Zero based budget reports, fiscal year 2015

ZERO BASED BUDGET REPORTS
Fiscal Year 2015
Governor Nathan Deal

Table of Contents

Introduction ................................................................................................i Department of Administrative Services
Office of State Administrative Hearings ..................................1 Department of Behavioral Health and Developmental Disabilities
Child and Adolescent Addictive Diseases Services .................7 Child and Adolescent Mental Health .....................................13 Department of Community Health Georgia Board for Physician Workforce: Mercer School of Medicine Grant .........................................................................22 Georgia Board for Physician Workforce: Morehouse School of Medicine Grant .....................................................................27 Healthcare Facility Regulation ................................................33 Department of Corrections Health .........................................................................................38 Department of Early Care and Learning Nutrition .....................................................................................44 Department of Economic Development Small and Minority Business Development ..........................49 Georgia Forestry Commission Forest Protection ......................................................................54

Office of the Governor Office of the Child Advocate ...................................................61 Governor's Office for Children and Families .........................68 Commission on Equal Opportunity ........................................78
Department of Human Services Child Support Services .............................................................84 Family Violence Services ..........................................................90 Georgia Vocational Rehabilitation Agency: Roosevelt Warm Springs Institute ........................................................................95 Georgia Vocational Rehabilitation Agency: Vocational Rehabilitation Program .........................................................103
Department of Juvenile Justice Secure Detention (RYDCs) .....................................................111
Department of Labor Labor Administration .............................................................119 Unemployment Insurance .....................................................125
Department of Natural Resources Wildlife Resources ..................................................................130
State Board of Pardons and Paroles Clemency Decisions ................................................................137

Georgia Public Defender Standards Council Public Defenders .....................................................................144
Department of Public Health Emergency Preparedness/Trauma System Improvement ..........................................................................150 Epidemiology ...........................................................................157
Department of Public Safety Firefighter Standards and Training Council ........................162
Public Service Commission Facility Protection ...................................................................168
Board of Regents of the University System of Georgia Public Libraries ........................................................................174 Research Consortium .............................................................182
Department of Revenue Customer Service ....................................................................187 Forestland Protection Grants ................................................192
Soil and Water Conservation Commission Commission Administration ..................................................198 Conservation of Agricultural Water Supplies .....................203 Conservation of Soil and Water Resources .........................208 USDA Flood Control Watershed Structures ........................213

Georgia Student Finance Commission Accel .........................................................................................218 HOPE Administration .............................................................223 Low Interest Loans .................................................................231
Technical College System of Georgia Adult Literacy ..........................................................................236
Department of Transportation Construction Administration ................................................245
Department of Veterans Service Georgia War Veterans Nursing Home Augusta ...............254 Georgia War Veterans Nursing Home Milledgeville .......260

Zero-Based Budget Analysis

Introduction

The Governor's Office of Planning and Budget (OPB) is responsible for managing and developing the state budget. OPB utilized a zerobased budgeting (ZBB) approach to analyze selected programs during the AFY 2014 and FY 2015 budget process. The purpose of the zero-based budget analysis is to assess individual programs against their statutory responsibilities, purpose, cost to provide services, and outcomes achieved in order to determine the efficiency and effectiveness of the program and its activities.
OPB conducted a zero-based budget analysis of 13 percent of all budgetary programs during the fall of 2013. The ZBB review process included a detailed analysis of the cost and sources of funding for program activities, an examination of two years of expenditure trend data, as well as a review of the program's performance through measures capturing the effectiveness, efficiency, and workload of program activities. This analysis was used to develop recommendations for the AFY 2014 and FY 2015 Governor's Budget Report.
The ZBB review process formalizes the work inherent in OPB's budget analysis and provides a systematic review and reporting of the activities, performance and expenditures of the programs in the state budget.

The reports in this document are a summary of the information gathered and analyzed by OPB as part of our ZBB reviews. The document includes four sections for each program reviewed:
1. Results of Analysis: This section summarizes OPB's analysis and provides recommendations for future review or changes to the program budget and operations.
2. Key Activities and Alternative Approach: This section lists the program's key activities and provides its authority, number of positions, and state and total funds budgeted. In addition, this section lists alternative approaches to delivering program services within the current agency budget.
3. Financials: This section provides a summary of the program expenditures and budget. The section lists two years of expenditures, the current fiscal year budget, and the Governor's recommended changes for the FY 2015 budget. Recommended changes exclude statewide adjustments for retirement contributions and TeamWorks.
4. Performance Measures: This section lists agency purpose, the program purpose, and a set of measures for the program.

i

FY 2015 Zero-Based Budget Analysis
Department of Administrative Services ZBB Program: Office of State Administrative Hearings

Office of Planning and Budget

1

1/9/2014

Department of Administrative Services
ZBB Program: Office of State Administrative Hearings
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to determine the statutory requirements of state funded activities and identify any potential operating efficiencies. The Office of State Administrative Hearings (OSAH) provides resolution of disputes between the public and state agencies in an impartial manner on over 500 different case types.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The agency currently has 30 full-time benefit eligible employees.
Recommendation: Reduce the authorized position count by 15 to better reflect actual workforce. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Provide $36,918 to fully support operations of the Georgia Tax Tribunal.
Program Operations: 6. OSAH's contracts with Department of Early Care and Learning, Department of Transportation, and Child Support Services have not
changed in value despite a combined case increase of 153% since FY 2011. Overall caseload for the agency has increased 124% since FY 2011. Recommendation: Encourage agency to renegotiate contracts with agencies to maximize the use of other funds and ensure appropriate funding for services provided on an annual basis. 7. OSAH is reserving other funds to replace outdated case management software. Recommendation: Continue to utilize year end savings to update the case management software. 8. In FY 2013, Georgia Tax Tribunal received partial year's funding for initial expenses since it became operational in the middle of the year. Additional funding was not appropriated in FY 2014, and as such the Georgia Tax Tribunal does not have sufficient funding to operate for a full fiscal year. Recommendation: Provide $36,981 and utilize savings within OSAH to fully support Georgia Tax Tribunal operations.

Office of Planning and Budget

2

1/9/2014

Department of Administrative Services
ZBB Program: Office of State Administrative Hearings
FY 2015 Zero-Based Budget Report
9. OSAH spent $27,020 to cover 100% of employee parking expenses in FY 2013. Recommendation: Implement a cost-share program similar to Georgia Building Authority's parking rates for state employees to subsidize the cost of parking, but not fully fund reserved spaces. Utilize savings towards statutory functions.
10. OSAH has increased spending on security services by $44,783 since FY 2011. Recommendation: Continue to contract with the Department of Public Safety to have a law enforcement officer present during all business hours to ensure a safe and secure courthouse for the public and staff.

Office of Planning and Budget

3

1/9/2014

Department of Administrative Services
ZBB Program: Office of State Administrative Hearings
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

No. of

Activity

Description

Authority Positions

Judges

Provides independent adjudication of disputed cases throughout the OCGA 50-13-40

11

state between the public and state agencies on more than 500 case

types.

Tax Tribunal

An autonomous division that resolves disputes between Georgia OCGA 50-13A-4

2

taxpayers and the Georgia Department of Revenue.

FY 2014

FY 2014

State Funds Total Budget

$1,299,796

$1,885,865

221,031

320,335

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($85,415)

$1,214,381

(11,250)

209,781

Staff Attorneys
Clerks Legal Assistants
Information Technology Finance Security

Assists Judges with drafting orders, decisions, and conducting legal OCGA 50-13-40 research.

Receives and files all authorized or required submissions, dockets and closes all cases.
Schedules cases for hearings and responds to requests and questions by the public regarding their cases.

OCGA 50-13-40 OCGA 50-13-40

Maintains the case management system and website to ensure access by state agencies and the general public.

OCGA 50-13-40

Provides budgetary, procurement, and general financial support to OCGA 50-13-40 the agency.
Provides security for staff and the public through a contract with the OCGA 50-13-40 Georgia Department of Public Safety.
Total

2

107,856

156,313

6

396,223

574,236

8

481,570

697,928

2

255,965

370,964

1

70,259

101,824

57,960

84,000

32

$2,890,660

$4,191,465

(8,056) (48,333) (64,444) 283,514
(8,056) (57,960)
$0

99,800 347,890 417,126 539,479
62,203 0
$2,890,660

Alternative (List an alternative approach to delivering program services within current agency budget) OSAH could use teleconference technology in courtrooms instead of face to face hearings. A conservative estimate to implement the technology is $1,000,000 in additional Information Technology costs. The scenario above shifts all of the budget for real estate and security to information technology. This scenario would not fully fund the proposed changes and would provide minimal benefit since the agency currently uses local courtrooms within the state, free of cost.

Office of Planning and Budget

4

1/9/2014

Department of Administrative Services
ZBB Program: Office of State Administrative Hearings
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$3,214,140

$3,445,536

250,725

338,677

FY 2014 Current Budget
$3,452,039 236,753

FY 2015

Changes

Recommendation

$36,918

$3,488,957

236,753

59,980 230,415
41,488 119,582 $3,916,330

86,759 249,676
56,905 308,989 $4,486,542

109,062 241,665
53,042 98,904 $4,191,465

$36,918

109,062 241,665
53,042 98,904 $4,228,383

$2,531,148 1,385,181
$3,916,329
29

$2,734,424 1,752,119
$4,486,543
30

$2,890,660 1,300,805
$4,191,465
50

$36,918 $36,918
(15)

$2,927,578 1,300,805
$4,228,383
35

Office of Planning and Budget

5

1/9/2014

Department of Administrative Services
ZBB Program: Office of State Administrative Hearings
Performance Measures

Agency Purpose: The Office of State Administrative Hearings provides an independent forum for the impartial and timely resolution of disputes between the public and state agencies, and creates and provides necessary funding for an independent trial court with concurrent jurisdiction with the Superior Courts of Georgia which will address tax disputes involving the Department of Revenue.
Program Purpose: The purpose of this program is to provide an independent forum for the impartial and timely resolution of disputes between the public and state agencies, and to create and provide necessary funding for an independent trial court with concurrent jurisdiction with the Superior Courts of Georgia which will address tax disputes involving the Department of Revenue.

Performance Measures 1. Number of cases closed 2. Number of cases per Judge 3. Average cost per case

FY 2010 27,234 2,269 $144

Actuals

FY 2011

FY 2012

36,645

40,048

1,106

3,337

$105

$98

FY 2013 45,565 3,797 $85

Office of Planning and Budget

6

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Behavioral Health and Developmental Disabilities ZBB Program: Child and Adolescent Addictive Diseases Services

Office of Planning and Budget

7

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Addictive Diseases Services
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to analyze the efficiency and effectiveness of activities in the Child and Adolescent Addictive Disease program.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The number of positions in the program that are filled or anticipated to be filled does not match the authorized position
count for the program, and the budget does not reflect current staffing levels. One position is currently charged to this program, which may not be representative of true staffing levels. The department should review staffing levels and eliminate positions that are funded but not needed. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. However, data for certain measures were not available. The agency should track and record data to ensure accurate reporting of performance data in the future. 5. Budget Impact: The personal services budget does not accurately reflect the cost of operations for this program. Further discussion is noted below.
Program Operations: 6. The program currently operates nine Clubhouse Recovery Support Programs, and expenditures for this activity comprise nearly 50% of
the program's total budget, substantially more than any other activity. In addition, program activities place a strong emphasis on Intensive Residential Substance Abuse Treatment, since 25% of the total budget is dedicated to funding these activities. However, there is not a significant emphasis on post-treatment transition service. In addition to these limited services, the geographic impact of services is limited, with large portions of the state falling outside of coverage. Recommendation: Evaluate current approach and outcomes, and consider whether it is the most effective approach to supporting a sober lifestyle. In particular, review geographic scope of programs and whether a stronger emphasis on transition care (as opposed to the current inpatient/clubhouse model) would provide better-quality or more efficient service.

Office of Planning and Budget

8

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Addictive Diseases Services
FY 2015 Zero-Based Budget Report
7. One position is charged to program activities however, this does not accurately reflect the staffing levels. There are a number of positions engaged in Child and Adolescent Addictive Disease activities that are charged to Adult Addictive Disease program. Recommendation: Reallocate the number of personnel and personal services budget to reflect actual cost for the program.
8. Performance measures were developed with the assistance of CAAD program staff, and all measures can be tracked using currentlycollected data. However, during the ZBB process, the data that was provided was often incomplete, or could not be provided in a timely manner. Recommendation: Track and record data in a manner that can be applied to the performance measures for the program.

Office of Planning and Budget

9

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Addictive Diseases Services
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Core and Specialty Outpatient Services

CORE services are a variety of outpatient based services such as behavioral health assessment, doctor/nursing assessment, group therapy, individual therapy.

Authority OCGA 37-1-20

No. of Positions

FY 2014

FY 2014

State Funds Total Budget

$1,105,394

$1,844,139

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$1,105,394

Clubhouse Recovery Support

These Clubhouses offer recovery support for those adolescents who OCGA 37-1-20 have a substance related disorder including but not limited to substance abuse, substance dependence, and substance withdrawal. They may be receiving core services from another provider and attempting to maintain a recovery lifestyle. The clubhouse provides recovery support related to education, employment, transportation, family and social activities to contribute to the well-being and maintenance of a healthy lifestyle for youth who struggle with sobriety.

4,940,000

0

Intensive Residential Substance Abuse Treatment

the twenty-four hour supervised residential treatment programs for OCGA 37-1-20 adolescents ages 13-17 years old, who are in need of a structured residence due to substance abuse located in the metropolitan area and the southern part of the state in order to afford statewide access.

1,153,853

1,482,039

0

Administration

Provides statewide fiscal, programmatic, clinical, and policy

OCGA 37-1-20

1

1,012,330

1,170,273

0

oversight through staff in the state office. Administration includes

one staff person, travel, office supplies, and training. It also includes

a portion of C &A funding for the Georgia Crisis and Access Line and

APS contracts.

Total

1

$3,271,577

$9,436,451

$0

Alternative (List an alternative approach to delivering program services within current agency budget) 1. DBHDD/Division of Addictive Diseases could contract with a private provider or providers for delivery of C&A Substance Abuse Services that would cover CMO & NON-CMO Youth. 2. All services could be delivered through CMO. The downside is that the system continues to be fragmented. CMO's do not cover substance abuse recover support services.

1,153,853 1,012,330 $3,271,577

Office of Planning and Budget

10

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Addictive Diseases Services
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$1,376,730

$322,502

195,872

34,979

FY 2014 Current Budget
$642,653 142,030

Changes

FY 2015 Recommendation $642,653 142,030

1,253 54,200 28,961 9,477,404
3,015 $11,137,435

1,960 3,000 22,989 9,954,039
$10,339,469

29,219 38,598 10,533,300
$11,385,800

29,219 38,598 10,533,300

$0

$11,385,800

$3,205,293 7,931,994 148
$11,137,435
29 3

$3,236,406 7,103,063
$10,339,469
1 3

$3,271,577 8,114,223
$11,385,800
32 3

$3,271,577 8,114,223

$0

$11,385,800

32

(3)

0

Office of Planning and Budget

11

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Addictive Diseases Services
Performance Measures
Agency Purpose: The Department of Behavioral Health and Developmental Disabilities provides treatment and support services to people with mental illness and addictive diseases and support to people with developmental disabilities.
Program Purpose: The purpose of this program is to provide services that enable youth to address addictive disorders and maintain a healthy lifestyle in recovery.

Performance Measures 1. Number of youth served in Clubhouse Recovery Support Services 2. Number of youth served in Intensive Residential Treatment (IRT) 3. Percentage of youth who experience a reduction in alcohol and/or substance abuse while in treatment 4. Percentage of participants in Clubhouse Recovery Support Programs who have negative urine drug screens 5. Percentage of patients admitted to an IRT program within 30 days of screening 6. Number of youth served by Core Services providers

FY 2010 N/A N/A N/A
N/A
N/A
N/A

Actuals

FY 2011

FY 2012

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

FY 2013 492 87 58%
61%
N/A
N/A

Office of Planning and Budget

12

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Behavioral Health and Developmental Disabilities ZBB Program: Child and Adolescent Mental Health

Office of Planning and Budget

13

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Mental Health
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this analysis is to examine the program's remaining activities after the transition of foster care services from Department of Behavioral Health and Developmental Disabilities (DBHDD) to Department of Community Health (DCH). The Child and Adolescent Mental Health program in the DBHDD provides treatment and recovery assistance to children and adolescents with mental health issues. This currently includes foster care services that will, as of January 1, 2014, be transitioned to a single care management organization (CMO). Included in this transition is approximately $24.8 million that will be transferred from the DBHDD budget to DCH.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The number of positions in the program that are filled or anticipated to be filled does not match the authorized position
count for the program. The position count should be reviewed and reduced as appropriate. 3. Fleet Management: Given the recent downsizing, the program maintains a larger fleet than is necessary, including 10 vehicles assigned to
the Outdoor Therapeutic Program. Excess vehicles should be surplused. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. However, data for certain
measures were not available. The agency should track and record data to ensure accurate reporting of performance data in the future. 5. Budget Impact: Reduce the funding match for foster care by $24,819,209. Redirect funding for the Outdoor Therapeutic Program (OTP)
budget by $1,971,837. See specific recommendations listed below.
Program Operations: 6. The program receives block grant funds that are currently used for non-direct service activities, some of which are not required by grant
terms. Recommendation: Evaluate grant funded activities for effectiveness and necessity. If appropriate, identify funds that may be used for activities that are more closely aligned with program goals and/or grant terms.

Office of Planning and Budget

14

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Mental Health
FY 2015 Zero-Based Budget Report
7. As the foster care transition from DBHDD to DCH occurs, the Child and Adolescent Mental Health program will experience a reduction in demand for its services, including the loss of approximately $25.1 million in Medicaid dollars. Of the consumers who continue to receive services funded with state dollars, the majority will be primarily from the under-and-uninsured population. Recommendation: Reduce the funding match for foster care by $25,150,243. Based on the transition of foster care from DBHDD to DCH, evaluate the target population and services of the Child and Adolescent Mental Health program to determine if state funding support is still required. Once completed, a copy of the strategic plan should be submitted to OPB.
8. The OTP is operating below capacity and is no longer accepting new referrals. In addition to DBHDD funding, the program receives interagency payments from fees collected by other state agencies, however these fees are insufficient to cover the total cost of operating the program. Recommendation: The Department closed OTP, effective August 31, 2013, and redirected the funds to Mental Health Clubhouses and Care Management Entities.
9. Community Based Alternatives for Youth (CBAY)/Money Follows the Person (MFP) are demonstration waivers and thus funded with temporary federal dollars. CBAY expires on September 30, 2014, and MFP on September 30, 2016 (with the potential for extension to September 30, 2020). Legislation has been considered that would convert the program to a full waiver, but there are currently no laws in place that guarantee this will happen and no alternative funding approach exists.
Recommendation: Develop a plan for the waivers if federal funds are not available including treatment options for current waiver recipients if state funds are not available to replace federal funds.
10. Performance measures were developed with the assistance of CAMH program staff, and all measures are capable of being implemented using currently-collected data. However, during the ZBB process, the data that were provided were often incomplete, or could not be provided in a timely manner. Recommendation: Track and record data in a manner that can be applied to the performance measures for the program.

Office of Planning and Budget

15

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Mental Health
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Core and Specialty Outpatient Services

CORE services are a variety of outpatient based services such as behavioral health assessment, doctor / nursing assessment, group therapy, individual and family therapy, and crisis intervention. (Includes state Medicaid Rehabilitation Option match)

Authority OCGA 37-2-1

No. of

FY 2014

FY 2014

Positions State Funds Total Budget

6 $36,630,695 $36,630,695

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level

($20,368,866)

$16,261,829

Psychiatric Residential Treatment Psychiatric Residential Treatment Facility (PRTF) services provide OCGA 37-2-1

Facilities (PRTFs)

comprehensive mental health and substance abuse treatment to

children, adolescents, and young adults 21 years of age or younger

who, due to severe emotional disturbance, are in need of quality

active treatment that can only be provided in a residential

treatment setting and for whom alternative, less restrictive forms of

treatment have been tried and found unsuccessful or are not

medically indicated. PRTF programs are designed to offer intensive,

focused treatment to promote a successful return of the

youth/young adult to the community.

1

9,833,804

9,833,804 (4,450,343)

5,383,461

Community Based Alternatives The Community Based Alternatives for Youth (CBAY)/Money Follows Federal Grant/

for Youth (CBAY)/Money Follows the Person (MFP) are demonstration Medicaid waivers. These

OCGA 37-2-1

the Person

grants provide support for youth that meet the Psychiatric

State Statute

Residential Treatment Facility level of care but choose to receive

their services in the community. The youth receive all core services

through a core provider and receive the additional 12 waiver-funded

services through other vendors. The 12 services include care

coordination, family peer support services, youth peer support

services, respite, waiver transportation, financial support services,

supported employment, clinical consultative services, expressive

clinical services, customized goods and services, community

transition services and behavioral assistance.

4

2,307,723

6,642,042

0

2,307,723

Office of Planning and Budget

16

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Mental Health
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Crisis Services

Description

Authority

Crisis Continuum services are an array of crisis services for youth, OCGA 37-2-1

which include four crisis stabilization units, crisis respite and mobile

crisis response services.

Mental Health Clubhouses

These Clubhouses offer recovery support for children, adolescents, OCGA 37-2-1 and young adults who have a mental health disorder. They may be receiving core services from another provider and attempting to maintain a recovery lifestyle. The clubhouse provides recovery support related to education, employment, transportation, family, and social activities to contribute to the well-being and maintenance of a healthy lifestyle for youth who struggle with mental health issues.

No. of

FY 2014

FY 2014

Positions State Funds Total Budget

46

14,266,440

14,266,440

1

1,971,837

1,971,837

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level

0

14,266,440

0

1,971,837

Quality Improvement Activities The Center of Excellence for Children's Behavioral Health is a

OCGA 37-3-2/49-

3

partnership between the Department and Georgia State University 5-220

to provide fidelity monitoring, evaluation, research, training, and

technical assistance for the Child and Adolescent Behavioral Health

System of Care in Georgia.

The Healthy Transitions Initiative is supported by a federal grant to demonstrate and study evidence-based practices being utilized to serve transition age youth ages 16 24.

The CHIPRA Grant is a federal grant through the Center for Medicaid and Medicare Services. Georgia is part of a three State Quality Collaborative evaluating the Care Management Entity model. Georgia is also developing a family and youth peer support curriculum through this grant.

1,934,763

0

Office of Planning and Budget

17

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Mental Health
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Care Management Entities (CMEs)

Description

Authority

The Care Management entities offer High Fidelity Wraparound Care Federal Grant

Coordination and Family Support services to youth who have a

SAMHSA Block

mental health disorder and fall within the top five percent of youth Grant OCGA

with extreme functional behavior impairments. The youth are

37-2-1

receiving core services and other support designed to help them

maintain a healthy life in the community and avoid out-of-home

placement and more costly residential and inpatient care.

No. of Positions
1

FY 2014

FY 2014

State Funds Total Budget

1,252,090

2,461,759

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level

0

1,252,090

Family Support Organizations Family Support Organizations are chapters of the National

Federal Grant

1

(FSOs)

Federation of Families for Children's Mental Health that provide (SAMHSA Block

outreach and support to families raising children with behavioral Grant)

health disorders, assist with the evaluation of the system, and

promote children's mental health throughout the state.

150,000

0

Suicide Prevention

The purpose of the Suicide Prevention Program for Children and OCGA 37-1-27 Youth's purpose is to reduce and eventually eliminate the incidence of youth suicide in the State of Georgia. The program works in four main areas: surveillance, community prevention work, consultation and support of the work of other Georgia Youth Serving Agencies, and work with DBHDD to prevent suicides in youth who are developing or have developed a mental disorder. DBHDD received the Garrett Lee Smith Youth Suicide Prevention Grant to build upon the state's strong foundation of suicide prevention efforts in order to extend suicide prevention and early intervention services to atrisk youth and their families. The project blends statewide prevention awareness and gatekeeper training, expanded work with universities, coalition support, and enhanced gatekeeper training in schools and advanced training for hospital staff and diverse youthserving agencies in five target counties.

2

200,000

680,000

0

200,000

Office of Planning and Budget

18

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Mental Health
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity System of Care Supplemental Funds (SOC-SSF)

Description

Authority

These mini-grant funds are used to further support System of Care OCGA 49-5-220

philosophy, framework, and processes. They are issued to agencies

to use toward: increasing and improving cooperation and

collaboration across child-serving agencies to meet the multiple and

complex needs of youth with emotional disturbances and their

families; improving access and expanding the array of community-

based, culturally and linguistically competent services and supports

for children and youth and their families; and including families and

youth in partnership with the designing of programs and policies

that are appropriate, effective, evidence-based, individualized, and

build on their strengths in order to improve functioning at home, in

the school, in the community and throughout life.

No. of Positions

FY 2014

FY 2014

State Funds Total Budget

1,247,646

1,247,646

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level

0

1,247,646

External Review Organization
Administration
Outdoor Therapeutic Program (OTP)

Includes prior authorization for behavioral health services, level of

care determination, authorization of community hospital bed days,

utilization management, encounter adjudication, and data management/reporting.

Includes State Office Staff persons for each activity, regional staff OCGA 49-5-220

persons, travel, office supplies, and training.

& 37-2-1

Warm Springs Outdoor Therapeutic Program is an outdoor

OCGA 37-2-1

residential program run by DBHDD. The program is for girls and boys

12 18 years of age. At OTP young people build self-confidence, develop respect for themselves and others, learn to accept responsibility and make good decisions. The on-site accredited

school provides individual and group instruction and transferable

credits. A contracted core provider delivers needed on-site

behavioral health services.

Total

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

1

2,220,764

4,521,528

11

4,737,577

4,737,577

43

300,000

2,884,781

0

2,220,764

0

4,737,577

0

300,000

118 $74,968,576 $87,962,872 ($24,819,209)

$50,149,367

Office of Planning and Budget

19

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Mental Health
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$6,234,237

$6,125,830

661,472

647,971

FY 2014 Current Budget
$5,778,069 558,392

Changes

FY 2015 Recommendation $5,778,069 558,392

53,480 108,611 225,874 94,836,242
2,243 $102,122,159

7,685 103,800 186,543 99,060,033
1,870 $106,133,733

22,600 130,300 133,422 81,318,089
22,000 $87,962,872

($24,819,209) ($24,819,209)

22,600 130,300 133,422 56,498,880
22,000 $63,143,663

$75,228,335 24,290,199 2,603,625
$102,122,159

$73,186,224 31,236,223 1,711,286
$106,133,733

115

104

21

21

$74,968,576 10,324,515 2,669,781
$87,962,872
302 21

($24,819,209) ($24,819,209)

$50,149,367 10,324,515 2,669,781
$63,143,663
302 21

Office of Planning and Budget

20

1/9/2014

Department of Behavioral Health and Developmental Disabilities
ZBB Program: Child and Adolescent Mental Health
Performance Measures

Agency Purpose: The Department of Behavioral Health and Developmental Disabilities provides treatment and support services to people with mental illness and addictive diseases and support to people with developmental disabilities.

Program Purpose: The purpose of this program is to provide services and support that enable youth to address mental health disorders and maintain a healthy lifestyle in recovery.

Performance Measures 1. Number of youth served by Psychiatric Residential Treatment Facility (PRTF) providers 2. Number of Mental Health Clubhouse Recovery Support Service members 3. Percentage of Community Based Alternatives for Youth consumers who are not admitted to a higher level of care within 90 days 4. Number of youth served in community-based services 5. Number of clients served in crisis service activity 6. Average length of stay at PRTF 7. 30-day Crisis Stabilization Unit (CSU) readmission rate 8. CSU utilization rate 9. Percentage of youth with improved functioning (change in CAFAS score from initial screening to most recent reported score) 10. Percent of Mental Health Clubhouse members who are not admitted to a higher level of care within 90 days

FY 2010 N/A
N/A N/A
N/A N/A N/A N/A N/A N/A
N/A

Actuals

FY 2011

FY 2012

758

622

N/A

N/A

N/A

N/A

31,548 1,414 N/A N/A N/A N/A

28,998 1,541 N/A N/A N/A 48.5%

N/A

N/A

FY 2013 518
598 N/A
25,356 1,636 N/A N/A N/A 49.3%
N/A

Office of Planning and Budget

21

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Community Health ZBB Program: Mercer School of Medicine Grant, Georgia Board for Physician Workforce

Office of Planning and Budget

22

1/9/2014

Department of Community Health
ZBB Program: Mercer School of Medicine Grant, Georgia Board for Physician Workforce
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the program's effectiveness in reaching its overall objective of increasing physicians in the state of Georgia with the understanding that there is a connection between where a doctor receives their education and where they ultimately practice.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are no positions funded in this program. All program activities are performed by staff funded through the Georgia Board
of Physician Workforce: Administration. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Georgia currently faces a physician shortage that is predicted to increase. To address this issue the Georgia Board for Physician Workforce gives
Mercer School of Medicine a grant to assist in expanding their classroom size with the understanding that there is a connection between where a doctor receives their education and where they ultimately practice. Recommendation: Continue to monitor the private/public partnership between the state and Mercer School of Medicine to evaluate the benefits of the grant.

Office of Planning and Budget

23

1/9/2014

Department of Community Health
ZBB Program: Mercer School of Medicine Grant, Georgia Board for Physician Workforce
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Contract Management

Description

Authority

Process payment within 10 days of receipt of invoice or per contract OCGA 49-10-3

schedule.

No. of Positions

FY 2014

FY 2014

State Funds Total Budget $20,969,911 $20,969,911

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$20,969,911

Monitor Contract Deliverables

Calculate number of medical school graduates entering primary care OCGA 49-10-3 and core specialty GME programs at completion of National Resident Matching Program match.
Total

0 $20,969,911 $20,969,911

0

$0

$20,969,911

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

24

1/9/2014

Department of Community Health
ZBB Program: Mercer School of Medicine Grant, Georgia Board for Physician Workforce
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type State General Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

FY 2014 Current Budget

FY 2015

Changes

Recommendation

$20,169,911 $20,169,911

$20,969,911 $20,969,911

$20,969,911 $20,969,911

$20,169,911 $20,169,911

$20,969,911 $20,969,911

$20,969,911 $20,969,911

$20,969,911

$0

$20,969,911

$20,969,911

$0

$20,969,911

Office of Planning and Budget

25

1/9/2014

Department of Community Health
ZBB Program: Mercer School of Medicine Grant, Georgia Board for Physician Workforce
Performance Measures
Agency Purpose: The Georgia Board for Physician Workforce shall address the health care workforce needs of Georgia communities through the support and development of medical education programs and increase the number of physicians and health care practitioners practicing in underserved rural areas. Program Purpose: The purpose of this program is to provide funding for the Mercer School of Medicine to help insure an adequate supply of primary and other needed physician specialists through a public/private partnership with the State of Georgia.

Performance Measures 1. Percentage of graduates entering core specialties (primary care, family medicine, internal medicine, pediatrics, OB/GYN, or general surgery) 2. Number of medical students enrolled at Mercer School of Medicine 3. Number of students in the first year class 4. Percentage of graduates practicing in Georgia

FY 2010 55%
312 104 62%

Actuals

FY 2011

FY 2012

58%

55%

351

387

102

109

65%

65%

FY 2013 66%
400 110 N/A

Office of Planning and Budget

26

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Community Health ZBB Program: Morehouse School of Medicine Grant, Georgia Board for Physician Workforce

Office of Planning and Budget

27

1/9/2014

Department of Community Health
ZBB Program: Morehouse School of Medicine Grant, Georgia Board for Physician Workforce
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the program's effectiveness in reaching its overall objective of increasing physicians in the state of Georgia with the understanding that there is a connection between where a doctor receives their education and where they ultimately practice.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are no positions funded in this program. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Georgia currently faces a physician shortage that is predicted to increase. To address this issue the Georgia Board for Physician Workforce
gives Morehouse School of Medicine a grant to assist in expanding their classroom size with the understanding that there is a connection between where a doctor receives their education and where they ultimately practice. Recommendation: Continue to monitor the private/public partnership between the state and Morehouse School of Medicine to evaluate the benefits of the grant.

Office of Planning and Budget

28

1/9/2014

Department of Community Health
ZBB Program: Morehouse School of Medicine Grant, Georgia Board for Physician Workforce
FY 2015 Zero-Based Budget Report
7. Morehouse School of Medicine contracts with several hospitals to draw down a Upper Payment Limit (UPL) match for the state funds they receive from the grant. As the Affordable Care Act (ACA) changes to the distribution of Dishproportionate Share Hospital funds and UPL draw down begin to take effect, it is possible hospitals will be more reluctant to allow Morehouse School of Medicine to draw down UPL match funding. Recommendation: Continue to monitor the impact of the ACA on UPL draw down. Work with Georgia Board for Physician Workforce and the Morehouse School of Medicine to come up with alternative funding opportunities.

Office of Planning and Budget

29

1/9/2014

Department of Community Health
ZBB Program: Morehouse School of Medicine Grant, Georgia Board for Physician Workforce
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Contract Management

Description

Authority

Process payment within 10 days of receipt of invoice or per contract OCGA 49-10-3

schedule.

No. of Positions

FY 2014

FY 2014

State Funds Total Budget $10,933,643 $11,438,948

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$10,933,643

Monitor Contract Deliverables

Calculate number of medical school graduates entering primary care OCGA 49-10-3 and core specialty GME programs at completion of National Resident Matching Program match.
Total

0 $10,933,643 $11,438,948

0

$0

$10,933,643

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

30

1/9/2014

Department of Community Health
ZBB Program: Morehouse School of Medicine Grant, Georgia Board for Physician Workforce
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

FY 2014 Current Budget

FY 2015

Changes

Recommendation

$10,608,570 $10,608,570

$10,671,474 $10,671,474

$11,438,948 $11,438,948

$10,608,570 $10,608,570

$10,671,474 $10,671,474

$10,933,643 505,305
$11,438,948

$11,438,948

$0

$11,438,948

$10,933,643

505,305

$0

$11,438,948

Office of Planning and Budget

31

1/9/2014

Department of Community Health
ZBB Program: Morehouse School of Medicine Grant, Georgia Board for Physician Workforce
Performance Measures
Agency Purpose: The Georgia Board for Physician Workforce shall address the health care workforce needs of Georgia communities through the support and development of medical education programs and increase the number of physicians and health care practitioners practicing in underserved rural areas. Program Purpose: The purpose of this program is to provide funding for the Morehouse School of Medicine to help insure an adequate supply of primary and other needed physicians specialists through a public/private partnership with the State of Georgia.

Performance Measures 1. Percentage of graduates entering core specialties (primary care, family medicine, internal medicine, pediatrics, OB/GYN, or general surgery) 2. Number of medical students enrolled at Morehouse School of Medicine 3. Number of students in the first year class 4. Percentage of graduates practicing in Georgia

FY 2010 64%
213 55
47%

Actuals

FY 2011

FY 2012

71%

66%

223 55
45.6%

230 65
46.3%

FY 2013 69%
236 70
N/A

Office of Planning and Budget

32

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Community Health ZBB Program: Healthcare Facility Regulation

Office of Planning and Budget

33

1/9/2014

Department of Community Health
ZBB Program: Healthcare Facility Regulation
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate staffing and organizational changes implemented by the program with the goal of better performing duties. The Healthcare Facility Regulation program inspects long term care, health care facilities and is responsible for the State of Georgia's Certificate of Need program.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: Staffing levels remain consistent. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Application fees and fines collected by Healthcare Facility Regulation do not cover the full state cost for licensing and monitoring
healthcare facilities. Recommendation: State statute prevents Healthcare Facility Regulation from raising fees higher than the rate of inflation. Perform an internal study to assess how comparable Georgia's application fees are to other states, and explore steps needed to address statutory limitations. 7. It is likely that the program will not meet its Long Term Care Surveys federal benchmarks this federal fiscal year. This is due to the state of Georgia's participation in a pilot program that required facilities to fill out an online survey. Technological setbacks and user error caused the inspection process to fall behind. Additionally, the program experienced a number of retirements. Recommendation: The program has already implemented steps to rectify this issue. Continue to monitor the situation and report back to the Office of Planning and Budget by July 1, 2014.

Office of Planning and Budget

34

1/9/2014

Department of Community Health
ZBB Program: Healthcare Facility Regulation
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Licensure of Healthcare Facilities Initial inspections, periodic inspections, complaint investigations, and enforcement activities.

No. of

Authority Positions

OCGA 31-16-12;

135

31-26-5; 31-33-

21; 31-37-7; 31-

43-26; 31-44-5;

31-49-6; and 31-

50-13

FY 2014

FY 2014

State Funds Total Budget

$5,284,907 $10,755,888

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$5,284,907

Health Planning

Certificate of Need (CON) activities which determines the need for OCGA 31-6-40,

healthcare facilities and services and whether or not a facility or 31-6-41, and 31-

service is exempt from CON review. CON financial thresholds are 6-45; 31-7-179

calculated and published. Health Planning also collects and

and 31-7-307

disseminates data, reviews construction of hospitals, skilled nursing

facilities and ambulatory surgery centers.

11

1,088,302

1,188,302

0

1,088,302

Direction and Program Support Administrative support for program operations and personnel supervision.

23

585,937

3,411,856

0

585,937

Total

169

$6,959,146 $15,356,046

$0

$6,959,146

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

35

1/9/2014

Department of Community Health
ZBB Program: Healthcare Facility Regulation
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants Total Expenditures
Fund Type
State General Funds Federal Funds Federal Recovery Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$12,254,824

$13,517,031

1,257,275

1,274,580

FY 2014 Current Budget
$13,682,441 1,140,769

51,470

43,874

2,278 20,975

55,458 1,387,807
11,700 $15,018,534

54,753 1,059,667
$15,949,905

103,720 405,863
$15,356,046

Changes

FY 2015 Recommendation $13,682,441 1,140,769

2,278 20,975

103,720 405,863

$0

$15,356,046

$5,623,951 9,381,049 13,534
$15,018,534
206

$6,535,685 9,314,220
100,000 $15,949,905
204

$6,959,146 8,296,900
100,000 $15,356,046
204

$6,959,146 8,296,900

100,000

$0

$15,356,046

204

Office of Planning and Budget

36

1/9/2014

Department of Community Health
ZBB Program: Healthcare Facility Regulation
Performance Measures
Agency Purpose: The Department of Community Health serves as the lead agency for health care planning, regulation, and purchasing. The Department administers the State Health Benefit Plan, Medicaid, and PeachCare for Kids.
Program Purpose: The purpose of this program is to inspect long term care and health care facilities.

Performance Measures 1. Percentage of applicable health care facility inspection results posted to the website within 30 days of inspection exit
2. Percentage of state licensed health care facilities who have survey results posted on the DCH website
3. Number of licenses issued each year 4. Number of annual inspections, excluding complaint inspections 5. Number of complaints reported 6. Number of complaints that resulted in a site visit 7. Number of exemption letter requests 8. Number of Certificate of Need applications processed 9. Percentage of Certificate of Need applications reviewed within 120 days of
file date

FY 2010 N/A

Actuals

FY 2011

FY 2012

94%

94%

FY 2013 100%

N/A
838 2,954 9,879 2,357
273 87
100%

57%
850 2,637 10,009 2,366
249 97
100%

65%
854 3,021 10,925 2,453
273 68
100%

65%
686 2,444 10,754 2,459
264 79
100%

Office of Planning and Budget

37

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Corrections ZBB Program: Health

Office of Planning and Budget

38

1/9/2014

Department of Corrections
ZBB Program: Health
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the cost-effectiveness of program activities and ensure that performance measures effectively track progress to program goals. The Georgia Department of Corrections (GDC) administers the prison and probation sentences of offenders adjudicated by Georgia courts. The Health program administers dental, mental, and physical healthcare to all of the state's inmates. Physical health services and staffing is managed through a contract with Georgia Correctional Healthcare (GCHC), services include; initial physical assessment, pharmacy, specialty and surgical procedures, dialysis, palliative care, and pain management. Mental health and dental health services and some staffing are managed through a contract with Mental Health Management, Inc. (MHM).
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The program has 185 FTE positions a majority of whom provide onsite counseling services. In addition, Georgia
Department of Corrections contracts with Georgia Correctional Healthcare, a division of Georgia Regents University, to provide medical staffing needed for the treatment of offenders, while Mental Health Management, Inc., a private vendor, provides mental health and dental services. 3. Fleet Management: The three motor vehicles assigned to this program are for field staff who travel to conduct audits, corrective actions, compliance, and technical assistance to staff in facilities. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures accurately reflect the performance of the program. 5. Budget Impact: From FY 2011 to FY 2013, the prison population has been relatively stable (between 44,000 to 45,000 inmates, which is not inclusive of private prison or county prison inmates); yet, contractual services have decreased during this same timeframe by $2.8 million. Costs have declined due to innovative health services delivery modifications such as the repurposing of Helms from a Transitional Center to a medical facility that houses pregnant and post-operative inmates; the creation of a secure wing at the Atlanta Medical Center; establishment of Infectious Disease Clinic utilizing the federal Disproportionate Share Hospital program to receive discount pricing on HIV medications; and telemedicine where appropriate.

Office of Planning and Budget

39

1/9/2014

Department of Corrections
ZBB Program: Health
FY 2015 Zero-Based Budget Report
Program Operations: 6. GCHC manages healthcare units at 60 correctional sites throughout the state. The GDC contracts with the GCHC for physical health
services which mitigates costs since both entities are state agencies, thus maximizing state resources. Recommendation: Continue to outsource inmate healthcare to other state agencies and private vendors. 7. Telemedicine is used in 18 correctional facilities located across the state and allows physicians and mental health specialists to meet with and treat inmates remotely using videoconferencing technology. Telemedicine is an efficient and effective means of treating inmates as it reduces costs associated with security and transportation of inmates to outside medical treatment facilities. Recommendation: Continue to utilize and expand telemedicine services where appropriate. 8. The initiative to develop and execute policies aimed at pursuing Medicaid reimbursements for eligible inmates who are aged, blind, and disabled and/or pregnant is expected to mitigate costs to the GCHC contract. Recommendation: Pursue Medicaid to the fullest extent possible for in-patient hospital stays. 9. The initiative to implement Electronic Health Records (EHR) to all GDC facilities is expected to produce procedural efficiencies in the agency. Recommendation: Pursue and complete the implementation of the EHR system.

Office of Planning and Budget

40

1/9/2014

Department of Corrections
ZBB Program: Health
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

No. of

Activity

Description

Authority Positions

Physical Health

Healthcare services are provided 24/7 to offenders and incarcerated OCGA 42-5-2

42

probationers at all state facilities to include only those services that and OCGA 42-2-

are medically necessary, according to GDC guidelines. Services

11(c)

include; initial physical assessment, pharmacy, specialty and surgical

procedures, dialysis, palliative care, and pain management. In

addition, this activity processes medical reprieve submissions to the State Board of Pardons and Paroles. (97% contracted)

FY 2014

FY 2014

State Funds Total Budget

$164,020,004 $164,410,004

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$164,020,004

Mental Health Dental Health

Provision of a holistic delivery approach to the assessment, treatment and management of mental illness and behavioral problems. (74.8% contracted)

OCGA 42-5

Oral care is provided by a licensed dentist and hygienist and

OCGA 42-2-

encompasses a full range of dental services offered at the resident 11(c) and OCGA

facility or referral for oral surgery specialty services when indicated. 42-5-2

(78% contracted)

Total

124

28,713,248

28,713,248

19

7,472,631

7,472,631

185 $200,205,883 $200,595,883

0

28,713,248

0

7,472,631

$0

$200,205,883

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

41

1/9/2014

Department of Corrections
ZBB Program: Health
Financial Summary
Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type State General Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$9,459,458

$9,286,439

78,993

108,071

265,237

311,173

100,773

28,523

38,256

FY 2014 Current Budget
$10,775,285 139,435
3,437

97,825 190,199,847
1,745,736 $201,921,554

129,471 188,981,138
1,342,670 $200,252,056

44,727 187,355,988
2,277,011 $200,595,883

Changes

FY 2015 Recommendation $10,775,285 139,435

3,437

44,727

187,355,988

2,277,011

$0

$200,595,883

$201,921,554 $201,921,554

$200,237,289 14,767
$200,252,056

$200,205,883 390,000
$200,595,883

233

185

185

3

3

3

$200,205,883

390,000

$0

$200,595,883

185 3

Office of Planning and Budget

42

1/9/2014

Department of Corrections
ZBB Program: Health
Performance Measures
Agency Purpose: The Georgia Department of Corrections administers the prison and probation sentences of offenders adjudicated by Georgia courts. The Department of Corrections creates a safer Georgia by effectively managing offenders and providing opportunities for positive change.
Program Purpose: The purpose of this program is to provide the required constitutional level of physical, dental, and mental health care to all inmates in the state correctional system.

Performance Measures 1. Total cost of health service providers 2. Number of telemedicine treatment/consultation hours per year 1
3. Annual cost of medications 4. Number of physical health care encounters (future measure) 5. Total daily health cost per inmate, including physical health, mental health,
dental care 6. Daily cost per inmate for dental care 7. Daily cost per inmate for mental health care 8. Daily cost per inmate for physical health care 9. Medicaid claims paid per year 10. Percentage of inmates on a mental health caseload

FY 2010 $44,287,532
354
$28,454,287 N/A
$9.65

Actuals

FY 2011

FY 2012

$38,138,276 $37,280,381

291

274

$29,807,131 N/A
$10.02

$31,886,553 N/A
$9.57

FY 2013 $34,563,088
302
$25,977,846 N/A
$9.44

$0.24 $1.32 $8.09
N/A 17%

$0.29 $1.47 $8.26
N/A 16%

$0.34 $1.30 $7.93
N/A 16%

$0.33 $1.34 $7.77
N/A 17%

1 The increase in FY 2013 is due to the implementation of the Infectious Disease Clinic which mitigates the need for face-to-face visits.

Office of Planning and Budget

43

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Early Care and Learning ZBB Program: Nutrition

Office of Planning and Budget

44

1/9/2014

Department of Early Care and Learning
ZBB Program: Nutrition
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to ensure that they key activities of the federally funded Nutrition program in the Department of Early Care and Learning (DECAL) are being performed accurately and effectively and to update performance measures to adequately track program performance.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities.
2. Staffing Levels: The program has 32 federally funded positions.
3. Fleet Management: This program does not have any state vehicles.
4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures accurately reflect the performance of the program.
5. Budget Impact: The program is entirely federally funded, and all grants are formula grants except for the Team Nutrition Project Grant. This program has not been affected by sequestration.
Program Operations: 6. The program undertook significant outreach efforts for the Summer Food Service Program during 2013 to increase usage. The program
saw a 6.9% increase over the prior year in summer meals served, and 17 previously unserved counties were added. This outreach included signage, radio advertising, and contact with counties without feeding sites. Recommendation: The program should continue this type of awareness campaign in the future to maintain and further the reach of the Nutrition program. 7. In 2013, the program partnered with the Arby's Foundation, the Atlanta Community Food Bank, and the Department of Education for summer meal coordination and promotion. Through this partnership, a texting service was created to help families locate summer food service sites. Recommendation: This public-private collaboration has led to increased awareness and usage, and the Nutrition program should further similar collaborative efforts. 8. DECAL has been proactive in applying for the Team Nutrition Project Grant since 2009, and the Department has received it each time they applied. The program was awarded the grant again in the fall of 2013 for the third time. Recommendation: This effort highlights DECAL's commitment to training childcare providers in nutritious practices. DECAL should continue applying for the Team Nutrition Grant and other applicable nutrition project grants as available.

Office of Planning and Budget

45

1/9/2014

Department of Early Care and Learning
ZBB Program: Nutrition
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Child and Adult Care Food Program (CACFP) and the Summer Food Service Program (SFSP)

Description
DECAL reimburses eligible program providers for meals and snacks through these two U.S. Department of Agriculture (USDA) formula grants. CACFP serves eligible children in qualifying childcare programs, as well as eligible adults age 60 and older in adult day care centers or functionally impaired adults age 19 and older. SFSP generally serves children ages 18 and under in the summer months when local school systems are not in session. The associated positions are compliance staff who ensure proper adherence by providers to USDA guidelines.

Authority OCGA 20-1A-4

No. of

FY 2014

Positions State Funds

11

FY 2014 Total Budget
$119,050,000

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level
$0

State Administrative Expenses for The State Administrative Expenses for Child Nutrition Grant (SAE) OCGA 20-1A-5

20

Child Nutrition Grant

covers personnel costs for technical assistance and outreach for the

USDA nutrition grants. Activities covered include provider training,

application approval, administrative compliance appeals process,

and establishing state policy for program operations. In addition,

promotional outreach such as billboards and other promotional

medium have been placed to expand usage of the Summer Food

Service Program.

Other Federal Nutrition Project The Nutrition program has applied for and received the USDA Team OCGA 20-1A-4

1

Grants as Available

Nutrition Grant in 2009, 2011, and 2013. This two year grant

provides additional funding for provider staff training on healthy

eating and physical activity for children.

2,700,000

0

250,000

0

Total

32

$0 $122,000,000

$0

$0

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

46

1/9/2014

Department of Early Care and Learning
ZBB Program: Nutrition
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants - Other Grants - Child/Adult Care Food Program Grants - Summer Food Service Program Grants - Cash In Lieu Grants to Providers - Admin. Expenses Total Expenditures
Fund Type
Federal Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$2,268,983

$2,563,711

336,919

572,061

FY 2014 Current Budget
$2,500,000 500,000

7,266 382,111 167,470 169,592 780,435
43,042
98,148,016 9,814,240 5,179,015 587,765
$117,884,856

4,155 632,092 181,834
91,187 991,131 108,399
98,388,735 9,861,953 5,429,395 3,360,625
$122,185,279

5,000 600,000 185,000
90,000 900,000 100,000
98,120,000 9,800,000 5,700,000 3,500,000
$122,000,000

Changes

FY 2015 Recommendation $2,500,000 500,000

5,000 600,000 185,000
90,000 900,000 100,000
98,120,000 9,800,000 5,700,000 3,500,000

$0

$122,000,000

$117,884,856 $117,884,856
34

$122,185,279 $122,185,279
38

$122,000,000 $122,000,000
32

$122,000,000

$0

$122,000,000

32

Office of Planning and Budget

47

1/9/2014

Department of Early Care and Learning
ZBB Program: Nutrition
Performance Measures
Agency Purpose: The Department of Early Care and Learning oversees a wide range of programs focused on meeting the child care and early education needs of Georgia's children and their families.
Program Purpose: The purpose of this program is to ensure that USDA-compliant meals are served to eligible children and adults in day care settings and to eligible youth during the summer.

Performance Measures 1. Number of feeding sites per fiscal year for both the Child and Adult Care Food Program and Summer Food Service Program, which is a result of further outreach and training efforts 2. Number of meals served per year by providers in the Child and Adult Care Food Program and the Summer Food Service Program
3. Percentage of accurately submitted monthly claims reimbursed within 10 days of receipt
4. Number of program provider trainings provided on healthier menu options per year
5. Number of counties participating in the Child and Adult Care Food Program
6. Number of counties participating in the Summer Food Service Program

FY 2010 5,956

Actuals

FY 2011

FY 2012

6,310

6,280

FY 2013 6,036

86,001,243
99% 2
157 137

85,200,000
97% 0
155 135

80,667,591
98% 4
154 135

80,987,968
98% 8
152 140

Office of Planning and Budget

48

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Economic Development ZBB Program: Small and Minority Business Development

Office of Planning and Budget

49

1/9/2014

Department of Economic Development
ZBB Program: Small and Minority Business Development
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to evaluate the effectiveness of the program charged with assisting entrepreneurs and small and minority businesses by providing technical assistance on planning, advocacy, business needs, and identifying potential markets and suppliers, and to provide assistance to local communities in growing small businesses.
Results of Analysis 1. Statutory Alignment: Program activities are not aligned with statutory responsibilities.
2. Staffing Levels: The program has seven full-time benefit eligible employees.
3. Fleet Management: This program does not have any state vehicles.
4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should continue to develop relevant and measurable outcomes for its key activities.
5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. The Official Code of Georgia 50-7-7 provides the Georgia Department of Economic Development with broad duties and powers to
promote and encourage business development; however, the activities of Small and Minority Business program are not statutorily required. In addition, the agency does not perform specific outreach to small and minority businesses for development. The program's current resources are used to compliment the Global Commerce program, which works to connect all businesses within the state of Georgia to expand opportunities and international markets throughout the world. Additionally, the state of Georgia provides direct and indirect support to small and minority businesses through various programs and agencies. These programs include the Department of Community Affairs' State Small Business Credit Initiative, which leverages existing programs, federal funds, and private lending to help finance small businesses and manufacturers that are creditworthy, but unable to secure financing needed to expand and create jobs ($47,808,507); the Georgia Entrepreneur and Small Business Outreach program, which helps to bring training, education and mentoring services and resources to small businesses in rural Georgia ($500,000 annually); and the Georgia Department of Transportation's (GDOT) Small Business and Minority Business Enterprise programs, which are designed to increase opportunities for all small companies doing business with GDOT ($800,000 appropriated in the AFY 2013 budget to help implement the programs). Recommendation: The Department of Economic Development should create strategies to streamline and target services and assistance to small and minority businesses.

Office of Planning and Budget

50

1/9/2014

Department of Economic Development
ZBB Program: Small and Minority Business Development
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Resource Awareness through one- Involves speaking to business organizations and community business

on-one guidance/resource

groups statewide about state business resources; providing tools

direction

and best practices for statewide local economic development

practitioners; eBlasting pertinent news, business opportunities,

educational events, business opportunities statewide.

Identifying potential markets and Provides research to businesses connecting distributors and

suppliers

suppliers.

Authority

No. of Positions
2

FY 2014

FY 2014

State Funds Total Budget

$274,017

$274,017

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$274,017

3

349,148

349,148

0

349,148

Managing statewide small business resource directory website

Provides input on content and updates to program's website.

2

288,837

288,837

0

288,837

Total

7

$912,002

$912,002

$0

$912,002

Alternative (List an alternative approach to delivering program services within current agency budget) With seven full-time equivalent (FTE) positions handling the program delivery and marketing for the whole state, the agency feels current operations are the most efficient use of state resources. The alternative approach takes into account moving the program to Global Commerce to maximize resources and leverage existing partnerships.

Office of Planning and Budget

51

1/9/2014

Department of Economic Development
ZBB Program: Small and Minority Business Development
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type State General Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$677,616

$687,194

124,706

73,113

FY 2014 Current Budget
$736,908 73,114

Changes

FY 2015 Recommendation $736,908 73,114

34,019 5,213
62,812 $904,366
$904,366 $904,366
7

34,019 5,076
95,812 $895,214
$895,214 $895,214
7

34,019 5,149
62,812 $912,002
$912,002 $912,002
7

34,019

5,149

62,812

$0

$912,002

$912,002

$0

$912,002

7

Office of Planning and Budget

52

1/9/2014

Department of Economic Development
ZBB Program: Small and Minority Business Development
Performance Measures
Agency Purpose: The Department of Economic Development (GDEcD) is the state's sales and marketing arm and lead agency for attracting new business investment, encouraging the expansion of existing industry and small businesses, developing new domestic and international markets, attracting tourists to Georgia, and promoting the state as a location for film, video, music and digital entertainment projects, as well as planning and mobilizing state resources for economic development.
Program Purpose: The purpose of the program is to assist entrepreneurs and small and minority businesses by providing technical assistance on planning, advocacy, business needs, and identifying potential markets and suppliers, and to provide assistance to local communities in growing small businesses.

Performance Measures 1. Number of companies served 2. Number of community visits

FY 2010 1,147 131

Actuals

FY 2011

FY 2012

936

848

159

539

FY 2013 630 416

Office of Planning and Budget

53

1/9/2014

FY 2015 Zero-Based Budget Analysis
Georgia Forestry Commission ZBB Program: Forest Protection

Office of Planning and Budget

54

1/9/2014

Georgia Forestry Commission
ZBB Program: Forest Protection
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to analyze the effectiveness and benefit of the Forest Protection program within the Georgia Forestry Commission.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The program currently has 403 full-time benefit eligible positions. 3. Fleet Management: The program has 542 vehicles authorized for use by this program. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Prescribed burns serve as a useful method for reducing fire fuel buildup and help prevent dangerous fires. However, wildfires started by
prescribed burns accounted for 24% of all wildfires that occurred in FY 2013. In order to decrease these incidents, the Commission provides technical and onsite assistance to individuals who wish to do a prescribed burn if weather conditions are favorable and not conducive to starting a hazardous fire. Currently, the Commission will advise individuals against performing a prescribed burn, not provide assistance, nor issue burn permits to individuals when drought conditions are excessively high. Additionally, individuals are fined by the Commission for commencing with prescribed burns without the proper permit. Recommendation: The Commission should continue to enforce policies to mitigate and help prevent escaped prescribed burning wildfire incidents from occurring. 7. The Commission currently has 110 county offices in the state and has proposed consolidating additional offices by moving Ranger I's to serve under one Chief Ranger within the same 45 minute response area and utilize savings for statutory functions. Recommendation: The Commission should seek public/private partnerships to meet emergency response needs.

Office of Planning and Budget

55

1/9/2014

Georgia Forestry Commission
ZBB Program: Forest Protection
FY 2015 Zero-Based Budget Report
8. The Commission does not currently use mobile GPS tracking technology to assist fire control personnel in the suppression of wildfires and navigation of forestlands during firefighting activities. Other state public safety agencies employ such technology for their every day operations. GPS tracking technology would assist in providing effective dispatch to wildfire incidents, aerial photography and topography maps during live fire incidents, enhance safety measures for ground personnel navigating unfamiliar terrain, and allow personnel to be tracked while working in the field. The Commission has indicated that it will initialize a small grant funded pilot project to equip a select group of units with GPS tracking technology to interface with the Commission's web-based GIS enterprise system. Recommendation: The Commission should report the results of the pilot project to the Office of Planning and Budget and consider exploring innovative funding methods to provide GPS technology for Forest Protection personnel.

Office of Planning and Budget

56

1/9/2014

Georgia Forestry Commission
ZBB Program: Forest Protection
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Field Operations

Description

Authority

Provides services to protect the public and Georgia's forest from the OCGA 12-6-5;

impact of wildfires such as issue burning permits, and conducting 12-6-83; 12-6-

mitigation and prevention activities that help reduce the risk of

90

wildfires.

Protection Staff

Provides leadership on a state wide level on wildfire suppression, OCGA 12-6-5;

fuels mitigation, fire prevention, training, smoke management, and 12-6-83; 12-6-

burning permitting activities. Represents the State's Forest

90

Protection program on the national level and is the agency liaison in

dealing with GEMA, and State Fire Chief Association and Georgia

Firefighters Association.

No. of Positions
363

FY 2014

FY 2014

State Funds Total Budget

$21,616,167 $26,444,268

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($45,240)

$21,570,927

5

379,683

490,398

0

379,683

Prescribed Burning

Provides increased safety through the reduction of hazardous fuel OCGA 12-6-5;

1

buildup and maintaining the health of forest ecosystems.

12-6-90; 12-6-

146

82,012

0

Fire Weather
Radio Communications Fabrication (FAB) Shop

Provides weather forecast monitoring and support to ensure the OCGA 12-6-5 safety of personnel during wildland fire suppression and prescribed burning activities.

Ensures a reliable two way communication system to support fire fighting duties throughout the state.
Provides fire fighting equipment and repair services for rural fire departments and the Commission.

OCGA 12-6-5 OCGA 12-6-5

1

103,741

138,674

1

245,047

622,757

8

539,921

648,994

0

103,741

0

245,047

0

539,921

Air Operations

Assists in the detection of wildfires, and airborne suppression support in accordance with airborne fire fighting protocols.

OCGA 12-6-5; 12-6-22.1

10

1,292,750

1,518,952

0

1,292,750

Office of Planning and Budget

57

1/9/2014

Georgia Forestry Commission
ZBB Program: Forest Protection
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Law Enforcement

Provides investigation services for suspicious wildland fires across the state. Investigators provide specialized training to firefighters and other law enforcement officers on wildland fire techniques.

Authority OCGA 12-6-5; 12-6-20

No. of Positions
3

FY 2014

FY 2014

State Funds Total Budget

36,685

429,880

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

36,685

Geographic Information Systems Provides geospatial support to the Forest Protection program with OCGA 12-6-5

(GIS) Services

the production of maps and analysis of GIS information for planning,

mitigation, preparedness, and incident response.

Fire Prevention Rural Fire Defense

Seeks to reduce the number of human caused wildfires in the state OCGA 12-6-5; through public outreach, education, mitigation, and enforcement. 12-6-83

Provides firefighting protection assistance, equipment, repair services, and grant funds to rural counties in the state.

OCGA 12-6-5

Response Center

Assists the Commission in dispatching firefighter personnel and the OCGA 12-6-5 closest available resources to wildland fires.
Total

1

72,651

0

3

302,150

317,300

3

112,385

516,114

0

302,150

0

112,385

4

272,663

622,185

45,240

317,903

403 $24,901,192 $31,904,185

$0

$24,901,192

Alternative (List an alternative approach to delivering program services within current agency budget)
Presently, Field Operations is only funded to meet a low to moderately low fire season. Any changes in State funds will impact the ability of the agency to effectively respond to wildfires as this activity area supports all first line fire response to wildfires across the state. Suggested changes to the Response Center activity would allow the agency to hire a more experienced and professional individual as opposed to utilization of part time personnel. This individual would ensure better services can be provided from response center for the purpose of smoke screening large permits and assist in the dispatch of wildfire operations.

Office of Planning and Budget

58

1/9/2014

Georgia Forestry Commission
ZBB Program: Forest Protection
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Capital Outlay Contractual Services Total Expenditures
Fund Type
State General Funds Governor's Emergency Funds Federal Funds Federal Recovery Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$24,745,251

$23,302,482

6,460,860

6,747,303

136,647

444,733

372,957

602,321

942,512

1,289,993

20,563 390,208 334,317 2,588,677 $35,991,992

26,320 468,575
532,644 $33,414,371

FY 2014 Current Budget
$24,498,689 5,781,473 120,000 189,325 547,449 23,268 387,346
356,635 $31,904,185

Changes

FY 2015 Recommendation $24,498,689 5,781,473 120,000 189,325 547,449
23,268 387,346

356,635

$0

$31,904,185

$23,333,434 1,084,862 3,496,537 752,997 7,324,162
$35,991,992
417 542

$24,443,187
3,460,424 13,872
5,496,888 $33,414,371
403 542

$24,901,192
2,246,681
4,756,312 $31,904,185
403 542

$24,901,192

2,246,681

4,756,312

$0

$31,904,185

403 542

Office of Planning and Budget

59

1/9/2014

Georgia Forestry Commission
ZBB Program: Forest Protection
Performance Measures
Agency Purpose: The Georgia Forestry Commission provides leadership, service, and education in the protection and conservation of Georgia's forest resources through fire detection, burn permitting, wildfire suppression and prevention, emergency and incident command, rural fire department assistance, forest management assistance, marketing and utilization of forest resources, and tree seedlings and planting services to landowners.

Program Purpose: The purpose of this program is to ensure an aggressive and efficient response and suppression of forest fires in the unincorporated areas of the State; to mitigate hazardous forest fuels; to issue burn permits, to provide statewide education in the prevention of wildfires; to perform wildfire arson investigations; to promote community wild land fire planning and protection through cooperative agreements with fire departments; to train and certify firefighters in wild land firefighting; to provide assistance and support to rural fire departments including selling wild land fire engines and tankers; and to support the Forest Management program during periods of low fire danger.

Performance Measures 1. Average fire response time in minutes
2. Number of acres burned by wildfires 3. Number of online and automated burn permits issued 4. Number of acres per firefighter 5. Dollar value of property destroyed/damaged by forest fires 6. Percentage of burn permits issued online 7. Number of wildfire arson investigations conducted 8. Number of firefighters trained and certified in wild land firefighting

FY 2010 27
12,792 505,985
62,118 $3,347,443
75% 82 83

Actuals

FY 2011

FY 2012

29

33

151,329 606,782
66,448 $10,219,695
83% 111
68

27,163 714,153
66,225 $4,179,190
75% 83
175

FY 2013 30
19,718 710,390
65,873 $11,938,534
72% 195 108

Office of Planning and Budget

60

1/9/2014

FY 2015 Zero-Based Budget Analysis
Office of the Governor ZBB Program: Office of the Child Advocate

Office of Planning and Budget

61

1/9/2014

Office of the Governor
ZBB Program: Office of the Child Advocate
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to determine if duplication of activities is occurring amongst agencies with similar goals. The analysis also seeks to identify any process or cost efficiencies that may be achieved. The Office of the Child Advocate (OCA) is charged with providing independent oversight of persons, organizations, and agencies responsible for the protection and well-being of children. The agency also has several other mandated responsibilities related to the Child Fatality Review Panel, Child Abuse Protocols, Guardians ad Litem, and forensic interview training. Other agencies are also focused on child welfare such as the Governor's Office for Children and Families (GOCF) and the Department of Human Services (DHS).
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory requirements. 2. Staffing Levels: There were 10 filled positions in FY 2013 compared to 8 authorized positions in FY 2014. See specific recommendation
listed below. 3. Fleet Management: There are three vehicles assigned to the program. See specific recommendation listed below. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. However, data for certain
measures were not available. The agency should track and record data to ensure accurate reporting of performance data in the future. 5. Budget Impact: The Governor's FY 2015 Budget recommends transfers related to this program as well as an increase for operations.
Program Operations: 6. OCA currently provides training for child abuse protocol, Guardians ad Litem, and forensic interview. Within the current budget
constraints, the availability of these trainings could range from zero to eight offerings per year. Guardians ad Litem trainings are more closely aligned with the Criminal Justice Coordinating Council (CJCC). Forensic interview trainings are more closely aligned with the Child Advocacy Centers, currently funded under a contract with the Governor's Office for Children and Families (GOCF). Moving these responsibilities would allow OCA to focus on its primary purpose, which is independent oversight of persons, organizations, and agencies responsible for the protection and well-being of children. Recommendation: Investigate the opportunity for webcasting child abuse protocol trainings. Examine the cost-benefit for eliminating face-to-face trainings versus offering only web-based trainings.

Office of Planning and Budget

62

1/9/2014

Office of the Governor
ZBB Program: Office of the Child Advocate
FY 2015 Zero-Based Budget Report
Recommendation: Transfer forensic interview trainings to the Child Advocacy Centers, which are recommended to be moved to the Child Welfare program in the Department of Human Services. Since the Federal funds to support these trainings are received from DHS, the Federal funds should no longer be passed through to OCA. Transfer $74,558 in Federal funds to DHS. Recommendation: Revise the statute associated with Guardians ad Litem training (O.C.G.A. 15-11-9) to transfer the responsibility for the administration and approval of the training to CJCC. CJCC already serves similar clientele, utilizing Court Appointed Special Advocates (CASAs). In transferring this responsibility, administrative efficiencies may be achieved. Since the Federal funds to support these trainings are received from DHS, the Federal funds should be passed through to CJCC. Transfer $5,000 in Federal funds to CJCC. 7. Budget by object classes does not reflect historical spend patterns. Recommendation: Realign budget to reflect projected expenditures by object classes. 8. OCA has had difficulty managing its budget in the past, instituting furlough days and a reduction in force to avoid exceeding available funds. Recommendation: Ensure a spending plan is in place to assess fixed versus discretionary costs and maintain expenditures within the agency's budget. 9. Actual positions exceed the authorized position count. Recommendation: Reconcile the authorized position count to reflect the actual number of positions. 10. Three vehicles are assigned to this agency. Recommendation: The agency is surplusing one vehicle. Reduce the vehicle count through the amendment process, and evaluate the need for two vehicles to determine whether leasing vehicles for transportation would be more cost-effective. 11. The Child Fatality Review (CFR) activity used to be housed in the Department of Human Services, and two DHS employees still work on Recommendation: Transition one OCA staff member and CFR activities to DHS to achieve functional and financial efficiencies. Transfer $44,430 in state funds (Total Funds: ($49,430)) to DHS to cover personal services and operating expenditures.

Office of Planning and Budget

63

1/9/2014

Office of the Governor
ZBB Program: Office of the Child Advocate
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Child Welfare Complaint Resolution

Description
OCA serves as an independent oversight agency charged with identifying, receiving, investigating, and seeking the resolution or referral of complaints made by or on behalf of children concerning any act, omission to act, practice, policy, or procedure of an agency or any contractor or agent thereof that may adversely affect the health, safety, or welfare of children.

Authority OCGA 15-11173

No. of Positions
6.7

FY 2014

FY 2014

State Funds Total Budget

$658,770

$658,770

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$36,223

$694,993

Child Fatality Review Program1 OCA coordinates the State of Georgia's Child Fatality Review

OCGA 19-15-4

1.4

80,653

85,653

(80,653)

0

Program. This program is used to collect survey data on each death

of a Georgia child under the age of 18 who died in circumstances

that were sudden, accidental or otherwise unexpected. The data

collected is compiled and analyzed in order to identify the manner in

which Georgia's children are dying and in order to identify

prevention initiatives that may reduce the amount of preventable

deaths of Georgia's children. The deaths are reviewed in each

county and OCA provides training and technical assistance to the

counties to ensure that they are able to adequately perform the task

of investigating and reviewing the deaths. OCA also screens each

case to ensure the integrity of the data being collected. This ensures

accurate reporting of the deaths.

Child Abuse Protocol Program OCA oversees the state's effort to ensure that each county has an OCGA 19-15-2

0.2

15,054

20,054

effective Child Abuse Protocol. Each county is statutorily required to

have a child abuse protocol in place. The Child Abuse protocol is a

written document outlining in detail the procedures to be used in

investigating and prosecuting cases arising from alleged child abuse

and the methods to be used in coordinating treatment programs for

the perpetrator, the family, and the child. OCA ensures that each

county is meeting its obligations and provides technical assistance

to counties in order to help them remain in compliance.

0

15,054

Office of Planning and Budget

64

1/9/2014

Office of the Governor
ZBB Program: Office of the Child Advocate
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Training to Guardians ad Litem

OCA is statutorily required to approve and/or provide training to new Guardians ad Litem working in the Juvenile Court in child dependency cases.

Forensic Interview Training Administration

OCA provides training in the area of forensic interviewing of children.
Support overall administration for the agency. Includes executive management, accounting, human resources, information technology, and public affairs.

Authority OCGA 15-119(b)
OCGA 15-11172

No. of

FY 2014

Positions State Funds

FY 2014 Total Budget
5,000

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level
0

0.1

5,444

80,002

(5,444)

0.7

62,821

62,821

93,714

0 156,535

Total

9

$822,742

$912,300

$43,840

$866,582

1 Two additional employees work on the Child Fatality Review activity, but they are employees of the Department of Human Services and are not included in the position count. Note: Positions are listed based on the percentage of time each employee spends on each activity. Staff responsibilities do overlap across activities. The Director of OCA (counted in Child Welfare Complaint Resolution) supervises all activities.
Alternative (List an alternative approach to delivering program services within current agency budget) The agency could offer trainings through online courses or webcasts. OCA will investigate the possibility for implementing this in the future; however, this alternative approach may not be cost-neutral as the agency would need to utilize password-protected access to the trainings.

Office of Planning and Budget

65

1/9/2014

Office of the Governor
ZBB Program: Office of the Child Advocate
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$683,078

$707,482

57,942

46,818

FY 2014 Current Budget
$724,248 83,132

FY 2015

Changes

Recommendation

$43,840

$768,088

(64,000)

19,132

525 46,986
4,885 102,850 $896,267

3,037 47,143
9,389 127,856 $941,724

7,000 48,000
8,357 41,563 $912,300

(20,558) ($40,718)

7,000 48,000
8,357 21,005 $871,582

$774,227 122,040
$896,267
10 1

$805,043 136,681
$941,724
10 3

$822,742 89,558
$912,300
8 3

$43,840 (84,558) ($40,718)
(1)

$866,582 5,000
$871,582
7 3

Office of Planning and Budget

66

1/9/2014

Office of the Governor
ZBB Program: Office of the Child Advocate
Performance Measures
Agency Purpose: The Office of the Child Advocate provides independent oversight of persons, organizations, and agencies responsible for the protection and wellbeing of children.
Program Purpose: The purpose of this program is to provide independent oversight of persons, organizations, and agencies responsible for the protection and wellbeing of children.

Performance Measures
1. Number of child welfare complaints (per calendar year)
2. Number of child fatalities reviewed (per calendar year) 3. Average time to complete an investigation1 4. Percentage of teams that remain in compliance with Child Abuse Protocol
requirements2

FY 2010 N/A 518 N/A
N/A

Actuals

FY 2011

FY 2012

265

367

594

495

N/A

N/A

N/A

N/A

1 The current case management system does not allow for this measurement. Updates will be installed that will allow for this to be measured going forward. 2 This number is not an accurate representation of all counties with protocols in place. OCA believes some counties have protocols in place, but they are not currently on file with OCA. The agency plans to follow-up with all counties to ensure these protocols are on file.

FY 2013 N/A 565 N/A
40%

Office of Planning and Budget

67

1/9/2014

FY 2015 Zero-Based Budget Analysis
Office of the Governor ZBB Program: Governor's Office for Children and Families

Office of Planning and Budget

68

1/9/2014

Office of the Governor
ZBB Program: Governor's Office for Children and Families
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to identify duplicative services and activities within other state agencies. The Governor's Office for Children and Families (GOCF) was created through the consolidation of the Children and Youth Coordinating Council (CYCC) and the Children's Trust Fund (CTF) in FY 2008. While maintaining the services provided by the previous two agencies, GOCF has expanded its mission to include family violence, commercial sexual exploitation of children, home visitation, and the Children's Cabinet.
Results of Analysis 1. Statutory Alignment: Some program activities are not aligned with statutory responsibilities. Statute allows GOCF broad latitude to define
its scope of activities, which has resulted in a wide ranging scope of activities that lacks focus. Specific recommendations are listed below.
2. Staffing Levels: The authorized position count for this program is nine, and has remained unchanged since FY 2009. However, the number of staff has increased to 21 FTEs since FY 2009. The increase in positions is consistent with the agency's increased scope of activities and increased amount of funds to administer. See recommendation listed below.
3. Fleet Management: One vehicle is assigned to the program; however the agency surplused the vehicle in FY 2013. See recommendation listed below.
4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. However, data for certain measures were not available. The agency should track and record data to ensure accurate reporting of performance data in the future.
5. Budget Impact: The Governor's FY 2015 Budget recommends transfers related to this program.
Program Operations: 6. The purpose of the Governor's Office for Children and Families is to empower Georgia's communities to achieve improved and
sustainable outcomes to ensure that all children and families are educated, healthy, safe, and growing. Recommendation: The General Administration division should be re-purposed to a Statewide Child Policy Coordination division, which will be responsible for overseeing and coordinating child-related policies and budgets.

Office of Planning and Budget

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1/9/2014

Office of the Governor
ZBB Program: Governor's Office for Children and Families
FY 2015 Zero-Based Budget Report
7. The family violence activities are more closely aligned with the activities performed by the Criminal Justice Coordinating Council (CJCC), which also administers funding to domestic violence shelters, sexual assault centers, and community-based programs. Recommendation: Transfer $279,000 and five positions (including 1 funded by DHS) (Total Funds: $4,873,091) that support the Family Violence Services program from GOCF to CJCC and eliminate the Family Violence division at GOCF (Total Funds: $506,297).
8. The juvenile justice court/system improvement and juvenile justice system compliance and research activities more closely align with the activities performed by CJCC, which is also administering the Juvenile Incentive Funding grant program which provides fiscal incentives to communities to create and utilize community based options for juvenile offenders. Recommendation: Transfer $260,545 and four positions from GOCF to CJCC for juvenile justice court/system improvement and juvenile justice system compliance and research activities (Total Funds: $2,646,337).
9. The commercial sexual exploitation prevention initiatives activity is not specifically authorized in statute, but the activity closely aligns with victim services and assistance activities performed by CJCC. Recommendation: Transfer federal funds of $991,680 and one position for commercial sexual exploitation prevention initiatives activities to CJCC.
10. Funding for the Child Advocacy Centers of Georgia are TANF funds that GOCF receive from the Department of Human Services through a Memorandum of Understanding. Transferring the funds from DHS to GOCF adds an unnecessary layer of administration, which has resulted in delays and inefficiencies. In addition, the purpose of the Child Advocacy Centers (to represent the interests of the child and provide investigative, intervention, and therapy services to sexually and/or physically abused children) better aligns with the purpose of the Child Welfare - Special Project program within the Department of Human Services. Recommendation: Transfer federal funds of $1,175,000 from GOCF to the Child Welfare Services Special Project program in DHS for Child Advocacy Centers.
11. The child abuse and neglect prevention and home visiting activities are more closely aligned with activities performed by the Department of Human Services, which also administers programs to ensure the safety and health of children and families. Recommendation: Transfer $1,179,684 and six positions from GOCF to the Child Welfare Services Special Project program in DHS for child abuse and neglect prevention and home visiting activities (Total Funds: $4,752,243).

Office of Planning and Budget

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Office of the Governor
ZBB Program: Governor's Office for Children and Families
FY 2015 Zero-Based Budget Report
12. The enforcement of underage drinking laws function is not specifically authorized in statute and federal funding for this function has expired. Recommendation: Eliminate the enforcement of underage drinking laws activities performed by the agency.
13. The home visiting activity, funded by the U.S. Health Resources and Services Administration, is included in a federally funded evaluation that will measure the effect of early childhood home visiting programs on child and parent outcomes, how effects vary for programs and populations, and the cost of operating programs. Recommendation: When the initial evaluation is published in 2015, the agency should report the findings to the Governor and General Assembly.
14. The balance of the Children's Trust Fund is $2,523,894. Recommendation: Use $201,100 of Children's Trust Fund to support child abuse and neglect prevention activities at the Department of Human Services in the Child Welfare Services - Special Project program.
15. In FY 2013, 7% of the agency's total expenditures were for administrative expenses, including payroll, IT, telecommunications, routine operating expenses, and administrative contracts. Recommendation: Ensure that administrative expenses do not exceed the current level of 7% of total budget.
16. The agency owned a vehicle that was surplused in FY 2013 because the age of the vehicle made maintenance more costly than using the state contract to rent vehicles for travel. Recommendation: Amend the agency's budget to reflect no authorized motor vehicles.

Office of Planning and Budget

71

1/9/2014

Office of the Governor
ZBB Program: Governor's Office for Children and Families
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Juvenile Justice Court/System Improvement

Description
Provide resources to local communities that are implementing innovative methods of diverting youth from detention centers and facilitating the re-entry of minors that are already within the juvenile justice system, and provide technical assistance to juvenile court judges, probation staff, and local Department of Juvenile Justice workers.

Authority OCGA 49-5-151

Child Abuse and Neglect Prevention

Provide community-based programs and trainings that target the OCGA 49-5-132 prevention of child abuse and neglect, and support the coordination of resources and activities to strengthen and support families and reduce the risk of child abuse and neglect.

No. of Positions
1.5
1.5

FY 2014

FY 2014

State Funds Total Budget

$130,273

$2,516,066

1,300,532

2,991,224

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($130,273)

$0

(1,179,684)

120,848

Commercial Sexual Exploitation Provide training to local and state partners to educate and raise

1.3

991,680

Prevention Initiatives

awareness of commercial sexual exploitation of children (CSEC),

including training for law enforcement professionals, prosecutors,

mental health providers, medical professionals, and general

audiences; publish quarterly CSEC reports; and convene the CSEC

Task Force.

Youth Development and

Provide support to local community programs that help prevent OCGA 49-5-151

0.4

498,661

498,661

Afterschool Programs

young people from engaging in risky behaviors and develop skills to

achieve social, emotional, ethical, physical, and cognitive

maturation. Youth development and afterschool programs may

focus on substance abuse prevention, job preparation and career

building, financial literacy, and/or life skills education.

0

0

498,661

Abstinence Education

Administer federal and state funding and provide training and

OCGA 49-5-151

2.0

technical assistance to abstinence education programs.

Enforcement of Underage Drinking Laws

Provide funding for undercover compliance checks of retailers statewide; implement media campaigns (print and radio) to address areas of the state with high non-compliance rates; monitor underage drinking incidents for trend analysis.

63,738

0

0

Office of Planning and Budget

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Office of the Governor
ZBB Program: Governor's Office for Children and Families
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Juvenile Justice System Compliance and Research

Description

Authority

Monitor Title II Formula funds; monitor jails and lockups to ensure OCGA 49-5-151

federal and state compliance; monitor and support Disproportionate

Minority Contact (DMC) programs; monitor statewide status

offender detention incidences; provision of funds for juvenile justice

research projects (DMC, status offender, data integrity).

No. of Positions
1.5

FY 2014

FY 2014

State Funds Total Budget

130,273

130,273

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

(130,273)

0

Children's Cabinet Child Advocacy Centers

Provide administrative support, facilitate annual strategic planning, OCGA 49-5-132

0.5

103,562

103,562

and implement and monitor Cabinet initiatives.

Administer federal and state funding for Child Advocacy Centers of OCGA 49-5-132

0.3

Georgia to distribute to local Child Advocacy Centers which serve

the needs of sexually and physically abused children by providing

investigative, intervention, and therapy services.

1,175,000

0

103,562

0

Home Visiting Program

Provide oversight for the statewide home visitation program,

OCGA 49-5-132

1.5

provide training and technical assistance for home visitation

program, and monitor state plan outcomes.

1,881,867

0

Domestic Violence Shelters and Facilitate funding, training and technical assistance, and inter-

OCGA 19-13-21

1.5

279,000

305,827

(279,000)

Community-Based Programs

governmental collaboration for domestic violence shelters and

community-based domestic violence programs across the state.

(Appropriated in DHS Budget: $11,245,710 (Total Funds:

$13,230,494))

Sexual Assault Centers and

Facilitate funding, training and technical assistance, and inter-

OCGA 19-13-21

1.5

200,470

0

Community-Based Programs

governmental collaboration for sexual assault centers and

community-based sexual assault prevention programs across the

state. (Appropriated in DHS Budget: $556,740 (Total Funds:

$655,000))

Financial Management

Manage grant, contracts and requests for proposals; oversee and OCGA 49-5-132

4.0

100,000

100,000

0

prepare federal applications and federal awards closeouts; monitor

and manage agency and grantee budgets.

0 100,000

Office of Planning and Budget

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1/9/2014

Office of the Governor
ZBB Program: Governor's Office for Children and Families
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity General Administration

Description

Authority

Provides overall office administration and financial management, OCGA 49-5-132

and facilitates interagency partnerships including Great Start

Georgia, Afterschool Standards Council, and the Special Council on

Criminal Justice Reform. Funds are also maintained administratively

for the funding of grant opportunities that encompass all divisions

within the office.

No. of Positions
3.5

FY 2014

FY 2014

State Funds Total Budget

601,929

601,928

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

601,929

Total

21

$3,144,229 $11,560,295 ($1,719,229)

$1,425,000

Alternative (List an alternative approach to delivering program services within current agency budget)
Transfer the Justice division (Juvenile Justice Court/System Improvement, and Juvenile Justice System Compliance and Research) to the Criminal Justice Coordinating Council. Eliminate the Justice subprogram. Transfer the Family Violence division (Domestic Violence Shelters and Community-Based Programs, Sexual Assault Centers and Community-Based Programs) and the Commercial Sexual Exploitation Prevention Initiatives to the Criminal Justice Coordination Council. Eliminate the Family Violence subprogram. Transfer the Child Abuse and Neglect Prevention, Home Visiting, and Child Advocacy Centers activities to DHS, Child Welfare Services - Special Project program. Transfer 6 positions to DHS to support transferred activities. Eliminate the Prevention and Family Support sub-program.

Office of Planning and Budget

74

1/9/2014

Office of the Governor
ZBB Program: Governor's Office for Children and Families
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type State General Funds1 Federal Funds Federal Recovery Funds Other Funds Total Funds
Positions Motor Vehicles
1. Includes State Prior Year Funds

Expenditures

FY 2012

FY 2013

$1,406,497

$1,369,309

250,201

273,766

FY 2014 Current Budget
$801,258 194,003

9,374 131,644
43,439 276,737 32,095,737 $34,213,629

5,808 167,158
46,949 166,650 26,896,589 $28,926,230

2,000 4,612 63,054 61,568 93,159 10,340,641 $11,560,295

FY 2015

Changes

Recommendation

($289,453)

$511,805

(129,834)

64,169

(1,500) (3,436)
(45,080) (69,700) (9,532,554) ($10,071,557)

500 1,176 63,054 16,488 23,459 808,087 $1,488,738

$3,493,297 26,784,925
3,935,408 $34,213,629
9 1

$2,734,248 13,886,839
132,340 12,172,803 $28,926,230
9 1

$3,144,229 8,416,066

($1,719,229) (8,352,328)

$11,560,295
9 1

($10,071,557)
(3) (1)

$1,425,000 63,738
$1,488,738
6 0

Office of Planning and Budget

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Office of the Governor
ZBB Program: Governor's Office for Children and Families
Performance Measures
Agency Purpose: To empower Georgia's communities to achieve improved and sustainable outcomes to ensure that all children and families are educated, healthy, safe, and growing.
Program Purpose: To empower Georgia's communities to achieve improved and sustainable outcomes to ensure that all children and families are educated, healthy, safe, and growing.

Performance Measures 1. Number of training participants 2. Number of youth participating in youth development programs 3. Number of families participating in family support programs 4. Number of youth participating in juvenile justice diversion and aftercare programs 5. Percentage of training attendees reporting an increase in knowledge as a result of GOCF training 6. Dollars spent per youth served in juvenile justice programs 7. Dollars spent per family participating in family support programs 8. Percentage of clients participating in Child Abuse and Neglect Prevention program that are free of child abuse and neglect 9. Percentage of clients participating in Youth Development programs that are free of pregnancy while enrolled 10. Percentage of clients participating in Juvenile Justice programs that complete the program and do not recidivate
11. Number of victims served, residential (Family Violence) 12. Number of victims served, non-residential (Family Violence)

FY 2010 2,260 4,081 1,955 3,901
88.35%
N/A N/A 100.00%
98.00%
73.29%

Actuals

FY 2011

FY 2012

4,530

6,715

4,988

6,031

4,056

5,155

5,499

4,116

96.65%

92.00%

N/A N/A 99.60%

$728.50 $2,082.94
99.60%

96.00%

99.00%

78.67%

74.30%

FY 2013 29,119 9,592 4,919 1,175
89.00%
$1,109.00 $1,091.00
99.00%
100.00%
73.49%

N/A

N/A

7,505

7,712

N/A

N/A

27,385

29,965

Office of Planning and Budget

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Office of the Governor
ZBB Program: Governor's Office for Children and Families
Performance Measures

13. Percentage of clients reporting enhanced safety and knowledge of

N/A

community resources (Family Violence)

14. Percentage of clients meeting safe housing goal (Family Violence)

N/A

15. Dollars spent per domestic abuse or sexual assault victim (Family Violence)

N/A

N/A

94.00%

100.00%

N/A

62.00%

65.00%

N/A

$408.72

$467.88

Office of Planning and Budget

77

1/9/2014

FY 2015 Zero-Based Budget Analysis
Office of the Governor ZBB Program: Commission on Equal Opportunity

Office of Planning and Budget

78

1/9/2014

Office of the Governor
ZBB Program: Commission on Equal Opportunity
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of the review is to evaluate the impact the loss of revenue has on fulfilling state statutory requirements. In March 2011, the commission was presented with a performance improvement plan by U.S. Housing and Urban Development (HUD) due to performance and compliance issues. The commission was suspended from the housing program by HUD in March of 2012 due to lack of progress on improvement strategies. Since the suspension, HUD ceased assigning housing complaints to GCEO for investigation, and the commission has faced growing fiscal challenges caused by the loss of Housing and Urban Development (HUD) awards for investigations.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory requirements. 2. Staffing Levels: The agency has 7 full-time benefit eligible positions in the FY 2014 budget. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Current statute provides that the commission should operate under the authority of a nine member Board of Commissioners. However,
no Board has been appointed for this agency since the expiration terms of previous members in September 2009. Recommendation: Provide a list of 12 persons, including females and minorities, licensed to practice law in Georgia, who have experience in labor law, employment law , or administrative law, from which the Governor may select board members.

Office of Planning and Budget

79

1/9/2014

Office of the Governor
ZBB Program: Commission on Equal Opportunity
FY 2015 Zero-Based Budget Report
7. In March 2012, HUD suspended the commission from the housing program and removed the agency's certification. OCGA 8-3-206(d)(9) states: The administrator shall maintain with the United States Department of Housing and Urban Development status as a "certified agency" under Section 810 of the Civil Rights Act of 1968.... as amended by the Fair Housing Act of 1988...., and as provided by the rules and regulations of said department. Recommendation: Provide a plan for recertification by June 30, 2014 to the Governor and the General Assembly. Thereafter, provide an annual written report to Board of Commissioners for submittal to the Governor and the General Assembly by December 31 of each year as stated in OCGA 45-19-23(c).
8. The commission has 4 management level positions to include the Executive Director, Deputy Director, Fair Housing Division Director (vacant), and Equal Employment Division Director, and 6 staff positions (2 vacant). The current organizational structure does not address the needs of the agency to be certified by HUD. Recommendation: The commission should perform a review of the current position structure and determine the need for each position and conformance to policy objective.
9. Through an inter-agency agreement with HUD, the commission would receive $2,600 for each assigned investigation completed within 100 days. The agency must be certified for HUD to assign cases. The lack of cases assigned has resulted in a significant revenue loss. Recommendation: Provide a plan for recertification by June 30, 2014 to the Governor and the General Assembly.
10. Through an inter-agency agreement with U.S. Equal Opportunity Employment Commission, the commission receives $650 for each assigned investigation completed within 90 days. The commission is assigned on average 60 cases per year. The revenue generated supports 19% of the personal services costs for running the program. Recommendation: Renegotiate a reimbursement rate with U.S. Equal Opportunity Employment Commission if feasible.

Office of Planning and Budget

80

1/9/2014

Office of the Governor
ZBB Program: Commission on Equal Opportunity
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Administration

Support overall administration for agency. Includes executive management, accounting, human resources, information technology, public affairs, and operational expenses.

Authority

No. of Positions
2

FY 2014

FY 2014

State Funds Total Budget

$287,205

$287,205

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$287,205

Equal Employment Fair Housing

Enforces the Georgia Fair Employment Practices Act of 1978, as amended, which makes it unlawful for a state agency to discriminate against any individual on the basis of race, sex, age, disability, national origin, color or retaliation.

Fair Employment Practices Act of 1978; OCGA 4519-20

Enforces the Georgia Fair Housing Law, which prohibits various

Georgia Fair

forms of discrimination in residential real estate transactions on the Housing Law;

basis of race, sex, religion, disability, national origin, familial status Fair Housing

or color.

Amendments

Act of 1988;

OCGA 8-3-200

Total

3

170,266

170,266

2

196,113

196,113

7

$653,584

$653,584

0

170,266

0

196,113

$0

$653,584

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

81

1/9/2014

Office of the Governor
ZBB Program: Commission on Equal Opportunity
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Claims and Judgments Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$599,213

$596,187

23,367

20,767

FY 2014 Current Budget
$506,369 24,287

Changes

FY 2015 Recommendation $506,369 24,287

291 66,399 29,676
7,605 15,000 $741,552

344 88,372 45,915
5,492
$757,077

2,000 80,326 38,402
2,200
$653,584

2,000 80,326 38,402
2,200

$0

$653,584

$611,044 128,962 1,546
$741,552
8

$473,131 283,946
$757,077
7

$653,584 $653,584
7

$653,584

$0

$653,584

7

Office of Planning and Budget

82

1/9/2014

Office of the Governor
ZBB Program: Commission on Equal Opportunity
Performance Measures
Agency Purpose: The Georgia Commission on Equal Opportunity enforces the Georgia Fair Employment Practices Act of 1978, as amended, and the Fair Housing Act, which makes it unlawful to discriminate against any individual.
Program Purpose: The purpose of this program is to enforce the Georgia Fair Employment Practices Act of 1978, as amended, and the Fair Housing Act, which makes it unlawful to discriminate against any individual.

Performance Measures 1. Number of employment discrimination complaints received against a state agency 2. Percentage of employment discrimination complaints against a state agency closed within 90 days 3. Average number of hours to complete an employment discrimination investigation 4. Number of fair housing complaints received 5. Percentage of fair housing complaints closed within 100 days 6. Average number of hours to complete a fair housing complaint investigation 7. Percentage of successful performance evaluations by the U.S. Equal Employment Opportunity Commission
8. Percentage of successful performance evaluations by the U.S. Department of Housing and Urban Development
* Measures are based on a calendar year

CY 2010 N/A
N/A
N/A
109 N/A N/A N/A
N/A

Actuals*

CY 2011

CY 2012

59

61

15

10

N/A

N/A

105

72

N/A

2

N/A

N/A

N/A

N/A

N/A

N/A

CY 2013 N/A
N/A
N/A
N/A N/A N/A N/A
N/A

Office of Planning and Budget

83

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Human Services ZBB Program: Child Support Services

Office of Planning and Budget

84

1/9/2014

Department of Human Services
ZBB Program: Child Support Services
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the cost effectiveness of the program's activities, to ensure that performance measures track program goals and to evaluate the program's adherence to the program purpose.
Results of Analysis 1. Statutory Alignment: Program activities are broadly aligned with statutory responsibilities. 2. Staffing Levels: There are 1,135 authorized positions for this program. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Replace loss of federally matched incentive funds of $1,251,906 in AFY 2014 and $3,333,167 in FY 2015.
Program Operations: 6. Federal incentive funds were used to meet budget shortfalls from reductions of state funds. Incentive funds have been exhausted and
the program is now projecting a deficit for FY 2014 and FY 2015. Recommendation: Replace loss of federally matched incentive funds of $2,157,144 in AFY 2014 (Total Funds: $6,344,541), and $3,284,068 in FY 2015 (Total Funds: $9,659,024). Identify $2,941,177 in efficiencies to replace the loss of incentive funds and state funds. 7. Division of Child Support Services currently has 171 vacant positions. This is a result of the program's high turnover rate of front-line workers. Recommendation: Conduct a work force analysis over the next year to understand the causes for high turnover rates and report analysis to OPB by July 1, 2014.

Office of Planning and Budget

85

1/9/2014

Department of Human Services
ZBB Program: Child Support Services
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

No. of

Activity

Description

Authority Positions

Intake and Locate*

Process application for child support services through paper

Title IV-D of the

135

applications, walk-ins to local offices, /online, IV-A referrals, and Social Security

foster care referrals. Automated interfaces and manual searches are Act/ Child

performed to locate non-custodial parents.

Support

Recovery Act

OCGA 19-11-1, 19-6-30

Paternity Establishment, Court Establish court orders for judicial process, financial support, medical Title IV-D of the

677

Order Establishment, and

support, DNA paternity testing to establish legitimacy, and process Social Security

Enforcement*

services.

Act/ Child Support Recovery Act

OCGA 19-11-1,

19-6-30

Financial Processing, Review and Perform administrative and/or judicial review of court orders that Title IV-D of the

155

Modification*

are 36 months old or older for possible modification of support

Social Security

amount. Process all collected child support funds and distribute to Act/ Child

custodial parents.

Support

Recovery Act

OCGA 19-11-1,

19-6-30

Fatherhood Program

Serves non-custodial parents in overcoming barriers to not paying Title IV-D of the

17

child support. The program targets under and unemployed non- Social Security

custodial parents.

Act/ Child

Support Recovery Act O.S.G.A. 19-11-

1 et. Seq.

FY 2014

FY 2014

State Funds Total Budget

$3,328,015 $13,405,642

16,640,074

67,028,208

3,803,445

15,320,733

328,505

966,192

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$3,328,015

0

16,640,074

0

3,803,445

0

328,505

Office of Planning and Budget

86

1/9/2014

Department of Human Services
ZBB Program: Child Support Services
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

No. of

Activity

Description

Authority Positions

Problem Solving Court

Problem Solving Court model seeks to remove issues that cause non- Title IV-D of the

15

custodial parents to become chronic non-payers of child support. Social Security

Serves as an alternative to incarceration.

Act/ Child

Support

Recovery Act

O.S.G.A. 19-11-

Total

999

FY 2014

FY 2014

State Funds Total Budget

284,365

836,367

$24,384,404 $97,557,142

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

284,365

$0

$24,384,404

Distribution of FTE's over program activities is reflective of results from a point in time survey. Work performed in the local offices is fluid and workload changes frequently across activitie
Alternative (List an alternative approach to delivering program services within current agency budget) Some of the outreach activities could be reasoned by the clients and local communities.

Office of Planning and Budget

87

1/9/2014

Department of Human Services
ZBB Program:Child Support Services
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Other Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$50,446,886

$53,074,249

5,838,558

5,860,219

FY 2014 Current Budget
$48,806,861 4,323,522

24,184 604,980 4,991,096 13,217,820 30,015,877 115,492 327,063 $105,581,956

389,513 4,864,278 12,829,696 27,834,846
84,825 292,407 $105,230,033

340 973,593 4,845,423 11,412,931 26,956,472
38,000 200,000 $97,557,142

Changes

FY 2015 Recommendation $48,806,861 4,323,522

340

973,593

4,845,423

11,412,931

26,956,472

38,000

200,000

$0

$97,557,142

$24,100,060 77,939,791 3,542,105
$105,581,956

$23,933,858 78,078,390 3,217,785
$105,230,033

1,170

1,170

$24,384,404 69,935,478 3,237,260
$97,557,142
1,135

$3,333,167 (3,333,167)
$0

$27,717,571 66,602,311 3,237,260
$97,557,142
1,135

Office of Planning and Budget

88

1/9/2014

Department of Human Services
ZBB Program: Child Support Services
Performance Measures
Agency Purpose: The Georgia Department of Human Services (DHS) is responsible for the delivery of social services. DHS serves all Georgia citizens through regulatory inspection, direct service and financial assistance programs.
Program Purpose: The purpose of this program is to encourage and enforce the parental responsibility of paying financial support.

Performance Measures 1. Percentage of current support being paid as ordered 2. Percentage of families receiving arrears payments 3. Number of active cases 4. Percentage of request for service that resulted in orders established for case 5. Total monies collected and redistributed to custodial parents and the state treasury

FY 2010 60.00% 77.96% 392,525 84.30%

Actuals*

FY 2011

FY 2012

60.63%

62.00%

77.93%

66.00%

404,147

394,809

83.40%

86.60%

FY 2013 61.00% 65.00% 388,649 87.00%

675,759,013 708,310,692 693,639,098 695,438,660

* Measures based on federal fiscal calendar.

Office of Planning and Budget

89

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Human Services ZBB Program: Family Violence Services

Office of Planning and Budget

90

1/9/2014

Department of Human Services
ZBB Program: Family Violence Services
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to determine if the state and federal funds for family violence programing should remain within the Department of Human Services (DHS).
Results of Analysis 1. Statutory Alignment: Program Activities are aligned with statutory responsibilities. 2. Staffing Levels: There are no positions assigned to this program. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: The Governor's FY 2015 Budget does not make any budget transfer recommendations related to this program.
Program Operations: 6. The purpose of the Family Violence Services program is closely aligned with the work of the Criminal Justice Coordinating Council (CJCC),
which shares the goals of serving victims of domestic and sexual violence. Additionally, CJCC administers grant funds to many of the same domestic and sexual violence shelters and community programs that receive funding from the Family Violence Services program. CJCC administers its funding through the federal Victims of Crime Act (VOCA) and Violence Against Women Act (VAWA) grants. Currently, the Governor's Office for Children and Families (GOCF) administers Family Violence Services funds through a Memorandum of Understanding (MOU) with DHS that allows for the transfer of Family Violence Services funds to GOCF. Recommendation: Transfer the Memorandum of Understanding from the GOCF to CJCC to administer Family Violence Services funds.

Office of Planning and Budget

91

1/9/2014

Department of Human Services
ZBB Program: Family Violence Services
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Domestic Violence Shelters and Community-Based Programs

Facilitate funding, training and technical assistance, and intergovernmental collaboration for domestic violence shelters and community-based domestic violence programs across the state. (Activity performed by Governor's Office for Children and Families)

Authority

No. of Positions

FY 2014

FY 2014

State Funds Total Budget

$11,245,710 $13,230,494

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$11,245,710

Sexual Assault Centers and Community-Based Programs

Facilitate funding, training and technical assistance, and intergovernmental collaboration for sexual assault centers and community-based sexual assault prevention programs across the state. (Activity performed by Governor's Office for Children and Families)
Total

556,740

655,000

0

556,740

0 $11,802,450 $13,885,494

$0

$11,802,450

Alternative (List an alternative approach to delivering program services within current agency budget) The Criminal Justice Coordinating Council (CJCC) already administers other funding streams to sexual assault centers and domestic violence shelters. Discontinue the MOU with Governor's Office for Children and Families (GOCF) to perform family violence services activities, and establish an MOU with CJCC to perform family violence services activities.

Office of Planning and Budget

92

1/9/2014

Department of Human Services
ZBB Program: Family Violence Services
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

FY 2014 Current Budget

FY 2015

Changes

Recommendation

$14,172,124 $14,172,124

$14,230,429 $14,230,429

$13,885,494 $13,885,494

$2,656,049 11,516,076 $14,172,125

$11,802,450 2,427,979
$14,230,429

$11,802,450 2,083,044
$13,885,494

$0

$13,885,494

$0

$13,885,494

$0

$11,802,450

0

2,083,044

$0

$13,885,494

Office of Planning and Budget

93

1/9/2014

Department of Human Services
ZBB Program: Family Violence Services
Performance Measures
Agency Purpose: The Georgia Department of Human Services (DHS) is responsible for the delivery of social services. DHS serves all Georgia citizens through regulatory inspection, direct service and financial assistance programs.
Program Purpose: The purpose of this program is to provide safe shelter and related services for victims of family violence and their dependent children and to provide education about family violence to communities across the state.

Performance Measures 1. Number of victims served, residential 2. Number of victims served, non-residential 3. Dollars spent per domestic abuse or sexual assault victim 4. Percentage of clients reporting enhanced safety and knowledge of community resources 5. Percentage of clients meeting safe housing goal

FY 2010 N/A N/A N/A 94%
N/A

Actuals

FY 2011

FY 2012

N/A

7,505

N/A

27,385

N/A

$408.72

94%

96%

N/A

62%

FY 2013 7,712
29,965 N/A
100%
65%

Office of Planning and Budget

94

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Human Resources ZBB Program: Roosevelt Warm Springs Institute, Georgia Vocational Rehabilitation Agency

Office of Planning and Budget

95

1/9/2014

Department of Human Resources
ZBB Program: Roosevelt Warm Springs Institute, Georgia Vocational Rehabilitation Agency
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to verify the program has implemented policies to ensure it operates within its budget while still serving as many individuals as possible. Furthermore, the review will address process and cost efficiencies that may be achieved through various strategies. The Roosevelt Warm Springs Institute (RWSI) program provides services to individuals seeking comprehensive rehabilitative care. Located in historic Warm Springs, GA, RWSI has medical and vocational services as well as a camp, recreational center, conference center, and career center. In recent years, RWSI has had difficulty operating within its budget, particularly with its hospital services, and a new agreement was reached with Georgia Regents University (GRU) to manage the hospital services. The Department of Audits and Accounts released an audit on RWSI in June 2013 and found significant financial losses related to the medical rehabilitation unit (i.e. hospitals), which caused the program to use the majority of its funds to cover medical costs as opposed to vocational rehabilitation costs. This resulted in the program being unable to draw down additional Federal dollars for the vocational rehabilitation unit. In addition, the audit found a lack of information related to successful student outcomes, like employment and work-readiness, as well as deteriorated facilities on the large campus.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are 387 authorized positions in FY 2014. See specific recommendation listed below. 3. Fleet Management: There are 56 vehicles assigned to the program. See specific recommendation listed below. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Reduce the program budget by $3,508,931 in state funds (Total Funds: ($19,371,730)) to reflect the movement of
residential vocational rehabilitation services to the Vocational Rehabilitation (VR) program. The specific items are listed below.

Office of Planning and Budget

96

1/9/2014

Department of Human Resources
ZBB Program: Roosevelt Warm Springs Institute, Georgia Vocational Rehabilitation Agency
FY 2015 Zero-Based Budget Report
Program Operations: 6. The RWSI program clientele overlaps with other state agency clientele who need residential VR services.
Recommendation: The Georgia Vocational Rehabilitation Agency (GVRA) is developing collaborative agreements with other state agencies serving the same population of clients. For example, GVRA is developing a collaborative agreement with the Department of Corrections, assisting former inmates who also meet VR criteria with transitioning back into employment and independence. Collaborative agreements would enable the RWSI program to maximize Federal funds available for VR services by leveraging the state funds available to other agencies. This would result in the RWSI program assisting more clients with obtaining employment and transitioning to a more independent lifestyle. 7. Beginning in FY 2014, GRU is managing the hospital services provided in this program. This leaves 168 employees, out of 303, focused on residential VR services. Recommendation: Assess employee responsibilities and the needs of the program. Complete a program reorganization based on the needs of the program as well as upcoming changes to the structure of the VR residential program. 8. This program currently has 56 vehicles used for a variety of services on the campus. Seven of those vehicles have over 200,000 miles. Recommendation: Two vehicles have already been surplused. Reconcile the authorized vehicle count to reflect the actual number of vehicles. Recommendation: Evaluate the potential for surplusing additional vehicles with high mileage. Work with the Department of Administrative Services to determine the optimal fleet load as well as opportunities for leasing versus buying vehicles. 9. Vocational rehabilitation services are included in both the VR program and the RWSI program. Recommendation: Similar VR services and functions should be grouped into one program. It is recommended that subprograms be created for the Cave Springs Vocational Rehabilitation Center and the residential VR services in Warm Springs, and the subprograms should then be transferred to the VR program. This ensures that all VR services are grouped into one budgetary program to achieve functional and financial efficiencies. Transfer $3,508,931 in state funds (Total Funds: $19,371,730) to the Vocational Rehabilitation Program.

Office of Planning and Budget

97

1/9/2014

Department of Human Resources
ZBB Program: Roosevelt Warm Springs Institute, Georgia Vocational Rehabilitation Agency
FY 2015 Zero-Based Budget Report
10. GVRA has a Memorandum of Understanding (MOU) with the Georgia Department of Labor (GDOL) for Information Technology (IT) services. While the cost for this MOU was recently renegotiated, GVRA needs to have a plan in place to exit the MOU and support its own IT needs as an independent agency. Recommendation: Evaluate exit strategies from the GDOL IT MOU, including, but not limited to, the costs to obtain IT services directly from the Georgia Technology Authority (GTA). Determine a timeline for exiting the IT MOU.
11. Because the program includes medical hospitals as well as residential VR services, there have been past issues with managing expenditures to budget. Recommendation: Now that GRU is managing the hospitals, the program should develop a spending plan to determine fixed versus discretionary expenses for residential VR services. The spending plan should include strategies to reduce the average cost per student.
12. The average daily cost per student is $253 of which $53 is state general funds. If the average length of student participation is 345 days, the total cost per student is $87,285 to complete the residential VR program. This cost is very high for one student to complete the program. Recommendation: Evaluate strategies for reducing the overall cost per student. The program is working on offering student tracks that are shorter for students who need only partial services or specialized training. This will assist in reducing overall cost per student by creating a larger pool of students. Further opportunities for overall cost reduction should be considered as well.

Office of Planning and Budget

98

1/9/2014

Department of Human Resources
ZBB Program: Roosevelt Warm Springs Institute, Georgia Vocational Rehabilitation Agency
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)1

Activity

Description

Admissions, Vocational Rehabilitation (VR) Counseling, Case Management, and Vocational Assessment

Admissions services and vocational rehabilitation activities to support RWS individualized rehabilitation planning. Traditional and non-traditional vocational assessment services to identify unique workplace and employment contributions, interests and conditions required for employment success.

Authority OCGA 49-9-1

No. of Positions
19

FY 2014

FY 2014

State Funds Total Budget

$383,598

$2,182,601

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($383,598)

$0

Skill Development

Training and experience to acquire work skills to maximize

OCGA 49-9-1

18

293,748

1,671,372 (293,748)

0

employment and earning potential through innovative career and

technical education curriculums.

Employment Planning and

Employment training/planning, work experience and job placement OCGA 49-9-1

13

383,519

2,182,152 (383,519)

0

Placement

services to realize integrated employment or self employment.

Special Programs

Special programs to promote employment success or other

OCGA 49-9-1

14

471,823

2,684,585 (471,823)

0

measurable outcomes such as increasing academic skills, academy programs, successful transition from prison, readiness for college, transition to community and a customized employment incubator

program.

Clinical, Residential, and

Residential/campus life support, psychology services, health

OCGA 49-9-1

57

1,374,927

7,823,075 (1,374,927)

0

Therapeutic Services

management, therapeutic services, specialty clinics and recreation to support health, life and employment success.

Facility Support Services for VR Building repairs and maintenance, housekeeping, risk management, OCGA 49-9-1

47

508,693

2,894,365 (508,693)

0

Unit

security, grounds keeping and transportation services in the

vocational rehabilitation unit.

Facility Support Services for Hospitals

Building repairs and maintenance, housekeeping, risk management, security, grounds keeping and transportation services in the inpatient rehabilitation and long-term acute care hospitals.

16

80,353

980,635

(80,353)

0

Office of Planning and Budget

99

1/9/2014

Department of Human Resources
ZBB Program: Roosevelt Warm Springs Institute, Georgia Vocational Rehabilitation Agency
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)1

Activity

Description

Medical Hospitals Admission and The medical hospitals include a 52 bed inpatient rehabilitation

Treatment

hospital and a 32 bed long-term acute care hospital. The inpatient

rehabilitation services include developing individualized treatment

plans for patients to regain the most independent lifestyle possible

in their homes and/or communities. The long term acute care is for

those patients with severe illness or injury who need treatment to

regain some physical function. They are both managed by Georgia

Regents University.

Authority

No. of Positions
119

FY 2014

FY 2014

State Funds Total Budget

1,612,270

19,072,867

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

456,773

2,069,043

Total 1 Activities one through five are listed in the order they occur in the process for obtaining vocational rehabilitation services. Note: Total positions do not align with authorized position count.

303

$5,108,931 $39,491,652 (3,039,888)

$2,069,043

Note: In some areas, staff responsibilities overlap between the hospitals and VR services. This mainly occurs in facility support services due to the integrated nature of the Warm Springs campus.

Note: The budgeted dollars for Facility Support Services were distributed among VR and Hospital activities based on square footage occupied by the two operations.

Alternative (List an alternative approach to delivering program services within current agency budget) Program services with targeted outcomes will be added to decrease the length of stay for students who do not necessarily need the full traditional track of services, which may take up to eight months to complete. This will allow the program to serve more students, decreasing the overall cost per student served. Also, the program will evaluate the opportunity to bill client insurance for therapeutic services and medications to decrease program costs.

Office of Planning and Budget

100

1/9/2014

Department of Human Resources
ZBB Program: Roosevelt Warm Springs Institute, Georgia Vocational Rehabilitation Agency
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Capital Outlay Grants and Benefits Other Total Expenditures
Fund Type
State General Funds Federal Funds Federal Recovery Funds Other Funds Total Funds

Expenditures

FY 2012

FY 2013

$22,925,603

$21,640,045

6,212,957

4,545,844

333,000

972,209

302,541

107,627

198,883

72,293

302,094

222,775

3,536,211

6,082,874

1,285,000

$36,068,498

563,452 $33,234,910

FY 2014 Current Budget
$23,912,594 5,743,202
1,825,000 207,627
246,328 4,873,401
2,120,000 563,500
$39,491,652

FY 2015

Changes

Recommendation

($11,070,056)

$12,842,538

(2,242,063)

3,501,139

(1,825,000) (167,586)

0 40,041

(79,849) (1,398,133)

166,479 3,475,268

(2,120,000) ($18,902,687)

0 563,500 $20,588,965

$5,433,140 13,219,799
1,264,000 16,151,559 $36,068,498

$10,496,733 7,323,280
15,414,897 $33,234,910

$5,108,931 14,698,317
19,684,404 $39,491,652

($3,039,888) (14,698,317)
(1,164,482) ($18,902,687)

$2,069,043 0
18,519,922 $20,588,965

Positions Motor Vehicles

491

300

387

(217)

170

44

56

56

(51)

5

* The FY 2012 expenditures, position count, and motor vehicle count are based on the final amendment in BudgetNet since the Department of Labor was not using PeopleSoft Financials at the time. * In FY 2012, the Roosevelt Warm Springs Institute program was located in the Department of Labor. In FY 2013, the Georgia Vocational Rehabilitation Agency became an independent agency administratively attached to the Department of Human Services.

Office of Planning and Budget

101

1/9/2014

Department of Human Resources
ZBB Program: Roosevelt Warm Springs Institute, Georgia Vocational Rehabilitation Agency
Performance Measures

Agency Purpose: The Georgia Vocational Rehabilitation Agency (GVRA) operates five integrated and interdependent statutory programs that share a primary goal to assist people with disabilities to become fully productive members of society by achieving independence and meaningful employment. The largest of the programs are the Vocational Rehabilitation (VR) Program, Disability Adjudication Services, and the Roosevelt Warm Springs Institute for Rehabilitation. Two other unique programs serve consumers with visual impairments: the Business Enterprise Program and Georgia Industries for the Blind.
Program Purpose: The purpose of this program is to empower individuals with disabilities to achieve personal independence.

Performance Measures 1. Number of residential VR clients served 2. Number of residential VR admissions 3. Average daily residential VR census 4. Average daily cost per student (in state general funds) 5. Average length of residential VR program participation (in days) 6. Percentage of residential VR individuals who obtain successful employment1 7. Number of hospital admissions 8. Average length of hospital stay (in days) 9. Average daily cost per hospital patient (in state general funds) 10. Average daily hospital census 11. Percentage of hospital patients discharged to Home Health 12. Percentage of hospital patients discharged to home

FY 2010 316 214 124 $28 218 N/A 648 18
$241 34
N/A N/A

Actuals

FY 2011

FY 2012

230

270

204

160

121

97

$36

$91

159

234

N/A

N/A

599

633

17

20

$414

$189

29

30

40%

38%

32%

30%

FY 2013 223 126 119 $53 345 N/A 581 17
$644 26
37% 28%

1 Current system will not allow for breakout of Warm Springs VR clients employment success; however, a new system will be implemented, which will allow for this to be measured. Employment success is included in the Vocational Rehabilitation Program performance measure data.

Office of Planning and Budget

102

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Human Resources ZBB Program: Vocational Rehabilitation Program, Georgia Vocational Rehabilitation Agency

Office of Planning and Budget

103

1/9/2014

Department of Human Resources
ZBB Program: Vocational Rehabilitation Program, Georgia Vocational Rehabilitation Agency
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to verify the program has implemented policies to ensure overspending does not occur while still serving as many people as possible who need VR services. Furthermore, the review will address process and cost efficiencies that may be achieved through various strategies. The Vocational Rehabilitation (VR) program provides services to help eligible persons with disabilities prepare for, start, and maintain competitive employment. There has been a demand in services which prompted the initiation of a waiting list.

Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities.
2. Staffing Levels: There were 565 filled positions in FY 2013 compared to 601 authorized positions in FY 2014. See specific recommendation listed below.
3. Fleet Management: There are seven vehicles assigned to the program. See specific recommendation below.
4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures accurately reflect the performance of the program.
5. Budget Impact: Increase the program budget by $3,508,931 in state funds (Total Funds: $19,371,730) to reflect the movement of residential vocational rehabilitation services into this program. The specific items are listed below:
Program Operations:
6. The program has implemented a spending plan to assist with planning and properly expending appropriated funds. The program has already begun strategically distributing funds to regions for case services as well as contractual services. By scheduling distributions, the program has greater control over budget and its, which limits the potential for overspending in these areas. Over expenditture of budgets in previous fiscal years required the addition of Governor's Emergency Funds and Supplemental Nutrition Assistance Program (SNAP) bonus funds from DHS, in order to remain within budgetary compliance. Recommendation: Perform an internal review to ensure that the appropriate staff is in place. Compare the current staff to available funds and determine the appropriate level needed to achieve the goal of the program. Continue developing the spending plan to ensure it aligns with the available budget and anticipated Federal funds.

Office of Planning and Budget

104

1/9/2014

Department of Human Resources
ZBB Program: Vocational Rehabilitation Program, Georgia Vocational Rehabilitation Agency
FY 2015 Zero-Based Budget Report
7. Budget by object classes does not reflect historical spend patterns. Recommendation: Realign budget to reflect projected expenditures by object class.
8. The VR program clientele overlaps with other state agency clientele who require similar services.
Recommendation: The Georgia Vocational Rehabilitation Agency (GVRA) in developing collaborative agreements with other state agencies serving the same population. For example, VR assists the Department of Behavioral Health and Developmental Disabilities with its developmentally disabled population. Collaborative agreements would enable the VR program to maximize Federal funds available for VR services by leveraging the state funds available to other agencies. This would result in the VR program assisting more clients with obtaining employment and transitioning to a more independent lifestyle. Maximize the use of available federal funds. 9. Prior to GVRA becoming an attached agency to the Department of Human Services, it was budgeted in the Georgia Department of Labor (GDOL). While in GDOL, the OASIS program allowed GVRA to draw down more Federal funds as VR clients were assisted with employment opportunities by GDOL staff. Recommendation: GVRA should work with GDOL to develop a Memorandum of Agreement (MOA) to restart the OASIS program and maximize federal funds. This will help both GVRA and GDOL to assist more clients with more available federal funds for employment services. 10. The Cave Springs Vocational Rehabilitation Center's (CSVRC) budget is included in the VR program, but the CSVRC was organizationally moved to the Roosevelt Warm Springs Institute program. Recommendation: The CSVRC budget should remain with the VR program and similar VR services should be grouped into one program. Subprograms should be created for CSVRC and the residential VR services in Warm Springs, and the subprograms should then be transferred to the VR program. This ensures that all VR services are grouped into one budgetary program to achieve efficiencies. 11. GVRA has a Memorandum of Understanding (MOU) with the GDOL for Information Technology (IT) services. While the cost for this MOU was renegotiated, GVRA needs to have a plan in place to exit the MOU and support its own IT needs as an independent agency. Recommendation: Evaluate exit strategies from the GDOL IT MOU, including, the costs to obtain IT services directly from the Georgia Technology Authority (GTA). Determine a timeline for exiting the IT MOU.

Office of Planning and Budget

105

1/9/2014

Department of Human Resources
ZBB Program: Vocational Rehabilitation Program, Georgia Vocational Rehabilitation Agency
FY 2015 Zero-Based Budget Report
12. A waiting list was initiated in October 2012, and the program was no longer able to serve new clients. Since that time, over 6,000 people in various Priority Categories have been placed on the waiting list for VR services. The program created a plan to remove individuals from the waiting list and begin serving them, with the most severely disabled individuals considered the highest priority for services. Recommendation: The program has revised its priority categories, with the new categories taking effect the end of FY 2014. Evaluate acceleration strategies for clearing the waiting list, so more clients may be served sooner. Once the highest priority clients are cleared from the waiting list, initiate collaborative agreements with other state agencies to maximize the use of available federal funds.

Office of Planning and Budget

106

1/9/2014

Department of Human Resources
ZBB Program: Vocational Rehabilitation Program, Georgia Vocational Rehabilitation Agency
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity1

Description

Application Assistance and Intake Assist individuals with disabilities in completing the application

process.

Authority 29 U.S.C. 701; OCGA 30-6-4

No. of Positions
128

FY 2014

FY 2014

State Funds Total Budget

$1,456,592

$6,838,460

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$383,598

$1,840,190

Eligibility Determination and Employment Planning2
Client Services

Determine if the individual is eligible for service, and assign the Order of Selection Priority Category, which is based on the client's disability, employment limitations, and ability to benefit from VR services. Work with the clients to develop individualized plans for employment.

29 U.S.C. 701; OCGA 30-6-4

Provide services to clients via staff or through contracted services 29 U.S.C. 701;

and case service funds.

OCGA 30-6-4

179

2,873,038

13,488,443

383,519

3,256,557

83

5,631,746

32,399,840 2,140,498

7,772,244

Job Development, Job Placement Develop relationships with employers for potential jobs for clients.

and Client Follow-up

Match qualified clients with available job vacancies. Make job

referrals. Follow-up after job placement to ensure successful

outcomes through case closure.

29 U.S.C. 701; OCGA 30-6-4

59

810,371

3,804,559

0

810,371

Administration

Support field level staff in the provision of services to clients with 29 U.S.C. 701;

disabilities.

OCGA 30-6-4

Total

116

2,694,230

12,648,966

601,316

565 $13,465,977 $69,180,268 $3,508,931

3,295,546 $16,974,908

1 Activities except for Administration are listed in the order they typically occur in the process for obtaining vocational rehabilitation services. 2 After Eligibility Determination, clients are added to the waiting list. Once removed from the waiting list, a client may not go straight to employment planning. For example, the client may attend school prior to employment planning. Note: Staff responsibilities overlap key activities. Alternative (List an alternative approach to delivering program services within current agency budget) Provide more in-house services like Vocational Evaluation and American Sign Language interpreters instead of contracting for those services, which would increase efficiency and decrease some cost. Evaluate fees paid for contracted services to determine if cost-savings may be achieved without limiting the pool of providers.

Office of Planning and Budget

107

1/9/2014

Department of Human Resources
ZBB Program: Vocational Rehabilitation Program, Georgia Vocational Rehabilitation Agency
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Capital Outlay Special Purpose Contracts Purchase of Service Contracts Case Services Grants and Benefits Other Total Expenditures

Expenditures

FY 2012

FY 2013

$33,803,491

$32,448,641

4,688,194

2,470,030

FY 2014 Current Budget
$28,432,675 3,345,110

457,925 1,969,708 4,218,687
805,974 833,169 7,363,873
81,696 14,555,821 33,594,191
$102,372,729

5,672 79,181 4,929,663 450,929 19,737,753
27,856,211 837,234
$88,815,314

324,887 80,176
5,205,823 468,001
17,072,015
14,251,599 $69,180,286

FY 2015

Changes

Recommendation

$11,070,056

$39,502,731

2,242,063

5,587,173

1,825,000 167,586
79,849 1,867,176

2,149,887 247,762
5,205,823 547,850
18,939,191

2,120,000 $19,371,730

16,371,599 $88,552,016

Office of Planning and Budget

108

1/9/2014

Department of Human Resources
ZBB Program: Vocational Rehabilitation Program, Georgia Vocational Rehabilitation Agency
Financial Summary

Objects of Expenditure Fund Type
State General Funds Governor's Emergency Funds Federal Funds Federal Recovery Funds Other Funds Total Funds

Expenditures

FY 2012

FY 2013

FY 2014 Current Budget

$12,895,493
77,261,020 8,890,000 3,326,216
$102,372,729

$12,501,585 985,839
73,158,537
2,169,353 $88,815,314

$13,465,977
53,664,309
2,050,000 $69,180,286

FY 2015

Changes

Recommendation

$3,508,931
14,698,317
1,164,482 $19,371,730

$16,974,908
68,362,626
3,214,482 $88,552,016

Positions

779

565

601

217

818

Motor Vehicles

12

7

7

51

58

* The FY 2012 expenditures, position count, and motor vehicle count are based off of the final amendment in Budget Net since the Department of Labor was not using

PeopleSoft Financials at the time.

* In FY 2012, the Vocational Rehabilitation program was located in the Department of Labor. In FY 2013, the Georgia Vocational Rehabilitation Agency became an

independent agency administratively attached to the Department of Human Services.

Office of Planning and Budget

109

1/9/2014

Department of Human Resources
ZBB Program: Vocational Rehabilitation Program, Georgia Vocational Rehabilitation Agency
Performance Measures

Agency Purpose: The Georgia Vocational Rehabilitation Agency (GVRA) operates five integrated and interdependent statutory programs that share a primary goal to assist people with disabilities to become fully productive members of society by achieving independence and meaningful employment. The largest of the programs are the Vocational Rehabilitation (VR) Program, Disability Adjudication Services, and the Roosevelt Warm Springs Institute for Rehabilitation. Two other unique programs serve consumers with visual impairments: the Business Enterprise Program and Georgia Industries for the Blind.
Program Purpose: The purpose of this program is to assist people with disabilities so that they may go to work.

Performance Measures 1. Number of clients served 2. Percentage of cases determined eligible within 60 days from the date of application 3. Percentage of individuals who obtained successful employment for at least 90 days after cases were closed (>55.8% Federal Performance Level) 4. Number of clients on the waiting list for services

FY 2010 36,766 56.00%
62.85%
N/A

Actuals

FY 2011

FY 2012

39,738

41,551

51.00%

44.00%

59.63%

59.38%

N/A

N/A

FY 2013 36,336 16.00%
37.86%
5,904

Office of Planning and Budget

110

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Juvenile Justice ZBB Program: Secure Detention (RYDCs)

Office of Planning and Budget

111

1/9/2014

Department of Juvenile Justice
ZBB Program: Secure Detention (RYDCs)
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the stability of juvenile correctional officer (JCO) staffing and assess the program efficiency. The Secure Detention program includes 21 secure Regional Youth Detention Centers (RYDCs) for youths who have been charged with offenses or who have been adjudicated delinquent and are awaiting placement in a long-term facility or treatment in a community program. The Department of Juvenile Justice (DJJ) operates an accredited school at each RYDC and provides medical, dental, behavioral health, nutrition, and general programming services to youth in the department's custody. This program provides services to approximately 8% of youths under DJJ custody and receives 36% of the department's state appropriation. The program has a high staff turnover rate, especially among security personnel. Furthermore, the federal Prison Rape Elimination Act of 2003 (PREA) establishes new security staffing ratios by October 1, 2017, increasing the necessity to stabilize the workforce within the facilities.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The number of positions increased by 107 in FY 2014 due to the opening of the Rockdale RYDC. 3. Fleet Management: There are 69 vehicles assigned to this program, of which 58 are assigned to facilities and 11 to RYDC Services. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Decrease FY 2015 budget by $979,182 (Total Funds: ($1,233,293)).
Program Operations: 6. Most STP Youth (86%) in FY 2013 were being housed in RYDCs rather than YDCs as a result of YDC beds not being available and due to a
reduction in STP sentences from 60 days to a maximum of 30 days. Recommendation: Change the YDC and RYDC purpose statement so that housing STP Youth will be the responsibility of the Secure Detention Program rather than the Secure Commitment Program.

Office of Planning and Budget

112

1/9/2014

Department of Juvenile Justice
ZBB Program: Secure Detention (RYDCs)
FY 2015 Zero-Based Budget Report
7. The turnover rate for JCOs in RYDCs has been greater than 30% for the past three fiscal years, leading to increased training costs and decreased security stability. Recommendation: Address JCO staff salary levels through budget surplus to increase employee retention and reduce turnover; increase funds by $1,055,138 to establish a new base salary of $27,472 for a JCO2.
8. All DJJ facilities are recommended to meet PREA standards by October 1, 2017.
Recommendation: Upon completion of initial audits, recommendations should be created to address any PREA deficiencies. Additionally, the Facilities Master Plan should adequately plan for the replacement of smaller, outdated 30-bed facilities. 9. The agency should meet PREA staffing standards (1:8 security officer ratio during waking hours, 1:16 security officer ratio during sleeping hours) by October 1, 2017. Recommendation: Increase the number of JCOs in RYDCs (and YDCs) to meet PREA staffing standards for security officers. 10. The Department of Corrections contracts for healthcare services with Georgia Correctional Healthcare (GCHC) at Georgia Regents University and utilizes electronic health records, helping to create efficiencies and reduce expenditures. Recommendation: Research the potential of a DJJ and GCHC partnership to create greater efficiency and reduce future healthcare expenditures.
11. Budgets by object classes do not reflect historical spend patterns. Recommendation: Realign budget to reflect actual expenditures by object classes.
12. The Secure Detention program currently has 25 subprograms for budgeting purposes derived from all the facilities of the program, including three that are no longer operational. These large numbers of subprograms at times create management and budgeting problems. Recommendation: Reduce the subprograms from 25 to seven, to match the key activities of the program: Operations, Security Management, Education, Medical Services, Mental Health Services, Other Direct Services, and Nutrition.
13. Recreational employees who are responsible for the supervision of recreational facilities and equipment in RYDCs were reduced to five in FY 2010 due to budget reductions. Recommendation: Transfer funds from within the program to provide for an increase in the number of recreational employees in RYDCs.
14. Continue to utilize the Facilities Master Plan to adequately plan for the replacement of outdated facilities and effectively use existing facilities for the most appropriate mission.

Office of Planning and Budget

113

1/9/2014

Department of Juvenile Justice
ZBB Program: Secure Detention (RYDCs)
FY 2015 Zero-Based Budget Report
Recommendation: Reduce funds by ($3,754,158) (Total Funds: ($4,008,269)) for the following facility and operational changes: an increase of $1,669,162 for a 20-bed addition at the Clayton (Martha Glaze) RYDC; and increase of $2,458,257 for the annualization of the Rockdale RYDC; a decrease of ($6,256,353) (Total Funds: ($6,429,503)) for the closing of the Paulding RYDC; a decrease of ($3,551,721) (Total Funds: ($3,632,682)) for the closing of Gwinnett RYDC; an increase of $1,926,497 to fully staff the remaining Metro Atlanta RYDC facilities. 15. Align program staff to the appropriate program and budget with expenditures. Recommendation: Transfer $1,719,838 for RYDC program staff from the Departmental Administration program to align budget with expenditures.

Office of Planning and Budget

114

1/9/2014

Department of Juvenile Justice
ZBB Program: Secure Detention (RYDCs)
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Operations

Provides all business support operations for the facility including financial, human resources, procurement, supply and warehouse.

Authority OCGA 49-4A-3, 49-4A-7

No. of Positions
177

FY 2014

FY 2014

State Funds Total Budget

$33,049,819 $33,399,290

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($4,360,315)

$28,689,504

Security Management

Provides all security within the RYDC to ensure safety and security of OCGA 49-4A-3, youth and staff 24 hours per day, seven days per week. Services are 49-4A-7 provided for security for youth during transport outside the facility.

990

43,377,683

43,393,017

3,212,896

46,590,579

Education

DJJ is designated as a Special School District with 21 schools located OCGA 49-4A-3,

at the RYDCs. Each student receives 330 minutes of regular or

49-4A-7

special education instruction daily and provides: GED preparation,

testing, and attainment; academic credit courses for students

pursuing their high school diploma; classes for students diagnosed

with cognitive, behavioral and learning disabilities; and pre-

vocational and vocational education.

119

11,586,388

11,645,146

61,771

11,648,159

Medical Services

Manages and administers medical services programs in RYDC

OCGA 49-4A-3,

facilities through assessment, protection and maintenance of the 49-4A-7

health of youth in care or custody. Services include: medical intake

screening completed within two hours of admission; immunizations;

daily medical evaluation of youth help requests or sick calls; chronic

care treatment plans and services; dental services such as

restorative care and routine cleaning; laboratory, EKG, and radiology

services; access to emergency, specialty care, and impatient

hospitalization; prescription and over-the-counter medications.

91

9,613,581

9,613,581

51,253

9,664,834

Mental Health Services

Screening, assessment and treatment of youth who have mental illnesses, emotional disturbances or substance abuse problems. Services: Mental Health and Suicide Risk screenings; treatment contacts through individual, group and family therapy; psychiatric assessments; suicide prevention; and RYDC Substance Intervention Groups.

OCGA 49-4A-3, 49-4A-7

33

4,848,122

4,848,122

25,847

4,873,969

Office of Planning and Budget

115

1/9/2014

Department of Juvenile Justice
ZBB Program: Secure Detention (RYDCs)
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Other Direct Services

Provides counseling, case management, and recreation services functions for youth in RYDCs including the development and implementation of individual treatment plans that address the specific needs of the youth with the goal of rehabilitation and prevention of further involvement with the courts.

Authority OCGA 49-4A-3, 49-4A-7

No. of

FY 2014

FY 2014

Positions State Funds Total Budget

43

1,602,612

1,602,612

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

8,544

1,611,156

Nutrition

Meets the nutritional and dietary needs of youth housed in the RYDCs. This is accomplished by providing continuous education, training and support for the food service staff, menu design and distribution, and nutrition education information. A team of nationally registered and state licensed nutritionists plan all menus, which include breakfast, lunch, dinner and two snacks, providing approximately 3,000 calories per day based on the Recommended Daily Allowances and Dietary Reference Intakes. Youth with special dietary needs such as diabetes, hypertension or obesity receive special menus that aid in their overall medical treatment.

OCGA 49-4A-3, 49-4A-7

99

3,905,591

5,493,633

20,822

3,926,413

Total

1,552 $107,983,796 $109,995,401

Notes: Number of positions represents filled positions as of 5/31/13 plus the 107 positions approved for the new Rockdale facility .

Alternative (List an alternative approach to delivering program services within current agency budget) a. Security Management: Provide for a 5% salary increase in the JCO job series to address retention, recruitment, and longevity to facilitate succession planning. b. Medical: Outsource the dental services and centralize the diagnostic center.

($979,182)

$107,004,614

Office of Planning and Budget

116

1/9/2014

Department of Juvenile Justice
ZBB Program: Secure Detention (RYDCs)
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Telecommunications Capital Outlay Contractual Services Service Benefits for Children Institutional Repairs and Maintenance Utilities Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$76,085,096

$77,945,661

6,384,190

6,774,795

137,004

129,255

220,002

339,233

936,855

2,335,095

1,180,096

505,000

3,735,183

2,086,223

10,800,624

12,771,679

1,379,761

222,094

2,279,287

2,093,613

$103,467,725 $104,873,023

FY 2014 Current Budget
$84,516,206 6,227,493 209,731 94,535 265,254 1,559,800
2,300,589 12,276,980
200,000 2,344,813 $109,995,401

FY 2015

Changes

Recommendation

$4,857,624

$89,373,830

235,680

6,463,173

20,000

229,731

5,000

99,535

2,000

267,254

9,715

1,569,515

67,500 (6,452,903)
(104,909) 127,000 ($1,233,293)

2,368,089 5,824,077
95,091 2,471,813 $108,762,108

$101,252,230 51,397
2,164,098 $103,467,725

$102,640,133 50,439
2,182,451 $104,873,023

$107,983,796 61,423
1,950,182 $109,995,401

1,689 63

1,691 64

1,796 69

($979,182)
(254,111) ($1,233,293)
(52) 2

$107,004,614 61,423
1,696,071 $108,762,108
1,744 71

Office of Planning and Budget

117

1/9/2014

Department of Juvenile Justice
ZBB Program: Secure Detention (RYDCs)
Performance Measures

Agency Purpose: The Department of Juvenile Justice protects and serves the citizens of Georgia by holding young offenders accountable for their actions through the delivery of services and sanctions in appropriate settings, and by supporting youth in their communities to become productive and law-abiding citizens.
Program Purpose: The purpose of this program is to protect the public and hold youth accountable for their actions and provide temporary, secure care, and supervision of youth who are charged with offenses or who have been adjudicated delinquent and are awaiting disposition of their cases by juvenile courts or awaiting placement in one of the Department's treatment programs or facilities.

Performance Measures 1. Number of admissions to RYDCs 2. Average length of stay (days) 3. Average cost per care day 4. Number of Short Term Program (STP) sentence completions (RYDC) 5. Number of STP sentence completions (RYDCs and YDCs) 6. Number of validated status offenders detained in RYDCs 7. Juvenile Correctional Officer (JCO) attrition rate 8. Amount paid in holiday/overtime pay for security staff 9. Percentage of youth on mental health caseload 10. Number of YDC youth housed in RYDCs 11. Number of youth awaiting community placement 12. Number of recreational staff 13. Juvenile Detention Counselor (JDC) attrition rate 14. Number of youth with substance abuse needs

FY 2010 18,039 23 $234 2,510 3,262 493 19.8%
$79,543 33.1% 126 44 5 14.5% 100

Actuals

FY 2011

FY 2012

15,996

15,514

23

27

$260

$254

2,487

1,942

2,604

2,220

469

393

31.5%

45.0%

$308,769

$560,119

31.3%

33.1%

210

267

44

56

5

7

31.7%

19.9%

120

179

FY 2013 14,751 27 $257 1,881 2,159 325 49.6%
$994,468 33.1% 211 115 9 24.8% 220

Office of Planning and Budget

118

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Labor Department of Labor Administration

Office of Planning and Budget

119

1/9/2014

Georgia Department of Labor
ZBB Program: Administration
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the program's effectiveness in efficiently carrying out the agency's goals and objectives.
Results of Analysis 1. Statutory Alignment: Most program activities are aligned with statutory responsibilities. 2. Staffing Levels: The program has 261 full-time benefit eligible employees. 3. Fleet Management: There are six vehicles assigned to the program. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. In FY 2013, the Governor issued an Executive Order to transfer the administrative authority of the Workforce Investment Act (WIA) grant
funds from Georgia Department of Labor to the Governor's Office of Workforce Development. Additionally, other functions were transferred including the administration of the Safety Inspections program, Disability Adjudication Section, Division of Rehabilitation Administration, Business Enterprise program, Georgia Industries for the Blind, the Roosevelt Warm Springs Institute, and the Vocational Rehabilitation program. As a result of the transfers the overall budget was reduced by 67%, from $414,833,371 to $136,831,603; however, the budget for Administration was reduced only by 17%. An audit of the GDOL determined that the Special Accounting department was organized to monitor WIA grant activities, but in FY 2013 the Special Accounting department was still operating in GDOL. Recommendation: Realign and consolidate administrative functions in order to streamline and realize efficiencies due to the loss of federal and state funds.

Office of Planning and Budget

120

1/9/2014

Georgia Department of Labor
ZBB Program: Administration
FY 2015 Zero-Based Budget Report
7. GDOL uses the federal Financial Accounting and Reporting System (FARS) and does not use the statewide accounting system, TeamWorks Financials, to support their budgeting and financial needs. As a result, they continue to have compliance issues. In FY 2012, the Department of Audits and Accounts found four instances of non-compliance where expenditures exceeded available funds. Recommendation: Continue to work with the State Accounting Office to migrate all budget and accounting activities to the TeamWorks Financials System.
8. State agencies submit amendments to their Annual Operating Budget throughout the fiscal year with additional funds received from federal grants, fees collected and from the amended appropriations. The funds are often used to realign budgets to meet expenditures. As funds are received, these amendments should be submitted to Office of Planning and Budget for review and approval; however, GDOL delays submission of their amendments to OPB until the end of the fiscal year which often causes delays in processing. Recommendation: GDOL should work closely with OPB to amend funds to their budget as received in order to align expenditures and budget throughout the fiscal year rather than delaying the process to the end of the fiscal year.

Office of Planning and Budget

121

1/9/2014

Department of Labor
Department of Labor Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Information Technology

Provides operational support and technical assistance for the acquisition and operation of hardware/software used in agencywide operations.

Authority OCGA 34-2-1

Financial Services

Oversees budget and accounting requirements to ensure that federal and state requirements are met.

OCGA 34-2-1

Staff Development & Training

Provides training and technical assistance to employees.

Administrative Support
Human Resources

Provides agency wide assistance and support in facility management, customer service, and record keeping for direct line departments.
Responsible for the administration of all system-wide employee benefit programs and internal human resource activities including the recruitment of potential employees.

OCGA 34-2-1

Executive Management

Provides direction, guidance, and oversight for all agency activities OCGA 34-2-1 and operations.

Communications

Provides information to businesses, citizens, and others about workforce services.

OCGA 34-2-1

No. of Positions
124

FY 2014

FY 2014

State Funds Total Budget

$1,582,682 $18,688,926

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$1,582,682

51

968

3,639,316

0

968

7

208

782,769

0

208

35

1,476

5,550,270

0

1,476

14

298

1,121,332

0

298

12

388

1,458,877

0

388

18

478

1,797,573

0

478

Total

261

$1,586,499 $33,039,063

$0

$1,586,499

Alternative (List an alternative approach to delivering program services within current agency budget) The agency's alternative approach includes seeking an increased automation in the Financial Services area to reduce costs and processing time; evaluating additional opportunities for e-learning as an alternative to in-person classroom training; and exploring teleconferencing strategies for remote meetings and staff training.

Office of Planning and Budget

122

1/9/2014

Department of Labor
Department of Labor Administration
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Federal Recovery Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$20,902,431

$16,723,769

3,303,542

3,249,734

FY 2014 Current Budget
$17,820,486 3,271,120

329,918 10,899,000
251,966 904,084 897,432 $37,488,373

427,704 11,615,170
212,715 1,079,410
817,719 $34,126,221

474,700 10,528,659
140,715 718,383
85,000 $33,039,063

Changes

FY 2015 Recommendation $17,820,486 3,271,120

474,700

10,528,659

140,715

718,383

85,000

$0

$33,039,063

$1,796,790 30,267,526
1,783,004 3,641,053 $37,488,373
270 6

$1,344,015 19,101,105
11,632 13,669,469 $34,126,221
264 6

$1,586,498 31,312,292
140,273 $33,039,063
261 6

$1,586,498 31,312,292

140,273

$0

$33,039,063

261 6

Office of Planning and Budget

123

1/9/2014

Department of Labor
Department of Labor Administration
Performance Measures

Agency Purpose: To work with public and private partners in building a world-class workforce system that contributes to Georgia's economic prosperity by assisting individuals increase self-sufficiency through employment, training, and support services and assisting employers meet their business needs through employee recruitment and selection services, workforce information, and technical support.
Program Purpose: The purpose of this program is to work with public and private partners in building a world-class workforce system that contributes to Georgia's economic prosperity.

Performance Measures 1. Percentage of travel reimbursements paid within 30 days of submission of complete travel voucher 2. Percentage of federal financial reports submitted within 45 days of the end of the quarter 3. Percentage of participating employees who completed the EXCEL leadership 4. Number of documents digitized and stored through the department's enterprise imaging application
5. Number of audit findings 6. Total payments processed 7. Percentage of payments made electronically 8. Average days to process a payment 9. Employee turnover rate

FY 2010 N/A
95%
N/A N/A
12 597,899
2% N/A 9%

Actuals

FY 2011

FY 2012

93%

95%

95%

95%

100% N/A

97% 3,600,000

18 692,815
2% N/A 12%

15 553,948
31% 6.00 12%

FY 2013 99%
100%
95% 4,320,000
N/A 30,669*
22% 7.00 17%

Office of Planning and Budget

124

1/9/2014

FY 2015 Zero-Based Budget Analysis
Georgia Department of Labor ZBB Program: Unemployment Insurance (UI)

Office of Planning and Budget

125

1/9/2014

Georgia Department of Labor
ZBB Program: Unemployment Insurance (UI)
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the effectiveness and realize potential efficiencies in the program responsible for managing the State's Unemployment Insurance System and Trust Fund that supports the financial security of those temporarily out of work through no fault of their own.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The program has 484 full-time benefit eligible employees. 3. Fleet Management: There are three vehicles assigned to the program.
4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should continue to develop relevant and measurable outcomes for its key activities.
5. Budget Impact: Reduce the Governor's Emergency Fund program budget by $3,284,203. Specific recommendations are provided below.
Program Operations: 6. As of December 16, 2013, the outstanding principal balance on the Unemployment Insurance Trust Fund loan from the U.S. DOL is over
$296 million. This balance accrues interest each year and is payable in September. For FY 2015 the projected interest payment on the loan is $8,456,096. Recommendation: Reduce GEF by $3,284,203 and utilize state funds of $5,789,691 for the Unemployment Trust Fund loan interest 7. The Employment and Training Administration (ETA), has documented four types of experience rating methods (Reserve Ratio, Benefit Ratio, Benefit Wage Ratio, and Payroll Decline) used to determine employer liability ratings. The Official Code of Georgia Annotated (34-8155; 156) requires Georgia's experience ratings to be determined by the reserve ratio method. In addition, to the various experience rating methods, states also vary in how they assign employer tax rates. Georgia currently uses a "fixed" measure of rating employers' experience, which has a predetermined rate based on their experience rating. However, 11 states currently use a relative ranking system known as the Array method, which ranks employers on how they compare with each other. According to the ETA, this method helps to easily project and reach UI compensation revenue targets, while fixed measure rankings may lead to a vast number of employers in the lowest rate. In CY 2012, Georgia had 198,362 UI accounts, of which, 30 percent were assigned the minimum tax rate. O.C.G.A. 34-8-75 allows the Labor Commissioner to establish an experience rating committee to analyze modifications and improvements to the program. Recommendation: Consider establishing a committee to evaluate experience rating methods and the relative rankings of employer's experience rating to determine if current processes provide for the most fair, and equitable distribution of the tax burden on employers while creating a more solvent trust fund.

Office of Planning and Budget

126

1/9/2014

Georgia Department of Labor
ZBB Program: Unemployment Insurance (UI)
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Employer Liability and UI Tax Collection

Description

Authority

Determination of employer liability, collection of tax and supporting OCGA 34-8-150

wage information; loading of and accounting for tax and wage

information; collection of delinquent tax and wage reports and

taxes; audit of employers; resolution of blocked claims; liability

investigations; management and support of these functions.

No. of Positions
215

FY 2014

FY 2014

State Funds Total Budget

$2,573,941

$9,094,417

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$2,573,941

Processing and Determining UI Benefits

Determination of monetary eligibility to establish a valid UI claim; gathering fact finding and making determination on the job separation; paying eligible benefits; investigating and collecting overpayments; management and support of these functions.

OCGA 34-8-150

162

3,215,750

25,866,951

0

3,215,750

UI Appeals and Determinations

Collecting and processing relevant evidence from parties; holding hearings; making, writing and issuing descisions; management and support of these functions. Georgia has two levels of appeal Appeals Tribunal and the Board of Review.

OCGA 34-8-150

Total

107

5,427,509

484

$5,789,691 $40,388,877

0

$0

$5,789,691

Alternative (List an alternative approach to delivering program services within current agency budget) This is a federally funded program. There were no alternative approaches provided by the agency.

Office of Planning and Budget

127

1/9/2014

Department of Labor
Unemployment Insurance
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses1
Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Federal Recovery Funds Total Funds

Expenditures

FY 2012

FY 2013

$28,775,276

$24,699,218

30,374,582

30,660,714

FY 2014 Current Budget
$28,032,065
5,739,928

362,806 10,032,399
1,010,358 892,101
3,171,061 $74,618,583

359,162 1,698,695 1,492,880 1,815,486 2,325,930 $63,052,085

128,747 4,149,010 1,247,757
818,620 272,750 $40,388,877

Changes

FY 2015 Recommendation $28,032,065
5,739,928

128,747

4,149,010

1,247,757

818,620

272,750

$0

$40,388,877

$21,243,083 52,720,041 655,459
$74,618,583

$22,548,862 40,503,223 16,592
$63,068,677

$5,789,691 34,599,186
$40,388,877

$5,789,691 34,599,186

$0

$40,388,877

Positions Motor Vehicles

529

484

484

484

3

3

3

3

1 FY 2012 and FY 2013 Regular Operating Expenses include the interest payment made on September 30 of each calendar year.

Office of Planning and Budget

128

1/9/2014

Georgia Department of Labor
ZBB Program: Unemployment Insurance (UI)
Performance Measures
Agency Purpose: The Georgia Department of Labor works with public and private partners in building a world-class workforce system that contributes to Georgia's economic prosperity by assisting individuals increase self-sufficiency through employment, training, and support services and assisting employers meet their business needs through employee recruitment and selection services, workforce information, and technical support.

Program Purpose: The purpose of this program is to enhance Georgia's economic strength by collecting unemployment insurance taxes from Georiga's employers and distributing unemployment benefits to eligible claimants.

Performance Measures 1. Percentage of unemployment insurance benefit recipients paid accurately, as determined by a federally-prescribed sample methodology
2. Percentage of new employer accounts for which unemployment insurance obligation is determined within 90 days (federal target 88.7%)
3. Percentage of employers determined to have tax liability
4. Percentage of benefit payments made within 21 days

FY 2010 97%

Actuals

FY 2011

FY 2012

94%

93%

FY 2013 92%

88%

89%

89%

89%

89%

90%

90%

89%

86%

88%

86%

85%

Office of Planning and Budget

129

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Natural Resources ZBB Program: Wildlife Resources

Office of Planning and Budget

130

1/9/2014

Department of Natural Resources
ZBB Program: Wildlife Resources
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the operations and workforce of this program in order to identify any potential operating efficiencies or savings.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory requirements. 2. Staffing Levels: The program currently has 575 full-time benefit eligible employees. 3. Fleet Management: The program has 778 authorized vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Transfer 221 positions to the new Law Enforcement program (Total Funds: ($18,171,362)).
Program Operations: 6. DNR's WRD program processes boat registrations for all motorized marine vessels in Georgia. Currently, the registration process is
contracted out to a third party, which charges a transaction fee for processing registrations. Boat owners must register their vessels with DNR, and must also visit a local/county tax (tag) office to register and license their boat trailers through the Georgia Department of Revenue (DOR). This process of contacting two different agencies to register what is often operated as one unit (boat and trailer) may be confusing and burdensome for customers. Additionally, the third party contract for processing boat registrations for DNR expires on June 30, 2014 and is currently up for bid. Recommendation: Meet with the DOR to evaluate potential benefits, costs and revenues associated with transferring all or some of the boat registration processing to the DOR. Prepare recommendations and submit to OPB.

Office of Planning and Budget

131

1/9/2014

Department of Natural Resources
ZBB Program: Wildlife Resources
FY 2015 Zero-Based Budget Report
7. The BudgetNet reporting system reflects 778 authorized motor vehicles for WRD and the internal inventory records reflect 722 vehicles, resulting in a variance of 56 vehicles that are not accurately reported. Recommendation: The agency should implement policies and procedures that will enable them to more accurately track and reflect the size of fleet in operation. The agency should work with the Office of Fleet Management and OPB to ensure that motor vehicle counts are consistent, accurate, and recorded properly with DOAS, OPB, and DNR internal inventory.
8. Revenues are generated from timber harvests on Wildlife Management Areas (WMA) and Public Fishing Areas (PFA). The US Fish and Wildlife Service requires timber receipts from state-owned WMAs to be treated as license revenue. DNR uses most of the revenues collected for the administration of the Game Management activity in WRD; however, federal law states that these revenues must be used for the administration of the activities of the DNR. Recommendation: DNR should use revenues collected from the sale of timber to fund administration of the activities of the DNR, especially activities of the WRD.

Office of Planning and Budget

132

1/9/2014

Department of Natural Resources
ZBB Program: Wildlife Resources
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Fisheries Management

Description

Authority

Maintain and manage the freshwater fishery and fish habitats and OCGA 27-1-3

the recreation supported by these resources so as to provide quality (b), 27-1-10

recreational fishing for the present and future generations, while

simultaneously working with other divisions to assure water quality

and water quantity is supportive of a healthy freshwater fishery.

No. of Positions
116

FY 2014

FY 2014

State Funds Total Budget

$5,535,252 $11,092,869

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$5,535,252

Game Management

Manage species that are legally hunted or trapped, their habitats OCGA 27-1-3,

and hunting seasons. Deliver hunter education to the public to

27-1-6, 27-1-10,

develop safe, ethical hunters. Provide technical assistance to private and 12-2-5

landowners who want to manage their properties for wildlife or

control nuisance wildlife problems. Operate Wildlife Management

Areas to provide public hunting opportunities. Operate Sapelo Island

ferry system and provide essential services to island residents.

138

8,597,969

17,306,235

0

8,597,969

Law Enforcement Program1
Admin/License & Boat Registration

Law Enforcement, education and public safety. The Law

OCGA 12-2-11;

Enforcement program is charged with the enforcement of all state 27-1-16, 18, 19,

laws and departmental regulations regarding wildlife, fishery

20; 27-2-5, 10;

resources, wild animals, boating safety, hunter safety education and 27-5-4; 35-8-9,

patrolling all DNR properties in addition to assisting other law

20, 21; 52-7-19,

enforcement agencies upon request.

22; 25; 27-4

Provides administration of the Wildlife Resources Division, including OCGA 27, 52, the issuance of hunting and fishing licenses, vessel registrations, and 12, 50, 16 numerous other associated permits and licensures, human resources, budget management, public affairs and communications, and manages the processes connected to the collection and routing of license and permit revenues to the general fund.

221

15,919,247

18,171,362 (15,919,247)

84

1,766,068

2,005,192

0

0 1,766,068

Office of Planning and Budget

133

1/9/2014

Department of Natural Resources
ZBB Program: Wildlife Resources
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Nongame

Conservation and management of nongame wildlife and endangered species including research and surveys, development and implementation of conservation plans, development and maintenance of geospatial databases on species and habitats, providing technical assistance to landowners, conducting species recovery and habitat conservation, developing and implementing educational programs, developing conservation plans, and fundraising.

No. of

Authority Positions

OCGA 27-1-1,

16

12-3-600, 27-3-

130, 12-6-70, 36-

22-1, 12-6-150

FY 2014

FY 2014

State Funds Total Budget

818,672

6,593,730

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

818,672

Total

575 $32,637,208 $55,169,388 ($15,919,247)

$16,717,961

1The proposed change to the Law Enforcement Program activity is reflective of the creation of a new Law Enforcement program which is to become effective July 1, 2014.

Alternative (List an alternative approach to delivering program services within current agency budget) Fisheries Management - Stop the production and distribution of private pond fish and customers would obtain their fish from private hatcheries around the state. Currently, hatcheries are producing and distributing largemouth bass, bluegill, redear sunfish, and channel catfish for private ponds. A fee of $60 per acre of pond for the most popular combination of fish generated from sales is used to offset program cost. However, demand for private pond fish has declined over the last several years. This alternative would cost the same as all state funds were cut for the private pond stocking program and it's currently funded through fees from fish sales.
Game Management - Transfer the operation of the Sapelo Island Ferry to the Georgia Department of Transportation. The vast majority of ferry systems nationwide are operated by state or local government transportation departments or private enterprises/public-private ventures. The Game Management-operated ferry for Sapelo Island may be the only ferry in the country operated by a natural resource agency that serves as a public transportation system for residents (island residents travel to the mainland for work, school, etc.). The annual operating cost for the ferry is approximately $400,000.
Law Enforcement - Privatize and contract out program functions that do not require POST certification to complete the function such as; hunting and boating education, special permits and hull identification number inspections. This alternative would free up Law Enforcement Rangers from duties that are administrative in nature and provide more actual prevention, detection and investigations of violations pertaining to the core mission. This alternative would be viewed as neutral from a program stand point due to the shifting of duties, but would pass on an added cost to the entity who assumes the duties and potentially add costs for the consumer.
Admin/LBRU - Move administrative function to another agency or transfer them to DNR Administration. Either change would require additions to current staff of those entities resulting in no net savings to the state.
Nongame - Some rare species surveys, data management and technical assistance could be out-sourced to the academic community. This would increase costs because salaries and overhead expenses are higher in academic institutions than in our agency.

Office of Planning and Budget

134

1/9/2014

Department of Natural Resources
ZBB Program: Wildlife Resources
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Cost of Materials - Resale Capital Outlay - New Capital Outlay - Repairs and Maint. Capital Outlay - WMA Land Nongame Conservation Capital Outlay - Waterfowl Wildlife Endowment Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$32,315,438

$34,529,624

8,494,888

11,242,686

2,214,698

1,078,319

991,601

2,560,650

519,686

330,845

78,846

98,928

1,126,978

906,918

6,013,629

5,774,831

138,059

140,852

2,345,596

902,786

1,645,424

1,290,918

1,709,425

2,001,669

5,608,214

6,935,165

353,220

488,038

$63,555,702

$68,282,229

FY 2014 Current Budget
$35,132,233 8,841,353 25,596 118,353 64,112 71,370 609,979 737,682 40,000 494,676 2,337,605 661,530 5,338,884
696,015 $55,169,388

FY 2015

Changes

Recommendation

($15,096,686)

$20,035,547

(2,876,897)

5,964,456

(25,596)

0

118,353

(16,000)

48,112

(12,564)

58,806

(122,519)

487,460

(21,100)

716,582

40,000

494,676

2,337,605

661,530

5,338,884

($18,171,362)

696,015 $36,998,026

$28,845,432 22,757,883 11,952,387
$63,555,702
496 778

$30,512,522 27,114,896 10,654,811
$68,282,229
500 778

$32,637,208 13,784,397 8,747,783
$55,169,388
575 778

($15,919,247) (2,248,458) (3,657)
($18,171,362)
(221) (311)

$16,717,961 11,535,939 8,744,126
$36,998,026
354 467

Office of Planning and Budget

135

1/9/2014

Department of Natural Resources
ZBB Program: Wildlife Resources
Performance Measures

Agency Purpose: The Department of Natural Resources works to sustain, enhance, protect and conserve Georgia's natural, historic and cultural resources for present and future generations, while recognizing the importance of promoting the development of commerce and industry that utilize sound environmental practices.
Program Purpose: The purpose of this program is to protect, conserve, manage and improve Georgia's wildlife and freshwater fisheries resources; manage and conserve protected and endangered wildlife and plants; regulate the possession and sale of wild animals; administer and conduct mandatory hunter safety program; and administer and enforce the Georgia Boat Safety Act.

Performance Measures 1. Number of certified fishing licenses reported 2. Number of certified hunting licenses reported to the US Fish and Wildlife Service 3. Total number of Boating Under the Influence arrests 4. Number of hunter safety and boater safety students 5. Percentage of hunters who rate their hunting experience as satisfactory or better 6. Number of dollars generated for Georgia's economy per dollar of state funds spent on fisheries management and fishing

FY 2010 559,807 302,190
167 18,075
88%
$275

Actuals

FY 2011

FY 2012

574,668

589,367

307,436

324,561

151 14,616
87%

190 16,611
87%

$296

$407

FY 2013 622,344 363,575
174 16,612
86%
$425

Office of Planning and Budget

136

1/9/2014

FY 2015 Zero-Based Budget Analysis
State Board of Pardons and Paroles ZBB Program: Clemency Decisions

Office of Planning and Budget

137

1/9/2014

State Board of Pardons and Paroles
ZBB Program: Clemency Decisions
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the cost-effectiveness of program activities and ensure that performance measures effectively track progress to program goals.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: Authorized positions increased from 106 in FY 2012 to 174 in FY 2014 to reflect the transfer of investigative employees
from Field Supervision to Clemency Decisions to properly align program activities. 3. Fleet Management: This program has one vehicle assigned to the Executive Director. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. The Clemency On-line Navigation System (CONS) initiative began implementation in FY 2010 to digitize offender records from paper
resulting in streamlined, more efficient review of records. To date, all records, with the exception of offenders with life sentences without the chance of parole, have been digitized. In addition, as new offenders enter the system, the agency must digitize these records making this a continual process. Recommendation: Continue to direct resources to the process of digitizing records. 7. The agency has expedited the review of appropriate offenders eligible for parole supervision through innovative technology implementations such as CONS, which positively impacts the overall correctional system including relieving jail backlog. Recommendation: Continue to utilize and improve CONS technology as this has increased the efficiency and effectiveness of the clemency review process and assisted in alleviating stressors on the state's correctional system.

Office of Planning and Budget

138

1/9/2014

State Board of Pardons and Paroles
ZBB Program: Clemency Decisions
FY 2015 Zero-Based Budget Report
8. Some offenders with felony convictions, who are eligible for parole, are not released because they are unable to establish a residency. The Reentry Partnership Housing Program, in collaboration with the Georgia Department of Corrections (GDC) and the Department of Community Affairs (DCA), seeks to provide these offenders with housing so they may begin work and become productive citizens in the community. This program successfully provided housing for 427 offenders in FY 2013. Recommendation: Continue the collaborative efforts with GDC and the DCA.
9. The State Board of Pardons and Paroles (SBPP), along with the GDC, Department of Juvenile Justice and local law enforcement agencies in Savannah, began the Savannah Impact Program (SIP). This program is designed to provide treatment of offenders with substance abuse issues who have short-term sentences at the Coastal State Prison facility (operated by GDC). Since January, the two agencies have found efficiencies in processing. For example, SBPP uploads all pertinent parole documents (done in the Clemency Decisions program) into GDC's offender management system so upon completion of SIP, individuals with parole to follow may leave the program and begin supervision under the Parole Supervision program. Recommendation: Continue to work with other stakeholders to find operational efficiencies.
10. In FY 2013, the agency and the GDC, began the Max Out Reentry Program (MORE). The two agencies recognized the need to provide reentry programming to those offenders whose entire sentence would be served in prison (rather than early release on parole). The Clemency Decisions program or GDC's prison staff may refer an offender who will max out to the MORE program. The offender will then go to one of 15 Transition Centers (operated by GDC) where he or she will be released into the community to work during the day and return to supervision at the Transition Center in the evening. Recommendation: This program is still in early stages of implementation. Continue working with partners at GDC to find operational efficiencies.

Office of Planning and Budget

139

1/9/2014

State Board of Pardons and Paroles
ZBB Program: Clemency Decisions
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Executive Decision Making

Consider all information, (investigations, background, time served recommendations) prepare and cast vote on recommendations for clemency. Provide operational guidance for the agency and Clemency division.

No. of

Authority Positions

Georgia

12.2

Constitution

Article IV, Sec. 2;

OCGA 42-9-20;

42-9-39 - 42.1,

43-48; 42-9-50-

55; 42-9-60

FY 2014

FY 2014

State Funds Total Budget

$2,261,453

$2,261,453

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$2,261,453

Case Evaluation and Rating Inmate Case Investigations Pre-decision Processing

Prepare cases for board consideration through review of all case Georgia

data compiled and application of the parole decision guidelines or Constitution

other program criteria (as applicable) resulting in a recommendation Article IV, Sec. 2;

of time to serve.

OCGA 42-9-20;

42-9-39 - 42.1,

43-48; 42-9-50-

55

Reviewing record of case(s) in file providing detailed background Georgia

information for Board review regarding circumstances of the

Constitution

offenses and the offender's criminal history.

Article IV, Sec. 2;

OCGA 42-9-20;

42-9-39 - 42.1,

43-48; 42-9-50-

55

Establishing offender file, confirming sentence

Georgia

information/consideration type/clemency eligibility; review of

Constitution

additional information coming in on existing cases (alerts);

Article IV, Sec. 2;

requesting investigations

OCGA 42-9-20;

42-9-39 - 42.1,

43-48; 42-9-50-

55

22

1,792,605

1,792,605

0

67

3,824,761

3,824,761

0

30

1,473,159

1,473,159 (100,000)

1,792,605 3,824,761 1,373,159

Office of Planning and Budget

140

1/9/2014

State Board of Pardons and Paroles
ZBB Program: Clemency Decisions
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

No. of

Activity

Description

Authority Positions

Post-decision Processing

Review of board decisions and dissemination of required

Georgia

30

notifications. Final review of case to ensure that required

Constitution

programming has been completed, protests (victim/DA) are

Article IV, Sec. 2;

addressed and offender's institutional behavior is appropriate; send OCGA 42-9-20;

case back to board for reconsideration if needed. Request

42-9-39 - 42.1,

verification of residency plan, send notifications; establish release 43-48; 42-9-50-

date and generate parole certificate.

55

FY 2014

FY 2014

State Funds Total Budget

1,232,366

1,232,366

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

1,232,366

Pardon/Restoration of Rights Processing
Executive Support

Processing of applications for the restoration of civil and political Georgia

rights as well as the restoration of the right to bear firearms.

Constitution

Article IV, Sec. 2;

OCGA 42-9-20;

42-9-39 - 42.1,

43-48; 42-9-50-

55

Agency and executive support to include: media relations, legal Georgia

guidance, internal investigations, agency policy development and Constitution

review.

Article IV, Sec. 2;

OCGA 42-9-20;

42-9-39 - 42.1,

43-48; 42-9-50-

55

Total

6.8

414,038

414,038

0

6

948,408

948,408

0

174 $11,946,790 $11,946,790 ($100,000)

414,038 948,408 $11,846,790

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

141

1/9/2014

State Board of Pardons and Paroles
ZBB Program: Clemency Decisions
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Other Funds Total Funds

Expenditures

FY 2012

FY 2013

$6,336,053

$10,705,606

217,613

263,630

FY 2014 Current Budget
$11,091,881 293,977

19,391 217,158
74,721 403,956 $7,268,893

(194) 217,158
97,196 272,608 $11,556,004

111 809 217,158 109,029 233,825 $11,946,790

FY 2015

Changes

Recommendation

($100,000)

$10,991,881

293,977

($100,000)

111 809 217,158 109,029 233,825 $11,846,790

$7,267,911 981
$7,268,893

$11,554,495 1,509
$11,556,004

$11,946,790 $11,946,790

($100,000) ($100,000)

$11,846,790 $11,846,790

Positions Motor Vehicles

106

174*

174

174

1

1

1

1

*The increase in positions and personal services reflects the transfer of funds and 74 investigator positions from Parole Supervision to properly align function and budget.

Office of Planning and Budget

142

1/9/2014

State Board of Pardons and Paroles
ZBB Program: Clemency Decisions
Performance Measures

Agency Purpose: The State Board of Pardons and Paroles is the sole entity authorized to administer and grant executive clemency in the State of Georgia. The fivemember board also sets policy and directs the community supervision of those offenders granted clemency.

Program Purpose: The purpose of this program is to collect data on offenders within the correctional system, make determinations regarding offender eligibility for parole, investigate allegations of employee misconduct, manage the agency's public relations efforts, and administer the Re-Entry Partnership Housing Program.

Performance Measures 1. Number of offender files initiated 2. Number of investigations completed (legal, social, personal history, special interviews, other) 3. Total number of board clemency votes 4. Number of notifications to officials 5. Board orders issued for pardons and restoration of rights
6. Number of inmates released by board action
7. Annual cost avoidance of offenders in the community under supervision versus prison costs for incarceration

FY 2010 21,227 58,250

Actuals

FY 2011

FY 2012

21,416

20,844

48,376

44,108

FY 2013 13,739 40,654

79,922 122,929
662
13,926
$366,527,300

70,261 109,514
934
10,769
$298,299,469

63,665 112,438
968
12,544
$351,168,318

88,302 134,944
1,349
15,677
$408,884,195

Office of Planning and Budget

143

1/9/2014

FY 2015 Zero-Based Budget Analysis
Georgia Public Defender Standards Council ZBB Program: Public Defenders

Office of Planning and Budget

144

1/9/2014

Georgia Public Defender Standards Council
ZBB Program: Public Defenders
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to determine the most cost effective means to achieving the requirement per O.C.G.A. 17-12-22 (a). The Public Defenders program provides representation to indigent defendants indicted on criminal charges in Superior and Juvenile Courts. There are 49 circuit offices, six of which (Bell-Forsyth, Blue Ridge, Cobb, Douglas, Gwinnett, and Houston) provide their own services with state funds as authorized in O.C.G.A. 17-12-36. Six regional offices manage conflict cases when there are multiple defendants in a criminal case. These offices are located in the Atlanta, Zebulon, Rome, Springfield, Athens, Stone Mountain circuits. In 2010, the State Bar of Georgia issued Formal Advisory 10-1, subsequently upheld by the Georgia Supreme Court, that states no single office may provide defense to multiple clients.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The agency utilizes the statutory formula for staffing reflected in O.C.G.A. 17-12-27. In addition, the agency contracts with
counties for supplemental staff. 3. Fleet Management: The program has a fleet of 13 vehicles. Five are assigned to the Metro Conflict office; three to the Southern Circuit;
one to the Oconee Circuit; one to the Appellate Division; and one to each of the Atlantic, Griffin and Rome Conflict offices. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: In FY 2013, the Georgia Supreme Court upheld the State Bar's Formal Advisory Opinion 10-1 resulting in an agency
estimated increased cost of approximately $6.7 million to ensure conflict cases are segregated to independent attorneys.
Program Operations: 6. There are 164 Public Defender positions that are funded by the state and 218 that are funded by the counties.
Recommendation: Continue to seek financial support from the counties to fund public defender positions. 7. To handle the increased number of conflict cases, the state must compensate for additional independent representation.
Recommendation: Develop a funding formula so that counties can supplement the cost of conflict cases. Based on this recommendation, a statutory change will be required.

Office of Planning and Budget

145

1/9/2014

Georgia Public Defender Standards Council
ZBB Program: Public Defenders
FY 2015 Zero-Based Budget Report
8. The administrative fee from county contracts pay for personal services and regular operating expenses in the Public Defender Standards Council program. This fee derives from a percentage of the county contracts which supplements public defender positions. The funds are remitted in the Public Defenders program but are expensed in the Public Defender Standards Council program. Recommendation: Retain the administrative fee within the Public Defenders program to defray the cost of conflict cases in the future. Use state appropriations for personnel and regular operating expenses in the Public Defender Standards Council program.
9. The agency does not have an administrative rule for standard minimum requirements to be a conflict attorney. Recommendation: Create an administrative rule that establishes standard minimum requirements for conflict attorneys.

Office of Planning and Budget

146

1/9/2014

Georgia Public Defender Standards Council
ZBB Program: Public Defenders
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Indigent Defense

Description

Authority

Legal representation of an indigent defendant in a) any case

OCGA 17-12-23

prosecuted in a superior court in which there is a possibility that a

sentence of imprisonment or probation or a suspended sentence of

imprisonment may be adjudged; b) a hearing on a revocation of

probation in a superior court; c) any juvenile court case where the

juvenile may face a disposition of confinement, commitment, or

probation; and d) any direct appeal of any of the above proceedings.

No. of Positions
651

FY 2014

FY 2014

State Funds Total Budget

$28,267,408 $57,094,827

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$28,267,408

Indigent Defense - Conflict of Interest

Provides legal representation in cases where multiple defendants must be assigned a lawyer to safe guard their rights and prevent a conflict of interest with the other defendant.

OCGA 17-12-22

Total

57

6,868,400

6,868,400

708 $35,135,808 $63,963,227

0

6,868,400

$0

$35,135,808

Alternative (List an alternative approach to delivering program services within current agency budget) For the circuit offices, both the service itself and the personnel designated to deliver that service are effectively set in statute. The service that has some more flexibility is related to the conflict cases. The current model uses a combination of staff in several regional offices and contractors everywhere as needed. Instead of using this hybrid model, alternatives include using only staff or only contractors. However, both of those alternatives are more costly.
Note: County funded positions are included in No. of Positions.

Office of Planning and Budget

147

1/9/2014

Georgia Public Defender Standards Council
ZBB Program: Public Defenders
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type
State General Funds Governor's Emergency Fund Other Funds Total Funds

Expenditures

FY 2012

FY 2013

$52,971,494

$53,687,535

1,127,069

1,131,592

FY 2014 Current Budget
$28,455,441 650,760

10,443 54,153 455,211 126,536 4,541,366 2,049,641 $61,335,912

1,501 37,604 518,721 112,981 6,972,183 2,071,195 $64,533,312

90,000 15,600 3,841,385 2,082,622 $35,135,808

$33,505,768
27,830,144 $61,335,912

$34,374,788 1,980,000
28,178,524 $64,533,312

$35,135,808 $35,135,808

Positions Motor Vehicles

723

708

708

13

13

13

Note: FY 2014 Personal Services budget does not include county funded positions.

FY 2015

Changes

Recommendation

$1,800,000

$30,255,441

650,760

5,890,000 $7,690,000
$5,890,000 1,800,000
$7,690,000

90,000 15,600 9,731,385 2,082,622 $42,825,808
$41,025,808
1,800,000 $42,825,808
708 13

Office of Planning and Budget

148

1/9/2014

Georgia Public Defender Standards Council
ZBB Program: Public Defenders
Performance Measures
Agency Purpose: The Georgia Public Defender Standards Council ensures, independently of political considerations or private interests, that each client whose cause has been entrusted to a circuit public defender receives zealous, adequate, effective, timely and ethical legal representation, consistent with the Constitution of Georgia and the United States.
Program Purpose: The purpose of this program is to assure that adequate and effective legal representation provided, independently of political consideration or private interests to indigent person who are entitled to representation under this chapter, provided that staffing for circuits are based on OCGA 17-12-23.

Performance Measures 1. Number of new cases 2. Percentage of cases contracted versus staffed 3. Program turnover rate 4. Number of trainings offered 5. Number of conflict cases 6. Number of clients defended

FY 2010 124,493 N/A 23% 13 N/A 109,710

Actuals

FY 2011

FY 2012

124,431

123,438

N/A

N/A

16%

14%

13

14

N/A

N/A

107,537

107,918

FY 2013 117,808 N/A 20% 20 10,102 101,755

Office of Planning and Budget

149

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Public Health ZBB Program: Emergency Preparedness/Trauma System Improvement

Office of Planning and Budget

150

1/9/2014

Department of Public Health
ZBB Program: Emergency Preparedness/Trauma System Improvement
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to analyze the way this program interacts with other agencies, in particular the Georgia Trauma Care Network Commission (GTCNC), and to determine if any efficiencies and improvements may be achieved. The Emergency Preparedness/Trauma System Improvement program oversees a variety of services and activities, including, but not limited to, Emergency Medical Services (EMS) licensure, injury prevention programs, preparedness coordination for emergencies, and trauma facility designation and regulation.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There were 90 filled positions in FY 2013 compared to 75 authorized positions in FY 2014. See specific recommendation
listed below. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Based on a 2012 Special Examination performed by the Department of Audits and Accounts, it was recommended the Office of
Emergency Medical Services and Trauma (OEMST) and the GTCNC continue to work together in defining each other's relationship with regard to developing the trauma network in Georgia, in lieu of changes to policy. Recommendation: The lack of leadership identified in the audit continues to be an issue. Each entity should clearly discuss their Memorandum of Agreement (MOA) to properly define the deliverables as well as goals that are necessary and attainable. Recommendation: Evaluate the pros and cons of combining the trauma-related activities performed by OEMST and the GTCNC into one program or agency.

Office of Planning and Budget

151

1/9/2014

Department of Public Health
ZBB Program: Emergency Preparedness/Trauma System Improvement
FY 2015 Zero-Based Budget Report
7. This program may be impacted by the sequestration of Federal funding. The agency has received information related to the sequestration impact of its two largest grants in this program. The overall impact is an increase; one grant was reduced while the other grant was increased. However, the agency has not received finalized information related to its other Federal grants in this program. Recommendation: Based on the sequestration impact, adjust program services to reflect the available budget.
8. Budget by object class does not reflect historical spend patterns. Recommendation: Realign budget to reflect projected expenditures by object classes.
9. Actual positions exceed the authorized position count. Recommendation: Reconcile the authorized position count to reflect the actual number of positions.

Office of Planning and Budget

152

1/9/2014

Department of Public Health
ZBB Program: Emergency Preparedness/Trauma System Improvement
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Emergency Medical Services

Description

Authority

The EMS program issues medic licenses, issues service licenses, OCGA 31-11

regulates ambulance zoning, investigates complaints, performs

vehicle inspections, and gathers patient trip report data for its

GEMSIS database. The program licenses and recertifies over 19,000

medics and regulates education and training of medics throughout

the State of Georgia. The program also licenses and re-licenses 280

ambulance services annually as well as performs vehicle inspections.

No. of Positions
17

FY 2014

FY 2014

State Funds Total Budget

$1,298,099

$1,600,075

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$1,298,099

Injury Prevention
Preparedness Coordination for Emergencies
Trauma Center Designation

Collect data and evaluate injury prevention programs, recruit and train other agencies and groups in order to increase the effectiveness and efficiency of the programs in saving lives from injury. Safety equipment, like smoke detectors and car seats, is also provided.

OCGA 31-2A-4; 40-8-76; 40-6241

Develop a Public Health Emergency Operations Plan to address

OCGA 31-11;

standard operating guidance for preparing for, mitigating,

Public Law 109-

responding to and recovering from events of public health

417

significance. This includes establishing a statewide, healthcare

community, and public health community exercise program which is

used to assess readiness to respond to disaster.

The Trauma program serves as a regulatory body, designating

OCGA 31-11

specialty care centers and trauma facilities. The designation process

allows for the tracking of resource availability for the care of injured

patients. It requires that a facility, based on the level of designation,

maintain certain resources such as physician availability, nursing

support, equipment, and education.

9

1,226,636

59

556,217

34,235,028

3

358,090

358,090

0

0

556,217

0

358,090

Office of Planning and Budget

153

1/9/2014

Department of Public Health
ZBB Program: Emergency Preparedness/Trauma System Improvement
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Trauma Registry

Description

Authority

Each trauma and specialty care center reports data on the most OCGA 31-11

critical injuries on a quarterly and annual basis. The data collected is

used in performance improvement and injury prevention activities.

All designated trauma and specialty care facilities participate in the

trauma registry as well as several other hospitals, participating on a

voluntary basis.

No. of Positions
2

FY 2014

FY 2014

State Funds Total Budget

238,726

238,726

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

238,726

Total

90

$2,451,132 $37,658,555

$0

$2,451,132

Alternative (List an alternative approach to delivering program services within current agency budget) Trauma center designation could be eliminated at the state level, replaced with self designation, or replaced with national designation. If this function was eliminated at the state level, it could cause a fractured system with very little oversight. With the national designation option, it would be very costly to the trauma centers to obtain this type of designation.

Office of Planning and Budget

154

1/9/2014

Department of Public Health
ZBB Program: Emergency Preparedness/Trauma System Improvement
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$7,027,640

$7,109,160

1,614,623

1,455,233

FY 2014 Current Budget
$8,202,652 3,744,695

68,416 237,035 110,028 570,596 9,229,093 8,713,676 $27,571,109

399,508 339,564
99,846 478,199 8,956,981 10,252,031 $29,090,523

1,588,305 428,997 160,796 789,280
8,976,803 13,767,027 $37,658,555

Changes

FY 2015 Recommendation $8,202,652 3,744,695

1,588,305

428,997

160,796

789,280

8,976,803

13,767,027

$0

$37,658,555

$2,414,666 24,685,373
471,070 $27,571,109
83

$2,403,665 26,287,413
399,444 $29,090,523
90

$2,451,132 35,035,447
171,976 $37,658,555
75

$2,451,132

35,035,447

171,976

$0

$37,658,555

75

Office of Planning and Budget

155

1/9/2014

Department of Public Health
ZBB Program: Emergency Preparedness/Trauma System Improvement
Performance Measures
Agency Purpose: The Department of Public Health works to prevent disease, injury, and disability; promote health and well-being; and prepare for and respond to disasters.
Program Purpose: The purpose of this program is to prepare for natural disasters, bioterrorism, and other emergencies as well as improving the capacity of the state's trauma system.

Performance Measures 1. Total number of designated trauma centers 2. Number of designated Level I-III trauma centers 3. Number of families assisted through safety equipment provided (per federal fiscal year) 4. Average time to process EMS medic license applications (in days) 5. Average time to process EMS service license applications (in days) 6. Strategic National Stockpile proficiency score

FY 2010 17 13 56
20 35 N/A

Actuals

FY 2011

FY 2012

19

24

15

15

41

66

10

5

25

18

95%

96%

FY 2013 26 16
N/A
2 15 99%

Office of Planning and Budget

156

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Public Health ZBB Program: Epidemiology

Office of Planning and Budget

157

1/9/2014

Department of Public Health
ZBB Program: Epidemiology
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to analyze the organizational structure of the program as well as the impact of sequestration to determine if any efficiencies and improvements may be achieved. The Epidemiology program is responsible for monitoring the health of those in the community, preventing the spread of disease, and disseminating information to promote wellness and prevention efforts.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There were 53 filled positions in FY 2013 compared to 51 authorized positions in FY 2014. See specific recommendation
listed below. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. However, data for certain
measures were not available. The agency should track and record data to ensure accurate reporting of performance data in the future. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Some of the surveillance activities traditionally performed by the Epidemiology program are organized within other programs. For
example, the surveillance activities for Maternal and Child Health (MCH) are performed within that same area (MCH) internal to the Department of Public Health rather than within the Epidemiology program. Recommendation: Evaluate efficiencies that may be achieved from centralizing epidemiology activities into the Epidemiology program versus decentralizing epidemiology activities. 7. This program may be impacted by the sequestration of Federal funding. Recommendation: The agency has not received any finalized information regarding potential sequestration reductions. Based on the sequestration impact, adjust program services to reflect the available budget. 8. Actual positions exceed the authorized position count. Recommendation: Reconcile the authorized position count to reflect the actual number of positions.

Office of Planning and Budget

158

1/9/2014

Department of Public Health
ZBB Program: Epidemiology
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Surveillance

Conducting surveillance of reportable diseases and other health conditions; identifying patterns, trends, and gaps in the incidence and prevalence of diseases; conducting assessments of the risk factors and determinants of the public's health; evaluating surveillance and assessment activities.

No. of

Authority Positions

OCGA 31-12-2,

18

290-5-3, and 31-

15-1

FY 2014

FY 2014

State Funds Total Budget

$1,248,791

$3,861,478

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$1,248,791

Diagnose and Investigate Health Problems and Hazards

Detecting outbreaks or increasing incidence of disease; providing OCGA 31-12-10,

epidemiologic response to disease outbreaks or crisis incidents and 31-12-4, and 31-

conducting epidemiologic investigations, surveys, and studies

12-1

directed at defining or identifying specified public health problems;

making recommendations to prevent and/or control the outbreak or

health condition.

18

1,248,791

3,861,478

0

1,248,791

Conduct and Disseminate Research

Recognizing issues for which new or revised programs, plans, and/or OCGA 31-2A policies may be needed; assembling and interpreting data and information about such issues; communicating this information to decision-makers and the public.

9

624,396

1,930,739

0

624,396

Health Statistics

The Office of Health Indicators for Planning manages and updates OCGA 31-10-5

the data included in the public-use OASIS (Online Analytical

(6, 7), 31-10-25

Statistical Information System) database. OASIS plays an integral

role in program planning, which includes determining target

population areas, formulating financial plans, monitoring program

effectiveness, program evaluation, and reporting program

outcomes.

Total

8

904,226

904,226

53

$4,026,204 $10,557,921

0

904,226

$0

$4,026,204

Alternative (List an alternative approach to delivering program services within current agency budget)
Epidemiology activities could be centralized, meaning all Epidemiologists would work from the central office as opposed to having an Epidemiologist in each District; however, this would create a greater lag time in disease reporting as well as control measures. Similarly, Epidemiologists could be positioned regionally as opposed to the District level, which would reduce the number of Epidemiologists from 18 to 10. While this would reduce costs related to personal services, travel costs would increase, and the workload burden would be greater for these employees as some of them would serve up to 16 counties. This workload could also cause lag times in disease reporting and control measures.

Office of Planning and Budget

159

1/9/2014

Department of Public Health
ZBB Program: Epidemiology
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type
State General Funds Tobacco Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$3,388,594

$4,267,057

687,371

581,475

FY 2014 Current Budget
$5,013,461 380,129

Changes

FY 2015 Recommendation $5,013,461 380,129

259,608
45,966 6,268,778 1,266,699 $11,917,016

60,043
82,455 3,881,363 1,620,601 $10,492,994

203,201
34,059 3,360,209 1,566,862 $10,557,921

203,201

34,059

3,360,209

1,566,862

$0

$10,557,921

$3,582,351 114,535
8,220,130
$11,917,016
38

$4,048,874 115,637
6,245,195 83,289
$10,492,994
53

$4,026,204 115,637
6,373,324 42,756
$10,557,921
51

$4,026,204

115,637

6,373,324

42,756

$0

$10,557,921

51

Office of Planning and Budget

160

1/9/2014

Department of Public Health
ZBB Program: Epidemiology
Performance Measures
Agency Purpose: The Department of Public Health works to prevent disease, injury, and disability; promote health and well-being; and prepare for and respond to disasters.
Program Purpose: The purpose of this program is to monitor, investigate, and respond to disease, injury, and other events of public health concern.

Performance Measures 1. Number of cases of reportable diseases submitted (per calendar year)
2. Number of outbreaks 3. Percentage of foodborne disease cases captured by laboratory surveillance 4. Percentage of reportable disease investigations for which public health
control measures were initiated within the appropriate timeframe 5. Number of requests delivered by the Online Analytical Statistical
Information System (OASIS) (per calendar year)

FY 2010 6,501
118 95% 100%

Actuals

FY 2011

FY 2012

7,403

6,741

103

96

95%

95%

100%

100%

FY 2013 N/A
114 95% 100%

204,754

235,303

234,958

N/A

Office of Planning and Budget

161

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Public Safety
ZBB Program: Firefighter Standards and Training Council

Office of Planning and Budget

162

1/9/2014

Department of Public Safety ZBB Program: Firefighter Standards and Training Council FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the cost-effectiveness of the key activities of the Georgia Firefighter Standards and Training Council (GFSTC) and to recommend operational changes that will promote efficiency. The Georgia Firefighter Standards and Training Council is an agency that is attached to the Department of Public Safety and tasked with ensuring a fire-safe environment for Georgia citizens through the creation, maintenance, and enforcement of firefighter standards and certifications.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: GFSTC has nine authorized staff positions, but only seven are currently filled. 3. Fleet Management: GFSTC is authorized to have six motor vehicles, but currently only has four. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Thirty-nine other states already deliver their firefighter testing and training services through a single agency.
Recommendation: The agency should consolidate operations with the Georgia Public Safety Training Center (GPSTC) by appointing the Executive Director of GPSTC to serve concurrently as the Executive Director of the Georgia Firefighter Standards and Training Council. 7. After consolidation, operational efficiencies related to financial oversight of this agency can be realized. Recommendation: Agency administrative staff positions should be held vacant after pending retirements and the resulting savings should be reinvested in GFSTC to fully staff the agency. The administrative functions of budget and finance should be absorbed into the existing GPSTC Administration. This will allow the reinvestment of savings in operational staff and should result in more fire department and individual fire station compliance inspections. 8. The Georgia Firefighter Standards and Training Council staff are physically located at the Georgia Public Safety Training Center and are a component of that agency's IT structure. Recommendation: Absorb the minimal cost of consolidation in the existing budget.

Office of Planning and Budget

163

1/9/2014

Department of Public Safety ZBB Program: Firefighter Standards and Training Council FY 2015 Zero-Based Budget Report
9. Independent oversight of firefighter standards is maintained by the continued work of the 11-member Georgia Firefighter Standards and Training Council, per OCGA 25-4-3.
Recommendation: In accordance with OCGA 25-4-7.1, the Georgia Firefighter Standards and Training Council should appoint the newly created Division Director in consultation with the new GFSTC/GPSTC Director. The Division Director will oversee the daily operations of GFSTC and aid in reporting to the Council.

Office of Planning and Budget

164

1/9/2014

Department of Public Safety ZBB Program: Firefighter Standards and Training Council Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Firefighter State and National Certification

Award state and/or national certifications to firefighters who meet established minimum requirements.

Authority OCGA 25-4-7

No. of

FY 2014

FY 2014

Positions State Funds Total Budget

2

$165,939

$165,939

Fire Agency Compliance

Inspect and issue compliance certificates to compliant fire departments.

OCGA 25-3-22

2

165,940

165,940

Staff Administration

Plan, coordinate and direct the overall operations. Manage budget, OCGA 25-4-

finance, operations research, program management, policy

7.1(b)

development, project management, or consultation.

3

248,909

248,909

Alternative Funding Levels (State Funds)

Proposed Recommended

Change

Funding Level

$0

$165,939

0

165,940

0

248,909

Information Technology
Firefighter Standards and Training Council

Oversee the installation, configuration, and support to a local area network, wide area network, and internet system. Recommend equipment improvement or replacement.

OCGA 25-47.1(b)

Establish uniform minimum standards for the employment of all firefighters in the State of Georgia and minimum curriculum requirements for the training of Georgia firefighters, firefighter recruits, and various other fire safety officers.

OCGA 25-4-7

1

82,969

82,969

0

82,969

Total

8

$663,757

$663,757

$0

$663,757

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

165

1/9/2014

Department of Public Safety ZBB Program: Firefighter Standards and Training Council Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$569,347

$556,452

18,112

28,581

FY 2014 Current Budget
$639,278 14,936

4,203 1
5,721 2,548 $599,932

12,599 10,639
5,792 1,988 $616,051

790 1
5,820 2,932 $663,757

Changes

FY 2015 Recommendation $639,278 14,936

790 1
5,820 2,932 $663,757

$635,687 $635,687
9 6

$634,993 $634,993
9 6

$663,757 $663,757
9 6

$663,757 $663,757
9 6

Office of Planning and Budget

166

1/9/2014

Department of Public Safety ZBB Program: Firefighter Standards and Training Council Performance Measures

Agency Purpose: The Firefighter Standards and Training Council provides professionally trained, competent and ethical firefighters with the proper equipment and facilities to ensure a fire-safe environment for Georgia citizens and establish professional standards for fire service training, including consulting, testing and certification of Georgia's firefighters.
Program Purpose: The purpose of this program is to provide professionally trained, competent and ethical firefighters with the proper equipment and facilities to ensure a fire-safe environment for Georgia citizens and establish professional standards for fire service training, including consulting, testing and certification of Georgia's firefighters.

Performance Measures 1. Number of compliant fire departments 2. Number of fire department agency inspections 3. Number of fire department individual station inspections 4. Number of active firefighter positions 5. Number of individual state certifications issued 6. Number of individual national certifications issued

FY 2010 644 438
1,226 28,547
1,111 7,054

Actuals

FY 2011

FY 2012

641

626

354

213

1,133

534

29,531

30,228

1,122

923

7,005

7,151

FY 2013 624 169 206
30,082 994
6,489

Office of Planning and Budget

167

1/9/2014

FY 2015 Zero-Based Budget Analysis
Public Service Commission ZBB Program: Facility Protection

Office of Planning and Budget

168

1/9/2014

Public Service Commission
ZBB Program: Facility Protection
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to evaluate the operations and workforce of this program in order to identify any potential operating efficiencies or savings.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The program currently has 23 full-time benefit eligible employees. 3. Fleet Management: The program has 15 authorized vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. The program performs two activities related to safety. The Pipeline Safety Program's purpose is to inspect natural gas systems and
enforce compliance with federal safety regulations, state laws, and commission rules for the safe installation and operation of intrastate natural gas pipelines and hazardous gas operations. Secondly, the Georgia Utility Facility Protection Act (GUFPA) Enforcement purpose is to enforce state regulations pertaining to the protection of buried utility infrastructure and "call before you dig" requirements. 7. The Pipeline Safety program allows for reimbursements of up to 80 percent of state expenditures that are directly related to program operations. However, actual federal reimbursements depend on the availability of appropriated funds and program performance. The program's current expenditures exceed available federal reimbursements, which in turn creates cash flow concerns. Additionally, the Commission has the authority to assess penalties (up to $10,000) for excavating or blasting damages to utility facilities or sewer laterals (O.C.G.A. 25-9-13). Resulting fees are required to be remitted to Treasury as State General Funds. However, the penalty fees are used throughout the fiscal year to mitigate cash flow concerns resulting from the lack of federal reimbursements, and are remitted only upon reimbursement of federal funds.
Recommendation: Continue to work with the Office of Planning and Budget (OPB) in order to remit assessed penalties to the State Treasury in a timely manner.

Office of Planning and Budget

169

1/9/2014

Public Service Commission
ZBB Program: Facility Protection
FY 2015 Zero-Based Budget Report
8. The program replaced 11 vehicles in FY 2011 and FY 2012 with SUV's with the ability to transport equipment. Over the same period, the number of inspections performed decreased 13 percent, from 627 to 543. However, fuel expenditures for the program increased by $17,886, from $32,514 in FY 2011 to $50,400 in FY 2012. Recommendation: Work with the Department of Administrative Services (DOAS) and the Office of Planning and Budget (OPB) to identify cost effective and efficient vehicles to perform pipeline safety inspections.
9. The Public Service Commission is one of a few state agencies that is not on the statewide accounting system known as TeamWorks Financials and must maintain and perform upkeep on its current system. The State Accounting Office provides training and guidance for the TeamWorks Financials application, which processes transactions for 87 agencies. The Financials modules include Purchasing, Accounts Payable, Accounts Receivable, Asset Management, Labor distribution, Commitment Control, and General Accounting. Recommendation: Evaluate the feasibility of migrating all budget and accounting activities to the TeamWorks Financials System with the State Accounting Office (SAO).
10. Each agency in the executive branch must submit an annual operating budget to the Office of Planning and Budget (OPB) prior to the beginning of the fiscal year. Once an annual operating budget is approved, an agency may amend in additional funds to appropriately align the budget based on new information. These additions to the annual operating budget are known as amendments and must be approved by OPB. Typically, these amendments are due when funds are received to mitigate extended final year-end amendment approvals; however, the Public Service Commission only amends in additional funds during the final year-end period, which causes delays. Recommendation: Work closely with the Office of Planning and Budget to amend in additional funds as they are received or at a minimum of quarterly in order to monitor expenditures and budget throughout the fiscal year.

Office of Planning and Budget

170

1/9/2014

Public Service Commission
ZBB Program: Facility Protection
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Pipeline Safety- Inspections, Training, and Education

Description

Authority

Perform inspections for compliance with applicable federal

Natural Gas

regulations, state laws, and commission rules pertaining to the safe Pipeline Safety

installation and operation of intrastate natural gas pipelines and Act of 1968;

hazardous gas operations. Pipeline safety inspectors provide training OCGA 46-2-20,

and education to pipeline operators, government officials, and the 46-4-1

public on matters related to pipeline safety.

No. of Positions
15

FY 2014

FY 2014

State Funds Total Budget

$545,683

$1,616,086

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$545,683

GUFPA- Investigations and Enforcement

Investigates reported violations of the state's Call Before You Dig Georgia Utility

requirements and regulations pertaining to the protection of buried Facility

utility facility infrastructure. Carries out enforcement actions

Protection Act

associated with violations of state regulations, ranging from

GUFPA; OCGA

informal counseling and training to formal litigation resulting in 25-9-1, 46-2-91,

Commission assessed civil penalties.

46-4-28, 46-4-1

8

412,944

530,787

0

412,944

Total

23

$958,627

$2,146,873

$0

$958,627

Alternative (List an alternative approach to delivering program services within current agency budget)
If the state did not undertake the pipeline safety activities, the activities would be conducted by the federal Pipeline and Hazardous Materials Safety Agency instead of the state Commission. The enforcement activities under the Georgia Utility Facility Protection Act could be delivered through a partnership of local law enforcement agencies, who would enforce the requirements involving buried utility infrastructure. The maximum possible savings of $76,196 in state funds from defunding the activities does not reflect the additional cost to local law enforcement nor the cost to the utilities facility owners who may have to restructure their work in the absence of a statewide enforcement program. Net savings of state funds assumes the loss of penalties collected by the Commission of almost $800,000 annually that offset 83% of the state funding for the PSC's Facilities Protection program (Five-year average of annual GUPFA fines collected is $793,457).

Office of Planning and Budget

171

1/9/2014

Public Service Commission
ZBB Program: Facility Protection
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$1,787,328

$1,733,765

307,786

156,758

75,804

61,997

50,002

4,558

16,657

18,984

56,920

57,720

35,199

37,074

50,262

17,111

$2,379,958

$2,087,967

FY 2014 Current Budget
$1,770,928 221,764
1,548 18,984 57,720 37,117 38,812 $2,146,873

Changes

FY 2015 Recommendation $1,770,928 221,764

1,548

18,984

57,720

37,117

38,812

$0

$2,146,873

$953,129 1,426,829 $2,379,958
15 15

$923,148 1,164,819 $2,087,967
23 15

$958,627 1,188,246 $2,146,873
23 15

$958,627

1,188,246

$0

$2,146,873

23 15

Office of Planning and Budget

172

1/9/2014

Public Service Commission
ZBB Program: Facility Protection
Performance Measures

Agency Purpose: The Georgia Public Service Commission exercises its authority and influence to ensure that consumers receive safe, reliable, and reasonably priced telecommunications, electric, and natural gas services from financially viable and technically competent companies.
Program Purpose: The purpose of this program is to enforce state and federal regulations pertaining to buried utility infrastructure and to promote safety through training and inspections.

Performance Measures 1. Number of pipeline safety inspections 2. Number of people trained on Georgia Utility Facility Protection Act requirements 3. Number of Georgia Utility Facility Protection Act inspections per investigator

FY 2010 824
3,469
1,040

Actuals

FY 2011

FY 2012

627

543

2,600

2,339

657

850

FY 2013 489
2,287
823

Office of Planning and Budget

173

1/9/2014

FY 2015 Zero-Based Budget Analysis
Board of Regents of the University System of Georgia ZBB Program: Public Libraries

Office of Planning and Budget

174

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Public Libraries
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to analyze the effectiveness of a dual-level approach to library support, whereby the state provides both local grants and direct services. Appropriations to the Georgia Public Library System (GPLS) predominately fund grants that aid and supplement the establishment and development of regional and county library systems. In addition to administering these grants, GPLS also provides multiple services to all systems and enters into state-wide contracts that benefit public libraries across the entire state.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are 40 positions assigned to this program. The position count does not include the 222 local librarian positions
funded through state grants. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Increase state funds for grants to public libraries by $106,078 based on an increase in state population.
Program Operations:
6. In addition to being an important source of information about library services for patrons, the GPLS website is an example of high levels of accountability and transparency in state government. Detailed accounts of agency policies, meetings, audits, grants, and expenditures, including every contract entered into, are available for citizens to review.
7. Expenditures for contracts administered by GPLS on-behalf of the 63 library systems are clearly identifiable as a separate project through internal accounting procedures and expenditure reporting on the website. These contracts are not clearly distinguished through state budget procedures. Instead, they are budgeted in multiple subprograms and as both operating expenses and the unique object class designated for grants. Recommendation: GPLS and the University System of Georgia (USG) should work with OPB before submitting the FY 2015 Annual Operating Budget to ensure an appropriate subprogram and object class structure is used.

Office of Planning and Budget

175

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Public Libraries
FY 2015 Zero-Based Budget Report
8. The state provides funding to local public library systems through formula-based grants in three categories: state-paid positions, materials, and system services. Due to several years of budget reductions, funding for each of these types of grants has diminished. Some of these reductions have been managed by a mandated conversion of state-paid position grants to system services grants at a lower rate. Primarily, the decision of which grant category should be reduced has been left up to the individual grant recipients, who may choose to reduce funding for operating expenses or additional elimination of state funded positions. The current structure of the formula for state grants to public libraries, and the fashion by which reductions to the formula are spread, does not provide the agency with the capability to effectively advance statewide goals.
9. GPLS has determined, after extensive discussion with public library directors, that funding for leadership positions are the most important segment of the state grants in ensuring well-run library systems with professional staff in all parts of Georgia.
10. GPLS leadership has developed an adjusted formula model over the course of several budget cycles with input from local library stakeholders and USG leadership. The proposed formula is based on both the population and size of the system and places state-funded positions as the top granting priority. Grants fund positions at a flat rate, while allowing local library systems to set actual salaries based on qualifications and performance. The ability to convert funding for positions to operating grants has been eliminated and case-by-case analysis and approval by GPLS leadership is required before the conversion of Master of Library Science (MLS) positions to non-MLS positions. A change in code is not required to implement the adjusted formula. Recommendation: During the legislative session, GPLS leadership should work with the appropriate committees of the General Assembly to provide information to legislators and receive input from the budget offices before implementation of the adjusted formula.
11. Performance measures for key activities carried out at the agency level directly measure the impact of program activities. Measures for state grants are not effective in quantifying the direct impact of state funding. Instead, these measures are representative of total library activities funded by local, state, and federal governments, charitable contributions, and the private sector. Recommendation: Develop performance indicators that directly measure the impact of state funded librarian positions throughout the state.

Office of Planning and Budget

176

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Public Libraries
FY 2015 Zero-Based Budget Report
12. The PINES automation system is provided at no cost to Georgia library systems. By utilizing economies of scale and eliminating the need for individual automation system contracts, PINES has enabled local libraries state-wide to reduce software expenditures by approximately $10 million a year. Usage of PINES has also reduced duplicative library collections and given citizens a greater selection of books and media to choose from. PINES is now utilized in all but 10 library systems in Georgia. Because most of these are large systems that currently use more complex automation software, specialized PINES modules need to be developed to bring the remaining systems into the PINES network. Recommendation: One-time development costs for PINES modules should be considered as part of the Board of Regents internal budget request process.
13. The current grant program for the Libraries for the Blind and Physically Handicapped (LBPH) is not the most efficient use of state funds. Performance outcomes have been low, activity reporting by local libraries receiving grants has been inconsistent, and the oversight structure does not incentivize statewide outreach. Recommendation: Reorganize the program in order to achieve greater levels of participation in Talking Book program. Restructure staffing, based on GPLS proposal, so that all LBPH outreach and advisory services are managed by the director of Georgia Libraries for Accessible Statewide Services (GLASS). Hire outreach specialists as Board of Regents employees instead of providing grants to fund positions in a limited number of local library systems. Develop new performance measures that provide GPLS leadership with accurate metrics of the effectiveness of the outreach and advisory services.
14. GPLS leases space at the Georgia Archives in Morrow to operate the GLASS. Currently, the leased space is not 100% used for GPLS and the amount of space needed is expected to decrease as the Talking Book program, the primary activity of GLASS, is converted from cassette to digital platforms. Recommendation: In FY 2015, as the amount of space necessary for Talking Books after conversion to digital becomes more clear, GPLS should work with USG staff to renegotiate a contract better suited to their program needs.

Office of Planning and Budget

177

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Public Libraries
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Grants to Public Libraries

Description

Authority

State grants, based on the New Directions Formula, to county and OCGA 20-2-305

regional library systems. Three types of grants are awarded based

on the structure of the library system and the population living

within the system boundaries. These grants are: State Paid Position

Grants, Materials Grants, and System Services Grants.

No. of Positions

FY 2014

FY 2014

State Funds Total Budget

$24,486,512 $24,486,512

Alternative Funding Levels (State Funds)

Proposed Recommended

Change

Funding Level

$494,434

$24,980,946

Public Information Network for Electronic Services (PINES)

Public library automation and lending network for 281 public

OCGA 20-2-305

libraries and affiliated service outlets in 143 counties. PINES

membership is free to any Georgia resident. Using PINES, citizens

can view the catalog of materials at any participating library, hold

books at their home library, or have materials delivered to their

home library free of charge. PINES software is open-source, used in

several U.S. states and in other countries, and was originally

developed by GPLS employees.

7

1,101,097

2,338,643

0

1,101,097

Administration

Central office administration of the Georgia Public Library Service (GPLS). GPLS provides leadership, advocacy, and support to local libraries systems throughout the state. This activity includes youth services, continuing education, communications, business services, grant administration, and information technology.

OCGA 20-5-2

On-behalf services for public libraries

Contracts managed by GPLS for services used by most or all of the OCGA 20-5-2 local library systems throughout the state. By centralizing these services, cost-savings are reached by leveraging economies of scale. Examples include Peachnet, GALILEO, and STAT Courier Service.

23

1,200,858

2,339,293

3,577,090

5,613,272

0

1,200,858

0

3,577,090

Office of Planning and Budget

178

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Public Libraries
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Georgia Library for Accessible Statewide Services (GLASS)

Description

Authority

GPLS is the state agent for National Library Service for the Blind and OCGA 20-2-305

Physically Handicapped services. Through a network that includes a

regional public service facility and distribution center, four sub-

regional libraries and four advisory/outreach centers, the NLS

provides books on recording and in Braille to blind and other

physically handicapped readers. The distribution center, located at

the Georgia Archives, is funded through federal grants. State

Talking Book grants support the sub-regional libraries and outreach

centers. Amounts for state grants are determined by formula.

No. of Positions
10

FY 2014

FY 2014

State Funds Total Budget

1,132,067

1,942,304

Alternative Funding Levels (State Funds)

Proposed Recommended

Change

Funding Level

(388,356)

743,711

Total

40 $31,497,624 $36,720,024

$106,078

$31,603,702

Alternative (List an alternative approach to delivering program services within current agency budget) Reorganize structure of GLASS outreach services to report directly to the Atlanta offices. Hire four outreach coordinators assigned to manage communication and library/community outreach in four quadrants of the state. Hire two additional reader advisors for increased technical assistance for patrons. Redirect the balance of state funds formerly used for Talking Book grants to state paid position grants.

Office of Planning and Budget

179

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Public Libraries
Financial Summary

Objects of Expenditure Regular Salaries and Fringes Travel Other Operating Expense Equipment Grants Total Expenditures
Fund Type State General Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$2,790,245

$2,794,306

80,279

60,787

8,106,422

7,065,773

34,351

49,195

25,790,383

25,347,782

$36,801,681

$35,317,842

FY 2014 Current Budget
$3,379,762 74,516
7,416,712 8,143
25,840,891 $36,720,024

FY 2015

Changes

Recommendation

$351,000

$3,730,762

22,600

97,116

100,320

7,517,032

6,084

14,227

(373,926)

25,466,965

$106,078

$36,826,102

$31,602,685 5,198,996
$36,801,681
38

$31,222,242 4,095,600
$35,317,842
38

$31,497,624 5,222,400
$36,720,024
40

$106,078 $106,078
6

$31,603,702 5,222,400
$36,826,102
46

Office of Planning and Budget

180

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Public Libraries
Performance Measures

Agency Purpose: The Board of Regents of the University System of Georgia contributes to the educational, cultural, economic, and social advancement of Georgia by providing excellent undergraduate general education and first-rate programs leading to associate, baccalaureate, masters, professional, and doctorate degrees; by pursuing leading-edge basic and applied research, scholarly inquiry, and creative endeavors; and by bringing these intellectual resources, and those of the public libraries, to bear on the economic development of the State and the continuing education of its citizens.

Program Purpose: The purpose of this program is to award grants from the Public Library Fund, promote literacy, and provide library services that facilitate access to information for all Georgians regardless of geographic location of special needs.

Performance Measures 1. Number of circulations in Georgia public libraries 2. Percentage of Georgians with a library card 3. Total hours the public uses the Internet at Georgia public libraries 4. Number of inter-library PINES loans 5. Local library staff attending continuing education provided by GPLS 6. Percentage of target population (eligible for LBPH services) utilizing GLASS 7. Number of talking book circulations 8. Number of professional assistance communications with local library system staff
9. Children's program attendance

FY 2010 47,155,895
43.00% 13,508,851
670,041 N/A
9.96% 419,576
N/A
1,472,212

Actuals

FY 2011

FY 2012

48,205,800 43,529,545

44.00%

43.60%

12,189,724 13,176,228

707,694

722,411

N/A

2,658

10.11%

9.93%

475,690

465,185

N/A

N/A

1,457,320

1,414,618

FY 2013 39,394,201
44.00% 12,662,590
726,407 2,816
10.67% 483,118
N/A
1,338,197

Office of Planning and Budget

181

1/9/2014

FY 2015 Zero-Based Budget Analysis
Board of Regents of the University System of Georgia ZBB Program: Research Consortium

Office of Planning and Budget

182

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Research Consortium
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to identify the remaining activities funded through this program and examine their effectiveness and alignment with the strategic goals of the State and the Board of Regents. A diverse group of university-based research activities has been funded through the Research Consortium program in past fiscal years. Since 2008, the program budget has been reduced by 82% as many of these initiatives have been completed, transferred to other agencies, or phased out.
Results of Analysis 1. Statutory Alignment: Program activities are authorized, but not required, by statute. 2. Staffing Levels: In FY 2014, one faculty position at Kennesaw State University (KSU) is fully funded through Research Consortium
appropriations. Another faculty member is split-funded through both this program and the Teaching program and is included in the latter's position count. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures accurately reflect the performance of the program. 5. Budget Impact: Transfer $6,104,477 to the Teaching program as a result of ZBB analysis.
Program Operations: 6. The GEDC is one of eight research centers within Georgia Tech's Institute for Electronics and Nanotechnology. The faculty and staff within
each is actively involved in the instruction of students, basic research, applied research, and collaboration with industry. State funding for these activities is primarily through appropriations to the Teaching program, which are then allocated through the internal budget processes of Georgia Tech and the University System of Georgia. Recommendation: Transfer $5,896,551 in funds for Georgia Tech to the Teaching program to better align activities with program purpose and state funding structure. 7. Funding for faculty at Kennesaw State University is calculated and earned through the University System funding formula. Recommendation: Transfer $207,896 to the Teaching program and fund faculty through normal formula mechanism.

Office of Planning and Budget

183

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Research Consortium
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Georgia Electronic Design Center (GEDC)

Description
Research center at the Georgia Institute of Technology focusing on electronics and photonics. 15 faculty members and over 100 students contribute to GEDC research. Approximately 30 permanent, high-skilled jobs are created each year as a result of GEDC activities. The GEDC is housed in the Technology Square Research Building (TSRB). Currently, Research Consortium funding at Georgia Tech is utilized exclusively for lease payments on the TSRB. In FY 2014, these funds will amount to 77% of the escalating 20-year lease.

Authority Budget Act

No. of Positions

FY 2014

FY 2014

State Funds Total Budget

$5,896,551

$5,896,551

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level

($5,896,551)

$0

Computer Science Instruction The Department of Computer Science at Kennesaw State University Budget Act

1

207,896

207,896 (207,896)

0

(KSU) offers Bachelors and Masters degrees to students as well as a

certificate to secondary school computer teachers. There are 13

faculty and 3 staff members in the department. Research

Consortium funding at KSU is utilized for the full salary and benefits

of one faculty member and the partial salary of another.

Total

1

$6,104,447

$6,104,447 ($6,104,447)

$0

Alternative (List an alternative approach to delivering program services within current agency budget) Eliminate the Research Consortium program and transfer funds to the Teaching program.

Office of Planning and Budget

184

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Research Consortium
Financial Summary

Objects of Expenditure Regular Salaries and Fringes Travel Other Operating Expense Equipment
Total Expenditures
Fund Type State General Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$214,326

$207,896

FY 2014 Current Budget
$207,896

6,042,398 36,520

5,896,551

5,896,551

$6,293,244

$6,104,447

$6,104,447

FY 2015

Changes

Recommendation

($207,896)

$0

(5,896,551)

0

($6,104,447)

$0

$6,293,244

$6,104,447

$6,104,447

($6,104,447)

$0

$6,293,244

$6,104,447

$6,104,447

($6,104,447)

$0

2

3

1

(1)

0

Office of Planning and Budget

185

1/9/2014

Board of Regents of the University System of Georgia
ZBB Program: Research Consortium
Performance Measures
Agency Purpose: The Board of Regents of the University System of Georgia contributes to the educational, cultural, economic, and social advancement of Georgia by providing excellent undergraduate general education and first-rate programs leading to associate, baccalaureate, masters, professional, and doctorate degrees; by pursuing leading-edge basic and applied research, scholarly inquiry, and creative endeavors; and by bringing these intellectual resources, and those of the public libraries, to bear on the economic development of the State and the continuing education of its citizens.
Program Purpose: The purpose of this program is to support research and development activities at Georgia's research universities and other university-based initiatives with economic development missions and close ties to Georgia's strategic industries.

Performance Measures 1. Number of Georgia Electronic Design Center (GEDC) active sponsor industry projects 2. Funding expenditures for GEDC active research projects 3. Number of students engaged in GEDC active research projects 4. Average number of projects per GEDC faculty member 5. Computer Science student credit hours taught at Kennesaw State University (KSU) 6. Student credit hours per KSU computer science faculty member 7. Number of KSU computer science graduates

FY 2010 122

Actuals

FY 2011

FY 2012

122

123

$9,293,353 N/A 8.1 828

$11,447,598 N/A 8.1 981

$10,431,137 108 8.2
1,089

276

327

363

40

27

54

FY 2013 125
$9,106,471 106 8.2 840
420 32

Office of Planning and Budget

186

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Revenue ZBB Program: Customer Service

Office of Planning and Budget

187

1/9/2014

Department of Revenue
ZBB Program: Customer Service
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the program's effectiveness in providing assistance to the public on the administration of Georgia's taxes and registration functions, while realizing potential efficiencies.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The program has 107 full-time benefit eligible employees. 3. Fleet Management: The program has one assigned vehicle. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. The Department of Revenue's Customer Services program is responsible for assisting customers on the administration of various taxes
including individual income tax, sales and use tax, withholding tax, corporate tax, motor fuel, and motor carrier taxes. The program also assists customers on all registration functions. Assistance is handled through various means such as email, phone, internet, mail, and workshops. 7. In FY 2013, the Customer Services program continued to improve in assisting taxpayers by reducing the average call wait times from four minutes to three minutes, while the percentage of inbound calls answered increased from 73 to 84 percent. Additionally, full-time benefit eligible positions responsible for handling customer inquiries were reduced from 106 to 81 and the program is projected to realize a personal services surplus in FY 2014. Recommendation: Continue evaluating process improvements in order to maintain and continue the trend of improving customer service.

Office of Planning and Budget

188

1/9/2014

Department of Revenue
ZBB Program: Customer Service
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Call Management/Taxpayer Services/ Call Handling and Tracking

Description Responsibilities include responding to incoming calls and reviewing and examining individual and business tax types (Withholding Tax, Tax Credit and Incentives, Corporate Tax and Sales Tax).

Authority OCGA 48-2-1

No. of Positions
50

FY 2014

FY 2014

State Funds Total Budget

$4,788,625

$4,788,625

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level

$0

$4,788,625

Correspondence Management /Efile/Epay

Manages the generation of tax notices, assessments, refunds, and 1099-G forms. The system control unit posts schedules of all direct deposits and mailed refunds as well as maintaining the schedule of system interfaces to run job reports used throughout the Department. The Georgia Tax Center (GTC) is an online self-service application for new business registration, filing, payment, and renewal. GTC allows taxpayers/business opportunities to submit requests for protests, appeals, and penalty waivers.

OCGA 48-234,35 and 48-245

2

1,200,580

1,200,580

0

1,200,580

Motor Fuel Review

This activity responds to inquires through email, letter, and

OCGA 48-9-19

2

telephone and is responsible for the review and examination of

Motor Fuel Distributor and Motor Carrier Tax Returns. The activity

ensures compliance with the International Fuel Tax Agreement

(IFTA). IFTA is an agreement among the lower 48 states and

Canadian provinces to simplify the reporting of fuel use taxes by

interstate motor carriers.

225,580

0

Administration

Activities include taxpayer education and assistance, the review and OCGA 48-2-1 examination of all business tax types, and the administration of Motor Fuel Review
Total

53

8,217,823

8,217,823

107 $14,207,028 $14,432,608

0

8,217,823

$0

$14,207,028

Alternative (List an alternative approach to delivering program services within current agency budget)
Reduce the number of inbound calls by providing alternative communications such as written correspondence, email and chat lines. Increase the number of taxpayer education seminars and workshops in various locations throughout the state.

Office of Planning and Budget

189

1/9/2014

Department of Revenue
ZBB Program: Customer Service
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$7,488,452

$6,486,306

1,993,800

1,332,503

FY 2014 Current Budget
$7,248,293 1,207,665

Changes

FY 2015 Recommendation $7,248,293 1,207,665

806,291 926,068 3,921,506 707,469 $15,843,586

140,464 926,901 4,422,810 882,420 $14,191,404

414,064 927,675 3,939,934 694,977 $14,432,608

414,064

927,675

3,939,934

694,977

$0

$14,432,608

$15,599,398 102,819 141,369
$15,843,586
133 1

$13,524,552 526,852 140,000
$14,191,404
107 1

$14,207,028 225,580
$14,432,608
107 1

$14,207,028 225,580

$0

$14,432,608

107 1

Office of Planning and Budget

190

1/9/2014

Department of Revenue
ZBB Program: Customer Service
Performance Measures
Agency Purpose: The Department of Revenue administers and enforces the revenue tax laws of the State of Georgia fairly and efficiently in order to promote public confidence and compliance, while providing excellent customer service.
Program Purpose: The purpose of this program is to provide assistance to customer inquiries about the administration of individual income tax, sales and use tax, withholding tax, corporate tax, motor fuel and motor carrier taxes, and all registration functions.

Performance Measures 1. Percentage of persons surveyed who attended taxpayer education workshops who reported that the program was beneficial 2. Number of in-bound calls 3. Number of calls answered 4. Percentage of inbound calls answered 5. Percentage of inbound calls abandoned 6. Average call wait times (in seconds) 7. Percentage of phone calls resulting in a resolution of the problem/issue 8. Number of calls answered per customer service representative 9. Number of taxpayer workshops provided 10. Total number of taxpayer workshop attendees

FY 2010 95%
1,053,000 370,000 35% 54% 1,241 N/A 5,412 23 2,126

Actuals

FY 2011

FY 2012

N/A

88%

990,058 345,000
35% 31% 720 N/A 7,517
18 1,736

1,019,827 740,934 73% 24% 240 2% 5,413 4 625

FY 2013 80%
776,201 640,687
84% 15% 180
4% 7,041
4 715

Office of Planning and Budget

191

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Revenue ZBB Program: Forestland Protection Grants

Office of Planning and Budget

192

1/9/2014

Department of Revenue
ZBB Program: Forestland Protection Grants
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to evaluate the program's effectiveness in providing timely reimbursements for preferential assessment of qualifying conservation use forestland to local counties, municipalities, and school districts.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are no full-time employees assigned to the program. Grants are processed as part of the Local Government Services
program. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. Georgia Forestland Protection Act of 2008 and HR 1276 provided for a Constitutional Amendment, which was approved by the voters,
creating a new class of property known as "Forestland Conservation Use Property." Forestland conservation use property may include land that has been certified as environmentally sensitive property by the Department of Natural Resources or property that is kept in accordance with a recognized sustainable forestry certification program. The Act provides for an ad valorem tax exemption for property primarily used for the good faith subsistence or commercial production of trees, timber, or other wood and wood fiber products and excludes the entire value of any residence located on the property. This 15-year covenant agreement between the taxpayer and local board of assessors is limited to forestland tracts consisting of more than 200 acres. The state of Georgia provides the local governments and school districts reimbursements for a portion of the revenue lost.

Office of Planning and Budget

193

1/9/2014

Department of Revenue
ZBB Program: Forestland Protection Grants
FY 2015 Zero-Based Budget Report
7. The Georgia Forestland Protection Act allowed for reimbursement claims for FY 2010; however, funding was not provided until FY 2011. As a result, the Department of Revenue (DOR) established a first-in/first-out approach in order to provide timely reimbursements. Additionally, grant reimbursements claimed under the Act increased 110 percent from FY 2010 to FY 2013; while appropriations only increased 34 percent over the same span. As a result, of the initial delay in funding and reimbursement claims outpacing appropriations, DOR continues to experience delays in reimbursement payments. In FY 2012, the average time it took for DOR to fund reimbursement claims reached 528 days, an increase from 411 in FY 2010.
8. Current performance measures indicate that the program cannot be sustained as currently constituted. Most notably, current FY 2014 appropriations will need to be increased $8 million, from $14,072,351 to $22,169,471 in order to maintain FY 2013 reimbursement claims for the next 15 years. This does not include increases that may occur to additional revenues lost at the local level or the added jurisdictions that may apply for reimbursements from year to year. Entering into FY 2014, the program had over $25 million in reimbursement claims outstanding. Recommendation: Work with the General Assembly to evaluate the sustainability of the program as currently constituted. Additionally, work with local tax officials and assessors to determine that appropriate methodology is used to value property exempted from tax.

Office of Planning and Budget

194

1/9/2014

Department of Revenue
ZBB Program: Forestland Protection Grants
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Authority

Forestland Protection Act Grants The Act provides for an ad valorem tax exemption for property

OCGA 48-5-7,

primarily used for the good faith subsistence or commercial

48-5A-2

production of trees, timber, or other wood and wood fiber products

and excludes the entire value of any residence located on the

property. This 15-year covenant agreement between the taxpayer

and local board of assessors is limited to forest land tracts consisting

of more than 200 acres when owned by an individual or individuals

or by any entity registered to do business in Georgia. The grants

provide reimbursements for preferential assessment of qualifying

conservation use forestland to counties, municipalities, and school

districts.

No. of Positions

FY 2014

FY 2014

State Funds Total Budget

$14,072,351 $14,072,351

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$14,072,351

Total

$14,072,351 $14,072,351

$0

$14,072,351

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

195

1/9/2014

Department of Revenue
ZBB Program: Forestland Protection Grants
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type
State General Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

FY 2014 Current Budget

FY 2015

Changes

Recommendation

$14,072,350 $14,072,350

$14,184,250 $14,184,250

$14,072,351 $14,072,351

$14,072,350 $14,072,350

$14,184,250 $14,184,250

$14,072,351 $14,072,351

$14,072,351

$0

$14,072,351

$14,072,351

$0

$14,072,351

Office of Planning and Budget

196

1/9/2014

Department of Revenue
ZBB Program: Forestland Protection Grants
Performance Measures

Agency Purpose: The Department of Revenue administers and enforces the revenue tax laws of the State of Georgia fairly and efficiently in order to promote public confidence and compliance, while providing excellent customer service.

Program Purpose: The purpose of this program is to provide reimbursements for preferential assessment of qualifying conservation use forestland to counties, municipalities, and school districts pursuant to O.C.G.A 48-5A-2, the "Forestland Protection Act," created by HB 1211 and HB 1276 during the 2008 legislative session.

Performance Measures 1. Number of jurisdictions reimbursed under the Forestland Protection Act 2. Number of reimbursements 3. Total amount of reimbursement claims 4. Average time in days from application to award payment
5. Number of acres of forestland preserved under the Forestland Protection Act
6. Average amount of reimbursement claims
7. Average time to process application (in days)
*FY 2013 data will be available at the end of FY 2014.

FY 2010 N/A 237
$10,565,981 411
2,111,649

Actuals

FY 2011

FY 2012

113

128

267

276

$14,083,544 $17,441,456

471

528

2,727,283

3,057,743

FY 2013 131 279
$22,169,471 N/A*
3,853,018

$44,582 N/A

$52,747 N/A

$63,194 N/A

$79,460 N/A

Office of Planning and Budget

197

1/9/2014

FY 2015 Zero-Based Budget Analysis
Soil and Water Conservation Commission ZBB Program: Commission Administration

Office of Planning and Budget

198

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Commission Administration
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to analyze the effectiveness and benefit of the Commission Administration program within the Soil and Water Conservation Commission.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responibilities. 2. Staffing Levels: There are six full-time benefit eligible positions authorized for this program. 3. Fleet Management: There are three vehicles authorized for use by this program, however the Commission has indicated that there are
currently four vehicles assigned to this program. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Elimate two vacant positions and five filled positions ($370,438), transfer one position and $385,665 to the Department
of Agriculture, and transfer three motor vehicles.
Program Operations: 6. The Commission Administration program provides leadership, financial, human resources, and administrative services for the
Commission, in addition to setting strategic vision and ensuring budgetary oversight for all of the programs. The Soil and Water Conservation Commission's proposed consolidation with the Department of Agriculture provides the opportunity to create organizational efficiencies by establishing a unified program to administratively support the consolidated agency's role in soil and water conservation for the 40 conservation districts in the state. Recommendation: Transfer the Commission Administration program activities to the Department of Agriculture. Elimate two vacant positions and five filled positions ($370,438), transfer one position and $385,665 to the Department of Agriculture, and transfer three motor vehicles.

Office of Planning and Budget

199

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Commission Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Budgeting

Provide budgeting services to the Commission in accordance with OPB and SAO processes and policies.

Authority OCGA 2-6-27

No. of Positions
1.5

FY 2014

FY 2014

State Funds Total Budget

$202,794

$202,794

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($202,794)

$0

Contracting/Purchasing

Follow DOAS purchasing and bid procedures to execute contracts OCGA 2-6-27

1

145,138

145,138 (145,138)

0

for the agency and conservation districts.

Payroll

Administer the payroll function for the Commission.

OCGA 2-6-27

1

61,921

61,921

(61,921)

0

Human Resource Services

Follow DOAS HR procedures in providing human resource activities. OCGA 2-6-27

1

81,501

81,501

(81,501)

0

Strategic Planning and

Provide executive oversight, direction, and policy guidance for the OCGA 2-6-27

1.5

264,749

264,749 (264,749)

0

Management

Commission.

Total

6

$756,103

$756,103 ($756,103)

$0

Alternative (List an alternative approach to delivering program services within current agency budget)
The Commission will delay filling the vacant Purchasing Assistant position in order to pay out the retirement costs (ERS and Annual Leave) of Budgeting Officer.

Office of Planning and Budget

200

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Commission Administration
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type State General Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$562,070

$556,951

65,933

63,409

FY 2014 Current Budget
$589,456 70,162

8,007 63,050 16,210 13,970 $729,241

25,033 63,050 16,189
3,667 $728,300

5,657 12,051 63,051 12,726
3,000 $756,103

FY 2015

Changes

Recommendation

($589,456)

$0

(70,162)

0

(5,657)

0

(12,051)

0

(63,051)

0

(12,726)

0

(3,000)

0

($756,103)

$0

$729,241

$728,300

$756,103

($756,103)

$0

$729,241

$728,300

$756,103

($756,103)

$0

7

6

6

(6)

0

3

3

3

(3)

0

Office of Planning and Budget

201

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Commission Administration
Performance Measures

Agency Purpose: The Georgia Soil and Water Conservation Commission (GSWCC) was formed to protect, conserve, and improve the soil and water resources of the State of Georgia. The Commission's primary goal is to make Georgia a better place for its citizens through the wise use and protection of basic soil and water resources, and to achieve practical water quality goals through agricultural and urban best practices.

Program Purpose: The purpose of this program is to protect, conserve, and improve the soil and water resources of the State of Georgia.

Performance Measures 1. Percentage of state funds as compared to agency total funds 2. Percentage of electronic payments processed 3. Number of audit findings reported 4. Agency turnover rate

FY 2010 36.00% N/A 0 5.87%

Actuals

FY 2011

FY 2012

29.00%

26.00%

N/A

44.00%

0

0

16.35%

5.59%

FY 2013 51.00% 68.00% 0 7.90%

Office of Planning and Budget

202

1/9/2014

FY 2015 Zero-Based Budget Analysis
Soil and Water Conservation Commission ZBB Program: Conservation of Agricultural Water
Supplies

Office of Planning and Budget

203

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Conservation of Agricultural Water Supplies
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to analyze the effectiveness and benefit of the Conservation of Agricultural Water Supplies program within the Soil and Water Conservation Commission.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are six full-time benefit eligible positions in this program. 3. Fleet Management: There are 10 vehicles authorized for use by this program. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Eliminate four vacant positions and transfer $235,272 and six positions to the Department of Agriculture (Total funds:
$1,314,771).
Program Operations: 6. The Conservation of Agricultural Water Supplies program provides technical assistance and guidance for activities related to agricultural
water users in quantifying water use, conserving existing water supplies through irrigation audits, and reducing dependence on ground water and surface water supplies through agricultural catchments. All of these conservation efforts are voluntary measures taken by private landowners in the state. Agricultural water meters are installed on permitted irrigation systems and meters are read by the Commission, providing landowners, and the state, with water usage data. Additionally, farmer incentive programs are administered by the Commission to increase the efficiency and uniformity of cropland in Georgia. The incentive programs are currently offered through the Commission by the U.S. Department of Agriculture's Natural Resources Conservation Service (NRCS).
Recommendation: Transfer the Conservation of Agricultural Water Supplies program activities to the Department of Agriculture. Eliminate four vacant positions and transfer $235,272 and six positions to the Department of Agriculture, and transfer 10 motor vehicles (Total funds: $1,314,771).

Office of Planning and Budget

204

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Conservation of Agricultural Water Supplies
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Agricultural Water Meter Installation

The Commission installs, reads, and maintains 12,000 agricultural water meters used to gather data to be used by policy makers and individual farmers in developing water conservation strategies.

Authority OGCA 2-6-27; 12-5-31; 12-5105

No. of Positions
3

FY 2014

FY 2014

State Funds Total Budget

$104,980

$705,561

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($104,980)

$0

Mobile Irrigation Lab

Provides testing to measure the efficiency of irrigation systems and OGCA 2-6-27;

1

53,335

153,335

(53,335)

0

recommends improvements to farmers.

12-5-31; 12-5-

105

Irrigation Scheduling

Pilot project using new technology to schedule irrigation events to OGCA 2-6-27;

0.5

26,683

40,683

(26,683)

0

assist farmers in creating more efficient irrigation practices.

12-5-31; 12-5-

105

Farmer Incentive Activity

Provide assistance to pond and irrigation retrofit applicants to

OGCA 2-6-27;

0.5

14,019

364,943

(14,019)

0

increase the uniformity and efficiency of irrigation of cropland in 12-5-31; 12-5-

Georgia.

105

Technical Assistance

The Commission answers metering and water use questions and OGCA 2-6-27;

1

36,255

50,249

(36,255)

0

to Landowners

provides information on water conservation practices.

12-5-31; 12-5-

105

Total

6

$235,272

$1,314,771 ($235,272)

$0

Alternative (List an alternative approach to delivering program services within current agency budget) The Commission will attempt to solicit increased funding in USDA NRCS agreement to pay state costs of Mobile Irrigation lab tests. The Commission will divert state dollars to agricultural water metering activities to increase data gathering activities. This alternative will only make a minor improvement in the activities within this program.

Office of Planning and Budget

205

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Conservation of Agricultural Water Supplies
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants and Benefits Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$426,966

$453,771

99,130

160,158

25,504

(7,011)

157

10,276

3,790

3,509

3,893

19,423

20,144

2,194,257

826,008

FY 2014 Current Budget
$472,519 443,787 24,300 157 3,575 3,893 20,653 345,887

$2,779,222

$1,460,752

$1,314,771

FY 2015

Changes

Recommendation

($472,519)

$0

(443,787)

0

(24,300)

0

(157)

0

(3,575)

0

(3,893)

0

(20,653)

0

(345,887)

0

0

($1,314,771)

$0

$235,537

$211,122

$235,272

($235,272)

$0

2,083,616

706,805

241,784

(241,784)

0

460,068

542,824

837,715

(837,715)

0

$2,779,222

$1,460,752

$1,314,771

($1,314,771)

$0

7

6

6

(6)

0

10

10

10

(10)

0

Office of Planning and Budget

206

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Conservation of Agricultural Water Supplies
Performance Measures
Agency Purpose: The Georgia Soil and Water Conservation Commission (GSWCC) was formed to protect, conserve, and improve the soil and water resources of the State of Georgia. The Commission's primary goal is to make Georgia a better place for its citizens through the wise use and protection of basic soil and water resources, and to achieve practical water quality goals through agricultural and urban best practices.

Program Purpose: The purpose of this program is to conserve ground and surface water in Georgia by increasing the uniformity and efficiency of agricultural water irrigation systems, by installing meters on sites with permits for agricultural use to obtain data on agricultural water usage, and by administering the use of federal funds to construct and renovate agricultural water catchments.

Performance Measures 1. Number of agricultural water meters installed 2. Number of agricultural irrigation systems audited for application uniformity 3. Average maintenance/repair cost per agricultural water meter 4. Number of million gallons of potential water saved by mobile irrigation lab contracted audits

FY 2010 810 175
$98.99 1,150

Actuals

FY 2011

FY 2012

179

103

178

206

$46.78

$43.34

1,532

1,121

FY 2013 73
295 $374.00
618

Office of Planning and Budget

207

1/9/2014

FY 2015 Zero-Based Budget Analysis
Soil and Water Conservation Commission ZBB Program: Conservation of Soil and Water Resources

Office of Planning and Budget

208

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Conservation of Soil and Water Resources
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to analyze the effectiveness and benefit of the Conservation of Soil and Water Resources program within the Soil and Water Conservation Commission.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are 23 full time benefit eligible positions in this program. 3. Fleet Management: There are 13 vehicles authorized for use by this program. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Eliminate 10 vacant and two filled positions ($130,477), and transfer 21 positions and $1,260,262 to the Department of
Agriculture (Total Funds: $1,975,247). Program Operations: 6. The Conservation of Soil and Water Resources program, the Commission's largest program, serves Georgia's 40 conservation districts through three subprograms that address different types of land and conservation issues. The Urban Lands subprogram conducts erosion and sediment control plan reviews, addresses erosion on development sites by educating developers, local governments, and erosion and sediment control professionals on best management practices. The Conservation District Education and Outreach subprogram promotes increased awareness of the importance of soil and water conservation by conducting field days and demonstrations, in addition to providing Georgia citizens with soil and water resource information. The Agricultural Lands subprogram helps to reduce soil erosion and non-point source pollutants on agricultural lands through voluntary cost-share agreements. The Commission coordinates with the U.S. Department of Agriculture's Natural Resources Conservaton Service (NRCS) to expend cost-share funds for the state's landowners.
Recommendation: Transfer the Conservation of Soil and Water Resources program activities to the Department of Agriculture. Eliminate 10 vacant and two filled positions ($130,477) and transfer $1,260,262 and 21 positions to the Department of Agriculture, and transfer 13 vehicles (Total Funds: $1,975,247).

Office of Planning and Budget

209

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Conservation of Soil and Water Resources
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Agricultural Lands
Urban Lands

Description The Commission plans, develops, and administers costshare agreements with landowners to help reduce soil erosion through voluntary agreements. Reviews plans for urban development and administers erosion plan reviews, assists in complaint resolutions and provides certification and training to erosion control and sediment specialists.

Authority OCGA 2-6-27; 12-7-19
OCGA 2-6-27; 12-7-19

No. of Positions
7

FY 2014

FY 2014

State Funds Total Budget

$292,494

$906,716

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($292,494)

$0

12

737,937

833,279 (737,937)

0

Conservation District Education Plans and administers onsite field demonstrations with Conservation OCGA 2-6-27;

2

156,614

162,035 (156,614)

0

and Outreach

Districts to educate and provide increased awareness to citizens on 12-7-19

soil and water resource information.

Technical Assistance to

Answers land use and permitting questions from landowners and OCGA 2-6-27;

2

203,694

203,694 (203,694)

0

Landowners

provide assistance in meeting land management objectives.

12-7-19

Total

23

$1,390,739

$2,105,724 ($1,390,739)

$0

Alternative (List an alternative approach to delivering program services within current agency budget) Urban Lands Activity Fund Redistribution: In FY 2013, the Commission transitioned from six Regional Offices to five. One employee was laid off, and personal services funds ($41,852) will be used to hire an Erosion and Sediment Control Specialist to review erosion and sediment control plans in FY 2014. Rent savings from closing one office were used to open a satellite office in FY 2014. Approximately $6,000 has been set aside to explore the use of new technology to conduct urban plan reviews online and purchase necessary IT hardware.

Office of Planning and Budget

210

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Conservation of Soil and Water Resources
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$1,282,583

$1,266,266

109,814

115,183

18,685

356

21,862

21,164

41,129

41,378

17,404

19,616

590,167

470,314

$2,082,000

$1,933,920

FY 2014 Current Budget
$1,330,784 139,257
357 22,583 33,698 20,792 558,253 $2,105,724

FY 2015

Changes

Recommendation

($1,330,784)

$0

(139,257)

0

(357)

0

(22,583)

0

(33,698)

0

(20,792)

0

(558,253)

0

($2,105,724)

$0

$1,363,226

$1,357,089

$1,390,739

($1,390,739)

$0

265,519

143,686

268,077

(268,077)

0

453,255

433,145

446,908

(446,908)

0

$2,082,000

$1,933,920

$2,105,724

($2,105,724)

$0

25

23

23

(23)

0

13

13

13

(13)

0

Office of Planning and Budget

211

1/9/2014

Soil and Water Conservation Commission
ZBB Program: Conservation of Soil and Water Resources
Performance Measures
Agency Purpose: The Georgia Soil and Water Conservation Commission (GSWCC) was formed to protect, conserve, and improve the soil and water resources of the State of Georgia. The Commission's primary goal is to make Georgia a better place for its citizens through the wise use and protection of basic soil and water resources, and to achieve practical water quality goals through agricultural and urban best practices. Program Purpose: The purpose of this program is to conserve Georgia's rural and urban natural resources by providing grants to encourage the reduction of erosion and other non-point source pollution from agricultural lands, by providing technical assistance teaching best management practices on erosion and sedimentation control to landowners and local governments, by certifying erosion and sedimentation control personnel, and by reviewing and approving erosion and sedimentation control plans for soil and water conservation districts.

Performance Measures 1. Number of individuals certified or recertified in erosion and sedimentation control 2. Number of erosion control plans reviewed
3. Average cost per plan to review an erosion control plan by the Georgia Soil and Water Conservation Commission staff
4. Number of agricultural acres protected and benefited by conservation plans 5. Number of citizens educated through district sponsored events

FY 2010 15,675
1,957 N/A
302,337 156,115

Actuals

FY 2011

FY 2012

6,431

10,075

2,118 $103

2,707 $105

424,322 174,171

377,045 152,239

FY 2013 12,156
2,905 $95
394,027 190,510

Office of Planning and Budget

212

1/9/2014

FY 2015 Zero-Based Budget Analysis
Soil and Water Conservation Commission ZBB Program: USDA Flood Control Watershed Structures

Office of Planning and Budget

213

1/9/2014

Soil and Water Conservation Commission
ZBB Program: USDA Flood Control Watershed Structures
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to analyze the effectiveness and benefit of the USDA Flood Control Watershed Structures program within the Soil and Water Conservation Commission.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are no positions authorized in this program. 3. Fleet Management: There are no vehicles authorized for use in this program. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The agency should
continue to develop relevant and measurable outcomes for its key activities. 5. Budget Impact: Transfer $98,502 to the Department of Agriculture.
Program Operations: 6. The USDA Flood Control Watershed Structures program provides watershed dam rehabilitation and maintenance for the 357 federally
constructed flood control dams throughout the state, with the majority of the dams located in North Georgia. The funding for these dams was inititally provided by the U.S. Department of Agriculture through the federal Agricultural Appropriations Act of 1953. Since 2010, the Commission has received bond funds to complete major rehabilitation of dams, and is planning to perform dam breach analysis studies, routine maintenance, and formulate flood emergency action plans for multiple dams in FY 2015. Watershed repair and maintenance are contracted out and are the major cost drivers of the program. The U.S. Department of Agriculture's Natural Resources Conserversation Service (NRCS) provided matching funds for dam rehabilitation as part of the American Recovery and Reinvestiment Act. The Commission continues to work with NRCS on all watershed projects. Recommendation: Transfer the USDA Flood Control Watershed Structures program activities and $98,502 to the Department of Agriculture.

Office of Planning and Budget

214

1/9/2014

Soil and Water Conservation Commission
ZBB Program: USDA Flood Control Watershed Structures
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Watershed Structures Rehabilitation and Maintenance

Description Major construction for watershed dam rehabilitation and maintenance and minor clearing of dams in order to meet Georgia Safe Dams standards.

Technical Assistance to Property Answer easement and watershed dam operation questions from

Owners

landowners.

Authority OCGA 2-6-27
OCGA 2-6-27

No. of Positions
0*

FY 2014

FY 2014

State Funds Total Budget

$93,502

$93,502

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

($93,502)

$0

0

5,000

5,000

(5,000)

0

Total

0

$98,502

$98,502 ($98,502)

$0

*These activities, and those funded by bonds, are contracted out through the GSFIC bid process, with oversight by the Rural Program Manager.
Alternative (List an alternative approach to delivering program services within current agency budget) This funding alternative addresses future requests for state bonds. The Commission is considering changing strategies from using bond funds for major rehabilitation of dams to using bond funds for dam maintenance. Consideration would then be given to using state appropriations for breach analysis studies and emergency action plans on 2-3 Category I dams per year.

Office of Planning and Budget

215

1/9/2014

Soil and Water Conservation Commission
ZBB Program: USDA Flood Control Watershed Structures
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
State General Funds Federal Funds Federal Recovery Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$71,735

$24,757

16,920

41,834

FY 2014 Current Budget
$41,836

FY 2015

Changes

Recommendation

($41,836)

$0

383

76

77

(77)

0

1,295,021

138,725

56,589

(56,589)

0

$1,384,059

$205,392

$98,502

($98,502)

$0

$123,156

$123,242

$98,502

($98,502)

$0

21,030

1,239,873

82,150

$1,384,059

$205,392

$98,502

($98,502)

$0

1

Office of Planning and Budget

216

1/9/2014

Soil and Water Conservation Commission
ZBB Program: USDA Flood Control Watershed Structures
Performance Measures

Agency Purpose: The Georgia Soil and Water Conservation Commission (GSWCC) was formed to protect, conserve, and improve the soil and water resources of the State of Georgia. The Commission's primary goal is to make Georgia a better place for its citizens through the wise use and protection of basic soil and water resources, and to achieve practical water quality goals through agricultural and urban best practices.
Program Purpose: The purpose of this program is to inspect, maintain, and provide assistance to owners of USDA flood control structures so that they comply with the state Safe Dams Act.

Performance Measures 1. Number of dams maintained 2. Average cost per linear foot of watershed dam maintained with state funding 3. Number of watershed dams rehabilitated to meet safe dam criteria and to provide continued flood control

FY 2010 113
$48.00
8

Actuals

FY 2011

FY 2012

114

116

$28.00

$79.00

13

15

FY 2013 118
$39.00
15

Office of Planning and Budget

217

1/9/2014

FY 2015 Zero-Based Budget Analysis
Georgia Student Finance Commission ZBB Program: Accel

Office of Planning and Budget

218

1/9/2014

Georgia Student Finance Commission
ZBB Program: Accel
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to ensure efficient operation and make recommendations by further defining key activities of the program, examining program expenditures, and updating performance measures as necessary.
Results of Analysis 1. Statutory Alignment: The program is not in statute, but is in alignment with the agency's statutory duties and responsibilities. 2. Staffing Levels: The staff associated with this program are located within the HOPE Administration program. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Budget enhancements are needed in AFY 2014 and FY 2015 to support award growth and account for underfunding in FY
2013. See recommendations listed below.
Program Operations: 6. Accel has experienced exceptional growth in the last two years, 15% in FY 2012 and 39% in FY 2013. The program was underfunded in FY
2013, and GSFC had to use approximately $1.5 million in FY 2014 funds to cover held FY 2013 invoices. Therefore, the budget needs are great in AFY 2014 and FY 2015. Recommendation: GSFC should continue communicating program needs and usage to decision makers. 7. There are three different programs, two at GSFC and one at the Department of Education, through which a student in high school may receive financial assistance to receive college credit. These programs serve slightly different purposes and student populations. Recommendation: GSFC has held working groups on dual enrollment in the past, and another study group should be formed with various stakeholders to ensure a simplified process for high school students and associated parties (high school counselors, parents) to enroll in and receive a scholarship for dual enrollment.

Office of Planning and Budget

219

1/9/2014

Georgia Student Finance Commission
ZBB Program: Accel
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Tuition Assistance

The scholarship provides full tuition for students enrolled in public postsecondary institutions and up to $4,000 per academic year for students enrolled at private postsecondary schools. Only those postsecondary courses that also fulfill high school graduation requirements are allowed, and GSFC maintains a list of eligible courses. The award amount is determined by the number of credit hours in which a student is enrolled. GSFC personnel process applications and invoices, and these staff are located in the HOPE Administration program.

No. of Authority Positions OCGA 20-3-231

FY 2014

FY 2014

State Funds Total Budget

$8,550,000

$8,550,000

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$5,772,241

$14,322,241

Total

0

$8,550,000

$8,550,000 $5,772,241

$14,322,241

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

Office of Planning and Budget

220

1/9/2014

Georgia Student Finance Commission
ZBB Program: Accel
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Tuition Awards to Students Total Expenditures
Fund Type
State General Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

FY 2014 Current Budget

FY 2015

Changes

Recommendation

$9,053,785 $9,053,785
$8,553,784.80 500,000
$9,053,785

$8,542,895 $8,542,895
$6,700,000 1,842,895
$8,542,895

$8,550,000 $8,550,000
$8,550,000 $8,550,000

$5,772,241 $5,772,241
$5,772,241 $5,772,241

$14,322,241 $14,322,241
$14,322,241 $14,322,241

Office of Planning and Budget

221

1/9/2014

Georgia Student Finance Commission
ZBB Program: Accel
Performance Measures
Agency Purpose: Georgia Student Finance Commission is the state agency that administers state and lottery funded scholarship and grant programs. Their mission is to promote and increase access to education beyond high school for Georgians.
Program Purpose: The purpose of this program is to allow students to pursue postsecondary study at approved public and private postsecondary institutions, while receiving high school and college credit for courses successfully completed.

Performance Measures 1. Number of awards granted per year 2. Average dollar amount per award 3. Number of semester credit hours 4. Number of quarter credit hours 5. Number of students served

FY 2010 7,048 $927
42,303 5,620 3,917

Actuals

FY 2011

FY 2012

7,856

9,030

$978

$1,006

46,688

55,478

4,871

1,845

4,474

5,162

FY 2013 12,474 $802 76,490 2,448 7,056

Office of Planning and Budget

222

1/9/2014

FY 2015 Zero-Based Budget Analysis
Georgia Student Finance Commission ZBB Program: HOPE Administration

Office of Planning and Budget

223

1/9/2014

Georgia Student Finance Commission
ZBB Program: HOPE Administration
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to ensure efficient operation by further defining key activities of the program, examining program expenditures, and updating performance measures as necessary.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with Georgia Student Finance Commission's legal authority.
2. Staffing Levels: The program has 31 benefit eligible, state employees, which is within the authorized position count of 34. Other associated positions are full-time, agency employees (not state employees) and are included on the Key Activities page of the ZBB report.
3. Fleet Management: The program leases 8 motor vehicles for use by GSFC employees, primarily for outreach staff. The actual vehicle count is 9 vehicles. See item 7 on this page.
4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures accurately reflect the performance of the program.
5. Budget Impact: The program is primarily lottery funded, and the budget has remained relatively constant since FY 2012. Other and federal funds are amended into the budget.
Program Operations:
6. The contract for the GACollege411 website has increased in cost over the years and has not provided the flexibility GSFC needs. GSFC will be under contract with the same company for the next 18-24 months while they develop a new arrangement. GSFC has developed an internal steering committee to craft the best possible solution which will likely result in internal website development.
Recommendation: GSFC plans to include external partners (Board of Regents, Department of Education, and the Technical College System) in the discussion, and they should pursue this strategy. While the internal website is expected to be less costly than the current contract, GSFC should work with the Office of Planning and Budget on possible personnel and budget changes as the project develops. 7. One of the nine vehicles in the HOPE Administration vehicle count belongs to the attached agency, Nonpublic Postsecondary Education Commission (NPEC). Recommendation: Reduce vehicle count by one since this vehicle is already accounted for in the Payments to NPEC program. 8. GSFC has historically amended in federal and other funds to their budget at fiscal year-end. Recommendation: In FY 2014, GSFC amended these funds in at the beginning of the fiscal year, as advised, and they should continue amending these funds in at the beginning of the year or as received.

Office of Planning and Budget

224

1/9/2014

Georgia Student Finance Commission
ZBB Program: HOPE Administration
FY 2015 Zero-Based Budget Report
9. Federal funding for two Educational Policy Analyst positions and associated software costs for research related to Georgia's Academic and Workforce Analysis and Research Data System (GA Awards) is expiring three months into FY 2015. One position is currently filled, and the other has been vacant for several months. The agency does not plan on filling the vacant position with existing agency funds. Recommendation: Provide state funding for nine months of one position and associated software costs for FY 2015.

Office of Planning and Budget

225

1/9/2014

Georgia Student Finance Commission
ZBB Program: HOPE Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

No. of

Activity

Description

Authority Positions1

Administer state and lottery

GSFC processes scholarship materials and payments to schools for OCGA 20-3-231,

39

funded scholarships and grants state and lottery funded scholarships and grants. These scholarships 20-3-235, 20-3-

and grants provide financial support to students enrolled in eligible 236

Georgia public and private colleges and universities and public

technical colleges.

FY 2014

FY 2014

State Funds2 Total Budget

$3,224,328

$3,224,328

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$3,224,328

Provide higher education planning information and services

GSFC contracts to operate the GAcollege411.org website which OCGA 20-3-242, provides higher education planning tools for students, parents, and 20-3-235, 20-3school administration. The site also provides school administrators 236 with tools and processes to submit grades to GSFC for calculation of the HOPE GPA. In addition, GSFC has outreach staff who promote college planning and provide education planning information to parents, students, and counselors around the state.

19

3,307,644

3,307,644

75,745

3,307,644

Regular operating expenses, computer, and telecommunications services

These funds provide for non-personnel related operating expenses, OCGA 20-3-236 including rent, supplies and materials, computer operations, travel, and telecommunications.

Operate the Governor's REACH (Realizing Educational Achievement Can Happen) Georgia scholarship

GSFC operates the public-private, needs-based REACH mentorship OCGA 20-3-235 and scholarship program. The program provides academic and social support for selected middle school students and provides them a scholarship for postsecondary education when they graduate from high school, provided they maintain academic and social standards. Scholarships are funded by private donations. The administrative portion of the program is currently funded with other funds.

1,426,872

1,426,872

2

230,950

0

1,426,872

0

Office of Planning and Budget

226

1/9/2014

Georgia Student Finance Commission
ZBB Program: HOPE Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Provide Path2College marketing services

Description

Authority

GSFC provides marketing and other support services for the state's OCGA 20-3-235

IRS Section 529 college Savings Plan "Path2College" under contract

with the Office of the State Treasurer. Under this contract, GSFC

actively engages in marketing activities throughout the state of

Georgia with the purpose of increasing awareness of the plan. This

ultimately results in more accounts and dollars invested in the plan.

Those activities include, but are not limited to, direct mail, radio,

civic club visits, seminars, TV and radio appearances, newsprint op-

eds, and promotional sweepstakes. Additionally, GSFC works with

the plan's program manager, TIAA-CREF, in establishing and

executing an annual $750,000 marketing plan for the state.

No. of Positions1
4

FY 2014 State Funds2

FY 2014 Total Budget
600,000

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level
0

Provide services under the

For the past four years, GSFC has received funding from the

OCGA 20-3-235

1

College Access Challenge Grant University System of Georgia under the federal College Access

Challenge Grant. The grant funding is intended to increase activities

around access to college for low income and non-traditional

students. Through the use of this funding, GSFC has added a high

school graduation planner to GAcollege411.org, developed a

comprehensive online financial literacy program for middle and high

school students, and conducts an annual college access information

fair at the State Capitol called "College, Yes You Can Day."

400,000

0

Office of Planning and Budget

227

1/9/2014

Georgia Student Finance Commission
ZBB Program: HOPE Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Administer the John R. Justice Program Grant

Description

Authority

GSFC is the designated administrator of the federal John R. Justice OCGA 20-3-235

Grant. GSFC decides, based on programmatic criteria set forth by

the U.S. Department of Justice, which applicants should receive

funding. GSFC determines award amounts based on federal funds

allocated to Georgia and distributes awards to applicants with the

least ability to repay their student loans within each of the three

federal court districts. Applicants must be lawyers who are licensed

in Georgia and are either full-time prosecutors or public defenders

and have a combined outstanding balance in excess of $4,076 on

one or more student loans.

No. of Positions1
1

FY 2014 State Funds2

FY 2014 Total Budget
71,000

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level
0

1Please see Staffing Levels in the Results of Analysis. 2All state funds in this program are lottery proceeds.

Total

Alternative (List an alternative approach to delivering program services within current agency budget) No alternative approaches to program service delivery are recommended at this time.

66

$7,958,844

$9,260,794

$75,745

$7,958,844

Office of Planning and Budget

228

1/9/2014

Georgia Student Finance Commission
ZBB Program: HOPE Administration
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Total Expenditures
Fund Type
Lottery Funds Federal Funds Federal Recovery Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$5,391,995

$6,276,370

761,387

435,243

FY 2014 Current Budget
$5,706,219 648,553

171,368 142,237 144,733 134,691 2,252,079 $8,998,490

200,517 149,176 143,608 160,036 1,238,697 $8,603,646

93,143 180,411 290,412 177,848 2,164,208 $9,260,794

Changes

FY 2015 Recommendation $5,706,219 648,553

93,143

180,411

290,412

177,848

2,164,208

$0

$9,260,794

$7,816,372 720,697 92,321 369,100
$8,998,490
61 9

$7,549,155 255,013 144,467 655,010
$8,603,645
67 9

$7,958,844 471,000
830,950 $9,260,794
66 9

$75,745 $75,745
(1)

$8,034,589 471,000
830,950 $9,336,539
66 8

Office of Planning and Budget

229

1/9/2014

Georgia Student Finance Commission
ZBB Program: HOPE Administration
Performance Measures
Agency Purpose: Georgia Student Finance Commission is the state agency that administers state and lottery funded scholarship and grant programs. Their mission is to promote and increase access to education beyond high school for Georgians.
Program Purpose: The purpose of this program is to provide scholarships that reward students with financial assistance in degree, diploma, and certificate programs at eligible Georgia public and private colleges and universities, and public technical colleges.

Performance Measures 1. Number of active registered GAcollege411.org users 2. Number of lottery funded scholarships and grants awarded 3. Number of state general funded scholarships and grants awarded 4. Number of students and parents met with for postsecondary advising and financial counseling

FY 2010 454,876 543,047 73,702 N/A

Actuals

FY 2011

FY 2012

931,494

836,053

565,018

409,031

78,311

81,960

95,000

96,000

FY 2013 894,524 367,070 86,516 97,420

Office of Planning and Budget

230

1/9/2014

FY 2015 Zero-Based Budget Analysis
Georgia Student Finance Commission ZBB Program: Low Interest Loans

Office of Planning and Budget

231

1/9/2014

Georgia Student Finance Commission
ZBB Program: Low Interest Loans
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to assess the operation of this recently developed program and ensure efficiency by further defining key activities of the program, examining program expenditures, and updating performance measures as necessary.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with Georgia Student Finance Commission's legal authority. 2. Staffing Levels: Four employees associated with this program are located within the Georgia Student Finance Authority and are paid for
with other funds. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: The program's entire appropriation is lottery funded and this amount has been $20,000,0000 since it was first funded in
FY 2012.
Program Operations: 6. Unexpended prior year funds and borrower payments stay within the program for future loan distribution based on the Attorney
General's opinion. After several years, this program will require a smaller appropriation to maintain the same $20,000,000 available to disburse loans, and the program may even become self-sustaining. Recommendation: GSFC should continue reporting these numbers to the Office of Planning and Budget separately from appropriations so that proper budget analysis may be conducted. 7. 100% of appropriations go to loans since administrative costs are covered by a $50 loan origination fee each student receiving a loan must pay. Recommendation: GSFC should continue operating the program under this model.

Office of Planning and Budget

232

1/9/2014

Georgia Student Finance Commission
ZBB Program: Low Interest Loans
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Low Interest Loans

Description

Authority

Low Interest Loans provide a loan alternative to post-secondary OCGA 20-3-231,

students who have exhausted all federal aid options and still have 20-3-372

unmet financial need. The maximum amount for a loan is $10,000

and the minimum is $500, and students must apply and qualify

annually. The interest rate is 1% while a student is in school; and

provided a student graduates in the designated time of the

program, they can maintain the 1% interest rate. If a student

graduates within 1 year past the designated length of the program,

the interest rate goes to 6%; for graduation beyond 1 year past the

designated length of the program, the rate goes to 8%. The awards

have a service cancelable component if a borrower works in public

service or as a STEM (Science, Technology, Engineering, or

Mathematics) teacher at a Georgia public school. GSFC personnel

review applications and administer the program; however, the funds

are transferred to the Georgia Student Finance Authority (GSFA) to

originate the loans as the Authority is the legally authorized entity to

do so.

No. of Positions

FY 2014 State Funds1
$20,000,000

FY 2014 Total Budget
$20,000,000

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$20,000,000

1 All state funds in this program are lottery proceeds.

Total

0 $20,000,000 $20,000,000

$0

$20,000,000

Alternative (List an alternative approach to delivering program services within current agency budget) Loans could be made by commercially based lenders. However, the low interest rate and high default rate of this loan pool make this an unattractive business model for for-profit lenders. Thus, to make the loans a more viable business model, interest rates would likely need to rise and the loans would not serve the full, intended purpose of the program. In addition, GSFC already has contact with higher education institutions in the state to verify financial need, and a for-profit lender may not have the ability to create working relationships with all of the schools in a similar fashion.

Office of Planning and Budget

233

1/9/2014

Georgia Student Finance Commission
ZBB Program: Low Interest Loans
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Loans to Students Total Expenditures
Fund Type
Other Funds Lottery Funds Total Funds

Expenditures1

FY 2012

FY 20132

FY 2014 Current Budget

FY 2015

Changes

Recommendation

$15,981,619 $15,981,619

$19,660,719 $19,660,719

$20,000,000 $20,000,000

$15,981,619 $15,981,619

$4,131,303 $15,529,416 $19,660,719

$20,000,000 $20,000,000

$20,000,000

$0

$20,000,000

$20,000,000

$0

$20,000,000

Positions Motor Vehicles
1Expenditures reflect that of the Authority for the purpose of Low Interest Loans. 2Total expenditures for FY 2013 include Prior Year Fund Balance and Principal Borrower Payments available for future disbursements.

Office of Planning and Budget

234

1/9/2014

Georgia Student Finance Commission
ZBB Program: Low Interest Loans
Performance Measures

Agency Purpose: Georgia Student Finance Commission is the state agency that administers state and lottery funded scholarship and grant programs. Their mission is to promote and increase access to education beyond high school for Georgians.
Program Purpose: The purpose of this program is to implement a low-interest loan program to assist with the affordability of a college education, encourage timely persistence to the achievement of postsecondary credentials, and to incentivize loan recipients to work in public service. The loans are forgivable for recipients who work in certain critical need occupations. The purpose of this appropriation is also to provide loans for students eligible under O.C.G.A 20-3-400.2(e.1).

Performance Measures 1. Average dollar amount of loan 2. Number of loan applications processed 3. Number of students obtaining Low Interest Loans 4. Percent of borrowers in repayment who graduated on time and therefore maintained the lowest interest rate 5. Percent of students receiving loans who are also eligible to receive the Federal Pell Grant 6. Percent of eligible applicants who received a loan

FY 2010 N/A N/A N/A N/A
N/A
N/A

Actuals

FY 2011

FY 2012

N/A

$6,093

N/A

2,746

N/A

2,703

N/A

100%

N/A

N/A

N/A

31%

FY 2013 $6,273 3,375 3,299 36%
72%
64%

Office of Planning and Budget

235

1/9/2014

FY 2015 Zero-Based Budget Analysis
Technical College System of Georgia ZBB Program: Adult Literacy

Office of Planning and Budget

236

1/9/2014

Technical College System of Georgia
ZBB Program: Adult Literacy
FY 2015 Zero-Based Budget Report

Purpose of Review The purpose of this review is to analyze the activities carried out by the Office of Adult Education at the Technical College System of Georgia (TCSG), which has undergone organizational and programmatic restructuring over the past three years. New leadership has placed a renewed importance on operating adult education with the larger goal of workforce and economic development in mind. This review will also analyze the alignment of adult education with the strategic goals of the State and TCSG.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are 257 full-time benefit eligible positions in this program in FY 2014. The number of employees has remained
consistent over the last three fiscal years. 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. However, data for certain
measures were not available. The agency should track and record data to ensure accurate reporting of performance data in the future. Specific recommendations are listed below. 5. Budget Impact: Increase funds for 15 positions. See specific recommendations below.
Program Operations: 6. The program name and program purpose do not accurately reflect the statutory responsibilities of the program.
Recommendation: Change the program name to Adult Education. Change program purpose to "The purpose of this appropriation is to develop Georgia's workforce by providing adult learners in Georgia with basic reading, writing, computation, speaking, listening, and technology skills; to provide secondary instruction to adults without a high school diploma; and to provide oversight of GED preparation, testing, and the processing of diplomas and transcripts." 7. TCSG has placed stricter performance standards on the technical colleges and community based organizations that provide adult education classes. The agency has also linked funding to performance outcomes. In FY 2013, success rates increased for many of the programs. Additionally, the agency has reduced the number of grantees in FY 2014 and directed funds to those programs that have performed well and increased outcomes.

Office of Planning and Budget

237

1/9/2014

Technical College System of Georgia
ZBB Program: Adult Literacy
FY 2015 Zero-Based Budget Report
8. The agency has required that each adult education provider have at least one transitions program specialist in order to receive funding. These staff members function in a similar fashion to a high school guidance counselor and provide support to students who attend secondary education classes and receive a GED diploma. The purpose of the specialist is closely tied with current Complete College Georgia efforts, and the number of GED earners who then transition into postsecondary education is expected to increase. Recommendation: The agency should continue to grow its student performance data collection to provide transition specialists with robust and targeted information. This includes data on remediation, retention rates and financial aid usage including HOPE GED.
9. The GED Testing Service, a private vendor that develops the GED test, will introduce a new standard test on January 1, 2014. The new test will only be available as a computer based test. TCSG is well positioned to make this transition as Georgia was the first state in the nation to offer the computerized version of the current test and has currently eliminated all paper-based testing except in specialized institutions such as corrections facilities.
10. According to TCSG, 67% of active inmates of correctional facilities have less than a 10th grade education. Researchers have found greatly reduced recidivism rates among prisoners that receive education while in prison. Currently, less than 10% of Georgia's inmate population is enrolled in adult education instruction. The agency continues to work with the Department of Corrections to encourage an expansion in the number of prisons offering TCSG adult education.
11. Full-time faculty comprise only 12% of total faculty in the Adult Literacy program. Studies have shown better outcomes for students of adult education programs with higher full-time faculty ratios. TCSG leadership have identified increasing the number of full-time faculty as a top priority in FY 2015. Recommendation: Increase funds for 15 positions to address full-time faculty ratios at TCSG institutions.

Office of Planning and Budget

238

1/9/2014

Technical College System of Georgia
ZBB Program: Adult Literacy
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Instruction Level 0 - 8 - Adult Basic Education

Adult Basic Education Program (ABE) is a program of instruction designed for adults who lack competence in reading, writing, speaking, problem solving, or computation at a level necessary to function in society, on a job, or in a family.

Authority OCGA 20-4-15; 20-4-18

No. of Positions1
145

FY 2014

FY 2014

State Funds Total Budget

$7,373,649 $19,916,373

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$7,373,649

Instruction Level 9 - 12 - Adult Secondary Education

Adult Secondary Education Program (ASE) is a program of

OCGA 20-4-15;

instruction designed for adults who have some literacy skills and can 20-4-18

function in everyday life, but who are not proficient or do not have a

certificate of graduation or its equivalent from a secondary school.

71

5,174,959

9,830,959

906,465

6,081,424

Administration
Professional Staff Development

The Office of Adult Education serves as the administrator of the OCGA 20-4-11;

federal Adult Education and Family Literacy Act and the state grants 20-4-15; 20-4-

for Georgia. This oversight includes review of applications and

18

selection of local service providers (32 in FY 2014); allocation and

issuance of the funds to the providers; management, compliance,

and accountability monitoring to ensure federally mandated

performance outcomes; technical assistance for program

improvement; and state and federal reporting. Administration also

provides technical assistance to local communities as they develop

the structure to attain certification in the Certified Literate

Community Program.

Professional Development involves the process of planned, targeted OCGA 20-4-11 instruction for adult education program administration, staff, and faculty which closes knowledge and skill gaps identified through annual, comprehensive needs assessments. Professional development efforts normally relate to some facet of instructor effectiveness, adult learning, program management, file documentation, or performance reporting.

15

623,445

2,136,234

898,570

0

623,445

0

Office of Planning and Budget

239

1/9/2014

Technical College System of Georgia
ZBB Program: Adult Literacy
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity GED Testing

Description

Authority

The GED Testing Office is responsible for the oversight of GED

OCGA 20-4-11;

testing statewide and the verification of all official documents. The 20-4-15; 20-4-

primary activities include: processing all GED credentials for

18

successful GED test takers; processing duplicate diplomas and

transcripts from walk-in and mail-in requests; planning and

managing the statewide conversion of the GED test from a paper to

a computer platform by the implementation of the new 2014 GED

test; providing support to the test centers and adult education

programs for underage and accommodation approvals; and scoring

all essays from the paper-based test.

No. of Positions1
17

FY 2014 State Funds

FY 2014 Total Budget
3,380,000

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level
0

Instruction - Corrections
Instruction - English Language/Civics

Corrections Education and Other Institutional Programs are

OCGA 20-4-19

6

programs for criminal offenders in correctional institutions and for

other institutionalized individuals in any other medical or special

institution. Activity includes academic programs for basic education,

special education programs as determined by the eligible agency,

English literacy programs, and secondary school credit programs.

English Literacy and Civics Education Program is an integrated

OCGA 20-4-15;

3

program of educational services to immigrants and other limited 20-4-18

English proficient populations to acquire the basic skills they need to

function effectively as parents, workers, and citizens. Local providers

implementing EL/Civics programs are charged with incorporating

instruction on the rights and responsibilities of citizenship and civic

participation.

1,208,442

0

1,729,364

0

Total

257 $13,172,053 $39,099,942 $906,465

$14,078,518

Office of Planning and Budget

240

1/9/2014

Technical College System of Georgia
ZBB Program: Adult Literacy
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Authority

No. of

FY 2014

Positions1 State Funds

FY 2014 Total Budget

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level

Alternative (List an alternative approach to delivering program services within current agency budget) Allow funding for 16- and 17-year olds who leave the public K-12 education system to follow the student. Although the K-12 system is better suited for teenage students and TCSG for adults, these students make up approximately 35% of enrollment in Adult Secondary Education classes. Under the alternative approach, TCSG would receive a transfer from the Department of Education (DOE) for each student who drops out of his or her high school and attends ASE in the same semester. The transfer from DOE would be removed from the Local Education Agency's QBE allotment. The alternative approach is not recommended for implementation in FY 2015, but should continue to be examined as a method of incentivizing dropout prevention and continued education in local K-12 school systems.
1 This count includes only full-time, employees of the Technical College System of Georgia. TCSG also employs over 500 part-time personnel for this program. Additionally, full-time and part-time personnel employed by other state agencies or local, community-based organizations are not included in this count.

Office of Planning and Budget

241

1/9/2014

Technical College System of Georgia
ZBB Program: Adult Literacy
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Grants Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds

Expenditures2

FY 2012

FY 2013

$25,335,383

$25,600,732

4,086,864

4,542,817

FY 2014 Current Budget
$26,589,182 4,767,850

150,187 441,156 845,479 163,854 168,544 5,527,698 $36,719,165

33,767 634,059 844,987 181,828 529,791 5,286,235 $37,654,216

165,860 775,950 863,800 193,600 567,900 5,175,800 $39,099,942

FY 2015

Changes

Recommendation

$906,465

$27,495,647

4,767,850

$906,465

165,860 775,950 863,800 193,600 567,900 5,175,800 $40,006,407

$13,115,928 18,036,146 5,567,091
$36,719,165

$13,028,510 19,063,452 5,562,255
$37,654,216

$13,172,053 20,447,889 5,480,000
$39,099,942

$906,465 $906,465

$14,078,518 20,447,889 5,480,000
$40,006,407

Positions Motor Vehicles

305

317

257

15

272

1 The budgeted position count was adjusted in FY 2014 to more accurately reflect the actual number of full-time, benefit eligible employees. The reduction of 60 budgeted positions did not include a reduction in workforce.

Office of Planning and Budget

242

1/9/2014

Technical College System of Georgia
ZBB Program: Adult Literacy
Performance Measures

Agency Purpose: The Technical College System of Georgia provides technical, academic, and adult education and training focused on building a well-educated, globally competitive workforce for Georgia.
Program Purpose: The purpose of this program is to develop Georgia's workforce by providing adult learners in Georgia with basic reading, writing, computation, speaking, and listening skills.

Performance Measures 1. Total number of students served 2. Percentage of Georgians without a HS credential that were served by TCSG Adult Education programs 3. Number of enrollees in: Adult Basic Education Adult Secondary Education Corrections Education (subset) English Literacy and Civics 4. Number of students who completed one or more levels in: Adult Basic Education Adult Secondary Education Corrections Education (subset) English Literacy and Civics 5. Hours of professional development courses taken by adult education faculty, administration, and staff members

FY 2010 72,657 6.1%

Actuals

FY 2011

FY 2012

64,668

60,235

5.4%

5.0%

FY 2013 55,747 4.6%

48,584 6,135 4,275
17,938
16,222 2,623 1,546 5,862
34,422

48,149 5,949 4,252
12,570
15,589 2,627 1,473 4,445
38,131

41,878 5,267 4,083
13,090
18,488 2,538 1,894 5,385
31,524

38,816 3,995 4,515
12,936
18,617 2,004 1,968 5,783
36,242

Office of Planning and Budget

243

1/9/2014

Technical College System of Georgia
ZBB Program: Adult Literacy
Performance Measures

Performance Measures 6. Hours of professional development per adult education faculty, administration, or staff member 7. Number of GED test takers who took all five tests 8. GED passage rate 9. Duplicate GED transcripts and diplomas issued 10. Percentage of GED earners who attended a TCSG Adult Education program and then entered postsecondary education or a training program within one year of receiving diploma.

FY 2010 18
30,788 63.0% 31,265
N/A

Actuals

FY 2011

FY 2012

20

17

31,390 61.0% 33,494
N/A

28,093 64.0% 29,088
N/A

FY 2013 19
21,617 72.0% 29,230 20.0%

Office of Planning and Budget

244

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Transportation ZBB Program: Construction Administration

Office of Planning and Budget

245

1/9/2014

Department of Transportation
ZBB Program: Construction Administration
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to analyze the program's workforce and operations to realize efficiencies or savings that could be reallocated to maintaining and improving Georgia's transportation infrastructure.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: The program currently has 1,382 full-time benefit eligible employees. 3. Fleet Management: The program has 1,011 authorized vehicles used for general travel and road and bridge inspections. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. However, data for certain
measures were not available. The agency should track and record data to ensure accurate reporting of performance data in the future. 5. Budget Impact: Transfer 19 filled positions, eight motor vehicles, and $1,500,000 of motor fuel funds from the Local Road Assistance
Administration program (Total Funds: $5,250,000).
Program Operations: 6. The Georgia Department of Transportation (GDOT) has created a minimum staffing plan for each division to determine staffing levels
needed to deliver core functions. Recommendation: Reduce budgeted position count by 50 and continue to work towards minimum staffing levels through attrition and targeted hires to better align workforce with actual need. Utilize future savings from reduced personnel to address critical needs within the Routine Maintenance program. 7. The Department is currently funding 14 research projects being conducted by the Georgia Transportation Institute University Transportation Center (GTIUTC) with an estimated cost of $1,698,163. Recommendation: Continue to focus on research projects that could result in near-term benefits. Encourage GDOT and GTIUTC to evaluate other state's research projects to prevent overlapping studies. 8. GDOT provides a material testing certification and training program to GDOT employees and outside parties twice a year, free of charge.

Office of Planning and Budget

246

1/9/2014

Department of Transportation
ZBB Program: Construction Administration
FY 2015 Zero-Based Budget Report
Recommendation: Evaluate a fee system for training and certifying non-state employees to recover the cost of administering the program.

Office of Planning and Budget

247

1/9/2014

Department of Transportation
ZBB Program: Construction Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Chief Engineer

Manages the offices and divisions that ensure delivery of the Statewide Transportation Improvement Program (STIP).

Authority OCGA 32-2-1

No. of Positions
2

FY 2014

FY 2014

State Funds Total Budget

$325,597

$416,451

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

$0

$325,597

Environmental Services

Responsible for obtaining environmental approvals for construction OCGA 32-2-2 projects both on time and in accordance with numerous laws, rules, and regulations. Provides customer service with respect to identifying environmental resources; assessing project effects to identified resources; preparing environmental documentation; obtaining all necessary regulatory permits; and avoiding, minimizing harm, and mitigating adverse effects to environmental resources through coordination with GDOT design teams and other disciplines.

71

5,039,471

7,324,093

0

5,039,471

Program Delivery Right-of-Way Services
Construction and Contract Compliance

Responsible for ensuring the scope, schedule and budget are maintained for each capital project from concept through final acceptance. Coordinates with subject matter experts, local governments and consultants to deliver the STIP.

OCGA 32-2-2

Responsible for the acquisition of properties necessary for

OCGA 32-3-1

transportation projects. This includes plan design review and

approval, appraisal, relocation assistance, condemnation,

negotiation and property management. Both GDOT acquisitions as

well as local government acquisitions (if they include state or federal

funds) are monitored by this office.

Investigates citizens' concerns on projects and assists in timely problem resolutions. Reviews and approves contract modifications and communicates with construction industry. Conducts construction compliance audits, project field inspections, and contract compliance investigations.

OCGA 32-2-2, 32-2-60

64

2,970,596

5,524,455

163

4,169,310

9,328,361

73

17,074,149

29,374,872

0

2,970,596

0

4,169,310

0

17,074,149

Office of Planning and Budget

248

1/9/2014

Department of Transportation
ZBB Program: Construction Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Design Policy and Support

Description

Authority

Responsible for supporting and enhancing all aspects of program OCGA 32-2-2

delivery through developing and maintaining Design Policy,

Guidelines, and Standards and providing Engineering Technical

Support which includes Capacity Analysis, Geometric Design,

Hydrology Studies and Roadway Hydraulic Design, Pavement Design,

NPDES General Permit guidance, and statewide design coordination

for Erosion Sedimentation and Pollution Control Plans; through

Engineering Systems Support which includes supporting and

maintaining all engineering software, statewide plotting, and

engineering document management; and through the Location

Bureau which includes Statewide Survey Control, Quality Assurance,

and Mapping.

No. of Positions
141

FY 2014

FY 2014

State Funds Total Budget

7,663,506

13,306,916

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

7,663,506

Bridge and Roadway Design Material Testing Bidding Administration

Oversees the design of highway bridges, culverts, retaining walls, bridge hydraulic systems, and a variety of urban and rural roadway projects. This includes the development and coordination of conceptual layouts, preliminary and final construction plans and right-of-way plans.

OCGA 32-2-2

Tests materials used in construction and maintenance activities, maintains qualified products lists and provides expertise in construction materials. Also specifies material requirements and provides geotechnical services.

OCGA 32-2-2

Responsible for guiding projects in the Construction Work Program OCGA 32-2-2, through the Contract Letting Process in accordance with applicable 32-2-60 laws and specifications.

192

9,021,304

17,003,882

244

16,636,952

25,299,275

14

1,007,202

1,159,266

0

9,021,304

0

16,636,952

0

1,007,202

Office of Planning and Budget

249

1/9/2014

Department of Transportation
ZBB Program: Construction Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity Program Control

Description

Authority

Monitors, controls and reports on project status. Serves as the

OCGA 32-2-2

administrator of the Project Scheduling Software and Project Status

Reports. Leads the Plan Development Process training course and

the Local Administered Project training. Raises awareness of the

value of collaborative practices from project selection through

project closing; provides monthly letting list recommendations to

executive management; works with individual project

manager/leaders to ensure the Department's project scheduling

tool is understood and followed.

No. of Positions
24

FY 2014

FY 2014

State Funds Total Budget

707,362

1,643,576

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

707,362

Transportation Investment Act (TIA) Liaison
Innovative Program Delivery

Collaborates with local and state agencies to ensure timely delivery of TIA projects, with a structure that focuses on high-level project management, intergovernmental coordination, transparency and successful program delivery.

OCGA 48-8-249

Manages innovative programs in transportation system delivery, through Public Private Partnerships, Design-Build, and other alternative delivery methods, handling major transportation projects, feasibility studies and special projects in conjunction with Georgia Department of Economic Development and Georgia Regional Transportation Authority (GRTA), including Bus Rapid Transit capital program support and Park and Ride facilities.

OCGA 32-2-41

3

394,301

408,173

11

1,012,169

1,469,939

0

394,301

0

1,012,169

Transportation Services Procurement
Engineering Services

Responsible for the selection and procurement of services in direct OCGA 32-2-2,

support of GDOT planning, preconstruction, construction,

32-2-60

maintenance initiatives and miscellaneous project support and

alternative project delivery methods. This work includes placement

of all architectural and engineering services contracts.

Provides oversight of federally funded projects; directs project review process, manages standard specifications and provides project cost estimates.

OCGA 32-2-2, 32-2-41

20

1,124,025

1,155,462

360

$7,338,620 $10,217,112

0

1,124,025

0

$7,338,620

Office of Planning and Budget

250

1/9/2014

Department of Transportation
ZBB Program: Construction Administration
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

IT SPR

Activity

Description Provides application support and design for project management, project delivery, and infrastructure support.

Capital Outlay (ARRA)

Capital projects associated with ARRA funding.

General Administration

Payments for workers' compensation, unemployment, insurance and bonding, and merit system assessments.

Authority OCGA 32-2-2
OCGA 32-2-2 OCGA 32-2-2

No. of Positions

FY 2014

FY 2014

State Funds Total Budget

2,198,201

11,298,410

Alternative Funding Levels (State Funds)

Proposed Recommended Change Funding Level

0

2,198,201

2,824,719

6,618,423 3,016,808

0

0

2,824,719

Local Road Assistance Administration1

Provides technical assistance to local governments for construction, OCGA 32-2-2 maintenance, and resurfacing of local roads and bridges.

1,500,000

1,500,000

Total

1,382 $79,507,484 $144,565,474 $1,500,000

$81,007,484

1The FY 2015 Governor's Budget recommends transferring $1,500,000 and 19 positions from the Local Road Assistance Administration program to the Construction Administration program.
Alternative (List an alternative approach to delivering program services within current agency budget) GDOT has recently undergone a minimum staffing exercise to identify both internal staff and consultant needs in order to deliver the core functions of the Department. GDOT also outsources many of these activities such as portions of engineering services, environmental services, design services, construction and contract compliance, right of way, design policy and support, innovative program delivery, and TIA. When these activities are outsourced and are project specific, they are expensed in the Capital programs rather than Construction Administration.

Office of Planning and Budget

251

1/9/2014

Department of Transportation
ZBB Program: Construction Administration
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services Capital Outlay Other Total Expenditures
Fund Type
State Motor Fuel Funds Prior Year Motor Fuel Funds Federal Funds Federal Recovery Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

$103,176,695

$99,871,422

5,983,014

7,558,097

54,011

1,076,203

2,915,445

2,951,530

5,638,747

1,031

1,906,001

54,820

39,549

12,224,101

20,088,245

9,964,105

2,223,392

740,913

297,076

$136,226,424 $140,537,974

FY 2014 Current Budget
$104,903,564 7,628,929 37,632 4,778,557 2,569,195 993 514,599
17,702,437 6,429,568
$144,565,474

FY 2015

Changes

Recommendation

$2,093,617

$106,997,181

2,824,159

10,453,088

40,000

77,632

61,159

4,839,716

12,500

2,581,695

993

78,676

593,275

139,889

17,842,326

6,429,568

$5,250,000

$149,815,474

$21,582,791 48,950,775 57,378,211 7,387,293 927,354
$136,226,424

$75,971,485 67,867
61,132,951 2,397,812 967,859
$140,537,974

$79,507,484
64,892,990
165,000 $144,565,474

1,466 1,011

1,396 1,011

1,475 1,011

$1,500,000 3,750,000
$5,250,000 (31) 8

$81,007,484
68,642,990
165,000 $149,815,474
1,444 1,019

Office of Planning and Budget

252

1/9/2014

Department of Transportation
ZBB Program: Construction Administration
Performance Measures

Agency Purpose: The Department of Transportation plans, constructs, maintains and improves the state's roads and bridges, and provides planning and financial support for other modes of transportation.

Program Purpose: The purpose of this program is to improve and expand the state's transportation infrastructure by planning for and selecting road and bridge projects, acquiring rights-of-way, completing engineering and project impact analyses, procuring and monitoring construction contracts, and certifying completed projects.

Performance Measures 1. Percentage of Right of Way (ROW) authorized on schedule per the approved State Transportation Improvement Plan (STIP) 2. Percentage of Construction authorized on schedule per the approved STIP 3. Ratio of the Engineer's Estimate (official estimate) to the award amount

FY 2010 56%
89% N/A

Actuals

FY 2011

FY 2012

67%

67%

64%

71%

N/A

94%

FY 2013 55%
75% 96%

Office of Planning and Budget

253

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Veterans Service ZBB Program: Georgia War Veterans Nursing Home Augusta

Office of Planning and Budget

254

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Augusta
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to identify the cost efficiency of the program. The Department of Veterans Service, Georgia War Veterans Nursing Home - Augusta provides long-term skilled nursing care to chronically ill Georgia war veterans.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There are 191 authorized positions of which one is state funded and 190 are employees of Georgia Regents University
(GRU). 3. Fleet Management: This program does not have any state vehicles. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. The Georgia War Veterans Nursing Home has operated as an individual fiscal program since its inception.
Recommendation: Combine the Georgia War Veterans Nursing Home - Augusta and the Georgia War Veterans Nursing Home Milledgeville into one fiscal program to streamline fiscal management and allow for easier administration of the program. Create a subprogram the same way the Georgia Veterans Memorial Cemetery program is structured. 7. The average daily census has decreased two percent since FY 2010. This is much less than the Milledgeville home and national trends. Recommendation: Even though the home's census has remained relatively stable and has yet to see a significant decrease in census, it is becoming more common for the elderly and Veterans to choose an option other than a nursing home facility for their healthcare needs. With this in mind, the Department should explore and develop new ways to serve the veteran population that doesn't involve housing veterans in the nursing home.

Office of Planning and Budget

255

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Augusta
FY 2015 Zero-Based Budget Report
8. The Department has an agreement with Georgia Regents University to expend 1/12 of the program's state appropriation each month, regardless of operating costs. This is different from the Milledgeville home, which sets a per diem rate with the contractor. The contractor is paid a set amount per patient, per day. Recommendation: The Augusta home should transition to a per diem model, similar to the way the home in Milledgeville operates.
9. To track resident satisfaction, the Augusta home performs an internal annual survey. Recommendation: In collaboration with the Milledgeville home, determine the most effective survey tool that both homes can begin using. This will standardize the performance measure in the future.
10. The unique object class 920-ROE/Projects and Insurance is used to budget for unexpected costs that may arise at the home during the fiscal year. Funds are listed under account 615000 for repairs and maintenance. Recommendation: Realign object classes to properly reflect funding for repairs and maintenance.
11. In the third quarter of FY 2013, one position was amended into the nursing home program and funded with Other funds. However, the agency funded the position with state funds. Recommendation: In the future, the agency should align expenditures with budgeted funds.
12. Beginning July 1, 2013, the home will add Other funds to the contract payments, which will increase cost of care from $177 to $198 per patient day.

Office of Planning and Budget

256

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Augusta
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Intake and Eligibility Determination

Provide intake assessment; certify eligibility requirements for the nursing home; directly assist and advise Nursing Home patients in securing VA benefits under Title 38 CFR.

Authority OCGA 38-4-1-2, 38-4-56

No. of Positions
1

FY 2014 State Funds

FY 2014 Total Budget
$44,374

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Level
$0

Skilled Nursing Services

Contracts with Georgia Regents University to operate the home and OCGA 38-4-1-2 provide quality nursing services, occupational and physical therapy, social work, recreational activities, and pharmacy and chaplaincy services.

$4,625,143

10,878,632

0

$4,625,143

Total

1

$4,625,143 $10,923,006

$0

$4,625,143

Alternative (List an alternative approach to delivering program services within current agency budget) Currently, all existing services to the Augusta home are provided through Georgia Regents University (GRU). GRU provides all professional, educational, environmental, and administrative staffs to operate the home on a daily basis. Because the Augusta nursing home provides educational training to the GRU nursing program and physician residency for doctors, an alternative program would require another accredited teaching establishment to assume the responsibilities of what GRU is currently providing.

Office of Planning and Budget

257

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Augusta
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services ROE for Projects & Insurance Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

FY 2014 Current Budget
$44,374

FY 2015

Changes

Recommendation

$44,374

$50,000

50,000

$10,179,282 49,946
$10,229,228

$10,515,352 $10,515,352

10,828,632 50,000
$10,923,006

$5,021,185 5,208,043
$10,229,228

$4,363,498 5,702,893 448,962
$10,515,353
1

$4,625,143 5,286,048 1,011,815
$10,923,006
1

(50,000) $0
$0

10,828,632 0
$10,923,006
$4,625,143 5,286,048 1,011,815
$10,923,006
1

Office of Planning and Budget

258

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Augusta
Performance Measures
Agency Purpose: The Department of Veterans Service assists veterans, dependents, and survivors in all matters pertaining to veterans benefits.

Program Purpose: The purpose of this program is to provide long-term skilled nursing care to chronically ill Georgia war veterans.

Performance Measures 1. Average Daily Census 2. Percentage of funded beds filled 3. Percentage of patients receiving Aid and Attendance 4. Cost per veteran patient day 5. Number of deficiencies during state licensure inspection 6. Number of VA criteria met* (out of 66) 7. Percentage of patients that rated the home good or excellent
*The remaining criteria were achieved within the timeframe required by the VA.

FY 2010 168 88% N/A
$177 0
66 93%

Actuals

FY 2011

FY 2012

159

164

83%

86%

N/A

N/A

$178

$171

0

3

66

61

91%

92%

FY 2013 164 86% 13%
$175 0
61 92%

Office of Planning and Budget

259

1/9/2014

FY 2015 Zero-Based Budget Analysis
Department of Veterans Service ZBB Program: Georgia War Veterans Nursing Home Milledgeville

Office of Planning and Budget

260

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Milledgeville
FY 2015 Zero-Based Budget Report
Purpose of Review The purpose of this review is to identify the cost efficiency of the program. The Department of Veterans Service, Georgia War Veterans Nursing Home - Milledgeville provides long-term skilled nursing care to chronically ill Georgia war veterans.
Results of Analysis 1. Statutory Alignment: Program activities are aligned with statutory responsibilities. 2. Staffing Levels: There is one authorized position and 286 contracted employees. 3. Fleet Management: There are two vehicles assigned to this program. 4. Performance Measures: OPB worked with the agency to identify meaningful metrics for key program activities. The updated measures
accurately reflect the performance of the program. 5. Budget Impact: Maintain the current funding level for FY 2015.
Program Operations: 6. The Georgia War Veterans Home has operated as an individual fiscal program since its inception.
Recommendation: Combine the Georgia War Veterans Nursing Home - Augusta and the Georgia War Veterans Nursing Home Milledgeville nursing home program into one fiscal program to streamline fiscal management and allow for easier administration of the program. Create a sub-program for the home in the same way the Georgia Veterans Memorial Cemetery program is structured. 7. Since FY 2010, the home has experienced a 19% decrease in its average daily census. This is in line with national nursing home trends. Recommendation: It is becoming more common for the elderly to choose an option other than a nursing home facility for their healthcare needs. With this in mind, the Department should explore and develop new ways to serve the veteran population that doesn't involve caring for veterans in a nursing home. 8. An outside contractor performs monthly surveys of residents to determine patient satisfaction within the home. Recommendation: In collaboration with the Augusta home, determine the most effective survey tool that both homes can begin using.

Office of Planning and Budget

261

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Milledgeville
FY 2015 Zero-Based Budget Report
9. The unique object class 920-ROE/Projects and Insurance is used to budget for unexpected costs that may arise at the home during the fiscal year. Funds are listed under account 615000 for repairs and maintenance. Recommendation: Realign object classes to properly reflect funding for repairs and maintenance.
10. In the third quarter of FY 2013, one position was amended into the nursing home program and funded with Other funds. This amendment was approved by OPB under the agreement that it would be paid for using Other funds. However, the agency used state funds to cover expenses for the position. Recommendation: In the future, the agency should align expenditures with budgeted funds.
11. Beginning in February 2013, the home used Other funds to increase per diem to the contractor from $169 to $195. 12. In FY 2014 the home has budgeted for 249 beds for non-service connected to veteran patients.

Office of Planning and Budget

262

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Milledgeville
Key Activities and Alternative Approach

Key Activities (Listed in priority order as determined by Agency)

Activity

Description

Intake and Eligibility Determination

Provide intake assessment; certify eligibility requirements for the nursing home; directly assist and advise nursing home patients in securing VA benefits under Title 38 CFR.

No. of

Authority Positions

OCGA 38-4-1-2 ,

1

38-4-56

FY 2014 State Funds

FY 2014 Total Budget
$44,196

Alternative Funding Levels (State Funds)
Proposed Recommended Change Funding Levels
$0

Skilled Nursing Services

Contracts with private contractor to provide quality nursing services, OCGA 38-4-1-2 occupational and physical therapy, social work, recreational activities, and pharmacy and chaplaincy services.

$7,188,422

16,707,757

0

$7,188,422

Total

1

$7,188,422 $16,751,953

$0

$7,188,422

Alternative (List an alternative approach to delivering program services within current agency budget)
Alternative approaches to delivering program services have been limited in scope. For example, the bidding process for contractual services for the Milledgeville home has been problematic due to location, lack of alternative services, and lack of external competing enterprises for food services, nursing care, environmental services, etc. If another vendor were to assume contractual responsibilities for the Milledgeville nursing home, the incoming services would have to purchase the kitchen because the current contracted service provider owns the building that currently utilizes all food processing and distribution.

Office of Planning and Budget

263

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Milledgeville
Financial Summary

Objects of Expenditure Personal Services Regular Operating Expenses Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Contractual Services ROE for Projects & Insurance Total Expenditures
Fund Type
State General Funds Federal Funds Other Funds Total Funds
Positions Motor Vehicles

Expenditures

FY 2012

FY 2013

FY 2014 Current Budget
$44,196

FY 2015

Changes

Recommendation

$44,196

$125,000

125,000

$14,744,269 224,890
$14,969,159

$15,664,417 346,830
$16,011,247

16,582,757 125,000
$16,751,953

$7,514,374 7,454,786
$14,969,160

$7,327,177 8,062,428 621,642
$16,011,248
1 2

$7,188,422 8,173,077 1,390,454
$16,751,953
1 2

(125,000) $0
$0

16,582,757 0
$16,751,953
$7,188,422 8,173,077 1,390,454
$16,751,953
1 2

Office of Planning and Budget

264

1/9/2014

Department of Veterans Service
ZBB Program: Georgia War Veterans Nursing Home - Milledgeville
Performance Measures
Agency Purpose: The Department of Veterans Service assists veterans, dependents, and survivors in all matters pertaining to veterans benefits.
Program Purpose: The purpose of this program is to provide long-term skilled nursing care to chronically ill Georgia war veterans.

Performance Measures 1. Average Daily Census 2. Percentage of funded beds filled 3. Percentage of patients receiving Aid and Attendance 4. Cost per veteran patient day 5. Number of deficiencies during state licensure inspection 6. Number of VA criteria met* (out of 66) 7. Overall Patient Satisfaction Score (out of 5)
*The remaining criteria were achieved within the timeframe required by the VA.

FY 2010 280 98% 28%
$165 0
63 4.5

Actuals

FY 2011

FY 2012

229

234

80%

94%

37%

38%

$177

$173

0

0

58

64

4.5

4.5

FY 2013 225 90% 38%
$191 0
64 4.5

Office of Planning and Budget

265

1/9/2014

Governor's O ce of
PLANNING AND BUDGET
THE STA TE OF GEORGI A
270 WASHINGTON STREET S.W., 8TH FLOOR | ATLANTA, GA 30334 | 404.656.3820 | OPB.GEORGIA.GOV