MILWAUKEE COUNTY 1997 ADOPTED BUDGET

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1 MILWAUKEE COUNTY 1997 ADOPTED BUDGET ~ e.;..-.- '.: F. Thomas Ament Milwaukee County Executive

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3 Milwaukee County Board Karen M. Ordinans Chairman Daniel J. Diliberti First Vice-Chairman Elizabeth Coggs-Jones Second Vice-Chairman Sheila Aldrich Thomas A. Bailey Mark A. Borkowski Richard H. Bussler Daniel Cupertino, Jr. Anthony Czaja Dorothy K. Dean Lynne D. De Bruin Terrance J. Herron Lee Holloway David Jasenski Robert Krug Leann M. Launstein Michael Mayo, Sr. James W. McGuigan Richard D. Nyklewicz, Jr. Penny Podell Roger Quindel Linda Ryan James G. White David R. Zepecki T. Anthony Zielinski

4 TABLE OF CONTENTS INTRODUCTION Budget Process Budgetary Basis ofaccounting Expenditure Controls Budget Documents 1997 BUDGET HIGHLIGHTS CHART OF BUDGET DOLLAR Page SCHEDULES AND CHARTS Comparison of 1996 Adopted Budget and 1997 Adopted Budget Functional Tax Levy Distribution Comparison of Expenditures, Revenues and Tax Levy (1992 to 1997) Summary of Legislative, Executive and Staff Function (Schedule A) Summary of Sundry Appropriations and Grants Function (Schedule B) Summary of Courts and JUdiciary Function (Schedule C) Summary of General Governmental Services Function (Schedule D) Summary of Public Safety Function (Schedule E) Summary of Public Works and Development Function (Schedule F) Summary of Health and Human Services Function (Schedule G) Summary of Parks, Recreation and Culture Function (Schedule H) Summary of Debt Redemption and Interest Function (Schedule I) Summary of Capital Improvements Function (Schedule J) Summary of Expendable Trust Accounts Function (Schedule K)

5 BUDGET NARRATIVES Page Legislative and Executive Function County Board County Board-Department ofaudit County Executive-General Office County Executive-Emergency Government County Executive-Office for Persons with Disabilities County Executive-Intergovernmental Relations County Executive-Veterans Service Staff Function Civil Service Commission Personnel Review Board Corporation Counsel Department of Human Resources Department of Administration-Economic Development Department of Administration-Housing/Community Development Department of Administration-Risk Management Department of Administration-Administration & Fiscal Affairs Division Department of Administration-Procurement Division Department of Administration-Information Management Services Division Labor Relations Sundry Appropriations and Grants Non-Departmental Revenues and Expenditures (see Pink Index Pages) Cdurtsand Judiciary Function Combined Court Related Operations Department of Child Support Enforcement ii

6 BUDGET NARRATIVES Page General Governmental Services Function Election Commission County Treasurer County Clerk Register of Deeds Public Safety Function Sheriff Medical Examiner House of Correction District Attorney Public Works and Transportation Function Airport Division Professional Services Division Highway Maintenance Fleet Maintenance Milwaukee County Transit System Public Works Administration/Facilities Management Paratransit Services 5040c c1c5 Health and Human Services Function Department of Human Services- Mental Health Division John L. Doyne Hospital Transition County Health Related Programs Department on Aging Department of Human Services Parks, Recreation and Culture Function Department of Parks Zoological Department Milwaukee Public Museum University Extension Service i :, 1200c1,.g; '8()OOc'1ct iii

7 BUDGET NARRATIVES Page Debt Service Fund Departments General County Debt Issue Metropolitan Sewerage District CAPITAL IMPROVEMENTS C-1 APPENDIX Budget Message of the County Executive Glossary Comparison of Funded Full Time Position Equivalents A-1 A-6 -A-9 A-10-A-14 iv

8 INTRODUCTION Milwaukee County's 1997 Adopted Budget serves several important purposes. First, it functions as a statement of policy developed and approved by the County's elected officials. Second, the budget documents serve as a financial and operational plan that assists departmental administrators in fulfilling their responsibility to provide needed public services in an effective and efficient manner. Finally, the budget is a source of information for the general public, enabling citizens to understand the many functions of local government and how its resources are allocated. THE BUDGET PROCESS The process associated with the budget's compilation and adoption is a long and difficult task. It starts in early March and becomes a reality in mid November, at which time a budget is adopted and official appropriations are provided. The time sequence of the complete budget process is as follows: March through May May 1 June 1-15 Compilation of personal service cost data and projections of utility and commodity price changes prepared by the Budget Section and submitted to the operating departments. Budget instructions and forms are submitted to department administrators. Capital budget requests are submitted by County agencies and the Department of Public Works. Operating budget requests and revenue estimates are submitted by County agencies to the Department of Administration. June and July County Executive Public Hearings on the budget, inviting County department administrators and the general public to comment on the requested budget. County Executive reviews agency budget requests. August 15 October 1 October 1 - to 1st week in November 14 days or more prior to County Board Public Hearing Department ofadministration submits to the County Board a summary of requested budgets. County Executive presents to the County Board the Executive BUdget for the subsequent year. This is then referred to the Board's Finance & Audit Committee for review and recommendation. Finance & Audit Committee reviews the County Executive Budget. Publication of County Executive Budget in newspapers. 1

9 November -1st Monday of month 1st Tuesday after 2nd Monday in November January 1 of the succeeding year County Board public hearing on budget, inviting members of general public to comment on the Executive Budget County Board annual meeting and the adoption of the budget and tax levies. During this meeting the County Board acts on the amendments and recommendations submitted by the Finance & Audit Committee relative to the County Executive's Budget as well as amendments submitted by individual County Board members. Departments translate budget to public services. Among the numerous duties and responsibilities of the County Executive, the broadest and most effective is the annual submission of the Executive Budget to the County Board. The Executive Budget can be an effective overall force in shaping policy and directing management. It is used to forge a responsible administrative organization out of a collection of unrelated departmental units. The value of a single responsible executive voice for County government is particularly apparent and best exemplified in the development of the Executive Budget. By this means, important problems are discussed and addressed and, more importantly, a tremendous growth in understanding of mutual problems occurs. The Budget Section in the Division of Fiscal Affairs ofthe Department ofadministration is primarily responsible for guidance and assistance in the compilation and adoption of the County's multimillion dollar annual budget. This division provides assistance to the County Executive in the review of budget requests submitted by County agencies. Special emphasis is given to merging the capital budget process and future operating budget needs of departments into the formal budgetary process. After presentation of the Executive Budget to the County Board of Supervisors, the Budget Section assists in presenting the Executive Budget to the County Board's Finance & Audit Committee. The Finance & Audit Committee reviews the budget over a four to six week time period. The County Board adopts the final budget in mid-november. After the budget has been adopted and a detailed summary ofthe appropriations is provided to the County departments, the Budget Section and Controller's Office work with the County Executive and the Finance &Audit Committee in monitoring the budget during the fiscal year. This monitoring involves a periodic check of expenditures against appropriations, reviewing actual revenue compared to budgeted revenue and reviewing requests for transfer of appropriations. This completes the budget process. BUDGETARY BASIS OF ACCOUNTING In accordance with GenerallyAccepted Accounting Principles (GMP), the accounts ofthecounty are maintained on the basis offunds. Each fund is a separate fiscal and accounting entity. The various funds are grouped into the following categories: 2

10 Governmental Funds General Fund The General Fund is used to account for all financial resources, except those required to be accounted for in another fund. Debt Service Fund The Debt Service Fund is used to accountfor the accumulation ofresources and the payment of principal and interest on long-term general obligation debt. Capital Projects Fund The Capital Projects Fund is used to account for financial resources segregated for the acquisition of construction of major capital facilities other than those financed by proprietary funds. Proprietary Funds Enterprise Funds The Enterprise Funds are used to account for operations that provide services which are financed primarily by user charges or activities where periodic measurement of net income is appropriate for capital maintenance, public policy, management control or other purposes. Internal Service Funds The Internal Service Funds are used to account for the financing of goods or services provided by one department to other departments in the County or to other governmental entities, on a cost-reimbursement basis. Governmental Funds The adopted budgets of the governmental funds utilize the modified accrual basis of accounting, exceptfor the treatment of the Fund Balance Reserved for Appropriations. For budget purposes, the Fund Balance Reserved for Appropriations is reflected as other financing sources, whereas, for accounting purposes it is reflected as part of fund balance. Under the modified accrual basis ofaccounting, revenues are recognized in the accounting period in which they become susceptible to accrual, that is, when they become both measurable and available to finance expenditures and commitments of the current period. Expenditures are recognized when the related liability is incurred, if measurable. 3

11 Proprietary Funds The adopted budgets of the proprietary funds utilize the accrual basis of accounting. Under the accrual basis, revenues are recognized in the accounting period in which they are earned and expenses are recognized in the period in which they are incurred. EXPENDITURE CONTROLS Under Wisconsin State Statute. no payment may be authorized or made and no obligation incurred against the County unless the County has sufficient appropriations for each payment. Budgetary control over expenditures is maintained by a formal appropriation and encumbrance system. Encumbrances are charged against appropriations when purchase orders, contracts or other commitments are incurred. Liabilities which exceed appropriation balances are not paid until an increased appropriation is made available. Every appropriation excepting an appropriation for capital expenditure or major repair lapses at December 31, to the extent that it has not been expended or encumbered. An appropriation for a capital expenditure or a major repair continues in force until the purpose for which it was made has been accomplished or abandoned or three years pass without any expenditure or encumbrance. The County Board of Supervisors approves carryovers recommended by the DOA. The legal level ofcontrol for each budget is by department. Once the budqet is adopted, transfers of appropriations among departments require approval by the Board of Supervisors. Supplemental appropriations for the purpose of public emergencies or from the contingency appropriation may be made from unanticipated revenues received or surplus, as defined by resolution adopted by a vote of two-thirds of the members of the Board of Supervisors. Supplemental appropriations from the issuance of tax anticipation notes require an affirmative vote of three-fourths of the members of the Board of Supervisors. BUDGET DOCUMENTS The 1997 adopted budget publications are as follows: The 1997 Budget in Briefprovides highlights of program and policy changes in the budget and a comparison of the adopted budgets of the various Milwaukee County departments for the years 1996 and Also included are various schedules summarizing the adopted budgets, a comparison ofequalized values of the various municipalities, and a comparison of the taxes levied to each municipality for general County and other special purposes. The Budget in Brief is intended for use by the County Executive, County Board of Supervisors, department administrators and general public to obtain an overview of the County's budget. 4

12 The 1997 Adopted Budget Summary is presented in one volume and provides more detailed information and in-depth analysis of the budget. It is organized into four major sections. The first section presents summary information on the 1997 Adopted BUdget Summary and includes a summary of major program and policy highlights of the adopted budget and summary schedules and graphs reflecting budgeted revenues and expenditures for 1996 and 1997 by fund and function. The second section provides more in-depth analysis ofthe operating budget by department. Each departmental budget includes a Statement of Operating Authority and Purpose, Department Description and Objectives for 1997, a Budget and Personnel Summary, Budget Highlights and an Organizational Chart. Some of the large or complex budgets are presented programmatically, providing separate descriptions and analyses of the various programs that comprise the department's operations. The third section presents information on Milwaukee County's 1997 capital improvement program, including a summary of program highlights, a schedule of adopted projects and their costs and a review of the requested Capital Program. A separate Adopted Capital Improvements Budget is published in the spring of 1997 which provides project-by-project detail and five-year planning goals, objectives and funding requirements. The fourth section is the Appendix and is the last major section of the budget. The Appendix provides the reader with the County Executive's budget message representing his recommended budget, a glossary of key terms and a presentation of County-wide position equivalents. Copies of the budget publications are distributed to the County Executive, the County Board of Supervisors and department administrators. Terry D. Kocourek Fiscal and Budget Administrator 5

13 1997 BUDGET HIGHLIGHTS In 1997, Milwaukee County moves one year closer to the start of the 21st century. The turn of the century itself brings along with it new challenges and directions for all levels of government. Milwaukee County government will be challenged to increase efficiencies, to be fiscally responsible and to continue providing adequate levels of service. These challenges have brought changes in the County's 1997 budget. Major initiatives contained in the 1997 budget include: the selling of surplus real estate; consolidation of data processing functions at the Courthouse; consolidation of some administrative functions at the House of Correction and the Sheriffs Department; funding of numerous alternatives to incarceration programs; the use of a performance-based budget for the operation of the Administration and Facilities Management Division of the Department of Public Works; and providing funds for development of a strategic plan. These initiatives demonstrate Milwaukee County';:; dedication to preparing its staff, resources and services to meet the challenges facing it in today's continuously changing environment. MAJOR INITIATIVES Sale of Surplus Real Estate The first year of an eight year land-use development plan for Milwaukee County is implemented in The plan allows for a long-term, phased-in approach that will accomplish staged positive economic and fiscal impacts for Milwaukee County, along with increasing the number of jobs and the amount of tax base created. The budget includes $4,880,000 in revenue from the sale of surplus real estate to be used in both the capital and operating budgets. In the operating budget, $200,000 is placed in the Economic Development Reserve Fund, approximately $430,000 is appropriated for operating expenditures in the Economic Development Division and $3,699,000 will be placed in the Debt Service Reserve Fund. In the capital budget, $50,000 will be allocated for underground storage tank removal, $180,000 is allocated for the County-wide play area redevelopment program and $320,000 will be allocated for brownfields redevelopment to plan for, acquire, remediate and redevelop contaminated industrial and commercial sites in Milwaukee County in conjunction with the municipalities within Milwaukee County. Data PrOcessing Consolidation and Other Initiatives The Information Management Systems Division's (!MSD) 1997 budget includes the creation of a Courthouse Data Processing Support Unit. This unit combines existing IMSD staff with existing staff from the Courts, Department of Administration-Fiscal Affairs Division and the Department of Public Works. This consolidation initiative seeks to evaluate the effectiveness of centralizing all data processing support and to achieve efficiency by allowing staff to expand their expertise and to work in areas where most needed. IMSD will be responsible for County-wide standards for computer equipment and software. "Oversight Management Teams" will be created to oversee all major data processing projects costing more than $1 million. An appropriation of $10,000 is provided, and a 6

14 management committee established, to develop an overall strategy to create a Civic Network on the Internet. House of Correction and Sheriff's Department Consolidation One joint business office for fiscallbudget and payrolljhuman resources functions is established in the Sheriff's Department for the House of Correction and Sheriff through the transfer, abolishment and creation ofvarious positions. The merger creates an administrative staff that has extensive experience with operations of both. departments and allows for a more coordinated approach to managing resources and eliminating duplication. Alternatives to Incarceration The 1997 budget includes funding for several alternatives to incarceration including: $150,000 in the House of Correction budget to develop a Community Service Program; application by the Courts for a grant for a Failure to Appear Initiative which will reduce the failure to appear rate, the number of bench warrants being issued, and the number of subsequent arrests and jail detention days; establishment of a Guilty Plea Court for expediting the release of those who wish to plead guilty; reinstatement of the Bench Warrant Removal Project preventing the unnecessary incarceration of individuals for cases which the District Attorney cannot or will not prosecute; and contractual funding for an Operation After Revocation Program which will assist clients in getting their driver's licenses reinstated and reducing recidivism. The 1997 budget continues funding for the Revolving Bail Fund, the Booking Magistrate/Out-of Custody Intake Court Program, the Milwaukee County Pretrial Intoxicated Driver Project and the intensive supervision of juvenile defendants via electronic monitoring. In addition, contractual funding for the intensive supervision of adult defendants is increased from $438,000 for 100 defendants per day in 1996 to $876,000 for 200 defendants per day in Facilities Management Performance Based Budget The Administration and Facilities Management Division of the Department of Public Works will operate with a performance based budget in As part of this initiative, the Department is given the flexibility to manage the budget by shifting appropriations within the budget as needed. Authority is granted for the Department to make expenditures from any account series as long as the Department does not exceed the tax levy appropriation included in the adopted budget. A lump sum reduction of $1,050,000 is made in conjunction with this initiative to be managed by the Division. Strategic Planning The Fiscal Affairs Division budget includes $100,000 for the development ofa strategic plan consistent with the recommendation of the Milwaukee County Commission for the 21st Century. This is a continuation of the 1996 budget initiative which created a Long-Range Strategic Planning Committee 7

15 and which resulted in identification of key components common to most govemment strategic planning processes. DEPARTMENTAL CHANGES Risk Management The Risk Management Division budget includes participation in the Wisconsin County Mutual Insurance Company (WCMIC) program effective January 1, This results in a savings of $110,701 in the following services: claims service, litigation management, loss-control programs, manuals and training, claims information, system loss runs and legal specialists qualified in publicsector claims. Sheriffs Department and House of Correction Five additional Deputy Sheriff positions are created to provide increased bailiff services for the Children's Court Center and for the Out-of-Custody Court. Sheriff's Department vacancy and turnover is decreased $793,715 to provide for sufficient staff for the jail and potential use of the City lock-up, or like facility, to accommodate the overflow of prisoners. Additional positions are created to enhance medical service and inmate welfare staffing for the House of Correction and the Sheriff (inmates will be charged a small co-payment for medical services in 1997). Department of Public Works The Fleet Maintenance Division will develop a Request for Proposals to contract out maintenance services for passenger cars and small trucks that are purchased in 1997 to begin the phase-out of County-provided maintenance for passenger cars and small trucks. The Division will also implement a new pilot program to purchase rather than lease certain vehicles for the Zoo and Airport. The Transit System has no fare increases or service reductions in 1997; however, revenue is projected to increase $824,625 as a result of466,193 additional passengers anticipated for Funding of $175,000 is provided for a contract with MTS for a corporate transit pass program for County employees. The goal of the program is to reduce traffic congestion by encouraging employees to use public transportation. The Airport repayment for money advanced to the airlines is increased in 1997 and will result in annual revenue flow back to the County through Five new administrative positions are created to assist in the management of the Airport. 8

16 Department of Human Services The Department of Human Services Mental Health Division continues restructuring/downsizing with the closure of a 14-bed dual diagnosis unit on January 1; as an altemative a community/case treatment program will be developed for the target population. In addition, a 24-bed geropsychiatry unit will close effectivejuly 1, 1997, in accordance with the Five-YearMasterPlan for the Public Sector Mental Health System for Adults in Milwaukee County. The Department of Human Services Youth Services Division budget for the Child Welfare System is increased $1.5 million to assist in funding the increasing cost of the system until the State begins administering the system in Staffing is provided for the operation of all 120 detention center beds in the newly completed detention facility for an additional annual cost of $545,698. The budqet retains and funds six positions formerly funded from a Casey Foundation Detention Altematives Grant at an increased tax levy Cost of $260,810. Four additional positions are created to decrease the waiting time for processing adoptions. The Department of Human Services Adult Services Division budget increases tax levy for AODA funding from $926,548 in 1996 to $1,362,791 for 1997 due to State/Federal revenue reductions. A policy is established to maintain the 1997 County Executive Recommended funding level for AODA in 1998, 1999 and Department of Parks, Recreation and Culture, Zoo and Museum The grand opening of three outdoor pools, Kosciuszko Pool, Greenfield Aquatic Center and Carver Pool, will occur in the summer of Various park fees are increased to provide additional revenue for general operating increases. Free days at all pools are eliminated. One position of Director of Parks Security is created to develop ways to make parks safer for the public. The Zoo budget includes two special exhibits in 1997, the Robotic Zoo and Warthogs, to assist in maintaining attendance levels at 1,450,000visitors. The contribution to the Milwaukee Public Museum is reduced by $303,940 which offsets the amount of debt service the Museum has agreed to pay the County in Slilaries and Fringe Benefits The budget is reduced $4 million in anticipation of a wage freeze for County employees in Health benefits are increased $7,800,934 due to increasing health and dental costs, and the retirement system and annuity contributions are reduced $6,346,571 due primarily to increased eamings on investments. Miscellaneous A contribution to the Community Relations-Social Development Commission is not included in the 1997 budget. The Appropriation for Unallocated Contingencies is increased $1 million, from $3 million to $4 million. The surplus applied to the 1997 budget is $2.4 million less than

17 MILWAUKEE COUNTY 1997 BUDGET DOLLAR Revenue Dollar Property Tax Levy General County Purposes (18.8%) Bond Issues (5.5%) State Shared Taxes (5.5%) Sales Tax (5.2%) Department Income, Service Fees and Sundry Revenue (20.2%) Capital Improvement Reimbursement (2.6%) Federal Aids (5.2%) State Aids (37%) 10

18 MILWAUKEE COUNTY 1997 BUDGET DOLLAR Expenditure Dollar Courts & Judiciary (3.1%) Sundry Appropriations & Grants (4.0%) Debt Retirement and Interest(6.4%) Public Works (15.4%) Health & Human Services(46.0%) Metro Sewer (0.2%) Capital Improvements (8.0%) Legislative, Executive & Staff (4.6%) Public Safety (6.5%) Parks, Recreation & Culture (5.5%) Genera! Government (.3%) 11

19 MILWAUKEE COUNTY 1996 ADOPTED BUDGET AND 1997 ADOPTED BUDGET 1996 Adopted 1997 Adopted BUdget Budget EXPENDITURES Legislative, Executive & Staff $ 47,728,482 $ 44,185,065 Capital Improvements 76,922,500 76,416,860 Debt Retirement & Interest 61,246,562 * 61,210,249 * Sundry Appropriations & Grants (20,535,237) 64,646,600 Internal Abatements - Expenditure (41,163,269) (26,942,320) Courts & Judiciary 41,055,448 29,086,680 General Governmental Services 4,392,459 3,125,821 Public Safety 76,686,362 61,583,061 Public Works 156,145, ,889,992 Health and Human Services 412,571, ,048,776 Parks, Recreation and Culture 59,886,509 51,366,707 Expendable Trust Accounts Total for General County Purposes $ 875,690,242 $ 949,356,249 Metropolitan Sewerage 3266, Total Gross Expenditures $ s REVENUES Property Tax Levy: For General County Purposes $ 167, $ Sales Tax 49,139, Recommended Bond Issues: For General County Purposes $ 46657,300 $ State Aids $ 304,300,872 $ 352,482,050 Federal Aids 33,608, ,870 Combined State and Federal Aids $ 337,909,318 $ 402,357,920 Capital Improvement Revenue: State Revenue $ 3,828,500 $ 3,122,340 Federal Revenue 17,380,000 13,260,750 Other Revenue 8,540, Combined Capital Improvement Revenue $ 29749,300 $ Departmental Income, Service Fees and Sundry Revenue $ 233,164,540 $ 213,819,079 Internal Abatements - Revenue ** (41,163,269) (24,171,184) State Shared Taxes 51,076,039 52,558,503 Prior Year Surplus (Deficit) 4 564, Total Gross Revenue $ $ ,249 * Includes interest allocation credit of $7,506,322 in 1996 and $8,253,814 in 1997 to Proprietary Fund departments for interest costs, which reduces Debt Retirement & Interest by a like amount. ** Internal Abatements (both expenditures and revenues) reflect crosscharges from County service departments to various other County departments, 12

20 MILWAUKEE COUNTY ADOPTED 1997 BUDGET FUNCTIONAL TAX LEVY DISTRIBUTION Operating, State and Net Tax % of Tax Operating Bond & Sundry Federal Levy Funds Levy FUNCTION Expenditures Revenue Aids Required Funds ~.aicountv Legislative, Executive & Staff $ 44,185,065 $ 9,473,017 $ 12,792,468 $ 21,919,580 12,22% Courts & JUdiciary 29,086,680 5,191,847 15,786,921 8,107,912 4,52% General Governmental 3,125,821 3,331,917 0 (206,096) (0,11%) Public Safety 61,583,061 12,026,981 8,395,687 41,160,393 22,96% Public Works 146,889,992 59,786,367 63,144,074 23,959,551 13,36% ~ Health & Human Services 437,083,876 73,151, ,352,619 63,579, % CAl Parks, Recreation & Culture 52,070,365 30,173, ,151 21,730,434 12,12% Sundry Appropriations & Grants 64,646,600 59,491,644 54,278,503 (49,123,547) (27.40%) Internal Abatements' (26,942,320) (24,171,184) 0 (2,771,136) (1,55%) Debt Redemption & Interest 61,210,249 10,317, ,893,225 28,38% Capital Improvements" 76, :59,976,576 16,383,090 :57,194 l:lju"!ll Total General County $ 949 3:56,249 $ :5 $ 471,299,:513 $ 179,307,321 10M.!2%.. Other Agencies Metropolitan Sewerage $ 2,21Q,Q00 $ 2,21:5,000 $ Q..$ Q.. Q...QQ% Total Milwaukee County $ 9:51.:571,249 $ 300,964.41:5 $ 471,29~,:513 $ 179,307, ,00% Internal abaternents, both expenditures and revenues, reflect crosscharges from County internal service departments to various other County departments, Revenues include $52,073,876 in Bonding, $169,200 in Investment Earnings, $4,738,400 in PFC Revenues, $995,100 in Other Reimbursement Revenue and $2,000,000 in Miscellaneous Revenue,

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