,468    47,139,530     2,650,062         5.96%

RESERVES USED                                     724,000        448,000     (276,000)       -38.12%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (1,297,937)      47,894               -              -          0%




                                                   88
Road & Bridge Fund
                                                               2009
                                   2007          2008        Approved        Dollar      Percent
            Category              Actual        Budget        Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties        4,924,600    4,375,112      4,201,460     (173,652)      -3.97%
5100      Licenses & Permits               -            -              -            -        0.00%
5200-5400 Intergovernmental        9,722,580    1,605,000      1,713,000      108,000        6.73%
5500      Charges for Services        32,382       50,000         20,000      (30,000)     -60.00%
5600      Fines & Forfeitures              -            -              -            -        0.00%
5700      Investment Earnings        260,776            -         80,000       80,000        0.00%
5750      Gifts & Contributions            -            -              -            -        0.00%
5800-5900 Other Revenues             139,661       80,000        112,000       32,000       40.00%
TOTAL REVENUES                    15,079,999    6,110,112      6,126,460       16,348        0.27%
EXPENDITURES:

6000      Public Assistance                -            -              -            -        0.00%
6100      Personal Services        3,231,706    3,485,328      3,672,417      187,089        5.37%
6200-6300 Services & Charges      15,693,102      809,689        793,358      (16,331)      -2.02%
6400-6500 Material & Supplies      1,001,119    1,295,909      1,415,685      119,776        9.24%
6600      Capital Outlay           1,582,085      478,000        180,000     (298,000)     -62.34%
6700      Debt Services                    -            -              -            -        0.00%
6800      Other Expenses                  11            -              -            -        0.00%
6900      Transfers                 (258,556)      65,000         65,000            -        0.00%
TOTAL EXPENDITURES                21,249,467    6,133,926      6,126,460       (7,466)      -0.12%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (6,169,468)     (23,814)              -      23,814        -100%




                                                 89
Community Social Services Fund
                                                               2009
                                   2007         2008         Approved        Dollar      Percent
            Category              Actual       Budget         Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties        8,390,414    8,463,090      8,896,216      433,126       5.12%
5100      Licenses & Permits               -            -              -            -       0.00%
5200-5400 Intergovernmental        9,554,069    9,430,521      9,880,188      449,667       4.77%
5500      Charges for Services     3,485,911    3,336,513      3,516,227      179,714       5.39%
5600      Fines & Forfeitures              -            -              -            -       0.00%
5700      Investment Earnings         99,396       72,540        114,500       41,960      57.84%
5750      Gifts & Contributions            -            -              -            -       0.00%
5800-5900 Other Revenues              23,292       11,525         11,425         (100)     -0.87%
TOTAL REVENUES                    21,553,082   21,314,189     22,418,556    1,104,367       5.18%
EXPENDITURES:

6000      Public Assistance        6,848,944    6,584,569      6,868,287      283,718        4.31%
6100      Personal Services       11,803,565   12,694,599     13,582,780      888,181        7.00%
6200-6300 Services & Charges       1,803,161    1,674,605      1,650,707      (23,898)      -1.43%
6400-6500 Material & Supplies        442,408      241,328        288,382       47,054       19.50%
6600      Capital Outlay              57,605      121,402         28,400      (93,002)     -76.61%
6700      Debt Services                    -            -              -            -        0.00%
6800      Other Expenses             117,477            -              -            -        0.00%
6900      Transfers                        -            -              -            -        0.00%
TOTAL EXPENDITURES                21,073,160   21,316,503     22,418,556    1,102,053        5.17%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             479,922        (2,314)              -       2,314        -100%




                                                 90
Library Fund
                                                                               2009
                                             2007            2008            Approved          Dollar       Percent
              Category                      Actual          Budget            Budget          Inc/Dec.      Inc/Dec.
REVENUES:

5000      Taxes & Penalties                         -                -                    -            -        0.00%
5100      Licenses & Permits                        -                -                    -            -        0.00%
5200-5400 Intergovernmental                   108,889           51,045                    -      (51,045)    -100.00%
5500      Charges for Services                120,859           98,450                    -      (98,450)    -100.00%
5600      Fines & Forfeitures                       -                -                    -            -        0.00%
5700      Investment Earnings                  18,469            1,600                    -       (1,600)    -100.00%
5750      Gifts & Contributions                     -                -                    -            -        0.00%
5800-5900 Other Revenues                    3,347,710        3,337,340                    -   (3,337,340)    -100.00%
TOTAL REVENUES                              3,595,927        3,488,435                    -   (3,488,435)    -100.00%
EXPENDITURES:

6000      Public Assistance                         -                -                    -            -        0.00%
6100      Personal Services                 2,375,051        2,350,585                    -   (2,350,585)    -100.00%
6200-6300 Services & Charges                  354,685          374,793                    -     (374,793)    -100.00%
6400-6500 Material & Supplies                 746,295          759,823                    -     (759,823)    -100.00%
6600      Capital Outlay                       50,793           25,000                    -      (25,000)    -100.00%
6700      Debt Services                             -                -                    -            -        0.00%
6800      Other Expenses                        1,088                -                    -            -        0.00%
6900      Transfers                                 -                -                    -            -        0.00%
TOTAL EXPENDITURES                          3,527,912        3,510,201                    -   (3,510,201)    -100.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                        68,015          (21,766)                   -      21,766         -100%
*Beginning with the 2009 Adopted Budget the Library will be included with the General Fund.




                                                               91
County Ditch Fund
                                                             2009
                                   2007        2008        Approved        Dollar        Percent
            Category              Actual      Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties        105,619           -              -             -          0.00%
5100      Licenses & Permits             -           -              -             -          0.00%
5200-5400 Intergovernmental              -           -              -             -          0.00%
5500      Charges for Services       3,500           -              -             -          0.00%
5600      Fines & Forfeitures            -           -              -             -          0.00%
5700      Investment Earnings        2,426       1,200          1,270            70          5.83%
5750      Gifts & Contributions          -           -              -             -          0.00%
5800-5900 Other Revenues                 -           -              -             -          0.00%
TOTAL REVENUES                     111,545       1,200          1,270            70          5.83%
EXPENDITURES:

6000      Public Assistance               -          -              -             -          0.00%
6100      Personal Services               -          -              -             -          0.00%
6200-6300 Services & Charges          9,664      1,200          1,270            70          5.83%
6400-6500 Material & Supplies         6,894          -              -             -          0.00%
6600      Capital Outlay                  -          -              -             -          0.00%
6700      Debt Services                   -          -              -             -          0.00%
6800      Other Expenses                  -          -              -             -          0.00%
6900      Transfers                       -          -              -             -          0.00%
TOTAL EXPENDITURES                   16,558      1,200          1,270            70          5.83%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES              94,987            -              -              -          0%




                                               92
Building Capital Improvement Fund
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties             166      500,000        200,000      (300,000)      -60.00%
5100      Licenses & Permits              -            -              -             -         0.00%
5200-5400 Intergovernmental         748,979            -              -             -         0.00%
5500      Charges for Services            -            -              -             -         0.00%
5600      Fines & Forfeitures             -            -              -             -         0.00%
5700      Investment Earnings             -            -              -             -         0.00%
5750      Gifts & Contributions           -            -              -             -         0.00%
5800-5900 Other Revenues          4,573,413            -              -             -         0.00%
TOTAL REVENUES                    5,322,558      500,000        200,000      (300,000)      -60.00%
EXPENDITURES:

6000      Public Assistance               -             -             -              -        0.00%
6100      Personal Services               -             -             -              -        0.00%
6200-6300 Services & Charges        267,199             -             -              -        0.00%
6400-6500 Material & Supplies         3,908             -             -              -        0.00%
6600      Capital Outlay          1,668,411    13,000,000       200,000    (12,800,000)     -98.46%
6700      Debt Services                   -             -             -              -        0.00%
6800      Other Expenses              7,271             -             -              -        0.00%
6900      Transfers                 (20,509)            -             -              -        0.00%
TOTAL EXPENDITURES                1,926,280    13,000,000       200,000    (12,800,000)     -98.46%

RESERVES USED                                  12,500,000              -   (12,500,000)    -100.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           3,396,278             -              -              -          0%




                                                 93
Road & Bridge Capital Improvement Fund
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties         15,976     1,815,000      1,815,000             -         0.00%
5100      Licenses & Permits             -             -              -             -         0.00%
5200-5400 Intergovernmental              -             -              -             -         0.00%
5500      Charges for Services           -             -              -             -         0.00%
5600      Fines & Forfeitures            -             -              -             -         0.00%
5700      Investment Earnings            -             -              -             -         0.00%
5750      Gifts & Contributions          -             -              -             -         0.00%
5800-5900 Other Revenues           300,000     7,575,000              -    (7,575,000)     -100.00%
TOTAL REVENUES                     315,976     9,390,000      1,815,000    (7,575,000)      -80.67%
EXPENDITURES:

6000      Public Assistance                -           -              -             -         0.00%
6100      Personal Services                -           -              -             -         0.00%
6200-6300 Services & Charges               -   1,500,000      1,500,000             -         0.00%
6400-6500 Material & Supplies              -           -              -             -         0.00%
6600      Capital Outlay                   -   7,875,000              -    (7,875,000)     -100.00%
6700      Debt Services                    -           -              -             -         0.00%
6800      Other Expenses                   -           -              -             -         0.00%
6900      Transfers                        -     315,000        315,000             -         0.00%
TOTAL EXPENDITURES                         -   9,690,000      1,815,000    (7,875,000)      -81.27%

RESERVES USED                                   300,000                -    (300,000)      -100.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            315,976              -              -              -          0%




                                                  94
Debt Service Fund
                                                             2009
                                   2007        2008        Approved        Dollar        Percent
            Category              Actual      Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties       2,487,074   2,923,160      3,577,828      654,668        22.40%
5100      Licenses & Permits              -           -              -            -         0.00%
5200-5400 Intergovernmental          96,826           -              -            -         0.00%
5500      Charges for Services            -           -              -            -         0.00%
5600      Fines & Forfeitures             -           -              -            -         0.00%
5700      Investment Earnings             -           -              -            -         0.00%
5750      Gifts & Contributions           -           -              -            -         0.00%
5800-5900 Other Revenues                  -     315,000        315,000            -         0.00%
TOTAL REVENUES                    2,583,900   3,238,160      3,892,828      654,668        20.22%
EXPENDITURES:

6000      Public Assistance               -           -              -            -         0.00%
6100      Personal Services               -           -              -            -         0.00%
6200-6300 Services & Charges              -           -              -            -         0.00%
6400-6500 Material & Supplies             -           -              -            -         0.00%
6600      Capital Outlay                  -           -              -            -         0.00%
6700      Debt Services           2,440,073   3,238,160      3,892,828      654,668        20.22%
6800      Other Expenses                  -           -              -            -         0.00%
6900      Transfers                       -           -              -            -         0.00%
TOTAL EXPENDITURES                2,440,073   3,238,160      3,892,828      654,668        20.22%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            143,827             -              -              -          0%




                                               95
Internal Service Fund
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -            -              -             -          0.00%
5100      Licenses & Permits             -            -              -             -          0.00%
5200-5400 Intergovernmental              -            -              -             -          0.00%
5500      Charges for Services           -            -              -             -          0.00%
5600      Fines & Forfeitures            -            -              -             -          0.00%
5700      Investment Earnings            -            -              -             -          0.00%
5750      Gifts & Contributions          -            -              -             -          0.00%
5800-5900 Other Revenues           591,668      885,874        928,406        42,532          4.80%
TOTAL REVENUES                     591,668      885,874        928,406        42,532          4.80%
EXPENDITURES:

6000      Public Assistance              -            -              -             -          0.00%
6100      Personal Services              -            -              -             -          0.00%
6200-6300 Services & Charges       798,592      775,874        818,406        42,532          5.48%
6400-6500 Material & Supplies            -            -              -             -          0.00%
6600      Capital Outlay                 -            -              -             -          0.00%
6700      Debt Services                  -            -              -             -          0.00%
6800      Other Expenses            59,543      110,000        110,000             -          0.00%
6900      Transfers                      -            -              -             -          0.00%
TOTAL EXPENDITURES                 858,135      885,874        928,406        42,532          4.80%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (266,467)            -              -              -          0%




                                                96
         FY 2009




General Fund
   97
98
General Government




        99
100
Commissioners
Department Budget Recap

                          2007         2008              2009            2009           %
                         Actual       Budget           Requested       Approved       Change

Revenue Total        $        309 $            -   $           -   $              -     0.0%

Expenditure Total    $    303,023 $      337,946 $         354,622 $       341,004      0.9%

Tax Dollars Needed   $    302,714 $      337,946 $         354,622 $       341,004      0.9%




Department Description

The County Board functions as the legislative and policy making board of Carver
County. The Board sets a budget, levies taxes to finance County services and
establishes overall County policies.


Budget Highlights

Conference and training continues to cover the cost of the AMC Annual
Conference, the NACO Legislative and Annual Conferences and the
Transportation Fly-In the Board members may wish to attend, the Public Health
conference and other various one day conference and training sessions attended
throughout the year by all Commissioners. Conference and training dollars also
includes $1,500 for Board strategic planning sessions. The mileage budget and
the travel/monthly expense allowance have been increased to recognize the
increase in gas prices. The mileage budget covers reimbursements for mileage
outside the metro area and the monthly expense allowance is in lieu of mileage,
parking and meal reimbursements for meetings attended by Board members
within the metro area.


Major Objectives to be Accomplished in 2009

Continue making progress toward achieving the following goals:

1. Continue the present practice of focusing growth in and near the existing
   growth centers and transportation corridors in Carver County.



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G E N E R A L   F U N D                                     C O M M I S S I O N E R S




2. Encourage the development of a broader, and more diverse commercial/
    industrial tax base in Carver County that will support higher paying local jobs
    and provide greater balance to a commercial/industrial sector, including the
    use of rural service districts. The increased commercial and industrial
    development will draw upon the many existing assets of Carver County -
    including a skilled and motivated workforce, quality housing, quality education,
    attractive natural environment, access to transportation systems, proximity to a
    major metropolitan area, and other community amenities

3. Continue to have Carver County be a community where a person can
    successfully live their entire life; supporting planning and design of
    communities that allow for persons of all ages to successfully live, work and
    play.

4. Use methods consistent with existing laws to preserve natural areas, parklands,
    lakes and streams; in recognition that citizens of Carver County have a history
    of placing a high value on the natural resources found throughout the County.

5. Continue to recognize Carver County employees as our most valuable
    resource in providing service to the public. Employees will be encouraged to
    be creative and innovative in fulfilling our responsibilities to the people of
    Carver County.




                                        102
Full Time Employees (FTE)

                             2008          2009          2009
POSITIONS (FTE's)           Actual       Requested     Approved
Commissioners                     5.00          5.00          5.00
TOTAL                             5.00          5.00          5.00




                               103
G E N E R A L   F U N D                                        C O M M I S S I O N E R S




Commissioners Budget
Form
                                                                2009
                                   2007           2008        Approved        Dollar        Percent
            Category              Actual         Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -                -              -              -       0.00%
5100      Licenses & Permits             -                -              -              -       0.00%
5200-5400 Intergovernmental              -                -              -              -       0.00%
5500      Charges for Services           -                -              -              -       0.00%
5600      Fines & Forfeitures            -                -              -              -       0.00%
5700      Investment Earnings            -                -              -              -       0.00%
5750      Gifts & Contributions          -                -              -              -       0.00%
5800-5900 Intergovernmental            309                -              -              -       0.00%
TOTAL REVENUES                         309                -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -              -               -            -          0.00%
6100      Personal Services        258,582        265,118         272,805        7,687          2.90%
6200-6300 Services & Charges        38,909         68,946          66,674       (2,272)        -3.30%
6400-6500 Material & Supplies        5,532          3,882           1,525       (2,357)       -60.72%
6600      Capital Outlay                 -              -               -            -          0.00%
6700      Debt Services                  -              -               -            -          0.00%
6800      Other Expenses                 -              -               -            -          0.00%
6900      Transfers                      -              -               -            -          0.00%
TOTAL EXPENDITURES                 303,023        337,946         341,004        3,058          0.90%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (302,714)      (337,946)       (341,004)      (3,058)            1%




                                           104
County Administrator
Department Budget Recap

                          2007         2008              2009            2009           %
                         Actual       Budget           Requested       Approved       Change

Revenue Total        $        923 $            -   $           -   $              -     0.0%

Expenditure Total    $    302,342 $      346,599 $         362,135 $       351,635      1.5%

Tax Dollars Needed   $    301,419 $      346,599 $         362,135 $       351,635      1.5%


Department Description.

Implements the directives, resolutions, ordinances, and policies of the County
Board. Provides administrative guidance and support for all County departments.
Provides long-term planning for the County in all areas. Provides administrative
support to the County Board.

Budget Highlights

Summaries of the line items are as follows. Advertising and legal notice
publication expenses cover the required publication of County Board minutes,
truth-in-taxation public hearing notices in all county newspapers and committee
vacancy notices.

Membership dues include MICA, AMC, NACO, MACA, MESB, ICMA, and Joint
City/County Administrators. The Metropolitan Emergency Services Board
(MESB) completed their preliminary budget planning for 2009 and is suggesting a
possible increase of 5.8%. MICA dues will also be increasing.

Subscriptions include all County newspapers that are received and reviewed by
County Administration in order to keep in touch with all areas of the County.
Other professional publications are received to continually provide information to
administrative staff.

Administration's Conference and Training budget totals $5,100. The following
conferences are included for the Administrator to attend: AMC, MACA,
MCMA/MACA, MICA, the national NACO or ICMA conference and
miscellaneous one day conferences.

Major Objectives to be Accomplished in 2009.




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G E N E R A L   F U N D                         C O U N T Y   A D M I N I S T R A T I O N




1.      Oversee the development of strategies and implementation of policies to
        continue improving organizational effectiveness and employee productivity,
        accountability, and morale including guiding a compensation study and review
        of alternative compensation structures such as pay for performance.

2.      Facilitate continued Division Director and Board discussion to refine short and
        long-term strategic goals and objectives to cover all service areas. Based on
        that direction, develop a year 2009 budget and update the long-term capital
        and financial plan and finalize the comprehensive plan.

3.      Further the development of strategies and processes to enhance
        communications and collaborations between our other governing entities
        including the development of the Association of Carver County Elected
        Leaders (ACCEL) program.

4.     Oversee implementation of organization changes related to the library and
       review other organizational structure and process issues for continued
       improvement.




                                         106
                                                                    F




Full Time Employees (FTE)

                             2008         2009          2009
POSITIONS (FTE's)           Actual      Requested     Approved
Administrative Assistant         1.00          1.00          1.00
County Administrator             1.00          1.00          1.00
TOTAL                            2.00          2.00          2.00




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G E N E R A L   F U N D




County Administration Budget
Recap
                                                             2009
                                   2007        2008        Approved        Dollar        Percent
            Category              Actual      Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -             -              -              -       0.00%
5100      Licenses & Permits             -             -              -              -       0.00%
5200-5400 Intergovernmental              -             -              -              -       0.00%
5500      Charges for Services           -             -              -              -       0.00%
5600      Fines & Forfeitures            -             -              -              -       0.00%
5700      Investment Earnings            -             -              -              -       0.00%
5750      Gifts & Contributions          -             -              -              -       0.00%
5800-5900 Other Revenues               923             -              -              -       0.00%
TOTAL REVENUES                         923             -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -           -               -            -          0.00%
6100      Personal Services        205,478     219,006         231,991       12,985          5.93%
6200-6300 Services & Charges        95,611     121,368         114,795       (6,573)        -5.42%
6400-6500 Material & Supplies        1,253       6,225           4,849       (1,376)       -22.10%
6600      Capital Outlay                 -           -               -            -          0.00%
6700      Debt Services                  -           -               -            -          0.00%
6800      Other Expenses                 -           -               -            -          0.00%
6900      Transfers                      -           -               -            -          0.00%
TOTAL EXPENDITURES                 302,342     346,599         351,635        5,036          1.45%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (301,419)   (346,599)       (351,635)      (5,036)            1%




                                       108
Administrative Services Division
Division Budget Summary
                                                                            2009
                                            2007           2008           Approved            Dollar        Percent
        Category                           Actual         Budget           Budget            Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                       -               -                  -                -          0.00%
5100      Licenses & Permits                      -          10,000              1,000           (9,000)       -90.00%
5200-5400 Intergovernmental                   4,200               -                  -                -          0.00%
5500      Charges for Services              229,719          78,000             49,722          (28,278)       -36.25%
5600      Fines & Forfeitures                     -               -                  -                -          0.00%
5700      Investment Earnings                     -               -                  -                -          0.00%
5750      Gifts & Contributions                   -               -                  -                -          0.00%
5800-5900 Other Revenues                    392,292         316,536            351,536           35,000         11.06%
TOTAL REVENUES                              626,211         404,536            402,258           (2,278)        -0.56%
EXPENDITURES:

6000      Public Assistance                      -               -                   -               -           0.00%
6100      Personal Services              2,643,179       3,315,974           3,706,904         390,930          11.79%
6200-6300 Services & Charges             3,065,462       2,636,409           2,849,076         212,667           8.07%
6400-6500 Material & Supplies              863,150         751,256             614,437        (136,819)        -18.21%
6600      Capital Outlay                   347,128       1,571,100           1,118,270        (452,830)        -28.82%
6700      Debt Services                          -               -                   -               -           0.00%
6800      Other Expenses                        92               -                   -               -           0.00%
6900      Transfers                        (15,000)              -                   -               -           0.00%
TOTAL EXPENDITURES                       6,904,011       8,274,739           8,288,687          13,948           0.17%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                  (6,277,800) (7,870,203)            (7,886,429)         (16,226)            0%

* Administrative Services Division encompasses three direct reporting departments (Information Services, Facility
Services, Veterans Services and Library) as well as indirect oversight of two County functions that have their own
Boards (Historical Society and MN Extension). This summary can be broken down by viewing the first three direct
reporting departments on the next several pages. The Library and indirect oversight departments are not included in the
Administrative Services Division Totals consistent with state guidelines for financial reporting. For information on the
Library and the indirect oversight departments, please view their respective sections within this budget book.




                                                                  109
G E N E R A L   F U N D




                          110
Administration Services -
Administration
Department Budget Recap

                          2007             2008            2009            2009         %
                         Actual           Budget         Requested       Approved     Change

Revenue Total        $            -   $       10,000 $         1,000 $        1,000    -90.0%

Expenditure Total    $    263,319 $          343,526 $       398,212 $      343,737     0.1%

Tax Dollars Needed   $    263,319 $          333,526 $       397,212 $      342,737     2.8%




Division Description


The Administrative Services Division encompasses four direct reporting departments
(Information Services, Facility Services, Library and Veterans Services) as well as
indirect oversight of two County functions that have their own Boards (Historical
Society and Mn Extension). This division centralizes and streamlines these functions
furthering consistency and efficiency in their oversight.

Administrative Services coordinates County communications including press
releases, Citizen newsletter, newspaper columns and community events. The
Division also develops, coordinates and accomplishes County-wide special
projects and assignments.


                              BUDGET HIGHLIGHTS

Memberships include ICMA, MCMA/MACA, and APMP. The Division’s conference
and training budget totals $8,150.

ADMINISTRATIVE SERVICES SELECTED ACCOMPLISHMENTS
  • Published six issues of the Carver County Citizen
  • Continued to facilitate and enhance communication between
      Administrative Services Managers and Division staff
  • Augmented staff and citizen communication though enhanced County
      website and intranet
  • Developed, recommended, implemented and revised the County’s
      Administrative Policy Manual



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G E N E R A L   F U N D




    •   Aligned work efforts with County Administrator’s goals and objectives
    •   Supported special legislation to change the governance structure of the
        Carver County Library
    •   Assisted with the coordination of the residential survey
    •   Implemented Service Delivery Master Plan including construction and
        remodeling of the Government Center and two Service Centers
    •   Assisted with the transition of Elected Leaders program to the Association of
        Carver County Elected Leaders
    •   Planned for the development of a County wide fiber optic ring
    •   Supported the development of a County Strategic Plan

ADMINISTRATIVE SERVICES GOALS FOR 2009
  • Continue to enhance communication with citizens and staff through online
      self service features
  • Publish six issues of the Carver County Citizen
  • Initiate construction of a fiber optic ring in the County
  • Develop and complete electronic workflow processes streamlining internal
      work activities and enhancing staff efficiency




                                        112
Full Time Employees (FTE)

Budgets                                      2008           2009          2009
POSITIONS (FTE's)                           Actual        Requested     Approved
Administrative Services Division Director         1.00           1.00              1.00
Management Analyst                                1.00           1.00              1.00
POC Support Staff - Elected Leaders               0.10           0.00              0.00
TOTAL                                             2.10           2.00              2.00




                                                    113
G E N E R A L   F U N D




Administration Budget Recap
                                                               2009
                                   2007           2008       Approved        Dollar      Percent
            Category              Actual         Budget       Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -              -            -        0.00%
5100      Fees for Services                -       10,000          1,000       (9,000)     -90.00%
5200      Intra County Fees                -            -              -            -        0.00%
5300      Fines & Forfeitures              -            -              -            -        0.00%
5400      Licenses & Permits               -            -              -            -        0.00%
5500      Other Revenues                   -            -              -            -        0.00%
5600      Gifts & Contributions            -            -              -            -        0.00%
5700-5900 Intergovernmental                -            -              -            -        0.00%
TOTAL REVENUES                             -       10,000          1,000       (9,000)     -90.00%
EXPENDITURES:

6000      Public Assistance              -              -             -             -        0.00%
6100      Personal Services        210,257        221,076       240,937        19,861        8.98%
6200-6300 Services & Charges        52,439        116,000       100,000       (16,000)     -13.79%
6400-6500 Material & Supplies          623          6,450         2,800        (3,650)     -56.59%
6600      Capital Outlay                 -              -             -             -        0.00%
6700      Debt Services                  -              -             -             -        0.00%
6800      Other Expenses                 -              -             -             -        0.00%
6900      Transfers                      -              -             -             -        0.00%
TOTAL EXPENDITURES                 263,319        343,526       343,737           211        0.06%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (263,319)      (333,526)      (342,737)      (9,211)          3%




                                           114
Facility Services
Department Budget Recap

                           2007          2008              2009               2009            %
                          Actual        Budget           Requested          Approved        Change

Revenue Total         $    175,589 $       163,836   $       163,836 $            163,836     0.0%

Expenditure Total     $ 2,468,464 $       3,173,485 $       4,177,287   $     2,933,832      -7.6%

Tax Dollars Needed    $ 2,292,875 $       3,009,649 $       4,013,451   $     2,769,996      -8.0%




Department Description

Facilities Services is comprised of three units that provides maintenance, custodian, and construction
management services. The division maintains 14 buildings consisting of 416,364 square feet with an estimated
replacement cost of $63 million. Of the twenty one buildings that Carver County occupies through leases or
agreement, only the Chaska License Center is directly supported by Facilities.

Budget Highlights

Facilities Services five year trend indicates that the operating budget has increased approximately 17.5% in five
years; down 2.5% from last years five-year trend.. While the Capital budget is one-third of the budget; large
deferred projects now have been identified and plan to replace the equipment is in place. Future capital budgets
are anticipated to reflect growth and maintenance of our 25-30 year old facilities with an emphasis on energy
reduction and conservation.

The biggest challenge for the operating budget is maintaining the current staffing levels while increasing
finished square feet by 57,000 square feet and maintaining an additional off-campus facility. Therefore, an
additional custodian position is requested.

The second challenge is to accurately budget the utility and fuel costs for operations while at the same time
calculating the actual energy savings from the large scale Deferred Maintenance Lease Purchase project. While
the calculations are complete using historical trends; market fluctuation and inflation remain a major factor for
fuel and construction related supplies and equipment.

FACILITIES SERVICES ACCOMPLISHMENTS

             Completed 22,000 s.f. Warm and Cold Storage Additions.
             Restroom Floor Recondition




                                                                            115
G E N E R A L   F U N D                                       F A C I L I T Y   S E R V I C E S




            Jail Flooring Upgrades & Replacement
            Security Camera Installation at ERMC
            Completed Security Console Workstations
            PWHQ Shop Lighting Upgrade
            Replaced Air Relief Manholes & Treated I/I at PWHQ
            Law Enforcement Impound Storage Lot Expansion PWHQ
            Supported WOLD Facility Analysis
            Initiated Performance Contract with Siemens Technologies
            Upgraded Siemens Control Systems
            Installed outdoor Patio at Encore Adult Daycare



FACILITIES SERVICES BUDGET GOALS FOR 2009

            •    Use the Facility Management Software for Forecasting
            •    Upgrade the Siemens Apogee system.
            •    Reduce Overtime and On-Call Activities
            •    Provide Professional Third Party Services to Tenants (State of MN / ID School District)
            •    Implement Energy Management Systems and Verify Savings
            •    Commission new construction projects.


2009       CIP

The Facilities department is requesting a total CIP of $1,087,600 in building improvements and furniture
purchase. This represents a decrease of 15% under the 2008 request. Service Delivery Implementation has
reduced the need for certain improvements due to new construction and planning for the central plant.

Significant expenditures are requested for the History Center roof replacement and the installation of an
Elevator at First Street in Waconia, MN. . Other significant expenditures include a free-standing generator for
the Data Center Chaska, MN. Bio-metric (finger print) scanners for the Sheriff’s key patrol entries. A vapor
barrier for the West Administration crawl space to address air quality concerns as well as entry door
replacements at the public entries.

The CIP request was reduced by over $ 1 million due to deferred maintenance/central plant construction
project.




                                                         116
Full Time Employees (FTE)

                                   2008         2009         2009
POSITIONS (FTE's)                 Actual      Requested    Approved
Building Maintenance Worker            3.00         3.00          3.00
Building Maintenance Worker II         1.00         1.00          1.00
Building Maintenance Worker III        1.00         1.00          1.00
Custodian                              8.00         9.00          7.00
Facilities Coordinator                 1.00         1.00          1.00
Facilities Maintenance Clerk           1.00         1.00          1.00
Facilities Services Manager            1.00         1.00          1.00
Facilities Services Supervisor         1.00          -             -
Custodian Supervisor                     -          1.00          1.00
TOTAL                                 17.00        18.00         16.00




                                  117
G E N E R A L    F U N D                            F A C I L I T Y    S E R V I C E S




Facility Services Budget Recap
                                                                  2009
                                    2007         2008           Approved              Dollar         Percent
                Category           Actual       Budget           Budget              Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -             -                     -                 -        0.00%
5100      Licenses & Permits              -             -                     -                 -        0.00%
5200-5400 Intergovernmental               -             -                     -                 -        0.00%
5500      Charges for Services            -             -                     -                 -        0.00%
5600      Fines & Forfeitures             -             -                     -                 -        0.00%
5700      Investment Earnings             -             -                     -                 -        0.00%
5750      Gifts & Contributions           -             -                     -                 -        0.00%
5800-5900 Other Revenues            175,589       163,836               163,836                 -        0.00%
TOTAL REVENUES                      175,589       163,836               163,836                 -        0.00%
EXPENDITURES:

6000      Public Assistance               -             -                     -                 -        0.00%
6100      Personal Services       1,064,196     1,092,073             1,118,858            26,785        2.45%
6200-6300 Services & Charges        951,252     1,045,481             1,058,304            12,823        1.23%
6400-6500 Material & Supplies       365,093       254,831               239,900           (14,931)      -5.86%
6600      Capital Outlay            102,923       781,100               516,770          (264,330)     -33.84%
6700      Debt Services                   -             -                     -                 -        0.00%
6800      Other Expenses                  -             -                     -                 -        0.00%
6900      Transfers                 (15,000)            -                     -                 -        0.00%
TOTAL EXPENDITURES                2,468,464     3,173,485             2,933,832          (239,653)      -7.55%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (2,292,875)   (3,009,649)           (2,769,996)        239,653           -8%




                                                 118
Information Services
Department Budget Recap

                          2007         2008            2009             2009          %
                         Actual       Budget         Requested        Approved      Change

Revenue Total        $    446,422 $      230,700 $       187,700 $        237,422     2.9%

Expenditure Total    $ 4,001,073 $     4,556,192 $      5,985,978 $     4,790,599     5.1%

Tax Dollars Needed   $ 3,554,651 $     4,325,492 $      5,798,278 $     4,553,177     5.3%


Department Description

In support of County Administrative Services Division and County Vision
Statement the Information Services department is responsible for all facets of
electronic data processing and information communication needs in Carver
County. Planning and forecasting, research of emerging technology, operation
and maintenance of county data centers, performance monitoring of equipment,
hardware support of state computer equipment, multiple AS400’s and network
management, mobile computers, remote computer access, handheld, wireless
technology, and personal computers.

Information Services is also responsible for coordination, planning, and
implementation of countywide phone system, Central Service clerical functions,
Web Site Management, Records Management, Geographic Information Systems
(GIS), and the Project Management Office (PMO).



IS Manager - Budget SUMMARY

Our goal is to be proactive in our planning; through understanding the growing
demand for flexible employee and citizen service delivery, while responding quickly
and efficiently to immediate requests and problems.

RESIDENTIAL SURVEY RESULTS WITH IMPACT ON 2009
BUDGET REQUEST
Request to increase part time Web Master from .8 to 1.0 FTE.
   • Percent of residents with internet access – 87%




                                           119
G E N E R A L   F U N D                       I N F O R M A T I O N   S E R V I C E S




    •   Citizens who use Carver County web site as source of information – 77%;
        46% indicated major resource.


Carver County Web Statistics – 2006-2008     4/1-6/17     4/1-6/17      4/1-6/17
                                                2006         2007          2008
Average page views per day                      9294        12503         20478
Number of visits                               93792       107347        136818
Unique visitors                                33920        40008         52663
Visitors that visited more than once            9570        10920         14098

Based on increased Carver County Web access by County residents a Web Service
Planning section will be incorporated into the IS Service Delivery and Technology
Planning Document that includes opportunities to provide E-Government
services to County residents.

Request to fund Fiber Ring throughout Carver County $500,000 (2009).
   • Should government play a role in assuring high-speed Internet access be
       available to residents – 54% (yes).
   • Other contributing factors
           o High speed network connectivity to all Carver County facilities.
                        Addresses non Chaska facility productivity issues over
                        network.
                        Provides 24/7 network availability.
           o Increased opportunity for government agency collaborative.
           o Addresses escalating cost of recurring T1 solution. Recurring costs
               are eliminated with fiber solution.

REVENUE
2008 revenue is equal to projections.
   • Original Revenue Projection for 2008 = $230,700
   • Revenue for 2008 (through May 31st ) = $72,905

No major revenue increases projected for 2009.

IS DEPARTMENT TRAINING
2008 training requests is $54, 110
   • New Unit – Project Management Office – training request for this Unit is
        $9,500.
   • Industry Standard – in order to understand, implement, and measure
        efficiency of IS services, software, and hardware tools it is recommended




                                       120
       that 2% - 3% of IS budget be allocated to staff development. IS training
       request represents 1% of requested 2009 budget.
   •   Reduction in outsourced expertise – Advancing internal expertise will
       reduce requirement for outsourced expertise.

STAFFING – REQUESTED NEW POSTIONS FOR 2009
GIS continues experience increased internal/external service demands difficult to
fulfill. In an attempt to keep pace with expanded service needs a second GIS
Specialist position is requested. The new position will have 70% funding by
County Cities requested expanded GIS service.
     • GIS – GIS Specialist - $69,210 (70% funded by Collaboration among
          County Cities) County Share is = $20,763

The part time Web Master position will move from .8 to 1.0 FTE.
Web Service – Web Master = $12,619, supporting justification provided on page
one of document.

CAPITAL PROJECT REQUESTS
   •   On time project request total - $1,700,000
          o Major Project initiatives are outlined in CIP section and include;
                     County Wide fiber ring
                     Data center server replacement program
                     Imaging Program Storage; storage technology
                     advancement.
                     Network Closet equipment and Switch Replacement.

Significant reduction in technical capital outlay occurred in 2007 and 2008. Focus
was given to filling 2 open positions for Sr. System Engineer, maximizing current
County technology, assessing technology gaps, and planning for high speed
connectivity. The County objective to continue advancement with employee
efficiency and productivity is assisted with hardware and software technology in
alignment with industry standards.


EXAMPLES OF RETURN ON INVESTMENT FOR 2007
INCLUDE –
   •   Records Management Imaging Application – 1st Street Center
          o 1st Street Center was in a situation that required an additional two
              file cabinets each quarter ($3,600).
                       Imaging application developed with the following results;
                       no need to continue file cabinet purchase and floor space




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G E N E R A L   F U N D                        I N F O R M A T I O N   S E R V I C E S




                        allocation for physical records. Client record access time
                        reduced from 5-7 minutes to 5-7 seconds.
            o Physical record storage reduction –
                        1,695 boxes of physical boxes destroyed.
    •   GIS – Web generated Maps (eliminates need for action by GIS staff).
            o Web Maps Generated – 483,324 (1/2008-5/2008)
                        Projected number for year end – 1,159,954
    •   Intranet – Employee Self Service
            o Employees have ready access to County policies, employee forms,
                Division information specific to County employees.
                        Reduces need for one on one interaction with Employee
                        Relations.
                        Phase II will address dynamic/electronic employee forms.
    •   Central Service – Bulk Mail Processing.
            o Bulk Mail Processing realizes an average of 20% savings over first
                class mail. For calendar year 2007 the recognized savings was
                $24,580.
    •   Technology – System availability.
            o Technology System availability rating is 99.9% uptime; seven days
                a week across all County system solutions.
                        Significant inroads regarding network computer response
                        time were realized for remote site County buildings;
                        however fiber connectivity is most reliable and will provide
                        greatest productivity gains, equipment maintenance only
                        recurring cost.
    •   PMO – Structured and Efficient Project Management.
            o Ongoing open project management is up to 22 open projects with
                impact to IS.
                        Projects closed1st half of 2008 for County Divisions – 19.
    •   DBA – County Information/Data Relationship and Software
        Development
            o AED – Served as Project Manager and Software Architect; project
                received Hubert H. Humphrey Institute award.


2008 WORKLOAD INDICATORS INCLUDE -
    •   Records Management
           o Support Applications – 53
           o Physical Records Storage Management – 3,222 boxes
           o Electronic Records Storage – 372 GB or approximately 15,609,000
               documents.




                                        122
  •   Central Service
         o County incoming outgoing mail – 78,269 pieces of mail metered
              January through May.
         o Large Volume and Color Photo Reproduction – 70,000 per month.
         o Clerical Pool Services – Assist with special project material
              preparation as requested across County Divisions.
  •   GIS
         o Internal and Web Site application maintenance.
         o Mange and maintain over 300 GIS layers for various projects and
              applications.
  •   Technical
         o Data Center – 70 Physical and virtual server management
         o Support requirements for 1013 desktop/notebook/MDC’s.
  •   DBA/Development
         o Management and support of 11 web servers and 42 database
              servers consisting of 52 installations of SQL with 78 databases.
         o Software Architect, application design, and ad hoc requests for
              database upgrades and support, data extraction, analysis, and
              report preparation.
         o SQL Server Audit and continued server stabilization including
              SQL backup and restore, validation, and documentation.
         o Database implementation and support for 16 new business-critical
              database reliant applications.
  •   PMO
         o Open project management – 20-25 ongoing open projects
              impacting IS and requiring project management and business
              analyst services.
  •   Web
         o Management and information posting for enterprise internet and
              intranet service requests.
  •   SharePoint
         o Develop electronic workflow systems for operational efficiency.
                      Examples include; contract, board action process.


2009 GOALS INCLUDE –
  •   Records Management
         o Continued transition across County Divisions from physical
              records storage and retrieval to electronic.
         o Records Retention Schedule review and update process.
  •   Central Service
         o Revisit guidelines and process to improve delivery efficiency of
              interoffice mail.



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G E N E R A L   F U N D                    I N F O R M A T I O N   S E R V I C E S




    •   GIS
           o Implementation of Pictometry deliverables across County
               Divisions.
           o Expand collaboration with Cities and Townships.
    •   PMO
           o Work Process review across County Divisions and make
               recommendation for electronic workflow opportunities.
           o Manage County Division projects with direct impact to IS; doing
               project scope, cost/benefit analysis, prioritize and develop
               implementation plan, timeline, rollout, and document return on
               investment.
    •   DBA/Development
           o Manage software development and acquisition with dollar value up
               to $100,000.
           o Ensure sound data standards and storage practices to include
               backup and recovery. Recovery process tested quarterly.
    •   Technical
           o Enterprise Network system availability 24/7.
           o Establish Support Service delivery standards. Implement Service
               Level Agreements across County Divisions.
    •   Web Master
           o Internet – Seek opportunity to provide E-Government services to
               residents.
           o Intranet – Develop dynamic form process for Employee Relations
               when possible.
    •   SharePoint
           o Educate County Divisions on uses and efficiency opportunity
               within Share Point software tools.
           o Expand electronic workflow systems for operational efficiency




                                     124
Full Time Employees (FTE)

                                           2008          2009         2009
POSITIONS (FTE's)                         Actual       Requested    Approved
Technology Supervisor                          1.00          1.00          1.00
Business Analyst                               3.00          3.00          3.00
Clerk III - Confidential                       2.00          2.00          2.00
Clerical Pool                                  2.00          2.00          2.00
GIS Supervisor                                 1.00          1.00          1.00
GIS Analyst                                    1.00          1.00          1.00
GIS Specialist                                 1.00          2.00          2.00
IS Manager                                     1.00          1.00          1.00
On-Call                                        0.40          0.40          0.40
Records Mgmt/CS Supervisor                     1.00          1.00          1.00
Records Management Support Analyst             1.00          1.00          1.00
Records Management Technician                  2.00          2.00          2.00
Sr Analyst Webmaster                           0.80          1.00          1.00
Sr. Support Analyst Data Base Admin            1.00          1.00          1.00
Support Analyst                                3.00          3.00          2.00
Sr. Systems Engineer                           2.00          2.00          2.00
PBX Specialist                                 1.00          1.00          1.00
Project Management Office - Supervisor         1.00          1.00          1.00
Records Mgmt Specialist                        1.00          1.00          1.00
                                                                            -
TOTAL                                          26.20        27.40         26.40




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Information Services Budget Recap
                                                                2009
                                    2007         2008         Approved         Dollar         Percent
                Category           Actual       Budget         Budget         Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -             -               -              -          0.00%
5100      Licenses & Permits              -             -               -              -          0.00%
5200-5400 Intergovernmental               -             -               -              -          0.00%
5500      Charges for Services      229,719        78,000          49,722        (28,278)       -36.25%
5600      Fines & Forfeitures             -             -               -              -          0.00%
5700      Investment Earnings             -             -               -              -          0.00%
5750      Gifts & Contributions           -             -               -              -          0.00%
5800-5900 Other Revenues            216,703       152,700         187,700         35,000         22.92%
TOTAL REVENUES                      446,422       230,700         237,422          6,722          2.91%
EXPENDITURES:

6000      Public Assistance               -             -               -             -           0.00%
6100      Personal Services       1,209,073     1,825,712       2,150,616       324,904          17.80%
6200-6300 Services & Charges      2,053,469     1,452,380       1,673,121       220,741          15.20%
6400-6500 Material & Supplies       494,234       488,100         369,862      (118,238)        -24.22%
6600      Capital Outlay            244,205       790,000         597,000      (193,000)        -24.43%
6700      Debt Services                   -             -               -             -           0.00%
6800      Other Expenses                 92             -               -             -           0.00%
6900      Transfers                       -             -               -             -           0.00%
TOTAL EXPENDITURES                4,001,073     4,556,192       4,790,599       234,407           5.14%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (3,554,651)   (4,325,492)    (4,553,177)     (227,685)              5%




                                                126
IS Administration Budget Recap
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -              -              -       0.00%
5100      Licenses & Permits               -            -              -              -       0.00%
5200-5400 Intergovernmental                -            -              -              -       0.00%
5500      Charges for Services             -            -              -              -       0.00%
5600      Fines & Forfeitures              -            -              -              -       0.00%
5700      Investment Earnings              -            -              -              -       0.00%
5750      Gifts & Contributions            -            -              -              -       0.00%
5800-5900 Other Revenues                   -            -              -              -       0.00%
TOTAL REVENUES                             -            -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance                -            -             -            -          0.00%
6100      Personal Services                -            -       220,531      220,531          0.00%
6200-6300 Services & Charges               -            -       533,000      533,000          0.00%
6400-6500 Material & Supplies              -            -        43,000       43,000          0.00%
6600      Capital Outlay                   -            -       225,000      225,000          0.00%
6700      Debt Services                    -            -             -            -          0.00%
6800      Other Expenses                   -            -             -            -          0.00%
6900      Transfers                        -            -             -            -          0.00%
TOTAL EXPENDITURES                         -            -     1,021,531    1,021,531          0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                    -            -    (1,021,531)   (1,021,531)           0%




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G E N E R A L   F U N D                                        I N F O R M A T I O N   S E R V I C E S




Central Services Budget Recap
                                                               2009
                                   2007        2008          Approved         Dollar         Percent
                Category          Actual      Budget          Budget         Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -             -              -           0.00%
5100      Licenses & Permits             -               -             -              -           0.00%
5200-5400 Intergovernmental              -               -             -              -           0.00%
5500      Charges for Services       4,035               -             -              -           0.00%
5600      Fines & Forfeitures            -               -             -              -           0.00%
5700      Investment Earnings            -               -             -              -           0.00%
5750      Gifts & Contributions          -               -             -              -           0.00%
5800-5900 Other Revenues           209,352          92,000        77,000        (15,000)        -16.30%
TOTAL REVENUES                     213,387          92,000        77,000        (15,000)        -16.30%
EXPENDITURES:

6000      Public Assistance              -            -                -             -            0.00%
6100      Personal Services        105,407      216,517          143,860       (72,657)         -33.56%
6200-6300 Services & Charges       584,277      697,500          219,700      (477,800)         -68.50%
6400-6500 Material & Supplies       70,958      120,800           93,000       (27,800)         -23.01%
6600      Capital Outlay            19,779       50,000           30,000       (20,000)         -40.00%
6700      Debt Services                  -            -                -             -            0.00%
6800      Other Expenses                 -            -                -             -            0.00%
6900      Transfers                      -            -                -             -            0.00%
TOTAL EXPENDITURES                 780,421    1,084,817          486,560      (598,257)         -55.15%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (567,034)    (992,817)        (409,560)      583,257             -59%




                                              128
Computer Services Budget Recap
                                                                2009
                                    2007         2008         Approved        Dollar        Percent
            Category               Actual       Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -             -              -                -       0.00%
5100      Licenses & Permits              -             -              -                -       0.00%
5200-5400 Intergovernmental               -             -              -                -       0.00%
5500      Charges for Services      181,220             -              -                -       0.00%
5600      Fines & Forfeitures             -             -              -                -       0.00%
5700      Investment Earnings             -             -              -                -       0.00%
5750      Gifts & Contributions           -             -              -                -       0.00%
5800-5900 Other Revenues              7,351        60,700         60,700                -       0.00%
TOTAL REVENUES                      188,571        60,700         60,700                -       0.00%
EXPENDITURES:

6000      Public Assistance               -             -               -            -          0.00%
6100      Personal Services         684,821     1,197,338         598,533     (598,805)       -50.01%
6200-6300 Services & Charges      1,345,087       530,480         699,806      169,326         31.92%
6400-6500 Material & Supplies       389,816       341,500         220,262     (121,238)       -35.50%
6600      Capital Outlay            224,426       650,000         201,000     (449,000)       -69.08%
6700      Debt Services                   -             -               -            -          0.00%
6800      Other Expenses                  -             -               -            -          0.00%
6900      Transfers                       -             -               -            -          0.00%
TOTAL EXPENDITURES                2,644,150     2,719,318       1,719,601     (999,717)       -36.76%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (2,455,579)   (2,658,618)    (1,658,901)    999,717            -38%




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G E N E R A L   F U N D                                      I N F O R M A T I O N   S E R V I C E S




GIS Budget Recap
                                                            2009
                                   2007        2008       Approved        Dollar         Percent
                Category          Actual      Budget       Budget        Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -           -             -              -          0.00%
5100      Licenses & Permits             -           -             -              -          0.00%
5200-5400 Intergovernmental              -           -             -              -          0.00%
5500      Charges for Services      44,464      78,000        49,722        (28,278)       -36.25%
5600      Fines & Forfeitures            -           -             -              -          0.00%
5700      Investment Earnings            -           -             -              -          0.00%
5750      Gifts & Contributions          -           -             -              -          0.00%
5800-5900 Other Revenues                 -           -        50,000         50,000          0.00%
TOTAL REVENUES                      44,464      78,000        99,722         21,722         27.85%
EXPENDITURES:

6000      Public Assistance              -           -             -              -          0.00%
6100      Personal Services        236,400     229,877       269,758         39,881         17.35%
6200-6300 Services & Charges        61,574     107,700        68,495        (39,205)       -36.40%
6400-6500 Material & Supplies       29,345      13,100         5,300         (7,800)       -59.54%
6600      Capital Outlay                 -      40,000             -        (40,000)      -100.00%
6700      Debt Services                  -           -             -              -          0.00%
6800      Other Expenses                92           -             -              -          0.00%
6900      Transfers                      -           -             -              -          0.00%
TOTAL EXPENDITURES                 327,411     390,677       343,553        (47,124)       -12.06%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (282,947)   (312,677)      (243,831)      68,846             -22%




                                              130
Records Management Budget Recap
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -              -              -       0.00%
5100      Licenses & Permits               -            -              -              -       0.00%
5200-5400 Intergovernmental                -            -              -              -       0.00%
5500      Charges for Services             -            -              -              -       0.00%
5600      Fines & Forfeitures              -            -              -              -       0.00%
5700      Investment Earnings              -            -              -              -       0.00%
5750      Gifts & Contributions            -            -              -              -       0.00%
5800-5900 Other Revenues                   -            -              -              -       0.00%
TOTAL REVENUES                             -            -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -            -               -           -          0.00%
6100      Personal Services        182,445      181,980         319,559     137,579         75.60%
6200-6300 Services & Charges        62,531      116,700         123,700       7,000          6.00%
6400-6500 Material & Supplies        4,115       12,700           6,800      (5,900)       -46.46%
6600      Capital Outlay                 -       50,000         126,000      76,000        152.00%
6700      Debt Services                  -            -               -           -          0.00%
6800      Other Expenses                 -            -               -           -          0.00%
6900      Transfers                      -            -               -           -          0.00%
TOTAL EXPENDITURES                 249,091      361,380         576,059     214,679         59.41%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (249,091)     (361,380)      (576,059)   (214,679)           59%




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Project Management Office Budget Recap
                                                                       2009
                                   2007            2008              Approved           Dollar         Percent
                Category          Actual          Budget              Budget           Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -                -                      -              -        0.00%
5100      Licenses & Permits               -                -                      -              -        0.00%
5200-5400 Intergovernmental                -                -                      -              -        0.00%
5500      Charges for Services             -                -                      -              -        0.00%
5600      Fines & Forfeitures              -                -                      -              -        0.00%
5700      Investment Earnings              -                -                      -              -        0.00%
5750      Gifts & Contributions            -                -                      -              -        0.00%
5800-5900 Other Revenues                   -                -                      -              -        0.00%
TOTAL REVENUES                             -                -                      -              -        0.00%
EXPENDITURES:

6000      Public Assistance                -                -                    -             -           0.00%
6100      Personal Services                -                -              423,094       423,094           0.00%
6200-6300 Services & Charges               -                -               14,120        14,120           0.00%
6400-6500 Material & Supplies              -                -                1,500         1,500           0.00%
6600      Capital Outlay                   -                -               15,000        15,000           0.00%
6700      Debt Services                    -                -                    -             -           0.00%
6800      Other Expenses                   -                -                    -             -           0.00%
6900      Transfers                        -                -                    -             -           0.00%
TOTAL EXPENDITURES                         -                -              453,714       453,714           0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                    -                -              (453,714)    (453,714)              0%




                                                 132
Information Technology Development Budget
Recap
                                                               2009
                                   2007          2008        Approved        Dollar        Percent
            Category              Actual        Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -             -              -              -       0.00%
5100      Licenses & Permits               -             -              -              -       0.00%
5200-5400 Intergovernmental                -             -              -              -       0.00%
5500      Charges for Services             -             -              -              -       0.00%
5600      Fines & Forfeitures              -             -              -              -       0.00%
5700      Investment Earnings              -             -              -              -       0.00%
5750      Gifts & Contributions            -             -              -              -       0.00%
5800-5900 Other Revenues                   -             -              -              -       0.00%
TOTAL REVENUES                             -             -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance                -             -             -           -           0.00%
6100      Personal Services                -             -       119,327     119,327           0.00%
6200-6300 Services & Charges               -             -         5,000       5,000           0.00%
6400-6500 Material & Supplies              -             -             -           -           0.00%
6600      Capital Outlay                   -             -             -           -           0.00%
6700      Debt Services                    -             -             -           -           0.00%
6800      Other Expenses                   -             -             -           -           0.00%
6900      Transfers                        -             -             -           -           0.00%
TOTAL EXPENDITURES                         -             -       124,327     124,327           0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                    -             -      (124,327)   (124,327)             0%




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Web/Share Point Budget Recap
                                                                       2009
                                   2007             2008             Approved            Dollar         Percent
                Category          Actual           Budget             Budget            Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -                  -                    -               -         0.00%
5100      Licenses & Permits               -                  -                    -               -         0.00%
5200-5400 Intergovernmental                -                  -                    -               -         0.00%
5500      Charges for Services             -                  -                    -               -         0.00%
5600      Fines & Forfeitures              -                  -                    -               -         0.00%
5700      Investment Earnings              -                  -                    -               -         0.00%
5750      Gifts & Contributions            -                  -                    -               -         0.00%
5800-5900 Other Revenues                   -                  -                    -               -         0.00%
TOTAL REVENUES                             -                  -                    -               -         0.00%
EXPENDITURES:

6000      Public Assistance                -                  -                   -             -            0.00%
6100      Personal Services                -                  -              55,954        55,954            0.00%
6200-6300 Services & Charges               -                  -               9,300         9,300            0.00%
6400-6500 Material & Supplies              -                  -                   -             -            0.00%
6600      Capital Outlay                   -                  -                   -             -            0.00%
6700      Debt Services                    -                  -                   -             -            0.00%
6800      Other Expenses                   -                  -                   -             -            0.00%
6900      Transfers                        -                  -                   -             -            0.00%
TOTAL EXPENDITURES                         -                  -              65,254        65,254            0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                    -                  -             (65,254)      (65,254)                 0%




                                                 134
                                                                                                                  F Y




        Veterans Services
        Department Budget Recap

                                  2007           2008              2009              2009          %
                                 Actual         Budget           Requested         Approved      Change

        Revenue Total        $      4,200   $            -   $           -     $           -       0.0%

        Expenditure Total    $    171,155   $      201,536   $       224,020   $       220,519     9.4%

        Tax Dollars Needed   $    166,955   $      201,536   $       224,020   $       220,519     9.4%


Department Description.

The Veterans Service Department’s mission is to “Serve Those Who Have Served” by assisting veterans
and their dependent’s in submitting claims to the State and Federal Veterans Administration for service
connected disabilities, application for health care benefits, subsistence, and educational benefits, veterans
pension, dependent’s indemnity compensation, widow’s pension, burial and memorial benefits. The office
also provides information on veteran’s benefits by disseminating information through various media
outlets such as Veterans Newsletters, Carver County Web Site and the Carver County Citizen Newsletter,
and outreach programs and presentations. The Veterans Service provides transportation for all veterans
to and from the Veterans Administration Medical Center in Minneapolis five days a week. Other tasks
include maintaining veteran’s files, recording and making certified copies of veteran’s discharges,
requesting discharges, service and service medical records from the National Personnel Records Center in
St. Louis, MO. and promote patriotism throughout the county.

Budget Highlights

Because of the increasing number of veterans residing and relocating within the county and becoming
aware of their entitlements, the office continues to see an increase in claims and entitlements for veteran’s
benefits being filed. This along with the projected increase of claims and entitlements for OEF and OIF
returning soldiers and their families has and will put a tremendous workload on the current staff of this
office. The present office space is undersized and inadequate which severely limits privacy and overall
work space accommodations. The current space shortage continues in preventing the filling of the half
time position approved for the 2007 budget year. We are seeking a Capital Improvement Project in 2009
to remodel the existing office for the short term knowing that additional office space will be needed in
the future in order to better facilitate veteran’s office assistance and fill our part time position. Continued
training during 2009 and fielding a new windows based software program (Virtual Veterans) will be
critical in order to maintain knowledge of the ever changing veteran’s benefits and legislation both at the
Federal level and State level.




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G E N E R A L   F U N D                              V E T E R A N S   S E R V I C E S




VETERAN SERVICES ACCOMPLISHMENTS



•       We continue to publish a “Veteran’s Service Newsletter” to all veterans’ service organizations and
veterans requesting access. Veteran’s issues and information are also addressed in the Carver County
Citizen and via the Veterans Service Web page on the County Web Site.
•       The Veteran’s Service Office continues to conduct outreach that includes reintegration of recently
deployed service members, and benefit entitlement presentations to various civic and service
organizations.

 •     Providing transportation for County WW II Women Veterans to attend a special Women’s World
 War II Luncheon in St Paul.
       The amount of compensation and VA medical benefits received by veterans in Carver County
exceeded 8.1 million dollars for 2007.



VETERAN SERVICES WORKLOAD INDICATORS

    •   Over 350 new VA requests for benefits were filed on behalf of County Veterans in 2007, and we
        expect to exceed these numbers through 2008 and again in 2009. We continue to assist current
        veterans with current claims and future increases to present disabilities.
    •   More than 2,600 clients will have contacted this office requesting some type of veteran’s
        assistance.
    •   Substantial increase in transportation requests from veterans to VAMC Minneapolis.
    •   Telephone contacts are estimated to remain well over 6000. We hope that a new mobile phone
        service, with email capability will expedite contact and communication within Veterans Service
        Office.


Veteran services goals for 2009

    •   Continue to disseminate information to veterans in the county about their benefits and
        entitlements through various media sources, civic organizations and meetings at Veterans Service
        Organizations, and via the Veterans Service Web site.
    •   Further expand veterans, spouses and dependents assistance through community outreach at
        remote independent residential sites.
    •   Continue to complete Veteran’s claims at remote sites such as VFW’s, American Legions
        throughout the county through the use of a laptop. This will help those veterans who cannot visit
        the Veteran Service office because they have no transportation or they must work during the day.




                                                   136
Staffing-Requested for 2009

There is a need to finally fill the part time staff member position approved in the 2008 budget process.
The demand for veteran’s services continues to grow due to increased awareness of the Veterans Service
Office. This is in addition to veterans establishing residence in Carver County, and the reintegration of
returning OEF and OIF deployed service members. The requested position would provide assistance
with appointments, records management and transportation for veterans requiring transportation to and
from medical appointments at the VA medical center in Minneapolis.




                                                   137
G E N E R A L   F U N D                     V E T E R A N S   S E R V I C E S




Full Time Employees (FTE)

                               2008          2009               2009
POSITIONS (FTE's)             Actual       Requested          Approved
Veteran Services Technician         1.00          1.00               1.00
Van Driver                          1.20          1.20               1.00
Veteran Services Clerk              0.50          0.50               0.50
VS Officer                          1.00          1.00               1.00
TOTAL                               3.70          3.70               3.50




                                 138
Veterans Services Budget Recap
                                                                2009
                                   2007          2008         Approved        Dollar        Percent
            Category              Actual        Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -                -              -              -       0.00%
5100      Licenses & Permits             -                -              -              -       0.00%
5200-5400 Intergovernmental          4,200                -              -              -       0.00%
5500      Charges for Services           -                -              -              -       0.00%
5600      Fines & Forfeitures            -                -              -              -       0.00%
5700      Investment Earnings            -                -              -              -       0.00%
5750      Gifts & Contributions          -                -              -              -       0.00%
5800-5900 Other Revenues                 -                -              -              -       0.00%
TOTAL REVENUES                       4,200                -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -                -             -            -          0.00%
6100      Personal Services        159,653          177,113       196,493       19,380         10.94%
6200-6300 Services & Charges         8,302           22,548        17,651       (4,897)       -21.72%
6400-6500 Material & Supplies        3,200            1,875         1,875            -          0.00%
6600      Capital Outlay                 -                -         4,500        4,500          0.00%
6700      Debt Services                  -                -             -            -          0.00%
6800      Other Expenses                 -                -             -            -          0.00%
6900      Transfers                      -                -             -            -          0.00%
TOTAL EXPENDITURES                 171,155          201,536       220,519       18,983          9.42%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (166,955)     (201,536)        (220,519)     (18,983)            9%




                                              139
G E N E R A L   F U N D         A T T O R N E Y ’ S   O F F I C E




                          140
Attorney’s Office
Division Budget Recap

                          2007         2008            2009             2009          %
                         Actual       Budget         Requested        Approved      Change

Revenue Total        $    561,673 $      450,750 $       452,717 $        452,717     0.4%

Expenditure Total    $ 2,322,983 $     2,383,223 $      2,638,500 $     2,733,295    14.7%

Tax Dollars Needed   $ 1,761,310 $     1,932,473 $      2,185,783 $     2,280,578    18.0%


Division Description.
The Carver County Attorney's Office is responsible for advising the
County Board of Commissioners and representing the legal interests
and concerns of all Divisions in the County. In addition, the Office is
responsible for prosecuting all adult criminal and juvenile delinquency
offenses - felonies, gross misdemeanors, misdemeanors, and petty
misdemeanors - committed in the County.

Specifically, the County Attorney’s Office provides legal advice,
representation and training to all County Divisions on a host of civil and
criminal issues including ditch matters, public health issues, civil
commitments, zoning & environmental matters, children in need of
protective services, employee relations matters, contracts & bidding, law
enforcement, and numerous issues impacting social services including
paternity & child support actions.


BUDGET HIGHLIGHTS

In 2009, the County Attorney will continue to assess the needs of the
Carver County departments and to provide a high level of service to
them. The County Attorney’s Office will also continue to prosecute
criminals and juvenile delinquents on behalf of Carver County.
G E N E R A L   F U N D                          A T T O R N E Y ’ S   O F F I C E




2007-08 MAJOR ACCOMPLISHMENTS AND
CHALLENGES

The County Attorney’s Office went through a period of transition in 2007.
The Office is now led by County Attorney Jim Keeler, who was
appointed to this position by the Carver County Board of Commissioners
on September 14, 2007.

In less that one year, the County Attorney filled all vacant positions
including Chief Deputy County Attorney, Civil Division Manager, Law
Office Administrator, four Attorney I’s and a receptionist.

Additionally, the staff of the County Attorney’s Office has taken on
several new initiatives. The Civil Division is now reorganized and each
County department is assigned a primary and secondary attorney as
contacts. The County Attorney’s Office has undertaken system-wide
changes including streamlining the County’s contracting process and
participating in Pay-for-Performance, Paid-Time-Off and Labor
Management committees.

Internally, the office is more structured, meets more frequently and staff
enjoys a high level of communication. Further, the County Attorney’s
Office Management Team has sought out management training on
selected employee relations and labor topics which may serve as a pilot
training program that will be available county-wide.

The Office continues to be recognized within the region and beyond for
its professionalism. Accomplishments for the past year include once
again handling several high profile and complex cases involving civil,
criminal and juvenile issues. Such cases continue to put a strain on our
budget but have been off set to a certain degree for 2009 by personnel
changes and transitions.

The success of this Office continues to depend upon its staff. A number
of staff have been recognized in their areas of expertise and have been
formally requested to provide training on local, state and national levels.




                                    142
MAJOR OBJECTIVES TO BE
ACCOMPLISHED IN 2009

Once again, the major objective for the coming year is to continue to
strive to do the best with the resources we have.

We will continue to protect the Carver County community by prosecuting
criminals and delinquents on behalf of the County, and protect the
children of Carver County through child protection and child support
enforcement efforts. We will continue to assess and meet the legal
needs of all Divisions and work to perfect system-wide changes put in
place in 2008. We will continue to focus on office-wide efficiencies
through the County’s Project Management Office and technology
improvements. To that end, the Office will focus on continuing to
provide training for both new and experienced attorneys.

As previously referenced, four Attorney Is were hired in 2008. As a
result, the County Attorney anticipates four promotional opportunities for
Attorney Is to become Attorney IIs. The promotional process runs
through Employee Relations at the request and discretion of the County
Attorney and is budgeted for annually.

Additionally, the County Attorney’s Office will continue to provide
comprehensive services to crime victims through its Victim Witness
Coordinator position. Additionally, in past years, the Southern Valley
Alliance for Battered Women and the Sexual Violence Center have each
received $15,000.00 from Carver County. The County Attorney’s Office
is the fiscal agent for such contracts and supports continued funding for
such services in 2009.

Further, forfeiture dollars (receivables from 2008 included in the 2009
dollars) are expected to be utilized to offset and supplement expenses
associated with personnel additions and other prosecutorial purposes.
G E N E R A L   F U N D                     A T T O R N E Y ’ S   O F F I C E




Full Time Employees (FTE)

                                    2008          2009                    2009
POSITIONS (FTE's)                  Actual       Requested               Approved
Administrative Aide/Supervisor           1.00          1.00                     1.00
Attorney I                               4.00          4.00                     4.00
Attorney II                              1.00          1.00                     1.00
Attorney III                             6.00          6.00                     6.00
Attorney IV                              3.00          3.00                     3.00
Chief Deputy County Attorney             1.00          1.00                     1.00
County Attorney                          1.00          1.00                     1.00
File Clerk                               0.00          0.00                     0.00
Records Mgmt Specialist                  0.00          0.00                     0.00
Law Office Administrator                 1.00          1.00                     1.00
Legal Admin. Asst I                      1.00          1.00                     1.00
Legal Admin. Asst II                     3.00          3.00                     3.00
Legal Admin. Asst III                    4.00          4.00                     4.00
Paralegal                                2.50          2.50                     2.50
Victim Witness Coordinator               1.00          1.00                     1.00
Law Clerk                                0.38          0.38                     0.38
TOTAL                                   29.88         29.88                   29.88




                                 144
Attorney’s Office Budget Form
                                                                2009
                                    2007         2008         Approved        Dollar      Percent
            Category               Actual       Budget         Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -             -               -            -        0.00%
5100      Licenses & Permits              -             -               -            -        0.00%
5200-5400 Intergovernmental           4,000         1,000           1,000            -        0.00%
5500      Charges for Services      291,510       290,250         290,250            -        0.00%
5600      Licenses & Permits        261,695       155,500         157,467        1,967        1.26%
5700      Investment Earnings             -             -               -            -        0.00%
5750      Gifts & Contributions           -             -               -            -        0.00%
5800-5900 Other Revenue               4,468         4,000           4,000            -        0.00%
TOTAL REVENUES                      561,673       450,750         452,717        1,967        0.44%
EXPENDITURES:

6000      Public Assistance               -             -               -            -        0.00%
6100      Personal Services       2,035,087     2,245,174       2,607,653      362,479       16.14%
6200-6300 Services & Charges        228,038        84,001          79,594       (4,407)      -5.25%
6400-6500 Material & Supplies        45,648        40,548          38,548       (2,000)      -4.93%
6600      Capital Outlay                  -         6,000               -       (6,000)    -100.00%
6700      Debt Services                   -             -               -            -        0.00%
6800      Other Expenses             14,210         7,500           7,500            -        0.00%
6900      Transfers                       -             -               -            -        0.00%
TOTAL EXPENDITURES                2,322,983     2,383,223       2,733,295      350,072       14.69%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (1,761,310)   (1,932,473)    (2,280,578)    (348,105)        18%
G E N E R A L   F U N D         A T T O R N E Y ’ S   O F F I C E




                          146
Court Administration
Department Budget Recap

                          2007           2008              2009              2009
                         Actual         Budget           Requested         Approved

Revenue Total        $    170,277   $            -   $        88,500   $        54,025

Expenditure Total    $    340,079   $            -   $       177,240   $       108,289

Tax Dollars Needed   $    169,802   $            -   $        88,740   $        54,264


Department Description.
The Court Administration is now under the State of Minnesota.
However the County still has costs associated with legal and attorney’s
fees, as well as employees who have elected to retain their County
benefits instead of State benefits at the time the transition was made.
G E N E R A L   F U N D




Full Time Employees (FTE)

                                  2008          2009          2009
POSITIONS (FTE's)                Actual       Requested     Approved
Court Administrative Manager           0.00          0.00          0.00
Courtroom Attendant                    0.00          0.00          0.00
Court Collector                        0.00          0.00          0.00
Court Operations Supervisor            0.00          0.00          0.00
TOTAL                                  0.00          0.00          0.00




                               148
Court Administration Budget
Form
                                                             2009
                                   2007        2008        Approved        Dollar      Percent
            Category              Actual      Budget        Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -             -             -            -        0.00%
5100      Fees for Services              -             -             -            -        0.00%
5200      Intra County Fees              -             -             -            -        0.00%
5300      Fines & Forfeitures            -             -             -            -        0.00%
5400      Licenses & Permits             -             -             -            -        0.00%
5500      Other Revenues               580             -             -            -        0.00%
5600      Gifts & Contributions         28             -             -            -        0.00%
5700-5900 Intergovernmental        169,669             -        54,025       54,025        0.00%
TOTAL REVENUES                     170,277             -        54,025       54,025        0.00%
EXPENDITURES:

6000      Public Assistance              -             -             -            -        0.00%
6100      Personal Services        176,990             -        53,289       53,289        0.00%
6200-6300 Services & Charges       163,089             -        55,000       55,000        0.00%
6400-6500 Material & Supplies            -             -             -            -        0.00%
6600      Capital Outlay                 -             -             -            -        0.00%
6700      Debt Services                  -             -             -            -        0.00%
6800      Other Expenses                 -             -             -            -        0.00%
6900      Transfers                      -             -             -            -        0.00%
TOTAL EXPENDITURES                 340,079             -       108,289      108,289        0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (169,802)            -       (54,264)     (54,264)          0%




                                                 149
G E N E R A L   F U N D




                          150
Employee Relations Division
Division Budget Summary

                                                                          2009
                                          2007           2008           Approved           Dollar        Percent
        Category                         Actual         Budget           Budget           Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                      -                 -                  -              -        0.00%
5100      Fees for Services                      -                 -                  -              -        0.00%
5200      Intra County Fees                      -                 -                  -              -        0.00%
5300      Fines & Forfeitures                    -                 -                  -              -        0.00%
5400      Licenses & Permits                     -                 -                  -              -        0.00%
5500      Other Revenues                         -                 -                  -              -        0.00%
5600      Gifts & Contributions                  -                 -                  -              -        0.00%
5700-5900 Intergovernmental                  4,706                 -                  -              -        0.00%
TOTAL REVENUES                               4,706                 -                  -              -        0.00%
EXPENDITURES:

6000      Public Assistance                     -               -                  -              -          0.00%
6100      Personal Services               446,988         470,301            589,677        119,376         25.38%
6200-6300 Services & Charges              247,829         272,905            243,750        (29,155)       -10.68%
6400-6500 Material & Supplies               3,925           8,050              8,200            150          1.86%
6600      Capital Outlay                        -               -                  -              -          0.00%
6700      Debt Services                         -               -                  -              -          0.00%
6800      Other Expenses                        -               -                  -              -          0.00%
6900      Transfers                             -               -                  -              -          0.00%
TOTAL EXPENDITURES                        698,742         751,256            841,627         90,371         12.03%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                  (694,036)       (751,256)          (841,627)        (90,371)              12%

Division Description

The Employee Relations Division encompasses three departments: Personnel Services, Coroner and Emergency
Management and the Self-Insurance Fund. Consistent with state guidelines for financial reporting, only Personnel
Services is included in the Employee Relations Division. The other departments and the Self-Insurance Fund are
discussed in separate sections within this budget book.




                                                             151
G E N E R A L   F U N D




                          152
                Personnel Services
Department Budget Recap

                           2007          2008              2009              2009           %
                          Actual        Budget           Requested         Approved       Change

Revenue Total         $       4,706 $            -   $           -    $               -     0.0%

Expenditure Total     $    698,742 $       751,256 $         808,260 $         841,627     12.0%

Tax Dollars Needed    $    694,036 $       751,256 $         808,260 $         841,627     12.0%




DEPARTMENT DESCRIPTION

The Personnel Services staff in Employee Relations provides the following services: staffing including
recruitment, selection and orientation of employees; classification and compensation advice including job
description assistance, salary surveys and computation of unusual wage situations; benefits coordination and
enrollment including health, dental, life, long-term disability and voluntary participation in long-term care
insurance, short-term disability, flexible spending accounts, deferred compensation programs, memberships in
health clubs and a credit union; training and development consultation including the support staff conference,
manager and all employee classes; personnel administration including maintenance of personnel files, and
systems; and labor relations consultation including the negotiation and interpretation of collective bargaining
agreements and related letters or memoranda of agreement, hearing and resolving grievances, and assisting
managers and staff in understanding these agreements as well as the Personnel Policies.

Program Highlights

2008 Accomplishments

The Staffing program involves all of the traditional activities from announcing jobs for applications through on-
boarding of new employees. In 2007 the staff worked with County Divisions and Offices, posting over 110
positions, collecting and processing over 3,000 employment applications and bringing on 60 regular employees
and over 50 seasonal, temporary and on-call workers. The 2008 staffing volumes are similar to the 2007
numbers; and the division anticipates filling over 100 positions this year. A new employee background
checking practice has assisted in protecting the County’s assets and increasing confidence in the character of
staff as new employees are brought on board.

Both County staff and a consultant are involved in the implementation of the Classification and Compensation
programs. In 2007, 33 jobs were studied for possible re-classification or re-grading. These included new




                                                                     153
G E N E R A L   F U N D                                 P E R S O N N E L   S E R V I C E S




positions, the annual review of one third of the jobs and some unique situations. The compensation study
identified in the 2008 budget is underway, but addressed more fully in the 2009 goals.

Benefits programs saw no major changes in 2007. In 2008, as a result of the collective bargaining process, we
introduced a new plan for health insurance where the employee and county share the risk and both enjoy a bit
of cost savings. The rapidly escalating cost of health insurance continues to be one of the greatest challenges
facing the county. The Insurance Labor Management Committee has continued to work toward getting some
control on these numbers and recommended an employee wellness program as a long-term strategy to curb
these costs. The Board approved the wellness program in May of 2008 and will be tracking activity and results.
The committee is also looking at a variation in funding mechanisms to try to minimize the 2009 rate increases
which are capped at 17%. Plan design continues to be a concern.

The Training and Development initiatives in the past year have included a number of small customized classes
including Family Medical Leave Act (FMLA) and performance management and evaluations. The Generalists
have presented these with the assistance of our labor attorney. The staff has also presented or coordinated
CPR training, the Transit Drug & Alcohol Screening, and the annual support staff conference. The General
Unit AFSCME labor management committee recommended a joint presentation of the revised collective
bargaining agreements for both managers and union leaders in the spring of 2008. The AFSCME Staff
Representative and Employee Relations Director presented the classes which were well attended and reviewed
positively by the attendees. The new supervisors training program is moving along more slowly than
anticipated. Some areas have sent staff to the Scott County Program and been very satisfied with the results.

In Labor Relations the 2007 – 2009 collective bargaining agreements are all in place. One of the potentially
most costly areas in Labor Relations is grievance resolution. Over the past two and a half years, only one
grievance has been brought to Arbitration. All other grievances have been settled at a lower and less costly step
in the dispute resolution process. This seems to be related to the efforts of managers and unions to work
together at improving communication as well as working on resolving problems together. The labor
management committees across the organization have encouraged this work. Early in 2008 the county initiated
an informal meeting with representatives from all bargaining units and county leaders to discuss common
issues. The group decided it was a worthwhile pursuit and is planning to meet on a quarterly basis.

In the area of Personnel Administration, the division sought and received guidance from the County Attorney’s
Office on personnel file requirements and has begun extracting aged or impertinent information from the files.
Early this year Employee Relations and Administrative Services finalized work separating and updating the
Personnel Policies and the Administrative Policies. Those policies have since been approved by the Board and
are accessible on the Intranet for all staff. In the fall of 2007 the State of Minnesota issued the County a
certification of compliance on Pay Equity. Efforts to implement the Optimum Solutions payroll and Human
Resource Information System have identified more problems than staff are willing to have going forward, so
that project is on hold until the product is available in the Windows version. In spite of that difficulty, staff in
Employee Relations and Financial Services continue to work toward more streamlined processes, shared
resources and data.

2009 Goals

Much of the work in Personnel Services is at the request of the operating divisions to make their work
smoother, more effective or more efficient while maintaining compliance with laws and statutes. The major
changes in the Personnel Services side of the division over the next 18 months include a number of process,



                                                        154
system and program improvements to impact the operating divisions and offices to improve their delivery of
County services.

There are five major initiatives underway in early 2008 that will likely continue into 2009 and beyond: a
Compensation Study and Market Salary Survey, a non-bargaining group exploring the merits of a more flexible
paid time off (PTO) plan as an attraction and retention strategy, a similar group exploring pay for performance
(PFP), a labor management committee group working on employee recognition and the staff in personnel
services examining and moving to implement automation efforts to make their work more efficient without
sacrificing effectiveness or accuracy.

The county has a team with representatives from every union and the non-bargaining staff working with a
consultant to gain a deeper understanding of both the internal pay practices and structures as well as the
competitiveness within the external market. Later this year a number of collective bargaining agreements have
reopeners for wages related to the compensation study.

Both the PTO and PFP groups are planning to have recommendations by early 2009.

The recognition efforts are working in cooperation with the Employee Club that has traditionally sponsored an
employee recognition week that is focused on employee appreciation activities. The recognition
recommendation is likely to address near and longer term ideas with tenure and achievement included.

In the area of automation, efforts are just beginning to acquire and implement an automated application system.
Several other Minnesota counties have been using the web-based NeoGov product and find it saves staff time
and increases employee and applicant satisfaction.

Designing and implementing a new supervisors training program to increase consistency, competence and
confidence among organization leaders remains a training priority. Areas of current course development are in
the area of supervisory skills, conflict resolution, time management and customer service.


                            SPECIFIC BUDGET REQUESTS


SALARIES             #61OO’S

The 2008 budget included a request for an additional Employee Relations Generalist, and that need continues
to exist; but because it does not meet the 2009 budget staffing request requirements, it has not been included in
this budget request. The variation in salary is a product of the grade 13 Occupational Health Nurse rather than
the grade 11 Employee Relations Technician.


ADVERTISING                 #6241

To attract the best applicants for County positions, the Generalists use a variety of resources including trade
and professional journals or websites, direct mailings to members of professional organizations, placement
offices at colleges, universities, and technical schools, as well as local and metro-wide newspaper advertising. In
2006 the staff members began using more on-line recruiting sources and have found that to be both cost-
effective and successful. The Job Line and County Web page continue to provide extensive job information.
The 2009 budget reflects a small increase in this area.




                                                       155
G E N E R A L   F U N D                                P E R S O N N E L   S E R V I C E S




MEMBERSHIP                DUES       #6242

By holding memberships in professional organizations, staff members have access to reduced cost and free
resources in the areas of professional development, legal updates and networking opportunities. Three staff
members will maintain International Public Management Association – Human Resources (IPMA-HR)
membership. One Generalist and the director will maintain membership in Minnesota Counties Human
Resources Management Association (MCHRMA), and the director will maintain memberships in the National
and Minnesota Public Employers Labor Relations Association (N&MPELRA) and one staff member will
continue a membership in the Society for Human Resource Management (SHRM).


TELEPHONE AND TELEGRAPH                                #6211’S

The 2009 budget includes an increase in this category as a result of Blackberry and cell phone service.


PROFESSIONAL/TECHNICAL SERVICE FEES                                            #6260

Professional and Technical Service fees represent the largest line item in the Human Resources budget outside
of salaries. The specific services and associated costs in this line include: Labor Relations and Negotiation
services provided by Frank Madden & Associates for approximately $75,000, which is still less than a dedicated
staff member would cost to provide similar services; Bjorklund Compensation Consulting (BCC), the
compensation consultant who classifies new positions to maintain internal equity within the County’s salary
structure and evaluates jobs in the triennial review process $5,000. The largest addition in this area, $40,000, is
the wellness program consulting fees to provide the EmBody Health resource including infrastructure and
program guidance, an employee newsletter, a calendar and access to Mayo research and practices. It is expected
to have a long term return on investment impact on minimizing health insurance premium increases. The
remaining $35,000 is for a variety of contracted services including background checks, facilitation services,
outside trainers for: CPR, the Annual Support Staff Conference, other required and elective staff development
courses, leadership development programs as well as other contracted services that may be needed during the
year.


MEDICAL             #6271

Over the past several years the division has worked extensively with the operating divisions to hone the pre-
employment and surveillance requirements to balance risk management and efficiency. The increase in this area
relates to volunteers in the Sheriff’s Office.


CONFERENCE/PROFESSIONAL MAINTENANCE #6332

The professional organizations mentioned above offer excellent learning opportunities at conferences, classes
and seminars. Anticipated expenditures in this area include employees attending update sessions where they
bring back the information and share it with the entire staff. The 2009 budget includes a very slight increase.

The MCHRMA offers two conferences annually for human resources professionals within county government.
Joan Schwarz, Employee Relations Generalist, is currently the President of this organization. She and the
director plan to attend these sessions. The budget includes the necessary funding.

MPELRA conducts two conferences annually, one in the metro area and one out-state, both with pertinent
content in the area of labor and employee relations for those employed by county and other public sector


                                                       156
organizations. At the national level, NPELRA holds an annual conference that provides pertinent public
employment content, from Fair Labor Standards Act implications to negotiating collective bargaining
agreements, and from union membership practices to successful mediation and arbitration tactics. The
national conference is in San Antonio, Texas and is scheduled April 5 – 10, 2009. The director plans to attend
these three sessions, and the necessary funding is included in the 2009 budget.

IPMA holds local, regional and national conferences and training seminars. Staff may take advantage of some
of these events and some funding is included for such attendance.

This budget includes minimal funding in the general Professional Maintenance area. These funds would cover
any unanticipated needs that arise during the year. Any expenditure in this area will comply with the County's
personnel policies and procedures.


MISCELLANEOUS EMPLOYEE FUNCTIONS #6373

The wellness program includes three primary components with budget impact: staff, the EmBody Health
Resource and employee participation incentives. The first two are addressed above; and this increase is for the
employee participation incentives which research has indicated is key to inspiring the types of behavior changes
necessary to realize the greatest benefit from a wellness program. This category also includes the lunch served
at the support staff conference.

CIP

Personnel Services has not included any capital improvement funds in 2009.




                                                      157
G E N E R A L   F U N D                                   P E R S O N N E L   S E R V I C E S




Full Time Employees (FTE)

                               2008          2009          2009
POSITIONS (FTE's)             Actual       Requested     Approved
Occupational Health Nurse           0.80          0.80           0.00
Employee Relations Director         1.00          1.00           1.00
ER Administrative Assistant         1.70          1.70           1.50
ER Generalist                       3.00          3.00           3.00
Wellness Program Manager            0.00          1.00           1.00
TOTAL                               6.50          7.50          6.50




                              158
Personnel Services Budget Recap
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -              -              -              -       0.00%
5100      Licenses & Permits             -              -              -              -       0.00%
5200-5400 Intergovernmental              -              -              -              -       0.00%
5500      Charges for Services           -              -              -              -       0.00%
5600      Fines & Forfeitures            -              -              -              -       0.00%
5700      Investment Earnings            -              -              -              -       0.00%
5750      Gifts & Contributions          -              -              -              -       0.00%
5800-5900 Other Revenues             4,706              -              -              -       0.00%
TOTAL REVENUES                       4,706              -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -            -               -            -          0.00%
6100      Personal Services        446,988      470,301         589,677      119,376         25.38%
6200-6300 Services & Charges       247,829      272,905         243,750      (29,155)       -10.68%
6400-6500 Material & Supplies        3,925        8,050           8,200          150          1.86%
6600      Capital Outlay                 -            -               -            -          0.00%
6700      Debt Services                  -            -               -            -          0.00%
6800      Other Expenses                 -            -               -            -          0.00%
6900      Transfers                      -            -               -            -          0.00%
TOTAL EXPENDITURES                 698,742      751,256         841,627       90,371         12.03%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (694,036)     (751,256)      (841,627)     (90,371)          12%




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G E N E R A L   F U N D   F I N A N C I A L   S E R V I C E S




                          160
Financial Services
Division Budget Recap

                          2007          2008              2009              2009            %
                         Actual        Budget           Requested         Approved        Change

Revenue Total        $ 5,390,160 $      3,605,015 $        2,695,000 $      2,975,000      -17.5%

Expenditure Total    $    656,645 $       808,975 $         835,244 $         810,144       0.1%

Tax Dollars Needed   $ (4,733,515) $    (2,796,040) $     (1,859,756) $     (2,164,856)    -22.6%



Division Description

The Finance function is a separate Division with in the County organization reporting to the County
Administrator. The head of the division is the Financial Services Director. The division is responsible for all
phases of budget planning, preparation and monitoring, contract encumbrance and control, Capital

Improvement Planning, debt financing, payroll, financial reporting, general ledger, receipting, disbursements,
inventory of fixed assets, independent audit assistance, and cash and investment management.

The independent auditors gave the County an unqualified opinion on its year end financial statement for
another year. This is the best opinion we can get. Additionally, the Division prepared and submitted the
County’s year end comprehensive annual financial report to the Governmental Financial Officers Association
for review as a candidate to receive the award for a Certificate of Achievement for Excellence in Financial
Reporting. The Division has received this prestigious award for eleven consecutive years and it is our intention
to seek this award every year in the future.

Budget Highlights

The Finance Division reorganized in 2008 as a result of having a new Finance Director and Assistant Finance
Director. These two new personnel along with the Senior Account Technician are able to handle the workload
and responsibilities that used take four County staff. Thus, the County Accountant position was eliminated in
2008.

To address the increasing amount of work associated with contract management from RFPs, negotiations, and
bidding and to take advantage of the grant opportunities available to fund County initiatives, the Finance
Division proposed to create a new contract and grant coordinator position in 2008. However, this position was
cut late in the budget process in 2008. We are not requesting the position in 2009, but hope that this position
will be considered in the future.




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I N V E S T M E N T S

Investments are controlled by the Investment Manager. A summary of the County’s investments as of
December 31, 2007 are listed below:

                                                                     Investment Maturities (in Years)
         Investment Type            Fair Value         Less than 1              1-5              6 - 10           More than 10
Certificates of Deposit           $      192,360   $                 -   $        96,400    $        95,960   $                  -
U.S. Agency Securities (a):
  Federal Home Loan Mtg Corp          16,834,942          5,708,745             6,751,156          268,958            4,106,083
  Federal Home Loan Bank              18,639,935          6,127,833            11,680,459          203,750              627,893
  Federal National Mtg Assn.          19,110,096         10,165,867             1,535,366        4,245,588            3,163,275
  Government National Mtg Assn.        1,778,724                  3                   -            977,996              800,725
  Small Business Administration          875,007                -                  36,405          333,186              505,416

Total Investments                 $   57,431,064   $     22,002,448      $     20,099,786   $    6,125,438    $       9,203,392


The projected revenue from interest is based on the expected cash balances for 2009 and the interest rate
environment for the same period.

The expected cash balances for 2008 and 2009 are expected to average $65 million as compared to $72 million
for 2007. The lower balances reflect the building projects currently underway along with a large number of
road projects. Funds for these projects are coming from a drawdown of the Year End Savings account and the
Highway bond issue for $11million that was completed in June 2008.

 Interest rates are significantly more difficult to predict since movements and changes are the result of multiple
economic and political events in the United States and around the world.

The American economy appears to be in the middle of a recession caused by the simultaneous occurrence of a
mortgage driven housing crisis which is taking housing values down by double digits, a doubling of oil prices in
the last 12 months and reduced consumer confidence. Policy makers are very concerned about potential
runaway inflation which is normally controlled by raising interest rates. Conversely, lower interest rates are
needed to stimulate the economy, and provide funds to help revive the housing sector. It is probable that the
recession will last into early 2009 before any recovery begins.

The 2008 budget for investment income was set at $3.2 million based on expected average cash balance for the
year of $65.0 million and projected average interest rate of 4.6% for 2008. As a result of lower interest rates
beginning in late 2007, it is projected that the 2008 investment income will be $2.7 million as compared to a
budget of $3.2 million.

The projected 2009 investment income prepared on July 7, 2008 is $2.2 million. The below charts provides the
basis for the interest rate assumption along with a trend perspective of past periods. In summary, the 2 year
and 5 year Treasury bills provide a benchmark comparison that can be used as a guide for expected investment
income in 2009. Market interest rates were range bound between 4.5% and 5.2% for 2006 and the first six
months of 2007 followed by a quick decline to 3.2% at year end 2007. Since then, interest rates have remained
flat and the plan budget for 2009 assumes that interest rates will not change through the end of 2009.




                                                                         162
                  2006         2007          2008            2008         2009
                  Actual       Actual        Budget          Update       Budget
Average Cash $71.3             $71.9         $65.0           $65.0        $65.0
Balance      million           million       million         million      million

County Yield 4.6%              7.1%          4.9%            4.1%         3.3%

2 yr Treasury     4.8%         4.5%          4.6%            2.5%         2.6%

5 yr Treasury     4.7%         4.4%          4.6%            3.2%         3.3%

Investment        $3.3         $5.1          $3.2            $2.7         $2.4
Income            Million      Million       Million         Million
                                                                          Million


S T A F F I N G   R E Q U E S T

The Finance Division does not have any additional staffing requests for 2009, although the following areas have
seen increased demand and have added challenges to the current Financial Services staff and need to be
addressed:

Contract Management - We have seen an increased amount of work associated with contract management
from RFPs, negotiations, bidding and contract database management. This increase is not only seen in the
amount of contracts processed by the County, but in the requests by other county staff to have further
information and to track the progress of individual contracts. In the future a centralized position should be
considered that would work closely with the various departments and provide professional assistance related to
contracts, request for proposals, bids and purchasing. This should create a more efficient process county-wide
as departmental employees, who individually work with these on a limited basis, do not have the knowledge or
time to prepare these documents to meet required specifications. Most other metro counties have recognized
the efficiency and effectiveness of having one person manage the various steps of the contract process. For
2008, a Contracts and Grants Coordinator was included in the County’s Budget, in part, to address this
situation. However, the position was cut late in the budget process.

Grant Management - Grants are currently being used to finance a significant portion of the County’s budget.
However, county staff believe that additional grants are not being pursued because of limited staff resources
available for grant procurement.

The goal of this process will be to maximize the County’s ability to obtain grants for high priority projects. The
2009 budget request includes additional professional services dollars to accomplish this objective. Eventually,
this process could evolve into a full time position similar to how the PMO office first used consultants to get
the PMO up and running before hiring full-time employees.




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Internal Audit – Changes in auditing standards now require local governments to establish documentation for
internal controls over significant areas affecting financial transactions. We feel we have established the
necessary internal controls and segregation of duties to minimize our risks, but agree that documenting in a
formal plan and continuing to monitor our internal control structure is necessary as we continue to grow. The
County’s Finance Department plans to develop an internal audit function to document, improve and randomly
test the county’s internal controls.

S O F T W A R E

Our division will continue to work with the Minnesota County Computer Cooperative (MCCC) to upgrade the
County’s financial systems. The Assistant Finance Director has been actively involved with the IFS rewrite
project. The project will convert the programming language of our financial system to an independent
windows-based platform. This will allow the software to operate on any server and provide a more functional
operational database as well as provide numerous enhancements to the existing system. We continually strive
to improve and use our electronic processing tools to make our division more efficient and to make it easier for
other divisions to access and use their accounting and budget data. Carver County’s Financial Services Division
has been selected as a Beta site to help test, implement and further develop the system. The implementation of
the new IFS system is planned is planned to begin in the 3rd quarter of 2008.

The Financial Services Division has also been working closely with Employee Relations in further creating
efficiencies between our two divisions. In 2009, the County plans on being the Beta site to help test, implement
and further develop the Optimum Solutions Windows version of their payroll/human resources software. We
are also in development stages of creating an electronic time entry sheet that will eliminate duplicate data entry
and potential keying errors.

The 2009 budget request includes an increase to the Data Processing Services line item in order to sufficiently
cover the additional licensing and user fees of the new payroll and IFS system rewrite.

C A P I T A L   E Q U I P M E N T     A N D   F U R N I T U R E

The division’s capital listing includes no requests.

C O N F E R E N C E       A N D   T R A I N I N G

The Division’s conference and training listing is as follows:

        MN GFOA Conference                             $2,200

        National GFOA Conference                       $3,100

        MCCC Annual Conference                         $1,250

        IFS, Year-end Training                         $1,250

        MACO                                           $400



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        Treasurer’s Mid-year Conf.                $750

2008 Major Accomplishments and Challenges

We are in the process of implementing the IFS rewrite project. The new software should improve
efficiency as well as provide additional functions, such as improved reporting to our staff and county
employers. We plan on holding internal training sessions to help managers and other users learn how to
use the new system.
With assistance from an actuary we were able to early implement the Governmental Accounting
Reporting Standards Statement #45. These new standards required changes in the reporting of post-
employment healthcare and other non-pension benefits. The County will have to report both the
expenditure the employer is paying for retirees currently using their other post-employment benefit plan
as well as an expense for what the current employees are earning and an annual portion of the previously
unrecognized expense. The annual OPEB cost is an estimated $1,024,377 per year. The County intends
to pre-fund the obligation and is developing a formal plan to accomplish this objective.



Major Objectives to be Accomplished in 2009

To continually maintain a strong accounting system and improve the Capital Improvement Planning and
budgeting methods and procedures. The accounting activity continues to increase at a rapid pace. Current and
future changes in software should allow us to keep up with expanding service needs. The Finance division’s
goal for 2009 is to achieve the same level of productivity and efficiency obtained in 2008 and prior. We intend
to keep our current award status for financial reporting by applying for the Government Finance Officers
Association Certificate of Achievement for Excellence in Financial Reporting and to continue to actively work
with MCCC to keep our financial systems software reliable and technically current.

We look forward to a continued strong relationship with the County Board and all County Divisions as the
coordinated effort is essential to the success of our Division.




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Full Time Employees (FTE)

                                     2008            2009                  2009
POSITIONS (FTE's)                   Actual         Requested             Approved
Accounting Technician                     1.00            1.00                  1.00
Accounting Technician, Sr.                1.00            1.00                  1.00
Assistant Finance Director                1.00            1.00                  1.00
Cash Management Coordinator               1.00            1.00                  1.00
Finance Director                          1.00            1.00                  1.00
Investment Manager                        0.50            0.50                  0.50
On-call Account Tech                      0.20            0.20                  0.20
Payroll Technician - Confidential         1.00            1.00                  1.00

TOTAL                                     6.70                6.70                     6.70




                                                 166
Finance Budget Recap
                                                            2009
                                   2007        2008       Approved       Dollar      Percent
            Category              Actual      Budget       Budget       Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties          77,772      90,000        90,000           -        0.00%
5100      Licenses & Permits              -           -             -           -        0.00%
5200-5400 Intergovernmental         468,012     310,000       480,000     170,000       54.84%
5500      Charges for Services        3,002       5,000         5,000           -        0.00%
5600      Fines & Forfeitures             -           -             -           -        0.00%
5700      Investment Earnings     4,841,189   3,200,000     2,400,000    (800,000)     -25.00%
5750      Gifts & Contributions           -           -             -           -        0.00%
5800-5900 Other Revenues                185          15             -         (15)    -100.00%
TOTAL REVENUES                    5,390,160   3,605,015     2,975,000    (630,015)     -17.48%
EXPENDITURES:

6000      Public Assistance              -            -            -            -        0.00%
6100      Personal Services        496,561      558,910      598,534       39,624        7.09%
6200-6300 Services & Charges       149,772      233,540      195,010      (38,530)     -16.50%
6400-6500 Material & Supplies       10,199       16,525       16,600           75        0.45%
6600      Capital Outlay                 -            -            -            -        0.00%
6700      Debt Services                  -            -            -            -        0.00%
6800      Other Expenses               113            -            -            -        0.00%
6900      Transfers                      -            -            -            -        0.00%
TOTAL EXPENDITURES                 656,645      808,975      810,144        1,169        0.14%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           4,733,515   2,796,040     2,164,856    (631,184)        -23%




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                          168
Property Records and Taxpayer Services
Division
Division Budget Summary
                                                                      2009
                                        2007          2008          Approved          Dollar        Percent
        Category                       Actual        Budget          Budget          Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              93,095        130,000           100,000        (30,000)     -23.08%
5100      Licenses & Permits            365,940        370,615           515,260        144,645       39.03%
5200-5400 Intergovernmental               8,028          6,500                 -         (6,500)    -100.00%
5500      Charges for Services        1,598,063      1,941,098         1,770,092       (171,006)      -8.81%
5600      Fines & Forfeitures                 -              -                 -              -        0.00%
5700      Investment Earnings             4,114          2,000             2,000              -        0.00%
5750      Gifts & Contributions               -              -                 -              -        0.00%
5800-5900 Other Revenue                   2,609          6,640             6,640              -        0.00%
TOTAL REVENUES                        2,071,849      2,456,853         2,393,992        (62,861)      -2.56%
EXPENDITURES:

6000      Public Assistance                   -              -                 -              -         0.00%
6100      Personal Services           2,254,868      2,717,563         2,946,599        229,036         8.43%
6200-6300 Services & Charges            496,504        398,071           283,224       (114,848)      -28.85%
6400-6500 Material & Supplies           239,345        187,455           100,466        (86,989)      -46.41%
6600      Capital Outlay                      -              -                 -              -         0.00%
6700      Debt Services                       -              -                 -              -         0.00%
6800      Other Expenses                      -              -                 -              -         0.00%
6900      Transfers                      (1,060)             -                 -              -         0.00%
TOTAL EXPENDITURES                    2,989,657      3,303,089         3,330,289         27,200         0.82%

RESERVES USED                                          400,000           100,000       (300,000)      -75.00%
                                                                                              -         0.00%
DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                (917,808)      (446,236)         (836,297)      (390,061)          87%
REVENUES & EXPENDITURES                                 (917,808)            (446,236)                (836,297)
Division Description

The Property Records & Taxpayer Services Division encompasses three departments; Taxpayer Services, Property
Assessment and Property Records. The individual departments that make up the division our discussed on the next




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G E N E R A L   F U N D         T A X P A Y E R   S E R V I C E S




                          170
Taxpayer Services
Department Budget Recap

                           2007             2008             2009             2009           %
                          Actual           Budget          Requested        Approved       Change

Revenue Total         $    778,131 $          846,553 $         887,192 $      1,037,192    22.5%

Expenditure Total     $ 1,432,749 $          1,777,989 $      1,877,066 $      1,855,271     4.3%

Tax Dollars Needed    $    654,618 $          931,436 $         989,874 $       818,079    -12.2%




Department Description

T A X P A Y E R      S E R V I C E S   -    A D M I N I S T R A T I O N



The Taxpayer Services office administers the major aspects of the property taxation
process. This involves calculating tax capacities of all parcels; calculating adjustments for
tax increment, fiscal disparities and power lines; calculating tax rates for each taxing
district; calculating proposed tax notices and coordinating the scheduling of proposed
taxation meetings; calculating final taxes due for tax statements. This department initiates
and processes all tax distributions to Carver County taxing districts.

Estimations of tax base are completed which assist taxing districts in the determining the
tax impact of their budgets.

The office also calculates abatements or additions to the tax roll; calculates and collects
delinquent tax; administers delinquent tax forfeiture process and distributes proceeds of
sale; processes taxpayer address changes; maintains special assessments certified for
collection. This department is a resource for all taxing districts, compiling numerous state
reports to ensure compliance and completing Auditor’s certificates used for bonding
purposes.

The office is responsible for maintaining the property tax files, which are used to generate
the tax and assessment rolls. The land records serve as the base for other land record
departments and provides data fed to GIS applications and our website. It processes all
legal instruments that convey land, such as warranty deeds, quit claim deeds, plats and
changes the abstract books and maps to reflect the process. It also is responsible for land
combinations; name changes; splits to property and the vacation of roads and
annexations. It is responsible for calculation and collection of mortgage registration tax
and deed tax. Certificates of real estate value are reviewed, accepted and are later imaged
for assessment and public use.




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G E N E R A L   F U N D                                   T A X P A Y E R   S E R V I C E S




The Taxpayer Services Manager serves as a member and recording secretary for the
County Board of Equalization. The office issues all beer, liquor, set-up, auctioneer,
dangerous dog and tobacco licenses in the townships and various cities within Carver
County.

This department recently assumed the Treasurer’s functions relating to collection of
current year property taxes as well as their role in deed processing. The settlement of tax
collections is also a function of this office.

The department handles Vital Statistics within the County. This consists of maintaining
the following records:
     •       Birth Certificates
     •       Death Certificates
     •       Marriage Certificates
     •       Marriage Licenses
     •       Notary Public Commissions
     •       Ordination Certificates


L I C E N S E   C E N T E R

The Taxpayer Services Manager is the Deputy Registrar of the Carver County License
Centers. The Centers handle motor vehicle transactions, driver licensing, game and fish,
and passport processing. Motor vehicle transactions include license plates, tabs, vehicle
transfers, new vehicle and out-of-state registrations, boat, snowmobile, all-terrain,
motorcycle and trailer licensing. Driver licensing includes new license, driver license
renewals, name and address changes, Minnesota identification cards and instruction
permits. Individual game and fish licenses are sold. Passport applications are accepted for
processing as well as passport photos taken.



E L E C T I O N S

The Elections Division administers the county functions of Federal, State and Local
elections. In Election years we train more than 400 City Clerks, Head Judges and
Election Judges. We are also responsible for the registration of voters; candidate filings;
ballot layout; electronic tabulation programming; absentee voting; Election Day signature
rosters; election supplies; election night results via phone and web; abstracts of votes;
maintaining voter history and administering county recounts.

All precinct election supplies are ordered and training and resource tools are composed
and provided to precincts. Service of election equipment is coordinated as well as
technical assistance provided as needed for both the hardware and software used to
tabulate votes. Candidate and office information are maintained to produce accurate
ballots. This information is further verified, ballot rotation applied and after extensive
research ballot orders are placed. During our public accuracy test workshops, city and
township staff members and their election judges create test ballots and log votes. Valid




                                            172
votes on test ballots are counted to ensure that hardware and software used to tabulate
votes are working accurately.

We serve as the main resource for judges on Election Day and for city, township and
school district clerks for not only the primary and general elections but for the many
special elections held throughout the year. We serve as the county-wide absentee precinct
for all absentee voters whether served in person or by mail.


Budget Highlights

A D M I N I S T R A T I O N




Budget now includes all expenses (old Auditor, Treasurer & Assessor) of the
county budgeted amount charged by MCCC (Obj.040-6263).

Budget contains all costs associated with the out sourcing of TNT and Tax
Statements (Obj.040-6415).
Budget now includes new Minnesota Official Marriage System software in the
Vital Statistics area (Obj. 045-6364)

Budget includes the purchase cost of a new taxation/assessment system
(Manatron). This is a directive from MCCC, our computer co operative (Obj.040-
6265).

The budget for 2009 and forward now includes the software agreements
previously in the Information Services budget, allowing us to accept credit card
and on line payments for property tax. (Obj. 040-6263)


Conference and Training (040-6332)
MN Assoc. of County Officers                   750
MN Assoc. of County Auditors                 1,600
Tax Training/Dept. of Revenue                1,500
MCCC Annual Conference                       1,500
Staff Training                               4,150
                                             9,500

L I C E N S E   C E N T E R



With the addition of a second License Center transaction counts will continue to
increase. The State of Minnesota is selling auto tabs online and in spite of their
on-line security issues, it continues to have an effect on the revenue generated at



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the License Center. The State has transferred responsibilities, such as direct entry
of transactions to local Deputy Registrar staff. This entry is very time consuming.

Conference and Training (055-6332)
MN Assoc. of County Officers                 450
Deputy Registrar Annual Meeting              600
Staff Training                               600
                                           1,650

E L E C T I O N S

It has been necessary for the Taxpayer Services office to continually increase the
time allocated towards the elections area. An Election Technician will actively
participate in all metro election meetings as well as communicating and attending
meetings held by the Secretary of State. A second clerk will also be assigned a
portion of the election duties. Federal HAVA legislation which requires new
and/or additional equipment has become extremely time consuming in our
training process as well as our role as a resource to cities, townships and schools. We
will continue to develop the elections web site for voter registration, election
information, absentee voting information and results.

Conference and Training (065-6332)
MN Assoc. of County Officers                 600
Sec. of State Election Training              600
Staff Training                               600
                                            1800

Major Objectives to be Accomplished in 2008

Administration

While our goals remain somewhat consistent our functions to attain these goals
continue to change. We continue to monitor the duties of our staff members to
ensure we are providing the needed services to our taxpayers but also to our
internal customers such as all other land departments who use our data. As many
changes are being made in the GIS applications we continue to work with that
department to ensure accuracy of our land records and ownership data which
serves as the base product. In this process, we recognize that some tasks could
become less time-consuming while other new tasks such as monitoring accuracy
and becoming more proactive to the ever-changing demands of our growing
county will continue via more complex and web-based demands.




                                         174
MCCC has selected a new vendor (Manatron) for our taxation/assessment
package. We are extremely excited about obtaining a new high quality product
which should fulfill not only our current needs but those anticipated in the future.
This change will result in a conversion of our current data to a new system.
Additionally, extensive testing and training of this product will be very
complicated and time consuming. This training is reflected in our conference and
training budget.

This department continues to be a resource to city, township, school and county
staff members as they attempt to determine their budgets. Tax base estimates as
well as general tax calculation questions continue to consume a large amount of
our time. We will continue to provide any assistance needed by the Cities and
Townships to address any tax law changes and the relationship they may have with
their levies. An understanding of how taxes are calculated within the taxing
districts is constantly available to all taxing districts.

Electronic recording of land documents is certainly in our future and the
reorganization of our county land records’ departments will promote this process.
We feel that ultimately the reorganization will coordinate and streamline
procedures.


L I C E N S E   C E N T E R

We continue to implement the use of personal computer programs in conjunction
with the daily reports required by the State of Minnesota. The installation of a
direct line link with State of Minnesota Motor Vehicle services has given us more
work than in the past, as we are now doing the entry that was the State’s
responsibility in the past. The expansion of the Chaska location as well as the new
location in Chanhassen will provide more efficient service to all taxpayers and
customers. We will continue to weigh the benefits of moving Vital Statistics to
the License Centers. While the hours of operation would benefit the public, we
may have issues with mandates from the Federal Government concerning the
issuance of Passports and Vital Statistics being housed in the same facility. We
continue to monitor the need for additional staff training to ensure our abilities to
identify fraudulent documents used to obtain driver’s licenses and/or passports.

E L E C T I O N S

The constant growth of Carver County as well as the sophistication and new
election equipment requirements has required the allocation of additional staff
time to this area. An Election Technician will actively participate in all metro
elections meetings as well as communicating and attending meetings held by the
Secretary of State. We will continue to develop the election portion of the county
web site. The HAVA (Help America Vote Act) involves many new




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responsibilities as we continue to assist entities making the necessary changes to
their polling places, equipment, procedures and obtaining the proper federal
funding to ensure compliance. We will continue to hold additional meetings and
training sessions to ensure a comfort level is maintained by city and township
clerks, as well as their staff members and election judges who will work with this
new equipment.




                                       176
Full Time Employees (FTE)

                                             2008         2009         2009
POSITIONS (FTE's)                           Actual      Requested    Approved
Property Records&Txpyr Srvc Div Dir              1.00         1.00          1.00
Taxpayer Services Manager                        1.00         1.00          1.00
Elections Clerk                                  1.00         1.00          1.00
Auditor's Clerk                                  3.00         3.00          3.00
Election Technician                              1.00         1.00          1.00
Land & Records Tech                              2.00         2.00          2.00
Tax Settlement Clerk                             1.00         1.00          1.00
License Center Supervisor                        2.00         2.00          2.00
License Clerk                                    9.60         9.60          9.60
Taxation Supervisor                              1.00         1.00          1.00
Tax Clerk                                        0.94         0.94          0.94
TOTAL                                           23.54        23.54         23.54




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G E N E R A L   F U N D                                               T A X P A Y E R   S E R V I C E S




Taxpayer Services Budget Form
                                                                   2009
                                   2007           2008           Approved         Dollar         Percent
                Category          Actual         Budget           Budget         Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties         93,095           130,000         100,000       (30,000)         -23.08%
5100      Licenses & Permits       365,940           370,615         515,260       144,645           39.03%
5200-5400 Intergovernmental          8,028             6,500               -        (6,500)        -100.00%
5500      Charges for Services     305,345           333,798         416,292        82,494           24.71%
5600      Fines & Forfeitures            -                 -               -             -            0.00%
5700      Investment Earnings        4,114             2,000           2,000             -            0.00%
5750      Gifts & Contributions          -                 -               -             -            0.00%
5800-5900 Other Revenue              1,609             3,640           3,640             -            0.00%
TOTAL REVENUES                     778,131           846,553       1,037,192       190,639           22.52%
EXPENDITURES:

6000      Public Assistance               -              -                 -             -            0.00%
6100      Personal Services       1,001,128      1,397,710         1,565,779       168,069           12.02%
6200-6300 Services & Charges        203,265        210,210           214,492         4,282            2.04%
6400-6500 Material & Supplies       228,356        170,069            75,000       (95,069)         -55.90%
6600      Capital Outlay                  -              -                 -             -            0.00%
6700      Debt Services                   -              -                 -             -            0.00%
6800      Other Expenses                  -              -                 -             -            0.00%
6900      Transfers                       -              -                 -             -            0.00%
TOTAL EXPENDITURES                1,432,749      1,777,989         1,855,271        77,282            4.35%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (654,618)         (931,436)      (818,079)      113,357                -12%




                                               178
Administration Budget Form
                                                             2009
                                   2007        2008        Approved        Dollar      Percent
            Category              Actual      Budget        Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties         93,095      130,000        100,000      (30,000)     -23.08%
5100      Licenses & Permits        19,608       17,660         17,660            -        0.00%
5200-5400 Intergovernmental              -            -              -            -        0.00%
5500      Charges for Services     103,487       60,400         99,000       38,600       63.91%
5600      Fines & Forfeitures            -            -              -            -        0.00%
5700      Investment Earnings            -            -              -            -        0.00%
5750      Gifts & Contributions          -            -              -            -        0.00%
5800-5900 Other Revenue                 86        3,640          3,640            -        0.00%
TOTAL REVENUES                     216,276      211,700        220,300        8,600        4.06%
EXPENDITURES:

6000      Public Assistance              -            -              -           -         0.00%
6100      Personal Services        667,420      733,791        802,855      69,064         9.41%
6200-6300 Services & Charges       134,427      127,415        122,917      (4,498)       -3.53%
6400-6500 Material & Supplies       44,439       46,620         46,800         180         0.39%
6600      Capital Outlay                 -            -              -           -         0.00%
6700      Debt Services                  -            -              -           -         0.00%
6800      Other Expenses                 -            -              -           -         0.00%
6900      Transfers                      -            -              -           -         0.00%
TOTAL EXPENDITURES                 846,286      907,826        972,572      64,746         7.13%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (630,010)    (696,126)      (752,272)     (56,146)          8%




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Election Budget Form
                                                                  2009
                                   2007          2008           Approved        Dollar         Percent
                Category          Actual        Budget           Budget        Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -                 -              -             -          0.00%
5100      Licenses & Permits         2,798               800              -          (800)      -100.00%
5200-5400 Intergovernmental          8,028             6,500              -        (6,500)      -100.00%
5500      Charges for Services           -                 -              -             -          0.00%
5600      Fines & Forfeitures            -                 -              -             -          0.00%
5700      Investment Earnings        4,114             2,000          2,000             -          0.00%
5750      Gifts & Contributions          -                 -              -             -          0.00%
5800-5900 Other Revenue              1,523                 -              -             -          0.00%
TOTAL REVENUES                      16,463             9,300          2,000        (7,300)       -78.49%
EXPENDITURES:

6000      Public Assistance              -                -               -            -            0.00%
6100      Personal Services         45,564          108,985         111,205        2,220            2.04%
6200-6300 Services & Charges         6,097           21,980          13,160       (8,820)         -40.13%
6400-6500 Material & Supplies      174,692          103,300           7,300      (96,000)         -92.93%
6600      Capital Outlay                 -                -               -            -            0.00%
6700      Debt Services                  -                -               -            -            0.00%
6800      Other Expenses                 -                -               -            -            0.00%
6900      Transfers                      -                -               -            -            0.00%
TOTAL EXPENDITURES                 226,353          234,265         131,665     (102,600)         -43.80%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (209,890)         (224,965)      (129,665)      95,300                 -42%




                                              180
License Center Budget Form
                                                                2009
                                   2007        2008           Approved       Dollar    Percent
            Category              Actual      Budget           Budget       Inc/Dec.   Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -              -          -      0.00%
5100      Licenses & Permits       334,909         348,155        493,600    145,445     41.78%
5200-5400 Intergovernmental              -               -              -          -      0.00%
5500      Charges for Services     161,201         261,544        305,438     43,894     16.78%
5600      Fines & Forfeitures            -               -              -          -      0.00%
5700      Investment Earnings            -               -              -          -      0.00%
5750      Gifts & Contributions          -               -              -          -      0.00%
5800-5900 Other Revenue                  -               -              -          -      0.00%
TOTAL REVENUES                     496,110         609,699        799,038    189,339     31.05%
EXPENDITURES:

6000      Public Assistance              -               -              -          -      0.00%
6100      Personal Services        288,144         554,934        651,719     96,785     17.44%
6200-6300 Services & Charges        62,133          59,815         76,415     16,600     27.75%
6400-6500 Material & Supplies        6,018          13,949         14,700        751      5.38%
6600      Capital Outlay                 -               -              -          -      0.00%
6700      Debt Services                  -               -              -          -      0.00%
6800      Other Expenses                 -               -              -          -      0.00%
6900      Transfers                      -               -              -          -      0.00%
TOTAL EXPENDITURES                 356,295         628,698        742,834    114,136     18.15%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            139,815         (18,999)        56,204     75,203       -396%




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Vital Statistics
                                                          2009
                                   2007       2008      Approved       Dollar        Percent
                Category          Actual     Budget      Budget       Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -          -            -               -       0.00%
5100      Licenses & Permits         8,625      4,000        4,000               -       0.00%
5200-5400 Intergovernmental              -          -            -               -       0.00%
5500      Charges for Services      40,657     11,854       11,854               -       0.00%
5600      Fines & Forfeitures            -          -            -               -       0.00%
5700      Investment Earnings            -          -            -               -       0.00%
5750      Gifts & Contributions          -          -            -               -       0.00%
5800-5900 Other Revenue                  -          -            -               -       0.00%
TOTAL REVENUES                      49,282     15,854       15,854               -       0.00%
EXPENDITURES:

6000      Public Assistance              -          -            -            -          0.00%
6100      Personal Services              -          -            -            -          0.00%
6200-6300 Services & Charges           608      1,000        2,000        1,000        100.00%
6400-6500 Material & Supplies        3,207      6,200        6,200            -          0.00%
6600      Capital Outlay                 -          -            -            -          0.00%
6700      Debt Services                  -          -            -            -          0.00%
6800      Other Expenses                 -          -            -            -          0.00%
6900      Transfers                      -          -            -            -          0.00%
TOTAL EXPENDITURES                   3,815      7,200        8,200        1,000         13.89%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             45,467      8,654        7,654       (1,000)          -12%




                                               182
Property Records
Department Budget Recap

                          2007          2008              2009              2009           %
                         Actual        Budget           Requested         Approved       Change

Revenue Total        $    882,060 $     1,200,000 $         900,000 $         920,000     -23.3%

Expenditure Total    $    680,156 $       571,398 $         665,465 $         540,329      -5.4%

Reserves Used                     $       400,000 $         100,000 $         100,000     -75.0%

Tax Dollars Needed   $   (201,904) $    (1,028,602) $       (334,535) $      (479,671)    53.4%

Department Description

The Recorder's office consists of two departments:

    1) Real estate records consisting of abstract property, torrens property;

    2) Records storage.

The Office is responsible for the accurate processing and maintenance of all
real estate records in the county. It is the historical record (going back to 1858)
of all land transactions in the county. The office is used by individual property
owners, lenders, attorneys, real estate firms, and title companies along with
other government offices.


Budget Highlights

ACCOUNT 6332 (CONFERENCE, PROFESSIONAL
MAINTENANCE)
The assistant county recorder and I will be attending several
conferences/training in 2009, MACO's conference in January or February,
County Recorder's conference in the summer, the E-Government conference in
September, and the Examiner of Titles training and land management training.




REVENUE



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R E V E N U E   F U N D                                           R E C O R D E R




Account 01-100-000-0000-5502 (County Recorder Fees) is estimated to be
$650,000. This is a decrease from last year and reflects the housing slump. I
am also anticipating the technology fund to be $250,000. This is also a
decrease from last year.

I would also like to point out that we pay to the State $10.50 per document
filed. Last year that amounted to $262,000 plus for the state doing nothing.

TECHNOLOGY FUND

This technology fund, established in the fee increase legislation of 2005 is “for
obtaining, maintaining, and updating current technology and equipment to
provide services from the record system. The funds shall be disbursed at the
county recorder’s discretion to provide modern information services from the
records system. The fund is a supplemental fund and shall not be construed to
diminish the duty of the county governing body to furnish funding for expenses
and personnel necessary in the performance of the duties of the office…”

The 2005 legislation also established new filing requirements as to processing
and returning the recorded documents back to our customers. It now requires
that the document be returned within 15 business days, however, by 2011 it
goes down to 10 business days for manually recorded documents and 5 days for
electronically documents.

In addition it establishes compliance reporting requirement for of %60 for
documents filed in 2007 (15 days) and increasing to 70% in 2008, 80% in 2009
and 90% in 2010 and thereafter.

In 2007 we were in compliance 85% of the time and in the first 4 months of
2008 we are 100%. I hope that we could accomplish these compliance dates
without having to add staff. At present, we are able to process up to an average
of 2000 documents a month with existing staff.

As I said in last years budget narrative, to help meet these objectives, and
control staff growth, we should be looking at electronic recording, optical
character recognition, and up front scanning of documents which would enable
us to electronically send a digital image of the document to other departments
instead of sending the original documents.

We have implemented most of these programs this year and hope to have them
all operational by the end of 2008.

I addition we have started to convert all of our old paper documents(back to
1858) and microfilm documents from 1988 to a digitized format. This will
allow us to have one access medium for use in the office and on the internet.



                                       184
This will also allow us to have a better disaster recovery system and save
storage space. The estimated cost for this project is $100,000 to $300,000 and
should be finished by the end of 2009.

Necessary funds to implement and finish all of the above would be drawn from
the technology fund.

LEGAL SERVICES AND SERVICE AGREEMENT ACCOUNTS:

Legal Services (Account 01-100-000-0000-6261) we pay to our Examiner of
Titles who is appointed by the District Court and sets the hourly fees. Over the
last few years the average has been $10,300. I would anticipate that this would
be close to the amount for 2009.

Service Agreements (Account 01-100-000-0000-6346) will increase with the
new software purchases. The average over the last three years was $7300.
With the new software purchases (Electronic Recording, Optical Character
Recognition, etc.) this budget item will increase to $25,000.

WEB ACCESS

At present we do not charge for access to our records from our web site. I
would recommend that we look into charging a fee for this service. This could
give us an additional revenue stream to help offset some of our increased costs
in the service agreements account.




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G E N E R A L   F U N D                P R O P E R T Y   A S S E S S M E N T




Full Time Employees (FTE)

                                  2008          2009             2009
POSITIONS (FTE's)                Actual       Requested        Approved
Asst Property Records Manager          1.00          1.00             1.00
Land Title Specialist                  7.00          7.00             5.00
Property Records Manager               1.00          1.00             1.00
Recorders Clerk                        0.60          0.60             0.00
TOTAL                                  9.60          9.60             7.00




                                186
Property Record’s Budget Recap
                                                                2009
                                   2007         2008          Approved       Dollar      Percent
            Category              Actual       Budget          Budget       Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -             -                -           -        0.00%
5100      Licenses & Permits             -             -                -           -        0.00%
5200-5400 Intergovernmental              -             -                -           -        0.00%
5500      Charges for Services     882,060     1,200,000          920,000    (280,000)     -23.33%
5600      Fines & Forfeitures            -             -                -           -        0.00%
5700      Investment Earnings            -             -                -           -        0.00%
5750      Gifts & Contributions          -             -                -           -        0.00%
5800-5900 Other Revenues                 -             -                -           -        0.00%
TOTAL REVENUES                     882,060     1,200,000          920,000    (280,000)     -23.33%
EXPENDITURES:

6000      Public Assistance              -                -             -           -        0.00%
6100      Personal Services        462,859          484,552       475,332      (9,220)      -1.90%
6200-6300 Services & Charges       211,254           74,680        52,831     (21,849)     -29.26%
6400-6500 Material & Supplies        7,103           12,166        12,166           -        0.00%
6600      Capital Outlay                 -                -             -           -        0.00%
6700      Debt Services                  -                -             -           -        0.00%
6800      Other Expenses                 -                -             -           -        0.00%
6900      Transfers                 (1,060)               -             -           -        0.00%
TOTAL EXPENDITURES                 680,156          571,398       540,329     (31,069)      -5.44%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            201,904          628,602       379,671    (248,931)        -40%




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                          188
Property Assessment
Department Budget Recap

                          2007         2008            2009            2009          %
                         Actual       Budget         Requested       Approved      Change

Revenue Total        $    411,658 $      410,300 $       436,800 $       436,800     6.5%

Expenditure Total    $    876,752 $      953,702 $       952,339 $       934,689     -2.0%

Tax Dollars Needed   $    465,094 $      543,402 $       515,539 $       497,889     -8.4%



Department Description

The Assessor's Department has the responsibility for the establishment of the tax base
for the County's property tax levy. The work of the Office is two-fold. The first phase
is to establish and defend an estimated market value for every individual property lying
within Carver County. The second phase is to convert the estimated market values
into a current tax base, upon which a tax rate is applied to generate the appropriate
property tax for each parcel.



Budget Highlights

This year, 2008, our office did the entire county assessment. By having the assessment
done within our office and utilizing our CAMA and GIS systems, has created a more
equitable assessment throughout the county. The office staff has become accustomed
to utilize both systems to develop more equitable market values. Each year we
continue to enhance our system which will reflect in our market values and any equity
issues within neighborhoods. Based on our efforts, the open book process and the
local board of review questions and appeals have been handled very diligently. Our
tax court petitions for this year are above average in number.

P E R S O N N E L

The Assessor’s staff continues to advance in their knowledge and work qualifications in
response to the complexity and difficulty of the tasks they perform. Members of this
department are utilizing the GIS components. The entire department has the ability
and training to utilize much of the mapping and calculating capabilities, which the
support staff is bringing on line. Our staff has not only been utilizing the GIS training
that has been made available but is also working with the GIS department for more




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advanced training that is unique to only the assessor’s office. Working with the GIS
department, we have been able to set up an assessor’s parcel file in GIS, which utilizes
our information on values, types of properties, sales, permits, and quintile work from
the CAMA system. The GIS department has also established a special assessor's file
that enables us to view aerial photos, different types of sales analysis, and viewing
documents stored in Stellent. This has assisted our department when reviewing
appeals for the local board of appeals and equalization. With this information and
technology, we have been able to compile information, sales, maps, and graphs to assist
in our assessment. The complex process and the availability of so much data, requires
a change in the work effort and expertise of the clerical as well as the appraisal staff in
this department. The work effort for all staff appraiser positions has been altered
dramatically with the acquisition of the scanning, imaging, detailed electronic storage
and generation capabilities. To better utilize these tools, all staff has received and will
continue to receive advanced training in computer operations.

Our appraisers are assigned a specific jurisdiction(s) in which they are responsible for
inspecting 20% of the properties for our mass appraisal quintile work as set forth by
statute, inspecting and valuing all new construction for that year, and the final
estimated market value and equalization within that jurisdiction on an annual basis.
New developments in Carver County have slowed down but with the new Highway
212 being opened this year, we believe new developments to follow. An appraiser
needs to be certified with the State Board of Minnesota Assessors, which requires 1
year experience and proper coursework. When hiring for an appraiser position we
have had very few applicants that have their certification. In the past we have had to
hire inexperienced appraisers that need to be trained and meet these qualifications.
The first year of their employment is more a learning and experience position. The
second year is a better understanding of what our annual timelines and workload
requirement and then the third year the appraisers are expected to be able to establish
and equalize the values in their jurisdictions. We currently have a full staff. We have
been capable of handling the workload of our department due to the technology of our
CAMA system and GIS.            The revenue generated by our contracts with each
jurisdiction is based on number of valuations that have been increasing every year with
the growth of the county and would offset a portion of our budget.

R E V E N U E




The anticipated revenue for the 2009 assessment should generate about $433,800. This
is a reflection of the normal growth in parcel count along with a recommended 5%
increase in rates. As the growth in the county continues, the revenue will also increase
for our office.




                                           190
E X P E N S E




6027:

$102 budgeted for license tabs for county vehicles.

6113:

There is nothing budgeted for 2009 in the Salaries-Overtime category. We are
continuing to use a flexible scheduling technique to accommodate both the appraisers
and the taxpayers. This has been quite successful in this department and we have been
able to cover more areas, view more properties, reduce the number of call-backs, and
eliminate a situation in which appraisers would exceed the comp-time accumulation,
and get paid overtime. There have been expressions of appreciation by taxpayers that
are quite impressed with the idea that staff appraisers are able to make early morning or
late day appointments to accommodate the property owner's working schedules.
County vehicles along with business cards for our appraisers have assisted in
identifying us as county employees. Also with the possibility of telecommunication, it
will make our scheduling even more flexible. Of course salaries are always the utmost
importance to staff and with the market study being completed should address this
issue.

6241:

The advertising and legal notice publication for the 2009 budget project has been
increased to $2,000. We are required by statute to advertise the homestead provisions,
and it must be circulated in the county paper. Since our appraisers get questioned quite
often as to why we are knocking on doors and asking people to let us see their property
without notice, we have decided to mail out postcards prior to our appraisers doing
their field inspections.

6242:

The budget amount for Membership and association dues will remain at $1725 to
accommodate for the license fee for our appraisers. As members, there is a lesser
charge for individuals as we take part in educational seminars or workshops. We are
quite satisfied with the information and support we receive through the memberships
we maintain.

6243:

Subscriptions remain $250. We have continued to subscribe to a couple of
publications while not being a member of the organization. The increased subscription
costs are offset by the membership dues, which are much greater.




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6263:

Data Processing Services are part of the tax & cama package we have under contract
through MCCC. The budget amount for tax data processing service was transferred to
the taxpayer service budget. In the past it had been split in thirds with our office and
the Auditor and Treasurer. It was decided since we are one division that it would be
budgeted in the taxpayer service budget. The CAMA package which will be separate
from the tax services this year will be a separate budget item. This budget item will
be$12,650. This includes our contract with the vendor and MCCC enhancement fund.
This line item will be budgeted at $12,650.

6265:

Software Licensing Fees is budgeted at $3,150. This is for our APEX licenses &
support which IS doesn’t maintain in their budget for our department.

6330:

Taxable meal reimbursement is at $104.

6331:

Since we have acquired 7 county vehicles, our mileage expenses will be routed under
other accounts. We will maintain a minimum amount for our mileage expense if
personal usage of a vehicle is necessary. Mileage expense budget $2,000.

6332:

The educational and training area has been given priority because of our effort for staff
to maintain their necessary educational credits for licensure. This item will increase to
$6,520 since our four-year cycle for CEU’s begins July 1, 2008. An item of utmost
importance is the educational base of our staff personnel. I think it is extremely
important that we continue to encourage and insist that staff avail themselves of
educational opportunities, which will enhance their work effort. This amount includes
approximate funding for the following items: 4 1-week sessions at $850 each; 4 8-hour
MAAO seminars at $175 each; 3 8-hour seminars at $250 each; 2
Commissioners/training sessions for County Assessor or Assistants at $610 each; and
the MCCC annual conference for 1 at $500. This totals $6,570.

6410:

Office supplies have been increased to $2,300. The increase is due to increases in
office supply costs.
6414:




                                          192
Office equipment is $0. We have reviewed the ergonomics of staff members, to assure
that the equipment (chairs, wrist rests, etc.) will help to prevent any physical discomfort
incurred while performing their assigned tasks. We have worked with Risk
Management on these projects to update our office equipment.

6453:

Reference books and library supplies will remain at $2,000. The last few years, we
have expanded this part of our unit to include much research and data sharing with
other metro assessors, area and regional documentation of different types of business
and industrial properties; hotels, motels, etc. This data is currently available to us
through the net, and there are charges as our share in the implementation costs. This
area has been acknowledged by the legislature as they passed a law, which expressly
provides for the assessors to exchange sales and income/expense data across district
boundaries in an effort at equalization of values. This also includes the cost for our
Marshall Swift Valuation which is utilized in our commercial/industrial valuation of
properties within the county.

6561:

Gas & maintenance expense for the county vehicles will be budgeted at $14,000.

6655:

Data processing software is budgeted at $0.

S U M M A R Y

The above budget as described totals $46,749.

As in years past, I would like to thank the County Commissioners and the
Administrator for their cooperation as we continue to make this department more
responsive to the public's needs. As Carver County continues to grow and develop, we
will continue to respond to the requests of the citizens of the community. I believe it is
in our best interests to react to this situation in a positive and assertive manner. Along
with this growth comes the problem of more precise and objective management of the
appraisal and taxing procedures. With the impact of many other external forces being
applied to property, the list of things to be considered in a value determination is also
growing. The property owners are becoming more astute, more knowledgeable and
more demanding. Continued cooperation among the departments within the county
system and from other levels of jurisdiction will assure our citizens of fair and equal
treatment, and fast and efficient action.




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2008 Major Accomplishments and Challenges

Our office has worked closely with the GIS Department to have an assessor specific
GIS application. This application includes having our quintile work on GIS mapping,
being able to do sales analysis for a neighborhood or within a buffer area. This has
assisted our department during board of appeals process by being able to be more
efficient and time saving. Our current GIS application is linked live to our CAMA files
so that our data is always current. GIS also has a link to Stellent so that we can have
access to view all the scanned information regarding a property. We have APEX for
our sketches and have converted our AS400 drawings to APEX also. This tool enables
the appraisers to sketch more efficiently and accurately and the drawings appear on our
field card with clearer definition. Also working with the IS department on our web site
and our business partners web site to enable outside companies access to our
information without having to travel to the government center and free our staff from
questions and phone calls.

Major Objectives to be Accomplished in 2009

    1. Provide fair and equitable estimates of property value.

    2. Continue to accumulate, revise and update data as we re-evaluate all properties
       in the county.

    3. Continue the policy and attitude that the more information we can provide to
       the general public the easier our work becomes.

    4. Expand on the public educational aspects of the department; continue with
       concepts such as GIS mapping; countywide assessment in which everything is
       assessed from the county office; up-grading staff by offering management
       expertise and educational opportunities

    5. Special effort to encourage staff members to continue to avail themselves of
       the training and experience required to fully utilize the information systems
       becoming available.

    6. Research technology field devices which will assist our appraisers during there
       quintile work.

    7. Working with IS to implement more information on the web site to assist the
       public or outside companies that utilize our information. The public can
       access information about properties along with applications, such as
       homestead information and applications. This has assisted our department
       with fewer phone calls and saved the public time from calling or coming into
       our office.




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Full Time Employees (FTE)

                             2008          2009          2009
POSITIONS (FTE's)           Actual       Requested     Approved
Appraiser II                      7.00          7.00           7.00
Assessor Clerk - SR               1.00          1.00           1.00
Assessor Technician               1.00          1.00           1.00
Assessor, Assistant               1.00          1.00           1.00
County Assessor                   1.00          1.00           1.00
Appraiser, Sr.                    1.00          1.00           1.00
TOTAL                            12.00         12.00          12.00




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Property Assessment Budget Form
                                                                    2009
                                   2007           2008            Approved            Dollar      Percent
                Category          Actual         Budget            Budget            Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -                    -              -        0.00%
5100      Licenses & Permits             -               -                    -              -        0.00%
5200-5400 Intergovernmental              -               -                    -              -        0.00%
5500      Charges for Services     410,658         407,300              433,800         26,500        6.51%
5600      Fines & Forfeitures            -               -                    -              -        0.00%
5700      Investment Earnings            -               -                    -              -        0.00%
5750      Gifts & Contributions          -               -                    -              -        0.00%
5800-5900 Other Revenues             1,000           3,000                3,000              -        0.00%
TOTAL REVENUES                     411,658         410,300              436,800         26,500        6.46%
EXPENDITURES:

6000      Public Assistance              -               -                    -              -       0.00%
6100      Personal Services        790,881         835,301              905,488         70,187       8.40%
6200-6300 Services & Charges        81,985         113,181               15,901        (97,280)    -85.95%
6400-6500 Material & Supplies        3,886           5,220               13,300          8,080     154.79%
6600      Capital Outlay                 -               -                    -              -       0.00%
6700      Debt Services                  -               -                    -              -       0.00%
6800      Other Expenses                 -               -                    -              -       0.00%
6900      Transfers                      -               -                    -              -       0.00%
TOTAL EXPENDITURES                 876,752         953,702              934,689        (19,013)     -1.99%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (465,094)        (543,402)           (497,889)        45,513          -8%




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Public Safety
Sheriff’s Office
Division Budget Recap

                          2007          2008              2009             2009          %
                         Actual        Budget           Requested        Approved      Change

Revenue Total        $   5,730,609 $    4,902,877 $        5,533,858 $     5,933,858    21.0%

Expenditure Total    $ 14,018,427 $    14,274,708 $       16,832,664 $    16,253,667    13.9%

Reserves Used                     $             -   $        25,000 $         25,000   100.0%

Tax Dollars Needed   $   8,287,818 $    9,371,831 $       11,273,806 $    10,294,809     9.8%


Division Description: Sheriff’s Office

Budget Highlights

Sheriff Byron ‘Bud’ Olson’s tenth year in the Office of the Sheriff continues to show
progress to the already established base of fiscal responsibility and management
accountability. The budget plans formulated for 2009 represent a continuation of
“reasonable, appropriate, and necessary” needs of an ever growing and developing
Public Safety Mission. All Administrative Staff that participate in the budget
development have adopted the basic motto, “is the expense generated based on a want
or a need?” The Sheriff’s Office has witnessed a continued increase demand for
services throughout the six Divisions that compose the Office. A basic barometer
used to document this increase is in “Calls for Service” and “Divisional Obligations”
involving the 89,000 citizens within the county. State statutory requirements mandate a
level of responses to services and obligations that ensure quality and quantity of
performance within acceptable standards. Sheriff Olson has recognized continued
growth in population and Calls for Service (CFS) as being the driving force for
supporting a professional Office of dedicated and well-trained employees. Public
Safety services are recognized as the stabilizing force for maintaining peace and safety
within the communities throughout the county. The Carver County Sheriff’s Office
provides this stability within their mission statement, “To serve everyone with respect and
dignity and to do so with honor, integrity and pride.”

In 2008 the Sheriff’s Office has 170.01 full time employees (FTE’s). These employees
offer law enforcement services to the 11 cities and 10 townships within the County. In
2009 we are requesting one new FTE to bring the 2009 complement to 171.01 FTE’s.




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Organizationally, the Sheriff’s Office has modeled itself on taxpayer accountability.
Directly under the Sheriff is the Chief Deputy who oversees the Commander of
Operations and the Commander of Jail/Administrative Services. The Commander of
Operations manages the 13 police contracts and the 88 sworn personnel. The
Commander of Jail/Administrative Services manages the Jail and Administrative
functions of the Office which include the 80.01 civilian personnel.

Six Divisional Heads are in place for the following Divisions: Administrative Services,
Jail Services, Communication Services, Patrol Services, Patrol Support and Operation
Services. The Divisions compliment one another and share responsibilities in issues of
a similar nature. Within each Division are Units that specialize in designated
assignments. These Units are identified by their assignment area and include: Records
Management, Finance/Accounting, Background Investigation, Restorative Practices,
Adult Detention, Juvenile Detention, Dispatch, Volunteer Services, Patrol, Community
Service Officers (CSO’s), Sheriff’s Emergency Response Team (SERT), Recreation
Services, Civil Process, Court Services, Bailiff, Transports, Training, Warrants,
Investigation and School Resources. Some Units are further divided into specialty
areas such as the Volunteer Services Unit which encompasses the Sheriff’s Reserve,
Mounted Posse, and the Recreation Services Unit which includes the Water, ATV and
Snowmobile Patrol, and Weights and Scales Section.

The Administrative Services Division includes the Administrative Support, Finance,
Backgrounds and Records Unit. Administrative Services staff receive visitor and
telephone inquires and track alarm ordinance violations. In 2007, they processed 2,188
alarm violations and invoiced them out respectively. Administrative Services staff also
process all Criminal Justice Information System (CJIS) requests which include gun
permits, day care, foster care, name change, solicitor and liquor license checks, etc.
The Background Investigator handles all requests for Office pre-employment and
countywide Liquor License Application backgrounds. The Financial Technician
processes 175+ time cards each pay period as well as assists other divisions in related
tracking of employee hours. 100+ vendor claims are processed weekly. The Records
unit has 1 Supervisor, 1 Lead and 4 Records Clerks. Primary duties are to coordinate
any and all documents generated by calls for service. The Records Management Unit
ensures that various records are processed, filed in an appropriate fashion and retrieved
when needed. Other duties include transcribing reports and statements, copying and
routing of reports, image scanning, processing records checks, citations and data entry
of records per Bureau of Criminal Apprehension (BCA) requirements. They assist
daily walk-in citizens with various requests. Calls for Service statistics are also
processed and sent to contracting communities.

The Sheriff is statutorily required to have the “charge and custody of the county jail.”
The Jail Services Division oversees the Carver County Jail which has a capacity of
111 inmates who are detained for a number of reasons. It also operates the Juvenile
Detention Center, which is an eight (8) day temporary holdover facility for males and
females. Both facilities are licensed and inspected by the Minnesota Department of




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Corrections and have received inspection ratings of 100% for the last eight years. Both
the juvenile and adult detention facilities generate revenue by boarding inmates from
federal, state and local jurisdictions.

The jail is currently experiencing a high amount of boarding revenue due to increased
demand for beds for Immigrations and Customs Enforcement (ICE). Based on our
projection for 2009 Inmate Boarding Revenues are expected to be $750,000. These
revenues help offset the cost to taxpayers of running the County jail.

The Communications Division operates the County’s only Public Safety Answering
Point (PSAP). Here all 9-1-1 calls are received and dispatched to the various public
safety and service units. Calls for service have increased by 15% in the past 5 years.
56,597 calls for service were dispatched in 2007. The county-wide 800 MHz radio
system is a national model and continues to accommodate the needs of the county.
This is a 24-hour day, seven day a week (24/7) operation.

The Patrol Services Division is the most visible part of the Sheriff’s Office. This
Division provides uniformed deputies throughout the county to respond to any call for
service or statutory requirement. The Carver County Sheriff’s Office is unique to other
county sheriff operations as it provides law enforcement contracting throughout the
county with the exception of the City of Chaska. We also provide resources to the
Chaska Police Department when requested. Ten (10) cities, three (3) townships and
three (3) school districts contract for services from the Sheriff’s Office. The Patrol
Services Division is responsible for general county wide patrol, local community
contract patrol, K-9 services, and the Sheriff’s Emergency Response Team (SERT).
The SERT team is composed of highly trained and motivated deputies who respond to
high risk situations, barricaded suspects and volatile situations.

The Patrol Support Division is responsible for providing Civil Process, Court
Security, Transports, Recreational Services, Warrants, Community Service Officers
(CSO’s), Volunteer Services and Office wide Training.

The Operation Services Division is responsible for providing Investigations, Crime
Scene Technicians and Evidence processing, Crime Lab support, Drug Investigations
through our partnership with the South West Metro Drug Task Force (SWMDTF),
School Resource Services, the Mounted Posse and a program consisting of a
Restorative Practices Specialist.

All Divisions within the Sheriff’s Office have regular contact with the public. The
difference is with the specialization they offer within their service area. The following
description will provide an explanation of some of the specialized services offered:

The Investigations Unit completes follow-up to incidents in which serious criminal
offenses have occurred. Included in their area of responsibility is the collection,
processing and retention of evidence; interviews and interrogations; surveillance;




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detailed examination of facts and finally, “connecting the dots.” Each case is labor
intensive and is supported by highly sophisticated equipment.

The Court Services Unit is responsible for tending to the business of the court. This
includes executing arrest warrants, court orders, forfeitures and sales of property and
the handgun carry law (the Minnesota Citizens Personal Protection Act). This unit also
provides court security with the bailiff program and transportation of inmates.

The School Resource Officer program involves the school districts of Chaska and
Waconia, along with the Carver-Scott Cooperative School located in Chaska.

The Recreation Services Unit has a complement of part-time deputies that assist in
Water Patrol, ATV and Snowmobile Patrol. Given the geography of Carver County,
these operations are necessary and they are a statutory obligation of the Sheriff. The
Dive Team responds to critical water incidents, while the Weights and Scales
enforcement aspect ensures compliance with seasonal road restrictions.

The Volunteer Services Unit include members of the Sheriff’s Reserve and Mounted
Posse. They offer their services for special events and assist the Sheriff’s Office in
situations where additional, non-sworn personnel are needed such as dignitary visits,
the Carver County Fair, Search and Rescue operations, public outreach etc. The
Mounted Posse consists of approximately 30 unpaid volunteers. Each of the Posse
members owns and maintains his/her own horse and vehicles used to transport them.
The Mounted Posse participates in a wide variety of activities in Carver County and is
called to assist other counties and jurisdictions with the approval of the Sheriff.

The Sheriff’s Office continues to be an active member of the Southwest Metro Drug
Task Force (SWMDTF). Carver County has two employees assigned to the
SWMDTF. The Task Force’s primary purpose is to combat illegal drug activity within
a local geographic area. The concentration of activity is related to the possession,
transportation, sale, and manufacture of dangerous drugs throughout the county.

The Employee Growth and Development Program (EGDP) continues to be a
successful inspiration of Sheriff Olson. Started in 1999, it has expanded to include
specific areas of specialty to encourage individuals to apply their interests and talents
where they may be used. The EGDP is a benefit to the individual employee as well as
to the Office. Appointments to EGDP positions are done annually, or when a
position opens, with input from the supervisory and line staff. One of the
inducements for recognizing special talents, given the complexity of the assignment, is
to offer them additional training and assignment pay for some EGDP positions.

In early 2004, the Sheriff’s Contract Policing Committee made five recommendations
to the Carver County Board of Commissioners which outlined the process and created
a vision for contract law enforcement services for 2005 and beyond. The
recommendations were adopted unanimously by the Board and their support
continues.



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The Contracting Communities continue to enhance their police protection plan using
town deputies. Contract deputies now make up 57% of all patrol deputies. Norwood
Young America (NYA) and Watertown were the first cities to contract with the
Sheriff’s Office for a full time “town deputy” for their respective cities in 2004. This
deputy normally works Monday-Friday days and handles the daily calls for service
along with a strong emphasis on community policies, establishing a good rapport with
the local businesses and citizens. Their work schedule is adjusted to allow for
attendance at council meetings or special events in the city. Four other contract
communities followed NYA and Watertown’s Town Deputy philosophy. Town
Deputies are currently in seven of the contracting entities; Chanhassen, Carver,
NYA/Cologne/Hamburg, Mayer/New Germany/Hollywood and Watertown Twsp,
Waconia, Watertown, and Victoria. These municipalities also provide work facilities
for the deputies. In partnership with the contracting communities, town deputies are
assigned a squad with graphics highlighting the partnership.

A New Regional Police Contracting Model
In 2008 Norwood Young America expanded it’s policing by partnering with Cologne
and Hamburg to fund additional deputies in a Regional Policing Model. Hollywood
and Watertown Township partnered with the cities of Mayer and New Germany to
fund a full time deputy and follow the Regional Policing Model in 2008 also.
Laketown Township continues to serve its citizens with contracted police services
based on the original Hourly Model.

Since the inception of the Sheriff’s Community Service Officer (CSO) program in May
2005, more communities are enlisting their services.        The CSO’s are non-sworn
personnel who are responsible for patrol and ordinance enforcement in Carver County
Parks, assisting patrol units with dog bites and vicious dog complaints, nuisance
complaints and doing contract work in local contract communities for animal control,
ordinance enforcement, park patrol and public assistance. They are authorized to
enforce local ordinances and issue citations for violations however are not authorized
to stop vehicles or to make arrests. While the CSO’s are supported by the county, over
80% of their funding comes from the contract communities.

As outlined above, the Carver County Sheriff’s Office has changed dramatically since
Sheriff Olson took office in 1999. The accomplishments have been many over the
past nine years and will continue to grow given the demands placed on our office.
Success in preparing for the future and reaching the goals set forth with continued
growth will only be realized through support from the county board, employees and
citizens.

To meet the challenges of providing continued, professional services to the county,
Sheriff Olson studied the 2% recommendation for the 2009 budget and designed a
plan to accommodate this guideline that would be fair and equitable to both the Office
and the needs of the county. The plan encompassed the input from the Office
employees with the goal of carefully scrutinizing those “needs” with the reality of the




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2% recommendation. Several internal meetings were held to analyze how to best meet
the 2% mandate. This was accomplished with the exception of $11,090 in overages for
Uniforms and Clothing, $27,125 for Materials and Supplies and an overage of $8,900
for Non-Capital Equipment for a total of $47,115.

The Uniforms & Equipment is related to a new labor contract, the Professional &
Technical Fees is for our contract with Scott County’s SCALE group for a lease of
their range and training facility. The Materials and Supplies overage is due to the price
of vehicle fuel and the Non-Capital costs will provide furniture and equipment for the
newly remodeled crime lab.

THE ADDITIONAL $47,115 BEING REQUESTED IS IN THE FOLLOWING
CATAGORIES:

Additional increases above the 2% maximum allowed are being requested in Services
categories 62XX – 63XX and in Materials and Supplies categories 64XX - 65XX for a
total of $47,115. Adjustments between the categories were made for anticipated
overages and the remaining is outlined in detail in sections 3 and 4 below.

1. REVENUES

The Sheriff’s staff took a concerted effort at projecting revenues for 2009. Revenues
projected show the Office taking in approximately $5.5 million, a 12.9% increase from
2008’s approved budget. The revenue collected comes from the police contracts,
detention bed rental, police state aid, 9-1-1 shared revenues along with grants and
contracts entered into by the Sheriff’s Office. Jail commissary revenue (approximately
$70,000) is generated from products sold directly to inmates within the jail with the
products evaluated each year as to their need and appeal. The Jail will receive an
estimated $880,000 from rental of beds. The largest revenue projected for 2009 is
approximately $3.5 million and comes from police contracting. The 2009 police
contracts are not yet completed and revenues could be higher. Also received are
revenues from the Minnesota Police State Aid. Last year’s police aid distribution
received was $493,100 of which $179,045 was returned to those municipalities
contracting for police service, thereby generating a net of $314,055 to the County.

2. PERSONNEL

    Request 1 New FTE Position Paid Through Inmate Boarding Revenue

Detention Deputy – 1 New FTE

The Sheriff is requesting one additional detention deputy to operate the County jail.
The jail currently uses four teams of six detention deputies, each working 12 hour shifts
to staff its operation 24/7/365. Three additional deputies work an overlapping power
shift, increasing the staffing level to seven during some time periods. To properly staff
our facility and provide for adequate shift relief we need seven detention deputies on



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each of the four teams. Adding one additional detention deputy and moving the 3
power shift deputies *(see below) to the teams working 12 hour shifts will provide for
this. We are seeing more inmates with mental health issues needing more intense
supervision and intervention by detention staff.

The jail recently signed a contract to hold McLeod County inmates which is guaranteed
to generate $160,600 in 2009. The Sheriff believes there is a sufficient revenue stream
from jail revenues to fund the cost of the added detention deputy.

                        *Request to Fund Additional Hours

The Sheriff requests to move 3 detention deputies from 80 hr pay periods to 84 hour
pay periods which is our current team schedule Doing this will facilitate moving each
of these three deputies from a power shift to a team that works 12 hour shifts. This
will increase the staffing per shift and have a beneficial impact on managing the
schedule.

              Request to Reallocate Currently Funded Deputy Time

  Deputy Sheriff – Convert 40 hours of part time deputy to 1 full time deputy

Deputy Sheriff - Recreation Services:
By State Statute 86B.105, the Sheriff is responsible for maintaining a water patrol
program, patrolling and maintaining the safety of those utilizing the water. Carver
County has 51 lakes and several waterways including the Minnesota and Crow
Rivers.

Additionally the Sheriff partners with the Carver County Parks Department to
ensure the safety and security of those using the 853 acres of county parks
including 9 miles of active trails and a 12 mile abandoned rail corridor. The
county park system annually has 251,000 user visits.

This position will provide a full time deputy dedicated to snowmobile, ATV, water
patrol and truck enforcement. The position duties include scheduling shifts,
completing boat & water inspections and permits, community relations details and
overseeing the CSO program. This includes responsibility for researching,
submitting, coordinating, documenting and facilitating all related grants. The
Recreation Services Deputy will also strengthen our partnership in the County
Parks as this deputy will be responsible for patrolling and educating the park users
and enforcement of violations within the parks.

The Sheriff has 120 hrs allocated for part time deputy use. This reallocation of 40 of
those hours to a full time position will reduce the Sheriff’s part time deputy allocation
to 80 hrs.




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OUT OF STATE TRAINING REQUESTS:
ADMINISTRATIVE SERVICES DIVISION
National Sheriff’s Association (NSA) Winter Conference, January 2009, in
Washington, DC. National Sheriff’s Association (NSA) Summer Conference, July
2009, location to be determined. Approximate cost of $4,000 would cover
registration, transportation, hotel and meals for both conferences. The NSA
allows top state law enforcement officials from around the United States the most
comprehensive, hands on, solutions-oriented educational experience in the law
enforcement industry. They feature more than 500 exhibits with cutting edge
technology that can change the way we think about public safety and law
enforcement and allows the opportunity to talk face-to-face with company
representatives, in addition to seeing products first hand on the exhibit floor.
Educational seminars and workshops provide opportunities for professional
development along with practical information for major issues facing law
enforcement today. Sheriff Olson is a past president of the Minnesota Sheriff’s
Association and has taken an active role in the NSA.

JAIL SERVICES DIVISION
American Jail Association (AJA) National Conference, May 2009, in Louisville, KY.
Approximate cost of $5,000 would cover registration, transportation, hotel and meals
for the conference for two Jail Administration staff. The conference allows the
attendees to view the corrections field on a national perspective and the opportunity to
attend valuable training not offered at the state level.

OPERATION SERVICES DIVISION
International Association for Identification Educational Seminars (IAI) - Louisville,
KY. Approximate cost of $2,000 would cover registration, transportation, hotel and
meals for one investigator. The IAI Educational Seminar is a once a year opportunity
that runs seven days and covers the entire spectrum of forensics. You need not attend
all seven days but rather agencies can customize the sessions according to their specific
program. Conference courses allow our IAI certified staff to meet the ongoing training
requirements to maintain their certifications.

Networked Computers Forensics Training – location to be determined. Special
training is required to complete forensic exams on networked computers. The
majority of these classes are on the east coast. As investigations involving computers
become more complex it is necessary to appropriately train investigators so their
actions meet the scrutiny of the court process. Approximate cost of $2,500 would
cover registration, transportation, hotel and meals for one investigator.

PATROL SUPPORT DIVISION
International Law Enforcement Educators Training Association (ILEETA)
Conference, April 2009, in Chicago, IL. Approximate cost of $1,500 would cover
registration, transportation, hotel and meals for one attendee. This international
conference is geared specifically to law enforcement trainers and coordinators and




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includes breakout sessions that cover a wide variety of topics such as range training,
budgeting, scenario-based training, use of force, departmental liability, cost saving
training, defensive tactics and more.

9-1-1 COMMUNICATIONS
Association of Public-Safety Communications Officials (APCO) Conference,
August 2009, in Las Vegas, NV. Approximate cost of $2,000 would cover
registration, transportation, hotel and meals for the Communication Services
Manager. APCO’s Annual Conference and Trade Show event is held annually in
August and is the world’s largest gathering of decision makers in the area of Public
Safety Communications.

The 5-day conference enables attendees to choose from more than 90+
comprehensive educational programs and professional speakers. Attendees learn
about public safety 9-1-1 products, dispatcher training opportunities and services
at the 1000+ Vendor Trade Show.

National Emergency Number Association (NENA) Conference, June 2009, in
Fort Worth, TX. Approximate cost of $2,500 would cover registration,
transportation, hotel and meals for the Communication Services Manager.
NENA’s Annual Conference and Trade Show is held annually in June and brings
together 9-1-1 center managers, directors, technology specialists and policy leaders
for training, education and dialogue. It attracts more than 2,000 attendees from
across the country uniquely focusing on Next Generation (NG) 9-1-1 issues.

In the 9-1-1 industry, NENA is widely recognized as the standard-setting
organization and its members are the experts in 9-1-1 telephony. The NENA
membership – the breadth and depth of its knowledge and the quality of its
leadership has made 9-1-1 successful. The 6-day conference includes expert
panels and educational sessions, an innovative exhibit hall, special networking
opportunities, and high quality keynote speakers.

NENA is an organization dedicated to saving lives through the improvement of 9-
1-1 services in North America and beyond.


Costs associated with the APCO & NENA conferences are eligible to be covered
by the 9-1-1 MN Shared Fees Revenue received by Carver County.


4. MATERIALS AND SUPPLIES

An increase in the 2009 category of Materials and Supplies (64XX-65XX) of 47,115 is
being requested. With adjustments between the categories the following net overages
were identified:




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01-201-201-0000-6457–UNIFORMS & CLOTHING
EXPENSE INCREASE OF $11,090.
The overage in Office wide uniforms and clothing is due largely to labor agreements
and employee movement. The past negotiation sessions included additional uniform
funds for employees. Treatment of Non-bargaining employees was also standardized
for uniforms. Employee turnover due to promotions, retirements, resignations and
new hires add to the uniform expense.

01-201-236-0000-6561–GASOLINE INCREASE OF $27,125.
Gasoline pricing varies considerably from year to year, but the prices have maintained a
steady overall upward trend. The Sheriff’s Office consumes an estimated 4,575 gallons
of gasoline each month, making the monthly total of fuel expense nearly $15,000 per
month. The Sheriff’s Office is taking steps in fleet deployment to enhance fuel
efficiencies thus minimizing fuel consumption, but the increases in gasoline prices have
been too dramatic to be resolved exclusively through fleet management. In 2009, the
Sheriff’s Office anticipates recapturing $95,000 from police contracting just for the cost
of gasoline.

01-201-239-0000-6480–NONCAPITALIZED                             EQUIPMENT
INCREASE OF $8,900.
This will fund a second workstation and forensic computer for the newly remodeled
and expanded crime lab office. This will provide a second computer to do forensic
exams on computers, cell phones and PDA’s. We have seen an increase in the number
of cases that require a forensic exam of these devices. These exams result in a
significant amount of information that is critical to determine if a crime has been
committed and the subsequent prosecution. We currently have one computer to do all
of the exams in the county. There are two deputies trained to do these forensic
computer exams.

5. CAPITAL OUTLAY

The equipment listed below is required to continue the operations of the Carver
County Sheriff’s Office. Only those items listed remain from the “originally proposed”
submitted requests. The items reflect a combination of new and/or replacement
equipment. Capital Outlay requests include the current year Capital Improvement
Program (CIP) requests. The Sheriff’s total capital request is $596,931. Of this
$318,000 is covered through contract and grant revenue, leaving $278,931 to be paid
with local taxes.

EQUIPMENT AND FURNITURE:

RECREATIONAL SERVICES – 01-201-231-1652-6660
  • 231-01 Snowmobile Purchase - $16,000 – The Sheriff’s Office owns and
    operates four snowmobiles which are used for county wide patrol,




                                           208
       education, enforcement and response to calls. Two of the machines are
       1992 models which are becoming unreliable and need to be replaced. This
       will purchase two new snowmobiles at $8,000 each.

RECREATIONAL SERVICES – 01-201-231-1653-6660
  • 231-07 ATV/Utility Vehicle - $10,000 – Currently the Sheriff’s Office
    has a 1991 Yamaha Big Bear ATV. We are in need of a utility vehicle
    which can carry additional equipment and passengers. The new vehicle
    will be similar to a golf cart style with side-by-side seats for driver and
    passenger and a pickup style bed for cargo, equipment or personnel. This
    vehicle will be useful for search & rescue operations, public events such as
    parades, fairs, dignitary visits, etc. It will be used to transport personnel,
    equipment and supplies to areas that are too far to walk and impractical or
    unable to be navigated by a full size vehicle.

JAIL – 01-201-235-0000-6660
   • 235-01 Paint - $10,000 - One of the reasons the Carver County Jail
       continues to be a safe and comfortable place for visitors from the public
       and other facilities is that paint upgrades and repairs are done in a timely
       fashion. Keeping good paint on the walls, door frames and floors requires
       the need for professionals to service our facility periodically. This project
       will be coordinated through Facilities. The $10,000 expense will be offset
       by 2009 jail revenues.

   •   235-02 Flooring - $15,000 – Since the opening of the Carver County Jail
       in 1995 flooring has been serviced yearly, but not replaced. Some floor
       tiles are coming loose or showing wear, creating potential safety and health
       hazards in addition to being unsightly. Replacement of the flooring started
       in 2007 and needs to continue throughout the next several years. The
       replacement flooring has a 20 year life expectancy. This project will be
       coordinated through Facilities. The $15,000 expense will be offset by 2009
       jail revenues.

PATROL – 01-201-236-0000-6670
  • 236-01 Vehicle Replacement - $344,000 – Purchase of 11 cars to provide
    adequate visual patrol functions with the jurisdictions that we contract for
    law enforcement services in addition to providing adequate countywide
    patrol. These units are required to respond to crimes, calls for service and
    other police functions.

       In addition to general patrol vehicles, costs include the replacement of
       three unmarked units for our Investigation Unit 1 pick-up for CSO’s and 1
       transport van for prisoners.




                                        209
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        In 2009 it is anticipated nearly 6 vehicles will be funded through our police
        contracting system, with about $125,000 in anticipated revenue specifically
        for vehicle purchase.

        Vehicles will be purchased from the dealerships awarded the State of
        Minnesota contract.

9-1-1 COMMUNICATIONS – 01-201-240-0000-6660
    • 240-11 Communications Center Expansion Project - $186,861 – the
       expansion of the existing 9-1-1 communications center includes a
       supervisory office and expanding from five operator positions to seven.
       The current infrastructure of the radio system does not allow for
       additional consoles. The cost for the infrastructure expansion is
       approximately $95,461. There is a cost to move two consoles to add two
       new operator positions at approximately $30,000. Additional software and
       equipment costs will be about $60,400 making up the total requested. 9-1-
       1 State Grant Revenues anticipated to be $168,000 will cover most of this
       project.

    •   240-12 PSAP UPS Battery Replacement - $5,500 – The Sheriff’s Public
        Safety Answering Point (PSAP) is supported by an Uninterrupted Power
        Supply (UPS) in case of an electrical outage. The batteries for this UPS
        need to be replaced every five years and will need replacement in 2009.
        The estimated cost to replace the systems 20 batteries is $5,500.

    240-13 CIS Pictometry software interface - $9,570 – Pictrometry software
    was purchased by Carver County GIS in 2008. Integrating Pictometry with
    the 9-1-1 Communications Center Computer Aided Dispatching (CAD)
    software will provide dispatchers an additional resource to visualize the
    location of calls received through their CAD software; thus using existing GIS
    layers and Pictometry imagery to make informed decisions for first responders.




                                        210
Full Time Employees

                                     2008          2009          2009
POSITIONS (FTE's)                   Actual       Requested     Approved
Adm Service Mgr                           1.00          1.00           1.00
Administrative Receptionist               1.00          1.00           1.00
Administrative Support Assistant          1.00          1.00           1.00
Asst. Jail Adm.                           1.00          1.00           1.00
Chief Deputy                              1.00          1.00           1.00
Civil Process Specialist                  1.00          1.00           1.00
Civilian Background Investigator          1.00          1.00           1.00
Commander                                 1.00          1.00           1.00
Communication Manager                     1.00          1.00           1.00
Community Service Officer                 2.11          2.11           2.11
County Sheriff                            1.00          1.00           1.00
Deputy Sheriff                           70.00         71.00          69.00
Deputy Sheriff PT                         3.00          2.00           3.00
Det. Deputy                              34.00         35.00          34.00
Det. Deputy PT                            0.50          0.50           0.50
Det. Sergeant                             5.00          5.00           5.00
Dispatch - 9-1-1                         13.00         13.00          13.00
Dispatch - 9-1-1 PT                       0.80          0.80           0.80
Evidence Tech                             1.00          0.00           0.00
Financial Technician                      1.00          1.00           1.00
Invest. Assist                            1.00          1.00           1.00
Commander of Jail & Admin Srvcs           1.00          1.00           1.00
Jail Recpt                                1.00          1.00           1.00
Lead Records Specialist                   1.00          1.00           1.00
Lieutenant                                3.00          3.00           3.00
Medical Unit Clerk                        0.50          0.50           0.50
On-call Clerical                          0.50          0.50           0.50
Patrol Sergeant                          11.00         11.00          11.00
Police Contract Assistant                 1.00          1.00           1.00
PSAP Superv                               2.00          2.00           2.00
Records Specialist                        4.00          4.00           4.00
Records Supervisor                        1.00          1.00           1.00
Restorative Practices Coordinator         0.60          0.60           0.60
TAC Officer                               1.00          1.00           1.00
Evidence / Civil Processing Tech.         0.00          1.00           1.00
Warrants Specialist                       1.00          1.00           1.00

TOTAL                                  170.01         171.01         169.01




                                          211
G E N E R A L   F U N D                                                  S H E R I F F ’ S   O F F I C E




Sheriff’s Office Budget Recap
                                                                2009
                                    2007         2008         Approved              Dollar            Percent
                Category           Actual       Budget         Budget              Inc/Dec.           Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -             -              -                     -              0.00%
5100      Licenses & Permits           9,100         4,500          4,500                     -              0.00%
5200-5400 Intergovernmental          996,494       922,877      1,019,689                96,812             10.49%
5500      Charges for Services     4,363,593     3,757,400      4,703,794               946,394             25.19%
5600      Fines & Forfeitures         46,144        10,500          5,510                (4,990)           -47.52%
5700      Investment Earnings              -             -              -                     -              0.00%
5750      Gifts & Contributions       33,707        17,000         10,000                (7,000)           -41.18%
5800-5900 Other Revenues             281,571       190,600        190,365                  (235)            -0.12%
TOTAL REVENUES                     5,730,609     4,902,877      5,933,858             1,030,981             21.03%
EXPENDITURES:

6000      Public Assistance                -             -              -                     -              0.00%
6100      Personal Services       11,835,331    11,673,991     13,867,106             2,193,115             18.79%
6200-6300 Services & Charges         468,695       908,431        811,192               (97,239)           -10.70%
6400-6500 Material & Supplies      1,014,428     1,072,036      1,037,948               (34,088)            -3.18%
6600      Capital Outlay             390,467       432,350        345,931               (86,419)           -19.99%
6700      Debt Services                    -             -              -                     -              0.00%
6800      Other Expenses             309,506       187,900        191,490                 3,590              1.91%
6900      Transfers                        -             -              -                     -              0.00%
TOTAL EXPENDITURES                14,018,427    14,274,708     16,253,667             1,978,959             13.86%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (8,287,818)   (9,371,831)    (10,319,809)            (947,978)              10%




                                                212
Administration Budget Recap
                                                            2009
                                   2007        2008       Approved       Dollar      Percent
            Category              Actual      Budget       Budget       Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -           -             -           -       0.00%
5100      Licenses & Permits          5,000       4,500         4,500           -       0.00%
5200-5400 Intergovernmental         540,065     434,000       442,680       8,680       2.00%
5500      Charges for Services    2,923,345   2,875,000     3,309,586     434,586      15.12%
5600      Fines & Forfeitures        34,859           -             -           -       0.00%
5700      Investment Earnings             -           -             -           -       0.00%
5750      Gifts & Contributions         750           -             -           -       0.00%
5800-5900 Other Revenues            165,497     101,200       101,610         410       0.41%
TOTAL REVENUES                    3,669,516   3,414,700     3,858,376     443,676      12.99%
EXPENDITURES:

6000      Public Assistance               -           -             -           -        0.00%
6100      Personal Services       1,136,763   1,109,881     1,090,132     (19,749)      -1.78%
6200-6300 Services & Charges        164,884     311,954       317,606       5,652        1.81%
6400-6500 Material & Supplies       141,665     175,291       179,822       4,531        2.58%
6600      Capital Outlay                  -           -             -           -        0.00%
6700      Debt Services                   -           -             -           -        0.00%
6800      Other Expenses            299,498     177,000       180,540       3,540        2.00%
6900      Transfers                       -           -             -           -        0.00%
TOTAL EXPENDITURES                1,742,810   1,774,126     1,768,100      (6,026)      -0.34%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           1,926,706   1,640,574     2,090,276     449,702         27%




                                              213
G E N E R A L    F U N D                                               S H E R I F F ’ S    O F F I C E




Civil Process Recap
                                                          2009
                                   2007       2008      Approved          Dollar           Percent
                Category          Actual     Budget      Budget          Inc/Dec.          Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -          -            -                -           0.00%
5100      Licenses & Permits             -          -            -                -           0.00%
5200-5400 Intergovernmental              -          -            -                -           0.00%
5500      Charges for Services      18,930     12,000       20,000            8,000          66.67%
5600      Fines & Forfeitures            -          -            -                -           0.00%
5700      Investment Earnings            -          -            -                -           0.00%
5750      Gifts & Contributions          -          -            -                -           0.00%
5800-5900 Other Revenues                 -          -            -                -           0.00%
TOTAL REVENUES                      18,930     12,000       20,000            8,000          66.67%
EXPENDITURES:

6000      Public Assistance              -          -            -               -             0.00%
6100      Personal Services          4,856          -      407,140         407,140             0.00%
6200-6300 Services & Charges             -        273          278               5             1.83%
6400-6500 Material & Supplies        9,275      2,242        2,187             (55)           -2.45%
6600      Capital Outlay                 -          -            -               -             0.00%
6700      Debt Services                  -          -            -               -             0.00%
6800      Other Expenses               190          -            -               -             0.00%
6900      Transfers                      -          -            -               -             0.00%
TOTAL EXPENDITURES                  14,321      2,515      409,605         407,090         16186.48%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES              4,609      9,485      (389,605)      (399,090)          -4208%




                                              214
Courts/Bailiff Recap
                                                                2009
                                   2007           2008        Approved        Dollar        Percent
            Category              Actual         Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -              -              -              -       0.00%
5100      Licenses & Permits               -              -              -              -       0.00%
5200-5400 Intergovernmental                -              -              -              -       0.00%
5500      Charges for Services             -              -              -              -       0.00%
5600      Fines & Forfeitures              -              -              -              -       0.00%
5700      Investment Earnings              -              -              -              -       0.00%
5750      Gifts & Contributions            -              -              -              -       0.00%
5800-5900 Other Revenues                   -              -              -              -       0.00%
TOTAL REVENUES                             -              -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance                -              -             -           -           0.00%
6100      Personal Services                -              -       344,769     344,769           0.00%
6200-6300 Services & Charges               -              -         3,625       3,625           0.00%
6400-6500 Material & Supplies              -              -         5,850       5,850           0.00%
6600      Capital Outlay                   -              -             -           -           0.00%
6700      Debt Services                    -              -             -           -           0.00%
6800      Other Expenses                   -              -             -           -           0.00%
6900      Transfers                        -              -             -           -           0.00%
TOTAL EXPENDITURES                         -              -       354,244     354,244           0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                    -              -      (354,244)   (354,244)             0%




                                               215
G E N E R A L    F U N D                                             S H E R I F F ’ S   O F F I C E




Explorer Post Recap
                                                            2009
                                   2007        2008       Approved        Dollar         Percent
                Category          Actual      Budget       Budget        Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -           -             -                -         0.00%
5100      Licenses & Permits             -           -             -                -         0.00%
5200-5400 Intergovernmental              -           -             -                -         0.00%
5500      Charges for Services           -           -             -                -         0.00%
5600      Fines & Forfeitures            -           -             -                -         0.00%
5700      Investment Earnings            -           -             -                -         0.00%
5750      Gifts & Contributions          -           -             -                -         0.00%
5800-5900 Other Revenues             6,660       1,000         1,000                -         0.00%
TOTAL REVENUES                       6,660       1,000         1,000                -         0.00%
EXPENDITURES:

6000      Public Assistance              -           -             -              -           0.00%
6100      Personal Services              -           -             -              -           0.00%
6200-6300 Services & Charges         2,665       1,800         2,200            400          22.22%
6400-6500 Material & Supplies        4,756       3,035         2,696           (339)        -11.17%
6600      Capital Outlay                 -           -             -              -           0.00%
6700      Debt Services                  -           -             -              -           0.00%
6800      Other Expenses                 -           -             -              -           0.00%
6900      Transfers                      -           -             -              -           0.00%
TOTAL EXPENDITURES                   7,421       4,835         4,896             61           1.26%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES               (761)     (3,835)        (3,896)          (61)             2%




                                              216
Sheriff Reserves Budget Recap
                                                                 2009
                                   2007          2008          Approved        Dollar      Percent
            Category              Actual        Budget          Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -             -              -             -        0.00%
5100      Licenses & Permits               -             -              -             -        0.00%
5200-5400 Intergovernmental                -             -              -             -        0.00%
5500      Charges for Services             -             -              -             -        0.00%
5600      Fines & Forfeitures              -             -              -             -        0.00%
5700      Investment Earnings              -             -              -             -        0.00%
5750      Gifts & Contributions            -             -              -             -        0.00%
5800-5900 Other Revenues                   -           750            500          (250)     -33.33%
TOTAL REVENUES                             -           750            500          (250)     -33.33%
EXPENDITURES:

6000      Public Assistance              -               -              -            -        0.00%
6100      Personal Services              -               -              -            -        0.00%
6200-6300 Services & Charges           249             797            813           16        2.01%
6400-6500 Material & Supplies        1,830           3,360          4,427        1,067       31.76%
6600      Capital Outlay                 -               -              -            -        0.00%
6700      Debt Services                  -               -              -            -        0.00%
6800      Other Expenses                 -               -              -            -        0.00%
6900      Transfers                      -               -              -            -        0.00%
TOTAL EXPENDITURES                   2,079           4,157          5,240        1,083       26.05%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             (2,079)          (3,407)        (4,740)      (1,333)        39%




                                               217
G E N E R A L   F U N D                                             S H E R I F F ’ S   O F F I C E




Sheriff Mounted Posse Budget Recap
                                                                 2009
                                   2007          2008          Approved         Dollar          Percent
                Category          Actual        Budget          Budget         Inc/Dec.         Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -              -                  -            0.00%
5100      Licenses & Permits             -               -              -                  -            0.00%
5200-5400 Intergovernmental              -               -              -                  -            0.00%
5500      Charges for Services           -               -              -                  -            0.00%
5600      Fines & Forfeitures            -               -              -                  -            0.00%
5700      Investment Earnings            -               -              -                  -            0.00%
5750      Gifts & Contributions      1,748           1,000          1,000                  -            0.00%
5800-5900 Other Revenues                 -           1,200          1,000               (200)         -16.67%
TOTAL REVENUES                       1,748           2,200          2,000               (200)          -9.09%
EXPENDITURES:

6000      Public Assistance              -               -              -               -               0.00%
6100      Personal Services              -               -              -               -               0.00%
6200-6300 Services & Charges         4,171           4,715          4,734              19               0.40%
6400-6500 Material & Supplies          949           9,468          3,657          (5,811)            -61.38%
6600      Capital Outlay                 -               -              -               -               0.00%
6700      Debt Services                  -               -              -               -               0.00%
6800      Other Expenses                 -               -              -               -               0.00%
6900      Transfers                      -               -              -               -               0.00%
TOTAL EXPENDITURES                   5,120          14,183          8,391          (5,792)            -40.84%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             (3,372)         (11,983)        (6,391)         5,592               -47%




                                              218
Recreational Services Budget Recap
                                                                2009
                                   2007          2008         Approved      Dollar      Percent
            Category              Actual        Budget         Budget      Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -             -          -        0.00%
5100      Licenses & Permits             -               -             -          -        0.00%
5200-5400 Intergovernmental         42,470          29,000        44,000     15,000       51.72%
5500      Charges for Services           -               -             -          -        0.00%
5600      Fines & Forfeitures            -               -             -          -        0.00%
5700      Investment Earnings            -               -             -          -        0.00%
5750      Gifts & Contributions     17,500               -             -          -        0.00%
5800-5900 Other Revenues                 -               -             -          -        0.00%
TOTAL REVENUES                      59,970          29,000        44,000     15,000       51.72%
EXPENDITURES:

6000      Public Assistance              -               -             -           -        0.00%
6100      Personal Services         64,131               -             -           -        0.00%
6200-6300 Services & Charges         9,659          10,878        11,561         683        6.28%
6400-6500 Material & Supplies       28,548          16,425        18,703       2,278       13.87%
6600      Capital Outlay            11,141          10,500             -     (10,500)    -100.00%
6700      Debt Services                  -               -             -           -        0.00%
6800      Other Expenses                 -               -             -           -        0.00%
6900      Transfers                      -               -             -           -        0.00%
TOTAL EXPENDITURES                 113,479          37,803        30,264      (7,539)     -19.94%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (53,509)         (8,803)       13,736     22,539         -256%




                                              219
G E N E R A L   F U N D                                             S H E R I F F ’ S   O F F I C E




Restorative Practices Recap
                                                                2009
                                   2007         2008          Approved         Dollar          Percent
                Category          Actual       Budget          Budget         Inc/Dec.         Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -             -               -            0.00%
5100      Licenses & Permits             -               -             -               -            0.00%
5200-5400 Intergovernmental         11,833          20,000        12,445          (7,555)         -37.78%
5500      Charges for Services           -               -             -               -            0.00%
5600      Fines & Forfeitures            -               -             -               -            0.00%
5700      Investment Earnings            -               -             -               -            0.00%
5750      Gifts & Contributions          -               -             -               -            0.00%
5800-5900 Other Revenues                50               -             -               -            0.00%
TOTAL REVENUES                      11,883          20,000        12,445          (7,555)         -37.78%
EXPENDITURES:

6000      Public Assistance              -               -             -               -              0.00%
6100      Personal Services         21,932          27,459        30,008           2,549              9.28%
6200-6300 Services & Charges             -               -             -               -              0.00%
6400-6500 Material & Supplies          120               -             -               -              0.00%
6600      Capital Outlay                 -               -             -               -              0.00%
6700      Debt Services                  -               -             -               -              0.00%
6800      Other Expenses                50               -             -               -              0.00%
6900      Transfers                      -               -             -               -              0.00%
TOTAL EXPENDITURES                  22,102          27,459        30,008           2,549              9.28%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (10,219)         (7,459)       (17,563)       (10,104)             135%




                                              220
Drug Enforcement Budget Recap
                                                              2009
                                   2007         2008        Approved        Dollar      Percent
            Category              Actual       Budget        Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -              -              -           -        0.00%
5100      Licenses & Permits             -              -              -           -        0.00%
5200-5400 Intergovernmental              -              -              -           -        0.00%
5500      Charges for Services           -              -              -           -        0.00%
5600      Fines & Forfeitures       10,660         10,000              -     (10,000)    -100.00%
5700      Investment Earnings            -              -              -           -        0.00%
5750      Gifts & Contributions          -              -              -           -        0.00%
5800-5900 Other Revenues                 -              -              -           -        0.00%
TOTAL REVENUES                      10,660         10,000              -     (10,000)    -100.00%
EXPENDITURES:

6000      Public Assistance              -              -              -           -        0.00%
6100      Personal Services              -              -              -           -        0.00%
6200-6300 Services & Charges             -              -              -           -        0.00%
6400-6500 Material & Supplies            -              -              -           -        0.00%
6600      Capital Outlay                 -              -              -           -        0.00%
6700      Debt Services                  -              -              -           -        0.00%
6800      Other Expenses             8,400          8,400              -      (8,400)    -100.00%
6900      Transfers                      -              -              -           -        0.00%
TOTAL EXPENDITURES                   8,400          8,400              -      (8,400)    -100.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES              2,260          1,600              -      (1,600)       -100%




                                             221
G E N E R A L   F U N D                                            S H E R I F F ’ S   O F F I C E




Commissary - Jail Programs Recap
                                                              2009
                                   2007        2008         Approved         Dollar          Percent
                Category          Actual      Budget         Budget         Inc/Dec.         Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -              -            -                  -            0.00%
5100      Licenses & Permits             -              -            -                  -            0.00%
5200-5400 Intergovernmental              -              -            -                  -            0.00%
5500      Charges for Services           -              -            -                  -            0.00%
5600      Fines & Forfeitures            -              -            -                  -            0.00%
5700      Investment Earnings            -              -            -                  -            0.00%
5750      Gifts & Contributions          -              -            -                  -            0.00%
5800-5900 Other Revenues            79,571         70,000       70,000                  -            0.00%
TOTAL REVENUES                      79,571         70,000       70,000                  -            0.00%
EXPENDITURES:

6000      Public Assistance              -              -            -              -            0.00%
6100      Personal Services              -              -      248,256        248,256            0.00%
6200-6300 Services & Charges         4,667          6,263        6,473            210            3.35%
6400-6500 Material & Supplies       68,928         51,192       53,696          2,504            4.89%
6600      Capital Outlay                 -              -            -              -            0.00%
6700      Debt Services                  -              -            -              -            0.00%
6800      Other Expenses                 -              -            -              -            0.00%
6900      Transfers                      -              -            -              -            0.00%
TOTAL EXPENDITURES                  73,595         57,455      308,425        250,970          436.81%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES              5,976         12,545      (238,425)     (250,970)          -2001%




                                             222
Jail Operations Budget Recap
                                                                  2009
                                    2007           2008         Approved        Dollar      Percent
            Category               Actual         Budget         Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -                 -             -            -       0.00%
5100      Licenses & Permits              -                 -             -            -       0.00%
5200-5400 Intergovernmental           5,430            91,800        91,750          (50)     -0.05%
5500      Charges for Services    1,375,944           840,000     1,335,800      495,800      59.02%
5600      Fines & Forfeitures             -                 -             -            -       0.00%
5700      Investment Earnings             -                 -             -            -       0.00%
5750      Gifts & Contributions           -                 -             -            -       0.00%
5800-5900 Other Revenues             19,446            13,250        13,515          265       2.00%
TOTAL REVENUES                    1,400,820           945,050     1,441,065      496,015      52.49%
EXPENDITURES:

6000      Public Assistance               -               -               -            -        0.00%
6100      Personal Services       3,841,351       3,648,566       3,434,141     (214,425)      -5.88%
6200-6300 Services & Charges         59,938         105,512         104,537         (975)      -0.92%
6400-6500 Material & Supplies       354,010         424,471         369,481      (54,990)     -12.95%
6600      Capital Outlay              7,044          57,000               -      (57,000)    -100.00%
6700      Debt Services                   -               -               -            -        0.00%
6800      Other Expenses              1,343           2,500           2,550           50        2.00%
6900      Transfers                       -               -               -            -        0.00%
TOTAL EXPENDITURES                4,263,686       4,238,049       3,910,709     (327,340)      -7.72%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (2,862,866)     (3,292,999)    (2,469,644)     823,355         -25%




                                                223
G E N E R A L   F U N D                                             S H E R I F F ’ S   O F F I C E




Patrol, Shop & Vehicles Budget Recap
                                                                 2009
                                    2007           2008        Approved         Dollar           Percent
                Category           Actual         Budget        Budget         Inc/Dec.          Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -               -             -                 -            0.00%
5100      Licenses & Permits              -               -             -                 -            0.00%
5200-5400 Intergovernmental           4,370               -             -                 -            0.00%
5500      Charges for Services            -               -             -                 -            0.00%
5600      Fines & Forfeitures             -               -             -                 -            0.00%
5700      Investment Earnings             -               -             -                 -            0.00%
5750      Gifts & Contributions           -               -             -                 -            0.00%
5800-5900 Other Revenues              4,021           2,000         2,040                40            2.00%
TOTAL REVENUES                        8,391           2,000         2,040                40            2.00%
EXPENDITURES:

6000      Public Assistance               -               -              -              -               0.00%
6100      Personal Services       4,254,047       4,023,146      5,251,632      1,228,486              30.54%
6200-6300 Services & Charges         20,719          16,301         21,227          4,926              30.22%
6400-6500 Material & Supplies       265,645         279,838        294,680         14,842               5.30%
6600      Capital Outlay            326,452         345,900        144,000       (201,900)            -58.37%
6700      Debt Services                   -               -              -              -               0.00%
6800      Other Expenses                  -               -              -              -               0.00%
6900      Transfers                       -               -              -              -               0.00%
TOTAL EXPENDITURES                4,866,863       4,665,185      5,711,539      1,046,354              22.43%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (4,858,472)    (4,663,185)    (5,709,499)    (1,046,314)               22%




                                                224
ATOD Budget Recap
                                                              2009
                                   2007        2008         Approved        Dollar        Percent
            Category              Actual      Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -              -            -             -          0.00%
5100      Licenses & Permits             -              -            -             -          0.00%
5200-5400 Intergovernmental              -              -            -             -          0.00%
5500      Charges for Services           -              -            -             -          0.00%
5600      Fines & Forfeitures            -              -            -             -          0.00%
5700      Investment Earnings            -              -            -             -          0.00%
5750      Gifts & Contributions     12,709         15,000        8,000        (7,000)       -46.67%
5800-5900 Other Revenues                 -              -            -             -          0.00%
TOTAL REVENUES                      12,709         15,000        8,000        (7,000)       -46.67%
EXPENDITURES:

6000      Public Assistance              -              -              -              -       0.00%
6100      Personal Services              -              -              -              -       0.00%
6200-6300 Services & Charges             -              -              -              -       0.00%
6400-6500 Material & Supplies        1,837              -              -              -       0.00%
6600      Capital Outlay                 -              -              -              -       0.00%
6700      Debt Services                  -              -              -              -       0.00%
6800      Other Expenses                 -              -              -              -       0.00%
6900      Transfers                      -              -              -              -       0.00%
TOTAL EXPENDITURES                   1,837              -              -              -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             10,872         15,000        8,000        (7,000)          -47%




                                             225
G E N E R A L   F U N D                                              S H E R I F F ’ S   O F F I C E




Investigation Budget Recap
                                                                  2009
                                    2007           2008         Approved          Dollar           Percent
                Category           Actual         Budget         Budget          Inc/Dec.          Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -               -              -                   -        0.00%
5100      Licenses & Permits              -               -              -                   -        0.00%
5200-5400 Intergovernmental               -               -              -                   -        0.00%
5500      Charges for Services            -             400            408                   8        2.00%
5600      Fines & Forfeitures           625             500          5,510               5,010     1002.00%
5700      Investment Earnings             -               -              -                   -        0.00%
5750      Gifts & Contributions           -               -              -                   -        0.00%
5800-5900 Other Revenues                773           1,200            700                (500)     -41.67%
TOTAL REVENUES                        1,398           2,100          6,618               4,518      215.14%
EXPENDITURES:

6000      Public Assistance               -               -               -               -               0.00%
6100      Personal Services       1,184,715       1,546,683       1,470,335         (76,348)             -4.94%
6200-6300 Services & Charges         13,950          21,008          22,448           1,440               6.85%
6400-6500 Material & Supplies        15,882          25,256          34,661           9,405              37.24%
6600      Capital Outlay              6,097          12,950               -         (12,950)           -100.00%
6700      Debt Services                   -               -               -               -               0.00%
6800      Other Expenses                 25               -           8,400           8,400               0.00%
6900      Transfers                       -               -               -               -               0.00%
TOTAL EXPENDITURES                1,220,669       1,605,897       1,535,844         (70,053)             -4.36%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (1,219,271)     (1,603,797)    (1,529,226)         74,571                -5%




                                                226
911/Communications Budget Recap
                                                                  2009
                                    2007          2008          Approved        Dollar        Percent
            Category               Actual        Budget          Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -                 -             -               -       0.00%
5100      Licenses & Permits          4,100                 -             -               -       0.00%
5200-5400 Intergovernmental         165,818           168,000       168,000               -       0.00%
5500      Charges for Services            -                 -             -               -       0.00%
5600      Fines & Forfeitures             -                 -             -               -       0.00%
5700      Investment Earnings             -                 -             -               -       0.00%
5750      Gifts & Contributions           -                 -             -               -       0.00%
5800-5900 Other Revenues              5,090                 -             -               -       0.00%
TOTAL REVENUES                      175,008           168,000       168,000               -       0.00%
EXPENDITURES:

6000      Public Assistance               -              -                -            -         0.00%
6100      Personal Services       1,029,225      1,007,440        1,250,824      243,384        24.16%
6200-6300 Services & Charges        187,191        427,597          314,331     (113,266)      -26.49%
6400-6500 Material & Supplies       118,354         77,190           63,734      (13,456)      -17.43%
6600      Capital Outlay             39,733          6,000          201,931      195,931      3265.52%
6700      Debt Services                   -              -                -            -         0.00%
6800      Other Expenses                  -              -                -            -         0.00%
6900      Transfers                       -              -                -            -         0.00%
TOTAL EXPENDITURES                1,374,503      1,518,227        1,830,820      312,593        20.59%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (1,199,495)    (1,350,227)     (1,662,820)    (312,593)          23%




                                                227
G E N E R A L   F U N D                                             S H E R I F F ’ S    O F F I C E




School Safety Education Budget Recap
                                                                2009
                                   2007         2008          Approved        Dollar           Percent
                Category          Actual       Budget          Budget        Inc/Dec.          Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -              -              -                  -            0.00%
5100      Licenses & Permits             -              -              -                  -            0.00%
5200-5400 Intergovernmental              -              -              -                  -            0.00%
5500      Charges for Services           -              -              -                  -            0.00%
5600      Fines & Forfeitures            -              -              -                  -            0.00%
5700      Investment Earnings            -              -              -                  -            0.00%
5750      Gifts & Contributions      1,000          1,000          1,000                  -            0.00%
5800-5900 Other Revenues                 -              -              -                  -            0.00%
TOTAL REVENUES                       1,000          1,000          1,000                  -            0.00%
EXPENDITURES:

6000      Public Assistance              -              -              -                 -             0.00%
6100      Personal Services              -              -              -                 -             0.00%
6200-6300 Services & Charges           602            200            204                 4             2.00%
6400-6500 Material & Supplies        2,295          2,000          2,040                40             2.00%
6600      Capital Outlay                 -              -              -                 -             0.00%
6700      Debt Services                  -              -              -                 -             0.00%
6800      Other Expenses                 -              -              -                 -             0.00%
6900      Transfers                      -              -              -                 -             0.00%
TOTAL EXPENDITURES                   2,897          2,200          2,244                44             2.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             (1,897)         (1,200)        (1,244)              (44)             4%




                                              228
Crime Prevention Budget Recap
                                                                 2009
                                   2007           2008         Approved        Dollar        Percent
            Category              Actual         Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -              -               -              -       0.00%
5100      Licenses & Permits               -              -               -              -       0.00%
5200-5400 Intergovernmental                -              -               -              -       0.00%
5500      Charges for Services             -              -               -              -       0.00%
5600      Fines & Forfeitures              -              -               -              -       0.00%
5700      Investment Earnings              -              -               -              -       0.00%
5750      Gifts & Contributions            -              -               -              -       0.00%
5800-5900 Other Revenues                   -              -               -              -       0.00%
TOTAL REVENUES                             -              -               -              -       0.00%
EXPENDITURES:

6000      Public Assistance                -             -              -            -           0.00%
6100      Personal Services                -             -              -            -           0.00%
6200-6300 Services & Charges               -             -              -            -           0.00%
6400-6500 Material & Supplies              -         1,000          1,020           20           2.00%
6600      Capital Outlay                   -             -              -            -           0.00%
6700      Debt Services                    -             -              -            -           0.00%
6800      Other Expenses                   -             -              -            -           0.00%
6900      Transfers                        -             -              -            -           0.00%
TOTAL EXPENDITURES                         -         1,000          1,020           20           2.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                    -         (1,000)        (1,020)         (20)            2%




                                               229
G E N E R A L    F U N D                                               S H E R I F F ’ S   O F F I C E




CSO Recap
                                                              2009
                                   2007         2008        Approved        Dollar         Percent
                Category          Actual       Budget        Budget        Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -              -              -         0.00%
5100      Licenses & Permits               -            -              -              -         0.00%
5200-5400 Intergovernmental                -            -              -              -         0.00%
5500      Charges for Services             -            -              -              -         0.00%
5600      Fines & Forfeitures              -            -              -              -         0.00%
5700      Investment Earnings              -            -              -              -         0.00%
5750      Gifts & Contributions            -            -              -              -         0.00%
5800-5900 Other Revenues                   -            -              -              -         0.00%
TOTAL REVENUES                             -            -              -              -         0.00%
EXPENDITURES:

6000      Public Assistance              -            -              -             -            0.00%
6100      Personal Services         87,388       65,485         86,863        21,378           32.65%
6200-6300 Services & Charges             -        1,133          1,155            22            1.94%
6400-6500 Material & Supplies          334        1,268          1,294            26            2.05%
6600      Capital Outlay                 -            -              -             -            0.00%
6700      Debt Services                  -            -              -             -            0.00%
6800      Other Expenses                 -            -              -             -            0.00%
6900      Transfers                      -            -              -             -            0.00%
TOTAL EXPENDITURES                  87,722       67,886         89,312        21,426           31.56%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (87,722)     (67,886)        (89,312)      (21,426)            32%




                                               230
School Resource Officers Budget Recap
                                                                2009
                                   2007         2008          Approved      Dollar    Percent
            Category              Actual       Budget          Budget      Inc/Dec.   Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -             -          -      0.00%
5100      Licenses & Permits             -               -             -          -      0.00%
5200-5400 Intergovernmental        226,508         180,077       260,814     80,737     44.83%
5500      Charges for Services           -               -             -          -      0.00%
5600      Fines & Forfeitures            -               -             -          -      0.00%
5700      Investment Earnings            -               -             -          -      0.00%
5750      Gifts & Contributions          -               -             -          -      0.00%
5800-5900 Other Revenues                 -               -             -          -      0.00%
TOTAL REVENUES                     226,508         180,077       260,814     80,737     44.83%
EXPENDITURES:

6000      Public Assistance              -               -             -          -       0.00%
6100      Personal Services        158,211         245,331       253,006      7,675       3.13%
6200-6300 Services & Charges             -               -             -          -       0.00%
6400-6500 Material & Supplies            -               -             -          -       0.00%
6600      Capital Outlay                 -               -             -          -       0.00%
6700      Debt Services                  -               -             -          -       0.00%
6800      Other Expenses                 -               -             -          -       0.00%
6900      Transfers                      -               -             -          -       0.00%
TOTAL EXPENDITURES                 158,211         245,331       253,006      7,675       3.13%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             68,297         (65,254)        7,808     73,062       -112%




                                             231
G E N E R A L   F U N D                                                S H E R I F F ’ S    O F F I C E




Safe and Sober Grant Recap
                                                              2009
                                   2007         2008        Approved          Dollar          Percent
                Category          Actual       Budget        Budget          Inc/Dec.         Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -               -               -          0.00%
5100      Licenses & Permits               -            -               -               -          0.00%
5200-5400 Intergovernmental                -            -               -               -          0.00%
5500      Charges for Services             -            -               -               -          0.00%
5600      Fines & Forfeitures              -            -               -               -          0.00%
5700      Investment Earnings              -            -               -               -          0.00%
5750      Gifts & Contributions            -            -               -               -          0.00%
5800-5900 Other Revenues                   -            -               -               -          0.00%
TOTAL REVENUES                             -            -               -               -          0.00%
EXPENDITURES:

6000      Public Assistance              -              -               -               -          0.00%
6100      Personal Services          4,739              -               -               -          0.00%
6200-6300 Services & Charges             -              -               -               -          0.00%
6400-6500 Material & Supplies            -              -               -               -          0.00%
6600      Capital Outlay                 -              -               -               -          0.00%
6700      Debt Services                  -              -               -               -          0.00%
6800      Other Expenses                 -              -               -               -          0.00%
6900      Transfers                      -              -               -               -          0.00%
TOTAL EXPENDITURES                   4,739              -               -               -          0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             (4,739)             -               -               -                 0%




                                               232
Off-Duty Work Contracts Budget Recap
                                                               2009
                                   2007         2008         Approved        Dollar        Percent
            Category              Actual       Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -            -            -          0.00%
5100      Licenses & Permits             -               -            -            -          0.00%
5200-5400 Intergovernmental              -               -            -            -          0.00%
5500      Charges for Services      45,374          30,000       38,000        8,000         26.67%
5600      Fines & Forfeitures            -               -            -            -          0.00%
5700      Investment Earnings            -               -            -            -          0.00%
5750      Gifts & Contributions          -               -            -            -          0.00%
5800-5900 Other Revenues               463               -            -            -          0.00%
TOTAL REVENUES                      45,837          30,000       38,000        8,000         26.67%
EXPENDITURES:

6000      Public Assistance              -               -              -              -       0.00%
6100      Personal Services         47,973               -              -              -       0.00%
6200-6300 Services & Charges             -               -              -              -       0.00%
6400-6500 Material & Supplies            -               -              -              -       0.00%
6600      Capital Outlay                 -               -              -              -       0.00%
6700      Debt Services                  -               -              -              -       0.00%
6800      Other Expenses                 -               -              -              -       0.00%
6900      Transfers                      -               -              -              -       0.00%
TOTAL EXPENDITURES                  47,973               -              -              -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             (2,136)         30,000       38,000        8,000            27%




                                              233
G E N E R A L   F U N D         C O U R T   S E R V I C E S




                          234
Court Services
Department Budget Recap

                           2007         2008            2009             2009          %
                          Actual       Budget         Requested        Approved      Change

Revenue Total         $    490,400 $      484,548 $       526,850 $        526,850     8.7%

Expenditure Total     $ 1,216,773 $     1,315,116 $      1,383,817 $     1,295,706     -1.5%

Tax Dollars Needed    $    726,373 $      830,568 $       856,967 $        768,856     -7.4%


Department Description

CARVER COUNTY COURT SERVICES
(PROBATION)

OVERVIEW

Carver County Court Services is a community-based corrections agency which serves
under the authority of the Minnesota Statute 244 and the First Judicial District. The
department provides probation supervision and related services for the District Court
and Carver County, with funding support from the Minnesota Department of
Corrections. The department provides mandatory probation supervision services for all
levels of sentenced juvenile offenders, adult misdemeanor and gross misdemeanor
offenders, pre-trial and conditional release services for specific cases, juvenile diversion,
and a variety of community-based correctional interventions and programs. Court
Services operates in collaboration with many other criminal justice and human services
agencies, including the Sheriff’s Office and local law enforcement, the County
Attorney’s Office, Community Social Services, Court Administration, and other
community organizations. Our dedicated staff members provide probation supervision
services and interventions which are fiscally responsible, effective and evidence-based.
The mission of Court Services is the following: “We are committed to reducing
crime and the harm caused by crime by balancing the needs of the victim, the
community, and the offender in a restorative and responsible manner.”

Primary funding for the department comes from multiple sources, including local tax
dollars, state reimbursements of approximately 40% for our appointed probation
officers (or agents) and managers, state grants, and statutorily authorized local
correctional fees paid mainly by adult offenders under supervision.




                                            235
G E N E R A L   F U N D                                         C O U R T   S E R V I C E S




Our agency operates under the following primary goals:

1) To provide effective and efficient probation supervision services that support the
requirements and orders of the District Court Judges, and services which are fiscally
responsible to the citizens of Carver County and the County’s Board of
Commissioners.

2) To utilize treatment interventions and educational programs, including cognitive
skills-based approaches, that build competencies for offenders, protect victims,
encourage collaboration with partner agencies, and strengthen the skills of our staff and
our citizens.

3) To employ strategies, interventions & sanctions that are based in a restorative justice
philosophy, focusing on accountability, competency development, and enhancing
public safety throughout all of the communities in Carver County.

Our Values

Our staff members operate under the following values: we serve with respect to all; we
believe in maintaining a high level of integrity in the services we provide; we believe
that collaboration is critical in order to be most effective in what we do, and; we strive
to offer probation supervision and interventions that are evidence-based practices.



BUDGET REPORT PURPOSE AND DEPARTMENT OBJECTIVES

This budget report serves the following purposes:
   • To familiarize the County Board and Administration with what we have
       learned about evidence-based practices and supervision strategies
   • To communicate how we have implemented these evidence-based or “best
       practices” in our operations
   • To communicate our plans for continued enhancement of our services
   • To provide rationale for requests in operations and personnel expenditures
   • To relate our departments efforts toward enhancing public safety,
       accountability, and competency development
   • To summarize our key goals and objectives in the essential areas of :
           o Restorative Justice, Collaboration and Implementation of
               Evidence-Based Practices
           o Assessment of Risks and Needs
           o Case Planning Practices and Supervision Strategies
           o Treatment Interventions and Reintegration/Re-Entry Efforts
           o Outcomes and Results




                                           236
        I.     Restorative Justice, Collaboration & Evidence-Based
        Practices

Restorative justice practices emphasize that, while crime was once defined as a
violation of the state, it is much more than this. Among other things, crime is a
violation of one person against another, and it has an impact on the local community in
a variety of ways. Consistent with restorative practices, we hold offenders accountable
through a variety of sanctions and services which aim to repair the harm done to
victims and communities. Many offenders, when appropriate, are required by court
order to perform community work service as a means of returning something positive
to the community.

Our efforts, as indicated above, including assessment, case planning and
supervision strategies, treatment interventions and reintegration strategies, and
outcome measurement, are completed within our philosophy of operating as
Restorative Justice focused agency. Our organization strives to operate by this
philosophy in our work with offenders, as well as in our relationships within the
agency. The three main components of restorative justice – the balanced approach to
criminal justice efforts – include:

    •   Public Safety- Through careful risk/needs assessment, case planning
        with actions that target the needs of offenders, and matching offenders to
        the appropriate treatment intervention and level of service, offender
        recidivism can be reduced.
    •   Accountability- Offenders are accountable to both the victim and the
        community. Offenders make amends to their victim by repairing the
        harm caused through the payment of restitution, victim-offender
        mediation, and apologies. Offenders must comply with court ordered
        requirements, and complete conditions, which may include treatment,
        community work service, STS in lieu of jail time, and other sanctions or
        interventions.
    •   Competency Development - Reintegration into the community is
        enhanced by completing case plans that target offender risk and needs,
        and offenders can gain competencies through effective interventions that
        will reduce their risk to offend.

Examples of current practices that serve victims of crimes:

    •   Restitution studies
    •   Restitution (financial) to the victim
    •   Family group conferencing
    •   Victim Mediation Services
    •   Community work service
    •   Sentencing To Service (STS) program




                                         237
G E N E R A L   F U N D                                     C O U R T   S E R V I C E S




    •   Written apologies to victims
    •   Restitution stipend program
    •   Advanced restitution program for victims of juvenile crime


Examples of current practices that hold offenders accountable:
   • Diversion requirements (for low level juvenile offenders)
   • Diversion fees assessed to juvenile diversion clients, with fees routed into a
     victims of juvenile crime restitution fund
   • Preparing pre-disposition and pre-sentence investigations for the Court
   • Using research-based assessment tools, such as the Level of Service
     Inventory – Revised (LSI-R), to determine the offender’s risk to re-offend
   • Establishment of case management plans that target services based on
     offender risk to re-offend and service needs
   • Detention, jail time, and/or electronic monitoring, when necessary, and
     either pre or post sentencing by the District Court


Our collaboration efforts and agency strengths are highlighted in the
following paragraphs. Excellent and highly professional staff performance and
dedication to helping others are among our greatest resources! We have continued
to enhance our services and programs whenever possible through innovation,
streamlining, collaboration and use of evidence-based correctional practices or
“best practices” (i.e. assessment and risk/case classification). Each staff person in
our department takes a leadership role in services in which s/he has special skills
and interests. Not only does this make it possible to provide varied and necessary
programs, we have found that it instills a sense of pride and accomplishment and
ownership among our staff members. Internal surveys and comments from
outside the agency have indicated that our staff members demonstrate a great deal
of energy and commitment to their work and their communities. We believe that
our focus on team work and the opportunities we provide are critical incentives
for the high energy and commitment we see. All of our probation staff members
participate in ongoing training and educational opportunities, which adds to the
depth of our knowledge as an organization and enhances our agencies abilities to
accomplish our goals and achieve our mission.

    Currently, our department staff members are involved in many initiatives and
    many are recognized for their expertise. Our Director currently serves on the
    Executive Board of the Minnesota Association of Probation Officers
    (MACPO), and he will serve as President of this statewide association in 2009.
    Our Director also chairs the statewide, Commissioner of Corrections
    appointed, Evidence-Based Practices (EBP) Policy Team. The EBP Policy
    Team which focuses on developing more effective strategies and practices in
    training and strengthening the skills of correctional practitioners, both in the



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field and in correctional institutions statewide. Our Court Services Supervisor
is a highly skilled state-wide trainer in a variety of technical aspects of
correctional best practices. His expertise has been sought out by other
probation agencies and administrators.

All of our probation officers have been trained in the essential skills of
evidence-based practices and in the “tools of the trade” for correctional
practitioners, including Motivational Interviewing approaches, offender
assessment and case planning strategies, cognitive skills interventions, and
effective use of treatment programs that address specific offender needs. Our
probation officers and support staff regularly take on extra duties and
responsibilities for maintaining operations in their units, and staff regularly
attends meetings and training sessions related to correctional issues and
interventions. Many of our staff members also participate in local and
statewide committees and advisory groups related to correctional practices,
policies, and programming. Our staff have affiliations to statewide corrections
organizations such as the MN Association of County Probation Officers
(MACPO), Minnesota Corrections Association (MCA), and the American
Probation & Parole Association (APPA).

Our probation officers are also involved in various local offender treatment
initiatives, school-based programs, and committees that work with the County
and the Judiciary. In addition, each probation officer is involved in several
local collaborative initiatives. These initiatives include working on issues
related to education, mental health, behavior intervention, and many other
criminal justice-related programs and services. Our department also serves
students in several regional colleges and universities by providing a highly
respected internship program and an opportunity to gain valuable experience
in our field.


Collaboration continues to be one of our tickets to progress and
success. Partnerships with other agencies within the criminal justice system
and with community organizations, other counties, and the state have
provided technical knowledge, support and substantial funding to create
services and programs that reflect best practices. Examples of some of our
partnerships include:

       o  “Just Us” – our in-house criminal justice problem-solving team
         which meets regularly to resolve system issues and clarify
         procedures, and promotes effective communication and
         collaboration among all justice system agencies (judicial, probation,
         legal & law enforcement)
       o First Street Center – services for domestic violence perpetrators,
         consultation, and other services as needed




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            o Scott County Community Corrections – co-sponsorship of
              cognitive skills instruction for female offenders
            o Integrated Service Council – funding and program development
              leadership representation from our department, CSEC, Social
              Services, Public Health, schools, and Community Action Program
            o CSEC collaborations: SCY Program, Solace Academy, LINK
              school program, PASSAGES, and Visions
            o Strengthening Competencies of Youth (SCY): an intensive school-
              based probation supervision model used as an alternative to costly
              out-of-home placement for juvenile offenders. The SCY program
              is a product of collaboration between Carver-Scott Educational
              Cooperative and Carver County Court Services, and serves higher
              risk students locally in lieu of more costly out of county
              placements and programs
            o Behavior Intervention Team (BIT): Probation officers routinely
              work with school and social services staff to make plans for
              students who are having significant behavioral difficulties.
            o Fiscal Review Team- a collaborative to enhance the cost-efficiency
              of delivering services to youth and families.
            o Youth gang initiative with Chaska Police Department and “ride-a-
              longs” where Probation and Police Officers work directly together
              to monitor offender compliance in the community
            o The Statewide Evidence-Based Practices (EBP) Policy Team which
              promotes best practices research, training, services, and support
              for probation officers and administrators through out all three of
              Minnesota’s correctional delivery systems (CPO, DOC & CCA)
            o Statewide and local offender reintegration efforts, such MCORP
              (Minnesota Comprehensive Offender Reentry Plan) and
              Communities Connecting (Chaska Police, county and state
              probation officers, social services, and local business
              representatives)
            o We also continue on an annual basis to jointly investigate and
              pursue grant funding to potentially add additional finance
              resources, and programs and services that enhance public safety.
              Many local, state and federal grants are highly competitive.
              Therefore, we oftentimes will collaborate with other agencies (i.e.
              CSES-Coop.) to seek grant funding which can strengthen our
              responses with offenders who overlap into multiple service
              systems (corrections, social services, education, public health,
              chemical health services, etc.)



    We value and support the use of Evidence-Based Practices (EBP). In
    addition to operating under the guiding principles of restorative justice, we pay



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   close attention to research that validates what is – and is not – effective in
   reducing recidivism of criminal behavior. In 2001, a committee of corrections
   professionals throughout the state representing all three correctional delivery
   systems (CPO, DOC, & CCA) developed eight recommended minimum
   standards for community-based correctional services. Based on current
   research, practicing under these standards provides us the best opportunity to
   assure outcomes that are positive for preventing and reducing crime. In 2004,
   the Evidence-Based Practices (EBP) Team was created under the sponsorship
   and leadership of the Minnesota Commissioner of Corrections. The EBP
   Team continues to review and support principles and practices that have
   proven to be effective, especially in supervising and managing high risk
   offenders.

   While we are committed to ongoing evaluation and refining of our services, we
   are very proud to report that our department continues to implement and
   utilize evidence-based practices, many of which are also used nationally and
   internationally. Examples of services we have implemented to support
   evidence-based practices are listed below.

   1. Use of an automated and validated risk tools (i.e. LSI-R, YLS/CMI, etc.)
   2. Use of cognitive-behavioral programming for higher risk offenders
   3. Implementation of Effective Case Management (ECM) principles,
       including Motivational Interviewing and the Stages of Change Model
   4. Establishing case plans and intervention goals for higher risk offenders
   5. Utilizing Restorative Justice practices and principles
   6. Maintaining manageable caseloads as resources allow, and assigning
       supervision levels and standards based on risk to re-offend and public
       safety
   7. Utilizing our communities resources to the greatest extent possible, and
       appropriate levels and types of programs and services for offenders
   8. Planning for transition, aftercare and re-entry services
   9. Measurement of key outcomes and results obtained
   10. Providing staff with ongoing training opportunities, encouraging continued
       staff development and, wherever possible, utilizing specific staff strengths
       and abilities in working with offenders, victims, and the community


Working under a collaborative and restorative justice model, we are proud of our
continuing best practices efforts in the following areas: research-based assessment
of risk and needs, case planning practices and supervision strategies, community-
based treatment interventions and reintegration/re-entry services, our focus on
establishing and measuring key outcome and results. The following paragraphs will
address our current efforts in these specific areas, as well as our goals for the
upcoming year.




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        II.      Assessment of Risk/Needs

Our agency, through validated and reliable screening and assessment tools such as
the Level of Service Inventory- Revised (LSI-R) and the Youth Level of
Service/Case Management Inventory (YLS/CMI), assigns risk levels to all of
our clients. Given their level of risk, they are assigned a supervision level. The
number of office visits, field visits, phone contacts, and correspondence are based
on this particular supervision level. The nature in which we respond to situations
of technical violations and/or other adjustments made by the offender within the
community is also determined by this supervision level. The impetus for our
supervision methods and responses is the “risk principle”, which holds that high
risk offenders will respond better to correctional treatment and supervision.

The primary risk/needs categories that are defined by the above
assessment instruments (LSI-R & YLS/CMI) include the following:
   1. Criminal History & Incarceration Record
   2. Education & Employment Difficulties
   3. Financial Difficulties
   4. Family & Marital Problems
   5. Accommodation Difficulties
   6. Leisure & Recreation - Poor Use of Time
   7. Companions/Peers - Criminal Associates
   8. Alcohol & Drug Problems – Impacts on Health and Other Areas
   9. Emotional & Personal Problems – Mental Health Problems
   10. Attitudes & Orientations – Anti-Social and Supportive of Crime

    Juvenile Mental Health Screening Requirements: Effective July 1, 2004, as
    per MN statute 245.4874, we have been required to complete a mental health
    screening on the following juvenile offenders:
    1) Juveniles who are ordered to continue in secure detention
    2) Juveniles who are found to be delinquent
    3) Juveniles who have committed a third and subsequent petty offense

If the initial screening process finds that the juvenile exhibits mental health
concerns or risk issues, the juvenile is then referred for further diagnostic
assessment. Each year Court Services agents screen over 100 juveniles and the
results of these screenings are reported on a bi-annual basis to the MN
Department of Corrections



        III.     Case Planning Practices and Supervision Strategies




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Evidence-based practices tell us that it is simply not enough to identify offender
risk and needs. It is essential to target dynamic offender need areas for the
purpose of increasing competencies with the result being reduced recidivism. Our
agency satisfies this need by completing case plans with our clients. These plans
may or may not include court-ordered conditions. Probation agents complete case
plans using Motivational Interviewing techniques that have been proven to be
effective in facilitating offender change. Prior to completing a case plan,
probation agents determine the offenders’ readiness, confidence, and importance
to make a lasting behavior change. Our Department’s case plan is seen as a model
around the state!

Case plans include long-term and short term goals, with action steps indicated for
the purpose of achieving these goals. Based on the results of careful assessment,
probation agents target certain criminogenic (crime-causing) need areas of
offenders. We know from years of research what areas are most correlated with
criminal behavior. These are called the “Big Four” and are as follows:

       •    History of Anti-Social Behavior (Criminal/delinquent history)
       •    Anti-Social Personality Characteristics (impulsiveness, egocentricity, risk
            taking, low frustration tolerance)
       •    Anti-Social Peers
       •    Anti-Social Attitudes

The following areas are also addressed, and are more moderately correlated with
criminal behavior:

   •       Anti-Social Family Characteristics (low cohesion, abuse, neglect)
   •       Drug/Alcohol Issues
   •       Low Levels of Education/Employment
   •       Leisure/Recreation
   •       Accommodation/Residence
   •       Financial Factors

Subsequent to completing the case plan, probation agents consistently reinforce
and redirect offenders. Case plans are adjusted according to progress made by the
offender, or lack thereof.


   Court Services also utilizes state-of-the-art technology to document and
   track case/client information and progress. Our access to advanced
   technology also aides us in providing more cost-effective options for
   supervising certain types of offenders, and enhances our violation response
   options. Some of our technological resources are listed below.




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         •   Court Services Tracking System (CSTS), now used by a significant
             majority of county corrections departments, is continually updated for
             faster, more efficient services. A new improved CSTS software
             package was added in 2005, and software updates are added on an
             annual basis. CSTS also allows us to automate and merge various case
             management documents such as our offender case plans
         •   ACCESS and other technologies that enable us to create and organize
             information for evaluation and planning purposes
         •   Electronic surveillance of client chemical use and location (EHM, GPS
             & SCRAM)
         •   Electronic case plans and management software
         •   Statewide Supervision System (S3) - a database with offender
             arrest/conviction information
         •   BCA statewide Predatory Offender Registration (POR) and Portal 100,
             a nationwide offender database
         •   MNCIS – Court Information System for tracking judicial information
         •   Odyssey- System for tracking statewide court information
         •   MN DPS – Department of Public Safety database for tracking traffic
             violations and other related information for probationers
         •   “Split Specimen Cup,” and other instant testing methods for
             immediate and cost-effective offender drug screening
         •   Conditional Release random drug testing program for certain
             offenders




IV.      Treatment Interventions and Reintegration/Re-Entry

      Facilitating integration of offenders into the community and helping them
      become more competent are effective methods of reducing the likelihood of
      repeat criminal behavior. To accomplish integration, principles of risk, needs,
      and responsivity need to be addressed.
      • First, research has shown that high-risk offenders respond better to
          correctional treatment.
      • Second, criminogenic (crime-causing) needs (see “Big Four,” above) are
          targeted for the case planning of offenders.
      • Finally, the offender should be matched to the appropriate treatment
          program whenever possible.

      In general, cognitive-behavioral treatment programs are most effective, and
      have been proven to reduce criminal behavior. Furthermore, taking into




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   account specific responsivity factors such as age, gender, culture/ethnicity, and
   motivation can decrease recidivism on a greater scale.

At a minimum, responses to criminal behavior must be behavioral in nature.
Criminal and delinquent offenders must face a swift and consistent consequence
for their anti-social behavior. The response must also be commensurate to their
crime or delinquent act. Sanctions used alone do not reduce criminal behavior.
However, when paired with effective treatment, sanctions can become an integral
part of the criminal justice system.


The following are current practices that hold adult and juvenile offenders
accountable and provide a behavioral response to anti-social behavior:

   •   Recommendations to the court for a variety of sanctions:
          o Jail and/or detention when appropriate
          o Positive peer consequence programs (e.g., work camps)
          o Restitution to victims and communities
          o Electronic surveillance and electronic home monitoring (EHM) to
            manage activities of offenders without incarceration
          o Random Electronic Alcohol Monitoring
          o Drug testing and fees for probation clients to verify compliance
            with court-ordered abstinence
          o Individual offender supervision sessions
          o Administrative house arrest (juveniles)
          o Apprehension and detention orders (only when absolutely
            necessary to prevent escape and/or enforce discipline)
          o Recommendation of arrest warrants when necessary
          o Offender group reporting/day reporting for low risk offenders (in
            lieu or individual sessions)
          o Safe Streets Restored (SSR) Program for repeat DWI offenders
          o Conditional release for offenders awaiting trial
          o Fines and Fees
          o Sentence to Service work crews for both juveniles and adults
          o Community work service (individual work service)
          o Probation supervision fees assessed to adult offenders
          o Cognitive-behavioral programming as a condition of probation for
            higher risk offenders
          o Compliance with other Court conditions specific to an
            offender/case

   As cited above, effective correctional intervention relies upon matching
   offenders with an appropriate treatment program. Cognitive behavioral
   programs have historically reduced recidivism by 15% - 30%.




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    To this end, we will continue to deliver Thinking For A Change (T4C) to high-
    risk juvenile offenders. Currently higher risk juvenile offenders, who are at
    risk for out-of-home placement, are being referred into the T4C curriculum.
    It consists of twenty-two, 90-minute sessions that teach cognitive skills, moral
    development, and social skills. The program is facilitated highly trained and
    dedicated juvenile probation officers at Court Services. Currently, over half of
    our Probation Agents are trained in this curriculum.

    We continue to deliver “Driving with Care,” a cognitive-behavioral curriculum
    that targets multiple DWI offenders. Currently, we instruct clients ordered to
    the Safe Streets Restored program with this particular curriculum. Future
    plans include the possibility of expanding the use of this program via trained
    and contracted facilitators along with our probation staff.

Working consistently under a Restorative Justice philosophy, one of our desired
aims when treating offenders is to build competencies in order to reduce
recidivism and ultimately increase the safety of the community.

The following are examples of current services to help build offenders’
competencies and aid them in reintegrating to the community – offered
directly by Court Services or by referral:

    •   Referral for psychological assessments and related services
    •   Cognitive skills instruction to juvenile and adult clients
    •   Emotions Management Groups for juveniles
    •   Dialectic Behavioral Therapy (DBT) for borderline personality disorders
    •   Chemical use assessments, education and chemical dependency treatment
    •   Sex offender evaluation, treatment, and aftercare services
    •   Home-based counseling services
    •   Juvenile Fire Setter Program
    •   Adolescent support groups
    •   Prep Adventure Program
    •   MLOW Domestic Abuse Group (located at Court Services, facilitated by
        Mental Health)
    •   Short-term anger management program for adult offenders
    •   Living Violence Free education for juveniles
    •   Domestic violence assessments, evaluation and treatment
    •   Victim impact panels
    •   SCY intensive school-based probation program with CSEC, which
        includes cognitive skills programming for high risk juvenile offenders
    •   CSEC education incentive programs
    •   LINK School Program (restorative practices-based education)




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    •   New Beginnings for pregnant teens
    •   STS Programming for both juvenile and adult offenders
    •   Truancy prevention services and group truancy program
    •   P.E.R.T program- Program for the Encouragement of Responsible
        Thinking


Competency development strategies are utilized to the greatest extent possible, which
serve as a means of risk reduction, and increases the likelihood of community
reintegration and enhanced public safety. Our success as a department may partially be
defined by the amount of positive change our efforts have influenced, and measured
by reductions in anti-social behavior and crime.


        Our use of out-of home placements and intensive treatment services
        for juvenile offenders oftentimes requires a significant financial
        commitment from the County, and potentially from families. This is an
        area of foremost concern for our department, which we constantly
        monitor and review. Note that, similar to other correctional and social
        services agencies, we may experience significant budgetary obstacles due to
        the unpredictability of out-of-home child placements. Although our
        department has been able to maintain our use of placement resources
        within our established budgetary limits for the past 5 years, there are many
        reasons that contribute to the difficulty of maintaining, much less cutting a
        child placement budget. They are, but are not limited to, the following:

        1) Although Court Services works very closely with the Court in making
           appropriate service recommendations, the decision to place a child
           out-of-home is ultimately a judicial decision. If a judge orders a
           placement, the County must make the initial payment. Parental
           reimbursements for placement costs are sought whenever possible, but
           usually only cover a small portion of the actual expenses incurred.
        2) The need for placement of higher risk juveniles, as well as offender
           progress and length of stay, fluctuates and is oftentimes unpredictable.
        3) Certain offenders, by nature of the offense they commit, must be
           placed out-of-home for a significant period of time. For example, sex
           offenders can pose a tremendous risk to the public. If a juvenile sex
           offender requires residential treatment, programming may last for at
           least one year. At $250.00 per day, treatment costs may run over
           $90,000 per year. In addition, Extended Jurisdiction Juveniles (EJJ),
           who are essentially one step away from prison, are often placed out-of-
           home in juvenile correctional facilities. These placements may cost
           nearly $80,000 per year. For the past several years, we have




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             continuously managed multiple high risk offenders who need of long-
             term correctional or residential services.


        V.       Outcomes and Results

The following section provides some examples of performance standards
and goals, and selected primary objectives for 2009:

Assessment of Risk/Needs:

    •   All potential high risk offenders, as identified through the pre-screening
        process, will have a full risk/needs assessment (LSI-R or YLS) completed
        within 45 days of placement on probation supervision;
    •   Reassessment of client risk/needs will be conducted semi-annually; or
        when significant changes have occurred with an offender
    •   Annual training booster sessions will be conducted for staff with the LSI-
        R, YLS/CMI, or other risk/needs assessment tools for the purpose of
        quality control;
    •   Supervisory posting of on-line assessment scores will be completed each
        month for the purpose of quality control and tracking results;
    •   All probation officers will complete additional training in Motivational
        Interviewing in 2008-2009, which may include basic and/or advanced
        training, and quality control measures will be reviewed via use of the
        Motivational Interviewing Treatment Integrity (MITI) coding instrument,
        as available.

    * Primary Objective: Offenders will be assigned to the most appropriate
    supervision levels and services which are directly related to the research-based
    risk/needs assessment results. Agents completing assessments will incorporate
    the use of Motivational Interviewing techniques, and utilize appropriate
    strategies that are reflective of an offender’s “stage of change” and motivation
    (i.e. readiness, importance, and confidence and skills).


Case Planning Practices and Supervision Strategies:

    •   All high-risk clients, as indicated by risk/needs assessment tool, will have
        case plans completed with in 60 days of assignment to an agent;
    •   Case plan progress will be reviewed with high risk offenders during regular
        offender contacts. Agents work with offenders in developing case plans
        and monitoring progress, and enter the data into CSTS;
    •   Managers will hold monthly case plan review meetings with Agents;




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   •    Agents will complete annual training booster sessions in the areas of
        Effective Case Management and Motivational Interviewing strategies,
        assessment, and other best practices areas as part of their 40 hour
        minimum annual training requirements per the DOC & The First Judicial
        District;
   •    Statewide caseload standards will be utilized to establish the most effective
        caseload sizes and assignments, and maximize our resource allocation
        whenever possible;

   * Primary Objective: Case plans will be established with all higher risk
   clients, in correlation with results of research-based risk and needs
   assessments, and consider public safety, accountability, and competency
   development. Measurable offender goals will target greatest risk and needs
   areas, and consider recent offending patterns, restoration to victims and
   communities, Court Ordered conditions, and offender skills and motivational
   factors (i.e. readiness, importance, and confidence).



Effective Treatment Interventions and Reintegration:

       •   Cognitive Skills programming will be made available to appropriate high
           risk offenders, primarily those on higher levels of supervision;
       •   DWI – Cognitive Skills programming, or an alternative Chemical
           Dependency treatment program, will be made available to all
           appropriate high risk adult offenders who are referred into the Safe
           Streets Restored (SSR) supervision track;
       •   Reintegration/Re-Entry plans will be established for all juvenile
           offenders who are returning from an out-of-home placement;
       •   Available County and community resources will be coordinated
           between agencies to assist adult offenders reintegrating after lengthier
           incarceration sentences

       * Primary Objectives: a) Appropriate interventions will be utilized with all
       higher risk clients, in correlation with results of research-based risk and
       needs assessments. Intervention goals will consider public safety,
       accountability, and competency development; targeting greatest risk and
       needs areas, recent offending patterns, restoration to victims and
       communities, Court Ordered conditions, and offender skills and
       motivational factors (i.e. readiness, importance, and confidence);

       b) Reintegration efforts will focus on supporting successful behavior
       change, risk reduction efforts and public safety, and re-entry return into the




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        community. Re-entry planning will begin during the initial phases of
        placement/treatment, and will include effective relapse strategies.



Examples of other general operational goals:


                 •   Restitution payments, as per the department’s advance
                     payment policy and procedure, will be initiated to victims of
                     juvenile crime within 90 days of final sentencing;

                 •   Criminal record checks will be conducted on offenders who
                     complete Court Services programming in cognitive skills
                     Instruction (Cog) and the Safe Streets Restored (SSR) program.
                     Time intervals will be at 6, 12, and 18 months;

                 •   Strength-based performance evaluations will be conducted
                     regularly for all staff. Staff will be required to establish
                     performance goals which are related to the Department’s
                     mission and primary objectives.

HIGHLIGHT OF PLANS FOR 2009


    •   Increased supervision services to higher risk offenders based on our
        available resources and programming options
    •   Enhanced use of technology for more efficient and economical drug
        testing procedures to ensure accountability, and randomized drug
        screening for offenders via the latest instant screening tools
    •   Continuation of meaningful and safe STS services and community project
        initiatives that enhance our communities in Carver County
    •   Improved interventions with clients identified as having mental health
        challenges by more effectively approved assessments and referrals for
        juvenile and adult offenders
    •   Continued use of cognitive skills programming (Thinking For A Change)
        for appropriate high-risk juvenile offenders, and continued measurement
        of recidivism rates for those who successfully complete these types of
        programs
    •   Enhanced use of the “Driving with Care” program, a cognitive behavioral
        curriculum developed in Colorado for adult offenders with multiple DWI
        offenses




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   •   Reporting of recidivism rates for higher risk offenders who successfully
       complete Court Services’ facilitated cognitive-behavioral intervention
       groups
   •   Greater use of local programming, including school-based initiatives, for
       youthful offenders who are at imminent risk to be placed out-of-home in
       correctional facilities or treatment programs (i.e. SCY Program w/CSEC)
   •   Continuation on our focus for further implementation of evidence-based
       practices (EBP); practices which are also supported by many other
       community-based corrections agencies and organizations in Minnesota and
       nationally.
   •   Implement additional quality control measures for assessing the
       effectiveness of our assessments, case plans, and referrals for services.
       Examples of quality control procedures include: the juvenile case planning
       review (CPR) process, implementation of the Motivational Interviewing
       Treatment Integrity (MITI) coding process for agents, and creating an
       assessment process to assure the use of more effective programs for high
       risk offenders.

OPERATIONS BUDGET

Our 2009 budgetary needs for operations do not exceed the current 2%
allowance.

We will continue our ongoing collections of various adult offender and program
fees, and strive to maximize our annual state reimbursements as allowed by
statute. Our Department has taken a more assertive role in collecting fees by
utilizing revenue recapture procedures when appropriate, and by hopefully
expanding collections options through credit and debit card payment options. In
2008, our department collected over $100,000 in supervision and service fees,
which provided a significant savings for local tax payers. We will continue to be
fiscally responsible in the area of expenditures for child out-of-home placement.
The work of our dedicated staff, along with solid and consistent case management
approaches with our highest risk juvenile cases, we believe, has directly impacted
these cost containments.

Justice Center Remodeling Note: As the County moves forward with the
current remodeling of the Justice Center, the staff at Court Services will need to
adjust to a number of new changes, including a department move and division of
our current office location. These changes may require additional resources as we
move part of our operations into a new location on the second floor of the Justice
Center. As we move forward during this period of growth and expansion, we will
continue to provide all of our essential probation services, while managing
organizational and structural adjustments as needed in 2009-2010, and beyond.




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PERSONNEL BUDGET

Despite increasing demands for probation services, Court Services will not
be requesting any additional staff positions or FTE increases during the
2009 budget cycle.

CAPITAL REQUESTS:

Software Enhancements:

    •   Court Services Tracking System (CSTS), now used by all but one local
        corrections department, has continually improved for faster and more
        efficient services. This system also supports the data that each department
        sends out to the Statewide Supervision System within “CrimNet.” We will
        continue to make improvements in our data tracking software. With sound
        financial management by our statewide corrections technology
        cooperative, managed by MCCC, our expenses are projected to remain
        fairly stable for the next few years at approximately $5000 annually. We
        greatly appreciate the expertise and continued assistance from our
        Information Systems Department in Carver County.

REPORT SUMMARY

We are very pleased to report on our Department’s efforts to provide services to
victims, offenders and the citizens of Carver County. In 2009, Court Services will
continue to implement supervision strategies and interventions which are based on
cost-effective and evidence-based practices. Our Department staff will also
continue to operate with the underlying values of respect, integrity of services
and collaboration with each other, our clients, victims, community members, and
other criminal justice and human service agencies.

Our collaborative connections are paramount to our ability to plan and provide
effective services and interventions. We are fortunate to have the talent, expertise,
and the support of the District Court and the County’s Administration, and
numerous departments and local and state agencies to carry out our mission and
focus on public safety, accountability, and competency development.

Our fiscal needs for this upcoming year are reflective of our department’s ability to
provide the essential and appropriate levels of mandated services to the Courts and the
County. The Court Services’ requested budget for 2009 supports our department’s
staff resources, and our required supervision and programming services. This budget
request will continue to support our departments implementation of evidence-based
practices which are focused on accountability, competency development strategies, and
enhancing public safety in Carver County.




                                         252
Full Time Employees (FTE)

                              2008          2009         2009
POSITIONS (FTE's)            Actual       Requested    Approved
Corrections Admin Asst III        2.50          2.50          2.00
CS Agent I                        1.00          1.00          1.00
CS Agent II                       3.80          3.80          3.80
CS Agent III                      3.75          3.75          3.75
CS Ass't Probation Ofcr           2.00          2.00          1.00
CS Supervisor                     1.00          1.00          1.00
CS Director                        1.00         1.00          1.00
Office Manager                    1.00          1.00          1.00
TOTAL                            16.05         16.05         14.55




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G E N E R A L   F U N D                                          C O U R T   S E R V I C E S




Court Services Budget Recap
                                                                   2009
                                   2007           2008           Approved           Dollar       Percent
                Category          Actual         Budget           Budget           Inc/Dec.      Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -                 -               -                -       0.00%
5100      Licenses & Permits             -                 -               -                -       0.00%
5200-5400 Intergovernmental        337,874           352,248         376,850           24,602       6.98%
5500      Charges for Services     152,237           132,300         150,000           17,700      13.38%
5600      Fines & Forfeitures            -                 -               -                -       0.00%
5700      Investment Earnings            -                 -               -                -       0.00%
5750      Gifts & Contributions          -                 -               -                -       0.00%
5800-5900 Other Revenues               289                 -               -                -       0.00%
TOTAL REVENUES                     490,400           484,548         526,850           42,302       8.73%
EXPENDITURES:

6000      Public Assistance               -              -                 -                -        0.00%
6100      Personal Services       1,118,385      1,205,295         1,199,408           (5,887)      -0.49%
6200-6300 Services & Charges         40,942         55,071            48,633           (6,438)     -11.69%
6400-6500 Material & Supplies         5,171          9,500             8,665             (835)      -8.79%
6600      Capital Outlay                  -              -                 -                -        0.00%
6700      Debt Services                   -              -                 -                -        0.00%
6800      Other Expenses              1,358              -               500              500        0.00%
6900      Transfers                  50,917         45,250            38,500           (6,750)     -14.92%
TOTAL EXPENDITURES                1,216,773      1,315,116         1,295,706          (19,410)      -1.48%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (726,373)         (830,568)      (768,856)          61,712          -7%




                                               254
Emergency Management
Department Budget Recap

                          2007         2008            2009             2009          %
                         Actual       Budget         Requested        Approved      Change

Revenue Total        $     47,918 $       32,500 $         37,500 $        37,500    15.4%

Expenditure Total    $    290,056 $      311,556 $        373,730 $       354,727    13.9%

Tax Dollars Needed   $    242,138 $      279,056 $        336,230 $       317,227    13.7%




Department Description

The Emergency Management Department consists of the Risk/Emergency
Management Director, Safety Officer, and Risk Management Specialist. The
primary function of the emergency management department is to provide
emergency management mitigation, planning, response, and recovery for all of
Carver County. One of the key responsibilities is to provide coordination in the
emergency management area to the overall County; this includes cities, townships,
school districts, business/industry and citizens located within Carver County. The
department coordinates various emergency and non-emergency incidents, training,
disaster exercises, and administrative areas in conjunction with a countywide
emergency management system. The department facilitates and directs the
County warning system, HAZMAT response group, and resource databases.


                            BUDGET HIGHLIGHTS
The Emergency Management Department participates in the Federal Emergency
Management Performance Grant (EMPG) program, which provides grant funding
to support Emergency Management programs that meet federal performance
guidelines. We estimate that the 2009 EMPG funding will be approximately
$35,000, but it is not guaranteed. Since 2006 the funding mechanism for other
federal and state grant dollars has changed from a local to regional perspective.
Instead of these funds coming directly to a county, the distribution comes into the
region in order to enhance the overall public safety response to terrorism,
homeland security and hazardous materials incidents on a regional basis. Carver
County is part of the “metro region” and is actively participating in funding
considerations, planning and allocation.




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G E N E R A L   F U N D                        E M E R G E N C Y   M A N A G E M E N T




Carver County Emergency Management continues to operate in many areas within
the County organization and the community at large. Staff responds to customers
both internally and externally. Examples of concerns we deal with consist of
planning, direction and coordination with special events, coordination of the
special operations trailers; planning with schools, cities, and businesses, and
hazardous materials incidents. Ongoing involvement with internal and external
customers focused on emergency management promotes our department and
organizational short-term goals while striving for our long-term visions.

The internal programs in many divisions are becoming more complex and involve
collaboration between divisions. Improvements in technology within the county
assist in the collaboration and maintenance of these programs and services.
Emergency management examples of this technology consist of our GIS program,
moving to a wireless/paperless environment wherever possible, and the
CityWatch emergency notification system. Each of these areas creates opportunity
for emergency mitigation, planning, response, and recovery but also requires
increased staff time and technology use.

Providing service to external customers is also an important piece of the
emergency management function for Carver County. Working on pandemic flu
planning or other outbreak concerns, providing training or technical assistance to
first responders, or informational presentations to community
organizations/businesses are a necessary part of emergency preparedness. We
believe our involvement in this planning and coordination is a key piece to short
and long term public safety for the citizens of Carver County.

In addition to services provided above we also respond to hazardous materials
incidents, weather situations, fires, vehicle accidents, and search/rescue missions.
The effectiveness of the response and recovery is highly dependent on pre-event
planning, effective communications, incident management, collaboration and
coordination in these high impact events. The ongoing efforts in this area are
critical to the success of our emergency management system. Disasters that have
occurred in recent years in other counties have demonstrated the need for an
effective Emergency Management Program at the County level, especially when
the disaster affects a small city or cities that are overwhelmed and unable to deal
with the situation on their own.

We continue our overall involvement in emergency management through the
following areas and programs: development and ongoing enhancements to our
Emergency Operations Plan, Hazard Assessment and Hazard Mitigation Plan,
Disaster/MCI exercises, incident management training (NIMS), emergency
planning with public and private organizations, emergency and non-emergency
response, training and education of the public and public safety responders, and
maintenance of resources/contact lists. As an example of the importance of data
maintenance, the implementation of our updated emergency operations plan is a



                                         256
great asset to our system; however, it will only continue to be effective if it is
maintained with current data.


                                  STAFFING

In 2004 the department staffing was reduced by 1 FTE, while demands and
responsibilities have continued to increase. As mentioned above, service delivery
to customers, both internal and external, is sometimes difficult due to time
constraints. We are not making a formal request for replacement of this FTE for
2009, as we do not have an outside source to provide the 80% funding required.
As such we will continue to pursue temporary help and outside contractors for
projects as funds allow, and will likely request the FTE in the future.



CONFERENCE                 AND      TRAINING

The Emergency Management Conference and Training request (6332) total is
$5,100.00. We believe the need for continued specific training in the risk and
emergency areas is imperative to the continued success of our organization, and
the State of Minnesota mandates some training on an annual basis. Staff will
continue to make an effort to participate in low cost, in-house and other
organization training; however, much of the training relative to Emergency
Management is specific and not available through in-house programs. Included are
the following conferences and training: (AMEM) Emergency Management
Conference - $1000, Governor's Emergency Management Conference - $400,
Emergency Management Training - $300, HAZMAT Training - $500, PRIMA
Risk Management Conference - $2000, Safety Training – $600, and Fire Code
Training - $200. The line item Training (6335) for $1,530.00 is for training costs
associated with MCI/Disaster, hazardous materials group, and emergency
management training provided to partner agencies within the County.


CAPITAL EQUIPMENT AND
FURNITURE/NONCAPITALIZED                                   EQUIPMENT

General Operating Supplies (6420) includes $5100.00 dedicated to maintenance
and supplies required for upkeep on Hazmat equipment purchased through grants
in previous years. Non-capitalized Equipment (6480) includes $5100.00 dedicated
to Hazmat equipment upgrade purchases to keep Hazmat Group equipment at
industry standard level, and $9,600.00 additional for equipment and furnishings in
new office spaces and EOC.

The replacement of the model year 2000 4wd response vehicle was inadvertently
dropped from the 2008 budget request, and is being made here again. The vehicle




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G E N E R A L   F U N D                         E M E R G E N C Y   M A N A G E M E N T




is necessary for timely emergency response with bulky equipment, through
inclement weather conditions and to off-pavement locations.
I
Capital Equipment (6660)                                            $35,000.00

General Operating Supplies (6420)                                         $11,577.00

Noncapitalized Equipment (6480)                                           $17,342.00



PROFESSIONAL                   AND      TECHNICAL               FEES       FOR
SERVICE


Continuity of Operations Plan (6260)                                      $30,000

The County engaged a contractor to assist in the crafting of a county-wide Continuity
of Operations Plan (COOP) in 2008. We are requesting additional funds in 2009 to
have a contractor provide county-wide employee training, testing, and exercising on
the Plan. This phase of the Continuity of Operations Plan process will design and
facilitate a training program for essential County staff on elements of the COOP
Plan, methods to test the plan, and ensuring maintenance and currency of the plan. It
will additionally facilitate a tabletop exercise of the plan with key personnel. The use
of a contractor will provide effective use of time and resources to accomplish this
project and will require county staff participation and overall organizational
commitment.

Telephone and Telegraph (6211)                                             $3,287.00

This account reflects a request for an additional $1400.00 in funding to provide
wireless connectivity to computers in the two emergency response vehicle for the
purpose of coordinating resources and agencies from the field.


2008 Major Accomplishments and Challenges

1. Continuing county wide NIMS training.

2. Assisted other agencies in the County in compliance with NIMS training
requirements.

3. Completed Mass Casualty Incident (MCI) exercises.

4. Continued disaster planning with communities, county agencies, and schools.




                                          258
5. Beginning the upgrade of the County Emergency Operations Center.

6. Participated in a multi agency full-scale exercise, including McLeod County,
Three Rivers Park District, and Ridgeview EMS.

7. Began the process of building a county-wide Continuity of Operations Plan.


Major Objectives to be Accomplished in 2009


1. Reformat, update and distribute updates to the County Emergency Operations
Plan.

2. Continue coordination of Homeland Security/Emergency Management
   Planning grants.

3. Continue utilization of Emergency Procedures Guide. This includes updates to
   reflect building improvements, providing coordination on warning systems, fire
   protection systems, and severe weather information.

4. Continue emergency planning with public and private contacts.

5. Enhance HAZMAT Response Group and continue coordination of this group.

6. Effectively meet the performance objectives for the EMPG Grant.

7. Continue County's emergency response role in the area of hazardous materials
   and other emergency incidents.

8. Continue Disaster/MCI exercise planning and implementation.

9. Continue implementation of the County Emergency Operations Plan to comply
   with SARA Title III, FEMA, State, and ingestion pathway requirements.

10. Coordinate the testing, training, and exercising of the Continuity of Operations
   Plan.

11. Integrate the new County Emergency Operations Center into the Emergency
   Operations Plan, and familiarize staff, elected officials, and key partners with its
   features.




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G E N E R A L   F U N D             E M E R G E N C Y   M A N A G E M E N T




Full Time Employees (FTE)

                                    2008           2009               2009
POSITIONS (FTE's)                  Actual        Requested          Approved
Director of Emergency Management        1.00           1.00                1.00
Risk Management Specialist              1.00           1.00                1.00
Safety Officer                          1.00           1.00                1.00
Administrative Aide                       -             -                   -
TOTAL                                   3.00           3.00                3.00




                                          260
Emergency Management Budget Recap
                                                               2009
                                   2007        2008          Approved        Dollar      Percent
            Category              Actual      Budget          Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -               -             -            -       0.00%
5100      Licenses & Permits             -               -             -            -       0.00%
5200-5400 Intergovernmental         40,418          30,000        35,000        5,000      16.67%
5500      Charges for Services           -               -             -            -       0.00%
5600      Fines & Forfeitures            -               -             -            -       0.00%
5700      Investment Earnings            -               -             -            -       0.00%
5750      Gifts & Contributions          -               -             -            -       0.00%
5800-5900 Other Revenues             7,500           2,500         2,500            -       0.00%
TOTAL REVENUES                      47,918          32,500        37,500        5,000      15.38%
EXPENDITURES:

6000      Public Assistance              -            -                -            -        0.00%
6100      Personal Services        246,880      227,750          287,683       59,933       26.32%
6200-6300 Services & Charges        21,971       61,495           34,887      (26,608)     -43.27%
6400-6500 Material & Supplies       19,454       22,311           32,157        9,846       44.13%
6600      Capital Outlay                 -            -                -            -        0.00%
6700      Debt Services                  -            -                -            -        0.00%
6800      Other Expenses             1,751            -                -            -        0.00%
6900      Transfers                      -            -                -            -        0.00%
TOTAL EXPENDITURES                 290,056      311,556          354,727       43,171       13.86%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (242,138)    (279,056)        (317,227)     (38,171)        14%




                                              261
G E N E R A L   F U N D         C O R O N E R




                          262
Coroner
Department Budget Recap

                          2007         2008                2009            2009           %
                         Actual       Budget             Requested       Approved       Change

Revenue Total        $        -   $            -     $           -   $              -     0.0%

Expenditure Total    $    112,819 $      111,103 $           123,257 $       123,257     10.9%

Tax Dollars Needed   $    112,819 $      111,103 $           123,257 $       123,257     10.9%


          DEPARTMENT DESCRIPTION

MN Statute 390.011 requires counties to provide Coroner services. Carver County has
been involved in a joint powers agreement with several other counties to provides
these services in an economic manner for a number of years. Dakota County
coordinates the service with the Minnesota Regional Coroner’s Office based out of
Regina Medical Center, Hastings, MN.

The Coroner's Office provides a variety of services related to death investigations in
Carver County. All accidental, suicidal, and undetermined deaths are certified by the
Corner’s Office.

The requested budget increase is not firm at this time, but rather a best estimate of the
likely increase that will be Carver’s share of the entire Joint Powers cost.




                                               263
Full Time Employees (FTE)

                             2008          2009          2009
POSITIONS (FTE's)           Actual       Requested     Approved
                                  0.00          0.00          0.00
                                  0.00          0.00          0.00
                                  0.00          0.00          0.00
TOTAL                             0.00          0.00          0.00




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                                                                                                      F




Coroner Budget Recap
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -              -              -       0.00%
5100      Fees for Services                -            -              -              -       0.00%
5200      Intra County Fees                -            -              -              -       0.00%
5300      Fines & Forfeitures              -            -              -              -       0.00%
5400      Licenses & Permits               -            -              -              -       0.00%
5500      Other Revenues                   -            -              -              -       0.00%
5600      Gifts & Contributions            -            -              -              -       0.00%
5700-5900 Intergovernmental                -            -              -              -       0.00%
TOTAL REVENUES                             -            -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -            -               -            -         0.00%
6100      Personal Services              -            -               -            -         0.00%
6200-6300 Services & Charges       112,819      111,103         123,257       12,154        10.94%
6400-6500 Material & Supplies            -            -               -            -         0.00%
6600      Capital Outlay                 -            -               -            -         0.00%
6700      Debt Services                  -            -               -            -         0.00%
6800      Other Expenses                 -            -               -            -         0.00%
6900      Transfers                      -            -               -            -         0.00%
TOTAL EXPENDITURES                 112,819      111,103         123,257       12,154        10.94%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (112,819)    (111,103)       (123,257)     (12,154)          11%




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266
                                                                                                            F




Battered Women Grant Budget
Recap
                                                                    2009
                                   2007               2008        Approved        Dollar        Percent
            Category              Actual             Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -                  -              -              -       0.00%
5100      Licenses & Permits               -                  -              -              -       0.00%
5200-5400 Intergovernmental                -                  -              -              -       0.00%
5500      Charges for Services             -                  -              -              -       0.00%
5600      Fines & Forfeitures              -                  -              -              -       0.00%
5700      Investment Earnings              -                  -              -              -       0.00%
5750      Gifts & Contributions            -                  -              -              -       0.00%
5800-5900 Other Revenues                   -                  -              -              -       0.00%
TOTAL REVENUES                             -                  -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -                  -              -                -       0.00%
6100      Personal Services              -                  -              -                -       0.00%
6200-6300 Services & Charges             -                  -              -                -       0.00%
6400-6500 Material & Supplies            -                  -              -                -       0.00%
6600      Capital Outlay                 -                  -              -                -       0.00%
6700      Debt Services                  -                  -              -                -       0.00%
6800      Other Expenses                 -                  -              -                -       0.00%
6900      Transfers                 17,250             15,000         15,000                -       0.00%
TOTAL EXPENDITURES                  17,250             15,000         15,000                -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (17,250)           (15,000)        (15,000)              -          0%




                                               267
Sexual Violence Grant Budget Recap
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -              -              -       0.00%
5100      Licenses & Permits               -            -              -              -       0.00%
5200-5400 Intergovernmental                -            -              -              -       0.00%
5500      Charges for Services             -            -              -              -       0.00%
5600      Fines & Forfeitures              -            -              -              -       0.00%
5700      Investment Earnings              -            -              -              -       0.00%
5750      Gifts & Contributions            -            -              -              -       0.00%
5800-5900 Other Revenues                   -            -              -              -       0.00%
TOTAL REVENUES                             -            -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -            -              -                -       0.00%
6100      Personal Services              -            -              -                -       0.00%
6200-6300 Services & Charges             -            -              -                -       0.00%
6400-6500 Material & Supplies            -            -              -                -       0.00%
6600      Capital Outlay                 -            -              -                -       0.00%
6700      Debt Services                  -            -              -                -       0.00%
6800      Other Expenses                 -            -              -                -       0.00%
6900      Transfers                 15,000       15,000         15,000                -       0.00%
TOTAL EXPENDITURES                  15,000       15,000         15,000                -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (15,000)      (15,000)       (15,000)              -          0%




                                               268
           F




Human
Services


   269
270
                                                                                                        F




Scott Carver Economic Council Grant
Budget Recap
                                                                2009
                                   2007           2008        Approved        Dollar        Percent
            Category              Actual         Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -              -              -              -       0.00%
5100      Licenses & Permits               -              -              -              -       0.00%
5200-5400 Intergovernmental                -              -              -              -       0.00%
5500      Charges for Services             -              -              -              -       0.00%
5600      Fines & Forfeitures              -              -              -              -       0.00%
5700      Investment Earnings              -              -              -              -       0.00%
5750      Gifts & Contributions            -              -              -              -       0.00%
5800-5900 Other Revenues                   -              -              -              -       0.00%
TOTAL REVENUES                             -              -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -              -              -             -          0.00%
6100      Personal Services              -              -              -             -          0.00%
6200-6300 Services & Charges             -              -              -             -          0.00%
6400-6500 Material & Supplies            -              -              -             -          0.00%
6600      Capital Outlay                 -              -              -             -          0.00%
6700      Debt Services                  -              -              -             -          0.00%
6800      Other Expenses                 -              -              -             -          0.00%
6900      Transfers                  4,050          4,050          3,307          (743)       -18.35%
TOTAL EXPENDITURES                   4,050          4,050          3,307          (743)       -18.35%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             (4,050)        (4,050)         (3,307)        743            -18%




                                           271
272
         F




Health




  273
274
                                                                                             F




Public Health
Division Budget Recap

                          2007         2008            2009             2009          %
                         Actual       Budget         Requested        Approved      Change

Revenue Total        $    604,054 $      334,070 $       286,646 $        345,808     3.5%

Expenditure Total    $ 3,417,086 $     3,537,422 $      3,928,249 $     3,338,090    -5.6%

Tax Dollars Needed   $ 2,813,032 $     3,203,352 $      3,641,603 $     2,992,282    -6.6%




                                               275
              2009 Public Health Division Budget Narrative

Division Description.

The Carver County Public Health Division has the basic responsibility of government
to protect and promote the health of its citizens. Public health responds to the
individual and population-based needs with enhanced efforts through at least 122
Community Health Collaborative Partnerships.

Public Health protects and promotes the health of its citizens through six 2003
legislated mandated areas of Essential Public Health Responsibilities: 1.) Assure an
adequate local public health infrastructure, 2.) Promote healthy communities and
healthy behaviors, 3.) Prevent the spread of infectious disease, 4.) Protect against
environmental health hazards, 5.) Prepare for and respond to disasters, and assist
communities in recovery, 6.) Assure the quality and accessibility of health services. The
public health governmental core functions within all six areas are Assessment and Planning
(deciding what needs to be done), Advocacy and Policy Development (being part of the
solution), and Assurance (making sure solution happens).

The authority for public health duties and powers is granted in Minnesota Statutes
145A.0-145A.14, the Local Public Health Act of 1987, previously known as
Community Health Services Act of 1976, and Minnesota Statutes 62Q.33, Local
Government Public Health Functions.

The Community Health Services Act allowed Carver County to form a Community
Health Board in 1976 by local resolution. Legal powers are addressed in statutory
language regarding what a Board of Health must do as well as may do.

The 1976 Community Health Services Act set up the Community Health Services
intergovernmental partnership for shared responsibility for the health and safety of the
public between the state and local county governments. The purpose of the
Community Health Services Act and the subsequent Minnesota Public Health Act of
1987 was to assure the protection of the community’s health and safety at the local
level through the coordinated efforts of the local board of County Commissioners (the
Community Health Board) and CC Public Health Agency.

Public health is defined as, “What we as a society do collectively to ensure the
conditions in which people can be healthy (source: Institute of Medicine’s The Future
of Public Health).” The Carver County Public Health Division incorporates this
definition in its mission: “To engage community partners in mutual efforts to strengthen the health
and well-being of Carver County.”

Health reform efforts focus on improving the publics’ health through an assessment of
Community Health needs.



                                               276
                                                                                              F




The needs of the consumer rather than the health care system;

Investing in prevention, early intervention and population-based health
promotion activities;

Governmental Coordination in strengthening federal, state and local
governmental coordination of public health efforts;

Accountability by challenging agencies and organizations to increase
accountability of systems that impact the publics’ health;

Service Coordination by facilitated between public and private-sector
organizations.

                         Budget Highlights

Division FTE List:

The 2008 complement consist of 35.55 employees with three new personnel
requests for an additional 2.0 FTE in 2009. The Jail Nurse Supervisor is a requested
FTE addition to be offset by the elimination of an existing FTE if approved. The
need for staffing is at a critical point for public health in 2009.

The changes to the Local Public Health Act in 2003 added a new dimension of
performance improvement and accountability with the intent of strengthening the local
public health system. This act gave the state commissioner of health the responsibility
to withhold funding based on performance introduced an element of authority that
was not present before. This change must not detract from the partnership or it will
weaken Minnesota’s public health system.

 The State Community Health Services Advisory Committee (SCHSAC)
Accountability Review Process Work Group was charged with addressing
accountability issues as outlined in the 2003 Local Public Health Act. The Local Public
Health Act, MS 145A.131, subdivision 3, states that "community health boards
accepting local public health grants must document progress toward the statewide
outcomes... to maintain eligibility to receive the local public health grant." The law also
gives the commissioner of health authority to withhold funds when "progress" is not
occurring and provides a broad outline of an accountability review process.

http://www.health.state.mn.us/divs/cfh/ophp/system/schsac/reports/accountability.pdf


Federal, State, and local reorganization efforts are changing and intensifying the need to
add some classifications of positions to staff our division with the necessary employee



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skills associated with newly defined Areas of Public Health Responsibility. The
additional needed positions and associated skills and competencies are Public Health
Planner, with a communications focus, a Public Health Planner, with a environmental
Public Health focus (for Public Health Environmental Health issues other than food,
beverage and lodging), and upgrading an existing Correctional Health Nurse position
to a Supervisor position to meet new Immigration (ICE) inmate requirements. We
have reallocated funding from division operations and contracted technical and
professional personal to support eighty percent (80%) of the resources necessary for
each position requested in accordance with 2009 budget guidelines.

Essential Responsibility 1: Assure an Adequate Local Public Health Infrastructure: one
of the requirements is "Designate, recruit, train and retain local public health
staff so that every local agency has appropriate expertise in each of the six areas
of public health responsibility." This is specific to our request for both of the
positions requested for adequate infrastructure for the mandated requirements.

Essential Responsibility 2: Promote Healthy Communities and Healthy
Behaviors: specific to our request for the Planner with a Public Health Environmental
focus in the areas of air quality, community design, food safety, Public Health nuisance,
solid and hazardous waste, water quality, vector borne illnesses, and Environmental
Disease Prevention and Control.

Essential Responsibility 3: Prevent the Spread of Infectious Disease: specific to our
request for the Public Health Planners and upgrade of correctional health nurse to
supervisor.

Essential Responsibility 4: Protect Against Environmental Health Hazards: specific to
our request for a Public Health Planner with an Environmental Health focus.

“Protect Against Environmental Health Hazards” is one of six areas of Public Health
Responsibility. Within this area four essential local public health activities have been
identified:

EH1: Provide the general public and policy leaders with information on health risk,
health status, and environmental health needs in the community as well as information
on policies and programs regarding environmental health threats to humans.

EH2: Identify the federal, state, tribal or local agencies with regulatory authority and
bring people together to address compliance with public health standards.

EH3: Develop public health nuisance policies and plans, and assure enforcement of
public health nuisance requirements.

EH4: Monitor the community for significant and emerging environmental health
threats, and develop strategies to address these threats.




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Resolution 99-13 NACCHO

RESOLUTION TO SUPPORT THE INTEGRATION OF ENVIRONMENTAL
HEALTH AND PUBLIC HEALTH PRACTICE

WHEREAS, the Institute of Medicine’s 1988 Future of Public Health Report states
that “The removal of environmental health authority from public health has led to
fragmented responsibility, lack of coordination, and inadequate attention to the public
health dimensions of environmental health issues;” and

WHEREAS, environment and health are intimately related, and environmental health
is a public health activity, yet the two fields are often isolated and overly distinct in their
current missions; and

WHEREAS, local public health agencies bring a unique, population-based approach to
environmental health issues and an emphasis on prevention and system-wide
approaches to health;

THEREFORE, BE IT RESOLVED that the National Association of County and
City Health Officials (NACCHO) advocates for resources, policies, programs, and
legislation that promote the integration of environmental health and public health
practice; and

BE IT FURTHER RESOLVED that NACCHO endorses the development and/or
enhancement of coordinated training for the environmental health workforce in public
health sciences such as epidemiology, social and behavioral sciences, physiology and
biology, and for the public health workforce in environmental sciences such as ecology
and urban planning.

Adopted by NACCHO Board of Directors

November 7, 1999

Updated September 2003

Essential Responsibility 5: Prepare For and Respond To Disasters, and Assist
Communities in Recovery: specific to our request for both planner positions.

Essential Responsibility 6: Assure the Quality and Accessibility of Health Services:

 A major challenge is to continue to align and/or restructure our service capabilities
within the capacity limits of our staffing complement; and to advocate through the
budget process to have them more adequately reflect the rate of population growth and
the corresponding determined assessed needs. We have to implement numerous
systems changes associated with new MN State legislative changes i.e. Areas of Public
Health Responsibility to include analysis, evaluation, and outcomes. Assuring


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organizational capacity is the number one priority of meeting proposed Areas
of Public Health Responsibilities.

Public Health Planner-Communications Focus (1.0 FTE)

Public Health has a significant gap in our ability to address communications and we
must be prepared to respond to the issues that will emerge with the growth of the
county. This area of focus is needed to assure that public health communications are
approached in a comprehensive manner to address the requirements of the Local
Public Health Act and population growth in Carver County. Communications is a
requirement throughout the Local Public Health Act and the pending national
accreditation system for public health. In addition, through an internal strategic
planning process, risk/emergency communications for public health has been
identified as needing focused time and expertise that the Division does not currently
have. Effective communication is vital to our success in the community as a public
health agency.

The overall goal of Communications is to effectively represent public health issues to
the community on an ongoing basis and in an emergency.

Communications will develop and implement comprehensive communications
strategies and processes for Public Health including protocols for internal and external
communication, communications standards, and marketing and media strategies. We
must be prepared to provide timely, accurate and culturally appropriate information for
elected officials, the public, the media, and community partners in the event of all types
of public health situations and emergencies.

As part of this work, Communications will:

Research, design, evaluate and implement public health communications policies,
strategies and projects.

Assess health risks and communicate risks to the public.

Consult and collaborate with a wide array of organizations, committees, groups and
individuals to develop linkages, identify needs, problem solve, plan solutions, develop
programs and enhance leadership to address individual or community health concerns
and enhance the community capacity for response.

There is currently a gap in Public Health’s ability to address communications and the
required function of the Public Information Officer (PIO) is inadequately staffed;
legislatively required areas of responsibility for communication are not fully addressed
in the Division.

Public Health Planner-Environmental Public Health Focus (1.0 FTE)




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Public Health requires a 1.0 FTE to develop and oversee the work in newly emerging
areas of public health based on the additional legislative requirements of the 2003 Local
Public Health Act. The knowledge-base does not exist in Carver County Public Health
for environmental public health issues. This 1.0 FTE position will address the
issues of environmental public health that are not comprehensively addressed by Public
Health or Environmental Services. Environmental Services does not fulfill the public
health role in environmental health. Public Health currently receives requests for
assistance and information regarding environmental health issues.

This 1.0 FTE position will respond to the growth of work in public health and the
environmental health functions within the Division structure. Public Health currently
has legislatively targeted areas of environmental health responsibilities. These areas are
increasing in numbers, complexity and knowledge requirements. Environmental health
includes topics such as:

Air Quality

Community Design

Food Safety

Public Health Nuisance

Solid and Hazardous Waste

Water Quality

Vector borne Illnesses

Environmental Disease Prevention and Control

As a Public Health Planner, this position will:

Research, design, evaluate and implement public health policies and programs.

Assess health risks.

Consult and collaborate with a wide array of organizations, committees, groups and
individuals to develop linkages, identify needs, problem solve, plan solutions, develop
programs and enhance leadership to address individual or community health concerns
and enhance the community capacity for response.

This position would extend Public Health’s capacity in the community with the
necessary expertise and extend staffing resources in the related areas of public health
emergency preparedness and response. Public Health would expand its collaborative
work with other County Divisions, with municipalities and with other community



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organizations through this position. This includes approaching environmental health
education with “Risk Communications” theory to proactively address issues to prevent
the development of problems and effectively represent public health issues in the
community. The establishment of this position takes a future-focused approach to
unify efforts around environmental health issues and consolidate work to be more
effective.

This position is needed to respond to the growth of work in public health and the
environmental health functions within the Division structure.

We need to formalize a plan to revitalize Public Health Environmental Services in
concert with the MDH Essential Responsibilities Priorities and the Center for Disease
Control and Prevention initiatives. This is critical because:

(1) Many environmentally related conditions affect the health   and lives of millions
of citizens at significant cost

(2) Many emerging and re-emerging public health problems require innovative
environmental public health service interventions

(3) Environmental public health is an important part of the public health response to
terrorism and other emergencies

(4) Environmental public health services issues are becoming    more complex

(5) Respective departments working together with a more formal plan based on the
CDC tools would give us the ability to work on common areas toward consistent
approaches and economy of action.

(6) The rapid growth of Carver County makes the risk of Environmental Health issues
more prevalent related to services, and the need for common planning.

The Healthy People 2010 Environmental Health Objectives are focused on the areas
of Outdoor Air Quality, Water Quality, Toxins and Waste, Healthy Homes and
Healthy Communities, Infrastructure and    Surveillance,       and       Global
Environmental Health.

The CDC has developed the “Protocol for Assessing Community Excellence in
Environmental Health (Pace-EH)” a tool we would be able to more fully use in Carver
County Public Health Communities to work together to assess community
environmental public health needs.

Registered Nurse – Jail Health Supervisor (1.0 FTE)




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A new position description has been written as this position does not currently exist in
the county. This new FTE is to be offset by the elimination of an existing FTE, so
there would be no net change in headcount for the division with this change.

This 1.0 FTE position will provide for the supervision of the Jail Medical Unit and of
the nursing staff and detention staff that receive delegation functions from the
registered nurses. Currently the clinical functions of the Jail Medical Unit are
supervised by the Disease Prevention and Control (DP&C) Manager. The Registered
Nurses need to have daily interaction, advocacy, and support of a supervisory position
at the Jail Medical Unit. Nursing services have increased in complexity; detainees are
increasingly medically complex, chronic disease management of inmates requires daily
medical intervention particularly in the area of diabetes, communicable disease
management issues are increasing due to the increased numbers of bookings which
require additional staff support around infection control practices. The Jail Nurse
Supervisor has the authority for decision-making and the ability to direct and guide
work to the Registered Nurses as well as define the appropriate level of delegation to
detention staff.

Without the Jail Nurse Supervisor role, the registered nurse position is unable to move
agendas forward in a timely manner to effectively improve the provision of medical
care through the Jail Medical Unit. Detainee and inmate health issues are currently
addressed however the need for anticipatory planning for longer term and provision of
complex health care needs of inmates are increasingly unable to be properly managed.


REVENUE:
We are awaiting the decisions of the Federal Homeland Security, the Centers for
Disease Control, and the Minnesota Department of Health to complete our Revenue
projections as we are not in a position of being able to make definitive budget
projections for 2009 prior to the deadline in June, 2008 to submit this budget. We
have based our projections on approximations related to our current revenue sources.
Therefore we will bring forth to the Board any changes or additional grant awards once
we have received official notification of the funds to be awarded. They will be reflected
as Department Revenue.


EXPENDITURE:
Associated expenditures for the above referenced revenues were also based primarily
on the 2008 budgeted expenditures. I will bring to the Board revisions when we receive
official notice from the funding agency as to the revenue dollar projections. However,
these funds would probably be insufficient if we have a major flu outbreak.

Our current documentation system to track the indicators related to the evaluations
and outcomes of the new Essential Public Health Responsibilities is inadequate in



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providing us with the needed data and outcome reporting requirements. We are
currently working with the IS Project Manager, Data Base Administrator and Business
Analyst in development of and modification to our systems to maximize the current
system capabilities.

DP&C/PHP expenditures are based primarily on the 2008 budgeted expenditures. It
is anticipated that some grants relate to this department of the division will be reduced
1.8 % for the next budget cycle other than Emergency Preparedness that is projected at
an 8% reduction.

It is expected that due to the rare nature of Public Health Incidents/Events that
budgeting for public health emergencies occurs through budgeting for planning
expenses. Should a public health emergency occur with the need for purchases (of
medications/vaccines, medical supplies, staff support supplies) Public Health would
request financial support from the Community Health Board to put into operation a
response effort.

As a member of a 22 agency Minnesota Counties Computer Cooperative (MCCC)
there will be a major rewrite project of the Public Health Documentation System(PH-
DOC) commencing 1/1/2008 to 3/13/2013 and referred to as the 2012 PH-DOC
project. Carver County Public Health’s projected cost share over the term of the
contract related to this project is $70, 352.


  2009 FUTURE DIRECTIONS AND CHALLENGES


                                  OVERVIEW

Major Goals/Objectives by Organizational Departments/Program areas to be
Accomplished in 2009

Carver County Public Health has expanded its prevention focus by increasing
collaboration with key partners in the county and among adjacent counties to address
priority public health problems. This involves working on health problems, which
affect many people in our County, by jointly sharing resources, planning and evaluation
processes, data development and analysis in assessment of needs, priorities, and
determination of outcomes, and outreach efforts through health promotion. An
example was the joint effort with Scott County and five other partners to establish the
River Valley Nursing Center in Shakopee and the opening of a Chaska site to address
the need for uninsured or under insured residents of both counties.

Working jointly with the medical provider community, we advanced the promotion of
the Healthier Communities Concept whereby the wellness and prevention concepts are
becoming more jointly focused in meeting the needs of the county population in the
areas of River Valley Nursing Center (RVNC), Medical Home, Meth, Child and Teen


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Checkups (C&TC), Mental Health, Worksite Wellness, Alcohol-Tobacco and Other
Drugs (ATOD), Immunization Registry, Infectious Disease Reporting, non-profits,
schools, parents, and youth.

Disease Prevention and Control Department (DP&C), Carolyn Schmidt,
Manager

Public Health Preparedness (PHP):

The impact of the Terrorist Attack of September 11, 2001, and subsequent public
health emergencies resulting from natural disasters and man made catastrophic
collapses has resulted in a focused effort of Public Health agencies on a local,
regional, state, and national level toward emergency preparedness planning and the
ability to respond competently. The agency must continue to maintain staff skill
based capacity at all levels to adequately meet the needs of Carver County in the
event of a related public health emergency. This means the development of clear
competency expectations, a training plan, the development of the minimum
standard of response training and the expectation of all staff participation in various
drills and exercises.

Carver County Public Health’s Role as the lead agency and health technical expert
during a public health emergency is to respond to threats of infectious disease
(Disease Prevention and Control) and other Public Health emergencies of a
biological nature. We are required to:

    a. Prepare and Plan for public health response to biological emergencies
    including terror related as well as current and anticipated disease outbreaks
    including;

        •   provide and develop leadership locally in order to respond locally as
            well as regionally to public health emergencies

        •   assess and understand our capacity for responding to bio-terrorism and
            other infectious disease emergencies and know when to ask for
            assistance and have the ability to coordinate assistance

        •   continue to maintain and refine the Public Health Emergency Incident
            Management system to adequately manage public health emergencies
            for Carver County in a standardize manner with the regional and
            national response plans

        •   revise and refine the Carver County Health Annex and supplements of
            the County Emergency Operations Plan according to emerging
            information and the refinement of the incident management system




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   •   ensure workforce capacity and readiness through training provided and
       conducted in accordance with a training plan including all staff and
       partners in Carver County

   •   plan and conduct exercises of our comprehensive public health
       emergency preparedness and response plans

   •   ensure and maintain community partnerships with the ability to respond
       adequately to the health needs in the event of a bioterrorist/infectious
       disease outbreak related emergency

   •   continue the development of infrastructure to support recruitment and
       training of the Medical Reserve Corp to achieve the next goal of 200
       recruits toward the optimal goal of 400 recruits

   •   acquire sufficient resources, supplies, and equipment necessary to
       implement a public health response including but not limited to
       communications technology and redundancy, resource management,
       logistics equipment, medical supplies

   •   maintain a data base of information as to resources available within
       community partners to respond to public health emergencies

   •   take an active role with Emergency Management in the development of
       the Carver County Government Business Continuity Plan that becomes
       incorporated as a requirement in our PH Preparedness Plan.

b. Detect disease and biological activity early in Carver County which could
lead to a public health emergency in order to circumvent or mitigate outbreak
situations.

   •   assure and maintain awareness of disease activity in our jurisdiction
       through weekly Disease Check-in meetings attended by all departments
       of Public Health and Health Community Partners (clinics, school health
       departments, hospital infection control)

   •   inform health/medical partners regarding disease activity in the county

   •   acknowledged by health and medical partners as the disease data center
       through development of the ability to collect, analyze, and compare data
       specific to the jurisdiction

   •   implement disease reporting protocols and surveillance activities in the
       jurisdiction



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   c. Respond to any biological event within our jurisdiction,

       •   utilize the Health Annex and supplements to implement the response to
           biological emergencies in and effecting Carver County

       •   stand-up mass dispensing/vaccinating sites for essential personnel and
           the public

       •   assure special populations needs are met during public health
           emergencies paying attention to communications of directions, access
           to information, and medical care

       •   coordinate plans regionally to respond to public health emergencies in
           and around Carver County and deploy staff and volunteers according to
           response plans

       •   maintain the Health Alert Network (HAN) system

       •   coordinate patient care through existing medical systems or through
           alternate care facilities assuring patient needs are met.

       •   coordinate communications with a written protocol describing roles
           and responsibilities regarding the provision of information to the media
           and the public during a public health emergency

d. Recovery from Public Health emergencies and Long Term Recovery activities

       •   Maintain communications between partners and the public

       •   Maintain disease surveillance role, activities and data collection and
           reporting around long-term effects of exposure to public health
           emergency biological or environmental hazards

       •   Develop, maintain and provide educational trainings and information on
           the “new normal” to staff and the public

       •   Coordinate and maintain behavioral health services to include long-term
           behavioral health needs and services

       •   Maintain coordination and assistance with mass fatality care

       •   Establish environmental health response needs and implement
           accordingly

Disease Prevention and Control



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    1. Disease Prevention Activities:

      •   Conduct Disease Prevention Health Education Campaigns (Cover Your
          Cough, Influenza, Hand Washing, Safe Food Handling during summer
          months, Ready Carver and Got Your Shots?) that includes partners in
          these campaigns from Scott County Public Health, Hospitals, Clinics,
          schools, and businesses.

      •   Continue to expand the Minnesota Immunization Information
          Connection (MIIC) Immunization Registry; continue to include all
          clinics and child care centers, long term care facilities and hospitals.

    2. Disease Control activities to include:

      •   Explore options and models for the treatment of individuals with active
          and latent disease Tuberculosis in order to maintain high levels of
          medication compliance and maximize county resources.

      •   Jail Health services for infection control; medical screening, TB
          screening

    3. Disease Surveillance activities: Define local disease detection and
       surveillance and the best method for more timely/frequent sharing of
       information with the health community partners regarding disease
       reports.

Emergency Medical Services (EMS)

   1. SHOC (Saving Hearts in Our Community); community access defibrillator
      program

      •   SHOC will continue into 2009 including; promotion of heart health,
          promotion of CPR/AED training, continued maintenance of the AED
          registry, AED site locations GIS mapped and refined, collection of AED
          event data.

   2. First Responder Data Collection

      •   In collaboration with the EMS Workgroup refine collection and
          reporting of First Responder Data; initiate quality improvement
          initiative around data collection to include all First Responders in
          Carver County.

   3. Continue to partner with all emergency medical responding agencies and
      strive for continuous quality improvement in; radio communications,



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       medical priority dispatch protocols, response times, training, emergency
       preparedness planning in order to continue to provide optimum emergency
       response to Carver County residents and visitors.

Jail Medical Unit

The Minnesota Department of Correction Rule 2911 provides for the mandates of
the health care needs of detainees. The Jail Medical Unit nurses follow these
mandates and assure follow through of medical care for detainees and inmates of
the Carver County Jail.

       •   classification of 1.0 FTE RN to 1.0 RN Supervisor in order to assure
           proper authority for decision making and supervision of delivery of
           medical care and delegated medical services to the inmate population.

       •   make recommendations to the Minnesota Sheriff Association and the
           Minnesota Department of Corrections regarding Rule 2911 changes and
           putting these changes into practice.

       •   strengthen the relationship and work practices between Carver County
           Mental Health Services and the Jail; facilitating the Crisis Team
           effectiveness to communicate to detention staff, facilitating tele-health
           practices between the jail and 1st Street Center,

       •   ensure the medical care for Immigrations and Customs Enforcement
           (ICE) Inmates is according to federal requirements and in timeframes
           optimal for the movement of this population.

       •   maintain the day to day operations of a clinical role of the medical unit
           responding to the medical needs of inmates; incorporating fiscally
           responsible practice, legal mandates from the courts, medical orders
           from the contracted physician, requirements from ICE, requirements
           from other jails boarding their inmates at Carver County Jail, and others
           not mentioned.

       •   explore electronic health records in anticipation of a recommendation
           for 2010.

Family Health Department, Kathy Paulsen, Manager

Continue to grow and develop collaborative relationships across the Public Health
Division and with partners to identify and meet the needs of the community related to
families with young children and to enhance knowledge and coordination of staff
efforts.




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Use data collected by P&D through regular channels and through the Community
Health Assessment and Planning Process (CHAAPP) process to shape future FH
efforts and programs.

Seek grants that expand the capacity of the Division and of the FH Dept. in areas
identified as priorities by the CHAAPP process.

Increase the impact and awareness of I&R (Information and Resources) and of CCPH
in the community by developing a vision and plan for I&R.

Increase awareness of and access to FAP (Follow Along Program) in the community
by increasing outreach and by expanding FAP to 3-5 yr olds, expanding ASQ-SEs
(Ages and Stages Questionnaires – Social Emotional) to all periods and by supporting
on-line enrollment for FAP. Also explore other outreach methods such as targeting
hospitals.

Develop more awareness of Family Planning Special Projects Grant (FPSP) with
partners and in the community and implement MFPP (MN Family Planning Program
which is Medical Assistance for Family Planning) as able with community clinics.

Meet Early Childhood Mental Health needs by using group input, data and CHAAPP
indicators to determine future direction and trainings/education that may be needed.
Work with a PH Planner to develop vision and long-term plans for the group.

Develop a plan to incorporate environmental health pieces into all client contacts made
by the FH Dept. Examples: bring radon testing kits on visits, discuss environmental
issues on phone visits, etc.

Increase community knowledge of CCPH and Family Health services by continuing to
promote and provide health education at ECFE (Early Childhood Family Education)
classes, New Beginnings, MFIP (MN Family Investment Program) classes, and at other
community events. Provide trainings as needed to community partners and providers.

Continue to support the development of Public Health Emergency Preparedness skills
in all staff by promoting the importance of this and by encouraging time for training.

As part of our assurance role, serve as a consultant/resource to community partners
re:ASQs (Ages and Stages Questionnaires – used in Follow Along Program), ASQ-SE
(Ages and Stages Questionnaires – Social Emotional) and other screening tools, and by
bringing training to community/providers in identified areas of need.

Participate in MAHF (Metro Alliance for Healthy Families) by conducting parent
screenings and assessments of both ante partum clients and new parents (who are first
time moms/parents). Collaborate with CC Social Services and the CAP Agency to
assure services are provided within the policies/procedures of MAHF; and meet on a
regular basis to assure client needs and parameters of program are being met.



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Assure that requirements of TANF (Temporary Assistance for Needy Families) grant
dollars are being met by continuing to collaborate with West Suburban Teen Clinic
(WSTC) by supporting their Teen Pregnancy Prevention (TPP) activities as well as
their Home Visiting activities (related to pregnant or parenting teens and young adults
(ages 12-23) by a contractual relationship.

Continue to support the Carver/ Scott Breastfeeding Coalition to promote
breastfeeding as the healthiest way to feed a baby, and to make the community
“friendly” for breastfeeding moms.

Continue support of River Valley Nursing Center (RVNC) by providing staff to serve
on the Board of the non-profit in a consulting role, by providing financial support as
able, and by providing support services to develop and copy promotional materials.

Continue to support First Step by funding additional staff through a contract with the
Carver Scott Educational Cooperative using MCH grant funding in order to case
manage or provide referral facilitation services to families who have children identified
as needing special education services in Carver County.

Support PH-DOC 2012 redesign by participating in efforts to improve the system to
be easier to work with and as a way to capture and report on PH initiatives by local
public health departments.

Continue to seek funding for other initiatives as staff and resources allow, and as data
show needs, in FH area – i.e. Dental, Born Learning Initiative, Sleep Safety,
Preconceptual Health, Environmental, car seats, fathering, adolescence, etc.

Planning and Development, Rae Jean Madsen, Manager

Population – based direction: Population-based approaches are more efficient and
effective in the long run than individual-based work (but still may be a need for the
individual work if no other resources)

Accreditation: The Public Health Accreditation Board (PHAB) staff and consultants
(MCPP) are preparing for the final Standards Development Workgroup meeting
before the draft standards and measures are issued for August 1, 2008. As mentioned
previously, this Workgroup will also develop guidelines for documentation to
demonstrate how standards and measures will be met, as well as develop a standards
scoring and weighting model for use during evaluation and assessment of health
departments that are candidates for accreditation. These draft standards and measures
are a major milestone in the evolving accreditation program.

In the July 10, 2008 News Letter from the PHAB they state as follows: “We advise
state and local health departments to begin to prepare for national accreditation now!”
Performance improvement tools such as NACCHO's Operational Definition and




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CDC's National Public Health Performance Standards Program are designed to
strengthen state and local health departments' performance.

Electronic Health Records: Requirements around electronic health records
interoperability by 2015 (MDH to have standards in place by 2009, e-prescribe in place
by 2011, interoperability of individual client health records by 2015 which includes
Public Health)

Communications: Public Health has a significant gap in our ability to address
communications and we must be prepared to respond to the issues that will emerge
with the growth of the county. This area of focus is needed to assure that public health
communications are approached in a comprehensive manner to address the
requirements of the Local Public Health Act and population growth in Carver County.
Communications is a requirement throughout the Local Public Health Act and the
pending national accreditation system for public health. In addition, through an
internal strategic planning process, risk/emergency communications for public health
has been identified as needing focused time and expertise that the Division does not
currently have. Effective communication is vital to our success in the community as a
public health agency.

The overall goal of Communications is to effectively represent public health issues to
the community on an ongoing basis and in an emergency.

Communications will develop and implement comprehensive communications
strategies and processes for Public Health including protocols for internal and external
communication, communications standards, and marketing and media strategies. We
must be prepared to provide timely, accurate and culturally appropriate information for
elected officials, the public, the media, and community partners in the event of all types
of public health situations and emergencies.

As part of this work, Communications will:

Research, design, evaluate and implement public health communications policies,
strategies and projects.

Assess health risks and communicate risks to the public.

Consult and collaborate with a wide array of organizations, committees, groups and
individuals to develop linkages, identify needs, problem solve, plan solutions, develop
programs and enhance leadership to address individual or community health concerns
and enhance the community capacity for response.

There is currently a gap in Public Health’s ability to address communications whereby
required function of the Public Information Officer (PIO) is inadequately staffed as a
legislatively required area of responsibility for communication are not fully addressed in
the Division.


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Environmental Public Health: Public Health has legislatively targeted areas of
environmental health responsibilities. These areas are increasing in numbers,
complexity and knowledge requirements. Environmental health includes topics such
as:

Air Quality

Community Design

Food Safety

Public Health Nuisance

Solid and Hazardous Waste

Water Quality

Vector borne Illnesses

Environmental Disease Prevention and Control

As a Public Health Planner, this position will:

Research, design, evaluate and implement public health policies and programs.

Assess health risks.

Consult and collaborate with a wide array of organizations, committees, groups and
individuals to develop linkages, identify needs, problem solve, plan solutions, develop
programs and enhance leadership to address individual or community health concerns
and enhance the community capacity for response.

There is a need to extend Public Health’s capacity in the community with the necessary
expertise and extend staffing resources in the related areas of public health emergency
preparedness and response. Public Health would expand its collaborative work with
other County Divisions, with municipalities and with other community organizations
through this position. This includes approaching environmental health education with
“Risk Communications” theory to proactively address issues to prevent the
development of problems and effectively represent public health issues in the
community. The establishment of this position takes a future-focused approach to
unify efforts around environmental health issues and consolidate work to be more
effective.

Public Health needs to position itself to respond to newly emerging areas of public
health based on the additional legislative requirements of the Local Public Health Act.
The knowledge-base does not exist in Carver County Public Health for environmental



                                           293
public health issues; environmental public health is not comprehensively addressed by
Public Health or Environmental Services. Environmental Services does not fulfill the
public health role in environmental health. Public Health currently receives requests
for assistance and information regarding environmental health issues.

Collaborative efforts with community and county partners that include:

Monitoring and assessing our technology requirements are essential as we move
toward broader population based services. Web casts are providing affordable
continuing education on the most contemporary topics in Public Health. The internet
continues to afford access to up-to-date and pressing issues facing the citizens of
Carver County. Additionally, technological advancements in equipment allow us to
create exciting health education curriculum in-house producing greater cost saving
benefits. .

To enhance the well being of county residents we will facilitate the collaborative
projects in the community with other agencies by:
         a. Implementation of the Master Plan on Aging through the Office of Aging
         building relationships – a process with focus areas on transportation and
         housing to include a.) CC Store-to Door Initiative with the Goal to assess the
         number of eligible participants and level of interest in S2D grocery shopping
         services in CC in order to determine if service can be provided, b.)Caregiver
         Resources and support Initiative with the Goal to help the caregivers in CC
         find the information and services they need, and c.) a Housing Conference
         “Boomer Housing: What do they want?” Choices, Barriers, and Opportunities
         with the Goal to begin discussion on types of housing options needed to keep
         CC Boomers living in the county as they downsize.
         b. As a function of Built Environment initiatives do Walkability assessments
         and training in all Carver County Communities.
 Data Collection, Analysis, Assessment
         a. Continue the promotion and establishment of a data assessment unit.
         b. Development and maintenance of a data system working with IS Project
         Management, Data Base Administrator, and Business Analyst that includes:
Data – measurable, meaningful; a health data resource center data collection and
analysis, expertise in place to address all 6 Areas of Responsibility’ assess & monitor
community health needs on an ongoing basis for each of the 6 areas of responsibility,
identify priorities every 5 years.

In partnership with Metro Local Public Health Departments (MLPHA) conduct a
Metro wide Adult Health Survey. The goal of the project is to obtain baseline county-
specific standardized health status data on health behaviors and health care utilization,
receipt of preventive health services, and chronic conditions of the adult residents of
the individual counties in the Metro Area. From this county-specific data, it will be



                                          294
                                                                                           F




possible to aggregate the data to a metro level for regional analysis and comparisons.
The regional, coordinated public health approach will enable us to maximize resources,
enhance efficiency, and provide standardized data for comparisons from county to
county, and to the extent possible from county to state and county to national.

c. Strengthen communication by providing regular reports including Community
Public Health Profiles based on assessments and evaluation of data with a focus on
program outcomes.

d. Implement the use of the tools, training and improvement techniques of Quality
Improvement (QI) to our public health agency obtained from The Minnesota Public
Health Collaborative for Quality Improvement as part of our division performance
management system.


ITEMIZATIONS


CAPITAL OUTLAY - ACCOUNT 6660
No Capital Equipment Requests for 2009


CONFERENCE & TRAINING - ACCOUNT 6332
Our training needs are to support the staff in meeting the skills and knowledge
requirements especially related to the new mandates of Essential Responsibilities and
Problem Area Priorities to achieve the outcomes we are being held accountable for
accomplishing.

Public Health Preparedness requires training for the knowledge we need to assist us in
developing methods to train medical providers, agency staff, and information to
residents in a timely manner as to how to deal with emergencies and other public
health emerging infectious diseases.

The most economical training is acquired through web casts, cable networks, seminars
sponsored by state, national and local public health associations and organizations and
supports the licensure requirements for our professional staff. Our expectation of staff
who receive these trainings are to serve as train-the trainer members who then prepare
our other staff members and assess, evaluate and change our resource material,
practices and procedures. Training is a significant part of ongoing staff development
and as a result we have adopted and implemented a statewide program for MN
TRAIN to track our staff educational efforts that provides a summary report to
respective managers to evaluate their staff training on an annual basis.




                                          295
G E N E R A L   F U N D                                       H E A L T H




Full Time Employees (FTE)

                                          2008          2009            2009
POSITIONS (FTE's)                        Actual       Requested       Approved
Accountant                                     1.00          1.00             1.00
Accounting Clerk III                           1.00          1.00             1.00
Administrative Assistant                       3.00          3.00             3.00
Data Specialist                                1.00          1.00             1.00
Disease Prevention & Control Mgr               1.00          1.00             1.00
DP&C Coordinator                               1.00          1.00             1.00
DP&C Specialist                                0.80          0.80             0.80
Epidemiologist                                 2.00          2.00             1.00
Family Health Coordinator                      1.00          1.00             1.00
Family Health Manager                          1.00          1.00             0.00
Grant Writer                                   1.00          1.00             1.00
Jail Nurse Supervisor                          0.00          1.00             0.00
Office Support Supervisor                      1.00          1.00             1.00
On Call/Temporary                              0.05          0.05             0.05
Planning & Development Manager                 1.00          1.00             1.00
Public Health Director                         1.00          1.00             1.00
Public Health Nurse                            8.90          8.90             7.90
Public Health Planner                          7.80          9.80             7.80
Registered Nurse                               2.00          1.00             1.00
TOTAL                                         35.55         37.55            31.55




                                   296
C A R V E R   C O U N T Y




Public Health Budget Form
                                                                2009
                                    2007         2008         Approved        Dollar      Percent
               Category            Actual       Budget         Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -             -               -            -        0.00%
5100      Licenses & Permits              -             -               -            -        0.00%
5200-5400 Intergovernmental         498,031       248,795         276,216       27,421       11.02%
5500      Charges for Services       93,856        85,275          67,162      (18,113)     -21.24%
5600      Fines & Forfeitures             -             -               -            -        0.00%
5700      Investment Earnings             -             -               -            -        0.00%
5750      Gifts & Contributions           -             -               -            -        0.00%
5800-5900 Other Revenue              12,167             -           2,430        2,430        0.00%
TOTAL REVENUES                      604,054       334,070         345,808       11,738        3.51%
EXPENDITURES:

6000      Public Assistance               -             -               -            -        0.00%
6100      Personal Services       2,716,183     2,923,610       2,959,666       36,056        1.23%
6200-6300 Services & Charges        579,656       533,830         300,911     (232,919)     -43.63%
6400-6500 Material & Supplies       113,763        79,982          77,513       (2,469)      -3.09%
6600      Capital Outlay              7,484             -               -            -        0.00%
6700      Debt Services                   -             -               -            -        0.00%
6800      Other Expenses                  -             -               -            -        0.00%
6900      Transfers                       -             -               -            -        0.00%
TOTAL EXPENDITURES                3,417,086     3,537,422       3,338,090     (199,332)      -5.63%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (2,813,032)   (3,203,352)    (2,992,282)     211,070          -7%




                                                297
G E N E R A L   F U N D         H E A L T H




                          298
Culture & Recreation




         299
G E N E R A L   F U N D         C U L T U R E   &   R E C R E A T I O N




                          300
Library
Department Budget Recap

                          2007           2008            2009             2009          %
                         Actual         Budget         Requested        Approved      Change

Revenue Total        $ 3,595,927 $       3,488,435 $       276,308 $        276,308    -92.1%

Expenditure Total    $ 3,527,912 $       3,510,201 $      3,762,457 $     3,529,346      0.5%

Tax Dollars Needed   $     (68,015) $       21,766 $      3,486,149 $     3,253,038 14845.5%


*Beginning in 2009 the Library is now included within the General Fund. The 2007
and 2008 amounts were previously shown in the Library Fund, but are shown here
within the Library budget for comparative purposes.


Department Description

                         Mission of the Carver County Library

To be a gathering place providing access to ideas, experiences and materials to
enrich our lives.

The Carver County Library is governed by the County Board of Commissioners
elected by the citizens of Carver County. This Board has authority over all aspects of
the library system except those authorities and responsibilities specifically assigned to
the Library Board. MN State Statute 645.021: 2008. The County Board appoints a five
member Library Board responsible for the establishment of policies and rules
governing library operations, review of the annual operating budget and five-year
capital plan, development of a Strategic Long Range plan, acceptance of gifts and trust
funds, maintaining and developing the collection and use of meeting rooms. The staff
in the Administrative Offices and six branches supports these functions which
promote full and equal access to information and ideas, the love of reading and the joy
of learning.

The library exists in a rapidly changing environment. Technology and access to
information are being transformed at a pace that requires libraries to be more nimble
and flexible than in any previous decade. New emphasis on technology, lifelong
learning opportunities, pre-emergent literacy and the expectations of Carver County
citizens require that the library be proactive in anticipating needs, designing services
and responding to those needs with new service delivery models that enable new kinds
of interaction. The citizens have high expectations for the library in both its physical




                                             301
L I B R A R Y    F U N D




and virtual format. The Library Strategic Plan 2008-2012 charts the direction for the
future and inspires the next phase of our collected work within the communities of
Carver County. Strategic Goals in four areas provide direction for libraries within the
county. These goals area:

                o Build and maintain high circulating collections.

                o Provide library programs and services that are community and/or
                  literacy based.

                o Leverage resources and promote community connectedness through
                  partnerships with community organizations, schools and government
                  agencies

                o Improve access to all services by responding to changes in how the
                  public uses libraries.

 The increase in hours for one position requested in 2009 budget focuses on the
increases in movement of materials between branch libraries and the time necessary to
respond to this movement.

Measurement of current staff work load: In 2007 the Carver County Library was open
13,939 public service hours. Staff served 555,213 library users and checked out 878,890
items with an average number of 54 circulations per hour. Professional staff answered
85,289 queries for information, hosted programs with over 22,962 adults and children
in attendance. Volunteers donated over 9,895 hours to the library by participating in a
variety of activities. Opportunities to work with other public service governmental
departments and outreach to teens, special population groups such as homebound
citizens and new immigrants require a staff able to move beyond the library walls.

Additional Hours:

Library Delivery Library Assistant                               5 additional hours.

6265 Software upgrades

Upgrades to software are necessary as part of keeping library technology current and
efficient.

6211-6660 Library Technology

Increases in maintenance agreements (Automated Materials Handling), subscription
fees and software licensing fees are required to keep pace with increases in collection,
e-commerce fees and equipment.

SUMMARY



                                             302
In the development and approval of this budget the Library Board of Carver County
focused on major issues facing the library in the next year paying attending to the
current economic environment within the county and state. Increases in several areas
were carefully evaluated and performance measurement was used as an indicator
before any requests were made. With this proposed budget in 2009 the library will
continue to enhance our programs and expand efforts with teens, children and older
adults. The library collection both in print and electronically will be enhanced to meet
the ever changing needs of our citizens.

The library enjoys enviable loyalty with its welcoming staff, expanded collection,
programs and services and continues to be a positive interface with all county residents.

The major goals and objectives of this budget are: to provide a realistic operating
budget, continue to develop an efficient organizational structure to provide library
services, and improve staffing and outreach services to meet the needs of Carver
County residents.




                                          303
P A R K S




Full Time Equivalent (FTE)

                                              2008          2009          2009
POSITIONS (FTE's)                            Actual       Requested     Approved
Administrative Assistant                           1.00          1.00           1.00
Asst Library Director                              1.00          1.00           1.00
Circulation Services Supervisor                    3.00          3.00           3.00
Director of Development                            0.50          0.50           0.50
Driver                                             0.50          0.50           0.50
Librarian I                                        4.67          4.67           4.67
Librarian II                                       4.94          4.94           4.94
Librarian II - Child/Youth                         2.00          2.00           2.00
Librarian III, Branch Manager                      2.00          2.00           1.60
Librarian IV, Branch Manager                       1.00          1.00           1.00
Librarian III, Technical Services Manager          1.00          1.00           1.00
Librarian IV                                       1.00          1.00           1.00
Librarian IV - Law                                 1.00          1.00           1.00
Library Assistant                                 11.01         11.01          11.01
Library Assistant - Technical Srvs                 0.50          0.50           0.50
Library Director                                   1.00          1.00           1.00
Library Shelvers/Processing                        2.50          2.50           2.25
On-Call Librarian                                  0.63          0.63           0.51
On-Call Library Assistants                         0.68          0.68           0.50
Technology Management Librarian                    1.00          1.00           1.00
Volunteer Coordinator                              1.00          1.00           0.80
                                                   0.00          0.00           0.00
TOTAL                                             41.92         41.92          40.77




                                       304
Library Budget Form
                                                                2009
                                   2007           2008        Approved        Dollar       Percent
            Category              Actual         Budget        Budget        Inc/Dec.      Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -              -              -             -        0.00%
5100      Licenses & Permits              -              -              -             -        0.00%
5200-5400 Intergovernmental         108,889         51,045         51,045             -        0.00%
5500      Charges for Services      120,859         98,450         94,250        (4,200)      -4.27%
5600      Fines & Forfeitures             -              -              -             -        0.00%
5700      Investment Earnings        18,469          1,600          1,600             -        0.00%
5750      Gifts & Contributions           -              -              -             -        0.00%
5800-5900 Other Revenues          3,347,710      3,337,340        129,413    (3,207,927)     -96.12%
TOTAL REVENUES                    3,595,927      3,488,435        276,308    (3,212,127)     -92.08%
EXPENDITURES:

6000      Public Assistance               -              -              -            -         0.00%
6100      Personal Services       2,375,051      2,350,585      2,619,528      268,943        11.44%
6200-6300 Services & Charges        354,685        374,793        388,424       13,631         3.64%
6400-6500 Material & Supplies       746,295        759,823        496,394     (263,429)      -34.67%
6600      Capital Outlay             50,793         25,000         25,000            -         0.00%
6700      Debt Services                   -              -              -            -         0.00%
6800      Other Expenses              1,088              -              -            -         0.00%
6900      Transfers                       -              -              -            -         0.00%
TOTAL EXPENDITURES                3,527,912      3,510,201      3,529,346       19,145         0.55%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             68,015         (21,766)    (3,253,038)   (3,231,272)     14846%




                                           305
Administration Budget Form
                                                            2009
                                   2007        2008       Approved        Dollar       Percent
            Category              Actual      Budget       Budget        Inc/Dec.      Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -           -            -              -       0.00%
5100      Licenses & Permits              -           -            -              -       0.00%
5200-5400 Intergovernmental         108,889      51,045       51,045              -       0.00%
5500      Charges for Services       11,927         800       16,600         15,800    1975.00%
5600      Fines & Forfeitures             -           -            -              -       0.00%
5700      Investment Earnings         6,216           -            -              -       0.00%
5750      Gifts & Contributions           -           -            -              -       0.00%
5800-5900 Other Revenues          3,097,101   3,207,927            -     (3,207,927)   -100.00%
TOTAL REVENUES                    3,224,133   3,259,772       67,645     (3,192,127)    -97.92%
EXPENDITURES:

6000      Public Assistance               -           -             -            -         0.00%
6100      Personal Services         694,229     845,032       769,241      (75,791)       -8.97%
6200-6300 Services & Charges        319,049     328,784       342,945       14,161         4.31%
6400-6500 Material & Supplies       673,307     617,054       418,687     (198,367)      -32.15%
6600      Capital Outlay             33,528      25,000        25,000            -         0.00%
6700      Debt Services                   -           -             -            -         0.00%
6800      Other Expenses                  -           -             -            -         0.00%
6900      Transfers                       -           -             -            -         0.00%
TOTAL EXPENDITURES                1,720,113   1,815,870     1,555,873     (259,997)      -14.32%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           1,504,020   1,443,902    (1,488,228)   (2,932,130)       -203%




                                     306
Chanhassen Budget Form
                                                                 2009
                                   2007             2008       Approved        Dollar      Percent
            Category              Actual           Budget       Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -                -             -             -        0.00%
5100      Licenses & Permits             -                -             -             -        0.00%
5200-5400 Intergovernmental              -                -             -             -        0.00%
5500      Charges for Services      48,538           44,500        29,500       (15,000)     -33.71%
5600      Fines & Forfeitures            -                -             -             -        0.00%
5700      Investment Earnings        3,492            1,600         1,600             -        0.00%
5750      Gifts & Contributions          -                -             -             -        0.00%
5800-5900 Other Revenues           102,986                -             -             -        0.00%
TOTAL REVENUES                     155,016           46,100        31,100       (15,000)     -32.54%
EXPENDITURES:

6000      Public Assistance              -                -             -             -       0.00%
6100      Personal Services        689,636          548,204       755,916       207,712      37.89%
6200-6300 Services & Charges         9,666           12,512        12,762           250       2.00%
6400-6500 Material & Supplies       12,886            6,974         7,113           139       1.99%
6600      Capital Outlay                 -                -             -             -       0.00%
6700      Debt Services                  -                -             -             -       0.00%
6800      Other Expenses             1,088                -             -             -       0.00%
6900      Transfers                      -                -             -             -       0.00%
TOTAL EXPENDITURES                 713,276          567,690       775,791       208,101      36.66%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (558,260)        (521,590)      (744,691)    (223,101)        43%




                                             307
Chaska Budget Form
                                                            2009
                                   2007        2008       Approved        Dollar      Percent
            Category              Actual      Budget       Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -           -              -            -        0.00%
5100      Licenses & Permits             -           -              -            -        0.00%
5200-5400 Intergovernmental              -           -              -            -        0.00%
5500      Charges for Services      25,419      24,000         19,000       (5,000)     -20.83%
5600      Fines & Forfeitures            -           -              -            -        0.00%
5700      Investment Earnings        1,077           -              -            -        0.00%
5750      Gifts & Contributions          -           -              -            -        0.00%
5800-5900 Other Revenues               645           -              -            -        0.00%
TOTAL REVENUES                      27,141      24,000         19,000       (5,000)     -20.83%
EXPENDITURES:

6000      Public Assistance              -           -              -            -        0.00%
6100      Personal Services        407,188     371,354        430,301       58,947       15.87%
6200-6300 Services & Charges         1,922       6,767          6,901          134        1.98%
6400-6500 Material & Supplies        1,905      76,033          2,379      (73,654)     -96.87%
6600      Capital Outlay             6,681           -              -            -        0.00%
6700      Debt Services                  -           -              -            -        0.00%
6800      Other Expenses                 -           -              -            -        0.00%
6900      Transfers                      -           -              -            -        0.00%
TOTAL EXPENDITURES                 417,696     454,154        439,581      (14,573)      -3.21%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (390,555)   (430,154)      (420,581)       9,573          -2%




                                    308
Waconia Budget Form
                                                               2009
                                   2007           2008       Approved        Dollar        Percent
            Category              Actual         Budget       Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -              -              -               -       0.00%
5100      Licenses & Permits             -              -              -               -       0.00%
5200-5400 Intergovernmental              -              -              -               -       0.00%
5500      Charges for Services      21,509         17,000         17,000               -       0.00%
5600      Fines & Forfeitures            -              -              -               -       0.00%
5700      Investment Earnings        2,250              -              -               -       0.00%
5750      Gifts & Contributions          -              -              -               -       0.00%
5800-5900 Other Revenues               347              -              -               -       0.00%
TOTAL REVENUES                      24,106         17,000         17,000               -       0.00%
EXPENDITURES:

6000      Public Assistance              -              -              -           -          0.00%
6100      Personal Services        234,105        256,661        387,130     130,469         50.83%
6200-6300 Services & Charges         5,271          8,738          7,945        (793)        -9.08%
6400-6500 Material & Supplies        1,661          1,003          5,023       4,020        400.80%
6600      Capital Outlay                 -              -              -           -          0.00%
6700      Debt Services                  -              -              -           -          0.00%
6800      Other Expenses                 -              -              -           -          0.00%
6900      Transfers                      -              -              -           -          0.00%
TOTAL EXPENDITURES                 241,037        266,402        400,098     133,696         50.19%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (216,931)      (249,402)      (383,098)    (133,696)          54%




                                           309
Watertown Budget Form
                                                            2009
                                   2007        2008       Approved        Dollar        Percent
            Category              Actual      Budget       Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -           -             -                -       0.00%
5100      Licenses & Permits             -           -             -                -       0.00%
5200-5400 Intergovernmental              -           -             -                -       0.00%
5500      Charges for Services       6,791       6,000         6,000                -       0.00%
5600      Fines & Forfeitures            -           -             -                -       0.00%
5700      Investment Earnings          500           -             -                -       0.00%
5750      Gifts & Contributions          -           -             -                -       0.00%
5800-5900 Other Revenues               281           -             -                -       0.00%
TOTAL REVENUES                       7,572       6,000         6,000                -       0.00%
EXPENDITURES:

6000      Public Assistance              -           -             -             -          0.00%
6100      Personal Services        119,589     192,416        82,471      (109,945)       -57.14%
6200-6300 Services & Charges         3,982       6,064         5,705          (359)        -5.92%
6400-6500 Material & Supplies          972       2,545         2,595            50          1.96%
6600      Capital Outlay                 -           -             -             -          0.00%
6700      Debt Services                  -           -             -             -          0.00%
6800      Other Expenses                 -           -             -             -          0.00%
6900      Transfers                      -           -             -             -          0.00%
TOTAL EXPENDITURES                 124,543     201,025        90,771      (110,254)       -54.85%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (116,971)   (195,025)       (84,771)     110,254           -57%




                                    310
Norwood/Young America Budget
Form
                                                               2009
                                   2007           2008       Approved        Dollar        Percent
            Category              Actual         Budget       Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -              -              -               -       0.00%
5100      Licenses & Permits             -              -              -               -       0.00%
5200-5400 Intergovernmental              -              -              -               -       0.00%
5500      Charges for Services       6,165          6,000          6,000               -       0.00%
5600      Fines & Forfeitures            -              -              -               -       0.00%
5700      Investment Earnings            -              -              -               -       0.00%
5750      Gifts & Contributions          -              -              -               -       0.00%
5800-5900 Other Revenues               119              -              -               -       0.00%
TOTAL REVENUES                       6,284          6,000          6,000               -       0.00%
EXPENDITURES:

6000      Public Assistance              -              -              -            -          0.00%
6100      Personal Services        151,988        136,918         99,505      (37,413)       -27.33%
6200-6300 Services & Charges         1,996          3,711          3,785           74          1.99%
6400-6500 Material & Supplies          128          1,553          1,584           31          2.00%
6600      Capital Outlay             5,402              -              -            -          0.00%
6700      Debt Services                  -              -              -            -          0.00%
6800      Other Expenses                 -              -              -            -          0.00%
6900      Transfers                      -              -              -            -          0.00%
TOTAL EXPENDITURES                 159,514        142,182        104,874      (37,308)       -26.24%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (153,230)      (136,182)       (98,874)     37,308            -27%




                                           311
MN Endowment Fund Budget Form
                                                            2009
                                   2007       2008        Approved        Dollar        Percent
            Category              Actual     Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -            -              -              -       0.00%
5100      Licenses & Permits             -            -              -              -       0.00%
5200-5400 Intergovernmental              -            -              -              -       0.00%
5500      Charges for Services           -            -              -              -       0.00%
5600      Fines & Forfeitures            -            -              -              -       0.00%
5700      Investment Earnings        4,934            -              -              -       0.00%
5750      Gifts & Contributions          -            -              -              -       0.00%
5800-5900 Other Revenues                 -            -              -              -       0.00%
TOTAL REVENUES                       4,934            -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -            -              -              -       0.00%
6100      Personal Services              -            -              -              -       0.00%
6200-6300 Services & Charges         3,260            -              -              -       0.00%
6400-6500 Material & Supplies            -            -              -              -       0.00%
6600      Capital Outlay                 -            -              -              -       0.00%
6700      Debt Services                  -            -              -              -       0.00%
6800      Other Expenses                 -            -              -              -       0.00%
6900      Transfers                      -            -              -              -       0.00%
TOTAL EXPENDITURES                   3,260            -              -              -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES              1,674            -              -              -          0%




                                     312
Law Library Budget Form
                                                                2009
                                   2007          2008         Approved        Dollar        Percent
            Category              Actual        Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -                -             -               -       0.00%
5100      Licenses & Permits             -                -             -               -       0.00%
5200-5400 Intergovernmental              -                -             -               -       0.00%
5500      Charges for Services         510              150           150               -       0.00%
5600      Fines & Forfeitures            -                -             -               -       0.00%
5700      Investment Earnings            -                -             -               -       0.00%
5750      Gifts & Contributions          -                -             -               -       0.00%
5800-5900 Other Revenues           146,231          129,413       129,413               -       0.00%
TOTAL REVENUES                     146,741          129,563       129,563               -       0.00%
EXPENDITURES:

6000      Public Assistance              -                -             -           -          0.00%
6100      Personal Services         78,316                -        94,964      94,964          0.00%
6200-6300 Services & Charges         9,539            8,217         8,381         164          2.00%
6400-6500 Material & Supplies       53,733           54,661        59,013       4,352          7.96%
6600      Capital Outlay             5,182                -             -           -          0.00%
6700      Debt Services                  -                -             -           -          0.00%
6800      Other Expenses                 -                -             -           -          0.00%
6900      Transfers                      -                -             -           -          0.00%
TOTAL EXPENDITURES                 146,770           62,878       162,358      99,480        158.21%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                (29)          66,685       (32,795)     (99,480)         -149%




                                              313
MELSA Collection Grant Budget Form
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -              -              -       0.00%
5100      Licenses & Permits               -            -              -              -       0.00%
5200-5400 Intergovernmental                -            -              -              -       0.00%
5500      Charges for Services             -            -              -              -       0.00%
5600      Fines & Forfeitures              -            -              -              -       0.00%
5700      Investment Earnings              -            -              -              -       0.00%
5750      Gifts & Contributions            -            -              -              -       0.00%
5800-5900 Other Revenues                   -            -              -              -       0.00%
TOTAL REVENUES                             -            -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -              -              -              -       0.00%
6100      Personal Services              -              -              -              -       0.00%
6200-6300 Services & Charges             -              -              -              -       0.00%
6400-6500 Material & Supplies        1,703              -              -              -       0.00%
6600      Capital Outlay                 -              -              -              -       0.00%
6700      Debt Services                  -              -              -              -       0.00%
6800      Other Expenses                 -              -              -              -       0.00%
6900      Transfers                      -              -              -              -       0.00%
TOTAL EXPENDITURES                   1,703              -              -              -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             (1,703)             -              -              -          0%




                                    314
Parks Administration
Department Budget Recap

                             2007             2008              2009                2009            %
                            Actual           Budget           Requested           Approved        Change

Revenue Total           $    559,715 $           281,100 $          377,400 $           374,400    33.2%

Expenditure Total       $ 1,235,444 $            858,105 $        1,088,799 $           985,399    14.8%

Tax Dollars Needed      $    675,729 $           577,005 $          711,399 $           610,999     5.9%




Department Description

C A R V E R      C O U N T Y         R E G I O N A L    P A R K S




Carver County Regional Parks

Detailed information about the Parks Department follows. Detailed information about
the other divisions of the Public Works Division is found in another location within
this budget document.

The Parks Department of the Public Works Division is under the supervision of the
Parks Director. The Parks Director works in an independent manner in the ongoing
planning, development, operations, maintenance of three existing Regional Parks, one
public lake access, one undeveloped county park under the jurisdiction of Carver
County and 12 miles of railroad corridor under the jurisdiction of Carver County
Regional Railroad Authority(1). Six full-time employees along with approximately 15- 20
seasonal workers, contracted caretakers and campground hosts comprise the
development, operations, and maintenance personnel of the Parks Department.
Annually, over 251,000 user visits are recorded at the County Regional Park Facilities.
The Carver County Parks system provides the public with a wide variety of recreational
opportunities. Among the facilities offered include: swimming beaches, hiking trails,
fishing piers, cross country ski trails, picnic areas and shelters, nature trails, creative play
facilities, tot lots, ball fields, tennis courts, open play fields, volleyball courts, boat
accesses, an off-leash dog area, family and group camping sites.


    (1)   See the Carver County Rail Authority narrative in the “Other Levies” section located at the back
          of the budget book



                                                  315
                              BUDGET HIGHLIGHTS

Challenges

The County regional park system faces tremendous challenges to develop its park areas
and implement a vision which secures new areas as identified in county and regional
planning documents. Funding for development and land acquisition of County park
areas is insufficient to meet development and acquisition objectives in a timely manner.
The inability to acquire new lands identified in County and regional planning
documents in a timely manner will lead to increases in development and acquisition
costs. In addition, it can reduce the ability to acquire lands most desirable for recreation
and conservation needs of present and future citizens of the County. User satisfaction
will decline if the park system is perceived to be standing still at a time of rapid
development and strong support for additional land acquisition. Furthermore, park
service may not be geographically balanced in the County, meaning that some areas of
the County may not have large areas for recreation and ecological purposes.

Support for land acquisition for future park area is strong. The 2008 Citizen Survey
reported that 83% of County Citizens support areas of high natural amenity be
acquired for future park areas. This is similar as compared to the results of the 2004
Citizen Survey. In addition, 71% of County citizens indicating support for acquisition
of areas of high natural amenity would support a tax increase to purchase new sites.
The average amount that citizens were willing to support was is $39.65 per residence.

Additional support for acquiring lands for conservation and recreation were also
demonstrated in previous County surveys conducted in 1997 and 2001.

Development and redevelopment of our parks system is a continuing process through
our partnership with the Metropolitan Council. Increased use of our county parks by
the public results in an ever expanding operations maintenance program.

Documentation of increase use is seen in the sales of daily and annual vehicle permit
sales and increase sales of camping permits. See the Chart below

                       2004                    2007                   Percent Increase

Daily       Vehicle 6,065                      1,1637                 28
Permits sold

Annual      Vehicle 2,231                      2,796                  25
Permits Sold

Total     Camping 2,501                        3,020                  21
Permits Sold




                                            316
For 2007 annual use estimates calculated by the Metropolitan Council indicate that
237,000 user visits were recorded at the three regional parks administer by Carver
County.

The County Park System is being stressed by insufficient funds to acquire land in a
timely manner and to continue with sustainable development and maintenance of its
regional parks. Funding from the State and the Metropolitan Council is insufficient for
needs of the regional parks in Carver County. Currently, the County has set aside
$4,000,000 to advance fund land acquisition for Lake Waconia Regional Park.
Advanced funding is to be repaid to the County in a future capital improvement
budget of the Metropolitan Council. However, reimbursement under the present
funding allocations from the state and the Metropolitan Council means that the County
will wait a number of years before being repaid. In the meantime, what funds are
allocated to Carver County from the State and the Metropolitan Council are being
consumed to repay the County for previous land acquisitions. Little if any capital
funding is being allocated for infrastructure of roadways, buildings, utilities, stormwater
management or environmental stewardship of the existing park areas.

The County is implementing a long term financial plan. The Administrator’s
Recommended Budget includes a new $50,000 Capital Levy for parkland acquisition to
accumulate funds for the new local contribution. This Capital Levy for Parkland
Acquisition is currently planned to increase by $50,000 each year thru 2011.

Heavy reliance on the funding from state and regional funding sources may not be in
the best interest of the residents of Carver County. If funding from regional and state
sources does not protect and acquire sufficient land for the residents of the County, the
County may want to adopt a complimentary strategy which augments regional and
state funding sources. Additional funding is needed to acquire future recreation and
ecological areas as well as provides sustainable development of its park areas. Recent
and past County survey data would indicate potential support for this strategy.

Lake Minnewashta Regional Park

Minnewashta Regional Park continues in a state of under development. Gravel
roadways will be in use for an undetermined amount of time and development of
municipal water and sewer in the park will be many years into the future.

The park is experiencing difficulties with stormwater. Stormwater runoff is eroding
large gullies in the park which is an ecological concern due to the park’s proximity to
Lake Minnewashta and other wetland areas. A paved roadway with accompanying
stormwater management facilities is an obvious need and would provide for
sustainable use of the park.

The current design of the park and increased use has also created other operational
issues that are difficult to manage. Currently, the park has two boat accesses which are
not visible from gate entrance/gatekeeper position. Oftentimes boaters and other park


                                           317
users ignore parking restrictions at the boat access. The gatekeeper is unaware of the
parking situation and continues to send boaters to a full boat access parking lot
exasperating the parking situation and causing confusion for boaters as to where they
should launch their boat and park. The updated master plan for the park combines the
two boat facilities and moves the gatekeeper position in close proximity to one
combined boat access to monitor watercraft traffic and problems.

Another operational issue is group use events. Minnewashta Regional Park hosts a
number of large scouting activities. These activities compete with the same high use
space the general public has at the beach and picnic areas. The updated master plan
converts Boat Access #2 to a group use facility separating the group activity and
conflict from the general use public beach and picnic areas.

Minnewashta Regional Park continues to be a heavily used county park facility.
Annually, over 76,000 user visits are recorded at the park. Proximity to suburban
growth centers and continued development of the eastern portion of the county are
factors which have increased the use of the park. Developed facilities of beach, creative
playground, picnic areas, fishing pier, boat accesses and trails attract a variety of users
to this 341 acre park. The number of large group activities conducted by scouting
organizations continues to increase. Participants in these activities range from 100 to
over 500 users per day and occur over several days, often with an overnight campout.

Costs to maintain the park increase proportionately with an increase in use.
Maintenance supply items used for cleaning, paper products for restrooms and plastic
trash can liners are examples. Additional cost is also incurred with increased volume of
trash to be removed from the parks. More labor hours are expended on shelter and
restroom areas working to ensure clean and sanitary conditions.



Baylor Regional Park

At Baylor Regional Park, camping continues to be the primary activity. While weekend
activity at the campgrounds has been strong for many years, additional amenities of
paddle boats and water play equipment helps to satisfy user demand for daylong
recreational experiences in the park. To help offset the need for staffing the
campground area, two campground hosts were added to provide additional services.
Campground hosts are not employees but provide camping related services in
exchange for a seasonal camping site. In 2007, a disc golf course was added to the park.
This new activity has attracted new users to the park. The continued development of
educational and recreational opportunities provided by the Minnesota Astronomical
Society at the Onan Observatory has increased the number of users of the park and
visitor contact with park staff. In 2007, over 2,390 visits to the park can be attributed to
activities held at the observatory. Annually, 64,000 user visits are recorded at this 201
acre park. It is foreseen with the additional site amenities, more camping use, increased
activity with the Onan Observatory, and continued growth of routine park use, park


                                            318
visits will continue to grow. Providing basic services to clean facilities provide septic
pumping service, and removing trash will continue to escalate with the increase in use.

Lake Waconia Regional Park

Lake Waconia Regional Park continues in a land acquisition phase. Land was
purchased to realigned TH 5 and County Road 30. The beach area of the park
was improved in 2004. This project has been a tremendous success. The aesthetic
atmosphere for recreation has improved with unobstructed views to the lake and
the ability to now combine the picnic and play activities with the beach use. Shade
umbrellas were installed at the beach during the spring of 2008. This new addition
will provide needed cover for those looking beat the suns rays and yet still enjoy
the sand and waves.

Usage in the park has increased significantly. Previous data in 2004 showed that
the attendance figures for Lake Waconia Regional Park were approximately 38,000
user visits to the park. The 2007 statistics state that the park experienced over
96,000 user visits to the park or 153 percent increase. It is now common for the
beach and park area to have hundreds of users during weekday and during
weekend peak hours. In many cases, several hundred users will visit the park on
any given summer day.

This park also has sustainable development issues. The restroom building was not
built to handle the increase in beach usage and continue to serve the picnic shelter
and picnic activities in the park. This building is on a septic containment system of
3,500 gallons. Although 2000 gallons of capacity was added in 2003, frequent and
often weekly septic tank pumping will add cost to park operations and
maintenance budget. The restroom building which was constructed in the 1960’s
was not designed as a change house facility. There is insufficient space for routine
changing of clothing while operating as a restroom building. Changing in toilet
stalls is difficult and often wet from sweaty toilet fixtures making this area of the
building poorly suited for changing of clothing. The building is also not
handicapped accessible. Future plans call for the construction of a new beach
change house/restroom building. Plans for the construction of a beach change
house and restroom facility are requested in 2012 as a part of the County Capital
Improvement Program. However, construction of new facilities such as the
restroom building may not be constructed in the foreseeable future given the
present funding allocation for regional parks.

Other planned facilities that are unfunded include playground area, boat access,
picnic shelters, parking, trails and site restoration. The County and the Regional
Park System do not have a plan which would indicate when construction on the
facilities could begin.




                                          319
The 2007 buildings associated with the former Spannaus Farm Site inside the park
boundary were removed with the exception of a 40’ x 100’ pole barn building. The
buildings no longer served a meaningful purpose and their removal would reduce
ongoing capital improvement, maintenance and other operational costs for these
buildings.

The County did take advantage of an opportunity to use surplus earthen material from
the TH 5 relocation project for the construction of a sliding hill. Over 200,000 cubic
yards of earthen material were deposited in a planned location within the park. The
cost to develop a site and grading plan, grade, seed and provide erosion control were
provided by the contractor of the TH 5 project at no out of pocket cost to the County.
This sliding hill is consistent with the approved park master plan. The sliding hill
opened to public use in January 2007. During the sliding hill season staff had a chance
to observe the use of the hill and is recommending staffing the hill during the 2007-
2008 season. Additional improvement such as a warming and storage facility for tube
rental has been considered but is not incorporated into the five year capital
improvement program.

Usage of the beach area and park is expected to continue to increase as the area around
Waconia continues to develop and more people become aware of the facility. With the
increase in use, several needs and opportunities are becoming apparent. The restroom
building is inadequate for the usage of the park. The building is antiquated for the
volume users and change house function. A trash dumpster has been added to the park
to handle the increase in waste generated at the site. Additional gatehouse staffing may
be necessary during peak times to service customers in a timely manner and direct
parking for park activities as well as traffic to the ballroom. Routine park maintenance
of trash removal and grounds care has increased in areas of beach maintenance, the
restroom and picnic shelter building.

An opportunity exists to open areas of the park to trail activity. A portion of the
construction haul roads that were developed as a part of the project will be utilized as
interim trails within the park. Also, a portion of the abandoned rail line could also serve
for future trail uses.

The sliding hill is now a new recreational opportunity for users of the County Regional
Park System.

In 2008, the County acquired the Lakeside Ballroom. The present owners of the
building will continue to operate the building until March 30th 2009. A process to
consider a new service provider for ballroom and banquet activities is underway. The
new service providers are projected to begin April 1, 2009. The addition of the
ballroom facility to the County Park system will add costs to the 2009 budget. It is the
objective to generate revenue from the ballroom to off-set related expenses.




                                           320
P E R S O N N E L     S E R V I C E S   -   ( A C C O U N T   R A N G E   6 1 0 0   -   6 1 9 9 )



F U L L - T I M E   S T A F F I N G

Full–time staffing is unchanged from 2008 to 2009.

P A R T - T I M E   S T A F F I N G

Part-time staff is critical to park operations. Gate attendants, seasonal maintenance and
park intern perform necessary functions to maintain a revenue stream, assist with
seasonal maintenance, provide customer contact and related services. Part-time staff is
trained to perform routine park maintenance operations of general grounds and
building maintenance. This allows full-time staff to devote time to more complex tasks
instead of contracting out additional service. The use of part-time staff in this manner
has helped to stretch both County and Metropolitan Council funds. The use of full-
time staff to construct and repair buildings, provide grading, excavating, trucking and
prepare areas for construction has been an efficiency.

Usage in the County regional park facilities continues to increase. There are more
beach goers, campers, trail user than ever before. The trend is that more and more
people will use the county regional park system in the years ahead. Increased use is
expected due to the increase in population base and continued development of the
area. With an increase in use, more resources are needed to maintain buildings and
grounds. It is now necessary to provide additional maintenance staffing on weekends
to service shelter, beaches and campground areas. During the summer, 12 hours of
part-time maintenance staff time is used on Saturdays and Sundays to keep pace with
the need for sanitary conditions at restrooms, picnic shelters, campground, grooming
of beaches, and other routine maintenance needs that occur.

Although not County Employees, lifeguards are contracted through a private lifeguard
service provider. Depending on usage of the County beach areas, contract adjustments
for increase service are likely to cost more in future years. The beach at Lake Waconia
has seen increased use with an improved beach and parking facility and residential
growth of the area. Adequate staffing of lifeguards will need to be evaluated as
compared to the number of people using the beach. This budget request does not
address additional lifeguard service over the 2008 budget level.

Still, other contractual service providers in the park system that off-set the need for
additional seasonal or full-time staff include Caretakers and Campground Hosts.
Caretakers provided reduced services associated with campground operations, cross-
country skiing and park security and other general park operations. Campground Hosts
were added for the 2008 season. They are provided a campsite free of charge for
services related to the maintenance of the campground buildings, grounds and
operations pertaining to gust services of the campground.




                                               321
P A R K   P A T R O L   S E R V I C E S

The Sheriff's Department Community Service Officer program is in its fourth year.
Due to increased use and continued problems during the off-peak season, the Parks
Division requests continued use of CSO’s to patrol park areas both at peak and non
peak park use seasons. The use of CSO’s has increased park security, adds to user
satisfaction and maintains a safe and respectful environment for the users of the park.
Park Staff and Park Commission strongly believes that routine park patrol will increase
park revenues, be beneficial at curbing problems with users of the parks who allow
pets to run free, vandalize the park, run vehicles off road or snowmobile illegally in the
park. The presents of CSO’s and County Deputies are a deterrent to theft and
vandalism and other criminal activity which can occur in parks.

This budget does not contain funding for park patrol or CSO services; the
department supports the Sheriff's department budget request to provide park
patrol and CSO services at the County Park areas. The most recent survey work
completed by the Metropolitan Council for Baylor and Minnewashta Regional Parks
shows a need for park patrol service. In the past, the Sheriff's department has issued
over 200 citations per year, numerous verbal and written warnings to park visitors who
failed to observe park ordinances or other laws. Most frequent violations included
failure to purchase a park permit and dogs off leash. However, we are aware that
several thefts have occurred at Baylor and Lake Minnewashta Regional Parks. Activities
reported include breaking into cars and theft of money and property. In addition, off-
road vehicle damage to park grounds continues. Damage caused by automobiles and
snowmobiles going off-road causes unsightly scars on turf and damage to park
property. More frequent patrols can reduce the number of these occurrences.

R E V E N U E   G E N E R A T E D    B Y   P A R K   F E E S   ( 5 5 0 6 )

With the increase in use, the Parks division has seen an increase in revenue. In 2004,
$137,000 was received through park fees. In 2007, $189,000 in revenue was received
through park fees or a 38% increase in that time period.

INTERGOVERNMENTAL REVENUE - (5285)

Operations and maintenance (O&M) intergovernmental revenue is budgeted at
$95,000. This amount is an increase of $7,300 from 2008. For 2008, the Metropolitan
Council has changed the eligible expense items to be considered for operations and
maintenance reimbursement. It is not know at this time what if any effect the new
operations and maintenance expense recording will have on intergovernmental
revenue. In the past, Metropolitan Council and State have provided Carver County
with approximately 9% of operations and maintenance funding for the regional parks it
operates. Securing this O&M assistance from the State has been an ongoing effort of
the Metropolitan Council and the Metropolitan Regional Park Implementing Agencies
since 1984.


                                           322
2008 Major Accomplishments and Challenges

Major accomplishments planned include; completion of project memorandum and
draft construction documents for the Dakota Rail Regional Trail. Complete a search
process and contract with a service provider to continue the ballroom and banquet
operation of the ballroom facility at Lake Waconia Regional Park.

Challenges include costs as it relates to servicing more users with tight budget
constraints. Funding for land acquisition, development, infrastructure maintenance,
needs to be budgeted incrementally to meet demands in use and preservation. Failure
to budget incrementally for land, development and maintenance will cause plans not to
be implemented and the public to become dissatisfied with the way park areas are
developed, operated and maintained.

Energy costs related to vehicles and equipment, electricity, propane/natural gas have
escalated tremendously over the last year. Additional funding beyond typical
inflationary amounts will be needed just to maintain the existing service levels or
consideration will need to be given to reduce service.

A strategy to partner with the DNR and Metropolitan Council was worked on with
area legislators for the acquisition of land needed for a boat access and other land at
Lake Waconia Regional Park. Although the strategy was not successful this year,
success was achieved at raising the level of awareness of boat access project with upper
level officials of the DNR and with area legislators.

Major Objectives to be Accomplished in 2009

Land acquisition for Lake Waconia Regional Park continues to be a primary objective
and concern. Land values have escalated rapidly and funding the purchase of land in a
timely manner is an issue. State bonding for Regional Park land acquisition and
improvements has declined. This has delayed land acquisition reimbursement to the
County and postponed additional land acquisition and development funds needed for
the County Regional Park System. In the present mode, securing funds for remaining
large parcels is a daunting task. A strategy to augment regional and state funding is
needed to continue land acquisition and to provide for sustainable development and
infrastructure repair. Work towards a partnership with the DNR and Metropolitan
Council needs to be continued for the acquisition of land needed for a boat access and
other land at Lake Waconia Regional Park. Failure to acquire remaining large parcels
before they reach astronomical land values will jeopardize development and
redevelopment of existing park areas far into the future.




                                          323
G E N E R A L   F U N D                 P A R K S   A D M I N I S T R A T I O N




Full Time Employees (FTE)

                                2008          2009                 2009
POSITIONS (FTE's)              Actual       Requested            Approved
Lead Parkkeeper                      1.00          1.00                 1.00
Account Clerk - Parks                1.00          1.00                 1.00
Parkkeeper                           2.00          2.00                 2.00
Parks Director                       1.00          1.00                 1.00
Parks Operations Coordinator         1.00          1.00                 1.00
PT Seasonal                          3.19          3.19                 3.19
TOTAL                                9.19          9.19                 9.19




                                 324
Parks Budget Recap
                                                             2009
                                   2007         2008       Approved        Dollar      Percent
            Category              Actual       Budget       Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -            -              -            -       0.00%
5100      Licenses & Permits             -            -              -            -       0.00%
5200-5400 Intergovernmental        327,985       87,700         92,000        4,300       4.90%
5500      Charges for Services     189,181      182,500        182,500            -       0.00%
5600      Fines & Forfeitures            -            -              -            -       0.00%
5700      Investment Earnings            -            -              -            -       0.00%
5750      Gifts & Contributions          -            -              -            -       0.00%
5800-5900 Other Revenues            42,549       10,900         99,900       89,000     816.51%
TOTAL REVENUES                     559,715      281,100        374,400       93,300      33.19%
EXPENDITURES:

6000      Public Assistance               -           -             -             -       0.00%
6100      Personal Services         480,562     478,336       535,212        56,876      11.89%
6200-6300 Services & Charges        165,868     162,797       216,252        53,455      32.84%
6400-6500 Material & Supplies       106,156     107,372       139,935        32,563      30.33%
6600      Capital Outlay            388,390     106,000        60,000       (46,000)    -43.40%
6700      Debt Services                   -           -             -             -       0.00%
6800      Other Expenses              6,266       3,600        34,000        30,400     844.44%
6900      Transfers                  88,202           -             -             -       0.00%
TOTAL EXPENDITURES                1,235,444     858,105       985,399       127,294      14.83%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (675,729)   (577,005)      (610,999)     (33,994)          6%




                                                  325
G E N E R A L    F U N D




Parks Administration Budget Recap
                                                             2009
                                   2007         2008       Approved        Dollar      Percent
                Category          Actual       Budget       Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -            -              -           -        0.00%
5100      Licenses & Permits             -            -              -           -        0.00%
5200-5400 Intergovernmental        327,985       87,700         92,000       4,300        4.90%
5500      Charges for Services     189,181      182,500        182,500           -        0.00%
5600      Fines & Forfeitures            -            -              -           -        0.00%
5700      Investment Earnings            -            -              -           -        0.00%
5750      Gifts & Contributions          -            -              -           -        0.00%
5800-5900 Other Revenues            22,040       10,900         19,900       9,000       82.57%
TOTAL REVENUES                     539,206      281,100        294,400      13,300        4.73%
EXPENDITURES:

6000      Public Assistance               -           -              -            -       0.00%
6100      Personal Services         480,562     478,336        535,212       56,876      11.89%
6200-6300 Services & Charges        125,284     162,797        176,652       13,855       8.51%
6400-6500 Material & Supplies       106,156     107,372        119,535       12,163      11.33%
6600      Capital Outlay            385,507     106,000         60,000      (46,000)    -43.40%
6700      Debt Services                   -           -              -            -       0.00%
6800      Other Expenses              6,266       3,600         14,000       10,400     288.89%
6900      Transfers                       -           -              -            -       0.00%
TOTAL EXPENDITURES                1,103,775     858,105        905,399       47,294       5.51%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (564,569)   (577,005)      (610,999)     (33,994)          6%




                                      326
Lake Minnewashta Park Budget Recap
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -              -              -              -       0.00%
5100      Fees for Services              -              -              -              -       0.00%
5200      Intra County Fees              -              -              -              -       0.00%
5300      Fines & Forfeitures            -              -              -              -       0.00%
5400      Licenses & Permits             -              -              -              -       0.00%
5500      Other Revenues                 -              -              -              -       0.00%
5600      Gifts & Contributions          -              -              -              -       0.00%
5700-5900 Intergovernmental         20,509              -              -              -       0.00%
TOTAL REVENUES                      20,509              -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance                -            -              -              -       0.00%
6100      Personal Services                -            -              -              -       0.00%
6200-6300 Services & Charges               -            -              -              -       0.00%
6400-6500 Material & Supplies              -            -              -              -       0.00%
6600      Capital Outlay                   -            -              -              -       0.00%
6700      Debt Services                    -            -              -              -       0.00%
6800      Other Expenses                   -            -              -              -       0.00%
6900      Transfers                        -            -              -              -       0.00%
TOTAL EXPENDITURES                         -            -              -              -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             20,509              -              -              -          0%




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Lake Waconia Park Budget Recap
                                                                    2009
                                         2007         2008        Approved        Dollar        Percent
            Category                    Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                      -            -            -            -           0.00%
5100      Fees for Services                      -            -            -            -           0.00%
5200      Intra County Fees                      -            -            -            -           0.00%
5300      Fines & Forfeitures                    -            -            -            -           0.00%
5400      Licenses & Permits                     -            -            -            -           0.00%
5500      Other Revenues                         -            -            -            -           0.00%
5600      Gifts & Contributions                  -            -            -            -           0.00%
5700-5900 Intergovernmental                      -            -       80,000       80,000           0.00%
TOTAL REVENUES                                   -            -       80,000       80,000           0.00%
EXPENDITURES:

6000      Public Assistance                    -              -            -            -           0.00%
6100      Personal Services                    -              -            -            -           0.00%
6200-6300 Services & Charges                   -              -       39,600       39,600           0.00%
6400-6500 Material & Supplies                  -              -       20,400       20,400           0.00%
6600      Capital Outlay                       -              -            -            -           0.00%
6700      Debt Services                        -              -            -            -           0.00%
6800      Other Expenses                       -              -       20,000       20,000           0.00%
6900      Transfers                       88,202              -            -            -           0.00%
TOTAL EXPENDITURES                        88,202              -       80,000       80,000           0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                  (88,202)             -              -              -          0%




                                                       328
Rail Authority Budget Recap
                                                                  2009
                                      2007         2008         Approved        Dollar        Percent
            Category                 Actual       Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                   -            -               -              -       0.00%
5100      Licenses & Permits                  -            -               -              -       0.00%
5200-5400 Intergovernmental                   -            -               -              -       0.00%
5500      Charges for Services                -            -               -              -       0.00%
5600      Fines & Forfeitures                 -            -               -              -       0.00%
5700      Investment Earnings                 -            -               -              -       0.00%
5750      Gifts & Contributions               -            -               -              -       0.00%
5800-5900 Other Revenues                      -            -               -              -       0.00%
TOTAL REVENUES                                -            -               -              -       0.00%
EXPENDITURES:

6000      Public Assistance                 -              -               -              -       0.00%
6100      Personal Services                 -              -               -              -       0.00%
6200-6300 Services & Charges           40,584              -               -              -       0.00%
6400-6500 Material & Supplies               -              -               -              -       0.00%
6600      Capital Outlay                2,883              -               -              -       0.00%
6700      Debt Services                     -              -               -              -       0.00%
6800      Other Expenses                    -              -               -              -       0.00%
6900      Transfers                         -              -               -              -       0.00%
TOTAL EXPENDITURES                     43,467              -               -              -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                (43,467)            -               -              -          0%



* Beginning in 2008 all Carver County Rail Authority activity will be budgeted and coded to the Carver
County Rail Authority Fund #15.




                                                         329
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                          330
University of Minnesota Extension
Department Budget Recap

                          2007         2008            2009            2009          %
                         Actual       Budget         Requested       Approved      Change

Revenue Total        $     37,226 $       38,700 $        25,000 $        25,000   -35.4%

Expenditure Total    $    370,484 $      371,390 $       379,106 $       325,551   -12.3%

Tax Dollars Needed   $    333,258 $      332,690 $       354,106 $       300,551    -9.7%


Department Description.

University of Minnesota Extension Mission:

“Connecting Community Needs and University Resources”

The University of Minnesota Extension is committed to delivering high
quality, relevant, research-based educational programs and information to
Carver County citizens and communities. Extension currently provides
program services through a Regional delivery system and through local
positions purchased and agreed to by Carver County through a
Memorandum of Agreement (MOA) with the University of Minnesota
Extension. These positions provide specific educational programs and
services to county residents based on a needs assessment done through
the County Extension Committee and thus the priorities they set. This
system allows counties to customize the positions and programs their
county will receive.

Program Highlights

There are two major changes in programs offered through Extension from last year.
The first is the move of the Water Management Education Program to the Land and
Water Services Department and the second is the move of the management of the
Elected Leaders program to County Administration. Currently the following services
and programs are provided to county residents.

    •   4-H Youth Development – 1 FTE Program Coordinator position. This is a
        non-formal youth, experiential, educational program that is open to all youth
        ages 5 – 19. It utilizes volunteers, encourages family participation when
        possible, and seeks out new youth audiences. Programs are delivered




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G E N E R A L   F U N D




        through the following methods: community clubs, project clubs, after school
        and site based, and 4-H Adventures.
    •   4-H Youth Development - .5 FTE Program Coordinator position. This
        position targets programming at after-school and site-based locations across
        the county. It focuses on reaching new youth audiences and serves as a
        marketing tool to help families learn about 4-H and encourages them to
        continue their 4-H experience through an on-going club. Currently this
        position is combined with the .5 FTE Nutrition Education position to create one
        full time position.
    •   Agriculture – .5 FTE Educator position shared with Scott County, also at .5
        FTE, thus creating a full time position. Carver County is a major agricultural
        county. Programs target dairy which ranks 9th in the state in milk production
        and 4th in milk production per square mile of county. A major focus in this area
        is around the challenges producers are facing and the demands for
        educational information. Agriculture also includes rural urban interface, land
        use and environmental issues. Educating urban populations about modern
        agriculture and food safety. This position also manages the Ag Leadership
        program.
    •   Master Gardener Program – .4 FTE Program Coordinator position shared
        with Scott County, thus creating a .8 FTE position. This program provides
        coordination for the 100+ volunteers who are trained in horticulture and who
        provide education using University-based research information to enhance
        and improve the environment and quality of life in the community. The size
        and scope of this program has continued to increase every year.
    •   Financial Resource Management – .5 FTE position shared with Scott
        County, also at .5 FTE creating a full time position. This area provides
        education in financial literacy through a variety of educational methods.
        Research-based curriculums and resources are utilized to reach targeted,
        diverse audiences, including youth, seniors and those of limited incomes.
        Examples of programs include DollarWorks and Rentwise.
    •   Simply Good Eating – The SGE program provides nutrition education to
        limited resource individuals and families through direct contact with a .5 FTE
        Nutrition Education Assistant regarding healthy food choices, preparation
        methods, food safety and use of food stamp dollars. The program is funded
        through Federal Food Stamp Dollars and depends on the match attainable
        through the local Extension office budget and other agencies. This position is
        currently shared with the .5 FTE in 4-H Youth Development to create one full
        time position.
    •   Parents Forever – This is a comprehensive parent education program that
        helps parents understand the impact of divorce on their children. Minnesota
        Legislation (Marriage Dissolution; 518.157) requires parents with custody
        issues to attend such a program. The program is co-sponsored with Scott
        County. The coordination for this program is handled by one of the support
        staff in Carver County Extension. Fees are charged to cover the costs.
    •   Dairy Profitability Enhancement Program (DPEP) – The DPEP began as a
        U of M Extension program in 1992. It is a cooperative effort of agriculture
        professionals and businesses. Demonstration farms are identified to test a
        team approach method to problem solving and enhancing dairy farm
        productivity, profitability and quality of life for farm families. Through Extension
        and the County space and technology, support is provided as in-kind services.
        The program provides funds for their own general operating needs.




                                           332
Programs and impacts

Highlighted below are examples of impacts of some of the University of Minnesota Extension
programs that are provided to residents of Carver County:

Agriculture
An example of the variety of programs in agriculture, including horse, small acreage, forages
and alternative agriculture is the 2008 Dairy Expo held in Norwood Young America. More than
34 counties across Minnesota and Wisconsin were represented by 345+ participants. In
addition, at least 19,981 cows were affected by the management decisions on those dairy
farms. In 2007 the educator recorded over 550 farm-related phone consultations between
Carver and Scott counties, along with 36 farm visits. She also continues to serve as a
consultant to the Carver County Dairy Profitability Enhancement Program.

Master Gardener
The total volunteer contribution of the Master Gardeners to Carver and Scott counties in 2007 was
5,302 hours. This included approximately 18,000 contacts with county residents. Using a figure of
$17.11 per hour for the monetary contribution of volunteer hours (according to the national rate
established by Independent Sector), the total monetary contribution by Master Gardeners to the
public of Carver and Scott counties amounted to $90,717 in 2007. The 2008 Garden Fever attracted
175 participants with 75% of evaluations indicating they received new information they will use in
their own yards.

4-H Youth Development – Club and After School Programs
3,462 youth and volunteers participated in the wide variety of programs offered by the 4-H
Youth Development program as of November 2007. The 2007 Carver County Fair included
640 youth and adult volunteers participating in and volunteering at animal shows and/or
displaying their projects. 4-H in 2008 has 466 youth participating at the 4-H club level, along
with additional 400+ youth who participate in our After School and Summer Enrichment
Programs.

Financial Management
Extension continues as an integral part of the enhanced Workforce program for the MFIP
training sessions in 2007. The proven value of including financial education led counselors to
ask for more emphasis on money management education along with a focus on supporting
clients with credible, useful information to make monetary decisions. Working with a team of
Extension staff in 2007, the Dollar Works 2 curriculum was re-designed to be more useful to
residents of any income level. This curriculum continues to be used at the Workforce Center,
County jail, with mental health support groups and individual clients, and community groups. A
priority is to understand the importance and dangers of credit use, managing cash flow so that
housing and utility bills can be paid on time, and offering communication tips so that families
can talk about money issues without attacking each other. The educator recently became an
Accredited Financial Counselor and has taken trainings focused on the foreclosure situation
with the focus being to keep people out of these situations.



        FINANCIAL
        In 2009 the request for the Memorandum of Agreement (MOA) between the University of
        Minnesota and Carver County will include the local positions as listed in the chart below.
        This chart shows the breakdown of funds requested and revenue proposed.




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G E N E R A L   F U N D




Position                    2009 Base                           2009 County Cost
1.0 4-H Program             $64,900                             $60,400
Coordinator                 - $4,500 from the 4-H               **see additional
                            Federation                          request for 2009 on
                                                                page 5
.5 4-H Program              $32,450                             $30,450
Coordinator                 - $2,000 from After School
                            Program Fees
.4 Master Gardener          $25,960                             $23,960
Coordinator                 - $2,000 Revenue from
                            Master Gardener Program
.5 Agriculture Educator     $41,700                             $40,500
                            - $1,200 Revenue from
                            Partners & Fees
.5 Family Resource          $41,700                             $41,200
Management                  - $500 Revenue from Partners
                            and Fees
4H Summer Intern            $7,340                              $7,340


Totals                      $214,050                            $203,850


REVENUE
$25,000

The revenue in the budget request is generated through requests of program areas to
generate a portion of their own dollars to keep the positions funded. This year the revenue
targets agreed to include: 4-H Youth Development - $4,500 from the 4-H Federation;
Master Gardener - $2,000 from MG funds; Agriculture - $1,200 from programs such as
Dairy Expo, Farmer To Farmer Tour & Horse Education Programs; $500 from Financial
Management; Revenue generation will also include $3,000 from fees collected for 4-H
After School programming of which $2,000 will go towards the cost of the part-time 4-H
Program Coordinator and $1,000 will cover the operating costs for those programs, $8,000
from Parents Forever, and $1000 from general educational fees and programming efforts
such as pesticide applicator fees and educational material sales. In 2009, $4,800 will be
received in revenue from the 4-H Federation to offset expenses incurred for the Arts-In
Director and Food Stand Managers, seasonal county fair employees. Together these total
$25,000 in revenue.

The decrease in revenue funds includes the loss of the revenue for the Water Management
Education position and the Elected Leaders program. In addition, the funding from the
Community Powers grant ended and cannot be re-applied for at this time.

Revenue accounts have been set up to handle funds received in the 4-H After-School and
Parents Forever Programs and they have designated account numbers. Ag Leadership
has the potential of generating funds as well, and also has a designated account. Monies
from these accounts are carried over from year to year when they generate more revenue
dollars than are expended in the same year.




                                            334
601-000-6200, 6300 AND 6400 ACCOUNTS

                  I will highlight the changes in the request for 2009. They are as follows:

$227,420          The new Memorandum of Agreement between the University and the
                  County for 2009 indicates a 3.5% increase is to be added to all of the
                  positions included in the MOA as shown in the chart above. This increase
                  was the amount agreed to between the sub-committee of Association of
                  Minnesota Counties (AMC) and Extension administration. This amount
                  accounts for the biggest percentage of increase in the budget. In addition
                  to the specific positions listed in the MOA request, our management line
                  item also includes the $13,000 which Carver County approved for
                  additional programming efforts in the 2008 budget year to be utilized again
                  in 2009.

The following additional requests or changes are included in the budget for 2009.

**I would like to ask for consideration of one additional request that is not included in the
2009 budget request. Rachel Bender has provided outstanding programming to the Carver
County 4-H program for five years. She recently completed her Master’s Degree. The
reality of the Program Coordinator position that she currently holds is that it does not allow
for compensation related to experience and education without moving to a different
Extension position. For 4-H, that position is the “4-H Program Director” which is equal to the
Extension Educator positions held by Susan Hooper and Laura Kieser. The other reality of
the position is that it does not provide for a means of keeping highly qualified staff as
Rachel. The additional cost to move Rachel to this position is $18,500 which would be
reduced to $14,000 due to funds the 4-H Federation contributes through fees charged to 4-
H families each year. The total of the 6200-6300 accounts with this addition would amount
to a percentage increase in this area of 3.34%.

Due to departments needing to provide funding for on-call clerical support, we included a
nominal increase in part-time for assistance during the busiest times in the office. At certain
times during the year the work load is more than what can be handled by the permanent
support staff in the office. This funding would allow for a small amount of flexibility in getting
the work completed for all program areas. This increase is offset by a decrease of $1,400 in
the equipment line item.

Identifying and capturing revenue is still a relatively new “fact of life” for Extension and we
remain committed to continually seeking out new potential revenue dollars. The reality is
that those dollars are very hard to find. We continue to charge fees where appropriate and
acceptable. It does, however, take a large amount of time to secure dollars, and time spent
in seeking those dollars, takes away from time spent in programming.

The dollars in these line items provide funding for seven different staff positions that support
local educational programs in Carver County. Each of these positions also multiplies their
efforts by training others - volunteers and professional staff - to again multiply the number of
county residents that utilize the services of the University of Minnesota Extension in Carver
County. Efforts are also multiplied because three of the positions are shared with Scott
County. This factor enables Carver County to offer a number of local programs without
paying the full price for a position.




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G E N E R A L   F U N D




601-686 - EDUCATIONAL ACCOUNTS

We will again maintain educational account line items as needed, as well as continue to
partner with other agencies in planning and delivering programs. The Ag Leadership, After-
School and Parents Forever educational program accounts are maintained through
separate revenue and expense line items.

Programs developed and delivered from the Regional Extension Center will be available for
the entire region. Expenses for some of these programs will be covered by registration
fees.

Local programs delivered by local Extension staff will be available to all Carver County
citizens.


686-2630 PARENTS FOREVER

$8000 revenue with $8000 expenses –the fees and costs are anticipated to remain the
same in 2009. Sessions alternate with one session in Carver County, the next in Scott
County. Support staff in the Carver County Extension office handles the revenue and
expenditures, along with all of the coordination, registration and evaluation of the volunteer
trainers and the program. The cost to participants increased in 2007 to $85.00 for a series
of five 4-week sessions and will remain at the same cost for 2009. We do anticipate
increasing the stipend to presenters from $60 to $80 per session with the increase offset by
revenue.


688 SIMPLY GOOD EATING

This is a federally grant funded program. Budget year runs from October 1, 2008 to
September 30, 2009. Carver County provides in-kind space and support. There are no
direct funds associated with the budget, but the program does rely on the match that is
created through in kind services in the local Extension office and other agencies.


DAIRY PROFITABLIITY ENHANCEMENT PROGRAM

This is a grant funded program. Carver County provides in-kind space and support and is
reimbursed for postage and long distance telephone costs.


CLOSING
Carver County Commissioners have been outstanding supporters of University of
Minnesota Extension programs in Carver County. Extension is working in new and different
ways. However, the main goal is to serve the residents of the county, both through the local
positions in the Memorandum of Agreement and through Regional staff. Thank you for your
past support. The staff and Extension Committee remain committed to providing excellent
opportunities for Carver County residents to benefit from the programs and research based
information of the University of Minnesota.




                                             336
Full Time Employees (FTE)

                                   2008          2009          2009
POSITIONS (FTE's)                 Actual       Requested     Approved
Chf Dpty - Ext                          0.90          0.90              0.90
Clerk III - Ext                         0.70          0.70              0.70
On Call Support                         0.05          0.16              0.05
4-H Program Coordinator                 0.00          0.00              0.00
Food Stand Worker                       0.00          0.15              0.15
TOTAL                                   1.65          1.91              1.80




                            337
             G E N E R A L   F U N D




University of Minnesota Extension Budget
Recap
                                                                 2009
                                        2007        2008       Approved        Dollar      Percent
            Category                   Actual      Budget       Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties                   -           -             -             -        0.00%
5100      Licenses & Permits                  -           -             -             -        0.00%
5200-5400 Intergovernmental               4,186      12,000             -       (12,000)    -100.00%
5500      Charges for Services                -           -             -             -        0.00%
5600      Fines & Forfeitures                 -           -             -             -        0.00%
5700      Investment Earnings                 -           -             -             -        0.00%
5750      Gifts & Contributions               -           -             -             -        0.00%
5800-5900 Other Revenue                  33,040      26,700        25,000        (1,700)      -6.37%
TOTAL REVENUES                           37,226      38,700        25,000       (13,700)     -35.40%
EXPENDITURES:

6000      Public Assistance                   -           -             -             -        0.00%
6100      Personal Services             121,888     104,444       121,758        17,314       16.58%
6200-6300 Services & Charges            236,137     248,296       190,598       (57,698)     -23.24%
6400-6500 Material & Supplies            12,234      18,650        13,195        (5,455)     -29.25%
6600      Capital Outlay                      -           -             -             -        0.00%
6700      Debt Services                       -           -             -             -        0.00%
6800      Other Expenses                    225           -             -             -        0.00%
6900      Transfers                           -           -             -             -        0.00%
TOTAL EXPENDITURES                      370,484     371,390       325,551       (45,839)     -12.34%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                (333,258)   (332,690)      (300,551)      32,139         -10%




                                                   338
Historical Society Grant
Department Budget Recap

                             2007            2008               2009                2009          %
                            Actual          Budget            Requested           Approved      Change

Revenue Total           $          -    $            -    $            -      $           -       0.0%

Expenditure Total       $      175,810 $       184,590 $           216,484 $          189,984    17.3%

Tax Dollars Needed      $      175,810 $       184,590 $           216,484 $          189,984    17.3%




Department Description.

The purpose of the Historical Society is to collect and care for artifacts, provide
exhibits and programs on Carver County history, and to provide research material and
assistance to the public.

                                  Carver County Historical Society
                                  2009 General Operating Budget



                Revenue                                                    2009
                County Appropriation                           $216,484.00
                Fund raisers                                   $   5,500.00
                Memberships                                    $   4,500.00
                Affiliate memberships                          $    400.00
                Fund appeal                                    $   5,500.00
                Inventory Sales                                $    800.00
                Research fees                                  $   2,200.00
                Donations                                      $   2,500.00
                Sponsorships                                   $   2,000.00
                Program fees                                   $   1,000.00
                Vets fund                                      $   1,000.00
                investments                                    $   6,900.00
                interest earned                                $    200.00
                CCHS contribution to archivist position        $ 15,600.00
                total                                          $264,584.00




                                                   339
G E N E R A L   F U N D                                H I S T O R I C A L   S O C I E T Y




                Expenses
                marketing                         $   1,000.00
                Repairs/services needs            $   1,353.00
                Elevator service contract         $    800.00
                Security System                   $    900.00
                Staff training                    $   1,500.00
                supplies                          $   2,600.00
                Health insurance                  $ 18,724.00
                Taxes                             $ 15,476.00
                Sales tax                         $    300.00
                Telephone                         $   1,700.00
                Technology                        $   1,000.00
                Utilities                         $ 13,800.00
                Mileage                           $    950.00
                Volunteer benefits                $    500.00
                Director                          $ 46,305.00
                Archivist                         $ 31,200.00
                Curator                           $ 40,936.00
                Research aide                     $ 15,050.00
                Admin Asst                        $ 10,608.00
                Education Coordinator             $ 26,382.00
                PERA                              $ 10,700.00
                Insurance work/comp/lib           $   3,500.00
                Microfilm                         $    250.00
                Paychex                           $   2,200.00
                Fund raising expenses             $   2,500.00
                Books for staff                   $    200.00
                Materials for library             $    500.00
                Stock for resale                  $    250.00
                Collections care                  $   3,700.00
                Membership dues                   $    450.00
                Exhibits maintenance              $    400.00
                County fair                       $    550.00
                Licenses and permits              $    100.00
                Newsletter                        $   1,100.00
                Postage                           $   1,600.00
                Accounting needs                  $   1,200.00
                Programs                          $   1,500.00
                Audit                             $   2,800.00
                Total                             $264,584.00




Budget Highlights

The Carver County Historical Society is requesting $216,484.00 for 2009. This is a
19.7% or $35,594 increase over 2008 funding. The majority of the increase is due to:


                                            340
     •   $15,600- Addition of archivist position- to be matched by CCHS.
     •   $9531-taxes, PERA and health insurance for archivist position.
     •   $7,312-5% salary increase for present staff.
     •   $6,100-6.2% health insurance increase.
     •   $2800- audit-CCHS’s last audit was in 2001.
     To offset the increased costs CCHS has taken the following steps:

     Expenses

Changed health care benefits to reflect a higher deductable. If we had stayed with the
current policy we would have faced a 23.3% increase instead of the 6.2% listed above.
The trade out is that staff opted to accept better dental care in exchange for the higher
deductable. Savings $1440.

The cost of an audit is approximately $5000 but we were able to apply money saved
from last year’s budget. Savings $2200.

Reduced mailing costs by sending out e-blasts instead of coping and mailing flyers.
Savings $300 plus the cost of printing.

Increased income

CCHS will commit to locating funding for ½ of the archivist salary. Income increase
$15,600

Staff hours


In 2008 staff hours were 160 per week. We are proposing to increase this to 200. The
staff increase is due to the addition of a fulltime archivist. Our proposal is to split the
cost of the position with the county. The proposed Archivist position is needed to
handle the backlog of items needing attention. (See attached Position Justification and
job description)

Grant Awards


We received two grants so far in 2008. A MHS grant for $721 was awarded for the
purchase of microfilm of the Lester Prairie newspaper.

The second grant received was from IMLS for a professional library of resource books.




                                           341
G E N E R A L   F U N D                                 H I S T O R I C A L   S O C I E T Y




Visitation

Contacts can be defined as people using our service within the course of normal
working hours. This would include children in a class room setting, visitors walking
through the door at the museum for the purpose of research or viewing the displays,
hands on interpretation with people such as at the County Arboretum day. It would
not include a person walking by the booth or a person calling the museum. While
newsletters send out may be considered a contact, for the purpose of this document
they have not been added.

There were 4556 school contacts in 2006-2007 compared to 3223 from the year
before. This calculates to an increase of 41%. This exceeds my 2007 visitation goal of
25% by 16%. With three months left in the 2007-2008 cycle, there have been 3581
school contacts.

The library increased visitation by 8% in 2007, ending the year with a total of 780
contacts. Most people who visit the library do so for genealogy purposes.

It is impossible to compare exact data for total visitation for 2006 vs. 2007. School
numbers for 2006 were kept on a school year basis while library numbers were kept on
a calendar basis still others were not kept at all. Due to the discrepancy, the visitation
numbers from 2007 should be considered base line.

Highlights


The CCHS budget is finally on a calendar year to match that of Carver County. The
budget presented to Carver County is now the exact same one presented to the CCHS
board. This move was done to ensure accuracy and to make both budgets easier to
read.

In 2007 we received a total of $25,280 in grants. The largest, from the Carl and Verna
Schmidt Foundation, was for $14950. This grant was used for the purchase and
moving of a log granary located near Mayer to the Carver County Fair grounds in
Waconia. We also received $1000 from Thrivent for the granary.

Waste Management Systems, POWER grant, used for children’s camps in 2008,
awarded us $8,830. The Minnesota Alliance of Museums awarded $500 for intern
Lindsay Marshall’s work on the Granary and finally, we received a scholarship for
Wendy Biorn to attend the national convention of the Preservation Alliance in St. Paul.

Executive Director, Wendy Biorn’s newspaper column is now being carried by six
newspapers in the county. They include: Chaska Herald, Chanhassen Villager,
Waconia Patriot, Carver County News, Norwood-Young America Times and the
Herald Journal.




                                           342
The Section 106 Essentials training course presented by the Advisory Council on
Historic Preservation was completed by Wendy Biorn. This training was immediately
put to use by the city of Chanhassen in regard to the placement of a T-Mobile tower.

The Chanhassen Historical Society has formed and they are in the progress of
becoming an affiliate of CCHS in the same manner of the Chaska Historical Society.

2009 Goals

The goals for the Carver County Historical Society for 2009 included:

     •   The primary focus in 2009 is on staff and board team building.
     •   Continue to add structure to CCHS. i.e. employee handbook, long range
         strategic planning.
     •   Host one professional traveling exhibit at CCHS.
     •   Membership drive.
     •   Continue partnering with other local organizations.
     •   Continue building public awareness of CCHS.
     •   Continued partnership with Carver County in areas as requested.
Thank you to everyone in advance for your time effort and patience.


Wendy Biorn
Executive Director
Carver County Historical Society




                                         343
G E N E R A L   F U N D                                        A G   S O C I E T Y   G R A N T




Full Time Employees (FTE)

                             2008          2009          2009
POSITIONS (FTE's)           Actual       Requested     Approved
No Employees                      0.00          0.00          0.00
TOTAL                             0.00          0.00          0.00




                               344
Historical Society Grant Budget Recap
                                                                   2009
                                   2007           2008           Approved        Dollar        Percent
            Category              Actual         Budget           Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -                -               -              -       0.00%
5100      Fees for Services                -                -               -              -       0.00%
5200-5400 Intra County Fees                -                -               -              -       0.00%
5500      Fines & Forfeitures              -                -               -              -       0.00%
5600      Licenses & Permits               -                -               -              -       0.00%
5700      Other Revenues                   -                -               -              -       0.00%
5750      Gifts & Contributions            -                -               -              -       0.00%
5800-5900 Intergovernmental                -                -               -              -       0.00%
TOTAL REVENUES                             -                -               -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -                 -               -            -          0.00%
6100      Personal Services              -                 -               -            -          0.00%
6200-6300 Services & Charges             -                 -               -            -          0.00%
6400-6500 Material & Supplies            -                 -               -            -          0.00%
6600      Capital Outlay                 -                 -               -            -          0.00%
6700      Debt Services                  -                 -               -            -          0.00%
6800      Other Expenses                 -                 -               -            -          0.00%
6900      Transfers                175,810           184,590         189,984        5,394          2.92%
TOTAL EXPENDITURES                 175,810           184,590         189,984        5,394          2.92%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (175,810)          (184,590)      (189,984)      (5,394)            3%




                                               345
G E N E R A L   F U N D                                                       A G   S O C I E T Y   G R A N T




Library Allocation Budget Recap
                                                                    2009
                                       2007          2008         Approved           Dollar         Percent
                Category              Actual        Budget         Budget           Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties                    -             -                -                -        0.00%
5100      Licenses & Permits                   -             -                -                -        0.00%
5200-5400 Intergovernmental                    -             -                -                -        0.00%
5500      Charges for Services                 -             -                -                -        0.00%
5600      Fines & Forfeitures                  -             -                -                -        0.00%
5700      Investment Earnings                  -             -                -                -        0.00%
5750      Gifts & Contributions                -             -                -                -        0.00%
5800-5900 Other Revenues                       -             -                -                -        0.00%
TOTAL REVENUES                                 -             -                -                -        0.00%
EXPENDITURES:

6000      Public Assistance                   -             -                 -              -          0.00%
6100      Personal Services                   -             -                 -              -          0.00%
6200-6300 Services & Charges                  -             -                 -              -          0.00%
6400-6500 Material & Supplies                 -             -                 -              -          0.00%
6600      Capital Outlay                      -             -                 -              -          0.00%
6700      Debt Services                       -             -                 -              -          0.00%
6800      Other Expenses                      -             -                 -              -          0.00%
6900      Transfers                   2,898,435     3,207,927                 -     (3,207,927)      -100.00%
TOTAL EXPENDITURES                    2,898,435     3,207,927                 -     (3,207,927)      -100.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES              (2,898,435)   (3,207,927)                -     3,207,927           -100%



* Beginning in 2009 the Library Allocation from the General Fund is no longer needed. The Library will now
be reported as a department within the General Fund.




                                                   346
Agricultural Society Grant Budget Recap
                                                                 2009
                                   2007          2008          Approved        Dollar        Percent
            Category              Actual        Budget          Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -               -              -              -       0.00%
5100      Licenses & Permits               -               -              -              -       0.00%
5200-5400 Intergovernmental                -               -              -              -       0.00%
5500      Charges for Services             -               -              -              -       0.00%
5600      Fines & Forfeitures              -               -              -              -       0.00%
5700      Investment Earnings              -               -              -              -       0.00%
5750      Gifts & Contributions            -               -              -              -       0.00%
5800-5900 Other Revenues                   -               -              -              -       0.00%
TOTAL REVENUES                             -               -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -                 -            -             -          0.00%
6100      Personal Services              -                 -            -             -          0.00%
6200-6300 Services & Charges       110,000                 -            -             -          0.00%
6400-6500 Material & Supplies            -                 -            -             -          0.00%
6600      Capital Outlay                 -                 -            -             -          0.00%
6700      Debt Services                  -                 -            -             -          0.00%
6800      Other Expenses                 -                 -            -             -          0.00%
6900      Transfers                      -           110,000       55,000       (55,000)       -50.00%
TOTAL EXPENDITURES                 110,000           110,000       55,000       (55,000)       -50.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (110,000)      (110,000)         (55,000)     55,000            -50%




                                               347
G E N E R A L   F U N D                                                   A G   S O C I E T Y   G R A N T




Memorial Services Grant Budget Recap
                                                                 2009
                                   2007          2008          Approved           Dollar         Percent
                Category          Actual        Budget          Budget           Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -              -                -                -         0.00%
5100      Licenses & Permits               -              -                -                -         0.00%
5200-5400 Intergovernmental                -              -                -                -         0.00%
5500      Charges for Services             -              -                -                -         0.00%
5600      Fines & Forfeitures              -              -                -                -         0.00%
5700      Investment Earnings              -              -                -                -         0.00%
5750      Gifts & Contributions            -              -                -                -         0.00%
5800-5900 Other Revenues                   -              -                -                -         0.00%
TOTAL REVENUES                             -              -                -                -         0.00%
EXPENDITURES:

6000      Public Assistance              -               -              -                 -          0.00%
6100      Personal Services              -               -              -                 -          0.00%
6200-6300 Services & Charges             -               -              -                 -          0.00%
6400-6500 Material & Supplies            -               -              -                 -          0.00%
6600      Capital Outlay                 -               -              -                 -          0.00%
6700      Debt Services                  -               -              -                 -          0.00%
6800      Other Expenses                 -               -              -                 -          0.00%
6900      Transfers                    975           1,050          4,500             3,450        328.57%
TOTAL EXPENDITURES                     975           1,050          4,500             3,450        328.57%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES               (975)          (1,050)        (4,500)          (3,450)          329%




                                               348
Conservationof
NaturalResources
Land and Water Services Division
Division Budget Summary

                                                                                2009
                                              2007            2008            Approved             Dollar         Percent
        Category                             Actual          Budget            Budget             Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties                 1,360,283       1,559,481             1,596,002           36,521            2.34%
5100      Licenses & Permits                  486,810         511,500               488,500          (23,000)          -4.50%
5200-5400 Intergovernmental                   776,131         460,729               466,729            6,000            1.30%
5500      Charges for Services                215,263         208,450               189,450          (19,000)          -9.11%
5600      Fines & Forfeitures                   4,035           4,000                 4,000                -            0.00%
5700      Investment Earnings                  13,500           7,000                 7,000                -            0.00%
5750      Gifts & Contributions                     -               -                     -                -            0.00%
5800-5900 Other Revenues                       39,910           9,650                 6,650           (3,000)         -31.09%
TOTAL REVENUES                              2,895,932       2,760,810             2,758,331           (2,479)          -0.09%
EXPENDITURES:

6000      Public Assistance                       196               -                     -               -             0.00%
6100      Personal Services                 1,654,420       1,822,059             1,956,063         134,004             7.35%
6200-6300 Services & Charges                1,462,736       1,081,977             1,099,977          18,000             1.66%
6400-6500 Material & Supplies                  72,964          36,671                38,021           1,350             3.68%
6600      Capital Outlay                        3,106         112,500               250,500         138,000           122.67%
6700      Debt Services                             -               -                     -               -             0.00%
6800      Other Expenses                       15,360          44,000                40,000          (4,000)           -9.09%
6900      Transfers                           158,080         569,397               475,397         (94,000)          -16.51%
TOTAL EXPENDITURES                          3,366,862       3,666,604             3,859,958         193,354             5.27%

RESERVES USED                                                           -          223,000          223,000             0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                      (470,930)        (905,794)            (878,627)       (195,833)             22%
* Land & Water Services Division encompasses several depts including: Land & Water Services - Administration, Land
Management, Environmental Services, Planning and Water Management, the Carver Watershed Management
Organization, the Carver County Community Development Agency and Soil and Water Conservation District.

The Land & Water Services Division totals above do not include the Community Development Agency as they are
accounted for seperately as a discretely presented component unit for reporting purposes. The Land & Water Services
Division works closely with the Soil and Water Conservation District and only the County's portion of expenses are
included within the County budget. This summary can be broken down by viewing the department sections on the next
several pages. For information on the CDA please view the CDA section at the back of this budget book.

For preparation of the County's Comprehensive Annual Financial Report, approximately 30 percent of Land Management
is considered General Government; however these expenses and their related revenues have not been seperated in this
budget book in order to give the user a more transparent view of the Land & Water Services Division.




                                                                            351
Land & Water Services
Division Budget Recap

                          2007            2008              2009               2009          %
                         Actual          Budget           Requested          Approved      Change

Revenue Total        $   2,895,932   $    2,760,810   $      2,758,331   $     2,758,331    -0.1%

Expenditure Total    $   3,366,862   $    3,666,604   $      3,970,539   $     3,859,958     5.3%

Reserves Used                                         $       223,000    $      223,000

Tax Dollars Needed   $    470,930    $      905,794   $       989,208    $      878,627     -3.0%




LAND & WATER SERVICES DIVISION


Division Budget Recap
The Land & Water Services Division includes the Environmental Services
Department, Land Management Department (LMD), Planning and Water
Management Department (P&WM), Carver Soil & Water Conservation District
(SWCD), and the Carver County Community Development Agency (CCCDA). While
each of these agencies has its unique core functions, many of the Division’s programs
require the cooperation and collaboration of two or more agencies in the Division.
This budget message gives an overview of Division operations and finances and
discusses Division issues and opportunities. Each department/agency in the Division
has a detailed budget message and discusses departmental issues and opportunities and
departmental financial issues. Please refer to the respective departments later in this
message.
                            BUDGET HIGHLIGHTS
FINANCES – the Division budget request includes an overall general levy increase of
$88,172 – this includes all personnel costs except the requested half time position and
the SWCD operating funding. The Budget is $153,000 under the allowed amount in
the 6200-6500 categories. This reduction was the result of decreased spending in the
Professional Services area, primarily in Env. Services and Planning & Water
Management. A capital request totaling $123,000 is included in this request. The
request will be funded by Solid Waste fund balance, not by general levy The Division
general levy request is actually $88,172 not 211,172.
In 2007 the Division budget was converted from a budget based on the old P&Z and
Env. Services departmental structures to a Division budget. In addition an
Environmentalist III position was moved from Environmental Services to P&WM, a
Planning Tech position was moved from Land Management to P&WM, and the
Educator position funding was assigned to Administration. These changes have
resulted in some anomalies at the Department level. Administration and P&WM
budgets increased substantially while Env., Services and Land Management decreased
substantially.
2030 COMPREHENSIVE PLAN – the Plan will be adopted early in 2009. The County
Board’s Vision Statement and the planning process produced several new initiatives-
economic development as an overall goal and particularly focused on the major
transportation corridors; conservation development; natural resource protection;
transit; historic preservation; and healthy living. In many cases these initiatives will
require collaboration between departments, division, and outside agencies. These
initiatives will need continued support in the P&WM Department. The budget
includes the continuation of the current Planning Tech FTE devoted to
Comprehensive Plan development. This FTE is discussed further in the P&WM
section. The funding was included in Finance’s 2009 personnel budget projections and
is included in the budget.
WASTE RESOURCE MANAGEMENT – The demand for resources in this program area
will continue to increase. The demand will be driven by an increasing population –
expected to grow to 200,000+ by 2030 (a 230% increase), increased commercial and
industrial activity. and increased program participation. An example is the
Environmental Center – participation in 2003 was 12,500 customers, 2007 was
approximately 18,000. Investments need to continue to be made to provide service in
the western portions of the County. The budget request contains a request for a new
half time FTE focused on the Solid Waste program and a capital request for a canopy
over the waste reception area at the Environmental Center.
TOTAL MAXIMUM DAILY LOAD (TMDL) IMPLEMENTATION – the development and
implementation of TMDL programs for the impaired waters in the County will be
centerpiece of the water a management program for the foreseeable future. The
resources are currently in place to continue the current level of effort in TMDL’s, at
least in the short term. Carver & Bevens/Silver Creeks was initiated with a Federal
319 grant of $300,000. Planning & Water Management, Environmental Services, and
the SWCD all play major roles in TMDL implementation. The adoption by the Board
of the Direct Discharge program in 2007 was a major step in meeting the TMDL goals.
One of the key elements is maintaining the current Planning Tech position working in
the water management area. This FTE is discussed further in the P&WM section. The
funding was included in Finance’s 2009 personnel budget projections and is included in
the budget.




                                          353
                             DIVISION PROGRAMS
The agencies in the Division have a wide array of programs and responsibilities. The
following illustrates the major programs of the various agencies in the Division; each
agency discusses its programs in more detail in its respective message:
ENVIRONMENTAL SERVICES - Solid Waste, Industrial Hazardous Waste, Household
Hazardous Waste, Animal Feedlots, Individual Sewage Treatment Systems (ISTS),
Agricultural Inspections, Water Quality Protection, Solid Waste Management
Coordinating Board.
LAND MANAGEMENT - administers and enforces the Zoning Ordinance, Subdivision
Ordinance, Floodplain & Shoreland Regulations, State Building Codes and Agricultural
Preserve Program. The Department provides administration for the Planning
Commission and Board of Adjustment; and also provides crucial support for other
programs within the Division such as the Wetland Conservation Act (WCA),
Individual Sewage Treatment Systems (ISTS), and feedlots.
PLANNING & WATER MANAGEMENT - County & Townships Comprehensive Plan,
the Carver County Water Management Plan and is the lead agency in the development
and implementation of TMDL’s. P&WM is the administrative agency for the Carver
County WMO – the Bevens, Carver, East & West Chaska, Pioneer Creek and Crow
River watersheds. The Department administers and enforces the Water Management
Rules and is the lead agency on a variety of water related projects. The Department will
begin WCA implementation as the program transitions from Land Management to
P&WM.
CARVER SOIL & WATER CONSERVATION DISTRICT- The SWCD provides technical
services to various County departments and individual landowners and operators,
construction site erosion and sediment control for urban developments, feedlot
evaluations and pollution abatement designs, prairie and wetland restoration,
water/sediment basins, water control structures, drainage ditch inspections, manure
and nutrient management, stream bank and lakeshore stabilization, tree windbreaks,
and other natural resource concerns.
CARVER COUNTY COMMUNITY DEVELOPMENT AGENCY (CDA) (Formerly HRA) -
Community & Economic Development, Housing Development (500 units of
affordable rental housing), Non-Profit Project Financing, City Improvements,
Technical Assistance, Rental Assistance, Transitional Housing, Home Ownership
Assistance, Home Improvements, Rental Rehabilitation, Housing Counseling. The
CDA’s Economic Development Department has principal responsibility for County
economic development efforts.

                              DIVISION FINANCES
This is the first year the Division’s finances will be presented as a single integrated
document for all Division operations. The exceptions are will be the CDA which
maintains its own financial system but requires County levy approval; the SWCD
which maintains its own financial records while the County grant is included in the
LWS budget. In the conversion to a single set of accounts in a Divisional format, a
number of changes were made in the account code structure to facilitate the change.
The changes affected primarily the Environmental Services program codes – all
revenue and expenditures except Environmental Center, Children’s Water Festival, and
ISTS Loan Program are consolidated in the 123-130 program. A set of program codes
were created for the Land Management Department. The 123 Department Code will
now identify the Division. Department revenues and expenditures will be shown be
aggregating the programs in the department. This structure enables reporting a the
Division, Department, Program, and Project levels. Some revenues and expenditures
which were previously allocated among the departments will now be shown at the
Division level. Due to these changes, budgets may not balance at the department or
program level; the budget will balance at the Division level.
Division operations are funded by a variety of permit revenues, fees for service, cost
recoveries, grants, the Solid Waste Service fee, the levy for Water Management, and the
General Levy. The CCCDA is funded entirely by grants and its own levy. About 20%
of the Division budget exclusive of the Community Development Agency is funded by
general revenue funds. The Division request for general levy funds, including personnel
and the SWCD request, is increasing by about 9.2%. The following items are worth
some further discussion:
•   Water Management (WMO) Budget – $10,000 is being requested to update the
    Water Plan in response to the 2030 Comprehensive Plan. The major increase in
    the operating budget is for increased personnel costs at SWCD and in the WMO
    portion P&WM Department. The WMO budget allocated project funds to pay for
    projects in each of the watersheds. Cities are beginning to propose projects that
    require WMO financial participation. The watershed specific budgets are being
    increased in response to requests for project funding.
•   Environmental Services – the budget reflects the increase in expenditures necessary
    to operate the Environmental Center. Funds are also allocated to increase solid
    waste services in the western portion of the county. The Solid Waste program is
    discussed in detail later in this message.
•   Permit & Fee Revenue – in the past, increasing revenues from fees and permits
    helped the Division address rising expenses. The increases resulted from bringing
    fees and permits into line with other area governments, increasing number of
    permits, and the introduction of cost recovery for types of permits which generate
    a high demand on staff resources. The 2009 budget does not anticipate any
    increases in permit revenue. The Land Management Department is sustaining a
    modest reduction in fee revenue due to housing market conditions.

LAND      MANAGEMENT                DEPARTMENT

The Land Management Department is responsible for the land use components of
Land & Water Services. The Department administers and enforces the Zoning
Ordinance, Subdivision Ordinance, Floodplain & Shoreland Regulations, State



                                         355
Building Codes, Agricultural Preserve Program, and the issuance of Septic Permits in
addition to other support functions. The Department handles approximately 90% of
the public contacts for the Division at the Government Center. Land Management is
also responsible for the Planning Commission and Board of Adjustment operations,
which generate approximately 70 public hearings per year.
DEPARTMENT FINANCES
The majority of Department operations are funded by permit revenue, fees for service,
cost recovery, or grants. The Department experienced approximately a 10% increase in
permit revenue from 2006 to 2007. Based on early 2008 numbers permit activity
appears to be quite flat, but ongoing suppression is not expected as the 2008
construction season gears up and the ag economy has experienced some growth.
There is a prospect for stability in 2009. However, the budget reflects a static line in
permit revenue. Expenditures related to permits should also remain stable. In the case
of the Building Code contractor, expenditures & revenues are proportional to permit
activity and the current contact, running through 2010, is quite competitive and the
Building Official’s fees will remain quite manageable. In 2008, advisory board per
diems (e.g. Planning Commission & Board of Adjustment) increased from $30 to $50
so that line item has increased but is not considered a significant expenditure.
LAND MANAGEMENT PROGRAMS
The Land Management programs include a variety of permitting and enforcement
activities occurring in the unincorporated (township) areas of the County. The
Department administers and enforces the Zoning Ordinance, Subdivision
Ordinance, Shoreland Rules, Floodplain Regulations, State Building Code, Ag
Preserves and assists in certain areas of the ISTS & Feedlot Ordinances and Water
Rules.
The overall number of permits and related actions has stabilized over the past two
years. Generally, permitting actions are increasingly complex, controversial and
time consuming. A single conditional use permit may require several public
hearings in consecutive months. The Department provides essential support for
Planning & Water Management, Environmental Services and the County
Surveyor’s office by covering the main counter and processing permits and other
requests. Land Management has been providing consistent support for the Water
Rules and for Environmental Services in the areas of septic & feedlot permits and
public contact.
Any unforeseen mandates, policy decisions, litigation, and/or demands by the
public could have an adverse effect on the resources necessary to implement core
programs and provide the level of public service currently expected. The demands
on resources will probably continue to grow based on current policies &
procedures and/or the 2030 Comp. Plan policies, which would focus on economic
development opportunities, new residential options and a continuation of a very
high level of service. Given this growth in demand and demands on Department
resources in other areas, Land Management will continue to prioritize
enforcement, permit reviews and related actions based on the potential effect of
an alleged violation on the public health, safety and welfare, impact on natural
resources, and irreversibility.
The following table shows the approximate number and variety of permitting and
enforcement type actions that the Department accomplished in 2007 (the latest
year with a full year of activity available at this time):
•       633 Building Permits
•       60 Planning Commission/Board of adjustment actions (& public hearings)
•       31 Minor Subdivisions
•       60 Various Zoning Permits
•       100+ Compliance/Complaint Issues & Reviews
•       112 Ag Preserves Covenants
•       Daily Public Contacts – 25 to 50 ( During peak building season)
2008 MAJOR ACCOMPLISHMENTS
Major Challenge: To continue to accomplish Departmental missions and
Interdepartmental support in a climate of rapid growth and rising public expectations
with limited resources:
•       Issue approximately 630 permits under the Building Code, 50 Planning
Commission and Board of Adjustment actions; and 250± other permitting actions
including minor subdivisions.
•       Maintain good communication and relationships with township officials: In
addition to occasional meetings with township officials, their involvement on advisory
boards has been very beneficial. The Department is working on improved usage of the
web site for applications and township information.
•        Implement technology by improving records management, the use of GIS and
the web site. The Land Management page has been updated on the County’s web site
and pertinent information is being considered for the Intranet. Meeting notices,
packets and minutes are available on the web site and additional information and links
will be provided as the site is refined.
•      Floodplain (FEMA) Mapping - West Chaska Creek area has been added in
cooperation with the City of Chaska and Public Works. Mapping process essentially
complete – review and approval by DNR and FEMA is in process.
•       Protect public health, safety & welfare in a realistic & thoughtful manner:
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2009
1. Implement the Zoning and Subdivision Ordinances, Shoreland & Floodplain
 Regulations, Ag Preserves, and the State Building Code.
2. Continue the implementation of technology and integration of GIS, the internet
 and records management to improve efficiencies and to reduce the use of paper.



                                          357
3. Continue to provide high quality service and promote good working relationships,
 internally and externally, with the Public, Advisory Boards, Townships, other Agencies,
 and other Divisions.
4. Continue to provide support services to P&WM and Environmental Services to
 coordinate, develop, and maintain efficiencies related to Divisional resources. Support
 Water Rules, Wetland Conservation, ISTS and Feedlot regulations, among others.
 5.       Prioritize enforcement actions and work with landowners to attain compliance
 with the County Code. Land Management will continue to promote compliance with
 the County Codes in a non-punitive fashion by working with landowners via
 education, permit applications and the public hearing process. Coordination with the
 Attorney’s Office and townships will be essential. Enforcement will need to be
 prioritized carefully based on available resources.
 6. Complete updates to the County Code and zoning changes that are necessary to
 implement 2030 Comp Plan policies.

 CARVER SOIL&                 WATER         CONSERVATION
 DISTRICT

 The Carver Soil & Water Conservation District (SWCD) is a political subdivision of
 the State of Minnesota established under Minnesota Statute 103C. Carver SWCD is
 governed by a board of five elected supervisors holding four-year terms. The Carver
 SWCD works closely with the Carver County Board of Commissioners and several of
 the County’s departments such as Land Management, Planning and Water
 Management, Environmental Services, Public Works, the Auditor’s Office, and the
 University of Minnesota Extension Service. The SWCD provides technical services to
 various County departments and individual landowners and operators. These technical
 services consist of construction site erosion and sediment control for urban
 developments, feedlot evaluations and pollution abatement designs, prairie and wetland
 restoration, water/sediment basins, water control structures, drainage ditch inspections,
 manure and nutrient management, stream bank and lakeshore stabilization, tree
 windbreaks, and other natural resource concerns.
 The SWCD also provides technical support for the Carver County Water Management
 Plan. The SWCD has a very defined role in this Division as the agency that provides
 technical assistance and field inspections for Natural Resources protection and
 enhancement. In addition to the primary working relationship with Carver County, the
 Carver SWCD partners with the USDA Natural Resource Conservation Service
 (NRCS), the USDA Farm Service Agency, the US Fish & Wildlife Service, various state
 agencies including BWSR and DNR, and local governments such as townships and
 municipalities. Staff is uniquely qualified under USDA Job Approval Authorities to
 provide engineering and ecological assistance for correcting resource problems. Broad-
 based technical training is provided to all staff and includes basic hydrology, soils, and
 topographical survey training.
The SWCD budget request includes personnel services. The SWCD follows the
non-bargaining salary schedule, and offers its employees the same salary
adjustments, benefits, and cost of living increases that the non-bargaining unit
does. The SWCD operating budget remains relatively consistent from year to
year. The steady increase in the budget request is because of salary step increases.
The SWCD’s budget request covers both operating and personnel expenses.
The SWCD is required to provide services to County Departments and individual
landowners under the County Water Management Plan, and under state statute as
it relates to WCA and state cost-share assistance. The SWCD also has an
agreement with the Ditch Authority to provide drainage ditch inspections for all
Joint and County Ditch Systems.
The SWCD has agreements with the Minnesota Pollution Control Agency
(MPCA) and the city of Chanhassen to provide construction site erosion and
sediment control monitoring, which has supplemented a part of the budget.
Revenues are received from the State through BWSR for implementing the State
Cost-Share Program, and from the Federal Government for assistance with
implementing the Farm Bill and assisting the U.S. Fish and Wildlife Service (please
refer to the Budget Preparation Form for a listing of revenues and expenditures).
The SWCD continues to provide agricultural conservation technical assistance to
landowners and agriculture businesses to comply with Federal farm bill
regulations, state feedlot regulations, and Carver County ordinances. This is a
service the SWCD has provided in cooperation with the USDA Natural Resources
Conservation Service for over 60 years.
The SWCD has a good working relationship with landowners because they assist
them in achieving their conservation goals on their own land. In order to keep
providing this service to Carver County landowners and various county
departments, the SWCD will need to maintain the current staff levels.
2007 ACCOMPLISHMENTS - 2008 Accomplishments will be quite similar
•   Assisted NRCS in committing $ 120,000 of EQIP funds to landowners
•   Distributed $ 23,000 of State Cost Share funds to landowners
       Practices installed included:
       o 4 structural basins installed for gully control
       o 5 grassed waterways installed
       o 27,000 trees sold to 163 individuals
       o 8 rock inlets installed with "Low Impact Conservation Fund"
       o Assisted with 7 nutrient management plans
       o Signed up 71 acres of CCRP buffer filter strips (CP21) through
            CCRP
       o Assisted with signing up 240 acres through General CRP
•   Approved $ 204,000 of Ag BMP loans to landowners.
•   Completed survey work for the Crane Creek restoration project



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•   Completed land cover mapping for the rest of Carver County
•   Conducted 398 inspections for Water Rules; NPDES, and City Ordinance
    compliance.
•   23 acres wetlands restored with Pheasants Forever funding.
•   Work with landowners on the 316 active CRP contracts totaling 3,454 acres.
•   Design and layout of CCRP practices to be installed/planted in 2008.
•   Continued work with MNDOT on Hwy 312 wetland mitigation Plan.
•   Design and inspection of private pond excavations to ensure a net gain of
    functions and values of the proposed pond area.

MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2009
AGRICULTURAL CONSERVATION TECHNICAL ASSISTANCE
•   Design, install and conduct construction oversight on practices such as Ag-
    waste facilities, water control structures, stream bank restoration, habitat and
    wetland restorations, erosion and sediment control practices
•   Work with landowners to implement pollution reduction practices, assist with
    milk house waste management, and assist with nutrient management plans
•   Assist the USDA staff in writing conservation plans and conducting
    compliance field checks
NATURAL RESOURCE DEVELOPMENT ASSISTANCE
•   Implementing the Wetland Conservation Act (WCA) in Carver County
•   Work closely with landowners to enroll sensitive lands into restoration
    programs
•   Provides technical assistance to landowners enrolled in the Environmental
    Quality Incentives Program (EQIP), the Wildlife Habitat Incentive Program
    (WHIP), and Conservation Reserve Program (CRP)
URBAN CONSERVATION TECHNICAL ASSISTANCE
•   Provide plan review, construction site monitoring, and education/technical
    assistance
•   Monitor & inspect the extensive road projects occurring in Carver County to
    ensure compliance with Federal, State, and County rules.
•   Provide plan review, construction inspection, and education/technical
    assistance for these projects in conjunction with other departments.
WATER ~ DITCHES, STREAMS, LAKES AND WATERWAY PROGRAM
•   Work with the County Auditor in public ditch cleanout requests and develop a
    process for effective long-term management of the County Ditch systems
•   Provide technical assistance relating to the Carver County Water Management
    Plan implementation
•   Lead agency for implementing Best Management Practices for TMDL’s in the
    impaired watersheds.

ENVIRONMENTAL                    SERVICES            DEPARTMENT

The Environmental Services Department is responsible within the Land and Water
Division for programs related to Solid Waste, Industrial Hazardous Waste, Household
Hazardous Waste, Animal Feedlots, Individual Sewage Treatment Systems,
Agricultural Inspections, and Water Quality Protection. Several of these programs are
jointly implemented with other units of the Land and Water Division including the
SWCD. Staff coordinates programs with several state agencies such as the MN
Pollution Control Agency and the MN Dept. of Natural Resources. Staff also
investigates complaints related to environmental programs or ordinances such as illegal
solid waste disposal, water quality problems, and failing Individual Sewage Treatment
Systems.
Many Solid and Hazardous Waste programs are also managed in a
collaborative effort with the Solid Waste Management Coordinating Board
[SWMCB] – a joint powers board made up of Anoka, Carver, Dakota,
Hennepin, Ramsey and Washington Counties. Membership in this organization
leverages about $1 Million in solid waste funding from the MN Pollution
Control Agency. The County also leverages the staff and expertise of other
members and “economies of scale” of implementing programs regionally rather
than strictly locally. Examples of recent projects the County has benefited from
include the Organic Waste Management Grant and the MN Waste Paint Pilot
Project. Dues for 2008 are expected to be similar to previous years – about
$19,000.
Overall Revenues for 2009 are projected to increase due to grant programs, growth in
the number of homes and businesses paying the Solid Waste Service Fee, and increase
of the Solid waste Service Fee $1 from $25 per household to $26 per household. Use
of General Revenue Funds for Environmental Programs should be similar to 2008
under this proposal. Additional grants will likely be received that are not reflected in the
budget proposal. Major Revenues include:
MAJOR REVENUES
Solid Waste Service Fee - The Solid Waste Service Fee is $25 per unit Approximately
35,800 "units" are projected for 2009, which would generate about $895,000 in
revenue. This funding will be used to meet increased needs in the Solid Waste area
including a Part Time position and operating costs at the Environmental Center and
the rural recycling drop-off facilities.
Solid Waste Fund Balance – The Solid Waste Fund Balance is currently about
$130,000. The actual amount at the end of 2008 will depend on any available carry over
funds from 2008. This fund is intended to be used for capital projects or to fund any
budget shortfall in the program The Solid Waste Fund Balance is needed to fund
unplanned expenses such as equipment repair, expenses associated with unanticipated



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increases participation and expenditures for Capital improvement projects without the
use of General Levy dollars.
SCORE Grant - This grant is based on Legislative appropriation of the State Sales Tax
paid on solid waste collection services and must be used to meet State mandates.
Revenue is projected to be approximately $214,000. Exact figures are yet available as
the grant is dependant on population figures not yet released. This grant requires a 25%
match by the County.
Local Recycling Development Grant - This grant represents funds from State
surcharges collected at Metro landfills. The funds must be used to meet State solid
waste mandates. $90,000 is projected for 2009 based on experience with previous year’s
grants. This grant requires a 1 to 1 match by the County.
Feedlot program Grant - The County receives about $30,000 from the MN Pollution
Control Agency via the Delegation Agreement for the Feedlot Program. It is based on
the number of active feedlots and performance factors such as the number of
inspections conducted. It requires a 1:1 match.
Environmental Center Fees – Fees collected at the Env. Center help offset the costs of
management and disposal tires, appliances, electronics, yards waste, etc. $90,000 is
projected for 2009. This is a $30,000 decrease from 2009 which is offset be a similar
reduction in expenses due to revenue now received from electronics manufacturers as
per State legislation.
Other Fees – Other fees are collected for ISTS permits, feedlot permits, solid waste
licenses, hazardous waste generator licenses, business wastes managed at the Env.
Center, etc. Together these fees total about $160,000.
ISTS Loan Fund - $200,000 in loan repayments is expected in 2009 from residents
who have received low interest ISTS loans. These revenues are loaned back to other
residents. An additional $250,000 has been added to this program through the TMDL
grants and from the SWCD.
MAJOR EXPENDITURES
GRANTS & SUBSIDIES – the Department subsidizes City and Township solid waste and
recycling activities. The department also provides grants for dump cleanup and
competitive proposals. The grants and subsidies are reviewed by the WENR
Committee. $80,000 is budgeted for the City Recycling Grant program. These grant
proposals will be reviewed with the County Board prior to funding via the contract
process.
•   $15,000 is budgeted for the illegal dump cleanup program [same as 2008].
•   $30,000 is proposed for the Township solid-waste subsidy program. Townships
    typically use these funds to deal with illegal dumping, litter control, and special
    waste programs. Proposals are reviewed with the County Board via the contract
    process.
•   $10,000 [same as 2008] is budgeted to continue the School and Business Grant
    Program to provide competitive grants to schools, civic group and business waste
    reduction and recycling projects. These proposals are reviewed with the County
    Board via the contract process.
ENVIRONMENTAL CENTER OPERATIONS - The total budget for the Environmental
Center is reduced for 2009 due to major changes in electronics management – we are
now receive revenue for many electronic items. Fees to residents for electronic goods
have been almost entirely eliminated thus making this impact neutral across the budget,
Residents are getting the benefit of manufactures’ paying for the management of
electronic goods instead of paying fees at the Environmental Center.
Personnel Changes within Environmental Services Department

Environmental Services programs have grown and expanded in recent years along
with the needs of the County. Technology, efficiencies, and creative use of
seasonal staff, part time staff, Community Social Service programs, and Sentence-
To-Serve staff have been used to deal with this growth. A permanent part time
solid waste position [Environmentalist I – Part Time] to assist in coordinating
solid waste programs activities such as education, grant projects, and facilities
operations is requested for 2009. This position existed on a trial basis during 2008
and has proven to be an efficient and relatively low cost alternative to temporarily
dealing with growth issues. The funding for this position would come from the
Solid Waste Service Fee and the other grants and fees that fund the Solid Waste
budget. The overall benefits of this position would be more time for the Manager
and lead staff to spend on program budgets, program growth/planning, grant
development and emerging environmental issues.

Capital Improvement Plan for Environmental Center and Solid Waste
Programs

Staff has identified potential capital improvements for the Environmental Center
and other solid waste programs that would enhance operations over the next
several years. The following projects have been placed in order by program and
priority according to staff recommendations. These costs are preliminary
estimates that could change based on formal bids/quotes. Several of the projects
as noted below are under consideration for 2008.

ENVIRONMENTAL CENTER
     Project                                                     Cost Estimate
  • Hood Vent Over HHW Lab Packs                                 $30,000 (Possible
     completion in 2008)
  • Receiving Area Awning/Canopy                                 $100,000 (2009)
  • Recyclable Material Storage Containers*                      $15,000 [currently
     rented]



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    •
    Concrete Aprons at Receiving Areas                           $2,000
    •
    Outdoor Lights for Yard Waste Bunker                         $3,000
    •
    Replacement of Rear Door/Add Card Reader                     $7,000
    •
    Warehouse Energy Efficient Lights*                           $5,100 ($3,600 after
    rebate)
  • Shower/Locker Room                                           $30,000 (Possible
    completion in 2008)
  • Added Card Reader on Four Doors                              $14,000
  • Security Camera Upgrade                                      $15,000
                                       TOTAL                     $191,100
ORGANICS PROGRAM
    Task                                                         Cost Estimate
    Start-up Kit Distribution Cost                               $12,000 to $32,000

RURAL RESIDENTIAL RECYCLING DROP OFF SITES (NYA,
COLOGNE, WATERTOWN)
        Task                                    Cost Estimate
        Recyclable Material Storage Containers* $9,000 [currently
rented]
        Site Maintenance/Upgrades               $7,000

VEHICLE REPLACEMENT
     Task                                         Cost Estimate
              Replace 1999 Ford F250 truck with smaller vehicle
     $23,000

Total [Estimate] – approximately $242,000

2008 MAJOR ACCOMPLISHMENTS
Carver County residents and businesses continue to find the Environmental Center a
convenient option for recycling and special waste management. Approximately 18,000
to 19,000 visits to the Center are anticipated. The Env. Center provides year round one
stop recycling, household hazardous waste, yard waste and special waste services.
Electronics recycling was made free to residents in mid 2008 due to changes in State
legislation that resulted in manufacturers paying for most recycling costs.
•   The Special Waste Collections in the western portion of the County remained very
    popular with residents as a convenient, cost effective method to manage special
    wastes.
•   Recycling drop off services were increased in the cities of Watertown, Mayer, and
    New Germany. The Mayer and New Germany site were consolidated at the Mayer
    Treatment Plant site. This site has potential for significant expansion.
•   Staff of the Environmental Services Department continue to cooperate with other
    Division staff to implement the EPA funded TMDL water quality project. Major
    changes where made to County SSTS regulations to encourage the elimination of
    direct discharge systems.
•   Staff implemented several programs including rain barrel distribution to residents,
    the Organic Wastes Composting Project, and plastics recycling.
•   County staff continued to work in cooperation with other agencies to attempt to
    resolve controversial issues regarding Individual Sewage Treatment Systems,
    Feedlots, industrial discharges, and Water Plan Implementation. Of special note is
    the initiation of the Direct Discharge Elimination Program which will accelerate
    the upgrade of direct discharge septic systems.

MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2009
GENERAL
1. Continue to respond to and resolve complaints and issues related to environmental
   programs.
2. Continue licensing, permitting and inspections programs in the areas of SSTS,
   Solid Waste, Feedlots, Ag Inspections, and Industrial Hazardous Waste.
3. Implement State mandated changes to the SSTS Program including changes to the
   County Code of Ordinances.
SOLID WASTE
4. Continue the process of identifying and developing viable waste processing and
   other solid waste management options for the County through Organic Waste
   Composting Pilot Program and Solid Waste Management Coordinating Board
   programs.
5. Implement expanded special wastes, yard waste composting and recycling
   programs throughout the County with an emphasis on western city programs.
6. Operate Environmental Center for convenience of residents and consider
   improvements and refinements to operations.
7. Coordinate the operations of curbside and drop-off recycling programs.
INDUSTRIAL HAZARDOUS WASTE
8. Continue licensing and inspecting identified hazardous waste generators to ensure
   that all known generators are licensed.
9. Expand licensing to include all Health Care Facilities including pharmacies, vet
   clinics and day surgery clinics.
10. Continue to provide technical assistance to the regulated community including
    planning and implementing training sessions.
11. Maintain an effective, internal data management program.



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12. Promote the Very Small Quantity Generator Collection program at the
    Environmental Center.
WATER QUALITY
13. Participate in implementation of County Water Plan in the areas of surface and
    ground water monitoring programs and implementation of surface water
    protection programs for priority areas.
14. Continue ongoing feedlot inspections to ensure compliance with State and County
    regulations and compliance deadlines such as the State Open Lot Agreement.
15. Continue to seek funding sources for expanded surface and ground water
    programs in cooperation with other departments and agencies involved in
    implementation of the County Water Plan.

PLANNING           &    WATER        MANAGEMENT                DEPARTMENT

Planning & Water Management Department has two major areas of responsibility:

    •   Planning Management - the Department is responsible for the Development,
        maintenance & implementation of the County Comprehensive Plan including
        the 2030 plan update and its several of its action components.

    •   Water Management - The County is the water management authority (officially
        the Carver County Water Management Organization for the Bevens, Carver,
        East & West Chaska, Pioneer Creek and Crow River watersheds. The
        Department is responsible for the administration of these watersheds through
        the development and implementation of the Carver County Water
        Management Plan.      The Department administers and enforces the Water
        Management Rules and is the lead agency on a variety of water related projects
        in cooperation with Environmental Services, Land Management, MN
        Extension, and the Carver SWCD.
D E P A R T M E N T    F I N A N C E S

The majority of Department operations are funded by permit revenue, fees for service,
cost recovery, grants or the special levy for water management with little or no general
levy dollars, typically the planning function of the department is primarily funded by
general levy funds.

Water Management Budget – Most costs of water management are levied across the
entire Carver County Water Management Organization (CCWMO). Only project costs
will be levied by the smaller sub-watershed units. Operational costs - personnel,
overhead, and part of the operating grant to the SWCD – are contained in the water
levy to accrue the cost of water management activities to the CCWMO. SWCD – The
Carver SWCD plays a key role in Water Plan implementation, in particular agricultural
practices implementation and erosion/sediment control review and inspection. The
continued support and coordination with the SWCD is essential to successful and
efficient water management activities.



PROGRAMS

PLANNIN G       MANAGEMENT

The County has adopted two significant products of the Department, the 2020
Comprehensive Plan in 2000 (to be updated by the 2030 plan in 2009) and the Carver
County Water Management Plan in 2001. These documents are major policy
statements which are currently being updated and together will have a profound effect
on the future of the County. The 2030 comprehensive Plan update process has been a
major focus of the dept in 2008 and is anticipated for adoption by early 2009. . This
effort is a collaboration with several other County Divisions and agencies, local cities
and townships. Several consultants were employed to develop the more technical
components of the plan. The Department performed the lead role on 4 elements and
the public participation process, and coordinating role on remaining 8 elements.
The planning process produced several new initiatives- economic development as an
overall goal and particularly focused on the major transportation corridors;
conservation development; natural resource protection; transit; historic preservation;
and healthy living. These initiatives were the result of collaboration between P&WM,
Public Health, CDA, Parks, and the Historical Society. Following through on these
initiatives will require continued staff effort within the Department. A Planning Tech
FTE was approved in the Department through the end of 2008 and was included in
the 2009 personal services cost projections. Since the only other staff available for
planning tasks is the Department manager, it is essential that his FTE be given
permanent status. Since this position was included in the Finance projections, its
impact is already reflected in the budget
The Department also has responsibility for a variety of programs and projects not
directly related to either of the major planning documents. The process of developing
the 2030 plan has cemented collaboration between the dept and other County
Divisions and departments and has created grant and funding opportunities which will
continue in plan implementation (e.g. the Blue Cross/Blue Shield Active Living Grant).
Another past example is the Quality of Life project which has received state and
national attention, and been an important tool for the 2030 plan update and decision
makers in the County. Department personnel also participate in a variety of special
projects, task forces, committees, and similar organizations. Some examples are the
Metro-GIS, Crow River JPA, Metro Counties NRI Coordination group, and the West
Metro Water Resources group. The Department maintains a variety of demographic
and spatial (GIS) data for internal use by the County and for limited public use.
WATER MANAGEMENT




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Implementation of the Water Management Plan involves a wide variety of activities.
The Department’s primary responsibilities are:
Administrative activities associated with water management including budgeting,
contracts, grant administration, division and agency coordination and staffing of the
Water, Natural Resource Committee (WENR).
Finance – the Department is responsible for the development and administration of
the water management budget including the CCWMO watershed levy along with
several grants.
Planning – The Water Management Plan is in the process of being updated coinciding
with the 2030 plan and will address revisions needed for TMDL projects, recognition
of NPDES issues, ditch issues and general changes that have occurred in water
management since 2001. This plan will need to be submitted by the CCWMO and
approved by the state – a process which will be completed in 2009. Review of city
water plans will continue.
Administration & enforcement of the Water Management Rules – review of
development plans for compliance with the stormwater/erosion control standards;
monitoring and enforcement activities, inspection coordination with the Carver
SWCD. Approx. 80 reviews including several large projects were completed in 2007.
Enforce the Wetland Conservation Act – Approx. 31 WCA projects were reviewed in
2007.
Water Quality Monitoring – The county has collected surface lake, stream data,
groundwater data and stormwater treatment data for many years. The function of this
program is particularly important to the development and implementation of the Total
Maximum Daily Load (TMDL) and Water Management Plan.
Project Management – some current examples are: Lake outlets, Low impact
conservation projects, Well sealing, stormwater improvement projects, city level plan
review and projects resulting from the above mentioned grants. Development of
project ranking criteria was completed by the WENR committee and coordination
with cities occurred on project partnerships including several requests by cities for
project funds. LCMR NRI mapping project was completed for the County in
cooperation with SWCD. TMDL Project – One TMDL approved, 6 more submitted
for review, 8 additional in development phase. Implementation started on approved
TMDL.
Grant application & implementation – 2007 grants include MPCA TMDL
development, State Clean Water Legacy Implementation, MPCA NPDES JPA, LCMR
Natural Resource Inventory; Met Council Crane Creek Restoration Project, State
Groundwater Atlas and the State Natural Resource Block Grants.
NPDES administration – The County (CCWMO) is required to keep current and
report on the MS4 state/federal NPDES permit. Many of the ongoing CCWMO
activities are included in this reporting.
Education - The Water Management Plan identifies education as a key activity in
attaining the goals of the Plan. The Environmental Education Coordinator position is
in place to meet Plan goals and implementation and coordinate other education needs
in the division.
Staffing – fulfillment of these responsibilities require adequate staff resources. The
current staff complement is the Manager, 2 Planning Techs, a Water Tech an
Environmentalist III, and various interns. The Planning Tech associated with the
Planning function was discussed earlier. As part of the 2005 reorganization a Planning
Tech position was eliminated from the P&WM department. In the very short term
resources were diverted form other parts of the Division to complete this position’s
work and some work was assigned to consultants. As a mid-term solution a vacant
Land Services Clerk FTE was temporarily reclassified to a Planning Tech FTE to fill in
for the eliminated permanent FTE through the end of 2008. The workload assigned to
the this position has increased due to changes in the Wetland Conservation Act and
TMDL’s. The funding for the difference between the approved LWS Clerk position
has been fill through ongoing grants and the WMO levy. This position was included in
Finance’s 2009 personal services cost projections. . Since this position was included in
the Finance projections, its impact is already reflected in the budget. This FTE needs
to be reclassified to a Planning Tech on a permanent basis.
MAJOR OBJECTIVES TO BE ACCOMPLISHED IN 2009
Major Challenge: To continue to accomplish Department missions in a climate of rapid
growth, increasing regulation, rising public expectations, continued division changes
and reduced resources.
Finalize and adopt the 2030 Carver County Comprehensive Plan.
Finalize and adopt the update to the CCWMO Water Management Plan
Secure stable staffing levels in response to lingering effects of the re-organization
process begun in 2005 including stabilizing planning function needs.
Implement the Water Management Plan, WCA and Water Management Rules.
Continue integration of GIS, imaging, and Internet technology into the daily
operations of the Dept. in order to provide better information more efficiently to the
Division , the public, and the decision makers.
Continue to provide high quality service to the Public, other Agencies, and other
Divisions
Continue work on TMDL’s for funded Impaired Waters and the implementation
efforts begun in 2007.
Projects - Crane Creek project completion, Lake Waconia Water quality project, Oak
and Burandt Lake outlets, CIP’s, Stormwater projects in 4 cities, Carver & Bevens
Creek ISTS incentive program, feasibility analysis for other project partnerships.
2009 FINANCES



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Water management activities are funded primarily by the Water Levy. The Board of
Water & Soil Resources Block grant is also a stable source of funding. A wide variety
of grants fund water management activities on a project basis. Operating expenses are
levied over the entire management area, while capital expenses are levied by sub-
watershed area.
Capital- Water Management Projects:
The WENR Committee has recognized the need for project funds to implement the
Water Management Plan. They have recommended project levies in each watershed to
pay for the projects based on a project ranking criteria developed and approved in
2007. Partnership requests from the cities of Mayer, Waconia, NYA, Chaska and
Watertown for projects as well as TMDL implementation have resulted in
recommendations for the 2009 capital levies in the watersheds:
Bevens Creek: $20,000 to fund ISTS incentives & NYA stormwater projects;
Carver Creek: $45,000 to fund ISTS incentives and Waconia stormwater projects;
Crow River: $35,000 to fund Oak lake outlet & Mayer/Watertown Stormwater
Projects;
East Chaska Creek: $20,000 to fund Chaska restoration projects;
West Chaska Creek: $7,500 to accumulate a capital fund
The Watershed Management operating levy was increased $15,521 to reflect increased
staff costs. The Carver Creek and East Chaska Creek project levies were increased
$5,000 and $10,000 respectively to fund projects recommended by the WENR
Committee. It is worth noting that the Carver County WMO tax rate including capital
expenses is comparable to the Buffalo Creek Watershed District and substantially
lower that Minnehaha Creek or Riley-Purgatory-Bluff Creek Watershed Districts.

CARVER           COUNTY            COMMUNITY               DEVELOPMENT
AGENCY

For CDA information, see the separate levy authority section in the back of this
budget book.



LAND & WATER SERVICES CONFERENCE & TRAINING
Annual Agricultural Inspectors Conference                              400
Annual MPCA Sewage Treatment System Con. Education                     440
Annual MPCA County Feedlot Officers Training                           375
Annual Water Planner's Conference                                      350
ESRI Annual User Conference - Out of State                             500
Misc. professional conferences or work related tuition
reimbursement for Aamodt, West, and Brinkman                           600
National Environmental Health Asc. Conference [out of state]
or /tuition reimbursement for MPA for Lein.                     1,000
Training - Morgan                                               400
Feedlot and Water Quality misc. conferences                     400
Air Water Waste Annual Conference                               1250
RAM/SWANA Annual Conference [2]                                 335
SWAA Annual conference                                          400
Misc. special issue conferences                                 800
National Household Hazardous Waste Conf.                        300
National Hazardous Waste Conference                             300
MN Ground Water Conference                                      290
Misc. special issue conferences                                 550
Management Training [Senior Environmentalist]                   300
OSHA Training                                                   300
MACPZA Conference                                               650
Tuition Reimbursement 7                                          50
GIS Conference & Training                                       300
Various water related, ISTS, WCA,
Erosion Control Conferences, seminars, training sessions        750
Planning Conferences: - National, Regional, or State Planning
 or Water Conferences                                           1,550
                 Total Conference & Training – $13,290




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MAJOR DIVISION OBJECTIVES FOR 2009

1. Implement Division programs and continue to provide efficient, effective service
   to our customers
2. Deploy an upgraded Property Information System that integrates Division
   operations to the maximum possible extent
3. Increase solid waste services in western area of the county, plan for future
   infrastructure
4. Adoption of the Comprehensive Plan and complete the Water Management Plan
   revisions
5. Continue integration of GIS, imaging, and Internet technology into the daily
   operations of the Division in order to provide better information more efficiently
   to the Division personnel, the public, and the decision makers.
6. Continue to provide high quality service and promote good working relationships
   with the Public, other Agencies, and other Divisions.
7. Completion of TMDL’s for funded Impaired Waters and continue work on
   TMDL's for the remaining Impaired Waters. Complete implementation plans for
   TMDL’s approved by the MPCA and federal EPA.
8. Aggressively pursue outside funding sources to support Division programs and
   activities.
9. Move forward with the new initiatives identified in the Comprehensive Plan,
   particularly economic development.
Full Time Employees (FTE)

           ADMINISTRATION                    2008         2009         2009
POSITIONS (FTE's)                           Actual      Requested    Approved
Land & Water Services Director                   1.00         1.00          1.00
                                                   -           -             -
Totals                                           1.00         1.00          1.00

          LAND MANAGEMENT                    2008         2009         2009
POSITIONS (FTE's)                           Actual      Requested    Approved
Associate Planner                                1.00         1.00          1.00
Land Management Dept Manager                     1.00         1.00          1.00
Land Management Tech                             1.00         1.00          1.00
Permit Technician                                1.00         1.00          1.00
Planner I                                        1.00         1.00          1.00
                                                   -           -             -
TOTAL                                            5.00         5.00          5.00

      ENVIRONMENTAL SERVICES                 2008         2009         2009
POSITIONS (FTE's)                           Actual      Requested    Approved
Data Program Coordinator                         1.00         1.00          1.00
Envir Grnt - Intern                              0.75         0.50          0.75
Environmental Services Dept Manager              1.00         1.00          1.00
Environmentalist I                               1.00         1.00          1.00
Environmentalist II                              4.00         4.00          4.00
Environmentalist III                             2.00         2.00          2.00
Recycling Drop Off Operator                      0.18         0.18          0.18
Senior Environmentalist                          1.00         1.00          1.00
Environmentalist I (Part-time)                     -          0.50           -
TOTAL                                           10.93        11.18         10.93

   PLANNING & WATER MANAGEMENT               2008         2009         2009
POSITIONS (FTE's)                           Actual      Requested    Approved
Planning & Water Dept. Manager                   1.00         1.00          1.00
LWS Education Coordinator                        1.00         1.00          1.00
Water Technician                                 1.00         1.00          1.00
Planning Technician                              2.00         2.00          1.00
Environmentalist III                             1.00         1.00          1.00
Intern                                           0.50         0.50          0.50
                                                   -           -             -
TOTAL                                            6.50         6.50          5.50




                                      373
G E N E R A L   F U N D                                     L A N D   &   W A T E R   S E R V I C E S




Land & Water Services Budget Recap
                                                              2009
                                   2007         2008        Approved           Dollar         Percent
                Category          Actual       Budget        Budget           Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties       1,360,283    1,559,481       1,596,002         36,521            2.34%
5100      Licenses & Permits        486,810      511,500         488,500        (23,000)          -4.50%
5200-5400 Intergovernmental         776,131      460,729         466,729          6,000            1.30%
5500      Charges for Services      215,263      208,450         189,450        (19,000)          -9.11%
5600      Fines & Forfeitures         4,035        4,000           4,000              -            0.00%
5700      Investment Earnings        13,500        7,000           7,000              -            0.00%
5750      Gifts & Contributions           -            -               -              -            0.00%
5800-5900 Other Revenues             39,910        9,650           6,650         (3,000)         -31.09%
TOTAL REVENUES                    2,895,932    2,760,810       2,758,331         (2,479)          -0.09%
EXPENDITURES:

6000      Public Assistance             196            -               -              -           0.00%
6100      Personal Services       1,654,420    1,822,059       1,956,063        134,004           7.35%
6200-6300 Services & Charges      1,462,736    1,081,977       1,099,977         18,000           1.66%
6400-6500 Material & Supplies        72,964       36,671          38,021          1,350           3.68%
6600      Capital Outlay              3,106      112,500         250,500        138,000         122.67%
6700      Debt Services                   -            -               -              -           0.00%
6800      Other Expenses             15,360       44,000          40,000         (4,000)         -9.09%
6900      Transfers                 158,080      569,397         475,397        (94,000)        -16.51%
TOTAL EXPENDITURES                3,366,862    3,666,604       3,859,958        193,354           5.27%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (470,930)    (905,794)     (1,101,627)      (195,833)                22%
Administration Budget Recap
                                                                  2009
                                   2007          2008           Approved        Dollar        Percent
            Category              Actual        Budget           Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -                 -               -              -       0.00%
5100      Licenses & Permits             -                 -               -              -       0.00%
5200-5400 Intergovernmental         31,736                 -               -              -       0.00%
5500      Charges for Services         700                 -               -              -       0.00%
5600      Fines & Forfeitures            -                 -               -              -       0.00%
5700      Investment Earnings            -                 -               -              -       0.00%
5750      Gifts & Contributions          -                 -               -              -       0.00%
5800-5900 Other Revenues                 -                 -               -              -       0.00%
TOTAL REVENUES                      32,436                 -               -              -       0.00%
EXPENDITURES:

6000      Public Assistance            196                -               -           -           0.00%
6100      Personal Services        110,996          135,306         201,204      65,898          48.70%
6200-6300 Services & Charges        40,770           45,387          35,712      (9,675)        -21.32%
6400-6500 Material & Supplies       24,887           32,065          32,065           -           0.00%
6600      Capital Outlay                 -                -               -           -           0.00%
6700      Debt Services                  -                -               -           -           0.00%
6800      Other Expenses             1,384                -               -           -           0.00%
6900      Transfers                      -                -               -           -           0.00%
TOTAL EXPENDITURES                 178,233          212,758         268,981      56,223          26.43%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (145,797)         (212,758)      (268,981)     (56,223)          26%




                                              375
G E N E R A L   F U N D                                    L A N D   &   W A T E R   S E R V I C E S




Planning & Water Management Budget Recap
                                                             2009
                                   2007         2008       Approved           Dollar         Percent
                Category          Actual       Budget       Budget           Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties        343,492      459,481        496,002          36,521           7.95%
5100      Licenses & Permits        48,479       24,500         24,500               -           0.00%
5200-5400 Intergovernmental        361,153      124,729        124,729               -           0.00%
5500      Charges for Services      25,361       25,450         25,450               -           0.00%
5600      Fines & Forfeitures            -            -              -               -           0.00%
5700      Investment Earnings            -            -              -               -           0.00%
5750      Gifts & Contributions          -            -              -               -           0.00%
5800-5900 Other Revenues            28,108            -              -               -           0.00%
TOTAL REVENUES                     806,593      634,160        670,681          36,521           5.76%
EXPENDITURES:

6000      Public Assistance               -           -              -               -           0.00%
6100      Personal Services         392,118     312,429        388,235          75,806          24.26%
6200-6300 Services & Charges        567,987     114,587        146,587          32,000          27.93%
6400-6500 Material & Supplies        15,614       2,300          2,300               -           0.00%
6600      Capital Outlay              2,986     112,500        127,500          15,000          13.33%
6700      Debt Services                   -           -              -               -           0.00%
6800      Other Expenses             13,576      44,000         40,000          (4,000)         -9.09%
6900      Transfers                  61,414      92,468         92,468               -           0.00%
TOTAL EXPENDITURES                1,053,695     678,284        797,090         118,806          17.52%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (247,102)    (44,124)      (126,409)        (82,285)           186%
Environmental Services Budget Recap
                                                                 2009
                                   2007         2008           Approved        Dollar      Percent
            Category              Actual       Budget           Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties       1,016,791    1,100,000         1,100,000            -        0.00%
5100      Licenses & Permits        111,246      126,000           113,000      (13,000)     -10.32%
5200-5400 Intergovernmental         383,242      336,000           342,000        6,000        1.79%
5500      Charges for Services      179,285      160,000           141,000      (19,000)     -11.88%
5600      Fines & Forfeitures             -            -                 -            -        0.00%
5700      Investment Earnings        13,500        7,000             7,000            -        0.00%
5750      Gifts & Contributions           -            -                 -            -        0.00%
5800-5900 Other Revenues             11,323        9,650             6,650       (3,000)     -31.09%
TOTAL REVENUES                    1,715,387    1,738,650         1,709,650      (29,000)      -1.67%
EXPENDITURES:

6000      Public Assistance               -            -                 -           -         0.00%
6100      Personal Services         808,798      974,634           949,240     (25,394)       -2.61%
6200-6300 Services & Charges        729,643      687,003           769,678      82,675        12.03%
6400-6500 Material & Supplies        32,463        2,306             3,656       1,350        58.54%
6600      Capital Outlay                120            -           123,000     123,000         0.00%
6700      Debt Services                   -            -                 -           -         0.00%
6800      Other Expenses                300            -                 -           -         0.00%
6900      Transfers                  96,666      135,000           106,000     (29,000)      -21.48%
TOTAL EXPENDITURES                1,667,990    1,798,943         1,951,574     152,631         8.48%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             47,397          (60,293)      (241,924)   (181,631)        301%




                                              377
G E N E R A L   F U N D                                   L A N D   &   W A T E R   S E R V I C E S




Land Management Budget Recap
                                                            2009
                                   2007        2008       Approved          Dollar        Percent
                Category          Actual      Budget       Budget          Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -           -              -              -           0.00%
5100      Licenses & Permits       327,085     361,000        351,000        (10,000)         -2.77%
5200-5400 Intergovernmental              -           -              -              -           0.00%
5500      Charges for Services       9,917      23,000         23,000              -           0.00%
5600      Fines & Forfeitures        4,035       4,000          4,000              -           0.00%
5700      Investment Earnings            -           -              -              -           0.00%
5750      Gifts & Contributions          -           -              -              -           0.00%
5800-5900 Other Revenues               479           -              -              -           0.00%
TOTAL REVENUES                     341,516     388,000        378,000        (10,000)         -2.58%
EXPENDITURES:

6000      Public Assistance              -           -              -              -           0.00%
6100      Personal Services        342,508     399,690        417,384         17,694           4.43%
6200-6300 Services & Charges       124,336     235,000        148,000        (87,000)        -37.02%
6400-6500 Material & Supplies            -           -              -              -           0.00%
6600      Capital Outlay                 -           -              -              -           0.00%
6700      Debt Services                  -           -              -              -           0.00%
6800      Other Expenses               100           -              -              -           0.00%
6900      Transfers                      -           -              -              -           0.00%
TOTAL EXPENDITURES                 466,944     634,690        565,384        (69,306)        -10.92%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (125,428)   (246,690)      (187,384)        59,306             -24%
Soil & Water Conservation Grant
                                                              2009
                                   2007         2008        Approved        Dollar        Percent
            Category              Actual       Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -            -              -              -       0.00%
5100      Licenses & Permits               -            -              -              -       0.00%
5200-5400 Intergovernmental                -            -              -              -       0.00%
5500      Charges for Services             -            -              -              -       0.00%
5600      Fines & Forfeitures              -            -              -              -       0.00%
5700      Investment Earnings              -            -              -              -       0.00%
5750      Gifts & Contributions            -            -              -              -       0.00%
5800-5900 Other Revenues                   -            -              -              -       0.00%
TOTAL REVENUES                             -            -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance                -          -               -            -          0.00%
6100      Personal Services                -          -               -            -          0.00%
6200-6300 Services & Charges               -          -               -            -          0.00%
6400-6500 Material & Supplies              -          -               -            -          0.00%
6600      Capital Outlay                   -          -               -            -          0.00%
6700      Debt Services                    -          -               -            -          0.00%
6800      Other Expenses                   -          -               -            -          0.00%
6900      Transfers                        -    341,929         276,929      (65,000)       -19.01%
TOTAL EXPENDITURES                         -    341,929         276,929      (65,000)       -19.01%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                    -    (341,929)      (276,929)     65,000            -19%




                                               379
Soil and Water Grant Budget Recap
                                                                     2009
                                       2007          2008          Approved         Dollar        Percent
             Category                 Actual        Budget          Budget         Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                    -             -                 -              -       0.00%
5100      Licenses & Permits                   -             -                 -              -       0.00%
5200-5400 Intergovernmental                    -             -                 -              -       0.00%
5500      Charges for Services                 -             -                 -              -       0.00%
5600      Fines & Forfeitures                  -             -                 -              -       0.00%
5700      Investment Earnings                  -             -                 -              -       0.00%
5750      Gifts & Contributions                -             -                 -              -       0.00%
5800-5900 Other Revenues                       -             -                 -              -       0.00%
TOTAL REVENUES                                 -             -                 -              -       0.00%
EXPENDITURES:

6000      Public Assistance                   -              -                 -              -       0.00%
6100      Personal Services                   -              -                 -              -       0.00%
6200-6300 Services & Charges                  -              -                 -              -       0.00%
6400-6500 Material & Supplies                 -              -                 -              -       0.00%
6600      Capital Outlay                      -              -                 -              -       0.00%
6700      Debt Services                       -              -                 -              -       0.00%
6800      Other Expenses                      -              -                 -              -       0.00%
6900      Transfers                     341,929              -                 -              -       0.00%
TOTAL EXPENDITURES                      341,929              -                 -              -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                (341,929)             -                 -              -          0%



* The Soil and Water Conservation Grant beginning in 2008 is now reported within the Land & Water Services
Division




                                                   380
Non-Departmental



       381
G E N E R A L   F U N D         N O N - D E P A R T M E N T A L




                          382
Non-Departmental
Full Time Employees (FTE)

                                     2008           2009               2009
POSITIONS (FTE's)                   Actual        Requested          Approved
No Employees                              0.00           0.00               0.00
                                          0.00           0.00               0.00
                                          0.00           0.00               0.00
                                          0.00           0.00               0.00
                                          0.00           0.00               0.00
TOTAL                                     0.00           0.00               0.00


Department Description

Non-departmental items include general revenues, such as County tax levy dollars and State property tax
aid. Budgeted expenditures include the commissioners contingency and salary contingency accounts.
Beginning in 2008, we have allocated employee wage/benefit increases to their corresponding
departments. This change has no net impact, but ultimately lowers the contingency budget and increases
the salary budget at the division/department level. This change allows for more accurate forecasting and
responsibility at the division/departmental level. The 2009 salary contingency now only includes
estimated savings from position vacancies during 2009.


Budget Highlights

Revenues

   $26,820,082 General Fund Levy

   $2,508,902 State Property Tax Aid

Expenditures

   $257,318 Commissioners Contingency

   ($470,994) Salary Contingency (A net savings is expected through position vacancies other than
   projected 12/31/2008 vacancies)




                                                    383
G E N E R A L   F U N D                                             N O N - D E P A R T M E N T A L




Non-Departmental Budget Recap
                                                                  2009
                                    2007          2008          Approved          Dollar         Percent
                Category           Actual        Budget          Budget          Inc/Dec.        Inc/Dec.
REVENUES:

5000      Taxes & Penalties       23,035,423    25,732,225       27,370,741       1,638,516            6.37%
5100      Licenses & Permits               -             -                -               -            0.00%
5200-5400 Intergovernmental        3,478,108     2,329,378        2,709,742         380,364           16.33%
5500      Charges for Services             -             -                -               -            0.00%
5600      Fines & Forfeitures              -             -                -               -            0.00%
5700      Investment Earnings              -             -                -               -            0.00%
5750      Gifts & Contributions            -             -                -               -            0.00%
5800-5900 Other Revenues             178,973             -           55,000          55,000            0.00%
TOTAL REVENUES                    26,692,504    28,061,603       30,135,483       2,073,880            7.39%
EXPENDITURES:

6000      Public Assistance                -                -             -               -          0.00%
6100      Personal Services                -                -             -               -          0.00%
6200-6300 Services & Charges            (857)               -             -               -          0.00%
6400-6500 Material & Supplies              -                -             -               -          0.00%
6600      Capital Outlay                   -                -             -               -          0.00%
6700      Debt Services                    -                -       200,000         200,000          0.00%
6800      Other Expenses                 250          300,000      (213,676)       (513,676)      -171.23%
6900      Transfers                5,068,702                -             -               -          0.00%
TOTAL EXPENDITURES                 5,068,095          300,000       (13,676)       (313,676)      -104.56%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           21,624,409    27,761,603       30,149,159       2,387,556              9%




                                                384
          FY 2009




Road & Bridge
        Fund
   385
R O A D   &   B R I D G E   F U N D




                                      386
Road and Bridge
Department Budget Recap
                         2007            2008               2009               2009           %
                        Actual          Budget            Requested          Approved       Change

Revenue Recap        $ 15,079,999   $     6,110,112   $      6,058,541   $      6,126,460      0.3%

Expenditure Recap    $ 21,249,467   $     6,133,926   $      6,908,026   $      6,126,460     -0.1%

Tax Dollars Needed   $ 6,169,468    $       23,814    $        849,485   $              -   -100.0%




Department Description


PUBLIC WORKS                         (ADMINISTRATION,
ENGINEERING,                        HIGHWAY MAINTENANCE,
EQUIPMENT MA                        INTENANCE, SURVEYING &
MAPPING, AND                        PARKS)


The Carver County Public Works Division administers all functions associated
with the county highway, the county parks, and the county surveying systems.
There are six departments:

    o   Administration
    o   Engineering
    o   Highway Maintenance
    o   Equipment Maintenance
    o   Surveying & Mapping
    o   Parks

The Administration Department is responsible for the overall coordination of
annual budgets and the five-year capital investment program. The accounting for
all Public Works Division departments is also managed by the Administration
Department. This accounting includes highway construction and park
development projects. Fixed assets are tracked by the department. Department
tasks include vehicle fuel purchasing for the majority of county departments and
the contracting for seasonal supplies. The purchase of seasonal supplies includes
the majority of townships and cities within the county. The administration of the
county’s “adopt-a-highway” program is another responsibility of the department.




                                             387
R O A D   A N D   B R I D G E   F U N D




The Engineering Department is responsible for the design and construction of
county highways and bridges. The county investment in projects is often
combined with federal, state, and other contributed dollars.

Numerous transportation studies and cooperative/partnership highway projects
also involve the Engineering Department. Examples of these studies and projects
include the Carver County Comprehensive Roadway Systems Plan, , the State
Highway 5 Corridor Study between TH 212 and TH 41, the State Highway 212
Advanced Design Study west of New TH 212, and the N-S Minor Arterial
Corridor Study east of Watertown.

The acquisition of highway right-of-way is also accomplished by this department.
Other responsibilities of the department include annual inspection of township,
city, and county bridges; review and inspection of roads constructed within new
township subdivisions; annual inspection of railroad crossings on township, city,
and county roadways; biannual traffic counts on all county highways; issuance of
utility, access, moving, and transportation permits; and development of a long-
range capital improvement plan.

The Highway Maintenance Department is responsible for the maintenance of the
county highway system including 270 miles of roadway, 55 county bridges, and
5,000 signs.

The county has highway maintenance shops located in Watertown, Young
America Township, Benton Township (Public Works Headquarters), and Chaska.
Tasks performed or managed by the Highway Maintenance Department include
snowplowing, sheet patching, sealcoating, signing, pavement marking, roadside
spraying, roadside mowing, crackfilling, shouldering, erosion control, hand
patching, and culvert repair work.

The Equipment Maintenance Department was added to the Public Works
Department in 2003. The department is the product of merging the Sheriff
Department and the Public Works Department mechanic operations. The merged
operation is housed in the Public Works Headquarters facility.

The department is responsible for the servicing of all county vehicles and county
major pieces of equipment. About 250 vehicle/equipment units are serviced by
the department. Only body damage, painting, heavy equipment
transmission/engines, and unique repairs are completed by outside vendors.

The Surveying and Mapping Department is responsible for setting and perpetuating
section corner monuments and for the maintenance of a geodetic control network
necessary for Global Positioning System (GPS) operations. These tasks are essential to
the other responsibilities of Surveying and Mapping including creation and
maintenance of the parcel base map for half-section mapping and support for the



                                          388
county Geographic Information System (GIS), platting road corridors for right-of-way
acquisition, surveys performed at the request of other county departments, checking
new subdivision plats and land title surveys.

Surveying and Mapping interacts frequently with county departments, state and
local public agencies, private surveyors, developers and the general public
regarding land data and documentation in Carver County.

Detailed information about the Parks Department is found in another location within
this budget document.


Budget Highlights


PERSONNEL SERVICES
Reviews of the organization within the Administration, Engineering, Highway
Maintenance, Equipment Maintenance, and Surveying & Mapping Departments of
Public Works are ongoing as the county continues to grow and delivery service
options continue to be considered. Reasons for this continuing review include: 1)
positions becoming vacant, 2) analysis of service delivery and efficiencies, 3)
impacts of comprehensive transportation planning, 4) escalating transportation,
park, and surveying activities, 5) jurisdictional transfers of roadways, and 6)
highway maintenance levels of service.

The 2009 proposed budget does not include any new positions within the
organization. .

As in past years, the proposed budget does include over-time and the hiring of
seasonal staff in 2009.


2008 Major Accomplishments

Administration

   Special
   ♦ Collaborating with County Finance in the budgeting process -
   ♦ Continuing the incorporation of OneOffice Construction Management
      software through Mn/DOT State Aid
   Annual
   ♦ Production management of updated County Highway Map
   ♦ Annual Highway Construction and Maintenance Report to Mn/DOT



                                        389
R O A D   A N D   B R I D G E   F U N D




    ♦ Seasonal Contracts for Services and Materials
    ♦ Quoting, billing, and analyzing fuel for the county
    ♦ Budget and CIP preparation


Engineering

    New/Pending Highway Construction Contracts
    ♦ Bituminous Resurfacing/Overlay Program (Throughout the County)
    ♦ New TH 212 Design/Build Project and Associated County Highway Projects
    ♦ CSAH 10 Reconstruction (CSAH 11 to existing CSAH 32)
    ♦ CSAH 10 / TH 7 Intersection Roundabout
    ♦ CSAH 14 Construction (Shady Oak Drive to Bavaria Road)
    ♦ CSAH 18 Reconstruction (CSAH 19 to CSAH 15)
    ♦ CSAH 30 New Construction (CSAH 10 to TH 5)
    ♦ CR 140 / Old TH 212 Intersection Improvement Partnership Project
      (Chaska)

    Special Projects/Studies/Activities
    ♦ 2030 Carver County Comprehensive Roadway Systems Plan
    ♦ TH 5 Corridor Preservation Partnership Study – NYA, Waconia, Victoria,
       Chanhassen
    ♦ North-South Arterial Partnership Study – Mayer
    ♦ North-South Arterial Partnership Study - Watertown
    ♦ TH 41 Major River Crossing Partnership Study (TH 169 to New TH 212
       Corridor)
    ♦ TH 212 Advanced Design (Norwood Young America to Chaska)
    ♦ Traffic Management Corridor Studies
    ♦ Township Sign Replacement Program
    ♦ Rural Intersection Guidance Lighting Installation Project

    Annual
    ♦ County State Aid Highway “Needs Study”
    ♦ Annual Bridge Inspections/Reports
    ♦ Township Mileage Certifications
    ♦ Annual Traffic Volumes Counts


Highway Maintenance

    Special
    ♦ Intra-county Signage Detailing/Design/Fabrication



                                          390
   ♦ Adopt-a-Highway Recognition Signage
   Annual
   ♦ Snow and Ice Removal
   ♦ Pavement Patching, Crackfilliing, Sealcoating
   ♦ Bridge Maintenance
   ♦ Roadway Permanent Signage Maintenance/Installation
   ♦ Roadway Detour/Construction/Maintenance Signage
   ♦ Roadway Ditch Cleaning/Shaping
   ♦ Roadside Mowing and Weed Control
   ♦ Guardrail Repairs/Installations
   ♦ Culvert Cleaning/Repairs/Installations
   ♦ Roadway Aggregate Shouldering


Equipment Maintenance

   Special
   ♦ Inventory Control Technology Enhancements
   ♦ Vehicle and Equipment Service Record Technology Enhancements
   Annual
   ♦ Vehicle and Equipment Specification/Purchases
   ♦ Mechanic Training Certifications


Surveying & Mapping

   Highway Corridor Platting
   Conversion of Computer Parcel Mapping to Seamless System
   Review of Increased Platting without submittal delays

Major Objectives to be Accomplished in 2009

Administration

   Capital Improvement Plan (Five Years and Beyond)
   2010 Budget Preparation


Engineering

   Corridor Traffic Management Studies (Turn Lanes, Bypass Lanes, Intersection
   Control, Travel Speed, ……., Multimodal Usage, Lighting, Signage)



                                     391
R O A D   A N D   B R I D G E   F U N D




    Pavement Management Plan/Program
    New Highway Construction Contracts
    ♦ 2009 Bituminous Resurfacing/Overlay Program (Throughout the County)
    ♦ CSAH 10 / TH 284 Intersection Roundabout (Waconia)
    ♦ CSAH 20 Reconstruction between CSAH 10 and Paul Avenue (Watertown)
    ♦ CSAH 17 Intersection Improvement Project between 78th Street and the
        North County Line (Chanhassen)
    ♦ CSAH 40 Rehabilitation Partnership Project (Carver) – Metropolitan Council
        Sanitary Sewer Project
    ♦ CSAH 50 Bridge Culvert Extension at Bevens Creek
    ♦ CSAH 53 / Village Parkway Roundabout Construction Partnership
        Project (Cologne)
    ♦ Laketown Road (Laketown Township)
    Development of New Highway Construction Projects
    ♦ Projects identified by the ongoing Capital Improvement Plan process
        including:
            CSAH 10 Bridge over Dakota Rail Trail
            CSAH 11 (TH 212 to CSAH 10) Highway Construction
            CSAH 30 Bridge over Crane Creek
            CSAH 30 (Yancy Avenue to West County Line) Highway
            Construction
            CSAH 40 Bridge over Bevens Creek
            CSAH 41 Bridge over Bevens Creek
            CSAH 43 Bridge over Carver Creek)
    Participation in various Transportation Studies
    ♦ Watertown River Crossing South Corridor Study
    2009 Solicitation Submittals to the Metropolitan Council for Federal
    Transportation Project Funding
    Township Sign Replacement Program
    Adequate Funding of Transportation Construction/Study Projects


Highway Maintenance

    Traffic Signal Maintenance Program
    Urban Highway Maintenance Preservation Plan/Program
    Development of Highway Maintenance Plan/Program for expanding County
    Highway System (Jurisdictional Transfer of portion of TH 101 and TH 212
    along with other system changes)
    Changing Highway Maintenance Work Environment
    ♦ Safety Awareness and Precautions for Staff and the Public
    ♦ Dealing with increasing Traffic Volumes
    ♦ Transition to more Urban Highways



                                          392
   Additional Highway Maintenance Responsibilities
   ♦ CSAH 14 (Pioneer Trail) between CSAH 11 and CSAH 15)
   ♦ New CSAH 17 between CSAH 14 and CSAH 18)
   ♦ Highway 101 between CSAH 18 and TH 5
   ♦ CSAH 61 (Old TH 212) between CSAH 11 and East County Line
   Level-of-Service Expectations


Equipment Maintenance

   Fleet Management Plan/Program Refinement
   Parts Inventory/Management Program Refinement


Surveying and Mapping

   Continue Highway Corridor Platting Program
   Further development of methods to streamline plat checking in response to
   increasing land development and platting activity
   Continue Conversion of survey data to digital format for internet accessibility
   Assist with GIS refinements relating to parcel mapping and road corridors
   Continue highway and railroad platting program
   Continue to systematically inspect and maintain section markers
Upgrade GPS Equipment / Data collection procedures




                                       393
R O A D   A N D   B R I D G E   F U N D




Full Time Employees (FTE)

                                             2008          2009          2009
POSITIONS (FTE's)                           Actual       Requested     Approved
Account Clerk                                     1.00          1.00          1.00
Administrative Srvcs Mgr                          1.00          1.00          1.00
County Surveyor, Assistant                        1.00          1.00          1.00
County Engineer, Assistant                        1.00          1.00          1.00
Traffic & Program Engineer                        1.00          1.00          1.00
Public Works Director                             1.00          1.00          1.00
Construction Coordinator                          1.00          1.00          1.00
Project Engineer                                  1.00          1.00          1.00
Eng. Intern                                       1.00          1.00          1.00
Engineering Technician                            1.00          1.00          1.00
Civil Engineer                                    1.00          1.00          1.00
Highway Design Technician                         2.00          2.00          2.00
Highway Equipment Superintendent                  1.00          1.00          1.00
Highway Worker                                    9.00          9.00          9.00
Hwy. Foreman                                      4.00          4.00          4.00
Lead Shop Mechanic "Heavy"                        1.00          1.00          1.00
Lead Shop Mechanic "Light"                        1.00          1.00          1.00
Maint. Superintendant                             1.00          1.00          1.00
Program Engineer                                  1.00          1.00          0.00
Right-of-Way Agent                                1.00          1.00          1.00
Seas. Maint                                       1.90          1.90          1.90
Administrative Asst                               1.00          1.00          1.00
Shop Mechanic "Heavy"                             2.00          2.00          2.00
Shop Mechanic "Light"                             1.00          1.00          1.00
Shop Intern                                       0.10          0.10          0.10
Sign Shop Foreman                                 1.00          1.00          1.00
Sr. Eng Tech                                      2.00          2.00          2.00
Sr. Survey Tech                                   1.00          1.00          1.00
Survey Technician                                 1.00          1.00          1.00
Survey Intern                                     0.25          0.25          0.25
Surveying, GIS Specialist                         1.00          1.00          1.00
County Surveyor                                   1.00          1.00          1.00
Highway Sign Worker                               1.00          1.00          1.00
Mechanic Assistant                                1.00          1.00          1.00
TOTAL                                           47.25          47.25         46.25




                                          394
Road and Bridge Budget Recap
                                                                   2009
                                    2007           2008          Approved        Dollar      Percent
            Category               Actual         Budget          Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties        4,924,600      4,375,112        4,201,460     (173,652)      -3.97%
5100      Licenses & Permits               -              -                -            -        0.00%
5200-5400 Intergovernmental        9,722,580      1,605,000        1,713,000      108,000        6.73%
5500      Charges for Services        32,382         50,000           20,000      (30,000)     -60.00%
5600      Fines & Forfeitures              -              -                -            -        0.00%
5700      Investment Earnings        260,776              -           80,000       80,000        0.00%
5750      Gifts & Contributions            -              -                -            -        0.00%
5800-5900 Other Revenues             139,661         80,000          112,000       32,000       40.00%
TOTAL REVENUES                    15,079,999      6,110,112        6,126,460       16,348        0.27%
EXPENDITURES:

6000      Public Assistance                -              -                -            -        0.00%
6100      Personal Services        3,231,706      3,485,328        3,672,417      187,089        5.37%
6200-6300 Services & Charges      15,693,102        809,689          793,358      (16,331)      -2.02%
6400-6500 Material & Supplies      1,001,119      1,295,909        1,415,685      119,776        9.24%
6600      Capital Outlay           1,582,085        478,000          180,000     (298,000)     -62.34%
6700      Debt Services                    -              -                -            -        0.00%
6800      Other Expenses                  11              -                -            -        0.00%
6900      Transfers                 (258,556)        65,000           65,000            -        0.00%
TOTAL EXPENDITURES                21,249,467      6,133,926        6,126,460       (7,466)      -0.12%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (6,169,468)         (23,814)              -      23,814        -100%




                                                395
R O A D   &   B R I D G E   F U N D




Carver County Regional Rail Authority Budget Recap
                                                                       2009
                                         2007          2008          Approved          Dollar        Percent
               Category                 Actual        Budget          Budget          Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                      -             -                 -               -       0.00%
5100      Licenses & Permits                     -             -                 -               -       0.00%
5200-5400 Intergovernmental                      -             -                 -               -       0.00%
5500      Charges for Services                   -             -                 -               -       0.00%
5600      Fines & Forfeitures                    -             -                 -               -       0.00%
5700      Investment Earnings                    -             -                 -               -       0.00%
5750      Gifts & Contributions                  -             -                 -               -       0.00%
5800-5900 Other Revenues                         -             -                 -               -       0.00%
TOTAL REVENUES                                   -             -                 -               -       0.00%
EXPENDITURES:

6000      Public Assistance                     -              -                 -            -          0.00%
6100      Personal Services                     -              -                 -            -          0.00%
6200-6300 Services & Charges                4,025              -             4,200        4,200          0.00%
6400-6500 Material & Supplies                   -              -                 -            -          0.00%
6600      Capital Outlay                        -              -                 -            -          0.00%
6700      Debt Services                         -              -                 -            -          0.00%
6800      Other Expenses                        -              -                 -            -          0.00%
6900      Transfers                             -              -                 -            -          0.00%
TOTAL EXPENDITURES                          4,025              -             4,200        4,200          0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                    (4,025)             -            (4,200)      (4,200)            0%



*Beginning in 2008 the Carver County Regional Rail Authority budget and its corresponding fiscal activity will
be accounted for in the Carver County Regional Rail Authority Fund #15.




                                                     396
Construction Budget Recap
                                                                       2009
                                         2007          2008          Approved           Dollar        Percent
             Category                   Actual        Budget          Budget           Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                    -               -                 -                -       0.00%
5100      Licenses & Permits                   -               -                 -                -       0.00%
5200-5400 Intergovernmental            7,945,954               -                 -                -       0.00%
5500      Charges for Services                 -               -                 -                -       0.00%
5600      Fines & Forfeitures                  -               -                 -                -       0.00%
5700      Investment Earnings            260,776               -                 -                -       0.00%
5750      Gifts & Contributions                -               -                 -                -       0.00%
5800-5900 Other Revenues                     508               -                 -                -       0.00%
TOTAL REVENUES                         8,207,238               -                 -                -       0.00%
EXPENDITURES:

6000      Public Assistance                    -               -                 -                -       0.00%
6100      Personal Services                    -               -                 -                -       0.00%
6200-6300 Services & Charges          15,149,508               -                 -                -       0.00%
6400-6500 Material & Supplies                  -               -                 -                -       0.00%
6600      Capital Outlay               1,147,955               -                 -                -       0.00%
6700      Debt Services                        -               -                 -                -       0.00%
6800      Other Expenses                       -               -                 -                -       0.00%
6900      Transfers                            -               -                 -                -       0.00%
TOTAL EXPENDITURES                    16,297,463               -                 -                -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                (8,090,225)             -                 -                -          0%



*Beginning in 2008 Road Construction budget and its corresponding fiscal activity will be accounted for in the
Road & Bridge Capital Improvement Fund #32.




                                                     397
R O A D   &   B R I D G E   F U N D




Equipment Maintenance Budget Recap
                                                                        2009
                                       2007               2008        Approved        Dollar        Percent
                Category              Actual             Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                    -                  -              -              -       0.00%
5100      Licenses & Permits                   -                  -              -              -       0.00%
5200-5400 Intergovernmental                    -                  -              -              -       0.00%
5500      Charges for Services                 -                  -              -              -       0.00%
5600      Fines & Forfeitures                  -                  -              -              -       0.00%
5700      Investment Earnings                  -                  -              -              -       0.00%
5750      Gifts & Contributions                -                  -              -              -       0.00%
5800-5900 Other Revenues                       -                  -              -              -       0.00%
TOTAL REVENUES                                 -                  -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance                  -                   -              -           -           0.00%
6100      Personal Services            482,562             467,896        616,950     149,054          31.86%
6200-6300 Services & Charges            21,153              38,225         41,875       3,650           9.55%
6400-6500 Material & Supplies          400,308             473,900        545,150      71,250          15.03%
6600      Capital Outlay                83,375              42,500              -     (42,500)       -100.00%
6700      Debt Services                      -                   -              -           -           0.00%
6800      Other Expenses                     -                   -              -           -           0.00%
6900      Transfers                          -                   -              -           -           0.00%
TOTAL EXPENDITURES                     987,398           1,022,521      1,203,975     181,454          17.75%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES               (987,398)      (1,022,521)       (1,203,975)    (181,454)          18%




                                                   398
Highway Administration Budget Recap
                                                                   2009
                                   2007           2008           Approved        Dollar        Percent
            Category              Actual         Budget           Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -                -               -              -       0.00%
5100      Licenses & Permits               -                -               -              -       0.00%
5200-5400 Intergovernmental                -                -               -              -       0.00%
5500      Charges for Services             -                -               -              -       0.00%
5600      Fines & Forfeitures              -                -               -              -       0.00%
5700      Investment Earnings              -                -               -              -       0.00%
5750      Gifts & Contributions            -                -               -              -       0.00%
5800-5900 Other Revenues                   -                -               -              -       0.00%
TOTAL REVENUES                             -                -               -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -                 -               -            -          0.00%
6100      Personal Services        330,246           401,641         199,126     (202,515)       -50.42%
6200-6300 Services & Charges        41,748            85,489          80,848       (4,641)        -5.43%
6400-6500 Material & Supplies        3,385             6,725           6,800           75          1.12%
6600      Capital Outlay                 -                 -               -            -          0.00%
6700      Debt Services                  -                 -               -            -          0.00%
6800      Other Expenses                 -                 -               -            -          0.00%
6900      Transfers                      -                 -               -            -          0.00%
TOTAL EXPENDITURES                 375,379           493,855         286,774     (207,081)       -41.93%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (375,379)          (493,855)      (286,774)     207,081           -42%




                                               399
R O A D   &   B R I D G E   F U N D




Highway Ditch Budget Recap
                                                                     2009
                                       2007           2008         Approved        Dollar        Percent
               Category               Actual         Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                    -              -               -              -       0.00%
5100      Licenses & Permits                   -              -               -              -       0.00%
5200-5400 Intergovernmental                    -              -               -              -       0.00%
5500      Charges for Services                 -              -               -              -       0.00%
5600      Fines & Forfeitures                  -              -               -              -       0.00%
5700      Investment Earnings                  -              -               -              -       0.00%
5750      Gifts & Contributions                -              -               -              -       0.00%
5800-5900 Other Revenues                       -              -               -              -       0.00%
TOTAL REVENUES                                 -              -               -              -       0.00%
EXPENDITURES:

6000      Public Assistance                    -             -              -                -       0.00%
6100      Personal Services                    -             -              -                -       0.00%
6200-6300 Services & Charges                   -         5,000          5,000                -       0.00%
6400-6500 Material & Supplies                  -             -              -                -       0.00%
6600      Capital Outlay                       -             -              -                -       0.00%
6700      Debt Services                        -             -              -                -       0.00%
6800      Other Expenses                       -             -              -                -       0.00%
6900      Transfers                            -             -              -                -       0.00%
TOTAL EXPENDITURES                             -         5,000          5,000                -       0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                        -         (5,000)        (5,000)              -          0%




                                                   400
Highway Engineering Administration Budget Recap
                                                                 2009
                                    2007          2008         Approved        Dollar        Percent
            Category               Actual        Budget         Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -               -               -              -       0.00%
5100      Licenses & Permits              -               -               -              -       0.00%
5200-5400 Intergovernmental               -               -               -              -       0.00%
5500      Charges for Services            -               -               -              -       0.00%
5600      Fines & Forfeitures             -               -               -              -       0.00%
5700      Investment Earnings             -               -               -              -       0.00%
5750      Gifts & Contributions           -               -               -              -       0.00%
5800-5900 Other Revenues             12,789               -               -              -       0.00%
TOTAL REVENUES                       12,789               -               -              -       0.00%
EXPENDITURES:

6000      Public Assistance               -              -               -            -          0.00%
6100      Personal Services         865,024      1,017,168       1,025,903        8,735          0.86%
6200-6300 Services & Charges        185,540        263,900         220,160      (43,740)       -16.57%
6400-6500 Material & Supplies        13,569         24,034          25,250        1,216          5.06%
6600      Capital Outlay                  -         67,000               -      (67,000)      -100.00%
6700      Debt Services                   -              -               -            -          0.00%
6800      Other Expenses                  -              -               -            -          0.00%
6900      Transfers                       -              -               -            -          0.00%
TOTAL EXPENDITURES                1,064,133      1,372,102       1,271,313     (100,789)        -7.35%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (1,051,344)    (1,372,102)    (1,271,313)     100,789            -7%




                                                401
R O A D   &   B R I D G E   F U N D




 Highway Maintenance Budget Recap
                                                                     2009
                                        2007           2008        Approved        Dollar        Percent
               Category                Actual         Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                     -              -              -              -       0.00%
5100      Licenses & Permits                    -              -              -              -       0.00%
5200-5400 Intergovernmental                     -              -              -              -       0.00%
5500      Charges for Services                  -              -              -              -       0.00%
5600      Fines & Forfeitures                   -              -              -              -       0.00%
5700      Investment Earnings                   -              -              -              -       0.00%
5750      Gifts & Contributions                 -              -              -              -       0.00%
5800-5900 Other Revenues                        -              -              -              -       0.00%
TOTAL REVENUES                                  -              -              -              -       0.00%
EXPENDITURES:

6000      Public Assistance                   -               -              -            -          0.00%
6100      Personal Services           1,137,198       1,142,426      1,371,478      229,052         20.05%
6200-6300 Services & Charges            243,009         358,200        375,900       17,700          4.94%
6400-6500 Material & Supplies           565,152         762,450        820,060       57,610          7.56%
6600      Capital Outlay                285,164         368,500        180,000     (188,500)       -51.15%
6700      Debt Services                       -               -              -            -          0.00%
6800      Other Expenses                      -               -              -            -          0.00%
6900      Transfers                      41,444          65,000         65,000            -          0.00%
TOTAL EXPENDITURES                    2,271,967       2,696,576      2,812,438      115,862          4.30%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES               (2,271,967)    (2,696,576)    (2,812,438)    (115,862)            4%




                                                    402
Highway Maintenance – Shop Budget Recap
                                                                  2009
                                   2007          2008           Approved        Dollar        Percent
            Category              Actual        Budget           Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                -               -               -              -       0.00%
5100      Licenses & Permits               -               -               -              -       0.00%
5200-5400 Intergovernmental                -               -               -              -       0.00%
5500      Charges for Services             -               -               -              -       0.00%
5600      Fines & Forfeitures              -               -               -              -       0.00%
5700      Investment Earnings              -               -               -              -       0.00%
5750      Gifts & Contributions            -               -               -              -       0.00%
5800-5900 Other Revenues                   -               -               -              -       0.00%
TOTAL REVENUES                             -               -               -              -       0.00%
EXPENDITURES:

6000      Public Assistance              -                -              -             -         0.00%
6100      Personal Services              -                -              -             -         0.00%
6200-6300 Services & Charges        34,678           38,100         42,300         4,200        11.02%
6400-6500 Material & Supplies        9,421           12,500         12,500             -         0.00%
6600      Capital Outlay                 -                -              -             -         0.00%
6700      Debt Services                  -                -              -             -         0.00%
6800      Other Expenses                 -                -              -             -         0.00%
6900      Transfers                      -                -              -             -         0.00%
TOTAL EXPENDITURES                  44,099           50,600         54,800         4,200         8.30%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (44,099)          (50,600)       (54,800)      (4,200)            8%




                                               403
R O A D   &   B R I D G E   F U N D




Non-Departmental Budget Recap
                                                                   2009
                                       2007          2008        Approved        Dollar        Percent
               Category               Actual        Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties           4,924,600     4,375,112      4,201,460     (173,652)       -3.97%
5100      Licenses & Permits                  -             -              -            -         0.00%
5200-5400 Intergovernmental           1,776,626     1,605,000      1,713,000      108,000         6.73%
5500      Charges for Services                -             -              -            -         0.00%
5600      Fines & Forfeitures                 -             -              -            -         0.00%
5700      Investment Earnings                 -             -         80,000       80,000         0.00%
5750      Gifts & Contributions               -             -              -            -         0.00%
5800-5900 Other Revenues                103,596        65,000        102,000       37,000        56.92%
TOTAL REVENUES                        6,804,822     6,045,112      6,096,460       51,348         0.85%
EXPENDITURES:

6000      Public Assistance                   -              -              -              -      0.00%
6100      Personal Services                   -              -              -              -      0.00%
6200-6300 Services & Charges                  -              -              -              -      0.00%
6400-6500 Material & Supplies                 -              -              -              -      0.00%
6600      Capital Outlay                      -              -              -              -      0.00%
6700      Debt Services                       -              -              -              -      0.00%
6800      Other Expenses                      -              -              -              -      0.00%
6900      Transfers                    (300,000)             -              -              -      0.00%
TOTAL EXPENDITURES                     (300,000)             -              -              -      0.00%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES               7,104,822     6,045,112      6,096,460       51,348            1%




                                                   404
Surveyor Budget Recap
                                                            2009
                                   2007        2008       Approved        Dollar      Percent
            Category              Actual      Budget       Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties              -           -              -            -        0.00%
5100      Licenses & Permits             -           -              -            -        0.00%
5200-5400 Intergovernmental              -           -              -            -        0.00%
5500      Charges for Services      32,382      50,000         20,000      (30,000)     -60.00%
5600      Fines & Forfeitures            -           -              -            -        0.00%
5700      Investment Earnings            -           -              -            -        0.00%
5750      Gifts & Contributions          -           -              -            -        0.00%
5800-5900 Other Revenues            22,768      15,000         10,000       (5,000)     -33.33%
TOTAL REVENUES                      55,150      65,000         30,000      (35,000)     -53.85%
EXPENDITURES:

6000      Public Assistance              -           -              -            -        0.00%
6100      Personal Services        416,676     456,197        458,960        2,763        0.61%
6200-6300 Services & Charges        13,441      20,775         23,075        2,300       11.07%
6400-6500 Material & Supplies        9,284      16,300          5,925      (10,375)     -63.65%
6600      Capital Outlay            65,591           -              -            -        0.00%
6700      Debt Services                  -           -              -            -        0.00%
6800      Other Expenses                11           -              -            -        0.00%
6900      Transfers                      -           -              -            -        0.00%
TOTAL EXPENDITURES                 505,003     493,272        487,960       (5,312)      -1.08%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES           (449,853)   (428,272)      (457,960)     (29,688)          7%




                                              405
406
           FY 2009




  Community
Social Services
         Fund
     407
408
Community Social Services
Division Budget Recap

                          2007           2008             2009             2009           %
                         Actual         Budget          Requested        Approved       Change

Revenue Total        $ 21,553,082 $      21,314,189 $     22,376,363 $     22,418,556     5.2%

Expenditure Total    $ 21,073,160 $      21,316,503 $     23,155,323 $     22,418,556     5.2%

Tax Dollars Needed   $    (479,922) $        2,314 $         778,960 $              -   -100.0%




Division Description

The Community Social Services Division provides a wide variety of services that reach
out to assist the population of Carver County. The Division determines eligibility for
financial assistance, food support and health care coverage. Child support is collected
from non-custodial parents and transferred to custodial parents to support children in
their care. Employment and training services are provided to financial assistance
recipients as a function of welfare to work and citizens are served as part of the
Minnesota Workforce Center system. Social services are provided to children and
families, vulnerable adults, chemically dependent persons, developmentally disabled
persons, and elderly persons. The Division licenses child and adult foster homes and
family day care providers. The Division is the primary employer of record for the
Carver County Integrated Services Council, that provides school based services for
children and their families. Mental health services are provided to persons at First
Street Center and a 24 hour Crisis Team serves Scott and Carver County. Carver
County Transit (CART) utilizes handicap accessible buses and volunteer drivers to
provide rides to elderly, disabled persons and the general public.

Budget Highlights

G E N E R A L

For the CY2009 Budget the Division budget request is for $23,049,080, an 8.13%
increase over CY2008. Revenues have increased by 3.34. At this time Division’s
requested budget is $1,020,911 more in county levy than the previous year. Most of
this increase is attributable to the increase in personnel costs.

The biggest single impact on expenditures is the cost of personnel. The Division is not
requesting any new personnel in CY2009. Current staff represents 60 percent of the


                                             409
requested CY2008 Budget. The difference between CY2008 and requested CY2009
Personal Services is $1,190,413. While the Division projects that it will meet its
vacancy and turnover budget deduction for CY2008, we are experiencing a very low
vacancy and turn over rate in CY2008. This is due to the federal revenue reductions
over the past couple of years, the State budget deficits and the general economic
conditions.

The Center for Medicare and Medicaid Services (CMS) issued the regulations for
Targeted Case Management (TCM) in December of 2007 to enact the Deficit
Reduction Act of 2005 (DEFRA). The regulations were effective March 3, 2008. The
regulations eliminated Child Welfare Targeted Case Management and will have
significant impacts on the remaining three types of TCM. Congress included a
moratoria on six Medicaid regulations as part of the war funding bill which the
President signed on June 30, 2008. Targeted Case Management was one of the six
regulations and the effective date of the regulations is delayed until April 1, 2009. For
CY 2007 the Board levied $750,000 to cover the loss of TCM. Those funds were not
used since CMS did not issue the TCM regulations until late in 2007 and the Division
continued to claim TCM and the Federal and the State governments continued to
reimburse the Division. The County has reserved the unexpended levy. In the 2007
Legislative Session, $32.667 million in one time money was appropriated to cover the
projected loss of TCM. The State distributed these funds with the promulgation of
the TCM rules effective March 3, 2008. Carver County’s share of the Targeted Case
Management Contingency Reserve is $378,830. The Division will be including this
revenue in the 2009 Budget since it will not be expended in CY2008.

The DEFRA also changed the methodology in how federal Child Support Incentive
dollars could not be used to claim traditional Child Support Federal Financial
Participation (FFP). For CY2007 this was effective with the Federal Fiscal Year
beginning October 1, 2007. Likewise the State Legislature appropriated $7.33 million
in one time funding to cover the loss of federal child support revenue. The
Department included this revenue in the CY2008 Budget. The State legislature did not
address this issue in the 2008 Legislative Session. As such, the County has the choice
to levy $104,000 in CY2009 to continue to operate the Child Support Program at the
current level. The $104,000 leverages federal revenue of $210,000.

The Division ended CY2007 with $855,074 more in revenues than expenses. That
amount includes the $750,000 in county levy for TCM that was not expended.
Subtracting that from the calculation means the Division was $105,074 more in
revenues than expenses. This is one half of a percent of the total expenditure budget.
The Division actually overspent expenditures by $285,121 but collected $1,140,195
more in revenue than what was budgeted. The vast majority of that revenue was TCM
collections that were not budgeted. At the current time, the Division’s CY2008
expenditures and revenues are under budget.




                                          410
The Division continues to embrace quality improvement initiatives that will improve
the services we provide and have positive fiscal benefits. The following are some of
our current efforts.

            Installation of the Compass/OnBase electronic document system in
            Financial Assistance to give us better control over the capture, storage,
            management and distribution of paper and electronic data. The
            Division is projecting that a 1.0 FTE Eligibility Specialist that was
            approved as part of the CY2007 Budget will not need to be filled. It
            has been held open since its approval until this system was
            implemented.

            Pro-active approach to child and family services, including school
            based services has enabled Division staff to identify and serve many
            local children and their families before challenging behaviors are fully
            developed. Our most challenging cases appear to be those that
            recently moved into Carver County.

            Implementation of the Signs of Safety, a solution focused approach to
            child protection practice that originated in Australia.




A D M I N I S T R A T I O N

The Administration Section (Department 405) of the Community Social Services
budget reflects the overhead costs for administration of the Department.

CONFER E NCE         AND      TRAINING

The Division utilizes a formula to allocate conference and training funds to unit
supervisors. This formula allocates a sum of money per full time equivalent based on
the categories of management, supervisor, professional, paraprofessional and support.
Each unit within the Division receives an allocation for the unit based on the number
and type of staff that they have. The Division is maintaining the CY2008 formula for
2009.

For CY2009 the total Conference and Training Budget for the Division’s 171.25 FTE’s
is $67,775. That is an average of $395 per person. For CY2009 the Department has
itemized potential out-of-state conferences and training.

CAPITAL       IMPROVEMENT

The Division is requesting the following capital improvement projects for CY2009.




                                          411
   o Expansion of Compass/OnBase Document System*                      $24,000

   o Modular Furniture – First Street Center                           $24,000

   o Modular Furniture – Reception – Human Services Building           $ 7,000



   *The Division is proposing to expand the Compass/OnBase Document System
   into Workforce Services. The estimated cost of the project is $164,000. The
   $24,000 listed above is the Capital Equipment Costs. The project costs are
   estimated as follows:

       Capital Equipment                         $24,000

       Software Licensing Fees                   $56,000

       Professional Services                     $75,500

       Maintenance                               $ 8,500

       Total Costs                               $164,000

       Federal/State Revenue                     ($26,000)

       County Costs                              $138,000




I N C O M E   S U P P O R T    D E P A R T M E N T



This section of the Division budget covers Financial Assistance, Child Support,
Employment and Training, Child Care Assistance, and Transportation.

FINANCIAL        ASSI STANCE          UNIT

Financial assistance caseloads, consisting of health care, food support, and cash
assistance programs, have seen an average annual increase of 131 cases over the
past 8 ½ calendar years, from January 2000 to May 2008. Cases have risen during
this time from 1236 to 2356. For 2007 the net caseload increase was 193, and
again this year demand for services is increasing at an alarming rate. During the 1st
5 months of 2008 we have seen a net increase of 108 new cases. We now have
2356 active cases, the highest we have ever experienced. At this rate, we project
that by the end of 2008 we will have experienced a net increase in caseload of over
200 cases.



                                          412
                     Financial Assistance Active Caseload 1991 - 2008
                         Caseloads Have Increased 7 Out of the Past 8 Years


       2400
       2200
       2000
       1800
       1600
       1400
       1200
       1000
        800
        600
        400
        200
            0                                                                                                                            May-
                  12/91 12/92 12/93 12/94 12/95 12/96 12/97 12/98 12/99 12/00 12/01 12/02 12/03 12/04 12/05 12/06 12/07
                                                                                                                                          08
Active Caseload   1091   1145   1230   1306   1412   1377   1268   1253   1236   1375   1542   1776   1868   2036   1987   2055   2248   2356

                                        Includes MAXIS ARST Active Cases & Infopac MnCare Cases




Our Compass/OnBase document imaging system, which should be fully operational
by the fall of 2008, will help the financial assistance unit operate more efficiently and
enable staff to maintain higher caseloads.

CHILD             S UPPORT

This area of the department continues to experience programmatic changes and
operational challenges. In order to increase our child support collections, maximize our
federal performance earnings, and increase customer service the department in 2007
restructured its delivery system from a function based to a case based model. While this
transition has required a considerable amount of training and skill acquisition for staff
to become proficient in the various child support functions, we are now seeing the
desired improvement in our federal performance measures, particularly in the current
support and arrears measures.




                                                                          413
                  2000 - 2008 Child Support Cases by Type
          2500

                                                      1981     2017         2042      2013      2036       1993
                                           1962
          2000                   1788
                                                               189         179       146        139       134
                   1649                              190
                                          231
                                149                            398         463       492        479
          1500     156                               356                                                  478
                                          319
                                253
                   220


          1000

                                         1253        1303     1343         1296     1287       1304      1262
                  1168          1230
           500



             0
                 1/1/00    1/1/01       1/1/02     1/1/03    1/1/04   1/1/05       1/1/06    1/1/07     1/1/08

                          NPA     MA/MNC         AFDC\MFIP    Child Care     Foster Care     Non IV-D




While overall caseload size has remained relatively constant since 2002, the volume of
work performed by staff has remained high. In 2007 451 cases were opened and 494
cases closed, yielding a 24% caseload turnover rate.

Expansion of the Compass/OnBase document imaging system should be concluded
in the child support area during 2009. This system is designed to give us far better
control over the capture, storage, management, retrieval and distribution of paper and
electronic data. By standardizing and automating key work processes this system,
which links directly to various DHS information systems, will help the entire Child
Support Unit function more efficiently. The Online Forms Management feature will
allow child support workers and clients to fill out forms on-screen, automatically
populating them with previously collected information, linking related documents, and
capturing signatures electronically. Records will be stored in the proper section of a
virtual folder. Ultimately we should be able to eliminate up to 90% of the paper files
from our department.

EMPLOY MENT               AN D         TRAINING

An average of 74 individuals used our Workforce Service Center on a daily basis
throughout 2007. Demand for our services remains high in 2008, with an average of 82
individuals per day using our Center through the month of May. As the economy
slows, demand for our services increases, as employees are laid off from companies
due to downsizing and closures.




                                                       414
                             WorkForce Service Center
                                   Ave Daily Usage 2000-2008

        90

        80

        70

        60

        50

        40

        30

        20

        10

         0
                2000        2001      2002        2003   2004     2005            2006    2007   May-08
    Clients      26          45           69       71     72          66           66      74      82

The hardest to serve of the MFIP cash assistance clientele challenge staff in their
efforts to assist these families in obtaining employment and becoming financially self-
sufficient. Programmatic changes made by the MN Legislature to implement the
Deficit Reduction Act of 2005 require employment counselors to now spend a
considerable amount of time documenting and verifying the daily activities performed
by these clients in lieu of actually assisting them in obtaining suitable employment.

TRANSPO RTATION

Demand for transit services continues to increase in Carver County. As the
accompanying chart shows however, the number of rides provided by volunteer
drivers has steadily

                 CARVER County Transit Passenger Trips 1996 - 2007
                50000

                45000

                40000

                35000

                30000

                25000

                20000

                15000

                10000

                5000

                      0
                          1996     1997    1998   1999   2000   2001       2002    2003   2004   2005   2006   2007
          Bus             24609 23238 23063 22333 25984 22569 26487 33967 36980 38399 39772 44778
          Volunteer       7918 10381 11166 9714          8223   7855       6898    7164   5282   4383   3440   3189

                             47,967 Passenger Trips were provided in 2007, an increase of 11% from 2006




                                                                415
declined over the years, while the rides provided by our Carver County Transit
buses have increased. From a high of 11,166 trips provided in 1998, which was a
full 33% of all the rides provided that year, the rides provided by volunteer drivers
has declined to only 3189 in 2007, or just 7% of all rides provided. The number
of active volunteer drivers providing rides since 1998 went from 25 to currently 7,
a 72% reduction. This loss of volunteer drivers is not unique to our transit service.
47,967 passenger trips were provided by Carver County Transit in 2007, our
largest number ever. Ridership is up 6% so far in 2008.
        We continue to experience greater demand for transit than we have the
capacity to provide. The number of trip denials has increased considerably in
2008. The elimination by Southwest Metro Transit of their dial a ride service in
Chaska and Chanhassen has contributed to this demand. From 37 trip denials in
December of 2007, we now average 74 trips denials per month through May 2008.
We continue to explore with Scott County ways in which our two transit programs
could collaborate more closely in order to enhance service delivery, expand our
customer base, and reduce operational costs.

 C H I L D R E N   &   F A M I L I E S   D I V I S I O N


This section of the Budget covers Child Protection, Children’s Mental Health, Out-of-
Home Placement, Placement Prevention and Unification, School Based Collaborative
Services and Developmental Disabilities.

Signs of Safety is a simple solution focused approach to child protection practice
that originated in Australia and has since spread to Finland, Sweden, Denmark,
Netherlands, France, United Kingdom, Canada, Japan and New Zealand as well as
Olmsted and Carver Counties in Minnesota.

Although the approach comes with a dazzling simple framework, implementing it
involves a fundamental shift in how we have long done our work. While much of
child welfare practice has been about bringing services and other expert solutions
to families, with Signs of Safety we are learning to build on the family’s strengths
and draw on the family’s own solutions. Even decisions about whether children
need to be placed in foster care or residential care are being made more often by
parents or at least with parent’s input and less often by agency social workers. We
are increasingly clear that our task is to make sure parents understand the concerns
local professionals as well as relatives, friends, and neighbors have for the safety
and well-being of their children and to insure that parents respond in ways that
meet their children’s needs and keep them safe.

More families are inviting their relatives, friends, and neighbors into their lives to
help them develop written safety plans and to form safety or support networks
that remain in place long after our agency’s work is done. A greater percentage of
children are returning to live with parents and relatives. There is reduced


                                           416
dependence on agency services. We are getting better at using our authority by
giving parents the choice of developing an immediate safety plan or deciding to
have their children stay in a safe place until a safety plan can be developed. As a
result, fewer families are being taken to court. We recognize that it will take us
several more years to fully implement this approach with the grace and rigor we
desire, but we fully expect our efforts to continue to lead us toward increased
safety for children, reduced costs for services, and broader recognition of Carver
County as a world class provider of child welfare services.

Child Maltreatment
Reports Remain Steady                                        Child Protection Assessments
We had steady increases in
                                  350
the number of child               300
maltreatment reports              250
accepted for assessment           200
during the late 1990’s and        150

early 2000’s, but we have         100
                                   50
now had a few years where          0
these numbers have                      1991
                                               1992
                                                      1993
                                                             1994
                                                                    1995
                                                                           1996
                                                                                  1997
                                                                                         1998
                                                                                                1999
                                                                                                       2000
                                                                                                              2001
                                                                                                                     2002
                                                                                                                            2003
                                                                                                                                   2004
                                                                                                                                          2005
                                                                                                                                                 2006
                                                                                                                                                        2007
remained steady.

Since we started a new family assessment approach in 2000, we have responded to
more families each year in a more family friendly manner. So far during 2008 we
have completed family assessments in 71% of our cases and traditional child
protection assessments in only 28% of our cases. Because we don’t have as many
requirements to meet in completing these interviews, the family assessment
approach also saves us time in many of the cases.

With less time being put into detailed investigative interviews, more time is being
put into safety planning with families, into contacts with the relatives, friends, and
neighbors the family is willing to bring into their safety planning process, and into
helping families develop and test a safety network involving these resources. We
remain optimistic that this approach will reduce the number of future child
protection reports involving these families. Within the next year or two we even
expect to see our child protection assessment numbers begin to drop, as they have
in Olmsted County where Signs of Safety was started six years ahead of us.




                                               417
The Number of Children in Out-of-Home Placement at Present is at Our
Lowest Point since 2001.
                                                         The largest part of the
       Average Number of Children in Out-of-Home
                      Placement                          Child and Family
100          90
                84
                                                         Department’s purchase of
 90                                79 81 81
 80       74       73
                      79
                         71                  71
                                                79 76
                                                      70
                                                         service budget is for out-
                            67
 70                             59                       of-home placement of
 60    53
 50 44
                                                         children who cannot safely
 40                                                      remain at home. By better
 30
 20
                                                         focusing on family
 10                                                      strengths and involving
  0                                                      families in making safety
    1992
           1993
                  1994
                         1995
                                1996
                                       1997

                                              1998
                                                     1999
                                                            2000
                                                                   2001
                                                                          2002

                                                                                                 2003
                                                                                                            2004
                                                                                                                       2005
                                                                                                                              2006
                                                                                                                                         2007
                                                                                                                                                2008
                                                         decisions and in
developing written safety plans and safety networks, fewer children are entering
placement while others are returning home more quickly.

Beyond the trends of stabilizing child protection assessment numbers and
reductions in the number of children in out-of-home placement, other outcome
data which we attribute to our Signs of Safety implementation journey include
reductions in recent years in
the number of children whose                  Termination of Parental Rights
                                                                                                   14

parental rights have been
                                                                                                   12
terminated and reductions in
the number of children being                                                                       10
                                                                            Number of Children




court ordered to stay in                                                                                8


permanent foster care.                                                                                  6
                                                                                                                                                              13


                                                                                                                   9
                                                                                                        4                                                             8
                                                                                                                                                        7
While these data trends are                                                                             2                            4            4

encouraging to us, they also lag                                                                                                                                             1
                                                                                                                                                                                    3
                                                                                                                                                                                           1
                                                                                                        0
behind the outcomes Olmsted                                                                                    2000            2001             2002   2003   2004   2005   2006   2007   2008


County has experienced. In
Olmsted County the number of children in out-of-home placement as a result of
child protection concerns is half the number it was when they first began
implementing Signs of Safety. It took Olmsted County far longer than 3 years to
begin to achieve their outcomes and we are optimistic that we will see similar
      Number of Children in Permanent Foster Care
                                                  results within the next few years.
                                                  We have seen a large increase in
  25
                                                  the number of families with
  20
                                                  written safety plans and defined
  15                                              and tested safety networks
  10                                              during the past year, but we still
   5                                              have quite a number of child
   0                                              protection cases where this work
                                                  is not yet completed. At the
       07




       08
       08




       09
       07




      07




       08




      08
        8




        9
        7




        8
    r- 0




    r- 0
     -0




     -0
    n-




    n-
    b-




    b-
   g-




    c-




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 Ju




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 Au




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                                                  same time we are making solid


                                                                                                             418
progress in adjusting the framework to bring the simplicity and power found in
the Signs of Safety approach into our children’s mental health, child welfare,
autism spectrum disorder, and developmental disability cases. We realize we
won’t fully realize the outcomes we believe are possible until the framework is
better understood and more fully implemented across our department. Even so,
we do expect to see an increased capacity to respond well to family needs
combined with slowly declining costs each year for the next several years.

The Number of Open Case Management Workgroups has Increased
Slightly

The average                 Open Child and Family Department Workgroups
number of open
child welfare                700

cases in the                 600
                      Number of Open Cases




Department,                  500


which had                    400




                                                                                                                                      680
                                                                                                                             644
                                                                                                                       632
                                                                                                        616




                                                                                                              620
                                                                                               579
                             300
leveled off


                                                                                         529
                                                                               462
                                                                         425


                             200
significantly                100
from the                       0

caseload growth
                                                                          00




                                                                                         02




                                                                                                        04




                                                                                                                       06




                                                                                                                                      08
                                                                       20




                                                                                      20




                                                                                                     20




                                                                                                                    20




                                                                                                                                   20
we experienced
during the early
years of this
decade, has jumped a bit during 2008. There are three factors to which we
attribute this change. First, the new autism caseworker that was approved for the
2008 budget has increased caseload capacity in the Department. Second, we have
increasingly spread new referrals for services for children with autism spectrum
disorder across our work units. The result is that caseloads are more equal from
one unit to the next while the total number of open cases in the agency is higher.
The final factor is a result of our internal decision to review cases more carefully
before they are closed in response to outcome data that showed our 12 month
rates for child safety and successful family reunification were going down. We
want these rates to go up. We were dismayed to find that these outcome measures
were getting worse as
we were learning Signs                      Six and Twelve Month Safety

of Safety. We realized
                                             % of Children kept Safe




                                  100
we were putting too                95
much confidence in                 90
our new approach to                85
safety planning and                80
that our safety plans              75

and safety networks
                                                                                07




                                                                                08
                                                                                08




                                                                                09
                                                                                07



                                                                               07




                                                                                08



                                                                               08
                                                                                 8




                                                                                 9
                                                                                 7




                                                                                 8
                                                                             r- 0




                                                                             r- 0
                                                                              -0




                                                                              -0
                                                                             n-




                                                                             n-
                                                                             b-




                                                                             b-
                                                                            g-




                                                                             c-




                                                                            g-




                                                                             c-
                                                                           ct




                                                                           ct




weren’t being tested
                                                                          Ap




                                                                          Ap
                                                                          Ju




                                                                          Ju
                                                                          Fe




                                                                          Fe
                                                                          Au




                                                                          De




                                                                          Au




                                                                          De
                                                                          O




                                                                          O




thoroughly enough.                        Percent Safe for 6 months Percent Safe for 12 months




                                                                                     419
As the two attached graphs show, we have been able to reverse the downward
trend on two of our most important outcome measures. Some of this has been
accomplished by keeping some cases open longer than we would have a year or
two ago. As we continue to get more comfortable with the new skills we have
learned from our Signs of Safety consultant, we expect to be able to continue to
                                                                 improve our
         Successful Reunification of Children in Out-of-         outcome data
                       Home Placement
         100                                                     while shortening
  Successfully Reunified




          80
                                                                 the length of time
     % and Number




                                                                 cases are open.
          60
                                                                 As we accomplish
          40                                                     this, we expect to
          20                                                     see our caseload
           0                                                     numbers level out
                                                                 again or even
                                 Jun-06




                                                                                       Jun-07




                                                                                                                                             Jun-08
                                          Aug-06
                                                   Oct-06
                                                            Dec-06
                                                                     Feb-07
                                                                              Apr-07


                                                                                                Aug-07
                                                                                                         Oct-07
                                                                                                                  Dec-07
                                                                                                                           Feb-08
                                                                                                                                    Apr-08


                                                                                                                                                      Aug-08
                                                                                                                                                               Oct-08
                                                                 begin to drop.
                           6 month cohort                            Reunified for 12 months                               successfully reunified



Pro-active Service Delivery Has Helped Us Manage Challenges and
Control Costs
There is much energy and excitement at present among many, though not all, of
the staff in the Child and Family Department for the Signs of Safety approach and
the improved outcomes we expect will result. But the leveling out of out-of-home
placement costs and caseload increases and the positive impact this has on the
Child and Family Department’s 2009 budget is the result of many years of hard
work by department staff. Our pro-active approach to child and family services
began with the co-located mental health services with the Carver Scott
Educational Program in the early 1990’s and with our school based social work
program. These initiatives have helped us identify family needs sooner and
respond more pro-actively. These initiatives have increasingly enabled
Department staff to identify and serve many local children and their families
before challenging behaviors have fully developed and before long term and
expensive services are needed.

Targeted Case Management and Local Collaborative Time Study Revenue
While the above analysis has focused on the expenditure side of the Child and
Family Department’s budget, the continuing potential for the loss of two
significant revenue sources has also had a great impact on our work, our planning,
and our budget. The Deficit Reduction Act of 2005 was signed by President Bush
on February 8, 2006. Since that date our agency and our colleagues around the
country have been anticipating a significant loss in Federal Revenue. Recent
federal legislation has now delayed the elimination of Child Welfare Targeted Case
Management (CW-TCM) and the loss of the MA portion of our Local
Collaborative Time Study (LCTS) revenue until April of 2009. One time funds


                                                                                                            420
that were sent to us this year by the Department of Human Services to help with
lost CW-TCM were moved into our 2009 Budget. This has made a challenging
budget situation only a bit less challenging. It is a continuing source of frustration
within the Department that the money that is being saved through improved work
processes and outcomes has to go into replacing lost revenue and is not available
for new initiatives to better support the children and families in Carver County.

Public Defenders
Another new county cost comes as a result of budget cuts at the State Board of
Public Defense and that agency’s recent notification that it will no longer provide
public defender services for adults in CHIPS cases. We don’t yet know how this
lost service will be replaced locally. But because one outcome of our Signs of
Safety journey has been a significant reduction in new CHIPS petitions being filed
in Carver County, we do find ourselves in a bit better position on this than most
other Minnesota counties.


C O U R T   S E R V I C E S

This section of the Division budget covers purchase of services for juveniles
authorized by the Court Services Department. State Law requires that these
expenditures be reflected in the Social Services fund; however, the Budget Message for
this is located in the Court Services Section of the Budget Document.

B E H A V I O R A L   H E A L T H

This section of the Division budget covers the mental health, chemical dependency
and senior services and long term care programs.

OUTPATI ENT

In 2008 the provision and utilization of services in the outpatient has continued to
grow, while the clinical staffing has remained the same for the last 7 to 10 years –
in fact staff was decreased in that time due to past budget problems. At the
halfway mark of the year, charges for services provided is up 14% and revenue has
increased 8%.

The Telehealth link between the First Street Center and the County Jail was
completed and is being utilized by the Psychiatrists, Advanced Practice Nurse, and
outpatient therapist to do the necessary assessments as well as seeing ongoing
clients who are incarcerated. This is allowing for a number of advantageous
situations to occur:

            o Psychiatric and psychotherapy assessments and ongoing treatment
              occur using this medium.


                                         421
            o The multiple levels of risk are circumvented by not having to
              transfer the inmate to the Center, wait while the inmate is being
              seen, and then returning to the jail.
            o The cost of not providing this transport and guard function will
              be substantial for the Sheriff’s office.

The equipment used for telehealth services which was funded by a grant is also
utilized for staff training. Any county staff can use it for televised trainings. This
capability saves the Division mileage and staff time in accessing DHS televised
trainings. This is a very cost effective option as opposed to travel to St. Paul.

Due to a grant that was co-written by Anoka, Hennepin and Carver, the Center is
able to provide open times for crisis appointments every week. These times are
being paid for by the grant money whether or not they are used, thus no loss of
psychiatric time or the revenue attached to it occurs.

All Utilization Review practices mentioned in past years, continue in place to
continue the attempt to find the elusive line of giving what is absolutely necessary
relative to therapy or service, to a specific client and no more. The length of
waiting times has stayed stable.

The huge operational and financial advantage the Center continues to have, is the
synergy that is created by having all of the services under one roof and
administration. This continues to prevent both human suffering and bringing
efficiencies to all of the involved programs that create the behavioral health
program of the County. The interlinked services allow tremendous savings and
efficiencies. Also, the provision of psychiatric services to the jail, the courts,
school systems, court services etc. with no charges occurring to those entities
provide a large accumulative savings to the overall county budget while not being
reflected as revenue to the Outpatient Program

COMMUN I TY        SUPPORT        PR OGRAM

The Community Support Program (CSP) has seen growth in 2008. Our current
case load is 155 persons. We expect this to increase with the new definition of
Serious and Persistently Mentally Ill approved by the legislature in 2008.

The Community Support Program has worked hard to closely monitor Regional
Treatment Center (RTC) placements to assure there are no unnecessary days in
the inpatient setting and to team closely with the navigator staff to ensure
insurance is obtained and activated. The addition of the Navigators has greatly
influenced CSP’s improvement in decreasing community hospital bills during 72
hour holds. By the end of 2007, CSP was under budget for RTC placements by
$16,847 and by the end of 2008 we are projected to be $76,000 under budget in
that line item. The staff are credited with teaming with Anoka Metro Regional


                                         422
Treatment Center staff as well as utilizing the Community Behavioral Health
Hospitals for a longer term in-patient placement.

The Carver / Scott Mental Health Initiative continues to collaborate on a regular
basis. Both counties obtained a Family Homeless Prevention and Assistance
Grant for $275,000 for 2007-2009. The grant will enable residents from both
counties to decrease the number homeless incidences from occurring as well as to
develop a community effort to address the issue of homelessness.

Supportive Employment is a very important service for our Community Support
clients. Although growth continues in this line item, we have been able to utilize
the state Department of Vocational Rehabilitation which has afforded us the
opportunity to have supportive services without utilizing county funds.

Housing has been an important key in our efforts in CSP since 2007. Another
important change was the addition of Virginia’s Place. Through a grant from
UCARE ($15,000) we have established a temporary housing placement in which
individuals can remain for up to one month. This project is a collaborative with
Mary’s Wish and the Carver / Scott Crisis team. This represents a small but
important change in how to address immediate homelessness with our clients.
This grant funding will last through May of 2009. The CSP subsidy program
through the state funded Phase II grant has been a very important component of
our program. It offers flexibility and the opportunity to provide a full subsidy to
22 of our consumers. Lastly, CSP has added a third foster home in Carver
County. The third home is in Chaska and we look forward to utilizing the
additional beds within our area.



CRISIS     SERVICE

The Mental Health Crisis Program has diligently pursued it goal of become
financially self sustaining over the past five years. The financial sustainability goal
was initially met in 2007 and is projected to maintain itself sustaining status for
2008 and 2009.

The 2007 budget indicates that 103% of the Crisis Program expenses were
covered by revenue; 62% of the revenue was generated from third party billing,
and 41% of the revenue was from the state grant and two service contracts with
two local hospitals. Revenue levels are projected to continue to more than cover
the expense of the program in 2008 and 2009.

In 2007 the Program began providing the mandated after-hours emergency social
service and mental health services which allowed the County to discontinue the
purchase of service agreements with an outside contractor.




                                          423
The Crisis Program received a grant in 2007 that allowed us to hire two Health
Care Navigators. Since August 2007, the two Healthcare Navigators have saved
Carver County over $125,000 in hospital bills where the client was initially
uninsured and as a result of their diligence health care funding was obtained. The
Healthcare Navigators have saved Carver and Scott Counties over $209,000 in this
area. The Department of Human services have decided to maintain these services
and continue future funding.

Stabilization services (brief in-community treatment to prevent the reoccurring of
crisis) began reimbursable services in August 2005. This is a service that generates
more revenues then it’s costs, due to billings to insurance companies and Medical
Assistance.

In 2007 the Crisis Program provided telephone and/or mobile mental health crisis
assessments and intervention services to 3,562 people.
    • 75% were adults.
    • 25% were children
    • 4% of the clients were identified as non- Caucasian

By providing immediate crisis intervention 48% of adults and 62% of children
initially assessed to be at risk of out-of-home placement or hospitalization were
able to be diverted from placement.

The Crisis Program continues to provide mental health crisis services to the
Carver County jail and the juvenile detention center.

CHEMCIA L       DEPEN DENCY

This year the program has continued the encouragement of the outpatient level of
utilization of service. Again the budget projections are indicating the costs for
treatment will be well below targets. Budgeting for a service over which, by
statute, the program has no absolute control is always a treacherous undertaking.
However, the program depends on vigilant staff, strictly adhering to the financial
eligibility guidelines of the fund, and the judicious use of outpatient vs. inpatient
modes of treatment. The staff so continue to work hard and effectively in
diverting commitments to stay of commitments – thus getting persons into
treatment situations but saving the costs of further county staff, court and County
Attorney time that would be engaged should a full commitment be undertaken

The number of persons going to detox cannot be impacted by Community Social
Services. The only County entity (decision maker) that can impact this is the
Sheriff’s department. The Program Manager has been able to facilitate a decrease
in the average length of stay in the detox program and the average length of stay
continues to decrease in 08 over 07.



                                         424
Currently there is an initiative that the program is developing that is aimed at
further decreasing costs relative to detox. Computer searches are being done,
looking for persons who have been in detox more then one time. There will be an
outreach by the Rule 25 assessors to those who have the top 5% of number of
admission. This outreach will be an attempt to develop “harm reduction”
approach in dealing with these individuals in an attempt to decrease future need
for detox services.

ENCORE      ADULT     D AY   PROG RAM

The Carver County Encore Adult Day Services Program continues to serve a
growing number of participants. 60 participants were served in 2007 with 25 of
them new program enrollees. Between January and June 2008, there were 9 new
program enrollees and a total of 42 participants served in the Encore Adult Day
Services Program.

The Encore Adult Day Services Program has continued to receive funding from a
variety of sources, including Alternative Care and MA Waiver funds, participant
fees, fundraisers, MSHO health plans and the Greater Twin Cities United Way.
In 2007 United Way funds accounted for 30% of the program’s total revenue.
Revenue from participant fees continues to increase and in 2007 accounted for
39% of total revenue. MA Waiver Plan funds accounted for 17% of the total 2007
program revenue and MSHO Health Plan funds accounted for 12% of total
revenue.



LONG TE RM CARE CONSUL TATIONS                     AND    MEDICAL
ASSISTA NCE WAIVER PRO GRAMS:

The number of Long Term Care Consultation (LTCC) assessments has continued
to increase as have the number of Carver County older adults, younger disabled
adults, and children in need of home and community based services. In 2007
there were 138 LTCC assessments performed for seniors, other disabled adults
and children. During the first 5 months of 2008, 83 LTCC assessments were
completed. Based on these numbers, it is projected that almost 200 assessments
will be completed in 2008, with most of those individuals in need of home and
community based services. A growing number- 406 individuals- were served in
these programs in 2007, compared to 380 in 2006. 375 were served during the first
5 months of 2008.

Since late 2005, Carver County has been providing care coordination to elderly
MA individuals who were enrolled in the Minnesota Senior Health Options
(MSHO) programs for Blue Cross Blue Shield and Medica. MSHO is a health
care program administered by DHS and health maintenance organizations in MN.



                                       425
Carver County provided care coordination to 116 MSHO members in 2007, most
of these with Blue Cross. In addition, Carver County began providing care
coordination to a few Minnesota Special Needs Basic Care Blue Cross members in
the spring of 2008.




                                     426
Full Time Employees (FTE)

                                    2008          2009          2009
POSITIONS (FTE's)                  Actual       Requested     Approved
Accountant Technician                    6.00          6.00           6.00
Accounting Supervisor                    1.00          1.00           1.00
Autism Specialist                        1.00          1.00           1.00
Behavior Health Mgr.                     1.00          1.00           1.00
Behavioral Specialist                    1.00          1.00           1.00
Bus Driver                               3.80          3.80           3.80
Bus Driver (on call)                     0.63          0.63           0.63
Care Center Aide                         2.00          2.00           2.00
Care Center Prog. Coor.                  1.00          1.00           1.00
Case Aide                                4.68          4.68           4.68
Child & Family Services Manager          1.00          1.00           1.00
Child & Family Supv.                     4.00          4.00           4.00
Child Care Specialist                    0.50          0.50           0.50
Child Support Officer                    8.00          8.00           8.00
Child Support Supervisor                 1.00          1.00           1.00
Clinical Director                        0.80          0.80           0.80
Clinical Nurse Specialist                1.00          1.00           1.00
Clinical Social Worker                   1.00          1.00           1.00
Clinical Support Specialist              2.00          2.00           2.00
Collections Officer                      2.00          2.00           1.00
Community Support Aide                   0.63          0.63           0.63
Community Support Supv                   1.00          1.00           1.00
Crisis Supervisor                        1.00          1.00           1.00
Crisis Therapist                         7.10          7.10           7.10
Crisis Therapist On-call                 0.60          0.60           0.60
CSS Director                             1.00          1.00           1.00
Develop. Disabilites Supv                1.00          1.00           1.00
Dispatcher                               1.00          1.00           1.00
Eligibility Specialist                 12.00         12.00           11.00
Employment Counselor                     6.00          6.00           6.00
Financial Assist. Supv.                  1.00          1.00           1.00
Health Care Navigator                    2.00          2.00           2.00
Income Support Mgr.                      1.00          1.00           1.00
Licensed Practical Nurse                 0.50          0.50           0.50
Principal Eligibility Specialist         2.00          2.00           2.00
Psychologist                             2.00          2.00           2.00
Psychotherapist                          3.00          3.00           3.00
Recr. Therapist                          0.50          0.50           0.00
Resource Specialist                      1.00          1.00           1.00
Senior Services Suprv                    1.00          1.00           1.00




                                    427
Full Time Employees (FTE) (Continued)

                                 2008         2009          2009
POSITIONS (FTE's)               Actual      Requested     Approved
Sexual Violence Inter Fac            0.50          0.00           0.00
Social Worker I                      3.65          3.65           3.65
Social Worker II                    41.30         41.30          40.30
Social Worker, Masters              10.60         10.60          10.60
Support Enforcement Aide             4.00          4.00           4.00
Administrative Support Mgr.          1.00          1.00           1.00
Support Serv. Specialist             6.50          6.50           6.50
Support Services Aide                4.00          4.00           3.50
Support Services Supv                1.00          1.00           1.00
Therapist                            7.50          7.50           5.25
Transportation Supervisor            1.00          1.00           1.00
Welfare Fraud Investigator           1.00          1.00           1.00
Workforce Services Supervisor        1.00          1.00           1.00
TOTAL                              171.78        171.28         165.03




                                 428
Community Social Services Budget Forms

Overall Social Services Budget
                                                                    2009
                                    2007        2008              Approved        Dollar       Percent
            Category               Actual      Budget              Budget        Inc/Dec.      Inc/Dec.
REVENUES:

5000      Taxes & Penalties        8,390,414    8,463,090           8,896,216       433,126       5.12%
5100      Licenses & Permits               -            -                   -             -       0.00%
5200-5400 Intergovernmental        9,554,069    9,430,521           9,880,188       449,667       4.77%
5500      Charges for Services     3,485,911    3,336,513           3,516,227       179,714       5.39%
5600      Fines & Forfeitures              -            -                   -             -       0.00%
5700      Investment Earnings         99,396       72,540             114,500        41,960      57.84%
5750      Gifts & Contributions            -            -                   -             -       0.00%
5800-5900 Other Revenues              23,292       11,525              11,425          (100)     -0.87%
TOTAL REVENUES                    21,553,082   21,314,189          22,418,556     1,104,367       5.18%
EXPENDITURES:

6000      Public Assistance        6,848,944    6,584,569           6,868,287       283,718        4.31%
6100      Personal Services       11,803,565   12,694,599          13,582,780       888,181        7.00%
6200-6300 Services & Charges       1,803,161    1,674,605           1,650,707       (23,898)      -1.43%
6400-6500 Material & Supplies        442,408      241,328             288,382        47,054       19.50%
6600      Capital Outlay              57,605      121,402              28,400       (93,002)     -76.61%
6700      Debt Services                    -            -                   -             -        0.00%
6800      Other Expenses             117,477            -                   -             -        0.00%
6900      Transfers                        -            -                   -             -        0.00%
TOTAL EXPENDITURES                21,073,160   21,316,503          22,418,556     1,102,053        5.17%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES             479,922        (2,314)                   -        2,314        -100%




                                                            429
C O M M U N I T Y   S O C I A L   S E R V I C E S




Alternative Response Grant
                                                                         2009
                                            2007           2008        Approved        Dollar        Percent
             Category                      Actual         Budget        Budget        Inc/Dec.       Inc/Dec.
REVENUES:

5000      Taxes & Penalties                       -              -              -            -           0.00%
5100      Licenses & Permits                      -              -              -            -           0.00%
5200-5400 Intergovernmental                  44,092         42,023         42,756          733           1.74%
5500      Charges for Services                    -              -              -            -           0.00%
5600      Fines & Forfeitures                     -              -              -            -           0.00%
5700      Investment Earnings                     -              -              -            -           0.00%
5750      Gifts & Contributions                   -              -              -            -           0.00%
5800-5900 Other Revenues                          -              -              -            -           0.00%
TOTAL REVENUES                               44,092         42,023         42,756          733           1.74%
EXPENDITURES:

6000      Public Assistance                  40,956         42,023         42,756          733           1.74%
6100      Personal Services                       -              -              -            -           0.00%
6200-6300 Services & Charges                      -              -              -            -           0.00%
6400-6500 Material & Supplies                     -              -              -            -           0.00%
6600      Capital Outlay                          -              -              -            -           0.00%
6700      Debt Services                           -              -              -            -           0.00%
6800      Other Expenses                          -              -              -            -           0.00%
6900      Transfers                               -              -              -            -           0.00%
TOTAL EXPENDITURES                           40,956         42,023         42,756          733           1.74%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                        3,136               -              -              -          0%




                                                    430
Cd/Dd Services
                                                                   2009
                                   2007              2008        Approved        Dollar      Percent
            Category              Actual            Budget        Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -                 -              -            -        0.00%
5100      Licenses & Permits              -                 -              -            -        0.00%
5200-5400 Intergovernmental         997,142         1,116,174      1,405,868      289,694       25.95%
5500      Charges for Services        5,518            20,000          2,500      (17,500)     -87.50%
5600      Fines & Forfeitures             -                 -              -            -        0.00%
5700      Investment Earnings             -                 -              -            -        0.00%
5750      Gifts & Contributions           -                 -              -            -        0.00%
5800-5900 Other Revenues                  -                 -              -            -        0.00%
TOTAL REVENUES                    1,002,660         1,136,174      1,408,368      272,194       23.96%
EXPENDITURES:

6000      Public Assistance       1,152,056         1,426,189      1,547,933      121,744       8.54%
6100      Personal Services               -                 -              -            -       0.00%
6200-6300 Services & Charges         21,461            21,136         28,550        7,414      35.08%
6400-6500 Material & Supplies             -                 -              -            -       0.00%
6600      Capital Outlay                  -                 -              -            -       0.00%
6700      Debt Services                   -                 -              -            -       0.00%
6800      Other Expenses                  -                 -              -            -       0.00%
6900      Transfers                       -                 -              -            -       0.00%
TOTAL EXPENDITURES                1,173,517         1,447,325      1,576,483      129,158       8.92%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES            (170,857)         (311,151)      (168,115)     143,036         -46%




                                              431
C O M M U N I T Y   S O C I A L   S E R V I C E S




Child/Family
                                                                          2009
                                           2007            2008         Approved        Dollar      Percent
             Category                     Actual          Budget         Budget        Inc/Dec.     Inc/Dec.
REVENUES:

5000      Taxes & Penalties                       -               -               -            -        0.00%
5100      Licenses & Permits                      -               -               -            -        0.00%
5200-5400 Intergovernmental                 211,452         319,000         319,000            -        0.00%
5500      Charges for Services              214,231         237,951         164,000      (73,951)     -31.08%
5600      Fines & Forfeitures                     -               -               -            -        0.00%
5700      Investment Earnings                19,300               -          38,600       38,600        0.00%
5750      Gifts & Contributions                   -               -               -            -        0.00%
5800-5900 Other Revenues                     15,445           8,250           8,250            -        0.00%
TOTAL REVENUES                              460,428         565,201         529,850      (35,351)      -6.25%
EXPENDITURES:

6000      Public Assistance               1,946,053       2,083,522       1,915,256     (168,266)      -8.08%
6100      Personal Services                       -               -               -            -        0.00%
6200-6300 Services & Charges                 82,999          58,892          74,101       15,209       25.83%
6400-6500 Material & Supplies                    56             100               -         (100)    -100.00%
6600      Capital Outlay                          -               -               -            -        0.00%
6700      Debt Services                           -               -               -            -        0.00%
6800      Other Expenses                     14,673               -               -            -        0.00%
6900      Transfers                               -               -               -            -        0.00%
TOTAL EXPENDITURES                        2,043,781       2,142,514       1,989,357     (153,157)      -7.15%

DIFFERENCE BETWEEN
REVENUES & EXPENDITURES                  (1,583,353)      (1,577,313)    (1,459,507)     117,806          -7%




                                                    432
Children’s SVS/Visions
                                                               2009
                                   2007           2008       Approved        Dollar     Percent
            Category              Actual         Budget       Budget        Inc/Dec.    Inc/Dec.
REVENUES:

5000      Taxes & Penalties               -              -             -           -        0.00%
5100      Licenses & Permits              -              -             -           -        0.00%
5200-5400 Intergovernmental         157,393        224,887       218,805      (6,082)      -2.70%
5500      Charges for Services    1,538,980      1,265,688     1,306,317      40,629