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Livingston County, MichiganA N N UA L B U D G E T

2019

1

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget P

Award PRESENTED TO

Livingston County Michigan

For the Fiscal Year Beginning

January 1, 2018

Executive Director

Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Livingston County, Michigan, for its Annual Budget for the fiscal year beginning January 1, 2018. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device.

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

Livingston County 2019 Budget i

INTRODUCTION Budget Memorandum & Resolution .................................................................................................. 1

Reader’s Guide ............................................................................................................................... 13 County Profile ................................................................................................................................. 15 Board of Commissioners & Elected Officials .................................................................................. 24 County Organization Chart ............................................................................................................. 25 Strategic Planning .......................................................................................................................... 26 BUDGET SUMMARY Budget Narrative ............................................................................................................................. 27 General Fund Major Revenue Sources .......................................................................................... 29 General Fund Five Year Forecast................................................................................................... 31 PERSONNEL 3 Year Full Time Equivalent Summary ........................................................................................... 32 Positions by Union & Function ........................................................................................................ 33 FINANCIAL POLICIES ................................................................................................................... 34 DESCRIPTION OF FUNDS & FUND STRUCTURE ...................................................................... 37 FINACIAL SUMMARIES General Fund .................................................................................................................................. 39 Special Revenue Funds .................................................................................................................. 40 Enterprise Funds ............................................................................................................................ 41 Internal Service Funds .................................................................................................................... 42 Fund Balances ................................................................................................................................ 43 Fund Budget Summary ................................................................................................................... 44 Capital Improvements ..................................................................................................................... 46 Statement of Debt ........................................................................................................................... 47 GENERAL GOVERNMENT Administration ................................................................................................................................. 49 Airport ............................................................................................................................................. 52 Appropriations ................................................................................................................................ 55 Board of Commissioners ................................................................................................................ 56 Civil Counsel ................................................................................................................................... 57 Community Action........................................................................................................................... 58 Concealed Pistol Licensing ............................................................................................................. 59 Contingencies ................................................................................................................................. 60 County Clerk ................................................................................................................................... 61 County Clerk Circuit Court ..................................................................................................... …......64

TABLE OF CONTENTS

Livingston County 2019 Budget ii

analepa

Typewritten Text

Economic Development .................................................................................................................. 67 Elections ......................................................................................................................................... 68 Equalization .................................................................................................................................... 71 Facilities General Fund ................................................................................................................... 75 Fiscal Services ............................................................................................................................... 76 Human Resources .......................................................................................................................... 80 Insurance ........................................................................................................................................ 85 LETS Livingston Essential Transportation Service ........................................................................ 86 MTT Chargeback Interest ............................................................................................................... 91 Non-Profits ...................................................................................................................................... 92 Plat Board ....................................................................................................................................... 93 Principal Residence Exemption ...................................................................................................... 94 Professional Services ..................................................................................................................... 95 Purchasing ...................................................................................................................................... 96 Register of Deeds ........................................................................................................................... 97 Register of Deeds Automation ........................................................................................................ 99 Register of Deeds Survey & Remonumentation ........................................................................... 100 Retirement .................................................................................................................................... 101 Tax Allocation Board..................................................................................................................... 102 Tax Revenue ................................................................................................................................ 103 Treasurer ...................................................................................................................................... 104 Unemployment Insurance ............................................................................................................. 107 HEALTH & HUMAN SERVICES Animal Shelter ..................................................................................................................... …......108 EMS .............................................................................................................................................. 111 Health ........................................................................................................................................... 117 Medical Examiner ......................................................................................................................... 126 MSU Extension ............................................................................................................................. 127 Veterans Services ........................................................................................................................ 131 Veterans General Fund ................................................................................................................ 135 Veterans Relief Fund .................................................................................................................... 136 INFRASTRUCTURE & DEVELOPMENT Building Inspection........................................................................................................................ 137 Drain Commissioner ..................................................................................................................... 142 Drain Department of Public Works ................................................................................................ 151 Landfill .......................................................................................................................................... 152 Septage Receiving........................................................................................................................ 153 Planning ........................................................................................................................................ 154 Planning Land & Water Conservation Grant ................................................................................. 159 SHERIFF Administration & Field Services .................................................................................................... 160 Animal Control .............................................................................................................................. 167 Corrections Officers Training ........................................................................................................ 168 Court Security ............................................................................................................................... 169 Criminal Forfeiture ........................................................................................................................ 170 Drug Law Enforcement ................................................................................................................. 171 Federal Equitable Share DEA ....................................................................................................... 172

Livingston County 2019 Budget iii

Jail ................................................................................................................................................ 173 Jail Commissary ........................................................................................................................... 174 Marine........................................................................................................................................... 175 Secondary Road Patrol General Fund Appropriation .................................................................... 176 Secondary Road Patrol Grants ..................................................................................................... 177 Training Grant – 302 Funds .......................................................................................................... 178 Victim’s Unit .................................................................................................................................. 179 OTHER PUBLIC SAFETY Appropriations .............................................................................................................................. 180 911 Central Dispatch .................................................................................................................... 181 Central Dispatch Enhanced .......................................................................................................... 185 Dispatcher’s Training .................................................................................................................... 186 Emergency Management .............................................................................................................. 187 Federal Emergency Management Grant ....................................................................................... 191 Public Defender ............................................................................................................................ 192 JUDICIAL Appellate Court ............................................................................................................................. 193 Central Services ........................................................................................................................... 194 Child Care ..................................................................................................................................... 196 Child Care Social Services ........................................................................................................... 197 Circuit Court Probation ................................................................................................................. 198 Circuit Court .................................................................................................................................. 199 Crime Victims ............................................................................................................................... 223 District Court ................................................................................................................................. 202 Family Support GF Appropriation ................................................................................................. 224 Family Support ............................................................................................................................. 225 Federal Grants .............................................................................................................................. 206 FOC .............................................................................................................................................. 207 FOC Family Counseling ................................................................................................................ 211 GF Appropriations ........................................................................................................................ 212 Guardianship ................................................................................................................................ 213 Juvenile Court ............................................................................................................................... 214 Law Library ................................................................................................................................... 217 Probate Court ............................................................................................................................... 218 Prosecutor .................................................................................................................................... 219 Social Welfare .............................................................................................................................. 226 State Grants ................................................................................................................................. 227 INTERNAL SERVICE FUNDS Benefit Fund ................................................................................................................................. 228 Car Pool ........................................................................................................................................ 229 Facilities ........................................................................................................................................ 232 Information Technology ................................................................................................................ 237 AUTHORIZED POSITION CONTROL LIST ................................................................................. 243GLOSSARY.................................................................................................................................259

Livingston County 2019 Budget iv

Livingston County 2019 Budget 1Return to TOC

RESOLUTION NO: 2018-12-200 LIVINGSTON COUNTY DATE: December 3, 2018 Resolution Adopting the 2019 Livingston County Budget – Board of Commissioners WHEREAS, in accordance with the provisions of Public Act 2 of 1968, Public Act 621 of 1978, the Uniform

Budgeting and Accounting Act for Local Government, requires that each local unit of government adopt a balanced budget for all required funds; and

WHEREAS, the County Administrator has submitted a proposed budget as required by statute which

implements board policies; Elected Officials, Judges and Department Directors were requested to submit a line-item budget; and,

WHEREAS, the Finance Committee has requested and reviewed the proposed budget for the County

departments, including the courts, under the scope of its policy, and recommends adoption of the Proposed 2019 Budget to the Board of Commissioners; and

WHEREAS, the County of Livingston was allocated 5.0 mills by the County Tax Allocation Board and on the

4th of June, 2018, the Livingston County Board of Commissioners approved the Headlee rolled back millage rate of 3.3283 to support the 2019 General Fund Operations; .2944 to support Ambulance and; .1127 to support Veterans Services; and

WHEREAS, it is recommended that the 2019 General Fund Budget be approved for the total of $50,006,867

and Special Revenue and Enterprise Funds approved as shown in the Proposed 2019 Budget Plan, as well as the informational summary of projected revenues and expenditures for Internal Service Funds; and

WHEREAS, the recommended 2019 Budget was filed with the Livingston County Clerk for public viewing on

the 15th day of November, 2018; pursuant to state statute. THEREFORE BE IT RESOLVED that the 2019 General Fund Budget is approved in the amount of

$50,006,867 and revenues shall be appropriated and expenditures budgeted for the 2019 General Fund Budget, Special Revenue Funds, and Enterprise Funds on a fund and cost center basis in the amounts set forth below.

SHERIFF

Sheriff – Admin & Field Svcs. 101-30100 $8,385,698 Animal Control 101-30143 $197,714 Jail 101-35100 $10,890,321 Federal Marine Grant 238-33100 $6,600 State Grant 239-30100 $12,000

State Secondary Road 239-30106 General Fund Appropriation

$269,175 $191,775

Correction Officer Training 263-35100 $20,000 Drug Law Enforcement Fund 265-30100 $4,500 Federal Equitable Sharing 266-30100 $35,000 Victim Services Fund 278-30100 $1,075 Criminal Forfeiture Fund 296-30100 $3,500 Jail Commissary Fund 595-35100 $120,926


EMERGENCY MANAGEMENT GF-Emergency Mgmt. 101-42600 $145,471 Federal Grant-Emergency Mgmt. 238-42600 $279,527

PROSECUTING ATTORNEY

Prosecuting Attorney 101-26700 $2,348,162

Federal Grants – Family Support 238-26717 General Fund Appropriation

$312,774 $105,306

State Grants–Crime Victims’ Rights 239-26718 $143,006

CENTRAL DISPATCH / 911

911 Services Operations 261-32500 $4,095,263 911 Enhanced Services 261-32525 $403,750 911 Personal Training 261-32526 $26,646

BUILDING & SAFETY INSPECTIONS

Building Safety 542-37100 $3,029,916

DRAIN COMMISSIONER

Drain Commission 101-27500 $2,364,225 DPW 101-44100 $198,974 Drains Public Benefit 101-44500 $250,000

Landfill Fund 517-44100 General Fund Appropriation

$96,632 $73,000

Regional Wastewater 575-96400 $8,088 Septage Receiving Station 578-0275 $1,290,989

COMMUNITY & ECONOMIC DEVELOPMENT

Economic Development 101-72800 $175,000 Community Action Programs 101-74700 $592,080 Planning 101-72100 $411,812 Planning Federal Grant 238-72100 $238,000

EQUALIZATION

Equalization 101-25700 $529,658

BOARD OF COMMISSIONERS/COUNTY ADMINISTRATION

Board of Commissioners 101-10100 $582,741 Administration 101-17200 $345,151 ERP Project 101-19200 $8,500 Fiscal Services 101-21200 $466,176 Professional Services 101-22300 $112,970 Facilities Services 101-26500 $165,606 Civil Counsel 101-26900 $186,012


BOARD OF COMMISSIONERS/COUNTY ADMINISTRATION

Human Resources 101-27000 $688,243 Insurance Policies & Bonds 101-85100 $950,000 Ins – Unemployment 101-87000 $25,000 Appropriations – Capital Replace 101-96600 $850,000 Contingencies 101-96800 $359,241

Indigent Defense 260-17200 General Fund Appropriation

$1,386,132 $912,648

MSU EXTENSION

MSU Cooperative Extension 101-26100 $241,147

TREASURER

Treasurer 101-25300 $1,038,779 Chargebacks 101-89900 $500 Homestead Property Exemption 255-22300 $4,323

VETERANS SERVICES

Veterans Operation & Services 295-68900 $980,775

AMBULANCE

Medical Examiner 101-64800 $436,184 Ambulance Fund 210-65100 $10,538,075

HEALTH & WELFARE

Animal Services 101-43000 $598,105 Mental Health 101-64900 $600,470 Senior Services 101-67200 $155,326

Social Welfare 290-67000 General Fund Appropriation

$9,000 $9,000

Child Care – Social Services 292-66300 General Fund Appropriation

$1,080,000 $1,080,000

COUNTY CLERK

County Clerk 101-21500 $409,261 Co. Clerk Circuit Court Div. 101-21599 $855,963 Tax Allocation 101-24800 $1,125 Elections 101-26200 $183,719 Concealed Pistol Licensing 268-21500 $73,070

REGISTER OF DEEDS

Plat Board 101-24900 $331 Register of Deeds 101-26800 $751,071

Co. Survey Remonumentation 245-27800 $166,192 Livingston County 2019 Budget 8Return to TOC

REGISTER OF DEEDS

Register of Deeds Automation 256-26801 $277,729

HEALTH DEPARTMENT

Communicable Diseases 101-60500 $4,091

Health Department 221-60100 General Fund Appropriation

$3,989,044 $714,675

AIRPORT

Airport Fund 581-05400 $1,481,354

LIVINGSTON ESSENTIAL TRANSPORTATION SERVICE

L.E.T.S. 588-53800 General Fund Appropriation

$4,071,839 $50,000

BE IT FURTHER RESOLVED that the Board of Commissioners requested and the Courts presented line-item

budget requests and those are authorized in the amounts set forth below:

COURTS

Circuit Court 101-13100 $1,028,744 District Court 101-13600 $2,468,890 Probate Court 101-14800 $769,781 Juvenile Court 101-14900 $810,646 Guardianship Services 101-15000 $8,712 Circuit Court Probation 101-15100 $73,112 Appellate Court 101-16700 $78,000 Central Services 101-16800 $3,060,504 Court Security Officers 101-30500 $281,033 Family Counseling Services 214-14100 $14,000

Friend of Court 215-14100 General Fund Appropriation

$2,731,143 $886,777

Federal Grants 238-16800 $354,991 State Grants 239-16800 $827,427 Law Library Fund 269-14500 $1,000

Child Care - Juvenile 292-66200 General Fund Appropriation

$2,669,346 $899,437

BE IT FURTHER RESOLVED that the projected revenues and expenditures for Internal Service Funds is also

approved; but not as part of the Livingston County Budget for 2019, pursuant to Public Act 2 of 1968, as amended, in the amounts set forth below:

FACILITY SERVICE

Facility Services 631-26500 $3,396,759


CAR POOL

Car Pool Fund 661-26300 $1,432,461

INFORMATION TECHNOLOGY

Information Technology 636-22800 $4,447,192

BENEFIT FUND

Employee Benefits 677-85200 $10,932,500

BE IT FURTHER RESOLVED that Board of Commissioners authorizes $17 million of General Fund fund

balance to be assigned for cash flow purposes.

BE IT FURTHER RESOLVED, that County revenues and expenditures may vary from those which are

currently projected and accordingly may be amended from time to time by the Board of

Commissioners during the 2019 fiscal year as deemed necessary. It is the responsibility of the

Chief Judges, County Elected Officials and County Department Heads to monitor their respective

budget quarterly. If projected expenditures exceed the authorized budget or projected revenues

are less than budgeted, then they shall come before the Board of Commissioners and present a

corrective plan of action to the Finance Committee.

BE IT FURTHER RESOLVED, items under $100,000 that are approved with the adoption of the 2019 Budget,

and include department line item detail deemed sufficient by the County Administrator or Deputy

County Administrator/Financial Officer will receive authorization to purchase or enter into

contract as of January 1, 2019. Variances of the amount listed in the detail for that item, that are

greater than 10 percent or $25,000, whichever is lower, will require Board authorization prior to

purchase or entering into contract. Variances less than 10 percent or $25,000 of the line item

detail may be approved by the County Administrator.

BE IT FURTHER RESOLVED, that the County Administrator is authorized to execute transfers among line

items and cost centers within funds in amounts not to exceed $25,000 per transfer. The County

Administrator will notify the Finance Committee of any such transfers.

BE IT FURTHER RESOLVED, that any services funded by State/Federal grants which costs exceed grant

funding and which services are not basic to the health and safety of the residents of Livingston

County and/or which are provided by others; shall be discontinued and the grant funding declined.

BE IT FURTHER RESOLVED, that any services that lose funding (either charges-for-services, fees, or

contractual, etcetera) or which costs exceed the revenue generated and which services are not

basic to the health and safety of the residents of Livingston County and/or the services are

provided by others; shall be reduced to commensurate with funding levels.


BE IT FURTHER RESOLVED that all Judges, County Elected Officials and County Department Heads shall

abide by the Purchasing Policy, as adopted and amended from time to time by this Board, for all

purchases made with funds appropriated by the Board of Commissioners and these budgeted

funds shall be appropriated contingent upon compliance with the Purchasing Policy.


abide by the County Cash Policy, as adopted and amended by this Board from time to time.


abide by the County Claims & Payable Policy and Budget Transfer Policy, as adopted and

amended by this Board from time to time.

BE IT FURTHER RESOLVED that the mileage reimbursement rate for employees and elected officials for use

of their personal vehicles to travel/perform county business be established at $.40 per mile.

BE IT FURTHER RESOLVED that all County Elected Officials and County Department Heads shall review

departmental fees and make a recommendation, with justification, for fee adjustments to the

Board of Commissioners to cover the costs of providing services.

BE IT FURTHER RESOLVED that the approved Authorized & Funded Employee List contained in the attached

budget reflects the number of employees who are authorized to be employed and no funds are

appropriated for any position or employees not on the approved Authorized & Funded Employee

List.

BE IT FURTHER RESOLVED that the positions and position changes below be authorized as of January 1,

2019 and reflected in MUNIS Position Control:

PROSECUTOR Addition of One (1) full time Assistant Prosecutor I, or 1.0 FTE

REGISTER OF DEEDS Addition of One (1) full time Sr. Deputy Register of Deeds, or 1.0 FTE

EMS Elimination of Seven (7) Paramedics, or 7.0 FTE

BUILDING INSPECTION Addition of One (1) full time Building Inspector/Plan Reviewer, or 1.0 FTE

EQUALIZATION Reduction of hours for Sr. Appraiser reflecting authorization of .50 FTE

SHERIFF Increase of hours for Data Analyst reflecting authorization of .70 FTE Elimination of One (1) full time Deputy, or 1.0 FTE Addition of One (1) full time Sergeant, or 1.0 FTE

EMERGENCY MANAGEMENT Reduction of hours for Regional Planner reflecting authorization of .60 FTE


HEALTH Reclassification of Two (2) Environmental Sanitarian I positions to Environmental

Sanitarian II positions, no change to FTE JUDICIAL

Elimination of One (1) District Court Judge, or 1.0 FTE Elimination of One (1) District Court Secretary, or 1.0 FTE Elimination of One (1) part time Account Clerk, or .50 FTE Addition of One (1) Circuit Court Judge, or 1.0 FTE Addition of One (1) Circuit Court Secretary, or 1.0 FTE

IRREGULAR STAFF Reduction of hours for Public Health Nurses reflecting authorization of .50 FTE

BE IT FURTHER RESOLVED that the County utilizes Position Control in the County’s ERP system to

maintain all Board authorized positions. Creation of new positions should be presented during the

budget process. Resolutions for new positions or department reorganizations being presented to

the Board of Commissioners for approval will clearly state the funding source and amount

requested for that position on the resolution, as well as the position control number with position

description and FTE. Positions being funded by grants or other stated sources of funding will not

be made active in the County Position Control module until an approved categorized budget from

the awarding agency is received by County Administration Finance as the position will be tied to

this funding source in Position Control.

BE IT FURTHER RESOLVED that prior to filling vacant positions, all Judges, County Elected Officials and

County Department Heads will hold the position open during the 2019 fiscal year for the

appropriate duration of time to properly compensate for vacation and/or sick pay-offs and/or any

separation payments to insure personnel expenditures don’t exceed the 2019 authorized budget

provided that mandated functions can be performed at serviceable levels. Positions that will

become vacant where the department head deems it necessary to temporarily double fill for

greater than 14 calendar days for either transition or succession planning purposes will need to

bring this request to the Board for approval and authorization of funding.

# # #

MOVED: Commissioner Griffith SECONDED: Commissioner Dolan CARRIED: Roll Call Vote: Yes: (8) Griffith, Dolan, Childs, Lawrence, Green, Domas, Parker,

and Bezotte; No: (0) None; Absent: (1) Helzerman


READER’S GUIDE This budget book contains the 2019 Adopted Budget for Livingston County, Michigan. The book contains information about Livingston County Government including an overall profile of Livingston County, the County Board, Elected Officials and the full County Organization Chart. For ease of navigation throughout the electronic budget book, the Table of Contents has links directly to each corresponding page listed and a Return to Table of Contents (TOC) link is located at the bottom of each page. This and prior year electronic budget books and financial statements can be found on the County’s website.

https://www.livgov.com/fiscal-services/Pages/financial-reports.aspx

Budget Summary

This section includes the budget narrative; an overview of the 2019 budget that introduces the assumptions used, key dates, balanced budget description, a 3-year financial General Fund Revenue Summary by revenue category as well as a description of our three major revenue source categories: Taxes, Charges for Service, and State Sources. Also included is a 5-Year history of the County millage rates and a 5-Year Forecast for General Fund Revenue and Expenditures.

Personnel

Livingston County personnel make up 58.7% of the County Budget. A table with a 3-year history of approved permanent positions by Department is included. The table also includes the additions, transfers and eliminations of positions by department approved in the 2019 Budget. Livingston County has 5 Union Bargaining Units addition to the Non-Union Employee group. A chart is included showing the number of FTE’s by employee group as well as a chart that shows the percentage of FTE’s in each of the County’s

overall functions of government.

Financial Policies

This section includes a brief summary of the County’s current financial policies that departments must

follow. Copies of the full policies are available for viewing in the Policies and Forms section of the County website.

Funds and Fund Structure

The County accounts for its various activities in several different funds to demonstrate accountability for how certain resources have been spent. A description of the funds is included here as well as a table that shows the complete fund structure of Livingston County budgeted funds by Department and function of the Department.


https://www.livgov.com/fiscal-services/pages/financial-reports.aspx

Financial Summaries

The financial information includes overall Financial Summaries by fund type as well as more detailed information about the individual departments broken down by County Functions which include General Government, Health & Human Services, Infrastructure & Development, Judicial, Sheriff, and Other Public Safety. A Fund Balance report is included showing the projected ending Fund Balance for each fund based on the 2019 Operating Budget.

Also included in this section is a summary of the Capital Improvement projects approved for each department in in the upcoming year. A link to the full Capital Improvement Plan for the County is included in this section.

Authorized Position Control List

The final section of the book includes a complete list of all approved permanent or term positions by Department approved in the 2019 Adopted Budget.


COUNTY PROFILE

Livingston County is located in Southeast Michigan, with convenient access to the metropolitan centers

of Detroit, Lansing, and Ann Arbor. Organized in 1836, Livingston County is the eleventh most populated

county in Michigan according to the 2010 US Census, with 180,967 residents. Livingston County went

from being known as a recreation haven for families from metro Detroit to becoming the fastest growing

county in Michigan throughout most of the 1990 – 2000 decade and beyond. According to the 2016 US

Census estimate, the population of Livingston County is 188,624. The location of the county at the cross roads

of I-96 and US-23, has made it an ideal residence for commuters. 57% of the Livingston County workforce

commutes to an out-county place of employment.

This locational advantage also provides many

educational and medical opportunities for

residents. Livingston County is located mid-

way between Michigan State University and

the University of Michigan and is home to

Cleary University and several other extension

centers of Michigan colleges and universities.

Exemplary hospitals and medical centers are

found in the county and also within close

proximity in neighboring cities.

Livingston County covers 585.40 square miles and consists of 16 townships, 2 villages and 2 cities. The

county contains a diverse mix of rural agricultural areas, historic downtowns, suburban development,

lake-side living and large recreational lands. Home to two metro parks (Kensington and Huron Meadows),

3 state recreation areas (Island Lake, Brighton, and Pinckney), 1 state park (Lakelands Trail), 2 state

game areas, 1 wildlife area, 2 Livingston County parks (Lutz and Fillmore), and numerous local parks,

Livingston County has an abundance of recreational opportunities. Livingston County offers 163 park

acres per 1,000 residents, more than any other county in Southeast Michigan.

Livingston County is well known for abundant arts and cultural

events from local farmer’s markets and community performance

centers to festivals and fairs that attract visitors from the region

including: Michigan Challenge Balloonfest, Brighton’s Fine Art &

Acoustic Music Festival, Howell Melon Festival, Brighton’s Smokin’

Jazz & Barbeque Blues Festival, Howell Fantasy of Lights Parade,

Pinckney Art in the Park and the Fowlerville Family Fair.


Located on Grand River Avenue in downtown Howell, the 1889 historic Livingston County Courthouse

marks the seat of county government. The county is governed by a board of nine county commissioners.

Twelve other elected officials provide specific services, including the Sheriff, Prosecuting Attorney,

Judges, County Clerk, Register of Deeds, County Treasurer and Drain Commissioner. Several other

county departments provide services such as: county administration; emergency medical services; central

dispatch; public health; building, planning & zoning services; equalization; information technology,

employment services, and veterans services. Livingston County also operates Livingston Essential

Transportation Services (LETS) and the Livingston County Spencer J. Hardy Airport. Source: Livingston County website, US Census Bureau

ECONOMIC OUTLOOK

The Michigan economy, as measured by inflation-adjusted personal income, is estimated to grow 1.6% in 2018, 2.2% in 2019, after rising 0.5% in 2017. The Michigan economy is expected to expand at a moderately faster rate than during 2017. As of March 2018, the unemployment rate has remained steady at 4.1% since October 2017. However, both job growth and personal income growth are expected to remain below the national averages and below the historical State average.

Source: Michigan Senate Fiscal Agency, Michigan’s Economic Outlook and Budget Review, May, 2018

The same holds true for Livingston County who is also benefiting from a strengthening economy. Livingston County has one of the lowest unemployment rates in the state at 2.9% as of September 2018. Taxable value increased to $8,878,491,771 in 2018, an increase of $415,463,217, or 4.9%, over 2017. Residential home sales in Livingston County were up 2.5% in October 2018 compared to October 2017 with the average home on the market for 36 days before sale1. Foreclosure are the lowest they have been in over a decade. Permits drawn for new residential and commercial projects are at an all-time high.

1 Source: Livingston County Association of Realtors, Local Market Update October 2018


EMPLOYMENT

Source: US Bureau of Labor Statics

Livingston County’s unemployment rate for 2017

was 3.3%, compared to the State of Michigan at

4.6%. Since 2013, the County’s unemployment

rate has been lower than the State of Michigan

and the United States’ averages. Each year,

since 2013, the unemployment rate for Livingston

County has declined.

INCOME

Livingston County’s 2017 per capital person income was $55,799; compared to the State of Michigan’s at

$46,201. Livingston County’s per capita personal income has steadily increased since 2013, as has the

State of Michigan’s. Since 2016 Livingston County’s per capita personal income has been 20% higher than

the State of Michigan.

Source: US Bureau of Economic Analysis

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

2013 2014 2015 2016 2017

Unemployment Rate 2013 - 2017

County State US

$35,000

$40,000

$45,000

$50,000

$55,000

$60,000

2013 2014 2015 2016 2017

Per Capita Personal Income

County Michigan


ECONOMIC INDICATORS

BUILDING PERMITS

Permit and building activity has increased slightly

from 2017 through 2018. Commercial activity in

2018 was high. Construction growth is being held

back by a lack of qualified trade contractors

resulting in higher trade process. Material process

have also increased exponentially. We believe

activity will remain steady for the 2019

construction season but the increase in home

prices and materials may start to affect that

section of the construction market.

DRAIN COMMISSIONER PERMITS

Soil erosion permitting activity has remained fairly

steady for the past four years. The 2018 end of

year projections show an approximately 20%

increase in commercial permits when compared

with 2016. This is a good indicator since an

expanding commercial base helps sustain

residential growth. We are seeing an increase in

residential development of new vacant land as the

number of available empty lots that remained in

unfinished developments from the economic

downturn continues to drop. We believe that

residential growth will remain strong, and each

year we continue to see an increase in residential

developments submitted to our office for drainage

review. Additionally, the number of planning

inquiries from developers for connection to our

various sanitary sewer systems continues to

grow.

2,935 3,301 3,215

3,567

2,468

-

1,000

2,000

3,000

4,000

2014 2015 2016 2017 2018thruSept.

Residential & Commercial

1,093 1,198 1,167 1,159

966

0

200

400

600

800

1,000

1,200

1,400

2014 2015 2016 2017 2018thruSept.

Permits & Waivers


REGISTER OF DEEDS

The County has come a long way since the

height of the foreclosure crisis in 2010, where the

foreclosure rate topped 1,300. We can expect 95

or less foreclosurers by the end of 2018. While

home values continue to increase, it is expected

that the mortgage rates will as well. Overall, it

appears that those factors paired with a lack of

inventory in Livingston County’s real estate

market, we should see a similar foreclosure rate

in 2019.

ASSESSED & TAXABLE VALUES

Year Assessed Value Taxable Value

2007 $11,095,355,398 $8,793,696,047

2008 $10,587,493,440 $8,825,751,150

2009 $9,791,590,126 $8,572,600,661

2010 $8,811,797,115 $7,953,592,697

2018 $10,876,905,017 $8,878,491,771

2019 projected $11,529,500,000 $9,322,416,316

261

203

147123

59

0

100

200

300

2014 2015 2016 2017 2018thruSept.

Foreclosures

$7,000,000,000 $7,500,000,000 $8,000,000,000 $8,500,000,000 $9,000,000,000 $9,500,000,000

$10,000,000,000 $10,500,000,000 $11,000,000,000 $11,500,000,000 $12,000,000,000

Assessed Value Taxable Value


TOP TEN TAXPAYERS

POPULATION

POPULATION TRENDS

According to the July 1, 2016 estimate by the US Census Department, Livingston County’s population is

188,624. This is an increase of 4.2% compared to the 2010 Census. Surrounding counties experienced

similar growth.

Source: US Census Bureau

4.8%3.3% 4.0%

-3.1%

-4.0%

-2.0%

0.0%

2.0%

4.0%

6.0%

Growth from 2010 to 2017

Livingston Ingham Washtenaw Oakland Shiawassee

6.5%


QUICK FACTS

PEOPLE QUICKFACTS LIVINGSTON COUNTY MICHIGAN

Population, 2017 estimate 189,651 9,962,311

Population,2010 (April 1) estimates base 180,964 9,884,129

Population, percent change - April 1, 2010 to July 1, 2017 4.80% 0.8%

Population, 2010 180,967 9,883,640

Persons under 5 years, percent, 2017 5.10% 5.8%

Persons under 18 years, percent, 2017 21.70% 21.8%

Persons 65 years and over, percent, 2017 16.50% 16.7%

Female persons, percent, 2017 49.90% 50.8%

White alone, percent 2017 96.50% 79.4%

Black or African American alone, percent 2017 0.60% 14.1%

American Indian and Alaska Native alone, percent 2017 0.50% 0.7%

Asian alone, percent 2017 0.90% 3.2%

Native Hawaiian and Other Pacific Islander alone, percent 2017 0.10% Z

Two or More Races, percent 2017 1.40% 2.4%

Hispanic or Latino, percent 2017 2.40% 5.1%

White alone, not Hispanic or Latino, percent 2017 94.40% 75.2%

Veterans, percent, 2012-2016 11,360 602,630

Foreign born persons, percent, 2012-2016 2.90% 6.4%

Housing units, July 1, 2017, (V2017) 76,696 4,595,158

Owner-occupied housing unit rate, 2012-2016 84.90% 70.8%

Median value of owner-occupied housing units, 2012-2016 $204,000 $127,800

Households, 2012-2016 69,763 3,860,394

Persons per household, 2012-2016 2.65 2.51

Living in same house 1 year ago, percent, age 1 year+, 2012-2016 90.60% 85.3%

Language other than English spoken at home, pct age 5 years+, 2012-2016 3.10% 9.3%

High school graduate or higher, pct of persons age 25 years+, 2012-2016 95.10% 89.9%

Bachelor's degree or higher, pct of persons age 25 years+, 2012-2016 34.00% 27.4%

Mean travel time to work (minutes), workers age 16 years+, 2012-2016 32.4 24.3

Median household income (in 2016 dollars), 2012-2016 $76,764 $50,803


Per capita income in past 12 months (in 2016 dollars), 2012-2016 $35,156 $27,549

Persons below poverty level, percent 5.80% 14.2%

BUSINESS QUICKFACTS

LIVINGSTON COUNTY

MICHIGAN

Total employer establishments, 2016 4,319 220,412

Total nonemployer establishments, 2016 14,968 703,595

Total number of firms, 2012 17,931 834,087

Men-owned firms, 2012 10,026 446,128

Women-owned firms, 2012 5,791 306,986

Minority-owned firms, 2012 633 158,946

Nonminority-owned firms, 2012 16,630 657,237

Veteran-owned firms, 2012 1,538 71,861

Nonveteran-owned firms, 2012 15,528 733,517

Population per square mile, 2010 320.2 174.8

Land area in square miles, 2010 565.25 56,538.90

Source: U.S. Census Bureau


COUNTY HEALTH RANKINGS

2018 Livingston

County

State Ranking Michigan

Top US Performers

Health Outcomes 3

Length of Life 15

Premature deaths 5,600 7,300 5,300

Quality of Life 1

Poor or fair health 11% Low birthweight 6% 8% 6%

Health Factors 3

Health Behaviors 5

Adult smoking 15% 20% 14%

Adult obesity 28% 31% 26%

Teen births 8 24 15

Excessive drinking 25% 21% 13%

Alcohol-impaired driving deaths 29% 29% 13%

Clinical Care 11

Uninsured 5% 7% 6%

Primary Care Physicians 1,950 : 1 1,250 : 1 1,030 : 1

Dentist 1,640 : 1 1,380 : 1 1,280 : 1

Mental Health Providers 640 : 1 430 : 1 330 : 1

Diabetes monitoring 88% 86% 91%

Social & Economic Factors 3

High school graduation 87% 81% 95%

Children in poverty 6% 21% 12%

Children in single-parent households 20% 34% 20%

Violent crime 101 444 62

Physical Environment 76

Long commute - driving alone 54% 33% 15%

Driving alone to work 87% 83% 72%

Source: www.countyhealthrankings.org


BOARD OF COMMISSIONERS

Front Row (L-R): Douglas G. Helzerman, District 4; Carol S. Griffith, District 7; Kate Lawrence, District 1; David J. Domas, District 3

Back Row (L-R): William Green, District 2; Gary Childs, District 9; Robert J. Bezotte, District 6; Dennis L. Dolan, District 8; Donald S. Parker, District 5

ELECTED OFFICIALS

Michael J. Murphy Elizabeth Hundley Sheriff County Clerk

Jennifer Nash Brian Jonckheere Treasurer Drain Commissioner

Brandon Denby William Vailliencourt Register of Deeds Prosecuting Attorney

David J. Reader Theresa Brennan 44th Circuit Judge 53rd District Judge

L. Suzanne Geddis Carol Sue Reader 53rd District Judge 53rd District Judge

Miriam Cavanaugh Michael Hatty Chief Probate Judge 44th Circuit Judge


ORGANIZATION CHART

LIVINGSTON COUNTY BOARD OF COMMISSIONERS


STRATEGIC PLANNING The mission of Livingston County is to be an effective and efficient steward in delivering quality services within the constraints of sound fiscal policy. Our priority is to provide mandated services which may be enhanced and supplemented to improve the quality of life for all that work, reside and recreate in Livingston County. The current strategic plan was introcduced in 2015. Planning for the 2021-2026 will begin this year.

Organization values: Knowledgeable; Competent; Effective; Courteous; Positive; Accountable; Respect; and Honesty.

Goals:

Economic Development: Cooperate, collaborate and combine initiatives in areas to best ensure the economic future and vitality of the County. Promote Livingston County as a sought-after community in which to reside and do business.

Visionary Planning: Continue looking forward and not become stagnate. Support department and County-wide planning initiatives that take future growth and opportunities into consideration.

Safety: Benchmark the population’s needs and collaborate with other agencies to provide the

safest environment possible.

Roads: Find a long range plan to address poor conditions.

Technology: Use technology where applicable to become more efficient and effective.

Communications: Keep an open line with the public and provide a better flow of information to employees. Be transparent in efforts to engage the public and employees.

Courts: Provide understanding, responsive customer service that ensures each individual is treated with courtesy, dignity, and respect in a fair and efficient manner through equal access to a fair and impartial system of justice.

The County’s full strategic plan is available online https://www.livgov.com/boc/Documents/Strategic-Plan-2015-2020.pdf


BUDGET NARRATIVE

The budget as presented is balanced and complies with Public Act 2 – Uniform Budgeting and Accounting

Act, as amended. The budget was prepared using conservative and reasonable estimates and

assumptions. The assumptions are based on numerous factors including current and historical data, benefit

costs, signed collective bargaining agreements, local and state economic outlooks, and expected level of

contracts for service. The actual amount of revenue received or expenses incurred may vary from the

assumptions used based on actual activity. The assumptions noted below were used in the preparation of

the 2019 budget and mainly apply to the County General Fund as all other funds are expected to generate

sufficient revenue to support operating expenses annually.

Revenue Highlights

Property Taxes are the primary source of General Fund Revenue at just over 61%. Property

Taxes in 2019 are estimated at a 3.9% increase over 2018.

State Share Revenue is projecting a 1% increase over 2018. A 1% increase equates to approximately $31,000.

Overall General Fund revenue will slightly decline in 2019 and is attributed to a large one-time transfer of funding into General Fund that was directed as an additional payment to fund our pension liability.

Expenditure Assumptions:

Union wages estimates include a 1-2% adjustment to the wage scales depending on signed collective bargaining agreements. Non-union wages are estimated at a 2% increase.

Eligible authorized positions are budgeted to include step increases

All authorized positions have been budgeted for the full year

Capital Projects for departments within the General Fund will be covered by the Capital Replacement Fund

Fund Balance will be used to fund one time projects and will not be used for ongoing operating expenses

The budget was prepared knowing that our economy is cyclical and right now we are benefiting from the

positive changes. There are several challenges that we must continue to remain cognizant of in the near

future. Property tax revenues are a major source of funding for the General Fund and its growth is subject

to many restrictions. Although taxable value is up in 2018, it is important to note that the total valuation is

similar to what it was 10 years ago in 2008. Growth rates above inflation have resulted in millage rate

reductions as required by Michigan’s Constitution “Headlee” tax limitation. We are optimistic that growth will

be slow but steady and it will take a number of years to return to the 2008 level. Reducing our unfunded

pension liability is another challenge that remains a priority of the Board of Commissioners. The liability for

our pension benefits is highly dependent on market performance and we continue to keep a close eye on it.

Assumptions that are not met will cause our annual required contribution and liability for pension to quickly

increase. Maintaining discipline and continuing to budget conservatively is the best way to prepare for

these challenges and provide for the needs of the citizens of Livingston County.


BASIS OF BUDGETING

The County prepares the budgets of its governmental funds using the modified accrual basis of accounting.

This basis of accounting is intended to better demonstrate accountability for how the government spends its

resources. Expenditures are reported when the goods are received or the services are rendered. Capital

projects are requested in the Capital Improvement Plan which encompass a six year plan, however only the

budget for the first year of the current plan is adopted. Revenues are recognized in the budget in the year

it’s earned. The enterprise funds budgets are prepared on a cash basis but the annual financial statements

are prepared utilizing the full accrual basis of accounting.

DESCRIPTION OF BUDGET PROCESS

BALANCED BUDGET

The County is required by the State of Michigan to adopt a balanced budget. An adopted budget is

considered balanced when estimated current year revenues and use of fund balance is equal to or greater

than the estimated annual expenditures for each fund.

Budget Amendments/Supplemental Appropriations – Actual revenues and expenditures may vary from

the original authorized budget. Budgets may be amended from time to time throughout the year and a

supplemental appropriation may be approved by the Board of Commissioners as they deem necessary.

The Revenue Forecast Committee presentation is available online https://www.livgov.com/fiscal-services/Documents/budget/2018-General-Fund-Revenue-Forecast-FINAL.pdf

Base Projection

Revenue Forecast

Committee projects

2018 General Fund

revenue

Capital Improvement

requests reviewed

Finance provides

current level

personnel costs,

internal service costs,

cost allocation

charges and target

appropriation to

departments

Department

Request

Update revenue

accordingly

Identify program,

position, and

equipment needs

Meet with Board

representatives &

Administration

Present operating

requests to the

appropriate

Committee

Administration

Recommendation

Administration

compiles & analyzes

department requests

Revenue Forecast

Committee meets to

discuss updated

projections

Administrator

presents

recommendation to

Finance Committee

Finance

Recommendation

Finance Committee to

make decisions on the

department requests

and Administration

recommendation

Budgets adjusted

accordingly

Moved to Board of

Commissioners and

adopted as level 5

Level 1 Due 6/29/18

Level 2 Due 7/27/18

Level 3 Due 10/10/18

Level 4 Due 11/14/18

Level 5 Adopted Budget

A

A


https://www.livgov.com/fiscal-services/Documents/budget/2018-General-Fund-Revenue-Forecast-FINAL.pdf

MAJOR REVENUE SOURCES GENERAL FUND REVENUE SUMMARY

Livingston County has classified its revenue sources into various cost categories that are referred to as Character Codes in our ERP system. Based on these categories and representing more than 81% of total revenues, the 3 major revenue source categories include:

• Taxes – includes property taxes, which at 61%, is Livingston County’s primary source of General Fund Revenue. Dedicated millages were approved by the voters in Livingston County for our Emergency Medical Services (Ambulance) and our Veteran Services. Property Tax revenue for 2019 is being projected at a 4% increase over 2018.

Livingston County has the lowest millage rate of any County in the state of Michigan. The 2018 Tax levy is 3.7354. The table below shows the 5-year history of the millage rates:

5 - Year History of Millage Rates Millages 2014 2015 2016 2017 2018 County Operating 3.3897 3.389 3.37 3.3484 3.3283 EMS 0.3 0.2999 0.2982 0.2962 0.2944 Veteran Services 0.05 0.05 0.124 0.119 0.1127 Total Levy 3.7397 3.7389 3.7922 3.7636 3.7354


• Charges for Service – Fess are charge by County Departments for various services that are provided to citizens. The fees can be set forth by statute or by County policy and include court fees, document fees, inspection fees, permit fees, usage fees, and indirect cost fees, to name a few.

• State Sources – Livingston County obtains revenue for a variety of reasons from the State of Michigan. This category includes state reimbursements for areas such as judges’ salaries, taxes, and state grants as well as our County’s share of State distributions from the Court Equity Fund and Child Care Fund.

In addition to the three major revenue funding streams the County also receives revenue from federal grants, other grants, rental income (mainly for rental of jail space), contributions from local units (ex. contracting with a Township for policing services), fines received, interest income, license and permit fees, and miscellaneous revenue.


2018

Revised

2019

Adopted

2020

Projected

2021

Projected

2022

Projected

2023

Projected

$28,826,230 $28,826,230 $28,826,230 $30,875,095 $33,236,411 $35,759,382

TAXES $29,399,233 $30,662,629 $31,974,498 $32,773,860 $33,593,207 $34,433,037

FINES & FORFEITURES $341,000 $341,000 $341,000 $347,820 $354,776 $361,872

LICENSE & PERMITS $429,525 $443,850 $445,750 $454,665 $463,758 $473,033

CHARGES FOR SERVICE $6,360,444 $6,095,089 $6,290,720 $6,416,534 $6,544,865 $6,675,762

RENTAL INCOME $1,781,088 $1,850,815 $1,854,991 $1,887,831 $1,925,588 $1,964,100

INTEREST $493,300 $593,300 $683,300 $696,966 $710,905 $725,123

OTHER REVENUE $2,673,356 $2,725,798 $2,863,724 $2,920,998 $2,979,418 $3,039,007

FEDERAL SOURCES $52,800 $50,500 $50,500 $51,510 $52,540 $53,591

STATE SOURCES $5,773,145 $5,794,654 $5,505,310 $5,615,416 $5,727,725 $5,842,279

CONT FROM LOCAL UNIT $26,000 $25,000 $25,000 $25,500 $26,010 $26,530

CAPITAL GRNTS/CONTRB $10,729 $10,000 $0 $0 $0 $0

GAIN ON SALE OF FIXE $10,000 $0 $0 $0 $0 $0

TRANSFERS IN $2,701,890 $1,414,232 $574,268 $588,625 $603,340 $618,424

$50,052,510 $50,006,867 $50,609,061 $51,779,727 $52,815,321 $53,871,627

6% 0% 1% 2% 2% 2%

PERMANENT SALARIES $19,578,369 $20,025,779 $20,928,760 $21,347,335 $21,774,282 $22,209,768

TEMPORARY SALARIES $58,200 $14,416 $13,000 $13,260 $13,525 $13,796

HEALTHCARE $3,592,728 $4,167,438 $4,293,613 $4,379,485 $4,467,075 $4,556,416

PENSION $5,358,906 $3,446,879 $3,581,565 $3,653,196 $3,726,260 $3,800,785

OTHER BENEFITS $1,952,521 $2,018,218 $2,097,546 $2,139,497 $2,182,287 $2,225,933

OTHER EMPLOYEE COMP $158,311 $154,514 $154,564 $157,655 $160,808 $164,025

OFFICE SUPPLIES $355,384 $192,556 $252,810 $256,602 $260,451 $264,358

OP SUPPLIES & EQUIP $672,589 $743,763 $496,631 $504,080 $511,642 $519,316

CONTRACT SERVICES $5,538,970 $4,700,912 $4,709,176 $4,779,814 $4,851,511 $4,924,284

PROFESSIONAL SERV $1,024,372 $624,721 $506,465 $514,062 $521,773 $529,599

OTHER EXP & CHARGES $2,111,866 $1,907,054 $1,784,336 $1,811,101 $1,838,268 $1,865,842

COMPUTERS & PHONES $1,976,738 $1,932,928 $1,751,704 $1,777,980 $1,804,649 $1,831,719

FACILITIES MGMT $1,950,242 $2,155,535 $1,962,353 $1,991,788 $2,021,665 $2,051,990

VEHICLES $764,111 $789,704 $798,463 $810,440 $822,597 $834,935

EQUIP MAINT & REPAIR $104,544 $130,272 $122,505 $124,343 $126,208 $128,101

TRAVEL $126,500 $128,780 $127,347 $128,620 $129,907 $131,206

TRAINING $116,671 $131,298 $112,969 $114,099 $115,240 $116,392

CAPITAL EQUIPMENT $300,156 $969,482 $0 $0 $0 $0

TRANSFER OUT $4,311,333 $5,772,618 $4,866,389 $4,915,053 $4,964,203 $5,013,845

$50,052,510 $50,006,867 $48,560,196 $49,418,411 $50,292,350 $51,182,310

9% 0.1% 3% 2% 2% 2%

$0 $0 $2,048,865 $2,361,316 $2,522,971 $2,689,318

$28,826,230 $28,826,230 $30,875,095 $33,236,411 $35,759,382 $38,448,700

EXPENDITURES

TOTAL EXPENDITURES

% change over prior year

REVENUES LESS EXPENDITURES

PROJECTED ENDING BALANCE


FIVE YEAR FORECASTGeneral Fund

PROJECTED BEGINNING BALANCE

REVENUES

TOTAL REVENUES


LOCATION 2017 2018budget

2018amended

2019approved

### TOTAL TOTAL TOTAL Transfer Add Eliminate TOTAL

JUDICIARY

Circuit Court 131 12.00 15.00 1.00 16.00 1.00 17.00Central Services 168 13.50 13.50 1.00 14.50 (1.00) (0.50) 13.00

District Court 136 34.63 32.50 (2.00) 30.50 2.00 32.50Friend of the Court 141 26.50 26.50 26.50 26.50

Probate Court 148 8.25 8.25 8.25 8.25Juvenile Court 149 9.96 9.96 9.96 9.96

Prosecuting Attorney 267 18.00 18.00 18.00 1.00 19.00Crime Victim Rights 2672 2.43 2.43 2.43 2.43

Family Support 2671 2.50 2.50 2.50 2.50Child Care 292 4.00 4.00 4.00 4.00

Court Security 305 6.00 6.00 6.00 6.00TOTAL: Judiciary 132.06 138.64 0.00 2.00 (2.00) 138.64 0.00 3.00 (0.50) 141.14

SHERIFF

Admin & Field Services 301 63.55 63.55 63.55 0.20 63.75 Traffic - Deputies 3011 2.00 2.00 2.00 2.00

Animal Control 3014 0.00 0.00 2.00 2.00 2.00Commissary 3511 0.00 0.00 0.50 0.50 0.50

Jail 351 76.50 76.00 76.00 76.00TOTAL: Sheriff 141.55 141.55 2.00 0.50 0.00 144.05 0.00 0.20 0.00 144.25

OTHER PUBLIC SAFETY

911/Central Dispatch 325 38.60 39.20 39.20 39.20Public Defender 1721 0.00 0.00 1.00 1.00 1.00

Emergency Management 426 1.73 1.73 1.73 (0.13) 1.60TOTAL: Other Public Safety 40.33 40.93 0.00 1.00 0.00 41.93 0.00 0.00 (0.13) 41.80

INFRASTRUCTURE & DEVELOPMENT

Drain Commissioner 275 21.00 22.00 22.00 22.00Dept of Public Works 441 1.00 1.00 1.00 1.00

Planning 721 3.00 3.00 3.00 3.00Building Inspection 371 23.00 23.25 23.25 1.00 24.25

TOTAL: I&D 48.00 49.25 0.00 0.00 0.00 49.25 0.00 1.00 0.00 50.25

HEALTH & HUMAN SERVICES

MSU Cooperative Extension 261 1.00 1.00 1.00 1.00Animal Shelter 430 9.34 9.34 (2.00) 7.34 7.34

Veterans' Services 682 6.56 6.56 0.40 6.96 6.96EMS 651 85.00 91.40 91.40 (7.00) 84.40

Medical Examiner 605 3.00 3.00 3.00 3.00Dept of Public Health 601 37.45 37.45 1.33 38.78 (0.43) 38.35

TOTAL: H&HS: 142.35 148.75 (2.00) 1.73 0.00 148.48 0.00 0.00 (7.43) 141.05

GENERAL GOVERNMENT

Board of Commissioners 101 10.00 10.00 10.00 10.00County Administration 172 5.00 5.00 1.00 6.00 (4.00) 2.00

Fiscal Services 212 0.00 0.00 0.00 5.00 5.00County Clerk 215 6.13 6.18 6.18 6.18

Circuit Court Clerk 2159 11.83 11.83 11.83 11.83Equalization 257 5.00 5.00 5.00 (0.50) 4.50Purchasing 233 2.00 2.00 (1.00) 1.00 (1.00) 0.00

Treasurer 253 9.00 9.00 9.00 9.00Human Resources 270 5.75 6.00 6.00 6.00Register of Deeds 268 8.00 8.00 8.00 1.00 9.00

LETS 449 33.91 38.91 38.91 38.91Airport 054 3.75 3.85 3.85 3.85

Facility Services 265 22.01 22.01 22.01 22.01IT / GIS 228 16.00 16.00 16.00 16.00

TOTAL GEN GOVT: 138.37 143.78 0.00 1.00 (1.00) 143.78 0.00 1.00 (0.50) 144.28

GRAND TOTAL 642.65 662.89 0.00 6.23 (3.00) 666.12 0.00 5.20 (8.56) 662.76

NOTE: Housekeeping FTE changes for Court Security and Jail Division staff for 2018 budget numbers

NOTE: Total 2017 FTE includes all positions approved during the year

POSITION CHANGES Three Year FTE comparison

Transfer Add Eliminate2019 budget requestsDEPARTMENT

CATEGORY


POSITIONS BY BARGAINING UNIT

Sheriff Sheriff Sheriff Central Total

Deputies Lieutenant Sergeants Dispatch All Groups

Full Time 99 6 17 65 29 69 322 607

Part Time 0 0 0 0 0 1.98 53.78 55.76

2019 Total FTE 99 6 17 65 29 70.98 375.78 662.76

2018 Total FTE 100 6 16 72 29 71.47 371.65 666.12

2017 Total FTE 98 6 16 68 29 71.60 354.05 642.65

DescriptionEMS Courts Non Union

POSITIONS BY FUNCTION


FINANCIAL POLICIES

Cash Handling

This policy governs the handling of County Cash, as directed by MCLA 48.35 et seq. empowering the County Treasurer to be responsible for County funds and MCLA 46.11 empowering the County Board of Commissioners to establish rules and regulations in reference to the management of the interest and business of the county. The term “County Cash” applies to currency, coins, checks, credit card payments, electronic payment media and other negotiable instruments payable in money to the County. All moneys which come into the hands of any County Officer or employee pursuant to this policy are public moneys and steps shall be taken to ensure its safekeeping. MCL 750.490. Only persons who are qualified shall receive and handle County Cash on a regular basis in the scope and course of their employment.

Employee Business Expenses

The Business Expense Reimbursement Policy applies to all Livingston County employees and Elected Officials who incur expenses while on authorized County business. It is the responsibility of each Elected Official and Department Director to review, authorize, and manage employee professional development opportunities and mileage & meal reimbursement within their approved annual allocation. Out of state professional development is only allowed for specialized courses not available in state.

Credit Cards

A credit card may only be used by an authorized officer or employee of Livingston County for the purchase of goods and/or services for the official business of Livingston County. Credit cards shall not be used for cash advances, standard merchant category exclusions (e.g., liquor, tobacco products) or for personal use. The total combined authorized credit limit of all credit cards issued by Livingston County shall not exceed 5% of the total budget for the current fiscal period. Credit card purchases shall be made in accordance with the Livingston County Procurement Policy.

Capital Improvement Planning

The Planning Department will prepare a Capital Improvement Plan (CIP) annually identifying projects approved or anticipated which affect the County’s debt burden. In addition, projects which are funded directly by the County through the annual operating budget are included in the plan. Projects included in the CIP have costs in excess of $50,000 and a useful life greater than three years. The CIP contains projects funded in the upcoming County fiscal year as well as 5 years in the future. The Planning Department will collaborate with the Livingston County Planning Commission to include the CIP as a component of the County Development Plan.

Debt Management

This policy was developed to properly analyze the existing debt position of Livingston County and to assess the impact of the County's future financing requirements on its ability to service the additional debt. It also sets the parameters for issuing debt, managing outstanding debt, and provides guidance to decision makers regarding the timing and purposes for which debt may be issued; the types and amounts of permissible debt; method of sale that may be used; and structural features that may be incorporated. The debt policy is intended to enhance the quality of decisions by imposing order and discipline; promote consistency and continuity in decision making; rationalizes the decision-making process; identifies objectives for staff to


implement; demonstrates a commitment to long-term financial planning objectives; and, maintain positive credit ratings.

Fixed Assets

This policy governs the recording and tracking of County owned fixed assets. The intent is to insure a proper accounting of fixed assets in accordance with generally accepted accounting principles. An accounting component records the value of each fixed asset acquired and maintains records for financial reporting. A property management component maintains information regarding the custody, condition, and location of each item. Fixed assets shall include assets of long-term character that are intended to continue to be held or used, costing $25,000 or more with a three-year minimum useful life. An exception is the purchase of fixed assets with federal and state grants. A grant subsystem within the fixed assets management system will be established to track grant purchases costing $5,000 or more.

Grant Policy

The purpose of this Policy is to establish procedures for grant applications, approval, acceptance, implementation, compliance and reporting. The intent of the Board of Commissioners is to ensure fiscal and administrative accountability of Federal and State funds, property, and other assets awarded to Livingston County. For the purpose of this policy, a grant is a financial award that is subject to requirements imposed by the awarding agency.

Grants with a potential award of over $25,000 in a single calendar year require approval by the Livingston County Board of Commissioners prior to submission of the grant application. Grant applications for awards under $25,000 may be approved by the County Administrator. All federal grants are subject to the Federal Office of Management and Budget’s Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards 2 CFR 200 guidance.

Investment Policy

It is the policy of Livingston County to invest public funds in a manner which will ensure the preservation of principal while providing the highest investment return with maximum security, meeting the daily cash flow requirements of the County and conforming to all State statutes governing the investment of public funds. The County Treasurer shall diversify his/her investments by security type and institution. With the exception of U. S. Treasury securities and authorized investment pools, no more than 60% of the total investment portfolio will be invested in a single security type or with a single financial institution. The primary objectives, in priority order, of the County’s investment activities shall be safety of principal, liquidity, and return on investments.

Procurement Policy

The purpose of this policy is to establish a uniform procurement process with standards for the purchase of goods and services with public funds such that the County is able to preserve and enhance public trust by maximizing the procurement value of public dollars by engaging in procurement activities that are fair and equitable. The County will comply with all applicable federal and state laws concerning public procurement. In addition, Federal grants 2 CFR 200 guidance must be followed including all grant specific requirements.


Funds must be budgeted in the appropriate line item prior to purchase.

The Board of Commissioners (BOC) has established the following requirements for the various levels of procurement:

Petty Cash: when the procurement process and claims process are prohibitive, procurements under $50 may be made using Petty Cash. Petty Cash is intended solely as a means of providing reimbursement of incidentals on non-recurring expenditures.

Purchases $3,000 and less: may be made by authorized for purchase by the Department Director/Elected Official.

Purchases $3,000.01 - $25,000: Procurement of commodities, equipment or services shall require three (3) quotes utilizing practical and reasonable sourcing methods (i.e. request for quote, sealed bids, Request for Proposals, Request for Qualifications or Sole/Single Source Form). Once the source selection process has been completed, the County Administrator and/or designee is authorized to sign any contracts or purchase orders related to these items.

Purchases $25,000 - $100,000: Procurement of commodities, equipment or services as described in the budget line item detail deemed sufficient by the County Administrator or Deputy County Administrator/Financial Officer, specifications shall be developed for a competitive source selection process utilizing practical and reasonable sourcing method. Once the competitive bid process has been completed, the County Administrator or designee is authorized to sign any contracts or purchase orders related to these items.

Purchases $25,000 - $100,000 Non-Budgeted / Procurements Over $100,000: Procurement of commodities, equipment or services not planned for shall require Board of Commissioner approval. For budgeted procurements over $100,000: Once the competitive bid process has been completed, authorization is required by the BOC prior to the issuance of a purchase order or contract.

Budget Transfer Policy

County Department Directors and Elected Officials are responsible for monitoring their budgets. Responsible budget management should prevent County departments from developing deficit balances. The purpose of this policy is to set parameters to help avoid deficit balances by empowering departments with the authority and the flexibility necessary to maintain positive balances.

All Budget Transfer Requests that result in a net effect change of zero for an Org will be monitored and posted by County Finance. If funding is not available within the departments total available budget balance a Budget Amendment Request will be needed and will require the authorization of the Board of Commissioners via the Budget Amendment Process. All department Budget Amendments will be posted to the general ledger by County Finance after authorization is received by the Board of Commissioners.

All Interfund transfers require authorization and approval by the Board of Commissioners.

The Courts will be authorized to transfer between Courts authority org codes within a fund provided it results in a net zero effect on the Court authority’s bottom line budget. The transfers will be approved by the Court Financial Officer.

Full versions of the financial policies are available online.


DESCRITPION OF FUNDS

General Fund – The General Fund is the County’s primary operating fund. It accounts for all financial

resources associated with the general government which are not required to be accounted for in another

fund. General Fund is subject to annual appropriation in the Operating Budget.

Special Revenue Funds – Special revenue funds are funds received that have special restrictions placed

on their use by statutes, regulations, and/or agreements. These funds are appropriated annually in the

Operating Budget.

Enterprise (Proprietary) Funds – provides goods and services to users in exchange for charges or fees.

Similar to the operation of a commercial enterprise.

Internal Service Funds – Established to finance, administer, and account for goods or services provided

to the County’s Departments on a charge-back basis. Internal Service Funds projected revenues and

expenditures are approved by the Board of Commissioners but not as an annual appropriation for inclusion

in the Operating Budget.

Non Budgeted Funds

Fiduciary Trust and Agency Funds – include amounts held in a fiduciary capacity for others. These

amounts are not be used to operate our government’s programs.

Trust Funds – accumulates resources for a specific purposes.

Agency Funds – agency funds are used to account for assets held by the County as an

agent for individuals, organizations, other governments, or other funds.

Capital Project Funds – for the development of capital facilities and equipment other than

those financed by the operation of a proprietary fund.

Debt Service Funds – for the debt retirement activity of the governmental activities of the

County.

Major Funds

General Fund – The General Fund is the County’s primary operating fund. It accounts for all financial

resources associated with the general government which are not required to be accounted for in another

fund.

Emergency Medical Services (EMS) – Livingston County EMS is the sole provider of prehospital

emergency services in the County. EMS is a fee for service department partially funded with an operating

millage from the taxpayers of Livingston County.

Capital Replacement Fund – funds are set aside annually in the County’s Capital Replacement Fund for

projects with an expected cost greater than $50,000 such as replacement of aging equipment, building

repair and maintenance, purchase of new equipment, and construction or remodel of County buildings.


EMS

FOC

Fam

ily C

ounsel

911Health

Federa

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nts

State

Gra

nts

CDBGSu

rvey &

Rem

on

ROD Auto

matio

n

Traffi

c Safe

ty

Public D

efender

Correct

ion O

ffice

r Tra

inin

g

Prose

cuto

r Dru

g Fu

nd

Drug L

aw E

nforc

ement

DEACrim

inal F

orfeitu

re

Sherif

f Vict

ims U

nit

Vetera

ns

Child C

are

Socia

l Welfa

re

Law

Libra

ry

L.E.T

.S

Buildin

g Serv

ices

Airport

Landfil

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Jail

Comm

issary

Septa

ge R

eceiv

ing

FUND STRUCTURE

General Internal

Service

General GovernmentAirport 05400

Benefits 85200

Board Of Commissioners 10100

Car Pool 26300

County Administration 17200

County Clerk 21500

County Clerk Circuit Court 21599

County Treasurer 25300

Elections 26200

Equalization 25700

Facilities Services 26500

Human Resources 27000

Information Technology 22800

L.E.T.S. 53800

Professional Services 22300

Purchasing 23300

Register Of Deeds 26800

Taxes 00001

Judicial Appellate Court 16700

Circuit Court 13100

Central Court Services 16800

District Court 13600

Juvenile Court 14900

Probate Court 14800

Circuit Court Probation 15100

Court Security 30500

Friend of the Court 14100

Guardianship 15000

Prosecuting Attorney 26700

Crime Victims Rights 26718

Family Support 26717

SheriffJail 35100

Marine 33100

Sheriff 30100

Traffic Safety Road Patrol 30106

Other Public Safety911 Central Dispatch 26100

Emergency Management 42600

Public Defender 17200

Infrastructure & DevelopmentBuilding Inspection 37100

Community Action 74700

Department Of Public Works 44100

Drain Commissioner 27500

Drains Public Benefit 44500

Economic Development 72800

Landfill 44100

Planning 72100

Sepatge Receiving 02750

Health & Human ServicesAgency On Aging 67200

Animal Services 43000

Contagious Disease 60500

Cooperative Extension MSU 26100

Emergency Medical Services 65100

Health Department 60100

Medical Examiner 64800

Mental Health 64900

Veterans 68200

Department / Division #Special Revenue Funds Enterprise Funds


2016

Actual

2017

Actual

2018

Original

Budget

2018

Revised

Budget

2019

Adopted

2020

Projected

$28,826,230

TAXES $28,094,901 $28,283,573 $29,474,617 $29,399,233 $30,662,629 $31,974,498

FINES & FORFEITURES $375,175 $344,522 $341,000 $341,000 $341,000 $341,000

LICENSE & PERMITS $420,818 $440,459 $429,525 $429,525 $443,850 $445,750


RENTAL INCOME $1,639,258 $1,728,988 $1,691,088 $1,781,088 $1,850,815 $1,854,991

INTEREST $369,485 $362,153 $333,300 $493,300 $593,300 $683,300

OTHER REVENUE $2,939,616 $2,896,147 $2,661,356 $2,673,356 $2,725,798 $2,863,724

FEDERAL SOURCES $18,412 $13,400 $16,800 $52,800 $50,500 $50,500

STATE SOURCES $5,019,884 $5,851,890 $5,200,261 $5,773,145 $5,794,654 $5,505,310

CONT FROM LOCAL UNIT $28,291 $27,773 $26,000 $26,000 $25,000 $25,000

CAPITAL GRNTS/CONTRB $5,240 $9,146 $9,146 $10,729 $10,000 $0

GAIN ON SALE OF FIXE $7,600 $0 $10,000 $10,000 $0 $0

TRANSFERS IN $448,039 $556,677 $689,890 $2,701,890 $1,414,232 $574,268

$45,836,082 $46,886,915 $47,110,423 $50,052,510 $50,006,867 $50,609,061

2% 0% 6% 0% 1%



HEALTHCARE $2,858,331 $3,056,961 $3,592,728 $3,592,728 $4,167,438 $4,293,613

PENSION $4,780,127 $4,548,495 $3,296,929 $5,358,906 $3,446,879 $3,581,565

OTHER BENEFITS $1,760,197 $1,812,338 $1,945,786 $1,952,521 $2,018,218 $2,097,546


OFFICE SUPPLIES $276,296 $156,547 $367,720 $355,384 $192,556 $252,810



PROFESSIONAL SERV $816,504 $799,382 $917,232 $1,024,372 $624,721 $506,465

OTHER EXP & CHARGES $1,555,088 $1,492,635 $2,209,136 $2,111,866 $1,907,054 $1,784,336


FACILITIES MGMT $1,647,624 $1,732,915 $1,944,262 $1,950,242 $2,155,535 $1,962,353

VEHICLES $813,045 $837,644 $724,254 $764,111 $789,704 $798,463


TRAVEL $64,212 $63,131 $122,690 $126,500 $128,780 $127,347

TRAINING $81,381 $70,336 $102,005 $116,671 $131,298 $112,969

CAPITAL EQUIPMENT $98,444 $248,308 $160,000 $300,156 $969,482 $0

TRANSFER OUT $5,046,768 $4,399,377 $4,250,984 $4,311,333 $5,772,618 $4,866,389

$45,504,775 $45,545,199 $47,331,383 $50,052,510 $50,006,867 $48,560,196

0% 4% 9% 0.1% 3%

$331,308 $1,341,716 -$220,960 $0 $0 $2,048,865

$28,826,230 $28,826,230 $30,875,095

General Fund

Revenue & Expenditure Summary

BEGINNING BALANCE



ENDING BALANCE

REVENUES

TOTAL REVENUES


EXPENDITURES

TOTAL EXPENDITURES


2016

Actual

2017

Actual

2018

Original

Budget

2018

Revised

Budget

2019

Adopted

2020

Projected

TAXES $2,837,167 $3,439,199 $3,516,249 $3,516,249 $3,614,434 $3,614,434

FINES & FORFEITURES $1,582 $4,167 $50 $50 $2,050 $2,050

LICENSE & PERMITS $771,130 $770,144 $809,478 $796,978 $893,070 $893,070


RENTAL INCOME $373,944 $325,477 $324,346 $324,346 $324,342 $324,342

INTEREST $75,264 $168,559 $66,004 $66,004 $94,379 $94,379

OTHER REVENUE $27,809,545 $26,863,427 $479,560 $634,612 $303,946 $303,946

FEDERAL SOURCES $3,964,899 $3,364,771 $3,198,230 $3,204,030 $3,169,012 $3,111,988

STATE SOURCES $3,686,616 $3,210,705 $3,625,972 $3,785,427 $4,574,808 $4,053,283

CONT FROM LOCAL UNIT $0 $0 $8,000 $8,000 $35,200 $0

GAIN ON SALE OF FIXE $0 $2,837 $0 $0 $0 $0

TRANSFERS IN $3,130,719 $3,687,437 $3,532,484 $3,546,423 $4,862,245 $3,956,880

$54,332,195 $53,555,796 $28,383,295 $28,316,372 $30,228,729 $28,814,963

1% 89% 89% 6% 2%


TEMPORARY SALARIES $120,414 $183,442 $0 $16,000 $0 $0

HEALTHCARE $1,779,489 $1,988,192 $2,202,280 $2,202,280 $2,624,401 $2,658,540

PENSION $1,017,044 $1,256,149 $1,387,934 $1,395,554 $1,496,643 $1,542,164

OTHER BENEFITS $1,121,414 $1,205,471 $1,343,271 $1,352,781 $1,318,646 $1,373,644


OFFICE SUPPLIES $74,254 $65,623 $88,599 $100,009 $95,717 $96,815

OP SUPPLIES & EQUIP $1,000,487 $686,015 $899,940 $870,128 $620,632 $599,888


PROFESSIONAL SERV $286,161 $250,048 $357,400 $458,950 $504,600 $502,600

OTHER EXP & CHARGES $23,596,461 $19,256,774 $179,785 $190,739 $118,174 $118,174


FACILITIES MGMT $603,810 $564,053 $594,466 $604,356 $719,506 $658,172

VEHICLES $845,554 $634,053 $676,516 $762,468 $701,472 $702,498


TRAVEL $54,666 $57,314 $121,937 $113,965 $106,408 $104,908

TRAINING $130,295 $126,102 $139,499 $186,974 $154,394 $154,394

SUPPORTIVE SERVICES $227,784 $190,666 $312,000 $378,592 $312,000 $312,000

COST ALLOCATION $773,438 $712,197 $708,973 $708,973 $739,734 $729,458

BAD DEBT $0 $0 $0 $0 $0 $0

CAPITAL EQUIPMENT $925,180 $1,649,268 $848,600 $764,841 $648,159 $184,116

TRANSFER OUT $904,444 $941,790 $983,828 $983,828 $862,915 $1,064,835

$54,670,125 $50,077,647 $29,262,183 $29,960,173 $30,953,063 $30,906,033

9% 71% 67% 3% 3%

-$337,930 $3,478,149 -$878,888 -$1,643,801 -$724,334 -$2,091,070

Special Revenue Funds




REVENUES

TOTAL REVENUES


EXPENDITURES

TOTAL EXPENDITURES


2016

Actual

2017

Actual

2018

Original

Budget

2018

Revised

Budget

2019

Adopted

2020

Projected

FINES & FORFEITURES $0 $0 $0 $0 $0 $0

LICENSE & PERMITS $2,613,606 $2,624,162 $1,964,779 $1,964,779 $1,957,256 $1,478,100


RENTAL INCOME $380,054 $404,439 $394,956 $394,956 $412,542 $426,588

INTEREST $1,699,345 $2,205,279 $5,450 $5,450 $53,640 $53,640

OTHER REVENUE $315,913 $731,401 $470,250 $478,875 $434,500 $437,000

FEDERAL SOURCES $1,620,807 $1,561,695 $1,640,658 $1,792,372 $1,858,432 $1,866,417

STATE SOURCES $1,380,605 $1,255,794 $1,510,303 $1,548,231 $1,774,551 $1,745,713

CONT FROM LOCAL UNIT $0 $0 $0 $0 $0 $0

CAPITAL GRNTS/CONTRB $17,092 $0 $0 $0 $0 $0

GAIN ON SALE OF FIXE $0 $0 $0 $0 $0 $0

TRANSFERS IN $11,970,630 $15,764,955 $121,000 $121,000 $123,000 $125,000

$25,482,069 $30,610,865 $9,205,503 $9,601,320 $10,024,155 $9,439,015

17% 233% 219% 4% 2%



HEALTHCARE $431,704 $570,957 $664,832 $664,832 $768,273 $738,896

PENSION $423,553 $687,520 $534,690 $534,690 $564,728 $588,664

OTHER BENEFITS $275,858 $308,387 $373,100 $373,100 $390,012 $402,084


OFFICE SUPPLIES $20,187 $23,094 $31,200 $31,200 $34,800 $34,940


CONTRACT SERVICES $1,790,344 $967,291 $484,134 $515,692 $314,089 $321,676

PROFESSIONAL SERV $619,833 $1,434,918 $1,115,904 $1,115,904 $1,047,247 $1,047,424

OTHER EXP & CHARGES $230,401 $185,368 $146,743 $147,463 $119,047 $121,632

COMPUTERS & PHONES $195,902 $304,757 $279,925 $318,794 $272,636 $267,685

FACILITIES MGMT $321,459 $316,439 $217,429 $219,611 $232,191 $219,785

VEHICLES $992,434 $1,083,015 $1,165,897 $1,405,625 $1,410,882 $1,430,671


TRAVEL $8,597 $11,924 $29,066 $24,566 $28,180 $28,225

TRAINING $11,650 $16,145 $23,610 $27,610 $18,610 $18,705

COST ALLOCATION $381,045 $297,678 $296,628 $296,628 $304,490 $298,065

BAD DEBT $1,482,860 $81,683 $0 $0 $0 $0

INTEREST EXPENSE $149,765 $139,808 $19,259 $20,245 $75,986 $72,526

PRINCIPAL EXP $17,000 $17,000 $0 $0 $0 $0

DEPRECIATION $1,098,180 $1,094,401 $20,000 $20,000 $25,000 $25,000

CAPITAL EQUIPMENT $1,037,020 $1,171,873 $923,925 $1,828,494 $524,028 $35,000

TRANSFER OUT $14,022,056 $16,912,464 $140,345 $140,345 $90,155 $79,355

$26,716,610 $28,918,655 $10,136,061 $11,469,276 $10,099,744 $9,725,295

8% 185% 152% 14% 18%

-$1,234,542 $1,692,210 -$930,558 -$1,867,956 -$75,589 -$286,280

Enterprise Funds




REVENUES

TOTAL REVENUES


EXPENDITURES

TOTAL EXPENDITURES


2016

Actual

2017

Actual

2018

Original

Budget

2018

Revised

Budget

2019

Adopted

2020

Projected

FINES & FORFEITURES $0 $0 $0 $0 $0 $0

CHARGES FOR SERVICE $1,696,430 $1,707,694 $425,354 $425,354 $437,851 $438,851

RENTAL INCOME $156,990 $166,095 $172,686 $172,686 $172,685 $0

INTEREST $8,492 $16,142 $0 $0 $0 $0

OTHER REVENUE $15,690,687 $16,429,323 $17,151,298 $17,691,923 $18,957,262 $18,705,907

STATE SOURCES $0 $0 $0 $0 $0 $0

GAIN ON SALE OF FIXE $161,926 $81,252 $32,500 $32,500 $48,000 $44,440

TRANSFERS IN $289,254 $671,738 $745,000 $745,000 $106,184 $0

$18,003,779 $19,072,245 $18,526,838 $19,067,463 $19,721,982 $19,189,198

6% 3% 0% 3% 1%


TEMPORARY SALARIES $3,084 $19,968 $0 $26,350 $0 $0

HEALTHCARE $7,672,930 $8,934,261 $8,494,389 $8,794,389 $9,362,752 $9,474,646

PENSION $1,334,221 $597,851 $569,148 $569,148 $834,080 $845,862

OTHER BENEFITS $1,173,198 $1,120,023 $1,246,128 $1,246,128 $1,299,459 $1,316,342


OFFICE SUPPLIES $5,327 $7,057 $5,900 $6,900 $5,100 $5,104


CONTRACT SERVICES $618,385 $631,977 $594,820 $627,670 $642,050 $650,600

NON CONTRACTUAL SERV $115,498 $198,559 $115,085 $174,975 $175,000 $175,000

PROFESSIONAL SERV $66,880 $96,653 $60,000 $60,000 $67,000 $70,000

OTHER EXP & CHARGES $1,106,846 $1,105,146 $280,460 $283,521 $293,982 $288,803


FACILITIES MGMT $757,838 $776,308 $805,912 $785,912 $827,457 $822,540

VEHICLES $673,948 $783,287 $699,615 $835,256 $842,057 $838,704


TRAVEL $12,841 $12,355 $18,400 $17,650 $23,880 $24,295

TRAINING $5,048 $28,955 $20,900 $21,700 $24,385 $20,385

INTEREST EXPENSE $0 $0 $0 $0 $0 $0

DEPRECIATION $876,247 $916,174 $480,820 $480,820 $459,000 $461,900

CAPITAL EQUIPMENT $1,408,956 $1,303,713 $1,244,365 $1,386,083 $106,184 $413,167

$20,231,453 $21,077,553 $19,623,661 $20,237,969 $20,208,912 $20,686,021

4% 7% 4% 0% 2%

-$2,227,674 -$2,005,308 -$1,096,823 -$1,170,506 -$486,930 -$1,496,823

Internal Service Funds




REVENUES

TOTAL REVENUES


EXPENDITURES

TOTAL EXPENDITURES


FUND BALANCE

Fund Fund Name

Projected

Beginning

Fund Balance

Projected

Revenues /

Transfers

Projected

Expenses /

Transfers

Projected

Ending

Fund Balance

101 General Fund $28,826,230 $50,006,867 $50,006,867 $28,826,230210 EMS $146,399 $10,402,470 $10,538,075 $10,794214 FOC Family Counseling $91,226 $14,000 $14,000 $91,226215 Friend of the Court $598,737 $2,503,393 $2,731,143 $370,987221 Health $920,718 $3,804,771 $3,989,044 $736,445238 Federal Grants ($5,072) $1,075,092 $1,191,892 ($121,872) 1

239 State and Other Grants $72,246 $1,251,605 $1,251,608 $72,243245 County Survey Remon $147,215 $65,000 $166,192 $46,023255 Homestead Property $10,336 $6,200 $4,323 $12,213256 ROD Automation $1,313,256 $203,293 $277,729 $1,238,820260 Indigent Defense $0 $1,386,132 $1,386,132 $0261 911 Central Dispatch $7,603,451 $4,622,396 $4,525,659 $7,700,188263 Correction Officer Training $54,788 $23,000 $20,000 $57,788265 Drug Law Enforcement $21,755 $2,000 $4,500 $19,255266 Federal Equitable Share $35,531 $3,025 $35,000 $3,556268 Concealed Pistol License $26,367 $105,900 $73,070 $59,197269 Law Library $23,138 $0 $1,000 $22,138278 Sheriff Victim Services Unit $100 $1,500 $1,075 $525290 Social Welfare $1,290 $9,000 $9,000 $1,290292 Child Care $209,982 $3,749,257 $3,749,346 $209,893293 Veterans Relief ($6,521) $0 $0 ($6,521) 2

295 Veteran Services $699,279 $1,000,606 $980,775 $719,110296 Criminal Forfeiture $4,464 $0 $3,500 $964517 Landfill $226,026 $73,300 $96,632 $202,694542 Building Inspection $5,546,157 $2,376,090 $3,029,916 $4,892,331575 Regional Wastewater $43,773 $0 $8,088 $35,685578 Septage Receiving Station $5,476,789 $1,869,757 $1,290,989 $6,055,557581 Airport $1,987,095 $1,490,992 $1,481,354 $1,996,733588 LETS Transportation $1,324,505 $4,071,876 $4,071,839 $1,324,542595 Jail Commissary $313,141 $142,140 $120,926 $334,355

$55,712,402 $90,259,662 $91,059,674 $54,912,390

631 Facility Services $930,144 $3,321,648 $3,396,759 $855,033636 Information Technology ($776,772) $3,781,111 $4,447,192 ($1,442,853) 3

661 Car Pool $2,362,032 $1,633,620 $1,432,461 $2,563,191677 Benefits $1,331,143 $10,985,603 $10,932,500 $1,384,246

$3,846,548 $19,721,982 $20,208,912 $3,359,618

Projected beginning Fund Balances for 2019 are based on 2018 Budgeted Revenues and Expenses

1 Fund 238 - Timing issue. Grant reimbursements do not correspond to County Fiscal Year

2 Fund 293 - Based on Budgeted numbers. Actuals expected to zero out fund balance and close fund.

3

2019 Budget Summary

Fund 636 - Reimbursements for Capital Outlay and chargebacks being reviewed. Adjustments will effectively correct the IT ISF balance by 2019.


101 210 214 215 221 238 239 245

DESCRIPTIONGENERAL

FUNDEMS

FAMILY

COUNSELF.O.C. HEALTH

FEDERAL

GRANTS

OTHER

GRANTSSURVEY & REMON

TAXES $30,662,629 $2,613,828 $0 $0 $0 $0 $0 $0FINES & FORFEITURES $341,000 $0 $0 $50 $0 $0 $0 $0LICENSE & PERMITS $443,850 $35,000 $14,000 $0 $844,070 $0 $0 $0CHARGES FOR SERVICE $6,095,089 $7,404,800 $0 $164,700 $277,050 $0 $0 $0RENTAL INCOME $1,850,815 $324,342 $0 $0 $0 $0 $0 $0INTEREST $593,300 $20,000 $0 $900 $20,254 $0 $0 $0OTHER REVENUE $2,811,298 $4,500 $0 $1,270,966 $1,116,206 $969,786 $0 $0STATE SOURCES $5,794,654 $0 $0 $180,000 $832,516 $0 $997,203 $65,000TRANSFERS IN $1,414,232 $0 $0 $886,777 $714,675 $105,306 $254,402 $0TOTAL REVENUE $50,006,867 $10,402,470 $14,000 $2,503,393 $3,804,771 $1,075,092 $1,251,605 $65,000

PERSONNEL $29,827,244 $7,301,991 $0 $2,218,185 $3,429,274 $389,837 $572,155 $12,754OPERATING $13,437,523 $2,162,662 $14,000 $512,958 $559,770 $461,777 $679,453 $153,438CAPITAL $969,482 $310,400 $0 $0 $0 $306,259 $0 $0TRANSFER OUT $5,772,618 $763,022 $0 $0 $0 $34,019 $0 $0TOTAL EXPENSES $50,006,867 $10,538,075 $14,000 $2,731,143 $3,989,044 $1,191,892 $1,251,608 $166,192

Difference in Rev and Exp -$ (135,605)$ -$ (227,750)$ (184,273)$ (116,800)$ (3)$ (101,192)$

255 256 260 261 263 265 266 268

DESCRIPTION HOMESTEADREG. DEEDS

AUTOMATION

PUBLIC

DEFENDER

911 CENTRAL

DISPATCH

CORRECTION

OFFICER

TRAINING

DRUG LAW

ENFORCEMENT

DEA FED

EQUITABLE

SHARE

CONCEALED

PISTOL LICENSING

TAXES $0 $0 $0 $0 $0 $0 $0 $0FINES & FORFEITURES $0 $0 $0 $0 $0 $2,000 $0 $0LICENSE & PERMITS $0 $0 $0 $0 $0 $0 $0 $0CHARGES FOR SERVICE $0 $178,293 $0 $4,201,500 $23,000 $0 $0 $105,900RENTAL INCOME $0 $0 $0 $0 $0 $0 $0 $0INTEREST $6,200 $25,000 $0 $22,000 $0 $0 $25 $0OTHER REVENUE $0 $0 $0 $0 $0 $0 $3,000 $0STATE SOURCES $0 $0 473,484 $398,896 $0 $0 $0 $0TRANSFERS IN $0 $0 912,648 $0 $0 $0 $0 $0TOTAL REVENUE $6,200 $203,293 $1,386,132 $4,622,396 $23,000 $2,000 $3,025 $105,900

PERSONNEL $1,076 $66,152 $132,172 $3,013,639 $0 $0 $32,000 $49,260OPERATING $0 $211,577 $1,253,960 $1,480,520 $20,000 $4,500 $3,000 $23,810CAPITAL $0 $0 $0 $31,500 $0 $0 $0 $0TRANSFER OUT $3,247 $0 $0 $0 $0 $0 $0 $0TOTAL EXPENSES $4,323 $277,729 $1,386,132 $4,525,659 $20,000 $4,500 $35,000 $73,070

Difference in Rev and Exp 1,877$ (74,436)$ -$ 96,737$ 3,000$ (2,500)$ (31,975)$ 32,830$

2019 Operating Budget

Fund Revenue & Expenditure Summary


269 278 290 292 295 296 517 542 575

DESCRIPTION LAW LIBRARYSHERIFF VICTIM

SERVICES UNIT

SOCIAL

WELFARE

(DHS BOARD)

CHILD CARE

FUND

VETERANS

SERVICES

CRIMINAL

FORFEITURELANDFILL

BUILDING AND

SAFETY

REGIONAL

WASTEWATER

TAXES $0 $0 $0 $0 $1,000,606 $0 $0 $0 $0FINES & FORFEITURES $0 $0 $0 $0 $0 $0 $0 $0 $0LICENSE & PERMITS $0 $0 $0 $0 $0 $0 $0 $1,957,256 $0CHARGES FOR SERVICE $0 $0 $0 $0 $0 $0 $0 $368,834 $0RENTAL INCOME $0 $0 $0 $0 $0 $0 $0 $0 $0INTEREST $0 $0 $0 $0 $0 $0 $300 $50,000 $0OTHER REVENUE $0 $1,000 $0 $142,700 $0 $0 $0 $0 $0STATE SOURCES $0 $500 $0 $1,627,209 $0 $0 $0 $0 $0TRANSFERS IN $0 $0 $9,000 $1,979,437 $0 $0 $73,000 $0 $0TOTAL REVENUE $0 $1,500 $9,000 $3,749,346 $1,000,606 $0 $73,300 $2,376,090 $0

PERSONNEL $0 $0 $0 $665,946 $480,750 $0 $0 $2,351,607 $0OPERATING $1,000 $1,075 $9,000 $3,083,400 $437,398 $3,500 $96,632 $678,309 $8,088CAPITAL $0 $0 $0 $0 $0 $0 $0 $0 $0TRANSFER OUT $0 $0 $0 $0 $62,627 $0 $0 $0 $0TOTAL EXPENSES $1,000 $1,075 $9,000 $3,749,346 $980,775 $3,500 $96,632 $3,029,916 $8,088

Difference in Rev and Exp (1,000)$ 425$ -$ -$ 19,831$ (3,500)$ (23,332)$ (653,826)$ (8,088)$

578 581 588 595 631 * 636 * 661 * 677 *

DESCRIPTIONSEPTAGE

RECEIVINGAIRPORT L.E.T.S.

JAIL

COMMISSARY

BUILDING

SERVICES

INFORMATION

TECHNOLOGYMOTOR POOL BENEFIT FUND

TAXES $0 $0 $0 $0 $0 $0 $0 $0FINES & FORFEITURES $0 $0 $0 $0 $0 $0 $0 $0LICENSE & PERMITS $0 $0 $0 $0 $0 $0 $0 $0CHARGES FOR SERVICE $1,815,757 $1,003,750 $221,893 $0 $166,410 $271,441 $0 $0RENTAL INCOME $0 $412,542 $0 $0 $172,685 $0 $0 $0INTEREST $3,200 $0 $0 $140 $0 $0 $0 $0OTHER REVENUE $2,800 $74,700 $2,073,432 $142,000 $2,922,553 $3,463,486 $1,633,620 $10,985,603STATE SOURCES $48,000 $0 $1,726,551 $0 $0 $0 $0 $0TRANSFERS IN $0 $0 $50,000 $0 $60,000 $46,184 $0 $0TOTAL REVENUE $1,869,757 $1,490,992 $4,071,876 $142,140 $3,321,648 $3,781,111 $1,633,620 $10,985,603

PERSONNEL $60,095 $279,152 $2,536,104 $24,020 $1,405,016 $1,651,101 $115,873 $10,783,500OPERATING $1,230,894 $1,087,047 $1,036,707 $96,906 $1,931,743 $2,749,907 $1,316,588 $149,000CAPITAL $0 $25,000 $499,028 $0 $60,000 $46,184 $0 $0TRANSFER OUT $0 $90,155 $0 $0 $0 $0 $0 $0TOTAL EXPENSES $1,290,989 $1,481,354 $4,071,839 $120,926 $3,396,759 $4,447,192 $1,432,461 $10,932,500

Difference in Rev and Exp 578,768$ 9,638$ 37$ 21,214$ (75,111)$ (666,081)$ 201,159$ 53,103$

* Internal Service Funds-projected revenues and expenditures for Internal Service Funds are also approved; but not as part of the Livingston County Budget for 2019. For planning purposes only.

2019 Operating Budget

Fund Revenue & Expenditure Summary


2019 CAPITAL IMPROVEMENTS

Capital Improvement planning is the multiyear scheduling of public improvements. Capital Improvement

projects generally have costs that are in excess of $50,000 with an estimated useful life greater than three

years. These projects can include construction or renovation projects as well as equipment purchases.

The County incorporates the Capital Improvement Planning (CIP) process into the annual budget process.

After careful review and discussions with Department Directors on project scope and timelines, several

capital projects were approved, eliminated, put on hold pending further planning, or determined not to meet

the capital criteria and moved to the operating budget. The General Fund transfers money each year to the

Capital Improvement Fund to plan for future needs; in 2019, the transfer is $850,000. The items identified

to be paid from F403 do not affect the annual operating budget. Ongoing maintenance costs that will affect

the operating budget will be identified in our Capital Improvement Planning process moving forward.

Capital Improvement projects for 2019, totaling $7.67 million, include the following:

Courts – With the 2018 planning phase near completion, plans to move forward with building

expansion and security upgrades in the amount of $775,000 paid from Capital Improvement Fund

403.

Register of Deeds – Renovation of the office space in the historic courthouse. The estimated cost

of this project is $60,000 from Capital Improvement Fund 403.

Sheriff – Remodel Administration, Field Services, and Jail office areas estimated at $70,000. The

replacement of 25 in-car computers estimated at $86,250. Both projects to be paid from the Capital

Improvement Fund 403. Ongoing construction of a storage facility at a project cost of $800,000

with $150,000 to be paid for by Capital Improvement Fund 403 and $650,000 to be paid by

Construction Fund 466.

Emergency Medical Services (EMS) – Replacement of two ambulances. The cost of these

replacements is estimated to be $310,400 paid from charges for service within the EMS Fund.

911 Central Dispatch – Continued construction of a new 911 Central Dispatch facility that is more

secure, structurally sound, and functional. The project is estimated to cost $3,119,500 in 2019 and

be paid for from fund balance within the 911 Fund.

Drain – Regional Sanitary Sewer System: ongoing construction of separate wastewater treatment

plants in Tyrone and Hartland Township at an estimated cost of $216,200 to be paid for from the

Regional Wastewater Operating Maintenance Fund. Several Drainage District petitions and

projects estimated at a cost of $1,563,000 paid for by special assessments to the users.

LETS – Replacement of 3 buses, rooftop furnaces, installation of garage radiant heating and a fuel

farm canopy to be paid from Federal and State Funding in the amount of $499,028.

Facility Services – Replace five heating, cooling and ventilation roof top units at the Sheriff facility

estimated at $60,000 paid for by Capital Improvement Fund 403.

Information Technology – Upgrades and departmental expansion for county-wide document

image and storage solution. This project is expected to cost $110,666 and will be paid for by

Capital Improvement Fund 403.

To see the full Capital Improvement Plan, visit the County Planning Department website or click on this link: https://www.livgov.com/plan/Documents/Capital-Improvement-Plan/2020-Capital-Improvement-Plan.pdf


https://www.livgov.com/plan/Documents/Capital-Improvement-Plan/2020-Capital-Improvement-Plan.pdf

STATEMENT OF DEBT as of 6/30/18

Gross Net Per Capita (1) % of SEV (2)

600,000$ 600,000$ -

30,975,961$ 29,120,961$ 1,855,000$

525,000$ 469,000$ 56,000$

361,450$ 361,450$ -

19,160,000$ - 1,916,000$

51,622,411$ 30,551,411$ 21,071,000$ 111.10$ 0.2%

Overlapping Debt (3)

Cities, Villages and Townships 123,827,000$

School Districts 556,970,110$

Community Colleges and Intermediate School Districts 6,603,118$

Libraries 4,942,533$

Total Overlapping Debt 692,342,761$ 3,650.61$ 6.4%

Total Direct and Overlapping 713,413,761$ 3,761.72$ 6.6%

(1) Based on 2017 US Census population estimate of 189,651.

(2) Based on 2018 State Equalized Value (SEV) of $10,876,905,017.

(3) Overlapping debt is the portion of other public debt for which a County taxpayer is liable in addition to the Direct Debt of the County.

Source: Municipal Advisory Council of Michigan.

189,651

$10,876,905,017

2018 SEV $10,876,905,017

Legal Debt limit (10% of SEV) $1,087,690,502

Debt Outstanding $51,622,411

Margin of additional Debt that can be incurred $1,036,068,091

Debt outstanding as a percentage of SEV 0.475%

Self-Supporting or

Portion Paid

Directly by

Benefited

Net Debt

Debt Type

Direct Debt

Special Assessment Bonds (L.T.G.O.)

Water, Sewer and Wastewater Bonds (L.T.G.O.)

2017 US Census Population Estimate

2018 State Equalized Value (SEV)

Statement of Legal Debt

Total Direct Debt

Drain Bonds (L.T.G.O.)

Drain Notes

Capital Improvement Bonds


DEPARTMENT BUDGETS &

PERFORMANCE MEASURES


GOALS & OBJECTIVES

GENERAL GOVERNMENT COUNTY ADMINISTRATION

FUNCTION STATEMENT

Under the direction of the Livingston County Board of Commissioners, the County Administrator acts as the chief administrative and fiscal officer for the County. County Administration directs and coordinates the management of County government which includes: recommendation of Board action as necessary; research and advises the Board on new or changing circumstances; plans, coordinates and directs the preparation of the County annual budget through the Financial Officer; presents an annual budget recommendation to the Board; recommends appointments of department heads; functions as County liaison to independent boards, committees, outside agencies and municipalities; and, oversight of building renovations or new construction. TARGET POPULATIONS

• Board of Commissioners

• Elected Officials, Department Directors, and County Employees

• State and Local Municipalities

• Citizens & Visitors

• Local Area Businesses

• Vendors

SERVICES & FUNCTIONS

• Department and local municipalities communication

• Public outreach to citizens and local area businesses

Economic Development: Maintenance of Financial IntegrityDepartment Goal: Ensure that sufficient resources are available to provide required services and programs

• Present a balanced budget to the Board of Commissioners

• Ensure ongoing operating expenditures remain in-line with annual revenue streams

• Reduce or eliminate unfunded liabilities

• Budget focused on services and less on department structure

Economic Development: Increase the effectiveness & efficiency of services Department Goal: Promote culture of continuous improvement of services

• Develop and manage relationships with strategic and private partners

• Partner with local municipalities to provide various services


GOALS & OBJECTIVES (CONTINUED)

PROGRAM MEASURES

ANNUAL MEASURES TARGET 2014 Actual

2015Actual

2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of Department Heads reporting directly to Administrator

- 12 12 12 12 12 13

# of County ORGs (department divisions) submitting an annual budget

- 98 98 98 98 94 94

EFFICIENCY

Cost of General Fund Operations per Capita

$234.36 $225.46 $241.25 $244.19 $267.23 $266.84

% of Pension actuarial obligations funded

80% 75% 70% 71% 71% 72% 73%

OUTCOMES

County Bond Rating - Moody's Aaa Aaa Aaa Aaa Aaa Aaa Aaa

County Bond Rating - Standard and Poor's

AAA AA+ AA+ AA+ AA+ AA+ AA+

COUNTY ADMINISTRATION

• Encourage Departments to come up with new and innovative programs

• Communicate regularly with Department Directors on needs and performance of services

• Review, revise, create, policies that promote efficiencies and eliminate those that do not

• Ongoing performance monitoring and alignment of organizational goals & objectives

• Ensure County’s interests are represented and communicated clearly with the State and local levels


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ACCOUNTING ASSISTANT 1.000 1.000 0.000

COUNTY ADMINISTRATOR 1.000 1.000 1.000

EXECASSIST CONTRTAD 1.000 1.000 1.000

FINANCIAL ANALYST 1.000 1.000 0.000

FINANCL OFFICER DCA 1.000 1.000 0.000

Total: 5.000 5.000 2.000 FISCAL SERVICES CREATED IN 2019

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

PERMANENT SALARIES $377,808 $382,167 $403,181 $223,818 $255,202

TEMPORARY SALARIES $846 $0 $7,000 $7,000 $7,000

HEALTHCARE $35,477 $40,785 $49,568 $27,046 $30,058

PENSION $54,106 $64,678 $68,791 $40,221 $43,920

OTHER BENEFITS $32,892 $36,971 $37,475 $19,605 $20,798

OTHER EMPLOYEE COMP $1,176 $1,615 $0 $0 $0

OFFICE SUPPLIES $3,150 $1,391 $4,000 $750 $775

OP SUPPLIES & EQUIP $6,866 $11,157 $9,700 $750 $750

CONTRACT SERVICES $6,000 $2,880 $8,000 $8,000 $8,000

OTHER EXP & CHARGES $1,806 $1,711 $1,890 $650 $675

COMPUTERS & PHONES $26,209 $25,282 $18,755 $7,241 $7,241

FACILITIES MGMT $14,638 $14,345 $15,898 $6,920 $9,519

VEHICLES $193 $105 $210 $0 $0

EQUIP MAINT & REPAIR $2,585 $1,395 $1,992 $500 $500

TRAVEL $7,290 $5,146 $8,400 $1,700 $1,700

TRAINING $3,110 $2,800 $3,785 $950 $1,000

Total Expenditures: $574,153 $592,428 $638,645 $345,151 $387,138

Funding

Fund: 101 - GENERAL FUND Division: 17200 - COUNTY ADMINISTRATION

RESOURCES

Personnel


GOALS & OBJECTIVES

GENERAL GOVERNMENT AIRPORT

FUNCTION

The Livingston County Spencer J. Hardy Airport has a 5002’ grooved concrete runway with a precision instrument approach, suitable for operations in almost all weather conditions. The airport is home to over 175 based aircraft with two flight schools, two maintenance facilities, an instrument and avionics repair station and a base for the University of Michigan Survival Flight aircraft. The Livingston County Spencer J. Hardy Airport serves the community by providing facilities that are a resource for economic development, emergency services, weather reporting, recreation, and others.

TARGET POPULATIONS

• County Residents

• Area Businesses

• Visitors

MISSION STATEMENT

To maintain and develop the Livingston County Spencer J. Hardy Airport is such a manner as to maximize the utility of the facility to the community, to promote the economic development of the community, and to enhance the educational opportunities of the community, all through responsible stewardship of public assets.


• Air transportation

• Fuel sales

• Hangar rentals: commercial and private

• Weather reporting

• Customer concierge

• Pilot amenities

Safety: Provide the safest environment possibleDepartment Goal 1: Provide a safe operating environment for aircraft

• Maintain pavements for take off and landing safety

• Maintain aircraft approaches to be free of obstructions such as trees, antennas, or other structures

• Provide a clean and reliable fuel source for aircraft



PROGRAM MEASURES

ANNUAL MEASURES TARGET 2015Actual

2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

100LL Fuel Sales - via truck (gallons) 27,500 19,000 42,000 32,500 30,000 27,500

Jet-A Fuel Sales - via truck (gallons) 160,000 156,300 174,200 186,000 190,000 190,000

Hangars to maintain 125 125 125 125 125 125

Housed on-site aircraft -- 175 175 178 180 180

OUTCOMES

Fuel aircraft as requested - with proper fuel type

100% 100% 100% 100% 100% 100%

Available office space rented to private aircraft businesses

100% 50% 50% 50% 100% 100%

Parcels leased to others for Hangar Facilities

-- 8 8 9 9 10

County owned T-Hangars rented 95% 72% 74% 75% 77% 77%

COST

General Fund allocation to Airport $0 $0 $0 $0 $0 $0

Preventative maintenance on airport pavements (55 acres)

-- $240,000 $55,000 $0 $40,000 $10,000

AIRPORT

• Report current weather observations to the National Weather Service

Economic Development: Promote Livingston County as a sought-after community in which to reside and do businessDepartment Goal 2: Increase airplane traffic & hangar rentals

• Advertise on aviation flight planning sites to attract additional aircraft

• Increase turbine aircraft operations

• Increase the number of housed on-site turbine aircraft


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

AIRPORT MANAGER 1.000 1.000 1.000

AIRPORT WORKER 1.750 1.750 1.750

AIRPORT WORKER IRREG 0.000 0.000 0.100

AIRPORT WRKR SEASONL 0.000 0.100 0.000

OFFICE ASSISTANT 1.000 1.000 1.000

Total: 3.750 3.850 3.850

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $782,486 $847,868 $808,500 $1,003,750 $1,013,250

RENTAL INCOME $380,054 $404,439 $394,956 $412,542 $426,588

INTEREST $1,845 $1,659 $0 $0 $0

OTHER REVENUE $75,639 $146,854 $72,700 $74,700 $77,200

Total Revenues: $1,240,024 $1,400,820 $1,276,156 $1,490,992 $1,517,038

Expenditures


TEMPORARY SALARIES $0 $674 $0 $0 $0

HEALTHCARE $27,989 $30,422 $32,970 $39,303 $40,422

PENSION $38,499 $40,635 $25,323 $27,023 $27,970

OTHER BENEFITS $16,191 $18,798 $20,473 $20,967 $21,624

OTHER EMPLOYEE COMP $901 $1,331 $0 $0 $0

OFFICE SUPPLIES $623 $736 $800 $800 $900

OP SUPPLIES & EQUIP $20,657 $22,618 $29,000 $30,000 $34,550


PROFESSIONAL SERV $0 $0 $2,940 $2,940 $2,940

OTHER EXP & CHARGES $37,062 $32,299 $48,358 $53,771 $54,296


FACILITIES MGMT $44,860 $42,005 $38,784 $41,969 $40,790

VEHICLES $610,044 $630,010 $553,899 $736,302 $749,385

EQUIP MAINT & REPAIR $28,243 $16,279 $28,894 $32,000 $32,000

TRAVEL $2,759 $4,300 $10,101 $9,115 $9,115

TRAINING $200 $425 $2,500 $2,500 $2,500

COST ALLOCATION $41,165 $38,481 $39,173 $39,697 $39,173

INTEREST EXPENSE $9,111 $8,227 $7,356 $64,770 $61,310

DEPRECIATION $56,150 $56,150 $0 $0 $0

CAPITAL EQUIPMENT $12,420 $0 $22,500 $25,000 $35,000

TRANSFER OUT $127,669 $448,623 $140,345 $90,155 $79,355

Total Expenditures: $1,287,364 $1,652,745 $1,260,857 $1,481,354 $1,503,370

Funding

Fund: 581 - AIRPORT FUND Division: 05400 - AIRPORT

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

TRANSFER OUT $735,700 $735,700 $718,500 $973,000 $973,000


Funding

Fund: 101 - GENERAL FUND Division: 96600 - APPROPRIATIONS FOR LANDFILL & CAPITAL REPLACEMENT

RESOURCES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ADMIN SPECIALIST 1.000 1.000 1.000

BOARD CHAIR 1.000 1.000 1.000

COMMISIONERS 7.000 7.000 7.000

VICE CHAIR BOC 1.000 1.000 1.000

Total: 10.000 10.000 10.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures


TEMPORARY SALARIES $7,959 $0 $0 $0 $0

HEALTHCARE $79,421 $83,877 $107,312 $128,370 $132,100

PENSION $23,525 $27,253 $28,053 $28,612 $29,136

OTHER BENEFITS $13,777 $13,911 $15,831 $16,107 $16,312

OTHER EMPLOYEE COMP $1,869 $1,800 $1,800 $1,800 $1,800

OFFICE SUPPLIES $719 $1,123 $1,300 $1,300 $1,300

OP SUPPLIES & EQUIP $655 $2,523 $725 $1,120 $1,150

CONTRACT SERVICES $0 $0 $15,320 $14,916 $18,000

PROFESSIONAL SERV $1,295 $363 $975 $1,260 $1,260



FACILITIES MGMT $34,029 $32,915 $36,842 $38,964 $35,129

VEHICLES $0 $35 $105 $140 $140

EQUIP MAINT & REPAIR $1,961 $875 $892 $980 $1,000

TRAVEL $2,213 $2,785 $4,000 $4,450 $4,500

TRAINING $500 $0 $1,555 $1,655 $1,700


Funding

Fund: 101 - GENERAL FUND Division: 10100 - BOARD OF COMMISSIONERS

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures


PROFESSIONAL SERV $37,569 $46,800 $43,900 $75,000 $75,000


Funding

Fund: 101 - GENERAL FUND Division: 26900 - CIVIL COUNSEL

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures



Funding

Fund: 101 - GENERAL FUND Division: 74700 - COMM ACTION PROGRAMS

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $120,629 $113,689 $86,200 $105,900 $105,900

Total Revenues: $120,629 $113,689 $86,200 $105,900 $105,900

Expenditures


HEALTHCARE $3,960 $4,403 $16,589 $1,368 $1,410

PENSION $5,223 $6,802 $9,445 $4,651 $4,906

OTHER BENEFITS $3,105 $4,095 $5,758 $3,254 $3,429

OFFICE SUPPLIES $5,480 $5,365 $8,500 $7,500 $7,500


OTHER EXP & CHARGES $635 $500 $0 $650 $650

COMPUTERS & PHONES $1,819 $1,913 $14,000 $0 $0

EQUIP MAINT & REPAIR $133 $189 $1,000 $750 $750

TRAVEL $82 $279 $1,050 $500 $500

TRAINING $375 $50 $300 $0 $0

COST ALLOCATION $0 $0 $2,518 $3,410 $2,518


Funding

Fund: 268 - CONCEALED PISTOL LICENSING FUN Division: 21500 - CLERK

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

OTHER EXP & CHARGES $0 $0 $342,335 $359,241 $250,000

Total Expenditures: $0 $0 $342,335 $359,241 $250,000

Funding

Fund: 101 - GENERAL FUND Division: 96800 - CONTINGENCIES

RESOURCES


GENERAL GOVERNMENT county clerk

FUNCTION

The County Clerk is an elected position mandated by Article VII, Section 4 of the State Constitution. The Clerk is elected by the people of Livingston County by popular vote on a partisan basis for a term of 4 years.

The County Clerk’s Office is one of the major service offices within the County. It is responsible for maintaining vital records such as births, deaths, marriages, concealed pistol licenses (CPL’s), assumed names, and notary bonds as well as provide access to those records to the general public.

Along with the vital records, the County Clerk is also the Clerk to the Board of Commissioners, the Plat Board, Elections Commission, County Board of Canvassers, and many other County committees.

Please visit our website for information including online document requests at www.livgov.com/clerk.

TARGET POPULATIONS

• Livingston County Citizens

• Livignston County Board of Commissioners

• Livingston County Business Owners

• Livingston County Departments

MISSION STATEMENT

The Livingston County Clerk’s Office will provide superior customer service and excellence in the preservation of our county records while adhering to the applicable laws of the State of Michigan as well as Federal laws and regulations where required.


• Record death, birth, and marriage documents.

• Process Notary Commission Bonds.

• Process Assumed Name applications for businesses.

• Process Concealed Pistol License applications.

• County Freedom of Information Act Coordinator.


Technology: Use technology where applicable to become more efficient and effective.Department Goal: Protect vital records, to the greatest extent possible, from damage or loss.

• Utilize digital scanning software to store documents electronically.

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of Deaths recorded and filed - 1,024 1,401 1,142 1,200 1,225

# of Home Births recorded and filed - 18 30 14 20 22

# of Marriage Licenses issued and filed - 1,042 1,011 1,104 925 950

# of Concealed Pistol License applications - 3,405 4,244 3,562 3,400 2,900

# of Notary Commissions issued, Bonds filed - 338 310 295 300 275

# of Business Assumed Names filings - 932 872 782 800 750

# of Freedom of Information Act requests - - 601 739 Unknown Unknown

EFFICIENCY

% of FOIA requests processed within legal requirement of 5 days or 10 day extention

100% NA 100% 100% 100% 100%

% of online document orders completed within 24 hours

100% NA NA 100% 100% 100%

CUSTOMER SERVICE

% of customers ranking service as Excellent 100% NA NA 99.90% 100% 100%

OUTCOMES% of pre - 1980 documents digitally scanned to prevent damage or loss

95% 40% 45% 48% 50% 55%

COUNTY CLERKGOALS & OBJECTIVES

Maintenance of Financial Integrity - To be an effective and efficient steward in delivering quality services within the constraints of sound fiscal policy. Department Goal: Ensure the accuracy, protection, and confidentiality (where applicable by law) of vital records.

• Process records accurately and efficiently (e.g. birth and death records, marriage, business registrations, concealed pistol licenses, notary public commissioners, military discharges).

• Prevent, to the greatest extent possible, unauthorized access of vital records.


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ADMINISTRATIVE COORD 1.000 1.000 1.000

COUNTY CLERK 1.000 1.000 1.000

ELECTN ASST VITL REC 1.000 1.050 1.000

ELECTN COORD DEPCLRK 1.000 1.000 1.000

ELECTN/VITL REC IREG 0.000 0.000 0.050

VITAL RECORDS CLERK 1.630 2.130 2.130

Total: 5.630 6.180 6.180

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

LICENSE & PERMITS $5,843 $6,120 $4,625 $4,750 $4,750


OTHER REVENUE $2 $90 $0 $0 $0

TRANSFERS IN $0 $0 $60,000 $0 $0

Total Revenues: $122,722 $132,897 $164,625 $110,250 $110,250

Expenditures


TEMPORARY SALARIES $344 $1,526 $0 $0 $0

HEALTHCARE $34,379 $36,950 $45,469 $42,175 $43,439

PENSION $37,783 $47,773 $43,689 $36,258 $37,618

OTHER BENEFITS $22,225 $31,122 $21,624 $18,104 $18,702


OFFICE SUPPLIES $4,208 $8,864 $5,500 $5,500 $5,500


CONTRACT SERVICES $956 $721 $2,500 $500 $2,500

OTHER EXP & CHARGES $620 $1,370 $3,000 $2,400 $2,400


FACILITIES MGMT $34,822 $35,812 $41,798 $48,636 $43,849

EQUIP MAINT & REPAIR $232 $32 $625 $3,000 $1,000

TRAVEL $420 $164 $1,750 $1,500 $1,500

TRAINING $50 $340 $500 $500 $500

CAPITAL EQUIPMENT $0 $0 $60,000 $0 $0


Funding

Fund: 101 - GENERAL FUND Division: 21500 - CLERK

RESOURCES

Personnel


GOALS & OBJECTIVES

Maintenance of Financial Integrity - To be an effective and efficient steward in delivering quality services within the constraints of sound fiscal policy. Department Goal: Maintain accurate records of the Circuit Court in an efficient and organized manner in accordance with the statutes, court rules, and Case File Management Standards.

• Provide accurate, efficient, and timely service to the public, attorneys, and court personnel.

• Systematically process all incoming pleadings to ensure accurate handling and recording of each document.

• Take all measures necessary to protect the files from unauthorized access, yet permit open access for all authorized purposes.

• Focus on increasing the collection of outstanding receivables.

GENERAL GOVERNMENT county clerk legal division

FUNCTION

The County Clerk is the clerk of the Circuit Court and Family Court. This division is responsible for accepting, docketing, executing, filing, and duplicating Circuit Court records, as well as scheduling, maintaining, and generating motion hearing dockets.

Please visit our website for additional information at www.livgov.com/courts/circuit/clerk.

TARGET POPULATIONS


• Livignston County Board of Commissioners

• Livingston County Circuit Court Customers and Attorneys


• Record copying and certification

• Processing of criminal felony case payments

• Maintain Circuit Court motion hearing dockets

• Process Circuit Court case filings


PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of new Domestic case filings - 982 1,023 998 1,046 1,098

# of new Civil case filings - 371 412 430 468 505

# of new Criminal case filings - 765 751 731 760 790

# of new Personal Protection Order filings - 503 503 401 375 425

# of new Appeal filings - 45 45 51 42 42

EFFICIENCY

% of Domestic and Personal Protection Order case filings processed digitially within 24 hours

100% NA 100% 100% 100% 100%

% of Civil, Criminal and Appeal case filings processed within 48 hours

95% NA 100% 100% 100% 100%

OUTCOMES

% of all case filings post 2015 digitally imaged - NA 55% 56% 57% 75%

Total court ordered restitution collected

10% over prior year

NA $293,382 $299,577 $308,398 $354,657

COUNTY CLERK LEGAL DIVISION


Technology: Use technology where applicable to become more efficient and effective.Department Goal: Implement document imaging & electronic filing for efficient processing of case filings.

• Expand use of digital scanning for all case filings.

• Implement public initiated electronic filing for all cases.


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

CHIEF DEPUTY 1.000 1.000 1.000

CIRCUIT CT JUDICIAL 2.000 2.000 0.000

DEP CLERK COLLECTION 1.000 1.000 0.000

DEPUTY CIRC CRT CLK 6.560 6.830 6.830

DIV SPRVSR DOMESTIC 0.000 0.000 1.000

DIV SPVSR CIVIL DIV 0.000 0.000 1.000

DIV SUPVSR CUST SRV 0.000 0.000 1.000

SR DEP CIRCT CLERK 1.000 1.000 1.000

Total: 11.560 11.830 11.830

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FINES & FORFEITURES $35,649 $24,056 $22,000 $22,000 $22,000

LICENSE & PERMITS $250 $125 $100 $100 $10,000


OTHER REVENUE $10,708 $9,396 $8,500 $8,500 $8,500

Total Revenues: $459,631 $429,181 $438,100 $414,100 $424,000

Expenditures


TEMPORARY SALARIES $0 $2,670 $7,500 $0 $0

HEALTHCARE $81,903 $85,639 $117,017 $123,849 $140,020

PENSION $65,528 $75,585 $83,398 $88,323 $98,896

OTHER BENEFITS $44,598 $49,263 $47,847 $49,651 $54,924


OFFICE SUPPLIES $8,077 $10,288 $11,500 $12,000 $12,000

OP SUPPLIES & EQUIP $413 $4,806 $6,850 $1,700 $1,700




TRAVEL $922 $1,434 $2,500 $2,150 $2,150

TRAINING $0 $180 $1,000 $750 $750


Funding

Fund: 101 - GENERAL FUND Division: 21599 - CLERK - CIRCUIT COURT

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures



Funding

Fund: 101 - GENERAL FUND Division: 72800 - ECONOMIC DEVELOPMENT

RESOURCES


GENERAL GOVERNMENT elections

FUNCTION

The County Clerk is the chief election official within Livingston County.

The Elections Division is responsible for the proper administration of elections, accumulation of election results, and maintenance of the permanent election records.

The County Clerk serves as the filing official for a variety of political candidates and various campaign finance committees. The County Clerk is responsible for training election workers who are employed by the township and local clerks. After each election, the County Clerk’s office assists the County Board of Canvassers during the canvas and certification of election results.

Please visit our website for election results, polling locations, preview ballots, as well as general election information at www.livgov.com/clerk/elections.

TARGET POPULATIONS

• Livingston County Voters

• State of Michigan Election Officials

• Livingston County Township and City Clerks

• Candidates for public office within Livingston County

• Livingston County Board of Canvassers & Election Commission Members

MISSION STATEMENT

The Livingston County Clerk’s Office will provide superior customer service and excellence in the preservation of our county records while adhering to the applicable laws of the State of Michigan as well as Federal laws and regulations where required.


• Oversees day-to-day Elections operations

• Programs election ballots

• Provides guidance to local clerks’ offices

• Manages the election canvass

• Training of election inspectors

• Responds to media

• Maintains campaign finance records


Technology: Create reliable, fast, secure, and easy access to information.Department Goal: Provide excellent customer service.

• Improve website to communicate information regarding upcoming elections to the public.

• Ensure that adequate election suppplies are available for all voters and local officials.

• Make election results available to the public as quickly as possible.

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of Voter Registrations received - 3,878 4,889 3,398 4,000 3,500

# of Elections 2 4 3 3 2

# Precincts programmed - 176 297 31 213 30

# Ballots programmed - 179 372 25 242 25

# Election Inspector trained - 0 982 48 984 0

# Campaign Finance Statements filed - 22 134 17 127 15

CUSTOMER SERVICE

% of customers ranking service as Excellent 100% NA NA NA 100% 100%

ELECTIONSGOALS & OBJECTIVES

Economic Development: Create a sustainable yet effective Government - Increase the effectiveness & efficiency of mandated services.Department Goal: Ensure compliance with applicable Federal and State election laws.

• Provide information on upcoming elections to candidates, clerks, and voters.

• Train local election officials as needed and election inspectors.

• Ensure accurate ballot programming.

• Provide training to the ADA community on use of the ADA ballot marking device.


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FINES & FORFEITURES $0 $6,910 $0 $0 $0


OTHER REVENUE $93,494 $25,749 $50,000 $8,000 $55,000

Total Revenues: $167,106 $40,494 $99,300 $15,825 $119,050

Expenditures


TEMPORARY SALARIES $5,665 $0 $6,000 $1,500 $6,000

HEALTHCARE $0 $0 $0 $18,662 $19,221

PENSION $608 $351 $0 $13,203 $13,942

OTHER BENEFITS $309 $148 $0 $6,863 $7,178

OFFICE SUPPLIES $125,715 $8,997 $198,800 $30,000 $135,000


CONTRACT SERVICES $0 $60,547 $0 $0 $0

PROFESSIONAL SERV $3,593 $628 $7,500 $1,680 $5,000



EQUIP MAINT & REPAIR $434 $190 $1,500 $2,000 $3,500

TRAVEL $1,520 $770 $7,500 $7,400 $7,000

TRAINING $50 $40 $750 $4,500 $1,250


Funding

Fund: 101 - GENERAL FUND Division: 26200 - ELECTIONS

RESOURCES


GENERAL GOVERNMENT EQUALIZATION

FUNCTION

Equalization is statutorily mandated to administer the real and personal property tax system at the county level and conduct valuation studies to ascertain equal and uniform assessments of each class in each municipality within the county. The department also does all tax limitation and “Truth in Taxation” calculations; audits tax levy requests; prepares the Apportionment Report; and provides advice and assistance to local units, school districts and other taxing jurisdictions. Maintains parcel owner and address information.

TARGET POPULATIONS

• Local Units of Government

• County Board of Commissioners

• Local Assessors

• State Tax Commission

• General Public

MISSION STATEMENT

To assist the County Board of Commissioners by examining the assessment rolls of the townships and cities to ascertain that the real and personal property are equally and uniformly assessed at true cash value; to oversee the apportionment process; to assist the local units in the assessment process.


• Appraisal studies

• Two Year Sales Studies

• One Year Sales Studies

• Personal Property Audits and Reviews

• Equalization Report

• Apportionment Report

GOALS & OBJECTIVES

Economic Development: Collaboration and communication with taxing authorities to maintain a good working relationship and understanding of the process. Department Goal 1: To administer property equalization process to ensure each unit of government contributes uniformly and equitably to any taxing authority MCL 211.34.

• Determine market value of all classes of real property in all local units



PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of sales documents processed -- 3,600 5,800 5,744 6,000 6,500

# of real property classes studied 127 127 127 127 127 127

% of real property appraised 10% 10% 10% 10% 10% 10%

% of personal property reviewed or audited 10% 10% 10% 10% 10% 10%

# of properties maintained for county equalization purposes

89,761 89,761 89,977 90,231 90,400 90,823

EFFICIENCY

% of assessment rolls audited 100% 100% 100% 100% 100% 100%

% of assessment rolls adjusted 0% 0% 0% 0% 0% 0%

% of parcels represented on tax assessment roll 100% 100% 100% 100% 100% 100%

OUTCOMES

# of classes County Equalized Value was appealed

0 0 0 0 0 0

% of time the Michigan Tax Tribunal or State Tax Commission sided with County on equalization appeals

100% 100% 100% 100% 100% 100%

EQUALIZATION

• Audit local unit assessment rolls to verify consistency with calculated market value

• Adjust classes of property by adding or deduction appropriate amounts from their total valuations, and present to the County Board of Commissioners

• Represent Livingston County in the equalization appeal process

Department Goal 2: To administer the apportionment process to ensure the millage of each taxing authority are valid MCL 211.34 (6), (7), (8) ,(9), (10), (11), (12) and (13)

• Audit millages requested by each taxing authority

• Audit total millages limitations

• Present to the County Board

Economic Development: Maintenance of Financial IntegrityDepartment Goal: Maintain and/ or minimize cost to taxpayers

• Eliminate duplicating services

• Meet or surpass the value-per-dollar of comparable services in comparable counties


EQUALIZATIONPROGRAM MEASURES (CONTINUED)


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

OUTCOMES% of times a requested millage is incorrectly audited

0% 0% 0% 0% 0% 0%

CUSTOMER SERVICE

# of county-wide digital property & tax data exports provided to customers

6 6 10 9 10 11

# of responses to general inquiries 1,040 1,040 1,040 1,040 1,040 1,040

# of parcel sales reports provided to customers 20 20 20 25 25 25

COST

Cost of Department per parcel -- 5.35 5.27 5.53 5.59 5.51

Cost of Department per real property parcel -- 6.29 5.61 5.89 5.95 5.88


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

APPRAISER 2.000 2.000 2.000

DEPUTY EQUALIZN DIR 1.000 0.000 0.000

EQUALIZATION DIRECTO 0.250 1.000 1.000

SR APPRAISER 1.000 2.000 1.500 REDUCE 1 FT TO PT

Total: 4.250 5.000 4.500

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


Total Revenues: $38,222 $27,052 $25,000 $25,000 $25,000

Expenditures


TEMPORARY SALARIES $0 $15,523 $0 $0 $0

HEALTHCARE $34,474 $37,739 $57,538 $55,704 $57,196

PENSION $31,683 $30,674 $49,561 $41,292 $43,254

OTHER BENEFITS $25,508 $22,955 $32,699 $29,865 $31,045


OFFICE SUPPLIES $1,787 $1,441 $3,500 $4,000 $0

OP SUPPLIES & EQUIP $69 $1,091 $9,157 $1,300 $300


OTHER EXP & CHARGES $1,650 $1,035 $850 $1,000 $1,000


FACILITIES MGMT $19,920 $18,869 $21,431 $21,839 $19,690

VEHICLES $1,663 $823 $2,625 $2,625 $2,651


TRAVEL $1,725 $634 $1,700 $1,700 $1,700

TRAINING $1,504 $471 $2,700 $3,700 $3,700


Funding

Fund: 101 - GENERAL FUND Division: 25700 - EQUALIZTION DEPARTMENT

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

RENTAL INCOME $17,610 $66,881 $66,400 $244,295 $244,295

Total Revenues: $17,610 $66,881 $66,400 $244,295 $244,295

Expenditures

FACILITIES MGMT $36,533 $51,808 $72,337 $165,606 $168,000


Funding

Fund: 101 - GENERAL FUND Division: 26500 - FACILITY SERVICES

RESOURCES


GOALS & OBJECTIVES

GENERAL GOVERNMENT FISCAL SERVICES

OVERVIEW

The Fiscal Services Division provides services to County Departments and oversees all County financial matters. The services provided by Fiscal Services include planning, coordinating and preparing the annual County Operating Budget, accounts payable processing, purchasing and procurement, grant reporting, financial analyiss, and budget support for the Board of Commissioners and County Departments.

TARGET POPULATIONS


• Elected Officials, Department Directors, and County Employees

• State and Local Municipalities

• Citizens & Visitors

• Vendors

FUNCTION STATEMENT

Fiscal Services strives to maintain the County’s fiscal integrity and provide timely, accurate, and relevant information and support to the Board of Commissioners, Elected Officials, directors, employees and residents.


• Conduct department budget request analysis and develop annual budget recommendations to the Board

• Public outreach to citizens and local area businesses

Economic Development: Maintenance of Financial IntegrityDepartment Goal 1: Ensure that sufficient resources are available to provide required services and programs

• Ensure ongoing operating expenditures remain in-line with annual revenue streams

• Reduce or eliminate unfunded liabilities

Department Goal 2: Diversify revenue sources to reduce dependence on property taxes to provide services

• Seek and apply for federal, state, and other grant opportunities

• Review charges for service and fees to ensure they are adequate and in-line with service costs



PROGRAM MEASURES


2015Actual

2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of invoices processed annually - 22,478 21,590 21,388 20,245 21,245 21,389

# of checks prepared annually - 12,131 12,123 11,489 10,837 11,645 11,645

# of Pcard transactions processed annually

+ 3% annually 2,469 2,556 2,898 2,845 2,930 3,018

# of electronic payments processed annually

- 610 698 721 735 757 779

ITB/RFQ's issued (Goal 1, Objective 1)

1% over prior year 9 4 12 8 8 8

RFP’s released (Goal 1, Objective 2)

2% over prior year 18 18 26 18 18 18

FISCAL SERVICES

Department Goal 3: Ensure County Financial Obligations are met

• Ensure claims submitted for payment are appropriate, reasonable and required for department operations

• Audit invoices presented for accuracy and proper back up documentation

• Pay all claims authorized by Board for payment in a timely manner

Department Goal 4: To ensure compliance and efficiency in the application of the financial policies while being committed to complying with comprehensive federal, state and County procurement/contracting laws which govern the expenditure of public funds

• Increase the number of Invitation to Bids (ITB) / Request for Quotes (RFQ) completed per year which will promote increased vendor participation and competition to reduce internal administrative processing cost

• Increase the number of Request for Proposals (RFP) completed each year to reduce the administrative cost of annual contracts and increase the efficiency of procurement operations while achieving competitive pricing

Economic Development: Increase the effectiveness & efficiency of services Department Goal: To provide exemplary customer service while implementing current procurement best practices

• Ensure each interaction with the public is professional and respectful

• Promote transparency by having financial data and policies readily available online for public viewing

• Respond to requests for service timely

• Attend professional training or continuing education courses to increase departmental operational efficiency & knowledge


PROGRAM MEASURES (CONTINUED)


2015Actual

2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Contracts Awarded(Goal 1, Objective 3)

2% over prior year 107 89 99 101 103 105

Purchase Orders Processed (Goal 1, Objective 4)

1% over prior year 1,552 1,575 1,491 1,506 1,521 1,536

EFFICIENCY

% of A/P claims processed through Pcard transactions

+2% over prior year 9.9% 10.5% 11.9% 12.3% 12.5% 12.8%

Average business days to cut an A/P check once claim is submitted by Department

< 9 days 10 9 8 8 8 8

OUTCOMES

Annual dollar amount of total invoices processed annually (including non budgeted funds such as construction, restitution, trust & agency funds)

$133.1 million

$140.4 mil-lion

$131.1 mil-lion

$124.2 million

$135.16 million

$137.86 million

Amount of electronic payments made annually

$69.5 million

$85.3 million

$85.5 million

$85.2 million

$91.7 mil-lion

$92.7 million

Amount of P card transactions annually

$299,703 $305,797 $416,308 $378,128 $441,454 $529,745

Amount of checks processed annually

$59.75 million

$57.10 million

$46.89 million

$41.38 million

$42.2 million

$43.1 million

Fund Balance as a percentage of annual Operating Costs

56.3% 64.5% 58.2% 60.7% 57.8% 57.8%

% variance in budget to actual Revenues for General Fund

+1.7% +4.3% 1.6% +0.17% --- ---

% variance in budget to actual Expenses for General Fund

-1.4% -7.1% -3.9% -2.9% --- ---

FISCAL SERVICES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ACCOUNTING ASSISTANT 0.000 0.000 1.000

ADMINISTRATIVE AIDE 0.000 0.000 1.000


FINANCL OFFICER DCA 0.000 0.000 1.000

PURCHASING COORDINAT 0.000 0.000 1.000


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

PERMANENT SALARIES $0 $0 $0 $238,197 $262,181

HEALTHCARE $0 $0 $0 $47,518 $53,236

PENSION $0 $0 $0 $39,467 $45,300

OTHER BENEFITS $0 $0 $0 $22,280 $25,356

OFFICE SUPPLIES $0 $0 $0 $2,000 $2,100

OP SUPPLIES & EQUIP $0 $0 $0 $11,500 $11,500

CONTRACT SERVICES $0 $0 $0 $36,000 $36,000

OTHER EXP & CHARGES $0 $0 $0 $3,060 $3,090

COMPUTERS & PHONES $0 $0 $0 $19,504 $19,504

FACILITIES MGMT $0 $0 $0 $33,033 $26,796

VEHICLES $0 $0 $0 $210 $210

EQUIP MAINT & REPAIR $0 $0 $0 $2,252 $2,265

TRAVEL $0 $0 $0 $7,125 $7,225

TRAINING $0 $0 $0 $4,030 $4,250

Total Expenditures: $0 $0 $0 $466,176 $499,013

Funding

Fund: 101 - GENERAL FUND Division: 21200 - FISCAL SERVICES

RESOURCES

Personnel


GENERAL GOVERNMENT Human resources

OVERVIEW

The Human Resources Department serves as a strategic partner to County departments as they carry out their missions of delivering quality services within the constraints of sound fiscal policy. Human Resources’ primary functions are assisting County leadership in all aspects of workforce management, engaging employees, developing programs to support employee wellness and well-being, advising in employee relations, administering compensation and benefits plans, talent management, and legal compliance for approximately 700 employees. Human Resources is the go-to resource for department heads and supervisors concerning interpretation of County policies, labor agreements, and legal compliance related to employment matters. Staff are responsible for managing labor relations with six bargaining units in a manner that promotes respect and common goals. Human Resources staff plan and support leadership development and assist departments to ensure their staff have the core competencies needed to carry out their missions for the people of Livingston County.

TARGET POPULATIONS

• County Employees

• Job Applicants

• Retirees

• Department Directors (Elected and Appointed)

• County Board of Commissioners

FUNCTION STATEMENT

The Human Resources Department serves the employees and departments of Livingston County through processing payroll, employee relations, benefits administration, promoting employee wellness/well-being, labor relations, job classification maintenance, and leadership development.

MISSION STATEMENT

Our mission is to be strategic partners with Livingston County departments to help attract, retain, and inspire top talent and provide outstanding customer service to both internal and external customers. To promote a quality workforce by focusing on the engagement, education and empowerment of our most valuable asset, our employees.


• Recruitment and Interviewing Services (Goal 1)

• Manage Employee Compensation and Benefits Plans (Goal 2)

• Leadership, Compliance, and Employee Skills Training (Goal 3)


GOALS & OBJECTIVES

Economic Development - Workforce PlanningDepartment Goal 1: Recruit and hire a qualified workforce.

• Ensure accurate job descriptions for each position.

• Target recruitment efforts to obtain an adequate pool of qualified candidates.

• Ensure the utilization of interview techniques, testing, and questions that maximize the interviewers’ ability to select qualified applicants.

Economic Development - Fair and Equitable EmployerDepartment Goal 2: Retain qualified employees by providing a competitive compensation and benefit package.

• Verify that employee compensation is competitive with local labor market and comparable counties.

• Verify that employee benefit package is competitive with local labor market and comparable counties.

• Provide employees with wellness / well-being programs that support work-life balance.

HUMAN RESOURCESSERVICES & FUNCTIONS (CONTINUED)

• Labor Negotiation Services (Goal 4)

• Record Retention (Goal 5)

• Process County Payroll (Goal 6)

Department Goal 3: Improve proficiency and performance of County employees.

• Provide effective leadership skills training.

Department Goal 4: Provide professional labor relations services to the County Board of Commissioners, employees, and departments.

• Negotiate fair and timely collective bargaining agreements with all labor unions.

• Enforce and adhere to collective bargaining agreements, personnel-related policies and employee benefit manuals.

• Provide counsel to department managers on employee discipline, performance issues, and labor relations.

Department Goal 5: Ensure compliance with state and federal employment laws and recordkeeping .

• Maintain the confidentiality of employment records for all active and terminated employees .

• Process leaves of absence and worker’s compensation claims in accordance with statutory requirements.

Department Goal 6: Ensure prompt and accurate processing of employee payroll.

• Issue bi-weekly payroll checks via direct deposit.

• Prepare and pay all payroll and benefit-related invoices.


PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of job descriptions reviewed for accuracy -- 186 10 42 10 10

# of job openings posted -- 77 80 123 120 120

# of job applications received/processed -- 5,612 3,962 6,510 6,500 6,500

# of new employees hired -- 114 113 112 112 112

# of employees off-boarded -- 92 95 101 100 100

# of positions requiring salary adjustment (up/down) as a result of wage study or collective bargaining comparable review

-- 57 8 17 12 12

EFFICIENCY

# of employees (regular + temporary) -- 670 696 700 700 700

# of bargaining units -- 6 6 6 6 6

# of grievances filed by union members 0 3 2 3 3 3

# of workers compensation claims filed 0 39 44 42 42 42

% of employees covered by collective bargaining agreements

-- 39% 39% 39% 39% 39%

# of payroll checks/direct deposits issued -- 17,855 17,723 17,775 17,775 17,775


Economic Development - Provide Exemplary Customer ServiceDepartment Goal 7: Provide excellent customer service.

• Provide thorough and satisfactory services.

• Provide interaction with customers that is courteous, respectful, and friendly.

• Provide timely responses to requests for service.

HUMAN RESOURCES

Department Goal 8: Provide exceptional services/programs.

• Maintain high-efficiency work outputs.

• Meet or exceed the administrative performance (e.g. workload, efficiency, customer service) of comparable services provided in comparable counties.

• Meet or surpass the value-per-dollar (e.g. outcome results, cost per capita, FTE per resident) of comparable services provided in comparable counties.




2016 Actual

2017 Actual

2018 Estimated

2019 Projected

EFFICIENCY

% of job descriptions reviewed 3% 80% 4% 17% 4% 4%

% of personnel files in compliance with County policy and law

100% 100% 100% 100% 100% 100%

% of Family Leave Act leaves and worker's compensation claims processed in compliance with regulations

100% 100% 100% 100% 100% 100%

% of collective bargaining agreements or wage reopeners negotiated within 4 months of expiration

100% n/a 0.38 67% 50% 50%

% of grievances responded to within contractually specified time frame

100% 100% 100% 100% 100% 100%

% of contract interpretation questions that are responded to within two business days

100% 100% 100% 100% 100% 100%

% of payroll checks issued without error 100% 99% 99% 99% 99% 99%

% of employees using direct deposit 100% 100% 100% 100% 100% 100%

OUTCOMES

County voluntary employee turnover ratio 10% 12% 13% 12% 12% 12%

County employees who leave during the first year (excluding temporary employees and involuntary separations)

<5% 10% 7% 12% 12% 12%

Employee benefit cost to County as a percent of labor cost

31.7% National Average per BLS

28.25% 30.94% 31.69% 32.51% 31.43%

County health insurance cost per County FTE

$12,289 National Average per KFF

$8,803 $9,025 $9,467 $10,306 $12,441

Human Resources Cost per Capita of County Population

-- $3.35 $3.29 $3.29 $3.29 $3.29

HUMAN RESOURCES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions


ADMINI AIDE 0.000 0.000 1.000

BENEFITS SPECIALIST 1.000 1.000 1.000

HR SPECIALIST 0.000 0.000 1.000

HR/LABOR RELATIONS D 1.000 1.000 1.000

HUMAN RESOURCES COOR 1.000 1.000 1.000

PAYROLL CLERK 1.000 1.000 0.000

SR PAYROLL/ACCTS PAY 1.000 1.000 1.000

Total: 5.750 6.000 6.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $280 $175 $0 $0 $0

OTHER REVENUE $129 $24 $0 $0 $0

Total Revenues: $409 $199 $0 $0 $0

Expenditures


TEMPORARY SALARIES $2,658 $21,886 $12,000 $0 $0

HEALTHCARE $48,584 $51,849 $65,940 $78,606 $80,844

PENSION $49,346 $59,015 $64,615 $65,222 $68,045

OTHER BENEFITS $31,857 $31,857 $34,827 $35,022 $36,261


OFFICE SUPPLIES $5,167 $8,516 $5,900 $5,500 $0


CONTRACT SERVICES $12,522 $27,506 $38,400 $30,991 $0

PROFESSIONAL SERV $375 $2,900 $8,800 $20,500 $0

OTHER EXP & CHARGES $1,172 $2,094 $4,250 $2,600 $0


FACILITIES MGMT $22,614 $20,915 $24,570 $25,304 $22,813

EQUIP MAINT & REPAIR $2,651 $665 $0 $0 $0

TRAVEL $1,550 $98 $2,300 $1,900 $0

TRAINING $10,986 $6,846 $18,800 $15,254 $0


Funding

Fund: 101 - GENERAL FUND Division: 27000 - HUMAN RESOURCES

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

OTHER EXP & CHARGES $1,021,271 $946,567 $1,125,000 $950,000 $950,000

Total Expenditures: $1,021,271 $946,567 $1,125,000 $950,000 $950,000

Funding

Fund: 101 - GENERAL FUND Division: 85100 - INSURANCE AND BONDS

RESOURCES


GENERAL GOVERNMENT L.E.T.S.

FUNCTION

Livingston Essential Transportation Service (L.E.T.S.) was established in October 1977 to meet Livingston County’s public transportation needs. L.E.T.S. provides dial-a-ride service for any person to any destination countywide and regional medical service to Ingham, Oakland, Genesee, and Washtenaw counties. L.E.T.S. provided approximately 144,000 passenger trips in 2017, driving nearly 755,000 miles! L.E.T.S. is funded by a combination of federal grants awarded by the Federal Transit Administration, state grants awarded by the Michigan Department of Transportation, and passenger fare revenue. L.E.T.S. does not have a property tax millage; however, beginning January 2018 the Livingston County Board of Commissioners appropriated $50,000 from the County General Fund to expand service to outlying townships.

TARGET POPULATIONS

• Livingston County Residents and Visitors

• Medical Providers and Patients

• Elderly Citizens and Independent Living/Nursing Facilities

• Disabled Citizens and Rehabilitation Centers

• Employers and Job Seekers

• Schools and Daycare Facilities

• Riders of Choice and Commuters

MISSION STATEMENT

To improve the quality of life for all who live, work, and play in Livingson County, Michigan by developing, operating, and maintaining safe, efficient, and user-friendly public transportation that offers mobility to transit-dependent citizens; promotes economic vitality; and is affordable and environmentally responsible. In addition to providing public transportation for citizens and visitors, L.E.T.S. provides shuttle service for community events year-round and is a central component of Livingston County’s emergency preparedness planning.

VISION STATEMENT

Livingston County will be a well-connected community where all people have access to transportation for jobs, health care, education, shopping, and recreation. Livingston County is growing, becoming more congested, and an increasing number of residents are choosing to “age in place.” Moreover, a healthy job market means that businesses are facing a shortage of entry-level labor, and young people desire a wider range of transportation options as they decide where to settle and raise a family. All of these challenges demand a robust public transportation system.


PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Total Passenger Trips +2% 151,426 152,839 143,968 147,567 175,354

Elderly and Disabled Passengers +2% 100,120 105,741 97,450 100,346 119,241

Total Vehicles - 24 24 25 26 30

Vehicles w/ Lifts - 23 22 23 24 28

Total Propane Vehicles 50% of Fleet 6 9 11 13 15

Tablets in Buses 100% of Fleet 0 3 26 26 30

Total Vehicle Miles +2% 774,995 789,321 754,262 773,119 918,697

Total Vehicle Hours +2% 38,825 39,369 40,536 41,399 49,194

GOALS & OBJECTIVES

Maintenance of Financial Integrity - To be an effective and efficient steward in delivering quality services within the constraints of sound fiscal policy. Department Goal: To improve the mobility of the community while operating efficiently and cost effectively.

• To continue to expand service as funding becomes available to reduce the number of trip denials

• Develop additional programs to better serve certain populations, including a dedicated dialysis run

• Improve operating efficiency through the use of the latest scheduling technology

• Reduce operating cost per passenger/mile/hour

• Expand fleet of environmentally responsible and cost effective propane buses

• Expand pool of computer tablets to entire bus fleet to replace outdated Mobile Data Terminals

• Find additional sources of operating revenue


Regular Service - Our Countywide dial-a-ride and demand response service

Transportation to Work - Traverses Grand River Ave. with a 1-mile deviation to transport low-income riders to employment

Specialized Services - MDOT grant funds passed-through LETS to non-profit agencies who provide their own transportation

L.E.T.S.


L.E.T.S.PROGRAM MEASURES (CONTINUED)


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Passengers per Vehicle Hour 4 3.90 3.88 3.55 3.56 3.56

Passengers per Vehicle Mile 0.20 0.20 0.19 0.19 0.19 0.19

% of Service within South Lyon-Howell Urbanized Zoning Area (UZA)

- 82.0% 82.0% 81.5% 82.0% 82.0%

EFFICIENCY

MDOT Eligible Operating Expenses - $2,279,449 $2,300,805 $2,323,222 $2,535,829 $3,013,278

Total Farebox Return - $332,748 $335,191 $312,074 $341,895 $348,733

Farebox as % of Total Expenses 15% 14.60% 14.57% 13.43% 13.48% 11.57%

Avg. Passenger Fare < $2.50 $2.20 $2.19 $2.17 $2.32 $1.99

Operating Cost per Passenger < $14.50 $15.05 $15.05 $16.14 $17.18 $17.18

Operating Cost per Mile < $3.00 $2.94 $2.91 $3.08 $3.28 $3.28

Operating Cost per Hour < $60.00 $58.71 $58.44 $57.31 $61.25 $61.25

OUTCOMESTotal Trip Denials

<1% of annual

ridership

" 0.55%

832"

" 0.69% 1,060"

" 0.70% 1,008"

" 0.70% 1,026"

" 0.70% 1,041"

On-time Performance (within 15 min. window) 92% 87% 86% 87% 88% 88%

*Efficiency targets based on comparable Michigan transit systems


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ADMINAIDE/DRVR/TRNR 1.000 0.000 0.000

ADMINI AIDE LETS/CP 1.000 1.000 1.000

ADMINISTRATIVE COORD 0.000 1.000 1.000

DEPUTY DIRECTOR LETS 1.000 1.000 1.000

DIRCTR TRANSPOR SERV 1.000 1.000 1.000

DISPATCHER/DRIVER 3.000 3.000 3.000

DRIVER 22.910 27.910 27.910

FLEET MANAGER 1.000 1.000 1.000

MAINTENANCE COORDINA 1.000 0.000 0.000

OPERATIONS MANAGER 1.000 1.000 1.000

SR DISPATCHER/ DRIVR 1.000 1.000 1.000

UTILITY WORKER/DRIVE 1.000 1.000 1.000

Total: 34.910 38.910 38.910

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


OTHER REVENUE $202,629 $190,733 $215,000 $215,000 $215,000

FEDERAL SOURCES $1,620,807 $1,561,695 $1,640,658 $1,858,432 $1,866,417

STATE SOURCES $1,309,030 $1,255,794 $1,510,303 $1,726,551 $1,697,713

CAPITAL GRNTS/CONTRB $4,547 $0 $0 $0 $0

TRANSFERS IN $0 $0 $50,000 $50,000 $50,000

Total Revenues: $3,279,096 $3,141,199 $3,623,961 $4,071,876 $4,047,130

Expenditures

PERMANENT SALARIES $1,337,302 $1,344,953 $1,581,560 $1,632,910 $1,696,506

TEMPORARY SALARIES $24,534 $33,023 $40,000 $20,000 $20,200

HEALTHCARE $195,869 $301,125 $370,755 $406,179 $366,301

PENSION $155,886 $248,182 $252,445 $257,480 $267,686

OTHER BENEFITS $151,252 $165,336 $200,037 $204,235 $211,300


OFFICE SUPPLIES $2,414 $2,552 $4,000 $4,000 $4,040






Funding

Fund: 588 - TRANSPORTATION SYSTEM Division: 53800 - LETS

RESOURCES

Personnel


FACILITIES MGMT $106,953 $94,633 $115,887 $120,348 $112,839

VEHICLES $294,038 $341,723 $497,500 $556,692 $562,259


TRAVEL $3,526 $2,289 $4,965 $4,465 $4,510

TRAINING $10,501 $10,760 $9,500 $9,500 $9,595

COST ALLOCATION $208,565 $154,706 $143,733 $126,892 $145,170

DEPRECIATION $315,548 $326,347 $0 $0 $0

CAPITAL EQUIPMENT $519,812 $240,845 $845,121 $499,028 $0



2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

OTHER EXP & CHARGES $416 $250 $3,000 $500 $500

Total Expenditures: $416 $250 $3,000 $500 $500

Fund: 101 - GENERAL FUND Division: 89900 - CHARGEBACKS

RESOURCES

Funding


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures



Funding

Fund: 101 - GENERAL FUND Division: 67200 - AGENCY ON AGING

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


Total Revenues: $0 $105 $0 $0 $0

Expenditures

PROFESSIONAL SERV $0 $105 $300 $331 $331

Total Expenditures: $0 $105 $300 $331 $331

Funding

Fund: 101 - GENERAL FUND Division: 24900 - PLAT BOARD

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

INTEREST $4,314 $6,226 $3,800 $6,200 $6,200

Total Revenues: $4,314 $6,226 $3,800 $6,200 $6,200

Expenditures

PERMANENT SALARIES $991 $984 $1,000 $1,000 $1,000

OTHER BENEFITS $76 $75 $76 $76 $76

TRANSFER OUT $7,382 $3,422 $6,248 $3,247 $5,167


Funding

Fund: 255 - PRINCIPAL RESIDENCE EXEMPTION Division: 22300 - PROFESSIONAL SERVICES

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures



Funding

Fund: 101 - GENERAL FUND Division: 22300 - PROFESSIONAL SERVICES

RESOURCES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

PURCHASING AGENT 1.000 1.000 0.000

PURCHASING ASSISTANT 1.000 1.000 0.000


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $3,014 $983 $1,000 $0 $0

OTHER REVENUE $6,652 $3,438 $5,000 $0 $0

Total Revenues: $9,666 $4,421 $6,000 $0 $0

Expenditures

PERMANENT SALARIES $88,548 $93,777 $98,999 $0 $0


HEALTHCARE $13,564 $14,947 $18,942 $0 $0

PENSION $11,747 $15,250 $16,269 $0 $0

OTHER BENEFITS $7,865 $8,290 $9,312 $0 $0

OTHER EMPLOYEE COMP $609 $0 $0 $0 $0

OFFICE SUPPLIES $155 $165 $300 $0 $0

OP SUPPLIES & EQUIP $0 $2,701 $2,350 $0 $0



COMPUTERS & PHONES $6,820 $10,757 $5,876 $0 $0

FACILITIES MGMT $54,353 $16,279 $17,953 $0 $0

VEHICLES $0 $0 $210 $0 $0

EQUIP MAINT & REPAIR $243 $199 $260 $0 $0

TRAVEL $431 $789 $850 $0 $0

TRAINING $1,020 $869 $1,375 $0 $0

Total Expenditures: $188,452 $166,266 $175,501 $0 $0

Funding

Fund: 101 - GENERAL FUND Division: 23300 - PURCHASING

RESOURCES

Personnel


GENERAL GOVERNMENT register of deeds

FUNCTION

The Register of Deeds office is an elected office created by the State of Michigan’s first constitution in 1835.The purpose of the Register’s office is to put on public record any recordable document pertaining to real property in Livingston County, including deeds, mortgages, land contracts, trusts and other documents relating to real property. Recorded information is retrievable on computer terminals and books within the office and via the internet outside of the office. The Register of Deeds is the Chairman of the County Plat Board; and the Grant Administrator for the County Survey and Remonumentation Plan.

TARGET POPULATIONS

• Livingston County Residents

• Livingston County Board of Commissioners

• Area Title Agencies

MISSION STATEMENT

To treat every customer with courtesy and respect and to maintain the integrity of the land records for the citizens of Livingston County and for our future generations.

GOALS & OBJECTIVES

Maintenance of Financial Integrity - To be an effective and efficient steward in delivering quality services within the constraints of sound fiscal policyDepartment Goal: To process and accept for public record all documents recordable pursuant to the Michigan Recording Act without opinion

• Protect the County’s real property records from theft or abuse (including but not limited to online threats)

• Provide prompt service and access to information as the public record regarding real property located in Livingston County

• To handle each customer with courtesy


• Document recording

• Abstracting real property search

• Tract Index property search

• Record copying and certification


PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD # of documents recorded -- 41,191 41,145 38,855 40,000 40,000

EFFICIENCY

% of documents submitted electronically 75% 35% 46% 52% 57% 63%

% of documents recorded within 24 hours

100% NA 90% 100% 100% 100%

% of employees cross-trained with Abstracting and Document Processing

100% NA 100% 100% 100% 100%

% of document recording completed through Inspect software

100% NA 0.5% 100% 100% 100%

OUTCOMES % of documents rejected 5% NA 4.4% 7.0% 7.0% 5.0%

REGISTER OF DEEDS

Technology: Use technology where applicable to become more efficient and effectiveDepartment Goal 2: Continued pursuit of new technologies that will enhance the input, storage and retrieval of information

• Continued conversion of bound book records to electronic format

• Increase the utilization of electronic filings through promotion

• Install a Property Fraud Alert kiosk for customer use

• Install computers for public access for record searches



Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

CHIEF DEPUTY REGISTE 1.000 1.000 1.000

DEPUTY REGISTER OF D 2.500 2.500 2.500

REGISTER OF DEEDS 1.000 1.000 1.000

SR DEPUTY REG OF DEE 3.500 3.500 4.500 NEW REQUEST 1.0 FTE

Total: 8.000 8.000 9.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $2,361,924 $2,421,870 $2,260,000 $2,294,525 $2,362,121


TRANSFERS IN $0 $0 $0 $60,000 $0

Total Revenues: $2,361,931 $2,421,900 $2,260,000 $2,354,525 $2,362,121

Expenditures


HEALTHCARE $57,531 $61,750 $78,249 $91,233 $93,810

PENSION $44,805 $58,640 $61,794 $63,761 $62,935

OTHER BENEFITS $32,984 $34,093 $37,140 $36,913 $37,440


OFFICE SUPPLIES $2,207 $4,805 $5,000 $5,000 $5,000

OP SUPPLIES & EQUIP $655 $706 $890 $890 $890


OTHER EXP & CHARGES $5,627 $525 $660 $0 $0


FACILITIES MGMT $42,629 $42,351 $50,477 $55,215 $49,780

VEHICLES $175 $193 $210 $210 $212


TRAVEL $594 $587 $700 $732 $732

TRAINING $250 $235 $300 $300 $300

CAPITAL EQUIPMENT $0 $0 $0 $60,000 $0


Funding

Fund: 101 - GENERAL FUND Division: 26800 - REGISTER OF DEEDS

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $2,265 $2,136 $2,000 $0 $0

INTEREST $873 $1,909 $1,000 $0 $0

STATE SOURCES $103,168 $80,269 $84,425 $65,000 $65,000

Total Revenues: $106,306 $84,313 $87,425 $65,000 $65,000

Expenditures


HEALTHCARE $0 $0 $0 $1,140 $1,174

PENSION $1,127 $1,657 $1,663 $1,667 $1,667

OTHER BENEFITS $704 $631 $703 $747 $746

OP SUPPLIES & EQUIP $4,444 $0 $0 $0 $0


TRAVEL $48 $24 $250 $250 $250

COST ALLOCATION $3,904 $2,784 $1,272 $2,188 $1,272


Funding

Fund: 245 - CO SURVEY & REMONUMENATION Division: 27800 - SURVEY

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TRANSFERS IN $0 $0 $2,050,000 $0 $0

Total Revenues: $0 $0 $2,050,000 $0 $0

Expenditures

PENSION $2,000,000 $1,370,000 $2,050,000 $0 $0

Total Expenditures: $2,000,000 $1,370,000 $2,050,000 $0 $0

Funding

Fund: 101 - GENERAL FUND Division: 86100 - MERS RETIREMENT ER SHARE

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

OFFICE SUPPLIES $0 $0 $50 $20 $20



TRAVEL $0 $0 $50 $0 $0


Funding

Fund: 101 - GENERAL FUND Division: 24800 - TAX ALLOCATION BOARD

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TAXES $28,094,901 $28,283,573 $29,399,233 $30,662,629 $31,974,498

INTEREST $369,485 $362,153 $493,300 $593,300 $683,300

OTHER REVENUE $1,154,483 $1,009,875 $1,005,601 $1,044,224 $0

STATE SOURCES $3,933,418 $4,904,414 $4,583,217 $4,634,655 $4,663,655

TRANSFERS IN $56,233 $65,483 $65,000 $85,000 $95,000

Total Revenues: $33,608,521 $34,625,497 $35,546,351 $37,019,808 $37,416,453

Funding

Fund: 101 - GENERAL FUND Division: 00001 - GENERAL REVENUE

RESOURCES


GENERAL GOVERNMENT TREASURER

FUNCTION

The County Treasurer is an office created by the Michigan Constitution. The functions of the Office of the Treasurer are authorized and governed by the Michigan Constitution, Michigan statute, and County policy.

Under state law, the County Treasurer is 1) the collector of all delinquent real property taxes; 2) administrator of the delinquent tax foreclosure process; and 3) custodian of all county funds. The Treasurer is responsible for investing idle monies while maintaining sufficient liquidity to meet the operating needs of the county.

In addition, the County Treasurer is responsible for the sale of dog licenses, and the tax clearance of deeds. The Livingston County Treasurer also serves on the Election Commission, Retiree Health Care Board, Plat Board, Tax Allocation Board and Debt Committee.

TARGET POPULATIONS


• Property Owners

• Local Units of Governments

• Taxing Authorities

• Title Companies

• Livingston County Departments and Elected Offices

MISSION STATEMENT

It is the goal of the Livingston County Treasurer’s Office to administer its duties/roles and to serve the citizens of Livingston County in a professional, efficient, and exemplary fashion.

GOALS & OBJECTIVES

Economic Development: Maintenance of Financial Integrety - To be an effective and efficient steward in delivering quality services within the constraints of sound fiscal policy Department Goal 1: Protect Public Funds

• Diversify investments

• Evaluate creditworthiness of financial institutions holding county funds

• Ensure compliance of statutory investment guidelines

Department Goal 2: Ensure liquidity of public funds

• Utilize laddered investments to meet cash flow needs



PROGRAM MEASURES


2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Loss of Invested Principal during the year $0.00 $0.00 $0.00 $0.00 $0.00

County Investment Portfolio Rate of Return Benchmark Rate of Return

- 0.96% 0.90%

1.42% 1.37%

1.84% 1.80.%

1.84% 1.80.%

Number of Forfeited properties 0 850 779 700 650

Number of Tax Foreclosed properties 0 32 30 16 12

TREASURER

Department Goal 3: Maximize Return on Investment Portfolio

• Invest funds at competitive rates

Department Goal 4: Administer statutory deliquent tax collection, forfeiture and foreclosure processes

• Adhere to all respective state statutes

• Collect and accurately account for all delinquent, forfeited and foreclosed properties.


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ACCOUNTING SUPERVISO 1.000 1.000 1.000

ACCT SPECIALIST 1.000 1.000 1.000

CHIEF DEPUTY TREASUR 1.000 1.000 1.000

SR ACCOUNTANT 1.000 1.000 1.000

TAX RECORDS CLERK 3.000 3.000 3.000

TAX RECORDS SPECIALI 1.000 1.000 1.000

TREASURER 1.000 1.000 1.000

Total: 9.000 9.000 9.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


OTHER REVENUE $24,834 $20,811 $24,000 $18,000 $18,000

STATE SOURCES $13,489 $15,464 $13,500 $15,000 $15,000

TRANSFERS IN $7,382 $3,422 $6,248 $3,247 $5,166

Total Revenues: $106,136 $98,010 $97,498 $89,997 $91,916

Expenditures


HEALTHCARE $72,366 $79,678 $100,851 $119,889 $123,246

PENSION $75,585 $91,795 $95,925 $99,415 $102,478

OTHER BENEFITS $44,873 $47,380 $51,059 $52,828 $54,149


OFFICE SUPPLIES $7,211 $7,844 $7,644 $8,000 $8,000


CONTRACT SERVICES $3,739 $2,640 $3,000 $0 $0



FACILITIES MGMT $34,324 $34,270 $41,914 $45,798 $41,290


TRAVEL $1,734 $458 $2,729 $1,600 $1,600

TRAINING $925 $610 $580 $350 $0

Total Expenditures: $914,919 $954,015 $1,015,567 $1,038,779 $1,058,437

Funding

Fund: 101 - GENERAL FUND Division: 25300 - TREASURER

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

OTHER BENEFITS $0 $0 $22,544 $25,000 $25,000


Funding

Fund: 101 - GENERAL FUND Division: 87000 - UNEMPLOYMENT INSURANCE

RESOURCES


FUNCTION STATEMENT

The Livingston County Animal Shelter derives its authority through Michigan Compiled Laws, the Public Health Code and the Livingston Animal Control Ordinance. The Department engages in programs and activities that protect, preserve, and promote the safety and health of Livingston County residents and domestic animals.

The Shelter is dedicated to providing humane care, adoption, foster and rescue services to Livingston County residents and domestic animals exceeding the levels prescribed in but not limited to the Michigan Department of Agriculture and Rural Development Animal Industry Division Regulation No. 151, Michigan Public Health Code Act 368, Section 333.7333 and the Livingston County Animal Control Ordinance.


animal shelter

TARGET POPULATIONS

• Residents

• Visitors

• Community Partners


GOALS & OBJECTIVES

Public Safety: Benchmark the population’s needs and develop new and innovative services that identify Livingston County as a desirable place to work, reside, and recreate.Department Goal: To ensure the safe and prompt return of lost pets to their owners, the rapid and permanent placement of all healthy/friendly stray animals into homes and provide progressive programs that effectively reduce pet overpopulation in the county.

MISSION STATEMENT

To build a better community for pets and people through compassion, protection, education, and collaboration.

VISION STATEMENT

To provide temporary safe refuge for the sick, injured, lost, neglected, abused and unwanted animals in Livingston County. Our shelter’s goal is to find a permanent, loving home for all of our pets and to provide rehabilitation whenever possible.



• Reduce amount of dog intake at shelter through education and diversion programs.

• Reduce the amount of cat intake at the shelter through education and diversion programs.

• Reduce pet overpopulation through the low cost spay/neuter option to indigent County residents.

• Reduce feral cat population through the Trap-Neuter-Return program.

• Place all healthy/friendly/treatable animals into permanent homes.

• Return lost/stray pets to their owners.

ANIMAL SHELTER

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of incoming dogs into the shelter -- 457 337 381 310 350

# of incoming cats into the shelter -- 1065 638 636 465 450

# of private animals spayed and neutered -- 291 203 181 200 210

# of cats spayed/neutered by TNR program -- 335 233 212 200 200

OUTCOMES

% of healthy/friendly/treatable animals adopted; dog/cat

90% / 90%

95% / 99.6%

98.5% / 98.9%

94.1% / 97.5% 98% / 95% 99% /

98%

% of animals returned to owner; dog/cat

60% / 10%

45.9% / 1.8%

52.2% / 3.1%

38.3% / 2.9%

48.3% / 3.2%

50% / 3.5%

*The phrase “no-kill” is frequently misleading and has numerous different definitions, which is why the Livingston County Animal Shelter (LCAS) does not use the label. However, LCAS does not euthanize any adoptable animals due to lack of space or length of stay. Residents in our shelter do not have a time limit on their stay. As long as an animal remains medically and behaviorally healthy, it will remain at the shelter until adoption.


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ANIMAL CONTROL DIREC 1.000 1.000 0.000 2018-03-053

ANIMAL CONTROL OFFIC 2.000 2.000 0.000 2018-03-053

ANIMAL SHELTER ASST 2.440 2.440 2.440

ANIMAL SHELTER COORD 1.000 1.000 1.000

ANIMAL SHELTER DIREC 0.000 0.000 1.000 2018-03-053

KENNEL ASSISTANT 1.920 1.920 1.920

VETERINARIAN 0.500 0.500 0.500

VETERINARIAN TECHNIC 0.480 0.480 0.480

Total: 9.340 9.340 7.340

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

LICENSE & PERMITS $108,885 $107,279 $113,700 $114,000 $116,000


OTHER REVENUE $22,946 $18,451 $6,000 $6,000 $6,000

Total Revenues: $201,439 $193,848 $179,800 $180,000 $182,100

Expenditures



HEALTHCARE $36,000 $40,035 $36,200 $37,323 $38,442

PENSION $34,523 $42,299 $32,921 $26,855 $28,272

OTHER BENEFITS $37,932 $39,856 $36,701 $34,184 $35,681


OFFICE SUPPLIES $2,696 $1,944 $1,410 $2,017 $2,017





FACILITIES MGMT $53,760 $46,022 $59,394 $50,279 $45,330

VEHICLES $19,384 $27,909 $11,041 $6,473 $6,538

TRAVEL $0 $0 $1,060 $353 $353

TRAINING $1,549 $1,269 $1,770 $1,529 $1,529


Funding

Fund: 101 - GENERAL FUND Division: 43000 - ANIMAL SHELTER

RESOURCES

Personnel


FUNCTION STATEMENT

Livingston County EMS is licensed by the State of Michigan to provide EMS services in the Washtenaw/Livingston Medical Control Authority. Livingston County EMS is the sole provider of prehospital emergency services in Livingston County. Livingston County EMS is a fee for service department partially funded with an operating millage from the taxpayers of Livingston County.

Emergency Care: These efforts are primarliy focused at providing the highest quality of service in a timely fashion to residents calling 911 when faced with a medical emergency or injury.

Non-Emergency Care: This type of care is designed to suppport residents in their efforts to return to a healthy lifestyle; reduce ER visits; transfer to a higher level of care from one of our local institutions; or supplment the care provided by their primary care physician when going to the doctor may not be possible.

EMS Education: These types of programs are divided into two specific categories. One type of education is continuing or ongoing education and it is aimed at maintaning the highest level of care by our paramedics. The second type of education is aimed at those residents seeking entry into an EMS career.

Administration: The leadership team is responsible for the overall performance and operation of the EMS department. Their mission includes being good financial stewards of taxpayers money, making sure deployed EMS units meet demand and keeping all safe while the overseeing day to day operations.


EMS

TARGET POPULATIONS




• Business Owners

• Visitors


GOALS & OBJECTIVES

Public Safety: Livingston County is committed to collaborating with community partners, businesses, and the health and human services system for community wellness.Department Goal: Continuously Measure and Improve Emergency Care to Livingston County Residents.

EMERGENCY CARE



• Maintain average response times to the calls triaged as the highest acuity by 911 at 8 minutes from time dispatched to arrival

• Maintain a patient transport rate of 80 percent or higher after an emergency is declared

• Double the survival rate of Cardiac Arrest patients by 2021

EMS

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Number of calls presenting with the highest level of acuity (Delta and Echo)

1,600 3,755 3,290 4,204 3,500 3,500

Number of Emergency Patients 11,000 11,263 11,374 10,088 10,500 10,500

Number of Cardiac Arrests 150 140 135 155 124 150

OUTCOMES

Average response time to Delta and Echo calls; those that come from 911 with the highest acuity

8 Minutes 8.04 minutes

8.43 minutes

8.91 minutes

8 minutes

8 minutes

% of Patients transported to the hospital when they have called 911 for an emergency

80% 81% 89% 92% 92% 92%

% of patients in cardiac arrest discharged from the hospital able to return to normal life

20% 10% 8% 5% 8% 10%

GOALS & OBJECTIVES

Public Safety: Benchmark the population’s needs and develop new and innovative services that identify Livingston County as a desirable place to work, reside, and recreate.Department Goal: Develop and implement programs designed to benefit the overall health of the community and increase access to healthcare in Livingston County.

• Implement a Community Paramedic Program designed to provide care in place and prevent unneccessary ER visits and hospital admissions.

• Provide Flu shots for elderly shut in patients to prevent them from becoming flu patients.

NON-EMERGENCY CARE


EMSPROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Respond to requests from 911 categorized as sick with no priority symptoms and try to provide in home care

100 patients

n/a 138 150 150 150

Number of flu shots delivered for patients unable to get a flu shot on their own

10 n/a 0 0 2 5

OUTCOMES

When a community paramedic responds prevent 90 percent of ER visits after contact with patients

90% n/a 100% 100% 100% 100%

Percent of Patients transported for flu like symptoms after receiving a flu shot from EMS

< 10 % n/a 0.0% 0.0% 0.0% 0.0%

GOALS & OBJECTIVES

Public Safety: Increase community partner collaboration of services to provide the safest environment possible.Department Goal: Emergency Medical Education building a safer community.

• Develop an EMT program that allows residents to work and live in the community they grew up in through high school programs and local fire agencies.

• Maintain highly trained EMS staff.

EMS EDUCATION

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Host at least 2 EMT classes every year 2 4 3 3 2 2

Have at least 20 ongoing education trainings each year for EMS staff

20 40 62 63 72 72

OUTCOMES

Number of EMT's getting a license each year in Livingston County

15 14 41 21 30 26

Staff Participation in ongoing training held in the EMS building

75% 82% 88% 95% 95% 95%


EMS

GOALS & OBJECTIVES

Public Safety: Livingston County is committed to collaborating with community partners, businesses, and the health and human services system for community wellness.Department Goal: To continuously improve department programs, processes, and its workforce to better serve Livingston County residents.

• Create a safe environment for our community by providing on-going driver’s training to avoid collisions with EMS units.

• Evaluate Customer feedback to provide an atmosphere of excellence for our community.

• Insure there are enough ambulances deployed everyday to meet the growing demands of the community.

• Maintain an operating budget that supports the department and operates within its means.

ADMINISTRATION

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Provide annual drivers training for all EMS employees 1 1 1 1 1 1

Provide the appropriate number of ambulances to meet the growing needs of the community's annual requests for service

22,000 request" 20,171 21,133 22,590 22,000 22,000

OUTCOMES

Full Time employees attending hands-on driver's training annually

100% 70% 85% 95% 100% 100%

Customer Service Rating for Crew at very good or excellent 95% n/a 97% 93% 90% 90%

Customer Service Rating for Office Staff at very good or excellent

95% n/a 93% 86% 90% 90%

Overall Customer Satisfaction Score at very good or excellent 95% n/a 95% 94% 90% 90%

Rating of vehicle and ride at good or very excellent 95% n/a 92% 88% 90% 90%

Dispatch Service rating at very good or excellent 95% n/a 92% 84% 90% 90%

Number of ambulances deployed in a 24 hour period 11 11 11 11 11 11

Percent of Operating Budget Expended < 100% 95% 101% 119% 100% 95%


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions


ADMIN SUPERVISOR EMS 2.000 2.000 1.000

ADMIN/ROAD SUPERVSR 0.000 0.000 1.000

ADMINSTRATIVE MANAGE 1.000 0.000 0.000

BILLING SPECIALIST 4.000 4.000 4.000

DEP EMS DIR DCA 1.000 1.000 1.000

EMS DIRECTOR 0.500 1.000 1.000

EMS FINANCE MANAGER 1.000 1.000 1.000

EMS ROAD SUPERVISOR 3.000 3.000 3.000

OPERATIONS MANAGER 1.000 1.000 1.000

PARAMEDIC 68.000 72.000 65.000 REQUEST TO ELIMINATE 7.0 FTE

PARAMEDIC IRREG PT 0.000 2.400 2.400

QI EDUCATION SPECIAL 2.000 2.000 2.000

Total: 85.500 91.400 84.400

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TAXES $2,430,044 $2,425,369 $2,506,749 $2,613,828 $2,613,828

LICENSE & PERMITS $0 $0 $0 $35,000 $35,000


RENTAL INCOME $367,144 $325,477 $324,346 $324,342 $324,342

INTEREST $7,824 $17,945 $10,000 $20,000 $20,000

OTHER REVENUE $388,677 $52,750 $152,742 $4,500 $4,500

STATE SOURCES $0 $57,123 $0 $0 $0

GAIN ON SALE OF FIXE $0 $2,837 $0 $0 $0

TRANSFERS IN $14,782 $0 $0 $0 $0

Total Revenues: $9,852,743 $9,644,435 $10,890,837 $10,402,470 $10,502,470

Expenditures


TEMPORARY SALARIES $62,026 $139,677 $0 $0 $0

HEALTHCARE $837,347 $928,223 $996,849 $1,055,514 $1,086,175

PENSION $320,133 $414,882 $430,507 $496,917 $519,014

OTHER BENEFITS $552,805 $608,362 $677,768 $616,876 $651,878


OFFICE SUPPLIES $24,255 $20,190 $30,000 $30,000 $30,000


Funding

Fund: 210 - EMS FUND Division: 65100 - EMS

RESOURCES

Personnel






FACILITIES MGMT $259,349 $271,998 $274,117 $369,962 $343,881

VEHICLES $766,229 $526,952 $568,605 $598,786 $598,786


TRAVEL $6,871 $10,414 $18,520 $14,150 $14,150

TRAINING $53,768 $32,419 $55,000 $30,000 $30,000

COST ALLOCATION $376,898 $373,372 $368,371 $322,277 $368,371

CAPITAL EQUIPMENT $569,076 $1,295,766 $750,242 $310,400 $0

TRANSFER OUT $793,970 $841,010 $943,561 $763,022 $963,022



VISION STATEMENT

Livingston County will be a safe and healthy community where all people realize their fullest health potential and live enriched and productive lives.

DEPARTMENT SUMMARY

The Livingston County Health Department (LCHD) is responsible for continually assessing the health of the community and ensuring that certain services are available and accessible for residents. To this end, LCHD assesses and monitors the health of the community and populations at risk to identify health problems and priorities, enforces public health regulations designed to prevent and mitigate potential negative health outcomes, and assures that all residents have access to appropriate care, including health promotion services.

LCHD is responsible for ensuring the provision of certain core programs in the following areas: vision and hearing screening, non-community public water supplies, private and small public (Type III) groundwater supplies, food service sanitation, immunization, sexually transmitted infections, on-site sewage treatment, general communicable disease control, and emerging issues affecting population and environmental health.

LCHD operates multiple public health clinics out of its one location. These clinics offer immunizations, tuberculosis tests, Rapid HIV Tests, and the Women, Infants, and Children (WIC) program. These programs prevent disease and ensure adequate nutrition for moms and babies from pregnancy to childhood. Public Health Nurses investigate all reportable communicable diseases, interviewing the individual and contacts who may be at risk, and providing health education and treatment (if needed).

While the clinic setting is a big part of public health, much of LCHD’s work takes place in the field. Children’s Special Health Care Services staff conducts a family assessment identifying the child’s needs and assists with the family with referrals to community services and medical equipment. Public health nurses make home visits to provide information about infant nutrition, growth and development, and safety; hearing and vision technicians conduct screenings in public, private, and charter schools, referring to appropriate medical care for follow-up care if indicated; and a peer counselor provides phone and text support for breastfeeding mothers enrolled in the WIC program. Environmental Sanitarians enforce public health regulations by permitting, inspecting, and providing compliance education for contractors, managers, and facilities engaged in operating restaurants, public swimming pools and campgrounds, the construction and maintenance of water wells and septic systems, body art facilities, and more. Health Promotion staff bring important public health and wellness lessons into classrooms, workplaces, partner agencies, and elsewhere. Education topics range from food safety to communicable diseases to healthy habits for different age groups.


public health


TARGET POPULATIONS




• Business Owners

• Visitors


HEALTH DEPARTMENT

DEPARTMENT SUMMARY (CONTINUED)

Finally, LCHD’s Emergency Preparedness program helps protect the public in the event of a public health emergency. The program was implemented to help mitigate, respond quickly, and effectively recover from public health emergencies like disease outbreaks.

LCHD’s work spans a wide range of responsibilities, all with the common goal of protecting, preserving, and promoting the health and safety of the people of Livingston County.

FUNCTION STATEMENT

The Livingston County Health Department derives its authority through the Public Health Code (Act 368, 1978) and engages in programs and activities that protect, preserve, and promote the health and safety of residents and visitors to Livingston County.

The department is comprised of five main program areas:

Personal and Preventive Health: The programs in this division are designed to protect and improve the health status of the community; prevent and/or control the disease, disability, and death associated with communicable disease; and to promote healthy lifestyle factors.

Environmental Health: This division is responsible for improving and protecting the public health, welfare, and environment through inspection programs, educational outreach, and as a last resort, enforcement powers conveyed through the State of Michigan Public Health Code and the Livingston County Sanitary Code.

Emergency Preparedness: This program’s purpose is to help protect the public in the event of a public health emergency. The program was implemented to help mitigate, respond quickly, and effectively recover from public health emergencies.

Health Promotion: This program is responsible for assessing the health of the residents of Livingston County and promoting positive health behaviors, as well as coordinating and facilitating departmental activities related to state and national accreditation efforts.

Administration: This program is responsible for the overall management of the department with respect to issues related to workforce, budget preparation, fiscal policy, and strategic planning.


HEALTH DEPARTMENT

GOALS & OBJECTIVES

Public Safety: Livingston County is committed to collaborating with community partners, businesses, and the health and human services system for community wellness.Department Goal: To improve the health status of the community and to prevent and/or control communicable diseases.

• Increase the percentage of children aged 19-35 months who receive the recommended number of doses of childhood vaccine.

• Increase the percentage of documented Hearing and Vision follow-up for children referred to a doctor for further evaluation.

• Increase the number of Vision screenings provided to school-aged and preschool-aged children.

• Increase the number of Plans of Care for Children’s Special Health Care Services (CSHCS) enrollees.

• Decrease the median number of days for time of referral to completion for chronic Hepatitis C cases in The Michigan Disease Surveillance System (MDSS).

• Increase the proportion of infants enrolled in the Women Infant Children (WIC) program who are breastfed at 6 months of age.

PERSONAL AND PREVENTATIVE HEALTH

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of school-aged children screened for Vision (Obj. 3) 9,600 9,387 9,101 9,811 8,000 9500

# of Plans of Care completed for CSHCS enrollees (Obj. 4)

150 140 165 106 121 130

# of preschool-aged children screened for Vision (Obj. 3)

1000 1026 730 658 700 750

# of Assessment Feedback Incentive & Exchange (AFIX) follow up visits to providers assisting them to identify strategies to increase immunization coverage rates in their practices (Obj. 1)

22 12 12 11 12 12

Median # of days for time of referral to completion for chronic Hepatitis C cases in MDSS (Obj. 5)

20 80 32 27 15 15


HEALTH DEPARTMENT



2016 Actual

2017 Actual

2018 Estimated

2019 Projected

OUTCOMES

% of children aged 19-35 months who are up to date with the recommended vaccines (Obj. 1)

80% 74% 78% 78.7% 78.6% 79%

% of Hearing follow-up received (Obj. 2) 50% 30% 41% 67% 42% 43%

% of Vision follow-up received (Obj. 2) 50% 27% 34% 36% 37% 37%

% of WIC infants who continue to be breastfed at 6 months of age (Obj. 6)

22% 14.35% 16.58% 14.76% 12.80% 17%

GOALS & OBJECTIVES

Public Safety: Benchmark the population’s needs and develop new and innovative services that identify Livingston County as a desirable place to work, reside, and recreate.Department Goal: To improve and protect the environmental health and welfare of the residents and visitors of Livingston County through the implementation of policies, inspection programs, educational outreach, and enforcement.

• Ensure a safe and reliable drinking water source.

• Ensure wastewater is managed as to not create a public health or environmental risk.

• Ensure that food offered publically is safe to eat and will not cause illness.

ENVIRONMENTAL HEALTH



2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of water well permits issued (Obj. 1) 600 550 565 566 561 570

# of septic system permits issued (Obj. 2) 520 413 488 450 464 475

# of well & septic inspections conducted (Obj. 1-2)

5,000 4,285 4,572 4,548 4,113 4,200

# of soil evaluations conducted (Obj. 2) 500 362 455 431 502 520

# of licensed food service establishments (Obj. 3) 490 475 487 478 482 485

# of food service inspections (Obj. 3) 1,020 1,023 1,019 1,007 1,012 1,020


HEALTH DEPARTMENT



2016 Actual

2017 Actual

2018 Estimated

2019 Projected

OUTCOMES

% of site inspections conducted either before, during, or after the construction of the well. (Obj. 1)

100% 80% 100% 100% 100% 100%

% of water quality violations for non-community public wells (Obj. 1)

0.5% 4.0% 1.0% 0.7% 0.7% 0.5%

GOALS & OBJECTIVES

Public Safety: Increase community partner collaboration of services to provide the safest environment possible.Department Goal: Demonstrate ability to perform effective public health response in a public health emergency.

• Develop and maintain plans to respond to public health emergencies (i.e. Medical Countermeausure Distribution and Dispensing (MCMDD) Plan, Crisis Emergency Risk Communication (CERC) Plan, Continuity of Operations Plan (COOP), etc.

• Maintain adequately trained public health staff.

• Actively recruit volunteers from key fields to diversify our Medical Reserve Corps (MRC) team and supplement public health emergency responses.

EMERGENCY PREPAREDNESS

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of total active MRC volunteers (Obj. 3) 100 268 151 131 100 100

# of LCHD responses to outbreaks or emergency events

5 2 5 5 4 4

OUTCOMES

% of staff receiving EP trainings (Obj. 2) 100% N/A N/A N/A 90% 100%

% of emergency personnel who completed required Incident Command Structure and National Incident management System Training (Obj. 2)

100% 70% 85% 90% 100% 100%


HEALTH DEPARTMENT

GOALS & OBJECTIVES

Public Safety:Livingston County is committed to collaborating with community partners, businesses, and the health and human services system for community wellness.Department Goal: To promote positive health behaviors through program support and health education initiatives.

• Increase awareness of population health risks.

• Increase collaboration with community partners to improve residents’ quality of life.

HEALTH PROMOTION

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of media releases sent to local media (Obj.1) 27 25 26 19 20 20

# of community events attended as an exhibitor (Obj. 1-2)

5 4 8 15 9 9

# of health promotion/education presentations given to classrooms/community groups (Obj. 1-2)

12 8 26 22 4 10

GOALS & OBJECTIVES

Public Safety:Livingston County is committed to collaborating with community partners, businesses, and the health and human services system for community wellness.Department Goal: To continuously improve department programs, processes, and its workforce to better serve Livingston County residents.

• Create a culture of quality improvement (QI) in the department by encouraging and supporting staff QI efforts. QI projects fall into one of three categories: a department-wide administrative project, a clinical project at either the department or program level, or a non-clinical project at either the department or program level. QI projects are identified as needed using a data-driven approach.

• All employees will engage in at least one continuing education opportunity annually.

• Maintain 4% of the budget from alternate (grants/contracts) funding for the department on an annual basis.

ADMINSTRATION


HEALTH DEPARTMENT

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD # of current QI projects (Obj. 1) 5 1 6 7 5 4

OUTCOMES

% of staff participating in at least 1 QI project each calendar year (Obj. 1)

100% 27.00% 73% 52% 50% 50%

% of employees engaging in at least one continuing education opportunity annually (Obj. 2)

100% 88.00% 78% 84% 88% 88%

COSTS % of total budget that is alternate funding (Obj. 3) 4% 1.38% 2.58% 2.59% 5.24% 4.76%


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions


BREASTFEEDING PEER C 0.500 0.500 0.500

COMM HEALTH WORKER 0.750 0.750 0.750

COMMUNICABLE DISEASE 1.000 1.000 1.000

DIRCTR ENVIRN HEALTH 1.000 1.000 1.000

DIRECTOR PPHS/DEP HO 1.000 1.000 1.000

EMERGENCY PREPARED C 1.000 1.000 1.000

ENVIRON SANITARI I 1.000 3.000 0.000

ENVIRON SANITARI II 5.000 3.000 6.000 2018-05-101 for 1,

2 NEW RECLASS REQUESTS

FIELD PROGRAM COORD 1.000 1.000 1.000

FIN SRVS COORDIN 1.000 1.000 1.000

FOOD PROGRAM COORD 1.000 1.000 1.000

HEALTH OFFICER 1.000 1.000 1.000

HEALTH PROM SPEC 1.000 1.730 2.000 2017-11-192

HEALTH PROMTN COORD 1.000 1.000 1.000

HEARING/VISION COORD 0.730 0.730 0.730

HEARING/VISION TECH 1.730 1.730 2.230 2018-05-101

MEDICAL DIRECTOR 0.400 0.400 0.400

NURSE PROGRAM COORDI 5.000 4.000 3.500

NUTRITION/WIC COORD 0.000 1.000 1.000

NUTRITIONIST 1.000 0.000 0.000

OFFICE SPECIALIST 1.000 1.000 1.000

PROGRAM CLERK II 2.330 1.600 2.330 2018-05-101

PROGRAM CLERK III-HE 2.000 2.000 1.000 2018-05-101

PUB HLTH NURS SUPRVR 1.000 1.000 1.000

PUBLIC HEALTH NURSE 1.080 2.080 2.580 NEW REQUEST .50 FTE Irreg PT

SR ENVN HEALTH CLERK 1.000 0.600 1.000 2018-05-101

VOLUNTEER COORDINATR 0.600 0.600 0.600

Total: 36.850 37.450 38.350

Fund: 221 - HEALTH FUND Division: 60100 - HEALTH DEPARTMENT

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

LICENSE & PERMITS $754,592 $753,554 $782,978 $844,070 $844,070


INTEREST $13,715 $12,224 $20,254 $20,254 $20,254

OTHER REVENUE $161,159 $146,055 $202,794 $152,780 $152,780

FEDERAL SOURCES $964,286 $979,873 $895,534 $963,426 $958,391

STATE SOURCES $843,090 $783,814 $872,573 $832,516 $770,749

TRANSFERS IN $734,592 $788,292 $688,292 $714,675 $714,675

Total Revenues: $3,741,175 $3,697,305 $3,719,778 $3,804,771 $3,737,969

Expenditures



HEALTHCARE $250,706 $264,565 $343,287 $398,970 $397,346

PENSION $264,720 $324,395 $355,952 $359,669 $371,101

OTHER BENEFITS $209,926 $218,162 $246,268 $249,292 $258,795


OFFICE SUPPLIES $6,480 $8,147 $10,500 $7,250 $7,250



PROFESSIONAL SERV $7,730 $2,391 $5,800 $800 $800



FACILITIES MGMT $138,939 $116,973 $109,196 $124,653 $112,383

VEHICLES $34,549 $20,773 $22,750 $26,254 $26,516


TRAVEL $10,286 $11,578 $16,197 $15,677 $15,677

TRAINING $8,602 $10,915 $6,709 $10,448 $10,448

CAPITAL EQUIPMENT $86,091 $14,501 $0 $0 $3,300


Funding


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ASST MEDICAL EXAMINE 2.500 2.500 0.000

CHIEF MED. EXAMINER 0.500 0.500 0.000

MED EXAMINER INVEST 0.000 0.000 3.000 2018-04-078

Total: 3.000 3.000 3.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TRANSFERS IN $281,332 $325,072 $424,623 $236,184 $440,083

Total Revenues: $281,332 $325,072 $424,623 $236,184 $440,083

Expenditures


OTHER BENEFITS $6,743 $7,007 $6,900 $6,895 $10,794

OFFICE SUPPLIES $237 $384 $1,000 $1,000 $1,000

OP SUPPLIES & EQUIP $3,008 $139 $2,000 $2,000 $2,000



VEHICLES $4,643 $13,766 $11,341 $10,971 $10,971

TRAVEL $903 $238 $1,150 $1,150 $1,150

TRAINING $505 $690 $1,000 $0 $0


Funding

Fund: 101 - GENERAL FUND Division: 64800 - MEDICAL EXAMINER

RESOURCES

Personnel


MISSION STATEMENT

Michigan State University (MSU) Extension helps people improve their lives through an educational process that applies knowledge to critical issues, needs and opportunities.

DEPARTMENT SUMMARYMichigan State University (MSU) Extension in Livingston County is part of a state-wide network that brings the vast knowledge resources of MSU directly to individuals, communities and businesses through educational programs and resources. For more than 100 years, MSU Extension has helped grow Michigan’s economy by equipping Michigan residents with the information that they need to do their jobs better, raise healthy and safe families, build their communities and empower our children to dream of a successful future. Through a unique partnership of county, state, and federal resources, MSU Extension responds to locally identified needs and priorities. In Livingston County, those programs have addressed agriculture, economic development, public policy, natural resources, youth development, consumer horticulture and health and nutrition. Michigan State University Extension programs are open to all. The 4-H program is open to all youth from ages 5-19. Both youth and adults are encouraged to volunteer to support the local 4-H programming efforts. Many of the nutrition programs are funded by federal grants through the Farm Bill and USDA. These programs are funded to work with primarily low income families. By utilizing a network of educators, specialists, faculty, and program staff around the state, MSU Extension is able to deliver resources to address a wide range of community needs.


MSU EXTENSION

TARGET POPULATIONS

• Youth

• Farmers and Agribusinesses

• Community Leaders and State and local government officials

• Seniors

• Schools

• Local non-profits and other service agencies

• Underserved residents and communities


• Agriculture and Agribusiness

• Children and Youth

• Greening Michigan (Community Development and Natural Resources)

• Health and Nutrition


MSU EXTENSION

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Youth served by 4-H programs 700 654 725 695 700 735

Youth served by all MSU Extension programs 1,100 1,078 1,062 1002 1,100 1,125

GOALS & OBJECTIVES

Public Safety: Benchmark the population’s needs and develop new and innovative services that identify Livingston County as a desirable place to work, reside, and recreateDepartment Goal 1: Provide support to youth through program that develop leadership, service and sense of belonging

• Engaging youth in habits of life-long learning

• Developing clubs that build understanding of many topics including but not limited to science, mathematics, engineering, agriculture, the arts, business and entrepreneurship

Department Goal 2: Provide research-based education to residents about environmental management, gardening, and improved quality of life

• Direct education, on-line education, training and disseminating information through media

Department Goal 3: Provide support for business through business counseling and support for economic development in communities

• Direct education on economic trends, land use planning, support for entrepreneurship, tourism, and other topics

Department Goal 4: Support agriculture in the community through research trials, on-line education, on-farm education and production-specific meetings related to dairy and animal agriculture, field crops, fruit and vegetable farming, and agribusiness

• Provide research and technical assistance to agricultural operations

• Encourage agricultural literacy for the general public

Department Goal 5: Provide education to individuals and families related to nutrition to improve health, to prevent and manage chronic disease, to support early childhood development and school readiness, to keep food safe, and to improve social and emotional health

• Direct program delivery research-based nutrition and physical curriculum

Public Safety: Benchmark the population’s needs and develop new and innovative services that identify Livingston County as a desirable place to work, reside, and recreateDepartment Goal 1: Provide support to youth through program that develop leadership, service and sense of belonging


PROGRAM MEASURESMSU EXTENSION


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Horticultural hotline questions answered by Horticulture Educator

1,000 3,504 2,755 275 1,000 1,200

Ask An Expert online questions answered by Horticulture Educator

300 715 657 52 225 300

MSU Product Center counseling sessions 100 104 97 111 100 100

Overall program participation by Livingston County Residents - All programs

3,000 2,462 4,147 2,441 3,250 3,500

EFFICIENCY

Adult & Youth (screened) 4-H volunteers 300 216 226 284 290 300

The average 4-H volunteer contributes approximately 100 hours per year to the program at a value of approximately $18/hr.

$540,000 $388,800 $406,800 $511,200 $522,000 $540,000

OUTCOMES

Master Gardener training program participants 150 36 174 268 250 250

Michigan Placemaking and Land Use program participants

80 87 178 74 80 80

Early childhood for adult caregivers participants 200 80 235 122 200 200

Adult participants in nutrition and physical activity programs

230 229 243 107 230 230

Youth participants in nutrition and physical activity programs

100 98 163 126 100 100

General Agriculture workshop participants 175 109 399 112 175 200

Increased value in sales of Livingston County food product businesses as a result of MSU Product Center counseling

$75,000 $76,477 $67,250 $76,150 $75,000 $75,000

Home and Garden Soil Tests 125 110 150 128 125 125

SE Michigan Breakfast on the Farm attendance (Agricultural Literacy event)

3,000 2,900 3,674 None offered

None planned N/A


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions


Total: 1.000 1.000 1.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures


OTHER BENEFITS $2,304 $2,338 $2,754 $2,836 $2,998



FACILITIES MGMT $20,119 $18,658 $21,031 $21,996 $19,831


Funding

Fund: 101 - GENERAL FUND Division: 26100 - COOPERATIVE EXTENSION MSU

RESOURCES

Personnel


SERVICES & PROGRAMS

• Veterans’ Benefit Counseling

• Veterans’ Transportation Program

• Emergency Relief Fund, Burial Assistance

FUNCTION STATEMENT

The Department of Veterans’ Services as administered by The Veterans’ Affairs Committee, is responsible for administering all types of assistance, aid, help, counseling, and referral as is provided under Michigan law.


VETERANS SERVICES

TARGET POPULATIONS

• Livingston County Veterans and their families


• Livingston County Employees

• Business Owners

• Visitors


MISSION STATEMENT

Livingston County Department of Veterans’ Service will never turn a Veteran away and ensure Livingston County veterans and their dependents receive any and all benefits available through local, state, and federal government, pursuant to applicable laws and regulations.

VISION STATEMENT

The Department of Veterans’ Services is dedicated to providing services and programs to the 12,300 veterans residing in Livingston County.

GOALS & OBJECTIVES

Safety- Healthy Community: Livingston County is committed to collaborating with community partners, businesses, and the health and human services system for community wellness.Department Goal 1: Improve access to benefits earned through service to the Country by our Veterans.



• Increase outreach and community involvement by promoting Veteran centric events, collaborating with non-profit agencies and presenting services at seasonal fairs or events.

• Increase awareness of department presence and services by increasing our social media presence, hosting mobile office hours and volunteering in the community.

• Increase the percent of successful claims for VA benefits through continual training and advocacy.

• Decrease the number of homeless veterans to functional zero by connecting Veterans with resources provided by Housing and Urban Development (HUD) Housing Choice Voucher (HUD-VASH) Program and Veterans Affairs’ Supportive Services for Veteran Families (SSVF) Grants.

• Increase mental health services to Veterans in Livingston County by partnering with local and VA providers.

• Increase the number of veterans who can access health care who lack transportation by providing free front door service through our transportation program.

Department Goal 2: Increase services to veterans through community partners and non-profit organizations.

• Increase interactions with non-profit organizations offering services to veterans.

• Expand interactions with other agencies within the county such as Rotary and Chambers of Commerce.

Department Goal 3: Increase the use of technology in file and case management to efficiently & effectively serve veterans.

• Increase scanned and electronically stored documents on County Infrastructure.

• Reduce the amount of mailed paper forms through electronic claims filing and storage.

• Eliminate active paper case files.

VETERANS SERVICES

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

WORKLOAD

Scheduled Appointments 2,000 680 972 896 950

Total appointments (including walk-ins) 2,200 1,929 1,210 1,150 1,300

Social Media Posts 280 25 40 145 280

Medical Appointment Transportation 400 -- -- 675 800

Homeless Veterans Encountered -- -- 15 19 25

Outreach Events 24 -- 3 5 24

Number of applications for Financial Relief 300 278 293 270 280


VETERANS SERVICESPROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

OUTCOMES

Number of Claims Filed to the VA on behalf of the Veterans of Livingston County

700 308 697 625 700

County Burial Allowance Claims Paid -- $12,144 $8,100 $10,950 $11,000

Homeless Veterans Housed -- -- -- 12 25

Financial Assistance provided to Indigent Wartime Veterans and their families through the County Veterans Relief Fund

-- $249,589 $221,246 $148,756 $200,000

Number of agencies actively engaged with. (Faith based organizations, Veterans service organizations, For Profit organizations, Nonprofits)

10-12 3 5 12 18

State Trust Fund expenditures -- $4,842.23 $7,500 0 0

Number of applications for Financial Relief 300 278 293 270 280


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ADMINISTRATIVE SPEC 1.000 1.000 1.000

VET COURT COORDINATR 1.000 0.000 0.000

VET RELIEF FUND COUN 1.000 1.000 1.000

VETERAN COUNSELOR 2.000 2.600 3.000 2017-03-057

VETERANS AFFAIRS DIR 1.000 1.000 1.000

VETERANS SRVS DRIVER 0.960 0.960 0.960

Total: 6.960 6.560 6.960

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TAXES $6,237 $1,013,660 $1,009,500 $1,000,606 $1,000,606

INTEREST $0 $5,273 $0 $0 $0


STATE SOURCES $0 $16,231 $0 $0 $0

Total Revenues: $6,237 $1,035,190 $1,009,500 $1,000,606 $1,000,606

Expenditures

PERMANENT SALARIES $0 $244,811 $302,755 $321,443 $338,129

HEALTHCARE $0 $51,777 $55,597 $76,626 $78,864

PENSION $0 $34,143 $46,928 $51,492 $54,152

OTHER BENEFITS $0 $22,048 $28,933 $31,189 $32,562


OFFICE SUPPLIES $0 $2,494 $2,765 $2,500 $2,500


PROFESSIONAL SERV $0 $2,462 $2,500 $2,500 $2,500


COMPUTERS & PHONES $0 $30,360 $36,787 $36,672 $36,141

FACILITIES MGMT $0 $6,551 $14,478 $9,147 $8,246

VEHICLES $0 $15,859 $61,870 $22,412 $22,636


TRAVEL $0 $2,484 $5,960 $5,500 $5,500

TRAINING $0 $0 $16,200 $1,000 $1,000

SUPPORTIVE SERVICES $0 $0 $312,000 $312,000 $312,000

COST ALLOCATION $0 $0 $12,882 $33,367 $33,367

TRANSFER OUT $0 $0 $0 $62,627 $62,627

Total Expenditures: $0 $430,792 $918,680 $980,775 $1,002,524

Funding

Fund: 295 - VETERANS SERVICES FUND Division: 68900 - SOLDIERS & SAILORS RELIEF

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


TRANSFERS IN $76,096 $0 $0 $0 $0

Total Revenues: $76,196 $0 $0 $0 $0

Expenditures

PERMANENT SALARIES $240,930 $0 $0 $0 $0

HEALTHCARE $37,932 $0 $0 $0 $0

PENSION $33,744 $0 $0 $0 $0

OTHER BENEFITS $21,514 $0 $0 $0 $0

OTHER EMPLOYEE COMP $1,662 $0 $0 $0 $0

OFFICE SUPPLIES $2,392 $0 $0 $0 $0

OP SUPPLIES & EQUIP $1,712 $0 $0 $0 $0

PROFESSIONAL SERV $2,170 $0 $0 $0 $0


COMPUTERS & PHONES $45,728 $0 $0 $0 $0

FACILITIES MGMT $4,552 $0 $0 $0 $0

VEHICLES $12,995 $0 $0 $0 $0

TRAVEL $800 $0 $0 $0 $0

Total Expenditures: $406,456 $0 $0 $0 $0

Funding

Fund: 101 - GENERAL FUND Division: 68200 - VETERANS

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TAXES $400,887 $170 $0 $0 $0

INTEREST $1,229 $871 $0 $0 $0

Total Revenues: $402,116 $1,041 $0 $0 $0

Expenditures



VEHICLES $18 $0 $0 $0 $0

SUPPORTIVE SERVICES $227,784 $190,666 $68,342 $0 $0

TRANSFER OUT $76,096 $0 $0 $0 $0

Total Expenditures: $304,477 $190,667 $68,392 $0 $0

Funding

Fund: 293 - VETERANS RELIEF FUND Division: 68900 - SOLDIERS & SAILORS RELIEF

RESOURCES


INFRASTRUCTURE & DEVELOPMENT building inspection

OVERVIEW

To enforce the minimum requirements of the Single State Construction Codes and provide quality service and guidance to our customers and residents. This is accomplished through open lines of communication with clients throughout the entire construction process from concept to finish in addition to retaining professionalism by maintaining up-to-date training and accreditation. Our staff strives to keep up with changes in construction technologies and methods and to be open minded to alternative construction techniques which provides value to the community.

FUNCTION STATEMENT

The Livingston County Building Department derives its authority through Michigan Public Act 230 of 1972 AKA The Construction Code Act.

MISSION STATEMENT

Our purpose is to establish the minimum requirements to safeguard the public health, safety and general welfare through structural strength, means of egress facilities, stability, sanitation, adequate light and ventilation, energy conservation, and safety to life and property from fire and other hazards attributed to the built environment and to provide safety to fire fighters and emergency responders during emergency operations.

VISION STATEMENT

For all Livingston County structures to be constructed safely and be energy efficient. TARGET POPULATIONS

• Contractors - inspections and plan reviews

• Residents - serving their construction needs

• Board of Commissioners - reporting events

• Employees - creating a great, safe place to work

• Business Owners - serving their development needs

• Local units of government - efficent services

• Design Professionals - Architects and Engineers


GOALS & OBJECTIVES

Economic Development: Collaborating with the community, residents and businesses, to promote developmentDepartment Goal: To provide inspections, plan reviews and guidance in a timely manner, efficiently and operate within our financial means

• Provide an efficient submittal process for permit applications

• Provide code compliant reviews within 10 business days or less per MCL 125.1511

• Provide inspections in a timely manner

• Advise homeowners and contractors in a friendly helpful manner

BUILDING INSPECTION

SERVICES & PROGRAMS

• Provide State of MI required builder’s license update training

• Provide pre-construction meetings for commercial and residential projects

• Provide building, mechanical, electrical and plumbing inspections

• Provide on-site guidance upon request

• Provide project design help

• Provide free electronic radon testing upon request

• Provide Saturday inspections and plan reviews during the construction season

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Miles driven per inspector average 13,000 13,150 13,572 14,308 14,962 13,998

# of Inspections per inspector average 1,840 1,992 2,023 2,033 2,329 2,094

# of Plan reviews 3,000 3,653 3,613 3,791 3,542 3,650

# of building permits issued 2,706 3,300 3,215 3,565 3,114 3,298

# of electrical permits issued 1,831 2,081 2,290 2,559 2,362 2,323

# of mechanical permits issued 3,068 3,742 3,848 4,037 4,312 3,985

# of plumbing permits issued 1,684 2,052 2,039 2,264 2,538 2,223

# of cities, townships and villages served 19 19 19 19 19 19


BUILDING INSPECTIONPROGRAM MEASURES (CONTINUED)


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

OUTCOMES

# of certificates of occupancy and certificates of completion issued

2,570 3,197 3,348 3,468 2,728 3,185

# of code appeals 0 0 0 0 0 0

# of plan reviews exceeding a 10 day turn-around

0 0 0 0 0 0

# of inspections not completed next business day

0 0 0 0 0 0

CUSTOMER SATISFACTION

“SURVEY END OF 2017 GRADED 1-5 1 being highest score attainable”

- - - - - -

Qst 1. Professionalism 1 NA NA 2 1 1

Qst. 2. Knowledge 1 NA NA 2 1 1

Qst. 3 On time 1 NA NA 2 2 2

Qst. 4 Consistency across inspectors 1 NA NA 3 2 1


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions



ADMINISTRATIVE SPECI 3.000 4.000 4.000

BUILD INSPEC PLANRVR 7.000 5.000 6.000

BUILD INSPECT IREGPT 0.000 0.250 0.250

BUILDING INSPECTOR 0.000 1.000 2.000 NEW REQUEST 1.0 FTE

BUILDING OFFICIAL 1.000 1.000 1.000

DEPUTY BUILDING OFFC 1.000 1.000 1.000

ELEC INSPEC PLANRVR 1.000 0.000 0.000

ELECT INSPCT/PLAN RV 0.000 1.000 1.000

ELECT INSPEC PLANRVR 1.000 0.000 0.000

LEAD INSPECTOR 0.000 5.000 5.000

MECH INSPEC PLANRVR 3.000 1.000 1.000

PLUM INSPEC PLANRVR 3.000 2.000 1.000

Total: 23.000 23.250 24.250

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

LICENSE & PERMITS $2,613,606 $2,624,162 $1,964,779 $1,957,256 $1,478,100


INTEREST $12,512 $66,057 $5,000 $50,000 $50,000

OTHER REVENUE $6 $2,067 $200 $0 $0

Total Revenues: $2,963,774 $3,089,664 $2,282,468 $2,376,090 $1,787,650

Expenditures



HEALTHCARE $197,583 $229,366 $250,051 $311,594 $320,640

PENSION $211,324 $368,571 $250,554 $273,278 $285,675

OTHER BENEFITS $105,088 $120,607 $146,963 $159,434 $165,385


OFFICE SUPPLIES $14,531 $16,762 $16,400 $19,000 $19,000






Funding

Fund: 542 - BUILDING & SAFETY FUND Division: 37100 - BUILDING INSPECTION

RESOURCES

Personnel


FACILITIES MGMT $34,809 $31,849 $37,745 $37,770 $34,052

VEHICLES $88,352 $111,282 $166,363 $117,888 $119,027

EQUIP MAINT & REPAIR $2,240 $715 $2,600 $2,000 $2,000

TRAVEL $2,312 $5,335 $14,000 $14,600 $14,600

TRAINING $949 $4,960 $15,610 $6,610 $6,610

COST ALLOCATION $92,146 $86,107 $103,356 $118,113 $103,356

DEPRECIATION $18,865 $22,620 $20,000 $25,000 $25,000

CAPITAL EQUIPMENT $86,672 $522,176 $235,105 $0 $0



INFRASTRUCTURE & DEVELOPMENT DRAIN COMMISSIONER

FUNCTION STATEMENT

The Office of the Drain Commissioner derives its authority through a multitude of public acts, with its enabling statute being the Drain Code (Public Act 40 of 1956). The office retains other authorities through delegations made by the county board of commissioners as well as a number of statutes mostly involving water resource related projects. The Drain Commissioner has statutory authority under various lake management (Parts 307/309 of Act 451 of 1994), DPW (Act 185 of 1957), and land development statutes (Part 91, land division act, mobile home act). The Office of the Drain Commissioner varies widely among Michigan’s 83 counties; from a part time office of one with 1 or 2 drains, to a staff of hundreds, encompassing the realm of water resource related activities. The Livingston County Drain Commissioner represents one of the most diverse drain offices in the state, including such responsibilities as: stormwater drain maintenance, drain establishment, wastewater treatment, solid waste management, soil erosion and sedimentation control enforcement, lake improvements, lake levels, the Department of Public Works, and watershed management. While created primarily for the purpose of providing drainage for roads and agricultural production, the office has necessarily evolved into the broader realm of water resource management and protection. The legal ability of the drain commissioner, once petitioned by property owners, to physically undertake virtually any scale of construction or resource management project makes the position quite unique among the elected offices of the state.

Stormwater

The Office of the Drain Commissioner retains responsibility for maintaining drains within the county that have been established as public drains. This comprises some 300+ drains, with more than 400 miles of open and enclosed tile drains. These drains exist in an unusual watershed configuration within the state, as Livingston County is the only county in the state to contain the headwaters to 3 major river systems which drain to 3 separate great lakes. These rivers include the Huron, Shiawassee, and the Grand River. These three watersheds drain to Lake Erie, Lake Huron, and Lake Michigan, respectively.

Lake Management

Operating under Part 307, P.A. 451 of 1994, this office manages 9 dams and their associated lake levels within the county. As the delegated authority under the County Board of Commissioners, the office operates and maintains the dams based on court appointed lake levels. Maintenance, inspection, and manipulation of level control components on these dams requires a significant staff component to manage, especially during the wetter portions of the year. In addition, the office is a statutory member of established lake improvement boards (LIB) under Part 309, P.A. 451 of 1994. The office acts as chair of 3 LIBs in the county: Cedar Lake, Thompson Lake, and Lake Tyrone. Activities include annual herbicide treatments, weed harvesting, and aeration.

Wastewater

This office retains operation responsibility for 10 sanitary systems, ranging from small decentralized systems serving between 8 and 35 homes, to a municipal collection system which serves Hartland and Tyrone Townships. Collectively, these system serve more than 2380 households receiving more than 228 million gallons of wastewater annually.


DRAIN COMMISSIONER

FUNCTION STATEMENT (CONTINUED)

Wastewater (Continued)

The responsibilities include operation and maintenance of treatment sites, pump stations, electrical components, underground piping, and treatment units, as well as State and Federal regulatory compliance. These responsibilities necessitate emergency response readiness and staff oversight 24 hours a day, 7 days a week, 365 days per year.

Soil Erosion

As delegated authority for the county, this office administers the Soil Erosion and Sedimentation Control Program under Part 91, P.A. 451 of 1994. The drain commissioner’s office is the official County Enforcing Agent (CEA) and Authorized Public Agency (APA) for Livingston County, and handles permitting for various earth disturbance, grading, and fill activities. The intent is to ensure that proper safeguards are in place on construction sites to prevent soil from eroding into our waterways. To understand the importance of reducing runoff, one only need look at the historic blue-green algae blooms in Lake Erie and the fact that toxins released from certain algal species have caused major cities, such as Toledo to discontinue water supply to hundreds of thousands of people. By minimizing the amount of eroded soil and associated nutrients from entering our waterways, it helps to deprive algae and other aquatic species the ability to dominate our inland lakes and streams and Great Lakes waters.

Solid Waste

Operating under Part 115, P.A. 451 of 1994, this division implements the county’s Solid Waste Management Plan to help with waste diversion (recycling) efforts, reduce the waste stream going to the landfills, and educate residents on solid waste diversion benefits. While this is one of our smallest divisions in terms of personnel and budget, it is one of our most visible operations due to its hosting of various public oriented projects. These include collection and recycle programs aimed at taking household hazardous waste, electronics, batteries, and tires. We’ve also hosted rain barrel and compost bin sales as a means of reducing yard waste contributions to our landfills. Perhaps its most important duty is the implementation of the County’s solid waste plan. Adherence to the plan helps maintain levels of waste diversion which, in effect, provides the county with some immunity from the siting of future landfills. Given the acrimonious nature of prior attempts to site landfills within the county, this department fulfills a very critical need within our community.

TARGET POPULATIONS

• Local Units of Government

• Property Owners within County Drainage Districts, Lake Level and Lake Improvement Districts

• County Board of Commissioners, County Administration, Health Department, Building Department

• Livingston County residents, builders, and contractors

• Septage waste haulers

MISSION STATEMENT

To provide exemplary customer service administering our various responsibilities over drains, wastewater, lake management, soil erosion, and solid waste in a manner which protects private property, our agricultural heritage, and vital water resources.


GOALS & OBJECTIVES

Economic Development: Increase the effectiveness & efficiency of servicesDepartment Goal: Maintain County stormwater infrastructure within statutory limits of the Michigan Drain Code

• Extend life of existing infrastructure as long as economically possible

• Maintain compliance with the County’s NPDES Phase II stormwater permit

• Work with local units to mitigate stress of development activities on infrastructure

DRAIN COMMISSIONER

DRAIN MAINTENANCE

SERVICES & PROGRAMS

• Drain maintenance

• NPDES Phase II compliance

• Lake level & lake improvement projects

• Operation & maintenance of the County’s septage receiving station, community septic systems, and regional sewer system

• Soil erosion and sedimentation control

• Closed landfill management

• Solid waste collection

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Open drains maintained (lineal feet) 75,000 69,500 41,600 84,350 65,000 70,000

Number of tile drain locations repaired - 52 48 69 55 50

Catch basins cleaned (percent of total LCDC and LCRC basins within County drainage districts)

20% 15% 17% 23% 20% 20%

EFFICIENCY

Average call back time on service requests pertaining to drain maintenance (from time service request is received to time LCDC staff responds)

< 1 business

dayNA NA NA NA 1.0

Meet with local units of government to promote working relationship and maximize opportunity to proactively address drainage (% communities met with per year)

50% 20% 20% 17% 25% 75%




2016 Actual

2017 Actual

2018 Estimated

2019 Projected

OUTCOMES

Implement asset management software

April 2019 NA NA NA Begin in

winter Complete

# of petition projects completed (construction complete)

- 0 2 3 1 3

% of farm drains upgraded to reflect current land use (as opposed to initial ag. purpose)

30% NA NA 5.6% 5.6% 6.5%

Cumulative percentage of drainage system reconstructed in last 20 years

50% NA NA 32.8% 34.0% 38.0%

CUSTOMER SERVICE

Percentage of protests at day of review 0% 0% 0% 0% 0% 2%

Percentage of property tax reverted 0% 0% 0% 0% 0% 0%

COSTS

Cost for compliance with state & federal mandates - $100,500 $101,765 $103,765 $125,000 $150,000

Total drain assessments levied - $711,957 $643,943 $1,803,010 $1,044,813 $1,200,000

DRAIN COMMISSIONER

LAKE LEVEL AND LAKE IMPROVEMENT

GOALS & OBJECTIVES

Public Safety: Benchmark resources with needs to provide the safest environment possibleDepartment Goal: Implement Lake Level and Lake Improvement Projects that balance customer service and compliance with Parts 307, 309, and 315 of Public Act 451, as amended

• Maintain court appointed lake levels

• Administer lake improvement boards and associated lake management activities

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of dams operated under Part 307 of NREPA - 9 9 9 9 9

# of lake improvement projects managed under Part 309 of NREPA

- 3 3 3 3 5

EFFICIENCYAverage response time to inquiries from lake level & lake improvement landowners

1 day NA NA NA 1.5 days 1 day




2016 Actual

2017 Actual

2018 Estimated

2019 Projected

OUTCOMESAcres harvested/treated per year

Cedar Lake 40 NA 45 51 15 45

Thompson Lake 60 57 71 40 91 75

Lake Tyrone 100 175 104 110 131 100

CUSTOMER SERVICE

% of assessed landowners on the Thompson Lake notification email distribution list

50% NA NA 3% 5.7% 15%

COSTS

Annual cost to operate and maintain critical (“high hazard”) dams

Thompson Lake - $15,000 $6,126 $13,800 $5,753 $10,000

Nichwagh Lake - NA NA $6,703 $6,091 $10,000

Hiland Lake - $10,027 $11,857 $10,197 $10,595 $15,000

Administrative costs on Lake Improvement projects (% of total cost)

Cedar Lake ≤ 10% 7.3% 3.3% 3.5% 8.3% 5.0%

Thompson Lake ≤ 10% 1.8% 1.0% 4.8% 2.6% 3.0%

Lake Tyrone ≤ 10% 8.3% 2.6% 2.9% 10.0% 8.0%

DRAIN COMMISSIONER

GOALS & OBJECTIVES

Economic Development: Create an efficient permitting processDepartment Goal: Conduct business with soil erosion permittees in a timely and courteous manner

• Recognize permit applicants as customers, and treat them with respect

• Provide clear and concise direction to customers on the application process

SOIL EROSION AND SEDIMENTATION CONTROL

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of residential permits received - 733 716 707 746 750

# of commercial/utility permits issued - 86 70 110 97 100

# of residential/commercial/utility waivers issued - 405 417 411 415 420




2016 Actual

2017 Actual

2018 Estimated

2019 Projected

EFFICIENCY

Average response time from the time inspection is requested to the time inspection is completed

2 days NA NA NA 1.5 days 1.5 days

OUTCOMES Implement new permitting software Jan 2018 NA NA NA Complete NA

CUSTOMER SERVICE

Develop and implement a customer satisfaction survey Dec 2019 NA NA NA Begin in

winter Complete

COSTS

% of soil erosion operating costs funded by the SESC permit and inspection fee structure

100% 100% 100% 100% 90% 100%

DRAIN COMMISSIONER

SANITARY SEWER SYSTEMS AND SEPTAGE RECEIVING

GOALS & OBJECTIVES

Public Safety: Benchmark resources with needs to provide the safest environment possibleDepartment Goal: Provide timely and courteous service for all members of the communities utilizing County septage and wastewater conveyance and treatment infrastructure

• Provide uninterrupted service through asset management practices

• Prevent exposure to sewage

• Create a safe working environment through proper equipment, practices, and training

• Review new development plans for conformity to the County’s design standards

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of Service Requests received - 198 166 155 180 220

% Service Requests resulting in Work Orders - 93.9% 97.6% 92.3% 95.0% 98.0%

Grinder Pump Work Orders - 441 564 354 400 360

Total Work Orders completed - 3,490 3,202 2,484 3,000 3,400

EFFICIENCY% of time a response is made within 4 hours of initial Service Requests

80% 88.2% 85.8% 87.2% 86.8% 88.0%




2016 Actual

2017 Actual

2018 Estimated

2019 Projected

OUTCOMES Sanitary sewer overflow (SSO) events 0 3 6 0 2 0

CUSTOMER SERVICE

Number of PA 222 claims for sewer backups 0 2 0 0 0 0

COSTS

Biofilter odor reduction expenses - $42,872 $994 $3,602 $5,500 $7,000

Grinder pump expenses - $249,741 $153,234 $154,574 $220,000 $230,000

DRAIN COMMISSIONER

SOLID WASTE AND LANDFILL

GOALS & OBJECTIVES

Public Safety: Benchmark resources with needs to provide the safest environment possibleDepartment Goal: Develop and implement an integrated solid waste management program which protects public health by maximizing environmental and economic benefits.

• Administer the County’s Solid Waste Plan created under the provisions of Part 115 of Act 451 of NREPA (Public Act 451, as amended)

• Provide programs and services to residents for collection of solid waste

• Protect the health & safety of residents through careful management of the closed County landfill in accordance with post-closure standards set forth by the MDEQ

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

OUTCOMES

# of water samples analyzed for the landfill based on the post-closure requirements

36 36 36 36 36 36

# of Solid Waste Events 7 4 5 7 8 8

Household hazardous waste collected (pounds) - 52,400 68,851 69,153 72,000 75,000

Batteries collected (pounds) - 29,477 32,950 28,547 33,000 30,000

CUSTOMER SERVICE

# of scrap tires collected - 0 1,518 1,628 1,500 1,700

Electronics waste collected (pounds) - 0 0 231,588 250,000 250,000

COSTS

Develop online scheduler for more efficient registration for solid waste events

Apr 2019 NA NA NA In progress Complete

Cost of collection events held - $44,794 $55,134 $56,146 $57,000 $60,000


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ACCOUNTING BOOKKEEPE 1.000 1.000 1.000

ACCOUNTING SUPERVISO 1.000 1.000 1.000



CHIEF DEPUTY DRAIN 1.000 1.000 1.000

DEPUTY DRAIN COMMISS 1.000 1.000 1.000

DRAIN COMMISSIONER 1.000 1.000 1.000

DRAIN MAINTENANCE WR 2.000 2.000 2.000

DRAIN/SOIL INSPECTOR 3.000 3.000 3.000

ENGINEERING SURVEYOR 1.000 1.000 1.000

ENVIR PROJ MGR 1.000 1.000 1.000

FIELD SUPERVISOR 1.000 1.000 1.000

HEAVY EQUIPMENT OPER 1.000 1.000 1.000

INSPT/CONTRUCT MNGR 0.000 1.000 1.000

OFFICE MANAGER 1.000 1.000 1.000

SAN. FACILITY OPERAT 3.000 3.000 3.000

SANITARY FACILITIES 1.000 1.000 1.000

Total: 21.000 22.000 22.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

LICENSE & PERMITS $305,840 $326,935 $311,100 $325,000 $315,000


OTHER REVENUE $787,718 $731,870 $795,700 $815,000 $812,500

STATE SOURCES $0 $0 $0 $62,000 $18,000

CONT FROM LOCAL UNIT $28,291 $27,773 $26,000 $25,000 $25,000

CAPITAL GRNTS/CONTRB $740 $0 $0 $0 $0

TRANSFERS IN $0 $4,922 $0 $0 $0

Total Revenues: $1,138,732 $1,110,020 $1,169,080 $1,243,815 $1,187,315

Expenditures


TEMPORARY SALARIES $5,189 $0 $5,800 $5,916 $0

HEALTHCARE $176,372 $182,512 $239,782 $284,285 $292,155

PENSION $162,389 $194,750 $207,786 $228,946 $237,546

OTHER BENEFITS $113,035 $116,151 $126,382 $135,941 $140,236


Funding

Fund: 101 - GENERAL FUND Division: 27500 - DRAIN COMMISSIONER

RESOURCES

Personnel


OFFICE SUPPLIES $8,086 $5,551 $8,000 $4,644 $8,000


CONTRACT SERVICES $50 $50 $55 $55 $55




FACILITIES MGMT $52,166 $36,682 $44,827 $48,440 $43,672

VEHICLES $8,373 $5,937 $9,500 $6,500 $7,000


TRAVEL $3,422 $4,111 $4,100 $5,550 $4,550

TRAINING $3,048 $3,535 $4,000 $6,000 $4,000

CAPITAL EQUIPMENT $98,444 $4,785 $0 $0 $0



Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

PUBLIC WORKS COORD 1.000 1.000 1.000

Total: 1.000 1.000 1.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

OTHER REVENUE $15,491 $17,853 $17,600 $17,900 $18,500

CAPITAL GRNTS/CONTRB $0 $9,146 $10,729 $10,000 $0

Total Revenues: $15,491 $26,999 $28,329 $27,900 $18,500

Expenditures


HEALTHCARE $9,091 $9,911 $12,284 $14,421 $14,794

PENSION $9,801 $11,686 $12,424 $13,087 $13,609

OTHER BENEFITS $5,632 $5,877 $6,521 $6,802 $7,022


OFFICE SUPPLIES $90 $87 $300 $284 $300






EQUIP MAINT & REPAIR $1,839 $154 $1,785 $1,500 $2,000

TRAVEL $792 $304 $800 $650 $750

TRAINING $350 $495 $500 $500 $500


Funding

Fund: 101 - GENERAL FUND Division: 44100 - DEPARTMENT OF PUBLIC WORKS

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

INTEREST $222 $369 $150 $300 $300

TRANSFERS IN $68,200 $68,200 $71,000 $73,000 $75,000

Total Revenues: $68,422 $68,569 $71,150 $73,300 $75,300

Expenditures





FACILITIES MGMT $3,698 $3,702 $4,000 $5,500 $5,500


Funding

Fund: 517 - LANDFILL FUND Division: 44100 - DEPARTMENT OF PUBLIC WORKS

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $0 $2,008,213 $1,769,118 $1,815,757 $1,815,757

INTEREST $0 $14,823 $300 $3,200 $3,200

OTHER REVENUE $0 $2,471 $50,500 $2,800 $2,800

STATE SOURCES $0 $0 $0 $48,000 $48,000

TRANSFERS IN $0 $3,630,475 $0 $0 $0

Total Revenues: $0 $5,655,982 $1,819,918 $1,869,757 $1,869,757

Expenditures


HEALTHCARE $0 $10,043 $11,056 $11,197 $11,533

PENSION $0 $30,133 $6,368 $6,947 $7,333

OTHER BENEFITS $0 $3,461 $3,971 $3,611 $3,775

OFFICE SUPPLIES $0 $2,699 $5,000 $5,000 $5,000


CONTRACT SERVICES $0 $36,319 $96,496 $98,269 $98,269



COMPUTERS & PHONES $0 $0 $4,240 $0 $0

FACILITIES MGMT $0 $20,067 $21,013 $26,604 $26,604

EQUIP MAINT & REPAIR $0 $56,847 $65,000 $65,000 $65,000

COST ALLOCATION $0 $11,467 $7,277 $10,914 $7,277

INTEREST EXPENSE $0 $65,801 $12,889 $11,216 $11,216

DEPRECIATION $0 $159,189 $0 $0 $0

CAPITAL EQUIPMENT $0 $57,881 $0 $0 $0

TRANSFER OUT $0 $1,290,320 $0 $0 $0

Total Expenditures: $0 $2,771,364 $1,198,050 $1,290,989 $1,290,365

Funding

Fund: 578 - SEPTAGE RECEIVING STATION Division: 27500 - DRAIN COMMISSIONER

RESOURCES


INFRASTRUCTURE & DEVELOPMENT Planning

MISSION STATEMENT

To guide growth and development in Livingston County through sound land use planning and zoning practices.

OVERVIEW

The primary duty of the Livingston County Planning Department is to coordinate and facilitate the activities of the Livingston County Planning Commission, including State of Michigan statutory responsibilities according to the Michigan Planning Enabling Act, Act 33, of 2008 as amended, such as review and analysis of township rezoning and text amendments, and preparation of the five-year County Master Plan (which guides County land use practices) and the annual Livingston County Capital Improvement Plan (a planning tool for County capital projects such as buildings, land and infrastructure, and the financial investments involved). The seven (7) members of the Commission are appointed by the Livingston County Board of Commissioners. Each member represents a geographic area of the County as well as an important segment of the community such as: Transportation; Commercial; Residential; Industrial; Agricultural; Recreation; and Education.

The 3-staff person County Planning office also provides the services of: planning and zoning technical assistance to the local units of government such as courtesy rezoning and text reviews (a preliminary County Planning Staff analysis completed for local Planning Commissions so that potential issues can be corrected before the Livingston County Planning Commission formally reviews the rezoning or text amendment); periodic update of community zoning and land use maps in partnership with the Geographic Information Services (GIS) department; community planning education through frequent community events organized and led by staff; preparation and publication of data products and other beneficial planning and zoning resources made available through County Planning’s website and departmental newsletters; professional planning services through contracts; administrative functions such as parks and open space planning and management, and grant writing and administration; and preparation and implementation of numerous county plans such as the Hazard Mitigation Plan (a 5 yr. plan mandated by the State of Michigan to identify natural hazards that your community may be at risk to and plan for ways to minimize or mitigate those risks), Comprehensive Economic Development Strategy (a 5 yr. plan required by the Economic Development Administration (EDA) that identifies the County’s economic development assets and the opportunities and challenges impacting economic growth in the County) and the Parks and Open Space Plan (a 5 yr. plan required by the Michigan Department of Natural Resources that identifies parks and recreational assets in the County and plans for the development and operation of Livingston County parks.)

OPERATIONAL GOALS

• Ensure a collaborative and cooperative planning and zoning partnership between Livingston County government and the twenty local units of government.

• Ensure a collaborative and cooperative planning partnership with the Southeast Michigan Council of Governments (SEMCOG) and serve as a Livingston County delegate alternate to the SEMCOG Executive Committee.


GOALS & OBJECTIVES

Communication: Community EngagementDepartment Goal: Maintain & improve department relationship with local units of government through a strong communications program

• Provide personalized planning & zoning services to local municipalities through assigned department staff liaison

• Provide quality community education materials such as community demographic profiles, on department website

• Distribute periodic email blasts to inform local community partners of County Planning products and events

PLANNING

TARGET POPULATIONS

• Livingston County Planning Commission

• Livingston County Parks & Open Space Advisory Committee

• 20 Local Municipal Planning Commissions and Boards

• Municipal Planning Consultants

• Park and Recreation Authorities

• Local Agencies

• Citizens

SERVICES & PROGRAMS

• Planning liaison services

• Website education

• E-mail news blasts

• Planning commission presentations

• Lunch & learn programs (Goal #1)

• Professional planning/zoning reviews

• Capital improvement planning and master planning (Goal #2)

• Strategic plans produced collaboratively

• Mapping

• Analytical products and grants wirtten/administered (Goal #3)

OPERATIONAL GOALS (CONTINUED)

• Facilitate and implement the functions of the Livingston County Parks and Open Space Advisory Committee.

• Assist other departments of Livingston County government with the preparation of county-wide plans and the writing of grants.


PLANNINGGOALS & OBJECTIVES (CONTINUED)

• Provice quarterly lunch & learn program to educate local municipalities on planning topics and techniques

• Annually visit local municipal planning commissions to present County Planning information and foster good relationships

Visionary Planning - Collaboration, Increase Collaboration in Visioning and Planning Processes Department Goal: Perform planning and zoning functions as mandated in the Michigan Zoning and Planning Enabling Acts, MCL 125.3203 and MCL 125.3801

• Provide professional review of proposed Zoning Ordinance and Master Plan amendments as mandated by State legislation

• Facilitate monthly Livingston County Planning Commmission meetings and foster public participation in review process

• Prepare annual Livingston County Capital Improvement Plan to financially plan for public structures and improvements

• Adopt and implement new 5-yr. Livingston County Master Plan to guide future development throughout the county

Visionary Planning - Collaboration, Collaborative Management Department Goal: Further growth & development of County through the study of comprehensive planning issues and the draft/adoption of supporting planning documents that will guide the future progression of these planning issues

• Update 5-yr. Livingston County Parks & Open Space Plan in cooperation with Parks & Open Space Advisory Committee (every 5 yrs)

• Update 5-yr. Livingston County Hazardous Mitigation Plan in collaboration with Emergency Management (every 5 yrs)

• Update 5-yr. Livingston County Comprehensive Economic Dev.Strategy in cooperation with community partners (every 5 yrs)

• Prepare lists of development-types (e.g. manufactured housing, schools) and natural features (e.g. lakes) with corresponding maps

• Analyze community demographics and prepare tables and charts

• Write and administer grants in collaboration with other Livingston County Departments

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Planning & zoning technical assistance (of lengthy nature) provided by department liaison to local units of government

16 services 9 (est.) 15 18 18 18

Number of e-mail news blasts/ press releases distributed

3 annually 2 3 5 4 4




2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Number of lunch and learn programs organized and held


Number of planning & zoning educational seminars held


Plans prepared for Livingston County (varies by yr., e.g. Parks Plan and Capital Improvement Plan in 2017)


Planning and zoning reviews prepared and processed

55 annually 67 54 49 47 50

Number of grants written and/or administered


EFFICIENCY

% of planning and zoning reviews processed within mandated time frame (Michigan Planning & Zoning Enabling Acts)

100% 100% 100% 100% 100% 100%

% of annual work program planning objectives achieved thru collaboration with other Livingston County departments

60% unk. 58% 60% 50% 50%

OUTCOMES

Number of lunch and learn programs participants

120 annually

140 (est.)

131 125 105 125

Number of LCPC cases that were conditionally approved or not approved and were subsequently revised by the local units of government as a result of LCPC recommendations

3 unk. 3 3 5 4

Number of county departments reporting during CIP process 100% n/a n/a 100% 100% 100%

CUSTOMER SERVICE

% of lunch and learn program evaluations ranking the program as 'excellent.'

90% 99% 85% 90% 95% 95%

% of customers indicating interaction with department staff was courteous, respectful and friendly (through survey)

100% unk. 100% 100% 100% 100%

COST

Cost of Department per capita (total expenses) unk. $1.87 $1.89 $1.90 $1.91 $1.94

Department FTEs per 100,000 residents unk. 1.6 1.59 1.58 1.57 1.55

PLANNING


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

PLANNING DIRECTOR 1.000 1.000 1.000

PRINCIPAL PLANNER 2.000 2.000 2.000

Total: 3.000 3.000 3.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


Total Revenues: $8,110 $5,816 $7,000 $7,500 $7,500

Expenditures


HEALTHCARE $27,274 $29,732 $36,852 $43,263 $44,382

PENSION $31,388 $38,157 $40,562 $41,474 $43,118

OTHER BENEFITS $19,749 $20,691 $23,024 $23,512 $24,248

OFFICE SUPPLIES $1,316 $780 $1,381 $2,500 $2,600

OP SUPPLIES & EQUIP $310 $2,192 $650 $550 $550




FACILITIES MGMT $14,578 $13,751 $15,958 $16,245 $14,646

VEHICLES $105 $105 $105 $105 $106

EQUIP MAINT & REPAIR $1,133 $610 $925 $1,100 $1,100

TRAVEL $3,398 $3,306 $4,200 $4,000 $4,200

TRAINING $1,922 $2,771 $2,200 $2,200 $2,250


Funding

Fund: 101 - GENERAL FUND Division: 72100 - PLANNING

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

OTHER REVENUE $0 $3,900 $35,200 $0 $0

FEDERAL SOURCES $0 $0 $44,200 $86,000 $0

CONT FROM LOCAL UNIT $0 $0 $8,000 $35,200 $0

TRANSFERS IN $0 $10,000 $13,939 $0 $0

Total Revenues: $0 $13,900 $101,339 $121,200 $0

Expenditures

CONTRACT SERVICES $0 $13,367 $88,400 $88,400 $0

CAPITAL EQUIPMENT $0 $0 $149,600 $149,600 $0

Total Expenditures: $0 $13,367 $238,000 $238,000 $0

Funding

Fund: 238 - FEDERAL GRANTS Division: 72100 - PLANNING

RESOURCES


SHERIFF SHERIFF’S OFFICE

FUNCTION STATEMENT

Field Services Division

There are 60 employees assigned to the Field Services Division including 3 Lieutenants, 6 Sergeants, 35 deputies, 6 detectives and 10 civilian staff. Staff assigned to the Field Services Division are responsible for police services within Livingston County.

Responsibilities include responding to criminal and civil calls for service, accident investigation, traffic safety, complex investigations, maintaining law enforcement records and providing friendly and efficient customer service. The Field Services Division consists of three units:

• Uniform Services - Uniformed deputies responsible for response to emergency and nonemergency calls for service.

• Investigative Services - Responsible for investigating complex and serious criminal investigations.

• Special Services - Provide administrative support for the Sheriff’s Office, which includes reception staff, grant management, information technology, finance, human resource functions, and central records.

Jail Services Division

The Jail Services Division consists of 81 members which includes 1 Lieutenant assigned as the Jail Administrator and 2 Operations Lieutenants, 10 Sergeants, 57 full-time deputies and 11 civilian employees. This Division is responsible for the operation, safety and security of the Livingston County Sheriff’s Office 411-bed facility. There are three units within the Jail Services Division:

• Operational Services – Uniformed supervisors and deputies responsible for the security and safety of the inmates and staff 24 hours.

• Transport Services - Uniformed supervisors and deputies whose primary responsibility is the safe and secure transportation of inmates.

• Support Services – Provide services to the inmates and programs designed to encourage growth and reduce recidivism.

The Jail contracts with the U.S. Marshal Service to house federal inmates. In 2017, the average daily population of federal inmates was 48.58. Revenue generated from housing federal inmates offsets the cost of operating the Jail Services Division.

Animal Control Unit

The Livingston County Sheriff’s Office Animal Control Unit derives its authority through Michigan Compiled Laws, the Public Heath Code and the Livingston County Animal Control Ordinance. Deputies engage in programs and activities that protect, preserve, and promote the safety and health of Livingston County residents and domestic animals. The Animal Control Unit is a Sheriff’s Office uniformed services unit.


GOALS & OBJECTIVES

Public Safety: Create a common vision of safetyDepartment Goal 1: Provide a safe community for all

• Monitor communities for criminal activities

• Take appropriate enforcement actions on those involved with criminal activities

• Respond to all calls for service, both criminal and civil in nature

• Maintain a safe and secure Jail for staff and inmates

• Conduct thorough complex criminal investigations

Department Goal 2: Enhance relations with communities through quality of life and problem solving for youth and educations

• Work closely with students and administrators at educational institutions

• Provide safety and crime prevention information to businesses and residents

• Provide swift and targeted response to community problems

SHERIFF’S OFFICE

TARGET POPULATIONS


• All who visit and work in Livingston County

FUNCTION STATEMENT (CONTINUED)

• Animal Control Field Operations: Is dedicated to the education of Livingston County residents through the pro-active and progressive enforcement of many statutes to include but not limited to the Dog Law of 1919 (Sections 287.261 - 287.290), Dangerous Animals Act (Sections 287.321 - 287.323) Michigan Penal Code (Sections 750.49 - 750.70), Michigan Department of Agriculture and Rural Development Rabies Exposure Protocols and the Livingston County Animal Control Ordinance.

• Animal Control Mission Statement: The Livingston County Sheriff’s Office Animal Control Unit serves the residents of Livingston County by providing care, control and resolution to situations dealing with domestic animals in the County.

• Animal Control Vision Statement: To become the leader in progressive municipal animal control, to create and preserve a safe community that respects the human-animal bond through education and objective enforcement.

Core Values

• Integrity - We shall serve with a strong sense of honesty, morality and ethical character; as we are sworn to do.

• Respect - We shall treat people with courtesy, compassion and dignity.

• Accountability - We shall be responsible for our actions; personally and professionally.

FIELD SERVICES AND JAIL SERVICES DIVISIONS



Department Goal 3: Maintain safe travel within Livingston County

• Enforce traffic laws

• Investigate property damage and personal injuries

• Conduct thorough investigation and re-construction of fatal and serious injury accidents

Department Goal 4: Provide excellence in customer service

• Interact with customers in a courteous and professional manner

• Provide the citizens of Livingston County the opportunity to obtain firearm purchase permits

• Provide the citizens of Livingston County the opportunity to obtain fingerprints for CPL and Employment

• Maintain and protect the integrity of our report filing system.

SHERIFF’S OFFICE

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of self-initiated calls for service2 - 13,336 12,471 15,699 18,390 21,081

# of Calls for Service (excluding self-initiated)2 - 14,384 14,980 15,586 16,319 17,052

# of Criminal Arrest1 - 4,166 3,559 3,221 3,276 3,331

# of Cases assigned1 - 6,220 6,593 6,874 7,639 8,405

# of Traffic crashes investigated6 - 2,190 2,258 2,307 2,456 2,606

Average caseload per detective - 78 76 69 71 73

# of citations issued (Total)1 - 5,779 4,053 4,207 4,611 5,016

# of citations issued (Speeding)5 - 3,552 2,200 1,824 1,863 1,902

# of assigned cases to Detective Bureau - 456 477 482 505 527

# of overdose death investigations7 - 11 17 18 19 21

# of Firearm purchase permits processed/issued - 1,031 1,069 751 631 512

# of firearm purchase permits denied - 37 29 7 5 4

# of firearms registed to individuals - 7,427 9,658 8,034 7,607 7,179

# of firearms registed to dealers - 497 684 609 929 1,249


PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of fingerprints processed - 3,735 4,771 3,664 3,956 4,249

# of Sex Offender Verifications4 - 1,216 1,170 1,016 1,192 1,367

# of Criminal & Accident FOIA requests - 187 209 275 303 331

EFFICIENCY

% of priority one emergency calls responded to within 5 minutes2

97% 71% 72% 68% 78% 87%

% of service calls responded to within 15 minutes2 97% 86% 83% 85% 88% 90%

OUTCOMES

Part I, Violent crimes per 1,000 residents - 3.09 3.15 3.03 2.92 2.82

Part II, Non-violent crimes per 1,000 residents* - 6.44 6.62 7.04 7.62 8.20

# of traffic crashes per 1,000 residents* 6 - 11.61 11.97 12.23 13.11 13.98

# of fatal traffic crashes per 1,000 residents* 6 - 0.04 0.04 0.05 0.06 0.07

# of alcohol related crashes per 1,000 residents* 6 - 0.02 0.06 0.07 0.06 0.06

% of violent crimes cleared (closed/arrest, prosecution)3 100% 37% 33% 36% 53% 70%

% of non-violent crimes cleared (closed/arrest, pros-ecution)3

100% 55% 47% 45% 59% 73%

COSTS # of FTEs per 10,000 residents - 137 143 157 175 194

SHERIFF’S OFFICE

*2010 Census data indicates Livingston County Population at 188,6241 Data Source: Report Management System2 Data Source CAD Resource Monitor, Time used is ‘seconds2dispatch’3 Data Source: Criminal Justice Information Center, MSP4 MSP Dashboard, Sex Offender Registry5 Data Source: Report Management System6 MDOT Traffic Crash Reporting System7 Livingston County Medical Examiners Office (Sparrow Hospital)


PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of complaints responded to and associated follow up - 1,457 1,801 1,796 1,900 2,000

# of animal bites reported in County - 269 371 334 350 375

# of assists to health department - NA NA NA NA 200

# of warrants requested (misdemeanor and felony) - 33 29 53 65 70

# of ordinance violations issued - NA NA NA NA 100

OUTCOMES # of dog licenses issued - 5,764 5,638 5,824 5,900 6,000

# of animal complaints per 1,000 residents 8 7.85 9.7 8.9 10 12

SHERIFF’S OFFICE

ANIMAL CONTROL FIELD OPERATIONS

GOALS & OBJECTIVES

Public Safety: Collaborate with other agencies to provide the safest environment possible given the resources. Benchmark the population’s needs and develop new and innovative services that identify Livingston County as a desirable place to work, reside and recreate.Department Goal: To provide the highest level of animal related enforcement services to Livingston County residents and supporting law enforcement and public service agencies countywide.

• Respond to call for services via 911 Central Dispatch.

• Respond to animal bites and quarantine animals as for protocols.

• Initiate prosecution for violators of state statutes related to animals

• Increase the licensing compliance rate through education and enforcement.

• Reduce the incidents of animal complaints per resident.


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions



CRIME ANALYST 0.500 0.500 0.500

DATA ANALYST 0.500 0.500 0.700 NEW REQUEST 20 HOURS TO 28 HOURS

DEPUTIES 33.000 33.000 32.000 NEW REQUEST RECLASS TO SERGEANT

DETECTIVES 6.000 6.000 6.000


LIEUTENANT 3.000 3.000 3.000


OFFICE ASST/RECORDS 1.000 1.000 1.000

PROP ROOM OFICR TERM 1.000 0.000 0.000

PROPERTY ROOM OFFICR 0.000 1.000 1.000

SERGEANTS 6.000 6.000 7.000 NEW REQUEST RECLASS DEPUTY

SHERIFF 1.000 1.000 1.000

SPECIAL DEPUTY 0.600 0.550 0.550

UNDERSHERIFF 1.000 1.000 1.000

Total: 63.600 63.550 63.750

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FINES & FORFEITURES $297 $1,839 $0 $0 $0


OTHER REVENUE $40,721 $39,095 $29,930 $30,520 $30,520

FEDERAL SOURCES $0 $0 $36,000 $36,000 $36,000


GAIN ON SALE OF FIXE $7,600 $0 $10,000 $0 $0

TRANSFERS IN $0 $0 $0 $75,714 $0

Total Revenues: $369,550 $547,501 $449,650 $471,735 $467,731

Expenditures


HEALTHCARE $574,392 $633,772 $686,840 $787,107 $809,361

PENSION $771,490 $876,989 $830,326 $888,468 $909,889

OTHER BENEFITS $445,527 $467,772 $457,060 $489,183 $501,741


OFFICE SUPPLIES $12,890 $14,424 $13,500 $14,300 $14,300


Funding

Fund: 101 - GENERAL FUND Division: 30100 - SHERIFF

RESOURCES

Personnel



PROFESSIONAL SERV $0 $0 $3,915 $750 $750



FACILITIES MGMT $87,453 $94,311 $109,730 $116,366 $104,912

VEHICLES $654,233 $687,633 $570,202 $640,283 $646,687


TRAVEL $7,958 $11,827 $17,550 $27,525 $27,525

TRAINING $26,994 $21,265 $30,158 $37,750 $39,750




Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ANIMAL CONTROL OFFIC 0.000 0.000 2.000

Total: 0.000 0.000 2.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

PERMANENT SALARIES $0 $0 $66,783 $93,933 $98,734

HEALTHCARE $0 $0 $15,515 $24,882 $25,628

PENSION $0 $0 $13,490 $17,021 $17,890

OTHER BENEFITS $0 $0 $7,944 $9,720 $10,143

OP SUPPLIES & EQUIP $0 $0 $10,502 $8,250 $8,500


COMPUTERS & PHONES $0 $0 $13,921 $17,871 $17,871

VEHICLES $0 $0 $12,138 $22,917 $23,146

TRAVEL $0 $0 $210 $1,520 $1,520

TRAINING $0 $0 $310 $1,600 $1,600


Funding

Fund: 101 - GENERAL FUND Division: 30143 - SHRF - ANIMAL CONTROL

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


Total Revenues: $26,604 $25,947 $25,000 $23,000 $23,000

Expenditures

PERMANENT SALARIES $0 $0 $4,000 $0 $0

PENSION $0 $0 $796 $0 $0

OTHER BENEFITS $0 $0 $440 $0 $0

TRAINING $7,545 $12,000 $16,000 $20,000 $20,000


Funding

Fund: 263 - CORRECTIONS OFFICERS TRAINING Division: 35100 - JAIL

RESOURCES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

COURT SVCS DEPUTY 11.000 6.000 6.000

Total: 11.000 6.000 6.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures


OTHER BENEFITS $33,582 $38,386 $26,016 $26,035 $27,267

OP SUPPLIES & EQUIP $7,450 $556 $4,500 $13,248 $4,218

CONTRACT SERVICES $2,355 $344 $1,000 $1,350 $1,350


Funding

Fund: 101 - GENERAL FUND Division: 30500 - COURT SECURITY

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures




Total Expenditures: $2,500 $2,500 $13,000 $3,500 $0

Funding

Fund: 296 - CRIMINAL FORFETURE FUND Division: 30100 - SHERIFF

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FINES & FORFEITURES $1,582 $4,167 $0 $2,000 $2,000

Total Revenues: $1,582 $4,167 $0 $2,000 $2,000

Expenditures

PERMANENT SALARIES $13,431 $0 $0 $0 $0

PENSION $3,485 $0 $0 $0 $0

OTHER BENEFITS $1,649 $0 $0 $0 $0




Funding

Fund: 265 - DRUG LAW ENF FUND Division: 30100 - SHERIFF

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $0 $1,105 $0 $0 $0

INTEREST $350 $200 $0 $25 $25

FEDERAL SOURCES $57,764 -$9,477 $0 $3,000 $3,000

Total Revenues: $58,114 -$8,171 $0 $3,025 $3,025

Expenditures

PERMANENT SALARIES $0 $30,515 $23,000 $24,523 $0

PENSION $0 $6,357 $4,560 $4,792 $0

OTHER BENEFITS $0 $3,276 $2,521 $2,685 $0

OFFICE SUPPLIES $1,332 $0 $0 $0 $0

OP SUPPLIES & EQUIP $128,233 $15,645 $5,000 $3,000 $0

CONTRACT SERVICES $6,400 $0 $0 $0 $0

TRAVEL $0 $1,131 $0 $0 $0

TRAINING $0 $1,790 $0 $0 $0

Total Expenditures: $135,965 $58,715 $35,081 $35,000 $0

Funding

Fund: 266 - FEDERAL EQUITABLE SHARING DEA Division: 30100 - SHERIFF

RESOURCES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

CORRECTIONS OFFICER 57.000 57.000 57.000

INMATE SVC CLERK 0.500 0.000 0.000

JAIL BILLING SPEC 1.000 1.000 1.000

JAIL INTAKE SPECIALI 4.000 4.000 4.000

LIEUTENANT 3.000 3.000 3.000

SERGEANTS 10.000 10.000 10.000

SWAP OFFICER 1.000 1.000 1.000

Total: 76.500 76.000 76.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


RENTAL INCOME $1,617,438 $1,649,377 $1,701,608 $1,604,240 $1,608,416

OTHER REVENUE $565,217 $771,731 $498,000 $563,000 $538,000

FEDERAL SOURCES $18,412 $13,400 $16,800 $14,500 $14,500

STATE SOURCES $28,312 $34,125 $33,000 $34,200 $34,200


TRANSFERS IN $0 $0 $0 $121,300 $0

Total Revenues: $2,329,496 $2,512,516 $2,285,608 $2,342,340 $2,200,216

Expenditures


HEALTHCARE $806,797 $879,438 $944,278 $1,070,266 $1,102,585

PENSION $852,526 $933,827 $976,453 $1,010,094 $1,043,823

OTHER BENEFITS $460,884 $471,413 $512,568 $525,858 $545,068


OFFICE SUPPLIES $13,955 $10,184 $13,000 $12,000 $12,000


CONTRACT SERVICES $1,548,524 $1,799,987 $1,965,474 $1,839,478 $1,840,798



FACILITIES MGMT $503,894 $648,028 $723,636 $793,687 $715,563

VEHICLES $64,512 $84,868 $89,482 $81,205 $82,017


TRAVEL $6,407 $11,592 $24,250 $30,185 $30,185

TRAINING $12,890 $12,993 $19,000 $32,000 $32,000



Funding

Fund: 101 - GENERAL FUND Division: 35100 - JAIL

RESOURCES

Personnel


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

JAIL ED TEACHER 0.000 0.500 0.500

Total: 0.000 0.500 0.500

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

INTEREST $0 $1,163 $0 $140 $140

OTHER REVENUE $0 $369,565 $131,850 $142,000 $142,000

Total Revenues: $0 $370,728 $131,850 $142,140 $142,140

Expenditures


OTHER BENEFITS $0 $185 $1,656 $1,765 $1,765

OFFICE SUPPLIES $0 $345 $5,000 $6,000 $6,000






COST ALLOCATION $0 $0 $0 $786 $786


Total Expenditures: $0 $17,777 $166,256 $120,926 $125,976

Personnel

Fund: 595 - JAIL COMMISSARY FUND Division: 35100 - JAIL

RESOURCES

Funding


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FEDERAL SOURCES $8,600 $7,600 $7,600 $6,600 $6,600

Total Revenues: $8,600 $7,600 $7,600 $6,600 $6,600

Expenditures


PENSION $388 $1,173 $1,155 $988 $988

OTHER BENEFITS $583 $619 $640 $554 $554


Funding

Fund: 238 - FEDERAL GRANTS Division: 33100 - MARINE

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

TRANSFER OUT $148,551 $163,264 $176,345 $191,775 $196,351


Funding

Fund: 101 - GENERAL FUND Division: 30106 - SHERIFF-TRAFFIC SAFETY/SEC RD

RESOURCES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

DEPUTY TRAFFIC 2.000 2.000 2.000

Total: 2.000 2.000 2.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

STATE SOURCES $95,976 $95,976 $85,656 $77,400 $77,400

TRANSFERS IN $148,551 $163,264 $176,345 $191,775 $196,351

Total Revenues: $244,527 $259,240 $262,001 $269,175 $273,751

Expenditures


HEALTHCARE $17,886 $19,962 $21,094 $24,882 $25,628

PENSION $25,492 $30,251 $27,128 $29,293 $29,807

OTHER BENEFITS $14,816 $16,000 $14,918 $16,409 $16,689





FACILITIES MGMT $3,425 $1,464 $0 $0 $0

VEHICLES $37,970 $33,878 $43,803 $40,246 $40,649

TRAINING $0 $400 $290 $400 $400


Funding

Fund: 239 - STATE AND OTHER GRANTS Division: 30106 - SHERIFF-TRAFFIC SAFETY/SEC RD

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

STATE SOURCES $16,230 $48,165 $59,229 $12,000 $12,000

Total Revenues: $16,230 $48,165 $59,229 $12,000 $12,000

Expenditures

PERMANENT SALARIES $0 $0 $2,295 $0 $0

PENSION $0 $0 $457 $0 $0

OTHER BENEFITS $0 $0 $249 $0 $0


COMPUTERS & PHONES $0 $11,768 $0 $0 $0

TRAINING $11,993 $11,711 $14,900 $12,000 $12,000



Funding

Fund: 239 - STATE AND OTHER GRANTS Division: 30100 - SHERIFF TRAINING

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

OTHER REVENUE $0 $1,000 $1,000 $1,000 $1,000

STATE SOURCES $0 $400 $500 $500 $500

Total Revenues: $0 $1,400 $1,500 $1,500 $1,500

Expenditures

OFFICE SUPPLIES $0 $0 $150 $100 $100



COMPUTERS & PHONES $0 $0 $450 $0 $0

TRAINING $0 $0 $200 $250 $250


Funding

Fund: 278 - VICTIM SERVICES UNIT Division: 30100 - SHERIFF

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

TRANSFER OUT $0 $0 $0 $912,648 $0

Total Expenditures: $0 $0 $0 $912,648 $0

Funding

Fund: 101 - GENERAL FUND Division: 96631 - APPROPRIATIONS-OTHER PUB SFTY

RESOURCES


FUNCTION STATEMENT

The function of Livingston County 911 Central Dispatch is to receive emergency and non-emergency calls for service, as well as dispatch emergency services to those in need.

MISSION STATEMENT

The mission of the Livingston County 911 Central Dispatch is to assist in the safety and quality of life of the people in Livingston County by coordinating a comprehensive all-hazard emergency operational plan, and by providing professional, effective, efficient, telecommunication response to calls by citizens and dispatching the appropriate public safety responders.

VISION STATEMENT

The Vision Statement of Livingston County 911 Central Dispatch is to continue to service the residents of Livingston County and all agencies through continued education, and expanding technologically to accommodate the changing culture of our area.

OTHER

PUBLIC SAFETY 911 Central Dispatch

TARGET POPULATIONS

• Livingston County Residents & Visitors


• Livingston County Police, EMS, Fire Agencies, and Emergency Management

• Region I Medical Coalition Members

• State of Michigan MABAS Members

SERVICES & PROGRAMS

Dispatching EMS, Fire, Police, and additional on call services as needed for the county responders and citizens. Provide on-going customer service for citizens and public safety responders in crisis situations through emergency/non-emergency call management.


GOALS & OBJECTIVES

Public Safety: Collaborate with other agencies to provide the safest environment possible for Livingston County residents and responders.Department Goal: To appropriately process and dispatch all emergency and non-emergency calls for Livingston County.

• Complete training and implement use of EFD and EPD protocols.

• Finalize and approve plans to begin construction on new 911 facility.

• Complete the remaining necessary steps to obtain accreditation in EPD.

• Begin process of accreditation for EFD.

• Complete Back-up Center functionality with fiber connectivity.

• Begin transition of PFN fiber to replace existing copper phone lines county wide.

911 / CENTRAL DISPATCH

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Total Incoming Calls -- 127,825 126,659 177,867 185,000 190,000

Total Outgoing Calls -- 34,690 35,230 38,873 42,000 45,000

Total Dispatched Calls for Police, Fire, & EMS -- 162,340 172,766 178,659 182,000 187,000

New Dispatcher/New Certification Hours (Required within 2 years)

296 per Dispatcher 2,700 2,160 * 3,104 * 2,800 2,800

New Dispatcher Floor Training hours (Required within 18 months)

992 per Dispatcher 5,689 5,880 * 5,349 * 6,400 6,400

Continuing Education per Dispatcher (Minimum 76 hours required every 2 years)

76 per Dispatcher

^792 2,664 ** 800 ** 900 900

OUTCOMES EMD/EFD/EPD Customer Service Ratings 100% 97.03% 99.51% 99.80% 98.90% 99.00%

EFFICIENCY

Efficiency Answering Calls in < 10 seconds 90% 98.8% 94% 94% 95.0% 96.0%

Efficiency Answering Calls in < 20 seconds 95% NA NA 99% 99.0% 99.0%

COST Total operating costs per resident -- $24 $26 $25 $25 $25

* 100% achieved training goal ** 100% achieved training goal and exceeded^ Dispatch 24 hours, CPR 4 hours, EMD/EFD/EPD 48 hours


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

911 DIRECTOR 0.500 1.000 1.000


DEP DIRECTOR 911 1.000 1.000 1.000

DISPATCH SUPRVISOR - 4.000 4.000 4.000

DISPATCHER 25.000 25.000 25.000

DISPATCHER IRREG PT 0.000 0.600 0.600


OPERATIONS MANAGER 9 1.000 0.000 0.000

QUALITY IMPROVE SPEC 2.000 2.000 2.000

SHIFT LEADER 4.000 4.000 4.000

Total: 39.100 39.200 39.200

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


INTEREST $15,641 $53,233 $22,000 $22,000 $22,000

OTHER REVENUE $5,457 $1,701 $0 $0 $0

Total Revenues: $4,263,342 $4,282,792 $4,224,000 $4,223,500 $4,223,500

Expenditures



HEALTHCARE $278,083 $312,587 $337,164 $495,758 $511,929

PENSION $128,061 $130,037 $185,987 $173,494 $196,681

OTHER BENEFITS $135,087 $138,842 $157,710 $160,170 $175,896


OFFICE SUPPLIES $6,231 $5,967 $8,000 $9,000 $10,000






FACILITIES MGMT $93,679 $91,956 $123,164 $125,790 $114,392

VEHICLES $4,211 $34,418 $9,678 $11,774 $11,891


TRAVEL $11,244 $12,660 $28,800 $22,250 $21,750

TRAINING $21,205 $8,727 $17,000 $30,000 $30,000

Funding

Fund: 261 - 911 CENTRAL DISPATCH Division: 32500 - 911 CENTRAL DISPATCH

RESOURCES

Personnel


COST ALLOCATION $125,043 $140,972 $147,610 $147,684 $147,610

CAPITAL EQUIPMENT $174,850 $299,997 $100,000 $0 $10,000

TRANSFER OUT $0 $49,677 $0 $0 $0



2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

STATE SOURCES $372,245 $374,777 $372,250 $372,250 $372,250

Total Revenues: $372,245 $374,777 $372,250 $372,250 $372,250

Expenditures



COMPUTERS & PHONES $0 $0 $54,000 $102,000 $102,000


TRAINING $0 $0 $20,000 $0 $0

CAPITAL EQUIPMENT $79,149 $22,125 $0 $31,500 $0


Funding

Fund: 261 - 911 CENTRAL DISPATCH Division: 32525 - 911 CENTRAL DISPATCH -ENHANCED

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

STATE SOURCES $27,778 $29,368 $34,000 $26,646 $26,646

Total Revenues: $27,778 $29,368 $34,000 $26,646 $26,646

Expenditures

TRAVEL $6,806 $2,645 $9,000 $6,500 $6,500

TRAINING $18,010 $20,432 $25,000 $20,146 $20,146


Funding

Fund: 261 - 911 CENTRAL DISPATCH Division: 32526 - 911 CENTRAL DISP. TRAINING

RESOURCES


FUNCTION STATEMENT

The Livingston County Emergency Management Department (EMD) derives its authority through the Emergency Management Act (Public Act 390 of 1976) The Livingston County EMD is subsidized through the federal Emergency Management Performance Grant (EMPG) that is managed through the Michigan State Police, Emergency Management and Homeland Security Division. Livingston County EMD is part of a regional homeland security planning board comprised of emergency management programs from eight other counties and one city. This regional board is known as Region One. Livingston County EMD is responsible to the Livingston County Board of Commissioners and for community preparedness in the county. EMD takes part in hazard and emergency planning activities, mitigation processes; coordinates emergency, government, and private sector response efforts during disasters, and keeps the public informed on preparedness activities and during actual events.

MISSION STATEMENT

Protect the Livingston County community through preparedness planning and information sharing. Prepare for, prevent, respond to, mitigate, and recover from disasters, emergencies, and threats to our county and our region. Unite emergency disciplines, private partners, and government officials to work cooperatively in times of crisis. Bring best practices, training, and exercises for emergency management to Livingston County.

VISION STATEMENT

Lead and work cooperatively with emergency response and community partners to protect Livingston County from all threats, hazards, and disasters.

VALUE STATEMENT

Public safety and public trust through commitment, integrity, and partnership.

OTHER

PUBLIC SAFETY EMERGENCY MANAGEMENT

TARGET POPULATIONS


• Business Owners

• Special Needs Populations

• Schools


• Local County Government Officials

• County First Responders and Communication Specialists

• Volunteers and Charitable Organizations


GOALS & OBJECTIVES

Public Safety: Livingston County will collaborate with other agencies to provide the safest environment possible. Benchmark the population’s needs and develop new and innovative service that identify Livingston County as a desirable place to work, reside, and recreate.Department Goal: Develop emergency and disaster plans with local and county government officials, emergency personnel, human services organizations, volunteers, private sector partners, schools, and citizens. Train on and exercise the emergency and disaster plans to prepare responders and the community to be resilient during an emergency or disaster.

• Develop, review, update and approve emergency and disaster plans at the county and local level.

• Train first responders, government officials, school officials, and community members.

• Exercise developed and approved emergency and disaster plans with responders, local and county officials, and community members to identify plan gaps, inefficiencies, and best practices.

• Respond to and evaluate potential emergency or disaster events.

• Inform Livingston County citizens about preparedness and planning for potential emergencies and disasters

EMERGENCY MANAGEMENTSERVICES & PROGRAMS

All Emergency Management functions to include planning, prevention, response, recovery and mitigation activities. Maintain the emergency operations center for the county. Liaison with local, region, state and federal partners. Respond to and assess disasters and emergencies. Identify and assess critical infrastructure and SARA Title II & III sites. Utilize Federal Grants for emergency management and terrorist prevention activities. Maintain county and local response plans. Conduct safety reviews. Facilitate planning, training, drills, and exercises within schools and county infrastructure. Disseminate appropriate homeland security information to local response agencies. Public service announcements and warnings as appropriate for citizens and county employees utilizing traditional media outlets, social media, and available warning systems.

PROGRAM MEASURES


2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Emergency plans developed, updated and/or reviewed 10 14 14 18 14

Local Adoptions of County Hazard Mitigation Plan 10 -- 6 19 20

Emergency Management training and conferences attend, facilitated, or instructed by staff

16 15 30 16 16

Technology methods utilized to commmunicate with citizens 3 3 5 5 5

School safety meetings and interactions 8 12 13 10 8


EMERGENCY MANAGEMENTPROGRAM MEASURES


2017 Actual

2018 Estimated

2019 Projected

WORKLOADEmergency Plan Exercises 6 15 14 10 6

Response to emergency events -- 18 28 27 10

OUTCOMES

# of Emergency Plans in process for update or completion

10 16 18 25 20

# of Local and County and response agencies participating in planning and training events

12 19 19 19 12

# of people trained on Emergency Management or Disaster Topics

150 182 297 188 150

# of school lockdown drills observed 7 5 3 4 4

# of followers on Emergency Management Facebook page

500 0 690 970 1050

Informational Posts and PSA's on E.M. Facebook 50 0 38 50 50

PSAs and information regarding Emergency management utilzing local radio and newspaper website

5 5 5 50 5

Public Alerts utilizing the Everbridge Mass Communication System

-- -- 6 100 + 100 +

Emergency Management Planning and Response Exercises

6 15 14 8 6

# of People participating in emergency and disaster drills/ exercises (exc. school safety drills)

200 511 504 400 200

Federal Grants Managed 3 3 5 5 5


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

EM REG PLANNER 0.730 0.730 0.600

EMERGENCY MANAGER 1.000 1.000 1.000

Total: 1.730 1.730 0.600

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TRANSFERS IN $26,996 $34,019 $34,019 $34,019 $34,019

Total Revenues: $26,996 $34,019 $34,019 $34,019 $34,019

Expenditures


HEALTHCARE $7,200 $8,007 $10,343 $12,441 $12,814

PENSION $9,245 $13,519 $13,779 $14,453 $15,238

OTHER BENEFITS $6,068 $7,616 $7,929 $8,324 $8,703


OFFICE SUPPLIES $717 $667 $1,500 $1,500 $1,500

OP SUPPLIES & EQUIP $549 $785 $3,710 $1,637 $1,700




FACILITIES MGMT $2,433 $1,227 $3,855 $1,939 $1,748

VEHICLES $39,082 $8,471 $8,924 $9,095 $9,186

TRAVEL $120 $175 $10,000 $600 $700

TRAINING $826 $980 $2,000 $1,900 $2,000

TRANSFER OUT $0 $0 $45,000 $0 $0


Funding

Fund: 101 - GENERAL FUND Division: 42600 - EMERGENCY MNGMT

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FEDERAL SOURCES $58,013 $168,309 $307,970 $279,527 $306,878

Total Revenues: $58,013 $168,309 $307,970 $279,527 $306,878

Expenditures


PENSION $2,770 $4,074 $6,866 $6,019 $7,569

OTHER BENEFITS $1,868 $2,129 $3,400 $2,973 $3,739




TRAVEL $0 $1,940 $6,400 $16,000 $15,000

TRAINING $384 $20,000 $3,300 $15,000 $15,000

CAPITAL EQUIPMENT $0 $0 $0 $156,659 $170,816

TRANSFER OUT $26,996 $34,019 $34,019 $34,019 $34,019


Funding

Fund: 238 - FEDERAL GRANTS Division: 42600 - EMERGENCY MNGMT

RESOURCES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

PUBLIC DEFEND ADMIN 0.000 0.000 1.000

Total: 0.000 0.000 1.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

STATE SOURCES $0 $0 $0 $473,484 $473,484

TRANSFERS IN $0 $0 $0 $912,648 $912,648

Total Revenues: $0 $0 $0 $1,386,132 $1,386,132

Expenditures

PERMANENT SALARIES $0 $0 $0 $90,259 $90,259

HEALTHCARE $0 $0 $0 $17,106 $17,106

PENSION $0 $0 $0 $16,354 $16,354

OTHER BENEFITS $0 $0 $0 $8,453 $8,453



CONTRACT SERVICES $0 $0 $0 $1,228,793 $1,228,793


COMPUTERS & PHONES $0 $0 $0 $10,353 $10,353

FACILITIES MGMT $0 $0 $0 $2,029 $2,029

TRAVEL $0 $0 $0 $5,600 $5,600

TRAINING $0 $0 $0 $3,600 $3,600

Total Expenditures: $0 $0 $0 $1,386,132 $1,386,132

Funding

Fund: 260 - INDIGENT DEFENSE FUND Division: 17200 - COUNTY ADMINISTRATION

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures





Fund: 101 - GENERAL FUND Division: 16700 - APPELLATE COURT

RESOURCES

Funding


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ACCOUNT CLERK 1.500 1.500 1.000 ELIMINATE VACANT POSITION

ADMIN CT SPEC 1.000 0.000 0.000

ADMIN SPEC 0.500 0.000 0.000

CORTS PRG COORD 1.000 0.000 0.000

COURT ADMIN COORD 0.000 1.000 1.000

COURT FIN OFFICER 1.000 1.000 1.000

COURTS PRGRM LIASON 1.000 1.000 1.000

CRT SECRTY OFF 0.000 5.000 5.000

LEAD CRT SECRTY OFF 0.000 1.000 1.000

OFFICE-ASSISTANT 1.000 1.000 1.000

PROBATION OFFICER 1.000 1.000 0.000 TRANSFERRED TO DISTRICT

RESOUCE COORDINATOR 0.000 0.000 1.000 2017-11-179

SWIFT&SURE CASE MNG 1.000 1.000 1.000

Total: 9.000 13.500 13.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $1,012 $675 $900 $882 $882

RENTAL INCOME $4,210 $12,730 $13,080 $2,280 $2,280

OTHER REVENUE $32,673 $57,302 $19,000 $28,896 $28,896

STATE SOURCES $557,629 $449,024 $600,000 $562,147 $562,147

TRANSFERS IN $0 $100,000 $100,000 $798,768 $0

Total Revenues: $595,523 $619,731 $732,980 $1,392,973 $594,205

Expenditures


HEALTHCARE $30,874 $38,644 $96,827 $135,599 $139,591

PENSION $19,296 $27,318 $64,627 $81,303 $85,313

OTHER BENEFITS $13,483 $15,676 $44,282 $52,327 $54,521

OTHER EMPLOYEE COMP $895 $1,528 $1,800 $5,400 $5,400

OFFICE SUPPLIES $484 $122 $1,000 $1,350 $1,350






FACILITIES MGMT $546,450 $535,163 $547,010 $563,447 $507,986

Funding

Fund: 101 - GENERAL FUND Division: 16800 - CENTRAL SERVICES JUDICIAL CNTR

RESOURCES

Personnel



TRAVEL $0 $46 $915 $2,500 $2,560

TRAINING $0 $0 $325 $6,175 $6,235

CAPITAL EQUIPMENT $0 $226,645 $288,156 $798,768 $0



Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

PROBATION OFFICER 1.000 2.000 2.000

PROBATION OFFICER JU 1.000 1.000 1.000

SR PROBATION OFFICER 1.000 1.000 1.000

Total: 3.000 4.000 4.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

OTHER REVENUE $212,557 $158,204 $217,100 $142,700 $142,700

STATE SOURCES $1,138,266 $1,060,818 $1,413,000 $1,627,209 $1,627,120

TRANSFERS IN $707,037 $883,711 $849,181 $899,437 $899,437

Total Revenues: $2,057,861 $2,102,733 $2,479,281 $2,669,346 $2,669,257

Expenditures


HEALTHCARE $52,152 $68,995 $79,731 $96,288 $99,085

PENSION $36,605 $49,310 $56,687 $59,031 $61,107

OTHER BENEFITS $32,873 $34,873 $42,995 $44,269 $45,594


CONTRACT SERVICES $1,911,213 $1,468,302 $1,846,086 $2,003,400 $2,021,670


Funding

Fund: 292 - CHILD CARE FUND Division: 66200 - CHILD CARE/ JUVENILE

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TRANSFERS IN $547,000 $845,000 $845,000 $1,080,000 $1,080,000

Total Revenues: $547,000 $845,000 $845,000 $1,080,000 $1,080,000

Expenditures



Total Expenditures: $741,644 $804,974 $845,000 $1,080,000 $1,080,000

Funding

Fund: 292 - CHILD CARE FUND Division: 66300 - CHILD CARE /SS

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

OFFICE SUPPLIES $4,208 $4,286 $4,500 $4,500 $4,500



FACILITIES MGMT $26,542 $27,132 $38,744 $40,778 $36,764

EQUIP MAINT & REPAIR $366 $469 $765 $1,000 $0


Funding

Fund: 101 - GENERAL FUND Division: 15100 - CIRCUIT COURT PROBATION

RESOURCES


JUDICIAL Circuit court

FUNCTION STATEMENT

The Livingston County Circuit Court is a court of general jurisdiction, hearing cases and controversies seeking damages in excess of $25,000.00 in addition to all felony and family matters. Our family division judges have jurisdiction over cases involving juvenile delinquents, abused and neglected children, adoptions, name changes, emancipations, parental consent waivers and domestic relation cases.

MISSION STATEMENT

The mission of the Livingston County Circuit Court is to administer justice with fairness, equality, and integrity, to resolve matters before the court in a timely manner and to provide courteous and prompt service in a manner that inspires public trust and confidence.

TARGET POPULATIONS



• Alternative Dispute Resolution Services (ADR)

• Case Evaluation

• Public Defender Services

• Mediation Services

• Transcription Request Services

• Media Request & Viewing Portal

• Michigan Appellate Assigned Counsel System program

• Courthouse Technologies (interactive jury system)

GOALS & OBJECTIVES

Courts: Providing understanding, responsive customer service that ensures each individual is treated with courtesy, dignity and respect in a fair and efficient manner through equal access to a fair and impartial system of justice.Department Goal 1: Provide a safe and courteous environment for all people who work in and use the services of the Circuit Court.

• Maintain a competent security team to provide safety in the Judicial Center.



Department Goal 2: Provide accurate, efficient, and timely service to the public and attorneys.

• Maintain a well-trained and professional staff to provide the Circuit Court services.

Department Goal 3: Expand and use technology where applicable to become more efficient and effective.

• Continue the Circuit Court’s partnership with Courthouse Technologies and other major vendors who supply innovative technology.

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of jurors that reported - - - 1,359 1,600 1,600

# of jury verdicts - - - 32 32 32

# of Veterans Court participants - 15 21 23 20 20

# of Intensive Treatment Mental Health Court participants

- 26 41 39 36 36

# of Juvenile Drug Treatment Court participants

- 17 17 14 16 16

# of Family Treatment Court participants - 12 14 7 6 0

# of Adult Drug Treatment Court participants

- 86 101 96 95 95

# of Swift and Sure Sanctions Probation Program participants

- 81 50 61 51 51

OUTCOMES Clearance rates 100% 122% 87% 93% 93% 93%

CIRCUIT COURT


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

CC ADMIN SEC/CRT REC 1.000 1.000 1.000

CC/PROBATE ADMIN 1.000 1.000 1.000

CHIEF CIRCUIT JUDGE 1.000 1.000 1.000

CIRCT CT ADMIN COORD 1.000 1.000 1.000

CIRCUIT JUDGE 1.000 1.000 2.000 TRANSFERRED FROM DISTRICT

CLERK / COURT RECORD 2.000 0.000 0.000

COURT RECORDER 0.000 3.000 3.000

JUD SEC CC 1.000 0.000 0.000

JUD SECTRY/ASSIGN CL 1.000 3.000 3.000

RESEARCH ATTORNEY 2.000 3.000 3.000

SECRETARY 1.000 1.000 1.000

VET COURT COORDINTR 0.000 0.000 1.000 NEW REQUEST

Total: 12.000 15.000 17.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

CHARGES FOR SERVICE $84,970 $47,591 $80,900 $900 $900

OTHER REVENUE $1,179 $0 $0 $0 $0

STATE SOURCES $93,936 $92,124 $92,448 $92,236 $92,236

Total Revenues: $180,085 $139,715 $173,348 $93,136 $93,136

Expenditures


TEMPORARY SALARIES $6,102 $0 $16,800 $0 $0

HEALTHCARE $111,436 $120,233 $166,458 $182,634 $187,854

PENSION $60,814 $76,048 $97,557 $79,221 $82,601

OTHER BENEFITS $45,063 $45,633 $60,818 $49,275 $52,498


OFFICE SUPPLIES $6,258 $8,666 $12,000 $9,000 $9,450

OP SUPPLIES & EQUIP $15 $32 $800 $1,600 $840




COMPUTERS & PHONES $819 $716 $700 $0 $0

TRAVEL $2,419 $1,371 $4,750 $3,690 $3,825

TRAINING $250 $788 $2,275 $600 $600


Funding

Fund: 101 - GENERAL FUND Division: 13100 - CIRCUIT COURT

RESOURCES

Personnel


JUDICIAL district court

FUNCTION STATEMENT

The District Court is divided into the following divisions: Traffic, Criminal, Civil and Probation. The Traffic Division is responsible for uploading tickets from police agencies into our computer system which makes this division paperless. We also take payments for tickets, schedule informal hearings for disputed tickets and notifying the Secretary of State of case dispositons. The Criminal Division issues search warrants, conducts initial arraignments and sets bond in all adult criminal cases. Preliminary examinations are scheduled in all felony matters prior to bind over to Circuit Court. Misdemeanor cases under state statute or local ordinance are scheduled for pretrial conferences and jury or non-jury trials unless a guilty plea is entered. Convicted defendants are sentenced following pre-sentence investigation and compliance with the Michigan Crime Victims’ Rights Act. Convictions are reported to the appropriate agencies with fines, costs, restitution and bonds collected and disbursed pursuant to law. The Civil Division processes all civil disputes seeking money damages up to $25,000, small claims up to $6,000 and landlord-tenant disputes. District Court also performs weddings. The Probation Department supervises persons placed on probation by the Court. It is responsible for monitoring the requirements that must be performed by the Probationer. The Probation Department also performs assessments of alcohol offenders, prepares pre-sentence investigations for the Court.

MISSION STATEMENT

Our mission is to uphold the law and provide justice for all. We will provide equal trial court services to all persons in a professional, efficient and timely manner.

TARGET POPULATIONS

• Litigants

• Attorneys

• Law Enforcement



Problem solving Courts:

• Mental Health Court

• Drug Treatment Court

• Veterans Court

• Thinking Matters: a cognitive program at the Livingston County Jail


PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of Civil infractions - 16,341 15,212 13,057 12,100 13,000

# of Civil, small claims, LT - 5,040 4,679 4,941 5,400 5,500

# of Misdemeanors - 3,897 4,101 3,546 3,000 3,500

# of Felonies - 920 921 894 900 1,000

# of weddings - 115 128 152 140 140

EFFICIENCY SOS Abstract timeliness Report 100% 99% 100% 100% 100% 100%

OUTCOME Clerance rate * 100% 99% 102% 102% 100% 100%

CUSTOMER SERVICE

Public Satisfaction Survey Results 100% 91.8% 83.8% - 90% 95%

DISTRICT COURTGOALS & OBJECTIVES

Courts: Providing understanding, responsive customer service that ensures each individual is treated with courtesy, dignity and respect in a fair and efficient manner through equal access to a fair and impartial system of justice.Department Goal 1: Provide access and services to all Court Users in a fair manner.

• Resolve civil and criminal matters fairly and efficiently.

• Allocating resources to implement those mandates of the Legislature and theMichigan Supreme Court .

Department Goal 2: Provide efficient and courteous assistance.

• Protecting the rights of all persons regardless of race, gender, religious or sexualpreference.

• Provide a dignified, safe and courteous environment for all people who work in anduse the services of the Court.

* the number of outgoing cases as a percentage of incoming cases


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ACCOUNT CLERK 1.000 1.000 1.000

CHIEF ACCOUNT CLERK 1.000 1.000 1.000

CHIEF DEPUTY CLERK 1.000 1.000 1.000

CHIEF PROBATION OFFI 1.000 1.000 1.000

DEP CLERK/OFF TECH 0.000 1.000 1.000

DEP CLRK/PROB SECTRY 0.000 1.000 1.000

DEPUTY COURT CLERK 12.500 10.500 9.500 WAGE STUDY

DISTRICT COURT ADMIN 1.000 1.000 1.000

DISTRICT COURT JUDGE 3.000 3.000 2.000 TRANSFERRED TO CIRCUIT

DIVISION LEADER 2.000 2.000 2.000

DIVISION LEADER DC 1.000 1.000 1.000

JUD SECRETARY/CT REC 3.000 0.000 0.000


LAWCLERK/ATTY MAGSTR 3.000 3.000 3.000

LEAD DEPUTY CLERK 0.000 0.000 1.000 WAGE STUDY

LEAD PROB OFFICER 0.000 1.000 1.000

MAGISTRATE 1.000 1.000 1.000

PROBATION OFFICER 3.500 2.000 3.000 TRANSFERRED FROM CENTRAL SVCS

PROBATION OFFICER IN 0.630 0.000 0.000

Total: 34.630 32.500 32.500

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FINES & FORFEITURES $339,230 $311,717 $319,000 $319,000 $319,000


OTHER REVENUE $62,916 $69,475 $75,000 $75,000 $75,000

STATE SOURCES $174,792 $174,818 $175,172 $175,172 -$99,172

Total Revenues: $3,244,413 $3,079,869 $3,256,372 $3,256,372 $2,982,028

Expenditures


HEALTHCARE $302,143 $324,688 $350,716 $403,591 $415,154

PENSION $142,652 $182,520 $186,250 $194,664 $205,317

OTHER BENEFITS $108,528 $111,194 $124,200 $128,082 $134,187


OFFICE SUPPLIES $37,964 $30,258 $32,787 $38,000 $0


Funding

Fund: 101 - GENERAL FUND Division: 13600 - DISTRICT COURT

RESOURCES

Personnel






TRAVEL $6,183 $2,979 $8,640 $4,000 $4,075

TRAINING $10,455 $8,354 $6,000 $1,505 $1,505



2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FEDERAL SOURCES $319,493 $190,527 $467,764 $354,982 $359,500

Total Revenues: $319,493 $190,527 $467,764 $354,982 $359,500

Expenditures


HEALTHCARE $13,345 $13,486 $11,506 $19,283 $19,861

PENSION $8,522 $3,914 $12,690 $12,016 $12,575

OTHER BENEFITS $5,174 $2,134 $6,545 $6,247 $6,483

OFFICE SUPPLIES $341 $208 $2,200 $1,700 $1,700



TRAVEL $10,378 $7,210 $14,941 $7,250 $7,250

TRAINING $0 $3,373 $5,000 $3,750 $3,750


Fund: 238 - FEDERAL GRANTS Division: 16800 - CENTRAL SERVICES JUDICIAL CNTR

RESOURCES

Funding


JUDICIAL FRIEND OF THE COURT

FUNCTION

The Friend of the Court (FOC) is part of the judicial system and assists the 44th Circuit Court in making decisions regarding families going through separation or divorce. The primary duties of the FOC are: to investigate and make recommendations to the court regarding child custody, parenting time, and child support; to monitor and manage the collection and disbursement of child support payments; and to enforce custody, parenting time, and child support orders. Throughout the year, FOC hosts the SMILE Program which is a divorce and separation program for parents to provide them with education and resources for themselves and their children to assist in going through this process.

The FOC is open to the public 45 hours per week, including the lunch hour, and has an Interactive Voice Response System that allows 24/7 access for clients to their support accounts.

TARGET POPULATIONS

• Parents with court cases involving separation or divorce.

GOALS & OBJECTIVES

Providing understanding, responsive customer service that ensures each individual is treated with courtesy, dignity and respect in a fair and efficient manner through equal access to a fair and impartial system of justice.• Manage the collection and disbursement of child support payments.

• Assist the court by making recommendations involving child custody, parentingtime, and child support matters

• Pay all claims authorized by Board for payment in a timely manner.• Enforce the court orders regarding support.

• Perform domestic relations referee hearings.

• Comply with state and federal regulations regarding child support, parenting time,and custody.


Collection of support payments; assist parents with questions regarding their case; perform reviews of child support orders for modification if appropriate; and coordinate the SMILE program for parents.


PROGRAM MEASURESFRIEND OF THE COURT


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD # of cases _ 5,688 5,643 5,732 5,750 5,775

EFFICIENCY

Support Order Establishment Rate - 81% 79% 81% 82% 82%

Collection Rate on Current Support - 79% 81% 81% 82% 82.5%

Collection Rate on Arrears - 78% 82% 83% 83% 83.5%

OUTCOMESTotal Collections - $27,305,000 $27,463,263 $27,872,000 $27,900,000 $28,000,000

SMILE program participants - NA NA 430 480 510


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ATTORNEY REFEREE FOC 3.000 3.000 3.000

CASEWORKER 7.000 7.000 7.000

CHIEF ACCT CLERK FOC 1.000 1.000 1.000

CHIEF CHILD SUPPORT 1.000 1.000 1.000

CLERK 5.000 4.000 4.000

CONCILIATOR 0.500 0.500 0.500

COURT INVESTIGATOR/M 1.000 0.000 0.000

DEPUTY FOC 1.000 1.000 1.000

FOC REFEREE COORD 1.000 1.000 1.000

FRIEND OF THE COURT 1.000 1.000 1.000

INVESTIGATOR 1.000 1.000 1.000

LEAD CLERK 0.000 1.000 1.000

LEAD ENFORCE CSWRKR 1.000 1.000 1.000

LEAD INVESTIGATOR 0.000 1.000 1.000

OFFICE COORDINATOR 1.000 1.000 1.000

SECRETARY 1.000 1.000 1.000

SUPPORT ENFORCEMENT 1.000 1.000 1.000

Total: 26.500 26.500 26.500

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FINES & FORFEITURES $0 $0 $50 $50 $50


INTEREST $528 $1,983 $900 $900 $900

OTHER REVENUE $4,253 $12,596 $2,966 $2,966 $2,966

FEDERAL SOURCES $1,380,058 $1,374,464 $1,268,000 $1,268,000 $1,268,000

STATE SOURCES $232,061 $183,852 $180,000 $180,000 $180,000

TRANSFERS IN $886,777 $890,537 $866,777 $886,777 $866,777

Total Revenues: $2,659,289 $2,615,107 $2,483,393 $2,503,393 $2,483,393

Expenditures


HEALTHCARE $255,988 $270,539 $285,892 $341,386 $351,084

PENSION $153,168 $197,538 $196,591 $208,095 $216,052

OTHER BENEFITS $115,650 $123,706 $129,435 $134,974 $139,362


OFFICE SUPPLIES $11,175 $12,397 $13,240 $13,240 $13,240

Funding

Fund: 215 - FRIEND OF THE COURT Division: 14100 - FRIEND OF THE COURT

RESOURCES

Personnel






FACILITIES MGMT $61,711 $67,191 $75,327 $78,844 $71,083

VEHICLES $2,578 $2,067 $1,960 $2,000 $2,020


TRAVEL $3,267 $4,175 $6,500 $8,000 $8,000

TRAINING $640 $745 $5,000 $5,000 $5,000

COST ALLOCATION $218,555 $178,393 $155,285 $207,119 $155,285




2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

LICENSE & PERMITS $16,538 $16,590 $14,000 $14,000 $14,000

Total Revenues: $16,538 $16,590 $14,000 $14,000 $14,000

Expenditures



Fund: 214 - FAMILY COUNSELING SERVICES Division: 14100 - FRIEND OF THE COURT

RESOURCES

Funding


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

TRANSFER OUT $2,145,314 $2,599,988 $2,565,458 $2,875,214 $2,875,214


Fund: 101 - GENERAL FUND Division: 96610 - APPROPRIATIONS - COURTS

RESOURCES

Funding


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


Total Revenues: $13,058 $12,010 $13,200 $12,703 $12,703

Expenditures


OTHER BENEFITS $325 $400 $484 $462 $468

CONTRACT SERVICES $4,226 $0 $5,626 $1,800 $1,855

TRAVEL $765 $587 $1,000 $600 $630


Fund: 101 - GENERAL FUND Division: 15000 - GUARDIANSHIP

RESOURCES

Funding


JUDICIAL Juvenile Court

FUNCTION STATEMENT

The function of the Livingston County Juvenile Court is to administer justice on Juvenile Delinquency cases and Neglect Abuse proceedings within Livingston County.

MISSION STATEMENT

The mission of the Livingston County Juvenile Court is to develop programming for juveniles that balance the risk to the community with the needs of the child. The Juvenile Court also focuses on strengthening families through community support and services.

TARGET POPULATIONS

• Youth under the age of 17, who are involved in juvenile delinquent behavior

• Families with children under the age of 17 and involved with the Michigan Department of HumanServices


The Livingston County Juvenile Court offers many services and programs to juveniles and families including:

• Multi-Systemic Therapy

• Wraparound

• Girls Group

• Youth Assistance

• Mixed Martial Arts

• Juvenile Drug Treatment Court

• Family Treatment Court

• Court Appointed Special Advocate Program

• Parent Coach services

GOALS & OBJECTIVES

Courts: Continue to collaborate amongst the independent entities that are involved in court servicesDepartment Goal: To prevent out-of-home placement of juveniles and keep families together

• Provide community based programming as alternative to out-of-home placement



• Improve understanding of juvenile needs through risk needs assessments

Courts: Lead the courts into the futureDepartment Goal: To provide support and stability to juveniles and families

• Maintain a well educated and professional juvenile probation staff, support staff,and referee

• Strengthen community relationships to offer diverse and comprehensive help tofamilies

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of delinquency petitions filed - 274 277 328 233 233

# of neglect abuse petitions filed - 71 47 33 47 47

# of adoptions filed - 60 95 65 67 67

# of personal protection against juvenile filed - 11 3 19 12 12

# of participants Family Treatment Court - 12 14 7 4 4

# of participants Juvenile Drug Treatment Court

- 17 17 14 16 16

EFFICIENCY # of days spent in care(Court DL only) - 1,506 2,340 1,569 1,600 1,600

CUSTOMER SERVICE

Public Satisfaction Survey results 100% 91.8% 89.6% 89.6% 89% 89%

OUTCOMES

Successful Completion Rate for Wraparound Service

100% 70.0% 78.0% 77% 77% 77%

Successful Completion Rate for MST Program 100% 81% 92% 90% 87% 87%

JUVENILE COURT


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ATTORNEY REFEREE 1.000 1.000 1.000

CLERK 1.480 1.480 1.480

DEP JUV REG/CRT REC 1.000 1.000 1.000

INTAKE HEAR OFF/REF 0.000 1.000 1.000

JUV TRANSPORTER 0.480 0.480 0.480

JUVENILE DIVERSION C 1.000 1.000 1.000

JUVENILE SERVICES SU 1.000 1.000 1.000

PROB OFF/ADOPT CASWK 1.000 1.000 1.000

PROBATION OFFICER 2.000 1.000 1.000

REGISTER 1.000 1.000 1.000

SR. PROBATION OFFICE 1.000 0.000 0.000

Total: 10.960 9.960 9.960

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


OTHER REVENUE $100,396 $95,204 $129,625 $101,272 $101,272

STATE SOURCES $78,389 $39,195 $78,389 $78,389 $78,389

Total Revenues: $236,721 $182,769 $270,634 $221,726 $221,726

Expenditures


HEALTHCARE $57,139 $60,024 $60,545 $72,405 $74,457

PENSION $42,166 $48,489 $42,743 $45,375 $47,467

OTHER BENEFITS $31,112 $31,411 $29,833 $31,339 $32,609


OFFICE SUPPLIES $10,882 $8,987 $11,000 $9,245 $9,710




VEHICLES $7,688 $7,801 $7,951 $8,970 $9,175

TRAVEL $3,687 $3,852 $4,400 $3,900 $4,125

TRAINING $375 $1,124 $2,300 $1,500 $1,500


Funding

Fund: 101 - GENERAL FUND Division: 14900 - JUVENILE COURT

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

INTEREST $116 $139 $50 $0 $0

OTHER REVENUE $6,500 $3,250 $6,550 $0 $0

Total Revenues: $6,616 $3,389 $6,600 $0 $0

Expenditures



Fund: 269 - LAW LIBRARY FUND Division: 14500 - LAW LIBRARY

RESOURCES

Funding


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

CLERK 1.000 1.000 1.000

COURT RECORDER 1.000 1.000 1.000

DEPUTY PROBATE REGIS 2.000 2.000 2.000

GUARDIANSHIP REVIEWE 0.250 0.250 0.250

JUD SEC CJ/SCH CLRK 0.000 0.000 1.000


JUD.SECRETARY/SCHED. 1.000 0.000 0.000

PROBATE ADMINISTRATO 1.000 1.000 1.000

PROBATE JUDGE 1.000 1.000 1.000

RESEARCH ATTORNEY 1.000 1.000 1.000

Total: 8.250 8.250 8.250

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


OTHER REVENUE $10,654 $9,726 $9,400 $9,486 $9,486

STATE SOURCES $139,919 $142,727 $139,919 $140,855 $140,855

Total Revenues: $217,257 $210,014 $220,409 $212,664 $212,664

Expenditures


HEALTHCARE $73,318 $79,317 $87,295 $110,728 $113,900

PENSION $35,672 $45,057 $46,774 $47,919 $54,670

OTHER BENEFITS $35,509 $37,176 $39,415 $40,815 $43,907


OFFICE SUPPLIES $5,165 $5,988 $6,000 $6,146 $6,405





VEHICLES $0 $0 $210 $0 $212

TRAVEL $1,848 $2,076 $2,500 $2,400 $2,445

TRAINING $299 $1,223 $1,350 $900 $900


Funding

Fund: 101 - GENERAL FUND Division: 14800 - PROBATE COURT

RESOURCES

Personnel


JUDICIAL prosecuting attorney

FUNCTION

The Prosecuting Attorney is the chief law enforcement officer of Livingston County and is charged with the duty to see that the laws are faithfully executed and enforced to maintain the rule of law.

MISSION STATEMENT

To preserve and protect the rights, safety, and quality of life for the residents of Livingston County through diligent efforts to investigate and prosecute criminal offenses in Livingston County.

DEPARTMENT SUMMARY

The Prosecuting Attorney is the chief law enforcement officer of Livingston County and is charged with the duty to see that the laws are faithfully executed and enforced to maintain the rule of law. An elected official with a four-year term of office, the Prosecuting Attorney is independent of the Michigan Attorney General.

The Prosecuting Attorney’s office performs a wide array of legal duties including:

• Reviews, authorizes, and prosecutes all felony & misdemeanor violations of State criminal laws in CircuitCourt & District Court.

• Authorizes and prosecutes juvenile delinquency offenses and parental abuse & neglect cases in FamilyCourt.

• Files petitions to establish paternity and support for indigent children.

• Defends Livingston County convictions in the Michigan Supreme Court & Court of Appeals.

The Prosecutor’s Office also:

• Participates in the specialty courts overseen by the Livingston County courts, including Adult DrugCourt, Juvenile Drug Court, Intensive Treatment Court (i.e., mental health), Veteran’s Treatment Court,and Family Treatment Court.

• Prosecutes violations of Personal Protection Orders.

• Is available 24/7 on call for local police agencies.

• Supervises and administers the Livingston County Child Abuse Response Effort, a multidisciplinaryapproach to investigating child abuse and child sexual assault cases.

• Prosecutes mental health commitment petitions.

• Reviews and prosecutes animal, drug, and other criminal forfeitures.

• Represents the Secretary of State in driver license restoration appeals.

• Participates on the Community Corrections Board.

• Participates on the Child Death Review Team.


GOALS & OBJECTIVES

Public Safety: Create a common vision of safetyDepartment Goal 1: Hold accountable those offenders who have committed a crime

• Review and assist police investigations to ensure that adequate and sufficientevidence establishes guilt beyond a reasonable doubt.

• Prosecute cases consistent with the highest ethical standards and the highestcaliber of legal training and continuing education

Department Goal 2: Protect and preserve the rights of crime victims

• Notify victims of their rights and the services available to them

• Inform victims of the dates and results of court proceedings

• Ensure that the rights of victims are observed and enforced

• Maintain communication with victims throughout the court process

Department Goal 3: Ensure that support is provided for the care and maintenance of children and that children are protected from harm, abuse, and neglect

• Establish paternity

• Establish levels of support for indigent children

• File and prosecute petitions to protect abused or neglected children

TARGET POPULATIONS

• Livingston County citizens

• Victims of crime

• Local law enforcement agencies


• Prosecute all felony & misdemeanor violations of State criminal laws

• Assist Livingston County law enforcement agencies

• Assistance and support for crime victims

• Livingston County Child Abuse Response Effort

• Participates on the Community Corrections Board

PROSECUTING ATTORNEY


PROGRAM MEASURESPROSECUTING ATTORNEY


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of adult felonies issued - 845 858 857 858 850

# of adult misdemeanors issued - 2,829 1,875* 1,808 1,920 2,000

# of juvenile dependent neglect/abuse petitions filed

- 71 39 32 42 50

# of juvenile felony delinquent petitions filed

- 23 62 60 41 50

# of juvenile misdemeanor delinquent petitions filed

- 242 233 237 160 200

# of Family support cases filed

- 81 112 81 70 75

# of Paternity cases filed

- 38 39 43 40 45

# of District Court trials

- 30 51 19 12 15

# of Circuit Court trials

- 15 12 17 12 15

# of Michigan Court of Appeals filings

- 56 54 57 43 50

# of Supreme Court Filings

- 16 12 28 16 20

OUTCOMES

% of adult felonies denied

- 33% 33% 24% 25% 25%

% of adult misdemeanors denied

- 13% 24% 20% 20% 20%

# of Crime Victims requesting case statuses as a result of outreach

- 1,179 1,186 1,141 1,200 1,300

# of defendants pleading guilty as charged without a trial

- 2,278 2,106 2,094 1,520 1,700

*Beginning in 2016, additional cases were processed on tickets and are not reflected in this number.


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ADMINAIDE WARNTCLRK 1.000 1.000 1.000


ADMINISTRATIVE SPEC 1.000 1.000 1.000

ASST.PROS.ATTORNEY 1 0.000 1.000 4.000 NEW REQUEST STARTING IN APRIL

ASST.PROS.ATTORNEY2 5.000 3.000 4.000

ASST.PROS.ATTORNEY3 3.000 2.000 2.000

CHIEFASSIST PROSATTY 1.000 1.000 1.000

OFFICE MANAGER 1.000 1.000 1.000

PROSECUTOR 1.000 1.000 1.000

Total: 18.000 18.000 18.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


OTHER REVENUE $9,296 $16,029 $0 $0 $0

TRANSFERS IN $0 $23,759 $0 $0 $0

Total Revenues: $9,728 $40,381 $0 $0 $0

Expenditures


HEALTHCARE $150,662 $157,434 $207,907 $255,441 $249,326

PENSION $179,702 $216,822 $227,316 $242,225 $251,288

OTHER BENEFITS $116,320 $117,753 $127,061 $134,390 $138,290


OFFICE SUPPLIES $10,560 $10,783 $11,218 $12,000 $12,000



PROFESSIONAL SERV $1,513 $0 $0 $0 $0



FACILITIES MGMT $41,814 $44,378 $56,857 $61,043 $55,035


TRAVEL $7,110 $7,799 $9,400 $9,900 $9,900

TRAINING $3,523 $2,457 $5,000 $5,150 $5,150



Funding

Fund: 101 - GENERAL FUND Division: 26700 - PROSECUTING ATTORNEY

RESOURCES

Personnel


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions


VICTIMS RIGHTS COORD 1.000 1.000 1.000

Total: 2.430 2.430 2.430

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

STATE SOURCES $205,375 $127,074 $143,003 $143,003 $148,970

Total Revenues: $205,375 $127,074 $143,003 $143,003 $148,970

Expenditures


HEALTHCARE $9,269 $10,171 $12,549 $15,689 $16,076

PENSION $11,676 $12,631 $15,083 $14,673 $15,422

OTHER BENEFITS $7,346 $7,027 $8,130 $7,521 $7,873

OFFICE SUPPLIES $13,953 $8,969 $9,649 $9,728 $9,728



TRAVEL $301 $384 $479 $631 $631


Funding

Fund: 239 - STATE AND OTHER GRANTS Division: 26718 - PROSECUTING ATTY-CRM VCTM RTS

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Expenditures

TRANSFER OUT $87,480 $102,134 $102,389 $105,306 $107,149


Funding

Fund: 101 - GENERAL FUND Division: 26717 - PROSECUTING ATTY - FAMILY SUPP

RESOURCES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

ADMIN AIDE 0.500 0.500 0.500


SUPERVISING ATTORNEY 1.000 1.000 1.000

Total: 2.500 2.500 2.500

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

FEDERAL SOURCES $188,345 $183,905 $198,754 $207,468 $209,673

TRANSFERS IN $87,480 $102,134 $102,389 $105,324 $108,013

Total Revenues: $275,825 $286,038 $301,143 $312,792 $317,686

Expenditures


HEALTHCARE $18,183 $19,821 $24,568 $26,862 $27,608

PENSION $17,940 $22,572 $23,572 $24,179 $24,934

OTHER BENEFITS $13,635 $14,929 $16,039 $15,705 $16,126

OFFICE SUPPLIES $2,730 $1,513 $2,600 $1,914 $2,600




OTHER EXP & CHARGES $5,661 $430 $6,700 $3,700 $3,700


FACILITIES MGMT $10,112 $7,919 $8,074 $9,081 $8,187

VEHICLES $0 $105 $0 $0 $0


TRAVEL $844 $2,390 $2,600 $2,600 $2,600

TRAINING $0 $0 $400 $400 $400

COST ALLOCATION $16,172 $13,973 $18,807 $21,789 $18,807


Funding

Fund: 238 - FEDERAL GRANTS Division: 26717 - PROSECUTING ATTY - FAMILY SUPP

RESOURCES

Personnel


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

TRANSFERS IN $4,500 $4,500 $4,500 $9,000 $9,000

Total Revenues: $4,500 $4,500 $4,500 $9,000 $9,000

Expenditures


OTHER EXP & CHARGES $0 $5,939 $0 $0 $0


Fund: 290 - SOCIAL WELFARE FUND Division: 67000 - SOCIAL SERVICES

RESOURCES

Funding


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

OTHER REVENUE $11,119 $16,209 $15,000 $0 $0

STATE SOURCES $393,277 $348,839 $532,000 $764,800 $772,648

TRANSFERS IN $0 $0 $0 $62,627 $62,627

Total Revenues: $404,396 $365,047 $547,000 $827,427 $835,275

Expenditures


HEALTHCARE $21,353 $23,664 $17,454 $40,434 $28,832

PENSION $18,124 $16,205 $17,152 $26,181 $19,980

OTHER BENEFITS $10,975 $8,450 $8,906 $13,301 $10,293

OFFICE SUPPLIES $326 $373 $5,000 $12,035 $12,197




TRAVEL $0 $0 $918 $0 $0

TRAINING $0 $3,540 $4,500 $900 $900


Funding

Fund: 239 - STATE AND OTHER GRANTS Division: 16800 - CENTRAL SERVICES JUDICIAL CNTR

RESOURCES


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues

OTHER REVENUE $8,189,099 $9,159,017 $9,727,359 $10,985,603 $11,223,092

Total Revenues: $8,189,099 $9,159,017 $9,727,359 $10,985,603 $11,223,092

Expenditures


HEALTHCARE $7,369,841 $8,584,903 $8,120,700 $8,921,000 $9,021,000

PENSION $1,000,000 $130,000 $250,000 $500,000 $500,000

OTHER BENEFITS $998,151 $925,390 $1,030,000 $1,075,000 $1,085,000



OTHER EXP & CHARGES $2,987 $7,221 $7,000 $7,000 $0

COMPUTERS & PHONES $14,687 $0 $0 $0 $0


Funding

Fund: 677 - BENEFIT FUND Division: 85200 - BENEFITS

RESOURCES


INTERNAL SERVICE FUNDS

CARPOOL

FUNCTION

The Livingston County Car Pool Department is responsible for the procurement, maintenance, and disposal of Livingston County-owned vehicles. Car Pool operates a leasing program for departments that own vehicles whereby costs are spread out over several years rather than incurred up front, allowing departments to focus more of their annual operating budgets on services they provide to the community. Car Pool also maintains a fleet of five rental vehicles that departments can use for a nominal fee.

TARGET POPULATIONS

• Livingston County Departments with assigned vehicles and daily rental needs

MISSION STATEMENT

To provide county departments with safe and reliable vehicles through continual monitoring and maintenance efforts at the lowest possible cost to County taxpayers.

VISION STATEMENT

To provide excellent customer service to County departments by purchasing vehicles that meet departmental needs and being responsive to service requests while staying within departmental budgets.

GOALS & OBJECTIVES

Maintenance of Financial Integrity - To be an effective and efficient steward in delivering quality services within the constraints of sound fiscal policy. Department Goal: Purchase and maintain Livingston County’s fleet of vehicles at the lowest possible cost to County taxpayers.

• Purchase quality General Motors, Ford, and Chrysler vehicles at the lowest possible cost by taking advantage of competitively bid vehicles on State of Michigan and other county contracts

• Maximize in-house maintenance of County vehicles to keep maintenance costs low

• Reduce fuel costs by utilizing fuel purchase cards with the best incentives and rebates

SERVICES & FUNCTIONSProcurement and maintenance of County vehicles



• Take advantage of certain maintenance product purchases when on sale or at price breaks and keep in inventory; otherwise follow the just in time inventory philosophy

• Utilize the full value of County-owned vehicles prior to disposal

• Maximize resale value of County-owned vehicles that have met disposal criteria

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Total County Vehicles - 169 171 171 172 173

Total New/ Replacement Vehicles Ordered

- 16 15 20 15 12

Avg. Age of Fleet (years)

Useful Life

5.4 4.9 5.1 5.5 5.6

Maintenance Work Orders Processed - 1,471 1,433 1,583 1,763 1,851

EFFICIENCY

Carpool Total FTEs - 1 1 1.5 1.5 1.5

Hourly Overhead Rate (State Certified Mechanic)

- $42 $35 $37 $37 $39

Avg. Savings Per Vehicle by Piggybacking on Government Vehicle Contracts*

20% N/A 20.5% $6,515

21.5% $7,148"

30.3% $11,215

30% $11,115

OUTCOMES

Total Vehicle Repair & Maintenance Costs - $153,115 $173,124 $199,123 $194,569 $204,297

Total Cost of New/ Replacement Vehicles - $426,210 $446,287 $512,477 $369,075 $409,076

Avg. Cost of New/ Replacement Vehicle < $30K $26,638 $29,752 $26,972 $28,104 $29,509

Total Fuel Cost - $476,942 $432,183 $510,126 $536,597 $543,553

Loss Claims Submitted to MMRMA Insurance 0 3 1 1 0 0

Average Sale Price of Decomissioned Vehicles

- $2,111 $3,498 $4,009 $6,167 $3,667

CARPOOL

*Contract price vs. base retail price for sample of five commonly purchased vehicles (Dodge Caravan & Charger AWD, Ram 150 4WD & Traverse AWD, Chevy Tahoe 2WD) ** 2015 Actual hourly overhead rate was higher based on a one time $11,000 software charges


2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


OTHER REVENUE $1,733,770 $1,554,077 $1,514,181 $1,585,620 $1,584,869

GAIN ON SALE OF FIXE $19,888 $80,178 $32,500 $48,000 $44,440

Total Revenues: $1,753,984 $1,634,429 $1,546,831 $1,633,620 $1,629,309

Expenditures


HEALTHCARE $10,832 $17,957 $18,424 $21,633 $22,191

PENSION $3,802 $17,288 $11,434 $11,805 $12,186

OTHER BENEFITS $4,959 $6,790 $7,523 $7,752 $7,951


OFFICE SUPPLIES $0 $275 $1,400 $400 $404




VEHICLES $584,427 $669,945 $633,504 $757,659 $753,478


DEPRECIATION $479,900 $536,793 $290,000 $290,000 $292,900

CAPITAL EQUIPMENT $563,195 $607,054 $484,585 $0 $413,167


Funding

Fund: 661 - CAR POOL FUND Division: 26300 - CAR POOL

RESOURCES


INTERNAL SERVICE FUNDS FACILITIES

FUNCTION

The Livingston County Facility Services Department is actively engaged in maintaining properties owned by Livingston County.

MISSION STATEMENT

Provide safe, clean and comfortable space to the employees of Livingston County and visitors of County facilities.

VISION STATEMENT

Look for new and innovative ways to deliver the best materials and services to promote safe and healthy facilities for County employees.

DEPARTMENT SUMMARY

• Facility Services is an internal service department of Livingston County.

• Facility Services is charged with the maintenance of all County owned buildings and grounds. Maintenance includes planned preventative maintenance programs as well as cleaning and sanitizing facilities.

• Facility Services maintains and cares for over 506,081 square feet of building space as well as 1,400 acres of land.

• We contract with 24 vendors to ensure facilities are maintained appropriately and conform to State and Federal mandates.

• Facility Services strives to use new technology that includes replacing worn out equipment with hi-efficiency equipment. A priority project is replacing fluorescent, incandescent and hi-pressure sodium lights with LED lights. This lighting change allows for longer life span and reduces costs.

• Facility Services Department prides it’s self on proactive service instead of reactive service.

TARGET POPULATIONS

• Livingston County Departments


• Historical Committee

• Community Mental Health, City of Howell, Department of Human Services, Howell Carnegie Library


FACILITIES

Economic Development: Maintenance of Financial IntegrityDepartment Goal 1: Ensure that sufficient resources are available to provide required maintenance, repairs and replacement of facility infrastructure

• Anticipate and accurately forecast budget needs


• Custodial

• HVAC

• Painting

• Carpeting

• Building Repair & Construction oversight

• Preventative maintenance

GOALS & OBJECTIVES

Safety: Provide the safest environment possible given the resourcesDepartment Goal: Provide excellent, timely service while providing safe County facilities

• Maintain and protect county buildings and assets

• Explore new technology to provide more economical service

• Provide support to departments to better enhance their operations

• Provide clean safe environments to employees and public

• Promote a safe and satisfying work environment within our department

Department Goal 2: Maintain and assist in the development of County parks

• Develop lease agreements to generate revenue for park maintenance

• Maintain relationships with adjoining property owners

• Develop security measures to protect remote properties

• Maintain open space for leisure and enjoyment

PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

Work Orders 1,633 1,868 1,759 1,750 1,750

Invoices processed for payment 2,335 2,517 2,426 2,389 2,400

Number of County buildings maintained 45 46 46 46 46

Non-County owned buildings maintained through service contracts

7 7 7 7 7


PROGRAM MEASURES


2016 Actual

2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

County Parks maintained 2 2 2 2 2

Events held on County Grounds 47 55 58 58 58

SAFETY

Staff training hours on new technology & safety protocols

120 120 120 120 120 120

Workplace injuries triggering completion of an OSHA Injury Report

0 1 1 0 0 0

OUTCOMES

Energy Savings (electric) through MMRMA volume discount

$63,515 $57,596 $60,000 $60,000 $60,000

Transition to LED lighting 100% NA NA NA 51% 56%

COST Utilities $674,579 $691,874 $775,738 $780,000 $785,000

FACILITIES


Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions


ASST MAINT MECHANIC 0.000 1.000 1.000

CUSTODIAN 13.010 13.010 13.010

CUSTODIAN SHIFT LEAD 1.000 1.000 1.000

FACILITY SVC DIRECT 1.000 1.000 1.000

MAINTENANCE ASSISTAN 1.000 0.000 0.000

MAINTENANCE MECHANIC 4.000 4.000 4.000

MAINTENANCE SUPERVSR 1.000 1.000 1.000

Total: 22.010 22.010 22.010

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


RENTAL INCOME $156,990 $166,095 $172,686 $172,685 $0

OTHER REVENUE $2,296,243 $2,337,673 $2,581,266 $2,922,553 $2,434,460

GAIN ON SALE OF FIXE $0 $1,074 $0 $0 $0

TRANSFERS IN $289,254 $671,738 $745,000 $60,000 $0

Total Revenues: $2,882,196 $3,370,337 $3,664,787 $3,321,648 $2,601,870

Expenditures


TEMPORARY SALARIES $0 $15,648 $17,847 $0 $0

HEALTHCARE $145,064 $164,891 $182,244 $216,762 $222,786

PENSION $81,202 $167,466 $118,369 $123,800 $128,200

OTHER BENEFITS $85,511 $93,953 $106,284 $110,472 $114,324


OFFICE SUPPLIES $962 $1,279 $1,500 $1,700 $1,700



NON CONTRACTUAL SERV $115,498 $198,559 $174,975 $175,000 $175,000

PROFESSIONAL SERV $66,880 $54,982 $40,000 $0 $0



FACILITIES MGMT $702,344 $720,990 $737,819 $777,500 $777,500

VEHICLES $33,093 $66,304 $71,506 $84,398 $85,226


TRAVEL $274 $2,451 $2,200 $2,200 $2,200

Funding

Fund: 631 - FACILITY SERVICES FUND Division: 26500 - FACILITY SERVICES

RESOURCES

Personnel


TRAINING $1,895 $3,771 $7,200 $4,200 $4,200

DEPRECIATION $35,821 $76,964 $35,820 $104,000 $104,000

CAPITAL EQUIPMENT $339,429 $588,013 $785,857 $60,000 $0



INTERNAL SERVICE FUNDS

information technology

MISSION STATEMENT

The Livingston County Department of Information Technology provides high-quality, responsive, secure, and cost effective services to County departments, local governments and agencies enabling them to efficiently use technology to support the community.

DEPARTMENT SUMMARY

The Livingston County Department of Information Technology (DIT) provides varying levels of IT services to over 30 county departments, local public safety agencies, and several local governments. The DIT is responsible for establishing technology architecture, implementing and managing systems, applications, communications, and the overall management and security of the County’s information assets. The department is composed into the following work teams that facilitate IT service delivery:

Infrastructure Team

• Customer Service: Provides a central point of contact for technology needs, reporting incidents and service requests. Supports computing devices, printers, and desktop applications.

• Information Security: Ensures confidentiality, integrity, and availability of county information and systems through the governance and implementation of security controls aligned with the National Institute of Standards and Technology and the International Organization for Standardization on Information Security. The information security team has authority in monitoring, investigating, and compliance to ensure County assets and data are safeguarded.

• Network and Systems Support: Supports the networks which connect systems within the County, the Internet, and secure connections to local governments and the State of Michigan. The team administers and maintains the servers, storage, archival, and backup systems that support the computing environment.

• Public Safety: Supports the consolidated Livingston County Public Safety System (LCPSS) to include applications, communication devices, and incident handling.

• Telecommunication: Supports and administers the County’s Voice over Internet Protocol (VoIP) telephone system.

Application Team

• Application: Supports the County Enterprise Resource Planning (ERP) software for accounting, payroll, and human resources; supports applications for the County’s Courts and Prosecuting Attorney’s Office, Sheriff’s & Jail departments, and local police agencies; provides Enterprise Content Management business analysis, environment design, integrations, support, and implementation capabilities.

• Website: Oversees (ensuring adherence to standards), advises, and supports departmental content editors.

• Geographic Information Systems: Supports the design, implementation, and maintenance of the County GIS environment. Supplies GIS data to local units and supports their use of GIS.


GOALS & OBJECTIVES

Technology: Use technology where applicable to become more efficient and effectiveDepartment Goal 1: Maintain County IT Infrastructure (hardware and software)

• Provide security by safeguarding the confidentiality, integrity, and availability of data and systems

• Ensure voice network availability

• Ensure network availability

Department Goal 2: Provide excellent customer service/satisfaction

• Provide thorough and satisfactory services

• Provide interaction with customers that are professional and respectful

• Provide timely responses to requests for service

Department Goal 3: Improve the level of information technology skills of County employees

• Train employees to effectively use County Technology

• Educate employees regarding IT related polices

• Increase awareness for new technologies and cyber security

Department Goal 4: Develop a strategy to increase productivity and efficiency through automation

• Identify target areas which would benefit from enhanced automation

TARGET POPULATIONS

• Citizens


• County Townships

• County Public Safety Agencies

DEPARTMENT SUMMARY (CONTINUED)

• Communication Team

• Supports the County’s efforts to keep a transparent and open line of communication with the public and provide a better flow of information to employees. Some examples of communication efforts include monthly and bi-monthly newsletters for local units and employees, publication and oversight of County social media sites for public engagement, and an annual Communication Survey for employees, the public, and local units to assess information needs and areas of improvement.



• Software Application/Systems support, Computing infrastructure support, Telecommunications, Help Desk Assistance, technology training (productivity and security)

• Public Safety support for all local County agencies, Handy Township IT support

• GIS development and support, MISSDIG Support

• Social Media Management



• Identify technology solution, coduct proof of concept, measure ROI, and formulate budget amounts for 2020 budget

Department Goal 5: Improve accessibility to GIS services both internally and public users

• Develop and launch focused applications to improve service to the general public and partner agencies

Encourage departments to increase utilization of GIS within their workflows

Communication: Create a social media presence for Livingston County to improve communication of news, events, and servicesDepartment Goal: Create and maintain offical County social media pages

• Develop, launch, and maintain engaging social media pages for the County and departments

• Provide training and ongoing support to employees managing social media

• Collaborate with County departments to increase utilzation of social media for public engagement


PROGRAM MEASURES


2017 Actual

2018 Estimated

2019 Projected

WORKLOAD

# of computers supported - 819 800 850 853

# of user (IDs) supported - 697 700 725 725

# of help desk calls completed - 7,778 7,820 7,750 7,659

# of county employees who completed Cyber Security Awareness Training

- 498 498 498 504

# of GIS users supported (County Employees/local units & Agencies) - 110/30 110/30 125/30 125/31

# of GIS service requests - 935 1,410 1,425 1,465

# of Software Application/Systems Projects completed - 47 45 43 40

# of offical social media pages supported - 9 12 14 16

EFFICIENCY

% of time required to recover from security breaches (Malware, Ransomware, Intrusions, Insider Attacks)

0% 0.8% 1.0% 0.5% 0.5%

% of helpdesk calls closed within 24 hours 80% 73% 88.0% 88% 88%

% of GIS helpdesk calls closed within 24 hours 80% 95% 99.4% 99% 99%


PROGRAM MEASURES


2017 Actual

2018 Estimated

2019 Projected

OUTCOMES

% of time of unplanned voice network outages 0% 0% 1.3% 0% 0%

% of time of unplanned data network/server outages 0% 0.55% 1% 0% 0%

# of Twitter "Followers" - 272 393 950 1,550

# of Twitter weekly engagements - 766 1,067 3,200 3,600

# of Facebook page "Likes" - 628 755 1,500 2,100

# of Facebook weekly engagements - 3,400 3,400 3,700 4,000

CUSTOMER SERVICE

% of customers satisfied with IT service delivery quality 95% 98% 98% 98% 98%

% of customers indicating interaction with IT staff was professional

95% 100% 99% 99% 99%

% of customers satisfied with IT staff communication 95% 98% 98% 98% 98%

% of customers satisfied with the timeliness of IT staff solution 95% 98% 99% 99% 99%

% of work orders resolved during the first attempt 95% 97% 98% 98% 98%

COSTCost of service per PC - $3,683 $3,104 $2,728 $2,918

# of IT Customers supported per IT FTE - 46.5 46.5 45.3 45.3



Position Name

2017

# of

Positions

2018

# of

Positions

2019

# of

Positions

APPLICATION DEVELOPE 3.000 3.000 2.000 2018-04-077

CHIEF INFORM OFR DCA 1.000 1.000 1.000

COMUNCTN ADMIN SPEC 1.000 1.000 1.000

ERP ADMINISTRATOR 0.000 0.000 1.000 2018-04-077

GIS MAP TECH/ADDRESS 1.000 1.000 1.000

GIS TECHNICIAN 1.000 1.000 1.000

HELP DESK TECHNICIAN 1.000 1.000 1.000

INFRASTRUCTURE MNGR 1.000 1.000 1.000

NETWORK ADMIN 1.000 1.000 1.000

PUBLIC SAFETY TECH S 1.000 1.000 1.000

SECURITY ADMIN 1.000 1.000 1.000

SR PUBLICSAFETY TECH 1.000 1.000 1.000

SYSTEMS MANAGER 1.000 1.000 1.000

TECHNOLOGY SPECLIST 2.000 2.000 2.000

Total: 16.000 16.000 16.000

2016

Actual

2017

Actual

2018

Revised

Budget

2019

Adopted

2020

Projected

Revenues


OTHER REVENUE $3,469,491 $3,377,070 $3,439,897 $3,463,486 $3,463,486

TRANSFERS IN $0 $0 $0 $46,184 $0

Total Revenues: $3,795,664 $3,682,218 $3,699,266 $3,781,111 $3,734,927

Expenditures

PERMANENT SALARIES $993,783 $1,019,096 $1,082,942 $1,139,434 $1,179,589


HEALTHCARE $147,192 $166,510 $173,021 $203,357 $209,798

PENSION $249,216 $283,097 $189,345 $198,475 $205,476

OTHER BENEFITS $84,576 $93,890 $102,321 $106,235 $109,067


OFFICE SUPPLIES $3,741 $4,348 $4,000 $3,000 $3,000




COMPUTERS & PHONES $1,739,358 $1,755,737 $1,864,555 $1,966,600 $1,968,500

FACILITIES MGMT $43,140 $42,024 $48,093 $49,957 $45,040


Funding

Fund: 636 - INFORMATION TECHNOLOGY FUND Division: 22800 - INFORMATION TECHNOLOGY

RESOURCES

Personnel


TRAVEL $12,530 $9,846 $14,200 $21,680 $22,095

TRAINING $773 $23,305 $15,700 $20,185 $35,000

DEPRECIATION $220,902 $150,794 $155,000 $65,000 $65,000

CAPITAL EQUIPMENT $0 $0 $90,000 $46,184 $0



AUTHORIZED POSITIONSPosition # Location # Description Gr/BU CY FTE5400103 0540 AIRPORT WORKER NU 0.750

5400101 0540 AIRPORT MANAGER NU 1.000

5400102 0540 AIRPORT WORKER NU 1.000

5400104 0540 OFFICE ASSISTANT NU 1.000

5400105 0540 AIRPORT WORKER IRREG NU 0.100

Airport Total 3.850

10100001 1010 BOARD CHAIR NU 1.000

10100002 1010 VICE CHAIR BOC NU 1.000

10100003 1010 COMMISIONERS NU 1.000







10100101 1010 ADMIN SPECIALIST NU 1.000

Board of Commissioners Total 10.000

13100201 1310 CC ADMIN SEC/CRT REC CTS 1.000

13100202 1310 SECRETARY CTS 1.000

13100203 1310 JUD SECTRY/ASSIGN CL CTS 1.000

13100205 1310 COURT RECORDER CTS 1.000





13100001 1310 CIRCUIT JUDGE NU 1.000

13100002 1310 CIRCUIT JUDGE NU 1.000

13100003 1310 CIRCUIT JUDGE NU 1.000

13100101 1310 CC/PROBATE ADMIN NU 1.000

13100102 1310 CIRCT CT ADMIN COORD NU 1.000

13100103 1310 RESEARCH ATTORNEY NU 1.000



13100999 1310 VET COURT COORDINTR NU 1.000

Circuit Court Total 17.000


13600201 1360 CHIEF PROBATION OFFI CTS 1.000

13600202 1360 LEAD PROB OFFICER CTS 1.000

13600204 1360 PROBATION OFFICER CTS 1.000


13600209 1360 DIVISION LEADER CTS 1.000

13600210 1360 DIVISION LEADER CTS 1.000

13600211 1360 CHIEF ACCOUNT CLERK CTS 1.000

13600212 1360 ACCOUNT CLERK CTS 1.000


Position # Location # Description Gr/BU CY FTE13600213 1360 JUD SECTRY/ASSIGN CL CTS 1.000

13600214 1360 DEPUTY COURT CLERK CTS 1.000


13600216 1360 LEAD DEPUTY CLERK CTS 1.000


13600218 1360 DEP CLERK/OFF TECH CTS 1.000



13600221 1360 DEP CLRK/PROB SECTRY CTS 1.000



13600224 1360 DIVISION LEADER DC CTS 1.000






13600001 1360 DISTRICT COURT JUDGE NU 1.000

13600003 1360 DISTRICT COURT JUDGE NU 1.000

13600101 1360 DISTRICT COURT ADMIN NU 1.000

13600102 1360 CHIEF DEPUTY CLERK NU 1.000

13600103 1360 MAGISTRATE NU 1.000

13600104 1360 LAWCLERK/ATTY MAGSTR NU 1.000



District Court Total 32.500

14100201 1410 CHIEF CHILD SUPPORT CTS 1.000

14100202 1410 SUPPORT ENFORCEMENT CTS 1.000

14100203 1410 OFFICE COORDINATOR CTS 1.000

14100204 1410 FOC REFEREE COORD CTS 1.000

14100205 1410 SECRETARY CTS 1.000

14100206 1410 INVESTIGATOR CTS 1.000

14100207 1410 LEAD INVESTIGATOR CTS 1.000

14100208 1410 CASEWORKER CTS 1.000

14100209 1410 CASEWORKER CTS 1.000

14100210 1410 CASEWORKER CTS 1.000

14100211 1410 LEAD ENFORCE CSWRKR CTS 1.000

14100212 1410 CASEWORKER CTS 1.000

14100213 1410 CASEWORKER CTS 1.000

14100214 1410 CASEWORKER CTS 1.000

14100215 1410 CASEWORKER CTS 1.000

14100216 1410 LEAD CLERK CTS 1.000

14100217 1410 CLERK CTS 1.000

14100218 1410 CLERK CTS 1.000

14100219 1410 CLERK CTS 1.000


Position # Location # Description Gr/BU CY FTE14100220 1410 CLERK CTS 1.000

14100221 1410 CHIEF ACCT CLERK FOC CTS 1.000

14100101 1410 FRIEND OF THE COURT NU 1.000

14100102 1410 ATTORNEY REFEREE FOC NU 1.000



14100105 1410 DEPUTY FOC NU 1.000

14100106 1410 CONCILIATOR NU 0.500

Friend of the Court Total 26.500

14800103 1480 GUARDIANSHIP REVIEWE NU 0.250

13100204 1480 JUD SEC CJ/SCH CLRK CTS 1.000


14800202 1480 DEPUTY PROBATE REGIS CTS 1.000

14800203 1480 DEPUTY PROBATE REGIS CTS 1.000

14800205 1480 CLERK CTS 1.000

14800001 1480 CHIEF PROBATE JUDGE NU 1.000

14800101 1480 PROBATE ADMINISTRATO NU 1.000


Probate Court Total 8.250

14900101 1490 INTAKE HEAR OFF/REF CTS 1.000


14900204 1490 PROB OFF/ADOPT CASWK CTS 1.000

14900205 1490 JUVENILE DIVERSION C CTS 1.000

14900206 1490 DEP JUV REG/CRT REC CTS 1.000

14900207 1490 CLERK CTS 1.000

14900209 1490 CLERK CTS 0.475

14900102 1490 ATTORNEY REFEREE NU 1.000

14900103 1490 REGISTER NU 1.000

14900104 1490 JUVENILE SERVICES SU NU 1.000

29200100 1490 JUV TRANSPORTER NU 0.480

Juvenile Court Total 9.955

14900211 1680 ACCOUNT CLERK CTS 1.000

16800209 1680 COURT ADMIN COORD CTS 1.000

14900210 1680 COURT FIN OFFICER NU 1.000

16800101 1680 COURTS PRGRM LIASON NU 1.000

16800103 1680 SWIFT&SURE CASE MNG NU 1.000

16800110 1680 LEAD CRT SECRTY OFF NU 1.000

16800111 1680 OFFICE-ASSISTANT NU 1.000

16800112 1680 CRT SECRTY OFF NU 1.000

16800113 1680 CRT SECRTY OFF NU 1.000

16800114 1680 CRT SECRTY OFF NU 1.000

16800115 1680 CRT SECRTY OFF NU 1.000

16800116 1680 CRT SECRTY OFF NU 1.000

16800117 1680 RESOUCE COORDINATOR NU 1.000

Court Central Services Total 13.000


Position # Location # Description Gr/BU CY FTE17200101 1720 COUNTY ADMINISTRATOR NU 1.000

17200104 1720 EXECASSIST CONTRTAD NU 1.000

17200108 1720 PUBLIC DEFEND ADMIN NU 1.000

County Administration Total 3.000

17200102 2120 FINANCL OFFICER DCA NU 1.000

17200103 2120 FINANCIAL ANALYST NU 1.000

17200105 2120 ACCOUNTING ASSISTANT NU 1.000

17200107 2120 ADMINISTRATIVE AIDE NU 1.000

23300102 2120 PURCHASING COORDINAT NU 1.000

Fiscal Services Total 5.000

21500001 2150 COUNTY CLERK NU 1.000

21500101 2150 ELECTN COORD DEPCLRK NU 1.000

21500102 2150 ADMINISTRATIVE COORD NU 1.000

21500103 2150 ELECTN ASST VITL REC NU 1.000

21500104 2150 VITAL RECORDS CLERK NU 1.000



21500107 2150 ELECTN/VITL REC IREG NU 0.050

County Clerk Total 6.175

21599101 2159 CHIEF DEPUTY NU 1.000

21599102 2159 DEPUTY CIRC CRT CLK NU 0.500

21599103 2159 SR DEP CIRCT CLERK NU 1.000

21599104 2159 DIV SPVSR CIVIL DIV NU 1.000

21599105 2159 DIV SPRVSR DOMESTIC NU 1.000




21599109 2159 DIV SUPVSR CUST SRV NU 1.000





Circuit Court Clerk Total 11.830

22800101 2280 CHIEF INFORM OFR DCA NU 1.000

22800102 2280 INFRASTRUCTURE MNGR NU 1.000

22800103 2280 SYSTEMS MANAGER NU 1.000

22800104 2280 SECURITY ADMIN NU 1.000

22800105 2280 NETWORK ADMIN NU 1.000

22800106 2280 TECHNOLOGY SPECLIST NU 1.000

22800107 2280 APPLICATION DEVELOPE NU 1.000

22800108 2280 ERP ADMINISTRATOR NU 1.000

22800109 2280 TECHNOLOGY SPECLIST NU 1.000

22800110 2280 GIS MAP TECH/ADDRESS NU 1.000

22800111 2280 GIS TECHNICIAN NU 1.000

22800112 2280 COMUNCTN ADMIN SPEC NU 1.000


Position # Location # Description Gr/BU CY FTE22800113 2280 PUBLIC SAFETY TECH S NU 1.000

22800114 2280 SR PUBLICSAFETY TECH NU 1.000

22800115 2280 HELP DESK TECHNICIAN NU 1.000

22800116 2280 APPLICATION DEVELOPE NU 1.000

Information Technology Total 16.000

25300001 2530 TREASURER NU 1.000

25300101 2530 CHIEF DEPUTY TREASUR NU 1.000

25300102 2530 SR ACCOUNTANT NU 1.000

25300103 2530 ACCOUNTING SUPERVISO NU 1.000

25300104 2530 TAX RECORDS SPECIALI NU 1.000

25300105 2530 TAX RECORDS CLERK NU 1.000


25300107 2530 ACCT SPECIALIST NU 1.000


Treasurer Total 9.000

25700101 2570 EQUALIZATION DIRECTO NU 1.000

25700103 2570 SR APPRAISER NU 1.000

25700104 2570 APPRAISER NU 1.000

25700105 2570 APPRAISER NU 1.000

25700106 2570 SR APPRAISER NU 0.500

Equalization Total 4.500



MSU Cooperative Extension Total 1.000

26500101 2650 FACILITY SVC DIRECT NU 1.000

26500102 2650 MAINTENANCE SUPERVSR NU 1.000

26500103 2650 ADMINISTRATIVE SPECI NU 1.000

26500104 2650 MAINTENANCE MECHANIC NU 1.000




26500108 2650 CUSTODIAN NU 1.000

26500109 2650 CUSTODIAN SHIFT LEAD NU 1.000

26500110 2650 CUSTODIAN NU 1.000

26500111 2650 CUSTODIAN NU 1.000

26500112 2650 CUSTODIAN NU 1.000

26500113 2650 CUSTODIAN NU 1.000

26500114 2650 CUSTODIAN NU 1.000

26500115 2650 CUSTODIAN NU 1.000

26500116 2650 CUSTODIAN NU 0.480

26500117 2650 CUSTODIAN NU 0.480

26500118 2650 CUSTODIAN NU 0.480

26500119 2650 CUSTODIAN NU 0.480

26500120 2650 CUSTODIAN NU 0.480

26500121 2650 CUSTODIAN NU 0.480


Position # Location # Description Gr/BU CY FTE26500122 2650 CUSTODIAN NU 0.480

26500123 2650 CUSTODIAN NU 0.480

26500124 2650 CUSTODIAN NU 0.250

26500126 2650 CUSTODIAN NU 0.480

26500129 2650 CUSTODIAN NU 0.480

26500131 2650 CUSTODIAN NU 0.480

26500132 2650 CUSTODIAN NU 0.480

26500133 2650 ASST MAINT MECHANIC NU 1.000

Facility Services Total 22.010

26700102 2670 ASST.PROS.ATTORNEY 1 NU 1.000

26700105 2670 ASST PROS ATTRNY2 NU 1.000


26700001 2670 PROSECUTOR NU 1.000

26700101 2670 CHIEFASSIST PROSATTY NU 1.000

26700104 2670 ASST.PROS.ATTORNEY3 NU 1.000







26700113 2670 ADMINAIDE WARNTCLRK NU 1.000



26700111 2670 OFFICE MANAGER NU 1.000


26700116 2670 ADMINISTRATIVE SPEC NU 1.000

26700999 2670 ASST.PROS.ATTORNEY 1 NU 1.000

Prosecuting Attorney Total 19.000

26717101 2671 SUPERVISING ATTORNEY NU 1.000


26717103 2671 ADMIN AIDE NU 0.500

Family Support Total 2.500


26718101 2672 VICTIMS RIGHTS COORD NU 1.000


Crime Victim Rights Total 2.430

26800001 2680 REGISTER OF DEEDS NU 1.000

26800101 2680 CHIEF DEPUTY REGISTE NU 1.000

26800102 2680 SR DEPUTY REG OF DEE NU 1.000




26800106 2680 DEPUTY REGISTER OF D NU 1.000

26800107 2680 DEPUTY REGISTER OF D NU 1.000


Position # Location # Description Gr/BU CY FTE26800108 2680 DEPUTY REGISTER OF D NU 0.500


Register of Deeds Total 9.000

27000101 2700 HR/LABOR RELATIONS D NU 1.000

27000102 2700 HUMAN RESOURCES COOR NU 1.000

27000103 2700 BENEFITS SPECIALIST NU 1.000

27000104 2700 SR PAYROLL/ACCTS PAY NU 1.000

27000106 2700 HR SPECIALIST NU 1.000

27000107 2700 ADMINI AIDE NU 1.000

Human Resources Total 6.000

27500001 2750 DRAIN COMMISSIONER NU 1.000

27500101 2750 CHIEF DEPUTY DRAIN NU 1.000

27500102 2750 DEPUTY DRAIN COMMISS NU 1.000

27500103 2750 FIELD SUPERVISOR NU 1.000

27500104 2750 SANITARY FACILITIES NU 1.000

27500105 2750 SAN. FACILITY OPERAT NU 1.000



27500108 2750 DRAIN/SOIL INSPECTOR NU 1.000



27500111 2750 ENGINEERING SURVEYOR NU 1.000

27500112 2750 ENVIR PROJ MGR NU 1.000

27500113 2750 HEAVY EQUIPMENT OPER NU 1.000

27500114 2750 DRAIN MAINTENANCE WR NU 1.000

27500115 2750 DRAIN MAINTENANCE WR NU 1.000

27500116 2750 ACCOUNTING SUPERVISO NU 1.000

27500117 2750 ACCOUNTING BOOKKEEPE NU 1.000


27500119 2750 OFFICE MANAGER NU 1.000


27500122 2750 INSPT/CONTRUCT MNGR NU 1.000

Drain Commissioner Total 22.000

14900201 2920 SR PROBATION OFFICER CTS 1.000


14900212 2920 PROBATION OFFICER JU CTS 1.000


Child Care Total 4.000

30100118 3010 SPECIAL DEPUTY NU 0.550

30100201 3010 LIEUTENANT LTS 1.000

30100202 3010 LIEUTENANT LTS 1.000

30100203 3010 LIEUTENANT LTS 1.000

30100301 3010 SERGEANTS SGTS 1.000

30100302 3010 SERGEANTS SGTS 1.000

30100303 3010 SERGEANTS SGTS 1.000


Position # Location # Description Gr/BU CY FTE30100304 3010 SERGEANTS SGTS 1.000

30100305 3010 SERGEANTS SGTS 1.000

30100306 3010 SERGEANTS SGTS 1.000

30100307 3010 SERGEANTS SGTS 1.000

30100401 3010 DEPUTIES DEPS 1.000

30100402 3010 DEPUTIES DEPS 1.000

30100403 3010 DEPUTIES DEPS 1.000

30100404 3010 DEPUTIES DEPS 1.000

30100406 3010 DEPUTIES DEPS 1.000

30100407 3010 DEPUTIES DEPS 1.000

30100409 3010 DEPUTIES DEPS 1.000

30100411 3010 DEPUTIES DEPS 1.000

30100412 3010 DEPUTIES DEPS 1.000

30100413 3010 DEPUTIES DEPS 1.000

30100414 3010 DEPUTIES DEPS 1.000

30100415 3010 DEPUTIES DEPS 1.000

30100416 3010 DEPUTIES DEPS 1.000

30100417 3010 DEPUTIES DEPS 1.000

30100418 3010 DEPUTIES DEPS 1.000

30100419 3010 DEPUTIES DEPS 1.000

30100420 3010 DEPUTIES DEPS 1.000

30100421 3010 DEPUTIES DEPS 1.000

30100422 3010 DEPUTIES DEPS 1.000

30100423 3010 DEPUTIES DEPS 1.000

30100424 3010 DEPUTIES DEPS 1.000

30100425 3010 DEPUTIES DEPS 1.000

30100426 3010 DEPUTIES DEPS 1.000

30100428 3010 DEPUTIES DEPS 1.000

30100429 3010 DEPUTIES DEPS 1.000

30100430 3010 DEPUTIES DEPS 1.000

30100431 3010 DEPUTIES DEPS 1.000

30100432 3010 DEPUTIES DEPS 1.000

30100433 3010 DEPUTIES DEPS 1.000

30100434 3010 DEPUTIES DEPS 1.000

30100435 3010 DEPUTIES DEPS 1.000

30100436 3010 DEPUTIES DEPS 1.000

30100501 3010 DETECTIVES DEPS 1.000






30100001 3010 SHERIFF NU 1.000

30100101 3010 UNDERSHERIFF NU 1.000

30100102 3010 EXEC ASS'T/OFF MNGR NU 1.000


Position # Location # Description Gr/BU CY FTE30100103 3010 ADMINISTRATIVE SPECI NU 1.000



30100106 3010 PROPERTY ROOM OFFICR NU 1.000

30100107 3010 OFFICE ASST/RECORDS NU 1.000











30100119 3010 FINANCIAL ANALYST NU 1.000

30100120 3010 CRIME ANALYST NU 0.500

30100121 3010 DATA ANALYST NU 0.700

Sheriff Admin & Field Services Total 63.750

30100122 3011 ANIMAL CONTROL OFFIC NU 1.000

30100123 3011 ANIMAL CONTROL OFFIC NU 1.000

Sheriff Traffic Total 2.000

30106401 3014 DEPUTY TRAFFIC DEPS 1.000

30106402 3014 DEPUTY TRAFFIC DEPS 1.000

Animal Control Total 2.000

30500200 3050 COURT SVCS DEPUTY NU 6.000

Court Security Total 6.000

32500101 3250 SHIFT LEADER 911 1.000

32500103 3250 SHIFT LEADER 911 1.000

32500105 3250 SHIFT LEADER 911 1.000

32500107 3250 SHIFT LEADER 911 1.000

32500109 3250 DISPATCHER 911 1.000

32500111 3250 DISPATCHER 911 1.000

32500113 3250 DISPATCHER 911 1.000

32500114 3250 DISPATCHER 911 1.000

32500115 3250 DISPATCHER 911 1.000

32500116 3250 DISPATCHER 911 1.000

32500117 3250 DISPATCHER 911 1.000

32500118 3250 DISPATCHER 911 1.000

32500119 3250 DISPATCHER 911 1.000

32500120 3250 DISPATCHER 911 1.000

32500121 3250 DISPATCHER 911 1.000

32500122 3250 DISPATCHER 911 1.000

32500123 3250 DISPATCHER 911 1.000

32500124 3250 DISPATCHER 911 1.000


Position # Location # Description Gr/BU CY FTE32500125 3250 DISPATCHER 911 1.000

32500126 3250 DISPATCHER 911 1.000

32500127 3250 DISPATCHER 911 1.000

32500128 3250 DISPATCHER 911 1.000

32500129 3250 DISPATCHER 911 1.000

32500130 3250 DISPATCHER 911 1.000

32500131 3250 DISPATCHER 911 1.000

32500134 3250 DISPATCHER 911 1.000

32500135 3250 DISPATCHER 911 1.000

32500136 3250 DISPATCHER 911 1.000

32500137 3250 DISPATCHER 911 1.000

32500102 3250 911 DIRECTOR NU 1.000


32500108 3250 DISPATCH SUPRVISOR - NU 1.000


32500132 3250 DEP DIRECTOR 911 NU 1.000

32500133 3250 QUALITY IMPROVE SPEC NU 1.000




32500141 3250 QUALITY IMPROVE SPEC NU 1.000

32500144 3250 DISPATCHER IRREG PT NU 0.600

911 Central Dispatch Total 39.200

35100201 3510 LIEUTENANT LTS 1.000

35100202 3510 LIEUTENANT LTS 1.000

35100203 3510 LIEUTENANT LTS 1.000

35100301 3510 SERGEANTS SGTS 1.000

35100302 3510 SERGEANTS SGTS 1.000

35100303 3510 SERGEANTS SGTS 1.000

35100304 3510 SERGEANTS SGTS 1.000

35100305 3510 SERGEANTS SGTS 1.000

35100306 3510 SERGEANTS SGTS 1.000

35100307 3510 SERGEANTS SGTS 1.000

35100308 3510 SERGEANTS SGTS 1.000

35100309 3510 SERGEANTS SGTS 1.000

35100310 3510 SERGEANTS SGTS 1.000

35100401 3510 CORRECTIONS OFFICER DEPS 1.000










Position # Location # Description Gr/BU CY FTE35100410 3510 CORRECTIONS OFFICER DEPS 1.000














































Position # Location # Description Gr/BU CY FTE35100455 3510 CORRECTIONS OFFICER DEPS 1.000



35100101 3510 SWAP OFFICER NU 0.500

35100103 3510 JAIL INTAKE SPECIALI NU 1.000




35100107 3510 JAIL BILLING SPEC NU 1.000

35100109 3510 SWAP OFFICER NU 0.500

Jail Total 76.000

35100110 3511 JAIL ED TEACHER NU 0.500

Jail Commissary Total 0.500

37100101 3710 BUILDING OFFICIAL NU 1.000

37100102 3710 ELECT INSPCT/PLAN RV NU 1.000

37100103 3710 LEAD INSPECTOR NU 1.000



37100106 3710 PLUM INSPEC PLANRVR NU 1.000

37100107 3710 BUILD INSPEC PLANRVR NU 1.000











37100120 3710 BUILDING INSPECTOR NU 1.000

37100121 3710 MECH INSPEC PLANRVR NU 1.000


37100123 3710 DEPUTY BUILDING OFFC NU 1.000



37100126 3710 BUILD INSPECT IREGPT NU 0.250

37100127 3710 BUILDING INSPECTOR NU 1.000

Building Inspection Total 24.250

42600100 4260 EMERGENCY MANAGER NU 1.000

42600101 4260 EM REG PLANNER NU 0.600

Emergency Management Total 1.600

43000101 4300 ANIMAL SHELTER DIREC NU 1.000

43000102 4300 VETERINARIAN NU 0.500

43000103 4300 VETERINARIAN TECHNIC NU 0.480


Position # Location # Description Gr/BU CY FTE43000106 4300 ANIMAL SHELTER ASST NU 1.000

43000107 4300 ANIMAL SHELTER COORD NU 1.000

43000108 4300 ANIMAL SHELTER ASST NU 0.480


43000110 4300 KENNEL ASSISTANT NU 0.480





Animal Shelter Total 7.340

44100101 4410 PUBLIC WORKS COORD NU 1.000

Department of Public Works Total 1.000

53800101 4490 DIRCTR TRANSPOR SERV NU 1.000

53800102 4490 OPERATIONS MANAGER NU 1.000

53800103 4490 ADMINISTRATIVE COORD NU 1.000

53800105 4490 FLEET MANAGER NU 1.000

53800106 4490 DISPATCHER/DRIVER NU 1.000

53800107 4490 SR DISPATCHER/ DRIVR NU 1.000



53800110 4490 UTILITY WORKER/DRIVE NU 1.000

53800111 4490 DRIVER NU 1.000

53800112 4490 DRIVER NU 1.000

53800113 4490 DRIVER NU 1.000

53800114 4490 DRIVER NU 1.000

53800115 4490 DRIVER NU 1.000

53800116 4490 DRIVER NU 1.000

53800117 4490 DRIVER NU 1.000

53800118 4490 DRIVER NU 1.000

53800119 4490 DRIVER NU 1.000

53800120 4490 DRIVER NU 1.000

53800121 4490 DRIVER NU 0.730

53800122 4490 DRIVER NU 0.730

53800123 4490 DRIVER NU 1.000

53800124 4490 DRIVER NU 0.730

53800125 4490 DRIVER NU 0.730

53800126 4490 DRIVER NU 0.730

53800127 4490 DRIVER NU 0.730

53800128 4490 DRIVER NU 0.730

53800129 4490 DRIVER NU 0.730

53800130 4490 DRIVER NU 0.480

53800131 4490 DRIVER NU 0.730

53800132 4490 DRIVER NU 0.480

53800133 4490 DRIVER NU 0.480

53800134 4490 DRIVER NU 0.730


Position # Location # Description Gr/BU CY FTE53800135 4490 DRIVER NU 0.480

53800136 4490 DRIVER NU 0.480

53800137 4490 DRIVER NU 0.480

53800138 4490 DRIVER NU 1.000

53800139 4490 DRIVER NU 0.730

53800140 4490 DEPUTY DIRECTOR LETS NU 1.000

53800141 4490 ADMINI AIDE LETS/CP NU 1.000

53800142 4490 DRIVER NU 1.000

53800143 4490 DRIVER NU 1.000

53800144 4490 DRIVER NU 1.000

53800145 4490 DRIVER NU 1.000

53800146 4490 DRIVER NU 1.000

L.E.T.S. Total 38.910

60100151 6010 PUBLIC HEALTH NURSE NU 0.500

60100101 6010 HEALTH OFFICER NU 1.000

60100102 6010 FIN SRVS COORDIN NU 1.000



60100105 6010 OFFICE SPECIALIST NU 1.000

60100106 6010 PROGRAM CLERK III-HE NU 1.000

60100107 6010 PROGRAM CLERK II NU 0.730

60100108 6010 PROGRAM CLERK II-HEA NU 0.600

60100111 6010 MEDICAL DIRECTOR NU 0.400

60100112 6010 DIRECTOR PPHS/DEP HO NU 1.000

60100113 6010 EMERGENCY PREPARED C NU 1.000

60100114 6010 PUB HLTH NURS SUPRVR NU 1.000

60100115 6010 HEARING/VISION COORD NU 0.730

60100116 6010 HEARING/VISION TECH NU 0.730

60100118 6010 NURSE PROGRAM COORDI NU 1.000






60100124 6010 NUTRITION/WIC COORD NU 1.000

60100125 6010 COMMUNICABLE DISEASE NU 1.000

60100126 6010 DIRCTR ENVIRN HEALTH NU 1.000

60100127 6010 SR ENVN HEALTH CLERK NU 1.000

60100128 6010 FIELD PROGRAM COORD NU 1.000

60100129 6010 ENVIRON SANITARI II NU 1.000

60100130 6010 FOOD PROGRAM COORD NU 1.000






Position # Location # Description Gr/BU CY FTE60100135 6010 ENVIRON SANITARI II NU 1.000

60100136 6010 VOLUNTEER COORDINATR NU 0.600

60100137 6010 BREASTFEEDING PEER C NU 0.500

60100138 6010 PROGRAM CLERK II NU 1.000




60100142 6010 HEALTH PROMTN COORD NU 1.000

60100143 6010 COMM HEALTH WORKER NU 0.250





60100148 6010 HEALTH PROM SPEC NU 1.000

60100152 6010 HEALTH PROM SPEC NU 1.000

Department of Public Health Total 38.350

64800110 6050 MED EXAMINER INVEST NU 3.000

Medical Examiner Total 3.000

65100300 6510 PARAMEDIC EMS 33.000

65100301 6510 PARAMEDIC EMS 29.000

65100303 6510 PARAMEDIC EMS 3.000

65100302 6510 PARAMEDIC IRREG PT NU 2.400

65100101 6510 EMS DIRECTOR NU 1.000

65100103 6510 OPERATIONS MANAGER NU 1.000

65100104 6510 EMS ROAD SUPERVISOR NU 1.000



65100107 6510 QI EDUCATION SPECIAL NU 1.000

65100108 6510 ADMIN/ROAD SUPERVSR NU 1.000

65100109 6510 EMS FINANCE MANAGER NU 1.000

65100110 6510 BILLING SPECIALIST NU 1.000





65100115 6510 QI EDUCATION SPECIAL NU 1.000

65100116 6510 ADMIN SUPERVISOR EMS NU 1.000


65100261 6510 DEP EMS DIR DCA NU 1.000

EMS Total 84.400

68200101 6820 VETERANS AFFAIRS DIR NU 1.000

68200102 6820 ADMINISTRATIVE SPEC NU 1.000

68200103 6820 VETERAN COUNSELOR NU 1.000


68200105 6820 VET RELIEF FUND COUN NU 1.000


Position # Location # Description Gr/BU CY FTE68200106 6820 VETERANS SRVS DRIVER NU 0.480

68200107 6820 VETERANS SRVS DRIVER NU 0.480


Veterans Total 6.960

72100101 7210 PLANNING DIRECTOR NU 1.000

72100102 7210 PRINCIPAL PLANNER NU 1.000

72100103 7210 PRINCIPAL PLANNER NU 1.000

Planning Total 3.000

Grand Total 662.760


GLOSSARY Ad Valorem Taxes: Taxes levied on an assessed valuation of real and/or personal property. Appropriation: A legislative authorization for expenditures for specific purposes within a specific time frame. Assessed Value: The value price placed on real and other property as a basis for levying taxes. Asset: Resources owned or held by the County which has monetary value. Balanced Budget: A budget in which expenditures do not exceed total available revenues and beginning fund balance. Benefits: Payments to which participants may be entitled under a pension or group insurance plan. Bonds: A certificate of debt issued by a government guaranteeing payment of the original investment plus interest by a specified future date. Budget: An annual financial plan showing projected expenditures and revenue over a specified time period. Budgetary Basis: Refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash or modified accrual. Budgetary Control: The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitation of available appropriations and available revenues. Capital Improvements: Projects, which produce long term assets such as roads, buildings, drainage facilities, and parks. Capital Improvement Fund: A fund used to account for the receipt and disbursement of resources designated for capital facilities, improvements and equipment. Debt Service: The payment of principal and interest on borrowed funds. The County has debt service for general obligation bonds. Debt Service Fund: A fund used to account for the monies set aside for the payment of interest and principal to holders of the County’s general obligation bonds. Departments: Functional areas of the County to provide certain services to the citizens. Encumbrance: The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified expenditure.


Enterprise Fund: A fund used to account for operations that are financed and operated in a manner similar to private business enterprises. These funds provide services to the general public. Expenditures: Decreases in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service and capital outlays, and intergovernmental grants, and shared revenues.

Fund: A fiscal and accounting entity with a self‐balancing set of accounts in which cash and other financial resources, all related liabilities and residual equities, or balances, and changes therein are recorded and segregated to carry on specific activities or attain certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance: The difference between fund assets and fund liabilities.

General Fund: The general operating fund is used to account for all financial resources except those required to be accounted for in another fund. Goal: A statement of broad direction to which effort is directed to accomplish a task. Intergovernmental Revenues: Revenues from other governments in the form of operating grants, entitlements, shared revenues or payments in lieu of taxes. Internal Service Fund: A fund used to account for operations that are financed and operated in a manner similar to private business enterprises. These funds are used to account for the financing of goods and services provided by one department to other departments within the County. Major Fund: A major fund is determined by identifying any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10% of the revenues or expenditures of the appropriated budget. Millage: The percentage of value that is used in calculating taxes. A mill is defined as 1/10 of 1 percent and is multiplied by the assessed value after any exemptions have been subtracted to calculate tax. Modified Accrual Basis: A basis of accounting where revenue is recorded when measurable and available, and expenditures are recorded when a liability is incurred. Net Assets: Total assets minus total liabilities. Object: Revenue or Expenditure account on the General Ledger. Objectives: Certain accomplishments the County and/or department intends to achieve. Obligations: Amounts which a government may be legally required to meet out of its resources. They include actual liabilities and encumbrances not yet paid. Org: Departmental code on the General Ledger.


Property Tax Mill: The tax rate on real property based on $1.00 per $1,000 of assessed property value. A mill is equal to 1/10 cent. Revenues: Increases in the net current assets of a governmental fund type from other than expenditure refunds and transfers. Sales Taxes: Taxes levied upon the sale or consumption of goods and services. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to be expended for specified purposes. State Revenue Sharing: A system of reimbursement from the State of Michigan. The County’s levies of ad valorem taxes are reimbursed for a portion of revenue losses due to the state homestead exemption. Transfers: All inter‐fund transactions except loans or advances, and reimbursements.


COMPILED BY

LIVINGSTON COUNTY ADMINISTRATION FINANCE DEPARTMENT

Ken Hinton County Administrator

Cindy Catanach Deputy County Administrator / Finance Officer

Hilery DeHate Natalie Hunt Financial Analyst Administrative Specialist

Darla Hibbard Administrative Aide

Allison Nalepa Communication Specialist
