Orange County NC Website
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1 <br />2 <br />3 <br />4 <br />5 <br />6 <br />7 <br />8 <br />9 <br />10 <br />11 <br />12 <br />13 <br />14 <br />15 <br />16 <br />17 <br />18 <br />19 <br />20 <br />21 <br />22 <br />23 <br />24 <br />25 <br />26 <br />27 <br />28 <br />29 <br />30 <br />31 <br />32 <br />33 <br />34 <br />35 <br />36 <br />37 <br />38 <br />39 <br />40 <br />41 <br />42 <br />43 <br />44 <br />45 <br />46 <br />47 <br />48 <br />49 <br />50 <br />Community Services- graphs <br />• Growth varies by individual program, ranging from 0 -5 %, with net growth of 3.5% FY <br />2019 -20 throughFY2027 -28; assumes solid waste contribution continues at $1.OM <br />General Government - graphs <br />• Average annual growth of 3.3% FY 2018 -19 through FY 2027 -28; close fit to long -term <br />trend <br />Public Safety - graphs <br />• Average annual growth of 3.4% FY 2018 -19 through FY 2027 -28; 3.5% growth is in- <br />between short and long term trends <br />Human Services- graphs <br />• Ave. annual growth of 3.0% FY 2018 -19 through FY 2027 -28; State takeover of child day <br />care in FY 2017 -18 reduces expenditure level $4M (also revenue, hence a wash); 3% <br />growth projected in line with previous growth periods <br />Education- graphs <br />• Average annual growth of 2.9% FY 2018 -19 through FY 2027 -28; assumes $3M in <br />recurring capital funded through bonds instead of pay as you go funds; growth is <br />consistent with short and long -term trends <br />Support Services- graphs <br />• Original budget includes centralized costs for wage /benefit increases which are <br />reallocated to departments after the budget is adopted. Those reallocations are reflected <br />in the revised budget amount. <br />Debt Service <br />Projection through FY 2022 -23 based on total of: <br />iExisting debt service <br />-1 "Proposed CIP and GO Referendum" per Davenport debt affordability analysis (1/9/18) <br />• Assumes no less than $35M starting FY 2023 -24 <br />(This allows for up to $200M in new bonds to fund both County and Education needs <br />CIP - Related Operating Costs <br />Tied to analysis of current CIP by county staff ($1.7M through FY 2021 -22), including: <br />=iBlackwood Farm Park (starts FY 2017 -18) <br />1911 Center improvements /backup capability (starts FY 2017 -18) <br />jCedar Grove Community Center (starts FY 2017 -18) <br />_ISouthern Branch Library (starts FY 2019 -20) <br />�Twin Creek Park (starts FY 2021 -22) <br />• Assumes continued growth for future projects <br />Transfers: School Capital Projects <br />Averaged $4.4M over previous 15 years <br />• Original budget in FY 2017 -18 was zero because County substituted pay -go with 2/3 bonds <br />• Long -term this amount is equal to the $1.3M in projected annual Lottery revenue <br />Transfers: County Capital Projects <br />Amounts for County capital projects per CIP through FY 2021 -22, with 2% growth thereafter <br />($900K in FY 2022 -23, for pay as you go funds) <br />Transfers: All Other Funds <br />