pm admin criminal justice.qxp - Cumberland County

Cumberland County, Pennsylvania 67 2009 County Budget

Administration

Mission Statement

The three member Board of Commissioners constitutes the chief governing body of the County. The Board, together with

the Chief Clerk and executive staff, manages a large and diverse organization whose mission is to provide quality

government services in an efficient, cost effective manner to County residents. Elected every four years, the

Commissioners are responsible for policy-making, fiscal management, and administration of County affairs.

Core Activities

Board Service: Commissioners serve on the Salary, Prison, Retirement, Elections, and Nursing Home Boards as well as

a variety of other boards affiliated with County departments.

Appointment: Commissioners appoint members of County authorities, commissions, boards, and task forces such as the

Housing and Redevelopment Authority, Recycling and Waste Authority, Library Board of Directors, and Economic

Development Corporation.

County Operations: Commissioners, in conjunction with the Chief Clerk, oversee the management of County

departments under their jurisdiction and are directly responsible for policy-making, fiscal management, personnel matters,

and administration of County operations.

Commissioners

Goals

• The Board will maintain and implement a Strategic Plan related to Efficient & Effective Government; Safe & Healthy

Communities; Smart Growth & Transportation.

Board of

Commissioners

Chief Clerk

Operational

Oversight

Strategic Planning &

Performance

Management

Financial Oversight

& Budgetary

Authority

Solicitor

Deputy Chief Clerk

Serve on Policy-making

Boards & Utilize

Appointment Authority

Primary Objectives for 2009

• Promote quality efficient and effective County services.

• Promote health community.

• Promote criminal justice process improvements.

• Promote safety partnerships.

• Manage our natural resources.

• Promote sound economic development and quality job growth.

• Improve transportation alternatives.


2006 Actuals 2007 Actuals Estimated 2008 Projected 2009

Maintain at least an AA bond rating AA+ AA+ AAA AAA

Property tax per capita within low range of benchmark

counties

n/a $179 $184 $195

Meet 90% of performance measures yes yes yes yes

All department expenditures are within adopted or amended

budget

yes yes yes yes

Annual Financial Conditions Report denotes Cumberland

County exceeding standards for 90% of the indicators

yes yes yes yes

Commissioners

2006 Actuals 2007 Actuals 2008 Budget 2009 Budget Variance % Change

Grant Revenue 0 3,536 4,000 0 (4,000) -100.0%

Interfund Revenue 0 0 0 0 0 0.0%

Other Revenue 0 0 0 0 0 0.0%

Total Revenue 0 3,536 4,000 0 (4,000) -100.0%

Salaries and Benefits 566,924 595,103 620,120 624,759 4,639 0.7%

Operating Expense 67,186 73,578 75,800 73,415 (2,385) -3.1%

Interfund Expense 2,709 2,839 4,176 3,447 (729) -17.5%

Capital Expense 10,295 0 0 0 0 0.0%

Total Expense 647,114 671,520 700,096 701,621 1,525 0.2%

Performance Measures

2006 Budget 2007 Budget 2008 Budget 2009 Budget

Budgeted Full-Time FTE’s 8.0 8.0 8.0 8.0

Budgeted Part-Time FTE’s 0.0 0.0 0.0 0.0

Total Budgeted FTE’s 8.0 8.0 8.0 8.0


Administration

Mission Statement

To provide exceptional Human Resources (HR) leadership, service, and support in employment, employee relations,

benefits, compensation, training, development, and risk management to employees and management while maintaining

and promoting a work environment of trust and respect that adheres to County legal and regulatory requirements.

Core Activities

Human Resources Administration: Provide accurate recordkeeping for all County employees with hard copy employee

files in addition to developing electronic recordkeeping capabilities. Provide requests for new positions and monitor

manpower. Review appraisal forms and compensation programs for effectiveness.

Benefits Administration: Administer and communicate all employee benefit programs to all County employees and

prospective employees.

Liability Insurance Administration: Administer County liability insurance proactively through accurate recordkeeping,

aggressive contract negotiations, and assertive relationships with providers.

Hiring Process: Work with County departments to improve and strengthen the recruiting, interviewing, and selection

process.

Employee Relations: Work with County management to resolve employee relations issues in a fair and consistent manner

while complying with all applicable laws and regulations.

Human Resources Policies: Develop, communicate, and facilitate the consistent application of County policies and

procedures.

Employee Training and Development: Provide training and development opportunities for County employees.

Human Resources

Goals

• Continue to improve the electronic recordkeeping capabilities as well as develop and improve HR management by

creating and utilizing report capabilities of the Human Resource Information System (HRIS).

• Develop Lawson version 9 Performance Management system.

• Work with providers to improve cost effectiveness and competitiveness of employee benefits while utilizing and

developing electronic recordkeeping and monthly reports to improve the management of all benefits.

• Review and refine monthly reports to manage and reduce liability and Workers’ Compensation costs.

• Review all applications, screen candidates, assist County departments in developing interview guides, and review the

hiring process to ensure the most qualified candidates are selected for the County positions.

Board of

Commissioners

Chief Clerk

Director of Human

Resources

Benefits

Administration

Risk

Management

Compensation

Analysis

Training &

Development

Staffing

Employee

Relations



• Continue to improve the Cumberland County Leadership Academy.

• Continue further development of a Performance Based Management System.

• Improve the hiring process by developing a background and drug screening policy for new hires.

• Manage and review options to control the cost of insurance.

• Negotiate Claremont Nursing & Rehabilitation Center (CNRC) Union contracts for 2009 in the best interest of the

County.

• Develop and implement new supervisor basic training.

• Upgrade Human Resource Information system to Lawson Version 9.

• Implement a pre-employment background check process including a post offer drug screening program.

• Make sure all County employees are treated in a fair and consistent manner as well as improve communication by

attending departmental employee meetings.

• Conduct employee and supervisor training needs, assessment, and provide training programs that will enhance employee

skills and knowledge with emphasis on management development.

• Continue to improve the Cumberland County Leadership Academy for all elected officials, department heads, managers,

and supervisors to enhance County leadership.

Human Resources

Goals



Background checks/drug screening implementation n/a n/a n/a n/a

Number of Leadership Academy graduates n/a 47 42 22

Workers' Compensation & number of incidents 88 28 28 28

Average number of applicants per position 20 20 18 18

Employee resignation rate (<10%) 7.70% 5.00% 5.00% 5.00%

Maintain Workers' Compensation costs below $550,000 $548,744.00 $115,340.25 $275,000.00 $275,000.00

Human Resources


Grant Revenue 0 0 0 0 0 0.0%


Other Revenue 75 1,755 0 0 0 0.0%

Total Revenue 75 1,755 0 0 0 0.0%

Salaries and Benefits 315,602 295,372 320,143 306,009 (14,134) -4.4%


Interfund Expense 2,666 2,291 4,108 3,019 (1,089) -26.5%

Capital Expense 0 0 0 0 0 0.0%

Total Expense 409,472 425,459 471,925 453,390 (18,535) -3.9%







Administration

Mission Statement To provide sufficient and appropriate information and information technology to all aspects of Cumberland County

government in order for the County to meet the needs of its citizens at the greatest value to the taxpayer. Implement,

maintain, improve, and support the County’s integrated financial, procurement, human resource, and payroll information

system. Provide and maintain accurate, current, and complete geospatial data.

Core Activities

County Systems: Ensure system functionality, operability, and security of the County telephone, computer, and

networking systems.

Lawson: Ensure system functionality, operability, and security of the Lawson Enterprise Resource Planning (ERP)

System.

Data Maintenance: Ensure Geographic Information System (GIS) data is maintained in an accurate and useable manner

for all public and private users.

IMTO

Goals

• Install, service, and upgrade standard software and hardware packages and related peripheral equipment for the

countywide system.

• Provide County government users with reliable computing platforms that meet or exceed minimum needs as to

performance and reliability.

Board of

Commissioners

Chief Clerk

Director of IMTO

ERP

IMTO

GIS

General Support

911 Support

System

Administration

Application Support

Security

Web Support

Networking

Telecoms

Help Desk

Applications



• Upgrade 1/4 of Personal Computer fleet.

• Manage departmental Information Technology (IT) relocations.

• Continue to build out web site with new features (e.g. surveys).

• Provide gigabyte service to the desktop for all core County buildings.

• Complete installation of new core high capacity inter-building network.

• Add asset and employee performance management to ERP.

• Complete Lawson upgrade to Version 9.

• Install time and attendance system in CNRC.

• Complete GIS conversion to geodata database structures.

• Assist 911 and Cross Current with the Computer-Aided Design (CAD) Phase II upgrade.

• Enter second phase of Municipal Boundary Survey project.

• Complete final integration of Tax Mapping and GIS databases.

• Develop applications with Arc Server to supplement and replace the need of departments to host their own geodata and

software.

IMTO

• Provide County government users with telephone service that meets or exceeds minimum needs as to availability and

reliability.

• Provide technical training programs related to County computers, email, office software, and telephone systems.

• Maintain and monitor email system.

• Develop and maintain County Intranet and Internet website.

• Assist offices and departments in the acquisition and implementation of effective technologies that increase efficiencies

and promote better outcomes.

• Prioritize and resolve system and application problems in a quick and efficient manner.

• Perform all system upgrades to the Lawson ERP System without disruption of County business.

• Assist County departments in using the Lawson ERP System and retrieving data efficiently.

• Keep County documentation up-to-date for County end-users, informing them of critical problems and application

changes related to the Lawson system.

• Assist County departments to improve business practices in order to increase efficiencies and promote better outcomes.

• Acquire and integrate useful and accurate geospatial data for inclusion in the County GIS databases.

• Maintain all data in industry standard formats.

• Maintain coordination and integration among all internal County’s GIS data providers and maintainers.

• Provide high quality data to the public at the lowest possible cost.

• Assist County departments to improve business practices in order to increase efficiencies and promote better outcomes.

Goals



30 minute initial staff response to IT problems 96.0% 94.0% 95.0% 95.0%

Implement IT security patches within 48 hours 82.0% 100.0% 99.0% 99.0%

Backup all data daily; validate data within 10 days 100.0% 72.0% 95.0% 95.0%

Contain all virus infections 100.0% 100.0% 100.0% 100.0%

Meet internal and external training goals 100.0% 28.0% 100.0% 100.0%

Maintain network, telephone, and email system availability at

100%

99.9% 99.0% 99.0% 99.0%

Test IT security patches in Lawson environment within 48

hours

99.3% 75.0% 99.0% 99.0%

Maintain ERP system availability at 100% 99.3% 100.0% 99.0% 99.0%

Implement changes to Lawson security within 24 hours 95.0% 99.0% 99.0% 99.0%

Meet end user training requirements 100.0% 100.0% 100.0% 100.0%

IMTO



Interfund Revenue 406,160 515,338 752,837 641,196 (111,641) -14.8%

Other Revenue 190 385 250 0 (250) -100.0%

Total Revenue 406,350 515,723 753,087 641,196 (111,891) -14.9%

Salaries and Benefits 1,056,401 1,160,127 1,254,886 1,354,908 100,022 8.0%



Capital Expense 202,302 263,881 533,560 605,000 71,440 13.4%

Total Expense 1,640,493 1,920,841 2,663,555 2,629,563 (33,992) -1.3%







Administration

Mission Statement

To manage the fiscal affairs of the County, provide accountability and oversight for the County budget, and support

financial decision-making by the Board of Commissioners, Chief Clerk, other County officials, and County departments.

The Finance Office endeavors to administer a financial plan that supports the service delivery strategy of County

government. The Finance Office is responsible for budget and administration, financial forecasting, cash management,

debt management, procurement, and financial management.

Core Activities

Customer Service: Support departments and management on financial matters.

Financial, Budget, Debt, and Cash Management: Ensure cost efficiencies and accountability.

Purchasing: Provide for equitable public purchasing by the County, to maximize the purchasing value of public funds in

procurement, and to ensure a procurement system of quality and integrity in compliance with all Pennsylvania public

procurement codes.

Performance Management: Incorporate performance measurement with budgeting.

Finance

Goals

• Timely and objective reports and analysis to support financial decisions, including monthly close and year-end close

packets for each fund.

• Trend analysis and forecasting to provide a foundation for the annual budget development process.

• Performance measurement and benchmarking for County finances, including comparison of revenue, expenditures, and

staffing data.

• Assist departments in establishing and meeting budget targets.

• Assist departments in resolving budget-related problems, maintain team relationship with departments having financial

staff, and provide heightened support to departments without financial staff.

• Manage accounting processes (not reserved to Controller or Treasurer) and oversee accounting transactions, including

budget adjustments, accounting close packets, and reconciliations while applying current standards, laws, and regulations

along with “best practices.”

• Cash management and fund balance management to ensure availability of adequate funds to meet all County

disbursements.

Board of

Commissioners

Chief Clerk

Debt

Management

Budget

Cash

Management

Financial

Management

Purchasing

Performance

Management

Director of Finance


Finance


• Improve budget document and receive GFOA budget award.

• Continue development of performance measurements in departmental budgeting process.

• Develop benchmarking data to improve performance measurement.

• Update purchasing policy and streamline the purchasing process.

• Research purchasing options in order to obtain lower costs.

• Continue to improve financial forecasting.

• Assist ERP in major upgrade to Lawson system.

• Create short and long term projection analysis for planning purposes.

• Meet or exceed benchmark short term investment rates for cash balances.

• Maintain General Fund’s fund balance of at least 45 days of average operating expenditures per the County’s Fund

Balance Policy.

• Avoid tax anticipation notes to meet current obligations of County government.

• Manage the budget process for all departments.

• Meet or exceed revenue targets for General Fund budget as adjusted.

• End year at or below General Fund expenditure budget as adjusted.

• Manage procurement process to ensure the best value for County-funded purchases while complying with all

Pennsylvania public procurement codes and County purchasing policies.

• Manage the bond projects for the prison and emergency telephone projects.

Goals



Maintain at least an AA bond rating AA+ AA+ AAA AAA

Avoid tax anticipation notes yes yes yes yes

Maintain fund balance of at least 45 days of average operating

expenses

n/a 86 70 70

Adhere to all regulations related to general obligation debt yes yes yes yes

General Fund expenses at or below adjusted budget yes yes yes yes

Meet all County payroll and AP disbursement cycles 100.0% 100.0% 100.0% 100.0%

Maintain debt at less than $355 per capita $199.00 $187.02 $257.00 $241.00

Continue investing County funds at or above benchmark rates n/a n/a 100.0% 100.0%

Finance



Interfund Revenue 138,875 141,691 140,000 150,000 10,000 7.1%


Total Revenue 138,875 141,691 140,000 150,000 10,000 7.1%


Operating Expense 49,622 59,224 67,205 67,760 555 0.8%



Total Expense 729,151 784,158 837,654 886,732 49,078 5.9%







Assessment

Board of

Commissioners

Chief Clerk

Director of IMTO

Chief Assessor

Appeals

Per Capita Roll

Act 319

Assessments

Homestead

Eligibility Roll

Property

Assessments

Tax Revenue

Collection

Deposits

Tax Mapping

Administration

Mission Statement To identify and assign fair and equitable assessments to all real property and persons in Cumberland County for the

generation of accurate tax bills. Collect and distribute tax revenues to all taxing authorities in a timely manner.

Core Activities

Assessment: Real Property and Occupational/Per Capita Assessment.

Eligibility: Homestead/Farmstead eligibility roll.

Deposit: Banking of tax revenue collection.

Collection: Assembly of outstanding tax claims.

Goals

• Identify all real property and assign uniform and equitable assessments.

• Maintain all County assessments at 100% of base year value.

• Update assessments in a timely manner as property improvements are made.

• Maintain current ownership information.

• Certify the Uniform Parcel Identifier (UPI) on all documents prior to recording in the Recorder of Deeds office.

• Maintain and update tax parcel map database.

• Identify and maintain names and addresses of all persons over eighteen years of age.

• Receive and review applications and determine eligibility for Homestead/Farmstead exclusion.

• Notify taxpayers of change in eligibility status for Homestead/Farmstead exclusion.

• Maintain database of approved properties for Homestead/Farmstead exclusion.

• Maintain an accurate account of tax revenue collection.

• Make timely deposits of all tax revenues.

• Collect and distribute taxes and penalties of delinquent accounts.


• Continue to improve accuracy of tax assessment database.

• Add all eligible residents to per capita roll.

• Simplify data entry of tax claim accounts.

• Reassess all real estate at 100% of market value for base year 2009.



Process building permits within 6 months of issuance 94.7% 94.0% 95.0% 100.0%

Update tax ownership records within 5 days of recording in

Recorder of Deeds

95.0% 98.0% 96.0% 100.0%

Schedule assessment appeals within 3 months of filing 100.0% 75.0% 100.0% 100.0%

Process rollbacks within 5 days of notification 91.0% 100.0% 100.0% 100.0%

Process changes within 5 days of receipt 98.8% 95.0% 99.0% 100.0%

Percentage of current year taxes collected-YTD 97.1% 73.0% 97.0% 100.0%

Number of eligible residents on per capita roll-YTD 145,090 148,295 149,000 150,000

Collect and distribute at least 80% of all taxes and penalties

within 1 year of delinquency-YTD

81.4% 86.2% 90.0% 100.0%

Produce positive cash flow in Tax Claims 313.2% 350.3% 355.0% 360.0%

Assessment


Grant Revenue 0 50,920 0 0 0 0.0%


Other Revenue 569,473 566,012 501,000 1,071,000 570,000 113.8%

Total Revenue 569,473 616,932 501,000 1,071,000 570,000 113.8%




Capital Expense 1,280 2,000 43,936 0 (43,936) -100.0%

Total Expense 1,674,522 1,775,825 2,402,511 2,458,274 55,763 2.3%







Administration

Mission Statement Conduct open, transparent, nonpartisan primary, and general elections each year. Provide advice and support to the County

Board of Elections.

Core Activities

Voter Registration: Accurate, timely completion of voter registration through initial applications, transfer applications,

and PENNDOT applications.

Elections: Conduct open elections throughout all stages, from candidate petition, machine programming,

absentee/provisional voting, and tabulation of results.

Elections

Goals

• Follow all applicable state and federal voting laws and regulations.

• Accurately prepare machine and absentee/provisional ballots.

• Recruit, train, and manage poll workers, including a pool of poll workers for last minute assignment.

• Tabulate all votes cast by all valid means in a timely and accurate manner.

• Accurately account for and maintain all voting machines.

• Complete voter registration accurately, quickly, and completely.


• Conduct elections without ballot or tabulation error.

• Manage five to ten percent expected increase in voter registration activities.

• Construct local election boards and train poll workers to handle expected 75 percent voter turnout.

• Respond within 24 hours to complaints or questions from the public.

Board of

Commissioners

Director of Elections

Conduct

Elections

Voting Machine

Management

Voter

Registration

Director of IMTO

Chief Clerk



Meet all state and federal election timelines 100.0% 100.0% 100.0% 100.0%

Enter all qualified voters into the SURE registry prior to the

next election

100.0% 100.0% 100.0% 100.0%

Allow all qualified citizens to register to vote 100.0% 100.0% 100.0% 100.0%

Ensure all ballot forms are accurate 100.0% 98.0% 100.0% 100.0%

Conduct vote tabulation accurately 100.0% 100.0% 100.0% 100.0%

Elections


Grant Revenue 1,080,172 0 158,536 0 (158,536) -100.0%


Other Revenue 817,952 4,947 1,000 3,750 2,750 275.0%

Total Revenue 1,898,124 4,947 159,536 3,750 (155,786) -97.6%




Capital Expense 1,771,903 46,250 206,826 0 (206,826) -100.0%

Total Expense 2,545,568 971,856 1,150,810 931,944 (218,866) -19.0%







Administration

Mission Statement To advise on all legal matters and litigation affecting the County, and to draft or review contracts and grants involving the

County.

Core Activities

Legal Support: Advise the Commissioners and all departments under their jurisdiction on all legal matters and litigation

involving the County.

Defense: Defend all actions or suits brought against the County and oversee all legal matters entrusted to outside counsel.

Prosecution: Commence and prosecute in a timely fashion all suits brought by the County and oversee all legal matters

entrusted to outside counsel.

Contract and Grant Support: Draft and/or review all ordinances and resolutions to be adopted by the County and all

contracts for purchase of services, personal property, and any other legally binding contracts.

Solicitors

Goals

• Ensure that each phase of litigation is processed appropriately to comply with statutory and procedural time limits.

• Continue to augment and monitor the automated system for litigation, informational records, and administrative oversight

of contract compliance and status of existing and new contracts.

• With the support of the Board of Commissioners and senior staff, attend department head meetings to be able to anticipate

legal issues and enable the provision of proactive legal assistance.

• Return phone calls and respond to emails within twenty-four hours when possible.

• Provide legal opinions in an expeditious manner, depending upon complexity and urgency of matter.

• Provide periodic status reports, as appropriate, to the Board of Commissioners and Chief Clerk.

• Help ensure that the interests of the County are fully protected.

• Review all contracts within two weeks from receipt.

• Negotiate revisions to contracts as promptly as possible under the circumstances.

• Draft new contracts and leases expeditiously, depending upon complexity and involvement of affected department heads.

• Review all grant applications within two weeks from receipt.

Board of

Commissioners

Chief Clerk

Solicitor

Defense of Civil

Matters

Prosecution of

Civil Matters

Legal Support

Contract/Grant

Support


Solicitors


• Continue to improve and standardize contracting procedures.

• Continue to identify and cure instances of deficient purchasing.

• Continue to review cost-effectiveness of County legal services.

• Examine and plan capability to comply with e-discovery requests.

• Guide the County Open Records Officer with respect to compliance with the Right to Know Law.

• Commence transition to a paperless office.



Comply with statutory and procedural time limits 100.0% 100.0% 100.0% 100.0%

Review all contracts within two weeks 100.0% 100.0% 100.0% 100.0%

Review all grant applications within two weeks 100.0% 100.0% 100.0% 100.0%

Solicitors



Interfund Revenue 0 3,025 0 11,850 11,850 100.0%


Total Revenue 0 3,025 0 11,850 11,850 100.0%



Interfund Expense 480 629 807 1,091 284 35.2%

Capital Expense 0 0 7,041 0 (7,041) -100.0%

Total Expense 231,637 258,038 296,221 335,673 39,452 13.3%







Criminal Justice

Mission Statement Through leadership, the Office of the District Attorney of Cumberland County will ensure that justice is done in a fair,

effective, and efficient manner.

Core Activities

Appellate Division: Litigate all appeals resulting from criminal cases in Cumberland County in both state and federal

courts.

Trial Division: Oversee the investigation and prosecution of all crimes committed in the County.

Administrative Division: Ensure efficient and effective operation of the Office of the District Attorney.

Criminal Investigation Division: Provide investigative support to the Office of the District Attorney, coordinate various

countywide enforcement operations, and assist local law enforcement upon request.

Victim Services Division: Ensure that all crime victims receive the rights guaranteed by the Crime Victims Bill of Rights.

Justice Services Division: Provide complete quality forensic services to Law Enforcement entities within the County.

District Attorney

Goals

• Pursuant to 71 Pa.C.S.A. §732-206, as Chief Law Enforcement Officer of Cumberland County, the District Attorney will

investigate and prosecute all crimes regardless of the lack of resources of other criminal justice agencies.

• The District Attorney will ensure that all victims of crimes are represented as required by the Crime Victims Bill of

Rights, 18 Pa.C.S.A §11.101, and ensure that their, authorized, legal claims for restitution are processed.

• The District Attorney will ensure that all persons arrested for criminal offenses are processed in order to establish identity,

prior criminal record, and mental health impact and thereby facilitate valid bail consideration and outstanding arrest

warrant status.

• Realizing the cost and redundancy of each local law enforcement agency attempting to provide forensic services, the

District Attorney will lead County efforts to provide fundamental forensic services in the fields of digital imagery, drug

testing, blood alcohol testing, and computerized fingerprint analysis.

• Understanding that crime prevention is a worthy endeavor, the District Attorney will continue aggressive use of diversion

programs such as Accelerated Rehabilitative Disposition (ARD), Driving Under the Influence (DUI), Intermediate

Punishment (IP), Treatment Court, and Day Reporting and continue to support education programs in our schools.

District Attorney

Administrative

Division

Criminal

Investigation

Division

Trial Division

Victim Services

Division

Appellate

Division

Justice Services

Division


District Attorney


• Complete all criminal cases within the time limits established by Pennsylvania Rule of Criminal Procedure 600.

• Reduce trial continuances to more efficiently process cases.

• Achieve average turnaround time of 20 days for controlled substance testing.

• File all documents relating to appeals within the time limits set out in the Rules of Appellate Procedure.

• Collect restitution information in proper cases for presentation at time of sentence.



Number of criminal cases/Number dismissed pursuant to Rule

600 (<10)

0.00 0.00 1.00 0.00

Number of jury trials completed in a trial week 61 37 55 56

Number of controlled substance tests/Average turnaround time

(Days)

n/a 21 37 20

Number of appeals/Number dismissed for late filing of

documents

0 0 0 0

Number of cases with restitution/Number of modifications

requested post-sentence (> 50)

n/a n/a 10 25

District Attorney


Grant Revenue 864,744 604,348 521,179 619,209 98,030 18.8%


Other Revenue 272,483 255,208 267,855 303,008 35,153 13.1%

Total Revenue 1,373,146 1,115,918 1,064,351 1,224,438 160,087 15.0%


Operating Expense 707,796 554,409 603,547 661,769 58,222 9.6%

Interfund Expense 19,166 23,959 27,590 31,844 4,254 15.4%

Capital Expense 172,904 23,047 60,728 7,700 (53,028) -87.3%

Total Expense 3,304,192 3,095,344 3,281,894 3,381,056 99,162 3.0%







Criminal Justice

Mission Statement To furnish quality legal counsel in proceedings where legal counsel is constitutionally required for persons who lack

sufficient funds to obtain their own counsel.

Core Activities

Adult Criminal Defense: Provide quality legal representation to all eligible adult defendants charged either with a

criminal offense, contempt of court, or a violation of County parole/probation.

Juvenile Court Defense: Provide quality legal representation to all juveniles charged with being delinquent or charged

in a direct file with a criminal offense.

Pennsylvania Board of Probation and Parole Revocation Hearings: Provide quality legal representation to defendants

incarcerated in Cumberland County [normally at SCI Camp Hill] who are charged with violating their state parole.

Public Defender

Goals

• Maintain a talented and dedicated professional staff.

• Staff shall receive the required Continuing Legal Education (CLE) credits to remain licensed to practice, and also enough

to obtain and retain eligibility to provide representation in capital homicide cases.

• Maintain manageable caseload for the attorneys in the office so there is sufficient time for case preparation.

• Ensure availability of supportive forensic services such as investigations, psychiatric evaluations, and expert witness

retention.

• Provide professional staff support from the local law schools by facilitating work by 2 to 4 student law clerks that shall

be eligible for certification to make Court appearances during their time of service.

• Actively participate in the planning and operation of programs in the Cumberland County Criminal Justice System such

as Treatment Court, Restricted Intermediate Punishment with Electronic Monitoring for repeat DUI offenders, the Day

Reporting Center, Early Attention to Mentally Ill Defendants, and Prisoner pretrial conferences.

• Data shall be collected about the work of the office so that it can be determined whether our goals and objectives are met.

Board of

Commissioners

Chief Clerk

Chief Public

Defender

Contempt Court

PA Board of

Probation &

Parole

Juvenile Court

Adult Criminal

Defense


• The experienced professional staff shall either be retained or, if there are vacancies, shall be replaced with experienced

criminal defense attorneys.

• As the office looses part-time attorneys by attrition, the replacement attorney shall be full-time attorneys.

• Our newest attorneys will obtain all CLE credits needed to become eligible to handle capital cases as soon as each

meets the criteria related to years of experience and number of jury trials.


Public Defender

Primary Objectives for 2009• Our caseload for adult criminal and juvenile defense shall be monitored and our compliance with national standards for

maximum caseload that we have used for 10 years shall improve.

• The portion of the overall criminal docket in the County that is represented by the Public Defender Office attorneys shall

not increase despite the downturn in the economy.

• Improve and monitor the collection of payments from other counties for our representation in state parole revocation

hearings.

• Our Juvenile Defender shall visit at least 2 of the facilities used for placement of delinquent children from the County.



Number of attorneys in the office with sufficient experience and

training to be eligible under PA Supreme Court Rules to handle

a capital case

6 6 6 7

Public Defender Office shall have improved compliance with

maximum caseload standards for felonies, misdemeanors,

juvenile cases, appeals, and capital cases

141.00% 157.00% 143.00% 135.00%

Percentage of the list of cases that are public defender clients in

each of the 12 arraignment lists and the 5 pretrial lists

(< 60%)

n/a 58.00% 58.00% 60.00%

Percentage of case files in serious misdemeanor or felony cases

[minimum jail sentence >6 months], or in cases that go to trial,

where there is a completed interview sheet showing that there

was an interview of significant time between counsel and client

n/a 68.0% 59.5% 75.0%

Number of cases where a Court has determined that our office

provided counsel that was legally ineffective

0 0 0 0

Public Defender




Other Revenue 15,825 14,325 15,500 16,000 500 3.2%

Total Revenue 15,825 14,325 15,500 16,000 500 3.2%





Total Expense 891,873 943,077 999,675 1,043,640 43,965 4.4%







Criminal Justice

Mission Statement To act as custodian for all official filing and recordkeeping related to the Court of Common Pleas, to collect and distribute

all costs, fines, and restitution imposed by the Court, and to post court processing and docket entries to the Administrative

Office of PA Courts (AOPC) and PENNDOT.

Core Activities

Criminal Court Records: Responsible for the records of the criminal court from the creation of the original docket

through arraignment, pretrial conference, pleas, and sentencing. Also, maintain systems to process, file, and record search

warrants and grand jury proceedings.

Jury Trials: Provide clerks to the courtroom on weekly, miscellaneous, and pretrial court days, and for criminal trial

weeks. The clerk manually records guilty pleas, sentences, bench warrants, revocations, extraditions, and arraignments on

miscellaneous court days. During trial weeks, the clerks assist in the picking of juries and reading verdicts. All

information hand recorded in the courtroom is then entered into Common Pleas Case Management System (CPCMS) by

the clerk.

Reporting: Use AOPC’s CPCMS to generate and expedite the transmission of mandated reports to AOPC and

PENNDOT.

Cost and Collection: Receive costs, fines, and restitution ordered by the Court and distribute said funds to appropriate

victims and county and state agencies, and report monthly collections to state agencies and the Department of Revenue.

Non-Criminal Court Records: Maintain non-criminal court records pertaining to juvenile dependency cases, private

investigators, constables, professional bondsmen, tax collector bonds, road resolutions, and various other miscellaneous

records.

Clerk of Courts

Clerk of Courts

Docketing &

Records

Management

Costs & Fines

Goals

• Maintain accurate and timely records, books, and dockets of the Criminal Court.

• Process incoming documents within five days of their file date.

• Create electronic file for each criminal and summary docket containing electronic images of all papers filed to provide

electronic access to case documents by other County offices and the public, and in preparation for archiving those

documents when appropriate.

• Transmit traffic reports to PENNDOT within ten days of sentencing.

• Prepare and submit state commitments to the proper authorities in a timely manner.

• Maintain unqualified opinions on county and state audits.

• Scan any records from 1998-1999 not previously scanned. Scan criminal case files from 1973 through 1977 and transfer

to storage boxes to await destruction after microfilm is created.

• Scan docket books containing dockets prior to computerization.


• To continue to provide these services to the satisfaction of the Court, the criminal justice system, and the public.



Process incoming documents within 5 days 100.0% 100.0% 100.0% 100.0%

Transmit traffic reports to PENNDOT within 10 days of

sentencing

100.0% 100.0% 100.0% 100.0%

Prepare and submit state commitments to the proper authorities

within 7 days of court order

100.0% 100.0% 100.0% 100.0%

Maintain unqualified opinion on county and state audits 100.0% 100.0% 100.0% 100.0%

Years scanned (2000-Current) 100.0% 100.0% 100.0% 100.0%

Previous years scanned (1992-1999) 1992-1999 1992-1996 1992-1997 1992-1999

Clerk of Courts




Other Revenue 459,588 544,390 486,100 509,900 23,800 4.9%

Total Revenue 459,588 544,390 486,100 509,900 23,800 4.9%




Capital Expense 0 0 13,000 15,000 2,000 15.4%

Total Expense 563,892 592,389 644,716 694,526 49,810 7.7%







Criminal Justice

Mission Statement To confine prisoners as directed by the Courts, provide a physical environment that ensures maximum possible safety for

the public, prison staff, and inmates and provide treatment services and programs that offer inmates the opportunity for

positive personal change. The prison also supports law enforcement agencies by processing and detaining criminal

defendants prior to arraignment.

Core Activities

Administration and Support: Functions which include fiscal, personnel, food service, maintenance, laundry, and Central

Booking.

Security: Maintain a secure institutional environment.

Service: Inmate services and programs.

Prison

Goals

• Ensure the fiscal management of the prison is administered efficiently and responsibly.

• Meet or exceed revenue projections.

• Provide food service that is nutritionally adequate and prepare and serve it in a sanitary manner, at a reasonable cost.

• Maintain an orderly environment with clear expectations of behavior and systems of accountability.

• Prevent escapes through the use of suitable physical, mechanical, and procedural safeguards.

• Maintain procedures and equipment that detect and deter the introduction, fabrication, possession, and conveyance of

contraband.

• Provide quality inmate health care that satisfies statutory requirements at reasonable costs.

• Provide programming which may reduce an inmate’s length of stay and recidivism.

Board of

Commissioners

Chief Clerk

Prison Board

Warden

Operations

Treatment

Security

Central

Booking


• Manage eligible inmate’s length of stays by using earned time, intermediate punishment programs and the day

reporting program.

• Assist County Project Manager in managing Phase I construction during the Prison Expansion/Renovation Project.



Number of escapes from secure areas 0 0 0 0

Cost per meal (not to exceed inflation rate over previous year) $0.92 $1.03 $1.05 $1.10

Number of inmates in Work Release Program 490 514 520 525

Number of community work crew projects 32 38 24 24

Number of inmates in Earned Time Program 106 152 80 125

Number of inmates that obtain GED 22 11 8 10

Prison


Grant Revenue 7,482 6,441 8,000 8,500 500 6.3%


Other Revenue 1,679,932 1,586,307 1,461,600 1,628,250 166,650 11.4%

Total Revenue 2,139,351 2,133,390 2,245,982 2,422,021 176,039 7.8%


Operating Expense 2,652,188 3,455,427 2,836,387 3,021,136 184,749 6.5%


Capital Expense 20,007 21,817 19,387 5,800 (13,587) -70.1%

Total Expense 8,378,038 9,400,718 9,600,610 9,955,390 354,780 3.7%







Criminal Justice

Mission Statement The department provides integral planning assistance to professionals, policy makers, and elected officials in matters of

criminal justice administration and systemic improvements. This includes policy-level system changes and long-term goal

implementation. The department advises key decision-makers of funding avenues for criminal justice programs and

initiatives, identifies areas of need and assesses the potential implication of change across agencies, provides descriptive

and statistical data for consideration, and assists criminal justice departments with the development of planning strategies

and performance measures.

Core Activities

Improve Criminal Justice Processes to Achieve Efficient Outcomes: Criminal Justice Policy Team (CJPT)

coordination.

Implement Effective Intermediate Punishment Strategies: Manage Intermediate Punishment Programs.

Grant Application and Management: Preparation of grant applications and reports.

Criminal Justice Planning & IP Programs

Goals

• Utilize the CJPT as a forum for information exchange, problem-solving, and strategic planning.

• Produce a managed response to the issue of prison crowding and facility expansion.

• Develop and oversee quality assurance efforts for IP Programs and CJPT initiatives.

• Manage fund accounts and monitor systems for grant expenditures.

• Provide technical assistance to Criminal Justice agencies writing grant applications.

Board of

Commissioners

Chief Clerk

Intermediate

Punishment

Programs

Criminal Justice

Planning

Criminal Justice

Policy Team

CJ Planner & IP

Coordinator


• Launch implementation of the Criminal Justice Balanced Scorecard.

• Promote data-driven decision making by establishing Data Review Subcommittee of the Criminal Justice Policy Team.

• Promote results-focused Intermediate Punishment Programs by establishing Quality Assurance Subcommittee of the

Criminal Justice Policy Team.

• Incorporate Evidence-Based Practices into Intermediate Punishment Programs.

• Expand Intermediate Punishment Drug Testing Program.

• Implement Intermediate Punishment Community Service Program.

• Report required data and submit annual updated Intermediate Punishment Plan to Pennsylvania Commission on Crime

and Delinquency.



Number of successful completions of RIP Program 28 49 60 65

Bed days served by alternative sentences to IP Programs,

Work Release, Electronic Monitoring, House Arrest, Inpatient

Treatment, and Halfway House Facilities

4,500 13,896 15,000 15,500

Referrals/Applications received and processed 75 110 130 140

Number of IP participants accepted 88 112 110 120

Maintain number of terminations under 10% 2.00% 13.00% 10.00% 10.00%

Number of active participants ending year without completion

or termination

50 59 67 70


Grant Revenue 308,251 416,424 442,167 368,987 (73,180) -16.6%


Other Revenue 0 1,475 5,200 3,165 (2,035) -39.1%

Total Revenue 390,560 465,539 511,523 432,204 (79,319) -15.5%

Salaries and Benefits 150,612 110,348 176,979 177,544 565 0.3%



Capital Expense 0 1,363 1,200 0 (1,200) -100.0%

Total Expense 390,560 464,064 512,998 432,204 (80,794) -15.7%




Budgeted Part-Time FTE’s 0 0 0 0


Criminal Justice Planning & IP Programs


Courts Consolidated


Grant Revenue 2,841,423 2,884,388 3,002,547 2,939,240 (63,307) -2.1%


Other Revenue 2,033,197 2,310,738 2,251,905 2,481,695 229,790 10.2%

Total Revenue 5,690,596 5,978,552 6,205,066 6,363,493 158,427 2.6%




Capital Expense 185,529 112,505 119,905 57,164 (62,741) -52.3%

Total Expense 12,242,054 12,982,088 13,969,075 14,430,044 460,969 3.3%

Mission Statement See individual sections for mission, core activities, goals, and primary objectives.

President Judge

Adult Probation

Juvenile

Probation

Magisterial

District Judges

Domestic

Relations

Courts


Criminal Justice

Mission Statement To ensure the administration of justice in a fair and swift manner through efficient management of the Cumberland County

Court of Common Pleas.

Core Activities

Court Management: Oversee operations under the direction of the President Judge.

Jury Management: Assist in jury selection and be responsible for services related to summoning citizens of the County

for jury service in a fair, judicious, and economic fashion.

Case flow Management: Coordinate case and judge assignments and arrange all court schedules.

Courts

Goals

• Assume responsibility for the enforcement of Court rules.

• Enforce court rules.

• Implement technological innovations to enhance case flow management, court scheduling, jury management, public

access, and other responsibilities.

• Appoint counsel for indigent defendants in accordance with statutes in a timely manner.

• Provide access to Court information for the general public and media.

• Educate the public about the Court and its operations.

• Ensure reasonable and secure access for the storage of records and case information.

• Review statutes and regulations to determine the schedule for retention and destruction of records and develop plans to

improve archive procedures and storage systems.

• Support the Court Appointed Special Advocate (CASA) Program in its efforts to recruit and train volunteers to support

Court Appointed Special Advocate through its public awareness endeavors and to assist the program in its efforts to

facilitate communication between the Court and Children & Youth Services.

• Utilize, with the help of technology, a fair, economic, and judicious process in summoning citizens for jury duty and

selecting prospective jurors for jury service.

• Keep jury trial costs under $1,200 per trial.

• Review strategies to manage caseload, schedule court calendars, and maintain open communications regarding the status

of case settlements and their impact on the Court and individual judge calendars.

• Record and schedule all motions and petitions within 24 hours of receipt.

• Seek out information management systems to automate administrative and case management and improve the process

and speed with which cases at the Common Pleas level are resolved.

• Establish and comply with recognized standards for timely case processing while keeping current with incoming

caseload.

President Judge

Courts

Jury Management

Case Flow

Management

Court Management



• Implement use of jury management software for improved jury management.

• Review and refine the Treatment Court’s programs practices.

• Upgrade and expand courtroom technology.

• Establish procedures and protocols for assignment and management of interpreters for court events.

Courts


2006 Actuals 2007 Actuals 2008 Budget 2009 Budget

Maintain jury trial costs below $1,200 per trial n/a $938.00 $975.00 $900.00

Effective use of jurors by maintaining juror yield at 40% (Total

number serving / Total Potentially available X 100)

n/a 34.0% 35.0% 40.0%

Timely appointment of counsel for indigent defendants within

3 business days of receipt

n/a n/a 100.0% 100.0%

Custody Conciliations scheduled within 5 days of filing date n/a n/a 80.0% 90.0%

Custody Conciliations scheduled to be heard within 45 days

(required by statute)

n/a n/a 95.0% 100.0%

Record and send all motions and petitions to chambers within

2 business days of receipt

n/a n/a 65.0% 75.0%

CASA-Number of children served 63 64 75 75

CASA-Number of active volunteers 55 34 50 50

CASA-Number of reports issued 61 66 70 70


Grant Revenue 354,513 350,637 359,000 359,100 100 0.0%


Other Revenue 122,914 192,381 200,000 189,000 (11,000) -5.5%

Total Revenue 477,427 543,018 559,000 548,100 (10,900) -1.9%




Capital Expense 19,559 43,811 22,557 30,469 7,912 35.1%

Total Expense 2,576,515 2,662,925 2,822,507 2,921,606 99,099 3.5%






Courts


Criminal Justice

Cumberland County, Pennsylvania

Mission Statement To serve as the liaison between the President Judge and the ten Magisterial District Judges’ (MDJ) offices for the purpose

of assisting the President Judge in providing supervision and administrative control.

Core Activities

Magisterial District Judge Support: Assist Magisterial District Judges in both daily administrative activities and judicial

procedures and resolve complaints filed by the public against the Magisterial District Judges.

Magisterial District Judges

Goals

• Assist Magisterial District Judges in the interpretation of the law and the rules of procedure.

• Serve as liaison between the Magisterial District Judges’ office, the District Attorney’s office, and the various police

departments serving the County.

• Schedule meetings and educational training sessions for all Magisterial District Judges in a timely manner.

• Prepare all necessary court orders in a prompt manner.

• Create schedule assignments for Magisterial District Judges and mail schedules to County police departments in a timely

manner.

• To provide prompt, courteous service to the public in the major functions of the Magisterial District Courts.

President Judge

Court Administrator

District Courts

Summary

Offenses

Civil Claims

Traffic

Violations

Criminal Cases


• To promote cross training so that staff can assist in three or four different areas in the Magisterial District Judges’ offices.

• To promote communication among the Courts when performing functions for other District Courts.

• To improve customer relations by maintaining courteous, professional customer service.

• To maintain prompt disbursement of funds to the county, state and local municipalities, and school districts.



Total filings (criminal, traffic, summary, civil) 60,539 65,203 70,224 75,631

Total depositions 55,229 62,708 71,174 80,783




Other Revenue 1,026,530 1,126,899 1,090,000 1,230,590 140,590 12.9%

Total Revenue 1,026,530 1,126,899 1,090,000 1,230,590 140,590 12.9%




Capital Expense 15,359 11,322 5,533 0 (5,533) -100.0%

Total Expense 2,277,476 2,421,436 2,718,263 2,831,849 113,586 4.2%






Magisterial District Judges


Criminal Justice

Mission Statement The Adult Probation and Parole Department is responsible for offenders under the jurisdiction of the Cumberland County

Court of Common Pleas. Our mission entails protecting the community, monitoring and enforcing the financial restoration

of victims, and assisting in rehabilitative efforts on behalf of the offender.

Core Activities

Court-Ordered Reports: Prepare court-ordered reports.

Compliance: Ensure offender compliance with conditions of probation, parole, and intermediate punishment. Supervising

officers meet with offenders at their homes, at their place of employment, in the community, or at the Probation Office both

during and outside of normal business hours.

Court-Ordered Sanctions: Utilize a variety of programs and tools to enforce offender conditions of supervision and

compliance with court-ordered sanctions.

Collections: Monitor and enforce the payment of fines, fees, costs, and restitution as imposed by the Court.

Adult Probation

Goals

• Timely preparation and completion of pre-sentence investigation, sentencing reports, DUI reports, and ARD/DUI reports

prior to the court-ordered sentencing date.

• Supervise offenders at the level of supervision that best meets their needs and their potential risk to the community by:

Intensive - one face-to-face contact per week, two collateral contacts per month; Close - two face-to-face contacts per

month, one collateral contact per month; Regular - one face-to-face contact per month, one collateral contact per month;

Reduced - one face-to-face contact per quarter, one collateral contact per quarter; Administrative - defendant required to

file monthly reports only; Incarceration - defendant serving sentence or pending court action; Bench Warrant -

defendant’s location is unknown and warrant has been issued.

President Judge

Chief Probation

Officer

Probation

Supervisors

Fiscal/Collection

Enforcement

Supervisor

DUI/GPS/EM

Probation Officer

DUI

Probation

Officer

Pre-sentence

Investigative

Probation Officer

Community

Probation Officer

ARD/DUI

Probation Officer

Administrative

Support

Collection

Enforcement



• Stabilize operation of House Arrest/Electronic Monitoring program.

• Expand and enhance the Day Reporting Center.

• Renew and refine the Treatment Court’s program practices.

Adult Probation

• Supervise and prepare reports on the County’s DUI cases. The Intermediate Punishment, House Arrest, and Electronic

Monitoring programs for County residents are in the development and early operational stage. Ensure completion of

DUI School, including mandatory drug and alcohol evaluation and recommended counseling with payment for the same.

• Accept and supervise appropriate cases from any county within the Commonwealth in which a County resident has been

convicted and sentenced to a period of probation, parole, or intermediate punishment and continues to reside in

Cumberland County.

• Conduct urine screens on offenders, when appropriate, to aid in the control of illegal substances, and in some cases

alcohol.

• File petitions to revoke an offender’s sentence due to violations of probation, parole, and/or intermediate punishment

conditions.

• Schedule defendants for nonpayment Court when defendant is not in compliance with their payment plans.

• Monitor and enforce offender payments.

Goals



Completion of Pre-sentence Investigation, Sentencing Reports,

DUI Reports, and ARD/DUI Reports prior to court-ordered

sentencing date

1,932 2,017 2,017 2,017

Sample no less than 25% of each probation officer's case load n/a n/a n/a n/a

Prison "bed days" saved through House Arrest/Electronic

Monitoring program

n/a 13,896 15,000 15,500

Prison "bed days" saved through re-entry/Day Reporting

program

n/a 8,184 8,184 8,184

Collections enforcement will be attempted on offenders who

have court-ordered obligations over the last three years

n/a 5,791 5,791 5,791

Adult Probation


Grant Revenue 270,911 279,292 276,000 284,000 8,000 2.9%

Interfund Revenue 75,000 75,000 75,000 75,000 0 0.0%

Other Revenue 752,809 902,022 879,850 980,050 100,200 11.4%

Total Revenue 1,098,720 1,256,314 1,230,850 1,339,050 108,200 8.8%




Capital Expense 36,592 41,990 34,000 20,000 (14,000) -41.2%

Total Expense 2,646,045 3,118,042 3,287,796 3,425,238 137,442 4.2%







Criminal Justice

Mission Statement To administer the directives of the Cumberland County Juvenile Court. The Juvenile Probation Department is committed

to policies and programming that will ensure a generation of productive and positive youth. The Probation Department

supports and embraces balanced attention to the protection of the community, as well as development of youth

competencies, coupled with the principle of victim restoration.

Core Activities

Intake: Complete a thorough social history on each youth/family to determine the level of Court involvement.

Restorative Justice: Determine, impose, and enforce the completion of required community service hours. Determine

the amount, impose the condition, and enforce the collection of court-ordered restitution owed to victims. Emphasize the

development of youth competencies, coupled with the principle of victim restoration.

Juvenile Probation

Goals

• Strive to maintain above 92% of juveniles who are directed or court-ordered to maintain employment or involvement in

an educational or vocational activity.

• Strive to divert 15% of juvenile offenders to appropriate pre-court services such as the Youth Aid Panel.

• Monitor and analyze recidivism rate of juveniles who successfully complete the Youth Aid Panel.

• Increase the percentage of juveniles from calendar year 2007 who are directed/ordered to participate in a Victim

Awareness Program in 2008.

• Ensure more than 98% of juveniles assigned community services have completed their obligations prior to release from

supervision.

• Ensure more than 97% of juveniles who are court-ordered to make full restitution to victims, have successfully completed

their obligation while under supervision.

• Monitor and evaluate the low recidivism rate of juveniles under supervision.

President Judge

Juvenile Court Judge

Chief Juvenile

Probation Officer

Intake Services

Case

Management &

Supervision

Services

Support Services

Aftercare &

Placement

Services

Balanced &

Restorative Justice

Services


• Continue using performance measurement in departmental budget process.

• Continue implementation and expansion of countywide Youth Aid Panel.

• Continue implementation and expansion of countywide Victim Awareness Program.

• Continue oversight of countywide Community Service/Work Restitution Program.

• Implement Balanced and Restorative Justice Unit designed to focus on the development of competency skills for youth

under supervision.

• Utilize Day Treatment Center as focal point for competency skill development.



Maintain above 90% of juveniles who are employed or

engaged in an educational or vocational activity at case closing

93.2% 95.0% 90.0% 92.0%

Ensure more than 95% of juveniles assigned to community

service have completed their obligations prior to release from

supervision

97.1% 99.0% 95.0% 98.0%

Maintain above 10% of juvenile offenders directed to

appropriate pre-court services such as the Youth Aid Panel

12.5% 17.0% 10.0% 15.0%

Ensure more than 95% of juveniles court-ordered to make full

restitution to victims have successfully completed their

obligation while under supervision

97.3% 98.0% 95.0% 97.0%

Increase the number of juvenile offenders who are

directed/ordered to participate in the Victim Awareness

Program

58 101 75 90

Maintain above 90% of juveniles who are directed or court-

ordered to participate in a competency development program

n/a n/a n/a n/a


Grant Revenue 339,464 254,464 300,547 248,140 (52,407) -17.4%


Other Revenue 23,732 31,680 28,000 28,000 0 0.0%

Total Revenue 363,196 286,144 328,547 276,140 (52,407) -16.0%




Capital Expense 53,644 10,839 2,785 0 (2,785) -100.0%

Total Expense 2,017,294 2,058,475 2,143,840 2,281,738 137,898 6.4%






Juvenile Probation


Criminal Justice

Mission Statement To establish, enforce, and monitor orders for the support of children and spouses. To ensure the trauma of a broken family

is at least mitigated by improving the financial security of those most adversely affected. To minimize County funding by

maximizing federal incentive funding through maintaining federal performance measures.

Core Activities

Locate: The process of locating absent parents for the establishment and enforcement of support orders.

Intake: The process where clients file all legal documents for application of support and the process of inputting

demographic information in the statewide Pacses System.

Paternity Establishment: The process of determining the fatherhood of children born outside a marriage through

acknowledgments of paternity or through genetic testing.

Establishment: The process of scheduling and conducting conferences for review of financial information in determining

support obligations.

Distribution: The process of collecting and distributing support obligation monies.

Enforcement: The process of enforcing the court-ordered support obligations through income attachments, enforcement

conferences, contempt hearings, and arrests.

Domestic Relations

President Judge

Director of Domestic

Relations

Conference

Enforcement

Scheduling

Legal

Intake

Fiscal

Goals

• Use computerized techniques to increase the locate function against absent parents so that the County continues to lead

Pennsylvania with only 24.93% of all cases requiring a formal locate status. The statewide average is 38.76%.

• Continue to take clients on a walk-in basis in order to reduce inconvenience, as well as lessen the delay in obtaining

needed support payments.

• Maintain a schedule of completing the entire establishment process within a three/four week time frame. This is essential

in maintaining the federal minimum threshold for maximizing incentive funding of 80%. Currently our percentage is

94.14%. Statewide average is 88.43%. National average is 78.39%.

• To utilize all enforcement remedies available to ensure the collection of actively ordered support and to maintain accurate

information to allow immediate disbursal of these collections through the state’s central distribution unit. The federal

minimum threshold for maximizing incentive funding is 80%. Currently our percentage is 85.03%. Statewide average

is 77.96%.(1st in nation) National average is 61.19%.

• To utilize all enforcement remedies available to ensure the collection of arrears owed to clients and to the Department of

Public Welfare. The federal minimum threshold for maximizing incentive funding is 80%. Currently our percentage

collection on arrears is 85.53%. Statewide average is 75.77%.(1st in nation) National average is 61.31%.


Domestic Relations


• To maintain all of the goals of the aforementioned core activities and to maximize the federal incentive funding by

maintaining at least the minimum threshold requirement of 80% on the four performance measures that follow.



Percentage of paternity establishment 97.7% 110.8% 110.0% 110.0%

Percentage of open cases with orders 94.0% 94.1% 94.0% 94.0%

Percentage of monies collected on active charging orders 81.1% 85.0% 84.0% 84.0%

Cases where arrears have been paid 83.5% 85.5% 84.0% 84.0%


Grant Revenue 1,876,536 1,999,996 2,067,000 2,048,000 (19,000) -0.9%


Other Revenue 107,212 57,756 54,055 54,055 0 0.0%

Total Revenue 2,724,724 2,766,178 2,996,669 2,969,613 (27,056) -0.9%




Capital Expense 60,375 4,544 55,030 6,695 (48,335) -87.8%

Total Expense 2,724,724 2,721,212 2,996,669 2,969,613 (27,056) -0.9%






Domestic Relations


Human Services

Mission Statement To serve our customers, i.e. facility residents, by providing health care, and services characterized by compassion, dignity,

and an emphasis on assisting residents to achieve their highest practicable level of functioning. To serve our customers,

i.e. our residents, their families and/or responsible parties, by providing our services coupled with prudent financial

management and sound fiscal stewardship.

Core Activities

Quality Management: To provide quality health care and services, and to maintain the industry standards, i.e. quality

measures and indicators at acceptable levels.

Performance-based Management: To establish and develop quality and efficient financial systems and benchmarks, to

ensure that the facility team achieves and exceeds its goals in an efficient and effective manner.

Education: To ensure that referral sources, health care providers, social service agencies, and the community at large are

kept abreast of the service capabilities of the facility.

Nursing Home

Board of

Commissioners/

Board of Directors

Nursing Home

Administrator

Physician

Services

Nursing Services

Activities

Services

Social Services

Therapy Services

Dietary Services

Financial

Services

Pastoral Services

Environmental

Services

Facilities

Services

Staff

Development

Quality

Assurance

Health

Information

Chief Clerk

Department of

Nursing

CFO

• To monitor and respond appropriately to the quality measures and indicators established by Centers for Medicare and

Medicaid Services (CMS), so as to meet or exceed the standards for quality care and services as measured by state and

national averages.

• To maintain operating efficiency and optimum financial performance through effective management of facility census by

maintaining a 93% or greater occupancy with 7% of the mix being Medicare Part A.

• To achieve and maintain a positive employee climate by: 1) consistently exceeding state-mandated minimum nursing

staffing levels by 26%, 2) reducing turnover of new hires by 15%, and 3) eliminating mandatory overtime for nursing

assistants.

Goals



• Collect all monies due to us from residents,their families, or 3rd party payers that are owed during their stay.

• Manage procurement process to ensure best value for County-funded purchases while complying with all Pennsylvania

public procurement codes and County purchasing policies.

• Cost-effective facility enhancements.

• Continued financial stabilization.

• Reduce the number of days of revenue outstanding.

Nursing Home

• To ensure care and services are delivered efficiently and effectively as evidenced by a positive net operating income.

• To ensure that the facility meets and exceeds the reasonable expectations of its customers, i.e. residents, families,

responsible parties, and its employees as relates to the quality of care and services, and of the living and working

environments.

Goals



Maintain a minimum of 93% of maximum occupancy (290

beds)

267 272 267 275

Maintain an operating margin comparable to not-for-profit

nursing care facilities range of 2%-3%

n/a 4.9% 4.0% 4.0%

Score below the 75th percentile on the 34 CMS Quality

Measures/Indicators where 0% to 75% indicates that a facility

is meeting the accepted standards of care

n/a 80.0% 88.0% 88.0%

Maintain a per day cost of care within the mid range of $205-

$270, comparable to County-owned nursing facilities with

270-325 beds

$235.00 $217.99 $220.64 $229.47

Respond to resident and/or family concerns within 72 hours

of notification

n/a 100.0% 100.0% 100.0%

Consistently exceed the state-mandated minimum nursing

staffing level of 2.7 hours of care per resident per day by 26%

to ensure a high standard of care

3.48 3.50 3.45 3.45

Reduce turnover rate of new hires by 15% n/a 49.0% 156.0% 25.0%


Grant Revenue 4,884 5,720 0 0 0 0.0%


Other Revenue 21,602,329 22,867,854 23,627,131 23,553,157 (73,974) -0.3%

Total Revenue 21,809,060 22,927,163 23,683,381 23,611,757 (71,624) -0.3%


Operating Expense 6,624,461 6,266,707 6,587,040 6,374,904 (212,136) -3.2%



Total Expense 21,894,060 22,197,394 23,300,859 23,777,405 476,546 2.0%






Nursing Home


Human Services

Mission Statement The mission of the Cumberland County Children & Youth Services (CCC&Y) is to provide professional social services in

order to protect the safety and welfare of the children, identify safe environments and permanent homes for children unable

to remain in their own homes, and promote child well-being.

Core Activities

Protection from Abuse and Neglect: Provide first and foremost protection from abuse and neglect.

Permanency: Provide children with permanency in their own homes when possible or in a substitute permanent home.

Children & Youth

Goals

• Reduce rate of re-placement (within 12 months) after return home.

• Reduce the number of placement settings for children removed from their own homes to no more than two.

• Reduce the time to re-unify children with their families to 12 months.

• Reduce the time to achieve a finalized adoption to no more then 24 months from the time of latest removal from home

for children who have exited placement to a finalized adoption.


• Reduce rate of re-placement (within 12 months) after return home to less than 8.6%.

Related County-Specific Outcomes:

• Reduce the rate of re-placement for children by increasing the use of intensive reunification and

post reunification services.

• Increasing the use of intensive in-home services prior to placement.

• Reduce the time to re-unify children with their families to 12 months.

Related County-Specific Outcomes:

• Reduce the time to re-unify for children ages 0-12 years by increasing the use of intensive reunification services.

• Increase the use of intensive in-home services prior to placement.

Board of

Commissioners

Chief Clerk

Children & Youth

Administrator

Placement

Services

Resources

Social Services

Family Support

Citizens Advisory

Committee (Children

& Youth Services)



Exceed the federal and state standard for the rate of

substantiated NON re-abuse in families known to CCC&Y

Services to more than 94.9%

98.3% n/a 99.0% 97.0%

Reduce rate of re-placement (within 12 months) after return

home to less than 8.6%

28.10% n/a 23.00% 18.00%

Reduce the number of placement settings for children removed

from their own homes to no more than two for 86.7% of the

placement population

84.3% n/a 83.0% 83.0%

Reduce the time to re-unify children with families to 12 months

for at least 76.2% of the placement population

73.8% n/a 65.0% 68.0%

Meet or exceed the federal and state standard of 54% for

achieving a finalized adoption to no more than 24 months from

the time of latest removal from the home

37.8% n/a 49.0% 54.0%

Children & Youth


Grant Revenue 8,554,187 9,401,821 10,867,596 11,412,297 544,701 5.0%

Interfund Revenue 2,450,759 2,607,365 2,289,545 2,602,495 312,950 13.7%

Other Revenue 392,227 494,853 424,793 464,891 40,098 9.4%

Total Revenue 11,397,173 12,504,039 13,581,934 14,479,683 897,749 6.6%




Capital Expense 23,791 31,250 96,993 20,500 (76,493) -78.9%

Total Expense 11,397,173 12,504,039 13,581,934 14,479,683 897,749 6.6%







Human Services

Mission Statement Ensure that a full continuum of quality, public-funded substance abuse prevention, intervention, and treatment services are

available for eligible Cumberland and Perry County residents.

Core Activities

Administration and System Management: Plan, implement, and manage a continuum of public-funded drug and alcohol

services for residents of the two county areas.

Case Management and Treatment: Improve service coordination and effectiveness by providing an array of case

management and treatment services to eligible Cumberland and Perry County residents.

Student Assistance: Develop and support programs which identify school-age youth who are harmfully involved with

alcohol, or other drugs, and refer these youth and their families to appropriate and helpful resources.

Prevention and Training: Expand the number of individuals from Cumberland and Perry Counties who are actively

involved in substance abuse prevention activities, and increase the skill level of these individuals.

Drug & Alcohol

Goals

• Manage funds in an efficient and responsible fashion by complying with all applicable accounting and fiscal reporting

requirements.

• Meet state contract compliance requirements as measured through annual Quality Assurance Assessment Site Visits by

the state.

• Provide access to the Commission-funded network of drug and alcohol treatment services to all eligible residents of

Cumberland and Perry Counties.

• Ensure the provision of quality behavioral health services through Health Choices, the mandatory managed care program

for Medical Assistance recipients.

• Ensure the cost efficient management of behavioral health services through Health Choices and the mandatory managed

care program for Medical Assistance recipients.

• Answer all calls to the Commission office in a courteous and timely fashion.

• Meet state deadlines for fiscal and programmatic reports and monthly invoices.

Cumberland & Perry Counties

Boards of Commissioners

Chief Clerk

Drug & Alcohol

Executive Director

Direct Services

Subcontracted

Services

Case

Management

Prevention

Intervention

Administration

Treatment

Prevention

Intervention

Cumberland-Perry

Drug & Alcohol

Commission



• Strengthen the Restrictive Intermediate Punishment (RIP) Court Mandated Treatment Program.

• Improve utilization of Intermediate Punishment special initiative funds by working closely with the various County

criminal justice related departments to identify and assess eligible clients.

• Provide outpatient treatment services to substance abusers and their families.

• Provide inpatient non-hospital treatment services for chemically dependent individuals assessed as appropriate for that

level of care.

• Provide quality case management services as measured by feedback gathered from consumers of case management

services.

• Provide quality case management services as measured by a prompt response to requests for service.

• Assist secondary schools in carrying out an effective system for identifying and referring students who are substance

abusers.

• Provide professional assessment services for students to identify their level of involvement with alcohol and other drugs,

and make appropriate referrals.

• Maximize parent/guardian involvement in the process of carrying out substance abuse assessments and referrals with

students.

• Maximize student/family follow-through with recommendations for further services.

• Maintain cost sharing arrangements with school districts who receive Commission-funded drug and alcohol support

services for their student assistance teams.

• Assist schools in implementing evidence based drug and alcohol education programs.

• Strengthen and expand tobacco cessation services available to Cumberland and Perry County residents.

• Serve as a substance abuse resource clearinghouse by providing brochures, posters, video/DVD loans, and

information/referral services.

• Increase community awareness about substance abuse among Cumberland and Perry County youth and abuse associated

consequences.

• Provide quality substance abuse training services.

Goals

Drug & Alcohol



Increase number of participants in court mandated treatment

program

16 68 200 220

Increase number of individuals completing tobacco cessation

program

161 277 175 250

Quality Assurance Assessment will result in 5 or less findings 2.00 2.00 3.00 6.00

Parents will be involved in at least 90% of SAP interventions 93.0% 93.0% 90.0% n/a

Follow-through on SAP referrals of at least 58% 60.0% 59.0% 58.0% 60.0%

Client satisfaction ratings from case management service

recipients will average at least 85%

95.0% 91.0% 83.0% 85.0%

Commission subcontractors will provide inpatient substance

abuse treatment to at least 200 residents of Cumberland or

Perry Counties (unduplicated count)

n/a n/a 260 270

Commission subcontractors will provide outpatient substance

abuse treatment to at least 450 residents of Cumberland or

Perry Counties (unduplicated count)

n/a n/a 750 800

Commission will provide at least 650 units of school-based

tobacco prevention/education

n/a n/a n/a 650

Drug & Alcohol







Grant Revenue 2,555,714 2,506,981 2,384,888 2,030,713 (354,175) -14.9%


Other Revenue 244,793 247,719 222,919 204,399 (18,520) -8.3%

Total Revenue 3,230,928 3,138,211 3,052,495 2,671,401 (381,094) -12.5%

Salaries and Benefits 899,449 981,543 1,088,040 1,118,240 30,200 2.8%



Capital Expense 4,969 35,594 6,000 6,000 0 0.0%

Total Expense 3,047,694 3,154,190 3,080,113 2,731,854 (348,259) -11.3%


Human Services

Mission Statement To enhance the quality of life for Cumberland County citizens by providing a variety of Human Service programs, most

of which are designed to assist low income seniors, adults, families, and adults with disabilities to remain in their homes;

and to assist community groups and other public and private Human Service organizations to identify and develop

solutions to unmet Human Service needs.

Core Activities

Access Services: Anyone needing information and/or access to the wide range of Human Service programs in

Cumberland County is able to make informed decisions about, and easily access, the existing program and service.

Home and Community-Based Services (HCBS): Cumberland County’s adult citizens who need Long Term Living

Services may avoid or delay admission to an institutional setting by accessing those services in their homes or communities

for as long as it’s safely and medically possible.

Health Promotion and Fitness: Focuses on health promotion and disease prevention activities for older adults with a

special focus on exercise, nutrition, chronic conditions, incontinence, mental health, injury prevention, medication

management, and alcoholism.

Elder Rights and Protection: Ensure Cumberland County’s older adults are aware of their rights as consumers of Long

Term Living Services and are protected from abuse, neglect, or exploitation, and that all complaints regarding possible

violation of those rights of protections are investigated and resolved.

Service Development: The unmet Human Service needs of select target populations are identified and, where feasible,

resources to meet those needs are identified, developed, or enhanced.

Efficient and Effective Management: Our consumers’ needs are met by way of quality services provided in the most

appropriate setting by a courteous and skilled staff in a timely, efficient, and effective manner.

Aging & Community Services

Board ofCommissioners

Chief Clerk

Agency Director

FinancialManagement Administration

Case Management/Service

Coordination

Home &Community Based

Services

Aging &Community

Services AdvisoryBoard

Goals

• Enable older adults, adults with disabilities, their families and caregivers to make informed decisions on Long-Term-

Living options.

• Enable older adults and adults with disabilities to live in the setting of their choice.

• Empower older adults to stay active and healthy in the community.

• Protect the rights of older adults and ensure that they are free from abuse, neglect, exploitation, and abandonment.



• Expand the Aging & Disabilities Resource Network into 4 additional counties in the region according to the plan

developed with the Commonwealth.

• Implement the “Service My Way” pilot program to ensure that qualifying older persons and adults with disabilities have

the flexibility to use available funds to purchase the goods and services they prefer.

• Promote and encourage preventative health care including lifelong health behaviors.

• Improve emergency preparedness and response capability supporting special needs populations.

• Continue to identify the unmet human service needs of select target populations and, where feasible, identify, develop,

or enhance resources to meet those needs.

• Continue to utilize state-of-the-art management practices, including performance standards and outcomes to demonstrate

the value of agency services.

• Improve overall system capacity to meet the needs of consumers, their families and caregivers.

• Our consumer’s needs are met by way of quality services provided in the most appropriate setting by a courteous and

skilled staff in a timely, efficient, and effective manner.

Goals




Estimated Long Term Living savings (HCBS vs. Nursing

Facility Care)

$4,724,139 $3,928,088 $4,600,000 $4,000,000

Number of NFCE Consumers Served in HCBS 188 211 240 225

Positive HCBS consumer satisfaction rating of 90% or more n/a 86.0% 100.0% 90.0%

Number of consumers transitioned from Nursing facilities back

to the community

12 17 8 12

Percentage of agency budgets County property tax revenue 1.0% 0.0% 0.0% 0.0%



Grant Revenue 7,941,613 8,350,490 8,258,299 8,961,947 703,648 8.5%


Other Revenue 1,283,104 543,704 431,950 777,113 345,163 79.9%

Total Revenue 9,362,180 9,021,087 8,911,749 9,955,536 1,043,787 11.7%




Capital Expense 25,076 36,047 35,000 20,000 (15,000) -42.9%

Total Expense 9,131,591 8,938,809 9,322,664 10,231,124 908,460 9.7%







Human Services

Mission Statement

To plan, develop, coordinate, and provide comprehensive public library services for residents through a cooperative

network of public libraries.

Core Activities

Library Services: Includes providing County residents and taxpayers a free library card that provides access to

countywide public library services, library material delivery services, reference databases, and library system web site

service. Service development and improvements are coordinated through a number of member library advisory groups,

including member library directors, children’s librarians, computer services staff, technical services staff, training services

staff, and outreach staff.

Information Technology: Includes computer hardware/software upgrades, maintenance, and telecommunications costs

for the county’s network using Horizon library management software for circulation, cataloging, online public access

catalogs, and Internet services. In 2007, the web catalog was used 3,186,265 times, with 306,607 items requested.

Technical Services: Includes acquisitions, cataloging, and processing of new and donated library materials for member

libraries. Also includes bibliographic database maintenance and clean-up activities. In 2007, 53,284 items were added to

the catalog, compared to 2006, when 57,915 items were added.

Training Services for Staff & Board Members: Includes countywide training for new and existing staff, with an

emphasis on maintaining and improving technology skills. Also provides higher level skills development for existing staff

and board members and an annual countywide staff development day. In 2007, 549 people attended 237 training sessions

for a total of 1,457 learning hours.

STAR Outreach Services: STAR (Service to Adult Readers) provides free, personalized selection and delivery of large

print and audio book library materials. Costs include staff, large print, and audio library materials. In 2007, 11,678 items

were delivered to 147 shut-ins and 59 senior care sites.

Advocacy, Public Relations, and Marketing: Includes outreach to elected officials and fostering partnerships with

community agencies such as Success by Six and Hospice of Central PA. Also includes strategic services marketing

initiatives such as One Book, One Community yellow pages advertising, and brochure printing.

Administrative & Financial Services: Includes group health insurance plans and reimbursements for approximately 25

member library staff, group dental and vision insurance, employee assistance program, systemwide grant applications, and

group purchasing of office and library supplies (such as book jackets, labels, audio/DVD cases, etc.).

Library

Executive Director

Outreach

Services

Computer

Services

Technical

Services

Staff Training

Services

Administration ,

Planning &

Finance

Library Services

Library System

Board


Library


• Implement improved, user-tested library website and online services, including e-commerce and online library card

registration.

• Develop and implement website support for library trustees and library staff.

• Complete re-classification and re-labeling of collections to improve operational efficiency.

• Implement serials control software and explore ways to consolidate member library magazine subscriptions to obtain

more cost-savings.

• In accordance with 5-year life-cycle plans, replace approximately 50% of staff computers and upgrade software to

Microsoft Office 2007 and Firefox internet browser.

• Provide staff with Microsoft Office 2007 and Firefox software training.

• Eliminate out-of-date science books and increase science collection at member libraries through the use of $20,000

DCED grant.

• Provide ongoing support for STAR volunteers and STAR customers.

• Provide orientation and support for new administrative staff at Bosler, Fredricksen, and New Cumberland libraries.

• Determine and finalize location for Cumberland County Library System administrative office.

• Apply for federal grant and Pennsylvania Public Library Subsidy funding.

• Work with System Finance Committee to determine long-term financial plans, especially as related to county and state

funding deficits projected for FY 2010 and 2011 as well as projected cost increases for utilities and library services.

Goals

• Increase core library service (circulation, card holders, program attendance, library visits) by 2%.

• Increase number of online catalog search sessions and public internet computer use by 3%.

• Increase use of online reference databases by 5%.

• Improve collection rates on overdue accounts by 3%.

• Provide customers with new library materials in a timely manner by reducing the average turnaround time for non-rush

items by 5%.

• Maintain or increase staff training program learning hours.

• Provide library board members with trustee support website, registering at least two-thirds of library board members for

accounts.

• Maintain or increase number of STAR items delivered to homebound individuals and senior sites.

• Annually maintain an advocacy program and implement activities to promote the value and importance of public libraries

to community elected officials and leaders.

• Annually allocate public tax funds on an equitable basis to member libraries.

• Maintain or increase the number of system level grant applications.

• Provide a sound source of statistical and financial information for planning, public relations, and preparation of member

library annual budgets on a quarterly basis.

• Annually visit member library boards and prepare monthly summaries of activities to communicate the mission, core

activities, goals, and decisions of the library system.



Library circulation 2,519,233 2,530,628 2,543,429 2,594,298

Library card holders 119,655 127,926 90,000 92,700

Library program attendance 109,150 124,728 130,964 134,893

Library visits 1,247,653 1,249,507 1,250,000 1,250,000

Online Library Catalog Search Sessions 3,162,486 3,186,265 3,345,578 3,445,946

Public internet computer use sessions 130,162 136,642 143,474 147,778

Reference database searches 89,416 177,562 186,440 195,762

Reference database items examined 229,134 228,564 239,992 251,992

Percent of accounts over $25 collected 56.0% 58.0% 59.0% 60.0%

Percent of overdue funds & material collected 44.0% 48.0% 52.0% 55.0%

Turnaround time for new rush (request) items 5 2 2 2

Turnaround time for new non-rush items 27 29 25 24

Number of staff trained 564 549 550 550

STAR materials delivered 13,340 11,678 12,000 12,500

Library




Other Revenue 666,886 671,685 752,832 793,400 40,568 5.4%

Total Revenue 666,886 671,685 752,832 793,400 40,568 5.4%





Total Expense 3,534,628 3,664,789 3,764,712 3,875,907 111,195 3.0%







Human Services

Mission Statement To develop and maintain a public-funded system of services and supports that respond to the needs of residents in

Cumberland and Perry Counties whose lives are affected by mental illness, intellectual and developmental disabilities, or

developmental delay by collaborating with consumers, family members, providers, and other stakeholders.

Core Activities

Mental Health: Develop a recovery focused mental health system that improves the scope and quality of community-

based treatment services and rehabilitative supports while adhering to Community Support Program (CSP) Principles,

Child Adolescent Service System Program (CASSP), Best Practices, Evidence Base Practice, and Recovery Principles.

Intellectual and Developmental Disabilities (Previously Mental Retardation): Develop a network of community-

based supports to empower individuals with intellectual and developmental disabilities and young children with

developmental delays to pursue independence, inclusion, and individuality - to experience everyday lives.

Mental Health/Mental Retardation

Goals

• Develop a seamless network of community-based supports to meet the needs of a projected active caseload of 2,500+

County-funded consumers needing mental health services and supports.

• Develop an accessible and seamless network of community-based supports to meet the needs of a projected 1,000+

County-funded consumers with intellectual and developmental disabilities who need services and supports.

• Develop an accessible and seamless network of community-based supports to meet the needs of a projected 300+ County-

funded families seeking early intervention services for young children with developmental delays.

• Maintain an effective administrative services and quality assurance system to continually improve the effectiveness of

Mental Health (MH), Mental Retardation (MR), and Early Intervention (EI) services for residents of Cumberland and

Perry Counties.

• Maintain strong relationships with local, regional, and state organizations, human service agencies, and human service

providers to allow needed partnership in program development.

Cumberland & Perry Counties

Board of Commissioners

Mental Health

Director

Mental Retardation

& Early Intervention

Director

Community Based

Mental Retardation

Service Network

Service/Supports

Coordination &

Quality Assurance

Community Based

Early Intervention

Services

Crisis Intervention &

Emergency Services

Community Based

Mental Health

Service Network

MH Administrative

Services & Quality

Assurance

Cumberland-Perry

MH/MR Board



• Develop and implement strategies to ensure the recruitment and retention of qualified staff to implement community-

based services.

• Ensure the development of skills and competency for staff and service providers to support community-based services

and supports with each staff member having a training goal for the year.

• Improve management, coordination, and delivery of MH, MR, and EI services to maximize funding and meet the needs

of consumers and families.

• Improve overall system capacity to meet the needs of 2,500 MH consumers, 1,000 MR consumers, and 300 EI consumers.

• Improve utilization of available Best Practice programs.

• Improve the quality of MH, MR, and EI services and supports to improve outcomes for consumers in community settings.

• Increase accountability for improvements to the service system, including access, quality, appropriateness, and cost of

services.

• Enhance the use of CASSP, Older Adult Support Team, Consumer Family Satisfaction Team (CFST), Independent

Monitoring For Quality (IM4Q), and other cross-system forums to improve consumer outcomes.

• Develop and implement strategies to complete transformation from institution-based to community-based services and

supports as defined in the MH Plan and MR Plan (noted in the Networked Neighborhood addendum).

• Expand and improve the network of consumer-focused and community-based services and supports.

• Involve consumers in monitoring and improving County-funded services and supports, including consumer forums and

focus groups, CFST, and IM4Q.

• Involve other stakeholders in monitoring and improving County-funded services and supports.

• Review and update the scorecard for the Integrated Children’s Services Plan and report on progress to date.




Increase residential opportunities for consumers 184 184 192 212

Increase lifesharing opportunities for consumers 14 16 17 20

Increase number of consumers who are competitively

employed

99 96 110 115

Decrease number of restraints of consumers 196 69 50 40

Increase consumer/family satisfaction with supports

coordination process

85.0% 87.0% 90.0% 92.0%

Conduct family/consumer public forums 18 14 15 15

Number of children referred to EI 384 353 350 370

Number of EI evaluations completed 313 348 315 350

Number of referrals eligible for EI services 235 242 211 278

Percentage of referrals eligible for EI services 61.0% 69.0% 60.0% 75.0%

Percentage of services to consumers started timely (w/in 14

days)

n/a n/a 73.8% 90.0%

Percentage of service plans completed timely (w/in 45 days) n/a 94.0% 93.6% 95.0%

Number of consumers satisfaction interviews for MH (CFST

& Provider) - goal 25/quarter

n/a n/a n/a 100

Overall positive ratings for key MH measures (average, above

average) - goal 85%

88.0% 88.0% 85.0% 85.0%

Improve Provider Program Audit compliance scores for MH -

goal 70% compliance

n/a n/a n/a 70.0%

Increase number of Incident Management reports with

documented follow-up plans for MH - goal 85%

n/a n/a n/a 85.0%

CASSP school based - number of new families served n/a n/a n/a 520

CASSP school based - satisfaction with services received -

family satisfaction survey results

n/a n/a n/a 85.0%

CASSP system - improve satisfaction with CASSP process -

satisfaction survey results

n/a n/a n/a 80.0%

CASSP follow-up meeting held - goal 70% n/a n/a n/a 70.0%



Grant Revenue 29,731,547 30,965,823 34,437,795 35,048,535 610,740 1.8%


Other Revenue 533,664 604,735 321,189 320,439 (750) -0.2%

Total Revenue 30,836,526 32,223,261 35,384,591 35,996,482 611,891 1.7%



Interfund Expense 1,178,637 1,237,945 1,418,849 1,482,215 63,366 4.5%

Capital Expense 56,392 28,006 17,000 17,000 0 0.0%

Total Expense 30,836,526 32,223,261 35,384,591 35,996,482 611,891 1.7%







Human Services

Mission Statement To provide high quality advice, assistance, counseling, education, outreach, and advocacy to veterans and their families for

obtaining appropriate federal, state, and county veterans’ benefits and services in accordance with applicable laws,

regulations, and policies.

Core Activities

Veterans’ Assistance: Assist veterans and their family members in understanding, filing for, and obtaining the full range

of federal, state, and county veterans’ benefits.

Burial assistance: Provide veterans and eligible surviving spouses with burial benefits.

Education: Educate and inform veterans, family members, agencies, nursing homes, assisted living facilities, senior

organizations/facilities, and veterans’ organizations on veterans’ benefits and services by speaking to appropriate groups

and providing information directly or through the media.

Events, Ceremonies, and Memorials: Coordinate and participate in patriotic events, ceremonies, and memorials.

Veterans’ Affairs

Goals

• Participate in, coordinate, conduct, or attend at least six patriotic events, ceremonies, and memorial services.

• Respond to all (100%) queries for assistance/information within 24 hours of receipt.

• Process all (100%) burial and marker allowance requests received within 2 days of the check request cutoff date as

established by the Controller.

• Provide flags/markers for all identified veterans’ graves in the County for Memorial Day.

Board of

Commissioners

Chief Clerk

Director of

Veterans’ Affairs

Outreach

Advocacy

Education

Patriotic Events

Advice,

Assistance, &

Counseling


• Continue to provide top quality advice, assistance, counseling, education, outreach, and advocacy.



Burial allowances yes yes yes yes

Marker allowances yes yes yes yes

Briefings yes yes yes yes

Communications yes yes yes yes

Public information yes yes yes yes

Assistance yes yes yes yes

Patriotic events yes yes yes yes

Veterans’ Affairs





Total Revenue 0 0 0 0 0 0.0%


Operating Expense 71,226 77,567 111,740 111,421 (319) -0.3%



Total Expense 182,831 194,754 220,654 224,892 4,238 1.9%







Human Services

Mission Statement The Capital Area Behavioral Health Collaborative (CABHC) will ensure access to, and delivery of, a coordinated and

effectively managed array of quality mental health and substance abuse services that reflect the holistic needs of eligible

residents throughout a five county service area.

Core Activities

The Provider Network Committee: Responsible for the oversight of the provider network developed by Community

Behavioral Healthcare Network of Pennsylvania, Capital Area (CBHNP), who is contracted by Behavioral Health

Managed Care Organization (BH-MCO).

The Clinical Committee: Responsible for the oversight of all treatment-related activities.

The Fiscal Committee: Responsible for the oversight of all financial matters of the program and corporation.

The Consumer/Family Focus Committee(C/FFC) : Responsible for the oversight of the inclusion of member-related

stakeholders in the program.

Health Choices

Goals

• Monitor the BH-MCO’s provider network to ensure access standards are met, choice is provided, and specialty needs are

available to members.

• Develop and monitor need for additional existing services and for new services.

• Develop and monitor provider satisfaction surveys.

• Monitor provider profiling reports.

• Monitor CBHNP Credentialing Committee activity.

• Assess standards to treatment.

• Coordination of treatment.

• Reinvestment plan development.

• Behavioral Health Rehabilitation Services (BHRS) monitoring.

• Review and monitor the corporation’s financial statements and budget.

• Review and monitor the BH-MCO medical liability account.

• Review and monitor the Health Choices program’s overall solvency.

• Review and monitor the BH-MCO’s monthly financial statements and six month administrative budget reports.

• Recruitment and training of C/FFC for CABHC Committee participation.

• Promote the development of County specific Consumer Family persons in Recovery (C/F/PIR) Committees.

• Assist CABHC in the development, oversight, and monitoring of the Health Choices program, including the

Consumer/Family Satisfaction Team Program.

• Participate in the member grievance and appeals process.

Board of County Commissioners

(Cumberland, Perry, Dauphin,

Lancaster, & Lebanon)

Capital Area Behavioral

Health Collaborative

(CABHC)

Community Behavioral

HealthCare Network of

Pennsylvania

(CBHNP)



• Use the CBHNP Quality Assurance (QA) Committee to monitor quality-of-care indicators to improve the delivery of

behavioral health treatment services for 20,000+ Health Choices eligible consumers in Cumberland and Perry Counties.

• Use the CBHNP Utilization Management (UM) Committee to monitor service delivery patterns and to improve access

to behavioral health treatment for 20,000+ Health Choices eligible consumers.

• Use Health Choices benchmark data to monitor service utilization and expenditures at all levels of care to manage the

growth and effectiveness of Medicaid behavioral health spending for the counties.

• Maintain a unified system of care for behavioral health consumers to ensure continuity of services and support as

consumers migrate in and out of Health Choices eligibility.

Health Choices



MH consumers served 2,709 6,300 6,500 6,800

Health Choices eligible members (%) 21.0% 14.0% 15.0% 15.0%

Overall positive ratings for key measures (average, above

average)-goal 85%

88.0% 85.0% 85.0% 85.0%

Satisfaction with services received rating - goal 85% 87.0% 86.0% 86.0% 86.0%


Grant Revenue 24,895,249 26,545,456 25,887,629 25,887,629 0 0.0%


Other Revenue 16,112 22,148 17,528 17,621 93 0.5%

Total Revenue 24,911,366 26,567,604 25,905,157 25,905,250 93 0.0%

Salaries and Benefits 80,197 91,199 106,967 106,967 0 0.0%

Operating Expense 24,830,731 26,476,122 25,797,926 25,797,927 1 0.0%

Interfund Expense 438 283 264 356 92 34.8%


Total Expense 24,911,366 26,567,604 25,905,157 25,905,250 93 0.0%






Health Choices


Human Services

Mission Statement The Cumberland County Learning Center, managed by Hildebrandt Learning Center LLC, is committed to providing

young children and their families with quality care on an individual and daily basis. The Learning Center was established

in 2002 as a benefit to County employees and their families.

Core Activities

Community: Create a caring community of learners.

Education: Teaching to enhance development and learning.

Curriculum: Construct an appropriate curriculum.

Learning & Development: Assess children’s learning and development.

Relationships: Establish reciprocal relationships with families.

Early Learning Center

Goals

• Through the development of supportive relationships between teachers and children, among children, among teachers,

and between teachers and families, a caring and inclusive community will be developed in which all children can develop

and learn.

• Achievement of an optimal basis between children’s self initiated learning and adult guidance or support.

• Acceptance of responsibility and active support from teachers for children’s development. Opportunities shall be

provided for children to acquire important knowledge and skills.

• Childhood curriculum will be determined by many factors, including social or cultural values; family input; the individual

growth, development, interests, and present knowledge level of each child; and age appropriate activities that address a

child’s emotional, social, linguistic, aesthetic, and cognitive development.

• Assessment and curriculum are integrated, with teachers continually engaging in observational assessment, for the

purpose of improving teaching and learning.

• Reciprocal relationships between teachers and families will be encouraged through mutual respect, cooperation, shared

responsibility, and negotiation of conflicts toward achievement of shared goals in providing quality care for children.

• Families will be welcome in the program and are encouraged to partner in the development and learning of their child.

Board of

Commissioners

Chief Clerk

Human Resources

Director

Daycare Director

Daycare Service



• Maintain a positive enrollment level.

• Provide a safe environment where children can learn both educationally and socially.

• Provide nutritious meals and snacks.

• Review and assess the effectiveness of curriculum.

• Provide quality daycare at affordable rates for our employees and business affiliates.




Childcare enrollment levels n/a 59 59 59

Assess level of safety n/a n/a yes yes

Assess and maintain the facility n/a n/a yes yes

Assess the level of observed growth and development of

children weekly

n/a yes yes yes

Maintain a 5 star nutrition level of meals and snacks n/a yes yes yes

Complete an annual comparison of rates to ensure

competitiveness

n/a yes yes yes


Grant Revenue 13,020 37,468 33,020 26,378 (6,642) -20.1%


Other Revenue 369,206 400,963 384,000 475,946 91,946 23.9%

Total Revenue 459,899 496,782 528,356 527,373 (983) -0.2%

Salaries and Benefits 0 0 0 0 0 0.0%




Total Expense 456,022 487,679 540,196 543,073 2,877 0.5%



Budgeted Full-Time FTE’s 0 0 0 0


Total Budgeted FTE’s 0 0 0 0



Public Safety

Mission Statement

To coordinate essential public safety activity among federal, state, regional, county, municipal agencies, and volunteer

organizations to provide quick, reasoned responses to the needs of our citizens during daily public safety operations and

emergencies and man-made and natural disasters, including those resulting from acts of terrorism. Responsibilities

include: operation of the 911 Emergency Communications Center, disasters planning, coordinating the Hazardous

Materials Program within the County, providing the capability to respond to all hazardous material incidents, and assisting

all emergency first responders and special teams in conducting essential training.

Core Activities

911 Emergency Calls: Ensure the 911 Center/Public Safety Answering Point (PSAP) is equipped to receive, record, and

manage all forms of incoming emergency calls, to include those from individuals with special needs, and then rapidly

dispatch responders and manage/coordinate response until Incident Command is established.

Public Safety Communications: Ensure the Communications Center is equipped to receive, record, and manage the

infrastructure and facilities of the Public Safety Communications System, to include field component registration and

provisioning; and to develop and administer dispatch policy and operating procedures to manage/coordinate system

operations.

Emergency Operations Center: Ensure the County maintains an Emergency Operations Center (EOC) in accordance

with Title 35 and continues to develop, update, or modify plans, annexes, and directives and related documents in

preparation for, and execution of, emergency operations in support of mitigation, preparedness, response, and recovery

from disasters or emergencies.

Planning Procedures & Support: Provide appropriate response plans, standard guidelines, regional collaborations, and

technical expertise to facilities and public safety providers involved in addressing homeland security and all hazards threat

assessments, critical infrastructure protection, and continuity of operations. Additionally, provide managerial and financial

support to the County Hazardous Material and other Specialized Response Teams to provide incident management

resources.

Training & Development: Support the development of trained and qualified volunteer and career personnel required to

maintain a viable volunteer and paid emergency services and specialized response program.

Public Safety

Goals

• Ensure the PSAP is staffed with trained professionals who are certified in accordance with local, state, and national

standards and are capable of receiving and processing incoming emergency calls, to include providing telephonic pre-

arrival instructions until response personnel arrive on scene.

Board of

Commissioners

Chief Clerk

Director of Public

Safety

Emergency

Management

911/PSAP

Special Teams



• Complete computerized solution to Wireless 911 System.

• Update the Emergency Operations Plan with NIMS and National Framework directives.

• Continue NIMS compliance efforts and assist with the municipalities using Management System Compliance Assistance

Support Tool (NIMSCAST) documents.

• Ensure the County Hazardous Material Response Team and all other specialized teams are trained and equipped so that

they can continue to provide exceptional emergency response to the County and the region.

• Continue the implementation of ESAP initiatives such as Thanks Program, legal support to firefighters (Florian

Foundation Initiative), Penn Fire Incident Reporting System (FIRS) reporting, and the delivery of the recruitment and

retention marketing program.

• Continue the development and delivery of Citizen Corp, CERT, and FIRE CORPS programs that assist local municipal

emergency management for citizen preparedness.

• Continue the development and participation in regional exercise and training initiatives in compliance with the Homeland

Security Exercise and Evaluation Program (HSEEP).

• Develop a program that will identify and recognize emergency service personnel whose accomplishments in training and

education meets or exceeds nationally recognized standards. The National Fire Protection Association (NFPA) standards

for Fire Service Professional Qualifications identify the minimum requirements for a person at a particular level of

progression.

• Continue to surpass Act 78 standard of answering 90% of all incoming emergency calls within three rings/ten seconds,

which is reported in the monthly statistics report.

• Continue to maintain and upgrade the capabilities of the EOC to perform all missions, to include compliance with

National Incident Management System (NIMS) and the integration of new systems such as Reverse 911 and Incident

Collaborator regional network.

• Develop, update, or modify plans, annexes, and directives and related documents pertaining to preparation for, and

execution of, emergency operations in support of mitigation, preparedness, response, and recovery from disasters or

emergencies.

• Maintain a state certification for the Hazardous Material Response Team that serves the County, provides contract service

to four other counties, and supports eight counties under the Regional Task Force Plan.

• Ensure all Critical Infrastructure and SARA planning facilities (currently over 100 facilities) have filed plans in

accordance with federal and state statutory requirements for the use, storage, and transport of the hazardous materials by

conducting reviews of the plans, coordinating briefing by the facilities to the Local Emergency Planning Committee

(LEPC), and periodic visits by the LEPC, subject to the committee’s schedule.

• Support emergency services and emergency personnel by coordinating training requests with the appropriate educational

training agencies, publishing an annual circular of known training, and managing the use and care of the Emergency

Services Training Academy.

• Provide support to the emergency services community through the continued execution of Emergency Services Action

Panel (ESAP) initiatives.

Public Safety

Goals



Ensure all dispatchers maintain local, state, and federal

certifications

n/a n/a 39 39

Exceed Act 78 standards of answering 90% of 911 calls in 10

seconds

98.8% 98.6% 98.6% 98.6%

Ensure EOC operates and the staff is NIMS compliant n/a n/a 35 35

Ensure all required EOP plans are NIMS current and

executable

n/a n/a 34 34

Ensure Specialized Teams maintain certification and resource

typing

n/a n/a 9 9

Citizen Corp Programs conducted n/a n/a 24 36


Grant Revenue 1,932,971 1,521,375 2,490,578 1,411,090 (1,079,488) -43.3%

Interfund Revenue 3,428,737 2,453,086 2,657,590 5,110,972 2,453,382 92.3%

Other Revenue 2,081,171 2,167,166 2,202,611 2,410,137 207,526 9.4%

Total Revenue 7,442,879 6,141,627 7,350,779 8,932,199 1,581,420 21.5%



Interfund Expense 22,460 61,572 93,083 1,040,019 946,936 1017.3%

Capital Expense 26,262 71,400 1,529,887 24,577 (1,505,310) -98.4%

Total Expense 5,638,482 6,108,797 8,578,148 8,588,947 10,799 0.1%






Public Safety


Public Safety

Mission Statement To investigate sudden, unexplained, violent, or suspicious deaths occurring in the County to determine the cause of death,

the manner of death, and whether criminal activity was involved. To provide timely information regarding these findings

to the family of the deceased as well as other investigating agencies. We are sworn to protect the property of the deceased

and preserve the confidentiality of all information received.

Core Activities

Crime Scene Investigation: Protect and preserve the crime scene for the purpose of gathering relative facts,

circumstances, and evidence related to the cause of death, while preventing all persons present from contracting any

biological contamination.

Victim History and Identification: Obtain all information necessary to establish a positive identification and supplement

the background history.

Forensic Examination: Determine the need, and arrange for the completion, of various studies by the appropriate experts

in any given circumstance, which include, but are not limited to, autopsy, toxicology, radiology, odontology, anthropology,

and entomology examination.

Training: Provide training programs for fire, police, and emergency medical personnel regarding death, death scenes, and

the duties and responsibilities of various persons at the death scene.

Coroner

Goals

• Protect and preserve the crime scene for the purpose of gathering relevant facts, circumstances, and evidence related to

the cause of death, while preventing all persons present from contracting any biological contamination.


• Conduct at least six public information sessions.

• Conduct at least six emergency personnel training sessions.

County Coroner

Forensic

Examination

Public

Information &

Training

Crime Scene

Investigation



Response for requests for service within 10 minutes 97.0% 98.0% 97.0% 98.0%

Maintain required certification for all staff 100.0% 100.0% 100.0% 100.0%

Provide training sessions for County emergency personnel 7 8 7 6

Provide public information sessions on duties and

responsibilities of the Coroner

5 9 7 6


Grant Revenue 119,351 134,158 148,905 162,400 13,495 9.1%


Other Revenue 49,175 50,847 50,500 53,300 2,800 5.5%

Total Revenue 168,526 185,005 199,405 215,700 16,295 8.2%




Capital Expense 0 1,850 8,452 0 (8,452) -100.0%

Total Expense 564,470 617,319 662,202 711,788 49,586 7.5%






Coroner


Public Safety

Mission Statement To ensure public safety by maintaining law enforcement presence, responding to calls for service, apprehending law

violators in a timely fashion, and providing security for County-owned and leased properties. To make certain that proper

and timely civil process is completed. To ensure the safe and secure transportation of prisoners to and from court

appearances. To educate the public through community service programs. To issue licenses to sell firearms, sell precious

metals, and to carry firearms to qualified applicants.

Core Activities

Security: Provide security to County-owned and/or leased properties and persons within those buildings, and to provide

security to the Courts. Provide security while prisoners are in a health facility. Oversee the uniformed County Security

Department.

Civil Process: Serve and enforce court orders, writs of summons, complaints, money judgments, and injunctions in a

timely and effective manner according to the Pennsylvania Rules of Civil Procedure, and serve subpoenas to witnesses and

victims.

Licenses: Issue several types of licenses, such as license to sell firearms, license to sell precious metals, and license to

carry firearms to qualified applicants.

Prisoner Transportation: Provide safe and secure transportation of prisoners to and from federal, state, or local

institutions for court appearances. Provide safe and secure transportation of juveniles to facilities when directed by order

of the Court, and transport inmates or residents to and from mental health facilities.

Warrants: Process all warrants issued by the Courts and attempt to locate those individuals.

Law Enforcement Services: Assist with the investigation of crimes involving County employees or County-owned

and/or leased properties. Enforce violations of the PA Crimes and Vehicle Code. Provide law enforcement assistance and

support to other law enforcement agencies.

Community Service Programs: Provide education, assistance, and awareness to the public through community service

programs; such as the ID a Child, Drug Awareness Resistance Education program (D.A.R.E.), TRIAD, and the Child

Safety Seat Program.

Sheriff

County Sheriff

Chief Deputy

County Sheriff

Civil Process

Warrants

Prisoner

Transportation

Licenses

Security

Law

Enforcement

Services

Community

Service Programs



• React in a timely manner to all threats against the safety of the public, County employees, or inmates while they are

engaged in activity in a County-owned/leased property where security services are provided.

• Attempt to serve emergency court orders to involved parties the same day as receipt of the order.

• Restructure the organization chart of the Sheriff’s Office.

• Implement a software program to aid the Sheriff’s Office in operating more efficiently and effectively.

• Appoint one or more Field Training Officers to train new Deputies.

• Maintain annual and bi-annual certifications for Deputies.

• Repair or replace any vehicles or equipment that poses safety concerns.

• Compare costs of inmate transports with private transport companies.

• Reduce backlog of bench warrants.

• Ensure all applications for licenses to carry a concealed firearm, licenses to sell firearms, or licenses to sell precious metal

are lawfully entitled to be licensed.

• Continue to provide community services such as Child Identifications and Child Safety Seat Checks to the public.

Goals

• To operate an efficient and effective office in coordination with County offices/agencies and other law enforcement

agencies.

• To ensure the safety of the public, County employees, inmates, and County property by preventing the introduction of

unattended or prohibited items into County facilities.

• To ensure the proper docketing of all civil process in accordance with Pennsylvania Rules of Civil Procedure.

• Process all applications for licenses within the requirements set forth by the Commonwealth of Pennsylvania.

• Work in cooperation with the Courts to streamline prisoner transports and to safely transport all inmates to and from local,

state, and federal facilities in the most cost effective manner.

• Process all warrants and attempt to locate individuals.

• Educate and promote awareness to the public through community service programs.

Sheriff



Properly docket and attempt service of all civil process and

subpoenas according to the Pennsylvania Rules of Civil

Procedure

n/a 100.0% 100.0% 100.0%

Safely transport all defendants in criminal cases from their

respective prisons to meet all scheduled court appearances in

the most cost effective manner

n/a 100.0% 100.0% 100.0%

Effectively screen the public prior to entrance to court facilities

in order to prevent the introduction of prohibited items

n/a 100.0% 100.0% 100.0%

Approve or deny all license applications received in

accordance with the provisions of the laws of Pennsylvania

n/a 100.0% 100.0% 100.0%

Promote awareness and educated the public through

community service programs

n/a n/a n/a 100.0%


Grant Revenue 24,569 56,977 1,000 1,500 500 50.0%


Other Revenue 433,756 557,063 465,400 501,700 36,300 7.8%

Total Revenue 693,624 848,105 699,100 737,728 38,628 5.5%




Capital Expense 73,184 67,672 76,695 0 (76,695) -100.0%

Total Expense 2,561,169 2,635,847 2,810,988 2,859,716 48,728 1.7%






Sheriff


Records and Licensing

Mission Statement

To record and preserve public copies of all real estate transactions within the County.

Core Activities

Bookkeeping: Record documents related to real estate transactions and collect relevant fees and taxes.

Recorder of Deeds

Goals

• Make all records readily available in a timely and fashionable manner.


• Look to make improvements as deemed prudent.

Recorder of Deeds

Real Estate

Transaction

Bookkeeping

Customer

Service



Number of deeds recorded 7,385 6,625 5,200 4,800

Number of mortgages recorded 18,095 16,351 14,000 13,000

Number of miscellaneous items recorded 21,539 21,487 20,750 20,000

Total documents recorded 47,019 44,463 33,950 37,800

Recorder of Deeds




Other Revenue 1,562,196 1,595,956 1,445,800 1,441,800 (4,000) -0.3%

Total Revenue 1,562,196 1,595,956 1,445,800 1,441,800 (4,000) -0.3%




Capital Expense 8,527 35,517 17,050 0 (17,050) -100.0%

Total Expense 498,369 1,227,796 664,110 651,498 (12,612) -1.9%








Mission Statement

To provide detailed accountability and maintain accurate records in order to ensure that the County is aware of its financial

picture.

Core Activities

Record and Deposit all Monies: Receive, classify, record, and deposit monies for all operational accounts/funds of the

County.

Transfer Money: Invest County operational funds, and all means of transferring money, for the purchase and redemption

of investments.

Reconcile: Maintain, update, and reconcile all cash investments.

Prepare Checks: Prepare checks for reimbursement and disbursement of expenses from payroll, general expenses, and

indirect costs associated with the accounts.

Hotel Tax: As per County Ordinance 2001-03, this activity has been added to the responsibility of the Treasurer’s Office.

Section VII regulates the collection and disposition of revenues collected regarding a County Hotel Tax. The Treasurer

shall collect the tax and deposit the monies in a special fund. The Treasurer must also disburse the money in a manner

established by statute.

Licensing: As per state statutes, this office issues licenses/permits for seven different types of functions; the categories

of these licenses/permits are: Dog (PA Dept. of Agriculture), Fishing and Boat Permits (PA Fish & Boat Commission),

Hunting (PA Game Commission), Sportsmen’s Firearms Permits (PA State Police), and Bingo & Small Games of Chance.

Licenses are issued daily and deposited into two different accounts, with disbursements disbursed according to statute.

Treasurer

Goals

• Record and deposit all monies accurately and on a daily basis.

• Complete the investment of operational funds and the transfer of investments in accordance with the directives of the

Finance Office.

• Perform reconciling accurately and on a daily basis.

• Prepare checks in an accurate and timely manner.

• Properly issue licenses and disburse proceeds.

County Treasurer

Transfer Funds

Cash Investments

Record & Deposit

Funds

Prepare Checks

Hotel Tax

Administration

Licenses Agent for

Commonwealth &

County


• Participate in the development of the request for proposal, and investment policy review.

• Implement a new point of sale practice with the PA Fish & Boat Commission and the PA Game Commission.



Record and deposit all monies accurately and on a daily basis 100.0% 100.0% 100.0% 100.0%

Complete the investment of operational funds and the transfer

of investments in accordance with the directives of the Finance

Office

100.0% 100.0% 100.0% 100.0%

Perform reconciling accurately and on a daily basis 100.0% 100.0% 100.0% 100.0%

Prepare checks in an accurate and timely manner 100.0% 100.0% 100.0% 100.0%

Properly issue licenses and disburse proceeds 100.0% 100.0% 100.0% 100.0%

Treasurer




Other Revenue 43,342 40,756 39,762 39,762 0 0.0%

Total Revenue 43,342 40,756 39,762 39,762 0 0.0%


Operating Expense 5,667 5,980 9,050 9,050 0 0.0%

Interfund Expense 884 1,014 1,426 1,309 (117) -8.2%


Total Expense 243,046 255,012 271,277 282,086 10,809 4.0%








Mission Statement

The Cumberland County Register of Wills and Clerk of Orphans’ Court is a dual office of the Court of Common Pleas,

whose mission and responsibility are to process court documents in an effective and efficient manner and to guarantee and

preserve the accuracy and accessibility of those documents for their legal and historic value to the citizenry we serve.

Core Activities

Register of Wills: The Register of Wills is a judicial office of the Court of Common Pleas. Estate administration for

residents domiciled in Cumberland County at the time of death begins in this office with the filing of probate documents.

The Register of Wills has judicial authority to determine if the documents are to be admitted for probate and to decide who

shall serve as the personal representative for the estate. The Register of Wills also acts as an agent for the Commonwealth

of Pennsylvania Department of Revenue to collect and document the receipt of Inheritance Tax payments.

Clerk of Orphans’ Court: The Clerk of Orphans’ Court is a division of the Court of Common Pleas that maintains and

ensures the accuracy of the records for all miscellaneous matters of the Court including, but not limited to, adoptions,

marriage license applications and issuance, guardianship, trusts, minors’ estates, claims against estates, birth and death

records from 1894 to 1906, and accounts of estates, guardians, and trusts.

Register of Wills/Clerk of Orphans’ Court

Goals

• To provide prompt, courteous service to the constituents of the County by knowledgeable and informed staff members.

• To make original court documents and information available to the public.

• To preserve and protect all original documents for their legal and historical value.


• Continue the scanning and archiving of all documents filed in both offices.

• Provide staff development for all staff members.

• Update and enhance the Register of Wills and Clerk of Orphans’ Court Procedural Manual.

• Review and re-align the structure of both the Register of Wills and Clerk of Orphans' Court fee bills to ensure fees are

set equitably.

Register of Wills /

Clerk of Orphans’

Court

Register of Wills

Office Functions

Clerk of Orphans’

Court Office

Functions



Report to the County and State on funds collected and

disbursed for the month by the tenth day of the following

month

n/a 100.0% 100.0% 100.0%

Report to the Administrative Office of the Pennsylvania Courts

the number of new and adjudicated accounts, guardianships,

adoptions, and parental rights' terminations processed for the

month by the fifteenth day of the following month

n/a 100.0% 100.0% 100.0%

Transmit estate information, inheritance tax returns, copies of

inheritance tax payments, taxpayer information notices, and

create decedent records for the Pennsylvania Department of

Revenue on a weekly basis

n/a 100.0% 100.0% 100.0%

Perform a monthly audit of additional probate fees based on the

filing of inheritance tax returns which detail the amount of

probatable assets compared to the estimated value of the

probatable assets as stated on the Petition for Grant of Letters

n/a 100.0% 100.0% 100.0%

Register of Wills/Clerk of Orphans’ Court




Other Revenue 528,582 536,588 552,000 552,000 0 0.0%

Total Revenue 528,582 536,588 552,000 552,000 0 0.0%




Capital Expense 0 2,208 0 0 0 0.0%

Total Expense 381,619 410,450 445,271 470,126 24,855 5.6%








Mission Statement To supervise the fiscal affairs of the County, including the accounts and official acts related to all elected officials and other

County employees and organizations that collect, receive, hold, or disburse public monies of the County (County Code

Section 1702). To keep the County’s books which support financial statements in accordance with generally accepted

accounting principles (County Code Section 1705). To scrutinize, audit, and decide on all bills and other claims against

the County prior to their payment (County Code Section 1750). To annually audit, settle, and adjust the accounts of all

County officers (County Code Section 1702). To prepare and publish for the citizens, the County’s Annual Financial

Report (CAFR) and create an annual financial report for the Commonwealth Department of Commerce and Economic

Development (County Code Section 1720).

Core Activities

Internal Audit: Perform financial, compliance, and internal control audits, to ensure that fiscal affairs of the County are

being executed in accordance with management and regulatory requirements and investigate fraud allegations.

Accounting: Maintain County’s books on GAAP and timely prepare a CAFR having favorable impact on County’s bond

rating.

Accounts Payable: Ensure that disbursements are in accordance with County payment policies and procedures.

Payroll: Ensure that disbursements are in accordance with County payment policies and procedures.

Retirement: Maintain accurate employee accounts and pay on time.

Controller

Goals

• Reduce professional fees by reducing Certified Public Accountant (CPA) firm hours on countywide audits.

• Reduce professional fees by performing a core audit plan annually.

• Begin investigating fraud allegations within 24 hours of receiving a tip.

• Maintain accurate financial reporting evidenced by no audit adjustments from the County’s CPA firm.

• Meet both the Commonwealth’s Department of Commerce and Economic Development and the Government Finance

Officers Association’s financial reporting deadlines.

• Establish written disbursement policy.

• Minimize department re-work (no check request returns).

• Produce accurate payroll checks (.6 checks incorrect per payroll).

• Propose replacement of automated timekeeping system or continue with Kronos.

• Respond to information requests in a timely fashion.

• Propose implementation of retirement fund employee administration software or continue using Excel.

Controller

Accounts

Payable

Payroll

Accounting

Retirement

Internal Audit


• Continue implementation of online accounts payable user procedures and establish pre-audit function based on

implementation procedures by adding 4 new topical areas of the guide.

• Continue implementation of online payroll user procedures and establish pre-audit function where applicable by adding

4 new topical areas of the guide.

• Continue implementation of Phase 2 of document imaging process.


Records and LicensingController


• Continue to maintain compliance with American Institute of Certified Public Accountants (AICPA) auditing standards in

the performance of all Generally Accepted Auditing Standards (GAAS) and Generally Accepted Government Auditing

Standards (GAGAS) audits.

• Complete major revision of County’s CAFR due to GASB #45 Other Post-Employment Benefits (OPEB) in preparation

for 2008 year-end.



Internal audit: Percentage of hours of internal audit assistance

on countywide audit/contractual commitment (300 hours)

177 267 300 300

Number of audits in the previous year's audit plan performed

annually

15 15 13 13

Percentage of fraud hotline responses YTD for which

investigations were begun within 24 hours

100.0% 100.0% 100.0% 100.0%

Number of year end audit adjustments 1 1 0 0

GFOA Excellence in Comprehensive Annual Financial

Reporting deadline met

yes yes yes yes

Commonwealth's DCED countywide financial reporting

deadline met

yes yes yes yes

Percentage of accounts payable invoices in compliance with

online County procedures (of phased implementation)

90.0% 100.0% 95.0% 95.0%

Number of checks returned for re-work by reason of error

(decreased by)

n/a 100.0% 90.0% 95.0%

Percentage of payroll checks in error 0.10% 0.09% 0.06% 0.06%

Percentage of departments participating in preparing timesheets

using Excel

67.0% 69.0% 70.0% 70.0%

Percentage of retirement archive records scanned n/a 0.0% 0.0% 100.0%

Controller










Total Expense 858,338 895,075 995,166 1,010,539 15,373 1.5%








Mission Statement

To maintain all legal documents and civil records necessary for the operation of the Court of Common Pleas.

Core Activities

Custodian of Court Records: Responsible for the accurate filing of legal documentation for the Court of Common Pleas.

Formulation of Trial Lists: Prepare call lists, argument lists, pretrial lists, and Civil Court Trial lists.

Prothonotary

Goals

• Collect state tax on legal documents, and pay to the Pennsylvania Department of Revenue by the 10th of the following

month, 100% of the time.

• File appeals on time to The Supreme Court of Pennsylvania, 100% of the time.

• File appeals on time to The Superior Court of Pennsylvania, 100% of the time.

• File appeals on time to The Commonwealth Court of Pennsylvania, 100% of the time.

• File and store Naturalization Records in a secure manner, 100% of the time.

• File and store Court Exhibits in a secure manner, 100% of the time.

• Prepare all Court lists by the Court appointed deadline, 100% of the time


• Storage, microfilming, and electronic scanning of 2003 records.

• Electronic scanning of the 1991, 1992, and 1993 Equity Records for online public access.

• Electronic preservation of the 1800-1904 Naturalization Records for online public view.

• Electronic categorization of the list of Court Exhibits.

Prothonotary

Custodian of

Court Records

Formulation of

Trial Lists



Collect state tax on legal documents 100% of the time and pay

by the 10th of the following month

n/a 100.0% 100.0% 100.0%

Create judgment reports for personal tax and credit within one

week

n/a 100.0% 100.0% n/a

File and store naturalization records in a secure manner 100%

of the time

n/a 100.0% 100.0% 100.0%

File and store court exhibits in a secure manner 100% of the

time

n/a 100.0% 100.0% 100.0%

Prepare all court lists by court-appointed deadline 100% of the

time

n/a 100.0% 100.0% 100.0%

Prothonotary




Other Revenue 354,599 480,223 479,000 579,000 100,000 20.9%

Total Revenue 354,599 480,223 479,000 579,000 100,000 20.9%


Operating Expense 144,366 36,940 41,800 41,600 (200) -0.5%



Total Expense 553,960 428,007 528,672 502,946 (25,726) -4.9%








Mission Statement To improve the security and accessibility of Cumberland County’s historical documents and permanent records.

Core Activities

Historical Documents: Ensure the safety, security, and organization of Cumberland County’s historical documents and

artifacts.

County Documents: Enhance the security, organization, and accessibility of County record documents.

Records Improvement - County

Goals

• Inventory County historical documents.

• Recommend removal for destruction those items not considered of historic interest or necessary for preservation as

permanent documents.

• Assist citizens to locate desired materials within County holdings.

• Apply imaging technology to create digital images of all County record documents.

• Make all County record documents available over the Internet.


• Institute electronic filing for Prothonotary dockets.

• Continue inventory of County documents on loan to Cumberland County Historical Society (CCHS).

• Expand Internet listings of County documents.

• Begin preservation efforts within County offices.

Cumberland County

Records Improvement

Committee

Director of IMTO

Historical

Documents &

Artifacts

County Records

& Documents



Complete departmental inventories 42 42 42 42

Enable web access to document categories 6 n/a 6 12

Digitize Prothonotary records (yrs) 20 n/a 163 100

Continue/update inventories n/a n/a n/a 6


Grant Revenue 5,929 0 0 0 0 0.0%

Interfund Revenue 5,929 610,263 0 0 0 0.0%

Other Revenue 106,098 103,694 103,000 110,500 7,500 7.3%

Total Revenue 117,956 713,957 103,000 110,500 7,500 7.3%



Interfund Expense 6,052 471 531 366 (165) -31.1%

Capital Expense 6,414 123,957 18,000 0 (18,000) -100.0%

Total Expense 83,707 322,695 106,265 105,178 (1,087) -1.0%






Records Improvement - County


Agriculture, Development, and Planning

Mission Statement To investigate, coordinate, and administer all matters that have direct and/or indirect impact upon Cumberland County so

as to maintain the highest quality of life (QOL) for its inhabitants, maintain a balance between urban centers and rural

areas, and meet and anticipate the needs of the County’s present and future population growth without compromising the

needs of future generations.

Core Activities

Subdivision Land Development and Zoning Administration: Provide the legally mandated County review of all

subdivision and land development plans in Cumberland County.

Municipal Planning Technical Assistance: Provide broad-based planning technical assistance as requested by our

municipal partners.

Environmental Protection and Quality of Life Initiatives: Protect the environment and enhance the quality of life of

the County through open space, recreation, and environmental planning activities.

Comprehensive Plan: Develop, implement, and update the County Comprehensive Plan.

Farmland Preservation: Preserve the agriculture industry by preserving prime agriculture soils and supporting the

retention and expansion of existing farms.

Planning

Goals

• Improve response time and effectiveness of all Municipalities’ Planning Code reviews.

• Provide direct municipal technical assistance through the Local Planning Assistance Program.

• Develop Phase II of Land Partnerships Program.

• Update the County Comprehensive Plan.

• Preserve prime farmland and the agriculture industry.

Board of

Commissioners

Chief Clerk

Director of Planning

SALDO &

Ordinance

Administration

Municipal

Technical

Assistance

Countywide

Planning

Environmental

Protection &

QOL

Transportation

Planning

Farmland

Preservation

Farmland

Preservation

Board


• 90% of Subdivision and Land Development (SALDO) reviews sent to municipalities within 20 days of receipt.

• All SALDO reviews posted on website within 1 day of their completion.

• Conduct 3 municipal training sessions on priority municipal topics.

• Meet with municipal staff and elected officials in each region at least 3 times per year.

• Finalize the program elements for Phase II of the Land Partnerships Program by the end of the third quarter.

• Implement a public outreach program to gather input for the Comprehensive Plan update.

• Preserve farms at a level commensurate with state and federal funding.

• Conduct four business and retention calls with County farms.

• Complete Smart Growth Partnership project and assess future opportunities with group by the second quarter.



90% of plan reviews and ordinance amendments completed in

20 days

n/a 91.0% 92.0% 90.0%

Develop program elements of Phase II of Land Partnerships by

the third quarter

n/a n/a n/a 100.0%

Number of acres of farmland preserved 508 3,091 300 250

Implement a public outreach program to support

Comprehensive Plan update

n/a n/a n/a 100.0%

Complete Smart Growth Partnership Project and assess future

opportunities by the second quarter

n/a n/a n/a 100.0%

Planning


Grant Revenue 186,181 120,267 167,432 116,000 (51,432) -30.7%

Interfund Revenue 43,148 48,000 0 0 0 0.0%

Other Revenue 2,391,065 370,677 245,278 205,600 (39,678) -16.2%

Total Revenue 2,620,394 538,944 412,710 321,600 (91,110) -22.1%


Operating Expense 771,691 878,195 1,102,325 566,905 (535,420) -48.6%


Capital Expense 1,967,032 2,226,205 442,804 567,000 124,196 28.0%

Total Expense 3,017,466 3,380,943 1,873,799 1,447,798 (426,001) -22.7%








Mission Statement Cumberland County Conservation District, authorized by the Legislature under Act 217 “Conservation District Law” and

guided by a board of local volunteers, is committed to minimizing the adverse impact of activities on, and enhancing the

natural resources of, the County through a combination of enforcement of laws and regulations, education, and cooperative

agreements with government agencies and private individuals.

Core Activities

Clean Water Program: Implementation of Erosion and Sedimentation Control and National Pollutant Discharge

Elimination System (NPDES) delegated programs.

Chesapeake Bay Program: Conduct Chesapeake Bay financial assistance program.

Nutrient Management Program: Ensure concentrated animal operations, volunteer operations, and implement approved

nutrient management.

Watershed Program: Ensure County watershed protection.

Environmental Education: Environmental education to County students and the general public.

Dirt and Gravel Roads Program: Implementation of delegated program.

Conservation District

Board of

Commissioners

Chief Clerk

District Manager

Environmental

Education

National Pollutant

Discharge

Elimination System

Dirt & Gravel Roads

Chesapeake Bay

Program

Nutrient Management

Erosion &

Sedimentation

Control


Board of Directors



Goals

• To minimize or eliminate accelerated erosion and to prevent sediment pollution to waters of the Commonwealth as a

result of earthmoving activities.

• Initiate all enforcement proceedings pertaining to Chapter 102 violations at the District office through our Level III

delegation.

• Assist landowners within Pennsylvania’s portion of the Chesapeake Bay drainage basin with the cost of installing

agricultural Best Management Practices (BMPs) to achieve nutrient management and associated erosion and water

control.

• Reduce nutrients and sediment into streams and waters within the County, resulting in improved countywide water

quality and ultimately the Chesapeake Bay.

• Assist agricultural producers in the County to minimize surface and groundwater nutrient loads.

• Assist County producers in obtaining cost share for installing BMPs on their operation and assist them in “cleaning up”

their operations.

• Reduce Non-Point Source pollution in both agricultural and urban areas within the County.

• Conduct road assessments on public dirt and gravel roads to determine if there are potential pollution sites that have yet

to be verified.

• Fund safe, efficient, and environmentally sound maintenance of sections of dirt and gravel roads that have been identified

as sources of dust and sediment pollution.

• Continue to provide natural resources educational opportunities for Cumberland County school districts and the general

public.


• Continue to secure state grants to assist County landowners to improve water quality.

• Complete a strategic plan for the Conservation District.

• Strive to reach all output measures in state delegated programs.



Number of Erosion and Sedimentation Control plans reviewed

by Conservation District staff within state deadlines: General

Permits

56 56 50 60

Percentage of Erosion and Sedimentation Control plans

reviewed by Conservation District staff within state deadlines:

General Permits (30 days)

100.0% 100.0% 100.0% 100.0%

Number of Erosion and Sedimentation Control plans reviewed

by Conservation District staff within state deadlines: Individual

Permits

11 8 12 12

Percentage of Erosion and Sedimentation Control plans

reviewed by Conservation District staff within state deadlines:

Individual Permits (66 days)

95.0% 100.0% 100.0% 100.0%

Number of earthmoving sites inspected to determine if site falls

within state compliance

350 352 400 400

Number of County farmers participating in Nutrient

Management Program

154 186 190 200

Number of environmental and agriculture education

opportunities provided by the Conservation District

5 15 15 15



Grant Revenue 381,834 387,089 586,650 614,150 27,500 4.7%


Other Revenue 218,711 269,296 202,700 193,810 (8,890) -4.4%

Total Revenue 698,645 732,785 865,750 914,760 49,010 5.7%




Capital Expense 21,146 48,481 4,201 0 (4,201) -100.0%

Total Expense 640,539 720,059 921,286 958,760 37,474 4.1%








Core Activities

Dairy Herd Health Education: To upgrade the dairy herd health knowledge and skills of dairy producers in the County.

4-H Youth Development Educational Programming: The 4-H program will provide leadership, citizenship, and life

skill development through traditional club experiences for youth ages 8-19. The 4-H program will also provide opportunity

for project skill development at the direction of volunteer 4-H leaders. The 4-H program will also provide educational

experiences to non-4-H youth through embryology projects in school classrooms, ag science day camps, and farm safety

day camps.

Consumer Horticulture Education: To increase volunteer Master Gardeners’ knowledge and skills to teach peers and

general public about all aspects of home horticulture. To provide high quality horticulture education outreach to the

citizens of Cumberland County.

Agricultural Extension

Goals• Conduct 35 on farm consultations.

• Six small group training sessions with 6 - 15 persons per session.

• Three large group training sessions with at least 15 per group.

• Increase the number of traditional 4-H Clubs by two clubs.

• Increase the total number of youth served in the County by 10%.

• Increase the number of adult 4-H leaders by 10%.

• Increase the number of consumers reached with consumer horticulture educational information by 10%.

• Provide a Garden Hotline for County citizens seeking consumer horticultural assistance.

Cumberland County

Cooperative Extension

Association Board of

Directors

County Extension

Director

4-H Youth

Development

Consumer

Horticulture

Education

Dairy Herd

Health Education

Mission Statement Penn State Cooperative Extension is an educational network that gives people in each of Pennsylvania’s sixty-seven

counties access to Penn State’s resources and expertise in the program areas of agriculture, 4-H and youth development,

families and children, horticulture and gardening, natural resources, nutrition, diet, and health. Penn State Extension

provides this information through non-formal educational settings and individual assistance.

4-H Program Mission - Help young people become self-directed, productive, and contributing members of a diverse

society through life skill and project skill development.

Primary Objectives for 2009 • County Dairy producers will upgrade their dairy herd health knowledge and skills in order to make their dairy operations

more profitable and competitive in the world economy.

• County youth will learn the life and project skills necessary to become competent, caring, confident, connected, and

contributing citizens of character.

• County residents will increase their consumer horticulture knowledge and application of recommended gardening

practices through educational outreach conducted by Master Gardener volunteers and the Consumer Horticulture

Extension educator.



Number of farm consultations conducted on Dairy Herd Health n/a 58 50 60

Small group Dairy Herd Health training sessions with 6-15

persons per session

n/a 17 15 20

Large Dairy Herd Health group training sessions with at least

15 persons per group

n/a 10 10 10

Maintain at least 15 4-H clubs n/a 18 18 20

Total number of youth served in the County n/a 1,383 1,600 1,650

Number of adult 4-H leaders n/a 135 105 110

Number of consumers reached with consumer horticulture

educational information

n/a 1,358 1,200 1,450

Number of Master Gardner volunteer hours assisting

consumers on the Cumberland County Extension Garden

Hotline

n/a 272 280 300

Agricultural Extension




Other Revenue 216 463 0 0 0 0.0%

Total Revenue 216 463 0 0 0 0.0%




Capital Expense 2,305 4,004 16,374 0 (16,374) -100.0%

Total Expense 334,135 387,674 425,040 404,723 (20,317) -4.8%







Agriculture, Development, & Planning

Mission Statement Vector Control: To safeguard against the outbreak of related health diseases and unacceptable nuisance populations of

mosquitoes and other specific community and household pests.

Weights & Measures: Conduct registration and regular inspections to ensure “equity in the market place” for consumers

and businesses that conduct commerce by means of weighing and measuring devices.

Core Activities

Mosquito and West Nile Virus: Surveillance and control program.

Inspection and Testing: Annual inspection of commercial weighing and measuring devices.

Vector Control and Weights &Measures

Goals

• Detect and manage reproduction locations of mosquitoes to prevent their emergence and proliferation in non-traditional

environments.

• Post electronically records of surveys, results, spray applications.

• Annual registration and inspection of businesses.

• Document and post on website Weights and Measures inspections using GIS mapping system.

• Add presentations for municipal meetings and participate in local outreach programs.


• Collect optimum number of mosquito samples per week. Respond to high collection counts within 48 hours.

• Improve capability to pre-treat known mosquito reproduction sites.

• Increase support and municipal participation in the County’s gypsy moth effort.

Board of

Commissioners

Chief Clerk

Chief Vector Control

Weights & Measures

Vector Control

Weights &

Measures

Black Fly &

Gypsy Moth

Program

Resources for

Community &

Homeowner Pest

Problems

West Nile

Mosquito

Program

Revenue

Collection W&M

Fees

Educational & Info

for Businesses &

Consumers

Inspection of

Commercial

W&M Devices



Inmate sampling mosquito and treatment (2-4 per wk) 85.0% 100.0% 100.0% 100.0%

Adult sampling and treatment (2-4 per wk) 99.0% 63.0% 90.0% 90.0%

Samples to DEP lab for ID confirmation (within 72 hours) 100.0% 100.0% 85.0% 80.0%

Percentage of businesses/devices inspected (within 30 days of

annual due month)

89.0% 79.0% 85.0% 90.0%

Invoicing/collection registration fees (60 days of notice) 75.0% 54.0% 85.0% 95.0%

Consumer/resident info request and resolution (within 24 hours) 100.0% 88.0% 92.0% 100.0%


Grant Revenue 59,952 74,265 93,712 89,366 (4,346) -4.6%


Other Revenue 90,410 185,233 150,000 296,000 146,000 97.3%

Total Revenue 150,362 259,498 243,712 385,366 141,654 58.1%





Total Expense 202,120 283,186 484,735 389,512 (95,223) -19.6%






Vector Control and Weights &Measures



Mission Statement

The mission of the Cumberland County Historical Society (CCHS) is to collect, preserve, and interpret the history of the

County.

Core Activities

Memorandum of Understanding: To successfully implement the Memorandum of Understanding established between

the Commissioners of Cumberland County and the CCHS.

Historical Society

Goals

• Future cataloging efforts done at CCHS will be coordinated with the recent work done by County archivist.

• Provide for the long-term preservation of County government and court records by storing them in a protected

environment following current conservation standards.

• Provide government employees and the public access to County government records housed at the Society.


• Plan exhibits pertaining to County records.

• Coordinate with County’s archivist effort to achieve organization of records for computerization.

• Assist County employees and the public with access to, and use of, County records housed at the Society.

Board of Directors

Executive Director

Access to

Records

Organization of

Records

Preservation of

Records

Public Education

& Exhibits

Library



Increase public access to County records by expanding public

hours in the library

n/a 100.0% 100.0% 100.0%

Develop finding aids for the County Road Papers (RP) and

Quarter Session (QS) documents 1850-1927

n/a 100.0% 100.0% 100.0%

Arrange for transfer of additional records based on recently

completed inventory

n/a 100.0% 100.0% 100.0%

Historical Society




Other Revenue 12,426 10,537 10,115 11,004 889 8.8%

Total Revenue 12,426 10,537 10,115 11,004 889 8.8%

Salaries and Benefits 56,558 56,797 56,781 56,561 (220) -0.4%

Operating Expense 0 0 0 0 0 0.0%

Interfund Expense 118 138 189 188 (1) -0.5%


Total Expense 56,676 56,935 56,970 56,749 (221) -0.4%







Transportation and Infrastructure

Mission Statement To provide safe, dependable, and efficient transportation for all eligible County residents.

Core Activities

Provide Safe Transportation: Ensure all drivers are drug and alcohol free, and have completed all required specialized

training.

Provide Dependable Transportation: Maintain fleet through preventative maintenance practices and coordinate the

needs of the clients to the established routes.

Provide Efficient Transportation: Provide a minimum of 15 runs per day.

Transportation

Board of

Commissioners

Chief Clerk

Director of

Transportation

Finance

Maintenance

Shared Ride

Transportation

Purchasing

Goals

• Secure the safe operation and longevity of each vehicle by conducting periodic safety checks and performing preventative

maintenance.

• Plan for the scheduled replacement of vehicles in accordance with the PENNDOT serviceability rules, through the use

of grant programs.

• Ensure that all drivers have proper certification to include a Commercial Driver’s License (CDL) and training to safely

operate all vehicles and deal with the special needs of passengers.

• Ensure that all drivers are drug and alcohol free, and that random drug and alcohol testing is administered according to

regulations.

• Provide service for all legitimate trip requests for transportation.

• Ensure that the vehicle matches the special needs of the passenger scheduled for pickup.

• Pick up customers promptly and deliver them to their scheduled appointments.

• Continue to use and upgrade technological links to improve processing, dispatching, maintenance, and recordkeeping

procedures.

• Continue to use technological links to improve the process to access clients eligibility from County Human Services.

• Support the County’s fuel initiative.


Transportation


• Do preventative maintenance within the manufacture’s recommended time frame.

• Replace vehicles with available PENNDOT funds.

• Provide a minimum of 15 routes per day.

• Develop a plan to add mapping to our software implementation to take place in the last quarter, if funds are available.

• To be able to access MH/MR’s client authorizations as a read only file.



Maintain an average of 15 runs per day 100.0% 100.0% 100.0% 100.0%

Percentage of vehicles that obtained preventative maintenance

within manufacture's recommended time frame

99.0% 100.0% 94.0% 100.0%

Require 100% operator participation in Special Training

Classes

100.0% 100.0% 100.0% 100.0%

Conduct random drug and alcohol testing by an independent

agency which reflects pass/fail results

100.0% 100.0% 100.0% 100.0%

Transportation


Grant Revenue 1,008,029 996,990 1,399,670 1,211,485 (188,185) -13.4%

Interfund Revenue 779,287 968,623 969,394 1,028,922 59,528 6.1%

Other Revenue 57,181 57,483 64,076 61,409 (2,667) -4.2%

Total Revenue 1,844,497 2,023,096 2,433,140 2,301,816 (131,324) -5.4%





Total Expense 1,858,717 2,059,558 2,356,159 2,361,816 5,657 0.2%








Mission Statement To manage and maintain the County facilities and grounds in order to provide a safe, energy efficient, and accommodating

environment for the public and County employees.

Core Activities

County Operations: To work behind the scenes and beyond the view of most casual observers, maintaining, servicing,

and repairing the many mechanical, electrical, structural, and architectural components of County facilities.

County Buildings

Goals

• To direct and manage County construction projects from start to completion in a cost effective manner and within time

constraints allotted.

• Maintain facility grounds providing an aesthetically pleasing view by planting, mulching, trimming, mowing, and

removing snow and ice during winter months to provide a safe environment for employees and the public.

• Prepare detailed technical specifications for facility bid specs to ensure projects, preventative maintenance, and purchases

are completed accurately and are cost advantageous to the County.

• Oversee contracted services including janitorial to make sure all work is completed within compliance of contracts and/or

purchase orders.

• Implement performance measures to ensure work is completed in a timely manner and within scheduled time frames.

• Oversee vehicle maintenance to keep all County vehicles operating efficiently by conducting scheduled preventative

maintenance and repairing vehicles as needed.

• Direct the energy management within the County to provide cost savings in areas of electric, water, sewer, and fuel.

• Prepare County maintenance budget each year to determine cost savings or expenditures that will benefit the County in

the future.

• Pursue state contract pricing when available and conduct cost comparisons on all projects and items purchased.

Board of

Commissioners

Chief Clerk

Facilities Manager

Contract Bidding

Janitorial Cleaning

Groundskeeping

Vehicle Maintenance

Construction Projects

Energy Management


• Reduce energy costs by monitoring and scheduling County resources and usage of buildings on a daily basis.

• Incorporate a comprehensive preventative maintenance program to increase life of equipment and reduce outside vendor

repairs of equipment.

• Research cost saving areas in maintenance as it applies to contracts and purchasing.

• Clean up and organize areas within the County to provide increased storage within County facilities.

• Renovate areas for relocation of departments which will include construction, moving, and set up of various offices.

• Work with various Magisterial District Judges offices, townships and contractors in relocation efforts to provide a more

productive and safe working environment.



Preventative maintenance performed 65.0% 93.0% 90.0% 95.0%

Obtain competitive contract quotes 100.0% 100.0% 100.0% 100.0%

Maintain all County vehicles to written PM's 100.0% 100.0% 100.0% 100.0%

Maintain landscaping as scheduled 100.0% 100.0% 100.0% 100.0%

Energy management performed 65.0% 93.0% 85.0% 90.0%

Construction projects completed within time constraints and

within budget

100.0% 100.0% 100.0% 100.0%

Performed HVAC, electrical, and plumbing requests within 30

days

100.0% 100.0% 100.0% 100.0%

County Buildings




Other Revenue 7,283,362 401,273 250,500 0 (250,500) -100.0%

Total Revenue 7,326,432 433,628 287,000 40,000 (247,000) -86.1%




Capital Expense 2,576,818 1,124,660 7,336,688 18,512,000 11,175,312 152.3%

Total Expense 4,429,599 2,700,622 9,311,561 20,446,200 11,134,639 119.6%








Mission Statement To provide for the long term capacity and disposal of Cumberland County municipal waste in an environmentally sound

and cost effective manner. Reduce overall County waste generation while increasing overall County recycling, and

provide County residents with proper disposal options for certain items that are generally considered inappropriate for

municipal solid waste disposal facilities.

Core Activities

County Municipal Waste Management Plan: Implement the County Municipal Waste Management Plan by

administering waste disposal contracts for disposal of County generated municipal waste, ensuring County generated

municipal waste collectors/haulers comply with County waste regulations.

Waste Management Consulting Services: Provide waste management consulting services and assistance to County

municipalities in a timely and cost effective manner in the following areas: PA Department of Environmental Protection

(DEP) recycling grant application development and submission, waste management and recycling ordinance development,

recycling program development and management, waste reduction and beneficial use program development, and operation

and other general waste management areas.

Waste Management Education: Provide waste management education for County residents, municipalities, school

districts, and businesses by developing, initiating, and maintaining a waste management and recycling education program

in a cost-effective manner.

Waste Management Recycling Program: Provide waste management and recycling programs by developing, initiating,

and maintaining programs to reduce municipal waste generation, diverting municipal waste to beneficial use, or recycling

and encouraging/ensuring proper disposal of municipal waste generated within the County.

Waste Permit Application Technical and Administrative Reviews: Provide waste permit application technical and

administrative reviews, by reviewing and investigating all waste permit applications submitted to the County, or requested

by municipalities, residents, organizations, and County agencies related to waste disposal facility development, waste

management planning, recycling, and land use of sewage sludge/septic.

Recycling & Waste Authority

Board of

Commissioners

Chief Clerk

Director of

Recycling & Waste

Municipal

Assistance

Public Education

Waste

Management

Plan

Waste Reduction

& Recycling

Programs

Permit

Application

Reviews

Recycling & Waste

Authority



• Develop and operate an unmanned drop-off recycling sites on municipal or leased land in western Cumberland County.

• Develop and implement a revised County Municipal Waste Management Plan.

• Expand the Yard Waste Equipment Program.

• Hold drop-off recycling events for special handling wastes.

Goals

• Check compliance with disposal service contract agreements and PA DEP permit conditions over the term of the contract.

• Register all municipal waste collectors and haulers hauling County generated municipal waste and check compliance with

County waste hauler regulations.

• Communicate with, and respond to, requests from municipal officials for advice, assistance, and recommendations on

either developing or refining municipal waste management and recycling programs, ordinances, and submission of

recycling grants.

• Provide to participating municipalities and offer yard waste processing equipment to new municipalities to enhance or

develop yard waste programs and facilities through purchase, maintenance, and use of County owned yard waste

equipment.

• Through Authority web page as well as newspaper articles, provide waste management and recycling information to

encourage waste reduction and recycling.

• Develop, maintain, and offer waste management and recycling education programs for classroom and assembly

presentations by staff and professional educators/performers for County School Districts, Parochial Schools, and Home

School Organizations.

• Offer waste management and recycling information/presentations to County municipalities, businesses, and

organizations.

• Develop, provide, and evolve events for the collection and, where possible recycling of, household hazardous waste, tires,

appliances, computers, and electronics.

• Sponsor and assist volunteer group drop-off recycling events.

• Develop unmanned drop-off recycling sites on municipal or leased property in western Cumberland County.

• Conduct a technical and administrative review of permit applications for waste disposal facilities operating, or proposed

to operate, in the County when requested.

• Assist municipalities, when requested, with their review of permit applications for waste disposal facilities.

• Review contracted waste disposal facility operations to ensure the disposal methods used are environmentally sound and

are cost effective technologies.




2,000 vehicles per year combined participation in Authority's

Household Hazardous Waste, Tire & Appliance, and Computer

& Electronic Material collection program

3,723 1,131 2,024 2,000

Review and approve/disapprove completed waste hauler

registration applications within 5 working days of receipt

100.0% 100.0% 100.0% 100.0%

Conduct at least 18 public education sessions per year 21 33 25 26

Maintain the current 14 participating municipalities in the Yard

Waste Equipment Program

12 14 14 14

Complete Solid Waste PA DEP permit application reviews

within 60 days of assignment

yes yes yes yes








Grant Revenue 92,401 56,773 664,084 88,698 (575,386) -86.6%


Other Revenue 1,158,124 382,700 117,500 161,950 44,450 37.8%

Total Revenue 1,250,525 439,473 781,584 250,648 (530,936) -67.9%




Capital Expense 0 0 419,988 23,137 (396,851) -94.5%

Total Expense 616,476 587,746 1,112,427 645,245 (467,182) -42.0%



Mission Statement Manage the disbursement of State Liquid Fuels Tax appropriation for the reconstruction, maintenance, and repair of roads

and bridges.

Manage federal and state funds for the engineering and construction of a new interchange and expansion of surrounding

roadways at Exit 44 of Interstate 81.

Core Activities

Liquid Fuels: Maintenance and replacement of County owned bridges.

Exit 44: Consultant services and project management of engineering and construction activities.

Bridges/Liquid Fuels

Goals

• Replace priority County bridges with new structures.

• Inspect municipal and County owned bridges, as required by the National Bridge Inspection Standards (NBIS).

• Implement a preventative maintenance program for County owned bridges.

• Provide consultant management services for the construction inspection phase of the Exit 44 project.


• Initiate pre-construction activities for the Craighead Bridge replacement project.

• Develop a bridge capital improvement program to fund replacement projects for priority County bridges.

• Perform required NBIS inspections by the close of the third quarter.

• Evaluate current bridge program procedures with new bridge engineer and identify opportunities for improvement.

Board of

Commissioners

Chief Clerk

Director of Planning

Fund Oversight

& Disbursement



Complete priority bridge maintenance by the third quarter n/a n/a n/a 100.0%

Perform necessary County bridge inspections by end of the

third quarter

n/a n/a n/a 100.0%

Let bridge maintenance contract by the second quarter n/a n/a n/a 100.0%

Initiate pre-construction activities for Craighead Bridge n/a n/a n/a yes

Bridges/Liquid Fuels


Grant Revenue 1,472,414 2,664,426 1,116,000 1,126,000 10,000 0.9%


Other Revenue 38,506 82,193 42,500 11,000 (31,500) -74.1%

Total Revenue 1,510,920 2,746,619 1,158,500 1,137,000 (21,500) -1.9%


Operating Expense 1,368,769 858,107 1,118,797 418,275 (700,522) -62.6%

Interfund Expense 23,966 21,497 22,222 23,000 778 3.5%

Capital Expense 17,205 1,830,516 700,000 700,000 0 0.0%

Total Expense 1,409,940 2,710,120 1,841,019 1,141,275 (699,744) -38.0%





Total Budgeted FTE’s 0 0 0 0


Other Governmental Operations

Description • Real Estate Taxes: Taxes levied by the Commissioners against agricultural, commercial, residential, or personal

property pursuant to law and in proportion to the assessed valuation of said property, or other appropriate basis. The total

real estate levy for Cumberland County is based on $17,300,000,000 of taxable assessed value. The millage rate for 2009

is 2.579 mills of which .180 mills are applied to the Library System.

• Per Capita Tax: The County receives revenue from the flat tax that is levied upon each person 18 years of age and over,

living in the County.

• Investment Earnings: Monies received from interest income or proceeds from the sale, lease, or rental of an agency’s

property.

• Contributions and Donations: Funds received from other governmental units or an organization.

• Transfers In: Operating transfers (in) of monies to the agency from another agency or fund.

• Internal Charges: The County receives revenue from reimbursements from the Library System as well as maintenance

for the Human Services Building and the Domestic Relations Building.

General Fund Revenue


Tax Revenue 38,509,945 41,228,823 42,021,181 44,947,097 2,925,916 7.0%



Other Revenue 1,295,289 1,572,459 1,170,500 1,044,475 (126,025) -10.8%

Total Revenue 42,008,308 45,789,260 45,585,901 48,513,262 2,927,361 6.4%





Total Expense 0 0 0 0 0 0.0%



Description To support various community and County endeavors.

Grants


Grant Revenue 2,823,266 1,528,276 2,235,000 2,100,000 (135,000) -6.0%



Total Revenue 2,823,266 1,528,276 2,235,000 2,100,000 (135,000) -6.0%





Total Expense 3,323,904 2,046,273 2,711,487 2,566,304 (145,183) -5.4%

The following list represents disbursements of some of the major grants and contributions. This list is not all inclusive.

CAT/Transit Authority $252,832

Black Fly $90,000

Economic Development $60,000

Small Business Revolving Loan $25,000

Legal Services $15,000

Carlisle Theater $10,000

Fire Protection $8,000

Cumberland Cty Women’s Commission $3,000

Letort Regional Authority $1,762

Capital Region Council of Governments $500


Other Governmental OperationsDebt





Total Revenue 2,105,127 2,423,846 2,423,007 2,984,610 561,603 23.2%



Interfund Expense 1,892,341 2,400,540 2,405,729 2,970,597 564,868 23.5%


Total Expense 3,999,331 4,833,438 4,834,122 5,964,207 1,130,085 23.4%

Description

Debt service is a combination of the General Fund debt service department and the Sinking Fund. The General Fund debt

service is the transfer of money to make the principal and interest payments for the General Fund’s long-term debt. The

Sinking Fund is used “to account for the accumulation of resources for, and the payment of, general long-term debt

principal and interest” [NCGA statement 1, paragraph 3]. The Sinking Fund receives transfers from the Governmental

Funds and makes the associated debt service payments. Debt service payments for the proprietary funds are budgeted in

their respective budgets.


Other Governmental OperationsSubsidies








Interfund Expense 7,844,973 6,910,932 7,854,171 9,438,019 1,583,848 20.2%


Total Expense 7,844,973 6,910,932 7,854,171 9,438,019 1,583,848 20.2%

Description To provide financial support from the General Fund for various County agencies that are not part of the General Fund.

Emergency Telephone 911 $4,004,424

* Children’s Services Fund $2,602,495

Domestic Relations Office $867,558

Central Booking $616,421

* MH/MR $496,283

* Drug & Alcohol $205,939

* Stop Grant $157,100

Hazardous Materials $106,548

Victim Witness Asst Program $81,725

* Victim Witness VOCA $63,395

* CJ Planning & IP Programs $60,052

Conservation District - District Programs $57,500

Conservation District - Clean Water $49,300

* Human Services Administration $44,230

Early Learning Center $25,049

Support for the following major County agencies:

* Note: An estimate of the amount of revenues and corresponding expenditures for Human Service and other fiscally

funded program activities is difficult due to reliance upon Commonwealth of Pennsylvania funding streams,

which are not fairly known until the Commonwealth’s adoption of it’s budget. That budget is predicated upon

a fiscal year commencing July 1. Thus, this calendar year County budget reflects solely the amount of County

general fund revenues and expenditures allocated to Human Services and other fiscally funded programs. A

copy of the 2008-2009 County fiscal year budget for Human Services and other fiscally funded programs has

been placed on display with this budget. The 2009-2010 County fiscal year budget will be placed on display at

least 20 days prior to its adoption mid-year by the Board of Commissioners. Public input with respect to the

fiscal year budget will be accepted at that time.


Other Governmental OperationsInsurance








Interfund Expense 60 38 100 94 (6) -6.0%


Total Expense 376,449 322,168 321,102 327,349 6,247 1.9%

Description Cumberland County carries an insurance policy that covers the County for general liability including property, auto

insurance, law enforcement, errors and omissions, and employee dishonesty.



Description Act 142 was signed into law in late 2000 authorizing the collection of a Hotel Occupancy Tax. The Cumberland County

Commissioners adopted County Ordinance 2007-06 establishing the tax at a rate of 2.5%. The tax is collected by each

operator of a hotel on any person who pays for consideration of occupancy of a room, or rooms, at their business. The tax

is paid monthly to the County, of which 98% is remitted to Cumberland County Economic Development to promote

tourism, and the remaining 2% is retained by the County for administrative expenses.

Hotel Tax


Tax Revenue 950,036 1,057,802 1,000,000 1,100,000 100,000 10.0%



Other Revenue 20,410 18,758 23,000 16,000 (7,000) -30.4%

Total Revenue 970,446 1,076,560 1,023,000 1,116,000 93,000 9.1%



Interfund Expense 951,468 1,055,408 1,003,000 1,094,000 91,000 9.1%


Total Expense 970,446 1,076,560 1,023,000 1,116,000 93,000 9.1%






Other Revenue 530,272 893,207 885,000 320,000 (565,000) -63.8%

Total Revenue 530,272 893,207 885,000 320,000 (565,000) -63.8%





Total Expense 488,668 529,712 875,000 420,000 (455,000) -52.0%

Description The Workers’ Compensation Trust Fund provides monies for the County’s self-insured workers’ compensation program.

This self-insured program is in lieu of the County purchasing commercial insurance for workers’ compensation. This

program provides statutory requirements at a lower price and also gives the County more control over its workers’

compensation claims.

Workers’ Compensation






Other Revenue 19,103,414 14,275,170 10,205,000 11,695,000 1,490,000 14.6%

Total Revenue 19,103,414 14,275,170 10,205,000 11,695,000 1,490,000 14.6%




Capital Expense 0 0 0 175,000 175,000 100.0%

Total Expense 8,242,357 5,532,515 6,799,876 7,908,080 1,108,204 16.3%

Retirement

Description To develop and administer the investment policy of the County and employee contributions to the County’s retirement

fund. To provide retirement services on behalf of the County to current and terminated employees and to plan retirees. To

ensure compliance with regulatory requirements.


Other Governmental OperationsAdministrative Services

Description

To provide administrative support to implement the priorities of the Board of Commissioners.



Interfund Revenue 16,130 20,542 19,500 0 (19,500) -100.0%

Other Revenue 33,577 41,519 29,000 20,000 (9,000) -31.0%

Total Revenue 49,707 62,061 48,500 20,000 (28,500) -58.8%


Operating Expense (8,488) 29,626 73,807 66,301 (7,506) -10.2%



Total Expense 218,309 202,973 262,583 109,167 (153,416) -58.4%


Other Governmental OperationsAffordable Housing

Description

To expand housing opportunities for households with incomes under 100% of the area median income.




Other Revenue 296,763 265,357 270,600 236,200 (34,400) -12.7%

Total Revenue 296,763 265,357 270,600 236,200 (34,400) -12.7%





Total Expense 379,553 245,887 270,600 235,410 (35,190) -13.0%



Description Cumberland County Economic Development Corp. provided value-added services that connect Cumberland County

business with county, state, federal, and local public and private assistance programs. The department existed to selectively

invest County resources into initiatives that can demonstrate a strong return on investment, which would ultimately protect

and enhance the viability of the County’s economy in its diversity, strength, and ongoing value. On May 1, 2005, the

Cumberland County Commissioners created the Economic Development Corp. This independent non-profit organization,

led by a board of directors, oversees economic development in the County, and new Tourism Promotion Agency.

Economic Development


Tax Revenue 0 0 0 0 0 0.0%



Other Revenue 5,493 7,296 0 0 0 0.0%

Total Revenue 5,493 7,296 0 0 0 0.0%


Operating Expense 7,398 4,914 250 0 (250) -100.0%



Total Expense 7,398 4,914 250 0 (250) -100.0%






Other Revenue 30,211 19,117 0 0 0 0.0%

Total Revenue 30,211 19,117 0 0 0 0.0%


Operating Expense 2,728 5,697 800,037 2,000,000 1,199,963 150.0%

Interfund Expense 0 735,073 0 0 0 0.0%


Total Expense 2,728 740,770 800,037 2,000,000 1,199,963 150.0%

Other-Government Operations

Description The majority of the Other Governmental Departments is program innovation and contingencies. The County budgets for

support initiatives, capital projects, and contingencies in a central location. All program innovations and improvements

are reviewed and approved based on their need. If funds are needed and approved, the budget is moved from this

department into the requesting department’s budget where the actual expenses will be recorded.

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