Chatham county building safety and regulatory services savannah ga

Chatham County, Office of the Lee Smith, Chatham County Manager Georgia County Manager 124 Bull Street, Suite 220

Savannah, Georgia 31401

Fiscal Year 2017 Proposed Budget & Budget Message

Chairman Albert J. Scott, Board of Commissioners & the Citizens of Chatham County:

As I send you the proposed budget for Fiscal Year (FY) 2017, it is a good time to take stock of our financial health. I can report that it is strong: we have an AA bond rating, which places Chatham County in a mid-level position as compared to more than 3,000 counties nationwide. We can do better. With the Board's direction, we have established the 90 day reserve, we are setting aside funds for CIP (Capital Improvement Projects), and we are setting a course of action that will make us eligible for being re-rated with the intention of reaching AAA status. This will not only define Chatham County as a financially sound local government but will additionally demonstrate that we are following plans set forth financially without major deviation. These actions also make Chatham eligible for lower cost financing as we become an attractive risk to investors. This will prove that our administration/management ability is strong in the field of finance, planning and implementation of financial policies, placing Chatham County on course for a potential upgrade in the bond rating, saving the County millions in future debt costs.

In order to understand where we are headed, it is important to understand the regional economic impacts in our county and community. Our revenues and expenditures are driven by housing, manufacturing, retail sales, etc. and we as local government must understand these complex issues in order to develop long term plans to meet the needs of the community. Therefore, in cooperation with Armstrong State University, an economic impact analysis has been prepared covering 2016-2017 for your review in Attachment A. Without a map, direction or plan, we will waste precious time and investment opportunities for our community. Planning is the key to our potential success.

We have reasonable and improving reserve levels and a good balance sheet with affordable debt levels - giving us the ability to continue infrastructure investments in our community with strategic planning and guidance as to revenue sources. This isn't an accident - it is the direct result of a strong tradition of sound financial and management practices. So why are strong finances so important? Without them, it would be very difficult to provide the breadth, depth and quality of services for which we are known.

This proposed budget continues this tradition. As we approach this year's budget process, we do have challenges - but they are good challenges. They are a direct result of our success as a vibrant, growing and diverse community. First among these is meeting the demands of a growing population, which presents challenges to Chatham County infrastructure as well as County parks, Libraries, Public Works, Building Safety, Engineering, Human Services, etc. We face demands for infrastructure investment. We face demands for new services for a growing senior and millennial population and workforce. We also face demands to keep up with core service delivery and program expansion in public safety and SCMPD (Savannah Chatham Metropolitan Police Department), and to support the poorest and most vulnerable in our community all supported in the Chatham County Blueprint.

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All of these demands must be balanced against the tax burden impacts on our residents and businesses. We must achieve this balance as we face an increasingly competitive economic environment. We want to keep the Chatham County community as one that people and future industry want to come to, to live, work, play and be successful.

This proposed budget provides an approach to balancing these competing priorities, made possible by our economic and financial strength. With continual guidance from the Board of Commissioners that directed me in my proposed budget to:

o Fund services that meet the areas determined through the ongoing Chatham Blueprint process: (Attachment B) • Economy • Education • Health • Quality of Life

o Present a balanced budget that assumes no increase in tax rates or fees while increasing services in areas or at a minimum keeps services level through better efficiency.

o Present options to the Board for budget consideration. o Secure other revenue resources through grants, State & Federal assistance o Increase the County's financial position, financial planning efforts and Bond rating

As directed by the Board of Commissioners, the proposed budget is balanced and assumes no increase in tax rates and program expansions are included where an actual "ROI" (Return on Investment) can be determined and justified. This proposed budget does provide ongoing funding to address structural budget issues in a few strategic areas denoted in the County Blueprint and is detailed as an attachment (attachment B) to this Budget Message. Of course, the Zero Based or Needs Based Budget approach was paramount in developing this budget as our new budget Team required justification of every item, project or personnel both existing and new to ensure investment of tax funds were appropriately allocated.

Emphasis was placed on establishing a "real" Capital Plan for the County with starting to budget for capital needs of existing structure, buildings and projects. This is an area that is critical in our quest to secure a stronger financial future. As budgeted in 2016, a complete analysis of all County buildings to determine future replacement needs such as chillers, boilers, HVAC, roof systems, etc., based on their life expectancy. This formal analysis also determined expansion of the Facilities Maintenance & Operations Division was necessary to more adequately service the existing facilities to include two additional personnel members and vehicles. The facility analysis also recommends a better work order and tracking system to ensure more efficient completion of repairs and to bring about a higher level maintenance program giving the County maximum life of equipment and systems. I would like to commend the Facilities Department as it was noted that the department is operating at a high level regarding repairs and maintenance. However, with "tweaking" the system and adding a tracking/work order system, Chatham County Facilities should operate at maximum efficiency.

There were areas we were unable to find funding for including but not limited to the State Cooperative Mowing program. At this time the cost of taking over the State routes for maintenance is out of range of affordability; therefore, we will seek to find ways within our existing program to maintain roads the County is presently responsible for and prioritize the upkeep of said roads. I am in hopes that over the next year we can collectively find a way to expand roadway mowing and maintenance. However, there are many changes in revenues and expenditures that I would like to highlight for the Board and the citizens shown in Attachment C denoting percentage of change from last fiscal year. As can be seen

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Attachment A

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Chatham County – Economic Outlook 2016-2017

Chatham\Metro Savannah Economy

The Chatham\Savannah metro economy continued in pause mode through the fourth quarter of the year. Impressive gains in total employment were offset by another decline in port activity and a very modest dip in electricity sales. Tourism employment, plane

boarding’s at the airport and consumer confidence registered gains, as did the coincident index of economic activity for the nation. In general, the underlying fundamentals of the regional economy remain strong. The Coastal Empire leading economic index increased, but at a slower pace than through the first three quarters of the year. The regional housing market improved during the quarter, but labor market conditions modestly weakened. Unemployment insurance claims increased during the fourth quarter, while consumer expectations in the South Atlantic states declined. Expectations for growth in 2016 are modestly reduced from earlier projections, but the momentum in overall employment growth is expected to continue into the second half of 2016.

Region: Fundamentals - Remain Strong

The Coastal Empire coincident economic index effectively held steady at 171.6 for the second consecutive quarter. The continued momentum in employment growth supported the index, while gains in airplane boarding’s and consumer confidence in the South Atlantic states also contributed. The upside growth was limited by declines in electricity sales and port activity. The blip in electricity sales appears transitory and is attributed to weakness in October, as November and December sales rebounded healthily. Further, continued normalization of port activity, following the restoration of west coast shipping patterns after labor strife there eased, returned cargo handling in Savannah to a more sustainable level. Although TEU throughput is off 8% during the past six months, it remains 12% ahead of 2014 on a year-to-date basis. Turning to the labor market, seasonally adjusted employment in the three-county metro area increased 1,700 jobs to average 173,300 for the quarter. Over the- year employment growth held steady at 3% and signaled the sixth consecutive quarter during which regional employment growth exceeded the 3% mark.

At the sector level, employment in the tourism industry surged by 900 workers, while state government added about the same amount. Business and professional services eased, shedding 200 workers during the quarter, but remains 11% higher than year-ago data. Overall, service sector employment increased 1,400 jobs. In the goods-producing sector, manufacturing added 300 workers, while construction firms added 100 workers, reversing a two-quarter string of losses in construction. Construction employment climbed to 6,000. Total seasonally adjusted employment in manufacturing increased to 17,500 in December, hitting a 25-year high.

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U.S. Economy Slows Further

In the fourth quarter of 2015, U.S. economic growth slowed to 1% (annualized), down from the 2% pace recorded during the third quarter of 2015. Underlying growth was supported by consumer spending, residential construction, and federal government purchases. Nonetheless, consumers slowed their spending somewhat, dropping annualized consumption growth to 2% from 3%. Non- residential construction fell at a 6.6% pace, while residential construction grew at 8%. Government spending slipped to 0.1% from 1.8%. The Wall Street Journal consensus forecast for GDP growth in 2016 is 2.3%, a slight decline from the 2.4% growth experienced in 2015.

The Fed finally moved on interest rates as 2015 drew to a close. A rate increase had been expected in September, but volatility in financial markets and economic uncertainty overseas, particularly in China, put a damper on that plan. In December, the Fed pushed the short term interest rate to 0.24%, the first increase since the Great Recession. Fed officials have noted the moderate pace of economic growth, diminished slack in the labor market, and generally healthy gains in household spending and business investment as the setting stage for additional increases. While the recent slowdown in U.S. economy may have put those plans on hold for further evaluation, expect another rate hike before the end of 2016.

Forecasting Index Points to Continued Growth

The Coastal Empire leading economic index increased four-tenths of one percent (1.7%, annualized), rising to 152.5 from 151.8 in the previous quarter. The pace of increase declined during the fourth quarter, falling below 2% for the first time since mid-2013. Gains in the housing market were offset by falling consumer expectations and an increase in the number of new claims for unemployment insurance. In the housing market, building permit issuance for single-family homes moved above 500 (to 509 units) homes per quarter; a level not seen since mid-2007 before the housing market bubble burst. Building permit issuance was 25% higher than year-ago data (see the chart). The average value of a single-family home building permit rebounded somewhat, rising 3.7% to $206,000, slightly above the two year average value of $202,500. In the labor market, seasonally adjusted initial claims for unemployment insurance (UI) increased 7.1% to 758 per month from 707 claims. While UI claims ticked up, this followed a particularly strong third quarter figure. By comparison, UI claims remained 6% below the figure recorded for the fourth quarter of 2014. Combining the usual number of UI claims with steady job growth led to the unemployment rate ticking down to 5.25% from 5.4% in the third quarter (seasonally adjusted). The unemployment rate was 6.5% one year ago.

Conclusion

In summary, the coincident index of economic activity indicates Savannah’s economy generally held steady during the closing quarter of 2015. The forecasting index is suggesting continued moderation in regional economic activity through the first half of 2016. The declining growth rate of the leading index, while meriting continued monitoring in early 2016, is not a particularly troubling read this quarter, especially given the strong momentum of underlying economic fundamentals for the region (employment growth, tourism, port activity). Expect continued employment gains and economic expansion in the Savannah metro economy through mid-2016, at the pace of about 2.5%, rather than

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the 3% or higher rates of growth experienced through 2015. 2016-2017 should bring about growth in local revenues. Estimates show just under 2% growth in the tax digest and sales tax revenues. Though this appears low, it is a steady increase since the recession. This growth rate forces local governments to think strategically in meeting the needs of citizens and businesses and to be conservative in estimating revenues.

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Attachment B

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Department/Division Economy Education Health Quality of Life

EC 1

EC 2

EC 3

ED 1

ED 2

ED 3

H 1

H 2

H 3

H 4

Q L

1

Q L

2

Q L

3

Q L

4

Accountability Courts x x x

Board of Assessors x Building Safety and Regulatory Services x x x x Communications Community Development County Attorney DUI Court x x x x Elections Emergency Management x x Engineering (DOE) x x x x x Finance x x Human Resources x x x x x x x ICS (Technology, Communication) x x x x Juvenile Court x x x x x Libraries x x x x x x Metro Planning Organization x x x x x x x x Mosquito Control x x x Occup. Safety & Risk Management x x x x x x x Parks & Recreation Public Defender x x x x x Public Health x x x x x x x x x Public Works x x x x x x Purchasing x Safety Net x x x SCMPD x x x Sheriff Department Step Up x x x x Tax Collector UGA Extension Youth Commission x x x

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Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: Accountability Courts Workload Efficiency Effectiveness

EC 1.2 H 3.1 QL 4.1 QL 4.3

Superior Court's Drug, Mental Health and Veterans Courts

211 clients served in 2015 Minimum of 200 clients served

Department: Dept. of Building Safety and Regulatory Services

Workload Efficiency Effectiveness EC 1.2 Mentor Program 2 mentees (18-25 year old)

enrolled in 4 week career introduction program

EC 3.2 Application training for new business owners

2500 tax certificates, alcohol license issues

2550 tax certifications, alcohol license issued

EC 3. 4 Application training for new business owners

2500 tax certificates, alcohol license issues

2550 tax certifications, alcohol license issued

ED 2.2 Mentor Program 2 mentees (18-25 year old) enrolled in 4 week career introduction program

OL 4.1 SPLOST Project Management 6 projects completed 1 project completed (Assignment of SPLOST projects to manage)

Department: Board of Assessors

Workload Efficiency Effectiveness QL 4.4 Provide community outreach

to citizens on how our office impacts the economy, educational systems, services of health and quality of life.

Average 8 presentations annually.

Increase to 10 presentations annually.

QL 4.5 Ensure improved communication with Chatham County citizens.

Average 8 presentations annually.

Increase to 10 presentations annually.

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Vision/Goal

Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: Chatham Emergency Management Association Workload Efficiency Effectiveness

QL 4.3 QL 4.4

Community and Holistic Based Emergency Management Coordination and Program Administration

Reorganized agency and program practices to align with Community Based Emergency Management Practices

Establish an active Emergency Management Program Advisory Committee and develop a Program strategic plan for the community. Focus will on Community versus Chatham County.

QL 4.3 QL 4.4

Planning Reorganized planning framework and organization to account for whole community inclusion and to improve efficiency in implementation and reviews.

Implement whole community planning concepts and clarify the roles and responsibilities of county, municipalities and other partners during disaster situations.

QL 4.3 QL 4.4

External Affairs Run outreach campaigns with help of the GA Emergency Agency, Home Depot, Lowe's, JCB and Gulfstream reaching thousands of residents. Producing multiple public education campaigns specific to nation-wide focused efforts (i.e. National Preparedness Month, Outdoor Emergency Sirens, Severe Weather Awareness Week and Hurricane Awareness.

Sustain efforts from previous year and focus on cultivating more media opportunities to really promote the importance of hurricane evacuations and the services available to residents. This include the production of several public service announcements and engagement in more activity on Channel 16 and area cable, as well as several features in local and national publications.

QL 4.3 QL 4.4

Operations Our response program has increased abilities to gather and maintain situation awareness. We have implemented the practice of categorizing an incident to offer clarity on what CEMA is and not involved in. Continue to use WebEOC for situational awareness and common operating picture for staff.

Explore opportunities for municipalities to connect and utilize WebEOC for situational awareness and view of the common operating picture. Research possible add-on software to further enhance the WebEOC. Improve capabilities, staffing and support of the County's Emergency Operations Centers.

QL 4.3 QL 4.4

Training and Exercise Implement a Fiscal Year Training and Exercise Schedule that includes 73 training sessions and 18 exercise of various types.

Design and Implement a Multi- year Training and Exercise Schedule.

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Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: DUI Court Workload Efficiency Effectiveness

EC 2.1 EC 2.7 H 1.2 QL 1.1 QL 3.1 QL 3.3

The Chatham County DUI Court (100/2320). Chatham County DUI Court’s goal is to confront the substance abuse issue underlying the repetitive pattern of offenders of driving under the influence of alcohol. By reducing recidivism the community benefits from reduced health care cost, reduced incarceration cost and gaining sober, productive citizens.

183 active participants as of 12/31/15, 132 participants entering DUI Court, 81 graduates, 7.9% recidivism rate for graduates compared to the National Average of 32%

182 active participants as of 12/31/16, 134 participants entering DUI Court, 94 graduates, 7.9% recidivism rate for graduates compared to the National Average of 32%

Department: Engineering (DOE) Workload Efficiency Effectiveness

EC 1.2 ED 2.2

Internship with college level students in the area of computer operations and geographic information systems.

Identify up to four individuals for placement in our program.

EC 3.2 Continue to provide training for cross departmental permitting procedures (i.e. Building Safety/Engineering). Implement informational initiatives to educate the public on procedures.

Training to realtors, architects, home builders/developers, engineers and surveyors performed.

Provide additional training and resources to identified groups. Find common media for informing the general public on policies.

QL 2.1 Transportation staff follows the guidelines developed by the MPO in accordance with the Complete Streets model for all new construction projects.

Pedestrian and bicycle facilities are being planned on several projects whether new route or existing route improvements.

Continued inclusion of Complete Streets model on county projects and more consideration on improvement projects even if additional ROW is required for implementation.

QL 2. 3 Continued development of bicycling connectivity in areas of the county through the SPLOST transportation program by leveraging funds against federal dollars

Design underway for several facilities that provide bicycle facilities as stand-alone projects.

Completion of design of three facilities and exploration of other programs such as park and ride.

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Vision/Goal

Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

QL 2.5 Implement partnership with City of Savannah to construct a traffic management program that can direct heavy/hazardous traffic to safer routes and lower congestion corridors.

Planning Only Plan to move forward with a consolidated Traffic Management Center.

QL 2.6 Construction of the Coastal Greenway Initiative

Completion of the Basin Road corridor, Truman Linear Trail, Phase 1.

Completion of the Truman Linear Trail, Phase 2 and the S&O Canal bikeway.

QL 2.7 Truman Linear Trail, Phase 2 Design underway to complete the county section. Agreement reached with City of Savannah to complete Phase 2b.

Construction of the trail from Lake Mayer to DeRenne Avenue.

QL 2.10 Greenway preservation and restoration through funding identified in Sales Tax 6.

Planting along various transportation corridors. Revegetation of County property. Preservation of Blue Sky and Great Ogeechee Lakes property.

Continued plantings along transportation corridors. Investigate preservation opportunities county wide through Sales Tax 6 funding.

QL 4.1 Development of information that can be published on the county website to provide as much information as possible on all SPLOST expenditures

Publishing of project meetings and design concepts. Update of SPLOST information on the website. Development of SPLOST Highlights newsletter.

Continued update of SPLOST project information. Addition of interactive link on resurfacing program and individual projects. SPLOST Highlights continuance.

Department: Finance Workload Efficiency Effectiveness

EC 2.4 Implement 100% Direct Deposit of Payroll and Retirement Payments

Increased efficiency saving time, money and supplies

Reduced costs, increased efficiency; facilitates payments during disaster situations

EC 2.4 Implement an Employee Self Service System

Increased efficiency saving time, money and supplies

Increased efficiency saving time, money and supplies

QL 3.5 QL 3.6

Implementation of e-Civis post grant award management program

Increased grant opportunities, compliance with grant requirements

Increased grant opportunities, compliance with grant requirements

QL 4.5 Continuation of participation in GFOA award programs and publishing budgets and financial statements on the County website

Transparency of financial information of the County in universally accepted format

Transparency of financial information of the County in universally accepted format

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Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

QL 4.6 Restructure Capital Improvement Program

Additional funding for capital and maintenance programs County-wide

Establishment of a Maintenance Fund, Capital Infrastructure Replacement Fund and Policy and Procedure manual for Capital requests and management.

Department: Human Resources Workload Efficiency Effectiveness

EC 1.2 Job Shadowing Program 50 high school and college students

EC 1.3 Work Release Program (Targeted recruitment towards ex-offenders, returning citizens)

10 placements

EC 1.4 Implement living wage pay increase

EC 1.5 Removed the "Check the box" that ask if applicants have a criminal record. "Ban-the-Box" campaign.

EC 2.1 Partnership with Chatham County Sheriff's Department - Work Release Program

EC 2.6 Life Loan Program for county employees

171 loan applications, requesting $217,500

227 loan applications

EC 2.6 Lunch & Learn Sessions with Consumer Credit Counseling Services.

ED 2.2 Job Shadowing Program & Internship

40 high school and college students

H 1.7 Employee Assistance Program, New Employee Orientation, Employee Refresher-Update Training Sessions

Approximately 156 employees utilized the service

Expand to 240 employees

H 2.1 Employee Health Screenings Biometric Screening: 1202, Cardiovascular Screenings 302

Biometric Screening: 1300, Cardiovascular Screenings 400

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Vision/Goal

Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

H 2.1 H 2.3 H 2.4 H 3.3

Wellness Program, Chatham County Health Center

QL 1.2 Provided training to Law

Enforcement Training to Police Academy cadets, Correction Officer trainees and Deputy Sheriffs in cultural diversity and competency, ethics and professionalism

150 participants 150 participants

Department: ICS (Technology & Communication) Workload Efficiency Effectiveness

EC 1.2 EC 2.1 ED 2.1 ED 2.5

Intern/Mentor Program 3 entry level interns 4 entry level interns

QL 3.3 OL 3.6

Southeast Georgia Regional Radio System

In excess of 10,000 Public Safety Personnel served regionally

1-3% increase, roughly 10,200 to be served

Department: Chatham County Juvenile Court Workload Efficiency Effectiveness

EC 1.2 ED 2.2

Community Works 8 11

EC 1.2 ED 2.2

Saturday Work Squad 131 children (744 hours) 130 children

ED 1.1 Mediation 47 50 ED 1.8 ED 2.1 ED 2.4

Tutorial 6 6

H 3.1 Baby Think it Over 6 8 H 3.1 QL 1.1

Youth Educational Shoplifting Program (YES)

111 111

H 3.1 QL 1.1

Family Dependency Treatment Court (FDTC)

10 graduates 10 graduates

QL 1.1 Specialized Probation Accountability Rehabilitation Court (SPARC)

10 10

QL 1.1 Functional Family Therapy (FFT)

102 youth enrolled 128

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Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

QL 1.1 Aggression Replacement Therapy (ART)

27 youth enrolled 40

QL 1.1 Diversion 210 referrals (referrals on children under 12)

225 referrals (referrals on children under 12)

Department: Live Oak Public Libraries Workload Efficiency Effectiveness

EC 1.2 Print Collection - Individuals can brush up on soft skills, particularly those related to resume building, interviewing, etc. They can also learn new skills by reading areas of interest, viewing educational DVD's, signing up for language classes on-line, using our one- on-one tutoring program to attend GEDs or advance college degrees.

ED 1.2 Regular story times beginning with newborns. (These programs reinforce the importance of reading and child development. We have recently begun offering "Every Child Ready to Read" programs for adults who work with children. These programs are based on a national model that helps parents and caregivers to learn how to prepare young children to learn and read and be prepared to enter school. Partner with Parent University.)

ED 1.8 Continue to develop broad collection of materials that encourage lifelong learning. Tutor.com, mango language, GALILEO, Learning Express, Morning Star, Value Line. (Partner with Savannah Technical College)

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Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

ED 2.1 Work with schools to develop collections that support their curricula’s. In addition we provide Summer Reading Programs (Partnership with Savannah Children's Book Festival, Winter Reading Program)

ED 2.3 All collection and story times are designed to encourage early reading. (Promote early reading through singing, reading, writing and playing.)

ED 3.2 Parent University/Early Learning College/DEEP Center/Savannah Children's Book Festival (Literacy Lane). (Library partners with all to encourage coordination)

H 2.2 In cooperation with Safety Net, monthly enrollment sessions are hosted at the Bull Street facility

QL 2.9 15 locations in Chatham County (2 in Effingham) free computer access. 500 computers with internet access and Microsoft Office Suite.

Department: Mosquito Control Workload Efficiency Effectiveness

EC 1.2 ED 2.2

Internship Program with Armstrong State University

1 student enrolled for one semester under the Public Health curriculum.

3 students enrolled for a minimum of one semester under the Public Health curriculum.

QL 4.5 Implement enhanced notification of Mosquito Control activities.

Implemented an automated notification system to inform interested citizens of upcoming adult mosquito spraying missions.

Implement a web based mapping system to display upcoming spray missions as well as previous spray missions.

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Vision/Goal

Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: Metropolitan Planning Commission Workload Efficiency Effectiveness

EC 1.2 MPC Internship Program with Savannah State University (SSU).

Two departments within the MPC had interns for periods throughout the year.

Continue to offer internships to qualified SSU students.

EC 3.2 The draft New Zoning Ordinance (NewZO) would directly address the efficiency of policy alignment by streamlining and potentially matching county and City of Savannah requirements.

The NewZO is still in draft form and currently not being evaluated by the City of Savannah or County.

Depending on project funding, the NewZO could be taken to the City of Savannah and County for review and adoption.

EC 3.7 Staffing of the City of Savannah's Historic Preservation Department. If desired by property owners, local historic districts and properties could be designated through a zoning overlay. Surveying of additional locations is needed to establish appropriate protections.

The department is currently funded and supports the use of historic preservation as an economic driver.

This program will continue to be funded by both the City of Savannah and the County.

ED 2.2 MPC Internship Program with Savannah State University (SSU).

Two departments within the MPC had interns for periods throughout the year.

Continue to offer internships to qualified SSU students.

ED 2.7 Several of the departments volunteer within the schools to teach and work with children on how they can pursue similar careers.

Several of the departments volunteered within the schools to teach and work with children on how they can pursue similar careers.

Continue to support and allow staff to volunteer in the school system.

ED 3.4 Staff are encouraged to use paid "leave" time to volunteer, attend, and participate in school functions.

Staff utilized the leave/volunteer time to attend school functions.

Continue to offer leave time at no cost to the staff member to attend and participate in school programs and functions.

H 1.7 Invite insurance providers to come and talk to staff about the insurance coverage and EAP options.

There was 1 presentation by the insurance representative on the available programs

Increase the number of presentations made by the insurance representative to make staff aware of the available programs

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Vision/Goal

Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

H 1.9 Advocate increased access; Invite insurance providers to come and talk to staff about the insurance coverage options. Additionally, the MPC offers partial reimbursement for participation in the YMCA's membership. s to health care through a variety of resources.

Staff were made aware of several programs offered by the COS (mobile mammogram, flu shots, etc.). Several staff were reimbursed for actively participating in the YMCA.

Increase the number of staff that participate in the programs offered by the COS (biometric screening, mobile mammogram, flu shots, etc.).

H 3.3 The MPC offers partial reimbursement for active participation in a YMCA membership.

Several staff were reimbursed for actively participating in the YMCA.

Reimburse staff for actively participating in the YMCA.

H 4.1 MPC staff drafted a mobile farmer’s market ordinance and permitting guidelines for implementation by the City of Savannah.

MPC staff drafted a mobile farmers market zoning text amendment that was approved by the MPC Planning Commission.

Adoption of the mobile farmers market zoning text amendment and permitting guidelines for implementation within the City of Savannah City Code. Additionally, the zoning amendment and permitting guidelines will be presented to the County for review and possible adoption.

H 4.2 MPC staff will be working next to ensure that urban farming and community gardens are within compliance by drafting ordinance language for adoption.

2: Draft ordinance language for adoption by City of Savannah to ensure urban farming and community gardens are allowed.

QL 2.1 CORE MPO adopted a Complete Street policy in 2010. The NewZO does have a requirement for improved access points in residential subdivisions. Also includes driveway connections between adjacent properties to avoid having to use street access

QL 2.2 CORE MPO works with CAT and have awarded them money for various non- motorized and transit projects as well as studies.

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Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

QL 2.3 CORE MPO works with CAT and have awarded them money for various non- motorized and transit projects as well as studies.

For new residential development, there was an open space requirement in the currently draft NewZO for developments of a certain size to provide their own space. The Homebuilders did not agree with this requirement even though the majority of the developers are building their development with clubhouses. This should be reconsidered for placement back into the zoning ordinance.

QL 2.5 CORE MPO's Freight Transportation Plan.

Drafted CORE MPO's Freight Transportation Plan to include Recommendations for Future Land Uses Related to Freight and Goods Movement Needs and Forecasts.

April 2016: Tentative adoption date of the CORE MPO's Freight Transportation Plan to include Recommendations for Future Land Uses Related to Freight and Goods Movement Needs and Forecasts.

QL 2.6 County Greenway Master Plan. MPC staff provided in-kind staff time a stakeholder and key partner in the drafting of the County Greenway Master Plan.

Adoption of the Greenway Master Plan by the County, Town of Thunderbolt and Tybee Island.

QL 2.10 County Environmental Overlay District

The Overlay District is only in outer island areas of the County, not County-wide.

QL 4.2 The draft New Zoning Ordinance (NewZO) would directly address the efficiency of policy alignment by streamlining and potentially matching county and City of Savannah requirements.

The NewZO is still in draft form and currently not being evaluated by the City or County

Depending on project funding, the NewZO could be taken to the City of Savannah and County for review and adoption

QL 4.4 Homeowners Associations (HAs)/Neighborhood Associations (NAs) contact list.

The current Homeowners Associations (HA)/Neighborhood Associations (NA) contact list is not complete for the entire County.

A working group of MPC, City of Savannah and Chatham County staff will be convened to work on strategies for regularly obtaining and updating the current HA and NA list of contacts.

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Vision/Goal

Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: Occupational Safety & Risk Management Workload Efficiency Effectiveness

EC 1.2 EC 1.3

Assessment of risk, county- wide employees. Participation in the Economy strategic plan by the Occupational Safety Director.

Attendance and active participation in the devolvement of the plan

Application of Lean Six Sigma Principals to the conversation and presentation of a view point from outside the region.

EC 2.1 ED 2.5

Provide hard skills as they relate to safety training increase the employability of this employment population.

Partner with organizations to provide OSHA 10/30, CPR/First Aid, Driver Training, and Supervisor Safety Training

Provide courses for organizations (Step Up Savannah) at cost. Additionally, expand training to include a revenue account so that other municipalities can benefit from our services

ED 2.1 Explore policies to reduce liability risk with internship programs. Participation in the Education strategic plan by the Driver Training Officer and Risk Manager.

Attendance and active participation in the development of the plan

H 1.1 ADA Coordinator member of SCCDI

The purpose of the Savannah-Chatham Council on Disability Issues is to facilitate and coordinate community efforts to improve the quality of life for citizens with disabilities in the City of Savannah and Chatham County through advising and advocating with local leaders. This includes, but is not limited to, matters necessary for compliance with the Americans with Disabilities Act of 1990, Section 504 of the Federal Rehabilitation Act of 1973,(as amended); the Georgia Public Access Statute, O.C.G.A. 30-3-1, and other related legislation.

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Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

H 1.7 ADA Coordinator member of ACAT

Advisory Committee on Accessible Transportation. The ACAT serves as the forum for cooperative decision-making with regard to accessible transportation related issues in the Savannah region. ACAT has the responsibility to advise the CORE MPO Board and the Chatham Area Transit Authority Board on accessible transportation related policies, plans, programs and projects.

H 2.4 ADA Coordinator member of Chatham Area Transit Tele Ride Appeals Boards

CAT’s paratransit service is specifically designed to transport eligible persons with disabilities in Chatham County in compliance with the Americans with Disabilities Act.

QL 2.2 Participation in the Quality of Life strategic plan by the ADA Coordinator and Risk Manager.

If deemed necessary by an in-person interview, a functional assessment will be conducted. CAT has contracted with St. Joseph’s Candler Hospital for these assessments. Functional assessments can take up to an hour, and applicants should bring any mobility aids with them.

Achieve Lean Six Sigma Green Belt Certification for ADA Coordinator and Driving Training Officer (Complete). Additionally, Achieve Master Black Belt Certification for the Occupational Safety Director to further implement Lean into Chatham County operations.

QL 4.2 Reeducation of cost as related to Workers' Compensation.

The ACAT serves as the forum for cooperative decision- making with regard to accessible transportation related issues in the Savannah region. ACAT has the responsibility to advise the CORE MPO Board and the Chatham Area Transit Authority Board on accessible transportation related policies, plans, programs and projects.

Collecting data on what goals to establish for FY2017. They will be related to a % reduction in claim cost and numbers.

22

Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: Public Defender Workload Efficiency Effectiveness

EC 1.5 Early Intervention Program - Protect the rights of indigent citizens charged with felony offenses in Chatham County.

1415 felony cases disposed through program

speedier resolution of cases at Recorders Court level

EC 2.2 Social Worker/Case Management - Protect the rights of indigent citizens charged with felony offenses in Chatham County

38 positive outcomes Increase number of cases through further utilization of social work internship program

ED 1.1 Educate local, at-risk youth about the perils of criminal activity; "I Wish I Knew" Program

Not measurable but with immeasurable value

Increase outreach to youth in community through programs including expansion of "I Wish I Knew" program

QL 1.1 Felony Division - Protect the rights of indigent citizens charged with felony offenses in Chatham County

Opened 1369 felony case files; Magistrate Court 61 cases handled; Port Wentworth Municipal Court 109 felony cases handled

Identifying strategies to reduce recidivism

QL 4.5 Allow citizens ready access to the Public Defenders' office via website

6,327 website hits in 2015 Increase client use of site for contact information, submission of applications.

Department: Public Works Workload Efficiency Effectiveness

EC 1.1 Provide equipment training program for current employees.

Approximately 15 classes per year.

35 classes

EC 1.1 Flagger certifications for current field staff.

4 classes per year 4 classes per year

EC 1.1 Commercial Driver’s License (CDL) and Endorsement assistance

4 classes per year 4 classes per year

ED 2.2 Educational activities and tours at the Resource Conservation and Education Center focusing on recycling, solar energy, LEED building and water conservation for 3rd graders to college age.

Approximately 500 visitors per year, 4 educational workshops, 2 community events

Approximately 500 visitors per year, 4 educational workshops, 2 community events

23

Vision/Goal

Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

H 2.3 Fitness classes at Lake Mayer, Tom Triplett Community Park and Frank Murray Community Center

Weekly classes that average over 300 participants.

Weekly classes that average over 300 participants.

H 2.3 Annual Fitness Festival 850 participants, 2 events 900 participants, 2 events H 2.3 Access to youth programs to

include baseball, softball, basketball, soccer, football, roller hockey, summer camp, art classes and special events.

Annual leagues, tournaments and programs

Annual leagues, tournaments and programs

H 2.3 Activities at the Frank Murray Center for senor adults to include; bingo, fashion show, sewing and art classes

Number of participants vary for each program

Number of participants vary for each program

H 2.3 Programs at the Aquatic Center: swim lessons, water aerobics & water safety

Number of participants vary for each program

Number of participants vary for each program

H 4.2 Garden plots available at L. Scott Stell Community Park

Varies Varies

QL 2.1 Road Re-Striping Program Approximately 50 miles annually

Approximately 50 miles per year

QL 2.1 Traffic signage (fabricate, repair and install)

Approximately 1200 man hours, 668 work orders

Approximately 3000 man- hours, 1000 work orders

OL 2.4 Park Maintenance Program 50 Park facilities within Chatham County to include; community parks, sport complexes, boat ramps, piers, greenspace, neighborhood parks, community center and trails

50 Park facilities within Chatham County to include; community parks, sport complexes, boat ramps, piers, greenspace, neighborhood parks, community center and trails

QL 2.4 Implementation of Park Facility Strategic Plan

Depended on funding.

QL 2.4 Playground Safety Program Certify in-house staff QL 2.8 School Zone Striping Re-apply 6 locations per year Re-apply 6 locations per year QL 4.5 CONNECT Mobile App 169 work orders from Aug-Dec 1000 work orders

Department: Purchasing Workload Efficiency Effectiveness

EC 1.4 Various Chatham County Bids for Services

The County in 2015 established a minimum wage to be paid on our temporary labor contract.

Expand the living wage to other County service contracts which typically pay minimum wages. Require Contractors to provide benefits to their employees.

24

Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: Safety Net Workload Efficiency Effectiveness

H 1.1 Network of providers - better coordination of services specific to mental health

Completed baseline adult behavioral health evaluation in partnership with GA BHMDD

Incorporate additional stakeholders data into assessment

H 1.1 Network of providers - better coordination of services specific to mental health

Identified steps for baseline juvenile behavioral health evaluation

Complete baseline juvenile behavioral health evaluation

H 1.1 Network of providers - better coordination of services specific to mental health

Identify next steps baseline developmental disabilities evaluation

Complete baseline developmental disabilities evaluation

H 1.1 Network of providers - better coordination of services specific to mental health

Work with Gateway and DBHDD to create collaborative group, outcomes

Develop, convene collaborative mental health working group with outcomes.

H 1.3 Integrate Chatham County jail health information into the HIE (Chatham Health Link/GRAChie)

Worked with Chatham County and detention center staff to identify pay for performance measures, worked with county to determine pros and cons of owing own EMR for jail to control data, improve transition between health providers.

Review RFPs, provide technical assistance for implementation, ensure accountability for pay for performance, develop technical standards for mental health data to integrate into HIE, work with vendors to provider training of staff and sub-contractors, ensure compliance and usage.

H 1.6 Serve as organization who will create and maintain an active resource directory specific for mental health services.

Safety Net work with DBHDD, Gateway and other partners to determine approach for directory.

Develop directory requirements, software and staffing

H 2.2 Improve access to enrollment in affordable health insurance

Enrolled 1700 children in Medicaid and PeachCare in Chatham County through Campaign for Healthy Kids and Families, embedded referral services into SCCPSS and juvenile court, built enrollment capacity through partner organizations, and raised funds to help build sustainability of program from Healthcare Georgia Foundation.

Continue to enroll and renew children into Medicaid and Peachcare, expand program to contiguous counties because they utilize the provider resources in Chatham County, continue to embed referral services, work through FERPA with schools, and automate processes for referrals, applications and enrollment verification.

25

Vision/Goal

Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

H 2.2 Connect with primary care providers to improve access to affordable health services

• Found that consumers recently enrolled in Medicaid and PeachCare were having trouble finding a pediatrician for their child(ren)• Surveyed network provider lists for Amerigroup, WellCare, and PeachCare to determine actual network adequacy (found list was grossly inaccurate and misleading)

• Conducted literature review to understand how consumers went about finding a pediatrician

• Partnered with Mercer University to develop an IRB study to interview consumers to understand their behavior and how they find a doctor and collect their stories (what we learn will be used to publish academic paper and influence policymakers to change CMO policies to ensure network adequacy and that the policies actually link to the needs of consumers) - received IRB approval December 2015; began interviews January 2016

• Complete consumer interviews, collate key findings• Complete academic research paper and publish• Use findings to influence statewide policy changes for CMO network adequacy

QL 3.1 Integrate Chatham County jail health information into the HIE (Chatham Health Link/GRAChie)

Worked with Chatham County and detention center staff to identify pay for performance measures, worked with county to determine pros and cons of owing own EMR for jail to control data, improve transition between health providers.

Review RFPs, provide technical assistance for implementation, ensure accountability for pay for performance, develop technical standards for mental health data to integrate into HIE, work with vendors to provider training of staff and sub-contractors, ensure compliance and usage.

26

Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: Savanah-Chatham Metro Police Department Workload Efficiency Effectiveness

EC 1.2 EC 1.3 EC 1.5 ED 2.2

Ensure the development of job related soft skills training, increase academics and job opportunities for youth, young people through Pre-Apprentice Program.

60 juveniles (ages 14-17) enrolled in a 7 week academic assistance, life skills and job skills training.

100 juveniles (ages 14-17) enrolled in a 7 week academci assistance, life skills and job skills training.

QL 1.1 Work with juveniles to reduce recidivism, instill law adhering citizens therefore reduce juvenile crimes

QL 1.3 Promote and provide positive interaction between youth, citizens and police department staff - to empower individuals, improve outcomes

Reactivate Police Activity League

Department: Step Up Savannah Workload Efficiency Effectiveness

EC 1.1 EC 1.2 EC 1.3 EC 1.5 EC 2.1 EC 2.2 ED 1.9 ED 2.2

Savannah/Chatham Apprentice Program (CAP) {Chatham County funds CAP. Step Up operates on grants, individual and business donation and contract with City of Savannah.}

100 graduates, 50% employed with average salary $9/hr.; one class devoted exclusively to ex- offenders (Coastal Transition Center). Step Up dispersed GED scholarships to 41 adults (through STC). Step Up's Bank On Savannah opened 1,017 Bank On Savannah accounts. In partnership with CCCS, 6,490 individuals completed financial education workshops, counseling sessions and outreach events at libraries, employer sites and at workforce training programs. 174 individuals obtained a Life Line Loan through employers.

At least 100 to graduate from E-3/employability skills training, including 30 from hard-skills trainings. 55% will gain employment at average salary of $9.50/hr. CAP trains ex-offenders as a regular part of its work. Step Up's Bank On Savannah initiative will open at least 1,000 new Bank On accounts. With CCCS, Step Up will offer financial education workshops, counseling & outreach opportunities to at least 3,000 individuals. At least 400 individuals will be screened for public benefits and enrolled by Step Up staff as needed, including SNAP, Medicaid & PeachCare. Step Up will advocate for higher wages for employees and a state Earned Income Tax Credit as well as funding for affordable housing.

27

Vision/Goal Link Program/Project Actual FY 2015-2016 Target FY 2016-2017

Department: Youth Commission Workload Efficiency Effectiveness

ED 1.1 Youth Financial Literacy Workshops with Wells Fargo

ED 1.4 Youth Peer Mediation ED 3.3 Chatham Savannah Youth

Master Plan

H 3.1 Partnership with Healthy Savannah, Let's Move Savannah, Savannah-Chatham Metropolitan Police Department

28

ATTACHMENT C

29

General Fund FY 2017 Budget

2015 2016 Recommended Increase/ % Increase/ Account No. Description Actual Budget Budget Decrease Decrease

REVENUES Tax Revenues

General Property Taxes: 31.11001 Real Property Taxes 92,255,424 97,493,237 99,496,111 2,002,874 2.05% 31.11201 Real Property Taxes - timber sales 8,523 3,700 13,700 10,000 270.27% 31.12001 Real Property Taxes - prior year 6,063,339 7,600,000 7,600,000 - 0.00% 31.12002 Real Property Taxes - timber - prior year 7,179 1,500 - (1,500) -100.00% 31.12011 Real Property Taxes - prior year delinquent 194 1,000 - (1,000) -100.00% 31.13101 Personal Property Taxes - motor vehicles 3,900,977 3,800,000 2,900,000 (900,000) -23.68% 31.13102 AAV - Commercial Vehicles 211,511 - 31.13151 TAVT-Title Ad Valorem 3,724,294 3,800,000 4,700,000 900,000 23.68% 31.13155 TAVT- Local Option Sales Tax 767,302 850,000 650,000 (200,000) -23.53% 31.13201 Personal Property Taxes - mobile homes 286,140 232,000 250,000 18,000 7.76% 31.13401 Personal Property 16,580,656 17,000,000 18,000,000 1,000,000 5.88% 31.13411 Intangible-Superior Court collections 1,608,699 1,500,000 1,700,000 200,000 13.33% 31.13901 Personal Property Taxes - other 5,051 - - 0.00% 31.14001 Personal Property Taxes - prior 4,521,269 2,000,000 2,700,000 700,000 35.00% 31.14002 Personal Property Taxes - prior mo.. 24,876 30,000 20,000 (10,000) -33.33% 31.14003 Personal Property Taxes - heavy eq 21,941 30,000 20,000 (10,000) -33.33% 31.14051 Personal Preperty Taxes - RR Equip 37,711 - - - 0.00% 31.16001 Real Estate Transfer Tax 629,345 600,000 600,000 - 0.00%

Total General Property Taxes 130,654,430 134,941,437 138,649,811 3,708,374 2.75%

Sales and Use Taxes: 31.31001 Local Option Sales Tax 15,375,904 14,200,000 15,000,000 800,000 5.63% 31.43001 Mixed Drink Excise Tax 124,774 125,000 125,000 - 0.00% 31.45001 Energy Excise Tax 950,111 860,000 1,000,000 140,000 16.28%

Total Sales and Use Taxes 16,450,789 15,185,000 16,125,000 940,000 6.19%

Business Taxes: 31.63001 Financial institution tax 314,605 400,000 400,000 - 0.00%

Total Business Taxes 314,605 400,000 400,000 - 0.00% -

Penalties & Interest on Delinquent Taxes: 31.91101 Penalties, Real Property Tax 592 2,500 - (2,500) -100.00% 31.91102 Penalties, Intangible Recording Tax 12,119 10,000 12,000 2,000 20.00% 31.91103 Interest, Intangible Recording Tax 30 - - 0.00% 31.91111 Property tax penalty - real 601,232 650,000 650,000 - 0.00% 31.91112 Property tax penalty - personal 85,650 100,000 100,000 - 0.00% 31.91113 Property tax penalty - mobile 32,429 30,000 25,000 (5,000) -16.67% 31.91114 Property tax penalty - heavy equipment 73 - - - 0.00% 31.95001 Penalties-FIFA 23 - - - 0.00% 31.95011 Penalties-FIFA 96,576 100,000 100,000 - 0.00% 31.95012 Penalties-FIFA 4,291 4,000 4,000 - 0.00% 31.95013 Penalties-FIFA 6,338 4,000 4,000 - 0.00% 31.95015 Penalties-FIFA 59 - - - 0.00% 31.99011 Prop Tax-Penalty-Misc 62,095 - - - 0.00% 31.99021 Prop Tax-Int-Misc 399,545 75,000 75,000 - 0.00% 31.99111 Prop Tax-Refunds - 425,000 425,000 - 0.00%

Total Penalties & Interest on Delinquent Taxes 1,301,053 1,400,500 1,395,000 (5,500) -0.39% Total Tax Revenues 148,720,877 151,926,937 156,569,811 4,642,874 3.06%

Licenses and Permits: 32.24001 Marriage Licenses 218,980 200,000 200,000 - 0.00% 32.25000 Animal Licenses - tags 81,560 85,000 - (85,000) -100.00% 32.29100 Pistol Permits 142,239 140,000 150,000 10,000 7.14% 32.43000 Penalties, motor vehicle tags (late fees) 469,833 550,000 450,000 (100,000) -18.18%

Total Licenses and Permits 912,612 975,000 800,000 (175,000) -17.95%

Intergovernmental Revenues: Federal government grants/reimbursements:

30

General Fund FY 2017 Budget

2015 2016 Recommended Increase/ % Increase/ Account No. Description Actual Budget Budget Decrease Decrease

33.11101 DEA Reimbursement 151,561 - - - 0.00% 33.11103 Federal DEA Reimbursement - Sheriff 46,504 30,000 50,000 20,000 66.67% 33.11121 SCAAP Grant - Foreign Prisoners 17,974 75,000 30,000 (45,000) -60.00% 33.11131 Corps of Engineers Reimbursement 284,920 300,000 600,000 300,000 100.00% 33.12103 Social Security Admin. Reimbursement 80,200 75,000 85,000 10,000 13.33%

Total federal government grants/reimbursements 581,159 480,000 765,000 285,000 59.38%

Federal government payments in lieu of taxes: 33.30000 Payments in Lieu of Taxes 103,535 43,000 50,000 7,000 16.28%

Total Federal government payments in lieu of taxes 103,535 43,000 50,000 7,000 16.28%

State government grants/reimbursements: 33.41100 State of GA - Law Clerk Sup Ct 268,451 288,875 290,900 2,025 0.70% 33.41102 State of GA - Judges Salary Reimbursement 132,651 132,600 132,600 - 0.00% 33.41204 GA Probation - Attorney Fee 84,834 80,000 75,000 (5,000) -6.25% 33.41213 State of GA - Reimburse income 5,673 - - - 0.00% 33.41238 GA JC Indigen Coordinatior 106,000 106,000 - (106,000) -100.00% 33.41501 GA Superior Court Clerk Authority Revenue - - - 0.00% 33.51000 Forest Land Protection Act 26,055 20,000 20,000

Total State government grants/reimbursements 623,665 607,475 518,500 (88,975) -14.65% Local government shared revenues:

33.70001 Local Govt - A.D.R. Reimbursement 97,977 198,870 108,800 (90,070) -45.29% 33.70002 Local Govt - Law Library Reimbursement 114,695 125,035 130,000 4,965 3.97% 33.70003 Local Govt - Victim Witness Reimbursement 100,000 100,000 0.00% 33.70004 Local Govt - Health Dept Reimbursement 27,921 30,000 30,000 - 0.00% 33.70005 Local Govt - CEMA Reimbursement 128,847 - - 0.00% 33.70009 Local Govt - Live Oak Public Library Reimbursement 50,943 50,000 50,000 - 0.00% 33.70010 Local Govt - City of Savannah 509,129 400,000 200,000 (200,000) -50.00% 33.70011 Local Govt - Thunderbolt - 7,500 (7,500) -100.00% 33.80001 General Fund in Lieu of Tax - SEDA 342,098 389,700 350,000 (39,700) -10.19%

Total Local government shared revenues 1,271,609 1,201,105 968,800 (232,305) -19.34% Total Intergovernmental Revenues 2,579,967 2,331,580 2,302,300 (29,280) -1.26%

General Government Fees: Court costs, fees and charges for court proceedings:

34.11101 Bond Fees - Sheriff 189,000 200,000 190,000 (10,000) -5.00% 34.11901 State Ct - Sheriff Service 52,193 60,000 54,000 (6,000) -10.00% 34.11902 Superior Ct - Sheriff Service 53,692 50,000 54,000 4,000 8.00% 34.11903 Probate Ct - Sheriff Service - 45,000 45,000 0.00% 34.11904 Magistrate Ct - Sheriff Service 1,014 1,000 1,000 - 0.00% 34.11906 Mag Ct - Civil - Sheriff 686,641 640,000 500,000 (140,000) -21.88% 34.11910 Other Fees - Discovery Law 258 500 - (500) -100.00% 34.11914 Indigent Attorney - Pride 10,839 8,000 - (8,000) -100.00% 34.11951 Probate Court - Court Fees 305,363 250,000 300,000 50,000 20.00% 34.11952 Probate Court Committal - - 300 300 0.00% 34.11953 Probate court Guardian 36,468 35,000 35,000 - 0.00% 34.11954 Probate Court copies 52,286 50,000 50,000 - 0.00% 34.11959 Probate Court misc 25,894 20,000 15,000 (5,000) -25.00% 34.14002 Sheriff Copy Fees 202

Total court costs, fees & charges for court proceedings 1,413,849 1,314,500 1,244,300 (70,200) -5.34%

Tag office fees: 34.16001 Mail fees-Tag Office-Veh 69,634 65,000 65,000 - 0.00% 34.16002 Transfer-Tag Office-Veh 7,189 6,000 6,000 - 0.00% 34.16003 Dup Regis-Tag Office-Veh 2,764 2,500 2,500 - 0.00% 34.16004 Tag Fees-Tag Office-Veh 275,808 275,000 275,000 - 0.00% 34.16005 Wildlife-Tag Office-Veh 814 750 750 - 0.00% 34.16090 Lapse Fee - Tag Office-Veh 97,010 89,000 89,000 - 0.00% 34.16099 Misc Fee-Tag Office-Veh 3,125 - - 0.00%

Total tag office fees 456,344 438,250 438,250 - 0.00%

31

General Fund FY 2017 Budget

2015 2016 Recommended Increase/ % Increase/ Account No. Description Actual Budget Budget Decrease Decrease

Indirect Cost Plan Allocations: 34.17213 Indirect Cost Plan - Street Paving Fund 30,125 30,100 30,000 (100) -0.33% 34.17251 Indirect Cost Plan - Child Support Fund 269,809 235,800 235,800 - 0.00% 34.17270 Indirect Cost Plan - SSD 1,000,999 1,001,000 2,000,000 999,000 99.80% 34.17290 Indirect Cost Plan - LDAO Fund 18,882 18,900 34,997 16,097 85.17% 34.17291 Indirect Cost Plan - Land Bank Fund 1,096 1,000 780 (220) -22.00% 34.17320 Indirect Cost Plan - Sales Tax 1985-1993 80,778 38,600 40,848 2,248 5.82% 34.17321 Indirect Cost Plan - Sales Tax 1993-1998 25,030 24,500 22,899 (1,601) -6.53% 34.17322 Indirect Cost Plan - Sales Tax 1998-2003 176,192 117,800 68,997 (48,803) -41.43% 34.17323 Indirect Cost Plan - Sales Tax 2003-2008 176,926 258,600 171,715 (86,885) -33.60% 34.17324 Indirect Cost Plan - Sales Tax 2008-2014 524,720 500,000 121,531 (378,469) -75.69% 35.17324 Indirect Cost Plan - Sales Tax 2008-2015 - - 49,582 49,582 0.00% 34.17505 Indirect Cost Plan - Water & Sewer Fund 179,866 91,000 244,627 153,627 168.82% 34.17540 Indirect Cost Plan - Solid Waste Fund 497,552 430,600 430,600 - 0.00% 34.17555 Indirect Cost Plan - Parking Garage Fund 196,144 195,000 195,000 - 0.00% 34.17570 Indirect Cost Plan - Building Safety & Reg Fund 367,137 367,200 367,000 (200) -0.05%

Total Indirect Cost Plan Allocations 3,545,256 3,310,100 4,014,376 704,276 21.28%

Other general government fees: 34.19101 Election Qualifying Fees 12,112 - - - 0.00% 34.19102 Sale of Voter Lists 1,162 1,000 1,000 - 0.00% 34.19401 Commission - Tax Collections, BOE 1.5% 3,158,781 3,100,000 3,100,000 - 0.00% 34.19403 Commission - Auto 92,353 132,000 100,000 (32,000) -24.24% 34.19404 Commission - Intangible Recording Tax 290,074 300,000 318,000 18,000 6.00% 34.19405 Commission - Motor Vehicle Tags 38,229 50,000 38,000 (12,000) -24.00% 34.19407 Commission - Real estate 2,885 3,000 3,000 - 0.00% 34.19408 TAVT - GA Commission 258,286 225,000 290,000 65,000 28.89% 34.19409 TAVT - BOE Commission 142,086 100,000 140,000 40,000 40.00% 34.19410 TAVT - Muni Commission 115,217 100,000 120,000 20,000 20.00% 34.19432 Commissions - Prop Tax GA 79,973 35,000 35,000 - 0.00% 34.19433 Commissions - Prop Tax Pooler 25,795 25,000 26,000 1,000 4.00% 34.19434 Commissions - Prop Tax Port Went 6,488 6,300 6,300 - 0.00% 34.19435 Commissions - Prop Tax Tybee 5,822 5,800 5,800 - 0.00% 34.19436 Commissions - Prop Tax Sav 938 1,000 1,000 - 0.00% 34.19437 Commissions - Prop Tax Thunderbolt 157 - - 0.00% 34.19438 Commissions - Prop Tax Garden City 19,716 - 20,000 20,000 0.00%

Total other general government fees 4,250,074 4,084,100 4,204,100 120,000 2.94% Total General Government Fees 9,665,522 9,146,950 9,901,026 754,096 8.24%

Charges for Services: Public Safety Fees:

34.21102 ID Card Fee - Sheriff 8 - - - 0.00% 34.23102 Fingerprint Fee - Sheriff 4,938 4,000 - (4,000) -100.00% 34.23312 Prisoner Housing Fees - GA Pardons & Parole 25,875 10,000 5,000 (5,000) -50.00% 34.23323 Prisoner Housing Fees - Federal Marshalls 805,436 650,000 800,000 150,000 23.08% 34.29901 Sheriff- out of town service 57,084 50,000 60,000 10,000 20.00% 34.29910 Sheriff - Security Courts 80,000 80,000 80,000 - 0.00% 34.29999 Sheriff - Miscellaneous Revenue 37,499 35,000 35,000 - 0.00%

Total Public Safety Fees 1,010,840 829,000 980,000 151,000 18.21%

Other miscellaneous fees: 34.41301 Sale Recycled Materials 19,783 15,000 1,500 (13,500) -90.00% 34.61100 Animal Control and Shelter Revenue 50 13,000 - (13,000) -100.00% 34.61112 Impound Fees 10,365 12,000 12,000 0.00% 34.61113 Boarding Fees 12,414 - 10,000 10,000 0.00% 34.61119 Miscellanesous 680

Total other miscellaneous fees 43,292 28,000 23,500 (4,500) -16.07%

Culture and recreation fees: 34.72101 Aquatics 336,874 303,500 308,000 4,500 1.48% 34.72201 Weightlifting Center (also concessions) 11,324 9,000 9,800 800 8.89%

32

General Fund FY 2017 Budget

2015 2016 Recommended Increase/ % Increase/ Account No. Description Actual Budget Budget Decrease Decrease

34.72701 Recreation rentals 137,557 96,400 103,400 7,000 7.26% 34.73101 Aquatic Contracts 7,425 8,100 8,100 - 0.00% 34.75101 Aquatic Programs 118,952 96,000 91,100 (4,900) -5.10% 34.75701 Sports Entry Fees - recreation 48,760 50,000 55,000 5,000 10.00% 34.79101 Recreation - other fees 18,978 50,500 80,000 29,500 58.42% 34.79701 Recreation misc 12,350 31,000 26,000 (5,000) -16.13% 34.79709 Concessions 85,088 19,500 15,000 (4,500) -23.08%

Total culture and recreation fees 777,308 664,000 696,400 32,400 4.88%

Other charges for services: 34.93001 Bad Check (NSF) Fees 450 - - - 0.00%

Total other charges for services 450 - - 30 0.00% Total Charges for Services 1,831,890 1,521,000 1,699,900 178,930 11.76%

Fines & Forfeitures Superior Court fines:

35.11101 Superior Court - Fees 1,092,636 1,075,000 1,154,000 79,000 7.35% 35.11102 Superior Court - Docket Fees 411 - 400 400 0.00% 35.11103 Superior Court - Probation office 109,288 105,000 70,000 (35,000) -33.33%

Total Superior Court fines 1,202,335 1,180,000 1,224,400 44,400 3.76%

State Court fines: 35.11200 State Court - Civil Fees 193,643 170,000 187,000 17,000 10.00% 35.11201 State Court - Criminal Fines 561,479 550,000 500,000 (50,000) -9.09% 35.11203 State Court - Additional Fines 10,886 11,000 8,000 (3,000) -27.27% 35.11204 State Court - Judicial Oper Fd 88,086 90,000 87,000 (3,000) -3.33% 35.11211 State Court - DUI Publication 2,242 2,500 1,500 (1,000) -40.00% 35.11212 State Court - Docket 4,776 4,000 4,000 - 0.00% 35.11217 State Court - Public Defenders 400 - - - 0.00% 35.11218 State Court - DA Diversion Program 167,335 80,000 222,000 142,000 177.50%

Total State Court fines 1,028,846 907,500 1,009,500 102,000 11.24%

Magistrate Court fines: 35.11301 Magistrate Court - Criminal 26,141 26,000 26,000 - 0.00% 35.11302 Magistrate Court - Civil 391,520 400,000 380,000 (20,000) -5.00%

Total Magistrate Court fines 417,661 426,000 406,000 (20,000) -4.69%

Juvenile Court fines: 35.11601 Juvenile Court - Traffic fines 21,104 25,000 10,000 (15,000) -60.00%

Total Juvenile Court fines 21,104 25,000 10,000 (15,000) -60.00%

Bond forfeitures: 35.12901 Sheriff - Estreat Co. Superior Court 1,691 - - - 0.00% 35.12902 Sheriff - Estreat Co. State Court 46,678 40,000 35,000 (5,000) -12.50% 35.12905 Sheriff - Forfeited Bonds - 60,000 30,000 (30,000) -50.00%

Total bond forfeitures 48,369 100,000 65,000 (35,000) -35.00%

Penalties: 35.14551 Additional penalty assessments-JCA State Court 67,971 70,000 65,000 (5,000) -7.14% 35.14552 Additional penalty assessments-JCA Magistrate Court 508 500 - (500) -100.00% 35.14553 Additional penalty assessments-JCA Superior Court 13,864 15,000 16,000 1,000 6.67% 35.14559 Additional penalty assessments-JCA Munipalities 313,912 317,000 280,000 (37,000) -11.67%

Total penalties 396,254 402,500 361,000 (41,500) -10.31% Total Fines and Forfeitures Revenue 3,114,570 3,041,000 3,075,900 34,900 1.15%

Investment Income 36.10001 Interest Revenue / Unrealized gain (loss) on investments 523,846 225,000 350,000 125,000 55.56%

Total Investment Income 523,846 225,000 350,000 125,000 55.56%

Miscellaneous Revenue 38.10001 Rents and royalties 24,503 11,000 - (11,000) -100.00%

33

General Fund FY 2017 Budget

2015 2016 Recommended Increase/ % Increase/ Account No. Description Actual Budget Budget Decrease Decrease

38.10002 Rent - Roof - Judicial Center 49,171 45,000 45,000 - 0.00% 38.10003 Rent - Recorders Ct 112,623 112,660 112,000 (660) -0.59% 38.10005 Rent - Health Dept 74,855 81,660 81,600 (60) -0.07% 38.10006 Rent - Admin Services 18,164 - - - 0.00% 38.90010 Other reimbursements 72,655 91,600 62,000 (29,600) -32.31% 38.91001 Other miscellaneous revenue 584,474 50,000 35,000 (15,000) -30.00%

Total miscellaneous revenue 936,446 391,920 335,600 (56,320) -14.37% Other Financing Sources

39.12270 Interfund Transfers 4,620,903 418,700 - (418,700) -100.00% 39.21001 Sale of general fixed assets 46,552 - - 0.00%

Total Other Financing Sources 4,667,456 418,700 - (418,700) -100.00%

TOTAL REVENUES 172,953,187 169,978,087 175,034,537 5,056,500 2.97%

34

General Fund FY 2017 Budget

2015 2016 Recommended Increase/ % Increase/ Account No. Description Actual Budget Budget Decrease Decrease

EXPENDITURES General Government

Legislative: 1001110 County Commissioners 656,450 1,052,599 1,018,765 (33,834) -3.21% 1001115 Youth Commission 50,001 50,000 50,000 - 0.00% 1001130 Clerk of Commission 91,905 97,204 99,470 2,266 2.33%

Total Legislative 798,356 1,199,803 1,168,235 (31,568) -2.63% Executive:

1001320 County Manager 1,203,850 1,247,930 1,211,813 (36,117) -2.89% Total Executive 1,203,850 1,247,930 1,211,813 (36,117) -2.89% Elections: -

1001400 Board of Elections 747,567 1,166,968 1,129,678 (37,290) -3.20% 1001401 Voter Registration 647,400 823,956 825,016 1,060 0.13%

Total Elections 1,394,967 1,990,924 1,954,694 (36,230) -1.82% General Administration:

1001510 Finance 2,164,731 2,293,851 2,215,443 (78,408) -3.42% 1001511 Audit Contract 114,385 217,475 125,700 (91,775) -42.20% 1001517 Purchasing 642,332 738,604 711,980 (26,624) -3.60% 1001530 County Attorney 1,186,440 1,275,505 1,283,043 7,538 0.59% 1001535 Information and Communication Services 3,271,880 3,896,923 4,606,748 709,825 18.22% 1001536 Communications 620,820 744,719 712,273 (32,446) -4.36% 1001540 Human Resources 1,264,950 1,339,618 1,555,306 215,688 16.10% 1001541 Pool for Temporary Labor 51,779 40,020 73,000 32,980 82.41% 1001545 Tax Commissioner 4,960,997 5,385,907 5,652,130 266,223 4.94% 1001550 Tax Assessor 4,904,997 5,344,101 5,384,070 39,969 0.75% 1001551 Board of Equalization 133,257 241,025 221,791 (19,234) -7.98% 1001556 ADA Compliance 117,558 1,600 - (1,600) -100.00% 1001560 Internal Audit 461,142 486,744 490,317 3,573 0.73% 1001565 Facilities Maintenance 2,958,375 3,203,626 3,831,545 627,919 19.60% 1001567 Fleet Operations 817,808 1,034,501 1,058,391 23,890 2.31% 1001568 Fuel Management Program - - - - 0.00% 1001569 Utilities 866,010 1,150,000 950,000 (200,000) -17.39% 1001570 Public Information 118,206 129,787 254,931 125,144 96.42% 1001571 Public Communications - 119,682 - (119,682) -100.00% 1001580 Administrative Services 1,137,014 1,112,210 1,037,395 (74,815) -6.73%

Total General Administration 25,792,681 28,755,897 30,164,063 1,408,167 4.90% Total General Government 29,189,854 33,194,554 34,498,805 1,304,251 3.93%

Judicial 1002100 Court Administrator 3,591,900 3,759,248 3,835,824 76,577 2.04% 1002110 Court Expenditures 869,778 943,000 1,078,700 135,700 14.39% 1002120 Alternative Dispute Resolution 98,613 200,880 108,823 (92,057) -45.83% 1002180 Clerk of Superior Court 2,857,563 3,039,854 3,077,430 37,576 1.24% 1002200 District Attorney 6,058,533 6,294,436 6,547,307 252,871 4.02% 1002210 Victim Witness 768,912 775,201 809,403 34,202 4.41% 1002300 State Court - Judges 1,478,462 1,573,173 1,661,397 88,224 5.61% 1002310 State Court - Clerk 1,341,250 1,440,404 1,459,084 18,680 1.30% 1002320 DUI Court 251,098 272,010 264,460 (7,550) -2.78% 1002400 Magistrate Court 1,508,219 1,526,492 1,483,049 (43,443) -2.85% 1002450 Probate Court 880,670 945,422 955,858 10,436 1.10% 1002451 Probate Court Filing Fees 238,845 225,400 200,000 (25,400) -11.27% 1002600 Juvenile Court 5,332,302 5,471,311 5,656,833 185,522 3.39% 1002700 Grand Jury 12,978 21,800 21,800 - 0.00% 1002750 Law Library 115,483 127,165 130,553 3,388 2.66% 1002800 Public Defender 2,663,626 2,699,674 2,779,887 80,213 2.97% 1002810 Panel of Attorneys 79,103 - - 0.00% 1002820 Indigent Defense Unit 1,352,397 1,415,235 1,504,960 89,725 6.34%

Total Judicial 29,499,732 30,730,705 31,575,368 844,663 2.75%

Public Safety:

35

General Fund FY 2017 Budget

2015 2016 Recommended Increase/ % Increase/ Account No. Description Actual Budget Budget Decrease Decrease

1003222 Counter Narcotics Team 4,507,710 4,652,295 4,681,085 28,790 0.62% 1003251 Marine Patrol 671,621 834,145 780,792 (53,353) -6.40% 1003300 Sheriff 10,608,899 10,512,581 10,396,969 (115,612) -1.10% 1003326 Detention Center 44,711,583 45,142,268 47,008,005 1,865,738 4.13% 1003600 Emergency Medical Services 940,431 1,247,916 1,035,000 (212,916) -17.06% 1003700 Coroner 314,542 321,537 341,995 20,458 6.36% 1003910 Animal Control 1,008,818 1,071,410 1,164,500 93,090 8.69% 1003920 Emergency Management (CEMA) 1,101,689 1,085,220 1,176,646 91,426 8.42% 1009984 Haz Mat Expense 59,519 50,000 50,000 - 0.00%

Total Public Safety 63,924,812 64,917,371 66,634,992 1,717,621 2.65%

Public Works: 1004100 Public Works 589,626 857,835 855,000 (2,835) -0.33% 1004230 Bridges 424,375 481,950 463,480 (18,470) -3.83%

Total Public Works 1,014,001 1,339,785 1,318,480 (21,305) -1.59%

Health and Welfare: 1005110 Health Dept - Chatham Co 1,267,544 1,267,544 1,267,544 - 0.00% 1005115 Safety Net Planning 80,000 80,000 104,000 24,000 30.00% 1005144 Mosquito Control 3,461,561 3,818,840 3,968,140 149,300 3.91% 1005190 Indigent Health Care 4,332,434 4,503,180 4,503,180 - 0.00% 1005421 Greenbriar Childrens Center 369,600 369,600 369,600 - 0.00% 1005440 Family & Children Services 723,040 741,595 741,595 - 0.00%

Total Health and Welfare 10,234,179 10,780,759 10,954,059 173,300 1.61%

Culture/Recreation: 1005530 Frank G. Murray Center 132,380 135,027 140,700 5,673 4.20% 1006100 Recreation 3,318,152 3,914,005 4,037,765 123,760 3.16% 1006124 Aquatic Center/Pool 1,036,050 1,157,336 1,141,954 (15,382) -1.33% 1006130 Weightlifting Center 269,482 274,411 260,455 (13,956) -5.09% 1006180 Tybee Pier & Pavillion 20,053 24,090 24,000 (90) -0.37% 1006240 Georgia Forestry 42,579 49,096 49,100 4 0.01% 1006500 Library 6,873,468 7,146,674 7,146,674 - 0.00%

Total Culture & Recreation 11,692,164 12,700,640 12,800,648 100,008 0.79%

Housing & Development 1007210 BSRS - Animal Tag Division 129,140 138,993 - (138,993) -100.00% 1007414 CORE MPO 45,650 45,650 0.00% 1007660 Construction Apprentice Program 199,678 211,191 209,746 (1,445) -0.68% 1007661 Community Outreach 185,836 227,088 211,344 (15,744) -6.93% 1009952 CAT Teleride 2,711,891 2,800,000 2,758,000 (42,000) -1.50%

Total Housing & Development 3,226,545 3,377,272 3,224,740 (110,532) -3.27%

Debt Service: 1008005 Union Mission 2009 167,254 168,247 169,532 1,285 0.76% 1008590 Pollution Abatement 9,978 9,978 9,978 - 0.00% 1008922 DSA Bonds Series 2005 912,128 1,028,700 1,029,818 1,118 0.11% 1008923 DSA Bonds Series 2005A 758,274 753,326 762,326 9,000 1.19% 1008955 Mosquito Control Building Debt Service 333,511 333,511 333,510 (1) 0.00% 1008959 Union Mission 2011 51,648 52,042 - (52,042) -100.00%

Total Debt Service 2,232,793 2,345,804 2,305,164 (40,640) -1.73%

Other Government Services: 1009812 Cooperative Extension Service 150,880 235,583 234,683 (900) -0.38% 1009814 Bamboo Farm 122,591 127,780 127,780 - 0.00% 1009927 Contingency - 187,560 250,000 62,440 33.29% 1009935 Contribution to Retirement Insurance 5,345,700 5,888,000 6,407,664 519,664 8.83% 1009941 Energy Excise Tax 684,449 613,000 613,000 - 0.00% 1009957 Reimburseable Expenses 679,145 572,585 582,500 9,915 1.73% 1009975 Special Appropriations 154,330 227,110 273,000 45,890 20.21% 1009976 Coastal Soil and Water - 600 - (600) -100.00%

36

General Fund FY 2017 Budget

2015 2016 Recommended Increase/ % Increase/ Account No. Description Actual Budget Budget Decrease Decrease

1009991 G-I-A Summer Bonanza 30,000 30,000 30,000 - 0.00% 1009995 Vacant Positions - (1,100,000) (1,100,000) - 0.00% 1009996 Merit contingency - 765,895 775,000 9,105 1.19%

Total Other Government Services 7,167,095 7,598,113 8,193,627 645,514 8.50%

Other Financing Uses: 1009901 Transfer to CIP Fund 2,253,638 80,000 - (80,000) -100.00% 1009916 Transfer to SSD - 28,940 - (28,940) -100.00% 1009919 Transfer to Child Support 160,534 154,571 154,571 - 0.00% 1009940 Transfer to Debt Service 2,000,000 660,000 - (660,000) -100.00% 1009943 Transfer to Solid Waste/Subsidy 1,079,698 1,100,000 1,100,000 - 0.00% 1009920 Transfer to Restricted Court Fees 13,837 1009918 Transfer to E911 143,522 1009962 Transfer to Risk Management Fund 4,000,000 2,274,093 2,274,083 (10) 0.00%

Total Other Financing Uses 9,651,229 7,097,604 3,528,654 (768,950) -10.83%

TOTAL EXPENDITURES 167,832,404 171,232,607 175,034,537 3,843,930 2.24%

EXCESS OF REVENUES OVER (UNDER) EXPENDITUR 5,120,783 (1,254,520) -

37

Special Service District

2015 2016 Recommended Increase/ % Increase/ Account Description Actual Budget Budget Decrease Decrease

REVENUES Tax Revenues

General Property Taxes: 31.11001 Real Property Taxes 12,384,735 13,239,687 13,290,000 50,313 0.38% 31.11201 Real Property Taxes - timber sales 2,281 1,000 800 (200) -20.00% 31.12001 Real Property Taxes - prior year 606,545 800,000 800,000 - 0.00% 31.12002 Real Property Taxes - timber - prior year 420 - 0 - 0.00% 31.12011 Real Property Taxes - prior year delinquent 40 - 0 - 0.00% 31.13101 Personal Property Taxes - motor vehicles 567,700 650,000 400,000 (250,000) -38.46% 31.13102 AAV Commercial Vehicles 16,110 31.13151 TAVT-Title AD Valorem 411,884 350,000 425,709 75,709 21.63% 31.13201 Personal Property Taxes - mobile homes 47,830 40,000 50,000 10,000 25.00% 31.13401 Pers Prop-Intang-Tax Comm 3,348,897 3,450,000 3,450,000 - 0.00% 31.13411 Intangible-Superior Ct Clerk 289,591 340,000 300,000 (40,000) -11.76% 31.13901 Personal Property Taxes - other 224 - 0 - 0.00% 31.14001 Personal Property Taxes - prior 689,340 200,000 350,000 150,000 75.00% 31.14002 Personal Property Taxes - prior mo.. 5,467 3,000 3,000 - 0.00% 31.14003 Personal Property Taxes - heavy eq 98 - 0 - 0.00% 31.14051 Personal Property Taxes - prior year 179,869 - 0 - 0.00% 31.16001 Real Estate Transfer Tax 95,776 100,000 100,000 - 0.00% 31.17501 Franchise Taxes 1,471,284 1,400,000 1,400,000 - 0.00%

Total General Property Taxes 20,118,090 20,573,687 20,569,509 (4,178) -0.02% Selective Sales and Use Taxes:

31.42001 Alcohol Beverage Tax - spirits 99,065 110,000 110,000 - 0.00% 31.42002 Alcohol Beverage Tax - wine 247,168 240,000 240,000 - 0.00% 31.42003 Alcohol Beverage Tax - beer 835,387 850,000 850,000 - 0.00%

Total Selective Sales and Use Taxes 1,181,620 1,200,000 1,200,000 - 0.00% Business Taxes:

31.62001 Insurance Premium Tax 4,273,753 4,050,000 4,200,000 150,000 3.70% Total Business Taxes 4,273,753 4,050,000 4,200,000 150,000 3.70% Penalties & Interest on Delinquent Taxes:

31.99021 Prop Tax-Int-Misc 25,321 - 20,000 20,000 0.00% 31.99111 Prop Tax-Refunds - 41,000 - (41,000) -100.00% 31.91111 Prop Tax-Penalty Real 195,542 250,000 250,000 - 0.00%

Total Penalties & Interest on Delinquent Taxes 220,863 291,000 270,000 (21,000) -7.22% Total Tax Revenues 25,794,326 26,114,687 26,239,509 124,822 0.48%

Licenses and Permits General Business Licenses

32.12001 Business License Revenue 1,380,963 1,350,000 1,350,000 - 0.00% Total General Business Licenses 1,380,963 1,350,000 1,350,000 - 0.00%

Total Licenses and Permits 1,380,963 1,350,000 1,350,000 - 0.00%

Intergovernmental Revenue Federal government payments in lieu of taxes:

33.11104 Special District Fed-Other - - - - 0.00% 33.30000 Payments in Lieu of Taxes 36,522 19,000 20,000 1,000 5.26% 33.50001 Forest Land Protection 7,421 -

Total Federal government payments in lieu of taxes 43,943 19,000 20,000 1,000 5.26% State government payment in lieu of taxes:

33.70010 City of Savannah - Reimbursements 636,770 700,000 700,000 - 0.00% Total Local government reimbursements: 636,770 700,000 700,000 - 0.00%

Total Intergovernmental Revenue 680,713 719,000 720,000 1,000 0.14%

General Government Fees Planning and development fees:

34.13901 MPC Fees 157,372 150,000 150,000 - 0.00% 34.13902 MPC Fees - Historic Prop Des - - - - 0.00%

Total planning and development fees 157,372 150,000 150,000 - 0.00% Other general government fees:

34.19406 Commission - Malt/Beverage (6,098) (3,500) (3,500) - 0.00% Total other general government fees (6,098) (3,500) (3,500) - 0.00%