Special Appropriations Review (FY13)

Patrice Y. Toney Budget & Management Analyst

Forsyth County Government

Forsyth County 2013 Review

Special Appropriations Review, Forsyth County

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Table of Contents

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Summary Pages 2-3

Non-Profit Review by Mission

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FY 14 Budget Options Page 14-15

Summary

Thisreportisanoverviewofthelocalnon‐profitssupportedbyCountydollarsunderthebudgetcategoryofSpecialAppropriations.TheCounty’sportionoftheSpecialAppropriationsbudgetis$514,074whichincludesfundingtotheCityforTrans‐Aid.Theactualtotalamountgiventonon‐profitsis$388,324.

AswepreparefortheFY2014budget,itisimportanttoreviewthecontinuationfundingforeachnon‐profitagency(i.e.isitagoodfaitheffortonbehalfoftheCounty?,...doesitfillagapinservicesthattheCountyisunabletoprovide?,...isitameanstooutsourcespecializedservicesorprograms?,etc.).ThisreportreviewstheFY13Countyfundednon‐profitsmission,goals,andthe(community,economic,educational,andcultural)impacttheyhaveontheresidentsofForsythCounty.Additionally,theyarecategorizedbytheiralignmentwiththeCounty’sMission.GOALSOFTHISREPORT

Determinehowthenon‐profit’sgoalsarealignedwiththeCounty’sMission.

RevieweachCounty‐fundednon‐profitagencyfundinghistory(2006‐2013),FY13performancegoals,andcommunityimpact.

EnsurethatthefundedagenciesdonotduplicateanyexistingCountyservices.

Determinewhichagenciescouldbeeliminated,reducedbypercentage,orfoldedintootherCountyDepartments.

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Patrice Y. Toney, Budget & Management Analyst 3

COUNTYFUNDEDNON‐PROFITSBYCOUNTYMISSION

1) Create a community that is SAFE. Exchange/SCAN Family Services Battered Women’s Shelter United Way 10 Year Plan to End Homelessness

2) Create a community that is HEALTHY.

Senior Services, Inc. Harry’s Veterans Community Outreach Services The Enrichment Center

3) Create a community with EDUCATIONAL OPPORTUNITIES for everyone.

Communities in Schools Forsyth Futures Northwest Child Dev Centers SciWorks

4) Create a community with ECONOMIC OPPORTUNITIES for everyone.

Experiment in Self Reliance Neighbors for Better Neighborhoods

5) Create a community in which to live that is CONVENIENT & PLEASANT.

Arts Council

OUR MISSION

The mission of Forsyth County

government is to help create a

community, which is safe and healthy,

convenient and pleasant to live

in, with educational and

economic opportunities

for everyone.

We cooperate with many other public agencies and community organizations in

this mission.

We provide certain services and

functions, which are the responsi-

bilities of all county governments, and

other services, which the Board of

Commissioners has determined to be necessary and

appropriate.

We are committed to providing quality services, efficiently

and effectively, with courteous attention to the opinions and

needs of individual citizens.

County Funded SPECIAL APPROPRIATIONS FY13 CYO

SciWorks 180,336

Senior Services, Inc. 92,700

Experiment in Self Reliance 26,695

Northwest Child Development Inc 22,576

Communities In Schools, Inc. 21,375

Forsyth Futures 12,150

Harry's Veteran Comm Outreach Service 10,800

Exchange Club Child Abuse Prevention 8,010

United Way ‐ Homelessness 7,695

Family Services Battered Women's Shelter 3,193

Winston‐Salem Foundation 1,863

The Enrichment Center 931

Total County Dollars: 388,324

Non‐ProfitFundingSummary&ConnectiontoMission


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Create a community that is safe.

Special Appropriations Funded Agencies connected to this goal:

Exchange/SCAN mission is to prevent and treat child abuse in Forsyth County. FY13 Performance Goals: 1) 70 families will receive in-home Parent Aide services to reduce the risk of child maltreatment; 2) 50 parents will complete one of three 12-week parent education classes (Children's Parents) and those completing will show reduced risk of child maltreatment; 3) 700 people will receive telephone counseling (available 24 hours/day); 4) At-risk families and general public will be educated about the issue of child maltreatment through 100 events, trainings, and/or speeches; 5) 10 sex offenders will receive group treatment (SOTP) and case management

Family Services Battered Women’s Shelter mission is to promote the school readiness of children, the well-being of adults and families, and the safety of those in the community impacted by domestic violence and sexual assault. FY13 Performance Goals: 1) Assist 25 women & children monthly at the Shelter to escape a dangerous home situation. 2) Help abused women improve their emotional or social condition; 75% of clients who participate in outreach programs after residing at the shelter for at least 1 week (and receive counseling), will dem-onstrate the following: improved self-esteem, improved use of support systems, increased self-sufficiency and independent living skills. Results will be measured from pre/post surveys, client self-reports, and counselor's assessments. 3) Provide 24 hour/7 day a week response to those impacted by domestic violence and sexual as-sault. Volunteers will support 100 victims of sexual assault and will respond to over 500 crisis tele-phone calls from victims of domestic violence and sexual assault.

United Way 10 Year Plan to End Homelessness mission is to bring to-gether resources to identify and address our community's most vital human needs. FY13 Performance Goals: • 40-50 new units of supportive housing will be developed • The Ten Year Plan will work with the Council on Services to the Homeless to develop a coordinated intake system which will focus on prioritizing access to supportive housing. • Project Homeless Connect will serve 500 people, and have at least 50 services on site. • Develop fundraising strategies to continue to support the work of the Ten Year Plan as well as key supportive services including the coordination of the Home Run, and activities to raise funds for the purchase of the Human Service Alliance property. • In partnership with the Forsyth County Council on Services to the Homeless the TYP will develop the partnership with HAWS to create 34 dedicated units of supportive housing in public housing units.

Funding History FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Exchange/SCAN $12,247 $12,247 $12,247 $9,889 $9,889 $9,889 $9,888 $8,010 Battered Women’s Shelter

$2,350 $2,350 $2,350 $1,898 $3,942 $3,942 $3,942 $3,193

10 Yr Plan to End Homelessness

$0 $0 $10,000 $9,500 $9,500 $9,500 $8,550 $7,695


Create a community that is safe.

County Departments meeting this Goal: Emergency Management, Interagency Communications, Emergency Services, Sheriff, Animal Control, Medical Examiner, Social Services, Youth Services, & Court Services departments.

COMMUNITY IMPACT

Exchange/SCAN

Economic According to Management Assistance for Child Welfare, Work First, and Food & Nutrition Services in NC, during 2012, there were 2,179 children with a report of maltreat-ment in Forsyth County, with many entering into foster care. There were also over 1400 reports of domestic vio-lence. Children exposed to traumatic events may have negative outcomes. Costs to the community run in the millions of dollars when services are required such as DSS-Child Protective Services, mental health treatment, court system services, incarceration, etc. Exchange/SCAN offers services to families and individuals to prevent and treat abuse and neglect.

County Services Exchange/SCAN works with DSS, Court Services, Public Health Department, School System, and CenterPoint.

Educational The agency offers several educational classes and programs for parents needing assistance with caring for babies and young children.

Battered Women’s Shelter

Economic Over the past few years, the FC Depart. Public Health has identified domestic violence as one of 4 major health problems impacting this community. The cost of intimate partner violence (nationally) exceeds $5.8 billion each year, $4.1 billion of which is for direct medical and mental health services. (CDC)

County Services Family Services, through its domestic violence and sexual assault programs, works cooperatively with many county agencies including the Sheriff's Department and DSS. Family Services is also the lead agency for the Forsyth County Unified Domestic Violence Center, also known as the Safe on Seven Program.

Educational

Family Services has two grant funded therapists who provide services in the school system.

10 Year Plan to End Homelessness

Economic Individuals who are chronically homeless have a dis-proportionately high usage of community resources such as police, EMS, emergency care, state-hospitalizations, jail, court encounters, public libraries and other community resources. These are services which are disproportionately paid for by the County. Research indicates that once indi-viduals who are chronically homeless are placed into permanent supportive housing their reliance on these public systems decreases significantly, thereby reduc-ing tax-payer burdens. The Ten Year Plan to End Chronic Homelessness esti-mated that there were an estimated 1784 people served by the homeless service system, with approxi-mately 200 of them being chronically homeless. As the Blue Ribbon Taskforce on Homelessness documented, these chronically homeless individuals are a significant burden on many of our public systems, including our law enforcement, jails, courts, emergency rooms, and mental health hospitals. The strategies outlined in the Ten Year Plan are designed, based on best practice research, to move individuals who have been chroni-cally homeless into supportive housing. In addition, the Plan outlines strategic system enhance-ments that will improve the system of care in our com-munity to assist people in accessing appropriate ser-vices. These services include the development of a Housing Resource Center, development of discharge protocols from government institutions, and enhance-ments to supportive services. In 2012, there were an estimated 2,164 unduplicated individuals served by homeless service providers pur-suant to the Annual Homeless Assessment Report (AHAR). Of these people, $1,453 received services as individuals, 711 of them were served in family units with minor children, 166 were veterans, 693 were people with disabilities and 307 people were in permanent supportive housing.


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Create a community that is healthy.


Senior Services, Inc. mission is to provide creative, high-quality services to keep frail, health-impaired seniors at home as long as possible and out of costly nursing homes. Senior Services FY 13 Performance Goals: • Help Line will assist more than 11,000 older adults and their families with information, referrals and materials regarding needed services. More than 3,000 persons will be helped in-depth with accessing services and/or obtaining services through case assistance services. • Living At Home will provide case management through the Medicaid Waiver Program (Community Alter-natives Program for Disabled Adults) for 250+ older or disabled adults allowing them to have their preference of staying at home rather than being placed in a nursing home. • The Home Care division of Senior Services, Inc. will provide 30,000+ direct service hours of personal care and\or respite for 160+ older adults and provide relief, support and information to caregiv-ers. • The Senior Lunch program of Senior Services, Inc., will provide 15,000+ daily lunches along with educational and health activities to 200+ frail older adults at four nutrition sites. • The Elizabeth and Tab Williams Adult Day Center will provide 16,000+ days of service, including health, social and personal care services, to 250+ older adults with memory loss.

Harry’s Veterans Community Outreach Services mission is to pro-vide free supportive services to veterans. Harry’s Vet’s FY 13 Performance Goals: • A minimum of 50 new veterans will be served. • Average total benefits received by veterans will be $300,000 • 100 veterans will attend workshops, forums, events • A minimum of 50 veterans will receive transportation services, utility assistance, referrals for employment and counseling.

The Enrichment Center mission is to provide financial management to persons with severe disabilities Enrichment Center’s FY 13 Performance Goals: 1. Provide financial management to persons with severe disabilities. Their target is to support at least 280 individuals per month. 2. Individuals remain in safe stable housing. Their target goal is 90% of individuals will remain in stable housing. 3. Individuals bills paid on time and basic needs are met. Their target goal is for 85% to not have their utilities cut off and 95% will have their basic needs of shelter and food met. 4. Individuals do not become homeless. The target goal is 95% of individuals are not homeless after receiving their services.

Funding History

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Senior Services $41,447 $41,447 $101,447 $96,375 $96,375 $96,375 $96,375 $92,700

HARRY Veterans Services

$0 $0 $0 $0 $0 $0 $12,000 $10,800

Enrichment Center

$1,424 $1,424 $1,424 $1,149 $1,149 $1,149 $1,149 $931


Create a community that is healthy.

County Departments meeting this Goal: CenterPoint, Public Health, NC Cooperative Extension Service, Environmental Assistance & Protection, Emergency Services and Animal Control.

COMMUNITY IMPACT

Senior Services Community Need

According to the 2010 Census Data, the number of peo-ple over age 60 in Forsyth County is projected to in-crease by 103.3% between 2010 and 2030. Moreover, home and community based services for the frail elderly in NC are inadequately funded on a federal and state level relative to the number of people who need these services and to the growth of the senior population. • Average age: 75 years old • 69% Female; 31% Male • 44% live at or below the poverty level • 98% are at high nutritional risk (Nutritional Risk As-sessment score supplied by the NC Division of Aging) • 85% are "High Risk" in their "Overall Functioning Status" (Significantly impaired in performing activities of daily living (ADL's).

Economic Older adults receiving services from Senior Services are frail, homebound and at risk of nursing home placement. With community based services, such as those provided by Senior Services, these Forsyth County residents can remain in their own homes at much less of a public cost than that of institutional care. Institutionalized care for one senior paid by Medicaid costs taxpayers approxi-mately $3,600 per month. The Meals on Wheels pro-gram allows seniors that might not be able to afford meals to have access to proper nutrition.

County Services Senior Services and DSS have had a long standing working relationship to provide services to County resi-dents. In addition to Special Appropriation funding, Sen-ior Services receives Social Services Block Grant (SSBG) funding to assist in the provision of Meals on Wheels, Senior Lunch, and Adult Day Health Care ser-vices. These funds are distributed by Social Services.

Educational The agency provides some services that provide infor-mation and referral sources to seniors as needed.

Cultural & Recreational Meals on Wheels and the Senior Lunch programs pro-vide an opportunity for clients to have some social inter-action with others.

HARRY’s Veterans Services

Economic HARRY’s Veterans Service ensures that veterans receive their benefits payable from the Department of Veterans Affairs which will stabilize the veteran financially. They also ensure that veterans receive quality healthcare and/or counseling that will stabilize the veteran mentally and physically; they also advocate to get legislation passed for the Veterans Assistance Fund through a State Tax Check Off.

Educational The organization provides various (adult) educational opportunities including:

1. Career Development 2. Alternatives for Displaced Veterans 3. Self Sufficiency Activities 4. Education Assistance 5. Personal Empowerment 6. Skill Building that leads to self-sufficiency 7. Community seminars and workshops 8. Vocational Training

The Enrichment Center

Economic The Enrichment Center’s Representative Payee program assists individuals with living independently. This pro-gram allows individuals with mental illness, substance abuse, and developmental disabilities pay their bills, which helps maintain living arrangements and prevent homelessness.

County Services DSS has a Representative Payee Program

Educational Individuals with developmental disabilities are offered opportunities to improve their quality of life. This is partly achieved by programs that seek to improve their daily living skills, “Students at The Enrichment Center can se-lect from a variety of classes offering instruction in com-puter skills, basic math, independent living, job readiness, self-advocacy, sign language, social health, meal prepa-ration, and much more.” Individuals in the Representa-tive Payee program will have an opportunity to develop their own budgets and learn skills associated with managing their finances.


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Create a community with educational opportunities for everyone.


Communities in Schools mission is to reduce the drop-out rate and increase the graduation rate in Forsyth County. CIS FY 13 Performance Goals: 80% of students will be promoted/graduated; 60% of students will have increased atten-dance; 60% of students will have decreased negative behaviors; 70% of students will have decreased school suspension; 40% of families will have an increased knowledge of avail-able community resources; 85% of students who graduate will be prepared for college en-trance; 80% of students will have a marketable skill to use upon graduation; 80% of stu-dents will understand the importance of service. Forsyth Futures tracks community indicators. FY 13 Performance Goals: 1) Data and Research (Measure progress and share com-munity report cards); 2) Information Dissemination (Be the primary contact, connector, and advocate for addressing indicators); 3) Decision-Making and Action (Help community-driven initiatives meet strategic goals by providing consulting, guidance, and support.) Northwest Child Development Centers mission is to provide affordable, quality child development services to children, their families and the community through early learning, structured and nurturing environments. NWCDC FY 13 Performance Goals: 1) enhance in classroom instruction by increasing (25%) the number of volunteers who go into the centers to read and share with children; 2) expand in classroom cultural and artistic activities by increasing the number of individuals/entities from the community who share within the classroom or school by 25%; 3) develop collaborations with at least one of the following entities (for a total minimum of five) to provide direct or indirect sup-port to children, their families, teachers or the organization: corporation, college or univer-sity, community agency, business, place of worship; 4) Increase and maintain the license star ratings for the child development centers; 5) Improve teacher education and increase teacher certifications; 6) Offer additional scholarships to parents of children that can not afford to place their child(ren) in 4/5 star facilities.


Communities in Schools

$0 $0 $0 $23,750 $23,750 $23,750 $23,750 $21,375

Forsyth Futures $14,384 $20,000 $20,000 $16,150 $15,000 $15,000 $13,500 $12,150

Northwest Child Development Centers

$36,170 $34,516 $34,516 $27,872 $27,872 $27,872 $27,872 $22,576


Create a community with educational opportunities for everyone.

County Departments meeting this Goal: WS/FC Schools, and Forsyth Technical Community College.

COMMUNITY IMPACT

Communities In Schools

Economic In our county, only 75% of students graduated in recent years. In the previous school years, over 20,000 stu-dents dropped out of NC schools. Nearly 50% of prison inmates in the NC prison system are school dropouts. Approximately 30% of Forsyth County’s 9th graders fail to graduate in four years. One-third of all drop out events occurred in the 9th grade. Forsyth County ranks in the top 13 counties in NC for highest household in-comes, highest housing values, and highest percentage of adults of age 25 with a college degree, yet it does not rank in the top 20 counties for graduation rates. A few facts about high school dropouts: A dropout is only qualified for 12% of available jobs. Dropouts are 3.5 times more likely to be arrested. Over 80 percent of prisoners are high school dropouts. Dropouts are more likely to be in poor health, on public assistance, and single parents of future dropouts. Based on these facts, CISFC, in conjunction with Big Brothers Big Sisters and the WS Chamber of Commerce created the “Graduate. It Pays” program.

County Services - N/A

Educational Communities in Schools (CIS) is the largest dropout prevention organization in the United States. For more than 30 years, CIS has remained focused on helping kids stay in schools and prepare for life by identifying and addressing the unmet needs of children and fami-lies; when left unanswered, contribute to the dropout rate. By bringing caring adults into the schools to address children's unmet needs, Communities in Schools pro-vide the link between educators and the community. The result: teachers are free to teach, and students (many in jeopardy of dropping out) have the opportunity to focus on learning.

Cultural & Recreational—N/A

Forsyth Futures

Economic Most of the research conducted by Forsyth Futures indicates community trends and economic impact. 0

Educational The organization works with many other community agencies on educational issues that are important to the community. The organization serves on several community collaborative groups that are focused on improving educational attainment for County residents.

NW Child Development Centers

Economic The number of "at risk" families in the area living in conditions that relate to poverty and/or school failure is alarmingly high. The high school dropout rate for For-syth County has stayed at 30% during the past three school years per the NC State Report Card data. The WSFCS continues to report an exceptionally high inci-dence of special education (20.5%) and high dropout rates. School officials perceive that a contributing factor to these alarming statistics is the lack of access to early intervention services for all needing it. The Infants and Toddlers State Report issued by The NC Childcare As-sociation, showed that a significant number of children ages 0-5 in the surrounding area were on a waiting list for child care services. Forsyth County was listed as one of the state's top most populous county but ranked 45th among the state's 50 counties with infants and toddlers enrolled in Four/Five-Star child care centers. This equates to only 31% of Forsyth County children enrolled in Four/Five-Star child care centers. Increasing this percentage would highly benefit our children's future.

County Services NWCDC works with DSS, Parks & Recreation, WS/FC Schools, and CenterPoint.

Educational & Cultural NWCDC offers a number of educational and cultural programs for children, parents, and families.


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Create a community with economic opportunities for everyone.


Experiment in Self Reliance The mission of ESR is to help "working low-income" and "chronically homeless" individuals and families, who are ready to help themselves, achieve their full potential for functional, social, and economic self-reliance. ESR FY 13 Performance Goals: Performance Measure: # of low-income families participating in comprehensive activities designed to remove them from poverty: 6,258 Output: a) Average change in the annual income per participant family: $11,682.00; b) # of low-income families rising above the poverty level: 90 (81%); c) The participant hire rate: 82%; d) % of participants completing educational programs: 60%; e) % of participants securing standard housing: 95%; f) Efficiency: The cost per family partici-pating in comprehensive activities designed to remove them from poverty: Self-Sufficiency = $2,793 Housing = $1,101

Neighbors for Better Neighborhoods NBN is committed to civic accountability and dedicated to serving neighborhood organizations in WS/FC. They provide leadership in the development of safe, self-determined, diverse, vital and inter-connected neighborhoods by providing technical assistance; making grants; providing advocacy; organizing and collaborating with the organizations. In 1990, the WS Foundation started the Neighbors for Better Neighborhoods program for low-income communities on the premise that human resources can be reclaimed, healthy neighborhood leadership developed, and that both physical and human assets contribute to the vitality of the whole community. NBN FY 13 Performance Goals: 1) NBN will provide technical assistance to six (6) groups resulting in the development of a strategic or action plan; 2) NBN will make at least four (4) grants to low- to moder-ate wealth income neighborhoods to support the development of the neighborhood association or group; 3) NBN will provide at least ten (10) learning opportunities through its community capacity building programs; 4) NBN will provide a workshop that will focus on organizing and mobilizing for community change.


Experiment in Self‐Reliance

$40,813 $40,813 $40,813 $32,956 $32,957 $32,597 $29,661 $26,695

WS Foundation (Neighbors for Better Neighborhoods)

$2,848 $2,848 $2,848 $2,300 $2,300* $2,300 $2,070 $1,863


Create a community with economic opportunities for everyone.

County Departments meeting this Goal: NC Cooperative Extension Service, Planning, Housing, and Economic Development departments.

Experiment in Self-Reliance Economic

Experiment in Self Reliance (ESR) uses Federal, City, County, and Foundation dollars to provide human services to help clients become less dependent on pub-lic assistance. ESR also works with the Forsyth County Housing Program on the Individual Development Ac-count program. By increasing clients' earnings ability, ESR is boosting clients' ability to participate in the retail economy and reducing Federal and State expenditures on Temporary Assistance to Needy Families (TANF), Medicaid, and other assistance programs. ESR reduces the numbers of homeless families and the financial and other costs created by negative community impacts that homelessness can engender such as substance abuse, loitering, trespassing, destruction of property, etc.

County Services ESR works with the Forsyth County Housing Program on the Individual Development Account program. ESR also works closely with the Department of Social Services and its Work First initiatives to help Social Services' clients go from welfare to work. The ability to leverage Federal and State funding sources would cause a significant drop in the quality of service, reduc-tion in the number of services, reduction in level of service, and a reduction in staff who provide the ser-vices. The related impact to families is that a number of them would return to welfare dependency and home-lessness, and the community would be subjected to the accompanying negative impacts.

Educational ESR works with homeless children and related family issues. Additionally, ESR offers economic literacy classes, training seminars related to asset building and home ownership, and case management seminars re-lated to economic self-sufficiency and the reduction of poverty. There is no charge for these services. ESR seeks to help people become self-sufficient through vari-ous means including: economic literacy education for citizens in the form of intensive case management for our clients and public forums for the general public; tran-sitional housing services for clients who are moving from public assistance to standard housing; programs to en-courage savings and effect a change in saving/spending habits; and the New Century IDA Program.

COMMUNITY IMPACT

Neighbors for Better Neighborhoods Economic

Neighbors for Better Neighborhood's goal is to improve the quality of life in the neighborhoods of Forsyth County and to develop the capacity of neighborhood organizations to improve their neighbor-hood. By making these improvements, it creates an atmosphere that is attractive to potential businesses and homeowners. These factors provide for a potential increase in retail sales and tax revenue. A significant improvement in a neighborhood could lead to an increase in property values.

County Services Neighbors for Better Neighborhoods works with the City-County Planning Board and the Forsyth County Department of Housing. These organizations have representation on Neighbors for Better Neighborhoods; in addition, they provide information about the neighborhoods served. Neighbors for Better Neighbor-hoods has no contractual relationship with the County outside of Special Appropriations. Absent County dollars, Neighbors for Better Neighbor-hoods would be required to assume additional fundrais-ing efforts from private businesses and foundations. Neighbors for Better Neighborhoods believes that the partnership between the County & Neighbors for Better Neighborhoods sends an important message reinforc-ing the importance of neighborhoods to the overall community well-being. The City and County were included in the planning and development of the Neighbors for Better Neighbor-hoods program and have helped fund it from its incep-tion.

Educational Improving the neighborhoods in which the school system's children live will enhance their performance in school.

Cultural & Recreational Neighbors for Better Neighborhoods believe that every neighborhood contributes to the strength of the commu-nity. By improving the strength of neighborhoods, Neighbors for Better Neighborhoods improves the quality of life in Forsyth County.


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Create a community in which to live that is convenient and pleasant.


Arts Council The mission of the Arts Council is to efficiently and effectively raise funds and make grants, work to strengthen the broad array of art resources and offerings, and promote the arts. The Arts Council of Winston-Salem and Forsyth County is creating an environment in which the arts flourish and enrich the quality of life in Forsyth and surrounding counties. In 2009, the Forsyth County Board of Commissioners approved a five year commitment

which will allow the Arts Council to receive Occupancy tax funding in excess of a $450,000 minimum. In 2011, the Occupancy Tax totaled $483,944.81or $33,944.91 above the $450,000 minimum. The Board Amendment on 10/10/11 (Item #7) appropriated the $33,944.81 to the Arts Council. Fiscal Year 2013 will be the 3rd year of the 5 year commit-ment. Occupancy taxes will have to average $505,351.73 for the next 3 years to meet the $200,000 commitment. The Arts Council requested Special Appropriations funding, how-ever, their request was not granted due to the (excess) occupancy tax funding commitment.

SciWorks The mission of SciWorks is to promote scientific literacy, life-long learning and an appreciation of the sciences by providing innovative educational and recreational experi-ences for all people through interactive programs and exhibits, collections, an environmental park and unique facilities. (SciWorks also fits under the ‘Educational Opportunities’ goal of the County). SciWorks FY 13 Performance Goals: a. Meet its revenue goals with admissions and programs. b. Maintain the level of participation in school programs, sleepovers, summer camps, and the teacher education program. c. Promote and implement special events. d. Open the Dinosaur exhibition in September, 2012. e. Recruit and train new Board members. f. Implement both the fundraiser and the annual fund drives, in addition to seeking appropri-ate sponsorships for special events and exhibits. g. Maintain the property and grounds to insure visitor comfort and safety. h. Maintain existing exhibits indoors, in the Science Park and in the Environmental Park. i. Use marketing and financial metrics to assess and report results.

Funding History

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

Arts Council $23,355 $23,355 $23,355 $18,859 $18,859 $18,859 $16,973 $0.00

SciWorks $218,569 $218,569 $218,569 $200,373 $200,373 $200,373 $180,336 $180,336


Create a community in which to live that is convenient and pleasant.

County Departments meeting this Goal: Library, Parks & Recreation, Animal Control, Inspections, and Environmental Assistance and Protection

SciWorks

Economic Forsyth County's contribution to Sci-Works

partially funds the operating budget. As a 'day desti-nation' for tourists, SciWorks is ranked as one of the top 3 attractions in Forsyth County along with Old Salem and Tanglewood. Based on a study by the NC Grassroots Science Museums Collaborative, Sci-Works contributes over $4 million dollars to the local and state economy. Of the 73,662 participants that SciWorks served in 2012, it is likely that many of them visited other retail businesses within the area.

County Services SciWorks is involved with community service work-ers, Environmental Health, the Health Department, and the Winston-Salem/Forsyth County Schools. Sci Works provides use of the facility and free passes for County events and other community agencies. Sci-Works property and facilities are owned by the County but leased to SciWorks through a contract. Absent County funds it is likely that SciWorks would have a difficult time continuing to operate. The agree-ment includes provisions for County representatives to be appointed to their Board.

Educational SciWorks supports the formal educational system of the WS/FC Schools by offering programs that en-hance and expand the science education curriculum. Approximately 21,350 school children visit SciWorks annually. They have developed specific initiatives to reflect the diversity reflective of this community such as the Black Scientists and Inventors exhibition.

Cultural & Recreational As a part of the cultural community, SciWorks pro-vides a service to the citizens of Forsyth County that is unique to this institution. Its informal environment promotes family learning in a recreational, yet educa-tional setting. As the community moves towards an economy that is based on research, science and technology, the importance of the science center continues to grow. “Imagine, explore and discover” are words used to describe the SciWorks experience.

Arts Council

Economic The Arts Council’s Economic Impact Initiatives focus on utilizing the community’s cultural assets to create more than 4,700 jobs in Forsyth County as a result of the arts community and the $65.9 million spent by audiences with local businesses, such as restaurants, retail and hotels, when patronizing arts events. According to the Arts Council, every dollar of public support of the arts resulted in a $23 return in local and state tax revenue.

The Arts Council also plans to drive place-based economic development through the Theatre District Master Plan project which will capitalize on the exist-ing ten theatres within the two-block radius to drive critical mass to the area.

County Services The public-private partnership for the Theatre District Master Plan project has brought together the City/County Planning Board, Forsyth County, City of WS, the Downtown Partnership and other community development constituencies to accomplish this goal.

Educational The Arts Council’s Arts-In-Education program will support vital youth development through a partnership with the WS/FC Schools, which has lasted over 20 years. Exposure to the arts has been proven to improve test scores, teach essential skills and lower the dropout rate.

Cultural & Recreational The Arts Council supports a broad array of arts in the community and provide venues for live performances of theater and music as well as exhibitions for the visual arts at various locations, including the Milton Rhodes Center for the Arts in downtown Winston-Salem. Some 500,000 people annually attend events, exhibits and performances produced by the funded organizations. The organization is involved in the Creative Corridors which seeks to include more artistic designs in new infrastructure that is being proposed to be constructed in the next few years in order to make Winston-Salem more attractive.

COMMUNITY IMPACT


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Reductionsby%fromFY13Actual

County Funded Non-Profits FY13 CYO

100% 25% 15% 10%

SciWorks 180,336 180,336 45,084 27,050 18,034 Senior Services, Inc. 92,700 92,700 23,175 13,905 9,270 Experiment in Self Reliance 26,695 26,695 6,674 4,004 2,670 Northwest Child Development Inc 22,576 22,576 5,644 3,386 2,258 Communities In Schools, Inc. 21,375 21,375 5,344 3,206 2,138 Forsyth Futures 12,150 12,150 3,038 1,823 1,215 Harry's Veteran Comm Outreach Serv 10,800 10,800 2,700 1,620 1,080 Exchange Club Child Abuse Prevention 8,010 8,010 2,003 1,202 801 United Way - Homelessness 7,695 7,695 1,924 1,154 770 Family Svcs Battered Women's Shelter 3,193 3,193 798 479 319 Winston-Salem Foundation/NBN 1,863 1,863 466 279 186 The Enrichment Center 931 931 233 140 93

Total County: 388,324 388,324 97,081 58,249 38,837

Option1:ReduceSpecialAppropriationsby(Across‐the‐board)Percentage

Goals Continuefundingtonon‐profitagenciesthroughSpecialAppropriations. Choiceapercentagetoreduceagencyfundingacrosstheboard.

ThisoptiongivestheCountyCommissioner’sthechoicetoreduceCountyfundednon‐profitagenciesacross‐the‐boardbypercentage.Thechartshowshowmucheachagencywillbeimpactedrangingbetween10‐100%inreductions.Forexample,ifSeniorServicesisreducedby25%(or$23,175)fromtheCYO,thentheactualCountyDollartoSeniorServiceswillbe$69,525.

Also,itisimportanttonotethatsomeoftheagenciesreceivingsmallerportionsofcountydollarsmaynotbeabletowithstandanyreduction.TheEnrichmentCenter,forexample,received$931inFY13.A25%reductionof$233wouldbenotenoughtofundtheirRepresentativePayeeprogramfundedthroughSpecialAppropriations.

AlloftheCountyfundednon‐profitsarelistedindividuallyasAlternateServiceLevelReductionsat100%.Additionally,theyarelistedwiththeoptionofincreasingthemtotheiroriginalleveloffunding(requestedinmostoftheirFY14applications).

TheFY14recommendedbudgetforthenon‐profitportionofSpecialAppropriationsremainsthesameasthecurrentfiscalyear,totaling$388,324.Ifadditionalbudgetcutsarenecessary,thereareafewoptionsforreducingfundingtotheseagencies,suchas:acrosstheboardreductionsbyaselectedpercentage,eliminationoffundingforspecificagencies(AlternateServiceLevels),orfoldnon‐profitagencycontractsintootherCountyDepartments.Thetwoexamplesbelowoutlinesomeofthesereductionoptions.

FiscalYear2013‐2014BUDGETRecommendations/Options


Option2:MoveCountyFundedNon‐ProfitContractstoCountyDepartments

Goals EliminateCounty‐fundedNon‐profitsunderSpecialAppropriations MoveNon‐ProfitAgencycontractstoCountyDepartmentsprovidingsimilar

services.

ThisoptioneliminatesCounty‐fundedNon‐profitsunderSpecialAppropriationsandmovesthemtoCountyDepartmentswithsimilarservices.CountyDepartmentswillhavetheabilitytoevaluatetheservicesofthenon‐profit,determineiftheyduplicateexistingcountyservices,theycanmergeservices,orchoosetoreduceservices.Thechartaboveshowstherecommendeddepartmentstomovetheexistingnon‐profitcontractsunder.Footnotes1SocialServiceshas2existingcontractswithSeniorServicesforMealsonWheels&AdultDayCare.ThecontractunderSpecialAppropriationsalsofundsthesame2SeniorServicesprograms.2HousinghasanexistingcontractwithESRforIDAcounseling(homeownership)andemploymenttraining.3SocialServiceshasaRepresentativePayeeProgramwhichissimilartotheSAfundedprogramattheEnrichmentCenter.

FiscalYear2013‐2014BUDGETRecommendations/Options

SciWorks WS/FC Schools

Senior Services Social Services – Adult Services Unit 1

Experiment in Self‐Reliance DSS or Housing Department 2

Northwest Child Development Centers Social Services – TEAM, Child Day Care

Communities in Schools WS/FC Schools

Forsyth Futures Budget & Management or C. Manager

HARRY Veterans Services Social Services – Adult Services Unit

Exchange/SCAN Child Abuse Prevention Social Services – Child Protective Services

United Way ‐ Plan to End Homelessness Housing Department

Family Services Battered Women’s Shelter Court Services – Domestic Violence

WSF ‐ Neighbors for Better Neighborhoods Housing Department

Enrichment Center Social Services – Adult Services Unit 3

JCPC (pass‐through funding) Youth Services (JCPC Admin)

Recommended Move to County Departments - FY 14

Current Special Appropriations funded Agency - FY 13

Patrice Y. Toney, MPA Budget & Management Analyst Forsyth County Government 201 N Chestnut Street Winston-Salem, NC 27101

Phone: 336-703-2894 E-mail: [email protected]

The mission of Forsyth County government is to help create a community, which is safe and healthy, convenient and pleasant to live in, with educational and economic opportunities for everyone.

Documents

Special Appropriations Review (FY13)