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FY 18 ADOPTED BUDGET COUNTY OF ALBEMARLE, VIRGINIA

ADMINISTRATION PAGE 87

ADMINISTRATION

FY 18 Adopted

Administration Budget

$14,131,859

FY16 FY17 FY17 FY18 FY18 FY18 $ %

ACTUAL ADOPTED PROJECTED REQUEST RECOMM ADOPTED ADP-ADP ADP/ADP

Board of Supervisors $686,818 $687,508 $641,385 $677,460 $677,460 $677,190 ($10,318) -1.5%

County Executive 1,231,540 1,311,677 1,213,872 1,309,630 1,309,630 1,308,898 ($2,779) -0.2%

Human Resources 688,228 644,772 698,409 804,212 782,273 782,196 $137,424 21.3%

County Attorney 1,077,640 1,063,239 1,068,808 1,202,409 1,202,409 1,201,793 $138,554 13.0%

Finance 4,803,920 5,257,855 5,366,892 5,720,991 5,646,991 5,716,014 $458,159 8.7%

Management & Budget 412,072 453,099 477,001 512,044 512,044 511,697 $58,598 12.9%

Information Technology 2,748,750 3,003,829 2,940,171 3,539,428 3,307,674 3,305,980 $302,151 10.1%

Voter Registration/ Elections 605,505 659,435 701,110 628,476 628,476 628,091 ($31,344) -4.8%

TOTAL ADMINISTRATION $12,254,474 $13,081,414 $13,107,648 $14,394,650 $14,066,957 $14,131,859 $1,050,445 8.0%



BOARD OF SUPERVISORS

MISSION

The mission of the Clerk of the Board is to preserve and protect the history of Albemarle County through the

historical preservation of the records of the Board of County Supervisors in accordance with standards of the Virginia

State Library and Archives.

DESCRIPTION

The Board of Supervisors sets policy and oversees the County Executive regarding the County’s operations/programs,

levies taxes, appropriates funds, makes land use decisions, implements the Comprehensive Plan, and appoints

members of Boards and Commissions, except for School Board members, who are elected by the voters.

The Clerk of the Board provides citizens with quick, easy, and accurate access to all records of the Board of

Supervisors through the use of advanced technology.

GOALS

Information about the Board of Supervisors’ goals, objectives, and timetable is included in the Strategic Plan section

of this document.

The goal of the Clerk of the Board is to provide essential support to the Board of Supervisors so that they are able to

effectively respond to the needs of their constituency through:

a) meeting management

b) constituent support

c) management of records

FINANCIAL DATA

FY16 FY17 FY17 FY18 FY18 FY18 $ %


EXPENDITURES

SALARIES $241,100 $231,514 $218,930 $229,514 $229,514 $229,514 ($2,000) -0.9%

BENEFITS 72,580 86,604 62,931 69,487 69,487 69,217 ($17,387) -20.1%

OPERATING 327,258 369,390 326,564 377,459 377,459 377,459 $8,069 2.2%

CAPITAL OUTLAY 45,880 0 32,960 1,000 1,000 1,000 $1,000

EXPENDITURE TOTAL $686,818 $687,508 $641,385 $677,460 $677,460 $677,190 ($10,318) -1.5%

REVENUE

LOCAL NON-TAX $3,899 $2,579 $2,733 $2,733 $2,733 $2,733 $154 6.0%

NET COST $682,918 $684,929 $638,652 $674,727 $674,727 $674,457 ($10,472) -1.5%

POSITIONS 2.0 2.5 2.5 2.5 2.5 2.5 0.0 0.0%

BOARD OF SUPERVISORS

OVERVIEW/NOTABLE CHANGES

FY 17 Projected:

Includes an appropriation totaling $28,706 for the purchase and installation of equipment to outfit Room 241

of the County Office Building for live video streaming of Board of Supervisors meetings and work sessions.

FY 18 Recommended Budget: The Board of Supervisors’ budget decreases by $10,048, or 1.5%, and reflects the

following:

2.0% overall increase for FY18 salaries effective July 1, 2017.

7.0% increase in the Board contribution for health insurance rates. The decrease in the benefits line reflects a

change in the number of employees electing health insurance coverage.

Net Increase of $8,069 or 2.2% in operating costs due primarily to costs associated with live video streaming

services.

FY 18 Adopted Budget: The Board of Supervisors’ budget decreases by $10,318, or 1.5%, and reflects the following

change to the Recommended Budget:

6.0% increase in the Board contribution for health insurance rates.



(BOARD OF SUPERVISORS CONTINUED)

Descript ion FY 17 Adopt ed FY 18 Recomm FY 18 Adopt ed

Dollar

Inc/(Dec)

Percent

Inc/(Dec)

Board of Supervisors' Office (2.5 posit ions):

The Clerk to the Board of Supervisors is responsible

for the administration of services of the Board of

Supervisors, including agenda preparation, minutes

preparation, appointments to Boards and

Commissions, and public notice advertising. The

Clerk serves as Records Manager for the County of

Albemarle.

This funding also provides for Board of Supervisor's

salaries and compensation, mileage reimbursement,

and attendance at regional and state-sponsored

professional development/networking.

$687,508 $677,460 $677,190 ($10,318) -1.5%

TOTAL, BOARD OF SUPERVISORS $687,508 $677,460 $677,190 ($10,318) -1.5%

KEY PERFORMANCE INDICATORS (KPIs)

The County of Albemarle has selected several KPIs to track its workload, effective use of County resources, as well as

its overall performance. For the County’s KPI information, including the county’s most recent citizen survey results,

please visit the County’s performance management page on the website at www.albemarle.org/performance.

http://www.albemarle.org/performance



COUNTY EXECUTIVE

MISSION

The mission of the County Executive’s Office is to ensure a responsive and effective government.

DESCRIPTION

The County Executive is the Chief Executive Officer of Albemarle County, appointed by and accountable to the Board

of Supervisors. The County Executive is responsible for implementing the policies of the Board and directing the day-

to-day operations of County government.

GOALS

Strengthen relationships to improve/foster communication and teamwork toward one office.

Improve exchange of information through increased context, thoughtful and timely planning, clarification of

intent, and commitment to empowerment.

Additional information about this Department’s leadership role and direct ties to the County’s Strategic Plan goals and

objectives is included in the Strategic Planning Section of this document.

FINANCIAL DATA

FY16 FY17 FY17 FY18 FY18 FY18 $ %


EXPENDITURES

SALARIES $871,669 $915,912 $843,130 $928,183 $928,183 $928,183 $12,271 1.3%

BENEFITS 263,113 274,301 245,863 284,641 284,641 283,909 $9,608 3.5%

OPERATING 90,758 117,464 120,879 92,806 92,806 92,806 ($24,658) -21.0%

CAPITAL OUTLAY 6,000 4,000 4,000 4,000 4,000 4,000 $0 0.0%

EXPENDITURE TOTAL $1,231,540 $1,311,677 $1,213,872 $1,309,630 $1,309,630 $1,308,898 ($2,779) -0.2%

NET COST $1,231,540 $1,311,677 $1,213,872 $1,309,630 $1,309,630 $1,308,898 ($2,779) -0.2%

POSITIONS 9.5 9.5 9.5 9.5 9.5 9.5 0.0 0.0%

COUNTY EXECUTIVE


FY 17 Projected:

Includes an appropriation of $42,000 in support of the bond referendum public education plan.

FY 18 Recommended Budget: The County Executive’s budget decreases by $2,047, or 0.2%, and reflects the

following:



Net decrease of $24,658 or 21.0% in operating costs due primarily to the following decreases:

o Decrease of $4,000 to reflect removal of one-time costs in FY 17 that supported mailings and

meetings associated with Rt. 29 Solutions.

o Decrease of $7,000 for MindMixer software license that the County is no longer using.

o Reallocation of $8,000 from the County Executive’s Office to the Training Pool for countywide

training.

o Net decrease of $5,658 across a variety of operational expenditures to reflect actual expenditure

trends.

FY 18 Adopted Budget: The County Executive’s budget decreases by $2,779, or 0.2%, and reflects the following

change from the Recommended Budget:




(COUNTY EXECUTIVE CONTINUED)

Descript ion FY 17 Adopt ed FY 18 Recomm FY 18 Adopt ed

Dollar

Inc/(Dec)

Percent

Inc/(Dec)

Execut ive Management (6.5 posit ions): The

County Executive's Office directs and guides the

day-to-day operations of the County government

and supervises all County departments, agencies,

and offices that are under the direct authority of

the Board of Supervisors.

$971,132 $971,516 $971,015 ($117) 0.0%

Communit y Relat ions (3.0 posit ions): This

office directs the County's community relations,

public engagement, tourism, and

communications/marketing functions and provides

oversight for administration of the County

Executive’s Office. Specific responsibilities include

managing county initiatives to achieve the goals

and objectives outlined by the strategic plan

related to communication, public engagement and

partnerships that support and encourage

community vitality. Manages citizen participation

in county government activities and supports

community partnerships to ensure meaningful

public engagement in planning and policy

development. Directs media relations program and

county internal and external websites.

340,545 338,114 337,883 ($2,662) -0.8%

TOTAL, COUNTY EXECUTIVE $1,311,677 $1,309,630 $1,308,898 ($2,779) -0.2%








DEPARTMENT OF HUMAN RESOURCES

MISSION

The Human Resources mission is to work as strategic partners supporting organizational goals and helping

employees with all phases of their Albemarle County careers. Our values are to treat everyone with dignity, empathy

and respect; take a purposeful, thoughtful approach to our work; and to provide clear, consistent communication.

DESCRIPTION

The Human Resources (HR) Department provides human resources support for the entire School Division and all Local

Government departments. The department strives to help employees with all phases of their Albemarle County

careers. HR is focused on providing a high level of customer service and partnering with our employees to obtain a

deep understanding of needs. HR’s work includes the following areas:

Employee Recruitment, Selection, and Retention

Classification and Compensation

Administration of Benefits and Leave

Employee Relations

Employee Recognition and Rewards

Performance Management

Workplace Safety and Wellness

Teacher Licensure and Certification

Learning and Development

GOALS

Align Human Resources as a strategic partner with customers.

Attract, hire, retain and develop the best possible talent.

Improve HR-related processes, policies, and procedures.

Additional information about this Department’s support of the County’s Strategic Plan goals and objectives is

included in the Strategic Planning Section of this document.

FINANCIAL DATA

FY16 FY17 FY17 FY18 FY18 FY18 $ %


EXPENDITURES

SALARIES $62,144 $64,047 $64,980 $65,328 $65,328 $65,328 $1,281 2.0%

BENEFITS 67,926 35,130 36,817 69,066 69,066 68,989 $33,859 96.4%

OPERATING 63,517 59,899 80,916 59,899 59,899 59,899 $0 0.0%

TR TO SCHOOLS 494,641 485,696 515,696 512,919 512,919 587,980 $102,284 21.1%

RESOURCE PLANS 0 0 0 97,000 75,061 0 $0

EXPENDITURE TOTAL $688,228 $644,772 $698,409 $804,212 $782,273 $782,196 $137,424 21.3%

REVENUE

LOCAL NON-TAX $25,000 $33,850 $25,000 $25,000 $25,000 $25,000 ($8,850) -26.1%

NET COST $663,228 $610,922 $673,409 $779,212 $757,273 $757,196 $146,274 23.9%

POSITIONS* 1.0 1.0 1.0 3.0 2.0 2.0 1.0 100.0%

HUMAN RESOURCES

* For FY 18 Human Resources has a total of 20.54 FTEs who are classified as employees of the School Division. These employees spend approximately 25%

of their time performing human resource services for local government. The 2.0 FTEs in classified as General Government employees and brings the HR total

FTE count to 22.54.


FY 17 Projected:

Includes an appropriation of $30,000 to support the general government share of a project to digitize

employee records.



(DEPARTMENT OF HUMAN RESOURCES CONTINUED)

FY 18 Recommended Budget: The Human Resources budget increases by $137,501, or 21.3%, and reflects the

following:

2% overall increase for FY18 salaries effective July 1, 2017.


Increase of $33,000 in unemployment insurance due to recent actual expenses.

Increase in the transfer to the School Division for Human Resources of $27,223 or 5.6% based primarily on

School Division salary and benefit changes.

Funded resource plan request totaling $75,061 for a Diversity and Inclusion Generalist position that will focus

on recruiting and retaining a high-quality workforce that more accurately reflects the community it serves.

Unfunded requests total $21,939 and include the following:

o 25% of the cost of an HR Specialist.

o 25% of the cost of Total Compensation Statement Benefits Software.

Decrease of $8,850 in local revenue. This revenue is payment from the School Division for classes offered by

Organizational Development.

FY 18 Adopted Budget: The Human Resources budget increases by $137,424, or 21.3%, and reflects the following

change from the Recommended Budget:


Descript ion

FY 17

Adopt ed FY 18 Recomm FY 18 Adopt ed

Dollar

Inc/(Dec)

Percent

Inc/(Dec)

Recruit ment , Select ion, and Ret ent ion -

Advertising vacancies; interview ing, testing, and

selection of applicants; completing pre-

employment requirements; processing employment

changes; exit interviews.

$500,976 $636,260 $636,260 $135,284 27.0%

Classificat ion and Compensat ion -

Creating/revising job descriptions; departmental

and individual classification reviews; market

research; forecasting salary increases;

administration of County compensation policies.

Administ ering Benefit s and Leave - Selection of

benefits providers; administration of benefit

programs; administration of family medical leave,

leaves of absence, disability, and military leave;

coordinating retirement programs; counseling

employees on benefits, leave, and retirement

issues.

Employee Relat ions - Conduct incident

investigations, disciplinary procedures, grievances,

and mediation.

Workplace Safet y and Wellness - Ensure

compliance w ith Federal, State, and County safety

regulations; provide training on workplace safety;

administration of worker’s compensation;

development and expansion of employee wellness

program; employee assistance program;

overseeing OSHA compliance.

Training and Development (1.0 posit ion):

Competency based management programs linking

competencies to selection, training and

development, performance management, and

promotions; Training programs to meet the training

needs of the organization and ensure continued

professional development of employees.

143,796 146,013 145,936 $2,140 1.5%

TOTAL, HUMAN RESOURCES $644,772 $782,273 $782,196 $137,424 21.3%



(DEPARTMENT OF HUMAN RESOURCES CONTINUED)





An example of a key performance indicator for the Human Resources department follows:

Turn-over Rate




COUNTY ATTORNEY

MISSION

The mission of the County Attorney’s Office is to deliver quality legal services and advice to the Albemarle County

Government: (1) to assure compliance with all federal, state, and other legal mandates; (2) by providing legal options

and analysis of legal liabilities; (3) by defending the County’s legal positions and interests; and (4) by implementing

and enforcing County policies, ordinances, and initiatives.

DESCRIPTION

The County Attorney's Office provides legal counsel and advice in all civil matters to the Board of Supervisors, the

School Board, and all other boards, agencies, and officials of the County in such areas as land use and zoning,

taxation and finance, law enforcement, social services, contracts, real estate, employment, legislation, and litigation.

The office drafts ordinances and resolutions to implement policy decisions of the Board of Supervisors, prepares

legislative proposals, represents the County and the School Board in litigation, and prosecutes Water Protection,

Subdivision and Zoning Ordinance violations. In addition, the office represents the Emergency Communications

Center and provides legal representation or services to the Economic Development Authority and constitutional

officers.

GOALS

To support the Board of Supervisors, the County Executive’s Office, and all other County Departments in their

efforts to achieve the County’s Mission and to realize the County’s Strategic Plan goals.

To support the School Board, the Superintendent’s office, and School Administration in their efforts to achieve the

School Board’s Mission and to realize the School Board’s Strategic Plan goals.

To provide excellent service.

To provide proactive legal advice, education and training, to present legal options, and to avoid unnecessary

litigation or legal conflicts.


included in the Strategic Planning Section of this Document.

FINANCIAL DATA

FY16 FY17 FY17 FY18 FY18 FY18 $ %


EXPENDITURES

SALARIES $804,514 $786,264 $742,930 $776,150 $776,150 $860,260 $73,996 9.4%

BENEFITS 235,792 236,980 224,297 242,656 242,656 275,042 $38,062 16.1%

OPERATING 37,335 39,995 101,581 39,985 39,985 47,770 $7,775 19.4%

CAPITAL OUTLAY 0 0 0 0 0 6,850 $6,850

RESOURCE PLANS 0 0 0 143,618 143,618 11,871 $11,871

EXPENDITURE TOTAL $1,077,640 $1,063,239 $1,068,808 $1,202,409 $1,202,409 $1,201,793 $138,554 13.0%

NET COST $1,077,640 $1,063,239 $1,068,808 $1,202,409 $1,202,409 $1,201,793 $138,554 13.0%

POSITIONS 8.0 8.0 8.0 9.0 9.0 9.0 1.0 12.5%

COUNTY ATTORNEY


FY 17 Projected: Includes $52,990 appropriated for half-year costs to partner with Community Development to re-

organize and modernize the County’s Zoning Ordinance, as well as to implement the development of the Small Area

Plan.

FY 18 Recommended Budget: The County Attorney’s budget increases by $139,170, or 13.1%, and reflects the

following:



Funded resource plan request totaling $143,618 for an Assistant County Attorney position to meet the

existing and future workload in core areas of Local Government and Schools.



(COUNTY ATTORNEY CONTINUED)

FY 18 Adopted Budget: The County Attorney’s budget increases by $138,554, or 13.0%, and reflects the following

changes to the Recommended Budget:


The expenditures previously noted in the Resource Plans category, which support an Assistant County

Attorney position, have been reallocated to the Salaries, Benefits, and Operating categories in the Financial

Data table for the FY 18 Adopted Budget. The $11,871 remaining in the Resource Plans category is for a

space renovation that is no longer needed.

Descript ion

FY 17


Dollar

Inc/(Dec)

Percent

Inc/(Dec)

Count y At t orney's Office (9.0 posit ions):

Provides legal advice, assistance, and services to

the Board of Supervisors, School Board, Planning

Commission, and all other County boards,

departments, agencies, officials, and employees.

This includes representing or defending the County

and School Board in all matters of litigation;

updating County and School Board policies; and

maintaining in-house the County Code.

$1,063,239 $1,202,409 $1,201,793 $138,554 13.0%

TOTAL, COUNTY ATTORNEY $1,063,239 $1,202,409 $1,201,793 $138,554 13.0%



DEPARTMENT OF FINANCE

MISSION

To be responsible for management of the County’s finances guided by the fiscal policies adopted by the Board of

Supervisors while promoting excellence, quality, and efficiency of operations by enhancing the ability of our

employees to serve our internal and external customers in an outstanding manner.

DESCRIPTION

The Department of Finance is responsible for the County’s overall financial management including: financial

reporting, assessment and collection of all local revenues, cash management, debt management, risk management,

and financial systems management functions. Finance provides services to the public and to local government

entities, including Albemarle County Joint Entities, and Public Schools. Services provided include: payroll; accounts

payable; procurement; capital financing; general accounting, quarterly and annual financial reporting; economic

vitality monitoring and reporting; and, revenue forecasting for County budgeting purposes.

GOALS

Enforce fiscal policies that ensure a financially strong and effective County government, thus maintaining our

AAA rating.

Deliver cost-effective and high-quality services to external and internal customers.

Develop employee training plans that support staff development and succession planning, and encourage

membership in professional organizations.

Increased leveraging of online capabilities for improved internal and external customer service.

Ensure that best practices are followed to safeguard the County’s assets.



FINANCIAL DATA

FY16 FY17 FY17 FY18 FY18 FY18 $ %


EXPENDITURES

SALARIES $3,036,917 $3,191,750 $3,302,820 $3,316,120 $3,316,120 $3,444,570 $252,820 7.9%

BENEFITS 1,021,979 1,185,739 1,166,871 1,264,612 1,264,612 1,319,749 $134,010 11.3%

OPERATING 685,305 858,769 830,881 918,210 918,210 918,210 $59,441 6.9%

CAPITAL OUTLAY 59,718 21,597 66,320 33,485 33,485 33,485 $11,888 55.0%

RESOURCE PLANS 0 0 0 188,564 114,564 0 $0


REVENUE

LOCAL NON-TAX $321,385 $344,239 $328,298 $354,185 $354,185 $354,185 $9,946 2.9%

STATE 433,283 446,594 446,594 446,778 446,778 446,728 $134 0.0%

REVENUE TOTAL $754,667 $790,833 $774,892 $800,963 $800,963 $800,913 $10,080 1.3%

NET COST $4,049,252 $4,467,022 $4,592,000 $4,920,028 $4,846,028 $4,915,101 $448,079 10.0%

POSITIONS 54.8 55.8 55.8 58.8 57.8 58.8 3.0 5.4%

DEPARTMENT OF FINANCE


FY 17 Projected: Includes an appropriation of $32,452 from the Innovation Fund reserve for the Payment Kiosk,

including purchase of the Kiosk, the cost of shipping and handling, and the cost of installation. In addition, it includes

a reallocation of funding from the Operating category to Salaries and Benefits for project management services related

to the installation of the new Time and Attendance System.

FY 18 Recommended Budget: The Finance Department budget increases by $389,136, or 7.4%, and reflects the

following:

The Salaries and Benefits categories are increasing by a combined $203,243, or 4.6% due primarily to the

following:



(DEPARTMENT OF FINANCE CONTINUED)

o 2.0% overall increase for FY18 salaries effective July 1, 2017.

o 7.0% increase in the Board contribution for health insurance rates.

o An increase of $90,000 in part time salaries and benefits to assist with the transition of key

positions, which is anticipated to occur during FY 18.

Operating expenditures are increasing $59,441, or 6.9%, and include the following:

o $22,000 increase for a sketch system for assessors, which will assist with the valuation of properties.

This is a one-time expense.

o $45,000 increase for a review and update of policies and procedures. This is a one-time expense.

o $12,800 decrease for the OPEB actuarial study, which occurs every other year.

$11,888 increase in Capital Outlay for equipment and furniture replacement.

Funded resource plan requests total $114,564 and include the following:

o One Buyer position to support the General Government and School Division. This position will

enhance customer service and improve contract administration and compliance.

o One Management Analyst position to address workload issues within the Department of Finance.

Resource plan request for a Real Estate Appraiser position is not funded.

FY 18 Adopted Budget: The Finance Department budget increases by $458,159, or 8.7%, and reflects the following

changes to the Recommended Budget:


An additional $73,089 for a Real Estate Appraiser position.

The expenditures previously noted in the Resource Plans category, which support a Buyer position and a

Management Analyst position, have been reallocated to the Salaries, Benefits, and Operating categories in the

Financial Data table for the FY 18 Adopted Budget.

Descript ion

FY 17


Dollar

Inc/(Dec)

Percent

Inc/(Dec)

Administ rat ion (7.0 posit ions): The

Administration Division provides oversight of

County financial operations to ensure that all

divisions carry out their duties in an efficient and

courteous manner while serving the citizens of the

County as a public fiduciary safeguarding the

County's assets. Division personnel included in the

Administration Division are those in Economic

Analysis and Forecasting, Financial Systems and

Business Operations, and Risk Management.

Responsibilities include preparing revenue

projections for annual and five-year financial

planning, quarterly economic indicators, leadership

over the County’s risk management program,

providing functional expertise to the review of

system-related processes that support the

County’s business operations, as well as debt

issuance and capital finance planning.

$804,933 $948,515 $948,053 $143,120 17.8%

Revenue Administ rat ion (19.0 posit ions): The

Revenue Administration Division consists of the

Assessments and Collections offices. This Division

is responsible for assessing and collecting current

and delinquent local taxes, fines, fees, and all other

County revenue (individual and business), other

than Real Estate assessments. This Division is also

responsible for assessing and auditing business

taxes, including business licenses, business

personal property, fiduciary taxes, and excise

taxes. The Revenue Administration Division also

manages the Real Estate Tax Relief for the Elderly

and/or Totally Disabled program.

1,628,178 1,666,467 1,665,081 $36,903 2.3%




Descript ion

FY 17


Dollar

Inc/(Dec)

Percent

Inc/(Dec)

Financial Management (17.8 posit ions): The

Financial Management Division includes the

Accounting, Payroll, Purchasing, and Treasury

Management offices that support local

government, schools, and some regional agencies

for which the County serves as fiscal agent.

Among this Division’s responsibilities are

maintaining the integrity of the general ledger,

processing accounts payable, producing accurate

financial reports, and administering all employee

compensation for general government. The

Financial Management Division also issues

invitation for Bids and Requests for Proposals (RFP)

for the acquisition of goods and services, as well

as maintaining records for the proper disposition of

surplus vehicles, equipment, and supplies.

Additionally, this Division is responsible for

monitoring the County’s cash flow , managing

investments and cash, all activities related to

banking and P-cards, as well as preparation of the

Comprehensive Annual Financial Report (CAFR).

1,462,321 1,512,233 1,511,016 $48,695 3.3%

Real Est at e (14.0 posit ions): The Real Estate

Assessor’s Division is responsible for the annual

valuation of all real property located w ithin

Albemarle County. This Division is also responsible

for making changes to land records from new

deeds, w ills and plats received from the Clerk's

Office including the record of ownership, legal

description, acreage, and class code. Other

functions of the Real Estate Division include

interpreting and administering all laws pertaining

to real estate assessments, producing

supplemental assessments for all new construction

in the County, responding to inquiries concerning

assessment and valuation procedures, defending

assessed values before the Board of Equalization

and managing the Land Use Valuation and

Disabled Veterans programs.

1,362,423 1,519,776 1,591,864 $229,441 16.8%

TOTAL, FINANCE $5,257,855 $5,646,991 $5,716,014 $458,159 8.7%








Examples of key performance indicators for the Department of Finance follow:

Real Estate Assessment to Sales Ratio

The Real Estate Assessment to Sales Ratio compares the assessed values of real estate to the selling prices of normal,

single-family property. A ratio of 100% is theoretically ideal because it shows that property was assessed in

accordance with Virginia Constitutional standards.

Taxes Collected Within Fiscal Year of Levy

The following chart represents the percentage of property taxes collected within the fiscal year levied.




OFFICE OF MANAGEMENT & BUDGET

MISSION

To develop and maintain sustainable, structurally balanced annual operating and capital budgets so the County can

meet its long-range priorities and achieve its mission within available resources.

DESCRIPTION

The Office of Management and Budget (OMB) has four primary responsibilities:

Annual budgeting – develop and implement the County’s operating and capital budgets, establish budget

policies, and monitor departmental and agency budgetary and program performance.

Long Range Planning – prepares the five-year Financial Plan, five-year Capital Improvement Plan, and the

long range Capital Needs Assessment.

Performance Management – responsible for the management of the performance management system.

Grants Management – responsible for the management of local government grants application and award

process and to facilitate and support efforts to obtain outside resources.

GOALS

Effectively develop and implement the County’s annual operating and capital budgets in the context of long-

range financial and programmatic plans that effectively and efficiently link resource allocation to County

priorities.

Provide increased transparency in the budget process and documents.

Provide accurate and timely budget and policy information to all stakeholders to facilitate information sharing

and decision-making.

Increase the County’s ability to obtain and utilize outside resources to support core governmental services

and the County’s strategic goals.


included in the Strategic Planning Section of this Document.

FINANCIAL DATA

FY16 FY17 FY17 FY18 FY18 FY18 $ %


EXPENDITURES

SALARIES $308,637 $327,547 $336,359 $343,085 $343,085 $363,682 $36,135 11.0%

BENEFITS 90,443 111,449 103,472 117,265 117,265 126,321 $14,872 13.3%

OPERATING 11,796 13,153 36,220 21,124 21,124 21,124 $7,971 60.6%

CAPITAL OUTLAY 1,195 950 950 570 570 570 ($380) -40.0%

RESOURCE PLANS 0 0 0 30,000 30,000 0 $0

EXPENDITURE TOTAL $412,072 $453,099 $477,001 $512,044 $512,044 $511,697 $58,598 12.9%

REVENUE

LOCAL NON-TAX $0 $31,275 $31,275 $31,275 $31,275 $31,275 $0 0.0%

REVENUE TOTAL $0 $31,275 $31,275 $31,275 $31,275 $31,275 $0 0.0%

NET COST $412,071.83 $421,824 $445,726 $480,769 $480,769 $480,422 $58,598 13.9%

POSITIONS 4.3 5.0 5.3 5.8 5.8 5.8 0.8 15.8%

OFFICE OF MANAGEMENT & BUDGET


FY 17 Projected:

Salary and related benefits increased during FY17 to comply with anticipated changes in Fair Labor Standards

Act (FLSA) regulations. This resulted in an increase of 0.29 FTE.

$16,735 one-time increase in salaries, benefits, and operations to assist with priority-driven budgeting

process.



(OFFICE OF MANAGEMENT & BUDGET CONTINUED)

FY 18 Recommended Budget: The OMB budget increases by $58,945, or 13.0%, and reflects the following:



Continued funding of salary and benefits increase related to anticipated FLSA regulations.

$7,971 increase in operating expenditures due primarily to increased support for training and performance

management efforts.

The funded resource plan request totals $30,000 and converts the existing part time Office Associate

position to a full time Management Analyst to assist with OMB workload.

FY 18 Adopted Budget: The OMB budget increases by $58,598, or 12.9%, and reflects the following changes to the

Recommended Budget:


The expenditures previously noted in the Resource Plans category, which support a full time Management

Analyst position, have been reallocated to the Salaries, Benefits, and Operating categories in the Financial

Data table for the FY 18 Adopted Budget.

Descript ion

FY 17

Adopt ed

FY 18

Recomm

FY 18

Adopt ed

Dollar

Inc/(Dec)

Percent

Inc/(Dec)

Office of Management & Budget (5.8

posit ions): The office develops the

annual operating and capital budgets, five-

year Financial Plan, policy analysis, Capital

Improvement Program, Performance

Management and Grants Management

systems.

$453,099 $512,044 $511,697 $58,598 12.9%

TOTAL, MANAGEMENT & BUDGET $453,099 $512,044 $511,697 $58,598 12.9%





An example of a key performance indicator for the Office of Management and Budget follows:

Government Expenditures




DEPARTMENT OF INFORMATION TECHNOLOGY

MISSION

Consistent with the County’s strategic goals and the priorities of the Board of Supervisors, the Department of

Information Technology will use strategic planning, innovative technology, and teamwork to deliver government

telecommunications and convenient access to information for County staff, the business community, and citizens.

DESCRIPTION

Provide technologies, which offer quick and reliable access to information and communications services. These

technologies enhance County government staffs’ decision-making, ability to communicate with internal and external

contacts, and the performance of routine tasks.

GOALS

Support Request Response Time Goal – Complete all support requests within 4 hours of receipt.

Telephone Systems Uptime Goal – Maintain 95% uptime for County telephone systems in all three buildings.

Network/Major Systems Uptime Goal – Maintain 99% uptime for all County networks (LAN, WAN, and wireless.)



FINANCIAL DATA

FY16 FY17 FY17 FY18 FY18 FY18 $ %


EXPENDITURES

SALARIES $1,591,994 $1,664,948 $1,605,280 $1,645,571 $1,645,571 $1,645,571 ($19,377) -1.2%

BENEFITS 530,476 550,838 534,433 571,274 571,274 569,580 $18,742 3.4%

OPERATING 608,822 764,043 772,758 1,069,329 1,069,329 1,069,329 $305,286 40.0%

CAPITAL OUTLAY 17,458 24,000 27,700 21,500 21,500 21,500 ($2,500) -10.4%

RESOURCE PLANS 0 0 0 231,754 0 0 $0


REVENUE

TRANSFER IN $0 $0 $0 $50,000 $50,000 $50,000 $50,000

NET COST $2,748,750 $3,003,829 $2,940,171 $3,489,428 $3,257,674 $3,255,980 $252,151 8.4%

POSITIONS 21.0 22.0 22.0 25.0 22.0 22.0 0.0 0.0%

INFORMATION TECHNOLOGY


FY 17 Projected:

Includes appropriations of $50,000 to purchase Microsoft Office365 licenses, $50,000 for website redesign,

and a re-appropriation of $18,186 for Innovation Fund projects.

FY 18 Recommended Budget: The Information Technology budget increases by $303,845, or 10.1%, and reflects the

following:



$105,286 increase in operating expenses due primarily to the following:

o Anticipated increases in vendor prices for system maintenance and new required maintenance costs

associated with the PCI system.

o Ongoing funding to support the County’s website redesign efforts.

$2,500 decrease in capital outlay due to the removal of one-time expenses in FY17.

Funded request totaling $200,000 to purchase Microsoft Office365 licenses. This will allow the County to

begin to reduce the number of physical servers and move to a cloud-based environment. Of this increase,

$50,000 is funded with a transfer in from the Computer Maintenance and Replacement Fund.

Unfunded requests total $231,754 and include an Enterprise Records Manager, a Help Desk Analyst, and a

Systems Analyst.



(INFORMATION TECHNOLOGY CONTINUED)

FY 18 Adopted Budget: The Information Technology budget increases by $302,151, or 10.1%, and reflects the

following change to the Recommended Budget:


Descript ion

FY 17


Dollar

Inc/(Dec)

Percent

Inc/(Dec)

Administ rat ion (5.0 posit ions): Administration staff is

responsible for the overall management of the department

including support of the County's strategic plan,

technology research and planning, budget preparation,

financial management, purchasing, and tasks related to

personnel management.

$3,003,829 $3,307,674 $3,305,980 $302,151 10.1%

Syst ems (6.0 posit ions): Systems staff provides

administration, technical support, and custom

programming for the HR, Payroll, Purchasing, and Financial

Systems in use by Local Government and the School

Division. Systems staff also manage, maintain and update

the Local Government LAN, WAN, Internet, and Intranet; as

well as manage security and backup for all systems.

Applicat ions (11.0 posit ions): Applications is

responsible for help desk services, training, hardware and

software installation and support services for the

desktop,mobile devices and phones, and analytical

support for user application software packages. A key

function for this program is to provide a liaison between

Information Technology and the user departments.

TOTAL, INFORMATION TECHNOLOGY $3,003,829 $3,307,674 $3,305,980 $302,151 10.1%





Examples of key performance indicators for the Department of Information Technology follow:

Major Systems Uptime




(INFORMATION TECHNOLOGY CONTINUED)

Network Uptime

Support Request Response Time



DEPARTMENT OF VOTER REGISTRATION

AND ELECTIONS

MISSION

The mission of the Albemarle County Department of Voter Registration and Elections is to provide the citizens of

Albemarle County with timely and accessible services designed to maintain accurate voter registration records and

ensure the administration of free, fair, and transparent elections, in accordance with the law.

DESCRIPTION

The department provides the means for eligible citizens to register to vote in Albemarle County; provides information

to the general public regarding elections and voting; maintains a dual filing system for over 75,000 registered voters

in Albemarle County; administers all Federal, State, and local elections held in Albemarle County; provides

information and assistance to candidates for elected office and to elected officials; and provides for the internal

administration of the department, including staff training, personnel management, short and long-range planning,

budget preparation, and general operations management.

GOALS

Continue to maintain fair and efficient voter registration opportunities for County residents.

Continue to assist Electoral Board in administering fair and smooth elections in the County.

Continue to assist local candidates with candidate qualification and disclosure procedures.

FINANCIAL DATA

FY16 FY17 FY17 FY18 FY18 FY18 $ %


EXPENDITURES

SALARIES $261,304 $289,334 $287,207 $272,169 $272,169 $272,169 ($17,165) -5.9%

BENEFITS 90,369 100,098 99,520 101,077 101,077 100,692 $594 0.6%

OPERATING 197,672 270,003 277,628 255,230 255,230 255,230 ($14,773) -5.5%

CAPITAL OUTLAY 56,160 0 36,755 0 0 0 $0

EXPENDITURE TOTAL $605,505 $659,435 $701,110 $628,476 $628,476 $628,091 ($31,344) -4.8%

REVENUE

STATE 103,981 59,992 59,992 60,017 60,017 60,017 $25 0.0%

REVENUE TOTAL $103,981 $59,992 $59,992 $60,017 $60,017 $60,017 $25 0.0%

NET COST $501,524 $599,443 $641,118 $568,459 $568,459 $568,074 ($31,369) -5.2%

POSITIONS 4.8 4.8 4.8 4.8 4.8 4.8 0.0 0.0%

VOTER REGISTRATION AND BOARD OF ELECTIONS


FY 17 Projected:

Includes an appropriation of $51,444 to support a high number of Election Day voters and absentee voters in

the November 8, 2016 presidential election.

FY 18 Recommended Budget: The Voter Registration and Board of Elections budget decreases by $30,959, or 4.7%,

and reflects the following:


Decrease of $16,000 for overtime and part time wages.


Operating expenditures are decreasing by $14,773 or 5.5% primarily due to the removal of one-time costs

associated with the 2016 presidential election.

FY 18 Adopted Budget: The Voter Registration and Board of Elections budget decreases by $31,344, or 4.8%, and

reflects the following change to the Recommended Budget:




(VOTER REGISTRATION AND ELECTIONS CONTINUED)

Descript ion

FY 17


Dollar

Inc/(Dec)

Percent

Inc/(Dec)

(4.8 posit ions )

Administ rat ion and Management : The purpose

of this program is to manage the daily functions of

a County Department, including basic

administrative functions, staff training, FOIA,

budget management, contract development, and

equipment acquisitions.

Candidat e Services: This program is responsible

for providing direct services to candidates for

office and elected officials, and provides candidate

information to interested parties. The program

audits and reviews all campaign expenditure

documents, assesses and collects fines, and

cooperates w ith the Commonwealth's Attorney in

matters of enforcement.

Dat a Management : This program maintains the

dual filing system for registered voters in Albemarle

County and all other records of the department.

Elect ion Administ rat ion: This program is

responsible for the oversight of all aspects of the

administration of federal, state, municipal, and

local elections held in Albemarle County or any of

its subdivisions.

$659,435 $628,476 $628,091 ($31,344) -4.8%

Vot er Educat ion Services: The purpose of this

program is to provide informational services to the

voters of Albemarle County in accordance w ith all

applicable local, state, and federal legal

requirements.

Vot er Regist rat ion Services: The voter

registration services program is responsible for the

provision of voter registration to eligible citizens.

TOTAL, REGISTRATION AND ELECTIONS $659,435 $628,476 $628,091 ($31,344) -4.8%

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