Wake County Budget Book Recommended Book

Recommended Operating and

Community Improvement Budgets

For the Fiscal Year July 1, 2009 through June 30, 2010

2010 Fiscal Year Recommended Budget i

Wake County, North CarolinaAnnual Recommended Budget for Fiscal Year 2010

Board of County Commissioners

Lindy BrownVice Chair

Tony Gurley

Joe Bryan Harold WebbChairman

Stan Norwalk

Paul Coble Betty Lou WardCounty Administration

County Attorney: Scott W. Warren County Manager: David C. Cooke Deputy County Manager: Joseph K. DurhamClerk to the Board: Susan Banks Deputy County Manager: Johnna L. Rogers

ii 2010 Fiscal Year Recommended Budget

Table of Contents

Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii

GFOA DISTINGUISHED BUDGET PRESENTATION AWARD . . . . . . . . . . . . . . . . . . 1GFOA Distinguished Budget Presentation Award . . . . . . 1

PROCESS AND POLICIES. . . . . . . . . . . . . . . . . . 3Reader’s Guide to the Budget . . . . . . . . . . . . . . . . . . . . . . . . . 3Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Budget Calendar for Fiscal Year 2010 . . . . . . . . . . . . . . . . . . 7Fund Structure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Fund Structure Charts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10Wake County Government FY 2010 Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11Basis of Budgeting and Basis of Accounting. . . . . . . . . . .12Financial Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13Financial Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Long-Range Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

BUDGET HIGHLIGHTS . . . . . . . . . . . . . . . . . . . 25Total Revenues By Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25Total Revenues By Source . . . . . . . . . . . . . . . . . . . . . . . . . . . .26Expenditures By Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27Expenditures By Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28Summary of Revenues, Expenditures and Changes In Fund Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29Overview of Changes in Fund Balance . . . . . . . . . . . . . . . .35Revenue Highlights and Fee Changes . . . . . . . . . . . . . . . .37Expenditure Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44Requests Not Funded . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49Personnel Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51Personnel Changes Summary . . . . . . . . . . . . . . . . . . . . . . . .53User Fee Change Summary. . . . . . . . . . . . . . . . . . . . . . . . . . .55

GENERAL FUND . . . . . . . . . . . . . . . . . . . . . . . . 57General Fund Revenue Summary . . . . . . . . . . . . . . . . . . . . .57General Fund Expenditure Summary . . . . . . . . . . . . . . . . .59

GENERAL GOVERNMENT . . . . . . . . . . . . . . . . 63General Government Budget Summary. . . . . . . . . . . . . . .63Board Of Commissioners . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64County Manager. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67County Attorney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71Board Of Elections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72Budget And Management Services . . . . . . . . . . . . . . . . . . .75Facilities Design & Construction . . . . . . . . . . . . . . . . . . . . . .77

Finance Department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Information Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Register Of Deeds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104Revenue Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .107

COMMUNITY SERVICES . . . . . . . . . . . . . . . . 111Community Services Management And Budget Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .112Parks, Recreation and Open Space. . . . . . . . . . . . . . . . . . .113Planning and Development Services . . . . . . . . . . . . . . . .117Veterans Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .124Geographic Information . . . . . . . . . . . . . . . . . . . . . . . . . . . .127Libraries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133

ENVIRONMENTAL SERVICES . . . . . . . . . . . 137Environmental Services Administration. . . . . . . . . . . . . .139Environmental Health & Safety . . . . . . . . . . . . . . . . . . . . . .140Water Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .144Cooperative Extension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .147

GENERAL SERVICES ADMINISTRATION. . 149Administration / Support . . . . . . . . . . . . . . . . . . . . . . . . . . .151Physical Plant. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .155Central Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .157Fleet Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .160Security and Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .163Criminal Justice/General Government . . . . . . . . . . . . . . .166Field Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .167Utilities/Life Safety/Environmental . . . . . . . . . . . . . . . . . .171County Building Agreements . . . . . . . . . . . . . . . . . . . . . . .173

HUMAN SERVICES. . . . . . . . . . . . . . . . . . . . . 175

MEDICAL EXAMINER . . . . . . . . . . . . . . . . . . 185

EMERGENCY MEDICAL SERVICES . . . . . . . 187Emergency Medical Services . . . . . . . . . . . . . . . . . . . . . . . .190

FIRE-EMERGENCY MANAGEMENT . . . . . . 191Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .192Emergency Management . . . . . . . . . . . . . . . . . . . . . . . . . . .198

Table of Contents iii

Table of Contents

PUBLIC SAFETY COMMUNICATIONS. . . . 201

CCBI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203

SHERIFF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207Law Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 208Detention. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212

NON-DEPARTMENTAL . . . . . . . . . . . . . . . . 215Non-departmental (Public Agencies) . . . . . . . . . . . . . . . 215Non-departmental (Memberships) . . . . . . . . . . . . . . . . . 217Non-departmental (Non-Departmental) . . . . . . . . . . . . 218Non-departmental (Health Benefits) . . . . . . . . . . . . . . . . 219Non-departmental (Risk Management - Cost of Claims) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220Non-departmental (Soil & Water Conservation District) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221Non-departmental (Contingencies) . . . . . . . . . . . . . . . . . 223Non-departmental (Transfers) . . . . . . . . . . . . . . . . . . . . . . 224

EDUCATION . . . . . . . . . . . . . . . . . . . . . . . . . . 225Wake County Public School System . . . . . . . . . . . . . . . . . 225Wake Technical College . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227

DEBT SERVICE . . . . . . . . . . . . . . . . . . . . . . . . 229Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230

SPECIAL REVENUE FUNDS . . . . . . . . . . . . . 235Capital Area Workforce Development . . . . . . . . . . . . . . . 235Emergency 911 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237Fire Tax District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238Grants and Donations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242Housing and Community Revitalization. . . . . . . . . . . . . 246Major Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 248Revaluation Reserve. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251

ENTERPRISE FUNDS . . . . . . . . . . . . . . . . . . . 253Solid Waste Management . . . . . . . . . . . . . . . . . . . . . . . . . . 253South Wake Landfill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255

COMMUNITY IMPROVEMENT PLAN . . . . 257Introduction and Highlights . . . . . . . . . . . . . . . . . . . . . . . . 257Capital Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261How to Read the Community Improvement Plan . . . . 264FY 2010 Appropriations and Funding Sources . . . . . . . 266

DETAILED SEVEN-YEAR SUMMARY OF SOURCES AND USES . . . . . . . . . . . . . . . . . . . 267Detailed Seven-Year Summary of Sources and Uses . 267Operating Budget Impact . . . . . . . . . . . . . . . . . . . . . . . . . . 273Horizon Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274Community Improvement Plan Project . . . . . . . . . . . . . 275

CIP - COUNTY CAPITAL. . . . . . . . . . . . . . . . . 281

CIP - EDUCATION . . . . . . . . . . . . . . . . . . . . . . 347

CIP - FIRE RESCUE . . . . . . . . . . . . . . . . . . . . . 363

CIP - MAJOR FACILITIES . . . . . . . . . . . . . . . . 371

CIP - SOLID WASTE . . . . . . . . . . . . . . . . . . . . 379

FINANCIAL PLANNING MODEL . . . . . . . . . 387

SUPPLEMENTAL INFORMATION . . . . . . . . 391Wake County Facts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 391Demographic Statistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 393

GLOSSARY OF BUDGET TERMS . . . . . . . . . 395Glossary of Budget Terms . . . . . . . . . . . . . . . . . . . . . . . . . . 395

INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 403Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 403

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PReader’s Guide to the Budget
PurposeThis budget book summarizes all public serviceprograms provided by County government andrepresents the annual plan for the allocation ofresources.The budget presented covers the period ofJuly 1, 2009, to June 30, 2010 (“fiscal year 2010”).

Process and PoliciesThis section explains the budget process, the budgetcalendar, the fund structure, the basis of accounting/budgeting, and other financial policies.

Sample Fund Summary Format:Operating Budget Departmental and Fund SummariesFor each department and fund, summary informa-tion is provided on expenditures, revenues andstaffing for FY 2008 actual results; the FY 2009budget, both adopted and current as of March 31,2009; and FY 2010 recommended budget. A sampleof the format is provided below:

Budget HighlightsIn this section are revenue and expenditure summa-ries for the total County budget and an overview ofrevenues, expenditures, staffing and County organi-zation.

EducationThis section outlines the County’s appropriations tothe Wake County Public School System and WakeTechnical Community College operating budgets.

Community Improvement PlanThese sections provide detailed budget informationabout the County’s seven-year Community Improve-ment Plan.

FY2008 Actual

FY2009 Adopted Budget

FY2009 Amended

FY2010 Recommended

BudgetPersonnel ServicesOperating ExpensesCapital Outlay

2010 Fiscal Year Recommended Budget Reader’s Guide to the Budget 3

Budget Process

Multi-year Business Planning ProcessWake County’s multi-year business planning processemphasizes strategic planning and target-orientedservice delivery efforts. All departments were askedto develop a three-year (2009 to 2011) business planthat incorporates strategic thinking and continuousimprovement. The business plan identifies what thedepartment wants to accomplish, how it intends toachieve these accomplishments, the costs and reve-nues associated with specific plans and the measuresthat determine whether outcomes are being achieved.The plan clearly defines priorities as a way to focusattention on the most important accomplishmentsthat should be achieved over time.

Because the business plans provide a multi-yearroadmap for resource needs and successful manage-ment of service delivery, they are an integral part ofthe budget process.The business plans include thedepartment’s prioritization of services. Business plansare updated and refined annually.

Formulation of the County Manager’s Proposed BudgetThe annual budget process commences in the fall ofthe preceding year, with the distribution of theBudget Instruction Manual and the development ofthe budget calendar. The calendar establishes thetime lines for the process, including the date ofsubmission of departmental requests, budget worksessions and public hearings that lead to final adop-tion of the budget.

Department requests are based on Budget Instruc-tional Manual guidance. Each request must relate tothe organization’s program objectives in preparingcost estimates. Before considering budget reductionsor expansions, the “base budget” is developed. Thebase budget is generally defined as the cost ofproviding the same services, at the same levels, in thenext fiscal year. The Budget and ManagementServices Department develops a target base for eachdepartment. The target is based on several factors,including salary projections, annualization of newinitiatives and facilities, removal of one-time costsfrom the prior year, and other factors. Once the

target is established, department staff may modify theamounts within the target total, but may not exceedthe target, except for certain contractual obligations.

County departments also submit options forreducing their base budgets. In FY 2010, depart-ments submitted reductions totalling 10% of theirannual operating budgets. The options had to bepermanent in nature, as opposed to one-time savings.All reduction options were evaluated not only forpotential savings, but for their near-term and long-term service impacts.

Areas of new services or service expansions requestedby departments were based on a strong definition ofthe issue, strategic alignment of plan and objectives, aclear statement of what is trying to be accomplished,and identification of opportunities to collaborate orpartner with others. Each expansion item wasanalyzed based on these objectives. These requestswere received and compiled by the budget staff.

Board of Commissioners’ Authorization and AppropriationsIn compliance with the North Carolina Local Govern-ment Budget and Fiscal Control Act (G.S. 159-8) theBoard of Commissioners adopts an annual balancedbudget ordinance for all governmental and proprie-tary funds except funds authorized by project ordi-nances. All budget ordinances are prepared on themodified accrual basis of accounting. The annualbudget for governmental funds and proprietary fundsmust be adopted no later than July 1. Agency fundsare not required by state law to be budgeted. Allcapital projects funds and certain special revenuefunds (Revaluation Reserve, Capital Area WorkforceDevelopment, Housing and Community Revitaliza-tion, Grants and Donations) and expendable trustfunds are budgeted under project ordinances span-ning more than one fiscal year and are controlled byproject. Project appropriations continue until theprojects are complete.

County Manager’s AuthorizationFor those funds for which annual budgets areadopted, appropriations are budgeted and controlled

4 Budget Process 2010 Fiscal Year Recommended Budget

Budget Process

on a functional basis and amended as necessaryduring the fiscal year. The County Manager is autho-rized to transfer budgeted amounts within any fund;however, any transfers exceeding $75,000 shall bereported to the Board of Commissioners. Revisionsthat alter the total appropriations of any fund must beapproved by the Board of Commissioners.

Budget ImplementationOnce the budget is adopted, on July 1 it becomes thelegal basis for the programs of each department of theCounty during the fiscal year. No department orother agency of the County government may spendmore than approved and appropriated amounts.Financial and programmatic monitoring of depart-mental activities to ensure conformity with theadopted budget takes place throughout the year.Copies of the Adopted Budget can be found in theCounty’s five regional libraries and may be obtainedfrom the Budget and Management Services Depart-ment. The Adopted Budget is also published online atthe County’s website: www.wakegov.com.

Unencumbered appropriations lapse at the end of thefiscal year and are returned to fund balance for re-appropriation. The County Manager is responsiblefor maintaining a balanced budget at all times. Ifthere is an excess of expenditures over revenues, theCounty Manager will take actions necessary to rebal-ance the budget.

2010 Fiscal Year Recommended Budget Budget Process 5

Business Planning & Budget Process Cycle

Note: This chart depicts the integration of the annualbudget cycle and business planning processes.

August - SeptemberReview actual results from prior year for inclusion in

Business Plans

September - DecemberDepartments update business plans and develop Operating

Budget requests

JanuaryMid-Year Budget

Projections

JanuaryBoard of Commissioners

Retreat

September - DecemberCIP Team meets with

Departments

FebruaryDepartments Submit

Operating Budget Requests for Budget Analysts Review

MayFormal Presentation of

Recommended Operating and Capital Budgets

JulyNew Fiscal Year

BeginsJune

Commissioners hold public hearing, work session, and

adopt Operating and Capital Improvement Plan Budgets

6 Business Planning & Budget Process Cycle 2010 Fiscal Year Recommended Budget

Budget Calendar for Fiscal Year 2010

Date Budget ActivityNovember 24, 2008 Budget Kickoff with Extended Management Team

January 23, 2009 Departments submit FY 2010 Operating Budget RequestsDepartments submit FY2010 Expansion Requests & Reduction OptionsDepartmental Business Plans Updated

April 3, 2009 Community Improvement Plan Review--Meetings conducted by Facilities Design and Construction, General Services Administration and Budget and Management Services

May 2009 Board of Education and Wake Technical Community College submit formal budget requests

May 18, 2009 Formal presentation of FY 2010 Recommended Budget and Community Improvement Plan to Board of Commissioners at regularly scheduled meeting

June 1, 2009 Public Hearing on Operating Budget, annual Community Plan and any proposed fee or tax changes

June 8, 2009 Special Budget Work Session with Board of Commissioners

June 15, 2009 Adoption of FY 2010 Operating Budget and Community Improvement Plan at regular Board of Commissioners meeting

2010 Fiscal Year Recommended Budget Budget Calendar for Fiscal Year 2010 7

Fund Structure

The County’s accounts are organized on the basis offunds and account groups, each of which isconsidered a separate accounting entity. The opera-tions of each fund are accounted for with a separateset of self-balancing accounts comprised of assets,liabilities, fund equity, revenues, and expenditures orexpenses as appropriate.

Wake County’s governmental resources are allocatedto and accounted for in individual funds based uponthe purposes for which they are to be spent and themeans by which spending activities are controlled. Inthe budget, various funds are grouped into two broadfund types and then into fund categories within eachtype.

Governmental Fund TypesGeneral Fund The general fund is the primary operating fund of theCounty. It is used to account for all financialresources except those required to be accounted forin another fund. The primary revenue sources are advalorem taxes and federal and state grants. Theprimary expenditures are for education, humanservices, public safety, environmental, cultural, recre-ational and general governmental services.

The general fund is first subdivided into functionalareas (e.g., general government or public safety) andthen further divided into individual departments ordivisions (e.g., finance department or fire/rescuedivision).

Debt Service FundThe debt service fund is used to account for principaland interest payments for bonds associated withcapital projects for the County, Wake County PublicSchool and Wake Technical Community College.

Special Revenue FundsSpecial revenue funds are used to account for theproceeds of specific revenue sources (other thanexpendable trusts or major capital projects) that arelegally restricted to expenditures for specifiedpurposes. The County maintains seven specialrevenue funds: Capital Area Workforce DevelopmentFund, Fire Tax District Fund, Grant and DonationsFund, Housing and Community Revitalization Fund,Major Facilities Fund and Revaluation Reserve Fund.

Fund TypeGeneral Fund Debt Service Special Revenue Capital Project Proprietary

General Fund Debt Service Fund

Capital Area Workforce Development Fund

County Capital Projects Fund

Solid Waste Management Fund

Fire Tax District Fund Fire Tax District Capital Projects Fund

South Wake Landfill Fund

Grants and Donations Fund Major Facilities Capital Projects Fund

Major Facilities Fund Solid Waste Capital Projects Fund

Revaluation Reserve Fund Wake County Public Schools Capital Projects Fund

Housing and Community Revitalization Fund

Wake Technical Community College Capital Projects Fund

8 Fund Structure 2010 Fiscal Year Recommended Budget

Fund Structure

Capital Project Funds Capital project funds are used to account for financialresources to be used for the acquisition or construc-tion of major capital facilities (other than thosefinanced by proprietary funds, certain special assess-ments, or trust funds). The County has six capitalproject funds within the governmental fund types:County Capital Projects Fund, Wake County PublicSchools Capital Projects Fund, Wake TechnicalCommunity College Capital Projects Fund, Fire TaxDistrict Capital Projects Fund, Major FacilitiesCapital Projects Fund, Solid Waste Capital ProjectsFund.

Proprietary Fund TypesEnterprise FundThe enterprise funds are used to account for opera-tions that are financed and operated in a mannersimilar to private business enterprises - where theintent of the governing body is that the costs(expenses, including depreciation) of providinggoods or services to the general public on acontinuing basis be financed or recovered primarilythrough user charges. The County has two enterprisefunds: the Solid Waste Management Fund and theSouth Wake Landfill Fund.

2010 Fiscal Year Recommended Budget Fund Structure 9

Fund Structure Charts

Key:O: All, or most, operating funding for this unit is budgeted in the General FundD: Unit has a specific division in this Special Revenue FundM: Unit has either primary, or shared, responsibility for managing this fundP: Unit manages selected projects within this fund

Organizational Units Gen

eral

Fun

d

Cap

ital A

rea

Wor

kfor

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evel

opm

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und

Deb

t Ser

vice

Fun

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Fire

Tax

Dis

tric

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d

Gra

nts

and

Don

atio

ns F

und

Hou

sing

and

Com

mun

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evita

lizat

ion

Fund

Maj

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ties

Fund

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tion

Res

erve

Fun

d

Cou

nty

Cap

ital I

mpr

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ent F

und

Fire

Tax

Dis

tric

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und

Maj

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ties

Cap

ital T

rust

Fun

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Was

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apita

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WC

PSS

Cap

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roje

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lege

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Board of Commissioners OBoard of Elections O PBudget and Management Services O M M M M M MCommunity Services O PCounty Attorney OCounty Manager OEnvironmental Services O P M D MFacilities Design and Construction O M M MFinance O M M M M MGeneral Services Administration O P PHuman Resources OHuman Services O D P DInformation Services O PMedical Examiner ONon-Departmental OPlanning OEmerg Mgmt, Fire/Rescue, CCBI O M P MRegister of Deeds ORevenue O MSheriff O PWake County Public Schools O MWake Technical Community College O M

10 Fund Structure Charts 2010 Fiscal Year Recommended Budget

Wake County Government FY 2010 Organizational Chart

Wake County Schools

Wake Technical Comm. College

Clerk to the Board

Environmental Services

Fire & Emergency Management

Human Services

Community Services

CCBI

Emergency Medical Services

Board of Elections

Office of the Sheriff

Register of Deeds

Public Affairs

Workforce Development

Board of County Commissioners

Wake County Citizens

County ManagerCounty Attorney

Revenue

Finance

General Services Administration

Human Resources

Information Services

Deputy County Manager

Budget & Mgmt Services

Facilities, Design & Construction

Intergovernmental Relations

Deputy County Manager

2010 Fiscal Year Recommended Budget Wake County Government FY 2010 Organizational Chart 11

Basis of Budgeting and Basis of Accounting

Basis of BudgetingAll funds of the County are budgeted for andaccounted for during the year on the modifiedaccrual basis of accounting in accordance with NorthCarolina General Statutes. Under the modifiedaccrual basis, revenues are recognized in theaccounting period in which they become measurableand available to pay liabilities of the current period.Expenditures are recognized in the accounting periodin which the costs for goods or services are incurred(except for un-matured principal and interest ongeneral long-term debt, which are recognized whendue).

The County maintains encumbrance accounts underwhich purchase orders, contracts and other commit-ments are reserved against available appropriations.

The level of control, or level at which expendituresmay not legally exceed the budget, is the departmentlevel for the General Fund and the fund level for allother funds. Any change in appropriation level of thefund must be approved by the Board of Commis-sioners. The County Manager or the Director ofBudget and Management Services may approve anychanges within a fund that do not require an altera-tion of the appropriation level. Appropriations lapseat year-end, except appropriations for the Commu-nity Improvement Plan Fund, which are carriedforward until the project is completed.

Basis of AccountingBasis of accounting refers to how revenues andexpenditures or expenses and related assets andliabilities are recognized in the accounts and reportedin the combined financial statements.

The governmental funds (General Fund, SpecialRevenue and Capital Projects Funds) are alsopresented on a modified accrual basis in thecombined financial statements in the ComprehensiveAnnual Financial Report (Financial Statements). Theaccounting records for the County’s enterprise andinternal service funds are reported on a full accrualbasis of accounting. Under this basis of accounting,revenues are recognized in the period earned andexpenses are recognized in the period incurred.

The Financial Statements present the status of theCounty’s finances on the basis of generally acceptedaccounting principles (GAAP). In most cases, GAAPpresentation conforms to the County budget presen-tation. Exceptions are as follow:

Compensated absences are accrued as earned byemployees per GAAP as opposed to beingexpended when paid.

Principal payments on long-term debt within theproprietary funds are applied to the outstandingliability on a GAAP basis as opposed to beingexpended on a budget basis.

Capital Outlay within the Proprietary Funds isrecorded as assets on a GAAP basis and expendedon a Budget basis.

Depreciation expenses are recorded on a GAAPbasis only.

The Financial Statements include fund expendi-tures and revenues on both a GAAP basis and abudgetary basis for comparison purposes.

12 Basis of Budgeting and Basis of Accounting 2010 Fiscal Year Recommended Budget

Financial Policies

Note: This section addresses Wake County’s majorfinancial policies governing the budget process andbudget implementation. For more detailed informa-tion on County financial policies, please visit thefollowing website: [http://www.wakeemployees.com/finance/Finance Manual/index.html]

Wake County’s financial policies establish a founda-tion for the fiscal strength of County government.These policies guide the Board of Commissionersand the County Manager as they make decisionsconcerning resource allocations.

The financial condition of the County must be main-tained at the highest level to assure resources areavailable to meet the community’s ever-changingneeds.The following policies, reflecting the County’scommitment to continued fiscal strength, are relatedto the adoption and implementation of the annualbudget. Further, they are designed to assure that theCounty maintains the highest credit ratings possiblegiven prevailing local economic conditions.

Operating BudgetThe County shall operate under an annual balancedbudget ordinance whereby the sum of net revenuesand appropriated fund balances equals the expendi-ture appropriations. The Local Government Budgetand Fiscal Control Act (G.S. 159-8) requires abalanced budget ordinance from all local govern-ments. Revenue projections shall be set at realisticand attainable levels, sufficiently conservative toavoid shortfalls, yet accurate enough to avoid aregular pattern of setting tax rates that producesignificantly more revenue than is necessary to meetexpenditure requirements.The County shall notdevelop budgets that include operating deficits thatrequire the use of one-time resources to cover recur-ring expenses. The County’s annual budget shall beadopted by July 1 and shall be effective for a fiscalperiod beginning July 1 and ending June 30.

ReservesThe County shall maintain a total General Fundbalance of at least fifteen percent (15%) and an unre-served fund balance of at least 11% of the followingfiscal year’s General Fund adopted budget in order to

provide the County with adequate working capitaland investment income. Any unreserved fundbalance is available for appropriation only for one-time non-recurring expenses. Any appropriation to acontingency account in the County’s general fundshall not exceed one percent (1%) of the total generalfund budget.

RevenuesThe County shall diversify its revenue sources to theextent possible to reduce reliance on the property tax.Periodically, the County will review specificprograms and services that are identified to be poten-tial areas for funding through user fees. The Board ofCommissioners will determine the level of costrecovery for the program or service. For example,building inspection fees will be set at a level sufficientto recover the full costs of the services and solid wastefees shall be set at a level sufficient to recover the fullcosts of the solid waste enterprise operations.Soundcash management practices shall augment revenuesavailable to the County. The County shall maintainan active investment portfolio in which 100% of alltemporarily idle funds are invested daily.

Capital ImprovementsThe County adopts a seven-year CommunityImprovement Plan (CIP) to be revised and approvedannually. The County shall appropriate all funds forcapital projects with a capital project ordinance inaccordance with state statutes. Typically, capitalexpenditures included as a project in the CommunityImprovement Plan shall cost at least $100,000 andhave a useful life of at least ten years. The Board ofCommissioners will determine actual funding for thecapital projects on an annual basis.

Debt PoliciesThe ability of Wake County to issue debt in themarket place with a AAA bond rating saves the citi-zens millions of dollars by allowing the County toissue debt with a lower interest rate than non-AAAunits.

2010 Fiscal Year Recommended Budget Financial Policies 13

Financial Policies

Debt Planning GuidelinesProvide capital facilities as needed.

Preserve the County’s AAA bond rating.

Ensure sufficient flexibility to meet future obliga-tions and take advantage of opportunities.

The County will maintain a debt affordabilitymodel that assesses the future impact of thecurrent bond programs as well as the dedicatedfunding stream used to finance the capitalprogram.This model provides the County with aforecast of future debt capacity and associated debtservice payments.

The County will maintain a CIP budget planningcycle of at least seven years.This will providemanagement the ability to plan and fund neededcapital facilities.

The following revenues are dedicated to the CIPmodel:

15.76 cents of the property tax;

The portion of Article 40 and 42 of sales tax thatare statutorily-dedicated to school capital (30%and 60% respectively);

Any federal, state or local grants that are used forcapital improvement;

Any General Fund unrestricted interest earn-ings.The County will dedicate unrestrictedGeneral Fund interest income to the DebtService Fund, which it uses to account for all itsdebt service payments. This dedication matchesinterest earnings on investments with interestexpense on variable rate debt as economicconditions vary.

Debt Service GuidelinesMany ratios and rankings are reviewed by the ratingagencies.The County does not directly control mostof the economic indicators used by the rating agen-cies, such as per capita wealth, growth of the laborforce and unemployment rates; however, several arecontrolled by management and are addressed below.The County will compute the following debt calcula-tions each year and benchmark against other AAA-

rated units.When available, statistics are includedwith ratios from the 42 AAA-rated counties nation-wide.Although the Board of Commissioners has notformally adopted specific debt limits, these standardsprovide the framework for developing the County’sCommunity Improvement Plan.

Guideline 1: The Debt Service Fund will maintain afund balance that is no less than 19% of the subse-quent fiscal year’s debt service payments throughNovember. The 19% represents approximate debtservice payments through November.The debtmodel currently exceeds this guideline.

Guideline 2: The County’s seven-year capital planshould be funded with debt funding comprising 70%- 85% of the total funding; cash (“pay-as-you-go”)funding should make up the remaining 15% -30%.Pay-as-you-go funding provides the Countywith a flexible cash flow so that the debt can be issuedat the most opportune market time rather than whenconstruction payments are due.A pay-as-you-gocomponent to the capital program is a significantelement that contributes to the financial integrity ofthe County and its ability to maintain a AAA bondrating.The debt model currently meets this guideline.

Guideline 3: To promote asset and liability manage-ment, the County will issue variable ratedebt.However, the long-term variable rate debtcomponent should not exceed 25% of the County’stotal outstanding debt.The concept of this manage-ment tool is that the County matches interest incomefrom investments with interest expense on the vari-able rate debt in the debt service fund.These revenuesand expenditures (or asset and liabilities) move in thesame direction as they react to market condi-tions.This concept is used by many “AAA” units totake advantage of historically lower variable debtrates while reducing the stress on budgeting.

Guideline 4: The average AAA- rated entity repays70% of bond principal within 10 years, one of thefactors considered by the rating agencies.

Guideline 5: The amount of general obligation netdebt (including municipal net debt) per capita shouldbe consistent with other AAA units. Per capita debt is

14 Financial Policies 2010 Fiscal Year Recommended Budget

Financial Policies

considered to be a basic benchmark that depicts ajurisdiction’s burden on the general population.

Guideline 6: The combined County and municipaldebt should not exceed four percent of the county-wide tax base.Based on historical funding levels aswell as standards used by credit rating analysts, it isadvisable that the County not incur a level of totaloutstanding general obligation debt that exceeds fourpercent of the tax base.This level of debt includesdebt issued by Wake county government as well asdebt issued by the various municipalities within theboundaries of Wake County.Municipal debt isincluded since the municipal taxpayer bears theburden of debt issued by the respective municipalgovernment and by county government (in NorthCarolina property within municipal boundaries isalso within the county boundaries).Furthermore,credit rating analysts typically consider this total debtlevel in a layered system of governments such as existin Wake County.

Guideline 7: Wake County government’s netoutstanding debt should not exceed 2.5%of thecountywide tax base.North Carolina state law permitslocal governments to issue debt up to eight percent ofthe total assessed valuation.Consistent with theCounty’s desire to maintain a AAA bond rating,Wake County has adopted 2.5% as a guideline.

Guideline 8: Wake County’s annual debt servicepayments should not exceed 20% of the general fundand debt service budget.The County’s annual debtservice payment will not exceed 20% of the GeneralFund and Debt Service Fund budgets. (Note: Dividetotal annual debt service payments by the totals of theGeneral Fund expenditure budget plus the DebtService Fund expenditure budget, less the transferbetween the two funds). This computation is a ratiothat rating agencies use to judge the government’sability to make debt payments and to continue torespond to operating priorities.

User Fee PolicyNorth Carolina General Statutes (NCGS) authorizethe setting of fees by counties in Section 153A - 102.The statute reads: “The board of commissioners mayfix the fees and commissions charged by county offi-

cers and employees for performing services or dutiespermitted or required by law. The board may not,however, fix fees in the General Court of Justice ormodify the fees of the register of deeds prescribed byG.S. 160-10 or the fees of the board of electionsprescribed by G.S. 163-107.”

The purpose of the User Fee Policy is to establishguidelines, in accordance with NCGS 153A-102,which shall be used by the County Manager to deter-mine fees and commissions that are not statutorilyrestricted. Furthermore, this policy also establishesguidelines for the county government regarding theinstitution of fees for performing services or dutiespermitted or required by law.

User fees are an allowable manner of paying forservices that generate direct benefits to persons whoreceive the service.The County encourages the estab-lishment of fees at a level that maximizes reve-nues.Fees shall be developed based on the cost ofproviding services and county-wide goals and objec-tives as set by the Board of Commissioners.

All user fees shall be evaluated annually and updatesshall be presented to the Board of Commissionersduring the annual budget process.

Fees charged to individuals or organizations forparticipation in government-regulated activities,such as building permits, land disturbance fees, andcode enforcement permits, are considered “regula-tory fees.”

Regulatory fees shall be set at a level that strives torecover full costs (direct and indirect costs, such asdepreciation or usage costs associated with capitalassets) of providing the service, unless statutoryrestrictions limit the fee amount.

Non-regulatory fees are charged for a wide variety ofservices; therefore, more in depth criteria must beused in establishing the fees.There are two primarypurposes for non-regulatory fees:1) to influence theuse of the service and 2) to increase equity.The deter-mination of the level of cost recovery varies based onwhich purpose applies.


Financial Policies

A. If the purpose of the fee is to regulate and influ-ence the use of the service, the fee shall be set torespond to demand.The amount of costs recoveredshall be secondary, with impact on demand being theprimary guiding principle.

1. If the purpose of the fee is to discourage use of theservice, fees shall be set at a level to recover fullcosts of providing the service.

2. If the purpose is to provide a service for a fee butnot discourage its use, fees shall be set so thatdemand for the service is not significantlyreduced, while recovering partial costs ofproviding the service.

B. If the purpose of the fee is to improve equity bycharging users for the consumption of goods andservices, the following criteria should be consideredin setting the fee:

1. If the service is purely a private good and does notenhance community-wide quality of life, the feeshall be set according to market rates and shallstrive for full cost recovery.Whether or not theservice is deemed to enhance community-widequality of life will depend on the goals and objec-tives of the County.

2. If the service provides broader public benefitsthrough its consumption, thereby enhancingcommunity-wide quality of life, the fee shall be setso that use of the service is not discouraged,demand for the service is unchanged and partialrecovery of costs is obtained.

3. If low-income citizens are included in the popula-tion of service recipients, fees for theirparticipation shall be set to recover partial costs ofproviding the service, as long as this can beaccomplished without precluding their use.Asliding-scale fee is one strategy for accomplishingthis.

If a service is provided by the County using generalfund dollars to fully fund the service (therefore no feecharged), it is acceptable to set a fee for the use of theservice for nonresidents of the County.An example ofthis includes public libraries.

Adopted by the Board of Commissioners on March 13,2000.

Business Investment Grant PolicyPolicy Objective: Support the development of aneconomic environment that attracts or encouragesnew investment, creates new jobs, and results in adiverse tax base.

Eligible Projects: A company (“Economic develop-ment projects”) may be eligible for a Business Invest-ment Grant if they meet both a New InvestmentThreshold and New Jobs Threshold. Special consider-ation may be given to corporate, regional, or divi-sional headquarters projects for Fortune 500companies and large international companies.

New Investment Threshold: New companies may beeligible for a Business Investment Grant for newinvestments, which exceed $100,000,000 (onehundred million dollars) in 2004 dollars. For eachsubsequent year, the amount of new investment willbe increased by CPI and rounded to the nearestmillion dollars. New investment is defined as,“improvements to real estate, machinery, equipment,and other business personal property.” The value ofland is not included in the calculation of new invest-ment. New investment must exceed $100,000,000 inasset valuation, as determined by the Wake CountyRevenue Department. Existing Wake County busi-nesses may be eligible for a Business InvestmentGrant for new investments, which exceed$50,000,000 in 2004 dollars provided that existingtaxable assessed valuation exceeds $75,000,000 in theyear the grant agreement is approved. Only the valueof the new investment will be used to calculate theamount of the incentive grant.

New Jobs Threshold: New companies are eligible fora business investment grant when the investmentthreshold is met and at least 50 new jobs are created.New jobs are defined as a net increase in thecompany’s number of full-time, Wake Countyemployees. A full-time employee is defined as aperson who is employed by the company for at least35 hours per week and whose wages are subject towithholding. The average wage for new jobs must pay120% of the average wage for Wake County, as

16 Financial Policies 2010 Fiscal Year Recommended Budget

Financial Policies

defined by the North Carolina Department ofCommerce Finance Center. (In 2004, the averagewage was $605 per week; 120% would be $726 perweek.) Existing Companies are eligible for a BusinessInvestment Grant when the investment threshold ismet, the company currently employs at least 250 full-time employees, and at least 50 new jobs are created.The average wage for the new and existing jobs mustpay 120% of the average wage for Wake County, asdefined by the North Carolina Department ofCommerce Finance Center.

The Company must also agree to provide healthinsurance in at least the minimum amount requiredfor tax credits under the William S. Lee Act, as itexisted on the date of the approval of the policy.Under these provisions, a company must providehealth insurance for full-time positions and pay aminimum of 50% of the premiums.

Revised October 17, 2005


Financial Models

Capital and DebtWake County uses a long-term financial planningmodel for its Community Improvements Program(CIP) and the General Fund.The County funds itsCIP through a dedicated funding approach.Dedi-cated revenues include portions of the County’s prop-erty tax (currently 15.76 cents) and sales taxes plusthe income from the County’s investments, includinginvestments held in the County’s general fund, capitalprojects funds and debt service fund.

The CIP is financed from a combination of debt andcash financing.The CIP-dedicated revenues aredeposited into the County’s debt service fund andcapital projects funds.Revenues deposited into theCounty’s debt service fund are used to pay debtservice on the County’s general obligation bonds andrevenues deposited into the County’s capital projectsfunds are used to pay capital project expendituresdirectly.

The primary revenues deposited into the debt servicefund include a portion of the property tax (currentlyabout 67% of the 15.76 cents) plus the entire portionof sales taxes that is required by state law to supportpublic school capital outlay.Investment income fromthe County’s general fund and debt service fund is theother source of revenue.The remaining 33% of the15.76 cents property tax plus various other revenuesare deposited into the County’s capital projects funds.

The County uses its long-term financial planningmodel to balance revenues, expenditures and fundbalances over time to ensure that CIP needs are metwhile maintaining compliance with federal tax lawrelated to tax-exempt bonds.Key assumptions in themodel include the projected rate of growth of prop-erty and sales taxes and projected interest rates onCounty investments and future borrowings.TheCounty continually reviews model assumptions andCIP needs to ensure that the CIP stays on track and, itnecessary, makes adjustments to the long-term finan-cial plan long before any shortfall arises.

OperatingRecently, the County has developed a similar long-term financial planning model for its general fund,

taking into account general fund revenue, expendi-tures, transfers, and fund balance.The County usesthe model to consider both County and school oper-ating needs over a four-year period and make deci-sions regarding tax rates, resource allocation andfund balance level.The County management believesthat a multi-year planning model for operatingpurposes permits it to better anticipate and plan forlong-term operating requirements, increase its leadtime for key operating decisions, and improve itsassessment of the long-term impact o factions takenin connection with the current year operatingbudget.In addition, the model assists in balancingCIP and long-term operating needs.

Key assumptions in the general fund model includethe same growth rates of property and sales taxes asin the capital financial model. Other areas whereassumptions are made include operating impact ofcapital facilities that will open during the comingyears, pay increases, and contractual increases.Mostrevenue estimates are based upon historical growthrates while departmental expenditures are held flatexcept for Human Services.The Human ServicesDepartment typically receives additional revenuefrom the State; consequently, its budget is expected tocontinue to increase each year.In addition to buildingin the operating impact of new schools when they areopened, the general funds model provides for addi-tional funding each year based upon student growth.

Note: Additional information on the financial planningmodel is found after the CIP section of this document.

18 Financial Models 2010 Fiscal Year Recommended Budget

Long-Range Planning

The County’s leadership and management believethat a long-range approach to budgeting provides thefoundation for effective annual operating budgetsthat support the County’s long-range goals and objec-tives. The Board participates in numerous long-rangeplanning efforts, including Board of Commissioners’goal-setting, long-range financial modeling(discussed above), and, in selected services, strategiclong-range planning.

Board of Commissioners’ Goals At its April 13, 2009 work session, the Board ofCommissioners adopted 15 goals for the 2009calendar year. The Board designated five (5) of thegoals as priorities and directed staff to address theremaining ten (10) goals in a less urgent manner.

The first three priority goals were grouped around“The Economy and Jobs”:

1. Develop and approve a budget for FY 2010 whichmaintains the property tax rate at 53.4 cents.

2. Work with Wake Technical Community College,the Wake County Economic Development Programand existing businesses to attract new jobs, retainjobs and provide training to individuals in transi-tion.

3. Maximize the use of federal “stimulus” funds to:

Retain or add jobs in the region, through infra-structure projects;

Offset potential reductions in the County’soperating and/or capital budgets; and

Assist Wake County citizens (in transition).

Discussion: The County Manager has proposed abudget for FY 2010 that does not increase the tax rateon real property or personal property such as heavyequipment and personal vehicles. This decision tonot make up projected revenue shortfalls with a taxincrease complies with Goal #1 and is consistent withthe Board of Commissioners’ desire to not createfurther hardships on the County’s taxpayers who arecurrently struggling through an economic recession.

County staff continues to work closely with WakeTechnical Community College, the local Chamber ofCommerce’s Wake County Economic Developmentprogram, and local business associations to attracthigh quality employment opportunities to the area.

From July 2008 through May 2009, Wake County has(or will) add nine (9) new businesses creating at least576 new jobs to the County over the next five (5)years. In addition, another 20 businesses haveannounced plans to expand within five (5) yearsincluding major expansions at WakeMed, RexHealthcare Outpatient Center, Bayer, a new NationalGuard Building, and SAS data handling. Theseexpansions are expected to create more than 4,650new jobs with majority being created by the NationalGuard building (4,200).

The Capital Area Workforce Development Program,partly funded by the County, is one of the State’s mosteffective agencies at using grant monies to implementinitiatives geared toward creating jobs and retainingand/or improving the work skills of Wake County’sresidents.

The proposed budget includes over $3.0 million offederal stimulus funding for the Hammond RoadDetention Center Expansion, and over $400,000 ofstimulus monies for the Sheriff ’s Office. The fundingfor the jail is in the form of an Energy EfficiencyConservation Block Grant which will be used to helpreduce energy costs and implement utility conserva-tion measures in a facility that operates around theclock. The stimulus funds will be used to pay forenergy efficient lighting and HVAC systems as thenew jail is being constructed, thereby enabling $3million of federal monies to help pay for this capitalproject that otherwise would have been paid for withlocal dollars. The other $400,000 of federal stimulusfunds will be used to help upgrade and improve thefiring range used by deputy sheriffs.

During the spring of 2009, the Board of Commis-sioners also approved the receipt of nearly $4.0million in additional stimulus funds for Countydepartments. Most of this funding ($3.2 million) isbeing used by the Capital Area Workforce Board toassist those who are unemployed with job training

2010 Fiscal Year Recommended Budget Long-Range Planning 19

Long-Range Planning

and temporary employment. In addition, the Work-force Development Board uses stimulus funding forHomelessness Prevention ($582,000), Food andNutrition Assistance ($70,000), and Transportationfor residents accessing services at the County’sHuman Services facilities. The County will continueto seek federal stimulus assistance and to work withthe State, the Wake County Public School System,Wake Technical Community College, and other agen-cies to maximize the use of stimulus funds.

The fourth goal is in the interest of “Improving theMental Health System in Wake County”:

4. Implement the County’s Plan to improve MentalHealth Services in Wake County including:

The partnership with Holly Hill Hospital for 44beds;

The construction of continuum of care facilities(crisis and assessment center, short-termpsychiatric beds, secure detox unit, and asubstance abuse inpatient treatment center);

An interim contract with the State of NorthCarolina for 24 beds until the continuum ofcare facilities is operational;

Reorganization of the LME; and

Partnerships with the Sheriff ’s Office, EMS andothers.

Discussion: The County is aggressively improvingthe level, quality, and amount of mental healthservices throughout the community. A “Continuumof Care” initiative has been implemented to offerservices not found in most other North Carolinacounties. The initiative is part of Wake County’scommitment to prevent or divert full patient hospi-talizations, shorten hospital stays, and to help fillservice gaps in the area of Mental Health.

The proposed draft FY 2010 budget plans of both theGovernor and State Senate include funding throughDecember 31, 2009 for Dorothea Dix Hospital. Inaccordance with a prior agreement with the State, theCounty must include funding for the Hospitalstarting on January 1, 2010.

The County is also on track to open its Mental HealthContinuum of Care Complex in the fall of 2010. Theproject will consist of screening, triage, referral andcrisis assessment services and a total of 48 beds forvarying levels of short term care within two differentbuildings.

With local short stays facilitated by these care units,consumers will remain near family and providersupport systems and will be able to re-integrate intooutpatient care more quickly.

The Board of Commissioners’ fifth goal seeks to“Highlight the County’s Role in EnvironmentalStewardship and Green Initiatives”:

5. Update/enhance the County’s EnvironmentalStewardship Agenda to incorporate strategies forsustainability and “green initiatives” including:

Expanding the use of alternative fuel vehicles;

Pursuing Leadership in Energy and Environ-mental Design (LEED) certification for largecapital projects;

Continuing to make energy efficient improve-ments and upgrades in buildings;

Expanding partnerships in reuse and recycling;and

Establish a Citizen’s Task Force to evaluatecurrent strategies and recommend changes andnew strategies.

Discussion: The County continues to replace regulargas vehicles in its fleet with hybrid vehicles. TheCounty Manager’s proposed budget provides fundingfor 21 vehicles to be converted to hybrids. In addi-tion, the County is actively pursuing federal stimulusmonies to replace more vehicles with alternative fuelvehicles including hybrid electrics.

The County is also continuing to pursue LEED certi-fications for its largest buildings. The new HammondRoad Detention Center (Jail) Expansion and theplanned Justice Center will be LEED certified. Othersmaller projects will utilize sustainable principles andfollow LEED guidelines for certification without

20 Long-Range Planning 2010 Fiscal Year Recommended Budget

Long-Range Planning

incurring the additional cost of the actual LEEDcertification process.

In late FY 2009, the County will expand the locationsand operating hours of facilities that accept items thatare typically difficult to dispose of; e.g. computers,large appliances, toxic fluids, household hazardouswaste. These items will be collected by the Countyand properly disposed of and/or recycled.

As mentioned earlier, the County continues to look atenergy efficient upgrades including the use of L.E.D.lighting, super insulated roof systems, collection andreuse of condensated water from mechanical systems,low flow toilet fixtures, and occupancy sensors forlight switching. The Citizens Energy AdvisoryCommittee was established to provide valuable guid-ance to the County be reviewing and evaluatingenergy use projections and ensuring that new Countyinfrastructure projects employ energy consciousdesigns and features.

Continuing Goals from Prior Years: The Board ofCommissioners also approved, in April 2009, ten (10)goals that were originally established in previousyears. The commissioners directed staff to activelypursue these goals, but at a lesser priority than thefive (5) goals highlighted above. These remaininggoals are on the working lists and project agendas ofvarious County departments. Progress is being madeon each of the following goals and they are expectedto be achieved by the end of the 2009 calendar year:

6. Building Human Capital: Implement plan todeliver human services that will enable citizens toachieve and/or maintain middle class status, ulti-mately reducing dependence on governmentalsupport.

7. Education: Work with the Wake County PublicSchool System and Wake Technical CommunityCollege to:

Modify capital project schedules in light ofslower economic growth and bond issuances;

Develop operating budget strategies that do notrequire increasing the property tax rate butreflect education as a priority in Wake County.

8. Continue to maintain the County’s AAA bondrating with all three financial rating agencies.

9. Transportation Strategies: Work with stake-holders, including the Wake County delegation,regional transportation organizations, municipali-ties and the business community to advance theCounty’s transportation needs.

10. Collaborative Water Resources Management:Ensure that all municipalities have a voice in thedevelopment of regional solutions for water resourcemanagement in Wake County.

11. Enhanced Delivery Systems for Fire/Rescue andEMS: Initiate discussions with contracted serviceproviders to identify consolidation opportunities infire/rescue service and EMS delivery and identifyother strategies that will yield more effective andefficient fire/rescue and emergency medical services.

12. Gang Prevention: Continue implementation ofstrategies recommended by the Wake County GangPrevention Task Force to bolster prevention andreduce the prevalence of gang activity in WakeCounty.

13. Urban County Leadership: Continue to take aleadership role among the largest, urbanizing coun-ties to discuss common issues and to promotecommon legislative agendas including thoseinvolving transportation, water supply, Medicaidfinancing and air quality, for example.

14. Criminal Justice Facilities: Continue to imple-ment a courthouse and criminal justice long-termcapital plan.

15. Support for Cultural Arts: Continue to highlightthe unique and varied cultural and artistic aspectsof the community.


Long-Range Planning

Advisory Boards and Long-RangePlanning

The County also engages advisory boards, commis-sions, and task forces to develop long-range plans forselected service areas. Some of the boards are time-limited efforts, while others are permanent, standingcommittees. Below is a description of several boardsthat provide long-range guidance in selected services.

Blue Ribbon Committee on Infrastructure: TheBlue Ribbon Committee is a partnership of WakeCounty, the Greater Raleigh Chamber of Commerce,the Wake County Mayors Association, the WakeCounty Public School System, Wake Tech, area busi-ness and civic leaders, and representatives of Stateand other public agencies.

The task force is charged with compiling an inventoryof current infrastructure plans and projected costs forpublic and technical schools, transportation, waterand sewer, libraries, parks, open space, jails andpublic buildings, determining funding needs andgaps, and preparing a final report, that was deliveredto the Board of Commissioners in May 2006.

The Blue Ribbon Committee continues to work onfocused projects including long-range planning, thedevelopment of regional transportation projects, andthe aggressive pursuit of federal stimulus monies toimprove the community’s infrastructure and createnew jobs. The full committee most recentlyconvened in May 2009.

Board of Adjustment: Hears and acts on appeals,variances and special uses in Wake County zoningcases.

Citizens Facilities Advisory Committee: Formed inJune 2006, the Citizens Facilities AdvisoryCommittee (CFAC) is charged with evaluating theWake County Public School System’s (WCPSS)capital improvement program, school design criteria,construction management and service deliverymethods. Although the committee is initiallyreviewing WCPSS’ facility program, it has recentlyexpanded its role by reviewing Wake County capitalprojects.

The CFAC issued its report on WCPSS’s buildingprogram in September 2007 and a report on WakeCounty facilities in November 2008.

Criminal Justice Partnership Advisory Board: Thisboard examines the local criminal justice system andidentifies areas that could be improved through local,community-based initiatives. Members of the Boardinclude members from the many different segmentsof the criminal justice system.

Fire Commission: The Commission advises theBoard of Commissioners on fire protection andsuppression issues. This advisory group adopted along-range business plan in 2005 that included appa-ratus and compensation components. In 2008, revi-sions to the business plan were adopted by the FireCommission to include staffing goals and facilitycomponents.

Historic Preservation Commission: This commis-sion is charged with planning for the preservation ofWake County’s heritage by preserving districts andlandmarks that embody important elements ofculture, history, architectural history or prehistory.The Commission also promotes the use and conser-vation of districts and landmarks for the education,pleasure and enrichment of the County and State as awhole.

Human Services and Environmental Services Advi-sory Board: This is a policy and advocacy board,charged with representing the broad interests of thecommunity through statutorily defined representa-tion. The Board meets regularly in committee and asa whole to set policy, review agency services, advisesthe County’s Human Services Director, monitorprogress towards outcomes, and advocate for neededchanges in service delivery and resource allocation.

The Board serves the community by providing policyguidance and advocacy in the prevention of disease;the promotion of public health; the effective provi-sion of social services programs; and the care forpeople with mental illness, developmental disabili-ties, or substance abuse problems.

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Long-Range Planning

Library Commission: Advises the Board ofCommissioners on the operation of the Wake CountyLibrary System. This Commission reviews andprovides feedback on long-range plans for libraryconstruction and service delivery.

Open Space and Parks Advisory Committee: Thiscommittee makes recommendations to the Board ofCommissioners regarding parks, recreation and openspace programs, facilities, resources and recreation-related needs of the County. The Committee alsoreviews long-range plans for the County’s parks andreviews land purchases using Open Space bondproceeds.

Planning Board: This board advises the County onplanning and zoning matters to ensure that the devel-opment and future use of land in Wake County willoccur in a planned and harmonious manner thataccommodates future population growth, maintainsthe character of various communities, and respectsthe values of the County’s residents.

Special Task Forces: The County Commissionershave also established task forces to address long-termissues in selected service areas. Examples of suchareas include growth management, gang prevention,employee health insurance, and stormwater manage-ment.


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24 2010 Fiscal Year Recommended Budget

udget H
BTotal Revenues By Fund
FY 2008Actual

FY 2009Adopted

FY 2009Amended

FY 2010Recommended

General Fund $ 918,487,828 984,360,000 971,220,888 953,600,000

Debt Service Fund 138,512,211 180,784,000 180,784,000 195,824,000Special Revenue FundsCapital Area Workforce Development 4,483,742 4,655,000 4,655,000 3,585,000Emergency 911 790,742 – – –Fire Tax District 17,972,141 20,312,000 20,312,000 20,331,000Grants and Donations 7,770,497 3,449,000 6,043,522 3,683,000Housing and Community Revitalization 3,984,071 3,829,000 3,829,000 4,768,000Major Facilities 32,543,440 32,800,000 35,600,000 33,312,000Revaluation Reserve 1,126,163 1,100,000 1,100,000 850,000

County Capital ProjectsCounty Capital Projects 58,355,872 80,251,000 80,180,533 356,561,000Fire Tax District Capital Projects 4,563,895 7,600,000 7,368,967 4,050,000Major Facilities Capital Trust 907,496 1,025,000 1,025,000 1,000,000Solid Waste Capital Projects 1,991,166 2,747,000 2,822,000 4,020,000Wake County Public Schools Capital Projects – 363,231,000 – 15,068,000Wake Technical Community College Capital

Projects1,449,309 36,638,000 28,262,355 47,295,000

Enterprise FundSolid Waste Management 22,852,535 13,362,000 13,815,617 12,712,000South Wake Landfill 3,216,552 15,600,000 16,075,057 15,431,000

Total Revenues 1,219,007,660 1,751,743,000 1,373,093,939 1,672,090,000

Less Interfund Transfers (187,656,775) (218,508,000) (186,160,539) (219,155,015)

Total Revenues All Funds Net of Interfund Transfers

$ 1,031,350,885 1,533,235,000 1,186,933,400 1,452,934,985

2010 Fiscal Year Recommended Budget Total Revenues By Fund 25

Total Revenues By Source

FY 2008Actual

FY 2009Adopted

FY 2009Amended

FY 2010Recommended

Taxes $ 779,323,901 833,136,000 819,877,559 812,360,300

Federal 20,149,189 17,663,507 23,593,652 20,355,141State 110,804,579 116,185,042 119,270,405 125,629,970Local 6,607,699 3,816,714 4,474,659 3,702,533Charges For Services 85,252,963 87,281,063 81,588,466 85,715,938Licenses & Permits 4,325,616 5,506,337 3,968,337 4,124,719Fines & Forfeitures 52 – – –Interest Income 20,348,844 20,653,544 63,743,632 7,072,954Miscellaneous 2,918,181 968,079 (1,121,742) 2,928,430Other Financing Sources 1,619,861 448,024,714 71,538,431 391,045,000

Total Revenues by Source $ 1,031,350,885 1,533,235,000 1,186,933,400 1,452,934,985

55.9% Taxes

1.4% Federal

8.6% State

0.3% Local

5.9% Charges For Services

0.3% Licenses & Permits0.5% Interest Income

0.2% Miscellaneous

26.9% Other Financing Sources

26 Total Revenues By Source 2010 Fiscal Year Recommended Budget

Expenditures By Use

FY 2008Actual

FY 2009Adopted

FY 2009Amended

FY 2010Recommended

General Services Administration $ 24,950,471 29,146,602 29,221,860 27,020,958

Human Services 239,200,187 251,295,034 252,372,020 238,347,447Debt Service 137,832,067 180,784,000 180,784,000 195,824,000General Government 47,167,407 51,483,603 47,937,128 43,186,699Environmental Services 33,747,028 37,851,085 38,222,071 36,579,025Public Safety 102,212,636 107,561,569 106,937,487 104,832,328Community Development and Cultural 57,664,246 55,643,107 57,872,208 54,803,754Capital Projects 88,621,466 123,014,000 115,086,855 406,756,000Education 318,292,265 696,456,000 327,218,550 345,584,774

Total Operating Expenses $ 1,049,687,773 1,533,235,000 1,155,652,180 1,452,934,985

1.9% General Services

16.4% Human

13.5% Debt Service

3.0% General Government

2.5% Environmental Services

7.2% Public Safety

3.8% Community Development 23.8% Education

28.0% Capital Projects

Services

and Cultural

Administration

2010 Fiscal Year Recommended Budget Expenditures By Use 27

Expenditures By Type

FY 2008Actual

FY 2009Adopted

FY 2009Amended

FY 2010Recommended

Salary / Benefits $ 224,317,738 210,544,125 208,872,809 206,245,755

Supplies, Materials and Other Charges 433,649,968 826,719,772 451,590,067 487,323,367Budget Reserves – 10,165,485 3,017,020 4,684,615Contractual Services 181,325,539 210,214,284 216,845,528 201,513,441Debt 137,938,314 179,003,000 179,029,151 195,764,350Capital Outlay 72,456,214 96,588,334 96,297,604 357,403,457

Total Expenditures by Type $ 1,049,687,773 1,533,235,000 1,155,652,180 1,452,934,985

14.2% Salary / Benefits

33.5% Supplies, Materialsand Other Charges

0.3% Budget Reserves

13.9% Contractual Services

13.5% Debt

24.6% Capital Outlay

28 Expenditures By Type 2010 Fiscal Year Recommended Budget

Summary of Revenues, Expenditures and Changes In Fund Balance

General FundFY 2008

ActualFY 2009Adopted

FY 2009Amended

FY 2010Recommended

Operating RevenuesTaxes $ 728,934,223 780,051,000 766,792,559 759,595,300

Federal 8,692,648 8,437,584 9,731,733 9,375,785State 105,037,093 114,019,179 116,154,669 113,148,292Local 3,259,269 3,245,500 3,245,000 3,221,900Charges For Services 58,502,842 61,520,163 55,628,310 62,026,882Licenses & Permits 4,315,208 5,492,337 3,954,337 4,116,219Interest Income 786,386 623,544 498,544 58,954Miscellaneous 459,588 768,079 768,079 678,668Total Operating Revenues 909,987,257 974,157,386 956,773,231 952,222,000

Operating ExpensesCapital Projects – – – –Community Development and Cultural 24,213,027 25,801,529 25,198,970 24,453,504Education 318,292,265 333,225,000 327,218,550 330,516,774Environmental Services 9,260,266 9,574,470 8,519,782 8,012,025General Government 44,363,664 50,383,603 46,475,635 42,336,699General Services Administration 24,945,890 29,146,602 29,196,860 27,020,958Human Services 227,908,012 240,154,749 239,908,523 227,552,152Public Safety 85,585,309 89,942,047 88,555,808 86,823,873Total Operating Expenses 734,568,433 778,228,000 765,074,129 746,715,985Revenues Over (Under) Expenditures 175,418,824 195,929,386 191,699,102 205,506,015

Other Financing Sources (Uses)Transfers In 8,480,711 1,297,000 1,297,000 1,378,000Transfers Out (183,976,699) (206,132,000) (206,146,760) (206,884,015)Bond Proceeds and other financing

transactions19,860 – – –

Total Other Financing Sources (Uses) (175,476,128) (204,835,000) (204,849,760) (205,506,015)

Revenues and Other Sources Over (Under) Expenditures and Other Uses

(57,304) (8,905,614) (13,150,658) –

Fund Balance at Beginning of Year 169,095,926 169,038,622 169,038,622 155,887,964

Fund Balance at End of Year 169,038,622 160,133,008 155,887,964 155,887,964

2010 Fiscal Year Recommended Budget Summary of Revenues, Expenditures and Changes In Fund Balance 29


Debt Service FundsFY 2008


FY 2009Amended

FY 2010Recommended

Operating RevenuesState – – – 10,000,000Interest Income 12,771,869 17,525,000 17,525,000 6,526,000Miscellaneous 1,342 – – –Total Operating Revenues 12,773,211 17,525,000 17,525,000 16,526,000

Operating ExpensesDebt Service 137,832,067 180,784,000 180,784,000 195,824,000Total Operating Expenses 137,832,067 180,784,000 180,784,000 195,824,000Revenues Over (Under) Expenditures (125,058,856) (163,259,000) (163,259,000) (179,298,000)

Other Financing Sources (Uses)Transfers In 125,739,000 146,664,000 146,664,000 159,726,000Bond Proceeds and other financing

transactions– 16,595,000 16,595,000 4,274,000

Total Other Financing Sources (Uses) 125,739,000 163,259,000 163,259,000 164,000,000


680,144 – – (15,298,000)



30 Summary of Revenues, Expenditures and Changes In Fund Balance 2010 Fiscal Year Recommended Budget


Special Revenue FundsFY 2008


FY 2009Amended

FY 2010Recommended

Operating RevenuesTaxes 49,793,332 53,085,000 53,085,000 52,765,000Federal 10,593,512 8,725,923 10,778,390 7,979,356State 2,316,883 1,255,863 1,697,910 1,629,482Local 898,430 571,214 668,526 480,633Charges For Services 780,795 159,000 162,266 924,397Licenses & Permits 1,908 – – –Fines & Forfeitures 52 – – –Interest Income 1,353,999 – 54 –Miscellaneous 158,186 – (15,384) 49,117Total Operating Revenues 65,897,097 63,797,000 66,376,762 63,827,985

Operating ExpensesCommunity Development and Cultural 33,451,219 29,841,578 32,673,238 30,350,250Environmental Services 389 94,615 185,615 –General Government 2,803,743 1,100,000 1,461,493 850,000General Services Administration 4,581 – 25,000 –Human Services 11,292,175 11,140,285 12,463,497 10,795,295Public Safety 16,627,327 17,619,522 18,381,679 18,008,455Total Operating Expenses 64,179,434 59,796,000 65,190,522 60,004,000Revenues Over (Under) Expenditures 1,717,663 4,001,000 1,186,240 3,823,985


transactions– 27,000 27,000 –

Total Other Financing Sources (Uses) (4,329,935) (4,001,000) (3,986,240) (4,775,985)


(2,612,272) – (2,800,000) (952,000)





Enterprise FundsFY 2008


FY 2009Amended

FY 2010Recommended

Operating RevenuesFederal 4,800 – – –State 1,195,044 910,000 910,000 852,196Charges For Services 21,446,724 22,650,900 22,650,900 22,469,659Licenses & Permits 8,500 14,000 14,000 8,500Interest Income 1,812,265 714,000 714,000 420,000Miscellaneous 892,776 200,000 200,000 1,200,645Total Operating Revenues 25,360,109 24,488,900 24,488,900 24,951,000

Operating ExpensesEnvironmental Services 20,884,794 25,435,000 26,694,673 24,547,000Total Operating Expenses 20,884,794 25,435,000 26,694,673 24,547,000Revenues Over (Under) Expenditures 4,475,315 (946,100) (2,205,773) 404,000

Other Financing Sources (Uses)Transfers In 708,978 468,000 884,000 972,000Transfers Out (2,849,978) (3,527,000) (3,196,000) (3,596,000)Total Other Financing Sources (Uses) (2,141,000) (3,059,000) (2,312,000) (2,624,000)


2,334,315 (4,005,100) (4,517,773) (2,220,000)





Capital Improvement FundsFY 2008


FY 2009Amended

FY 2010Recommended

Operating RevenuesTaxes 596,346 – – –Federal 858,229 500,000 3,083,529 3,000,000State 2,255,559 – 507,826 –Local 2,450,000 – 561,133 –Charges For Services 4,522,602 2,951,000 3,146,990 295,000Interest Income 3,624,325 1,791,000 45,006,034 68,000Miscellaneous 1,406,289 – (2,074,437) 1,000,000Total Operating Revenues 15,713,350 5,242,000 50,231,076 4,363,000

Operating ExpensesCapital Projects 88,621,466 123,014,000 115,086,855 406,756,000Education – 363,231,000 – 15,068,000Environmental Services 3,601,579 2,747,000 2,822,000 4,020,000Total Operating Expenses 92,223,045 488,992,000 117,908,855 425,844,000Revenues Over (Under) Expenditures (76,509,695) (483,750,000) (67,677,779) (421,481,000)


transactions1,600,001 418,492,000 56,480,025 368,301,000

Total Other Financing Sources (Uses) 49,054,388 483,750,000 89,959,804 421,481,000


(27,455,307) – 22,282,024 –





All FundsFY 2008


FY 2009Amended

FY 2010Recommended

All FundsOperating RevenuesTaxes 779,323,901 833,136,000 819,877,559 812,360,300Federal 20,149,189 17,663,507 23,593,652 20,355,141State 110,804,579 116,185,042 119,270,405 125,629,970Local 6,607,699 3,816,714 4,474,659 3,702,533Charges For Services 85,252,963 87,281,063 81,588,466 85,715,938Licenses & Permits 4,325,616 5,506,337 3,968,337 4,124,719Fines & Forfeitures 52 – – –Interest Income 20,348,844 20,653,544 63,743,632 7,072,954Miscellaneous 2,918,181 968,079 (1,121,742) 2,928,430Total Operating Revenues 1,029,731,024 1,085,210,286 1,115,394,969 1,061,889,985

Operating ExpensesCapital Projects 88,621,466 123,014,000 115,086,855 406,756,000Community Development and Cultural 57,664,246 55,643,107 57,872,208 54,803,754Debt Service 137,832,067 180,784,000 180,784,000 195,824,000Education 318,292,265 696,456,000 327,218,550 345,584,774Environmental Services 33,747,028 37,851,085 38,222,071 36,579,025General Government 47,167,407 51,483,603 47,937,128 43,186,699General Services Administration 24,950,471 29,146,602 29,221,860 27,020,958Human Services 239,200,187 251,295,034 252,372,020 238,347,447Public Safety 102,212,636 107,561,569 106,937,487 104,832,328Total Operating Expenses 1,049,687,773 1,533,235,000 1,155,652,180 1,452,934,985Revenues Over (Under) Expenditures (19,956,749) (448,024,714) (40,257,210) (391,045,000)


transactions1,619,861 435,114,000 73,102,025 372,575,000

Total Other Financing Sources (Uses) (14,380,135) 435,114,000 42,070,804 372,575,000


(34,336,884) (12,910,714) 1,813,593 (18,470,000)




Overview of Changes in Fund Balance

Overview of Changes in Fund BalanceFor FY10, several County funds will use fund balanceas a revenue source. The use of fund balance is typi-cally restricted to funding expenditures that are one-time or where the use of fund balance was planned aspart of an overall funding approach that has beenfactored into the long-term financial strength of theindividual fund. The following information high-lights the uses of fund balance for each of the majorfund types.

General FundAs a policy, the County may appropriate fund balanceas a revenue source equal to 2% of non-education,non-capital expenditures to serve as a “margin oferror.” Although used for budgeting purposes, it ishoped that appropriated fund balance will not beneeded during a fiscal year, as either realized revenuewill exceed estimates or actual expenditures will beless than budgeted.

At the end of FY 2008, the County had an unreservedfund balance of roughly 8%, which is below GeneralFund goals (see section on Financial Policies). TheFY 2009 Adopted Budget included $8.9 million inappropriated fund balance, consistent with theCounty’s “margin of error” approach to the use offund balance. However, given that departmentalbudgets have been reduced during FY 2009 due torevenue shortfalls, the historic level of departmentalsavings may not be achieved. County staff have takenseveral measures throughout the fiscal year tomonitor and conserve expenditures to avoidlowering the General Fund’s unreserved fundbalance. Appropriated fund balance was notincreased during FY 2009 to compensate for revenueshortfalls.

The FY 2010 General Fund budget includes noappropriated fund balance. While County policiespermit the limited use of appropriated fund balance,it has been determined that none should be applied tothe FY 2010 budget as part of a long-term strategy toto increase undesignated reserves as a portion of theGeneral Fund budget.

Debt Service FundThe County utilizes a Debt Service Fund for paymentof all principal and interest on long-term debt. Aportion of property taxes and sales taxes are dedi-cated for funding debt service with revenuesincreasing as the tax base grows. While the revenuestream is relatively consistent, debt service expendi-tures fluctuate from year to year. To accommodatethese fluctuations within the consistent revenues, adebt service fund balance is maintained to provideadditional funding where projected revenues are notexpected to fully fund debt service expendituresbased on the debt amortization.

The County’s policy is to maintain a minimum fundbalance of 19% in the debt service fund and modelsforecast revenues and expenditures to assure that thededicated portions of property and sales tax are suffi-cient for funding the debt. In FY 2010, roughly $10.4million of fund balance will be used in accordancewith this practice. This amount has been factoredinto the County’s long-range financial model, and theuse of fund balance in FY2010 is part of the long-range capital finance strategy.

Special Revenue FundsThe Special Revenue Funds are projected to use$832,000 in fund balance during FY 2010. Thisamount is associated with project funding in theMajor Facilities Fund. This use of fund balance isplanned as part of funding various community orga-nizations’ capital projects as approved by both theWake County Board of Commissioners and CityCouncil of the City of Raleigh. This is a decrease ofnearly $2 million from the FY 2009 AmendedBudget. During FY 2009 additional fund balance wasappropriated for specific projects. Financialmodeling is also used for this fund to ensure thatlong-term commitments do not exceed anticipatedfuture revenue sources.

Enterprise FundsThe Solid Waste Operating Fund will transfer $2.2million of undesignated fund balance to the SolidWaste Capital Fund. Of the total transfer, approxi-mately $2.0 million will be for the design and installa-

2010 Fiscal Year Recommended Budget Overview of Changes in Fund Balance 35

Overview of Changes in Fund Balance

tion of a landfill gas collection system at Feltonsville(closed) Landfill, study the most beneficial reuse typeof landfill gas (i.e. direct piping, electrical genera-tion), and begin implementation of the beneficalreuse. The remaining transfer of $220,000 will beused to study maximizing the life of the South WakeLandfill and benefit future gas production.

For FY 2010, the Solid Waste Management divisionwill not use undesignated fund balance to supple-ment ongoing operations.

36 Overview of Changes in Fund Balance 2010 Fiscal Year Recommended Budget

Revenue Highlights and Fee Changes

Property TaxThe property tax is Wake County's largest revenuesource, comprising roughly 60% of all General Fundrevenues. Property tax is levied against real andpersonal property not exempt from taxation. Realproperty includes real estate values for all commer-cial, industrial, and residential buildings, and land.Personal property includes vehicles, boats, aircraft,and all business personal property.

Values of real property are assessed every eight yearson an octennial cycle. The last revaluation took effectJanuary 1, 2008, increasing the County's tax base to$115.8 billion, an increase of 41% over the prior year.The next property revaluation is scheduled to takeeffect January 1, 2016. Values of public servicecompanies are assessed every year by the StateDepartment of Revenue.

Outside of revaluation years, growth in the tax base isdriven by new construction. Permits for newconstruction declined during FY08, and havedeclined further during FY09. The FY10 propertytax projection reflects the significant slowdown inconstruction, as the tax base is expected to growroughly 1% over FY09 actuals. This growth rate issignificantly less than recent years when the tax basegrew by 5% or more annually. Each component ofthe FY10 property tax base is discussed below.

Composition of Tax Base FY10 Estimates

Real Property will increase by just over $2 billion, or1.7%, over the FY09 estimate to a total of $101.25billion. This reflects the downturn in new construc-tion.

The personal property and vehicles portion of the taxbase are projected to decrease by 4% and 2.5% respec-tively. Personal property reflects the value of businessequipment, which is declining from FY09. Vehicle

sales are presently down from prior years, resulting inan older stock of taxable vehicles county-wide. It isestimated that the vehicle portion of the tax base willcontract by 2.5% during FY10.

The public services tax base component includes thetaxable assets of public utilities such as gas and elec-tric utilities, communications companies, railroadcompanies, and the rolling stock and fleet equipmentof highway and air transportation companies. TheState Department of Revenue determines the valuesof taxable assets for utilities companies annually. TheFY10 valuation is expected to decrease by 5% to $2.83billion.

The County's property tax collection rate continuesto be one of the highest in the state at 98.70 percent ofthe levy billed. In FY10, every one cent of the generalfund property tax rate will generate approximately$11.519 million.

County staff anticipates little property tax basegrowth in FY 2011, and possibly in future years. Thecurrent low number of construction permits beingissued during the Spring of 2009 suggests that theFY11 tax base may not improve.

.

Sales TaxWake

Sales TaxThe County’s second largest revenue source is thesales tax. There are four statutory authorizations for

Real Property $ 101.25 billion Business Personal Property $ 6.15 billionPublic Service $ 2.83 billionMotor Vehicles $ 7.43 billionTotal $ 117.66 billion

mill

ions

2010 Fiscal Year Recommended Budget Revenue Highlights and Fee Changes 37


sales tax, with three different distribution methods.At present, the State authorizes four Articles of salestax that all counties collect. Each Article applies tothe same “basket” of tangible goods, with the excep-tion of Article 44, which does not apply to food prod-ucts.

The State’s Department of Revenue collects all salestax revenues and distributes proceeds to Counties oneither a per capita or point-of-sale basis. Revenuereceipts are on a 3-month delay (e.g., the tax fromsales that took place in January 2009 were received inApril 2009).

The FY 2009 Adopted Budget for sales taxes was$145.7 million. This assumed growth of roughly4.5% over FY 2008 actuals (as estimated in April2008). The economic slowdown, however, hasaffected sales tax revenues significantly. Using datathrough January 2009 sales, it is estimated that FY2009 actuals will be down 2%-5% below FY 2008actuals. In February 2009, the Board of Commis-ioners revised the FY 2009 sales tax budget down to$137.1 million. Staff continues to monitor monthlyreceipts closely and update end-of-year estimates.These projections are consistent with sales tax esti-mates from other North Carolina counties and theState of North Carolina’s estimates.

For FY 2010, the budget assumes that the localeconomy will begin to recover during the summar of2009 and that by the end of the fiscal year, the Countywill realize a 1.5% growth in sales. However, evenwith the projected improvement in sales activityduring FY 2010, sales tax revenues will decline whencompared to the FY09 actuals, with some of thedecrease attributed to the next phase of the StateMedicaid “swap” legislation. As the State of NorthCarolna assumes the cost of the former CountyMedicaid Match, it will assume more sales tax reve-nues. On October 1, 2008, the State began to retainthe 1/4 cent per capita portion of the Article 44 salestax. Beginning October 1, 2009, the State will retainthe 1/4 cent point-of-sale portion. This will completethe State’s assumption of Article 44 revenues.

Also taking effect October 1, 2009, Article 42 will bedistributed on a point-of-sale basis, rather than the

current per capita method. Because of the largevolume of sales within Wake County, this increasessignificantly the County’s revenues from this Article.By statute, 60% of Article 42 proceeds must be usedfor school construction or debt service.

The Medicaid legislation also affects revenues fromArticle 39, a one-cent sales tax returned to WakeCounty and its municipalities in a point-of-saledistribution. State law requires Counties to holdmunicipalities “harmless” for their revenue lossesfrom the Medicaid legislation. This began October 1,2008, when Wake County began losing a portion ofArticle 39 revenues to hold cities harmless for theirArticle 44 per capita losses. Hold harmless amountswill increase beginning October 1, 2009 sales, whenWake County must also hold cities harmless for theremainder of Article 44.

Article 40 is not affected by the Medicaid swap legis-lation. Revenues are distributed on a per capitalbasis. In addition to the 1.5% assumed growth insales, an additional 1.5% increase is budgeted forArticle 40, as Wake County’s proportion of the state’stotal population continues to increase.

The total sales tax revenues included in the FY 2010budget is $122,633,000. This is a decrease of roughly

thou

sand

s

38 Revenue Highlights and Fee Changes 2010 Fiscal Year Recommended Budget


$23.1 million from the FY 2009 Adopted Budget. Ofthis decrease, roughly $8.7 million is due to theMedcaid “swap” legislation, and the remaining $14.4million decrease is due to the economy.

The distribution of all sales tax receipts within thecounty is currently based on the population of thevarious governmental units in Wake County.

Real Property Excise TaxState statutes provide for counties to collect an excisetax on transfers of real property. The tax levied oneach recorded deed is $2.00 per $1,000 property valu-ation and is collected by the Register of Deeds. WakeCounty receives one-half of the collections as revenueto support County services with the other halfremitted to the state. The FY 2010 budget reflects a27.5% increase over the projected FY 2009 actualamount, and a 40.9% decrease compared to FY 2009Adopted budget.

Lease/Rental Vehicle TaxIn FY 2001, the General Assembly eliminated theproperty tax on daily leased and rental vehicles (vehi-cles leased less than 365 days). To hold local govern-ments harmless, the legislation provided for an alter-native 1½ percent gross receipts tax on vehicles leasedor rented less than 365 days. The County is projectedto receive approximately $2.50 million dollars fromthis revenue source in FY 2010 based on collectionsduring the current fiscal year and historical trendinformation.

Beer and Wine Excise TaxThe state levies an excise tax on beer and wine sales atthe wholesale level and remits a portion of the netproceeds to local governments. Participating citiesand counties share the proceeds on a per capita basis.Of the total tax on beer collected, counties and citiesreceive 23.75% of the amount collected; for fortifiedwine, local governments receive 22% of the proceeds;and for wine, local governments receive 62% of thetax proceeds. The FY 2010 amount budgeted is$750,000.

Licenses and PermitsThe largest revenue source in this category is frombuilding and construction permits. In FY 2010, theCounty anticipates receiving $4,116,219 in revenuefor this category which is a decrease of 25 percentfrom the FY 2009 Adopted level of $5,492,337. Thedecrease is primarily attributable to the decline inbuilding permits being issued countywide. Thebuilding permit fee structure is consistent with theBoard-adopted User Fee Policy as it provides fullrecovery of costs of the building inspection program.

Federal, State and Local Shared Revenue The County receives funding from the federal andstate governments for Human Services, the Sheriff,Community Services, Public Safety, and Environ-mental Services. These revenue sources are depen-dent upon actions by the legislative bodies of bothlevels of government, as well as upon administratorsof the respective programs. In FY 2010, shared reve-nues are expected to decrease by roughly $900,000from $114.00 in the FY 2009 Adopted Budget to$113.15 million the FY 2010 budget. This is offset bythe removal of the State Hold Harmless payment forthe Medicaid Swap legislation.

The majority of shared revenues are State revenuestreams that fund Human Services programs. Thesetotal $109.90 million. It is anticipated that the Statewill ultimately reduce this funding, as the Governor



and State legislature work to balance the State’s oper-ating budget. It is possible that during FY 2010, theCounty will need to revise its budget downward tocompensate for State funding reductions.

Fees and Charges for ServicesCharges for services include user fees for HumanServices, Sheriff, Public Safety, Register of Deeds,Recreation, Libraries, and other County servicesincluding contracts with the Wake County PublicSchools System for all school building inspection andplan review functions. Typically these types of feesfinance, in part, the County functions for which theyare assessed. All fees are consistent with the County’sUser Fee Policy, found behind the Process and Poli-cies tab of this book. Fee and Charges for Serviceschanges in FY 2010 are in the following sections.

Planning and Development Services Fees and ChargesThe FY 2010 Recommended Budget includes a fee increase to $184 to cover additonal costs of slab bonding inspections and a final builing inspection for pool permits for Planning and Development Services. This fee is an increase of $92 over the previous fee of $92. Slab bonding is a new inspection not previously required by the National Electric Codes (NEC) while the final inspection is being added to ensure that all private pools are in compliance with the NC Technical Codes and the Pool Ordinance adopted by the Wake County Environmental Services Public Health and Safety. The fee change was largely driven by contractors who require multiple inspections and visits from County inspectors for a single permit.

.Human Services Fees and ChargesIn FY 2010, Human Services will earn approximately21.1% of its revenue (or $32.00 million) from fees andcharges for services. These fees include Medicaidpayments, fees charged to clients in the County'shealth clinics, and vending and sales income. TheFY10 budget of $32.00 million is approximately$746,000 more than the FY09 adopted budget forHuman Services fees and charges. Medicaid chargesare projected to increase from $26.28 million to

$27.72 million, while many other client fees andreimbursements will decline slightly.

Sheriff Fees The Sheriff ’s Office receives payments for servingcivil process papers, executing criminal warrants,pistol and concealed weapon permit fees, firing rangeusage fees, and providing investigative reports. Otherfees collected by the Sheriff include jail fees from theFederal government for housing detainees awaitingtrial in Federal Court. Projected revenues from pistoland concealed weapon permits are being budgeted59% higher than in FY 2009. Actual receipts from FY2009 for these far exceeded the budget. Overall,Sheriff ’s Office revenues are rising by about 7.8%.

Emergency Medical Services FeesEmergency Medical Services (EMS) charges arerelated to the transportation of patients by para-medics for any medical reason. Wake County offers avoluntary subscription program for $60 per year for ahousehold. Subscribers are not responsible for out ofpocket costs when they use these emergency services.Non-subscribers are charged fees which are based onservices provided and applicable mileage, and arebased on the Medicaid Reimbursement Schedule.The County adjusted its fee schedule in FY 2008 torecover more service delivery costs and more closelyalign fees with comparable EMS systems. This EMSfee schedule is consistent with Wake County’s user feepolicy which states that if the fee is a non-regulatoryfee, and the purpose is to provide a service for a feebut not discourage its use, the fee shall be set so thatdemand for the service is not significantly reduced,while recovering partial costs of providing theservice. In FY 2010, a new fee will be added for theservices of the EMS Bike Team at special events. TheFY2010 budget anticipates an increase of 20% in EMSrevenues largely due to increased calls for service.

Environmental Services FeesThe Environmental Services Department providesservices which protect the natural environment andpublic health and safety. Developers require servicesin meeting their regulatory obligations which helpprotect the environment from harmful effects of



development. Service providers of food, lodging, andadult and child care facilities require county servicesto ensure health and safety requirements are met. Thedepartment intends to recover eligible costs forproviding these services through the imposition offees and charges. In FY 2010, department expects toreceive $948,000 from charges and fees and $822,000through permits. Together, anticipated fee and permitrevenue represents a revenue decrease of 25.3%compared to the FY 2009 Adopted Budget.

The FY 2010 budget includes fee changes for thefollowing department functions: animal shelter,tattoo artist inspections, and groundwater sampling.Animal shelter fees are designed to encourage adop-tion rates, especially senior pets, unbundle quaran-tine fees, and charge the only the cost of limitedmedical procedures. The budget anticipates anincrease of 13.3% in shelter revenues resulting fromthe fee changes.

Annual inspection of tattoo artists is required byNorth Carolina General Statutes. As a regulatoryservice, the department seeks to recover the cost ofproviding the service. The budget includes a feechange of $300 for permanent tattoo artists, which isan increase from $100. Temporary/visiting tattooartist will be charged $100 for a permit. The fees areexpected to generate $23,000 during FY 2010.

Changes to water sample fees intend to remove anembedded trip fee associated with each sample feeand to charge the actual cost for each test type. Fortests requiring staff collection, a new, single trip fee of$50 will be assessed. For FY 2010, water samplerevenue is anticipated to be $15,500.

Register of Deeds FeesThe Register of Deeds collects fees for most officialacts performed. Fees charged are for recording deeds,marriage licenses, and other instruments. The FY2010 budget anticipates a slight increase of 4.7% overthe projected FY 2009 projected actual amount, and adecrease of 29.6% compared to the FY 2009 Adoptedbudget.

Other RevenuesOther revenue includes contributions, reimburse-ments, sale of surplus property and materials, prop-erty rentals, parking fees, fines, and investments. Saleof surplus property is the largest of these sources,budgeted at just under $472,000. Revenues from thePublic Library Division’s annual book sale totals$150,000. Revenues classified as miscellaneous total$37,550.

Interfund TransfersInterfund transfers are transfers from other Countyfunds to the General Fund for various purposes. TheFY 2010 budget includes two transfers to the GeneralFund, totaling $1,378,000. The Solid Waste Enter-prise Fund will transfer $404,000 to the General Fundfor costs associated with supporting the activities ofthe Solid Waste Management division, including sala-ries and benefits in the General Fund departments ofEnvironmental Services, Facilities Design andConstruction, and Public Affairs division. Also, theMajor Facilities Trust Fund will transfer $974,000 tothe General Fund to pay the County’s 3% administra-tive cost for collecting the one percent tax onPrepared Food and Beverages and on Hotel/motelOccupancy revenues.

Appropriated Fund BalanceIn recent years, the County has regularly budgetedappropriated fund balance in the General Fund equalto 2% of non-education, non-capital expenditures toserve as the “margin of error.” Although used forbudgeting purposes, it is hoped that appropriatedfund balance will not be needed during a fiscal year,as either realized revenue will exceed estimates oractual expenditures will be less than budgeted.

The FY 2010 budget, however, includes no appropri-ated fund balance. This is part of a long-range effortto increase the General Fund undesignated reserves.

Non-General Fund RevenuesDebt Service FundDebt service fund revenues are comprised of transfersfrom the General Fund of property and sales tax reve-nues dedicated for debt service payments, and from



the Major Facilities Fund to fund debt service onFive-County Stadium. A transfer is also budgetedfrom the Fire Tax District to cover the cost of self-financing of fire apparatus. Interest income from theGeneral and Debt Service funds is an additionalfunding source. The largest of these is transfers fromthe General Fund, which totals $157,595,000. This iscomprised of $129,874,000 from property tax reve-nues and $27,721,000 from sales tax revenues.Smaller transfers come from the Major FacilitiesFund and Fire Tax Fund to finance specific debt-financed projects.

Fire Tax District The County has a single consolidated fire tax districtcreated to provide fire service to the unincorporatedareas of the County and the Town of Wendell. A taxrate is levied on all residential and commercial prop-erty in the district to fund both operating and capitalneeds. In FY 2010, the County recommends a tax rateof 8.00 cents, which is no change from the prior fiscalyear. The rate is expected to generate $20.29 million.Combined with the sale of replaced fire apparatus,the Fire Tax District FY 2010 Recommended Budgettotals $20.33 million.

Housing and Community Revitalization FundThe major revenue sources for this fund are:Community Development Block Grant and HOMEfederal funds administered by the U.S. Department ofHousing and Urban Development. These areexpected to total $3.39 million in FY 2010. TheCounty will also add an additional $650,000, to betransferred from the County Capital Projects Fund.The fund also receives program income from itsvarious projects, which are used to fund additionalhousing and community efforts.

Major Facilities A special revenue fund has been established toaccount for the proceeds from a 6% tax on occupancysales at hotels, motels and guest houses, and from a1% tax on sales of prepared food and beverage.Revenue from the occupancy tax is expected todecline by 6% during FY09 and remain flat during

FY10, as the economic downturn have resulted infewer hotel bookings. On the other hand, revenuesfrom prepared food and beverages has remainedstrong during the economic downturn, and areprojected to grow at a 5% pace during both FY09 andFY10. Total FY10 revenues for the fund equal$33,312,000, of which $13,806,000 is from occupancytaxes, $18,674,000 is from prepared food/beverage,and the remaining $832,000 is appropriated fundbalance. Proceeds from the taxes support tourismactivities in the County such as the construction ofstadiums, convention facilities, museums and parks.Proceeds from these two taxes represent 100% of thefund's revenues.

Revaluation ReserveThe sources of income for the Revaluation Reserveare an annual transfer from the General Fund andinterest earnings on the unexpended cash in the fund.For FY 2009, the total for Revaluation Reserve is$850,000.

Enterprise Funds Solid Waste Management FundSolid Waste Management operations in Wake Countyare accounted for in an enterprise fund, segregatingthe fund from reliance on property taxes. The reve-nues that support solid waste operations come fromhousehold fees, recycling proceeds, administrativesupport of the South Wake Landfill, grants, andinterest income.

For FY 2010, the recommended operating budgettotals $12.7 million. The household fee is set at $20per household per year which represents 66.8% of thetotal revenue in the Solid Waste Management Fund(after excluding a $2.2 million transfer to the SolidWaste Capital Fund from undesignated fundbalance).

South Wake Landfill Partnership FundThe South Wake Landfill Partnership operations areaccounted for in a separate enterprise fund, segre-gating the fund from reliance on property taxes andthe Solid Waste Management Fund. The fund ismanaged by the Solid Waste Division of Envrion-mental Service with input from munipical partners



including: Apex, Cary, Fuquay-Varina, Knightdale,Morrisville, Raleigh, Rolesville, Wake Forest,Wendell, and Zebulon.

For FY 2010, the recommended operating budgettotals $15.4 million. Revenues that support landfilland transfer station operations come from tippingfees and charges.

Included in the fee is a $2 per ton solid waste taxlevied by the State of North Carolina for all solidwaste disposed of in landfills. The tax revenue gener-ated is remitted to the state as required. With the tax,the tipping fees at the South Wake Landfill is $32 perton for commerical, municipal, and other users. Forthe City of Raleigh, the tipping fee is $29 per ton,which receives a $3 per ton large volume discountthrough an Interlocal Agreement.


Expenditure Highlights

General Government The County’s general government departments, orthose departments that provide a support functionfor other County departments directly providingservices to County residents, were reduced a total of$9.12 million as part of the preparation of theCounty’s FY 2010 budget.

In the area of General Government, a total of 15.0full-time equivalent positions (FTEs) were elimi-nated from the following departments: CountyManager - 2.0 FTEs responsible for public affairs andadministrative assistance, Budget and ManagementServices - 1.0 FTE responsible for budget andmanagement analyses; Facilities Design andConstruction - 1.5 FTEs responsible for seniorproject management and administrative assistance;Finance - 0.5 FTE responsible for payroll time-keeping; Information Services - 6.0 FTEs responsiblefor maintenance of the legacy mainframe which willbe outsourced going foward, as well as one ProjectManager assigned to capital projects; Register ofDeeds - 2.0 FTEs responsible for scanning, indexingand recording documents; and Revenue - 1.0 FTEresponsible for management of part of the appraisalunit; Board of Elections - 1.0 FTE responsible for avariety of voter services.

Community ServicesThe FY 2010 budget includes reductions in WakeCounty Libraries that include reducing service hoursand closing branches. Library reduction hours willvary by library based upon a system assessment. Aspart of the FY 2010 Budget, Wake County will elimi-nate the Athens Drive Library contract, eliminate onebookmobile and close Duraleigh Library. AthensDrive Library will still serve as a standard high schoollibrary and will serve Athens Drive High Schoolstudents. Due to the opening of the new LeesvilleCommunity Branch Library, all resources at theDuraleigh Library will be moved to the new LeesvilleLibrary. In total, these reductions equate to $1.8million and a 14.0 positions to be eliminated.

Due to the current economic slowdown, Planningand Development Services has seen a decline inbuilding permits issued. Building inspections have

fallen approximately 51 percent in FY 2009 from theirpeak in FY 2006 while planning permits havedecreased 25 percent in FY 2009 over FY 2008. Tomatch current staffing to the present and expectedfuture workloads, Planning and DevelopmentServices has eliminated 8.0 FTEs.

The FY 2010 budget also includes full-year of costsassociated with the new Leesville Community BranchLibrary, which is expected to open in FY 2010. Thetotal cost for Leesville Library equals $629,748 andincludes eight staff as well as related funds to operateeach facility.

Environmental Services The FY 2010 Environmental Services budget containsreductions netting $882,687 in savings. Reductionsinclude abolishing 7.0 FTE's and reducing plannedmunicipal reimbursements for animal sheltering,consulting fees, and various administrative expenses.The Water Quality Division identified six (6) of theseven (7) abolished FTE’s due to decreasing demandfor services such as well permits, grout inspections,abadonment inspections, wastewater permitting andrepairs, and wastewater final inspections. Overall,the division is experiencing a 26 percent decrease inworkload compared to the previous fiscal year.

The FY 2010 budget also includes funding for onecapital related expansion in the Division of Healthand Safety. The expansion consists of ten (10) full-time employees and two (2) permanent part-timeemployees (total of 11.0 FTE’s) at the Wake CountyAnimal Care, Control, and Adoption Center (shelter)due to increasing animal holding spaces at the facility.Currently, the shelter expansion is expected to becompleted June 2010. Funding for the new positionsis for one (1) month and will allow EnvironmentalServices to hire, train, and implement a revisedstaffing plan to accomodate an increase of animals atthe facility.

Human ServicesOverall, the Human Services budget will decrease byroughly $12.5 million dollars from $240.1 million to$227.5 million. The total of $227.5 million includes$151.9 million in external funding, most of which is

44 Expenditure Highlights 2010 Fiscal Year Recommended Budget


state-shared revenues. The remaining $75.5 millionin Human Services funding comes from WakeCounty.

County funding for Human Services will decrease by$19.5 million from $95 million in the FY 2009Adopted Budget to $75.5 million in FY 2010. Four-teen million of this decrease is the removal ofMedicaid Match expenditures. As part of the State'sassumption of Medicaid costs, in FY 2009, the Statetook over one-half of the County's Medicaid costsand also assumed a portion of sales tax revenues. TheFY 2010 budget implements the next phase of theMedicaid swap, as the State assumes 100% of theCounty's Medicaid costs, and assumes a largerportion of sales tax revenues.

The remaining $5.5 million in budget decreases werecarefully considered reductions selected to reach abalanced FY 2010 budget. Most of these reductionsare elimination of vacant positions. Human Servicesstaff carefully reviewed all services, weighing depart-mental priorities, the relative need for vacant posi-tions, and options to reduce expenditures whileminimizing the service impact to clients. The budgetproposes the reduction of 65 positions, reducing thenumber of authorized positions in Human Servicesfrom 1,848 to 1,782 (including all funds), a decreaseof 3.6% in authorized positions.

The FY 2010 budget continues Wake County'scommitment to mental health services by budgetingan additional $500,000 for service with Holly HillHospital. We continue to work with Holly Hill andour other community partners to implement amental health system that provides quality healthcareand is cost-effective.

Lastly, the budget makes no adjustments to HumanServices' budget for anticipated reductions in Statefunding. At this time, the State legislature is workingwith the Governor to balance the State budget. TheState has not identified which specific fundingstreams will be reduced, or by how much. It is verylikely that, after the State completes its budget, WakeCounty will need to adjust its budget to lower reve-nues and expenditures to correspond to State fundingreductions.

Emergency Medical ServicesThe FY 2010 EMS expense budget reflects a $659,000reduction (3.5%) from adopted FY 2009. When the20% increase in revenues is factored in, the County'sbudgeted general fund support of EMS decreases bynearly $2.6 million, or about 27% from FY 2009.Initial increases for annualizing salary and benefitadjustments, as well as the costs associated with theimplementation of the first phase of the AdvancedPractice Paramedic initiative, were more than offsetby over $1.2 million of reductions identified by EMS.

All of the five contracted squads participated withWake EMS in identifying reductions for FY 2010. Thecontract amounts will be substantially less than in FY2009. In fact, Eastern Wake EMS will be the only onereceiving a subsidy in FY 2010. Reductions willimpact the amount of overtime funding available,other operating items such as food, travel, equipmentmaintenance, employee and volunteer recognition,uniforms, supplies and fuel, and mild impacts will berealized with training. Wake EMS successfully negoti-ated a decrease in the contract with the ambulancefees billing vendor resulting in a savings of more than$126,000. No ambulance resources will be dimin-ished through these reductions.

Fire and Emergency ManagementThe Fire and Emergency Management functions weremerged during FY 2009. They were formerly separatedivisions in the former Public Safety Department.Combined, these divisions account for a $369,000expenditure decrease (15.9%) from adopted FY 2009to FY 2010. Some of these savings were due to themerger and additional reductions taken in FY 2009.The change from the amended FY 2009 to the 2010budget still shows a $244,000 (11%) reduction. Thisreduction is a result of the department identifying$180,000 of cuts in addition to savings for fleet andfuel costs, and annualizing a position reduction.

The FY 2010 reductions will impact the Fire ServicesDivision by reducing some operating funds, but thesubstantial reductions include the loss of 1.5 FTE's.One FTE is a vacant Deputy Fire Marshal PublicSchool Inspector. This position had been added inanticipation of several new Wake County schools

2010 Fiscal Year Recommended Budget Expenditure Highlights 45


coming online. Due to the economy, Wake CountyPublic Schools has been forced to slow down theircapital program, so the current workload can behandled by current personnel. The other half FTE is aDeputy Fire Marshal Commercial Inspector. Atemporary employee in this division is also includedin the reduction. This will decrease the number ofoccupied commercial structures that can beinspected in FY 2010. This half position had beenadded to accelerate the timeline for compliance withinspection guidelines. Compliance without the posi-tion is now expected to occur in 2012.

The Emergency Management Division realizedseveral efficiencies from its merger with Fire andRescue in FY 2009, so FY 2010 reductions primarilyconsist of savings from these efficiencies. A positionwas transferred to EMS as part of the merger, and asmall amount of general operating costs related tothat position are being reduced. The need to carrybudget for property rental in Emergency Manage-ment no longer exists, so over $50,000 was reducedfor that. Finally, some temporary part time adminis-trative dollars were reduced as departmentalresources were pooled.

Office of the SheriffThe Sheriff 's Office expense budget decreases bynearly $1.6 million for FY 2010. This decrease isattributed in large part to over $1.2 million of reduc-tions identified by the Sheriff 's Office. There weresome other increases and decreases to the Sheriff 'sbudget that for the most part offset each other. Theseincluded increases for annualizing new positionsapproved in FY 2009 and an increase to the County'srequired match for grants, as well as decreases in fleetand fuel costs and one-time expansion costs approvedin the FY 2009 budget.

The Law Enforcement Division reductions of about$750,000 include: Two administrative positions; amajor reduction in temporary courthouse positions;reduction of other temporary employees; and severaloperating reductions such as clothing allowance,office supplies, and travel. These reductions will havesome impacts as the Sheriff 's Office will need to findefficiencies internally to continue to handle a heavyadministrative workload and provide all employees

with the resources they need to perform their jobs.The temporary position reductions at the courthousecould cause fewer deputies to be present inside thecourthouse, but adequate coverage will be main-tained. Critical positions such as Deputies and Inves-tigators, and services such as Pre-Trial Services arenot affected by the proposed reductions.

The Office of the Sheriff is proposing to reduce theDetention Division's budget by about $450,000. Ofthat, $200,000 is a result of a decrease in the per mealrates for the food service contract. The other$250,000 involves several operating expense itemsthat will have minimal impacts on the DetentionDivision. No other reductions were taken becausethey would have involved reducing personnel such asDetention Officers. Reducing staff would justincrease the need for overtime, which is more expen-sive, because the detention center must be fullystaffed at all times.

EducationWake County Public School System: The FY 2010recommended appropriation for the school system is$313.5 million; $3.3 million or 1.0 percent less thanthe Board of Education’s request of $316.8 million.Given this year’s budget constraints, the Countymaintained the school system’s budget at the FY 2009Adopted $2,197 per-pupil based on the 2008-2009school year actual enrollment.

WCPSS will open five new schools during FY 2010:Alston Ridge Elementary, Lake Myra Elementary,Herbert Akins Elementary, Wendell Middle (perma-nent location) and Heritage High School (swingspace for Wake Forest-Rolesville in FY 2010). Theseschools, and other renovations such as Lacy, Root andSmith Elementary, will add a combined facilities areaof approximately 804,000 square feet. The total esti-mated operating costs for these new facilities is $3.4million.

The FY 2010 budget also includes $165.2 million fordebt service in support of WCPSS’ CIP 2006, Plan2004, and Plan 2000 building programs, which is a sixpercent increase from FY 2009.

46 Expenditure Highlights 2010 Fiscal Year Recommended Budget


Wake Technical Community College: As part of theFY 2010 budget process, Wake Technical CommunityCollege will maintain a flat direct appropriation fromthe FY 2009 Amended Budget of $16,718,550. WakeTechnical Community college will absorb costs asso-ciated with opening new facilities as well as fundingCounty positions with state funds and reallocationg aportion of minor capital funding to operating funds.

Salaries and BenefitsBecause of the significant revenue shortfalls WakeCounty is experiencing, no performance payincreases are included in the FY 2010 budget.

The County anticipates increases in the cost ofemployee healthcare during FY 2010. While theexact increase has not yet been determined, it is esti-mated that the County will cover roughly half of anyincrease. Employees will fund the other half of theincrease through a combination of premiumincreases or reductions in health plan coverage.

General Fund TransfersThe County dedicates 15.76 cents of the 53.4 cents ofproperty tax rate for pay-as-you-go capital fundingand debt service. For FY 2010, the 15.76 cents repre-sents roughly $181.55 million. However, in order tobalance the FY 2010 budget, the transfer to capitalhas been reduced by $3.5 million to $178.06 million.This is a one-time budget balancing strategy, and willnot be a financially sustainable option for the FY2011 operating budget. The reduction is applied tothe County Capital Fund and not to the Debt ServiceFund, thus preserving the long-term outlook for theCounty's financial model.

The transfer to Debt Service funded by sales tax reve-nues increases from $25.03 million to $27.72 million.This increase is not driven by sales growth, which willbe minimal during FY 2010, but from the conversionof Article 42 sales tax distribution from per capita topoint-of-sale. This change in distribution is oneelement of the Medicaid Match "swap" legislation thatenters its 3rd year in FY 2010.

Non-General Fund ExpendituresFire Tax DistrictThe County has a consolidated fire tax districtcreated to provide fire protection service to the unin-corporated areas of the County and the Town ofWendell. For FY 2010, the total Fire Tax Districtbudget is $20.3 million. Of the total, $15.8 millionwill be distributed directly to contracted fire depart-ments in equal monthly installments for personnel,operating, and department debt which existed priorto the creation of the single fire tax district. In addi-tion, $3.4 million will be transferred to capital and/ordebt services. The remaining $1.1 million will fundsystem-wide expenses that benefit the district as awhole or reserved for future appropriation.

Solid Waste Enterprise FundThe FY 2010 budget for the Solid Waste Fund totals$12.7 million, a reduction of $950,000 or 7.1%, forthe cost of operating convenience centers, householdhazardous waste and multi-material recyclingprograms, environmental monitoring at closedcounty landfills (North Wake and Feltonsville Land-fills), and other solid waste activities.

South Wake Landfill Enterprise FundThe FY 2010 budget for the South Wake LandfillFund totals $15.4 million, a slight decrease comparedto the prior fiscal year. The changes reflect incre-mental adaptations to the operations at the SouthWake Landfill and operation of the East WakeTransfer Station that are based on the completion ofthe systems first full year of operation.

2010 Fiscal Year Recommended Budget Expenditure Highlights 47

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Requests Not Funded

GENERAL GOVERNMENT Board of Elections $939,891 November 2009 Costs to Administer Possible

City of Raleigh Runoff Election November 2009 Costs to Administer Possible

Town of Cary Runoff Election November 2009 Costs to Administer Possible

Wake County Board of Education Runoff Elec-tion

June 2010 Costs to Administer Possible 2nd JunePrimary Election

GENERAL SERVICES $1,556,259 1.0 FTE - General Trades Specialist 1.0 FTE - Electrical Trades Specialist 1.0 FTE - Facility HVAC Specialist 1.0 FTE - Plumbing Trades Specialist 1.0 FTE - Facility Engineer Janitorial Contract Increase for New Facilities Mail Center Operating - New Courier Routs Road Sign Replacements New Facility Sinage New Facility Outdoor Maintenance Utility Increases for New Facilities Utility Rate Increases Public Defender Lease Space Increase

EMERGENCY MEDICAL SERVICES $995,000 Advanced Practice Paramedic - 2nd year

FIRE/EMERGENCY MANAGEMENT $312,111 Additional Emergency Shelter Supplies Training and Exercises Staff EMAP Accreditation Pursuit

CITY / COUNTY BUREAU OF IDENTIFICATION $70,000 Contractual Intoxilyzer Operator Part time Forensic Drug Chemist Laboratory Supplies

OFFICE OF THE SHERIFF $500,000 Additional Overtime Funds for Detention

NON-DEPARTMENTAL $5,500 Soil and Water Conservation District $5,500 Community Event Base Budget Increase

WAKE COUNTY PUBLIC SCHOOLS $3,338,387

TOTAL REQUESTS NOT FUNDED $7,717,148

2010 Fiscal Year Recommended Budget Requests Not Funded 49

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Personnel Summ

ary

Personnel Summary

FY 2008Actual

FY 2009Adopted

FY 2009Amended

FY 2010Recommended

Change from FY2009 Adopted

General FundGeneral GovernmentBoard Of Commissioners 3.00 3.00 3.00 3.00 –County Manager 15.00 15.00 15.00 13.00 (2.00)County Attorney 12.00 13.00 13.00 13.00 –Board Of Elections 16.00 16.35 16.35 15.35 (1.00)Budget And Management Services 10.00 9.00 9.00 8.00 (1.00)Facilities Design & Construction 11.00 11.50 11.50 10.00 (1.50)Finance Department 34.25 35.25 35.25 34.75 (0.50)Human Resources 22.00 22.50 22.50 23.50 1.00Information Services 95.75 97.75 97.75 91.75 (6.00)Planning 21.00 20.00 20.00 – (20.00)Register Of Deeds 39.00 41.00 41.00 39.00 (2.00)Revenue Department 62.00 62.00 62.00 61.00 (1.00)Non Departmental (Soil & Water) 0.00 0.00 7.00 5.00 5.00

General Government Total 341.00 346.35 353.35 317.35 (29.00)

Community ServicesCommunity Services Management 6.00 6.00 7.00 7.00 1.00Parks, Recreation and Open Space 25.50 25.50 25.50 25.50 –Development Division 40.00 39.00 39.00 51.00 12.00Veterans Services 4.00 4.00 4.00 4.00 –Geographic Information 20.00 20.00 20.00 19.00 (1.00)Libraries 210.50 219.50 219.50 205.50 (14.00)

Community Services Total 306.00 314.00 315.00 312.00 (2.00)

Environmental Services 106.00 111.00 104.00 108.00 (3.00)

General Services AdministrationAdministration / Support 9.00 9.00 9.00 10.00 1.00Physical Plant 54.00 54.00 54.00 53.00 (1.00)Central Services 23.00 23.00 23.00 17.00 (6.00)Fleet Operations 14.00 14.00 14.00 15.00 1.00Security and Safety 1.00 2.00 2.00 6.00 4.00Criminal Justice/General Government 0.00 1.00 1.00 0.00 (1.00)Field Services 31.00 31.00 31.00 31.00 –

General Services Administration Total

132.00 134.00 134.00 132.00 (2.00)

Human Services 1,789.80 1,797.80 1814.37 1,748.55 (49.25)

Emergency Medical Services 136.00 161.00 162.000 165.00 4.00

Fire and Emergency Management 24.50 24.50 23.50 22.00 (2.50)

Personnel Summary 51

Personnel Summary

Public Safety Administration 4.00 0.00 0.00 0.00 –

City-County Bureau of Identification 64.00 66.00 66.00 64.00 (2.00)

SheriffLaw Enforcement 399.00 405.00 405.00 403.00 (2.00)Detention 404.00 407.00 407.00 407.00 –

Sheriff Total 803.00 812.00 812.00 810.00 (2.00)

Subtotal General Fund 3,706.30 3,766.65 3,784.22 3,678.90 (87.75)

Other FundsCapital Area Workforce Development 14.00 14.00 17.00 17.00 3.00Debt Service 1.00 1.00 1.00 1.00 –Grants and Donations 34.20 34.20 29.50 29.50 (3.20)Housing and Community Revitalization 7.50 7.50 7.50 7.50 -Solid Waste Management 15.00 15.00 14.00 12.00 (3.00)South Wake Landfill 7.00 7.00 7.00 7.00 –

Subtotal Other Funds 78.70 78.70 77.50 75.50 (3.20)

Total Positions All Funds 3,785.00 3,845.35 3,860.22 3,752.90 (90.95)

FY 2008Actual

FY 2009Adopted

FY 2009Amended

FY 2010Recommended

Change from FY2009 Adopted

52 Personnel Summary 2010 Fiscal Year Recommended Budget

Personnel Changes

Summ

ary

Personnel Changes Summary

DepartmentFY 2009

AdoptedPositions

AddedPositions

TransferedPositions

AbolishedFY 2010

RecommendedGeneral FundGeneral GovernmentBoard Of Commissioners 3.00 0.00 0.00 0.00 3.00County Manager 15.00 0.00 0.00 (2.00) 13.00County Attorney 13.00 0.00 0.00 0.00 13.00Board Of Elections 16.35 0.00 0.00 (1.00) 15.35Budget And Management Services 9.00 0.00 0.00 (1.00) 8.00Facilities Design & Construction 11.50 0.00 0.00 (1.50) 10.00Finance Department 35.25 0.00 0.00 (0.50) 34.75Human Resources 22.50 1.00 0.00 0.00 23.50Information Services 97.75 0.00 0.00 (6.00) 91.75Planning 20.00 0.00 (17.00) (3.00) 0.00Register Of Deeds 41.00 0.00 0.00 (2.00) 39.00Revenue Department 62.00 0.00 0.00 (1.00) 61.00Non Departmental 0.00 0.00 7.00 (2.00) 5.00

General Government Total 346.35 1.00 (10.00) (20.00) 317.35

Community ServicesCommunity Services Management 6.00 0.00 1.00 0.00 7.00Parks, Recreation and Open Space 25.50 0.00 0.00 0.00 25.50Inspections/Development Plans/

Permits39.00 0.00 17.00 (5.00) 51.00

Veterans Services 4.00 0.00 0.00 0.00 4.00Geographic Information 20.00 0.00 0.00 (1.00) 19.00Libraries 219.50 0.00 0.00 (14.00) 205.50

Community Services Total 314.00 0.00 18.00 (20.00) 312.00

Environmental Services 111.00 11.00 (7.00) (7.00) 108.00

General Services AdministrationAdministration / Support 9.00 0.00 1.00 0.00 10.00Physical Plant 54.00 0.00 0.00 (1.00) 53.00Central Services 23.00 0.00 (5.00) (1.00) 17.00Fleet Operations 14.00 0.00 1.00 0.00 15.00Security and Safety 2.00 0.00 4.00 0.00 6.00Criminal Justice/General Government 1.00 0.00 (1.00) 0.00 0.00Field Services 31.00 0.00 0.00 0.00 31.00

General Services Administration Total

134.00 0.00 0.00 (2.00) 132.00

Human Services 1,797.80 25.30 1.50 (76.05) 1,748.55

Emergency Medical Services 161.00 3.00 1.00 0.00 165.00

Personnel Changes Summary 53

Personnel Changes Summary

Fire - Emergency Management 24.50 0.00 (1.00) (1.50) 22.00

City-County Bureau of Identification 66.00 0.00 0.00 (2.00) 64.00

SheriffLaw Enforcement 405.00 0.00 0.00 (2.00) 403.00Detention 407.00 0.00 0.00 0.00 407.00

Sheriff Total 812.00 0.00 0.00 (2.00) 810.00

Subtotal General Fund 3,766.65 40.30 2.50 (130.55) 3,678.90

Other FundsCapital Area Workforce Development 14.00 3.00 0.00 0.00 17.00Debt Service 1.00 0.00 0.00 0.00 1.00Grants and Donations 34.20 0.00 (1.50) (3.20) 29.50Housing and Community Revitalization 7.50 0.00 0.00 0.00 7.50Solid Waste Management 15.00 0.00 (1.00) (2.00) 12.00South Wake Landfill 7.00 0.00 0.00 0.00 7.00

Subtotal Other Funds 78.70 3.00 (1.00) (5.20) 75.50

Total Positions All Funds 3,845.35 43.30 0.00 (135.75) 3,752.90

DepartmentFY 2009

AdoptedPositions

AddedPositions

TransferedPositions

AbolishedFY 2010

Recommended

54 Personnel Changes Summary 2010 Fiscal Year Recommended Budget

User Fee C

hange Sum

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User Fee Change Summary

Department & Fee Current Fee Proposed Fee

Community Services Development Division Pool Inspection Fee $ 92 per inspection $ 184 per inspection

Environmental ServicesHealth & Safety Division Animal Shelter Fees Bird Adoption - $ 20 Cat Adoption $ 100 $ 50 Cat (Senior) Adoption - $ 30 Cat Boarding $ 6 per day $ 6 day Cat Quarantine $ 80 per quaratine $ 6 per day Dog Adoption $ 115 $ 70 Dog (Senior) Adoption - $ 50 Dog Boarding $ 8 per day $ 8 per day Dog Quarantine $ 80 per quaratine $ 8 per day Ferret Adoption - $ 45 Foster to Adopt Deposit - $ 200 Guinea Pig Adoption - $ 15 Microchip - $ 10 Rabbit Adoption $ 55 $ 60 Rabies Vaccination $ 5 $ 5 Reptile Adoption - $ 30 Rodent Adoption - $ 10 Spay/Neuter Fee - $ 50

FIV/Felv - * various Heartwork - * various Rescue Surgery Fee - * various * Fees are based on the amount the County is liable for at the time of transfer

Tattoo Artist Fees Annual Permit $ 100 $ 300 Temporary Permt - $ 100 per event

Water Quality Division Water Sample Tests Arsenic (Total) - $ 20 Bacteriological $ 50 $ 25 Inorganics $ 100 $ 50 Iron/Sediment - $ 20 Herbicides - $ 50 Lead (Elemental) - $ 20

User Fee Change Summary 55

User Fee Change Summary

Nitrate/Nitrite - $ 25 Nitrate Only - $ 15 Pesticides - $ 50 Selected Radionuclides - $ 50 Trip Collection Fee - $ 50 Volatile Organic Compounds - $ 50

Emergency Medical Services Special Event Fees - $ 90 per hour

City-County Bureau of Identification Arrest Record Check $ 10 $ 15 Fingerprints $ 15 for unlimited cards $ 15 for first card;

$ 5 each additional card Photos $ 5 $ 10

Department & Fee Current Fee Proposed Fee

56 User Fee Change Summary 2010 Fiscal Year Recommended Budget

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DescriptionFY 2008 Actual

RevenuesFY 2009

AdoptedFY 2009

AmendedFY 2010

RecommendedChange from FY

2009 AdoptedTAXESProperty Taxes $ 559,425,641 619,606,000 619,171,000 626,761,300 1%

Sales Tax 156,037,557 145,744,000 137,100,559 122,633,000 (16)%Other Taxes 148,843 – – – –Lease/Rental Vehicle Tax 2,623,409 2,500,000 2,500,000 2,500,000 –Payment in Lieu of Taxes 1,282,897 1,201,000 1,201,000 1,201,000 –Real Property Transfer Tax 9,415,876 11,000,000 6,820,000 6,500,000 (41)%

Subtotal 728,934,223 780,051,000 766,792,559 759,595,300 (3)%

FEDERAL SHARED REVENUESEnvironmental (400) – – – –Human Services 7,906,140 7,916,490 8,912,839 8,426,421 6%Libraries 59,810 50,000 50,000 – (100)%Public Safety 657,986 417,016 417,016 573,564 38%FEMA 58,612 54,078 54,078 78,000 44%Other 10,500 – – – –Human Services – – 297,800 297,800 –

Subtotal 8,692,648 8,437,584 9,731,733 9,375,785 11%

STATE SHARED REVENUESABC 5 Cent Bottle 214,114 200,340 200,340 200,340 –Beer & Wine 797,700 750,000 750,000 750,000 –Environmental 5,297 – – – –Human Services 100,165,732 108,143,051 110,266,063 107,980,383 0%Libraries 578,501 550,000 550,000 495,000 (10)%Public Safety 426,034 443,180 455,658 455,658 3%Transportation 1,120,252 1,032,608 1,032,608 1,766,911 71%Other 1,729,463 2,900,000 2,900,000 1,500,000 (48)%

Subtotal 105,037,093 114,019,179 116,154,669 113,148,292 (1)%

LOCAL SHARED REVENUESABC Board 3,000,000 3,000,000 3,000,000 3,000,000 –Human Services 123,377 3,500 130,500 130,500 3,629%Libraries 2,246 6,500 6,500 4,000 (38)%Other Local 133,646 235,500 108,000 87,400 (63)%

Subtotal 3,259,269 3,245,500 3,245,000 3,221,900 (1)%

LICENSES AND PERMITSLicenses 202,906 209,000 209,000 200,000 (4)%Permits 4,112,302 5,283,337 3,745,337 3,916,219 (26)%

Subtotal 4,315,208 5,492,337 3,954,337 4,116,219 (25)%

CHARGES FOR SERVICESEnvironmental 309,307 270,000 270,000 306,000 13%

2010 Fiscal Year Recommended Budget General Fund Revenue Summary 57

General Fund Revenue Summary

Client Fees 1,817,706 2,036,720 1,893,720 1,894,874 (7)%Insurance 996,347 1,155,628 1,155,628 1,170,035 1%Medicaid Fees 24,165,405 26,283,556 23,413,203 27,718,430 5%Medicare Fees 114,325 245,421 245,421 162,828 (34)%Pharmacy Fees 7,242 – – – –HS Reimbursements 795,474 1,086,327 936,327 643,174 (41)%Inspection Fees 900,987 825,976 825,976 512,926 (38)%Library Fees 716,091 678,000 678,000 668,000 (1)%Parks & Recreation Fees 137,642 121,477 121,477 117,249 (3)%EMS Fees 9,462,648 9,309,101 9,728,101 11,248,326 21%Facility Use Fees 75,642 – – 137,500 –Fire/Rescue Fees 313,098 272,721 272,721 275,890 1%Sheriff Fees 3,695,173 3,659,100 3,659,100 3,712,500 1%Transportation Fees 381,613 412,545 412,545 357,545 (13)%Planning Fees 956,040 950,147 570,147 492,853 (48)%Court Facility Fees 2,188,370 2,000,000 1,940,000 2,000,000 –Parking Fees 913,897 1,053,500 1,053,500 963,183 (9)%Rental/Lease Income 434,985 476,916 476,916 469,116 (2)%Record Fees 5,905,107 6,638,500 4,115,500 4,615,600 (30)%Reimbursements 1,748,698 1,842,088 1,657,088 2,248,659 22%Tax Collection Fees 1,020,008 640,410 640,410 690,000 8%Vending Income 601,126 552,800 552,800 628,950 14%Other 845,911 1,009,230 1,009,730 993,244 (2)%

Subtotal 58,502,842 61,520,163 55,628,310 62,026,882 1%

INVESTMENT EARNINGS 786,386 623,544 498,544 58,954 (91)%

MISCELLANEOUSSale of Materials & Fixed Assets 473,341 729,485 729,485 630,565 (14)%Miscellaneous Revenue (13,753) 38,594 38,594 48,103 25%

Subtotal 1,245,974 1,391,623 1,266,623 737,622 (47)%

OTHER FINANCING SOURCESCapital Lease/Installment Purchases 19,860 – – – –Appropriated Fund Balance – 8,905,614 13,150,657 – (100)%

Subtotal 19,860 8,905,614 13,150,657 – (100)%

TRANSFERS 8,480,711 1,297,000 1,297,000 1,378,000 6%

TOTAL REVENUE $ 918,487,828 984,360,000 971,220,888 953,600,000 (3)%

DescriptionFY 2008 Actual

RevenuesFY 2009

AdoptedFY 2009

AmendedFY 2010


2009 Adopted

58 General Fund Revenue Summary 2010 Fiscal Year Recommended Budget

General Fund Expenditure Summary

County DepartmentsFY 2008

ActualFY 2009

AdoptedFY 2009

AmendedFY 2010


2009 AdoptedGeneral GovernmentBoard Of Commissioners $ 499,103 512,470 504,200 454,851 (11)%

County Manager 1,260,247 1,616,680 1,675,914 1,458,326 (10)%County Attorney 1,229,239 1,404,194 1,419,344 1,446,273 3%Board Of Elections 2,527,523 3,786,748 3,645,890 2,647,128 (30)%Budget And Management Services 822,738 949,920 787,415 754,989 (21)%Facilities Design & Construction 1,197,040 1,250,671 1,207,663 1,145,326 (8)%Finance Department 8,840,486 6,755,826 6,700,969 3,225,337 (52)%Human Resources 1,798,953 2,001,096 1,900,096 1,943,734 (3)%Information Services 12,126,488 13,552,154 13,248,654 11,870,419 (12)%Planning 1,632,336 1,668,823 1,652,673 ***See Note (100)%Register Of Deeds 2,797,645 3,115,098 3,162,418 2,535,601 (19)%Revenue Department 4,820,404 5,100,053 4,899,553 5,107,959 0%

Subtotal 39,552,202 41,713,733 40,804,789 32,589,943 (22)%

Community ServicesCommunity Services Management 492,488 560,254 593,639 572,012 2%Parks, Recreation and Open Space 2,749,236 2,908,125 2,851,116 2,245,400 (23)%Planning and Development Services 2,726,371 3,060,870 2,971,403 3,996,335 31%Veterans Services 231,809 252,497 249,997 257,269 2%Geographic Information 1,678,521 1,788,715 1,756,789 1,662,887 (7)%Libraries 16,334,602 17,231,068 16,776,025 15,719,601 (9)%

Subtotal 24,213,027 25,801,529 25,198,970 24,453,504 (5)%

Environmental ServicesEnvironmental Services Administration 1,006,202 1,271,905 910,715 910,243 (28)%Environmental Health & Safety 3,839,135 4,072,090 4,123,457 4,177,745 3%Water Quality 4,414,929 4,230,475 3,286,981 2,713,926 (36)%Cooperative Extension – – 198,629 210,111 –

Subtotal 9,260,266 9,574,470 8,519,782 8,012,025 (16)%

General Services AdministrationAdministration / Support 1,352,133 1,044,013 1,301,002 1,098,329 5%Physical Plant 5,333,018 5,424,640 5,124,252 4,957,770 (9)%Central Services 4,012,156 4,226,272 4,059,443 3,942,745 (7)%Fleet Operations (1,148,309) 1,321,705 2,125,876 547,514 (59)%Security and Safety 3,559,810 3,987,303 3,863,554 3,725,538 (7)%Criminal Justice/General Government 881,241 885,500 999,550 815,250 (8)%Field Services 2,861,326 3,297,636 3,248,223 3,126,573 (5)%Utilities/Life Safety/Environmental 6,984,103 7,462,510 6,999,253 7,140,770 (4)%County Building Agreements 1,110,412 1,497,023 1,475,708 1,666,469 11%

Subtotal 24,945,890 29,146,602 29,196,860 27,020,958 (7)%

*** Note: Planning Department funds are reflected in the Community Services Planning and Development Services Division.

2010 Fiscal Year Recommended Budget General Fund Expenditure Summary 59


Human ServicesHS Administration 4,785,427 4,436,340 4,488,105 3,718,496 (16)%Adult Services 18,995,524 19,183,386 19,917,750 19,971,950 4%Child Welfare/Mental Health 23,549,364 26,890,686 26,636,741 25,834,189 (4)%Clinic Services 12,388,522 13,948,624 13,424,673 13,711,519 (2)%Community Health 8,293,347 9,228,164 9,646,694 8,847,323 (4)%Economic Self Sufficiency 41,127,165 36,942,600 37,028,377 22,631,802 (39)%Family Support 54,004,441 57,038,936 59,754,880 60,161,325 5%Local Managing Entity 9,223,304 9,356,705 9,188,189 10,486,987 12%Operations 14,426,210 14,094,280 13,865,077 14,271,115 1%Transportation 1,167,744 1,579,391 1,577,366 2,086,932 32%LME Purchase of Service 38,578,460 42,499,629 39,451,346 40,974,195 (4)%HS Housing 4,150,138 4,919,008 4,892,324 4,778,569 (3)%

Subtotal 230,689,646 240,117,749 239,871,523 227,474,402 (5)%

Medical ExaminerMedical Examiner 234,800 200,000 200,000 200,000 –

Subtotal 234,800 200,000 200,000 200,000 –

Public Safety FunctionEmergency Medical Services 16,299,596 18,905,488 18,651,544 18,246,031 (3)%Fire / Rescue Services 1,862,241 1,577,731 1,517,836 1,402,195 (11)%Emergency Management 1,049,870 741,052 683,929 547,302 (26)%Emergency Communications 1,071,536 1,062,798 1,021,335 1,020,656 (4)%

Subtotal 20,283,243 22,287,069 21,874,644 21,216,184 (5)%

City-County Bureau of IdentificationField Services 689,143 697,506 687,506 654,617 (6)%Investigations 1,206,991 1,301,953 1,301,953 1,286,428 (1)%Identification 1,582,280 1,894,282 1,787,798 1,493,844 (21)%Administration 932,296 654,503 589,768 720,859 10%Forfeitures – – – – –

Subtotal 4,410,710 4,548,244 4,367,025 4,155,748 (9)%

SheriffLaw Enforcement 31,853,455 33,437,363 32,641,842 31,818,157 (5)%Detention 28,888,405 29,727,371 29,745,058 29,760,549 0%

Subtotal 60,741,860 63,164,734 62,386,900 61,578,706 (3)%

Non-DepartmentalPublic Agencies 3,215,612 2,809,000 2,675,700 2,528,100 (10)%Memberships 484,876 517,351 512,915 500,968 (3)%Non-Departmental 1,091,111 (524,481) (1,019,368) 517,922 (3)%Health Benefits – 2,868,000 2,868,000 2,541,000 (11)%


ActualFY 2009

AdoptedFY 2009

AmendedFY 2010


2009 Adopted

60 General Fund Expenditure Summary 2010 Fiscal Year Recommended Budget


Risk Management - Cost of Claims – – – 3,238,075 –Soil & Water Conservation District – – 633,600 420,691 –Contingencies – 3,000,000 – – (100)%

Subtotal 4,791,599 8,669,870 5,670,846 9,746,756 12%

Transfers to Other FundsTransfers 180,601,000 205,911,000 205,911,000 206,635,000 0%

Subtotal 180,601,000 205,911,000 205,911,000 206,635,000 0%

EducationWake County Public School System 300,744,100 316,200,000 310,500,000 313,503,224 (1)%Wake Technical College 17,548,165 17,025,000 16,718,550 17,013,550 0%

Subtotal 318,292,265 333,225,000 327,218,550 330,516,774 (1)%

Expenditure Totals $ 17,548,165 984,360,000 971,220,889 953,600,000 (3)%


ActualFY 2009

AdoptedFY 2009

AmendedFY 2010


2009 Adopted

2010 Fiscal Year Recommended Budget General Fund Expenditure Summary 61

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*** Note: Planning Department Funds are reflected in the Community Services Planning and Development Services Division.

FY 2008Actual

FY 2009Adopted

FY 2009Amended

FY 2010Recommended

Expenditures:Board Of Commissioners 499,103 512,470 504,200 454,851County Manager 1,260,247 1,616,680 1,675,914 1,458,326County Attorney 1,229,239 1,404,194 1,419,344 1,446,273Board Of Elections 2,527,523 3,786,748 3,645,890 2,647,128Budget And Management Services 822,738 949,920 787,415 754,989Facilities Design & Construction 1,197,040 1,250,671 1,207,663 1,145,326Finance Department 8,840,486 6,755,826 6,700,969 3,225,337Human Resources 1,798,953 2,001,096 1,900,096 1,943,734Information Services 12,126,488 13,552,154 13,248,654 11,870,419Planning 1,632,336 1,668,823 1,652,673 –Register Of Deeds 2,797,645 3,115,098 3,162,418 2,535,601Revenue Department 4,820,404 5,100,053 4,899,553 5,107,959

Expenditure Totals $ 39,552,202 41,713,733 40,804,789 32,589,943

2010 Fiscal Year Recommended Budget General Government Budget Summary 63

Board Of Commissioners

DEPARTMENT PURPOSE AND GOALSThe Board of Commissioners, a seven-memberelected group, is the governing and policy-makingbody of Wake County. The registered voters of WakeCounty elect the County Commissioners in partisanelections held in November of even-numbered years.Commissioners hold office for four years and main-tain staggered terms, with four commissioners racesheld in one general election and the other three elec-tions held two years later.

The Commissioners establish goals for Countygovernment, provide policy direction on specificissues to the County Manager, and ensure account-ability to the citizens. Each year the Board approvesan annual financial plan, and sets property tax ratesand fees for the County and for special taxingdistricts. Specific actions include adopting appro-priate budget ordinances, rules, and regulations asmethods for executing the policies. Further, theBoard of Commissioners appoints members toboards and commissions that they establish, as well asto other boards established by State legislation. Bylaw, the Board of Commissioners also directlyappoints three principal officials: County Manager,County Attorney and Clerk to the Board, all of whomserve at the pleasure of the Board.

MAJOR ACCOMPLISHMENTSMaintained the County's AAA bond rating whileWake County issued $502 million in fixed-rategeneral obligation bonds including $300 million to

refund the short-term Bond Anticipation Notes thatthe County issued in October 2008 for school proj-ects, Wake Tech, open space and libraries; $100million for Wake County Public School constructionand $35 million for Wake Tech construction projects.

Approved Mental Health Continuum of Careincluding master plan and schematic designs forestablishment of a crisis and assessment center,short-term psychiatric beds, secure detox unit, and asubstance abuse inpatient treatment center; contractwith State of North Carolina for 24 beds untilcompletion of facilities construction; partnershipwith Holly Hill Hospital for 44 beds; began to reorga-nize the Local Management Entity and partneredwith Sheriff 's Office, EMS and others.

Established a new Growth Issues Task Force withrepresentation by elected officials from each munici-pality, Wake County Board of Education and WakeCounty Board of Commissioners. The initial issuesfocused by the Task Force are schools, mass transitand cooperation/collaboration on planning matters.

Provided leadership for urban counties by workingdirectly with the North Carolina General Assemblyfor legislation on sales tax option dedicated to trans-portation and other topics including water supply,Medicaid financing and air quality.

Leadership provided for North Carolina countieswith representation on the National Association ofCounties Large Urban County Committee and Trans-portation Committee.

Department SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits $ 381,281 394,810 406,690 388,691

Contractual Services 6,500 25,000 18,650 –Supplies, Materials and Other Charges 111,322 92,660 78,860 66,160

Expenditure Totals $ 499,103 512,470 504,200 454,851

Number of FTE's 3.00 3.00 3.00 3.00

64 Board Of Commissioners 2010 Fiscal Year Recommended Budget


Implemented Advanced Practice Paramedic (APP)program which matches specially-trained paramedicswith the communities most acute patients. Thisprevents emergencies in certain high-risk patientpopulations and ensures that patients receive thetreatment they need at facilities other than emer-gency rooms.

Schematic design of the Wake County Justice Centerand Public Records Administration was approved forPhase 1.

In February 2009, the new Wake County ParkingDeck opened at 216 Cabarrus Street. This parkingdeck has 991 parking spaces and 24-hour avail-ability. The parking deck is located across the streetfrom the new convention center and is expected togreatly asist with downtown's limited parking situa-tion.

Partnered in the opening of the new Raleigh Conven-tion Center.

Launched the Budget and Economy Website tosupport transparency in local government. The infor-mation contained on this Web site is designed toshare the plans and strategies being considered toaddress operating and capital budget issues, andsupport open and clear communication on thebudget and economic issues currently facing WakeCounty. The Wake County Web site address iswww.wakegov.com

Opened the Millbrook Human Services Center tobetter serve residents in Mini City/Brentwood area.

Supported Cultural Arts by highlighting unique andvaried cultural and artistic aspects of the such ascommunity.

FY 2010 DISCUSSIONReduction:

As part of the FY 2010 process, the Board ofCommissioners¿ department has identified reduc-tions of $51,500, or 10.0 percent of the FY 2009Adopted Budget of $512,470. After factoring in theDepartment's need to budget for operational cost

increases that it will incur during the new fiscal year,these reductions are largely responsible for an FY2010 Recommended Budget of $454,851, which is11.3 percent less than last fiscal year's adoptedbudget.

This level of reduction equates to 50% of the opera-tions budget for conducting business in the Commis-sioners¿ office while trying to maintain a minimumlevel of staff and functions. The largest reductionwas taken from the Wake County Code of OrdinanceContract, which will prevent future updates to thecounty's code and the posting of ordinances on thewebsite for citizens¿ easy access. Other reductionshave been made to conference travel and training,equipment, office and meeting supplies. Cost effi-ciencies will be continued in every area of operations.

Other Issues:

Maintain Fiscal Responsibility by approving FiscalYear 2009-2010 County Budget while maintaining anAAA bond rating and property tax rate of 53.4 cents.

Collaborate with Wake Technical CommunityCollege, Wake County Economic DevelopmentProgram and existing businesses to attract new jobs,retain jobs and provide training to individuals intransition.

Maximize the use of federal "stimulus" funds to notonly new and expanded county services, but to createemployment opportunities throughout the commu-nity; offset reductions in operations and capitalbudgets; and assist Wake County citizens in employ-ment transition.

Improve Wake County's Mental Health Systemthrough implementation of a partnership with HollyHill Hospital for 44 beds; construction of continuumof care facilities for crisis and assessment center,short-term psychiatric beds, secure detox unit, andsubstance abuse inpatient treatment center. Provideinterim services through contracting with the State ofNorth Carolina for 24 beds during transition of newfacilities. Reorganization of the Local ManagementEntity and create partnerships with the Sheriff 'sOffice, Emergency Management Services and others.

2010 Fiscal Year Recommended Budget Board Of Commissioners 65


Update and Enhance the County's Role in Environ-mental Stewardship Agenda to incorporate strategiesfor sustainability and "Green Initiatives" byexpanding use of alternative fuel vehicles, pursuingLEED certification for large capital projects as well asenergy efficient improvements to existing countyfacilities; expanding partnerships in reuse and recy-cling and utilize; Citizens' Task Force to evaluatecurrent practices and recommend new strategies.

Continue the Building Human Capital initiativesthrough the Middle Class Express program whichenable citizens to achieve and maintain middle classstatus, thereby ultimately reducing their dependenceon governmental support.

Partner with the Wake County Public School Systemand Wake Technical Community College to modifycapital project schedules and bond issuances inresponse to the slower economic growth climate.Also, the commission will try to assist with the devel-opment of operating budgets for WCPSS and WTCCthat reflect education as a priority in Wake Countywhile not requiring a property tax increase.

Advance Wake County's transportation needs byworking with Wake County's Legislative Delegation,regional transportation organizations, municipalitiesand the businees community to develop strategies forthe future.

Collaborate on Water Resources Management withmunicipalities to develop regional solutions for WakeCounty in the areas of water quality, supply, futuredemands, and conservation.

Enhance Delivery Systems for Fire/Rescue and EMSby collaborating with contracted service providers toidentify strategies that will yield more effective andefficient fire/rescue and emergency medical services.

HORIZON ISSUESContinue implementation of Wake County CriminalJustice System's long-term capital plan and completeconstruction of the new Justice Center and PublicRecords Administration facility.

Identify funding for long term transportation strate-gies, Wake County Public Schools and Wake Tech-nical Community College facilities.

Implement strategies as recommended by the Envi-ronmental Stewardship Citizens' Task Force such ascreating energy efficient and environmentallyfriendly systems in existing and new county facilities.

Utilize Workforce Development Program funds andstaff to provide jobs for citizens.

Creative proactive ways to prevent homelessness suchas continued and expanded affordable housing, jobsand training.

Study and develop effective communication strate-gies to increase citizen awareness and support forWake County services.

66 Board Of Commissioners 2010 Fiscal Year Recommended Budget

County Manager

DEPARTMENT PURPOSE AND GOALSThe County Manager's Office is responsible for thegeneral administration of all County departmentsand agencies over which the Board of Commissionershas authority, as well as for maintaining effective rela-tionships with autonomous and semi-autonomousagencies such as the Office of the Sheriff, Board ofElections and the Register of Deeds. The primaryfunction of the County Manager's Office is to makerecommendations on operations and policy to theBoard of Commissioners and ensure that policy artic-ulated and/or legislatively mandated by the Board isimplemented in an effective and efficient manner.The mission of the County Manager's Office is tosupport and implement Board policy through corpo-rate direction, communication and coordination ofstrategic initiatives and efficient management of theCounty's workforce and resources.

MAJOR ACCOMPLISHMENTSThe County's AAA credit rating was reaffirmed by allthree rating agencies despite a halted bond issuancein September 2008 due to instability in the financialmarkets. The County was able to secure $300 millionin short-term financing through a Bond AnticipationNote in November to maintain capital projects andthen issue $435 million of general obligation bonds inMarch at a AAA rating.

The Mental Health Continuum of Care facilityremains on track to open in late Fall of 2010 whichwill assist the County when the State closes DortheaDix Hospital.

In October 2008, the Board of Commissionersapproved an Interlocal Agreement (ILA) amongvarious municipalities to provide protection for theLittle River Water Supply Watershed. This ILA wasthe culmination of a two and a half year process thatidentifies measures the partners will undertake toensure protection of the watershed.

Working with the County's legislative delegation inthe 2008 session, gap funding was secured for theTriangle Expressway, which includes the WesternWake Freeway (I-540) and the Triangle Parkway.Support for this funding came from the Blue RibbonCommittee on the Future of Wake County, and hadbeen included as a high priority item on the Board ofCommissioners' State Legislative Agenda for severalyears.

The County partnered with Apex, Cary, RaleighPittsboro, Chatham County and NCDOT to fund theUS-64 Corridor Planning Study, generally betweenUS-1 in Wake County and the Pittsboro Bypass inChatham County. The purpose of this study is devel-opment for implementation of a prioritized anddetailed transportation plan sufficient to meet the



FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits $ 1,040,428 1,391,815 1,458,321 1,304,411

Contractual Services 29,655 23,570 23,570 13,000Supplies, Materials and Other Charges 187,862 195,015 187,743 137,646Debt 2,302 6,280 6,280 3,269


Revenues:Transfers $ 12,000 12,000 12,000 12,000

Revenue Totals $ 12,000 12,000 12,000 12,000

Number of FTE's 15.00 15.00 15.00 13.00

2010 Fiscal Year Recommended Budget County Manager 67

County Manager

existing and anticipated future travel demands in thisarea.

FY 2010 DISCUSSIONReductions:

As part of the FY 2010 budget process, the CountyManager's Office has identified reductions of$157,878, or 9.8 percent of the FY 2009 AdoptedBudget of $1,616,680. After factoring in the Depart-ment's need to budget for operational cost increasesthat it will incur during the new fiscal year, thesereductions are largely responsible for an FY 2010recommended budget of $1,498,326, which is 7.3percent less than last fiscal year's adopted budget.Reductions identified include elimination of 2.0 FTE,reduction of the Volunteer Celebration and miscella-neous reductions in printing, travel and training, andthe County internship program.

The County Manager's Office has identified a vacantExecutive Assistant, 1.0 FTE, as a reduction for FY2010. This position provides support through taskssuch as assisting citizens through phone calls and/orwalk-in visits and through various administrativetasks. Elimination of this position will requirecurrent staff to provide such support.

In addition, the Public Affairs Office has identifiedone filled Public Affairs Specialist, 1.0 FTE, as areduction. The reduction of this position will resultin an increased workload for the remaining officestaff. This will mean reduced coverage on events asthe remaining staff must handle the responsibilitiesfor press releases, media assistance, Board ofCommissioners memos, news stories, and internalmedia coverage.

The Public Affairs Office has also identified a reduc-tion in their Volunteer Celebration and will no longerprovide the ceremony for the volunteers. The Volun-teer Celebration is an annual event recognizingvolunteers throughout the County. The celebrationincludes a luncheon for the volunteers accompaniedby an awards ceremony. Departments will still havethe opportunity to recognize its volunteers throughdepartmental ceremonies and the County will

continue to distribute certificates to volunteersacknowledging their contributions.

Other Issues:

Develop and implement strategies to align Countypriorities and spending with slower revenue growth.Continue to improve and refine the County's finan-cial planning practices through emphasis onlong-range financial planning, priority setting forservices and internal control policies. Develop abudget for fiscal year 2009-2010 which maintains theproperty tax rate at 53.4 cents.

Work with Wake Technical Community College andthe Wake County Economic Development Programand existing businesses to attract new jobs, retain jobsand provide training to individuals in transition.

Maximize the use of Federal "stimulus" funds toretain or add jobs in the region through infrastruc-ture projects, offset potential reductions in theCounty's operating or capital budgets, and assistWake County citizens in transition.

Implement the County's Plan to improve MentalHealth Services in Wake County including partner-ships with Holly Hill, construction of a continuum ofcare facility, reorganization of the LME, and partner-ships with the Sheriff 's Office, EMS and others.

Upgrade and enhance the County's environmentalstewardship agenda to incorporate strategies forsustainability and green initiatives including the userof alternative fuel vehicles, pursuing LEED certifica-tion for large capital projects, continuing to makeenergy efficient improvements in buildings,expanding partnerships in refuse and recycling, andestablishing a citizens Task Force to evaluate currentstrategies and recommend changes and new strate-gies.

Continue to implement a plan to deliver humanservices that will enable citizens to achieve and/ormaintain middle class status, ultimately reducingdependence on government support.

68 County Manager 2010 Fiscal Year Recommended Budget

County Manager

Work with the Wake County Public School Systemand Wake Community College to modify capitalproject schedules in light of slower economic growthand bond issuances and develop operating budgetstrategies that do not require increasing the propertytax rate but reflect education as a priority in WakeCounty.

Work with stakeholders, including the Wake Countydelegation, regional transportation organizations,municipalities and the business community toadvance the County's transportation needs.

Ensure that all municipalities have a voice in thedevelopment of regional solutions for water resourcemanagement in Wake County.

Initiate discussions with contracted service providersto identify consolidation opportunities in fire/rescueservice and EMS delivery and identify other strate-gies that will yield more effective and efficient fire/rescue and emergency medical services.

Continue implementation of strategies recommendedby the Wake County Gang Prevention Task Force tobolster prevention and reduce the prevalence of gangactivity in Wake County.

Maintain a leadership role among the largest urban-izing counties to discuss common issues and topromote common legislative agendas including thoseinvolving transportation, water supply, Medicaidfinancing and air quality.

Implement a courthouse and criminal justicelong-term capital plan.

Continue to highlight the unique and varied culturaland artistic aspects of the community.

HORIZON ISSUESRevenue projections show that over the next fewyears, the County will experience a slower growth inrevenue, possibly no growth. The County Manager'sOffice continues to lead discussions with depart-ments about how maintain service delivery whenfaced with the prospect of less revenue.

A significant portion of Wake County Government'sbudget is allocated to the Wake County Public SchoolSystem. How the County and the School Systemwork to achieve the most efficient use of funds andcommunity resources will have a significant impacton the resources available to provide services to thecitizens of Wake County.

The County's role in providing mental health, devel-opmental disabilities and substance abuse serviceswill continue to shift. In addition to working witharea hospitals to provide facility-based care, theCounty will continue to develop a model for acoherent continuum of care from point of entry toalternative secure and non-secure services.

2010 Fiscal Year Recommended Budget County Manager 69

County Manager

Summary of Services and Performance MeasuresService Area: Administration and SupportDescription: Policy development and implementa-tion for the Board of Commissioners. Arrangementand configuration of County resources for thepurposes of carrying out policy and activities.

Working with 12 municipalities, the businesscommunity and non-profits to build consensus onissues of importance within the community.

Service Area: Public AffairsDescription: Serve as lead Public Affairs Office forthe County. Inform and educate the public, officialsand staff about Wake County services and programsto foster support, understanding and benefitthroughout the County. Serve as a central point of

contact for media relations and distribution of publicinformation. Assist County departments withmarketing campaigns. Help Commissioners and staffcommunicate effectively.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyAverage citizen phone calls per month answered and responded to by department staff

N/A 584 600 600

EffectivenessPercentage of Year Maintained AAA Bond Rating 100 100 100 100Percentage of Board Inquiries Responded to Within One Day

100 100 100 100

Percentage of Citizen Inquiries / Comments Responded to within two days

100 100 100 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of Monthly TV Shows Produced for Airing on 3rd Monday

10 10 10 12

Number of Weekly Employee Newsletters Published

52 52 52 52

EffectivenessPercentage of Media Inquiries Responded to on Same Business Day

100 100 100 100

Percentage of Citizen Inquiries Responded to in 2 Business Days

100 100 100 100

70 County Manager 2010 Fiscal Year Recommended Budget

County Attorney

DEPARTMENT PURPOSE AND GOALSThe County Attorney's office advises County officialsand departments on legal matters and represents theCounty in court and legal negotiations. The officeprovides legal advice and answers questions relatingto statutes, rules, regulations and court interpreta-tions. The office also drafts legal documents,researches legal precedents, advises officials on legalimplications of actions, and studies County policies,procedures, and actions to assure compliance withthe law.

The department's highest priority is to avoid legalliability issues by providing timely advice to Countydepartments and the Board of Commissioners andprovide legal services to departments in the conductof County business and provision of mandatedservices such as Child Protective Services and AdultProtective Services.

MAJOR ACCOMPLISHMENTSThe County Attorney's office has successfullyperformed and will continue to perform thefollowing functions: 1) defend the County in lawsuits;2) advise the Board of Commissioners on legalmatters; 3) assist the County Revenue Department inassessing, collecting, and processing appeals of prop-erty taxes; 4) advise County departments on legalmatters; 5) negotiate and review contracts; 6) file

petitions in cases of abuse, neglect and dependency ofjuveniles and abused and/or disabled adults; 7) repre-sent County in abuse and neglect cases of juvenilesand dependent adults; 8) file and try cases involvingtermination of parental rights; 9) perform titlesearches for land purchases; and 10) assist inenforcing County ordinances.

FY 2010 DISCUSSIONThe County Attorney's office identified possiblereductions during the FY 2010 budget process.However, the reductions have the potential to nega-tively impact services deemed significant to theCounty, Board of Commissioners, and general public.As a result, there are no reductions for this depart-ment during FY 2010.



FY 2009Amended

FY 2010Recommended


Contractual Services 6,483 1,800 – 1,800Supplies, Materials and Other Charges 87,068 107,122 103,822 128,872Capital Outlay 13,823 – – –


Revenues:Charges For Services $ 48 – – –

Revenue Totals $ 48 – – –

Number of FTE's 12.00 13.00 13.00 13.00

2010 Fiscal Year Recommended Budget County Attorney 71

Board Of Elections

DEPARTMENT PURPOSE AND GOALSThe Wake County Board of Elections conducts allfederal, state, County, municipal, and special elec-tions in accordance with the mandates set by federaland state law and State Board of Elections policy. Itsmission is to maintain the integrity of elections,ensure election results are accurate, and make theelection process inclusive for all eligible voters. Themajor functions of the Wake County Board of Elec-tions are to register eligible voters, maintain accuratevoter registration lists, conduct elections and reportelection results, process provisional ballots, recruitand train precinct officials, secure polling places,insure polling place ADA-compliant accessibility, filecandidates for elective office, manage voter precincts,manage by-mail and one-stop absentee voting, andadminister State Board of Elections policies thatinterpret federal and state statutes.

MAJOR ACCOMPLISHMENTSSuccessfully conducted the November 4, 2008General Election, in which 444,013 voters (75 percentof registered voters) cast ballots.

Recruited, trained, and managed more than 2,300precinct officials for the 2008 General Election.

Operated 15 One-Stop early voting sites for the 2008General Election. A record 251,332 voters cast aballot at an early voting site.

Operated 2 early voting sites in major shopping mallsfor the 2008 General Election. This was the first timeearly voting was offered at a mall anywhere in NorthCarolina.

Recruited, trained, and managed more than 400people to staff the early voting sites for the 2008General Election.

Established and operated a 7,000 sq. ft. temporarysatellite office for managing early voting sites at theTriangle Town Center mall.

Worked with the State Board of Elections to makesignificant updates to the statewide early voting soft-ware system to facilitate voting and in-person regis-tration at early voting sites.

Offered in-person registration for the first time in apresidential election, providing 10,962 citizens whomissed the voter registration deadline the ability toregister and vote at the same time at any early votingsite.



FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits $ 944,453 1,002,765 1,008,090 961,372

Contractual Services 905,319 783,232 1,519,095 884,802Supplies, Materials and Other Charges 677,401 1,995,751 1,084,205 800,954Capital Outlay 350 5,000 34,500 –


Revenues:Charges For Services $ 230,963 – – 478,903

Miscellaneous 289 – – –

Revenue Totals $ 231,252 – – 478,903

Number of FTE's 16.00 16.35 16.35 15.35

72 Board Of Elections 2010 Fiscal Year Recommended Budget

Board Of Elections

Applied for and received more than $421,275.45 instate and federal grant funds to assist with the costs ofproviding 15 early voting sites in the 2008 GeneralElection. The grants allowed the Board of Elections toopen the four large volume sites additional days andall sites to remain open for additional hours on thelast day of early voting as mandated by the StateBoard of Elections.

Applied for and received $56,500 in state and federalgrant funds to purchase call bell systems to aid in thecurbside voting process. Bell systems eliminate theongoing cost of assigning a precinct official tomonitor the curbside voting area for each election.

Processed more than 27,000 absentee ballot requests,all in a timely manner. Of that number, 22,552 votedabsentee by mail ballots were returned in the 2008General Election. The number of ballots requestedand returned exceeded the previous County recordand is more than double the number of ballotsreturned in the 2004 General Election.

Implemented the use of a laptop in each polling placeto verify the registration status of voters whose namesdo not appear in the poll book due to failure toupdate their addresses or going to the wrong precinct.Voters confirmed to be registered using the laptopswere not required to vote provisionally, reducing thenumber of provisional ballots cast from 13,000 in the2004 General Election to 2,068 in the 2008 GeneralElection. This reduction saved more than $2,500 inprovisional research costs and allowed the Board ofElections to finalize the election results by the canvassdeadline.

Expanded a program to recruit volunteers to assistBoard of Elections staff with election preparation. Inadvance of the 2008 General Election, 54 volunteersworked for a total of 345 hours, saving more than$5,000. The volunteers were senior citizens and highschool students. The students were able to learnabout the elections process while fulfilling commu-nity service requirements for graduation.

Completed a Department of Justice survey of accessi-bility for each of the 198 polling places in advance ofthe 2008 General Election as required by the State

Board of Elections, and continued efforts to achievefull accessibility in polling places utilizing federalgrant money.

Completed the sorting of the absentee by mail,One-Stop and provisional ballots into the 198precincts pursuant to state statute. The ballots werethen recounted into the precinct voted and reportedto the State Board of Elections within the 60-day timeframe as required by statute.

Completed the processing of all voter registrationupdates and changes from the October 10th deadlinethrough Election Day. In advance of the 2008 GeneralElection, staff processed 75,972 new voters, processed79,735 updates for existing voters, removed 23,947voters who are deceased or no longer live in WakeCounty, and corrected 7,644 duplicate registrations.A mailing of over 115,600 voter cards reflecting thesechanges was completed in January.

Streamlined office procedures for campaign financemanagement, reducing the workload by 75 percent.

Hosted visitors from several countries during theweeks surrounding the 2008 General Election. Repre-sentatives from Ukraine, Nigeria, Denmark, Sweden,and Brazil visited under the auspices of the USDepartment of State's International Visitor Leader-ship Program. The purpose of the visits was to learnthe procedures utilized in Wake County in prepara-tion for the election, including visits to early votingsites and polling places on Election Day.


As part of the FY 2010 budget process, the Board ofElections has identified reductions of $261,525, or 6.9percent of the FY 2009 Adopted Budget of$3,786,748. After factoring in the Department's needto budget for operational cost increases that it willincur during the new fiscal year, these reductions arelargely responsible for an FY 2010 recommendedbudget of $2,657,128, which is 29.8 percent less thanlast fiscal year's adopted budget. Reductions identi-fied include elimination of 1.0 FTE and the elimina-tion of four early voting sites.

2010 Fiscal Year Recommended Budget Board Of Elections 73

Board Of Elections

Board of Elections has identified a vacant Informa-tion Technology Specialist position, 1.0 FTE. Boardof Elections, along with Human Resources, is goingthrough a departmental reorganization which willbetter align current positions with their current jobduties. Therefore, the elimination of the vacantInformation Technology Specialist will not have asignificant impact on the Board of Elections.

The Board of Elections is required by state law toprovide a minimum of one early voting site in theBoard of Elections office for each election held inWake County. Board of Elections typically providesmore than the state requirement for primary andgeneral elections. Since there is no general election inFY 2010, Board of Elections anticipates that earlyvoting services can still be provided through the earlyvoting site located in the Board of Elections office forFY 2010.

Other Issues:

Work with Wake County General Services Depart-ment to expand Board of Elections operating andstorage facilities that meet the specifications forproper maintenance and storage of election equip-ment and the security requirements of federal andstate directives.

Appoint precinct officials in all 198 precincts for the2007-2009 term as mandated by state statute.

Conduct the October 6 and November 3, 2009municipal elections.

Conduct the May 4, 2010 Primary.

Continue to work with the State Board of Electionson ways to enhance the capabilities of the SEIMSsoftware system for statewide voter registration,provisional ballot processing, and early voting.

Develop procedures for coordinating the recruit-ment, testing, training, and management of earlyvoting employees with a temporary staffing agency.

Continue to monitor legislation and State Board ofElections policy to be aware of all election lawmandates and changes.

Implement the office-wide use of Microsoft Access inorder to improve reporting and database manage-ment capabilities.

Continue to develop voter outreach and educationprograms.

Develop a detailed disaster recovery plan formanaging Election Day emergencies.

Continue to monitor legislation and State Board ofElections policy to be aware of all election lawmandates and changes, and work with the WakeCounty Board of Commissioners, the North CarolinaGeneral Assembly, and the State Board of Elections inseeking statutory changes that would decrease thecost of conducting an election.

HORIZON ISSUESWork toward splitting the 37 precincts that have morethan 4,000 registered voters.

Work with the Information Services Department topost campaign finance reports on the Board of Elec-tions website so that customers can convenientlydownload files and obtain information withouthaving to visit the Board of Elections office in person.

Establish a training lab to provide hands-on trainingfor precinct officials.

Work with the Budget and Management Services toplan ahead for funding for 8+ early voting sites forthe November 2010 General Election.

74 Board Of Elections 2010 Fiscal Year Recommended Budget

Budget And Management Services

DEPARTMENT PURPOSE AND GOALSBudget and Management Services (BMS) assists theCounty Manager in budgeting and planning opera-tional and capital needs. The department is the leadagency for countywide management analysis andprogram evaluation, providing research and analysisfor any department requesting assistance. Thedepartment's main responsibility is to organize theannual budget process and compile the annualbudget information for all Wake County governmentservices. Additional duties include providing finan-cial information and policy analysis to the Board ofCommissioners and County Manager, advisingdepartments on the financial conditions of theirrespective operations, and pursuing changes in stateand federal legislation to benefit County citizens.BMS staff frequently lead or assist with major Countyprojects, such as school system capital planning,inpatient mental health facility planning, andemployee health care.

MAJOR ACCOMPLISHMENTSDeveloped and implemented the methodology usedto reduce County expenditures in response to the FY2009 and FY 2010 revenue shortfalls. Analyzedrevenue streams to project, as accurately as possible,decreases in FY 2010. Worked with departments andsenior management to identify and evaluate spendingreductions for short-term and long-term serviceimpacts

In February 2009, presented an amended budget tothe Board of Commissioners that lowered revenuesand expenditures by over $23 million. Developing

the amended budget required a significant amount ofcommunication and collaboration with Countydepartments to identify one-time savings that mini-mize service impacts to citizens.

Completed a number of special projects, includingprogram evaluations of the County's EmergencyManagement division and Soil and Water Conserva-tion District. A complete spending history of theMajor Facilities special revenue fund was developed.The department also assisted the County's Fleet divi-sion in evaluating internal lease charges and estab-lishing new rates.


As of early May 2009, the department had a vacantBudget and Management Analyst position. To reachthe 10% reduction target, this position will be elimi-nated, along with a small amount of operating funds.The reduction totals $88,460 and leaves the depart-ment wtih 8.0 full-time equivalent positions.

Other Issues:

With the reduction in analytical staff, the departmentwill work with the Manager's Office to determinepriorities for analysis, long-range financial planning,and special projects.

Future projects will include an evaluation of the FY2010 budget process. The FY 2010 process divergedfrom prior processes, as it implemented reductionrequests. Budget staff will seek input from depart-



FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits $ 761,323 912,320 747,103 719,169

Contractual Services 35 – – –Supplies, Materials and Other Charges 61,380 37,600 40,312 35,820


Number of FTE's 10.00 9.00 9.00 8.00

2010 Fiscal Year Recommended Budget Budget And Management Services 75

Budget And Management Services

ment staff, as well as senior managers, to identifyaspects that worked well and areas that needimprovement.

The Budget and Management Service Departmentwill also monitor closely the County's revenuestreams during FY 2010 to ensure that any potentialrevenue shortfalls are identified as soon as possible.

HORIZON ISSUESThe revenue downtown is a long-term issue that willaffect not only the FY 2010 budget process, but theFY 2011 and FY 2012 budgets as well. The Budgetstaff work with departments to identify options forconstraining spending and potential expenditurereductions. The department will strive to developand refine long-range revenue projections to helpmaking informed budget and policy decisions.

76 Budget And Management Services 2010 Fiscal Year Recommended Budget

Facilities Design & Construction

DEPARTMENT PURPOSE AND GOALSThe Facilities Design & Construction Office plansand implements the capital improvement programfor County departments and the Board of Commis-sioners. Projects generally range in value from$100,000 to over $200 million each. The duration ofindividual projects varies from several months to 4-5years, depending on size, complexity and logisticalrequirements. Periodically the County may partnerwith other local governments on a large capitalproject, such as the Raleigh Convention Center orWestern Wake Regional Wastewater Facility. Gener-ally, the types of capital projects include humanservices buildings, public safety and criminal justicefacilities, libraries, parks, office buildings, historicbuilding restorations, water and sewer projects, solidwaste facilities, building renovations and majorpreventive maintenance projects. All design services,construction work, materials testing and variousother services are outsourced to private firmsthrough competitive procurement methods asallowed by North Carolina General Statutes.

The department also provides real estate services tomeet land acquisition, surplus property disposition,landrights and real property management needs of allCounty agencies and to support capital projects. Realproperty issues encompass such projects as simplecross-country utility easements, complicatedmulti-party shared easements, urban property acqui-

sitions, acquisition of numerous parcels for majorparks, watershed protection and open space preserva-tion. Negotiation of long-term facility leases, inter-local agreements with other governmental units forjointly developed public projects, and various otherpartnership initiatives are also assigned to this group.

To successfully achieve its mission, the departmentfocuses on the following long-term goals througheach of its program and service efforts:

To build partnerships to collaboratively plan, sharecosts and jointly develop public facilities throughoutthe County.

To protect the integrity of existing capital facilitiesand assets through targeted investments in preventa-tive maintenance, repair and energy conservingmeasures.

Renovated and newly constructed facilities will allowservice providers and customers to enjoy efficientand effective service environments, and to providenew facilities within budget and in a timely manner(consistent with Board approved project schedules).

Complete projects within appropriately establishedbudgets (budgets to be consistent with benchmarkcosts of comparable projects with similar standards).



FY 2009Amended

FY 2010Recommended


Contractual Services 6,166 – – –Supplies, Materials and Other Charges 57,635 63,559 59,739 47,970Capital Outlay 11,554 4,250 51 –


Revenues:Transfers $ 94,000 100,000 100,000 100,000

Revenue Totals $ 94,000 100,000 100,000 100,000

Number of FTE's 11.00 11.50 11.50 10.00

2010 Fiscal Year Recommended Budget Facilities Design & Construction 77


Projects will be completed consistent with CapitalProgram implementation schedules.

Ensure new facilities meet high standards of qualityto realize long term cost savings by avoiding prema-ture repairs and renovations.

Recommendations and decisions regarding fundingand development of capital projects will be based onlife-cycle costs (i.e., cost of facility over its anticipatedservice).

MAJOR ACCOMPLISHMENTSContinued involvement with Raleigh staff, designteam and construction managers as construction ofthe new 500,000 SF Convention Center in downtownRaleigh was completed.

Led inclusive community involvement process withvarious municipalities and school system to completelong-term master plans for: Post Closure of NorthWake Landfill, and acquired additional property anddeveloped master land use plan for the 224-acre LakeMyra Park properties.

Continued implementing the Public LibrarySeven-Year Capital Improvement Plan:

Began construction of a jointly planned 8,500 SFBranch Library and City Community Park on 57acres of property owned by the City of Raleigh adja-cent to the Leesville Public School campus, followingcollaborative planning process. Planned opening lateSummer 2009.

Completed Design and Construction Documents andsolicited bids for new 22,000 SF regional library in theWakefield Community of northeast Raleigh. *Contract was not awarded due to the economic reces-sion and project has been postponed until 2011.

Completed Design and Construction Documents forexpansion of Wake Forest Branch Library to doubleits size. * Project has been postponed until 2011 dueto the economic recession.

Continued implementation of Criminal JusticeMaster Plan as follows:

Continued implementing 10-year comprehensive lifesafety/building systems renovation plan and refur-bishment of interior spaces for the existing Court-house; Prepared construction documents; Completedasbestos abatement and renovations identified forYear Six of the Plan.

Completed design and construction documents fornew $215 million Justice Center (Criminal Court-house and Public Records/Administration), Solicitedbids for trade contractor proposals and awarded twoof three planned major construction contracts.Completed abatement, site utilities, and began demo-lition of existing buildings on site. Project consists ofa high-rise building containing 575,000 SF (includes180 below grade secured parking spaces). * Due toeconomic recession, Commissioners directed thatthe schedule for beginning construction of the newbuilding be suspended until 3rd quarter of FY 2010.This modification to the schedule will delay openingthe entire facility until late Fall 2013.

Completed design and construction documents fornew $186 million, 700-bed expansion of detentionfacility on Hammond Road in Raleigh. Projectconsists of 415,000 SF, 3-story building expansionand 300-car parking deck. Solicited bids for tradecontractor proposals and awarded two of fiveplanned major construction contracts. Completedpreliminary sitework, and began construction ofparking deck. Planned Completion Date is Fall 2012.

Completed construction of 990 space County parkingdeck planned to eventually adjoin mixed use privatedevelopment in downtown Raleigh. Deck opened tothe public in February 2009.

Solicited bids and began construction of 36,000 SFLaw Enforcement Training facility, on shared sitewith City of Raleigh.

Completed bid documents and solicited bids toupgrade six fire stations for the addition of dormito-ries to house firefighters, in accordance with a collab-orative study involving County staff, Fire Chiefs andthe Facilities Committee of the Fire Commission toidentify specific dormitory needs of each fire station.

78 Facilities Design & Construction 2010 Fiscal Year Recommended Budget


Led collaborative process for the design andconstruction of an 11,658 SF combination Fire/EMSstation in the south Garner area, with the Town ofGarner, Garner Fire Department and Wake EMS.Jointly acquired a site with the Town of Garner.Completed schematic design and began preparationof bid documents.

Began design of a freestanding 3,275 SF EMS substa-tion on a portion of the North Wake Landfill BorrowSite, following a collaborative master planningprocess with the School System and City of Raleigh.

Obtained Commissioners approval of schematicdesign for a $20 million Mental Health Complex, toinclude two facilities on 19-acre site near WakeMedand Holly Hill Hospitals. These two facilities (CrisisAssessment Unit and Substance Abuse TreatmentUnit) total 59,000 SF. Selected Construction Manage-ment firm to manage construction, solicited bids forsitework and main building construction, and begansitework construction.

Completed design and solicited bids for Phase 1 of aplanned expansion to the Animal Care, Control &Adoption Center of 5,860 SF , which will provide anadditional 75 dog kennels and 75 cat cages. Theproject also includes mechanical improvements forthe three existing dog kennel areas.

Comprehensive assessment and documentation of10% of County facilities is typically completed yearly,however, due to the economic downturn, the assess-ment process was suspended for this year. To date,2,055,781 SF of facilities have now been assessed, ornearly 85% of the County¿s facility inventory ofspace. Findings of these assessments are used toprioritize planned expenditures for building repairsand system replacements. All remaining assessmentswill be completed in FY 2010 to complete the firstcycle of this program.

Completed comprehensive assessment of the condi-tion of 242,692 SF of facilities (31 buildings) inFY2008; With completion of these assessments,2,055,781 SF of facilities have been recently assessed,or nearly 70% of the County's facility inventory ofspace; Findings of the assessment will be used to

prioritize planned expenditures for building repairsand system replacements.

Completed construction on a project to interconnectchilled water systems serving HVAC units in thePublic Safety Center with the Courthouse and WakeOffice Building; project will result in back-up/redun-dancy; chillers and cooling towers in these buildingsthat have reached the end of their life cycle are alsobeing replaced as part of the interconnect project.

Completed design work and bid documents toreplace the chiller equipment components of theHVAC system in the Public Safety Center.

Completed roof replacements at the Public SafetyCenter (23 roof levels), and Southern RegionalCenter, and began roof replacement at the CrosbyGarfield Health & Youth Services Center.

Began window replacement and exterior wall restora-tion at the Crosby Garfield Health & Youth ServicesCenter.

Completed Phase 1 of a project to replace agingdomestic water system in the Wake County OfficeBuilding, by replacing the main pumps for thesystem.

Continued to make significant progress on imple-menting key recommendations of the Wake CountyWater & Sewer Plan and other Board initiatives. Keyaccomplishments include:

Continued efforts to finalize design and developInterlocal Agreements with Town of Cary andDurham County for Jordan Lake Water Reclamationproject. Received final environmental approvalsfrom EPA and NC DENR, which were required forthe project.

Continued to work with several Wake County munic-ipalities to secure reimbursement of past WakeCounty expenditures for water/sewer extensions(Garner, Morrisville, Knightdale, Zebulon and Roles-ville).



Completed a joint study with the Town of Cary onfuture wastewater line capacity within RTP South.

Designed, bid and started construction of water/sewer/reclaimed water improvements associated withthe extension of Little Drive and Louis StephensDrive in RTP South.

Served on the Project Development Team for theWestern Wake Water Reclamation Facility located insouthwest Wake County.

Assisted Research Triangle Foundation and WakeCounty Economic Development staff as requested inassembling data and information requested byprospective companies considering building newfacilities in the County.

Completed the following projects in collaborationwith various municipalities that were funded withCommunity Development Block Grants:

Completed construction on projects designed inprior years in Apex (Harwood Street Improvements) ,Zebulon (N. Wakefield and W. Barbee StreetsImprovements) and Morrisville (Church Street Side-walk).

Designed, bid and constructed a street, utilities andsidewalk project in Wake Forest (Perry Street Exten-sion).

Provided project review for funding purposes for therenovation of the Zebulon Armory (for use as aCommunity Center).

The County¿s remaining North Wake Landfillreached capacity, and was closed in 2007, and a newlandfill was opened in Southern Wake County. Thishas generated a number of critically Important capitalimprovement projects which are underway

North Wake Landfill

Completed construction of the North Wake Landfillcap.

Completed post closure land use redevelopment plan.

South Wake Landfill

Developed study regarding needed soil for currentand future needs for CIP purposes.

Prepared RFP, reviewed proposals and selectedconsultant for Landfill Gas to Energy (LFG) project.Also investigated the potentially

necessary interim improvements needed in case gasodors become malodorous prior to implementationof a LFG to Energy project.

Prepared, bid and installed a modular office for theSolid Waste Division.

Managed various improvement sot Landfill entranceroad in vicinity of scale house.

Completed stream restoration along 5,000 feet ofLittle Branch Creek.

Continued working in partnership with PublicSchool staff (in consultation with municipalities) inevaluating, acquiring, and master planning oftwenty-four (24) school sites; 13 Elementary, 7Middle and 4 High School sites.

Since 2001, 4,306 acres of land (valued at $85 million)has been acquired and preserved as Open Space withan investment of $59 million in County funds.Remaining funds were provided by Partners. Thisapproach to leveraging substantial dollars from part-ners clearly indicates successful collaboration.* Dueto the economic slowdown leading to the failure tosell bonds, and to the reduction in County revenues,all Open Space Acquisitions were suspended for thecurrent fiscal year.

Negotiated Partnership/Interlocal Agreements fornumerous projects between Wake County andvarious partners including School System, TPL,NCDA-NRCS, State of NC, Durham County, RDU,Research Triangle Foundation, City of Raleigh,Towns of Cary, Morrisville, Garner, Knightdale,Zebulon and Rolesville Clean Water ManagementTrust Fund, and Progress Energy.



Successfully located space and negotiated 5-yearbuilding leases for relocation of Register of Deeds,Revenue, Probation & Parole; Relocations requireddue to displacement of these operations from the siteof the new Justice Center currently under design;Completed upfit renovations for these leased build-ings, and each space completed occupancy early inthe fiscal year.

In accordance with Commissioners¿ Goals, theDepartment of Facilities Design & Construction tookan active role with the Citizens Facility AdvisoryCommittee (CFAC) to evaluate cost-effective strate-gies for the school and county capital buildingprograms.

In 2008, CFAC focused on a review of Wake County'sCommunity Improvement Plan (CIP). TheCommittee studied various aspects of the Countyprocess of planning, design and implementation ofcapital projects. CFAC undertook this study byforming three subcommittees: 1) Site Planning andProgramming 2) Planning & Design and 3)Construction Administration. Facilities Design &Construction staff responded to requests for infor-mation from these subcommittees and clarifiedquestions, reviewed findings and provided assistanceto CFAC as they completed their final report on theCounty capital building program. The final reportpresented findings, affirmations and recommenda-tions and was presented to the Board in November2008. Among the conclusions:

¿The CFAC did not identify any areas for change orimprovement in the administration of constructionprojects by Facilities Design and Construction.¿


The department presently has 1.5 vacant positions,including one Facilities Project Manager and ahalf-time permanent Administrative Assistant.These will be eliminated in the FY 2010 budget. Thedepartment anticipates that, with the slowdown innew capital projects, the remaining staff of 10.0 posi-tions will be sufficient to manage and supervisecurrent projects.

Other Issues:

The Facilities Design and Construction departmentwill continue to play a lead role in the developmentand execution of the County¿s capital improvementprogram, and in the handling of real estate assign-ments. Major projects that impact departmentalactivities in the upcoming fiscal year include thefollowing:

Continue implementation of the Justice FacilityMaster Plan as follows:

Receive bids, award the final Guaranteed MaximumPrice Contract required for the new Justice Centerproject; (building construction)

Continue implementation of the long term DetentionFacility Master Plan as follows:

Complete construction of site development andparking deck for expansion of Hammond RoadDetention Center.

Complete construction documents, receive bids,award the third and final Guaranteed MaximumPrice Contract required for the project (buildingconstruction);

Continue implementation of 10-Year CourthouseImprovements Plan ¿ Year 7.

Complete final phase of current cycle of annualexisting facility condition assessments and continueto implement capital plans to address high priorityitems identified in assessments.

Complete construction and open Leesville BranchLibrary ¿ late Summer 2009 ¿ (from 2003 LibraryBond)

Complete construction and open Law EnforcementTraining Center

Complete construction of Fire Station DormitoryImprovements at 16 stations.



Begin implementation of EMS System Master Plan,by beginning construction and making substantialprogress on Durant Rd EMS Station, and partnershipwith Town of Fuquay-Varina to renovate Fire Station#1, which includes existing EMS quarters.

Begin construction and make substantial progresstowards completion of Garner Joint Fire/EMS Substa-tion.

Continue with substantial progress of construction ofMental Health Facilities defined in Continuum ofCare

Complete construction of Animal Control Centerexpansion.

Continue working closely with Research TriangleFoundation and Town of Cary to address water andsewer needs for the Wake section of ResearchTriangle Park.

Complete construction of initial phase of parkimprovements planned for the post closure of theNorth Wake landfill site.

HORIZON ISSUESHorizon issues for FY10 are as follows:

Implement capital plan to address high priority itemsidentified in Facility Condition Assessments.

Resume open space preservation consistent withCounty priorities and partnerships developed

Continue implementation of the Justice FacilityMaster Plan, through continued construction ofJustice Center and Detention Center

Resume implementation of Libraries Master FacilityPlan.

Resume implementation of Parks Master Plan.

Continue implementation of EMS Master Plan andjoint Fire/EMS stations.

Resume review and plan for implementation ofHuman Services 7-Year Master Facility Plan.



Summary of Services and Performance MeasuresService Area: Capital Program Planning and ImplementationDescription: Capital Program Planning and Imple-mentation.

Service Area: Real Estate and Landrights ManagementDescription: Real Estate and Landrights Manage-ment.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercentage of projects completed in accordance with County's CIP schedule

90 90 90 90

Percentage of projects within Budget 100 100 100 100Percentage of projects meeting or exceeding County energy efficiency standards

100 100 100 100

Percentage of projects designed consistent with "County Guidelines for Basic Building Materials"

100 100 100 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercentage of real estate/landrights issues resolved within planned time

81 80 81 84


Finance Department

DEPARTMENT PURPOSE AND GOALSThe Wake County Finance Department is committedto providing professional fiscal support throughservice excellence to the Wake County Board ofCommissioners, the County Manager, and staff asthey endeavor to make Wake County a great place forits citizens to live, work, learn, and play.

Finance strives to improve business-processescountywide, provide timely accurate financial infor-mation to departments and citizens, and enhancefiscal accountability. The Board of County Commis-sioners, the citizens of Wake County, and Countyemployees expect county government to operate in acost-efficient manner in order to conserve tax dollarsand promote savings. The Finance Department lead-ership appreciates this stewardship responsibility andbelieves that proper management of the County'sdebt and investments portfolios, as well as thecontinued internal review of business processes anddocumentation of internal controls, provides avehicle for the County to meet the expectation thatthe County manages public funds responsibly.

Historically, the Department's focus on efficienciesand cost savings has centered on processes that occurwithin the department. The department's major

goals include: (1) Maintain the County's Triple-Abond rating, a key factor in keeping interest costs lowon the County's outstanding general obligation debt;(2) Obtain an unqualified opinion on annual inde-pendent audit; (3) Review the County's major busi-ness processes as well as any proposed changes tothese processes and document the County's internalcontrol system to minimize weaknesses and providecritical financial stewardship to management andtaxpayers; (4) Provide accurate, timely financialinformation for decision-making purposes toCounty's management and staff, assisting as neces-sary; (5) Obtain the Certificate of Achievement forExcellence in Financial Reporting award from theGovernment Finance Officers Association (GFOA);(6) Provide disclosure of information to bondholdersand citizens through the timely production of thecomprehensive annual financial reports and theSecurity and Exchange Commission (SEC) disclo-sures required on the County's outstanding debt.

MAJOR ACCOMPLISHMENTSThe County has maintained an "Aaa" bond ratingfrom Moody's Investors Service since 1973, an "AAA"rating from Standard & Poor's Corporation since1983, and an "AAA" rating from Fitch for the ninthyear in a row. This bond rating is a clear indication of



FY 2009Amended

FY 2010Recommended


Contractual Services 745,446 464,872 436,318 344,872Supplies, Materials and Other Charges 3,442,650 3,249,466 3,258,838 139,536Capital Outlay 390 1,380 1,380 –


Revenues:Federal $ 377 – – –

Charges For Services 87,848 56,000 56,000 38,000Interest Income 231,798 – – –Miscellaneous 5,000 30,000 30,000 30,000

Revenue Totals $ 325,023 86,000 86,000 68,000

Number of FTE's 34.25 35.25 35.25 34.75

84 Finance Department 2010 Fiscal Year Recommended Budget

Finance Department

the sound financial condition of The County. TheCounty is one of the few counties in the country thatmaintains the highest financial rating from all threemajor rating agencies. This achievement is a keyfactor in keeping interest costs low on the County'soutstanding general obligation debt. These ratingswere last affirmed in March 2009.

Finance staff and management provided critical lead-ership in a countywide project to replace the finan-cial, budgeting, and human resource systems forintegrated financial and human resource system on aweb based platform. In March 2008, the County went"live" with its new financial accounting system. Sincethat time, Finance has continued to refine businessprocesses and adjust the system as needed. Theimplementation of the Human Resources portion ofthe ERP project is in process. Finance staff andmanagement are also involved with this final phase ofthe ERP project as the payroll functionality ismanaged within the HR module.

The Finance Department and its staff continue toexcel and be recognized at a national level for thisexcellence. The Government Finance Officers Asso-ciation (GFOA) awarded the County the Certificateof Achievement in Financial Reporting for the fiscalyear ended June 30, 2007. This is the 24th consecutiveyear that the County has received this recognition

In addition, the Carolina Association of Govern-mental Purchasing (CAPG) presents an annual awardto units of government that have demonstrated highstandards in the purchasing profession. For thefourth year in a row, Wake County ProcurementServices was one of a small number of governmentalunits throughout the Carolinas to receive this award.A formal presentation of the award was made to theProcurement Services staff in March 2009 at theCAPG Spring Conference.


As part of the FY 2010 budget process, the Financedepartment has reduced its budget by $218,329 or 6.2percent of Finance's FY 2009 adopted budget(excluding self insurance premiums and claims) of

$3,517,751. The department's reductions include theelimination of a part-time position that providedsupport for payroll; a reduction in department-wideoperating expenses such as overtime, software, traveland training, and contractual services; and a reduc-tion in budgeted expenses for risk management. Theloss of the part-time position will not adversely affectthe Finance Department because the position will notbe needed when the new Human Resources moduleof the E-Wake ERP system is implemented in FY2010.

In addition to reductions, $3,238,075 of costs relatedto self-insurance premiums and claims for theCounty have been transferred from the Financedepartment to the County's non-departmentalbudget. After factoring in the Department's need tobudget for operational cost increases that it will incurduring the new fiscal year, and the transfer ofself-insurance premiums and claims to thenon-departmental budget, Finance's FY 2010 recom-mended budget equals $3,225,337, which is 8.3percent less than the FY 2009 adopted budget(excluding self-insurance premiums and claims).

Other Issues:

Implementation of the Human Resources system andgaining efficiency in the financial system willcontinue to be the department's major focus in FY2010. Numerous Finance staff have been involved foralmost three years in implementing this financialsystem which will have an impact to the departmentand the County over the long term. The Departmentanticiaptes that this project will continue to impactthe work plans of the Finance staff, as well as those ofHuman Resources, Budget, and numerous otherCounty Departments.

Developing a risk based audit approach will continueto be the primary focus of the County's InternalAudit function. Due to the complex and large varietyof programs, funding sources and business processeswithin the County, documenting and assessinginternal controls will encompass work over the next3-5 years. Gaining understanding of controlsthrough assessing and documenting controls is crit-ical to the risk-based audit approach. Finance's goal is

2010 Fiscal Year Recommended Budget Finance Department 85

Finance Department

to establish a plan that rotates through the variousdepartments based on assessment of risk. The planwill also include efforts to ascertain if the depart-ments have implemented controls that will complywith the new risk assessment Statements on AuditingStandards (SAS) # 104-109.

Other Projects that are currently ongoing include (1)Improving user friendliness of the Data warehouse ofthe Financial system and enhancing reporting; (2)Updating of policies surrounding acceptance of elec-tronic payments; (3) Continue training for the 700+County supervisors on Travel, Procurement card andFood policies; (4) Business process design andreview; and, (5) Transactions posted on the web forcitizen infomation and review.

The Finance department is in the process ofpurchasing a risk management application to storeand track information on workers' compensation,property, general liability, and automobile liabilitythat will interface with the Advantage Financial andHuman Resources systems.

HORIZON ISSUESAdditional One-time Tasks yet to be Accomplished infinancial system and for pending legislation include:(1) Implement Vendor Self Service (VSS) forprocurement, electronic bidding, and paymentprocesses; (2) Implementing the Advantage payroll/HR system, including the training of employees ontimekeeping function; (3) Implementing proposedIRS regulation for 3 percent withholding on allvendors (a significant requirement for software andbusiness process for calendar year 2011 as theDepartment will have to develop a potentiallylabor-intensive work-around or implement a systemupgrade to accomplish this).


Finance Department

Summary of Services and Performance MeasuresService Area: Process and Record Transactions.Description: 1) Reduce cost of processing transac-tions and process all transactions in a timely, efficientmanner in accordance with generally acceptedaccounting principles. 2) Receive an unqualifiedopinion from independent auditors. 3) Improvesystem efficiencies and system of internal controls

through the use of automation, provide staffing toreview business processes associated with existingand proposed technology and assist departmentswith resolving internal control issues that arise as aresult of technology.

Service Area: Debt Management and InvestmentsDescription: 1) Provide assistance to Countymanagement and staff in planning and executingdebt issues and managing debt program, including

payments and reporting. 2) Provide investment port-folio management that maintains investments thatare safe, liquid and competitive in the marketplace.

Service Area: ReportingDescription: 1) Receive GFOA Certificate ofAchievement (This requires a timely report thatmeets high standards with an unqualified opinionfrom independent auditors). 2)Federal and Stategrant reporting is prepared timely and efficiently.

Further, grants are all tracked for single audit compli-ance and financial reporting requirements. 3)Provide County management and staff with the infor-mation they need to conduct business and makeinformed decisions.

Service Area: Internal AuditDescription: Wake County Assets are safeguardedand used efficiently, including federal and State assetsentrusted to Wake County in the eligibility process.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessNumber of audit adjustments per fiscal year 2 0 2 2

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercent of time County receives AAA from all three Rating Agencies

100 100 100 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercent of time the County meets reporting requirements for all federal and state agencies

100 100 100 100

2010 Fiscal Year Recommended Budget Finance Department 87

Finance Department

Service Area: Cost of RiskDescription: Procure insurance and manageself-insurance component. Minimize the cost of risk.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputPercent of time an 80% risk assessment plan (at minimum) has been developed and executed for the County

100 100 100 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercent of Experience Modifier annually determined by independent Actuary for similar position classifications. The modifier should be less than 75%.

68 68 68 75


Human Resources

DEPARTMENT PURPOSE AND GOALSThe Human Resources department is committed tothe vision of Wake County as an employer of choice,one that provides a positive work environment andvalues the knowledge, talents, skills and abilities ofemployees as they work towards accomplishing theCounty's mission. Wake County employees are theorganization's most valuable resource. HumanResources problem solvers will endeavor to consis-tently identify innovative solutions to workplaceissues to optimize the workforce and to support theCounty's goals and objectives. The Human ResourcesDepartment is responsible for design and administra-tion of employee compensation and benefitsprograms, policy development, recruitment,employee relations, training and development, orga-nizational development, employee appreciation andrecognition programs, maintenance of employeerecords, and design and administration of theCounty's automated human resources management/payroll system.

MAJOR ACCOMPLISHMENTSThe compensation section continued the annualone-third salary survey process, in which one-thirdof the County classifications are surveyed for marketcompetitiveness each year. Recommendations weremade to adjust salary bands and create new classifica-tions, with no appeals to County Management. The

division also analyzed and classified 65.35 FTE's aspart of the FY 2008 expansion request and processeda total of 213 classification actions for the year.

Human Resources received and processed 29,206employment applications in FY 2008, demonstratingthat Wake County employment is eagerly sought bymany.

Human Resources coordinated the 2008 "Garland H.Jones Excellence in Public Service Awards" luncheon,the CHEER committee activities, and the Caring,Serving, and Respecting Customers Awards program.

Current efforts to control increasing costs arecentered on our "Consumer Driven Plan" design,consumer education, and wellness initiatives. Intro-duction and integration of consumer driven healthplan efforts continued throughout 2008.

Operating in conjunction with the County WellnessPlanning Committee, we successfully implemented acomprehensive wellness program "WakeWise Well-ness" with active participation by our employees.

Transitioned management of the unemploymentcompensation program from contract with a thirdparty administrator to an internal 0.5 FTE HRConsultant.



FY 2009Amended

FY 2010Recommended


Contractual Services 97,193 146,560 121,060 121,727Supplies, Materials and Other Charges 247,700 319,055 263,555 156,460Capital Outlay – 1,444 1,444 –


Revenues:Charges For Services $ 196 – – –


Number of FTE's 22.00 22.50 22.50 23.50

2010 Fiscal Year Recommended Budget Human Resources 89

Human Resources

We expect to have a new Human Resources Informa-tion System (HRIS) that will be integrated withFinance and Budget, and we have continued to beactively involved in the County's "e-Wake" project.


As part of the FY 2010 budget process, the HumanResources Department identified reductions of$199,095, or 9.9 percent of the FY 2009 AdoptedBudget of $2,001,096. After factoring in HumanResources' need to budget for operational costincreases that it will incur during the new fiscal year,these reductions are largely responsible for a FY 2010Recommended Budget of $1,943,734, which is 2.9%less than last fiscal year's adopted budget. Reductionsidentified during FY 2010 include position recruit-ment programs, employee recognition, and thereducing administrative resources.

First, the department reduced recruiting programs by$68,000 that including reducing position advertise-ments, internal position announcements, and limitedattendance at career fairs. In addition, HumanResources negotiated a reduced cost for compensa-tion surveys. The surveys evaluate pay bands andensure that the County is competitive in recruitingfor vacant positions.

Human Resources also decreased employee recogni-tion programs by $106,395 that reduces serviceawards, special events for employees, and the CHEERemployee appreciation program. County-widetraining opportunities that are open to all countyemployees, including leadership training and Spanishcourses, were eliminated totaling $15,000. Depart-ments who still have a need for such training areallowed to provide it at the requesting department'sexpense. Human Resources will no longer coordinatethese opportunities on a county-wide basis.

Other reductions were considered administrative andmake up $9,700 of total reduced from HumanResources. Examples include eliminating computerequipment, software upgrades, technology supplies,and temporary agency expenses. While the reduc-

tions have a limited impacts to the public, employeeefficiencies will be reduced.

Other Issues:

Human Resources currently has a contracted well-ness coordinator position that has been instrumentalin the implementation and development of our well-ness program. Converting the position to a full-timeHuman Resources Consultant (working title: Inte-grated Health Consultant) will enhance our servicedelivery and be a valuable investment to thelong-term success of the County's overall healthstrategy.

Once successful implementation of the eWake systemis achieved (slated for July 2009), we will continue toassess the addition of any other Advantage functionsthat may create further organization efficiencies.

HORIZON ISSUESFirst, HR wants to ensure the successful implementa-tion and training of an integrated Finance/HumanResources/Budget system for Wake County, known as"e-Wake." In addition, we would like to implementthe Employee Self Service module of Advantage. Thismulti-year effort will require the continued commit-ment of all HR team members to guarantee ahighly-successful project outcome for the Countywhile consistently meeting our customers' needs.

We want to review, monitor and bid (as appropriate)both in the short and long term Wake County bene-fits programs, in order to ensure that employees andthe County are receiving the most competitiveoptions. The County has made significant changes toour health care platform and is now utilizing aconsumer-driven, self-insured approach and relatedorganizational wellness initiatives.

In order to further an integrated health and wellnessapproach for the organization, we would like topropose converting the existing contract for the Well-ness Coordinator into a position (see Expansion Item- Human Resources Consultant). It made sense inthe initial phase of WakeWise Wellness to usecontract dollars to organize a program and assess thevalidity and contribution for Wake County. This

90 Human Resources 2010 Fiscal Year Recommended Budget

Human Resources

preliminary step allowed us to evaluate the fit andeffectiveness in our organization. After initiallyapproaching this effort from a contract standpoint,we believe that there is value-added for ouremployees, that there is a stewardship component inusing tax dollars most effectively and that theprogram dovetails best with the County's healthstrategy of promoting prevention through healthyliving and encouraging personal responsibility forour own wellbeing.


Human Resources

Summary of Services and Performance MeasuresService Area: Recruitment and DiversityDescription: Maintain and continue to improveservice delivery in recruitment, referral, recordkeeping, and employment verification. Ensure thatemployees are hired as a result of a competitiveprocess and that hiring managers have the resources

and skills necessary to conduct sound interviewingand selection processes. Promote Wake County as anequal opportunity employer who values diversity atall levels of the workplace.

Service Area: BenefitsDescription: Well designed benefit programs withefficient and courteous service to employees, retirees,

disabled employees, ex-employees, and familymembers

Service Area: Training and Organizational DevelopmentDescription: Design, develop, and implement acorporate wide training program that is in alignmentwith the County's vision, mission, and values.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of actively recruited vacancies. 600 285 600 600

InputNumber of bilingual candidates. 350 200 350 350Number of employee and position actions. 5,000 2,668 5,000 5,000Number of applications received. 28,000 14,483 28,000 28,000

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of benefits related workshops. 60 51 60 60Number of participants in flexible spending programs.

1,400 1,337 1,400 1,400

Number of employee retirement consults. 60 62 60 60

EffectivenessPercentage of employees participating in benefits information sessions which indicated they have a better understanding of employee benefits.

99 99 99 99


Human Resources

Service Area: Conference with Employees and SupervisorsDescription: Telephone Conferences; Face-to-facemeetings; "Road Shows" in Depts.; Conflict Resolu-tion Facilitation.

Service Area: Recognition and Employee AppreciationDescription: Programs designed by employees toexpress appreciation and recognition for WakeCounty employees on their hard work, excellentcustomer service, and contributions made through

programs for Wake County citizens. Occasionally,recognition events will include employees, retirees,and their family members.

Service Area: WellnessDescription: Effective wellness programs availableto employees, retirees, disabled employees, and theirfamily members (e.g. myuhc.com; fitness centerdiscounts; other initiatives)

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of management skill development opportunities.

20 72 50 20

EffectivenessPercent of employees participating in training which indicated they have a better understanding of the "The Guiding Principles of Leadership" and correlate at least one principle to the workshop in which they participate.

95 98 95 95

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercentage of non-discrimination grievances resolved at department level.

186 98 N/A N/A

Percentage of employees who seek our advice prior to addressing an issue.

90 77 90 90

Percentage of supervisors/managers who seek our advice prior to addressing an issue.

90 87 90 90

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of Customer Service Recognition Award nominees/winners.

50 N/A 50 50

Number of CHEER Participants 4,250 4,100 4,250 4,250


Human Resources

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of flu shots administered. 1,000 1,160 1,000 1,000Number of employees submitting the Health Risk Questionnaire.

1,500 2,212 1,500 1,500



DEPARTMENT PURPOSE AND GOALSWake County Information Services (IS) is thecentralized information technology provider forCounty departments. It offers centrally-managedoperations and administration for enterprise andmission critical automation systems, desktop andmobile services, network and telephone services,software development and management, and tech-nical support to County departments and authorizedbusiness partners. The department operates twocentralized computing centers located at separatesites - the primary facility in the Waverly AkinsCounty Office Building and the secondary facility inthe Swinburne building on the Human Servicescampus.

Wake County IS strives to be a nationally-recognizedleader in the public sector for supporting andimproving government services through the use oftechnology, which contributes to making ourcommunity a great place to live, learn, work and play.

Information Services will actively seek out opportu-nities to work with the County's business units to:

-Provide effective technological options for theirmanagement of services and information

-Set priorities, choose technologies, and measureprogress to improve efficiency and effectiveness inconducting the public's business

-Find solutions that can be offered quickly and areadaptive to changing business needs

-Create economies to reduce costs for internal opera-tions and expenses to business units

Wake County IS has had three central goals thatguide its work. The goals are being refined to reflectthe changes in how IS works with the County'sdepartments.

1. Improve core technologies. Information Serviceswill collaborate with business units about the tech-nologies that support their business processes. Theenterprise technology roadmap initiative discussedbelow is specifically directed at this goal.

2. Improve the use of technology. InformationServices will collaborate with business units to iden-tify opportunities to use existing desktop productivity



FY 2009Amended

FY 2010Recommended


Contractual Services 3,090,506 4,194,928 3,805,902 2,882,039Supplies, Materials and Other Charges 1,422,031 891,075 857,818 919,176Capital Outlay 325 1,840 1,840 –Debt 48,126 – – –Budget Reserves – – 275,000 –


Revenues:Charges For Services $ 12,304 – – –


Revenue Totals $ 12,324 – – –

Number of FTE's 95.75 97.75 97.75 91.75

2010 Fiscal Year Recommended Budget Information Services 95


software to quickly and adeptly meet business auto-mation needs.

3. Improve access to information. InformationServices will collaborate with business units to helpbusiness units manage and use the informationgenerated in their business processes and help themintegrate information created by other business unitsinto their processes.

MAJOR ACCOMPLISHMENTSOngoing support for day-to-day operations. The goalthat drives and guides ongoing support is improvingcore technologies that support business functions.Examples of these core services are email, networkaccess, desktop productivity software, training andsupport, telecommunications, mobile devices, anddisaster recovery. This year the department hascarried out several large initiatives to upgrade coreservices and provide improvements for businessoperations. These initiatives include:

Lotus Notes Upgrade. Lotus Notes/Domino softwareprovides email and calendaring services for all staffand supports over 800 business functions. Becausethe new version required upgrades to desktopcomputers that were outside of the normal replace-ment through attrition, the project included improve-ments to or replacement of several hundredcomputers. The software itself is installed using auto-mation technologies that IS deployed last year. Theability to "push" the installation to computersremotely was a key factor in moving forward withthis project. Previously, the initiative had stalledbecause of the prohibitive requirement for the instal-lations to be made directly by a technician. Theproject is proceeding on schedule and is expected tobe completed by the end of the current fiscal year.

Microsoft Office. The Microsoft Office suite is thecore productivity tool used by all staff and includesword processing, spreadsheets, and presentation soft-ware. This project was coordinated with the Notesupgrade to take advantage of the improvements todesktop computers. Information Services has beenable to take advantage of the same automated tech-nologies to install the software. The project is

proceeding on schedule and is expected to becompleted by the end of the current fiscal year.

Swinburne re-wiring and network upgrade. A signif-icant percentage of the County's workforce resides inSwinburne. Their work has been adversely affectedby the type of wiring used for network connectionsbecause it restricts the network bandwidth. Forexample, the outdated wiring has interfered withtheir ability to fully use the new ERP system. Tobring the building up to County standards requiresphysically replacing all of the wiring for data and thenetwork equipment. The project began this year andwill be completed in FY 2010.

Telecommunications. Information Services has beenworking with a consultant to develop a 10-year stra-tegic plan for telecommunications. The plan wasdelivered in late 2008 and is now being reviewed todetermine which projects should be pursued, theirpriority, and their timeframe for deployment. Thefirst projects from this strategic plan - planning forreplacement of Call Center platform technologiesand planning for Unified Communications and voicemail platforms - have begun and are scheduled forcompletion this fiscal year.

The projects described above are a small portion ofInformation Services' project portfolio. At the end oflast fiscal year, the IS management team prepared toallocate resources to carry out the FY 2009 businessplan. The list of initiatives in the business plan wasalready outdated due to the completion of severalprojects, the introduction and approval of other proj-ects, and the recognition that many other projectsexist below the horizon of the business plan. As aresult, the IS management team decided that itneeded to create a more dynamic means of identi-fying, prioritizing, and tracking projects throughoutthe year.

During the first two months of the current fiscal year,the management team identified all of the significantIS initiatives and their key characteristics, including:(1) Team leading the initiative, (2) Teams partici-pating in the initiative, (3) Priority of the initiative,(4) Start date of the initiative, (5) Planned completion

96 Information Services 2010 Fiscal Year Recommended Budget


date of the initiative, (6) Departments affected by orparticipating in the initiative

The management team assigned priorities as High -1, Medium - 2, and Low - 3 based on its under-standing of the business units' requirements. Thehigh priority items were divided into two groups:those with hard deadlines (1A) and those with flex-ible deadlines (1B). The team assigned a priority 4 toprojects that were in early discussions or in theapproval process.

The initiatives were organized into a single portfoliothat allowed an at-a-glance view of the department'sworkplan. In the interest of leveraging readily avail-able technology, an Excel workbook was developed tokeep track of the portfolio. The initial portfolio listedabout 80 initiatives as reported in the FY 2009 busi-ness plan. By September, the portfolio had more thandoubled with over 175 initiatives listed as eitherunderway or to be started in FY 2009.

The IS management team incorporated the portfoliointo its weekly meetings with the department's super-visors. Beginning in the first quarter of this fiscalyear, all active projects are in a monthly rotation forstatus reports to the management team, beginningwith the highest priority initiatives (1A) and movingthrough the list to the lowest priorities by the end ofthe month. Initiatives are added and removed basedon planned start dates, project completion, and iden-tification of new initiatives.

Several objectives, derived from the FY 2009 strategicplan, were set for this process. Staff had identified theneed for IS to develop mechanisms to improvecommunication and collaboration within the depart-ment and to improve communication and collabora-tion with other departments. Coupled with theirinterest in improving communication and awarenesswas an interest in knowing that their efforts weredirected to efforts that had the most value for theorganization. The objectives for the portfolioincluded: (1) Increasing the emphasis on the depart-ment's highest priority work, (2) Increasing theopportunities for cross-team communication oninitiatives, (3) Increasing staff awareness of the otherdepartments participating in or affected by the initia-

tives, (4) Increasing the frequency and amount ofuseful information about the department's work plan

The portfolio has had a positive impact on all of theobjectives.

Another FY 2009 initiative that will extend into FY2010 was the development of an enterprise tech-nology roadmap. Information Services and businessunits too often find themselves on different pageswhen technological changes need to be made.Changes can be driven, for example, by the need toupgrade memory in a desktop computer or toupgrade a business unit's software application. Thesechanges can adversely affect the other's operations.

Information Services management observed that thiswas occurring in its internal operations as well. Themanagement decided to focus on internal operationsfirst - responding to the goal of improving how wework with ourselves. The roadmap initiative gath-ered information about enterprise technologies usedon desktops and laptops (e.g., office productivity,browsers, anti-virus, and media players) and theinfrastructure required to support them (e.g. serversoftware and databases). The versions and the timelines for their support were projected for the nextseven years, coinciding with the Automation CIPplanning cycle.


As part of the FY 2010 budget process, the Informa-tion Services Department identified reductions of$1.82 million, or 13.4 percent of the FY 2009 AdoptedBudget of $13.55 million. Reductions identifiedinclude elimination of 6.0 FTEs, outsourcing of themainframe system support, reductions in contract,license and maintenance costs, reduction in tempo-rary contractor funds, and miscellaneous suppliesreductions. After factoring in the Department¿s needto budget for operational cost increased that it willincur during the new fiscal year, these reductions arelargely responsible for an FY 2010 recommended



budget of $11.9 million, which is 12.4 percent lessthan last fiscal year¿s adopted budget.

Wake County is in the process of implementing andadministering new finance, budgeting and humanresources systems. Maintenance for the legacysystems required as part of the FY 2009 budget willno longer be necessary in the FY 2010 budget. IIS,the revenue collection system is now in thepost-development stage and no longer requireson-site support from dedicated contract developers.These reductions total $282,888.

Information Services identified $201,033 in savingsin Technical Infrastructure contracts, license andmaintenance agreements. Symantec will phase outproduct support; the Department will furtherleverage Reflex Intrusion prevention program.SmartNet maintenance was purchased through astate contract at a lower cost than the existingcontract. The Dell Server/SAN maintenancepurchase cycle was extended from three to five yearswhich results in lower cost to the department. Infor-mation Services additionally reduced funds budgetedfor emergency contracts to provide outside expertiseon issues in which the department lacks the appro-priate skill set.

The FY 2009 budget included funding for an Oraclecontractor due to difficulty in securing a full-timestaff employee. During this fiscal year, InformationServices hired a full-time Oracle Engineer to performthese tasks. The contract funding will be reduced inthe amount of $95,000.

The Microsoft SQL-Sharepoint Enterprise Agree-ment, in the amount of $167,000, was transferred tothe capital plan where all other enterprise agreementsare budgeted.

The FY 2010 Recommended Budget includes elimi-nation of 6.0 FTEs in Information Services. Due toslowing down and halt to capital projects, AppliedTechnologies workload will decrease. As a result, oneproject manager will be eliminated. Additionally, theDepartment is transitioning from use of the legacymainframe and will utilize outside contractors, atlower cost, to maintain the system. The unit,

consisting of 1 supervisor and 4 computer operators,was eliminated. License and maintenance expensesassociated with the unit were also reduced as part ofthis initiative. The 6.0 FTEs and license and mainte-nance reductions provide $616,219 in savings.

Other Issues: Information Services took a hard andclose look at how it can maintain its level of servicewithin the constraints of budget reductions andendeavors to execute its business plan in service tothe county.

Technology Roadmap. Information Services willcommunicate and expand the use of the roadmap inFY 2010. Similar to the plan for the portfolio, twosets of activities will occur - one focused onimproving internal communications and collabora-tion, the other focused on communication andcollaboration with external business units.

The internal activities will focus on refining the infor-mation in the roadmap, helping the lead teams foreach technology define and carry out their role, andmake decisions where there are open issues for theselection of the various technologies.

The business-facing activities will focus on reviewingthe roadmap with business units. Business units'applications can impede or accelerate changes intechnologies. This activity will determine the impactof the roadmap technologies and their support time-lines on business applications - and vice versa. Usingthe portfolio to identify the systems and the roadmapto identify technologies will help IS and the businessunits plan changes together. The appropriate stafffrom the business units and IS will discuss eachsystem to identify and understand the changes thatwill need to occur, the proper timelines for support,and the time frames for handling upgrades andchanges.

Working with Departments. This has been discussedthroughout the business plan as a current issue andactivity. It becomes a horizon issue because theIT-Business realignment is a global trend that ischanging the business direction of major technicalcorporations. As the technical products marketchanges, it will affect staffing, resources, and business



processes. While IS is putting processes into place toimprove and sustain the communications withdepartments, it will have to continually assess therelationships in the context of changed technicalmarkets.

Information Security. The Information Risk Manage-ment Core Team will review and prioritize securityprojects. The Core Team will begin itsproject-oriented work in the fourth quarter of FY2009. While the Automation CIP for FY 2010 andbeyond funds some potential projects, the mid- tolong-term view of information security work won't beestablished until FY10.

Disaster Recovery and Business Continuity Manage-ment. Information Services has focused its disasterrecovery program on the technical recovery of theCounty's infrastructure and business systems. Thisapproach to recovery has two important limitations:IS has independently set the priorities for therecovery of business applications based on its under-standing of the County's operations and the technicalrecovery procedures don't include the preparationdepartments need to make to use a system after it'srecovered. Since business units are experts on andresponsible for their services and information,successful business continuity management dependson the business units' involvement. Given IS's experi-ence and expertise in disaster recovery, IS canprovide departments with structure to address theirbusiness continuity requirements. The portfolio androadmap efforts are part of the preparation for thisissue.

Record Management. Management of the publicrecord - whether paper or electronic - varies depart-ment by department. While departments continuallyseek an electronic record management solution, theinvestment to do it hasn't made it through fundingdecisions. Before electronic solutions are acquired,considerable productive effort can be made to orga-nize and put records under management. This workis a necessary predecessor to a successful electronicrecord management initiative. IS will encourageinitiatives to address this issue as it assesses optionsfor electronic record management.

HORIZON ISSUESHuman Services. Human Services is preparing astrategic plan that addresses the information tech-nology alignment with its business processes.Recommendations to integrate information aboutservices and clients across business units areexpected. When the plan is completed in FY 2010, ISand Human Services staff will identify and prioritizethe projects to be initiated. Because these can't beanticipated in the FY 2010 plan, they become horizonissues.

Telecommunications and Unified Communications.The County has a proposal for a 10-year strategictelecommunications plan. It is now undergoing atactical assessment and several projects will be spunoff from the proposal. While the Automation CIPmodel anticipates the potential costs beginning in FY2012, the projects will be individually evaluated forrelevance, cost, and benefit to the organization. Afterthis evaluation, a more accurate cost and benefitproposal for the Automation CIP will be made.

Virtualization for servers and personal computingdevices. Virtualization technologies allow severalsimultaneous systems to run on one physicalmachine without interfering with each other's opera-tion. With virtualization, physical equipment can beused more efficiently and systems can be added andremoved in hours instead of days. InformationServices has actively pursued virtualization technolo-gies for servers and has them well-established in itsinfrastructure. Server virtualization has become keyto the County's disaster recovery capacity andbuilding Swinburne as a second operations center forthe county.

Virtualization technologies also offer promise forimprovements and efficiencies in the management ofdesktop and laptop technologies. InformationServices recognizes the opportunity and has begunassessing the available options.

Software as a service. Not all software solutions haveto be elaborate, high-maintenance systems. The soft-ware as a service approach offers an array of smallsolutions that can be combined to meet key businessneeds. The technical industry also calls this



"computing in the cloud." Examples are internetemail services (Gmail), applications (Google Docs,Survey Monkey), and storage (Amazon, Google).

Public sector agencies have been slow to adopt"cloud" services due to perceived information riskand public records requirements. In Wake, though,the libraries are now using Google's services to meetsome of its business requirements in serving thepublic. Information Services recognizes that the risksshould be assessed in the context of the potentialbenefits to business and will investigate opportunitiesto help business units use the cloud to meet theirneeds.

Social and networking software. These services arefound in the cloud as described above. Social soft-ware offers opportunities for people to collaborate inunique ways. Some of the recognizable servicesinclude Facebook, LinkedIn, and Flickr. Social soft-ware, for example, is changing how people find andapply for employment, how they exchange informa-tion about their personal and professional lives, andhow organizations communicate with their constitu-ents.

IS recognizes that social software - whether hosted inthe cloud or internally - should be assessed in thecontext of the potential benefits to business and willinvestigate opportunities to help business units usesocial software to meet their needs.



Summary of Services and Performance MeasuresService Area: Network ServicesDescription: Provide primary and backup internetservice, wide area network service, 802.11x and

MESH network wireless services, remote accessservices (VPN) and network design services.

Service Area: ServersDescription: Provide file and print services, networkresource access management, SAN administration,backup and recovery for all network based resources

and servers, patch implementation for servers anddesktops, remote access services (RAS), and enter-prise fax service.

Service Area: SecurityDescription: Provide design, management, moni-toring and support of security systems and policies.Platforms include anti-virus, firewall log monitoring,email attachment filtering and content inspection,intrusion detection/prevention, web traffic packetinspection, web site filtering and server/desktoppatch recommendation.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessNetwork Availability-Percent of time network is available at least 99% of the time, 24x7, except for published maintenance period.

100 100 100 100

Support-Percent of time service response targets of 1 hr., 4 hrs. or 1 business day, based on priority, are met at least 95% of the time.

100 100 100 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessData Management Recovery- Percent of time meeting service level target of 90% of recovery services provided within 8 hours of request receipt.

100 88 100 100

Support-Percent of time providing response within 1 hr., 4 hrs. or 1 business day based on priority 95% of time.

100 100 100 100

Percent of time server and desktop operating system patching done within 30 days of the release of the patch, once investigated and determined to be appropriate for our environment.

100 100 100 100

Data Management Backup- Percent of time backup services fully completed.

98 98 99 100



Service Area: TelecomDescription: Manage contracts for the provision oflocal, long distance, cellular and paging services;provide consultation and implementation services forspecialized telecommunications services (callmanagement systems, voice mail, etc.); provision of

telephone sets to customers; manage wiring andcabling service contracts. Install voice and datawiring and manage wiring jobs for County ownedand leased facilities.

Service Area: Desktop SupportDescription: Provide new, replacement, and repairservices on computer hardware, computer equipmentmoves, remote and on-site diagnostics, and technicalsystem administration.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercent of time virus protection provided at all times on WCIS supported servers with virus protection signature files current to within 10 business days at all times.

100 100 100 100

Percent of time firewall log monitoring provided during prime shift at all times with monthly trending reports generated 100% of the time.

100 100 100 100

Percent of time intrusion detection monitoring provided during prime shift at all times with IDS signature files current to within 10 business days 100% of the time.

100 100 100 100

Percent of time email attachment filtering and email content inspection services provided at all times with SPAM signature files current to within 10 business days 100% of the time.

100 100 100 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessMoves, adds and changes - Percent of time service level target of within 10 business days of request for non-vendor related requests and 14 business days for vendor related requests met at least 95% of the time.

92 89 95 100

Support- Percent of time responding within 1 hr., 4 hrs. or 1 business day of request based on priority at least 90% of the time.

95 98 100 100



Service Area: Help Desk, Move & Asset ManagementDescription: Provide hardware and software tele-phone and email based support; desktop technicianand other specialists dispatching; access support;software research and procurement support; service

request management; moves management; hardwareresearch, procurement, configuration, installation,moving, inventorying and surplussing.

Service Area: Computer OperationsDescription: Provide mainframe and mid-rangecomputer system operating system maintenance andsupport, batch and on-line processing support, appli-

cation support, mainframe and mid-range systemhardware support, software maintenance andlicensing services.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessComputer equipment moves, configuration and install work-meet agreed upon schedule 90% of time.

83 95 95 100

Support- Percent of time responding within 1 hr., 4 hrs. or 1 business day of request based on priority at least 95% of the time.

87 95 95 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessService request management-Percent of time meeting service level target of phone requests resolved or properly reassigned immediately and email requests properly handled in 1 business day at least 95% of the time.

89 90 95 100

Support-Percent of time responding within 1 hr., 4 hrs. or 1 business day of request based on priority at least 95% of the time.

87 92 95 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessSystem Availability-Percent of time meeting service level target of 99%, 24x7.

100 100 100 100

CICS Availability-Percent of time meeting service level target of 98%, based on scheduled hours.

100 100 100 100

CICS Response Time-Percent of time meeting service level target of 97% of time 5 seconds or better and 96.5% of time 2 seconds or better.

100 100 100 100


Register Of Deeds

DEPARTMENT PURPOSE AND GOALSThe Wake County Register of Deeds (ROD) is acustomer-driven recording agency that strives toensure that all documents and maps presented forrecording are cashiered, imaged, indexed, andreturned to the customer in the most efficient, accu-rate, economical, and timely manner. The Register ofDeeds office is bound by NC General Statute to makerecorded documents available via a temporary orpermanent index within 24 hours. Per NC GeneralStatute, documents must be fully indexed on thepermanent index within 30 days of the initialrecording. At the same time, the indexing unit strivesfor a margin of error of less than one percent. Afterdocuments are fully indexed, they are mailed out tothe customer within two days.

The Wake County ROD is divided into nine vitalservices or functions: recording, issuance of marriagelicenses/certified copies, issuance of certified birthand death certificates (effective January 2005), issu-ance of notary public oaths and authentications,imaging, indexing, systems administration, informa-tion services and online services.

MAJOR ACCOMPLISHMENTSRecording. ROD recorded 243,000 real estate andother legal records; 5,819 marriage licenses, 19,964birth certificates and 40,119 death certificates.

Scanning and Indexing. Scanned and indexed 59,513Deeds of Trusts marginal entries recorded in 2,855real books between the years of 1974 and 1991.Previously available only on microfilm, these recordsare now viewable from the Wake County Register ofDeeds web site. Scanned and indexed approximately20,000 real estate documents back to 1885.

Vital Records. Rebound 155,656 birth certificates in131 total index books from years 1913 to 1963.Scanned and indexed 2,500 marriage licensesrecorded from 1979 back to January 1, 1931. Imple-mented a new marriage license database and Webapplication for marriage licenses. Scanned andindexed back-file military discharge documents andimported approximately 21,000 records to the vitalrecords database.



FY 2009Amended

FY 2010Recommended


Contractual Services 426,670 529,477 534,928 189,314Supplies, Materials and Other Charges 430,152 361,102 440,867 277,307Capital Outlay 21,280 150,300 150,300 95,000


Revenues:Taxes $ 9,415,876 11,000,000 6,820,000 6,500,000

Charges For Services 6,090,122 6,838,750 4,315,750 4,815,850Licenses & Permits 145,686 154,000 154,000 145,000Interest Income 31,091 35,000 35,000 35,000Miscellaneous (239) 50 50 50Other Financing Sources – 146,908 221,305 –

Revenue Totals $ 15,682,536 18,174,708 11,546,105 11,495,900

Number of FTE's 39.00 41.00 41.00 39.00

104 Register Of Deeds 2010 Fiscal Year Recommended Budget

Register Of Deeds

Information Services. ROD has worked steadily toimplement computerized processes to help accom-modate the ever-growing volume of land records andto meet the increasing demands of the general publicfor faster and more efficient recording processes.Upgraded the BOOKS! Workflow software andrelated hardware. Updated the WAke county Registerof Deeds web site with a new design and user-friendlynavigation. Awarded the 2008 National Associationof Counties (NACO) Achievement Award for theimplementation of the Electronic Recording of Satis-faction Documents.

Relocated the office from the Garland Jones Buildingto the Bank of America Plaza in August 08.


As part of the FY 2010 budget process, the Register ofDeeds identified reductions of $316,693, or 10.1percent of the FY 2009 Adopted Budget of $3.12million which includes the self-supporting Automa-tion Fund which was not subject to the reductionprocess. After factoring in the Department¿s need tobudget for operational cost increases that it will incurduring the new fiscal year and adjust revenues in theRegister of Deeds Automation Fund, these reductionsare largely responsible for an FY 2010 recommendedbudget of $2.5 million, which is 18.6% less than lastfiscal year¿s adopted budget. Reductions identifiedinclude: elimination of 2.0 FTEs, reduction in theState-mandated Register of Deeds SupplementalPension Fund contribution, reduction of the Micro-filming contract, transfers to the Automation Fundand miscellaneous reductions in postage, officesupplies, equipment purchases, telecommunicationsand training.

Due to the economy and housing slump, ROD hasexperienced a decline in document activity comparedto FY 2009. Consistent with reductions made todepartments with development and realestate-related functions, 2.0 FTEs (Deputy Register ofDeed) were reduced from the department headcount,at a value of $77,748.

Each Register of Deeds in North Carolina is requiredby N.C.G.S. 161-50 to contribute 1.5 percent of thefunds generated by their fees to the Register of DeedsSupplemental Fund. The Wake County ROD budgetsfor this contribution annually. The contribution isexpected decrease in FY2010 since the contribution isa function of fee collection, and fee collections aredown as a result of the economy. The budget wasreduced by $25,000 in the FY 2010 RecommendedBudget, which is consistent with projection for FY2009.

Register of Deeds proposed a reduction of $100,000to the microfilm contract to convert TIFF images to16mm microfilm. The price per image was reducedin the current contract from $0.07 to $0.04 per image.The current economic slowdown is resulting in adecrease in the number of documents processed andprojected to be recorded. As a result of the lower perimage cost and the decrease in volume the VITcontract costs are projected to be significantly lower.

The Department will utilize its Automation Fund toabsorb a portion of the reductions. The rental of twomicrofilm reader printers at a cost of $8,400 is to betransferred to ROD Automation Fund. One $40,150FTE will be transferred, as well.

Other Issues:

The Register of Deeds will continue to implementand execute initiatives which provide cost savingsand efficiencies. In the FY 2010 budget year scanningand indexing of back-file birth and death recordsback to 1914 that includes more than 685,000 imageswill take place. The organization will also be imple-menting the electronic recording of all documenttypes and associated fees.

HORIZON ISSUESRegister of Deeds will continue its Vital Recordsback-file project. There are currently plans to scan,index and import birth and death records back to1913 into the new vital records database system.

2010 Fiscal Year Recommended Budget Register Of Deeds 105

Register Of Deeds

Summary of Services and Performance MeasuresService Area: Recording of Real Property and Other DocumentsDescription: State statute requires ROD to recorddeeds and other types of documents (G.S. 161-14).

Service Area: IndexingDescription: State statute requires that recordeddocuments be made available on a temporary orpermanent index within 24 hours of recording; docu-

ment must be on permanent index within 30 days[G.S. 161-22(g)].

Service Area: ImagingDescription: State statute requires ROD to providecopies of recorded documents to the public (G.S.132).

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyTotal number of documents recorded in fiscal year 246,076 188,500 190,000 250,000

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyPercent documents recorded within 24 hours 100 100 100 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyPercent documents mailed within 2 days 100 100 100 100

106 Register Of Deeds 2010 Fiscal Year Recommended Budget

Revenue Department

DEPARTMENT PURPOSE AND GOALSThe Wake County Revenue Department is respon-sible for listing, appraising and assessing all realestate, personal property, and registered motor vehi-cles within Wake County, its fourteen municipalitiesand related service districts. The department alsocollects all current and delinquent taxes on suchproperty. In addition to property tax, the departmentoversees the billing and collection of the PreparedFood & Beverage Tax, Hotel/Motel Room OccupancyTax, Rental Vehicle Tax, Special Assessments, andvarious licensing and permits.

It is the goal of Wake County's Revenue Departmentto maintain the highest level of customer servicepossible while delivering the highest quality product,including accurate valuations and a complete listingof all property - taxable and exempt - within the juris-diction. To do this the department works as effi-ciently as possible to increase productivity andcontrol costs.

MAJOR ACCOMPLISHMENTSThe Revenue Department maintained one of thehighest overall property tax collection rates in the

State at 99.59% collected on all real and personalproperty tax bills including registered motor vehicles.

The Revenue Department moved from the lowerlevel of the Garland Jones Wake County officebuilding to the second floor of One Bank of AmericaPlaza at 421 Fayetteville Street in May of 2008. Themove was accomplished successfully in phases overfour days with no service interruptions via officeclosures required.

The Wake County Board of Equalization and Reviewmet 31 days from April through October 2008reviewing and ruling upon 4,088 formal appeals thatresulted from the January 1, 2008 real estate revalua-tion project.

Revenue Department staff worked extensively withother departments to elaborate, test and implementsubstantial software changes to accommodate newtax relief programs that became effective January 1,2009.




FY 2009Amended

FY 2010Recommended


Contractual Services 595,790 614,785 601,185 725,300Supplies, Materials and Other Charges 819,573 839,556 813,056 880,400Capital Outlay – 12,750 12,750 –Debt 3,435 – – 3,791


Revenues:Charges For Services $ 1,020,008 640,410 640,410 690,000

Miscellaneous 3,390 2,000 2,000 2,000Transfers 948,251 985,000 985,000 974,000

Revenue Totals $ 1,971,649 1,627,410 1,627,410 1,666,000

Number of FTE's 62.00 62.00 62.00 61.00

2010 Fiscal Year Recommended Budget Revenue Department 107

Revenue Department

As part of the FY 2010 budget process, the RevenueDepartment identified reductions totaling $277,728;5.5 percent of the FY 2009 Adopted Budget of $5.10million. After factoring in the Departments need tobudget for operational cost increases and that it willincur during the new fiscal year and revenue gener-ating initiatives, these reductions contribute to the FY2010 recommended budget of $5.11 million, which is.2% higher than last fiscal year¿s adopted budget.Reductions identified include elimination of 1.0 FTE,contracting reductions and transfers, and miscella-neous reductions in office supplies and travel andtraining.

The Revenue Department identified a vacantAppraisal/Collection Manager position as a reductionfor FY 2010 valued at $88,128. This position wasreclassified during the 2009 fiscal year from aRevenue Agent in order to better allocate the mana-gerial workload and enable knowledge transfer in theappraisal group. Elimination of this position will nothave a noticeable impact on operations as this was anew position which has been vacant. The RevenueDepartment will continue to carry a heavy manage-rial workload in this area.

Contracted Services were reduced as part of FY 2010budget development. Elimination of a documentimaging contract, in the amount of $15,000, willpotentially increase the amount of time required forRevenue Agents to research client inquiries. Thecontract provided for conversion of paper files toelectronic files allowing for access to files at thedesktop workstation. A portion of documents willhave to be retrieved from file cabinets, as opposed toat the workstation. A Real Estate Photographycontract was reduced in half by $12,500; the Depart-ment proposed $25,000. This contract allows for anoutside vendor to photograph new real estate parcels,businesses and homes and offers efficiency for theappraisal staff. New parcels are lower as a result ofthe economy and slow-down in new construction,thus the impact of reducing this contract will beminimal in FY 2010.

The Revenue Department appraises all real, businessand personal property in the county. A portion ofproperty owners will disagree with appraisal values

and appeal. In the case of commercial properties thedifferences in perceived value can be substantial.MAI appraisals are utilized to protect the complexcommercial real estate tax base from excess erosion atthe State Property Tax Commission. A total of$90,000 is reduced in the FY 2010 RecommendedBudget. This contract will be transferred to Revalua-tion Fund, as this function is a result of the Revalua-tion.

As part of the FY 2010 budget development process,the Revenue Department presented an expansionproposal to utilize a contract firm to supplement ourfull-time staff to perform business audits, andgenerate further revenue for the County. In FY 2010,$300,000 has been budgeted for a pilot to contractwith an auditing firm whom receives paymentcontingent on business tax discovery. A $300,000expenditure is estimated to generated $1,000,000; anet of $700,000 to Wake County.

HORIZON ISSUESThe Revenue Department will be challenged goingforward to balance the demands of working with citi-zens and businesses alike during challengingeconomic times while also protecting the propertytax base and property tax revenues of Wake Countyand all Municipalities in Wake County. An extensivepublic education program started in FY 2009 willcarry on to inform citizens of important property taxissues and relief options.

108 Revenue Department 2010 Fiscal Year Recommended Budget

Revenue Department

Summary of Services and Performance MeasuresService Area: Valuation & Listing of Real PropertyDescription: To help the County maintain a low andequitable tax rate by ensuring that all real property,including improvements and new construction, is

listed and valued in accordance with the schedule ofvalues on an annual basis.

Service Area: Collection of Current and Delinquent TaxesDescription: Properly receive, post and depositcurrent taxes and exercise every lawful method tocollect delinquent taxes.

Service Area: BillingDescription: Provide taxpayers with tax bills that areprofessional, informative and accurate whileproviding a convenient payment method, notice of

other payment options and notice of their tax obliga-tion.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of taxable real estate parcels 314,000 327,000 338,000 N/A

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessReal and personal property tax collection rate 99 99 99 99Vehicle property tax collection rate 90 91 91 91Combined property tax collection rate (real, personal, and vehicles)

99 99 99 99

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputTotal tax bills 1,098,000 1,120,000 1,142,000 N/A

EfficiencyCost per tax bill 5 5 5 5

2010 Fiscal Year Recommended Budget Revenue Department 109

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CoCommunity Services
DEPARTMENT PURPOSE AND GOALSWake County Community Services Departmentadministers five divisions: Geographic InformationServices, Inspections/Development Plans/Permits,Libraries, Parks/Recreation/Open Space and theVeterans Services Office. The department is dedi-cated to enhancing the quality of life by promotinghealth, safety, environmental protection and leisureactivities as well as providing the information andeducation opportunities needed by citizens to makesound decisions.

FY 2010 DISCUSSIONAs part of the FY 2010 budget process, CommunityServices has identified reductions of $3,084,446which is 12.0 percent of the FY 2009 Adopted Budgetof $25,801,529. After factoring in the Department'sneed to budget for operational cost increases that itwill incur during the new fiscal year, these reductionsare largely responsible for an FY 2010 recommendedbudget of $23,189,292, which is 11.3 percent less thanlast fiscal year's adopted budget. Reductions identi-

fied include reductions in temporary staffing forParks, Recreation and Open Space; elimination of 7.0FTEs in Planning and Development Services; 1.0 FTEin Geographical Information Services; the closure ofDuraleigh Library, elimination of one bookmobile,elimination of systemwide events including WakeStorytelling Festival, Wake Reads Together Commu-nity Reading Program, the Adult Summer ReadingClub and the Urban Libraries Council and a reduc-tion of service hours for the Wake County PublicLibrary system.



FY 2009Amended

FY 2010Recommended


Contractual Services 782,369 909,375 929,931 640,345Supplies, Materials and Other Charges 5,669,795 5,925,772 5,527,123 4,387,563Capital Outlay 65,964 12,500 7,306 2,700Debt 22,145 34,000 34,000 35,300


Revenues:Federal $ 59,810 50,000 50,000 –

State 580,501 552,000 552,000 497,000Local (5,822) 10,000 10,000 4,400Charges For Services 1,443,254 1,337,677 1,337,677 1,148,974Licenses & Permits 2,865,704 4,097,217 2,797,217 2,916,269Interest Income 2,238 – – –Miscellaneous 81,833 118,036 118,036 158,978

Revenue Totals $ 5,027,518 6,164,930 4,864,930 4,725,621

Number of FTE's 306.00 314.00 315.00 312.00

2010 Fiscal Year Recommended Budget Community Services 111

Community Services

Community Services Management And Budget Office

DIVISION PURPOSE AND GOALSThe Community Services Administrative office isresponsible for the general administration of allCommunity Services divisions. The primary role ofthe office is to make operational and policy decisions,and to administer the financial and personnel func-tions for the department. The Community ServicesDirector and his staff provide department direction,communication and coordination of strategic initia-tives, and provide efficient management of thedepartmental workforce and resources.


As part of the FY 2010 budget process, CommunityServices Administrative office has identified reduc-tions of $2,000. Reductions identified are miscella-neous reductions in travel, training and supplies.

Division Summary - Community Services Management And Budget OfficeFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 474,694 542,204 578,089 555,962Contractual Services – 500 500 500Supplies, Materials and Other Charges 17,794 17,550 15,050 15,550


Number of FTE's 6.00 6.00 7.00 7.00

112 Community Services 2010 Fiscal Year Recommended Budget

Community Services

Parks, Recreation and Open Space

DIVISION PURPOSE AND GOALSWake County Parks, Recreation and Open Spaceprovides outdoor recreation and educational oppor-tunities while promoting environmental and culturalresource stewardship through a managed system ofparks and open spaces.

The Division's Core Service Areas are:

Open Space - lands that preserve natural resources,wildlife, and help provide clean air and drinkingwater. Open spaces help conserve Wake County’snatural resources and provide a place for citizens toenjoy passive recreation like hiking.

Recreation and Leisure - facilities and amenities thatallow citizens to enjoy more active recreation: trails,volleyball courts, boat rentals, picnic shelters, fishing,etc.

Environmental & Cultural Education - site basedcultural and environmental education programs,which introduce citizens to the history and naturalenvironments in Wake County.

MAJOR ACCOMPLISHMENTSThe Parks, Recreation, and Open Space Division(PROS) continues to foster partnerships with areaorganizations. Specifically, Lake Crabtree CountyPark worked with Triangle Off Road Cyclists toconstruct a pump track; Crowder District Park part-nered with Wake County Cooperative Extension tocomplete construction of rainwater retention/wetland area and installation of rainwater collectionsystem; PROS partnered with local hospital RexHealthcare to provide heart-healthy screenings atBlue Jay Point County Park, Historic Yates MillCounty Park, and the American Tobacco Trail; andthe Open Space Program maintains its relationshipwith The Nature Preserves Partnership to identify,protect, and steward the most valuable natural areasin Wake County.

PROS received national and local recognition for itsparks, programs, and staff. Blue Jay Point CountyPark received a Certificate of Appreciation for 10Years of International Migratory Bird Day to honorits annual Songbird Celebration; Blue Jay PointCounty Park also won the Nickelodeon Parents' PickAward for "2008 Best Park for Big Kids!"; and theNorth Carolina Museums Council named Historic

Division Summary - Parks, Recreation and Open SpaceFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 1,646,231 1,752,285 1,741,583 1,720,804Contractual Services 58,369 64,625 106,639 42,345Supplies, Materials and Other Charges 1,000,493 1,079,715 996,088 480,551Capital Outlay 44,143 11,500 6,806 1,700


Revenues:Local (8,068) 3,500 3,500 400Charges For Services 137,573 121,477 121,477 117,249Interest Income 295 – – –Miscellaneous 250 – – –

Revenue Totals $ 130,050 124,977 124,977 117,649

Number of FTE's 25.50 25.50 25.50 25.50


Community Services

Oak View County Park's Sara Drumheller the 2008Early Career Professional of the Year.

The demand for services, as well as the selection ofprograms, continued to grow. Historic Oak ViewCounty Park opened its "Farmer's Corner" for chil-dren and received a record 5,474 people attending itsHeritage Day. Total visitation topped one millionpeople with 1,003,605 visitors.

The Open Space Program purchased 687.5 acres ofopen space including the Proctor Farm, which at 563acres, is the County's largest single purchase for thisprogram.

PROS completed the Master Plan for Lake MyraCounty Park, as well as secured a signed letter ofintent, to lease the lake itself as part of the park. Thelease will give lake management responsibilities to theCounty and ensures public access to the lake once thepark is built.


As part of the FY 2010 budget process, Parks, Recre-ation and Open Space has identified reductions intemporary staffing, supplies and materials, in addi-tion, the division will no longer be the pass-throughfor Communities in Schools funding, and instead,monies will now be directly appropriated to WakeTech Community College.

Parks, Recreation and Open Space reduceded theiroperational expenses for summer programmingmaterials, maintenance materials, and landscapesupplies. Reductions in operational expenses willsignificantly impact the maintenance in each park.Not only will the appearance of each park be affectedby the reduction in temporary staffing, but the reduc-tion in landscape supplies results in a decrease inplants, mulch, straw, etc. purchased and placedthroughout the year. Additionally, supplies foreducational programming will be reduced thusaffecting the number of educational programs offeredthrough the year at each park.

Additionally, Parks, Recreation and Open Spacereduced their budget for temporary staffing byreducing 4,576 temporary hours which will result indecreased service levels for educational programmingat all parks. Temporary staff is responsible forproviding educational programs along with aidingpermanent staff in maintaining the County parks,such as operating boat rentals at Lake Crabtree Park.Citizens will not only see a decline in the educationalprograms provided but they may also see a delay inservice delivery, especially in the summer monthsdue to fewer temporary workers. Permanent staff willalso see an increase in their work load as they will berequired to take on some of the duties typicallyprovided by temporary staffing.

Parks, Recreation and Open Space also eliminatedfunding for Community Use of Schools whichprovide lifelong learning to citizens of Wake County.Wake Technical Community College and WakeCounty Public Schools work together to provideextended education, GED and ESL courses offered atWake County Public high schools. This funding willnow be reflected as a direct appropriation of $295,000to Wake Technical Community College to offsetutility and janitorial costs at the Wake County highschools.

Manage environmental issues affecting parks whichinclude the education and remediation of the PCBcontamination at Lake Crabtree County Park and thecollaboration with Progress Energy in response to thepotential rise in lake level at Harris Lake CountyPark.

Construction and operation of the Piney Woods TrailSystem in conjunction with Harris Lake County Park.

Manage service demands in light of reduce tempo-rary staff. PROS anticipates additional visitation atthe American Tobacco Trail once the ChathamCounty section is complete in the summer of 2009,which will create new management challenges as aregional trail; as well as an increase in demand on allparks to host races, tournaments and other exclu-sive-use events.


Community Services

Implementation of initiatives to better serve patronsand manage PROS, including an Online ReservationSystem, which was placed on hold in FY 2009 due tobudget reductions; marketing services, facilities, andrevamped website; continuation of County Parkfacility assessments due to aging infrastructure; andBalanced Score Card, a method to strategically direct,monitor, and measure performance.

Management of a myriad of Open Space initiatives,including identification of funding for future openspace land acquisitions, park development, andmaster planning; prioritization of open space acquisi-tion in an effort to guide the allocation of any uncom-mitted acquisition funds, and to serve as a tool toevaluate future land acquisitions in an objective,scientific manner; sale of currently authorized OpenSpace Bonds; and adequate management and stew-ardship of open space properties.

HORIZON ISSUESEvaluation of environmental issues, such as educationand remediation of the PCB contamination at LakeCrabtree County Park and collaboration with Prog-ress Energy to potentially respond to an increase inlake level at Harris Lake County Park.

Collaboration with the City of Raleigh on the LittleRiver Reservoir and Little River County Park.

Management of a variety of Open Space Programinitiatives, including evaluation and revision of theRecreation Land Dedication Ordinance; identifica-tion of funding for future open space land acquisi-tions, park development, and master planning;long-term management and stewardship of openspace properties; establishment of plan to potentiallytransition open spaces to developed parks; and explo-ration of a potential open space acquisition and parkdevelopment bond.

Assessment of a variety of staff matters, includingdeveloping a staffing model for current and futureparks; balancing staffing shortages and the ability togrow or maintain programs; and addressing stafftraining, retention, and succession planning needs.


Community Services

Summary of Services and Performance MeasuresService Area: Open SpaceDescription: Manage and maintain existing parks toprovide quality facilities.

Service Area: Environmental and Cultural EducationDescription: Provide pertinent, accurate, and ageappropriate environmental and cultural educationalopportunities.

Service Area: Recreation & LeisureDescription: Manage and maintain existing parks toprovide recreation and leisure opportunities to thecitizens of Wake County and beyond.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputTotal park visitation based on car count at all seven units of Wake County's Park System.

1,003,605 963,460 1,000,000 1,000,000

Number of Acres acquired per year by Wake County's Open Space Program

940 125 749 1,000

Total number of Acres acquired to date by Wake County's Open Space Program

4,406 4,531 5,600 10,000

Number of volunteer hours committed to all seven units of Wake County's Park System.

1,451 1,872 2,000 2,000

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of program participants at all seven units of Wake County's Park System.

128,150 119,180 150,000 150,000

Number of educational programs provided at all seven units of Wake County's Park System.

2,787 2,536 3,000 3,000

4,968 4,471 5,000 5,000

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of recreation and leisure events at all seven units of Wake County's Park System.

32 30 29 30

1,480 1,500 1,095 2,000


Community Services

Planning and Development Services

DIVISION PURPOSE AND GOALSIn FY10, the organization and structure in which theCounty provides services to the developmentcommunity will be consolidated into one divisionwithin the Community Services Department. Thenew division, Planning & Development Services, willprovide services as it relates to the following: buildingpermits and inspections in accordance with theNorth Carolina State Building; protection of publichealth and safety through enforcement of rules andregulations for individual wells, non-municipalwastewater systems, storm water management,erosion and sediment control, and land use review inaccordance with the Unified Development Ordi-nance; and advanced planning services for thoseareas in Wake County lying outside the municipali-ties' planning jurisdictions. More detailed descrip-tions of each section follow.

MAJOR ACCOMPLISHMENTSInspections Timeout: Maintained next day turnaround on required inspections throughout the year,despite the increasing number of inspections. Actualtime out for inspections was 0.92 days. The numberis just under one day as many inspections wereperformed on same day as requested.

Wake County Public School System Inspections: Infiscal year 2009 Wake County assumed responsibilityfor plan permitting and inspections of all schoolswithin the county. Wake County Public SchoolSystem delivered plans for 13 projects to be reviewedthe first day. Staff worked with municipality staff andWake County Public Schools to develop processes tomeet the needs of the planning and zoning depart-ments of the different municipalities. Inspectorscontinue to work with contractors to provide singlepoint contact for problem resolution. In the first halfof fiscal year 2009 Wake County Special ProjectsTeam has worked on 44 school projects including sixnew schools, 22 modular buildings and 16 renova-tions. The program has been successful due to thecoordinated efforts of Wake County Public Schools,the staff of all the associated municipalities.

Permits and Inspections Software: An economicdownturn necessitated placing the Permits andInspections Software project on hold. Partnered withaffected departments to meet with InformationServices to determine possible changes and improve-ments to the Mainframe permitting system as astopgap measure. The goal of this is to improve work-flow, interoffice communication, accuracy andcustomer service. This challenge encompasses not

Division Summary - Planning and Development ServicesFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 2,378,920 2,658,654 2,618,977 3,609,458Contractual Services 368 2,000 2,000 12,000Supplies, Materials and Other Charges 345,694 399,216 349,926 372,577Capital Outlay 1,389 1,000 500 1,000Debt – – – 1,300


Revenues:Charges For Services 589,667 538,200 538,200 363,725Licenses & Permits 2,863,983 4,097,217 2,797,217 2,916,269Miscellaneous 1,426 – – –

Revenue Totals $ 3,455,076 4,635,417 3,335,417 3,279,994

Number of FTE's 40.00 39.00 39.00 51.00


Community Services

just maintaining current levels of customer service,but improving the level of service provided withcurrent staffing levels.

Continuing Education: Continued acting as aneducational sponsor for continuing education ofInspection Certificates from the NC Department ofInsurance. Developed syllabi for five classes toachieve the required two hours for new code updatesand the additional four hours of standard continuingeducation for each trade level. All continuing educa-tion classes held in-house during regular work hourswithout extra budget funds. Six hours of continuingeducation instruction for eighty-two certificatestotaling 492 hours of in-house training. The divisionalso helped train the new Investigative Office for theNC Department of Insurance/State Fire MarshallDivision.

Raleigh-Durham International Airport: Responsibilefor state-mandated code enforcement onRaleigh-Durham Airport Authority property. Phase 1of Terminal 2, the largest RDU Airport project inrecent memory was completed in FY2009 providingnumerous challenges for Plan Review and Inspec-tions. Phase 2 has begun and when complete the totalproject includes upfits for five major airlines, 32boarding gates, retail concession areas, restaurants,baggage handling area, moving walkways and TSAsecurity stations. At completion Terminal 2 will be920,000 square feet with 60 ticketing counters, and 32boarding gates accommodating up to 11.4 millionpassengers each year. Responsibile to ensure struc-tural, health and life safety for this building with oneof the highest occupant loads in the State of NorthCarolina.

Staffing Review: A review of staffing levels for theprojected changes in workloads and in developmentfor the unincorporated areas and the contract munic-ipalities continues. Area lines have been shifted andstaffing assignments were adjusted according to thechanging work locations. Special projects teamcontinues to work on projects in the ResearchTriangle Park, Raleigh Durham International Airportand Wake County Public Schools.

Subdivision tracking - Phase I implemented.

Released 42 letters of credit because of NCDOTadopting a phase subdivision.

Reformed exempt subdivision review processreducing review time from 15 to 7 working days.

Update of Southwest Wake Area Land Use Plan;adopted by Board of Commissioners (July 2007).

Apex ETJ request granted by Board of Commis-sioners (August 2007).

Harris Lake Drainage Basin Land Use Studyunderway - two of four Phases completed and twostakeholders committee meetings held (August 2007and February 2008).

Little River Watershed proposed Land Use Plan andUDO amendments presented to four municipalcommunities and the Planning Board from October2007 - May 2008 (contacted over 3,000 propertyowners by mail twice).

Wake County Growth Issues Task Force held its firstmeeting (June 2008).

100+ total text and ordinance amendments approvedby Board of Commissioners.

Land Use Plan annual amendments - including urbanservices area boundaries and activity centers changesin Angier, Falls Lake, Knightdale/Raleigh, Rolesville -completed and adopted by Board of Commissioners(Dec 2007 - March 2008).

Received NACO award for its collaboration withCapital Area Preservation Inc. and the Wake CountyHistoric Preservation Commission on the Commis-sion's 2007 Strategic Plan (June 2008).

Compiled and reported Wake County foreclosuretrend data (Jan - June 2008).

Improved public awareness and participationthrough meetings, media, presentations, and web site(Ongoing)


Community Services

Multi-jurisdictional coordination for planning issues,bimonthly municipal planners meetings (Ongoing)Website update - Phase I completed.

Continued workflow cross-training and publicspeaking skill sets to increase staff versatility and visi-bility.


As part of the FY 2010 budget process, Planning andDevelopment Services has identified reductions of$526,273. Reductions identified include eliminationof two General Inspectors, one Plan and Permit Tech-nician, one Inspections Supervisor, one Planner II,one Planning Technician and one planning director.Additionally, reductions in contract services, equip-ment and other miscellaneous operating expenseswere also identified.

Due to the decline in building permits, subdivisionreviews, and zoning activities, 8.0 FTEs were identi-fied as reductions. These include two GeneralInspectors, one Plan and Permit Technician, oneInspections Supervisor, one Planner II and one Plan-ning Technician. Building inspections have fallenapproximately 51 percent in FY 2009 from their peakin FY 2006 while planning permits have fallen 25percent from FY 2008. Staff typically averages 10.7inspections per day (excluding special projects) asopposed to 15.7 per day conducted in FY 2006, thepeak of the market. Job duties generally includeinspecting new structures, pools, renovations ofcurrent structures and any changes in occupancy.Due to the slowdown in workload experienced in FY2009, it is anticipated that these duties can be fulfilledwith the proposed staffing levels in FY 2010. Addi-tionally, as a result of the consolidation of develop-ment-related functions in the County, the PlanningDirector position was eliminated.

Other Issues:

Budget constraints have temporarily shelved thecontract issuance and development of the enterprisepermitting and inspections application. This requiresthe various services/divisions/departments

comprising the Development Services Team to deter-mine possible improvements to the Mainframepermitting system as a stopgap measure towardimprovements in workflow, interoffice communica-tion, accuracy and customer service.

Continued cooperation and support for thecontracting municipalities as needed to enhance andprovide continuity of services to the developmentcommunity within Wake County. Educational andtechnical support options continue to be reviewedwith the current four contract municipalities. Quar-terly meetings with the staff of each municipality aretaking place. These efforts are of particular impor-tance if there becomes a need for Wake County toprovide contract inspections services for additionalmunicipalities.

Continuing to review its organizational structure toprovide improved service levels and communicationwith internal partners. With the planning and imple-mentation of the Balanced Scorecard on the divi-sional level it is expected that all section staff willachieve a more thorough understanding of the orga-nizational strategies leading to improved customerservice. Improving communications internally andexternally, by understanding the needs of ourcustomers and by continuing staff development willhelp attain this. Staff will meet to design the divisionsBalanced Scorecard and its implementation. In addi-tion staff has formed a task force to comment oncurrent operations and suggest ideas for improve-ment of the current work process, staff recruitment/retention and work environment.

Throughout FY 2010, will continue development ofresources and training to assist the citizens of WakeCounty in times of manmade and natural emergen-cies. Options for GPS camera systems are beingreviewed with GIS and Bradshaw Consultants.Simple automated recording tools that tie to theCounty/City GIS system are being reviewed with theCity of Raleigh and the County of New Hanover.Training on the systems developed by the AppliedTechnology Council is scheduled throughout 2010.

Pre-2010 Census Coordination and Data Require-ments - The Census Bureau has held briefings


Community Services

informing interested parties of upcoming 2010related activities and data needs. The Bureau willbegin organizing the State's regional Complete CountCommittees in 2009. The Bureau will begin itsrequest for updated local streets and address data-bases. Consolidated municipal boundary adjustmentsand data submission will begin and the CompleteCount Committee will begin work and begin toaddress, among other things, the Census TractsBoundary Changes.

Wake County Transportation Plan 5-Year Update - InNorth Carolina, public roads and their associatedrights-of-way are either state or municipally main-tained. While there are presently no county main-tained roads, in the 2007 long session of the GeneralAssembly, the state gave counties the authority tofinance road construction and maintain some of itsown roads, which will be reflected in the GeneralStatutes and went into effect October 1, 2007. TheBOC has adopted regulations that require review ofall proposals to develop road systems in the unincor-porated area of the County. Given these facts and theincreased growth in the County, the Wake CountyTransportation Plan should be updated every fiveyears and is scheduled to be updated in FY 09. Aconsultant will need to be hired for this purpose andthe project will take place in two phases - Phase Onein FY 09 and Phase Two in FY 10. A Legislative RoadFunding Impact Analysis Study will be initiated.

ETJ Extension Requests - Municipalities in WakeCounty will want to expand planning jurisdiction(ETJ) in order to better plan for future growth.Knightdale, Fuquay-Varina, Holly Springs, andRolesville have all submitted substantial ETJ acreagerequests, and future requests are imminent. Staff willreview these current requests with anticipatedpresentations to the Board of Commissioners in2009.

Growth Issues Task Force - Wake County coordi-nated a countywide project, from September 2000through January 2003 that developed a coordinatedstrategy addressing issues related to Wake County'srecent, extraordinary growth. The 42-memberGrowth Management Task Force consisted of threerepresentatives from the County, the 12 municipali-

ties, and the Wake County Public School System. Theresult was the Growth Management Strategy FinalReport. After completing the Growth ManagementStrategy, Task Force members agreed to meet later inthe year to celebrate implementation successes and tokeep the goals of the Growth Management Strategyon the agenda. On October 2, 2003, the Task Forcemembers and stakeholders reconvened to discussachievements. On February 3, 2005, Task Forcemembers and stakeholders met a second time todiscuss achievements. In conjunction with themeeting, Wake County published the Wake CountyGrowth Management Strategy ImplementationSummary, February 2005. This summary highlightsthe successes of each jurisdiction both by strategyand jurisdiction. On December 1, 2005, the GrowthManagement Task Force reconvened for the thirdtime to discuss implementation highlights and chal-lenges. Each jurisdiction and the school systempresented a few of the successes and challenges theyhave had with growth management in 2005. This taskforce reconvened again in June 2008 and held fourmeetings through the end of the year and identifiedthree topics of discussion: a high-quality educationalsystem, increased mass transit opportunities, andlocal government joint planning and cooperation.The task force will meet twice in early 2009 and isexpected to release a report by June 2009.

Wake County Area Land Use Plans Updates - WakeCounty covers approximately 857 square miles ofland and water. 433 square miles comprise WakeCounty's planning jurisdiction. Taking into consider-ation the large size of the county, the Board ofCommissioners previously decided to divide theWake County Land Use Plan into five (5) area plansto allow for more extensive individual analysis. Theyinclude the following: Southwest Wake Area Plan,East Raleigh-Knightdale Area Plan, Southeast WakeArea Plan, Northeast Wake Area Plan, and theFuquay-Varina/Garner Area Plan.

Demographics and Data Analysis - The section willcontinue to research and document demographictrends and their implication for service delivery andcapital needs in Wake County. Staff will continue itsongoing study of population growth by age, gender,race, ethnicity, household types, and previous place of


Community Services

residence. Staff will continue to define demographicdynamics driving the growth in Wake County.

Zoning Code & UDO Zoning Issues - The UnifiedDevelopment Ordinance (UDO) is Wake County'seffort to bring all of the various land developmentregulations into one unified, user-friendly set of regu-lations. That was largely accomplished in April 2006when the BOC adopted the zoning module of theUDO. Various Ordinance and text amendments tothe UDO have been considered and will continue tobe considered in FY2009.

Continue Leadership Role in Multi-JurisdictionalCoordination for Planning Issues - Quarterly munic-ipal planners meetings. Continue working with theTriangle J COG on its Center of the Region (CORE)plan. Continue working with Knightdale andWendell planning agencies to develop a US 64/64Bypass Interchange Study and Scope Project.

CAMPO Projects - Coordination with the CapitalArea MPO on its Comprehensive Long-Range Trans-portation Plan, the Socioeconomic data update, theNC 50 Corridor Study in Wake and Granville Coun-ties, and the US 1 Memorandum of UnderstandingPlanning Council development proposal reviews.

Watershed Development Issues - Little River - Thesection will be facilitating discussions with municipalplanners in the Towns of Rolesville, Wendell, andZebulon to develop a Major Corridor Land Use andDesign Study for the Little River Watershed Area.

HORIZON ISSUESEducation and training for both continuing educa-tion and advance education employees. In specificskill areas, should continue seeking closer internaland external partnerships with those involved in thedevelopment and review process. Review whetherWake County Building Permits & Inspections canassist or provide services for other municipalities.

In FY 2010, will seek accreditation from the Interna-tional Code Council for the division and its opera-tions. The International Accreditation Service arm ofICC certifies the programs and operations of inde-pendent third party inspection firms, governmental

inspection agencies, construction fabricators andtesting labs and product certification agencies. Thiswill require almost one full year of review and investi-gation of the division.

Continue to promote public education and continueto provide training opportunities to well contractors,builders, realtors, etc.

Explore ways to provide services in a more efficientmanner (technology, work schedules, work locations,etc).

Pre-2010 Census Coordination and Data Require-ments

The Complete Count Committee will continue andconclude its work and receive the census tractboundary changes and municipal boundary adjust-ments data. A report will be printed and released byApril 1, 2010 - Census Day.

Wake County Transportation Plan 5-Year Update -The Wake County Transportation Plan should beupdated every five years and is scheduled to beupdated in FY 09. A consultant will need to be hiredfor this purpose and the project will take place in twophases - Phase One in FY 09 and Phase Two in FY 10.

Wake County Area Land Use Plan 5-year Updates -The Wake County Land Use Plan requires compre-hensive reviews of the whole document every fiveyears. This is to ensure that the Land Use Planremains an active document that is updatedfrequently. The East Raleigh-Knightdale Area Plan,Southeast Wake Area Plan, and Falls Lake Area Planwill need to be updated.

Little River Corridor Plans for US 401, NC96, andNC97 - Water supply watershed policies will comeinto question. The critical need to protect a finiteresource, and how the non-urban areas that surroundthe existing and proposed water supplies shoulddevelop, will require current policies to be evaluated.Pending the adoption of the Little River InterlocalAgreement, the section will begin to work with Roles-ville, Wendell, and Zebulon planning departments todevelop land use plans and design standards for


Community Services

development along the major corridors traversingthrough the proposed Little River Watershed. Thisprocess normally takes 12 to 18 months to complete.

Code Enforcement - The UDO requires a higherdegree of administration and enforcement than whatcurrently exists. By adopting the UDO, the BOCestablished regulations that match the policy guide-lines in the County's adopted Land Use, Transporta-tion, and other Plans that regulate development in theCounty's planning jurisdiction. To meet the newstandards and projected increase activities related tocode enforcement, the future expansion of staff maybe necessary.

Demographics and Data Analysis - The departmentwill continue to research and document demographictrends and their implication for service delivery andcapital needs in Wake County. Staff will continue itsongoing study of population growth by age, gender,race, ethnicity, household types, and previous place ofresidence. Staff will continue to define demographicdynamics driving the growth in Wake County.


Community Services

Summary of Services and Performance MeasuresService Area: Field InspectionsDescription: The purpose of field inspections is toprotect the public's life, safety, health and welfare inthe built environment. All building, electrical,mechanical, and plumbing construction must bepermitted and inspected. The County also providesinspections services through inter-local agreementfor the municipalities of Knightdale, Rolesville,Wendell, and Zebulon. The field inspectors performmandated inspections for construction of new struc-

tures and alteration/renovation of existing structuresand change of occupancy type. Other duties includeposting of floor loads, maximum occupancy loads,stop work orders and unsafe structures. Inspectorsmust inspect and approve child daycare centers,foster homes, business wishing to obtain ABCpermits and adult daycare facilities prior to the Stateof North Carolina issuing operations licenses.

Service Area: Construction Plan ReviewDescription: All construction plans are reviewed forlife, safety, code compliance and structural integrityprior to the issuance of a permit. Commercial andresidential plan reviewers are responsible for finalapproval of drawings, verification of contractor

licenses, writing a detailed description of the workbeing permitted, and calculating permit fees. Bothresidential and commercial plans are being reviewedin each of the four contract municipalities and othersatellite locations.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyPercentage of rejections for field inspections 23 20 21 22

EffectivenessPercentage of satisfied customers 97 97 96 96

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of plans reviewed 2,805 2,224 2,000 3,000


Community Services

Veterans Services

DIVISION PURPOSE AND GOALSThe Wake County Veterans Services Office (VSO)assists veterans and their families with obtaininglocal, state and federal benefits. The VSO helps themdiscover the benefits to which they are entitled andassists them with the application process.

The VSO functions to serve the veterans of WakeCounty in every capacity including but not limited tothe following: Assisting veterans and their depen-dents in filing claims for non-service connectedpensions, service-connected disabilities, and otherbenefits; assisting veterans and their dependents inidentifying medical treatment, transportation, neces-sary medicines, prosthetic items and adaptive equip-ment; payment of medical bills; assisting veterans andtheir dependents in filing for educational benefits atuniversities, junior colleges, vocational institutions,correspondence courses, and job training; assistingveterans in obtaining VA Home Loan information;assisting veterans in obtaining military records,correcting military records, and upgrading ofdischarges; assisting veterans in formulating appealswhen VA benefits are denied; visiting veterans andtheir dependents in their private homes, hospitals,and nursing homes to conduct business concerningtheir benefits; conducting weekly informationsessions to veterans and their dependents andproviding an updated web link to Wake County'swebsite to inform the public about services availablefor veterans and their dependents.

MAJOR ACCOMPLISHMENTSCompleted the paperless office initiative by scanningall client files to electronic database.

Continue to implement performance measures. Initi-ated a point of service survey for clients.

Initiated the Balanced Scorcard for VSO.

Initiated new outreach programs by holding officehours at the three Wake County Regional Centers(Northern, Eastern, and Southern).


As part of the FY 2010 budget process, VeteransService Office has identified reductions of $2,000.Reductions identified are miscellaneous reductions intravel, training and supplies.

HORIZON ISSUESThe de-escalation of Operation Iraqi Freedom/Oper-ation Enduring Freedom will result in a large numberof soldiers leaving the military and processing outfrom one of North Carolina's military installations -Camp Lejeune, Cherry Point, Fort Bragg, Pope AFBor Seymour Johnson AFB. It is unknown whatimpact this will have on the Wake County VSO office.

Division Summary - Veterans ServicesFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 217,282 233,907 233,907 240,679Contractual Services 377 – – –Supplies, Materials and Other Charges 14,150 18,590 16,090 16,590


Revenues:State 2,000 2,000 2,000 2,000

Revenue Totals $ 2,000 2,000 2,000 2,000

Number of FTE's 4.00 4.00 4.00 4.00


Community Services

Staff will continue to monitor the statistics over thenext year.


Community Services

Summary of Services and Performance MeasuresService Area: Veterans ServicesDescription: The purpose of Veterans Services(VSO) is to assist veterans and their families withobtaining local, state and federal benefits unique to

veterans. The Veterans Services office helps them todiscover the benefits to which they are entitled andassists them with the application process.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber clients served per quarter 1,500 1,900 2,100 2,500Number of clients actually processed each month by VSO office

1,140 1,200 1,500 2,000

Number of clients telephoned each month 2,988 7,200 3,500 5,000


Community Services

Geographic Information

DIVISION PURPOSE AND GOALSWake County Geographic Information Services(GIS) strives to be a service driven central resource ofgeographic information for Wake County, providingspatial data and solutions, which enable ourcustomers to accomplish their business purposes.

Geographic Information Services has a primaryresponsibility to develop and maintain coregeographic databases needed by our customers.Once the data is accurate, current, and complete, GISserves as a central distributor for the data and a clear-inghouse of the data to and from other agencies. Inorder to accomplish these two business services, GISstaff provides technical support to our users. Thissupport includes needs analyses, programming/appli-cation development, hardware/software support,database development, training, project management,and coordination with other agencies concerning thetechnical infrastructure and support needed toprovide and maintain the information, services, data-bases, and capabilities that our customers need.

GI'¿s primary customer groups are Wake Countygovernmental agencies, other governmental jurisdic-tions, and the citizens and private sector. As withany service organization, our service level and mixchanges with the needs of our customers. Duringleaner economic times, our customers increasinglyrely on geospatial analyses and services to effectivelyenhance and extend their services.

MAJOR ACCOMPLISHMENTSMAPS Phase II - A new version of the MAPS applica-tion with increased functionality was distributed tothe desktops of approximately 80 users in 13 depart-ments/divisions. Each user was also invited to partic-ipate in a briefing that introduced them to theapplication's new features.

Open Space Prioritization Project - Worked withParks, Recreation, and Open Space Division todevelop a model for identifying and prioritizingparcels for open space acquisition. Criteria is basedon factors such as size and location of property, prox-imity to existing open space, historical value, ground-water recharge potential, endangered species, andwetland protection.

Global Positioning System (GPS) Expansion -Continued expanding the use of GPS and handheldcomputers for field data collection beyond on-sitewastewater and wells. Expanded the use of GPS toSoil and Water Conservation, Sediment and ErosionControl, Parks, Recreation and Open Space, andEmergency Management.

Sheriff 's Office Sex Offender Location Application -Staff developed a browser-based application thatallows Sheriff 's Department personnel to enforce theJessica Lunsford Act for NC. The application allowsthe staff to locate and map a potential residence for aconvicted sex offender and quickly determine

Division Summary - Geographic InformationFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 1,403,676 1,463,150 1,463,150 1,439,386Contractual Services 163,132 192,000 213,974 145,000Supplies, Materials and Other Charges 111,713 133,565 79,665 78,501


Revenues:Miscellaneous 12,391 5,636 5,636 6,578

Revenue Totals $ 12,391 5,636 5,636 6,578

Number of FTE's 20.00 20.00 20.00 19.00


Community Services

whether the offender would be living within a 1000foot radius of a school, day care center, or otherprohibited facility.

In-Vehicle Navigation Project for EMS - Madesubstantial improvements to Wake County'svehicle-routing attributes in order to model moreefficient routing of ambulances along our streetcenterline network when responding to emergencyevents. At the request of EMS, staff incorporatedrouting to out-of-county facilities such as Duke andUNC Hospitals.

Supported the Raleigh-Wake E911 System with GISlayers and database tables that provide accurate loca-tion of incidents and recommendation of emergencyresponse vehicles.

Wake/Franklin County Line - Continued workingwith Franklin County and the North CarolinaGeodetic Survey (NCGS) in anticipation of bothWake and Franklin County Boards of Commissionersapproving the survey prepared by NCGS to locate theWake / Franklin County line. NCGS has alsoinstalled geodetic monuments along the line. BothWake and Franklin Counties will have to adoptzoning for parcels that have switched from one juris-diction to the other. Tentative effective date is January1, 2010.

Implementation of ParcelSync 4.4 - Implemented anew version of the property mapping application thatis capable of integrating with Wake County'sComputer Assisted Mass Appraisal (CAMA) systemand that includes database changes and workflowimprovements compatible with ArcGIS 9.2 SP6 orArcGIS 9.3.

Service Analyses (using ESRI's Business Analyst Soft-ware) - Staff began using an ArcMap extension thatallows for complex analyses of "markets" and"customers," including drive time analysis, demo-graphics, spider line maps, and distance decay anal-ysis. The program is being used to analyze librariesand the proximity of their patrons as well as emer-gency shelters, including the drive times and demo-graphics of potential shelter users.

Fireview Software implementation for EMS - Staffprovided project management for the implementa-tion of this software, which allows EMS to importand analyze 911 call data from the E911 ComputerAided Dispatch (CAD) system as well as their respec-tive records management systems.

Human Services Client Service Zones - Staff assistedHuman Services in redesigning their 7 Client ServiceZones to 8 Zones. These zones are widely usedthroughout Human Services to aid in determiningcase loads, density of disease outbreaks, etc. as well inother departments (EMS).

Siren Route-Alerting for Emergency Management -Coordinated a project using ESRI's Network AnalystSoftware to create the most efficient drive-routes formanually alerting the public in the case of one ormore siren failures around the Harris Nuclear plant.This contingency plan is mandated by FEMA. Deliv-erables included maps with point-to-point routes foreach siren as well as written directions.

US Census Bureau's Boundary and AnnexationSurvey (BAS) - Worked with the municipalities thatparticipated in the consolidated BAS and ensuredthat all of the annexations that occurred during 2008were included in the digital file that was submitted tothe US Census Bureau.

User/ Customer Survey - Staff composed, distributed,and analyzed an on-line survey of internal GIS usersand customers, inquiring about unmet needs, dataneeded, and applications used. Staff will follow upwith users by conducting Focus Groups.

System Efficiencies - Staff continued to employ moresophisticated system tools to increase flexibility andefficiency of application and system development anddeployment. Two of the more useful technologiesemployed include the use of the LANDesk utility andvirtual computing technologies. LANDesk allows forthe remote deployment and configuration of newapplications and software upgrades without a phys-ical visit to individual user's workstation. Virtualiza-tion is a methodology that involves creating severalvirtual servers or desktop workstations on a singlephysical computer server. This technology saves


Community Services

money and time and allows for a far greater degree offlexibility as changes are needed.

HazMat Layer for Emergency Management -Geocoded the 2008 Hazardous Materials databaseand incorporated points for each of the NCSU build-ings that contain hazardous materials.

Improved Data Inventory and Metadata [data aboutdata] Definition - In cooperation with the City ofRaleigh, staff developed an inventory of all data layersmaintained by the City and County and completedbasic metadata for each layer. Approximately 500layers were included in the inventory, which willallow easy access by internal and external users toinformation about GIS data and its availability.

Supported Statewide GIS Initiatives - Anne Paynecontinued to serve on the North Carolina GeographicInformation Coordinating Council and chairpersonof the Statewide Mapping Advisory Committee. EricJohn served on a statewide Seamless Parcel ProjectCommittee. David Hunt served on a statewideMaster Address Committee. Charles Friddle andAnne Payne served on committees for the NorthCarolina 2009 GIS Conference.

Parcel-Based Address Locator - Created aparcel-based address locator using the entire WakeCounty Land Records DataMart address table of over430,000 addresses. This provides for increased posi-tional accuracy of geocoded address tables.

Digital submission of recorded surveys (pilot project)- Four surveying companies provided digitalcomputer aided design/drafting (CADD) files ofrecorded surveys that they prepared during April of2008. By importing the files, staff saved time on theparcel mapping process by cutting out the data entrypart.

Conversion of Avenue Scripts to Visual Basic - Withthe help of a consultant, completed the rewrite ofComputer Aided Dispatch (CAD) processingprograms from ESRI's Avenue programminglanguage to Visual Basic in order to run in theArcGIS environment.


As part of the FY 2010 budget process, GeographicInformation Services(GIS) has identified reductionsof $149,224. Reductions identified include elimina-tion of Customer Service Technician, reduction incontract services and other miscellaneous reductions.

GIS has eliminated one Customer Service Technicianposition, 1.0 FTE. This position is responsible forsupporting the mapping team, performing geospatialanalysis and managing the customer service counter.The elimination of this position will mean GIS datawill be updated less frequently and will decrease themapping team to two people including a mappingtechnician and a supervisor.

GIS has also included a decrease in contract servicesfor application development, database design, needsanalysis/consulting and problem resolution assistancefor issues not included in the software/hardwaremaintenance contracts. GIS relies heavily oncomputer based support to its user and mustconstantly maintain up-to-date programs. In thepast, GIS has seen a decline in the contract necessaryto support their computer based systems. Therefore,GIS proposes reducing the FY 2010 budget to moreaccurately capture the cost of these contracts.

Other Issues:

Wake/Franklin County Line - Continue to work withFranklin County and the North Carolina GeodeticSurvey (NCGS) to finalize details for the two countiesto adopt new zoning for parcels that have switchedfrom one jurisdiction to the other. Tentative effectivedate for the located line is January 1, 2010.

Parcel Sync Property Mapping Application - Workwith vendor (Hart InterCivic) and the RevenueDepartment to implement full GIS and CAMAsystem integration.

Following the completion of GIS/CAMA integration,discuss and document standards on propertymapping currency and data completeness with users.


Community Services

Provide ongoing maintenance of the E911 Systemwith periodic geofile updates.

Continue to provide support for the Public SafetyAutomated Vehicle Locator (AVL) and In-VehicleNavigation (IVN) Systems - Incorporateout-of-county routing to Louisburg and SmithfieldHospitals in Franklin and Johnston Counties, respec-tively.

Aerial Photography Update Project - Contract withan aerial mapping firm to produce new orthophotosof Wake County, outside of Raleigh's jurisdiction inFebruary / March of 2010.

US Census Bureau Boundary and Annexation Survey(BAS) - Work with municipalities that are partici-pating in the Consolidated BAS and submit theupdated 2009 Boundary and Annexation Survey datato the US Census Bureau.

US Census Bureau Local Update to CensusAddressing (LUCA) - Review, edit, and approveCensus feedback regarding our address file submittalin 2008.

ArcServer Applications Development - Investigateand implement the capabilities of ESRI's ArcGISServer technology to replace or enhance web applica-tions and interfaces for smaller applications.

Addresser Implementation - Work with consultant tocustomize and implement software that will assistwith the editing and attribution of centerlines anddevelopment of an address point layer.

Mapping Easements - Work with Wake County agen-cies to determine the need to map easement typesfound on recorded book of maps. Based on the need,develop and implement a plan for creating and main-taining easement layers in the GIS database.

Homeland Security Critical Infrastructure Mapping /Photographing - GIS will conduct a project to collectGPS coordinates and current digital photography for12 facilities deemed by Wake Emergency Manage-ment as "Critical Infrastructure Facilities" and createan application that hyperlinks the GPS points to

images for quick viewing of the facilities frommultiple perspectives: oblique aerial photography,orthophoto, and street level.

Wake/Johnston County Line - Begin work with theNorth Carolina Geodetic Survey and JohnstonCounty to monument the existing agreed uponWake/Johnston County line.

Wake/Harnett County Line - Begin work with theNorth Carolina Geodetic Survey and Harnett Countyto locate and monument the Wake / Harnett Countyline and have both Boards approve the location of theline and new zoning for parcels that switched juris-dictions.

Disaster Damage Assessment Application - AssistEmergency Management, IDPP, and EnvironmentalServices investigate and evaluate software and proce-dures for assessing the amount of damage from adisaster and managing recovery efforts such as debrisremoval.

Planning and Permitting System Investigation -Continue to support the multi-department teaminvestigating the implementation of a new Planningand Permitting System and integrating it with the GISand other data systems.

Investigate technology - such as Optical CharacterRecognition and digital plat submission.

Continue to evaluate and provide for the analyticaland mapping needs of departments and the public,looking for opportunities to expand the types ofproducts offered.

Promote and support GIS as a visualization and deci-sion-support tool to appointed and elected Boardsthat deal with County functions, such as the LandAcquisition Review Committee (LARC) and theBoard of County Commissioners.

Manage reductions in operating budgets due toCountywide budget reductions.


Community Services

HORIZON ISSUESAerial Photography Update Project - Complete 2010orthophotography project.

US Census Bureau Data Integration - As the 2010Census data for the County is delivered, GIS will bechallenged with integrating the new data into the GISdatabase and assisting users with incorporating thenew data into analyses and projects.

Investigate technology for new Computer AidedDispatch (CAD) System.

Continue to evaluate and provide for the analyticaland mapping needs of departments and the public,looking for opportunities to expand the types ofproducts offered.

Wake / Granville County Line - Project to locate andinstall geodetic monuments for the Wake / GranvilleCounty line.

Mashups - The new data integration technique of"mashups" will become more and more popular fordata analysis and visualization. Staff will employmashups for the purpose of integration of local, state,federal and private data resources via the web,without local storage of the data.

Support increased Demand for Browser-Based GISApplications

Address Points Database - Revisit the project todetermine if it is now feasible to develop an addresspoints.


Community Services

Summary of Services and Performance MeasuresService Area: Clearinghouse / Central Distributor of GIS InformationDescription: To be a service-focused centralresource of geographic information for Wake County,

providing spatial data and solutions, which enableour customers to accomplish their business purposes.

Service Area: Maintain and Support Geographic DatabasesDescription: To be a service-focused centralresource of geographic information for Wake County,

providing spatial data and solutions, which enableour customers to accomplish their business purposes.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of visits to GIS IMPAS web as well as Planning's and GIS's PDF Webpages

1,911,375 1,437,718 1,416,600 N/A

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of parcels mapped 8,911 5,701 6,660 11,100Number of addresses assigned 1,724 1,034 1,210 1,500Number of centerline street segments mapped annually

2,115 1,177 1,377 1,750

EffectivenessPercentage of annexation ordinances mapped as of the effective date of the annexation

100 100 100 100


Community Services

Libraries

DIVISION PURPOSE AND GOALSThe Wake County Public Library System (WCPL)provides services to children, promotes recreationalreading, encourages lifelong learning, serves as acommunity center and bridges the technology gap.The system operates 6 regional libraries, 11 commu-nity branch libraries, 3 specialty libraries (AthensDrive High School Public Library, Electronic Infor-mation Center, Olivia Raney Local History Libraryand Bookmobile services). The County has completecontrol over both program and funding decisions.

There are other libraries within the county, however,they target the higher education community. Publiclibrary service is the sole responsibility of WCPL.Library services are supportive of the Commis-sioner's goals, as evident in the adoption of theLibrary Master Plan by the Board of Commis-sioners. Libraries promote the love of reading andfoster the pursuit of knowledge among the residentsin the County. They are a vital component of acommunity's life. According to surveys completedfor the 2007 Master Plan 91% of library customers

rate their Wake County Library experience as excel-lent or good. Community support for the libraries isstrong with an annual door count of 4,841,800,annual program attendance of 242,000 and 70%voter bond approval.

MAJOR ACCOMPLISHMENTSService achievements: Published The History ofWake County Volume 2; The replacement Bookmo-bile was placed into service; Sponsored annualLibrary book sale generating $140,000 for the County

Capital achievements: Began the Leesville and North-east program and design phase and began the plan-ning phase for the Wake Forest Library expansion;Located a site for Leesville Community Library andselected the Leesville Branch Manager; Selectedarchitects for the 2007 Library Bond projects.

Technological Achievements: Public Wi-Fi availableat all library branches; expanded self-check presencein all libraries; Maintained the replacement/upgradeof PC's, printers, laptops, and other peripherals at

Division Summary - LibrariesFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 11,551,951 12,269,682 12,064,904 11,821,307Contractual Services 560,123 650,250 606,818 440,500Supplies, Materials and Other Charges 4,179,951 4,277,136 4,070,304 3,423,794Capital Outlay 20,432 – – –Debt 22,145 34,000 34,000 34,000


Revenues:Federal 59,810 50,000 50,000 –State 578,501 550,000 550,000 495,000Local 2,246 6,500 6,500 4,000Charges For Services 716,014 678,000 678,000 668,000Licenses & Permits 1,721 – – –Interest Income 1,943 – – –Miscellaneous 67,766 112,400 112,400 152,400

Revenue Totals $ 1,428,001 1,396,900 1,396,900 1,319,400

Number of FTE's 210.50 219.50 219.50 205.50


Community Services

current replacement rate of 20%; LAN Desk, Webre-porter server and application, and ILLiad web appli-cation implementation.

Financial Achievements: Received E-Rate Fundingdecision of approximately $80,000; Began redefini-tion of EIC and accepted $72,000 HUD Grant.

Administrative Achievements: Internship programstarted with area universities for students focused onIT careers in libraries; Business Continuity Plan,Phase 1 completed; Visited Mecklenburg County,Hennepin County, and Fairfax County librarysystems to assess their building program, collectiondevelopment , and staffing models.


As part of the FY 2010 budget process, Wake CountyPublic Libraries has identified reductions of$1,790,021. Reductions identified include elimina-tion of systemwide events, elimination of the AthensDrive Community Library Contract, merging ofDuraleigh Road Public Library with the new LeesvilleCommunity Library, elimination of one bookmobile,reduction of service hours, a reduction in librarybooks and other miscellaneous reductions.

Wake County Public Libraries has included elimina-tion of the Athens Drive Community Librarycontract in their FY 2010 budget. Wake CountyPublic Libraries and Wake County Public SchoolSystem entered into a contract that allows publicaccess to the Athens Drive High School library. WakeCounty Public Libraries provides additional staff andresources to allow for public access during the schoolday and for extended hours after school hours.Athens Drive Community Library will still functionas a standard high school library to Athens DriveHigh School students. Patrons who frequent AthensDrive Library will still be within a ten minute drive toCameron Village Regional Library, Eva PerryRegional Library, Cary Public Library and Richard B.Harrison Library.

Due to the opening of the new Leesville CommunityLibrary in FY 2010, resources will be transferred

from Duraleigh Road Library to Leesville Commu-nity Library, therefore closing Duraleigh RoadLibrary. Patrons who frequent Duraleigh RoadLibrary will be within a 10 minute drive to LeesvilleCommunity Library, North Regional Library andCameron Village Community Library. This reductionalso includes a reduction of 7.0 FTEs.

Since North Carolina laws prohibit daycares fromtransporting students to libraries, the bookmobilesare used to primarily serve daycares throughout theCounty. The bookmobile that is to be eliminated wasplaced into service in 1998 and it is anticipated that itwill be replaced within five years. The second book-mobile, which will continue to serve children indaycare, was placed into service in 2007. This reduc-tion also includes a reduction of 2.0 FTEs.

Library reduction hours will vary by library basedupon a system assessment. Citizens may experience alevel of inconvenience due to shortened hours espe-cially after working hours. This reduction alsoincludes a reduction in 9.0 FTEs.

Wake County Public Libraries is eliminating system-wide events including the Wake Storytelling Festival,Wake Reads Together Community Reading Program,the Adult Summer Reading Club and the UrbanLibraries Council. These events are some of the mostcostly events to Wake County Public Libraries due tohonorariums for storytellers, authors and speakers.

Additionally, Wake County Public Libraries hasreduced the purchase of library books in FY 2010.This one-time reduction equates to fewer booksplaced into circulation in FY2010; however, it isanticipated that Wake County Public Libraries hasenough book supply in the current system to sustaindemand in FY 2010. This reduction is a one-timereduction and cannot be sustained beyond FY 2010.

Other Issues:

Implementing balanced scorecard for Libraries.

Monitor the security needs in the Wake CountyPublic Library branches. As the environment ofWake County becomes more urban, additional


Community Services

libraries will have the need for on-site security on apermanent basis.

Continue to replace PC's at the rate of 20% per year.

Meet ADA compliance for library technologies.

Update the Library book study.

Develop new cash handling procedures for LibraryBranches.

Continue to promote efficiencies related to LibraryIT including: increased promotion of email customernotification, utilizing receipt printers with less paperconsumption for customer book requests, imple-menting a "no receipt" option at all self-check units inlibrary branches and new software to allow forincreased accountability for public and staff printingvolume and cost.

Transition to new public copiers in all branches.Revised copier contract with vendor that includes feeincrease.

Continue the design phase of the Wake Forest libraryexpansion and Northeast Regional library.

Explore contract options for library printers usingvendors to supply printers and cartridges.

Acquire and implement new centralized door counterhardware and software for all library branches.

HORIZON ISSUESService Projections: Cameron Village Library willhost the Abraham Lincoln exibition in July 2010 andProgressive Era exhibition in May 2010 through June2010 ; Holly Springs Library will Begin planning tohost "Pride and Passion: The African AmericanBaseball Experience" which will take place in Spring2011.

Capital Projections: Select Leesville Library Assis-tants, open branch to the public, and begin operatingcosts; Select Northeast Regional Library Supervisor;Begin planning phase for Middle Creek, North Hills,Cary and Fuquay Library; Begin Richard B. Harrison

Library Renovation; and begin Wake Forest Libraryexpansion construction phase; and select WakeForest Library Librarian and Library Assistants;Complete Library Administration Building minorCIP; begin Electronic Information Center minor CIP,and begin planning for the replacement of the 1998Bookmobile; Select Northeast Librarians and LibraryAssistants, open Regional to the public, and beginoperating costs; Expanded Wake Forest Libraryopened to the public and begin operating costs; SelectMiddle Creek Branch Manager; Begin Olivia RaneyLibrary Renovation.

Technological Projections: Establishment and imple-mentation of the new Library Active Directory Orga-nizational Unit in conjunction with InformationServices; Maintain the replacement/upgrade of PC's,printers, laptops, and other peripherals at currentreplacement rate of 20%; Research and test solutionsfor electronic payment of library fees, fines, andservices including printing that can be available tocustomers.

Financial Projections: Locat and establish a site forthe Annual Book Sale.

Administrative Projections: Establish new adminis-trative structure.


Community Services

Summary of Services and Performance MeasuresService Area: Regional LibrariesDescription: To accomplish the five prioritiesoutlined in the Library's Business Plan: Services ToChildren, Recreational Reading, Lifelong Learning,

Library as Community Center and Bridging theTechnology Gap.

Service Area: Community LibrariesDescription: To accomplish the five prioritiesoutlined in the Library's Business Plan: Services ToChildren, Recreational Reading, Lifelong Learning,


Service Area: Bookmobiles and OutreachDescription: To accomplish the five prioritiesoutlined in the Library's Business Plan: Services ToChildren, Recreational Reading, Lifelong Learning,


Service Area: Specialty LibrariesDescription: To accomplish the five prioritiesoutlined in the Library's Business Plan: Services ToChildren, Recreational Reading, Lifelong Learning,


Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputAnnual circulation 6,510,634 7,029,569 7,802,822 8,505,076Annual door count 2,618,824 2,749,765 2,887,253 3,031,617

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputAnnual circulation 3,284,336 3,548,472 3,938,804 4,293,296Annual door count 1,745,904 1,833,199 1,924,859 2,021,102

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputAnnual circulation 103,221 124,645 112,293 135,863Annual door count 20,374 22,463 21,393 22,586

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputAnnual circulation 112,138 539,009 598,300 652,147Annual door count 226,114 237,420 249,291 261,756


nvironme
EEnvironmental Services
DEPARTMENT PURPOSE AND GOALSThe Environmental Services Department exists toadminister and enforce rules and regulations thatprotect public health and preserve natural resourcesin Wake County. The department defines success aseliminating environmental conditions that can resultin (a) the spread of disease, and (b) the degradationof natural resources, especially water quality. Toaccomplish these goals, as well as others prescribedby the Board of Commissioners and the CountyManager, the department consists of five divisions:Administration, Environmental Health and Safety,Water Quality, Cooperative Extension, and SolidWaste.


During the FY 2010 budget process, the Environ-mental Services Department identified reductionsnetting $882,687, or 9.2 percent of the FY 2009Adopted Budget of $9,574,470. The reductions do

not include those in the Soil and Water ConservationDistrict which was moved to Non-departmentalduring FY 2009. After factoring in EnvironmentalServices' need to budget for operational cost increasesthat it will incur during the new fiscal year, thesereductions are largely responsible for a FY 2010Recommended Budget of $8,124,563, which is 15.1percent less than the FY 2009 Adopted Budget.Reductions identified include abolishing 7.0 FTE's,reducing planned municipal reimbursements foranimal sheltering, consulting fees, and variousadministrative expenses including, but not limited to,supplies, computer equipment and software, printing,postage, and communications.

The Environmental Services Administration Divisionabolished a vacant Environmental Planner position(1.0 FTE) which coordinated environmental emer-gency response programs, special projects, andmanaged website content relating to the department.Elimination of this position will require these dutiesto be distributed to current department staff. Otherreductions with the division include a software appli-



FY 2009Amended

FY 2010Recommended


Contractual Services 1,021,685 883,953 869,602 784,480Supplies, Materials and Other Charges 1,234,843 1,286,801 1,122,351 947,886Capital Outlay – 12,500 7,544 –


Revenues:Federal $ (400) – – –

State 48,668 44,000 44,000 44,000Local 16,860 15,000 15,000 15,000Charges For Services 1,451,856 1,303,151 1,013,151 963,368Licenses & Permits 1,081,748 1,066,270 828,270 839,950Interest Income 371 – – –Miscellaneous 5,870 1,500 1,500 1,500Transfers – – – 92,000

Revenue Totals $ 2,604,973 2,429,921 1,901,921 1,955,818

Number of FTE's 106.00 111.00 104.00 108.00

2010 Fiscal Year Recommended Budget Environmental Services 137


cation that catalogs test results in geographic infor-mation systems (GIS) and miscellaneousadministrative expenses (i.e. postage, supplies andprinting).

The department also charged half of the departmentdirector's salary and benefits to the Solid Waste fund.The Environmental Services Director is serving in anincreased capacity for the fund while the Solid WasteDirector position remains vacant.

The Water Quality Division identified six (6) of theseven (7) abolished positions. These reductions aredue primarily to a decline in development-relatedservice workload. From FY 2008 to FY 2009projected year end, Water Quality experienced a 26percent decrease in the number of permits andinspections. The decrease is lead with falling requestsfor well permits, grout inspections, abandonmentinspections, wastewater permitting and repairs, andwastewater final inspections. Other areas identifiedwithin Water Quality for reductions includecomputer equipment replacement and softwareupgrades.

The Environmental Health and Safety Divisionbudget includes reductions in planned reimburse-ments to Cary and Raleigh for sheltering animals atan outside facility, owned and operated by the WakeCounty Society for the Prevention of Cruelty toAnimals (SPCA). The reimbursements are based onthe number of animals brought to the SPCA facility.Based on trends in recent years, the division believesthat it may provide the necessary reimbursements forsheltering services provided to the City of Raleigh.The Town of Cary currently delivers animals to theWake County Animal Shelter. Therefore, reimburse-ments for Cary's animals were reduced from thedepartment's FY 2010 budget.

The Environmental Health and Safety Division willalso eliminate an X-ray Fluorescence Analyzer usedto detect lead in drinking water. Beginning in FY2010, the division will send samples to a state oper-ated facility for testing. The reduction may lead tolonger wait periods for test results.

138 Environmental Services 2010 Fiscal Year Recommended Budget


Environmental Services Administration

DIVISION PURPOSE AND GOALSThe Administration Division is the primary point ofcontact for the Wake County Board of Commis-sioners and the Office of the County Manager, and isresponsible for the overall performance and opera-tion of the Department. The Wake County Board ofCommissioners and the Office of the CountyManager establish goals and objectives for WakeCounty, and the Administration Division is respon-sible for implementing the specific programs, prod-ucts and services required to accomplish theprescribed goals and objectives. All matters related toDepartment staffing, budget management andperformance monitoring are managed through theAdministration Division. The Administration Divi-sion is also responsible for the management andoperation of the Department Call Center.

Division Summary - Environmental Services AdministrationFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 633,539 770,580 487,275 686,171Contractual Services 68,393 115,000 86,290 46,351Supplies, Materials and Other Charges 304,270 386,325 337,150 177,721

Expenditure Totals $ 1,006,202 1,271,905 910,715 910,243

Revenues:State 15,250 – – –Charges For Services 42 – – –Licenses & Permits (200) – – –Transfers – – – 92,000

Revenue Totals $ 15,092 – – 92,000



Environmental Health & Safety

DIVISION PURPOSE AND GOALSThe Environmental Health and Safety Divisionensures protection of the public health througheducation and outreach activities, and by enforcingrules and regulations that address situations andbehaviors that have potential adverse outcomes forour citizens. These rules address quality constructionand operation of food service establishments, childday-care facilities, adult day service facilities, nursinghomes, schools, hospitals, lodging facilities, publicpools, and tattoo artists. The Division also protectsthe public health and safety of citizens in WakeCounty through the enforcement of animal-relatedrules and regulations, rabies control, and dangerousdogs. Other services provided by the EnvironmentalHealth and Safety Division include investigations ofchild lead exposure, environmental asthma triggers,and methamphetamine laboratory decontamina-tion. Each of the Division's services addresses healthand safety concerns in the citizen's natural and builtenvironment.

Division Summary - Environmental Health & SafetyFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 2,816,567 3,011,681 3,036,340 3,177,417Contractual Services 511,886 566,872 597,365 515,050Supplies, Materials and Other Charges 510,682 488,537 482,208 485,278Capital Outlay – 5,000 7,544 –


Revenues:State 33,418 44,000 44,000 44,000Local 16,860 15,000 15,000 15,000Charges For Services 402,765 336,325 326,325 364,525Licenses & Permits 285,475 262,500 224,500 286,600Miscellaneous 3,314 1,500 1,500 1,500

Revenue Totals $ 741,832 659,325 611,325 711,625



Summary of Services and Performance MeasuresService Area: Food SanitationDescription: The Food Sanitation Section protectsthe public health through the enforcement of Staterules and regulations enacted for the safe and sanitaryoperation of regulated food service establishments.These responsibilities are delegated to Wake Countyfrom the State of North Carolina through a Consoli-dated Agreement executed by the Wake County

Manager and the State Health Director on an annualbasis. In accordance with the Consolidated Agree-ment, Wake County agrees to provide public healthservices in compliance with applicable program rulescontained in the North Carolina AdministrativeCode, as well as all applicable Federal and State lawsand regulations.

Service Area: Specialty ProgramsDescription: The Specialty Programs Sectionprotects the public health through the enforcement ofState and County rules and regulations enacted forthe safe and sanitary operation of regulated facilitiesand individuals such as: child day-care facilities,adult day-care facilities, lodging facilities, jails, hospi-

tals, summer camps, and tattoo artists. In addition,the Specialty Program Section is also responsible forconducting special investigations related to metham-phetamine lab decontamination, asthmas triggers,and child lead poisoning.

Service Area: Plan Review/Recreational SanitationDescription: The Plan Review and RecreationalSanitation Section protects the public health throughthe enforcement of State and County rules and regu-lations enacted for the construction of food service

establishments (temporary and permanent), childday-care facilities, adult day-care service facilities,lodging facilities, and public swimming pools. Theobjective is to ensure that facilities are constructed in

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyNumber of Food Establishment Inspections Performed

4,058 5,598 6,500 8,272

Percent of Inspection Coverage for Food Establishments

50 60 75 100

Number of Quality Assurance Visits 20 50 50 75Average Number of Inspections per Env. Health Specialist

406 430 440 540

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyNumber of Inspections Performed 1,188 1,275 1,275 1,622Number of Inspections per Env. Health Specialist 457 642 450 450Number of Indoor Air Quality Consultations 186 120 50 100Percent of Tattoo Artists Permitted on First Inspection

97 97 98 100

Percent of Elevated Blood Lead (EBL) Cases Investigated within Seven Days

98 100 100 100



accordance with State and County regulations andcodes, and that the facilities are safe and sanitary, andcan operate in accordance with adopted standardsand requirements. The enforcement of State and

County rules and regulations is accomplishedthrough plan reviews, construction inspections, andissuance of operating permits.

Service Area: Animal ControlDescription: Wake County Animal Control Officersprotect public health and animal welfare through theenforcement of State rules and Wake County ordi-nances enacted for rabies control, dangerous dogs,dog bites, animal cruelty, dog fighting, and at-largeanimals. In addition, Wake County Animal ControlOfficers provide support to municipal law enforce-

ment and emergency medical personnel in caseswhere animals must be seized or rescued to supportthe primary agency responding to the emergencydispatch. Service is provided in all jurisdictions ofWake County with the exception of Cary, HollySprings, Garner and Raleigh - each of which hasindependent animal control agencies.

Service Area: Animal Care and AdoptionDescription: The Wake County Animal Care,Control and Adoption Center is used to house andcontain seized, stray, homeless, quarantined, aban-doned and unwanted animals in Wake County. Thestandard of care requirements for animals housedand contained at the Wake County Animal Center areestablished and enforced by the North CarolinaDepartment of Agriculture through the AnimalWelfare Act (NCGS, Chapter 19A, Article 3). WakeCountyøs authorization to operate the Wake County

Animal Center is provided by the North CarolinaDepartment of Agriculture through the issuance of acertificate of registration, which is valid for one yearand renewable on an annual basis. Wake Countyenjoys a unique partnership with the North CarolinaState University College of Veterinary Medicine,which provides the County with high quality veteri-nary care and surgical services, while providingveterinary students an opportunity to perform spay/neuter surgeries.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyNumber of Swimming Pools Permitted 977 1,032 1,060 1,060Number of Pool Inspections Performed 5,332 2,500 2,500 4,275Number of New Food Plans Reviewed 477 486 450 450Number of Pool Plans Reviewed 102 100 90 90Number of Restaurant Construction Visits 701 816 800 800Number of Temporary Food Establishments Permitted

463 450 450 450

Pool Inspections per Technician per year 27 N/A 29 29Number of Pool Complaints per year 25 N/A 100 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyNumber of Animal Service Calls 12,549 10,000 12,000 12,000Number of Service Calls per Officer per year 1,476 1,667 1,200 1,200



Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyNumber of Animals Impounded 11,318 12,500 13,000 13,000Animal Adoption Percent Rate 28 28 30 40Owner Reclaim Percent Rate 6 6 10 10Euthanasia Percent Rate 62 62 60 50Animals Moved to Other Facilities 650 700 1,000 1,000



Water Quality

DIVISION PURPOSE AND GOALSThe Water Quality Division protects public health inWake County through the enforcement of rules andregulations enacted for individual groundwater wellsand non-municipal wastewater systems. In addition,the Water Quality Division protects water resourcesin Wake County through the enforcement of rulesand regulations for stormwater management, flood-plain management and erosion and sediment control.The Water Quality Division is also responsible for theimplementation of a watershed managementprogram, which is designed to (a) collect informationand data to monitor the health and condition of WakeCounty water resources, (b) analyze and quantifyspecific causes and sources of water resource prob-lems in Wake County, and (c) develop specificrecommendations to solve and correct the identifiedproblems. Specialty services provided by the WaterQuality Division include mobile home park inspec-tions, migrant labor camp inspections, mosquitoabatement, and emergency response for hazardousmaterials spills.

Division Summary - Water QualityFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 3,553,632 3,608,955 2,996,670 2,416,071Contractual Services 441,406 202,081 6,866 28,998Supplies, Materials and Other Charges 419,891 411,939 283,445 268,857Capital Outlay – 7,500 – –


Revenues:Federal (400) – – –Charges For Services 1,049,049 966,826 686,826 598,843Licenses & Permits 796,473 803,770 603,770 553,350Interest Income 371 – – –Miscellaneous 2,556 – – –

Revenue Totals $ 1,848,049 1,770,596 1,290,596 1,152,193



Summary of Services and Performance MeasuresService Area: Groundwater ProtectionDescription: The Groundwater Program is targetedat protecting, preserving, and restoring the qualityand quantity of water resources for the Countyøsprivate, residential, small business, and community

well water systems not regulated by North CarolinaDepartment of Environment and Natural Resources(NCDENR), Public Water Supply Section.

Service Area: Watershed ManagementDescription: The Watershed Management Sectionprotects water resources in Wake County through theenforcement of rules and regulations for stormwatermanagement, floodplain management and erosionand sediment control. In addition, the WatershedManagement Section is responsible for (a) collecting

information and data to monitor the health andcondition of Wake Countyøs water resources; (b)analyzing and quantifying specific causes and sourcesof water resource problems; and (c) developingspecific recommendations to solve and correct theidentified problems.

Service Area: Wastewater ManagementDescription: The Wastewater Management Programprotects the public health through the enforcement ofState and County Laws and rules enacted for the safeand sanitary siting, construction, operation, mainte-nance, abandonment, repair and replacement ofland-based waste disposal facilities for communitiesand individual properties.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyNumber of Groundwater Permit Applications 972 504 525 525Number of Well Construction Inspections 1,076 984 1,000 1,000Number of Private Well Samples 1,872 1,485 1,500 1,500Number of Investigations/Consultations 178 148 130 130

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyPercent of Plan Reviews Completed within Required Timeline

95 97 98 98

Number of Site Inspections per Month 385 720 800 800Number of Land Disturbing Construction Plans Approved

310 344 350 350



Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyNumber of Applications Submitted 1,077 500 500 N/ANumber of Final Operation Permits 1,173 734 750 N/ANumber of Final Subdivision Reviews 106 100 100 N/ANumber of Operations and Maintenance Inspections of Surfaced Systems

426 305 305 305

Average Turnaround Time for Permit Applications (days)

9 8 7 7



Cooperative Extension

DIVISION PURPOSE AND GOALSThe Cooperative Extension Division is responsiblefor developing and delivering quality public educa-tion and outreach programs and services related tothe protection of human health and water resourcesin Wake County. The role of the Cooperative Exten-sion Division is to work with other divisions in thedepartment, and other departments in Wake CountyGovernment as necessary, to change the commu-nity¿s attitudes and behaviors related to the protec-tion of public health and water resources. The overallobjective of the Cooperative Extension Division is toensure that the department is disciplined and focusedin (a) targeting and delivering public education andoutreach programs to protect public health and waterresources in Wake County, and (b) measuring andreporting the benefits and successes of the efforts.

Division Summary - Cooperative ExtensionFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Contractual Services – – 179,081 194,081Supplies, Materials and Other Charges – – 19,548 16,030

Expenditure Totals $ – – 198,629 210,111

Revenues:Revenue Totals $ – – – –


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GeGeneral Services Administration
DEPARTMENT PURPOSE AND GOALSThe General Services Administration (GSA) depart-ment manages Wake County owned and leased facili-ties, the Wake County fleet, provides criminal justicesupport, and supports a number of General Govern-ment business units. GSA is dedicated to insuringsafe, productive work environments; safe, reliablevehicles; and consistent corporate support to assignedbusiness units. The department is organized into sixmajor organizational service delivery divisions: (1)administration, (2) central services, (3) field services,(4) fleet services, (5) physical plant and (6) security& safety services. These service organizations supportthe four core businesses of GSA: facility management,fleet management, general government and criminaljustice support. Additionally, these four core busi-nesses are comprised of twenty-six discreet strategicbusiness units. A business unit is a component of thedepartment that is large enough to have its ownwell-defined market, customer base and requiresdedicated resources. Business Units also have uniquebusiness plans with strategies for accomplishingestablished goals.

GSA uses an organizational matrix model to providea broad range of services to Wake County Govern-ment, the 10th Judicial District, and relatedcustomers. A matrix organization is one that utilizesresources (staff, financial and material) across organi-zational reporting lines to advance its core businesses.GSA has found the matrix model to be efficient,measurable, and a proven method for providingtimely, cost effective service delivery while insuringinfrastructure and asset integrity. Protecting theCounty's facility portfolio and fleet assets andensuring the efficient delivery of general governmentand court operations through excellence in service isthe department's highest priority.

Business unit direction is developed through theindividual workgroup's business plans and thedepartment's most significant documents, theCorporate Facility Plan and the Corporate Fleet Plan.These plans were developed with the purpose toincrease competition (approximately 65% of GSAbudget is outsourced), to improve performance andmeasurement, and to provide quality, reliable, costeffective facility and fleet services to Wake CountyGovernment. General Government and Criminal



FY 2009Amended

FY 2010Recommended


Contractual Services 4,472,066 4,990,426 4,972,260 4,617,342Supplies, Materials and Other Charges 9,860,260 4,981,309 4,407,965 7,309,267Capital Outlay 3,045,303 5,913,021 6,635,635 3,935,822Debt 99,702 100,600 100,600 100,600Budget Reserves – 5,247,749 5,247,749 3,090,456


Revenues:Charges For Services $ 3,672,789 3,644,677 3,584,677 3,550,010

Interest Income 474,327 519,686 394,686 –Miscellaneous 161,004 581,443 581,443 447,590Other Financing Sources – – 879,421 –

Revenue Totals $ 4,308,120 4,745,806 5,440,227 3,997,600

Number of FTE's 132.00 134.00 134.00 132.00

2010 Fiscal Year Recommended Budget General Services Administration 149


Justice Support services are defined solely by businessplans and are generally specialized. All plans arereviewed no less than annually to adapt to thechanging business environment, to understand cost,all while providing quality, efficient service. TheseCorporate Plans represent GSA's commitment to theidea that effective management and communicationis as important as adequate funding.

FY 2010 DISCUSSIONThe FY 2010 budget includes department reductionsof $3,232,446, or 11.1 percent of the FY 2009 AdoptedBudget of $29,146,602. After factoring in the Depart-ment's need to budget for operational cost increasesthat it will incur during the new fiscal year, thesereductions are largely responsible for an FY 2010recommended budget of $27,016,321, which is 7.3percent less than last fiscal year's adopted budget.Reductions identified include reductions in leaserates charged to departments; elimination of utility,janitorial and maintenance costs of decommissionedfacilities; reduction of downtown mail courier to onedelivery per day; reduction in project work for janito-rial contracts; and other miscellaneous reductions incontract services and office supplies.

150 General Services Administration 2010 Fiscal Year Recommended Budget


Administration / Support

DIVISION PURPOSE AND GOALSThe Administrative Division insures that standardwork processes are applied to uncommon businessenvironments (detention, health care, entertainment,etc.). Department administration, Portfolio Manage-ment, Business and technology planning and systemadministration of GSA's various engineered controland facility/fleet systems are managed by this divi-sion. The Portfolio Team tracks the County spaceinventory and logs all County moves. The depart-ment head discharges court liaison responsibilitiesand is the staff to the Citizens' Energy AdvisoryCommission.

Administration Division provides a corporate frame-work that captures, uses, and manages critical infor-mation relative to Facility Management, FleetManagement, Criminal Justice, and General Govern-ment core businesses. Services include PortfolioManagement, Utility Management, Life Safety/Envi-ronmental, Criminal Justice Support (to Superior andDistrict Courts, District Attorney, Clerk of the Court,Sheriff, CCBI, and Public Defender), Detention Secu-rity Support, and Alterations, Major Repair andReplacement coordination. In addition to the staffedAdministration division, the group manages severalnon-staffed divisions (divisions organized in theCounty's financial system) within the departmentthat have significant funds expended, but no dedi-cated FTE's. These areas include the following:

Court Facility Operations: To provide criminal justicesupport to the 10th Judicial District, and relatedagencies by providing administration, facilities,moves & relocations, furnishings, Courthouse anddetention electronic security support. Court facilityrevenues are posted in this account.

Utilities/Life Safety/Environmental: Provides acorporate solution that captures, uses, and managesthe critical information obtained in the process ofutility payment and applying that information to findopportunities to conserve resources and save publicmoney. Wake County utility bill processing is paper-less and has used an Internet service bureau to receiveand pay bills electronically, since 1998. Service andtesting of facility Life Safety systems - automaticsmoke detection, fire protection, emergency genera-tors, automatic transfer switches are funded here aswell as the monthly check of fire extinguishers, exitlights and AED (Automated Electronic Defibrillator).Environmental testing and remediation is fundedfrom this source.

County Building Agreements: Provides a corporateaccount or repository for leases where the county isthe lessor or the lessee in order to optimize publicfunding of private sector space and to leverage spaceto meet the business unit needs while allocatingresources in the most practical manner. Leasedspace management is a Portfolio Management func-tion.

Division Summary - Administration / SupportFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 695,405 523,895 676,332 635,716Contractual Services 428,737 198,454 283,729 178,000Supplies, Materials and Other Charges 219,394 283,064 302,340 261,013Capital Outlay – 30,000 30,000 15,000Debt 8,597 8,600 8,600 8,600


Revenues:Revenue Totals $ – – – –

Number of FTE's 9.00 9.00 9.00 10.00



MAJOR ACCOMPLISHMENTSContinued to develop GSA's web-based Maximowork order system by creating workflow and escala-tions to insure significant work is accomplished andcritical failures are corrected. These improvementshelp GSA personnel receive and respond to workrequests timelier and prioritize their work more effi-ciently. Request Center and Security Center staff weretrained on the new business processes.

Established a pilot team to test the Maximo Mobilesoftware on various mobile devices (PDA's, laptops,tablets, and notepads) to leverage GSA's work ordersystem. Staff have been able to receive work orders,track and assign work orders using this mobile soft-ware. They have also been able to report their hoursworked and replicate a timesheet. Will bring hard-ware results to Applied Technology for corporateapproval.

Continued support to the renovation of the Court-house and moved eleven courtrooms to three floorsin April 2009. Approximately 30,000 square feet areunder renovation each year. Coordinated andsupported all after hour building system shutdownsincluding fire protection, automatic smoke protec-tion, mechanical and potable water systems tosupport the renovation effort.

Relocated the Register of Deeds department to theirnew leased location (One Bank of America). Thismove helped facilitate vacating the Garland H. JonesBuilding for demolition on schedule.

Coordinated the renaming of the Public SafetyCenter to the John H. Baker Jr. Public Safety Centerin honor of former Wake County Sheriff John Bakerin support of the Wake County Board of Commis-sioner Renaming action.

Achieved funding through Applied Technologies anddeveloped the County's moves management applica-tion within the County's CAFM (computer aidedfacility management application) or space manage-ment system. As a building block to FM Interact, thisweb-enabled application allows the customer to

manage their individual or major move projects on aweb browser, track the move and view floor plans ofareas affected; then organizes all effected service andsupport groups from multiple departments to coordi-nate the moves. Moves posted update the countycorporate directory.

Managed the installation of detention video visitationby interconnecting the County's three detention facil-ities with real time audio and video. Using the sametechnical infrastructure to implement the courtpreliminary hearings (1st appearance) video system.Each technology eliminates transportation of theinmates either to the visitation area on another flooror the courtroom, saving time and enhancing safetyof the court or detention officers. Two courtroomsare connected to the Wake County Jails. One juvenilecourtroom is connected to the state Juvenile Deten-tion Center for secure custody hearings; precludingtransfers, reducing escape attempts and eliminatingtraffic in the central business district. The systemwas significantly modified in FY 2009 to manage allvisitations or video court to inmates in theHammond Detention Center from the PSC or theHammond Annex while the public stations are offline due to construction of the new HammondExpansion.

Located and leased facility for the Library's annualbook sale. GSA provided facility, support, and lifesafety services in support of the Library system.

Established digital video standard for replacinganalog closed circuit television security systems.

Completed the installation (the last of a multi-yearCIP project) of electronic security to the followingfacilities: Cary Library, Harris Lake, EMS Stations.

Successfully opened the new Wake County ParkingDeck, a 991 space, high rise facility in February 2009.

Continued to collaborate with Board of Elections(BOE) on obtaining leased space to store one-stopelection equipment, supplies and materials.

Led the Swinburne Security Steering Committee formaking security improvements to the facility. This



includes the installation of electronic security on thefirst & fourth floors to separate public and staffspaces and the design of interview rooms on thesefloors. High-risk clients, after-hours meetings andappointments will take place on the first floor. Theinterview rooms are designed to meet the County'ssecurity standard. Floors two, three and five will haveelectronic security installed by end of FY09.

Successfully incorporated security designs in EMSstations, Animal Control Shelter, Mental HealthContinuum of Care and the Sheriff 's TrainingFacility.

Established the security and safety division. Theemphasis on combined security and safety within theCounty. A division structure for staffing and servicesincluding the newly transferred safety program willsave time, Countywide, by combining safety andsecurity training into a single event will strengthenthe corporate safety program.

Worked with Applied Technologies, GIS, Parks,Recreation and Open Space (PROS) on an OpenSpace initiative that interfaces existing databases todeliver organized land data currently unavailable inany single system.

Worked with Human Services and FDC to locatespace in the Mini City/Brentwood area to better servetheir clients. A property located on 2809 MillbrookRd. was leased and up fitted. GSA and IS movedHuman Services personnel into their new space inMarch 2009.


As part of the FY 2010 budget process, GeneralService Administration/Support has identified reduc-tions of $62,589. Reductions identified includemiscellaneous reductions in travel, training andsupplies.

Other Issues:

Providing quality services to a growing inventorywhile cutting cost to support the County and it citi-

zens in this difficult economic time. The County willincrease its building portfolio by 165,000 square feetin FY 2010 and GSA will meet the challenge andsupport the county¿s financial goals.

Refining the department's personnel, businessprocesses, building systems, workflow, and tech-nology to prepare for the significant, complexbuilding inventory increase represented by the crim-inal justice facilities. Criminal Justice facilities alonerepresent an additional 1.2 million square feet ofspace.

Supporting and implementing the E-Wake project -HR system and its various interfaces to FM: Systems,including training all key staff within GSA.

Improving inventory management systems associatedwith tracking and accounting for fixed assets andtagging equipment.

Converting of the County building plans library todigital documents including as-built drawings sets,operations and maintenance manuals, specifications,shop drawings, facility documents and warranties, ina document management, archiving and retrievallibrary.

HORIZON ISSUESHiring and training staff in FY 2011 thru FY 2013 toaid in the commissioning and maintenance of thecriminal justice facilities - 1.2 million square feet.Develop staff knowledge critical to managingcomplex building inventory. Preparing for thenon-criminal justice expansions of building inven-tory additions in the Human Services, and Libraryareas which added to the Criminal Justice compo-nents exceed 1.5 million additional square feet by2014.



Summary of Services and Performance MeasuresService Area: Portfolio ManagementDescription: To provide a corporate framework thatcaptures, uses, and manages critical facility informa-tion. To allocate resources, optimize business value,and provide a healthy work environment that encour-ages organizational production. Portfolio Manage-

ment maintains the strategic alignment between GSAand the mission and goals of the County by deliber-ately maintaining central business and technologyfunctions while delivering those functions to theoperating divisions for production.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputRentable square footage managed 3,111,666 3,172,330 3,152,953 N/A



Physical Plant

DIVISION PURPOSE AND GOALSThe Physical Plant Division provides facility mainte-nance to maintain Wake County's physical buildingassets, life safety systems and infrastructure. The endresult is to maximize county staff productivity byproviding efficient and reliable working environ-ments within the building envelops through theapplied engineering, use of technology, exceptionalcustomer service, and professional staffing. PhysicalPlant Division provides facility management andgeneral government services. Services include engi-neering, mechanical, electrical, general maintenance,and plumbing/piping trades; Life Safety/Environ-mental, Alterations Major Repair and Replacement.

MAJOR ACCOMPLISHMENTSCompleted 100+ projects of various size andcomplexity. These projects included renovationsassociated with the courthouse restack. PhysicalPlant was responsible for building out 60% of theeffected 100,000 square feet.

Continued the support to the existing 10-year Court-house renovations (year 6). This requires theMechanical, Electrical and Plumbing (MEP) tradesgroups to coordinate numerous after-hours shut-downs related to major building systems and performfollow-up inspections of work for acceptance and toready the building to operate Court the next day.

Continued retrofitting plumbing fixtures (showersand faucets) to water efficient units.

Supported CIP projects with technical and trade¿sexpertise, i.e. the Security Center upgrade, WakeCounty Court House (WCCH) fiber infrastructure,and phase IV security installations.

Processed 16,000 work requests out of the depart-ments 24,000.

Managed the Minor CIP projects. Most notable proj-ects include: Southern Regional Center Renovation;Swinburne Rewiring Project Design Phase; GSA FleetLift Installation; WCCH first Floor Clerk of CourtRenovation; WCCH twelfth Floor Office Renovation;WCCH eighth Floor HVAC Upgrade;

Wake County Office Building (WCOB) thirteenthFloor HVAC Upgrade; WCOB Data Center FireProtection Upgrade;

Library book sale.


As part of the FY 2010 budget process, Physical Planthas identified reductions of $416,453. Reductionsidentified include one-time vacancy savings, reduc-tions in supplies, materials and contracts due to

Division Summary - Physical PlantFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 2,932,795 3,025,341 2,945,341 3,025,882Contractual Services 76,136 – – –Supplies, Materials and Other Charges 2,324,087 2,399,299 2,178,911 1,931,888


Revenues:Miscellaneous 482 – – –


Number of FTE's 54.00 54.00 54.00 53.00



decommissioned facilities, reductions in othersupplies, materials and contracts.

In FY 2009, the Garland Jones and adjacent parkingdeck were decommissioned as County facilities dueto the opening of the new parking deck located atDavie and Cabarrus Streets as well as starting theconstruction phase of the new Criminal JusticeCenter. Due to these facilities being decommis-sioned, supplies, materials and contracts are nolonger required to maintain the facilities.

In addition, Physical Plant further reduced theirsupplies, materials, and contract services. The reduc-tion equates to fewer lamps, ballasts, ceiling tiles,pluming materials, etc. that will be available forrepairs and projects. Physical Plant is confident thattheir current inventory of supplies is sufficient toprovide maintenance and repairs throughout FY 2010and beyond.

Other Issues:

Implementing the mobile computing solution forpersonnel using GSA's work order system-MAXIMO.

Providing support for CIP projects managed by Facil-ities, Design & Construction (FDC) through coordi-nated shutdowns and commissioning.

Upgrading and refining building management andSCADA control technologies to gain efficiencies andeffectiveness.

Refining the control of the Chilled Water Intercon-nect that interconnects all downtown county build-ings with a chilled water loop in order to effectmaximum utility savings.

HORIZON ISSUESStaffing levels to manage facility and inventorygrowth.

Preparing staff for the commissioning of the newjustice center and parking structures in the centralbusiness district and Hammond Road expansions.



Central Services

DIVISION PURPOSE AND GOALSCentral Services Division provides multiple facilitymanagement, general government, and criminaljustice support business services. Services include:housekeeping, window washing, pest control, surplusproperty management, mail and courier, movemanagement, building recycling, and reprographics.

MAJOR ACCOMPLISHMENTSCreated an audiovisual feed from the TV Productionsystem to the GRANICUS system to enable the BOCmeeting to be seen through online Cablevision.

The WCOB & PSC conference centers were upfittedwith the corporate standard audiovisual system in2008. The system in this conference center wasconfigured in FY 2009 to provide a direct audio andvisual connection with the Board of Commissioners'boardroom. This space is often used as overflow forcapacity crowds attending the Board of Commis-sioners' meetings.

The Wake county Commons building was upfittedwith the corporate standard audiovisual system in2008. In addition to the standard design, specialequipment configurations and sophisticated softwareenhancements were added in FY09 to better prepare

the facility to be used for a very large-scale event suchas an Emergency Operations Center.

The equipment in the C170 Conference Center,located in the John H. Baker, Jr. Public Safety Center,was upgraded so that this location could be used asan overflow space for the public to watch the Board ofCommissioners' meetings via Cable Television.

Replaced the Reprographics photo plate maker with aComputer to Plate system. This was a requiredupgrade due to ageing equipment and technology.The new system eliminates the need to photographhard copy documents that were created on thecomputer. Digital files are sent directly to the platesused on the offset presses. Hard copy originals can bescanned into electronic files for submission and thenarchiving.

Purchased an offset printing press from state surplusfor Reprographics to postpone the need to purchase anew unit last fiscal year.

Staff implemented new procedures to insure we werecompliant with new USPS postal regulations.

Division Summary - Central ServicesFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 827,035 1,033,631 1,006,964 986,908Contractual Services 518,161 475,437 472,811 459,967Supplies, Materials and Other Charges 2,292,109 2,623,204 2,482,402 2,401,870Capital Outlay 283,746 2,000 5,266 2,000Debt 91,105 92,000 92,000 92,000


Revenues:Charges For Services 62,282 65,000 65,000 60,650Miscellaneous 34,407 32,000 32,000 19,500

Revenue Totals $ 96,689 97,000 97,000 80,150

Number of FTE's 23.00 23.00 23.00 17.00



Installed a repurposed X-Ray scanner in the MailCenter. All mail is scanned before delivery to countyfacilities.

Outsourced larger more complex moves. This hashelped in scheduling moves and has put a largeinventory of trucks and equipment at our disposal.We give the movers a 24-hour notice to assign staff tothe move projects.

Awarded service contract for in-house recycling toinclude office waste paper, telephone books, newspa-pers, magazines, aluminum cans, and corrugatedcardboard. New contract standardized existingservices while providing for service accountabilityand cost effectiveness.

Developed improved databases to trend and quantifybenchmark cost data for all service contracts.

Implemented direct purchase reimbursables modulefor the Eastern Region similar to that of the Down-town Region which was implemented last year,thereby creating significant cost savings/account-ability.

Revised bid specifications and developed a new bidform in preparation for bidding the following servicecontracts in FY09:

Janitorial: Downtown Region, IMAX/Marbles,Eastern Region and Outlying Region (bid January,2009); and Other Services: Bio-Waste, Metal Refur-bishment and Waste and Recycling.

The Pest Control contract was successfully bid andwas awarded awarded in January, 2009.

Successfully implemented FM Moves as a companionmodule to FM Interact for managing move process.


As part of the FY 2010 budget process, CentralServices has identified reductions of $259,428.Reductions identified include a reduction in the mailcourier from two deliveries per day to one, reductions

in janitorial contracts and reductions in miscella-neous operating expenses including travel andtraining, printing, and cellular communications.

Central Services has identified a reduction in mailcourier service, which will mean the mail courier willdeliver once a day rather than the previous two deliv-eries per day. The mail courier will new delivermid-morning rather (10a.m.) rather than theprevious 8a.m. and 12p.m. delivery times.

In addition, Central Services has identified a reduc-tion of in janitorial services. Of this reduction, 37.5percent is due to reductions realized due to decom-missioned facilities. Of the remaining reduction of62.5, percent Central Services will reduce projectwork such as requested cleaning projects or carpetshampooing, which is 702,000 square feet of clean-able space.

Other Issues:

Implementing a countywide space use policy that isbacked up by a corporate conference room reserva-tion system to optimize space utilization, provideconsistency in use agreements and improve theaccountability of managing fees.

Developing inventory management systems associ-ated with tracking and accounting for fixed assets andsurplus property.

Expanding audiovisual technology, using the countystandard, to Human Services Boardroom and thelarge conference rooms within the Swinburne andSunnybrook buildings. This technology will also beincluded in the new Sheriff 's Training Facility.

HORIZON ISSUESStaffing levels to manage facility and inventorygrowth.

Preparing for the maintenance of the new courthouseand parking structures in the downtown businessdistrict.



Summary of Services and Performance MeasuresService Area: HousekeepingDescription: Housekeeping is positioned to provideclean, comfortable, safe and well-maintained facilitiesfor county personnel, customers, and visitors within

county facilities. Housekeeping consists of routinejanitorial services, floor care, pest control andwindow washing services.

Service Area: CourierDescription: The Mail Center serves as an agent ofthe US Postal Service and serves Wake Countydepartments and its tenants. The GSA mail centerstrives for 100% accuracy in sorting; distributing and

mailing all in/out bound mail for the County. Mail ismetered for all outgoing US mail using the mosteconomical methods of mailing including pre-sortservices.

Service Area: ReprographicsDescription: Reprographics is dedicated to offeringprinting, copying and graphic services to Countydepartments and associated agencies.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputCleanable square footage maintained 2,220,159 2,421,563 2,411,656 2,458,322

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputPieces of mail processed 1,066,224 1,080,000 1,090,000 1,080,000

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of impressions 13,352,146 13,200,000 13,000,000 12,000,000



Fleet Operations

DIVISION PURPOSE AND GOALSThe purpose of Fleet Operations is to provide awell-managed, competitive, environmentally respon-sible Fleet to Wake County and its customers. FleetServices Division provides fleet management andgeneral government services. Fleet Managementconsists of three strategic business areas: AssetManagement, Fleet Maintenance and Fuel Manage-ment. Fleet Operations manages parking in theDowntown Central Business District.

MAJOR ACCOMPLISHMENTSOpened the new Wake County Parking Deck; locatedat the corner of McDowell and Davie St. Customers(public, jurors and employees) were transitionedfrom the Garland H. Jones deck to the new deck. Allparking systems and deck operations were tested,access cards programmed and databases archived tosuccessfully open the deck on February 5, 2009.

The Garland Jones Deck was decommissioned inpreparation for its demolition on February 15, 2009.All parking equipment (gates, controllers, etc) andsecurity equipment (cameras, card readers, emer-

gency blue phones, etc) were salvaged for futurecounty needs.

Developed bid specifications and awarded theParking Management contract for the new Wakecounty Parking Deck in FY 2009.

Developed bid specifications for a life cycle FuelManagement software replacement. This replacementhas partnering potential with the City of Raleigh soboth the city and county may share fuel sites withconsistent reporting, billing, and accountability. Thiswill offer each government more fueling sites withinthe City and county limits at a reduced cost.

Increased the number of alternative fuel capable vehi-cles in Wake County's Fleet from 25 percent to 33percent.

Asset Management Shop was developed to managecontractors who install and maintain specializedequipment for county vehicles, especially for PublicSafety. Currently, the county departments individu-ally handle their own installations and specialtyservice. This process does not allow for bulk biddingpower or centralized management. This facility will

Division Summary - Fleet OperationsFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 732,608 776,530 718,871 849,893Contractual Services 31,959 158,200 174,035 99,200Supplies, Materials and Other Charges (4,525,043) (10,648,385) (10,356,020) (7,361,035)Capital Outlay 2,612,167 5,787,611 6,341,241 3,869,000Budget Reserves – 5,247,749 5,247,749 3,090,456

Expenditure Totals $ (1,148,309) 1,321,705 2,125,876 547,514

Revenues:Charges For Services 238,519 236,177 236,177 236,177Interest Income 474,327 519,686 394,686 –Miscellaneous 120,022 547,943 547,943 425,590Other Financing Sources – – 879,421 –

Revenue Totals $ 832,868 1,303,806 2,058,227 661,767

Number of FTE's 14.00 14.00 14.00 15.00



deliver new vehicles to the road faster and surplusvehicles quicker, maximizing a capital asset.

Replaced seven vehicular lifts in February 2009without any service interruption to our customers.

Maintained the in-house warranty program authori-zation which includes Chrysler Fleet, Ford and GEMWarranty Certification. This expands Fleet's ability tolower the need to subcontract work to outsidevendors for routine warranty repairs, therefore,decreasing vehicle downtime and costs.


As part of the FY 2010 budget process, Fleet Opera-tions has identified reductions of $1,639,425. Reduc-tions identified include reduction of lease ratescountywide and various contract reductions.

In December 2009, the County moved to aunit-based lease rate which calculated annual leaserates based upon the usage of each unit incorporatingmiles travelled by unit and standard care of eachvehicle based upon that unit. This model is a moreefficient determinant of County vehicle costs asopposed to the previous class-based model whichcalculates lease rates based upon industry standardsfor a particular vehicle class. Overall, the County wasable to reduce lease rates in FY 2009 and FY 2010with the implementation of a unit-base model forcalculating vehicle lease rates.

Other Issues:

Analyze the data from the Parking Study and newWake county Parking deck to evaluate the optimumfee schedule while balancing parking needs for thevisiting public, jurors and employees.

Communicate with Fleet customers to learn how wecan increase our customer service.

Manage the upgrade of the new fuel managementsoftware to increase data integrity, security and reli-ability.

Continue to pursue potential Ethanol Fueling sites indowntown area.

Make information accessible from the Fleet Informa-tion System to county users.

HORIZON ISSUESPreparing for the construction of the new courthouseand parking structures in the downtown businessdistrict and Hammond Road. This requires the plan-ning and funding for restacking facilities, displacingprograms and parking, acquiring property, demol-ishing and rebuilding.

Achieving fuel reduction through conservation tech-niques and alternative energy vehicles.



Summary of Services and Performance MeasuresService Area: Fleet: Asset Management/ Service/ FuelDescription: To provide a well managed, low cost,environmentally friendly Fleet to Wake County andits customers.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of gallons of fuel consumed 938,593 972,380 962,876 978,083Number of vehicles per mechanic 112 117 116 100



Security and Safety

DIVISION PURPOSE AND GOALSSecurity and Safety Services Division provides facilitymanagement and criminal justice support businessservices. Services include: contract security, lifesafety, electronic security-CCTV, card access, fire andintrusion alarms, photo id/badging, key and hard-ware program for Corporate and Courthouse Secu-rity. The County safety officer and corporate safetyprogram operate in this division.


As part of the FY 2010 budget process, Security andSafety identified reductions of $305,823. Reductionswere met primarily through reductions in securitycontracts, a reduction of a law enforcement officer atHuman Services Swinburne and through amountscarried over from the previous year not necessary inthe FY 2010 Adopted Budget.

Security and Safety was able to realize cost savingsthrough implementation of electronic security atseveral County locations which allowed a reductionin various security contracts. This reduction equatesto a reduction of 135 security hours which will affectthe Alcohol Treatment Center, the Courthouse egresspost, one security officer at Human Services Swin-burne and hours at Community Services Center and

Human Services Sunnybrook. New electronic secu-rity and current security posts should offset any secu-rity threats at these facilities.

In addition, Security and Safety was able to eliminateone of two law enforcement officer posts at HumanServices Swinburne. Currently, there is electronicsecurity on the first and fourth floors of Swinburnewhile the second, third and fifth floors are 50 percentcomplete to offset any security threats at HumanServices Swinburne. Also, reconfiguration of theinterview rooms so that clients and Human Servicesstaff are separate, allow for better security measuresand will help alleviate the need for two law enforce-ment officers at Human Services Swinburne.

Other Issues:

Creating the Security Division to oversee the safetyand security of all visitors, employees, and propertywithin Wake County; division will continue tomanage the 24/7/365 Wake County security center,and administer electronic security, keys and hard-ware, access control, security program assessmentsand all security personnel. In addition, new func-tional areas will include: Security personnel engage-ment of groups with high-risk clients; safety Functiontransfer; providing or arranging training for Countydepartments on required and recommended safetyand security topics; implementing magnetometer(metal detector) replacement in the Courthouse and

Division Summary - Security and SafetyFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 865,216 968,779 959,890 899,216Contractual Services 2,311,222 2,543,860 2,411,790 2,358,859Supplies, Materials and Other Charges 383,372 471,754 466,501 467,463Capital Outlay – 2,910 25,373 –


Revenues:Miscellaneous 1,910 1,500 1,500 2,500

Revenue Totals $ 1,910 1,500 1,500 2,500

Number of FTE's 1.00 2.00 2.00 6.00



PSC; creating a RFP for contract security services andcompetitively bid this service and managing the secu-rity CIP projects in FY 2009 and future years.

HORIZON ISSUESHorizon issues include: Staffing levels to managefacility and inventory growth and preparing for theconstruction of the new courthouse and parkingstructures in the central business district andHammond Road. This requires the planning andfunding for restacking facilities, displacing programsand parking, acquiring property, demolishing andrebuilding.



Summary of Services and Performance MeasuresService Area: Corporate SecurityDescription: Security is a corporate service that ispositioned to implement security procedures andphysical security safeguards needed for the protection

of county personnel, visitors and assets within countyfacilities. Security is comprised of two businessunits: corporate security and courthouse security.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of security incident reports investigated 1,467 1,614 1,775 N/ANumber of seized weapons and/or contraband 15,008 15,754 16,537 N/ANumber of access card holders in system 26,172 27,648 30,100 N/A



Criminal Justice/General Government

DIVISION PURPOSE AND GOALSCriminal Justice Support: The provision of mandatedand additional support to the courts and detention.Services in the form of administration-the GSAadministrator chairs the court space committee and isthe county's liaison to the 10th Judicial District of theGeneral Court of Justice. This service providesmandated support (space and furnishings) plus courtsecurity role in support of the Sheriff, detention elec-tronic security, and detention and court video solu-tions.


As part of the FY 2010 budget process, CriminalJustice/General Government has identified reduc-tions of $54,395, met through miscellaneous reduc-tions in operating expenses including furnitureinstallation, books, and contracted services to benegotiated at a lower rate.

Division Summary - Criminal Justice/General GovernmentFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits – 39,876 24,033 –Contractual Services 269,605 781,674 802,065 784,695Supplies, Materials and Other Charges 510,409 63,950 80,340 30,555Capital Outlay 101,227 – 93,112 –


Revenues:Charges For Services 3,107,541 3,053,500 2,993,500 2,963,183Miscellaneous 10 – – –

Revenue Totals $ 3,107,551 3,053,500 2,993,500 2,963,183

Number of FTE's 0.00 1.00 1.00 0.00



Field Services

DIVISION PURPOSE AND GOALSField Services Division provides facility managementand general government services. Services includeLandscape and Hard Surface Maintenance, Horticul-ture, Exterior Construction, Flood Control, Irriga-tion, Corporate and Road Name Signage, Ponderosa,and Land Stewardship.

MAJOR ACCOMPLISHMENTSProvided support with the opening of the newParking Deck which opened February 2009 andbegan regular maintenance and daily cleaning.

Established and followed water conservationmeasures in each work group to preserve drinkingwater. Met or exceeded each municipal recommenda-tion water restrictions for irrigation purposes.Upgraded the Irrigation Central Controller field unitCPU's to latest version of ICC software.

Performed landscape modifications during the winterto meet conditions of the Security Vulnerabilityassessment. Landscape Maintenance has replacedplant material (shrubs and trees) during the sched-uled winterization maintenance which has beendamaged or died from disease or natural causes.Reduced the number of flower bed installed withseasonal annuals.

Installed prototype signs in the field for test and feasi-bility purposes to comply with new federal guidelinesfor road signs (FWHA, MUTCD regulationsmandated in 2013). As a practice, staff will installsigns meeting the new standards as damaged signsare replaced. New regulation for testing and assuringthe quality of the reflectivity of road signs are underreview.

Completed a multi-year plan to survey, assess andconduct life-cycle replacement of flood control struc-tures and began first phase of EAP of all flood controlsites. Continued to work on all flood control struc-tures EAP and completed the second phase of EAP ofall flood control sites. Continue to have consultantswork on providing sediment survey of identifiedstructures as funding is available.

Partnered with Facilities, Design & Construction(FDC) on Land Stewardship properties - installedsigns on the boundaries of the property and cleanedup environmental waste allowing the county toreceive reimbursement from Clean Water Act.

Restricted hunting on county owned property in theLittle River Reservoir and worked with private prop-erty owner adjacent to county owned property.

Assisted the County Attorney¿s office in applying fora registered trademark of the county logo to enable

Division Summary - Field ServicesFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 1,415,500 1,545,445 1,501,219 1,569,856Contractual Services 641,302 695,898 690,927 624,718Supplies, Materials and Other Charges 756,731 965,793 915,433 882,177Capital Outlay 47,793 90,500 140,644 49,822


Revenues:Charges For Services 750 – – –Miscellaneous 4,173 – – –


Number of FTE's 31.00 31.00 31.00 31.00



Wake County to manage and control the use of thecounty logo.

GSA/Field Services successfully completed CIPcontract ($156k) of Asphalt Repairs for the followingfacilities, Blue Jay Point county Park, CrowderDistrict Park, Harris Lake county Park, Penny RoadElementary School Park, Lake Crabtree county Park-park trails and parking area, Eva H. Perry Library,A.A. Thompson, Cornerstone, General ServicesCenter, Health/Youth Services.

FY 2010 DISCUSSIONReductions

As part of the FY 2010 budget process, Field Serviceshas identified reductions of $172,593. Reductionsidentified include reductions in miscellaneoussupplies, equipment and in contract services.

Reductions in supplies and equipment includedeferral of capital equipment purchases and a reduc-tion in materials and supplies for repairs and mainte-nance. Additionally, reductions in contract servicesinclude reductions in landscaping, power washing,repairs, and partnership agreements to service schoolparks. Landscaping contracts will continue toinclude routine maintenance but will eliminatenon-essential items such as flowers and shrubs.Power washing and repairs will function on anas-needed basis rather than regular scheduled events.

Other Issues

Continue to work with E.S. staff in developingpossible reclaimed water use for other county facili-ties.

Continue to use the Security Vulnerability assessmentas a tool when reviewing construction drawings ofnew facilities.

Continue to work with FDC and City of RaleighParks & Recreation, in the process of locating theResource for Seniors building within the CommunityServices Center site.

Continue to work with FDC on a master plan for afuel center to be located within NWLF area, to supplyfuel for Wake County and possible partnership withCity of Raleigh.

Continue development of inventory managementsystems associated with tracking and accounting forequipment and supplies.

Continuing to assist in FDC construction projects ¿Wake County Justice Center, Hammond Road Deten-tion 1-B, continue daily maintenance of Mixed-Useparking deck tracking , North Wake Landfill MasterPlan, South Wake Landfill Entrance, Five countyStadium field and wall renovations, Parks Rec. &Open Space minor CIP, and maintain facilities whenconstruction is completed.

Continue to study the use of electronic directories orinformational signage in high-rise facilities.

Continue to inventory in GIS Road Sign inventoryand tie to work order system.

HORIZON ISSUESEconomic conditions will require a push for Usergroups to take on level 4 JUA on School Parks or adowngrade of standards will be required for someschool park facility.

Preparing for the maintenance of the Wake countyJustice Center, Hammond Road Detention 1-B, andmental health facilities and the myriad of associatedenvironmental impacts.

Participating in and directly impacted by variousMaster plans in development including: North wakelandfill, EMS, Parks, Recreation and Open Space,Human Services, Library Bond referendum, Sheriff 'straining facility & Facility condition assessments.

Addressing and implementing the Federal HighwayAdministration Manual on Uniform Traffic ControlDevices (FHWA-MUTCD) guidelines for road namesignage; the North Carolina Department of Environ-mental and Natural Resources (DENR) guidelines forEmergency Action Plans for flood control structures;the North Carolina Department of Agriculture



(NCDA) guidelines for pesticide-restricted use; andthe impacts of tree conservation maintenance.



Summary of Services and Performance MeasuresService Area: Land StewardshipDescription: This is a new program that will provideland management of all Wake County purchased,leased, deeded, and easement properties that are notdeveloped. It will be a collaborative effort betweenGeneral Services Administration, CS/Parks/Recre-ation & Open Space, Wake Soil & Water Conserva-

tion, and Facilities Design & Construction. Thisbusiness plan addresses those components and tasksto be managed by GSA. This service will protect andmaintain the natural resources owned by the County.The current amount of properties, less developedones, is approx. 4,400 + acres.

Service Area: Road Name SignsDescription: The Road Name Sign program fabri-cates, installs and maintains road name signs (streetsigns) within all of Wake County's unincorporatedareas and all municipal ETJs (not corporate limits)

except for Raleigh, Cary, and Wake Forest. RoadName signs identify roads and streets for 911 emer-gency services and general public navigation.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of acres landscaped 617 645 673 673

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of road name signs repaired/replaced 2,801 2,124 2,500 2,500



Utilities/Life Safety/Environmental

DIVISION PURPOSE AND GOALSTo provide a corporate solution that captures, uses,and manages the critical information obtained in theprocess of utility payment and applying that informa-tion to find opportunities to conserve resources andsave money. Wake County utility bill processing ispaperless and uses an Internet service bureau toreceive and pay bills electronically, since 1998.Service and testing of facility Life Safety systems -automatic smoke detection, fire protection, emer-gency generators, automatic transfer switches arefunded here as well as the monthly check of fireextinguishers, exit lights and AED (Automated Elec-tronic Defibrillator) checks. Environmental testingand remediation is funded from this source.


As part of the FY 2010 budget process, Utilities/LifeSafety/Environmental has identified reductions of$321,740, which include reductions in utilities associ-ated with decommissioned facilities, reductions incontract services and amounts carried over from theprevious year not necessary in FY 2010.

Utilities/Life Safety/Environmental have reducedtheir budget for in utility costs associated withdecommissioned facilities. The County is no longerrequired to pay utility costs for the Garland Jonesbuilding and adjacent parking deck and can therefore

reduce the FY 2010 budget by the correspondingamount.

Additionally, Utilities/Life Safety/Environmental hasidentified reductions in miscellaneous servicecontracts including contracts on efficiencies achievedin current phone usage and alarm testing at decom-missioned facilities.

Division Summary - Utilities/Life Safety/EnvironmentalFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Contractual Services 175,469 136,903 136,903 111,903Supplies, Materials and Other Charges 6,808,634 7,325,607 6,862,350 7,028,867


Revenues:Charges For Services 8,656 10,000 10,000 10,000

Revenue Totals $ 8,656 10,000 10,000 10,000

Number of FTE's 0.00 0.00 0.00 0.00



Summary of Services and Performance MeasuresService Area: Utility ManagementDescription: To provide a corporate solution thatcaptures, uses, and manages the critical informationobtained in the process of utility payment and

applying that information to find opportunities toconserve resources and save money.

Service Area: Life Safety/EnvironmentalDescription: To insure that critical life safety systemsfunction and acceptable environmental conditionsexist across Wake County's facility portfolio.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of buildings with corporate recycling 51 54 56 56Number of facilities with building control systems 40 42 42 42

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercentage of facilities free of regulatory violations 99 99 99 100

InputNumber of facilities with SCADA controls (MOSCAD)

34 36 36 36



County Building Agreements

DIVISION PURPOSE AND GOALSTo provide a corporate account or repository forleases where the county is the Lessor or the Lessee inorder to optimize public funding of private sectorspace and to leverage this space to meet the businessunit needs while allocating resources in the mostprudent manner. Leased space management is aPortfolio Management function.

Division Summary - County Building AgreementsFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Contractual Services 19,475 – – –Supplies, Materials and Other Charges 1,090,567 1,497,023 1,475,708 1,666,469Capital Outlay 370 – – –



Revenue Totals $ 255,041 280,000 280,000 280,000

Number of FTE's 0.00 0.00 0.00 0.00


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HuHuman Services
DEPARTMENT PURPOSE AND GOALSWake County Human Services' (WCHS) overarchingVision Statement is that "all Wake County residentswill have full and easy access to high quality andeffective health and human services and access toopportunities to improve their quality of life." It isthe Mission of WCHS that it will, in partnership withthe community, anticipate and respond to the publichealth, behavioral health, and the economic andsocial needs of Wake County Residents. WCHS willcoordinate and sustain efforts that assure safety,equity, access, and well being for all. This is donethrough service delivery and partnerships thatpromote physical and behavioral health, economicself-sufficiency, family and youth success, improve-ments in housing, and access to transportation.

Services are provided at 25 county facilities andapproximately 50 partnering sites. WCHS has ahighly dedicated workforce of over 1,800 employees,and also accomplishes objectives through over 2,000

contracts. Of the $240 million dollar budget, 40% iscounty-funded, and 60% is funded through federaland state funds, grants, fees, and other contributions.

Transform WCHS from primarily being a Safety Netto also becoming a Human Capital DevelopmentAgency, contributing to promoting quality of life inWake County.

Re-structure the agency to make it more horizontaland less vertical to allow for better use of talents andparticipation.

Provide population-based and consolidated servicesthrough a Regional Centers concept.

Increase accountability and impact by becoming aconsumer focused, data driven and outcome basedagency.

Bring 21st century technology to the agency, workingtowards becoming E-WCHS.



FY 2009Amended

FY 2010Recommended


Contractual Services 114,340,232 116,050,684 118,510,939 108,617,839Supplies, Materials and Other Charges 12,622,328 17,666,655 15,120,367 13,090,736Capital Outlay 387,000 417,790 495,319 889,400Debt 6,392 6,000 6,000 –Budget Reserves – 100,443 50,588 –Transfers Out 3,016,541 163,000 163,000 122,250


Revenues:Federal $ 7,964,375 7,970,568 9,264,717 8,802,221

State 101,370,113 104,542,999 108,123,011 109,901,634Local 1,220,362 1,185,500 1,185,000 1,177,500Charges For Services 28,471,094 31,245,512 28,082,659 31,991,805Interest Income 32,322 68,558 68,558 23,654Miscellaneous 55,137 26,050 26,050 34,550

Revenue Totals $ 139,113,403 145,039,187 146,749,995 151,931,364

Number of FTE's 1,789.80 1,797.80 1,814.37 1,748.55

2010 Fiscal Year Recommended Budget Human Services 175

Human Services

Expand the scope and outreach by fully utilizing a"tool kit" and a co-production approach that includesstaff, Wake County, partners, contracts, volunteersand self-sufficient consumers.

Implement the upper mobility initiative under thename Human Capital Development Initiative.

Provide WCHS employees with an enriching andenjoyable working environment, which allows themto learn and grow, develop successful careers andcontribute to society.

Becoming a high quality and state of the art HumanServices entity recognized as a national model forseveral best practices.

176 Human Services 2010 Fiscal Year Recommended Budget

Human Services

MAJOR ACCOMPLISHMENTSWake County Human Services provided over 120,000individual clients and customers with public health,social and behavioral health services. Many morereceive the benefit of educational messages and thebenefit of living in a county with a strong capacity foremergency and disaster response. The following are afew examples of the accomplishments of staff andcommunity partners.

Human Capital Development was the number onepriority for the Wake County Board of Commis-

sioners for the 2008 calendar year, and remains apriority for the 2009 calendar year. As of May 2009,100 participants have been engaged in the MiddleClass Express (MCE) pilot program. Seventy-threepercent have experienced positive progress on theemployment continuum. Seventy three percent ofthose who were uninsured have been screened andreferred for a health assessment, and 70% are living instable housing. Thirty four percent of participantshave already developed a life plan. A strong evalua-tion component has been developed for the MCE totrack progress of participants during the 5-year time-

Department Summary By DivisionFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:HS Administration 4,785,427 4,436,340 4,488,105 3,718,496Adult Services 18,995,524 19,183,386 19,917,750 19,971,950Child Welfare/Mental Health 23,549,364 26,890,686 26,636,741 25,834,189Clinic Services 12,388,522 13,948,624 13,424,673 13,711,519Community Health 8,293,347 9,228,164 9,646,694 8,847,323Economic Self Sufficiency 41,127,165 36,942,600 37,028,377 22,631,802Family Support 54,004,441 57,038,936 59,754,880 60,161,325Local Managing Entity 9,223,304 9,356,705 9,188,189 10,486,987Operations 14,426,210 14,094,280 13,865,077 14,271,115Transportation 1,167,744 1,579,391 1,577,366 2,086,932LME Purchase of Service 38,578,460 42,499,629 39,451,346 40,974,195HS Housing 4,150,138 4,919,008 4,892,324 4,778,569


Revenues:HS Administration 87,173 – 127,500 127,500Adult Services 7,406,578 7,105,359 7,450,098 7,303,423Child Welfare/Mental Health 11,999,922 14,331,357 14,734,357 14,566,492Clinic Services 8,038,821 8,158,192 8,071,192 8,842,429Community Health 4,013,669 3,804,408 4,347,475 4,371,047Economic Self Sufficiency 13,002,463 13,953,620 14,733,720 15,221,770Family Support 47,645,379 46,860,119 49,968,762 50,561,052Local Managing Entity 8,650,285 8,563,375 8,122,053 8,409,400Operations 7,384,202 6,653,103 6,452,070 6,893,517Transportation 1,615,603 1,573,711 1,573,711 2,198,110LME Purchase of Service 28,792,438 33,298,411 30,431,525 32,711,165HS Housing 476,870 737,532 737,532 725,459

Revenue Totals $ 139,113,403 145,039,187 146,749,995 151,931,364


Human Services

frame set for each participant to reach a middle classlifestyle.

WCHS passed all financial audits from the state forsocial services, Local Managing Entity services, andpublic health services.

A Human Services Center opened on MillbrookRoad in April 2009. This satellite location isproviding WIC, Medicaid, public health, and youthservices. Partnerships with businesses, faith commu-nities, libraries, parks and recreation facilities andother partners will increasingly leverage moreservices for residents in the immediate area, and willprovide some relief for services in the Sunnybrookand Swinburne buildings where services are workingat or above capacity.

The Wake County Human Services and Environ-mental Services Board has increased efficiencythrough active Public Health, Continuum of Care,and Social Services Committees. CFAC has signifi-cantly increased consumer ownership and participa-tion, expanding the influence of consumers for policydevelopment and advocacy in Wake County.

Holly Hill Hospital has opened 44 additional beds toincrease the capacity to address the inpatient psychi-atric needs of County residents.

A Behavioral Health Collaborative was launched onAugust 25, 2008 with 70 mental health providers andstakeholders representing the criminal justice system,homelessness services, public health and other areasof the continuum of care. The Collaborative spon-sored and event with the LME on "Business Practicesin Times of Economic Crisis" and developed recom-mendations on how to support provider sustain-ability, given the current economic downturn. (APublic Health Collaborative that will be commu-nity-driven is also being formed, under the leader-ship of a representative from the John RexFoundation.)

The Wake Criminal Justice-Mental Health Partner-ship team (Interceptors) now assures that 100% ofinmates in the jail now receive a brief mental healthscreening at intake. Since July 1, 2008, WCH has

assigned 5 full time positions to provide services tomental health and substance abuse clients in the jailand the community.

There have been several accomplishments in the areaof housing services. The Affordable HousingProgram provided 488 people with safe, affordablehousing in 2008. Eleven homes were brought up tocode and made safe and sanitary, 20 emergencyrepairs were done, and 177 rental unit were providedfor households earning below $30,000 per year. 180people who were homeless and have a disability wereassisted through federal and local voucher programsin finding safe places to live, and over 100 men grad-uated from the S. Wilmington Street Center Men¿sTransitional Program, moving from the Shelter topermanent housing.

WCHS HIV clinic and outreach services has devel-oped a sophisticated, consumer focused, outcomebased tracking system. In the last fiscal year, theWCHS Clinic had 752 active clients of which 95%maintained their CD4 count and viral load, indi-cating no progression in disease.

The Tuberculosis Outbreak and Control Programsuccessfully conducted a TB outbreak investigationinvolving 370 exposed persons. The investigationincorporated new technology (the Quantiferon Goldin-tube test), in collaboration with Duke Universityand Labcorp as partners. This was the first demon-stration of the feasibility of the new technology inNorth Carolina.

Transportation Services worked with the TransitAuthority and the Town of Wake Forest to develop anew seamless public transportation service in thenorthern region of Wake County. TransportationServices has coordinated with most of the municipal-ities to expand existing TRACS services throughadditional town funds and a supplemental NCDOTgrant.

WCHS received many awards and recognitions,including:

An Award of Excellence from the NC Council ofCommunity Programs to the LME, An Excellence in


Human Services

Community Collaboration Award to the LMECHOICE Program, an Excellence and Innovation inService Delivery Award from the NC Public HealthAssociation to the prenatal clinic and child health,The Governor's Highway Safety NC Child PassengerSafety Program of the Year Award to the "Love UsBuckle Us Child Passenger Safety Team, An Award ofExcellence in Youth and Family Programming" fromthe NC Summit on Youth and Family Programmingto the HIV/STD Health Education and OutreachTeam, An American Diabetes Association Provider ofthe Year Award to Project DIRECT from the Amer-ican Diabetes Association for exceeding nationalstandards of patient care, The WIC Certificate ofAchievement from the NC DHHS to the WICProgram for attaining the greatest percentageincrease in breastfeeding initiation, from 61.6% to67.2% and The "Hands of Health Award" waspresented to a WCHS physician by the John RexEndowment for new and innovative ways to addressthe health of the underserved and youth in WakeCounty.


Overall, the Human Services budget will decrease byroughly $12.5 million dollars from $240.1 million to$227.5 million.

County funding for Human Services will decrease by$19.5 million from $95 million in the FY 2009Adopted Budget to $75.5 million in FY 2010. Four-teen million of this decrease is the removal ofMedicaid Match expenditures. As part of the State¿sassumption of Medicaid costs, in FY 2009, the Statetook over one-half of the County's Medicaid costsand also assumed a portion of sales tax revenues. TheFY 2010 budget implements the next phase of theMedicaid swap, as the State assumes 100% of theCounty's Medicaid costs, and assumes a largerportion of sales tax revenues.

The remaining $5.5 million in budget decreases werecarefully considered reductions selected to reach abalanced FY 2010 budget. Most of these reductionsare elimination of vacant positions. Human Servicesstaff carefully reviewed all services, weighing depart-

mental priorities, the relative need for vacant posi-tions, and options to reduce expenditures whileminimizing the service impact to clients. TheRecommended Budget proposes the elimination of65 positions, reducing the number of authorizedpositions in Human Services from 1,848 to 1,782(including all funds), a decrease of 3.6% in authorizedpositions.

The FY 2010 budget continues Wake County'scommitment to mental health services by budgetingan additional $500,000 for service with Holly HillHospital. We continue to work with Holly Hill andour other community partners to implement amental health system that provides quality healthcareand is cost-effective.

Lastly, the Recommended Budget makes no adjust-ments to Human Services' budget for anticipatedreductions in State funding. At this time, the Statelegislature is working with the Governor to balancethe State budget. The State has not identified whichspecific funding streams will be reduced, or by howmuch. It is very likely that, after the State completesits budget, Wake County will need to adjust its budgetto lower revenues and expenditures to correspond tothe State funding reductions.

Other Issues:

WCHS is seeing an increase in service demand, dueto the economic downturn. From October 2007 toOctober 2008, the number of Food and NutritionServices cases increased 10% from 18,930 to 20,953.In the same period, Adult Medicaid caseloadsincreased by 3%. There was a 17.5% increase inactive Family and Children's Medicaid cases fromSeptember 2007 to September 2008. These increasesare expected to continue into the 2009-2010 fiscalyear, at a time when revenues are decreasing at thestate and county levels. WCHS is faced with theimmediate challenge of altering service delivery strat-egies or adjusting the level of services for these popu-lations in need. The Agency will also need to workclosely with County and State officials to leverage anystimulus package resources in the areas of housing,health care and transportation that may be availableat the local level.


Human Services

With the existing economic downturn, both govern-ment and community resources are fewer. It isimperative that large, comprehensive communitypartnerships be supported to ensure that childrenand families in need across our County can stillreceive needed services. WCHS will continue to bethe catalyst for convening the Behavioral HealthCollaborative, the Public Health Collaborative, andthe Children and Youth Collaborative. The Agencywill also work to maintain and strategically supportthe 1,500 partnerships that allow the County toexpand its service delivery reach and resources, andstrategically continue to utilize community volun-teers engaged in human services delivery.

During FY09 the Wake LME has undergone a periodof transformation. A review of the LME in February2008 found that the LME was not efficient inperforming several required functions, and had aninsufficient firewall between the divisions of WCHSthat provide services funded an monitored by theLME. In response to these audit results, the organiza-tional structure was redesigned and partially imple-mented. FY10 strategic objectives are in place toensure that the reorganization is completed and theessential functions of the LME are performed effec-tively.

Human Capital Development (HCD) continues to bea priority for the Board of Commissioners, and astrategy that is being integrated throughout HumanServices. WCHS, in partnership with the commu-nity, will continue to use existing resources to imple-ment HCD strategies to move families towardself-sufficiency.

WCHS is scheduled to go through a Public HealthAccreditation Process in FY09 and FY10. Existingstaff resources will be used to assure that publichealth core functions are in place, including docu-mented policies and procedures, evaluation method-ology, and reporting mechanisms needed for thesuccessful attainment of accreditation status.

HORIZON ISSUESWake County Human Services will continue to workwith Workforce Development , JobLink Centers,community colleges and universities to re-design job

training to respond to the changes in the types ofemployment available in our community from theeconomic downturn. These partners will have toquickly assess the areas (such as healthcare) wherejobs are still available, and begin to train those unem-ployed in the prolonged economic downturn in thoseareas.

Continued growth in our County's vulnerable adultpopulation - Further assessment will be done toquantify the number of individuals and familiesmoving into the County needing human services. Asthe economy continues to decline, Wake Countycontinues to grow. WCHS needs to work with otherCounty departments and community partners toquantify the continued level of growth in the county,and the impact on human services.


Human Services

Summary of Services and Performance MeasuresService Area: Adult Economic ServicesDescription: Includes Medicaid, Special Assistance,(a program which helps pay for the cost of care in an

adult care home/assisted living facility), and FoodStamps for senior and disabled adults.

Service Area: Child Protective Services (CPS) TreatmentDescription:

Service Area: Child Protective Services (CPS) Intake/ InvestigationDescription:

Service Area: Foster CareDescription:

Service Area: Maternal HealthDescription: Provide comprehensive health care touninsured and underinsured pregnant citizens.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercent of Medicaid application processed in accordance with State time guidelines.

194 N/A 194 180

Percent accuracy of application and case reviews related to assistance programs

98 98 96 100

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of new families referred for CPS treatment 741 700 700 700

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of reports and assist screenings as a requirement for a CPS assessment

6,061 4,700 6,000 6,000

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of children in foster care 580 570 600 N/A


Human Services

Service Area: Women's Health ClinicDescription: Provide preconceptual, family plan-ning, postpartum and cancer screening to women ofchild-bearing age and uninsured women unable to

secure care. This clinic is the provider of last resortfor these citizens.

Service Area: HIV/STD Community and ClinicDescription:

Service Area: Child & Family MedicaidDescription:

Service Area: Communicable DiseaseDescription:

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessInfant mortality rates 7 7 6 N/A

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessTeen pregnancy rates in Wake County (per 1,000 population)

43 43 40 N/A

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of persons tested for HIV and Syphillis 3,150 3,000 3,000 N/A

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of family Medicaid recipients 45,300 51,812 55,439 N/A

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputPercent of specific population immunized 93 90 90 100Percent of communicable diseases appropriately investigated and reported

97 95 95 100


Human Services

Service Area: Housing & Community Revitalization (HCR)Description:

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputNumber of families benefiting from public facility improvements

N/A 2,068 300 N/A


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MeMedical Examiner
DEPARTMENT PURPOSE AND GOALSThe Medical Examiner is responsible for investi-gating deaths in the county that are unattended oroccur under questionable circumstances. TheMedical Examiner determines the cause and mannerof death and orders an autopsy if necessary. If thedeath resulted from a criminal act or default on thepart of another person, the Medical Examinercontinues the investigation to whatever extent neces-sary to assist law enforcement authorities in deter-mining or apprehending the person(s) criminallyresponsible. The current Medical Examiner's func-tion is part of a statewide system that is supervisedand financed primarily at the State level. The StateMedical Examiner in Chapel Hill has the responsi-bility to select the Medical Examiner(s) for theCounty.



FY 2009Amended

FY 2010Recommended

Expenditures:Contractual Services $ 234,800 200,000 200,000 200,000


Number of FTE's 0.00 0.00 0.00 0.00

2010 Fiscal Year Recommended Budget Medical Examiner 185

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EEmergency Medical Services
DEPARTMENT PURPOSE AND GOALSThe Wake County Department of EmergencyMedical Services consists of the Division of Emer-gency Medical Services, the Office of Medical Affairs,an EMS Executive Officer, and five contract EMSagencies. Emergency medical care is provided inpartnership with the Cary and Raleigh-Wake 9-1-1centers and firefighter first responders. The primarypurpose of the Department is to improve theoutcomes for patients who suffer emergent medicalconditions or traumatic injuries in the prehospitalenvironment. Secondarily, the Department seeks toprovide excellent customer service and has begunefforts to reduce the incidence of emergency medicalconditions as well as offer destinations besides anemergency department for patients with substanceabuse and mental health conditions.

MAJOR ACCOMPLISHMENTSThe EMS System has continued to adapt to thegrowth in Wake County and the current economicenvironment. The specific initiatives are listed below:

1. Clinical Care: The EMS System has continued toenjoy a very high survival rate from out-of-hospitalcardiac arrest, saving 59 lives in calendar year 2008.

Our nearly 40% survival for adult victims of ventric-ular fibrillation arrests remains among the best in thenation. Additionally, for the first time, the WakeEMS System achieved an average scene time forvictims of major trauma of less than 10 minutes, atestament to the interagency cooperation betweenfire and EMS as well as to the dedication of our EMSSystem to the traumatically injured patient. In addi-tion to our continued national recognition for cardiacarrest patients, the care for heart attack victims whoneed to go emergently for cardiac catheterization hasalso been recognized at the national level.

2. Advanced Practice Paramedics (APP): This uniqueprogram has enjoyed many successes in the shorttime it has been active. While it is too early toprovide statistically meaningful analysis, the experi-ence on the street strongly suggests that the citizensof and visitors to Wake County are benefiting fromthis program. Over 125 individuals are alreadyenrolled in the "well-person check" program, acomponent of the APP delivery model wherebypatients with chronic conditions such as diabetesreceive a phone call or home visit while they are wellto hopefully prevent an emergency before it happens.The APPs have responded to many high acuitypatient encounters and provided assistance, in one



FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 9,679,615 10,969,917 10,905,734 11,277,568Contractual Services 1,476,550 1,577,107 1,445,107 1,640,928Supplies, Materials and Other Charges 5,026,922 6,159,654 6,241,561 5,308,535Capital Outlay 110,756 191,810 52,141 12,000Debt 5,753 7,000 7,000 7,000


Revenues:Local 17,933 20,000 20,000 20,000Charges For Services 9,469,931 9,309,101 9,728,101 11,248,326Miscellaneous (40) – – –

Revenue Totals $ 9,487,824 9,329,101 9,748,101 11,268,326

Number of FTE's 136.00 161.00 162.00 165.00

2010 Fiscal Year Recommended Budget Emergency Medical Services 187


case helping prevent the death of a 5-year old boy.Finally, in cooperation with Wake County HumanServices, patients with substance abuse and/or mentalhealth emergencies have been referred directly fromtheir homes to clinics and other services rather thanto an emergency department.

3. Operational: Consistent with the CountyCommission Goals for this year, all members of theDepartment of EMS committed significant time andenergy evaluating the risks and benefits of mergersand consolidations. As a result of these efforts, ApexEMS will merge with the Apex Fire Department andthe EMS unit operated by the Holly Springs FireDepartment will be absorbed in the Wake CountyEMS Division. At this time, no other mergers orconsolidations are planned; the EMS system willcontinue to evaluate system design on a regular basisand make appropriate future recommendations.


As part of the FY 2010 budget process, Wake Emer-gency Medical Services (EMS) has identified expen-diture reductions of $1,264,661, or 6.7 percent of theFY 2009 Adopted Budget of $18,905,488. Thesereductions coupled with contractual obligations andother allowable budget increases result in a decreaseof $659,000 from the Adopted FY 2009 Budget (3.5percent). When increased revenues from fees arefactored in, the net County contribution to EMS isdecreasing by nearly $2.6 million, or 27 percent fromAdopted FY 2009.

Through gaining efficiencies and renegotiatingcontracts, the EMS system was able to offer thesereductions with minimal service impacts to thepublic. Further reductions would require removingambulances from the road. Each of the fivecontracted EMS squads fully participated in thereduction process. Reductions will impact theamount of overtime funding available, many catego-ries in the regular operating budget such as food,travel, equipment maintenance, employee and volun-teer recognition, uniforms, supplies and fuel, andmild impacts will be realized with training. WakeEMS successfully negotiated a decrease in the

contract with the billing vendor resulting in a savingsof more than $126,000.

Other Issues:

Advanced Practice Paramedic Program: Based onour initial estimates, the APP program is at 1/3 of thetotal strength necessary for full implementation. Dueto the budgetary issues associated with the worldwideeconomic downturn, we are unable to continue theplanned expansion of the program this year. Thiscreates both an opportunity and a burden. Regardingthe former, we will be able to more fully evaluate theprogram and make a more evidence-based recom-mendation for expansion in future years. Regardingthe latter, we have insufficient resources for the APPsto arrive in a timely manner for all dispatches andthus some patients may not benefit as greatly fromthe program as they will once the program is morefully implemented. As always, we will work to miti-gate the impact of this until the program can beexpanded.

Durant Rd EMS Facility: We have been workingclosely with General Services and Facilities Planningand Design as we attempt to improve service in thisarea. This has been difficult due to high real estatecosts and lack of facilities for lease that can accom-modate EMS without significant upgrades. We willcontinue to look for potential interim solutions as wepursue a permanent solution as part of the capitalimprovement plan (CIP).

Educational opportunities/class room space: As oursystem continues to grow, we are utilizing all availablespace in our current training center. For someprograms, we are able to partner with Wake TechnicalCommunity College and utilize space in their PublicSafety Center. We will continue to explore these andother options in order to provide appropriate educa-tional opportunities for our prehospital providers

Performance measures: Beginning in calendar year2010, all EMS Systems in North Carolina are requiredto report and analyze 60 performance measures.Approximately half of these measures are generatedbased upon data submitted via the electronic callreport (ECR) to the North Carolina EMS Perfor-

188 Emergency Medical Services 2010 Fiscal Year Recommended Budget


mance Improvement Center. Our current ECRvendor has been purchased and the product is beingphased out, so we will have to analyze our options, upto and including replacement of the current ECRsystem. We are utilizing the eGov process to assist uswith this endeavor. Additionally, there are no stan-dard reporting measures for much of the work beingdone by our APPs; we will work over the next year todevelop and solidify these measures.

Cooperation with Human Services: The APPprogram has enhanced the already strong bondbetween EMS and Human Services. Over the nextyear, we will continue to improve upon this relation-ship, including in the areas of pandemic preparednessand care for patients with mental illness/substanceabuse.

HORIZON ISSUESWake County has demonstrated the value of usingdata to scientifically manage the EMS system, partic-ularly in the scheduling and deployment of EMSresources. However, we have reached the limits ofavailable technology, and further progress willdepend upon the acquisition of emergency vehicledeployment simulation software.

The adequacy of EMS facilities remains an issue forthe system. A detailed EMS station capital improve-ment plan was developed during FY 2008 and imple-mentation will require several years. Phase I of thismaster plan, including eight facilities, is budgeted inthe FY 2010-15 CIP.

Inasmuch as service is improved by eliminating "clus-tered" EMS stations housing multiple EMS units, thesystem must pursue facilities to permit further distri-bution of EMS units in those areas where multipleunits presently operate from a single station (down-town Raleigh, Mini City, and the Lynn - Leadminearea).

2010 Fiscal Year Recommended Budget Emergency Medical Services 189


Emergency Medical ServicesSummary of Services and Performance MeasuresService Area: Patient Care Service DeliveryDescription: Provide prompt, compassionate, clini-cally excellent patient care throughout Wake County.

Service Area: EMS System Support/ManagementDescription: Provide Coordination, Management,Training/Professional Development, Medical Direc-tion, and Quality Improvement to the EMS System.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercent of Call Processing interval of 90 seconds met with accurate classification per MPDS

90 90 90 90

Percentage that Ambulance Response Time is Within 11 min 59 Seconds

89 86 90 90

Percentage of Calls with Unit Reflex Interval in 90 Seconds or Less

87 87 90 90

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessCardiac arrest survival rate 35 37 37 40

Number of Minutes to Trauma Scene 10 8 10 10STEMI Compliance Rate 79 85 90 90Stroke Compliance Rate 68 76 90 90

190 Emergency Medical Services 2010 Fiscal Year Recommended Budget

ire-Eme
FFire-Emergency Management
DEPARTMENT PURPOSE AND GOALSThe Department of Fire and Emergency Managementincludes the Fire Services Division and the Emer-gency Management Division. The Department wasformed in 2009. The Department's mission is topreserve the quality of life and property throughoutWake County through activities that build, sustainand improve capabilities that mitigate, prevent,prepare for, respond to and recover from all hazards.

The strategic goals of the Department are to:

Provide, coordinate and integrate activities to build,sustain and improve the capability of citizens,governments and critical facilities to prepare for,protect against, respond to, recover from or mitigateagainst threatened or actual natural disasters, acts

Protect life, property and the environment throughfire prevention and code enforcement.

Prepare public and private agencies that play a role inthe public safety system through professional andconsistent education, exercises and critical feedback.

Provide technological systems to improve the effec-tiveness and efficiency of the public safety commu-nity.

Support the efforts of Wake County's emergencyresponse system to promote delivery of efficient andeffective emergency services.

Provide and coordinate activities to ensure compli-ance with off-site response plans for the ShearonHarris Nuclear Power Plant.



FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 1,699,137 1,884,279 1,737,815 1,626,810Contractual Services 15,078 17,560 20,290 17,780Supplies, Materials and OtherCharges 869,885 410,704 417,425 302,167Capital Outlay 186,967 – 19,995 –Debt 2,899 6,240 6,240 2,740Transfers Out 138,145 – – –Expenditure Totals $ 2,912,111 2,318,783 2,201,765 1,949,497

Revenues:Federal 65,725 53,502 53,502 50,050Charges For Services 312,988 289,125 289,215 290,890Revenue Totals $ 378,713 342,627 342,627 340,940

Number of FTE's 24.50 24.50 23.50 22.00

2010 Fiscal Year Recommended Budget Fire-Emergency Management 191

Fire-Emergency Management

Administration

DIVISION PURPOSE AND GOALSFire and Rescue Services will ensure the delivery ofthe highest quality of professional service in fire codeenforcement, emergency response, fire investigations,planning, fire/rescue training, and readiness foremergencies. Fire and Rescue accomplishes itsmission through five program areas: (a) Fire/RescueAdministration; (b) Fire Code Enforcement/FirePrevention; (c) Fire/Rescue Training; (d) EmergencyResponse; (e) Fire Suppression.

MAJOR ACCOMPLISHMENTSFor the first time since the Division began plansreview, fire prevention achieved the performance goalof reviewing 90% of plans received within sevenworking days. This achievement improved our levelof customer service to those submitting plans forpermitting and other purposes.

Construction on RDU Terminal 2 was completed inFY 09. Plans have been submitted and approved forthe South Concourse expansion project (Phase 3).When construction is completed for Phase 3,Terminal 2 will become one of the largest buildings inWake County. During the course of this 4+ yearproject, Fire/Rescue staff conducted 307 inspectionsto ensure code compliance prior to the October, 2008grand opening.

The first Wake County Fire Academy Recruit Classgraduated January 2009. The academy offers anopportunity for career and volunteer firefighters tocomplete a nineteen-week program and obtain certi-fications and training necessary for employment withcounty fire departments. Twelve graduates of the firstclass represented eight different fire departments inWake County.

Developed a weeklong Basic Fire InvestigationSchool for local fire investigators from Wake CountyFire Services, Wake County Sheriff 's Office, RaleighFire Department, Cary Fire Department, localcontracting fire departments and local law enforce-ment agencies. Fifty students from throughout WakeCounty attended the course to improve their skills infire origin and cause investigations and better shareinformation related to fire investigations in WakeCounty. Instructors were from North Carolina StateBureau of Investigation, United States Bureau ofAlcohol, Tobacco and Firearms, Wake CountyDistrict Attorney's Office, and Wake County FireServices.

Fiscal Year 2008 was the third year in a row that theDivision reached a 100% collection rate for fire inci-dent reports.

Wake County Board of Commissioners approved thepurchase of land on Raynor Road for construction ofa fire station to extend fire insurance district bound-

Division Summary - Fire ServicesFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 1,267,645 1,391,075 1,361,030 1,255,530Contractual Services 7,711 4,560 4,560 4,280Supplies, Materials and Other Charges 584,153 179,356 149,506 139,645Debt 2,732 2,740 2,740 2,740



Revenue Totals $ 312,988 289,125 289,125 290,890

Number of FTE's 18.50 18.50 18.50 17.00

192 Fire-Emergency Management 2010 Fiscal Year Recommended Budget


aries to an area of southeastern Wake County that isnot currently in a rated fire insurance district. WakeCounty and the Town of Garner approved an inter-local agreement that provides the details of the part-nership between the County and Town to purchasethe land and build and operate the fire station. Thesite will be a co-location site with facilities to housean Emergency Medical Services ambulance.

The Wake County Board of Commissioners approvedcreation of the Cary Suburban Fire Insurance Districtand authorized an agreement with the Town of CaryFire Department to serve the unincorporated fireinsurance district. The North Carolina Office of StateFire Marshal has approved the certification for theCary Suburban District.

Fire/Rescue performed 160 fire investigations in FY2008. This number of fire investigations is a 29%increase from the prior year. Although the number offire investigations is projected to decrease for FY 09,the FY 09 projection is the second highest number offire investigations in the last five years.

Discontinued training services for private firebrigades from outside Wake County. To reduce costsfor lp gas used in live fire training, private firebrigades are no longer trained at the County's firetraining center.


As part of the FY 2010 budget process, the FireServices Division of Fire and Emergency Manage-ment has identified reductions of $103,724, or 6.6percent of the FY 2009 Adopted Budget of$1,577,731. These reductions coupled with some fleetsavings and merger efficiencies, as well as contractualobligations and other allowable budget increasesresult in a decrease of about $175,000 from theAdopted FY 2009 Budget (11.1 percent).

The Fire Services Division primarily consists ofpersonnel costs. Therefore, any meaningful budgetreduction for FY 2010 had to include personnel.Some operating funds were trimmed, but thesubstantial reductions include the loss of 1.5 FTE's.

One FTE is a vacant Deputy Fire Marshall PublicSchool Inspector. This position had been added inanticipation of several new Wake County schoolscoming online. Due to the economy, Wake CountyPublic Schools has been forced to slow down theircapital program, so the current workload can behandled by current personnel. The other half FTE is aDeputy Fire Marshall Commercial Inspector. Atemporary employee in this division is also includedin the reduction. This will decrease the number ofoccupied commercial structures that can beinspected in FY 2010. This half position had beenadded to accelerate the timeline for compliance withinspection guidelines. Compliance without the posi-tion is now expected to occur in 2012.

Other Issues:

Continue efforts to reduce backlog of occupanciesnot in compliance with the state mandated inspectionschedule.

Complete second Wake County Fire Academy. Thefirst Fire Academy graduated twelve recruits with allthe certifications required by the Wake County FireService Compensation Plan.

Continue to support the Fire Commission as neededin the Commission's long-term planning efforts.

Coordinate with Facilities, Design and ConstructionDepartment to design and begin construction of afire station to serve an area of southeastern WakeCounty that is not currently in a rated fire insurancedistrict. Wake County purchased the land for theco-location station in FY 2009.

The 2009 edition of the North Carolina State FirePrevention Code may provide authority for fireprevention staff to regulate open burning in unincor-porated areas. Staff will evaluate the new fire codeand coordinate with the North Carolina Office ofState Fire Marshal to interpret the code provisionsrelated to open burning.

Continue coordination efforts with the Wake CountySheriff 's Office, the Wake County District Attorney's



Office, and other law enforcement agencies toaddress the increase in intentionally set fires.

HORIZON ISSUESThe amount of staff time required to effectively coor-dinate and support the Fire Commission and itsvarious committees has increased. The Fire Commis-sion continues its long range planning efforts to meetthe needs of urbanizing unincorporated areas.

The historic drought that impacted Wake County isanticipated to result in a more active wildland fireseason. The 2009 edition of the North Carolina StateFire Prevention may provide sufficient authority toregulate open burning in unincorporated areas.However, additional strategies to regulate openburning may be pursued if the Office of State FireMarshal determines the code cannot be used to regu-late open burning.



Summary of Services and Performance MeasuresService Area: County Firefighter ProgramDescription: Fire and Rescue strives to ensure thedelivery of the highest level of effective and efficient

fire protection and related emergency services with afocus on customer service.

Service Area: Contract Fire DepartmentsDescription: Provide a minimum recognized level ofservice countywide, to the extent that 90% of Wake

County is located in a rated fire insurance districtwith a minimum rating of 9S.

Service Area: Fire/Rescue Operations and Fire InvestigationDescription: Fire and Rescue strives to ensure thedelivery of the highest level of effective and efficient

fire protection and related emergency services with afocus on customer service.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of Daytime Rolesville responses 458 469 480 500Number of Daytime Stony Hill responses 324 335 340 350

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of emergency incidents responded to by contractors

27,690 28,380 29,074 30,000

Number of fire incidents responded to by contractors

14,237 14,592 14,948 15,800

Number of medical first responder incidents responded to by contractors

13,453 13,788 14,126 14,200

EffectivenessPercentage of emergency incidents responded to by contractors within 9.2 minutes or less

95 95 90 90

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of Fire/Rescue Responses 241 247 250 250

EffectivenessPercentage of Calls responded to within 45 minutes or less

97 91 90 90

Percentage of determinations listed as Under Investigation

17 20 15 15



Service Area: Fire Prevention ServicesDescription: Maintain and improve the physical andeconomic quality of life for those that live, work, play

and travel in Wake County through comprehensivefire prevention services.

Service Area: Fire Incident Reporting SystemDescription: Improve the ability of contractors andother public safety partners to communicate and

transfer data with and among each other, andincrease the use of data in decision support processes.

Service Area: Fire/Rescue TrainingDescription: Improve the efficiency and effective-ness of the fire protection delivery system througheducation, partnerships, and planning.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputSquare Footage Inspected 235,278,511 487,987,431 300,000,000 300,000,000Public School Square Footage Inspected 96,989,292 13,964,640 143,137,498 143,137,498Number of fire code enforcement activities 4,788 5,673 4,900 4,900Number of construction plans reviewed 744 N/A 800 800

EffectivenessPercentage of one-year occupancies inspected 99 99 100 100Percentage of two-year occupancies inspected 47 53 50 50Percentage of three-year occupancies inspected 44 33 33 33Percentage of schools buildings on schedule 84 100 100 100Percentage of plans reviewed within seven calendar days

81 90 90 90

Percentage of fire code enforcement activities that are reinspections

12 5 5 10

Percentage of complaints investigated within two business days

80 90 90 90

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessPercentage of months of fire report data collected 100 95 100 100



Service Area: Hazardous Materials Response ProgramDescription: Improve the efficiency and effective-ness of the fire protection delivery system througheducation, partnerships, and planning.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of course hours 42,112 37,743 42,000 42,000Number of student contact hours 2,414 2,316 2,450 2,450Number of Fire Officer courses offered N/A 1 2 2Number of maintenance hours at WCFRTC 1,716 1,389 1,300 1,300

EffectivenessPercentage of course attendees that score below 70% on a course pre-test, score 70% or higher on a post-test

98 98 95 90

Number of ICS courses delivered 7 6 6 6

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of Haz Mat Team responses 4 5 5 5



Emergency Management

DIVISION PURPOSE AND GOALSThe Division of Emergency Management is respon-sible for the governmental function that coordinatesand integrates all activities to build, sustain andimprove the capability to prepare for, protect against,respond to, recover from or mitigate against threat-ened or actual natural disasters, acts of terrorism orother man-made disasters.

To accomplish this purpose, Emergency Management(EM) places a heavy emphasis on planning and coor-dinating efforts with the private sector and munic-ipal, regional, state and federal partners. Throughthis coordination, EM identifies steps to effectivelyaccomplish its goals.

EM is available on a 24/7 basis to assist firstresponders, assure continuity in response efforts,activate and lead the Emergency Operations Center(EOC) and provide informed recommendations onemergency actions and procedures.

MAJOR ACCOMPLISHMENTSSuccessfully merged with the Fire/Rescue Division ofthe former Public Safety Department creating theFire/Emergency Management Department

Activated and operated the EOC in six events

Collaborated with Public Affairs Office in the contin-uation of a public education campaign known as"Ready Wake"

Continued development of a logistical supportprogram providing equipment and supplies such ascots, pillows and blankets for emergency shelters,portable area lighting units, communications cachesand support tools and emergency response logisticalequipment

Collected approximately 920 chemical facility reportsproviding locations, inventories and other data onspecific chemicals; performed Quality Assurancechecks on 100% of the submitted reports and distrib-uted the information to first responders for emer-gency pre-planning and response activities

Coordinated all activities of the Local EmergencyPlanning Committee including the Business Environ-mental Safety and Training (BEST) Conference

Completed the established requirements surroundingthe Harris Nuclear Power Plant including thebi-annual Federal Emergency Management Agency'sevaluated exercise

Division Summary - Emergency ManagementFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 431,492 493,204 376,785 371,280Contractual Services 7,367 13,000 15,730 13,500Supplies, Materials and Other Charges 285,732 231,348 267,919 162,522Capital Outlay 186,967 – 19,995 –Debt 167 3,500 3,500 –Transfers Out 138,145 – – –

Expenditure Totals $ 1,049,870 741,052 683,929 547,302

Revenues:Federal 65,725 53,502 53,502 50,050

Revenue Totals $ 65,725 53,502 53,502 50,050

Number of FTE's 6.00 6.00 5.00 5.00




As part of the FY 2010 budget process, the Emer-gency Management Division of Fire and EmergencyManagement has identified reductions of $78,324, or10.6 percent of the FY 2009 Adopted Budget of$741,052. These reductions coupled with fleet savingsand merger efficiencies including the elimination ofone position during FY 2009, result in a decrease of$193,750 from the Adopted FY 2009 Budget (26.1percent).

The Emergency Management Division realizedseveral efficiencies from its merger with Fire andRescue in FY 2009, so FY 2010 reductions primarilyconsist of savings from these efficiencies. A positionwas transferred to EMS as part of the merger, and asmall amount of general operating costs related tothat position are being reduced. The need to carrybudget for property rental in Emergency Manage-ment no longer exists, so over $50,000 was reducedfor that. Finally, some temporary part time adminis-trative dollars were reduced as departmentalresources were pooled.

Other Issues:

In FY 2010, Emergency Management will strive tofulfill mandated requirements with a reduced staff.

Attempt to seek and leverage grant funds to fulfillBusiness Plan goals and objectives includingacquiring equipment to adequately support WakeCounty's existing shelter sites and pursuing agencyaccreditation through the Emergency ManagementAccreditation Program.

Continue to work with the County's emergencyresponse partners. Emergency Management will actas the primary liaison in leading the effort in trackingcredentialed ICS personnel, pursuing status as anUrban Area Security Initiative (UASI) jurisdictionand enhancing regional public safety collaborationefforts.

Continued development of WebEOC, an informationsharing, web-based software that will extend EM's

ability to communicate, collaborate and efficientlyachieve goals with our partners. Training withGeographic Information Services software willprovide first responders with additional tools to beused in planning, response and recovery activities.

Maintenance of the logistical support program

Transfer the existing Tier II chemical reporting data-base maintained by Wake County, to a state-widereporting mechanism called E-Plan

Evaluate the Target Capabilities List

Update numerous plans and procedures

Provide a limited number of National IncidentManagement System (NIMS) classes to our commu-nity partners

Provide support to the Local Emergency PlanningCommittee including SARA Title III and Tier IIreporting requirements

HORIZON ISSUESMuch of EM's programs are driven by risk, threat andvulnerability. As the population of the countycontinues to grow, critical industry continues tomove to and expand in the county and, known andnewly discovered risks and threats present them-selves. EM will work diligently to mitigate, preparefor, respond to and recover from hazards and events.Primary in these opportunities will be the continueddevelopment/enhancement of the new Fire/EMDepartment; working closely with Progress Energy asthe company pursues expansion of the Harris site;continued assessment of Homeland Security's TargetCapabilities List; establishment of our region as anUrban Area Security Initiative (regional project) site;pursuit of resources to enhance the capabilities of theEmergency Operations Center (EOC) and estab-lishing staff to oversee a needed training and exerciseprogram. In order to leverage our resources, EM willcontinue to explore emerging technologies;strengthen our partnerships in the community andexplore unique avenues to complete our goals.


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DEPARTMENT PURPOSE AND GOALSEmergency Communications is responsible for coor-dination of public safety platforms including the 800MHz radio system which is used by municipal police,fire, county law enforcement and emergency medicalservices. Computer Aided Dispatch (CAD) servicesare also supported by this function. EmergencyCommunications strives to provide seamless and effi-cient communications services for emergencypersonnel in Wake County. Additionally, EmergencyCommunications manages both an alphanumericand a tone and voice paging system. EMS and Fireservice agencies rely heavily on alphanumeric andtone and voice pagers for dispatch information fromCAD and to provide redundant alert and notificationto personnel both paid and volunteer.

MAJOR ACCOMPLISHMENTSCompleted a project to relocate the 800 MHz radiotower facility located on Highway 55 near Kitt CreekRoad (RTP tower site). Economic developmentaround this facility had prompted interest to movethis site. The goal of this project was to build a fullyredundant tower; relative in all aspects, to the existingWake County radio tower. Once the structure wasbuilt, and accepted, the service was switched from theold site to the new one. The old site has been decom-missioned and removed.

Completed the Wake Forest 800 MHz multicast siteconversion to simulcast technology. This projectinvolved acquiring the "old" simulcast equipment thatwas available after the RTP tower site was moved. Theold equipment was used to upgrade the Wake Forest800 MHz multicast site to simulcast.

Completed the addition of simulcast paging at theRTP tower site for the Tone and Voice paging plat-form. This project involves adding simulcast pagingcapability to the RTP tower site to alleviatein-building coverage issues in the Morrisville, Caryand Apex area.


As part of the FY 2010 budget process, EmergencyCommunications has identified reductions of$247,925, or 11.9 percent of the FY 2009 AdoptedBudget of $2,078,578. These reductions coupled withsome increases due to contractual obligations resultsin a decrease of $98,196 from the Adopted FY 2009Budget (4.7 percent). These savings are realized bythe County Departments and Municipal Users whouse the 800 MHZ and CAD systems.

This budget was able to be reduced without signifi-cantly impacting emergency communicationsservices. The major decreases resulted from renegoti-



FY 2009Amended

FY 2010Recommended

Expenditures:Contractual Services 339,742 542,415 415,709 395,397Supplies, Materials and Other Charges 711,633 468,383 553,626 550,259Capital Outlay 20,161 52,000 52,000 75,000


Revenues:Charges For Services 734,337 993,808 893,808 1,011,556Interest Income 1,789 – – –

Revenue Totals $ 736,126 993,808 893,808 1,011,556

Number of FTE's 0.00 0.00 0.00 0.00

2010 Fiscal Year Recommended Budget Public Safety Communications 201

Public Safety Communications

ating contracts with Motorola. Response times forrepairs will no longer be guaranteed, but past experi-ence has shown that this assurance is not necessary.External site maintenance will be done lessfrequently, and the County is taking advantage of apooled contract arrangement for CAD maintenancethat lowers those costs. The County realized furthersavings as FY 2009 was the final year that the Countysubsidized CAD for the other users. Each user nowpays their proper share for CAD.

Other Issues:

Automatic Vehicle Location (AVL) and In VehicleNavigation (IVN) technology was recently imple-mented for Wake County EMS, Wake County Sheriffand municipal law enforcement agencies. These plat-forms integrate into the CAD system utilized byRaleigh-Wake Emergency Communications and areintended to save valuable time by dispatching theclosest emergency response unit (AVL) andproviding the most direct route to the incident (IVN).Continued monitoring of these platforms is requiredto evaluate their effectiveness in reducing incidentresponse times.

Portions of the 800 MHz plan are funded in the FY2009-15 County Capital Improvement Plan (CIP).This includes improvements to system infrastructureas well as field equipment replacement. Federal grantfunding (such as COPS grant funding) is beingsought to fund several projects that are not currentlyfunded by the County CIP.

HORIZON ISSUESThe 800 MHz platform is aging, and currentlyMotorola plans to discontinue hardware and softwaremaintenance support for the system in 2015. At thattime, the existing 800 MHz platform reaches end oflife. Because of the critical nature of the voice trafficthat traverses the County 800 MHz system, it isimperative the County operates a platform that isfully supported from a hardware and softwareperspective. Replacement of the platform is estimatedto cost $45,000,000 and has been identified as ahorizon issue in the County CIP.

202 Public Safety Communications 2010 Fiscal Year Recommended Budget

ty-Cou
Ci City-County Bureau of Identification
DEPARTMENT PURPOSE AND GOALSCity-County Bureau of Identification (CCBI) is a lawenforcement agency that provides services to all lawenforcement agencies in Wake County, the DistrictAttorney's Office, and the public. Its staff of 25 swornlaw enforcement officers and 42 civilian employeesprovides services 24 hours per day, 7 days per week. Itis unique in the state of North Carolina, and the onlyother agency that replicates some of its services is theNC State Bureau of Investigation. CCBI's mission isto deliver the highest level of forensic crime sceneand identification services.

Services fall into six general areas: (1) investigate andprocess crime scenes and collect and analyze physicalevidence; (2) determine whether drug samples arecontrolled substances; (3) examine fingerprints, foot-wear impressions, tire impressions, and fabricimpressions to attempt to identify a suspect; (4)fingerprint, photograph, and create computerizedfiles on all Wake County arrestees; (5) create photoline ups and perform criminal history checks for lawenforcement agencies; and (6) provide fingerprintingand criminal background checks for citizens upontheir request.

MAJOR ACCOMPLISHMENTSCity-County Bureau of Identification (CCBI)possesses a finger and palm-print system (SPEX) thatcompares unknown prints to a database of knownprints. The addition of this tool has had dramaticresults. In 2008, SPEX has resulted in 628 suspectidentifications; in 2008, state-AFIS has resulted in323 suspect identifications; manual comparisonsidentified an additional 51 suspects thus resulting in1,002 identifications. 2008 was the highest number ofidentifications in the 72 year history of CCBI.

Although Agents are currently meeting theirresponse time goals, CCBI is always looking for waysto improve our service to both law enforcement offi-cers and citizens by reducing our response time asmuch as possible. In 2008, CCBI Agents respondedto 74% of all crime scene calls within 60 minutes.

Using the staff assigned to the CCBI Processing Unitover a period of two and one half years they popu-lated the SPEX database with over 150,000 historicalarrest palm print cards dating back to the early1970's. Had this project been outsourced to thevendor the cost would have been over $265,000.00.Now that this historical arrest data is in a searchabledatabase, latent palm prints from unsolved crimeswhich occurred over the pass four decades can now



FY 2009Amended

FY 2010Recommended


Contractual Services 75,843 91,580 91,895 97,900Supplies, Materials and Other Charges 624,857 708,435 524,538 396,119Capital Outlay 62,498 4,775 32,880 4,775Debt 5,131 – 4,601 –


Revenues:Charges For Services $ 989,012 1,065,080 980,080 1,079,200


Revenue Totals $ 989,037 1,065,080 980,080 1,079,200

Number of FTE's 64.00 66.00 66.00 64.00

2010 Fiscal Year Recommended Budget City-County Bureau of Identification 203

City-County Bureau of Identification

be searched, which should result in numerous oldcrimes being solved with modern technology. Addi-tionally, CCBI no longer populates the SPEX databasemanually. The database is populated automaticallyfrom the LiveScan computers located in theProcessing Unit which are used to capture the fingerand palm impressions of everyone arrested in WakeCounty. Linking the LiveScan technology with theSPEX technology now results in every arrestee's fullhand impressions being search automatically againstevery latent print from the scene of a crime thatremains unsolved. The SPEX database now containsthe finger and palm impressions of over 300,000 indi-viduals who have been arrested in Wake County.

Four (4) Forensic Technician positions were devel-oped and staffed with existing employees in an effortto encourage longevity and cross-training at CCBI.These positions also allow for promotional opportu-nities for subordinate staff. These individualsprovide technical support for Latent Examiners, thusallowing Examiners to devote more time to printcomparison.

The Forensic Drug Chemist received approximately1,000 drug cases and analyzed over 1,800 unknowncontrolled drug samples in 2008, while testifying asan expert in state and federal court. In 2008, theaverage time to analyze a drug case was one week inWake County. The average Wake County drug anal-ysis was completed 83 days faster than anywhere elsein the state.

CCBI staff has attended numerous hours ofnon-mandated training to further expand forensicservices to the law enforcement community. CCBIemployees have attended a number of advancedtraining courses including: Advanced ShootingReconstruction; Advanced Blood spatter Analysis;Advanced Buried Bodies and Surface Skeletons;Evidence Management Procedures; Advanced Photo-graphic Methods; Certification Course for ForensicComputer Examination; and Administrative OfficersManagement Program.

CCBI has initiated the self-assessment phase fornational accreditation with the Commission onAccreditation for Law Enforcement Agencies

(CALEA). While the ultimate goal is national accred-itation, CCBI is in the process of evaluating andmodifying all Bureau policies and procedures.


As part of the FY 2010 budget process, the CityCounty Bureau of Identification (CCBI) has identi-fied reductions of $382,616, or 8.4 percent of the FY2009 Adopted Budget of $4,548,244. These reduc-tions coupled with some fleet savings and increasesdue to contractual obligations results in a decrease of$392,496 from the Adopted FY 2009 Budget (8.6percent).

Most of these reductions in FY 2010 will have amodest impact on services. Overtime funds arebeing reduced, which could result in longer waittimes for CCBI agents to arrive at crime scenes, andfor arrestees to be processed at busy times. A vacantLatent Print Examiner position is being eliminated.Filling this position would have allowed CCBI tohandle identification requests faster. Other reduc-tions include an administrative position, sometraining, some equipment, supplies and other oper-ating costs. Other key positions will be retained, andthe impact on services should be minimal.

Other Issues:

CCBI currently employs a temporary part-timeForensic Drug Chemist and would like to convert thisto a permanent part-time position. The temporarypart-time Drug Chemist is currently funded by lapsesalary and CCBI would like to establish permanentfunding for this position. The part-time DrugChemist also conducts peer reviews for quality assur-ance on 20 percent of the drug cases worked by ourfull-time Drug Chemist, which is the industry stan-dard for forensic drug analysis.

With the five existing in-house Forensic Technicians,extensive training is required to ensure personnel aretrained to meet CCBI's standards. Field Agents andother Forensic Examiners for CCBI must also attendcontinuous training to be proficient in forensic disci-plines and to maintain required certifications.

204 City-County Bureau of Identification 2010 Fiscal Year Recommended Budget

City-County Bureau of Identification

Reduction in budgetary funds would have a majorimpact on CCBI maintaining compliance with lawenforcement standards.

HORIZON ISSUESIn FY 2009 or FY 2010 (depending on when thePhoto Lab project is completed), CCBI will beresponsible for annual maintenance contracts on thesoftware package, printers, scanners, and twocomputers associated with this project. It is unknownat this time what that cost will total. Wake CountyInformation Services will be responsible for theannual maintenance contracts on the Storage AreaNetwork itself.

Each Crime Scene Agent is issued a digital camera foruse on crime scenes. These cameras have a limitedlife span, and it is anticipated that five (5) cameras peryear will require replacement at a total cost of $6800per year.

Annually, CCBI replaces filters for the Forensic WorkStation, Drying Cabinets, and CyanoSafe FumingChambers. Filters must be replaced annually at a costof $7,000 per manufactures mandated schedule.CCBI continuously uses operating funds to cover thisrequired expense.

2010 Fiscal Year Recommended Budget City-County Bureau of Identification 205

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heriff
SSheriff
DEPARTMENT PURPOSE AND GOALSThe Office of the Sheriff is a constitutional office inNorth Carolina with the Sheriff, the chief lawenforcement officer for the County, being elected bythe voting citizens of Wake County. The Sheriff hasjurisdiction throughout the County including boththe incorporated and the unincorporated areas. Thisoffice provides primary law enforcement for theunincorporated areas of the county and civil processserving in all County jurisdictions. The public safetyof citizens is a high priority for any local government.Wake County is no exception to this assumption. Asthe population of the County grows, demands for theSheriff 's Office services increase also. The Sheriffand his staff are dedicated to the philosophy that"serving the citizens is a privilege and not a right; it isthe duty of all employees to serve all of the citizens ofthis county to the best of one's ability; serving thesecitizens is and will always be the purpose of the orga-nization." The Sheriff provides requested assistanceand support to other local law enforcement depart-

ments and to state and federal law enforcement agen-cies.

The Sheriff 's Office consists of 814 personnel (4 arefunded through grants) organized into five organiza-tional divisions: Administration, Judicial Services,Patrol, Investigations, and Detention. For budgetarypurposes, detention is a separate account, while theother four divisions are consolidated into one "lawenforcement" budgetary account. Assignment ofdeputies to various divisions in law enforcement isdynamic as rotations occur frequently.



FY 2009Amended

FY 2010Recommended


Contractual Services 5,915,438 6,227,160 6,243,638 5,757,188Supplies, Materials and Other Charges 8,369,469 9,124,554 8,306,559 7,733,508Capital Outlay 110,713 113,974 144,613 62,760Debt 3,227 2,500 2,500 2,500Transfers Out 221,013 58,000 72,760 126,765


Revenues:Federal $ 592,261 363,514 363,514 523,514

State 518,423 523,180 535,658 455,658Local 6,936 15,000 15,000 5,000Charges For Services 4,100,525 4,081,100 4,081,100 4,350,000Licenses & Permits 155,025 110,000 110,000 160,000Interest Income 8,374 300 300 300Miscellaneous (31,801) 9,000 9,000 4,000

Revenue Totals $ 5,349,743 5,102,094 5,114,572 5,498,472

Number of FTE's 803.00 812.00 812.00 810.00

2010 Fiscal Year Recommended Budget Sheriff 207

Sheriff

Law Enforcement

DIVISION PURPOSE AND GOALSLaw enforcement duties include patrolling,responding to civil disaster events, preventing crime,serving domestic violence protection orders, investi-gating violations of the law, and apprehending lawviolators. The Sheriff 's Office also provides radiocommunications, evidence and property controlservices related to investigations of criminal activity,and transports involuntarily committed persons tomental health institutions located outside WakeCounty.

The Sheriff 's Office has the responsibility ofproviding school resource officers for high schoolsand middle schools in the unincorporated areas ofthe county. Additional school resource officers arealso provided for middle schools in the city limits ofRaleigh, Wake Forest, Fuquay-Varina, and Zebulon,and two 9th grade centers in Wake Forest. These offi-cers are considered as vital resources in the safety andsecurity of students, faculty and staff of the Wake

County Public School System. The School Systemshares in the cost of this service for the high schools.

The Sheriff 's Office is responsible for serving civiland criminal processes issued by the courts. Theservice of these processes includes arresting personsand bringing them before the courts, seizing andselling personal and real property to satisfy courtjudgments, and evicting tenants to return possessionof premises to landlords.

The Sheriff 's Office also is responsible for courtroomsecurity in the thirty-one District and Superior court-rooms in Wake County. Courtroom security includesthe physical security of the courtroom, the personalsafety of all who attend court proceedings, and thecontrol and supervision of persons in custody whenbrought for court appearances.

Other duties of the Sheriff 's Office include: Issuingpistol purchase permits and concealed handgun carrypermits, registering sexual offenders and predators

Division Summary - Law EnforcementFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 24,847,427 26,315,489 26,290,815 25,996,538Contractual Services 347,419 303,800 307,800 221,350Supplies, Materials and Other Charges 6,386,367 6,743,600 5,923,354 5,458,244Capital Outlay 48,002 13,974 44,613 12,760Debt 3,227 2,500 2,500 2,500Transfers Out 221,013 58,000 72,760 126,765


Revenues:Federal 193,724 113,514 113,514 123,514State 92,389 80,000 80,000 –Local 6,936 15,000 15,000 5,000Charges For Services 1,490,256 1,256,100 1,256,100 1,414,500Licenses & Permits 155,025 110,000 110,000 160,000Interest Income 8,374 300 300 300Miscellaneous (32,039) 9,000 9,000 4,000

Revenue Totals $ 1,914,665 1,583,914 1,583,914 1,707,314

Number of FTE's 399.00 405.00 405.00 403.00

208 Sheriff 2010 Fiscal Year Recommended Budget

Sheriff

residing in Wake County (including investigatingtheir current address) and issuing of parade and pick-eting permits in the unincorporated areas of thecounty.

MAJOR ACCOMPLISHMENTSImplemented Cover Your Assets software program,an integrated scheduling system for on-duty assign-ments, special event management, and secondaryemployment (off-duty) assignments.

Participate as one of the lead agencies with the NCDepartment of Crime Control and Public Safety'sNCAWARE, (NC Automated Warrant Repository)project. The NCAWARE system will provide an auto-mated, web-based statewide warrant repository tomaintain and track criminal processes and offenderinformation. A primary goal of this project has beenthe migration of the existing Magistrate System froma client-server platform to a web browser-based envi-ronment, providing secure, broad access to all of thecriminal justice and law enforcement communities.

Sheriff appointed by the legislature to sit on task forcefor NC Criminal Justice Data Integration Pilotprogram. This is an on-going program in the devel-opment stages.

Expanded detention transport team to reducenumber of hours patrol deputies spend transportingprisoners to hospitals in order for deputies to returnto patrol duties.

Completed WCSO 19th Basic Law EnforcementTraining Academy with 15 graduates.

Provided law enforcement experience for 60 middleschool students in the 4th Annual Law EnforcementAdventure Camp.

Assumed responsibility for managing public opera-tions of the Firearms Education Training Center andincreased public training classes 169%, new membersby 252%, public usage of the actual range by 59%, anddoubled the revenues received.

Began construction of the new Law EnforcementTraining Center.

Installation of new Video/Audio recording system forinterview rooms.


As part of the FY 2010 budget process, the LawEnforcement Division of the Office of the Sheriff hasidentified reductions of $748,384, or 2.2 percent ofthe FY 2009 Adopted Budget of $33,437,363. Thesereductions coupled with significant fleet savings andminor increases due to contractual obligations resultsin a decrease of $1,619,206 from the Adopted FY2009 Budget (4.8 percent). When increased revenuesare factored in, the net County funding of the LawEnforcement Division is decreasing by more than$1.7 million or 5.5%.

The Office of the Sheriff proposed possible FY 2010budget reductions in the Law Enforcement Divisonby first offering items that cause minimal impact onservices to the public. Reductions include: Twoadministrative positions, a major reduction intemporary courthouse positions, reduction of othertemporary employees, and several operating reduc-tions such as clothing allowance, office supplies,travel, etc. Reducing the Law Enforcement budgetfurther would require reducing critical positions suchas Deputies, Investigators, and Pre-Trial Services.

Other Issues:

Current budget year issues include: Implement auto-mated property inventory/order system; Courthousedeputy coverage due to the loss of funding for tempo-rary part-time deputies; Moving into new LawEnforcement Training Center with existing staff;Renovation of Firearms Education Training Center toaccommodate move; Identify locale for interim loca-tion of property room to allow for renovation toaccommodate move of WCSO communicationscenter from City Hall to Public Safety Center.

HORIZON ISSUESHorizon issues include: Upgrade records/crimesmanagement and jail management systems frommainframe application to windows/web based appli-


Sheriff

cation; Additional renovation of FETC; Renovationof property room and move communications centerfrom City hall to PSC; Training expansion needs;Upgrade Computer Aided Dispatch to work moreclosely with Law enforcement reporting programs;Evaluation of 911 center and the appropriatemanagement entity; K9 dog replacements as they ageout.


Sheriff

Summary of Services and Performance MeasuresService Area: PatrolDescription: Patrol units respond to calls for service,provide routine security checks of businesses,

churches, or residences, investigate break-ins, servewarrants, and enforce traffic regulations.

Service Area: Criminal Investigations Division (CID)Description: Criminal investigation detectivesinvestigate crimes against persons, identity theft,narcotics, and property crimes. Special operations

officers include the Special Response Team, K-9team, and highway drug interdiction team.

Service Area: Judicial ServicesDescription: Judicial service officers serve judicialnotices, warrants, and domestic protection orders.This unit also provides courthouse security.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEffectivenessResponse time (received to dispatch) in minutes 5 5 5 4Response time (dispatch to arrival) in minutes 10 10 10 8

InputNumbers of calls for service 53,898 55,600 60,000 N/ANumber of building and community security checks 71,759 66,300 75,000 N/A

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of concealed handgun permits processed 1,460 3,600 1,500 N/ANumber of pistol permits processed 11,748 22,000 12,000 N/A

InputNumber of registered sex offenders 540 519 530 N/A

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelOutputNumber of civil papers for service received and processed

89,000 95,100 95,000 N/A

InputNumber of warrants, summons and arrest orders 8,200 7,650 8,200 N/A


Sheriff

Detention

DIVISION PURPOSE AND GOALSNorth Carolina General Statutes 153A-218 authorizesa county to establish, maintain, and operate a localconfinement facility. N.C. General Statutes 162-22provides that the Sheriff has the care and custody ofthe jail. The Wake County Sheriff 's Office is respon-sible for keeping and maintaining three separatedetention facilities: the Public Safety Center Deten-tion facility (Wake County Detention Center onHammond Road, and the Hammond Road DetentionAnnex). The Sheriff 's Office also transports pris-oners to and from court appearances to the variousunits of the North Carolina Department of Correc-tions across the state, and to and from other sheriffs'offices. Medial care for the inmates is provided by afull-time physician employed by the Sheriff 's Office,two physician assistants, a full-time nursing staff onduty twenty-four hours each day, and throughcontracts with external medical providers.

MAJOR ACCOMPLISHMENTSExpanded detention transport team to reducenumber of hours patrol deputies spend transportingprisoners to hospitals in order for deputies to returnto patrol duties.

Held one Detention Academy with 20 graduates.

Employed second physician's assistant in order toprovide physical evaluations of inmates at time ofintake.

Fully implemented 287(g) program , a cooperativeprogram between the WCSO and the US Dept. ofHomeland Security's Immigration and CustomsEnforcement agency. Major construction phasebegan at the WC Detention Center. Preliminary stagebegun was the parking deck. When the full construc-tion phase is completed in 2013, it will add 672 addi-tional beds to the existing bed count of 1312

Created a special inmate property unit that improvesaccountability in the handling of inmate property.

Modified shift operations by creating a "swing shift"that operates from 11:00 a.m. until 11:00 p.m. As aresult, the amount of overtime being paid wasreduced.

Implemented an agreement with Western Union toprovide for direct wiring of funds to inmate trustaccounts. This has improved the efficiency of deposit

Division Summary - DetentionFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 21,274,573 21,323,057 21,326,015 21,899,447Contractual Services 5,568,019 5,923,360 5,935,838 5,535,838Supplies, Materials and Other Charges 1,983,102 2,380,954 2,383,205 2,275,264Capital Outlay 62,711 100,000 100,000 50,000


Revenues:Federal 398,537 250,000 250,000 400,000State 426,034 443,180 455,658 455,658Charges For Services 2,610,269 2,825,000 2,825,000 2,935,500Miscellaneous 238 – – –

Revenue Totals $ 3,435,078 3,518,180 3,530,658 3,791,158

Number of FTE's 404.00 407.00 407.00 407.00


Sheriff

operations and improved ability of family membersto deposit funds in inmates' accounts.


As part of the FY 2010 budget process, the DetentionDivision of the Office of the Sheriff has identifiedreductions of $450,000, or 1.5 percent of the FY 2009Adopted Budget of $29,727,371. These reductionscoupled with increases due to contractual obligationsresults in an increase of $33,178 from the Adopted FY2009 Budget (0.1 percent). When increased revenuesare factored in, the net County funding of the Deten-tion Division decreases by about $240,000 or 1%.

About $200,000 of this reduction is a result of adecrease in the per meal rates for the food servicecontract. The other $250,000 involves several oper-ating expense items that will have minimal impactson the Detention Division. No other reductions weretaken because they would have involved reducingpersonnel such as Detention Officers. Reducing staffwould just increase the need for overtime, which ismore expensive, because the detention center must befully staffed at all times.

Other Issues:

Budget year issues include: Will need to hold at leastthree (3) detention academies; Finalize operationalcost estimates for Phase 2 of the Wake County Deten-tion facility; Continue planning design of Phase 2 ofthe Wake County Detention facility; Contain medicalcosts of inmates within budget framework; Investi-gating and possibly implementing a debit cardprogram for inmate funds disbursement upon therelease of an inmate from the Wake County detentionfacilities.

HORIZON ISSUESHorizon issues include: Hire staff for new detentionfacility; Procure electronic medical records systems.


Sheriff

Summary of Services and Performance MeasuresService Area: DetentionDescription: North Carolina General Statutes153A-218 authorizes a county to establish, maintain,and operate a local confinement facility. N.C.General Statutes 162-22 provides that the Sheriff hasthe care and custody of the jail. The Wake County

Sheriff 's Office is responsible for keeping and main-taining three separate detention facilities: the PublicSafety Center Detention facility (Wake CountyDetention Center on Hammond Road, and theHammond Road Detention Annex).

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyAverage length of stay of inmate population in days 23 26 23 N/A

InputAverage daily inmate population 1,250 1,390 1,312 N/A


n-Depar
NoNon-departmental (Public Agencies)
DEPARTMENT PURPOSE AND GOALSCommunities In Schools - The mission of Communi-ties In Schools of Wake County is to connect studentswith community resources and educational opportu-nities to help them succeed in school and in life.

East Wake Education Foundation - The mission ofthe East Wake Education Foundation is to assure thatchildren reach school age healthy and ready to learn.

Contribution to Marbles - The mission of this agencyis to connect all ages with the world around them byinspiring interest in our ever-evolving global societyand how it touches their lives here and at home.

The Healing Place for Men - The mission of thisnonprofit is to provide a rescue, recovery and rehabil-itation facility for homeless males in Wake County.

The Healing Place for Women - The mission of thisnonprofit is to provide a rescue, recovery and rehabil-itation facility for homeless females in Wake County.

African American Cultural Festival - The County hascommitted funds in partnership with the City ofRaleigh to attract local and regional community andsporting events to Wake County.

North Carolina Symphony - The North CarolinaSymphony is a full-time, professional orchestra with65 members. The symphony performs about 60concerts a year in the Raleigh, Durham, Chapel Hilland Cary metropolitan area.

Wake County United Arts Council - The mission ofthe United Arts Council of Raleigh & Wake County,Inc., is to build better communities through supportand advocacy of the arts.

Public Agency Funding Process - Wake Countyconducts an annual Community Partnership compet-itive funding process, providing Wake Countynonprofit organizations an opportunity to submitproposals addressing the County's goals.



FY 2009Amended

FY 2010Recommended

Expenditures:Aid To Community Agencies 599,998 600,000 600,000 540,000North Carolina Symphony 34,000 34,000 34,000 30,600Other Public Agencies 50,000 – – –Wake County United Arts Council 350,000 350,000 343,700 315,000East Wake Education Foundation 50,000 50,000 50,000 45,000Communities In Schools 75,000 75,000 75,000 67,500PLM 300,000 – – –Marbles Kids Museum 1,000,000 1,000,000 – –Contribution to Marbles – – 982,000 900,000St. Augusta Missionary Baptist Church Family Life Center 50,000 – – –The Healing Place 500,000 500,000 491,000 450,000Wake Forest Centennial Celebration – – 40,000 –Town of Fuquay Varina Centennial Celebration – – 40,000 –MEAC/Community Event Support 200,000 200,000 – –African American Cultural Festival – – 20,000 180,000Agency Expenditures-Non Taxable Payments 3,338 – – –Service Award/Recognition 3,276 – – –


2010 Fiscal Year Recommended Budget Non-departmental (Public Agencies) 215

Non-departmental (Public Agencies)

A request for proposals was sent to approximately100 prospective agencies and advertised in three localnewpapers. Proposals are evaluated by the Commu-nity Partnership review panel consisting of 15members representing various Wake County Depart-ments. The panel reviewed all proposals and partici-pated in agency interviews. Proposals were scoredusing the following criteria:

Community Impact - Explanation of the unmet needand target population, relationship to Wake County'sgoals, and plan to maximize the target population'saccess to services.

Outcomes - Establishment of measurable outcomes,methods to measure outcomes, strategies for meetingthe outcomes, and plans for follow-up with clients toshow long-term impact of service.

Fiscal Planning - Presentation of all costs associatedwith the project, plan for sustainability beyondfunding period, and other resources to support theprogram.

Structure - Description of the project's innovativestructure, collaborative efforts with other organiza-tions, and ability to build capacity within the commu-nity.

Organizational Capacity - Demonstration of theorganization's skills, experience, and resources toimplement the project.


As part of the FY 2010 budget process, the NonDepartmental Public Agencies identified reductionsof $320,900, or 11.0 percent of the FY 2009 AdoptedBudget of $2,809,000.

216 Non-departmental (Public Agencies) 2010 Fiscal Year Recommended Budget

Non-departmental (Memberships)

DEPARTMENT PURPOSE AND GOALSThe County participates in various organizations forwhich membership dues are charged. The dues forNorth Carolina Association of County Commis-sioners, National Association of Counties, Institute ofGovernment and Triangle J Council of Governmentsare based on population. Capital Area Metro Plan-ning Organization Board approves an annual budgetthat is then distributed to member organizationsbased on population. The Raleigh / Durham Interna-tional Airport is a flat annual fee.

FY 2010 DISCUSSIONBecause organizational memberships are often basedon a member’s population; e.g., the estimated numberof residents in Wake County’s unincorporated areas,it is difficult to make budgetary reductions formemberships.

However, for FY 2010, both the Triangle J Council ofGovernments and the NC Association of CountyCommissioners responded to our budgetary chal-lenges by reducing the membership dues for nextfiscal year.



FY 2009Amended

FY 2010Recommended

Expenditures:Raleigh-Durham Airport Authority 12,500 12,500 12,500 12,500Triangle J Council of Governments 187,000 203,361 198,925 190,556CAMPO (Capital Area Metro Planning Organization) 128,154 133,487 133,487 133,487Institute Of Government 79,656 85,795 85,795 85,795National Association Of Counties 11,253 11,253 11,253 11,253NC Association Of County Commissioners 66,313 70,955 70,955 67,377


2010 Fiscal Year Recommended Budget Non-departmental (Memberships) 217

Non-departmental (Non-Departmental)

DEPARTMENT PURPOSE AND GOALSFunding for organization-wide activities includingconsulting services, legal counsel and other profes-sional services are budgeted within this category.

Consulting and Legal Fees represent estimates offunds for consulting services that have been tenta-tively identified and for which contracts may beentered into during the fiscal year. The preliminaryamounts for FY 2010 include consulting servicesupport for Historical Preservation and StormwaterTask Force.

Contractual Services also contains the annualamount for the County's contracted Federal lobbyist.

Wake County Economic Development - The Countycontracts with the Greater Raleigh Chamber ofCommerce for county-wide economic developmentprograms to promote the creation of new jobs inbusinesses that contribute to an appropriately vitallocal economy.

Edge3 is a program of Wake County Chamber ofCommerce. The purpose of the program is toleverage corporate connections with North CarolinaState University and identify and rank target compa-nies and develop industry focused marketing tools.

Women's Commission - The mission of the WakeCounty Commission for Women (WCCW) is to actas an advocate for women and a resource of informa-tion on the status of women in Wake County for theWake County Board of Commissioners. The WCCWmeets monthly, reports annually to the Board of

Commissioners, and convenes small conferences twoto three times a year on women's issues.


As part of the FY 2010 budget process, expenses forconsultants special contractors, and other NonDepartmental items was reduced by $347,558, or 40.2percent of the FY 2009 Adopted Budget of $864,979.



FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 20,087 (1,389,460) (1,781,460) 8,001Contractual Services 746,746 690,581 563,662 372,273Supplies, Materials and Other Charges 300,521 174,398 198,430 137,648Capital Outlay 23,757 – – –

Expenditure Totals $ 1,091,111 (524,481) (1,019,368) 517,922

218 Non-departmental (Non-Departmental) 2010 Fiscal Year Recommended Budget

Non-departmental (Health Benefits)

DEPARTMENT PURPOSE AND GOALSThe County is self-insured for health and dentalbenefits. Prior to FY 2009, these funds wereaccounted for in the Risk Management Fund. Begin-ning with FY 2010, a separate division has beenestablished within non-departmental to account forthe major types of expenditures related to health anddental costs. The source of funding for these expen-ditures are employer contributions and employeewithholdings that are recorded as part of the payrollexpenditures. These amounts are reflected as a"contra" expenditure within non-departmental sothat types of actual payments may be reflected in thebudget without "double-counting" the expenditures.



FY 2009Amended

FY 2010Recommended

Expenditures:Healthcare - Contra – (21,420,000) (21,420,000) (23,926,000)Dental - Contra – (1,269,000) (1,793,000) (1,284,000)Contracted Services – 100,000 100,000 100,000Health Self Insurance Claims – 19,326,000 19,326,000 21,575,000Wellness Program – 70,000 70,000 –Dental Self Insurance Claims – 1,184,500 1,708,500 1,199,500Dental Self Insurance Admin Costs – 84,500 84,500 84,500Retiree Health - County Contribution – 2,500,000 2,500,000 2,500,000Health Self Insurance Admin Costs – 2,292,000 2,292,000 2,292,000

Expenditure Totals $ – 2,868,000 2,868,000 2,541,000

2010 Fiscal Year Recommended Budget Non-departmental (Health Benefits) 219

Non-departmental (Risk Management - Cost of Claims)

DEPARTMENT PURPOSE AND GOALSThe County is self -insured for workers compensa-tion and liability coverage, choosing to purchasecommercial excess insurance for those claims inexcess of its self-insured retention and insurance orbonds to cover specific risks and officials, respec-tively. The County has not elected to distribute thecost of these self-insured claims and insurancecoverage expenses to the County departments, exceptfor a small deductible on auto and property claims.Instead, beginning in fiscal year 2010, a separate divi-sion has been established to account for administra-tive and claims costs within non-departmental. Infiscal year 2009, they were reported as part of theCounty¿s General Fund, within the Finance Depart-ment¿s budget. Prior to fiscal year 2008, the claimscosts were accounted for in the Risk ManagementFund.



FY 2009Amended

FY 2010Recommended

Expenditures:WC Excess Liability Premium – – – 188,186Brokerage Fees – – – 40,000Consulting Fees – – – 5,000Purchased Insurance & Bonding – – – 600,889Self Insurance Claims – – – 2,404,000

Expenditure Totals $ – – – 3,238,075

220 Non-departmental (Risk Management - Cost of Claims) 2010 Fiscal Year Recommended Budget

Non-departmental (Soil & Water Conservation District)

DEPARTMENT PURPOSE AND GOALSThe Wake Soil and Water Conservation District(District) strives to ensure healthy watersheds andhealthy communities through the science-basedapplication of watershed management. The District'smission is to conserve Wake County soil, water andnatural resources by: 1) providing education, infor-mation, technical assistance and economic incentivesto county citizens, and 2) establish new programs inconcert with other appropriate agencies. To achievethis mission, the District has five broad goals in theDistrict's Long Range Business Plan. Those goalsinclude: 1) watershed management and planning, 2)providing technical expertise in sustainable workinglands, 3) protecting natural resources, 4) promotingenvironmental stewardship, and 5) innovative leader-ship during changing times.

The District embraces these tasks in coordinationwith the County's smart growth plans. Whetherworking not-for-profit, local, state, or federal agen-cies, whole communities, or personally with indi-vidual citizens, the District works to ensure abundantand reliable clean water and natural resources are inWake County's future.

MAJOR ACCOMPLISHMENTSDuring FY 2009, the District completed an analysis ofthe Falls Lake Watershed for the EnvironmentalProtection Agency's (EPA) federal grant andcontinues to collect data related to the project. TheDistrict also began studying the Popular Creek andLake Myra watersheds. Results will reveal storm-water runoff trends and help effective best manage-ment practices (BMPs) specific to those watersheds.

The District applied conservation techniques to 97acres that reduced the amount of sediment and nutri-ents entering surface waters through croplandconversion, installing field borders, and establishingsod-based rotation techniques. The District alsoconverted 18 acres to three year conservation tillageto reduce soil erosion and improve soil health. Inlivestock agriculture, the District assisted in theinstallation of two (2) stream crossings and 2,733 feetof fencing to keep livestock from creeks and streamsto improve water quality.

To assist landowners with conservation actions, theDistrict matches projects with outside fundingsources. During FY 2009, the district has encum-bered and/or expended $692,000 for conservationprojects from federal and state funds. The Districtencumbered $200,000 of federal funds to assist localgovernments develop protection plans and restore 1.5miles of Swift Creek. An additional $4,700 (federalfunds) was encumbered for two EnvironmentalQuality Incentives Programs related to non-pointsource pollution on agricultural lands. The Districtexpended over $185,000 of federal funds forcompleting design work of the White Oak GreenLevel Creek restoration project. Another $15,000 wasexpended on 15 various conservation projects.

The North Carolina Agricultural Cost Share programfunds water quality and conservation projects thatlimit landowner out-of-pocket expenses to $15,000per project. Essentially all public and private landsare eligible for the programs with eligible participantsinclude homeowners, businesses, schools, commu-nity groups and local governments. During FY 2009,the District encumbered nearly $71,000 for 21non-point source pollution projects. The District



FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits – – 612,285 380,615Supplies, Materials and Other Charges – – 21,315 40,076

Expenditure Totals $ – – 633,600 420,691

Number of FTE's 0.00 0.00 7.00 5.00

2010 Fiscal Year Recommended Budget Non-departmental (Soil & Water Conservation District) 221

Non-departmental (Soil & Water Conservation District)

also expended over $60,000 on installing conserva-tion practices. Through the NCACS program, theWake Soil and Water Conservation District hasprevented the loss of 791 tons of soil and prevented1,059 pounds of nitrogen and 394 pounds of phos-phorus from entering waterways. The program alsoallowed the District to address 556 pounds of wastenitrogen and 423 pounds of waste phosphorus.

The North Carolina General Assembly authorizedthe Community Conservation Assistance Program(CCAP) in 2006 to reduce non-source pollution inurban and suburban areas. Through this program,the District received an allocation of $77,500 fromthe North Carolina Soil and Water Commission.Identified projects within Wake County includeinstalling cisterns, bioretention areas, rain gardens,and stormwater wetlands to treat and reduce storm-water pollution into creeks and streams.

The District was allocated over $83,000 from theNorth Carolina Soil and Water Commission for theDrought Recovery Response program. An additional37 applications have been received from county land-owners requesting drought related aid totaling nearly$461,000.

An important focus of the Wake Soil and WaterConservation District is environmental education,outreach, and volunteer coordination. This functionfacilitates groups, coordinates special events andtrainings, and hosts an annual Conservation AwardsBanquet. An example of facilitation accomplish-ments include successful coordination of the Brent-wood Elementary stormwater retrofit that includedrepresentatives from the school, the District, NorthCarolina Division of Soil and Water Conservation,the City of Raleigh, various County departments, andcommunity organizations.

The District works with partners to provide produc-tive workshops throughout year. In FY 2009, the"Keeping the Farm" workshop attracted approxi-mately 180 landowners and citizens. The Districtcoordinates the County's Big Sweep program. In2007, the District received the "2007 Special Achieve-ment Award for Citizen Participation" from NorthCarolina Big Sweep for increasing participating

volunteers by 350 volunteers over the prior year (or a65% increase).

Wake Soil and Water Conservation District played amajor role in hosting the 2007 "Area 4 Envirothon"with 375 middle/high school students, 35 teachers,and 40 adult volunteers. The District secured theofficial site and multiple event sponsorships.


The Soil and Water Conservation District identifiedreductions of $158,689, or 25.0 percent, whencompared to the FY 2009 Amended Budget of$633,600. After factoring in the District's need tobudget for operational cost increases or decreasesthat it will incur during the new fiscal year, thesereductions are largely responsible for a FY 2010Recommended Budget of $412,105, which is 35.0percent less than last fiscal year's amended budget.Reductions identified include abolishing 2.0 FTE's,eliminating a banquet and one vehicle, and reducingspecial programs and communication expenses.

Other Issues:

During FY 2009, the Wake Soil and Water Conserva-tion District was moved, organizational, from theEnvironmental Services Department to a separate,stand-alone agency. With a five member electedboard, this allows the District to conduct businesssimilar to departments with elected officials (i.e.Board of Elections). With this change come newchallenges for the District in FY 2010. For example,Wake Soil and Water Conservation District mustcompete with other departments for limited countyfunding sources. Also, the District has new adminis-trative responsibilities that were once available whenthe District was a part of the Environmental ServicesDepartment. As a result, technical staff must assistin the development and implementation of tasksrequired to operate independently and seek addi-tional training.

222 Non-departmental (Soil & Water Conservation District) 2010 Fiscal Year Recommended Budget

Non-departmental (Contingencies)

DEPARTMENT PURPOSE AND GOALSThe Contingencies Division was previously used toaccount for the Board of Commissioner's contin-gency. This Contingency was eliminated in FY 2009.



FY 2009Amended

FY 2010Recommended

Expenditures:School Contingency – 3,000,000 – –

Expenditure Totals $ – 3,000,000 – –

2010 Fiscal Year Recommended Budget Non-departmental (Contingencies) 223

Non-departmental (Transfers)

DEPARTMENT PURPOSE AND GOALSThe County dedicates 15.76 cents of the 53.4 cents ofproperty tax rate for pay-as-you-go capital fundingand debt service. For FY 2010, the 15.76 cents repre-sents roughly $181.55 million. However, in order tobalance the FY 2010 budget, the transfer to capitalhas been reduced by $3.5 million to $178.06 million.This is a one-time budget balancing strategy, and willnot be a financially sustainble option for the FY 2011operating budget. The reduction is applied to theCounty Capital Fund and not to the Debt ServiceFund, thus preserving the long-term outlook for theCounty's financial model.

The transfer to Debt Service funded by sales tax reve-nues increases from $25.03 million to $27.72 million.This increase is not driven by sales growth, which isprojected to decrease overall, but from the conversionof Article 42 sales tax distribution from per capita topoint-of-sale. This change in distribution is oneelement of the Medicaid Match "swap" legislation thatenters its 3rd year in FY 2010.



FY 2009Amended

FY 2010Recommended

Expenditures:Transfer To C/P Co Construction Fund 39,378,000 25,023,000 25,023,000 22,500,000Transfer To C/P Schools 16,000,000 30,000,000 30,000,000 15,000,000Transfer To Debt Service (property pax) 124,003,000 119,706,000 119,706,000 129,874,000Transfer To Debt Service (sales pax) – 25,032,000 25,032,000 27,721,000Transfer To Revaluation Reserve 1,100,000 1,100,000 1,100,000 850,000Transfer To Grants Fund 120,000 – – –Transfer To Wake Tech Capital Fund – 5,050,000 5,050,000 10,690,000


224 Non-departmental (Transfers) 2010 Fiscal Year Recommended Budget

ducation
EWake County Public School System
DEPARTMENT PURPOSE AND GOALSThe Wake County Public School System (WCPSS),the largest K-12 education agency in North Carolinaand the 18th largest nationwide, provides regular andspecial instructional programs for children in kinder-garten through high school, as well as pre-kinder-garten services for special needs students. WCPSSalso provides school bus transportation, child nutri-tion, counseling, athletic programs, and other opera-tions to support instructional programs. WCPSScurrently operates 99 elementary schools, 30 middleschools, 23 high schools on 20 different campuses,and four special/optional schools.

The Wake County Board of Commissioners, throughthe appropriation process, provides general policymanagement and oversight of the school system,consistent with policies and regulations enacted bythe State. The Wake County Board of Commis-sioners provides funding for the construction andmaintenance of school facilities through the oper-ating budget appropriation and in the capitalimprovement plan appropriations. Other voluntaryfunding by the Wake County Board of Commis-sioners includes appropriations for increased instruc-tional and non-instructional personnel, salarysupplements, and other operating support.

FY 2010 DISCUSSIONThe FY 2009 Adopted County appropriation to theWake County Public School System (WCPSS) was$319.2 million with $3 million held in reserve, to beprovided if WCPSS student enrollment exceeded139,039 students for the 20th day count. WCPSSenrollment did not reach this threshold and the effec-tive appropriation was $316.2 million. When

adjusted for actual 20th day enrollment, the adoptedper pupil expenditure of $2,197 translates into $313.5million.

During the 2009 fiscal year, WCPSS participated inthe countywide reduction process, reducing theirplanned spending by $5.7 million for an amended FY2009 appropriation of $310.5 million. WCPSS basedtheir FY 2010 request on this amended budget andrequested $316.8 million; $6.3 million over theamended budget or roughly $600,000 over the FY2009 adopted budget. Their request includedincreases for salaries and benefits, and a portion oftheir increased cost for utilities.

The FY 2010 recommended appropriation for theschool system is $313.5 million; $3.3 million or 1.0percent less than the Board of Education’s request of$316.8 million. Given this year’s budget constraints,the County held the WCPSS appropriation constant,since the FY 2009 appropriation to WCPSS was notbased on actual student enrollment.

The FY 2010 budget also includes $165.2 million fordebt service in support of WCPSS building programs,which is a six percent increase from FY 2009.

Other Issues:

In 2009-2010, WCPSS expects membership of140,012, an increase of 2,306 students or a 1.7 percentincrease from the 2008-2009 20th day student enroll-ment of 137,706.



FY 2009Amended

FY 2010Recommended

Expenditures:Wake County Schools Allocations 300,744,100 316,200,000 310,500,000 313,503,224Direct Appropriation 300,744,100 316,200,000 310,500,000 313,503,224

Debt Service 122,879,447 156,248,114 156,248,114 165,164,236


2010 Fiscal Year Recommended Budget Wake County Public School System 225

Wake County Public School System

During the 2008-2009 school year, 4,990 studentswere enrolled in charter schools; WCPSS anticipatesthat charter school enrollment will increase by 250students for the 2009-2010 school year. The legisla-tion providing for charter schools requires WCPSS toremit to each of the charter schools the local currentexpense per pupil funding for those students residingin Wake County.

WCPSS will open four new schools during FY 2010:Lake Myra Elementary, Herbert Akins Elementary,Wendell Middle (permanent location) and HeritageHigh School (swing space for Wake Forest-Rolesvillein FY10). These schools, and other renovations suchas Lacy, Root and Smith Elementary, will add acombined facilities area of approximately 804,000additional square feet. The total estimated operatingcosts for these new facilities is $3.5 million.

226 Wake County Public School System 2010 Fiscal Year Recommended Budget

Wake Technical College

DEPARTMENT PURPOSE AND GOALSWake Technical Community College (Wake Tech) ispart of the North Carolina Community CollegeSystem. The mission of the college is to provideeducation and training for the workforce and to serveas an instrument of economic growth for the county.Curriculum programs in more than 164 vocational,technical and college transfer specialties offertwo-year associate degrees, one-year diplomas, orsingle-semester certificates. Continuing educationprograms include training for public service officers(law enforcement, fire protection and emergencymedical services), high school equivalency classes,entrepreneurship and small business classes,noncredit courses for personal and professionaldevelopment and customized workforce training fornew and expanding industries.

Wake Tech serves all of Wake County through sixprimary sites: (1) the Main Campus on U.S. Highway401 South near Garner; (2) the Northern WakeCampus on U.S. 401 North (Louisburg Road) nearI-540; (3) the Health Sciences Campus adjacent toWakeMed; (4) the Adult Education Center on CapitalBoulevard, which is home to the basic skills curric-ulum and the English as a Second Language (ESL)program; (5) the Western Wake Campus in Cary,which provides curriculum and continuing educationclasses and houses the Business and Industry Center,providing customized employee training for busi-nesses and specialized programs to assist displacedworkers; and (6) the Public Safety Training Center onChapanoke Road south of the Beltline. Wake Techalso offers classes at more than 60 other sites acrossthe county including public schools, churches, cham-

bers of commerce, senior citizen centers and othercommunity facilities.

Wake Technical Community College prioritiesinclude: (1) promote economic growth and develop-ment in Wake County through educational partner-ships with business and industry; (2) maximize theuse of existing facilities and develop additional facili-ties to serve Wake County's rapidly growing popula-tion; (3) locate new facilities more convenient to thepopulation base; and (4) ensure that Wake Countycitizens have the knowledge and skills required tocompete and be successful in the global economy.

MAJOR ACCOMPLISHMENTSFacilities: Completed construction on third instruc-tional building which will accommodate over 2,000students and design for a fourth instructionalbuilding at Northern Wake Campus; purchased landfor permanent Western Wake Campus; continueddesign work for Phase 2 of the Public Safety TrainingCenter and for a sixth building at the Health SciencesCampus; started renovation for a cosmetology lab onMain campus and roof replacement at the PublicSafety Training Center.

Instruction: Served over 68,000 adults in WakeCounty; added a library at the Western Wake, Carycampus; received campus designation for ourNorthern and Western Wake campuses aftersuccessful SACS review; signed articulation agree-ments with five additional four year institutions toprovide transfer options for AAS program students;added Global Logistics Technology, Interventional



FY 2009Amended

FY 2010Recommended

Expenditures:Wake Technical College Allocation 17,548,165 17,025,000 16,718,550 16,718,550Communities In Schools – – – 295,000Direct Appropriation 17,548,165 17,025,000 16,718,550 17,013,550

Debt Service 3,801,076 5,634,442 5,634,442 7,921,872


2010 Fiscal Year Recommended Budget Wake Technical College 227

Wake Technical College

Cardiac and Vascular Technology and GeographicInformation Science curriculums.

College-Wide: Fielded teams competing in soccer,volleyball and golf in Region X of the NJCAA;tobacco-free initiative expanded to all Wake Techcampuses; started an ROTC program in cooperationwith North Carolina State University; enhancedemployee wellness program with gym affiliationagreements; established Futures Institute funded by agrant from SunTrust Bank.


The FY 2010 Recommended Budget for Wake Tech-nical Community College is $17,013,550 which is adecrease of 0.07 percent over the FY 2009 AdoptedBudget of $17,025,000. As part of the FY 2010 budgetprocess, Wake Technical Community College appro-priation includes an increase of $295,000 for theCommunity Use of Schools. This program promoteslifelong learning in Wake County through coursesoffered at Wake County public high schools. Fundingwill be used to offset janitorial and utility costs atWake County public high schools.

The Wake Technical Community College appropria-tion also includes funding of $16,718,550. WakeTechnical Community College will absorb costs asso-ciated with opening new facilities as well as fundingCounty positions with state funds and reallocating aportion of minor capital funding to operating funds.Additionally, the County contributes annual debtservice to Wake Technical Community College.Therefore, total County contribution to Wake Tech-nical Community College for FY 2010 is $24,935,422including funds of $7,921,872 for debt service.

Other Issues:

Facilities: Start construction on a fourth instruc-tional building and additional parking at NorthernWake Campus and a new building and parking deckat Health Sciences Campus; begin master planningfor the first building at the new Western Wakecampus; begin Phase 2 renovations at Public SafetyTraining Center; Continue renovation and repair

projects on Main Campus, including roofing, boilers/chillers, HVAC and parking lots.

Instruction: Recruit difficult to hire faculty forHealth Sciences, Information Technologies, Spanish,sciences and math; Add Cosmetology, Skin Care &Spa Management Programs; expand course offeringsfor individuals over age 50; expand "Green Collar" jobtraining programs.

HORIZON ISSUESFacilities: Review Master Plan for modifications;capital funding for facilities including planning fornext bond Referendum; begin planning for Phase 2 ofNorthern Wake Campus; start construction onpermanent Western Wake Campus; complete HealthSciences building and parking deck; complete PublicSafety Training Center.

Instruction: Need for competitive employee salaries;plan for a Middle College Technical High School onthe Main Campus.

228 Wake Technical College 2010 Fiscal Year Recommended Budget

bt Ser
DeDebt Service


FY 2009Amended

FY 2010Recommended

Expenditures:Debt Service Principal $ 71,574,932 96,038,575 96,038,575 110,566,894

Debt Service Interest 65,460,529 80,755,905 80,755,905 81,357,260Debt Service Fees 587,974 2,034,100 2,034,100 3,674,716Salary / Benefits 109,633 110,846 110,846 127,776Contractual Services 94,441 95,600 95,600 95,600Supplies, Materials and Other Charges 4,558 1,754 1,754 1,754Budget Reserves – 1,747,220 1,747,220 –


Revenues:State $ – – – 10,000,000

Interest Income 12,771,869 17,525,000 17,525,000 6,526,000Miscellaneous 1,342 – – –Other Financing Sources – 16,595,000 16,595,000 19,572,000Transfers 125,739,000 146,664,000 146,664,000 159,726,000

Revenue Totals $ 138,512,211 180,784,000 180,784,000 195,824,000

Number of FTE's 1.00 1.00 1.00 1.00

Debt Service Expenditures by EntityFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:WCPS Debt Service 122,879,447 156,248,114 156,248,114 165,164,236WTCC Debt Service 3,801,076 5,634,442 5,634,442 7,921,872Other Debt Service 10,160,752 17,910,444 17,910,444 22,737,892Debt Service/5 County Stadium 990,752 991,000 991,000 –Fire Trucks for Rural Depts 40 – – –


2010 Fiscal Year Recommended Budget Debt Service 229

Debt Service

Wake County issues long-term debt under Constitu-tional and Legislative law to leverage taxpayer dollarsto meet the capital needs of its citizens. Long-termcapital planning, combined with a debt affordabilitymodel that assess the future impact of plan variables,is a strong management tool that is key to WakeCounty's continued success as a "AAA" government,as determined by the three rating agencies.

Debt service payments are made routinely for intereston long-term debt outstanding and to retire debtprincipal as it matures. Interest expenditures areannual costs that are directly proportional to theprincipal amount of debt outstanding. As of June 30,2008 the outstanding general obligation principalindebtedness of the County totaled $1.435 billion.

In October 2008, the County issued $300 million ofgeneral obligation bond anticipation notes. In March2009, the County issued $501.32 million of generalobligation bonds, consisting of $135 million schooland community college bonds, $300 million bonds torefund the bond anticipation notes, and $66.32million to refund 1998 general obligation bonds for$4.8 million present value savings. The table abovesummarizes the purpose and amount of bonds issuedas of June 30, 2008.

In late summer 2009, the County plans to issue addi-tional bonds for Criminal Justice projects in anamount expect to be between $70 - $200 million.

A common debt service management practice is tominimize the pressures for additional resources eachyear, the pattern of debt service payments forlong-term debt in Wake County is designed so totalannual debt service requirements do not vary materi-ally from year to year. The budget for debt servicepayments for fiscal year 2009 totals approximately$193 million.

230 Debt Service 2010 Fiscal Year Recommended Budget

Debt Service

Legal Debt Margin InformationHistorical Information

Fiscal Year2002 2003 2004 2005 2006 2007 2008

Assessed Value of Property $ 63,366,830,910 $ 66,454,852,090 $ 68,427,053,895 $ 71,124,912,096 $ 75,134,720,561 $78,844,604,531 $83,122,951,280

Debt Limit, 8% of Assessed Value(Statutory Limitation) 5,069,346,473 5,316,388,167 5,474,164,312 5,689,992,968 6,010,777,645 6,307,568,362 6,649,836,102

Amount of Debt Applicable to LimitGeneral Obligation Bonds 782,130,000 926,625,000 1,123,210,000 1,049,485,000 1,020,850,000 1,505,200,000 1,434,595,000

General Obligation Commercial Paper

- - - - 58,250,000 - -

Other Long Term Debt 1,189,604 3,240,143 12,313,719 11,008,343 9,799,477 9,413,588 9,943,657

Bonds Authorized not Issued 216,000,000 20,000,000 403,600,000 718,510,000 718,500,000 1,058,390,000 911,000,000

Total net debt applicable to limit 999,319,604 949,865,143 1,539,123,719 1,779,003,343 1,807,399,477 2,573,003,588 2,355,538,657

Legal Debt Margin $4,070,026,869 $4,366,523,024 $3,935,040,593 $3,910,989,625 $4,203,378,168 $3,734,564,774 $4,294,297,445

Total net debt applicable to limitas a percentage of debt limit 19.71% 17.87% 28.12% 31.27% 30.07% 40.79% 35.42%

Note:The County is subject to the Local Government Bond Act of North Carolina which limits the amount of net bonded debt the County may have outstanding to 8 percent of the appraised value of property subject to taxation.The legal debt margin is the difference between the debt limit and the county's net debt outstanding applicable to the limit, and represents the county's legal borrowing authority.

SCHEDULE OF CHANGES IN GOVERNMENTAL LONG-TERM DEBTAs of June 30, 2008

Dateof Issue

InterestRate

AmountIssued

DebtOutstanding

June 30, 2007

NetAdditions

(Retirements)

DebtOutstanding

June 30, 2008GENERAL OBLIGATION BONDS:1998 Public Improvement 02/03/98 4.40-4.60% $ 159,000,000 $ 87,000,000 $ (8,000,000) $79,000,0002000 School bonds 02/01/00 5.20-5.75% 24,000,000 3,000,000 (1,000,000) 2,000,0002001 Criminal justice facility bonds 02/01/01 4.40-4.75%

8,000,000 6,200,000 (300,000) 5,900,000

2001 School bonds 02/01/01 4.50-5.25% 150,000,000 82,600,000 (5,700,000) 76,900,0002002 Public improvement bonds 03/01/02 4.00-4.75% 188,000,000 145,500,000 (8,500,000) 137,000,0002003A Public improvement bonds 04/01/03 3.00-5.00% 122,890,000 64,000,000 (8,000,000) 56,000,0002003B Public improvement 04/08/03 variable 55,000,000 55,000,000 - 55,000,000


Debt Service

2003C Public improvement 04/08/03 variable 45,000,000 45,000,000 - 45,000,0002003 Criminal Justice Facilities 11/01/03 3.00-5.00% 8,000,000 6,800,000 (400,000) 6,400,000Refunding series 2003A 11/01/03 3.00-5.00% 83,145,000 50,400,000 (15,200,000) 35,200,0002004 Public improvement bonds 04/01/04 3.00-5.00% 130,000,000 100,000,000 (10,000,000) 90,000,000School 2004A 04/21/04 variable 67,000,000 67,000,000 - 67,000,000School 2004B 04/21/04 variable 57,000,000 57,000,000 - 57,000,000Refunding series 2004 11/01/04 4.00-5.00% 114,380,000 108,295,000 (11,935,000) 96,360,000Refunding series 2005 04/01/05 3.00-5.00% 33,020,000 32,905,000 (70,000) 32,835,0002005 School bonds 11/01/05 3.25-5.00% 41,000,000 39,500,000 (1,500,000) 38,000,0002007 Public improvement bonds 03/08/07 4.25-5.00% 455,000,000 455,000,000 - 455,000,000School 2007A 03/08/07 variable 50,000,000 50,000,000 - 50,000,000School 2007B 03/08/07 variable 50,000,000 50,000,000 - 50,000,000Total General Obligation Bonds 1,505,200,000 (70,605,000) 1,434,595,000

OTHER LONG-TERM DEBT:Installment purchase 7,778,972 693,528 8,472,500Qualified zone acadamy bonds 1,634,616 (163,461) 1,471,155Capitalized equipment leases 571,090 (151,672) 419,418Compensated absences 10,972,810 874,488 11,847,298Total other long-term debt 20,957,488 1,252,883 22,210,371

TOTAL GOVERNMENTAL LONG-TERM DEBT

$1,526,157,488 $ (69,352,117 $1,456,805,371

SCHEDULE OF CHANGES IN GOVERNMENTAL LONG-TERM DEBTAs of June 30, 2008

Dateof Issue

InterestRate

AmountIssued

DebtOutstanding

June 30, 2007

NetAdditions

(Retirements)

DebtOutstanding

June 30, 2008

232 Debt Service 2010 Fiscal Year Recommended Budget

Debt Service

SCHEDULE OF LONG-TERM DEBT MATURITIES ANDANNUAL DEBT SERVICE REQUIREMENTS FOR GOVERNMENTAL ACTIVITIESAs of June 30, 2008

PUBLIC SCHOOLS OTHER TOTALBONDED DEBT

Fiscal YearEnded

June 30 PrincipalPrincipal

and Interest PrincipalPrincipal

and Interest PrincipalPrincipal

and Interest

2009 $ 83,186,339 $ 141,551,528 $ 10,538,661 $ 16,137,872 $ 93,725,000 $157,689,4002010 83,125,700 137,525,124 10,529,300 15,638,888 93,655,000 153,164,0122011 83,860,855 134,305,008 9,829,145 14,449,279 93,690,000 148,754,2872012 84,884,872 131,368,855 9,665,128 13,815,401 94,550,000 145,184,2562013 84,744,939 127,098,617 9,840,061 13,520,496 94,585,000 140,619,1132014 84,378,922 122,803,535 10,086,078 13,308,078 94,465,000 136,111,6132015 84,276,128 118,805,365 10,148,872 12,900,148 94,425,000 131,705,5132016 87,749,753 118,372,213 8,540,247 10,840,358 96,290,000 129,212,5712017 85,947,944 112,471,700 8,412,056 10,324,108 94,360,000 122,795,8082018 90,586,801 112,471,700 4,063,199 5,592,361 94,650,000 118,547,732

2019-2023 341,263,736 404,291,086 20,936,264 25,933,943 362,200,000 430,225,0292024-2026 119,538,462 127,264,278 8,461,538 9,032,692 128,000,000 136,296,970

Total BondedDebt 1,313,544,450 1,788,812,680 121,050,550 161,493,624 1,434,595,000 1,950,306,304

OTHER LONG-TERM DEBT:Total capitalized leases, installment purchases, and qualified zone academy bonds:

2009 163,461 163,461 1,134,414 1,627,848 1,297,875 1,791,3092010 163,461 163,461 1,166,837 1,612,487 1,330,298 1,775,9482011 163,461 163,461 1,144,554 1,543,690 1,308,015 1,707,1512012 163,461 163,461 1,104,355 1,460,673 1,267,816 1,624,1342013 163,461 163,461 1,132,708 1,447,686 1,296,169 1,611,147

2014-2018 653,850 653,850 3,209,050 4,077,256 3,862,900 4,731,106Total Other

Long-Term Debt 1,471,155 1,471,155 8,891,918 11,769,640 10,363,073 13,240,795

TOTAL LONG-TERM DEBT $ 1,315,015,605 $ 1,790,283,835 $129,942,468 $173,263,264 $ 1,515,184,678 $1,963,547,099

On the Statement of Net Assets as of June 30, 2008, the amounts reported as liabilities for general obligation bonds - schools also includes premiums on issuance of bonds of $45,256,275 which will be amortized over the life of it's related debt.


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SCapital Area Workforce Development
DEPARTMENT PURPOSE AND GOALSThe Capital Area Workforce Development fund wasestablished to account for U.S. Department of Laborand North Carolina Department of Commerceemployment and training grant activities as theyrelate to the federal Workforce Investment Act of1998, and various other federal and state initiatives.The boards of commissioners of the counties of Wakeand Johnston created the Capital Area WorkforceDevelopment Consortium in 1983. The Consortiumplans and administers federal and state workforceprograms; competitively procures services; conductsquality assurance; and reports outcome-based resultsof federal and state programs in partnership with theprivate-sector led Capital Area Workforce Develop-ment Board. The Capital Area Workforce Develop-ment Board is charged with implementing workforceinvestment activities throughout Wake and JohnstonCounties. Generally these include (1) increasingoccupational skill attainment to improve the qualityof the workforce, (2) reducing welfare dependencyand (3) enhancing the productivity and competitive-ness of the regional economy. Capital Area WDB isresponsible for grant administration, providingpolicy guidance and conducting oversight of allworkforce activities.

Additionally, this Board's responsibilities includechartering and enhancing the area's JobLink CareerCenters, which is part of the national network ofone-stop career service centers; Administration ofIncumbent Worker Training grant funds; and Part-nering with economic development in providingassistance with new and expanding business andindustry. Twenty-four boards serve North Carolina's100 counties. Capital Area has the largest populationof North Carolina's local workforce areas.

Federal and state block grants provide funding foruniversal workforce development services to the twocounties' employers, adult and youth job applicants,dislocated workers and companies experiencinglayoffs and closings.

Organizationally, Workforce Development is part ofthe County Manager's Office. Funding for thesegrants follows federal and state appropriations and isreceived throughout the year. Amendments to theproject ordinance to include new funds are periodi-cally presented to the Board of Commissioners.

MAJOR ACCOMPLISHMENTSCAWDB had a number of accomplishments this year,including 1) Received YouthBuild Grant to assist high

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 1,283,852 720,638 1,438,415 1,049,700Contractual Services 2,287,314 2,934,362 2,480,318 2,535,300Supplies, Materials and Other Charges 931,654 – (151,920) –Capital Outlay 3,584 – – –Budget Reserves – 1,000,000 888,187 –


Revenues:Federal 4,467,548 4,655,000 4,481,824 3,585,000State – – 173,176 –Charges For Services 16,194 – – –

Revenue Totals $ 4,483,742 4,655,000 4,655,000 3,585,000

Number of FTE's 14.00 14.00 17.00 17.00

2010 Fiscal Year Recommended Budget Capital Area Workforce Development 235

Capital Area Workforce Development

school dropouts and other at-risk populations ages17-24 years old in obtaining their GED and gainingconstructions skills training; 2) Opened 5 ShareNetwork Access Points in community and faith-basedorganizations that provide JobLink core services intheir neighborhoods and communities; 3) AwardedAmeriCorps Grant from the North CarolinaCommission on Volunteerism and CommunityService which engages individuals in meaningfulservice opportunities assisting persons with disabili-ties and/or significant barriers to employment; 4)Recognized for 2 JobLink Career Centers achievinghigher chartering status and receiving $50,000 inincentive funds; 5) Served over 137,000 customersthrough our JobLink Career Center System; 6) Spon-sored 2 JobLink Career Fairs serving over 1400customers and 185 employers; 7) Initiated a SeniorWorkforce Initiative that focuses on providingservices to the older worker population; 8) Publisheda Return on Investment report that shows a netreturn of over $10 for every dollar spent in providingprogram services; 9) Received incentive funds forexceeding performance measures; 10) Assisted 22businesses with dislocated worker services due toplant closures or layoffs; 11) Eight local businesseswere awarded incumbent worker grants to train theirworkers (total of 525 employees received training).12) Met and exceeded Board Standards as defined bythe North Carolina Department of Commerce, Divi-sion of Workforce Development; recognized as anOutstanding Board at the North Carolina Commis-sion on Workforce Development February 2009meeting.

FY 2010 DISCUSSIONChallenges include the current economic crisis withthe unprecedented unemployment rates, successfulimplementation of stimulus funds to aid the economyand the operation of the summer youth employmentprogram.

236 Capital Area Workforce Development 2010 Fiscal Year Recommended Budget

Emergency 911

DEPARTMENT PURPOSE AND GOALSThe 911 fund consists of previously collected revenuefrom a surcharge on telephone bills. Funds must beused to maintain or enhance the County's 911system. The majority of funds pay for the processingof 911 calls, while remaining funds are used forsystem improvements. Legislative changes have madethe County's continued involvement very limitedwith this function. The City of Raleigh was requiredto handle 911 surcharge issues after January 1, 2008.

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Supplies, Materials and Other Charges 1,223,916 – – –Transfers Out 628,383 – – –

Expenditure Totals $ 1,852,299 – – –

Revenues:Taxes 449,114 – – –Charges For Services 313,709 – – –Interest Income 27,919 – – –


Number of FTE's 0.00 0.00 0.00 0.00

2010 Fiscal Year Recommended Budget Emergency 911 237

Fire Tax District

DEPARTMENT PURPOSE AND GOALSThe County contracts with 20 departments toprovide fire suppression and emergency services inthe Fire Tax District. Fourteen departments arenon-profit corporations and six are municipal firedepartments. The Fire Tax District includes most ofthe unincorporated areas of the County and the Townof Wendell. Departments use a combination offull-time staff, part-time staff, and compensatedvolunteers. Besides providing essential fire protec-tion services, the departments also respond to asignificant number of medical first responder calls,prepare for technical rescues, provide fire preventionservices, and assist other emergency and law enforce-ment agencies in their districts. Each departmentalso strives to maintain high insurance ratings to saveproperty owners on fire insurance premiums.

MAJOR ACCOMPLISHMENTSIn January 2005, the Fire Commission unanimouslyrecommended the first version of the Wake CountyFire Tax District Long-Range Business Plan to theBoard of Commissioners, which adopted the plan inFebruary 2005. In January 2008, the Fire Commis-

sion developed and recommended the final compo-nents of the plan consisting of facility and staffing.During FY 2009, the Fire Commission began imple-menting components of the staffing plan based onavailable funding sources. This includes a total of tennew firefighter positions in the following depart-ments: Garner, Hopkins, Rolesville, Stony Hill, andWendell. An additional eight firefighter positions arefunded for FY 2010 but have not yet been placed indepartments.

The Apparatus Committee completed a review of thecurrent apparatus replacement plan examining actualuse, condition, and total department/station fleet.Based on this information, some apparatus replace-ments were delayed saving over $7.3 million in theseven year replacement schedule. In addition, thecommittee completed countywide purchase specifi-cations for tanker apparatus that includes new EPAemissions standards.

The Compensation Committee completed an evalua-tion of pay-bands with support of the Wake CountyHuman Resources Department. The revised paybands were adopted by the Wake County Fire

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits – – – –Contractual Services 14,303,381 14,798,177 14,984,209 15,409,365Supplies, Materials and Other Charges 147,040 830,750 830,750 796,676Budget Reserves – 1,310,073 1,124,041 684,959Transfers Out 3,536,000 3,373,000 3,373,000 3,440,000


Revenues:Taxes 17,690,441 20,285,000 20,285,000 20,285,000Charges For Services – – – –Interest Income 281,700 – – –Miscellaneous – – – 46,000Other Financing Sources – 27,000 27,000 –

Revenue Totals $ 17,972,141 20,312,000 20,312,000 20,331,000

Number of FTE's 0.00 0.00 0.00 0.00

238 Fire Tax District 2010 Fiscal Year Recommended Budget

Fire Tax District

Commission and will become effective July 1, 2009.In prior years, the Compensation Committee haddeveloped a plan for standardized retirement fundingamong all the contracted departments. Beginning inthe new fiscal year, the budget will include funds aminimum of 9.87% for a retirement and/or 401(k)program.

The Turnout Gear Committee was renamed theEquipment Committee and was converted to a from aspecial to a standing committee. The Fire Commis-sion recognizes that equipment repair and replace-ment is likely to become a greater share of future FireTax District budgets. The Equipment Committee willdevelop and oversee the equipment replacementprograms including turnout gear, air bottles, defibril-lators, thermal imaging cameras, and breathing appa-ratus.

With Facilities, Design and Construction staff assis-tance, the Fire Facilities Committee has completedthe purchase of land for Garner Station #4 and sche-matic design of the joint Fire/EMS station. Thestation will be located on Spaceway Court nearRaynor Road and will provide fire services to areas insoutheastern Wake County that are outside of aninsurance rated district.

FY 2010 DISCUSSIONThe Fire Commission identified four fire stations forclosure consideration. Those stations include BayLeaf Station #3, Falls Fire Department, Wake NewHope Station #1, and Western Wake Station #1.During FY 2009, staff gathered the necessary infor-mation and began negotiations with Raleigh andCary to provide fire protection services in limitedunincorporated areas. Once options are identified,the Fire Commission will develop a recommendationon each station on possible closure.

The Fire Facilities Committee will continue work onstation dormitory renovations. Also, the committeehas been approached by the Town of Fuquay-Varinaregarding a renovation of their downtown headquar-ters station.

HORIZON ISSUESMany fire departments that rely on volunteers arecontinuing to experience a decline in volunteerrosters. If volunteer member shortages intensify, theFire Commission will need to identify strategies toprovide manpower through full-time career staff,part-time staff, or other volunteer pay-per callprograms.

The Fire Tax District planned for flat revenue growthin FY 2010 and faces the possibility of decreasingrevenue in FY 2011. Likely causes include slowingresidential growth, municipal annexations (mostlyvoluntary), and increasing eligibility for tax reliefprograms (i.e. farm use, disabled veterans). Ifrevenue growth remains flat or decreases in yearsbeyond FY 2011, the Fire Tax District may need toidentify strategies to achieve levels of service goalswith decreasing funds.

The Fire Facilities Committee has identified the needfor future renovations at existing fire stationsincluding Hopkins Fire Department. In addition, ifthe Fire Tax District is able to fund new careerstaffing, additional dormitory projects may berequired. Finally, several stations are in need ofvehicle exhaust systems in the apparatus bay areas.

2010 Fiscal Year Recommended Budget Fire Tax District 239

Fire Tax District

-

FY 2010 Fire Tax Summary

FY 2008 Actual FY 2009 Adopted FY 2009 AmendedFY 2010

RecommendedFire Tax Revenue Operating 13,423,206 16,431,000 16,431,000 16,431,000 Operating--Debt Service 551,235 508,000 508,000 460,000 Capital 3,716,000 3,346,000 3,346,000 3,394,000

Subtotal 17,690,441 20,285,000 20,285,000 20,285,000

Apparatus Sales (a) - 27,000 27,000 46,000Interest 281,700 - - -

Total Revenues 17,972,141 20,312,000 20,312,000 20,331,000

ExpendituresDepartment Appropriations Personnel and Operating 13,761,419 14,290,000 14,468,000 14,949,000 Contingent Expansions - 1,310,000 1,132,000 394,000 Department Debt Service 551,235 508,000 508,000 460,000

Subtotal 14,312,654 16,108,000 16,108,000 15,803,000

Fixed Costs CAD Fire Costs 6,862 9,000 9,000 8,000 800 MHz Fire Costs (b) 71,486 136,000 136,000 127,000 Fire Service Training HAZMAT Program NC Forestry--Wildfire Prevention RWCC Dispatch

--

59,419-

343,00092,00065,000

186,000

343,00092,00065,000

186,000

324,00087,00064,000

186,000Reserve for Future Appropriation - - - 292,000

SubtotalOperating 14,450,421 16,939,000 16,939,000 16,891,000

Appropriation to Capital 2,791,000 2,438,000 2,438,000 2,300,000Transfer to Debt Service Fund 745,000 935,000 935,000 1,140,000

Subtotal Capital 3,536,000 3,373,000 3,373,000 3,440,000

Total Expenditures 17,986,421 20,312,000 20,312,000 20,331,000

Difference $ -14,280 $ - $ - $ -

(a) Sale of replaced fire apparatus is dedicated to future capital purchases of apparatus.(b) Includes costs for system and equipment maintenance, repairs, and battery replacement.

240 Fire Tax District 2010 Fiscal Year Recommended Budget

Fire Tax District

Summary of Appropriations by DepartmentFund Summary

DepartmentFY 2008


FY 2009Amended

FY 2010Recommended

Bayleaf FD 1,321,645 1,367,558 1,367,558 1,353,845Durham Highway FD 676,143 696,849 696,849 723,194Eastern Wake FD 1,418,801 1,469,830 1,469,830 1,544,683Fairview FD 851,095 869,466 869,466 892,538Falls FD 322,579 319,301 319,301 314,715Garner FD 1,173,899 1,172,244 1,190,161 1,235,620Hopkins FD 600,854 591,758 624,340 671,444Rolesville FD 433,128 448,289 487,683 522,190Stony Hill FD 839,632 868,583 927,506 961,921Swift Creek FD 487,326 518,029 518,029 522,440Wake Forest FD 332,732 347,457 347,457 352,484Wake-New Hope FD 851,990 844,328 844,328 865,119Wendell FD 1,197,479 1,241,643 1,278,527 1,371,906Western Wake FD 607,760 559,818 559,818 576,299

Total - Rural 11,115,063 11,315,153 11,500,852 11,908,398

Apex FD 540,528 614,025 614,025 620,959Cary FD – 49,950 50,283 55,927Fuquay Varina FD 1,188,478 1,243,796 1,243,796 1,245,921Holly Springs FD 352,424 380,941 380,941 380,941Morrisville FD 734,999 773,162 773,162 773,162Zebulon FD 381,205 421,150 421,150 424,057

Total - Municipal 3,197,634 3,483,024 3,483,357 3,500,967

TOTALS: 14,312,697 14,798,177 14,984,209 15,409,365

2010 Fiscal Year Recommended Budget Fire Tax District 241

Grants and Donations

j

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 1,451,934 1,370,110 1,505,582 1,529,920Contractual Services 3,063,143 1,394,502 2,449,419 1,010,718Supplies, Materials and Other Charges 1,273,399 676,088 1,823,154 1,022,362Capital Outlay 191,964 – 284,030 –Debt 6,002 8,300 8,300 –Budget Reserves – – (26,963) –Transfers Out – – – 120,000


Revenues:Federal 3,664,625 1,504,923 3,730,566 1,003,570State 2,316,883 1,255,863 1,524,734 1,629,482Local 898,430 571,214 668,526 480,633Charges For Services 151,077 – 3,266 304,300Licenses & Permits 1,908 – – –Fines & Forfeitures 52 – – –Interest Income 12,754 – 54 –Miscellaneous 155,069 – (15,384) –Other Financing Sources – – – 120,000Transfers 569,699 117,000 131,760 145,015

Revenue Totals $ 7,770,497 3,449,000 6,043,522 3,683,000

Number of FTE's 34.20 34.20 29.50 29.50

Summary by Source and DepartmentDepartment Grants Forfeitures TotalsCommunity Services $3,250 - $1,950Human Services 2,442,295 - 2,442,216Public Safety 147,000 - 147,000Sheriff 670,455 300,000 970,455Non Departmental 120,000 - 120,000

Totals $3,383,000 $300,000 $3,683,000

Human Services grants fund 24.50 FTEsPublic Safety grants fund 1.0 FTESheriff grants fund 4.0 FTEs

242 Grants and Donations 2010 Fiscal Year Recommended Budget


Planned Use of Funds in FY 2010

Revenue Source DescriptionFY 2010Budget

ForfeituresSheriff

Forfeitures--US Department of Justice RICO Act funds to purchase surveillance equipment $300,000Subtotal, Forfeitures $300,000

GrantsCommunity Services

Gates Foundation The Opportunity Online Hardware Grant provides technological resources. Wake County Public libraries will use the grant to purchase two computers to be used for internet access at Wendell Public Library. This is phase 1 of 2.

$ 3,250

Human ServicesAnnie E. Casey Foundation This grant supports the 'Family to Family' initiative, funded by the Annie E

Casey Foundation. Wake County is an anchor site for the Annie E Casey Foundation's Family to Family program and works with Family to Family to reduce racial disparities in child welfare. .

246,626

North Carolina Department of Health and Human Services

This grant supports the 'Family Finding' program, funded by the NC Dept of Health and Human Services. The NC DHHS has requested that Wake County participate with five other counties in a 'family finding' initiative funded through a grant secured by the state from the Duke Endowment. Family Finding is an intensive approach intended to help children in foster care regain lost connections with members of their extended families and support systems.

66,000

Susan G. Komen Foundation This grant supports the Educate Our Women program, funded by the Susan G Komen Foundation. Provides education and mammogram screening outreach services to African American and Latino women in eastern and sourthern Wake County.

84,633

Smart Start This grant supports the Health,Safety and Nutrition Technical Assistance program, funded by Smart Start. Funds allow child care health consultants to provide health, safety, and nutrition consultations to 150 one-star to three-star rated child care centers and homes.

393,254


The Farmworkers Health Grant is funded by NC DHHS. Provides funding to support the primary health care for migrant farmworkers.

161,736

Piedmont HIV Health Consortium Piedmont HIV Health Consortium grant provides funding to HIV infected individuals for nutrition, oral health, eye service, and transportation services.

16,956

Smart Start The Nutrition and Physical Activity Self-Assessment for Child Care (NAPSACC) project (funded by Smart Start) is an intervention in 3-5 star child care centers aimed at improving the environments, policies and practices of nutrition and physical activity through self-assessment and technical assistance targeting young children ages two to five.

24,884


Migrant Dental grant is funded by NC DHHS. Provides funding to support oral health care for migrant farmworkers.

12,000

2010 Fiscal Year Recommended Budget Grants and Donations 243


Ryan White Foundation Ryan White Title III grant provides outpatient, early-intervention primary care and support services to persons living with HIV/AIDS. The following services must be provided either on site or at another facility in the community: HIV counseling, testing, and referral; Counseling and education on living with HIV disease; Medical evaluation and clinical care; Oral health care, mental health care, outpatient substance abuse treatment, nutritional services, and specialty medical care directly or by referral.

292,500

North Carolina Department of Mental Health

The SuperSeed project is a substance use prevention program targeting high risk youth. The project is funded by NC Dept of Mental Health.

141,150

Smart Start The Consultation/Support for Children w/Special Needs program is funded by Smart Strart to provide prevention, intervention and therapeutic services and community consultation for children ages 0-5 with emotional or behavioral problems and their families.

96,610

Smart Start The Intensive Home Visiting program is funded by Smart Strart to provide case management to families with children 0-5 residing in the southwestern and northeastern areas of Wake County.

104,893

ABC Foundation The Teens and Adults Preventing Substance Abuse (TAPS) program is a collaborative effort between WCHS and WCPSS to implement science based substance use prevention curricula to students and the development of a Leadership & Peer Educator Club at Wake Forest/Rolesville High School.

60,000

North Carolina Department of Juvenile Justice and Delinquent Programs

The Support Our Students Grant is funded by NC DJJDP. A collaborative effort with numerous Wake County community agencies to provide curriculum support, technical assistance, and training to enhance and improve the availability and quality of non-school hour programs throughout the County.

211,123

U.S. Department of Housing and Urban Development (HUD)

HOPWA is used to provide housing and services for people with HIV/AIDS and their families who are earning at or below 80% of area median income (currently $61,500 for a family of 4). HOPWA ensures that people with HIV/AIDS have access to affordable housing, medical care, case management and other services as needed The US Dept of HUD requires that the HOPWA dollars be spent in Wake, Johnston and Franklin Counties. Wake County contracts with nonprofit organizations that serve people with HIV/AIDS to provide the housing and services. The organizations that we currently contract with are: The Alliance for AIDS Services-Carolina, Community Service Network and Community-Based Learning Alternatives. These nonprofits offer varied services, such as supportive housing with services, case management, personal care assistance, rental assistance and emergency rent and utilities assistance. Wake County’s Under One Roof program will also provide rental assistance vouchers for human services clients that qualify.

459,880

Donations The Williams/Agent Account is an escrow account supported by donations and contributions received to support 4-H Youth activities.

3,600

Donations The Tart/Agent Account is an escrow account supported by donations and contributions received to support 4-H Youth activities.

700



244 Grants and Donations 2010 Fiscal Year Recommended Budget


Donations The 4H Overnight Camp is an escrow account supported by parent donations and external contributions. Every year, Wake County 4-H reserves the 3rd or 4th week in June to take up to 168 children and youth to camp at the Betsy-Jeff Penn 4-H Center in Reidsville, NC.

59,000

Donations The Kid First Fund is supported by donations and external contributions to provide childcare assistance to eligible families in Wake County.

6,750

Public SafetyProgress Energy Progress Energy funds one position and operating costs to plan and

prepare for potential emergencies involving the Shearon-Harris Nuclear Power Plan

147,000

SheriffGovernnor's Highway Safety Program (GHSP)

Third year of STOP Program, which funds four positions focusing on speed limit enforcement, Driving Under the Influence (DUIs), and seatbelt laws

253,530

US Department of Justice Included in the 2009 Federal Recovery Act are funds allocated to the Edward Byrne Memorial Justice Assistance Grant (JAG) Formula Program. This program allocated over $1.5 million to local law enforcement agencies in Wake County. As a participant in this program, the Wake County Sheriff's Office will receive $416,925. These funds will be used to purchase various law enforcement equipment that we will not be able to purchase with general funds. These funds will also be used to continue the annual Summer Adventure Camp for at risk middle school students.

416,925

Non DepartmentalFund Balance Beginning in FY 2010, the County will fund Business Incentive Grants

through the seven year Community Improvement Plan (CIP). These funds are being transferred from the Grants Fund to the CIP in accordance with this new policy. The funds will be used for economic incentive payments for local companies to meet the local investment and job growth thresholds. This transfer from the grants fund will be used to partially fund the Credit Suisse business incentive grant award in FY 2010. The appropriation in FY 2010 will allow for the transfer.

120,000

Subtotal, Grants $ 3,383,000

FUND TOTAL $ 3,683,000



2010 Fiscal Year Recommended Budget Grants and Donations 245

Housing and Community Revitalization

DEPARTMENT PURPOSE AND GOALSAffordable housing continues to be a great need inWake County. Human Services' Housing andCommunity Revitalization (HCR) program receivesfederal and County funds to mitigate this need. TheHCR Fund has three primary revenue sources:Federal Community Development Block (CDBG)grant funds, Federal Home Investment PartnershipProgram (HOME) funds, and Wake County capitalfunds. In addition, the Fund receives Federal Emer-gency Shelter Grant and Housing Opportunities forPersons with AIDS funds. Finally, the HCR fundearns program income on its CDBG, HOME, andCounty funds.

Every five years, HCR creates a five-year action planwhich it submits to the federal government. The mostrecent five-year action plan was approved by theBoard of Commissioners in April 2005. In addition,HCR annually creates a one-year action plan topursue the goals outlined in the five-year plan.

Since the demand for affordable housing in WakeCounty exceeds the production capability of the HCRprogram budget, the five-year plan establishes priori-ties for spending. These are homeowners earning lessthan $30,000 per year, renters earning less than$30,000 per year, homeless individuals and families,and non-homeless individuals and families withspecial needs.

These populations were selected by the HousingCommittee of the Human Services Board for thefollowing reasons: they have the greatest demand forhousing; the market generally is not producinghousing for them; and this coordinates with otherefforts such as the Ten Year Plan to End Homeless-ness.

To address the housing and community developmentneeds of these population groups, Housing andCommunity Revitalization administers programsthroughout Wake County in the unincorporatedareas and all municipalities outside Raleigh, HollySprings and Cary.

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 439,786 420,808 416,997 429,449Contractual Services 1,689,168 3,348,739 3,291,386 4,274,465Supplies, Materials and Other Charges 114,021 59,453 120,617 64,086Capital Outlay 5,000 – – –Transfers Out – – – –


Revenues:Federal 2,461,339 2,566,000 2,566,000 3,390,786State – – – –Local – – – –Charges For Services 341,627 159,000 159,000 620,097Interest Income 73,988 – – –Miscellaneous 3,117 – – 3,117Transfers 1,104,000 1,104,000 1,104,000 754,000

Revenue Totals $ 3,984,071 3,829,000 3,829,000 4,768,000

Number of FTE's 7.50 7.50 7.50 7.50

246 Housing and Community Revitalization 2010 Fiscal Year Recommended Budget

Housing and Community Revitalization

Housing Production: Wake County solicits proposalsfrom developers for the production of affordablehousing. Each rental development is required toserve families whose household incomes are at orbelow 40 percent of the median income. Developersrepay the loans over a 20-30 year period. HCR esti-mates that it will serve approximately 60 families inFY 2009 through rental unit production.

Housing Rehabilitation: HCR makes loans to helphomeowners and investor-owners repair theirsub-standard houses. The loans are amortized at a0-3% interest rate over 15 years. Loans are deferredfor elderly, disabled and very-low-income families.This program provides loans for 15-18 families peryear.

Public Facilities and Infrastructure Improvements:HCR makes grants to towns and non-profits forpublic facilities improvements and rehabilitation ofbuildings used for public purposes. HCR estimatesthat it will serve approximately 1,040 families in FY2009 through public facility improvements.

Rental Subsidies: HCR funds 25 rental subsidies forpersons with mental illness. This enables disabledand low-income people to afford safe, decent, stablehousing.

MAJOR ACCOMPLISHMENTSDuring FY 2008, HCR completed the following proj-ects, which are funded by the program's threeprimary funding sources (CDBG, HOME, and CIP):

Community Development Block Grant: Repaired thehomes of 15 low-income families; made 25 emer-gency grants to very-low income families to help withemergency repairs to their homes; completed ahousing affordability study to document affordablehousing need in Wake County; and completed theinfrastructure for an 18-unit subdivision for afford-able housing in Fuquay-Varina.

HOME: Two families became homeowners withdown payment assistance through the AmericanDream Down payment Initiative; completed Wake-field Hills in Raleigh-80 units for low-income fami-

lies; and two infill homes sold in Fuquay-Varina tolow-income homebuyers.

County Capital Funds: Completed Crest Commonsapartments in Raleigh-19 units for low-income anddisabled persons; completed Hester St. Apartments inKnightdale-8 units for persons with severe andpersistent mental illness; and provided funding for 25rental subsidies for persons with a mental illness.

FY 2010 DISCUSSIONAs part of the one-year action plan presented to theBoard of Commissioners in May 2008, HCR outlinesthe outcomes that it expects to achieve in FY 2009.These includes plans to help 18 homeowners repairsubstandard housing and help 10 homeowners withemergency repairs, pave a road, install lighting andsidewalks in Wake Forest, install infrastructure for a10-unit subdivision in Wendell, provide funds tosupport the repair of the Davis Armory in Zebulonfor use as a community center, provide funds for 60additional affordable rental units, and continuefunding for 25 rental subsidies for persons with amental illness.

2010 Fiscal Year Recommended Budget Housing and Community Revitalization 247

Major Facilities

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Carolina Ballet 150,000 100,000 200,000 –Cary Hold Harmless - Occupancy 712,305 747,000 747,000 670,000Centennial - Debt Service 5,035,497 5,209,000 5,209,000 5,208,000Centennial Authority Facility Improvements 1,000,000 1,000,000 1,500,000 1,500,000Centennial Authority Operation 7% 1,829,733 1,892,000 1,892,000 1,907,000Convention Center 13,117,463 13,814,000 13,814,000 13,987,000Greater Raleigh Convention And Visitors Bureau 3,808,771 3,982,000 3,982,000 3,595,000Green Square – – 1,900,000 700,000NC Museum of Art 6,000,000 1,000,000 1,000,000 1,000,000Raleigh Annual Distribution - $1M 1,000,000 1,000,000 1,000,000 1,000,000Raleigh Hold Harmless - Occupancy 680,004 680,000 680,000 680,000St. Augustine's – – 300,000 100,000Transfer To Debt Service 991,000 991,000 991,000 991,000Transfer to GF-Food Admin 507,650 523,000 523,000 560,000Transfer to GF-Occ Admin 440,601 462,000 462,000 414,000Unallocated – 400,000 400,000 –Wake Annual Transfer To CIP 1,000,000 1,000,000 1,000,000 1,000,000


Revenues:Carolina Ballet – – 100,000 –Cary Hold Harmless - Occupancy 712,305 – – –Centennial - Debt Service 5,035,497 – – –Centennial Authority Facility Improvements 1,000,000 – 500,000 –Centennial Authority Operation 7% 1,829,733 – – –Convention Center 13,117,463 – – –Greater Raleigh Convention And Visitors Bureau 3,808,774 – – –Green Square – – 1,900,000 –Interests on Monthly Prepared Food/Occup 64,484 – – –Occupancy Rev Allocation Out (14,686,698) – – –Occupancy Rev and 3% Adm 19,753,467 15,400,000 15,400,000 13,806,000Prepared Food & Beverage Tax Div 16,927,036 17,400,000 17,400,000 18,674,000Prepared Food Distribution Amounts (16,921,682) – – –Raleigh Annual Distribution - $1M 1,000,001 – – –Raleigh Hold Harmless - Occupancy 680,004 – – –St. Augustine's – – 300,000 –Transfer To Debt Service 991,001 – – –Transfer to GF-Food Admin 507,651 – – –Transfer to GF-Occ Admin 440,601 – – –

248 Major Facilities 2010 Fiscal Year Recommended Budget

Major Facilities

DEPARTMENT PURPOSE AND GOALSOccupancy and Prepared Food and Beverage taxesare levied, according to State statutes, to participatinggovernmental agencies and jurisdictions for thepurpose of promoting tourism in the County. Thefund was created in 1992 with proceeds from 6%occupancy taxes. In 1993 the fund began collecting1% prepared food and beverage taxes. The distribu-tion of tax proceeds planned for fiscal year 2009 is inthe table above in accordance with various interlocalagreements.

Major projects have been funded in the past via inter-local agreements between the City of Raleigh andWake County. These projects include the RBCCenter, Marbles Children's Museum and IMAXTheater, the Raleigh Convention Center, Five CountyStadium, BTI Performing Arts Center, SAS SoccerComplex, NC Museum of Natural Sciences, Amer-ican Tobacco Trail Park and Yates Mill Pond Park.The ninth amendment to the interlocal agreementbetween the City of Raleigh and Wake County allo-cates 85% of funds not committed to other projects tothe construction of the new Raleigh ConventionCenter. The remaining 15% is currently being held inreserve for future projects.

The thirteenth amendment to the interlocal agree-ment between the City of Raleigh and Wake Countyidentifies six projects to be funded from the 15%being held for future projects. A summary of theprojects along with anticipated funding amounts isincluded below.

The thirteenth amendment also authorized capitalfunding for the RBC Center. The funding is contin-gent upon funding and contract agreements with

North Carolina State University and the CarolinaHurricanes.

The fifteenth amendment, approved by the Board ofCommissioners in January 2009, rearranged thefunding of selected projects. Funding previouslycommitted to a Cary Aquatics Center was movedback to FY 2013-2019, while funding in FY2009-2016 will be reallocated to the North CarolinaMuseum of Natural Sciences Green Square Project.

FY 2010 DISCUSSIONIn FY 2009 proceeds from the taxes are expected todecline by approximately $950,000 from FY 2008actuals. The Occupancy Tax is expected to decreaseby 6% from FY 2008 actuals, reflecting the economicdowntown. The Prepared Food and Beverage Tax,however, remains strong and should increase by 5%over FY 2008. In FY 2010, the Occupancy Tax isexpected to remain flat, with no change from FY 2009actuals. The Prepared Food and Beverage is expectedto continue to increase during FY 2010 at a consistent5% over FY 2009 actuals.

The decrease in Occupancy Tax revenue does notaffect the timing of any approved projects. Thedecline does, however, limit discretion to awardfunds to new project proposals.

Unallocated 2,352,340 – – 832,000Wake Annual Transfer To CIP 1,000,001 – – –

Revenue Totals $ 37,611,978 32,800,000 35,600,000 33,312,000

Number of FTE's 0.00 0.00 0.00 0.00

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

2010 Fiscal Year Recommended Budget Major Facilities 249

Major Facilities

MAJOR FACILITIES -- Fund Projects to be Funded from 15% Uncommitted Funds (May 2009)

Fiscal YearNC Art

Museum RBC Center **

NC Museum of Natural

Sciences

St. Augustine’s

College Track NC BalletCary Aquatics

Center *

Falls Whitewater

Park *2008 6,000,000 1,000,000 - - 150,000 - -2009 1,000,000 1,500,000 1,900,000 300,000 100,000 - 150,0002010 1,000,000 1,500,000 700,000 100,000 - - -2011 1,000,000 1,000,000 900,000 100,000 - - -2012 1,000,000 1,000,000 900,000 100,000 - - -2013 1,000,000 1,000,000 800,000 100,000 - 400,000 -2014 1,000,000 1,000,000 200,000 100,000 - 1,000,000 -2015 1,000,000 1,000,000 200,000 100,000 - 1,000,000 -2016 1,000,000 1,000,000 400,000 100,000 - 1,300,000 -2017 1,000,000 1,000,000 - - - 1,700,000 -2018 - 2,000,000 - - - 2,600,000 -2019 - 2,000,000 - - 2,000,000 -2020 - 5,000,000 - - - - -2021 6,000,000 - - - - -2022 - - - - - - -2023 - - - - - - -

TOTAL 15,000,000 26,000,000 6,000,000 1,000,000 250,000 10,000,000 150,000

* Appropriations have not yet been made and are pending executed funding agreements.** $500,000 in appropriations for FY10 are contingent on available fund balance at the end of FY 2009.

250 Major Facilities 2010 Fiscal Year Recommended Budget

Revaluation Reserve

DEPARTMENT PURPOSE AND GOALSChapter 105, Section 286 of the North CarolinaGeneral Statutes requires counties to reappraisetaxable real property at least every eight years. WakeCounty performed a revaluation during fiscal year2008; the last revaluation was effective January 1,2000. To pay for these revaluations, Chapter 153A,Section 150 requires the County to establish a revalu-ation reserve fund. This law requires an eight-yearbudget to be adopted immediately following theeffective date of a revaluation in order to fund thenext such revaluation. The budget includes the totalprojected amount needed for the revaluation andeight annual amounts that the County will set asideduring the years of the octennium. State law furtherprovides for the annual review of the budget to deter-mine whether there is a material change in the costprojected for the next revaluation, with amendmentsto the plan adopted by the Board of Commissionersas deemed appropriate. Amounts deposited into therevaluation reserve fund may not be used for anypurpose other than the revaluation of real property.

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 1,344 – – –Contractual Services 2,274,415 826,327 826,327 576,327Supplies, Materials and Other Charges 150,776 273,673 273,673 273,673Capital Outlay – – – –Debt 3,968 – – –

Expenditure Totals $ 2,430,503 1,100,000 1,100,000 850,000

Revenues:Interest Income 26,163 – – –Other Financing Sources – – – –Transfers 1,100,000 1,100,000 1,100,000 850,000

Revenue Totals $ 1,126,163 1,100,000 1,100,000 850,000

Number of FTE's 0.00 0.00 0.00 0.00

2010 Fiscal Year Recommended Budget Revaluation Reserve 251

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ESolid Waste Management
DEPARTMENT PURPOSE AND GOALSThe Solid Waste County Operations section isresponsible for the operation of 11 conveniencecenters and two multi-material disposal and recyclingcenters. In addition, the Solid Waste County Opera-tions section is responsible for managing post-closurecare services for one municipal solid waste landfilland two construction and demolition debris (C&D)landfills. Finally, the Solid Waste County Operationssection is responsible for administering andenforcing the Wake County Solid Waste Ordinance.

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 992,076 1,139,699 1,139,699 910,321Contractual Services 14,640,597 7,911,900 9,112,517 8,528,560Supplies, Materials and Other Charges 1,458,410 1,249,201 1,249,201 638,839Capital Outlay 1,054 – – –Debt 1,785 2,200 2,200 10,280Transfers Out 2,141,000 3,059,000 2,312,000 2,624,000


Revenues:Federal 4,800 – – –State 1,195,044 910,000 910,000 852,196Charges For Services 18,613,981 7,050,900 7,050,900 7,038,659Licenses & Permits 8,500 14,000 14,000 8,500Interest Income 1,843,402 714,000 714,000 420,000Miscellaneous 892,776 200,000 200,000 1,200,645Other Financing Sources – 4,005,100 4,042,717 2,220,000Transfers 294,032 468,000 884,000 972,000

Revenue Totals $ 22,852,535 13,362,000 13,815,617 12,712,000

Number of FTE's 15.00 15.00 14.00 12.00

2010 Fiscal Year Recommended Budget Solid Waste Management 253

Solid Waste Management

Summary of Services and Performance MeasuresService Area: Solid Waste - County OperationsDescription: The Solid Waste County Operationssection is responsible for the operation of 11 conve-nience centers and two multi-material disposal andrecycling centers. In addition, the Solid WasteCounty Operations section is responsible formanaging post-closure care services for one munic-

ipal solid waste landfill and two construction anddemolition debris (C&D) landfills. Finally, the SolidWaste County Operations section is responsible foradministering and enforcing the Wake County SolidWaste Ordinance.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelEfficiencyDollars Collected through the Sale of Recyclable Materials

1,972,996 1,452,194 1,800,000 2,000,000

EffectivenessNumber of Days Open for Household Hazardous Waste (HHW) Collection

48 80 80 80

Tons of Recyclables Diverted from Landfill 23,280 20,648 23,000 24,000

InputTons Collected at Convience Centers (including recyclables and solid waste)

103,034 103,526 103,000 104,000

Tons Collected od Household Hazardous Waste (HHW)

944 1,100 1,000 1,000

Tons Collected of White Goods 2,136 1,418 2,000 2,000

254 Solid Waste Management 2010 Fiscal Year Recommended Budget

South Wake Landfill

DEPARTMENT PURPOSE AND GOALSThe South Wake Landfill Partnership section isresponsible for the operation of one Subtitle Dmunicipal solid waste landfill (South Wake Landfill)and one municipal solid waste transfer station (EastWake Transfer Station). These facilities are operatedin partnership with 11 other local governmentswithin Wake County through an Interlocal Agree-ment (ILA).

The ILA was developed to: 1) allow partners todisposal of their municipal solid waste at South WakeLandfill through direct-haul or use of the transferstation; 2) establish the term of the ILA to 25 years orthe life of the landfill, whichever is lower; 3) allow theCounty to establish commercially reasonable tippingfees for the landfill, after partner due consideration;4) establish that net revenues from landfill andtransfer station operation will be distributed amongthe partners proportionally based upon use; 5) allowthe City of Raleigh to benefit for a $3 per ton volumediscount; 6) ensure all partners will share in anypotential liability arising from operation of the land-

fill; and 7) ensure that the partners may not withdrawfrom the agreement without consent of all other part-ners and that no additional partners may join thepartnership after the ILA is executed.

Fund SummaryFY 2008


FY 2009Amended

FY 2010Recommended

Expenditures:Salary / Benefits 51,641 319,267 248,172 250,839Contractual Services 2,410,816 9,722,612 10,170,000 9,464,780Supplies, Materials and Other Charges 1,328,415 4,730,121 4,394,485 4,346,181Capital Outlay – – – –Budget Reserves – 360,000 378,400 397,200Transfers Out 708,978 468,000 884,000 972,000


Revenues:Charges For Services 2,832,743 15,600,000 15,600,000 15,431,000Interest Income (31,137) – – –Miscellaneous – – – –Other Financing Sources – – 475,057 –Transfers 414,946 – – –

Revenue Totals $ 3,216,552 15,600,000 16,075,057 15,431,000

Number of FTE's 7.00 7.00 7.00 7.00

2010 Fiscal Year Recommended Budget South Wake Landfill 255

South Wake Landfill

Summary of Services and Performance MeasuresService Area: Solid Waste - Partnership OperationsDescription: The Solid Waste Partnership Opera-tions section is responsible for the operation of oneSubtitle D municipal solid waste landfill and one

municipal solid waste transfer station. These facili-ties are operated in partnership with 11 other localgovernments within Wake County.

Key MeasuresFY 2008

ActualFY 2009

EstimatedFY 2010

Target Desired LevelInputTons Received at South Wake Landfill 191,042 886,000 860,000 880,000Number of Trucks across East Wake Transfer Station Scales

25,634 87,400 84,812 86,800

Number of Trucks across South Wake Landfill Scales

7,520 81,400 79,400 76,800

256 South Wake Landfill 2010 Fiscal Year Recommended Budget

mmunity
CoIntroduction and Highlights
IntroductionCapital facilities and adequate infrastructure are crit-ical for the County’s continuing growth. WakeCounty has a proud legacy of long-term planning toserve current and future generations of citizens.Continuing this tradition, the FY 2010-2016Community Improvement Plan (CIP) is long-termoriented, anticipates future needs, and supportsresponsible stewardship of existing facilities.

Typically, capital expenditures are for facilities orprojects that cost $100,000 or more and that requirelonger than one year to complete. The acquisition ofland is also considered a capital expenditure, even ifthe land is acquired to preserve Open Space, and notdesignated as part of a capital improvement project.

The CIP shown in these pages is a seven-year plan forcapital expenditures totaling $903.2 million. Of thisamount, $427.9 million represents the FY 2010capital budget.

Wake County’s capital program is funded through avariety of sources including transfer from the generalfund (cash), general obligation bonds, and othersources of debt financing. The CIP also includesfunding from the Fire Tax, Major Facilities Fund, andthe Solid Waste Fund. Some sources of funding, likethe portion of sales tax devoted to WCPSS capital, arethe result of state statutes. Other sources are in accor-dance with the Board of Commissioner’s financialpolicies, such as the devotion of a portion of theproperty tax rate to be transferred to fund currentand future capital expenditures and debt servicepayments.

Wake County has had to respond to a differenteconomy than what was projected during the devel-opment of some of the projects included in the FY2010 - FY 2016 CIP. Property tax growth, which hadaveraged growth of 5.5 percent annually, and whichprojects were based on 3.5 percent annual growth, isnow projected to only grow by one percent for FY2010. Projections do not show property tax growthof 3.5 percent until FY 2014. Sales tax growth, whichhad averaged 7 percent, and which projects werebased on 4.5 percent growth, is now projected to only

grow by 1.5 percent for FY 2010. Projections do notshow sales tax growth reaching 4.5 percent growth;sales tax approaches 4 percent growth in FY 2015.

The FY 2010 - FY 2016 CIP addresses slowereconomic growth by modifying previously plannedbond issuances so that projects are stretched over alonger period in the FY 2010 - FY 2016 CIP. This hasresulted in project schedule changes for all areas ofthe Community Improvement Plan, including theCriminal Justice Center, Libraries, Open Space, WakeTechnical Community College, and the Wake CountyPublic School System.

In addition to slower economic growth, commercialmarkets for general obligation bonds were unavail-able to Wake County during Fall 2008. To continueprojects that were in the middle of construction, thecounty obtained a bond anticipation note in anticipa-tion of bonds being issued once general obligationbonds were available to Wake County at favorablerates. Wake County did sell bonds at favorable ratesin March 2009.

Market events during Fall 2008 have influencedchanges made in the FY 2010 - FY 2016 CIP. WakeCounty has changed its capital budget practices inorder to be better prepared for instability in the debtmarket. Appropriations for projects, and the revenueto support those projects, will no longer follow antici-pated cash-flow schedules of expenditures. Instead,appropriations will be made to fully cover anticipatedcontractual obligations. This approach will ensurethat the County has sufficient funds on hand prior tothe award of a contract. Accordingly, the County willbe able to meet all contractual obligations regardlessof unanticipated shifts in the commercial bondmarket. In the future, if debt markets are unavailable,the County will not have to be faced with obtainingshort-term financing in order to avoid shutting-downprojects. Contract awards will be structured suchthat revenues will be realized before constructionpackages are awarded.

The FY 2010 - FY 2016 CIP maintains the County’sstrategic, long-term approach to capital facilities.Even with the County’s response to market events inFall 2008 and slower economic growth, the CIP

2010 Fiscal Year Recommended Budget Introduction and Highlights 257

Introduction and Highlights

supports the County’s financial policies. The FY 2010- FY 2016 CIP maintains the County’s policyregarding the ratio of debt-to-cash financing ofcapital projects and maintains sustainable debt repay-ment schedules.

Highlights of the FY 2010-2016 CIPThe $903.2 million FY 2010-2016 CIP is a mix ofroutine and non-routine capital projects. A routinecapital project is one that may occur frequently overthe seven-year period and that has limited impact onthe County’s service provision or its operatingbudget, such as roofing repairs budgeted in theCounty Building Improvements Element. A non-routine capital project typically has a significantimpact on the County’s operating budget and/or itsservice delivery, such as the construction of Phase IIof Hammond Road Detention Center. Most non-routine capital projects in the FY 2010-2016 CIP aredriven by the County’s rapid growth.

Highlights of the seven-year plan are presentedbelow. More information about projects can be foundin their respective sections of this document.

Criminal Justice The County’s rapidly growing population will placeincreasing demands on the County detention andcourt facilities. To keep up with growth, the FY 2010 -FY 2016 CIP includes $383.4 million for Justice facili-ties, including Hammond Road Detention CenterPhase II ($164.0 million), the new Justice Center($190.8 million), and general criminal justice ($28.6million).

The FY 2010 - FY 2016 CIP includes appropriationchanges for both Hammond Road Detention CenterPhase II and the new Justice Center. The remainingappropriations, of which the majority is to be fundedby debt, have been moved up in the CIP instead ofappropriated in a manner such that appropriationswould mirror expenditures. Accordingly, because theamount of debt to be issued in the CIP has beenshifted to earlier years, and because of the economicslow down, debt planned in the earlier years in otherelements (such as libraries and open space) has had tobe shifted to later years in the CIP.

The construction of the remaining bid packages forHammond Road Phase II is contingent uponsuccessful debt sales in Summer 2009. The construc-tion of the new Justice Center, to begin in the end ofFY 2010, is contingent upon a successful debt trans-action in January 2010.

Wake County Public School System The Wake County Public School System (WCPSS) isthe largest local education agency in North Carolina,and while the rate of enrollment growth has slowed inthe past two years, enrollment is still projected togrow by at least 2,300 students for the 2009-2010school year. Enrollment, excluding charter schools, isprojected at approximately 140,000 students for the2009-2010 school year; by 2018 as the economyimproves, updated student population projectionsshow that over 208,000 students will be enrolled inthe system. The vast majority of the $183.8 million ofschool construction funds in the FY 2010-2016 CIPconsists of the remaining funds for CIP 2006 that wasapproved by the voters in November 2006. The firstfive new schools and four renovation projects thatwere funded from CIP 2006 opened for the 2008-2009 school year. For the 2009-2010 school year,another four schools will open and seven renovationprojects will be completed; the remaining six newschools and three comprehensive renovation projectswill open in future years. To accommodate therestructuring of appropriations and slower economicgrowth, the schedule of bond sales has been modifiedsuch that construction of three new schools (WalnutCreek Elementary, Rolesville Middle, Forest RigeHigh) and the renovation of Wilburn Elementary, allpreviously scheduled for construction in 2009, willbegin in 2010 and 2011.

Wake Technical Community CollegeThe FY 2010 - FY 2016 Community ImprovementPlan continues appropriations in support of the 2007Building Program. These projects are supported by$92 million in bonds approved by the voters inOctober 2007 as well as cash funding. The CIPincludes funding for renovations at the Main Campusand Public Safety Center as well as new facilities atthe North Campus and Health Sciences Campus.The CIP also includes funds for other repair, renova

258 Introduction and Highlights 2010 Fiscal Year Recommended Budget


tions and systems maintenance projects. The schedule of bond sales has been modified such that the construction of the Health Sciences II building has been delayed one year and now will begin in FY 2011.

Libraries The FY 2010 - FY 2016 CIP includes the final appro-priation of bonds approved by voters from theOctober 2003 library referendum; these will be usedto fully fund construction of Northeast RegionalLibrary. However, the FY 2010 - FY 2016 CIPincludes several significant schedule changes forlibrary projects approved by voters in October 2007as part of the libraries bond referendum. Due toslower economic growth and modifications to theCounty’s bond sale schedules, construction and/renovation of six library and several facility upgradeprojects will now start in FY 2011 instead of FY 2009and will stretch until FY 2015.

Mental Health Continuum of CareThe Board of Commissioners is committed toassuring a broad range of quality mental healthservices (the “mental health continuum of care”).Responding to the State’s mental health reformefforts, including the possible closure of the state-runDorothea Dix Hospital in Raleigh, Wake Countycontinues planning for and developing a fullcontinuum of care, including substance abuse treat-ment and short-term mental health crisis beds. TheCIP includes $2.5 million to supplement the previous$22.5 million appropriation for capital costs of thecontinuum, of which $5 million is a grant from theAlcoholic Beverage Control Board.

Emergency Medical Services Master Plan A facilities master plan for Emergency MedicalServices was developed over the past two years toaddress needs through FY 2015 and beyond. An allo-cation of $2 million was appropriated in FY 2008 tobegin funding the Durant Road Substation, theFuquay-Varina co-location facility and a portion of

2010 Fiscal Year Recommended Budget Introduction and Highlights 259


the Southeast Wake County co-location facility. Anadditional $8.2 million is proposed to complete PhaseI of the plan, which includes six planned facilitiesthrough FY 2015.

County BuildingsThe FY 2010 - FY 2016 maintains the County’scommitment to continuing to care for existingCounty facilities before investing in new facilities andnew programs. The CIP includes funds for re-roofing and mechanical projects at County buildings,for minor renovations, and for facility conditionassessments that will allow the County to plan forfuture repairs.

800 MHz Master PlanWake County developed an 800 MHz Master Plan toprepare for necessary replacements and upgrades ofemergency communication equipment. The planincludes replacing paging and radio equipment aswell as upgrading simulcast technology. Portions ofthe cost are paid from the Fire Tax CIP, with theCounty receiving Federal COPS Grants funding tooffset much of the cost associated with equipmentused by Law Enforcement personnel. The plan alsoincludes $445,000, which will be funded by Sprint-Nextel, for interface reconfiguration work for 800MHz radios.

Open Space The Board of Commissioners also advances its goalof Environmental Stewardship by continuing imple-mentation of the county-wide Open Space preserva-tion program. Targeting critical watershed corridors,the program supports land protection and conserva-tion to ensure clean water now and for years to come.During November 2007 the voters of Wake Countyapproved a $50 million bond referendum to continuethe program’s efforts and maintain exemplary status,as one of the nation’s best Open Space preservationinitiatives. Due to the economic slow down, openspace transactions will begin after January 2011,contingent upon successful bond sales.

260 Introduction and Highlights 2010 Fiscal Year Recommended Budget

Capital Budget Process

The County develops and manages its long-termcommunity improvement plan in three steps: Needsassessment, project prioritization and in-depth costestimation and funding capacity analysis.

Needs assessmentThe County assesses current and future capital needsthrough comprehensive master planning and criticalneeds assessments.

Comprehensive Master Planning Comprehensive needs assessments for non-routinecapital projects are often undertaken through afacility master planning and review process that cantake up to two years of work by task forces, electedofficials, community stakeholders, professionalconsultants and staff. Once master plans have beencompleted, they are generally presented to the Boardof Commissioners for evaluation. Many elements inthe FY 2010-2016 CIP are driven by master plans.The “History/Background” section within eachcapital element of this document discusses relevantmaster plans that have driven that element’s capitalexpenditures. One example of a project driven by amaster planning process is the County’s plannedinvestment in Judicial Facilities, which is part of theCriminal Justice element.

The County also engages in long-term planning forroutine capital expenditures. For example, hiringconsultants to evaluate the County’s long term needsfor roof maintenance or mechanical system replace-ment helps anticipate these routine types of capitalexpenditures for many years into the future. Thesetypes of assessments ensure the County allocatesfunding to make these needed repairs or replace-ments at an appropriate time that is not too soon (inorder to avoid waste) and not too late (in order toavoid secondary problems or the exceptionally highmaintenance that can be associated with buildingsystems that are past life cycle). Long-term assess-ments of routine capital expenditures also help theCounty to smooth the financial impact of these proj-ects on the capital improvement plan.

Critical Needs AssessmentCounty departments assess the needs for other capitalinvestments as part of the annual budget process.Staff from the departments of Budget and Manage-ment Services, Facilities Design and Constructionand General Services Administration meet annuallywith other County departments who are requestingthat new projects be added to the seven-year CIP. Forprojects not driven by master plans or other long-term plans, departments prepare business cases tojustify the new projects and to explain the impact onservice delivery. One example of a project added tothe CIP through this process is the expansion andimprovement of the county animal shelter. Thisimprovement will allow the facility to handleincreased animal housing capacity (part of theCounty Buildings element).

Project Prioritization Within limited funding available for capital projects,the County annually must prioritize potential capitalprojects. For many capital expenditures, prioritiza-tion is an outgrowth of the master planning process.Adjustments are made, as necessary, through tech-nical assessments of the long-term needs and timingrequirements. In some cases, staff and technicalteams revisit master plans to compare the plans’assumptions against current needs for renovationsand new facilities. The timing for projects is alsoreviewed by technical user teams such as the CourtFacility Space Planning Committee, and by theCounty's Senior Management team. The Board ofCommissioners also reviews and adjusts the prioritiesof projects through planning retreats and the budgetprocess. In determining what expenditures will befunded and when those expenditures should occur,the County evaluates all possible capital projectsagainst the following ranked goals:

Ensure life, safety, and basic environmental concerns.Investments in building security improvements,renovations to meet safety and health concerns, anddetention security infrastructure illustrate these typesof investments.

Provide operating expense savings. Investments suchas energy-saving projects in buildings or constructing

2010 Fiscal Year Recommended Budget Capital Budget Process 261


libraries instead of leasing space provide long-termoperating costs savings.

Maintain the integrity of current capital assets. Proj-ects such as roof replacements and space renovationsthat improve service delivery illustrate these types ofprojects

Improve existing facilities and infrastructure to meetemerging needs and higher service levels.

Without expanding the County's existing role, addnew facilities based on approved plans. These types ofinvestments include new libraries, detention facilities,regional parks, community school parks, affordablehousing, regional governmental centers, open spacepreservation and school construction.

Expand the County's service delivery role withinvestments in facilities or infrastructure.

Match contributions by partners to support commu-nity infrastructure. Projects funded through thecommunity capital projects account and the MajorFacilities Capital Trust Fund represent this type ofleveraged investment for community developmentand improvement.

In-Depth Cost Estimation and Funding Capacity AnalysisOn an annual basis, staff from the departments ofBudget and Management Services, Facilities Designand Construction and General Services Administra-tion conduct in-depth reviews of cost estimates andexpenditure forecasts for construction and operatingcosts. In addition, the Budget and ManagementServices department, in coordination with theFinance Department, uses the County’s long-termfinancial planning model to assess the fundingcapacity available in the seven-year capital horizon.Funding capacity results from two fundamental strat-egies that the County uses to finance the capital plan.First, it has dedicated two funding streams specifi-cally to the capital plan; second, it uses debt to fundprojects with costs beyond the reach of the dedicatedfunding streams.

Cash FundingDedicating annual revenue streams for the capitalplan is essential for the plan’s long-term success. Italso requires a great deal of fiscal discipline. TheCounty has chosen to set aside 16.5 cents of the prop-erty tax rate each year to fund current and futurecapital expenditures and debt service payments. TheCounty also dedicates the interest earnings from theGeneral Fund to the capital plan. Since debt servicepayments and investment earnings are both interestrate sensitive, the two are linked together to leveragethe variable debt portion of our portfolio. In additionto funding current projects, these dedicated revenuestreams are critical because they ensure that funds areavailable to make debt service payments. Specifically,funds are set aside each year in a debt service fund tomake current year debt service payments and newdebt service payments as debt is incurred in thefuture years of the CIP planning period.

Debt FundingThe County also funds the capital plan with long-term debt. The majority of the County’s debt has beenapproved by the citizens through bond referenda. Theleveraging of debt funding against cash enables theCounty to meet the growing capital needs in a fiscallyresponsible manner. Given the County's AAA bondrating (the highest rating available) from all threerating agencies, the interest rates incurred on the debtare very favorable, and voter-approved general obli-gation bonds represent the least expensive form ofdebt to the County. The cost of the capital is thenspread over multiple years so that current and futuretaxpayers share the cost and benefits of the facilities.

Financial Planning ModelThe County uses a financial planning model to eval-uate the impacts of capital decisions on both theCounty’s debt policy targets and the operatingbudget. The financial model evaluates the impact ofdecisions on three primary goals:

Maintain the debt service fund balance at a minimumlevel of 19% of the next year’s debt service expendi-tures;

Maintain a debt-to-cash funding ratio between 70%and 85% over the life of the seven year plan; and

262 Capital Budget Process 2010 Fiscal Year Recommended Budget


Maintain an adequate capital projects fund balance toallow long-term flexibility and reserves for unantici-pated needs.

A copy of the financial planning model is behind the“Financial Planning Model” tab within this book.

2010 Fiscal Year Recommended Budget Capital Budget Process 263

How to Read the Community Improvement Plan

This CIP document groups the capital projects intofive broad categories (e.g., Education) according tosimilarity of funding sources. Each category containsone or more smaller grouping of projects called“elements” (e.g., the Education category contains two

elements: Wake County Public School System andWake Technical Community College). The followingchart outlines this structure and explains each cate-gory’s primary funding sources.

Throughout the document, the following informa-tion is presented for each element:

Financial Summary: Presents the FY 2010 appropria-tion (a financial commitment by the Board ofCommissioners), FY 2011-2016 planned appropria-tions (a tentative plan not representing a fundingcommitment), and the operating impact of theplanned projects. Cost estimates for FY 2011-2016will be refined as design, engineering, and coststudies are completed during FY 2010 and beyond.

Seven-Year CIP Summary: A synopsis of eachelement’s physical and financial scope, and the time-frame for completing major projects and phases.

History/Background: This section discusses masterplans and/or major issues that shape the currentactivities and the future of service delivery.

Project Accomplishments in FY 2009

Horizon Issues: Potential future projects not fundedin the current CIP.

Operating Impact: Future costs that will need to bepaid from the County’s operating budget to operatethe facility.

Project Pages: Where useful, detailed pages aboutindividual projects within an element are included toprovide more information about each plannedproject and how the capital dollars will be spent.

Category Primary Funding Sources Elements Within CategoryCounty Capital County Capital projects are primarily funded with Ad Valorem tax

revenues, general obligation bonds, or certificates of participation. Other revenue sources may include grants, water/sewer loan repayments, and payments from municipal partners.

Affordable HousingAutomationCommunity Capital ProjectsCounty Building ImprovementsCriminal JusticeLibrariesOpen Space PreservationParks and RecreationPublic SafetyEconomic Development

Education Education Capital projects are generally debt funded. Other funding comes from a transfer from the General Fund.

Wake County Public School SystemWake Technical Community College

Fire Tax District Fire Capital Projects are primarily funded with an annual transfer from the Fire Tax District Special Revenue Fund.

Fire/Rescue

Major Facilities Capital Trust Fund

These projects are funded with an annual transfer from the Major Facilities Special Revenue Fund. Occasionally other minor revenue sources may be used.


Solid Waste Solid Waste Capital projects are funded with transfers from the Solid Waste Enterprise Fund.

Solid Waste

264 How to Read the Community Improvement Plan 2010 Fiscal Year Recommended Budget

How to Read the Community Improvement Plan

When developing the seven-year CommunityImprovement Plan, the County must carefully eval-uate the financial impacts of each project. Thisincludes not only the initial capital cost but also thelong-term impact on the County’s General Fundoperating budget and other operating funds. Forexample, a new library will require General Fundoperating budget support as long as it is operated.The Operating Budget Impact table (highlighted laterwithin section) shows the known operating impacton the General Fund for the projects planned in theFY 2010-2016 CIP; more detailed information isshown on individual project pages within this docu-ment. When possible, these estimates have beenbased on current operating costs for comparablefacilities, with an inflation factor built into those esti-mates that are for future years. It should be noted thatestimates are refined as the project moves forward inthe CIP.

Some capital projects have minimal budget impactand can be absorbed within current operating dollars.For example, a County Building Improvementsproject to renovate a storage area into usable officeswill have minimal impact on the cost of maintainingthe space and will not require additional staff.However, the construction of Phase II of theHammond Road Detention Center will require newoperating funds for both staff and facility mainte-nance. In some cases, operating impacts are providedfor equipment acquisition. In these instances, theincreased cost reflects additional resources needed tomaintain the new equipment.

2010 Fiscal Year Recommended Budget How to Read the Community Improvement Plan 265

FY 2010 Appropriations and Funding Sources

FY10 Capital Uses FY10 Capital Uses (cont'd)County Capital Fund Major Facilities Capital Trust FundAffordable Housing $ 650,000 Five County Stadium $667,000Automation 3,625,000 Marbles Children’s Museum 113,000Community Capital Projects 500,000 Imax 120,000County Building Improvements 9,252,000 Reserve for Future Major Facilities

Projects83,000

Criminal Justice Detention Facilities 152,553,000 Solid Waste Capital Fund Justice Center 178,078,000 Solid Waste $4,020,000 General Criminal Justice 3,392,000Libraries Northeast Regional Library 3,517,000 TOTAL FY 2010 USES $427,994,000Parks and Recreation Community Use of Schools 300,000 FY10 Capital Sources Existing Parks Facility Improvements 250,000 Randleigh Farm 300,000 Transfer In - Ad Valorem Tax $48,190,000Public Safety Transfer In - County Capital 1,500,000 EMS Facilities 553,0000 Transfer In - Solid Waste Enterprise 4,020,000 EMS Defibrilators 800,000 Transfer In - Grants Fund 120,000 800 Megahertz System 402,000 Bonds - Authorized 13,519,000 CAD Improvements 709,000 Bonds Authorized and Unissued 25,103,000Economic Development Other Debt to be Issued 326,420,000 On Site Water and Sewer 30,000 Federal ARRA Funds 3,000,000 Economic Incentives 138,000 Fire Tax District Revenue 4,050,000Transfer to Wake Tech Capital 1,500,000 Hotel/Motel & Prepared Food Tax 1,000,000Reserve for Future Projects 12,000 Charges for Services (Sprint-Nextel) 295,000Subtotal: County Capital $356,561,000 Appropriated Fund Balance 709,000

Non-Pooled Investments 68,000EducationWake County Public School System $15,068,000 TOTAL FY 2010 SOURCES $427,994,000Wake Technical Community College 47,295,000

Fire Tax District Capital FundFire/Rescue $ 4,050,000

266 FY 2010 Appropriations and Funding Sources 2010 Fiscal Year Recommended Budget

taile
DeDetailed Seven-Year Summary of Sources and Uses
County Capital: Uses

FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016Total

FY10-16

Affordable HousingAffordable Housing Transfer

650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000

Subtotal: Affordable Housing

650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000

AutomationBusiness Applications 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000Computer Equipment 913,000 1,300,000 1,600,000 1,750,000 1,750,000 2,000,000 2,000,000 11,313,000Enterprise Infrastructure

1,562,000 1,089,000 1,126,000 1,963,000 1,250,000 1,250,000 1,250,000 9,490,000

Major Projects 1,000,000 350,000 500,000 500,000 500,000 850,000 350,000 4,050,000

Subtotal: Automation

3,625,000 2,889,000 3,376,000 4,363,000 3,650,000 4,250,000 3,750,000 25,903,000

Community CapitalAlliance Medical Ministry

250,000 250,000 95,000 – – – – 595,000

Hospice of Wake County

250,000 250,000 250,000 250,000 250,000 – – 1,250,000

Reserve for Future Projects

– – 155,000 250,000 250,000 500,000 500,000 1,655,000

Subtotal: Community Capital

500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000

County Building ImprovementsAnimal Shelter 1,700,000 – – – – – – 1,700,000Major Building Renovations

1,976,000 1,949,000 2,026,000 2,026,000 1,464,000 – – 9,441,000

Mechanical, Electrical and Plumbing Projects

888,000 130,000 21,000 – 144,000 412,000 140,000 1,735,000

Mental Health Continuum of Care

2,500,000 – – – – – – 2,500,000

Minor Building Projects

1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 8,400,000

Southeast Raleigh Reclaimed Water

700,000 – – – – – – 700,000

Roofing Projects 56,000 596,000 – – 167,000 1,787,000 – 2,606,000Security Improvements County Buildngs

232,000 – – – – – – 232,000

Subtotal: County Building Improvements

9,252,000 3,875,000 3,247,000 3,226,000 2,975,000 3,399,000 1,340,000 27,314,000

2010 Fiscal Year Recommended Budget Detailed Seven-Year Summary of Sources and Uses 267

Detailed Seven-Year Summary of Sources and Uses

Criminal JusticeDetention Facilities 152,553,000 – 10,500,000 – – 972,000 – 164,025,000General Criminal Justice

3,392,000 4,627,000 4,306,000 8,651,000 4,115,000 3,505,000 – 28,596,000

Justice Center Complex

178,078,000 – – 11,000,000 1,700,000 – – 190,778,000

Subtotal: Criminal Justice

334,023,000 4,627,000 14,806,000 19,651,000 5,815,000 4,477,000 – 383,399,000

Economic DevelopmentEconomic Incentives 138,000 1,885,000 1,091,000 1,068,000 1,039,000 884,000 726,000 6,831,000Off-site Water and Sewer

30,000 2,679,000 30,000 5,000 – – – 2,744,000

On-site Water and Sewer

– – 300,000 300,000 300,000 – – 900,000

Subtotal: Economic Development

168,000 4,564,000 1,421,000 1,373,000 1,339,000 884,000 726,000 10,475,000

LibrariesCary Regional Library – 200,000 694,000 12,240,000 – – – 13,134,000Upgrades to Existing Library Facilities

– 1,082,000 613,000 349,000 717,000 428,000 – 3,189,000

Fuquay-Varina Library

– 2,102,000 2,585,000 – – – – 4,687,000

Middle Creek Library – 3,580,000 771,000 – – – – 4,351,000Morrisville Library – – 291,000 4,634,000 – – – 4,925,000Northeast Regional Library

3,517,000 – – – – – – 3,517,000

North Hills Library – 281,000 4,477,000 – – – – 4,758,000

Subtotal: Libraries 3,517,000 7,245,000 9,431,000 17,223,000 717,000 428,000 – 38,561,000

ParksExisting Parks Facility Improvements

250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000

Randleigh Farm 300,000 – – – – – – 300,000Community Use of School Parks

300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000

Subtotal: Parks 850,000 550,000 550,000 550,000 550,000 550,000 550,000 4,150,000

Program-wide ProjectsReserve for Future Projects

12,000 8,425,000 –- – 10,267,000 5,892,000 16,675,000 41,271,000



FY10-16

268 Detailed Seven-Year Summary of Sources and Uses 2010 Fiscal Year Recommended Budget


Transfers to Other Funds

1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000

Subtotal: Program-wide Projects

1,512,000 9,925,000 1,500,000 1,500,000 11,767,000 7,392,000 18,175,000 51,771,000

Public Safety800 Megahertz System

402,000 2,045,000 1,978,000 1,978,000 – – – 6,403,000

CAD Improvements 709,000 – – – – – – 709,000EMS Defibrillators 800,000 828,000 – – – 800,000 828,000 3,256,000EMS Projects 553,000 216,000 1,671,000 1,728,000 1,645,000 2,438,000 – 8,251,000

Subtotal: Public Safety

2,464,000 3,089,000 3,649,000 3,706,000 1,645,000 3,238,000 828,000 18,619,000

Total: County Capital Uses

356,561,000 38,264,000 39,480,000 53,092,000 29,958,000 26,118,000 26,869,000 570,342,000

County Capital: Sources


FY10-16

Law Enforcement – 1,928,000 1,180,000 – – – – 3,108,000Authorized and Unissued

– 7,245,000 9,431,000 17,223,000 717,000 428,000 – 35,044,000

Appropriated Fund Balance

709,000 – – – – – – 7,797,000

Transfers From General Fund

22,500,000 29,041,000 27,756,000 28,731,000 29,241,000 25,690,000 26,869,000 189,828,000

Reserve for Replacements

– – 441,000 – – – – 441,000

Other 3,000,000 – – – – – – 3,000,000Transfers From Grant Fund

120,000 – – – – – – 120,000

Criminal Justice Debt 326,420,000 – – – – – – 326,420,000Transfer From Capital Reserve

– – 622,000 7,088,000 – – – 8,332,000

Library 3,517,000 – – – – – – 3,517,000Outside Agencies 295,000 50,000 50,000 50,000 – – – 445,000

Total: County Capital Sources

356,561,000 38,264,000 39,480,000 53,092,000 29,958,000 26,118,000 26,869,000 570,342,000



FY10-16



Education: Uses


FY10-16

Wake Technical Community CollegeGeneral Repairs and Renovations

500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000

Minor Capital 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000Wake Tech Renovation Projects

3,553,000 2,948,000 – – – – – 6,501,000

Wake Tech Public Safety Training Center

12,917,000 – – – – – – 12,917,000

Wake Tech Health Sciences Phase II

12,021,000 35,446,000 – – – – – 47,467,000

Wake Tech Northern Campus

17,304,000 3,460,000 – – – – – 20,764,000

Subtotal: Wake Technical Community College

47,295,000 43,354,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 98,149,000

Wake County Public School SystemCIP 2006 15,000,000 54,101,000 113,500,000 – – – – 182,601,000Reserve for Future Projects

68,000 69,000 208,000 214,000 220,000 227,000 234,000 1,240,000

Subtotal: Wake County Public School System

15,068,000 54,170,000 113,708,000 214,000 220,000 227,000 234,000 183,841,000

Total: Education Uses

62,363,000 97,524,000 115,208,000 1,714,000 1,720,000 1,727,000 1,734,000 281,990,000

Education: Sources


FY10-16

Transfers From CP/Co Construction

1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000

Authorized and Unissued

25,103,000 83,798,000 113,500,000 – – – – 222,401,000

Generic Bond Proceeds

10,002,000 – – – – – – 10,002,000


25,690,000 12,157,000 – – – – – 37,847,000

Non-Pooled Investments

68,000 69,000 208,000 214,000 220,000 227,000 234,000 1,240,000

Total: Education Sources

62,363,000 97,524,000 115,208,000 1,714,000 1,720,000 1,727,000 1,734,000 281,990,000



Fire Rescue: Uses


FY10-16

Fire/RescueFire Apparatus and Vehicles

806,000 1,876,000 1,234,000 337,000 1,888,000 2,738,000 1,456,000 10,335,000

Fire Facilities 2,040,000 68,000 68,000 68,000 308,000 2,716,000 – 5,268,000Reserve for Future Projects

276,000 – – – – – 395,000 671,000

Fire Equipment and Small Capital

928,000 1,545,000 1,194,000 1,266,000 487,000 671,000 503,000 6,594,000

Subtotal: Fire/Rescue

4,050,000 3,489,000 2,496,000 1,671,000 2,683,000 6,125,000 2,354,000 22,868,000

Total: Fire Rescue Uses

4,050,000 3,489,000 2,496,000 1,671,000 2,683,000 6,125,000 2,354,000 22,868,000

Fire Rescue: Sources


FY10-16

Debt to be Authorized 1,750,000 754,000 579,000 – 1,214,000 3,677,000 896,000 8,870,000Appropriated Fund Balance

– 964,000 582,000 377,000 198,000 1,159,000 – 3,280,000

Transfers From Special Districts Fund

2,300,000 1,771,000 1,335,000 1,294,000 1,271,000 1,289,000 1,458,000 10,718,000

Total: Fire Rescue Sources

4,050,000 3,489,000 2,496,000 1,671,000 2,683,000 6,125,000 2,354,000 22,868,000

Major Facilities: Uses


FY10-16

Major Facilities Capital Trust FundFive County Stadium 667,000 648,000 694,000 – – – – 2,009,000IMAX 120,000 – – – – – – 120,000Reserve for Major Facilities Future Projects

83,000 280,000 133,000 840,000 1,000,000 1,000,000 1,000,000 4,336,000

Marbles Children's Museum

130,000 72,000 173,000 160,000 – – – 535,000

Subtotal: Major Facilities Capital Trust Fund

1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000

Total: Major Facilities Uses

1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000



Major Facilities: Sources


FY10-16

Transfers From Major Facilities

1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000

Total: Major Facilities Sources

1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000

Solid Waste: Uses


FY10-16

Solid WasteMulti-material and Convenience Centers

800,000 2,000,000 2,000,000 – – – – 4,800,000

South Wake Landfill 1,220,000 – 1,200,000 1,326,000 7,630,000 – – 11,376,000Permanent Storm Debris Site

– 1,500,000 – – – – – 1,500,000

Landfill Gas Development

2,000,000 80,000 500,000 – – 750,000 – 3,330,000

Subtotal: Solid Waste

4,020,000 3,580,000 3,700,000 1,326,000 7,630,000 750,000 – 21,006,000

Total: Solid Waste Uses

4,020,000 3,580,000 3,700,000 1,326,000 7,630,000 750,000 – 21,006,000

Solid Waste: Sources


FY10-16


800,000 – 300,000 – – – – 1,100,000

Miscellaneous 1,000,000 – 200,000 1,326,000 4,930,000 – – 7,456,000Transfers From Solid Waste Enterprise

2,220,000 1,580,000 3,200,000 – 2,700,000 750,000 – 10,450,000

Sale of Fixed Assets – 2,000,000 – – – – – 2,000,000

Total: Solid Waste Sources

4,020,000 3,580,000 3,700,000 1,326,000 7,630,000 750,000 – 21,006,000


Operating Budget Impact

Some operating costs associated with certainelements (like the Fire Tax District and Solid Waste,which are denoted with an asterisk) are not borne bythe General Fund and are therefore, not shown here.

When developing the seven-year CommunityImprovement Plan, the County must carefully eval-uate the financial impacts of each project; thisincludes not only the initial capital cost but also thelong-term impact on the County’s General Fundoperating budget and other operating funds.Forexample, a new library will require General Fundoperating budget support as long as it is operated.The table above shows the known operating impacton the General Fund for the projects planned in theFY 2010-2016 CIP; more detailed information isshown on individual project pages within this docu-ment. When possible, these estimates have beenbased on current operating costs for comparablefacilities, with an inflation factor built into those esti-mates that are for future years. It should be noted thatestimates are refined as the project moves forward inthe CIP.

Some capital projects have minimal budget impactand can be absorbed within current operating dollars.For example, a County Building Improvements

project to renovate a storage area into a usable officewill have minimal impact on the cost of maintainingusable space and will not require any new, additionalCounty staff. However, the construction of Phase II ofthe Hammond Road Dentention Cneter will requirenew operating budget dollars for both staff andfacility maintenance. In some cases, operatingimpacts are provided for equipment acquisition. Inthese instances, the operating costs shown reflect thecost to maintain the new equipment beyond currentresources.

New General Fund Operating Impact FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 TOTAL

County Capital ElementsAutomation - - 265,000 260,000 254,000 - - 779,000County Building

Improvements27,000 93,000 - - - - - 120,000

Criminal Justice - - 6,495,000 13,969,000 6,045,000 - 26,509,000Libraries 378,000 40,000 1,122,000 944,000 1,094,000 1,167,000 711,000 5,456,000Public Safety 97,000 119,000 141,000 163,000 186,000 216,000 922,000

Education Elements -Wake County Public Schools 3,595,000 2,272,000 - 1,065,000 1,326,000 - - 8,258,000Wake Technical Community

College18,000 415,000 255,000 293,000 229,000 - - 1,298,000

Fire Tax District* - - - - - - - -Solid Waste* - - - - - - - -Total Operating Budget Impact

4,115,000 3,204,000 8,273,000 16,688,000 8,880,000 1,383,000 711,000 43,254,000

2010 Fiscal Year Recommended Budget Operating Budget Impact 273

Horizon Issues

The following capital projects are either unfunded inthe current CIP or have received only partial funding.They are included here as horizon issues for futureCommunity Improvement Plans; more discussion ofhorizon issues may be found on some of the respec-tive element pages.

Element Project Cost Estimate

Automation Sheriff’s Office Migration to OSSI Product LineRapid ID and Safe ID (Infrastructure and Mobile Use)Child Care Subsidy SystemPCMS ReplacementPlanning and Permitting SystemWindows Laptop/PC Operating SystemTelecom ImprovementsDocument Management

$ 1,200,0001,000,0001,100,0001,000,0003,500,000

900,0005,840,0002,000,000

County Building Improvements

Electronic Security ImprovementsNorth Wake Landfill Refueling StationSpace Planning County BuildingsAlcoholism Treatment Center Building ReuseFirearms Training CenterFuture Facility Condition Assessments

1,083,000835,000300,000

1,600,0001,000,000

TBD

Parks Future Park ConstructionPark, Recreation and Open Space Master Planning

26,300,000305,000

Public Safety Replacement of the 800 MHz Communication SystemSheriff’s Communication Center

45,000,0002,100,000

Total All Horizon Projects $95,063,000

274 Horizon Issues 2010 Fiscal Year Recommended Budget

Community Improvement Plan Project

Project Name Revenue BudgetUnrealized Revenue

Expenditure Budget

Total Expenditures & Obligations

Available Expenditure Budget

Automation CIPBusiness Applications

002A General Business Applications 5,393.56 0.00 5,393.56 5,393.56 0.00006A Mental Health System Migration 2,147,000.00 0.00 2,147,000.00 1,487,431.48 658,961.40010A Finance/Hr System Replacement 8,983,000.00 0.00 8,983,000.00 8,675,433.70 307,566.30017A Major System Replacements 3,993,924.39 0.00 3,993,924.39 327,880.20 3,666,044.19028A Emergency Sys Upgrade @ $161,725 183,031.79 0.00 183,031.79 183,031.79 0.00030A CCBI Photo Lab Project 112,565.00 0.00 112,565.00 100,888.88 11,676.12058A Planning and Permitting System 238,945.00 -0.44 238,945.00 238,945.44 -0.44129A TAS REPLACEMENT PROJ @ $28,800 28,800.00 0.00 28,800.00 0.00 28,800.00

132A ANIMAL CONTROL MANAGEMENT SYSTEM 74,403.00 0.00 74,403.00 58,501.74 15,901.26133A Provider Management Catalog 11,655.00 0.00 11,655.00 4,983.72 6,671.28134A Onsite Septic Systems Tracking Database 92,268.00 0.00 92,268.00 60,922.50 31,345.50202A Revenue Circuit Breaker Project 99,000.00 0.00 99,000.00 89,236.00 9,764.00

203A Sheriff On Duty - Off Duty Scheduling System 25,000.00 0.00 25,000.00 25,000.00 0.00204A Risk Management System 100,000.00 0.00 100,000.00 0.00 100,000.00205A VSO Service Management System 3,500.00 0.00 3,500.00 2,000.00 1,500.00

Business Applications Total 16,098,485.74 -0.44 16,098,485.74 11,259,649.01 4,838,229.61

Computer Equipment198A New Equipment 2009 1,440,147.20 0.00 1,440,147.20 1,325,634.34 114,512.86199A Maintenance Library 2009 677.50 0.00 677.50 1,197.59 -520.09200A Upgrade 2009 15,365.86 0.00 15,365.86 19,415.20 -4,049.34201A Telephone Equipment 2009 22,723.07 0.00 22,723.07 3,126.94 19,596.13

Computer Equipment Total 1,478,913.63 0.00 1,478,913.63 1,349,374.07 129,539.56

Enterprise Network

113A TELECOMMUNICATIONS STRATEGIC PLAN 369,500.00 0.00 369,500.00 369,500.00 0.00

116A LIBRARIES HARDWARE/SOFTWARE 2008 16,868.00 0.00 16,868.00 0.00 16,868.00119A SECURITY 2008 60,196.58 0.00 60,196.58 43,619.15 16,577.43187A MS Office Acquisition 415,000.00 0.00 415,000.00 407,690.04 7,309.96188A Security Strategy Implementation 200,000.00 0.00 200,000.00 28,662.50 171,337.50189A Swinburne Re-Wiring 1,020,000.00 0.00 1,020,000.00 446,713.01 573,286.99192A Business Applications 2009 51,219.46 0.00 51,219.46 1,219.46 50,000.00193A Customer Service Projects 2009 35,000.00 0.00 35,000.00 0.00 35,000.00194A GIS Hardware/Software 2009 75,000.00 0.00 75,000.00 29,121.97 45,878.03195A Security 2009 85,000.00 0.00 85,000.00 62,670.65 22,329.35196A Servers 2009 262,000.00 0.00 262,000.00 249,962.86 12,037.14197A Wide Area Network 2009 171,000.00 0.00 171,000.00 104,998.84 66,001.16

Enterprise Network Total 2,760,784.04 0.00 2,760,784.04 1,744,158.48 1,016,625.56

Major Automation Projects191A Lotus Notes Upgrade 1,200,000.00 0.00 1,200,000.00 715,474.68 482,977.50

Major Automation Projects Total 1,200,000.00 0.00 1,200,000.00 715,474.68 482,977.50

Automation CIP Total 21,538,183.41 -0.44 21,538,183.41 15,068,656.24 6,467,372.23

The FY 2010 - FY 2016 Community Improvement Plan is composed of specific projects, which are rolled up to programs and elements, that are presented in the FY 2010 Recommended Budget book. For example, project 006A (Mental Health System Migration) is part of the business applications program, which is part of the Automation Element. Often appropriations support projects that are currently underway. In other instances, projects may be fully appropriated in one fiscal year, but take several fiscal years to complete. The following is a list of project balances as of April 30, 2009 for both revenues and expenditures for all County Capital Projects. Please note that the unrealized revenue column represents revenue that has not yet been received. In some instances, this involves appropriations that were made, but because of economic conditions, bond and other debt sales have not occurred, and thus the projects are currently unfunded. The available expenditure budget may not include obligations or encumbrances that have not yet been entered in the County's financial system.

Community Improvement Plan Project Balances as of April 30, 2009

2010 Fiscal Year Recommended Budget Community Improvement Plan Project 275



Expenditure Budget



Community Capital ProjectsCommunity Capital Projects

001C General Community Planned Projects 0.00 0.00 0.00 0.00 0.00007C Hospice of Wake County 750,000.00 0.00 750,000.00 750,000.00 0.00

Community Capital Projects Total 750,000.00 0.00 750,000.00 750,000.00 0.00

County Building ImprovementsCounty Building Security Projects

127B Security Improvements-Phase 5 1,009,654.66 0.00 1,009,654.66 1,076,249.21 -66,594.55128B Security Improvements-Phase 6 888,481.90 0.00 888,481.90 770,540.64 117,941.26

County Building Security Projects Total 1,898,136.56 0.00 1,898,136.56 1,846,789.85 51,346.71Energy Conserving Projects

007B Energy Conserving Projects - General 376,697.00 0.00 376,697.00 376,697.00 0.00015B PSC Andover Controller Upgrade 606,833.44 0.00 606,833.44 606,833.44 0.00

Energy Conserving Projects Total 983,530.44 0.00 983,530.44 983,530.44 0.00

Major County Building Projects019B Facilities Condition Assessment 402,248.87 0.00 402,248.87 401,488.54 760.33026B PSC Improvements - Phase 5 1,170,924.57 0.00 1,170,924.57 1,075,291.51 95,633.06

151BFIREARMS ED TRAINING CTR IMPROVEMENTS 300,000.00 0.00 300,000.00 0.00 300,000.00

164B Youth & Health Services - BLDG Improve 600,000.00 0.00 600,000.00 509,404.02 90,595.98166B WCOB Domestic Water System 175,000.00 0.00 175,000.00 142,933.38 32,066.62188B Facility Condition Upgrades 795,000.00 0.00 795,000.00 14,720.00 780,280.00198B Animal Shelter Expansion 607,365.46 0.00 607,365.46 213,196.85 394,168.61200B Mental Health Continuum 22,500,000.00 2,000,000.00 22,500,000.00 6,454,317.43 16,045,682.57

Major County Building Projects Total 26,550,538.90 2,000,000.00 26,550,538.90 8,811,351.73 17,739,187.17

Mechanical, Electrical And Plumbing080B Mechanical, Electrical & Plumbing - Gen -492.58 0.00 -492.58 -492.58 0.00090B General Services Center 374,131.60 0.00 374,131.60 343,167.30 30,964.30

150B PSC ELECTRONIC WATER SAVING PROJ 268,000.00 0.00 268,000.00 24,659.24 243,340.76172B Youth & Health Services - HVAC 964,195.00 0.00 964,195.00 772,931.07 191,263.93204B PSC Chiller Replacement 70,000.00 0.00 70,000.00 65,000.00 5,000.00205B Swinburne HVAC Replacement 67,000.00 0.00 67,000.00 0.00 67,000.00

Mechanical, Electrical And Plumbing Total 1,742,834.02 0.00 1,742,834.02 1,205,265.03 537,568.99

Minor CIP Projects037B General Bld Renov - Minor-General 0.00 0.00 0.00 0.00 0.00052B General Bld Renov- Minor- WCOB Oil Pipe 85,135.86 0.00 85,135.86 85,135.86 0.00148B Willow Springs FD Well, Pump & Tank 28,525.37 0.00 28,525.37 19,025.37 9,500.00149B HS Swinburne/Auto Entrance Doors 50,000.00 0.00 50,000.00 6,500.00 43,500.00

157BSOUTHERN REGIONAL CENTER RENOVATION 394,906.57 0.00 394,906.57 349,589.62 45,316.95

159B CSC INSULATION REPAIR 1,477.50 0.00 1,477.50 0.00 1,477.50160B FY08 ASPHALT IMPROVEMENTS 88,797.52 0.00 88,797.52 88,797.52 0.00161B WCCH 7TH FLOOR TOILET UPGRADES 25,000.00 0.00 25,000.00 2,275.00 22,725.00162B WCOB DATA CNT SPRINKLER SYSTEM 70,978.00 0.00 70,978.00 70,978.00 0.00191B WCCH 8th Floor Mechanical Upgrade 78,480.00 0.00 78,480.00 78,070.00 410.00


276 Community Improvement Plan Project 2010 Fiscal Year Recommended Budget



Expenditure Budget



192B Swinburne Ice Harvester Replacement 7,500.00 0.00 7,500.00 7,500.00 0.00193B HS Swinburne Security Upgrades 191,147.78 0.00 191,147.78 30,904.00 160,243.78194B GSA Mechanical Replacement Design 88,439.87 0.00 88,439.87 61,572.00 26,867.87195B WCOB Elevator Cab Finish Upgrades 812.00 0.00 812.00 812.00 0.00201B SRC Finish Upgrades 108,500.00 0.00 108,500.00 108,500.00 0.00202B WCOB 13th Floor HVAC Upgrade 90,388.11 2,408.11 90,388.11 90,388.11 0.00207B WCCH 12th Floor Office Renovation 45,596.27 0.00 45,596.27 45,596.27 0.00

Minor CIP Projects Total 1,355,684.85 2,408.11 1,355,684.85 1,045,643.75 310,041.10

Roofing Projects098B Roof Replacements - General 271,185.71 0.00 271,185.71 1.01 271,184.70107B Fellowship House Roof Replacement 32,426.06 0.00 37,305.06 9,710.06 27,595.00109B Fire Training Center 21,000.00 0.00 21,000.00 2,000.00 19,000.00167B PSC Roof Replacement 1,412,604.00 0.00 1,412,604.00 1,215,859.23 196,744.77168B OakView - Main House Roof Replace 14,000.00 0.00 14,000.00 580.00 13,420.00

169B Southern Regional Center Roof Replacement 309,562.00 0.00 309,562.00 296,937.05 12,624.95170B Farm History Ctr Roof Replacement 49,635.00 0.00 49,635.00 4,670.00 44,965.00

196B Crosby-Garfield Center Roof Replacement 325,000.00 0.00 325,000.00 186,420.36 138,579.64206B Cornerstone Roof Replacement 100,000.00 0.00 95,121.00 9,158.19 85,962.81

Roofing Projects Total 2,535,412.77 0.00 2,535,412.77 1,725,335.90 810,076.87

County Building Improvements Total 35,066,137.54 2,002,408.11 35,066,137.54 15,617,916.70 19,448,220.84

Criminal Justice CIPDetention Facilities

007J Detention Phase 2 Hammond Site 23,760,845.52 19,285,259.54 23,760,845.74 19,655,010.76 4,105,834.98008J Detention Phase 2 PSC Site 612,151.72 0.00 612,152.06 308,012.97 304,139.09

Detention Facilities Total 24,372,997.24 19,285,259.54 24,372,997.80 19,963,023.73 4,409,974.07Detention Security

013J Programmable Controller 573,142.57 0.00 573,142.57 68,379.88 504,762.69014J PSC Cameras 356,565.89 0.00 356,565.89 356,565.89 -111,830.08

054JDetention and Security Assessment Improvements 263,273.81 0.00 263,273.81 75,202.24 188,071.57

055J Hammond Road Digital Video 150,000.00 0.00 150,000.00 0.00 150,000.00Detention Security Total 1,342,982.27 0.00 1,342,982.27 500,148.01 731,004.18

Judicial Facilities018J General Judicial Facilities Planned Proj 709,468.74 0.00 709,467.94 709,467.94 0.00031J Davie St Parking Deck 29,744,361.66 0.00 29,744,361.66 29,424,610.77 319,750.89033J CTHS HVAC Improvements 2,500,799.95 0.00 2,500,799.95 2,373,712.46 127,087.49034J CTHS Elevators 6/7 Modifications 146,022.24 0.00 146,022.29 39,870.20 106,152.09036J CTHS 7th Fl Renovation 2,192,763.22 0.00 2,192,763.03 2,125,113.82 67,649.21040J CTHS 3rd Floor Renovation 4,007,753.72 0.00 4,007,754.00 3,687,773.81 319,980.19041J Criminal Court Displacements 2,364,000.00 0.00 2,364,000.00 1,781,025.81 582,974.19042J Justice Center 19,231,812.07 12,696,128.50 19,231,812.23 18,251,537.96 980,274.27047J CTHS Penthouse Renovations 31,960.00 0.00 31,960.00 28,728.29 3,231.71049J Courthouse 10th Floor Renovation 1,075,540.06 0.00 1,075,540.06 729,224.09 346,315.97021J Judicial-Update Of Master Plan 67.50 67.50 67.82 67.50 0.32

Judicial Facilities Total 62,004,549.16 12,696,196.00 62,004,548.98 59,151,132.65 2,853,416.33

Criminal Justice CIP Total 87,720,528.67 31,981,455.54 87,720,529.05 79,614,304.39 7,994,394.58





Expenditure Budget



Public Libraries CIPLibrary Projects

003L Master Libraries 88,714.51 14,080.75 88,714.51 88,714.51 0.00008L Leesville Branch Library 4,034,486.00 1,993,276.48 4,034,486.00 3,335,286.61 699,199.39009L Northeast Regional Library 8,283,685.77 -3,517,000.00 8,283,685.77 2,187,760.80 6,095,924.97014L Northeastern Regional Library - Books 1.00 -0.01 1.00 1.01 -0.01015L Leesville Library - Books 905,001.00 515,659.35 905,001.00 708,839.73 196,161.27019L City of Raleigh/Leesville Branch 900,000.00 402,464.00 900,000.00 560,347.79 339,652.21022L EIC HUD Grant 0.00 0.00023L Wake Forest Library 2,636,000.00 2,392,313.25 2,636,000.00 346,342.02 2,289,657.98024L Wake Forest Library - Books 709,000.00 709,000.00 709,000.00 0.00 709,000.00025L Middle Creek Library (Construction) 268,000.00 268,000.00 268,000.00 0.00 268,000.00026L Fuquay Varina Library (Construction) 315,000.00 315,000.00 315,000.00 0.00 315,000.00027L North Hills Library - Land & Construction 4,400,000.00 4,400,000.00 4,400,000.00 0.00 4,400,000.00028L Harrison Library FCA 515,000.00 515,000.00 515,000.00 0.00 515,000.00029L Olivia Raney Library FCA 65,000.00 65,000.00 65,000.00 0.00 65,000.00999L Library Bond/BAN Revenue 0.00 -2,466,834.83

Library Projects Total 23,119,888.28 5,605,958.99 23,119,888.28 7,227,292.47 15,892,595.81

Public Libraries CIP Total 23,119,888.28 5,605,958.99 23,119,888.28 7,227,292.47 15,892,595.81

Open SpaceOpen Space

017G Jeffcoat/Penny Road Tract Open Space 1,296,479.21 264,723.85 1,296,479.21 1,066,422.42 230,056.79018G Randleigh Tract Open Space 1,803,866.01 151,985.15 1,803,866.01 1,803,777.86 88.15027G Open Space Administration 295,623.85 0.00 295,623.85 293,763.94 1,859.91036G Unallocated Open Space 0.00 0.00 0.00 0.00 0.00037G Futrell Property/Swift Creek Open Space 699,763.41 0.00 699,763.41 699,763.41 0.00008G Pleasants Tract Open Space 2,418,733.77 0.00 2,418,733.77 2,418,733.77 0.00002G Open Space Phase 1 10,601,567.64 349,999.55 10,601,567.64 10,601,567.64 0.00999G Open Space Bond/BAN revenue 0.00 0.00046G Little River Reimbursement - Raleigh 0.00 -1,000,000.00

Open Space Total 17,116,033.89 -233,291.45 17,116,033.89 16,884,029.04 232,004.85

Open Space Total 17,116,033.89 -233,291.45 17,116,033.89 16,884,029.04 232,004.85

Parks And Recreation CIPCommunity Use Of School/Parks

004R General Community Use Of Schools 3,001.17 0.00 3,001.17 3,001.17 0.00027R River Bend Elementry (E-19) 250,000.00 0.00 250,000.00 20,948.09 229,051.91028R Cary Elementary (E-22) 250,020.00 20.00 250,020.00 250,020.00 0.00029R Raleigh Area Elementary (E-24) 450,000.00 0.00 450,000.00 450,000.00 0.00051R Fuquay Varina Area Elementary (E-27) 46,058.99 0.00 46,058.99 6,000.00 40,058.99

060R Comm Use of Sch/Wendell Area Elem/E-34 250,000.00 0.00 250,000.00 49,682.00 200,318.00061R Apex Area Elem/E-32 250,000.00 0.00 250,000.00 250,000.00 0.00

Community Use Of School/Parks Total 1,499,080.16 20.00 1,499,080.16 1,029,651.26 469,428.90

County Parks035R Southeast Regional Wake Co Park 2,566,089.64 713,997.66 2,566,089.64 2,014,604.68 551,484.96062R East Wake Regional Park ( Little River) 1,644,576.02 0.00 1,644,576.02 1,155,365.83 489,210.19

County Parks Total 4,210,665.66 713,997.66 4,210,665.66 3,169,970.51 1,040,695.15





Expenditure Budget



Existing Park Facility Improvements052R PARK FACILITY IMPROVEMENTS 703,315.76 0.00 703,315.92 616,609.39 86,706.53

Existing Park Facility Improvements Total 703,315.76 0.00 703,315.92 616,609.39 86,706.53

Other Park Projects033R Recreation Fees 0.00 -1,495,725.98

Other Park Projects Total 0.00 -1,495,725.98

Parks And Recreation CIP Total 6,413,061.58 -781,708.32 6,413,061.74 4,816,231.16 1,596,830.58

Public Safety CIP800 MHZ Radio Communications

036PAlphanumeric Paging Infrastructure Replacement 100,000.00 0.00 100,000.00 0.00 100,000.00

037P Simulcast Paging Addition 125,000.00 0.00 125,000.00 97,255.51 27,744.49

040PWake Forest Multicast Site Conversion to Simulcast Site 678,093.00 415,319.88 678,093.00 656,273.12 21,819.88800 MHZ Radio Communications Total 903,093.00 415,319.88 903,093.00 753,528.63 149,564.37

EMS012P EMS Defibrillators 1,348,534.96 0.00 1,348,534.96 1,315,747.72 32,787.24039P Durant Road Substation 1,250,000.00 0.00 1,250,000.00 0.00 1,250,000.00041P Garner #4, EMS Portion 680,000.00 0.00 680,000.00 0.00 680,000.00

EMS Total 3,278,534.96 0.00 3,278,534.96 1,315,747.72 1,962,787.24

Public Safety022P EMS Projects 124,778.05 0.00 124,778.05 82,595.42 42,182.63026P Former 911 Emergency Fund 0.00 -1,253,130.55

Public Safety Total 124,778.05 -1,253,130.55 124,778.05 82,595.42 42,182.63

Sheriff020P Sheriff's Training Facility 10,988,000.00 400,000.00 10,988,000.00 9,642,432.84 1,345,567.16

Sheriff Total 10,988,000.00 400,000.00 10,988,000.00 9,642,432.84 1,345,567.16

Public Safety CIP Total 15,294,406.01 -437,810.67 15,294,406.01 11,794,304.61 3,500,101.40

Water And SewerLittle River Reservior

032S Little River Reservoir 16,953,448.65 0.00 16,953,448.65 16,791,522.65 161,926.00033S Little River Reimbursement - Raleigh 0.00 0.00

Little River Reservior Total 16,953,448.65 0.00 16,953,448.65 16,791,522.65 161,926.00

RTP Water Reclamation005S General Planned Projects For Onsite Infr 750,000.00 0.00 750,000.00 36,556.55 713,443.45

RTP Water Reclamation Total 750,000.00 0.00 750,000.00 36,556.55 713,443.45





Expenditure Budget



008S General RTP Offsite Infrastructure Plan 3,050,385.15 0.00 3,050,385.15 448,110.63 2,602,274.52009S RTP Offsite Infrastructure Phase 3 3,220,981.84 0.00 3,220,981.84 3,220,981.84 0.00010S Jordan Lake Water Allocation 290,000.83 0.00 290,000.83 236,908.53 53,092.30019S Water Sewer Impact Fee Recovery 190,000.00 0.00 190,000.00 189,040.11 959.89

W/S Plan Implementation Total 6,751,367.82 0.00 6,751,367.82 4,095,041.11 2,656,326.71

Watershed Planning015S Jordan Lake Water Reclamation 9,257,900.00 5,830,162.35 9,257,900.00 1,237,363.92 8,020,536.08030S Stormwater System H & H Modeling 275,000.00 0.00 275,000.00 275,000.00 0.00

Watershed Planning Total 9,532,900.00 5,830,162.35 9,532,900.00 1,512,363.92 8,020,536.08

Water And Sewer Total 33,987,716.47 5,830,162.35 33,987,716.47 22,435,484.23 11,552,232.24

Program Wide Projects440 Co Construction - General - Revenue

001W Revenue Subfund For CIP 0.08 -3,409,509.24 0.00 0.00 0.00002W 440 County Const. General Funding CIP 2,750,000.07 0.07 2,750,000.00 2,750,000.00 0.00004W Transfer to Affordable Housing 3,500,000.00 0.00 3,500,000.00 3,500,000.00 0.00005W RESERVED FOR FUTURE PROJECTS 0.00 0.00 0.00 0.00 0.00006W Transfer to Wake Tech Capital Fund 1,500,000.00 0.00 1,500,000.00 1,500,000.00 0.00

440 Co Construction - General - Revenue Tota 7,750,000.15 -3,409,509.17 7,750,000.00 7,750,000.00 0.00

Land For Future Use003W Randleigh Farm Acquisition 2,083,063.99 3.00 2,083,063.99 2,070,621.81 12,442.18

Land For Future Use Total 2,083,063.99 3.00 2,083,063.99 2,070,621.81 12,442.18

Program Wide Projects Total 9,833,064.14 -3,409,506.17 9,833,063.99 9,820,621.81 12,442.18

Economic DevolopmentEconomic Incentives

021D Credit Suisse 3,246,716.00 0.13 3,246,716.00 0.00 3,246,716.00Economic Incentives Total 3,246,716.00 0.13 3,246,716.00 0.00 3,246,716.00

Economic Devolopment Total 3,246,716.00 0.13 3,246,716.00 0.00 3,246,716.00

Grand Total 254,085,735.99 40,557,668.07 254,085,736.38 184,028,840.65 69,942,910.71



IP -
CAffordable Housing
Seven-Year CIP SummaryThe FY 2010-2016 CIP includes $6.7 million in trans-fers to the County's Housing and Community Revi-talization Fund, of which $650,000 is appropriated inFY 2010. The County portion of the portfolio isprojected to generate $150,000 in revenues throughloan repayments in FY 2009; these loan repaymentsare shown as revenue in the Housing and Commu-nity Revitalization Fund. Increasing the supply ofaffordable units will continue to be an emphasis ofthe program. In addition, affordable housing invest-ments will be targeted towards helping provide tran-sitional and permanent housing opportunities forformerly homeless individuals and families. Theprogram is exploring ways to meet the increasingdemand for housing for persons with mental illnessthat will come with the closing of Dorothea DixHospital.

History/BackgroundThrough annual contributions to the Housing andCommunity Revitalization Fund, the County worksto increase the supply of affordable housing for WakeCounty's low-income working families and familiesthat are unable to work because of a disability. WakeCounty administers its affordable housing initiativethrough the Housing and Community Revitalization(HCR) division of the Human Services Department.In addition to county capital funds, HCR's annualbudget also consists of federal Community Develop-

ment Block Grant (CDBG) funds and Home Invest-ment Partnership Program (HOME) funds.

The 1999 Housing Affordability Task Force Report,updated in 2003, is the basis for the County's afford-able housing initiative. The report describes thenumber of additional affordable housing unitsneeded for low-income families and sets forth recom-mendations for addressing the shortfall. TheHousing Affordability Task Force's 1999 reportincluded a number of recommendations, includingincreasing the supply of affordable rental units bycreating an additional 80-100 units each yearthroughout the County, improving the existing stockof affordable housing by rehabilitating substandardowner- and renter-occupied units, and improving thephysical, public infrastructure for low-incomecommunities through paving or repair of streets,installation of water and sewer lines, and the buildingor repair of sidewalks.

Housing and Community Revitalization administersthe following programs throughout Wake County inthe unincorporated areas and all municipalitiesoutside Raleigh, Holly Springs and Cary:

Housing Production: Wake County solicits proposalsfrom for-profit and nonprofit developers for theproduction of affordable housing. Each rental devel-opment is required to serve families whose householdincomes are at or below 40 percent of the medianfamily income. Developers repay the loans over a

Element Summary: Affordable Housing


FY10-16Affordable Housing Transfer

650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000

Total Uses 650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000


650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000

Total Sources 650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000

CIP Operating Impacts

– – – – – – – –

CIP Operating Impacts - FTE

– – – – – – – –

2010 Fiscal Year Recommended Budget Affordable Housing 281

Affordable Housing

20-30 year period. Support services are provided asneeded. HCR estimates that it will serve approxi-mately 73 families in FY 2010 through rental unitproduction.

Housing Rehabilitation: HCR makes loans to helphomeowners and investor-owners repair theirsub-standard houses. The loans are amortized at a0-3% interest rate over 15 years. Loans are deferredfor elderly, disabled and very-low-income families.This program operates on a scattered site basis andprovides loans for 15 families per year.

Public Facilities and Infrastructure Improvements:HCR makes grants to towns and non-profit corpora-tions for public facilities improvements and rehabili-tation of buildings used for public purposes. Theseimprovements provide access to public services;increase the viability of neighborhoods, and comple-ment housing rehabilitation and new construction.HCR estimates that it will serve approximately 95families in FY 2010 through public facility improve-ments.

Rental Subsidies: HCR funds 40 rental subsidies forpersons with mental illness. This enables people whoare disabled and very low-income to afford safe,decent, stable housing.

Within the Housing Production and Housing Reha-bilitation programs, the County focuses on main-taining a healthy receivables portfolio on these loanswith a low rate of loan-repayment default. Currently,the receivables portfolio totals $20 million ($4.1million of County funds and $15.9 million of federalloan contributions).

Project AccomplishmentsDuring FY 2009, HCR completed the following proj-ects, which are funded by the program's threefunding sources (CDBG, HOME, and CIP):

CDBG: Repaired the homes of 4 low-income familiesand made 21 emergency grants to very-low incomefamilies to help with emergency repairs to theirhomes.

HOME: Completed Green Level Apartments (6 unitsfor developmentally disabled adults) and WakefieldManor Apartments (96 units for seniors).

CIP: Completed Georgies' Mews Apartments inRaleigh-26 units for low-income and disabledpersons; completed Dacian Glen Apartments (63units for families); and funded 25 rental subsidies forpersons with a mental illness.

Other Projects: Funding was provided to the Town ofWake Forest for street improvments on Perry Street;funds were spent for renovatins of the ZebulonArmory; construction was begun on a sidewalkproject in Morrisville. Construction was compltedon sidewalk projects in Zebulon and Apex.

Operating Budget ImpactThe operating impact (staff and materials) of theaffordable housing program and of all capital invest-ments is covered through the federal grant fundingthrough the CDBG and HOME grants. For moreinformation about the affordable housing program,see the "Housing and Community Revitalization"pages behind the Special Revenue Funds tab in thisbook.

282 Affordable Housing 2010 Fiscal Year Recommended Budget

Affordable Housing

Affordable Housing TransferThe FY 2010-2016 CIP includes $6.7 million in trans-fers to the County's Housing and Community Revi-talization Fund, of which $650,000 is appropriated inFY 2010. The County portion of the portfolio isprojected to generate $150,000 in revenues throughloan repayments in FY 2010; these loan repaymentsare shown as revenue in the Housing and Commu-nity Revitalization Fund. Increasing the supply ofaffordable units will continue to be an emphasis ofthe program. In addition, affordable housing invest-ments will be targeted towards helping provide tran-sitional and permanent housing opportunities forformerly homeless individuals and families.

Project Summary: Affordable Housing Transfer

UsesPrior

Funding FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016Total

FY10-16Interfund Transfers Out

* 650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000

Total Uses * 650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000

Funding SourcesTransfers From General Fund

* 650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000

Total Sources * 650,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,650,000


* – – – – – – – –


– – – – – – – –

* This routine capital project is funded on an ongoing basis; therefore, prior funding was not estimated.

2010 Fiscal Year Recommended Budget Affordable Housing 283

Automation

Seven-Year CIP SummaryThe Automation CIP funds the acquisition,upgrading, and modernization of the County's tech-nical infrastructure; of desktop and laptop computersand associated peripherals; and technical solutionsfor the County's business units. The FY 2010-2016CIP budget includes approximately $25.9 million tosupport automation investments for ComputerEquipment, Enterprise Infrastructure, BusinessApplications, and Major Projects, including theeWake ERP system and the Property Tax System.

Future technology investments will ensure that theCounty's technical infrastructure remains secure andis sufficiently robust to handle the data demands andstorage needs of the organization. The County willcontinue to focus on using technology to improve thedelivery of information and services. These changeswill affect both internal operations and how theCounty relates to the community. The County willalso focus on serving an ever-growingnon-English-speaking population, balancing the easeof access to public information with privacyconcerns, linking geographically-based informationwith service needs, and effectively managing theincreased volume of data that surrounds the County'swork.

History/BackgroundThe County's Automation program investments havebeen made in the following categories:

Computer equipment: Funding for replacement PCneeds, associated network devices (such as networkprinters and plotters), and repair and refurbishmentmaterials.

Enterprise infrastructure: Funding to maintain andimprove the County's data network, includingnetwork equipment, servers, backup and recoverysystems, licensing for enterprise services, and secu-rity hardware and software.

Business applications: Funding to provide technologyimprovements to the daily operations in specificservice delivery areas; these investments often involveefficiency gains from improved work processes, datacollection, information processing, analysis andreporting.

Major projects and major systems replacement:Funding to upgrade or replace major computersystems in use by County departments and to providetechnology improvements which either benefit theentire organization, such as digital aerial photog-raphy, or are of departmental nature and require

Element Summary: Automation


FY10-16Enterprise Infrastructure

1,562,000 1,089,000 1,126,000 1,963,000 1,250,000 1,250,000 1,250,000 9,490,000

Computer Equipment 913,000 1,300,000 1,600,000 1,750,000 1,750,000 2,000,000 2,000,000 11,313,000Major Projects 1,000,000 350,000 500,000 500,000 500,000 850,000 350,000 4,050,000Business Applications 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000

Total Uses 3,625,000 2,889,000 3,376,000 4,363,000 3,650,000 4,250,000 3,750,000 25,903,000


3,625,000 2,889,000 3,376,000 4,363,000 3,650,000 4,250,000 3,750,000 25,903,000

Total Sources 3,625,000 2,889,000 3,376,000 4,363,000 3,650,000 4,250,000 3,750,000 25,903,000


– – 265,000 260,000 254,000 – – 779,000


– – – – – – – –

284 Automation 2010 Fiscal Year Recommended Budget

Automation

significant investments in resources and time toimplement, such as the eWake ERP system. As largesystems are upgraded by vendors or are no longersupported and require replacement they will bescheduled with typical lead times of 18-24 months.

The County's approach to automation is shaped bythe goals of the Board of County Commissioners, theCounty Manager's business plan and the businessplans of all other County departments. The approachalso reflects the strategic direction for the County'stechnical environment, which is a part of the Infor-mation Services Department's business plan. Theguiding principles of the Business Plan are that busi-ness drives the technology, government should beseamless, standards are important, data accuracy andavailability are important, and we should maximizeand leverage resources.

Project AccomplishmentsIn FY 2009 IS has carried out several large initiativesto upgrade core services and provide improvementsfor business operations. These initiatives include:

Lotus Notes Upgrade. Lotus Notes/Domino softwareprovides email and calendaring services for all staffand supports over 800 business functions. Becausethe new version required upgrades to desktopcomputers that were outside of the normal replace-ment through attrition, the project included improve-ments to or replacement of several hundredcomputers. The software itself is installed using auto-mation technologies that IS deployed last year. Theability to "push" the installation to computersremotely was a key factor in moving forward withthis project. Previously, the initiative had stalledbecause of the prohibitive requirement for the instal-lations to be made directly by a technician. Theproject is proceeding on schedule and is expected tobe completed by the end of the current fiscal year.

Microsoft Office. The Microsoft Office suite is thecore productivity tool used by all staff and includesword processing, spreadsheets, and presentation soft-ware. This project was coordinated with the Notesupgrade to take advantage of the improvements todesktop computers. IS has been able to take advan-tage of the same automated technologies to install the

software. The project is proceeding on schedule andis expected to be completed by the end of the currentfiscal year.

Swinburne re-wiring and network upgrade. A signif-icant percentage of the County's workforce resides inSwinburne. Their work has been adversely affectedby the type of wiring used for network connectionsbecause it restricts the network bandwidth. Forexample, the outdated wiring has interfered withtheir ability to fully use the new ERP system. Tobring the building up to County standards requiresphysically replacing all of the wiring for data and thenetwork equipment. The project began this year andwill be completed in FY 2010.

Telecommunications. Information Services has beenworking with a consultant to develop a 10-year stra-tegic plan for telecommunications. The plan wasdelivered in late 2008 and is now being reviewed todetermine which projects should be pursued, theirpriority, and their timeframe for deployment. Thefirst projects from this strategic plan - planning forreplacement of Call Center platform technologiesand planning for Unified Communications and voicemail platforms - have begun and are scheduled forcompletion in FY 2009.

Operating Budget ImpactThe equipment acquired through the CIP cannot beconfigured and deployed with just the staff assignedto desktop services. Short-term contractors are usedto augment the core staff on an as-need basis. Addi-tionally, the equipment and software acquiredthrough the CIP usually have associated annualmaintenance and licensing fees.

The major systems also have associated annual main-tenance and licensing fees and, in some instances,also need additional staff to provide system adminis-tration; to leverage, upgrade, or enhance the under-lying system; or to provide other ongoing technicalsupport. These are identified during project planningand in discussion with departments after the systemsare in place.

The Major Projects element of the Automation CIPwas new in FY 2009. In the FY 2009 budget process,

2010 Fiscal Year Recommended Budget Automation 285

Automation

two large requested projects, the replacement of thePlanning and Permitting system and the acquisitionof an Electronic Content Management system,prompted the creation of the Major Projects element.Neither of these initiatives were approved, however,the request spurred the county's Senior ManagementTeam (SMT) to reconsider its approval process forlarge enterprise projects.

The SMT instituted a process in FY 2009 to revieweach large project in two stages. The first stage is ahigh level overview of the proposed initiative to makea decision about whether it merits the effort toprepare a business case for it. If SMT determines thatit does, the initiative will go through a business andtechnical review process and, if it passes muster, thenback to SMT for a review of and decision about thebusiness case. These initiatives will all occur underthe Major Projects category of the Automation CIP. Ifprojects that are approved by SMT have license andmaintenance fees, these are incorporated into the ISOperating Budget after their initial acquisition andhandled as an allowable increase to the base oper-ating budget.

The Business Applications software systems acquiredthrough the CIP (for projects under $100,000) oftenalso have associated annual maintenance andlicensing fees and, in some instances, the need foradditional staff to provide system administration orother technical support. These are identified duringproject planning. If a project handled under theBusiness Applications fund has ongoing costs, likelicense and maintenance fees, associated with it, itwill go through the same approval process with SMTas larger projects funded by the Major Projectselement.


Automation

Business ApplicationsThe FY 2010-2016 CIP includes $1.05 million forBusiness Applications. The Business ApplicationsCIP projects support a centrally-managed procure-ment process for software and technology projectsunder $100,000. These projects are designed toprovide technology improvements to the daily opera-tions in specific service delivery areas. These invest-ments often involve efficiency gains from improvedwork processes, data collection, informationprocessing, analysis and reporting, and automation ofotherwise manual processes.

Project Summary: Business Applications

UsesPrior


FY10-16Purchased Services Construction

* 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000

Total Uses * 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000


* 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000

Total Sources * 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000


* – – – – – – – –


– – – – – – – –



Automation

Computer EquipmentThe FY 2010-2016 CIP includes $11.3 million toprovide, maintain, and upgrade desktop and portablecomputers and associated peripherals throughout theCounty's operations. The County will focus onassuring that the business units have equipment thatis appropriate to the technical needs of their businessprocesses. The FY 2010 CIP includes funds forcomputer equipment to match the growth andchanges in the County's business processes and tomodernize existing deployed equipment.

Several factors are driving the funding requirementsfor Computer Equipment. These include theincreasing number of county staff, new facilities, andthe corresponding increase in devices to maintainand replace; an increase in types of devices deployedfor specialized computing, such as in Public Safety,Geographic Information Services, General Services,and Information Services; an increase in the use oflaptops in lieu of desktops to allow staff to be moremobile; and the replacement of equipment acquiredthrough new facility building budgets, projects, and

grant funds that need replacement and for whichreplacement grant funds are not available.

Project Summary: Computer Equipment

UsesPrior


FY10-16Purchased Services Construction

* 913,000 1,300,000 1,600,000 1,750,000 1,750,000 2,000,000 2,000,000 11,313,000

Total Uses * 913,000 1,300,000 1,600,000 1,750,000 1,750,000 2,000,000 2,000,000 11,313,000


* 913,000 1,300,000 1,600,000 1,750,000 1,750,000 2,000,000 2,000,000 11,313,000

Total Sources * 913,000 1,300,000 1,600,000 1,750,000 1,750,000 2,000,000 2,000,000 11,313,000


* – – – – – – – –


– – – – – – – –



Automation

Enterprise InfrastructureThe FY 2010-2016 CIP includes approximately $9.5million to maintain and improve the County's datanetwork, including network equipment, servers,backup and recovery systems, licensing for enterpriseservices, and security hardware and software. Inaddition, this fund is used to maintain specializedequipment and software for various County depart-ments such as CCBI, the Sheriff 's Office, Libraries,and Human Services. The Enterprise Infrastructureprojects are based on a seven-year roadmap that isdeveloped by Information Services and updatedannually. The plan includes the timing and projectscosts for upgrades, replacements, and acquisitionsrequired for all aspects of the infrastructure.

FY 2010 includes funds to maintain, upgrade,replace, and modernize the equipment in the coreinfrastructure. These fund extend throughout theseven-year CIP. In FY10, funds are included forcompleting the upgrade of the Microsoft Office soft-ware used by the County.

Project Summary: Enterprise Infrastructure

UsesPrior


FY10-16Computer / Software Supplies

* 402,000 – – – – – – 402,000

Purchased Services Construction

* 1,160,000 1,089,000 1,126,000 1,963,000 1,250,000 1,250,000 1,250,000 9,088,000

Total Uses * 1,562,000 1,089,000 1,126,000 1,963,000 1,250,000 1,250,000 1,250,000 9,490,000


* 1,562,000 1,089,000 1,126,000 1,963,000 1,250,000 1,250,000 1,250,000 9,490,000

Total Sources * 1,562,000 1,089,000 1,126,000 1,963,000 1,250,000 1,250,000 1,250,000 9,490,000


* – – 265,000 260,000 254,000 – – 779,000


– – – – – – – –



Automation

Major ProjectsThe FY 2010-2016 CIP includes about $4 million formajor information system projects. The CIP includesfunds identified in previous years for the DigitalAerial Photography project. The County's digitalortho-imagery database (aerial photography) was lastupdated in FY 2005, and funding is provided toupdate it again in FY 2010 and FY 2015. Theseupdates, recommended every five years by theCounty's Geographic Information Systems division(GIS), ensure that the land-use data is current whenanalyzing planning, zoning, environmental manage-ment, open space, flood plain delineation and otherspatially oriented issues.

The FY 2010-2016 CIP will provide funding for themaintenance and upgrading of two important sytems- the new Finance, Human Resources, and Budgetingsystem (eWake) and the Property Tax System.

Project Summary: Major Projects

UsesPrior


FY10-16Other Contracts * – – – 150,000 – – – 150,000Purchased Services Construction

* 500,000 350,000 500,000 350,000 500,000 350,000 350,000 2,900,000

IT Services Contracts

* 500,000 – – – – 500,000 – 1,000,000

Total Uses * 1,000,000 350,000 500,000 500,000 500,000 850,000 350,000 4,050,000


* 1,000,000 350,000 500,000 500,000 500,000 850,000 350,000 4,050,000

Total Sources * 1,000,000 350,000 500,000 500,000 500,000 850,000 350,000 4,050,000


* – – – – – – – –


– – – – – – – –



Community Capital

Seven-Year CIP SummaryThe FY 2010-2016 CIP includes approximately$500,000 annually for Community Capital Projects,totaling $3.5 million over the seven year period.These funds are allocated by the Board of Commis-sioners throughout the year in response to commu-nity needs. Other than the broad focus on addressingcritical community problems with capital solutions,the selection of programs occurs on a case-by-casebasis as funding permits. Funding in FY 2010 is allo-cated to Hospice of Wake County and AllianceMedical Ministry.

History/BackgroundIn FY 2002, the Board of Commissioners establisheda Community Capital Projects account to supportcapital investments in projects that address criticalcommunity issues. This account provides a struc-tured framework to develop partnerships andleverage resources to implement projects that addresscountywide problems.

The Community Capital Projects account is intendedto accomplish the following goals: Develop anincreased capacity in Wake County for partnershipsbetween public, nonprofit and for-profit sectors;address critical countywide needs in a way that is

financially-sustainable and effective; and encouragesustainable financial plans that address countywideproblems.

To accomplish these goals, projects are reviewed andselected to receive funding through a competitive,analytical process. The selection of particular projectsfor funding in a given year is based primarily onwhether an applicant's business plan meets thefollowing criteria: Provides a comprehensive analysisof an unmet need in the countywide community;provides an analysis of alternative strategies foraddressing the problem and recommends a projectplan; researches or demonstrates a clear link betweenthe project initiatives and resolution of the county-wide problem; includes a mechanism to track andmeasure success and demonstrates a need for Countycapital investment for project success.

Operating Budget ImpactDue to the emphasis on operational self-sufficiencyin the funding request process, projects typically haveno impact on the County's operating budget. None ofthe projects funded in the FY 2010-2016 CIP requireoperating subsidies from Wake County.

Element Summary: Community Capital


FY10-16Reserve for Future Projects

– – 155,000 250,000 250,000 500,000 500,000 1,655,000

Alliance Medical Ministry

250,000 250,000 95,000 – – – – 595,000

Hospice of Wake County

250,000 250,000 250,000 250,000 250,000 – – 1,250,000

Total Uses 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000


500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000

Total Sources 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000


– – – – – – – –


– – – – – – – –

2010 Fiscal Year Recommended Budget Community Capital 291

Community Capital

Alliance Medical MinistryThe FY 2010-2016 CIP allocates $595,000 to AllianceMedical Ministry to complete the purchase and reno-vation of a new facility adjacent to their former prop-erty. The new facility provides patient capacity offive-times the former capacity (approximately 25,000patients). This in turn offers extended office space aswell as helps Alliance Medical Ministry expandprograms such as the Saturday clinic and communityworkshops for health and wellness education, both ofwhich are offered in English and Spanish. The newfacility was occupied in 2007.

Founded in late 2000 Alliance Medical Ministryprovides an affordable primary medical care home tolow-income, uninsured, working families in WakeCounty. Many of the programs offered through theAlliance Medical Ministry serve the working poor,families generally earning less than $30,000 annually,who have no health insurance.

Currently, Alliance Medical Ministry provides aprimary care, medical home to over 4,500 uninsuredpatients. That is an increase of around 73% from thefirst year of operation. It is Alliance MedicalMinistry's mission to assist the estimated 100,000people in Wake County who do not have adequatemedical services due to the high cost of healthcare,and do not qualify for government insurance and/orassistance.

Project Summary: Alliance Medical Ministry

UsesPrior


FY10-16Professional Services

105,000 – – – – – – – –

Aid to Community Agencies

50,000 250,000 250,000 95,000 – – – – 595,000

Total Uses 155,000 250,000 250,000 95,000 – – – – 595,000


155,000 250,000 250,000 95,000 – – – – 595,000

Total Sources 155,000 250,000 250,000 95,000 – – – – 595,000


– – – – – – – – –


– – – – – – – –

292 Community Capital 2010 Fiscal Year Recommended Budget

Community Capital

Hospice of Wake CountyHospice of Wake County is the oldest and largesthospice organization serving Wake and parts ofsurrounding counties. It promotes and improves thecommunity's quality of living and dying throughadvance care planning, palliative (comfort) care,hospice care and bereavement services.

Hospice helps families deal with a life-limiting diag-nosis, counsels families throughout their griefjourney, and provides community educationprograms, and provides medical care and supportiveservices to over 1,500 families each year. To help meetthe complex needs of families these services include:counseling support for families, short-term respite

care, spiritual care and counseling, volunteer support,bereavement care and end of life education.

The FY 2010-2016 CIP allocates $1.25 million topartially fund a freestanding Hospice and PalliativeCare Center. The Facility will have at least 8 acutepatient beds and 6 residential beds, plus space toexpand the Family Grief Center. The County will notassume any operating costs for the Hospice and Palli-ative Care Center.

Project Summary: Hospice of Wake County

UsesPrior



500,000 – – – – – – – –

Aid to Community Agencies

250,000 250,000 250,000 250,000 250,000 250,000 – – 1,250,000

Total Uses 750,000 250,000 250,000 250,000 250,000 250,000 – – 1,250,000


750,000 250,000 250,000 250,000 250,000 250,000 – – 1,250,000

Total Sources 750,000 250,000 250,000 250,000 250,000 250,000 – – 1,250,000


– – – – – – – – –


– – – – – – – –

2010 Fiscal Year Recommended Budget Community Capital 293

Community Capital

Reserve for Future ProjectsThe FY 2010-2016 CIP includes $1.65 milllion inreserves for future Commuinty Capital projects.Beginning in FY 2012 funds are available to addressgrowing community infrastructure needs. Typicallyappropriated as part of the budget process andselected on a case by case basis, the projects usuallyinclude infrastructure development or renovationsover a muli-year timeframe. These projects addresscritical community problems with capital solutions.

Project Summary: Reserve for Future Projects

UsesPrior


FY10-16Aid to Community Agencies

* – – 155,000 250,000 250,000 500,000 500,000 1,655,000

Total Uses * – – 155,000 250,000 250,000 500,000 500,000 1,655,000


* – – 155,000 250,000 250,000 500,000 500,000 1,655,000

Total Sources * – – 155,000 250,000 250,000 500,000 500,000 1,655,000


* – – – – – – – –


– – – – – – – –


294 Community Capital 2010 Fiscal Year Recommended Budget


Seven-Year CIP SummaryA total of $27.3 million is planned for CountyBuilding Improvements within the FY 2010-2016CIP. As described in the following pages, thisfunding is used to maintain and improve Countybuildings so that they can continue meeting thepublic service needs of Wake County citizens. Fundsare allocated for roofing and HVAC projects, majorrenovations, and security improvements for Countybuildings.

Funds are also being allocated for expansion andimprovements at the Wake County Animal Care,Control & Adoption Center (WCACC&AC). Consol-idation of Wake County animal control functions willrequire the expansion of the facility as some munici-palities will now be bringing animals to the Wake

County shelter. Improvements are also being madefor temperature, cleaning and lighting systems inresponse to recent changes in the North CarolinaAdministrative Code.

Another component of the County BuildingImprovement Element is the Mental HealthContinuum of Care which seeks to place facilities forservices that are related to mental health, in closeproximity with one another. The plan has been devel-oped over the past few years, land has been acquired,and construction is scheduled to begin in July 2009.

History/BackgroundWake County Government occupies or has facilityresponsibility for over 175 buildings, totaling over 3.4million square feet of building space. Because many

Element Summary: County Building Improvements


FY10-16Minor Building Projects

1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 8,400,000

Mental Health Continuum of Care

2,500,000 – – – – – – 2,500,000

Major Building Renovations

1,976,000 1,949,000 2,026,000 2,026,000 1,464,000 – – 9,441,000

Animal Shelter 1,700,000 – – – – – – 1,700,000Southeast Raleigh Reclaimed Water

700,000 – – – – – – 700,000

Roofing Projects 56,000 596,000 – – 167,000 1,787,000 – 2,606,000Security Improvements County Buildngs

232,000 – – – – – – 232,000

Mechanical, Electrical and Plumbing Projects

888,000 130,000 21,000 – 144,000 412,000 140,000 1,735,000

Total Uses 9,252,000 3,875,000 3,247,000 3,226,000 2,975,000 3,399,000 1,340,000 27,314,000


9,252,000 3,875,000 3,247,000 3,226,000 2,975,000 3,399,000 1,340,000 27,314,000

Total Sources 9,252,000 3,875,000 3,247,000 3,226,000 2,975,000 3,399,000 1,340,000 27,314,000


27,000 93,000 – – – – – 120,000


11 – – – – – – 11

2010 Fiscal Year Recommended Budget County Building Improvements 295


of these buildings receive extremely high volumes ofpublic traffic, systematic refurbishment of a smallportion of this square footage is required annually toprotect the County's investment in its facilities. TheCounty Building Renovations element supports manyof the goals of the overall CIP. These projects help toprovide a safe and secure environment for WakeCounty citizens, employees and customers; improveresponse times to suspicious activities and alarmsthrough security improvements; locate staff andconfigure work space to achieve the most effectiveand efficient service delivery possible; reduce energyconsumption and achieve long-term savings inannual expenditures for utilities in County facilities.

Facility Master Plan

The County completed a Facility Master Plan in 1999that has shaped the County's approach to the CountyBuilding Improvement Element. This Master Planproposed various building renovation projects overthe ensuing seven-year period. All County depart-ments and a facility-planning consultant wereinvolved in the plan's development, which included acomprehensive condition assessment of 50County-owned buildings. The Master Plan recom-mended that older County buildings be brought intocompliance with updated building and life-safetycodes and that the County modify or replace oldlighting, heating, ventilating and air-conditioningsystems to increase energy efficiency and reduceenergy consumption. Some preventive maintenanceprojects, such as roof systems replacement and exte-rior waterproofing on larger multi-story buildings,were also included. The Master Plan and periodiccondition assessments are a key tool in the annualidentification of top priorities for allocating capitalfunds. A Facility Planning Team conducts an annualreview of priorities and identifies specific projectsthat are warranted. These recommendations areshared with the County Manager and the relevantdepartments for their review and concurrence. Thismaster plan has now expired and development of anew plan is a horizon issue for this capital element.

Facility Condition Assessments

The County has established a process of collectingand maintaining information about County-ownedand leased facilities based upon comprehensive onsiteinspections of facility assets. This process is calledFacility Condition Assessment. The primary objec-tive is to provide a report of the findings of physicalfield assessments of exterior and interior buildingcomponents and systems. All of the reviewedbuilding components are given a condition ratingbased upon: serviceability; general condition (struc-tural, utilities, finishes, etc.); useful remaining life ofsystems; suitability for the intended use; adequacy oflife safety systems, repair/maintenance and renewal/replacement considerations. Comprehensive assess-ment and documentation of 10 percent of Countyfacilities is typically completed yearly, however, due tothe economic downturn, the assessment process wassuspended for FY 2009. A total of 2,055,781 SF offacilities have now been assessed, or nearly 85 percentof the County's facility inventory of space included inthis assessment program. All remaining assessmentswill be completed in FY 2010 to complete the firstcycle of this program. Findings of these assessmentsare used to prioritize planned expenditures forbuilding repairs and system replacements. Informa-tion gathered through this process is considered inthe annual capital budget process, and the Countycontinues to work towards developing and main-taining a strategy for addressing the findings of theFacility Condition Assessments.

Operating Budget ImpactGeneral County Building Improvements

Since these expenditures primarily represent routineimprovements and renovations to existing facilities, itis assumed that operating expenses will remainconstant with current operating costs for the existingspaces. In cases where efficiencies are made withbuilding renovations, or systems are replaced withthose that are more energy-efficient, there may beannual energy savings.

296 County Building Improvements 2010 Fiscal Year Recommended Budget


Animal ShelterThe FY 2010-2016 CIP includes $1.7 million to reno-vate and improve the Wake County Animal Care,Control, and Adoption Center (WCACC&AC). TheWCACC&AC is used to house and contain seized,stray, homeless, quarantined, abandoned andunwanted animals in Wake County. Animals fromCary, Garner and Raleigh were previously housedand contained at the animal shelter owned and oper-ated by the SPCA of Wake County. During FY2007-2008, staff from Wake County, Cary, Garner,Raleigh and the SPCA of Wake County worked todevelop a plan for consolidated sheltering of animalsat the WCACC&AC. The objective of consolidated

sheltering is to increase the level and quality ofservice at a reduced service cost to the community.

Garner has begun delivering animals to the shelter,Cary will begin delivering animals in 2010, andRaleigh will begin delivering animals after the expan-sion of the WCACC&AC is completed. The facilityexpansion will include required site work, 75 addi-tional dog kennels, 75 spaces for cats, and alterationsrequired to meet North Carolina AdministrativeCodes regarding ambient air tempering and diurnallighting. Notice to proceed for construction is sched-uled for July 2009 and it is anticipated that theexpanded facility will be available for service in June2010.

Project Summary: Animal Shelter

UsesPrior


FY10-16Construction Costs

600,000 1,700,000 – – – – – – 1,700,000

Total Uses 600,000 1,700,000 – – – – – – 1,700,000


600,000 1,700,000 – – – – – – 1,700,000

Total Sources 600,000 1,700,000 – – – – – – 1,700,000


27,000 93,000 – – – – – 120,000


11 – – – – – – 11



Major Building RenovationsThe FY 2010-2016 CIP includes $9.4 million toundertake major repairs and renovations at variousCounty facilities and to assess the physical conditionof other County buildings. Typically, a flat level offunding is provided annually, based on a formula toallow for the renovation of approximately 2% of theCounty's square footage per year, except for facilitiesthat have separate renovation funding, such as crim-inal justice facilities and parks. A small portion ofthese funds have been reallocated to mechanical,electrical, and plumbing projects in FY 2010 and FY2011 and a larger portion of these funds have beenreallocated to re-roofing projects in FY 2014.

The capital budget includes includes funding toannually to assess the condition of County facilitiesthough the Facility Condition Assessment (FCA)

program. The FCA program began in FY 2005, andthe County will continue to use the results of recentassessments to develop a long-range financial plan forthe County Buildings element.

The FY 2010-2016 CIP includes funds to make someimportant improvements. For FY 2010, funding isobligated for finishing the Wake County OfficeBuilding domestic water system riser replacement,installation of controllers at the Public Safety Center,life cycle replacement of central plant equipment atSwinburne, partial funding of renovations at Swin-burne, fire alarm and electrical system upgrades atthe Health and Youth Services Center, and designfunds for exterior wall restoration at the WakeCounty Office Building.

Project Summary: Major Building Renovations

UsesPrior



* 1,976,000 1,949,000 2,026,000 2,026,000 1,464,000 – – 9,441,000

Total Uses * 1,976,000 1,949,000 2,026,000 2,026,000 1,464,000 – – 9,441,000


* 1,976,000 1,949,000 2,026,000 2,026,000 1,464,000 – – 9,441,000

Total Sources * 1,976,000 1,949,000 2,026,000 2,026,000 1,464,000 – – 9,441,000


* – – – – – – – –


– – – – – – – –




Mechanical, Electrical and Plumbing ProjectsThe FY 2010-2016 CIP includes $1.7 million toreplace heating, ventilation and air conditioning(HVAC) systems at County facilities. The Countycontracts with a consultant to assess its HVAC equip-ment and maintain a comprehensive replacementschedule for this equipment through the year 2035 toassist with long term planning. The replacementschedule is based on the equipment's average lifeexpectancy, but a decision to replace equipment alsoconsiders the unit's condition, maintenance costs andother relevant factors. The replacement schedulehelps the County estimate when various pieces ofequipment will need to be replaced. This allows theCounty to spread the impact of these projects overseveral years and helps prevent "surprise" expendi-tures. Although the County typically replaces HVACunits to avoid equipment failure and expensive main-tenance, the replacements may also have a positiveimpact on the County's energy usage, since newerunits tend to be more energy efficient.

The replacement schedule suggests that HVACequipment in the following County facilities shouldbe considered for replacement in FY 2010: PublicSafety Center, the Administration Area of the WakeCounty Animal Control and Adoption Center, theCornerstone Center, the Main House and FarmHistory Center at Oakview County Park, and Blue JayCounty Park.

Project Summary: Mechanical, Electrical and Plumbing Projects

UsesPrior


FY10-16Building Maintenance/Repair

* 888,000 130,000 21,000 – 144,000 412,000 140,000 1,735,000

Total Uses * 888,000 130,000 21,000 – 144,000 412,000 140,000 1,735,000


* 888,000 130,000 21,000 – 144,000 412,000 140,000 1,735,000

Total Sources * 888,000 130,000 21,000 – 144,000 412,000 140,000 1,735,000


* – – – – – – – –


– – – – – – – –




Mental Health Continuum of CareThe FY 2010-2016 CIP includes $2.5 million infunds, in addition to $22.5 million of prior yearfunds, for the Mental Health Continuum of Careproject. To meet the challenges of Mental HealthReform, Wake County continued work on theContinuum of Care project in FY 2009.

The Board of Commissioners approved schematicdesign in August 2008, and approved the selection ofa Construction Manager at Risk in November 2008.The project consists of two buildings totaling 58,846SF located on a County-owned 19-acre site on Sunny-brook Road across the street from Holly HillHospital. The site will be accessed from an entry

drive that will connect to Sunnybrook Road at itsintersection with Falstaff Road. A shared parkingarea will be provided for 125 cars.

The two proposed buildings are: (1) Crisis Assess-ment Unit (CAU) - two story building consisting ofentry admissions area for assessment, referral,consultation, and medically supervised observationfor under 24 hours on the first floor and a 16-bedfacility based crisis unit and 16-bed detoxificationunit for 3-5 day treatment sharing the second floor.(2) Substance Abuse Treatment Facility (SAU) - twostory building consisting of a 16-bed voluntary inpa-tient facility for 10-14 day treatment.

The County obtained site plan approval from the Cityof Raleigh and a Certificate of Need from the StateDepartment of Health Service Regulation to transferbeds from the existing Alcohol Treatment CenterFacility to the new project. A sitework contract wasawarded and clearing and earthwork operationsbegan in May 2009. Building construction will beginin July 2009 and the facilities are scheduled to open inOctober 2010.

Project Summary: Mental Health Continuum of Care

UsesPrior



22,500,000 2,500,000 – – – – – – 2,500,000

Total Uses 22,500,000 2,500,000 – – – – – – 2,500,000

Funding SourcesPooled Investments

10,072,967 – – – – – – – –


7,137,474 2,500,000 – – – – – – 2,500,000

Mental Health 289,559 – – – – – – – –ABC Board 5,000,000 – – – – – – – –

Total Sources 22,500,000 2,500,000 – – – – – – 2,500,000


– – – – – – – – –


– – – – – – – –



In addition to these building plans, the County alsocontinues to develop community provider capacity toprovide mental health services.



Minor Building ProjectsThe FY 2010-2016 CIP includes $1.2 million annuallyfor minor building projects, for a total of $8.4 millionover the seven year plan. This category includesrepairs, replacements, alterations and renovationsthat typically cost under $300,000. These funds arefirst allocated for repairs and replacement projects.Repairs and replacements are necessary to maintain afacility's function and value; these projects typicallyaddress life cycle replacement of building systems,environmental concerns, life safety issues, buildingcode and structural integrity. Repair and replacementprojects often support, but are not limited to, theCounty's facility condition assessments program.After repairs/replacements, representatives from theCounty's various depart¬ments rank the alterations/renovations projects submitted by county depart-ments for funding priority. This ranking group hasagreed to the following specific criteria for numeri-cally ranking projects in order of importance to theCounty: 1) Federal or state mandates/ADA compli-ance; 2) Citizen impact; 3) Space configurationupgrade; 4) Redundancy; 5) Expected useful life; 6)Service delivery expansion; 7) Partnerships; 8) Effi-ciency/ cost savings; 9) Alignment with stated Boardof Commissioner priorities. The committee providesproject priority, based on value based criteria, to

apply a limited funding resource to the highest orga-nizational need.

Project Summary: Minor Building Projects

UsesPrior



* 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 8,400,000

Total Uses * 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 8,400,000


* 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 8,400,000

Total Sources * 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 8,400,000


* – – – – – – – –


– – – – – – – –




Southeast Raleigh Reclaimed WaterThe City of Raleigh has planned the installation of areclaimed water line from the City's Water TreatmentPlant to the North Carolina State University Centen-nial Campus, to serve a variety of large projects suchas the Walnut Creek Amphitheatre, Lonnie PooleGolf Course, and Raleigh Country Club. This initia-tive provides an opportunity for Wake County topartner with the City to extend a section of thisproposed reclaimed water line into areas of SoutheastRaleigh to potentially serve County facilities.

Reclaimed water is nonpotable and is typically usedfor irrigation, cooling towers for mechanicaltempering systems, fire suppression, and potentiallyfor flushing toilet fixtures. The City is consideringreclaimed water to be a third public utility, in addi-tion to domestic water and sanitary sewer. Reclaimedwater preserves the supply of potable water fordrinking and other domestic uses, by reusing waterfor industrial or non-domestic uses.

Wake County is facilitating discussions with otherpotential partners considered to be high volume usersincluding WakeMed and Wake Technical Commu-nity College, to determine their need and interest inparticipating in the funding of this proposed waterline extension.

Project Summary: Southeast Raleigh Reclaimed Water

UsesPrior



– 700,000 – – – – – – 700,000

Total Uses – 700,000 – – – – – – 700,000


– 700,000 – – – – – – 700,000

Total Sources – 700,000 – – – – – – 700,000


– – – – – – – – –


– – – – – – – –



Roofing ProjectsThe FY 2010-2016 CIP includes $2.6 million for roofrepairs or replacements on County facilities. To helpfacilitate long-term capital planning, the Countyhires a roof engineering consultant to assess the roofconditions at county buildings and to maintain amulti-year repair and replacement schedule. Theprojects funded in this category are done in accor-dance with the consultant's recommendations as tothe useful life of each roof.

FY 2010 includes design funds for the roof replace-ment of the existing courthouse. Projects plannedafter FY 2010 include roof replacements at theexisting courthouse, the Library Administrationbuilding, and the Wake County Commons building.

Project Summary: Roofing Projects

UsesPrior



* 56,000 596,000 – – 167,000 1,787,000 – 2,606,000

Total Uses * 56,000 596,000 – – 167,000 1,787,000 – 2,606,000


* 56,000 596,000 – – 167,000 1,787,000 – 2,606,000

Total Sources * 56,000 596,000 – – 167,000 1,787,000 – 2,606,000


* – – – – – – – –


– – – – – – – –




Security Improvements County BuildngsThe FY 2010 - FY 2016 CIP includes $232,000 forsecurity improvements at County buildings. Projectsscheduled for FY 2010 include a digital video upgradefor the South Wilmington Street Center, hard separa-tion of public spaces from client spaces in the PublicHealth Center, and continued security enhancementsat the Swinburne Building.

Project Summary: Security Improvements County Buildngs

UsesPrior



* 232,000 – – – – – – 232,000

Total Uses * 232,000 – – – – – – 232,000


* 232,000 – – – – – – 232,000

Total Sources * 232,000 – – – – – – 232,000


* – – – – – – – –


– – – – – – – –



Criminal Justice

Seven-Year CIP SummaryAppropriations for Criminal Justice capital improve-ments total $383.4 million over the next seven years.$164.0 million of criminal justice funds will beinvested in construction of Phase 2 of the HammondRoad Detention Center. $190.8 million will fund anew Justice Center, which includes a criminal court-house, and public records/administration builidngs.Four smaller projects are funded under the categoryof General Criminal Justice. These projects include:1) renovations to the existing courthouse, 2) publicsafety center renovations, 3) criminal courthousedisplacements and 4) detention security.

Funding of $16.5 million will be used to continuemaking improvements to the existing courthouse;$3.5 million will cover facility leases through FY 2013to temporarily house government functions recentlydisplaced by construction of the new Justice Center;Beginning in FY 2013 three lower floors of the PublicSafety Center will be renovated at a cost of $7.8million. This renovation is necessary to provideinmate holding areas, to support the new JusticeCenter, a special maximum security lock-up area, and

long term expansion for the Sheriff 's Office. Thefinal component is the Detention Security projectstotaling $779,000. These projects include updatingexisting security systems to integrate with newsystems planned for the Hammond Road DetentionCenter and new Justice Center.

All of the Criminal Justice projects support theimplementation of the County's Justice FacilityMaster Plan. The projects are also consistent withrecommendations contained in the 2006 InauguralReport of the Blue Ribbon Committee on the Futureof Wake County.

History/BackgroundThe primary goals of the Criminal Justice element areto: Provide sufficient functional space to promptlyprocess arrestees through booking and intake torelease arresting law enforcement officers as soon aspossible; provide adequate courtroom facilities forthe judicial system to process caseloads in a timelyand effective manner; provide adequate facilities thatmeet state standards for safety and to efficiently andeffectively confine individuals who are awaiting court

Element Summary: Criminal Justice


FY10-16Detention Facilities 152,553,000 – 10,500,000 – – 972,000 – 164,025,000Justice Center Complex

178,078,000 – – 11,000,000 1,700,000 – – 190,778,000

General Criminal Justice

3,392,000 4,627,000 4,306,000 8,651,000 4,115,000 3,505,000 – 28,596,000

Total Uses 334,023,000 4,627,000 14,806,000 19,651,000 5,815,000 4,477,000 – 383,399,000


– – – 7,088,000 – – – 7,088,000


4,603,000 4,627,000 14,806,000 12,563,000 5,815,000 4,477,000 – 46,891,000

Other 3,000,000 – – – – – – 3,000,000Criminal Justice Debt 326,420,000 – – – – – – 326,420,000

Total Sources 334,023,000 4,627,000 14,806,000 19,651,000 5,815,000 4,477,000 – 383,399,000


– – 6,495,000 13,969,000 6,045,000 – – 26,509,000


– – – – – – – –

306 Criminal Justice 2010 Fiscal Year Recommended Budget

Criminal Justice

appearance, trial, or sentencing, or who are servingsentences of less than 90 days; pursue facility-basedinitiatives that improve judicial and detentionservice-delivery efforts and reduce ongoing opera-tional costs and provide safe, secure, reliable andeasily maintainable detention facilities.

The State of North Carolina mandates (NCGS7A-302) that counties provide adequate court facili-ties for the judicial system to process its caseload in atimely and effective manner. In addition NCGS153.A2-21 establishes standards for designing,building and operating jail facilities. To address thesestatutory requirements, a Court Facility Space Plan-ning Committee was established in the 1980's to workwith County representatives to plan and implementjustice related capital projects. This committee iscomprised of selected County staff, Senior ResidentSuperior Court Judge, Chief District Court Judge,Trial Court Administrator, District Attorney, Clerk ofCourt, Public Defender, and Sheriff. A comprehen-sive long-term Justice Facilities Master Plan wascompleted in FY 1999. This plan was updated in FY2005 and formally presented to the Board ofCommissioners.

The Justice Facilities Master Plan projects facilityneeds through 2030 and includes the following keyelements: Inventory and evaluation of existing facili-ties; assessment of future demand for services andfacilities; recommendations for system-wide servicedelivery and efficiency improvements; and along-term plan for providing judicial and detentionfacilities by fiscal year (with phases and projectdetails).

The 2006 Inaugural Report of the Blue RibbonCommittee on the Future of Wake County expressedsupport for the Justice Facilities Master Plan, andrecommended that the County proceed with thecapital improvement projects identified in the Plan.The Board of Commissioners has affirmed itssupport for Criminal Justice capital projects as part ofits commitment to ensuring a safe community.

Project AccomplishmentsHammond Road Detention Center (Phase 2): Designwork was substantially completed and the regulatory

agency permitting process was initiated for this majorexpansion project. Bids were received and contractswere awarded for two of the five planned construc-tion contracts. These contracts included grading, siteinfrastructure, and a 300-car parking deck. The totalamount of these two contracts was $11.53 million,which was $2.2 million below budget. Constructionof site infrastructure improvements was completed.Foundations have been completed for the parkingdeck. The remainder of construction for the entireproject is to be bid and contracts awarded by end ofsecond quarter of FY 2010.

Justice Center: Preparation of plans and specifica-tions for this high-rise building in downtown Raleighis approximately 90 percent complete. All regulatorypermits and approvals needed prior to beginningbuilding construction have been obtained with theexception of the final building permit. Bids werereceived and contracts awarded for two of the threeplanned construction contracts. Contracts wereawarded for asbestos abatement, building demolition,site utilities, excavation, and shoring systems. Thetwo contracts for this work totaled $6.21 million,which was $1.9 million below budget. With theexception of deep excavation and major shoringinstallation, all work included in the two initialconstruction contracts was completed. Theremainder of excavation is anticipated to begin bySpring 2010. Bids for the balance of construction arescheduled to be received by December 2009 andpresented to the Board of Commissioners for consid-eration in February 2010.

General Criminal Justice: This category is separatedinto the following four projects: 1) Detention Secu-rity Systems, 2) Existing Courthouse Improvements,3) Criminal Courts Displacement, 4) Public SafetyCenter Renovations. Detention security improve-ments are currently underway and include conver-sion of analog video systems to digital at HammondRoad Detention Annex, video visitation/1st appear-ance court, and modernizing of detention door andlighting controls at the Public Safety Center. Approx-imately 70 percent of the interior space in the existingCourthouse has been demolished, asbestos removed,fire sprinklers installed, and renovations completed.This work has been accomplished in numerous

2010 Fiscal Year Recommended Budget Criminal Justice 307

Criminal Justice

phases over the past six years while keeping theover-crowded court system fully operational. Allgovernment operations previously located in oldbuildings on the site for the planned new JusticeCenter have been relocated to leased facilities onFayetteville Street in downtown Raleigh. Register ofDeeds, Revenue, Community Corrections, WorkforceDevelopment, Affordable Housing, Public Defendershave been relocatied to other County owned or leasedfacilities.

Operating Budget ImpactDetention Facilities: The FY 2010-2016 total esti-mated operating impact reflects operating budgetcosts recently developed for both the Sheriff 's Officeand General Services Administration (GSA) forPhase 2 of the Hammond Road detention complex.These costs represent both personnel and associatedoperating expenses for these two departments. Esti-mates will be further refined in future capital budgetsas operating procedures are developed.

Judicial Facilities: The FY 2010-2016 total estimatedoperating impact reflects new operating budget costsrecently developed for General Services Administra-tion (GSA) for the Justice Center complex. Compo-nents of this complex include a new criminalcourthouse, public records and administration facili-ties, and associated parking to support these func-tions. These costs represent both personnel andassociated operating expenses for GSA and will befurther refined in future capital budgets, as buildingconstruction progresses. In addition, future staffingneeds of the Sheriff 's Office relative to courtroomsecurity will also be estimated in future capitalbudgets.


Criminal Justice

Detention FacilitiesIn FY 2005 the County updated its long-term JusticeFacility Master Plan, extending the planning horizon

to FY 2030. This plan, along with a funding strategyfor the proposed capital improvements, was endorsedby the Board of Commissioners in FY 2006. Recom-mendations included in the Master Plan continue toguide decisions about current and long term deten-tion capital improvements needed to meet statemandated jail standards.

Wake County owns 25.58 acres of land, comprised oftwo tracts, on Hammond Road near Tryon Road inRaleigh. All acreage was acquired for long termdevelopment to meet the County's detention facilityneeds. The original tract, purchased in 1987,contains 6.22 acres and is located on the west side ofHammond Road. This tract was fully built-out by2001 as a minimum security inmate housing facility

Project Summary: Detention Facilities

UsesPrior



8,910,000 137,395,000 – 9,450,000 – – – – 146,845,000

Professional Services

1,050,000 15,158,000 – 1,050,000 – – 972,000 – 17,180,000

Unallocated Budget CIP

13,800,846 – – – – – – – –

Total Uses 23,760,846 152,553,000 – 10,500,000 – – 972,000 – 164,025,000


2,029,781 – – – – – – – –

Debt to be Authorized

14,147,479 – – – – – – – –


2,366,791 – – 10,500,000 – – 972,000 – 11,472,000

Criminal Justice 49,077 – – – – – – – –Other – 3,000,000 – – – – – – 3,000,000Criminal Justice Debt

4,947,000 149,553,000 – – – – – – 149,553,000

Municipailities 220,718 – – – – – – – –

Total Sources 23,760,846 152,553,000 – 10,500,000 – – 972,000 – 164,025,000


– – – 6,495,000 11,233,000 1,672,000 – – 19,400,000


– – – – – – – –


Criminal Justice

with a capacity of 416 inmates. The larger of thesetwo tracts, purchased in 2001, contains 19.36 acresand is located on the east side of Hammond Road.The Justice Facility Master Plan proposed that thelarger parcel be developed in multiple phases over30-40 years as the demand for medium/maximumsecurity inmate housing and support servicesdictated. In 2006, Phase I consisting of a two-storybuilding with capacity for 416 medium securityinmates was completed.

Design work began on the next phase (Phase 2) in FY2008 and construction began in FY 2009. Phase 2consists of a 415,000 square foot addition to theexisting building. In addition, a 300 car parking deckcontaining 109,000 square feet, is included. WhenPhase 2 is completed, 672 beds will be added to theCounty detention system and 75% of inmates in thesystem will be incarcerated at the Hammond Roadfacilities. Intake, booking, processing, City CountyBureau of Identification and magistrate functions willbe relocated from the Public Safety Center (in down-town Raleigh) to the suburban Hammond Road siteduring Phase 2. Kitchen, laundry and infirmary facil-ities to support the entire inmate populationprojected to be housed in the County's detentionsystem (through 2030) will be constructed.

Design work was substantially completed and theregulatory agency permitting process was initiatedfor this major expansion project. Bids were receivedand contracts were awarded for two of the fiveplanned construction contracts. These contractsincluded grading, site infrastructure, and a 300-carparking deck. The total amount of these twocontracts was $11.53 million, which was $2.2 millionbelow budget. Construction of site infrastructureimprovements was completed. Foundations havebeen completed for the parking deck. The remainderof construction for the entire project is to be bid andcontracts awarded by end of second quarter of FY2010. Phase II of the Hammond Road DetentionCenter is scheduled to house inmates in October2012.

Phase 2 will require additional funding in the oper-ating budgets of both the Sheriff 's Office and GeneralServices Administration (GSA) for staffing needs and

maintenance activities. These new operating costshave been initially estimated in this FY 2010-2016capital plan. Both personnel and maintenance costswill be further refined and estimated in future capitalplans.


Criminal Justice

General Criminal JusticeThe FY 2010 - FY 2016 CIP includes $28.6 million forGeneral Criminal Justice Projects. Included in theprogram are four distinct projects: Detention Secu-rity Systems ($779,000); Existing CourthouseImprovements ($16.5 million); Criminal CourtsDisplacement ($3.5 million); Public Safety CenterRenovations ($7.8 million).

Detention Security Systems

Projects for FY 2010 - FY 2016 originate from twoareas of need. The first is existing system life cyclereplacements. The second is updating existingsystems to integrate with the new systems planned forthe Justice Center and Hammond Road DetentionCenter. Life Cycle Replacement projects include theupgrade of the original security systems in the PublicSafety center, the conversion of the original analogvideo system to a digital system in Hammond RoadAnnex, the conversion of the Court and Detentionvideo systems from analog to digital, and the cardaccess and guard tour replacement. Configuration of

the Hammond Road expansion and new JusticeCenter provide an opportunity to standardize controlsystems in all county detention facilities. A modern-ized Public Safety Center door and lighting controlsystem will come online in FY 2010.

Existing Courthouse Improvements

The Wake County Courthouse is a twelve storybuilding containing approximately 331,150 squarefeet with a mechanical penthouse and two additionallower parking levels. The building was constructedin the late 1960's to serve Wake County as a Court-house, Office Building, and 170-bed jail. Since itsoriginal construction, the use of the Courthouse hassubstantially changed. There are currently 26 heavilyused courtrooms, along with various support func-tions of the Tenth Judicial District, located in thecourthouse that have substantially increased occu-pancy loads in the building.

County staff and officials of the Raleigh InspectionsDepartment reached agreement in 2003 on a detailed

Project Summary: General Criminal Justice

UsesPrior



13,241,441 2,245,000 3,582,000 3,278,000 7,339,000 4,090,000 3,317,000 – 23,851,000


18,530,125 1,147,000 1,045,000 1,028,000 1,312,000 25,000 188,000 – 4,745,000


242,726 – – – – – – – –

Total Uses 32,014,291 3,392,000 4,627,000 4,306,000 8,651,000 4,115,000 3,505,000 – 28,596,000

Funding SourcesDebt to be Authorized

(2,835,506) – – – – – – – –


44,346,581 3,392,000 4,627,000 4,306,000 8,651,000 4,115,000 3,505,000 – 28,596,000

Total Sources 41,511,075 3,392,000 4,627,000 4,306,000 8,651,000 4,115,000 3,505,000 – 28,596,000


– – – – – – – – –


– – – – – – – –


Criminal Justice

Courthouse 10-year improvement plan of phasedimprovements to assure the building can continue toserve as a judicial facility for Wake County. Theseimprovements include removal of asbestoscontaining materials, installation of fire sprinkler andalarm systems, bringing the building into compliancewith current high-rise building codes, and providingadditional building accommodations as required bythe American with Disabilities Act (ADA). Mechan-ical and electrical systems will also be upgraded orwill be replaced or refurbished. Implementation ofthe Courthouse 10 year improvement plan is anessential part of the 30-year Justice Facility MasterPlan, which was endorsed by the Board of Commis-sioners in December 2004.

In FY 2009, renovations on the 3rd and 7th floors toreplace four courtrooms, support spaces, and judicialoffices were completed. Demolition/asbestos abate-ment of the entire 10th floor began in the fourthquarter of FY 2009. The completion of this workconcludes all building improvements planned for thefirst six years of the 10 year improvement plan. Over70 percent of the square footage of the entire buildinghas been renovated, asbestos abated, and spaces havebeen fully refurbished with long-lasting durablematerials. Mechanical, electrical, and fire protectionsystems have also been upgraded or replaced.

In FY 2010, renovations on the 10th floor to replacetwo courtrooms, support spaces, and judicial officeswill be completed. Plans and specifications will beprepared for work planned on the 11th floor, roofpenthouse, and exterior building envelope.

Criminal Courts Displacement

One the site of the proposed new Justice Centerstructures existed that were built over 45 years ago.These structures have been demolished in prepara-tion for building the Justice Center. Various govern-mental and public records functions had to berelocated in advance of demolition activities. Thesefunctions included Register of Deeds, Revenue,Community Corrections, Workforce Development,and Affordable Housing. They have been relocatedto various leased buildings in downtown Raleigh.Facility leases and related documents were approved

by the Board of Commissioners in FY 2007 and FY2008. These were multi-year full service leases thatterminate on June 30, 2013. Funding in the CIP isdesigned to cover all relocation and facility leasescosts through the full term of the various leases.

Public Safety Center Renovations

In FY 2008, a study was commissioned of areaswithin the Public Safety Center that will need to bereconfigured to assure proper functional use onceHammond Road Detention Center Phase 2 and thenew Justice Center open. The specific areas of thePublic Safety Center that would be impacted from anoperational and space needs perspective could not beaccurately determined until the Building Programsfor these two major facilities were finalized in FY2008.

As part of the study, an architectural space programwas developed for the ground, first, second, and thirdfloors of the Public Safety Center. The spaceprogram, dated March 2008, contains details floorplans, cost estimates, and the proposed implementa-tion timeline for the planned renovation project. Theproject includes renovating approximately 72,500square feet of space in the public safety center and upfitting 10,400 square feet of the basement level of theJustice Center. Construction is planned in twophases to minimize impact on existing SheriffDepartment operations. Phase one consists of reno-vations for evidence storage and satellite kitchen inthe Public Safety Center. Also included is construc-tion work associated with courts inmate holding andprocessing areas, service truck access improvements,and security surveillance equipment. Permitting isplanned for FY 2012 and construction is to becompleted in FY 2013. Phase two consists of renova-tions to 39,500 square feet of floor space on the first,second, and third floors of the Public Safety Center.Selected part of these floors will be reconfigured andrenovated for property storage, six maximum secu-rity housing cells, expansion space for the Sheriff 'sdepartment, and related support spaces. Design isplanned for FY 2012 and permitting and construc-tion is to be completed in FY 2015.


Criminal Justice

Justice Center ComplexKey components of the County's long-term JusticeFacility Master Plan include courts and relatedadministration, public records and parking tosupport these functions. Existing buildings housingthese functions are at maximum capacity. In addi-tion, some buildings have reached the end of theiruseful life due to the age of the structures andbuilding systems.

The Justice Facility Master Plan contemplates that thejudiciary and public records will be housed primarilyin two main facilities. These include the existingCourthouse and a new Justice Center, both located indowntown Raleigh.

In FY 2008, design work began on a new JusticeCenter as proposed in the Justice Facility MasterPlan. Early in the 1st quarter of FY 2008, the Boardof Commissioners approved a comprehensive Archi-tectural Building Program. This program identified

Project Summary: Justice Center Complex

UsesPrior



13,958,533 160,270,000 – – 9,900,000 1,530,000 – – 171,700,000

Land Costs 42,033 – – – – – – – –Professional Services

3,072,494 17,808,000 – – 1,100,000 170,000 – – 19,078,000

Preliminary Development

36,250 – – – – – – – –


2,122,503 – – – – – – – –

Total Uses 19,231,812 178,078,000 – – 11,000,000 1,700,000 – – 190,778,000


474,561 – – – – – – – –

Debt to be Authorized

906,123 – – – – – – – –


– – – – 7,088,000 – – – 7,088,000


5,941,839 1,211,000 – – 3,912,000 1,700,000 – – 6,823,000

Criminal Justice 116,383 – – – – – – – –Transfers From Special Districts Fund

49,271 – – – – – – – –

Criminal Justice Debt

11,743,635 176,867,000 – – – – – – 176,867,000

Total Sources 19,231,812 178,078,000 – – 11,000,000 1,700,000 – – 190,778,000


– – – – 2,736,000 4,373,000 – – 7,109,000


– – – – – – – –


Criminal Justice

goals, objectives, timeline, and budget for the JusticeCenter, along with specific governmental functions tobe housed in the building. Judicial functions to belocated in the building included 22 criminal courts,offices for Judges, Clerk of Court, District Attorney,Public D and various support spaces. Key countypublic records and administrative functions includedRegister of Deeds, Revenue, GIS, Budget, Board ofCommissioners, County Manager, and CountyAttorney. In addition, security controlled under-ground parking for approximately 175 vehicles andspace for a future central energy plan to supportCounty buildings in downtown Raleigh were identi-fied in the approved program.

Numerous public meetings were held in FY 2008 toreview the proposed design and provide opportuni-ties for citizens to comment on the proposedbuilding. In March 2008, the Board of Commis-sioners approved schematic design for a new JusticeCenter to be built adjacent and connected to thenorth wall of the Wake County Public Safety Center.The approved design included an 11-story high-risebuilding with a base of 3-stories on the north and a4-story low-rise on the west. There will be two belowgrade levels for parking and a tunnel will connect theJustice Center to the exiting Courthouse and PublicSafety Center. With a total of 576,997 square feet, thenew Justice Center will be the largest County ownedbuilding. The public records portion of the facility iscurrently scheduled to open in July 2013 while thecourts and related administration portion is sched-uled to open in November 2013.

Operating impacts associated with the opening of theJustice Center will require additional Sheriff Office

and GSA staff. Currently, there is $7.1 million identi-fied in the FY 2010 - FY 2016 CIP as operatingimpacts. However, during FY 2010, these costs willbe further developed since the design is substantiallycomplete.


Economic Development

Seven-Year CIP SummaryThe FY 2010-2016 CIP includes approximately $10.5million for water and sewer system upgrades andrelated economic development business grantpayments. Funds are used to provide on-site andoff-site water and sewer infrastructure, fundreclaimed water facilities in the Wake County portionof the Research Triangle Park (RTP) and to providepayments as approved by the Board of Commis-sioners for various business incentive grants.

History/BackgroundResearch Triangle Park Water and Sewer

In 1987, the County completed a comprehensivestudy of the water and wastewater facility needs forthe portion of Research Triangle Park located inWake County. This study determined that directconnection to public utilities would be the mostfeasible and practical of the alternatives evaluated tomeet water and sewer facilities needs of the portion ofRTP located in Wake County (RTP South). A masterutility plan was prepared for RTP and continues toguide the County in planning and funding capital

improvement projects in RTP. The Town of Morris-ville developed a plan in 2004-2005 that recom-mended joint facilities be installed. This plan is also aguiding document for the continued development ofwater and sewer infrastructure in RTP South. The2003 agreement between Wake County, Town ofCary, and the Research Triangle Foundation providesfor the funding and construction of water & sewerimprovements by the County to serve RTP and theoperation and maintenance of these improvements bythe Town of Cary. In addition, the Wake CountyWater and Sewer Funding Policy provides for assis-tance to construct on-site water and sewer lines forindustrial tenants within RTP for new or expandedfacilities subject to the County's water and sewer fundpolicy.

County Water/Sewer Plan

The 1998 Wake County Water/Sewer Plan (updatedin 2006) provides the framework for long-term waterand sewer infrastructure development in the county.The Plan recommends initially establishing twoutility systems in the County with the ultimate goal ofconsolidating into a single water and sewer utility

Element Summary: Economic Development


FY10-16On-site Water and Sewer

– – 300,000 300,000 300,000 – – 900,000

Economic Incentives 138,000 1,885,000 1,091,000 1,068,000 1,039,000 884,000 726,000 6,831,000Off-site Water and Sewer

30,000 2,679,000 30,000 5,000 – – – 2,744,000

Total Uses 168,000 4,564,000 1,421,000 1,373,000 1,339,000 884,000 726,000 10,475,000


48,000 4,564,000 799,000 1,373,000 1,339,000 884,000 726,000 9,733,000

Transfers From Grant Fund

120,000 – – – – – – 120,000

Transfer From Capital Reserve

– – 622,000 – – – – 622,000

Total Sources 168,000 4,564,000 1,421,000 1,373,000 1,339,000 884,000 726,000 10,475,000


– – – – – – – –


– – – – – – – –

2010 Fiscal Year Recommended Budget Economic Development 315


system by 2015. As part of the Blue Ribbon Commis-sion continued efforts to consolidate utility systems,funding priority is given to facility merger feasibilitystudies and preliminary engineering work.

RTP Reclaimed Water

The October 2003 Interlocal Agreement betweenWake County, the Town of Cary and ResearchTriangle Foundation provides that water and sewercustomers in Research Triangle Park will abide by theTown of Cary's reclaimed water policy. At such timeas the Town of Cary constructs the primary system todeliver reclaimed water to the boundaries of ResearchTriangle Park, the County agrees to install, if prac-tical, the secondary system to deliver the reclaimedwater to the customers in RTP. Based upon a WaterReclamation and Reuse Plan for RTP Southcompleted in October 2003, Wake County has beenpursuing the design and construction of such asystem. The Town of Cary will be responsible for theoperation and maintenance of the reclaimed watersystem and for providing the reclaimed water to RTPcustomers. The County has been awarded grantfunds from the US EPA for this project.

Economic Incentives

Wake County, through partnerships with the State ofNorth Carolina, the Research Triangle Foundation,local municipalities, and other organizations, hashistorically participated in awarding business incen-tive grants to corporations who invest in infrastruc-ture and equipment, create new jobs, and help growthe County's tax base. Business incentive grants areapproved by the Board of Commissioners and arecontingent upon meeting requirements established inthe grant agreements. The FY 2010 - FY 2016 CIPincludes estimated business incentive grant paymentsfor Credit Suisse, Novartis, and RBC.

Operating Budget ImpactThe capital improvements funded through the Waterand Sewer element are expected to have no impact onthe County's operating budget. As explained on thefollowing project pages, the County does not assumethe responsibility for operating or maintaining any ofthe water/sewer infrastructure funded here. Instead,

the maintenance and operation of this infrastructureare the responsibility of our municipal or other part-ners.

316 Economic Development 2010 Fiscal Year Recommended Budget


Economic IncentivesWake County, through partnerships with the State ofNorth Carolina, the Research Triangle Foundation,local municipalities, and other organizations, hashistorically participated in awarding business incen-tive grants to corporations who invest in infrastruc-ture and equipment, create new jobs, and help growthe County's tax base. Business incentive grants areapproved by the Board of Commissioners and arecontingent upon meeting requirements established inthe grant agreements.

The FY 2010 - FY 2016 CIP includes $6.8 million inanticipated business incentive grant awards for CreditSuisse, Novartis, and RBC.

Credit Suisse has met the requirements as outlined inthe November 2004 agreement approved by theBoard of Commissioners. As of April 2009, CreditSuisse has created and retained over 600 new jobs,with an average annual wage exceeding $70,000.Credit Suisse added over $100 million in new invest-ment to Wake County (including a data center whichwas sold to Fidelity Investments in October 2007).

Credit Suisse has also paid, in total, their propertytaxes in 2007-2008 and 2008-2009.

It is estimated that Novartis will be eligible to beginearning incentive payments in Spring 2011. Per theagreement approved by the Board of Commissionersin July 2006, Novartis is required to create an invest-ment of at least $100 million by December 31, 2010and create 350 new jobs. It is anticipated that thecombined value of building and personal propertywill equal an investment of $352 million byDecember 31, 2010 and that 350 new jobs will becreated.

It is estimated that RBC will be eligible to beginearning incentive payments in Spring 2012. Per theagreement approved by the Board of Commissionersin August 2006, RBC is required to invest $40,000,000for RBC's United States headquarters. RBC will meetthe investment requirement in 2009, but because of aBrownfield agreement that allows partial exclusionfrom tax assessment for the first five taxable years isin place, RBC will qualify for incentive paymentsbeginning in FY 2012.

Project Summary: Economic Incentives

UsesPrior


FY10-16Economic Development

– 138,000 1,885,000 1,091,000 1,068,000 1,039,000 884,000 726,000 6,831,000

Total Uses – 138,000 1,885,000 1,091,000 1,068,000 1,039,000 884,000 726,000 6,831,000


– 18,000 1,885,000 469,000 1,068,000 1,039,000 884,000 726,000 6,089,000

Transfers From Grant Fund

– 120,000 – – – – – – 120,000


– – – 622,000 – – – – 622,000

Total Sources – 138,000 1,885,000 1,091,000 1,068,000 1,039,000 884,000 726,000 6,831,000


– – – – – – – – –


– – – – – – – –



Off-site Water and SewerOff-site water and sewer includes funds for two mainprojects: reclaimed water and RTP off-site infra-structure.

Wake County received grant awards from the EPAtotaling just under $3.0 million for the design andinstallation of a water reclamation system in RTPSouth and the surrounding area on behalf of DurhamCounty and the Town of Cary. An Interlocal Agree-ment (ILA) was established in 2006 for the environ-mental documentation and design of these facilities.The Finding of No Significant Impact (FNSI) wasapproved by the Environmental Protection Agency(EPA) and final design of the system is nearingcompletion. A revision to the ILA for constructionpurposes is anticipated in 2009. Subject to designreview by the North Carolina Department of Envi-ronment and Natural Resources (DENR), construc-tion of these facilities should start in late 2009 and thesystem should be operating in 2010. Some delayshave been experienced on this project during the pastyear. Durham County and the Town of Cary arenegotiating the terms of the operational apsects ofthis project. These issues must be resolved prior toany construction occuring.

Wake County is taking the lead in the development ofthe project and is being supported by both Cary andDurham County. The federal grant pays a maximumof 55 percent of the project costs. Wake County andthe project partners will be responsible for theremaining 45 percent of the project costs and anyshortfall in federal appropriations, which is expectedon this project.

The remaining funds in the off-site water and sewerproject are in support of the October 2003 agreementwith Wake County, the Town of Cary, and theResearch Triangle Foundation for the construction,operation, and maintenance of water and sewer utili-ties in the Wake County portion of Research TrianglePark. Pursuant to this agreement, the County willcontinue to be responsible for the completion of thewater and sewer improvements to serve the undevel-oped sites in RTP. The operation and maintenancecosts associated with the utilities and the provision ofwater and sewer treatment capacities will continue tobe the responsibility of the Town of Cary. Remainingwork in RTP South is limited to sanitary sewer linesand has generally involved working together with theTown of Cary in designing and installing these utili-ties.

Project Summary: Off-site Water and Sewer

UsesPrior



– 30,000 2,679,000 30,000 5,000 – – – 2,744,000

Total Uses – 30,000 2,679,000 30,000 5,000 – – – 2,744,000


– 30,000 2,679,000 30,000 5,000 – – – 2,744,000

Total Sources – 30,000 2,679,000 30,000 5,000 – – – 2,744,000


– – – – – – – – –


– – – – – – – –

318 Economic Development 2010 Fiscal Year Recommended Budget


On-site Water and SewerTo encourage job creation and economic develop-ment, the County has provided funds for the installa-tion of off-site water and sewer infrastructure asneeded for the development of the portion ofResearch Triangle Park (RTP) located in WakeCounty. These facilities provide water and sewerservice up to the property line of the individual siteswithin RTP. In addition, the Wake County Water andSewer Fund Policy specifically provides for assistancewith the construction of on-site water and sewer linesto industrial tenants within RTP. The Board ofCommissioners has in the past provided funding forthe construction of on-site water and sewer lines towithin five feet of the building for the existing indus-tries in RTP including Cisco, Biogen, Sony Ericsson,Diosynth, Magnequench, and most recently CreditSuisse First Boston Global Business Center. Fundingwill be provided on an as-needed and as-requestedbasis.

The FY 2010 - FY 2016 CIP includes funds for futureon-site water and sewer infrastructure starting in FY2012.

Project Summary: On-site Water and Sewer

UsesPrior



– – – 300,000 300,000 300,000 – – 900,000

Total Uses – – – 300,000 300,000 300,000 – – 900,000


– – – 300,000 300,000 300,000 – – 900,000

Total Sources – – – 300,000 300,000 300,000 – – 900,000


– – – – – – – – –


– – – – – – – –


Libraries

Seven-Year CIP SummaryThe FY 2010-2016 CIP includes $38.6 million toconstruct a variety of new, replacement, andexpanded libraries. Of these funds, $3.5 million isappropriated to fully fund Northeast RegionalLibrary, the final project from the library programapproved by voters in October 2003. The remainingfunds are dedicated to projects identified in theCounty's 2007 Libraries Master Plan, which includeconstruction of six major library projects and severalexisting facility unpgrade projects, for which librarybonds were approved by the voters in October 2007.Due to slower economic growth and modifications tothe County's bond sale schedules, construction andrenovations will not start as originally planned in FY2009. Instead projects will begin in FY 2011 and willstretch through FY 2015.

History/BackgroundThe Wake County Public Library Division of theCommunity Services Department provides public

library service countywide. The Library's 2007updated Master Plan, received by the Board ofCommissioners in June 2007 reaffirms the Division'sfocus on books, reading, and children and identifiesno major changes to the system's service plan orpriorities. In addition, the prototypes and operatingmodels for community branches and regionallibraries identified in the 2002 Libraries Master Plando not require any changes. The 2007 LibrariesMaster Plan provides a long-range capital projectimplementation and funding plan, which led to thevoter approved $45 million bond in October 2007.

Project AccomplishmentsAccomplishments include: Received bids, awardedcontracts for construction, and made substantialprogress on construction for Leesville CommunityBranch library; received bids but postponedconstruction of Northeast Regional Library andcompleted bid documents, but also postponedbidding and construction of Wake Forest BranchLibrary until FY 2011.

Element Summary: Libraries


FY10-16North Hills Library – 281,000 4,477,000 – – – – 4,758,000Upgrades to Existing Library Facilities

– 1,082,000 613,000 349,000 717,000 428,000 – 3,189,000

Middle Creek Library – 3,580,000 771,000 – – – – 4,351,000Morrisville Library – – 291,000 4,634,000 – – – 4,925,000Cary Regional Library – 200,000 694,000 12,240,000 – – – 13,134,000Northeast Regional Library

3,517,000 – – – – – – 3,517,000

Fuquay-Varina Library

– 2,102,000 2,585,000 – – – – 4,687,000

Total Uses 3,517,000 7,245,000 9,431,000 17,223,000 717,000 428,000 – 38,561,000


– 7,245,000 9,431,000 17,223,000 717,000 428,000 – 35,044,000

Library 3,517,000 – – – – – – 3,517,000

Total Sources 3,517,000 7,245,000 9,431,000 17,223,000 717,000 428,000 – 38,561,000


378,000 40,000 1,122,000 944,000 1,094,000 1,167,000 711,000 5,456,000


5 1 20 6 14 17 – 63

320 Libraries 2010 Fiscal Year Recommended Budget

Libraries

Operating Budget ImpactThe construction of a new library facility is anon-routine capital project that significantly impactsthe County's service delivery and its operatingbudget. Opening new libraries will require that theCounty dedicate a portion of its expenditure growtheach year to these new facilities. To fully understandthe financial impact of these projects, the County hasestimated the operating cost of all new and expandedlibraries. These cost estimates use the library staffingstandards that are part of the Library System MasterPlan, along with estimates for each facility's usage ofsupplies and materials. Generally, the operating costsfor new facilities are phased in over two or more fiscalyears based on the timing of the library's opening.For example, a library opening late in the fiscal yearwill not incur a full year's worth of operatingexpenses until it operates for an entire fiscal year.

2010 Fiscal Year Recommended Budget Libraries 321

Libraries

Cary Regional LibraryThe existing Cary Branch Library is 11,800 squarefeet and is exceeding its circulation capacity. Thebranch is operating at the level of a regional facilityand is scheduled to be replaced with a 22,000 squarefoot regional prototype model. The site and buildingis currently leased from the Town of Cary. TheCounty is working in partnership with the Town ofCary to locate a replacement library across Academy

Street in conjunction with the Town's plannedcultural arts campus. The replacement library isscheduled to open in FY 2015.

The replacement library is expected to need approxi-mately ten new staff members. Operating cost esti-mates shown below include these staff (phased inover FYs 2014, 2015 and 2016), along with funds forsupplies and materials.

Project Summary: Cary Regional Library

UsesPrior



– – – – 9,298,000 – – – 9,298,000


– – 200,000 694,000 – – – – 894,000

Library Materials – – – – 2,172,000 – – – 2,172,000Furniture, Fixtures & Equipment

– – – – 770,000 – – – 770,000

Total Uses – – 200,000 694,000 12,240,000 – – – 13,134,000

Funding SourcesAuthorized and Unissued

– – 200,000 694,000 12,240,000 – – – 13,134,000

Total Sources – – 200,000 694,000 12,240,000 – – – 13,134,000


– – – – – 42,000 697,000 207,000 946,000


– – – – 1 9 – 10


Libraries

Upgrades to Existing Library FacilitiesWake County's facility condition assessment processhas identified seven (7) library facilities where reno-vation and repairs are necessary. The work includessite work repairs, interior and exterior renovations,roof replacements, energy conservation improve-ments, materials, and replacement of furnishings,fixtures, and equipment. The facilities include: (a)Richard B. Harrison Library; (b) Olivia RaneyLibrary; (c) Green Road Library; (d) SoutheastRegional Library; (e) Wendell Branch Library; (f)East Regional Library and (g) Zebulon BranchLibrary.

Project Summary: Upgrades to Existing Library Facilities

UsesPrior



325,000 – 795,000 361,000 266,000 600,000 321,000 – 2,343,000


113,000 – 52,000 32,000 25,000 64,000 32,000 – 205,000

Furniture, Fixtures & Equipment

142,000 – 235,000 220,000 58,000 53,000 75,000 – 641,000

Total Uses 580,000 – 1,082,000 613,000 349,000 717,000 428,000 – 3,189,000


– – 1,082,000 613,000 349,000 717,000 428,000 – 3,189,000


580,000 – – – – – – – –

Total Sources 580,000 – 1,082,000 613,000 349,000 717,000 428,000 – 3,189,000


– – – – – – – – –


– – – – – – – –


Libraries

Fuquay-Varina LibraryThe existing Fuquay-Varina Branch Library is 4,400square feet and is exceeding its circulation capacityand ability to meet other program demands andservices. The facility is scheduled to expand to 8,000square feet. The Town of Fuquay-Varina is dedi-cating land adjacent to the existing library to accom-

modate either expansion or replacement of thecurrent facility. This facility is scheduled to open inFY 2014.

The replacement library is expected to need approxi-mately five new staff members. Operating cost esti-mates shown below include these staff along withfunds for supplies and materials.

Project Summary: Fuquay-Varina Library

UsesPrior



– – 2,102,000 1,591,000 – – – – 3,693,000


315,000 – – – – – – – –

Library Materials – – – 674,000 – – – – 674,000Furniture, Fixtures & Equipment

– – – 320,000 – – – – 320,000

Total Uses 315,000 – 2,102,000 2,585,000 – – – – 4,687,000


– – 2,102,000 2,585,000 – – – – 4,687,000


315,000 – – – – – – – –

Total Sources 315,000 – 2,102,000 2,585,000 – – – – 4,687,000


– – – – – 268,000 128,000 – 396,000


– – – – 5 – – 5


Libraries

Middle Creek LibraryA new community library is proposed for southernWake County adjacent to Middle Creek High School.The existing acre parcel is owned by the County and

was purchased when the school was planned. Theplanned library is in an area of increasing populationwhere there are currently no library services. Thebuilding is proposed to be 8,000 square feet and isscheduled for opening in FY 2013.

The new library is expected to need approximatelyeight new staff members. Operating cost estimatesshown below include these staff (phased in over FYs2012, 2013 and 2014), along with funds for suppliesand materials.

Project Summary: Middle Creek Library

UsesPrior



– – 2,354,000 771,000 – – – – 3,125,000


268,000 – – – – – – – –

Library Materials – – 906,000 – – – – – 906,000Furniture, Fixtures & Equipment

– – 320,000 – – – – – 320,000

Total Uses 268,000 – 3,580,000 771,000 – – – – 4,351,000


– – 3,580,000 771,000 – – – – 4,351,000


268,000 – – – – – – – –

Total Sources 268,000 – 3,580,000 771,000 – – – – 4,351,000


– – – 72,000 503,000 68,000 – – 643,000


– – 3 5 – – – 8


Libraries

Morrisville LibraryA new community library is proposed for Morrisvilleas part of a planned downtown commercial complexin which the town will dedicate the land for thelibrary. The town is also considering developing acultural arts facility in conjunction with the new

library. Although the planned library is in thevicinity of West Regional Library, there remains anincreasing demand for library services in the area.The building is proposed to be 8,000 square feet andis scheduled to be completed for opening in FY 2015.

The new library is expected to need approximatelyeight new staff members. Operating cost estimatesshown below include these staff (phased in over FY2015 and FY 2016), along with funds for supplies andmaterials.

Project Summary: Morrisville Library

UsesPrior



– – – – 3,425,000 – – – 3,425,000


– – – 291,000 – – – – 291,000

Library Materials – – – – 889,000 – – – 889,000Furniture, Fixtures & Equipment

– – – – 320,000 – – – 320,000

Total Uses – – – 291,000 4,634,000 – – – 4,925,000


– – – 291,000 4,634,000 – – – 4,925,000

Total Sources – – – 291,000 4,634,000 – – – 4,925,000


– – – – – – 177,000 504,000 681,000


– – – – – 8 – 8


Libraries

Northeast Regional LibraryA new regional library is proposed to serve residentsof northeastern Wake County. Presently, only theWake Forest Branch library serves this area of thecounty, and it is exceeding its circulation capacity.The new 22,000 square foot library will be located inthe Wakefield area near Wake Forest. Due to theeconomic slow-down, the project has been post-poned but is expected to begin construction in FY2011 and to open in FY 2012. This is the final libraryto be built from the 2003 library bonds.

The new library is expected to need approximatelyeighteen new staff members. Operating cost esti-mates include staff, along with funds for supplies andmaterials (phased in over FY 2011, FY 2012, and FY2013).

Project Summary: Northeast Regional Library

UsesPrior



4,118,647 1,152,000 – – – – – – 1,152,000


3,586,039 – – – – – – – –

Library Materials – 2,365,000 – – – – – – 2,365,000Furniture, Fixtures & Equipment

579,000 – – – – – – – –

Total Uses 8,283,686 3,517,000 – – – – – – 3,517,000


4,623,973 – – – – – – – –


3,659,713 – – – – – – – –

Library – 3,517,000 – – – – – – 3,517,000

Total Sources 8,283,686 3,517,000 – – – – – – 3,517,000


– – 40,000 1,050,000 411,000 – – – 1,501,000


– 1 17 – – – – 18


Libraries

North Hills LibraryA new community library is proposed for Raleigh inthe area of North Hills Center. This is an area of

dense population, which currently has limited libraryservices. The County will consider options includingleasing space at the North Hills Center or building itsown facility. The building is proposed to be 8,000square feet and scheduled for opening in FY 2014.

The new library is expected to need approximatelynine new staff members. Operating cost estimatesshown below include these staff (phased in over FYs2013, 2014 and 2015), along with funds for suppliesand materials.

Project Summary: North Hills Library

UsesPrior


FY10-16Land Costs 4,400,000 – – – – – – – –Construction Costs

– – – 3,258,000 – – – – 3,258,000


– – 281,000 – – – – – 281,000

Library Materials – – – 899,000 – – – – 899,000Furniture, Fixtures & Equipment

– – – 320,000 – – – – 320,000

Total Uses 4,400,000 – 281,000 4,477,000 – – – – 4,758,000


– – 281,000 4,477,000 – – – – 4,758,000


4,400,000 – – – – – – – –

Total Sources 4,400,000 – 281,000 4,477,000 – – – – 4,758,000


– – – – 30,000 716,000 165,000 – 911,000


– – – 1 8 – – 9


Open Space

History/BackgroundThe County, in partnership with its municipalities,the State of North Carolina, and nonprofit land trustagencies has continued to purchase priority landsguided by the information and recommendations ofthe Open Space, Watershed Management andGrowth Management plans. Preservation efforts,including acquisition of identified parcels in highestpriority watersheds and stream corridors, is expectedto continue. Financial partnering opportunities willalso be pursued with all the County's municipalities,the state and federal governments as well as nonprofitland preservation entities to protect water quality andpreserve critically important properties.

The Open Space Preservation program is currentlyfocused on achieving the following goals: ProtectWake County's water resources and preserve thequality of its water supply; preserve significantnatural resources of the county, wildlife habitat,scenic areas and natural areas suitable for recreation;acquire high-priority lands or land rights (throughconservation easements) in a cost-effective and effi-cient manner and protect up to 30% of the county'sland area (approximately 165,000 acres). Of this165,000, the intent is to preserve 30,000 acres throughacquisition or by appropriate regulatory initiativesand through the design development process of newsubdivisions.

The rapid growth in the county has led to increasednew development in outlying areas and decreasedforestland and farmland. In response: The WakeCounty Board of Commissioners created an OpenSpace Task Force to provide recommendations in1997; committed $1.3 million for planning and openspace acquisition and to support a grant program toencourage municipalities to prepare open space plansand to leverage municipal funding for land-acquisi-tion efforts, from 1998 to 2000; completed an assess-ment of four critical watersheds (Falls Lake, JordanLake, Little River and Swift Creek); in November2000, Wake County voters passed a $15-milliondollar bond referendum to establish the WakeCounty Open Space Preservation Program; in August2001, the Board of Commissioners adopted Phase I ofthe Open Space Plan, identifying the four priority

watersheds and certain properties within these water-sheds for acquisition and in March 2003, the Board ofCommissioners endorsed the long-range WakeCounty Consolidated Open Space Plan, which inte-grates plans developed by the 12 municipalities into acomprehensive, countywide open space preservationprogram.

In August 2003, the Board approved acceptance ofthe Open Space Corridor Acquisition Plan to acquireconservation/greenway easements along eight corri-dors totaling 40 miles of streams in various areas ofWake County.

In November 2004, Wake County voters passed a $26million dollar bond referendum for additional acqui-sition of open space properties and the improvementof such properties.

In their January 2007 retreat, the Board of Commis-sioners affirmed their commitment to open space bycommitting to initiate a $50 million bond referendumfor fall 2007.

In October 2007, Wake County voters passed a $50million dollar bond referendum for additional acqui-sition of open space properties and the improvementof such properties.

In February 2008, the Board approved changes to theOpen Space policy that included the addition of twopriority stream corridors: Middle Creek and UpperNeuse River (or Falls Lake Watershed).

As stated earlier, the Consolidated Open Space Planestablishes a goal that at least 30 percent of WakeCounty's land and water will be protected as perma-nent open space. To further efforts towards this goal,the following actions have been taken: Approval bythe Board of Commissioners of Phases I & II of theOpen Space Plan; identifying properties and corri-dors for open space acquisition; fostering partner-ships with municipalities and the state and federalgovernments to acquire properties, thereby lever-aging the County funding available for open spaceacquisition and entered into an agreement with TheTriangle Land Conservancy (assisted by the Trust for

2010 Fiscal Year Recommended Budget Open Space 329

Open Space

Public Lands) to partner in preserving open space inthe Mark's Creek watershed.

The Open Space program is also tied to the County'sWatershed Management Plan, since the Open SpacePlan maintains that protecting and conserving openspace is the least costly and most effective way toprotect the water supply.

To date, the County has acquired or partnered in theacquisition of more than 4,300 acres, at a cost of $85.2million dollars. County funding has totaled $59.1million dollars.

Project AccomplishmentsDue to the economic slowdown, open space fundingis delayed until FY 2011 contingent upon a successfulbond sale. Thus, limited acquisitions were made inFY 2009. Open Space accomplishments include theacquisition of the Dean property in Marks Creek,which consisted of 125.14 acres, for a total acquisitioncost of $2,815,650, or $22,500 per acre. Wake Countyhas also begun to receive the City of Raleigh's reim-bursement payments for Little River acquisition; theCounty received $1.0 million for FY 2008 and FY2009 and another $500,000 is due July 1, 2009 for FY2010. Finally, the County has started developing aprocess for prioritizing open space acquisitions. Thisprocess is being led by the Wake County CommunityServices department and includes staff fromCommunity Services, Environmental Services, andFacilities Design and Construction.

Operating Budget ImpactSince the inception of the Open Space program rela-tively minor operating costs have been anticipatedwith the stewardship of acquired land. However, withpotentially thousands of acres of open space to beacquired and protected under the Master Plan,County staff is currently re-evaluating its landmanagement operations and programs based onrecommendations in the updated comprehensiveopen space master plan.

330 Open Space 2010 Fiscal Year Recommended Budget

Parks

Seven-Year CIP SummaryThe FY 2010-2016 CIP includes $4.1 million for theParks system. This includes $2.1 million representingthe County's contribution towards the CommunityUse of School Parks Program, $1.75 million forexisting facility improvements at various countyparks and school/park facilities, and $300,000towards the County's share of development ofRandleigh Farms.

History/BackgroundIn Fall 2002, staff completed a master-planningprocess to determine the park and recreation facilityneeds across the county and to define Countygovernment's role in meeting those needs. In 2008,staff updated the Master Plan by facilitating acomprehensive review of existing facilities andpredicted need for future park facilities. In February2008, the Board of Commissioners received theComprehensive Parks and Recreation Master Plan.The 2008 Master Plan confirms the County's role andapproach in the delivery of parks and recreationservices. Key outcomes of the Master Plan include 1)maintaining the three Core Service areas of openspace, recreation and leisure, and environmental andcultural education; 2) identification of new park facil-ities that meet current and long-tern needs; 3)

continue to partner with the school system andmunicipalities in the delivery of parks and recreationservices and 4) continue the high level of mainte-nance and renovation at existing facilities.

Project AccomplishmentsDuring FY 2009 the County participated with thepublic school system and municipalities in the jointacquisition, planning, and development for commu-nity schools/parks at six sites including Wendell,Cary, Zebulon, Holly Springs, and two sites inRaleigh. Additional land acquisition efforts weremade in Raleigh, Garner and Fuquay-Varina. Futurework includes a site in Apex, two sites in Cary, andthree sites in Raleigh.

Other accomplishments include: Completed facilityimprovements at all seven County parks (HarrisLake, Lake Crabtree, Blue Jay Point, Crowder DistrictPark, Historic Oak View, Yates Mill and the AmericanTobacco Trail) and five school parks (Penny RoadElementary, Knightdale Elementary, West MillbrookMiddle, Forestville Elementary and Fox RoadElementary). The preparation of the Lake MyraCounty Park Master Plan was completed.

Element Summary: Parks


FY10-16Community Use of School Parks

300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000

Randleigh Farm 300,000 – – – – – – 300,000Existing Parks Facility Improvements

250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000

Total Uses 850,000 550,000 550,000 550,000 550,000 550,000 550,000 4,150,000


850,000 550,000 550,000 550,000 550,000 550,000 550,000 4,150,000

Total Sources 850,000 550,000 550,000 550,000 550,000 550,000 550,000 4,150,000


– – – – – – – –


– – – – – – – –

2010 Fiscal Year Recommended Budget Parks 331

Parks

Existing Parks Facility ImprovementsThe County conducts annual facility conditionassessments at existing County Park and School Parksites to identify critical park infrastructure repairsand improvements. The FY 2010 - FY 2016 CIPincludes $1.75 million to address improvementsidentified through the condition assessment process.Nine County and school park sites have been identi-fied for renovations for FY 2010 and include: OakView County Park, Blue Jay Point County Park, theAmerican Tobacco Trail, Yates Mill County Park,Penny Road Elementary, West Millbrook Middle,

Swift Creek Elementary, Forestville Elementary, andWake Forest Rolesville Middle.

Project Summary: Existing Parks Facility Improvements

UsesPrior



* 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000

Total Uses * 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000


* 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000

Total Sources * 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000


* – – – – – – – –


– – – – – – – –


332 Parks 2010 Fiscal Year Recommended Budget

Parks

Randleigh FarmRandleigh Farm is a collaborative project between theCity of Raleigh and Wake County to develop a420-acre site as a model of sustainable developmentin the rapidly urbanizing Triangle area. In March2005, the City of Raleigh and Wake Countypurchased the Randleigh Farm property from North

Carolina State University (NCSU). The site is locatedin the eastern section of Wake County, nine milesfrom downtown Raleigh, adjacent to the City's NeuseRiver Wastewater Treatment Plant and borders theNeuse River.

A conceptual master plan for this property was devel-oped through a collaborative process involving theCity, County and the Wake County Public SchoolSystem. In February of 2008, the City and Countyissued a Request for Proposal to Master Developers toprovide master planning and project managementservices for the development that minimizes the costfor infrastructure while maximizing the opportuni-ties for joint development and use. A Master Devel-oper was then selected by City and Countyrepresentatives.

The project will involve the development of a MasterPlan for the site including an Elementary and MiddleSchool, City Environmental Education Center, CityPark, Open Space and mixed use private developmentareas. In addition, the Master Developer will bringforward an equity partnership for the development ofCity and County interests in a model of sustainabledevelopment at a savings to both the City andCounty. The development agreement will include thepreparation of design guidelines for land use, signage

Project Summary: Randleigh Farm

UsesPrior


FY10-16Preliminary Development

* 300,000 – – – – – – 300,000

Total Uses * 300,000 – – – – – – 300,000


* 300,000 – – – – – – 300,000

Total Sources * 300,000 – – – – – – 300,000


* – – – – – – – –


– – – – – – – –



Parks

and energy usage, as well as detailed studies onproject costs and financial modeling. The develop-ment of the Master Plan for Randleigh Farm will bejointly funded by Wake County and The City ofRaleigh. Costs for this initial phase of developmentare expected to total $600,000, with the City andCounty equally sharing this expense.

334 Parks 2010 Fiscal Year Recommended Budget

Parks

Community Use of School ParksThe Community Use of Schools Program represents apartnership between the County, Wake CountyPublic School System, municipalities and non-profitagencies to develop community parks in conjunctionwith the development of new school sites. Funds areused for land acquisition and/or infrastructurebeyond what the school program requires. Park facil-ities may include ball fields, lighting, irrigation,parking, playgrounds, and picnic shelters.

During FY 2009 the County Participated with thepublic school system and municipalities in the jointacquisition, planning, and development for commu-

nity schools/parks at six sites including Wendell,Cary, Zebulon, Holly Springs, and two sites inRaleigh. Additional land acquisition efforts weremade in Raleigh, Garner and Fuquay Varina. The FY2010-2016 CIP includes $300,000 each year for landacquisition and infrastructure development. Futureprojects under discussion include Mills Park MiddleSchool in Cary and the borrow site at the formerNorth Wake Landfill.

Project Summary: Community Use of School Parks

UsesPrior



* 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000

Total Uses * 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000


* 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000

Total Sources * 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000


* – – – – – – – –


– – – – – – – –



Program-wide Projects

Element Summary: Program-wide Projects


FY10-16Transfers to Other Funds

1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000

Reserve for Future Projects

12,000 8,425,000 622,000 7,088,000 10,267,000 5,892,000 16,675,000 48,981,000

Total Uses 1,512,000 9,925,000 2,122,000 8,588,000 11,767,000 7,392,000 18,175,000 59,481,000


1,512,000 9,925,000 1,500,000 1,500,000 11,767,000 7,392,000 18,175,000 51,771,000


– – 622,000 7,088,000 – – – 7,710,000

Total Sources 1,512,000 9,925,000 2,122,000 8,588,000 11,767,000 7,392,000 18,175,000 59,481,000


– – – – – – – –


– – – – – – – –

336 Program-wide Projects 2010 Fiscal Year Recommended Budget


Reserve for Future ProjectsThe FY 2010-2016 CIP includes $48.98 million forfuture capital improvement projects, of which $7.7million is planned for CIP projects in FY 2012 and FY2013. To ensure sound financial stewardship, theCounty maintains capital reserves for future proj-ects. Typically these funds are considered availablefor future capital projects with sound business casesor cost increases for existing projects with changes inscope.


UsesPrior


FY10-16IntraFund Transfers

* – – 622,000 7,088,000 – – – 7,710,000

Reserves (Budget Entries Only)

* 12,000 8,425,000 – – 10,267,000 5,892,000 16,675,000 41,271,000

Total Uses * 12,000 8,425,000 622,000 7,088,000 10,267,000 5,892,000 16,675,000 48,981,000

Funding SourcesTransfers From 911 Fund

* – – – – – – – –


* 12,000 8,425,000 – – 10,267,000 5,892,000 16,675,000 41,271,000


* – – 622,000 7,088,000 – – – 7,710,000

Total Sources * 12,000 8,425,000 622,000 7,088,000 10,267,000 5,892,000 16,675,000 48,981,000


* – – – – – – – –


– – – – – – – –


2010 Fiscal Year Recommended Budget Program-wide Projects 337


Transfers to Other FundsThe FY 2010-2016 CIP includes a transfer to theWake Tech Capital Fund of $10.5 million. Thesefunds will be used for both current and future generalrepairs and renovations as well as minor capital proj-ects at Wake Technical Community College.

Project Summary: Transfers to Other Funds

UsesPrior


FY10-16Interfund Transfers Out

* 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000

Total Uses * 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000


* 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000

Total Sources * 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000


* – – – – – – – –


– – – – – – – –


338 Program-wide Projects 2010 Fiscal Year Recommended Budget

Public Safety

Seven-Year CIP SummaryThe FY 2010-2016 Community Improvement Planincludes approximately $18.6 million over the nextseven years for Public Safety capital improvements.Planned projects include:

800 Megahertz Master Plan: This project includesreplacing infrastructure, radios, tone and voice andalphanumeric pagers, and adding simulcast featuresto a tower in RTP. The portions of the plan related tolaw enforcement are proposed to be funded withCOPS grants. The CIP also includes $445,000, whichwill be funded by Sprint-Nextel, for interface recon-figuration work for 800 MHz radios.

EMS Facilities: The EMS Facilities Master Plan hassets of projects in two phases. Phase I is planned overthe course of the FY 2010-16 CIP period and includes8 stations. Those include: Durant Road, FuquayVarina, Garner, Knightdale South, Zebulon, PleasantValley, Caraleigh and Wendell Falls. The total cost isover $10 million.

EMS Defibrillators: The FY 2010 - FY 2016 alsoincludes funding for the replacement of EMS defibril-lators on a five year replacement cycle.

Computer Aided Dispatch: The FY 2010 - FY 2016CIP also includes funding, from prior 911 funds, forthe replacement of servers and the upgrade of soft-ware to upgrade Raleigh-Wake County EmergencyCommunications Center computer aided dispatch(CAD) systems.

History/BackgroundPublic Safety projects in the past have includedinstalling generators at emergency shelters, buildingand renovating public safety related facilities, andfunding technology projects to improve public safetyin Wake County. Projects are historically developedthrough master plans that are reviewed and then usedto develop CIP requests.

In FY 2008, a facility master plan was undertaken forEmergency Medical Services (EMS) and $2 million

Element Summary: Public Safety


FY10-16CAD Improvements 709,000 – – – – – – 709,000800 Megahertz System

402,000 2,045,000 1,978,000 1,978,000 – – – 6,403,000

EMS Projects 553,000 216,000 1,671,000 1,728,000 1,645,000 2,438,000 – 8,251,000EMS Defibrillators 800,000 828,000 – – – 800,000 828,000 3,256,000

Total Uses 2,464,000 3,089,000 3,649,000 3,706,000 1,645,000 3,238,000 828,000 18,619,000

Law Enforcement – 1,928,000 1,180,000 – – – – 3,108,000Appropriated Fund Balance

709,000 – – – – – – 709,000


1,460,000 1,111,000 1,978,000 3,656,000 1,645,000 3,238,000 828,000 13,916,000


– – 441,000 – – – – 441,000

Outside Agencies 295,000 50,000 50,000 50,000 – – – 445,000

Total Sources 2,464,000 3,089,000 3,649,000 3,706,000 1,645,000 3,238,000 828,000 18,619,000


97,000 119,000 141,000 163,000 186,000 216,000 – 922,000


– – – – – – – –

2010 Fiscal Year Recommended Budget Public Safety 339

Public Safety

was budgeted to seed this project. The plan wasrefined over the course of FY 2008 and Phase I of theMaster Plan which includes 8 facilities, is now beingbudgeted over the course of the FY 2010-16 CIP.

The FY 2010 - FY 2016 CIP includes funding for thenext two rounds of defibrilator replacements. Thenext round of replacements is set for 2010 and 2011,with another round scheduled for 2015 and 2016.Funds are budgeted to cover those replacements.

A project to replace 800 MHz radios was proposed inFY 2008 and a master plan has been developed to alsoreplace aging infrastructure, alphanumeric and toneand voice pagers. The FY 2010-16 CIP proposesfunding portions of this plan.

Operating Budget ImpactNew EMS facilities would require increases for utili-ties and building maintenance. Depending upon theprototype used, these costs will be between $25,000and $40,000 per year. These new facilities will notrequire new people, rather, they are proposed tohandle new and declustered ambulance units that willcome as a result of growth.

340 Public Safety 2010 Fiscal Year Recommended Budget

Public Safety

800 Megahertz SystemIn FY 2005, the County activated an 800 MHz radiosystem for interdepartmental and interagencycommunication. The system has improved emer-gency communication by allowing public safety agen-cies to communicate directly at the scene of an event,by remedying coverage problems (areas in WakeCounty where radios could not operate), and by elim-inating wait times (during which radio users weredelayed in transmitting until a channel cleared).

The system is used by the Wake County Sheriff 'sOffice, EMS, Fire and Emergency Management and

General Services Administration. All municipalitiesin the county, except Cary, have agencies operatingon the new system. Specifically, the Raleigh Fire andRaleigh Police departments have joined the 800 MHzsystem. Because the life span of the 800 MHz radiosis approximately 5-7 years, the CIP includes $1.9million in each of FY 2011-FY 2013 to replace 33% ofthe radios/pagers each year, focusing on those usedby law enforcement personnel. The law enforcementrelated items are proposed to be funded with COPSgrants.

Also budgeted in the FY 2010 - FY 2016 CIP is$445,000 for interface reconfiguration work on the

Project Summary: 800 Megahertz System

UsesPrior


FY10-16Other Contracts * 295,000 1,978,000 1,978,000 1,978,000 – – – 6,229,000Furniture, Fixtures & Equipment

* 107,000 67,000 – – – – – 174,000

Total Uses * 402,000 2,045,000 1,978,000 1,978,000 – – – 6,403,000

Funding SourcesLaw Enforcement * – 1,928,000 1,180,000 – – – – 3,108,000Transfers From General Fund

* 107,000 67,000 748,000 1,928,000 – – – 2,850,000

Outside Agencies * 295,000 50,000 50,000 50,000 – – – 445,000

Total Sources * 402,000 2,045,000 1,978,000 1,978,000 – – – 6,403,000


* 75,000 75,000 75,000 75,000 75,000 75,000 – 450,000


– – – – – – – –



Public Safety

800 MHz frequency band. This project was initiatedin late FY 2009, and is expected to last no more thanfive years. The reconfiguration has been ordered bythe Federal Communications Commission (FCC)and all costs, as allowed by the FCC, will be borne bySprint-Nextel. The project revenue will cover allwork that County staff will be required to perform toreconfigure the system as well as time and mileagethat Wake County 800 MHz users will incur as theirradios are repgorammed during the reconfigurationphases. The County will receive funds fromSprint-Nextel for the municipal users and willdisperse them based on a standard scheduled thatwill be covered by Memorandums of Understandingexecuted with each municipality.

Another component of the 800 MHz project involvesreplacing existing alphanumeric pagers that wereoriginally acquired in 2004. They will have exceededtheir useful life and are recommended for replace-ment in FY 2010 at a cost of $107,400 to the County.Other users such as municipalities will be expected topay their proportional share of the total expenses.

It is necessary to replace the existing tone & voicepagers that are not narrowband compliant in order tomeet the mandatory January 1, 2013 FCC narrow-band requirements. These pagers are used by Fire andEMS to receive tone alerts followed by automatedvoice instructions about the emergency. Theirreplacement is recommended for FY 2011 at a cost of$67,150 to the County, with other users paying theirproportional shares.

The entire 800 MHz Radio System Infrastructure willbe due for replacement because of Motorola's currentend of life schedule of 2015 for the existing Smart-Zone 4.1 platform. In 2015, Motorola will no longersupport the current system Wake County is using.This is a horizon issue and comes with an expectedprice tag of $45,000,000 to complete the project.


Public Safety

CAD ImprovementsThe Raleigh-Wake Emergency CommunicationsCenter serves as the primary public safety answeringpoint (PSAP) for the City of Raleigh and a majority ofcommunities within Wake County, answering 9-1-1calls for a variety of agencies including the WakeCounty Sheriff 's Department. It also functions as theprimary dispatch center for countywide EmergencyMedical Services and as both a dispatch and mutualaid coordination facility for County and City FireDepartments. As such, the center relies heavily ontechnology to ensure calls for assistance are answeredin a timely manner and emergency responders aredispatched quickly.

In 2004, Raleigh-Wake Emergency Communicationsin conjunction with Wake County upgraded toMotorola's Premier CAD computer-aided dispatchcommunications solution, replacing an 18-year-oldlegacy system. Since that time, increases in popula-tion have fueled a significant increase in the numberof emergency incidents within Wake County. During2008, Raleigh-Wake Emergency Communicationsonce again dispatched a record number of calls forassistance, keeping pace with community growth.During the past five years, public safety incidentshave increased by more than 18%. Raleigh-WakeEmergency Communications now dispatches an

average of 1,155 calls per day, compared to 976 callsper day in 2004. Because of this, it is critical that thetechnology utilized by the Communications Center isboth reliable and performs in a manner that canhandle the significant call volume.

The CAD application currently utilizes HP NonStopS7402 and S7602 servers for the primary and back-up911 centers operations respectively. The servers areno longer in production with service supportcurrently scheduled to end in 2011. In addition, it isanticipated that the number of emergency incidentsin Wake County will continue to grow at a significantrate and further stress the existing CAD hardwareplatform. The FY 2010-FY 2016 CIP utilizes existingwire line funds to replacing the existing CADprimary and backup servers, as well as to upgrade thesoftware to the current releases. The replacement ofservers and the upgrade of software will enable thetechnical platform utilized by Raleigh-Wake Emer-gency Communications staff to meet the everincreasing demand for service.

Project Summary: CAD Improvements

UsesPrior


FY10-16Furniture, Fixtures & Equipment

– 709,000 – – – – – – 709,000

Total Uses – 709,000 – – – – – – 709,000

Funding SourcesAppropriated Fund Balance

– 709,000 – – – – – – 709,000

Total Sources – 709,000 – – – – – – 709,000


– – – – – – – – –


– – – – – – – –


Public Safety

EMS DefibrillatorsGS 131E-157(a) requires that all paramedic ambu-lances are equipped with specialized equipment.Wake EMS ambulances are equipped with cardiacmonitor/defibrillator units. In FY 2005, the Countybegan the first year of a defibrillator replacementcycle.

The FY 2010-FY 2016 CIP includes funding for thereplacement of defibrillators to maintain theCounty¿s regular replacement cycle. Approximately$1.6 million is scheduled for FY 2010 and FY 2011,and another $1.6 million is scheduled for FY 2015and FY 2016.

Project Summary: EMS Defibrillators

UsesPrior


FY10-16Drugs and Medical Supplies

* 800,000 828,000 – – – 800,000 828,000 3,256,000

Total Uses * 800,000 828,000 – – – 800,000 828,000 3,256,000


* 800,000 828,000 – – – 800,000 828,000 3,256,000

Total Sources * 800,000 828,000 – – – 800,000 828,000 3,256,000


* – – – – – – – –


– – – – – – – –



Public Safety

EMS ProjectsUnder state law, counties are responsible for deliv-ering Emergency Medical Services (EMS). WakeCounty EMS is responsible for the administration,training and support of EMS operations in thecounty. Wake EMS provides basic and advanced lifesupport services and transporting persons to areamedical facilities in emergency situations. Theiremergency response area includes the City of Raleighand a portion of the County outside all municipallimits. In addition to Wake EMS, there are five

nonprofit EMS/rescue squad corporations withwhom the County contracts to provide servicesacross Wake County.

A facilities master plan for Emergency MedicalServices was developed in FY 2008 and addressesEMS facilities through FY 2015 and beyond. The planevaluated areas where response times to emergenciesare currently in excess of standards, and where thosegaps are likely to appear in the next few years basedon population growth. These areas will request newambulance units in the future, and facilities areneeded to not only store the ambulance, but allowemergency personnel to decontaminate after calls,store medicines and equipment and sleep if they areon a 24-hour shift. An allocation of $2 million wasappropriated in FY 2008 to begin funding the actualfacilities and it will fund the Durant Road Substation,the Fuquay Varina co-located facility and a portion ofthe EMS Station to be co-located at a new FireStation, planned for south Garner. An additional$8,252,000 is being proposed in FY 2010 through FY2015. Planned facilities in Phase I include: FY 2010:additional funds to finish the Garner Fire/EMS

Project Summary: EMS Projects

UsesPrior



* 553,000 216,000 1,671,000 1,728,000 1,645,000 2,438,000 – 8,251,000

Total Uses * 553,000 216,000 1,671,000 1,728,000 1,645,000 2,438,000 – 8,251,000


* 553,000 216,000 1,230,000 1,728,000 1,645,000 2,438,000 – 7,810,000


* – – 441,000 – – – – 441,000

Total Sources * 553,000 216,000 1,671,000 1,728,000 1,645,000 2,438,000 – 8,251,000


* 22,000 44,000 66,000 88,000 111,000 141,000 – 472,000


– – – – – – – –



Public Safety

Station; FY 2011-2012: Knightdale South co-locatedfacility; FY 2011-2013: Zebulon Substation; FY2012-2014: Pleasant Valley Substation; FY 2013-2015:Wendell Falls co-located facility; and FY 2014-2015:Caraleigh Substation.

New EMS facilities require increases for utilities andbuilding maintenance. Depending upon the proto-type used, these costs will be between $25,000 and$40,000 per year. These new facilities will not requirenew people, rather, they are proposed to handle newand declustered ambulance units that will come as aresult of growth.


IP -
CWake Technical Community College
Seven-Year CIP SummaryThe FY 2010-2016 CIP includes $98.2 million forimprovements and expansion for Wake TechnicalCommunity College (Wake Tech). Approximately 70percent of the funding will be used for constructionof new facilities at Wake Tech's Northern Campusand Health Sciences Campus. Renovations at theMain Campus and at the Public Safety Centercomprise 20 percent of Wake Tech's FY 2010 - FY2016 CIP funding.

Funding for the majority of projects comes fromgeneral obligation bonds, with some cash funding forthese projects as well as general repairs, renovationsand minor capital projects. It is important to note

that $61.8 million of funding included in the FY 2010- FY 2016 CIP is for general obligation bonds, thatwhile authorized, have not been issued. Issuances arecurrently planned for January 2010 and January 2011.If issuances do not occur as anticipated, projects willbe postponed. Wake Tech has positioned itsconstruction schedule such that projects will not biduntil after a successful bond sale. This allows WakeTech to postpone construction and to not haveoutstanding obligations if market events require theCounty to reconsider issuances of general obligationbonds.

The Wake County Commissioners list modify capitalproject schedules in light of slower economic growthand bond issuances as one of their goals. The proj-

Element Summary: Wake Technical Community College


FY10-16General Repairs and Renovations

500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000

Wake Tech Northern Campus

17,304,000 3,460,000 – – – – – 20,764,000

Wake Tech Public Safety Training Center

12,917,000 – – – – – – 12,917,000

Minor Capital 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000Wake Tech Renovation Projects

3,553,000 2,948,000 – – – – – 6,501,000

Wake Tech Health Sciences Phase II

12,021,000 35,446,000 – – – – – 47,467,000

Total Uses 47,295,000 43,354,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 98,149,000

Transfers From CP/Co Construction

1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000


10,002,000 – – – – – – 10,002,000


25,103,000 36,697,000 – – – – – 61,800,000


10,690,000 5,157,000 – – – – – 15,847,000

Total Sources 47,295,000 43,354,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 98,149,000


18,000 415,000 255,000 293,000 229,000 – – 1,210,000


– – – – – – – –

2010 Fiscal Year Recommended Budget Wake Technical Community College 347

Wake Technical Community College

ects included in the FY 2010-2016 CIP for Wake Techsupport this goal and have been structured to acco-modate slower economic growth and a revisedschedule of bond issuances.

History/BackgroundOn October 9, 2007, Wake County voters approved areferendum for $92 million in general obligationbonds for Wake Technical Community College(Wake Tech) for financing the construction andequipment associated with, renovations, additionsand various, improvements to existing facilities aswell as development of new buildings, including theacquisition of land. In addition to the general obliga-tion bonds, $23 million in pay-as-you-go funding isalso allocated to fund the $115 million Wake Tech2007 Building Program. The Plan of Record for theWake Tech 2007 Building Program was approved bythe Board of Commissioners on February 18, 2008.

The Wake Tech 2007 Building Program includes theconstruction of a new classroom building at theNorthern Wake Campus and the building of a newfacility and parking deck at the Health SciencesCampus. Funds are also designated for Phase 2 reno-vations to the public safety facility on ChapanokeRoad; repair or renovation of several buildings on theMain campus, including the Library Education,Mechanical Technology, and Student Services build-ings; and acquisition of land and begin design of anew Western Wake campus.

NCGS §115D-32 requires the County to provideadequate funds to meet Wake Tech's needs for thefollowing items:

Plant Fund: Acquisition of land; construction ofbuildings; alterations and additions to buildings;purchase of automobiles, buses, trucks and othermotor vehicles; purchase or rental of all equipmentnecessary for the maintenance of buildings andgrounds and operation of plants; and purchase of allfurniture and equipment not provided for adminis-trative and instructional purposes.

Current Expense Fund: Plant operation and mainte-nance, to include salaries of plant maintenance staff,

maintenance and replacement of all furniture andvehicles funded with local dollars.

The County also provides support services, to includecosts of insurance for the facility, motor vehicles,workers' compensation for those employees paid withlocal dollars, tort claims awarded against the institu-tion due to the negligence of institutional employees,costs of bonding employees against misuse of localdollars, and all legal fees incurred in connection withlocal administration and operation of the institution.

Operating Budget ImpactPer NCGS §115D-32, the County is required to main-tain buildings and grounds and operations of facili-ties; and purchase of all furniture and equipment notprovided for administrative and instructionalpurposes.

Wake Tech's 2007 Building Program has a cumulativeoperating budget impact of approximately $1.2million through FY 2012. The operating impactincludes funds for additional maintenance and opera-tions as square footage is added to the campus;included in the operating impact are funds for anadditional five positions at Wake Tech.

348 Wake Technical Community College 2010 Fiscal Year Recommended Budget


General Repairs and RenovationsWake Technical Community College has identifiedspecific projects categorized as general repairs andrenovations. These projects include HVAC systemreplacements, lighting retrofits, ADA complianceprojects, and various other life cycle replacements.

For FY 2010, Wake Tech has identified the followingprojects that will receive general repairs and renova-tion funds: lighting retrofits, signage upgrades, carpetreplacements, facility improvements for the dentalhygiene program.

Project Summary: General Repairs and Renovations

UsesPrior



* 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000

Total Uses * 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000

Funding SourcesWTCC * – – – – – – – –Transfers From CP/Co Construction

* 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000

Total Sources * 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000


* – – – – – – – –


– – – – – – – –




Minor CapitalWake Technical Community College has identifiedspecific equipment needs that are caterorized asminor capital in the FY 2010-2016 CIP. For FY 2010,funds are designated for security and maintenanceneeds and video conference equipment. Funds arealso included for instructional furniture such as studycarrols, desks and student tables and chairs. Otherminor capital needs, such as network infrastructureand miscellaneous equipment, are also funded underthe minor capital category.

Project Summary: Minor Capital

UsesPrior



* 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000

Total Uses * 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000

Funding SourcesTransfers From CP/Co Construction

* 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000

Total Sources * 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000


* – – – – – – – –


– – – – – – – –




Wake Tech Renovation ProjectsThe Wake Tech 2007 Building Program containsseveral renovation projects at the main campus. Therenovation projects are fully funded by transfers fromthe general fund and general obligations bonds issuedin March 2009.

Physical Education Center Renovation: The childcarebuilding currently houses only offices and classroomsfor the Early Childhood Development curriculum asthe daycare occupants vacated the building in 2006.Thus, a 10,000 square foot wing is scheduled to berenovated to accommodate a physical educationfacility for the department. An 8,344 square footaddition would be constructed to add gym space forphysical education programs. As part of the renova-tion, a new chiller would be installed. Also includedare modifications to the existing electrical system andaddition of a new fire alarm system.

Student Services Building: The 2007 Wake TechBuilding Program continues a renovation project,

which initially began under the 2004 Bond Programto consolidate student services such as registration,payments, financial aid, advising, and career coun-seling in one building. In addition to the office reno-vation, funds are included for mechanical andelectrical improvements.

Technical Education Building Renovation (built in1982): Prior funds renovated 6,800 sq. ft. for facultyand staff offices. This renovation project will refur-bish the remainder of the building as well as upgradeexisting HVAC, fire alarm, and electrical systems.

Ready Hall (constructed in 1998) and MechanicalTechnology (constructed in 1987): Project wouldprovide a chiller plant in Ready Hall to serve bothReady Hall and Mechanical Technology buildings.The project would also replace the fire alarm systemat Ready Hall and upgrade electrical systems of bothbuildings.

Project Summary: Wake Tech Renovation Projects

UsesPrior


FY10-16Wake Technical Community College Allocations

* 3,553,000 2,948,000 – – – – – 6,501,000

Total Uses * 3,553,000 2,948,000 – – – – – 6,501,000


* – 2,948,000 – – – – – 2,948,000


* 3,553,000 – – – – – – 3,553,000


* – – – – – – – –

Total Sources * 3,553,000 2,948,000 – – – – – 6,501,000


* 18,000 18,000 – – – – – 36,000


– – – – – – – –




Pucher-LeMay Hall Renovation: Renovation ofoffices on the second and third floors of the LeMayportion of the building. Included in the renovationare HVAC, fire alarm, electrical, and lighting renova-tions to reduce energy and maintenance costs. Fundsincluded in the 2007 Building Program will continuethe renovation of the building that started with fundsappropriated in 2003. Prior funds renovated thePucher portion of the building and the first floor ofLeMay; additional funds will be used to renovate thesecond and third floors of Lemay that were orginallyconstructed in 1975.

Main Campus Parking Lot Repaving: Repaving andre-striping of 89,000 square yards of asphalt parkinglot at the Main Campus.

Operating Impacts: The additional square footageadded as part of the Physical Education Center Reno-vation has an operating impact of approximately$36,000. Funds will be needed for maintenance andoperation of the additional square footage.



Wake Tech Public Safety Training CenterWake Technical Community College purchased a101,666 sq. ft. building on 7.5 acres on ChapanokeRoad in Raleigh. The building is comprised of athree-story 35,000 sq. ft. section constructed in 1994,and a one-story 66,666 sq. ft. section built in 1988.The program for the Public Safety Training Center

has been developed with staff and faculty of theCollege which will occupy a portion of the building.

Phase I of the Public Safety Center Renovation wasfunded from the $40 million bond referendumapproved by the voters in November 2004. Renova-tions to Phase I focused on renovating 16,000 ofspace.

Phase II of the Public Safety Center is included in the2007 Wake Tech Building Program. Phase II includesthe renovation of 48,000 sq. ft. The program includesspace for a mock courtroom, mock jail, and a mockbooking center. Phase II also includes classrooms forcertified nursing assistants and emergency medicaltraining. The renovation includes parking lotimprovements as well as all new mechanical, elec-trical, fire alarm and plumbing systems.

Architectural and engineering studies have begun forPhase II. Contingent upon a successful January 2010

Project Summary: Wake Tech Public Safety Training Center

UsesPrior



350,000 – – – – – – – –

Wake Technical Community College Allocations

5,027,423 12,917,000 – – – – – – 12,917,000

Total Uses 5,377,423 12,917,000 – – – – – – 12,917,000

Funding SourcesGeneric Bond Proceeds

– 3,000,000 – – – – – – 3,000,000


802,000 7,302,000 – – – – – – 7,302,000


200,423 2,615,000 – – – – – – 2,615,000

Total Sources 1,002,423 12,917,000 – – – – – – 12,917,000


– – 221,000 79,000 – – – – 300,000


– – – – – – – –



bond sale, construction is scheduled to begin inWinter 2010 and is expected to be completed bySeptember 2010.

Operating Impacts: Operating impacts identified forthe public safety training center total approximately$300,000. These dollars include funding for twofacilities workers which will be employees of WakeTech, general maintenance and operations costs andutiliites for new square footage, and one time costsfor facility equipment such as a facilities truck andforklift.



Wake Tech Health Sciences Phase IIWake Technical Community College provides itshealth sciences curricula at the Health SciencesCampus adjacent to Wake Med Hospital in Raleigh.

The 2007 Building Program includes funds for a new10,000 sq. ft. classroom/laboratory building that isplanned to be built at the site of the Health SciencesAnnex. The new building will allow the expansion ofnursing, non-invasive diagnostics, and other health-care programs. Design started in FY 2009 and isanticipated to be completed by December 2009.

However, construction is not slated to being untilFebruary 2011 due to the modification of capitalproject schedules in light of slower economic growthand bond issuances. The building is scheduled forcompletion in June 2012.

Also included in the 2007 Building Program arefunds for the construction of a new 442 space parkingdeck on the Health Sciences Campus. Design beganin Summer 2008 and the parking deck is scheduled tobe complete in September 2010.

Operating Impacts: The operating impacts related tothe Health Sciences Phase II project total approxi-mately $522,000. These dollars include two facilitiesstaff which will be employees of Wake Tech, funds forgeneral repairs and maintenance and utilities for newsquare footage, and one-time costs for facilitiesequipment such as a facilities truck.

Project Summary: Wake Tech Health Sciences Phase II

UsesPrior


FY10-16Wake Technical Community College Allocations

2,602,000 12,021,000 35,446,000 – – – – – 47,467,000

Total Uses 2,602,000 12,021,000 35,446,000 – – – – – 47,467,000


2,602,000 6,874,000 30,289,000 – – – – – 37,163,000


– 5,147,000 5,157,000 – – – – – 10,304,000

Total Sources 2,602,000 12,021,000 35,446,000 – – – – – 47,467,000


– – – – 293,000 229,000 – – 522,000


– – – – – – – –



Wake Tech Northern CampusWake Tech's Northern Campus opened in Fall 2007.The Northern Wake Campus currently offers acollege/university transfer program as well ascontinuing education classes. Currently, approxi-mately 4,300 students attend classes at the NorthernWake Campus and student growth is projected toincrease 150% by 2015.

A third classroom building (Building D), fundedfrom the $40 million bond referendum approved inNovember 2004 is scheduled to open in June 2009 forcontinuing education classes and August 2009 for Fallsemester classes.

The Wake Tech 2007 Building Program includesfunds for the design and construction of a fourthclassroom building totaling 65,000 square feet(Building E) at the Northern Wake Campus. Contin-gent upon funds from future bond sales, constructionis slated to begin in February 2010 and the facility isexpected to be completed in May 2011.

Operating Impacts: The operating impacts related tothe Northern Campus total approximately $352,000.These dollars include one facility staff which will be

Project Summary: Wake Tech Northern Campus

UsesPrior



1,090,000 – – – – – – – –

Wake County School Allocations

79,363 – – – – – – – –

Wake Technical Community College Allocations

17,272,539 17,304,000 3,460,000 – – – – – 20,764,000

Total Uses 18,441,902 17,304,000 3,460,000 – – – – – 20,764,000

Funding SourcesWTCC 11,140,000 – – – – – – – –Generic Bond Proceeds

– 3,449,000 – – – – – – 3,449,000


1,757,000 10,927,000 3,460,000 – – – – – 14,387,000


315,539 2,928,000 – – – – – – 2,928,000

Total Sources 13,212,539 17,304,000 3,460,000 – – – – – 20,764,000


– – 176,000 176,000 – – – – 352,000


– – – – – – – –



an employee of Wake Tech, funds for general repairsand maintenance and utilities for new square footage.



Seven-Year CIP SummaryThe FY 2010-2016 CIP includes approximately$183.8 million to improve school facilities. Thesefunds are primarily derived from a combination ofgeneral obligation bonds authorized by Wake Countycitizens in November 2006 and cash funds generatedby ad valorem taxes.

History/BackgroundThe Wake County Public School System (WCPSS) isthe largest local education agency in North Carolina,and while the rate of enrollment growth has slowed inthe past two years, enrollment is still projected togrow by at least 2,300 students for the 2009-2010school year. Total enrollment, excluding charterschool students, is estimated at 140,000 students for2009-2010. As the economy improves, updatedstudent population projections show a total ofapproximately 208,000 students in the system.

The CIP 2006 building plan totals $1,055,874,837, ofwhich $970 million is funded by general obligationbonds approved for issuance by Wake County votersin November 2006 and the remainder is funded bycash generated by ad valorem taxes. CIP 2006

required a tax increase of 2.7 cents to fund the debtservice and cash funding of school construction,which was adopted by the Board of Commissionersin June 2007.

CIP 2006 includes funding for the construction of 15new schools and 14 comprehensive renovation proj-ects, life-cycle replacement projects, land acquisition,and start-up funding for future building programs.CIP 2006 also includes funding for technology, furni-ture and equipment replacement, and space for ChildNutrition Services. The Board of Education'sbuilding program also converted 19 elementary and 3middle schools to a year-round multi-track calendarfor additional capacity gains. The first five schoolswhere construction was funded out of CIP 2006opened in Fall 2008. For the 2009-2010 school year,another four shcools will open and seven renovationprojects will be completed.

Of the funds designated for school construction, thevast majority of funds included in the FY 2010-FY2016 CIP are the remaining appropriations desig-nated for WCPSS' CIP 2006. CIP 2006 was designedto fund the construction of school facilities for2007-2009. However, due to slower economic growthand revised bond sale schedules, some projects

Element Summary: Wake County Public School System


FY10-16CIP 2006 15,000,000 54,101,000 113,500,000 – – – – 182,601,000Reserve for Future Projects

68,000 69,000 208,000 214,000 220,000 227,000 234,000 1,240,000

Total Uses 15,068,000 54,170,000 113,708,000 214,000 220,000 227,000 234,000 183,841,000


– 47,101,000 113,500,000 – – – – 160,601,000


15,000,000 7,000,000 – – – – – 22,000,000

Non-Pooled Investments

68,000 69,000 208,000 214,000 220,000 227,000 234,000 1,240,000

Total Sources 15,068,000 54,170,000 113,708,000 214,000 220,000 227,000 234,000 183,841,000


3,400,000 2,272,000 – 1,065,000 1,326,000 – – 8,258,000


– – – – – – – –



scheduled for construction during 2009 will notbegin until 2010 and 2011. Projects impacted includeconstruction of Rolesville Middle, Forest Ridge High,and Walnut Creek Elementary, and a renovationproject at Wilburn Elementary. The appropriationschedule shown in the FY 2010 - FY 2016 CIP showsthis slow-down by appropriating significantly fewerfunds than originally planned for in FY 2010.

Operating Budget ImpactThe school system estimates the cost of operating andstaffing new facilities and includes these costs in theannual budget that it requests from the County. Thelocal non-instructional operating costs (i.e., facilitymaintenance, housekeeping, and utilities) haverecently been estimated to be $3.24 per square footand the cost per acre for new land is $1,294. Includedin operating impacts is the cost for convertingexisting elementary and middle schools to a yearround multi-track calendar and opening newelementary and middle schools on such a calendar.Other personnel costs associated with increasedenrollment are not calculated here since many ofthese costs occur whether or not new schools arebuilt. The cumulative operating impact of CIP 2006will require a 2.0 cents tax increase by 2012; theBoard of Commissioners approved a portion of thetax increases in June 2007 (0.9 cents) and June 2008(0.33 cents).



CIP 2006The Wake County Public School System (WCPSS) iscurrently in the process of designing, constructing,renovating, and purchasing land for CIP 2006 proj-ects. CIP 2006 is funded by $970 million in generalobligation bonds approved by the voters in November2006 and approximately $86 million in cash funding.As of April 2008, the Board of Commissioners hasappropriated $873.4 million for CIP 2006. The FY2010 - FY 2016 CIP has $182.6 million to fund CIP2006 projects.

The revision of bond sale schedules has impacted theremaining schedule of appropriations. Schoolconstruction scheduled for 2009 has been pushedback to 2010, 2011, and 2012. Accordingly, themajority of the remaining appropriations for CIP2006 are pushed back until FY 2011 and FY 2012.This impacts the construction schedules for Roles-ville Middle, Forest Ridge High, Walnut CreekElementary, and a renovation project at WilburnElementary.

Operating impacts: CIP 2006 will fund the construc-tion of 15 new schools and 14 major renovation proj-ects. For the additional square footage being added,

the operating impacts identify funds for maintenanceand operations, including custodial, utilities, environ-mental health and safety, and maintenance of acreage.The operating impacts also include funds for oper-ating schools on a year-round schedule.

Project Summary: CIP 2006

UsesPrior


FY10-16Wake County School Allocations

873,399,201 15,000,000 54,101,000 113,500,000 – – – – 182,601,000

Total Uses 873,399,201 15,000,000 54,101,000 113,500,000 – – – – 182,601,000


– – 47,101,000 113,500,000 – – – – 160,601,000


– 15,000,000 7,000,000 – – – – – 22,000,000

Total Sources 873,399,201 15,000,000 54,101,000 113,500,000 – – – – 182,601,000


– 3,595,000 2,272,000 – 1,065,000 1,326,000 – – 8,258,000


– – – – – – – –



Reserve for Future ProjectsThe FY 2010-2016 CIP includes funding for reservefor future projects. These dollars are derived frominterest earnings on school construction funds.


UsesPrior


FY10-16Wake County School Allocations

– 68,000 69,000 208,000 214,000 220,000 227,000 234,000 1,240,000

Total Uses – 68,000 69,000 208,000 214,000 220,000 227,000 234,000 1,240,000

Funding SourcesNon-Pooled Investments

– 68,000 69,000 208,000 214,000 220,000 227,000 234,000 1,240,000

Total Sources – 68,000 69,000 208,000 214,000 220,000 227,000 234,000 1,240,000


– – – – – – – – –


– – – – – – – –


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IP -
CFire/Rescue
Seven-Year CIP SummaryThe Fire/Rescue Capital element is designated forcapital needs within the Fire Tax District. Theprimary goals of the element are to: 1) provide fireapparatus, equipment, and facilities that will supportthe effectiveness and efficiency of fire departments inthe Fire Tax District; 2) meet Wake County andinsurance industry standards for fire station location;and 3) through nearest station response achieve"seamless" emergency service delivery. To meet thesegoals, Wake County contracts with 20 fire depart-ments to provide fire protection and emergencyservices in the county's unincorporated areas and theTown of Wendell.

The Wake County Board of Commissioners levies afire tax which funds both operating, capital and debtuses in the Fire Tax District areas. For FY 2010, theWake County Fire Commission and County staffrecommend a tax rate of 8.00 cents and applying19.0% of the revenue toward capital and debt service.

For FY 2010-16, funds totaling $22.8 million areprojected for capital appropriation. All fire projectsare funded with a combination of Fire Tax Districttax revenues, fire tax fund balance, debt, and surplusvehicle sales. The seven-year investment planincludes: the replacement of 31 large apparatus(pumper/tankers, tankers, and rescue trucks), 16brush trucks, and 40 small/administrative vehicles;two new fire stations, and continued funding forequipment replacement programs.

History/BackgroundIn FY 2004, the Fire Commission and County staffidentified a number of policy issues and capital needsto address. The FY 2005 budget was approved withthe understanding that the Fire Commission and staffwould commit to completing a long-range businessplan for the Fire Tax District. The issues facing theFire Tax District were grouped into the followingcategories: performance standards, apparatus,stations (facilities), staffing, and financial policies. InFebruary 2005, the Fire Commission and staffpresented a long-range plan to the Board of Commis-

Element Summary: Fire/Rescue


FY10-16Fire Apparatus and Vehicles

806,000 1,876,000 1,234,000 337,000 1,888,000 2,738,000 1,456,000 10,335,000

Fire Equipment and Small Capital

928,000 1,545,000 1,194,000 1,266,000 487,000 671,000 503,000 6,594,000

Fire Facilities 2,040,000 68,000 68,000 68,000 308,000 2,716,000 – 5,268,000Reserve for Future Projects

276,000 – – – – – 395,000 671,000

Total Uses 4,050,000 3,489,000 2,496,000 1,671,000 2,683,000 6,125,000 2,354,000 22,868,000

Debt to be Authorized 1,750,000 754,000 579,000 – 1,214,000 3,677,000 896,000 8,870,000Appropriated Fund Balance

– 964,000 582,000 377,000 198,000 1,159,000 – 3,280,000


2,300,000 1,771,000 1,335,000 1,294,000 1,271,000 1,289,000 1,458,000 10,718,000

Total Sources 4,050,000 3,489,000 2,496,000 1,671,000 2,683,000 6,125,000 2,354,000 22,868,000


– – – – – – – –


– – – – – – – –

2010 Fiscal Year Recommended Budget Fire/Rescue 363

Fire/Rescue

sioners, which the Board accepted. It includeddetailed recommendations on apparatus and a broadapproach for addressing station location. The FY2006-2012 CIP initiated the apparatus replacementportions of this plan.

In January 2008, the Fire Commission unanimouslyrecommended revisions to the long-range businessplan incorporating the following: 1) a staffing goal offour firefighters per station per shift for 24 hourcoverage, 2) staff compensation, and 3) long-termfacility maintenance and repair. The revisions to thelong-range plan have been forwarded to the Board ofCommissioners for consideration.

In accordance with the Fire Tax District Long RangeBusiness Plan, the Fire Commission and County staffhave preceded with actions identified in the plan.The actions which affect the Fire/Rescue elementinclude station closure evaluations, identifying newstation locations and continued monitoring the appa-ratus replacement plan.

The Fire Commission has identified four fire stationsfor closure consideration. Those stations include BayLeaf Station #3, Falls Fire Department, Wake NewHope Station #1, and Western Wake Station #1.During FY 2009, staff gathered the necessary infor-mation and began negotiations with Raleigh andCary to provide fire protection services in thoseunincorporated areas. Once options are identified,the Fire Commission will develop a recommendationon each station on possible closure.

Project AccomplishmentsThe Apparatus Committee continued monitoring ofthe apparatus replacement plan. Based on currentuse, condition, and total department/station fleet, thecommittee delayed the replacement of some appa-ratus saving over $7.3 million in the seven yearreplacement schedule. In addition, the committeecompleted countywide purchase specifications fortanker apparatus that includes new EPA emissionsstandards.

The Fire Facilities Committee has completed thepurchase of land for Garner Station #4 and schematicdesign of the joint Fire/EMS station. The station will

be located off Raynor Road and will provide fireservices to areas in southeastern Wake County thatare outside of an insurance rated district. In addition,the FY 2010-16 CIP identifies the need for a station inthe planned Wendell Falls development by 2015. Thefacility is purposed to be a joint fire/EMS facility andwill include office space for the Wendell PoliceDepartment.

The Fire Commission created a new standingcommittee by converting the Turnout GearCommittee into the Equipment Committee. TheEquipment Committee will develop and oversee theequipment replacement programs including turnoutgear, air bottles, defibrillators, thermal imagingcameras, and breathing apparatus.

Operating Budget ImpactThere are no Fire Tax District operating impacts dueto fire capital projects in FY 2010. In future years,staff has identified potential operating impacts asso-ciated with Garner Station #4. County staff is coordi-nating discussions with the Town of Garner and theGarner Fire Department to finalize these operatingimpacts. These impacts will be borne by the Fire TaxDistrict. Investments in fire capital do not have anoperating impact on the County's general fundbudget.

364 Fire/Rescue 2010 Fiscal Year Recommended Budget

Fire/Rescue

Fire Apparatus and VehiclesThe Apparatus Committee of the Wake County FireCommission is charged with coordinating thepurchase and replacement of major fire apparatuswith Fire Tax District revenues. The committeegathers and maintains an inventory of fire apparatus

with each department in the replacement program.Annually during the budget process, the committeeevaluates the inventory and department requests toupdate the replacement schedule. In addition, thecommittee develops base specifications for apparatuspurchases to ensure quality fire protection equipmentand to benefit from competitive pricing.

Types of large apparatus scheduled for replacementinclude engines, pumper/tankers, tankers, rescuetrucks, service trucks, and brush trucks. Small appa-ratus include first responder and administrative vehi-cles. Apparatus not included are aerials, other typesof ladder trucks, boats, and specialty vehicles.

Project Summary: Fire Apparatus and Vehicles

UsesPrior



* 11,000 33,000 23,000 6,000 26,000 35,000 15,000 149,000

Machinery and Equipment

* 795,000 1,843,000 1,211,000 331,000 1,862,000 2,703,000 1,441,000 10,186,000

Total Uses * 806,000 1,876,000 1,234,000 337,000 1,888,000 2,738,000 1,456,000 10,335,000


* – 754,000 579,000 – 1,214,000 1,006,000 896,000 4,449,000


* – 683,000 177,000 167,000 198,000 1,159,000 – 2,384,000


* 806,000 439,000 478,000 170,000 476,000 573,000 560,000 3,502,000

Total Sources * 806,000 1,876,000 1,234,000 337,000 1,888,000 2,738,000 1,456,000 10,335,000


* – – – – – – – –


– – – – – – – –



Fire/Rescue

Fire FacilitiesThe Facilities Committee of the Wake County FireCommission is charged with evaluating current firefacilities for major maintenance, repairs, renovations,and possible replacement. The committee also

advices the Fire Commission regarding the need fornew stations or the closure of existing stations.

The Fire Commission and Facilities Committeerecommended two new stations in the FY 2010-2016CIP. These stations are located in southeast WakeCounty (Garner Station #4) and eastern WakeCounty near the Wendell Falls subdivision. Eachstation will be a joint fire/EMS facility.

The eastern facility will serve the Wendell Falls subdi-vision currently under development. In FY 2008,staff began site analysis and master planning of a sitein the Wendell Falls area to include a Fire/EMS/andWendell Police Substation, Solid Waste ConvenianceCenter and future Middle School. Staff initiatednegotiations for land acquisition and began prelimi-nary site planning for this project approved in FY

Project Summary: Fire Facilities

UsesPrior



* 1,972,000 – – – 297,000 2,671,000 – 4,940,000

Improvements * 68,000 68,000 68,000 68,000 11,000 45,000 – 328,000

Total Uses * 2,040,000 68,000 68,000 68,000 308,000 2,716,000 – 5,268,000


* 1,750,000 – – – – 2,671,000 – 4,421,000


* 290,000 68,000 68,000 68,000 308,000 45,000 – 847,000

Total Sources * 2,040,000 68,000 68,000 68,000 308,000 2,716,000 – 5,268,000


* – – – – – – – –


– – – – – – – –



Fire/Rescue

2007. The Wendell Falls facility will be a joint substa-tion with shared space between the Wendell FireDepartment, EMS, and Wendell Police Department.This project is scheduled to be built by 2015.

The CIP also includes an ongoing remediationproject at Stony Hill Fire Department caused by aleaking underground fuel storage tank that has sincebeen removed.


Fire/Rescue

Reserve for Future ProjectsThe Wake County Fire Tax District dedicates apercentage of net tax revenue and surplus apparatussales revenue to capital projects. When the amounttransferred to capital is greater than the uses in asingle fiscal year, the excess amount is placed intoreserves. The reserve is used to fund future firecapital projects when the uses are greater than thecapital transfer (sources). The use of capital reservesis noted on individual fire capital projects.

The FY 2010-16 CIP includes $749,000 of reserveappropriations. The placement and use of reservesare anticipated in the Fire Tax District Financial Plan-ning Model.


UsesPrior


FY10-16Unallocated Budget CIP

* 276,000 – – – – – 395,000 671,000

Total Uses * 276,000 – – – – – 395,000 671,000

Funding SourcesTransfers From Special Districts Fund

* 276,000 – – – – – 395,000 671,000

Total Sources * 276,000 – – – – – 395,000 671,000


* – – – – – – – –


– – – – – – – –



Fire/Rescue

Fire Equipment and Small CapitalThe Fire Tax District provides to contract depart-ments specific types of equipment necessary toprotect the lives of firefighters, aid in medical andrescue operations, and provide reliable communica-tion and/or dispatch. The Equipment Committee

schedules replacement based on the age and condi-tion of equipment. All equipment funded in the FY2010-2016 CIP have a limited operational life-spanfor adequate protection. When necessary, the Countymay replacement equipment following unanticipateddamage following rescue operations.

Types of equipment which protect firefighters includeturnout gear, personal protective equipment, and airbottles. Equipment aiding in medical and rescueoperations includes defibrillators for certainheart-related medical calls and Thermal ImagingCameras, which assists firefighters locate individualsin areas with low visual indicators and see "hiddenfires" within structures. The County providesresources to develop and maintain multiple anddependable sources of communication and/ordispatch. The FY 2010-2016 CIP includes fundingfor 800 mHz radio replacement, pager infrastructure,

Project Summary: Fire Equipment and Small Capital

UsesPrior



* 176,000 96,000 147,000 66,000 – 101,000 – 586,000

Machinery and Equipment

* 752,000 1,449,000 1,047,000 1,200,000 487,000 570,000 503,000 6,008,000

Total Uses * 928,000 1,545,000 1,194,000 1,266,000 487,000 671,000 503,000 6,594,000


* – 281,000 405,000 210,000 – – – 896,000


* 928,000 1,264,000 789,000 1,056,000 487,000 671,000 503,000 5,698,000

Total Sources * 928,000 1,545,000 1,194,000 1,266,000 487,000 671,000 503,000 6,594,000


* – – – – – – – –


– – – – – – – –



Fire/Rescue

alphanumeric pager replacement, and tone/voicepager replacement.

The Fire Tax District also includes an amount for thereplacement of eligible small capital equipment.Examples of eligible equipment include hoses,nozzles, and automation for training purposes.


IP - M
CMajor Facilities Capital Trust Fund
Seven-Year CIP SummaryThe FY 2010-2016 CIP contains $7 million to supportprojects identified for funding through WakeCounty's allocation from the Major Facilities TrustFund. Funding was included beginning in FY 2008 toaddress the highest priorities of the Five CountyStadium projects, which include replacement of theoutfield wall, the playing field surface, and stadiumseating. Remaining funds are allocated to MarblesChildrens' Museum and IMAX for repairs based on afacility condition assessment.

History/BackgroundThe Major Facilities Trust Fund is supported throughthe Occupancy and Prepared Food/Beverage taxesthat are imposed on hotel and restaurant purchasesmade in the County. The County may levy up to 6%of the gross receipts from the rental of lodging facili-ties {G.S. 105-164.4(a)(3)}, and up to 1% on the salesof prepared food and beverages {G.S.105-164.4(a)(1)}. The enabling legislation also speci-fies how revenues from the tax are distributed toWake County, the City of Raleigh, the Town of Cary,the Centennial Authority and the Greater RaleighConvention and Visitors Bureau. The Wake County

Board of Commissioners and the Raleigh CityCouncil entered into an interlocal agreementregarding the use of the Occupancy and PreparedFood/Beverage Tax in 1991. As a result of the agree-ment, the County and the City established a processto review proposals for funding from the taxproceeds and established criteria used in decidingwhich proposals to fund. As part of the agreement,each jurisdiction receives $1,000,000 from the taxproceeds to use at its own discretion and not subjectto the joint review process. The funds are still subjectto the same restriction specified in the enabling legis-lation enacted by the State of North Carolina anddescribed below. The City of Raleigh and WakeCounty independently determine how to spend their$1 million distributions.

Under the interlocal agreement, any non-profit orfor-profit organization may apply for funds. TheCounty, pursuant to the enabling legislation, desig-nates proceeds from the Occupancy and PreparedFood/Beverage Taxes for the purpose of acquiring,constructing or financing convention centers, civiccenters, performing arts centers, coliseums, audito-riums, and facilities related to sports and culturalevents.

Element Summary: Major Facilities Capital Trust Fund


FY10-16Five County Stadium 667,000 648,000 694,000 – – – – 2,009,000Reserve for Major Facilities Future Projects

83,000 280,000 133,000 840,000 1,000,000 1,000,000 1,000,000 4,336,000

Marbles Children's Museum

130,000 72,000 173,000 160,000 – – – 535,000

IMAX 120,000 – – – – – – 120,000

Total Uses 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000

Transfers From Major Facilities

1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000

Total Sources 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 7,000,000


– – – – – – – –


– – – – – – – –

2010 Fiscal Year Recommended Budget Major Facilities Capital Trust Fund 371


Operating Budget ImpactOne criterion against which proposals are reviewed isthe ability to describe the impact on Wake County'scapital construction and annual operating budgets.The County gives preference to projects that demon-strate an ability to operate without the on-goingsupport of Wake County general operating funds.Because of this, no projects funded in the FY2010-2016 timeframe will require operating subsidiesfrom the County.

372 Major Facilities Capital Trust Fund 2010 Fiscal Year Recommended Budget


Five County StadiumFive County Stadium has been the home of the Caro-lina Mudcats baseball team since opening in July1991. The stadium is located adjacent to Highway264 just east of Zebulon and provides a premier base-ball facility to both athletes and spectators.

Facilities include two-level stadium seating andconcourses, general admission bleachers, home teamand visiting team clubhouses. Also included are,ticket office, administrative space, gift shop, kitchen,several concessions areas, restrooms, and club suites.

Project Summary: Five County Stadium

UsesPrior



600,000 – – – – – – – –

Miscellaneous Costs

2,499,999 – – – – – – – –


1,435,998 – – – – – – – –

Building Maintenance/Repair

739,000 667,000 648,000 694,000 – – – – 2,009,000

Total Uses 5,274,997 667,000 648,000 694,000 – – – – 2,009,000

Funding SourcesTransfers From Major Facilities

1,657,000 667,000 648,000 694,000 – – – – 2,009,000


200,000 – – – – – – – –

Loan Proceeds Interlocal

600,000 – – – – – – – –

Other 317,997 – – – – – – – –Transfers From Special Districts Fund

2,500,000 – – – – – – – –

Total Sources 5,274,997 667,000 648,000 694,000 – – – – 2,009,000


– – – – – – – – –


– – – – – – – –



In 2007, a Facility Condition Assessment wasconducted on this facility, which identified functionalobsolescence, including deficiencies in buildingsystems and interior finishes as compared to thecommon design and maintenance standards prac-ticed by Wake County. This includes significantphysical deterioration of structures and site features,and general deficiencies in building systems that willrequire a capital outlay within the next seven years.

Approximately $2.0 million in major preventativemaintenance and significant repair projects havebeen defined in the FY 2010-2016 period. Fundingwas included beginning in FY 2008 to address thehighest priorities of these projects. In FY 2008,concourse and railing repairs were completed prior tothe 2008 baseball season. In FY 2009, the outfieldwall, the playing field surface, and stadium seatingwere replaced.



IMAXThe IMAX Theatre is a two-level structureconstructed in 2001, located in downtown Raleigh,and adjacent the Marbles Children's Museum. Thebuilding houses an IMAX projection system and a270-seat theatre. IMAX is the most sophisticated andpowerful motion picture projection system in theworld, providing 70mm 2D and 3D images of excep-tional audio and visual quality.

The 26,460 SF facility built to house this systemincludes a grand entrance lobby and holding areasupporting both the IMAX theatre and a large multi-

purpose space. Support facilities include a gift shop,food service and cafeteria area, kitchen, public rest-rooms, classrooms, storage, office space, projectionroom and other building support functions.

In FY 2007, a Facility Condition Assessment wasconducted on this facility, which identified deficien-cies in building systems and interior finishesincluding upgrades needed to the humidity controlsystem, and deterioration of some interior finishes,namely the theatre carpet, which was identified asneeding replacement. In FY 2008, the humiditycontrol system was replaced. Funding is included inFY 2010 to address remaining deficiencies.

Project Summary: IMAX

UsesPrior



– 120,000 – – – – – – 120,000

Total Uses – 120,000 – – – – – – 120,000


– 120,000 – – – – – – 120,000

Total Sources – 120,000 – – – – – – 120,000


– – – – – – – – –


– – – – – – – –



Reserve for Major Facilities Future ProjectsThe FY 2010 - FY 2016 includes $4.3 million inreserve for future projects. These funds are identifiedthrough the County's portion of the Major FacilitiesTrust Fund. Funding is included in each year toaddress the highest priority needs. As projectsadvance toward completion, reserves allow theCounty to begin funding other important renovationprojects within the Major Facilities CIP Element.

Project Summary: Reserve for Major Facilities Future Projects

UsesPrior



289,004 83,000 280,000 133,000 840,000 1,000,000 1,000,000 1,000,000 4,336,000

Total Uses 289,004 83,000 280,000 133,000 840,000 1,000,000 1,000,000 1,000,000 4,336,000


264,004 83,000 280,000 133,000 840,000 1,000,000 1,000,000 1,000,000 4,336,000

Other 25,000 – – – – – – – –

Total Sources 289,004 83,000 280,000 133,000 840,000 1,000,000 1,000,000 1,000,000 4,336,000


– – – – – – – – –


– – – – – – – –



Marbles Children's MuseumMarbles Children's Museum was constructed in 1999.It is located at 201 East Hargett Street and sharespublic open space with the adjacent IMAX Theater.It is a landmark in downtown Raleigh. This buildingis located in the southwest corner of the blockbounded by Hargett, Martin, Morgan and PersonStreets. The 83,760 SF building, is a two-level struc-ture that contains exhibit space, meeting rooms,pre-function spaces, and support spaces.

In 2007, a Facility Condition Assessment wasconducted on this facility. Conditions requiringattention were identified as hardscape surfaces in theexterior courtyard, mechanical system augmentation,door and hardware refurbishment, and deteriorationof some interior finishes. Funding is included toaddress these deficiencies beginning in FY 2010.

Project Summary: Marbles Children's Museum

UsesPrior



– 130,000 72,000 173,000 160,000 – – – 535,000

Total Uses – 130,000 72,000 173,000 160,000 – – – 535,000


– 130,000 72,000 173,000 160,000 – – – 535,000

Total Sources – 130,000 72,000 173,000 160,000 – – – 535,000


– – – – – – – – –


– – – – – – – –


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CSolid Waste
Seven-Year CIP SummaryThe primary goal of the Solid Waste element is tofacilitate the effective and efficient implementation ofsolid waste operating programs and policies byproviding the necessary public facilities in a timelymanner and maintaining existing facilities in goodcondition. The Community Improvement Programincludes investments in the County's disposal/recy-cling infrastructure in the form of improvements andremediation to existing facilities to meet the solidwaste demands of the general public.

Funding for Solid Waste capital projects are providedby the Solid Waste Enterprise Fund and the SouthWake Landfill (SWLF) Partnership. The Solid WasteEnterprise Fund generates revenue through house-hold disposal fees, the sale of recyclable materials,fund balance, and proceeds from the SWLF Partner-ship Fund. Revenues for the Partnership Fund areearned through the tipping fees of SWLF and the EastWake Transfer Station.

History/BackgroundThe State of North Carolina passed legislation in1989 which required local governments to submitcomprehensive solid waste management plans.Subsequent amendments in 1996 required the firstten-year comprehensive solid waste managementplans to be submitted to the State in 1997, withupdates every three (3) years. Wake County's planwas prepared and adopted in 1997 and updated in2000, 2003, 2006 and 2009. The ten-year plan inte-grates all forms of waste management (waste reduc-tion, reuse, recycling, collection, disposal and capitalstrategies) among all local governments within thecounty.

The Board of Commissioners will be considering the2009 update to the Ten-Year Comprehensive Plan forSolid Waste Management by June 2009. All localgovernments within Wake County were invited andagreed to participate in the development of a jointSolid Waste Plan. The Wake County Solid WasteAdvisory Committee (SWAC) oversaw and partici-

Element Summary: Solid Waste


FY10-16Multi-material and Convenience Centers

800,000 2,000,000 2,000,000 – – – – 4,800,000

Permanent Storm Debris Site

– 1,500,000 – – – – – 1,500,000

Landfill Gas Development

2,000,000 80,000 500,000 – – 750,000 – 3,330,000

South Wake Landfill 1,220,000 – 1,200,000 1,326,000 7,630,000 – – 11,376,000

Total Uses 4,020,000 3,580,000 3,700,000 1,326,000 7,630,000 750,000 – 21,006,000


800,000 – 300,000 – – – – 1,100,000

Miscellaneous 1,000,000 – 200,000 1,326,000 4,930,000 – – 7,456,000Transfers From Solid Waste Enterprise

2,220,000 1,580,000 3,200,000 – 2,700,000 750,000 – 10,450,000

Sale of Fixed Assets – 2,000,000 – – – – – 2,000,000

Total Sources 4,020,000 3,580,000 3,700,000 1,326,000 7,630,000 750,000 – 21,006,000


– – – – – – – –


– – – – – – – –

2010 Fiscal Year Recommended Budget Solid Waste 379

Solid Waste

pated in the plan's development and approved theplan for adoption by the elected officials of eachparticipating jurisdiction. The SWAC consists ofrepresentatives from each participating jurisdiction.

Within the Solid Waste Plan, Wake County commitsto providing a landfill for use by the municipal part-ners. The North Wake Landfill (NWLF) had servedin this capacity for a number of years before closingin 2008. Now that the NWLF has been closed, theSouth Wake Landfill was constructed and beganoperation in February 2008.

Project AccomplishmentsThe County's NWLF reached capacity in May of 2008and stopped accepting solid waste. Plans were devel-oped for the formal closure and the project was bid inthe summer of 2008. During the fall (2008), winterand early summer (2009), the County's contractorworked to install the permanent cap on the landfill.

Further plans were made to reuse the landfill area forpark purposes, in addition to the ongoing landfill gasto energy activities. The park facilities are expectedto be completed by December 2009.

Also during the past year and a half, the County'sSWLF opened (February 2008) and the East WakeTransfer Station began operation (May 2008). TheSWLF has an expected lifespan of a minimum of 25years.

380 Solid Waste 2010 Fiscal Year Recommended Budget

Solid Waste

Multi-material and Convenience CentersThe County currently operates two (2) multi-materialfacilities (North Wake and South Wake Landfills) that

accept various recyclable commodities from residen-tial and commercial customers. Acceptable materialsinclude corrugated cardboard, white goods (e.g.,refrigerators, washers, dryers), lead-acid batteries,used motor oil and scrap tires, and electronics.

In addition, there are eleven (11) convenience centersites located throughout the County where residentscan bring household waste and materials for disposalor recycling. The sites have areas for recyclablecommodities such as newspapers, cardboard, glasscontainers (green, brown, clear), aluminumcontainers, steel cans, scrap metal and plastics. Manyof the convenience centers have been in operation forover 15 to 20 years without significant improvement.

With input from municipalities, the County intendsto improve the two (2) existing multi-material sites byconverting them into regional recycling centers

Project Summary: Multi-material and Convenience Centers

UsesPrior



* 800,000 2,000,000 2,000,000 – – – – 4,800,000

Total Uses * 800,000 2,000,000 2,000,000 – – – – 4,800,000


* 800,000 – 300,000 – – – – 1,100,000

Transfers From Solid Waste Enterprise

* – – 1,700,000 – – – – 1,700,000

Sale of Fixed Assets

* – 2,000,000 – – – – – 2,000,000

Total Sources * 800,000 2,000,000 2,000,000 – – – – 4,800,000


* – – – – – – – –


– – – – – – – –



Solid Waste

rather than separate multi-material and conveniencecenters. Funds are designated in FY 2010 for thedesign of both facilities (North Wake and SouthWake Landfills). Construction of the North WakeRecycling Center is scheduled during FY 2011. TheSouth Wake facility is anticipated to begin construc-tion the following fiscal year.

Meanwhile, many of the existing convenience centersmay need new and/or refurbished compaction equip-ment. Improved compaction at the conveniencecenter sites will reduce transport of filled containersand user wait times. Such improvements will reduceoperating costs and improve customer service.


Solid Waste

South Wake LandfillIn February 2008, the South Wake Landfill (SWLF)began accepting municipal solid waste (MSW).Waste Industries was selected by the CountyCommissioners in June of 2006 to serve as theCounty's designer, builder and operator of the SWLF.However, there were several elements of the designand construction of the landfill that the Countyretained and are funded by the SWLF partnership.

First, the County has to provide the soil needed foreach phase of construction. Further, the County isalso responsible for the final closure of each cell oflandfilling.

Phase 1A (26 acres) started accepting MSW last year.It is expected that the next phase (1B) will need to beoperational by April of 2010. In order to meet thattiming, the County must provide the soil for thatconstruction to start in late 2009. Further, it isexpected that all of Phase 1 (1A and 1B) will be readyfor closure and capping in 2013. Design efforts willneed to take place in 2012 to accommodate thatschedule.

The County began operating the East Wake TransferStation in 2008 as part of opening the SWLF. Thefacility provides a regional location for municipal andcommercial solid waste service providers to transferMSW to the SWLF for burial. Having a transferstation allows solid waste providers to maximizecollections while reducing time needed to transportMSW. The facility was built by the City of Raleigh

Project Summary: South Wake Landfill

UsesPrior



422,424 1,220,000 – 1,200,000 1,326,000 7,630,000 – – 11,376,000


11,531 – – – – – – – –

Total Uses 433,955 1,220,000 – 1,200,000 1,326,000 7,630,000 – – 11,376,000

Funding SourcesGeneric Bond Proceeds

462,291 – – – – – – – –

Miscellaneous – 1,000,000 – 200,000 1,326,000 4,930,000 – – 7,456,000Transfers From Solid Waste Enterprise

– 220,000 – 1,000,000 – 2,700,000 – – 3,920,000

Total Sources 462,291 1,220,000 – 1,200,000 1,326,000 7,630,000 – – 11,376,000


– – – – – – – – –


– – – – – – – –


Solid Waste

and the County has an agreement with the City oper-ating the facility.

As is typically expected, the floors of transfer stationsare exposed to significant use and damaging condi-tions. It is expected that a new concrete topping willbe needed after only a few years of service. This is amore desirable and cost-effective option than waitingseveral years and having to replace the entire concretefloor. This project is expected to occur during FY2012 with funds provided by SWLF Partnershipreserves.


Solid Waste

Permanent Storm Debris SiteCounty staff is researching the need for permanentstorm debris sites in strategic locations of the County.Whenever a significant storm event occurs (i.e., ice,hurricane), there is an immediate need for temporarystorage of storm debris material that may be disposedof later. Recent studies, including the Disaster DebrisManagement Plan (2008), have recommended thatthe County acquires permanent site(s) for thispurpose. During periods of time without stormevents, the site(s) may potentially be used for passiverecreation and/or open space.

Project Summary: Permanent Storm Debris Site

UsesPrior



– – 1,500,000 – – – – – 1,500,000

Total Uses – – 1,500,000 – – – – – 1,500,000

Funding SourcesTransfers From Solid Waste Enterprise

– – 1,500,000 – – – – – 1,500,000

Total Sources – – 1,500,000 – – – – – 1,500,000


– – – – – – – – –


– – – – – – – –


Solid Waste

Landfill Gas DevelopmentBeneficial reuse of the landfill (methane) gas gener-ated at South Wake Landfill (SWLF) is an importantelement of operating and maintaining the SWLF. InFY 2010, the County intends to design and install agas collection system for the Feltonsville Landfill andprepare a study of the most beneficial type of reuseproject (i.e., direct piping to a third party, electricalpower generation). Based upon the outcome of thefeasibility study, the County intends to pursue theinitial phase of the landfill gas to energy project asquickly as feasible during FY 2010. Development willinclude the Feltonsville facility at a minimum and ifthe SWLF is determined to be generating sufficient

gas volumes then facilities will be added there also.Development and negotiation of agreements withpotential end users will be a critical element of thisproject progress.

Project Summary: Landfill Gas Development

UsesPrior



– 2,000,000 80,000 500,000 – – 750,000 – 3,330,000

Total Uses – 2,000,000 80,000 500,000 – – 750,000 – 3,330,000

Funding SourcesTransfers From Solid Waste Enterprise

– 2,000,000 80,000 500,000 – – 750,000 – 3,330,000

Total Sources – 2,000,000 80,000 500,000 – – 750,000 – 3,330,000


– – – – – – – – –


– – – – – – – –


inanci
FFinancial Planning Model
Financial Planning ModelWake County uses a long-term financial planningmodel (“the model”) that was created for both oper-ating and capital budgeting. The model serves twomajor purposes:

The operating component is used to project futuredeficits or surpluses in the General Fund operatingbudgets and to measure the impact on the county’sfund balance target.

The capital and debt component is used to evaluatethe impact of capital funding decisions on theCounty’s financial condition to ensure that policytargets are maintained long-term.

The Capital and Debt ComponentThe capital and debt component of the Model proj-ects budgets through fiscal year 2020, a 10-year time-frame. The model, which uses the County’s seven-year CIP as the major driver, helps policy makersmaintain the debt policy objectives necessary toretain the County’s AAA bond rating. These objec-tives include:

Fund the CIP with dedicated revenue sources;

Maintain the mix of cash (“pay-as-you-go”) anddebt funding within a range of 75% to 85% debtover the span of the seven year CIP;

Maintain a fund balance of at least 19% in the DebtService Fund; and

Project debt repayment schedules that observersexpect of AAA counties.

Capital and Debt Component AssumptionsAssumptions for the capital and debt component ofthe Model are as follows:

Dedicated Revenue SourcesProperty Taxes: The County allocates a portion of theproperty tax rate specifically for debt service and cashfunding for capital. The tax rate for FY 2009 is 53.4cents with 15.76 cents dedicated for capital and debt

service. The County has an eight-year revaluationcycle for residential property. In the year of revalua-tion, FY 2009, the assessed value of property of isincreased to reflect current market rates and the taxrate is, at first, assumed to be revenue neutral. Arevenue neutral tax rate dedicated to capital and debtwould be 14.41 cents. As part of the FY 2009 Oper-ating Ordinance, the Board of Commissionersincreased the tax rate by 2.5 cents above the revenueneutral rate, of which 1.35 cents for for the capital/debt portion of the tax rate, bringing the dedicatedtax rate for capital and debt to 15.76 cents.

For the next eight-year revaluation, which takes effectin FY 2017, the model assumes a revenue neutral ratewith capital/debt portion of the tax rate remaining atthe same relative percentage as prior to the revalua-tion.

Sales Taxes: State statutes govern the Model assump-tions about sales tax revenue. Thirty percent (30%) ofthe proceeds come from from the local half-cent salesand use tax authorized July 1, 1984 (Article 40) andsixty percent (60%) of the local half-cent sales anduse tax authorized October 1, 1986 (Article 42) arerequired to be used for school capital outlay, capitalprojects, and/or school debt service.

Growth Assumptions

Tax growth assumptions are based on historicaltrends adjusted for current economic conditions andexpected population growth.

Property Tax Assessed Value Growth: 3.5% annuallyfrom FY 2010 and forward, with the FY 2009 budgetserving as the base.

Sales Tax Growth: 4.5% annual growth each year withthe FY 2009 budget serving as the base.

Interest rate on Future Debt Issuance: Based on 4.5%over the average life of the debt issuances and isreflective of historical issuance rates.

Cash Funding for Capital: A percentage of propertytax revenues is allocated to the Debt Service fund toensure that the Debt Service Fund Balance does not

Financial Planning Model 387

Financial Planning Model

fall below 19% of the following year’s estimated debtservice expenditures during the full horizon of theModel (2009 to 2024). The remaining amount ofproperty tax revenues is available for cash funding forcapital projects.

Operating Component The time frame used for the operating component ofthe Model is through fiscal year 2015 (a 5-yearwindow) and only considers the County’s GeneralFund. The Model is forecast using growth assump-tions for recurring general fund revenues and expen-ditures and incorporates the anticipated operatingimpacts of projects included in the County’s 2009-2015 CIP. The Model does not attempt to balanceeach fiscal year’s budget. Any projected deficits areassumed to be balanced with appropriated fundbalance. A section of the Model calculates theresulting end-year fund balance compared to theCounty’s General Fund Balance target of 11% of thenext fiscal year’s budget.

Operating Component AssumptionsOperating component assumptions are based onhistorical trends adjusted for current economicconditions and expected population growth or resultsfrom specific calculations. The assumptions for oper-ating component of the Model are as follows:

General Fund RevenuesProperty Tax Assessed Value Growth: 3.5% annuallyfrom FY 2010 forward with the FY 2009 budgetserving as the base.

Sales Tax Growth: 4.5% annual growth each yearwith the FY 2009 budget serving as the base.

Human Services Revenues: 2% annual growth onState funding streams each year with the FY 2009budget serving as the base. As the County’s Medicaideligible population continues to grow, the County hasexperienced steady increases in the cost of Medicaideligible services that are 100% reimbursed. Thepercentage growth in revenues reflects the same levelof growth on the expenditure side of the budget. Nogrowth assumed for other funding streams.

Fund Balance Appropriation: Fund balance appro-priation is estimated at 2% of non-education, non-capital expenditures. The fund balance appropriationis used as a “margin for error” in anticipation that thefund balance will not be needed as a result of reve-nues exceeding estimates or expenditures being lessthat budget.

Other Revenues: The remaining revenues representapproximately 8% of the total budget and are esti-mated at various rates based on historical trendswithin each revenue category.

General Fund Expenditures

Community Improvement Plan Impacts: A compo-nent of the capital budget includes projecting theimpact of capital projects on the operating budget.The anticipated amounts for 2010 to 2015 have beentaken from the CIP and included in the operatingmodel.

Education Funding: A separate calculation isincluded for education funding. The amount is basedon County funding at a equivalent tax rate, plus theoperating costs associated with opening new schools.

Pay and Benefits: 4.0% annual growth for pay andbenefits combined over the FY 2009 budget.

Contractual Increases: The County operates undermany long-term contracts. A contract increase of $1million is assumed for each year beyond the FY 2009budget.

Human Services: 2% annual growth is assumed forservices with dedicated State funding streams; Thisgrowth is offset by a corresponding revenue increase.One percent (1%) growth is assumed on all otherHuman Service related expenditures, reflecting anincrease in County funding for Human Service activ-ities.

All other expenditures: All other expenditures cate-gories not referenced above are assumed at 0% annualgrowth.

388 Financial Planning Model 2010 Fiscal Year Recommended Budget

Financial Planning Model

Inflation: The County does not assume general infla-tion increases in the Model.

Fund BalanceThe General Fund revenues and expenditures are notbalanced in the Model beyond the FY 2009 budgetyear. Expenditures in excess of revenues are assumedto be offset by an appropriation of General Fund fundbalance. The fund balance level is calculated, as wellas the amount in excess of, or below, the County’starget of 11% of following year’s total expenditures.This projection shows the County’s adherence to itsfund balance goals over the model’s timeframe.

Note: For the FY 2010 Recommended Budget, theFinancial Planning Model has been published sepa-rately. The Financial Planning Model is availableby contacting Wake County Budget and Manage-ment Services at (919) 856-5480.

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SWake County Facts
Founded in 1771, Wake County is consistentlyranked as one of the best places in which to live,work, learn, and play in the United States. Located inthe east central section of North Carolina, WakeCounty’s 866,410 residents (2008 estimate) can reacheither the Atlantic Coast beaches or the Blue Ridgemountains by traveling only a few hours in eitherdirection.

As home to the internationally-acclaimed ResearchTriangle Park, along with Durham County, the areaprovides a world-class combination of economicvitality, education opportunity, environmental qualityand community quality-of-life. A well-roundedcombination of business and industry, higher educa-tion, historic preservation, arts and culture, and trees,greenways and lakes offers Wake County residents aquality lifestyle with excellent job and educationalopportunities, whether they prefer rural or urbansettings.

Wake County contains twelve municipalitiesincluding the City of Raleigh, which is the statecapital and county seat. The County is governed bythe seven-member Wake County Board of Commis-sioners, who are elected at large to serve four-yearterms. Terms are staggered so that, every two years,three or four Commissioners are up for election.Under their direction, the County Manager overseesthe daily provision of services to citizens rangingfrom health programs and other human and socialservices to parks and recreational opportunities, landuse planning and zoning responsibilities, law enforce-ment and public safety, solid waste disposal and recy-cling, and libraries.

The outstanding universities and medical facilities inthis area provide research and learning opportunitieswhose benefits extend throughout the world. Threemajor universities, including North Carolina StateUniversity in Wake County, Duke University inDurham County and the University of North Caro-lina-Chapel Hill in Orange County, have reputationsamong the finest teaching and research schools in thecountry. Wake County’s largest employers include theState of North Carolina, the Wake County PublicSchool System, International Business MachinesCorporation (IBM), North Carolina State University,

Wake Med Health and Hospitals, GlaxoSmithKline,Pinkerton and Burns, SAS Institute, Rex Healthcare,Progress Energy, Wake County Government, and theCity of Raleigh.

Recreation and leisure services range from lakes andparks to the North Carolina Symphony and NorthCarolina Museum of Art (both located in Raleigh).Wake County is home to the Carolina Mudcats, adouble-A affiliate of the Florida Marlins baseballteam, and the 2003 Southern League Champions.Wake County also enjoys a professional hockey team,the Carolina Hurricanes, the 2006 Stanley CupChampions.

(1) 2008 is most recent release of Census Bureaucounty population estimates.

Date Established 1771Location of Wake County East central section of North

Carolina, located on the eastern edge of the Piedmont Plateau. The Neuse River and Little River flow north to south across the County.

Land Area Approximately 857 total square miles (832 square miles in land area)

County Seat RaleighCounty 2008 Population (1) 866,410Municipalities Population (2)Apex 31,599Cary 121,796Fuquay-Varina 15,394Garner 25,343Holly Springs 19,684Knightdale 7,397Morrisville 13,361Raleigh 375,806Rolesville 2,242Wake Forest 25,329Wendell 5,152Zebulon 4,509Unincorporated areas of Wake County

185,358

Wake County Facts 391

Wake County Facts

(2) 2007 is most recent release of Census Bureau cityand town population estimates.

Wake County has experienced explosive growth overthe last 25 years. The U.S. Census Bureau estimatedthat Wake County had 866,410 residents as of July 1,2008. Over the past eight years, Wake County hasadded 238,560 residents, a 38% incease.

From 1980 through 2000 the U.S. Census Bureau esti-mates that Wake County grew by more than 326,500.In only 20 years (1980-2000), Wake County morethan doubled its total population. Population projec-tions suggest that this trend is likely to continue.Projections for 2009 suggest that Wake County’spopulation will near 902,689, and in 2012 the Countyis expected to exceed 1 million residents.

Wake County continues to experience a significantgrowth in its Hispanic population. In 2000, the U.S.Census Bureau estimated the County’s Hispanic/Latino population at 33,985, 5.4% of the total popula-tion. In 2007, the most recent year for which data isavailable, the Hispanic/Latino population was esti-mated at 70,278, and grew to 8.4% of the total popu-lation. This increase amounted to a 107% growth inthe number of Hispanics/Latino residents in WakeCounty between 2000 and 2007.

392 Wake County Facts 2010 Fiscal Year Recommended Budget

Demographic Statistics

(1) North Carolina State Demographer’s Office July 1Revised Population Estimates (1999). U.S. CensusBureau Population Estimate (2000-2008).WakeCounty Planning Department Projections (2009).

(2) Wake County Public Schools Historic 20th DayMembership. Projected 2009-2010.

(3) North Carolina Employment Security Commis-sion.1998-2008. *March 2009 Unemployment Rate -8.2%.

(4) U.S. Department of Commerce, Bureau ofEconomic Analysis, Table CA1-3 Per Capita PersonalIncome

Fiscal Year Ended June 30Population Estimate (1)

School Enrollment

(2)1999 593,937 91,4112000 627,846 94,7822001 653,581 97,5832002 678,651 101,3972003 702,110 104,3732004 725,902 108,9702005 749,989 114,0682006 785,990 120,5042007 817,429 128,0722008 854,592 134,0022009 902,689 137,7062010 940,122 141,042

Fiscal Year Ended June 30

Unemployment Rate (3)

Per Capita Income (4)

1998 1.6% 32,0561999 1.4% 33,4352000 2.4% 35,9412001 4.0% 36,2702002 5.6% 35,3222003 5.2% 35,1402004 4.2% 36,5762005 4.0% 38,2942006 3.6% 39,9152007 3.4% 41,7142008 4.7% Not available from

this source

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Gl Glossary of Budget Terms
Alcohol Beverage Commission (ABC): TheCommission works with its members to promoteresponsible alcohol sales through control, promotehigh levels of service, and generate revenue for NorthCarolina communities.

Accrual: Something that accrues; especially: anamount of money that periodically accumulates for aspecific purpose (as payment of taxes or interest).

Adopted Budget: The budget as adopted by theBoard of Commissioners and enacted on July 1 of thefiscal year.

AFIS: Automated Fingerprint Identification System.

Allocate: To set apart portions of budgeted expendi-tures that are specifically designated to organizationsfor special activities or purposes.

Amended Budget: A budget that includes CountyCommissioner-authorized changes to the originaladopted budget.

AMH/DD/SA: Adult Mental Health/DevelopmentalDisabilities/Substance Abuse

APP: Advanced Practice Paramedic

Appropriated Fund Balance: Amount of fundbalance appropriated as revenue for a given fiscalyear, to offset operating expenditures that exceedcurrent revenue.

Appropriation: The legal authorization by the Boardof Commissioners to spend money and incur finan-cial obligations as specified in the budget ordi-nance.An appropriation is limited in the amount andtime when it may be expended.

Assessed Valuation: The total value of real estate andpersonal property (excluding exempt property) asdetermined by tax assessors and used as a basis forlevying taxes.

Assessment: The process for determining values ofreal and personal property for taxation purposes.

ATC: Alcohol Treatment Center.

Authority: A public agency which performs aspecific function and is usually financed by fees orservice charges.The agency could be independentfrom government but rely on government for finan-cial support.

Authorized Bonds: Bonds that have been legallyauthorized may or may not have been sold.Thesebonds can be issued or sold at any time.

AVL: Automatic Vehicle Locating System.

Balanced Budget: When planned expenditures equalanticipated revenues.State law requires a balancedbudget in North Carolina.

BMS: Budget and Management Services.

Bond: A written promise to pay a specific amount ofmoney with interest within a specific time period,usually long term.

Bond Issue: The sale of government bonds as ameans of borrowing money.

Bond Rating: A grade given by bond rating agencies(Moody’s, S&P, etc.) indicating a government’s invest-ment qualities.Ratings range from AAA (highest) toD (lowest) and the higher the rating the lower theinterest rate on the bonds.

Budget: A plan of financial operation including anestimate of proposed expenditures for a given periodand the proposed means of financing them.

Budget Message: A written overview of the proposedbudget from the County Manager to the Board ofCommissioners that discusses the major budget itemsand the County’s present and future financial condi-tion.

Business Plan: A plan that identifies what a depart-ment wants to accomplish, how that organization isgoing to do it, the resources or costs it will require,and the measures to determine if the outcomes areaccomplished.

Glossary of Budget Terms 395

Glossary of Budget Terms

CAMA: Computer Assisted Mass Appraisal.

CAMPO: Capital Area Metropolitan Planning Orga-nization.

CAP: Capital Area Preservation.

CAP/C: Community Alternatives Program for Medi-cally Fragile Children.

CAP/DA: Community Alternatives Program forDisabled Adults.

CAP/MR/DD: Community Alternatives Program forPersons with Mental Retardation/DevelopmentalDisabilities.

Capital Budget: A financial plan for capital projects,which usually cost more than $100,000 and have auseful life of more than ten years.

Capital Improvement Fund: A multi-year fund usedto account for revenues and expenditures associatedwith capital projects.

Capital Outlay: Vehicles, equipment, improvements,software, and furniture purchased by the County thatcost more than $5,000, less than $100,000, and havean expected life of more than one year.

Cash Basis of Accounting: A method for recordingthe receipt and expenditure of funds.Under the cashbasis of accounting revenues are recorded when theyare received and expenditures are recorded whenfunds are actually spent.

CCBI: City-County Bureau of Investigation.

CDC: Centers for Disease Control.

Character of Expenditure: The broadest classifica-tion of expenditures used to describe the nature ofgoods and services purchased.Examples includepersonnel services, current expenses, capital outlay,and interdepartmental charges.

CHEER: A Human Resources program to welcomenew employees and show appreciation to all currentemployees.

CIE: Certified Indoor Environmentalist.

CIP: Community Improvement Plan.

CIT: Crisis Intervention Team.

Clerk to the Board: The Clerk to the Board ofCounty Commissioners is the primary administrativeassistant to the Board. The Clerk prepares andpromulgates meeting agendas, maintains theCounty's official files, and coordinates the Commis-sioners' schedules.

CMH: Child Mental Health.

CoC: Continuum of Care.

Community Improvement Plan: A long-range planof proposed capital improvement projects, whichincludes estimated project costs and funding sourcesfor a multi-year period.

Comprehensive Annual Financial Report (CAFR):Represents and reflects the County’s financial opera-tions and condition to the county’s residents, itselected officials, management personnel, financialinstitutions, county bondholders, rating agencies, andall other parties interested in the financial affairs ofthe county.The CAFR is prepared in accordance withgenerally accepted accounting principles (GAAP)and includes financial statements audited by an inde-pendent public accounting firm.

Contingency Account: An account with funds usedto cover unanticipated events that may occur duringthe fiscal year.Transfers from this account needapproval from the County Commissioners.

CORE: Center of the Region.

CPO: Certified Pool Operators.

CQI: Continuous Quality Improvement.

396 Glossary of Budget Terms 2010 Fiscal Year Recommended Budget


CRC: Community Resource Connection.

CSE: Child Support Enforcement.

CTP: Comprehensive Transportation Plan.

Current Budget: Represents the budget of the fiscalyear in which the county is presently operating.Unless otherwise noted, the current budget reflectsthe County’s budget as of March 31 of the fiscal year.

DD/MI: Developmental Disability/Mental Illness.

Debt: Money or other property lent or borrowed andthat must be repaid or returned.Debt may beoutstanding for a short term (one year or less) or for along term (one year or more).

Debt Reduction Bonds: General obligation bondsthat can be issued by a local government withoutvoter authorization under a formula set by the State attwo-thirds of the previous year’s net debt reduction.

Debt Service: Cost of paying principal and intereston borrowed money according to a predeterminedpayment schedule.

Debt Service Fund: A fund used to account forresources dedicated to the payment of principal andinterest on general long-term debt.

Deficit: An excess of expenditures over revenues orexpense over income.

Department: The primary organizational units ofCounty government that provides specific services.

Department Goal: a strategic result or achievementthat the department plans to obtain.

Depreciation: The decrease in value due to wear andtear of property.

DHD: Digital Health Department.

Division: A functional unit within a County depart-ment.

EBT: Electronic Benefit Transfer.

ECHO: Education, Community, Health Outreach.

Efficiency Measure: Measurement used to determinethe productivity level in the delivery of services, suchas unit cost or revenue per unit of service.

EM: Emergency Management.

EMS: Emergency Medical Services.

EMS subscription program: Program in whichcounty residents pay an annual subscription fee inexchange for no personal charges (self-pay charges)for County-provided ambulance service.

EMT: Extended Management Team.

Encephalitis: An inflammation of the brain

Encumbrance: A financial commitment for services,contracts, or goods which have not yet been deliveredor performed.

Enterprise Fund: A fund which accounts for opera-tions that are financed through user charges andwhose operation resembles a business (e.g., SolidWaste Fund).

ERC: East Regional Center.

ESL: English as a Second Language.

Excise Tax: A tax, similar to a sales tax, imposed onthe sale of property.

Expenditure: Disbursements of cash for the currentcosts of a program or capital project.

FACCS: Fully Automated Child Care Subsidy.

FSAC: Food Service Advisory Committee.

Fiscal Year: A twelve-month period (July 1 throughJune 30) to which the annual operating and capitalbudgets apply.



Fringe Benefits: For budgeting purposes, fringebenefits include employer payments for items such asSocial Security, Medicare, retirement, group healthand life insurance, dental insurance, and workerscompensation.

Fund: An accounting entity created to record thefinancial activity for a selected financial grouping.Afund is set up to carry out a special function or attainobjectives in accordance with established laws, poli-cies, and regulations.

Fund Balance: Is generally defined as the differencebetween a fund’s assets and liabilities. An adequatefund balance is necessary for numerous reasons, suchas to have funds available in case of an emergency orunexpected events, to maintain or enhance theCounty’s financial position and related bond ratings,to provide cash for operations prior to receipt ofproperty tax revenues, and maximize investmentearnings.

Full-time equivalent (FTE): A position count thatcalculates workforce by number of hours workedrelative to a standard working schedule.For instance,a part-time employee working 20 hours per weekmay be considered.5 FTE.

GAAP: Generally accepted accounting principles.

General Fund: The principal operating fund whichprovides for the accounting of most basic govern-mental services.

General Obligation Bonds: Bonds issued by agovernment which are backed by the full faith andcredit of its taxing authority.

Government Finance Officers Association(GFOA): The GFOA is the professional association ofstate/provincial and local finance officers in theUnited States and Canada.

GIMS: Groundwater Information Management-System.

GIS: Geographic Information System.

Governmental Funds: Funds that are used toaccount for those same functions reported as govern-mental activities in the government-wide financialstatements.Most of the County’s basis services areaccounted for in governmental funds.Governmentalfunds financial statements focus on the near-terminflows and outflows of spendable resources, as wellas on balances of spendable resources available at theend of the fiscal year.Governmental funds arereported using an accounting method called modifiedaccrual accounting which provides a current financialresources focus.The relationship between govern-ment activities (reported in the Statement of NetAssets and the Statement of Activities) and govern-mental funds is described in a reconciliation that is apart of the fund financial statements.

GPS: Global Positioning Satellite.

Grants: A contribution or gift in cash or other assetsfrom another government or non-profit foundationto be used for a specific purpose (e.g., van purchasesfor transportation program).

GSA: General Services Administration.

HAVA: Help America Vote Act.

HMIS: Homelessness Management InformationSystem.

Horizon Issues: Operating or capital needs thatdepartments plan to address in future years.

HR: Human Resources.

ICF/MR: Intermediate Care Facility—Mental Retar-dation.

ICS: Incident Command System.

IDPP: Inspections/Development Plans/Permits.

Indirect Costs: The component of the total cost for aservice which is provided by another department ordivision (e.g., auditing).



Intergovernmental Revenues: Revenues receivedfrom other governments (state, federal, local), typi-cally in the form of grants, shared revenues, or enti-tlements.

Internal Service Fund: A fund that accounts for theprovision of services to County departments by otherCounty departments on a cost reimbursement basis.

Investment Earnings: Earnings earned, usuallyinterest, on County investments.

IPRS: Integrated Payment and Reporting System/

IS: Information Services.

IVN: In-Vehicle-Navigation.

Key Measures: Important performance indicators ofworkload, efficiency or effectiveness identified bydepartments.

Lease-Purchase Agreements: A method ofpurchasing equipment in which payments are spreadover a multi-year period.

Levy: The amount of tax, service charges, and assess-ments imposed by a government.

LME: Local Managing Entity.

Mandate: A legislative command to a local govern-ment, generally through state statutes, to implementor discontinue a selected service or policy.

MH/DD/SA: Mental Health/Developmental Disabil-ities/Substance Abuse.

MMRS: Metropolitan Medical Response System.

MSAG: Master Street Address Guide.

Modified Accrual Basis of Accounting: Anaccounting method where revenues are recordedwhen they become measurable and available andexpenditures are recorded when the liability isincurred.This is the primary basis of accounting forthe County.

MRS: Multiple Response System.

NCDENR: North Carolina Department of Environ-ment and Natural Resources.

NCGS: North Carolina General Statutes.

NCREN: North Carolina Research and EducationNetwork.

NFIP: National Federal Insurance Program.

Non-departmental: Non-departmental appropria-tions include contributions to public agencies (non-County), debt service payments, and transfers toother funds, which are not attributable to a specificdepartment.

Object of Expenditure: An expenditure classificationrelated to the type of goods and services purchased,such as office supplies.

OCIP: Owner Controlled Insurance Program.

Operating Budget: The County’s financial plan thatoutlines proposed expenditures for the coming fiscalyear and estimated revenues which will be used tofinance them.

Operating Expenses: Recurring expenditures forservices, supplies, equipment, and payments to indi-viduals and other agencies.

Ordinance: A legal document adopted by the localgoverning body setting policy and procedures.

Outcome Measure: Measurement used to determinethe extent to which the intended purpose of aprogram is achieved.

Outside Agencies: Community agencies or organiza-tions that are financial partners with whom theCounty contracts to provide specific services.

PCMS: Patient Care Management System.



Per Capita: Represents a given quantitative measure(e.g., spending, inspections, ambulance trips) perunit of population.

Performance Measure: A goal-driven estimation ofpast, present, and future success of the delivery of agiven service, program, or function.

Personal Income: Income that is received by personsfrom all sources.It is calculated as the sum of salaryand wage disbursements, supplements to wages andsalaries, proprietor’s income with inventory valuationand capital consumption adjustments, rental incomeof persons with capital consumption adjustment,personal dividend income, personal interest income,and personal current transfer receipts, less contribu-tions for government social insurance.

Personal Property: All non-household personalvalue such as automobiles, boats, etc., and all non-inventory business items such as equipment, vehicles,materials, and supplies.

Personnel Services: Expenditures for salaries andfringe benefits.

PES: Partnership for Educational Success.

Policy: An established plan of action used to guidedecisions and actions.

Property Tax Rate: The rate at which property in theCounty is taxed to produce revenues sufficient tocover necessary governmental activities.

Proprietary Funds: The County has only two propri-etary funds.Enterprise Funds are used to report thesame functions presented as business-type activitiesin the government-wide financial statements.TheCounty uses an enterprise fund to account for itssolid waste landfill operations.This fund is the sameas the function shown in the business-type activitiesin the Statement of Net Assets and the Statement ofActivities.Internal Service Funds are an accountingdevice used to accumulate and allocate costs inter-nally among the functions of the County.The Countyuses an internal service fund to account for its riskmanagement activity.Because this operation benefits

predominately governmental rather than business-type activities, the internal service fund has beenincluded within the governmental activities in thegovernment-wide financial statements.

PROS: Parks, Recreation and Open Space.

QA: Quality Assurance.

Real Property Tax Base: All land and buildingswhich are taxable.

Revaluation: The periodic reassessment of a jurisdic-tion’s real property in order to adjust the tax value tomarket value.North Carolina law stipulates that arevaluation must be done at least every eight years.

Reclassification: A change in the classification andcorresponding job title of an existing position whichresults from a major change in assigned responsibili-ties.

Reserve: An account used either to set asidebudgeted revenues that are not required for expendi-tures in the current budget year, or to earmark reve-nues for a specific future purpose.

Revenue: All funds that the County receives asincome, including items such as tax payments, feesfor specific services, receipts from other govern-ments, fines, forfeitures, shared revenues, and interestincome.

RFID: Radio Frequency Identification.

ROD: Register of Deeds.

RTP: Research Triangle Park.

Salary Adjustment Reserve: A designated line-itemwithin the Recommended and Adopted Budget thatallows performance pay increases to be budgetedwithout distributing the increases to County depart-ments.Following adoption of the operating budget,the reserve is distributed to departments to fundperformance pay.



SEIMS: Statewide Election Information ManagementSystem.

Self-insurance: A risk management method wherebyan eligible risk is retained, but a calculated amount ofmoney is set aside to compensate for the potentialfuture loss. The amount is calculated using actuarialand insurance information so that the amount setaside (similar to an insurance premium) is enough tocover the future uncertain loss.

Shared Revenue: Revenues levied and collected byone government but shared with another governmentbased on a predetermined method.

SMT: Senior Management Team.

Special Assessment: A levy on certain properties todefray part or all of the costs associated withimprovements or services that will benefit thosespecific properties.

Special Revenue Fund: A fund used to account forthe revenues from specific sources which must beused for legally specified expenditures (e.g.,911Fund).

SRC: Southern Regional Center.

Statute: A law enacted by the state legislature.

Sub-object of Expenditure: The most specific expen-diture classification, related to a single type of goodor service purchased, such as printing supplies.

TANF: Temporary Assistance to Needy Families.

Transfer In/Out: Reallocating resources betweendifferent funds.

Trend: A pattern that emerges from multiple units ofdata over time.

Taxing Authority: When a legislative body has thelegal ability to impose a tax on its citizens.

UDO: Unified Development Ordinance.

Unincorporated Area: Area of the county that is notpart of any municipality.

User Fee: A charge assessed each time a customeruses a County service for which fees are charged.

Vector Borne: An agent or virus that contains orcarries modified genetic material that can be used tointroduce exogenous genes into an organism.

VSO: Veterans Services Office.

WCHS: Wake County Human Services.

WCPL: Wake County Public Library.

WCPSS: Wake County Public School System.

WIA: Work First Investment Act.

WIC: Women, Infant and Children.

Workforce Development: Refers to the Capital AreaWorkforce Development Board, a Board designatedby the County to conduct and coordinate programsusing Workforce Investment Act grants from the U.S.Department of Labor.

Working Capital: The amount of current assets thatis in excess of current liabilities.Used frequently tomeasure a firm’s ability to meet current obligations.

Workload Indicator: Measurement used to reflectthe quantity of services or effort.

Zoonotic Disease: A disease communicated fromanimals to humans under natural causes.


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IIndex
AAdministration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192Administration / Support . . . . . . . . . . . . . . . . . . . . . . 151

BBasis of Budgeting and Basis of Accounting . . . . . 12Board Of Commissioners . . . . . . . . . . . . . . . . . . . . . . . 64Board Of Elections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Budget And Management Services . . . . . . . . . . . . . 75Budget Calendar for Fiscal Year 2008 . . . . . . . . . . . . 7Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Business Planning & Budget Process Cycle . . . . . . . 6

CCapital Budget Process . . . . . . . . . . . . . . . . . . . . . . . . 261Central Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157City-County Bureau of Identification . . . . . . . . . . . 203Community Services . . . . . . . . . . . . . . . . . . . . . . . . . . 111Community Services Management And Budget Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Cooperative Extension . . . . . . . . . . . . . . . . . . . . . . . . 147County Attorney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71County Building Agreements . . . . . . . . . . . . . . . . . . 173County Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Criminal Justice/General Government . . . . . . . . . 166

DDebt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230Demographic Statistics . . . . . . . . . . . . . . . . . . . . . . . 393Detention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212

EEmergency Management . . . . . . . . . . . . . . . . . . . . . 198Emergency Medical Services . . . . . . . . . . . . . . . . . . 187Environmental Health & Safety . . . . . . . . . . . . . . . . 140Environmental Services . . . . . . . . . . . . . . . . . . . . . . . 137Environmental Services Administration . . . . . . . . 139Expenditure Highlights . . . . . . . . . . . . . . . . . . . . . . . . 44

FFacilities Design & Construction . . . . . . . . . . . . . . . . 77Field Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167Finance Department . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Financial Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Financial Planning Model . . . . . . . . . . . . . . . . . . . . . 387Financial Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Fire-Emergency Management . . . . . . . . . . . . . . . . . 191

Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . .192Emergency Management . . . . . . . . . . . . . . . . . . .198

Fleet Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .160Fund Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Fund Structure Charts . . . . . . . . . . . . . . . . . . . . . . . . . . 10FY 2009 Appropriations and Funding Sources . .266

GGeneral Services Administration . . . . . . . . . . . . . . .149Geographic Information . . . . . . . . . . . . . . . . . . . . . . .127GFOA Distinguished Budget Presentation Award . 1Glossary of Budget Terms . . . . . . . . . . . . . . . . . . . . .395

HHorizon Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .274How to Read the Community Improvement Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .264Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Human Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .175

IInformation Services . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Introduction and Highlights . . . . . . . . . . . . . . . . . . .257

LLaw Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . .208Libraries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133Long-Range Planning . . . . . . . . . . . . . . . . . . . . . . . . . . 19

MMedical Examiner . . . . . . . . . . . . . . . . . . . . . . . . . . . . .185

OOperating Budget Impact . . . . . . . . . . . . . . . . . . . . .273Other Financing Sources

Administration / Support . . . . . . . . . . . . . . . . . . .151Central Services . . . . . . . . . . . . . . . . . . . . . . . . . . . .157Community Services Management And Budget

Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .112County Building Agreements . . . . . . . . . . . . . . . .173Criminal Justice/General Government . . . . . . .166Detention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .212Field Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .167Fleet Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . .160Geographic Information . . . . . . . . . . . . . . . . . . . .127Law Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . .208Libraries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133

Index 403

Index

Parks, Recreation and Open Space . . . . . . . . . . 113Physical Plant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155Planning and Development Services . . . . . . . . 117Security and Safety . . . . . . . . . . . . . . . . . . . . . . . . . 163Utilities/Life Safety/Environmental . . . . . . . . . . 171Veterans Services . . . . . . . . . . . . . . . . . . . . . . . . . . . 124

Overview of Changes in Fund Balance . . . . . . . . . . 35

PParks, Recreation and Open Space . . . . . . . . . . . . . 113Physical Plant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155Planning and Development Services . . . . . . . . . . 117Public Safety Communications . . . . . . . . . . . . . . . . 201

RReader’s Guide to the Budget . . . . . . . . . . . . . . . . . . . 3Register Of Deeds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Requests Not Funded . . . . . . . . . . . . . . . . . . . . . . . . . . 49Revenue Department . . . . . . . . . . . . . . . . . . . . . . . . . 107Revenue Highlights and Fee Changes . . . . . . . . . . 37

SSecurity and Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . 163Sheriff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207

TTransfers

Cooperative Extension . . . . . . . . . . . . . . . . . . . . . . 147Environmental Health & Safety . . . . . . . . . . . . . . 140Environmental Services Administration . . . . . 139Water Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144

UUtilities/Life Safety/Environmental . . . . . . . . . . . . 171

VVeterans Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124

WWake County Facts . . . . . . . . . . . . . . . . . . . . . . . . . . . . 391Wake County Government Fiscal Year 2010 Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Water Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144

404 Index 2009 Fiscal Year Adopted