KEVIN KAMENETZ April 12, 2018 County Executive Council

KEVIN KAMENETZ April 12, 2018 County Executive

Council Chairman Jones, members of the County Council, and fellow residents of Baltimore County.

This is a somewhat bittersweet moment for me. I first walked into these chambers 24 years ago as a young council member in my 30s: single, no kids, a full head of hair and a bushy mustache. Today, I’m married and the father of two teenagers, with thinning hair. I grew the mustache to look older, and I shaved it to look younger.

It has been an absolute honor and privilege to serve more than 830,000 diverse residents who are committed to this place that we proudly call home. Over the decades, I've probably met with every single resident at least once, or maybe it just feels that way. Each had a story to share, a problem to be solved, a direction to be found. I’ve listened in schools, libraries, churches, and community centers. The input has helped shape our administration’s policies and programs. Topics have ranged from potholes to improving animal services, expanding the number of parks and playing fields, and, yes, air conditioning our schools.

Some topics are specific to a neighborhood, but, more often than not, the conversations have a lot in common.  Giving our children an education that prepares them for success.  Creating jobs and economic opportunities.  Keeping our communities safe and healthy.  Modernizing our schools and maintaining our public infrastructure.  Enriching our quality of life.

We have been through a lot together since I became County Executive in December of 2010. We came into office when the Great Recession was hitting hard. But we worked smart, and we are resilient.

No one person can make a County great. Thank you to the members of the County Council, our State delegation and Maryland’s federal elected officials. When we work together, we get things done for the people we serve.

I want to acknowledge the tremendous partnerships we’ve built with the leadership and staff of the Baltimore County Public Schools, Library, Community College, the District and Circuit Courts, and the Sheriff’s Office.

I am particularly proud of our dedicated County employees. They get the job done, each and every day. In recognition of their service, this budget includes a 3% cost of living adjustment for employees, effective next January. Over the past four years, the County has funded a total of 10% in cost of living adjustments for employees, in addition to funding every step and longevity increase since 2010, with zero furloughs.

Our Baltimore County department heads, deputy directors, my executive and senior staff bring a special commitment to their work. Their boundless energy, enthusiasm and dedication to making our County a better place is without parallel. The saying goes, “always leave things a little better than when you found them.” You have done that, and a whole lot more. Thank you.

Together, we’ve made tremendous progress toward a more innovative, responsible and efficient local government.  15,821 new jobs have been added in the County since I became County Executive.  There’s been more than $5 billion in new private investment.  The County has invested $1.8 billion to modernize and maintain our aging water and sewer infrastructure, plus $129 million for roads and bridges.  We deployed new technology that improves service to our citizens and achieves significant cost savings. Baltimore County is now ranked fourth in the nation for use of technology in government.  We have made an historic $1.3 billion investment to upgrade and modernize our schools. County government has a special responsibility to ensure that our schools are safe and secure. We all have been shattered and heartbroken by shootings in schools around the country—and too-close-to-home here in Maryland. Enough.

School safety is not an afterthought in Baltimore County. Since 2011, we have invested $13.6 million to reinforce all school doors and windows, adding security cameras and controlled entry.

With this budget, we strengthen our system by adding more professionals to help identify mental health issues that can lead to suicide and destructive behaviors. If adopted, the budget would add 22 social workers, 23 counselors and 18 school psychologists in Baltimore County Public Schools, plus additional pupil personnel workers, health assistants, and bus attendants. Nineteen more police School Resource Officers would be funded, increasing the County’s total to 84 officers.

Educating our children

We are proud of Team BCPS, as we fondly call our school system. They have one of the highest graduation rates in the State. There is no disparity in the graduation rates between African American and white students. Our schools have earned national honors in music and arts education, digital learning, robotics, and more.

Our dedicated educators are fully committed to nurturing the next great class of creative thinkers. That’s why we have increased teacher salaries by 12% over the past eight years. Thank you for all you do.

Schools for Our Future is a groundbreaking capital program to modernize our schools, not just for today, but to meet future enrollment needs as our population continues to grow. This $1.3 billion initiative is building or rebuilding more than 90 schools.

Fifty one percent of next year’s total Baltimore County operating budget is dedicated to our schools. That’s more than $1.67 billion.

Why is education our #1 priority? Students are learning skills that prepare them to adapt to new technologies and ways of solving problems that we can’t even imagine. It is our obligation to make sure all of our children learn the skills they need to get good jobs and thrive. Today, that means more than a K- through-12 education.

College opens up a lifetime of career opportunities. But the cost can mean a dead end for even the most motivated students. That’s why we launched Baltimore County College Promise. The program provides full tuition and fees for qualified students to complete an associate’s degree or workplace certification at the Community College of Baltimore County (CCBC). This is a real game-changer for students from low- to- moderate-income families.

Since we announced College Promise just a month ago, CCBC has received more than 700 inquiries.

The budget I am introducing today includes $979,000 for the first year of Baltimore County College Promise – funding that will make college a reality for more than 1,100 students. This is a promise that will transform lives and make a vital investment in our future.

Creating Jobs and Economic Opportunity

Workforce development and economic development, together, drive our prosperity.

With low unemployment and a tight job market, companies are ready to hire today. But chronic shortages of qualified workers remain in many high-demand fields such as healthcare, corporate operations and customer service. Companies tell us they need flexible, rapid-response training so a pipeline of qualified workers is ready to fill the jobs of today and tomorrow.

We listened to our employers and launched Job Connector, an innovative $2.5 million program that brings a supply-and-demand strategy to workforce development. Job Connector partners with employers, labor unions, colleges and universities to build a job-ready workforce.

This employer-driven thinking helped us win competitive searches that are keeping key employers - and jobs - here in the County. Our competitors were not just locations in Baltimore or Maryland, but locations around the country.

Stanley Black & Decker is adding 400 new jobs here, expanding their footprint to White Marsh-Middle River. The Fortune 500 company’s Global Tools and Storage headquarters remains strong in Towson.

Care First Blue Cross is keeping 2,200 jobs in the heart of Owings Mills.

One fifth of McCormick’s global workforce – some 2,000 employees – work in Baltimore County. This summer, 900 corporate employees will be moving to a new global headquarters in Hunt Valley.

Right next door to McCormick, Bank of America is adding 900 jobs– 300 hired last year, with 600 more jobs on the way.

These marquee firms chose to stay in Baltimore County because we’ve created a welcoming business climate, with a superb workforce and responsive local government.

It’s not all about large businesses. The Baltimore County Boost Fund has loaned $4.3 million to small businesses in just four years, with a focus on firms owned by minorities, women, and veterans.

Transformative investment is happening all around the county. Baltimore County has seen well over $5 billion of new private investment since 2011.

Tradepoint Atlantic, the massive redevelopment of Sparrows Point, already is attracting name brands such as Under Armour, Fed Ex and Amazon to Baltimore County. There are more people working at the Point today than when the steel mill closed in 2012. Businesses are projected to add 17,000 new jobs when the global logistics hub is fully developed in 2025, just seven years from now.

Downtown Towson has 3,500 new apartments and town homes built or on the horizon, with fresh new entertainment, shops, restaurants and green spaces creating a more livable, walkable County seat. Maryland Route 43 was extended to open land already zoned for business development. We built it and they came, bringing more than 3,000 jobs to Middle River. Just a little name dropping: BGE HOME,

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Mary Sue, and BreakThru Beverage. Soon, Stanley Black & Decker will be bringing hundreds more workers to Greenleigh at Crossroads.

The centerpiece of Owings Mills, Metro Centre, is the region’s only transit-oriented development, now bustling with shops, restaurants, apartments, office space, a community college center and a public library branch. The Foundry Row lifestyle center was built on the site of a closed factory. Mill Station, a new retail center, is rising where the virtually-vacant Owings Mills mall once stood.

This is economic development that is transforming job prospects and economic opportunity for the entire region.

Keeping communities healthy and safe

In a time of overall prosperity, there are still too many who struggle to make ends meet. The true measure of a government is how we treat people who could use an out stretched hand to get by.

More than 98,000 people in Baltimore County are food insecure, including 30,000 children. Our proposed budget includes $550,000 to support the Maryland Food Bank. Their Food Pantry program serves 23 County schools, connecting children and their families with nutritious food throughout the school year.

The County has expanded services to people who experience homelessness. Three years ago we opened a comprehensive Westside Men’s Shelter, replacing trailers. A new Eastern Family Resource Center opened last fall with expanded health services, shelter beds for men and women, and resources for people in need. Women and children who need shelter often are victims of domestic violence and need a safe place to stay for weeks before they secure permanent housing. The new Eastern Family Resource Center doubles the number of these transitional housing beds. Next year’s budget increases funding for all shelter services by 5%.

We are empowering older adults, caregivers and persons with disabilities to help them remain independent in the community. Our Department of Aging served over one million meals to seniors and helped more than 36,000 people navigate Medicare benefits over the past five years.

We have proven that good public policy can also make a difference in public health.

We responded to escalating calls about rats infesting some of our neighborhoods. After this year’s successful pilot in 13 neighborhoods, we are adding 12 more neighborhoods to our rat eradication program. Over $1.8 million is included in next year’s budget to help keep our neighborhoods safe and clean from rats.

By reducing access to tobacco, we can break a deadly habit before it begins. Through aggressive enforcement, it is now much harder for underage kids to buy tobacco in Baltimore County. Fifty percent of County retailers sold tobacco to minors in 2014. Today, it’s just six percent.

It is not easy to control all addictive substances. Opioid overdoses killed 543 Baltimore County residents from 2016 through the first nine months of 2017. We can save lives with naloxone, which reverses the effects of an opioid overdose. The County launched an aggressive program to make naloxone widely available. Our Department of Health and Human Services has already trained 3,200 residents on how to safely administer this life-saving drug.

We are also fighting the opioid epidemic head on, working through the legal system to hold drug manufacturers more accountable.

Baltimore County is not immune to the challenges that come with drugs and juvenile crime. Our police officers understand that keeping the public safe requires community cooperation and mutual respect.

That’s why we launched Operation Connect, focused outreach by our police officers to local communities, particularly to our youth. Our police, firefighters and paramedics undergo rigorous training, with a renewed focus on mental health. Our Department of Health implemented a new program to assist individuals with mental illness who are incarcerated in the County detention center. The program coordinates inmate mental health services with reentry services and follow-up care, so there is a continued support system when they return to the community.

Our police officers are equipped with tools and resources to support their work. Fourteen hundred officers have been fully trained and now wear body cameras. Computers in every police car provide information more quickly and reliably on the scene. Video dashboard technology provides public safety officials with instant access to video from security cameras at schools, libraries and other public facilities.

Baltimore County continues to be a very safe place to live. Since the beginning of 2018, there were five confirmed homicides in Baltimore County, down from thirteen over the same period last year. The early overall statistics for 2018 give us reason to be optimistic that crimes of all types will continue to decline in our county.

Our volunteer and career firefighters and paramedics are dedicated to our safety. This budget increases funding for volunteer fire companies by 7.4%, bringing our support to $9.8 million next year.

We are grateful to our police, fire and paramedics, the women and men who respond to the call. We are also grateful for the sacrifices their families make so our responders can do this vital work. Please join me in thanking our entire public safety community.

Sustaining a Clean Green County

It takes sound public policy to preserve our land and water resources and protect our County’s 200 miles of Chesapeake Bay waterfront.

Baltimore County began implementing Smart Growth 50 years ago. Our planning, zoning and development decisions are firmly grounded in this core principle: 90% of our population lives on 30% of our land.

Baltimore County has already placed over 65,000 acres of land in conservation, open space that can never be developed.

These smart decisions don’t mean we are “built out.” We need 21st century places to live and work. But instead of extending public water and sewer through rural greenfields, we approve dense development and re-development in our more urban areas, such as downtown Towson, White Marsh, Owings Mills and Sparrows Point.

We protect the Bay through our Clean Green County initiative, restoring streambanks and shorelines, planting trees, and sweeping streets. Four years ago, we opened a new single stream recycling facility to keep materials out of landfills. Sales of recycled materials have already brought the County over $30 million in revenue.

Over eight years, the County has invested $1.8 billion to modernize and maintain our aging water and sewer systems. Our proposed budget includes nearly $27 million to maintain and improve water and sewer infrastructure and reduce water main breaks and sewage spills.

Enriching our quality of life

More than 200 County parks offer green spaces and recreation places. From trails at Marshy Point to new athletic fields at Spring Grove Park in Catonsville, the County has funded a record $68 million in new parks, community centers and turf fields since 2010.

The County is especially proud to support the Perry Hall Recreation Council volunteers who built Angel Park. From fundraising to sweat-equity, these volunteers built the County’s largest all-inclusive playground to accommodate children with special needs. It is truly uplifting to visit this barrier-free park.

The arts bind our communities together, open minds and build our creative class. More than 6,900 people work in creative businesses in Baltimore County, according to Americans for the Arts. Next year’s budget includes $3.9 million to support arts, humanities and cultural organizations in Baltimore County and the region.

Our animal friends have a new, healthy place to stay as they wait for their forever homes. When I came into office, our animal shelter was, to be honest, not safe for man, woman or beast. Today, we have a $7 million state-of-the-art shelter in Baldwin, plus a spay/neuter program at new surgical sites across the county. Our adoption rates are at an all-time high. We regularly achieve 90% live release rates for cats and dogs, among the highest rates in the country. A new Cuddle Shuttle van goes on the road, making it easy to adopt a pet on the spot. To assure pet owners are responsible, next year’s budget includes funding for a new animal cruelty investigation unit in the police department.

Governing Responsibly

Good government needs good governance.

This administration has been fiscally conservative, consistently earning Baltimore County the coveted “Triple Triple-A” rating, the best credit rating from all three bond rating agencies. Only 46 counties nationwide can say this. With our stellar credit rating, we borrow at the lowest interest rates, saving millions in interest costs. It is the responsible way to run government.

But leaders have to prioritize and make tough choices.

We’ve streamlined County government, eliminating red tape, and deploying technology to help us do our jobs more effectively and cost efficiently. I wish we could upgrade every playing field, re-pave every road, and build new schools in every part of the county all at once. But at the end of the day, we have to balance the checkbook.

Mr. Chairman, members of the County Council, the fiscal year 2019 budget we are submitting does not increase property tax or income tax rates. This budget once again stays within spending affordability limits, and funds our schools above maintenance of effort level.

This is money well-spent for educating our children, keeping our communities healthy and safe, maintaining our infrastructure, and preserving our land and water resources.

Respect and Diversity

I’d like to share a personal story with you. My dad ran a neighborhood pharmacy in Overlea. He was known as “Doc K” of Kaye's Pharmacy. I worked in the drug store from the moment I was tall enough to reach the cash register, all through college and law school. I learned valuable lessons about business sense and common sense. I also got a sense of what it was like to walk in someone else's shoes.

When I was first elected to the County Council, I met an Area School Superintendent by the name of Evelyn Chapman. Evelyn lived near my dad’s store at a time when African Americans were feeling the daily sting of Jim Crow. Despite changes in federal laws, stores still refused service to people of color. But, Evelyn told me, her community knew Doc K would not only fill their prescriptions, but treat each person with dignity and respect.

In his quiet way, dad demonstrated the equal worth of everyone, and, through example, passed his values to my brothers, my sisters and me. I hope that Jill and I are passing these same values on to our two sons.

Baltimore County is much more diverse than when I was growing up in Lochearn in the 60s. Today, four out of ten Baltimore County residents identify as Black, Hispanic, Asian or bi-racial. Six thousand public school students do not speak English as their primary language.

Early in my administration, we made a commitment to diversify our public safety ranks, and I am especially proud of the progress we’ve made. Our last police academy class was 40% women or minority. The class of EMTs and paramedics that graduated last month is 60% women or minority. The Fire Recruit Class now in session: 67%.

The Baltimore County Fire Department is recognized nationally as a leader in promoting gender diversity, with women now making up almost one quarter of its sworn members. The national average is just 4%.

Last year, Assistant Fire Chief Jennifer Aubert-Utz became the highest ranking woman in the history of the Baltimore County Fire Department. At her promotion ceremony she stated, "I hope I can inspire other young women to pursue careers in community service." Assistant Chief Aubert-Utz, thank you for being an inspiration.

As a civil and moral society, we must acknowledge and respect everyone who lives here.

In 2017, as a result of our Executive Order, county employees, including police, may not ask a person’s immigration status. Three years ago, before Charlottesville, we removed a symbol of hate from our community, renaming Robert E. Lee Park as Lake Roland. In 2012, I proudly signed legislation that added gender identity and sexual orientation to the county's existing anti-discrimination laws. I applaud Councilman Quirk and the Council for their leadership on that legislation.

I am proud of what we stand for in Baltimore County.

Over the years, I’ve listened and learned that there are limits to what government can and should do. I’ve also learned that responsible, responsive local government gets things done for the people it serves.

Together, we’ve improved schools, made our streets safer, created jobs and protected the environment, all without raising tax rates. Moving forward, Baltimore County government will continue to support what is important to the people who live, work and learn here.

Thank you for your support over the past eight years, and for the 24 years of opportunity to serve our county.

Respectfully submitted,

Kevin Kamenetz County Executive

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EXECUTIVE SUMMARY ‐ FY2019 FUNDING HIGHLIGHTS

Description FTE FY19 Proposed EDUCATION Funding in Excess of Maintenance of Effort 26,628,306 School staffing enrollment increase 80.7 4,014,886 Northeast area elementary school 12.8 893,323 Special education programs 45.0 2,393,910 ESOL program 28.0 1,511,544 Passport expansion 5.0 303,710 Magnet program expansion 4.0 234,616 Gifted and talented teachers 3.0 152,226 Prekindergarten 5.0 198,410 Kinder Helper 753,180 eLearning teachers and software 2.0 351,484 School counselors 23.0 1,259,951 S.T.A.T. program 9,607,991 Pupil personnel workers and residency investigators 4.0 391,152 School climate core school based support team 8.0 455,936 Positive Behavior Support Software 90,000 Behavior interventionists 11.0 682,539 School social workers 22.5 1,235,655 Psychologists 18.0 1,272,654 Athletics trainers, coaches, and advisors 242,260 Health assistants and nursing software 1.4 253,491 Visitor identification system and professional development 111,500 Bus attendants/ Transportation Upgrades/Prof. Dev 15.0 2,010,975 Transportation support 343,977 Board of Education budget analyst 1.0 88,152 Custodial support for additional square footage 14.5 497,033 Middle school core network replacement 1,516,058 UPS backup replacement units 532,800 CCBC's College Promise Program: Year #1 979,596 Early College Program at Woodlawn ‐ Year #2 253,685

PUBLIC SAFETY New Animal Cruelty Investigations Unit 125,000 19 School Resource Officers for elementary and secondary schools 19.0 1,570,761 Increased Operational funding for Volunteer Fire 669,307 Volunteer Fire Company Grant Fund 1,000,000 Full Funding of 12 ECT Trainees for 911 Center 12.0 501,713

COMMUNITY CONSERVATION AND PRESERVATION Rat Eradication Initiative ‐ 10 New Neighborhoods 935,156 5% increase to Homeless Shelter Contracts 174,580

REINVESTMENT IN OUR COMMUNITY Capital Grant to the Maryland Zoo ‐ Year 1 of 3 year commitment 250,000 Alley Renovation and Repair 900,000 Campbell Blvd ‐ Phase III (Bird River Rd to just south of Foxleigh Rd) 4,300,000 Franklin HS ‐ Replacement Artificial Turf Field 500,000

viii EXECUTIVE SUMMARY ‐ FY2019 FUNDING HIGHLIGHTS

Description FTE FY19 Proposed Seminary Park ‐ Replacement Artificial Turf Field 500,000 New Town HS ‐ New Stadium and Artificial Turf Field 1,300,000 Overlea HS ‐ New Artificial Turf Field 800,000 Ball Diamond Delipping of Infield 1,000,000 Hereford Library ‐ New Parking Lot 400,000 Animal Services ‐ Sound Wall Installation 600,000 Frederick Road Improvements 250,000 Powder Mill Sewer Relief 10,000,000 East Branch Herring Run Sewer 9,290,000 Bread and Cheese Sewer Rehabiliation 3,800,000

GOVERNMENT MANAGEMENT Improved Elections ‐ 416 additional Election judges for scanners, pollbooks, 120,752 ballot issue, line management, 41 additional Closer judges to cover each voting location and 17 additional ballot scanners to minimize voting lines Cost of Living Adjustment (COLA) ‐ 3% Increase effective January 1, 2019 23,319,922 Cost of Living Adjustment (COLA) ‐ 1% for Eligible Retirees from Pension Fund 16,973,190 Cost of Living Adjustment (COLA) ‐ Special 2% for Eligible Retirees <= $22k from 4,646,048 Pension Fund

Total FY2019 General Fund Operating Budget 2,056,744,325 Increase/(Decrease) from FY2018 Total General Fund Operating Budget 59,986,463 Percentage Change from FY2018 Total General Fund Operating Budget 3.0% Amount below Spending Affordability Guidelines 20 Fund Balance ‐ 10.4% of Revenues ‐ consistent with maintaining the AAA bond 216,310,832 rating

Total FY2019 Operating Budget (excluding Enterprise Funds) 3,285,494,203 Increase/(Decrease) from FY2018 Total Operating Budget (excluding Enterprise 135,473,395 Funds) Percentage Change from FY2018 Total Operating Budget (excluding Enterprise 4.3% Funds)

Total FY2019 Government‐Wide Operating Budget 3,617,071,020 Increase/(Decrease) from FY2018 Total Government‐Wide Operating Budget 129,068,387 Percentage Change from FY2018 Total Government‐Wide Operating Budget 3.7%

Total FY2019 Capital Budget (Metropolitan District and Consolidated Public 96,231,867 Improvement) Total FY2019 Metropolitan District Capital Budget 25,000,000 Total FY2019 Consolidated Public Improvement (CPI) Capital Budget 71,231,867 FY2019 PAYGO Contribution to the Capital Budget 42,125,867 FY2019 General Fund Contribution to the Capital Budget 40,537,832

ix x TABLE OF CONTENTS

PAGE SECTION I‐ OPERATING BUDGET 3 FY 2019 OPERATING BUDGET AT A GLANCE 5 OPERATING BUDGET OVERVIEW 6 GENERAL FUND BREAKDOWN 7 ORGANIZATION CHART 8 AUTHORIZED POSITIONS ‐ ALL FUNDS 9 ORIGINAL POSITION ALLOCATION ‐ ALL FUNDS 10 FINANCIAL POLICIES AND GUIDELINES 11 FORECAST OF THE SPENDING AFFORDABILITY 14 AVERAGE RESIDENTIAL TAX BILL ‐ 1975 TO 2019 15 SECTION II ‐ CAPITAL BUDGET 17 FY 2019 ‐ 2024 CAPITAL IMPROVEMENT PROGRAM 19 FY 2019 ‐ 2024 SOURCE OF FUNDING SUMMARY 20 SCHOOLS FOR OUR FUTURE PROGRAM DETAIL 22 CHANGES TO PLANNING BOARD RECOMMENDATIONS 24 GENERAL FUND CONTRIBUTION TO THE CAPITAL BUDGET 31 PAYGO CONTRIBUTION TO THE CAPITAL BUDGET 32 DISTRIBUTION OF GENERAL OBLIGATION BOND FUNDS 33 SECTION III ‐ EXHIBITS 35 Exhibit A ASSESSABLE BASIS 37 Exhibit BOPERATING REVENUES AND OTHER FINANCING SOURCES 38 Exhibit C SUMMARY OF OPERATING BUDGETS 50 Exhibit D GENERAL OBLIGATION DEBT OUTSTANDING 78 Exhibit EMETROPOLITAN DISTRICT DEBT OUTSTANDING 79 Exhibit F GOVERNMENT‐WIDE SUMMARY OF FUNDS 80 Exhibit G UNAPPROPRIATED FUND BALANCE: SPECIAL FUNDS 82 Exhibit H UNAPPROPRIATED FUND BALANCE: GENERAL FUNDS 83 Exhibit IOPERATING BUDGET OBJECTS OF EXPENDITURE 84 GLOSSARY 85

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SECTION I

OPERATING BUDGET

Page 3

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Page 4 BALTIMORE COUNTY TOTAL FY 2019 OPERATING BUDGET AT A GLANCE $ 3.285 BILLION

WHERE THE MONEY COMES FROM Fees & Other Revenue 10.0%

Fund Balance Real and Property Taxes 0.8% 29.8%

State Aid 24.6%

Federal Aid 6.7% Income Taxes 23.5% Sales & Service Taxes 4.7%

WHERE THE MONEY GOES State Mandated General Gov't 0.9% 3.2%

Non Departmental 12.7%

Health, Recreation & Community Services 7.9%

Schools, College, & Public Works Libraries 3.3% 60.3%

Public Safety 11.7%

Total Operating Budget (Excludes Enterprise Funds) General Fund $2,056,744,325 Special Fund 1,228,749,878 $3,285,494,203

Page 5 OPERATING BUDGET OVERVIEW

The Fiscal Year 2019 General Fund Operating Budget of $2,056,744,325 is an increase of 3.0%, or $59.9 million, from the adjusted FY 2018 budget. The budget’s on‐going spending falls within the guideline established by the Spending Affordability Committee (SAC). Under SAC guidelines, the budget (excluding capital / one‐time items as well as matching funds for grants) could grow by 3.65%. The basic growth factor allowed under the SAC guidelines reflects estimated personal income growth in Baltimore County.

There are no new taxes levied to fund the General Fund budget. The income tax rate of 2.83% is unchanged and lthe rea property tax rate will remain at $1.10 per $100 of assessed value. The personal property rate remains at $2.75 and the Homestead Assessment Growth Cap continues at 4%.

As in previous years the FY 2019 operating budget funds all eligible salary increments and longevities. The budget also includes a 3% Cost of Living Adjustment (COLA) for County employees effective January 1, 2019. COLA recipients include general government, Board of Education, Library, and Community College employees.

The FY 2019 operating budget exceeds the required Maintenance of Effort (MOE) funding for the Baltimore County Public School by $26.6 million. This investment in excess of MOE includes $8 million of increased funding toward school safety initiatives that includes funding for 23 school counselors, 22.5 school social workers, 18 psychologists, and 19 school resource officers.

The FY 2019 capital budget includes a Pay‐As‐You‐Go (PAYGO) contribution of $42.1 million. The FY 2019 operating budget includes General Fund contributions to the capital budget of $40.5 million, with the remaining PAYGO funds consisting of the Stormwater Fees and Local Open Space Waiver Fees.

The County’s enterprise funds include the Public Schools Food Service Fund, the Community College Auxiliary Fund, and the Metropolitan District Water & Sewer Fund Enterprise. These funds are business‐type activities that establish fees and charges designed to make the funds self‐ supporting. Enterprise funds are not appropriated in the Operating Budget, but are included for information purposes to provide a complete picture of this government’s total finances.

For FY 2019, the Total Operating Budget (which includes the General Fund, the Gifts & Grants Fund, direct State aid to the Board of Education and Community College, etc.) totals $3,285,494,203. It reflects a 4.3% increase above the adjusted FY 2018 appropriation. The Government‐wide Total (Total Operating Budget plus Enterprise Funds) is $3,617,071,020, a 3.7% increase above the adjusted FY 2018 level.

Page 6 FY 2019 GENERAL FUND BUDGET BREAKDOWN

FY18 General Fund FY19 General Fund $ Increase / Appropriation Appropriation (Decrease) % Change GENERAL GOVERNMENT County Executive 1,184,856 1,057,351 Office of Budget and Finance 8,748,375 8,608,366 Administrative Office 1,621,966 1,539,253 Vehicle Operations/Maintenance 764,940 588,177 Office of Law 2,757,862 2,894,941 Department of Planning 7,285,898 7,471,720 Office of Human Resources 3,949,013 4,018,038 Permits, Approvals and Inspections 9,570,386 9,953,717 Property Management 32,637,528 35,271,580 County Council 2,569,366 2,739,071 County Auditor 1,686,345 1,732,263 Board of Appeals 237,944 242,656 Office of Information Technology 29,528,359 30,083,408 DEPARTMENT OF PUBLIC WORKS 115,578,933 107,933,443 HEALTH AND HUMAN SERVICES Department of Health 24,560,219 24,085,815 Department of Social Services 8,536,963 8,618,492 Department of Aging 4,408,423 4,489,021 Environmental Protection and Sustainability 5,620,217 5,552,541 CULTURE AND LEISURE SERVICES Department of Libraries 33,370,743 33,832,602 Department of Recreation and Parks 11,217,038 11,445,727 Organization Contributions 6,028,183 6,078,405 ECONOMIC AND COMMUNITY DEVELOPMENT Economic and Workforce Development 1,300,724 1,357,014 Subtotal 313,164,281 309,593,601 (3,570,680) ‐1.14% STATE MANDATED AGENCIES Circuit Court 4,859,507 4,955,181 Orphans Court 238,475 254,033 Board of Elections 5,537,391 5,391,349 State's Attorney 9,515,433 9,651,331 County Sheriff 5,393,469 5,419,511 Cooperative Extension 269,827 275,342 Subtotal 25,814,102 25,946,747 132,645 0.51% PUBLIC SAFETY Department of Corrections 41,189,216 42,212,522 Emergency Communications Center 13,798,605 14,151,444 Police Department 207,284,036 212,290,841 Fire Department 101,741,551 102,370,712 Subtotal 364,013,408 371,025,519 7,012,111 1.93% EDUCATION Community College 57,104,795 62,722,563 Department of Education ‐ Operating 843,101,384 871,366,401 Subtotal 900,206,179 934,088,964 33,882,785 3.76% NON DEPARTMENTAL Debt Service 120,369,686 127,674,225 Retirement and Social Security 134,192,378 142,937,522 Insurance 99,086,347 95,769,184 Reserve for Contingencies 1,000,000 1,000,000 Contribution to Capital Budget 31,457,751 40,537,832 Local Share 7,453,730 8,170,731 Subtotal 393,559,892 416,089,494 22,529,602 5.72% TOTAL 1,996,757,862 2,056,744,325 59,986,463 3.00%

Page 7 CITIZENS BALTIMORE COUNTY, MARYLAND COUNTY GOVERNMENT ORGANIZATION CHART

LEGISLATIVE HBRANC EXECUTIVE BRANCH

COUNTY COUNTY COUNCIL EXECUTIVE

COUNTY BOARD OF COUNTY MDA INISTR TA IVE PPEA LA S AUDITOR OF IF CER

AGEN SESCI UBJ ECT TO OPERATING AST FF CONTROL BY CHARTER AGEN IC ES AGEN IC ES &/OR CO Y FUNT UNDING

DEPARTMENT

Page TDEP . OF E RNVI ONMENTAL OF ECONOMIC IFOF CE OF BUDGET OFFICE OF DEPARTMENT CIRCUIT PROTECTI ANON D AND AND INFORMA IOT N OF COURT USS TAINABI TIL Y WORKFORCE IF NANCE ET CHN LO OGY EDUCATION 8 DEVELOPMENT

DEPARTMENT CILPO E FIRE OF IF CE OF HUMAN OF IF CE OF TATE’S S OF ARTMDEP ENT ARTMDEP ENT RESOURCES LAW ATTORNEY LIBRARIES

DEPARTMENT DEPARTMENT OF DEPARTMENT OF TH HEALTH COUNTY OF P ANNIL NG SOC AI L ARTMDEP ENT RESH IFF AGING RSE VICES

DEPARTMENT OF DEPARTMENT COMMUNITY ORPHAN’S RECR OEATI N OF E GE COLLEGE COURT AND PARKS CORRECTI NO S

PAED RTMENT OF RPE ITM S, DEPARTMENT SU VRPE ISOR LIQUOR LICENSE APPROVALS, AND OF PUBLI C OF ELECTIONS COMMI ISS ONERS INSPEC IOT NS WORKS

UNI IVERS TY OF MARYLAND EXT NSE ION FY 2019 AUTHORIZED POSITIONS ‐ ALL FUNDS

MID FY FY 2018 2018 FY 2019 AGENCY BUDGET ADJUST TRANS ADD DELETE BUDGET OFFICE OF COUNTY EXECUTIVE 14 0 (1) 0 (1) 12 CIRCUIT COURT 92 0 0 0 0 92 ORPHANS COURT 5 0 0 0 0 5 BOARD OF ELECTIONS 12 0 0 0 0 12 OFFICE OF BUDGET AND FINANCE 121 0 0 0 0 121 ADMINISTRATIVE OFFICER 11 0 (1) 0 0 10 DEPARTMENT OF CORRECTIONS 470 17 (2) 0 0 485 STATE'S ATTORNEY 133 0 0 0 0 133 OFFICE OF LAW 29 0 1 0 0 30 DEPARTMENT OF PLANNING 44 0 0 0 0 44 OFFICE OF HUMAN RESOURCES 48 0 0 0 0 48 EMERGENCY COMMUNICATIONS CENTER 193 12 0 0 0 205 POLICE DEPARTMENT 2,543 0 0 14 0 2,557 FIRE DEPARTMENT 1,076 16 0 0 (1) 1,091 DEPARTMENT OF PERMITS, APPROVALS AND INSPECTIONS 188 0 0 0 0 188 COUNTY SHERIFF 90 0 0 0 0 90 BOARD OF LIQUOR LICENSE COMMISSIONERS 24 0 0 0 0 24 PROPERTY MANAGEMENT 245 0 0 0 (2) 243 DEPARTMENT OF HEALTH 599 11 (1) 1 (11) 599 DEPARTMENT OF SOCIAL SERVICES 206 3 2 5 (7) 209 DEPARTMENT OF AGING 238 0 0 0 0 238 COOPERATIVE EXTENSION 2 0 0 0 0 2 DEPARTMENT OF RECREATION & PARKS 176 1 0 0 (1) 176 DEPT OF ENVIRONMENTAL PROTECTION AND SUSTAINABILITY 79 0 0 0 0 79 COUNTY COUNCIL 36 0 0 0 0 36 COUNTY AUDITOR 18 (1) 0 0 0 17 BOARD OF APPEALS 9 0 0 0 0 9 DEPARTMENT OF ECONOMIC AND WORKFORCE DEVELOPMENT 14 0 1 0 0 15 LOCAL MANAGEMENT BOARD 3 1 0 0 0 4 HOUSING OFFICE 60 0 0 0 0 60 COMMUNITY DEVELOPMENT 27 0 0 0 0 27 OFFICE OF INFORMATION TECHNOLOGY 223 1 1 0 0 225 DEPARTMENT OF PUBLIC WORKS 956 3 0 0 (2) 957 WORKFORCE DEVELOPMENT 46 0 0 0 0 46 SUBTOTAL 8,030 64 0 20 (25) 8,089

OTHER AUTHORIZED POSITIONS SOCIAL SERVICES ‐ STATE 10 0 0 0 0 10 ELECTIONS ‐ STATE 26 0 0 0 0 26 UNIVERSITY OF MD EXTENSION ‐ STATE 8 0 0 0 0 8 INTERNAL SERVICE FUND 49 0 0 0 0 49 SUBTOTAL 93 0 0 0 0 93

OTHER AUTHORIZED POSITIONS (SHOWN AS FULL TIME EQUIVALENTS) COMMUNITY COLLEGES 1,751.8 0.0 0.0 0.0 (51.1) 1,700.7 DEPARTMENT OF EDUCATION 15,228.4 0.0 0.0 281.6 0.0 15,510.0 DEPARTMENT OF LIBRARIES 488.9 0.0 0.0 4.3 0.0 493.2 SUBTOTAL 17,469.1 0.0 0.0 285.9 (51.1) 17,703.9

TOTAL ALL POSITIONS 25,592.1 64.0 0.0 305.9 (76.1) 25,885.9

Page 9 ORIGINAL POSITION ALLOCATION ‐ ALL FUNDS REVISED TO REFLECT ORGANIZATIONAL CHANGES

% % CHANGE CHANGE AGENCY FY 1987 FY 1991 FY 1995 FY 2011 FY 2018 FY 2019 FY 18‐19 FY 87‐ 19

GENERAL GOVERNMENT COUNTY EXECUTIVE 171916141412 ADMINISTRATIVE OFFICER 213418231110 OFFICE OF BUDGET & FINANCE 202 225 174 173 121 121 CENTRAL SERVICES 12159000 OFFICE OF LAW 375539302930 DEPARTMENT OF PLANNING 53 66 55 49 44 44 OFFICE OF HUMAN RESOURCES 536759404848 PERMITS, APPROVALS & INSPECTIONS 194 213 181 188 188 188 PROPERTY MANAGEMENT 332 410 346 381 245 243 COUNTY COUNCIL 30 39 38 37 36 36 COUNTY AUDITOR 9 13 16 19 18 17 BOARD OF APPEALS 101010109 9 OFFICE OF INFORMATION TECHNOLOGY 113 142 120 213 223 225 INTERNAL SERVICE FUNDS 112 88 67 59 49 49 HEALTH AND HUMAN SERVICES DEPARTMENT OF HEALTH 620 658 525 531 599 599 DEPARTMENT OF SOCIAL SERVICES 53 69 92 214 206 209 DEPARTMENT OF SOCIAL SERVICES ‐ STATE202018121010 DEPARTMENT OF AGING 298 372 328 303 238 238 ENVIRON. PROTECTION & SUSTAINABILITY 116 115 114 119 79 79 LOCAL MANAGEMENT BOARD 000734 CULTURE AND LEISURE SERVICES DEPARTMENT OF RECREATION AND PARKS 187 196 147 196 176 176 DEPT. OF REC. AND PARKS ‐ ENT FUNDS135153168000 ORGANIZATIONAL CONTRIBUTIONS 240000 ECONOMIC AND COMMUNITY DEVELOPMENT ECONOMIC AND WORKFORCE DEVELOPMENT132717211415 HOUSING OFFICE 33 41 46 59 60 60 COMMUNITY DEVELOPMENT GRANTS 32 23 17 30 27 27 COMMUNITY CONSERVATION 124012000 WORKFORCE DEVELOPMENT 485464454646 PUBLIC WORKS 1,295 1,389 998 968 956 957 GENERAL GOVERNMENT SUBTOTAL 4,059 4,557 3,694 3,741 3,449 3,452 0.1% ‐15.0% PUBLIC SAFETY DEPARTMENT OF CORRECTIONS 201 258 326 473 470 485 EMERGENCY COMMUNICATIONS CENTER 160 185 182 187 193 205 POLICE DEPARTMENT 1,961 2,081 2,060 2,567 2,543 2,557 FIRE DEPARTMENT 1,059 1,206 1,136 1,090 1,076 1,091 PUBLIC SAFETY SUBTOTAL 3,381 3,730 3,704 4,317 4,282 4,338 1.3% 28.3% STATE MANDATED AGENCIES CIRCUIT COURT 127 137 138 100 92 92 ORPHANS COURT 444555 BOARD OF ELECTIONS 6 6 6 14 12 12 BOARD OF ELECTIONS ‐ STATE 161515262626 STATE'S ATTORNEY 64 76 84 124 133 133 COUNTY SHERIFF 66 77 83 104 90 90 LIQUOR BOARD 252625252424 UNIVERSITY OF MD EXTENSION 332222 UNIVERSITY OF MD EXTENSION ‐ STATE121212888 JUVENILE PROBATIONARY 770000 STATE MANDATED SUBTOTAL 330 363 369 408 392 392 0.0% 18.8% OTHER AUTHORIZED POSITIONS COMMUNITY COLLEGE 1,642.0 1,835.0 1,697.0 1,974.0 1,751.8 1,700.7 DEPARTMENT OF EDUCATION 10,018.0 10,314.0 10,997.0 14,606.0 15,228.4 15,510.0 DEPARTMENT OF LIBRARIES 487.0 537.0 446.0 458.0 488.9 493.2 EDUCATION SUBTOTAL (FTE) 12,147.0 12,686.0 13,140.0 17,038.0 17,469.1 17,703.9 1.3% 45.7%

GRAND TOTAL 19,917.0 21,336.0 20,907.0 25,504.0 25,592.1 25,885.9 1.1% 30.0%

Page 10 FINANCIAL POLICIES AND GUIDELINES

Baltimore County's financial guidelines, outlined below, set forth the basic framework for the development of the FY 2019 Budget. These guidelines provide direction for evaluating both current activities and proposals for future programs. Many of the guidelines represent long‐ standing principles and practices that have shaped County budgets in the past and have helped maintain its financial stability. All of the guidelines are reviewed annually.

OPERATING BUDGET

1. The growth in the General Fund Operating Budget should not exceed the growth in personal income for Baltimore County. The Spending Affordability Committee's projected growth for FY 2019 is 3.65%. 2. The County will maintain a budgetary control system to ensure adherence to the budget and will prepare midyear reports comparing actual revenues and expenditures to budgeted amounts. 3. The County will emphasize efforts to reduce major cost centers such as health care, utilities, and worker's compensation claims. 4. The County will try yto pa for current expenses with current revenues with little reliance on one‐time resources. Current expenses may exceed current revenues in order to fund one‐time items such as appropriations to the Revenue Stabilization Reserve Account (RSRA) or for Capital budget support. 5. The County will maintain a relatively stable level of inflation‐adjusted expenditures per capita. 6. The County will utilize multi‐year forecasts to evaluate the impact of budget decisions.

REVENUE

1. The County will try to maintain a diversified and stable revenue system to shelter it from short‐term fluctuations in any one revenue source. 2. The County will follow an aggressive policy of collecting revenues. 3. The County will establish user charges and fees at a level related to the full cost of providing the service. These fees/charges will be reviewed annually.

INVESTMENTS

1. The County will invest public funds in a manner which will provide the highest investment return with the maximum security while meeting the daily cash flow demands of the County and conforming to all state and local statues governing the investment of public funds. 2. The County's investment officials shall use the "prudent person" standard in the context of managing an overall portfolio, considering the probable safety of their capital as well as the probable income to be derived. The County will not borrow funds for the express purpose of investing those funds.

Page 11 3. The County will diversify its investments by security type and institution. With the exception of U.S. Treasury securities and government agencies; authorized pools and money market funds, no more than 50% of the County's total investment portfolio will be invested in a single security type. 4. To the extent possible, the County will attempt to match investments with anticipated cash flow requirements. Unless matched to a specific cash flow, the County will not directly invest in securities maturing more than one year from the date of purchase. However, the County may collateralize its repurchase agreements using longer investments not to exceed 30 years to maturity. Reserve funds may be invested in securities exceeding one year if the maturity of such investments are made to coincide as nearly as practicable with the expected use of the funds. 5. Regarding suitable investments, the County's investments will conform without exception to Section 17‐101 of the Local Government Article and Section 6‐222 of the State Finance and Procurement Article of the Annotated Code of Maryland. 6. The investment portfolio will be designed to obtain a market average rate of return during budgetary and economic cycles, taking into account the County's investment risk constraints and cash flow needs. 7. The County will maintain a system of adequate internal controls to assure compliance with the investment program policy and procedures. On a regular basis the investment policy will be reviewed by the Director of Budget & Finance and the County Administrative Officer with any modifications made thereto approved by the County Council.

DEBT SERVICE

1. The County will seek to maintain its Triple‐A bond rating by establishing maximum debt ratios, a limit above which it will not issue additional debt, but would decrease capital spending or increase Pay‐As‐You‐Go (PAYGO) financing, in order to control the future debt service burden. 2. The County will update its debt affordability study each year in conjunction with its capital budget process. The study helps the County monitor its debt position and compliance with debt policies. 3. The County will not use short‐term borrowing to finance operating budget requirements. The County has never issued tax or revenue anticipation notes. 4. The County does not intend to have any fixed rate bond anticipation notes outstanding for a period of longer than two years. 5. The County will maintain a Debt to Full Value ratio in the range of 2.2% to 2.5% Debt to Personal Income ratio in the range of 3.3% to 3.6% and debt per capita in the range of $2,300 to $2,600. 6. The County will maintain a Debt Service to Revenues ratio in the range of 8.5% to 9.5%. 7. The County will ensure that the rapidity of debt repayment on new net tax‐supported debt does not fall below 25% retired in 5 years and 50% retired in 10 years. The County currently retires 42.6% of net tax‐supported debt, excluding pension funding bonds, in 5 years and 73.8% in 10 years.

Page 12 8. The County will budget contributions to PAYGO financing of the Capital Budget in each fiscal year. The County has used PAYGO financing since 1964. The County's contributions to PAYGO financing are as follows for recent fiscal years:

PAYGO Amount PAYGO Amount Fiscal Year (In Millions) Fiscal Year (In Millions)

1992 $1.1 2006 112.3

1993 1.1 2007 129.9 1994 9.4 2008 146.9

1995 4.4 2009 138.5 1996 1.2 2010 33.1

1997 20.3 2011 2.6 1998 40.4 2012 .6

1999 93.9 2013 12.9

2000 121.6 2014* 67.1 2001 110.3 2015 91.3

2002 65.7 2016 123.3 2003 1.0 2017 127.4

2004 3.0 2018 31.5 2005 45.3 2019 42.1

*Prior to FY 2014, PAYGO included only General Funds. Effective FY 2014 PAYGO includes General Funds, Stormwater Management Funds, Debt Premium, Sale of Property, Agricultural Preservation Tax revenues, Stormwater and Reforestation Waiver fees, and LOS waiver fees.

9. The County will maintain the self‐supporting status of the Metropolitan District operations.

FUND BALANCE

1. To protect the County from unforeseen emergencies and future economic downturns, the County took the fiscally prudent step of raising its target level for unreserved General Fund balances. Rather than the long‐term policy level of 5% of the revenue budget, the County will propose an amount equal to 10% of the revenue budget be transferred to the Revenue Stabilization Reserve Account (RSRA) with limited access for withdrawals. The County will produce unreserved General Fund balances in excess of 10% of General Fund revenues each year. 2. The County will ensure that the ratio of fund balance to revenues does not fall to the floor level of 7% for two consecutive years. 3. The County will insure that any unreserved fund balance in excess of the target level of revenues will be retained to provide only short‐term tax stabilization. Excess reserves well above the target level will be eliminated through dedicated one‐time items such as PAYGO contributions in order to reduce the level of programmed borrowing in support of the Capital Budget.

Page 13 FORECAST OF THE SPENDING AFFORDABILITY FISCAL YEAR 2019 GUIDELINE

FY2018 Base Spending FY 2018 FY 2019

General Fund Operating Budget Appropriations $ 1,993,257,862 $ 2,056,744,325 Supplemental Appropriation $ 3,500,000 $ ‐ Adj. General Fund Operating Budget Appropriation (A)$ 1,996,757,862 $ 2,056,744,325 Adjustments

Selected Non‐County Funds Local Matching Funds (7,453,730) (8,170,731)

Capital Related Items PAYGO (Excluding Operating Costs) (31,457,751) (40,537,832)

Reserve Funds Contingency Reserve (1,000,000) (1,000,000)

Adjustments Subtotal (39,911,481) (49,708,563)

Other Adjustments 3% COLA (Phase‐In) (12,677,737) ‐ BCPS State‐Approved One‐Time Costs (11,889,838) (4,228,800)

Other Adjustments Subtotal (24,567,575) (4,228,800)

Total Adjustments (B) (64,479,056) (53,937,363)

FY 2017 Adjusted Spending ‐ Base Year (A‐B) .(C) 1,932,278,806

Personal Income Growth 4‐Year Average X (D) 1.0365

FY 2017 Spending Guideline (CxD) (E)$ 2,002,806,982 $ 2,002,806,962

Maximum Spending Growth $ 70,528,176 Under / (Over) Guideline $ 20

Page 14 AVERAGE RESIDENTIAL TAX BILL FY1975 ‐FY2018

$3,000

$2,500

$2,000

$1,500

$1,000

$500

$0 1975 1989 1990 1991 1992 1995 1996 2003 2007 2016 2017 2018 2019

Tax Bill in Current Dollars Tax Bill in Constant FY 1975 Dollars

TAX RATE PER AVERAGE TAX BILL FISCAL $100 OF RESIDENTIAL ADJUSTED FOR YEAR ASSESSMENT TAX BILL *INFLATION

1975 $1.605 $413 $413 1989 1.251 1,002 428 1990 1.230 1,062 433 1991 1.183 1,119 433 1992 1.146 1,159 434 1995 1.142 1,296 446 1996 1.142 1,338 448 2003 1.115 1,465 417 2007 1.100 1,772 449 2016 1.100 2,425 537 2017 1.100 2,472 538 2018 1.100 2,538 541 2019 1.100 2,613 544

* Note. These amounts have been adjusted for the Homestead Tax Credit. Although the Homestead Credit limits the annual growth in assessment of certain homes to 4%, the overall average tax bill can increase by more than that percentage due to the growth in assessment on homes which do not qualify for the credit. Beginning in FY 2007, this amount was also adjusted for the Local Homeowner Tax Credit.

Page 15

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Page 16

SECTION II

CAPITAL BUDGET

Page 17

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Page 18 APPROPRIATION SUMMARY CAPITAL BUDGET FY 2019 CAPITAL IMPROVEMENT PROGRAM FY 2020 - FY 2024 STAGE 3

SUMMARY OF PROJECT ESTIMATES ------FIVE YEAR CAPITAL PROGRAM------

TOTAL PRIOR TOTAL FOR BUDGET DEPT ESTIMATED AUTHOR- 6YR YEAR NO. TITLE COST IZATIONS PROGRAM 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 201 Sewer System 2,425,758,163 1,671,558,163 754,200,000 25,000,000 226,400,000 28,000,000 223,400,000 31,000,000 220,400,000

203 Water System 1,606,665,370 988,796,370 617,869,000 0 219,025,000 0 211,525,000 0 187,319,000

204 Storm Drains 64,037,594 44,412,594 19,625,000 1,175,000 6,150,000 0 6,150,000 0 6,150,000

205 Streets and Highways 649,254,140 483,252,140 166,002,000 5,453,000 59,779,000 0 49,975,000 0 50,795,000 Page 207 Bridges, Culverts and 109,270,620 75,605,620 33,665,000 0 7,855,000 0 15,035,000 0 10,775,000

19 Grade Separations

208 Refuse Disposal 77,664,264 63,848,264 13,816,000 0 8,816,000 0 2,500,000 0 2,500,000

209 Community College 255,038,551 144,999,551 110,039,000 9,153,000 34,461,000 0 32,925,000 0 33,500,000

210 General Government 547,836,924 404,293,153 143,543,771 17,901,640 54,310,616 7,331,515 28,000,000 8,000,000 28,000,000 Buildings

212 Parks, Preservation and 186,035,091 139,110,091 46,925,000 12,725,000 11,400,000 0 11,400,000 0 11,400,000 Greenways

213 Schools 1,968,128,497 1,132,611,497 835,517,000 0 425,517,000 0 205,000,000 0 205,000,000

217 Land Preservation 64,575,826 57,195,826 7,380,000 0 2,460,000 0 2,460,000 0 2,460,000

218 Community Improvements 245,704,542 180,223,582 65,480,960 21,836,192 9,836,192 8,836,192 10,836,192 8,836,192 5,300,000

220 Fire Department Buildings 25,085,229 19,085,229 6,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

221 Waterway Improvement 127,900,990 95,912,955 31,988,035 1,988,035 10,000,000 0 10,000,000 0 10,000,000 Fund

TOTAL: 8,352,955,801 5,500,905,035 2,852,050,766 96,231,867 1,077,009,808 45,167,707 810,206,192 48,836,192 774,599,000 SOURCE OF FUNDING SUMMARY CAPITAL BUDGET FY 2019 CAPITAL IMPROVEMENT PROGRAM FY 2020 - FY 2024 Stage 3

TOTAL FOR 6 BUDGET FIVE YEAR CAPITAL IMPROVEMENT PROGRAM YR PROGRAM YEAR 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 METROPOLITAN DISTRICT FUND

METRO - COUNTY FUNDS

9351R - METRO CONSTRUCTION FUND 140,015,000 25,000,000 28,005,000 28,000,000 28,005,000 31,000,000 5,000 9451R - METRO BONDS 1,186,154,000 0 402,120,000 0 391,620,000 0 392,414,000 TOTAL METRO - COUNTY FUNDS 1,326,169,000 25,000,000 430,125,000 28,000,000 419,625,000 31,000,000 392,419,000 METRO - NON COUNTY FUNDS

9674R - HOWARD COUNTY 12,000,000 0 4,000,000 0 4,000,000 0 4,000,000 9675R - ANNE ARUNDEL COUNTY 6,000,000 0 2,000,000 0 2,000,000 0 2,000,000 9680R - MD WATER QUALITY REV LOAN 27,000,000 0 9,000,000 0 9,000,000 0 9,000,000 Page 9683R - BWI AIRPORT 900,000 0 300,000 0 300,000 0 300,000 20 TOTAL METRO - NON COUNTY FUNDS 45,900,000 0 15,300,000 0 15,300,000 0 15,300,000 TOTAL METRO SYSTEMS 1,372,069,000 25,000,000 445,425,000 28,000,000 434,925,000 31,000,000 407,719,000 SOURCE OF FUNDING SUMMARY CAPITAL BUDGET FY 2019 CAPITAL IMPROVEMENT PROGRAM FY 2020 - FY 2024 Stage 3

TOTAL FOR 6 BUDGET FIVE YEAR CAPITAL IMPROVEMENT PROGRAM YR PROGRAM YEAR 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 CONSOLIDATED PUBLIC IMPROVEMENT (CPI) FUND

CPI - COUNTY FUNDS

9331R - GENERAL FUNDS 122,824,731 40,537,832 17,146,808 17,167,707 17,836,192 17,836,192 12,300,000 9339R - REALLOCATED GENERAL FUNDS 2,000,000 2,000,000 0 0 0 0 0 9441R - CURRENT/FUTURE G O BONDS 1,142,717,000 0 491,717,000 0 325,500,000 0 325,500,000 9449R - REALLOCATED G O BONDS 9,187,000 9,187,000 0 0 0 0 0 9660R - STORM WATER FEE 1,488,035 1,488,035 0 0 0 0 0 9670R - AGRICULTURAL PRES TAX 1,380,000 0 460,000 0 460,000 0 460,000 9671R - LOCAL OPEN SPACE WAIVER FEE 850,000 100,000 250,000 0 250,000 0 250,000 Page TOTAL CPI - COUNTY FUNDS 1,280,446,766 53,312,867 509,573,808 17,167,707 344,046,192 17,836,192 338,510,000

21 CPI - NON COUNTY FUNDS

9119R - FEDERAL/STATE AID 15,355,000 975,000 2,100,000 0 7,780,000 0 4,500,000 9224R - PROGRAM OPEN SPACE 29,250,000 8,250,000 7,000,000 0 7,000,000 0 7,000,000 9229R - STATE AID 148,855,000 7,869,000 111,161,000 0 14,705,000 0 15,120,000 9560R - DEVELOPERS RESPONSIBILITY 4,800,000 0 1,600,000 0 1,600,000 0 1,600,000 9677R - STUDENT FEES 325,000 325,000 0 0 0 0 0 9679R - OTHER 950,000 500,000 150,000 0 150,000 0 150,000 TOTAL CPI - NON COUNTY FUNDS 199,535,000 17,919,000 122,011,000 0 31,235,000 0 28,370,000 TOTAL CAPITAL IMPROVEMENT FUNDS 1,479,981,766 71,231,867 631,584,808 17,167,707 375,281,192 17,836,192 366,880,000

GRAND TOTAL 2,852,050,766 96,231,867 1,077,009,808 45,167,707 810,206,192 48,836,192 774,599,000 SCHOOLS FOR OUR FUTURE PROGRAM

New Schools

Seats Net New A/C County FY Estimated # CMD Area School Construct Seats Seats Funding Completion 1 1 SW Catonsville ES (Bloomsbury) 705 300 705 FY15/16 AUG 2016 21SW* Relay ES 715 285 285 FY15/16 AUG 2017 31SW* Westowne ES 650 170 650 FY15/16 AUG 2016 41SW* Lansdowne ES 735 422 700 FY16/17 AUG 2018 5 1 SW * Chadwick ES 700 292 292 FY18 AUG 2020 64NWLyons Mill ES 681 681 681 FY13/14 AUG 2015 72NW* Summit Park ES 700 364 364 FY18/20 AUG 2021 82NW* Bedford ES 700 391 700 FY18/20 AUG 2021 93CMays Chapel ES 702 702 702 FY12 AUG 2014 10 6 NE * Victory Villa ES 735 409 735 FY16/17 AUG 2018 11 5 NE Joppa Road Site ES 735 735 735 FY16/17 AUG 2018 12 6 NE Ridge Road Site ES 700 700 700 FY18/20 AUG 2020 13 5 NE Nottingham Site MS 1,500 1,500 1,500 FY18/20 AUG 2021 14 7 SE * Berkshire ES 600 172 600 FY18/20 AUG 2020 15 7 SE * Colgate ES 500 181 500 FY18/20 AUG 2020 16 7 SE * Dundalk ES 735 145 735 FY18 AUG 2019 Subtotal 11,793 7,449 10,584 * Schools to be demolished upon replacement for improved operating efficiency and energy savings.

Additions

Seats Net New A/C County FY Estimated # CMD Area School Construct Seats Seats Funding Completion 11SWWestchester ES 193 193 193 FY15/16 AUG 2016 2 4 NW Scotts Branch ES 189 189 189 FY20 AUG 2021 32NWFort Garrison ES 269 269 269 FY20 AUG 2021 44NWDeer Park ES 249 249 249 FY20 AUG 2021 5 2 NW Pikesville HS 13 13 1,019 FY14/15/16 AUG 2016 63CSparks ES 194 194 194 FY14 AUG 2015 7 5 C Stoneleigh ES 200 200 700 FY12/13 AUG 2013 83CHampton ES 200 200 648 FY12 AUG 2013 93CHereford HS 318 318 1,548 FY12/13 AUG 2015 10 3 C Padonia International ES 264 264 264 FY15 AUG 2018 11 6 NE Red House Run ES 214 214 214 FY20 AUG 2021 12 3 NE Pine Grove MS 300 300 300 FY18/20 AUG 2021 Subtotal 2,603 2,603 5,787

Air Conditioning Initiative Estimated Completion of Seats Net New A/C County FY A/C in # CMD Area School Construct Seats Seats Funding Classrooms 1 1 SW Baltimore Highlands ES 549 FY17 AUG 2017 2 1 SW Edmondson Heights ES 538 FY17 AUG 2017 3 1 SW Arbutus ES (Aging Schools) 405 N/A AUG 2014 4 1 SW Arbutus MS* (Energy Perf Cont) 1,011 N/A AUG 2017 5 1 SW Johnnycake ES 559 FY11 AUG 2012 61SWRiverview ES 572 FY11 AUG 2012 7 4 SW Hebbville ES 540 FY13/14 AUG 2014 8 4 SW Featherbed Lane ES 654 FY14 AUG 2015 9 4 SW Woodmoor ES 631 FY13/14 AUG 2014 10 1 SW Southwest Academy 1,101 FY17 Sup App AUG 2017 11 4 NW Church Lane ES 476 FY17 AUG 2017 12 2 NW Reisterstown ES 450 FY17 AUG 2017 13 2 NW Fort Garrison ES 431 FY13/14 AUG 2014 14 2 NW Sudbrook Magnet MS 1,060 FY13/14 OCT 2015 15 4 NW Scotts Branch ES 511 FY14 APR 2016

Page 22 Air Conditioning Initiative Continued Estimated Completion of Seats Net New A/C County FY A/C in # CMD Area School Construct Seats Seats Funding Classrooms 16 4 NW Randallstown ES 398 FY11 AUG 2012 17 2 NW Old Court MS 983 FY11 AUG 2012 18 2 NW Wellwood ES 455 FY14 AUG 2015 19 2 NW Franklin ES 473 FY13/14 MAY 2015 20 2 NW Franklin MS 1,389 FY17 AUG 2017 21 2 NW Franklin HS 1,647 FY17 Sup App AUG 2018 22 3 C Pot Spring ES 477 FY17 AUG 2017 23 5 C Oakleigh ES 496 FY17 AUG 2017 24 3 C Timonium ES 395 FY13/14 AUG 2015 25 5 C Loch Raven Academy 901 FY11 AUG 2012 26 3 C Ridgely MS 1,070 FY11 AUG 2012 27 6 C Halstead Academy 516 FY15 AUG 2016 28 3 C Lutherville Laboratory (Energy Perf Cont) 407 N/A AUG 2014 29 3 C Carroll Manor ES (Energy Perf Cont) 362 N/A AUG 2014 30 3 C Hereford MS (Aging Schools) 1,123 N/A AUG 2015 31 5 C Dumbarton MS 1,114 FY14 APR 2018 32 5 C Pleasant Plains ES 509 FY16 AUG 2017 33 5 C Villa Cresta ES 637 FY16 AUG 2016 34 5 NE Carney ES 551 FY16 AUG 2016 35 5 NE Joppa View ES 635 FY16 AUG 2016 36 5 NE Chapel Hill ES 636 FY17 AUG 2017 37 6 NE Golden Ring MS 849 FY17 Sup App AUG 2017 38 5 NE Harford Hills ES 323 FY11 AUG 2012 39 6 NE Glenmar ES 371 FY11 AUG 2012 40 6 NE Middle River MS 1,007 FY17 Sup App AUG 2017 41 6 NE Orems ES 313 FY17 AUG 2017 42 6 NE Elmwood ES (Energy Perf Cont) 474 N/A AUG 2014 43 5 NE Seven Oaks (Energy Perf Cont) 428 N/A AUG 2014 44 6 NE Overlea HS 1,230 FY14/15 APR 2017 45 7 NE Stemmers Run MS 1,154 FY17 Sup App AUG 2017 46 6 NE Parkville MS 1,089 FY14 AUG 2015 47 7 NE Middlesex ES 517 FY13/14 AUG 2014 48 5 NE Kingsville ES 349 FY17 AUG 2017 49 7 NE Kenwood HS 1,918 FY17 Sup App DEC 2018 50 6 SE Chase ES 393 FY16 AUG 2016 51 7 SE Middleborough ES 326 FY13/14 MAY 2015 52 7 SE Deep Creek ES 368 FY11 AUG 2012 53 7 SE Norwood ES 521 FY11 AUG 2012 54 7 SE Sussex ES 380 FY13/14 MAY 2015 55 6 SE Hawthorne ES 587 FY14 APR 2016 56 7 SE Grange ES 385 FY17 AUG 2017 57 7 SE Battle Grove ES 377 FY17 AUG 2017 58 7 SE Charlesmont ES 418 FY17 AUG 2017 59 7 SE Bear Creek ES 484 FY17 AUG 2017 Subtotal ‐ ‐ 38,923

High School Initiative Estimated Completion of Seats Net New A/C County FY A/C in # CMD Area School Construct Seats Seats Funding Classrooms 1 1 SW Lansdowne HS 1,420 FY16/17 AUG 2020 2 1 SW Woodlawn HS 2,129 FY16/17 AUG 2019 37SEPatapsco HS Ctr for Arts 1,302 FY16/17 AUG 2019 Subtotal ‐ ‐ 4,851

Schools For Our Future

Seats Net New A/C Construct Seats Seats TOTAL 14,396 10,052 60,145

Page 23 Modifications to the FY 2019 Capital Budget and Program Recommendations of the Baltimore County Planning Board (In Thousands) Under the Baltimore County Charter, Article VII, Section 706(c), the County Executive is required to identify changes to the Capital Budget recommendations of the Baltimore County Planning Board. Below is a list of these changes for the FY 2019 Capital Budget and Program.

Sewer System 201P072 - City/county Joint Use Facilities