KEVIN KAMENETZ April 13, 2017 County Executive Council

KEVIN KAMENETZ April 13, 2017 County Executive

Council Chairman Quirk, members of the County Council, and fellow residents of Baltimore County, good morning.

Visitors to our Baltimore County website will find plenty of photographs. We put them there because each picture tells part of a story. There are images of a company joining our thriving business community, bringing new jobs and new economic opportunities. Images of a new neighborhood school opening, providing world class education to serve our ever-growing population. A groundbreaking for another affordable senior housing community, helping ensure our older adults can age with dignity and respect. A new nature center and new turf fields for young people – and kids of all ages. Retraining workers to find jobs in this technology-driven age. Each image is part of our broader story, showing the progress we have made together. And each gives us reasons to pause, to celebrate and to reflect.

What often strikes me when I stand with a shovel at a groundbreaking or hold those big scissors at a ribbon cutting is Baltimore County’s size and scope.

As county executive of Maryland’s third largest jurisdiction, I have the privilege to serve more than 830,000 residents who are committed to this place that we proudly call home.

Our dedicated government workers truly get the job done. They’re teaching in our classrooms, they are patrolling our streets, they are issuing permits and, sometimes, they are literally in the trenches. To all our government employees, for all of the ways you contribute to our success, thank you for serving our County well. Here’s more tangible acknowledgement of your hard work: The budget we are submitting today includes a 2% cost of living increase for all County employees, effective July 1.

I also want to thank the members of the County Council, our State delegation and Maryland’s federal elected officials for your continuing support.

So why do people want to live and work in Baltimore County? I’ve heard it time and time again – it’s our safe welcoming neighborhoods, quality schools, and the understanding that County government is meeting the needs of its residents and employers.

Keeping communities healthy and safe In Baltimore County, leading by example means helping to keep people secure and healthy. Our police, firefighters and paramedics understand that keeping the public safe requires community cooperation and mutual respect.

This is an especially tough time for our officers. I am very proud of the brave men and women in our police department. Total crime in Baltimore County dropped by 8% from 2009 to 2016. Our case clearance rates consistently exceed state and national averages.

Each week we train more police officers on the proper use of body cameras, and we are on track to have the program fully implemented by the end of September. This budget includes $4.3 million to complete the body camera roll out, including funding for additional evidence technicians in the State’s Attorney’s office.

Technology continues to improve public safety. Rob Stradling and his talented team in our Office of Information Technology are spearheading the effort. We recently implemented a back- up 9-1-1 center that increases system reliability. In this budget, we are funding design for a new $27 million computer aided dispatch and emergency communications system.

We’ve also continued to witness the tragic surge in opioid overdoses. Like other jurisdictions in the state and throughout the country, we are providing additional resources to combat this alarming epidemic. We have trained and equipped all of our police and EMS responders with naloxone, a quick-response medication that reverses an opioid overdose, giving our first responders a vital tool to save more lives. Our Department of Health and Human Services offers free classes for anyone who wants to learn how to use this life-saving drug. Understanding that this is only the first part of a long-term solution to fighting substance abuse, we continue to study new strategies that expand access to evidence-based treatment, and to connect those who battle the disease of addiction with the resources they need.

We also are expanding services to people who experience homelessness. Two years ago we opened a comprehensive Westside Men’s Shelter, replacing trailers. A new Eastern Family Resource Center opens later this year 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 Center will double the number of these transitional housing beds. Our initiative to reduce homelessness includes outreach and workforce development services, rapid re-housing and permanent supportive housing programs.

Clean Green County Keeping us safe and healthy also means fighting for clean air and water, and serving as good stewards of our land. With 200 miles of waterfront and 2,000 miles of streams and tributaries in the County, we consider protection of the environment a sacred trust.

The Clean Green County initiative is restoring streambanks and shorelines, planting trees, even sweeping streets, all to protect the Bay. Baltimore County has over 64,000 acres of land in permanent conservation, open space that can never be developed.

Our single stream recycling facility has sold 174,000 tons of materials that otherwise would be in landfills, bringing in $23 million of sales revenue in its first three years of operation. ii

More than 200 County parks offer green spaces and recreation places. From scenic Lake Roland to new trails at Marshy Point, the County has funded a record $67.5 million in new parks, community centers and turf fields since 2010. This budget includes funding for a new regional turf playing field on the CCBC Catonsville campus, not only for college students, but so all the residents in Lansdowne, Arbutus and Catonsville can have home field advantage. We will also fund new turf fields for Randallstown and Perry Hall High Schools, and replace worn turf fields at Hereford, Lansdowne and Woodlawn High Schools. In all, we are funding $10.5 million for recreation, including $4.5 million for 90 maintenance and refurbishment projects throughout the County.

Last summer, we announced a County government solar project, a direct commitment to renewable energy. This solar initiative will return clean energy to the grid and save taxpayers $20 million over the next 25 years. Commercial building owners can also go green with our new PACE program, which provides long-term loans so high efficiency improvements can be made now, with zero upfront costs.

We are improving our aging infrastructure to reduce the number of water main breaks and waste overflows. Baltimore County’s proposed capital budget includes $470 million to replace and re- line water and sewer pipes in the County and upgrade regional reservoirs, treatment plants and pumping stations.

We know these significant investments are making a difference today and will help secure open space and cleaner air and water for future generations.

Educating our children We also know that it is vital to prepare every child for a world of rapid change and innovation. Think about it: the college class of 2017 was born in 1996. Dial-up internet access was starting to make personal computing quick, affordable and accessible. Google was a year old and the iPhone was still a decade away. What will be posted on job boards when today’s kindergarten classes start their job searches?

One thing we do know is that the jobs of the future will require a more highly skilled and educated workforce. The professionals in our Department of Economic and Workforce Development, under the leadership of Director Will Anderson, are focused on workforce development as the key to growing our economy, and they’re achieving great results.

A recent report prepared for the Department examines education from an economic perspective. The report studied the business sectors expected to generate the most County job growth over the next ten years, such as healthcare, information technology and financial services. Almost one-third of these new jobs will require a Bachelor’s degree or above.

Baltimore County Public Schools are committed to starting our kids off with a solid foundation. We have the 25th largest school system in the country, with more than 112,000 students, led by our energetic superintendent Dr. Dallas Dance.

Last year, the public school graduation rate rose to 89.2%, one of the highest rates in Maryland. That’s six straight years of increasing graduation rates as we keep our academic standards high. Equally impressive is that the achievement gap has closed. African American students in Baltimore County Public Schools are now graduating at the same rate as White students. iii

Our public schools are as diverse as our population. Six thousand County public school students do not speak English as their primary language. They proudly bring cultures from around the world and represent 130 languages – from Korean and Russian to Hindi and Farsi. Some students enter our classrooms speaking not a word of English. This budget adds 13 teachers in the English for Speakers of Other Languages, the ESOL program.

Today, knowing more than one language is essential to being competitive in our global society. The Passport initiative starts conversational Spanish in fourth grade, when language is learned most naturally. There currently are 40 Passport schools, with funding in next year’s budget to add five more elementary schools to the program.

To assure all students achieve their learning potential, this budget also includes funds to hire 15 more special education teachers.

Our county has undertaken the largest ten-year school construction program in Maryland’s history. The $1.3 billion Schools for Our Future program is upgrading facilities and providing modern learning environments for our children and teachers. We’re building 16 new schools, 12 additions and seven major renovations. We’re well on our way – we’ve already opened four new schools and renovated or expanded six schools. And in case you were wondering, they all have energy efficient and cost efficient central air conditioning. Since 2010, the number of schools without air conditioning dropped from 90 to just 13 by this fall.

We have reviewed the capacity issues in our middle schools and the proposed budget will add additional seats to alleviate projected overcrowding in the northeast part of the county. Our budget funds planning and design for a brand new middle school in Perry Hall plus an addition at Pine Grove Middle School in Carney.

The Schools for Our Future program is also creating 10,500 construction-related jobs. While job creation is not the reason we are building new schools, we can all appreciate the additional contribution to our economy.

The County’s 2018 budget continues our commitment to education and life-long learning. More than $1.9 billion is included for public schools, libraries and our community college. That’s 60.4% of the entire County operating budget.

Education and job creation The Community College of Baltimore County opened in 1957 with 53 students. Today, nearly 63,000 students enroll each year. As CCBC celebrates “60 years of brilliance,” their diamond anniversary, they play an even more valuable role in building a skilled workforce.

When we fund major renovations to the Health Careers and Technology Building at CCBC Essex, we are providing a twenty-first century learning center to train workers in high-demand fields.

Our County high school students also strengthen the pipeline of workforce talent. Graduates who enter the CCBC Fast Start program are guaranteed at least one scholarship a year when they enroll in the honors program. Honors graduates who maintain their grade point averages earn guaranteed admission to twelve Maryland colleges and universities to obtain their iv

bachelor’s degree. This allows students to launch into the next phase of their learning path with some breathing room, so they can concentrate on their studies, not tuition bills. We are also moving forward with our Early College High School at Woodlawn, where students can graduate with a high school diploma and a tuition-free Associate of Arts degree from CCBC, within the same four years.

I want to acknowledge our champions of education: Superintendent of Public Schools Dr. Dallas Dance and Community College of Baltimore County President Dr. Sandra Kurtinitis, along with County Library Director Paula Miller. Their leadership and the hard work of thousands of teachers and staff make our County a premiere place to learn.

Creating economic opportunities When I look back at the day I took office in December 2010, our County was battling fallout from the Great Recession. Property assessments had plummeted, reducing property tax revenue. Employment was fragile, reducing income tax revenue. We had to streamline county government, use technology to make it more efficient and effective, and be creative in order to achieve better outcomes and returns on investment.

At the same time, many businesses suffered losses, and some just didn’t survive. One of the largest blows was at the steel mill at Sparrows Point, where 2,200 people lost their jobs when the plant closed five years ago.

In 2012, I appointed the Sparrows Point Partnership to create a blueprint for bringing the next generation of jobs to eastern Baltimore County. That vision is rapidly becoming reality. The former Bethlehem Steel plant is being reborn as Tradepoint Atlantic, a global logistics, manufacturing and marine trade center. Host Terminals just announced an agreement to oversee the majority of Tradepoint Atlantic’s marine cargo operations. Go to the Point and you’ll see Pasha Automotive importing cars at the deep water terminal. FedEx Ground is opening this summer, bringing 300 new jobs. A massive Under Armour e-commerce facility opens next year, with one thousand more jobs. Activity is clearly moving toward our goal of 17,000 direct and indirect jobs within the next decade, adding more than $3 billion to the regional economy. That’s economic impact and economic opportunity on a transformational scale.

There’s more investment as we look around the beltway. Downtown Towson’s $1 billion of private development is reinvigorating the County seat, with more than 3,400 new apartments and townhomes adding to the urban vibe. Construction is underway for Greenleigh at Crossroads, a $750 million mixed-use neo-traditional community transforming the corridor along Maryland 43 in White Marsh-Middle River.

Metro Centre at Owings Mills, the region’s only transit-oriented development, is well underway. Stop by the Owings Mills Metro station and you’ll find the County’s largest public library, a community college campus, apartments, shops, cafes, offices, and even a Negro Leagues Baseball museum. Nearby, Foundry Row has opened with shopping, restaurants and Baltimore County’s second Wegmans. That’s a combined $1 billion of investment in the heart of Owings Mills.

We have a lot that is new, but the core of our economic development strategy is making sure we meet the needs of companies and workers who already are here. Recently, we faced competitive challenges when several major employers in the County were considering possible relocation. v

I can proudly say we made our case and met the challenge. Baltimore County will continue to be home to three important headquarters: McCormick & Company, CareFirst, and the Social Security Administration, plus their broad networks of contractors and suppliers.

It’s not all about large employers. The Baltimore County Boost Loan Fund has loaned more than $3.1 million to small businesses since the program launched three years ago, with a focus on firms owned by minorities, women, and veterans. County grants to the business incubators at Towson University and UMBC help support more than 140 early stage and emerging companies. Many of these innovators are in the cutting edge fields of cybersecurity and edtech, which develops technology solutions to improve education.

Economic strength, fiscal responsibility As you can see, our local economy remains strong and growing. Since I came into office, Baltimore County’s unemployment rate has been cut nearly in half. That means 26,000 more residents are working.

In that time, Baltimore County has seen over $5 billion in major private development projects that are up and running, under construction or in the pipeline. New homes, offices and business parks are attracting residents and employers and adding thousands of construction and permanent jobs.

Steady growth builds our tax base so we can preserve our quality of life while keeping tax rates stable. I am pleased to report that this budget maintains the current income and property tax rates. Baltimore County has not increased its property tax rate for 29 years. And the income tax rate has not gone up in 25 years.

We have achieved all this as we balanced every budget and maintained the highest bond ratings in the country. Our excellent “credit score” saves taxpayers millions of dollars in interest costs we might have paid if our finances were not as highly rated. Baltimore County is just one of 44 counties in the United States earning triple-A ratings from all three bond rating agencies – the coveted “triple Triple-A,” meaning the experts say we are fiscally well-managed.

I want to thank everyone in the County Office of Budget and Finance, especially Director Keith Dorsey and Deputy Director Ed Blades, for their tireless commitment to fiscal responsibility. And the glue that holds all of our fortunes together is County Administrative Officer Fred Homan, who has faithfully served this County for more than 38 years.

Today we present a budget that continues the progress of the past six years. We plan ahead and budget conservatively, so we can invest in what’s important to the people who live and do business here.

But Baltimore County does not operate in a vacuum. Policy and funding decisions at the State and federal levels have direct and often lasting impact. We will continue to fight for the resources that Baltimore County residents need and deserve.

Enriching our quality of life I’ve resided in Baltimore County all my life. I was born in Lochearn, am a proud graduate of Campfield Elementary, and now live in Owings Mills with my wife Jill and our two teenage sons. What I love about our County is that from almost any neighborhood, it’s less than thirty minutes to the Middle River waterfront, to scenic horse farms in north county, or chic restaurants in downtown Towson. I love that McCormick products, fine wines and craft beers are made here. I love that Baltimore County is home to the Ravens Under Armour Performance Center. I love that we enjoy all the arts, culture and professional sports right next door in our beloved Baltimore City.

I respect that Baltimore County residents embrace our diversity. I recently signed an Executive Order to protect the civil and religious rights of all County residents. The order states that no County employee, including the police, can discriminate against any individual by virtue of their immigration status. No one can be detained in our jail beyond their release date without a court order. As I signed the Executive Order, I was joined by members of the Latino, African- American, Muslim, Jewish, Catholic and LGBT communities. Together, they are what Baltimore County looks like today.

We speak up for our priorities and what we stand for. That’s why we protect lives, build schools, expand job training, and open new parks and animal service centers.

Serving as your county executive has been the greatest honor in my life. Working with our dedicated County employees and officials, we continue to operate a government that is innovative, responsible and efficient.

When I reflect back on our pictures, that is the story I see.

We are committed to keeping Baltimore County a welcoming place where people want to live, work and learn. And we always lead by example.

Respectfully submitted,

Kevin Kamenetz County Executive

vii

EXECUTIVE SUMMARY ‐ FUNDING HIGHLIGHTS

Description FTE FY18 Proposed EDUCATION SW Area ‐ Chadwick ES Replacement 18,000,000 NW Area ‐ Design of Summit Park ES & Bedford ES Replacements 6,000,000 NE Area ‐ Design of New NE Middle School, middle school addition, and new 10,000,000 elementary school SE Area ‐ Dundalk ES Replacement and design of Berkshire ES and Colgate ES 24,230,000 Replacement Roof Rehabilitation ‐ Deer Park MS, Fort Garrison ES, Johnnycake ES, Loch 12,337,831 Raven HS, Rosedale Center Redistibution of Dulaney HS Renovation funds to begin design of new schools (22,000,000) programmed in FY20 and new middle school and middle school addition in NE area Funding above Maintenance of Effort 19,443,988 Funding for increased enrollment 69.6 3,133,226 Northeast area elementary school start‐up 2.0 2,070,340 S.T.A.T. program ‐ expand to include all grades in every middle school and the 4,524,785 three Lighthouse high schools will be in year 2 of implementation Early College High School Program 116,282 Transportation support 267,403 Facility Upgrades 15.0 670,435 Instructional materials and resources 5,000,000 High School enrollment study 250,000 Special Education teachers 15.0 771,458 ESOL program 14.0 813,458 Instructional Tools and supplemental resources for reading 223,500 STEM funding increases 2.0 1,072,671 Passport expansion ‐ Introductory Spanish in 4th grade at 5 additional schools 6.0 298,482 BCPS Technology Upgrades 4,826,170

PUBLIC SAFETY Body Worn Cameras 18.9 4,392,993 Increased operational funding for Volunteer Fire 944,798 Volunteer Fire Company Grant Fund 1,000,000

COMMUNITY CONSERVATION AND PRESERVATION New Eastern Family Resource Center ‐ Increased capacity from 125 to 338 beds 771,123 Eastside Men's Shelter ‐50 bed men's shelter 240,507 Eastside Transitional Shelter ‐ 38 bed shelter 200,236 Rat Eradication Initiative 1,294,212

REINVESTMENT IN OUR COMMUNITY Resurfacing in County Roads in FY 18 Capital Budget (est. $194,000/mile) 37,900,000 Artificial Turf Replacement ‐ Hereford HS, Lansdowne HS, Woodlawn HS 1,500,000 CCBC ‐ Health Center and Technology Building ‐ Essex Campus (FY18 amount 15,246,673 includes $5M from State in FY18. Total project cost is $60M. Prior authorized funds total $8.6M) CCBC ‐ New Regional Artificial Turf Field ‐ Catonsville Campus 800,000 Replace Emergency Communications System (Design) 2,221,986 BCPL Restroom Renovations ($400k from BCPL Fund Balance) 800,000

viii EXECUTIVE SUMMARY ‐ FUNDING HIGHLIGHTS

Description FTE FY18 Proposed BCPL Meeting Space Renovations 200,000 Catonsville Library ‐ Renovation (project depends on FY19 State grant for a 732,000 total of $1.5M) Reisterstown Library ‐ Renovation (project depends on FY19 State grant for a 732,000 total of $1.5M) Randallstown HS ‐ New Artificial Turf Field and Lights 1,100,000 Milford Mill Academy ‐ Lights 400,000 Perry Hall HS ‐ New Artificial Turf Field 800,000 NE Regional Rec Center ‐ Replacement Indoor Turf 500,000 Ball Diamonds ‐ Refurbishment ‐ 43 sites 1,004,000 Natural Turf Fields ‐ Refurbishment ‐ 12 sites 979,500 Backstop & Safety Fence ‐ Repair and Replacement ‐ 20 sites 240,000 NW Regional Park ‐ Ball Diamond Renovation 250,000 Multi‐purpose / Tennis Court ‐ Resurfacing ‐ 31 sites 690,370 Double Rock Park Improvements 500,000 Kingsville Park ‐ Erosion ‐ Phase II 500,000 Bird River Dredging 4,500,000

GOVERNMENT MANAGEMENT Cost of Living Adjustment (COLA) ‐ 2% Increase 28,087,406 Board of Elections ‐ Increase in Election Judge salaries 129,233 Operational Savings from In‐sourcing of Central and Western waste (856,615) acceptance facilities

Total General Fund Operating Budget 1,993,257,862 Amount below Spending Affordability Guidelines 3,501,515 Fund Balance ‐ 10.3% of Revenues ‐ consistent with maintaining the AAA bond 205,322,579 rating Total Operating Budget (excluding Enterprise Funds) 3,150,020,808

Total Capital Budget (Metropolitan District and Consolidated Public 777,917,542 Improvement) Total Metropolitan District Capital Budget 470,835,000 Total Consolidated Public Improvement (CPI) Capital Budget 307,082,542

ix Eliminate Overcrowding SCHOOLS Modernize FOR OUR Install Central Air Conditioning FUTURE PINE GROVE middle school EXPANSION Hereford HS

Sparks ES New Middle

Franklin ES school IN Perry Hall

Franklin MS Mays Chapel ES Padonia International ES

Reisterstown ES

Pot Spring Kingsville ES ES Timonium Franklin HS ES Fort Garrison ES

Hampton ES

Pine Grove MS Joppa Rd. Site Lyons Mill ES Chapel Hill ES Dumbarton Joppa MS Pleasant Oakleigh ES Carney ES View ES Pikesville HS Summit Plains ES Park ES Deer Park ES Stoneleigh ES Nottingham Church Lane ES Villa Parkville Site Wellwood Halstead Cresta MS ES Academy ES Ridge Rd. Site Bedford ES Victory Villa ES Middle Scotts Branch ES Sudbrook River MS Magnet MS Overlea HS Orems ES Hebbville ES Woodmoor ES Kenwood Chase ES GoldenRing HS Red House Middlesex ES Run ES MS Featherbed Hawthorne ES Lane ES Woodlawn HS Stemmers Run MS Chadwick ES Edmonson Sussex ES New School Southwest Heights ES Academy Colgate ES Berkshire ES Addition Westowne ES Charlesmont Westchester ES Bear Creek ES ES Middleborough ES

Battle Grove ES Central Air Lansdowne ES Grange ES Patapsco Catonsville HS Conditioning ES Dundalk ES Arbutus MS Arbutus ES Landowne HS School Renovation Relay ES Baltimore Highlandsx ES xi

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xii TABLE OF CONTENTS

PAGE SECTION I‐ OPERATING BUDGET 3 FY 2018 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 2018 15 SECTION II ‐ CAPITAL BUDGET 17 FY 2018 ‐ 2023 CAPITAL IMPROVEMENT PROGRAM 19 FY 2018 ‐ 2023 SOURCE OF FUNDING SUMMARY 20 SCHOOLS FOR OUR FUTURE PROGRAM DETAIL 22 CHANGES TO PLANNING BOARD RECOMMENDATIONS 24 PAYGO CONTRIBUTION TO THE CAPITAL BUDGET 33 GENERAL FUND CONTRIBUTION TO THE CAPITAL BUDGET 34 DISTRIBUTION OF GENERAL OBLIGATION BOND FUNDS 35 SECTION III ‐ EXHIBITS 37 Exhibit A ASSESSABLE BASIS 39 Exhibit B OPERATING REVENUES AND OTHER FINANCING SOURCES 40 Exhibit C SUMMARY OF OPERATING BUDGETS 52 Exhibit D GENERAL OBLIGATION DEBT OUTSTANDING 80 Exhibit E METROPOLITAN DISTRICT DEBT OUTSTANDING 81 Exhibit F GOVERNMENT‐WIDE SUMMARY OF FUNDS 82 Exhibit G UNAPPROPRIATED FUND BALANCE: SPECIAL FUNDS 84 Exhibit H UNAPPROPRIATED FUND BALANCE: GENERAL FUNDS 85 Exhibit I OPERATING BUDGET OBJECTS OF EXPENDITURE 86 GLOSSARY 87

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Page 2

SECTION I

OPERATING BUDGET

Page 3

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Page 4 BALTIMORE COUNTY TOTAL FY 2018 OPERATING BUDGET AT A GLANCE $ 3.150 BILLION

WHERE THE MONEY COMES FROM Fees & Other Revenue 9.8% Fund Balance 0.8%

Property Tax 30.0%

State Aid 24.8%

Federal Aid 6.6% Income Tax 23.2% Service Taxes 4.8%

WHERE THE MONEY GOES State Mandated General Gov't 1.0% 3.3%

Non Departmental 12.6%

Health, Recreation & Community Services 7.3%

Schools, College, & Public Works Libraries 3.7% 60.4%

Public Safety 11.9%

Total Operating Budget (Excludes Enterprise Funds) General Fund $1,993,257,862 Special Fund 1,156,762,946 $3,150,020,808 Page 5 OPERATING BUDGET OVERVIEW

The Fiscal Year 2018 General Fund Operating Budget of $1,993,257,862 is a decrease of 1.58%, or $32 million, from the adjusted FY 2017 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 3.78%. 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. Our income tax rate of 2.83% is unchanged and the real 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 2018 operating budget funds all eligible salary increments and longevities. The budget also includes a 2% Cost of Living Adjustment (COLA) for County employees effective July 1, 2017. COLA recipients include general government, Board of Education, Library, and Community College employees.

The FY 2018 budget includes a Pay‐As‐You‐Go (PAYGO) contribution of $32 million. The FY 2018 operating budget includes General Fund contributions to the capital budget of $31.5 million, with the remaining PAYGO funds consisting of the Agricultural Transfer Tax and Local Open Space Waiver Fees.

The FY18 capital budget and capital improvement expands the Schools for Our Future program with a new 1,500 seat middle school to be built in the Perry Hall area. Funds are also included for a 200 to 300 seat addition to Pine Grove Middle School. The new school and addition are intended to ease overcrowding in the north east area of the county. The program was initiated to eliminate elementary school overcrowding, modernize schools and install air conditioning in all County schools. The $1.3 billion initiative (65% County/35% State funds) will add nearly 10,000 new elementary and middle school seats and air condition over 50,500 seats.

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 2018, 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 $3,150,020,808. It reflects a 0.57% decrease below the adjusted FY 2017 appropriation of $3,168,119,913. The Government‐wide Total (Total Operating Budget plus Enterprise Funds) is $3,479,689,072, a 0.56% decrease below the adjusted FY 2017 level.

Page 6 FY 2018 GENERAL FUND BUDGET BREAKDOWN

FY17 General Fund FY18 General Fund $ Increase / Appropriation Appropriation (Decrease) % Change GENERAL GOVERNMENT County Executive 1,108,063 1,184,856 Office of Budget and Finance 8,591,273 8,748,375 Administrative Office 1,649,453 1,621,966 Vehicle Operations/Maintenance 385,540 764,940 Office of Law 2,665,918 2,757,862 Department of Planning 3,303,213 7,285,898 Office of Human Resources 3,778,357 3,949,013 Permits, Approvals and Inspections 9,168,946 9,570,386 Property Management 33,828,073 32,637,528 County Council 2,362,895 2,569,366 County Auditor 1,643,458 1,686,345 Board of Appeals 234,254 237,944 Office of Information Technology 27,549,256 29,528,359 DEPARTMENT OF PUBLIC WORKS 113,369,285 115,578,933 HEALTH AND HUMAN SERVICES Department of Health 23,526,062 24,560,219 Department of Social Services 8,118,767 8,536,963 Department of Aging 4,357,440 4,408,423 Environmental Protection and Sustainability 4,838,760 5,620,217 CULTURE AND LEISURE SERVICES Department of Libraries 32,849,950 33,370,743 Department of Recreation and Parks 11,007,106 11,217,038 Organization Contributions 8,943,150 6,028,183 ECONOMIC AND COMMUNITY DEVELOPMENT Economic and Workforce Development 1,284,508 1,300,724 Subtotal 304,563,727 313,164,281 8,600,554 2.86% STATE MANDATED AGENCIES Circuit Court 4,786,267 4,859,507 Orphans Court 232,934 238,475 Board of Elections 5,183,170 5,537,391 State's Attorney 8,907,356 9,515,433 County Sheriff 5,037,327 5,393,469 Cooperative Extension 259,294 269,827 Subtotal 24,406,348 25,814,102 1,407,754 5.82% PUBLIC SAFETY Department of Corrections 36,572,408 37,689,216 Emergency Communications Center 13,080,958 13,798,605 Police Department 203,766,033 207,284,036 Fire Department 95,718,817 98,821,551 Subtotal 349,138,216 357,593,408 8,455,192 2.48% EDUCATION Community College 53,061,951 57,104,795 Department of Education ‐ Operating 805,691,200 843,101,384 Department of Education ‐ Capital 86,148,853 ‐ Subtotal 944,902,004 900,206,179 (44,695,825) ‐5.12% NON DEPARTMENTAL Debt Service 117,675,697 123,289,686 Retirement and Social Security 123,177,099 134,192,378 Insurance 104,079,882 99,086,347 Reserve for Contingencies 541,890 1,000,000 Contribution to Capital Budget 50,169,170 31,457,751 Local Share 6,606,335 7,453,730 Subtotal 402,250,073 396,479,892 (5,770,181) ‐1.36% TOTAL 2,025,260,368 1,993,257,862 (32,002,506) -1.58%

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 8 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 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 AUTHORIZED POSITIONS ‐ ALL FUNDS

MID FY FY 2017 2017 BUDGET FY AGENCY BUDGET ADJUST TRANS ADD DELETE 2018 OFFICE OF COUNTY EXECUTIVE 14 0 0 0 0 14 CIRCUIT COURT 93 0 0 0 (1) 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 13 0 (2) 0 0 11 DEPARTMENT OF CORRECTIONS 472 0 (2) 0 0 470 STATE'S ATTORNEY 123 3 0 7 0 133 OFFICE OF LAW 29 0 0 0 0 29 DEPARTMENT OF PLANNING 44 0 0 0 0 44 OFFICE OF HUMAN RESOURCES 49 0 0 0 (1) 48 EMERGENCY COMMUNICATIONS CENTER 193 0 0 0 0 193 POLICE DEPARTMENT 2,529 0 0 16 (2) 2,543 FIRE DEPARTMENT 1,076 0 0 0 0 1,076 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 270 0 (16) 0 (9) 245 DEPARTMENT OF HEALTH 581 13 0 6 (1) 599 DEPARTMENT OF SOCIAL SERVICES 197 3 0 6 0 206 DEPARTMENT OF AGING 282 0 0 1 (45) 238 COOPERATIVE EXTENSION 2 0 0 0 0 2 DEPARTMENT OF RECREATION & PARKS 176 0 0 0 0 176 DEPT OF ENVIRONMENTAL PROTECTION AND SUSTAINABILITY 83 0 0 0 (4) 79 COUNTY COUNCIL 36 0 0 0 0 36 COUNTY AUDITOR 18 0 0 0 0 18 BOARD OF APPEALS 9 0 0 0 0 9 DEPARTMENT OF ECONOMIC AND WORKFORCE DEVELOPMENT 11 0 3 0 0 14 LOCAL MANAGEMENT BOARD 3 0 0 0 0 3 HOUSING OFFICE 60 0 0 0 0 60 COMMUNITY DEVELOPMENT 27 0 0 0 0 27 OFFICE OF INFORMATION TECHNOLOGY 216 5 2 0 0 223 DEPARTMENT OF PUBLIC WORKS 871 3 16 66 0 956 WORKFORCE DEVELOPMENT 47 0 (1) 0 0 46 SUBTOTAL 7,964 27 0 102 (63) 8,030

OTHER AUTHORIZED POSITIONS SOCIAL SERVICES ‐ STATE 10 10 ELECTIONS ‐ STATE 26 26 UNIVERSITY OF MD EXTENSION ‐ STATE 8 8 INTERNAL SERVICE FUND 50 (1) 49 SUBTOTAL 94 0 0 0 (1) 93

OTHER AUTHORIZED POSITIONS (SHOWN AS FULL TIME EQUIVALENTS) COMMUNITY COLLEGES 1,779.0 (27.2) 1,751.8 DEPARTMENT OF EDUCATION 15,014.9 (1.5) 215.0 15,228.4 DEPARTMENT OF LIBRARIES 488.9 488.9 SUBTOTAL 17,282.8 (1.5) 0.0 215.0 (27.2) 17,469.1

TOTAL ALL POSITIONS 25,340.8 25.5 0.0 317.0 (91.2) 25,592.1

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

% % CHANGE CHANGE AGENCY FY 1987 FY 1991 FY 1995 FY 2011 FY 2017 FY 2018 FY 17‐18 FY 87‐ 18

GENERAL GOVERNMENT COUNTY EXECUTIVE 17 19 16 14 14 14 ADMINISTRATIVE OFFICER 21 34 18 23 13 11 OFFICE OF BUDGET & FINANCE 202 225 174 173 121 121 CENTRAL SERVICES 12 15 9 OFFICE OF LAW 37 55 39 30 29 29 DEPARTMENT OF PLANNING 53 66 55 49 44 44 OFFICE OF HUMAN RESOURCES 53 67 59 40 49 48 PERMITS, APPROVALS & INSPECTIONS 194 213 181 188 188 188 PROPERTY MANAGEMENT 332 410 346 381 270 245 COUNTY COUNCIL 30 39 38 37 36 36 COUNTY AUDITOR 9 13 16 19 18 18 BOARD OF APPEALS 10 10 10 10 9 9 OFFICE OF INFORMATION TECHNOLOGY 113 142 120 213 216 223 INTERNAL SERVICE FUNDS 112 88 67 59 50 49 HEALTH AND HUMAN SERVICES DEPARTMENT OF HEALTH 620 658 525 531 581 599 DEPARTMENT OF SOCIAL SERVICES 53 69 92 214 197 206 DEPARTMENT OF SOCIAL SERVICES ‐ STATE 20 20 18 12 10 10 DEPARTMENT OF AGING 298 372 328 303 282 238 ENVIRON. PROTECTION & SUSTAINABILITY 116 115 114 119 83 79 LOCAL MANAGEMENT BOARD 000733 CULTURE AND LEISURE SERVICES DEPARTMENT OF RECREATION AND PARKS 187 196 147 196 176 176 DEPT. OF REC. AND PARKS ‐ ENT FUNDS 135 153 168 ORGANIZATIONAL CONTRIBUTIONS 2 4 0 ECONOMIC AND COMMUNITY DEVELOPMENT ECONOMIC AND WORKFORCE DEVELOPMENT 13 27 17 21 11 14 HOUSING OFFICE 33 41 46 59 60 60 COMMUNITY DEVELOPMENT GRANTS 32 23 17 30 27 27 COMMUNITY CONSERVATION 12 40 12 WORKFORCE DEVELOPMENT 48 54 64 45 47 46 PUBLIC WORKS 1,295 1,389 998 968 871 956 GENERAL GOVERNMENT SUBTOTAL 4,059 4,557 3,694 3,741 3,405 3,449 1.3% ‐15.0% PUBLIC SAFETY DEPARTMENT OF CORRECTIONS 201 258 326 473 472 470 EMERGENCY COMMUNICATIONS CENTER 160 185 182 187 193 193 POLICE DEPARTMENT 1,961 2,081 2,060 2,567 2,529 2,543 FIRE DEPARTMENT 1,059 1,206 1,136 1,090 1,076 1,076 PUBLIC SAFETY SUBTOTAL 3,381 3,730 3,704 4,317 4,270 4,282 0.3% 26.6% STATE MANDATED AGENCIES CIRCUIT COURT 127 137 138 100 93 92 ORPHANS COURT 444555 BOARD OF ELECTIONS 6 6 6 14 12 12 BOARD OF ELECTIONS ‐ STATE 16 15 15 26 26 26 STATE'S ATTORNEY 64 76 84 124 123 133 COUNTY SHERIFF 66 77 83 104 90 90 LIQUOR BOARD 25 26 25 25 24 24 UNIVERSITY OF MD EXTENSION 332222 UNIVERSITY OF MD EXTENSION ‐ STATE 12 12 12 8 8 8 JUVENILE PROBATIONARY 7 7 0 STATE MANDATED SUBTOTAL 330 363 369 408 383 392 2.3% 18.8% OTHER AUTHORIZED POSITIONS COMMUNITY COLLEGE 1,642.0 1,835.0 1,697.0 1,974.0 1,779.0 1,751.8 DEPARTMENT OF EDUCATION 10,018.0 10,314.0 10,997.0 14,606.0 15,014.9 15,228.4 DEPARTMENT OF LIBRARIES 487.0 537.0 446.0 458.0 488.9 488.9 EDUCATION SUBTOTAL (FTE) 12,147.0 12,686.0 13,140.0 17,038.0 17,282.8 17,469.1 1.1% 43.8%

GRAND TOTAL 19,917.0 21,336.0 20,907.0 25,504.0 25,340.8 25,592.1 1.0% 28.5%

Page 10 FINANCIAL POLICIES AND GUIDELINES

Baltimore County's financial guidelines, outlined below, set forth the basic framework for the development of the FY 2018 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 2018 is 3.78%. 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 to pay 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 40% of net tax‐supported debt, excluding pension funding bonds, in 5 years and 72% 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 2005 45.3 1993 1.1 2006 112.3

1994 9.4 2007 129.9

1995 4.4 2008 146.9 1996 1.2 2009 138.5

1997 20.3 2010 33.1 1998 40.4 2011 2.6

1999 93.9 2012 .6

2000 121.6 2013 13.9 2001 110.3 2014* 67.1

2002 65.7 2015 91.3 2003 1.0 2016 123.3

2004 3.0 2017 127.4 2018 31.5

*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 try to produce unreserved General Fund balances near 10% of General Fund revenues each year. Half of the 10%, an amount equal to 5% of the revenue budget will be placed in the Revenue Stabilization Reserve Account (RSRA) with limited access for withdrawals. 2. The County will ensure that the ratio of fund balance to revenues does not fall to the floor level of 5% 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 2018 GUIDELINE

FY2017 Base Spending FY 2017 FY 2018

General Fund Operating Budget Appropriations$ 1,986,320,368 $ 1,993,257,862 Supplemental Appropriation$ 43,145,000 $ ‐ Adjusted General Fund Operating Budget Appropriation (A)$ 2,029,465,368 $ 1,993,257,862 Adjustments

Selected Non‐County Funds Local Matching Funds (6,606,335) (7,453,730)

Capital Related Items PAYGO (Excluding Operating Costs) (136,318,023) (31,457,751)

Reserve Funds Contingency Reserve (541,890) (1,000,000)

Adjustments Subtotal (143,466,248) (39,911,481)

Other Adjustments 3% COLA (Phase‐In) (18,067,140) (12,677,737) BCPS State‐Approved One‐Time Costs (6,465,107) (12,339,838)

Other Adjustments Subtotal (24,532,247) (25,017,575)

Total Adjustments (B) (167,998,495) (64,929,056)

FY 2017 Adjusted Spending ‐ Base Year (A‐B) .(C) 1,861,466,873

Personal Income Growth 4‐Year Average X (D) 1.0378

FY 2017 Spending Guideline (CxD) (E)$ 1,931,830,321 $ 1,928,328,806

Maximum Spending Growth Under / (Over) Guideline $ 70,363,448 $ 3,501,515

Supplemental Appropriation: Amount includes $38,940,000 in Council Bill 47‐16 that was approved by the County Council and $4,205,000 in Council Bills 16‐17, 17‐17, 18‐17 and 19‐17 that were introduced at the April 3, 2017 County Council meeting.

Calculation of FY18 COLA Phase‐In Amount: FY18 is the third year of a 4‐year phase‐in for recognizing FY16 COLA growth under SAC guidelines. At least 75% of the FY16 amount budgeted for employee COLAs shall be considered spending subject to the FY18 guideline. Thus, the FY16 COLA totaling $50,710,949 results in $12,677,737 excluded from the Guideline.

Page 14 AVERAGE RESIDENTIAL TAX BILL FY 1975 ‐ FY 2018 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0

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

Tax Rate Per Average Residential Tax Bill Adjusted Fiscal Year $100 of Assessment Tax Bill * for Inflation 1975 $1.605 $413 $451 1977 1.555 511 451 1979 1.346 534 404 1981 1.333 631 377 1983 1.346 726 383 1985 1.359 859 420 1987 1.241 878 409 1989 1.251 1,002 428 1991 1.183 1,119 433 1993 1.146 1,215 442 1995 1.142 1,296 446 1997 1.142 1,355 442 1999 1.142 1,411 444 2001 1.142 1,458 431 2003 1.115 1,465 417 2005 1.115 1,608 435 2006 1.115 1,706 444 2007 1.100 1,772 449 2008 1.100 1,909 467 2009 1.100 2,055 496 2010 1.100 2,234 539 2011 1.100 2,279 544 2012 1.100 2,315 537 2013 1.100 2,237 511 2014 1.100 2,342 527 2015 1.100 2,417 539 2016 1.100 2,425 537 Proj. 2017 1.100 2,472 545 Proj. 2018 1.100 2,538 548 * 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.

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Page 16

SECTION II

CAPITAL BUDGET

Page 17

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Page 18 APPROPRIATION SUMMARY CAPITAL BUDGET FY 2018 CAPITAL IMPROVEMENT PROGRAM FY 2019 - FY 2023 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 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 201 Sewer System 2,201,558,163 1,420,158,163 781,400,000 251,400,000 0 265,000,000 0 265,000,000 0

203 Water System 1,581,869,802 931,884,802 649,985,000 219,435,000 0 219,025,000 0 211,525,000 0

204 Storm Drains 56,912,594 36,562,594 20,350,000 8,050,000 0 6,150,000 0 6,150,000 0

205 Streets and Highways 603,934,763 429,631,763 174,303,000 55,149,000 10,000,000 57,759,000 0 51,395,000 0 Page 19 207 Bridges, Culverts and 107,900,166 65,200,166 42,700,000 17,050,000 0 17,875,000 0 7,775,000 0 Grade Separations

208 Refuse Disposal 70,336,800 57,094,800 13,242,000 8,126,000 0 2,616,000 0 2,500,000 0

209 Community College 207,908,551 123,878,964 84,029,587 22,704,587 10,500,000 26,450,000 0 24,375,000 0

210 General Government 507,471,383 364,842,032 142,629,351 39,557,791 7,201,640 52,538,405 7,331,515 28,000,000 8,000,000 Buildings

212 Parks, Preservation and 168,593,157 135,325,446 33,267,711 10,467,711 0 11,400,000 0 11,400,000 0 Greenways

213 Schools 1,339,716,540 906,731,566 432,984,974 115,984,974 0 167,000,000 0 150,000,000 0

217 Land Preservation 63,138,587 55,758,587 7,380,000 2,460,000 0 2,460,000 0 2,460,000 0

218 Community Improvements 202,942,788 179,122,218 23,820,570 4,320,570 3,300,000 4,300,000 3,300,000 5,300,000 3,300,000

220 Fire Department Buildings 24,085,229 18,085,229 6,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

221 Waterway Improvement 130,480,901 88,268,992 42,211,909 22,211,909 0 10,000,000 0 10,000,000 0 Fund

TOTAL: 7,266,849,424 4,812,545,322 2,454,304,102 777,917,542 32,001,640 843,573,405 11,631,515 776,880,000 12,300,000 SOURCE OF FUNDING SUMMARY CAPITAL BUDGET FY 2018 CAPITAL IMPROVEMENT PROGRAM FY 2019 - FY 2023 Stage 3

TOTAL FOR 6 BUDGET FIVE YEAR CAPITAL IMPROVEMENT PROGRAM YR PROGRAM YEAR 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 METROPOLITAN DISTRICT FUND

METRO - COUNTY FUNDS

9351R - METRO CONSTRUCTION FUND 15,000 5,000 0 5,000 0 5,000 0 9451R - METRO BONDS 1,331,470,000 401,530,000 0 468,720,000 0 461,220,000 0 9459R - REALLOCATED METRO BONDS 50,000,000 50,000,000 0 0 0 0 0 TOTAL METRO - COUNTY FUNDS 1,381,485,000 451,535,000 0 468,725,000 0 461,225,000 0 METRO - NON COUNTY FUNDS

9672R - BALTIMORE CITY 4,000,000 4,000,000 0 0 0 0 0 9674R - HOWARD COUNTY 12,000,000 4,000,000 0 4,000,000 0 4,000,000 0 Page 20 9675R - ANNE ARUNDEL COUNTY 6,000,000 2,000,000 0 2,000,000 0 2,000,000 0 9680R - MD WATER QUALITY REV LOAN 27,000,000 9,000,000 0 9,000,000 0 9,000,000 0 9683R - BWI AIRPORT 900,000 300,000 0 300,000 0 300,000 0 TOTAL METRO - NON COUNTY FUNDS 49,900,000 19,300,000 0 15,300,000 0 15,300,000 0 TOTAL METRO SYSTEMS 1,431,385,000 470,835,000 0 484,025,000 0 476,525,000 0 SOURCE OF FUNDING SUMMARY CAPITAL BUDGET FY 2018 CAPITAL IMPROVEMENT PROGRAM FY 2019 - FY 2023 Stage 3

TOTAL FOR 6 BUDGET FIVE YEAR CAPITAL IMPROVEMENT PROGRAM YR PROGRAM YEAR 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 CONSOLIDATED PUBLIC IMPROVEMENT (CPI) FUND

CPI - COUNTY FUNDS

9331R - GENERAL FUNDS 100,801,522 31,457,751 21,501,640 11,610,616 11,631,515 12,300,000 12,300,000 9339R - REALLOCATED GENERAL FUNDS 22,015,796 22,015,796 0 0 0 0 0 9441R - CURRENT/FUTURE G O BONDS 783,580,525 202,852,736 0 315,227,789 0 265,500,000 0 9444R - RERELEASEDG O BONDS 800,000 800,000 0 0 0 0 0 9449R - REALLOCATED G O BONDS 16,964,724 16,964,724 0 0 0 0 0 9660R - STORM WATER FEE 2,985,535 2,985,535 0 0 0 0 0 9670R - AGRICULTURAL PRES TAX 1,380,000 460,000 0 460,000 0 460,000 0 Page 21 9671R - LOCAL OPEN SPACE WAIVER FEE 575,000 75,000 0 250,000 0 250,000 0 TOTAL CPI - COUNTY FUNDS 929,103,102 277,611,542 21,501,640 327,548,405 11,631,515 278,510,000 12,300,000 CPI - NON COUNTY FUNDS

9119R - FEDERAL/STATE AID 21,715,000 9,435,000 0 10,180,000 0 2,100,000 0 9224R - PROGRAM OPEN SPACE 18,000,000 4,000,000 0 7,000,000 0 7,000,000 0 9226R - ST WATERWAY IMPROVE FUND 2,500,000 2,500,000 0 0 0 0 0 9229R - STATE AID 43,901,000 9,336,000 10,500,000 13,070,000 0 10,995,000 0 9560R - DEVELOPERS RESPONSIBILITY 4,800,000 1,600,000 0 1,600,000 0 1,600,000 0 9564R - PETITIONERS RESPONSIBILITY 1,500,000 1,500,000 0 0 0 0 0 9677R - STUDENT FEES 400,000 400,000 0 0 0 0 0 9679R - OTHER 1,000,000 700,000 0 150,000 0 150,000 0 TOTAL CPI - NON COUNTY FUNDS 93,816,000 29,471,000 10,500,000 32,000,000 0 21,845,000 0 TOTAL CAPITAL IMPROVEMENT FUNDS 1,022,919,102 307,082,542 32,001,640 359,548,405 11,631,515 300,355,000 12,300,000

GRAND TOTAL 2,454,304,102 777,917,542 32,001,640 843,573,405 11,631,515 776,880,000 12,300,000 SCHOOLS FOR OUR FUTURE PROGRAM

New Schools Seats Net New County FY Estimated # CMD Area School Construct Seats A/C Seats Funding Completion 1 1 SW Catonsville ES (Bloomsbury) 705 300 705 FY15/16 AUG 2016 21SW* Relay ES 700 285 285 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 700 700 700 FY16/17 AUG 2018 12 6 NE Ridge Road Site 700 700 700 FY18/20 AUG 2020 13 5 NE Nottingham Site 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 700 110 700 FY18 AUG 2019 Subtotal 11,708 7,379 10,514 * Schools to be demolished upon replacement for improved operating efficiency and energy savings.

Additions

Seats Net New County FY Estimated # CMD Area School Construct Seats A/C Seats Funding Completion 1 1 SW Westchester 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 4 4 NW Deer 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 9 3 C Hereford 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 County FY A/C in # CMD Area School Construct Seats A/C 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 MS 1,036 FY17 AUG 2017 4 4 SW Hebbville ES 540 FY13/14 AUG 2014 5 4 SW Featherbed Lane ES 654 FY14 AUG 2015 6 4 SW Woodmoor ES 631 FY13/14 AUG 2014 7 1 SW Southwest Academy 1,101 FY17 Sup App AUG 2017

Page 22 Air Conditioning Initiative Continued Estimated Completion of Seats Net New County FY A/C in # CMD Area School Construct Seats A/C Seats Funding Classrooms 8 4 NW Church Lane ES 476 FY17 AUG 2017 9 2 NW Reisterstown ES 450 FY17 AUG 2017 10 2 NW Fort Garrison ES 431 FY13/14 AUG 2014 11 2 NW Sudbrook Magnet MS 1,060 FY13/14 OCT 2015 12 4 NW Scotts Branch ES 511 FY14 APR 2016 13 2 NW Wellwood ES 455 FY14 AUG 2015 14 2 NW Franklin ES 473 FY13/14 MAY 2015 15 2 NW Franklin MS 1,389 FY17 AUG 2017 16 2 NW Franklin HS 1,647 FY17 Sup App AUG 2018 17 3 C Pot Spring ES 477 FY17 AUG 2017 18 5 C Oakleigh ES 496 FY17 AUG 2017 19 3 C Timonium ES 395 FY13/14 AUG 2015 20 6 C Halstead Academy 516 FY15 AUG 2016 21 5 C Dumbarton MS 1,114 FY14 AUG 2018 22 5 C Pleasant Plains ES 509 FY16 AUG 2017 23 5 C Villa Cresta ES 637 FY16 AUG 2016 24 5 NE Carney ES 551 FY16 AUG 2016 25 5 NE Joppa View ES 635 FY16 AUG 2016 26 5 NE Chapel Hill ES 636 FY17 AUG 2017 27 6 NE Golden Ring MS 849 FY17 Sup App AUG 2017 28 6 NE Middle River MS 1,007 FY17 Sup App AUG 2017 29 6 NE Orems ES 313 FY17 AUG 2017 30 6 NE Overlea HS 1,230 FY14/15 APR 2017 31 7 NE Stemmers Run MS 1,154 FY17 Sup App AUG 2017 32 6 NE Parkville MS 1,089 FY14 AUG 2015 33 7 NE Middlesex ES 517 FY13/14 AUG 2014 34 5 NE Kingsville ES 349 FY17 AUG 2017 35 7 NE Kenwood HS 1,918 FY17 Sup App DEC 2018 36 6 SE Chase ES 393 FY16 AUG 2016 37 7 SE Middleborough ES 326 FY13/14 MAY 2015 38 7 SE Sussex ES 380 FY13/14 MAY 2015 39 6 SE Hawthorne ES 587 FY14 APR 2016 40 7 SE Grange ES 385 FY17 AUG 2017 41 7 SE Battle Grove ES 377 FY17 AUG 2017 42 7 SE Charlesmont ES 418 FY17 AUG 2017 43 7 SE Bear Creek ES 484 FY17 AUG 2017 Subtotal ‐ ‐ 29,683

High School Initiative Estimated Completion of Seats Net New County FY A/C in # CMD Area School Construct Seats A/C Seats Funding Classrooms 1 1 SW Lansdowne HS 1,420 FY16/17 AUG 2019 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 Construct Seats A/C Seats TOTAL 14,311 9,982 50,835

Page 23 Modifications to the FY 2018 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 2018 Capital Budget and Program.

Sewer System 201P002 - Neighborhood Petition/health Ext.